1
2021
Integrated
Report

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11
18
25
34
57
83
Sustainable Performance
Reinvention Approach
Global Talent
Kindness Based Culture
Additional Information
Report Profile
2021 INTEGRATED REPORT
Letter from the CEO
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4
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7
About the Report
Globant at a Glance
Governance

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Our world is going through an unprecedented transformation. Changes 
brought about from environmental, financial, technological, and political 
developments have underpinned the need for organizations to be agile to 
face challenges and thrive. Organizations have the opportunity to adapt, 
reinvent themselves, and embark on new initiatives. At Globant, reinvention 
is central to what we do. It’s why we exist. We believe that the success of 
any company is rooted in its ability to reinvent itself. That’s why we’ve been 
enabling reinvention for our clients through intuitive and agile technologies 
that help them create a way forward into a sustainable future.
I’m very happy to connect with you again today and share our annual results. 
In 2021, we became a billion-dollar-revenue company for the first time 
and delivered a 59.3% year-over-year growth. This is the strongest annual 
revenue growth since our Initial Public Offering (IPO) in 2014. But even 
more importantly, it affirms that our clients trust in our work and our team. 
Our amazing team of Globers grew by 45% year-over-year. We are now a 
globally cohesive team of more than 23,500 creative minds, serving more 
than 1,100 blue-chip clients around the globe.
Here’s probably the most important message that we can convey to inspire 
others to take action: Why do we do all this? Simply because we care about 
making the world a better place, one step at a time. That is the greater 
reason behind everything we do, and that’s why we’re so passionate about 
our mission.
We care about  growing  our clients’ businesses and making them 
sustainable over time. Some of the most beloved brands in the world 
count on us to help them solve their most complex challenges and strongly 
recommend us. Globant’s Net Promoter Score (NPS), which measures how 
customers perceive our quality of service, was 64 for the past 12 months. 
Available industry benchmarks are generally between 30 and 40.  
Letter from the CEO
We care about the environment. In 2021 we became a carbon-neutral 
company, and we committed to continue reducing our environmental 
footprint in line with Science-Based Targets. We are there now because we 
believe it is important, and we have the mission to help our clients reinvent 
themselves to be protagonists in a low-carbon economy era.   
We also care about our communities. That’s why we have inspired and 
trained more than 8,000 people around the globe in STEM fields. We work to 
provide opportunities to as many as possible, building the bridge between 
technology and our communities. Also, we renew our commitment to the 
UN Global Compact.
Finally, we care about our people. Our value system is rooted in mutual 
kindness and guides how we look after our people. Globant continues to 
make inroads on the path to gender parity as we continue our commitment 
to 50% of our managerial positions to be held by women and non-binary 
people by 2025. We promote D&I, learning and development, and work/life 
balance. 
We are proud that the global community has recognized these efforts and 
our commitments through more than 45 awards in 2021. Our company was 
included in the S&P Global Sustainability Yearbook as our ESG metrics are 
within the top 15% of the industry. Additionally, Brand Finance has ranked 
Globant on its list of the Top 10 Strongest IT Services Brands globally, 
showing an estimated 31% growth in Globant’s brand value in the last year.
2021 was an amazing year, and now it’s time to continue delivering our 
passion for innovation over the years to come. I invite you all to learn more 
about Globant’s reinvention story in the following pages of this presentation.
Martín Migoya
Co-Founder, Chairman and CEO
@migoya
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This new Integrated Report, presents advances in our Environmental, 
Social, and Governance (ESG) performance from January 1 to  
December 31, 2021. 
We are proud to have been recognized by the S&P Global and 
Corporate Sustainability Assessment (CSA) in the Sustainability 
Yearbook 2022 for our ESG efforts during 2021. 
Also, in the quest to understand our relationship with climate change 
and our company’s climate change disclosures, during 2021, we 
developed a process in which we must continue to move forward to 
recognize the challenges associated with making such disclosures 
based on an integrated strategy and taking into account different 
climate-related scenarios. Therefore, one of the most relevant 
milestones of this Report is that we include our first analysis 
aligned to Task Force on Climate-Related Financial Disclosures. 
And, recognizing the importance of this issue for our company and 
all companies worldwide, Globant joined the list of official TCFD 
supporters.
Regarding climate performance, we have lodged for the first time 
the full version of the CDP (formerly known as Carbon Disclosure 
Project) reaching the Awareness level. 
The following report has been prepared in accordance with the 
Integrated Reporting Framework and in accordance with the 
Global Reporting Initiative (GRI) Standards 2021; we also refer  to 
Sustainability Accounting Standards regarding the Software and 
IT Services industry, from the Sustainability Accounting Standards 
About the Report
In 2021, we conducted a materiality analysis. 
This process involved and engaged stakeholders 
to assess the importance of specific economic, 
environmental, governance and social matters 
and included benchmarks, interviews with key 
directors and investors as well as surveys. The 
materiality analysis is detailed in the Additional
Information section.   
Materiality Analysis
Board (SASB). It has been validated by the Corporate Governance, 
assuring the integrity of the preparation of the report according to 
IR  Framework. In addition,  collective knowledge has been applied to 
their preparation and presentation.
Also, this report constitutes our communication of progress (CoP) 
to the UN Global Compact, incorporating a culture of integrity in 
its strategies, policies, and procedures to fulfill its responsibility 
to human rights, paid work, the fight against corruption, and the 
environment.
Last but not least, we show our commitment to the Sustainable 
Development Goals that we identify related to our business model: 
This year our Report includes a Verification statement issued by an 
external professional services firm.
This report generically refers to Globant and all of its operations in the 
countries where it operates as the group of linked companies, detailed 
in the 20F. The parent company is Globant S.A. Also, “Globers” refers 
to the employees that work for Globant.
Quality Education 
(SDG 4)  
Gender Equality 
(SDG 5)
Decent Work and 
Economic Growth 
(SDG 8) 
Industry, Innovation, 
and Infrastructure 
(SDG 9) 
Climate Action 
(SDG 13) 
Partnership for 
the Goals
(SDG 17) 
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Sustainability Framework by Capitals
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Sustainability Framework by Capitals
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Be Kind
Sustainable 
Performance
Reinvention
Approach
Global
Talent
Kindness 
Based Culture
INPUTS
INPUTS
INPUTS
INPUTS
$1.3B Revenue
$ 3.76 Adjusted EPS 
OUTCOMES
59.3% Revenue Growth YoY
64 NPS
TCFD
Studio Model 
Globant X
Global Autonomous Culture
OUTCOMES
Reinvention & Digital Studios
Agile Pods Methodologies
OUTCOMES
23,526 Globers
18 Countries
45% Headcount Growth YoY
779,874 Training Hours
OUTCOMES
 To the planet
 To your peers
 To humanity
 To yourself
+8,000  people inspired and
trained in technology
$10M Be kind tech fund launched
Carbon Neutrality milestone
54% Globers impacted worldwided
with a comprehensive wellness plan

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B
B
B
Globant
at a Glance
Mexico
United States
Canada
India
Colombia
Costa Rica
Brazil
Peru
Romania
Spain
France
Germany
Uruguay
Argentina
Chile
United Kingdom
Luxembourg
Belarus
Countries
Locations
18
56
Globers
23,526
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Governance
Martín Migoya
Chief Executive Officer
Martín Gonzalo
Umaran
Chief Corporate Development 
Officer - President of EMEA
Guibert Andrés
Englebienne
President of Globant X and 
Globant Ventures - President of 
Latin America
Patricia Pomies
Chief Operating Officer
Gustavo 
Barreiro
Chief Information Officer
Patricio 
Pablo Rojo
General Counsel
SENIOR MANAGEMENT
Juan Urthiague
Chief Financial Officer
Wanda Weigert
Chief Brand Officer
Mercedes
Mac Pherson
Chief Diversity &
Talent Officer
Yanina Maria Conti
Chief Accounting Officer
Diego Tártara
Chief Technology Officer
BOARD OF DIRECTORS
Richard
Haythornthwaite
non-executive
Independent Director(2)(3)
Mario Eduardo
Vázquez
non-executive
Independent Director(1)(2)
Francisco
Álvarez-Demalde
non-executive
Independent Director(3)
Philip A. 
Odeen
non-executive
Independent Director(1)(2)
Martín Migoya
Chairman of the Board,
CEO & Co-Founder
Martín Gonzalo
Umaran
Director, Chief Corporate 
Development Officer - President 
of EMEA & Co-Founder
Guibert Andrés
Englebienne
Director, President of Globant 
X and Globant Ventures - 
President of Latin America & 
Co-Founder
Linda Rottenberg
non-executive
Independent Director(3)
Maria Pinelli
non-executive 
Independent Director(1)
Board of Directors by Age
Board of Directors by Gender
Younger than 45
12%
22%
44%
44%
Between 45 & 55
Older than 55
78%
Senior Management by Age
Senior Management by Gender
Younger than 45
45%
45%
10%
Between 45 & 55
Older than 55
64%
36%
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(1)Audit Comittee, (2) Compensation Committee (3) Corporate Governance and Nominating Committee | *More information about our board of directors at 20F Item 6 Directors, Senior management and Employees

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Globant S.A. is managed by our board of directors (BoD) 
vested with the broadest powers to take any actions 
necessary or useful to fulfill our corporate purpose except 
for actions reserved by law or our articles of association 
to the general meeting of shareholders. Our articles of 
association provide that our board of directors must 
consist of at least seven members and no more than 
fifteen members. Our board of directors meets as often 
as company interests require to address issues related to 
the company’s strategy and governance, including criteria 
related to finance, risks and opportunities, objectives, and 
ESG criteria. (More information included in the annual report 
in form 20F - p. 90).
Board Practices
Our board of directors may establish one or more com­
mittees, including without limitation, an audit committee, 
a corporate governance and nominating committee, and a 
compensation committee, and for which it shall, if one or 
more of such committees are set up, appoint the members, 
determine the purpose, powers and authorities as well as 
the procedures and such other rules as may be apply there­
to. Our board of directors may, from time-to-time establish 
other committees. 
Audit Committee: our audit committee oversees our corporate 
accounting and financial reporting process. (More information 
on other matters and members of our Audit Committee, is 
included in the annual report in form 20F - p. 91).
Compensation Committee: our compensation committee 
reviews, recommends, and approves policy relating to 
compensation and benefits of our officers and directors, 
administers our common shares option and benefit plans and 
reviews general policy relating to compensation and benefits. 
(More information on other matters and members of our 
Compensation Committee, is included in the annual report in 
form 20F - p. 91).
Corporate Governance and Nominating Committee: our 
corporate governance and nominating committee identifies 
and recommends individuals qualified to become directors 
taking into account the diversity of the BoD; recommends 
director nominees to our board of directors for each election of 
directors; develops and recommends to our board of directors 
criteria for selecting qualified director candidates; considers 
committee member qualifications, appointment, and removal; 
recommends corporate governance guidelines applicable to 
us; provides oversight in the evaluation of our board of directors 
and each committee; and oversight of the Company’s ESG 
(Environmental, Social and Corporate Governance) matters. 
(More information on other matters  and members of our 
Corporate Governance and Nominating Committee, is included 
in the annual report in form 20F - p. 92).
Only those directors who are considered independent directors 
under the corporate governance rules of the NYSE are eligible, 
subject to our shareholders’ approval, to receive compensation 
from us for their service on our board of directors. In this respect, 
independent members of our board of directors are eligible to 
receive cash and share-based compensation for their services 
as directors, as well as reimbursement of reasonable and 
documented costs and expenses incurred by them in connection 
with attending any meetings of our board of directors or any 
committees thereof. 
Members of our senior management who are members of our 
board of directors will not receive compensation from us for 
their service on our board of directors, but have received and 
will continue receiving cash compensation and share-based 
compensation for their services as executive officers (More 
detailed information in the annual report in form 20F - p.87-90).
Board Committees
Director Compensation
8

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Our corporate governance practices are governed by Luxembourg 
law (particularly the law of August 10, 1915, on commercial 
companies as amended) and our articles of association. As a 
Luxembourg company listed on the NYSE, we are not required to 
comply with all of the corporate governance listing standards of 
the NYSE for US-listed companies. We, however, believe that our 
corporate governance practices meet or exceed, in all material 
respects, the corporate governance standards that the NYSE 
generally requires for US-listed companies. We have indicated 
the significant ways these differ from the corporate governance 
standards required by the NYSE for US-listed companies in our 
annual report on Form 20F. P, 124, in the Corporate Governance 
Practices section. In 2021, we had no confirmed incidents of 
corruption.
Corporate Governance
Practices 
Integrity
Since 2014, we have adopted a Code of Ethics and an Anti-
Bribery and Anti-Corruption Policy applicable to directors, senior 
executives, officials, employees (whether permanent, temporary, 
or fixed-term), consultants, contractors, apprentices, secondary 
personnel, temporary workers, volunteers, interns, agents or any 
other person related to the company. To keep up with Globant’s 
dynamic business and exponential growth, we have been working 
on an updated version of the Code of Ethics that the Board of 
Directors approved in January 2022. This updated version, which 
will be effective as of March 1, 2022, introduces more information 
regarding the protection of Globant’s Image and Proper Use of Social 
Media; the Diversity Approach; Anti-Money Laundering; Antitrust; 
Third-Party Audits & Government Investigations; Political Activity; 
and Global Trade Controls. 
At Globant, we encourage our employees to act proactively by 
asking questions, seeking guidance, and reporting suspected 
violations of the Code of Ethics, the Anti-Bribery and Anti-Corruption 
Policy, other internal policies, as well as any violation or suspected 
violation of any applicable law, rule or regulation. Such concerns 
may be reported using either, direct or anonymous channels. The 
contact information for our Ethics Line is publicly available on 
Globant’s website.
In addition, our Declaration of Modern Slavery is also available on 
our website. This Declaration has been issued pursuant to the UK 
Modern Slavery Act from the primary subsidiaries of Globant for 
the UK, to account for our efforts to mitigate all types of modern 
slavery in our business or supply chain.
Globant is particularly careful about entering into transactions 
with its directors, executive officers, and significant shareholders 
to avoid the risk of real or perceived conflicts of interest. Similarly, 
the Related Party Transaction Policy is intended to ensure the 
proper approval and reporting of related party transactions. The 
Insider Trading Policy provides the standards of Globant on the 
trading of securities of Globant or other publicly-traded companies 
while in possession of material non-public information.
Globant’s commitment includes compliance with all laws, prohibiting 
improper payments, gifts, or inducements of any kind to any person, 
including officials in the private or public sector, customers, and 
suppliers. Our Anti-Bribery and Anti-Corruption Policy aims to ensure 
full compliance by the Company, its officers, directors, employees, 
and agents with anti-corruption laws such as the U.S. Foreign 
Corrupt Practices Act, the UK Bribery Act 2010, and any local anti-
bribery or anti-corruption laws. All third parties (clients, vendors, or 
new employees) must complete a due diligence process prior to 
their engagement. The Compliance Team will determine whether 
the third party is approved or not considering integrity, ethics, data 
privacy, human rights, and environmental matters in their review. 
We also uphold human rights in all of our global operations, in line 
with the United Nations Global Compact.

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Risk & Opportunities
In 2021, Globant developed a corporate matrix summarizing 
its main risks. The Risk Management Department carried out 
the work in coordination with all internal areas in charge of 
mitigating such risks.
This process includes the following actions:
Validation of existing risks and identification of any new 
threats, including climate change.
Segmentation according to impact and probability. 
Mitigation controls are validated and updated as needed. 
The main risks identified as factors that make an investment in 
our company speculative or risky are described in greater detail 
in 20F - p. 4. This summary should be read in conjunction with 
the Risk Factors and should not be considered an exhaustive 
summary of  the material risks facing our business. Such factors 
could result in damage to our business, reputation, revenue, 
financial results, and prospects, among other impacts.
We´ve also identified a risk related to environmental issues. 
If we cannot comply with new regulations or meet the 
expectations of our stakeholders regarding climate change, 
our business could be impacted. As part of our commitment to 
the global climate, we created the Be kind to the Planet strategy, 
in addition to our Sustainable Business Studio, we provide 
ourselves, organizations, and stakeholders with the tools and 
knowledge to build a climate path for orderly transitions and 
climate change. 
Future Outlook & Business 
Perspectives
We are witnessing a transcendental time for technology. 
There have been more business disruptors in the past 5 years 
than in the collective 50 previous. Organizations have had a 
major opportunity to take on new areas of the market that 
were unthinkable before.
Analysts around the world see how the market is being 
reshaped:
1. Per IDC, 65% of the global GDP will be digitized, driving $6.8 
trillion of direct digital transformation investment until 2023.
2. To thrive in a digital supremacy economy, 50% of enterprises 
will implement an organizational culture optimized for DX in 
2025, based on customer-centric and data-driven culture.
3. By 2025, it is expected that 40% of physical experience-
based businesses will improve financial results and outperform 
competitors by extending into paid virtual experiences.
4. Gartner has predicted that by the end of 2023, 40% of 
organizations will have applied anywhere operations to deliver 
an optimized and blended virtual and physical customer and 
employee experience.
5.  71% of consumers say that if they perceive that a brand is 
putting profit over people, they will lose trust in that brand forever.
Organizations need a partner who can help them reinvent 
and build sustainable future businesses with robust business 
models, agile and innovative culture, thrilling experiences, the 
right technology stack, cross-industry expertise, and a deep 
understanding of how technology and artificial intelligence can 
significantly augment the way they operate and engage with 
their customers. At Globant, we help our customers reinvent 
themselves.
10

11
Sustainable
Performance

12
Financial Highlights
Revenue by geography 2021
Revenue by industry vertical
Clients by revenue contribution 2021
50
0
25
14
Top 1T
op 5
Top 10
Adjusted net income margin (%)
Adjusted diluted EPS
Revenue ($M)
2018
2019
2020
2021
$1.09
$1.28
2018
2019
2020
2021
$522
$659
$814
$1,297
2018
2019
2020
2021
Clients by currency 2021
Media &
Entertainment
Banks, Financial Services
& Insurance
Travel &
Hospitality
Technology &
Telecommunication
Professional
services
Consumer, Retail
& Manufacturing
Healthcare
Other verticals
75.4%
USD
11.6%
12.2%
11.1%
12.2%
$1.65
$2.14
$2.28
$3.76
64.1%
North America
8.6%
Euro
22.6%
Latin America 
and others
10.9%
26.7%
39.1%
16.0%
Others
11.7%
Europe
23.8%
21.0%
15.2%
12.0%
13.0%
7.4%
6.8%
0.8%
* Effective tax rate 2021: 22.8%
1.6%
Asia
47%
42%
49%
$582M
Liabilities
$1,890M
Assets
$1,308M
Net Worth
Compared to $814.1M last year
12
2021 INTEGRATED REPORT
Performance
Economic value generated in 2021
$1,297.1M
$941.5M
$41.8M
$96.3M
$121.2M
$ 96.3M
Salaries
Taxes *
Depreciations and interests
Other costs of operations
Net Income
$594.5M
$39.0M
$53.4M
$ 73.0M
$54.2M
-73%
-3%
-7%
-9%
7%

