ESG Report | NetApp

2021 ESG Report

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

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.

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

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

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

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.

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

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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Social 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.

Social – 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:

Social – 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

Social – 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.

Social 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.

Social 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.

Social 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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Social 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.

Social 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

Social 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.

Social – 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.

Social 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

Social 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.

Social – 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.

Social 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.

Social 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.

Social 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.

Environmental

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).

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.

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.

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;

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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

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

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

Governance 35

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

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

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.

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. 39

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

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. 41

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

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

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

Appendix

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.

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.

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.

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.

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.

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.

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

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

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%

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.

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.

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.

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.

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.

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