SL Green 2020 ESG Report New York City is at We are emerging from COVID-19 an inflection with an increased awareness of the importance of human interaction in point. the workplace. At SL Green, our purpose is to create safe and healthy environ– ments that enable companies to build human connections, fostering creativity, ingenuity, and productivity.

1 Over the past decade, we have framed our report Table of to address ESG as it emerged to the forefront Contents of the values held by our stakeholders and investors. This year presented an opportunity to refocus our attention on the human aspect of our business. Our report is structured around the four key elements that ensure long-term success:

EMPLOYEES SOCIAL Our people are the heartbeat of our business. We work hand in hand with employees, tenants, SL Green fosters a corporate culture that chal- suppliers, community leaders, not-for-profit lenges our employees to meet their potential and organizations, and government officials to achieve excel in the workplace. We provide the tools and the collective vision of a greater New York. Mea- resources necessary to thrive in a rapidly devel- suring social impact requires us to engage all oping industry while encouraging collaboration stakeholders to ensure there is joint accountability. and creativity. In this report, we will explore the Our mission is to deliver the best results by integrat- many ways we value our most important asset. ing our employees, assets, and business into the community.

ENVIRONMENT GOVERNANCE Our unrelenting focus on environmental stew- Resilience is a defining attribute of our company. ardship has advanced the quality of our portfolio, SL Green's prudent approach to risk management benefiting our partners, tenants, and the greater means that we are always prepared for unpre- community. We manage resource consumption dictable market conditions. Our rapid response thoughtfully, while delivering best-in-class spaces. to COVID-19 and our ability to adapt to its effects SL Green provides sustainable office buildings for demonstrate the strength of our governance struc- over 150,000 tenant employees, so the breadth of ture and management oversight. The experience our portfolio has a significant influence on the low of SL Green's leadership team ensures the continuity carbon future of New York City. of our business today, while also securing future opportunities for growth and agility.

2020 ESG REPORT 2 SL GREEN REALTY CORP. 3 unwavering commitment to our people, reserves during the height of COVID-19. A Word from we have successfully met the challenge As New York City works towards recov- Our Chairman of creating a safe and sanitary workplace ery, we are prepared for investment for these businesses to operate. opportunities that will continue to grow & CEO our business. SL Green COVID-19 has also reinforced the im- portance of the physical workplace as a Our ability to adapt to the COVID-19 catalyst to cultivate human interaction. landscape is a direct reflection of our The reality is that work from home has employees – the heartbeat of SL Green. its limits. Companies need workspaces They bring passion, ingenuity, and prac- Realty Corp. that foster collaboration, creativity, and tical solutions to our organization each connection. SL Green’s portfolio is and every day. As the past has shown, equipped with state-of-the-art technology we are not immune to adversity, but we SL Green Realty Corp., an S&P 500 company and and modern resources. It offers unique have always overcome substantial busi- spaces where innovation meets conve- ness disruptions. We train for situations Manhattan’s largest office landlord, is a fully integrated real nience, with over 95% of our portfolio like this, and our response to COVID-19 estate investment trust, or REIT, that is focused primarily on located in immediate proximity to major was swift and comprehensive. We rec- commuter hubs. As we build the ognize that our employees are front-line acquiring, managing and maximizing value of Manhattan workplace of the future, our pipeline of workers ensuring that our buildings are commercial properties. As of September 30, 2020, SL Green transit-oriented development will safe and accessible to tenants. We also continue to create sustained value for understand our obligation to promote held interests in 93 buildings totaling 40.6 million square feet. our stakeholders. the health and well-being of our employ- ees, so this year we introduced a suite This included ownership interests in 29.2 million square feet While New York City was brought to a of benefits to support work-life balance. of Manhattan buildings and 10.3 million square feet securing standstill in March, we were relentless in executing our vision for a revitalized In response to COVID-19, SL Green took debt and preferred equity investments. Marc Holliday Midtown East. On September 14th, we cut action to help the most vulnerable Chairman & CEO ribbon to the doors of One Vanderbilt, New Yorkers throughout the pandemic celebrating a new era of modern office by launching Food1st, a 501(c)(3) not- space. This development represents for-profit organization established in At the start of 2020, New York City was SL Green’s most ambitious endeavor – partnership with acclaimed chef and poised for a record-breaking period of everything we have learned, practiced, restaurateur Daniel Boulud. Despite prosperity. As the year comes to a close, and instituted has culminated to create the challenges we faced as a company, we find ourselves facing an unexpected an iconic landmark. We are proud that Food1st was established to feed emer- set of challenges and global economic New York will be home to one of the most gency service workers and food-insecure uncertainty. COVID-19 continues to impact advanced, cutting-edge skyscrapers in New Yorkers while reactivating restau- businesses across cities and industries the world. rant kitchens across the five boroughs around the world. It has tested the resil- and beyond. In only eight months, Food1st ience of companies and challenged them The completion of One Vanderbilt is just raised $4 million, which helped provide to adapt to unprecedented guidelines an example of the strength of our nearly 500,000 meals to over 100 loca- and restrictions. It has shaken the faith business resilience and the leadership tions. The funds reactivated 20 restaurant of many New Yorkers and forced us to of an experienced management team. kitchens and helped bring over 150 food reprioritize. Yet, with all of this change Throughout the pandemic, we successfully service professionals back to work at the and unpredictability, one thing remains maintained momentum on our premier height of COVID-19 restrictions. certain for SL Green – ESG is a top priority, development projects. Our buildings and the link between corporate perfor- remained fully accessible and we imme- I am confident that New York City will mance and employee, environmental, diately implemented provisions to adapt emerge from this crisis stronger than ever, social, and governance initiatives has to evolving COVID-19 guidance. We also and SL Green will continue to support never been clearer. hold our supply chain accountable for the businesses that keep this great city uninterrupted and socially responsible running. Our company was built to with- People are the backbone of our business operations, and this year we introduced stand these moments of uncertainty, and – they are our employees, our tenants, third-party supplier assessments to our strategic management will allow us our suppliers, our partners, our investors, validate our vendors and contractors. to thrive in the aftermath of COVID-19. and our neighbors. SL Green is home to organizations that employ thousands of We understand that stakeholders want people in medical offices, health care visibility into how SL Green adapts to companies, major media outlets and challenges and addresses operational broadcast studios, and governmental and financial impacts. Our transparency agencies, making our ability to adapt to and adaptability are demonstrated by this environment essential to the eco- our release of updated financial guidance Marc Holliday nomic vitality of New York City. With an and our securing of substantial cash Chairman & CEO

5 Key Achievements

S&P ESG Top 5 Top GRESB

Indices Bloomberg ESG Score among Quartile Achieved a “5 Star” rating, all REITs listed on the S&P 500 GRESB’s highest accolade Included on the S&P 500 and Refinitiv (formerly Thomson and Russell 1000 Indices S&P Global 1200 ESG Indices Reuters) ESG performance among all Commercial REITs worldwide

Partner WELL Health- Industry-Leading Changemaker of the Year Safety Rating Benefits Award

ENERGY STAR Partner of the IWBITM Health-Safety Rating SL Green health plans rank Recipient of NYC Office of Year – Sustained Excellence across 21.2 million square feet in the top percentile of more Service Changemaker Award (2018, 2019, 2020) (in progress) than 100 real estate firms nationally in medical coverage and employee cost

$1 Million Top 25% Green Lease FTSE4Good

Contributed as seed funding MSCI’s “Opportunities in Leader Index for Food1st Foundation Green Building” and “Human Achieved Gold IMT and DOE’s Series Constituent Capital Development” categories Green Lease Leader Award at the Gold level

64% “A-” in CDP “Prime” “Outperformer”

Of Tier I Critical Suppliers Highest scoring Rating on ISS ESG Rating (Top 10-30%) based on evaluated in an annual Supply Office REIT on the S&P 500 Corporate Rating State Street’s R-Factor™ Score Chain Risk Assessment

2020 ESG REPORT DEMONSTRATING 6 SL GREEN REALTY CORP. EXCELLENCE IN ESG 7 A Message Our Strategy From our Team Adhering to Global With the eighth release of our annual sus- tainability report, the principles of our ESG Standards program have strengthened our business practices and better prepared us to face this SL Green is committed to transparent disclosure of material Letter of Assurance Edward V. Piccinich Laura Vulaj year's unique challenges. COVID-19 tested ESG topics. With growing stakeholder interest in sustainability As a public company, we recognize Chief Operating Officer Senior Vice President the resilience of our supply chain, the per- the importance of disclosing accurate & Director of Sustainability reporting, the number of frameworks that measure a company’s and reliable data, so our environmental severance of our employees, and the agility performance beyond financial metrics has grown. In evaluating performance data is externally assured of our operations. We have emerged with a our annual reporting, we have selectively pursued the most with third-party verification reinforced sense of strength and a continued relevant standards based on feedback from our stakeholders, (sustainability.slgreen.com) commitment to material Environmental, including GRI, CDP, GRESB, and SASB. Our disclosures are Social, and Governance issues. also aligned with TCFD and UN SDG guidelines.

It takes a dedicated team to develop and execute a compre- hensive ESG program. While our core values, principles, and policies are rooted in this organization, our team is responsi- ble for ensuring we have a pulse on emerging trends, reporting guidelines, and new legislation. SL Green is built on trans- Evin Epstein Alvis Yuen parency with our stakeholders, so we prioritize voluntary Vice President, Assistant Assistant Vice President, disclosures and data verification for Environmental, Social, GRI CDP GRESB Director of Sustainability Energy & Building Performance and Governance topics. We thoughtfully select initiatives and reporting frameworks that are most relevant to our business Since 2013, we have adhered to the GRI Our initial submission to CDP (formerly We first responded to GRESB (Global (Global Reporting Initiative) standard. It known as the Carbon Disclosure Project) Real Estate Benchmark) in 2019. This operations. We engage directly with representatives from a is one of the most prominent reporting was in 2018, and we are currently the year we achieved a "5 Star" rating, which dozen rating agencies to verify the accuracy of our ESG as- frameworks, and it enables companies highest scoring U.S. Office REIT on the is GRESB's highest accolade, and a sessments and to understand how we can continue enhanc- to report on ESG impacts in consistent S&P 500. "Green Star" designation for the second ing our reporting. and credible ways. consecutive year. This approach also allows us to continually examine our program and make meaningful changes that improve how we operate. It is a strategy we have been deploying for the better part of a decade, which has enabled our organization to quickly adapt to recent challenges. The events of COVID-19 have had a tremendous impact on SASB TCFD UN SDGs New York City. As real estate leaders, SL Green is responsible With the launch of SASB’s (Sustainability The TCFD (Task Force on Climate-related Our ESG program contributes to achieving for setting the example, and we encourage employers to rise Accounting Standards Board) Real Estate Financial Disclosures) recommendations the targets outlined in the UN SDGs to the challenge and equip employees with the tools necessary Standard in 2018, this year marks our were initially released in 2017 and incor- (Sustainable Development Goals), which Lynne-Courtney Hodges Pamela Seltzer for a safe return to the workplace. When ESG decisions are first formal release of SASB disclosures, porated into CDPs Climate Change Ques- were released in 2015 and formally Vice President Portfolio Administrator & thoughtfully integrated into business operations, the challenges which are consistent with the data his- tionnaire in 2018. Our annual response enacted in 2016. of Human Resources Sustainability Analyst of today can be successfully managed and overcome. torically tracked through our GRI Content to CDP addresses the material topics in Index (sustainability.slgreen.com). the TCFD recommendations.

2020 ESG REPORT PRIORITIZING 8 SL GREEN REALTY CORP. ESG 9 With companies placing greater emphasis on health and wellness, SL Green was poised SLG to adapt to this rapidly shifting focus.

At the onset of COVID-19, we immediately activated our Forward existing pandemic response plan. As real-time information became available, we incorporated guidance from local, state, and federal agencies to increase the effectiveness of these existing measures to address COVID-19.

