2022 JACK HENRY SUSTAINABILITY REPORT
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S U S TA I N A B I L I T Y 
R E P O R T

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A MESSAGE FROM DAVID FOSS . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  3
ABOUT JACK HENRY . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 4
OUR APPROACH TO CORPORATE RESPONSIBILITY. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  5
COMMITMENT TO
PEOPLE. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  7
CLIENTS. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  19
STOCKHOLDERS. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  22
COMMUNITIES. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  25
THE ENVIRONMENT . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  29
CLOSING REMARKS. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  36
APPENDIX. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 37
This report reflects data from calendar year and fiscal year 2021 (July 1, 2020 – June 30, 2021).

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01
Jack Henry & Associates, Inc.® (Jack Henry) was founded 
on three guiding principles: do the right thing, do 
whatever it takes, and have fun. This approach comes 
alive in our commitment to corporate responsibility by:
•	Enabling our associates to engage in meaningful 
work they love
•	Providing innovative financial solutions to our clients to 
support responsible business decisions and keep their 
accountholders connected
•	Delivering a strong return on investment to our 
stockholders while maintaining long-term sustainability 
for our business model
•	Encouraging our communities to flourish by 
connecting people with technology
•	Pursuing environmentally friendly practices to support 
a strong future for us all
In December 2020, Jack Henry published our inaugural 
Sustainability Report, providing insight into our 
management practices, sustainability metrics, and 
commitment to corporate responsibility. It was our way 
of summarizing the standards and practices we’ve been 
dedicated to for more than 45 years. We’re pleased to 
provide updates on how we’ve matured toward fulfilling 
our commitments through this report.
Our approach enables our associates, clients, and 
communities to succeed – not just for today, but for 
tomorrow. We recognize that corporate responsibility is 
a journey and that we’ll never really “arrive.” However, 
we are committed to progressing and being transparent 
with the progress we make. We exist in a world that 
is ever-evolving, and we adapt. Despite the changing 
times, one thing that remains constant is Jack Henry’s 
commitment to championing corporate responsibility 
and ensuring that the actions we take today benefit 
the world tomorrow. I am confident that together, we 
can face any challenge before us. I look forward to 
advancing our sustainability efforts by empowering our 
associates, business, and communities to prosper while 
respecting the environment we work in and the Earth’s 
resources we share.
After all, doing the right thing is a key component of 
our culture.
DAVID FOSS
Chief Executive Officer and Board Chair
Chief Executive Officer and Board Chair
A  M E S S A G E  F R O M  DAV I D  F O S S

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In 1976, Jack Henry & Associates, Inc.® (Jack Henry) was 
founded on the premise that strong relationships and 
sound technology go hand in hand. Today, with more 
than 8,000 clients and approximately 6,800 associates, 
we combine this idea with the pursuit of one common 
goal – excellence in financial services.
As a well-rounded financial technology company, 
Jack Henry provides innovative solutions to banks, 
credit unions, and diverse businesses outside the 
financial industry. With a heritage that has been 
dedicated to openness, partnership, and user-centricity, 
we are well-positioned as a driving market force in 
future-ready digital solutions and payment processing 
services. We empower our clients and consumers 
with human-centered, tech-forward solutions that are 
driven by insight.
A B O U T  J A C K  H E N R Y
OFFICES IN THE U.S.
ASSOCIATES
PRIMARY DATA CENTERS
IN REVENUE IN FY21
CLIENTS
36
~6,800
2
~$1.76B
8,000+
Photo: Monett, Missouri campus.
DO THE RIGHT 
THING.
DO WHATEVER 
IT TAKES.
HAVE FUN.
OUR GUIDING PRINCIPLES

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At Jack Henry, corporate 
responsibility refers to the 
incorporation of accountability, 
stakeholder expectations, and 
ethical practices into planning 
our business strategy and running 
our organization. We believe that 
effective corporate responsibility 
leadership is a necessary factor 
in creating long-term value for 
our stockholders. Our Integrity 
core value is the backbone of 
our approach to ethics. It means 
doing the right thing publicly and 
through our internal operations.
In early 2020, we identified 
environmental and social topics 
most relevant to our business. 
We used standards from the 
Sustainability Accounting 
Standards Board (SASB) 
Technology and Communication 
sector, the Taskforce for Climate-
related Financial Disclosures 
(TCFD), and the Global Reporting 
Initiative (GRI) to guide the 
development of our materiality 
assessment. The detailed 
methodology and results can be 
found in our 2020 Sustainability 
Report. In fiscal year 2021, we 
sought to focus our efforts across 
four material Environmental, 
Social, and Governance (ESG) 
topics: diversity, equity, and 
inclusion (DEI); greenhouse 
gas (GHG) emissions; climate 
risk management and strategy 
development; and environmental 
compliance. Notable progress 
on our four fiscal year 2021 
priorities includes:
•	Growing the total membership 
year-over-year by 24% in 
diversity, equity, and inclusion-
focused Business Innovation 
Groups (BIGs), which are 
instrumental in helping 
our organization reach its 
strategic goals
•	Launching a sixth company-
sponsored, associate-led 
Business Innovation Group 
(BIG), Go Green, whose mission 
is to accelerate Jack Henry’s 
progress with environmental 
stewardship efforts
•	Developing a series of briefs 
for our Board of Directors and 
executive leadership to aid 
them in environmental oversight 
matters deemed most relevant 
to our business through our 
materiality survey
A Message from Tara Brown, Director of Corporate Responsibility
O U R  A P P R O A C H  TO 
C O R P O R AT E  R E S P O N S I B I L I T Y
JACK HENRY’S 
MATERIAL ENVIRONMENTAL 
& SOCIAL TOPICS:
Environmental Risk 
Management and Strategy
Environmental Compliance
Data Center Environmental 
Considerations
Human Rights and Fair 
Labor Practices
Diversity, Equity, and Inclusion
Non-discrimination and 
Protection of Civil Rights
Talent Attraction 
and Retention
Core Values
Compensation and Benefits
Greenhouse Gas Emissions

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S E C T I O N  0 3 :  O u r  A p p r o a c h  to  C o r p o r at e  R e s p o n s i b i l i t y
•	Reducing our fiscal year 2021 GHG Scope 1 and 
2 emissions 13.55% below fiscal year 2020 levels, 
and approximately 16.66% below our baseline year 
of fiscal 2019
•	Conducting a Scope 3 GHG emissions screening to 
identify indirect emissions with the most material 
impact on our operations
•	Assessing our climate-related risks from acute and 
chronic physical risks (e.g., floods, wildfires, extreme 
heat) and transition risks (e.g., GHG pricing and 
regulation, changing client expectations)
•	Publishing an Environmental Policy, publicly signaling 
our commitment to sustainability and proper 
environmental management within the business
•	Revising our Vendor Code of Conduct to strengthen 
our commitment to doing business with partners that 
have sound environmental, social, and governance 
(ESG) practices
•	Completing voluntary, third-party-led environmental, 
health, and safety compliance audits at our 
headquarters in Monett, Missouri, and at our 
corporate airport hangar
This year, Jack Henry was recognized in two national 
rankings: Inc.’s “Best-Led Companies in America 
2021” and Newsweek’s “America’s Most Responsible 
Companies 2022.” Jack Henry ranked 84 in Inc.’s 
inaugural Best-Led Companies list that considered 
10,000 companies with revenue between $50 million and 
$2 billion. The ranking is based on accomplishments 
in four areas: performance and value creation, market 
penetration and client engagement, talent, and 
leadership. For the first time, Jack Henry was ranked, 
and placed among the top 500 companies considered 
for the Newsweek® Most Responsible Companies 
list. Scores are based on company performance in 
the environmental, social, and corporate governance 
areas, along with an independent survey that asked U.S. 
citizens about their perception of company activities 
related to corporate social responsibility.
Ethics form the lens through which we view all our 
environmental, social, and governance initiatives. 
This year, we established clear and consistent guiding 
principles to set behavioral expectations for the 
organization and to enable effective decision-making 
related to ESG. These principles are to prioritize people, 
manage risk, deliver strong financial results, support and 
align with corporate strategies, and address investor 
expectations.
We are committed to incorporating feedback from our 
stockholders and other stakeholders into our work and 
supplying clear, consistent communication about our 
priorities and progress. To support this commitment, 
we launched a new corporate responsibility website, 
effectively consolidating relevant ESG content for easy 
access. There you can find our ESG Statement, which 
outlines our corporate responsibility commitments, 
identifies material environmental and social topics, and 
provides updates in other areas of focus. We’ve also 
included a data disclosure summary as an appendix to 
this report. Our sustainability metrics are reported with 
consideration given to SASB, GRI, and TCFD reporting 
standards. Jack Henry engaged with a third-party 
consultant to qualitatively review and assess the accuracy 
of our sustainability disclosures.
Jack Henry made significant strides forward in calendar 
year 2021 and we recognize our work is not finished. We 
are focused on the future and keeping people at the 
heart of everything we do.
TARA BROWN
Director of Corporate Responsibility and 
Executive Sponsor of Go Green Business Innovation Group
Jack Henry was 
honored to be 
publicly recognized 
for our commitment 
to doing the right 
thing on Newsweek’s 
list of “America’s 
Most Responsible 
Companies 2022.”

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Core Values
Our five core values – Passion for Customer Service, 
Relationships, Integrity, Drive for Results, and Excellence 
(otherwise known as PRIDE) – complement our company 
philosophy and mission, and represent what is inherent 
in our associates. In addition to “core values” being 
identified as a material social topic for Jack Henry, 
89.4% of our associates indicated through our 2021 
engagement survey that they fully support our core 
values (for reference, the average response for all other 
companies in their respective surveys was 78.6%).
Living out our organization’s core values is central to 
our strong culture. Our core values are used as “true 
north” when designing and implementing initiatives and 
programs for Jack Henry, and associates can embrace 
these values through the full talent life cycle. For 
example, we focus on our core value of “relationships” 
in the onboarding process by partnering new hires 
with “PRIDE Ambassadors.” PRIDE Ambassadors are 
charged with helping the new hire feel connected to the 
organization and aiding them in successfully navigating 
Jack Henry’s corporate culture.
Recognizing and celebrating associate actions aligned 
with our core values reinforces our strong culture. For 
example, in fiscal year 2021, associates used our real-
time “shout out” platform to recognize colleagues 
who exhibited our core values through their daily 
work. Passion for Customer Service is celebrated each 
month as support representatives are recognized for 
their outstanding performance scores. Associates also 
have the opportunity to nominate their peers for our 
Dedication to Excellence program, which recognizes 
associates who exemplify our Excellence core value by 
exceeding expectations.
Ethics
Jack Henry seeks to foster a safe, ethical, and inclusive 
work environment where the first and last question asked 
is, “What’s the right thing to do?” In every interaction, 
we pursue our Integrity core value by incorporating 
ethical practices such as the public interest, associate 
needs, and environmental concerns into developing 
our business strategy and running the organization. 
Our business conduct is guided by the highest level 
of integrity, outlined in our Code of Conduct, when 
dealing with our associates, clients, suppliers, and local 
communities. We expect associates not to engage in 
any questionable activity that could poorly reflect on 
Jack Henry. We trust associates will follow all applicable 
laws and regulations governing our operations anywhere 
we conduct business.
P E O P L E
Enabling our associates to engage in 
meaningful work they love.
PASSION FOR CUSTOMER SERVICE
RELATIONSHIPS • INTEGRITY
DRIVE FOR RESULTS • EXCELLENCE
Commitment to
04

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At Jack Henry, we believe that a highly ethical culture is 
an environment where people are comfortable reporting 
unethical behavior, a strong process for investigation is 
in place, and all associates are held accountable for their 
actions. We spent considerable time over the past year 
ensuring every associate knows how to anonymously 
report an ethics concern via our third-party ethics 
reporting vendor. Jack Henry’s external-facing website 
houses information on how to report an ethics concern 
so that all partners, including vendors, suppliers, clients, 
shareholders, and the public, have an avenue to report 
ethics concerns. Vendors are also expected to adhere to 
the Vendor Code of Conduct.
Jack Henry enhanced its processes to better capture 
and appropriately respond to surfaced ethics concerns 
through all channels, including our third-party ethics 
reporting vendor, human resources investigations, 
and our virtual comment box. We introduced a cross-
departmental Ethics Review Panel whose primary 
purpose is to review reported concerns that may or may 
not be ethics concerns and decide the best course of 
action. The panel regularly reviews concerns to inform 
future enhancements to our ethics approach.
Jack Henry formed a diverse Ethics Steering Committee 
with the goal of continuing to evolve and foster a 
highly ethical culture. With support from leadership, 
three working groups developed recommendations 
to enhance our communication efforts tied to ethics-
related policies and procedures, educational efforts, 
and appropriately communicating to associates on how 
ethics concerns were reported and addressed. Their 
recommendations were presented to senior leadership 
for consideration and have since been implemented.
A key part of keeping ethics top of mind has been 
consistently delivering high-impact educational 
opportunities and communications focused on ethics. 
As an organization, we celebrated Global Ethics Day 
and launched a newly developed Code of Conduct 
training, which 99.67% of eligible associates completed. 
Jack Henry’s most senior leaders – those at the director 
level and above – heard directly from the Corporate 
Leadership team on the topic of ethics during our 
inaugural Directors Summit. This session emphasized 
the expectation of all leaders to create an environment 
of accountability and highly ethical conduct. It 
connected people with avenues to raise ethical concerns 
and coached them to leverage an ethical decision-
making framework using real, anonymized, examples. 
An internal-facing ethics resource site is available 
for ongoing ethics-related education, resources, 
and updates.
99.67%
of eligible associates completed 
Code of Conduct training
Human Rights and Fair Labor Practices
Jack Henry puts people first, which means that through 
the Human Rights Commitment and Policy Statement, 
we fully commit to respecting and advocating for 
human rights, regardless of race, religion, creed, color, 
national origin, ancestry, physical disability, mental 
disability, genetic information, pregnancy, marital status, 
sex, gender, gender identity, gender expression, age, 
sexual orientation, and military and veteran status, or 
any other status protected by local, state, or federal 
law. These standards are in the Universal Declaration 
of Human Rights (UDHR), the UN Guiding Principles 
on Business and Human Rights, the International 
Labour Organization (ILO) Declaration on Fundamental 
Principles and Rights at Work, and the Organisation 
for Economic Co-operation and Development (OECD) 
Guidelines for Multinational Enterprises.
WHAT’S THE RIGHT 
THING TO DO?”
The first and last question asked is,

