2017

Annual
Report
 Table of Contents

About Cisco
Cisco designs and sells broad lines of products, provides services, and
delivers integrated solutions to develop and connect networks around the
world. For over 30 years, we have helped our customers build networks
and automate, orchestrate, integrate, and digitize IT-based products and
services. In an increasingly connected world, Cisco is helping to transform
businesses, governments, and cities worldwide.

Discover more at thenetwork.cisco.com.

Our values reflect our

aspirations, what we
believe, and how we
Why Cisco?
want to behave:
Cisco brings integrated
● Change the world
solutions that span
● Win together
● Make innovation network, data center,
happen cloud, security,
● Focus intensely on collaboration, analytics,
customers and IoT for faster
● Respect and care for business transformation
each other with reduced risk.
● Always do the right
thing
 Fiscal 2016 Summary Report
Letter to Shareholders 2
Financial Highlights for Fiscal 2016 4
Our Strategy 6
Governance and Responsibility 9
Investor Relations 15

Transparent Reporting Symbols highlight

This year, to enhance the themes
transparency, we have discussed in each
refreshed the format of our section:
Annual Report, adding
content of interest to our
shareholders and other
stakeholders from our Form Strat
10-K, Proxy Statement, and egy
Corporate Social
Responsibility Report in a
Summary Report for fiscal
2016.
Perfo
rman
ce

Our
Online We have Board
Report also Overs
prepared ight
an
interactive
2
online
0 report,
1 Execu
6 which is tive
A hosted on Comp
n
n our Annual ensati
u
a
Reports on
l webpage.
R
e We
p
o hope
r
t you like Corporate Social
the Responsibility
newly
designe
d report,
and we For more
welcom detailed
e your information,
feedbac refer to our
k. Annual Report
on Form 10-K,
our Proxy
Statement, and
our Corporate
Social
Re nsibili ty Report.
spo

Forward-Looking Statements
This report contains projections and other forward-looking
statements regarding future events or the future financial
performance of Cisco, including future operating results.
These projections and statements are only predictions.
Actual events or results may differ materially from those in
the projections or other forward-looking statements. See
Cisco’s filings with the Securities and Exchange
Commission, including its most recent filings on Forms
10-K and 10-Q, for a discussion of important risk factors
that could cause actual events or results to differ
materially from those in the projections or other forward-
looking statements.

FY 2016 SUMMARY REPORT 1

 Table of Contents

Summary Report: Letter to Shareholders

We are transforming our business from

products and architectures to a platform model

Chuck Robbins
Chief Executive Officer

our business model and drive more recurring

revenue streams.
To Our Shareholders, We have seen many times that when we
Fiscal 2016 marked the start of an exciting chapter acquire and integrate companies, they
for Cisco, demonstrating solid financial results and
become more successful than they would
effective execution on our strategy to position Cisco
have been as standalone businesses.
for the future. Customers around the world are
looking to embrace technology to drive growth,
transform the buying experience, improve citizen
services, and so much more. They are turning to
Cisco for guidance as a strategic partner in their
digital transformation. Many opportunities lie ahead
for us, and I believe that we have made the right
moves over the past fiscal year to enable us to
deliver the products and solutions that our customers
want, at a faster pace than ever before.
Since becoming CEO in July 2015, I have been
focused on several areas: accelerating innovation,
simplifying our product portfolio for customers, and
shifting our business model to focus on software and
subscriptions. Reflecting back over the past year, I’m
pleased with what we’ve accomplished and how well
we have managed our business, while at the same
time delivering consistent profitable growth.
Accelerating Innovation to Drive Growth
There are five pillars to our innovation strategy:
build, buy, partner, invest, and co-develop. In fiscal
2016, we invested more than $6 billion in research
and development, producing innovations across
our portfolio. Our products and solutions are
delivering unprecedented levels of speed,
automation, and simplicity to our customers. For
example, Cisco Tetration Analytics—an open
software platform that provides data center
visibility at a level that has never been achieved
before and at a scale never possible before—was
the product of internal innovation.
We acquired 12 companies during fiscal 2016
and have recently closed or announced our intent
to acquire several more, enhancing our
capabilities in the growth areas of security,
collaboration, services, and the Internet of Things
(IoT) as well as in cloud, software, and silicon.
These acquisitions bring new talent and
technology to Cisco and are helping us to evolve

For example, we acquired Jasper believing
that there is an incredible opportunity to
accelerate the IoT with Jasper’s cloud-based
platform. In our view, capitalizing on this
opportunity requires a company with the depth
and experience of Cisco that understands both
service
providers, which host the Jasper platform on their
networks, and enterprises, which are gaining
insights and determining action from the data that
the platform collects.
Another example is Lancope, with its Stealthwatch
security product in the core. We have combined
this product with our internally created
Stealthwatch Learning Networks solution in the
branch and the wide-area network so that the
entire network becomes a sensor, driving even
greater threat intelligence and value for our
customers.
It’s also very clear to us that no one company can
deliver the full breadth of technology solutions that
customers need at the pace the market requires. We
believe that building strategic partnerships will be as
FY 2016 SUMMARY REPORT 2
important in driving customer value and future growth
as mergers and acquisitions have been over the past
decade. In fiscal 2016, we announced three next-
generation strategic partnerships with market leaders
in their fields. With Inspur in China, we intend to build
the infrastructure and solutions to power cloud, data
centers, smart cities, and big data for one of the
largest economies in the world. With our Ericsson
partnership, we are bringing together two networking
leaders, with a clear plan to use one another’s
strengths to create the networks of the future. With
Apple, we are aiming to create an exponentially
better mobile enterprise collaboration experience.
We have also been investing in startups across the
globe as we watch certain areas of technology
evolve. Investing in innovation communities is core
to how we participate in driving growth in the
countries in which we operate. We are engaged
with seven heads of state on country digitization
initiatives focused on using technology to grow the
economy, create new jobs, achieve education and
healthcare objectives, and foster a sustainable
innovation ecosystem across
public and private sectors. We will continue to
engage with additional countries in their digitization
initiatives in fiscal 2017.
Table of Contents

