FY26 Impact Report
Let's design and make a better world for all
FY26 Impact Report Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 2
37
Table of contents
04
05
06
07
46
Overview
09
12
17
21
23
24
Model sustainability leadership Enable28
29
sustainability
A message from our President & CEO and CSO FY26 highlights
Our company
Strategy and governance Spotlight on philanthropy
Sustainable business practices Global culture
Resilience and well-being Learning and talent development Employee engagement in impact
Connecting sustainability data across the Autodesk Platform Architecture, Engineering, Construction & Operations Product Design & Manufacturing
Scale sustainability outcomes Operate with integrity64
AppendixCustomer and industry engagement Workforce readiness
40
43
45
Research Public policy
Autodesk Foundation
54
55
58
Corporate governance Trust
Human rights
59
60
Ethics and compliance Suppliers and business partners
62
63
Sustainability ratings, rankings, and memberships Impact strategy assessment
Data summary
33
69
70
71
72
73
74
Sustainability Accounting Standards Board index Other sustainability reporting frameworks Sustainability-enabling solutions (AECO) Sustainability-enabling solutions (PD&M) Sustainability-enabling solutions (M&E) Endnotes
34
solutions
Media & Entertainment
Performance data included in this report are based on the Autodesk fiscal year when noted, and the calendar year otherwise. The Autodesk 2026 fiscal year ran from February 1, 2025, through January 31, 2026. Performance data cover Autodesk's global operations, unless otherwise stated. In some cases, segments in tables do not add up to the total due to rounding. All dollar amounts listed are in USD.
FY26 Impact Report
Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 3
Overview
04
05
06
A message from our President & CEO and CSO FY26 highlights
Our company
07
Strategy and governance Spotlight on philanthropy
FY26 Impact Report Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 4A message from our President & CEO and CSO
Change across our industries continues to accelerate. Geopolitical uncertainty, energy market volatility, and the rapid scaling of artificial intelligence are reshaping how our customers plan, design, build, manufacture, and operate. Climate-related disclosure requirements are expanding across major economies. Climate risk is increasingly reflected in insurance and capital markets. And the capital investment cycle now underway-spanning AI infrastructure, energy systems, and industrial modernization-is one of the largest in a generation, with clean energy and electrification investments alone exceeding $2 trillion in the past year.1
This landscape is becoming more complex and uneven across regions. While some markets face political headwinds and others move faster on regulation, our customers share a common challenge: delivering projects that are more efficient, resilient, and accountable while balancing cost, compliance, and speed.
Autodesk sits at the center of this. As the platform where design and make workflows converge, we bring together industry expertise, connected data, and real-world context across the project lifecycle. AI is making our offerings more powerful. By applying AI within our platform, we help customers optimize designs in real time, accelerate modeling and iteration, and better understand tradeoffs among cost, performance, and sustainability. At the same time, the infrastructure required to power AI is creating new demands on energy systems. We are committed to being transparent about both sides of that equation and supporting AI that advances sustainable outcomes across our platform and the industries we serve.
Our enterprise customers are increasingly linking sustainability performance to operational efficiency, project delivery, and long-term asset value. This is visible in customer priorities, from embodied carbon requirements in major capital projects to growing demand for tools that help teams evaluate cost and
carbon together. Cost, efficiency, and sustainability are no longer separate conversations; they are converging.
Within our own operations, we advanced our climate commitments in FY26 by expanding renewable energy procurement, investing in high-quality carbon removal, and managing the carbon footprint of our growing AI capabilities. We also procured sustainable aviation fuel to help address business travel emissions and support
the development of lower-carbon fuel markets. Progress in our own operations is essential to our credibility as a partner to our customers and the industries we serve.
We also invested in platform capabilities that make sustainability actionable within existing customer workflows. We advanced carbon measurement across the design and construction lifecycle, integrated new emissions datasets into our core tools, and demonstrated early AI applications that identify both cost and carbon savings on active projects. Forma Carbon Insights, for example, now enables teams to assess carbon impacts earlier in the design process, alongside cost and performance decisions.
At the industry level, we expanded our work on the standards and data infrastructure needed to support the next generation of sustainable design and construction. Through our partnership
with the World Business Council for Sustainable Development and leading global architecture and engineering firms, we are helping to drive greater consistency in how carbon is measured, reported, and reduced across building and infrastructure projects.
Building long-term resilience across our industries also requires empowering people with capabilities to deliver better outcomes. Through Autodesk's education initiatives, we equip students, educators, and the next generation of designers and makers with the skills, tools, and technology needed to address increasingly complex global challenges.
Looking ahead, our priorities are clear. We will continue to lead through our own operations. We will scale the sustainability capabilities embedded across our platform. And we will help our customers and industries capture the growing demand for lower-carbon, higher-performance outcomes.
The transition toward a more sustainable and resilient built environment and manufacturing sector is well underway, driven by economics, customer demand, and necessity. Autodesk is where many of the critical design, engineering, construction, manufacturing, and operational decisions get made, and we
are committed to helping ensure those decisions lead to better outcomes for our customers, our employees, our investors, and the world we share.
Andrew Anagnost
President and
Chief Executive Officer
Joe Speicher
Chief Sustainability Officer
FY26 Impact Report Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 5*
Workforce readiness
150
Reached
million
students and educators worldwide, to date
*
Autodesk Foundation
Celebrated a decade of impact
with the Autodesk Foundation
*
Global culture
Launched our
company culture
guide, One ORBIT
82%
*
Employee engagement in impact
of employees said our vision of "a better world designed and made for all" influences their decision to work at Autodesk
*
Autodesk Foundation
$25.6 million
in financial and in-kind support to Autodesk Foundation portfolio organizations
*
Sustainable business practices
100
Sourced
%
renewable electricity in FY26 for our operations and supply chain2
*
Enable sustainability solutions
Advanced platform and AI-powered solutions for sustainability
*
Learning and talent development
Supported AI upskilling companywide
*
Enable sustainability solutions
Launched the Sustainability Data API to connect our customers to trusted sustainability data in
core solutions
FY26 highlights
FY26 Impact Report Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 6Our company
Architecture, Engineering, Construction & Operations
Autodesk's architecture, engineering, construction, and operations software enhances the design, build, and operation of building, infrastructure, and industrial projects.