Entry Cleanliness Building-Wide Building Systems Experience & Hygiene Protocols Enhancements

Common Area Water Quality & Responding to a Civic Enhancements Wellness Health Concern Engagement

“New Yorkers are tough, and we will get through this as we have every adversity that has come ABOUT SLG FORWARD SLG Forward is a comprehensive plan that stemmed before. Let us continue to work together to create from COVID-19 as an extension of our best-in-class a healthy future for New York City.” operating platform to provide a healthy environment throughout our portfolio. It is an ongoing initiative to promote a high degree of safety, cleanliness, and — MARC HOLLIDAY wellness for all building occupants. Chairman & CEO

2020 ESG REPORT RESPONDING TO 10 SL GREEN REALTY CORP. COVID-19 11 Building

WELL PORTFOLIO PROGRAM GREEN CLEANING Health The International WELL Building Standard™ Green cleaning conserves resources and limits (WELL™) is an evidence-based performance stan- exposure of building occupants and maintenance COVID-19 highlighted the critical role that our surroundings dard developed by International WELL Building personnel to potentially hazardous chemical, play in supporting the health, safety, and well-being of all Institute™ (IWBI™). The standard is used for measur- biological, and particulate contaminants, which ing, certifying, and monitoring the performance adversely affect air quality, human health, and building occupants. Our team implemented solutions that of building features that affect occupant health. the environment. Across the portfolio of LEED uphold the most stringent health and safety standards in WELL™ prescribes a series of technology enhance- certified properties, 74% of cleaning products office buildings. We also applied this precautionary approach ments and metrics across ten concept categories: purchased meet the relevant LEED standards air, water, nourishment, light, movement, thermal and have a sustainable certification, including to develop long-term preparedness strategies for future comfort, sound, materials, mind, and community. Green Seal and Environmental Choice. Our health and safety priorities. SL Green is the only owner in New York City to performance in this area exceeds the 30% participate in the WELL Portfolio™ program, requirement prescribed under LEED. Property with 27 buildings across 20 million square feet, Management is responsible for reviewing equip- and holds an advisory position to assure that ment inventory and purchase logs quarterly to CLEANING AND EMERGENCY AIR AND WATER this program delivers immediate and measurable confirm these standards are maintained. SANITATION PREPAREDNESS PROGRAMS QUALITY MANAGEMENT benefits for building occupants. The operations, • Implemented measures to reduce • Conducted a risk assessment to • Modified system controls to facility decisions, and policies of our portfolio or eliminate frequency of contact identify potential impacts of rel- increase supply of outdoor air by are aligned with WELL™ standards to uphold with high-touch surfaces and evant hazards, including natural, ventilating for longer hours and SL Green’s responsibility to our tenants. person-to-person contact fire, health, technological, and changing setpoints for demand- human-caused hazards, and de- controlled ventilation systems INDOOR AIR QUALITY (IAQ) • Increased frequency of cleaning termined emergency management and procured materials that • Compiled an inventory of all We are upgrading all filters to a Minimum Efficiency planning priorities effectively clean, disinfect, and filters and ultraviolet germicidal Reporting Value (MERV) 15 rating across the portfolio to enhance indoor air quality, surpassing sanitize surfaces • Established a reentry plan for irradiation (UVGI) equipment HEALTH-SAFETY RATING addressing crowd management currently used to treat air in ducts the New York City requirements of MERV 9 filters • Provided personal protective and physical distancing, height- and air handling units, fan coil The IWBI™ recently launched its newest certifica- and LEED requirements of MERV 13 filters. In equipment (PPE) to all employees ened security measures, enhanced units, and stand-alone air cleaning tion, called the WELL Health-Safety Rating, which alignment with LEED standards, our buildings • Maintained access to on-site cleaning protocols, and access devices across the portfolio focuses on operational policies, maintenance utilize products including solvents, carpets, Safety Data Sheets (SDS) of clean- protocols, emergency plans, and stakeholder ed- adhesives, paints, and coatings that emit low to PPE and sanitization supplies • Installed the highest efficiency ing and disinfection products ucation to address a post-COVID-19 office environ- quantities of volatile organic compounds • Reviewed and updated the media or other particle filters ment. Our team is pursuing this evidence-based, (VOCs) to maintain optimal indoor air quality. • Installed queuing marks in lobbies emergency preparedness plan and (e.g., MERV) that can be installed third-party verified rating across 21.2 million Throughout tenant spaces, construction activi- to optimize egress and maintain ensured it is easily accessible with current mechanical systems square feet of SL Green’s portfolio. ties are scheduled to minimize tenant exposure safe distance between occupants to all regular building occupants • Monitored and tested air and to particulates. As part of standard construction • Installed safety screens, protective • Provided education and training water quality across multiple protocol, spaces are thoroughly inspected for furnishings, and engineering con- on emergency preparedness sampling points asbestos, and abatement is performed in 100% trols to reduce particle exchange to building occupants through of cases where asbestos hazards are identified. at security check-ins, reception emergency notification systems areas, and other places with and practice response drills HEALTH TRAINING → SL Green commissioned a study with the support frequent interaction between oc- of NYSERDA to explore opportunities to improve IAQ • Provided fire safety and workplace cupants and a stationary worker As building owners, we developed best practices while maintaining energy efficiency violence trainings to tenants on a for assessing potential health hazards and creating quarterly basis a responsive protocol. SL Green’s Construction • Offered certified training courses and Property Management Teams are required on CPR to all regular building to complete OSHA-10 certification to ensure occupants and AED usage to all safety best practices. Site awareness helps our employees annually team identify potential biological, chemical, or physical hazards such as asbestos, vermiculite, and legionella.

2020 ESG REPORT RESPONDING TO 12 SL GREEN REALTY CORP. COVID-19 13 Food1st RESTAURANTS SL Green has always made significant 500,000 commitments to meet meals the needs of New York City’s community 150+ We are a home-grown company that is unsurpassed in demonstrating leadership in social responsibility. In April 2020, we established Food1st, a 501(c)(3) not- jobs saved for-profit organization committed to providing meals to first responders and food-insecure New Yorkers, while revitalizing restaurant kitchens throughout the city. RECIPIENTS

SL Green seeded Food1st with a restaurants have delivered nearly 500,000 100+ $1 million initial investment that enabled meals to all five boroughs, resulting in the the preparation and delivery of over reactivation of 20 kitchens that employ 200,000 meals in the first three months over 150 food service workers. of operation. locations served This initiative has helped feed the elderly Chef Daniel Boulud is an inaugural and families in need of food, it has stimu- partner for the organization, and his team lated economic activity, and it has helped kicked off the launch of Food1st by firing safely reinvigorate New York City’s up his downtown prep kitchen to prepare beloved restaurant industry. “Food1st and its restaurant participants are 1,250 meals per day. Collectively, Chef Boulud’s team and Food1st’s partnering embodying the creative, resilient, and giving spirit of New York City with their efforts to bolster the food service industry while feeding New Yorkers in need.”

— TOYA WILLIFORD Executive Director of the Mayor’s Fund to Advance New York City

2020 ESG REPORT RESPONDING TO 14 SL GREEN REALTY CORP. COVID-19 15 SL Green employees are Office our most important asset. Enhancements

As we navigated through the challenges of COVID-19, SL Green made strategic changes to our corporate SL Green implemented new employee programs and physical headquarters and updated operational policies to promote office space enhancements to keep employees healthy, safe, safety, cleanliness, and wellness for our employees. and focused. Through the commitment of our employees, we Our comprehensive strategy for a safe workplace includes remained operational for all tenants, including the essential enhancements that have been implemented across businesses that fill our buildings. As a result of our office en- our portfolio. hancements, along with employee-focused programs guided by employee input, we were the first employer in New York City to be able to return 100% of its employees to the office.

TOWN HALLS COVID-19 HOTLINE • Partitions made from nonporous • EPA-certified disinfection Throughout the height of COVID-19, SL Green’s An internal hotline was created to enable em- and wipeable surfaces were in- spray was implemented into Executive Team hosted virtual Town Halls for ployees to communicate questions or concerns stalled at employee work stations the receiving process for all all employees. Updates on building occupancy, regarding SL Green’s COVID-19 response. Our to promote social distancing incoming packages safety protocols, reoccupancy plans, financial leadership is committed to ensuring all employee • Air purifying units were placed • COVID-19 questionnaire was performance, and business resilience were shared voices are heard and considered. in common areas including developed and is administered to keep our workforce engaged and updated. corridors, reception, conference to employees daily Employees participated in live Q&A sessions rooms, and bathrooms FINANCIAL SUPPORT • Passive thermal imaging allowing them to communicate directly with Human Resources reconfigured our 401(k) ben- • Air handling unit start-up times technology was installed in the our leadership. efits to provide additional support for employees were accelerated to circulate building lobby fresh, filtered, outdoor air prior facing financial hardship. This initiative allows • Periodic electrostatic fogging PULSE SURVEYS to occupancy employees to withdraw funds from their 401(k) disinfecting protocol has been The Human Resources team circulated pulse account without being penalized and provides • Conference room capacities implemented to ensure a clean surveys to monitor the needs of our employees. additional lending options. were reduced, excess chairs work environment We evaluated daily commutes, childcare con- were removed, and occupancy • Hands-free forearm door pulls cerns, tutoring assistance, and more. The feedback PPE DISTRIBUTION signage was posted provided by employees helped SL Green im- were installed on bathroom doors Masks, gloves, and hand sanitizer were sent to the • Cleaning and disinfection plement meaningful programs to assist our full • COVID-19 prevention training homes of all employees to ensure the health and procedures were enhanced to return to the workplace. aimed at sharing anti-transmission safety of our team. SL Green also provides com- include high-touch surfaces like tactics was deployed virtually to plementary PPE in building lobbies, and within door handles, elevator call but- COVID-19 STEERING COMMITTEE 100% of employees prior to return- our reception, Human Resources, and pantry areas. tons, and lobby desks ing to the office An internal committee was established to navi- • Employees were provided with gate the company and its employees through the TUTORING PROGRAM face coverings, which are man- early months of COVID-19. The committee created SL Green created a program to provide additional datory under company policy protocols for safe reentry, sanitation, cleaning, resources and a venue for employees with young remediation, and occupant communication, and • Self-cleaning and antimicrobial children who would otherwise be limited to applied effective risk management to ensure our film was adhered to elevator at-home learning during COVID-19. We hired tutors supply chain was able to meet cleaning supply call buttons to help students take online classes, proctor tests and PPE needs. and quizzes, and provide extra help with home- work at our corporate headquarters.

