# ESG Report | NetApp

- Interactive version: https://netapp.relayto.com/e/esg-report-netapp-ng2peb51eqb6c
- Format: PDF document, 61 pages
- Published by: [NetApp](https://netapp.relayto.com/)
- Last updated: 2023-05-11
- More from this site: https://netapp.relayto.com/llms.txt

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2021 ESG Report

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Table of Contents
About This Report
This is NetApp’s second ESG Impact
Report and covers our environmental,
social, and governance (ESG) strategies,
activities, progress, metrics, and
performance for our global operations
for the fiscal year ended April 30, 2021,
unless otherwise noted. The report 02 04 07
references the Global Reporting Initiative
(GRI) Standards and aligns with the CEO About Our Commitment
Sustainability Accounting Standards Message NetApp to ESG
Board (SASB) Hardware sector
standards. We also disclose information
in alignment with the Task Force on
Climate-Related Financial Disclosures
(TCFD) framework.
09 27 35 45
Social Environmental Governance Appendix

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CEO Message
At NetApp, we are inspired by the belief that business success goes beyond profits and
our share price to include our impact on society and the environment. For the benefit of
our employees, customers, partners, shareholders, and neighbors, we are committed
to effective environmental, social, and governance (ESG) management. This commitment
requires alignment across all levels of the organization, so we aim to:
– Maintain strong governance structures to ensure we conduct business in alignment
with the highest standards;
– Prioritize environmental sustainability as a duty we owe to society today and to
future generations;
– Hold our suppliers and business partners to the highest ethical, social, and
environmental standards;
– Stay committed to diversity, inclusion, and belonging and maintaining our strong
global reputation; and
– Extend our culture of caring and service to communities around the globe. George Kurian
Chief Executive Officer
In our second annual ESG report, we are proud to share our progress across these five
objectives. We believe our commitment to bolstering our ESG practices and performance will
help us improve an already strong corporate culture. This culture was tested — and proven —
during the converging crises of 2020: a global pandemic and a long overdue reckoning with
racial injustice.

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CEO Message
To address COVID-19, we acted quickly. In January 2020, we assembled a crisis management For the benefit of our
team and by executing our Business Continuity Plan, our team was able to ensure uninterrupted employees, customers,
delivery of our products and services to customers around the world; I could not be prouder
of our response to support our customers during a particularly challenging time. Most of our partners, shareholders,
global workforce shifted to work from home, and we extended support to our communities by
matching employee donations to COVID-19 response organizations. and neighbors, we are
Later in 2020, as the social justice movement took root, NetApp’s leaders and teams worked committed to effective
diligently to transform positive intent into action. NetApp condemns intolerance, injustice, and environmental, social,
violence. As I’ve shared with our employees, we want NetApp to be a sanctuary — a place and governance (ESG)
where employees, customers, and partners can be themselves, feel safe, and be celebrated,
encouraged, and respected precisely for who they are. management.
In this same vein, we continue to improve how we listen to and learn from our underrepresented
colleagues — for only from genuine understanding comes empathy, and from empathy begins
the process of rooting out bias.
Together, NetApp is more than 11,000 strong. And when we all stand shoulder-to-shoulder in
opposition to racism and injustice, we can reach our aspiration to make ourselves better people,
our communities better places, and contribute to a better world for everyone.
George Kurian
Chief Executive Officer

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About NetApp
In a world of increasing complexity, we simplify. Founded in 1992
Founded in 1992 and headquartered in San
Jose, California, NetApp is a global, cloud-led, IPO in 1995
data-centric software company that helps our
customers put their data the work with industry-
leading cloud data services, storage systems, Headquartered in
and software. San Jose, California, USA
We bring the enterprise-grade data services 11,000 Employees
our customers rely on into the cloud, and the
simple flexibility of cloud into the data center.
And we do it with industry-leading solutions that Offices in 27 Countries
work across diverse environments and the
world’s biggest clouds. $5.7B in FY21 Revenue

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About NetApp
Our Values Put customer at the center Embrace a growth mindset
The values we share at NetApp define – Know their journey and walk in their shoes – Be in it to win it: choose progress over
who we are as a company. For us, it has – Show up with a strong point of view perfection and celebrate success
never been about simply what we do, – Become their trusted, indispensable partner – Invest in yourself. Try new things –
but how we do it and who we are. Our and ally even if they’re scary
values inform all we do, from how we – Learn from new experiences and
empower our employees and interact Care for each other, and our communities each other
with customers and partners to how we – Be humble and kind (don’t be a jerk)
design solutions and the social causes – Make each other better Think and act as owners
we support. – Build deep, authentic connections – Bring your A-game
(and bust out of your silo) (A is for accountable as well)
We strive to create a model company – Decide with confidence, act with
by living our values and honoring our Build belonging every day integrity and speed
commitments to our stakeholders. – Become a visible champion – Create the future today
– Make room for other voices and help
them be heard
– Embed diversity & inclusion into
every decision

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About NetApp
Our Stakeholders
We maintain business practices aligned with the expectations of our key stakeholders,
which include our:
Employees Shareholders
Attract and retain employees who embrace Provide shareholders with exceptional value
our values, lead inclusively, thrive on through predictable performance and significant
challenging problems, and who value growth in revenues and profits.
recognition for their contributions.
Partners
Customers Build and nourish partnerships to deliver
Drive customers’ success and earn their innovative, superior solutions for customers.
loyalty through products, services, and
relationships that deliver new capabilities Communities
and unparalleled value. Create positive impact in the communities
where we live and work.

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Our Commitment to ESG
We have a responsibility to help Social Impact Workplace Resources
make our global communities better, – Achieve 35% employee participation in – Establish science-based targets (SBT) as
stronger, and more vibrant. social impact programs part of our initiative to reduce greenhouse
– Reach 1,000 students with data science gas (GHG) emissions
At NetApp, we’re committed to social education through NetApp Data Explorers – Quantify the carbon footprint of our installed
responsibility priorities, including program base of equipment at customer sites to report
diversity and inclusion, health and – Donate $2M to global charities Scope 3 emissions
safety, human rights, environmental – Improve CDP climate change score
protection, and philanthropy. We Diversity, Inclusion, & Belonging
promote a culture that demands high – Increase accountability in our diversity, Supply Chain
standards for social responsibility. inclusion, and belonging (DIB) programs by – Implement mandatory training on Modern
And we’re dedicated to protecting adding a diversity objective to executive Slavery in the Supply Chain for global
our environment by creating energy- compensation plans procurement and sourcing employees who
efficient products and practicing sound – Increase hiring, development, and retention are directly engaged with sourcing and
environmental stewardship. of women and underrepresented minorities selecting suppliers
in the United States (U.S.)
Our Approach – Invest in resources to drive enterprise-wide Governance
We developed our first ESG goals, transformation – Maintain and report current Board
aiming to achieve each one by the end composition with respect to women and
of FY22. Learn more throughout this underrepresented minorities
report about how we’re making progress – Include Human Capital Management
in each of these areas. disclosure in 10-K filing

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Our Commitment to ESG
In this report, we outlined the progress we are making and the areas where there are opportunities to improve.
Some of our notable achievements from the past year include:
Established ESG goals for FY22 Launched our inaugural Thrive Talent Career Began construction on a LEED certified
Week to cultivate internal talent energy efficient facility at Wichita State
Partnered with the CEO Action for University’s Innovation Campus in Kansas
Racial Equity and appointing a Fellow Delivered continuous service to our
to help advance equity in the U.S. customers by supporting our team members Entered into a wind energy contract offered
communities in which we operate and their communities, and thanks to our by the local utility in Wichita, which will
supply chain resiliency in the face of pandemic- supply almost 100 percent of our electricity
Launched Global Inclusion Council, related disruptions consumption
including representatives from all
regions as well as employee business Donated $1.7M to charitable causes through Released our statement on slavery and
resource groups, ensuring we plan matching gifts, $875K of which came from human trafficking, detailing our commitment
globally and act locally employee donations. Overall corporate giving to human rights and the measures we take to
reached $3m in FY21 eliminate these risks from our supply chain

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TALENT ATTRACTION AND MANAGEMENT We put our employees’
Our Approach success and wellbeing
We take pride in our people and our culture. If you ask anyone at NetApp why they work here, at the heart of
the answer is inevitably the same: it’s the people. We place trust, integrity, teamwork, and caring
at the center of what we do. everything we do.
Our work is dynamic. We’re on the cutting edge of transforming businesses and setting industry
standards. Behind our innovative products and services is an open, diverse, and collaborative
culture that fuels fresh ideas.
We know that by valuing diversity of thought, sharing our viewpoints, challenging our thinking,
and empowering our people, we create unique solutions for our partners. This approach
inspires our customers, who often remark that we push the boundary of possibility beyond their
expectations.
Responding to COVID-19
NetApp’s response to the global pandemic began in January 2020, months before major steps
were taken in much of the world. From matching COVID-related charitable donations to shifting
rapidly to remote work, NetApp has taken a mix of steps to keep our teams and communities
safe while also delivering products and services uninterrupted.
– At the outset, we assembled a company-wide crisis management team to execute our
Business Continuity Plan and prepare to mitigate the impact of COVID-19.

