GRI Index & Results

• 27 metros in the Americas (USA, Canada, Colombia, Brazil and Mexico)
• 24 metros across Europe, Middle East and Africa (EMEA) (Bulgaria, Finland, France, Germany, Ireland, Italy, Netherlands, Oman, Poland, Portugal, Spain, Sweden, Switzerland, Turkey, UK and UAE) and; 12 metros in Asia-Pacific (Australia, China, Japan, Hong Kong, Singapore, South Korea)

Total number of employees/workers by type and by gender:

• Regular employees: 7,145 Men employees; 2,274 Women employees; and 36 employees declined to ID.
• Fixed-term employees: 259 Men employees; 157 Women employees; and 5 employees declined to ID.
• Contingent workers: 218 Men workers; 86 Women workers; and 4,239 workers declined to ID (no data available).

Total number of employees by employment by type and by region:

• Americas: 4,268 regular employees and 65 fixed term employees.
• Asia-Pacific: 1,969 regular employees and 131 fixed term employees.
• EMEA: 3,218 regular employees and 196 fixed term employees.

Total number of regular employees by employment type and by gender:

• Full-time employees: 7,123 Men employees; 2,217 Women employees; and 36 employees declined to ID
• Part-time employees: 22 Men employees and 57 Women employees.

Total number of regular employees by exempt and non-exempt status:

• Exempt: 6,353 employees globally; 2,958 employees in AMER; 1,309 employees in APAC; 2,086 employees in EMEA
• Non-Exempt: 3,102 employees globally; 1,310 employees in AMER; 660 employees in APAC; 1,132 employees in EMEA

Delegating authority

Executive-level responsibility for economic, environmental, and social topics

Consulting stakeholders on economic, environmental, and social topics

Effectiveness of risk management processes Review of economic, environmental, and social topics

Highest governance body’s role in sustainability reporting

In 2020, responsibilities of our Governance Committee of the Board of Directors of Equinix, Inc. include (i) overseeing the evaluation of the Board; (ii) reviewing and considering developments in corporate governance practices and recommending to the full Board a set of effective corporate governance policies and procedures applicable to Equinix; and (iii) reviewing and considering developments related to Equinix’s Governance, Risk and Compliance program (the “GRC Program”) and reporting out to the full Board on GRC Program activities and recommendations. The Governance Committee has oversight of Equinix’s sustainability and ESG efforts including engaging on risks and opportunities.

Responsibilities of our Sustainability Executive Steering Committee and Sustainability Program Office (SPO) include: (i) setting corporate sustainability strategy and policy, (ii) monitoring and tracking Equinix’s progress, and (iii) transparently communicating our efforts externally to enhance our reputation and lead our industry.

The sustainability program contains three program tracks (or pillars). In 2020, each pillar was led by at least one member of the executive team (these members comprise the Executive Steering Committee which includes our CEO, CFO, CHRO/CLO, and EVP, Global Operations) who are responsible for delegating ESG topics to other senior executives and employees.

Day-to-day the sustainability in 2020 was led by a global program director and executed by a Working Team that consists of ~25 global and regional leads. The Working Team meets periodically, the Steering Committee meets 2-4x annually, and the program director with support of the Working Team has access to the CEO and Board of Directors Governance Committee quarterly as needed.

Consultation with stakeholders is led by the working team and Equinix’s materiality assessment (last updated in the fall of 2020) engaged a variety of stakeholders who provided their feedback on Equinix’s ESG programs and goals.

Equinix’s Investor Relations (IR) team also met with numerous investors around the world by attending or hosting over 30 investor conferences, non-deal roadshows, and investor group events. Certain investors also requested engagement meetings to discuss topics related to our corporate governance model, ESG issues or our executive compensation program. Additionally, Equinix’s IR team proactively reached out for meetings with our 25 largest stockholders in the fall of 2020 to discuss these topics and solicit feedback.

Equinix’s corporate governance structure can be found on Equinix’s Investor Relations website under Corporate Governance. Additional details are available in our 2021 Proxy Statement.

In Asia-Pacific, Equinix employees are not covered by collective bargaining or labor unions. However, in Japan, China and Korea, for any change in benefit or employment terms, Equinix goes through an employee consultation process to obtain employee consent. In line with our values and an approach of consultation and social partnership, Equinix supports dialogue and consultation on changes affecting our employees even where there is no obligation to do so.

In EMEA, France, UK, Germany, Netherlands, Spain, Finland and Sweden have formal works councils or representative employee bodies. France has collective bargaining in place with the current scope applying to 65% of employees.

Evaluation of the management approach

Evaluation of the management approach

Evaluation of the management approach

Evaluation of the management approach

• Americas: 2,650 GWh (41%, +7% YOY)
• Asia-Pacific: 1,380 GWh (21%, +22% YOY)
• EMEA: 2,430 GWh (38%, +14% YOY)

Note: Note: Scope 2 includes consumption from electric power, fuel cells operated under power purchase agreements and chilled water. These values were assured to Limited Assurance ISO 14064-3 Requirements.