13
2021 INTEGRATED REPORT
Revenues
Cost of Revenues
Gross profit
Selling, general and administrative expenses 
Net impairment losses on financial assets
Other operating expense, net
Profit from operations
Finance income
Finance expense
Other financial results, net
Financial results, net
Share of results of investments in associates
Other income and expenses, net
Profit before income tax
Income tax
Net income for the year
Net income attributable to:
Owners of the Company
Non-controlling interest
Net income for the period
Adjusted net income
Diluted shares
Adjusted diluted EPS
1,297,078
(802,090)
494,988
(343,004)
(7,551)
-
144,433
652
(12,708)
(3,923)
(15,979)
(233)
(3,369)
124,852
(28,497)
96,355
96,065
290
96,355
$ 158,409
42,076
$ 3.76
$ 90,586
39,717
$ 2.28
814,139
(509,812)
304,327
(217,222)
(3,080)
(83)
83,942
1,920
(10,430)
3,601
(4,909)
(622)
(1,887)
76,524
(22,307)
54,217
54,217
-
54,217
100.0%
-62.6%
37.4%
-26.7% 
-0.4%
0.0%
10.3%
0.2%
-1.3%
0.4%
-0.6%
-0.1%
-0.2%
9.4%
-2.7%
6.7%
100.0%
-61.8%
38.2%
-26.4%
-0.6%
11.1%
0.1%
-1.0%
-0.3%
-1.2%
0.0%
-0.3%
9.6%
-2.2%
7.4%
13
Please note that we follow IFRS accounting rules in our financial statements. You will find a reconciliation of IFRS and 
Non-IF RS (or adjusted) measures in the section “Reconciliation of Non-IFRS Financial Data” included in our 20F.
CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
Year ended December 31, 2021 in thousands except percentages and per share data
OTHER DATA
CALCULATION OF ADJUSTED
DILUTED EPS
Adjusted gross profit
Adjusted gross profit margin percentage
Adjusted selling, general and       
administrative expenses 
Adjusted selling, general and administrative 
expenses margin percentage
Adjusted profit from operations
Adjusted profit from operations              
margin percentage
Adjusted net income for the year
Adjusted net income margin             
percentage for the year
512,678
39.5%
(245,517)
-18.9%
214,331
16.5%
158,409
12.2%
318,195
39.1%
(164,529)
-20.2%
123,981
15.2%
90,586
11.1%
2020
2021
2021
2020
2021
2020

14
Cash and cash equivalents
Investments (current and non-current)
Trade receivables (current and non-current)
Other receivables (current and non-current)
Other assets (current and non-current)
Other financial assets (current and non-current)
Deferred tax assets
Investment in associates
Property and equipment
Intangible assets
Right-of-use asset
Goodwill
Total Assets
Trade payables (current and non-current)
Payroll and social security taxes payable
Borrowings (current and non-current)
Other financial liabilities (current and non-current)
Lease liabilities (current and non-current)
Tax liabilities
Income Tax Payable
Deferred tax liabilities
Other liabilities and provisions
Total Liabilities
Total Equity and non-controlling interest
Total Equity, non-controlling interest and Liabilities
Net cash provided by operating activities
Net cash used in investing activities
Net cash provided by financing activities
Cash and cash equivalents at beginning of the year
Cash and cash equivalents at end of the year
Net (decrease) increase in cash and cash equivalent 
at end of year
Capital Expenditures
427,804
33,608
300,109
73,457
16,438
27,290
58,404
0
133,571
102,016
144,581
572,959
1,890,237
69,597
184,464
12,240
129,991
134,485
18,071
21,195
1,289
10,592
581,924
1,308,313
1,890,237
278,939
19,899
201,664
41,262
15,100
16,724
41,507
3,154
101,027
86,721
90,010
392,760
1,288,767
40,506
111,881
25,968
94,198
87,598
11,804
10,511
13,698
12,664
408,828
879,939
1,288,767
178,974
(272,880)
243,986
278,939
429,019
150,080
89,625
53,083
99,872
(124,015)
241,546
62,721
280,124
217,403
14
14
CASH FLOWS
For the year ended December 31, 2021
2021
2020
CAPITAL RESOURCES
2021
2020
CONSOLIDATED STATEMENTS OF FINANCIAL POSITION DATA
As of December 31, 2021
2021
2020
STOCK PRICE PERFORMANCE
$ end of the year
$33.35
$46.46
$56.32
$106.5
$217.6
$314.1
Dec 2016
Dec 2017
Dec 2018
Dec 2019
Dec 2020
Dec 2021

15
*In 2021 we changed our methodology for reporting NPS,  we are reporting the average for the year and in the previous years 
we reported the results for the Q4 of each years.
Argentina, 
Uruguay
Pune, Buenos Aires,
Minsk and Medellin
Type 2
Type 2 globally
CMMI-DEV v1.3
Maturity Level 3: globally
ISO
9001:2015
ISO
27000
SOC 1
SOC 2
CMMI
Certifications: 
15
Recognitions:
In 2021, Globant was recognized as a global leader in digital transformation, 
as a great employer, for the Be Kind commitment, and Globant’s leadership, 
among others. We are genuinely proud of the more than 45 awards we won. 
Some of these recognitions were:
Customer Survey
ANNUAL AVERAGE 2021
64
NET PROMOTER SCORE (NPS)*
-100
0
+30
+70
+100
NEEDS IMPROVEMENT
GOOD
GREAT
EXCELLENT
+100
+50
0
2018
2019
2020
2021
57
61
68
64
2021 Most Innovative 
Tech Company
ESE Awards - Chile
Sustainability Yearbook 
2021 member
Best Place to Work 
LGBTQ+ 2022
Human Rights Campaign
Foundation - Mexico
Work‑life 
balance Award
Comparably - Global
1st place -
Employers for Youth
Tech Andino 2021
Best Company
Culture Award
Comparably - Global
“El Talento no tiene Género”
Multinational Companies 
category-WEPs Uruguay
Best Company for Diversity 
and for Women Award
Comparably - Global
3rd place
Great Place to Work
Colombia

16
During the 2021 calendar year, GIST registered a total of 91 (ninety-one) 
security incidents worldwide, that were identified as non-compliant 
with Globant and customer security policies and procedures. 46 of 
the 91 incidents were associated with loss or theft of Globant mobile 
equipment inside and outside Globant premises. All items lost or stolen 
were encrypted and remotely wiped out. None of the incidents involved 
Personal Identifiable Information (PII) or financial statements.
Sustainability Accounting Standards Board (SASB) activity metrics:
None of our processes generate licensed products or subscriptions 
to consumers or business intermediaries (TC-SI-000.A)
Our data processing capacity was 420 Rack Units 
5% outsourced (TC-SI-000.B) - The amount of data storage was 0.55 
petabytes. 0,01% outsourced (TC-SI-000.C)
Finally, as part of the Security Strategy at Globant and its continuous 
improvement, when hired, every employee must complete a Security 
Awareness Training that describes our security policies and procedures. 
Training must be repeated once a year. Also, for specific positions 
such as QA, QC, and developers, they must take an OWASP (Open Web 
Application Security Project) Security training.
Globant complies with all applicable data privacy regulations, 
ensuring any processing of personal data is conducted on 
a lawful basis. Aligned with our continuous improvement 
culture, a 2021 action roadmap regarding data privacy 
compliance was established after an external compliance 
assessment. Before gathering personal data, Globant 
discloses all the purposes for gathering such data, and 
obtains appropriate consent, when applicable. We also have 
an Incident Management Procedure and Personal Data 
Retention Policy, all aiming to outline the main standards and 
principles that should be followed regarding personal data 
and how it is handled.
We did not have any financial losses during this past year, 
whether due to legal proceedings associated with user privacy 
or legal proceedings related to anticompetitive behavior 
regulations. The number of law enforcement requests for 
user information and the number of users whose information 
was requested also remain at zero. At this point, our core 
products or services are not subject to government-required 
monitoring, blocking, content filtering, or censoring in any 
country.
Globant Information Security Management System (ISMS) 
framework is based on ISO 27001:2013, and that framework 
is applied company-wide.
The Globant Information Security Team (GIST) is in charge 
of Globant internal security, and its responsibilities include 
but are not limited to:
Verifying security-related activities on cloud environments, 
supporting internal teams and external customers as required.
Data Privacy & Security
Providing technical support during incident management 
activities and being in charge of the vulnerability management 
process of Globant infrastructure both on-premises and in the 
cloud environment.
Being in charge of regulatory topics, project requests, customer 
inquiries, pre-sales activities involving security requirements, 
and every activity related to Globant certifications and audits.
Performing an internal risk assessment and a service provider 
risk assessment process on an annual basis, and deciding on 
the approach for each risk (mitigate, accept, or transfer) once 
identified.
Providing security support to all company operations. 
Managing tickets and exceptions to the security policies of 
the company and its customers.
Researching, developing, and integrating of security tools, to 
create reports and dashboards.
Developing and implementing physical security standards in 
all company offices.
Permanently  monitoring and managing video surveillance 
systems and access control.
As part of our approach to identifying and addressing data security 
risks, Globant has been ISO 27001:2013 certified since 2013. Since 
2020, Globant has had a SOC 2 Type 2 report describing the internal 
controls we have in place to safeguard customer data and how well 
those controls work. This report is essential since it is company-
wide, and we can prove to internal and external stakeholders that 
we are securing data according to requirements.
16

17
17
17
Task force on Climate-related 
Financial Disclosure (TCFD)
In 2015, the Financial Stability Board created the Task Force 
on Climate-related Financial Disclosures TCFD to improve and 
increase reporting of climate-related financial information.
The TCFD emerges from the consensus that financial 
implications of climate change are not fully reflected in asset 
valuations, and it’s looking into incorporating of  information 
related to climatic events, evaluating the associated financial 
risks and opportunities. The objective is to have a standard 
that allows comparisons across organizations year-to-year 
and to measure and meet proposed targets.
In 2021, we implemented the Climate Profile Assessment 
to start working with the management of physical and 
transitional risks and opportunities arising from climate 
change. This includes knowledge and ownership of metrics, 
strategy, governance, and disclosure.  
The Climate Profile seeks to introduce the company to 
the TCFD process and assess its current status through 3 
segments, from which an action plan is built to comply with 
the new climate due diligence.
As a first step, a 3-month introductory workshop was 
conducted with the company’s key stakeholders to deepen 
the TCFD and ensure implementation support.
After defining the TCFD framework, a high-level review of 
the structure, processes, and reporting was conducted to 
understand how the company is detecting, managing, and 
reporting on climate change in relation to its finances, risks, 
and opportunities through analysis of public and private 
information, in-depth interviews with decision-makers and 
a customer and supplier survey. Once the assessment is 
completed, gaps between the company’s situation and the 
requirements of the TCFD core elements are identified.
The phased approach allowed us to complete in 2021 the 
first stage regarding gaps identification and key points for 
further analysis. In the present report we include a summary 
of key points (see page 78) linking the content of this report 
with the TCFD recommendations. Our teams will continue in 
2022 in a more detailed analysis at business impact level.

18
Reinvention
Approach

19
Globant is and has always been a company focused on 
reinvention. Reinvention is what we do. It’s why we exist. We 
believe that the success of any company is rooted in its ability 
to reinvent itself. That’s why we’ve been enabling reinvention 
Focused on Reinvention
Enabling Reinvention for over 18 years
Reinventing 
Experiences
Reinventing 
AI
Reinventing 
Business
Reinventing 
Markets/Industries
Reinventing 
Technology Services
for our clients since we were born, helping our clients create a 
way forward into a sustainable future. Throughout our 18-year 
history, we’ve been focused on reinventing ourselves and the 
companies we work with. 
2003 
2009 
2017
2019
Future
Powering Digital 
Transformation at Scale
Building Transformational 
Digital Experiences
Leading the AI 
Revolution
Building non-traditional 
ways of creating 
business value.
Leading Market & 
Industries Reinvention
Future
Evolution

20
How? 
We have been at the forefront of every Era of digital 
transformation. And now we are thinking about reinventing 
industries and leading market reinvention.
We do things in a different way. We focus on what our clients 
really need to move their business forward, then work to both 
enhance and augment it. We don’t just supply technology for 
the short term. We don’t force-fit generic methodologies to 
every client and industry or train them to follow a one-size-fits-
all development process. 
Our disruptive How? 
We design profound transformations that go beyond digital. 
We prepare our clients for the future. We provide services and 
solutions that allow them to take back control and stand up on  
their own. We blend engineering, innovation and design with a 
unique approach to enable business reinvention. Our strength 
lies in our key differentiators all working together.
20

21
Reinvention Studios
a. Studios Model
Our Studios Model brings the right skills and 
industry expertise for every client. Each Studio 
represents deep pockets of expertise in industries, 
the latest technologies, trends, and delivers tailored 
solutions focused on specific challenges. 
Our 
Reinvention 
Studios 
were 
crafted 
to 
revolutionize and reinvent specific industries. We 
focus on helping our clients to continue reinventing 
themselves and getting ready for a sustainable 
future. 
Our Digital Studios help our clients come up to date 
on their digital needs. They focus on developing 
business models and leveraging our technical 
capabilities expertise to help our customers with 
their digital transformation. More info.
21
Digital Studios

22
b. 
Globant X is the space where we foster our homegrown innovation by 
developing products that use AI to reinvent key aspects of organizations.
We are applying artificial intelligence to augment the way we code, the 
way we test, and the way we design. It augments the way we become 
collectively smarter, the way we reinforce our teams’ culture, how we 
recruit, and how we assemble teams.  So far, we have created many 
products that have already started to disrupt our industry and many 
others: Augmented Coding and StarMeUp, among others. You can deep 
dive into these and more in the Globant X section.
c. Global Autonomous Culture
With Delivery Centers in 18 countries, we have more than 23,500 
Globers working on different projects across studios. Nothing we do 
would be possible without our global autonomous culture that runs 
through every Glober. 
Our Agile Pods Methodology helps all these people work together, 
understanding which roles they will cover within a project. This, 
combined with our inverted org chart, helps them be autonomous 
in making decisions that will benefit their clients. Together with our 
unique culture that has been able to go through all of our offices 
thanks to StarMeUp, we can create efficient and effective teams.
Together, they enable and foster the autonomy and strong culture 
that has been key to our success.
22

23
Sustainable
Business Studio
It has never been more important for businesses, societies, 
and humankind to reinvent themselves. We are living through 
unprecedented climate, societal and technological change.
Beyond our commitments towards net-zero, we are committed 
accelerating the pace of change of all industries involved in this 
unprecedented challenge. Every industry has realized they must 
reinvent their business strategies to meet their pledges and positively 
impact on the planet and people. Public sectors and academia also 
need to work closely and collaboratively with this ecosystem of key 
players to design sustainable solutions.
At Globant, we are fully convinced exponential technologies such 
as Artificial Intelligence, Blockchain, Internet of Things, Quantum 
Computers, among several others, provide businesses the ability to 
generate and automate  strategy & sustainability-data-driven decision 
-making. New technologies are driving efficiency and helping reduce 
emissions on unprecedented scale.
In November of 2020, we decided to launch our Sustainable Business 
Studio, formed by professionals from a wide range of industries and 
fields of expertise, acting as a Knowledge Hub whose mission is 
to reinvent our clients’ businesses based on sustainability through 
digital solutions. Today, when defining projects, plans, and strategies, 
we need to adopt a carbon-oriented mindset and a planet-centered 
tech design approach to support transitions all the way.
23
Calculate, manage and reduce carbon, energy, 
water and waste footprints.
Support enterprises and value-chains in their 
Net-Zero roadmap, including ESG diagnosis, 
strategies and reporting.
E-learning to address the integration of ESG 
concepts across the organization.
Bespoke awareness sessions for the C-Suite 
to drive business forward into the New 
Green Economy.
Evaluate, asses and disclose according to 
climate and transitions risks, propaedeutic to 
TCFD reporting.
Company-wide voluntary survey to identify 
sustainability game changing leaders.
Carbon Numbers
Roadmap 51 to 0
Sustain-ability
Climate for 
C-Level
Climate 
Finance Profile
Climate Champions
Our Studio is founded on Sustainability Know-How, 
interconnected through technology:

24
Sustainable Consulting
Our services fall into three 
main categories:
IT for Green Business
Digital Sobriety
Sustainability strategy & consulting practices to 
support client and partner organizations setting their 
sustainability ambitions and visions, to trace and 
accelerate their roads to net-zero. Our consulting 
services include a wide range of practices such 
as sustainability and ESG diagnosis, maturity and 
assessment status,  planet-centred strategy design 
processes, climate finance profiles, and sustainability 
and ESG awareness, cultural change and reporting. 
Using technology to support clients in achieving 
their sustainability goals and pledges. We leverage 
our proprietary tools and frameworks - such as our 
platform Navigate, which creates a digital carbon 
footprint twin of value chains, supply chains, assets, 
processes, systems, allowing organizations to map, 
measure and optimize the associated carbon budget. 
Today, when analyzing the way we work, it is key to 
focus not only on financial budget but also on Carbon 
budget, to favor our transitions towards a low-carbon 
economy.  The Studio also provides strategic alliances 
with key players of the industry - Such as Salesforce 
Sustainability Cloud - to design digital solutions that 
accelerate our client ́s race to net-zero.
Software needs to become part of the solution 
rather than adding to the problem of energy 
consumption and greenhouse gasses emissions. 
Our Digital Sobriety initiatives and practices reduce 
carbon emissions and operational costs of IT 
infrastructure, allowing  organizations to accelerate 
decarbonization and energy efficiency. We launched 
practices that keep track of energy consumption - 
hence directly curbing emissions - in the process 
of designing AI, machine learning, softwares, 
applications, web pages etc. Our new software 
optimization practices reduce energy consumption 
and drive new standards in the future of the green IT 
industry. We overall support organizations to identify 
energy efficiency opportunities and insights to 
reduce infrastructure costs while decarbonising the 
industry, also improving application performance 
and experience.
24

25
Global
Talent

26
Never before in  Globant  history the company has 
experienced talent growth like in 2021. The 45% headcount 
growth year-over-year represents a recruiting record and 
enormous challenges.
To achieve the expected results, we deepened our strategy: 
regionalization and decentralizing the growth, which allowed 
us to attract and retain talent worldwide. Our strategy focused 
on three pillars: organic growth in every Talent Development 
Center where we operate, opening new talent hubs in other 
geographies, and four new acquisitions. 
Regarding the new geographies, we started hiring Globers 
in Viña del Mar (Chile), Monterrey (Mexico), Malaga (Spain), 
Bariloche and Tierra del Fuego (Argentina), Cali and Barranquilla 
(Colombia), Arequipa (Peru), Maldonado (Uruguay), Guayaquil 
(Ecuador), and San Jose, Costa Rica, our first site in the 
Caribbean region, that will strengthen Globant’s presence 
consolidating its position as a promoter for digital talent in 
Latin America. These new locations are vibrant sharing hubs 
designed to maximize team collaboration and creativity.
Concerning M&A, during Q1 2021, we acquired Cloudshift, a 
leading  Salesforce partner in the UK specializing in multi-cloud 
digital transformation, and HABITANT, a European consulting 
firm specializing in digital marketing and digital sales. Since 
June we have announced the integration of Walmeric (also from 
Europe), Atix Labs (strengthening and empowering Globant’s 
blockchain and crypto-related solutions and products) and the 
US-based company, Navint, to support the end-to-end business 
transformation capabilities of Globant´s own Salesforce Studio.
Geocultural diversity: 
We encourage our Globers to work wherever they 
want, and be nourished by cultural exchanges. 
We have 56 locations in 18 countries, in LATAM, 
North America, Europe, and Asia. And open 
positions and relocation opportunities.
Technology:
Our studios consolidate expertise around a 
variety of emerging technologies where our 
Globers can develop themselves, explore and learn.
Industry expertise and multiple industries:
Globant works with more than 1,100 clients, many 
clients within a given industry. This enables our 
Globers to develop their career with an industry 
focus, develop an industry-agnostic career path, 
or switch industries, as they desire. 
Five dimensions of growth:
Open positions: 
Globers can develop their career growth 
within their current path by gaining seniority or 
moving internally into other roles in different 
areas of expertise.
Work/life balance: 
Globant is well known for the set of benefits 
provided. Globant for you (G4U) has the 
mission to design and offer unique experiences 
to Globers to find the perfect match for their 
work-life balance. Its primary purpose is that 
Globers enjoy every day at work.
26