2020 ESG REPORT EMPOWERING 16 SL GREEN REALTY CORP. OUR PEOPLE 17 Empowering our People Tenure

We have assembled a talented and diverse team of professionals who exemplify the spirit By cultivating a work culture that prioritizes our people through training, diversity, education, and volunteerism, we have been able to retain a long-tenured staff with 61% of current employees remaining of our organization. on board for five years or more. We are committed to enhancing the health and well-being of our employees with an extensive benefits program tailored to meet everyone’s needs. We achieve this by actively seeking feedback from our employees and keeping our Tenure of Current Employees finger on the pulse of workplace trends to attract and retain the best talent in New York City. as of December 31, 2019 Years All Corporate Personnel Building Personnel

Employee Health & Benefits 0-4 Years 402 39% 158 54% 244 33% 5-9 Years 207 20% 46 16% 161 22% MENTAL HEALTH • Cross-Functional Certification • Paid Holidays 10-19 Years 368 36% 70 24% 298 40% through New York University and • Summer Fridays • Happify: Web application that 20+ Years 56 5% 16 6% 40 5% Columbia University • Daily Prepackaged Gourmet guides employees to live a happy, Total 1,033 100% 290 100% 743 100% • Employee Referral Bonus Lunches less stressful, and more fulfilling • Commuter Benefits life using science-based methods • Cell Phone Reimbursement HEALTH AND WELLNESS • iPrevail: One-on-one peer • Retail Discounts and Subsidies counseling and therapy • Medical, Dental, and Human Capital • Pet Insurance • Spring Health: Program focused Vision Coverage Development on employee mental health that • Health Savings Account PARENTAL BENEFITS • Life and AD&D Insurance offers resources including provid- PERFORMANCE MANAGEMENT feel comfortable and secure. We have a zero • Paid Parental Leave • Short-Term and Long-Term ers, online screening, treatment tolerance policy for harassment of all types, • Advanced Fertility Disability Insurance We have a dual-track performance management matching, and care navigation and are committed to preventing incidents Treatment Coverage • Healthcare FSA program, which includes both ongoing goal of noncompliance. FINANCIAL RESOURCES • Healthy Pregnancies, Healthy • Critical Illness Coverage setting and annual performance reviews for BabiesTM • Accident Insurance all employees. • Cybersecurity: SL Green is committed to • Financial Planning and Counseling Prenatal Education • Benefits Concierge Service cybersecurity training programs and frequent • 401(k) and Employer Match • Lactation Consultation and • Subsidized Gym Membership employee communication providing helpful • Employee Stock Purchase Program Supply Coverage SUCCESSION PLANNING • Dependent Care FSA • Weight Watchers at user tips. Protection against cyber threats remains • 529 College Savings Plan SL Green futureproofs against the uncertainty Work Program a high priority for our organization. We also en- • Tuition Reimbursement of an ever-changing workforce by conducting WORK/LIFE BALANCE • Biometric Screenings gage with a third-party company to assess our • Prepaid Legal Coverage succession planning. We identify high-potential • Flu Shot Clinics defenses through recurring penetration testing. • Employee Assistance Program employees and prepare them for key roles • Annual Wellness Month • Industry-Leading Paid Time Off within the organization. • Cross-Training: In order to ensure that our employees are given the necessary tools to do CROSS-DEPARTMENTAL their best work, SL Green provides cross-training opportunities to learn about new roles and attain Diversity TRAINING PROGRAM valuable skills. Providing our employees with SL Green is dedicated to creating a diverse workplace where employees We launched our latest learning and development a multifunctional transfer of knowledge allows feel valued and accepted regardless of race, color, religion, national origin, initiative, The Academy, in early 2020 based on our workforce to be more agile in a rapidly gender, sexual orientation, age, disability, or veteran status. responses to employee engagement surveys. The developing industry. Academy allows employees to be reimbursed • OSHA (Occupational Safety & Health Adminis- for tuition and fees toward a professional certificate All Employees All Gender Age tration): To safeguard the health and welfare of in partnership with New York University and as of December 31, 2019 Less than 30-50 More than our employees, SL Green provides mandatory Male Female Columbia University. 30 years old years old 50 years old OSHA training that includes parameters for life, fire, electrical, and scaffold safety. Total number of employees 1,033 638 395 101 419 513 EMPLOYEE TRAINING Permanent 1,033 638 395 101 419 513 • Declare: SL Green has partnered with Declare, • Anti-Harassment: All SL Green employees are Temporary 0 0 0 0 0 0 a women’s leadership development organiza- required to complete an online anti-harassment tion, to cultivate female talent and career devel- Full-time 1,032 637 395 100 419 513 training course each year. Our goal is to create opment. This year ten women were selected Part-time 1 1 0 1 0 0 a safe workplace environment where employees to participate in exclusive learning and network- Racial minorities by % of total 51% 31% 20% 3% 21% 27% ing activities.

2020 ESG REPORT EMPOWERING 18 SL GREEN REALTY CORP. OUR PEOPLE 19 Life at SL Green Communication, teamwork, and collaboration are the fundamental attributes that are the foundation of our company culture. SL Green’s employees exemplify excellence day in and day out, and it is our priority to maintain a work- place environment that supports the growth and wellness of our people.

Sponsored Volunteerism SL Green sponsored a park cleanup event for our employees who planted flowers, removed weeds, and picked up litter at Tompkins Square Park to give back to our surrounding community. All employ- ees are offered a paid volunteer day so they can dedicate their time working with organizations that align with their personal values. Lunch Delivery Our in-house kitchen, Cloud 19, prepares delicious meals for our corporate employees every day as an added benefit to support our best-in-class team. NYSE Opening Bell SL Green’s Chairman and CEO Marc Holliday, joined by SL Green President Andrew Mathias and Chef Daniel Boulud, proudly rang the opening bell at the New York Stock Exchange in honor of One Vanderbilt’s opening. True to the spirit of our organization, our employees celebrated this iconic moment together from One Vanderbilt’s plaza. One Vanderbilt Ribbon-Cutting Ceremony “There is a sense of respect around On September 14, 2020, SL Green’s employees celebrated the the office, and our opinions are both historic opening of One Vanderbilt Avenue. This ribbon-cutting ceremony commemorated New York City’s newest icon and the heard and valued. This results in team behind the success of this 20-year-long endeavor. a positive work environment, and I appreciate working for a company that makes me feel this way.”

— LINI ARZU Corporate Payroll Manager

2020 ESG REPORT EMPOWERING 20 SL GREEN REALTY CORP. OUR PEOPLE 21 Managing our Environmental Impact

Transparent disclosure of our environ- mental performance data is an essential element of our sustainability program.

Each year, we release a summary of our environmental performance through several key data channels ­– GRI Content Index, Environ- mental Performance Summary, NYC Local Law 84 Filings, and CDP and GRESB submissions – all of which are publicly accessible. Ensuring data quality and consistency requires the continuous support and coordination from many partners. Data points are collected on an ongoing basis from local utilities, submeter consul- tants, tenants, and waste haulers. This information is rigorously analyzed by internal and external parties for accuracy before being shared with key stakeholders, including investors, tenants, gov- ernment agencies, and suppliers. To ensure that we provide the best available data, our environmental disclosures are externally verified and assured.

“Our commitment to a carbon-free economy is supported by engaged part- ners like SL Green who are constantly evolving what they do to implement best practices for emissions reductions and sustainability.”

— CHRISTOPH MAYR Head of Risk & Portfolio North America, Allianz Real Estate of America

2020 ESG REPORT 22 SL GREEN REALTY CORP. 23 Sustainable Development 185 SL Green’s active development pipeline sets Broadway the standard for sustainable new construction and responsible community engagement. September 14th marked the historic opening of Rising 404 feet over Lower Manhattan, One Madison presents a unique redevelopment We leverage years of operational excellence one of the most advanced, cutting-edge sky- 185 Broadway is the first affordable housing proj- opportunity to transform a historical asset into scrapers in the world. One Vanderbilt optimizes ect in this neighborhood. The 34-story, mixed- a modern icon. This marquee building offers an to incorporate innovative design, techno- building performance, integrates the public and use building pays homage to the modern and unparalleled combination of a thriving neighbor- logical solutions, and best-in-class amenities private realm, revitalizes Midtown, and provides an historic surroundings in the Financial District hood, best-in-class amenities, and access to green within our development projects, creating unsurpassed urban experience. and offers residents with expansive amenities. spaces and public transportation. a premier experience for our tenants.

• 90,000 Gallon: Rainwater and collection treat- • Affordable Housing: Lower Manhattan’s first • Conserve Energy: Efficient mechanical ment system that will reduce the demand for development to be built under the Affordable systems conserve energy and perform at the cooling tower water by 1 million gallons per year New York Housing Program highest standard • Lowest Carbon Footprint: One of the lowest • Community Impact: Engaged government offi- • Urban Infill: Construction in Midtown South carbon footprints across buildings of similar cials, community members, and local businesses that avoids sprawl and green field development COMMUNITY CONNECTION density and scale in NYC on development plans to ensure positive commu- • Garden Floors: More than an acre of outdoor nity impacts are maximized • Enhanced IAQ: HVAC systems are equipped spaces that mitigate heat island effect and regu- Academic Development with MERV-16 air filters that capture over 95% of • Job Creation: 600 jobs generated on the late stormwater runoff airborne particles construction site Our company has a long-standing partnership with Pace • Efficiency: High-performance curtain wall that University. Our past development projects have included • $220 Million: Invested in public • Sustainability Performance: Environmental optimizes heating and cooling efficiency a series of dormitories to enhance its on-campus experi- realm improvements goals integrated throughout design, construction, ence – 180 Broadway, 33 Beekman Street, and most recently, • Wellness & Productivity: Biophilic design and planning 15 Beekman Street. At 2 Herald Square, SL Green partnered • MWBEs: 19% of contractors onsite are Minority and elements that enhance occupant wellness with Mercy College to build classrooms and housing for Women-owned Business Enterprises (MWBEs) • Public Transportation: Located directly across and productivity its student body. from the Fulton Transit Center, one of the city’s most frequented transportation hubs Artwork Installations Over the past decade, SL Green has invested over $8 million in artwork displayed throughout our properties and lobbies, fostering beauty for our building communities and support- ing a beloved industry. This year, we unveiled “Point of View” by Tony Cragg at One Vanderbilt. The 3 columns of the installation weigh over 2,000 pounds each, and their reflective surfaces engage with the surrounding lobby architecture. Material Sourcing Central to our material procurement strategy for construction projects is selecting domestic, recycled, and responsibly- sourced materials whenever possible. Public Spaces SL Green maintains ten privately-owned public spaces (POPS) across our portfolio to provide our neighbors with indoor and outdoor seating areas and greenery amid Ribbon-Cutting Ceremony Topping Out Ceremony Project Commencement dense development. September 14, 2020 September 30, 2020 November 16, 2020

2020 ESG REPORT MANAGING OUR 24 SL GREEN REALTY CORP. ENVIRONMENTAL IMPACT 25 One Vanderbilt Avenue

One Vanderbilt is the culmination of a 20-year journey for SL Green.

Rising 1,401 feet and spanning 1.7 million square feet in the heart of Midtown Manhattan, New York’s skyline now has a new icon. With the completion of this endeavor comes an unparalleled feeling of achievement, and we are proud and humbled to deliver One Vanderbilt to the greatest city in the world.

2020 ESG REPORT MANAGING OUR 26 SL GREEN REALTY CORP. ENVIRONMENTAL IMPACT 27 Green Building Designations Building # BUILDINGS ENERGY STAR LEED BOMA 360 Reported Manhattan Operating Properties Accolades 1 10 East 53rd Street Silver ✓