-
s
c
a
L l
a e
s
t
a
l
n
y
d
,
w
s
e
e
r
a
v
r
i
e
c
e
c
o
p
-
r
d
o
e
v
v
i
e
d
l
e
o
r
p
c
i
u
n
s
g
t
o
s m
o e
l r
u s
t .
i T
o h
n i
s s

w a
i p
t p
h r
o
a a
n c
d h

f h
o a
r s
o
u c
r o
w n
e t
b r
i i
b n
u e
t s
e s
d
w
t i
o t
h
d
o t
u h
b e
l
e l
- a
d r
i g
g e
i s
t t
y w
e e
a b
r -
- s
o c
v a
e l
r e
-
y s
e e
a r
r v
r i
e c
v e
e
n p
u r
e o
v
g i
r d
o e
w r
t s
h
i
i n
n
f
o i
u s
r c
b a
u l
s 2
0 e
1
6 l
. a
s
M
t
o
v y
i e
n a
g r
,
Q
u I
i
c f
o
k
r
l m
y e
d
a
n a
d n

P E
o x
s e
i c
u
t
t
i i
o v
n e
i
n L
g e
a
f d
e
o
r
r s
h
t i
h p
e
T
F e
u a
t m
u
r t
h
e
a
O t
v
e
c
r
o
m
t b
h
i
n n
e e
s x
t
c -
o g
n e
t n
i e
n r
u a
i t
t i
y o
n
i
n C
i
k s
e c
y o

p l
o e
s a
i d
t e
i r
o s
n
s a
, n
d
w
i t
t h
h e

b a
o d
t d
h i
t
t i
h o
e n

e o
l f
e
v w
a o
t r
i l
o d
n -
c
o l
f a
s
s h
e
t
a a
l r
e e
n a
t s

f t
r h
o a
m t

o a
u r
t e
s
i c
d r
e i
. t
i
I c
n a
l
a
d t
d o
i
t o
i u
o r
n
, c
u
t s
o t
o
b m
e e
t r
t s
e ’
r
n
a e
l e
i d
g s
n ,

a w
r e
o
u h
n a
d v
e
t
s n
i
m c
p r
l i
i t
f i
i c
e a
d l

o i
u n
r
e
E n
n a
g b
i l
n i
e n
e g
r
i u
n s
g
t
o o
r
g i
a n
n c
i r
z e
a a
t s
i e
o
n
t
.
h
e
T
h
p
e
a
s
c
e
e

m
a
o
t
v
e
w
s
h
i
h
c
a
h
v
e
w
e
b
e
a
e
r s
e
a
i n
n d
n
o h
v o
a w
t
i w
n e
g
g
a o
n
d t
o
t
o m
a
s r
i k
m e
p t
l .
i
W
f
e
y

h
o
a
u
v
r
e
p
a
o
l
r
s
t
o
f
o
l c
i o
o n
t
i
f
n
o
u
r
e
d
o
u
t
r
o
c
m
u
a
s
n
t
a
o
g
m
e
e
r
o
u a
r s

p s
o o
r
t a
f s
o
l t
i o
o
i
b n
y v
e
o s
p t
t
i f
m u
i r
z t
i h
n e
g r

o i
u n
r
k
c e
o y
s
t p
r
b i
a o
s r
e i
t
i y
n
a
l r
o e
w a
e s
r
s
g u
r c
o h
w
t a
h s

a s
r e
e c
u l
r o
i u
t d
y .
,
T
I h
o e
T s
, e

c a
o r
l e
l a
a s
b
o a
r r
a e
t
i d
o e
n l
, i
v
n e
e r
x i
t n
- g
g
e t
n h
e e
r
a m
t o
i s
o t
n
v
d a
a l
t u
a e

c f
e o
n r
t
e o
r u
, r

a c
n u
d s
t
c
o t
m e
e
r l
s o
n
a g
n -
d t
, e
r
w m
e
v
b a
e l
l u
i e
e
v f
e o
, r

w o
i u
l r
l
s
d h
r a
i r
v e
e h
o
o l
u d
r e
r
f s
u .
t F
u
r i
e s
c
g a
r
o l
w
t 2
h 0
1
a
n 6
d :

c S
r
e t
a r
o e
l
n l
g
d
E e
s
x
p
e i
c t
e
u
t a
i
o v
o
n
l
a
D t
r i
l
i e
v
i e
n n
v
g i
r
P o
n
r
m
o e
f n
i t

t i
a n
b
f
l
i
e s
c
G a
l
r
o 2
w 0
t 1
6
h
W a
e n
d
e
x p
e r
c o
u d
t u
e c
d e
d
w
 o
s n
o .
l
i P
d r
o
f d
i u
n c
a t
n
c r
i e
a v
l e
n
r u
e e
s
u w
l a
t s
s
. o
v
R e
e r
v
e $
n 3
u 7
e .
2
f
o b
r i
l
t l
h i
e o
n
y ,
e
a a
r n
d
w
a S
s e
r
$ v
4 i
9 c
. e
2 s

b r
i e
l v
l e
i n
u w
e h
i
w c
a h
s
w
$ e
1
2 d
. i
0 v
e
b s
i t
l e
l d
i
o d
n u
. r
i
N n
o g
t
t
i h
n e
c
l f
u i
d s
i c
n a
g l

t y
h e
e a
r
s ,
e
t r
- e
t v
o e
p n
u
b e
o
x g
r
b e
u w
s
i 3
n %
e
s y
s e
, a
r
 r
o
v y
e e
r a
r
y .
e T
a h
r e
.
r
D e
e c
f u
e r
r r
r i
e n
d g

r p
e o
v r
e t
n i
u o
e n

w o
a f
s
p
$ r
1
o
6
d
.
u
5
c
t
b
i
d
l
e
l
f
i
o
e
n r
, r
e
d
u
p
r
8
e
% v
e
n
y
u
e
a e
r
r
o e
v l
e a
t r
e
d y
e
t a
o r
,
s
o r
f e
t f
w l
a e
r c
e t
i
a n
n g
d
o
s u
u r
b
s e
c f
r f
i o
p r
t t
i s
o
n t
o
b
u d
s r
i i
n v
e e
s
s m
e o
s r
e
g
r r
e e
w c
u
3 r
3 r
% i
n
y g
e
a r
r e
v
o e
v n
e u
e
p
s o
t r
r t
e f
a o
m l
s i
. o
—
T c
h l
i o
s s
e
s
h t
i o
f
t 5
0
i %
s
o
p f
a
r w
t h
i i
c c
u h
l
a w
r e
l
y n
o
e w
v
i d
d e
e l
n i
t v
e
i r
n
t
o h
u r
r o
u
S g
e h
c
u s
r o
i f
t t
y w
a h
r i
e c
h
o
r w
e
a
s a
r
a e

s c
e o
r m
v m
i i
c t
e t
— e
a d
n
d t
o
o
u d
r e
l
C i
o v
l e
l r
a i
b n
o g
r
a f
t r
i o
o m
n
t
p h
o e
r
t c
f l
o o
l u
i d
o .
,
W
a e
l
l a
r
o e
f
w
w o
r s
k c
i r
n i
g p
t
t i
o o
n
m -
o b
v a
e s
e
m d
o
r m
e o
d
o e
f l