Product Design & Manufacturing
Autodesk's product development and manufacturing software equips manufacturers with holistic solutions for projects throughout the design and make process.
Media & Entertainment
Autodesk's suite of media and entertainment solutions enables studios to push the bounds of what's possible with lifelike computer graphics characters, immersive scenes, and compelling effects for film, TV, and games, as well as production management and review.
A better world designed and made for all
Innovators across industries rely on Autodesk's Design and Make Platform to turn ideas into real-world outcomes.
By connecting the people, data, and workflows behind the world's buildings, infrastructure, products, and media, the Autodesk Platform helps teams make better decisions from concept through completion. This enables customers to deliver better business outcomes while using resources more productively, building more resilient systems, and empowering innovators to transform how the world is designed and made.
Autodesk is focused on the convergence of design and make, enabled by our platform, industry clouds, and AI.
Together with our customers who are designing and making our shared future, we can drive progress toward a better world, designed and made for all.
FY26 Impact Report Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 7governance
Strategy and
Our approach
Autodesk advances progress toward its vision of a better world through three interconnected dimensions of its business: how we operate, the technology we develop, and how we engage with our customers and industries. Together, these dimensions support positive outcomes for Autodesk, our customers, and the broader communities and markets in which we operate.
Impact strategy
Autodesk's impact strategy is designed to support longterm business resilience and value creation by focusing on the sustainability issues most relevant to our business, our
customers, and the industries we serve. The strategy helps inform how we manage risk, advance operational priorities, respond to stakeholder expectations, and develop capabilities that support customer needs and business growth.
In FY26, Autodesk refined our impact strategy to strengthen alignment with product development and go-to-market priorities in response to increasing customer demand for sustainability-related solutions and insights. This evolution reflects our position that impact is integrated into business strategy and
is increasingly relevant to how Autodesk creates value for customers, supports innovation, and positions the company for long-term success.
Autodesk's impact strategy is integrated into the company's annual strategic planning process, which considers customer needs, market developments, investor expectations, industry trends, and the broader external environment. Through this process, Autodesk establishes priorities, goals, and strategic objectives across relevant areas of the business, including impact. Accountability for these priorities resides with the relevant executive leaders, with oversight from the CEO and the Board of Directors.
Each year, Autodesk works to advance progress against its goals, maintain its public commitments, and enhance readiness for evolving regulatory requirements and stakeholder expectations. This report summarizes Autodesk's performance in FY26.
*
Learn about assessments that inform our impact strategy.
*
Learn how we drive progress toward the UN Sustainable Development Goals.
Model sustainability leadership
Lead by example in our operations, governance, and culture
Enable sustainability solutions
Advance platform, product, and AI-enabled capabilities that help customers understand, manage, and improve sustainability outcomes
Scale sustainability outcomes
Empower our customers and industries to advance sustainable outcomes
FY26 Impact Report Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 8Impact governance
Impact governance at Autodesk
Board of Directors
Impact Governance Steering Committee
Global Impact Team
Functional leadership
Autodesk applies a companywide approach to the governance of impact-related priorities, decision making, and disclosure. This governance structure is intended to support consistent oversight, clear accountability, and cross-functional coordination across Autodesk and our subsidiaries.
The Board of Directors oversees Autodesk's impact strategy. The Board and its relevant committees review the company's impact strategy annually and receive periodic updates on progress, priorities, and material developments related to impact matters.
Autodesk's CEO has overall management responsibility for progress against the company's impact strategy. The CSO oversees coordination across Autodesk's impact opportunity areas and provides regular updates to the Board of Directors and its committees. Executive leaders across the business are responsible for advancing impact-related priorities within their respective functions and areas of accountability.
Management oversight is supported by Autodesk's Impact Governance Steering Committee, which meets quarterly. The committee includes senior leaders from functions with significant responsibilities related to impact across the business, including Impact, Finance, Legal, Technology, and Human Resources.
The committee reviews priority issues relevant to Autodesk's impact strategy and supports the company's approach to assessment, measurement, management, and disclosure of impact-related matters.
Cross-functional teams support implementation of the strategy, while functional leaders are responsible for execution within their respective organizations. Autodesk's governance approach is intended to help embed impact-related considerations into business planning, operations, governance, and reporting processes across the company.
Impact measurement
Future state reporting
Looking beyond FY26, Autodesk is preparing to align with applicable sustainability reporting requirements in relevant jurisdictions. As part of this effort, the company
has developed an internal process to assess sustainability topics using double materiality3 principles under the Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS), while also monitoring other emerging regulatory requirements that may apply to Autodesk over time.
Autodesk expects to review and update these processes periodically to reflect changes in regulatory requirements, business conditions, and other relevant internal and external circumstances. This work is intended to strengthen the company's ability to identify, assess, manage, and disclose sustainability topics that are material under applicable regulatory frameworks. Because sustainability reporting requirements continue to evolve, Autodesk's approach may also evolve in response to future regulatory developments.
Autodesk has publicly reported impact-related metrics for more than 15 years, including through our annual Impact Report.
These metrics help the company monitor progress, support accountability, and communicate performance over time. They include, among others, greenhouse gas emissions, energy use, employee demographics, and philanthropic investments, as well as progress against relevant goals.
