Impact
Report2022

Contents
Introduction

3
From Our CEO

3

From Our Chief Corporate Responsibility & Diversity Officer

4

About S&P Global

5

About This Report

6

Governance and Approach
Corporate Governance and ESG Oversight8

Our Approach to Sustainability

9Merger, Synergy and Integration

12

Responsible Business

13

Business Ethics and Integrity

14

Data Privacy and Cybersecurity

16

Risk and Crisis Management

19

Human Rights

22

Policy Influence and Transparent Engagement24

Responsible Sourcing and Supply Chain Management

25

Our People

27
Diversity, Equity and Inclusion

28

Talent Attraction and Development

33

Employee Health, Safety and Wellbeing

38

Innovation and Technology

39

Environmental Impact

43

Energy and Climate Change

44

Biodiversity and Natural Capital48

Customers and Community

51

Sustainability Products and Data

52

Responsible Products and Marketing

59

Community Impact

61

Appendix

S&P Global Impact Report 2022

7

66
GRI Content Index

66

SASB Standards Index

72

World Economic Forum Stakeholder Capitalism Metrics

73

2

From Our CEO
Uncertainty. Volatility. Change.
The world is awash in disruptive forces. From thegeopolitical uncertainty caused by the war in Ukraine andthe volatility in financial markets to the risks associatedwith climate change and the digital changes underway
because of technology innovations, leaders in every sector
and geography are faced with a challenging operating
environment and difficult choices. It is also true that welive in a time of great opportunities.
In this period of turbulence, S&P Global’s purpose –Accelerate Progress – unifies our culture and offers aclear guide to decision-making across the organization.
Everything we do is intended to provide the insights tospur business expansion and create sustainable value forall our stakeholders.
To complement our shared sense of purpose, we updated
our vision for S&P Global in 2022. Completing our merger
with IHS Markit last year allowed us to step back andreflect on our vision, which we express as “Powering
Global Markets.” By helping our customers manage risk
and uncover opportunities, we’re driving markets forward
and helping to build a more equitable, inclusive andsustainable world.
A unifying purpose and clear vision of the future drive
our ambitions for serving all our stakeholders. To
hold ourselves accountable for delivering value to ourcolleagues, customers, community and supply chain
partners, and shareholders, we disclose the progress
we’re making on sustainability initiatives across theorganization in this latest edition of our Impact Report.
Throughout the following pages, you will learn about
the steps we’re taking to make a positive impact on the

S&P Global Impact Report 2022

communities where we live and work and with everyone
with whom we do business, including endowing the
S&P Global Foundation and launching our net-zero energy,
waste and water targets.
As I think about the rest of 2023 and the years ahead,even in this challenging macroeconomic environment,
I remain optimistic about S&P Global’s prospects. My
optimism about the future stems from our people aroundthe globe. Their enthusiasm, expertise and enduringcommitment to our purpose and vision are a tremendous
source of inspiration and pride. Thank you for yourinterest in S&P Global.

Sincerely,

Douglas L. Peterson
President and Chief Executive Officer

3

From Our Chief
Corporate
Responsibility &Diversity Officer
2022 was an important year for S&P Global. Finalizing
our merger with IHS Markit brought about new businesssynergies and value that we can now offer as a
combined company. I am pleased to note that corporate
responsibility was at the core of our integration. It
allowed us the opportunity to shape our future andaspirations. What are the policies we want to keep andtake forward? Are our sustainable practices fit for the
future? Are we focusing on the most material topics where
we have impact? These were just a few of the strategic
questions we considered.
Of course, all of this change was within the larger context
of geopolitical challenges and disruptions, including the
war in Ukraine, inflationary and economic pressures, andclimate-related extreme weather events across the world.
With the COVID-19 pandemic not yet fully behind us, this isa time that has tested not only the resilience and ability of
governments, companies and individuals to respond andpivot in the short term, but also our commitment to build amore sustainable, inclusive future.
Our stakeholders, internal and external, are increasing
their expectations for what good looks like in corporate
sustainability. We continue to listen, learn and adjust ourpractices, while keeping a keen eye on the ultimate goal ofa sustainable ecosystem and a sustainable company.
Key highlights in 2022 reporting include:– Enhancements to our sustainability management
governance, audit and assurance process, andmanagement accountability– Adoption of the Global Reporting Initiative’s revised
Universal Standards– Developing management approach to disclosures forour key material topics– Improved disclosure around our charitable
contributions and the S&P Global Foundation’s
grantmaking, with a new endowment and governancemodel and updated philanthropic focus areas– Optimized accessibility to data visualization in our
Impact Report for users with color-blindness
We are especially proud to share that we have added
a third report to our current Impact and Task Force on
Climate-related Financial Disclosures (TCFD) reports.
Please visit here to review our new Diversity, Equity
and Inclusion (DEI) Report, which contains more
complete information about our DEI strategy, programs
and commitments.
We believe that responsible businesses are the foundationof sustainable development, and we appreciate yourjoining in this journey with us.
We welcome your feedback – please reach out to
cr@spglobal.com.

Sincerely,

Annette O’Hanlon
Chief Corporate Responsibility & Diversity Officer– New net-zero targets in water, waste and energy,
as well as updates to our near-term targets for
progressing toward net-zero carbon emissions

S&P Global Impact Report 2022

4

About S&P Global
Headquartered in New York City, S&P Global is the world’s foremost provider of transparent andindependent ratings, benchmarks, analytics and data to the global capital and commodity markets.
We provide intelligence that is essential for companies, governments and individuals to makedecisions with conviction.

44

39,950$3.25B$11.18B

Countries with
S&P Global presence

Global employees

Net income in 2022,
up 7% from 2021

Revenue in 2022,
up 35% from 2021

As of December 31, 2022

S&P Dow Jones Indices is the largest global provider of index-based concepts, data and research, andhome to iconic financial market indicators, such as the S&P 500® and the Dow Jones Industrial Average®.
More assets are invested in products based on S&P DJI indices than products based on indices from anyother provider in the world. Since Charles Dow invented the first index in 1884, S&P DJI has been innovating
and developing indices across the spectrum of asset classes and helping to define the way investors
measure and trade the markets.
S&P Global Commodity Insights is a trusted connector that brings together thought leaders, market
participants, governments and regulators to create solutions that lead to progress. Vital to navigating
commodity markets, their coverage includes oil and gas, power, chemicals, metals, agriculture, shippingand energy transition. Platts® products and services, including the most significant benchmark priceassessments in the physical commodity markets, are offered through S&P Global Commodity Insights.
S&P Global Market Intelligence understands the importance of accurate, deep and insightful information.
This team of experts delivers unrivaled insights and leading data and technology solutions, partnering withcustomers to expand their perspective, operate with confidence, and make decisions with conviction.
S&P Global Mobility provides invaluable insights derived from unmatched automotive data, enabling ourcustomers to anticipate change and make decisions with conviction. This expertise helps customers
to optimize their businesses, reach the right consumers, and shape the future of mobility. S&P Global
Mobility opens the door to automotive innovation, revealing the buying patterns of today and helping
customers plan for the emerging technologies of tomorrow.
S&P Global Ratings is the world’s leading provider of independent credit ratings. These ratings are
essential to driving growth, providing transparency and helping educate market participants so they canmake decisions with confidence. S&P Global Ratings has more than 1 million credit ratings outstanding
on government, corporate, financial sector and structured finance entities and securities. They offer
an independent view of the market, built on a unique combination of broad perspective and local
insight. Ratings also provides opinions and research about relative credit risk; market participants gain
independent information to help support the growth of transparent, liquid debt markets worldwide.

A Selection of Recent Awards
100 Most Sustainable Companies
Barron’s / 2020-2023

Just 100
Just Capital / 2019, 2021-2023

The Civic 50
Points of Light / 2014-2022

Bloomberg Gender-Equality Index
Bloomberg / 2018-2023

World’s Most Admired Companies
Fortune / 2018-2023

100 Best Corporate Citizens
3BL / 2021-2022

Global 500
Brand Finance / 2021- 2023

FTSE4GoodFTSE Russell / 2001-2022

ACDP / 2022

America’s Most Responsible
Companies
Newsweek / 2020-2023

Corporate Equality Index
Human Rights Campaign
Foundation / 2016-2022

S&P Global Impact Report 2022

5About This Report
The information and data in this report cover S&P Global’s sustainability and corporate
responsibility performance for calendar year 2022.
The merger with IHS Markit successfully closed on February 28, 2022. Unless otherwise noted, allinformation herein is representative of the company as of December 31, 2022. Unless specified,data for previous years is for S&P Global on a stand-alone basis prior to the merger.
CARFAX, a wholly owned subsidiary of S&P Global acquired through the merger with IHS Markit,
is not included in the scope of the 2022 Impact Report, except the inclusion of its energy-related
emissions in Scope 1 and Scope 2. CARFAX employees represent fewer than 4% of our total global
employee workforce.
S&P Global is a majority owner of CRISIL, which is governed by its own board and management
team. It is not included within the scope of the 2022 Impact Report, except for the inclusion of its
energy-related emissions in Scope 1, Scope 2, Scope 3 Business Travel and Water Consumption.
CRISIL has issued its own sustainability report, which can be found here.
S&P Global's total employee count is 39,950. However, this report's scope does not include CARFAX,CRISIL and Taiwan Ratings Corp., except for the calculated Scope 1 and 2 emissions (market-based)
per employee, which are inclusive of all subsidiaries. Therefore, demographic data in this reportaccounts for 34,206 employees.
This report includes information on management and performance related to S&P Global’s material
topics (as defined by the Global Reporting Initiative and the Sustainability Accounting Standards
Board) across our full value chain.
This report has been prepared with reference to the GRI Universal Standards and the SASB
Standard for Professional & Commercial Services. Both content indexes, as well as our reporting
against the World Economic Forum Stakeholder Capitalism Metrics, are located in the Appendix.
S&P Global strives to provide data and information that is reliable and transparent. For datareporting and information about our third-party assurance, view the 2022 assurance statement
here. Data from previous years has not been restated.

For a discussion of S&P Global's businesses, including information about factors that could have a material impact on its results ofoperations and financial condition, please refer to the company’s filings with the SEC, including Item 1A, Risk Factors, in our most recently
filed Annual Report on Form 10-K and Quarterly Report on Form 10-Q.

S&P Global Impact Report 2022

6

Table of Contents

Governance & Approach

Responsible Business

Our People

Environmental Impact

Customers and Community

Appendix

Governanceand Approach
At S&P Global, responsibility for sustainability starts at the topof the organization and is fully integrated into our strategy andoperations, with a focus on the issues that matter most to ourstakeholders and where we can make the biggest impact. Thissection outlines how we oversee and manage sustainability
within the company, engage with key stakeholders, and ensurethat our strategy and approach are aligned with their interests.
It also details how S&P Global has worked to meet the needs ofour people and other stakeholders before, during and after themerger with IHS Markit. Topics discussed in this section include:– Corporate Governance and ESG Oversight– Our Approach to Sustainability– Merger, Synergy and Integration

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Appendix

Corporate Governance and ESG Oversight
S&P Global is committed to the highest standards of corporate governance. Our Board of Directors is
responsible for overseeing and guiding the company’s direction and strategy, taking into account theinterests of our shareholders as well as other stakeholders, including oversight of environmental, socialand governance (ESG) matters. Other than our CEO, all Directors are independent and elected annually.
Because we believe diversity is an important attribute of a well-functioning board, our Nominating andCorporate Governance Committee works to ensure Directors bring appropriately varied backgrounds,
perspectives, skills and experience to help guide the growth and performance of the company.
For additional information on our Board of Directors, including committees and assignments, pleasesee our 2023 Proxy Statement.
The Board also oversees the management of our 12-member Executive Committee, comprised of executive
leaders from across the company. This committee includes four women and three persons of color.

Board of Directors Snapshot (as of March 2023)
GenderEthnicity

2

Black

11

5

FemaleWhite

Tenure

>10
years

8

Male

2
5

Age

1

45-55

6

<5 years

5-10 years

3

56-60

5

>66

4

61-65

ESG Oversight and Leadershipengagement and retention.

The Board believes oversight and effective managementof ESG-related risks and opportunities are essential tothe company’s ability to execute its strategy and achieve
long-term sustainable growth. As such, the full Board
receives regular updates on a variety of ESG topics, including
sustainability and climate-related matters, as part of its
annual, in-depth strategy and risk management sessions,as well as ongoing discussions and committee reports
throughout the year. The full Board also receives biannual
updates on the company’s ESG products and offerings.

Our ESG leadership structure at the management level also
reflects our focus on ESG and sustainability issues, andour commitment to provide value to all stakeholders. The
Corporate Responsibility and DEI functions are managed
by our Chief Corporate Responsibility & Diversity Officer,
who also serves as the Chair of the S&P Global Foundation
Board. The Corporate Responsibility team directs thecompany’s efforts to minimize S&P Global’s impacts on
our material topics of sustainability and diversity, equity
and inclusion, in coordination with other key internal
stakeholders across the business. Along with our Executive
Committee, this team manages the company’s Impact
and DEI reporting and regularly updates the Board on our
strategy, activities and progress. Other senior leaders also
provide input through internal committees such as our NetZero oversight groups, DEI Council and Environmental Health& Safety Committee.

In addition to oversight by the full Board, the Board
coordinates with its various committees to ensure active
and ongoing committee-level oversight of the company’s
management of ESG-related risks and opportunities.
Our Nominating and Corporate Governance Committee
oversees sustainability matters, while our Compensation andLeadership Development Committee oversees and regularly
engages with management on a broad range of humancapital management topics, including culture and purpose;talent attraction and development; succession planning;
compensation and benefits; diversity, equity and inclusion(DEI); workplace health, safety and well-being; and employee

S&P Global Impact Report 2022

For additional information, please see our 2023
Proxy Statement.

8

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Responsible Business

Our People

Environmental Impact

Customers and Community

Appendix

Our Approach to Sustainability
Our approach to sustainability performance is focused on the areas where we have the most positive andnegative impact, potential or actual, as determined by our internal and external stakeholders. We believein viewing sustainability holistically and include both financial and non-financial material impacts on theenvironment, communities, economies, people and our business.
In 2020, we conducted an extensive materiality assessment and identified eight material topics criticalto our business success, as well as six responsible business imperatives. In 2021, we reassessed andadded Global Human Rights as a responsible business imperative, based on guidance from stakeholders
including employees, suppliers and investors.
For 2022, the eight material topics and seven responsible business imperatives remain unchanged.
However, we recognize that there is much more intersectionality between topics, such as Human
Rights and our material topics in Business Ethics and Integrity, Data Privacy and Cybersecurity, andTalent Attraction and Development. Diversity, Equity and Inclusion is also integrated into our work with
Responsible Products and Marketing, Responsible Sourcing and Supply Chain Management and Talent
Attraction and Development.