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– We put in place measures requiring most of our global workforce to work from home. Time and again,
– We launched additional benefits to address pandemic-related challenges at our sites across NetApp has been
the world, such as backup childcare in the U.S., increased mental health resources for
employees and contractors, and on-campus vaccination clinics in India. recognized as
– Our leadership continues to monitor and manage the situation to mitigate impact to sales, one of the world’s
global supply chains, and support and services. best workplaces.
– As pandemic risks recede, we’re shifting to a hybrid workplace, a mix of remote and onsite
work that promises to deliver a productive balance of engagement and tailored flexibility Our culture is
for employees. distinguished by a
Engaging Employees unique mix of quality
We believe our teammates are our greatest asset and greatest strength. When workers succeed
as individuals, their teams flourish, and NetApp thrives. We have a history of making our own and passion, a fusion
rules — in a good way. That’s because we approach every challenge with fresh eyes. that nurtures deep
Organizational health and cultivating a supportive work environment are top priorities at NetApp. camaraderie and
Time and again, NetApp has been recognized as one of the world’s best workplaces. Our a commitment to
culture is distinguished by a unique mix of quality and passion, a fusion that nurtures deep
camaraderie and a commitment to service. service.
In 2019, we implemented the Thrive Pulse survey. The semiannual, AI-driven study gauges
employee engagement and sentiment. With a 74 percent response rate, the results of the 2021
survey indicate that our employees:

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– Believe that we have a great culture, at an index of 81 out of 100, 10 points over the tech
industry benchmark.
– Are excited about our future, scoring an index of 85 out of 100, 11 points above our peers.
– Understand that their work contributes to NetApp’s success, scoring 85 out of 100 on this
measure, 4 points above our industry benchmark.
As we embed broader diversity goals across our operations, we’re leveraging the Thrive Pulse
survey to help us collect insights from our employees and listen to feedback to drive inclusion
and belonging in the workplace.
Protecting Wellbeing
The NetApp family is global, which means our values are expansive and inclusive. Together,
we’re our biggest advocates, which means we support each other without question. Our
benefits program is designed to improve our employees’ physical, financial, and emotional
wellbeing. We provide:
– Healthcare programs: Comprehensive medical, dental, wellness, and vision plans for
employees and their families
– Insurance and income protection: A full range of life and disability insurance is available
for additional peace of mind

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– Financial and savings programs: Whether its flexible spending, stock purchases, or Emphasizing Time Off
competitive retirement plans, we work to capitalize on total compensation At NetApp, we’re confident that we
– Work-life balance: We offer a wide range of wellbeing programs, including paid and can work together to deliver great
volunteer time off, educational assistance, legal services, child and elder care, and student experiences for customers and
debt repayment employees. To give time to refresh and
renew our focus on our health, safety,
– And more: Mental and emotional health resources along with physical fitness incentives and wellbeing, we have instituted a mix
of methods:
Developing Tomorrow’s Talent
By renewing our focus on technology, career growth, and talent development, we are engaged Global Wellness Days are paid days
in a multiyear push to invest in our people like never before. In year two of this transformation, off in appreciation of regular employees’
we are delivering on our promise to employees: expect to be happy, expect to have no barriers, outstanding response to remote work.
and expect to be inspired. In 2021, three such days are scheduled
for March, July, and September.
We are upgrading key technology to develop our future workforce. NetApp has recently begun
using a career pathing tool, Fuel50. Employees can explore roles and develop role-specific Company Shutdowns are week-long
expertise and forecast future skills. To streamline hiring, the HireVue platform lets us reduce breaks when the entire company pauses
onsite interviews. work. Two such weeks are scheduled
in 2021, one in July and another in
NetApp’s BetterUp coaching program continues to be our most highly rated and requested December.
development experience, offering personalized 1:1 coaching for employees at all levels.
BetterUp’s “Whole Person” approach ensures that employees can address coaching needs on No Meeting Fridays keep one Friday
a variety of topics, from work performance to sleep, health, navigating uncertainty, inclusive each month free of meetings to dedicate
leadership, parenting practices, and more. time to focused work and learning and
development.

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Creating connections across the enterprise, leveraging diverse voices, and solving complex Thrive Talent Career Week
programs are at the core of our Breakthrough Leadership Program, delivered in partnership In November 2020, NetApp launched its
with the Kansas Leadership Center. To build leadership skills across their work and projects, inaugural Thrive Talent Career Week.
employees at all levels are encouraged to attend. This week-long conference delivered
an immersive opportunity to cultivate
In 2020, we introduced LinkedIn Learning giving all employees access to over 16,000 courses internal talent. A week of live sessions
for technical, professional, and personal development. Integrating LinkedIn Learning courses offered inspiration to employees to take
with the Fuel50 career platform gives employees a powerful set of tools with which to explore charge of their NetApp careers and
both current and future jobs and related skills. to explore personal and professional
development. The gathering also served
We also maintain the Sales, Support, and Services (S3) Academy to enable our University as a vehicle for NetApp to preview
Graduate Hires to fast track their careers through mentoring, leadership exposure, and hands- our AI-driven platform, our enterprise
on training during two-year terms. S3 graduates are also included in the University Graduate strategy for which employees can begin
Hire Program, which helps new hires transition from campus life to corporate culture through to customize professional development.
networking, philanthropy, and professional development events.
Building Our Talent Pipeline
We take pride in creating a rich, real-world career experience for our interns. These
opportunities offer a true win-win for both students, who can experience the corporate
environment and contribute meaningful work, and our organization, which benefits
from diverse perspectives and fresh thinking.

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This commitment carries through to programs that support our young professionals. The Recognized as a top company
NetApp Emerging Talent (NET) Program is a diverse, global community designed to help grow for students
beginning careers, sharpen skills, and foster meaningful relationships. To identify top talent, In recognition of our long commitment
our team joins key global events throughout the year. These include: to intern development, NetApp was
recognized as a top company for
– The Grace Hopper Celebration (India and the U.S.) students by Vault, a career intelligence
– Tertiary to Work Career Fair (Australia/New Zealand) site. For 2021, the site ranked our
internship program:
– herCareer (Germany)
– Black Engineer of the Year Award STEM Conference (U.S.) #1 Best Internship for
– Hispanic Associate of Colleges and Universities Conference (U.S.) Sales & Marketing
#4 Best Tech & Engineering
What’s Next Internships
We are dedicated to building a workforce centered on a commitment to excellence. We plan
to launch the Thrive Academy in 2021 to continue to support employees in their growth and #6 Best Internships for
development, and to engage leaders to better guide their teams. The Thrive Academy is a Overall Career
collection of carefully curated learning experiences directly aligned to our talent strategy of Development
strengthening individual and team relationships, fostering inclusivity and a growth mindset, and
acting with an enterprise mindset. And we will continue to improve the employee experience by
acting on insights from the Thrive Pulse survey and providing opportunities for employees to
help solve cross-functional problems.

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GLOBAL DIVERSITY, INCLUSION, AND BELONGING CEO Action for Diversity & Inclusion
Founded on shared principles that
Our Approach diversity, equity, and inclusion are
At NetApp, we’re proud to foster an environment that celebrates our differences, authenticity, society-wide challenges, CEO Action
and individuality as strengths. We’re not just a company of products, but of people, all working was launched in 2017 guided by a belief
together in the spirit of collaboration and mutual growth. that corporate collaboration, rather than
competition, is vital to achieving large
We fully embrace and advance a diverse, inclusive global workforce. Indeed, we see scale progress. As such, CEOs play a
diverse talent as central to our future success and prioritize hiring and retaining women and vital role in leading this change.
underrepresented minorities globally.
In 2021, we appointed NetApp’s first
Driving a Culture of Belonging CEO Action for Racial Equity Fellow.
To cultivate a sense of belonging, NetApp’s diversity, inclusion, and belonging (DIB) strategy Seconded from her role as a project
applies a holistic approach to employee lifecycles. Diversity is embedded in all the ways we manager, our Racial Equity Fellow
connect people, promote agile workplace practices, use technology and tools, and foster a is working with CEO Action, helping
collaborative environment. to advance company-wide diversity,
inclusion, and belonging programs.
We’re guided by these DIB principles:
People Our priorities extend beyond hiring to retention and development. We value and
celebrate diversity and aim to create an environment where all employees thrive.
Leaders We equip NetApp’s leaders with the tools they need to lead inclusively and
promote a culture of belonging and engagement among team members.