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Non-Discrimination and 
Protection of Civil Rights
To recognize and support human 
rights and fair labor practices, 
we are committed to a work 
environment free of discrimination, 
harassment, and retaliation, and 
where associates feel comfortable 
reporting inappropriate behavior. 
Consistency across practices and 
documentation is critical to ensure 
we fulfill our commitment to non-
discrimination and protection 
of civil rights. In 2021, we 
reviewed our policies and related 
information for content, relevance, 
and conformity with applicable 
laws and Jack Henry’s culture and 
philosophy. We also expect our 
vendors to act in accordance with 
the Vendor Code of Conduct, 
Vendor Safety, and Human 
Rights policies.
Diversity, Equity, 
and Inclusion
Jack Henry believes that business 
is about people. We strive to 
integrate diversity, equity, and 
inclusion (DEI) throughout our 
associates’ employment and our 
talent life-cycle practices to create 
sustainable, long-term outcomes 
and connections that foster a 
culture of belonging, well-being, 
and purpose.
At Jack Henry, you belong. Our founders believed that business is 
about people – a philosophy we still stand by today. When people 
are free to be their best selves, relationships thrive, and everyone 
wins. Come as you are, and together we’ll do great things.
JACK HENRY’S DIVERSITY, EQUITY, AND INCLUSION STATEMENT: 
resources to hiring managers to 
improve self-recognition of biased 
behaviors and to assist with more 
objective decision-making. We 
also engaged our associates in 
diversity networking events that 
are sponsored by universities 
with which we partner, helping 
to increase the diversity of our 
internship class. We credit these 
efforts for the positive trending we 
are experiencing in the diversity of 
our new hires.
INCLUSIVE PRACTICES
At Jack Henry, we believe in the 
power of inclusion and the right of 
all associates to be respected at 
work. A key part of our inclusion 
strategy is prioritizing associates’ 
sense of belonging by using 
empowering and equitable 
language in the workplace. We 
updated our Associate Handbook 
to include new and revised policies 
and gender-neutral language. 
In 2020, associates started 
the grassroots “inclusive and 
equitable language movement” 
with the goal of raising awareness 
about inclusive and equitable 
language and ensuring Jack Henry 
Gender
Percentage
Female
46.3%
Male
53.7%
Ethnicity
Percentage
Non-White
19.2%
White
79.9%
Not Disclosed
  0.9%
GENDER OVERALL PERCENTAGES
ETHNICITY OVERALL PERCENTAGES
DATA ANALYTICS
We seek to increase the diversity 
of qualified talent at every level of 
the company and aspire to mirror 
the diversity of the qualified labor 
market. As of June 30, 2021, 46.3% 
of associates identify their gender 
as female and 53.7% identify their 
gender as male. Jack Henry is 
committed to inclusive practices 
and we have a project underway 
to introduce a non-binary gender 
identification option to associates. 
19.2% of associates identify as 
non-white and 79.9% identify 
as white, while 0.9% elected 
not to disclose their ethnic 
identity. Jack Henry proactively 
manages our affirmative action 
plans, and equity is a top priority 
throughout our talent life 
cycle processes like recruiting, 
performance management, and 
leadership development.
Data analysis is applied in the 
recruiting pipeline process based 
on the evidence that sourcing 
qualified, diverse talent leads to a 
more diverse workforce over time. 
We have broadened our sourcing 
strategy to target locations with 
higher populations of under-
represented candidates which 
typically results in more diverse 
slates of candidates for hiring 
managers to review. We provided

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communication uses inclusive practices. An Inclusive 
and Equitable Language Steering Committee has 
helped advance this meaningful endeavor by sharing 
educational resources and providing educational forums 
for colleagues.
This year, we changed our policy recognizing holidays 
with paid time off to include a “floating holiday.” 
Offering a floating holiday strengthens our commitment 
to inclusion by allowing associates the choice to use the 
day however they prefer. Associates shared a variety of 
intentions for how they plan to use their floating holiday, 
including their birthday, Lunar New Year, wedding 
anniversary, St. Patrick’s Day, and Juneteenth.
We stood in solidarity with members of the Asian 
American and Pacific Islander (AAPI) community during 
the spike in violent and discriminatory acts against AAPI 
citizens as a misguided and unjust response to the 
pandemic. We provided information aids to managers 
to reach out to their associates to offer support, offered 
a platform for associates to have a discussion, and 
customized and promoted an educational podcast 
for our associates. We continue to stand with this 
community of people.
BUSINESS INNOVATION GROUPS (BIGs)
A significant avenue for associate connection and 
growth is through our BIGs, which are company-
sponsored and associate-led groups that create a 
platform for associates to work collaboratively to address 
business needs. Executive sponsors provide guidance 
and mentorship to the BIGs’ leaders and champion the 
BIGs’ initiatives with their peers and across the business. 
BIGs foster a sense of belonging among members 
and provide avenues to address relevant topics that 
associates are invested in.
These groups create peer learning opportunities 
across roles, experience, and characteristics. Our BIGs 
regularly offer DEI-related development opportunities 
to associates. For example, PRISM, our LGBTQIA+ BIG, 
invited both PFLAG and San Diego Pride to share their 
experiences and teach us how to be better allies for their 
communities. During fiscal year 2021, BIG conversation 
sessions were viewed over 3,500 times by live and 
streaming participants.
The five BIGs featured on page 11 have a specific 
focus on DEI-related topics. As of June 30, 2021, our 
DEI-focused BIGs have a total membership of nearly 
2,400 and year-over-year membership has grown by 24%.
In 2021, Jack Henry launched a sixth BIG, Go Green, 
whose mission is to accelerate Jack Henry’s progress 
with environmental stewardship efforts. While not 
traditionally thought of as a DEI-focused BIG, the 
ANDY HUYNH
Applications Support Analyst and 
President of PRISM Business Innovation Group
While I’m the President of PRISM, my title 
is just that. A title. I am a believer in letting 
the work speak for itself. From the stories 
of our members on how this group has 
shaped their lives for the better, to making 
individuals feel seen for the first time, and 
working in partnership with the various 
departments to affect change, PRISM has 
helped provide visibility to the ongoing 
meaningful work that is being done. 
More importantly, we provide visibility 
to the causes that affect the LGBTQIA+ 
community at large.”

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JHAnywhere
Mosaic of 
People
PRISM
Veterans
Women at 
Jack Henry
Members 
as of close 
of Fiscal 
Year 2021
~8% of the 
workforce (562 
members)
~10% of the 
workforce (706 
members)
~4% of the 
workforce (271 
members)
~3% of the 
workforce (182 
members)
~10% of the 
workforce (669 
members)
Mission
To create a 
community for 
remote associates, 
foster engagement, 
and provide 
development 
opportunities to 
members
To cultivate a 
diverse corporate 
environment 
where all input is 
valued, the power 
of difference is 
embraced, and 
diverse ideas drive 
market growth 
through innovation
To promote a 
culture of inclusion 
and innovation 
through ongoing 
education and a 
connection platform 
for LGBTQIA+ 
community 
members, allies, 
and friends
To foster the 
relationship 
between veteran 
and civilian 
associates to drive 
innovative thought, 
leadership, and 
business strategies 
to support the 
Jack Henry veteran 
community
To encourage a 
corporate culture 
where all women 
are empowered 
to reach their 
fullest potential 
and their authentic 
contributions drive 
the business to new 
heights
Strategic 
Project
Increase 
engagement and 
community outreach
Enhance the 
diversity of the 
next generation of 
leaders and increase 
awareness of black, 
indigenous, and 
people of color 
(BIPOC) concerns
Expand allyship 
and action to drive 
greater workplace 
inclusion
Increase the number 
of veterans in the 
workplace
Create connection 
points to advance 
women
2021 
Highlights
•	Continued 
support to 
Jack Henry and its 
remote associates 
during the shift to 
virtual work due 
to the COVID-19 
pandemic
•	Through ongoing 
engagement 
and dedicated 
workshops, 
built a sense of 
community and 
emphasized the 
importance of 
self-care and 
mental health
•	Sponsored 
educational 
forums that 
impact the BIPOC 
community 
to enhance a 
workplace of 
belonging
•	Hosted a panel 
discussion on 
social diversity to 
raise awareness 
of diversity issues 
in corporate 
America and 
impact of 
diversity on 
a company’s 
performance
•	Led inclusive 
and equitable 
language 
movement 
to enhance 
inclusivity in the 
workplace
•	Certified 
associates 
to facilitate 
educational 
sessions on 
LGBTQIA+ 
topics
•	Launched an 
education series 
and resources 
regarding hiring 
and retaining 
veterans
•	Fundraised 
donations for two 
veteran-owned 
philanthropic 
organizations
•	Offered a 
personal branding 
workshop to help 
women improve 
their career 
potential
•	Promoted 
male allyship 
by creating an 
Allyship Officer 
role charged 
with leading 
more active male 
members
Diversity, Equity, and Inclusion-Focused 
BUSINESS INNOVATION GROUPS (BIGs)

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Go Green BIG still has a significant role to play in 
advancing our DEI efforts. Go Green focuses on issues 
tied to environmental justice – the fair treatment and 
meaningful involvement of all people regardless of 
race, color, national origin, or any other protected 
category, or income with respect to the development, 
implementation, and enforcement of environmental 
laws, regulations, and policies. Read more about Go 
Green’s impact on page 33 of the report.
PERSONAL AND PROFESSIONAL DEVELOPMENT
Throughout their careers, Jack Henry encourages 
associates to embrace a growth mindset through a 
posture of continuous learning and invests in growing 
associates’ cultural competency through ongoing DEI 
learning opportunities. In 2020, David Foss, our CEO 
and Board Chair, signed the CEO Action for Diversity & 
Inclusion™ pledge. Nearly 2,300 associates also signed 
the I ACT ON pledge – a commitment to checking bias, 
raising issues, and learning about the experience and 
perspective of others. As part of the commitment, we 
offered an opportunity for all associates to take part in 
unconscious bias training, resulting in more than 4,200 
associates completing the course. Additionally, all 
associates take part in Preventing Sexual Harassment 
and Valuing Diversity training, and managers undergo 
more in-depth training on these topics.
This year we hosted over 100 female leaders in the 
Women Who Rise Virtual Leader Lab (VLL) – a four-
week leadership development experience preparing 
attendees for future leadership roles and equipping 
them with tools to advance their careers. This program 
recognizes women and diversity as a priority for our 
leadership goals and helps women build critical 
leadership skills and mindsets.
Members from the Executive Leadership Support Team 
host the Executive Administrative Officer from Alpine Bank 
for a development session on building a cross-functional 
collaborative cohort.
Jack Henry hosted a company-wide discussion focused 
on the power, purpose, and practice of mindfulness as 
a “brain changer” and recognized mental health as a 
frontier in diversity, equity, and inclusion. In the fall, we 
offered a workshop, Embracing Cultural Confidence: A 
Balance of Authentic Self-Care and Intersecting Mental 
Health & DEI, facilitated by a licensed therapist who is a 
self-care and wellness expert.
4,200
associates completed 
unconscious bias training
SUPPLIER DIVERSITY
Our leaders are faced with decisions on which suppliers 
to do business with, and Jack Henry’s investment in 
fostering a safe, ethical, and inclusive work environment 
extends beyond our associates and includes our 
suppliers. Jack Henry launched a supplier diversity 
program designed to proactively identify, build 
mutually beneficial relationships with, and purchase 
goods and services from small businesses owned by 
minorities, women, veterans, members of the LGBTQIA+ 
community, and people with disabilities. The Enterprise 
Procurement department curates diverse suppliers in the 
sourcing and procurement process who align with our 
strategic business model and demonstrate the ability to 
add value, provide high-quality goods and services that 
are competitively priced and are reliable. We believe 
intentionally opening procurement opportunities to

