Salesforce.org Community Impact Report

Community Impact Report

When we serve all stakeholders, business is “the greatest platform for change." MARC BENIOFF CEO, SALESFORCE

Contents Introduction Response to the COVID-19 Pandemic Call to Action ................................................................................ 4 Impact to Global Nonprofits ..................................................... 28 Path to Impact ............................................................................. 5 Salesforce.org Customers Talk About the Pandemic .............29 Salesforce.org COVID-19 Response ......................................... 30 Leading With Impact Case Study: NHS Heroes ............................................................ 31 Our Approach to Impact ............................................................ 7 Case Study: University of Kentucky ........................................... 32 Annual Social Value to the Social Sector ................................. 8 Case Study: Traction Thrive ........................................................ 33 Case Study: Austin Independent School District ...................34 Technology Purpose-Built Clouds .................................................................. 10 Sustainable Development Goals Efficiency ....................................................................................... 11 Community Impact .................................................................... 36 Effectiveness................................................................................. 12 Salesforce.org Employee Pro Bono Hours ............................... 37 Community Connection............................................................. 13 Case Study: Partnership for the Goals ...................................... 38 Innovation .................................................................................... 14 Case Study: Harvard Pilgrim Healthcare Foundation .............15 Methodology ............................................................................. 40 Community Forward-Looking Statements ............................................. 41 Co-Creating a Better Future ....................................................... 17 The Numbers ............................................................................... 18 Appendix .................................................................................... 42 Community Connection and Innovation ................................19 Case Study: Impact Labs ............................................................ 20 Partnerships Building Social Innovation ......................................................... 22 The Numbers ............................................................................... 23 Efficiency and Effectiveness ....................................................... 24 Case Study: The Center and Exponent Partners .....................25 Case Study: WELD Seattle .......................................................... 26

The past year has brought a lot of change. Today, As challenges like food insecurity, inequity in education we find ourselves facing a pandemic, an economic and poverty become even more pronounced, it’s slowdown, systemic social injustice, and a leadership revealed an opportunity to take a community- crisis. As nonprofits, education and corporate impact based approach to problem solving. By partnering organizations tackle the world’s toughest challenges, across the nonprofit, public and corporate sectors, it’s more important than ever to come together as a we can co-create solutions with greater speed and community to listen, learn and co-create the solutions accountability to achieve greater results. We have seen to these problems. the power of multi-sector collaboration come to life to At Salesforce.org, we believe that technology, when address COVID-19. Health experts, business leaders, used for social good, can change the world. As a social government officials, and partners from across our impact center of Salesforce, we are committed to ecosystem came together to build a variety of solutions helping nonprofits and educational institutions reach and best practices for building resiliency and evolving It’s going to take their full potential. Our technology is built for and beyond the pandemic. We also launched Impact with the community. Our partnerships increase the Labs, designed to bring together community members community to restore capacity for social innovation. By combining technology, from different sectors and specializations to design community and partnership we can close the gap technology that supports and addresses tough social between the impact created today and the potential for issues facing us today. This diversity of voice, experience community. impact in the future. and thought has fundamentally changed the way we think and act. Our Community Impact Report is an opportunity Salesforce.org is proud to be on this journey with all to shed light on how our technology, including our of our stakeholders. We have a lot of work to do, but I Nonprofit Cloud, Education Cloud, and Philanthropy am confident that by collaborating with our employees, Cloud, is helping to close the impact gap. Our efforts are our partners and our community, we will build a better rooted in donated and discounted technology, valued at future, together. more than $1 billion this year alone. Our success is our S community’s success. It would not be possible without ALE the collaboration, feedback and insight from our partner SF ecosystem and community of 40,000+ organizations Rob Acker ORCE. that are changing the world. CEO, Salesforce.org ORG / 4

Our Path to Impact We are a social impact center of Salesforce focused on partnering with the global community to tackle the world’s biggest problems. Impact Partnerships Building social innovation capacity through partner services, pro bono and impact-led partnerships Community Convening, connecting, listening, and learning from nonprofits and educators S to co-create a better future ALE Technology SF Accelerating social impact with ORCE. purpose-built technology ORG / 5

Leading With Impact

Our Approach to Impact Technology Community Partnerships We convene, connect, We build social innovation We accelerate social impact listen to, and learn from the capacity through partner with purpose-built technology. community to co-create a services, pro bono, and better future. impact-led partnerships. We offer best-in-class solutions We provide opportunities for We work with our partner for nonprofits, educational our customers to collaborate ecosystem and with Salesforce institutions, and philanthropy. on technology solutions for employees to build skills the entire social sector. and expertise. S ALE SF ORCE. ORG / 7 In June 2019, Salesforce.org was combined with Salesforce.com to drive greater impact and success for social good organizations. As part of the combination Salesforce.com (“Salesforce”) created a nonprofit and education vertical led by Rob Acker. This vertical is responsible for the sales, marketing, and customer success of the Salesforce Customer Success Platform to the nonprofit and education communities, as well as the development of Salesforce.org’s Nonprofit Cloud, Education Cloud, and Philanthropy Cloud vertical applications. References in this report to Salesforce refer to the combined entity, whereas references to Salesforce.org refer to the non-profit and education vertical led by Rob Acker.

Annual Social Value to the Salesforce.org's Product 2 Social Sector Donation & Discounts $1.08 billion At Salesforce, we believe business is a powerful platform for change, and to achieve intentional change, we must understand the full scale of our work. To this end, we have created a standard methodology to quantify and report on the total annual contributions of Salesforce.org that is transparent, reperformable, and verifiable. Our methodology is based on a framework from McPherson Strategies, feedback from Salesforce's Finance and Revenue Recognition teams, and input from the valuation and technical accounting advisory practices of a leading professional services firm. With this methodology, we are able to quantify the total monetary contribution of our technology and employee pro bono services. Total Social Value of Salesforce.org in Fiscal 201 This year's social value does not include grant value and general volunteering value, as it $1.09 billion has in previous years. This is due to both of these functions no longer being managed through Salesforce.org. For more information on grants and general volunteering, please download the Salesforce Stakeholder Impact Report. S 1 Fiscal20 represents the fiscal year ended January 31, 2020. ALE 2 Salesforce calculates the social value of products sold or donated based on the estimated price Salesforce would have received if 3 SF a comparable product was sold to a for-profit business of similar size and location, less the price that Salesforce received, if any, for Pro Bono Value the same product from a qualified non-profit, educational institution or other NGO. When a comparable Salesforce product price is $18.7 million ORCE. not readily available, a ratio of the weighted average of the Salesforce price to a for-profit company compared to Salesforce price to a non-profit company is used to estimate the social value. 3 The skills based pro-bono volunteering value represents the value of self reported hours donated by Salesforce employees to ORG / 8 non-profits to help them implement Salesforce solutions and support the professional capacity of the organization (i.e. board service, financial or legal counsel). Salesforce calculates this value by multiplying the number of pro-bono hours volunteered by Salesforce employees by the estimated billing rate of $195 per hour per as recommended in the CECP 2020 valuation guide.

