Pra a ere Lan June 22, 2022 To: Our Washington Commanders Team Members Subject: A Reminder of Two Years of Progress ‘We hope you are enjoying the start of the summer and are as excited as we are about the upcoming season, which will be here before we know it. Even though we'd like to be focusing ur attention on preparing for action on the football field, we wanted to reach out and address some of the recent news about the team. ‘As we are sure you have seen in the media, a Congressional Committee has been looking into the NFL’s handling of its investigation of the Washington Commanders’ workplace culture. While we respect the Committee’s desire to learn more about how workplace culture issues can be addressed, some of the comments in the media have portrayed our team In a harsh and negative manner that does not reflect who we are as an organization today. Nor do they acknowledge that for the past two years we have been dedicated to making much needed and meaningful changes to our workplace culture and improving our diversity, equity, and inclusion (DE!) practices team-wide. Importantly, we recognize that none of these changes could have occurred and been maintained so carefully without all of you. We feel these continuing criticisms fail to recognize and greatly undervalue your daily commitment to excellence in the ‘workplace. As leaders, itis our responsibility to speak out and validate your hard work, credibility, and ethics. Creating greater and more fulfilling work experiences and career opportunities for all of you is the main reason why we have been so committed to transforming our workplace culture, and we are very proud of what we have accomplished together. While the work on creating and maintaining a positive, empowering, and inclusive culture at the Washington Commanders will never be complete, we believe our record shows a genuine example of how quickly and comprehensively a transformation of culture can occur. WORLD CHAMPIONS + 1937 + 1942 | SUPER BOWL CHAMPIONS + XVII + XXII + XXVIPoe ere Re ae ae ee Cenc Considering it appears likely that public attention will continue to be drawn to past issues that we have worked so hard to fix together, we believe it is important to share additional details on the scale and scope of our progress. OUR TRANSFORMATION ‘Two and a half years ago, we acknowledged the need for swift and comprehensive change to ‘transform our culture. This has involved implementing a variety of measures, including initially, ‘the hiring of Ron Rivera as Head Coach in January 2020, the hiring of Jason Wright as President in mid-2020, and the appointment of Tanya Snyder as the team’s Co-CEO in July 2021. Coach ivera, the only Latino head coach in the NFL, has set for us all an outstanding example of the ;, commitment to hard work, and fundamental values necessary for our success as an organization. Among numerous substantive changes, he has completely rebuilt the scouting and football coaching staffs of the Commanders, laying the foundation for a sustainably winning organization. Under the leadership of Jason Wright, the first Black team president in NFL history, we have implemented the transformational changes outlined in this letter—as well as critical investments in our stadium infrastructure, technology, and human resources. As one of very few women executive leaders in the NFL, Tanya co-leads our front office and has actively championed the changes we have been pursuing at the Commanders and throughout the NFL. Both Dan and Tanya have committed themselves and the team to pursue our collective goal of winning both on and off the field. As an important element of that collective goal, we have implemented all ten initiatives recommended by Beth Wilkinson as part of her comprehensive investigation of these issues, Which concluded nearly a year ago. Those recommended initiatives are included in full at the end of this message. ‘As you all know, we retained the independent firm Vestry Laight to report on our progress implementing these initiatives. Some of you have been interviewed by Vestry and many of you Participated in employee surveys that Vestry was involved in designing. Vestry also analyzed ‘the results of those surveys, which are summarized below along with more detail on the progress we've made on certain Wilkinson recommendations. WORLD CHAMPIONS + 1037 + 1942 | SUPER BOWL CHAMPIONS + XVII « XXIt + XXVITo date, Vestry has produced two reports, on August 2, 2021, and January 29, 2022. These reports provide extensive details on the initiatives we've taken in accordance with the Wilkinson recommendations. It is important to emphasize that in its January 2022 report, Vestry found that we have successfully implemented each of the ten initiatives, and the firm characterized our cultural and organizational transformation as follows: [The Washington Commanders ore] in the midst of a substantial transformation of its culture, leadership and human resources practices .. we can see that the team has made substantial progress. Below, we'd like to go deeper into some of the most important changes we have made. More Diverse Workforce (Number 5) We are particularly proud of our record to date on increasing our diversity, gender equality, and inclusion—an initiative that was already underway before Wilkinson commenced her investigation. We recognize that we can (and will) continue to progress in the areas of diversity. That said, we do believe our leadership team and model has been