May 2024
Corporate Sustainability & Impact Performance Metrics Table
In the following table, we disclose our corporate sustainability and impact (“CS&I”) programs, policies, and metrics mapped to the following voluntary reporting
frameworks and initiatives: The Global Reporting Initiative (GRI) standards; relevant industry standards from the International Financial Reporting Standards Foundation’s
Sustainability Accounting Standards Board (SASB) for the Software & IT Services and Consumer Finance industries;
1
the Ten Principles of the United Nations Global
Compact (UNGC); and the Stakeholder Capitalism Metrics (SCM).
2
Disclosures are organized by our four CS&I pillars — Responsible Business Practices, Social Innovation,
Employees & Culture, and Environmental Sustainability. The GRI disclosures in this table represent our GRI content index, prepared in accordance with the 2021 Universal
Standards. We map our 2023 CS&I performance metrics to the recommended SCM core metrics, as appropriate, with select inclusion of expanded metrics.
3
We will
continue to evaluate opportunities for future reporting enhancements. To learn more about our impact related disclosures please see our 2023 Global Impact Report.
Bureau Veritas UK provided an independent limited assurance opinion
on select CS&I metrics (those denoted with a ^). A full assurance
statement including limitations and exclusions can be found on
pages 4546 of the 2023 Global Impact Report.
Description FY23 FY22 FY21 GRI SASB UNGC SCM
ABOUT PAYPALABOUT PAYPAL
Organization & Reporting Practices
Organizational details
2023 Global Impact Report/About PayPal, page 4
Who We Are webpage
21
Activities, value chain, and other business relationships
2023 Global Impact Report/About PayPal, page 4
2023 Annual Report/Business, pages 26
26
Mission, vision, and values
2023 Global Impact Report/About PayPal, page 4
Mission, Vision, & Values webpage
Setting purpose, purpose-led management
Statement on sustainable development strategy
2023 Global Impact Report/Message from Our President & CEO, page 3 222 Setting purpose, purpose-led management
Active accounts (in millions)
5
426 435 426 FNCF000.A
6
Active consumer accounts (in millions) 391 400 392
Active merchant accounts (in millions) 35 35 34
Total payment volume (in billions) $1,529 $1,357 $1,246 TCSI000.A
6
Number of payment transactions (in billions) 25.0 22.3 19.3 TCSI000.A
6
Annual revenue (in billions) $29.77 $27.52 $25.37 2011 Economic contribution
Markets served
7
~200 200+ 200+ 21, 26
Additional operational and financial results
2023 Annual Report/Management’s Discussion and Analysis of Financial Condition and
Results of Operations, pages 3251
2011 Financial investment contribution disclosure
Total research and development expenses (in billions) $1.6 $1.7 $1.6 Total R&D expenses
Total tax paid (in millions)
2023 Annual Report/Management’s Discussion and Analysis of Financial Condition and
Results of Operations, page 45
2011 Total tax paid
Effective tax rate 22% 28% -2%
Entities included in the organization’s sustainability reporting
2023 Global Impact Report/About PayPal, page 4
2023 Annual Report/Business, pages 23
22
Reporting period, frequency, and contact point
This report covers calendar year 2023, unless otherwise stated. PayPal’s CS&I reporting
follows an annual cycle. For questions, please contact Sustainability@paypal.com.
23
(continued)
4
2
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
ABOUT PAYPAL ABOUT PAYPAL (cont.)(cont.)
Organization & Reporting Practices (cont.)