Autodesk recognizes that some of the most significant opportunities to drive impact at scale extend beyond the company's direct operations. In particular, we believe we can create greater impact by helping customers use data and insights to better understand and improve the sustainability outcomes associated with design and make decisions. Because these outcomes are often complex, multidimensional, and influenced by factors outside Autodesk's direct control, measurement in these areas requires continued development of tools, methods, and partnerships.
Through the work of the Autodesk Foundation, Autodesk has also developed insights into how impact measurement and management can strengthen accountability, inform decision making, and build evidence of progress over time. As we continue to advance our impact strategy, we expect to apply relevant learnings to help strengthen our approach to enabling customers and other stakeholders to measure and manage impact more effectively.
Financing impact
Autodesk continues to align elements of our impact strategy with our financial approach in order to direct resources toward initiatives that support both business priorities and impact-related outcomes. This includes consideration of how the company raises, allocates, and deploys capital in support of relevant strategic objectives.
The Autodesk Carbon Fund, which is supported by an internal price on carbon, is one mechanism the company uses to help advance its climate commitments. The fund supports decarbonization initiatives across business operations,
investments in renewable energy, and the procurement of carbon credits for residual greenhouse gas emissions. In FY26, Autodesk deployed $6.5 million through the fund at a price of $34 per metric ton of CO₂e.
Autodesk also deploys philanthropic capital through the Autodesk Foundation to help support innovation and resilience across the industries we serve. In FY26, the Autodesk Foundation deployed
$16.1 million to a portfolio of nonprofits and start-ups through a range of funding mechanisms, including grants and impact-first debt and equity investments.
Autodesk has stated a long-term intention to target 1% of annual operating profit in support of our impact programs, including philanthropic initiatives and climate commitments.
FY26 Impact Report Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 9Spotlight on philanthropy
Philanthropy plays a vital role in advancing Autodesk's vision of a better world designed and made for all.
$50million
in Autodesk software donated in FY26 to 3,445 nonprofits and start-ups worldwide
Funding
Technology
Autodesk Foundation
In 2014, Autodesk established the Autodesk Foundation. Through this philanthropic vehicle, Autodesk contributes financial resources, technology, and the talent of our employees globally to help strengthen and improve Autodesk ecosystems to be more sustainable and resilient. The Autodesk Foundation's mission is to support
innovative solutions to the world's most pressing social and environmental challenges.
in financial and in-kind support from Autodesk and the Autodesk Foundation to portfolio organizations in FY26
$25.6 million
The Autodesk Foundation portfolio achieved the following:29.9 million+ individuals reached with resilient solutions in housing and infrastructure, energy access, agricultural productivity, and workforce development (cumulative)*
2.8 million+ metric tons CO₂e of GHG emissions reduced in 2025
438,000 individuals obtained quality jobs in 2025†
* Learn more
150 million
students and educators globally have learned and taught Autodesk software to date
* Learnmore
The Autodesk Foundation has a dual purpose:
in charitable contributions in FY26, including $19.9 million by Autodesk and $2.8 million in Autodesk Foundation match of employee giving and employee program donations
$22.7million
* Cumulative data from organizations, since their inception, that were a part of the portfolio in 2025.
† We define a quality job as one that delivers financial security, a safe and healthy work environment, career growth, and meaningful agency and autonomy.
33,710
employee volunteer hours in FY26, including skills-based Pro Bono Consulting volunteer hours
* Learn more
Talent
Enabling impact across Autodesk through employee giving, volunteering, and software donations
Autodesk employee giving and volunteering is encouraged by Autodesk and rewarded by the Autodesk Foundation through matching funds and volunteer dollars. This enables employees to make an impact, deepening a sense of purpose at work, while driving collective progress toward Autodesk's shared vision of a better world designed and made for all.
Through its Technology Impact Program, Autodesk facilitates software donations to organizations that change the world through design and make.
* Learn more
Catalyzing industry innovation by investing in a portfolio of nonprofits and start-ups
The Autodesk Foundation makes strategic investments to catalyze breakthrough innovation and de-risk
transformative design and make solutions, often paving the way for Autodesk customers to advance impact through the use of Autodesk technology. Over the years, the Autodesk Foundation has evolved its investment strategy to be deeply rooted in global sustainability challenges that are relevant to Autodesk.
* Autodesk Foundation
FY26 Impact Report
Overview
Model sustainability leadership
Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 10Model sustainability leadership
12
17
21
Sustainable business practices Global culture
23
24
Resilience and well-being Learning and talent development Employee engagement in impact
FY26 Impact ReportOverview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 11
Lead by example in our operations, governance, and culture
Autodesk embeds sustainability across our business because it is fundamental to long-term value creation, risk management, and customer success. The company focuses on the issues most material to its business and has publicly reported progress
for more than a decade, reflecting a sustained commitment to transparency, accountability, and continuous improvement.
Although Autodesk's direct operational footprint is modest relative to the industries we serve, the company continues to manage the environmental and social impacts of our operations responsibly as we grow and scale. By leading through our own operations, governance, and culture, Autodesk strengthens
the credibility and practical experience we bring to customers seeking to address sustainability challenges.
Our sustainable business practices are designed to manage near-term risk, improve efficiency, and reduce our footprint, while also taking a long-term, systems-level view inclusive of our customers and industry needs. We anticipate how approaches to reducing emissions will evolve, from carbon pricing to clean energy procurement, and take action to advance progress in ways that are accessible and scalable for ourselves and others.
Across Autodesk, we enable employees to accelerate impact individually and collectively through their work and everyday decisions. This fosters a culture of purpose-driven performance and innovation, strengthens employee attraction, motivation, and well-being, and accelerates progress against our impact strategy, advancing our shared vision of a better world designed and made by all.