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suppliers from a variety of backgrounds, viewpoints, 
and experiences will yield stronger business outcomes 
for Jack Henry and economically empower the diverse 
communities in which we operate.
Talent Attraction and Retention
TALENT ACQUISITION
Like most organizations, Jack Henry is engaged in critical 
competition for talent and seeks to recruit qualified, 
diverse talent who will enhance our strong corporate 
culture and deliver results. To attract a broad, qualified, 
and diverse pool of talent, we have introduced several 
enhancements to our hiring practices that we credit 
for our success in meeting Jack Henry’s hiring needs 
in a tightened labor market and for boosting our 
applicant volume significantly from fiscal year 2020 to 
fiscal year 2021.
Implemented a new applicant tracking system 
(ATS) designed to deliver a world-class hiring 
experience for applicants, hiring managers, 
vendors, and recruiters. The ATS has transformed 
our ability to communicate timely updates to 
applicants and has automated many administrative 
tasks so that our recruiters can spend more time 
strategically partnering with the business to deliver 
a meaningful hiring experience. 
Enhanced job postings by intentionally using 
inclusive and equitable language, focusing 
on required skills, and highlighting our 
purpose-driven culture.
Broadened potential candidate pool by offering 
additional remote employment opportunities, 
allowing us to recruit in new geographic markets.
Leveraged national diverse job boards such as 
Diversity Jobs, National Black MBA Association®, 
RecruitMilitary®, and Disability Inclusion Network 
events to reach new prospects.
Partnered with Glassdoor®, Stack Overflow®, 
Indeed®, and LinkedIn® to respond to employee 
feedback and reviews and highlight our 
employment brand.
Implemented a more user-friendly referral portal 
that provides associates with the ability to track 
the status of their referral to each applied job. 
Referrals receive real-time communication upon 
their information being submitted, allowing us to 
capture their interest quickly.
Introduced a vendor staffing portal that provides 
our vendor partners with increased candidate status 
visibility and feedback, supporting vendors’ ability 
to source more qualified candidates, faster.
Improved our support of applicants in need of 
reasonable accommodation by publishing a specific 
point of contact on our career portal.
Embedded hiring resources in the recruitment 
workflow to support hiring managers in mitigating 
bias and creating a positive candidate experience.
Developed an interview framework toolkit for 
hiring managers and interviewers that includes on-
demand training, interview best practices, and an 
inclusive hiring guide.
Launched an electronic onboarding platform 
resulting in significant automation, tracking, and 
insights of the onboarding process for new hires 
and the talent acquisition operations team.
Added a “preferred name” choice for new hires 
to support inclusive gender identity practices.
Piloted a new onboarding process to 
quickly acclimate new executive leaders 
into the organization, with an emphasis on 
Jack Henry culture.
Notable Enhancements to Our 
Talent Acquisition Approach:

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INTERNSHIP PROGRAM
Jack Henry’s 10-week summer 
internship program is designed to 
recruit next-generation talent while 
supporting talent needs across 
corporate priorities. Our fiscal year 
2021 intern program generated 
interest from over 3,000 applicants, 
representing a diverse compilation 
of colleges and universities. We 
recruited 19 college interns to 
work across several key areas of 
the business in various roles – 
including user experience design; 
finance; diversity, equity, and 
inclusion; sustainability; software 
engineering; and corporate 
strategy. Interns participate in 
our Executive Roundtable event 
which facilitates connections 
with executive leadership. 
They conclude their internship 
with a retrospective on their 
accomplishments while at 
Jack Henry. These retrospectives 
are made available to all 
associates, allowing other areas 
of the business to see the impact 
the program and students have 
on Jack Henry. Since the pilot year 
program, many interns that have 
met performance needs have been 
offered extended employment 
either through a part time 
internship while continuing their 
education, or a full time position 
with Jack Henry.
TALENT RETENTION
In 2021, for the fourth consecutive 
year, Jack Henry was honored 
to be recognized on Forbes 
magazine’s America’s Best Large 
Employers list and American 
Banker’s Best Places to Work in 
FinTech list. We also achieved a 
ranking on several “best place to 
work for” lists in Atlanta, Dallas, 
Louisville, and San Diego.
The internship program was a valuable 
experience that allowed me to apply 
what I had learned in the classroom 
into a real, corporate setting. Even 
though most of us are separated 
by distance with the pandemic and 
working remotely, the people at Jack 
Henry make me feel connected and are 
always there to support and help me. I 
never feel afraid to ask a question or to 
voice my opinion because I know that 
everyone truly cares.”
BEN AWUAH, JR.
Xperience™ Project Manager
COMMUNICATION
Jack Henry actively engages 
with all associates through our 
continuous listening strategy, 
which includes various touchpoints 
that are aimed at empowering 
associates to do meaningful work 
they love, while achieving desired 
business outcomes. Our intranet 
offers functionality for associates 
to raise and share ideas for 
improvement across Jack Henry. 
Senior leaders hold targeted 
conversations with associates 
at various levels to identify best 
practices and enhancement 
opportunities. Surveys are a critical 
aspect of our strategy:
•	In February 2021, we used a third 
party to conduct an all-associate 
Culture and Engagement Survey. 
Our response rate was over 
60% and we are proud to share 
that our average engagement 
index score is 83% (for reference, 
benchmark is 77%). Leadership 
developed an action plan 
with more than 15 resources 
designed to support associates 
seeking to increase their mental 
well-being, build relationships 
with colleagues, recognize 
others for valued contributions, 
and continue their own personal 
growth and development.
•	Shifting away from a point-
in-time approach for the full 
organization, in July 2021, 
Jack Henry introduced an 
employee experience monitor 
that corresponds with each 
associate’s anniversary date. 
This shift allows for quarterly 
analysis and better positions 
Jack Henry for “just-in-time” 
action planning.

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•	New Hire and Exit surveys performed by a third 
party are used to inform our talent attraction and 
retention strategy.
•	We use topical pulse surveys, as needed. For example, 
we issued a survey focused on issues that were 
affected by the pandemic, including work/life balance 
and team dynamics with a remote workforce.
Jack Henry leadership strives to deliver valuable 
information to associates through a variety of mediums.
PROFESSIONAL DEVELOPMENT
Jack Henry continued to invest in the long-term success 
of associates by offering educational opportunities to 
prepare for market changes, emerging client needs, and 
technology trends. In fiscal year 2021, we repositioned 
a historically on-site training program into a fully virtual 
learning experience to support associate safety during 
COVID-19, decrease travel-related expenses, and reduce 
our carbon footprint. Nearly 25% of associates attended 
at least one of the 36 sessions offered across three tracks 
focused on business, people, and technical topics. The 
live courses were recorded and are now available on 
demand for all associates.
In partnership with the Human Resources team, our 
Chief Information Officer, Rob Zelinka, conducted a 
targeted workforce planning initiative which resulted in 
learning plans for technical skills that support strategic 
innovations. Jack Henry invested in licensed learning 
(online libraries) to broaden the offerings available to 
employees so that associates can engage in the right 
training at the right time to build needed skills.
To set them off to a great start with their leadership 
journey, all new Jack Henry leaders are enrolled in 
Foundations for New People Leaders. This curriculum 
highlights the resources designed to increase 
inclusion, enhance team engagement, and improve 
team performance. People leaders are invited to 
attend Garage Talks, which offer a forum for people 
to “talk shop” about leadership and other topics that 
David Foss, Board Chair and Chief Executive 
Officer, shares a quarterly video update with 
all associates to provide an overview of our 
company performance along with additional 
information on current topics.
Semi-annual, all-associate Town Hall events 
provide an open forum for associates to learn 
about upcoming initiatives as well as engage in 
Q&A with senior leaders.
Senior leaders across the organization share 
quarterly updates with their lines of business 
through our All-Hands meetings.
Well-attended monthly manager forums share 
relevant and upcoming topics with Jack Henry’s 
people leaders.
Jack Henry’s People & Culture team shares a 
quarterly email update with all associates on 
topics in a “must know,” “should know,” and 
“nice to know” format.
Jack Henry’s Human Resource business partners 
provide monthly updates for people leaders 
within their business on topics to help leaders 
proactively manage upcoming dates and 
activities and understand specific development 
opportunities for themselves and their teams.
JACK HENRY LEADERSHIP 
COMMUNICATION CHANNELS: 
OVER
PARTICIPATED IN 
COMPANY SPONSORED, 
VOLUNTARY TRAINING 
IN FISCAL YEAR 2021.
65% OF 
ASSOCIATES

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affect the business. Notable 
topics include agile leadership, 
project prioritization, and 
virtual leadership.
During the third quarter of 
fiscal year 2021, we hosted a 
virtual Directors Summit for our 
associates at the director level and 
above. This event provided the 
opportunity for senior leaders to 
interact with Jack Henry’s executive 
leadership, learn from internal and 
external subject matter experts, 
and network with other leaders 
in small group virtual settings. In 
addition to exploring business and 
product-specific topics, sessions 
included Cultural Intelligence, 
Building Diverse & Inclusive 
Teams, Inclusive Language, and 
Diversifying Succession Plans.
PERFORMANCE MANAGEMENT
We recognize that regular 
performance feedback is crucial 
to associate engagement and 
growth. Jack Henry’s performance 
management approach is 
designed to:
•	Increase associate engagement 
and productivity in their 
current positions
•	Prepare associates for 
future roles
•	Reward associates who 
differentiate themselves as 
leading through both their 
contributions to the organization 
and the way they achieved those 
contributions
•	Deliver clear and consistent 
performance expectations and 
feedback across the organization
Performance management 
at Jack Henry is viewed as a 
continuous process with an 
established cadence of goal 
setting, performance check-
ins, and an annual documented 
performance assessment with 
a professional development 
component. Jack Henry 
“It was a great experience to 
be part of our 2021 Directors 
Summit as a presenter and a 
participant! I enjoyed learning 
more about our company’s 
vision and key initiatives, but 
most of all, I truly appreciate 
learning from my fellow leaders 
via their presentations and from 
our small breakout sessions. 
Loved hearing their stories and 
experiences as we navigate 
through the pandemic and 
gaining insights on how they’re 
managing through it.”
MARIA COLVIN
Senior Director, Finance
champions a growth mindset, 
supports continuous learning, and 
encourages associates to invest 
time in personal development to 
help them grow within Jack Henry 
and as individuals.
INTERNAL MOBILITY
Jack Henry champions internal 
mobility for the growth and 
engagement of our associates 
and continuity of our workforce. 
We regularly assess our internal 
mobility practices to ensure 
we are fostering a workplace 
where associates can envision 
their careers in the long term 
and experience equitable hiring 
processes. Based on associate 
feedback, we addressed a 
perceived barrier to internal 
mobility by reducing our length of 
service requirement for associates 
to explore new opportunities. Our 
career portal allows associates 
to apply for new positions, 
network internally, and capture 
experiences, skills, certifications, 
projects, and career highlights. 
Associates have access to our 
Internal Mobility Marketplace, 
which provides resources and 
tools to be successful in their 
career journey at Jack Henry. 
One notable resource is our 
career conversation guides, which 
supply a framework for leaders 
99.2%
of eligible associates 
participated in 
the performance 
assessment process

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and associates to discuss aspirations and development 
opportunities. Other resources include a personal career 
development “playlist” of relevant content, resumé 
templates, interview question examples, and job-
shadowing guidelines.
Jack Henry’s succession planning approach is designed 
to build a robust, qualified, and diverse leadership 
pipeline. Our process is built to ensure we have a strong 
pool of candidates reflecting both gender and ethnic 
diversity who are ready to step into new leadership roles. 
A part of this process includes intentional development 
of potential successors through ongoing training, 
mentoring, and stretch project assignments.
Benefits and Compensation
We offer a competitive total rewards package to 
associates to help them build and support well-being 
within and outside the workplace.
BENEFITS
We recognize the value of our associates and 
believe much of our company’s strength and success 
depends on their well-being. Because of this, we offer 
comprehensive benefits that extend beyond health 
and welfare. The Total Rewards visual supplies a high-
level overview of benefits offered to associates. Review 
Jack Henry’s Employee Benefits Summary for a full 
listing of our benefits.
SUPPORT SERVICES
•	 Caregiver Support Services
•	 Condition Specific Services
•	 Jack Henry Provided Life & 
AD&D Insurance
•	 Legal Services
PHYSICAL
•	 Fitness Programs
•	 Health Management Programs
•	 Weight Loss Programs
FAMILY
•	 FMLA & Paid Parental Leave
•	 Adoption Assistance
•	 Short- & Long-Term Disability
•	 Bereavement Leave
VOLUNTARY
•	 Educational Assistance Program
•	 Supplemental Life / AD&D
•	 Accidental Injury / Critical Illness
WORK LIFE BALANCE
•	 Paid Time Off & Holidays
•	 Flexible Work Arrangements
•	 Personal Leave
•	 Military Leave
MENTAL
•	 Employee Assistance Program
•	 Telecare
FINANCIAL
•	 401(k) Plan & ESPP
•	 Health Savings Accounts
•	 Flexible Spending Accounts
•	 Financial Resources & 
Educational Programs
MEDICAL
•	 Medical PPO, HDHP and HMO Plans
•	 Prescription Drug Coverage
•	 Telemedicine
•	 Dental / Vision
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TOTAL REWARDS