o a
u n
r d

r t
e o
v
e a
n c
u c
e e
l
t e
o r
a
a t
e
s
o t
f h
t i
w s
a
r s
e h
- i
b f
a t
s
e a
d c
r
a o
n s
d s

s o
u u
b r
 u
e s
n e
t d
i
r o
e n

p c
r o
o n
d
t
u
i
c
n
t
u
i
p
o n
r g
t
f t
o o
l
i d
o r
. i
W v
e e

a o
l p
s e
o r
a
r t
e i
m o
a n
i a
n l

d e
i f
s f
c i
i c
p i
l e
i n
n c
e i
d e
s
a
n a
d n
d
f
o p
c r
o i
d s
u
c r
t e
i s
v u
i l
t t
y e
d
t
o i
n
a
c s
h t
i r
e o
v n
e g

p o
r p
o e
f r
i a
t t
a i
b o
l n
e a
l
g
r l
o e
w v
t e
h r
. a
g
I e
n
a
f n
i d
s
c i
a n
l c
r
2 e
0 a
1 s
6 e
, d

t m
h a
r 1
g 5
i ,
n
s w
. h
N i
e l
t e

i e
n a
c r
o n
m i
e n
g
w s
a
s p
e
$ r
1
0 s
. h
7 a
r
b e
i
l o
l n
i
o a
n
, f
u
u l
p l
y
2
0 d
% i
l
f u
r t
o e
m d

f b
i a
s s
c i
a s
l
r
2 e
0 a
c
h
e
d O
u
r
a
b
r a
e l
c a
o n
r c
d e

$ s
h
2
e
.
e
1 t
1 r
, e
m
u a
p i
n
s
2
1
s
%
t
r
f o
r n
o g
m ,
w
f i
i t
h
s
c
t
a
o
l t
a
2 l
0 a
1 s
5 s
. e
t
s

a
t
t
h
e

e
n
d

o
f e
f
i e
s n
c d
a
l o
2 f
0 f
1 i
6 s
c
o a
f l
$ 2
1 0
2 1
1 5
. .
7 C
a
b s
i h
l ,
l c
i a
o s
n h
,
r e
e q
p u
r i
e v
s a
e l
n e
t n
i t
n s
g ,
a
a n
d
7
% i
n
i v
n e
c s
r t
e m
a e
s n
e t
s
f
r w
o e
m r
e
t
h $
6 f
5 l
. o
8 w
.
b W
i e
l
l r
i e
o t
n u
, r
a n
n e
d d

w $
e 8
.
g 7
e
n b
e i
r l
a l
t i
e o
d n

$ t
1 o
3
. s
6 h
a
b r
i e
l h
l o
i l
o d
n e
r
i s
n ,
c
o o
p m
e p
r o
a s
t e
i d
n
g o
f
c $
a 3
s .
h 9

b
i i
l n
l
i f
o i
n r
m
i l
n y

s c
h o
a m
r m
e i
t
b t
u e
y d
b t
a o
c
k
r
s
e
a t
n u
d r
n
$
i
4
.
n
8 g

b a
i
l
m
l
i i
o n
n i
m
i u
n
m
d
i o
v f
i
d
5
e
n 0
d %
s
. o
W
f
e

r o
e u
m r
a
f u
r r
e P
e e
o
c p
a l
s e
h
a
f n
l d
o
w
C
u
l
t
t
o
u
r
s
e
h
T
a h
r e
e
h r
o e
l s
u
d
l
e
t
r s
s
w
a e
n
n h
a
u
v
a e
l
l b
y e
. e
n
F
o a
c b
u l
s e
i
n t
g o

o d
n r
i
v
O
e
 u
w r
o e
u m
l p
d l
o
n y
o e
t e
b s
e .
A
p s
o
s a
s
i d
b i
l g
e i
t
w a
i l
t b
h u
o s
u i
t n
t e
h s
e s
,
d w
e e
d
i a
c r
a e
t
i a
o b
n l
e
a
n t
d o

c p
o r
m o
m v
i i
t d
m e
e
n t
t h
o e
f
o t
o
o o
l f
s t
h
f e
o
r t
o h
u i
r n
p g
e s
o
p a
l b
e o
u
t t
o w
h
b i
e c
h
m
o I
r ’
e m

m m
o o
b s
i t
l p
e r
, o
c u
o d
n
n i
e s
c
t t
e h
d a
, t
a ,
n a
d s

e a
n
g c
a o
g m
e p
d a
. n
O y
n ,
e w
e
o
c f
o t
n h
s e
i
s w
t o
e r
n l
t d
l ’
y s

u b
s i
e g
g
o e
u s
r t
t c
e h
c a
h l
n l
o e
l n
o g
g e
y s

a a
n n
d d

e a
x c
p c
e e
r l
t e
i r
s a
e t
e
t
o g
l
t o
a b
c a
k l
l p
e r
o
s b
o l
m e
e m
 s
s
o t
l o
v
i e
n f
g f
. e
I c
t t
r p
u o
l s
y i
t
b i
e v
l e
i
e c
v h
e a
n
t g
h e
e
r i
e n

h t
a h
s e

n w
e o
v r
e l
r d
b .
e
e O
n u
r
a T
i
b m
e e
t
t I
e
s
r
t
i
N
m o
e w
W
f e
o
r b
u e
l s
i e
e
v f
e o
r
w
e o
u
h r
a
v c
e u
s
a t
n o
m
u e
n r
p s
r ,
e
c d
e e
d l
e i
n v
t e
e r
d i
n
o g
p
p i
o n
r n
t o
u v
n a
i t
t i
y o
n
t
o a
c
c r
h o
a s
r s
t
t
a h
e
n
e n
w e
t
c w
o o
u r
r k
, e

s c
e l
c o
u u
r d
i ,
t
y t
, o

c h
o e
l l
l p
a
b t
o h
r e
a m
t
i s
o o
n l
, v
e
n
e p
x r
t o
- b
g l
e e
n m
e s
r
a a
t n
i d
o
n a
c
d h
a i
t e
a v
e
c
e t
n h
t e
e i
r r
,
o
a b
n j
d e
c
t t
h i
v e
e c
s t
. u
r
W e
e s

a t
r o
e
a
t
r p
a l
n a
s t
f f
o o
r r
m m
i
n m
g o
d
o e
u l
r ,

b a
u n
s d
i
n w
e e
s
s a
r
f e
r
o w
m o
r
p k
r i
o n
d g
u
c t
t o
s
m
a a
n k
d e