Technology

Technology Accelerate social impact with our purpose-built technology Nonprofit Cloud Education Cloud Philanthropy Cloud • Find, know, personalize and engage • Drive learner and institution success • Connect companies and their your constituents at scale employees globally with the causes • Capture 360-degree views across the they are most passionate about • Create donor-centric experiences to entire educational journey build long-term relationships • Empower your company’s champions • Empower recruitment and and employee resource groups to • Increase staff capacity to deliver admissions, student services, effect change – from home, at the vital programs advancement and operations teams office, or on the go to create personalized experiences at scale using one integrated CRM • Measure and report your impact across platform for education all of your giving initiatives S ALE SF ORCE. ORG / 1 0

Technology Efficiency: What We Measure and Learn 82% Customers can spend their time on the things that matter most “When we’re doing less of that kind of grunt work, we can do more high level thinking.” of customers say Salesforce has - Small Nonprofit changed/improved how works gets done Customers see Salesforce as an organizational investment “We’re spending more money on Salesforce in its current implementation, but we’re getting significantly more value. So I was looking at the value proposition as opposed 26% to the cash proposition.” - Medium Higher Ed “I will say there is likely a non provable time-savings across the board. Like I'm thinking about like ways in which you've increased efficiency.” - Medium k-12 of customers say they have reduced operational costs due to Salesforce 34% S ALE SF ORCE. of customers say they are better able to strategize & prioritize due to Salesforce ORG / 1 All data points reflect the Fiscal Year 2020 unless otherwise noted Quantitative data from Tech for Social Change Survey, administered June-July 2020 Qualitative data gathered through Impact Interviews September 2019 - January 2020 1

Technology Effectiveness: What We Measure and Learn Improving the quality & quantity of services delivered “What is the impact that we’re having and how did we as an organization do what we 84% do even better so that we can better serve our students, better serve our communities and ultimately serve more of them.” - Medium k-12 “We're able to provide better attention to our students and be more attuned to what of customers say Salesforce has improved their are their needs, how can we be better supporting them.” - Small Nonprofit organization’s ability to achieve their mission1 Able to gain a nuanced view of stakeholders and constituents “I think that the impact on our end, like our constituents is that we’re actually having the right conversation with the right people. And perhaps in the past that it was, we were having every conversation with every person and that wasn’t necessarily wanted.” - Small Nonprofit 35% of customers say they’ve been able to improve the quality of services/support S they provide ALE SF ORCE. ORG / 1 1 All data points reflect the Fiscal Year 2020 unless otherwise noted In this year’s survey, a third response option was added. “I don’t know” was not offered as Quantitative data from Tech for Social Change Survey, administered June-July 2020 a response in previous year’s surveys. The 84% represented here excludes “I don’t know” Qualitative data gathered through Impact Interviews September 2019 - January 2020 responses. When they are included in analysis, results are Yes: 68%, No:13%, I don’t know: 19%. 2

Technology Community Connection: What We Measure and Learn Salesforce.org resources are valuable, but time to make the most of them can be scarce 70% “You guys have done just such a tremendous job...we’re learning and growing knowledge and getting more comfortable in Salesforce. You’ve made it so easy and accessible. We haven’t hit that ceiling yet where we can’t move forward with Salesforce.” - Medium k-12 say they have better communication or relationships with their constituents as a “You guys offer some really great resources to folks. I wish that I had more time to take result of using Salesforce advantage of them because I know that there's such a wealth of information.” - Medium Nonprofit Connecting to peer organizations is valuable “It’s always good to speak to other people that may have already overcome these challenges so you’re not reinventing the wheel. So that was also a really good resource 67% for us.” - Large Higher Ed say communication among staff has increased S ALE SF ORCE. ORG / 1 All data points reflect the Fiscal Year 2020 unless otherwise noted Quantitative data from Tech for Social Change Survey, administered June-July 2020 Qualitative data gathered through Impact Interviews September 2019 - January 2020 3

Technology Innovation: What We Measure and Learn Adequate planning is a key ingredient for success “I think one of the things that’s really important is to do your mapping in advance and 43% that’s quite a big process. And people think ‘I need it for this and I need it for that and I need it for this and we can just add this and add that’. And that’s not how you do it. You have to start at, it’s almost like writing a business strategy. Like you have to map the whole thing right from what’s the vision of the organization and then breaking it down and okay, customers say they are better able to but how are you going to get the data and insert the data?” - Small Nonprofit set and monitor goals as a result of using Salesforce It is crucial to have time and people dedicated to Salesforce “If it’s a tiny organization like mine is as long as the person who’s looking after it has, that flexibility to determine their own work and, make sure that they are allowed to have time to focus on Salesforce.” - Emerging Nonprofit 41% customers say that they are better able to measure the impact of S their work ALE SF ORCE. ORG / 1 All data points reflect the Fiscal Year 2020 unless otherwise noted Quantitative data from Tech for Social Change Survey, administered June-July 2020 Qualitative data gathered through Impact Interviews September 2019 - January 2020 4