Renewable Energy Consumption: Total renewable energy consumption in 2020 was 5,840 GWh (+11% YOY)

• Americas: 2,440 GWh (+6% YOY)
• Asia-Pacific: 1,020 GWh (+20% YOY)
• EMEA: 2,380 GWh (+13% YOY)

• 2020: 1.077 GWh electricity per million USD (change of +5% YOY)
• 2019: 1.028 GWh electricity per million USD (change of +1% YOY)
• 2018: 1.020 GWh electricity per million USD (change of -2% YOY)

Note includes electric power and chilled water for all years. Equinix’s energy intensity as is driven both by site efficiency as well as how we generate revenue around the world.

Energy intensity as measured by electricity consumption (GWh) per data center floor area (gross sq. ft) was:

• 2020: 258 GWh electricity per sq. ft
• 2019: 243 GWh electricity per sq. ft
• 2018: 237 GWh electricity per sq. ft

Note includes electric power and chilled water for all years. Equinix’s energy intensity as is driven both by site efficiency as well as how we generate revenue around the world and build our sites with earlier phases completed with large footprints that include front of house and service areas.

Evaluation of the management approach

• 2020: 55,100 mtCO2e
• 2019: 40,700 mtCO2e
• 2018: 46,700 mtCO2e

In 2020, MX1 was added to Equinix’s operational boundary which includes an onsite natural gas-based cogeneration facility which is the primary diver for the increase in Scope 1 emissions in addition to increased diesel usage for backup generation.

• 2020: 2,280,200 mtCO2e (+10%)
• 2019: 2,079,000 mtCO2e (+9%)
• 2018: 1,916,400 mtCO2e (+9%)

The regional breakdown in 2020 was: 38% AMER (867,100 mtCO2e); 33% APAC (756,000 mtCO2e); 29% EMEA (654,500 mtCO2e).

Scope 2 Market-based GHG emissions (electricity + chilled water) including contribution of renewable energy purchasing, with YOY trend:

• 2020: 327,700 mtCO2e (+7%)
• 2019: 306,000 mtCO2e (+36%) – driven by acquisitions
• 2018: 224,000 mtCO2e (-52%)

The regional breakdown in 2020 was: 7% AMER (24,000 mtCO2e); 85% APAC (280,000 mtCO2e); 7% EMEA (24,000 mtCO2e). Market-based methodologies take into account Equinix’s large renewable energy purchases which allow us to use a 0 mtCO2e/MWh emissions factor (or net zero emissions from electricity) for 180 data centers worldwide.

• Purchased Goods & Services*
• Capital Goods*
• Fuel and Energy Related Activities (FERA)*
• Waste*
• Business travel (Air, Hotel, Rail*, Rental Car)
• Employee commuting (Employee commuting to office, work from home associated with COVID-19 Pandemic*)

Scope 3 totals were:

• 2020 = 1,633,000 mtCO2e
• 2019 = 1,610,000 mtCO2e

*New or expanded for 2020. Equinix also updated its Scope 3 inventory for 2019 spend to include all previously omitted categories. Scope 3 totals going forward will include all relevant categories.

• 2020: 64 mtCO2e per million USD (change of -12% YOY)
• 2019: 62 mtCO2e per million USD (change of +17% YOY)
• 2018: 53 mtCO2e per million USD (change of -52% YOY)

Carbon intensity is driven both by our supplier-based emissions factors and our purchases of low-carbon and renewable energy, as well as how we generate revenue around the world. The trend of intensity increasing in 2020 was driven organic growth in regions without renewable energy (e.g. Australia).

• Americas: 2,440 GWh out of 2,620 GWh (93%)
• Asia-Pacific: 1,020 GWh out of 1,380 GWh (74%)
• EMEA: 2,380 GWh out of 2,430 GWh (98%)
• Global: 5,840 GWh out of 6,430 GWh (91%)

Specifically, Renewable Energy purchases reduce Scope 2 GHG emissions (from location-based to market-based):

• 2020: 1,952,500 mtCO2e reduction (2,280,200 reduced to 327,700 mtCO2e)
• 2019: 1,773,000 mtCO2e reduction (2,079,000 reduced to 306,000 mtCO2e)
• 2018: 1,692,000 mtCO2e reduction (1,916,400 reduced to 224,000 mtCO2e)

(Note, Scope 2 includes electric power, fuel cells under power purchase agreement, and chilled water)

Equinix also invests in energy efficiency upgrades, retrofits and improvements. Our more than $130 million in investment since 2011 has resulted in a total emissions avoidance of more than 2,600,000 mtCO2e and 642,000 mtCO2e in 2020 alone.