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Workplace To foster a culture in which everyone feels empowered to tackle complex
problems, we actively promote transparency, openness, and equality.
Marketplace In a competitive arena for the best people, we focus on making NetApp an
employer of choice.
Our ongoing DIB strategies and priorities include:
Leadership In 2020, we hired a Global DIB executive to reinforce a culture of inclusion and to
help leaders develop new capabilities around inclusive leadership.
Training We continue to deliver training on inclusive leadership and unconscious bias
throughout the organization. To cultivate awareness, we rolled out “diversity
moments,” where meetings begin with a brief discussion of DIB concerns. These
are microlessons to drive education and awareness on key diversity topics
and reinforce that DIB is not an isolated training topic, but rather an issue that
permeates all our work.
Discovery We use our Thrive Pulse survey to collect insights from our employees and
monitor sensibilities and concerns about inclusion and belonging. Administered
globally, this survey can surface regional variances while fostering a sense
of commitment.

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Sharing During the pandemic, we created an online discussion channel that grew FY21 Gender Diversity
into a vital virtual community for a group of senior managers. A series of To better understand how we’re
organized huddles supports these efforts: one recently featured a discussion advancing our DIB program, NetApp
on anti-Asian racism. tracks diversity metrics across
our organization.
Partnering We continue to expand and strengthen our external partnerships, collaborating Global Workplace
with experts to better brand and develop our pipeline of diverse talent.
24%
Modeling W e emphasize the importance of cultivating a healthy, diverse, and
tolerant culture by modeling diverse and inclusive behaviors for leaders
and employees alike.
76%
Prioritizing DIB initiatives can succeed only if the goals are shared company wide. Female Male
Accordingly, we aim to embed these goals and initiatives worldwide across Board of Directors
all facets of our organization.
33%
67%
Female Male

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Cultivating Diverse Talent
It takes more than passion to drive diversity, inclusion, and belonging. Finding, hiring, and
developing talent make up the foundation of our commitment to DIB. To that end, we’re working
on multiple fronts to widen how we find, hire, and develop talent.
– Diverse partnerships: To help achieve our goal of providing a top workplace for our
employees, NetApp partners with a wide mix of external organizations. For example, NetApp
promotes interest in science, technology, engineering, and math (STEM) among minorities,
women, veterans, and other diverse talent by working with a mix of partners, including: CEO
Action for Racial Equity, Advancing Minorities’ Interest in Engineering (AMIE), and North
Carolina Agricultural and Technical State University, a member of the Hispanic Association of
Colleges and Universities (HACU).
– Smarter recruiting and retention: Over the past year, we have elevated efforts to improve
how we attract, hire, and develop diverse talent. For example, a new talent enablement
tool, Fuel50, is improving our approach to career development by providing greater visibility
to internal opportunities and equipping employees to take a more proactive role in their
development. We also use Eightfold, a tool to assist with diversity hiring by rapidly sorting
groups of candidates by key criteria. These efforts strengthen existing efforts such as requiring
diverse candidate pools and diverse interview panels.

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– Reducing turnover: Though our turnover is already low, we aim to keep even more of the In partnership with
talent we recruit and hire as we move forward. With a new leadership role dedicated to our employee affinity
workforce planning, we are re-assessing historical patterns to better understand the factors
that contribute to turnover. Past patterns can inform predictive analytics, which promise to groups in 2020,
help identify personnel at higher risk of departure and guide strategies that could help more
workers stay longer. NetApp launched
– Nurturing affinities: Our employee affinity groups, now known as “employee business an employee giving
resource groups,” serve as incubators where diverse perspectives can catalyze to help refine campaign focused
our business strategies while building a more inclusive global workforce. Today, these groups
include Women in Technology, NetApp Veterans, NetApp Network of Blacks in Tech, and on diversity, equity,
Latinos Unidos at NetApp.
– Celebrating Heritage: NetApp honors the histories that are important to our employees and inclusion in
through our Global Heritage Celebrations, including Women’s History Month, Pride Month, response to the
Hispanic Heritage Month, Black History Month, Diwali, and Veterans Day. growing movement
for racial justice.

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What’s Next
We will continue to align our people goals with our broader growth strategy. We aim to attract
and retain the best, most diverse talent to help us succeed by:
– Increasing accountability in DIB programs by adding diversity objectives — such as
hiring more women globally and underrepresented minorities in the U.S. — to executive
compensation plans
– Expanding our DIB ecosystem with Inclusion Councils in every region guided by our Global
Inclusion Council. Engaging leaders at all levels to nurture inclusive environments where all
can thrive
– Targeting recruitment to increase women and underrepresented minorities. Our Global
Inclusion Council ensures that this priority also advances in India, Asia Pacific, and our other
global sites
– Investing in resources to increase our expertise and improve the technology in and around
recruiting, development, and retention to drive enterprise-wide transformation

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NETAPP AND SOCIAL IMPACT NetApp Serves acts as an
umbrella program for our
Our Approach philanthropic initiatives.
Our culture of caring and service extends to communities globally. We contribute time, talent,
and money to non-profit and non-governmental organizations and schools near major NetApp It includes our corporate
sites to help create a sustainable and equitable world. charitable giving, matching
NetApp Serves acts as an umbrella program for our philanthropic initiatives. It includes our donations, and employee
corporate charitable giving, matching donations, and employee volunteerism. By amplifying the volunteerism.
charitable priorities of our staff, NetApp Serves plays a vital role in creating an inclusive culture.
The program prioritizes three main areas: education, basic human needs, and disaster relief.
Advancing Technology Education
At NetApp, we believe data fluency is critical to young people’s professional success. Data
fluency can also help solve pressing social and environmental challenges. We aim to fill this
need, as part of our broader commitment to STEM education, by developing data skills among
students in underserved communities.
– The Data Explorers Experience: NetApp Data Explorers engages 12- to 16-year-olds
in problem-solving with data. Students dive into data sets aligned with the United Nations
(U.N.) Sustainable Development Goals on topics from climate change to health equity.
The experience encourages students to find creative solutions and probe the data using
various tools. This year, we aim to scale beyond initial efforts in Durham, North Carolina
and Bangalore, India.

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– Education Partners: To scale Data Explorers, NetApp partners with leading STEM “ I’ve been teaching
education and youth development non-profits, including TERC, the Concord Consortium, virtually for a year,
and the India STEM Foundation. Together, we seek to inspire young people about data in
information settings. Locally, we also partner with schools and afterschool programs to reach and in all that time,
underrepresented students in underserved communities.
– Data Education: NetApp is aligned with leaders from all sectors to build awareness of and I haven’t experienced
advocate for the importance of data science education. As a member of both Data Science the level of interaction
for Everyone and the Messy Data Coalition, we’re able to share insights from our program or cooperative
evaluation and best practices from our work with NetApp Data Explorers.
In 2019, NetApp announced Tech for Global Good, a partnership with The Tech Interactive, to learning that I saw
prepare new generations of young innovators to tackle some of the world’s most challenging in the program.”
social problems. The first year, NetApp supported the Youth Climate Action Summit (YCAS).
In 2020, NetApp’s support created a Virtual Field Trip highlighting individuals and organizations — Educator and participant in NetApp
using data to help people achieve healthier, more prosperous lives. For example, the event Data Explorer, Durham, NC
featured UNICEF’s innovation team who developed a data-centered platform to track and
predict the spread of diseases, such as COVID-19.

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Supporting Basic Human Needs Advancing Technology and
With our headquarters in San Jose, California, we are personally impacted by the housing crisis Social Innovation
in Silicon Valley. As such, we prioritize the basic human needs of hunger and shelter there, and NetApp teamed up with Team4Tech
across our global footprint, led by these initiatives in 2020: to provide learning projects in support
of nonprofits in Rwanda, Kenya, and
– We doubled our support to address to food insecurity, led by a campaign for nearly 20 food Ghana. At NetApp employees take
banks. To support families struggling with the impacts of COVID-19, employees volunteered part by working in cross-functional
virtually and in person. teams, that challenge and advance their
– We supported the Housing Trust Silicon Valley Tech Fund with a $10 million investment skills mix — from business acumen, to
which enables the creation of more affordable housing units. interpersonal dynamics, and leadership
techniques — to develop technology
– NetApp executives used their culinary talents to raise $25,000 in support of Rise Against solutions for program partners overseas.
Hunger and other hunger alleviation programs.
– We increased corporate grants to pandemic relief organizations around the world to fund
medical supplies, PPE, and vaccines.
Providing Disaster Relief
When our neighbors are adversely affected, NetApp employees want to help. Our disaster relief
efforts focus on locations near our operations, but each disaster is evaluated on a case-by-case
basis with considerations for employees, customers, and business interests. When hurricanes,
tropical storms or other natural disasters occur, employees donate to supply food, shelter, and
supplies to those in need.

