ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2022

SOCIAL — WORKPLACE GOVERNANCE APPENDIX 2022 ESG REPORT | i

TABLE OF

CONTENTS

A Message from Our Chief Sustainability Ofcer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Building Our ESG Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Cutting Our Carbon Emissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Lowering Our Water Consumption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Reducing Our Waste . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Sustainability in Our Supply Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Social: Mission Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Our Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Preparing People and Communities for the Impact of Climate-Caused Extreme Weather . . . . . . . . . . . . . . . . . . 8

Adapting Our Response Services to Address the Increasing Impacts

of Extreme Weather on Vulnerable Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Building Capacity to Meet Increased Climate-Caused Demand for Disaster Relief . . . . . . . . . . . . . . . . . . . . . 9

Serving Diverse Communities Equitably Throughout our Mission Delivery . . . . . . . . . . . . . . . . . . . . . . . . . 10

Ensuring Social Responsibility in Our Supply Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Social: Workplace and Organizational Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Embracing Workforce Diversity, Equal Opportunity and Non-discrimination . . . . . . . . . . . . . . . . . . . . . . . . 12

Workplace Health and Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Volunteer and Employee Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

 CompetitiveCompensationandBenets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Governance, Oversight and Transparency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Managing Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Data Responsibility, Privacy and Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Compliance and Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Global Reporting Initiative (GRI) Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

ESG REPORT 2022 | iAPPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT

A MESSAGE FROM OUR CHIEF SUSTAINABILITY OFFICER

Since our founding in 1881, the American Red Cross has focused on preventing and alleviating

the suffering caused by disasters and emergencies. Whether it was supporting our brave men and

womeninuniformduringtimesofwar,creatingtherstcivilianbloodcollectionprogramornding

new ways to meet needs through countless disasters, we have a long history of rising to meet the

moment at times of crisis. As an organization, we have also long understood that it is not just our

mission, but how we deliver our mission, that matters.

With that in mind, in 2021, the Red Cross established its Environmental, Social and Governance (ESG) program

andIwashonoredtobeappointedasitsrstChiefSustainabilityOfcer.ThroughourESGandSustainability

efforts, we are enhancing our close focus on how we care for the communities we serve, our workforce and the

planet while we carry out our mission.

ThisrstannualESGreportexpressesourintentiontofocusnotjustonwhatwedo—ourmission—butalsoonhow

we do it. You’ll read about the work we’ve done to weave environmental, social and governance concerns into the

fabric of the Red Cross. You’ll also read about where we plan to go from here. While we’re proud of our progress,

we know the potential impact of our ESG work is enormous and there is much more to do. With every year, we plan

to build on our efforts. We’ll be eager to share what we learn and accomplish along the way in future reports.

Under the vision of our leadership team and oversight of our Board of Governors, each of us in the Red Cross

community—volunteers,employees,donors,partners,suppliers,clientsandcustomers—hasaroletoplay.Withthis

reportasastartingpoint,wehopeyou’lljoinus—inspiringus,sharingyourideasandholdingusaccountableaswe

progress. We know that our focus on ESG efforts will make us stronger, more resilient and better able to prevent

and alleviate suffering through whatever crises arise in the future.

Noel Anderson

ChiefSustainabilityOfcer

Printing a 20-page document produces 1kg of carbon versus 0.3kg for reading digitally.

This document was designed to be read in a digital format.

Please consider the environmental impact of printing.

ESG REPORT 2022 | 1APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT

BUILDING OUR ESG FRAMEWORK

Withournewanddeliberatefocusontheeffectsofclimatechange,wehavecreatedaunifyingframeworkforourESGeffortsreectingthemajorprioritiesofourorganization.Wehave

fourdistinctpillars:environment,mission,workplaceandorganizationalculture,andgovernance.WedividedthetraditionalsocialpillarofESGintotwocomponents—onegivesfocusto

our mission and the other emphasizes our investments in our workforce and organizational culture. Our report embodies this framework and is organized accordingly.

We have developed this report in alignment with the Global Reporting Initiative’s (GRI) standards for sustainability reporting. Our GRI Content Index can be found in the

appendix of this report.

ENVIRONMENT

SOCIAL — WORKPLACE AND

ORGANIZATIONAL CULTURE

SOCIAL — MISSION DELIVERY

GOVERNANCE

SOCIAL — MISSION ESG REPORT 2022 | 2APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT APPENDIXGOVERNANCESOCIAL — WORKPLACE

ENVIRONMENT

CUTTING OUR CARBON EMISSIONS

During the past year we compiled and analyzed four years of

energy consumption and emissions data to establish a solid

baseline to measure our greenhouse gas reduction efforts.

Lowering Emissions in Red Cross Facilities

Over the last four years, our energy consumption has

decreased by 15% while our Scope 1 and Scope 2

emissions (see chart on page 4) have decreased 18%. A

large portion of this decrease is attributable to the 16%

reduction in our facilities footprint, as measured by square

footage. The balance of the reduction is likely attributable to

the COVID-19 pandemic and the decreased use of facilities

duringscalyears2020and2021.

To make further reductions, we plan to assess our highest

carbon emitting facilities and identify strategic investments

toincreaseenergyefciencyandlowercarbonemissions.

We have also begun purchasing green energy for our

facilities in four states and we anticipate this will decrease

our electricity emissions by at least 9% in FY 2023.

Investing in a Sustainable Fleet

Overthenextveyears,theRedCrosswillreduceourfossil

fuelconsumptionbyright-sizingoureetof4,500vehicles

and maximizing the use of hybrid or electric vehicles (EVs)

where feasible. Beginning in FY 2023, we will use pilot

programs to optimize and accelerate our transition to EVs.

The Red Cross is committed to doing our part to

help mitigate the climate crisis and reduce our

environmental footprint by implementing a multi-year

plan to cut our emissions, reduce our waste and lower

our water use.

This work is already underway as we invest in green energy,

prioritize the purchase of supplies made from recycled and

recyclable material, install water conserving equipment and

switch to eco-friendly cleaning products. As we continue

to measure and better understand our environmental

impact, we will build on and expand our efforts to reduce

our footprint.

Between 2019 and 2021 the Red Cross converted

over 100,000 xtures to LEDs

across more than 3.65 million square feet of real

estate, which includes all of our largest facilities.

Our energy consumption has decreased by 15%.

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 3ENVIRONMENT SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACE

Reducing the Emissions of Our Purchased Supplies and Services

In FY 2022, we concluded our initial Scope 3 emissions screening using FY 2019 as a

baseline which revealed that purchased supplies and services represent the largest area

of Red Cross Scope 3 emissions. We will conduct further investigation into our purchased

supplies and other top sources of Scope 3 emissions to support our sustainable supply

management initiative.

LOWERING OUR WATER CONSUMPTION

In our baseline year, FY 2019, the Red Cross water footprint was 163 million gallons

(or approximately 14.6 gallons per square foot). Starting in FY 2023, the Red Cross will

begin to reduce our water usage by conducting assessments and testing water reduction

strategiesathigh-priorityfacilities—thosethathavebothhigherwaterusageandare

inwaterstressedareas.Reductionstrategieswillincludeupgradingwaterxtures,

minimizing non-essential water usage (such as for landscaping), repairing equipment that

requires water, leveraging technology to detect leaks and, in some cases, implementing

ways to reuse water. Data and lessons learned from pilot programs will guide the

creation of new organization-wide facility standards, workforce education and training

opportunities, and potential business process changes.

Carbon Footprint

Scope 1: Direct emissions from fuels we

use in our vehicles and facilities

Scope 2: Indirect emissions from

electricity and steam purchased

(generated at utility)

Scope 3: All other indirect emissions that

occur in our value chain not

counted in Scope 1 and 2

*Calculated in tons of carbon dioxide equivalent (MT CO

e).

20,000

40,000

60,000

80,000

100,000

120,000

140,000

FY19

130,818

32,398

27,254

FY20

119,942

29,709

24,698

FY21

109,889

26,366

23,686

FY22

107,347

26,563

22,795

71,166

65,535

59,837

57,990

Total Scope 1 & 2

Emissions

Market-Based

Scope 1 Fleet

Scope 1 Facilities

Scope 2 Facilities

Supplies and services represent the largest

area of Red Cross Scope 3 emissions.

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 4ENVIRONMENT SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACE

REDUCING OUR WASTE

In FY 2020, the Red Cross produced approximately

11,400 tons of waste; 77% of which is non-regulated

waste and 23% of which is regulated medical waste from

our blood collection and manufacturing processes. The

Red Cross currently recycles approximately 30% of

non-regulated waste at our onsite facilities (24% of

our overall waste footprint).

To reduce the amount of waste the Red Cross generates

annually, we will reduce our use of materials, replace single-

use items with reusable items, divert waste to recycling and

compost wherever possible and engage and educate our

workforce. During FY 2023, we plan to add equipment and

staff engagement programs to encourage replacement of

single-use items and increase recycling. We also plan to

expand opportunities with waste suppliers to generate new

recycling opportunities at our facilities.