✓ ✓ 2 100 Church Street Gold Green building certifications are a critical part of our 3 100 Park Avenue ✓ Gold ✓ sustainability program. They provide external validation that 4 11 Madison Avenue ✓ Gold ✓ our building operations meet or exceed the best practices 91% Of Manhattan Oper- 5 110 East 42nd Street Silver ✓ set by internationally recognized standards such as LEED, ating Properties hold 6 110 Greene Street ✓ Gold ✓ ENERGY STAR, and BOMA. Our goal is to achieve green green building desig- nations based on total 7 1185 AoA Silver ✓ building designations at 100% of eligible properties. square footage 8 125 Park Avenue Gold ✓ 9 1350 AoA Gold ✓ 10 1515 Broadway Gold ✓ 11 2 Herald Square 12 220 East 42nd Street ✓ Gold ✓ 13 304 Park Ave South ✓ Gold ✓ 14 420 Lexington Avenue ✓ Gold ✓ 15 461 Fifth Avenue Gold ✓ 16 485 Lexington Avenue ✓ Gold ✓ 17 555 West 57th Street ✓ LEED ENERGY STAR BOMA 360 18 625 Madison Avenue ✓ LEED is among the most esteemed and ENERGY STAR is a measurement and BOMA’s (Building Owners and Managers 19 635 AoA ✓ Gold ✓ pervasive green building certification verification tool administered by the U.S. Association) 360 Program holistically programs in the world. Developed by the EPA that promotes energy efficiency evaluates all major areas of building facil- 641 AoA ✓ Gold ✓ 20 U.S. Green Building Council in 1993, across buildings nationwide. ENERGY ity management, including operations, 21 711 Third Avenue ✓ Gold ✓ this designation demonstrates a building STAR scores are a reflection of how safety, training, energy, sustainability, and owner’s commitment to sustainable op- efficiently buildings are operated. These tenant relations. As part of this program, 22 750 Third Avenue ✓ Gold ✓ erations and resource efficiency. SL Green scores help us motivate our building op- buildings undergo a rigorous assessment, 23 810 Seventh Avenue Silver ✓ was among the first owners in the nation erators, property managers, and tenants and fewer than 50 buildings in NYC to adopt the LEED standard at 100 Park to pursue capital efficiency projects and achieve this designation. GRESB recognizes 24 919 Third Avenue Gold ✓ Avenue in 2009. Our current portfolio implement change. In 2019, we achieved the BOMA 360 building designation boasts an impressive 20 million square ENERGY STAR labels across 9.4 million as a trusted assessor of sustainability and Non-Reported Manhattan Operating Properties feet of LEED certified space, represent- square feet of our portfolio. In Manhattan governance best practices. SL Green cur- 1 Vanderbilt Gold 25 ing 90% of our reporting properties. alone, we represent 12% of all ENERGY rently holds 23 BOMA 360 designations, 26 280 Park Avenue Gold STAR labels. In recognition of our opera- accounting for 49% of the total achieved 27 30 East 40th Street tional excellence, SL Green received the in NYC. prestigious “Partner of the Year – Sus- 28 590 Fifth Avenue (1) tained Excellence” award for the third 29 800 Third Avenue consecutive year in 2020. 30 885 Third Avenue (1) Gold 31 Tower 46 Certified 32 Worldwide Plaza Gold Pending Redevelopment(2) 33 1 Madison 34 707 Eleventh Avenue

(1) Properties acquired in 2020 (2) Excludes 410 Tenth Avenue with disposition scheduled for December 2020

2020 ESG REPORT MANAGING OUR 28 SL GREEN REALTY CORP. ENVIRONMENTAL IMPACT 29 Energy Energy Efficiency through Optimization Capital Improvements Whole-building energy consumption is driven by many 1,000 SL Green’s long-standing investment in efficiency factors, such as hours of buildings, occupancy, weather, enables us to defer capital improvements in times of 20%↓ tenant IT equipment, and HVAC configuration. To minimize WellStat crisis without jeopardizing our industry-leading SL Green set the goal to the environmental footprint of our buildings and of our reduce whole-building energy consumption 20% by 2030 tenants, SL Green optimizes energy use without compro- Devices operating standards. mising occupant comfort. Throughout the portfolio will enhance our ability to efficiently maintain high indoor environmental quality for tenants

ENERGY MANAGEMENT STRATEGY day-to-day energy management program. Over At SL Green, identifying energy efficiency Reduction in opportunities is a team effort spearheaded by our In large commercial office buildings, HVAC (heat- the past decade, we have incorporated portfolio-wide engineers. Our goal is to operate our properties to Peak Energy Use ing, ventilation, and air conditioning) equipment is programs and technologies that set the baseline for efficient building operations. Digital control the highest standards at the lowest cost over the the primary driver of base building energy use. • Steam turbine controls lifetime of all existing building equipment. Preven- Energy is consumed to run mechanical equipment systems such as the Building Management Sys- • Variable frequency drives (VFDs) tative maintenance and best practices allow our that supplies conditioned air to building occupants. tem (BMS) allow our engineers to control energy • Electric chiller installation building equipment to achieve maximum efficiency • Ice storage system Extreme weather, prolonged operating hours, and use to precisely match tenant demand. Data and durability. However, we also recognize that high building occupancy require mechanical from occupancy sensors and indoor environmental equipment replacements are an opportunity to equipment to operate for longer periods of time, quality (IEQ) sensors like iES’s WellStat are in- deploy new technology and meet evolving needs HVAC increasing energy use and greenhouse gas emis- corporated into our real-time energy platform iES of all building occupants. The availability of utility sions. To mitigate these challenges, our energy EnergyDesk to ensure that optimal space conditions Improvements are maintained. Advanced data analytics allow us incentive programs also shortens the payback period management strategy is to flexibly adjust our • Induction unit upgrades to project next-day energy demand, which equip and can incentivize the installation of state-of-the- energy use based on fluctuating demand, without • Steam PRV station art building equipment over continued operation compromising efficiency. our Engineering Teams with the knowledge to • IEQ sensors curtail our electricity consumption during demand of outdated equipment. At SL Green, we are laser focused on exploring response events to ensure grid reliability. Capital improvements increase a property’s overall commercially available solutions to optimize our value, reduce operating costs, and modernize our Building Equipment base building systems. For each property in our Controls portfolio, SL Green develops a 5-year and 10-year • Direct digital controls capital plan based on an assessment of building • Steam turbine controls ENERGY MANAGEMENT TOOLS buildings across our portfolio. Different building equipment conditions to anticipate all future capital • BMS updates types can be compared by ENERGY STAR scores needs. Our Engineering Team identifies equipment BMS: All SL Green properties are equipped with because the model accounts for differences due near the end of its useful life and proposes capital automated control systems that centralize the to hours of operation, weather, occupancy, building projects that would produce energy efficiency Reducing Loads direct digital control of building systems and mon- size, and space use types. improvements. Beyond our internal expertise, we itor space conditions with single-pane viewing. through Equipment WellStat: The next evolution of our energy also leverage external consultants to improve our Real-Time Energy Management Platform: We Upgrades management strategy is the deployment of iES properties through retro-commissioning, which installed iES EnergyDesk in 20 million square feet WellStat devices, an IEQ sensor, throughout our ensures building systems perform up to specifi- of our operating properties. This software solu- • Elevator modernization portfolio. This will allow us to perform real-time cations, and conducting ASHRAE Level II Energy tion empowers our Engineering Teams to respond • Cooling towers monitoring of indoor environmental parameters Audits to identify energy efficiency opportunities. • Pumps and motors to building conditions in real time by detecting such as temperature, humidity, light level, carbon irregularities, tracking occupancy, and monitor- Capital plans are reviewed annually, where planned dioxide, particulate matter, ozone, formaldehyde, ing energy use in 15-minute intervals. projects are reevaluated for implementation and and VOCs. can be expedited or deferred. ENERGY STAR: We leverage ENERGY STAR scores to evaluate the energy performance of

2020 ESG REPORT MANAGING OUR 30 SL GREEN REALTY CORP. ENVIRONMENTAL IMPACT 31 SL Green recognizes climate Carbon Reduction change as an environmental Targets Recommendations from our portfolio-wide emissions challenge that needs to reduction study will help lower emissions from tenant be addressed. spaces and base building operations.

LOCAL LAW 97 (NYC NET ZERO CARBON EMISSION SOURCES CLIMATE MOBILIZATION ACT) The next step in minimizing our envi- Due to our long-standing commitment ronmental footprint is net zero car- to efficient building operations sup- bon building operations. Although Space Domestic ported by capital improvements, we the operating characteristics of Heating Water do not expect any material financial Manhattan office properties pose Fuel Oil, Natural Gas, Natural Gas / The IPCC (Intergovernmental Panel on Climate impact from Local Law 97 in the first unique challenges to onsite renew- Steam / Scope 1 & 2 Scope 1 Change) suggests that in order to slow rising compliance period of 2024 to 2029. ables, we are actively evaluating the global temperatures, greenhouse gas emissions technical and financial feasibility of must be reduced. In response, New York has set NYC MAYOR’S net zero operation in our portfolio. some of the most ambitious emission reduction Space Plug 30%↓ CARBON CHALLENGE Real estate assets generate direct goals in the world. Through the Climate Lead- and indirect greenhouse gas emis- Cooling Loads ership and Community Protection Act, New York Reduction goal in SL Green’s SL Green voluntarily participates in sions through base building oper- Electric, Steam / Electric / State mandated the adoption of a net zero the New York City Mayor’s Carbon ations. Direct emissions (Scope 1) Scope 2 & 3 Scope 3 carbon economy statewide by 2050, with a zero greenhouse gas emissions Challenge. We identified a selection are generated onsite from fossil carbon electricity grid by 2040. In New York City, of properties across 8 million square intensity by 2025 fuels used for heating and hot water. the Climate Mobilization Act sets carbon caps feet and have committed to a 30% Indirect emissions (Scope 2) are for large buildings starting in 2024 as part of a reduction in Scope 1 and Scope 2 Fans Computers generated offsite from steam and broader commitment to reducing greenhouse greenhouse gas emissions intensity Electric / Electric / electricity supplied by local utilities. gas emissions 80% by 2050, with an interim over a 10-year period. Scope 2 & 3 Scope 3 In addition to emissions generated reduction of 40% by 2030. CDP to support base building operations, As the largest commercial office owner in New York, tenant energy consumption (Scope SL Green is committed to reducing greenhouse We voluntarily respond to CDP, an 3) contributes to the overall carbon Pumps Lighting gas emissions across our portfolio. We acknowl- annual investor survey on climate footprint of a building. Electric / Electric / edge New York’s ambitious climate goals, which change, which evaluates company SL Green reduces Scope 1 and Scope 2 & 3 Scope 3 are aligned with the 1.5°C climate scenario, and performance and risk management Scope 2 greenhouse gas emissions we have committed to voluntary emissions re- strategies. To demonstrate our by optimizing building operations, duction. We also directly engage with state and commitment to emissions manage- implementing intensive energy man- local officials to develop a feasible pathway to ment, we established a portfolio- wide greenhouse gas emissions agement, and deploying capital invest- our collective long-term climate goals. Scope 1 (Direct Emissions): 2,988 tCO2e intensity reduction goal of 30% ment in state-of-the-art equipment. (Includes 362 Tons from Refrigerants) by 2025 for Scope 1, Scope 2, and Since tenants typically account for Scope 3 emissions. over 60% of whole building energy Scope 2 (Indirect Emissions): 85,438 tCO2e and emissions, our emission reduc- Scope 3 (Tenant Emissions): 43,280 tCO2e tion strategy extends beyond our direct control. We equip our tenants Fuel Oil: 16,908 MMBTU with tools to achieve Scope 3 energy Natural Gas: 41,050 MMBTU reductions within their spaces. Steam: 602,381 MMBTU Electric: 134,464 MWh

2020 ESG REPORT MANAGING OUR 32 SL GREEN REALTY CORP. ENVIRONMENTAL IMPACT 33 Water Waste Water scarcity is a key environmental issue. SL Green SL Green manages waste and recycling operations across is leading by example through our responsible water 21 million square feet, and has developed a coordinated management program. 30% logistics plan as part of our standard operating procedures. 50% Fixture upgrades decreased Corporate goal of a 50% our water consumption by recycling rate by 2025, which Our strategy includes installing low-flow fixtures, 30% across the LEED certified We partner with our tenants, employees, union is in alignment with the LEED buildings in our Manhattan V4 threshold encouraging responsible resource management portfolio, equivalent to saving stakeholders, and vendors to reduce the amount among building operators and tenants, and 29 million gallons of water of waste that is sent to landfills. per year monitoring consumption data across 100% of our owned and managed portfolio.