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Our full-time associates enjoy the same eligibility in our 
benefit plans regardless of location and in compliance 
with relevant state regulations. Part-time associates (less 
than 30 hours/week) enjoy access to many of the same 
benefits our full-time associates have, including paid 
time off, educational assistance, the employee stock 
purchase plan, 401(k) retirement plan, military leave, 
employee assistance program, business travel accident 
insurance, financial resources and educational programs, 
and a fitness program.
an annual review of our pay structures prior to annual 
pay increase cycles to ensure we are still competitive 
and reward our associates at the proper levels for their 
contributions based on the duties required for their 
positions. We offer an incentive program to every 
associate who has completed 90 days of service and has 
met individual performance targets, provided Jack Henry 
has met the minimum operating income thresholds 
set at the beginning of the performance period for all 
associates, including top executives.
COVID-19 INITIATIVES
Associates’ health, safety, and well-being are of 
paramount importance to Jack Henry. Enhancements to 
our health care plan through the end of the emergency 
period include:
•	Waiving cost share for COVID-19 testing by a 
healthcare provider and test related visits as a result of 
a diagnostic need
•	Waiving cost share for COVID-19 treatment
•	Waiving cost share for Telecare for all COVID-19 
related diagnoses
We continue to extend support to associates through 
the COVID-19 pandemic by offering the option to work 
remotely and leverage flexible work schedules, where 
possible. In addition to providing timely COVID-19 
information and resources, our Chief Risk Officer, Charlie 
Wright, regularly informs the organization of emerging 
developments.
JACK HENRY SUPPORTED ASSOCIATES BY:
Regardless of gender identification, all full-time 
associates are eligible for paid parental leave. In fiscal 
year 2021, more associates who identify as male took 
advantage of paid parental leave than associates who 
identify as female. We view this trend as a positive 
indicator of inclusion and work/life balance. A point 
of distinction for Jack Henry is our inclusion of both 
children by birth and through adoption. We also support 
our associates’ needs for caregiving support through an 
established partnership with a caregiver support service.
Jack Henry supports associates who seek financial 
freedom for their future. In support of this endeavor, 
and to reinforce our commitment to environmental, 
social, and governance (ESG) best practices, 
Jack Henry’s Health Savings Accounts include ESG-
friendly investment options, and starting in 2022, so 
will our 401(k).
COMPENSATION
Jack Henry offers market-competitive base pay based 
on professionally sourced salary data for the roles and 
locations in which we have associates. We conduct 
on-site COVID-19 vaccination 
clinics hosted
15
917
doses of the Pfizer COVID-19 
vaccination administered to interested 
associates and their family members

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TR ANSPA R EN CY
C O N S IST E NCY
C OLL A B OR AT I ON
C OM M UNI CAT I O N
Intentional 
transparency with 
both associates 
and clients.
Creating 
standardization and 
governance without 
bureaucracy across 
the company.
Fostering a 
collaborative spirit 
among our associates 
and with our clients.
Ensuring important 
information is 
delivered through a 
variety of mediums.
THE  F O U R T E N E T S  O F  E XCE L L E N CE
Customer Experience Program
We recognize that clients want to do business with 
organizations that align with their values and deliver 
a world-class client experience. By focusing on 
understanding the needs of our clients, Jack Henry’s 
customer experience program seeks to fulfill our brand 
promise of openness, transparency, and collaboration 
by prioritizing the voice of the customer. To support 
the program, we embrace Jack Henry’s four tenets for 
leadership and operational excellence: transparency, 
consistency, collaboration, and communication.
Using these four tenets of excellence, our customer 
experience program has matured significantly. Growing 
our associates’ product and industry knowledge, 
technical expertise, and interpersonal skills supports our 
aim to deliver “exceptional customer experiences” and 
a “customer-first” mindset.
Understanding our clients’ requirements throughout 
the full client life cycle is the bedrock of our Customer 
Listening Framework. Our Customer Listening 
Framework seeks to first understand the customer’s 
goals and then partner with them to develop a plan to 
achieve those goals. Journey mapping and identifying 
key metrics for each phase ensures we can mitigate 
potential challenges and measure success.
Providing innovative financial 
solutions to our clients to support 
responsible business decisions and 
keep their own clients connected
C L I E N T S
Commitment to
05

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Jack Henry’s customer-centric approach fosters long-
term relationships through regular engagement. We 
frequently connect with clients through a variety of 
communication channels including national advisory 
boards, regional user groups, client meetings, annual 
conferences, product groups, and client surveys. 
Consistent client connections support Jack Henry’s 
proactive approach to addressing regulatory risks and 
security concerns. Client input often leads to realizing 
operational efficiency and cost reduction opportunities 
by establishing standards, identifying best practices, 
and streamlining internal processes. Strong client 
relationships open avenues to explore innovative 
technologies, business models, and programs, and 
deepen our understanding of client needs.
Delivering an exceptional customer experience program 
requires investment and accountability throughout the 
organization. The program is structured accordingly 
to include involvement from executives, business and 
technology leaders, and individual contributors across 
functional areas, services, and products. We strive to 
deliver on-time, quality results aligned with our clients’ 
business requirements through services that make doing 
business together easier.
Innovation
As the pace of technology and change has accelerated, 
so have the ways that we approached innovation. In 
the early days of the business, direct work with clients 
resulted in features and enhancements for the software 
being identified and developed rapidly to address a 
broad range of needs. Today, we still maintain close 
relationships with our clients and work carefully with 
them to identify needs. Building upon this strong 
foundation, we use a modern innovation platform to 
ideate and refine the best ideas on a much greater scale.
Our development teams employ agile development 
techniques to provide continuous delivery of value to our 
clients. We use modern digital platforms, employ cloud 
infrastructure, and embrace a philosophy of “openness” 
as the foundation for future product innovations. We 
invest in technologies that support continuous process 
improvement including process mining and robotic 
process automation. These investments enhance our 
ability to collaborate with clients and create an avenue 
for associates to surface innovative ideas.
Data Privacy and Cybersecurity
In our increasingly interconnected environment, 
information is inherently exposed to a growing number 
of risks, threats, and vulnerabilities. As a provider of 
At Jack Henry, we consistently focus on leading 
our teams and delivering upon our commitments 
by emphasizing 4 key tenets: Transparency, 
Consistency, Collaboration and Communication. 
The development of transparent, consistent 
roadmaps every six months is one way we drive 
intentional communication with our clients while 
holding our teams accountable and striving to 
exceed their expectations.”
GREG ADELSON
President and Chief Operating Officer

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products and services to financial 
institutions, Jack Henry takes 
extreme caution and due care in 
processing and storing sensitive, 
personally identifiable information 
securely. We prioritize protecting 
our associates, clients, and 
their private data from the ever-
evolving threat environment.
Jack Henry has an established 
information and cybersecurity 
program maintained by a 
team of diverse, highly skilled 
cybersecurity professionals. The 
program incorporates industry-
standard frameworks, policies, 
and practices designed to protect 
the confidentiality and privacy 
of Jack Henry’s and our clients’ 
information.
In support of the program, 
Jack Henry systems and services 
undergo regular reviews 
performed by the same regulatory 
agencies that review financial 
institutions: Consumer Financial 
Protection Bureau (CFPB), Federal 
Reserve Board (FRB), Federal 
Deposit Insurance Corporation 
(FDIC), National Credit Union 
Association (NCUA), and the 
Office of the Comptroller of the 
Currency (OCC), among others. 
Reviews such as those by the 
Federal Banking agencies (a 
regulatory group comprised of the 
FDIC, the Fed, and the OCC) aptly 
assess and identify security gaps 
or flaws in controls and monitor 
the effectiveness of our security 
program. Critical services provided 
to our clients are subject to 
annual System and Organizational 
Controls (SOC) reviews by 
independent auditors. SOC reports 
are made available to clients via 
the client communications portal. 
Information and Cybersecurity 
leadership reports to the Risk and 
Compliance Board committee 
monthly, and the full Board of 
Directors quarterly, on information 
security matters. Additionally, 
Jack Henry holds an active 
insurance policy that includes 
cybersecurity coverage.
Information and 
Cybersecurity Program 
Main Components
99.7%
of eligible associates 
completed Jack 
Henry’s annual 
data privacy and 
cybersecurity 
training in 2021.
JONATHON ROBERT
Director, 
Customer Experience
WHEN OUR 
CUSTOMERS ARE 
SUCCESSFUL, 
WE ARE 
SUCCESSFUL.”
A multi-layer, 
defense-in-depth 
approach to security
A systematic, strategic 
process to secure system 
design and development
Comprehensive 
cybersecurity threat and 
vulnerability analysis and 
management
Continuous cybersecurity 
monitoring with well-
defined and rehearsed 
incident response 
policies and playbooks
Information security 
governance and 
oversight designed to 
support the reduction 
of security risk and cost, 
satisfy security/privacy 
and legal/regulatory 
requirements, and increase 
efficiency of resources
A robust annual security 
awareness and training 
campaign program for 
all associates, including 
supplemental, in-depth 
training for associates who 
are more likely to be 
targeted in cyberattacks

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Corporate Governance
The Board of Directors (the Board) is led by our Chief 
Executive Officer and Board Chair, David Foss. Because 
the Board Chair is a member of management, the 
independent members of the Board have selected 
Matthew Flannigan to serve as Lead Director and 
Vice Chair to complement the Board Chair’s duties, as 
required under our Corporate Governance Guidelines. 
All our directors, other than Mr. Foss, qualify as 
“independent” under the requirements of Nasdaq, as 
well as all members of each of our Board committees. 
The independent directors meet regularly in executive 
sessions without Mr. Foss being present.
The members of the Board, as well as the executive 
officers and all other employees, contractors, vendors, 
and business partners of Jack Henry are subject to – 
and responsible for – compliance with Jack Henry’s 
Code of Conduct. The Code of Conduct contains 
policies and practices for the ethical and lawful 
conduct of our business, as well as procedures for 
confidential investigation of complaints and discipline 
of wrongdoers.
Board Members
Under the company’s Corporate Governance 
Guidelines, the Governance Committee is responsible 
for determining the appropriate skills and characteristics 
required of Board members. The committee must 
also consider such factors as experience, strength 
of character, maturity of judgment, technical skills, 
diversity, and age in assessing the needs of the Board. 
While the term “diversity” is not specifically defined in 
Jack Henry was honored for the second 
consecutive year to be recognized for gender 
diversity on our Board by 50/50 Women on 
Boards, a global education and advocacy 
campaign driving movement toward gender 
balance and diversity on corporate boards.
the Corporate Governance Guidelines and there is no 
formal policy regarding application of the term, it has 
been the practice of the Governance Committee to 
apply the term broadly, resulting in Board composition 
over the years that has reflected diversity in race, gender, 
and age, as well as diversity in business experience and 
in representation of the markets served by the company.
ESG Oversight
Commitment to
Delivering a strong return on 
investment to our stockholders while 
maintaining long-term sustainability 
for our business model
S TO C K H O L D E R S
RECOGNIZED FOR 
GENDER DIVERSITY ON OUR BOARD
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The Board has established a quarterly cadence to 
discuss environmental, social, and governance (ESG) 
matters and ensure proper oversight. The Board 
performs risk oversight, including ESG risk oversight, 
primarily through the Risk and Compliance, Audit, and 
Compensation committees as outlined in our Corporate 
Governance Guidelines. The Board assesses major risks 
facing Jack Henry and reviews mitigation options. The 
Audit and Compensation committees provide periodic 
reports to the Risk and Compliance Committee. The 
Risk and Compliance Committee presents consolidated 
reports and risk assessments to the entire Board.
Our Board of Directors takes ESG oversight very 
seriously and is committed to staying informed about 
current and emerging ESG-related matters. To support 
this effort, Jack Henry has supplied the Board and 
executive leadership with information on relevant 
environmental topics in one consolidated location.
Through our Environmental and Social Topics Materiality 
Survey, Jack Henry identified “environmental risk 
management strategy” as a material ESG topic. This 
year, Jack Henry furthered its progress in understanding 
our climate-related risks and opportunities by aligning 
with the Task Force on Climate-related Financial 
Disclosures’ recommendations. We partnered with a 
third party having expertise in this area to conduct an 
in-depth assessment. Read more about this work in the 
Commitment to Environment section.
Aligning Interests
The Board believes that significant stock ownership by 
Board members and members of senior management 
helps to align their interests with the interests of the 
company’s stockholders. Accordingly, the Board has 
established stock ownership guidelines that require 
Board members and senior management to hold 
Jack Henry shares of stock with a market value equal to 
a specified multiple of the individual’s salary in the case 
of management or of the annual base retainer in the 
case of Board members. The guidelines allow a five-
year period for each individual to achieve the ownership 
level after being first appointed to their position. Other 
than our newly appointed Director, who is still within the 
grace period, all individuals covered by this policy meet 
the ownership guidelines.
Investor Engagement
Kevin Williams, Chief Financial Officer 
and Treasurer, presents information 
to stockholders at the 2021 Annual 
Shareholders Meeting.
Jack Henry Board of Directors

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The corporate responsibility website is an avenue 
created to increase our transparency on ESG 
matters and enhance our interactions with current 
and prospective investors. Housed on the website 
is Jack Henry’s ESG Statement, which provides 
an overview of how we are incorporating ESG 
considerations into our business strategy and 
practices. Additionally, we have intentionally 
included updates on our progress with ESG efforts 
in our quarterly earnings calls, providing real-time 
feedback for analysts to consider.
We continue to use an open-door approach when 
communicating with our investors and analysts, 
while also observing communication restrictions during 
quiet periods and compliance with disclosure regulations 
such as Regulation Fair Disclosure. This year, Jack Henry 
participated in multiple investor conferences, providing 
insights into the way we run the organization. Our virtual 
2021 Analyst Day was well-attended and provided an 
in-depth exploration into Jack Henry operations through 
presentations delivered by executive leadership.
Additional Governance Materials
Jack Henry has posted several of our significant 
corporate governance documents on our website. 
There you will find copies of the current Corporate 
Governance Guidelines, the Code of Conduct, the 
Compensation Committee Charter, the Governance 
Committee Charter (with attached Nomination 
Policy), Audit Committee Charter, and the Risk and 
Compliance Committee Charter, as well as Jack Henry’s 
Certificate of Incorporation and Bylaws. Other investor 
relations materials are also posted, including Securities 
and Exchange Commission (SEC) reports, financial 
statements, and news releases.
Visit the Corporate
Responsibility Site