Our Material Topics
Topics of Interest

Responsible Business
Imperatives

Topics of interest that we will
track, monitor and manage as
they gain in importance

Imperative business practices
for an ethical and stakeholderdriven organization

Material Topics
Material topics that posed thegreatest risk or opportunity,or where we have asignificant impact

Stakeholder Expectations

Material Topics

Responsible Business Imperatives
Corporate Governance
Employee Health, Safety & Wellbeing
Policy Influence & Transparent Engagement
Responsible Products & Marketing
Global Human Rights
Responsible Sourcing & Supply Chain Management
Risk & Crisis Management

Biodiversity & Natural CapitalBusiness Ethics & Integrity
Data Privacy & Cybersecurity
Diversity, Equity & Inclusion
Energy & Climate Change
Sustainability Products & Data
Innovation & Technology
Talent Attraction & Development

Topics of Interest
Socioeconomic Development
Waste & Circular Economy

Impact on S&P Global and Impact on the Environment, Society and Economy

S&P Global Impact Report 2022

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Appendix

The table below identifies where in our value chain each material topic is relevant, and the stakeholder
groups that are most affected.
Material Topic
Business Ethics & Integrity
Data Privacy & Cybersecurity

Upstream

S&P Global

Downstream

•
•

•
•
•
•
•

•

Sustainability Products & Data
Innovation & Technology
Energy & Climate Change
Biodiversity & Natural Capital
Diversity, Equity & Inclusion•••

Talent Attraction & Development••

Who Is Affected
Customers, Employees, Investors
Customers, Investors•

Customers, Employees
Communities, Customers, Employees, Investors
Communities, Suppliers•

Communities, Customers
Communities, Customers, Employees, Investors, Suppliers
Employees, Investors

Stakeholder Engagement
Our approach to sustainability is informed by feedback from our key stakeholders. Their views and input
are critical to ensure that we are focusing and addressing the key material issues, while continuing
to raise the bar on what it takes to be a responsible corporate citizen. This year’s Impact Report isstructured based on this philosophy, with our stakeholders at the core of what we do.
Senior Leadership

Investors

The Corporate Responsibility team presents the company’ssustainability performance, including risks, opportunities,
ESG ratings and industry trends, to S&P Global’s seniorleadership and the Board of Directors at least once per year.
There is also regular interaction with the senior leadershipteam and our Chief Purpose Officer to make timely
decisions on our sustainability strategy, target setting andrelated programs.

S&P Global engages with investors at our quarterly earnings
calls, as well as the Annual Meeting. In December 2022, we
hosted the Investor Day to share our new strategic direction
and growth targets with our investors. The company’s
Investor Relations team and the Office of the Corporate
Secretary also seek feedback and respond to queries frominvestors on the company’s sustainability performance.

Employees
Our people respond to VIBE (Voice, Insights, Belonging
and Expectation) surveys at regular intervals throughout
the year. VIBE results and verbatim feedback help thecompany to respond to our employees’ needs and,over time, serve as a measure of accountability forsenior leadership on key actions. We also encourage
employees to speak with their People Leaders and People
Partners. Through our People Resource Groups andCorporate Responsibility (CoRe) and Green teams, weare also able to tap into feedback from local markets.
Customers
Our customers engage with us via a wide range ofplatforms, including surveys, our corporate website,
podcasts, webinars, dedicated events and divisional
engagements. Net Promoter Scores across respective
divisions help us gauge our customers’ experiences andsatisfaction with us. Our senior leadership frequently
engages key clients through virtual and face-to-facemeetings to listen and respond to their direct feedback.

S&P Global Impact Report 2022

Suppliers
We engage with suppliers through our Procurement team.
All suppliers are required to sign the Vendor Code of
Conduct (VCOC) when they begin providing products orservices to us, and we expect them to contribute to our
long-term goals on supplier diversity and environmental
responsibility. For more information, please see
Responsible Sourcing and Supply Chain Management.
Communities
We primarily engage with communities through the
S&P Global Foundation and our DEI partners. These
nonprofit partners serve as a proxy for the communities
they serve and help us understand the best ways for
us to make a positive impact in our key focus areas
and to support the needs of our communities. For
more information, please see Community Impact.

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Appendix

Our ESG Performance
To go directly to a material topic, click on the links below:
Responsible Business

Environmental Impact–

Business Ethics and Integrity–

Energy and Climate Change–

Data Privacy and Cybersecurity–

Biodiversity and Natural Capital

Customers and Community

Our People––

Diversity, Equity and Inclusion–

Talent Attraction and Development–

Innovation and Technology

Sustainability Products and Data

Advancing the SDGs
The United Nations’ Sustainable Development Goals (SDGs) are a global blueprint toward a more inclusive
and sustainable future. As part of our role in the global markets and communities, we contribute toward
the Goals with our business, as well as our corporate responsibility efforts.
Our material topics primarily intersect with four SDGs, described below:

Goal 5 –Gender Equality

Our commitment togender equality isdemonstrated throughour Diversity, Equity andInclusion (DEI) efforts
both for our people
and with our grants tononprofits through the
S&P Global Foundation.
Please see Diversity,
Equity and Inclusion
and our DEI Reportfor more details
on our progress
and performance.

Goal 8 – Decent Workand Economic Growth

Our People First approach
guides us in how we work.
We have improved ourpeople benefits over theyears, including 26 weeks
of paid parental leave andflexible recharge time. To
ensure that employees
are able to pursue theircareer aspirations withthe company, they cantap our Career Coaching
program and promotions,which can happen at any
time throughout the year.
For more details, please
see Employee Health,
Safety and Wellbeing
and Talent Attraction
and Development.

Goal 12 – Responsible
Consumption and Production
and Economic Growth

We have updated our vision
to be “Powering Global
Markets”, especially in key
areas of strategic growth
in private and emerging
markets, sustainability,
climate, energy transitionand credit and risk
management. Our merger
with IHS Markit has given
our business the breadthand depth across ourbusiness divisions toprovide the essential tools,
data and analytics to ourclients to navigate theirtransition to an equitable
and sustainable future.

Goal 13 – Climate Action

We are committed
to mitigating climatechange in our value chain
and across our global
operations. We updated
our science-based targets
to be net-zero for our
Scope 1 and Scope 2
emissions by 2030, with
100% renewable energy
for office electricity; andtoward having 81% of our
spend with suppliers that
set their own sciencebased targets by 2025. For
more detailed informationon our progress tomeet our targets,
please see Energy andClimate Change.

Looking Ahead
We successfully closed our merger with IHS Markit on
February 28, 2022, strengthening our position as a leading
information services provider with a portfolio of highly
complementary assets and an enhanced value proposition
for our global customer base. The world is fast recoveringfrom the COVID-19 pandemic, but we see the rise ofgeopolitical tensions and volatility in the global markets.

S&P Global Impact Report 2022

There is also more scrutiny of ESG and sustainability, withregulations pending across different jurisdictions andincreasing expectations from stakeholders. We recognizethat materiality is a dynamic process, and we will conduct
a materiality refresh in mid-2023 that will include the latest
global issues and trends, stakeholder expectations, and ourcompany’s businesses and impacts post-merger.

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Environmental Impact

Customers and Community

Appendix

Merger, Synergy and Integration
On February 28, 2022, S&P Global completed its merger with IHS Markit, positioning the combined
company as a leading information services provider with an enhanced value proposition across data
and analytics, ratings, benchmarks, indices, commodities and energy, and transportation. Ensuring the
successful integration of the two organizations was a key priority throughout the last two years, requiring
careful planning and execution at the enterprise, corporate and division level.

Our Approach and Performance
The Integration Management Office (IMO) and Value Capture
Office (VCO) were established in January 2021 to planand execute a comprehensive integration and financial
synergies program to facilitate a successful merger
between S&P Global and IHS Markit. Working with key
stakeholders including integration leads, project owners
and functional leadership, the IMO and VCO facilitated thecompletion of thousands of activities and dozens of major
projects, creating a seamless experience for our people andcustomers and ensuring that the combined company would
be greater than the sum of its parts.
Prior to the close, key activities included setting up theintegration governance structure and reporting cadence,
securing regulatory approvals, engaging with key internaland external stakeholders, preparing to unify key risk andaudit practices, and planning for post-close integration andsynergy initiatives.
In the first 100 days after close, we continued working toensure a seamless experience for our people and customers.
Key activities included working to enable cross-company
network connectivity and access to key applications,
implementing change management initiatives and initiating
a comprehensive Talent Redeployment program. To
help connect displaced team members with internal job
opportunities, the Global Redeployment Team promoted
awareness of these opportunities while incentivizing
managers to hire internally and demonstrating the benefits.
By March 2023, the team had engaged with 83% of thedisplaced colleagues, by redeploying employees andsustaining our talent pipeline.
A key strategy involved consolidating the company’s global
real estate portfolio. Collaborating with our Organizational
Design team and key functions and divisions across thecompany, we analyzed headcounts, location strategy,
and implications of the hybrid working model to estimate
occupancy rates and identify opportunities for consolidation.
After securing Executive Committee approval of theconsolidation plan, we engaged proactively with landlords
and employees in the impacted locations, and we worked
closely with our People, Security, and Information Technology
teams to ensure a seamless transition. As a result of these
efforts, we successfully consolidated 28 locations, and wecontinue to explore further opportunities. In connection
with our consolidation strategy, we are also developing
Asset Sustainability Plans covering energy, water, waste andbiodiversity for our properties.

S&P Global Impact Report 2022

We also undertook several large-scale technology andsystems integration projects, including updating andunifying key accounting, financial reporting, vendor andexpense management applications, and HR systems for the
combined company. The IMO, integration leads and project
owners ensured cross-functional and divisional collaboration
on major integration activities, end user engagement,risk mitigation strategies, and review and approval of key
decisions. Prior to rollout, we conducted extensive testing andestablished plans for pre- and post-rollout communications,
support and stabilization, which helped significantly reducetransition periods and disruption to end users.
For the remainder of 2022, we focused on stabilizing
operations across the organization, harmonizing key people
and compliance policies, realizing value from revenue andcost synergy initiatives, and refining longer-term integration
projects for 2023 and beyond. We also launched ongoingprograms for cultural integration, enabled cross-team datasharing, and completed integration of key financial and risk
management functions.

“

We made significant progress on
our integration priorities in 2022,
including realizing meaningful
new value and ensuring a seamless
transition for our people andcustomers. We are incredibly
proud of all that our integration
teams have accomplished, andexcited by what the future holds.”
Deena McCabe
Integration Management Office Lead

Looking Ahead
Our people and our teams remain at the center of theintegration, and we continue to keep our sights on deliveringvalue to our global customers. Priorities for the year include
completing the integration of larger key systems, including
technology and financial tools, along with enterprise policies
and processes harmonization. In addition, we remain focusedon delivering further value realization via cross-sell anddevelopment of new, enhanced and integrated offerings.
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Environmental Impact

Customers and Community

Appendix

Responsible
Business
S&P Global’s commitment to responsible business practices isrooted in our values, embedded throughout the company andessential to our purpose of accelerating progress by Powering
Global Markets. This section provides details on how we upholdhigh standards of ethics and integrity, safeguard essential dataand information, protect human rights, and meet stakeholder
expectations for transparency and responsible behavior acrossour value chain. Topics discussed in this section include:– Business Ethics and Integrity*– Data Privacy and Cybersecurity*– Risk and Crisis Management– Human Rights– Policy Influence and Transparent Engagement– Responsible Sourcing and Supply Chain Management* Key material topics
S&P Global Impact Report 202213

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AppendixBusiness Ethics and Integrity
Trust is the foundation of our business and our brand. We strive to maintain high standards of ethics andintegrity in all that we do – a commitment that is reflected in our core values, our culture and how we dobusiness each day. Our leaders set the tone from the top, and our expectations are reinforced through ourgovernance structure, our Code of Business Ethics (COBE) and other key policies and procedures acrossour global business.

Our Approach and Performance
In 2022, we continued to amend and strengthen policies andexpand training to help uphold our commitment to ethics
and integrity across the enterprise. For example, we:–Completed harmonization of key S&P Global and
IHS Markit corporate policies and procedures postmerger, including the COBE, Acceptable Use Policy
and Company Charitable Contributions to Non-Profit
Organizations Policy.

–

Added a new section on Corporate Responsibility
and Sustainability in the COBE.

–

Updated the Anti-Bribery and Corruption, Economic
Sanctions, Anti-Money Laundering and Other Financial
Crimes Policy and hosted risk-focused training sessions
on anti-bribery and corruption.

–

Continued to include a DEI-focused module in our annual,
all-employee ethics training.

The COBE serves as a blueprint for all our actions. Accessible
in 11 different languages, it lays out clear expectations for
ethical behavior within our own team and in our dealings
with others. All employees must complete COBE training andsign an annual affirmation statement, and noncompliance
may result in disciplinary action, up to and including
termination. Additional ethics training may also be required
based on risk profiles, job roles and geographic locations.
The COBE is also a key focus for the company’s leadership,with the CEO closely monitoring the annual COBE training
campaign and the Board of Directors receiving annual
updates on completion rates. The company also maintains
a Code of Business Conduct and Ethics for Directors,
which guides Board members on areas of ethical risk.
We strive to create a “speak up culture” within the company,
encouraging our people to raise issues and voice concerns
regarding unethical conduct. To facilitate this, we offer
multiple reporting avenues, including our EthicsPoint hotline,
which is available 24/7 and offers comprehensive, confidential
reporting on workplace fraud, abuse and other forms of
misconduct. The helpline is audited each year by a neutral
third party, and annual data on reports and remedies isprovided to the Audit Committee of the Board of Directors.
S&P Global has a zero-tolerance policy for bribery
and corruption. Colleagues in relevant roles receive
targeted training on bribery and corruption, financial
crimes and sanctions. We have mandatory reporting

S&P Global Impact Report 2022

requirements related to potential conflicts ofinterest, including biannual certification for reporting
possession of securities and outside activities.
S&P Global is committed to complying with applicablerequirements and obligations regarding financial
crimes compliance. This is achieved by establishinggoverning principles and standards and implementing
appropriate controls to mitigate financial crimes
compliance risks, including those pertaining to targetsof economic sanctions. S&P Global’s financial crimes
compliance program is subject to oversight fromapplicable U.S. and non-U.S. regulatory organizations.
The company has strong internal controls to prevent
corruption. We carefully evaluate contracts with suppliers,
including for potential reputational risks, and all vendors are
required to agree to our Vendor Code of Conduct. We also
conduct due diligence on joint ventures through a reviewof the compliance policies and controls for the targetedcompany as part of the merger and acquisition process.
The company allows employees to make reasonable gift
expenditures for colleagues and business contacts, which aremodest in value, infrequent and appropriate to the business
relationship. However, under our Gifts and Entertainment
Policy, S&P Global employees may not give or receive anythingof value – directly or indirectly – to or from any person,
including government officials, customers or third parties,
if it is intended or could reasonably appear to be intended
to obtain or retain business, gain a business advantage, or
influence a business decision or official action. Employees
must obtain preapproval from the Compliance department
before providing larger-scale gifts or entertainment, or
anything else of value, to a government official. Facilitation
payments are not permitted, and this policy applies to all
of S&P Global, its divisions and its controlled subsidiaries.
S&P Global defines a corruption incident as one that has
been disclosed in its U.S. SEC public filings. We experienced
zero incidents of corruption in 2022. The company also
discloses material litigation and regulatory matters,
including those related to anti-competitive behavior
and violations of anti-trust and monopoly legislation, in
accordance with its U.S. SEC disclosure obligations in its
public filings. These filings can be found on S&P Global’s
investor relations website and on the U.S. SEC’s website.

