q124/random_k2/random_1.md

Sustainability
in action

From epic challenges
to integrated solutions

Progress Report FY2015 February 2014–January 2015

Table of
contents

Letter from our CEO 3

Strategy for designing a better world 4

Products and services 8

Environment 14

Ethics and compliance 18

Suppliers and business partners 20

Employees 21

Impact philanthropy 25

Performance summary 27

About this report 30

United Nations Global Compact index 31

Global Reporting Initiative index 32

2

Letter from our CEO

The world is changing rapidly. By 2050, our planet
will be home to 10 billion people. About 95
percent of us will live within a day’s drive of a city,
adding stress to already aging infrastructures.
As the middle class grows to 5 billion, increased
prosperity will contribute to explosive consumer
growth and manufacturing. This intense
population growth and the resulting demographic
shifts will push our planetary resources, including
energy and water, to their limit.

The process of designing and making things is
changing just as rapidly. The combination of
digital design and digital manufacturing is
redefining the future of making things—
revolutionizing businesses and even entire
industries. This transformation offers
unprecedented potential not only to rethink
design but also to create new manufacturing
models that advance sustainability. To achieve
this, our customers need integrated environments
that enable them to move seamlessly and quickly
from design through to production. They need to
collaborate widely, and require access to data
management and simulation capabilities to
understand and optimize the impact of whatever
they are making. In response, we are delivering
cloud-based collaboration platforms, such as
Autodesk® Fusion 360™ software, that are
accessible and affordable to everyone.

Of all the social and environmental challenges
we face, none is more pressing than climate
change. This promises to be a breakthrough year
at the global, national, local, and company level.
We support an international agreement to curb
climate change and we look forward to advancing
the policy conversation during the coming year.
An improved policy framework will accelerate the
incredible gains that designers are already making
in this area. To drive this progress, we’re continuing
to expand the solutions we offer, helping customers
secure a competitive advantage by designing
high-performance buildings, developing resilient
cities and infrastructure, and creating more
efficient products. We’re also always looking for

ways to improve our carbon footprint. I am excited
to announce that we are committing to power our
business with 100 percent renewable energy.

To succeed and thrive, we need unprecedented
innovation and participation. In 2014, we
expanded our Cleantech Partner Program into
China—a key market that is making bold
commitments to tackle climate change. We
launched the Autodesk® Foundation—the first
foundation to invest in people who are using
design to tackle social and environmental
challenges—and continued to grow our
Technology Impact program, which provides
impact designers worldwide with access to our
software. And we are exploring ways to engage
our more than 225 million consumer users in
sustainable thinking.

Our employees are leading these changes within
Autodesk and developing solutions with our
customers and business partners. They bring
tremendous energy for sustainability, and our
new Employee Impact program supports their
enthusiasm, drive, and commitment. I also share
our employees’ passion for continuing to advance
diversity and inclusion at Autodesk and across the
industry. A diverse workforce reflects the markets
we serve, enriches our culture, broadens our
perspectives, and ultimately improves decision
making and strengthens our company.

This report describes our efforts and progress
in sustainability during the past year—and it
reiterates my commitment, and that of Autodesk
leadership and employees, to imagine, design,
and create a better world.

Please join us.

Sincerely,

Carl Bass
Chief Executive Officer
Autodesk

3

Strategy for designing a better world

We believe in the power of design.

As the global population moves toward 10
billion—a level experts anticipate we’ll hit by
2050—designers worldwide are using their skills
and talents to imagine, design, and create a
better world where everyone can live well and
live within the limits of our planet.

Population growth and demographic shifts will
lead to more people moving into urban centers
(putting more stress on aging infrastructures) and
explosive consumer growth (leading to an increase
in manufacturing). Our planetary resources will be
pushed to their limit. Billions of people already feel
the effects of inadequate access to water and
healthcare, rising energy demands, and climate
change. We have an unprecedented opportunity
to develop solutions that will improve the lives of
every person on the planet.

Design has the potential to disrupt the status
quo and provide more for people while
demanding less from the planet. We’re seeing
this vision of the future take shape in building
designs that dramatically reduce energy needs,
creative solutions from individual makers
worldwide, and new approaches to product
development and manufacturing that deliver
higher-quality, more customized goods that are
created locally and reduce materials waste.

Autodesk develops technology used by millions
of architects, engineers, students, and makers—
empowering them with tools to optimize the
environmental and social impact of their designs.
Through our commercial products and
investments in clean technology and impact
design, we enable the design-led revolution.

Our sustainability strategy focuses our efforts
where we can have the greatest impact: providing
the best sustainability solutions; delivering
learning and training opportunities; supporting
impact designers through expanded access to
technology; and leading by example with our
business practices and Employee Impact program.

Provide the best sustainability solutions
Autodesk’s biggest opportunity to make a
positive impact in sustainability is by delivering
products and services that make sustainable
design easy, insightful, and cost-effective. Our
customers use our products and services to
improve decisions that have substantial and
long-term environmental impacts—from planning
cities and designing buildings to capturing
rainwater and prototyping efficient vehicles.

Across our portfolio of more than 100 products
and consulting services for the building,
infrastructure, and manufacturing sectors, we
continue to integrate analytical capabilities,
robust data sets, and design principles to help
our users achieve higher-quality, and more
sustainable, project outcomes. Our customers
use these solutions to capitalize on the increasing
number of opportunities presented by the
growing market transformation toward more
sustainable design.

Deliver learning and training
opportunities
Skilled practitioners of sustainable design and
engineering are in short supply, yet we’ve never
needed them more. Through education, we can
empower makers, students, educators, and
professionals to better understand the
challenges we face and how to design lasting
and scalable solutions.

Through the Autodesk® Sustainability Workshop,
the Building Performance Analysis Certificate
(BPAC) Program, and our stand-alone sustainable
design courses, students and professionals are
learning how to use design technology and
analysis tools to make better, more sustainable
decisions during every step of the design process.
Autodesk also provides support for younger
students exploring a future in design-related fields
through a variety of programs. For example, the
Digital STEAM Workshop enables high school
students to download Autodesk® software at no
charge and then create and share their designs.

Expand access to technology for
impact designers
Solving complex challenges requires bringing
more people, more ideas, and the best thinking
to the table. We invest in and support impact
designers who are creating solutions for
positive environmental and social impact—a
commitment solidified with the establishment
of the Autodesk Foundation in 2014.

Through the Autodesk Foundation, the
Autodesk® Technology Impact Program, and
the Autodesk® Cleantech Partner Program,
we’re helping nonprofits and entrepreneurs
design high-impact solutions to social and
environmental challenges by providing them
with funding, training, and easy access to our
professional software suites at either no charge
or for a small license fee. To promote
sustainable design even further, we provide
knowledge-sharing platforms and discounted
or no-fee software for early adopters, students,
customers in emerging economies, and
makers and other consumers.

Lead by example
Our employees are our greatest asset for driving
positive impact. We support their passion, drive,
and talent with programs and opportunities that
help them create a better world at work, at
home, and in the community. They drive our
culture of impact whether they are lending their
skills to a foundation grantee, volunteering with
coworkers, or developing our latest design tools.

We continually improve our business by
implementing and promoting best practices
in sustainable operations. Using our own
sustainability solutions and those of our
customers, we treat our business operations as a
living lab for experimentation and improvement.
We measure and report our performance in order
to continually improve and to inspire progress
across the industry.

4

Materiality assessment
In 2013, we worked with consulting firm BSR to engage
Autodesk executives and content experts from across
the company’s business groups, functions, and regions
to evaluate the social and environmental issues that
have the largest impact on our success as a company
and the most relevance to global sustainable
development. We also assessed the level of influence
that Autodesk has in each area and how each factor
might evolve between now and 2050. Through this
process, we looked for gaps or blind spots in our
strategy and worked to identify emerging issues.

The assessment confirmed the areas where we have
historically focused our sustainability efforts. It also
complemented other analyses that are relevant to some
of these issues, such as those related to Autodesk’s
product strategies and market sizing.

The following issues rated highest in importance
to Autodesk’s business success as well as
sustainable development:

• Enable energy efficiency and greenhouse gas (GHG)

emissions reductions for Autodesk customers

• Support best practices, and spur new practices, across
the design industry with our technology and public
policy efforts

• Advance sustainable design education

• Ensure the privacy and security of the data

Autodesk collects

• Ensure diversity and equal opportunity within

our workforce

• Mitigate the impact of piracy and theft of Autodesk

intellectual property

• Invest in Autodesk employee training and development

• Enable energy efficiency and GHG emissions reductions

in our own business operations

These findings inform our strategy and provide a platform
for further engagement with external stakeholders, as
well as executives and employees companywide.

See pages 8–10 of our Sustainability Progress Report
FY2013 for additional details, as well as key themes
from the analysis and expected trends for some of
these issues in the coming decades.

We support the work of the Sustainability Accounting
Standards Board (SASB), which aims to develop
sustainability accounting standards that public
corporations can use to disclose relevant information
to investors. Although SASB standards apply to financial
reporting, we have considered the organization’s insights
related to materiality as a part of our reporting process
and will continue to do so in the future.

5

Sustainability governance and management
Our sustainability governance model facilitates strong collaboration and clear accountability across the company. Our CEO Carl Bass and his executive team have ultimate
accountability for sustainability at Autodesk, and for integrating sustainability into Autodesk’s overall strategic planning process. The following teams are responsible for
implementing Autodesk’s sustainability strategy within their areas of expertise.

Team

Focus area

Responsibilities

Reporting structure

Sustainability Solutions
Team

New products and
services

Building Performance
Analysis Team

Building performance
analysis products

Corporate Real Estate,
Facilities, Travel, Safety,
and Security Team

Real estate, facilities,
travel, safety, and
security

Environmental Core
Team

Operational performance

Corporate Sustainability
Team

Cross-company
sustainability programs

Autodesk Foundation

Impact design

Work across the company to develop solutions that address
the energy-, water-, and materials-related business challenges
of our customers in the building, infrastructure, and
manufacturing industries.

Develop solutions to analyze building performance and enable
designers to maximize energy efficiency before construction
begins. Work closely with other product teams to ensure
analysis is well integrated into Autodesk solutions.

Set strategies to improve our facilities’ environmental
performance and the sustainability of employee travel. Establish
and enforce policies and track trends related to environmental
health, safety, and compliance.

Act as an executive advisory board, establishing priorities and
goals and creating plans to improve environmental
performance. Promote and report these efforts throughout
the company.

Work across the company to deliver learning and training
resources; support makers, impact entrepreneurs, and
cleantech; provide access to software; engage employees
to create impact; optimize Autodesk’s sustainable business
performance; and manage sustainability reporting for
the company.

Invest in and support the most impactful individuals and
organizations using design to create a better world. The
foundation is a 501(c)(3) organization funded by Autodesk.

Reports to the senior vice president of information
modeling and platform products

Reports to the senior vice president of information
modeling and platform products

Reports to the vice president of corporate
real estate, facilities, travel, safety, and security

Reports to the CEO’s staff

Reports to the chief marketing officer

The Foundation CEO and president is accountable
to the Foundation’s board of directors

Other aspects of sustainability—such as promoting ethical conduct and human rights, protecting employee and customer privacy, and providing employees an inclusive and engaging
place to work—are managed by different groups across the company.

6

Autodesk does not have a political action committee and
thus does not contribute to U.S. federal elections. The
company did not contribute to state or local candidate
committees in fiscal year 2015. However, we did
contribute to a San Francisco ballot initiative related to
transportation and transit in the city (“The Committee for
Reliable Transportation, and Better, Safer Streets”). See
historical data on page 29.

Stakeholder engagement
The scale of the challenges we face requires massive
collaboration across a broad range of perspectives and
expertise. Engaging and partnering with stakeholders
and industry players is core to our efforts to design a
better world. Here are a few examples:

• We meet with customers and prospective customers
regularly to help shape our strategy and product road
map and to test Autodesk® Sustainability Solutions.

• We engage with government officials and policy

makers on public policy issues related to sustainability
and sustainable design.

• We partner with educators and institutions to train and

prepare students for careers in architecture,
engineering, and other related fields.