a s
r u
c r
h e
i
t t
h h
a e
t
c
e l
v o
e u
r d
y .
t
h W
i e
n
g a
r
w e
e
e
o v
f o
f l
e v
r i
n
i g
s
o
a u
v r
a
i o
l r
a g
b a
l n
e i
z
b a
o t
t i
h o
n
o
n a
n
p d
r
e o
m u
i r
s
e c
s u
l
a t
n u
d r
e
i
n s
o
t
w u
e i
l
a d
r i
e n
g
a
b o
l n
e
t
t h
o e

m s
o u
v c
e c
e
m s
o s
r
e o
f
q
u t
i h
c e
k
l l
y a
s
a t
n
d 3
0
s -
i p
m l
p u
l s
i
f y
y e
a
a r
t s
.
e W
v i
e t
r h
y
a
t l
u l
r
n o
, f

b
t
h f
i o
s c
u
i s
n
o
p n
l
a o
c u
e r
,
s
i t
n r
a
f t
i e
s g
c i
a c
l
p
2 r
0 i
1 o
7 r
i
y t
o i
u e
s
c
a a
n s

e w
x e
p
e a
c i
t m

u t
s o

t d
o r
i
c v
o e
n
t p
i r
n o
u f
e i
t
t a
o b
l u
e i
l
g d
r
o o
w n
t
h t
h
r e
e
g m
a o
r m
d e
l n
e t
s u
s m

o w
f e

m h
a a
r v
k e
e
t g
e
c n
o e
n r
d a
i t
t e
i d
o
n o
s v
. e
r
W
e t
h
a e
r
e p
a
e s
x t
c
i f
t i
e s
d c
a
t l
o
y
b e
a t
r i
n
a u
n e
d d

f s
o u
r
p
p
o
t r
h t
e .

o
p
p
o C
r h
t u
u c
n k
i
t R
i o
e b
s b
i
t
n
s
h
a C
t h
l i
i e
e f
E
a x
h e
e c
a u
d t
. i
v
T e
h
a O
n f
k f
i
y c
o e
u r

f O
o c
r t
y o
o b
u e
r r
c 1
o 9
n ,
2 1
0 6

FY
201
6
SU
MM
ARY
REP
ORT
3
 Table of Contents

Summary Report: Financial Highlights for Fiscal 2016

Strong Execution Driving Profitable Growth

Revenue
Revenue by Geography Revenue by Product Category and
Revenue Trend Service
($B)
47.1 49.249.2
11.1 11.412.0 Americas 60%

36.1 37.837.2 APJC 15%

Services 24% Switching 30%

Other 1%
Products EMEA
16.5
14.1 15.2 Services
Deferred
2014 2015 2016 Revenue
 Security 4%
SP Video 5%
Wireless 5% NGN Routing 15%
Data Center 7% Collaboration 9%
Revenue 2-Year CAGR: 2%

Margins and Income Net Income ($B) and Diluted EPS ($)

Margins (%)

62.9
58.9 60.4

10
.7
9.0
7.9
25.7
19.8 21.9 Gross 1.49 1.752.11 Net Income $B
Margin
Diluted EPS $
Operating
2014 2015 2016 Margin 2014 2015
2016 EPS 2-Year CAGR: 19%

Delivering Shareholder
Value

Returns to Shareholders
Share Repurchases and
Diluted Share Count (millions) Earnings and Dividends per Share ($)

2.11

5,281 1.75
1.49
420
5,146
5,088 0.94
0.72 0.80
155 148 Share Repurchases Earnings per
# (millions) Share $
Diluted Share Count Dividends per
2014 2015 2016 # (millions) 2014 2015 2016 Share $

Dividend 2-Year CAGR: 14%

FY 2016 SUMMARY REPORT 4

 Table of Contents

Managing Our Portfolio and Strategic Investment

Acquisitions in Fiscal 2016

MaintenanceNet: Services
A cloud-based software platform that uses data analytics and automation to manage
renewals of recurring customer contracts

Open DNS: Security

Advanced threat protection for endpoint devices

Pawaa: Security
Secure on-premises and cloud-based file-sharing software

ParStream: Software
An analytics database that allows companies to analyze large amounts
of data and store it in near real time, anywhere in the network

Portcullis: Security
Cybersecurity services to enterprise clients and the
government sector

1Mainstream: Video
A cloud-based video platform designed to quickly launch live
and on-demand over-the-top video services to a variety of
connected devices
DINSERT_ -
Lancope: Security
A solution providing network behavior analytics, threat visibility,
and security intelligence to help protect against top
cybersecurity threats

Acano: Collaboration
Collaboration infrastructure and conferencing software

Leaba Semiconductor: Silicon

An Israeli-based fabless semiconductor provider whose
semiconductor expertise is expected to be leveraged to accelerate
our next-generation product portfolio

Synata: Software
Technology that allows users to search both on-premises and
cloud-based applications simultaneously from one platform

Jasper: IoT
A provider of a cloud-based Internet of Things (IoT) software-as-a-service
platform to help enterprises and service providers launch, manage, and
monetize IoT services on a global scale
CliQr: Software
An application-defined cloud orchestration platform designed to help customers
simplify and accelerate their private, public, and hybrid cloud deployments

FY 2016 SUMMARY REPORT 5


Summary Report: Our Strategy
Our strategy is to lead our customers in their digital transition by providing them with
highly secure, automated, and intelligent solutions that connect nearly everything that
can be digitally connected
As all global industries focus on
delivering business outcomes and
gaining competitive advantage
through digital transformation, the role
of technology and the network is
increasing. The most successful
businesses, cities, and countries Shift to More
understand that continued digital Recurring Strategy Revenue
transformation is required in order to
succeed, and that involves redefining
business models and investing in
technology.
In this increasingly digital world, we believe data is the
most strategic asset. Data is increasingly distributed
across every organization and ecosystem, on customer
premises, at the edge of the network, and in the cloud.
The network also plays an increasingly important role
enabling our customers to aggregate, automate, and
draw insights from this highly distributed data, where
there is a premium on security and speed. We believe
this is driving them to adopt entirely new IT architectures
and organizational structures. We understand how
technology can deliver the outcomes our customers
want to achieve. Our strategy is to lead our customers in
their digital transition by providing them with highly
secure, automated, and intelligent solutions that connect
nearly everything that can be digitally connected.
To deliver on our strategy, we are focused on
providing solutions built on infrastructure that
connects highly distributed data that is globally
dispersed across organizations. Together with our
ecosystem of partners and developers, we will
provide technology, services, and solutions that we
believe will enable our customers to gain insight
and advantage from this distributed data with
scale, security, and agility.
Competitive Advantage
Sales Force of
Market Innovation
Nearly 300,000
Leadership Pipeline
(Direct and Partners)
Table of Contents
Capitalize on
Market
Transitions
(Security, SDN,
Cloud, Digital
Transformation)
Provide
Architectures
and Solutions
We have been transforming our business to move
from selling individual products and services to
selling products and services integrated into
architectures and solutions. As part of this
transformation, we continue to make changes to
how we are organized, how we sell our products,
and how we build and deliver our technology.
We have begun aggressively transitioning our
portfolio to enable delivery both on premises and
through the cloud, based on more recurring revenue.
We plan to expand the approach we have taken with
our cloud-networking platforms to an increasing
portion of our product and service portfolio to
accelerate our shift to a more subscription and
software-based model.
We also continue to be focused on capitalizing on
market transitions that drive future opportunity for
Cisco, such as Security, Digital Transformation,
SDN, and Cloud, where the network is playing a
more significant role.
Global Customer
Capital Return
Scale Loyalty
FY 2016 SUMMARY REPORT 6
 Table of Contents