remarkably transformed over the last two and a half years, with staff changes in 90% of senior roles. Today, we are managed by one of the most diverse leadership teams in the NFL. In addition to Tanya, Jason, and Coach Rivera: ° In February 2020, we hired Jennifer King, the first full-time Black, female coach in NFL history. * InJanuary 2021, we hired Martin Mayhew as General Manager. Mayhew is one of five ‘current Black GMs in the NFL. © In addition, half of our 16 Vice Presidents are women; 4 out of 11 senior leadership positions are held by women, and 5 out of 14 of those roles are held by Black executives. Vestry notes in its January 2022 report that the overall representation of people of color in executive roles in the NFL for 2021 was 12%, while the Commanders representation in this area was 39%. The Commanders are in the 90" percentile in the NFL for its representation of Black executives and Black employees in Business Operations, as well as in the 90" percentile in our overall representation of women. WORLD CHAMPIONS + 1937 + 1942 | SUPER BOWL CHAMPIONS + XVII + XXII + XXVIBee eno oa ae red Vestry cited one interview respondent who said, “I am proud of an organization that is so intentional about women in leadership ... | feel more empowered here than | have in any other role.” Awoman of color stated, “The culture has improved drastically. | never felt disrespected, but [now] | feel more appreciated, valued, and heard.” Protocols for Complaints (Number 1) Vestry commended our progress on recommendation number 1 (establishing protocols for handling workplace-related complaints) based on analysis of each of the complaints that were received during the six-month period of reporting, Vestry noted that: [Clomplaints were taken seriously and acted upon regardless of the party involved or the financial implications to the Team. Those interviewed who were involved in the investigations or are aware of them spoke positively about how they were handled. Vestry also noted that: Most people were aware of how and where to report. Our interviews [with employees] supported the employee survey results that the majority of employees know how to raise 0 concern and believe it would be investigated if raised. Embedding HR personnel into teams and in each location has created a trusted and accessible resource for most staff who said they would feel comfortable coming forward with a complaint either to their manager or to HR. Finally, as it relates to establishing protocols for reporting harassment or other workplace issues, Vestry reported that: [The established process is being followed. All investigations thus far have been conducted by People Operations; interviews have commenced within days of the matter being reported to People Operations and the investigations have been promptly concluded. In each instance, a detailed report of the investigation has been made for the files; any disciplinary action has been tailored to the specific facts; Legal has been consulted as needed, depending on the sensitivity of the situation; and care has been taken to follow up and check in with complainants. WORLD CHAMPIONS + 1937 - 1942 | SUPER BOWL CHAMPIONS + XVII « XXII = XXVIBeen oa ae Seg As noted above, Vestry’s findings on our established protocols are based in part on interviews with people involved in the investigations that occurred. One individual stated that the way the Investigation was handled made her feel that “change is here.” Another employee who Participated in three investigations stated that he felt the way the investigations were conducted was “phenomenal” and that “everything was done right.” Employee Survey (Number 3) Vestry's January 2022 report also provides an overview of the employee survey that was conducted by another independent outside firm in September and October 2021. The survey consisted of 56 questions and 76% of our employees participated, which was an increase from the 62% participation rate for the prior employee survey we did in September 2020. The survey produced more than 1,000 write-in comments from the approximately 200 employees who responded. Vestry noted that our employee engagement score nearly doubled from the score in the prior employee survey, which Vestry characterized as “a strong indication that the culture is moving in the right direction.” Vestry also noted that more than 80% of our employees agreed with the statement that, “In the past year, | have seen the organization take meaningful actions to create a respectful and inclusive workplace.” We believe the results from employee surveys are the greatest indication of the substantial progress we've made in transforming the culture of our organization. Our initiatives and efforts are only meaningful if our employees feel valued and empowered, and believe the team is on the right path as it relates to culture and DEI initiatives. That is why we so greatly value verbatim comments from our team as referenced in Vestry reports. The additional comments below show the recognition of the substantial changes that have been made and reflect a strong, indusive culture and a belief in the leadership of the team: © “Everything that the WFT new leadership is doing is outstanding. Recognizing and treating all employees with respect and making everyone feel a part of the team... From top to bottom, this is the best | have ever seen it. | am very proud and excited to be part of this organization.” WORLD CHAMPIONS : 1937 - 1942 | SUPER BOWL