27
price. We plan to expand this benefit to the whole 
organization in 2022.
Health insurance for the whole family and in some 
countries healthcare for pets.
Trainings: Full access to Globant University Campus 
with more than 4,500 learning experiences available.
Kids Club: Glober’s children can attend Cooking, Art, 
Yoga, Zumba, Programming Classes, Virtual Museum 
visits, and special workshops. 
Others: Life insurance, Internet Subsidy, and Life@
Globant gifts (we want to be close to our Globers at 
each step of their lives such as Birthdays, Graduations, 
Marriages, Moving, Baby Globers, Relocation Gift or a 
10th Anniversary at Globant).
Parenting Program: When it comes to parenting, there 
is no “one size fits all”, and Globant is truly committed 
to being close to Globers on their parenting journey. 
Through our one-of-a-kind program we support all 
Globers and their families from a holistic perspective.
Fertility Treatment Coverage
Extended Parental Leave - Paid time off
Childcare Reimbursement
Yoga Classes and Prenatal Sessions
Breastfeeding Consultancy
Postnatal individual sessions with childhood and 
parenting specialists
Special discounts on training for kids
Employee Stock Purchase Program (ESPP): We aim to 
invite all Globers to become Globant’s shareholders to 
continue being part of the organization’s growth. Started 
in 2021 in three countries, Globers can contribute a 
percentage of their gross salary to acquiring Globant 
shares with a 10% discount on the market share 
27
*Benefits provided to full-time employees in significant locations of 
operation; meaning regions with a headcount ≥ 1% of Globant’s total 
payroll at the end of the period under analysis. Includes benefits that 
apply to a minimum of 50% of employees.
Benefits*

28
Great working experience 
Every year all Globers around the globe (both part and 
full-time) are invited to answer the Working Mood survey, 
where we evaluate the Employee Experience and their 
engagement with the company. In this anonymous survey, 
Globers have to respond from 1 to 5 about 30 affirmations 
and can add “Comments” if needed. 
In 2021, the average general result was 4.27 points 
(over 5) and related to the Glober’s  engagement 
we are proud to share that the result was
4.45 (over 5 pts.)
We also evaluate the employee experience with an 
external partner: Great Place to Work (GPTW) helps us 
understand Glober’s satisfaction in 5 countries: Argentina, 
Colombia, India, Uruguay and the US. This survey program 
is an employee experience platform that recognizes best 
practices from major firms worldwide, based on more 
than 30 years of cultural study and data. The survey is 
anonymous and covers 5 focus areas: Camaraderie, 
Credibility, Fairness, Pride, and Respect. In 2021, we had 
excellent performance in every country being recognized 
in third place in Colombia.
Health & Security
Our occupational health and safety management system 
has been implemented in Colombia, Peru, Mexico, Chile, 
and Uruguay whith nearly 52% of the total headcount. Also, 
in each country where Globant has operations, it complies 
with all the legal requirements regarding health and safety. 
This system includes:
Occupational Health and Safety Policy.
Hazard Identification matrix to eliminate and mitigate  
priority 
risks: 
biomechanical, 
psychosocial 
and 
biological risk. 
Emergency plan, activities focused on first aid, evacuation, 
conducting emergency drills and specific training.
Provide safe and healthy working conditions to prevent 
injuries (accidents, incidents) and deterioration of health 
related to work (occupational diseases) through a 
culture of health promotion to guarantee work-life quality 
and management of the risks and opportunities of the 
management system.
The commitment of employees and senior management 
to promote an environment of coexistence, prevent 
workplace harassment and guarantee the dignity and 
integrity of people at work.
Promotion for the consultation and participation of 
workers, and when they exist, of workers’ representatives
Within  the services provided to Globers, in  terms  of  
occupational  health  and safety, some of them are occupational 
medical exams; case follow-ups with musculoskeletal or 
psycho-occupational impact through job inspections with 
a health professional, the Globant employee assistance 
program; prepaid Medicine; occupational Risk Administrator, 
insurance Broker, and occupational health services.
All Globers have the channels to report risks or incidents 
through internal tools like uploading a ticket, sending an 
email, or by phone. Globers are protected against retaliation 
in compliance with the legal provisions described in the 
internal work regulations. In addition, they can make reports 
on issues of workplace harassment by email to the Workplace 
Coexistence Committee.
In Colombia, Peru, Mexico, and Chile there are Committees 
represented by both the employer and the employees: 
“Comité paritario de seguridad y salud en el trabajo”, “Comité 
de convivencia laboral”, and in all the sites, Emergency 
Brigade. The functions and members of the committee are 
published on an internal site. 
In 2021, in our return to offices program, Globant 
implemented biosafety protocols worldwide against 
COVID-19, generating a culture of self-care and infection 
prevention. The trainings “Health and Safety” and “Back to 
the office” were mandatory for all employees, and “Back To 
Travel Guidelines” for those who needed to travel. Those 
trainings help Globers identify dangers and risks, take the 
appropriate measures at all times, and stay healthy and 
safe. This allowed us to be distinguished with the Safe 
Work Center certification issued by the ACHS in Chile.
28

29
Learning & Talent
In 2021, we took our culture of continuous learning to the 
next level. Globant University became a digital ecosystem 
that promotes growth in the company through our Delta 
Formula: Explore + Educate + Expose = Movement. We invite 
Globers to learn about their challenges, offering diverse 
content so that each person can learn at their own pace, and 
encouraging continuous feedback always to keep improving.
Educate:
At Globant,  we work to create Glober-centric and neurodiverse 
experiences that allow each Glober to learn in the way that 
best suits their style, availability, interests, and needs. On 
the other hand, we create and foster a learning ecosystem 
where each Glober has something to learn and something to 
teach. Learners and crafters: Everyone is invited to create 
knowledge and share it because we believe teaching is one 
of the most effective ways to learn. 
In 2021 more than 10,000 Globers entered weekly at the Campus. 
We offered more than 4,500 learning experiences on Campus, 
of which Globers created +1,200, and this number is constantly 
growing. Also, our ® Slack Learning Community continues 
to grow and has more than 17,000 Globers who share news, 
content and communally help each other.
We virtually maintained the number of hours per training even 
though 2020 was an extraordinary year for online education 
due to COVID-19 isolation. It is an achievement to have 
sustained the level this year, and we aim to continue growing 
in 2022. We work to train Globers in the future capabilities: 
Diversity, Technology, and Leadership.
We encourage Globers to explore different verticals 
of knowledge to augment their capabilities, creating a 
full profile of skills to reinvent the industry. To guide this 
exploration, MyGrowth is the main place where Globers 
can manage and track their job position, areas of expertise 
and develop knowledge based on career opportunities in a 
gamified way with badges and missions.
In 2021, we reached a +40 Working Ecosystem (set of 
knowledge based on careers) in MyGrowth, with Globers 
completing +22,000 missions. This tool keeps evolving with 
new content and new ways to explore their careers.
Explore: 
Diversity: We worked together with different teams to 
develop learning experiences like the She Leads program 
and a specific DEI (Diversity, Equity, and Inclusion) 
Learning Ecosystem to increase DEI awareness 
throughout the organization reaching all our Globers.
Technology: Together with our technology partners, we 
developed a plan to offer trainings (+30 Academies and 
+50 Learning Maps) with high applicability in the most 
demanded technologies within the company..
Leadership: Through our Leadership Accelerator 
Program (LeAP), we aim to boost leadership skills for 
our Glober leaders and develop a shared understanding 
of how leadership is defined at Globant. In 2021 almost 
4,500 leaders participated in these sessions.
29

30
Expose:
We designed different training programs like Augmented 
Leadership or Relational Leadership to work on 
communication and collaboration skills. We also 
boosted the Key Talent Program experience to recognize 
our 100 top performance leaders and developed special 
sessions for high seniority leaders to create a space to 
share challenges and best practices. 
Last but not least, we launched mandatory sessions 
in Ethics, Information Security (Basic Security Good 
Practices, How to  Avoid Phishing Scams, Data Protection 
Essentials,  Ransomware),  and Diversity & Inclusion to 
achieve the highest ESG standards. 
We encourage Globers and leaders to participate in the 
feedback 360 and performance conversations continuously 
to reach the betterment of each one, empower individual and 
team performance, and boost their careers.   
BetterMe is the tool that accompanies our Performance 
Management process, whose main objective is to promote 
meaningful conversations that empower and enhance Glober´s 
development. This Continuous Feedback and Evaluation 
Process, based on our Talent Manifesto, is driven in a Glober-
centric way to impact career decisions (such as promotions or 
recognitions, etc.).
In 2021, each Globers had almost 4 feedback 360°, and 97%* 
received at least two performance evaluations. Also 37% 
of Globers have been promoted during the year. We keep 
reinventing the programs and performance framework to 
impact on career development.
Another key tool in our Glober-centric culture is StarMeUp. 
Interconnected with BetterMe, SMU was created some years 
ago to ensure every Glober is a guardian of Globant’s culture, 
understanding and living our values. During the COVID-19 
pandemic, this platform was essential to keeping employees 
connected, and it was unified with other internal tools.  Today, 
it has become a digital culture platform that helps Globant, and 
other companies, build their own culture, recognize people’s 
contributions, and help engender a sense of meaning at work.
The company can make decisions based on data: knowing 
better the professionals, understanding their strengths and 
assessing people’s potential skills, defining training and 
career plans, highlighting employees or teams that stand 
out, identifying cultural influencers, reading the interactions, 
targeting events based on the impact in the interactions, 
knowing the interests and hobbies of the population to adjust 
activities and benefits, among others. This is the first step for 
a cultural platform with a great future. 
*For more information about performance evaluations refer to 
Additional Information section.
30

31
76%
2020
80%
2019
31
Argentina
Colombia
India
Mexico
Peru
Chile
Uruguay
USA
Brazil
Spain
Belarus
Romania
UK
Costa Rica
France
Germany
Luxembourg
Canada
22.8%
22.6%
15.0%
13.8%
5.4%
4.3%
3.0%
3.0%
2.3%
0.9%
0.7%
0.7%
0.05%
0.04%
0.03%
0.03%
0.00%
5.4%
30.7%
22.9%
31.7%
17.8%
19.6%
22.6%
22.6%
30.5%
24.5%
24.3%
21.2%
31.1%
22.9%
18.2%
55.6%
0.0%
50.0%
100.0%
29.5%
23.4%
11.2%
12.2%
5.1%
4.2%
4.2%
3.6%
2.8%
2.8%
0.7%
0.6%
0.4%
-
-
0.02%
0.04%
0.01%
28.4%
21.0%
31.0%
19.5%
17.2%
17.5%
26.6%
23.5%
28.9%
27.4%
18.5%
29.5%
24.2%
-
0.0%
16.7%
-
100.0%
Indicators
Globers through the years
23,526
2021
2020
2019
16,251
11,855
26%
25%
22%
74%
75%
78%
32.9
AVERAGE 
AGE
Under 30 years old
Between 30 & 50 years old
Over 50 years old
35.19%
61.87%
2.94%
Turnover 2021 (LTM%)
18,7%
Working mood
Assessment
(over 5 pts)
Participation
73.5%
2021
4.27
2021
4.16
2020
4.01
2019
72.93%   Male
Globers by country
2021
2020
25.15%   Female
 For more information review Additional Information section.

32
Globant´s remuneration policy attracts and retains the 
talent of our employees, rewarding their qualities and 
performance, without falling into favoritism or injustice. 
It is based on external competitiveness and internal 
equity. Aligned with this commitment, during 2020 we
guaranteed equal salary for all our trainee hires and 
accelerated equal leveling at senior positions. Finally, 
previous annual salary increases, the compensation 
team is responsible for making a wage gap diagnosis 
identifying undesired salary inequalities.
* The calculation is a weighted average of female/male ratio according to 
the number of people in each category. Some categories might show higher 
dispersion due to the small number of cases. Also, seniority might impact the 
maximum wages in each category.
32
Diversity & Inclusion
Women at Globant
25.8%
2021
Women by Position
Female Wage (vs. male wage*)
28.0%
2021
26.0%
2020
25.0%
2019
22.0%
2021
22.0%
2020
19.0%
2019
25.0%
2021
23.0%
2020
21.0%
2019
33.0%
2021
34.0%
2020
25.0%
2019
40.0%
2021
39.0%
2020
37.0%
2019
62%
2021
62%
2020
56%
2019
24%
2021
22%
2020
19%
2019
-2.0%
2021
-1.3%
2020
-3.6%
2019
Women by Seniority
Staff Areas
Delivery
Managers & Up
Leader & Senior
Semi Senior
Junior
Trainee

33
33
(1)A local employee is considered when he or she has the same nationality of the entity where he 
or she is registered. Employees with different nationalities against the entity’s origin are considered 
foreign. All countries of operation are included for the calculation of this indicator.
(2)Includes Mapping category (employees recently incorporated into Globant, due to corporate 
acquisitions). For this type of employee, the identification of senior management was obtained, with 
an estimate based on the distribution by job titles of the Globers. It is assumed for this calculation 
that 100% of Mapping employees are local. The Mapping category represents 2.3% of the total 
number of Globant employees. Senior management includes Manager and Director categories.
*This data is based on a volunteer disclaimer from the Globers. The percentages are 
calculated over each category.
Diversity & Inclusion
49.8%
2021
56.1%
2020
52.7%
2019
US Employees by Ethnicity
Foreign Nationals Employees
27.2%
2021
28.5%
2020
32.1%
2019
17.6%
2021
13.6%
2020
12.5%
2019
2.5%
2021
1.7%
2020
2.8%
2019
0.0%
2021
0.0%
2020
0.0%
2019
2.7%
2021
-%
2020
-%
2019
0.3%
2021
-%
2020
-%
2019
7.8%
2021
2.5%
2021
82.6%(2)
2021
Latin American
White/Caucasian
Asian
Black or African American
Pacific Islander
Two or more races
American Indian or
Alaska Native
% of employees that are foreign nationals
% of employees that are located offshore
% Proportion of senior management hired
from the local community (1)

34
Kindness
Based Culture

35
Kindness based culture
Our culture is the foundation that supports and facilitates our 
distinctive approach and advances our organization forward. 
It can be best described as innovative, entrepreneurial, flexible, 
sustainable, and team-oriented, and is built on six core values 
(Think Big, Constantly Innovate, Aim for Excellence, Team Player, 
Have Fun, and Be kind), and three main motivational pillars: 
Autonomy: empowering Globers to take ownership of their client 
projects, professional development, and careers. 
Mastery: it’s about constant improvement, aiming for excellence, 
and exceeding expectations.
Purpose: We believe that only by sharing a common purpose we 
will build a company for the long-term that breaks from the status 
quo, deliveries innovative software solutions, and creates value 
for our stakeholders.
This strong culture allows us to attract and retain talent, 
providing them the opportunity to work on cutting-edge projects 
for worldclass clients, a flexible work environment, training and 
development programs, and non-traditional benefits. 
35

36
We believe that it is possible to be an organization where 
personal life purpose is aligned with company purpose. For 
that, we promote a wellness environment to unleash Globers, 
full potential. Body, Mind, and Spirit connected to the present 
while creating a way forward.
Be Kind to yourself integrates all the benefits, campaigns, 
activities, and proposals of the company from a comprehensive 
perspective, understanding that the well-being of the people 
depends on a good work-life balance, and taking care of both 
physical and emotional health. 
This program has been very well received by the Glober 
community, and since its launch in April of last year, more than 
12,700 Globers have participated. Some of the most relevant 
initiatives* and programs were: 
Headspace: In 2021, we launched an exclusive benefit for 
Globers: a 100% free membership in Headspace, the number 
one mindfulness app in the world. Since then, more than 5,300 
Glober have enrolled with “Meditation” as the top content used. 
Stop Smoking program: We partnered with Mindcotine, a 
startup that uses virtual reality to stop smoking. Until now, 284 
Globers have activated their kits, and we already have 27% 
Smoke-Free Globers. 
Employee Assistance Program (EAP) for Globers and 
their families: EAP is a unique, confidential, integrated, and 
innovative platform that will offer well-being benefits, ways to 
manage health risks, and inspire positive changes. Globers 
have immediate access to clinical counselors through video, 
live chat, telesupport, and online groups on the following 
topics: Health and Safety Concerns; Financial and Legal Topics; 
Relationship and Family Matters; and Work-related Issues. 
Others: 
Webinars about health, nutrition, skincare and 
preventive medicine 
Gym@Home platform 
Meditation & mindfulness sessions 
Yoga sessions 
Learning opportunities to gain knowledge on the key 
skills related to being smart with your mind
36
*Includes benefits that apply to a minimum of 50% of employees.

37
Diversity, Equity & Inclusion
Diversity, Equity, and Inclusion (DEI) are key pillars of our 
industry. At Globant, we are devoted to boosting and building 
a warmer, more humane, equitable, and inclusive workplace 
for every Glober, where gender equality, cultural diversity, 
and inclusion are the foundations of our culture. We seek to 
accompany minorities and give them a voice and representation 
through our internal communities and with programs and 
initiatives that help make them visible and serve to create a 
safe and respectful workplace.
Globant’s journey towards diversity and inclusion began in 
2003, when Globant was founded with the objective of focusing 
on talent and its people. Several programs have been launched 
since then, programs that allow us to reinforce our inclusive 
spirit and culture as our global footprint expands.However, the 
creation of the Be kind initiative has been especially rewarding 
for the last two years. The public commitments in terms of 
Gender Equality and the creation of the DEI POD*, where the 
key milestones align the whole company in a single objective: 
be the place where everyone can be themselves and 
develop their full potential. 
We are very proud to say 2021 was a year full of 
accomplishments and marvelous moments where 
we reaffirmed our commitment with promoting 
diversity, inclusion, gender equality and connecting IT 
opportunities with underprivileged people all around 
the globe more than ever.
For us, DEI means to focus on four main pillars:
Gender & Sexuality 
Accessibility
Social and Economic Background
Race, Culture & Ethnicity
*A POD is a team with diverse capabilities, self-organized, collaborative, and autonomous, working in collaboration to achieve a specific goal.
37

38
At Globant, we want to change the reality of the industry. The 
pandemic contributed to the gender gap widening even more 
than what it already was, increasing from 99.5 years to 135.6 
(World Economic Forum). However, it has also accelerated 
digital transformation in almost every aspect, which has opened 
new job opportunities in the IT industry labor market. We seek 
to highlight the women leading this transformation with the 
Women That Build Awards. 
At Globant, we want this and future generations to live in a world 
of equal opportunities. The Women That Build Awards are a way 
to inspire and give visibility to those women who, despite the 
context, can inspire other girls to join the STEM industry. 
This award recognizes those women who innovate, lead change, 
inspire, and who make an impact. It also represents a strong 
community of women around the world whose stories deserve 
to be heard, made visible, and recognized by their inspiring power. 
This year’s edition had 1,640 candidates from 11 countries, 
voted by almost 70,000 people worldwide (83% more than in 
the 2020 edition). 
This year there were four categories: Rising star, Tech 
Entrepreneur, Inspire executive and Digital leader. 
Eleven women were awarded per category, 44 in total.  
Gender & Sexuality
The Gender gap is real; that’s why we are taking steps towards 
becoming a permanent part of the solution. We’re dedicated to 
doing our part to make that happen by committing to getting to 
parity in our leadership roles by 2025. 
This year, we changed how we measured management positions, 
adding more technical profiles, which changed our baseline. In 
2021, we went from 27% to 28.3% female managers over total 
managers. Although this new baseline is challenging we are 
fully convinced that it is the best way to make leadership 
roles related to tech more visible, as it’s where the gender 
pay gap is wider. 
Our strategy to achieve these targets consists in implementing 
programs and initiatives throughout the women’s journey: 
Inspire - Educate - Hire - Accompany - Lead. Some of the most 
outstanding initiatives of 2021 were:
38