• We listen to, engage, and inspire thousands of

employees to participate directly in our sustainability
and Autodesk Foundation efforts.

Autodesk stakeholder groups

• Customers and prospective customers

• Employees and prospective employees

• Students and educators

• Government/policy makers

• Investors

• Suppliers

• Resellers and channel partners

• Software developers

• Industry associations

• Nongovernmental organizations

• Local communities

• Nonprofits

• Press and analysts

Public policy
At Autodesk, we participate in public policy debate to
advance innovation, sustainability, and economic growth.
Our Government Affairs Team and other key company
representatives engaged with government officials,
nonprofit organizations, think tanks, and other entities
during fiscal year 2015 to advance sustainability
principles. We focused on issues related to clean
technology, climate change, and building and
infrastructure development.

During fiscal year 2015, representatives from Autodesk:

• Were appointed to the Technical Advisory Committee

for the Mind the Science, Mind the Gap initiative
(sponsored by the World Resources Institute, CDP,
WWF, and the Global Reporting Initiative), which is
focused on advancing and standardizing the use of
science-based target setting to reduce GHG emissions

• Sat on the Advisory Board of SASB—an independent

nonprofit, which aims to develop sustainability
accounting standards for public corporations

• Joined the San Francisco Planning and Urban

Research think tank, which helps shape regional and
municipal policy

• Participated in the Business Council on Climate Change
in San Francisco, California, to increase dialog between
local businesses and city government and align on
shared objectives

• Worked with the Singapore Sustainable Business

Federation to promote and recognize green technology
solutions in that country

• Advocated for and promoted the clean technology

industry in China and Australia (see page 13
for more details)

These efforts supported our commitment through the
global Caring for Climate initiative to engage with
national governments, intergovernmental organizations,
and civil society to create ways for businesses to help
build a low-carbon and climate-resilient economy.

7

Products and services

Through its products and services, Autodesk strives
to make sustainability easy, insightful, and
cost-effective. Our customer base has a sizeable
reach with great potential to create positive
environmental change. We continually improve
Autodesk Sustainability Solutions and then apply
them in our own facilities, using our buildings as
living labs to showcase how our products can
improve environmental performance. In addition,
we work to increase access to our technology,
educate students and professionals in the
principles of sustainable design, and make
strategic investments to advance new ideas in
sustainable design. For information about how we
protect the privacy and data security of customers
who use our products and services, see page 19.

Professional customers
and consumers
Millions of professionals worldwide use our
solutions to plan cities, design buildings and
products, supply people with energy and water,
develop manufacturing processes, and more.
They represent a wide range of disciplines,
including architecture, engineering, construction,
natural resources, infrastructure, manufacturing,
and media and entertainment.

An increasing number of customers use our
Sustainability Solutions to design new assets or
improve existing ones. We continue to improve
our products and services to help customers
increase their ability to deliver sustainable projects.

Since we formed the Autodesk® Consumer Group
in 2010, we have grown our user base to more
than 225 million individuals across web, mobile,
and desktop platforms. We offer a broad portfolio
of free or low-cost mobile and web-based tools,
as well as online communities, for artists, makers,
gamers, home enthusiasts, and students. We also
strive to advance economic opportunities for
these customers by providing a space for them to
sell their creations—such as graphics, fonts, and
themes—through Creative Market. These
consumer tools and communities provide an
opportunity to engage more people in sustainable
thinking. One way we do this is through our
Instructables® community (see page 12).

• Support for startups: Through our

Startups-in-Residence program, we provide
selected entrepreneurs in the Boston area
with office space and access to Autodesk
products and Autodesk employees. This
helps to build connections between
designers working on solutions to today’s
challenges and enables our team to
connect to entrepreneurs at different stages
of innovation. The program began in April
2014, and we had supported five startup
companies by the end of fiscal year 2015.

• Collaboration with Panoramic Power: In
fiscal year 2015, Panoramic Power announced
our investment and a plan to begin technical
collaboration that will use Autodesk®
Building Information Modeling (BIM)
solutions and Panoramic Power’s solution
for device-level energy management. This
collaboration will help optimize building
performance and enable customers to
improve efficiency, reduce energy and
operational costs, and identify equipment
that requires maintenance before it fails.

• Investment in Lucid Design: Autodesk
began piloting Lucid Design’s Building OS
platform in several facilities in 2013. The
technology creates a connective hub for
systems and devices and provides building
management tools to help customers
make better decisions and improve
building performance. Autodesk invested
in Lucid Design in fiscal year 2015 to
support further innovation.

• Collaboration with Impact

Infrastructure: In fiscal year 2015,
Autodesk partnered with Impact
Infrastructure to bring AutoCASE—a new
triple bottom line analysis tool—to market.
AutoCASE gives customers the ability to
evaluate the financial returns as well as the
social and environmental impacts of their
projects and easily update their analysis
when new information becomes available.
For more about AutoCASE, see page 10
or visit our website.

8

Incubating sustainable
design
At Autodesk, we create software that helps
designers tackle some of the world’s most
pressing social and environmental challenges.
We further support those designers by
providing them with opportunities to connect
with others who have similar passions and by
making strategic investments in their
businesses that help nurture new ideas and
advance innovations in sustainable design.

Sustainability Solutions
The biggest opportunity for Autodesk to advance
sustainability is through our products and services.

Today’s designers, architects, and engineers are faced
with significant business constraints: Energy demand is
expected to double by 2030 and, at the same time, an 85
percent reduction in GHG emissions is needed to stabilize
the climate by 2050. These two realities are on a collision
course. Meanwhile, at current usage, global demand for
water will outstrip supply by 40 percent in 2030.

Incorporating environmental sustainability into products,
processes, and assets is not only a differentiator, it’s a
business imperative—with significant opportunities to

enhance profitability, decrease risk, and win new
business. At the same time, we’re seeing intensifying
regulatory standards from local and national
governments worldwide. For example, North America,
the European Union, and China are enacting a variety
of regulations that will curb emissions, green their
buildings, and protect water resources over the next
five to ten years.

For these reasons, sustainable design strategies
have become a standard market expectation, alongside
traditional considerations such as cost and durability.
At Autodesk, we strive to make sustainability easy,
insightful, and cost-effective in high-impact industries.

We combine software workflows with consulting services
to deliver modeling, simulation, analysis, and process
management solutions that streamline and democratize
sustainable design. These solutions enable informed
decisions throughout an asset’s lifecycle, empower more
people and organizations to incorporate environmental
considerations without expensive subject matter experts,
and optimize materials choices and the energy and water
footprint of products, assets, and processes.

Autodesk Sustainability Solutions help customers uncover
recurring benefits from energy, water, and materials
stewardship across the asset lifecycle. We focus on the
major economic sectors with the largest environmental
impact: buildings, infrastructure, and manufacturing.

The opportunity for sustainable design

Buildings are among the biggest consumers
of energy on the planet—accounting for
more than 40 percent of U.S. energy use.
Globally, buildings represent an estimated
38 percent of the total GHG emissions
reductions needed to stabilize the climate
by 2050.*

Aging infrastructure
worldwide is already straining
to keep up with population
growth, and the UN predicts
that urban populations could
grow by 2.5 billion people by
2050, with close to 90 percent
of the increase concentrated in
Asia and Africa.**

From product materials selection
to industrial operations, the
manufacturing sector offers
many opportunities to minimize
environmental impact.

*WBCSD (2009) “Energy Efficiency in Buildings: Transforming the Market” with data from Lawrence Berkeley National Laboratories.

**2014 Revision of the World Urbanization Prospects.

9

Autodesk Sustainability Solutions for building, infrastructure, and manufacturing

Rapid energy modeling
for existing buildings
This streamlined process for
energy analysis allows
users to screen a single
building or a group of
buildings to identify the best

High-performance
building design
New analysis tools make it
possible to simulate and
analyze performance in
high-impact areas (such as
lighting, energy, and airflow)

candidates for retrofits quickly and remotely, prior to
costly site visits. Learn more.

through all stages of the design process using tools
such as Revit 2015 and Autodesk® FormIT® free mobile
app. Learn more.

Materials Life Cycle
Assessment (Tally)
Tally®, a new plug-in
for Autodesk® Revit®
software, enables better
decision making using
thinkstep’s GaBi

environmental dataset of construction materials.
Designers can quantify the embodied impacts of
building materials, components, and assemblies and
gain quick insight into the environmental trade-offs
of different design scenarios. Learn more and
watch a demo.

Data center
energy efficiency
Autodesk® Simulation CFD
software empowers design
teams to improve efficiency,
maximize “free-cooling” to
reduce power usage, and

accurately determine if an existing space can be
reconfigured to avoid a costly expansion. Learn more.

Triple bottom line
analysis (AutoCASE)
AutoCASE is a new plug-in
for Autodesk® design
software that automates
analysis of economic, social,
and environmental costs

and benefits from within the virtual design
environment. Teams can assess impacts immediately
as design changes occur and use this information to
increase their chances to win financing and buy-in
from the community. Learn more.

Factory energy
management
With Autodesk® Factory
energy management
solutions, factory owners
can design and communicate
efficient layouts by creating

a digital model of a new or existing factory.
Computational fluid dynamics (CFD) simulations can
then generate a clear analysis of energy consumption
and help owners better understand airflow and
cost-effective ways to optimize HVAC system
performance. Learn more.

Hear from Autodesk customers and see our Sustainability Solutions in action

Glumac, a leading firm in sustainable design, uses
Autodesk® Green Building Studio® energy analysis
software and Simulation CFD in a Revit-based design
process—accessing cloud-based services to conduct
analysis quickly. Learn more.

Learn more about the AutoCASE tool for triple bottom
line valuation of infrastructure projects, watch it in
action, and hear what customers have to say.

Learn how the URS Corporation—a leading provider of
engineering, construction, and technical services—uses
Autodesk’s rapid energy modeling solution to offer
sustainability services to their clients.

Visit our Sustainability Solutions website for more information about our solutions for the building, infrastructure, and manufacturing industries, plus links to case studies, demos, and
customer testimonials.

10

Autodesk as a living lab
We often use our Sustainability Solutions in our
own operations. This helps us test and refine the
functionality of our solutions, improve our own
environmental performance, and showcase how
customers can use our solutions to meet their
own sustainability objectives.

Learning and training
Sustainable design and engineering are becoming
increasingly important to the architecture and product
development fields. At the same time, significant
education and skill gaps exist in this area. For students to
meet the growing demand in their fields, they must be
better prepared. In addition, there is a movement of
makers and artists who increasingly use design software
to shape their creations and make them more
sustainable. Autodesk offers educational tools and
resources to help makers, students, educators, and
professionals understand sustainable design and its
application across many industries.

Online learning
We offer free, flexible, self-paced online learning
opportunities to teach sustainable design concepts to
those already practicing or considering a career in
architecture, engineering, design, and other related fields.

• Autodesk Sustainability Workshop is a free online
knowledge base that teaches the principles and
practice of sustainability in engineering, architecture,
and design. Short, engaging videos and articles that
teach the fundamentals of sustainable design are
paired with case studies and tutorials that illustrate
how to put complex concepts into practice with
Autodesk tools. Since launching in 2010, the
Sustainability Workshop has received nearly
2 million visits, and hundreds of educators and
academic institutions worldwide have integrated
the materials into their classes.

• Autodesk’s Building Performance Analysis Certificate

(BPAC) Program is the first of its kind. This free, online
course teaches building science fundamentals and
Autodesk building performance analysis tools. Since
the course launched in 2013, more than 12,000 people
have registered, 75,000 course hours have been
completed, and about 275 educators worldwide are
using it to supplement coursework.

• In 2014, we launched individual course offerings for
professionals seeking continuing education credits
and students and educators who are looking for
more flexibility in their course selections. Thirteen
individual courses are available in high-performance
building design, simulation CFD for building design
and architecture, engineering, and construction
(AEC) applications.

• The online Autodesk® BIM Curriculum for AEC was

created to prepare learners for professional practice in
AEC management. The Autodesk BIM Curriculum site,
which has received more than 1.4 million views, has
extensive learning materials, videos, exercises,
assessments, and more to teach BIM and sustainable
design practices, along with integrated project delivery
(IPD) concepts.