Membership associations 2023 Global Impact Report/Multiple references throughout this report, pages 10, 18, 30, 33
PayPal Inc. Trade Associations (Federal & State)
228
Approach to stakeholder engagement
2023 Global Impact Report/About PayPal/Issue Prioritization & Stakeholder Engagement,
page 6
2024 Proxy Statement/Multiple references, pages 8, 3234, 41, 43
229 Significant issues impacting stakeholders
Process to determine significant topics
2023 Global Impact Report/About PayPal/Issue Prioritization & Stakeholder Engagement,
page 6
31 Significant issues impacting stakeholders
List of significant topics
About PayPal/Issue Prioritization & Stakeholder Engagement, page 6
2024 Proxy Statement/Corporate Sustainability and Impact Strategy, page 41
32 Significant issues impacting stakeholders
Restatement of information
Included throughout the 2023 Global Impact Report and this index as necessary. 24
External assurance
2023 Global Impact Report/Appendix/Independent Limited Assurance Statement,
pages 4546
25
Corporate Governance
Governance structure and approach
2023 Global Impact Report/About PayPal/Governance & Corporate Sustainability & Impact
Oversight, page 7
2024 Proxy Statement/Corporate Governance, pages 2330
29, 212 Governance body composition
Independent Directors (% of Board) 90.9% 91.7% 91.7% 29 Governance body composition
Board diversity (% of Board)
9
50.0% 50.0% 50.0% 29, 4051 Governance body composition
Gender diversity (% of women on the Board) 33.3% 33.3% 33.3%
Ethnic diversity (% of Board identifying as ethnically diverse)
10
16.7% 16.7% 16.7%
Composition, nomination, and selection of the highest governance body
2023 Global Impact Report/About PayPal/Governance & Corporate Sustainability & Impact
Oversight, page 7
2024 Proxy Statement/Election of Directors, pages 1322
210, 211 Governance body composition
Highest governance body’s role in managing and reporting impacts
2023 Global Impact Report/About PayPal/Governance & Corporate Sustainability & Impact
Oversight, page 7
2024 Proxy Statement/CS&I Governance Structure, page 40
213, 214 Economic, environmental, and social topics in
capital allocation framework
Conflicts of interest
2024 Proxy Statement/Multiple references, pages 24, 3436 215
Collective knowledge of the highest governance body
2023 Global Impact Report/About PayPal/Governance & Corporate Sustainability & Impact
Oversight, page 7
2024 Proxy Statement/Multiple references, pages 15, 1722, 31, 4041
217 Governance body composition
Evaluation of performance of the highest governance body
2024 Proxy Statement/Board and Committee Evaluations, page 32 218
Remuneration policies and process
2024 Proxy Statement/Multiple references, pages 3739, 5193 219, 220 Remuneration
CEO pay ratio
2024 Proxy Statement/CEO Pay Ratio Disclosure, page 92 221 Wage level
(continued)
8
3
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
RESPONSIBLE BUSINESS PRACTICESRESPONSIBLE BUSINESS PRACTICES
Cybersecurity
Approach to identifying and addressing data security risks
2023 Global Impact Report/Responsible Business Practices/Cybersecurity & Secure
Transactions, pages 910
Responsible Business Practices webpage
33 TCSI230a.2
FNCF230a.3
Compliant, ethical, and humane use of our products
2023 Global Impact Report/Responsible Business Practices/Platform Security & Fraud
Protection, page 10
Acceptable Use Policy
33 Principles 1, 2
Transaction loss rate
11
0.08% 0.09% 0.09% FNCF230a.2
Passkeys enrollment (in millions)
12
25.0 1.1 –
Data Privacy
Approach, policies, and practices relating to user privacy
2023 Global Impact Report/Responsible Business Practices/Data Management & Privacy,
pages 1112
Responsible Business Practices webpage, PayPal Privacy Statement, Privacy Hub
33 TCSI220a.1 Principle 1
Monetary losses as a result of legal proceedings associated with user privacy
2023 Annual Report/Legal Proceedings, page 109 4181 TCSI220a.3
FNCF220a.2
Business Ethics
Approach to upholding business ethics
2023 Global Impact Report/Responsible Business Practices/Business Ethics, page 14
Responsible Business Practices webpage
33 Protected ethics advice and reporting
mechanisms
Risk and compliance management
2023 Global Impact Report/Responsible Business Practices/Risk Management & Compliance,
page 13
2023 Annual Report/Risk Factors, pages 1428
227 Integrating risk and opportunity into business
process
Anti-corruption policies and procedures
Code of Business Conduct & Ethics, pages 3133, 3941 2052 Principle 10 Anti-corruption
Monetary losses as a result of legal proceedings associated with
anticompetitive behavior regulations
2023 Annual Report/Legal Proceedings, page 109 2061 TCSI520a.1 Monetary losses from unethical behavior
Employee completion of annual training (% of total workforce)
13
100%
^
100%
^
100%
^
224, 2052 Principles 6, 10 Anti-corruption
Communication of critical concerns
Code of Business Conduct & Ethics, page 8 216
Processes to remediate negative impacts
Code of Business Conduct & Ethics 225
Mechanisms for seeking advice and raising concerns
Code of Business Conduct & Ethics, page 8 226 Principle 6 Protected ethics advice and reporting
mechanisms
Policy commitments
2023 Global Impact Report/Responsible Business Practices/Business Ethics, page 14
Code of Business Conduct & Ethics
Environmental Risk Management Policy
223 Principles 1, 2,
6, 7, 10
Embedding policy commitments
2023 Global Impact Report/Responsible Business Practices/Business Ethics, page 14
Code of Business Conduct & Ethics
224
(continued)
4
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
RESPONSIBLE BUSINESS PRACTICESRESPONSIBLE BUSINESS PRACTICES (cont.)(cont.)
