ESG

2022/2023

Report
A note on the title of this report: Previously, the titles of our ESG reports referred to the year in which they were published. Moving forward, our reports will be titled
to reflect the year of the data covered. This year’s report on our 2022 performance is titled the 2022/2023 report and next year’s report will be the 2023 report.
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Report

Contents
Our Business 05

Environmental Sustainability 08

Social Impact 20

Governance 26

Look Ahead 35
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From Our
President & CEO
When I joined AspenTech in 1993, our customers faced a Over the past year, AspenTech has undergone a transformation
wide range of challenges, from how to maximize their output that has significantly enhanced our ability to impact the energy
and meet quality standards to increasing efficiencies and transition and sustainability. Our customers recognize how
driving operational performance. uniquely positioned we are to help them achieve this.

Today, asset-intensive industries Our transaction with Emerson, which closed in May 2022,
added two new solutions to the AspenTech portfolio. OSI
face a Dual Challenge — how to meet Digital Grid Management extends our capabilities into
the increasing demand for resources electricity transmission and distribution, while Subsurface
from a growing population while also Science & Engineering enhances our solutions for carbon
storage and geothermal energy. Through our partnership,
addressing sustainability goals. As we are also combining AspenTech’s innovative software with
a strategic partner and an industry Emerson’s industry-leading automation portfolio to create
steward, we are trusted by our joint sustainability solutions for emissions management, energy
efficiency, bio-feedstocks, hydrogen, and carbon capture,
customers to guide them as they take utilization and storage (CCUS).
on this challenge. With the support of Emerson, we have accelerated our ability
With more than 40 years of innovation and deep domain to acquire new offerings. Inmation, a leader in industrial real-
knowledge, we enable asset-intensive industries to advance time information management software, enables customers
a wide array of sustainability pathways, from converting to generate insights that improve operations and drive their
oil refineries into biofuel-producing assets to scaling and sustainability programs. We also announced an agreement to
optimizing hydrogen production to the recycling of plastics. acquire Micromine, a global leader in design and operational
solutions for the mining industry.
To accelerate the development of our long-term sustainability
vision and align our product plans with this vision, we recently
hired a Chief Product and Sustainability Officer.

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FROM OUR PRESIDENT & CEO

AspenTech is also evaluating pathways to achieve net-zero quarters of the Board members are independent, including the
emissions across our own operations. We are developing an Board Chair. Following the close of the Emerson transaction,
environmental sustainability program to reduce our carbon we took steps to further strengthen our corporate governance
footprint, informed by an assessment of our global emissions. including adopting a code of business conduct and ethics for
directors, officers and employees and establishing new charters
Environmental sustainability is only part of the picture.
for our committees.
AspenTech is also committed to helping our global organization
thrive by embracing diversity, equity and inclusion and As a software company, we recognize the importance of
providing continuous development opportunities for current cybersecurity. Through rigorous processes, advanced tools
and future generations of the workforce. and continuous employee training, we aim to deliver secure
products and help protect our customers so they can securely
Diversity and inclusion have always been important to me.
operate critical infrastructure, like the electrical grid, oil and bio
I was born and raised in Latin America and my heritage is
refineries and chemical plants.
a critical part of who I am. I have always believed that the
diversity of AspenTech employees is among our greatest It’s been an exciting year at AspenTech, one in which we
strengths and as our workforce has grown significantly in transformed our capabilities to address the Dual Challenge
the past year, we have placed even more emphasis on our and made significant progress in our ESG initiatives. It
corporate value around Diversity, Equity and Inclusion (DEI). is important for me to recognize that our employees,
We have also made strides in the representation of women and customers and partners deserve a large measure
the ethnic / racial diversity of both AspenTech’s executive team of the credit. With their talents, passion and
and the Board of Directors. innovative spirit, I look forward to continuing
our leadership role in achieving a more
Because we recognize that our employees are critical to
sustainable future.
everything we do, we invest significantly in our own culture
of operational and organizational excellence, in training and
educational programs and in developing the next generation
of leaders.
We understand that our work on diversity, equity and inclusion
can never be complete. I — and AspenTech as a whole — am
dedicated to continuing our efforts, because we know we
are stronger and more successful when we celebrate and
appreciate the unique qualities of each employee.
I am honored to serve alongside a talented, experienced
and passionate Board of Directors who oversee and support
AspenTech’s Environmental, Social and Governance (ESG)
initiatives, which are a key part of our strategy. More than three
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Our
Business
Over 40 years ago, AspenTech
was founded, developing
first-of-its-kind software to
enable process manufacturers
to achieve new levels of
operational efficiency and
performance, which quickly
proved critical to addressing
the challenges industry and
society faced.
Today, as the world confronts the challenge of
climate change, our technology and expertise
are more important than ever before.
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Our unique portfolio of solutions enables our customers in a range of asset-
intensive industries to optimize performance across their value chain, improve
resource efficiencies, accelerate energy transition and decarbonization, and
create new pathways towards a circular economy.

AspenTech's strategy is focused on digitally transforming the industries we

serve by optimizing their assets to run safer, greener, longer and faster. Our
industry-leading software is founded on first principles of engineering and deep
expertise in engineering modeling, simulation and optimization. Our innovative
use of artificial intelligence and machine learning helps drive greater insights to
increase throughput, predict potential equipment failures or process issues before
they impact operations, enabling companies to meet their sustainability and
operational goals.

Over the past year, we completed several strategic transactions and enhanced
our partnership with Emerson, extending our offerings into new markets and
applications which will play important roles in sustainability progress for
decades to come.

Today, AspenTech has approximately 3,700 talented employees in 40 countries

who share a deep commitment to helping over 3,000 customers reach their
operational and sustainability goals now and for the future.

The world is facing a very real and urgent challenge in climate change, one
that demands dedication and innovation and AspenTech is ready to take on
this challenge.

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AspenTech Has Undergone a Transformation
Over the past year, we completed several transactions that extend our technology leadership and
enhance our position in industries that will play critical roles in creating a sustainable future.

May 2022 October 2022

Closed the transaction with Emerson, Digital Grid Management from OSI provides Acquired Inmation and created
created a partnership between a global the critical capabilities for modernization AspenTech DataWorks providing
industrial automation leader and an industrial and resiliency of electricity transmission a comprehensive industrial data
software leader. This unique combination and distribution, including the growth of management solution and enabling
enables the companies to jointly provide renewables into the grid. customers to create actionable
innovative sustainability solutions to our insights to improve operations
shared customers. Subsurface Science & Engineering suite and sustainability programs.
provides advanced capabilities for modeling
The transaction also brought the talented and simulation of geological structures and
teams from OSI and Subsurface Science & materials, essential for carbon storage and
Engineering into AspenTech. geothermal energy.