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Since 2017, NetApp has donated $105,000 toward recovery efforts for fires, hurricanes, FY21 Corporate Giving by Region
and floods. We have provided an additional $505,676 by matching disaster relief-focused $95,517
employee donations.
Serving Others is a NetApp Tradition $432,022
At NetApp, employees are encouraged to donate their time through individual, team, or
company volunteer efforts. We support employees in making a difference in the world in
the ways that are most meaningful to them. At the heart of how NetApp contributes is our $1,027,982
Volunteer Time Off (VTO) program, launched in 2007. This program provides employees
up to 40 hours per year — with full pay, during regular business hours — to support the
non-profit organizations of their choice. Europe, the ie East, a Arica (EEA)
Asia-Pacific (APAC)
Aericas
We also support our employees’ charitable donations through our Matching Gifts program.
This program, launched in September 2019, matches employee donations one-for-one up to
$500 per calendar year. In FY21, NetApp donated $1.7M through employee and corporate
contributions, and 2,141 employees recorded 26,477 volunteering hours. Employee giving doubled in
FY21. In total, NetApp donated
To keep our tradition of serving others active during the pandemic, we launched virtual $1.7M to charitable causes,
volunteering and created “impact hours” during which teams could make a positive contribution
while working from home. Employees also showed their support for first responders during the $875K of which came from
pandemic by preparing emergency kits. employee donations.

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What’s Next
With these goals, we will work to increase the scale of and participation in our social
impact programs:
– Achieve 35% employee participation in social impact programs. Over the year ahead, we
aim to expand our definition of participation to include both volunteering along with donations.
Participation at any scale — even a few dollars — is the goal. In FY22, a new Match4Good
program will be in effect to double the corporate match amount and enable employees to
donate cash rewards they earn for volunteering.
– Reach 1,000 students with data science education. By deepening out partnerships, we
aim to grow NetApp Data Explorers to engage 1,000 students during 2020-21 school year.
Key extensions this year include signing onto a letter calling for the U.S. government to focus
on K-12 data science education and a partnership with Data Science for Everyone,
a collaboration focused on advancing cross-industry expertise in data science education.
– Donate $2 million to global charities via direct support of programs — particularly on
education efforts with underrepresented communities, such as NetApp Data Explorers —
along with matching gifts made to amplify the donations of our employees.

## Page 28

Environmental

## Page 29

Environmental
SUSTAINABLE OPERATIONS Managing our natural
Our Approach resources responsibly
To ensure a healthy planet tomorrow, NetApp is committed to improving the environment today. is a duty NetApp owes
In support of this commitment, beginning in 2021, we have elevated oversight of environmental
sustainability to the board level. to future generations.
NetApp complies with all applicable legal, customer, and other requirements to prevent
pollution and minimize environmental impacts of our activities, products, and services through
continuous improvement of our Environmental Management System (EMS). Our EMS provides
the framework for us to set, monitor, and continuously improve our environmental objectives.
In FY21, NetApp sustained our certification to the ISO 14001:2015 EMS standard.
We measure and report on operational sustainability through the following platforms:
– CDP: We voluntarily disclose our annual climate and water impacts to CDP, a not-for-profit
organization whose aim is to study the implications of climate change for the world’s principal
publicly traded companies.
– EcoVadis: We have been assessed annually by EcoVadis for six years. Our latest score in July
2020 was 62 out of 100, a four-point annual gain and within the top quartile of assessed scores.
– ISO Certification: We conform to the ISO 14001:2015 standard. Our EMS certified locations:
Canada (Vancouver), Germany (Berlin; Düsseldorf; Frankfurt; Munich; Stuttgart; Walldorf), Iceland
(Reykjavik), India (Bangalore), Israel (Petach-Tikva;Tel Aviv), Netherlands (Amsterdam), United
States (Boulder, CO; Research Triangle Park, NC; San Jose, CA; Waltham, MA; Wichita, KS).

## Page 30

Environmental
Sustainable Facilities At NetApp, we seek
At NetApp, we seek to conserve, optimize, and responsibly source energy for our buildings, to conserve, optimize,
labs, and data centers. These efforts span from the energy-efficient design of new facilities to
enhancements to existing facilities, such as lighting upgrades. In the past year, we have also and responsibly
decreased energy use by shrinking our building footprint. A mix of related strategies has helped
reduce our resource consumption and improve overall efficiency: source energy for
GHG We continue to increase our efforts to further measure, monitor, and report our buildings, labs,
Reporting GHG emissions, with a specific focus on more comprehensively reporting our and data centers.
Scope 3 emissions. Our customers frequently ask about our initiatives to combat
global warming, and as a supplier of products and services, customers are also
requesting more information about our product life-cycle carbon footprint.
Renewables Our Bangalore campus uses over 80 percent renewable power, drawn
and from wind generation sources and mini hydroelectric plants. The campus also
Efficiency has a small onsite solar plant with a capacity of roughly 100kW. In late 2020,
NetApp contracted with the local utility to supply our Wichita site with almost
100 percent wind energy.
Waste We divert as much waste as possible from landfills by recycling, composting,
and encouraging employees to opt for reusables in our break rooms and
cafeterias.

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Environmental
Green T o encourage environmental stewardship among employees, we established
Teams Green Teams at several U.S.-owned sites. These employee groups raise peer
awareness of sustainable practices and have achieved measurable resource
conservation and energy savings improvements.
In Research Triangle Park, North Carolina (RTP) the Green Team partnered
with our landscaper to install a pollinator garden in April 2021, with over 400
native plants in six beds, providing food for bees, butterflies, and migratory
pollinators. The garden is part of The Butterfly Highway, a statewide conservation
restoration initiative.
Water NetApp takes measures to conserve water in our operations. For all landscaping
irrigation, our RTP campus uses non-potable reclaimed water provided by the
local utility company. Likewise, our Bangalore campus recycles wastewater on
site to reuse for irrigation and HVAC cooling towers, making the site a zero-
discharge facility.

## Page 32

Environmental
NetApp’s Energy Management Program A Greener Innovation Center
In 2015, NetApp set a goal to reduce energy consumption company-wide by 20 percent, a NetApp is building a state-of-the art
target we achieved in 2020. Through our energy management program, we improved overall facility at Wichita State University’s
energy efficiency at our facilities globally via a mix of efforts, including energy efficient design, (WSU) Innovation Campus in Kansas.
advanced lighting technologies, and retro-commissioning to improve the performance of Expected to open in early 2022, the
existing facilities. 168,000-square-foot facility will be
powered almost entirely by renewable
At our RTP campus in North Carolina, NetApp has two data centers we refer to as Global energy and deploys a suite of cutting-
Dynamic Labs, or GDLs. These facilities rank as global leaders in energy efficiency, with power edge technologies to minimize resource
usage effectiveness (PUE) ratings of 1.15, compared to a global data center benchmark of 1.8. consumption. Efficient lighting and
® rating of 100.
These efficiencies have garnered in both GDLs an ENERGY STAR smart controls complement a high-
efficiency data center. To reduce
To achieve these gains at our GDLs and other data centers, we have deployed energy water use, landscape features capture
efficiency innovations: and reuse rainfall. Inside the LEED-
certified site, an open office plan will
– Ambient cooling, where outside air is used to cool the data center instead of energy-intensive accommodate some 600 staff, ideally
air chillers, condensers, and related air handlers (known as paid cooling); and situated to collaborate with WSU
– A cold-aisle containment system that uses pressurized airflow to optimize the management students, faculty, and researchers.
of waste heat. By eliminating the need for air to bypass tech equipment, fan energy
consumption falls by 80 percent.
• The design also eases equipment rebalancing since personnel can move gear without
shifting air supply systems;

## Page 33

Environmental
• Tech cabinets can be configured for extreme power density, which averages the load
within the cold aisles, and lowers the facility’s overall footprint and resource needs; and
• This design also allows elevated temperatures of supply air and chilled water, resulting in
higher capacity utilization, reduced energy use, and increased hours of free cooling.
NetApp shares these best practices with our customers to reduce costs and energy
consumption at their own data centers.
Responsible Waste Management
NetApp is committed to shrinking the volume of waste material sent to landfills and for
recycling. Overall, our landfill diversion rate for e-waste exceeds 99 percent. To further shrink
our waste outflow, we’re:
– Combining shipments: Rather than shipping individually packaged components, when
possible, NetApp packs and ships pre-assembled, pre-configured equipment.
– Reducing packaging: The cardboard we use in packaging contains a high percentage of
recycled content. What’s more, we have optimized our packing design and reduced redundant
packing materials.
– Reusing wooden material: To close the loop on wooden pallets and crates, we have
established a take-back program where the shipper returns these materials to NetApp
for reuse.
32

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Environmental
– Non-toxic materials: All materials used in the packaging of our gear comply with Restriction
of Hazardous Substances (RoHS) requirements and contain no toxins.
– Processing e-waste: We offer customers an option to recover their end-of-life electronic
equipment, ensuring proper disposal, primarily through certified e-waste collection and
recycling schemes. Per the latest Waste Electrical and Electronic Equipment (WEEE)
Directives, we engage a compliance firm to perform services, such as registration and
reporting, to ensure that we are in compliance wherever we do business.
What’s Next
For the fiscal year ending in 2022, we will continue to focus on key priorities — reducing our
energy and water use, and our waste — while also advancing new practices to assess, report,
and reduce our carbon emissions. Namely, we aim to:
– Establish science-based targets (SBTs) for reductions of greenhouse gas emissions
– Quantify the carbon footprint of our equipment installed at customer sites to report
Scope 3 emissions
– Improve NetApp’s CDP climate change score
33