Approach to Innovation
We believe the next innovative idea can come from anywhere. Our integrated approach across multiple levers—build,
buy, partner, invest, and co-develop—reflects that philosophy:

● Build: Organic innovation from our engineering teams. For example, this year we brought to market several
innovations, including Stealthwatch and Tetration Analytics Solutions.
● Buy: Acquisitions of companies focused on our key priority areas, such as IoT, security, next-generation data
center, cloud, and collaboration, as well as continuing to strengthen our core portfolio.
● Partner: Creation of unique solutions and go-to-market strategies with technology and services partners.
● Invest: Direct and indirect investments in promising startups, entrepreneurs, and venture funds.
● Co-Develop: Work with customers, leading innovators, and decision makers on new, industry-changing ideas
built on the network.

Cisco’s Innovation Engine

Build Buy Partner Invest Co-Develop

$2B Portfolio
21K Engineers of investments
submit hundreds of ideas every
year via internal challenges ~150 Global
21K 9 $2B startup investments
and funds
400K Developers ~150
goal of 1M by 2020, 6K apps in 1 year 400K 90% 20K
190+ 190+ Acquisitions
powerful complements
to internal innovation
90% Retention
of key talent from acquisitions after 2 years
9 Innovation Centers
with partners, customers, 20K Patents
startups, and academia under ~1/3 for software innovation
one roof for rapid innovation

FY 2016 SUMMARY REPORT 7

 Table of Contents

Delivering on Our Strategy

Our executive leadership team brings a diverse set of experiences and expertise to accelerate our innovation and
execution, simplify how we do business, drive operational rigor in all we do, and inspire our employees to be the best
that they can be. https://newsroom.cisco.com/exec-bios
Chuck Robbins
Chief Executive Officer

Kevin Bandy Ruba Borno Mark Chandler

Senior Vice President, Vice President, Growth Senior Vice President,
Chief Digital Officer Initiatives and Chief of Legal Services,
Staff to CEO General Counsel and Chief
Compliance Officer

Joe Cozzolino Chris Dedicoat David Goeckeler

Senior Vice President, Executive Vice President, Senior Vice President
Services Worldwide Sales and Field and General Manager,
Operations Networking and Security
Business

Rebecca Jacoby Francine Katsoudas Kelly A. Kramer

Senior Vice President and Senior Vice President and Executive Vice President
Chief of Operations Chief People Officer and Chief Financial Officer

Hilton Romanski Rowan Trollope Karen Walker

Senior Vice President and Senior Vice President and Senior Vice President and
Chief Strategy Officer General Manager, IoT and Chief Marketing Officer
Applications

Leadership@Cisco
Learn more about Cisco’s leadership team through our online video series at https://newsroom.cisco.com/ciscoleadership.

FY 2016 SUMMARY REPORT 8

 Table of Contents

Summary Report: Governance and Responsibility

Cisco is committed to shareholder-friendly corporate governance and maintains
clear policies and practices that promote excellence in corporate governance

Shareholder Engagement
At Cisco, we recognize the importance of regular and transparent communication with our shareholders. Each year, we
engage with a significant portion of shareholders that includes our top institutional investors. In fiscal 2016, we held
meetings and conference calls with investors representing approximately 44% of our outstanding shares. We engaged
with these shareholders on a variety of topics, including our corporate governance practices such as proxy access,
board refreshment and composition, public policy engagements, sustainability initiatives, our executive compensation
program, and other matters of shareholder interest.
Governance Policies and Practices
We have adopted these policies and practices consistent with our commitment to transparency and best-in-class
practices, as well as to ensure compliance with the rules and regulations of the SEC, the listing requirements of
NASDAQ, and applicable corporate governance requirements.

Shareholder-Friendly Corporate Governance

Shareholder proxy access No poison pill

Annual election of all directors

Recoupment Policy (since 2008)
(since IPO)

Stock ownership guidelines for

Majority voting (since 2007) directors and executive officers

Robust Lead Independent Shareholders may recommend

Director role a director candidate to the board

Shareholder right to act by written consent

Shareholder right to call a special meeting (since IPO)
(since IPO)
FY 2016 SUMMARY REPORT 9
 Table of Contents

Executive Compensation Highlights

Our executive compensation philosophy and practice continues to be pay for performance

The core of Cisco’s executive compensation philosophy and practice continues to be to pay for performance.
The following charts summarize the major elements of target total direct compensation for our CEO and our other named
executive officers (NEOs1) as a group for fiscal 2016, and demonstrate our continued pay for performance philosophy.
CEO NEOs Other than CEO
Base Salary, Base Salary,
7% 10%
Performance-Based Variable Cash Performance-Based Variable Cash
Equity Incentive Incentive Awards Equity Incentive Incentive Awards
Awards, (performance-based), Awards, (performance-based),
57% 17% 61% 9%
Time-Based Equity Time-Based Equity
Incentive Awards, Incentive Awards,
19% 20%

1
As defined in our Proxy Statement for our 2016 Annual Meeting of Shareholders.

Cisco’s executive officers are compensated in a manner consistent with shareholder interests and sound
governance principles.
Shareholder Engagement and Alignment

● We engage with our shareholders on executive compensation matters on a regular basis and
incorporate shareholder feedback in structuring executive compensation.
● We have mandatory stock ownership guidelines for executive officers and non-employee directors.

Independent Compensation Committee

● Our Compensation Committee consists 100% of independent directors.