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Environmental
Sustainability
Over the past year, AspenTech
has made significant progress in
our sustainability journey for our
company, industry and society.
As a software company our environmental footprint
is relatively small. However, our solutions help
customers in the asset-intensive industries make
significant strides in improving the sustainability of
their operations while maintaining profitability. We
are collaborating and co-innovating with customers
and partners around the globe to achieve a more
sustainable future.
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AspenTech Sustainability Framework

We collaborate and co-innovate with

stakeholders and organizations to
Advancing Net-Zero for advance sustainability pathways and
help society achieve a net-zero world.
Society

We work with our customers to help

make their sustainability goals a reality.
Accelerating Net-Zero for AspenTech’s innovative solutions
enable asset-intensive industries to
Industry reach their net-zero goals.

We are driven to create a more

sustainable future. AspenTech
Achieving Net-Zero at is committed to improving our
environmental performance
AspenTech® towards net-zero operations.

SUSTAINABILITY

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At AspenTech, sustainability is a commitment Sustainability in Action
and a passion and will remain at the core of Achieving Sustainability at AspenTech
our work in the critical decades to come.
Over the past year, working with an independent third-party consulting firm, we
have measured our global greenhouse gas emissions. As a software company
The Dual Challenge we have a relatively modest environmental footprint. Scope 1 and 2 emissions
The catalyst driving AspenTech’s sustainability predominantly result from the use of natural gas and electricity in our office
efforts — our mission — is the Dual Challenge: workplaces. Procured goods and services, business travel and employee commuting
helping our customers meet the increasing are the greatest contributors to our Scope 3 emissions.
demand for resources from a growing
population with rising standards of living, while tCO2e 2019 2020 2021
also addressing their sustainability goals. Scope 1 723 711 689
Scope 2 6,074 6,508 7,064
The importance of finding a solution to this
Scope 1 + 2 Intensity / Sq Ft. 0.015 0.014 0.013
challenge will only grow more urgent. By Scope 1 + 2 Intensity / Employee 2.091 2.024 2.133
2050, global demand for energy is expected
AspenTech’s GHG inventory aligns with the Greenhouse Gas Protocol Corporate
to increase by 50 percent according to Energy Accounting and Reporting Standard and Scope 2 Guidance.
Information Administration (EIA) forecasts1.
Electricity generation is predicted to grow by We have established a new leadership role which will be responsible for
75 percent, with as much as 90 percent of developing clear and actionable plans to reduce our emissions globally, utilizing
the increase coming from renewable sources. 2
both internal resources and external specialists. Cross-functional teams will
To accommodate the growth in renewable identify and prioritize emissions
energy, spending on electrical grids is expected reduction initiatives.
to increase from $320 billion today to more
AspenTech employees and management are passionate about our sustainability
than $740 billion by 20302. As electrification
focus and their active engagement in our programs will help
increases, demand for metals such as lithium
to make our goals a reality.
may increase up to fortyfold by 2040 and
demand for cobalt could increase by 25 times.3

(1) International Energy Outlook 2021, EIA, October 2021

(2) World Energy Outlook Report 2022 — IEA Rev November 2022
(3) Lithium supply from mineral will lead the growth, Wood Mackenzie, March 2022

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 Accelerating Sustainability for Industry ESG

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Thousands of companies in asset-intensive industries rely on our world- capturing and utilizing carbon dioxide and the scale-up of renewable
class software to optimize the performance of their operations while energy to integrate into the electrical grid. We are also pioneering new,
making them more sustainable. Our commitment to sustainability is innovative solutions to support sustainability by collaborating and
not new; it has been a key focus since the founding of the company. co-innovating with customers around the world on topics such as new
For more than four decades, AspenTech has applied its expertise to processes for green hydrogen, as well as plastics and battery circularity.
create solutions that enable industrial facilities to run safer, greener,
To help customers identify and implement the sustainability pathways
longer and faster.
that will be most impactful to their operations, we established a new
Our software incorporates some of the most advanced engineering Sustainability business group. This group brings together deep domain
knowledge in the world and is at the core of how asset-intensive expertise and technology to co-innovate solutions with customers.
industries design, operate and maintain their operations. Those This effort has already produced the first commercial solution.
capabilities are proven to optimize productivity, reduce energy usage
We have also developed more than 100 sustainability models aligned
and emissions, and minimize waste. Today, they are also at the
with these pathways based on existing capabilities in our products to
forefront of enabling major advancements in sustainability such as
help customers accelerate progress towards their net-zero goals.
upgrading refineries to process bio-feedstock and produce green fuels,

Sustainability Pathways to Address the Dual Challenge

TODAY TOMORROW

Emissions Bio based Hydrogen New

Energy Efficiency Management Feedstocks Economy Materials

Electrification Plastics
Circularity

Water Waste Reduction Renewable Energy Carbon Capture & CO2 as

Conservation Storage Feedstock

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Sustainability is a rapidly evolving space and we have created multiple forums for the
We engage in strategic partnerships across exchange of ideas between AspenTech and our customers as we learn from each other.
the industry to develop cutting-edge solutions. Our Innovation Clubs bring together dozens of customers each month to discuss the
In December 2022, AspenTech announced a application of our technology to solve their top challenges, including sustainability. Our
partnership with Aramco, one of the world’s Sustainability Advisory Boards are industry– and region-specific groups of customers
leading integrated energy and chemicals who provide detailed input on their sustainability objectives and requirements and help
companies to provide a unique modeling and guide our innovation.
optimization solution for Carbon Capture
and Utilization (CCU). Under the agreement, We were proud to be recognized by Fast Company in its top 10 list of The Most Innovative
AspenTech licensed the technology and Companies in Manufacturing of 2023, for our role in making asset-intensive manufacturers
will incorporate it as part of our broader more efficient and sustainable.
capabilities to reduce carbon emissions.
Advancing Sustainability for Society
The combined solution will enable customers
to adopt carbon management strategies At AspenTech, sustainability is not simply a buzzword — it is our purpose. We are committed

that optimize and accelerate to helping achieve a net-zero world. As part of that commitment, we actively engage in

sustainable operations. thought leadership events and contribute our deep expertise to advance solutions to the
urgent challenge of climate change.