100%2022 COBE training completion

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AppendixTax Policy

Looking Ahead

S&P Global’s commitment to high standards of ethics andintegrity extends to how we meet our tax obligations. Our
approach includes strict compliance with the tax laws inevery jurisdiction where we operate, as well as adherence
to our Global Tax Policy, which was adopted in 2021. Ourinternational team of experienced and qualified tax
professionals, with the support of global third-party tax
advisors, enables us to operate within a comprehensive tax
control framework and to properly identify and manage tax
risks and compliance obligations.

In 2023, COBE training will focus on our interactions
with government officials and corruption risks. We
will also continue to improve our internal controls andstrengthen our culture of ethical conduct to ensure fair
and transparent engagements with all stakeholders.

Where the tax law is subject to multiple interpretations
or uncertainties, we balance the company’s duties ofcompliance and payment of appropriate taxes with its
commitment to efficient operations. We emphasize strong
internal controls and transparency with investors and tax
authorities and provide disclosure of tax information inperiodic financial reports.

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Appendix

Data Privacy and Cybersecurity
As a global data and analytics provider, protecting privacy and the security of information andrelated systems is fundamental to our business, and a key sustainability issue for the company.

Data Privacy
Our customers, employees, partners and stakeholders relyon us to safeguard personal information and respect theindividual right to privacy. Data privacy is therefore a toppriority and integral to the daily management of the company.

Our Approach and Performance
We take a multi-layered approach to the governanceand management of data privacy, working with multiple
stakeholders to ensure that personal data is properly
categorized and protected. This helps mitigate data privacy
risk while also ensuring compliance with global dataprotection and privacy laws.
In January 2022, S&P Global split its Privacy Center into
two distinct functions – Privacy Legal and Information
Governance and Privacy Compliance – with the goal ofenhancing legal oversight and implementation of data privacy
policies across the company. The Privacy Legal function is led
by the Associate General Counsel, Privacy, and is responsible
for providing enterprise-level legal guidance on data privacy,
information governance and data protection matters.
The Information Governance and Privacy Compliancefunction is led by the Head of Information Governance andPrivacy and is responsible for operationalizing corporatelevel compliance with all S&P Global privacy policies.
In 2022, we focused on strengthening our Privacy
teams, reducing regulatory risk, enhancing awarenessand compliance, and increasing operational efficiency.
Key accomplishments included the following:– Completed key privacy integration milestones with
IHS Markit, including:– Harmonized key policies (Corporate, Candidate
and Employee Privacy policies, Cookie Notice
and Terms of Use).
– Completed website unification, including branding,cookie compliance, joint policy references andharmonized user preference centers.

– Completed readiness projects for new and updated
regulations in the United States and the People’s
Republic of China.
– Achieved operational compliance with client U.S./UK/EU
data transfers resulting from Brexit and changes in the EU
Standard Contractual Clauses.
– Partnered with Information Security to overhaul the Cyber
Incident Response Plan and Data Incident Response Plan,
to enhance efficiency and coordination of stakeholders.
S&P Global is subject to a wide variety of legal andregulatory requirements related to data protection andprivacy in the countries where we operate, and with growing
concern about data privacy, many of these requirements
are rapidly evolving. Although the lack of regulatory
consistency and harmonization is an increasing challenge
for organizations like ours, it is important for us to stayabreast of these changes. As such, we continuously
monitor the legal and regulatory landscape, focusing on
potential effects to our people, products and services,
and adjust our policies and programs as appropriate.
For example, to meet the requirements of new and emerging
privacy laws, S&P Global has continued to mature our privacy
governance tool, OneTrust, including automating individual
personal information access request workflows by country
and harmonizing cookie functionality across all websites.
We’ve also created a centralized OneTrust assessment
process covering Privacy Impact Assessments, Legitimate
Interest Analysis and Data Protection Impact Assessments.

Training
Our Code of Business Ethics outlines key privacyrelated expectations, and all colleagues are required tocomplete annual training on privacy principles, policies
and regulations. We also provide additional data privacy
training for colleagues in selected roles. We also continue
to provide training to our legal and procurement teams
on new standards for cross-border data transfers.

– Integrated consumer rights management systems
and privacy assessment processes.
– Harmonized our approach to corporate vendor
data protection appendices and standard
contractual clauses.
– Implemented a joint intercompany data transfer
agreement with all affiliates.

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Corporate Privacy Policy

Looking Ahead

Our commitment to privacy and data protection is formalized
by the Global Corporate Privacy Policy, which outlines how wecollect, share, use and protect personal information, and how
users may exercise their privacy rights. It also includes ourcommitment to notify affected stakeholders of any security
incident involving their personal information, in accordancewith applicable law. Available in 12 languages, the policy ispresented in a layered format for increased transparency
and includes a Preference Center for each division to manage
opt-out requests and customer opt-in preferences, as well
as seven jurisdiction-specific addenda covering jurisdictions
such as China, Japan and Brazil. The policy is reviewed
annually and updated as needed in response to changing
regulations and evolving best practices.

2023 will bring a focus on continued operationalizationof the Privacy program and our various processes andprocedures. We plan to continue making improvements
to our Cyber Incident and Data Incident Response
processes, update our vendor risk assessment workflow
for enhanced compliance with contractual language
tracking, enhance risk and escalation procedures to ensure
consistency, and centralize our records of processing
activities. In addition, we continue our compliance withapplicable privacy and data localization regulations.

Incident Response
The company maintains a robust Cyber Incident Response
Plan, which guides how we manage and respond to any
actual or suspected cases involving unauthorized access,disclosure, misuse or loss of personal information. Managed
by the Cyber Incident Response Team and available to all
employees, the plan lays out a clear process for escalationand procedures to follow in the case of an incident. We
also maintain a Data Incident Response Plan, which covers
non-malicious or accidental, actual or potential destruction,
loss, alteration or unauthorized disclosure of or access tocompany or client data, including a personal data breach.
S&P Global defines a breach of customer privacy incident
as any such incident that has been disclosed in its
U.S. Security and Exchange Commission public filings. In
2022, the company experienced no breaches that had amaterial impact on its operations, including items impacting
customer data.

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Appendix

Cybersecurity
As a data-driven business, S&P Global knows how important it is to have the right tools, controls andpartnerships in place to safeguard our networks and systems from external threats, and to ensure that ourdata and content are protected. This is why we continuously update our strategies, processes, training andtechnologies to mitigate risk, stay ahead of the evolving cyberthreat landscape and handle information in asecure and responsible way.

Our Approach and Performance

Incident Response and Ongoing Improvements

Our Cybersecurity organization works to identify technology
and cybersecurity risks and to implement policies andprocedures to keep our networks, systems and data secure.
In 2022, the organization underwent significant change,
as key strategies, tools, processes and technologies
were merged and updated in the context of the merger
with IHS Markit.

Our Cyber Incident Response Plan provides a framework for
responding in the event of a cyberattack. We also continue
to improve and update the company’s security capabilities
and resiliency.

S&P Global’s leadership included cybersecurity in our 2022
Enterprise Goals, reflecting its continued importance tothe resiliency of our business. The Board, as a whole andthrough the Audit Committee, oversees our technology andcyber risk profile, enterprise-wide technology, cybersecurity
strategies and information security initiatives. In addition,
the Board receives updates at least twice yearly from the
Chief Information Officer and the Chief Information Security
Officer and is briefed on technology and cybersecurity risk
management through committee updates.
Where appropriate, we align our policies and procedureswith the best-practice recommendations of the National
Institute of Standards and Technology (NIST), theInternational Organization for Standardization (ISO) and the
Financial Services Information Sharing and Analysis Center(FS-ISAC). To stay updated on new threats and continue
a robust cybersecurity posture, our Information Security
team participates in industry-wide security training andreceives ongoing threat intelligence from organizations suchas FS-ISAC. S&P Global is also an active partner with theWorld Economic Forum’s Centre for Cybersecurity, a global
platform aimed at fostering international dialogue to address
systemic cybersecurity challenges.

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Training
Our people play a critical role in identifying, avoiding andmitigating cybersecurity threats. All colleagues receive
mandatory annual training on our information security
policies and procedures, and our Information Security teamworks to ensure our training modules are continually updated
to address new and emerging risks.
We also conduct simulations to test our defenses, including
a monthly phishing simulation. Continuous training andrandom phishing security testing in 2022 resulted in adecrease in susceptibility rate for our users, bringing ouryearly average to 6%.
We are also revamping our phishing training program in 2023
to further enhance the vigilance of our people.

Looking Ahead
Moving forward, S&P Global remains committed to investingin people, process and technology as part of a robust
information security program to meet the new challengesof an ever-changing cyber threat landscape, and as a key
responsibility in maintaining the trust of our clients, investors
and colleagues.

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Appendix

Risk and Crisis Management
Effective risk management is essential to our ability to execute our strategy, deliver value to clients andshareholders, and operate a sustainable business. We employ robust internal controls and processes toproactively identify emerging risks and opportunities, promote resilience and ensure compliance withapplicable laws and regulations. We also work to foster a risk-aware culture by empowering our people torecognize and manage risk and make informed, data-driven decisions in our day-to-day operations.

Our Approach and Performance

Global Security and Crisis Management

In 2022, we continued to develop our capabilities throughimplementation of the following key initiatives:

Global Security and Crisis Management (Global Security)
drives organizational resilience, with a focus on protecting
our people, assets and reputation. The team is composedof six centers of excellence: Crisis Management, Security
Intelligence & Protective Operations, Medical & Safety
Guidance, Security Operations, Security Technology and
Administration & Finance. Working together, personnel fromthese areas are responsible for anticipating, assessing,tracking and responding to both actual and potential threats
to our people or our operations.

– Created a steering group to evaluate and respond tothe ongoing war in Ukraine, with a focus on ensuring
the safety of our employees and compliance with all
regulatory rules related to Russia.
– Announced suspension of commercial operations in
Russia and Belarus in March 2022.
– Established risk committees for two new businessdivisions, Mobility and Engineering Solutions, resulting
from the merger with IHS Markit. The risk committees
provide executive-level forums for regular discussion
and oversight of the management of risks for these newcommercial organizations, and to promote a risk-aware
culture within day-to-day business and operational
activities. These new committees join several others
throughout the company’s divisions, aiming to alignenterprise and divisional risk awareness and governanceacross the organization.
– Expanded risk committees for existing business divisions
to include incoming leaders from the historical IHS
Markit organization.
– Completed harmonization of risk taxonomy language
to establish a common language of risk acrossthe merged entity.
– Continued enhancements to the governance, risk andcompliance (GRC) application to improve transparency
and awareness around risks, issues, action plans andassessments, and to allow for the first Enterprise Risk
Profile for the combined company.

A key operating principle for the team is that intelligence-led
solutions lead to better strategic outcomes. To that end, in
2022, we continued to apply and update our Global Threat
Monitor, an automated risk platform that ranks company
exposure to a wide range of physical and security risks, andwhich thereby supports ongoing awareness and planning
across our global operations. We also deployed a new thirdparty, AI-driven early warning system to identify emerging
extreme weather events before they develop into crises. This
helps us accelerate internal coordination, allocate resources
and streamline data-sharing before an incident occurs.
To further strengthen our preparedness, Global Security
has also started systematically tracking extreme weather
events in a dedicated natural hazards database. In 2022, wemonitored over 240 weather events that had the potential
to impact our operations. In addition to providing enhanced
trend analysis, the database helps S&P Global better
understand asset exposure, while supporting improved
capital allocation over both the short and long term.
In the event of an acute risk that may affect the company –such as extreme weather or a security incident – our Crisis
Management Plan specifies robust protocols and procedures
for management and escalation to the appropriate decisionmakers. Real-time monitoring and response are initiallycoordinated by our 24/7 Global Security Support Center(GSSC) and our network of regional security directors.
Depending on circumstances, this may be followed by
activation of one or more additional groups, including Site
Incident Management Teams, the global Incident Support
Team or our CEO-led Crisis Management Team.
Looking ahead, Global Security will continue to fuseanticipatory intelligence with data to ensure S&P Global
systematically identifies potential risks to our operations
and implements resiliency measures to keep our people andcommunities safe.

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Operational Resilience Management
As part of our wider effort to effectively prepare for andmanage crises, we maintain active and dynamic programsfor business continuity management and IT disasterrecovery. This not only protects our vital assets but ensures
our ability to provide uninterrupted essential intelligenceto our customers.
Designed in alignment with industry requirements and bestpractices, our Operational Resilience Management Program
follows a strategic life cycle to implement appropriate
business continuity and IT disaster recovery strategies for
all critical business functions and technologies operatingfrom our offices around the globe. Key aspects of the
program include:– Definition of recovery objectives such as recovery timeor maximum tolerable downtime, identified througha comprehensive business impact analysis and risk
assessment process– Identification and implementation of viable recovery
strategies and procedures for continuity– Corroboration through a comprehensive
testing methodology
The management structure for business continuity and IT
disaster recovery is composed of a steering committee, aworking group and plan owners, with members of each groupmade up of senior leaders, while our Operational Resilience
Management Team provides second-line oversight of relevant
programs and deliverables. We perform regular testing of ourplans and procedures – at a minimum, annually – to ensure
their effectiveness and drive continuous improvement.

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Appendix

In 2022, we harmonized business continuity plans as part ofthe merger with IHS Markit. Key steps included identifying
and evaluating integration risks, developing action plans andreporting progress to leadership. The Operational Resilienceteam implemented the harmonization plans, pulling together
best practices from each historical business to establish an
updated, comprehensive business continuity and IT disasterrecovery program for the combined company.
Moving forward, we will continue to have a strong focus
on risk management for the ongoing integration of our
two organizations.

“

I appreciate GSSC’s outreach
during a recent tornado in my area.
Thankfully, I was not impacted bythis storm, but it was encouraging
to see the responsiveness andoutreach to me during this time
and to know the company has
a support system in place.”
Amber Burke
Solution Train Engineer

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Appendix

S&P Global Evolving Risks
Emerging risks

Description and Impact

Mitigation

Changes in
the legislative,
regulatory andcommercial
environments inwhich we operate
may materially andadversely impact
our ability to collect,compile, use andpublish data andmay impact our
financial results.

This risk is emerging in nature for S&P Global. We have short-term
impacts affecting data management policies and processes. Longterm impacts are still unknown and external, as global privacy, data
localization and data protection legislation, enforcement and policy
activity in this area are rapidly expanding and creating a complex
regulatory compliance environment. We also face increasingly
significant costs of complying with and implementing privacy-related
and data protection measures. In addition, an inadvertent failure tocomply with federal, state or international privacy-related or dataprotection laws and regulations, despite our best efforts, could result inproceedings against us by governmental entities or others.

We devote meaningful time and financial
resources to compliance with current andfuture applicable international and U.S.
privacy, cybersecurity, data protection,
ESG and related laws. We have madecapital investments and other expenditures
to address cybersecurity preparedness
and prevent future breaches, including
costs associated with additional security
technologies, personnel, experts and credit
monitoring services for those whose data
has been breached.