● Our Compensation Committee reviews risks related to our compensation program on an annual basis.
● Our Compensation Committee directly retains an independent outside compensation consultant.

Strong Pay for Performance Alignment and Compensation Governance

● We focus on aligning pay with performance through the use of variable cash incentive awards and performance-
based restricted stock units, which comprised 75% of our named executive officer equity awards during
fiscal 2016.
● We align pay with company performance through the use of equity awards for executive officers that are based
on financial metrics that drive shareholder value and multi-year total shareholder return goals.
● We have a robust recoupment policy related to our cash awards, and our equity plans provide for forfeiture of
awards by executive officers if they participate in activities detrimental to Cisco or are terminated for misconduct.
● We prohibit hedging transactions, short sales or other speculative transactions by employees and directors, and
prohibit the pledging of securities in margin accounts or as collateral for loans by executive officers and directors.
● We prohibit repricing or repurchasing underwater equity awards.

FY 2016 SUMMARY REPORT 10

Table of Contents
Engaged, Effective Leadership
The Cisco Board of Directors
John T. Chambers
Executive Chairman
Former CEO of Cisco
Director Since: 1993
Skills and Experience: Mr. Chambers led
Cisco for more than 20 years. During his
tenure as Chief Executive Officer, Cisco’s
annual revenue grew from $2.0 billion in
fiscal 1995 to $49.2 billion in fiscal 2015.
Mr. Chambers brings to the Board of
Directors his thorough knowledge of Cisco’s
business, strategy, technology, people,
customers, operations, competition, and
financial position. In addition, he brings with
him a global network of customer, industry,
and government relationships.
AQ
Michael D. Capellas F Founder and CEO,
Independent Director
Founder and CEO,
Capellas Strategic
Partners
Director Since: 2006
Skills and Experience: Mr. Capellas brings
to the Board of Directors experience in
executive roles and a background of leading
global organizations in the technology
industry. Through this experience, he has
developed expertise in several valued areas
including strategic product development,
business development, sales, marketing,
and finance.
Dr. John L. Hennessy N AQ
Independent Director
Director of the Knight-
Hennessy Scholars
Program and former
President, Stanford
University
Director Since: 2002
Skills and Experience: Dr. Hennessy brings
to the Board of Directors an engineering
background as well as skill in the
development of information technology
businesses. In addition, he has leadership
and management experience, both in an
academic context at Stanford University and
in a corporate context as a board member of
public and private technology companies.
FY 2016 SUMMARY REPORT 11
AQ Carol A. Bartz C N
Lead Independent
Director
Former CEO of Yahoo! Inc.
Director Since: 1996
Skills and Experience: Ms. Bartz brings to
the Board of Directors leadership experience,
including service as the chief executive of
two public technology companies. These
roles have required technology industry
expertise combined with marketing,
operational and global management
expertise. Ms. Bartz also has experience as a
public company outside director.
Amy L. Chang
Independent Director
Accompany, Inc.
Director Since: 2016
Skills and Experience: Ms. Chang brings to
the Board of Directors an engineering
background as well as leadership experience,
including service as the chief executive and
founder of a private technology company and
a former global division leader for a publicly-
traded technology company. Through this
experience, she has developed expertise
in several valued areas including go-to-
market strategy and product management.
Ms. Chang also has experience as a public
company outside director.
Dr. Kristina M. Johnson N AQ
Independent Director
CEO, Cube Hydro
Partners, LLC
Director Since: 2012
Skills and Experience: Dr. Johnson brings
to the Board of Directors an engineering
background as well as expertise in science,
technology, business, education, and
government. In addition, she has leadership
and management experience, both in an
academic context as provost and dean of
nationally recognized academic institutions
and in a corporate context as a board
member of public technology companies.
AU
M. Michele Burns C F
Independent Director
Former Chairman and CEO
of Mercer LLC
Director Since: 2003
Skills and Experience: Ms. Burns provides to
the Board of Directors expertise in corporate
finance, accounting, and strategy, including
experience gained as the chief financial officer
of three public companies. Through her
experience gained as chief executive officer of
Mercer, she brings expertise in global and
operational management, including a
background in organizational leadership and
human resources. Ms. Burns also has
experience serving as a public company
outside director.
Brian L. Halla
C
Independent Director
Former Chairman and
CEO of National
Semiconductor
Corporation
Director Since: 2007
Skills and Experience: Mr. Halla has
leadership experience as the chief executive
officer of a global technology company. His
management and operational expertise is
accompanied by a semiconductor industry
background and technology acumen.
(Retiring from the Board in December 2016.)
AU
Roderick C. McGeary C
Independent Director
Former Vice Chairman of
KPMG, LLP
Director Since: 2003
Skills and Experience: Mr. McGeary
brings to the Board of Directors a
combination
of executive experience in management and
technology consulting. He also has expertise
in leading talented teams, and skills in
finance, accounting, and auditing with
technology industry experience.
 Table of Contents

C
Charles H. Robbins Board Snapshot
Director
CEO, Cisco Board Governance Structure

Non - Independent
Directors 17%

Director Since: 2015

Skills and Experience: Mr. Robbins brings
to the Board of Directors extensive
industry, company, and operational
experience acquired from leading Cisco’s
global sales and partner teams. He has a Independent
thorough knowledge of Cisco’s segments, Directors 83%
technology areas, geographies, and
competition. He has a proven track record
of driving results and has played a key role
in leading and executing many of Cisco’s
investments and strategy shifts to meet its Board Attributes / Skill Set (# of Board members)
growth initiatives.

AU AQ
Arun Sarin
Independent Director Leadership 12
Former CEO of
Vodafone Technology 11
Group Plc
Financial Experience 5

Global Business 10

Gender / Ethnic Diversity 5

Director Since: 2009
Sales and Marketing 6
Skills and Experience: Mr. Sarin provides
to the Board of Directors a Academia 2
telecommunications industry and Public Company
technology background, as well as Board Experience 11
leadership skills, including through his
global chief executive experience at
Vodafone Group Plc. He also provides
an international perspective as well as Balanced Director Tenure (# of Board members)
expertise in general management, finance,
marketing, and operations. Mr. Sarin also
has experience as a director, including 0-7 Years 4
service as an outside board member of
companies in the information technology,
banking, financial services, and retail 8-14 Years 5
industries.
15+ Years 3
AU
Steven M. West F
Independent Director
Founder and Partner,
Emerging Company
Partners LLC