Reduce

The Red Cross uses plastic lancets to

collectbloodfromthengersofpotential

blood donors to evaluate their eligibility to

donate. By streamlining our process, we reduced our

use of plastic lancets without compromising safety. We

also worked with our microcuvette supplier to reduce

packagingwastebyttingmoremicrocuvettesineach

box, which also led to a reduction of shipments and

a decrease in our carbon footprint. The microcuvette

supplier will now provide this more sustainable and

efcientsolutiontoalltheircustomers.

Reuse

The Red Cross receives and distributes

approximately 4-10 million single use

plastic water bottles in an average year. We

partnered with the University of Miami Herbert Business

School’s Sustainable Business program to develop

alternatives to single use water bottles that will work

inouroperations.Theprojectidentiedopportunities

for process improvements, strategic partnerships and

educational campaigns. For example, installing water

rellstationsinourfacilitieswillhelptoreplacesingle-

use bottles with reusable water bottles.

Recycle

The Red Cross has maintained an IT

e-Waste recycling program since 2019.

Recycling e-waste conserves energy, reduces

greenhousegasemissions,reusesnitenatural

resources and keeps harmful toxins such as lead, zinc

andmercuryfrompollutinglandllsanddrinkingwater.

Over the lifetime of this program, we have recycled

10,559 devices, preventing over 215 million gallons

of water from being contaminated and reducing

almost 22,000 lbs. of greenhouse gas emissions.

IT E-Waste Recycling Program (in tons)Waste Footprint

FY20

FY21

FY22

16.1

Regulated

Medical Waste

Non-Regulated

Waste

Recycled

31.4

24%

23%

53%

34.8

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 5ENVIRONMENT SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACE

SUSTAINABILITY IN OUR SUPPLY MANAGEMENT

Our commitment to sustainability extends to our suppliers. By

implementing new environmental screening processes in our supply

chain, we are demonstrating our leadership and inspiring our suppliers

to reduce their own environmental footprints and set the expectation that

their business practices are consistent with the sustainability objectives

of the Red Cross.

In FY 2022, we created a new supplier onboarding process to improve

monitoring and governance over onboarding activities and to enhance

supplier risk methodology practices. This new process includes

screening for environmental risks such as compliance with environmental

laws and regulations, and supplier sustainability plans and goals. The

Red Cross supply management team will use risk management tools to

monitor environmental impacts of existing Red Cross suppliers; they will

trackandreportanynegativeenvironmentalimpactsidentiedalongwith

related actions taken.

By implementing new environmental screening processes

in our supply chain,

we lead and inspire

our suppliers to reduce their own

environmental footprints

and set the

expectation that their business practices are consistent

with the sustainability objectives of the Red Cross.

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 6SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

OUR WORK

Each day, thousands of Red Crossers provide compassionate care to those in need. Our network of generous donors, partners,

volunteers and employees share a mission of preventing and relieving human suffering, here at home and around the world.

Together we roll up our sleeves and help people on their darkest days.

TheAmericanRedCrossworkstodelivervitalservices—fromprovidingreliefandsupporttothoseincrisistoteachinglifesaving

skills—soourcommunitiesarebetterpreparedwhentheneedarises.Withthisyear’sESGreport,wearegivingextrafocusto

our efforts to prioritize the needs of those communities that are most vulnerable and to ensure our services are equitable and

culturally appropriate.

International Services

he Red Cross works every day to reconnect

families separated by crises, rebuild communities

devastated by disasters and help eliminate global

disease. Some 1 in 65 people around the world

are helped by the Red Cross or Red Crescent

each year.

Service to Our Military Members, Veterans and

Their Families

The Red Cross serves the U.S. military community

from enlistment oath to life as a veteran. Each year,

we assist more than 240,000 military and veteran

families, connecting families during emergency,

offering resiliency training for military life, providing

comfort at military and veteran facilities and

supporting caregivers.

Disaster Relief

We respond to an average of more than 60,000

disasters every year— the majority home

res.Weprovidefood,shelter,reliefsupplies,

emotional support, recovery planning and other

assistance— services that are always free of

charge for anyone affected by a disaster.

Lifesaving Blood

Every 2 seconds, someone in the U.S. needs

blood. The Red Cross provides about 40% of our

nation’s blood and blood components, all from

generous volunteer donors.

Training and Certication

More than 4.6 million people turn to us every year

tolearnlifesavingskillssuchasrstaid,CPR,

babysitting, water safety and more.

Eachyear,thegeneroussupportofourdonorsandpartnersenablesourworkforce—90% volunteers— 

to help millions of people in the U.S. To learn more about our mission, please visit redcross.org.

SOCIAL —

MISSION DELIVERY

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 7SOCIAL — MISSIONENVIRONMENT APPENDIXGOVERNANCESOCIAL — WORKPLACE

PREPARING PEOPLE AND COMMUNITIES FOR THE

IMPACT OF CLIMATE-CAUSED EXTREME WEATHER

Today, the impacts of the climate crisis are disrupting lives and causing devastating harm to people across

thecountryandaroundtheglobe.In2021,morethan40%ofAmericans—130millionpeople—livedina

county struck by an extreme weather event. And globally, people were forced from their homes 23.7 million

timesbydisastersin2021.Asarst-handwitnesstothesufferingofpeopleaffectedbydisasters,the

American Red Cross is taking action to help these communities become more resilient to extreme weather.

Domestically, the Red Cross launched a groundbreaking initiative in FY 2023. Spanning eight targeted

locations across seven states, it focuses on communities with both high social vulnerability and climate-

caused disaster vulnerability. In these areas, teams of local Red Cross leaders will build capacity and

partnerships with regional health, housing and/or hunger organizations, strengthening our ability to respond

to disasters together.

ManynationswithinourglobalRedCrossnetworkarefacingsignicantclimateimpactsincludingextreme

weather. Communities in these nations need support to build climate resilience. Through our international

programs,wewillmakestrategicinvestmentsincountriesthatfacesignicantclimateriskandhighlevels

of social vulnerability. These investments will focus on the following:

Reducing climate-related

disaster risks in urban areas by

expanding local coalitions and

creating partnerships that help

the most vulnerable.

Implementing pre-disaster

“anticipatory” actions, such as

earlynancialassistance,grants

and technical assistance.

Training and engaging youth

leaders worldwide to inspire

grassroots climate actions.

Enhancing our disaster response

services for an increasing

number of large-scale, global

disasters focused on helping the

most vulnerable.

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 8SOCIAL — MISSIONENVIRONMENT APPENDIXGOVERNANCESOCIAL — WORKPLACE

ADAPTING OUR RESPONSE SERVICES TO ADDRESS THE INCREASING

IMPACTS OF EXTREME WEATHER ON VULNERABLE COMMUNITIES

As part of our domestic response to climate-caused extreme weather, the Red Cross is also expanding our

nancialassistancetohelpmorepeoplewiththegreatestneeds,bridgingthecriticalgapbetweenimmediate

disaster relief and long-term recovery assistance. We are also enhancing support services for people forced

from their homes, better meeting the increasing and unique needs of our shelter residents. This includes

specially trained caseworkers to help shelter residents navigate the complex and confusing recovery landscape

and assigning Red Cross advocates to provide post-shelter support for those at greatest risk of long-term

displacement and economic hardship.

Internationally, we support an average of 25 disaster responses each year by providing nancial support,

sending relief supplies and deploying disaster specialists. In addition, we provide immediate and longer-

term recovery assistance to disaster clients where resources allow. Moving forward, we will continue to invest

in and accelerate our cash and voucher assistance for disaster clients, providing them with a direct way to

meet their needs, and ensuring a more consistent, lower-emissions alternative to large-scale distribution of bulk

relief supplies. We will also incorporate climate adaptation into the recovery process so communities will be more

resilient to the next disaster.

BUILDING CAPACITY TO MEET INCREASED CLIMATE-CAUSED DEMAND

FOR DISASTER RELIEF

Withthenumberofbillion-dollardisastersdoublinginthelastveyears,theRedCrossmustbuilditsdomestic

disaster response capacity, especially in areas with vulnerable populations. We are making investments across

our regional network to increase, retain and develop Red Cross employees empowered to forge and strengthen

community partnerships, while also responding to an increasing number of disasters. We are also deepening our

volunteer recruitment efforts, to help us link urgent community needs with volunteers who are ready and willing to

assist their neighbors in times of crisis and hardship.

Internationally, we are building capacity by committing additional funds to ensure operational readiness. This

includes retraining local employees and volunteers to better understand the importance of preparedness in a

context of increased climate-induced risks. We are also allocating additional funds to maintain our network of

trained disaster workers, warehouses, relief supplies and equipment to support vulnerable communities as they

face more frequent and extreme disasters.