CHAMPIONS + XVII + XXII © XxVIFe ec aaNe © “The most important thing I've seen is that the leadership have placed emphasis on transitioning from a culture of fear (prior to 2020) and transitioning to a culture of family.” * “From the top, Jason Wright extending throughout all of our management team, itis. tangibly expressed how valued all of the team members are here at Washington Football Team.” ‘+ “'ve only been here 18 months but the changes | have seen have been for the better. Our culture is real and not simply a statement we have.” © “The organization has made so many strides in such a short period of time to change the culture and create an environment at work that’s enjoyable and inclusive for all.” © “The direction of leadership is a complete 360 from what has occurred in past years, and itis a noticeable difference.” © “The team] is at the forefront of making change for the better. | am hopeful that the entire National Football League follows suit.” WORLD CHAMPIONS + 1937 + 1942 | SUPER BOWL CHAMPIONS + XVII + XXII» XXVIBS ae Sern IN CLOSING We believe the statements that have been made in the media critical of our organization do not accurately reflect our positive transformation and the current reality of the Washington Commanders organization that exists today. Such statements do a disservice to the nearly 300 Commanders employees who are feeling greater pride in the team today than at any time in recent history because they are part of an organization that is getting it right and setting a league-wide standard on the issues raised by the Committee. There Is simply no committee more knowledgeable on the Washington Commanders than our own team members. We are extraordinarily grateful for your efforts in creating a place where all feel welcome. We see you and are proud of you. Respectfully, ty Tanya Snyder Co-Owner and Co-CEO . Dan Snyder Co-Owner and Co-CEO oo Jason Wright President. WORLD CHAMPIONS + 1937 + 1942 | SUPER BOWL CHAMPIONS + XVII + XXII + XXVIErne ere ar eared BETH WILKINSON RECOMMENDATIONS 1. Protocols for Reporting Harassment: Develop a formal protocol for reporting allegations of harassment and misconduct that allows victims to report anonymously and without fear of retaliation. Ensure that this protocol is communicated to all employees via the club's employee handbook and in other ways. Engage a third party to monitor a confidential hotline/secure email site to receive workplace misconduct reports. 2. Disciplinary Action Plan: Develop a formal disciplinary action plan with clear protocols and processes for documenting, evaluating, and adjudicating misconduct. Apply those protocols and processes consistently in a prompt and proportionate manner across the organization. This includes holding executives and other supervisors accountable for addressing misconduct in the organization, including by requiring that supervisory level employees formally report any misconduct of which they become aware and disciplining the failure to report such misconduct. 3. Regular Culture Surveys: Conduct regular, anonymized workplace culture and sexual harassment climate surveys to track the Club's progress in addressing these issues. 4. Regular Trainings: Engage an independent and professional third party to provide regular training for all employees on bullying, sexual and other forms of harassment, diversity and inclusion, and other issues of workplace conduct. Provide special training for managers and supervisors on how to recognize and handle harassment and reports of harassment. Review the proposed training program with the League office and incorporate recommendations. 5. More Diverse Workforce: Increase the number of women and minorities throughout the organization, particularly in leadership and supervisory positions that have decision- making authority. 6. Establish Clear Lines of Authority: implement clear organizational structure and clear ines of authority for club executives to eliminate influence of informal or unaffiliated advisors on the Club's business operations. 7. Expand and Empower HR and Legal: Expand and empower the in-house HR and Legal Departments, particularly with respect to their ability to investigate and address allegations of misconduct at all levels, without interference from club executives. 8. Develop Formal Onboarding, Performance Management and Compensation System, and Exit Interview Process: Implement a formal onboarding process for new hires, a WORLD CHAMPIONS « 1937 + 1942 | SUPER BOWL CHAMPIONS + XVII + XXII + OCIBeene aN ae tered program of regular performance and compensation reviews, and an exit interview or debriefing process for departures. 9. Protecting Cheerleading Team: Ensure cheerleaders (if a program Is retained, either in its earlier form or in the form of a new, co-ed Dance Team) have access to HR and other organizational resources, including by assigning an HR employee to the cheerleading squad. Confirm that the Team's processes and trainings described above apply to and are clearly communicated to the cheerleaders 10, Regular Assessment of Policies: Require the Club to retain an independent professional consultant selected by the Team and approved by the league office to conduct an annual assessment of all employment policies to ensure they are both consistent with best practices and being implemented in practice. The league office will have full access to the consultant. WORLD CHAMPIONS « 1937 + 1942 | SUPER BOWL CHAMPIONS + XVII + XXil + XXvI