This past year, we had a significant presence at ADIPEC, the world’s largest gathering for
the energy industry and COP27, shorthand for the 27th Conference of the Parties to the
United Nations Framework for Climate Change. The biggest takeaway from both — and
a key reason for AspenTech’s engagement — was the resounding message that asset-

“
Aramco and AspenTech will
intensive industries are among those best able to contribute to greenhouse gas reduction
and innovate the pathways to a more sustainable future.

combine their strengths to bring To help customers and partners make their sustainability goals a reality, AspenTech created
together integrated modeling
a Sustainability Competency Development Program — 18 courses designed to provide
and optimization to help make
informed decisions on carbon up-to-date knowledge on how to leverage digital technologies to create sustainability
strategies and ultimately to help solutions. To date, more than 2,000 individuals have completed the program and AspenTech
meet sustainability targets." supports participants after they have concluded the courses, as they integrate the lessons
DR. BASHIR DABBOUSI
DIRECTOR OF TECHNOLOGY STRATEGY learned into their operations.
AND PLANNING, ARAMCO

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Creating the “New” AspenTech
This past year was among the most transformational in AspenTech’s fastest-growing sources of electricity globally, but their output is
history, resulting in an expanded portfolio serving new industries variable and presents challenges in matching supply and demand.
and applications. New demands for clean electricity to power electric vehicles,
homes, business and industry must be satisfied reliably. And the
The transaction with Emerson, completed in May 2022, created a
proliferation of distributed energy resources (DERs) such as solar
partnership between a global industrial automation leader and an
panels on homes and businesses means that traditional consumers
industrial software leader. This unique combination enables the
are now also producers of electricity. AspenTech’s Digital Grid
companies to jointly provide innovative sustainability solutions to
Management software is at the center of addressing these highly
our shared customers.
complex and critical challenges of managing today’s electrical grid.
The Emerson transaction also brought two new software businesses
Combining the Digital Grid Management capabilities with AspenTech’s
to AspenTech — Digital Grid Management and Subsurface Science
proven expertise in process modeling and operations is also
& Engineering.
accelerating green hydrogen and ammonia projects, including
The Digital Grid Management suite provides the critical capabilities offshore wind-to-hydrogen facilities at scale.
for modernization and resiliency of electricity transmission
and distribution. Renewables, such as wind and solar, are the

Our
OurBusiness
Business Environmental
Environmental Impact Social Impact Governance
Sustainability Social Impact Governance Look Ahead Aspen Technology Inc 13
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The Subsurface Science & Engineering suite provides advanced capabilities for
modeling and simulation of geological structures and materials. Traditionally used
to optimize hydrocarbons exploration and production, these technologies are
critical to many new sustainability solutions. Much of the carbon dioxide captured
at either industrial facilities or through Direct Air Capture (DAC) will be stored
underground, requiring a thorough understanding of subsurface structures. The
technology is also used in the development of geothermal energy projects.

Our enhanced partnership with Emerson also allowed us to be more acquisitive to

further enhance AspenTech’s existing industry-leading solutions.

In October 2022, AspenTech announced the acquisition of Inmation, a provider

of enterprise data management solutions that enable customers to integrate,
manage and contextualize the vast amounts of data they collect and connect it to
real-time insights that can drive improvements in operations and sustainability.

We have also announced an agreement to acquire Micromine, which will give

AspenTech the ability to deliver end-to-end optimization solutions for the metals
and mining industry. With technologies that address everything from geological
modeling to mine planning and scheduling to design and operational management,
these solutions are critical to responsibly and sustainably deliver the resources
required for global electrification and energy storage.

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CASE STUDY

SOCAR The Result

Effective Waste Heat Recovery Reduces

Emissions by 5%
36% 5%
Improved waste Reduction in plant’s
heat recovery overall emissions

The Challenge and Opportunity

SOCAR has a corporate goal to reduce greenhouse gas emissions by 35 percent by
“
Aspen AI Model Builder (AIMB), part of Aspen
Lorem
2030. As part of this initiative, ipsum dolor
they targeted sit amet, (ACN) process, which
their acrylonitrile
consumes a significant amountconsectetur adipiscing
of energy. ACN is a basicelit
chemical that is used to Hybrid Models, takes it to the next level. With
produce fibers and rubber products. Artificial Intelligence you will obtain results
closer to reality. And by adding the model to
the simulation, we can evaluate the effect of
SOCAR saw an opportunity to recover waste heat from the process, use it to generate the reactor in other equipment. Aspen Hybrid
Lorem ipsum dolor sit amet,
steam and thereby improve the plant’s energy efficiency by reducing gas consumption
and associated emissions. consectetur adipiscing elit Models help to easily create kinetics using plant
data. The model is very quick, creating a model
in just a few days."
AYTAC DEMIRELLI
SENIOR PROCESS ENGINEER, SOCAR

The Solution
With AspenTech's modeling software, SOCAR developed an
end-to-end model of the ACN process, equipment design and
operating limits. The software combines engineering first-
principles with artificial intelligence. An integrated model like
this enables SOCAR to evaluate all the variables simultaneously Energy Emissions
Efficiency Management
and determine the best way to operate the facility to maintain
production while optimizing energy efficiency.

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CASE STUDY

Salt River Project The Result

Modernizing the Electrical Grid and Delivering

Renewable Energy
1M+ 2,800
Customers served with Square miles covered
reliable electricity in providing visibility
and management

The Challenge and Opportunity 480+ MWs

Of distributed energy resources
The third-largest public utility in the U.S., the Salt River Project (SRP) provides reliable managed, with plans for significant
Lorem ipsum dolor sit amet, expansion of renewables
electricity to more than 1 million customers in the greater Phoenix, AZ area. SRP
manages a vertically integrated consectetur adipiscing elit
generation, transmission and distribution network.

Like many utilities around the world, SRP was faced with the challenge of managing rapidly-
Lorem ipsum dolor sit amet,
expanding renewable energy resources — like solar and wind — and handling bidirectional
“
OSI — now AspenTech — has been our
power flow and integration of consectetur adipiscing
intermittent power sourceselit
in the overall system. partner since 2006 in reliable and secure
electric operations and in enabling grid
modernization technologies such as
distributed energy resource management."
SALT RIVER PROJECT, ARIZONA, US
The Solution
Using AspenTech’s Digital Grid Management software, SRP
now has an advanced energy management system that includes
transmission, distribution and outage management. The company
is also working to deploy an advanced distribution management
system (ADMS) by March 2024. The solution adds grid resiliency Renewable
Energy
today and positions SRP to integrate significant additions of
renewable sources in the future. SRP employees are also trained
using an operator training simulator.