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 9SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

SERVING DIVERSE COMMUNITIES EQUITABLY

THROUGHOUT OUR MISSION DELIVERY

The Red Cross is fully committed to developing and maintaining a diverse, high-

performingworkforceofemployeesandvolunteerswhoreectallthecommunitieswe

serve; cultivating a collaborative, inclusive and respectful work environment that empowers

all contributors; and leveraging diverse partnerships. These critical commitments help

to ensure the Red Cross can equitably and competently deliver culturally appropriate

services, supported by effective community leadership and engagement. One of three

pillars in our Diversity, Equity and Inclusion (DEI) Action Plan is equitable mission

deliveryandwehaveinvestedinspecicinitiativestostrengthenourabilitytosupport

diverse communities.

Engaging Latino Communities:

There are an estimated 62.1 million Latino/Latinx or Hispanic people in the United

States—thelargestminorityinthecountry,comprising18.7percentofthepopulation.

According to the U.S. EPA, Latino communities are more likely to face climate-driven

extreme weather.

In 2021, the Red Cross launched its Latino Engagement Team (LET) program to better

respond to the needs of Latino communities. LETs are working to build relationships

and expand service delivery in Latino communities. Core engagement activities include

community meetings and outreach, neighborhood level service delivery, volunteer

recruitment, and building partnerships to support disaster response. LETs work closely

with partner organizations to ensure Red Cross services reach Latino and Hispanic

community members. Through these efforts, the Red Cross seeks to be a trusted and

welcomed organization in all communities, so we can realize our mission of preventing

and alleviating human suffering.

Latino Engagement Teams build

relationships and expand service

delivery in Latino communities.

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 10SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

Improving the Blood Supply for Sickle Cell Patients:

Asagroup,peoplewithsicklecelldisease—mostofwhomareAfricanAmericanorBlack—oftenrelyuponfrequentblood

transfusions to prevent and reduce painful and sometimes life-threatening symptoms. Blood given to sickle cell patients

must be matched very closely to reduce the risk of developing complications from transfusion therapy. One in three African

American blood donors are a match for people with sickle cell disease.

The Red Cross is dedicated to identifying the most compatible matches for blood transfusion for people living with

sickle cell disease by using in-depth testing, typing and matching. To this end, we have launched a major effort

to increase the number of Black and African American blood donors over the next several years.

Advancing Swim Instruction and Water Safety in Diverse Communities:

In the U.S., drowning is a leading cause of death for children and is disproportionately higher in some racial and ethnic

groups; CDC research has found that 64% of African American, 45% of Hispanic/Latinx and 40% of Caucasian children

have little to no swimming ability. Children under 14 account for 20% of drowning deaths with black children ages 5-19

drowning at rates 5.5 times higher than white children.

To help close this gap, the Red Cross established the National Aquatics Diverse Partners Alliance (NADPA)

comprised of likeminded partners committed to reducing the high drowning rates in African American, Latino and

Native American communities. Members agree to advance water safety in their communities through facilitating water

safety sessions, swim lessons and youth lifeguard recruitment.

ENSURING SOCIAL RESPONSIBILITY IN OUR SUPPLY MANAGEMENT

In addition to screening for environmental concerns, our new supplier onboarding process includes screening for social risks such as compliance with ethical sourcing standards, and

fair labor and employment practices. The Red Cross supply management team will use risk management tools to monitor social risks of existing Red Cross suppliers; they will track

andreportnegativesocialrisksidentiedalongwithrelatedactionstaken.

The Red Cross also has a supplier diversity program which proactively seeks out and prioritizes minority, women, LGBTQ+, disabled and veteran-owned business enterprises. We

have a $65M target for diverse business spend over the next 3 years. By spending money with diverse suppliers in the communities we serve, we help generate local revenue and

jobs, which contribute to community resilience and stronger recovery when disaster occurs. In addition, the Red Cross has incorporated diversity requirements throughout our supply

management processes.

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 11SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

EMBRACING WORKFORCE

DIVERSITY, EQUAL OPPORTUNITY

AND NON-DISCRIMINATION

Our vision is to cultivate a culturally competent and inclusive

Red Cross, where the make-up of our volunteers, employees

anddonorsincreasinglyreectsthepeopleandcommunities

we serve and where our products and services are delivered

in a culturally appropriate manner.

In 2020, to help us achieve our vision, Red Cross President

and CEO Gail McGovern made it a top priority for the

organization to improve workforce diversity at all levels. As

part of that vision, our hiring managers are charged with

ensuring a diverse pool of candidates for all open positions

with additional emphasis on management positions. Our

Talent Acquisition team is developing and executing

strategies to recruit more diverse employees. And our Human

Resources team is implementing retention and succession

planning to support diverse candidates in a manner that

is equitable.

SOCIAL —

WORKPLACE &

ORGANIZATIONAL

CULTURE

As a humanitarian organization whose mission embodies

compassion, hope and comfort, people are at the center

of all that we do at the Red Cross. Our employees and

volunteers are our greatest asset. Embracing the rich

diversity of our workforce, we champion equal opportunity

for all our workers. We defend their rights to a workplace

that is safe and free from harassment, intimidation and

discrimination. We value the contributions of our team

members, investing to ensure that our compensation

andbenetsarecompetitive,fairandconsistentwithour

humanitarian goals.

At the Red Cross, we aspire to be a

workplace where all our employees and volunteers feel

included, valued, empowered and inspired to take their

place in our long, proud history of humanitarian service.

TMRGs are a source of invaluable insight into the cultures and communities each group

represents. They serve as guideposts for communicating and forming connections with our

diverse team members, clients, partners and donors. TMRGs connect our employees and

volunteers, and they provide forums for all Red Crossers to have an opportunity to express

themselves, gain professional development experience and contribute to and support

organizational goals. Our TMRGs include:

• Ability Network

• AsianAmericanandPacicIslander

Resource Group

• Latino Resource Group

• PRIDE (LGBTQ+ Resource Group)

• Umoja (African American Resource Group)

• Veterans+ Resource Group

• Women’s Resource Group

Red Cross Team Member

Resource Groups (TMRGs)

ESG REPORT 2022 | 12SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

Our vision of a diverse and inclusive workforce includes our volunteers as they

carry out 90% of our community and humanitarian work by providing care and

services across all aspects of our organization.

To achieve a more diverse and inclusive

volunteer workforce, we are building effective partnerships with diverse community

organizations, providing cultural competency training and developing new methods to

better measure the diversity of our volunteer workforce.

Not only are we striving for a diverse workforce, but we also want to ensure an inclusive

workplace where all volunteers and employees feel welcome. To support this aspiration,

all employees are required to complete Inclusive Team Member training, and all managers

are required to take training on leading teams inclusively. We regularly offer employees and

volunteers cultural competency events. In 2020, we launched an interactive series called

Learning2Actiondesignedtohelppeoplehavedifcultconversationsaboutdiversity,

allyship and unconscious bias, and in 2022, we debuted an annual month-long Allyship

in Action series to showcase more opportunities for team members to support, honor and

celebrate one another.

Equal Opportunity and Handling Discrimination

The Red Cross is committed to a work environment where all persons are treated with

respect and dignity and provides equal opportunity to all employees, volunteers and

applicants in every aspect of the employment and volunteer service process. We do not

discriminate against or tolerate discrimination against, or harassment of, any person on

the basis of race, color, religious creed, religion, sex, gender, sexual orientation, national

origin, age, physical disability, mental disability, medical condition, veteran or military

status, marital status, citizenship status, ancestry, gender identity, gender expression,

genetic information, genetic conditions or predisposition to certain diseases or any other

characteristic protected by applicable law. The Red Cross does not tolerate intimidation,

threats,coercionorretaliationagainstanyoneforactivitiesprotectedbylawsuchasling

a complaint or assisting in investigations.

These policies are outlined in our Equal Employment Opportunity Statement as well as

our employee and volunteer handbooks. All employees are required to complete annual

workplace respect and harassment prevention training. Any employee or volunteer can

use our dispute resolution process to share issues regarding conditions of employment

or human resource policies or procedures. Complaints made by Red Cross volunteers

regarding harassment, discrimination and other serious offenses are investigated by Human

Resources in the same way as those of paid employees.

Veterans 6.5%

People with Disabilities

7.5%

Employees Volunteers

Veterans 6.0%

Active Member U.S. Military

1.8%

Employee Demographics Volunteer Demographics

Native American 0.7%

Asian 5.0%

Black 21.5%

Latino 10.1.%

Hawaiian+* 0.4%

White 59.6%

Two or More 2.6%

Native American 0.5%

Asian 18.0%

Black 9.5%

Latino 12.0%

Hawaiian+* 0.5%

White 55.0%

Two or More 2.7%

Other 2.0%

*NativeHawaiianorOtherPacicIslander

ESG REPORT 2022 | 13SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

WORKPLACE HEALTH AND SAFETY

The Red Cross is committed to the highest standards of health and safety, injury

prevention and ensuring a safe working environment for employees and volunteers as they

carry out our mission.