## Page 35

Environmental
PRODUCT QUALITY AND COMPLIANCE NetApp is committed
Our Approach to providing products
NetApp is committed to providing products and services that meet and exceed international and services that
standards, and that comply with all applicable laws and regulations including: European
Union’s WEEE; RoHS; REACH (Regulation for Registration, Evaluation, Authorization, and meet and exceed
Restriction of Chemicals); and Energy-related Products (ErP) directives. international
In addition to ISO 14001:2015 certification of NetApp’s Environmental Management System standards, and
(EMS), our Quality Management System (QMS) is certified to ISO 9001:2015. that comply with
Reducing Product Risks all applicable laws
We safeguard our products wherever they are. Because we know that our products could
be used improperly, we implement robust checks to protect against potential human rights and regulations.
violations. These checks not only satisfy regulatory requirements, they also further strengthen
our compliance and our standing as a model corporate citizen.
In FY21, updated our Slavery and Human Trafficking Statement and completed a modern
slavery assessment for our Australian operations to comply with evolving regulatory requirements.
The results showed that our risk level is low. We also launched training about Modern Slavery in
the Supply Chain and updated supplier contract templates to include modern slavery provisions.
What’s Next
In the fiscal year ending 2022, we aim to calculate the energy use and emissions impact
of our products.
34

## Page 36

Governance
35

## Page 37

Governance
ETHICS We work tirelessly to
Our Approach secure and maintain
Since our founding in 1992, NetApp has been committed to building a model, values-led the trust of our
company. Our values are the foundation of our Code of Conduct. This declaration reflects
our culture and our commitment to doing things the right way, for the right reasons, everywhere stakeholders.
we operate.
This Code enables us to live our values and meet our obligations to our stakeholders — employees,
customers, shareholders, partners, and communities. By living our values every day, we foster an
environment of mutual trust and respect and advance a reputation for integrity. Our Code applies
to everyone who works at NetApp, including all directors, officers, and employees. We also
expect our partners, service providers, customers, suppliers, vendors, and contractors to work
ethically and in a manner that is consistent with the standards in our Code and our policies.
All employees are required to complete a Code of Conduct course upon hire and then annually.
The course evolves to address key priorities, which may include:
– Antibribery and anticorruption
– Data privacy and security
– Diversity and antidiscrimination
– Human rights
– Charitable and political activities
36

## Page 38

Governance
Leading With Integrity We believe our
NetApp has long upheld a set of basic values to guide our actions. Chief among those is a corporate governance
responsibility to conduct ourselves with the highest standards of ethical behavior when relating
to customers, partners, employees, investors, and our communities. We believe our corporate policies and practices
governance policies and practices meet or exceed the standards defined in proposed and
recently enacted legislation. meet or exceed the
Our Board of Directors and its committees are responsible for the oversight and governance standards defined in
of the company and these values. As such, NetApp reviews the directors to ensure the board proposed and recently
is comprised of individuals with the highest professional and personal ethics. Each director has enacted legislation.
broad experience at the policy-making level in business, education, and/or technology. The
board delegates authority to the following committees:
– Audit Committee: Provides board-level oversight for our Enterprise Risk Management (ERM)
program; ultimately responsible for ensuring that it adds value to the business strategy-setting
process and operations.
– Corporate Governance and Nominating Committee: Reviews the composition and
performance of the board; nominates individuals to present to the board as candidates for
membership, both for annual stockholder meetings and to fill vacancies.
– Compensation Committee: Oversees and approves compensation policies, plans, and
programs for the CEO, other executive officers, and non-employee board members.
37

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Governance
– Management’s Executive Risk Committee: Coordinates and oversees the operations of
NetApp’s ERM program, including the company’s response to risks that could impact overall
strategic goals and business objectives. The committee is made up of executive management,
the ERM risk manager, and select leaders from each of the five risk pillars: compliance,
operations, strategic, human capital, and finance.
What’s Next
In the fiscal year ending in 2022, we aim to:
– Report current Board composition with respect to gender and underrepresented minorities
– Include a Human Capital Management disclosure in our 10-K filing
DATA PRIVACY AND SECURITY
Our Approach
NetApp is the authority for hybrid cloud data. Our customers look to us to help them accelerate
their digital transformation while entrusting us to manage their most valuable digital assets.
We must, therefore, ensure their trust by demonstrating industry-leading practices and
regulatory compliance to protect and secure their data. Our products and services should
also help our customers deliver rich, deeply relevant experiences to their clients — while also
meeting their customers’ privacy and security expectations.

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Governance
At the same time, for customer clarity and regulatory compliance, we’re focused on improving NetApp values
transparency around our data privacy and security policies, practices, and operations. NetApp adaptability. With
also provides contractual commitments on the treatment of personal data and meets a variety
of national and international standards for data security. an ever-changing
Empowering Digital Transformation Through Trust legal environment,
NetApp’s Trust Center offers our customers, partners, and stakeholders a one-stop-shop for as well as an evolving
clear and concise information about how NetApp’s products secure customer information while
protecting individual privacy. We also set out the data security policies and procedures that threat landscape, we
govern how we manage the security of our systems and our customers’ data. constantly seek to
Broadly, NetApp follows global best practices and relevant laws for storing, transmitting, and improve our privacy
processing data. Among others, we take measures that are central to effective security including
encryption, authentication and authorization controls, breach reporting, data loss prevention, and data security
and patch management. practices.
NetApp values adaptability. With an ever-changing legal environment, as well as an evolving
threat landscape, we constantly seek to improve our privacy and data security practices.
NetApp was one of the first companies to file Binding Corporate Rules (BCRs) to govern the
transfer of data from the European Union to other countries. BCRs require a comprehensive
data privacy and security program, from training and governance to audits.
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Governance
Protecting Privacy NetApp holds itself
Data privacy and security are foundational to NetApp’s business and align with our values of accountable to physical,
respect, integrity, and building a model company. When privacy and security practices are logical, process, and
based on these values, we believe trust will be the outcome:
management controls
– Respect: We strive to create products and services that empower our customers to meet throughout its business,
expectations in the manner they view as the best practice and in full compliance with the law. which is demonstrated
– Integrity: We provide honest and transparent information about our policies and practices by the certification of
and use the law as the minimum standard.
NetApp information security
– Model: We continuously optimize our business operations to establish a model of integrity management systems
for our customers, peers, and the industry.
to ISO/IEC 27001:2013 by an
Our efforts to improve our data privacy and security programs — and to empower our independent auditor. In FY21,
customers with the tools they need to do the same — never stop. In 2020, we launched our NetApp’s in-scope products
Privacy Champion program to assign operational responsibility for privacy. A NetApp Privacy
Champion is rigorously trained to provide expertise, answer frontline privacy-related questions, and services met all controls
identify issues, and collaborate with other experts to solve them. defined by ISO 27001:2013.
NetApp uses our own operations to demonstrate industry-leading capabilities in data protection.
We design our in-house business processes to comply with global best practices in data
privacy and security. For example, our internal privacy policy details how we collect or observe
information through a variety of contexts, collectively referred to as the “NetApp Platform.” The
policy also discloses how we use, process, store, transfer, and disclose personal information.
40

## Page 42

Governance
Ensuring Data Security NetApp products and
Data security is the foundation on which privacy and compliance are built. NetApp follows services are audited
the requirements of data security laws that require reasonable security measures for storing, regularly against the Service
transmitting, and processing data. We take measures broadly recognized as integral to
appropriate security including encryption, authentication and authorization controls, breach Organization Controls (SOC)2
reporting, data loss prevention, and patch management. (AT Section 101) standard
NetApp also abides by the practice of data minimization. This fundamental principle of data by an independent certified
security holds that organizations should not collect or hold more personal information than is public accountant firm and
necessary and that data should be deleted when no longer needed for authorized purposes. services auditor. In FY21, an
This principle reduces compliance complexity and protects data against harm in the event of a independent third-party
security breach.
auditor affirmed that NetApp
In the unlikely event of a data breach, we’re committed to protecting the privacy of our in-scope cloud and managed
customers and employees. In such an event, NetApp’s Security Operations Center, Chief services have achieved SOC
Privacy Officer, Data Protection Officer, and/or other senior executives would provide timely and 2 Type 1 and Type 2 reports
transparent notification. Stakeholders would also be informed about what data was involved
in the breach, as well as NetApp’s response to the incident, steps to take, and where to locate based on applicable Trust
additional information. Services criteria.
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Governance
What’s Next
In the fiscal year ending 2022, we aim to:
– Expand our Privacy Champions program into our operations in Europe, the Middle East,
and Africa (EMEA) and Asia-Pacific (APAC)
– Automate our Privacy by Design process and drive adoption throughout the company
– Expand our privacy training curriculum with additional on-demand offerings
SUPPLY CHAIN MANAGEMENT
Our Approach
We continue to improve how we identify and mitigate risks and nonconformance across our
global supply chain with consideration for human rights, workers’ rights, and environmental laws.
NetApp holds itself and its suppliers to the same standards, and we expect that all who conduct
business on our behalf operate ethically, in compliance with the law, and consistent with our
Code and policies.
We support the principles established under the U.N. Universal Declaration of Human Rights
and expect suppliers to share this commitment. Each year, we produce a Slavery and Human
Trafficking Statement, which outlines steps we take to promote human rights and transparency
across our supply chain.
42 NETAPP 2021 ESG REPORT