Business Ethics (cont.)
Approach to respecting human rights 2023 Global Impact Report/Responsible Business Practices/Business Ethics, page 14
Code of Business Conduct & Ethics, page 46
Joint U.K. and Australia Modern Slavery Statement
33, 4081,
4091
Principles 1, 2,
4, 5
Risk for incidents of child, forced, or
compulsory labor
Political engagement and transparency approach
2023 Global Impact Report/Responsible Business Practices/Business Ethics, page 14
Political Engagement and Transparency Policy
Political Spending and Lobbying Disclosures
4151 Alignment of strategy and policies to lobbying
Business continuity risks related to disruptions of operations
2023 Global Impact Report/Responsible Business Practices/Risk Management & Compliance,
page 13
2023 Annual Report/Risk Factors, pages 2128
TCSI550a.2 Integrating risk and opportunity into business
process
Approach to sustainable supply chain management
2023 Global Impact Report/Responsible Business Practices/Business Ethics, page 14;
Employees & Culture/Belonging, page 25; 2023 Global Impact Report/Environmental
Sustainability/Climate-Related Risk Management, page 30
Supplier Diversity Program
Third Party Code of Business Conduct & Ethics
26, 33 Principles 1, 4,
5, 6, 8
SOCIAL INNOVATIONSOCIAL INNOVATION
Economic Empowerment
Approach to promoting economic opportunity for small- and medium-sized
businesses (SMBs) and entrepreneurs
2023 Global Impact Report/Social Innovation/Products & Partnerships to Support SMBs,
page 16
33, 2032 Principle 1 Significant indirect economic impacts
Cumulative access to capital facilitated for SMBs (in billions)
14
$28.2
^
$25.5
^
$21.3
^
Annual access to capital for SMBs (in billions) $2.7
^
$4.2
^
$2.7
^
Loans facilitated to SMBs (total since 2013) (in millions)
14
1.3 1.2 1.1
Venmo business profiles created (in millions)
15
3.0 2.1 1.1
Financial Health & Inclusion
Approach to advancing financial health and consumer convenience
2023 Global Impact Report/Social Innovation/Financial Health & Consumer Convenience,
page 19
33
Significant economic impacts
2023 Global Impact Report/Social Innovation/Financial Health & Consumer Convenience,
page 19
2032 Significant indirect economic impacts
Average Xoom international remittance rate
16
2.93%
^
2.92%
^
2.80%
^
Principle 1
Giving
17
Funds raised for nonprofits and causes (in billions) $20.9
^
$20.4
^
$19.2
^
Funds raised for nonprofits (in billions)
18
$19.8 $19.2 $18.4
Funds raised for causes via personal or business fundraising (in billions) $1.1 $1.2 $0.8
Total number of donors (in millions) 51.9
^
55.1
^
56.1
^
(continued)
5
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
SOCIAL INNOVATIONSOCIAL INNOVATION (cont.)(cont.)
Giving (cont.)