We value safety, health and wellness as an integral part of all

mission activities, and we continuously strive to deliver our mission with no harm

to our volunteers, employees, donors, clients or the environment.

We strengthen

our organization by creating a safety culture that supports continuous improvement with

focus on health and safety across all lines of service, and whether our workforce is home,

traveling or out in the community delivering our mission.

The Red Cross worked with a partner to provide AI-driven vision

processing technology enabling ergonomic task evaluation and offers

ergonomic evaluations of workstations for all employees, including those

who now work virtually.

Our Heat Illness Prevention Program provides training for Red Cross

employees and volunteers performing outdoor work, including information

on risk factors, signs of heat illness, symptoms of heat stress, treatment

and heat illness prevention strategies.

Our Safety by Design program includes on-site training for the safe

loading and unloading of biomedical products to prevent injuries related

to lifting equipment, strains and sprains from poor equipment handling,

or poor lifting techniques.

ESG REPORT 2022 | 14SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

VOLUNTEER AND EMPLOYEE ENGAGEMENT

Volunteer Engagement

With voluntary service included as one of our seven fundamental principles and

volunteers making up more than 90% of our workforce, we are intentional about

engaging and partnering with volunteers as integral members of our Red Cross team.

Our volunteer engagement strategy is built on the development and implementation

of high-impact, meaningful volunteer opportunities that create positive outcomes for

both the organization and the volunteer.

In FY 2022, we created project-based volunteer opportunities to address growing

workforceneedsandprovidevolunteerswithmoreoptionsandexibilityinhowthey

engage with us. Additionally, we released new onboarding checklists and supervisor

tools that ensure volunteers receive an equitable start to their Red Cross experience

and supervisors have the right resources to effectively support their volunteer team

members.

Employee Engagement

Improving employee engagement has been an ongoing effort at the Red Cross since

2014. Our annual survey measures 16 areas of employee engagement, including

teamwork, communication and manager effectiveness. Leaders are encouraged to

share results with their teams and develop action plans to increase engagement in

needed areas.We have increased focus on action planning across the organization

and recently paid special attention to improving union employee engagement results.

Overall, the Red Cross has seen increases in engagement year over year. Since

surveys began in 2014, our overall engagement scores have increased by 12

percentage points. Via the survey, employees report that they feel they are treated

with respect by management, that they are proud to work for the organization and

that positive change happens because of the employee engagement program.

2022 Red Cross

Engagement vs.

National Average

68%

71%

Engagement

National average

Since surveys began in 2014, our overall engagement scores

have increased by 12 percentage points.

Our volunteer net promoter score (NPS)

has increased 42% since FY 2016.

The volunteer net promoter score measures how likely volunteers are

to recommend the American Red Cross to a friend or colleague as an

organization where they can volunteer. Our FY 2022 NPS is 54.

ESG REPORT 2022 | 15SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

COMPETITIVE COMPENSATION AND BENEFITS

A key feature of Red Cross strategic planning efforts has focused on making investments in our people.

Theseinvestmentsfocusonensuringthatourcompensationandbenetprogramsarecompetitiveand

aid in attracting and retaining talent, avoiding attrition, compensating those who perform the best with

greater rewards and improving the employee experience through greater engagement. Over the past four

years, we have invested over

$500 millionthroughvariouscompensationimprovementsandbenets.

These investments include:

• Implemented a new Paid Family Leave Program: Added 12 weeks of paid leave at 80% salary/wage

replacement to care for a new family member or a family member with a serious health condition.

• Delivered frontline market wage improvements: Increased hiring rates in geographic markets

experiencing labor shortages and high wage growth to ensure fully staffed operations.

• Ensured competitive salaries: Increased salary midpoints and salary range minimums by approximately

15% over 5 years. On average, Red Cross compensation is now 94% of the market median.

• Increased minimum wage: Implemented a minimum $15 per hour wage, higher in some geographic

locations, with upward adjustments to minimum wage in similarly graded jobs.

• Provided annual merit increases: Provided performance based annual merit increases, where salaries

are within range, using an overall budget pool of 3% of the eligible population’s base wages.

In FY 2022, we implemented a new paid family leave program which adds 12 weeks

of paid leave

to care for family members.

ESG REPORT 2022 | 16SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

GOVERNANCE, OVERSIGHT

AND TRANSPARENCY

The American Red Cross Board of Governors has all

powers of governing, directing, and overseeing the

management of the business and affairs of the organization.

The Board’s authority includes approving our mission

statement and strategy; providing strategic oversight to the

organization;overseeingnancialstability,protectionofour

brand, and fundraising; approving the annual budget and

signicantnancialtransactions;ensuringtheinclusiveness

and diversity of the organization; hiring, assessing the

performance of and determining the compensation of the

ChiefExecutiveOfcer(CEO);delegatingpowers,duties

and responsibilities to the CEO and holding management

accountable for performance.

As of June 30, 2022, the Board had 14 members, 13 of

whom met the standard of independence set by the IRS.

Although the CEO is a member of the Board, she does

notmeettheIRSdenitionofindependentbecauseshe

is compensated as an employee. The Board is led by a

volunteer, independent Chairman who, in accordance with

our Congressional Charter, is appointed by the President of

theUnitedStates.Inaccordancewithnonprotgovernance

best practices, Board members do not receive any type of

payment or compensation for their Board service.

GOVERNANCE

The Red Cross strives to be a model of good governance, oversight and transparency. Our Board of Governors and management

teamhaveputintoplacepolicies,practices,andprocessestoensurethatourorganizationisinalignmentwithnonprot

governance best practices and corporate governance standards, where possible. Our attention to governance, oversight, risk

management, compliance and ethics, data privacy and security, and regulatory compliance are some of the key disciplines that

helptoensurethatwearefulllingourresponsibilitiesasamemberoftheinternationalRedCrossandRedCrescentmovement

and as excellent stewards of the resources entrusted to us by the American people in support of our mission.

The Board has established and delegated certain authority and responsibility to ve standing committees:

• Audit and Risk Management Committee

• Compensation Committee

• Executive Committee

• Governance and Board Development Committee

• Board of Trustees of the Endowment Fund

ESG REPORT 2022 | 17SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

The Red Cross is committed to promoting an ethos of transparency by ensuring that donors, stakeholders,

and interested members of the public have access to appropriate and accurate information regarding our

nances, operations and results. There is an easily accessible governance page on our website where extensive

information related to governance practices can be found.

MANAGING RISK

The Board is responsible for overseeing the processes by which management assesses and manages risk for

the Red Cross. The Board has delegated oversight of risk management to committees, including the Audit and

Risk Management Committee. The Audit and Risk Management Committee has approved a risk management

policy which establishes the framework, structure and delegation of authority for Red Cross risk management.

Theriskmanagementpolicydescribeseightcategoriesofriskmanagement:strategic,nancial,legal,compliance,

information technology, operational, reputational and cybersecurity.

Risk management at the Red Cross is an integrated component of strategic and business planning, and

operational management. The CEO is ultimately responsible for risk management and ensures that the risk

managementprogramandeffortsarealignedwithstrategicobjectives.TheCEOhasappointedriskofcersfor

eachriskcategorywithresponsibilityformanagingandreportingontheserisks.Riskofcersconsiderriskswhen

developing organizational objectives, budgets, and new products or activities. They designate risk management

responsibilities to business units to manage as part of regular business operations.

To ensure that management is focused on strategic, enterprise level and emerging risks, the Audit and Risk

Management Committee established the Risk Advisory Council, a cross-functional group of risk subject matter

experts and delegates selected by the CEO and other executives. The Risk Advisory Council facilitates the

risk management program and provides feedback and reporting to senior management and the Audit and Risk

Management Committee.

The risk management policy describes eight categories of risk management:

strategic, nancial, legal, compliance, information

technology, operational, reputational and cybersecurity.

APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 18SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

DATA RESPONSIBILITY, PRIVACY AND SECURITY

Safeguarding information about our donors, employees, volunteers, clients and other

constituents is a top priority at the Red Cross. We are committed to complying with

privacy regulations, identifying and mitigating data security risk, and integrating privacy

and data security into our systems, processes and services.

The Red Cross uses robust tools, processes and procedures to ensure that we

appropriately collect, use and safeguard information to ensure its integrity and prevent

unauthorized access and disclosure. We have strong information security and privacy

policiesandprocedures,whichweregularlyupdatetoreectbusinessdevelopments,

industry best practices and legal requirements. A distinguishing feature of the Red Cross

approach to data privacy is that we do not sell data about our constituents.

We also provide enterprise-wide training on privacy and data security. This training

communicates and reinforces our privacy and information security policies and

commitment to a strong cybersecurity culture, and it cultivates an atmosphere where

all employees view themselves as responsible for protecting data privacy.

As with most entities, we are increasingly reliant on third party partners and service

providers to help us accomplish our humanitarian mission. We require that these entities

adhere to strict data security and privacy protocols, and we evaluate their security

protocols to make sure we are working with responsible business partners that share

our privacy values.