Leading by example helps Autodesk build credibility, strengthen execution, and support broader progress across the industries we serve.
FY26 Impact ReportOverview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 12
Sustainable business practices
Sustainable business practices targets*
50%
reduction in Scope 1 and Scope 2 GHG emissions by FY31, compared to FY20
SBTi validated
100
75
35.9% reduction achieved†
50
25
0
FY24
FY25
FY26 FY31 target
% of FY20 emissions
Reducing our emissions
100%
renewable electricity sourcing for our facilities,
co-located data centers, cloud services, and employee remote work**
Achieved and ongoing
Sourcing renewable electricity
Autodesk strives to integrate sustainable business practices throughout our operations through innovation, investment and collaboration across the company and beyond. We work to continually reduce our greenhouse gas (GHG) emissions and enhance our capabilities to engage with customers and partners on their own sustainability journeys.
Three commitments guide our sustainable operations work:
* Drive progress against science-based climate targets aligned to a 1.5°C climate trajectory.
* Source 100% renewable electricity for our operations and supply chain through energy attribute certificates (EACs) and virtual power purchase agreements (VPPAs).
* Compensate for 100% of our residual GHG emissions by purchasing high-quality carbon credits that meet our climate impact criteria (these criteria include fostering measurable, meaningful, and additional climate mitigation impact).
The Science Based Targets initiative (SBTi) validated Autodesk's GHG emissions reduction targets in FY22, confirming that our Scope 1, 2, and 3 targets align with a 1.5°C trajectory.1 For the sixth consecutive year, we drove progress against our targets by engaging business partners to reduce our operational emissions. We addressed all residual emissions across our value chain through investments made via the Autodesk Carbon Fund.
Autodesk collaborates with peers, coalitions, and partners to help scale decarbonization solutions and accelerate market development for innovations critical to transforming our industries. This includes participation in organizations such as Beyond (formerly the Business Alliance for Scaling Carbon
Solutions), the Business Council on Climate Change (BC3), Ceres, the First Movers Coalition, and the Sustainable Aviation Buyers Alliance (SABA).
55%
minimum reduction in Scope 3 GHG emissions per dollar of gross profit by FY31, compared to FY20
SBTi validated
100
75
46.2% reduction achieved‡
50
25
0
FY24
FY25
FY26 FY31 target
26.5%
25.3% achieved§
of suppliers for purchased goods and services and business travel, by emissions, will have science-based targets by FY27
SBTi validated
30
20
10
0
FY24
FY25
FY26 FY27 target
% of suppliers
% of FY20 emissions
Engaging suppliers
Addressing residual carbon emissions
Compensate for
100%
of residual carbon emissions for Scopes 1, 2, and 3 annually
Achieved and ongoing
* We will review our SBTi-validated targets, originally set in 2021, in line with the five-year review cycle of those targets. As a part of this process, we plan to update our baseline. View the Data summary for details.
† The 35.9% decrease from our FY20 baseline was due to reducing the number of cars in our leased fteet by 71% and reducing our office square footage by 10%.
‡ This target is an approved science-based target that covers portions of our purchased goods and services, business travel, employee commuting, and fuel- and energy-related activity emissions.
§ Autodesk's spend by supplier as well as emission factors may change on a yearly basis, which will impact progress against this target. To accommodate these factors and provide a performance buffer, we aim to engage a higher percentage of suppliers by emissions than the stated target of 26.5%.
**This is achieved in accordance with RE100 and GHG Protocol standards, through a combination of renewable electricity generated on-site, virtual power purchase agreements, and energy attribute certificates. See footnotes 7 and 8 on page 65 for information about exclusions.
FY26 Impact ReportOverview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 13
Renewable electricity, by source (% of total)
Autodesk's renewable electricity portfolio includes unbundled EACs as well as purchases from Ever.green and participation in the Liberty Solar VPPA.
100
75
50
25
0
FY24
FY25
FY26
Unbundled EACs Liberty Solar
Ever.green
Twelve and Autodesk
We collaborate across industries and use our influence to accelerate the development of and scale the technologies and solutions needed to drive meaningful progress toward a low-carbon future.
In FY26, we entered into a new agreement with Twelve, a leader in carbon transformation technology, to procure power-to-liquid SAF. This collaboration builds on our commitments under SBTi and the First Movers Coalition, as well as our membership in SABA.
This agreement represents the next phase of Autodesk's longstanding relationship with Twelve, which includes:
Philanthropic support (Autodesk Foundation works with Twelve through both Prime Coalition and MCJ Collective)
Software donation
Pro bono consulting
*Learn more
Autodesk Carbon Fund
Ongoing commitments
Report climate change information in mainstream financial reports
See Autodesk Annual Reports
Integrate sustainable design capabilities into our products and services
See Sustainability-enabling solutions
Conduct responsible corporate engagement in climate change policy
Learn more
Compensate for our residual GHG emissions
See Autodesk's California AB1305 disclosure
Engage our top suppliers to set GHG emissions reduction targets
Use an internal price on carbon
% of total renewable electricity
The Autodesk Carbon Fund advances our climate mitigation efforts by investing in projects and activities that are measurable and aligned with our sustainability commitments and goals. In FY26, our internal carbon price increased to $34 per metric ton of carbon. The Fund is structured to support activities that advance decarbonization, enable renewable energy adoption, and drive systemic change. These activities include support for sustainable aviation fuel (SAF), renewable electricity, high-quality carbon offsets, and the tools and resources we use to measure and manage our GHG emissions.
The Carbon Fund advanced decarbonization in FY26 through two key focus areas: sustainable aviation fuel and renewable electricity.