17
Total number of donations (in millions) 264.7 272.8 278.1
Number of donations through Give at Checkout (in millions) 16.6 23.7 27.0
Nonprofits and causes supported (in millions)
19
1.4 1.4 1.4
Nonprofits supported (in millions)
20,21
0.95 0.98 1.06
Funds raised through PayPal Fundraisers (in millions) $96.3 $63.4 $26.2
Causes supported 438,500 599,200 453,500
Number of donors 1,771,000 1,157,300 516,600
Funds raised through PayPal Digital Wallet (in millions) $342.2 $255.7 $181.8
EMPLOYEES & CULTUREEMPLOYEES & CULTURE
Employee Recruitment & Development
Approach to recruiting and managing a global workforce
2023 Global Impact Report/Employees & Culture/Global Talent Management, page 22
Employees & Culture webpage
Code of Business Conduct & Ethics
Joint U.K. and Australia Modern Slavery Statement
28, 33 Principle 6
Global employees
5
~27,000 29,900 30,900 27 Absolute number and rate of employment
U.S.-based 10,250 11,800 13,100
Nationalities 144 148 154
Countries 27 27 ~30
Overall workforce by region 27
Americas 45% 44% –
Asia-Pacific 42% 43% –
Europe and Middle East 13% 13% –
Total annual turnover rate
22
21.0%
^
23.8%
^
15.6%
^
4011 Absolute number and rate of employment
Annual employee survey participation rate
23
82%
^
83%
^
79%
Engagement score
24
77
^
79
^
83
^
TCSI330a.2
Intent to stay score
25
77
^
78
^
80
^
Learning and development hours (in millions)
26
0.7 0.9 – 4041 Training provided
Employees engaged in learning resources 28,100 27,700 –
Average hours per employee 23.7 32.6 –
Self-directed courses accessed
27
81,000 98,600 112,500
Saved development days (number of days)
28
14,200 14,300 15,200 Monetized impacts of training
(continued)
6
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
EMPLOYEES & CULTUREEMPLOYEES & CULTURE (cont.)(cont.)
Employee Wellness
Approach to prioritizing employee total wellness
2023 Global Impact Report/Employees & Culture/Global Talent Management, page 22
PayPal Benefits webpage
33, 4012,
4031, 4036
Health and safety
Collective bargaining agreements Not applicable 230 Principles 1, 3
Belonging
29
Approach to fostering an inclusive environment that cultivates belonging 2023 Global Impact Report/Employees & Culture/Belonging, page 25 33 Principles 1, 6
Employee Resource Groups (ERGs) 8 8 8
Participating employees 9,400 8,100 7,600
Global gender pay equity
30
100% 100% 100% 4052 Pay equality
U.S. ethnic pay equity
30
100% 100% 100% Pay equality
Diverse executive leadership (% of executive leadership)
31
71.4% 63.6% 55.6% 4051
Female (% of executive leadership) 42.9% 27.3% 22.2%
Ethnically diverse (% of executive leadership)
10
28.6% 54.6% 44.4%
Diverse workforce representation (% of overall workforce)
32
54.6%
^
55.9%
^
56.1%
^
4051 TCSI330a.3 Diversity and inclusion
Global disability (% of overall workforce)
33
1.6% 1.7% 1.6% 4051 Diversity and inclusion
U.S. veteran status (% of U.S. workforce)
34
4.3% 3.7% 3.6% Diversity and inclusion
U.S. LGBTQ+ (% of U.S. workforce)
35
2.8% 2.8% 2.7% Diversity and inclusion
Global gender diversity (% of global workforce)
2023 Global Impact Report/Employees & Culture/Belonging, page 26 27, 4051 TCSI330a.3 Diversity and inclusion
Female 43.0%
^
44.0%
^
43.7%
^
Male 56.9% 55.9% 56.2%
Non-binary 0.08% 0.07% 0.04%
Technical workforce by gender
36
4051 TCSI330a.3 Diversity and inclusion
Female 28.7% 28.1% 27.3%
Male 71.1% 71.7% 72.6%
Non-binary 0.11% 0.12% 0.05%
Professional workforce by gender
37
4051 TCSI330a.3 Diversity and inclusion
Female 43.1% 44.2% 43.9%
Male 56.7% 55.7% 56.0%
Non-binary 0.08% 0.07% 0.04%
Leadership by gender
38
4051 TCSI330a.3 Diversity and inclusion
Female 37.9% 36.0% 33.4%
Male 62.1% 64.0% 66.6%
Non-binary 0.00% 0.00% 0.00%
(continued)
7
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
EMPLOYEES & CULTUREEMPLOYEES & CULTURE (cont.)(cont.)
Belonging (cont.)