39
is an initiative that combines mentoring methodology with 
training and inspirational talks for women to strengthen their 
knowledge and management expertise and prepare them for 
leadership positions. 
Every female leader was invited to participate in She Leads 
last year’s edition. Among those who accepted the call, 
93% completed the program, 61% were promoted, and 71% 
manifested feeling an attitude change after the program.
At Globant, we believe that unlimited voices bring unlimited 
power. We promote respect, empathy, and elevation for diverse 
points of view, beliefs, and passions.
June is Pride Month, a time that offers a chance to celebrate, 
show support, and raise awareness of LGBTQIA+ rights. For us, 
this means collective voices from across the globe are coming 
together to challenge dated perceptions, raise awareness, 
bring support, and honor our LGBTQIA+ community. It’s our 
responsibility to make all people feel safe and heard. 
Learning can help bring real change. Our LGBTQIA+ 
community at Globant actively support each other, creates 
learning and fun engagement opportunities, and promotes 
education within Globant. 
During this Pride Month, we hosted info sessions and open 
panel discussions to build awareness about and insights into 
the experiences of LGBTQIA+ so we all can be part of the change 
at Globant, making it a truly inclusive and kind organization.
Pride Month
Back in the Game (B.I.G.)
Driven by the awareness of the structural difficulties women 
face in the technology field,  we want to be part of the long-term 
solution, supporting, promoting, recognizing, and opening 
the doors to all women who want to develop in IT. The BIG 
initiative aims to empower women who are on a career break 
and looking to relaunch their technological expedition. We 
give them the chance to reboot and come back to the game! 
The program initially emerged in India in 2019, to promote 
the reintegration of women into the labor market. Gradually, 
it expanded to Argentina, Chile, Peru, and Uruguay. In LATAM, 
the program consists of training lasting 2 months, to develop 
skills in the following technologies: Java/QC/Salesforce. 
In addition, different inspirational and mentoring talks were 
generated to accompany this process and provide the 
necessary tools for the path to reintegration.
She Leads
A study carried out by Mercer revealed that only 3 out of 
10 workers in the field of STEM in the region are women. In 
addition, a 2020 analysis of 1,100 organizations worldwide 
revealed that women represented 23% of executive positions, 
29% of senior managers, and 37% of managers. They account 
for only 16% of senior-level tech jobs. As part of the technology 
industry, Globant faces a considerable challenge when it 
comes to restoring (or creating) balance. Indeed, we do not 
like to stay still. That’s why this year, we relaunched She Leads, 
a program that aims to accelerate Globant’s goals. She Leads 
39

40
Accessibility
At Globant, we believe that all people can reach their full 
potential. By identifying and combating prejudices and 
labels, we can focus on what is truly important about a 
person: their competencies, skills, experiences, knowledge, 
values, and attitudes. 
In 2021, we launched UnlimITed, our program designed to 
assist in developing people with disabilities, acknowledging 
that their possibilities are infinite when we build 
inclusive workplaces. 
Through UnlimITed, we provide awareness sessions, job 
opportunities, active hearing spaces, and most importantly, 
the true meaning of community that characterizes us. 
Through our Accessibility POD we hold synchronous 
meetings to promote exchange and build an inclusive and 
accessible process. 
This year, Globant supported programs to build a more 
accessible workplace and  to connect people with disabilities 
with opportunities in the industry. In Uruguay, Globant and 
Bensadoun Laurent Foundation teams worked together 
to kick off a Testing Bootcamp for young students with 
disabilities. In Brazil, Globant sponsored Autismo Tech, 
a program that  trained 60 neuroatypical people in 3 tech 
tracks: Gaming, Salesforce, and Testing. Globant volunteers 
accompanied them throughout their final hackathon, and 
provided insights about technology and the industry during the 
development of the program. 
In 2021, we partnered with more than 12 NGOs related 
to accessibility and we hired people with disabilities in 
6 countries.
It is an honor to say we are an equal opportunity employer, 
always seeking to generate a place where everyone can grow 
professionally regardless of their disabilities, race, religion, 
gender identity, age, national origin, or veteran status. And 
we genuinely believe that we have a responsibility when 
it comes to promoting local education and employment 
opportunities for people with disabilities to develop with 
us at Globant.
40

41
Race, Culture & Ethnicity
Multiculturalism is one of the most powerful components of 
Globant’s identity. Where different cultures converge, there 
will be various ways to tackle problems and find creative 
solutions to disrupt business and hack into the status quo. 
The last two years have been exceptionally gainful. We 
are very proud of the work put into organizing different 
conversations and panels where we conversed about Race, 
Culture & Ethnicity. For EMEA in July 2020, we hosted “Let’s 
talk about race” - three conversations where we talked 
about antiracism, unconscious bias, microaggression, etc., 
in response to the George Floyd murder and worldwide 
spotlight on racial inequality. At the same time, we had a 
Black Lives Matter panel In the US. Additionally, in October 
2020, we had a panel about race as part of Diversity Month. 
This year, throughout Diversity Month 2021, we had another 
global conversation entitled “We are still talking about Race 
- are You?”. Having a workplace where these conversations 
are available is extremely important given that racism 
continues to be a matter to address in order to have a kinder, 
more thoughtfu,l and humane environment. 
We would also like to highlight our Cultural Awareness 
Training launch in October 2021, during Diversity Month. This 
training emerged to share general and cultural information 
of every country where Globant is. And Globers can know 
a little more about the different cultures in Globant and 
have a better understanding - and relationship - with their 
coworkers. 46% of the Globers who took part in the training 
have already completed it. 
To advance opportunities for underrepresented minorities 
in STEM fields, this year, our US Chief Business 
Officer, Fernando Matzking, was part of the Board of 
Directors of the National Action Council for Minorities 
in Engineering. NACME is the largest scholarship 
provider for minority students pursuing engineering 
and computer science degrees, while supporting their 
academic and  professional development. From Globant, 
we participated in NACME’s board meetings and corporate 
events, and we were also part of their job fair.
41

42
Social & Economic Background
We live in an era of unparalleled breakthroughs in technology 
that dissolve the barriers of the impossible. In the meantime, 
we are witnessing growing inequality, which mainly takes a 
toll on those most vulnerable. By developing solutions and 
professional development opportunities, we are convinced that 
technology can be part of the solution. 
In 2021, we committed to supporting local communities 
throughout programs for different stages of the tech pipeline, 
both in terms of inspiration and professional development. 
We carried out and supported initiatives worldwide, fostering 
the inclusion of women and girls, veterans and their spouses, 
victims of armed conflict, migrant communities, people of color, 
and population in socioeconomically vulnerable situations. Our 
goal is to build pathways with and for the community to come 
closer to technology and its opportunities. 
Inspire
Our Inspire program aims to build bridges between technology 
and adolescents worldwide. In 2021, we reached over 1,500 
young minds across 10 countries, through a diverse array of 
initiatives that sought to spark their curiosity in technology. 
Amongst these initiatives: 
Girls Coders Club: in our 5th year working alongside Club 
de Chicas Programadoras, we conducted free coding clubs 
that reached teenage girls, deploying new clubs in Argentina, 
Uruguay, Colombia, Peru, Mexico, and Spain. 
Hour of Code and Inspirational Workshops: we conducted 
workshops on basic and intermediate tech concepts alongside 
organizations like UNICEF, Crack the Code, Fundación 
Cimientos, Holberton School Youth Care, Voyage, Fundación 
Ciudad del Niño and SERAJ, impacting +1,000 boys, girls and 
adolescents worldwide. 
Mentorships: in partnership with organizations like Ánima 
(Uruguay), Children’s Villages SOS (Mexico), and Secretaría 
de Educación de Medellín (Colombia), we mentored 
adolescents, particularly from vulnerable backgrounds, in 
the field of technology. 
Mujeres en la Nube:  in partnership with Fundación Plan and 
Geek Girls LatAm, we trained and mentored 50 AfricanColombian 
young women in digital skills. 
Gaming Garage: we launched the first edition of our Gaming 
Garage, as a space where teenagers can spark their creativity 
and develop skills through gaming.
42

43
43
Number of beneficiaries
42,215
36,500
12,132
Number of actions
76
76
128
Pro-bono hours
7,326
41,687*
1,584
2021
2020
2019
Social investment 
*The increase of the number of pro-bono hours was related to Taking Care program due to COVID-19 pandemic.  
For more information about Globanteers refer to Additional Information section.
Code Your Future
Our Code Your Future program is a multidimensional approach to 
generating pathways for inclusion of the community, especially 
minorities and underprivileged populations, in the technological 
industry. We build roadmaps for people to get closer to 
technology and   to gain the necessary skills to succeed in the 
industry. Through partnerships, scholarships, mentorships, and 
professional development opportunities, we impacted +6,400 
people globally. 
Code Your Future Scholarships: as a direct pathway for 
professional development in IT, during the last two years, 
we awarded +3,500 scholarships, of which almost half were 
allocated to women. 
Mentorships: with organizations like SENA (Colombia), 
Fundación Formar, Junior Achievement (Argentina), Fundación 
Bensadoun Laurent (Uruguay), Autismo Tech (Brazil), and 
Laboratoria (LATAM) we mentored over 220 young people in 
technical and soft skills development, accompanying new 
talent for their journey of inclusion in the Latin American 
technology industry. 
Inspirational and professional development workshops: thanks to 
a team of over 300 volunteers, we conducted technical talks, soft 
skills workshops, Q&A sessions and professional development 
activities worldwide. To achieve this goal, we partnered with 
organizations such as Laboratoria in Latin America, Fundación 
Formar, Puerta 18, Semillero Digital, Colegio Madre Teresa, 
Secretaría para la Igualdad de Género de GCABA (Argentina), 
Sembrando TIC, UTEC, Jóvenes a Programar (Uruguay), 
Fundación Plan (Colombia), UX para Minas Pretas and Nova 
Mulher (Brazil); Npower, NACME and MDC Foundation (United 
States); Generation and Being Volunteer (India); Migracode and 
Fundación Integra (Spain).
Empower Her: our third edition of the program accompanied 50 
young women in India, who received training in technical, English, 
and soft skills, alongside Being Volunteer.
Together for Afghans 
Our global call to action in support of refugees. As a response 
to the humanitarian crisis unleashed in Afghanistan in 
August, Together for Afghans was an internal call to action 
for Globers to support Afghan refugees around the globe. 
Donations were made by Globers and matched by Globant, 
and destined to UNHCR, Madrid Red Cross and HIAS. These 
organizations were assisting those affected in Afghan 
territory and in their relocation to new homes, impacting 
over 10,000 people worldwide.

44
Humanity faces the enormous challenge of using 
technology to empower human beings. We want to 
make sure that the wealth, power, and opportunities 
created by the new technologies are shared by 
everyone and positively impact society. 
For us to Be kind to Humanity is to Be kind through 
technology, and through this pillars, we want to 
impact the lives of millions of people, tackling global 
concerns and becoming part of the solutions.
44

45
Be kind Tech Fund
We believe technology is inherently good and 
improves lives worldwide: it connects us, spurs 
innovation, and enables reinvention. But we also 
understand when misapplied or misused, the 
impact can be negative. We must guarantee the 
good use of technology and benefits for humanity, 
mitigating its adverse collateral effects. 
Recent events, studies, and reports have 
created broader awareness around the different 
consequences of the misuse of technologies. 
With this in mind, we had launched the Be Kind 
Tech Fund by the end of the year. A $ 10 million 
corporate venture fund managed by Globant 
Ventures looking to attract startups focused on 
mitigating the adverse effects technology has 
on societies globally. 
Check out more in www.bekindtechfund.com
The fund is an invitation to global 
startups that are seeking support for 
their work developing apps, products, 
and platforms focused on mitigating the 
adverse effects of technology, such as: 
Online harassment and abuse 
Information bubbles and polarization 
Data Privacy & Security 
AI Bias 
Screen time abuse
45

46
Be Kind Labs
Technology has the potential to make an impact at 
scale, allowing solutions to benefit people world - 
wide. We aim to foster intrapreneurship through the Be 
kind Lab, so Globers can  develop their own projects, 
experiment with new technologies and challenge 
themselves to solve human-kind’s issues. During 
2021, more than 350 Globers from different countries 
participated in about 35 impact projects such as:
Emocionalmente: 
Working with organizations specialized in autism 
spectrum disorders, we created an app focused 
on learning emotions. The main objective is to 
help people recognize different emotions in others; 
associate them with everyday life situations, and 
implement ways to manage them. By choosing 
an emotion through different screens, people can 
know its description, the primary related physical 
manifestation, and the facial expressions that 
characterize it. It also suggests sharing good 
moments with others (happiness) or overcoming 
moments of difficulty (anger, sadness, fear).
Childhood malnutrition: 
We were working on a proof of concept regarding 
diagnosing severe acute childhood malnutrition 
with AI. Acute child malnutrition is a serious health 
condition that can even cause death. That’s why its 
early diagnosis is essential, which is difficult in places 
where access to necessary specialized professionals 
or medical equipment is limited. By analyzing a 
child’s images using AI models and morphometric 
techniques, the children’ anthropometric values can 
be established for nutritional evaluation, allowing 
the diagnosis of acute malnutrition and providing a 
severity index to take action. We estimate to launch 
this application in 2022.
MyFootprint: 
Aligned with the Be kind to the Planet initiative, we 
created MyFootprint. A web app that allows Globers 
to calculate their carbon footprint generated by work 
transportation and working from home. Although 
we launched MyFootprint in 2020, during 2021, the 
team added new features such as the Working From 
Home calculation in connection with the commute. 
MyFootprint is a key element for Globant to reduce 
the environmental impact by compensating the total 
footprint with carbon credits.
Red de Autismo:
We have been working with LATAM based NGOs to 
create a knowledge portal for those interested in 
autism spectrum disorder. The initiative is intended to 
configure a network of parents, relatives, professionals, 
and any other person interested in knowing about 
autism, sharing experiences and looking for help or 
accompaniment. 
From Globant Kind Labs, we go along with this project 
to give them the digital solution that fulfills their needs. 
We started with a discovery and design stage that was 
very interesting, and enriching. We plan to launch the 
portal in 2022. 
46

47
We  dream of making the world a better place one step at 
a time. This is Globant’s purpose, and we want to honor it 
by taking care of our common home. We are committed 
to limiting the global temperature rise to 1.5° C above 
preindustrial levels and reaching net-zero by 2050. While we 
follow our science-based emissions reduction trajectories, 
we will persevere with our Carbon Neutrality Pledge through 
carbon offsetting and renewable sources.
 Our Environmental Policy honors the planet’s physical limits, 
carrying out our activity within sustainable development 
parameters through a collaborative approach among Globers, 
suppliers, clients, and other stakeholders.

48
Climate Strategy
At Globant, we are taking concrete action to address the 
climate emergency and to restore our Earth. Having committed 
to the Science-Based Targets Business Ambition for 1.5° C, 
aligns our business with the most ambitious aim of the Paris 
Agreement: to limit global temperature rise to 1.5°C above 
preindustrial levels and reach net-zero delivering a healthier 
and fairer world in time. We have also joined the European 
Climate Pact helping to build a greener Europe and participated 
in the COP26, UN Climate Change Conference in Glasgow.
We are leading the conversation on technology’s role 
in climate change and presenting our disruptive work in 
sustainable technologies. 
With these commitments in mind, our climate strategy joins 
the global movement of leading companies to tackle climate 
change and is planned according to four simultaneous efforts:
48
Measure
Reduce
Compensate
Disclose

49
Energy management
Our energy management programme started in 2020 when we moved 
to 100% renewable energy sources. Working on a country-by-country 
basis, we acquired renewable energy certificates that secured, through 
market mechanisms, the use of renewable resources employing only 
certified origins based on REC (Renewable Energy Certificate), I-REC 
(International Renewable Energy Certificate), and GO (Guarantees of 
Origin) standards  to ensure compliance with reporting initiatives as 
RE100, Carbon Disclosure Project (CDP) and the Greenhouse Gas 
Protocol (GHG Protocol). 
Following the same process, in 2021 the energy used across the 
organization was 4995.2 MWh including 228.9 MWh from non-
renewable fuel consumption and 4,766.33 MWh(1) from purchased 
location-based electricity. We ensured 100% wind and solar market-
based electricity by examining the geographic availability of renewable 
energy sources per country. 
Measuring our 
impact
After COVID-19 pandemic, all our Globers started working from 
home, so measuring energy consumption outside of the organization 
turned out to be a material topic for our Industry. Our web app 
MyFootprint allows us to calculate the carbon footprint generated by 
our employees’ commuting and working from home modalities. The 
App makes a few questions that our employees answered bearing 
in mind their most common working scenario during the reporting 
period. With their feedback, we measure electricity consumption 
regarding the usage of laptops, monitors, and other heating or cooling 
devices used in their home workspace. In 2021, these estimates 
rounded the 4,166.69 MWh(2) globally.
Besides home office electricity usage, we calculated
582.97 MWh(3) third-party data centers’ electricity consumption. We 
obtain the information through an application developed by Dell - Dell 
EMCOpenManage Power Center - that measures each equipment´s 
electricity consumption outside the organization in real-time.
Energy intensity* - 
0.21 MWh/Glober
*Calculated as the electricity consumed in MWh / the 
number of employees, considering the regions with a 
headcount ≥ 1% of the total Globant payroll at the end of 
the period under analysis. Only the electricity consumed in 
Globant’s facilities was included. Other energy consumption 
outside the organization is excluded. 
(1) Includes an estimate of 1,4% of total electricity consumption based on the reported consumption.
Report limits: regions with a headcount ≥ 1% of Globant’s total payroll at the end of the period under analysis. 
(Electricity consumption in out-of-scope countries do not exceed 2,6% of total electricity consumption.) 
(2) Corresponds to the electricity estimated from the results of the survey conducted in 2021. Estimates are 
included based on an initial response level of 19.3% of total employees as of 12/31/2021 of the countries in scope.
(3) Estimates with a 3,8% projection.
49

50
(1) Globant reports its energy consumption for sites established in regions with a headcount ≥ 1% of Globant’s total payroll at the end of the period under analysis. Only purchased location-based electricity was considered.
(2) Renewable energy contracts have all been finalized and executed in February 2022 (an event occurring after the end of the reporting period), complying with the aim of supplying all Globant operations with renewable electricity.
(3) When certified energy was not available, energy was sourced from neighboring countries. This has only been the case where the countries’ electricity networks were connected. Our model so far does not consider online/synchronic matching of supply and demand of renewable energy.
(4) At the moment of buying renewable energy certificates we considered a 10% MWh slack to cover T&D losses associated with the electricity consumed by our company.
Renewable Energy Consumption
Country
Consumption(1)
Type
Energy Attributable Certificates 
(EAC)(MWh) (2)(3)
Guaranteed origin
Argentina
Belarus
Brazil
Canada
Chile
Colombia
Costa Rica
France
Germany
India
Mexico
Peru
Romania
Spain
UK
Uruguay
USA
1,968.21 MWh
69.43 MWh
43.43 MWh
0.00 MWh
61.58 MWh
572.31 MWh
0.00 MWh
0.00 MWh
0.00 MWh
466.30 MWh
302.28 MWh
40.62 MWh
39.77 MWh
97.67 MWh
12.55 MWh
646.31 MWh
567.63 MWh
Total general
4,888.09 MWh
  5,406 MWh
Solar PV
Solar PV
Solar PV
Wind Power
Wind Power
Solar PV
Solar PV
Solar PV
Solar PV
Solar PV
Solar PV
Solar PV
Solar PV
Solar PV
Solar PV
Solar PV
Solar PV
2,156.00 MWh
77.00 MWh
48.00 MWh
2.00 MWh
68.00 MWh
630.00 MWh
2.00 MWh
1.00 MWh
1.00 MWh
513.00 MWh
334.00 MWh
45.00 MWh
44.00 MWh
107.00 MWh
37.00 MWh
711.00 MWh
630.00 MWh
I-RECs
EECS-GOs
I-RECs
RECs
I-RECs
I-RECs
I-RECs
EECS-GOs
EECS-GOs
I-RECs
I-RECs
I-RECs
EECS-GOs
EECS-GOs
EECS-GOs
I-RECs
RECs
50
%
110%
111%
111%
110%
110%
110%
110%
110%
110%
110%
110%
111%
110%
110%
194%
110%
111%
111% (4)