Sustainable aviation fuel
Addressing the climate crisis requires collective action across industries to help scale the critical solutions and technology innovations needed to drive meaningful change. For example, Autodesk supports the decarbonization of the aviation sector through the procurement of sustainable aviation fuel. This helps increase demand for lower-carbon aviation solutions and supports the scaling of SAF as a critical pathway for reducing emissions associated with business travel.
Renewable electricity
$6.5 million
invested in FY26 through the Autodesk Carbon Fund in projects that align with the company's impact opportunity areas
We remain committed to sourcing 100% renewable electricity2 in our operations. All Autodesk-owned facilities generate renewable electricity via onsite solar panels that meet a portion of their energy needs. We prioritize renewable electricity procurement that meets our additionality criteria. This means projects that add new renewable capacity to the grid and accelerate the clean energy transition.
39,050MWh
of renewable electricity purchased in FY26 to fulfill our RE100 commitment (Scope 1 and 2 electricity) and cover electricity associated with Scope 3 GHG emissions
FY26 Impact ReportOverview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 14
Image credit Recurrent Energy
Voluntary carbon markets
We purchase carbon avoidance and removal credits to address residual GHG emissions, while delivering positive outcomes
in alignment with our broader impact opportunity areas. We recognize the concerns that some stakeholders have regarding voluntary carbon markets, related to monitoring, reporting, and verification. We continue to strive for transparency as the sector evolves, and we align with industry standards while welcoming enhancements in this area.
Autodesk's first VPPA in Europe
In FY26, Autodesk joined other corporate buyers through the Net Zero Consortium for Buyers to procure clean solar power from the Catania Solartrack project in Sicily, Italy, supporting the development of new, utility-scale renewable energy capacity through purchaser-caused environmental attribute certificates. Facilitated by Sustainability
Roundtable, Inc., the aggregated procurement uses VPPAs to reduce Scope 2 GHG emissions while accelerating renewable electricity deployment.
Autodesk committed to procure 5 MW of solar energy as part of this initiative, supporting our ongoing use of 100% renewable electricity and further advancing progress toward our broader decarbonization strategy. Once operational, the Solartrack facility is expected to generate approximately 10,000 MWh a year for Autodesk's contracted portion, equivalent to the amount used by about 3,700 Italian homes annually.
Autodesk technologies were used to plan, design, and deliver the renewable energy infrastructure. By combining collaborative procurement with the power of our platform, Autodesk continues to advance climate action while supporting the technologies and markets needed for a low-carbon future.
*Learn more
Frontier, which Autodesk joined in FY24, is a $1 billion private sector initiative focused on accelerating permanent carbon removal. During FY26, Frontier facilitated offtake agreements with Reverion, a Germany-based company that captures and permanently stores CO₂ from biogas while generating clean electricity using solid oxide fuel cell technology. Through this agreement, Frontier buyers committed $41 million to remove 96,000 metric tons of CO₂.
*
Learn more
Autodesk is continuing its support for super pollutant destruction and phase-down. Certain refrigerant gases can be thousands of times more potent than CO₂, making their mitigation critical to near-term climate action.3 Autodesk continues to support efforts to reduce these high-impact emissions through projects such
as Tradewater, which delivers durable solutions to permanently prevent some of the world's most potent GHG and ozone-depleting substances (ODS) from entering the atmosphere. For example, Tradewater partnered with Environmental and Industrial Solutions Co., a Saudi Arabia-based company that specializes in the recovery and management of refrigerant chemicals such
as CFC-12. Autodesk procured approximately 13,700 metric tons CO₂e of high-quality carbon credits in FY26 from this project.
*
Learn more
190,400
metric tons of CO₂e emissions were offset by 13 projects during FY26
FY26 Impact ReportOverview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 15
Our carbon footprint
Scopes 1 and 2
Combined Scope 1 and 2 GHG emissions4 decreased 10% in FY26, compared to FY25.
Workplaces (Scopes 1 and 2)Our workplaces represent the majority of Autodesk's Scope 1 and 2 GHG emissions. Autodesk collects high-quality data to track performance over time and drive progress toward our sustainability targets.
In FY26, Autodesk's workplace-related GHG emissions decreased 6% compared to FY25, primarily due to reductions in square footage and decreases in natural gas consumption. We work to reduce Autodesk's Scope 1 and 2 GHG emissions and enhance the overall environmental performance of our facilities in multiple ways, including the following:
Energy efficiency: In FY26, we continued converting fluorescent lighting to more efficient LED lighting in our Pier 9 technology center in San Francisco, United States.
On-site solar: We maintain on-site solar panels at our Birmingham, England, facility.
LEED certification: During FY26, 44% of the active square footage of facilities that contributed to our Scope 1 and 2 GHG emissions was in LEED-certified buildings, meeting
rigorous requirements for healthy, efficient, and cost-effective green buildings.
Local programming: Our workplace teams support local sustainability-focused initiatives, such as bike-to-work events and local park cleanups.
Food waste recovery: Our San Francisco office and technology center partner with local food recovery programs to redirect leftovers and reduce food waste.
Electronic equipment: We manage workplace electronic equipment responsibly in partnership with a global IT asset disposition vendor. In FY26, we refurbished 3,620 IT assets for reuse and recycled over 6,750 for material recovery, totaling 62 metric tons and avoiding 1,275 metric tons of CO₂e emissions.5
Autodesk total GHG emissions (market-based) in FY26
190,400
metric tons CO₂e*
0.5% Scope 1
0.0% Scope 2
99.5% Scope 3
* See detailed performance metrics in the Data summary.
† GHG emissions from Autodesk employee travel. Accounts for GHG emissions reductions from sustainable aviation fuel.
