Corporate Social Responsibility

2021 Corporate Social Responsibility Report

Extreme is committed to ensuring our corporate social responsibility (CSR) efforts resonate across our entire business, from the supply chain partners we select to the customers we serve. More than 50,000 organizations around the world, including half of the Fortune 50, rely on Extreme for the networking services and solutions they need to scale and advance their digital transformation efforts.

 

"At Extreme, we recognize that our impact extends far beyond the technology we sell. To make a difference as a technology company, social responsibility must be woven into our business strategy and infused into everyday practices. As we enter our 25th year in business, we are committed to doing more to protect and advance the quality of life for our employees, customers, partners, suppliers, shareholders and our broader communities."

Ed Meyercord
President and CEO

“Our world is more reliant on technology than ever before, and as a technology company it is our duty to ensure we are making a positive impact. Extreme took additional steps in fiscal 2021 to meet our goals for corporate responsibility and sustainable practices, and I could not be more proud of how far we have come.”

Katy Motiey
Chief Administrative and Sustainability Officer

Human Capital


Diversity and Inclusion

At Extreme, we believe people are our most important asset. We manage our human capital guided by our core values of Candor, Transparency, Curiosity, Teamwork, Ownership, and Inclusion. Our VP of Talent & Head of Diversity, Kimberley Basnight, oversees these efforts across our entire employee base.

The Extreme Networks Diversity Equity & Inclusion Council (DEI Council) oversees our diversity, equity, and inclusion efforts, including supporting our Employee Resource Groups (ERGs). We believe that giving voice to diversity allows us to gain valuable perspectives to drive better decision making. Our ERGs present opportunities for employees of diverse backgrounds to practice leadership skills, gain greater visibility throughout the organization, and share personal experiences. Our ERGs are extremely active, having offered over 100 events during the past fiscal year.

Extreme currently has 8 ERG groups, including:

  • Asian Pacific Islanders (API)
  • Aspiring Professionals Program (APP)
  • Black at Extreme (BEX)
  • La Raza
  • Maitri
  • Pride Alliance
  • Veteran’s Council
  • Women’s Council

Environmental

Corporate Reduction of Carbon Footprint

Extreme is committed to doing our part to minimize the impact of our business on the Earth’s climate. We have begun the process of measuring our greenhouse gas emissions (GHG), establishing baselines and setting goals to reduce our contribution to climate change.

In addition to the 2.2-megawatt Bloom Energy Fuel Cell System installed at our San Jose office in 2019, we are undertaking a project to reduce our global office footprint over the next few years, which should result in less GHG emissions to power, heat, cool, and light our offices.

Source: WRI/WBCSD Corporate Value Chain (Scope 3) Accounting and Reporting Standard (PDF), page 5

Product Sustainability  

Extreme continues to seek ways to design, manufacture, and deliver software-driven networking solutions in an environmentally and socially sustainable manner. During fiscal 2021, we completed 90% of our planned hardware refresh cycle for our products and our Gen4 portfolio uses next-generation silicon built using smaller process technology, enabling lower power dissipation for equivalent function.

Extreme’s products comply with environmental regulations for global areas where Extreme manufactures, ships, and sells products.  All Extreme products must be designed to comply with Extreme’s Green Environmental Compliance Specification.

Impact of Bloom Energy Fuel Cell System

We are fully committed to hybrid work and encourage virtual meetings, minimizing greenhouse gas emissions associated with commuting. Our offices in Morrisville, North Carolina and San Jose, California have electric vehicle charging stations available at no cost to employees. The charging provided by these charge stations represents savings of the equivalent of 14,541.29 kg of greenhouse gas emissions during fiscal year 2021.

Source: Bloom Energy


Social Capital

Philanthropy

In Fiscal 2021, Extreme officially engaged with the United Way as its global charity of record. Through this partnership, Extreme worked through the United Way and its partner organizations to help bridge the digital divide for disenfranchised students and families, providing Wi-Fi services, technology, and training.

Extreme also continued its partnership with the American India Foundation (AIF) to support its Digital Equalizer Initiative, which helps bridge the digital and educational divide for students throughout India by providing technology-based learning in government schools.