51
Our Carbon Numbers
Every year we measure our corporate Carbon Footprint. This 
is critical to understanding where we are and improving our 
environmental performance. Measuring our carbon footprint 
is not an easy task. Since 2011, when we started measuring our 
environmental impact, we have been improving our methodology 
by considering more components and challenging ourselves to 
become a real Net-Zero emissions company.
Our estimates consider direct Greenhouse Gasses (GHG) 
emissions, primarily due to heating and backup electricity 
production in generators that are owned or controlled by the 
company, and indirect GHG emissions like purchased electricity or 
other third-party emissions as a consequence of our activities, but 
that occur from sources not owned or controlled by the company. 
Measuring indirect GHG emissions is challenging, but we found 
a tech opportunity in this environmental challenge. In 2019, we 
launched MyFootprint, a web app that calculates our Globers’ 
commuting carbon footprint. After the COVID-19 pandemic, 
working from home modalities arrived. With this new way of doing 
things in mind, we worked during 2021 to update the app adding 
working from home emissions worldwide estimates. 
Diesel fuel(2)
14.42% | 10.31 Tn CO2e
Natural Gas(3)
53.72% | 38.40 Tn CO2e
Fugitive emissions(4)
31.84%  | 22.76 Tn CO2e
71.48 Tn CO2e
1.36%
Direct (Scope 1) GHG emissions(1)
 5.182,95 Tn CO2e
98.64%
Other indirect (Scope 3) GHG emissions(5)
Purchased Goods and Services(6)
4.50% | 233.30 Tn CO2e
Business Travel(7)
23.53% | 1.219,54 Tn CO2e
6.02% | 312.20 Tn CO2e
65.95% | 3,417.92 Tn CO2e
Employee Commuting(8)
Working from Home Modalities(9)
(1) Exclusions: 
-Direct emissions from fixed combustion sources belonging to locations that are not fully 
controlled by Globant are excluded: electric power generators in buildings that are not owned by 
the Organization and shared use of the infrastructure with other tenants.
-Direct emissions from mobile combustion: Globant does not have any vehicles or transports at 
any of its sites that are property of the Organization. This definition should be reviewed in case 
Globant acquires its own vehicles or hires and controls vehicles for corporate use.
(2) Backup electricity production in generators owned and controlled by Globant is part of the per­
manent infrastructure and operates on fossil fuel consumption. The emissions correspond exclu­
sively to the sites in Argentina and Mexico (whose equipment is for the exclusive use of the com­
pany). The value of diesel fuel is calculated based on measurements on the level of fuel loaded.
(3) Devices that consume Natural Gas in the offices under Globant administration. The emissions 
correspond exclusively to the sites within the scope of Argentina (whose equipment is for the 
exclusive use of the company).
(4) Fugitive emissions from air conditioning systems. The scope corresponds to three sites in Argentina, 
where there was a replacement of air conditioning equipment and its corresponding refrigerant gas.
(5) Exclusions: 
-Indirect emissions related to trips made on Globant’s behalf that are not associated with 
transfers by air: means of land transportation during business trips, hotel stays, and consumption 
related to business trips.
-Indirect emissions caused by customers and visitors’ transportation.
-Emissions from solid and liquid waste disposal. The waste generated is not considered 
significant by the organization.
(6) Emissions derived from third-party Data Centers energy consumption during the reporting 
period. Estimated with a 3.8% projection.
(7) Calculated based on registered business domestic and international flights during the period 
under analysis.
(8) Corresponds to estimated emissions based on the results of a 2021 survey. Estimates 
are included based on an initial response level of 20.0% of total employees of the countries in 
scope by 12/31/2021.
(9) Corresponds to estimated emissions based on the results of a 2021 survey. Estimates are 
included based on an initial response level of 19.3% of total employees of the countries in scope 
by 12/31/2021.
51
Indirect (Scope 2) 
GHG emissions
100% Renewable 
Electricity Supply
0 Tn CO2e

52
1.5
Ton CO2e/
Glober
2.0
1.0
0.5
0
2019
2020
2021
1.65
0.47
0.23
In compliance  with the reference methodologies for calculating 
the corporate carbon footprint ISO 14064 - Part 1 and the GHG 
Protocol, our emission inventory estimates GHG emissions in 
regions with a headcount of ≥ 1% of Globant’s total payroll under 
operational control consolidation approach at the end of the period 
under analysis. 
By ensuring electricity provision from renewable sources - as 
previously explained - we can cancel our electricity-linked emissions. 
Note that electricity consumption related to WFH schemes has not 
been considered within scope 2, but under scope 3. 
Despite the company’s exponential growth, the incentives for 
reducing unnecessary air traveling and working from home 
significantly decreased scope 3 total CO2 inventory. At the same 
time, preserving our 100% renewable energy commitment implies 
zero emissions from scope 2. These actions positively impacted 
our carbon footprint by reducing  the 7,635.53 Tn CO2e* of 2020 to 
5,254.43 Tn CO2e in 2021.
*2020 carbon footprint information was restated from previous reporting periods after 
an external assurance process. After this auditing process, the reporting information 
changed from 7,794,53 Tn CO2e to 7,635.53 Tn CO2e. No significant effects were 
identified after this restatement.
52
- 31.18% 
Tn CO2e Reduction
GHG Emissions intensity* 
*The GHG emissions intensity ratio includes scope 1, scope 2 market-based and scope 3 GHG 
emissions under our GHG report and organizational limits against the total headcount at 12-31-2021.

53
At Globant, becoming a net-zero company is a top priority and 
a commitment to engage clients and other stakeholders in 
the dialogue of becoming a net-positive environmental agent. 
Our decarbonization strategy started in 2020 when we moved 
all our operations to 100% renewable energy sources. This 
year, reinforcing our commitment to face climate change, 
we adhered to the Science Based Targets (SBT) Business 
Ambition for 1.5° C, joining the Race to Zero global movement 
devoted to taking strict and immediate action. 
Although the SBT validation process couldn’t be finalized 
before the end of the reporting period, we are internally joining 
forces to reduce our overall GHG emissions by 87.4% per 
employee by 2030. 
With this target in mind and with the collaboration of different 
teams, we are working on a global decarbonization action 
plan. Reducing GHG emissions and our energy consumption, 
ensuring the provision of the best renewable energy sources 
of electricity, and greening our way of developing tech are 
only some of our ongoing initiatives to deliver a healthier and 
fairer zero-emission carbon world in time.
Regarding location-based energy consumption, we 
continued with our data center virtualization process. 
Despite our business growth of 59%, our data centers 
performance remained as in 2020. Our infrastructure 
ratio was 29 to 1, meaning each physical data center 
hosted on average 29 virtual ones. This action allowed 
us to have 150% more data centers, while the energy 
consumption increased just 27% over 2020 metrics. 
Regarding digital storage, we consumed 6% less 
energy per Glober in the past year. 
After the COVID-19 impact and with the new normal 
modalities, we need to reduce our climate impact in all 
our operations, including emissions generated while 
working from home. We have invited our Globers to 
take part in Globant’s Energy Challenge. This initiative 
promotes the responsible use of energy in all aspects 
of daily life, encouraging our Globers to reduce their 
home energy emissions with some videos with tips 
about being more energy-efficient.
Reducing in line 
with Science-
Based Targets
Energy Efficiency
Going one step further in Green IT, in July 2021, 
we joined the Green Software Foundation steering 
committee, an institution of global organizations 
committed to creating best practices for building 
sustainable software to reduce carbon footprints. 
Being Globant, a digitally-native company, it is 
imperative to acknowledge and mitigate the impact 
technology has on the environment, and continuously 
reinforce our commitment to make software 
development greener and more sustainable for our 
products and processes and those of our clients and 
partners. Through improved sustainability of our own 
IT value chain and that of our clients, we contribute to 
achieving global sustainability goals. 
The Green Software Foundation released the alpha 
version of the Software Carbon Intensity (SCI) 
Specification, a method for scoring a software system 
for carbon emissions. Globant helped make this 
solution a reality as a GSF member, and we are proud 
to be one of its early adopters.
Digital Sobriety
53

54
Compensate until 
achieving Carbon 
Neutrality
In 2021, Globant became Carbon Neutral. While we reduce our 
carbon footprint following our Science-Based emissions reduction 
trajectories, we will persevere with our commitment to offset for all 
the remaining carbon emissions. We supported regenerative projects 
that promote environmental well-being and revert climate change with 
verified carbon credits certification standards such as Gold Standard, 
American Carbon Registry or Verra. 
Being kind to the Planet is a team-effort. For this reason, we believed 
it was important that our Globers took part in this important milestone. 
We invited them to choose which carbon offset project they would like 
to support to offset for their own working carbon footprint. 
Carbon offset projects
GreenTech (Romania) - Recycles PET packaging and 
manufactures new recycled plastic products. This process 
requires a considerably lower energy consumption than 
manufacturing the same products from virgin inputs, and 
we can significantly reduce greenhouse gas emissions. 
Additionally, the project contributes to better working 
conditions and revenue distribution to improve local and 
regional economic development.
Wind Power Project (India) - Provides wind power in the 
villages of Mandsaur and Ratlam districts of Madhya Pradesh 
state, India. The initiative aims to generate electrical power 
using wind energy for the local community. It also impacts 
the community with different economic, health, security, and 
education initiatives.
54
Bajo Calima y Bahía Málaga (Colombia) - Prevents 
deforestation of Colombia’s Pacific coast since 2013 by two 
Afrodescendant communities. Located in one of the cloudiest 
and rainiest portions of the world, a unique ecosystem with 
rich flora and fauna is created.
Brazil Nut (Peru) - Prevents deforestation and protects 
biodiversity in 500,000 acres in the Peruvian Amazon since 
2010. Owned by over 300 small concessioner landowners 
aimed at refocusing the local economy towards the passive 
harvest of Brazil Nuts, it provides community members with 
sustainable income through carbon finance. 
Kootznoowoo (US, Alaska) - Preserves a hemlock-spruce 
forest along a heavily forested section of Alaska’s coastline. 
Owned by Kootznoowoo Incorporated, a Native-American 
timber company, the project area would otherwise be 
vulnerable to harvesting.

55
Disclosing 
our Climate 
Performance
We believe that disclosing our efforts in our transition to a low-carbon 
economy is essential to give transparency and provide confidence in 
our climate strategy. 
Reporting our 2021 climate change performance in CDP (formerly 
known as Carbon Disclosure Project) for the first time with a C score, 
was an important milestone not only for our company,  but also  our 
clients and principal shareholders. As we have responded to the full 
version of the CDP climate change questionnaire, we have also been 
scored with a B- in Supplier Engagement Rating (SER) due to our 
performance on governance, targets, scope 3 emissions, and value 
chain engagement. Becoming a Net-Zero company is a team effort 
that requires the engagement of our whole stakeholder ecosystem. 
Working with our Globers, clients, investors, and other stakeholders’ 
environmental needs and expectations lead our way forward in our 
race to zero emissions.
Environmental Awareness
We empower our Globers to be the owners of their careers, nurturing 
their skills sets and choosing their learning path. With the launch of 
the Be kind to the Planet learning map we help our employees to 
understand and explain Globant’s commitment to becoming a net-
zero company, ensuring that all of our operations across the globe 
contribute to reducing emissions and having a positive impact on 
climate change. Our four-module course Sustain-abilities explores 
topics such as Carbon Management and Technology, Sustainable 
Reporting, Business Legitimacy, How to learn and transform the way 
we go about our business - and our lives - on Earth.
Intending to raise environmental awareness and helping to restore 
our planet Earth, we promote tree recognitions to celebrate team 
efforts or any other working celebrations. For example, in 2021, and 
in alliance with Saving the Amazon NGO, we planted 5,000 trees in 
our enterprise forest to celebrate we’ve achieved a total headcount 
of more than 5,000 Globers in Colombia. 
Finally, in Spain, we joined 1Planet4All. A project promoted by 
the European Union to inspire young activists in the fight against 
the climate emergency by promoting corporate volunteering. The 
initiative took place in 12 European countries, and in Spain, it was 
carried out by the NGO Ayuda en Acción.
55

56
56
Rethinking4Good
In 2021 we launched Rethinking4Good, our 4R plan that 
looks forward to Reviewing and being conscious of our 
behavior, Reducing our environmental impact, Reusing 
by giving materials a second chance, and Recycling by 
managing our waste responsibly. Although Globant’s total 
waste fits into the urban type and falls under our GHG 
inventory materiality threshold, we believe it’s essential to 
control our waste and raise awareness of its impact on 
our more than 23,500 Globers worldwide. 
We  want  our  Globers  to have the best Workplace 
Experience, have fun at our offices and be kind to the 
environment. We promote a Zero Waste culture eliminating 
all single-use plastics from our kitchens, thus preventing 
plastic waste generation at the origin. 
Our waste management practices focus on reducing 
our negative environmental impact and switching on our 
positive impact on the community and the Planet. All our 
workplaces have bins to throw out the recycling waste 
separately from the organic, accomplishing all local laws 
and regulations. From the 81,634 kg of total non-hazardous 
waste, almost 19% was diverted from disposal to being 
recycled in 2021. 
First electric compost bin in Montevideo, Uruguay.
Bearing in mind that virtually all our non-hazardous waste is 
organic, after a successful first experience in Montevideo’s 
site, we implemented an action plan to install 18 electric 
compost bins on-site to reduce the amount of organic 
waste to be disposed of in landfills and give our Globers 
compost to fertilize their own gardens. As regards E-Waste, 
96% was diverted from disposal. 86% was refurbished 
and given a second chance to the local community, the 
rest was disassembled and each material recycled. 
Supporting our local community by donating furniture and 
hardware in excellent condition and that can be given a 
second chance is part of our program’s priorities. Whenever 
an office closes or we find any device that doesn’t comply 
with Globant’s brand or technical standards to give our 
clients the best service, the equipment is revised and 
rethought for a new purpose. With this mindset, in 2021, 
more than 280 hardware and 25,076 furniture articles were 
donated to help 38 NGOs or social institutions worldwide 
accomplish their missions.

57
Additional
Information
57

58
58
Materiality 
The matrix below identifies the results and the potential impacts on the relationship 
with the stakeholders according to the materiality analysis, and adding the strategic 
vision of Top Management, based on strategies and applicable standards:
Materiality Analysis
The process determined the material aspects through the involvement and 
participation of stakeholders (directors, economic or social affairs, customers, 
employees/collaborators, investors, partners, auditors/controllers, suppliers) 
whose views have informed the process of determining our material topics and 
assess the importance of the Economic, Environmental, Governance and Social 
issues. The process included benchmarking, interviews with key Directors and 
Investors, and online surveys:
Interviews: 12 in-depth interviews covering Globant’s most relevant areas 
to their interaction with external stakeholders. Information was collected on 
the aspects that the participants considered most relevant, concerning the 
attributes and aspects of sustainability. 
Comparative Studies: comparative studies of 11 companies,, searching 
to understand their sustainable management. This analysis also provides 
valuable information on thestakeholders’ expectations that are in common.
Investors: a specific interview was carried out through the investor relations 
area, to learn about the perception of the aspects of sustainability that allow 
knowing their investment interests. 
Online surveys: internal and external groups were made to determine the 
perceptions about sustainability aspects based on the GRI Standards, which 
allows a wide scope of interested parties. 101 responses were received 
(Customer, Economic or social affair and, Collaborator).
Risks and opportunities
posed by climate 
change
Occupational
health and safety
Community
engagement
Relationships
with stakeholders 
Digital
inclusion 
Education
and training 
Environmental
stewardship
Innovation
Tech integrity,
ethics in AI
and Privacy 
Ethics &
Compliance
Well-being 
and work-life 
balance 
Diversity &
Inclusion
Employment
and career
Sustainable
performance
Customer
Satisfaction
58
R
E
L
E
V A
N
C
E
 T O
 
S
T A
K
E
H
O
L
D
E
R
S
S
T
R
A T
E
G
I
C
 
R
E
L
E
V A
N
C
E
Low		
	
	
	
   Medium	
	
	
	
	
High
Low		
	
	
	
   Medium	
	
	
	
	
High
* Strategic relevance is Internal impact and relevance for stakeholders is external impact.

59
Customer satisfaction: impacts our relationship with the clients 
and our business sustainability model.
Occupational health and safety: our people and stakeholders are 
key strategic polls to care for. Delivery capacity also depends on 
occupational health, safety policy and, implemented protocols.
Environmental stewardship: we are immersed in a global climate 
crisis that forces all relevant companies to take immediate action 
and lead. 
Risks and opportunities posed by climate change: that have 
the potential to generate substantive changes in our operations, 
revenue, or expenditure.
Sustainable performance: our economic performance is relevant 
to our investor community, and is crucial for our business 
sustainability.
Relationships with stakeholders: the relationship with our 
stakeholders is essential for our activities and business 
relationships. 
Digital inclusion: we are generators of opportunities, through 
technological digital inclusion for labor insertion.
Education training: the delivery capacity also depends on the 
training of our collaborators.
Changes to the list of material topics that 
have emerged this year:
List of material topics
Below are the results and the potential impacts on the relationship 
maintained with our stakeholders:
Innovation: our goals of leading in the digital and cognitive space, 
make these impacts meaningful for our clients and our corporate 
development. 
Ethics and compliance: as a publicly listed company, we adhere 
to the highest ethics and compliance standards to obtain the trust 
of all stakeholders, investors, communities, and our people. 
Community engagement: communities are the source of talent 
and business. Corporations do not operate in a vacuum, and our 
stakeholders continuously demand higher levels of involvement 
on our behalf. 
Employment and career: our people are one of the pillars of our 
sustainability strategy. Our relevance in certain markets is growing, 
becoming a role model for employment and career opportunity. 
Wellbeing and work-life balance: our people are a key strategic 
component and stakeholders to care for. The capacity of delivery 
also depends on the well-being of our workforce. 
Diversity & Inclusion: thanks to the size of our workforce, we 
represent a role model for the diversity and inclusion KPI of the 
technology industry within the countries we operate. 
Tech Integrity, AI ethics, privacy: our technological work affects 
many aspects of direct and indirect users (clients of clients) and 
society as a whole.
59