COMPLIANCE AND ETHICS

As a charitable organization, we place the utmost importance on acting with integrity

andupholdingourvalueswhichreectourstrongcommitmenttoethicsandcompliance.

We strive to be compassionate, collaborative, creative, credible and committed in

our actions. Our Board of Governors and management provide strong leadership and

oversight to our ethics and compliance practices, upholding the highest standards and

promoting a culture of compliance and ethics throughout the organization.

Our commitment to ethical behavior begins with the Red Cross Code of Business Ethics

and Conduct (the “Code”), and the Red Cross annual Ethics and Compliance Training

that reinforces that commitment. The annual training explains key concepts covered

in the Code; furthers knowledge about Red Cross expectations relating to ethics and

compliance; provides guidance to empower decision-making; and conveys information

about avenues available for asking questions and raising concerns. Employees are

required, and volunteers are strongly encouraged, to complete the training which includes

aCodecertication.

The Audit and Risk Management Committee receives a report at each meeting that

includes information about whistleblower hotline activity, compliance and ethics matters

investigated,fraudcases,signicantmattersunderreview,andadvisoryguidancerelated

toconictsofinterest,politicalactivities,theRedCrossbrandandotherpotentialareasof

complianceandethicsrisk.Inaddition,theOfceoftheOmbudssubmitsanannualreport

to the Audit and Risk Management Committee as well as 10 Congressional committees.

Compliance and

Ethics Trainings

95.7%

of employees completed

our privacy and data

security course

94.3%

ofemployeescertied

the Code of Conduct

and completed the

training within 90 days

of Board of Governors

Memberscertiedthe

Code of Conduct

100%

GOVERNANCE APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 19SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

Red Cross regulatory compliance programs

Our credibility as an organization, is deeply rooted in the trust of the American

public. To earn and maintain this trust, Red Crossers must comply with applicable federal,

state, and local laws and regulations, as well as with Red Cross policies. Regulatory

compliance touches many parts of our work; however, as the nation’s largest supplier of

bloodproducts,themostsignicantareaofregulatorycompliancefortheRedCrossis

related to our Biomedical Services mission.

Red Cross staff and volunteers comply with quality and regulatory standards to provide

blood products and services that meet the expectations of donors, recipients, health

care professionals and the American public. To ensure our adherence to Red Cross and

external standards, our Audit and Risk Management Committee provides oversight for

Biomedical Services quality and regulatory compliance.

The Red Cross is licensed by the U.S. Food and Drug Administration (FDA) and adheres

toadditionalguidanceandregulationsprovidedforbloodcenteroperations—such

as AABB, U.S. Centers for Disease Control and Prevention, and Clinical Laboratory

Improvement Amendments (CLIA). The FDA conducts regular inspections of Biomedical

Services facilities, and the Red Cross responds to all FDA observations from these audits.

In FY 2022, no FDA inspections resulted in Form 483 observational issues and there

were no nes or sanctions levied against the Red Cross by a regulatory agency.

To support our efforts to ensure a safe, adequate blood supply and regulatory compliance,

Red Cross Biomedical Services maintains a Quality Management System which monitors

performance, including facility and systems operations and donor and patient safety.

Additionally, we have an internal quality audit team that aims to promptly identify issues

so that we can address and implement solutions as soon as possible. Our rigorous

measures and processes led us to receiving International Standards Organization

(ISO) certication in May 2022, signifying our ability to provide high quality products

and services to our customers.

Concern Connection Line

A24-hour,condential,toll-freehotlinethatanyone

can use to report complaints or allegations of fraud,

waste, abuse, misappropriation, illegal or unethical

conduct, violations of safety standards or violations of

the Code or any Red Cross policy. Reports may be made

anonymously either online or by calling 1-888-309-9679.

In FY 2022, there were 303 total reports made to the

Concern Connection Line.

Biomedical Regulatory Hotline

A24-hour,condential,toll-freehotlineforreporting

concerns about the collection, manufacturing, processing,

distribution or utilization of blood and blood components.

Reports may include violations of regulations (FDA,

OSHA,etc.),falsication,trainingissues,qualityfailures

and computer and equipment issues. Reports may

be made by calling 1-800-741-4738. In FY 2022,

there were 26 total reports made to the Biomedical

Regulatory Hotline.

Ofce of the Corporate Ombuds

TheOmbudsisacondential,neutral,independent,

informal and impartial resource that can help identify and

discuss options for addressing or resolving concerns.

This service is available to all employees, volunteers and

members of the public by calling 1-866-667-9331 or by

email.TheOmbudsofceaveragesapproximately800

contacts per year.

The Red Cross also has multiple channels through which employees, volunteers, recipients of Red Cross services or members of the public can report concerns.

GOVERNANCE APPENDIXGOVERNANCESOCIAL — WORKPLACESOCIAL — MISSIONENVIRONMENT ESG REPORT 2022 | 20SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

APPENDIX

GLOBAL REPORTING INITIATIVE (GRI) STANDARDS

Our reporting has been prepared in accordance with the Global Reporting Initiative

(GRI) Standards. The table below links to where the relevant information can be found

in our 2022 ESG Report and on our corporate website.

Statement of use

The American National Red Cross has reported the information cited in this GRI content index for the period

July 1, 2021 to June 30, 2022, in accordance with the GRI Standards.

GRI 1 USED

GRI 1: Foundation 2021

ESG REPORT 2022 | 21SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

GRI 2: General Disclosures 2021

2-1 Organizational details The American National Red Cross (also known as the American Red Cross or Red Cross) is a 501(c)(3) organization established in 1881

and chartered by an act of Congress in 1905. It is a federally chartered instrumentality of the United States government, headquartered

in Washington, D.C. In addition to our operations in the United States and U.S. territories, the American Red Cross has operations in the

followingcountries:Bangladesh,Colombia,EastTimor,ElSalvador,Guatemala,Honduras,Indonesia,Myanmar,Nepal,PacicIsland

Nations, Philippines. We also provide services to military members and their families at U.S. military installations around the world.

2-2 Entities included in the organization’s

sustainability reporting

The American National Red Cross and its constituent chapters and branches.

2-3 Reporting period, frequency and

contact point

Fiscal year 2022 (July 1, 2021–June 30, 2022), annual. For questions contact: Ann Bagala, Sr. Director, ESG & Sustainability Programs,

ann.bagala2@redcross.org

2-4 Restatements of information ThisisourrstannualESGreportandincludesnorestatementsofinformationfrompreviousreports.

2-5 External assurance The American Red Cross ESG Report has not been externally assured.

2-6 Activities, value chain and other business

relationships

Reference “About Us” > “Our Work”

Reference the American Red Cross 2022 ESG Report > Environmental Sustainability In Supply Management and > Supplier

Social Impact

2-7 Employees Reference the American Red Cross 2022 ESG Report: Social — Workplace

At the end of FY 2022, the American Red Cross was comprised of a female majority (69.2%) workforce across the United States, its

territoriesandaroundtheworld,withover17,000employees—94.18%full-time,5.82%part-time.

2-8 Workers who are not employees Reference the American Red Cross 2022 ESG Report: Social — Workplace

Volunteers—approximately300,000volunteers—Volunteersareanintegralpartofourorganization.Theydeliverservicesacrossallour

missionareasandprovidebehindthescenessupportinareaslikecommunications,nance,fundraisingandinformationtechnology.

ThenumberofvolunteersafliatedwiththeRedCrossincludesallactivegeneral,event-basedandpartnervolunteers,volunteerswhowere

active and engaged in the year but became inactive during the reporting period, and unregistered volunteers serving the mission.

Contingent Workers—Averagenumberofcontingentworkersatanytimeduringtheyearrangedbetween78-135.Weusecontingent

workers to supplement the workforce during unplanned, temporary increases in work activity or volume. Fluctuations in numbers occur

based on business need/when disasters require additional support.

Most contingent workers perform the following types of work: Call center, warehousing and administrative support.

2-9 Governance structure and composition Reference “About Us” > “Governance”

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 22SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

2-10 Nomination and selection of the highest

governance body

Reference “About Us” > “Governance”

Members of the Board, other than the Chairman, are elected by the delegates of the local units at the annual meeting of the Red Cross.

The Governance and Board Development Committee has been delegated authority by the Board to identify and recruit prospective

Board members taking into consideration the strategic direction and focus of the Corporation, the competencies needed to carry out the

governance responsibilities of the Board and the need to have a diverse and inclusive pool of candidates. To that end, the Governance

and Board Development Committee generally focuses on recruiting C-suite executives from large, complex organizations, with a focus

ondiversecandidateswiththespecicskillsandattributesneededontheBoardoraspeciccommitteeatanygiventime,including

experience and knowledge in topics relevant to ESG. After a rigorous interview and due diligence process, successful candidates are

elected for up to three, three-year terms. There are no term limits for the Chairman or CEO.