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Business as a Force for Good
In our inaugural Sustainability Report, we shared 
examples of how Jack Henry’s products and services can 
be a “force for good” in society. This belief is aligned 
with the “Statement on the Purpose of the Corporation,” 
developed in August 2019 at the Business Roundtable, 
and signed by 181 CEOs who are committed to leading 
their companies to the benefit of all stakeholders.
In 2020, Jack Henry established a partnership with the 
American Bankers Association (ABA) to support the 
“unbanked” accountholder and equip banks nationwide 
with Bank On-certified accounts. This year, Jack Henry 
delivered on its commitment by providing banks with 
detailed guidance on meeting Bank On requirements, 
as well as documentation, eLearning opportunities, 
and consulting services. Bank On was created by the 
Cities for Financial Empowerment Fund (CFE Fund), 
which works to ensure that everyone has access to a 
safe, affordable transactional banking account. Bank 
On accounts are designed to serve the unbanked and 
underbanked population with modern banking services, 
including robust transaction capabilities – such as 
debit or prepaid cards and bill pay – all at a low cost 
and without overdraft fees. According to the Federal 
Deposit Insurance Corporation (FDIC) National Survey 
of Unbanked and Underbanked Households, millions 
of Americans still operate their everyday lives and 
businesses on the sidelines of the financial mainstream. 
The Bank On movement aims to extend access 
and improve financial stability for Americans across 
the country.
We are proud to support our clients with innovative, 
reliable technology that allows them to serve their 
customers and members both in day-to-day life and in 
times of trial. Commonwealth Credit Union leveraged 
our Episys® core technology to serve its members 
impacted by the storms and tornadoes that caused 
an enormous amount of destruction in Kentucky 
in December 2021. Jack Henry’s Episys allowed 
Commonwealth Credit Union to administer personal 
loans for disaster relief and the flexibility to adjust loan 
terms for those in need with Episys Skip Payments™ 
functionality.
Jack Henry is proud to have joined several other 
organizations to cover the cost for minority depository 
institutions (MDIs) to join the Real-Time Payment (RTP®) 
network. The RTP network allows MDIs access to flexible, 
faster payments options that can help prevent missed 
payments and avoid late fees and penalties, among 
other things. MDIs often fund small businesses, and 
access to the RTP network allows those small businesses 
to offer payment on the same day to workers, as well 
as the option to purchase inventory or supplies on 
the same day. We believe that reducing the barriers 
to join the RTP network will enable more institutions 
to provide access to immediate payments for their 
customers and reduce the need for customers to use 
Commitment to
C O M M U N I T I E S
Encouraging our communities to 
flourish by connecting people 
with technology
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alternative banking services like check cashing or short-
term borrowing.
In 2020, the Coronavirus Aid, Relief, and Economic 
Security (CARES) Act was signed into law as an economic 
stimulus package with provisions for tax, health care, 
cash payments, and other economic relief designed 
to help businesses and their employees due to the 
COVID-19 pandemic. In response, our associates took 
an all-hands-on-deck approach, believing that this was 
our opportunity to help community-based financial 
institutions help save “Main Street” America. Under the 
Paycheck Protection Program (PPP), financial institutions 
have used Jack Henry’s technology to process 26,136 
lending transactions totaling $1.487 billion in funding.
Peapack-Gladstone Bank adopted Jack Henry Lending’s 
digital PPP solution to streamline and automate the 
process. With the digital solution, the bank processed 
approximately 1,500 applications in just a few days 
during round two of the PPP. Peapack-Gladstone Bank 
has been able to gain more than 800 new small business 
banking relationships throughout the pandemic, 
surpassing the previous three years combined. The 
bank has leveraged automations and efficiencies from 
Jack Henry to offer new services that help businesses 
recover and grow. The bank has added new features to 
support its business clients’ digital services, including 
the JHA Agiletics Escrow System™. Now, business 
customers can open, maintain, and close their own 
escrow subaccounts for multiple lines of business, such 
as property owner, tenant, attorney, real estate, and 
government relationships. The parameter-controlled 
system enables the bank to grant access and control 
directly to its customers, allowing them to manage 
unlimited types of escrow relationships. It simplifies 
operations while increasing accuracy, productivity, and 
compliance requirements.
As the COVID-19 pandemic continues to impact our 
day-to-day lives, access to user-centric and secure 
financial services remains a challenge for banks, credit 
unions, their customers, and their members. It is critical 
for financial institutions to ensure access to financial 
services and resources for all people. Jack Henry’s Banno 
Conversations™ minimizes the need for branch visits. 
This solution makes it easy for financial institutions to 
provide human-centered service regardless of where the 
accountholder or employee is located.
GREG SMITH
Senior Executive Vice President and President of 
Commercial Banking at Peapack-Gladstone Bank
Many of our peers had to 
shut down all new business 
development to manage forgiveness and 
PPP loans, but our automated efficiencies 
allowed us to focus on customer service 
and onboard new business clients. 
Along the way, our team learned a lot 
about the operational and administrative 
disadvantages of small businesses that not 
only hinder them on a day-to-day basis, but 
also hinder their ability to thrive and grow in 
the long term. We are constantly working to 
help businesses improve these processes.”
$1.487B
in funding from 26,136 
lending transactions under the 
Paycheck Protection Program
“Our key values for our digital culture are 
speed, openness, and autonomy. Jack Henry’s 
Banno Digital Platform has allowed us to 
improve processes, productivity, and customer 
experience, delivering direct value to our 
company and customers.”
KATHY STRASSER
COO/CIO of IncredibleBank

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Corporate Citizenship
Jack Henry seeks to strengthen connections between 
people and their financial institutions through 
technology and services that reduce barriers to 
financial health. One way that we do this is by giving 
back through industry organizations. In fiscal year 
2021, our associates reported volunteering nearly 
6,500 hours to industry and professional organizations 
including Electronic Payments Core of Knowledge 
(EPCOR), International Association of Financial Crimes 
Investigators (IAFCI), and the Association for Financial 
Technology (AFT). Our associates also volunteer with 
organizations specific to their professions including the 
Project Management Institute, the Society for Human 
Resource Management, and the Association of Certified 
Anti-Money Laundering Specialists.
Our associates’ generosity with their time extends 
to many local and national organizations in the 
communities in which Jack Henry operates. In fiscal year 
2021, over 500 associates reported donating upward 
of 70,500 hours of their personal time. According 
to the Value of Volunteer Time Methodology, the 
economic impact of our volunteer time equates to 
approximately $2 million.
I see volunteering as a way to forge 
new relationships, broaden my 
knowledge in the corresponding areas, 
and gain early insight into new trends 
and upcoming regulations.”
LINDEN BALLARD
Internal Auditor
Community stewardship initiative (CSI) teams are 
established at 15 of our largest office locations. These 
teams of volunteers organize events and donation 
opportunities to create avenues for associates to give 
back to their communities. Our CSI teams across the 
country have raised money in support of organizations 
geared to provide aid to those experiencing 
homelessness, food to children who experience food 
instability, and families in crisis.
With so much of our workforce working remotely due 
to COVID-19, our CSI teams got creative. For example, 
they offered virtual valentine and shamrock “grams,” 
raising money for food-insecure neighbors. Another 
CSI team mailed packets of seeds to associates with 
a charge to “go green” by planting vegetation. The 
San Diego CSI team stayed active giving back to the 
surrounding community, while adhering to COVID-19 
protocols. Associates have a tradition of decorating 
mini-holiday trees and donating them to a local assisted 
Associates decorated mini-holiday trees and donated them to 
a local assisted living facility.

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living facility with the hopes of 
bringing some cheer to residents. 
The Springfield, Missouri CSI team 
partnered with Human Resources 
to curate a giving opportunity for 
local philanthropic organizations 
through a leadership event 
for directors.
Several of our Business Innovation 
Groups have led fundraising 
campaigns in support of 
organizations aligned with their 
mission. For example, the Go 
Green BIG led a fundraising 
campaign for the National Forest 
Foundation (NFF) in August. The 
NFF’s mission is to bring people 
together to restore and enhance 
our national forests and grasslands. 
Today, the NFF provides 
Americans with 193 million acres 
of wildlands (about twice the area 
of California), which are crucial 
to removing carbon from the 
atmosphere. In partnership with 
our Veterans Business Innovation 
Group, the Springfield CSI team 
honored fallen soldiers by laying 
wreaths on their headstones at the 
Springfield National Cemetery in 
Springfield, Missouri. Associates 
across the company collectively 
helped raise more than $4,600 
for the Wreaths for Fallen Heroes 
project. Jack Henry and the Cook 
Family Foundation also made 
donations, which helped purchase 
over 1,000 wreaths to lay on the 
headstones. Additionally, the 
Mosaic BIG supported the Equal 
Justice Foundation, and the PRISM 
BIG donated to PFLAG.
Jack Henry has continued the 
tradition of offering annual 
conference participants the 
opportunity to donate to a worthy 
cause. This year, participants 
supported the American Red Cross 
by donating money and providing 
comfort kits. They also donated 
2,000 meals through Feeding 
America. Jack Henry has continued 
to make its corporate aircraft 
available to “mercy passengers,” 
passengers who are traveling 
for medical treatment, and to 
the Corporate Angel Network, 
supporting passengers who are 
traveling for cancer treatment.
As part of our community 
engagement with the next 
generation of talent, we have 
continued our involvement with 
the Missouri-based GO CAPS 
student program in Monett, 
Missouri. These Centers for 
Advanced Professional Studies 
programs are nationally 
recognized, innovative high school 
programs. Our associates work 
with these students to help them 
gain hands-on experience and 
explore careers in technology. 
We also hosted a business boot 
camp by working with a group of 
students who were presented with 
a business problem for which they 
had to make recommendations. 
As part of this boot camp, 
Jack Henry associates mentored 
these students and offered 
suggestions and feedback on 
their business case. In April 2021, 
we participated in virtual mock 
interviews with the GO CAPS 
students, providing them with an 
opportunity to participate in a 
professional interview, gain insight, 
and receive feedback on how to 
improve. Involvement with the GO 
CAPS program has led to a steady 
stream of call center hires.
Jack Henry and our associates 
contribute monetary donations 
to several local and national 
philanthropic organizations. In 
accordance with our Code of 
Conduct, we choose to direct 
corporate donations to accredited 
501(c)(3) organizations and have 
not directed donations toward 
political purposes.
Jack Henry associates volunteered to pack 2,000 meals that were donated to Feeding 
America by attendees of the Jack Henry Annual Conference.

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CLIMATE RISK ASSESSMENT AND 
MANAGEMENT PROCESS:
Evaluating the relative sensitivity of  
climate-related risks for critical suppliers
Developing a materiality matrix to visualize 
climate-vulnerable hotspots
Completing a high-level financial screening 
for climate-related risks and opportunities
Preparing for future disclosure in alignment 
with the Task Force on Climate-related 
Financial Disclosures’ guidance
Conducting climate risk screening for 
physical and transition risks
At Jack Henry, doing the right thing is embedded 
in our culture and it includes our responsibility to 
protect the environment. Since the publication of our 
inaugural Sustainability Report, we have advanced 
our management of material environmental matters 
significantly.
Environmental Risk 
Management Strategy
Through our Environmental and Social Topics Materiality 
Survey, Jack Henry identified environmental risk 
management strategy as a material Environmental, 
Social, Governance (ESG) topic. As we have matured our 
ESG practices, we have chosen to focus on climate risk 
management strategy and environmental compliance.
CLIMATE RISK MANAGEMENT STRATEGY
We recognize that business risk resulting from climate 
change constitutes a key component of our risk 
management strategy due to increasing severe weather 
events along with market and regulatory changes 
that may prove disruptive to our business. Jack Henry 
engaged a third party to assess climate-related risks, 
including acute and chronic physical risks (e.g., floods, 
wildfires, extreme heat) and transition risks (e.g., 
greenhouse gas pricing and regulation, changing 
client expectations). This effort also seeks to identify 
and capitalize on climate-related opportunities like 
energy efficiency, operational cost savings, and business 
diversification activities.
Commitment to the
E N V I R O N M E N T
Pursuing environmentally friendly 
practices to support a strong 
future for us all
08