Autodesk operates a small fleet of leased vehicles in Europe. In FY26, we reduced fleet-related GHG emissions by 22% compared with FY25 and eliminated 71% of vehicles from the fleet.
Data centers (Scope 2)66.9% | 3.1: Purchased goods and services |
5.3% | 3.2: Capital goods |
0.7% | 3.3: Fuel- and energy-related activities |
0.3% | 3.4: Upstream transportation and distribution |
0.2% | 3.5: Waste generated in operations |
22.6% | 3.6: Business travel† |
3.4% | 3.7: Employee commuting |
0.1% | 3.13: Downstream leased assets |
Autodesk operates IT equipment within co-located data centers to support our software compute needs. GHG emissions associated with the electricity consumption of this equipment are Scope 2, while emissions from co-located data center facility operations and other overheads are Scope 3.
We strive to optimize data center energy efficiency by right-sizing storage, consolidating networks, and retiring inefficient hardware. During FY26, we decommissioned 338 rack units and 173 devices across our global data center footprint, reducing energy consumption by 27% while decreasing our physical data center footprint and cooling requirements.
For all installations and new data center builds, we used compact, single-rack designs to minimize energy use and space requirements. We source 100% renewable electricity for co-located data centers, and purchase carbon credits to compensate for residual non-electricity GHG emissions.
FY26 Impact ReportOverview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 16
Scope 3
Scope 3 emissions6 increased 23% from FY25 due to increases in our 3.1 purchased goods and services category. Our emissions are reflective of the evolution of our business based on our new transaction model that changed how we account for certain expenditures. For further information on this change, see the "Results of Operations" section of our FY26 10-K report.
*
FY26 10-K report
Procurement and supplier engagement (Category 1)Purchased goods and services comprised 67% of Autodesk's GHG emissions footprint in FY26. We calculate most of these emissions using a spend-based approach, and we strive to improve accuracy by using more supplier-specific emission factors. In FY26, the percentage of total supplier emissions calculated using supplier-specific emission factors was 15%, and we continue to refine our supplier data to enhance identification and mapping.
Through FY26, 25.3% of our purchased goods and services and business travel suppliers, by emissions, had set science-based emissions reduction targets validated by the SBTi, making progress toward our goal of 26.5% by FY27. Suppliers representing another 1% of supply chain GHG emissions have formally committed to setting science-based emissions reduction targets.
To enhance collaboration and disclosure, we encourage suppliers to respond to the CDP Climate questionnaire. In FY26, we received CDP responses from 181 suppliers with a response rate of 72%.
We also increased supplier engagement by segmenting our top spend suppliers into cohorts and initiating engagement activities such as individualized outreach, onboarding to our
supplier engagement platform, and providing access to tools and resources. The first cohort engaged covered about 6% of our total Scope 3 category 1 emissions.
Cloud and AI (Category 1)
Third-party cloud computing represents 9.8% of our procurement-related GHG emissions and 6.6% of our overall carbon footprint, so we work to optimize performance. We use activity data for runtime hours of cloud servers to calculate cloud electricity consumption and we collaborate with Autodesk's cloud financial operations team to identify cloud efficiency opportunities that save both cost and emissions.
As we continue to scale the development of AI for use in our software, we focus on increasing efficiency, reducing costs, and minimizing GHG emissions.
Autodesk works to continually improve how we monitor and manage our AI and machine learning workloads, recognizing the unique challenges of developing and operating third-party models as well as Autodesk-specific large language models.
Our analysis of cloud-related energy consumption over the past year shows a strong correlation between cost reduction and decreases in GHG emissions, demonstrating that many cloud analytics optimization efforts are delivering financial savings alongside environmental benefits.
To improve visibility and efficiency across our AI and machine learning environments, we have implemented standardized resource tagging to attribute cost and emissions by team and model, and automated hibernation of idle compute resources. These actions reduce unnecessary graphics processing unit usage, lowering costs and GHG emissions.
For example, during FY26 we worked to optimize translation, one of Autodesk's most compute-intensive services. This enhanced server performance and right-sized workloads, which reduced cost by 13% and can influence a proportional decrease in associated GHG emissions.
Major conferences (Category 1)Bringing together our global community involves significant travel, and we work to minimize related environmental impacts. Autodesk hosts three major conferences annually: Autodesk University, One Team Conference, and TechX. These events are all held both in person and virtually. We collaborate with our venues to improve the environmental performance of our events, such as by sourcing sustainable materials, encouraging waste reduction and sorting, and providing attendee shuttles between conference facilities and activities. In FY26, we compensated for 100% of conference-related GHG emissions by purchasing carbon offsets.
Business travel (Category 6)Business travel, our second-largest source of GHG emissions, represented 23% of our overall carbon footprint in FY26. Business travel emissions are down 5% from FY25. Although travel is essential to our business, we are committed to decarbonizing this emissions source.
We educate employees on sustainable travel practices and encourage travel bookings that minimize environmental impact. We also prioritize travel providers that have GHG emissions reduction goals and share emissions data with us, to improve the accuracy of our calculations and align with our emissions reduction targets.
Autodesk continues to support innovations that decarbonize the aviation sector, and we have purchased SAF from partners including United Airlines with the Eco-Skies Alliance, Lufthansa Group, and Alaska Airlines, maintaining our commitment to SAF purchases in FY26. We also entered into a new agreement with Twelve to procure power-to-liquid SAF, which aims to reduce lifecycle jet fuel GHG emissions by up to 90% compared to traditional fossil jet fuel. Lastly, we continued our membership and collaboration with SABA to keep up with industry developments and emerging standards.
Employee commuting and remote work (Category 7)Autodesk calculates the GHG emissions associated with employee commuting and remote work. Following guidance from the GHG Protocol, we include emissions associated with home office energy consumption in the employee commuting category.