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CASE STUDY

Hindustan Petroleum (HPCL) The Result

Modeling of Bio-Based Feedstock to Produce

Green Diesel Blend 5%
Green diesel blend in
reliable production

The Challenge and Opportunity

The growing demand for green fuels is driving refineries around the world to begin
Lorem ipsum dolor sit amet,
processing bio-based feedstocks. The different chemical properties of these feedstocks
“
The need of the industry is to accelerate
consectetur
present many challenges to the adipiscing
way refineries operate. elit the deployment of technology and scale
it economically. In our (efforts) to achieve
this, we have extensively used AspenTech
HPCL, which runs one of the most modern and complex refineries in India, sought to simulation technology and molecular-based
incorporate a bio-based feedstockLorem—ipsum dolor sit
used cooking amet,
oil — into their operations as part of
their sustainability initiative toconsectetur adipiscing
produce greener elitgoal is to process 10% of all
fuels. Their reactor models for our process development
used cooking oil in India. studies, design and production optimization."
JITALAXMI BHARALI
MANAGER PROCESS DESIGN & SCALE-UP, HPCL

The Solution
Using AspenTech’s molecular modeling capabilities, HPCL created
a detailed model of their entire refining operation, including the
hydrodeoxygenation (HDO) unit, allowing them to characterize the used
cooking oil feedstock.
Bio based
HPCL could then optimize refinery operations to process the cooking oil Feedstocks

together with other conventional feedstocks to produce green fuel.

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Social
Impact
The transformation of AspenTech
over the past year was not limited
to our portfolio and capabilities.
It also significantly changed the
composition of our company.
Welcoming our new colleagues from Emerson’s
Digital Grid Management and Subsurface Science &
Engineering organizations, along with Inmation, we
now have approximately 3,700 employees located in
40 countries around the world — all of whom play an
invaluable part in enabling our success and partnering
with customers to deliver value through our solutions.
Through these changes, we remain committed to our
culture, core values and ongoing investment in our
employees’ professional and personal growth.
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Our AspenTech Corporate Values
Workforce At AspenTech, we strive to live by our corporate values every day. These
form the foundation of our culture and provide the guiding principles that
As of Dec. 31, 2022
help employees make the best decisions to achieve our overall mission.

INTEGRITY CUSTOMER FIRST MINDSET

~3,700 Follow through on commitments, Our customers are central to our
be responsible for your actions and success and supporting their goals
Total full-time employees
words, act with honesty and respect informs decision making at all levels
and always do the right thing. of our organization.
51% 37%
Sales, Support Product
& Marketing Development
EMPLOYEES
BY DIVERSITY, EQUITY
FUNCTION
AND INCLUSION INNOVATION
Promote an inclusive culture; be an Use your intellectual curiosity
12% advocate of equal opportunities for to explore new ideas, reimagine
General & all and support your peers through tomorrow and create future value
Administrative actions, not just words. for our customers.

COLLABORATION COMPETITIVE SPIRIT

~40 Encourage fresh ideas to make better
decisions, seek alignment and work
Always be learning and improving,
refuse to lose, work to accomplish
Countries together for better results. your goals and deliver results.
21%
Asia Pacific
51%
North America
EMPLOYEES ENTREPRENEURIAL
BY 17%
REGION Europe, Middle THOUGHT AND ACTION EXECUTION
East & Africa Assess and take risks, identify and seize Pay attention to the details,
opportunities, expand your horizons empower others to do their best
10% and grow from the experience. work and act with speed and
Latin America purpose to achieve success.

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Diversity, Equity and Inclusion
We recognize that the source of our innovation and expertise is our employees and the Diversity,
novel and impactful ideas result from people with varying backgrounds, experiences and
perspectives working together. Our Diversity, Equity and Inclusion (DEI) initiative combines Equity
company-led programs with employee-led activities and focuses on employee development
and retention, as well as recruiting. We recently hired a dedicated Diversity, Equity and
and Inclusion
Inclusion leader to accelerate these efforts. Pillars
Building a diverse and inclusive workforce is a pillar of AspenTech’s culture. Through our DEI
efforts, we are committed to increasing the representation of women and minorities in our
workforce and in managerial positions globally, with an understanding that a more diverse 01 Proactively identify, attract,
engage and retain a globally
workforce will enhance innovation and employee engagement.
diverse workforce.

As of Dec. 31, 2022

Gender Representation of Global Employees (%)
As of Mar. 1, 2023
02 Promote DEI training,
external engagements,
FEMALE MALE NOT DECLARED / development opportunities

36%
BLANK*
and total rewards.
Management 25% 73% 1%
FEMALE MALE NOT DECLARED /
Technical Staff 25% 72% 2%
BLANK*
All Other Employees 32% 67% 1%
Management 25% 73%
*Not Declared / Blank = Employees who have chosen to not declare their representation or response left blank
Technical Staff 25% 72%
1%
2% CEO Direct Reports 03 Foster an environment
where every employee
32% 67% 1% that are Women
All Other Employees feels responsible for
*Not Declared / Blank = Employees who have chosen to not declare their representation or response left blank
advancing diversity and
As of Dec. 31, 2022 BLACK OFASIAN
HISPANIC OR WHITE OTHER^ NOT DECLARED / inclusion excellence.
AFRICAN LATINO BLANK* As of Mar. 1, 2023
AMERICAN
Racial /Ethnic Group Representation of U.S. Employees (%)
Management 21%
ASIAN BLACK2%
OF HISPANIC4%
OR 66%
WHITE 0%
OTHER^ 7%/
NOT DECLARED

04
AFRICAN LATINO BLANK*
Technical Staff 30% 3% 2% 56% 2% 7% Measure DEI effectiveness
45%
AMERICAN
All Other Employees
Management 17%
21% 5%
2% 8%
4% 60%
66% 2%
0% 8%
7% and ensure accountability
^Other includes the classifications: Native American or Alaska Native, Native Hawaiian or Pacific Islander, and “Two or More Races”
Technical Staff 30% 3% 2% 56% 2% 7% of inclusion across
*Not Declared / Blank = Employees who have chosen to not declare their representation or response left blank
All Other Employees 17% 5% 8% 60% 2% 8% AspenTech.
^Other includes the classifications: Native American or Alaska Native, Native Hawaiian or Pacific Islander, and “Two or More Races”
CEO Direct Reports
*Not Declared / Blank = Employees who have chosen to not declare their representation or response left blank
that are of Diverse
Race / Ethnicity