LEAK DETECTION LANDSCAPING OPERATIONAL STRATEGIES on virgin resources and reuse durable materials SL Green’s engineers are responsible for visually At SL Green, we incorporate biophilic design SL Green implemented a color-coordinated during construction. At One Vanderbilt, steel inspecting water systems throughout our build- into the built environment. We prioritize landscap- recycling system to streamline procedures and rebar used throughout the building comprises ings to ensure they are operating under optimal ing that is indigenous to New York because improve source separation. We have equipped 90% recycled content, and the concrete mix is conditions. We also deploy automatic sensors on native plants are adapted to local environmental our janitorial staff with double-barrel waste bins composed of recycled by-products including slag our steam traps to notify our engineers of poten- conditions, require less water, and promote to ensure that waste streams remain separated, and fly ash. tial water loss. This proactive approach prevents regional biodiversity. from initial pick-up in tenant spaces to drop-off at potential leaks and wasted water. the loading dock. All waste storage areas in the ORGANICS RECYCLING CAPTURED RAINWATER loading dock, freight elevator landings, and back- Approximately 35% of New York City’s waste of-house areas are distinguished with signage DAILY MONITORING The most efficient water-saving technologies will stream is composed of organics, including food that illustrates the correct hauling procedures. Engineers review water logs daily to compare be deployed at SL Green’s ground-up development, waste and compostable products, which can trends and identify consumption irregularities. One Vanderbilt. This includes a water reclama- be diverted from landfills. To address this waste This protocol ensures that our engineers are tion system, where rainwater will be collected, TENANT ENGAGEMENT reduction opportunity, we piloted a composting responding to fluctuations in system operations. stored, and reused for our cooling towers. This SL Green’s Sustainability Team offers annual program at our corporate headquarters and diverted reduces our demand for fresh surface water or recycling training to over 150,000 individuals who over 4,000 pounds of organics. LOW-FLOW FIXTURES groundwater, and is projected to save over work in buildings across our portfolio. We offer one million gallons of water per year. recycling walkthroughs to help tenants identify MONTHLY TRACKING Our team capitalizes on every opportunity to ways to improve recycling rates. We also distrib- retrofit existing toilets, urinals, faucets, and show- SL Green requests monthly waste reports from LEGIONELLA MANAGEMENT ute educational material and sample signage to ers with low-flow fixtures. The specifications are our haulers to monitor and measure the effec- help support tenant implementation of SL Green’s aligned with the LEED v4 standard of performing Our cooling towers are disinfected twice a tiveness of our recycling procedures. This data recycling program. 20% better than code requirements. year and are tested every 90 days for legionella is benchmarked in ENERGY STAR’s Portfolio bacteria to ensure water quality and safety. This Manager WasteTracker tool. ONGOING EDUCATION WATER TRACKING strategy is aligned with best practices prescribed by New York City’s Department of Health and In collaboration with SEIU Local 32BJ, over 500 of WASTE AUDITS SL Green tracks water consumption data through Mental Hygiene. SL Green’s janitorial staff are trained on proper waste ENERGY STAR’s benchmarking tool, Portfolio In partnership with our environmental consultant, collection procedures on an annual basis. All presen- Manager. This data is disclosed to New York City’s Sustainable Investment Group (SIG), SL Green’s tations are translated into a variety of languages to Department of Buildings (DOB) to fulfill the annual waste stream is audited annually to identify sources ensure the material is accessible for all employees. reporting requirements outlined under Local Law of contamination and areas to improve recycling 84 of 2009. rates. These results are then presented to Property MATERIAL SELECTION Management and tenants to create customized SL Green partners with qualified vendors and corrective action plans. collaborates with tenants to reduce the demand

2020 ESG REPORT MANAGING OUR 34 SL GREEN REALTY CORP. ENVIRONMENTAL IMPACT 35 Tenant Engagement Green Strategy Leases SLG FORWARD SLG Since tenants consume roughly 60% of a build- We are committed to refining lease language to maximize our ing’s energy, we recognize the importance of environmental stewardship in partnership with tenants. Our green lease efforts have been recognized through the achieve- partnering with our tenants to achieve meaning- ment of Institute for Market Transformation’s top accolade, the ful reductions. 2020 Green Lease Leaders Award at the Gold level.

Tenant engagement facilitated through data transparency is This award acknowledges our industry-leading commitment to green buildings through corporate policies and lease provisions promoting energy critical to furthering the immersion of sustainable practices EMPLOYEES efficiency and sustainability. We were recognized for our best practices, throughout our portfolio. We are committed to spreading the which include tracking energy data annually, sharing ENERGY STAR scores tools that serve our base building program to the thousands with tenants, metering energy consumption of tenant spaces, and passing of companies that have office space in our portfolio. through costs for energy efficiency improvements.

Through our real-time energy management sys- NYSERDA’s Commercial “The green leasing practices of our award ENVIRONMENT tem, iES EnergyDesk, submetered tenants have access to their energy consumption in sub-hourly Tenant Program recipients such as SL Green are important for intervals. Integrating this energy management tool SL Green commissioned a portfolio-wide study provides tenants with a clear visualization of their advancing the widespread adoption of collab- with the support of NYSERDA’s Commercial carbon emissions benchmarked from a baseline Tenant Program to identify energy conservation orative landlord-tenant relationships, increased year and a basis for understanding their carbon measures through expert analysis of interval en- footprint through unprecedented data transparency. energy savings, and healthier and more sustain- ergy data. Customized reports will be shared with Our goal is to further expand our data-sharing individual ten­ants outlining targeted efficiency able working environments.” capabilities to provide tenants more granular data opportunities. This effort will culminate in a road- on their energy use, indoor environmental quality, SOCIAL map toward achieving substantial energy reductions and carbon emissions. — AUDI BANNY across both base building and tenant spaces. Associate Director of Market Engagement Team, Institute for Market Transformation GOVERNANCE Building Emissions Marketing Data Sharing Education Energy Audits Efficiency Measures • Elevator Captivate • Facilitate tenant annual • Presentations • Tenant energy • Green build-out Reductions screens sustainability reporting efficiency studies guidelines and LEED • Webinars CI alignment Our goal is to advance continuous • Tenant newsletters • Access to GHG emissions • ASHRAE Level I audits building efficiency and motivate and bulletins through iES Energydesk • Incentives coordination the 150,000 tenant employees work- support ing in our portfolio toward the broader goal of whole building emissions reductions

2020 ESG REPORT MANAGING OUR 36 SL GREEN REALTY CORP. ENVIRONMENTAL IMPACT 37 Supporting our Community

For more than 20 years, SL Green has tied its future to the success of New York City.

We grew into New York’s largest owner of commercial real estate, and with this position comes immense responsibility – as developers shaping the city’s skyline, job creators for thousands of people, leaders to our peers and industry, partners with our suppliers and tenants, and neighbors to our fellow New Yorkers. We uphold the highest standards of responsibility and integrity in each of these roles to sustain the resiliency of our great city.

“Companies like SL Green are what make New York City so resilient. They created Food1st Foundation to support the city at the height of COVID-19 and have donated thousands of meals to the FDNY. These donations have provided our members with a morale boost and helped us through difficult times.”

— JEAN O’SHEA Executive Director, FDNY Foundation

2020 ESG REPORT 38 SL GREEN REALTY CORP. 39 Volunteerism Philanthropy

SL Green is committed to meeting the needs of our fellow New Yorkers — The events over the past few months have been a we are a home-grown company that is unsurpassed in demonstrating reminder of just how fortunate we are, as we see thousands leadership in social responsibility for our neighbors. Our people are unified of our neighbors, friends, and fellow New Yorkers without through the collective vision to build a greater New York and support our jobs and too often without access to essential resources. surrounding community. This year we contributed over $3 million across more than 65 organizations to reach those most in need.

Community Riverside Park Conservancy, Inc. Health Rocky Mountain Institute All Star Projects Inc. Alzheimer's Disease and Related White Plains Beautification Foundation Disorders Association, Inc. Earth Matter NY Inc. Wounded Warrior Project Inc. AHRC New York City Foundation, Inc. Equal Justice Initiative Medecins Sans Frontiers USA, Inc. FDNY Foundation Education / Job Support enCourage Kids Foundation The Frick Collection Building Skills NY First Candle, Inc. Friends of the High Line Chatham Education Foundation Gilda's Club Westchester, Inc. COMMUNITY OUTREACH PAID VOLUNTEER DAY Foundation for New York's Strongest Creative Arts Workshop for Kids, Inc. AMBASSADORS Hearst Project Lyme Every employee is eligible for a paid volunteer Glacier National Park Conservancy Dress For Success Worldwide Leukemia & Lymphoma Society Employees from various departments lead the day to empower our team with the time and Greater Cedar Rapids Community Louis August Jonas Foundation, Inc. charge in planning and executing the company’s resources to contribute to causes they value. Foundation Memorial Sloan Kettering Cancer Center Manhattan College community outreach efforts. This committee Habitat for Humanity International, Inc. Meridian Health Foundation regularly coordinates company-wide volunteer- Mercy College Legacies Alive National Multiple Sclerosis Society ing opportunities. Montana State University Legal Information for Families Today St. Jude Children’s Research Hospital NYC Helmets to Hardhats, Inc. Lincoln Center for the Performing Arts, Inc. Visiting Nurse Service of New York New York University Madison Square Park Conservancy Pace University Poverty / Hunger Mayor’s Fund to Advance New York City Publicolor Inc. City Harvest, Inc. Mercy Home for Children Putting New Yorkers to Work, Inc. City Meals on Wheels Natural Resources Defense Council, Inc. Rebuilding Together NYC Food1st Foundation New York City Police Foundation, Inc. Stuyvesant High School St. Francis Food Pantries & Shelters The PenFed Foundation Trustees of Columbia University Regional Plan Association Inc.

MENTORSHIP PROGRAM VIRTUAL INTERNSHIP PROGRAM We partnered with the Governor’s Committee on We hosted a virtual program for college students, Scholastic Achievement (GCSA), a not-for-profit introducing them to the real estate industry. City Harvest Little Essentials NYC Relief organization that connects high school students Students worked with subject matter experts and from historically underperforming districts and completed case studies to gain practical experi- Over $15,000 donated to City Harvest’s Little Essentials offers at-risk families SL Green hosted donation drives to collect communities and volunteer mentors from lead- ence. Each student also gave a final presentation Skip Lunch Fight Hunger campaign, which living in poverty children’s supplies and toiletry products, masks, hand sanitizers, helped feed more than 44,000 children parenting education to promote the and forehead thermometers for the city’s ing companies in the metropolitan area. In 2020, to a panel of judges, and were provided construc- and their families across New York City. health, well-being, and safety of their homeless population. we worked with 13 mentees throughout the year tive tips and recommendations to help improve children. We hosted an office donation on interviewing skills, résumé writing, and their public speaking skills. drive to collect diapers, wipes, blankets, career counseling. and books for these families.

2020 ESG REPORT SUPPORTING 40 SL GREEN REALTY CORP. OUR COMMUNITY 41 Vendor Code Risk Management – of Conduct Audits and Due Diligence The key to effective supply chain management SL Green is committed to dealing is establishing processes for risk identification fairly with its tenants, contractors, and due diligence. SL Green established a partners, employees, and other comprehensive strategy that allows us to meet third parties. ESG commitments by proactively identifying potential risks across our own operations, and those of our suppliers.