From FY25 to FY26, GHG emissions from employee commuting increased 37%, due to a data correction. We purchase
EACs to cover 100% of employees' home office energy consumption globally.
FY26 Impact ReportGlobal culture
Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 17Our culture and belonging efforts are a strategic priority, closely tied to high performance and unlocking human ingenuity across Autodesk. As a global company, we have sharpened our focus to better reflect the needs, experiences, and perspectives of our employees and customers around the world.
This year, we strengthened our global culture and belonging approach to reflect a more cohesive, globally aligned strategy. We are focused on building an environment where employees everywhere can do their best work, innovate, contribute to the company's success, and thrive.
Bringing our values into how we work: The next leg of our culture journey
Autodesk has a clear belief: culture is a strategic driver of business performance. Together, we define the behaviors that will shape Autodesk's next chapter. In FY26, we brought this vision
to life with the launch of One ORBIT, our shared framework for how we work, which connects strategy, leadership, and employee experience. It represents an important step forward for Autodesk, translating our values into consistent, everyday practices
that empower our people to innovate, collaborate, and drive meaningful impact.
One ORBIT: Our shared way of working
How we work
One Autodesk
Fast or far, we go together
Our values
Optimistic
We believe in better
Relentless
We are unstoppable in our pursuit of results
Brave
We take smart risks and make bold decisions
Ingenious
We reimagine what is possible
Trusted
We earn and build trust through every interaction
One ORBIT connects our culture to performance and provides a shared framework for how we work, lead, and deliver for our customers. By bringing together our behaviors and values, it
guides how we collaborate, make decisions, innovate, and achieve results across Autodesk (see box).
In FY26, we brought One ORBIT to life through coordinated global events, with senior leaders sharing personal commitments and stories that connected the values to everyday work. Teams
were equipped with practical tools, including discussion guides and a digital hub, to support adoption. We also integrated One ORBIT into our peer recognition system, as well as our hiring and onboarding processes, with materials translated into 12 languages to support employees worldwide.
During the year, we also launched Orbitals, a global ambassador network that quickly grew to more than 600 employees across regions and roles. These employees serve as culture champions, conversation facilitators, and feedback partners. Complementing this grassroots momentum, we delivered One ORBIT training and hosted interactive workshops with executive leadership teams.
By the end of FY26, more than 80% of employees had participated in training about the framework. Employees consistently cite the simplicity and clarity of One ORBIT.
*
Learn more
FY26 Impact ReportOverview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 18
Culture drives employee experience
To understand the impact of One ORBIT, we added 18 Culture Health Index questions to our employee survey. This established a baseline and helped us understand how employees were experiencing One ORBIT, how leaders are modeling related behaviors, and how employees are practicing the values within their teams. When we conducted the survey six months later, our company averages improved across every One ORBIT dimension, reflecting increased clarity and consistency throughout the organization.
Early data also show improved enterprise-level perceptions tied to One ORBIT, while the Orbitals ambassador network signals strong voluntary engagement and shared ownership. We are seeing greater alignment across functions, faster decision making, and fewer siloed approaches, an early sign that One ORBIT is becoming central to how we collaborate and deliver.
Autodesk's strong company culture, including demonstrating care for employees, creating a sense of belonging, providing flexibility, and supporting career goals, contributes to high levels of employee engagement. Our employee engagement score of 82 in 2025 was equal to the top 10th percentile of companies using our survey vendor, Glint.7
A global culture of belonging
A strong culture sets clear expectations for how we work; a culture of belonging ensures everyone can thrive within it. In FY26, we continued advancing belonging across leadership, innovation, and community while expanding global perspective and creating spaces where every Autodesker can contribute fully and feel seen.
Investing in our next generation of leaders
Employee engagement*
100
83 83
82
75
50
25
0
2023
2024
2025
* Represents the average employee engagement score over two pulses during a given fiscal year. The engagement score is on a scale of 1-100 measuring the average outcome of two questions, eSat and Recommend. These data are reported on a calendar year basis.
As a global company, our leadership must mirror the diverse perspectives of our customers worldwide.
In FY26, we ran the third cohort of a six-month leadership development experience designed to strengthen our global leadership pipeline. Twenty employees from across Autodesk participated in a combination of sponsorship, skill-building, and applied learning grounded in real business challenges.
The experience culminated in a capstone presentation, where participants shared AI-driven solutions to Autodesk customer needs.
This demonstrated that combining sponsorship with hands-on, business-focused problem solving can accelerate leadership readiness while also generating ideas with tangible impact.
"I rejoined Autodesk because of the amazing culture here, which promotes innovation, collaboration, and sustainability. There is a sense of belonging, which promotes openness in sharing ideas. The opportunity to work on cutting-edge technology and having a direct impact on so many industries is what makes Autodesk stand out from
other companies."
Ashwin, Software Architect, Autodesk
Bringing together employees from different regions and functions strengthened cross-company connection and broadened perspectives, both critical to building globally representative leadership. Several of the ideas generated have continued to be developed by internal teams, extending the impact beyond the program itself.
Honoring local traditions and customs
Honoring the local traditions and customs of Autodeskers around the world is central to our culture of global inclusion and belonging. Throughout FY26, we recognized a range of observances celebrated across our global community.
In some locations, these days are recognized as public holidays. To increase employee awareness about the significance, histories, and customs of these observances, we provide fact sheets
that help managers understand the impact of these days on team members and business initiatives and foster a global leadership mindset.
Employee Belonging Groups
In FY26, we renamed our Employee Resource Groups to Employee Belonging Groups (EBGs) to better reflect their purpose: fostering connection, community, and a strong sense of belonging across Autodesk. EBGs are employee-driven, open to all employees, and essential to enhancing a sense of belonging across the company.