CASE STUDY Harvard Pilgrim Health Care How Harvard Pilgrim launched its new workplace giving program in the middle of a pandemic. Challenge Solution Results Harvard Pilgrim Health Care didn’t Harvard Pilgrim chose this platform Harvard Pilgrim raised $62,017 – a plan on launching its workplace giving for its volunteer capabilities – just 32% increase over the previous year, platform during a pandemic, but as everyone was hunkering down. the average gift increased by 23%. when coronavirus struck, the insurance Although the company had to company kept its launch on track. forgo in-person training and kick-off The company also donated over one celebrations, the platform played a million grains of rice during a virtual crucial role in the campaign. volunteering event – enough to feed approximately 70 people for one day – and quickly launched an ongoing employee giving campaign to support racial justice nonprofits. With everyone working remotely, Philanthropy Cloud has helped sustain Harvard Sustainable S Pilgrim’s culture of giving back to the communities we serve.” Development Goals: ALE “ SF Henocson Mulatre ORCE. Service & Giving Manager, Harvard Pilgrim Health Care Foundation ORG / 1 5

Community

Community Convene, connect, listen to and learn from the community to co-create a better future Power of Us Hub Impact Labs Open Source Commons An online community for Impact labs is a collaborative Open Source Commons is a community Salesforce.org customers, certified program to co-design innovative of mission-driven individuals working partners and staff. The hub is a place technology solutions that address together to solve the world’s most to get answers, build your Salesforce the toughest social issues facing us challenging problems. We do this skills, share your expertise & connect today. We combine the expertise of through community sprints, actively with others in the nonprofit, higher ed our community with the power of the listening to each other, educating and K-12 sectors who are Salesforce platform and pro bono each other, and bringing our passion, using Salesforce. employee volunteers to take risks, find experience, and technical know-how to new solutions, and address complex projects that can be replicated social issues together. and shared throughout the Salesforce ecosystem. impactlabs S ALE SF ORCE. ORG / 1 7

Community What We Measure and Learn The Numbers 102 14 Nonprofit & Education Trailblazer Pro Bono Fellows Groups World-Wide collaborated through Impact Labs 19 6 Impact Labs Community-Developed Projects Completed Community Fellows through Community Sprints 302 S ALE Community Sprint SF Attendees ORCE. ORG / 1 All data points reflect the Fiscal Year 2020 unless otherwise noted 8

Community Community Connection: What We Measure and Learn Innovation: What We Measure and Learn 78% 99% 98% of customer organizations are active of questions are answered in 24 of Community Sprint attendees would in the Power of Us Hub hours in the Power of Us Hub recommend sprints to others “I really appreciate the resources that are there. It got us up and running faster than I “[Community Sprints are] an awesome opportunity to collaborate on community-led thought possible.” - Medium Higher Ed projects. It’s one thing to learn from a community and make a contribution, but it’s another thing entirely to have those efforts fuel impact.” “The collegiality [of the Power of us Hub], the fact that you can ask any dumb question, it - Community Sprint Participant Feedback doesn't matter. There's someone else out there dumber than you and, and smarter than you. So you know, it's this very supportive community, which is really great.” - Small Nonprofit S “I believe that in order to create cities and communities that thrive, we must work together ALE across sectors and silos like the one Salesforce is creating through this Impact Lab.” SF - Amardeep Prasad, City & County of San Francisco, Office of Civic Innovation, Community ORCE. Impact Lab Fellow ORG / 1 All data points reflect the Fiscal Year 2020 unless otherwise noted Qualitative data from the FY20 Customer Impact Interviews, unless otherwise noted 9

impactlabs Co-Creating Technology Solutions to Tackle Challenges in Homelessness Launched in early 2020, Salesforce’s inaugural Impact Labs is planning to pilot Personalized Impact Lab set out to co-create technology Service Referrals, a solution designed to help solutions that help people experiencing case managers recommend services to their homelessness and amplify the work of those who clients. It provides streamlined, time-saving support them. 19 Community Fellows and 14 Pro access to tailored recommendations within a case Bono Fellows collaborated to research, ideate, manager’s existing workflow. Impact Labs plans and co-design technology solutions. Community to release this solution in Fall 2020. Fellows are community members with lived experience and expertise in the field of affordable For more information about Impact Labs, housing and homelessness. Pro Bono Fellows including the amazing work our Community leverage their Salesforce skills to co-design and Fellows like Habitat for Humanity, Cal State build solutions – they have logged over 615 East Bay, Tipping Point Community, United hours of volunteer service to date. Way Bay Area are doing, see here. It’s been inspiring to see how adaptable and resilient nonprofits have been S despite some very tough challenges. Working together with organizations on ALE “the frontlines to come up with new tech solutions has been powerful.” SF ORCE. Brad Struss Bigger Boat Consulting, Impact Labs Community Fellow ORG / 2 0

Partnerships

Partnerships Building social innovation capacity through partner services, pro bono and impact-led partnerships Partner Ecosystem Pro Bono Engagement The Salesforce.org Partner Ecosystem Nonprofits and education institutions gives customers access to experts get access to talented Salesforce enabling them to take full advantage of employees who volunteer to help them the Salesforce Platform. scale their mission and impact with the We work with, and enable, our partners world’s #1 CRM platform. to innovate unique solutions to address customers’ unique needs. • Consulting Partners offer strategic guidance and implementation on Salesforce and industry trends Social Sector Collaboration • Product Partners provide solutions that offer customers expanded and Salesforce.org collaborates with other niche functionality social impact organizations to promote • Digital Agencies expand customers’ effective and evidence-based policies and teams with capacity in marketing, practices in the social sector. Through product administration, and industry these efforts, we hope to contribute to an environment that supports the continued S success of our nonprofit and education ALE customers and the sector as a whole. SF ORCE. ORG / 2 2

Partnerships Employee Satisfaction & Retention The Numbers 93% of employees who participate in pro bono report that their experience made them happier at work of employees report developing communication, 90% leadership, and other career-crucial skills as a result ~300 of their pro bono experience Global Program Partners (Consulting & Product Partners)1 64% of customers report using a partner/consultant to build, expand or enhance their instance3 96,039 S ALE Total Pro Bono Hours SF (Salesforce skills + other skills)2 ORCE. 1 ORG / 2 Salesforce.org maintains a formal partner program which works closely with ~300 consulting and product partners 2 Pro Bono data source: Survey of customers and employees participating in pro bono projects 3 Quantitative data from Tech for Social Change Survey, administered June-July 2020 All data points reflect the Fiscal Year 2020 unless otherwise noted 3