In addition, the EU and other jurisdictions, including the People’s
Republic of China, are considering imposing or have already imposed
additional restrictions, including in relation to cross-border transfersof personal and other types of data. S&P Global is a global organization
with business in these regions and others with similar developing
regulations. These requirements are increasing in complexity andnumber, change frequently and increasingly conflict among thevarious countries in which we operate, which could result in significant
compliance risk and cost for us.
In addition, the future of ESG regulations is uncertain, and various
jurisdictions are approaching this topic quite differently. Further
regulations, expected within the next two to five years, will increase
process complexity and expenses.

Our reputation,
credibility andbrand are key assets
and competitive
advantages of ourcompany and ourbusiness may beaffected by how
we are perceived in
the marketplace.

Given our role in the financial and commodities markets, our ability
to attract and retain customers is uniquely affected by external
perceptions of our reputation, credibility and brand.
We provide credit ratings, pricing and valuation services, benchmark
products, and indices, many of which depend on contributions or
inputs from third parties or market participants. Our customers andother market participants expect us to be able to demonstrate that our
products and services are produced independently and are not readilysubject to manipulation. We believe our products and services aredesigned with appropriate methodologies, processes and procedures
to maintain independence and integrity; however, we may not be able
to prevent third parties or market participants from working together or
colluding to try to manipulate their inputs and thus the resulting outputsof our products and services. From time to time, we are involved in thirdparty investigations or litigation related to the commodities and asset
classes our products and services serve. Any failures, negative publicity,
investigations or lawsuits that implicate the independence and integrityof our pricing and valuation services, benchmarks and indices could
result in a loss of confidence in the administration of these products andservices and could harm our reputation and our business.
Negative perceptions or publicity could damage our reputation withcustomers, prospects, regulators and the public generally, which could
negatively impact, among other things, our ability to attract and retain
customers, employees and suppliers, as well as suitable candidates foracquisition or other combinations.

Our dedicated privacy teams in both the Legaland Compliance teams work to comply withcurrent regulations and prepare for future
regulations. We have defined data operations
and infrastructure strategies to handle
repeatability, scalability and flexibility, tocomply with the evolving requirements.
To avoid any internal conflicts of interest,
policies are in place to manage conflicts
across divisions. The Government Affairs andPublic Policy team has proactively engaged in
discussions with policymakers to understandand prepare for future requirements.
Projects are in place to enhance internal
communications on regulatory and policychanges, as well as to build a maturecompliance program to aid in monitoring.
We deploy resources and policies to ensuredivisional independence and objectivity,
to avoid the presence of any conflicts ofinterest between the various businessdivisions. We have made investments toexternal consultancies to ensure we aremeeting external stakeholder expectations.
Additionally, reputational and brand risks
are considered as key inputs to our risk
framework and are discussed at various
levels of the organization, including executive
risk committees.
We pursue close relationships withstakeholders, including clients, vendors
and employees, to ensure we have strong
governance and transparency aroundany issues that may have reputational
implications. Metrics are tracked related
to net promoter scores, internal employee
surveys and other reputational/brandstatistics to ensure we understand trends orchanges in how the company is perceived.

The risks noted herein are not exhaustive. The company and its subsidiaries operate in a dynamic business environment in which
new risks emerge frequently. Accordingly, the company cautions readers not to place undue reliance on any risks identified herein,
which speak only as of the dates on which they are made and only highlight certain risks, without regard to severity or probability. The
company undertakes no obligation to update or revise these statements to reflect events or circumstances arising after the date on
which they are made, except as required by applicable law. Further information about the company’s businesses, including information
about factors that could materially affect its results of operations and financial condition, is contained in the company’s filings with
the SEC, including Item 1A, Risk Factors, in our most recently filed Annual Report on Form 10-K and Quarterly Report on Form 10-Q.

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Human Rights
S&P Global believes that an essential part of being a responsible corporate citizen is caring for the people
we interact with, including our colleagues, vendors and people who live in the communities where we
operate. Inherent in this belief is our commitment to prevent, mitigate and, where necessary, remediate
the risks of modern slavery, and to respect human rights in our operations and supply chain.
While this section outlines our approach and progress in embedding respect for human rights acrossthe value chain, we also recognize the interconnected nature of this issue across all of S&P Global’smaterial topics. We therefore include, where relevant, human rights-related information elsewhere inthis report, including the sections on Business Ethics and Integrity, Responsible Sourcing and Supply
Chain Management, and Diversity, Equity and Inclusion (DEI). Additional details are also provided in the
S&P Global DEI Report.

Our Approach and Performance
In 2022, the company took steps to further strengthen
management of human rights, including the following:– Created the position of Head of Procurement
Sustainability and Diversity, with a mandate to embed andexpand human rights due diligence in the supply chain.
– Engaged with Shift Project, a nonprofit and leading centerof expertise on the UN Guiding Principles on Business andHuman Rights, to provide a gap analysis for the company’s
human rights-related programs and policies.
S&P Global’s approach to human rights is guided byinternationally recognized principles and standards including
the United Nations Global Compact (UNGC) and the UN
Guiding Principles on Business and Human Rights (UNGPs).
In particular, we adopt the UNGPs as a framework for
identifying and mitigating potential human rights impacts
and risks, including but not limited to those related to
freedom of association and the right to collective bargaining,child labor, forced and compulsory labor, harassment anddiscrimination, working conditions, and digital security andprivacy. We also acknowledge our responsibility to ensure
grievance accessibility if violations have occurred.
Our commitment to human rights is further embedded in key
policies and standards deployed throughout the company,
including our Global Human Rights Policy, Code of Business
Ethics (COBE), Vendor Code of Conduct (VCOC), and Health,
Safety and Environment Policy. It is also reflected in otherspecialized policies including our Modern Slavery and Human
Trafficking Statement, division-specific ethics policies
and our internal Anti-Bribery and Corruption, Economic
Sanctions, and Anti-Money Laundering and Other Financial
Crimes Policy. We explicitly prohibit the use of forced andchild labor in our supply chain. We also monitor and ensure
our compliance with all applicable legal and regulatory
requirements related to human rights, including thosespecified by the UK Modern Slavery Act 2015, the U.S. Civil
Rights Act of 1964 and others.

S&P Global Impact Report 2022

The Nominating and Corporate Governance Committeeof the S&P Global Board of Directors is responsible foroversight of the company’s management of its ESG matters.
At the executive level, the CEO, along with our full Executive
Committee, is responsible for approving our corporate
responsibility strategy and goals, including those related tohuman rights. Our Chief Purpose Officer and Chief Financial
Officer are responsible for human rights issues within thecompany’s operations.
Where appropriate, S&P Global engages, consults andcollaborates with external experts, NGOs and others who
can help improve how the company identifies and prevents
potential human rights risks.

Human Rights and Our People
Key to our approach is continuously updating ourunderstanding of human rights risks related to our business.
As an information services provider with a global workforce,
one of our most significant areas of potential influence
and risk is our role as an employer. As a result, respect for
fundamental human rights is central to our approach to labor
relations, compensation and benefits, employee safety andwellbeing, DEI and other related issues. Refer to our
DEI Report for more details about our commitments todiversity, non-discrimination and anti-harassment.

Human Rights and Our Supply Chain
Another area of potential influence and risk is our supply
chain, on which the company spent more than $2 billion,
with approximately 7,500 direct suppliers, in 2022. Our VCOC,
together with our COBE, sets out the standards and practices
that S&P Global expects its suppliers to uphold. In 2022,
Procurement worked with Shift Project to identify key areasof potential salient human rights risk in the supply chain andthe development of more effective human rights controls in
our procurement process. The objective is to prioritize the
top supply-chain risks, identify areas of greatest impact/
influence and create action plans to implement due diligence
efforts. For more information, see Responsible Sourcing
and Supply Chain.

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Human Rights and Data Privacy

Grievance Mechanisms

Data privacy and information security are increasingly
relevant to global human rights, given the potential impact
to rightsholders if ineffectively managed. Our Human
Rights Policy includes a section on data privacy, and our
individual divisions have policies on data protection. For
example, S&P Global Sustainable1's Use of Information
and Confidentiality Policy includes information on the
expectations for maintaining the security of customers’
information, as well as adhering to regulatory requirements incommunities where we operate.

We encourage our people, suppliers and subcontractors
to proactively report ethical and legal concerns, including
potential human rights violations. Our EthicsPoint Helpline ismade available to employees and third-party stakeholders toraise concerns, and all reports are promptly and thoroughly
investigated. Complaints raised to the helpline are reviewed
and monitored for trends, with annual data on reports
and remedies provided to the Audit Committee of theBoard of Directors. For more information, please refer topage 7 of our COBE.

“

Data privacy is a human right.
S&P Global has a commitment
to the right to privacy of ourclients and employees. As wecontinue to see the regulatory
landscape progress, it is paramountthat we, as an industry leader,
continue to grow and evolve our
privacy compliance program.”
Ross Parker
Head of Information
Governance & Privacy

S&P Global Impact Report 2022

The COBE also includes provisions to ensure that anyone
who reports a potential or actual misdeed is protected from
retaliation, including being terminated, demoted, threatened,discriminated against or harassed in any way.

Looking Ahead
In 2023, we plan to further build our capacity throughupskilling our People Leaders and expanding our saliency
assessment to include downstream impacts across eachof our business units and operations. We are also in the
beginning stages of creating a new human rights due
diligence process across our enterprise risk management
systems and legal compliance processes.
In the spirit of continuous improvement, we regularly work
to facilitate awareness of the availability of the EthicsPoint
Helpline amongst contract workers, employees of vendors
and other individuals who may be impacted by any humanrights violation.

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Appendix

Policy Influence and Transparent Engagement
S&P Global believes an essential part of responsible corporate citizenship is constructive engagementwith public policy. We engage with policymakers and regulators on issues affecting our global businessstrategy and the development of transparent and effective financial markets. Key policy topics we focus
on include ESG, securities regulation, data and information policy, and trade policy.

Our Approach and Performance
In 2022, we continued to promote transparent capital andcommodity markets through leading or participating in avariety of public initiatives and discussions. Key activities
included the following:– Provided input and support to the International
Sustainability Standards Board (ISSB) and the European
Financial Reporting Advisory Group (EFRAG) in developing
international sustainability disclosure standards.
– Led the American Chamber of Commerce to the EU’s
(AmCham EU) dedicated Sustainable Finance Task
Force, a cross-sectoral forum for advice andengagement with policymakers to support
implementation of the EU’s Action Plan on
Sustainable Finance.
– Partnered with the UN Environment Programme World
Conservation Monitoring Centre.
– Supported the Network for Greening the Financial
System’s work on the integration of ESG andclimate-related risk in credit ratings.
– Supported work by the International Organizationof Securities Commissions and its members todevelop recommendations for enhancing ESG ratingsand data products.

Political Activity and Spending Practices
We make limited contributions via the S&P Global Inc.
Political Action Committee (S&P Global PAC) to thecampaigns of candidates for U.S. federal office who alignwith our company’s business priorities and values. The
S&P Global PAC is funded by voluntary contributions from
eligible employees, and monthly reports of its receipts
and disbursements are filed with the U.S. Federal Election
Commission. Our Political Contributions and Payments Policy
prohibits the use of corporate treasury funds for making
direct contributions to candidates or political committees atthe state or local level, as well as independent expenditurecommittees known as “super PACs.” The company has notcontributed to local or state ballot measures or referendums.
S&P Global is an active participant in several tradeassociations, including the Institute for International
Finance and AmCham EU. We monitor all memberships forconsistency, transparency and alignment with our corevalues and policy positions.

$1.23M$595K

2022 expenses related
to federal lobbying

2022 contributions to
trade associations ortax-exempt groups$124K
2022 S&P Global PAC contributions tocandidate campaign committees

ESG Policy Engagement
S&P Global advocates for global harmonization andconsistency of new regulations supporting the effective
integration of ESG and sustainability in financial markets.
Our efforts include providing relevant information and filing
public comments to regulators and policymakers aroundthe world. Our internal ESG Policy and Regulatory Working
Group works with executives and subject matter experts to
identify issues, develop positions and ensure that all policy
engagement is consistent.
Our internal experts are active participants in key dialogues
and initiatives related to ESG, including the Task Forceon Climate-related Financial Disclosures, the Taskforce
on Nature-related Financial Disclosures, the Commodity
Futures Trading Commission’s Climate-Related Market
Risk Subcommittee, and the SEC’s Asset Management
Advisory Committee.

ESG Disclosure Engagement
As a leading provider of sustainability data and analytics
solutions, we believe in the importance of establishing
globally consistent standards for high-quality, transparent,
reliable and comparable ESG and sustainability disclosuresby companies. Toward this end, we support the International
Financial Reporting Standards (IFRS) Foundation andendorse the creation of the ISSB to deliver a comprehensive
global baseline of sustainability-related disclosure
standards, and we continue to actively contribute our viewsand engage in public consultation in support of its work.

The Board of Directors receives periodic presentations
on the political activity and policies of the company, withadditional reports as events may require.
S&P Global Impact Report 2022

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Appendix

Responsible Sourcing and Supply Chain Management
Our commitment to responsible business extends to our supply chain. We carefully manage andcollaborate with our extensive global network of suppliers, prioritizing legal and regulatory compliance,
ethical behavior, supplier diversity and environmental sustainability. These efforts not only benefit ourbusiness and suppliers, but also help to safeguard our brand and reputation.

Our Approach and Performancelaws and regulations of the countries in which they operate.
All suppliers are required to sign the VCOC when they begin
providing products or services to us.

S&P Global’s supply chain is composed of professional
and technical service providers, IT software sourcing
and network, communications and hardware providers
or licensors. Our suppliers include: marketing, humanresources, financial and other consultants and brokers;
maintenance, repair and operations; facilities management
and landlords; information technology; and business process
outsourcing providers. Suppliers specific to our industry
include market data and research providers. Our supply chain
also includes travel providers such as travel agencies, airlines
and hotel chains.

The VCOC has evolved to include ethical business conduct,
data security and confidentiality, employee health andsafety, environmental stewardship, child and involuntarylabor, racial discrimination and supplier diversity. Penalties
for non-compliance may include temporary sanctions or
losing an S&P Global account. In addition, our Global Human
Rights Policy and UK Modern Slavery Act Statement coverboth our own operations and our suppliers.

Supply Chain Human Rights

In 2022, we strengthened our approach by deploying fulltime, dedicated personnel to address responsible sourcing
and supplier diversity. Our Global Procurement group createda new role, Head of Procurement Sustainability and Diversity(HPSD), to set policy and integrate our environmental andsocial commitments within our supply chain. The HPSD,
together with a Procurement Sustainability Analyst hired
in 2022 and a Supplier Diversity Manager hired in early
2023, is laying the groundwork for improved assessmentand monitoring of the supply chain for human rights andenvironmental impacts, and continue to build upon the workin supplier diversity.

With the appointment of new, dedicated personnel,
S&P Global is taking steps to enable more proactive
management of human rights within our supply chain. Guided
by Shift Project, a nonprofit with expertise on the UN Guiding
Principles on Business and Human Rights, we reviewed our
supply chain system and vendor categories to consider the
likelihood and potential severity of impacts on people. Eight
vendor categories were identified and prioritized. Refer tothe graphic below for the analysis.
We then built issue guides for each area, including adescription of the risks, risk identification questions,indicators and potential strategies to prevent harm andengage with vendors and communities when issues doarise. Going forward, we plan to make our human rights due
diligence process stronger by further defining risk domains
for each area of concern.