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We administered a survey to 
leadership with the goal of 
identifying and assessing our 
vulnerability to material climate-
related risks. The survey deepened 
our understanding of how 
executive leadership perceives 
climate-related threats relative to 
other business risks and uncovered 
data to inform sensitivity 
screenings for our operations and 
supply chain. The risks associated 
with extreme weather events 
will likely influence the financial 
institutions we support as well.
Historically, Jack Henry has 
managed climate-related risks, 
including disaster recovery, in 
our risk hierarchy with regular 
reports provided to management, 
executive leadership, and the 
Board. This year, Jack Henry 
established a quarterly discussion 
of ESG matters with the Board, and 
functional managers also monitor 
and plan for climate-related risks 
through quarterly risk reviews. 
Our long-term strategy is to make 
decisions that build resiliency 
into our business operations 
so that we adapt and succeed 
when confronted with direct and 
indirect effects of climate change. 
Through this journey, we will take 
steps to refine our climate risk-
management strategy and further 
align with leading frameworks, 
such as the Taskforce for Climate-
related Financial Disclosure 
(TCFD). Review the Data 
Disclosure summary included in 
the appendix for more information 
on Jack Henry’s climate-related risk 
management strategy.
ENVIRONMENTAL COMPLIANCE
Jack Henry is committed to 
promoting a clean environment, 
and we understand that 
compliance in this area is the 
cornerstone of environmental 
sustainability. Building upon 
efforts completed in 2020, we 
engaged a third-party to assess 
our headquarters and our airport 
hangar in Monett, Missouri, for 
environmental, health, and safety 
compliance obligations. As a 
result, Jack Henry is working to:
•	Address environmental 
compliance best practice 
opportunities
•	Create legal registers for each 
location to help bolster our 
understanding of applicable 
environmental, health, and 
safety obligations
•	Document applicable local, 
state, and federal environmental, 
health, and safety regulatory 
requirements
•	Determine required actions 
and the required frequency of 
completing these actions
We used these assessments 
as learning opportunities to 
broadcast to our other facilities. 
Proactively reviewing our 
environmental, health, and safety 
compliance is best practice and 
demonstrates our commitment to 
ensuring that we are continuing to 
do the right thing.
At Jack Henry, we believe that 
our associates, vendors, and 
contractors all have a role to play 
in supporting the company’s 
sustainability efforts. In 2021, we 
published our Environmental 
Policy which outlines our 
commitment to environmental 
compliance and stewardship. 
We updated our Vendor Code 
of Conduct to include our 
expectations that vendors comply 
with our environmental policy and 
establish a management system 
that prioritizes health and safety 
and, ultimately, reduces risk.
GHG Emissions Inventory
SCOPE 1 AND SCOPE 2 
GREENHOUSE GAS EMISSIONS
Jack Henry conducted a Scope 
1 and 2 greenhouse gas (GHG) 
inventory for fiscal year 2021. The 
project was completed by a third-
party consultant in accordance with 
the World Resources Institute’s 
Greenhouse Gas Protocol. 
Jack Henry used our established 
GHG inventory management plan 
to ensure consistency in how we 
calculate GHG emissions from 
our operations. We prioritize data 
integrity and voluntarily completed 
an internal audit of our data used 
to calculate GHG emissions. 
This is considered best practice, 
and the audit resulted in minor 
adjustments to this data, which 
is reflected in the calculations 
disclosed in this report. Jack Henry 
seeks to monitor and assess 
our environmental impacts and 
has taken action to develop a 
low-carbon transition plan to 
strategically reduce our emissions.
Consistent with previous fiscal 
years, we gathered fiscal year 
2021 data from our offices, data

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centers, and our tracked business travel. Emissions 
were estimated from facilities that are part of lease 
agreements where Jack Henry does not pay invoices and 
are reported as metric tons of carbon dioxide (MTCO2e). 
The boundary of our inventory includes:
Scope 1: Direct GHG emissions that Jack Henry 
generates from fuel combustion at facilities and from 
company-owned aircraft and vehicles
Scope 2: Indirect GHG emissions created by purchased 
electricity, heat, and steam
total emissions and all data centers have experienced 
emissions reductions due to grid greening. We 
anticipate further emissions reduction in data centers as 
the decarbonization of electricity grids continues.
An analysis of GHG emissions per full-time associate 
shows a steady emissions intensity reduction per 
associate from fiscal year 2019 to fiscal year 2021, while 
headcount growth has remained relatively flat. Over 95% 
of associates continue to work virtually due to COVID-19 
and we have seized the opportunity to assess business 
needs and associates work environment preferences 
during this season. As a result of this analysis, we 
anticipate “right-sizing” our amount of office space 
and shrinking our Scope 1 and 2 GHG emissions 
further over time.
TOTAL SCOPE 1 & 2 GHG EMISSIONS BY 
METRIC SUBCATEGORY
Natural Gas
3%
Kerosene-Type 
Jet Fuel
5%
Propane
0%
Gasoline Vehicles
0%
Purchased Electricity
92%
Reduction in total Scope 1 and 2 GHG 
emissions driven by:
16.66%
TOTAL GHG EMISSIONS FISCAL YEAR-OVER-YEAR
50.0
40.0
30.0
20.0
10.0
0.0
Thousands
Metric Tonnes CO2e
FY 2019
FY 2020
FY 2021
0%
-3.59%
-16.66%
  Scope 1
  Scope 2
Cumulative
% Change:
In fiscal year 2021, Jack Henry’s total Scope 1 and 2 GHG 
emissions were reduced by 13.55% below our fiscal year 
2020 levels and 16.66% below fiscal year 2019 levels.
Purchased electricity continues to account for most 
of our Scope 1 and 2 GHG emissions at 92%. Data 
centers contribute approximately 53% of Jack Henry’s 
TOTAL EMISSIONS PER FULL-TIME EMPLOYEE
7.00
6.00
5.00
4.00
3.00
2.00
1.00
0.00
(MTCO2e/FTE)
Intensity
FY 2019
6.46
5.93
5.15
FY 2020
FY 2021
Fewer business flights
Reduced electrical consumption, 
rightsizing, and office closures
Greening of the utility grid

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SCOPE 3 GHG EMISSIONS
We recognize that the impact of our operations is not 
limited to only Scope 1 and 2 GHG emissions. In fiscal 
year 2021, Jack Henry took a significant step forward in 
our environmental stewardship journey by voluntarily 
completing a Scope 3 GHG emissions screening. 
The Scope 3 screening allowed us to analyze where 
the largest amounts of GHG emissions occur within 
our supply chain, improve energy efficiency, identify 
potential cost reductions, and engage with suppliers 
on climate change issues. Furthermore, the Scope 3 
screening results will be used to form our efforts to set 
an appropriate carbon reduction target and establish a 
low carbon transition plan.
Our screening revealed that purchased goods and 
services account for approximately 75% of our Scope 
3 emissions. We signaled to vendors our ambition 
to reduce our supply chain carbon footprint by 
introducing environmental performance expectations, 
including GHG emissions transparency, to our Vendor 
Code of Conduct.
Data Center Environmental 
Considerations
Environmental considerations are a key component 
of our strategic and operational planning for our data 
centers. In our 2020 Sustainability Report, we discussed 
how our two primary data centers were designed with 
environmental sustainability and operational efficiency 
in mind. Operational efficiency is considered during 
every equipment upgrade, with the goal of improving 
our power usage effectiveness (PUE). Power draw and 
capacity density are key considerations for determining 
the strategic direction for storage and computer 
hardware. Increasing density allows business demands 
to be met with fewer physical pieces of hardware. 
Reducing power draw has a direct impact on the amount 
of equipment we can effectively run within a data center. 
The combination of these two factors allows us to 
provide more capacity and performance with the same, 
or less, power draw.
TOTAL SCOPE 1 & 2 GHG EMISSIONS VS. TOTAL ANNUAL REVENUE
  Total MTCO2e
  Total Annual Revenue
44
42
40
38
36
34
32
30
$1.8B
$1.75B
$1.7B
$1.65B
$1.6B
$1.55B
$1.5B
$1.45B
$1.4B
Thousands
Total MT CO2e
Total Annual Revenue
FY19
FY20
FY21
41,902.84
40,398.07
34,923.77
$1,552,691,000
$1,697,067,000
$1,758,225,000
We are pleased to share that our revenue continues to increase while our GHG emissions steadily decrease.

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Environmental 
Sustainability Initiatives
GO GREEN BUSINESS 
INNOVATION GROUP (BIG)
Our BIGs are company-sponsored, 
associate-led groups that provide 
a collaborative platform to 
exchange ideas and thoughts 
that help address business 
challenges. In 2021, Jack Henry 
launched our sixth BIG, Go 
Green, whose mission is to 
accelerate Jack Henry’s progress 
with environmental stewardship 
efforts. Go Green seeks to 
identify environmentally friendly 
practices that honor Jack Henry’s 
commitments to clients and 
associates, while taking a leading 
role in stewarding the natural 
resources we share with those in 
our communities.
An initial interest meeting for Go 
Green was held in January 2021. 
As the Go Green leadership team 
prepared for launch, they anchored 
to the idea of “dream big, start 
small, scale fast.” In just over three 
months, on Earth Day, Go Green 
officially launched with over 200 
founding members and a maple 
tree was planted to commemorate 
the milestone at the Monett, 
Missouri, campus. Membership has 
since grown by 50% and Go Green 
boasts a highly active membership 
base. Go Green has adopted Maya 
Angelou’s mantra to “do the best 
you can until you know better, 
then when you know better, do 
better,” with a firm commitment 
to meet associates exactly where 
they are on their eco-journey 
without judgment.
The work of Go Green benefits 
both Jack Henry and the planet, 
and positively affects associates on 
a personal level as the boundary 
continues to blur between home 
and office. While corporate 
“environmental clubs” are 
worthwhile, Jack Henry’s Go Green 
BIG has taken a leading posture in 
the corporate ESG sphere because 
this group is as tied to business 
innovation as it is to environmental 
stewardship. Go Green is closely 
aligned with Jack Henry’s strategic 
environmental goals and creates 
a mechanism for associates to 
surface ideas and get involved.
Go Green hosted a well-attended, 
three-part educational series 
focused on “reduce,” “reuse,” 
and “recycle.” Go Green and 
JHAnyWhere BIG members 
organized and implemented 
a community cleanup week 
challenge in September. Several 
other “challenges” took place 
throughout the year including 
a car-free day and low-lights 
lunch. Go Green developed an 
electricity reduction resource that 
highlights how associates can 
reduce their electricity usage at 
their workstations and in their 
home offices. To complement the 
resource, Go Green started a one-
year project of inviting associates 
The launch of Go Green 
Business Innovation Group has 
been an exciting portal into 
the ingenuity and collaboration 
woven into our associates. We 
have used our internal networks 
and contacts to start some 
powerful education and tangible 
changes for our colleagues. 
The support from corporate 
leadership has been immediate 
and abundant. We are looking 
forward to our next full year as 
an eco-innovation force.”
KARI SOWERS
Senior Corporate Counsel and 
President of Go Green BIG
Do the best you can 
until you know better, 
then when you know 
better, do better.”
MAYA ANGELOU

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to report electricity usage at home to measure 
the impact of reduction efforts over time. These 
opportunities are low effort and intended to inspire 
associates to adopt more eco-friendly habits.
ENVIRONMENTAL STEWARDSHIP
Jack Henry selected an e-waste management vendor 
that follows the Responsible Recycling/Recycling 
Industry Operating Standards (R2/RIOS™), which 
represent the highest industry standards for worker 
health and safety, environmental protection, and data 
security. Consistent with our expectations that vendors 
keep sustainability at the forefront of their operations, 
our e-waste management vendor provides us with 
regular reporting on relevant sustainability metrics 
specific to our partnership.
We have continued progress on the environmental 
stewardship initiatives highlighted in our 2020 
Sustainability Report including LED light replacements, 
swapping end-of-life equipment for more energy-
efficient upgrades, reducing single-use plastics, and 
recycling. This year, we added a “Go Green” section to 
our company store where associates can easily purchase 
environmentally friendly Jack Henry gear.
In addition to the opportunity to participate in strategic 
projects, Go Green members are invited to attend 
membership meetings. Membership meeting agendas 
are designed to support members in understanding 
Jack Henry’s history and future trajectory for 
environmental efforts. For example, our Vice President 
of Travel, Brian Hunter, shared information about how 
his team identified a fuel conservation method involving 
single engine taxiing that has since been adopted by 
the aircraft manufacturer, who made this available to all 
operators as a standard operating procedure. 
STRATEGIC PROJECTS:
On Earth Day 2021, a maple tree was planted at our headquarters in 
Monett, Missouri, to commemorate the launch of our Go Green Business 
Innovation Group.
GO GREEN’S 
Light Bulb Moment: Corporate 
and personal reduction of electricity 
usage and “cleaner” energy use
There and Back Again: Corporate 
and personal transit upgrades
Please Try This at Home: Making 
the home environment greener 
and eco-friendlier
Desk-onomics: Optimizing space 
with the environment in mind
Get the Word Out: Evangelizing 
Go Green opportunities
Green Beret: Short-term 
environmental projects

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Our travel team has intentionally engaged our Go 
Green BIG to increase collaboration with – and apply 
ideas from – our associates who are invested in 
improving our environmentally friendly travel practices. 
We talked extensively about the environmentally 
friendly practices our travel team employs in our 2020 
Sustainability Report.
Jack Henry is monitoring developments around 
sustainable aviation fuel (SAF) for future use in our 
corporate aircraft. SAF is widely viewed as a critical 
resource to reducing GHG emissions but there is 
not currently enough SAF produced for general 
availability. At the 2021 National Business Aviation 
Association Sustainability Conference, the National 
Air Transportation Association’s President and CEO, 
FUEL-EFFICIENCY
Our owned aircraft are extremely fuel-efficient jets, 
burning up to 19% less fuel per flight hour than 
their closest competitors, while also providing the 
largest cabin in their category with room for up to 
nine passengers.
CONSTRUCTION
The aircraft make use of lightweight composites in 
their construction and advanced avionics that allow 
for greater payload carrying capacity, increased 
range, and improved runway performance. This 
allows the aircraft to fly at higher altitudes, providing 
more efficient and safe routing, and greater access 
to remote locations not served by commercial travel.
TRAINING 
Crew members are trained from day one to prioritize 
fuel management and fuel optimization. As a result, 
Jack Henry consistently experiences lower fuel burns 
than manufacturer performance specifications.
SUSTAINABLE AIRCRAFT AND OPERATIONS 
PRACTICES INCLUDE:
OPERATIONAL TECHNIQUES
Our pilots exercise operational techniques such 
as single-engine taxiing and use of electric 
power when on the ground. Where possible, we 
perform noise abatement procedures to not only 
reduce noise exposure to airport tenants and 
surrounding communities, but also to reduce fuel 
use and CO2 output.
FLIGHT PROFILES
We developed unique climb and descent profiles 
that maximize the performance capabilities of the 
aircraft and reduce overall time spent in lower- 
and mid-altitudes where fuel burns are highest.
PLANNING
Jack Henry pilots spend considerable time 
carefully planning flight routing and fuel strategies 
that limit the overall duration of trips and optimize 
the flight schedule to the benefit of travelers and 
the company.
Jack Henry associate and pilot, Joshua Owen.
Timothy Obitts, noted efforts to expand annual 
United States production of SAF from less than two 
million gallons currently, to three billion gallons by 
2030, and then to meet 100% of business aviation’s 
turbine fuel needs by 2050. As the marketplace for SAF 
becomes more competitively mature, we plan to seize 
opportunities to transition to using SAF to further drive 
down our emissions intensity for our aircraft.