An important part of adhering to this commitment is select- This process begins with mandatory, annual as- and Sustainable Procurement. Each supplier’s ing and working with suppliers that maintain transparency sessments of our Tier 1 Critical Suppliers admin- assessment is scored, and suppliers that score and comply with all applicable standards and regulations istered by an independent third party. SL Green between 0-24 on a 100-point scale are consid- regarding ethical, environmental, and social issues. We has identified our “critical suppliers” as those who ered “high risk.” SL Green leverages these scores developed a Vendor Code of Conduct to outline the fun- account for the top 60% of our current annual to evaluate suppliers’ ESG performance and damental expectations of suppliers regarding our primary spend and where SL Green displays a level of communicate ESG expectations to suppliers. In procurement values – ethics, environmental standards, dependency on their services. certain instances, SL Green creates corrective health and safety, and human rights – and it is aligned with action plans to address identified issues and Based on company segment, location, and size, best practices prescribed in the United Nations Guiding establish monitoring mechanisms. customized scorecards are generated for each Principles on Business and Human Rights, the OECD Due supplier. These scorecards evaluate overall ESG The below flowchart illustrates SL Green’s Diligence Guidance for Responsible Business Conduct, performance, which falls under four categories supply chain due diligence process: and the New York City Human Rights Law. – Environment, Labor & Human Rights, Ethics, SL Green’s operations are supported by an extensive supply chain that sources materials and services for our business and tenants. Integral to our bidding and contracting processes, we strategically evaluate our suppliers to ensure they are held accountable for upholding our standards for respon- 01 Create due diligence 02 Identify Tier I 03 Identify potential 04 Conduct mandatory sible business practices. Our contracts require vendors to framework from ESG Critical Suppliers ESG issues survey of operations meet and exceed regulatory compliance, and we enforce policies and suppliers our standards through ongoing engagement and monitor- ing. In instances of noncompliance, SL Green formulates corrective action plans, and suppliers are reevaluated for 05 Identify actual 06 Generate scorecards 07 Evaluate overall 08 Communicate continued use in the portfolio. ESG issues for each supplier ESG performance ESG expectations/ standards to suppliers → To read SL Green’s Vendor Code of Conduct, visit sustainability.slgreen.com

09 Work with 10 Establish monitoring 11 Integrate ESG 12 Update due diligence stakeholders to mechanisms standards into framework based on address issues contracts discovered issues

2020 ESG REPORT SUPPORTING 42 SL GREEN REALTY CORP. OUR COMMUNITY 43 With the increasing demand for in-building amenity spaces and conference rooms, we recognized the need to provide Amenities accessible spaces that serve as an extension of tenant offices. We are proud to introduce two unique amenity centers in We offer a diverse selection of amenities to support our portfolio. the over 1,000 business that operate within our portfolio. As employees return to the workplace, safety, comfort, and convenience are just as essential in fostering a productive workplace.

SUSTAINABLE AND CONVENIENT LOCATIONS SL Green’s properties are situated within close proximity to major transportation arteries in New York City. According to LEED surveys administered to our ten- ants, 90% of building occupants utilize sustainable transportation to commute PARK HOUSE AT 100 PARK to and from our buildings, including riding the subway, walking, and carpooling. This year, we completed construction of With shifts in workplace behavior stemming from COVID-19, our portfolio’s Park House, an 11,000-square-foot amenity walkability is a premier asset for our tenants. As a testament to the prime, floor featuring unique and beautifully designed pedestrian-friendly locations of our Manhattan properties, we scored an average space. Park House features a wellness room, of 99/100 using the Walk Score® methodology. We have also constructed 12 golf simulator, executive shower, meeting rooms, bicycle rooms and developed over 20 bicycle plans to ensure we are accommo- phone rooms, and more. Tenants can assemble in the space or reserve rooms that overlook the dating tenants that cycle across the city as their primary form of transportation. historic Park Avenue Viaduct.

We actively support our tenants with unique offerings that encourage engagement and collaboration:

• Tenant Appreciation Events THE AMENITY FLOOR AT • Tenant Donation Drives (food, toys, clothes) ONE VANDERBILT • Tenant Training (CPR, AED, Fire Drills, With the opening of One Vanderbilt, we are Recycling, Sustainability) introducing a 28,000-square-foot oasis for • Emergency Notification System through building tenants. The 3rd floor space features Send Word Now a Café with specialty offerings provided by Chef Daniel Boulud. It also includes an outdoor • Messenger Centers terrace overlooking the pedestrian plaza adja- • Free E-waste Collection cent to Grand Central Terminal. Tenants can reserve a state-of-the-art acoustically treated • Telecommunication Auditorium or book our meeting rooms. As part Infrastructure of the building experience, tenants will be equipped with a custom mobile app that brings added convenience to their daily routines.

2020 ESG REPORT SUPPORTING 44 SL GREEN REALTY CORP. OUR COMMUNITY 45 Preserving Business Resilience

SL Green’s leadership establishes the foundation for organizational success.

Our Board of Directors and Executive Team continuously develop and refine an effective framework for decision-making, risk man- agement, and planning strategies that optimize the company’s performance and strengthen stakeholder confidence. In a time when business environments are constantly evolving, SL Green’s governing bodies navigate our company towards strong financial performance and sustained corporate citizenship.

2020 ESG REPORT 46 SL GREEN REALTY CORP. 47 At SL Green, our 05 POLICIES & GOVERNANCE • Board of Director Governance Principles Charter company is built to • Code of Ethics • Corporate Sustainability Policies withstand moments of • Environmental Management System great uncertainty. 06 RESOURCE MANAGEMENT • Activating Spaces for Multifunctional Purposes • Budget Reforecasting The unprecedented circumstances of COVID-19 amplified • Building Staff Rotation the importance of having a robust business resilience • Energy Use Reduction playbook. For over 22 years, we have been actively preparing for these types of unexpected disruptions and are poised to 07 SECURITY & LIFE SAFETY adapt to a changing competitive landscape. Our strength in organizational resilience is illustrated across 10 focus areas. • Access Control • Hazardous Weather Planning • Intelligence Gathering • Security Equipment & Technology • Tabletop Exercises

10 Focus 08 STAKEHOLDER ENGAGEMENT

• Employee Town Halls • Investor Relations Areas • Revised Financial Guidance • Tenant Outreach • Vendor Collaboration 01 BUSINESS CONTINUITY & 03 HUMAN CAPITAL DEVELOPMENT DISASTER RECOVERY • Cybersecurity Training 09 SUPPLY CHAIN • Cloud Disaster Recovery • Employee Cross-Training • Health & Safety • Crisis Communication • Employee Enrichment and Retention Tools • Third-Party ESG Risk Assessment • Emergency Action Plan • Succession Planning • Vendor Code of Conduct • Emergency Operations Center

04 LEADERSHIP & STRATEGY 10 TECHNOLOGY & INNOVATION 02 COST OPTIMIZATION • Board-Level Risk Management Expertise • Data Protection & Privacy • Long-Term Cost Savings Plan • Experienced Management Team • Mobile Productivity Tools • Proactive Capital Planning • Opportunistic Investment Strategy • Real-time Access to Site Conditions • Scalability in Variable Costs • Prudent Financial Management

2020 ESG REPORT PRESERVING 48 SL GREEN REALTY CORP. BUSINESS RESILIENCE 49 Financial CLOUD COMPUTING With the advancement and availability of cloud Risk In April 2020, SL Green’s Executive Team devel- technologies, we leverage the power of the cloud oped a plan to increase cash balances from $580 to employ sophisticated cybersecurity and business million to $1 billion to provide the company with resilience measures. Management ESG Risk substantial protection against both short- and long-term uncertainties resulting from COVID-19. CYBERSECURITY AWARENESS We achieved our goal 30 days ahead of schedule Our approach to risk management identifies, analyzes, To ensure our employees are equipped with the Rating and exceeded the $1 billion target by almost tools to identify cybersecurity threats, we issue and responds to risks and opportunities that exist $200 million at that time. Our Operations Team The Sustainalytics ESG Risk Rating score quarterly trainings that are mandatory for all also reduced operating expenses across the across financial, operational, and compliance levels. measures how companies are managing employees. All employees also receive monthly financially material Environmental, Social, portfolio by flexibly scaling building services in Using a precautionary approach, our team proactively security awareness tips to help identify phishing, and Governance risks. Due to our effective alignment with changed operating conditions deceptive emails, and corrupted links. implements response procedures and makes long-term management and minimal exposure to risk, under COVID-19. We removed nonessential scopes planning decisions. This risk management framework SL Green has a low risk rating, and our that resulted from reduced occupancy levels and program falls within the top 10% among our created long-term cost-saving plans. General and EXTERNAL CERTIFICATION / fortifies the future stability of our business. Real Estate Industry Group. administrative (G&A) expenses were also reduced ASSURANCE from 2019 levels. These budget exercises ensure The NIST Cybersecurity Framework provides a that SL Green is well positioned to maintain Class A policy framework of computer security guidance operating standards in a post-COVID world. for how organizations can detect, prevent, and respond to cyber attacks. SL Green’s entire IT CLIMATE-RELATED such as hurricanes and flooding. gas emissions, mitigate our impact infrastructure underwent a NIST assessment, and REGULATIONS Climate change can intensify these on climate change, and increase Cybersecurity no high-risk gaps were identified. Information risks, which could affect the demand resiliency at our properties. security management systems are also audited New York City’s commitment to for office space in New York. Changing At SL Green, implementing robust cybersecurity by external auditors annually. reduce citywide emissions 80% by consumer and investor demands measures is an integral component of our risk 2050 is one of the most stringent USING A CLIMATE-RELATED are increasingly driving companies management strategy. As we transmit sensitive RISK MITIGATION climate goals for any large city in the SCENARIO ANALYSIS to enhance their buildings with data across networks and rely on Internet-based world. In order to achieve these re- SL Green analyzed the impact of With growing risks associated with cybersecurity, climate mitigation strategies. Our systems to run our buildings, we are dedicated to ductions, the New York City Council New York City’s carbon cap require- we mitigate our exposure by offsetting the potential approach is to operate, maintain, and protecting this information and the systems used passed the Climate Mobilization ments across our portfolio from costs involved with recovery after a cyber-related build assets to meet market demands to process it. We also ensure our employees, pro- Act in April 2019, prescribing annual 2019 through 2050, which is based security breach or similar event by purchasing cyber for sustainable and resilient office cesses, systems, and external partners are aligned caps on building greenhouse gas on a 1.5°C scenario. To calculate liability insurance coverage. spaces. We also collaborate with with cybersecurity best practices. Our Board of emissions starting in 2024. At the our emissions, we compiled histor- prospective and existing tenants to Directors and Executive Management Team regularly state level, the Climate Leadership ical electricity, fuel oil, natural gas, SECURITY ASSESSMENTS meet their sustainability goals through assess our program and are positioned to respond and Community Protection Act was and district steam consumption data capital investments, data sharing, to security and privacy risks, identify vulnerability At SL Green, we periodically employ external passed in June 2019, calling for a 70% and applied emission factors that education, and green operations. gaps, and assess data governance programs. agencies to test the efficacy of our security pro- renewable electric grid by 2030. reflect New York City’s current energy For more information, please refer to SL Green’s tocols. Any weaknesses found by these agencies supply composition, consistent with are addressed through corrective action plans SL Green’s proven track record MANAGING CLIMATE 10-K filings. of energy efficiency and emissions the IPCC AR4 100-year impact. One and systematic changes. We also simulate CHANGE RISK THROUGH reduction over the past two decades scenario included the changes in hacker attacks to ensure the security of SL Green’s RESILIENCY PLANNING BUSINESS CONTINUITY PLAN minimizes the impact of the recent portfolio emissions due to 100% IT infrastructure. legislation on our portfolio. Taking Our team manages the risk associ- renewable energy usage and the We undergo off-site disaster recovery testing of Day 1 and partial Day 2 critical systems annu- it a step further, climate-related ated with climate-related weather associated cost. The results of the VULNERABILITY MANAGEMENT regulations provide an opportunity events by relocating critical building scenario analysis informed our ally and implement incident response proce- We constantly scan our systems for vulnerabilities to engage our tenants on energy infrastructure, purchasing insur- energy procurement strategy, which dures. Additionally, 100% of our employees are and address identified risks. During scheduled management and emissions reduc- ance plans, installing generators, has evolved to consider factors equipped with mobile computing and remote maintenance windows, we update or upgrade tion best practices. and training building management beyond price to include associated work capability that enable end-to-end continuity of and security staff on emergency carbon emissions and geographical business operations. our systems to ensure they are not susceptible location of the energy resource. to exploitation. DEMAND FOR SUSTAINABLE response protocol. We also allocate funds through 5-year and 10-year We are continually evaluating alter- OFFICE SPACE IN NEW YORK capital plans for resiliency and energy native energy sources for the New York City’s geography exposes efficiency projects. These capital portfolio, including hydropower and it to potential coastal weather risks improvements reduce greenhouse wind turbines.