• The Autodesk® Simulation Workshop helps increase
students’ and practicing engineers’ fundamental
understanding of how computer-aided engineering
software tools work. Using Autodesk simulation and
analysis tools, the workshop connects theory, numerical
methods, and application to provide students with a
real-world understanding of their learning.

• The Digital STEAM Workshop invites high school
students to download Autodesk software at no
charge and then create and share their designs. It
includes design-based projects with extensive content,
lesson plans, data sets, and videos that guide users
through the development of designs that demonstrate
their mastery of core topics in STEAM and design-
based disciplines.

Partners and sponsorship
We support the passions of students and professionals
outside the classroom as well by creating and
sponsoring sustainable design competitions, such as
the Cradle to Cradle Product Design Challenge. This
competition challenges participants to “eliminate the
concept of ‘waste’ by designing products with
materials that may be perpetually cycled to retain their
value.” The initiative is a partnership between Autodesk
and the Cradle to Cradle Products Innovation Institute.

Autodesk also works closely with industry-leading
organizations such as the American Institute of
Architecture Students, the U.S. Green Building Council,
and Architecture 2030. Through these relationships,
we fuel creativity and help students and professionals
understand how to integrate sustainable design
strategies into their work (both now and in the future).

11

 » Through Autodesk® Academic Resource Center (ARC),
schools gain access to Autodesk software for their
classrooms and labs at no charge.

The value of the software we donated through
these programs was in the billions of dollars for
fiscal year 2015.

• Educational organizations: We provide access to

Autodesk technology to education-focused
organizations, such as The Chronicle of Higher
Education, President Obama’s ConnectED Initiative,
Discovery Education, EDUCAUSE, FIRST® Robotics, F1
in Schools™, ISTE, Intel® Computer Clubhouse, NESTA,
NMC, PACE, Project Lead the Way, SkillsUSA, U.S.
Department of Energy Solar Decathlon, VEX® Robotics,
and WorldSkills.

• Consumers: We make our technology accessible to

everyone from artists and makers to gamers and home
enthusiasts. More than 225 million individuals have
accessed the consumer products and communities we
offer at low cost or no charge.

• Customers in emerging economies: At the time of
publishing this report, Autodesk also makes older
versions of Autodesk® AutoCAD® and Autodesk®
AutoCAD LT® software available for purchase in some
countries with emerging economies. The list price of

these versions is usually a percentage off the list price
of the latest release. We also have a policy of adjusting
our list pricing in a number of countries to account for
lower purchasing power in those locations relative to
more mature markets.

• Employees: Since late 2012, Autodesk has granted
its employees access to most Autodesk products at
no charge.

Information sharing
We also facilitate knowledge sharing and expand access
to information. Here are a few examples:

• Instructables is an online community where creative
people share innovative projects and ideas, including
projects related to sustainability issues such as solar
energy, greywater, and upcycling. Instructables also
runs a variety of sustainability-focused contests such
as green design and e-waste reduction challenges.

• The Autodesk® Knowledge Network is an online hub
for user support, learning, and community resources
that makes it easier for users to access and exchange
information relating to the use of Autodesk solutions.

• Autodesk Sustainability Workshop is an online resource
that teaches the principles and practice of sustainability
in engineering, architecture, and design with no fee.
Learn more on page 11.

Access to technology
We provide software solutions to people around the
world—from design and engineering professionals and
students to clean technology innovators and nonprofit
organizations. By increasing access to our technology,
we expand the number of people who can use our
solutions to create a better world.

Discounted and no-fee software
We offer discounted and no-fee versions of Autodesk
software to a variety of individuals and organizations,
including the following:1

• Nonprofit and community organizations: In fiscal

year 2015, we donated software worth US$6.8 million
through the Autodesk Technology Impact Program,
which supports nonprofit organizations using design
to solve epic challenges. Learn more about the program
later in this section.

• Clean technology entrepreneurs: Through our

Cleantech Partner Program, we support those who
are designing clean technology solutions to solve
environmental challenges. Learn more about the
program later in this section.

• Early adopters: Autodesk® Labs offers the public

early access to prototypes, technology previews, and
experimental web services at no charge. People can
access this professional-grade software in preview
mode, trying out new features and workflows while
providing constructive feedback to Autodesk.

• Students: Autodesk Education has provided access

to Autodesk software to more than 200 million
students, educators, and institutions with no fee.
In 2014, we completed our multiyear education
business model transformation by providing access
to our desktop software to any student, teacher,
or school in the world at no charge.

 » Through the Autodesk Education Community,

students and educators can access more than 65
titles of Autodesk professional-grade software at no
charge. Since the Community’s inception in 2006,
more than 12 million students and educators have
registered, including nearly 3 million in 2014.

1. Products are subject to the terms and conditions of the end-user license and services agreement that accompanies the software. Software for students and educational organizations are for educational purposes only and are not

intended for commercial use.

12

Partnering for clean technology
The Autodesk Cleantech Partner Program supports
entrepreneurs who are designing clean technology
solutions to solve environmental challenges. We provide
participants with up to US$150,000 worth of software at
no charge, which they can use to design, visualize, and
simulate their groundbreaking ideas through the creation
of digital models and prototypes.1 Through this program,
we have supported thousands of companies across 30
countries, including China, where we launched the program
in fiscal year 2015. The launch in China attracted the
interest of more than 35 media outlets and aligns well with
the Chinese Central Government’s push for a greener China.

We also work with leading cleantech incubators,
governments, and others to identify entrepreneurs who
can benefit from the use of Autodesk tools and to
advocate for and promote the industry.

• Australia: We partner with the Australian Department

of Industry and are the principal sponsor of the
Australian Technologies Competition

• China: We signed a memorandum of understanding
with the China Industrial Energy Conservation and

Cleaner Production Association to accelerate clean
technology development in that country

• Europe: We collaborate with Cleantech Scandinavia

through the Nordic Cleantech Open competition

• North America: We work closely with incubators
such as MaRS Discovery District, Greentown Labs,
and Los Angeles Cleantech Incubator to accelerate
cleantech startups

• Worldwide: We partner with Cleantech® Group

to provide exposure for cleantech innovators and help
them engage with investors and sustainability
thought leaders

Technology Impact Program
Established in 2013, the Autodesk Technology Impact
Program provides software donations to nonprofit
organizations and individuals that are using design to
help solve social and environmental challenges and
create a better world. Qualifying applicants can receive
initial grants of two professional Autodesk software
suites—valued at up to US$15,000—for US$99 per
license. In fiscal year 2015, 375 organizations
participated. Through this program, we support
nonprofits such as The Citizens Foundation, Evidence

Action, and the ShadowView Foundation, helping
them pursue breakthrough ideas in the areas of
education, access to clean water, humanitarian
protection, and environmental conservation. Through
this program, we also provide Autodesk Foundation
grantees with our technology.
Accessibility
Autodesk recognizes the importance of Section 508
of the Rehabilitation Act, which requires that U.S.
federal agencies’ electronic and information
technology be accessible to people with motor,
vision, or other impairments. See links to Voluntary
Product Accessibility Templates (VPATs) for all major
Autodesk products. These detail the accessibility
features of Autodesk products and help government
customers determine their own compliance.

1. Value is based on up to five commercial licenses of each application unless otherwise noted. Autodesk® 360 services for up to five single user authorizations for one year.

13

Environment

GHG emissions by activity
(Thousand metric tons CO2e)

As we empower our customers to create a more
sustainable world, we also hold ourselves to high
standards. We implement best practices—with a
focus on reducing energy use and GHG
emissions, since those represent the most
significant environmental impacts from our
operations. This demonstrates our commitment
through the global Caring for Climate initiative
to reduce our own carbon footprint while helping
our customers improve their environmental
performance. We also strive to use water,
materials, and other resources efficiently, in
our own facilities and across our value chain.
Carbon footprint
Autodesk increased revenue by 11 percent in
fiscal year 2015 compared with fiscal year 2014,
while increasing absolute GHG emissions by
12 percent during that same period, to 67,700
metric tons carbon dioxide equivalent (CO2e).
Our footprint is 27 percent smaller in absolute
terms than in 2009, our baseline year. During
fiscal year 2015, Autodesk’s CO2e emissions
decreased by 6 percent per employee and
increased 1 percent per dollar of revenue,
compared with the prior year. See the chart
above and our performance summary on page
27 for detail. The following pages also offer
more information about the progress we have
made to reduce our emissions.

27% Reduction in Autodesk

carbon footprint since
our baseline year
(fiscal year 2009)

Autodesk follows the Greenhouse Gas Protocol
Corporate Standard for carbon measurement and
reporting. This year, we added Scope 3 emissions
for capital goods and our cloud services providers
to the inventory and restated our historical
emissions for those categories. Newly reported
emissions for capital goods are included in supply

chain and emissions for cloud services providers
are combined with other data center emissions.

We calculate our inventory using primary and
secondary data whenever possible. For these new
emission areas, we applied Carnegie Mellon
University’s economic input-output model, using
2002 data to calculate emissions. While we
consider this approach to be rigorous, it
introduces uncertainty to these categories due to
the age of the data and because it is not specific to
Autodesk. In the coming years, we plan to
supplement this approach with primary and
secondary data from our suppliers through
participation in CDP Supply Chain.

As in fiscal year 2014, Bureau Veritas will verify
Autodesk’s Scope 1 and Scope 2 GHG emissions
inventory for fiscal year 2015. They will also
provide methodological assurance for the
complete inventory.

Additional information about GHG emissions
related to our operations and products can be
found in the following places:

• See page 27 for data related to energy and GHG

emissions by Scope 1, 2, and 3, and GHG emissions
normalized per Autodesk’s relative contribution to
world GDP, per US$ revenue, per employee, and
per active square foot of real estate.

• See page 9 for information about how we help
our customers and their customers decrease
GHG emissions through the use of our products.

• View Autodesk’s CDP submissions for

additional information about our approach
and calculation methodologies, as well as
our assessment of climate-related risks and
opportunities for our company.
Reduction target for
GHG emissions
Autodesk’s Corporate-Finance Approach to
Climate-Stabilizing Targets (C-FACT) methodology
calls for companies to reduce GHG emissions in
line with global scientific and policy climate
stabilization targets, and in proportion to their
relative contribution to the economy. This
approach is compatible with the Mind the
Science, Mind the Gap initiative, which is
focused on standardizing science-based targets
and is sponsored by the World Resources
Institute, CDP, WWF, and the Global Reporting
Initiative. In early 2014, we introduced a
modified version of C-FACT for cities.

We are committed to following this approach
through 2020. This year, we met our 27 percent
absolute reduction target, established using our
C-FACT methodology, compared with our
restated fiscal year 2009 baseline. Our fiscal year
2016 target is a 32 percent absolute reduction,
also compared with fiscal year 2009. Learn more
about C-FACT.

14

060208040100Hover over items in the legend to see related values.FY2009FY2010FY2011FY2012FY2013FY2014FY2015Employee travel and meetings
Autodesk is a global company, so employee travel is
vital to our business. In fiscal year 2015, nonconference
business travel resulted in 24,800 metric tons of CO2e
emissions, 37 percent of the total Autodesk carbon
footprint, and 21 percent more than the prior year.1 See
page 27 for detailed energy and GHG emissions data.

In fiscal year 2015, Autodesk:

• Avoided travel through use of virtual collaboration
tools: Employees used our high-definition TelePresence
systems for a total of over 15,000 call hours2 during the
year. This was an increase of about 8 percent compared
with the previous year. The number of desktop audio
and video sharing sessions increased by 32 percent.

• Selected efficient cars: Our use of hybrid and other
fuel-efficient rental cars increased 8 percent this year.
Twenty-five percent of all rentals were hybrids and 82
percent of all rentals were rated for more than 28 miles
per gallon.

• Decreased the environmental impact of our

meetings: Through our strategic meetings
management program, we train meeting planners
about best practices and core sustainability concerns,
incorporate sustainability questions into the Autodesk
green rating system for hotels, and include sustainability
expectations in standard meeting contract language.
The program (which includes, but is not limited to,
sustainability issues) saved Autodesk more than
US$1 million in fiscal year 2015.