Evaluation of the management approach

• 2020: 1,803 (20%)
• 2019: 1,666 (20%)
• 2018: 1,243 (17%)

Note, numbers depict how many people were hired during the year both for newly created positions and for positions that became vacant as a result of employee attrition. Employees added as a result of acquisitions are not included. New Hire rate = # of new hires / average annual head count. Return employee turnover rate:

• 2020: 7%
• 2019: 13%
• 2018: 12%

Represents how many employees left the organization voluntarily (includes retirement and death) as well as involuntarily (due to dismissal, misconduct, job performance etc.). The 2020 attrition rate is lower than industry benchmark of 20%. In 2020, attrition was observed to be reduced across all employee types in all regions.

• 2020: Of 109 employees who took leave in 2019, 90% were still at Equinix in 2019 (90% of men, 92% of women)
• 2019: Of 61 employees who took leave in 2018, 93% were still at Equinix in 2019 (100% of men, 83% of women)
• 2018: Of 82 employees who took leave in 2017, 79% were still at Equinix in 2018 (85% of men, 73% of women)

• In Q2 of 2020, 81% of employees completed the survey.
• In Q3 of 2020, 79% of employees completed the survey.
• In Q4 of 2020, 82% of employees completed the survey.

When averaged, the Pulse Survey response rate was 81%, which is a decrease from 88% in 2019 due to the increase frequency of the survey.

Evaluation of the management approach

• No fatalities as a result of work-related injury;
• 0% high consequence work-related injury rate; and
• A recordable work-related injury rate of 0.34 globally per 200,000 hours worked.

Equinix previously reported its absentee rate and lost day rates for the U.S. and Canada, but it is not a recommended disclosure in the new version of the GRI Standards: GRI 403: Occupational Health and Safety 2018. To request this information, please contact sustainability@equinix.com.

Evaluation of the management approach

Equinix also has robust training programs covering our global policies and procedures – these are mandatory courses assigned to all employees, and are available in multiple languages. Examples include: Global Code of Business Conduct; Anti-Bribery and Corruption; Preventing Workplace Harassment (in U.S. and Asia-Pacific); Security Awareness and Responsibility; Business Continuity Training; and an introduction to REITs. Training and resources are also provided through external channels such as function-specific conferences and function-specific trainings such as Tableau training.

Equinix also offers tuition reimbursement for academic programs, which contributes to overall employee development.

In 2020, Equinix averaged $618 in training costs per FTE. Our training costs decreased in 2020 due in part to the reduction of in-person training in response to the COVID-19 pandemic and restrictions.

Evaluation of the management approach

• Board of Directors: 8 Men: 2 Women (70%; 30%)
• E-staff members: 9 Men: 2 Women (82%; 18%)

The 2020 composition of Equinix’s employees was as follows:

• Regional FTEs: Americas (4,268), Asia-Pacific (1,969), EMEA (3,218), TOTAL (9,455)
• Regional Breakdown: Americas (45%), Asia-Pacific (21%), EMEA (34%)
• Gender diversity: Women (24%), Men (76%), Decline to ID (0.38%)
• Race/Ethnic Diversity: Black/African American (6%), Hispanic/Latinx (14%), Asian (23%), White (50%), Other (4%), Decline to ID (3%)
• Age Diversity: Gen Z (1999-2012) (0.13%), Millennials (1982 – 1999) (46%), Gen X (1965-1981) (46%), Baby Boomers (1946-1964) (8%), Decline to ID (0.04%)
• Skills Diversity: General & Administrative (27%), Sales & Marketing (17%), Operations (45%), Technology (11%)

Note: these figures only include regular employees and exclude employees from recent acquisitions.

Representation of Women in 2020 by level, globally:

• Representation of women at VP and above levels in 2020 were at 28%
• Representation of women at Manager and above levels in 2020 were at 27%
• Representation of women at Manager and above levels in 2020 were at 27%

Representation at each level by Race/Ethnicity in the US only:

• At Manager level and above: Black/African American (3%), Hispanic/Latinx (6%), Asian (28%), White (56%), Other (4%), Decline to ID (3%)
• At levels below Manager was Black/African American (9%), Hispanic/Latinx (20%), Asian (18%), White (44%), Other (5%), Decline to ID (3%)

Note: these figures only include regular employees and exclude employees from recent acquisitions.

Evaluation of the management approach

Evaluation of the management approach

• Listening – We listen through voice-of-the-customer programs that aggregate feedback from a variety of sources, including outbound surveys, events and focus groups, passive forms/surveys, online feedback buttons and employee collected forms.
• Analyzing the Data – We measure feedback from customers’ experiences during value moments and by collecting data on how they feel about our overall relationship. Learnings from the analysis inform our strategy and shape our customer improvement initiatives and focus areas.
• Taking Action – As we prioritize, implement and track customer improvements across the company, our goal is to ensure our actions are delivering value and positively impacting our customers’ experience.
• Taking Action – As we prioritize, implement and track customer improvements across the company, our goal is to ensure our actions are delivering value and positively impacting our customers’ experience.

Evaluation of the management approach

Evaluation of the management approach