C
KEY TO COMMITTEES

Director Since: 1996

Skills and Experience: Mr. West’s
experience in the information technology
industry includes a variety of leadership and
strategic positions, which have provided
him with accumulated expertise in
operational management, strategy, finance,
and experience as an outside board
member and audit committee member. Mr.
West is a member of the National
Association of Corporate Directors and a
frequent speaker on audit-related issues. In
addition, Mr. West has knowledge of Cisco
acquired through more than 20 years of
service on the Board of Directors.
AU Audit Committee
 C Compensation Committee
N Nomination and Governance
Committee
AQ Acquisition Committee
F Finance Committee
Committee Chair

FY 2016 SUMMARY REPORT 12 Table of Contents

Corporate Social Responsibility

Technology enables an unprecedented
opportunity to change lives for the better
People
Enabling people to reach their full
potential in a digital economy
Our products, services, and expertise help to connect people and
things across networks to solve problems from education and
Ethical Conduct
economic empowerment to climate change and resource
efficiency. We promote responsible business practices across our
operations and supply chain and provide transformative solutions Our people
for our customers, partners, and communities worldwide.
We have set ourselves the ambitious goal to accelerate global Building skills and entrepreneurship
problem solving through our technology and expertise to
positively impact people, society, and the planet. This goal is
supported by key corporate social responsibility (CSR)
objectives:

Society
Scaling positive inclusive social and economic
● Empower global problem solvers, people who
impact in countries around the world
innovate as technologists, think as entrepreneurs,
and act as social change agents by developing digital Human Rights
skills and catalyzing an innovative and (ethics, labor, data security/privacy, digital rights)
entrepreneurial ecosystem
Responsible sourcing and manufacturing
● Advance positive social and environmental change
through technology-based solutions and multi-
Building knowledge and the digital foundation
stakeholder partnerships
● Promote sustainable outcomes across our business
operations and supply chain and through our
transformative solutions, with the goal that economic
growth does not come at the expense of the
environment or communities
Planet
Advancing environmentally sustainable
Our CSR priorities of people, society, and planet are focused growth in a connected world
on those issues most relevant to our business and where we
believe we can make the greatest contribution. Energy and greenhouse gas reduction

Product end of life

People

We enable people to reach their full potential in a
digital economy.
This starts with attracting and retaining the best talent for
Cisco and transforming the employee experience so our
people can flourish as global problem solvers in a way that
Beyond Cisco, we are nurturing the talents of problem solvers
around the world by providing foundational digitization and
entrepreneurship skills to individuals of diverse backgrounds,
preparing them to thrive in the digital economy. In fiscal 2016,
through our Cisco Networking Academy Program, we
 reached more than one million students in 170 countries.
is both responsible and ethical. By focusing on connecting
We also provide our students with career resources and
everything, innovating everywhere, and benefiting
connections to employers seeking IT talent, which we believe
everyone, our employees are making a meaningful
drives value for Cisco and our customers, partners, and
difference in communities worldwide. In fiscal 2016, over
communities worldwide. Our goal is to achieve a milestone of
35% of employees supported non-profit organizations
through their time, donations, and expertise, resulting in two million students a year within the next five years.
$12 million in donations and matched funds and more
than 187,000 hours volunteered. Our goal is to have 80%
employee engagement by 2020.
FY 2016 SUMMARY REPORT 13
 Table of Contents

Society

We are building a portfolio of

We help scale positive initiatives that we believe will
inclusive social and economic reach 100 million people
impact in countries around annually, including:
the world.
● Developing digital skills to
Throughout our global supply
inspire people to become
chain, we strive for transparent,
global problem solvers,
ethical standards on how we
with the goal of doubling
source raw materials and in
the number of Cisco
promoting fair working
Networking Academy
conditions and respect for
human rights, while nurturing a
students to two million
diverse supply chain. annually
● Investing in global
In our increasingly
digitized world, we are problem solvers who
committed to apply innovative
maintaining the ongoing solutions and
trust of our stakeholders harness the power of
by the digital revolution
advocating for global ● Catalyzing an innovative
standards and by our efforts to and entrepreneurial
improve product security and
ecosystem that supports
protect data privacy to help
enable widespread access to progress and inclusive
information and freedom of growth
expression. We have an ambitious goal
We are enabling social to positively affect one
enterprises and non-profits to billion people by 2025.
accelerate early stage,
technology-based solutions
addressing education,
economic empowerment,
critical human needs, and
disaster response. We focus on
supporting solutions that can be
scaled and replicated
sustainably to positively impact
millions in underserved
communities around the world.
Our non-profit partners report
that our cash grant investments
— focused on critical human
needs, education, and
economic empowerment—
positively impacted more than
78 million people in fiscal 2016.

Planet

to about 75% of our

We advance
environmentally
sustainable growth in a
connected world.
In fiscal 2016, we
implemented more than one
hundred energy efficiency
and onsite renewable
energy projects. We
increased our use of low-
carbon, renewable energy
worldwide electricity demand.
We are on target to reduce
greenhouse gas emissions
from our worldwide
operations by 40% absolute
by the end of fiscal 2017
compared to our fiscal 2007
baseline.
We are investing in
transformative solutions and
sharing energy-efficiency
 best practices with our
customers and partners.
Many of our products
improve building energy
management; facilitate
remote collaboration
CSR Governance
CSR is integrated into Cisco’s
business strategy and functions. It
is foundational to our culture and a
core value by which we do
business.
Our Corporate Affairs Group
champions Cisco’s companywide
commitment to CSR performance
and transparency. It leads Cisco’s
social investment programs and
stewards corporate social
responsibility across the business
through our CSR reporting
activities, external stakeholder
engagement, and CSR analysis.
The business functions set
CSR/sustainability goals,
implement plans, and measure
performance. Where issues
require a cross-functional
approach, teams are
established to implement our
commitments.
For more information about our performance, see our CSR website
at http://csr.cisco.com.
FY 2016 SUMMARY REPORT 14
to improve productivity
and reduce business
travel; promote
teleworking and office
mobility, also increasing
the utilization of company
real estate; and enable
energy-efficient cloud
computing for businesses
and their customers
worldwide. We are
piloting, with a
manufacturing partner, an
IoT factory of the future,
measuring energy
consumption of systems and
equipment to learn how to
apply IoT principles to
customer manufacturing
facilities worldwide.
We are also using circular
economy principles to
inform product and
packaging design; drive
increased product returns
for resale or recycling;
and implement IoT
technologies for improved
asset tracking,
maintenance, and
operations.
Our CSR Business
Process
6
1
5
2
4 3
 Table of Contents