Targets

Select high-fuel-efficiency
vehicles for at least 85 percent of
hired cars by fiscal year 2019

Reduce overall GHG emissions
from rental cars by 30 percent by
fiscal year 2019 (baseline fiscal year
2013)

Progress in
FY2015

Achieved
25 percent

Achieved
12 percent

Facilities
In fiscal year 2015, energy use in our facilities resulted
in 7,120 metric tons of CO2e emissions, 11 percent of
the total Autodesk carbon footprint, and 25 percent
less than the prior year. See page 27 for detailed energy
and GHG emissions data, including purchases of
carbon-neutral energy and renewable energy
certificates and offsets.

We use a variety of approaches to reduce GHG
emissions and associated costs related to our facilities,
including the use of our own products. In addition to
enhancing our performance, this can serve as a
showcase for customers and potential customers. For
example, in fiscal year 2015, Autodesk® Building Design
Suite was used to design our new Leadership in Energy
and Environmental Design (LEED®)–certified San
Francisco Spear Tower office space.

In fiscal year 2015, Autodesk:

• Continued to expand our sustainable facility
strategy: We assess our facilities’ environmental
operating practices in areas such as energy and water

conservation, waste management, green procurement,
and indoor air quality management, and then create
customized sustainability improvement plans. This year,
we increased the proportion of assessed facilities to 81
percent of our total square footage. The scores of those
facilities continue to be 10 percent higher than the
industry average.3 Sites representing 60 percent of our
total space, up from 24 percent last year, have fully
implemented the recommendations they received. In
our Montreal office, one of the top projects identified
through this process is forecasted to save more than
US$48,000 and 162 metric tons of CO2e emissions in
the first year post-implementation.

• Increased LEED certifications:

In fiscal year 2015, we were awarded five additional
LEED certifications. This increased our total LEED
certifications to 19 (12 Platinum, four Gold, and three
Certified), which represents 32 percent of our total
square footage.4 See a list of certifications in
footnote 3 on page 29.

• Increased renewable energy use: Use of
renewable energy in our real estate portfolio
represented 40 percent of our global electricity
consumption, up from 33 percent the prior year.
This includes onsite generation at our Pier 9 facility
in San Francisco, California, and at our offices in
Manchester, New Hampshire.

Targets

Implement customized
sustainability improvement plans
for all benchmarked Autodesk
sites by fiscal year 2017

Progress in
FY2015

Implemented
plans in sites
representing
60 percent of
total square
footage

Direct emissions of NOx, SOx, and volatile organic compounds
(VOCs) from our facilities are too insignificant to report.

1. Autodesk reports emissions from event-related travel separately from regular business travel in the GHG emissions by activity graph (previous page), although these activities are combined in the business travel line on page 27.
2. This value consists of actual data plus estimated usage for the first quarter of fiscal year 2015. The need for estimation is a result of a vendor and team transition.
3. Compared with the average score in the leased building industry of other building portfolios that use this rating system.
4. As of January 1, 2015.

15

Major events
In fiscal year 2015, our two biggest events—Autodesk
University and One Team Conference—together resulted
in 11,300 metric tons of CO2e emissions, 17 percent of
the total Autodesk carbon footprint and 63 percent
more than the prior year. This increase is due to a
refinement in calculation methodology as well as an
increase in conference attendance.

In fiscal year 2015, Autodesk:

• Made exhibit halls more sustainable: We focused
on making the exhibit hall at Autodesk University as
sustainable as possible. Based on partnership with our
suppliers, exhibitors, and the venue, the event sent 65
percent less waste to landfill compared with fiscal year
2014. We accomplished this through reducing food
waste, reusing and donating carpet and booth
materials, and by gaining commitments from exhibitors
to reduce giveaways and printed materials. We also
implemented many of these waste reduction practices
at our One Team Conference. Our documented
sustainability best practices for event planning help our
staff evaluate alternatives and reduce environmental
impacts.

• Reused and recycled graphics: The number of

exhibitors that committed to reuse and recycle graphics
elements increased by 25 percent over fiscal year 2014.

In the coming year, we will partner with our vendors to
further reduce waste and GHG emissions from events.
Data centers and IT operations
Data center energy use has the largest environmental
impact of Autodesk IT operations. During fiscal year
2015, it resulted in 4,860 metric tons of CO2e emissions,
about 7 percent of Autodesk’s carbon footprint and 6
percent more than the prior year. IT-related emissions
from Autodesk facilities are reflected in the Facilities
section on the previous page.

In fiscal year 2015, Autodesk:

• Analyzed the impact of our supplier-hosted

cloud services: Some of Autodesk’s cloud services
are managed in third-party data centers. We used an
input-output analysis to estimate that the emissions
from these services in fiscal year 2015 equaled 3,110
metric tons of CO2e. We have started to explore
collaborations with our cloud service providers to

further understand and mitigate the GHG emissions
related to delivering these capabilities to our customers.

• Invested in server virtualization: Server virtualization

optimizes the use of equipment and decreases the
need to run and cool physical servers. Autodesk has
virtualized more than 90 percent of its servers,
including those that support its internal operations as
well as its customers.

• Used rating systems to improve efficiency:
We continued to use ENERGY STAR to select
hardware for our data centers and the Electronic
Products Environmental Assessment Tool (EPEAT) to
select desktop hardware. We are also expanding our
presence in LEED–certified and U.S. EPA ENERGY
STAR–certified data centers. For new data centers in
Europe, we are committed to expanding best practices
for hardware and site selection and selecting vendors
that are ISO 50001 Energy Management standard–
and ISO 14001 Environmental Management Systems
standard–certified.

Targets

Source 100-percent renewable
energy in new data centers in
Europe by the end of fiscal
year 2017

Implement virtualization and load
shifting to save energy in at least
40 percent of our customer-facing
data centers by the end of fiscal
year 2016

Progress in
FY2015

New goal

New goal

Supply chain
In the past, we have focused our supply chain GHG
emissions reporting on manufacturing, assembling,
and delivering physical software media; and on
packaging and powering electronic software
downloads. This year, we have expanded coverage
and updated historical data to include the category of
Capital Goods. During fiscal year 2015, supply chain
activities resulted in 7,600 metric tons of CO2e
emissions, about 11 percent of Autodesk’s carbon
footprint and 9 percent more than the prior year.

In fiscal year 2015, Autodesk:

• Increased customer use of electronic downloads:
In the fourth quarter of fiscal year 2015, the number
of Autodesk software downloads exceeded the number
of boxes we shipped for the first time. During the year,
electronic downloads replaced shipments of more than
624,000 boxes, reducing the associated GHG emissions
by more than 760 metric tons CO2e.

In coming years, we intend to report on our efforts to
mitigate GHG emissions from a broader set of suppliers.

See page 20 to learn about our Partner Code of Conduct
and our green procurement guidelines.

16

of these processes. All Autodesk locations are covered
by the company’s environmental management system.

Our Environmental Core Team (see graphic), which
includes senior leaders from across the business, institutes
sustainability best practices throughout our operations.
Together with the Corporate Sustainability Team, these
executives are responsible for: understanding the
environmental impacts of our business; establishing
priorities, goals, and plans for reducing those impacts;
and promoting and reporting efforts across the company.
Project teams in turn support these responsibilities and
execute our strategy in the company’s largest
environmental impact areas. These groups are co-led by
the Corporate Sustainability Team and an Autodesk
employee from each activity area.

Autodesk environmental management structure

CEO Staff

Environmental Core Team

Travel
Project
Team

Facilities
Project
Team

Events
Project
Team

IT
Project
Team

Supply
Chain
Project
Team

Corporate
Sustainability
Team

Environmental compliance
Autodesk meets or exceeds all applicable environmental
laws and regulations related to our business operations.
In fiscal year 2015, we were not cited or fined for
noncompliance of any environmental laws or regulations.

Waste in operations
Autodesk collects and reports waste data for our
headquarters campus in San Rafael, California, as well
as select other sites. See data on page 28.

To divert waste from landfill, in many of our offices we offer
compostable utensils and cups and arrange for compost
collection in facilities where such municipal services are
available. At our Waltham, Massachusetts, facility, we
collaborate with our landlord to send 100 percent of
nonrecyclable waste to a waste-to-energy facility.

We also estimate the GHG emissions impact of waste from
Autodesk events and the end-of-life phase of Autodesk
products. In fiscal year 2015, these represented 631 metric
tons of CO2e emissions, about 1 percent of Autodesk’s carbon
footprint, which is significantly more than the prior year due
to a new calculation methodology.

In fiscal year 2015, Autodesk:

• Expanded waste management and materials-

efficiency efforts: We continued to improve materials
reduction, green printing practices, and waste diversion
practices through recycling, composting, and waste-to-
energy, where available.

• Diverted waste at conferences: At Autodesk

University, we sent 65 percent less waste to landfill in
fiscal year 2015 compared with fiscal year 2014.

• Decreased product-related waste: See information
about reducing packaging and increasing customer
use of electronic downloads on page 16.
Water use in operations
Water is not a material issue for our operations.
However, we recognize that water scarcity is an
increasing risk globally. We take steps to reduce water
use in many of our offices through efficient fixtures and
toilets, right-sized cooling equipment, and conservation.
Corporate environmental
management
Autodesk’s Environmental Policy outlines our high-level
sustainability commitments. We have a management
structure for obtaining environmental data, making
investment decisions, implementing measures to reduce
our impact, and reporting performance. We continue to
improve the reliability, comprehensiveness, and automation

17

Ethics and compliance

At Autodesk, we’re driven to conduct our
business with the highest degree of honesty,
integrity, and ethical behavior. We promote
human rights wherever we do business, and take
steps to safeguard the privacy and data security
of our customers and employees.
Corporate governance
As of April 2015, the Autodesk board of directors
has 10 directors, including Autodesk CEO Carl
Bass. All current directors, other than Bass, are
independent, according to the criteria for
independence established by the NASDAQ Rules.
This includes our chairman, Crawford W.
Beveridge. Also, all members of board
committees are independent. Three of our
directors are women.

Additional information about the Autodesk
board of directors, including standing committees,
committee composition, committee charters,
director biographies, and the company’s
Governance Guidelines is available on our
Investors website. That website also includes
information about stock trades by members of
our board of directors and by Autodesk executive
officers. The Proxy Statement within our Annual
Report Fiscal Year 2015 provides information
about and analysis of board of director and
executive compensation.
Business ethics
We are committed to maintaining ethical
business practices at Autodesk. Our Code of
Business Conduct (COBC), adopted in 1997 and
most recently amended in 2015, conveys our
values and expectations. The COBC details our
policies and procedures, and outlines the ethical
considerations that guide our daily work. It
covers areas such as equal opportunity,
confidentiality, political contributions,
anticorruption, free and fair competition,

and responsible business practices, including
environmental protection, human rights,
and philanthropy.

All Autodesk employees worldwide are required
to complete COBC training annually and to certify
that they have reviewed, understand, and agree
to follow the COBC. In fiscal year 2015, 100
percent of Autodesk active employees completed
the training. Our subsidiaries and contractors,
suppliers, and service providers are also required
to abide by our COBC.

In addition, Autodesk’s Code of Ethics for
Senior Executive and Financial Officers covers
issues such as conflicts of interest, filings with
the U.S. Securities and Exchange Commission,
and disclosures to the public, as well as
compliance with all applicable laws and
regulations. It is signed by all executives who
report directly to the CEO, and by certain
members of our finance organization.

Anticorruption
We are committed to complying with all
applicable anticorruption laws and regulations,
such as those requiring accurate bookkeeping
and documentation of records and those
prohibiting offering, promising, or giving
anything of value to a public or government
official. This includes the U.S. Foreign Corrupt
Practices Act (FCPA), the U.K. Bribery Act, and
any similar local regulations in the areas where
we operate. We expect our partners to abide by
these same standards while conducting business
with or on behalf of Autodesk.

To ensure understanding of our expectations, we
provide in-person trainings on compliance issues,
including anticorruption, for various employees
and partners around the world. We also plan to
launch an online anticorruption training module
to a broader base of employees later in 2015.