Partnerships Efficiency: What We Measure and Learn Effectiveness: What We Measure and Learn 89% 86% of customer survey respondents report they are of survey respondents say they are better able to better prepared to manage Salesforce after meet their mission after their pro bono project their pro bono project “They [Salesforce consultants] were great...I could not have used Salesforce as anything “The pro bono project has enabled us to take our nonprofit to scale by giving us a way more than like my phone book without that kind of support.” to keep track of the work we do and the clients we serve. We’re spending less time - Large K-12 Customer on administrative tasks and more time providing our clients with housing and job opportunities.” -Raven Dudley, Senior Accountant, Weld Seattle “And so I really feel like any knowledge and expertise that I have gained really came from kind of like their [Salesforce partner] tutelage and just like being willing to sit with me and walk me through things.” - Small K-12 Customer Innovation: What We Measure and Learn S ALE “We invested money last year in working with [a consulting company]...and they actually SF optimized our entire Salesforce system, to better fit what our needs are now.” ORCE. - Medium Nonprofit Customer All data points reflect the Fiscal Year 2020 unless otherwise noted ORG / 2 Qualitative data gathered through Impact Interviews September 2019 - January 2020 Pro Bono data source: Survey of customers and employees participating in pro bono projects 4

CASE STUDY The Center and Exponent Partners How The Center is Fostering Connection Amid Social Isolation for NYC’s LGBTQ Community. Challenge Solution The Center provides in-person services such as mental health Exponent Partners case management system housed in counseling. Social distancing meant finding new ways to Salesforce ensures client records are secure and accessible support their community, many of whom were feeling an regardless of where staff is located. increased sense of isolation. With the complexities of 24/7 sharing of living spaces due to A chat capability was implemented within two weeks time, COVID-19, they needed support options more private than a providing a private and secure channel of communication. telephone call. Implementing a new way to allow seamless, direct Staff also needed secure and easy access to confidential engagement with followers on social media, increasing their information while working from home. reach on channels their community uses. Sustainable Despite the need to be socially distant right now, we’re utilizing the power of technology S to connect in many ways including providing crucial health and wellness services...” Development Goals: ALE SF “Jeffrey Klein, Esq. ORCE. Chief Operating Officer, The Center ORG / 2 5

CASE STUDY WELD Together How WELD Seattle scaled program operations by reducing time spent on admin tasks. Challenge Solution WELD Seattle equips criminal justice system-impacted With pro bono support, the organization created online forms individuals with housing, employment, and resources to help for employers to post jobs and for clients to apply for jobs on them re-enter society. The nonprofit needed a streamlined way their website. Both forms feed data directly into Salesforce, to collect job applications, assign workers to jobs, and track enabling staff to quickly match job seekers with employers. their hours worked. Now, staff spend less time on program administration and are better able to track and report program outcomes to funders. The pro bono project has enabled us to take our nonprofit to scale by giving us a way to keep track of the work we do and the clients we serve. We’re spending less time Sustainable S “on administrative tasks and more time providing our clients with housing and Development Goals: ALE job opportunities.” SF Raven Dudley ORCE. Senior Accountant, WELD Together ORG / 2 6

Response to the COVID-19 Pandemic

COVID-19 Pandemic Impact COVID-19, nonprofits, working from home (WFH), and digitalization to Global Nonprofits Digitizing Programs Not Digitizing Programs Information current as of July 31, 2020 All organization types (233) 190 43 Other (75) 59 16 82% 51% Social Services (42) 40 2 digitize some/ all of mid-sized Arts & Culture (31) 24 7 their programmatic nonprofits have 73% work laid off staff Environment/Climate Change (20) 12 8 global nonprofits (all K-12/In-School Services (13) 13 causes) are reporting 82% a drop in revenue move to remote work K-12/After School & Out of 9 2 School Education (11) Counseling/Therapy/Behavioral 10 Health & Substance Abuse (10) Revenue Changes Advocacy/Legal Services (8) 4 4 Pivot to Remote And Digital “[COVID-19] inspired us to be more “It’s really rough. It’s scary. We don’t know Data, Research, Evaluation (7) 6 1 agile, to pivot and approach issues more if we’ll survive through the shutdown and innovatively, and challenged us to look at even if we do, we don’t have high hopes Medical Provider/ 4 1 Community-Based Clinic (5) our work differently going forward” that the economy will return to normal Housing/Housing Development/ 3 1 S any time soon, so revenue will continue Rental Services (4) ALE “It’s been very difficult in many ways but to be difficult to raise or secure.” Public Health (4) 3 1 SF also very positive in adapting our culture ORCE. to be more fluid, nimble, and paperless.” Workforce Development (3) 3 ORG / 2 Philanthropy News Digest: Midsize nonprofit employment down by nearly half due to COVID-19 0% 20% 40% 60% 80% 100% Stanford Social Innovation Review: COVID-19’s Impact on Nonprofits’ Revenues, Digitization, and Mergers 8

Salesforce.org Customers Talk About the Pandemic Top challenges faced by Salesforce.org customers as a result of COVID-19 Decreased 62% Funding/ Donations Change/ Add 58% 4% Core Services Effect of COVID-19 on 13% Salesforce.org Customers Staff Burnout 38% 51% Not at All Somewhat Unable to Provide 36% Core Services Not Really Very Much 32% 0% 20% 40% 60% 80% 100% “Mostly for decision making reporting as we reimagine our budget for the year, as “More than 60% of our funding is gone “We have become the single point of well as for communications to various because of the cancelled events.” access for the whole [community]. We 61% constituent groups, keeping in touch with have had 11,000 people contact us major donors, etc.” “With the COVID-19 and the civil unrest to request help of some sort and have we are faced with explaining to members partnered with 3 other charities and the “We were able to change the way we local Council to help meet these needs. S and staff how we will deal with race racism We have been redeployed completely of customers reported using provide core services more quickly due ALE and health. The learning curve is steep.” to the fact that we are already using SF into this work which has meant not Salesforce technology to overcome Salesforce to track our clients and ORCE. delivering our usual services.” or manage challenges presented by volunteers. It was a huge benefit.” COVID-19 ORG / 2 Quantitative data from Tech for Social Change Survey, administered June-July 2020 9