2-11 Chair of the highest governance body Reference “About Us” > “Governance”

2-12 Role of the highest governance body in

overseeing the management of impacts

Reference “About Us” > “Governance”

2-13 Delegation of responsibility for

managing impacts

TheChiefExecutiveOfcerhasappointedaChiefSustainabilityOfcerwhoisthehighest-levelexecutiveresponsibleforESG,anda

ChiefDiversityOfcerwhoisthehighest-levelexecutiveresponsiblefordiversityandkeydiversityinitiatives.Theybothreportdirectlytothe

ChiefExecutiveOfcer.TheChiefSustainabilityOfcerandtheChiefDiversityOfcereachprovideareporttotheGovernanceandBoard

Development Committee annually on progress toward ESG goals and diversity initiatives, respectively.

2-14 Role of the highest governance body in

sustainability reporting

The Board of Governors has approved an ESG framework for the organization and has delegated authority to the Governance and Board

Development Committee to provide strategic oversight of the corporation’s ESG strategy and to monitor progress toward ESG goals on an

annual basis. Other committees of the Board also provide oversight of certain aspects of reported information such as the Audit and Risk

Management Committee which oversees internal controls and risk and the Compensation Committee which oversees the corporation’s

compensationphilosophyanditsemployeecompensationandbenetsprograms.

2-15Conictsofinterest TheorganizationhasestablishedaConictofInterestPolicywhichappliestoallemployeesandvolunteers.ThispolicyrequiresallRed

Crosserstoidentify,disclose,manage,andremediateconictsinamannertheprotectstheintegrityandreputationoftheAmericanRed

Cross. Additionally, under the direction of the General Counsel, members of the Board, management and certain other employees and

volunteersmustcompleteaConictofInterestQuestionnaireannually.TheOfceofEthicsandCompliancecollectsandreviewsthe

executedQuestionnaireformsforactual,potential,andperceivedconictsofinterest,andanynecessaryremediationsaredevelopedand

implemented. Depending on the matter, the General Counsel or a staff member from the Compliance and Ethics Department discusses the

conictandremediationwiththememberoftheBoard,employeeorvolunteerand,ifnecessary,thePresidentandCEOorChairmanofthe

Board.Whereappropriate,theconictofinterestandassociatedremediationregardingamemberoftheBoardisincludedintheminutes

of the relevant Board committee or full Board meeting.

2-16 Communication of critical concerns Reference “About Us” > “Governance” > “Ethics, Conduct and Compliance Resources”

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 23SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

2-17 Collective knowledge of the highest

governance body

Reference the American Red Cross 2022 ESG Report: Governance

2-18 Evaluation of the performance of the

highest governance body

Reference “About Us” > “Governance” > "Governance Procedures"

2-19 Remuneration policies Reference “About Us” > “Governance” > “Compensation and Management Development Committee”

Members of our highest governance body serve as volunteers and are not remunerated for their service on the Board. The current

total cash compensation program for key senior executives consists of base salary and annual incentive opportunity. The total cash

compensation is reviewed annually to consider market comparability by external consultants as referenced in Disclosure 2-20 below. Any

new senior executive offer terms, including sign-on bonus, would follow similar governance process. Senior executives are eligible for

benetssimilarlyprovidedtoallemployeesincludingmedicalanddentalbenets,lifeinsurance,short-andlong-termdisabilityprograms

and retirement including a 401k plan with 4% employer match. Senior Executives, along with any employee who meets the pay threshold to

be a Highly Compensated Individual, can contribute voluntarily to a 457b plan. As with all employees, senior executives can also purchase

voluntarybenetssuchasvisionandsupplementallifeinsuranceandcontributedollarsintoaexiblespendingaccountorhealthsavings

account, depending on the medical program they elect. The organization also provides a wellbeing program where all employees can earn

incentive dollars to help offset medical expenses.

Thepurposeoftheseniorexecutiveannualincentiveplanistoreinforcetheneedtodelivernancialresults,createanexcellentworkforce

experience, attract and retain top talent, and help deliver the American Red Cross mission. The annual senior executive incentive plan

contains measurable goals and objectives which must be met for payment to be earned. Further, the plan contains administrative guidelines

which apply to all participants including, but not limited to, guidelines on payment upon termination and situations where a clawback

may apply.

Forcondentialityreasonsandasamatterofpersonnelpractices,theAmericanRedCrossdoesnotpublishinformationrelatedto

termination payments.

2-20 Process to determine remuneration Reference “About Us” > “Governance” > “Compensation and Management Development Committee”

On an annual basis, the Compensation and Management Development Committee of the Board of Governors reviews the current corporate

ofcersandanynewseniorexecutivepositionsoftheAmericanRedCrosstodetermineforwhichexecutivestheCommitteeshould,in

compliance with Section 4958 of the Internal Revenue Code and IRS regulations, review and approve compensation. The Committee

then engages an independent outside compensation consultant to review and prepare an independent benchmark analysis of the total

compensationpackage,includingbenets,oftheseexecutives.TheCommitteewillreviewtheindependentanalysisandapprovetheterms

ofemploymentandtotalcompensationfortheseindividuals,includingannualsalary,incentives,awardsandbenets,basedoncomparable

market data and will vote annually to approve any compensation changes.

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 24SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

2-21 Annual total compensation ratio The ratio of the annual total compensation for the organization’s highest-paid individual to the median annual total compensation for all

employees (excluding the highest-paid individual) is 14.1. For context, the average chief executive pay ratio of an S&P 500 company was

299:1 in 2020.

The ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual to the median percentage

increase in annual total compensation for all employees (excluding the highest-paid individual) is .18.

Contextual Information

1. Thecalculationswerebasedonthescalyear.

2. Forpurposesofthecalculations,employeeswhoworkedapartialyear(denedasthosewhowerepaidlessthan1,040hoursinthe

year) were excluded.

3. Wages for employees who were paid between 1,041 and 2,079 hours were annualized to achieve a full-time equivalent (FTE) pay rate.

4. Annual total compensation includes salary, bonuses, incentives, and premium pay provided over the course of the year. Incentives

included in the calculation for the highest wage earner were normalized to negate the impact of COVID on year-over-year results.

5. The title of the highest-paid individual is President and CEO.

2-22 Statement on sustainable

development strategy

Reference Red Cross Statement on Climate Change

2-23 Policy commitments Reference “About Us” > “Mission and Values”; Reference “About Us” > “Governance”

The American Red Cross is part of the international Red Cross and Red Crescent network, the largest humanitarian network in the world

with a presence and activities in almost every country. All Red Cross and Red Crescent activities have one central purpose: to help those

whosuffer,withoutdiscrimination,whetherduringconict,inresponsetonaturalorman-madedisasters,orduetoconditionsofchronic

poverty. As part of this network, the American Red Cross is bound by seven fundamental principles: humanity, impartiality, neutrality,

independence, voluntary services, unity and universality. These principles along with our mission, vision and values are the guiding

commitments for our work.

Additional policy commitments are grounded in our congressional charter, bylaws, Board committee charters and other governing

documents, the commitment of all Red Cross societies to support and uphold the Geneva conventions and the principles of international

humanitarian law, and corporate policies and regulations which includes Board resolutions and management policies.

Finally, in response to the climate crisis, the executive team of the American Red Cross joined with other members of the Red Cross and

Red Crescent movement and other local, national and international humanitarian organizations, to endorse The Climate and Environment

Charter for Humanitarian Organizations.

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 25SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

2-24 Embedding policy commitments Reference American Red Cross ESG Report > Governance; Reference “About Us” > “Governance” > “Ethics, Conduct and

Compliance Resources”

2-25 Processes to remediate

negative impacts

Reference “About Us” > “Governance” > “Ethics, Conduct and Compliance Resources”

2-26 Mechanisms for seeking advice and

raising concerns

Reference “About Us” > “Governance” > “Ethics, Conduct and Compliance Resources”; Reference “About Us” > “Governance” >

“Report Concerns about Blood Safety or Quality”

2-27 Compliance with laws and regulations Reference American Red Cross 2022 ESG Report > Governance

2-28 Membership associations The American Red Cross is a member of multiple trade organizations and similar entities with common mission interests. These include but

are not limited to: The International Federation of Red Cross and Red Crescent Societies; Alliance of Blood Operators; Association for the

Advancement of Blood and Biotherapies; National Voluntary Organizations Active in Disaster; Independent Sector; Leadership 18; Charity

Defense Council; InterAction

2-29 Approach to stakeholder engagement Reference American Red Cross 2022 ESG Report > Social — Workplace

Examples of stakeholders and methods of engagement:

Employees—annualengagementsurveysandreports,workforceresourcegroups,townhalls,intranet,trainingsandwebinars.

Volunteers—volunteersatisfactionsurveys,workforceresourcegroups,trainingsandwebinars.

Donors and corporate partners—stewardshipreports;annualreports;informationcallsandmeetings.