Investor Relations
Our Fiscal 2016 Investor Engagement

Other 8%

Sell Side Briefings 10%

For webcasts and
additional
Tech Talks 10%
information, view
our events
calendar

Roadshows 23% Investor Conferences

16%

Comparison of 5-Year Cumulative Total Return

$250

$200

$150

$100

$50

$0
July July July July July July
2011 2012 2013 2014 2015 2016

Cisco Systems, Inc. S&P 500

S&P Information Technology

The above graph shows a five-year comparison of the

cumulative total shareholder return on Cisco common stock
with the cumulative total returns of the S&P 500 Index and the
S&P Information Technology Index. The graph tracks the
performance of a $100 investment in Cisco’s common stock
and in each of the indexes (with the reinvestment of all
dividends) on the date specified. Shareholder returns over the
indicated period are based on historical data and should not be
considered indicative of future shareholder returns.
our earnings and
stock
performance as
Information for Investors well as
presentations
If you would like to learn more about and webcasts.
Cisco, our investor relations website
investor.cisco.c
is a great place to start. There you
om
will find the latest information about
 Investor
Contact
To contact
investor relations:
Investor
Relations
Department
Cisco
Systems
, Inc.
170
West
Tasman
Drive
San Jose, CA
95134-1706
USA
Phone: 1 408
227 CSCO
(2726)

FY 2016 SUMMARY REPORT 15


Shareholder Information
Executive Officers
Charles H. Robbins
Chief Executive Officer
John T. Chambers
Executive Chairman
Mark Chandler
Senior Vice President, Legal
Services,
General Counsel and
Chief Compliance Officer
Chris Dedicoat
Executive Vice President
Worldwide Sales and Field
Operations
Rebecca Jacoby
Senior Vice President and
Chief of
Operations
Kelly A. Kramer
Executive Vice President and
Chief
Financial Officer
Karen Walker
Senior Vice President and
Chief
Marketing Officer
Principal Accounting
Officer
Prat S. Bhatt
Senior Vice President,
Corporate
Controller and Chief
Accounting
Officer
Table of Contents
Resources
Investor Relations
For more information about
Cisco, to view the Annual
Report online, or to obtain
other financial information
without charge, contact:
Investor Relations
Cisco Systems,
Inc. 170 West
Tasman Drive
San Jose, CA
95134-1706 1 408
227 CSCO (2726)
http://investor.cisco
.com
Cisco’s stock trades on the
NASDAQ Global Select
Market under the ticker
symbol CSCO.
Transfer Agent and Registrar
Computershare Investor
Services P.O. Box 43078
Providence, RI 02940-3078
Website: www-
us.computershare.com/invest
or Toll-free: 1 800 254 5194
International: 1 781 575 2879
Independent Registered
Public
Accounting Firm
PricewaterhouseCoopers LLP
San Jose, California
Notice of Annual Meeting
Cisco
Systems,
Inc.
Building 9
260 East Tasman Drive
San Jose, CA 95134
Monday, December
12, 2016 10 a.m.
Pacific Time
 Table of Contents

Forward-Looking Statements
markets; the return on our
This Annual Report contains investments in certain
forward-looking statements priorities, key growth areas,
regarding future events and and in certain geographical
our future results that are locations, as well as
subject to the safe harbor maintaining leadership in
provisions created under the routing, switching, and
Securities Act of 1933 and services; the timing of
the Securities Exchange Act orders and manufacturing
of 1934, each as amended. and customer lead times;
These statements are based changes in customer order
on current expectations, patterns or customer mix;
estimates, forecasts, insufficient, excess, or
projections, and the beliefs obsolete inventory;
and assumptions of our variability of component
management. Words such as costs; variations in sales
“expects,” “anticipates,” channels, product
“targets,” “goals,” “projects,”
“intends,” “plans,” “believes,”
“momentum,” “seeks,”
“estimates,” “continues,”
“endeavors,” “strives,” “may,”
variations of such words, and
similar expressions are
intended to identify such
forward-looking statements.
In addition, any statements
that refer to our anticipated
growth, trends in our
business and other
characterizations of future
events or circumstances are
forward-looking statements.
Readers are cautioned that
these forward-looking
statements are only
predictions and may differ
materially from actual future
events or results due to
a variety of factors,
including business and
economic conditions and
growth trends in the
networking industry; our
customer markets and
various geographic
regions; global economic
conditions and
uncertainties in the
geopolitical environment;
overall information
technology spending; the
growth and evolution of the
Internet
and levels of capital
spending on Internet-
based systems; variations
in customer demand for
products and services,
including sales to the
service provider market
and other customer
costs, or mix of products sold;
our ability to successfully
acquire businesses and
technologies and to
successfully integrate and
operate these acquired
businesses and technologies;
our ability to achieve
expected benefits of our
partnerships; increased
competition in our product
and service markets,
including the data center
market; dependence on the
introduction and market
acceptance of new product
offerings and standards; rapid
technological and market
change; manufacturing and
sourcing risks; product
defects and returns; litigation
involving patents, intellectual
property, antitrust,
shareholder, and other
matters and governmental
investigations; our ability to
achieve the benefits of the
announced restructuring and
possible changes in the size
and timing of the related
charges; man-made
problems such as
cyberattacks,
data protection breaches,
computer viruses, or
terrorism; natural
catastrophic events; a
pandemic or epidemic; our
ability to achieve the
benefits anticipated from
our
investments in sales,
engineering, service,
marketing, and
manufacturing activities; our
ability to recruit and retain
key personnel; our ability to
manage financial risk and
to manage expenses during
economic downturns; risks
related to the global nature of
our operations, including our
operations in emerging
markets; currency fluctuations
and other international
factors; changes in provision
for income taxes, including
changes in tax laws and
regulations or adverse
outcomes resulting from
examinations of our income
tax returns; potential volatility
in operating results; and other
factors listed in Cisco’s most
recent report on Form 10-K
contained in this Annual
Report. Our results
of operations for the year
ended July 30, 2016 are
not necessarily indicative
of our operating results
for any future periods. We
undertake no obligation to
revise or update any
forward-looking
statements for any
reason.
 Table of Contents

© 2016 Cisco and/or its affiliates. All rights reserved. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in
the U.S. and other countries. To view a list of Cisco trademarks, go to this URL: www.cisco.com/go/trademarks. Third-party trademarks mentioned in this
document are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any
other company. This document is Cisco public information.

WORLDWIDE OFFICES

Americas Headquarters Asia Pacific Headquarters Europe Headquarters

San Jose, California, USA Singapore Amsterdam, Netherlands

Cisco has more than 400 offices worldwide.

Addresses and phone numbers are listed on the Cisco website at www.cisco.com/go/offices.