Reporting concerns
Our COBC includes instructions for reporting
possible violations of Autodesk policies or
practices. The company’s Business Ethics and
Compliance Hotline enables employees and third
parties to report suspected violations for
investigation and resolution. The COBC prohibits
reprisal or retaliation of any sort against anyone
who makes a report in good faith.

The Hotline, run by an independent company, is
available 24 hours a day, 7 days a week. The
toll-free numbers, included in our COBC, are
available to Autodesk employees and third parties
worldwide. All calls to the Hotline may be made
anonymously except where prohibited by law. In
addition to the Hotline, a web-based reporting tool
is also available in multiple languages. Autodesk
investigates all reports made in good faith.

18

Human rights
Autodesk promotes and protects human rights wherever
it does 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. Several
issues with relevance to human rights, such as
anticorruption, privacy (see below), nondiscrimination,
employee health and safety, and access to technology,
are covered in this report.

We expect our suppliers and other business partners to
comply with all applicable laws and regulations,
including those related to human rights. Our resellers
and distributors are also obligated to comply with our
Partner Code of Conduct (see page 20 for more details).
Consistent with our culture of ethical behavior, integrity,
and respect, we will continue to work with our suppliers
and refine our own requirements and processes to
reinforce our commitment to human rights.
Privacy and data security
Autodesk and its subsidiaries worldwide respect the
rights of our customers, partners, and employees and
take our responsibilities with regard to privacy and data
security seriously. We protect information in a manner
that addresses both legal compliance and strategic
business concerns by reviewing and assessing our
practices related to confidentiality, privacy, and security.

Autodesk is proud to be self-certified to the U.S.–EU
and U.S.–Swiss Safe Harbor Frameworks, for both
customer and human resources data. The Safe Harbor
certification program provides a streamlined mechanism
for U.S.–headquartered companies to comply with
certain EU and Swiss data protection requirements
regarding the collection, use, and retention of personal
information. Certification demonstrates that Autodesk
adheres to the Safe Harbor Privacy Principles of notice,
choice, onward transfer, security, data integrity, access,
and enforcement, and that we provide an adequate
level of privacy protection as defined by the EU Privacy
Directive. To maintain a current Safe Harbor
certification, a company must certify each year that it
complies with Safe Harbor Privacy Principles.

This certification demonstrates that Autodesk respects
privacy and values the confidence and trust placed in us
by our employees, customers, and partners. It serves as
an essential foundation for our future business
success—especially for our cloud-based offerings.

Privacy
Our Privacy Statement explains how we handle personal
information, as well as how customers and website
visitors can access and update their personal information
and choices. It also explains how we protect personal
information when interacting with third parties, such as
service providers or channel partners. All of our
employees, contractors, and subsidiaries are required to
abide by our Privacy Statement. They also must adhere to
more detailed internal policies regarding Autodesk’s
overall data protection requirements and Privacy
Principles (see box).

Autodesk uses a “Privacy by Design” approach in the
design of our software and online services, including
cloud-based offerings. We follow the company’s Privacy
Principles and perform privacy impact assessments
related to situations where personal or behavioral
information is collected or used. Data collection or usage
must include an appropriate level of transparency, as well
as a mechanism to track end-user consent and enable
end users to manage their choices, such as modifying or
withdrawing consent.

We provide companywide privacy training for all
employees and contingent workers, as well as role- and
issue-specific trainings in targeted areas.

Data security
To help provide security for customer information in the
cloud, Autodesk maintains teams focused on data center
location, business operations, facility characteristics,
software controls, and risk mitigation. We have an
incident response team and escalation procedure in place
to manage and handle suspected data security incidents.
Customers can find out more about the security of our
cloud services at the Autodesk Trust Center.

Our global, interactive security awareness program
includes live training events, web-based training, and
hands-on technical activities to demonstrate how
Autodesk employees should respond in the event of a
data security incident. To further guide our employees,
we documented an enterprisewide information security
policy and related standards in 2014, which we are
adopting throughout the company. This policy is in line
with our Security by Design and Privacy by Design
policies, as well as our Data Protection Policy.

Autodesk maintains a cross-functional Information
Security Steering Committee composed of senior
executives and an Information Security Working Group,
consisting of stakeholders from each business unit. This
working group promotes engagement across the
company on information security issues.

Autodesk Privacy Principles

• Be transparent about our actions and intent

• Present individuals with clear and actionable

choices

• Practice purposeful collection, use, and

retention of data

• Use data for the purposes for which it

was collected

• Only share data with Third Parties in limited and

approved ways

• Be accountable for enforcement of these

Privacy Principles

19

Suppliers and business partners

management system that is ISO 14001–
certified. We review suppliers’ environmental
initiatives and consider this information
during selection, and we are working with
our procurement department to prioritize
environmental criteria alongside cost in
vendor negotiations. For information about
the number of our suppliers with green
certifications and the percentage of our
supply chain spending that represents,
see page 28.
Supplier GHG emissions
analysis
In fiscal year 2014, we conducted a survey
of our 20 largest suppliers regarding their
GHG emissions and climate change risks and
opportunities. We followed that during
fiscal year 2015 with a GHG emissions
analysis of our capital goods suppliers and
cloud service providers using Carnegie
Mellon University’s economic input-output
model with 2002 data. We look forward to
expanding this analysis to understand the
climate impact of more of our supplier
spending in the future.

We use our purchasing power and influence
to promote socially and environmentally
responsible business practices across our value
chain. Our Partner Code of Conduct and green
procurement guidelines set high standards and
support the market for more sustainable
products and services.
Social and labor standards
Autodesk’s Partner Code of Conduct outlines the
standards and practices that we expect our
resellers and distributors to follow while
conducting business with or on behalf of our
company. It covers areas including anticorruption,
antitrust and competition, business courtesies
(such as gifts), financial integrity and accounting,
conflict of interest, export compliance,
interactions with government customers, insider
trading, and data protection and confidentiality.

Our Partner Code of Conduct also specifies that
business partners must support internationally
recognized human rights and comply with all
applicable laws and regulations regarding health
and safety in the workplace, the eradication of
human trafficking and slavery, and the elimination
of child labor. Additionally, we expect our partners
to support fair labor practices, including the
freedom to associate, and a work environment
that is free from harassment and discrimination.
A violation of the Partner Code of Conduct
constitutes a breach of agreement with Autodesk
and may result in action, up to and including
termination of status as an Autodesk partner.

Our internal policy guidelines, which inform
contract language, state our expectation that
suppliers respect these rights. Many of our
suppliers have well-established policies and
programs in this area.

Conflict minerals
Autodesk is committed to promoting human
rights across our value chain, and we are
concerned about the issue of conflict minerals.
Although this issue does not have a major
impact on us since we are primarily a software
company, we do produce a few hardware
products. We are working to identify and
eliminate conflict minerals in our supply chain,
and we are committed to compliance in this
area. View our 2014 Conflict Minerals Report
for details.
Green purchasing
Autodesk’s green procurement guidelines outline
environmental considerations to factor into the
selection of vendors and products and influence
decisions related to travel and meeting services,
events, and some marketing-related purchases,
such as collateral development and printing.
These guidelines include the following:

• Gather and assess supplier environmental

performance data to inform choices and select
options with lower environmental impact

• Review the environmentally preferable offerings

of existing suppliers

• Seek out products with third-party certification
and positive environmental attributes, including
products that support water conservation
and are energy-efficient, durable, recyclable,
locally produced, and made with rapidly
renewable resources

In some situations—particularly for suppliers
such as travel vendors with substantial GHG
emissions—Autodesk includes sustainability
language in requests for proposal and vendor
contracts. In some instances, we request
suppliers to provide environmental information,
including whether they have an environmental

20

Employees

Our 8,800 employees1 worldwide make
everything we do possible. Fifty-three percent
of our employees are based in the Americas,
28 percent are in Asia Pacific, and 19 percent
are in Europe, the Middle East, and Africa.2
Working together, our employees fuel
Autodesk’s sustainability efforts around the
globe and propel positive change.

We believe it is fundamental to provide
employees with a diverse, inclusive, and safe
workplace, and to offer opportunities for
ongoing professional growth. To further inform,
inspire, and engage employees, we launched
our Employee Impact program in fiscal year 2015.
Through this initiative, we create a culture of
impact and encourage employees to use their
creativity, expertise, and passion to create a
better world at work, at home, and in their
communities. The program also helps us attract
and retain the talent we need to be successful.
In fact, in our 2014 employee survey, 84 percent
of employees indicated that Autodesk’s
sustainability efforts are important to them (see
Employee feedback on page 23).
Employee Impact
Through their donations of time and money to
nonprofits, engagement in employee networks,
and pro bono efforts, our employees are making
an impact at work and in their communities.
We also help employees make an impact at home
by offering sustainability-related benefits (see
Employee benefits on page 22).

Community involvement
Autodesk matches employee contributions of
time and money, increasing the positive impact
employees make when they contribute
to the causes and organizations they care about
most. To support those efforts, Autodesk:

Employee volunteers in Neuchatel, Switzerland building prosthetic hands.
Image courtesy of Claudio Ombrella, Autodesk Impact Champion

• Matches employee cash contributions to
nonprofit organizations dollar for dollar

• Doubles the match when employees donate

to organizations where they serve as a
board member

• Provides employees with 48 hours per year

of company time to volunteer in the
nonprofit sector

• Donates US$100 to an employee’s nonprofit
of choice for every 10 hours they volunteer

Each year, the Autodesk Foundation provides
up to US$3,000 per employee to match their
financial donations and volunteer hours.

During fiscal year 2015, 1,500 employees
supported 2,000 nonprofits through gifts of time
and money. Employees participated in activities
mentoring youth, working with Habitat for
Humanity, making food for homeless people, and
taking part in walks, runs, local cleanups, and
other events to benefit communities worldwide.

1.  As of January 31, 2015.
2. Employee breakdown by region does not include employees who were part of the Delcam acquisition, completed in February 2014.

21

Employee giving and volunteering

Participating employees

1,500

Employee contributions of money and time (and
Autodesk’s matching contributions) increased
significantly in fiscal year 2015 compared with fiscal year
2014. We attribute this to several factors:

• Heightened communications during the launch of the

Nonprofits supported

2,000

Autodesk Foundation

Employee financial
contributions to nonprofits

US$929,000

Employee volunteer hours

17,500

Autodesk matching
contributions

US$901,000

• US$819,000 to
match financial
donations

• US$82,000 to match

volunteer hours

Through our Disaster Response program, in fiscal year
2015 employees combatted the Ebola virus outbreak by
donating US$24,000 to Partners in Health, Doctors without
Borders, and International Rescue Committee. Autodesk
increased the support by donating two dollars for every
dollar employees contributed up to applicable limits. In
total, we contributed US$68,500 to relief agencies.

In addition, Autodesk staff responded to a devastating
mudslide in Washington state during the spring of 2014.
Our employees worked with Field Innovation Team, using
Autodesk software to create a 3D model of the area, which
helped determine where structures might have moved and
become buried during the slide. We also produced a 3D
print of the mudslide area to use as a reference point (in
additon to flat photos and maps), which helped to reduce
miscommunication and speed relief efforts.

“One of the best things about working
for Autodesk is their passion to create a
better world, and their encouragement
to all of us to do so. The employee
match and volunteer program is an
amazing opportunity for all staff to
make a bigger difference.”

—A North Ryde Impact Champion

• An increase in the company match for employee

donations from US$500 per year to US$3,000 per year

• The addition of a company match for volunteer hours

• A fundraising campaign to respond to the Ebola crisis

• A giving campaign in December

• A new internal website that helps employees find
resources and toolkits for donation and volunteer
opportunities

Impact Champions and employee groups

Autodesk has always had employees who want to create
impact and work together on ambitious projects.
Beginning in fiscal year 2015, we formalized our Impact
Champions program—a network of 150 employees who
rally their co-workers around important causes by
organizing volunteer events and fundraisers. To support
them, we facilitate networking and sharing of best
practices, and we provide a series of toolkits to help them
succeed. Ninety-nine percent of champions surveyed want
to continue participating in their role and 80 percent rate
the experience an 8 or above on a scale of 1–10.