Customers and recipients of Red Cross products and services—Satisfactionsurveys,clientaccountleadrelationships,projectquality

assurance processes, conferences and events, responses to information requests.

Government partners and non-governmental organization partners —Long-term,strategicpartnershipsinsupportofsharedmission

goals; information sharing; cross-sectoral coalitions, national and international forums.

2-30 Collective bargaining agreements Approximately 28.2% of our employees are represented by a collective bargaining agreement

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 26SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

GRI 3: Material Topics 2021

3-1 Process to determine material topics Inthespringof2021,theAmericanRedCrosspublisheditsstatementonclimatechange,acknowledgingthescienticevidenceofclimate

change and committing to doing our part to reduce the current and future humanitarian impacts of the climate crisis.

At the same time, Red Cross leadership brought a strong vision and commitment to investing in ESG, making it a central part of the

Red Cross’s response to the climate crisis and its ongoing commitment to excellence in organizational governance, beginning with the

appointmentoftheRedCross’srstChiefSustainabilityOfcer.

InOctober2021,theRedCrossOfceofSustainabilityconductedamaterialityassessment,whichservesasthefoundationforourESG

strategy. Our materiality process involved conducting research and engaging key internal and external stakeholders to identify and prioritize

thecompany’smostsignicantESG-relatedrisksandopportunities.

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 27SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

3-2 List of material topics Our material topics:

Environment:

Reduce our greenhouse gas footprint

Reduce our water footprint

Reduce our waste footprint

Sustainability in our supply management

Social — Mission:

Adapt our mission to extreme weather caused by the climate crisis

Build capacity to meet increased demand for our services caused by the climate crisis

Prepare people and communities for the impacts of the climate crisis

Serve diverse communities equitably throughout our mission delivery

Ensure social responsibility in our supply management

Social — Workplace:

Employee & volunteer diversity, equal opportunity and non-discrimination

Workplace health and safety

Competitivecompandbenets

Volunteer and employee engagement

Governance:

Governance, oversight and transparency

Risk

Data responsibility, privacy and security

Compliance & ethics

3-3 Management of material topics Reference the American Red Cross 2022 ESG Report

Environment

Social—Mission

Social—Workplace

Governance

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 28SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

GRI 302: Energy 2016

302-1 Energy consumption within

the organization

For reference, The American Red Cross operates and has facilities in all U.S. States and Territories. As of the end of FY 2022, The Red

Crosshad572directlymanagedfacilitieswithapproximately9.7millionsquarefeetinrealestate.TheRedCrossalsomaintainsaeetof

morethan4,500cars,trucksandothervehicles.InFY2022thateetloggedover55millionmiles.

Below is the energy consumption for the previous four years. This usage data is compiled by our utility vendor and calculated directly from

raw usage, except where unavailable and then usage from like facilities is used as a proxy.

Consumption in MWH FY19 FY20 FY21 FY22

Natural Gas 114,485 101,863 98,071 95,175

Fuel Oil 2,109 2,162 2,011 1,235

Propane 284 320 323 158

Electricity 181,421 179,243 164,011 160,326

Steam 7,327 6,924 6,167 5,509

Diesel 38 7 0 0

TOTAL 306,844 295,242 276,589 264,101

302-2 Energy consumption outside of

the organization

Reference American Red Cross 2022 ESG Report > Environment

In FY 2022, the Red Cross conducted an initial Scope 3 emissions screening using FY 2019 as a baseline year. That screening used the

GHG protocol methodology and produced a screening value of approximately 860,000 MT CO

e in Scope 3 emissions. In FY 2023 we

will explore our largest Scope 3 categories in more depth.

302-3 Energy intensity Belowistheenergyintensityforthepreviousfouryears.Note—dataonmilesdrivenwasnotavailableinFY2019orFY2020.Kilowatt

Hours (KWH) based on facilities consumption in both Scope 1 and 2. Square footage is based on facilities under direct control of the Red

Cross. This usage data is compiled by our utility vendor and calculated directly from raw usage, except where unavailable and then usage

from like facilities is used as a proxy.

Energy Intensity FY19 FY20 FY21 FY22

Average energy consumption

per sq ft in KWH

27. 4 27. 5 26.9 26.9

Miles per gallon N/A N/A 16.5 18.4

302-4 Reduction of energy consumption We have not reported on our consumption of renewable energy or our reduction due to sustainability efforts as FY 2022 is a baseline year.

In addition, our current consumption of renewable energy accounts for only a small percentage of our overall portfolio. Beginning in FY

2023 we will report on all our efforts to reduce our carbon footprint with FY 2022 as our baseline year.

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 29SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

302-5 Reductions in energy requirements of

products and services

Reference American Red Cross 2022 ESG Report > Environment

We have not reported on our consumption of renewable energy or our reduction due to sustainability efforts as FY 2022 is a baseline year.

In addition, our current consumption of renewable energy accounts for only a small percentage of our overall portfolio. Beginning in FY

2023 we will report on all our efforts to reduce our carbon footprint with FY 2022 as our baseline year.

GRI 303: Water and Efuents 2018

303-5 Water consumption Reference American Red Cross 2022 ESG Report > Environment

Below is water consumption for the previous four years. These usage data are compiled by our utility vendor and calculated directly from

raw usage, except where unavailable and then usage from like facilities is used as a proxy.

We have not reported on our reduction in water use in FY 2022 as those sustainability efforts will not begin until FY 2023. Beginning in FY

2023 we will report on the outcomes of our pilot water stewardship efforts.

Water FY19 FY20 FY21 FY22

Gallons used (millions) 163M 164M 151M 141M

Gallons per sq ft 14.6 15.5 15.0 14.4

GRI 305: Emissions 2016

305-1 Direct (Scope 1) GHG emissions Reference American Red Cross 2022 ESG Report > Environment

Below is our Scope 1 emissions data for the previous four years. FY 2019 is our baseline year. Emissions were calculated using raw

usage data and counting direct facilities where the Red Cross maintains operational control. The source of emissions factors is the U.S.

Environmental Protection Agency (EPA). The methodology followed is the Greenhouse Gas Protocol for calculating emissions.

Scope 1 FY19 FY20 FY21 FY22

Natural Gas 20,749 18,461 17,774 17,249

Fuel Oil 543 557 518 318

Propane 58 66 67 33

Diesel 10 2 0 9

Refrigerant Leakage 5,894 5,612 5,327 5,186

Scope 1 Facilities Sub 27,254 24,698 23,686 22,795

Scope 1 Fleet 32,398 29,709 26,366 26,563

Scope 1 Total 59,652 54,407 50,052 49,357

*Calculated in Metric Tons of CO

(MT CO

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 30SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

305-2 Energy indirect (Scope 2)

GHG emissions

Reference American Red Cross 2022 ESG Report > Environment

Below is our Scope 2 emissions data for the previous four years. FY 2019 is our baseline year. Emissions were calculated using raw usage

data and counting direct facilities where the Red Cross maintains operational control. Market based emissions factors are based on the

U.S. Environmental Protection Agency (EPA) factors adjusted using Green-e residual mix emissions rates. Market based emissions factors

are based on the U.S. Environmental Protection Agency (EPA) factors adjusted using Green-e residual mix emissions rates.

Scope 2 FY19 FY20 FY21 FY22

Electricity Use – Location Based 68,547 63,018 57,609 56,162

Electricity Use – Market Based 69,506 63,966 58,440 56,742

Steam Purchases 1,660 1,569 1,397 1,248

Total (Location-Based) 70,207 64,587 59,006 57,410

Total (Market-Based) 71,166 65,535 59,837 57,990

*Calculated in Metric Tons of CO

(MT CO

305-3 Other indirect (Scope 3)

GHG emissions

Reference American Red Cross 2022 ESG Report > Environment

In FY 2022, the Red Cross conducted an initial Scope 3 emissions screening using FY 2019 as a baseline year. That screening used the

GHG protocol methodology and produced a screening value of approximately 860,000 MT CO

e in Scope 3 emissions. In FY 2023 we

will explore our largest Scope 3 categories in more depth.

305-4 GHG emissions intensity Reference American Red Cross 2022 ESG Report > Environment

Belowistheemissionsintensityforthepreviousfouryears.Note—dataonmilesdrivenwasnotavailableinFY2019orFY2020.Square

footage is based on facilities under direct control or the Red Cross. This usage data is compiled by our utility vendor and calculated directly

from raw usage, except where unavailable and then usage from like facilities is used as a proxy.

Emissions Intensity FY19 FY20 FY21 FY22

Emissions per mile 0.0088 0.0085 0.0083 0.0083

Miles per gallon N/A N/A 0.0005 0.0005

*Calculated in Metric Tons of CO

(MT CO

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 31SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

305-5 Reduction of GHG emissions Reference American Red Cross 2022 ESG Report > Environment

We have not reported on our consumption of renewable energy or our reduction due to sustainability efforts as FY 2022 is a baseline year.