60
Clients
AEP Energy, American Express, BBVA, Bci, Boehringer Ingelheim, 
Chicago Tribune, Coca-Cola, Danone, Dell EMC, EXPRESS, EA, 
Embraer, FOX, Inter-American Development Bank, Interbank, 
LATAM Airlines, LinkedIn, MACH, Mercado Libre, Metropolitan 
Police, National Geographic, NISSAN, OSRAM, Pernod Ricard, BR 
Petrobras, PRISMA, PR Newswire, PUMA, Rockwell Automation, 
Royal Caribbean, Santander Rio, Trina Turk, UBISOFT, Unilever, 
Walmart Argentina, YPF, Banco Itaú, Smile Direct Club, GAP, 
Interbank, Melia, Stride. P.Volve,  among others.
Governmental Offices
National governments of Argentina, Uruguay, Colombia, 
Mexico, Chile and India. 
Governments of Buenos Aires, Montevideo, Bogotá, Medellin. 
Provincial governments of Buenos Aires, Chaco, Tucuman, 
Santa Fe, Cordoba, Mendoza, Tierra del Fuego, Río Negro; 
Municipalities of Tandil, Bahia Blanca, Rosario, Mar del 
Plata, Medellin, San Francisco among others.  Embassies of 
the United States, Uruguay, Chile, India, Colombia, Mexico, 
Romania, Belarus, EAU, Spain, and UK in Argentina. Argentine 
embassies in other countries. 
Chambers and Business Organizations
Center for Strategic and International Studies (CSIS), Cámara 
de la Industria Argentina del Software (CESSI), Argencon, 
Asociación Nacional de Empresarios de Colombia - Cámara 
de Industria Digital y de Servicios (ANDI), Asociación Chilena 
de Empresas de Tecnología de Información (ACTI), Cámara 
Nacional de la Industria Electrónica de Telecomunicaciones 
y Tecnologías de la Información de Mexico (CANIETI), 
Asociación de empresas de Tecnologías de la Información 
y la Comunicación de Uruguay (CUTI), Asociación de las 
Tecnologías de la Información y la Comunicación de Mar del 
Plata (ATICMA), , SHIFT Perú, ENDEAVOR, National Association 
of Software and Service Companies (Nasscom), SEAP, Council 
of the Americas, ASUG, Cámara Franco Española, Asociación 
Argentina de Capital Privado (ARCAP), AMDIA, Asociación 
Civil Red de Apoyo (RAP), ADVA, Cámara Empresas del Polo 
Informático Tandil (CEPIT), Cámara empresaria de Tandil (CET), 
Polo IT de Buenos Aires, Polo Tecnológico de Bahía Blanca, 
Cluster Tecnológico de Córdoba, Consejo Empresarial Indo-
Argentino, AMCHAM (Argentina,  Chile y Colombia), Asociación 
Civil Python Argentina, CACE, UIA, IDEA, ACDE, Asociación 
Empresaria Argentina (AEA), Asociación para el Progreso 
de España (APD), Federación Colombiana de la Industria 
del Software y Tecnologías Informáticas (Fedesoft),Rede 
Empresarial de Inclusao Social, Green Software Foundation, 
among others.
Media
Print, online, television, and radio media from Argentina, Uruguay, 
Peru, Brazil, Colombia, Mexico, USA, UK India, Spain, Singapore 
and Germany.
Civil Society Organizations & Education Centers
Argentina:
ACNUR Argentina, ALPI RAFAELA - ASOCIACION PARA LA 
LUCHA CONTRA LA PARÁLISIS INFANTIL, ARTE Y PARTE, educar 
y crecer con arte, Asociación Civil Madre Tierra, Asociacion 
Cooperadora EET Nro 2, Asociación Cooperadora Hospital José 
A Esteves, Apadea, Banco de Alimentos CBA, Barrio Puente de 
fierro, CAECE, Capilla San Francisco, Catedral de La Plata, Club 
de Chicas Programadoras, Colegio Don Bosco, Colegio Madre 
Teresa, Colegio Nacional de Monserrat, Colegio San Ignacio, 
Comunidades Rurales, Cooperativa de Chacra de la Merced, 
Emocionario, Escuela “Domingo Faustino Sarmiento”, Escuela 
de Educacion Secundaria Tecnica N°3, Tortuguitas, Escuela 
EES7 de Berisso, Escuela Municipal Yerba Buena, Escuela 
Normal Superior “Gral. José de San Martín” Tandil, Escuela San 
Andrés, Filas Virtuales (Garraham), Fundación Beatriz Ramseyer, 
60
Stakeholder Engagement
Fundación Bisblick, Fundación Caleidoscopio (Construyendo 
Lazos), Fundación Cimientos, Fundación Fonbec Bs As, 
Fundación Fonbec Mendoza, Fundación Formar, Fundación 
Haciendo Lío, Fundación Idel, Fundación Manos Abiertas, 
Fundación Nosotros, Fundación Pescar, Fundación Pilares, 
Fundación Puerta 18, Fundación SPINE, Fundación Todavía 
es Tiempo, Fundación Trafkin, Fundación Vivienda Digna, 
Haciendo Camino, Hospital de Niños de Tandil, Hospital de 
Niños Garraham, IAE, INSTITUTO DE ESTUDIOS SECUNDARIOS 
DE SANTIAGO TEMPLE, Instituto Nivel Superior Sarmiento, 
La Calera, Instituto Primo Capraro, IPET Nº 247 Ing. Carlos 
Cassaffousth, Fundación Junior Achievement, Lectura Fluída 
(CONICET), Medicos sin fronteras, Misiones Rurales Argentinas, 
Mujeres en Tecnología, NocheBuena para Todos, Nosotras 
Hacemos Tandil, PANAACEA, Red Autismo, Secretaría para la 
Igualdad de Género de GCABA, Semillero Digital, Supervisión 
Sección II de DETyT, Unicef.
Argentina Universities
Buenos Aires CAECE, Buenos Aires ITBA Instituto Tecnológico de 
Buenos Aires, Buenos Aires UADE, Buenos Aires UBA- Ingeniería, 
Buenos Aires UCEMA, Buenos Aires Universidad Abierta 
Interamericana, Buenos Aires Universidad Austral, Buenos 
Aires Universidad Católica Argentina - ECONOMICAS, Buenos 
Aires Universidad Católica Argentina - INGENIERIA, Buenos 
Aires Universidad de Ciencias Empresariales y Sociales (UCES), 
Buenos Aires Universidad de Morón, Buenos Aires Universidad 
de San Andrés, Buenos Aires Universidad del Salvador, Buenos 
Aires Universidad FASTA, Buenos Aires Universidad Favaloro, 
Buenos Aires Universidad Nacional del Centro de la Provincia 
de Buenos Aires (UNICEN), Buenos Aires Universidad Nacional 
del Sur, Buenos Aires Universidad Nacional La Matanza, Buenos 
Aires Universidad Tecnológica Nacional (UTN), Buenos Aires 
Universidad Torcuato Di Tella, Buenos Aires UNLP (Facultad de 
Informática), Chaco Universidad de la Cuenca del Plata, Chaco 
Universidad Nacional del Chaco Austral (UNCAUS), Chaco 
Universidad Nacional del Nordeste (UNNE) - Exactas, Naturales 
y Agrimensura, Chaco UTN - Regional de Resistencia, Chubut 
Universidad Siglo 21, Córdoba Universidad Blas Pascal, Córdoba 
Universidad Católica de Córdoba, Córdoba Universidad Siglo 
21, Mendoza Universidad de Mendoza, Mendoza Universidad 
del Aconcagua, Mendoza Universidad Tecnologica Nacional 
(UTN), Neuquen Universidad Siglo 21, Rio Negro Universidad 
Siglo 21, Santa Cruz Universidad Siglo 21, Santa Fe UCEL, Santa 
Fe UTN - Regional de Santa Fe, Tierra del Fuego Universidad 
Nacional de Tierra Del Fuego, Tierra del Fuego Universidad Siglo 
21, Tucumán Universidad del Norte Santo Tomás de Aquino, 
Tucumán Universidad Tecnológica Nacional (UTN).
Spain
Cruz Roja de Madrid, Migracode, Embajada Argentina en Madrid, 
Asociación La Rueca, Ayuda en Acción, Fundación Integra.
Spain Universities
Univ. Politécnica de Cataluña (UPC), Univ. Politécnica de Madrid 
(UPM), Univ. Politécnica de Valencia (UPV), Univ. Carllos III, 
Universidad Autónoma de Madrid, Univ Complutense de Madrid, 
Universitat de Girona, Universitat Ramon Llull, Universidad Antonio 
de Nebrija, Universidad Europea de Madrid, Universidad Pontificia 
Comillas (ICAI-ICADE), Universidad Rey Juan Carlos, Univ Francisco 
de Vitoria de Madrid, U´TAD, FACULTAT D’INFORMÀTICA de BCN.
Chile 
 ACNUR Chile, Fundación Ciudad del Niño, Fundación Techo 
Chile, Laboratoria Chile, Inclúyeme, Aldeas Infantiles, Santiago.
Chile Universities
Pontificia Universidad Católica de Valparaíso, - Universidad 
de Santiago de Chile, - Instituto Nacional de Capacitación 
Profesional (Inacap), - Duoc UC -  Educación Superior Técnico 
Profesional de Chile, - Universidad Técnica Federico Santa 
Maria, - Universidad Adolfo Ibáñez.
60

61
Uruguay
+ Mujeres UX Uruguay, ACNUR Uruguay, Ánima, Montevideo, 
Fundación Bensadoun Laurent, Holberton School, Matea, Olla 
Popular del Valle, Sembrando TIC, UTEC.
Uruguay Universities
Universidad Tecnológica del Uruguay (UTEC), Universidad de 
la república (UDELAR), ORT Montevideo, Universidad Católica 
de Uruguay, Universidad de Montevideo, Consejo de Educación 
Secundaria (CES), Universidad de la Empresa (UDE).
India
Samarthanam Trust for the Disabled, Being VolunteerSt. Crispin’s 
Home, Generation India, ICT Academy, Naidu Hospital, MCCIA 
- Mahratta Chamber of Commerce, Industries and Agriculture, 
Pune Adventist Hospital, Sahyadri Hospital, Jnana Prabodhini, 
Evolve Foundation.
India Universities
Maharashtra Institute of Technology (MIT), Pune Institute 
of Computer Technology (VIT), Vishwakarma Institute of 
Technology (VIT), Department of Computer Science (PUCSD), 
College of Engineering Pune (COEP), National Institute of Design 
(NID), Indian Institute of Information Technology (IIIT).
Romania
Masa Saracilor, Charity and Humanitarian Support NGO.
Romania University 
Technical University, “Babes-Bolyai” University.
Colombia 
Fundación Plan, Aldeas Infantiles, SENA Tolima, Medellín, 
Bogotá,, Saving the Amazon, Banco de Alimentos de Colombia, 
Fundación Solidaridad por Colombia, Fundación Colombianitos, 
Fundación El hormiguero, Medellín, Fundación Salvemos a 
Cristian, Fundación VASED, Fundación Compasión, Fundación 
Colombianitos, Corporación Artística y Cultural Colectivo 
Teatral Infusión.
General Zona 48 San Pedro Xalpa, Clínica Medicina Familiar 
Iztapalapa II, Issste, IMSS Hospital General /MF8, Hospital 
Regional 1ro de Octubre del ISSSTE.
Mexico Universities
Instituto Tecnológico Autónomo de México (ITAM ), Universidad 
Nacional Autonoma de Mexico (UNAM), POLITECNICO 
NACIONAL de Mexico.
Perú
Juguete pendiente, Lima, Care Perú, Aldeas Infantiles Perú, Fe y 
Alegría, Conferencia Episcopal Peruana.
Perú Universities
Universidad de Ciencias Aplicadas  (UPC), Pontifica Universidad 
Catolica del Peru  (PUCP), Universidad Mayor de San Marcos 
(UMSM), Universidad Federico Villarreal, Instituto San Ignacio 
de Loyola  (ISIL), Cibertec, Universidad de Lima  (UL), Zegel 
IPAE, Universidad Tecnologica del Peru  (UTP), Universidad 
San Martin de Porres  (USMP), Universidad de Ingenieria y 
Tecnología  (UTEC), Universidad Nacional de Ingeniería  (UNI), 
Universidad San Ignacio de Loyola  (USIL), Universidad de Piura, 
Centro de Educación Superior  Valle Grande.
Brasil
Laboratoria, UX para Minas Pretas, ETEC, ACNUR, Amankay, 
PAC - Projeto Amigos das Crianças, Nova Mulher, aTip, FIAP.
Brasil Universities
University of São Paulo (USP), Universidade Federal De São Paulo 
(UNIFESP), Pontifical Catholic University of São Paulo,(PUC), 
Instituto De Ciências Matemáticas e de Computação.
Belarus Universities
Belarusian State University of Informatics and Radioelectronics, 
Belarusian National Technical University, Belarusian State 
University, Gomel State University.
Stakeholder Engagement
Colombia Universities
Universidad Los Andes, Universidad Piloto, Escuela Colombiana 
de Ingeniería Julio Garavito, Universidad Javeriana, Universidad 
Nacional, Universidad Militar en Multimedia, Universidad Sabana, 
Universidad Externado, Universidad El bosque, Institución 
Universitaria Politécnico Grancolombiano, Universidad de 
Antioquia, Universidad de Medellín, Universidad Nacional, 
Universidad EAFIT, Politécnico, Universidad San Buenaventura 
Medellín, Fundación Universitaria Luis Amigo, Universidad 
Pontíficia Bolivariana, Universidad Autónoma Latinoamericana, 
Fundación Universitaria María Cano, Institución Universitaria 
Medellín, Fundación Universidad Católica del Norte.
UK
British Red Cross, Voyage
UK Universities
University of Cambridge, University of Oxford, Imperial College 
London, University of Edinburgh, University College London 
(UCL), University of Manchester, University of Warwick, King’s 
College London, Queen’s University Belfast, University of 
Birmingham.
USA
National Action Council for Minorities in Engineering (NACME), 
General Assembly, Coding Dojo, Code Fellows, NPower, Miami 
Dade College Foundation, Epicodus, HIAS.
USA Universities University of North Carolina, Duke 
University, Columbia University, New York University, Rensselaer 
Polytechnic Institute, University of California, Berkeley, Stanford 
University, University of Washington, Seattle University.
México 
Cruz Roja Mexicana, DF, Hola Code, Aldeas Infantiles, DF, 
Fundación FAE, Fundación AVON, Fundación CAM (Centro de 
Ayuda para la Mujer), Recicladora TAME, Servicios a la Juventud 
(SERAJ), Federación Mexicana de Empresarios LGBT, Cruz Roja 
Tlanepantla, Hospital General Zona 24 Insurgentes, Hospital 
Total Donations 2021 
$ 860,860 
 Comercial donations
$180,00000
Charitable Donation
$200,310
Community Investment
$160,690
Pro bono hours (25k)
$319,860
$ 423,164
Subscriptions 2021
61

62
Table 1 - Globers per employee type of contract by region
Argentina
India
Colombia
Mexico
Chile
Peru
Uruguay
United States
Brazil
Spain
Belarus
United Kingdom
Romania
Costa Rica
Canada
France
Luxembourg
Germany
5,369
3,518
5,314
3,236
1,278
1,272
1,013
709
708
534
203
175
164
11
9
6
6
1
Total general
23,526
23,102
424
0
23,297
229
5,325
3,515
5,109
3,236
1
1,277
1,211
938
701
688
532
202
171
164
11
9
6
6
44
3
205
0
0
1
61
75
8
20
2
1
4
0
0
0
0
0
5,259
3,518
5,242
3,236
1
1,277
1,271
1,008
706
678
532
203
175
163
11
6
6
5
110
0
72
0
0
1
1
5
3
30
2
0
0
1
0
3
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Region
Total Headcount
Permanent (1)
Temporary (2)
Non-guaranteed (3)
Full-time (4)
Part-time (5)
(1)  Permanent: employee with a contract for an indeterminate 
period (i.e., indefinite contract) for full-time or part-time work.
(2)  Temporary: employee with a contract for a limited period 
(i.e., fixed term contract) that ends when the specific time 
period expires, or when the specific task or event that has an 
attached time estimate is completed (e.g., the end of a project 
or return of replaced employees)
(3)  Non-Guaranteed: employee who is not guaranteed a 
minimum or fixed number of working hours per day, week, 
or month, but who may need to make themselves available 
for work as required modified. Examples: casual employees, 
employees with zero-hour contracts, on-call employees.
(4)  Full-time: employee whose working hours per week, 
month, or year are defined according to national law or 
practice regarding working time.
(5)  Part-time: employee whose working hours per week, 
month, or year are less than the number of working hours for 
full-time employees.

63
63
Table 2 - Globers per employee type of contract by gender
2021
Other
Not Disclosed
Total
Headcount
6,069
17,457
0
0
23,526
Permanent (1)
5,917
17,185
0
0
23,102
Temporary (2)
152
272
0
0
424
Non-guaranteed hours (3)
0
0
0
0
0
Full-time (4)
5,980
17,317
0
0
23,297
Part-time (5)
89
140
0
0
229
Female
Male
(1), (2), (3), (4), (5) see references in page 62.
*Gender as specified by the employees themselves.
Table 3 - Globers per employee category by age group*
%
Manager & Up
2021
%
Semi Senior
%
Junior
%
Trainee
%
Under 30 years old
142
5%
1,898
23%
5,037
56%
2,209
77%
436
89%
Between 30-50 years old
2,462
86%
6,224
74%
3,830
43%
651
23%
55
11%
Older than 50 years old
248
9%
268
3%
56
1%
8
0%
0
0%
Leader & Senior
63
Table 4 - Globers per employee category by gender*
*Includes Mapping category (employees recently incorporated into Globant, due to corporate acquisitions). For this type of employee, the identification of each category was obtained, with an estimate based on the distribution by job titles 
of the Globers. It is assumed for this calculation that 100% of Mapping employees are local. The Mapping category represents 2.3% of the total number of Globant employees.
Categorization: 
* Manager: includes director and managers; 
*Leader and Senior: includes senior, specialist, consultant, leader and expert.
Manager & Up
2021
%
Semi Senior
%
Junior
%
Trainee
%
Female
807
28.0%
1,839
22.0%
2,277
25.5%
947
33.0%
199
40.0%
Male
2,046
72.0%
6,551
78.0%
6,646
74.5%
1,922
67.0%
293
60.0%
Other
0
0.0%
0
0.0%
0
0.0%
0
0.0%
0
0.0%
Leader & Senior
%

64
Table 5 - US Globers by Ethnicity
Us employees by ethnicity*
Technical staff
All other
Latin American
49.8%
49.8%
38.5%
11.7%
White/Caucasian
27.2%
34.7%
30.6%
34.7%
Asian
17.6%
13.4%
69.6%
17.0%
Black or African American
2.5%
12.5%
62.5%
25.0%
Pacific Islander
0.0%
0.0%
0.0%
0.0%
Two or more races
2.7%
41.2%
41.2%
17.6%
American Indian or 
Alaska Native
0.3%
0.0%
50.0%
50.0%
Total
Managers
Table 6 -Volunteers by region 
Country
%
Argentina
12%
India
5%
Colombia
9%
Spain
4%
Mexico
3%
Peru
3%
Uruguay
9%
Brazil
15%
Chile
11%
Romania
16%
USA
12%
UK
5%
%
Country
*This data is based on a volunteer disclaimer from globers. The percentages are calculated over each category (new criteria since 2021).
Total: 8 % of total payroll

65
Table 7 - Talent development by gender and professional category
Table 8- Performance evaluation
Talent Development 
Total
By Gender
By Professional Category
Female
Male
Other
Capacity
Operations
Sales
Staff
Technology
Delivery
Others
Trained Globers
25,049
7,023
17,808
250
16
1,651
206
1,025
21,875
165
143
Training Hours
779,874
210,629
558,611
10,634
121
1,341.48
2,557
18,581
709,793
34,916
12,564
Average training hours per Glober
31.1
33.2
30.3
31.1
8
1
12
18
32
2
1
Female
85.5%
Male
84.6%
Others(2)
100%
Operations(3)
88.7%
Staff(4)
70.9%
Technology
85.5%
Total employees who received a regular performance and career development review (%)(1)
Table 9 - Waste by composition (Kg)
Hazardous
n/a
n/a
n/a
Non-Hazardous
81,634
15,305
66,329
E-Waste
4,120
3,971
149
TOTAL
85,754
19,276
66,478
Waste by composition (Kg)
Directed to disposal
Generated
Diverted from disposal
(1) The percentage was calculated based on the number of employees evaluated within the mentioned category. 
Does not include: Mapping, Contractors, College trainees and employees with less than 3 months in the company.
(2) Gender as specified by the employees themselves.
(3) Includes Delivery + Operations.
(4) Includes Staff + Sales + Generic.
65

66
Table 11 - Waste directed to disposal
On-site
Off-Site
Incineration with energy recovery
n/a
n/a
Incineration without energy recovery
n/a
n/a
Landfilling
n/a
n/a
Other
n/a
n/a
Non-Hazardous
On-site
Off-Site
Incineration with energy recovery
0
0
Incineration without energy recovery
0
0
Landfilling
0
66,329
Other
0
0
E-waste
On-site
Off-Site
Incineration with energy recovery
0
0
Incineration without energy recovery
0
149
Landfilling
0
0
Other
0
0
Total directed to disposal waste
0
66,478
Waste diverted from disposal
2021
Table 10 - Waste diverted from disposal
Hazardous
On-site
Off-Site
Reuse
n/a
n/a
Recycle
n/a
n/a
Other
n/a
n/a
Non-Hazardous
On-site
Off-Site
Reuse
0
0
Recycle
0
15,305
Other
0
0
E-Waste
On-site
Off-Site
Reuse - Refurbished
0
3,419
Recycle
0
552
Other
0
0
Total Waste diverted
0
19,276
Waste diverted from disposal
2021
66