5,539 hours 126 COVID-19 related Pro Bono Projects Salesforce.org COVID-19 Response at a Glance We are actively partnering with our nonprofit and education customers to support them in this time of crisis, including creating opportunities to share best practices and learnings, and providing technological and operational support for meeting the growing needs of communities with even fewer resources. 37% of customer organizations leveraged the S Power of Us Hub between February 12 and July 2, 2020 ALE SF ORCE. ORG / 3 Data reflects Salesforce.org’s activities from February 12, 2020 - July 3, 2020 0

CASE STUDY Help NHS Heroes Their mission, to make NHS workers lives easier and safer by providing instant access to groceries and essential supplies. Challenge Solution Results (since March ‘20) UK NHS struggled to get groceries due A single app aimed at making life – 5,000 NHS staff using the app to long intense shifts and limited supply seamless for NHS staff, by connecting – 1,483 grocery boxes delivered to in grocery stores. them with the things they need, from NHS staff groceries and care packages to PPE, COVID-19 tests, and more. – 9 Hospitals supported – 40,000 Items of PPE Distributed – 5 Farm Shops serving 2.5K NHS Staff Sustainable S Development Goals: ALE SF ORCE. ORG / 3 1

CASE STUDY University of Kentucky University of Kentucky supports student well-being during pandemic and plans for safe return to campus Challenge Solution During COVID pandemic, conducted massive call campaign, Using Salesforce Care Package to provide staff necessary calling 30,000 students to check in on their well-being. access to student data. A need to inspire confidence in parents and students, align Tracking all phone calls to students, ensuring their transition internal stakeholders, and support a safe return to campus. to online learning is going well. Support the ongoing wellness of their community following Using Work.com solution to enable wellness monitoring and the COVID pandemic. support engagement platform for Project START. Returning to campus in phases, Salesforce is powering the University to daily assess the health of the Wildcat campus community. Enabling contact tracers to manage the interactions of its students, faculty and staff. Sustainable We see this as an investment in the future long after COVID. This will allow us to provide S holistic support to our Wildcat community.” Development Goals: ALE SF “Julie Balog AVP ORCE. Chief Marketing Officer, University of Kentucky ORG / 3 2

CASE STUDY Traction Thrive Traction Thrive Critical Care Resource Management is a globally available, open-source application designed to view, track and allocate healthcare personnel, PPE, ventilator availability and other critical supplies in real-time. Challenge Solution Results (since March ‘20) Healthcare providers and hospitals Traction Thrive is a globally available, Used by 30 Hospitals from Canada need access to the right resources and open-source application designed to to Nepal. front-line personnel to address the view, track and allocate healthcare 4000 Healthcare Professionals pandemic. personnel, PPE, ventilator availability utilizing the app. and other critical supplies in real-time. The open source application is being used in several industries to manage critical resources needed to address COVID-19. Sustainable S Development Goals: ALE SF ORCE. ORG / 3 3

CASE STUDY Austin Independent School District How Austin Independent School District Quickly Raised Funds to Support Students, Families & Teachers. Challenge Solution Results In response to COVID-19, Austin Immediately following school closures, Raised over $2M and distributed more Independent School District (AISD) AISD created a crisis support campaign than 473K meals to low-income had to quickly understand the needs in Salesforce. students and families. of students, families and teachers districtwide. Leveraged Pardot to communicate Continually tracking data from donors with and engage donors and over in Salesforce to ensure emerging AISD found that additional funds 5,500 teachers across the district. needs are met. urgently needed to be raised to support those impacted. Austin ISD is adapting quickly to serve the emerging needs of our students and families Sustainable during COVID-19. Pardot enables us to communicate effectively and efficiently in order S “to support our students and school communities.” Development Goals: ALE SF Cynthia Smith ORCE. Project Specialist III, Austin Independent School District ORG / 3 4

Sustainable Development Goals

Community Impact With strong partnerships and pioneering solution, Salesforce.org creates pathways that lead to a full spectrum of Sustainable Development Goals (SDGs). Technology Reporting on our technology efforts across the SDGs and incorporating the SDGs into the solutions we build Community Creating Impact Labs, which brings multiple stakeholders together to build solutions to SDG-related issues Partnerships S Mapping pro bono projects and ALE hours to the SDGs SF ORCE. ORG / 3 6

Salesforce.org Employee Pro Bono Hours Salesforce.org has committed $19M in pro bono value in 2020 towards advancing the entire spectrum of SDGs across the United States. S ALE SF ORCE. 293 389 1,286 716 94 11 41 321 65 327 217 7 76 18 112 223 148 ORG / 3 The SDG mapping above represents a subset of Salesforce employee pro bono hours. These figures include only those hours related to customers that applied for Salesforce skills-related pro bono support between February 1, 2020 and July 13, 2020. N = 4,344 hours 7

Salesforce.org and SDG-17 Partnerships for the Goals 17.17. Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships. Salesforce.org works in partnership with peer organizations to promote progress on the SDGs. Our involvement with both NetHope, ImpactCloud, and Impact Labs are indicative of the partnerships we participate in and encourage. Salesforce.org is a founding partner of the #ImpactCloud is a coalition of technology NetHope Center for the Digital Nonprofit, companies committed to positive social which brings together the expertise of the impact, with a focus on enabling nonprofit technology sector and the on-the-ground digital transformation. Their goal is to experience of global nonprofits to create uplevel the nonprofit sector by collaborating a network of committed forward-looking to provide nonprofits with better access to humanitarians who can apply digital technology and digital skillbuilding. S solutions to real world challenges. ALE SF ORCE. ORG / 3 8

We hope building technology with the guidance “and collaboration of our nonprofit and education community will accelerate progress on the business of doing good in today’s pandemic climate, and into the future.” ROB ACKER CEO, SALESFORCE.ORG