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Our employee-led DEI Forums continue to experience high levels of Resources on the unique challenges Black colleagues face. Among the
Report
engagement. The four chapters each organize and lead regular activities events featured this year was a workshop on unconscious bias, along with a
for all employees throughout the year, with a focus on educating, dedicated e-learning path for reinforcement.
encouraging and engaging underrepresented groups across the
The LGBTQ+ Forum
workforce. All chapters have expanded this year to include members
from the new organizations and businesses that have joined AspenTech. The LGBTQ+ Forum works to provide a culture at AspenTech that leads with
respect and integrity. Those efforts were particularly reflected during Pride
The Women’s Leadership Forum (WLF) Month in June 2022. The group also worked to promote a Pride Summit
The WLF focuses on inclusivity and fostering a culture of equality, at the Mexico City offices of AspenTech as part of an effort to support and
fairness, safety and respect. This year, the group’s activities included a attract the local LGBTQ+ community.
global workshop on leadership, members attended the Massachusetts
Latinx Forum
Conference for Women and the Houston team hosted an interviewing
skills session for women in their local community. We recognized the The Latinx Forum's active engagement at AspenTech reflects our significant
women engineers in our company during our annual celebration of presence in Latin communities, most notably Mexico City. This year featured
International Women in Engineering Day. celebrations of Mexican Heritage month around the world and workshops on
career development for Latinx employees.
The Black Leadership Forum (BLF)
AspenTech is actively working with employees to support and
The BLF works closely with AspenTech’s talent acquisition team on
grow the DEI Forums.
partnerships with HBCUs (Historically Black Colleges and Universities)
to support the recruiting of top talent. They also advise Human

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Growing Within — Talent Development
at AspenTech
For those who join the AspenTech team, there are myriad opportunities for
skills enhancement and leadership development.

Over the last five years, AspenTech has made significant investments in our
learning and talent development programs, with a particular focus on building
the skills of current managers and those who have ambitions of growing into
management positions. Our goal is to foster a culture of lifelong learning and
a desire for top performers to stay at AspenTech. Our key programs for talent
development include:

Emerging Leaders — In partnership with Cornell University, this nearly

year-long course gives participants the opportunity to apply various business
fundamentals to the AspenTech business and culminates in a presentation
to the CEO and executive team. Since 2018, more than half of program
participants have been promoted and we have improved employee retention
among this group.

Leadership 2.0 — This program focuses on building the people skills of

management, including motivation, communication, goal development
and giving feedback. It provides a deeper understanding of the differences
between management and leadership and how to balance these two skills for
a successful career at AspenTech.

Women in Leadership Program — Created to support the leadership journey

of some of our highest potential women, the program focuses on building
skills as a cohort through Cornell University. Based on the positive experience,
the program will be expanded in the coming year.

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Coaching and Mentoring — Mentorship is widely recognized as
Educating and Inspiring the
one of the keys in employee development, relationship building and
career success. Our mentorship program enables employees at all
Future Workforce
In addition to providing educational opportunities for our employees,
levels and skills to be a mentor, be mentored, or both.
AspenTech also provides a wide range of competency development
LinkedIn Learning & e-Learning — Through our partnership with and organizational excellence programs for customers and students.
LinkedIn Learning and our internally-created e-Learning programs, Under the AspenTech University banner, we offer training and
we offer over 15,000 courses to all employees. This enables self- certification on the use of our solutions and products, best practices,
paced and self-guided learning and skills development. Over the industry domain expertise and sustainability competencies.
past year, employees participated in more than 3,500 courses and
viewed more than 7,000 hours of e-Learning content. 120+ 18 330+
Curriculum Courses Sustainability Courses eLearning Modules
As we continue to grow and evolve as a company, we continually
enhance our training and development programs to meet the needs
of our employees and build the critical skills required to propel Each year, AspenTech University trains approximately 10,000
AspenTech into the future. individuals through more than 1,000 classes, which are offered
through a variety of flexible learning options, including public training
in classrooms, virtual, or on-demand format, private training tailored
to individual needs, e-Learning and one-on-one coaching.

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Vision
College Student Program
For decades, AspenTech has actively supported the development of the next generation of
engineers and scientists, educating them on the tools used by asset-intensive industries to
design, operate and maintain processes and assets.
Volunteering AspenTech Sustainability
& Funding
Gives Back Over 1,300 universities in more than 80 countries utilize AspenTech software, along with
more than 140,000 active student users. Through access to our applications and training
modules designed specifically for students, we are helping ensure tomorrow’s workforce is
not only knowledgeable in their field but is also able to apply that knowledge through the
latest technology.
Employee
Engagement
AspenTech Gives Back
AspenTech believes in supporting causes that strengthen the local communities where
we work and live. Through our AspenTech Gives Back program, we provide global support
through charitable contributions and volunteer opportunities. As part of this initiative,
employees are encouraged to take a paid day to volunteer as a team or individual to help
their community.

We optimize our impact by focusing AspenTech Gives Back on environment-related

initiatives and we connect our efforts to a broader ecosystem of businesses and
organizations that share our passion for sustainability.

In September 2022, employees participated in World Cleanup Day, a now annual

activity for AspenTech. Around the world, our employees worked to clean up their local
environment. Their effort complements AspenTech’s work with the Alliance to End Plastic
Waste and showcases our employees’ commitment to providing a more sustainable future.

AspenTech locations around the globe also celebrated Earth Day. As part of the events,
employees heard from Jo Ruxton, founder of @OceanGeneration, visited the FUTURES
exhibit at the Smithsonian Institution in Washington D.C. and helped educate future
generations about Earth Day at Siem Reap, Cambodia.

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A Few Examples of AspenTech Gives Back
Activities Throughout 2022 Include:

In March 2022, AspenTech Gives Back donated

$100,000 to GlobalGiving in support of Ukrainian relief
efforts. In addition, employees donated another $15,000,
which was matched dollar-for-dollar, bringing the total
amount to $130,000.

Our Singapore team volunteered at Food from the Heart Around the World: AspenTech Gives Back Singapore: Volunteered at Food from the Heart.
where they brought and packed food to be delivered to donated $100,000 to GlobalGiving.

the local community, reducing food insecurity in their

immediate area.