To commemorate our 25th Anniversary, we held our first official global Day of Giving in May 2021. More than half of our employees around the world contributed their time and we were able to support over 50 different organizations. Our teams donated food, donated blood, participated in virtual walks to raise funds and awareness, and multiple teams around the globe volunteered at food banks and conducted food drives for their local communities. It was an incredible day and we’re already looking forward to next year!

Business Model and Innovation

Data Privacy & Ethics

With cyberattacks on the rise and personal data ownership in sharp focus, Extreme is committed to respecting and protecting personal data, as well as ensuring we are meeting all regulatory requirements.

Our team of Data Privacy Champions (DPCs) are embedded throughout the organization to help us manage data privacy issues. Our legal team leads the team of DPCs who educate other employees, review vendors, monitor compliance, and raise questions to leadership regarding privacy.

Additionally, the security of our internal systems and products is a consistent priority. This fiscal year, we achieved ISO/IEC 27001 and 27701 certification, and the ISO/IEC 27017 statement of compliance, demonstrating our commitment to having mature policies, procedures, and practices in place to attempt to prevent and mitigate cyberattacks. Our PSIRT team publishes Common Vulnerabilities and Exposures (CVEs) to alert users of potential vulnerabilities and patches.

Leadership and Governance

Corporate Governance and Ethics

Our Extreme Code of Business Conduct and Ethics (“Code of Conduct”) covers topics such as export control, anti-corruption, gift-giving, political contributions, fair disclosure, insider trading, conflicts of interest, confidentiality, anti-competitive behavior, use of company assets, government business, and employment practices. Our employees are trained regularly on the Code of Conduct, insider trading, anti-corruption, antitrust, export compliance, confidentiality, and anti-harassment.

In fiscal 2021, Extreme established and trained a team of ethics advisors to serve as Extreme’s most accessible face of ethics and integrity. We call this passionate team our Global Ethics Team (GET) Champions, with 29 volunteers nominated by their respective VPs representing the various functions and Extreme geographies. Katy Motiey, our Chief Administrative and Sustainability Officer, is the Executive Sponsor of our Global Ethics Champions team.

This cross-functional team is tasked to help ensure that ethical behavior and integrity are a true part of Extreme’s day-to-day culture, not just at the leadership level but for all employees.

2022 and Ongoing CSR Goals

Sustainable Product Management
GoalBaselineTimelineExternal/InternalStatus
Ensure 30% of Tier 1 Supply Chain partners by spend have set Science Based Targets*
N/A​End of CY’22External
Improve power efficiency of new products by 20%
2019End of CY’23​
External​
Enable the Circular Economy by: ​
  1) Establishing a baseline and goal for the use of​
      recycled and recyclable material used in the​ manufacturing of Extreme’s products​
  2) Establishing a baseline and goal for obsolete ​
      product that is reused/refurbished/recycled and ​identify improvement plans.​
N/A​End of CY’22​
External

*Science Based Targets are targets to achieve a worldwide standard of 50% reduction in GHG by 2030

Responsible Resource Consumption
GoalBaselineTimelineExternal/InternalStatus
Reduce our carbon-based footprint by 50% in 2030 (Scope 1, 2, and 3) in accordance with Science Based Targets[1].2019End of CY’30​
External​
Reduce Scope 1, 2, and 3 GHG emissions by 12%.​​​2019
End of FY’22
External
Reduce Scope 1 GHG emissions by 25%. ​​​2020End of FY’25External

Scope 1: direct emissions from owned or controlled sources​
Scope 2: indirect emissions from generation of purchased electricity, steam, heating and cooling consumed by the reporting company​
Scope 3: all other indirect emissions that occur in a company’s value chain​
[1] Science Based Targets are targets to achieve a worldwide standard of 50% reduction in GHG by 2030

