Human Capital Resources Our Chief People Officer (CPO) leads our human capital initiatives which includes the design and execution of all people strategy components. The CPO delivers human capital reports to the board of directors and compensation committee on a quarterly basis. This past year we saw the evolution and pivot of our business strategy to cloud and data services which tested our organization’s agility and overall effectiveness. This inflection point served as a springboard to drive additional improvements across our business, including as it relates to our people strategy. Our workforce is distributed over 39 countries, with 3,800 employees globally - almost 2,800 in the U.S. and over 1,000 internationally. We mobilize and engage our teams to support our cloud and data services strategy using the following objectives and measures. Overall Employee Satisfaction To ensure employee engagement and satisfaction, we assess employees twice a year through our Employee Voice Survey program. We focus on measuring employee engagement, manager effectiveness, inclusion and belonging, and operational excellence. Also, as a result of COVID-19, we added five additional touchpoints to understand how our employees were coping, specifically measuring resilience and overall well- being. Our employee net promoter score (eNPS) score has been consistently high since we started this survey a few years ago. Response to COVID-19 Pandemic In January 2020, our CPO brought together leaders from across the business to form a cross-functional rapid response team (Tiger Team) to address COVID-19. This COVID-19 Tiger Team continues to meet several times weekly focused on providing accurate guidance, policies and programs to support our employees around the world. Here are last year's highlights: • Work-from-home: To support the transition to working from home, we provided work-from-home stipends to build out home offices with ergonomic equipment. • Benefits: We customized our benefit offerings to lean into programs focused on managing stress and mental health. All employees have virtual mental health and coaching sessions easily accessible to them and U.S. employees have 24/7 access to a virtual care team through a vendor which focuses on delivering COVID-19 testing, counseling, and family support. We also refreshed our death and permanent disability insurance to provide world-class coverage during the pandemic. • Parents: We held several parent panels across our global regions designed to offer support and best practices to our community of parents. We also offered free resources, giving parents with children of any age, access to learning materials, webinars, and one-on-one coaching sessions. • Essential worker safety: We launched the Return to Office Playbook that outlines new safety and health protocols to keep essential workers safe in our offices. The playbook also outlines protocols in the event of a COVID-19 exposure to ensure an accurate chain of communications and next steps are taken in that specific office/region. • Workforce of the future: Looking to a post-COVID world, we will shift to a hybrid workforce where offices will offer more collaborative spaces and working from home will become part of the regular week. Culture of Excellence, Accountability, and Learning Our company goals and leadership attributes set the tone for our culture of excellence and accountability. Through our Speak Up Policy, Code of Conduct, and Culture of Compliance survey, employees are empowered to use their voice and be transparent without fear of retaliation. In recognition, we garnered several accolades this year: Fortune Best Workplaces in Technology™ 2020, Fortune Best Workplaces in the Bay Area™ 2020, and Fortune Best Workplaces for Parents. In the past year, the Pure Learning and Development team has redesigned all of their program offerings to an entirely virtual delivery model, while also creating new programs like Manager Essentials and Leading at Pure, which focus entirely on building our leaders of tomorrow. 10