The Houston AspenTech Gives Back team held a

coordinated volunteer event with Buffalo Bayou
Partnership, during which employees planted trees and
cleared invasive plants to preserve native vegetation.
The group also donated funding to help support green
activities in the Houston area.
Houston: AspenTech Gives Back team Boston: Volunteered at Cradles to Crayons.
AspenTech employees in the Boston area volunteered volunteered with Buffalo Bayou Partnership.
at Cradles to Crayons, a local organization that ensures
children from birth to age 12 have the essentials they need
for home, school and play. Our team helped complete all
outstanding orders for year-end 2022 — providing warm
clothes, diapers, boots, books and more to those in need.

Singapore: The local team participated in a Boston: The Bedford team hosted a local
Clean4Change beach cleanup. cleanup day.

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Governance
Refreshed governance ensures robust
independent ESG oversight.
Our Board of Directors provides independent
oversight of management’s execution of our business
strategy and maintains corporate governance
practices to drive outcomes that are aligned with
stockholders’ long-term interests.

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The Board is committed to Independent Board Chair
Report

ensuring direct, independent The Board believes that an independent Board Chair can
oversight of management’s enhance the effectiveness of the Board as a whole and facilitate
execution of our business and the objective evaluation and oversight of management.
ESG strategies that we believe Jill D. Smith, independent Board Chair, has the authority,
among other things, to determine the scheduling of meetings
will create sustainable value for
or stockholder meetings, chair stockholder meetings and call
all stakeholders. Our Board has a special meeting of stockholders, if necessary.
established corporate governance
practices that facilitate effective
oversight while ensuring outcomes Substantial Majority-Independent Board
are aligned with stockholders’ The Board comprises of seven independent directors
plus Antonio J. Pietri, President & CEO of AspenTech,
long-term interests."
and Ram R. Krishnan, EVP & COO of Emerson.
JILL D. SMITH
INDEPENDENT BOARD CHAIR These directors were selected so that the Board, as a
whole, has the necessary skills and expertise in light
of AspenTech’s strategic plans to create sustainable
stockholder value.
In May 2022, our strategic transaction and enhanced partnership
with Emerson was completed. As part of that transaction, Emerson
Annual Director Elections
acquired a controlling interest in our company by contributing cash and To provide accountability to stockholders, the Board
complementary software businesses. As a result, AspenTech qualifies determined that all directors should be elected for one-
year terms beginning with the December 2022 annual
as a controlled company under Nasdaq rules and is therefore not
meeting of stockholders.
required to have a majority independent board. Despite this exemption, Directors are elected by majority of votes cast standard
the AspenTech Board believes that providing independent oversight of and are subject to the policy that any director who
receives more withheld votes than votes for such election
management is critical and took several actions in 2022 to represent the in an uncontested election must submit an offer of
interests of our stockholders, especially those independent of Emerson. resignation to the Nominating and Corporate Governance
Committee, which shall consider all relevant facts and
circumstances and recommend to the Board the action to
be taken with respect to such offer of resignation.

Board Committee Assessment

The Board reviewed and refreshed the Committee Charters
for each of the Audit, Nominating and Corporate Governance
and Human Capital committees.
To protect the interests of unaffiliated stockholders, the
Board established a rigorous review process for certain
material transactions between AspenTech and Emerson.

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Appropriate Board Composition Our Corporate Governance Guidelines
The Nominating and Corporate Governance Committee of the Board, The Nominating and Corporate Governance Committee performs
at least on an annual basis, performs an assessment of the skills and an annual assessment of director performance and considers the
the experience needed to oversee the interests of the company, keeping composition of the Board on an ongoing basis.
in mind the Board’s commitment to diversity of skills, experience,
The Human Capital Committee approves executive compensation
perspectives and background, including geographic location, nationality,
as well as corporate incentive plans and compensation policies.
culture, gender, sexual orientation, ethnicity, race and age.
The Audit Committee provides oversight of the accounting and financial
As a result of this rigorous process, we have assembled a world-class
reporting processes of the company to support the company’s use of
Board with a diversity of skills, expertise and perspectives to provide
accurate and transparent accounting practices.
independent oversight of management.
Directors are elected by majority of votes cast standard and are
subject to the policy that any director who receives more withheld votes
than votes for such election in an uncontested election must submit an
offer of resignation.
Summary of Board Diversity
Related-party transactions are governed by written policies and
procedures to provide independent oversight of potential conflicts of
44% interest. A related person who proposes to enter into a related-party
transaction must report the proposed transaction to our general counsel
Overall Board Diversity
under the terms of our policy. The policy calls for the proposed related-
party transaction to be reviewed and, if deemed appropriate, approved by
22% the Audit Committee.
Gender Diversity 9
Total Board
Members

22%
Ethnic/Racial Diversity

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ESG and Risk Oversight
Full Board of Directors
The Board is responsible for assessing and overseeing overall risks facing our company.
Oversight of the company’s ESG matters is designed to identify, prioritize, assess and monitor our ESG policies and initiatives.
Key Board Committees provide additional risk oversight within their specific areas of responsibility.

Audit Committee Human Capital Committee Nominating and Corporate

• Oversees the company's policies for risk • Periodically reviews the company's overall Governance Committee
assessment and management, including ESG executive compensation principles and structure. • Develops and recommends to the Board a set
related risks. • Reviews and assesses risks arising from the of corporate governance principles.
• Oversees the company’s internal accounting company's employee compensation policies • Develops and maintains a director succession
controls for financial reporting, the Company’s and practices and ensures that our pay-for- plan for the Board.
Code of Conduct and Ethics and disclosure performance philosophy does not inadvertently
controls and procedures. encourage employees to assume unnecessary or
• Reviews and considers the company's position on
issues of corporate social responsibility that are
• Reviews and oversees the implementation of our excessive risks.
of interest to the company's stakeholders such as
policies and procedures related to cybersecurity • Periodically reviews that the level of equity social and environmental matters.
risk assessment and management. ownership of executive officers and non-
employee directors is appropriate.
• Oversees the ESG strategy, including reviewing any
• Oversees the company's independent auditors social responsibility report issued by the company.
and reviews our audited financial statements • Oversees our human capital management,
and other financial disclosures in addition to including diversity, equity and inclusion initiatives.
• Considers factors relevant for director nominees,
including in light of applicable diversity objectives
overseeing the performance of our audit function. • Periodically reports to the Board on succession of the company.
planning for the CEO and such other executive
• Oversees evaluations of the Board and its
M&A Committee officers as the Board may request or the
committees to determine whether they are
committee determines is appropriate.
• Reviews the company’s M&A strategy. functioning effectively, as well as being
• Reviews specific transactions. responsible for assessing overall governance risk.
• Reviews the integration of closed transactions.