Vendor Code of Conduct
S&P Global’s Vendor Code of Conduct (VCOC) outlines
the principles, guidelines and standards we expect ourvendors to adhere to, including conducting their business
responsibly and with integrity, and fully complying with the
S&P Global Procurement Human Rights Risk Salience Analysis

Gender and sex orientation-based
impacts in entertainment/
lodging/hospitality spend

5

Impacts at raw material
source locations
for ICT products
Privacy impacts frombackground checks

4

Logistics/transport
trafficking
3

Security services

Severity2

Health impacts in IT
asset disposal

Labor conditions(decent work, harassment)in outsourced services(catering, cleaning, security, etc.)

Working hours in market
research (clinical studies)11

Likelihood

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3

4

5

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Supplier Diversity

Environmental Impact

Customers and Community

Appendix

U.S. Diverse Suppliers

2020

2021

2022

Percentage of spend with U.S. diverse
suppliers (%)

6.5

6.5

7.3

Count of U.S. diverse suppliers

161

175

295

Percentage of U.S. sourcing events including
diverse suppliers (%)

29

32

13

Our U.S.-based Supplier Diversity Program provides fairand equal procurement opportunities for all capable andcompetitive suppliers. S&P Global actively encourages andinvites applications from businesses that are managed or led
by members of underrepresented groups.

Percentage of U.S. sourcing events awarded
to diverse suppliers (%)

–

24

3.7

U.S. and Global Diverse Suppliers

2022

As a result of the merger, the supplier diversity team went
through a reorganization and reprioritization in 2022,
including the hiring of the company’s first full-time Supplier
Diversity Manager, to start in January 2023. Under thisnew structure, the team will enhance supplier diversity byadjusting policy and governance to address areas of growth,
reinvest in outreach and engagement with diverse groups,
increase awareness internally, and build on systems forreporting and tracking.

Percentage of spend with global diverse suppliers (%)

5.8Count of U.S. and global diverse suppliers

332

Percentage of U.S. and global sourcing events including
diverse suppliers (%)

11

Percentage of U.S. and global sourcing events awarded todiverse suppliers (%)

3.3

Identifying, developing and sourcing products and services
from diverse and traditionally underrepresented suppliers
helps foster innovation, reduce the risk of supply chain
disruptions and advance our commitment to diversity, equity
and inclusion. S&P Global is committed to treating all vendors
with integrity and in an ethical manner and to supporting andencouraging the aspirations of diverse groups.

Our percentage of spend with U.S. diverse suppliers grew to
7.3% in 2022 from 6.5% in 2021. The number of U.S. diverse
suppliers grew in 2022 to 295 from 175 in the previous year.
While the overall Supplier Diversity program was strong,organizational disruptions related to the merger presented
some challenges. The percentage of sourcing events that
included diverse vendors, and awards made to diverse
vendors at those events, declined. However, with the newteam in place, we are already seeing improvements, including
significant new awards made to diverse suppliers in Q1 2023.
Supplier diversity is also part of our inaugural sustainabilitylinked bond (SLB) issuance, with a key performanceindicator tied to increasing supplier diversity to 10% by
the end of 2025.

“

Sustainability is about treating
people with dignity and ensuring
natural assets are managed atleast as carefully as businessassets. Supply chain sustainability
ensures our partners arecommitted to the same principledapproach as S&P Global.”

Our overarching goal is to have a successful Supplier
Diversity Program both in the U.S. and globally. To achievethis, we will implement a step-by-step approach to program
expansion, beginning with expanding the U.S. program andthen concentrating our efforts globally.

Looking Ahead
As we move forward, we will continue working to enhancesustainable procurement practices and human rights
management within the supply chain. Specific plans in 2023
include deploying our risk and vendor management tools tofacilitate more rigorous assessment and management ofpotential human rights and environmental risks, including
a sustainability risk review for Tier 1 and Critical non-Tier
1 suppliers. We are also planning to implement an ESG
scoring model for vendors, and to work with S&P Global’s
Sustainable1 to ensure we are putting the company’s
best tools and knowledge to use to protect people andcommunities that touch its supply chain.
In 2023, the Supplier Diversity team will work to establish
a more strategic approach, with the goal of providing
more access to opportunities for diverse suppliers. Keypriorities include streamlining procurement processes,
enhancing collaboration and accountability, increasing
supplier outreach and networking, and improving reportingand evaluation.

Andrew Baer
Head of Procurement
Sustainability & Diversity

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Appendix

Our People
At S&P Global, our people are our most essential asset, powering
our success in knowledge- and data-driven markets. Thissection covers our progress and performance related to efforts
to attract a diverse, high-performing workforce and foster an
inclusive, agile and tech-fluent culture. Topics discussed in thissection include:– Diversity, Equity and Inclusion (DEI)*– Talent Attraction and Development*– Employee Health, Safety and Wellbeing– Innovation and Technology** Key material topics
S&P Global Impact Report 2022

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Environmental Impact

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Appendix

Diversity, Equity and Inclusion
Our company’s success depends on our people. S&P Global
strives to create an environment that encourages ourcolleagues around the world to feel a deep sense of
belonging, where they feel empowered to contribute theirunique insights within our company, with our customers
and in our communities. We invest in our company byinvesting in our people.
Our People First philosophy is the foundation of our DEI
strategy. It’s what drives our efforts to support our colleagues
in reaching their full potential. We commit to providing
a level playing field, so that all of our people can accessthe training, development and connections that open thedoor to advancement. We continuously seek feedback,and we are transparent about our actions, progress andwhere we are headed.
S&P Global is proud to launch our first stand-alone DEI Report,
published alongside this Impact Report. We encourage you toreview the new report for further context and content on thecompany’s DEI strategy, management and key activities.

DEI Governance
Our Board of Directors and senior management view DEI as
critical to our long-term success, driving business growthand innovation and empowering our people to achieve
their full potential. As such, the Board regularly engages
with our CEO, Chief Purpose Officer, Chief Corporate
Responsibility & Diversity Officer and other members ofsenior leadership to provide oversight and direction on our DEI
priorities and programs.
At the management level, our Chief Purpose Officer directs
the development and execution of our People strategy,
working with senior leaders across the company. She oversees
our People, DEI and Corporate Responsibility teams, aswell as our Marketing and Communications functions. In
addition, the Chief Purpose Officer leads our DEI team inworking with divisional and functional leaders in implementing
governance to support effective execution. We link executive
compensation to specific DEI performance metrics on ourbalanced scorecards – at both the enterprise and divisionlevels to drive change and meet annual targets.

Our Approach and Performance
Our commitment to DEI centers on our global workforce,ensuring that our people are empowered to bring their wholeselves to work – but it doesn’t stop there. We strive to betterreflect and serve the communities in which we live and work,and advocate for greater opportunity for all.
As a purpose-led company, we concentrate efforts where
we have the most opportunity to drive progress across ourpeople, customers and communities. By focusing on our
global workforce and aligning our priorities across our partner
engagements and philanthropy, we strive for meaningfulprogress toward systemic equity. We also understand theintersectionality between DEI and respect for human rights,
both in our operations and supply chain.
S&P Global Impact Report 2022

In 2022, we expanded our Corporate Responsibility and
DEI teams, deepening our commitment to DEI and refining
our key areas of impact. In line with our People First
philosophy, we concentrated our efforts on our people
strategic pillar, focusing on socializing the new DEI strategy
across the combined organization, tailoring it for each of
the distinct divisions, and consolidating and delivering
established initiatives.

Diversity in Our Workforce
Our ability to attract and retain a diverse workforce is criticalto our long-term strategy, driving business growth andinnovation and empowering our people to achieve
their full potential.
We believe that increasing data disclosure in our externalreporting demonstrates our commitment to transparency andhelps guide our progress with concrete metrics. We comply
with all disclosure regulations, such as publishing our UK
Gender Pay Gap Report and France Gender Equality Index
Report. Our most recent consolidated U.S. Equal Employment
Opportunity data can be found here.
Our reporting of global gender and U.S. race/ethnicity
representation data provides a comprehensive view ofour people and uses an intersectional lens when analyzing
our workforce. In addition to 2021 data for the legacy
S&P Global company, this report includes data across our
34,000+1 colleagues in 44 countries as of the end of 2022,
following our merger with IHS Markit. 2022 data reflects
the merger’s expansion of our global workforce by 14,655
people, including a significant increase in colleagues fromthe EMEA (Europe, the Middle East and Africa) region. This
42.8% growth in our workforce impacted the trajectories forsome of our gender and diverse representation trends. This
combined view establishes a new baseline from which we willcontinue to build.
Our 2022 workforce demographics indicate priority areas offocus for 2023 and beyond:– Increase female representation globally, currently 38.2%.
– Further encourage self-ID campaigns to increase
disclosure of LGBTQ+ people, those with disabilities
and veterans, and report globally wherever possible.
In 2022, 1.88% of our U.S. workforce self-identified as
LGBTQ+, 0.38% disclosed a disability and 0.80% reported
being a veteran.
– Build on the modest growth in our U.S. Black and Hispanic/
Latine populations, currently 4.6% and 5.7%, respectively.
– Across our U.S. critical roles, further extend the growthof female representation in commercial and in-demand
technology roles, currently 37.4% and 32.1%, respectively.
We have provided 2022 data as a snapshot of the newly
combined S&P Global baseline. We will continue to provide
insight on our workforce demographics in future reporting.
1 All of S&P Global excluding CRISIL, CARFAX and Taiwan Ratings Corp. 2022
data is post-merger and includes the IHS Markit employee population
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Global Age Groups*

Our People

Environmental Impact

Female (%)<30 years old

Male (%)
38.9
38.2

GlobalSenior management(9,276)

61.4%

34.3
32.5

65.7
67.5

Management

33.9
31.1

66.1
68.9

38.8
39.7

61.2
60.3

32.7
31.7
0

67.3
68.3

25

50

75

100

U.S. Ethnicity by Female % – Year-over-Year
Female (%)

Male (%)

White

Global Employees by Location

Asian

2.0% LatAm(694)

Hispanic/Latine
Black

15.8%
(5,410)
EMEA(10,297)
North America

2021
2022

55.0
70.0

Junior management

STEM*Excludes 7 non-disclosed employees

61.1
61.8

45.0

30.0

Revenue-generating
functions(20,987)

30-50 years old

30.1%

AppendixGlobal Gender Representation – Year-over-Year

11.5% >50 years old(3,936)

27.1%

Customers and Community

Two or more races
Native American or
Alaskan Native
Other

52.0%
(17,805)
APAC

25.8

31.7
31.7
25

Unspecified
0

60.0

42.9

50

2021
2022

60.8
63.4
58.7
59.3
53.3
55.0
48.3
53.2
59.3
61.2
57.1
74.2
40.0
57.1
68.3
68.3
100

39.2
36.6%
41.3
40.7
46.7
45.0
51.7
46.8
40.7
38.8
42.9

75

U.S. Diverse Representation as Self-Identified – Year-over-Year
0.99%
1.88%
People with 0.44%
Disabilities 0.38%
Veterans 1.16%
0.80%
0

2021
2022

LGBTQ+

25

50

75

100

U.S. Ethnicity % – Year-over-Year
0.3 0.1
2021

48.6

2022

21.6

53.4
0

5.0

19.2

25

50

4.5 2.3

5.7

17.6

14.7

4.6

75
1.9

White

Asian

Native American or Alaskan Native

Hispanic/Latine

Black

Other

Unspecified

0.3

0.0

100
(%)

Two or more races– All of S&P Global excluding CRISIL, CARFAX and Taiwan Ratings Corp. 2022 data is post-merger and includes the IHS Markit employee population.
–D ata includes former IHS Markit CEO Lance Uggla and Vice Chairman Daniel Yergin.
– As of December 31, 2022, 781 former IHS Markit employees were not assigned a comparable S&P Global job family and level profile; for this reporting, they wereassigned a job family and level profile based on their historical job framework identification. Among this group, 228 had no comparable job family assignment andthus were not assessed for the job discipline-related measures such as Revenue Generating, STEM, Analysts/Tech/Sales.
–D ata reflects self-identified ethnicity for U.S. employees as of December 31, 2022.

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Appendix

Critical U.S. Roles by Gender and Ethnicity
U.S. Analytical Roles

Female7.3% (46)

3.5% (22)

20.5%
(129)

16.5%
(104)

50.1%
(315)

(628)

Male

57.0%
(651)

(1,141)

1.9% (12)6.0% (69)
3.8% (44)
13.6%
(156)

All

17.2%
(197)

54.4%
(966)

(1,773)0

2.1% (24)
3.7% (66)

16.1%
(286)

500

6.5%
(115)

2.0% (36)
17.1%
(304)

1000

1500

2000

U.S. Commercial Roles
5.4% (32)
3.2% (19)
11.1% (66)

9.4% (56)8.2% (49)

Female

62.6%
(372)

(594)

Male

4.4% (44)5.7% (57)
4.4% (44)2.8% (28)
17.2%
(170)

65.3%
(646)

(989)

All

64.2%
(1,019)(1,587)0

4.8% (76)
2.9% (47)
5.8% 7.1%(93) (113)

500

15.0%
(239)

1000

1500

2000

U.S. In-Demand Technology Roles
2.6% (2)Female

41.3%
(31)

(75)

Male

37.3%
(28)
47.1%
(74)

(157)

2.6% (2)2.6% (2)
13.3% (10)2.5% (4)
28.0%
(44)

7.6% (12)1.9%(3)12.7%(20)
2.5% (6)

All

45.3%
(106)

(234)

0

White

Asian

30.7%
(72)

50

Hispanic/Latine

5.9% (14)2.1% (5)

100

Black

Other

150

13.2%
(31)

200

250

Not Specified– All of S&P Global excluding CRISIL, CARFAX and Taiwan Ratings Corp. 2022 data is post-merger and includes the IHS Markit employee population.
–D ata includes former IHS Markit CEO Lance Uggla and Vice Chairman Daniel Yergin.
– As of December 31, 2022, 781 former IHS Markit employees were not assigned a comparable S&P Global job family and level profile; for this reporting, they wereassigned a job family and level profile based on their historical job framework identification. Among this group, 228 had no comparable job family assignment andthus were not assessed for the job discipline-related measures such as Revenue Generating, STEM, Analysts/Tech/Sales.
–D ata reflects self-identified ethnicity for U.S. employees as of December 31, 2022.
– “Other” includes Other, Two or more Races, Native American. “Male” and “Female” may not total "All," because "All" includes those who did not disclose.

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Gender Pay Gap
We recognize that equitable, competitive, fair andtransparent compensation and reward programs improveoutcomes for our people, our customers and our business.
The pay equity picture is constantly changing to incorporate
movements in the organization, such as acquisitions,divestitures, hiring and promotions. We continually review
and enhance our compensation programs and practices
to ensure fair pay for our people. Our pay gap reporting
highlights disproportionate representation at different levelsof seniority throughout the company; we remain committed
to investing in women to reduce these gaps.
Gender Pay Gap

2020

2021

2022*

Mean gender pay gap

3%

5.8%

14%

Mean gender bonus pay gap

23%

29%

29%

Gender Pay Ratio

2022*

Ratio of basic salary and remuneration of women to men

84%

In 2022:– Our mean gender pay gap is 14%, up from 5.8% in 2021.
This increase is mainly due to the integration of historical
IHS Markit people in our workforce.
– Our mean gender bonus pay gap is 29%, unchanged
from 2021.
– In our efforts to enhance transparency, we are reporting
the ratio of basic salary and remuneration of women tomen for the first time, which is at 84%.
We will continue to focus on identifying and addressing
our gap through recruitment activities, talent planning,professional development and compensation.
Our gender pay gap reports are available on our Reports& Policies site.

