Salesforce has been a prominent player in cloud-based software. How did the company’s journey into ESG and sustainability begin?
When Salesforce was founded in 1999, Mark Benioff and others envisioned a company model beyond software. They wanted a business with purpose, and that is where our 1-1-1 model, where 1 per cent of equity, 1 per cent of product and 1 per cent of employee time go back to communities, came in. From there, environmental sustainability was a natural next step, starting with greenhouse gas accounting. When I joined in 2013, we had only three people dedicated to sustainability, focusing on data centre efficiency, transitioning to renewable energy and operational sustainability. We are pushing the envelope with ESG integration across our workforce and policy advocacy.
How does Salesforce maintain this ESG focus across global offices, especially in regions like India?
Our approach relies heavily on local leadership to carry forward these values. In India, we have dedicated staff for diversity, equity, inclusion (DEI), and sustainability. Our team members understand the local nuances and regulations, which allows us to align our global strategy with on-the-ground needs. This strong partnership between local and global levels helps us execute effectively.
With ESG being such a broad framework, how does Salesforce measure progress, particularly in social and governance aspects?
It is definitely a challenge. For environmental metrics, we have established frameworks like the Task Force on Climate-related Financial Disclosures (TCFD), which help us structure our climate data. We are closely watching the EU’s Corporate Sustainability Reporting Directive (CSRD) for social and governance aspects. It is a comprehensive approach that covers everything from employee development and turnover to pay equity, and I believe it will become the gold standard in global reporting.
Salesforce has committed to a net-zero target. What are the key areas you are focusing on to achieve this?
We were early adopters of science-based targets and are currently revisiting our targets to adapt them to current needs. Two major areas we focus on are data centre emissions and Scope 3 (supply chain) emissions, particularly with the rise of AI. Data centres, in particular, are massive energy consumers, and we have found four main ways to mitigate this impact -- right-sizing models to limit data use, relying on renewable energy sources, optimising hardware efficiency and promoting transparency in cloud usage emissions. It is about creating sustainable AI while balancing our commitment to carbon efficiency.
What is your perspective on fostering purpose-driven leadership within Salesforce’s ESG team?
Most people are eager to align their personal values with their professional lives. While ESG is now a compliance requirement, this has only heightened engagement, bringing visibility across departments. Today, I collaborate regularly with our CFO and Chief Accounting Officer, which was rare in the past. ESG’s cross-functional nature means we are entering an era of increased participation across departments, deepening Salesforce’s impact within and beyond the company.