Management’s Role in ESG

ENVIRONMENTAL SOCIAL GOVERNANCE
Management implements the Designated executive responsible for Designated executive responsible for Designated executive responsible for
assessing global emissions footprint reporting on such matters as diversity managing corporate governance and
company’s ESG strategy and and evaluating programs to achieve metrics, talent acquisition, talent legal matters.
provides the Board with regular carbon-reduction goals. retention, employee engagement,
Regular updates are provided to
critical roles and succession planning.
progress updates Regular updates are provided to
the Nominating and Corporate Regular updates are provided to the
the Nominating and Corporate
Governance Committee.
Governance Committee. Human Capital Committee.
Designated executive responsible
Added a dedicated Sustainability Added a dedicated Director DEI for managing M&A activities.
Director to lead environmental to lead Diversity, Equity and
Regular updates are provided to
initiatives. Inclusion initiatives.
the M&A Committee.

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Cybersecurity and Data Privacy We Are Focused On
At AspenTech, we are continuously advancing and investing in our • Protecting against theft, corruption, or destruction and to
cybersecurity and governance program, led by a Chief Information preserve our intellectual property, including trade secrets.
Officer & Chief Information Security Officer. We have adopted the • Creating a culture of security so all employees participate in
NIST security framework and we are focusing on people, process the protection of information assets.
and technology. AspenTech has created a structure and governance
• Training employees on best practices in information security
model to track and benchmark against industry best practices, which and privacy and publishing newsletters and bulletins to keep
our Chief Information Security Officer works with the Chief Financial them informed.
Officer and the Audit Committee to incorporate into AspenTech’s
• Providing information technology security personnel with
Enterprise Risk Management systems.
advanced training.
AspenTech’s internal assessment indicates strong data protection • Developing, documenting and testing comprehensive business
controls, data privacy, incident detection and secure software continuity and disaster recovery plans to minimize the impact of
development lifecycle. These finding are corroborated by the global events, disasters and cybersecurity incidents.
company’s increasing cybersecurity rating as measured by an
Proper Information Handling Processes at
external party — BitSight. This expanded focus has allowed
AspenTech Include:
AspenTech to continue to pursue ISO 9001 and ISO 27001
certifications, as well as SOC 2 certification for Cloud solutions. • Formal governance processes for keeping management aware of
security policies, incidents and program plans.
AspenTech has adopted comprehensive measures that are designed
• Documented security program controls, including risk
to comply with applicable laws, evolving government data protection management, acceptable use, incident response, data protection,
standards, regulations, guidelines and customer / vendor contracts, physical security, vendor management and audit controls.
and also reflect our commitment to safeguarding customer,
• Advanced data security and technology protection.
employee and supplier information.
• Regular review of current cyber defenses, identification of
possible new defenses and the Privacy and Security policy posted
on our website aspentech.com.

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Business Ethics at AspenTech
Adhering to effective corporate governance practices is critical for any company,
especially in dynamic, fast-changing technology environments. As a market
leader, we are committed to the highest standards of ethical business conduct and
corporate governance. There is a shared accountability among our employees to
operate in accordance with the highest ethical and legal standards. Driven from
the top, corporate responsibility is executed across all business functions internally
and we also expect all our partners to adhere to the same standards.

We remain committed to operating with the highest levels of integrity and in

compliance with all applicable law. We require annual training for employees on
conflicts of interest, financial integrity, cybersecurity, data privacy, anti-bribery/
Foreign Corrupt Practices Act (FCPA), non-discrimination and sexual harassment.

Code of Conduct
We have developed a Code of Business Conduct and Ethics that applies to our
directors and all employees without exception. The Code of Business Conduct and
Ethics applies to financial conduct, as well as to relationships among employees
and with our customers and suppliers. All new hires and existing employees are
required to complete Code of Business Conduct and Ethics training on a regular
basis. A copy is available in the Investor Relations section of our website, located
at ir.aspentech.com.

Anti-Bribery / Anti-Corruption
Anti-bribery and anti-corruption guidelines provide key principles that apply
to all interactions with the company’s customers, business partners and other
third-parties in both the public and private sectors. We have an anti-bribery and
anti-corruption compliance program designed to encourage a culture of integrity
and transparency in all company activities and to show that bribery and corruption
are not tolerated.

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This includes training in anti-bribery and anti-corruption for all
employees. An independently managed Whistleblower Hotline
allows anonymous reports via email and phone.

Non-Discrimination
Our commitment to diversity, equity and inclusion is reflected
in who we are, what we do and the value we deliver to our
customers. We are proud to be an Equal Opportunity /
Affirmative Action employer. All qualified applicants will receive
consideration for employment without regard to age, race, color,
religion, creed, gender or gender identity, sexual orientation,
national origin, disability, protected Veteran Status or any other
basis protected by federal, state, or local law. That said, our
commitment extends beyond just meeting the letter of law. We
believe that ensuring the dignity and respect for every employee
ensures a safe, inclusive and welcoming working environment.
To further promote inclusivity, healthy working relationships
and enable high-functioning workplaces, we also provide
unconscious bias prevention training for managers.

More information on corporate governance provisions and

practices can be found on the Investor Relations section of our
company website and under the Corporate Governance and the
SEC Filings sub-sections.

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AspenTech Supports
the UN Sustainable
Development Goals • AspenTech was founded over 40 years
ago, built upon the research developed
• DEI programs overseen by Human
Capital Committee of Board of Directors.
at the Massachusetts Institute of • Women’s Leadership Forum employee
The United Nations Sustainable Development Goals Technology ASPEN Project. resource group focuses on inclusivity and
(SDGs) are 17 interconnected objectives that provide a • Academic Program provides software fostering a culture of equality, fairness,
shared blueprint for peace and prosperity for people and and training to over 1,300 universities safety and respect.
the planet, now and into the future. in more than 80 countries; more than • Women in Leadership competency
140,000 active student users. development program.
As an industrial software leader, AspenTech continually • AspenTech University trains 10,000 • Annual non-discrimination and sexual
works to develop new technologies and solutions that professionals each year through more harassment training for all employees.
than 1,000 classes.
address global challenges, including climate change,
environmental degradation, inequality and more.

Following are examples of our actions and the SDGs

to which they relate. Descriptions of our activities and
additional examples can be found throughout this report.