## Page 44

Governance
We continue to
As an active member of the Responsible Business Alliance (RBA), NetApp has adopted the improve processes
principles of the RBA Code of Conduct. As such, we comply with international labor and
human rights standards. to identify, evaluate,
Strengthening Our Supply Chain and potentially engage
Our Supplier Code of Conduct is aligned with the RBA Code of Conduct and implements its diverse suppliers.
key sections, including workers’ rights and noncompliance reporting. We encourage and, in
some cases, require our first-tier suppliers to adhere to the RBA Code of Conduct.
Adherence to the RBA Code of Conduct includes implementing a management system, self-
assessments, and audits, by completion of the RBA Self-Assessment Questionnaire (SAQ).
The SAQ questions include an assessment of the supplier’s policies and practices, which, in
conjunction with NetApp’s Partner Risk Assessment and Due Diligence (PRADD) screening
process, alerts NetApp to the potential risk of human trafficking.
The RBA process provides the option to engage auditors to verify our supply chain’s
conformance to the RBA Code of Conduct. These outside inspections follow the RBA Validated
Audit Process (VAP), including an assessment of the supplier’s risks and controls related to
human trafficking. If nonconformance is identified, we work closely with our suppliers to develop
corrective action plans and resolve any audit concerns.
43

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Governance
Supplier Diversity
NetApp promotes corporate spending with diverse suppliers. These include but are not limited
to businesses owned by veterans, women, minorities, disabled, and other disadvantaged
or small businesses. We continue to improve processes to identify, evaluate, and potentially
engage diverse suppliers.

Conflict Minerals
NetApp files a public disclosure (Form SD) with the Securities and Exchange Commission (SEC)
that outlines our assessment of our suppliers’ use of conflict minerals.
What’s Next
In the fiscal year ending 2022, we aim to:
– Screen a minimum of 90% of strategic suppliers through a rigorous due diligence process
to reduce the risk of doing business with third parties who are likely to violate the law
– Implement mandatory training on Modern Slavery in the Supply Chain for Global
Procurement Services (GPS) employees directly engaged with sourcing and selecting
suppliers
44

## Page 46

Appendix

## Page 47

2021 GRI Content Index
GRI 102: General Disclosures 2016*
Disclosure Description Cross-Reference, Omissions, and Explanations
ORGANIZATIONAL PROFILE
102-1 Name of the organization NetApp, Inc.
102-2 Activities, brands, products, and services About NetApp, p. 4
2021 10-K, pp. 5-9
102-3 Location of headquarters San Jose, California, USA
102-4 Location of operations 2021 10-K, p. 10
We have operations in North America, Europe, Asia and Australia.
102-5 Ownership and legal form 2021 10-K, p. 5
102-6 Markets served 2021 10-K, pp. 9-10
102-7 Scale of the organization 2021 10-K, p. 13
102-8 Information on employees and other workers Performance Data, p. 55
2021 10-K, p. 13
102-9 Supply chain 2021 10-K, p. 10
102-10 Significant changes to the organization and its supply chain There have been no significant changes in locations of operations, or changes in share
capital structure or capital formation.
102-11 Precautionary Principle or approach Environmental, Sustainable Operations, pp. 28-29
102-12 External initiatives Other than the Responsible Business Alliance (RBA) Code of Conduct, NetApp does
not currently subscribe to, or endorse, any externally developed sustainability charters
or principles.
102-13 Membership of associations Industry Associations:
Information Technology Industry Council (ITI)
Computing Technology Industry Association (CompTIA)
Professional Services Council (PSC)
Silicon Valley Leadership Group (SVLG)
Federal Budget IQ
Albright Stoneridge Group
Digital Europe
TechNet
US China Business Council
*NetApp’s 2021 ESG Report applies the 2016 version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.

## Page 48

2021 GRI Content Index
GRI 102: General Disclosures 2016*
Disclosure Description Cross-Reference, Omissions, and Explanations
STRATEGY
102-14 Statement from senior decision-maker CEO Message, pp. 2-3
ETHICS AND INTEGRITY
102-16 Values, principles, standards, and norms of behavior About NetApp, p. 5
102-17 Mechanisms for advice and concerns about ethics Our Code of Conduct
GOVERNANCE
102-18 Governance structure Corporate Governance
STAKEHOLDER ENGAGEMENT
102-40 List of stakeholder groups About NetApp, p. 6
102-42 Identifying and selecting stakeholders About NetApp, p. 6
102-43 Approach to stakeholder engagement About NetApp, p. 6
REPORTING PRACTICE
102-45 Entities included in the consolidated financial statements 2021 10-K, p. 5
102-50 Reporting period This report provides information for the fiscal year ended April 30, 2021.
102-51 Date of most recent report May 2020
102-52 Reporting cycle Annual
102-53 Contact point for questions regarding the report NetApp, Inc.
3060 Olsen Drive
San Jose, California 95128
Attention: Legal Department
102-54 Claims of reporting in accordance with the GRI Standards This report references the GRI Standards.
102-55 GRI content index GRI Content Index, pp. 46-49
102-56 External assurance We have not received external assurance for this report.
*NetApp’s 2021 ESG Report applies the 2016 version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.

## Page 49

2021 GRI Content Index
GRI 200-400: Topic-Specific Disclosures 2016*
Topic Description FY21 Cross-Reference, Omissions, and Explanations
ECONOMIC
GRI 201: Economic Performance 2016 201-1 Direct economic value generated and distributed Performance Data, p. 52
2021 10-K, p. 29
GRI 203: Indirect Economic Impacts 2016 203-1 Infrastructure investments and services supported Social, NetApp and Social Impact, pp. 22-25
GRI 205: Anti-corruption 2016 205-2 Communication and training about anti-corruption Governance, Ethics p. 36
policies and procedures Our Code of Conduct
ENVIRONMENTAL
GRI 302: Energy 2016 302-1 Energy consumption within the organization Performance Data, p. 54
302-4 Reduction of energy consumption Environmental, Sustainable Operations, pp. 31-32
GRI 306: Effluents and Waste 2016 306-2 Waste by type and disposal method Performance Data, p. 54
Environmental, Sustainable Operations, pp. 32-33
SOCIAL
GRI 401: Employment 2016 401-2 Benefits provided to full-time employees that are not Social, Talent Attraction and Management, pp. 12-13
provided to temporary or part-time employees NetApp Benefits
GRI 404: Training and Education 2016 404-2 Programs for upgrading employee skills and Social, Talent Attraction and Management, pp. 13-14
transition assistance programs
GRI 405: Diversity and Equal Opportunity 405-1 Diversity of governance bodies and employees Performance Data, p. 55
2016 NetApp EEO-1 Diversity Report for 2020
Social, Global Diversity, Inclusion, and Belonging,
pp. 16-21
GRI 406: Non-discrimination 2016 406-1 Incidents of discrimination and corrective Social, Global Diversity, Inclusion, and Belonging,
actions taken pp. 16-18
*NetApp’s 2021 ESG Report applies the 2016 version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.

## Page 50

2021 GRI Content Index
GRI 200-400: Topic-Specific Disclosures 2016*
Topic Description FY21 Cross-Reference, Omissions, and Explanations
SOCIAL
GRI 412: Human Rights Assessment 2016 412-2 Employee training on human rights policies or Governance, Ethics, p. 36
procedures Our Code of Conduct
412-3 Significant investment agreements and contracts Governance, Supply Chain Management, pp. 42-43
that include human rights clauses or that underwent Supplier Code of Conduct
human rights screening
GRI 413: Local Communities 2016 413-1 Operations with local community engagement, Social, NetApp and Social Impact, pp. 22-25
impact assessments, and development programs
GRI 418: Customer Privacy 2016 418-1 Substantiated complaints concerning breaches of Governance, Data Privacy and Security, pp. 40-41
customer privacy and losses of customer data
*NetApp’s 2021 ESG Report applies the 2016 version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.