Impact Champions led employees to participate in
activities such as The Great Canadian Shoreline Cleanup—
one of the largest shoreline cleanups in the world, during
which the Toronto-based team of 13 employees collected
more than 90 kilograms of trash. In Switzerland, Impact
Champions led more than 100 employees (half of our
Neuchatel office) in raising US$4,200 to support families
of children with heart disease.

Our Impact Champions have also been instrumental in
leading employee groups at Autodesk, such as women-
in-leadership; green teams; diversity and inclusion; and
Lesbian, Gay, Bisexual, Transgendered, Questioning,
and Allied (LGBTQA). Our employee-led Employee Relief
Foundation provides grants to U.S.-based employees
and their families suffering from traumatic or long-term
illnesses or injuries. It is funded by donations from
Autodesk, employees, and the general public. This fund
helps supplement medical costs for recipients and gives
all employees an opportunity to support coworkers who
need assistance.

Image courtesy of REAL School Gardens

Pro bono volunteering
When we match skilled employees with outside
organizations that are making a difference, everybody
benefits. Our partners receive pro bono help with
high-impact projects, and our employees witness
firsthand how they can help create a better world.

In fiscal year 2015 we piloted a pro bono volunteering
program. Through this program, Autodesk employees
use their professional skills, such as technical design and
marketing communications, to benefit nonprofit
organizations focused on challenges ranging from health
and poverty to climate change and marine conservation.
We match employees with Autodesk Foundation
grantees, Cleantech partners, and other companies we
partner with for impact design.

During the pilot, employees created a digital marketing
strategy for the product launch of a first-of-its-kind
wheelchair scale, designed by an Autodesk Cleantech
partner. We plan to expand the program in coming years.
Employee benefits
Autodesk offers a range of benefits (which vary by
location) to meet the needs of our employees, remain
competitive with regional practices, and comply with
local statutory requirements. Depending on the country,
benefits may include supplemental health insurance plans,
survivor and income protection plans, retirement savings
programs, and equity plans, such as the Employee Stock
Purchase Plan and restricted stock unit grants.

22

We also promote a healthy work-life balance and strive
to provide the support employees need to integrate work
seamlessly into their lives. To that end, we provide
flexible working arrangements, parental leave, benefits
for domestic partners (in some countries), and support
for personal needs. Employees in some locations can
take advantage of telecommuting options, adoption
assistance, and programs that help offset the costs of
wellness activities. We also offer a range of paid time off
(PTO) programs, including sabbatical, vacation, volunteer
time, and holidays.

Employees can also participate in several sustainability-
related benefit programs, including:

• Commuting benefits: Employees can purchase hybrid

and electric vehicles from some manufacturers at a
discount, use electric vehicle charging stations at our
headquarters, pay for public transit fees pretax, and
receive US$20 per month if they cycle to work

• Home solar benefits: We offer employees discounts

worth up to US$1,500 for home solar systems through
one of our customers

• Green professional benefits: Employees can expand
their professional credentials with free memberships to
the U.S. Green Building Council and the Design
Management Institute

Commuting and solar benefits are available to employees
in the United States, and green professional benefits,
including courses and workshops, are available globally.
We look forward to identifying more international
offerings. During fiscal year 2015, nearly 900 of our
3,510 U.S. employees registered for at least one of our
sustainability-related benefits.
Employee feedback
Every year, we conduct an employee survey to gather
feedback in a range of areas related to employee
satisfaction. In 2014, 94 percent of our employees
worldwide completed the survey.

In 2014, our overall employee engagement score was
80 percent, compared with 76 percent in 2013. Any
score above 65 percent is considered strong by our
external survey partner. Engagement scores were at
record highs in all business units. In addition, the scores
for all major dimensions of the survey, including manager
effectiveness, communication, growth and development,
work-life balance, and innovation, were the highest we
have recorded. Improving our overall score continues to

be a company priority for 2015.

We continue to pay attention to all areas of the survey.
Each group is responsible for developing and managing
an action plan based on feedback they receive. View
historical employee engagement data on page 28.
Diversity and inclusion
Autodesk employees represent a wide variety of
backgrounds and contribute many different perspectives.
Such diversity reflects the varied customer base we serve
and leads to new ideas and creativity, contributing to the
growth and value of the company. There is strong
momentum at Autodesk to ensure we have the right
programs and approach to supporting diversity. Our
employees see the value of diversity as well, taking the
initiative to establish and facilitate a number of diversity-
focused employee groups that provide networking and
mentoring opportunities (see page 22).

Our commitment to diversity is reinforced in our Code of
Business Conduct, which states that discrimination or
harassment based on a person’s race, color, creed,
religion, national origin, citizenship, age, gender, sexual
orientation, marital status, mental or physical disability,
or any other classification protected by law will not be
tolerated. This protection applies to all Autodesk
employees and contingent workers worldwide. We
require all managers with U.S. employees to complete
harassment training every two years.

We ensure that our hiring practices are fair and non-
discriminatory. In addition, we post all job openings on

DiversityWorking.com, which is the largest diversity job
board. We also partner with the Society of Women
Engineers to engage female engineering talent, and
collaborate with Girls Who Code, a national nonprofit
organization working to close the gender gap in the
technology and engineering sectors. In early 2015, we
hosted a Girl Geek Dinner, during which several female
Autodesk employees had an opportunity to speak to
women working in technology-focused fields or pursuing
careers in technology.

View global gender diversity and U.S. ethnic diversity
data on page 28.
Training and development
Training and development opportunities are fundamental
to our employees’ continued professional development
and to Autodesk’s ongoing success.

Career development is a shared responsibility among
employees, their managers, and the company. Employees
must clarify and communicate their aspirations, develop
relevant skills, and seek out opportunities. Managers, in
turn, help set appropriate expectations, direct employees
to useful resources and tools, and champion their staff
for relevant opportunities. Autodesk prioritizes employee
growth, publicizes current and future opportunities, and
helps managers support employee development and
holds them accountable for doing so.

Autodesk offers extensive professional and technical
development opportunities to managers, individuals, and
teams. We also provide teams with consulting services to

23

identify coaching needs. To inform our training, we do
extensive analysis throughout the business to identify
skills gaps. This is linked to a competency framework for
managers and employees, which defines what we expect
of individuals at certain levels throughout the organization.

We assess training using online evaluations after each
session, as well as in our annual employee survey. In 2014,
81 percent of employees responded positively to the
statement “I am provided with opportunities for learning
and development,” up from 75 percent the prior year.

Outside the classroom, Autodesk employees can use
numerous tools to enhance their learning, such as online
educational and professional development materials;
recommended lists of books, articles, and other materials
for specific areas of focus; audio webcasts and recordings
of training sessions; video podcasts of executives and
external experts discussing key leadership messages; and
a global tuition reimbursement program. As part of our
Employee Impact program, employees can also take
advantage of discounted memberships and courses to
further their sustainability knowledge and credentials (see
the Employee benefits section on page 22 for details).

For fiscal year 2015, Autodesk budgeted approximately
US$1,000 per employee for training. This includes
internal as well as external education programs. The
per-employee budget is a guideline rather than a cap.
Managers decide how to best use training funds based
on employees’ professional development needs and
aspirations as well as the needs of their team as a whole.
As a part of the development process, all Autodesk
employees receive a formal annual performance review.
This includes feedback from managers and coworkers
and focuses on assessment and feedback against
individual goal achievement as well as demonstrated
competency and proficiency.
Freedom of association
None of our employees in the United States are
represented by a labor union. Employees in several
European countries, equaling about 3 percent of our
total workforce, are represented by work councils or
collective bargaining agreements. We have never
experienced any work stoppages because of labor
issues and believe our employee relations are good.

Health and safety
We strive to provide all our employees with a healthy
and safe work environment.

Health and wellness
We provide fitness training programs and access to
onsite gyms and showers in some locations. Employees
in the United States can take advantage of a US$300
financial benefit to offset the cost of health and fitness
activities. In addition, we invite employees to participate
in a wellness campaign each year.

For our 2014 global wellness campaign, Autodesk
participated in the Global Corporate Challenge. Almost
3,000 Autodesk employees (about 40 percent of our
employees at that time) from 36 countries got involved.
The centerpiece of the 100-day challenge was a virtual
race around the world that encouraged physical activity,
team building, and employee engagement. Using
accelerometers to track daily steps, participants logged
their steps online and viewed their team’s progress in
comparison with other teams from Autodesk and other
participating companies. The program also featured mini
challenges and coaching throughout the year, which focused
on nutrition, sleep quality, and weight loss. Autodesk
placed fifth in the Global IT/Tech Industry category.

Employee safety
Our Injury and Illness Prevention Program covers
management commitment and assignment of
responsibilities, safety awareness, anonymous hazard
notification, assurance of employee compliance,
inspection and evaluation, accident investigations, and
correction of unsafe or unhealthy conditions. Beginning
in 2014, each Autodesk site in North America with more
than 50 employees (or fewer where required by law) has
a quarterly safety committee meeting and safety
inspection. This gives employees an opportunity to
identify and implement safety improvements for their
location. We are working to roll out this program to our
international sites in 2015.

In addition, we have a program in place for our
workshops (such as our fabrication facility at Pier 9 on the
San Francisco Bay) to incorporate safety into the design of
the machine areas, provide comprehensive training for all

users, require the use of appropriate personal protective
equipment, and limit health and environmental impacts
by selecting less-harmful chemicals.

Our employees have the option to participate in our
Workstation Safety Plus Program to address one of the
leading causes of occupational injuries at Autodesk.
This voluntary, online self-assessment and training
program tracks personal ergonomic risks identified by
employees, and suggests alternative work habits to help
address those risks. More than 200 employees globally
completed the program in 2014, for a total of more
than 1,340 since the initiative began in 2011. Based on
employee self-assessments, the number of participants
with medium or high ergonomic risk has decreased by
nearly 25 percent as a result of the program.

Emergency preparedness, response,
and recovery
To help ensure we’re prepared for emergencies, each of
our locations has a site-specific response plan for events
such as fire, security threats, or power failure. A senior-
level crisis management team directs and supports local
emergency response teams during incidents. Employees
can call our Global Security Operations Center at any
time with questions.

Occupational injury and illness performance
In 2014, we began tracking occupational injuries and
illnesses at Autodesk sites worldwide. Previous reports
included data related to injuries and illnesses occurring
within the United States only. In 2014, 10 recordable
injuries occurred involving Autodesk employees or our
temporary contingent workers, equaling a recordable
injury rate of 0.09.1 The main causes of injuries
(representing 90 percent of the total) were slips and falls,
repetitive stress or ergonomics, and cuts. Although our
recordable injury rate is less than half of the average rate
of 0.2 for the software publishers industry in the United
States,2 we are still working hard to improve safety and
reduce injuries in our workplaces.

During the year, Autodesk had 0 injuries resulting in
restricted work days or lost time and 0 fatalities. See
page 29 for historical data.

1. Rates refer to number of injuries per 100 employees working a full year. For consistency, we use U.S. Occupational Safety & Health Administration (OSHA) definitions to record injury data worldwide.
2. Based on U.S. Bureau of Labor Statistics 2013 injury and illness data for NAICS code 5112 “Software publishers.” National data from 2014 is not yet available for comparison.

24

Impact philanthropy

During fiscal year 2015, the Autodesk
Foundation and Autodesk, Inc. together
provided US$2,580,000 in cash contributions,
US$901,000 in employee match donations,
and US$6,800,000 in product donations.
For historical data, see page 29.

In addition to supporting nonprofit designers,
we are also helping to grow the impact design
community. We do this primarily through the
Impact Design Hub, an online resource for
anyone committed to designing a better world.

The Autodesk Foundation also supports
employees worldwide by matching their
charitable donations of time and money to the
causes and organizations they care about most.
In fiscal year 2015, we also matched employee
donations for disaster response. For more details,
see page 21.

In addition to the above, Autodesk, Inc., business
units provide direct funding for design and
engineering programs and projects in their
respective industries.