67
GRI 2
1 
Organizational details
4 and 6 
On December 10, 2012, we incorporated our company, Globant 
S.A., as a société anonyme under the laws of the Grand Duchy of 
Luxembourg, as the holding company for our business. Globant S.A. 
is a publicly-traded company, with our common shares listed on the 
NYSE under the ticker symbol “GLOB”. No governmental institutions 
own more than 5% of the total voting rights.
GRI 2
2 
Entities included in the organization’s sustainability reporting
20 F 
GRI 2
3
Reporting period, frequency and contact point
83
GRI 2
4
Restatements of information
15 (NPS) and 52 (Tn CO2e Reduction)
GRI 2
5
External assurance
4, 84 and 85
Activities and workers
GRI 2
6
Activities, value chain and other business relationships
19 to 24 - https://www.globant.com/about
GRI 2
7
Employees
31, 32, 62, 63 
All People Indicators are disclosed at the end of the reporting period 
(12/31/2021) and the numbers are reported in Headcount.
In 2021 we had acquisitions such us Bluecap, BiLive, grupoAssa, 
Xappia, Giant Monkey Robot, CloudShift, Habitant, and Walmeric 
but none of them generated significant fluctuations in the total 
headcount during the reporting year or between reporting periods. 
Our exponential growth through years is mostly related to organic 
growth.
SDG 5 and SDG 8 / P. 3,6
GRI 2
8
Workers who are not employees
196 contractors worldwide.
Governance
GRI 2
9
Governance structure and composition
7 and 8
SDG 4 
GRI 2
10
Nomination and selection of the highest governance body
8 - 20F
SDG 4
GRI 2
11
Chair of the highest governance body
7 - CEO
GRI 2
12
Role of the highest governance body in overseeing 
the management of impacts
8 and 9 - 20F
P.10
The organization and its reporting practices
GRI 2 | General Disclosures
Disclosure title
Standard / Framework Code
Page number / Answer
ODS / UN Global Compact principles
Disclosure
GRI Content
Externally verified
67

68
GRI 2
17
Collective knowledge of the highest governance body
8
P.10
GRI 2
18
Evaluation of the performance of the highest 
governance body
8
P.10
GRI 2
19
Remuneration policies
8
SDG 8
GRI 2
20
Process to determine remuneration
8
SDG 8
GRI 2
21
Annual total compensation ratio
Not disclosed due to confidentiality issues
Strategy, policies and practices
GRI 2
22
Statement on sustainable development strategy
3
GRI 2
23
Policy commitments
4 and 9
GRI 2
24
Embedding policy commitments
4 and 8
GRI 2
25
Processes to remediate negative impacts
8 -10 
GRI 2
26
Mechanisms for seeking advice and raising concerns
9
GRI 2
27
Compliance with laws and regulations
9
GRI 2
28
Membership associations
60 and 61
SDG 17
Stakeholder engagement
GRI 2
29
Approach to stakeholder engagement
60 and 61
GRI 2
30
Collective bargaining agreements
20 F 
SDG 8 / P.3
GRI 3 | Material Topic
GRI 3 
1
Process to determine material topics
4 and 58
GRI 3 
2
List of material topics
59
68
GRI 2
14
Role of the highest governance body in sustainability reporting
83
GRI 2
15 
Conflicts of interest
8 and 9 - 20F
P.10
GRI 2
16
Communication of critical concerns
8 and 10 - 20F
GRI Content
GRI 2
13
Delegation of responsibility for managing impacts
8 and 9 - 20F
Disclosure title
Standard / Framework Code
Page number / Answer
ODS / UN Global Compact principles
Disclosure
Externally verified

69
GRI 201
201-2
Financial implications and other risks and opportunities 
due to climate change
10, 23, 24 and 54
SDG 13 / P.7,8,9
GRI 201
201-4
Financial assistance received from government
12 - 14
P.10
Material Aspect: Market Presence
GRI 202
202-2
Proportion of senior management hired from the local community
33
SDG 8 / P.6
GRI 203
203-1
Infrastructure investments and services supported
21, 23 and 54
SGC 9
GRI 203
203-2
Significant indirect economic impacts
21, 23, 43 and 54
SGC 9
Material Aspect: Anti-corruption
GRI 205
205-1
Operations assessed for risks related to corruption
9
P.10
GRI 205
205-2
Communication and training about anti-corruption 
policies and procedures
9
SDG 4 / P.10
GRI 205
205-3
Confirmed incidents of corruption and actions taken
9
 P.10
Material Aspect: Anti-competitive Behavior
GRI 206
206-1
Legal actions for anti-competitive behavior, 
anti-trust, and monopoly practices
16
Zero incidents
P.10
69
Material Aspect: Economic Performance
GRI 201
201-1
Direct economic value generated and distributed
12
Economic value distributed (Includes Salaries and Wages, Shared-
based compensation expense, Depreciation and amortization expense, 
Legal claims, Promotional and marketing expenses y Building/ Facilities 
(Rental expenses) y Other Costs/Taxes (Travel and housing, Office 
expenses, Professional services, Recruiting, training and other employee 
expenses) - thousands USD 1,145,094
Economic value retained - thousands USD 151,984
SGC 9
GRI Content
Material Aspect: Indirect Economic Impacts
Disclosure title
Standard / Framework Code
Page number / Answer
ODS / UN Global Compact principles
Disclosure
GRI 3 
3
Management of material topics
59
Externally verified

70
GRI 302
302-2
Energy consumption outside of the organization
49,50                                                                                                                         
Source of conversion factors: Air conditioning of 2200 frigories F/C: 1,350.0 
w - 1,013.0 wh - 1,013 Kwh/ Air conditioning of 3500 frigories F/C: 2,150.0 w - 
1,613.0 wh - 1,613 Kwh Air conditioning of 4500 frigories F/C: 2,800.0 w - 2,153.0 
wh - 2,153 Kwh / Air conditioning of 2200 frigories F/C - Inverter: 877.5 w - 658.0 
wh - 0.658 Kwh / Air conditioning of 3500 frigories F/C - Inverter: 1,397.5 w - 
1,048.0 wh - 1,048 Kwh Air conditioning of 4500 frigories F/C - Inverter: 1,820.0 w 
- 1,365.0 wh - 1,365 Kwh
Small fan heater with thermostat: 1,500.0 w - 1,500.0 wh - 1,500 Kwh Generic cell 
phone charger: 5.0 w - 5.0 wh - 0.005 Kwh
Computer (CPU only): 200.0 w - 200.0 wh - 0.200 Kwh
Halogen stove with 3 candles w/thermostat: 1,500.0 w - 1,500.0 wh - 1,500 Kwh
Quartz stove w/thermostat: 1,500.0 w - 1,500.0 wh - 1,500 Kwh  Medium electric 
radiator w/thermostat: 1,500.0 w - 1,500.0 wh - 1,500 Kwh
19”” LED monitor: 22.0 w - 22.0 wh - 0.022 Kwh
Notebook: 22.0 w - 22.0 wh  -0.022 Kwh
Ceiling fan: 60.0 w - 60.0 wh - 0.060 Kwh
Pedestal fan: 90.0 w - 90.0 wh - 0.090 Kwh
Vitroconvector 54 x 57 cm w/thermostat: 1,000.0 w - 1,000.0 wh - 1,000 Kwh
Vitroconvector 86 x 58 cm w/thermostat: 2,000.0 w - 2,000.0 wh - 2,000 Kwh
Sorces: 
1. https://www.argentina.gob.ar/enre/uso-eficiente-y-seguro/consumo-basico-
electrodomesticos
2. https://www.electrocalculator.com/tabla-agrupada.php
3. https://www.electricaplicada.com/potencia-consumo-equipos-electricos/
4. https://www.cooperativaderawson.com/images/consumos.pdf
SDG 13 / P.7,8,9
70
Material Aspect: Energy
GRI 302
302-1
Energy consumption within the organization
49 and 50
Density*
Diesel density = 845.0 kg/m³
Natural gas density = 0.719 kg/m³
*Source: Estimation of the Emission Factor of Argentina according to the
“Tool to calculate the emission factor for an electricity system”(1) Version 7
of the United Nations - Secretary of Energy Year 2019
Calorific power**
Diesel net calorific power (default value) = 43.0 Tj/Gg
CP Diesel = 0.0000430 Tj/kg
CP Diesel = 10,270.4 kcal/kg
Natural gas net calorific power (default value) = 48.0 Tj/Gg
CP NG = 0.0000480 Tj/kg
CP NG = 11,464.6 kcal/kg
kilocalorie [kcal] = 0.001163 kWh
**TABLE 1.2 - DEFAULT NET CALORIC VALUES (NCV) AND LIMITS
LOWER AND UPPER 95% CONFIDENCE INTERVALS1 -
2006 IPCC Guidelines for National Greenhouse Gas Inventories
greenhouse - Chap. 1 
Equivalence
kilocalorie [kcal] = 0.001163 kWh
SDG 13 / P.7,8,9
GRI Content
Disclosure title
Standard / Framework Code
Page number / Answer
ODS / UN Global Compact principles
Disclosure
Externally verified
Externally verified

71
71
71
71
GRI Content
GRI 302
302-3
Energy intensity
49
SDG 13 / P.7,8,9
GRI 302
302-4
Reduction of energy consumption
49
SDG 13 / P.7,8,9
Material Aspect: Emissions
GRI 305
305-1
Direct (Scope 1) GHG emissions
51
Our Scope 1 base year emissions were of 32.25 Ton CO2e. With the aim of 
disclosing our year-to-year emissions reduction performance, we chose the 
previous reporting year as our base line. Besides, 2020 Greenhouse Gasses 
inventory was externally verified.
Global Warming Potential
Natural Gas*: 56.100 kg CO₂ e/TJ
Gas / Diesel Oil*: 74.100 kg CO₂ e/TJ
Refrigerant gasses (R22)**: 1.810,00 kg CO₂ e/kg
Refrigerant gasses (R410a)**: 2.088,00 kg CO₂ e/kg
*Source: 2006 IPCC Guidelines for National Greenhouse Gas Inventories, 
Volume 2, Energy, Chapter 2 “”””Stationary combustion””””, TABLE 2.2 DEFAULT 
EMISSION FACTORS FOR STATIONARY COMBUSTION IN THE ENERGY 
INDUSTRIES (kg of greenhouse gas per TJ on a Net Calorific Basis)
**Source: IPCC’s Fourth Assessment Report (AR4), Climate Change 2007: The 
Physical Science Basis, Table TS.2. Lifetimes, radiative effi ciencies and direct 
(except for CH4) global warming potentials (GWP) relative to CO2. {Table 2.14}.
Biogenic: N/A
Gasses included: CO2e”
SDG 13 / P.7,8,9
GRI 305
305-2
Energy indirect (Scope 2) GHG emissions
51
Our Scope 2 Location-based base year emissions were of 2,250.89 Ton CO2e, 
while our Market-based were 0 Ton CO2e as we moved all our operation to 
100% renewable Energy. With the aim of disclosing our year-to-year emissions 
reduction performance, we chose the previous reporting year as our base line. 
Besides, 2020 Greenhouse Gasses inventory was externally verified.
Location-based GHG emissions: 1722.8 Ton CO2e
Market-based GHG emissions: 0 Ton CO2e
Report limits: regions with a headcount ≥ 1% of Globant’s total payroll at the end 
of the period under analysis. (Emissions generated in out-of-scope countries do 
not exceed 2% of total Scope 2 emissions.)
Operational limits: Installed power that is part of the permanent infrastructure for 
exclusive use at each site in each of the 18 countries where Globant operates.)
Gasses included: CO2e
Global Warming Potential (GWP):
Argentina: 0.42800 t CO₂e/MWh
Brazil: 0.07400 t CO₂e/MWh
Chile: 0.41817 t CO₂e/MWh
Colombia: 0.22500 t CO₂e/MWh
India: 0.70800 t CO₂e/MWh
Mexico: 0.49400 t CO₂e/MWh
Peru: 0.45210 t CO₂e/MWh
Spain: 0.22000 t CO₂e/MWh
Uruguay: 0.04500 t CO₂e/MWh
SDG 13 / P.7,8,9
USA, California: 0.19100 t CO₂e/MWh
USA, North Carolina: 0.36500 t CO₂e/MWh
USA, Texas: 0.44600 t CO₂e/MWh
USA, Illinois (IL): 0.37100 t CO₂e/MWh
USA, Florida (FL): 0.43000 t CO₂e/MWh
USA, Washington: 0.09100 t CO₂e/MWh
USA, New York: 0.19000 t CO₂e/MWh
Disclosure title
Standard / Framework Code
Page number / Answer
ODS / UN Global Compact principles
Disclosure
Externally verified

72
GRI Content
GRI 305
305-3
Other indirect (Scope 3) GHG emissions
51, 52
Gases Included - CO2e
Biogenic and other GHG emissions - N/A
Our Scope 3 base year emissions were of 7,603 Ton CO2e. With the aim of 
disclosing our year-to-year emissions reduction performance, we chose the 
previous reporting year as our base line. Besides, 2020 Greenhouse Gasses 
inventory was externally verified.
Global Warming Potentials (IPCC Second Assessment Report)
Argentina:  0.42800 t CO₂e/MWh
Brazil:  0.07400 t CO₂e/MWh
Chile:  0.41817 t CO₂e/MWh
Colombia:  0.22500 t CO₂e/MWh
India:  0.70800 t CO₂e/MWh
Mexico:  0.49400 t CO₂e/MWh
Peru:  0.45210 t CO₂e/MWh
Spain:  0.22000 t CO₂e/MWh
Uruguay:  0.04500 t CO₂e/MWh
USA, California:  0.19100 t CO₂e/MWh
USA, North Carolina:  0.36500 t CO₂e/MWh
USA, Texas:  0.44600 t CO₂e/MWh
USA, Illinois (IL):  0.37100 t CO₂e/MWh
USA, Florida (FL):  0.43000 t CO₂e/MWh
USA, Washington:  0.09100 t CO₂e/MWh
USA, New York:  0.19000 t CO₂e/MWh
Methodology: GHG Protocol - Mobile combustion GHG emissions calculation 
Tool Version 2.6”
SDG 13 / P.7,8,9
GRI 305
305-4
GHG emissions intensity
52
SDG 13 / P.7,8,9
GRI 305
305-5
Reduction of GHG emissions
52
SDG 13 / P.7,8,9
Material Aspect:  Waste
GRI 306
306-1
Waste generation and significant waste-related impacts
56
SDG 13 / P.7,8,9
GRI 306
306-2
Management of significant waste- related impacts
56
SDG 13 / P.7,8,9
GRI 306
306-3
Waste generated
65
SDG 13 / P.7,8,9
GRI 306
306-4
Waste diverted from disposal
66
SDG 13 / P.7,8,9
GRI 306
306-5
Waste directed to disposal
66
SDG 13 / P.7,8,9
Disclosure title
Standard / Framework Code
Page number / Answer
ODS / UN Global Compact principles
Disclosure
Externally verified
72

73
GRI Content
 GRI 402
402-1
Minimum notice periods regarding operational changes
Globant does not have established by Collective Agreement or Law the obligation 
of a notice for operative changes. Depending on the case, sanity and critical 
reason are appealed to evaluate the changes.
SDG 8 / P. 3,4,5,6
GRI 403
403-1 
Occupational health and safety management system
28
SDG 8 / P. 3,4,5,6
GRI 403
403-2
Hazard identification, risk assessment, and incident investigation
28
SDG 8 / P. 3,4,5,6
GRI 403
403-3
Occupational health services
28
SDG 8 / P. 3,4,5,6
GRI 403
403-4
Worker participation, consultation, and communication on 
occupational health and safety
28
SDG 8 / P. 3,4,5,6
GRI 403
403-5
Worker training on occupational health and safety
28
SDG 8 / P. 3,4,5,6
GRI 403
403-6
Promotion of worker health 
28, 36
SDG 8 / P. 3,4,5,6
GRI 404
404-1
Average hours of training per year per employee
65
SDG 4 / P. 3,4,5,6
GRI 404
404-2
Programs for upgrading employee skills and transition assistance 
programs
29, 30, 65
SDG 4, SDG 5 / P. 3,4,5,6
GRI 404
404-3
Percentage of employees receiving regular performance and career 
development reviews
65
SDG 4, SDG 5 / P. 3,4,5,6
GRI 405
405-1
Diversity of governance bodies and employees
7, 32, 33, 62, 63 and 64
SDG 5 / P. 3,4,5,6
GRI 405
405-2
Ratio of basic salary and remuneration of women to men
32
SDG 5 / P. 3,4,5,6
Material Aspect: Diversity and Equal Opportunity
Material Aspect: Labor/Management Relations
Material Aspect: Ocupational Health and Safety
Material Aspect: Training and Education
73
Disclosure title
Standard / Framework Code
Page number / Answer
ODS / UN Global Compact principles
Disclosure
Externally verified
Material Aspect:  Employment
GRI 401
401-1
New employee hires and employee turnover
31
SDG 5, SDG 8 / P. 3,4,5,6
GRI 401
401-2
Benefits provided to full-time employees that are not 
provided to temporary or part-time employees
27
SDG 5, SDG 8 / P. 3,4,5,6

74
Material Aspect: Non-Discrimination
GRI 406
406-1
Incidents of discrimination and corrective actions taken
Globant considers that discrimination takes place when someone is treated 
unfairly based on a specific characterisitic or what a person chooses, thinks or 
believes. It includes any inappropriate comments, jokes, or actions regarding 
race, color, ethnicity, religion, sexual orientation, age, gender identity, national 
origin, childbirth or related medical condition, status or other characteristics 
protected by law. There are 18 cases from the year 2021 in which the Reporter 
selected the option "Harassment, discrimination and unfair treatment". Of these 
18 reports, 7 contain claims that are somehow related to discrimination, the rest 
are related to allegations of unfair treatment and/or harassment. The 7 cases 
which contain claims related to discrimination matters have all been reviewed 
by the organization. Remediation plans have been fully implemented for all 
complaints received during the year 2021 and the results of these remediation 
plans have been reviewed internally. None of these remediation plans are still 
being implemented.The remediation plans for the 7 reports received including 
claims of discrimination have been fully implemented. Cases are considered 
closed once reviewed and resolved by the Legal Compliance area.
P. 1,2,3,4,5,6
Material Aspect:  Local Communities
GRI 413
413-1
Operations with local community engagement, impact 
assessments, and development programs
38 to 43
SDG 4, SDG 5, SDG 8, 
SDG 9, SDG 17  / P. 1, 2
Material Aspect: Public Policy
GRI 415
415-1
Political contributions
No political contributions were made
P.10
Material Aspect: Customer Privacy
GRI 418
418-1
Substantiated complaints concerning breaches of customer 
privacy and losses of customer data
16
P.1,2
GRI Content
74
Disclosure title
Standard / Framework Code
Page number / Answer
ODS / UN Global Compact principles
Disclosure
Externally verified

