01 Energy and environment
Energy and environment

Energy and environment

Energy
 
  • Collaborated with property management firms to implement resource-saving measures throughout our office spaces, including retrofitting our air conditioning systems for lower global warming potential and fitting common areas with lighting, timers, and sensors designed to  reduce power consumption after hours.

     
Eco-friendly practices enabled by technology
 
  • Partnered with technology companies to securely dispose of old equipment and assess items for donation. Donated over 1,000 assets, including laptops and monitors, to organizations in the US, UK, Brazil and India.

  • Evaluated the carbon footprint of new services, including our intranet site and Copilot, by measuring emissions from hardware energy use and operation time, guiding sustainable hardware acquisition and use.

  • Reduced individual printers and amplified digitization.

  • 100% of all equipment purchased by Moody’s is EPEAT certified.

     
Waste management
 
  • Partnered with recognized waste management firms with global presence to process and repurpose old, branded items in a responsible and circular way following Moody’s brand launch.

  • 28 of our offices participate in special waste collection campaigns such as waste repurposing, spring cleaning, depleted batteries collection, and old pens recycling.

     
Environmental considerations for office locations
 
  • 67% of Moody’s employees are assigned to buildings that are certified LEED, BREEAM or a local equivalent.

     
Sustainability Policy
 
  • We updated our Sustainability Policy to reinforce our commitment to sustainable and responsible practices, providing a comprehensive framework for our operations and value chain. The policy details our priorities and actions in reporting, operations, procurement, supplier engagement, biodiversity, and waste management.

     
Progress on our GHG emissions-related targets
 
  • 94% reduction of Scope 1 and Scope 2 emissions from 2019 base year (50% target by 2030).

  • 35% reduction of Scope 3 business travel, employee commuting and fuel- and energy-related activities emissions from 2019 base year (15% target by 2025).

  • Met target of 60% of supplier spend covered by science-based targets one year before target (2025).

  • 100% of continued renewable electricity sourcing for Moody’s global operations, and ongoing offsetting for remaining operational emissions.
02 Responsible sourcing
Responsible sourcing

Responsible sourcing

Engagement
  • Partnered with EcoVadis to evaluate our suppliers' carbon emissions and performance, allowing us to engage with them based on their maturity to develop long-term strategies and improvements.

  • Over 200 suppliers participated in our EcoVadis supplier engagement program, demonstrating growing interest and commitment among our suppliers toward sustainability efforts.

     
Partnerships
  • Ranked among the Top 5 Corporate Sustainable Procurement Performers for our 2024 Navigator submission, as recognized by the Sustainable Purchasing Leadership Council (SPLC). Additionally, SPLC has honored our Responsible Sourcing program, which aims for 60% of our suppliers by spend to adopt science-based targets (SBTs) by 2025, with the Outstanding Case Study Recognition.
     
  • Joined forces with our supplier DHL Express to utilize sustainable aviation fuel in shipping and deliveries, which can reduce emissions by up to 70-80% compared to traditional jet fuel.

     
Ethical supply chain
  • We updated our Supplier Code of Conduct to incorporate commitments to international guidelines, including ILO conventions and the UN principles.

  • We expanded supplier risk assessment measures to include more domains, such as total process concentration, critical process concentration, and internal sentiment. These additional measures provide a more comprehensive view of supplier risk.
03 Community impact
Community impact

Community impact

Volunteering
  • We have expanded our volunteer program by introducing a wider range of accessible volunteering opportunities for our employees, including in-office volunteering, which has led to over 16,000 volunteer hours contributed by 31% of our employees to their communities.

     
Supporting ecosystem restoration
  • In partnership with the Instituto Perene, as part of the “Efficient Stoves and Ecosystem Restoration in Brazilian Tropical Savannas” program, we trained young adults from Kalunga in the construction of eco-efficient stoves. This training resulted in the construction of 20 new stoves and the collection of native seeds to improve the seed bank.
     
  • We successfully completed the formal establishment of our partnerships with the Endangered Wildlife Trust and the World Wildlife Fund. These collaborations are set to significantly bolster our initiatives aimed at supporting ecosystem restoration in emerging markets.

     
Empowering small businesses
  • We launched the Smart Duka 6.0 Initiative in partnership with TechnoServe to empower micro-retailers through education and technology. The program conducted nine training sessions for over 1,200 participants. As a result of this initiative more than 90% of the retail microenterprises showed improvements in their business practices, 40 new jobs were created, and 128 of these companies achieved financial access.
     
  • In collaboration with Nest, we launched a masterclass designed to scale small businesses of artisans and manual workers across 13 emerging markets. This initiative successfully supported more than 500 craft enterprises. Additionally, we launched two specialized training series focused on product photography and business expansion techniques, further enhancing the skill set and business acumen of the participants.

     
Supporting crisis response
  • We donated $150,000 USD to support humanitarian relief and recovery efforts for people affected by the typhoon in Vietnam, Hurricane Milton, Hurricane Helene, and floods in Spain.
04 Cybersecurity
Cybersecurity

Cybersecurity

AI Governance
 
  • We established a committee focused on AI governance from a risk perspective, demonstrating our organization's commitment to the responsible use of AI, improving risk management and ensuring ethical and transparent AI practices across all operations.