29
U.S. ethnic diversity (% of U.S. workforce)
10
2023 Global Impact Report/Employees & Culture/Belonging, page 26
PayPal EEO1 Reports
4051 TCSI330a.3 Diversity and inclusion
53.9%
^
54.0%
^
51.7%
^
American Indian or Alaska Native 0.2% 0.2% 0.3%
Asian 37.2% 34.5% 32.7%
Black or African American 6.5% 8.3% 7.4%
Hispanic or Latinx 7.4% 8.2% 8.6%
Native Hawaiian or Pacific Islander 0.3% 0.3% 0.3%
Two or More Races 2.2% 2.5% 2.4%
White 42.7% 42.6% 44.8%
Technical workforce ethnic diversity
36
69.2% 68.5% 67.4% 4051 TCSI330a.3 Diversity and inclusion
American Indian or Alaska Native 0.1% 0.1% 0.1%
Asian 60.9% 59.7% 58.9%
Black or African American 2.3% 2.5% 2.3%
Hispanic or Latinx 3.9% 4.1% 4.2%
Native Hawaiian or Pacific Islander 0.2% 0.3% 0.2%
Two or More Races 1.7% 1.8% 1.6%
White 27.0% 28.2% 29.3%
Professional workforce ethnic diversity
37
54.4% 54.6% 52.2% 4051 TCSI330a.3 Diversity and inclusion
American Indian or Alaska Native 0.2% 0.2% 0.3%
Asian 37.6% 34.8% 32.9%
Black or African American 6.7% 8.4% 7.5%
Hispanic or Latinx 7.4% 8.3% 8.7%
Native Hawaiian or Pacific Islander 0.3% 0.3% 0.3%
Two or More Races 2.2% 2.5% 2.5%
White 42.3% 42.0% 44.3%
(continued)
8
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
EMPLOYEES & CULTUREEMPLOYEES & CULTURE (cont.)(cont.)
Belonging (cont.)
29
Leadership ethnic diversity
39
41.5% 37.4% 37.2% 4051 TCSI330a.3 Diversity and inclusion
American Indian or Alaska Native 0.0% 0.0% 0.0%
Asian 28.5% 26.4% 27.0%
Black or African American 3.3% 3.6% 4.0%
Hispanic or Latinx 6.8% 5.0% 4.5%
Native Hawaiian or Pacific Islander 0.0% 0.0% 0.0%
Two or More Races 2.8% 2.5% 1.7%
White 53.3% 57.7% 58.4%
Underrepresented minorities by role (% of U.S. workforce)
40
2023 Global Impact Report/Employees & Culture/Belonging, page 26
PayPal EEO1 Reports
4051 TCSI330a.3 Diversity and inclusion
Overall workforce 16.5% 19.5% 18.9%
Technical
36
8.3% 8.9% 8.5%
Professional
37
16.8% 19.8% 19.3%
Leadership
38
13.0% 11.0% 10.2%
Ethnically diverse women by role (% of U.S. workforce)
10
2023 Global Impact Report/Employees & Culture/Belonging, page 26
PayPal EEO1 Reports
4051 TCSI330a.3 Diversity and inclusion
Overall workforce 23.3% 24.3% 22.8%
Technical 23.2% 22.6% 22.0%
Professional 23.6% 24.7% 23.1%
Leadership 16.5% 14.2% 13.2%
Ethnically diverse men by role (% of U.S. workforce)
10
2023 Global Impact Report/Employees & Culture/Belonging, page 26
PayPal EEO1 Reports
4051 TCSI330a.3 Diversity and inclusion
Overall workforce 30.5% 29.6% 28.9%
Technical 46.0% 45.8% 45.3%
Professional 30.7% 29.9% 29.0%
Leadership 25.0% 23.2% 24.0%
(continued)
9
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
EMPLOYEES & CULTUREEMPLOYEES & CULTURE (cont.)(cont.)
Belonging (cont.)
29
Attrition
41
4011 Absolute number and rate of employment
Global attrition by gender
Female 47.6% – –
Male 52.1% – –
Non-binary 0.2% – –
U.S. attrition by ethnic diversity
American Indian or Alaska Native 0.3% – –
Asian 26.0% – –
Black or African American 15.1% – –
Hispanic or Latinx 11.4% – –
Native Hawaiian or Pacific Islander 0.4% – –
Two or More Races 3.7% – –
White 38.2% – –
Hiring
42
4011 Absolute number and rate of employment
Global hiring by gender
Female 41.7% – –
Male 57.7% – –
Non-binary 0.3% – –
U.S. hiring by ethnic diversity
American Indian or Alaska Native 0.1% – –
Asian 42.6% – –
Black or African American 7.4% – –
Hispanic or Latinx 8.1% – –
Native Hawaiian or Pacific Islander 0.2% – –
Two or More Races 2.6% – –
White 32.6% – –
(continued)
10
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
EMPLOYEES & CULTUREEMPLOYEES & CULTURE (cont.)(cont.)
Belonging (cont.)