Pay Equity
We also conduct regular pay reviews to ensure fair pay forour people. Following the merger with IHS Markit, we will
be examining pay equity across the combined organization
during the course of 2023 and expect to report further on our
progress. To review our prior pay equity summary, read our2021 Impact Report, published in May 2022.

“

Environmental Impact

Customers and Community

Appendix

Our PRGs are the heart of ourculture of inclusion, driving
progress and accelerating our
momentum. Following ourmerger in 2022, our network ofglobal PRGs is stronger and moreessential to our work than ever.”Tamara Vasquez
Vice President of Diversity,
Equity and Inclusion

People Resource Groups
People Resource Groups (PRGs) provide a safe spaceand community for our people across diverse geographic,
business and cultural backgrounds.
Building on the earlier success of affinity networks andemployee resource groups, the new PRGs remain committed
to driving sustainable change, reinforcing our commitment
to the social pillar of holistic sustainability to create safe
spaces for people, educating and building awareness,
supporting communities and accelerating inclusion.
Our PRGs support thousands of colleagues who cometogether based on shared life and career experiences toadvance professional development, business success andcommunity engagement.
S&P Global now proudly supports nine PRGs focused on
the acquisition, engagement and development of talent.
Each PRG is open for anyone to join. We welcome all allies,
advocates, caregivers and friends. Integrating these
networks post-merger was a priority for 2022. Worldwide,
more than 600 colleagues serve as global and regional board
leaders across 80+ chapters in 38 countries, and 33% of ourpeople are members of at least one PRG.
In 2022, the company launched Communities to encouragecolleagues with shared interests to collaborate and giveand receive support in a social space. In less than one year,
more than 2,000 participants have connected on sharedexperiences such as running, cooking, gardening, coaching,
HBCU alumni status, mindfulness, parenting children withdisabilities, cycling and interests in wellbeing.

*This data reflects all S&P Global people as of December 31, 2022, with the
exception of CRISIL, Taiwan Ratings, S&P Guild and union team members,
which are excluded due to their different compensation structures.

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Appendix

DEI Learning

Looking Ahead

Our DEI commitment includes learnings that promote
our DEI-focused culture, values and strategy. Throughcontinuous learning, colleagues across the enterprise
explore how to recognize and mitigate bias, adopt
equitable hiring and management practices, and become
better advocates.

As we look to 2023 and beyond, S&P Global remains firmly
committed to continuing to drive DEI for our people, ourcustomers and our communities. Our newly combined
company is united around our shared purpose and People
First philosophy. In the coming year, we will advance DEI by:

Eskalera DEI Learning Experience– Building on our enterprise- and division-level DEI
strategies with an increased regional lens

The company expanded access to Eskalera, a DEI learningand development platform, introducing it to more than halfof the organization in 2022. Eskalera is an interactive toolfor detailed skill-building and practice through self-paced
microlearning. Content covers topics such as authenticity,
empathetic listening, allyship and psychological safety.

– Expanding partnerships for diverse recruiting

Courageous Conversations and Inclusive Speaker Series

Accelerating meaningful progress requires intentional
actions and a high level of accountability. We are committed
to advancing our DEI efforts and continuing to disclose andreport with transparency.

Our Courageous Conversations series is designed to create
safe spaces for our people to connect, raise their awarenessof racial equity issues and current thinking, equip them
to be allies and advocates, and inspire them to action.
The Inclusive Speaker Series complements Courageous
Conversations by addressing issues of identity beyond race.
Both series aim to shed light on how a person’s intersectional
identities – their race, gender, sexuality and more – impact
their lived experiences. 2022 sessions featured speakers
including Dr. Bernice A. King, Temple Grandin, W. Kamau Bell,Lisa Ling and Maria Hinojosa, and attracted as many as 2,200
attendees per session.

– Strengthening our culture of inclusion and belonging– Further investing in DEI learning and development– Evolving our DEI governance and operational practices

For information about the company’s DEI training andthought leadership, including information about theDiversity Research Lab and Investor Toolkit, please accessthe DEI Report.

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Appendix

Talent Attraction and Development
Companies that thrive in a fierce talent market are those that attract the right people, invest in theirdevelopment and equip them to adapt to change. Having a talented, diverse global workforce in place andempowering them with the culture, resources, tools and skills they need for growth and success helps
increase productivity, loyalty and the insights that fuel our success.

“

S&P Global is a place where
incisive, thoughtful people acrossthe world find their purpose.
The individualized coaching
we provide our people to grow,develop and build their careers
truly sets us apart as a people-firstorganization, helping us meet theirneeds and those of our business.”Along with creating and scaling our learning programs forleaders, consolidating and scaling programs across the
combined enterprise was a major area of focus in 2022.
Moving forward, we are building on this strong foundation
to resume historical levels of learning and development
investment and engagement.
2020

2021

2022

9.4

15.3

20.3

Number of completed training
courses643,594 1,294,308

889,973

Number of learning hours

400,747

697,471

714,854

Employees receiving tuition
reimbursement

483

730

452

Our Approach and Performance

Tuition refunds for employees
($M)

3.5

4.0

3.1

In 2022, we brought together the programming and expertiseof S&P Global and IHS Markit to strengthen our talentattraction and development initiatives. In particular, weestablished Edge, our new enterprise-wide learning team,
to deliver to all employees programs and content that
promote personal, team and leadership development. We
also expanded and adopted S&P Global’s Thrive performance
management program across the combined organization in
2022. All employees are encouraged to undertake annual
performance reviews and have weekly check-ins with their
managers to discuss performance and careers.

Average hours training anddevelopment per full-time
employee

21

35

21

Average amount spent on training
and development per full-time
employee ($)

489

671

593

5,184

94.89%

Key accomplishments in 2022 included the following:

New employee hires

Percentage of employees
who received training

Dimitra Manis
Executive Vice President,
Chief Purpose Officer– Launched three leadership development
programs for women.
– Supported more than 50 senior leaders across themerged organization with custom team-building
programming focused on developing a team charter andworking norms, creating a shared vision and other topics.
– Formalized long-term recruiting engagements with four
historically Black colleges and universities (HBCUs).

Learning and Development
Learning and development spend($M)

868 (2.5%)
Number and percentage of total employees
represented by an independent trade union or
covered by collective bargaining agreements– Thrive Performance Experience was awarded gold forBest Advancement in Performance Management at the2022 Brandon Hall HCM Excellence Awards.

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Our People

Global Career Coaching
In 2020, the company introduced global Career Coaching,open to all S&P Global people. Through this industry-leading
approach, certified coaches offer confidential, customized
and open-ended support to help our people identify andfulfill their career aspirations. Nearly 2,400 unique individuals
have engaged in career coaching since its launch, andin 2022, we expanded the Career Coaching team to fourcoaches globally.
Our People Advisor role grew out of this program, providing
a neutral and confidential way for our people to navigate
workplace concerns, including career-related matters.
S&P Global also provides executive and leadershipcoaching through external vendors to support key leadersand managers. Through our seven preferred externalcoaching firms, we have hosted more than 120 executive
and leadership coaching engagements. Our interactive
Career Coaching dashboard enables real-time insights for
management reporting and offers relevant and targeted
career training.

“

Environmental Impact

Customers and Community

Appendix

I chose to seek [a new role] at
S&P Global because I was gratefulfor the support the organization
provided. My career coach was not
only my sounding board throughout
my journey of exploration, butalso helped me shatter my limiting
beliefs. Today, in this role, I feel far
more connected to my values.”
Gargi Patil
Assistant Manager, Customer
Relationship Management Operations

The Career Coaching program received external
recognition in 2022:– Featured in a May 2022 Harvard Business Review article
as a best practice for cultivating more equitable access,awareness and support for internal mobility.
– Awarded the Best Practices with Internal Coaches
Award in the large enterprise category for India’s Top
100 Organizations.​
Career Coaching also drew positive feedback from ouremployees who participated in the program, with 94% ofcolleagues recommending the initiative.
Career Coaching

2021

2022

Employees participating in Career Coaching

791

947

Coaching sessions

1,433

2,105

Total coaching hours

967

1,328

Career Coaching representation by ethnicities (%)*
5% Hispanic/Latine

2% Unspecified

9%
Black

31.6%

16%

of all coaching engagements support our
U.S. population that identifies as diverse

Asian

PAGE 36: Representation by gender

68%
White

Career Coaching representation by gender (%)*

Female (%)

56.87

Male (%)

43.13*U.S. data only

S&P Global Impact Report 2022

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Appendix

Turnover Rate

Diverse Hiring

S&P Global’s turnover rate remained in line with the industry
average in 2022. We continue to listen to our people, tounderstand their needs and ensure that we retain top talent.

At S&P Global, we are committed to being an inclusive
employer of choice. We aim to increase the pool of diverse
candidates at all levels and to ensure that our hiring
processes are fully supportive and equitable. We do thisin several ways:

Turnover Rate

2020

2021

2022

Total employee turnover rate (%)

7.3

17.2

17.1

Voluntary employee turnover rate (%)

5.8

12.8

13.3

Early Career Talent
The diverse characteristics and perspectives thatour people bring to S&P Global give us a real and vitalcompetitive edge. In 2022, we continued to build thepartnerships and pipelines needed to attract colleagues
across all backgrounds and lived experiences. Our Early
Careers Programs remain a strong pipeline of talent,allowing us to tap the next generation of diverse leaders
by offering career and internship opportunities.

– Investing in external DEI-focused events, job fairs,
partnerships and other recruiting interventions.
– Participating in career fairs and partnering with externalvendors to position the company as an employer ofchoice for underrepresented colleagues.
– Partnering with v-shesh, an award-winning impact
enterprise in India that supports job seekers with
opportunities and organizations with disability inclusion,
with the successful hire of 20 talents in 2022.

In 2022, we welcomed more than 300 interns into theenterprise-wide S&P Global 2022 Internship Program.
Hailing from 28 locations over four regions, our interns
made valuable contributions in all six of our divisions andvarious corporate functions. This year, we placed a keyemphasis on diversifying our intern talent pool, partneringwith leading organizations that raised our visibility to attract
diverse candidates:– Worked with 10,000 Black Interns in the UK, a program
offering paid internship opportunities across more than
25 sectors, in addition to training and development
opportunities. For several years in a row, we have proudly
welcomed interns through this partnership.
– Established long-term engagements with four pilot
HBCUs to improve our hiring of Black talent, whilelending our philanthropy, market intelligence and subject
matter expertise to bolster education and researchat partner HBCUs.
– Developed students and young professionals in the
New York Tri-state area through the Year Up program
to help bridge the gap for young adults fromunderrepresented backgrounds.
Through our People Resource Group “Reach,” wepiloted a new internship program with Commodity
Insights that hosted three students with disabilities
at our New York and London offices. Throughout theinternship, we worked with VISIONS: Services for
the Blind and Visually Impaired, a New York Citybased social service organization for the blind andvisually impaired, as well as UK-based EmployAbility,
to ensure accessibility and a positive learning
experience for them.

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Appendix

Leadership Development and Support

Leadership Development for Women

Emerging leaders of all backgrounds are the future of
our organization. In 2022, we continued to develop thisimportant pipeline.

In 2022, we launched three career development programs for
our women leaders:

Support for People Leaders
Create, our signature leader development program, provided
crucial support and growth opportunities for People
Leaders in 2022. Create is designed to develop consistent
foundational capabilities for People Leaders and provide
support for challenges in uncertain times, with one-on-one
support, interactive learning sessions and group coaching.
Our 2022 achievements include the following:– Conducted 200 workshops with 4,000 participants (1,500
unique attendees).
– Created a monthly orientation session for thedevelopment of new leaders.
– Hosted 76 coaching circles for 522 attendees (232
unique participants).
– Redefined our People Leader Support Network to provide
1:1 confidential support and coaching to People Leaders.
– Supported People Leaders by hosting 30 customized
learning sessions for teams.
– Introduced the Highly Effective Teams program in August,hosting 29 sessions for 335 participants.
– Expanded our workshops library with topics including
navigating difficult conversations, change management,
effective communications, unconscious bias, wellbeing
and full-year performance management.

S&P Global Impact Report 2022

– PILOT Coaching Program: A six-month program thatdelivers virtual leadership and career development to 175
emerging leaders through individual reflection, manager
feedback and live virtual group coaching sessions.
– Cajetan Executive Coaching Program: A six-monthleadership and career development program for 44 of oursenior women leaders.
– MLBennet Consulting LLC (MLBC) Sponsorship
Program: Designed for our women executives, this twoyear sponsorship program is virtual and customized to 20
individual participants, leveraging 360-degree feedback,regular sponsor check-ins and tailored development
plans to ensure the candidate’s visibility and success.
Development and Integration of Senior Leadership
Senior leaders provide the vision, strategy and inspiration
to grow our company and our people. Following our merger
in March 2022, we enabled the successful integrationof 250 global senior leaders into our culture, with an inperson leadership conference called Set the Bar. This event
established leadership expectations in the newly integratedorganization, shared directional information on the strategy
and key priorities, and offered ample opportunities forleaders across the enterprise to connect.
For 1:1 development, we provide targeted executive coachingsessions for senior leaders and executive leaders. Selectleaders engaged in a developmental 360-degree assessment
and action planning on the insights they received.
The company also delivered customized leadership teaminterventions with more than 50 senior leaders across the
newly integrated organization, focused on areas such as
developing a team charter and working norms, getting toknow the personality styles and strengths amongst the teammembers, creating a shared vision for the future and newleader assimilations.

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Appendix

VIBE Listening Platform and 2022 Survey

Looking Ahead

VIBE (Voice, Insights, Belonging and Expectation) is
S&P Global’s continuous listening program. It is part ofa holistic approach that includes annual engagement
surveys, ad hoc pulse surveys, monthly polls and employee
networks. These allow colleagues to share feedbackon their experiences, as well as our company strategy,
development and culture.

In 2022, S&P Global focused on expanding and adopting theThrive approach across the combined organization. It now
becomes our business-as-usual framework and continues toincentivize ongoing learning and development.

We conducted our annual VIBE survey shortly after ourmerger in 2022, establishing a baseline for future surveys
that will enable us to track progress in 2023 and beyond. Our
top priority with the 2022 VIBE Survey was to solicit feedback
about company and culture integration and navigatingchange. Data, including more than 165,000 comments,
revealed that our merger brought increased workloads anduncertainty for some of our people. Based on this knowledge,
we increased our support, including implementing additional
wellness days and increased pay transparency, and adjusted
our CEO town hall meetings from quarterly to monthly.

– Elevate, a virtual cohort program for mid-level
leaders enterprise-wide and focused on developing
inclusive leaders, leading change and delivering acrossthe enterprise.