Image courtesy of D-Rev/Jacqueline del Castillo

In March 2014, we launched the Autodesk
Foundation, which invests in those using design
to create a better world. The Foundation is the
first of its kind to focus exclusively on design for
social and environmental impact—what we refer
to as “impact design.”

The Foundation supports people and
organizations tackling global challenges, such
as climate change, access to clean water, and
inadequate healthcare. We provide design-
focused nonprofits with direct support, including
funding, software (through Autodesk, Inc.), and
training. By aligning our philanthropic efforts
more closely with our core business and expertise
in design, we further amplify our positive impacts
in the world.

Impact design is a growing focus for many
organizations as they recognize the central role
that design can have in addressing social and
environmental challenges. Our long-term goal
is for impact design to become the industry
standard worldwide.

Image courtesy of KickStart International

25

Impact design in action

Boosting income in rural Myanmar
Much of rural Myanmar’s population is composed of
small-plot farmers living in extreme poverty, without
electricity or modern technology. Proximity Designs
works with these farmers to develop accessible,
affordable products and services that decrease labor
intensity and reduce environmental impacts while
increasing average crop yields and related income.

Proximity Designs takes a user-centered design
approach, soliciting customer input to ensure that
products are relevant, useful, and appropriate for
their daily use. It employs an iterative design
process of rapid prototyping to create new
products as quickly as possible.

The organization’s design, manufacturing, and
distribution network now reaches about 80 percent
of Myanmar’s rural population. Its products and
services include irrigation equipment, crop advisory
services, solar lighting for off-grid households, and
rural financial services. In late 2014, we began
providing funding, software, and technical training
to support the nonprofit.

In one decade, Proximity Designs has helped 2.5
million people generate approximately US$54 million
in additional income. In the next two years, Proximity
Designs intends to expand services to 4,000
additional villages and help its customers generate
US$122 million in additional income.

Build Change improves
construction practices and
saves lives in emerging
countries by designing
disaster-resistant houses and
schools and then training local
homeowners, engineers,
builders, and government
officials to build them.

Image courtesy of Proximity Designs

Image courtesy of Build Change

Image courtesy of D-Rev

D-Rev designs, develops, and
distributes products to improve
the health and income of people
living on less than US$4 a day.
From a durable, affordable
prosthetic knee for amputees to
high-powered, low-maintenance
phototherapy lamps to help treat
babies with jaundice, D-Rev’s
projects are designed to scale for
maximum global impact.

Design that Matters (DtM) is a
nonprofit that uses design to
solve problems for and with the
poor in developing countries.
DtM designs new projects and
services and finds the best
channels to deliver those
solutions by working with social
enterprises, project partners,
technology students, and
professional volunteers in
20 countries.

Image courtesy of Design
that Matters

26

Performance summary1

Key metrics

Economy

Revenue [million US$]

GAAP gross profit [million US$]

GAAP net income [million US$]

GAAP diluted earnings per share [US$]

Relative contribution to world GDP [million US$ contribution/trillion US$ world GDP]

Environment

Climate change2

Greenhouse gas (GHG) emissions [metric tons CO2e]
C-FACT carbon intensity ratio [metric tons CO2e/relative contribution to world GDP]
GHG emissions intensity [metric tons CO2e/million US$ revenue]
GHG emissions intensity [metric tons CO2e/employee]
GHG emissions intensity [metric tons CO2e/1,000 active square feet]
Scope 1: Direct emissions from owned/controlled operations [metric tons CO2e]
Scope 2: Indirect emissions from the use of purchased electricity, steam, heating,
and cooling [metric tons CO2e]
Scope 3: Upstream

Purchased goods and services [metric tons CO2e]
  Capital goods [metric tons CO2e]
Fuel- and energy-related activities (not included in Scope 1 or Scope 2)
[metric tons CO2e]
Transportation and distribution [metric tons CO2e]
Waste generated in operations [metric tons CO2e]
Business travel [metric tons CO2e]
Employee commuting [metric tons CO2e]
Leased assets [metric tons CO2e]

Scope 3: Downstream

Transportation and distribution [metric tons CO2e]
End-of-life treatment of sold products [metric tons CO2e]

Energy use [MWh]

Direct energy use [MWh]

Indirect energy use [MWh]

Electricity purchased by Autodesk [MWh]

Electricity purchased by landlord [MWh]

FY2011

FY2012

FY2013

FY2014 FY2015

Q1

Q2

Q3

Q4

FY2015

$1,952

$1,755

$212

$0.90

27.8

$2,216

$1,987

$285

$1.22

28.4

$2,312

$2,074

$248

$1.07

29.1

$2,274

$2,000

$229

$1.00

27.0

$2,512

$2,170

$82

$0.35

28.1

 $593

$514

$28

$0.12

26.6

 $637

$549

$31

$0.13

28.4

$618

$532

$11

$0.05

27.5

$665

$575

$12

$0.05

29.8

65,400

67,800

62,600

60,400

5376,700

2.35

33.5

9.19

36.8

4,320

5,780

2.39

27.8

8.21

35.7

3,140

3,710

2.37

24.4

7.95

32.9

2,160

3,390

2.50

23.4

7.17

31.2

2,480

1,970

1.96 2.73

27.0

7.67

39.1

2,280

1,680

18,200

0.685

15,900

0.559

18,400

0.669

24,100

0.811

27.0

1.81

9.45

640

363

21.4

1.55

8.03

470

426

26.2

1.83

9.27

500

499

33.0

2.48

12.2

680

387

54,700

60,300

59,300

58,700

63,400

14,900

12,700

15,100

20,800

8,930

2,440

995

768

872

26,500

10,400

10,800

642

577

65.0

45,400

7,620

37,800

16,600

21,200

2,230

5,440

824

778

895

29,600

11,500

8,920

675

606

69.0

35,800

2,710

33,100

15,300

16,900

4,260

4,870

1,000

141

56.2

25,700

12,700

7,660

542

488

54.6

46,600

3,170

43,500

23,100

17,200

5,270

5,540

929

130

47.7

27,500

9,380

6,740

393

354

39.3

42,000

3,220

38,100

22,100

17,100

7,450

6,520

871

110

631

33,400

10,400

4,010

308

277

30.6

37,800

3,230

34,600

20,800

13,800

38,100

22,100

17,100

1,460

1,540

206

32.2

154

8,260

2,360

882

94.0

84.6

9.34

9,570

1,220

8,340

5,020

3,320

1,280

1,650

229

34.7

155

5,550

2,590

1,180

99.0

89.2

9.84

9,270

290

8,980

5,280

3,700

1,160

1,600

226

23.3

159

8,150

2,730

1,050

63.3

57.0

6.29

9,210

300

8,900

5,420

3,480

3,550

1,730

209

19.4

163

11,500

2,750

900

51.6

46.4

5.13

9,740

1,400

8,330

5,030

3,300

27

Renewable energy [MWh]

Renewable energy purchased [MWh]

Renewable energy certificates [MWh]

Renewable energy [as a percent of total indirect energy use]
Carbon offset from renewable energy [metric tons CO2e]
Carbon offsets [as a percent of total GHG emissions]
LEED certifications3
Buildings with LEED certification [as a percent of total active square footage]

Waste

Waste generation4 [metric tons]
Recycling [metric tons]

Compost [metric tons]

Energy recovery [metric tons]

Landfill [metric tons]

Landfill diversion rate [percent]

Coverage of data [as a percent of total active square footage]

Suppliers

Number of suppliers with green certifications5 [approximate]
Percentage of supply chain spending with suppliers that have green certifications [approximate]

Environmental compliance

Environmental violations

Environmental fines [US$]

Society

Employees6

Number of employees7
Employee engagement8 [percent]
Global gender diversity9 [percent female]

Board of directors

Company officers, executives, and senior management

Managers and supervisors

All employees

FY2011

FY2012

FY2013

FY2014

FY2015

4,890

1,280

2,820
12.9%

1,700

2.72%

5

10%

271

166

--

30.2

74.8

72%

16%

400

5%

6,140

2,160

3,980
18.5%

2,350

3.81%

8

19%

250

162

--

22.6

65.4

74%

16%

300

3%

0

$0

0

$0

6,800

69%

22%

21%

24%

30%

7,500

73%

22%

22%

26%

29%

11,900

7,670

4,270
29.6%

6,290

11.1%

10

23%

281

164

31.2

22.6

63.2

78%

22%

300

10%

0

$0

7,100

71%

20%

19%

23%

29%

12,400

7,190

5,240
32.5%

7,110

13.4%

15

28%

126

33.2

38.0

22.6

32.2

74%

20%

14,200

7,020

7,190
39.9%

8,960

11.7%

13.4%19

32%

28%

12631

35

18

0

88

38%

7%

200

9%

200200

10%

0

$0

0

$0

7,400

76%

20%

20%

23%

29%

8,800

80%

30%

20%

23%

29%

28

U.S. ethnic diversity10 [percent of employees]

White

All nonwhite

Black/African American

Hispanic

Asian

Training budgeted per employee globally, approximate [US$]
Injury rates11

Recordable injury rate

Lost time injury rate

Fatalities

Financial and in-kind support

Company and Foundation cash contributions12 [US$]
Company product donations13 [US$]
Employee giving [US$]

FY2011

FY2012

FY2013

FY2014

FY2015

75%

25%
1%

4%

18%

$1,000

--

--

--

74%

26%
1%

4%

19%

$900

--

--

--

72%

28%
1%

4%

21%

$900

0.09

0.03

0

73%

27%
2%

5%

18%

73%

27%
1%

5%

19%

$1,000

$1,000

0.31

0.21

0

0.09

0.00

0

$1,038,000

$1,955,000

$2,024,000

$1,664,000

$3,481,000

$1,500,000

$1,095,000

$2,600,000

$3,200,000

$6,800,000

$222,000

$255,000

$282,000

$307,000

$929,000

$901,000

17,500

Foundation match of employee giving [US$] (also included in the “company and Foundation cash contributions” line above)

$222,000

$225,000

$256,000

$223,000

Employee volunteer hours

Public policy

8,500

7,900

6,000

8,200

Company political contributions14 [US$]

$0

$0

$0

$0

$0 $0

1.  In some cases, segments do not add up to total due to rounding. Dashes represent that data for that year

was not available.

2.  Data for GHG emissions, C-FACT carbon intensity ratio, GHG emissions intensity, Scope 3: Upstream, and
Purchased goods and services have been restated compared to data reported in past years based on
expanded reporting in the category Purchased goods and services and addition of the category Capital goods.
See page 14 for more details.

9.  Percentages are as of the end of the calendar year, except for the board of directors, which are as of the
annual meeting date (typically a few months following the end of the calendar year). In these rows fiscal
year 2015 corresponds to calendar year 2014, and so forth.

10. Percentages are as of the end of the calendar year noted. In these rows fiscal year 2015 corresponds

to calendar year 2014, and so forth. Segments for “All nonwhite” do not add up to the subtotal due to
nonwhite employees in nonspecified categories (such as American Indian, Native Hawaiian, and others).

3.  LEED certifications as of January 31, 2015, include facilities in Beijing, China (Interior Design and Construction:
Commercial Interiors [CI] Platinum), Shanghai, China (CI Gold), Mumbai, India (CI Platinum), Tel Aviv, Israel (CI
Platinum), Milan, Italy (CI Gold), Singapore (CI Platinum), Farnborough, United Kingdom (CI Gold), and the
following in the United States: San Francisco, California (CI Platinum [4]); San Rafael, California (CI Certified
[2], CI Platinum [3]); Waltham, Massachusetts (CI Platinum, Building Operations and Maintenance: Existing
Buildings Gold); Lake Oswego, Oregon (CI Certified).

11. Rates refer to number of injuries per 100 employees working a full year. Contingent workers are not
included in injury rates prior to 2013. Beginning in 2014, data reflects injuries and illnesses at all sites
worldwide. Previous reports included data related to injuries and illnesses occurring within the United
States only. For consistency, we use U.S. Occupational Safety & Health Administration (OSHA) definitions
to record injury data worldwide. This data is reported on a calendar-year basis. Fiscal year 2015
corresponds to calendar year 2014, and so forth.