29
Promotions
43
Global promotions by gender
Female 13.0% – –
Male 12.4% – –
Non-binary 16.7% – –
U.S. promotions by ethnic diversity
American Indian or Alaska Native 19.2% – –
Asian 12.5% – –
Black or African American 14.6% – –
Hispanic or Latinx 16.1% – –
Native Hawaiian or Pacific Islander 6.9% – –
Two or More Races 9.2% – –
White 14.5% – –
Community Engagement
Approach to engaging employees for community impact
2023 Global Impact Report/Employees & Culture/Employee Community Impact, page 27 33
Total corporate charitable contributions (in millions)
44
$40.2 $28.9 $38.3 2011 Economic contribution
Workforce engaged in community impact activities
45
18,200 19,500 24,000
Nonprofits supported through community impact activities 4,200+ 4,000+ –
Employee volunteer hours 118,500 99,700 83,700
Skills-based volunteer hours
46
46,400 49,200 –
ENVIRONMENTAL SUSTAINABILITYENVIRONMENTAL SUSTAINABILITY
Climate Change
47
Approach to climate change 2023 Global Impact Report/Environmental Sustainability/Climate-Related Risk Management,
pages 2930
Environmental Sustainability webpage
Environmental Risk Management Policy
TCFD Index
Third Party Code of Business Conduct & Ethics, page 3
33, 2012,
3024
Principles 7, 8, 9 Paris-aligned GHG emissions targets
TCFD implementation
Integrating risk and opportunity into business
process
Integration of environmental considerations into strategic planning for
data center needs
2023 Global Impact Report/Environmental Sustainability/Climate-Related Risk Management,
pages 2930
Environmental Sustainability webpage
TCSI130a.3 Principles 7, 8
(continued)
11
May 2024
Corporate Sustainability & Impact Performance Metrics Table (cont.)
Description FY23 FY22 FY21 GRI SASB UNGC SCM
ENVIRONMENTAL SUSTAINABILITYENVIRONMENTAL SUSTAINABILITY (cont.)(cont.)
Climate Change (cont.)
47
Global energy use (MWh in thousands) 243.1
^
259.8
^
256.6
^
3021 TCSI130a.1
Facilities 49.6 59.6 51.7
Data centers 193.5 200.3 204.9
Renewable energy (% of total energy use) 89%
^
90%
^
88%
^
TCSI130a.1 Principle 8
Facilities (% of energy use) 46% 58% 40%
Data centers (% of energy use) 100%
^
100%
^
100%
^
Science-based targets Paris-aligned GHG emissions targets
Reduction in absolute operational GHG emissions (% since 2019 baseline)
48
-75.1%
^
-80.1%
^
-73.1%
^
3055
Vendors with science-based targets (% of vendors by spend)
49
45.3%
^
38.8%
^
29.9%
^
GHG emissions by Scope (MTCOe in thousands) 515.1 517.1 535.3 GHG emissions
Scope 1 3.5
^
3.9
^
2.6
^
3051
Scope 2 (MBM)
50
9.8
^
6.7
^
11.7
^
3052
Scope 3
51
502 507 522 3053
Purchased goods and services 431 448 446
Crypto-related
52
80 68 48
Capital goods 27 16 46
Fuel and Energy-Related Activities (FERA) (MBM) 9.0
^
8.8
^
9.3
^
Upstream transportation and distribution 12 11 1
Business travel
53
5.8
^
6.2
^
0.8
^
Employee commuting and remote working
54
18.3
^
17.0
^
18.7
GHG emissions by Scope (MTCOe in thousands, LBM)
55
GHG emissions
Scope 2 86.8
^
101.4
^
99.0 3052
Scope 3 FERA 23.0
^
34.4
^
34.4 3053
Carbon intensity per transaction (grams CO)
56
0.5 0.5 0.7 3054
Natural Resource Management
47
Approach to managing natural resources 2023 Global Impact Report/Environmental Sustainability/Natural Resource Management,
page 31
Environmental Sustainability webpage
33 Principles 7, 8
Total water consumed (gallons) (in millions)
57
56.8
^
79.1
^
77.6 3035 TCSI130a.2 Water consumption and withdrawal in
water-stressed areas
IT hardware retired (metric tons) 375 338 410 3063 Impact of solid waste disposal
Sold or donated for refurbishment and reuse 52% 75% 74% 3064
Transferred to secure disposal vendors 48% 25% 26% 3065
12
May 2024
Endnotes
1
We selected metrics from both sets of SASB industry standards that
reflect topics most directly applicable to our business and stakeholders.