     
Investment in Zero Trust Architecture
 
  • We enhance system security and operational resilience by restricting inter-system communications, which improves risk mitigation.

     
Trust Center launch

 

  • We launched the Trust Center  to improve cybersecurity transparency and reinforce our commitment to open and secure digital practices

 

Post-Quantum readiness

 

  • We continue to prepare for the complexities of quantum computing by inventorying critical data and communications lines and partnering with innovative post-quantum companies.

     
Training and awareness
 

We expanded our training programs including:
 

  • Phishing Derby: An event held during Cybersecurity Awareness Month, engaging over 1,000 participants in identifying and mitigating phishing threats.

  • Bug Bash: A contest where  development teams compete to solve cybersecurity vulnerabilities in their code.

  • Cybersecurity Champion Program: Trained over 1,500 developers, equipping them with the skills to integrate cybersecurity best practices into their work.

     
Performance

  • Moody’s Security Rating
BitSight
  • Metrics program: Implemented 10 cybersecurity goals with 350 metrics measured monthly to drive continuous improvement.


ISO 27001 certification

  • We received our first Moody's-wide ISO certificate, which encompasses Moody's enterprise services and 30 products and services across five operating units, enhancing customer trust and demonstrating the maturity of our cybersecurity program.
05 Well-being
Well-being

Well-being

Global Parental Leave policy
 
  • In 2024, we introduced a new Global Parental Leave policy for our employees that provides all employees who become parents, including through adoption and surrogacy, with at least 16 weeks of paid leave at 100% of their regular salary.
06 Employee attraction and engagement
Employee attraction and engagement

Employee attraction and engagement

Employees recognition
 
  • We launched IM'PACT, our recognition platform designed to foster a consistent, global recognition culture. This program allows employees to recognize and celebrate each other's unique contributions, dedication and achievements, further strengthening our culture of recognition.

  • We introduced our inaugural annual CEO Awards, a nomination-based award which provides an opportunity to publicly recognize and celebrate employees who are exceptional in truly embodying each of our values.

     
Certifications
 
  • Moody’s was recognized as a Great Place to Work in the United States for three consecutive years. This highlights the work we’re doing to foster an environment where everyone feels empowered to grow, thrive and achieve their fullest potential.

 

Engagement
 
  • In our annual Business Engagement Survey, we achieved an employee engagement score of 78 out of 100, compared to a global benchmark of 74, indicating that our employees would recommend Moody’s as a great place to work and are happy working at Moody’s.
07 Learning and development
Learning and development

Learning and development

Moody's University

 

  • We have broadened our learning partnership programs, securing contracts with 11 global universities, intermediaries, and training providers. These partnerships offer employees discounted access to a range of educational opportunities, including undergraduate and graduate courses, continuing education programs, and certification trainings.

     
Upskilling programs
 
  • We introduced the New Manager Orientation Program, designed to provide new managers with the essential tools and knowledge they need to succeed in their role as people leaders. This comprehensive orientation includes interactive sessions that cover understanding Moody's culture, managing teams effectively, and navigating the Company's systems and processes. In 2024, 239 new managers participated in the virtual sessions delivered across all Moody’s regions.

  • We introduced the Leader Labs program for experienced leaders managing large teams. Aimed at empowering senior leaders to maximize team effectiveness and support employee growth, it  covers 5-6 essential topics annually including: Developing High Performing Talent, Delivering Feedback that Matters, and Coaching for Success.
     

 

Career development
 
  • We developed the Manager Resource Center: a comprehensive hub for Moody’s people managers, encompassing all stages of the People Lifecycle—Plan, Attract & Hire, Assess, Develop, Reward, Engage, and Exit. Each topic is broken into sub-categories with actionable information, resources, and an integrated calendar of key activities. The hub also includes supplemental training, such as First-Time Manager skills, Goal Setting, Delegation, Feedback, and simulations to empower managers to effectively lead their teams. Launched in March 2024, 78% of Moody’s managers have accessed the Manager Resource Center.


Innovation and future skilling
 
  • In partnership with Moody’s Ratings Digital Economy Team and aligned with our analytical preparedness, we offered our first Digital Assets Bootcamp for Moody’s Ratings staff. This full day event was designed to provide education and insight from internal and external experts to build a foundational understanding of the evolving digital finance landscape and its potential impact on credit.

     
AI training
 
  • In recognition of our AI training program, we were awarded a silver medal in the Best Program for Upskilling Employees category by the Brandon Hall Group.

  • We delivered a digital assets core curriculum, which is part of the digital transformation preparation initiative. In 2024, 84% of employees completed the curriculum, surpassing the 80% target.

  • We developed educational resources to train our employees in the use of Copilot and supported the deployment of GitHub for engineers and technical audiences. These initiatives foster a culture of continuous learning and innovation in an increasingly digital and collaborative industrial landscape.

     
Onboarding training
 
  • We revamped our Global New Hire Orientation (NHO) to be more interactive, significantly enhancing the transition and engagement of new employees. This improved experience helps new hires to feel welcomed and fully prepared for their roles within the organization. The two-day orientation program is followed by a quality check, the orientation pulse survey. For 2024, effectiveness of NHO was rated 4.8 out of 5.0 globally.