4.  In fiscal year 2014, Autodesk updated waste measurement processes at its headquarters to improve accuracy.

This significantly decreased reported waste volumes compared to past years.

5.  According to data provided by Dun & Bradstreet.
6.  The number of employees in fiscal year 2015 includes employees who were part of the Delcam acquisition,

completed in February 2014. The remaining data in the Employees section does not include Delcam employees.

7.  As of the end of the fiscal year noted.
8.  Represents the percentage of employees who responded favorably to questions that measure different aspects
of employee engagement. These data are reported on a calendar-year basis. Fiscal year 2015 corresponds to
calendar year 2014, and so forth.

12. Data from fiscal year 2011 through fiscal year 2014 reflects cash contributions from Autodesk, Inc., only.
Beginning in fiscal year 2015, we report a combined cash giving figure for Autodesk, Inc., and the
Autodesk Foundation.

13. Autodesk calculates its product donations at commercial value. This data does not include the value of
products granted to students and educators at no cost through the Autodesk Education Community and
Autodesk Academic Resource Center. See page 12 for more details about those programs.

14. This data does not include occasional contributions to local ballot initiatives.

29

About this report

Autodesk is committed to sharing information about our
social and environmental performance as well as how our
products and services advance sustainability. This information
enables customers, investors, employees, nongovernmental
organizations, and others to assess our progress and gain
insights from our sustainable business practices that can be
applied to other companies and organizations.

We published our first sustainability report in 2008, and
we have released six more since then. Performance data
included in this document is based on the Autodesk fiscal
year when noted, and the calendar year otherwise. The
Autodesk 2015 fiscal year ran from February 1, 2014,
through January 31, 2015. Performance data covers the
company’s global operations, unless otherwise stated.

For more information about our vision for sustainable
design and the role of design in addressing the epic
challenges our world faces, visit our sustainable
design website.

Codes, policies, and standards

Autodesk codes, policies, and standards related
to sustainability include the following:

• Code of Business Conduct

• Code of Ethics for Senior Executive and

Financial Officers

• Environmental Policy

• Green Procurement Guidelines

• Human Rights Policy

• Partner Code of Conduct

30

United Nations
Global Compact
index

In 2011, Autodesk endorsed the United Nations Global
Compact, a voluntary initiative that outlines 10 principles
in the areas of human rights, labor, environment, and
anticorruption. These principles are reflected in our
culture of integrity and respect, and endorsing the
Global Compact underscores our mission to help people
imagine, design, and create a better world.

This report serves as our Communication on Progress
for fiscal year 2015, describing how we are integrating
these principles into our business. The following table
indicates which sections of the report address each of
the 10 principles.

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 progress against
the Caring for Climate commitments is included in the
Public policy, Sustainability Solutions, and Carbon
footprint sections of this report. We provide more
detail in the company’s recent CDP submission.

“Businesses have an essential role to
play to help solve the epic challenges
we face as a global community.
Reflecting our commitment to address
social and environmental issues across
our business, we continue to endorse
the United Nations Global Compact.”
—Carl Bass
Chief Executive Officer, Autodesk

United Nations Global Compact principle

Location in report

Human rights

Principle 1: Businesses should support and respect the protection of

Human rights

internationally proclaimed human rights; and

Suppliers and business partners

Principle 2: make sure that they are not complicit in human rights abuses.

Human rights

Suppliers and business partners

Labor

Principle 3: Businesses should uphold the freedom of association and

the effective recognition of the right to collective bargaining;

Human rights

Employees

Suppliers and business partners

Principle 4: the elimination of all forms of forced and compulsory

Human rights

labor;

Principle 5: the effective abolition of child labor; and

Principle 6: the elimination of discrimination in respect of employment

and occupation.

Environment

Principle 7: Businesses should support a precautionary approach to

environmental challenges;

Principle 8: undertake initiatives to promote greater environmental

responsibility; and

Principle 9: encourage the development and diffusion of

environmentally friendly technologies.

Suppliers and business partners

Human rights

Suppliers and business partners

Human rights

Employees

Suppliers and business partners

Products and services

Environment

Suppliers and business partners

Products and services

Environment

Suppliers and business partners

Products and services

Environment

Suppliers and business partners

Anticorruption

Principle 10: Businesses should work against corruption in all its

Ethics and compliance

forms, including extortion and bribery.

Suppliers and business partners

31

Global Reporting Initiative index

The Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines provide principles and indicators that organizations can use to measure and report their economic,
environmental, and social performance. Autodesk considered this framework while developing the contents of this report. The following index provides the locations of
related content.

Item Description

Strategy and analysis

Detail

1.1

1.2

2.1

2.2

2.3

2.4

2.5

2.6

2.7

2.8

2.9

2.10

3.1

3.2

3.3

3.4

3.5

Statement from the most senior decision maker in the organization about the relevance of sustainability to

Letter from our CEO

the organization and its strategy

Description of key impacts, risks, and opportunities

Company profile

Name of the organization

Primary brands, products, and/or services

Operational structure of the organization, including main divisions, operating companies, subsidiaries,

and joint ventures

Location of organization’s headquarters

Strategy for designing a better world

Autodesk, Inc.

Products

Products by industry

Annual reports

San Rafael, California

Number of countries where the organization operates, and names of countries that have major operations

Corporate environmental management

or that are specifically relevant to the sustainability issues covered in the report

Employees

Nature of ownership and legal form

Autodesk, Inc., is incorporated under the laws of Delaware,

United States. Its shares are publicly traded on the NASDAQ

stock exchange under the symbol ADSK.

Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries)

Products by industry

Scale of the reporting organization

Significant changes during the reporting period regarding size, structure, or ownership

Awards received in the reporting period

Report parameters

Reporting period (e.g., fiscal/calendar year) for information provided

Date of most recent previous report (if any)

Reporting cycle (annual, biennial, etc.)

Contact point for questions regarding the report or its contents

Process for defining report content

Professional customers and consumers

Performance summary

Annual reports

Annual reports

Awards and honors

About this report

April 2014

About this report

Sustainability@autodesk.com

Strategy for designing a better world

Corporate environmental management

32

Item Description

Boundary of the report

State any specific limitations on the scope or boundary of the report

3.6

3.7

3.8

Detail

About this report

Noted in relevant sections

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other

Corporate environmental management

entities that can significantly affect comparability from period to period and/or between organizations

3.9

Data measurement techniques and the bases of calculations, including assumptions and techniques

underlying estimations applied to the compilation of the Indicators and other information in the report

3.10

Explanation of the effect of any restatements of information provided in earlier reports, and the reasons

About this report

Environment

Performance summary

Performance summary

for such restatement

3.11

Significant changes from previous reporting periods in the scope, boundary, or measurement methods

Performance summary

3.12

3.13

applied in the report

Table identifying the location of the standard disclosures in the report

Global Reporting Initiative index

Policy and current practice with regard to seeking external assurance for the report

Bureau Veritas will verify Autodesk’s Scope 1 and Scope 2 greenhouse

gas emissions inventory and will provide methodological assurance

for the complete inventory for fiscal year 2015.

Governance, commitments, and engagement

4.1

Governance structure of the organization, including committees under the highest governance body

Corporate governance

responsible for specific tasks, such as setting strategy or organizational oversight

4.2

Indicate whether the chair of the highest governance body is also an executive officer (and, if so, their

Corporate governance

function within the organization’s management and the reasons for this arrangement)

4.3

For organizations that have a unitary board structure, state the number of members of the highest

Corporate governance

governance body that are independent and/or nonexecutive members

4.4

Mechanisms for shareholders and employees to provide recommendations or direction to the highest

In Autodesk’s proxy statement, we direct correspondence to the

governance body

board of directors through our headquarters address.

4.8

Internally developed statements of mission or values, codes of conduct, and principles relevant to

Corporate environmental management

economic, environmental, and social performance and the status of their implementation

Business ethics

Human rights

Privacy and data security

Suppliers and business partners

4.12

Externally developed economic, environmental, and social charters, principles, or other initiatives to which

Human rights

the organization subscribes or endorses

UN Global Compact index

4.13

Memberships in associations (such as industry associations) and/or national/international advocacy

Public policy

organizations

4.14

4.15

List of stakeholder groups engaged by the organization

Basis for identification and selection of stakeholders with whom to engage

4.16

Approaches to stakeholder engagement, including frequency of engagement by type and

by stakeholder group

Stakeholder engagement

Autodesk has a wide range of stakeholders. To determine the

most appropriate organizations to engage with, we consider their

relevance to our business and the investment of time and resources

required. When relevant, we also take into account their influence

and expertise in sustainability.

Stakeholder engagement

33

Item Description

Economic

Detail

EC1

Economic value generated and distributed, including revenues, operating costs, employee compensation, donations
and other community investments, retained earnings, and payments to capital providers and governments (Core)

Impact philanthropy
Performance summary

EC2

Financial implications and other risks and opportunities for the organization’s activities due to climate change (Core)

Environment

Annual reports

Coverage of the organization’s defined benefit plan obligations (Core)

Annual reports

Understanding and describing significant indirect economic impacts, including the extent of impacts (Additional)

Products and services

Autodesk reports this information annually through CDP.

Environmental

Direct energy consumption by primary energy source (Core)

Indirect energy consumption by primary source (Core)

Energy saved due to conservation and efficiency improvements (Additional)

Performance summary

Performance summary

Environment

Initiatives to provide energy-efficient or renewable energy–based products and services, and reductions in energy

Incubating sustainable design

requirements as a result of these initiatives (Additional)

Initiatives to reduce indirect energy consumption and reductions achieved (Additional)

Total water withdrawal by source (Core)

EN16

Total direct and indirect greenhouse gas emissions by weight (Core)

EN17

Other relevant indirect greenhouse gas emissions by weight (Core)

EN18

EN20

EN22

Initiatives to reduce greenhouse gas emissions and reductions achieved (Additional)

NOx, SOx, and other significant air emissions by type and weight (Core)

Total weight of waste by type and disposal method (Core)

Sustainability Solutions

Supply chain

Environment

Water use in operations

Environment

Performance summary

Environment

Performance summary

Environment

Facilities

Waste in operations

Performance summary

EC3

EC9

EN3

EN4

EN5

EN6

EN7

EN8

EN26

Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation (Core)

Data centers and IT operations

EN28

Monetary value of significant fines and total number of nonmonetary sanctions for noncompliance with

environmental laws and regulations (Core)

Supply chain

Environmental compliance

Performance summary

EN29

Significant environmental impacts of transporting products and other goods and materials used for the

Employee travel and meetings

organization’s operations, and transporting members of the workforce (Additional)

Supply chain

Performance summary

34

Item Description

Labor practices and decent work

LA1

Total workforce by employment type, employment contract, and region (Core)

LA2

Total number and rate of employee turnover by age group, gender, and region (Core)

Detail

Employees

Performance summary

Autodesk did not implement any formal restructuring activities

in fiscal year 2015. Total turnover was 10.5 percent; voluntary

turnover was 6.5 percent.

LA3

Benefits provided to full-time employees that are not provided to temporary or part-time employees by major

Employee benefits

operations (Additional)

LA4

LA7

Percentage of employees covered by collective bargaining agreements (Core)

Freedom of association

Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region (Core)

Health and safety

LA10

Average hours of training per year per employee by employee category (Core)

Performance summary

Training and development

Performance summary

LA11

Programs for skills management and lifelong learning that support the continued employability of employees and

Training and development

LA12

LA13

SO5

SO6

assist them in managing career endings (Additional)

Percentage of employees receiving regular performance and career development reviews (Additional)

Training and development

Composition of governance bodies and breakdown of employees per category according to gender, age group,

Diversity and inclusion

minority group membership, and other indicators of diversity (Core)

Performance summary

Society

Public policy positions and participation in public policy development and lobbying (Core)

Total value of financial and in-kind contributions to political parties, politicians, and related institutions

Public policy

Public policy

by country (Additional)

Autodesk, the Autodesk logo, AutoCAD, AutoCAD LT, Fusion 360, and Revit are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand
names, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for
typographical or graphical errors that may appear in this document. © 2014 Autodesk, Inc. All rights reserved.

www.autodesk.com

35