2020 ESG REPORT PRESERVING 50 SL GREEN REALTY CORP. BUSINESS RESILIENCE 51 SL Green published a comprehensive set of HUMAN RIGHTS & LABOR • Child Labor & Forced Labor • Anti-Bribery & Corruption Policy MANAGEMENT • Freedom of Association • Employee Protection / Corporate Sustainability Policies that codifies our Whistleblower Policy Corporate SL Green is committed to protecting human rights • Fair Wages & Equal Remuneration commitment across all material Environmental, • Fair Competition Policy in accordance with the New York City Human • Anti-Discrimination Policy • Data Privacy & Security Policy Social, and Governance issues identified by our Rights Laws and international standards such as • Diversity Policy the UN Guiding Principles on Business and • Responsible Marketing Policy Sustainability stakeholders. Every employee and vendor is • Supply Chain Management Policy Human Rights in the interest of its employees, • Human Rights Due expected to support and adhere to these policies, • Employee Health & Safety vendors, and society as a whole. These commit- Diligence Framework Policies which can be accessed from our website at ments apply to all SL Green employees, partners, • Supply Chain Health & Safety sustainability.slgreen.com. and suppliers throughout our operations. This • Customer Health & Safety includes, but is not limited to, opposition to child • Employee Training & and forced labor in any form, fair compensation, Career Development and compliance with federal, state, and local regu- • Employee Engagement & Feedback lations designed to protect human rights. • Equal Opportunity Policy • Creating Environmental Awareness • Green Building Policy ENVIRONMENTAL PROTECTION • Business Ethics Policy SL Green is committed to protecting the environ- • Implementing an Environmental • Waste Reduction Policy Management System ment surrounding each of our properties and the • Water Policy • More Efficient Use of Natural Resources local communities where we operate. This includes • Climate Change • Emissions Reduction minimizing our impact by reducing waste and • Water Efficiency emissions, water consumption, natural resources • Waste Reduction • Energy Efficiency Policy COMMUNITY INVOLVEMENT • Community Spend – Community Consultation and raw materials, and promoting environmental • Monitoring Environmental Performance Guidelines • Sustainable Packaging Policy SL Green is committed to contributing to and • Community Involvement Policy – responsibility in collaboration with our tenants, • Regular Reporting on Reputation Management – Operations-Specific Responsibility • Environmental Supply Chain Policy enhancing the local communities where we live, for Community Relations employees, and contractors. These policies apply Environmental Issues • Employees Community Work – • Emissions Reduction Policy work, and operate. SL Green supports local com- to all SL Green employees, partners, suppliers, and • Consulting with Stakeholders on Fostering Employee Volunteering – A Formal System for Identifying munities by investing in initiatives and events and Local Stakeholders or throughout our operations. Environmental Issues • Biodiversity Protection • Corporate Responsibility Awards – encouraging employees to volunteer with various Communities of Interest • Senior Management & Board of • Reducing Impact on Biodiversity Awards for Community Performance organizations and causes throughout the year – Consultation Conducted at Early Director Approval • Product Responsibility Monitoring – • Renewable Energy Policy according to the policies outlined to the right. Stages of a Project • Disclosure on Policy & Management – Impacts of Products and Services on Energy Efficiency the Community – Ongoing Consultation Mechanisms • Community Involvement Programs: – Accessible Mechanism to Collect, – Policy Commitment to Consult with Record and Address Complaints Local Communities or Grievances – Executive Responsibility for • Product & Process-Related • Monitoring of Suppliers’ SUPPLY CHAIN MANAGEMENT Community Relations Requirements Environmental Performance SL Green depends on a diverse pool of vendors • Commitment to Address • Engagement with Suppliers to to provide products and services that are critical Office Products Address Non-compliance or Improve to the growth and success of our enterprise. We Environmental Performance • Commitment to Engage with Suppliers recognize that a significant portion of the impacts on Environmental Performance • Targets & Deadlines for the Environ- of our business could occur in our supply chain, mental Improvement of Suppliers • How the Company Accomplishes CORPORATE GOVERNANCE • Board Independence Policy • Clawback or Malus Provision and we are committed to partnering with our ven- Resource Efficiency • External Certification (ISO 14001, dors to manage and control material risks in this Organic, etc.) Covering Over 50% of • Board Diversity Policy • ESG-Related Executive Compensation • Partnership Termination The Board of Directors sets high standards for area. Guided by the policies outlined to the right, the Company’s Suppliers the Company’s employees, officers, and directors. • Board Experience • Executive Retention Practices • Company-wide Managerial • Engagement with NGOs or Industry we work with our vendors on a variety of issues Responsibility Implicit in this philosophy is the importance of • Board Reelection Provisions • Whistleblower Programs within the supply chain including, but not limited Peers to Address Environmental sound corporate governance. It is the duty of the • Systematic Consideration of Suppliers’ Issues in the Supply Chain • Board Size Policy to, responsibly sourcing building materials, office Environmental Performance During Board to serve as a prudent fiduciary for share- • Fair Trade • Equal Voting Rights products, and equipment, systematically engaging Procurement holders and to oversee the management of the • Proxy Access Provision with contractors at work sites, and reporting on • Compliance with Environmental Company’s business. To fulfill its responsibilities environmental performance. Standards Included in Legally Binding and to discharge its duty, the Board follows the • Shareholder Engagement Agreements with Suppliers procedures and standards that are set forth in • Performance Oriented Compensation these guidelines. These guidelines apply to both • “Say on Pay” Provision the Board of Directors and company management.

2020 ESG REPORT PRESERVING 52 SL GREEN REALTY CORP. BUSINESS RESILIENCE 53 BOARD AND COMMITTEE ENVIRONMENTAL SELF-EVALUATIONS AND SOCIAL GOVERNANCE Corporate Governance The Board believes that good governance can SL Green’s Board has direct oversight of only be achieved through rigorous self-evaluation. SL Green’s ESG program, which has executive- Each year, our Nominating and Corporate Gover- level participation, along with a dedicated team & Board Oversight nance Committee establishes formal self-assess- responsible for the program’s implementation. We ment procedures that are consistent with our have integrated our ESG platform throughout all A guiding principle at SL Green is to conduct our business in accordance with Governance Principles, NYSE listing requirements, of SL Green’s departments. This sustained focus on the highest moral, legal, and ethical standards. Our reputation for integrity is and best practices identified during prior ESG issues has led to effective risk-management self-evaluations. The Board also engages with practices that influence strategic decisions at the our priority, and each employee contributes to the care and preservation of that stockholders and third-party advisers through- highest levels. Every single building is reviewed asset. There is shared accountability among our employees to uphold SL Green’s out the year to discuss corporate governance under both a financial and environmental lens to Code of Conduct. practices, and to ensure that the Board and its ensure that building systems and operations are committees follow practices that are optimal aligned with our ESG goals. for the company and its stockholders while also With our roots in New York City, we are at the delivering superior total return. center of one of the world’s most aggressive climate legislation and recognize our responsibility to 2020 Proxy Highlights constituting up to the greater of two individuals The Board then conducts its annual evaluation to or 20% of the Board, if the nominee(s) satisfy the determine whether it and its committees function lead by example. Our investments over the last requirements specified in our bylaws effectively, with independent directors meeting 20 years, focused on increasing energy efficiency Since the 2019 annual meeting, we separately with outside counsel. The discussions and reducing greenhouse gas emissions, have have reached out to over 65% of BOARD REFRESHMENT with stockholders, as well as the evaluations, resulted in minimizing the impact of recent climate are the basis for the Board’s annual review of legislation on our portfolio. In January 2019, Stephen L. Green stepped down stockholders. The feedback from these possible changes to SL Green corporate gover- as Chairman of the Board and transitioned into the In alignment with our focus on increasing the engagement efforts are reflected in nance practices. role of Chairman Emeritus, and Marc Holliday was resiliency of our properties, we have implemented the Corporate Governance highlights appointed to succeed Mr. Green as our Chairman comprehensive response procedures to manage implemented by our Board: in addition to serving as our Chief Executive Officer. BOARD OVERSIGHT OF STRATEGY the risks associated with climate-related weather Two of the three directors appointed since 2015 One of the most important functions of the Board events. We believe our prudent approach to were female, reflecting the Board’s commitment relates to its role in formulating and overseeing risk management and our long-term planning COMPENSATION UPDATES to diversity the execution of our business strategy. The Board process fortifies the stability of our business and un- derscores our commitment to a sustainable future. Significant changes have been implemented to actively participates with management in the for- STOCKHOLDER annual and long-term incentive design to strength- mulation and refinement of our business strategy to AMENDMENT TO BYLAWS en link between executive pay and company help ensure that our strategic goals are thoughtfully performance in response to stockholder feedback Permit amendment of bylaws by a majority vote constructed and well-articulated. To facilitate this received in prior years process, the Board has historically met with our OVERSIGHT management and external advisors in full day or DECLASSIFIED BOARD Direct Board and Executive oversight of multi-day sessions focused on long-term strate- gic planning. Effective May 2020, all directors will be ESG program elected for one-year terms Additionally, on a more frequent basis, the Board STAKEHOLDER ENGAGEMENT receives updates from management regarding PROXY ACCESS Initiated across tenants, community members, internal progress toward strategic goals and changes Long-term stockholders can nominate and and employees to identify material ESG topics in market conditions and external strategic op- include in our proxy materials director candidates portunities and challenges, which the Board uses to assist our management in refining its business strategy and reacting to particular opportunities or challenges that arise. In addition to financial and 2020 Women operational performance, nonfinancial measures, 100% 67% 33% on Boards including sustainability, social, and governance Of Board Members cur- Of Board Members Of Independent Board goals, are discussed by the Board. The Board be- rently serve, or have currently serve, or have Members are women, For our commitment to lieves that through these efforts, it is able to focus served, as CEO or in senior served, on Boards of reflective of the Board's board diversity, we were on our performance over the short, intermediate, leadership positions. other publicly traded commitment to diversity. recognized as a 2020 and long term to secure the continuing health and companies. Women on Boards Winning success of the business for our stockholders. ‘W’ Company for 2017.