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09
Through our collective corporate responsibility efforts, 
we seek to maximize shareholder value while pursuing 
positive social and environmental outcomes, and 
good governance practices. With the business case for 
environmental, social, and governance (ESG) matters 
firmly established and our first Sustainability Report 
published, Jack Henry is well-positioned to mature 
our ESG efforts. We seek to appropriately address 
the growing expectations from our stakeholders for 
increased transparency and demonstrated progress.
For more information, please visit us at jackhenry.com. 
If you have questions or comments, please contact us.
C L O S I N G  R E M A R K S
JACK HENRY’S CONTINUED 
FOCUS ON CORPORATE 
RESPONSIBILITY IS CRUCIAL 
TO OUR ABILITY TO DELIVER 
LONG-TERM VALUE TO OUR 
SHAREHOLDERS.”
CRAIG MORGAN
General Counsel and Secretary
discover.jackhenry.com/corporate-responsibility
CORPORATE RESPONSIBILITY WEBSITE
Visit Jack Henry’s corporate responsibility website 
to view our ESG Statement, related policies, and 
sustainability reports.

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10
Accounting Metric
SASB Code
Response
(1) Total energy 
consumed, (2) 
percentage 
grid electricity, 
(3) percentage 
renewable
TC-SI-
130a.1.
(1) 251,665.81 GJ
(2) 82%
(3) While all our electricity is purchased from the grid, we are in the process of 
evaluating locations for renewable power purchase agreements and green power 
products.
(1) Total water 
withdrawn, (2) total 
water consumed, 
percentage of each 
in regions with high 
or extremely high 
baseline water stress
TC-SI-
130a.2.
(1) Total water withdrawn data is not available.
(2) Consumption data not available; however, since we do not produce products, we 
expect this to be minimal. Based on the World Resources Institute’s Water Risk Atlas 
Tool, Aqueduct, we understand that 13.7% of our sites are in regions experiencing 
high or extremely high baseline water stress.
Discussion of the 
integration of 
environmental 
considerations into 
strategic planning for 
data center needs
TC-SI-
130a.3.
Environmental considerations are a vital component of our strategic and operational 
planning for our data centers. In 2020, we voluntarily engaged an external 
consultant to assess our primary data centers in Allen, Texas, and Branson, Missouri, 
for environmental compliance. Operational efficiency is considered during every 
equipment upgrade, with the goal of improving our Power Usage Effectiveness (PUE). 
As part of our commitment to improve performance and efficiency of our operations, 
we initiated a multi-year data consolidation plan. Since initiating this plan, we have 
shut down eight computer rooms located in office buildings, which has reduced our 
energy consumption and operating expenses at those locations.
A P P E N D I X
Sustainability Accounting Standards Board (SASB) Disclosures
ENVIRONMENTAL FOOTPRINT OF HARDWARE INFRASTRUCTURE

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Accounting Metric
SASB Code
Response
Description of 
policies and practices 
relating to behavioral 
advertising and user 
privacy
TC-SI-
220a.1.
Jack Henry complies with statutory and regulatory obligations for information 
requests and public disclosures of data privacy and security. Our internal data 
regarding privacy and security is confidential. See the Commitment to Clients 
section for more information on how we handle privacy and security.
Number of users 
whose information is 
used for secondary 
purposes
TC-SI-
220a.2.
Jack Henry complies with statutory and regulatory obligations for information 
requests and public disclosures of data privacy and security. Our internal data 
regarding privacy and security is confidential. See the Commitment to Clients 
section for more information on how we handle privacy and security.
Total amount of 
monetary losses 
as a result of 
legal proceedings 
associated with user 
privacy
TC-SI-
220a.3.
Jack Henry complies with statutory and regulatory obligations for information 
requests and public disclosures of data privacy and security. Our internal data 
regarding privacy and security is confidential. See statement on data security for 
more information on how we handle privacy and security.
(1) Number of law 
enforcement requests 
for user information, 
(2) number of users 
whose information 
was requested, (3) 
percentage resulting 
in disclosure
TC-SI-
220a.4.
Jack Henry complies with statutory and regulatory obligations for information 
requests and public disclosures of data privacy and security. Our internal data 
regarding privacy and security is confidential. See statement on data security for 
more information on how we handle privacy and security.
List of countries 
where core 
products or services 
are subject to 
government-required 
monitoring, blocking, 
content filtering, or 
censoring
TC-SI-
220a.5.
Jack Henry solutions and services are developed for and deployed in the United 
States of America. Most of these solutions and services face the end user financial 
institution through a dedicated virtual private network, and as such, would not be 
subject to any monitoring, blocking, content filtering, or censoring. Regarding those 
solutions which are directed toward and are visible to customers and members of 
financial institutions, the information collected and displayed is not of a nature that is 
generally subject to monitoring, blocking, content filtering, or censoring, regardless 
of where they may be viewed or accessed.
DATA PRIVACY & FREEDOM OF EXPRESSION

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Accounting Metric
SASB Code
Response
(1) Number of 
data breaches, (2) 
percentage involving 
personally identifiable 
information (PII), 
(3) number of users 
affected
TC-SI-
230a.1.
Jack Henry complies with statutory and regulatory obligations for information 
requests and public disclosures of data privacy and security. Our internal data 
regarding privacy and security is confidential. See the Commitment to Clients 
section for more information on how we handle privacy and security.
Description of 
approach to 
identifying and 
addressing data 
security risks, 
including use of third-
party cybersecurity 
standards
TC-SI-
230a.2.
Jack Henry has an established information and cybersecurity program that 
incorporates industry standard frameworks and policies, procedures, and practices 
designed to protect the confidentiality and privacy of Jack Henry and client 
information. The main components of this program include:
•	A multi-layer, defense-in-depth approach to security
•	A systematic, strategic approach to secure system design and development
•	Comprehensive cybersecurity threat and vulnerability analysis and management
•	Cybersecurity monitoring with well-defined and rehearsed incident response 
policies
•	Information security governance and oversight designed to support the reduction 
of security risk and cost, satisfy security and privacy legal and regulatory 
requirements, and increase resource efficiency
•	A robust annual security awareness and training program for all associates
•	Additional in-depth training offered to “high-risk” associates and executives who 
are more likely to be targeted in cyberattacks
In support of this information and cybersecurity program, Jack Henry systems and 
services undergo regular reviews performed by the same regulatory agencies that 
review financial institutions, including:
•	Consumer Financial Protection Bureau
•	Federal Reserve Board
•	Federal Deposit Insurance Corporation
•	National Credit Union Association
•	Office of the Comptroller of the Currency
Additional external reviews assess and identify security gaps or flaws in controls 
and monitor the effectiveness of our security program. Critical services provided to 
our clients are subject to annual reviews by independent auditors for System and 
Organization Controls 2 (SOC2) for Service Organizations. These SOC2 reports are 
made available via the For Clients portal for all clients.
We hold an information security risk insurance policy.
Leadership briefs the Risk and Compliance Board committee monthly, and the full 
Board quarterly on information security matters.
DATA SECURITY

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Accounting Metric
SASB Code
Response
Percentage of 
employees that are 
(1) foreign nationals 
and (2) located 
offshore
TC-SI-
330a.1.
(1) 2% of Jack Henry associates are foreign nationals.
(2) .04% of Jack Henry associates are located offshore.
Employee 
engagement as a 
percentage
TC-SI-
330a.2.
Our 2021 average engagement index score calculation was 83% and was provided 
by our third-party administrator. Jack Henry’s average engagement score is above 
the benchmark of like organizations as defined by the third party. Effective July 1, 
2021, Jack Henry initiated a continuous listening strategy with a new third party. This 
method uses continuous employee surveys versus a singular point-in-time survey to 
measure engagement.
Percentage of gender 
and racial/ethnic 
group representation 
for (1) management, 
(2) technical staff, 
and (3) all other 
employees
TC-SI-
330a.3.
46.3% of Jack Henry associates identify their gender as female and 53.7% identify 
their gender as male. 19.2% of Jack Henry associates identify as non-white and 
79.9% identify as white. 0.9% elected not to disclose their ethnic identity. Three 
Jack Henry Board members identify as female and two identify as a member of 
an underrepresented racial or ethnic group. We are working toward achieving 
consistency in how role types are defined for further breakout of this data. Jack Henry 
will continue to monitor guidance from the SEC to understand their reporting 
expectations and make progress in aligning with those expectations moving forward.
RECRUITING & MANAGING A GLOBAL, DIVERSE & 
SKILLED WORKFORCE
INTELLECTUAL PROPERTY PROTECTION & 
COMPETITIVE BEHAVIOR
Accounting Metric
SASB Code
Response
Total amount of 
monetary losses 
as a result of 
legal proceedings 
associated with 
anticompetitive 
behavior regulations
TC-SI-
520a.1.
Jack Henry is committed to ensuring that our values align with the highest level 
of ethical business practices. Our associates have all received enhanced training 
regarding appropriate business conduct and anticompetitive behavior. Jack Henry 
complies with regulatory obligations of public disclosure of certain legal proceedings. 
We decline to disclose further information on legal proceedings outside of these 
required disclosures.

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Accounting Metric
SASB Code
Response
Number of (1) 
performance issues 
and (2) service 
disruptions; (3) total 
customer downtime
TC-SI-
550a.1.
Jack Henry understands that any failure to deliver reliable, effective, and secure 
services to our clients and partners exposes us to significant business risks including 
additional development and remediation costs, potential loss of clients, negative 
publicity, and potential liability claims. Given the sensitive nature of the data we 
handle on behalf of our clients, Jack Henry cannot disclose the details of our business 
continuity and disaster recovery plans.
Description of 
business continuity 
risks related to 
disruptions of 
operations
TC-SI-
550a.2.
Jack Henry maintains a corporate commitment to deliver reliable services to our 
clients. We understand our financial institutions expect continuous availability for 
critical applications. We focus on identifying and mitigating the technological and 
environmental risks that may interfere with our ability to deliver services to our 
clients. The Enterprise Continuity Program, which includes business continuity and 
disaster recovery planning, provides well-defined policies and procedures to facilitate 
business and disaster recovery. Incident response and crisis management plans 
have been designed to prepare for, detect, respond to, and recover from cyber and 
physical threats at Jack Henry in a timely and coordinated fashion.
For more information, please see our 10-K and proxy statement.
MANAGING SYSTEMIC RISKS FROM 
TECHNOLOGY DISRUPTIONS
Activity Metric
Response
(1) Number of licenses 
or subscriptions, (2) 
percentage cloud-based
Jack Henry understands that any failure to deliver reliable, effective, and secure services to our 
clients and partners exposes us to significant business risks including additional development and 
remediation costs, potential loss of clients, negative publicity, and potential liability claims. Given 
the sensitive nature of the data we handle on behalf of our clients, Jack Henry contractually cannot 
disclose the number of licenses, subscriptions, or our hosting arrangements for data we control 
and maintain.
(1) Data processing 
capacity, (2) percentage 
outsourced
Jack Henry understands that any failure to deliver reliable, effective, and secure services to our 
clients and partners exposes us to significant business risks including additional development and 
remediation costs, potential loss of clients, negative publicity, and potential liability claims. Given 
the sensitive nature of the data we handle on behalf of our clients, Jack Henry cannot contractually 
disclose the processing capacity and any outsourcing arrangement data we are contracted to 
control and/or maintain.
(1) Amount of data 
storage, (2) percentage 
outsourced
Jack Henry understands that any failure to deliver reliable, effective, and secure services to our 
clients and partners exposes us to significant business risks including additional development and 
remediation costs, potential loss of clients, negative publicity, and potential liability claims. Given 
the sensitive nature of the data we handle on behalf of our clients, Jack Henry cannot contractually 
disclose our server capacity and any outsourcing arrangement for data we control and/or maintain.