100

88%

We will also be exploring more listening touch points in
our listening strategy, with a focus on engagement drivers
and leadership actions. We will be enhancing our VIBE
life cycle with the introduction of onboarding surveys.
This intervention will enable us to understand how newly
joined colleagues are experiencing our culture andwork environment.
The company will launch two redesigned programs in 2023:

VIBE Survey Engagement Index

80

In 2023, we look forward to incorporating a data-driven
approach to decision-making for our talent attraction
and development programs, building on baseline data
we collected across our combined organization in 2022.
We will draw on this data as we continue to develop
and scale our recruiting, talent retention and careerdevelopment initiatives.

87%

86%

2021

2022

80%

– Propel, a highly selective 10-month experience throughwhich senior leaders will engage in “immersions” to gain
leadership insights from local businesses, community
leaders and customers.

60

40

20

0

2019

2020

I would recommend S&P Global as a great place to work88%

I am proud to work for S&P Global

90%

My work gives me a feeling of personal accomplishment

85%

I would like to be working with S&P Global one year from now

83%

Average 2022 VIBE Survey Engagement Index

86%

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Appendix

Employee Health, Safety and Wellbeing
Health and safety is a universal human right, and the health, safety and wellbeing of our people is one of
S&P Global’s top priorities. The company is committed to extending comprehensive benefits that support
physical, financial, emotional and work-life wellness. When we take care of our people, we are investing in
our success as a company.

Our Approach and Performance

Employee Wellbeing

Protecting the health and safety of our people, clientsand other stakeholders is our primary consideration. We
do this by focusing on building a safe and healthy work
environment by training our people, enhancing their wellbeing
through products and infrastructure, and relying on strong
partnerships across internal teams to keep health and safety
at the center of how we operate. We also have an annual reporton our health and safety performance to senior management,
to ensure accountability and oversight on our practices.

S&P Global provides colleagues with a comprehensive,
competitive benefits package that includes a host of
programs, resources and incentives to enable informed
decisions and healthy lifestyles. Our global benefits differ
from country to country, but specific offerings include
flexible work environments and programs designed topromote our people’s physical, financial, mental andemotional health.

To support a safe and healthy work environment, the company
maintains a rigorous management system. Our facilities
worldwide follow internally and externally audited occupational
health and safety policies in line with ISO 45001 and ISO 14001
standards. All of our offices follow ISO 45001, with our London
office formally certified in ISO 45001. Of our office area, 49% iscovered by ISO 14001 standards.
These practices also support our goal of minimizing ourenvironmental footprint by improving operational efficiencies.
For additional information, please see our Global Health,
Safety and Environmental Policy.
In 2022, the company continued to invest in Risk Management
Plus software to help efficiently report and investigate any
incidents that occur within our business. This tool enables
us to document all aspects of an incident in accordance withlocal regulatory requirements and provides the opportunity toreview corrective and preventive actions to help mitigate therisk of future occurrences.
Our goal is to prevent all work-related accidents and ensure
the safety of our people worldwide. S&P Global experienced
zero incidents in 2022.
We work to create a culture in which employees are expected
to report incidents. To help reduce risk, we have also
developed a new ergonomic training course that will belaunched in 2023 to cover work both at home and in the office.
2020

2021

2022

Fatalities

0

0

0

Major injuries and work-related illnesses

0

0

0

All other injuries and work-related illnesses

0

0

0

Total Recordable Incident Rate (TRIR)

0

0

0
2022

Accident severity rates

0

Occupational disease rates

0

S&P Global Impact Report 2022

In line with our People First approach, colleagues areencouraged to share feedback to help shape our policies andinitiatives across the globe. We continue to offer:–

Five paid Wellness Days annually when all offices areclosed, to enable our colleagues to rest and recharge.

– Flexible recharge time, which allows colleagues totake as much personal paid time off from work as
needed, consistent with fulfilling their duties and thecompany’s obligations.
– 26 weeks paid parental leave.
–

LifeWorks Wellbeing Program, which provides culturally
appropriate support, confidential information and tools,
at no cost to our people and their family members.

It is important that our people take the time out to care forthemselves and their loved ones. Our Global Care Leave
policy allows our people to take up to 10 days of paid leave
per calendar year to care for a close relative or loved one
who has a serious illness or health condition. Our Global
Sick Leave policy provides a minimum of 10 paid businessdays for sick leave per calendar year for our people to rest
and recuperate.
In 2022, we expanded our programs to further support ourpeople and promote health and wellness. We added sevenvirtual fitness classes, for a total of 17 classes Monday
through Friday. Our new Mindful Meditation program
consists of five-minute breathing, meditation and lightstretching sessions, led by meditation coaches and designed
to help colleagues release stress and improve focus at work.
We also launched Life Speak, a wellbeing video platformthat provides access to the world’s leading experts on topics
including mental health, preventative health, family issues,
DEI and professional skills development.
For additional information on benefits offered by location,please visit our website.

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AppendixInnovation and Technology
S&P Global is committed to ensuring that its employees have every opportunity to grow in a dynamic
technology environment. The EssentialTECH and Essential Innovation teams bring opportunities to build
skills, capabilities and mindsets to address the business and career development needs of today andtomorrow. The aim is to accelerate people’s future-readiness to support S&P Global’s purpose, throughessential learning, innovation and application opportunities.

“

We’re scaling innovation byhelping people embrace newmindsets, adopt new technologies
that create value in our products
and ultimately impact customers.
And we’re inspiring talent insideand outside the company byshowing our commitment
to a people-first culture andsupport for career growth.”
Swamy Kocherlakota
Executive Vice President and Global CIO

Innovation
To continue to accelerate progress and navigate rapidly
evolving markets, S&P Global fosters a culture of innovation,encouraging and challenging our people to disrupt how wethink and operate, to drive productivity, improve agility andincrease value for our customers. Innovative thinking anddoing enable us to continually seek to raise the bar.

Innovation Approach and Performance
The global pandemic and a large merger further challenged
our people as we all moved from collaborating in offices toworking virtually with new colleagues in hybrid, post-merger
teams around the world. These shifts, along with the Fintech
market’s emerging technologies, presented opportunities
to leverage new tools and capabilities to bring value to thecompany and our customers.
To continue to create space for employees to find innovative
solutions to real business needs, we enabled various
initiatives to encourage outside-the-box thinking:– Engaged nearly half of our people in 60+ activities via
the S&P Global Innovation Platform, a cross-divisional
platform to house innovation and technology initiatives,and closed a key gap to enable engagement, transparency
and tracking for these programs. These included:

S&P Global Impact Report 2022

– Hackathons: Opportunities beyond traditional
business to foster innovation and creative problemsolving, by bringing people together to collaborate andcompete to solve a business challenge.
– Gigs: A marketplace that connects expertise to where
it is needed, giving employees an opportunity toapply their skills, develop capabilities and deliver realbusiness value.
– Battle of the Bots: A contest to drive engagement
by recognizing our people who identified anddelivered key robotic-process automation projects,
yielding efficiencies and improving time to market
or data quality.
– Ideas that Inspire Innovation (i3): A contest to help
create growth, performance improvements andstrategic value by bringing our Market Intelligencepeople together to promote and develop theirideas, with the best ideas moving from pitch to
implementation.
– Launched an in-house Design Thinking learning paththat not only provided a crash course in collaboration,
synthesis, design research, prototyping and solution
validation, but also gave our people an opportunity to
become facilitators. This offering has provided a flexible
curriculum for problem-solving, while also scaling thecapability across our organization.
– Hosted our SPARK Summit, a two-day technology andinnovation event, to explore how our teams, customers
and external partners use technology and innovationto accelerate progress in the world. The pre- and postconference workshops provided hands-on awarenessbuilding activities to put learning into action.
In addition, the S&P Global Patent Program continues tofoster a culture of innovation, by maximizing the commercial
and competitive value of intellectual property rights. Througha tiered, digital credentialing program, we are able torecognize and reward our inventors.

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Case Study: EssentialTECH Buddies
At S&P Global, we believe that everyone can be
an innovator.
That’s why our Innovation Platform is designed
to create a culture of innovation, establishing a
repeatable process and driving real business impact.
Designed for teams of all sizes, the Innovation
Platform makes it simple to participate and taps
the power of our people to source and select ideas,
crowdfund projects, run hackathons and turn ideas
into reality. With software that enables scaling
program successes across our company, our platform
tracks and measures multiple types of success andmakes data-driven results readily accessible.
A key complement to our Innovation Platform isthe EssentialTECH Buddies program, which aims toconnect technology expertise to where it is needed,while enabling collaboration and building businessvalue. The program takes a three-pronged approach:

Our People

Environmental Impact

Customers and Community

Appendix

Looking Ahead
Moving forward, we will continue to connect the dots
across the enterprise on shared capabilities, reusabilityof assets, cross-pollination of ideas and creation of
innovative approaches and projects. Specific plansinclude the following:– Establishing strong connections with divisionalinnovation teams.
– Building stronger connectivity with markets
and customers.
– Facilitating creative problem-solving processes.
– Further developing and championing an innovation
framework to support innovation across the entire
business cycle.

– Capabilities Coaches match with participants
to explore or provide guidance related to techcareer journeys.
– Study Buddies form study groups to learn similar
topics or prepare for certifications.
– Tech Talent Marketplace features shortterm projects (gigs) in search of talent acrossthe organization.

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AppendixTechnology
As a data-driven business analyzing billions of data points to uncover essential intelligence,
S&P Global has technology at its core. We support our people’s future-readiness through opportunities
to learn and apply leading-edge tech skills in Cloud, Agile, DevOps, Cyber Security, Data Science andAutomation areas, all in the context of innovation.

Technology Approach and Performance

Innovation and Technology Governance

We have deployed a blended approach for tech learning,offering courses developed specifically for S&P Global,
supplementing the learning paths through external,
industry-leading courses, and enabling the application ofskills through innovation-based activities. The company
incentivizes employees’ development by awarding digitalcredentials and spot bonuses to those who achieve key
industry certifications.

Our CEO leads the drive to ensure everyone at S&P Global hascore fluency in technology and innovation. To stay ahead of
the curve and support fast-changing business needs, we rely
on cross-functional and cross-divisional advisory groups tohelp inform and shape our direction, including the following:

Key initiatives in 2022:– Tech training programs reached all our colleagues, with
13,000 new participants – while combining the best ofboth organizations’ learning cultures, processes andofferings. To date, about one-third of our people haveachieved foundational tech fluency.
– Data for Technologists series was launched across theenterprise to build our people’s data fluency and anunderstanding of core data sets and customer use cases.
– Created EssentialTECH Practitioner Communities to bring
applied and experiential learning to our EssentialTECH
learning organization. These communities support ourpeople in proactively applying capabilities to support
strategic business priorities.
– Engaged with well-known academic institutions in India,
including the International Institute of Information
Technology Hyderabad and the Indian Institute ofTechnology Bombay, with a view to partnering on thought
leadership around emerging technologies.

– Advisory Council: Helps shape priorities and provide
key inputs to amplify reach and impact throughout
the organization.
– Topic-based advisory groups in six core areas: Provide
insight on specific business needs and help us engage
with key user audiences, to develop learning.
– EssentialTECH Chapters/Core Communities: Represent
technology communities of practice, regional chaptersand champion groups to help direct, guide andsupport programs.
–

Invention Review Committee: A small, cross-functional
body of subject matter experts who review and prioritize
ideas and projects for patent filing.
Vitality Committee
In 2022, S&P Global created the Vitality Committeewith subject matter experts from legal, strategy,
corporate development, finance and IT, with themandate to create enterprise-wide consistency on
definitions and inclusion/exclusion criteria for the
Vitality Index, and to promote innovation acrossthe company. The Vitality Index is a metric used
to show the revenue impact of innovation acrossthe organization.

Case Study: Web 3.0
S&P Global’s Web 3.0 learning journey launched witha mandate to introduce blockchain and Decentralized
Finance, or DeFi, to the entire company and to create
a pool of Solidity developers. To date, the Web 3.0
program has supported more than 8,000 course
completions and awarded more than 1,000 credentials
across tech and non-tech roles.
The company also established a Web 3.0 Development
Community that aims to leverage internal Web
3.0 capabilities to complete proofs of concept forlearning and business impact. To further encourage
the certified pool of DeFi developers, we incentivizedpeople to complete ET Web 3.0 Community
projects to earn Yellow, Green and Black belts withassociated awards.

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Appendix

Looking Ahead

Supporting Global Markets
In early 2023, we announced a new strategic
collaboration with Amazon Web Services (AWS) to
extend the delivery of advanced, secure, cloud-based
services to more than 100,000 of our government
and enterprise customers in 43 countries – further
growing the 65% of application workloads we alreadyrun on AWS. As part of the collaboration, we will also
move our Capital IQ and remaining core data platforms
to AWS by 2025, and develop new capabilities toenable our customers to evaluate risk and growth
opportunities for their organizations.

Building on our recent merger, S&P Global will continue
to seek opportunities across the business to leveragetechnological capabilities and assets, share ideas and create
innovative approaches and products. We plan to do so by
deepening our people’s tech and data fluency, facilitatingtech mentorship, encouraging time to learn and innovate, andcultivating citizen developers. We will strengthen our Web 3.0
learning by focusing on opportunities in the Metaverse andin Web 3.0 applications. Our people will continue to connect
with external expertise and research. And we will position
learning and development opportunities, providing a key pathfor employee retention and growth.

The new agreement will expand our use of worldclass infrastructure across our divisions, using AWS
to improve data and product availability and increase
efficiency and productivity for our employees andcustomers worldwide.

83%
83%
VIBE
VIBErespondents
respondents felt
whobeing
felt that
VIBE
respondents
felt
being
innovativein theirinjobs
beinginnovative
theirisinnovative in their jobs
isjobs is
encouraged
encouraged at
at S&PS&P Global
Globalencouraged
at
S&P
Global76%
76%
VIBErespondents
respondents felt
whoS&P
felt that
VIBE
Global
VIBE
respondents
felt
S&P
GlobalS&P
Globalprovidestheprovides the opportunityopportunity
to increaseprovidesthetheiropportunity
to increasetoincrease
understanding
their understanding of emergingof
theirunderstanding
ofand
emerging
emerging
technology
frameworks
technology
and frameworks
technology and frameworks

S&P Global Impact Report 2022

602

1,319

Mobility: Internal tech hires

External tech hires584

141.6K

Mobility: Number of technology
employees who moved into newtechnology roles

Number of tech training hours

18

110.1K

Mobility: Number of non-technology
employees in all divisions who
moved into technology roles

Tech training course
completions

10.8%

$125M

Vitality Index*

Total R&D spend*Vitality Index is a metric used to show the revenue impact of innovation across the organization. The index is
calculated by expressing innovation revenue as a proportion of total revenue.

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Appendix

Environmental
ImpactS&P Global recognizes the urgent need to address climatechange, threats to biodiversity and other critical environmental
challenges. Through sustainable practices and innovative
solutions, we aim to minimize our environmental impact andcontribute to a healthier, more resilient world. In this section,
we provide details on our energy and climate strategy and on
our efforts to protect biodiversity and natural capital. Topics
discussed in this section include:– Energy and Climate Change*– Biodiversity and Natural Capital** Key material topic

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Appendix

Energy and Climate Change
The risks and impacts of climate change pose a substantial threat to communities and ecosystems
worldwide. At S&P Global, we recognize that we must do our part to address this growing crisis, as thewellbeing of our people and business is inextricably linked to the health of the communities where
we live and work.