## Page 51

2021 SASB Index
SASB Sector Standards 2018*
SASB Code Accounting or Activity Metric FY21 Cross-Reference, Omissions, and Explanations
PRODUCT SECURITY
TC-HW-230a.1 Description of approach to identifying and addressing data NetApp follows secure development principles throughout our product development
security risks in products lifecycle. We expand and improve on our secure-development programs on a continuing
basis. As a part of our standard procedures, we implement secure design principles,
developer training, and extensive testing programs.
Details regarding NetApp’s product security can be found at https://Security.NetApp.com.
EMPLOYEE DIVERSITY & INCLUSION
TC-HW-330a.1 Percentage of gender and racial/ethnic group representation Performance Data, p. 55
for (1) management, (2) technical staff, and (3) all other
employees.
PRODUCT LIFECYCLE MANAGEMENT
TC-HW-410a.1 Percentage of products by revenue that contain IEC 62474 100 percent of NetApp's products contain IEC 62474 declarable substances.
declarable substances
TC-HW-410a.2 Percentage of eligible products, by revenue, meeting the NetApp does not offer products meeting the requirements for EPEAT registration or
requirements for EPEAT registration or equivalent equivalent.
TC-HW-410a.3 Percentage of eligible products, by revenue, meeting Approximately 32 percent of NetApp's total FY21 revenue came from products sold
® ®
ENERGY STAR criteria meeting the requirements for ENERGY STAR certification.
TC-HW-410a.4 Weight of end-of-life products and e-waste recovered, Performance Data, p. 54
percentage recycled
SUPPLY CHAIN MANAGEMENT
TC-HW-430a.1 Percentage of Tier 1 supplier facilities audited in the RBA NetApp did not conduct any RBA VAP audits in FY21 because none of NetApp’s major
Validated Audit Process (VAP) or equivalent, by (a) all suppliers that are RBA members and who completed the Self Assessment Questionnaire
facilities and (b) high-risk facilities (“SAQ”) scored as “high risk” on the SAQ.
TC-HW-430a.2 Tier 1 suppliers’ (1) non-conformance rate with the NetApp did not conduct any RBA VAP audits in FY21 because none of NetApp’s major
RBA Validated Audit Process (VAP) or equivalent, and suppliers that are RBA members and who completed the Self Assessment Questionnaire
(2) associated corrective action rate for (a) priority non- (“SAQ”) scored as “high risk” on the SAQ.
conformances and (b) other non-conformances
* NetApp’s 2021 ESG Report applies the 2018 version of the Hardware Sustainability Accounting Standard;
“2018” refers to the Standards issue date, not the date of information presented in this report.

## Page 52

2021 SASB Index
SASB Sector Standards 2018*
SASB Code Accounting or Activity Metric FY21 Cross-Reference, Omissions, and Explanations
MATERIALS SOURCING
TC-HW-440a.1 Description of the management of risks associated with the NetApp does not directly source critical materials, although our component parts may
use of critical materials contain critical materials. NetApp files a Specialized Disclosure form for Conflict Minerals
to the Securities and Exchange Commission (SEC) on an annual basis. This filing identifies
the smelters responsible for processing any tin, tantalum, tungsten, and gold in the
components that NetApp buys.
SASB Code Accounting or Activity Metric FY20 Cross-Reference, Omissions, and Explanations
TC-HW-000.A Number of units produced by product category Performance Data, p. 53
TC-HW-000.B Area of manufacturing facilities Because NetApp outsources manufacturing to third parties, this metric is not applicable.
TC-HW-000.C Percentage of production from owned facilities Because NetApp outsources manufacturing to third parties, this metric is not applicable.
* NetApp’s 2021 ESG Report applies the 2018 version of the Hardware Sustainability Accounting Standard;
“2018” refers to the Standards issue date, not the date of information presented in this report.

## Page 53

2021 Performance Data
Economic Performance
FY21 FY20 FY19 FY18 FY17
FINANCIAL PERFORMANCE (MILLIONS, USD)
Revenue
Net revenue $5,744 $5,412 $6,146 $5,919 $5,491
Product $2,991 $2,995 $3,755 $3,525 $3,060
Software support $1,281 $1,034 $946 $904 $905
Hardware support and other services $1,472 $1,383 $1,445 $1,492 $1,526
Profit
Gross profit $3,815 $3,623 $3,945 $3,709 $3,364
Cost of revenues
Total cost of revenues $1,929 $1,789 $2,201 $2,210 $2,127
Cost of product $1,432 $1,368 $1,752 $1,738 $1,612
Cost of software support $95 $48 $35 $25 $28
Cost of hardware support and other services $402 $373 $414 $447 $487
Operating expenses
Total operating expenses $2,784 $2,678 $2,724 $2,551 $2,743
Sales and marketing $1,744 $1,585 $1,657 $1,706 $1,651
Research and development $881 $847 $827 $783 $779
General and administrative $257 $263 $278 $280 $271
Restructuring charges $42 $21 $35 - $52
Acquisition-related expense $16 - - - -
Gain on sale or derecognition of assets $(156) $(38) $(73) $(218) $(10)
Income
Net income $730 $819 $1,169 $116 $481
COMMUNITY INVESTMENT (MILLIONS, USD)
Total donations $3.0 $2.0 $1.7 $1.2 $1.6

## Page 54

2021 Performance Data
Product Portfolio Performance
FY21 FY20 FY19
PRODUCT QUANTITY BOOKED
Cloud Data Services
AltaVault 1 4 36
Cloud Infrastructure
NetApp Hybrid Cloud Infrastructure (HCI) 4,463 7,154 6,041
NFLEX - - 10
SolidFire All Flash Array (AFA) 963 3,837 6,745
STORAGEGRID 7,996 6,190 4,082
Storage Systems and Software
All Flash FAS (AFF) 22,944 20,344 16,378
E-Series Hybrid 21,674 22,238 34,867
EF-Series 1,315 1,279 1,420
FAS Hybrid 27,726 29,245 35,468

## Page 55

2021 Performance Data
Environmental Performance
FY21 FY20 FY19 FY18 FY17
ENERGY (KWH)
Total energy consumption 193,647,549 201,562,327 211,650,090 217,194,798 228,223,885
Total owned site energy consumption 167,051,858 173,611,475 187,959,768 191,117,687 198,377,011
Bangalore 16,757,820 17,417,042 25,679,239 22,085,211 8,930,177
Wichita 18,430,019 19,003,037 18,450,415 19,603,819 21,995,752
Sunnyvale 25,917,138 29,025,677 36,338,788 41,266,715 50,297,030
Research Triangle Park (RTP) 105,946,881 108,165,719 107,491,326 108,161,942 117,154,052
2020 2019 2018 2017 2016
GREENHOUSE GAS EMISSIONS (METRIC TONS CO E)
2
Total absolute emissions 124,285.0 157,924.8 167,500.0 166,208.0 164,736.0
Scope 1 2,358.9 4,676.5 5,354.0 5,748.0 7,613.0
Scope 2 61,145.8 91,524.9 96,532.0 97,065.0 115,182.0
Scope 3 60,780.3 61,723.3 65,614.0 63,395.0 41,941.0
GHG emissions intensity (metric tonnes CO2e / total revenue) 0.000011 0.000018 0.000016 0.000017 0.000023
WATER USE (MEGALITERS)
Total water withdrawal 194 244 256 254 220
Total water consumption 30 44 66 87 111
Total water discharge 177 200 190 166 109
FY21 FY20 FY19 FY18 FY17
ELECTRONIC WASTE (E-WASTE) (LBS)
Total e-waste processed 969,522 1,003,069 1,573,026 1,767,571 1,854,639
Total e-waste recovered 964,927 997,539 1,558,998 1,762,492 1,837,203
Recycling 732,516 964,608 1,480,339 1,611,358 1,767,661
Resale 51,765 32,931 78,659 151,134 69,542
Total e-waste sent to landfill 4,595 5,530 14,028 5,079 17,436
Landfill diversion rate for e-waste 0% 0% 1% 0% 1%

## Page 56

2021 Performance Data
Workforce Performance
FY21 FY20 FY19 FY18 FY17
GENDER COMPOSITION OF GLOBAL WORKFORCE AND BOARD OF DIRECTORS
Total global workforce 11,218 10,967 10,540 10,304 10,103
Male 8,489 8,421 8,175 8,040 7,911
Female 2,728 2,545 2,365 2,264 2,192
Unknown 1 1 - - -
Board of Directors 9 7 7 8 8
Male 6 5 5 6 7
Female 3 2 2 2 1
ETHNIC COMPOSITION OF U.S. WORKFORCE
American Indian or Black White Hispanic or Latino Asian Two or more races Native Hawaiian/
Alaska Native Pacific Islander
2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019
U.S. Workforce
Total 0% 0% 4% 4% 65% 65% 5% 5% 25% 24% 1% 2% 0% 0%
Male 0% 0% 4% 3% 67% 68% 5% 5% 22% 22% 2% 2% 0% 0%
Female 0% 0% 6% 5% 56% 55% 6% 6% 31% 32% 1% 2% 0% 0%
For additional information about the composition of NetApp’s workforce, please see the NetApp EEO-1 Diversity Report for 2020.