Methodology The 2020 Salesforce.org Community Impact Report celebrates the strides that Salesforce.org and our stakeholders are making to advance social impact. Working with our stakeholders, we’ve identified outcomes across our three primary portfolios: Technology, Community, Partnerships. Salesforce.org’s Measurement & Evaluation (M&E) team employs a variety of data collection and analysis methods to determine our social impact. We will describe our processes section-by-section. We welcome your thoughts, ideas and feedback. Contact us at [email protected]. Leading With Impact Salesforce would have received if the product was sold to a for-profit business and sampling in the T4SC Survey. The new baseline year for Salesforce.org’s To develop our current value proposition, theory of impact, approach, and times the number of active customer licenses available. impact measurement data is 2020. logic model, the Salesforce.org M&E team met with internal stakeholders from For non-profit specific add-on products donated by Salesforce, such as the across the organization to determine the appropriate outcomes and intended In addition to the Tech for Social Change Survey, between September 2019 impact. This report covers Salesforce.org’s product donation and pro bono Nonprofit Success Pack and our Education Data Architecture offerings, the - January 2020 (n = 55) we conducted Customer Impact Interviews. In these programs. For information on grants and employee-inspired giving ,please value is calculated based on the estimated price of a comparable Salesforce interviews, customers were asked about how the use of Salesforce contributes read the Salesforce Stakeholder Impact Report. add-on for a for-profit customer times the number of active customer to their efficiency, effectiveness, community connection, and innovation. To licenses available. ensure a representative sample, we stratified by organization size, geographic Social Value and Community Benefit The skills based pro-bono volunteering value represents the value of location, product vertical, and level of engagement. Interviews were recorded, We have created a standard methodology to quantify and report on the total self reported hours donated by Salesforce employees to nonprofits to transcribed, anonymized, and then analyzed in Microsoft Excel to extract annual contributions of Salesforce.org that is transparent, reperformable, and help them implement Salesforce solutions and support the professional common themes. The final sample of participating organizations and verifiable. capacity of the organization (i.e. board service, financial or legal counsel). individuals were kept confidential, and not shared outside of the M&E team. Our methodology is based on a framework from McPherson Strategies, Salesforce calculates this value by multiplying the number of pro-bono hours Ultimately, we interviewed representatives from 55 organizations across feedback from Salesforce's Finance and Revenue Recognition teams, and volunteered by Salesforce employees by the estimated billing rate of $195 the Non-Profit, K-12, and Higher Education verticals (compared to 25 the input from the valuation and technical accounting advisory practices of a per hour per as recommended in the CECP 2020 Giving in Numbers previous year). leading professional services firm. With this methodology, we are able to Valuation Guide. quantify the total monetary contribution of our technology/product and Technology, Partnerships, and Community Salesforce.org’s Response to the COVID-19 Pandemic employee pro bono services. The Salesforce.org M&E team tracked Salesforce.org’s activities that pertained In order to understand Salesforce.org’s progress on outcomes, it is essential We calculate the social value of donated and discounted product as follows: to hear directly from customers. Between June 24, 2020 and July 15, 2020, to COVID-19 from February 12, 2020 - July 3, 2020. We also surveyed For Salesforce products sold to a qualified non-profit, educational institution the Salesforce.org M&E team administered the Tech for Social Change customers to determine the usefulness of our events (n = 226). In addition, or other non-governmental organizations (collectively “non-profit”), the value Survey (n=485), to learn about progress on customer outcomes, about we included COVID-19-specific items in our Tech for Social Change Survey, is calculated based on the estimated price Salesforce would have received how Salesforce.org is supporting customer organizations in meeting their which was administered between June 24, 2020 and July 15, 2020 (n = 485). if a comparable product was sold to a for-profit business of similar size and missions, and where we can grow. Tableau and Microsoft Excel were used for location, less the price Salesforce actually received for that sold product. quantitative and qualitative data analysis respectively. Sustainable Development Goals (SDGs) S When a comparable Salesforce product price is not readily available, a ratio While our 2018 and 2019 Social Impact Reports shared data from the annual The mapping of Salesforce’s pro bono hours to SDGs covers all pro bono ALE of the weighted average of the Salesforce price to a for-profit company focused on Salesforce skills between February 1, 2020 and July 14, 2020. compared to the Salesforce price to a non-profit company ratio is used to Salesforce.org Voice of the Customer Survey, our 2020 Community Impact These numbers were generated from internal Salesforce data. Starting this SF estimate the social value. Report features data from the newly-launched Salesforce.org Technology for year, all customers requesting pro bono support must map the work to a SDG. ORCE. Social Change (T4SC) Survey described above. The T4SC survey is tied directly For Salesforce products donated to a non-profit, comprised of the to our impact framework and leverages impact measurement best practices. Donated pro bono hours are self reported by Salesforce employees. 10 free licenses offered to nonprofit and education institutions under the While some questions from the Salesforce.org Voice of the Customer Survey ORG / 4 Power of Us program, the value is calculated based on the estimated price are similar to the T4SC survey, we made significant changes to methodology 0

The achievement or success of the matters covered by such plans; our ability to successfully integrate acquired businesses forward-looking statements involves risks, uncertainties and and technologies; our ability to continue to grow unearned assumptions. If any such risks or uncertainties materialize or if revenue and remaining performance obligation; our ability to any of the assumptions prove incorrect, the company’s results protect our intellectual property rights; our ability to develop could differ materially from the results expressed or implied by our brands; our reliance on third-party hardware, software and the forward-looking statements it makes. platform providers; our dependency on the development and maintenance of the infrastructure of the Internet; the effect The risks and uncertainties referred to above include – but of evolving domestic and foreign government regulations, are not limited to – risks associated with the effect of general including those related to the provision of services on the economic and market conditions; the impact of geopolitical Internet, those related to accessing the Internet, and those events; the impact of foreign currency exchange rate and addressing data privacy, cross-border data transfers and import interest rate fluctuations on our results; our business strategy and export controls; the valuation of our deferred tax assets and our plan to build our business, including our strategy and the release of related valuation allowances; the potential to be the leading provider of enterprise cloud computing availability of additional tax assets in the future; the impact of applications and platforms; the pace of change and innovation new accounting pronouncements and tax laws; uncertainties in enterprise cloud computing services; the seasonal nature affecting our ability to estimate our tax rate; the impact of of our sales cycles; the competitive nature of the market in expensing stock options and other equity awards; the sufficiency This report contains which we participate; our international expansion strategy; of our capital resources; factors related to our outstanding debt, the demands on our personnel and infrastructure resulting revolving credit facility, term loan and loan associated with from significant growth in our customer base and operations, 50 Fremont; compliance with our debt covenants and lease forward-looking including as a result of acquisitions; our service performance obligations; current and potential litigation involving us; and the and security, including the resources and costs required to avoid impact of climate change. statements. unanticipated downtime and prevent, detect and remediate potential security breaches; the expenses associated with Further information on these and other factors that could affect new data centers and third-party infrastructure providers; the company’s financial results is included in the reports on additional data center capacity; real estate and office facilities Forms 10-K, 10-Q and 8-K and in other filings it makes with space; our operating results and cash flows; new services the Securities and Exchange Commission from time to time. and product features, including any efforts to expand our These documents are available on the SEC Filings section of services beyond the CRM market; our strategy of acquiring the Investor Information section of the company’s website at or making investments in complementary businesses, joint www.salesforce.com/investor. Salesforce.com, Inc. assumes no ventures, services, technologies and intellectual property obligation and does not intend to update these forward-looking rights; the performance and fair value of our investments in statements, except as required by law. complementary businesses through our strategic investment S portfolio; our ability to realize the benefits from strategic ALE partnerships, joint ventures and investments; the impact of future gains or losses from our strategic investment portfolio, SF including gains or losses from overall market conditions that ORCE. may affect the publicly traded companies within our strategic investment portfolio; our ability to execute our business ORG / 4 1