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Task Force on Climate-related Financial Disclosures (TCFD)
Jack Henry and Associates, Inc. (Jack Henry) is committed to pursuing environmentally friendly practices for a low-carbon 
and sustainable future. We have prepared this report to disclose our actions around climate governance, strategy, risk 
management, and metrics and targets in-line with the recommendations of the Task Force on Climate-related Financial 
Disclosures (TCFD). This is our first TCFD-aligned report, and we plan to update it in the future as new information 
becomes available.
GOVERNANCE
Disclose the organization’s governance around climate-related risks and opportunities.
a) Describe the Board’s oversight of climate-related risks and opportunities.
As part of its responsibilities, our Board oversees the assessment of our major business risks and opportunities and the 
measures we take to mitigate and address such risks and opportunities. The Board has oversight of all Environmental, 
Social, and Governance (ESG) topics, including climate-related risks and opportunities.
b) Describe management’s role in assessing and managing climate-related risks and opportunities.
The members of the Board, as well as the executive officers and all other employees, contractors, vendors, and business 
partners of Jack Henry are subject to and responsible for compliance with the Jack Henry Code of Conduct. The Code 
of Conduct contains policies and practices for the ethical and lawful conduct of our business, as well as procedures for 
confidential investigation of complaints and discipline of wrongdoers. It is Jack Henry’s policy to comply with all applicable 
laws, including – without limitation – employment, discrimination, health, safety, securities, and environmental laws. 
We seek to ensure oversight and correction of our operations by using grievance mechanisms, tracking incidents 
and corrective action, carrying out remedial action processes regularly, and enforcing our Affirmative Action Plan. 
Jack Henry has posted several of our significant corporate governance documents on our website (e.g., Corporate 
Governance Guidelines, the Code of Conduct, the Governance Committee Charter, and the Risk and Compliance 
Committee Charter). Other investor relations materials are also posted, including SEC reports, financial statements, and 
news releases.
Finally, response to extreme weather events and other natural disasters falls on Jack Henry’s Enterprise Risk Management 
and Business Resiliency teams. Jack Henry’s response to extreme weather events and other natural disasters is guided by 
an Incident Response Plan that has been designed to minimize the impact of these events on operations. Jack Henry’s 
Enterprise Risk Management and Incident Management team is responsible for the implementation and execution of 
these plans, as needed, during an event.
STRATEGY
Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s 
businesses, strategy, and financial planning.
a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and 
long term.
Our Board performs risk oversight primarily through the Risk and Compliance, Audit, and Compensation committees as 
outlined in our Corporate Governance Guidelines. The Board assesses major risks facing Jack Henry and reviews options 
for their mitigation. The Audit and Compensation committees deliver periodic reports regarding their risk assessments to 
the Risk and Compliance committee, and the Risk and Compliance committee reports the consolidated risk assessments 
to the Board.

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In 2021, Jack Henry and Associates conducted a physical and transition risk assessment for our facilities and employees 
in coordination with a third-party consultant. Jack Henry screened 51 facility locations and geographic locations with 
significant clusters of associates working remotely totaling 1,362 individuals.
Jack Henry has identified several climate-related opportunities, detailed below. Further, Jack Henry’s Low Carbon 
Transition Plan will chart an achievable course for GHG reduction efforts.
Risk Type
Risk Mitigation Achievements
Physical
•	Critical facility redundancy: If one facility’s operations are disrupted, critical functions can be distributed to 
several other facilities.
•	Backup power generation at all critical facilities.
•	Facilities in areas at risk to tornadoes fortified to withstand F5 tornado impacts.
Transition
•	Low carbon transition plan underway to identify goals and targets for GHG reduction.
•	No exposure to carbon-related credit risk.
Given that our operations are entirely located within the United States, Jack Henry relied on the FEMA National Risk 
Index for Natural Hazards to conduct the physical risk screening. For transition risks, Jack Henry identified states or cities 
with local net-zero Greenhouse Gas (GHG) commitments or 100% renewable energy commitments.
Jack Henry’s facilities are resilient, and our operations prepared for both chronic and acute physical risks. A summary of 
Jack Henry’s short-term exposure to physical risks is below, expressed in terms of the percentage of locations exposed 
to each risk:
Potential Risks
Locations Exposed
Wildfires
0%
Drought/Water Stress
0%
Coastal Floods and Hurricanes
6%
Cold Waves
6%
Riverine and Inland Flooding
9%
Heat Waves
20%
Tornadoes
50%
In the short term (0-2 years), Jack Henry found that our most substantial climate-related business risks are acute physical 
risks, including tornadoes, heat waves, riverine and inland floods, and hurricanes. These acute physical risks, if left 
unmitigated, have the potential to take Jack Henry facilities and data centers offline. However, as described in the 
“managing climate risks” section, Jack Henry has made significant investments in facility resiliency and redundancy to 
mitigate these risks across our assets.

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In the medium term (2-10 years), the expectation is that acute physical risk exposure at our facilities will intensify as climate 
change occurs. Jack Henry will need to develop specific mitigation measures for our most critical facilities so that we are 
prepared for these events. Our facilities are not as exposed to chronic physical risks given their locations primarily away 
from coasts, and we believe that we have sufficient geographic distribution of critical employees and functions to mitigate 
chronic physical risk exposure in the medium term.
In the long term (more than 10 years), Jack Henry may be exposed to increasing transition risks that come along with 
aggressive and rapid decarbonization efforts. We are conducting an analysis of our GHG data to determine appropriate 
carbon reduction targets and develop a plan to achieve those targets.
Like every business, Jack Henry will face increasing challenges from climate-related risks in the coming years and decades. 
However, we have made consistent and significant investments in resiliency to ensure continuity of operations. Further, our 
greenhouse gas strategy will be rooted in the need to mitigate transition risks and lead on carbon reduction efforts.
b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and 
financial planning.
As part of Jack Henry’s ESG approach, we previously identified four material ESG topics related to the environment 
through a materiality survey: 1) GHG emissions; 2) environmental risk management/strategy development; 3) 
environmental compliance and occupational health and safety; 4) data center environmental considerations. In 2021, we 
initiated a third-party led climate-related risk and opportunity assessment that will be used to inform future strategy and 
financial planning.
Jack Henry believes that our strength in mitigating physical risks to our operations and customer experience represents 
a significant climate-related opportunity and will make us the vendor of choice in the financial services technology field 
given our strong track record of maintaining operational continuity. As extreme weather events increase and chronic 
physical risks render it harder to conduct business, Jack Henry will continue to place strong focus on facility resiliency and 
continuity of service.
Jack Henry has identified climate-related physical and transition risks that could lead to impacts on our business if left 
unmitigated. We have taken significant action to mitigate climate-related risks because we understand the potential 
impacts. For example, acute physical climate risks that damage our infrastructure could lead to revenue loss as well as 
business recovery and reputational costs for our services. Should extreme weather events like hurricanes damage our 
data centers, our operations in exposed regions could be disrupted and forced to temporarily shut down, leading to 
impairment in services to clients. If we were to experience frequent service disruptions, clients might elect to choose 
other service providers, which impacts our long-time reputation, client relationships, and revenue. We are confident that 
our ongoing investments in physical risk reduction and characterization of greenhouse gas emissions will be successful 
in mitigating most of these impacts in the short and medium term, and we will continue to invest in facility resiliency 
and greenhouse gas reduction to mitigate long-term risk. Transition risks related to climate regulations could result in 
additional compliance costs for our business.
In addition to the geographic risk screening, Jack Henry conducted a qualitative assessment of three climate scenarios:
1.	 Intergovernmental Panel on Climate Change (IPCC) Representative Concentration Pathway (RCP) 2.6: in this scenario, 
countries and organizations deliver on ambitious emissions reduction commitments to keep global warming well 
below 2 degrees Celsius by 2100. Jack Henry is preparing for this scenario as we complete a Low Carbon Transition 
Plan that will link to robust goals for emissions reductions. However, the physical risks that Jack Henry faces today will 
continue to increase even under the most ambitious IPCC scenario.
2.	 IPCC RCP 4.5: in this scenario, a transition to a lower-carbon economy is delayed and global warming is limited to 
between 2 and 3 degrees Celsius by 2100. Jack Henry’s Low Carbon Transition Plan and resulting emissions reduction 
goals will still be necessary to align with this scenario. In this scenario, physical risks significantly increase over time,

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with the severity and frequency of impacts increasing. Jack Henry may be well positioned given our past investments 
in resiliency.
3.	 IPCC RCP 8.5: in this scenario, a “hot house world” is realized as countries and organizations continue the status quo; 
emission reduction targets are not realized, and global warming reaches 4-5 degrees Celsius by 2100. This level of 
warming will have catastrophic consequences for sea level rise, agricultural productivity, water availability, wildfires, 
and flooding. In this scenario, it is possible that Jack Henry may need to divest the riskiest assets that sustain repeated 
damage. Any emissions reduction efforts may result in higher costs for the business without the risk reduction benefits 
realized from collective action. In this scenario, the physical risk consequences may play out well beyond Jack Henry’s 
long-term business planning horizon. 
MANAGING CLIMATE CHANGE RISK
Disclose how the organization identifies, assesses, and manages climate-related risks.
a) Describe the organization’s processes for identifying and assessing climate-related risks.
Our Risk and Compliance Committee oversees all other enterprise risks attendant to business operations, including but 
not limited to, risks associated with laws and regulations, disaster recovery, and data security.
Jack Henry initiated a comprehensive assessment of climate-related risks and opportunities in 2021, as described in the 
sections above. The geographic screening effort was coupled with an assessment of facility criticality and past damages 
to understand which risks will require active management in the future. Through this process, Jack Henry leadership 
identified important risks for active management, which include tornadoes, heat waves, riverine and inland floods, 
and hurricanes.
b) Describe the organization’s processes for managing climate-related risks.
Jack Henry has taken a proactive, comprehensive approach to managing acute physical risks to avoid client interruptions. 
All our critical facilities have built-in system redundancy so that if one facility is impacted, we do not lose the ability 
to serve our clients. Further, all our critical systems are served by backup power generation systems, and we have 
incorporated multiple layers of flood, earthquake, and tornado protection into our most critical facilities. Our most critical 
data centers have been designed to withstand an F5 tornado impact. For transition risks, our Low Carbon Transition Plan 
will help us develop financial and facility-specific plans to meet organizational GHG reduction goals.
Jack Henry is implementing a multi-year strategy to further manage climate-related risks. The strategy includes:
•	Annual inventories of Scope 1 and 2 emissions and periodic Scope 3 emissions screenings
•	Development of GHG targets after the completion of our Low Carbon Transition Plan
•	Periodic screening of physical climate risks for all our facilities
•	Implementing resiliency measures across all our facilities, such as:
	» Making critical facilities more resilient and ensuring adequate backup power generation
	» Ensuring redundancy so that interruptions at one facility do not impact the ability to serve our clients
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the 
organization’s overall risk management.
In the long term, Jack Henry is incorporating resiliency into our business operations so that we adapt and succeed when 
confronted with the direct and indirect effects of climate change. This includes managing costs associated with transition 
risks. It also includes accounting for physical and infrastructure risks associated with climate change and addressing these 
in facility and company-wide emergency response plans.

2022 JACK HENRY SUSTAINABILITY REPORT
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46
S E C T I O N  1 0 :  A p p e n d i x
METRICS AND TARGETS
Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities.
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its 
strategy and risk management process.
Jack Henry collects and reports the following metrics for Jack Henry Offices and Data Centers: 
Indicator
2021 KPI
GHG Emissions
Scope 1 and 2 emissions
Transition + Physical Risks
Characterized in Strategy section
Climate-Related 
Opportunities/Risk Mitigation 
Activities 
•	Best in class facility resiliency and redundancy measures
•	Investments in Renewable Energy
•	Energy efficiency opportunities
b) Disclose Scope 1, Scope 2, and if appropriate, Scope 3 greenhouse gas (GHG) emissions and the related risks.
As part of our journey to lessen the environmental impact of our operations, our next step is to evaluate where 
operational and business travel efficiencies can be prioritized and implemented. While we do not have all the answers, we 
will set realistic and achievable GHG reduction goals aligned with our business strategy.
Metric
FY2019
FY2020
FY2021
Scope 1 GHG Emissions (MTCO2e)
5,803.57
4,836.37
2,941.21
Scope 2 GHG Emissions (MTCO2e)
36,099.27
35,561.70
31,982.56
TOTAL
41,902.84
40,084.59
34,923.77
Natural Gas (%)
2.0%
2.0%
2.6%
Propane (%)
0.1%
0.1%
0.1%
Gasoline (%)
0.6%
0.4%
0.3%
Aviation Fuel (%)
11.%
9.4%
5.4%
Purchased Electricity (%)
86.1%
88.0%
91.6%
FY2019 Scope 3 Emissions: 159,906 MTCO2e
Note: Scope 3 emissions were estimated by using the Scope 3 Evaluator tool developed by WRI and Quantis.
c) Describe the targets used by the organization to manage climate-related risks and opportunities and 
performance against targets.
Jack Henry is in the process of setting appropriate carbon reduction targets and developing a low carbon 
transition plan.

DISCL AIMER
This report includes ESG data that is non-financial, non-GAAP, and non-audited. The Company does not make any express or implied representations 
or warranties and shall not assume any liability for providing guidance or for any errors, mistakes, or omissions in this report. Any use of the concept of 
materiality in this report is not intended to correspond to the concept of materiality associated with disclosures required by the Securities and Exchange 
Commission. This report covers the Company’s owned and operated businesses and does not address the performance or operations of any suppliers, 
contractors, customers, or partners unless otherwise noted.
FORWARD-LOOKING STATEMENTS
Certain statements made in this report, other than purely historical information, including estimates, projections, statements relating to our business 
plans, ESG initiatives and ESG metrics as a result of such initiatives, objectives and expected operating results, and the assumptions upon which 
those statements are based, are “forward-looking statements.” Forward-looking statements generally are identified by the words “believe,” “project,” 
“expect,” “seek,” “anticipate,” “estimate,” “future,” “intend,” “plan,” “strategy,” “predict,” “likely,” “should,” “will,” “would,” “could,” “can,” “may,” 
and similar expressions. Forward-looking statements are based only on management’s current beliefs, expectations, and assumptions regarding the 
future of the Company, future plans and strategies, projections, anticipated events and trends, the economy, and other future conditions. Because 
forward-looking statements relate to the future, they are subject to inherent risks and uncertainties that could cause actual results to differ materially from 
those expressed or implied by such statements. Such risks and uncertainties include, but are not limited to, those discussed in our most recent Annual 
Report on Form 10-K and Quarter Report on Form 10-Q, and those discussed in other documents we file with the Securities and Exchange Commission. 
Any forward-looking statement made in this report speaks only as of the date of the report, and the Company expressly disclaims any obligation to 
publicly update or revise any forward-looking statement, whether because of new information, future events, or otherwise.

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