## Page 57

2021 TCFD Index
Task Force on Climate-Related Financial Disclosures
Recommended Disclosures Answer, Cross-Reference, Omissions, and Explanations
GOVERNANCE
Describe the board’s oversight of climate-related risks and NetApp has a board-level Audit Committee that provides oversight to the Enterprise Risk Management (ERM) program,
opportunities. which includes a risk sub-category that focuses on climate.
Describe management’s role in assessing and managing NetApp maintains a robust Enterprise Risk Management (ERM) Program and Policy. NetApp's ERM Program has two
climate-related risks and opportunities. governing bodies – the Audit Committee and the Executive Risk Committee (ERC). The Executive Risk Committee
is the coordinating body that oversees NetApp's response to risks that could impact NetApp's ability to achieve its
overarching strategic goals, as well as its underlying business objectives. The Executive Risk Committee consists of
selected members from each of the five risk pillars (strategic, operational, financial, compliance, human capital — Vice
President / Executive Vice President level, cross-functional membership), Executive Management, and ERM Risk
Manager. Individual Risk Owners share their function's top risks with the ERC every quarter. If the risk is significant, the
board is informed at the Annual Audit Committee Meeting or even sooner, if necessary.
The ERC is responsible for accountability and oversight of our ERM process in:
(1) Identifying climate-related risks;
(2) Ownership for identification of climate-related risks;
(3) Approval of risk mitigation strategies and resource allocations to manage risks as appropriate;
(4) Ensuring stakeholders are adequately informed about the long-term, risk-adjusted business strategy; and
(5) Escalation of significant risks and risk events to the board.
NetApp's Risk Manager holds a central role in coordinating ongoing global ERM program activities. The life cycle of
our enterprise risk program includes steps to identify, assess, decide, act, respond, recover, and monitor individual
risks related to climate. NetApp has a governance structure in place to address climate change. If a significant climate-
related risk is identified, the Executive Risk Committee would inform the board. The Risk Committee and Risk Manager
would provide detailed information to the board about the risk/incident and the timeline for response and next steps.

## Page 58

2021 TCFD Index
Task Force on Climate-Related Financial Disclosures
Recommended Disclosures Answer, Cross-Reference, Omissions, and Explanations
STRATEGY
Describe the climate-related risks and opportunities the 2021 10-K, pp. 11-12
organization has identified over the short, medium, and NetApp does have a process for identifying, assessing, and responding to climate-related risks and opportunities. The
long term. short-, medium-, and long-term time horizons are defined as 0 to 2 years, 2 to 5 years, and 5 to ten years. To determine
risks and opportunities about climate change, we define substantive financial or strategic impact as impacts that could
interrupt the supply chain to cause significant downtime.
NetApp has identified the following risks:
- current regulations such as WEEE and REACH,
- emerging regulation,
- technology innovations,
- market risk, including supply chain oversight of our vendors' initiatives to reduce our carbon footprint, and
- acute and chronic physical risks.
NetApp has identified the following opportunities:
- developing more energy-efficient lab and data center facilities, and
- procurement of renewable energy for facilities' power source.
Describe the impact of climate-related risks and NetApp's inability to deliver products to its customers would directly impact its ability to collect revenue and procure
opportunities on the organization’s businesses, strategy, new orders. Extreme weather events caused by climate change (storms, droughts) could affect our supply chain.
and financial planning. However, NetApp has not identified any inherent climate-related risks with the potential to have a substantive financial
or strategic impact on our business. NetApp's policies and objectives help mitigate any *substantive* financial or
strategic impact resulting from climate change. We believe that risks exist, but they are not substantive to us at this
time.
Describe the resilience of the organization’s strategy, Specific climate change-related scenario analysis are being considered to inform our business strategy in the future.
taking into consideration different climate-related We anticipate using qualitative and/or quantitative climate-related scenario analysis in the next two years to inform our
scenarios, including a 2°C or lower scenario. organization's strategy.
We have an existing Enterprise Risk Management (EMS) system which includes a risk sub-category that focuses on
climate. Our robust Business Continuity Plan ensures we have geographic resilience in our supply chain, operations,
and human capital (Americas, APAC, EMEA). Our EMS provides us the framework for setting, monitoring, and
continuously improving our environmental goals and objectives, helping to mitigate potential risk.

## Page 59

2021 TCFD Index
Task Force on Climate-Related Financial Disclosures
Recommended Disclosures Answer, Cross-Reference, Omissions, and Explanations
RISK MANAGEMENT
Describe the organization’s processes for identifying and NetApp has implemented a robust Business Continuity Plan with its key vendors to ensure a resilient supply chain.
assessing climate-related risks. NetApp’s Business Continuity Plan conducts Criticality Surveys for Critical Resources & Processes. Our Business
Continuity Plan helps NetApp to be proactive and avoid any substantive financial or strategic impacts on our business.
If a potential climate related risk is identified by a risk owner(s), the likelihood and frequency of the risk is assessed
using a rating scale. This rating scale assigns a score to this risk which then determines the necessary actions and the
pace at which these actions need to be executed.
Describe the organization’s processes for managing NetApp believes in being proactive rather than reactive, and is able to foresee climate related risks and to mitigate
climate-related risks. these risks by placing necessary procedures and processes in place. Extreme weather events caused by climate
change (storms, droughts) could affect our supply chain. However, our suppliers have been diversified to a point where
the impact is mitigated. Our key suppliers and contract manufacturers are located in all three geographies (Americas,
EMEA and APAC). If one location were impacted due to any man-made or natural disaster, the other two locations
could pick up the workload and help meet our customers' requirements. Our Business Continuity Plan prepares NetApp
for any unforeseen incidents and reduces potential financial and strategic impacts. We do not consider climate risks at
this point to have the potential to have a substantive financial or strategic impact on our business.
Describe how processes for identifying, assessing, and As enterprise data centers continue to migrate to the cloud, NetApp is uniquely positioned in this market
managing climate-related risks are integrated into the transformation. The benefit of the migration to the cloud is that data centers in locations that have significant risk
organization’s overall risk management. to climate change can transition to data centers in locations with less risk of climate change. NetApp is uniquely
positioned with our Data Fabric product strategy to increase market share significantly and increases our opportunity
as customers use the cloud as part of their climate change risk mitigation. NetApp's portfolio of Data Fabric products
is not directly marketed as low carbon products. However, the efficiency gains of higher utilization and improved
optimization of IT infrastructure and data management systems are in effect going to contribute to customers GHG
reduction. Additionally, NetApp's All Flash Fabric-attached storage (AFF) is our data storage system that utilizes solid-
state flash drives in place of traditional spinning disk drives. The NetApp AFF configuration reduces the size of IT data
storage equipment and avoids GHG emissions by reducing the energy the IT equipment uses to perform the same task
if using a different solution.
Our investment in research and development is demonstrated through our commitment to maintaining ENERGY
® certifications for our Data Center Storage products. Additionally, our long-term strategy (5+ years) is focused
STAR
on ensuring our labs and data centers use energy efficiently. Future facilities are designed to green building standards
(LEED), and our products are as or more energy-efficient than others storage products.

## Page 60

2021 TCFD Index
Task Force on Climate-Related Financial Disclosures
Recommended Disclosures Answer, Cross-Reference, Omissions, and Explanations
METRICS AND TARGETS
Disclose the metrics used by the organization to assess Performance Data, p. 54
climate-related risks and opportunities in line with its NetApp measures Scope 1, 2, and 3 emissions in metric tons CO e. Our Scope 2 emissions are solely electricity
2
strategy and risk management process. purchased. We use data provided by each utility where we purchase electricity directly from the supplier. To calculate
our Scope 3 emissions, we collected energy and emissions data from our two largest Contract Manufacturing partners.
NetApp does not manufacture the products it sells, so emissions from our contract manufacturing partners are relevant
Scope 3 sources.
Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 Performance Data, p. 54
greenhouse gas (GHG) emissions, and the related risks. NetApp discloses Scope 1, 2, and 3 emissions, as well as information regarding reduction targets and plans.
Describe the targets used by the organization to manage NetApp has an intensity target for emissions and plans to set a science-based target in the fiscal year. As part of our
climate-related risks and opportunities and performance corporate strategy to reduce energy we set out to reduce electricity consumption in North America by 20% within five
against targets. years compared to the base year of 2016. The electricity consumed by our North American operations constitutes
approximately 70% of Scope 2 emissions. We have reduced Scope 2 emissions in this category by 16,427 tCO e,
2
meeting over 100% of the goal within 4 years. The largest impact to the reduction is the relocation and consolidation of
our lab and data center equipment to more efficient facilities with lower energy costs.

## Page 61

NetApp
3060 Olsen Drive
San Jose, CA 95128
United States
netapp.com