For some topics, including Customer Privacy, Data Privacy, Data Security,
and Selling Practices, we do not report on all accounting metrics based
on relevance to our business and our current disclosures.
2
For additional information on select historical data not reported within
this report, please see PayPal’s previous Global Impact Reports and
other public disclosures.
3
We report on select themes and metrics based on relevance to our
business and our current disclosures.
4
Each italicized response references an external document or resource
relevant for this reporting year.
5
As of December 31 of each year.
6
Modified activity metric to provide relevant business information.
7
A market is a geographic area or political jurisdiction, such as a country,
territory, or protectorate, in which we offer some or all of our products
and services.
8
Please note that the applicable SCM framework metrics use the term
“material.” We have used the term “significant” for consistency with this
report. See page 6 for more information.
9
As of December 31 of each year. Diverse is defined as women and U.S.
ethnically diverse men based on U.S. EEO1 defined categories.
10
Ethnically diverse includes U.S. EEO1 defined categories American
Indian or Alaska Native, Asian, Black or African American, Hispanic or
Latino, Native Hawaiian or Other Pacific Islander, or Two or More Races.
11
Transaction loss rate represents transaction losses (including expensing
associated with buyer and seller protection programs, fraud, and
chargebacks) divided by our TPV (Total Payment Volume).
12
Number of accounts enrolled since launch in October 2022 through
December 31, 2023.
13
Does not include exempt employees that are on leave during the due
date of trainings.
14
Through PayPal Business Loans and PayPal Working Capital in the U.S.,
U.K., Australia, and Germany. Historical values throughout this report
have been restated to exclude loans made through the U.S. Paycheck
Protection Program. The lender for PayPal Working Capital, PayPal
Business Loan, and PayPal Loan Builder is WebBank.
15
Total profiles since launch as of December 31 of each year.
16
The total fee amount paid by Xoom customers as a % of the total
remittances sent by Xoom customers during a given period (typically,
calendar year). This can also be understood as the amount of revenue
received by the Xoom product as a % of the total Xoom Payment volume.
17
The data consist of funds processed by PayPal and Braintree to all
nonprofits, which include organizations identified as charities, other
nonprofits and elementary/ secondary schools and universities, as well
as donations to individuals and businesses from personal fundraising
campaigns. We continue to revise prior period metrics based on
improvements in data quality and calculation methodology.
18
Does not include funds raised through personal fundraising.
19
Total number of distinct nonprofits or causes supported each year.
20
Represents the total number of nonprofit accounts supported each year.
Does not include funds raised through personal fundraising.
21
Prior year values were previously rounded and have been updated to
reflect more detailed disclosure.
22
Total turnover rate includes voluntary and involuntary employee attrition
over the last 12 months ending December of each year.
23
Our annual employee survey consists of 25 questions sent to all PayPal
employees. The survey is administered by a third-party organization that
provides independent benchmarking and analysis. Scores are converted
from a mean score on a five-point scale to a score out of 100.
24
Whether the employee would recommend PayPal to their friends and/or
is happy at PayPal.
25
Whether the employee intends to work at PayPal in two years.
26
Prior year values have been restated to reflect updated calculation
methodology.
27
Self-paced learning courses offered through PayPal on LinkedIn
Learning, Udemy, and O’Reilly that were accessed by employees.
28
Number of development days saved in the year for engineers who
completed proactive technical training classes versus individual
learning.
29
Workforce representation metrics in this section of the CS&I Performance
Metrics Table are based on self-reported data. Due to rounding and
exclusion of employees who do not self-identify, numbers presented
may not reflect exact totals.
30
Pay equity analysis based on total compensation is defined as base
salary, annual bonus, and annual equity awards.
31
FY23 values as of March 27, 2024, and all prior year values as of
December 31 of each year. Executive Leadership includes those
individuals identified as Executive Officers of the Company in our 2024
Proxy Statement. Diverse is defined as women and U.S. ethnically diverse
men.
32
Total diverse workforce representation is defined as global women and
U.S. ethnically diverse men based on U.S. EEO1 defined categories.
33
Global employees who have self-identified as having a disability in
countries where it is legally allowed or required to disclose.
34
U.S. employees who have self-identified as “Non-Protected Veterans”
and “Protected Veterans.”