Appendix

Salesforce.org Community Benefit Report 2019 $36 Billion for Communities by 2024 Driven by Salesforce.org Ecosystem Regional economic benefits Of the 36.2 billion, $11.7 The economic benefit being generated will be global, with 40% of that benefit being billion will be generated accessed by organizations outside of the US. This includes supporting the direct hiring of Œ11.…B ŒŽƒ.2B nearly 134,000 new employees. In turn, these direct jobs will fuel the growth of over from donated products 200,000 indirect jobs created as a result of additional social sector spending power. and services. 1„ CAAA $415 Million 22„ RS € H  R‚ Sector-specific economic benefits 926 Direct Jobs $7.9 Billion 1,506 Indirect Jobs Nearly half of the economic benefit will go to human services and 66.166 Direct Jobs education organizations. 103,490 Indirect Jobs 1…„ SR R ­ ƒ0„ † SAS $6.2 Billion $21.6 Billion    50,359 Direct Jobs 16,488 Direct Jobs 68,946 Indirect Jobs 30,430 Indirect Jobs Human Services CA†  HA‚H Revenue: $8.3B Revenue: $8.0B Revenue: $5.8B   Global Community A community impact model to ‡†R ˆ ARS‰ C‚R €A†H BAS HR advance the SDGs together Revenue: $5.4B Š HˆA†‹ Revenue: $2.5B Revenue: $2.2B Benefit Report Revenue: $4.0B SSalesfalesfororcece..ororg Cg Communitommunity Benefit Repy Benefit Report 2019ort 2019 Salesforce.org Community Benefit Report 2019 Salesforce.org Community Benefit Report 2019 Salesforce.org Community Benefit Report 2019 Salesforce.org Community Benefit Report 2019 $36 Billion for Communities by 2024 Driven by Salesforce.org Ecosystem $36 Billion for C$36 Billion for Communities bommunities by 2024 Drivy 2024 Driven ben by Salesfory Salesforccee.or.org Eg Eccososyyststemem $36 Billion for Communities by 2024 Driven by Salesforce.org Ecosystem $36 Billion for Communities by 2024 Driven by Salesforce.org Ecosystem The Community Impact model is poised to deliver more than $36 billion in $36 Billion for Communities by 2024 Driven by Salesforce.org Ecosystem ReRegional egional ecconomic benefitonomic benefitss Regional economic benefits Regional economic benefits Regional economic benefits Regional economic benefits The ecThe economic beneonomic benefit being gfit being genereneraated will be global, with 40% oted will be global, with 40% of thf thaat benet benefit being fit being The economic benefit being generated will be global, with 40% of that benefit being The economic benefit being generated will be global, with 40% of that benefit being The economic benefit being generated will be global, with 40% of that benefit being Of the 36.2 billion, $11.7 Of the 36.2 billion, $11.7 The economic benefit being generated will be global, with 40% of that benefit being Of the 36.2 billion, $11.7 Of the 36.2 billion, $11.7 Of the 36.2 billion, $11.7 Of the 36.2 billion, $11.7 acacccessed bessed by ory organizaganizations outside otions outside of the USf the US. This includes suppor. This includes supporting the dirting the direcect hiring ot hiring of f accessed by organizations outside of the US. This includes supporting the direct hiring of accessed by organizations outside of the US. This includes supporting the direct hiring of accessed by organizations outside of the US. This includes supporting the direct hiring of billion will be gbillion will be genereneraated ted accessed by organizations outside of the US. This includes supporting the direct hiring of billion will be generated billion will be generated billion will be generated billion will be generated nearly 134,000 nenearly 134,000 new emplow employyees. In turn, these direes. In turn, these direcect jobs will fuel the grt jobs will fuel the groowth owth of of ovver er nearly 134,000 new employees. In turn, these direct jobs will fuel the growth of over nearly 134,000 new employees. In turn, these direct jobs will fuel the growth of over ŒŒ11.11.…B…B nearly 134,000 new employees. In turn, these direct jobs will fuel the growth of over Œ11.…B nearly 134,000 new employees. In turn, these direct jobs will fuel the growth of over Œ11.…B ŒŽƒŒŽƒ.2B.2B Œ11.…B Œ11.…B ŒŽƒ.2B ŒŽƒ.2B ŒŽƒ.2B community benefits by 2024, according to a new commissioned IDC study released frfrom donom donaated prted producoducts ts ŒŽƒ.2B from donated products from donated products from donated products from donated products 200,000 indir200,000 indirecect jobs crt jobs creaeated as a rted as a result oesult of additionf additional social secal social sector spending potor spending powwerer. . 200,000 indirect jobs created as a result of additional social sector spending power. 200,000 indirect jobs created as a result of additional social sector spending power. 200,000 indirect jobs created as a result of additional social sector spending power. and serand servicvices. es. 200,000 indirect jobs created as a result of additional social sector spending power. and services. and services. and services. and services. 