75
Topic
Accounting Metric
Category
Unit of Measure
Code
      Page number
Environmental Footprint of Hardware 
Infrastructure
(1) Total energy consumed, (2) percentage grid 
electricity, (3) percentage renewable
Quantitative
Gigajoules (GJ), 
Percentage (%)
TC-SI-130a.1
Total energy consumed: 471.43 MWh (Includes 
consumption corresponding to technological equipment 
located in own Data Centers and in third-party buildings)
Percentage grid electricity: 100% 
Percentage renewable: 45.89% (Corresponds to energy 
consumption in data centers located in own buildings 
that have renewable energy consumption. The remaining 
54.11% of power consumption comes from third-party 
data centers)
Data reported from February 3, 2021 to January 20, 2022, 
according to information availability.
Environmental Footprint of Hardware 
Infrastructure
(1) Total water withdrawn, (2) total water consumed, 
percentage of each in  regions with High or Extremely 
High Baseline Water Stress
Quantitative
Thousand cubic meters 
(m³), Percentage (%)
TC-SI-130a.2
Not material
Environmental Footprint of Hardware 
Infrastructure
Discussion of the integration of environmental 
considerations into strategic planning for 
data center needs
Discussion and Analysis
n/a
TC-SI-130a.3
Not material
Data Privacy & Freedom of Expression
Description of policies and practices relating to
behavioral advertising and user privacy
Discussion and Analysis
n/a
TC-SI-220a.1
16
Regarding data privacy and freedom of expression, our 
website’s privacy policy and cookies policy reflect the 
company’s implementation of Privacy by Default, the entire 
modality of acceptance of Cookies show the principles 
of Privacy by Default being implemented concerning 
the use of Cookies on our sites. Our policies also reflect 
transparency of the purposes for which data is collected 
and of the processing itself that will be given to the 
data we receive from candidates, the press, potential 
businesses or any stakeholder in general. Both policies 
take into account the applicable laws and regulations in 
the countries where we operate as well as good practices. 
In addition, we make constant efforts to improve the 
Privacy by Design and Privacy by Default principles 
applied to StarMeUp OS. All of our employees working in 
this product receive special training periodically and sign 
an Employee Confidentiality Statement.
Data Privacy & Freedom of Expression
Number of users whose information is used for 
secondary purposes
Quantitative
Number
TC-SI-220a.2
16
Data Privacy & Freedom of Expression
Total amount of monetary losses as a result of
legal proceedings associated with user privacy
Quantitative
Reporting Currency
TC-SI-220a.3
16
Table 1. Sustainability Disclosure Topics & Accounting Metrics
Software & IT Services SASB Standards
SASB Content
Externally verified
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76
76
SASB Content
Data Security
(1) Number of data breaches, (2) percentage involving 
personally identifiable information (PII), (3) number of 
users affected
Quantitative
Number, percentage (%)
TC-SI-230a.1
16
Data Security
Description of approach to identifying and addressing 
data security risks, including use of third-party 
cybersecurity standards
Discussion and Analysis
n/a
TC-SI-230a.2
16
Recruiting & Managing a Global, 
Diverse & Skilled Workforce
Percentage of employees that are (1) foreign nationals 
and (2) located offshore
Quantitative
Percentage (%)
TC-SI-330a.1
31 and 64
Recruiting & Managing a Global, 
Diverse & Skilled Workforce
Employee engagement as a percentage
Quantitative
Percentage (%)
TC-SI-330a.2
28 and 31
Recruiting & Managing a Global, 
Diverse & Skilled Workforce
Percentage of gender and racial/ethnic group 
representation for (1) management, (2) technical staff, 
and (3) all other employees
Quantitative
Percentage (%)
TC-SI-330a.3
33 and 64
Intellectual Property Protection & 
Competitive Behavior
Total amount of monetary losses as a result of legal 
proceedings associated with anticompetitive behavior 
regulations
Quantitative
Reporting Currency
TC-SI-520a.1
16
Managing Systemic Risks from 
Technology Disruptions
Number of (1) performance issues and (2) service 
disruptions; (3) total customer downtime
Quantitative
Number, Days
TC-SI-550a.1
No performance issues or service disruptions during the 
reporting period
Managing Systemic Risks from 
Technology Disruptions
Description of business continuity risks related to 
disruptions of operations
Discussion and Analysis
n/a
TC-SI-550a.2
Power loss: UPS and Power Generators
Loss of connectivity: Redundant internet links
Catastrophic / Pandemic event / Office not accessible: 
Alternate working site / Working from home (if allowed by 
customer)
External Network Attack: IDS / Regular Internal and External 
Vulnerability Scans
Office Intrusion / Device steal: CCTV cameras/ 24/7/365 
Security Guards and Monitoring Station
Information Loss through Vulnerabilities exploit: Device 
hardening / Corporate patching, encryption and antivirus 
policy
Not Intentional Data Loss: Regular Awareness Training
Topic
Accounting Metric
Category
Unit of Measure
Code
      Page number
Externally verified
Data Privacy & Freedom of Expression
(1) Number of law enforcement requests for user 
information, (2) number of users whose information 
was requested, (3) percentage resulting in disclosure
Quantitative
Number, percentage (%)
TC-SI-220a.4
16
Data Privacy & Freedom of Expression
List of countries where core products or services are 
subject to government-required monitoring, blocking, 
content filtering, or censoring
Discussion and Analysis
n/a
TC-SI-220a.5
16

77
SASB Content
Activity Metric
Category
Unit of Measure
Code
Page number / Answer
(1) Number of licenses or subscriptions, (2) 
percentage cloud based
Quantitative
Number, percentage (%)
TC-SI-000.A
Total licenses or subscriptions: 76,810.00
Includes: Slack: 14,000, Attlasian: 10,000, Gmail: 20,000, Trello: 30, 
Change Password: 3,000, GitHub: 3,000, Microsoft: 6,279, Microsoft 
Cloud: 20,501
Percentage Cloud based: 72,94% (56,031 / 76,810)
Includes: Slack: 14,000, Gmail: 20,000, Trello: 30, Github: 1,500, 
Microsoft Cloud: 20,501.
(1) Data processing capacity, (2) percentage 
outsourced
Quantitative
Number, percentage (%)
TC-SI-000.B
Data processing capacity: 6,818.00 vCPU
Percentage outsourced: 12.4%
(1) Amount of data storage, (2) percentage 
outsourced
Quantitative
Petabytes, Percentage (%)
TC-SI-000.C
Amount of Data storage: 727.68 Tb*
Percentage outsourced: 2.15%
*Live use storage on live VMs. Not taking account storage used to 
backup. Calculated as an estimate, based on annual average of data 
storage capacity.
Table 2. Activity Metrics
77
Externally verified

78
Integrated Report Content
Contents	
Aspects
Page
Organizational overview and external environment
What does the organization do and what are the 
circumstances under which it operates?
Culture, ethics and values
4, 9 and 35
Ownership and operating structure
6
Principal activities and markets
19-24
Competitive landscape and market positioning
5, 10, 19-24
Position within the value chain
5, 19 to 24
Key quantitative information
5-7, 12-15, 31-33
Significant factors affecting the external environment
5
Governance
How does the organization’s governance structure 
support its ability to create value in the short, 
medium and long term?
Leadership structure, including the skills and diversity
7 and 8
Specific processes used to make strategic decisions
8 and 9
How the organization’s culture, ethics and values are 
reflected in its use of and effects on the capitals
8, 9 and 10
The responsibility those charged with
governance take for promoting and enabling innovation
8
Business model
What is the organization’s business model?
Inputs
5
Business Activities
5
Outputs
5
Outcomes
5
Risks and opportunities
What are the specific risks andu opportunities that
affect the organization’s ability to create value 
over the short, medium and long term, 
and how is the organization dealing with them?
Key risks and opportunities that are specific to the 
organization
10
Organization’s approach to any real risks (whether they be in 
the short, medium or long term) that are fundamental to the 
ongoing ability of the organization to create value
10
78

79
Integrated Report Content
Contents	
Aspects
Page
Strategy and resource allocation
Where does the organization want to go and 
how does it intend to get there?
Objetctives and strategic plans
10
Performance
To what extent has the organization achieved its strategic 
objectives for the period and what are its outcomes 
in terms of effects on the capitals?
Quantitative information
5, 12 to 14
Impact on capitals
5, 12 to 14
Relationships with stakeholders
60 and 61
Outlook
What challenges and uncertainties is the organization 
likely to encounter in pursuing its strategy, and what 
are the potential implications for its business model 
and future performance?
Organization’s expectations about the external environment
10
Mechanisms to address challenges and opportunities
10
Basis of preparation and presentation
How does the organization determine what matters to 
include in the integrated report and how are such matters 
quantified or evaluated?
Materiality
4 and 58
Boundaries
4
Frameworks
5
79

80
Describe the board’s oversight of climate-related risks 
and opportunities.
Climate-related issues are monitored as part of the process of annual sustainability / integrated reporting.
The whole be-kind initiative, that includes science based targets, carbon neutrality pledges, 
clean energy supply is presented  to the Board in terms of impact and advancements.
Describe management’s role in assessing and 
managing climate-related risks and opportunities.
The Risk Management Department is responsible for assesing corporate risks, including climate-related physical and transition risks. 
Climate-related issues are assessed and managed by C-Suite Officer, EVP Governmental Affairs & Sustainability Co Founder. 
Besides,the Sustainable Business Studio Partner has the role of increasing the awareness level on climate exposure risk with 
proactive actions part of their objectives, not only towards our team but also our customers.
Describe the climate-related risks and opportunities 
the organization has identified overthe short, medium, 
and long term.
Opportunities: increased demand for sustainable services. The Sustainable Business Studio was created to be ready and stay relevant.
We have identify two main areas of business opportunities: Sustainable Consulting and Servicies, and IT for Green and Digital Sobriety.
-Risk: In our risk management framework, we took into account both physical risks (floods, heat waves, droughts, water shortage) and 
transition risks (Policy & Legal, Technology, Market, Reputation). Both types of risks were considered immaterial or low.  
- Physical risks: Due to our agile and totally decentralized structure and  the business sector we are operating in (services), we consider all 
physical risk immaterial.
- Transitional risks:  based on potential scenarios for legislation, technological development or market conditions. Our approach to transition 
risks is based on UNEP-FI's heatmaps. Our business sector (services and technology) has a low transition risk. 
Further analysis regarding climate-related risk and its materiality will be carry out by the Risk Management Departament.
Describe the impact of climate-related risks and 
opportunities on the organization’s businesses, 
strategy, and financial planning.
The Sustainable Busines studio, with its Sustainable Consulting and Servicies, and IT for Green and 
Digital Sobriety products, may have positive financial impact.
The potential technology risk could be related to the increasig costs to  transition to lower emissions technology. 
Such as the decarbonisation pathway would imply an increase in energy costs to ensure renewable energy provision.
Describe the resilience of the organization’s strategy, 
taking into consideration  different climate-related 
scenarios, including a 2°C or lower scenario.
Currently, we do not use climate-related scenarios but we plan to incorporate 
qualitative and/or quantitative analysis in the next years.
TCFD Content
Governance: Disclose the organization’s governance around climate related risks and opportunities.
Governance: Disclose the organization’s governance around climate related risks and opportunities.
Pillar
Key Points
80

81
Describe the organization’s processes for identifying 
and assessing climate-related risks.
“The organization has an integrated management area to assess and quantify risk impact.
Besides, on a yearly basis we review the materiality of all relevant issues, which helps understand the potential impact of 
the different risks. With the changing climate, it is an ongoing challenge to deepen into climate-related impacts.
We are in the process of wide spreading climate risk and opportunities awareness at all levels within Globant.”
Describe the organization’s processes for managing 
climate-related risks.
Describe how processes for identifying, assessing, and 
managing climate-related risks are integrated intothe 
organization’s overall risk management.
Disclose the metrics used by the organization to 
assess climate-related risks and opportunities in line 
with its strategy and risk management process.
We address key climate related metrics, according to our business and practices: Energy management, Corporate Carbon Footprint, Energy 
Efficiency, Waste management. (Under the Be Kind to the Planet Initiative- Climate Strategy)
Disclose Scope 1, Scope 2, and, if appropriate, Scope 
3 greenhouse gas (GHG) emissions, and the related 
risks.
We report Scope 1, 2, and 3 emissions, where possible in accordance with the reference methodologies for calculating the corporate carbon 
footprint ISO 14064 - Part 1 and the GHG Protocol. (Under the Be Kind to the Planet Initiative- Climate Strategy)
Describe the targets used by the organization to 
manage climate-related risks and opportunities and 
performance against targets
“Reaching net-zero by 2050. We adhered to the Science Based Targets (SBT) Business Ambition for 1.5°C, joining the Race to Zero global 
movement devoted to taking rigorous and immediate action. 
Reduce our overall GHG emissions 88% per employee by 2030 from a 2019 base year. 
In 2021, Globant became Carbon Neutral. When possible, we reduced our emission following our Science-Based emissions reduction 
trajectories. When it is not possible, we compensate our emission by Carbon offset projects. 
(Under the Be Kind to the Planet Initiative- Climate Strategy)”
Risk Management: Disclose how the organization identifies, assesses, and manages climate-related risks.
Metrics and Targets: Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material.
Pillar
Key Points
TCFD Content
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82
COVID-19 disclaimer
On March 11, 2020, the World Health Organization declared the 
outbreak of Coronavirus (“COVID-19”) a pandemic , due to its rapid 
spread throughout the world, having affected, at that time, more 
than 110 countries. As of December 31, 2020, tens of countries had 
declared a national health emergency, which caused a substantial 
disruption in the global economy. It is difficult to estimate the full 
extent and duration of the impacts of the pandemic on businesses 
and economies. However, most countries had resumed progressively 
with all economic activities by the end of the year.
Considering that the tourism sector was one of the hardest-hit by 
the outbreak of COVID-19, with impacts on both travel supply and 
demand, in 2020, the Company had to adjust the estimations of ECLs 
for trade receivables from customers within “Travel & Hospitality” as 
well as for the rest of our customers, since at the time of our review, 
there were some indications of change in payment terms and, to a 
lesser extent, the probability of non-payment due to the effects of the 
COVID-19 pandemic. The Company has assessed whether the impact 
of COVID-19 has led to any other non-financial asset impairment, 
including goodwill, and has concluded, that there is no indication that 
the cash-generating unit may be impaired. Based on the sensitivity 
analysis performed, there were no significant changes in any of the 
used key assumptions that would have resulted in an impairment 
charge. The Company will continue to monitor developments closely. 
Finally, as required by IAS 1, Presentation of Financial Statements, 
the Company has evaluated its ability to continue as a going concern, 
taking into consideration the existing and anticipated effects of the 
COVID-19 outbreak on the Company’s activities and has concluded 
that, since its business outlook, cash and liquidity position remain 
strong, the ongoing concern assumption is appropriate.
2021 Integrated Report publication in the current context
As mentioned, there is uncertainty regarding the impacts that the 
COVID-19 pandemic could have on the global economy and on our 
business. Our Integrated Report 2021 includes our material topics 
and economic, environmental, social and governance performance 
indicators as of December 31, 2021. The context results, which have 
had economic and political consequences in Argentina, may require 
a reassessment of our objectives based on the internal and external 
changes that will arise in the coming months.
Our goal is to remain responsive and effective in our actions positively 
impacting all stakeholders, considering their priority demands. That 
is why we will continue to monitor the effects of the pandemic on our 
2022 performance indicators, and work together with our stakeholders 
during this crisis.
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Report Profile
Globant is listed on the NYSE 
under the ticker GLOB
Stock
PwC
Independent
Audit Firm
Crowe
Sustainability
Advisor
American Stock Transfer
& Trust Company, LLC
Transfer Agent
2020
Date of Last Report
Annual
Reporting Cycle
Amit Singh/IRO
a.singh@globant.com
IR Contact
www.globant.com
Website
January 1, 2021
December 31, 2021
Reporting Period
Francisco Michref
Gov. Affairs & Sustainability Director
Sustainability
Contact
Our principal corporate office is located at 37A Av. J.F. Kennedy, L-1855, Luxembourg. Since Globant’s subsidiaries headquarters are located across multiple locations, this place cannot be associated to a single location or office.
Paraguay 2141, 9th floor, 
Aguada Park
Luis A. Herrera 1052, Of. 
1402, Montevideo, Uruguay
37A, Avenue JF Kennedy, 
L-1855 Luxembourg
BP 2501 • L-1025, 
Luxembourg
251 Park Ave S, 11th floor
New York, NY 10010
Ingeniero Butty 240, 9th 
floor, Laminar Plaza Tower
Av. Del Libertador 4980, 7 
“B”, Ciudad Autónoma de 
Buenos Aires
875 Howard St, 3rd floor, 
Suite 320
CA 94103, San Francisco
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84
Independent practitioner’s limited assurance report on Globant S.A.´s 2021 
Integrated Report
To the President and Directors of
Globant S.A.
We have undertaken a limited assurance engagement in respect of the selected 
sustainability information in Globant S.A.´s 2021 Integrated Report (´2021 
This engagement was conducted by a multidisciplinary team including public 
specialists.
•
with the symbol √.
•
√.
•S
tatement from the Board of Directors of Globant S.A. regarding compliance
Standards; the guidelines of the Sustainability Accounting Standards Board
to above. We have not performed any procedures with respect to earlier periods 
therefore, do not express any conclusion thereon.
with the symbol √, SASB quantitative and qualitative contents detailed in “SASB 
√
Board of Directors relating to compliance with GRI guidelines were prepared 
in accordance with the recommendations and principles included in those 
guidelines, Standards 2021; the guidelines of the Sustainability Accounting 
Standards Board (SASB); and under the International Integrated Reporting 
Responsibility of the Board of Directors for the information included in the 
The Board of Directors of Globant S.A. is responsible for the preparation of the 
implementation and maintenance of internal control relevant to the preparation 
of this information that is free from material misstatement, whether due to fraud 
or error.
Inherent limitations
determine, calculate, take samples or estimate values. Qualitative interpretations 
assumptions.
Our Independence and Quality Control
We have complied with the independence and other ethical requirements 
maintains a comprehensive system of quality control including documented 
policies and procedures regarding compliance with ethical requirements, 
professional standards and applicable legal and regulatory requirements.
Our Responsibility
based on the procedures we have performed and the evidence we have 
obtained. We conducted our limited assurance engagement in accordance 
standards require that we plan and perform this engagement to obtain limited 
material misstatement.
A limited assurance engagement involves assessing the suitability in the 
whether due to fraud or error, responding to the assessed risks as necessary 
Sustainability Information. A limited assurance engagement is substantially less 
in scope than a reasonable assurance engagement in relation to both the risk 
assessment procedures, including an understanding of internal control, and the 
procedures performed in response to the assessed risks.
and included inquiries, observation of processes performed, inspection 
of documents, analytical procedures, evaluating the appropriateness of 
underlying records.
Given the circumstances of the engagement, in performing the procedures listed 
•H
olding interviews with the management and senior management to assess
the application of GRI Standards; SASB and the International Integrated
•A
ssessing the design of key procedures and controls to monitor, record
and report the selected information; our work does not include testing the
operating effectiveness of controls for the period under analysis.
•P
erforming testing, on a selective basis, to validate the information
presented.
•I
nspecting, on a selective basis, documents to verify the representations
made by the management and senior management in our interviews.
•R
eviewing the presentation of the information included in the 2021 Integrated
Report.
The procedures performed in a limited assurance engagement vary in nature and 
timing from, and are less in extent than for, a reasonable assurance engagement. 
engagement is substantially lower than the assurance that would have been 
obtained had we performed a reasonable assurance engagement. Accordingly, 
we do not express a reasonable assurance opinion about whether Globant S.A.´s 
Limited Assurance Conclusion 
Based on the procedures we have performed and the evidence we have obtained, 
nothing has come to our attention that causes us to believe that the Globant 
(Partner)
Use of this report 
This report, including the conclusion, has been prepared solely for the used by 
directors of Globant S.A. as a body. We permit the disclosure of this report within 
the 2021 Integrated Report, to enable the directors to demonstrate they have 
discharged their governance responsibilities by commissioning an independent 
assurance report in connection with the 2021 Integrated Report.
To the fullest extent permitted by law, we do not accept or assume responsibility 
to anyone other than the directors as a body and Globant S.A. for our work or 
this report save where terms are expressly agreed and with our prior consent in 
writing.

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