35
U.S. employees who have self-identified as LGBTQ+. Approximately 7%
of U.S. employees responded as of December 31, 2023. This self-identify
question is voluntary and the representation percent may vary based on
broadened adoption among U.S. employees.
36
Technical roles include employees in engineering, information
technology, and technology operations.
37
Professional is defined as Director roles and below.
38
Leadership is defined as Senior Director roles and above.
39
Leadership is defined as Senior Director roles and above. Ethnically
diverse includes U.S. EEO1 defined categories American Indian or
Alaska Native, Asian, Black or African American, Hispanic or Latino,
Native Hawaiian or Other Pacific Islander, or Two or More Races.
40
U.S. employees who identify as Black or African American, Hispanic
or LatinX, American Indian or Alaska Native, Native Hawaiian or Other
Pacific Islander, or Two or More Races.
41
Values represent percentage of total voluntary and involuntary
departures.
42
Values represent percentage of total hires.
43
Values represent percentage of total respective gender and ethnic group
populations.
44
Includes donations, matching gifts, grants, and in-kind donations.
45
Number of employees that participated in community impact initiatives
or activities, including volunteering, giving, and/or actions to integrate
impact and sustainability into their daily lives.
46
Hours of capacity-building and skill-based volunteer activities, including
coaching of entrepreneurs and small business owners, nonprofit board
service, and pro bono support.
47
Due to rounding, numbers presented may not reflect exact totals.
48
Operational greenhouse gas emissions include those emission sources
covered by Scope 1 and Scope 2 market-based method (MBM) as
defined by the Greenhouse Gas Protocol and the Science Based Targets
initiative. In 2019, the base year for our operational emissions target,
Scope 1 and 2 emissions totaled 53,100 metric tons. While we observed
operational GHG reductions exceeding our 2025 goal we recognize that
in future years this may change as the Company continues to grow.
49
To calculate the progress toward our goal of reaching 75% vendors
by spend with a science-based target (SBT), we consider relevant
annual spend with vendors who have set or committed to setting a SBT
validated by the Science Based Targets initiative (SBTi), or have publicly
disclosed a greenhouse gas (GHG) emissions reduction goal that is
aligned with the latest SBTi criteria, even if not validated by SBTi. For
vendors with an SBT set or commitment to set an SBT, their targets have
been verified against the latest SBTi v4.2 and v5 criteria.
50
Scope 2 emissions data is calculated using the GHG Protocol market-
based method (MBM), which includes purchases of renewable energy
based contractual instruments.
51
Total Scope 3 emissions and spend-based emissions estimates are
rounded to the nearest 1,000 metric tons CO2e to reflect limitations in
the underlying data sources and estimation methodologies.
52
Cryptocurrency-related emissions are estimated using calendar year
activity data and the Hybrid Emissions Allocation Method as presented
in the Accounting for Cryptocurrency Climate Impacts guidance
published by Crypto Carbon Rating Institute and South Pole in 2022.
Cryptocurrency-related emissions are accounted for as purchased
goods and services, consistent with the GHG Protocol, Value Chain
Standard.
53
As part of our commitment to sustainable business travel, we have
worked directly with preferred travel vendors to refine our emissions
calculation methodology. We will continue to work with vendors to
enhance the granularity of employee travel information upon which our
business travel GHG emissions calculations are based.
54
Employee commuting emissions are estimated using average monthly
office attendance data, employee transportation survey data, and U.S.
EPA transportation mode emissions factors and are limited by data
availability. Employee remote working emissions are estimated using
average monthly remote working data and the remote working emissions
methodology published by Anthesis Group in the Estimating Energy
Consumption and GHG Emissions for Remote Workers white paper. We
will periodically review publicly available methodologies and evaluate
opportunities to enhance the quality and quantity of data available for
estimating employee commuting and remote working emissions.
55
Calculated using the GHG Protocol location-based method (LBM), which
does not incorporate contractual instruments such as energy attribute
certificates.
56
Calculation includes operational emissions from all Scope 1 and 2
market-based method (MBM) sources, including corporate jet.
57
Water consumption data is collected from facilities under PayPal’s
operational control utilizing direct reporting and estimated data. All
PayPal data center premises are housed in co-location data center
facilities and, as such, we do not have operational control of water use
from data centers, nor do co-location data center facilities have the
ability to measure water consumption for PayPal’s premises. We engage
with our data center co-location providers on water management best
practices as part of our overall service agreements and requirements.
^ Received limited external assurance on this metric in current and/or
previous reporting periods.