1 earlier this year. Below, we share more about how the Community Impact model CCAAAAAA CAAA CAAA 1„1„ CAAA CAAA 1„ 1„ 1„ 1„ $415 Million$415 Million $415 Million $415 Million $415 Million $415 Million RSRS € H  € H  R‚ R‚ RS € H  R‚ RS € H  R‚ 222„2„ RS € H  R‚ RS € H  R‚ 22„ 22„ SeSectctor-or-spespecific ecific ecconomic benefitonomic benefits s 22„ 22„ Sector-specific economic benefits Sector-specific economic benefits Sector-specific economic benefits Sector-specific economic benefits 926 Dir926 Direcect Jobst Jobs $7.9 Billion$7.9 Billion 926 Direct Jobs $7.9 Billion 926 Direct Jobs $7.9 Billion delivers community benefits, including jobs and additional revenue for our customers 926 Direct Jobs 926 Direct Jobs $7.9 Billion $7.9 Billion 1,506 Indir1,506 Indirecect Jobst Jobs 1,506 Indirect Jobs 1,506 Indirect Jobs Nearly hNearly half oalf of the ecf the economic beneonomic benefit will gfit will go to to ho humuman seran servicvices and es and 1,506 Indirect Jobs 1,506 Indirect Jobs Nearly half of the economic benefit will go to human services and Nearly half of the economic benefit will go to human services and Nearly half of the economic benefit will go to human services and Nearly half of the economic benefit will go to human services and 66.166 Dir66.166 Direcect Jobst Jobs 66.166 Direct Jobs 66.166 Direct Jobs educaeducation ortion organizaganizations. tions. 66.166 Direct Jobs 66.166 Direct Jobs education organizations. education organizations. education organizations. education organizations. 103,490 Indir103,490 Indirecect Jobst Jobs 103,490 Indirect Jobs 103,490 Indirect Jobs 103,490 Indirect Jobs and partners, and what this means for advancing the SDGs and driving impact scale. 103,490 Indirect Jobs SSR RR R ­ ­ SR R ­ SR R ­ 11…„…„ SR R ­ SR R ­ 1…„ 1…„ † S† SAASS 1…„ † SAS † SAS † SAS 1…„ $6.2 Billion$6.2 Billion † SAS $6.2 Billion $6.2 Billion ƒ0„ƒ0„ $6.2 Billion $6.2 Billion ƒ0„ ƒ0„ ƒ0„ $21.6 Billion$21.6 Billion ƒ0„ $21.6 Billion $21.6 Billion $21.6 Billion $21.6 Billion 16,488 Dir16,488 Direcect Jobst Jobs 16,488 Direct Jobs 16,488 Direct Jobs    16,488 Direct Jobs          50,359 Dir50,359 Direcect Jobst Jobs 16,488 Direct Jobs 50,359 Direct Jobs 50,359 Direct Jobs 50,359 Direct Jobs 30,430 Indir30,430 Indirecect Jobst Jobs 30,430 Indirect Jobs 30,430 Indirect Jobs 30,430 Indirect Jobs 50,359 Direct Jobs 30,430 Indirect Jobs 68,946 Indir68,946 Indirecect Jobst Jobs 68,946 Indirect Jobs 68,946 Indirect Jobs 68,946 Indirect Jobs68,946 Indirect Jobs Human SerHuman Servicesvices CCAA† †  HHA‚A‚HH Human Services CA†  HA‚H Human Services CA†  HA‚H Human Services CA†  HA‚H Human Services CA†  HA‚H RReevvenue: $8.3B enue: $8.3B RReevvenue: $8.0B enue: $8.0B RReevvenue: $5.8B enue: $5.8B Revenue: $8.3B Revenue: $8.0B Revenue: $5.8B Revenue: $8.3B Revenue: $8.0B Revenue: $5.8B Revenue: $8.3B Revenue: $8.0B Revenue: $5.8B What Does $36 Billion in Community Benefits Really Mean? Revenue: $8.3B Revenue: $8.0B Revenue: $5.8B       Salesforce.org’s Community Impact model is the engine behind the creation of more   A community impact model to A cA commommunity impacunity impact model tt model to o A community impact model to A community impact model to A community impact model to advance the SDGs together ‡†R‡†R ˆ ˆ ARARS‰ C‚S‰ C‚RR €€A†H BA†H BASAS HRHR advadvancance the SDGs te the SDGs togogeetherther advance the SDGs together advance the SDGs together ‡†R ˆ ARS‰ C‚R €A†H BAS HR advance the SDGs together ‡†R ˆ €A†H BAS HR ‡†R ˆ ARS‰ C‚R €A†H BAS HR ‡†R ˆ ARS‰ C‚R €A†H BAS HR ARS‰ C‚R Š HŠ HˆˆA†A†‹‹ Š HˆA†‹ Š HˆA†‹ Š HˆA†‹ RReevvenue: $5.4B enue: $5.4B Š HˆA†‹ RReevvenue: $2.5B enue: $2.5B RReevvenue: $2.2B enue: $2.2B Revenue: $5.4B Revenue: $2.5B Revenue: $2.2B Revenue: $5.4B Revenue: $2.5B Revenue: $2.2B Revenue: $5.4B Revenue: $2.5B Revenue: $2.2B Revenue: $5.4B RReevvenue: $4.0B enue: $4.0B Revenue: $2.5B Revenue: $2.2B Revenue: $4.0B than $36 billion in new economic community benefits across the world by 2024. Revenue: $4.0B Revenue: $4.0B Revenue: $4.0B Economic community benefit refers to the additional revenue and jobs that will open up for the social sector as organizations take advantage of cloud computing through their use of Salesforce.org purpose-built technology and other resources to help bridge 2 their Impact Gap. Read the blog post and full report to learn more. S ALE SF ORCE. ORG / 4 1 IDC conducted its data analysis prior to the start of the COVID-19 pandemic 2 These community benefits are in addition to the more than $1 trillion in new business revenues and 4.2 million jobs that IDC forecasted the Salesforce Economy would create late last year 3

Salesforce Stakeholder Impact Report Each year, Salesforce publishes the annual Stakeholder Impact Report, which ensures stakeholders have more timely access to the company’s corporate responsibility data – governance, sustainability, equality, trust, employee programs, giving back – and the progress we’ve made on our commitments. For Salesforce’s complete environment, social, and governance programs and metrics please click here. Equality We also publish our diversity numbers annually on our Equality website to promote transparency and hold ourselves accountable. S ALE SF ORCE. ORG / 4 4

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