Human Capital
GoalBaselineTimelineExternal/InternalStatus
Maintain best in class employee turnover of less than 14%
11% Voluntary
End of CY’25
External
Currently @ 11%
Diversity, Equity & Inclusion
GoalBaselineTimeliineExternal/InternalStatus
Increase % of women to 28% by 2025 and 35% by 2030
18%
End of CY’25
ExternalWe are currently at 24.5%; We expect to exit the CY @ 25% 
Increase representation in US of African American/Black and Hispanic employees by 5% by 2025
Black – 3.1%
Latino – 4.2%
End of CY’25
ExternalBlack is currently  – 3.5%
Hispanic – 4.2% 
Increase % of women in executive leadership to 30% by end of 2023
15%
End of CY’23
ExternalCurrently at 23% globally
Increase DEI Manager Training participation to 95%
80%
Annually 
External80% of managers globally completed Inclusion training.
Data Privacy & Security
GoalBaselineTimelineExternal/InternalStatus
SOC 2 certification
End of FY’22
ExternalIssued 12/9/21
Philanthropy

GoalBaselineTimelineExternal/InternalStatus
Annual Day of Service
Held first global Day of Giving May 2021
Annual
External
Planning underway – proposed date May 10 or 11
Add Volunteer Time Off (VTO) days as part of employee benefit package
ScratchEnd of CY’23
External
Work with HR and Finance to implement VTO policy and parameters 
Institute employee recognition program for volunteerism
ScratchEnd of CY’23
External
Establish  recognition program that promotes culture of giving, supports and aligns with Annual Day of Service and VTO program

Sustainable Product Management
GoalBaselineTimelineExternal/InternalStatus
Ensure 30% of Tier 1 Supply Chain partners by spend have set Science Based Targets*
N/A​End of CY’22External
Improve power efficiency of new products by 20%
2019End of CY’23​
External​
Enable the Circular Economy by: ​
  1) Establishing a baseline and goal for the use of​
      recycled and recyclable material used in the​ manufacturing of Extreme’s products​
  2) Establishing a baseline and goal for obsolete ​
      product that is reused/refurbished/recycled and ​identify improvement plans.​
N/A​End of CY’22​
External

*Science Based Targets are targets to achieve a worldwide standard of 50% reduction in GHG by 2030

Responsible Resource Consumption
GoalBaselineTimelineExternal/InternalStatus
Reduce our carbon-based footprint by 50% in 2030 (Scope 1, 2, and 3) in accordance with Science Based Targets[1].2019End of CY’30​
External​
Reduce Scope 1, 2, and 3 GHG emissions by 12%.​​​2019
End of FY’22
External
Reduce Scope 1 GHG emissions by 25%. ​​​2020End of FY’25External

Scope 1: direct emissions from owned or controlled sources​
Scope 2: indirect emissions from generation of purchased electricity, steam, heating and cooling consumed by the reporting company​
Scope 3: all other indirect emissions that occur in a company’s value chain​
[1] Science Based Targets are targets to achieve a worldwide standard of 50% reduction in GHG by 2030

Human Capital
GoalBaselineTimelineExternal/InternalStatus
Maintain best in class employee turnover of less than 14%
11% Voluntary
End of CY’25
External
Currently @ 11%
Diversity, Equity & Inclusion
GoalBaselineTimeliineExternal/InternalStatus
Increase % of women to 28% by 2025 and 35% by 2030
18%
End of CY’25
ExternalWe are currently at 24.5%; We expect to exit the CY @ 25% 
Increase representation in US of African American/Black and Hispanic employees by 5% by 2025
Black – 3.1%
Latino – 4.2%
End of CY’25
ExternalBlack is currently  – 3.5%
Hispanic – 4.2% 
Increase % of women in executive leadership to 30% by end of 2023
15%
End of CY’23
ExternalCurrently at 23% globally
Increase DEI Manager Training participation to 95%
80%
Annually 
External80% of managers globally completed Inclusion training.
Data Privacy & Security
GoalBaselineTimelineExternal/InternalStatus
SOC 2 certification
End of FY’22
ExternalIssued 12/9/21
Philanthropy

GoalBaselineTimelineExternal/InternalStatus
Annual Day of Service
Held first global Day of Giving May 2021
Annual
External
Planning underway – proposed date May 10 or 11
Add Volunteer Time Off (VTO) days as part of employee benefit package
ScratchEnd of CY’23
External
Work with HR and Finance to implement VTO policy and parameters 
Institute employee recognition program for volunteerism
ScratchEnd of CY’23
External
Establish  recognition program that promotes culture of giving, supports and aligns with Annual Day of Service and VTO program