In addition, our current consumption of renewable energy accounts for only a small percentage of our overall portfolio. Beginning in FY

2023 we will report on all our efforts to reduce our carbon footprint with FY 2022 as our baseline year.

GRI 306: Waste 2020

306-1Wastegenerationandsignicant

waste-related impacts

Reference American Red Cross 2022 ESG Report > Environment

306-2Managementofsignicantwaste-

related impacts

Reference American Red Cross 2022 ESG Report > Environment

306-3 Waste generated Reference American Red Cross 2022 ESG Report > Environment

Below is our waste footprint data for the previous three years. FY 2020 is our baseline year. FY 2019 data is unavailable as waste

operations were not centralized until FY 2020.

Data is from our primary vendor and comprises an estimated 98% of total waste collected.

We have not reported on our reduction in waste use due to sustainability efforts as those efforts will not begin until FY 2023. Beginning

in FY 2023 we will report on the outcomes of our waste reduction efforts.

FY20 FY21 FY22

Total Waste Generated (tons) 11,414 11,466 11,372

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 32SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

306-4 Waste diverted from disposal Reference American Red Cross 2022 ESG Report > Environment

Below is our waste recycling data, FY 2020 is our baseline year. FY 2019 data is unavailable as waste operations were not centralized until

FY 2020.

Waste Diverted (tons) FY20 FY21 FY22

Non-regulated waste recycled 2,712 2,659 2,691

E-waste Recycling 16.1 31.4 34.8

Total Waste Recycled* 2,728 2,690 2,726

*Does not include paper shredded and recycled

306-5 Waste directed to disposal Reference American Red Cross 2022 ESG Report > Environment

Below is our waste footprint data for the previous four years. FY 2020 is our baseline year. FY 2019 data is unavailable as waste operations

were not centralized until FY 2020.

Waste Directed to Disposal (tons) FY20 FY21 FY22

Non-Regulated Waste 6,206 6,046 6,021

Regulated-Medical Waste 2,480 2,730 2,625

Total Waste Directed to Disposal 8,686 8,776 8,646

GRI 308: Supplier Environmental Assessment 2016

308-1 New suppliers that were screened

using environmental criteria

Reference American Red Cross 2022 ESG Report > Environment

We have not reported numbers of suppliers screened or impacts tracked because supplier environmental screening was not implemented

until FY 2023.

308-2 Negative environmental impacts in the

supply chain and actions taken

Reference American Red Cross 2022 ESG Report > Environment

We have not reported numbers of suppliers screened or impacts tracked because supplier environmental screening was not implemented

until FY 2023.

GRI 403: Occupational Health and Safety 2018

403-1 Occupational health and safety

management system

Reference American Red Cross 2022 ESG Report > Social — Workplace

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 33SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

403-2Hazardidentication,riskassessment

and incident investigation

Reference American Red Cross 2022 ESG Report > Social — Workplace

403-3 Occupational health services Reference American Red Cross 2022 ESG Report > Social — Workplace

403-4 Worker participation, consultation

and communication on occupational health

and safety

Reference American Red Cross 2022 ESG Report > Social — Workplace

403-5 Worker training on occupational health

and safety

Reference American Red Cross 2022 ESG Report > Social — Workplace

403-6 Promotion of worker health Reference American Red Cross 2022 ESG Report > Social — Workplace

403-7 Prevention and mitigation of

occupational health and safety impacts

directly linked by business relationships

Reference American Red Cross 2022 ESG Report > Social — Workplace

403-8 Workers covered by an occupational

health and safety management system

Reference American Red Cross 2022 ESG Report > Social — Workplace

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 34SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

403-9 Work-related injuries Reference American Red Cross 2022 ESG Report > Social — Workplace

FY 2022 Total injuries reported: 1,092; no workplace fatalities

OSHAcomplaints:11complaintsreceived,investigated,andrespondedto.Therewerezerocitationsorndingsgiven.

FY 2022 OSHA recordable injuries/illnesses: 743 (68%)

403-10 Work-related ill health Reference American Red Cross 2022 ESG Report > Social — Workplace

53 work-related illnesses

GRI 405: Diversity and Equal Opportunity 2016

405-1 Diversity of governance bodies

and employees

Board Diversity

Native American

Asian or

Hawiian+*

Black Latino White Other Women Men

0 1 3 1 9 0 4 10

*Native Hawaiian or Other Pacic Islander

Employee Diversity

Diversity Demographics:

Race/Ethnicity & Gender

Native

American

Asian Black Latino Hawaiian +* White

Two or

Women Men

Executive Management (SVPs,

VPs, Executive Directors)

0.5% 3.1% 11.2% 4.1% 0.5% 80.2% 0.5% 48.2% 51.8%

First & Mid-Level Management

(Directors, Senior Managers,

Managers)

0.6% 4.5% 16.1% 7.3% 0.3% 69.2% 2.1% 63.8% 36.2%

Professionals (Associates,

Specialists, Consultants)

0.6% 6.4% 14.4% 7.5% 0.4% 68.4% 2.3% 70.0% 29.9%

Total Employee Composition 0.7% 5.0% 21.5% 10.1% 0.4% 59.6% 2.6% 69.2% 30.8%

*Native Hawaiian or Other Pacic Islander

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 35SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

GRI 406: Non-Discrimination 2016

406-1 Incidents of discrimination and

corrective actions taken

EmployeeInvestigations—HumanResources(HR)providesadviceandconsultationtoemployeesandmanagersregardingabroadscope

ofemployeerelationsissuesincludingemployeeperformance,behavior,conict,teamdynamicsandcomplaints.Complaintsrelatedto

harassment, discrimination, bullying, violence, theft and similar serious allegations, are investigated by HR. When a complaint contains

multiple allegations, each allegation is investigated and dispositioned.

If allegations are substantiated, HR works with the management team to determine the appropriate corrective action, discipline or

termination. If the allegations are unsubstantiated, HR works with the management team to recommend coaching, counseling or other

support to the complainant, subject of complaint and/or leader.

Investigationsconducted—118

Allegationsaspartofinvestigations—190

%oftimeallegationsweresubstantiated—42%

%ofindividualsdisciplined,uptoandincludingtermination,asaresultofaninvestigation—36%

%ofindividualsreceivedcoaching,counselingortrainingasresultofaninvestigation—33%

%ofindividualswithotherornoactiontaken—31%

EmploymentLitigation—TheOfceofGeneralCounsel(OGC)managed18employmentlawsuitsinfederalandstatecourts,involving

claims against the Red Cross alleging race, age, gender, religious, national origin, and disability discrimination; retaliation; Family Medical

LeaveActviolations;EmployeeRetirementIncomeSecurityAct(ERISA)violationsandbreachofduciaryduty;wageandhourviolations;

and wrongful termination. None of the cases handled by OGC in Fiscal Year 2022 proceeded to a trial. Of the 18 lawsuits handled this

year, 5 have been resolved including three that were dismissed and two that were settled prior to trial. Thirteen lawsuits are pending, all

with low to moderate risk of liability.

GRI 408: Child Labor 2016

408-1Operationsandsuppliersatsignicant

risk for incidents of child labor

Reference American Red Cross 2022 ESG Report > Social — Mission

We have not reported numbers of suppliers screened or impacts tracked because supplier social screening was not implemented until

FY 2023.

GRI 409: Forced or Compulsory Labor 2016

409-1Operationsandsuppliersatsignicant

risk for incidents of forced or compulsory labor

Reference American Red Cross 2022 ESG Report > Social — Mission

We have not reported numbers of suppliers screened or impacts tracked because supplier social screening was not implemented until

FY 2023.

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 36SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

GRI 414: Supplier Social Assessment 2016

414-1 New suppliers that were screened

using social criteria

Reference American Red Cross 2022 ESG Report > Social — Mission

We have not reported numbers of suppliers screened or impacts tracked because supplier social screening was not implemented until

FY 2023.

414-2 Negative social impacts in the supply

chain and actions taken

Reference American Red Cross 2022 ESG Report > Social — Mission

We have not reported numbers of suppliers screened or impacts tracked because supplier social screening was not implemented until

FY 2023.

GRI 418: Customer Privacy 2016

418-1 Substantiated complaints concerning

breaches of customer privacy and losses

of customer data

Reference American Red Cross 2022 ESG Report > Governance

During FY 2022, two of our business partners experienced cyberattacks that potentially impacted personal identifying information of some

of our constituents. In one of these incidents, our business partner provided notice to the affected individuals. In the other incident, notice

was not required.

DISCLOSURE REFERENCE/RESPONSE

ESG REPORT 2022 | 37SOCIAL — MISSION APPENDIXGOVERNANCESOCIAL — WORKPLACEENVIRONMENT

399601-02 12/22

redcross.org

The American Red Cross prevents and alleviates human

suffering in the face of emergencies by mobilizing the

power of volunteers and the generosity of donors.

Mission