2020 ESG REPORT BENCHMARKING 54 SL GREEN REALTY CORP. OUR PERFORMANCE 55 ESG Performance Integration ESG is integrated throughout all levels of our business. Externally, it is a priority to ensure that there is alignment between our program and the ESG objectives of our tenants, investment partners, and suppliers. This is made A comprehensive ESG program requires that all data cover- possible by SL Green’s dedicated team, as each department demonstrates an unwavering commitment to 2,000 Data progressing the success of our ESG program. ing Environmental, Social, and Governance initiatives are measured and transparent. As a public company, we recog- Points Tenants • Procure materials that are recycled, local, SL Green Internal Teams nize the importance of disclosing accurate and reliable data. Our team responded to 10 ESG and responsibly sourced • Respond to growing tenant requests • Construction: Ensure development, frameworks and verified over • Track material purchases for for ESG data to meet corporate mandates material procurement, and supply chain 2,000 ESG data points LEED certifications • Offer educational opportunities through • Provide tenants with sustainable decisions advance company-wide town halls, webinars, marketing cam- specifications for build-outs ESG objectives paigns, and e-blasts • Utilize safe and healthy building materials • Engineering: Deploy cutting-edge • Issue annual engagement surveys when constructing spaces technologies to enhance efficiency and • Promote free energy audits modernize base building systems through NYSERDA • Finance: Develop 5- and 10-year capital • Support incentive opportunities Investment Partners plans to ensure corporate resiliency with ConEd • Leasing: Promote sustainability and • Utilize data tracking platforms that • Enhance office wellness through cutting- wellness features to existing and facilitate data sharing edge indoor air quality technologies and perspective tenants • Complete periodic energy reports extensive cleanliness procedures • Legal: Review and incorporate Green VOLUNTARY REPORTING CDP GRESB • Compile annual consumption reports for Lease language energy, emissions, water, and waste We hold our ESG program to the “A-” and highest scoring U.S. Office REIT Achieved a “5 Star” rating, with a • Information Technology: Implement • Collaborate on setting goals, including net on the S&P 500 score 17 points higher than the GRESB Supply Chain robust cybersecurity procedures highest standard by conducting zero carbon targets average responder • Administer mandatory assessment annually • Investor Relations: Align ESG program voluntary reporting on an annual • Strategize on developing capital plans to DJSI to ensure ESG standards are upheld with material and meaningful KPIs basis. We customize our disclosure “Green Star” for the second optimize asset performance • Prioritize occupational health and safety • Property Management: Optimize Ranked in the 86th percentile of 248 consecutive year of nonfinancial data to meet the by following OSHA standards and initiat- building performance through tenant global peers assessed various guidelines required by each “A” Public Disclosure level for the fourth ing site safety inspections partnerships, capital investments, leading framework that evaluates consecutive year and operational decisions our performance. Oversight DATA AGGREGATORS Bloomberg Refinitiv Governance Mechanisms We actively review reports pub- Top 5 score among all REITs listed on Top quartile performance among all Instituting a cultural focus on corporate social The below list demonstrates the governance lished by third-party data aggrega- S&P 500 and Russell 1000 Commercial REITs worldwide responsibility begins with an organization’s lead- mechanisms used by our Board and Executive Team tors that assess our ESG program ership. With Board oversight of our ESG program to monitor and advance SL Green’s ESG program: ISS State Street Global Advisors using publicly available information. and executive-level participation on our Sustainabil- To ensure the data evaluated are “Prime” status on the Corporate ESG “Outperformer” score in the ity Team, these initiatives have top-down support • Guide strategy • Monitor implementation consistent and accurate, we initiate Performance evaluation Qualitative Rating and are a company-wide priority. SL Green’s Board • Review major plans of action and performance of and business plans objectives ad hoc reviews of the aggregated “High Transparency” level and top 20% R-Factor score 20 points above U.S. and Executive Team leverage their market expe- • Oversee risk management • Manage major capital ranking in our industry globally industry average score rience and provide strategic guidance on ESG data and maintain ongoing commu- policies and procedures expenditures, acquisitions, nication with analysts. initiatives to advance our program. SL Green’s MSCI Sustainalytics • Analyze annual budgets and divestitures Board receives ESG updates on a quarterly basis, • Establish performance • Track progress against “BBB” upgraded rating “Low Risk” categorization in ESG and our Executive Team on a monthly basis. objectives goals and targets Risk Rating Top quartile in “Opportunities in Green Building” and “Human Capital Top 5% ranking among global peer set Development” categories globally Internal External INDICES Engagement Engagement Board of Executive ESG • Construction • Community Members The investment community is target- comparable and consistent metrics. FTSE4Good Index Series Directors Leadership Team • Engineering • Consultants ing investments that align with the Stock indices list corporations with Constituent • Finance • Governmental Officials • Leasing ESG objectives of their portfolios. leading ESG ratings to inform invest- Programmatic ESG Program • Industry Organizations • Legal • Industry Peers Widespread adoption of leading ESG S&P 500 and S&P Global Oversight Governance Implementation ment decisions, and the inclusion of • Information Technology 1200 ESG Indices • Investors frameworks equip investors with the SL Green into these indices validates • Investor Relations • Suppliers tools to benchmark companies using our strong performance. • Operations • Tenants

2020 ESG REPORT ADVANCING 56 SL GREEN REALTY CORP. ESG 57 Stakeholder Materiality SL Green performed a complete materiality assessment that Engagement was informed by stakeholder engagement processes.

SL Green identifies stakeholders as those who affect SL Green’s business, and those who are potentially affected by the busi- SL Green’s materiality assessment involved high- company’s Environmental Management System lighting the ESG topics that were most meaningful (EMS) when necessary. ness. The following table includes examples of topics raised by to stakeholders and relevant to the company. To In the below materiality matrix, SL Green chose SL Green’s stakeholders. initiate the materiality process and substantiate to include the material topics – those that fell in the chosen material topics, SL Green engaged the top quartile of the materiality matrix – and an priority stakeholders in 2019 and continues to assortment of nonmaterial topics – those that fell engage stakeholders on an ongoing basis to outside the top quartile but were nevertheless guide reporting content. important to the company and its stakeholders. Stakeholder Engagement Engagement Topics Raised As part of the materiality assessment, a quanti- The SL Green Executive Team reviewed the Group Frequency Method tative analysis was performed to rank all material topics and approved the inclusion of them in this Board of Directors Annual • Sustainability Report • Energy, Emissions, Water, Local Community, ESG aspects based on importance to, and potential year’s report. The topics cover ESG aspects and • Institutional Investor Conference Economic Performance, Environmental Compliance, impact on, the company and priority stakeholders. include several metrics from the Real Estate Sec- • Annual Presentation Socioeconomic Compliance SL Green continually identifies key ESG topics tor supplement. The chosen aspects were then Employees Ongoing • Annual Town Hall • Freedom of Association and Collective Bargaining, presented in GRI – including the Real Estate Sector paired with the respective GRI key performance • Annual Employee Survey Diversity, Nondiscrimination, Equal Pay, Occupational Supplement – and GRESB. The SL Green team indicators in the materiality matrix below: • Ongoing Program Updates Health and Safety, Employment, Training and Educa- also adjusts our priorities and key performance • Training and Education tion, Child Labor, Forced or Compulsory Labor, Labor/ indicators in tandem with an annual review of the • Volunteerism Management Relations

Executive Team Monthly • Annual Presentation • Energy, Emissions, Water, Effluents and • Institutional Investor Conference Waste, Local Community, Economic Performance, En- • Quarterly Status Report vironmental Compliance, Socioeconomic Compliance • Annual Sustainability Report

Industry Peers Ongoing • Joint Ventures • Energy, Emissions, Water, Environmental Compliance, • Sustainability Committees Effluents and Waste, Public Policy, Local Community, • Trade Associations Customer Privacy, Economic Performance, Indirect Economic Impacts Anti-competitive Water / Effluents and Waste / Energy / Emissions / Investors Ongoing • Annual Report & 10-K • Economic Performance, Anti-corruption, Environmen- Behavior / Local Community / Customer Occupational Health and Safety • Proxy Statement tal Compliance, Socioeconomic Compliance, Diversity Anti-corruption / Health and Safety / Security / Socioeconomic Compliance • Sustainability Report Public Policy / Economic Performance / • Sustainability Website Updates Environmental Compliance

Local Community Ongoing • Philanthropy • Energy, Emissions, Water, Effluents and Waste, • Volunteerism Indirect Economic Impacts, Local Community, Biodi- • Business Improvement Districts versity, Public Policy Human Rights Materials / Data Privacy Customer Privacy / Equal Pay / Indirect Economic Impacts / • Civic Engagement Assessment / Supplier Training and Education / Labor / Management Relations / Sustainability Ongoing • Energy Management • Energy, Emissions, Water, Environmental Compliance, Social Assessment / Freedom of Association Employment Consultant • Green Building Certification Effluents and Waste, Public Policy, Supplier Environ- Child Labor / Forced or and Collective Bargaining / • Sustainability Policy Development mental Assessment Compulsory Labor Diversity / Nondiscrimination

Tenants Ongoing • Town Hall • Security, Customer Health and Safety, Materials, • Biannual Tenant Satisfaction Survey Energy, Emissions, Procurement Practices,

• Newsletter and Webinar Customer Privacy Importance to Stakeholders Market Presence / Procurement Practices / • Green Building Certification Marketing and Labeling Supplier Environmental Vendors Ongoing • Energy Management • Energy, Emissions, Water, Environmental Compliance, Assessment / Biodiversity • Green Building Certification Effluents and Waste • Training and Education Impact of SL Green

2020 ESG REPORT LISTENING TO OUR 58 SL GREEN REALTY CORP. STAKEHOLDERS 59 About This Report

This is SL Green’s eighth annual sustainability report, which includes metrics covering the 2019 calendar year. This report is based on the Global Reporting Initiative (GRI) Reporting Framework, which is used to report about an organization’s impacts on the economy, the environment, and society using ESG metrics. This report is “In Accordance–Core” with the GRI Standards framework and includes disclosures from the Construction and Real Estate (CRE) Sector Supplement.

→ The GRI Content Index can be found at sustainability.slgreen.com

01 10 East 53rd Street SL Green collected available data from potentials published by the GHG Protocol. distributed energy (electricity and steam) Reporting 02 100 Church Street all properties listed to the right in which If any data were not available, estimates and subtracting base building fuel, refrig- the company maintains ownership and were used as needed. erant, electricity, and steam usage. 03 100 Park Avenue direct operational control for the full Properties The 2019 environmental performance Waste data were collected through 04 11 Madison Avenue calendar year, which only includes office data (energy, water, waste, and emissions) waste hauler reports that include the properties. Data from retail and residen- 05 110 East 42nd Street of the portfolio have been compared with total waste and recyclables collected tial properties are excluded from the environmental performance data from from each site. The waste diversion 06 110 Greene Street reporting boundary due to lack of direct 2017 and 2018. Historical Environmental percentage was calculated by taking 07 1185 Avenue of the Americas operational control. The square footage Performance Summaries can be found the total amount of recycled material 08 125 Park Avenue of each building is consistent with the re- at sustainability.slgreen.com. and dividing by the sum of landfilled ported value in the Local Law 84 annual waste plus recyclables. Water data were 09 1350 Avenue of the Americas Benchmarking Report. In order to compile Energy data were collected by requesting aggregate utility data from Consolidated collected by gathering aggregate water – dccnyc.com dcc Retouching: & Photo | Print – ottobrandlab.com Lab Brand OTTO Design: 10 1515 Broadway a complete and accurate set of data to data from the utility provider. Refrigerant Edison that captured all energy used 11 2 Herald Square report on environmental performance, emissions were calculated by collecting SL Green hired Sustainable Investment by each property from the utility. Tenant utility data were collected directly a list of equipment within each building 12 220 East 42nd Street Group, a sustainability consulting firm, and applying a 0.5% leakage rate for to collect, analyze, and report on each from the tenants or submeters readings. 13 304 Park Avenue South Scope 1 consumption and emissions each system in alignment with the LEED data metric. Sustainable Investment O+M standard. Scope 1 Refrigerant 14 420 Lexington Avenue Group worked with SL Green manage- were calculated by taking the aggregate on-site emissions factors (fuel oil, natural Emissions for 2017 and 2018 have been 15 461 Fifth Avenue ment and building staff, service providers, adjusted to be in alignment with the and utilities to collect data for energy gas, and refrigerant) and subtracting 16 485 Lexington Avenue tenant fuel and refrigerant usage found GHG Protocol. and water consumption, greenhouse 17 555 West 57th Street gas emissions, and waste data. in Scope 3. Scope 2 consumption and The contact person for this report is: emissions were calculated in similar fash- 18 625 Madison Avenue Laura Vulaj, The greenhouse gas (GHG) inventory pro- ion by subtracting the tenant distributed Senior Vice President & 19 635 Avenue of the Americas cess was performed in accordance with energy (electricity and steam) from the Director of Sustainability quantification methodologies of the GHG total electricity and steam usage found 20 641 Avenue of the Americas [email protected] Protocol. After all data were collected, in aggregate building data. Scope 3 con- 21 711 Third Avenue Sustainable Investment Group converted sumption and emissions were calcu- 22 750 Third Avenue the energy consumption quantities into lated by taking the aggregate on-site carbon emissions using industry standard emissions factors (fuel oil, natural gas, 23 810 Seventh Avenue emissions factors and global warming and refrigerant) as well as aggregate 24 919 Third Avenue

This report is printed 2020 ESG REPORT on sustainable paper in 60 SL GREEN REALTY CORP. a sustainable facility. SL GREEN REALTY CORP. — 420 Lexington Avenue New York, NY 10170 212 594 2700 slgreen.com