We proudly support nine EBGs:
Autodesk Asian Network
Autodesk Black Network
Autodesk Indigenous Network
Autodesk Latinx Network
Autodesk MIND Network
Autodesk PRIDE Network
Autodesk Veterans Network
Autodesk Women's Network
Autodesk Young Professionals Network
EBGs play a pivotal role in engaging and retaining our talented community of Autodesk employees. They contribute to a work environment that fosters learning and draws on all perspectives and experiences to enrich how we work together as One Autodesk.
FY26 Impact Report
Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 19Attract and retain a global workforce
We all win when we attract, retain, and advance talented individuals with a broad range of perspectives and backgrounds that help us meet our customers' needs. Our sourcing and networking efforts include a focus on expanding our markets for talent. By widening our talent pipelines, we can attract and retain the most capable, skilled, and top-tier professionals. This strengthens our ability to engage an ever-expanding customer base that fuels our competitive edge, increases customer trust, and drives sustainable growth and success in a dynamic global marketplace.
Investing in partnerships
We continue to expand our networks and investments in targeted professional and academic partnerships as well as professional organizations worldwide that increase access to wider pools of talent in key sectors such as technology. Using our extensive portfolio of programs, such as scholarships, internships, sponsorship agreements, mentorship, and development, we can attract, nurture, and retain top-tier talent.
*
See detailed employee workforce metrics in the Data summary.
Autodesk Foundation's global approach
"The culture at Autodesk is what keeps me here. My team is encouraged to take risks and think outside the box, which usually brings forward some new and innovative ideas. Additionally, we are encouraged
to collaborate across teams, which helps bring a diverse set of problem solvers to each problem. I have also had the opportunity to attend conferences that allow me to learn and grow both professionally and personally."
Jamie, Research and Design Engineer, Autodesk
Global representation is core to the Autodesk Foundation's aim to catalyze climate and workforce solutions. The Autodesk Foundation invests in a worldwide portfolio of start-ups and nonprofits that are transforming Autodesk's industries to be more sustainable and resilient.
*
Learn more about the Autodesk Foundation's efforts.
Pay at Autodesk
Autodesk remains committed to equal pay for our employees. We regularly conduct pay analyses to review and refine our programs to support equitable pay globally. We are now concluding our multiyear journey to refresh job catalogs to allow for more meaningful comparison across job function and family, enabling more comprehensive analysis. We have continued Fair Pay at Hire, which means that we do not ask candidates about their prior
company compensation in the United States and in most countries. Job postings across North America include our expected salary range, and this information is shared with candidates upon request, globally. We are transparent about our salary structures, bonus targets, and long-term incentive guidelines to ensure employees are clear on where they stand and to give employees insight on how those items compare to the external market. We have modernized our approach to utilizing market data to improve competitiveness in compensation. To attract, retain, and support our highly qualified employees, we offer competitive compensation and benefits, which include an element of choice to meet the needs of our employee population globally.
FY26 Impact Report
Overview Model sustainability leadership Enable sustainability solutions Scale sustainability outcomes Operate with integrity Appendix 20Embracing hybrid work
Autodesk embraces flexibility in the world of hybrid work. This fuels our mission, enhances our culture, and connects us to one another in a highly distributed workforce.
Through Flex Forward, our flexible work program, we aim to boost productivity, connection, and belonging, and foster a hybrid-first culture that enables us to access a global and diverse talent pool. Our model is hybrid flexible, meaning that it aligns work arrangements with job needs, while providing as much personal flexibility as possible. We believe this approach drives engagement, increases productivity, and supports a more inclusive environment for all employees. Additionally, we recognize the impact that customized work arrangements can have to support in-person connection and collaboration.
Our new Culture Guide serves as our foundation as we continually adapt to more flexible and sustainable ways of working that enhance employee experience while meeting the needs of our dynamic and growing business.
Harnessing hybrid work
Flex Forward enables Autodeskers to be highly productive in the context of a hybrid world. Connection and belonging are more important than ever, as they are essential to effective collaboration and innovation.
We also recognize the incomparable benefits of spending time together in person to build relationships, collaborate, and solve complex business problems. We offer spaces in our facilities that provide conference-like experiences for employees, to support high-quality time together, both planned and spontaneous. We will continue to invest in enabling meaningful, intentional, and purpose-driven gatherings in the most critical office locations for our business.
Hybrid work philosophy
Awards
Forbes World's Best Employers 2025
Fast Company Best Workplace for Innovators
Forbes World's Top Companies for Women 2025
Our hybrid work philosophy underpins our efforts and helps us to reimagine how we collaborate, innovate, and shape inclusive team norms.
- Flexibility is at the heart of Flex Forward. We maximize employee flexibility to work inside or outside the office in ways that meet personal needs, while maintaining high productivity and balancing functional job requirements and team collaboration.
- Hybrid is our default work arrangement. It provides us the best of both worlds and can be customized to meet the differentiated needs of our employees and their roles.
-
In-person time together is critical to how we operate.
Autodesk values rich in-office experiences to maintain our culture and enable in-person connections.
-
We embrace differences. Implementation of Flex Forward may vary for different roles, teams, cultural norms, career
stages, and individual needs, but the underlying framework and philosophy remains the same.
- We maintain up-to-date offices. We use these facilities to gather with intention and purpose.
- Our ways of working are inclusive and continually evolve along with the needs of our business and employees. These reflect our values and our distributed workforce.
- Hybrid work enhances productivity. Providing a range of ways for employees to work and connect improves collaboration and outcomes.
- Managers bring flexible work to life. They are empowered to make decisions on gatherings and workplace designations for their teams.
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Autodesk Inc. published this content on May 06, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on May 06, 2026 at 13:09 UTC.