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• Our software enables production of • Equal Opportunity/Affirmative • Our software enables safe and • Our software enables development
clean fuels including processing bio- Action employer. sustainable production of critical and production of more sustainable
feedstocks and efficient production • Unconscious bias prevention products including energy, products including fuels and
of hydrogen from water. training promotes inclusivity, healthy chemicals, pharmaceuticals, metals chemicals made with bio-based
• Digital Grid Management software working relationships and enables and minerals. feedstocks and green hydrogen.
provides critical capabilities for high-functioning workplaces. • Digital Grid Management software • Advanced chemical engineering
modernization and resiliency • Our software supports the design, supports resilient operation of solutions help tackle the challenge
of electricity transmission and operation and maintenance of asset- electricity infrastructure. of plastic recycling, such as using
distribution systems. intensive industries to run safely, • Our software helps customers to pyrolysis to convert waste plastic to
• Our software addresses the reliably and to have less impact on accelerate product and process petrochemical feedstock.
complexity of managing renewable the environment. innovations. • Our manufacturing and supply chain
and distributed energy resources, software enables integration of
along with meeting new demands pyrolysis oil and bio-feedstocks in
for electricity in homes, business refining and chemical operations.
and industry.

• We are driven to address the Dual • Our software helps avoid incidents • Our software helps protect natural • We collaborate and co-innovate
Challenge — meeting increasing that can lead to marine pollution. habitats by avoiding environmental with customers to accelerate the
demand for resources while • Actively engaged with the Alliance incidents and reducing emissions. development and implementation
achieving sustainability goals. to End Plastic Waste, bringing our • We help the metals and mining of sustainability solutions.
• Our software enables asset- expertise and technology to create industry to optimize processing • We partner with thought-leaders
intensive industries to simulate, and scale innovative solutions. operations resulting in higher. and contribute our expertise to
monitor, optimize and report • Our employees participate in World recovery yields, lower emissions and advance knowledge-sharing and
emissions and improve energy Cleanup Day that targets the global reduced energy consumption. innovation.
efficiency. waste problem. • Through the Energy Transitions
• We are advancing solutions to Commission, we engage with
address climate change including leaders from across the energy
carbon capture, utilization and landscape to accelerate the
storage (CCUS). transition to a zero-emissions future.

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Look Ahead
As we look to the year ahead and And as a thought leader and industry steward, we will expand
our engagement in organizations that are advancing strategies for
beyond, we are energized by the role energy transition, circular economies and a net-zero world.

AspenTech will play in supporting the At AspenTech, we are setting our priorities and developing
pathways to achieve our own net-zero ambitions. Our focus is
energy transition and in achieving a on driving meaningful emissions reduction in our operations.
Our management and employees around the world are
more sustainable future. Through our enthusiastic and committed to driving these programs and
unique combination of deep domain measuring our progress.

expertise and innovation, asset- AspenTech’s employees are the foundation of everything we
do and achieve for our company, for our customers and for our
intensive industries can run safer, communities. The diversity of AspenTech’s global employees
is one of our greatest strengths and we are committed to
greener, longer and faster. proactively drive ethnic and racial diversity and the representation
of women across our organization and in leadership roles. We will
Our technology and solutions are proven to deliver significant continue to invest in training and development of employees at all
value to customers and accelerate progress towards their net- levels to ensure a vibrant pipeline of talent.
zero commitments. With our expanded portfolio we not only help
customers decarbonize their existing operations, but also design For more than four decades, AspenTech has applied advanced
new, more sustainable processes and products. Through deep technology and domain expertise to address the critical
collaboration and co-innovation we will create the solutions that challenges faced by industry and society. Now, our focus is also
enable asset-intensive industries to address the Dual Challenge on leading the way in sustainability solutions and partnering with
— meeting the growing demand for resources while achieving asset-intensive industries to implement bold yet pragmatic plans
their sustainability goals. for a more sustainable future.
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Safe Harbor
This document contains forward-looking statements for purposes of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are based upon current plans,
estimates and expectations that are subject to risks, uncertainties and assumptions. Actual results may vary materially from those indicated or anticipated by such forward-looking statements should one or more of
these risks or uncertainties materialize or should underlying assumptions prove incorrect. These risks and assumptions include, without limitation, delays or reductions in demand for AspenTech solutions due to the
COVID-19 pandemic; AspenTech’s failure to increase usage and product adoption of aspenONE or other offerings or grow the aspenONE APM, OSI and SSE businesses, and failure to continue to provide innovative,
market-leading solutions; declines in the demand for, or usage of, aspenONE software for any reason, including declines due to adverse changes in the process or other capital-intensive industries and materially
reduced industry spending budgets due to the drop in demand for oil due to the COVID-19 pandemic; unfavorable economic and market conditions or a lessening demand in the market for asset process optimization
software, including materially reduced industry spending budgets due to the significant drop in oil prices arising from drop in demand due to the COVID-19 pandemic; risks of foreign operations or transacting
business with customers outside the United States; risks of competition; risks that acquisitions could be difficult to consummate and integrate into our operations, which could disrupt our business, dilute stockholder
value or impair our financial results; AspenTech’s ability to recover successfully from a disaster or other business continuity problem due to a hurricane, flood, earthquake, terrorist attack, war, pandemic, security
breach, cyber-attack, power loss, telecommunications failure or other natural or man-made event, including the ability to function remotely during long-term disruptions such as the COVID-19 pandemic; and other
risk factors described from time to time in AspenTech’s periodic reports filed with the Securities and Exchange Commission. We can give no assurance that such plans, estimates or expectations will be achieved and
therefore, actual results may differ materially from any plans, estimates or expectations in such forward-looking statements.

Statements in this report regarding our aspirational purpose, causes, values, and related commitments, goals or targets, including those regarding sustainability and related goals, diversity, equity and inclusion or other
initiatives, contain forward looking statements and are also intended to qualify for the protections of the “safe harbor” protections of the Private Securities Litigation Reform Act of 1995. Such statements are intended
to help AspenTech adapt and rise to the call of our various stakeholders. Because success in these areas depends on the collective efforts of others and other factors such as competing economic and regulatory
factors, technical advances, policy changes, labor markets, availability of candidates, and supplier and customer engagement, there may be times where actual outcomes vary from those aimed for or expected. While
we strive to make a positive impact on society while continuing to advance toward our commitments, sometimes challenges may delay or block progress and we cannot assure you that the results reflected or implied
by any such statements will be realized or achieved.

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[email protected]
aspentech.com

© 2023 Aspen Technology Inc