Our Net-Zero Roadmap
In 2021, we announced our goal of achieving net-zeroemissions by 2040, which included near-term 2025 targets
validated by the Science Based Targets initiative (SBTi). Our
approach is informed by the latest climate science aimed atlimiting global warming to 1.5°C and aligns with best practiceof avoiding and lowering greenhouse gas (GHG) emissions
by carefully tracking and disclosing our performance,
implementing energy reduction initiatives and transitioning
to low-carbon energy sources.
Following the close of the merger in early 2022, S&P Global
decided to restate our science-based targets and resubmit
them to SBTi, which was done in November 2022. We
anticipate that SBTi will complete validation of the updated
targets by mid-2023.
Using 2019 as a baseline year, our updated science-basedtargets are as follows:– 25% reduction in Scope 1 and 2 GHG emissions intensity(per square foot) by 2025
– 25% reduction in absolute Scope 3 GHG emissions from
employee business travel by 2025
– 81% of our spend allocated to suppliers who set their own
science-based targets by 2025
By shifting to an intensity-based target for Scope 1 and2 emissions, we will further incentivize energy-efficient
infrastructure in our offices, while making the target more
resilient against significant changes in our real estate
portfolio. We also changed the supplier engagement target
to be based on spend rather than emissions, as this will havea larger global impact on GHG emissions.

“

Our path to net-zero is dependent
on transparency of our emissions
data and a successful integrationof sustainable practices withbusiness strategy across thecompany operations, vendors
and supply chain. The data willbe critical in driving decisions
to meet the evolving climate
disclosure requirements.”
Mitra Meshgin-PooshSenior Vice President, Global Real
Estate Services

Our Approach and Performance
S&P Global’s climate, energy and broader environmental
data cover our 113 offices where we have operational control
and remote working across 44 countries. After significant
restructuring of our operations due to the pandemic andour merger with IHS Markit, we now have more stability in
our real estate portfolio and have completed integrationof our business travel and vendor management programs.
Highlights of our performance in 2022 include the following:– Decreased Scope 1 emissions intensity (per square foot)20% versus our 2019 baseline (-7.2% year-on-year)

We also strengthened our commitment to net-zero by setting
three additional targets:– Decreased Scope 2 emissions intensity (per square foot)12% versus our 2019 baseline (-4.3% year-on-year).

– Net-zero Scope 1 and 2 emissions by 2030

– Decreased Scope 3 business travel emissions for 2022 by
41% versus our 2019 baseline (-16% year-on-year)– Net-zero Scope 3 emissions from global operations within
leased and sublet locations by 2035
– 100% renewable energy use in Scope 2 by 2030

– As of year-end, 46% of our spend was with 337
suppliers who are signed on to SBTi, up from 15% (50suppliers) in 2019.
– Continued neutralizing all Scope 3 emissions from
employee business travel and added offsets for all Scope
1 emissions from office operations. For every metric tonof CO2e in scope, S&P Global purchased an equal amountof certified carbon offsets from Natural Capital Partners.

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Our People– Updated company-wide Travel Policy to support
greener travel choices, including encouraging rail
travel as an alternative to short-haul flights andincreasing the threshold to 8 hours from 6 hours forbusiness class travel.
– Maintained coverage of 49% of our office area and 47% of
our employees with ISO 14001 standards.
– Transitioned three offices – London, Amsterdam andIslamabad – to renewable energy tariffs. Along with ourexisting renewable contracts at our two U.S. offices inCharlottesville, Virginia and Centennial, Colorado, thisrepresents 9% of our total energy usage, covering 15% of
our global workforce.
– Hosted 38% of our global workforce in LEED-certified (orequivalent) buildings or office spaces.
– Optimized data- and technology-related energy
consumption with 65% of application workloads
running on cloud-based infrastructure provided by
Amazon Web Services.
– Worked with our real estate partner CBRE to secure a
dedicated Sustainability & Net-Zero Director to plan andadminister our real estate portfolio.
S&P Global also continues to invest in and prioritize efforts
to respond and adapt to physical risks associated withclimate change. In 2022, our Global Security organization
enhanced the company’s preparedness by introducing athird-party system to provide early warning of extreme
weather events, and it began tracking them in a dedicatednatural hazards database enabling ongoing trend analysis.
For more information, see Risk and Crisis Management andthe S&P Global Task Force on Climate-related Financial
Disclosures Report.

Environmental Impact

Customers and Community

Appendix

Climate-Related Engagement andMarket Solutions
In addition to reducing and managing climate-related
impacts in our operations, we actively work to advancebetter understanding and management of climate risks andopportunities in global markets. This includes engaging with
relevant multi-stakeholder initiatives and providing data andanalytics to support several influential external initiatives
that are advancing climate action, including:– The Net Zero Financial Service Providers Alliance(NZFSPA), a global group of service providers committed
to supporting the goal of global net-zero GHG emissions
by 2050 or sooner, in line with the ambition to limit theincrease in global average temperature to 1.5°C above
pre-industrial levels.
– The Climate Data Steering Committee, formed by French
President Emmanuel Macron and UN Special Envoy for
Climate Ambition and Solutions Michael R. Bloomberg to
make recommendations on the design of a new opendata utility, the Net-Zero Data Public Utility (NZDPU),
and how it should address data gaps, inconsistencies andinaccessibility that slow climate action.
– The Task Force on Climate-related Financial Disclosures(TCFD), created by the Financial Stability Board todevelop recommendations on the types of informationthat companies should disclose to support investors,
lenders and insurance underwriters in appropriately
assessing and pricing risks related to climate change.
We also continue to develop the breadth and depth ofclimate solutions across divisions. For more information, see
Sustainability Products and Data.

To further our commitment to move toward a net-zero
future, the company has employed two sustainability
financing tools:– Sustainability-Linked Banking Facility: In April 2021,
S&P Global issued the first sustainability-linked banking
facility in the U.S. tied to climate action goals verified
by SBTi, and the first such banking facility in the
U.S. media and information services sector. The$1.5 billion senior unsecured revolving credit facility
includes a sustainability-linked pricing adjustment, which
is linked to the company’s SBTi-approved goals.
– Sustainability-Linked Bond Issuance: Upon close of
our merger with IHS Markit, in March 2022, S&P Global
launched our inaugural sustainability-linked bondissuance, with the offering of $1.25 billion of 2029
sustainability-linked senior notes, with interest tied tosustainability goals including Scope 3 business travelemissions reductions and supplier diversity.

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Looking Ahead
While we anticipate continued office consolidations andclosures to enable a permanent hybrid working model, we
continue to explore and implement measures to help reducethe impact of our remaining office locations. Key initiatives
planned in 2023 include the following:– Continue to change all our lighting to the most efficient
form of LEDs, targeting to complete our London andTetbury offices in 2023.
– Pilot energy-efficiency measures including automatedroom-temperate CO2 sensors to turn off heating,ventilation and air-conditioning systems when offices
are not in use in three of our main offices – Englewood,
California, London and New York – representing 25% of
our total office area and 17% of our global workforce.

Suppliers Aligned with Science Based Targets Initiative
Emissions

2019

2020

2021

2022

% of spend

15%

29%

39%

46%

% of GHG emissions

5%

17%

36%

36%

# of Vendors# of Tier 1 Vendors

50
9

77
12

179
27

337
29

Environmental Impact

Customers and Community– Extend renewable energy tariffs to our Englewood
office and encourage our existing landlords to purchaserenewable energy wherever possible.
– Complete enterprise-wide rollout of continuous live
data for business travel, providing near-real-time,transparent and detailed insights, including emissions bydepartment and division.
– Expand our net-zero approach and factor environmental
impact into decisions within specific business functions,such as events, IT and marketing.
– Continue to transition to cloud services, to increaseenergy efficiency and the use of renewable energy for
digital product environments.
– Develop practical ways to embed carbon pricing into
internal decision making.

YOY Suppliers Signed Up for Science Based
Targets Initiative
50%

46%

45%

35%
29%

30%

36%

20%

337
36%

5%
0%

300
250
200

15%

17%

179

150

15%
10%

400
350

39%

40%

25%

100
5%

77

50

50
2019

2020
Number of suppliers
signed up for SBTi

S&P Global Impact Report 2022

Appendix

2021

2022

0

GHG emission distribution
Spend on SBTi suppliers46

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Appendix

Energy

Units

2019

2020

2021

2022

Total Energy

MWh64,265

37,13925,756

61,589Energy Cost

US$

7,051,269

4,114,478

2,739,139

7,460,119

Total Renewable Energy

MWh

–

–

5,269

5,639

Percent

–

–

20.5

9.2

Renewable Energy Percentage

Emissions

Units

2019

2020

2021

2022

Scope 1 GHG Emissions

tCO2e

3,602

1,623

802

3,717

Scope 2 GHG Emissions (location-based)

tCO2e

29,50817,066

12,42022,786

Scope 2 GHG Emissions (market-based)

tCO2e

26,793

17,157

12,32623,191

Scope 3 GHG Emissions

tCO2e328,754219,879

215,641

358,457

Total GHG Emissions: Scopes 1-3 (market-based)

tCO2e359,149

238,659

228,769

385,365

1. Purchased Goods and Services

tCO2e

–

162,146

179,110254,090

2. Capital Goods

tCO2e

–

22,592

12,0297,657

3. Fuel- and Energy-related Activities

tCO2e

–

3,052

3,444

6,339

4. Upstream Transportation and Distribution

tCO2e

–

11,092

14,78957,297

5. Waste Generated in Operations

tCO2e

–

53

52

151

6. Business TraveltCO2e46,951

9,703

2,144

27,702

7. Employee Commuting

tCO2e

–

10,288

2,880

4,532

8. Upstream Leased Assets

tCO2e

–

902

1,142

267

13. Downstream Assets

tCO2e

–

51

51

381

15. Investments

tCO2e

–

–

–

41

Emissions per employee: Scope 1 and 2 (market-based)

tCO2e/FTE

1.35

0.82

0.57

0.67

Emissions per unit of revenue: Scope 1 and 2 (market-based)

tCO2e/$M

4.54

2.52

1.58

2.41

Scope 1 emissions per square foottCO2e/M

980

230

194

782

Scope 2 emissions per square foot (market-based)

tCO2e/M

5,571

3,320

2,540

4,879

91 offices in
32 countries

113 offices
and remote
workingacross44 countries

Coverage

S&P Global Impact Report 2022

103 offices in
34 countries

96 offices in
35 countries

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Appendix

Biodiversity and Natural Capital
While S&P Global’s operations may not create significant impacts on biodiversity and natural capital, theloss of vital resources and ecosystem services will have an effect on our ability to operate successfully,
and on the wellbeing of our people, communities and the natural world. For these reasons, we are working– within our own operations and through our product offerings – to understand and address the depletionof natural resources and the loss of biodiversity, as well as the dependencies that people, communities
and businesses have on natural capital.

Our Zero-Impact Targets

Our Partnerships

For 2022, we announced the addition of nature-based
environmental targets that complement our net-zero goalfor carbon. Approved at the Executive and Board level, these
new targets will help us reduce our impact on nature byachieving zero-waste and water net-zero in our offices. The
new targets include:

In 2022, we partnered with international market leaders toadvance, develop and deliver frameworks and targets forbiodiversity and natural capital, including the following:– Removal of single-use plastic across all global office
operations by 2025
– Zero-waste in office locations where we have control ofservice supplier by 2025
– Zero-waste across all global offices, including thosewhere services are controlled by landlord by 2030
– Water net-zero for all global offices where we have directcontrol of water services by 2025
– Water net-zero for all global offices where water services
are controlled by landlord by 2030

S&P Global Impact Report 2022

– S&P Global Sustainable1 convened a Knowledge
Community to inform the development of data
intelligence to accelerate a shift of capital toward
nature-positive outcomes through the universal lens of
the Taskforce on Nature-related Financial Disclosures(TNFD). To date, the Knowledge Community is comprisedof over 270 global organizations representing financial
institutions, corporations, government, academia andinterest groups.
– S&P Global partnered with the United Nations
Environment Programme World Conservation Monitoring
Centre to develop the Nature Risk Profile, a new
methodology that was launched at the World Economic
Forum Davos event in January 2023. The methodology
covers several key areas, including potential risks
to biodiversity arising from companies’ impacts anddependencies, as well as from proximity to biodiverse
areas. It also outlines metrics and data that enable
companies and investors to identify and quantify naturerelated exposure, while supporting clients in aligningwith the emerging TNFD framework and new reporting
expectations. The methodology will be open-accessand developed and refined by stakeholders, in order tosupport transparency and adoption.

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Appendix

29% of All Mines in Key Biodiversity Areas Are for Transition Minerals
Operating, closed and exploration transition mineral mines that overlap with Key Biodiversity Areas

We also continue to engage with other key initiatives
to strengthen our industry and help shape emerging
frameworks and standards, including the following:– The Future of Sustainable Data Alliance (FoSDA), a multimember alliance seeking to ensure that data accurately
informs and enhances capital allocation to tackle
global environmental and social challenges. S&P Global
currently participates in several workstreams, including
those on biodiversity.
– The Value Commission, an initiative of the Capitals
Coalition aimed at establishing a better sharedunderstanding of how to quantify and assign a value tothe negative externalities of business activities, including
impacts on nature.
– The Taskforce on Nature-related Financial Disclosures(TNFD), a global, market-led initiative with the mission todevelop and deliver a risk management and disclosure
framework for organizations to report and act on evolving
nature-related risks and opportunities.

S&P Global Impact Report 2022“

Against the backdrop of net-zerocommitments from investors andcompanies, it is essential that netzero for climate should be netpositive for nature, in line with
the important work of the TNFD.
Access to data and advanced
analytics will be key to unlocking
better awareness, understanding
and action around nature-relatedrisks for companies and investors.”
Dr. Richard Mattison
President, S&P Global Sustainable149

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Looking Ahead
It is important that we continue to provide thought leadershipand practical recommendations on how to address urgent
and interconnected nature and climate challenges throughour data and insights.
Within our commercial business, we aim to leverage the
Nature Risk Profile methodology to support developmentof analytical solutions, investment products and new typesof research across S&P Global divisions. For example, in
2023, S&P Global Market Intelligence will launch a new
nature risk data and analytics product designed to aid
clients in meeting new reporting obligations, making
capital allocation and engagement decisions, and setting
and meeting commitments on specific challenges likedeforestation and water.

Water and Waste

Environmental Impact

Customers and Community

Appendix

In our own organization, we seek to expand elements ofour zero-impact initiative within select business functions,such as corporate events and marketing, and for colleagues
working from home. We will also embark on the Nature Pilot
Program convened by S&P Global Sustainable1 to better
understand our company’s impacts and dependencies onnature. S&P Global aims to be among the first companies
to report using the forthcoming TNFD Framework in 2024,
based on our understanding that biodiversity and climatechange are intrinsically linked and that immediate actions areneeded to mitigate impacts and increase financial capital toprotect and restore biodiversity.
We also continue to develop the breadth and depth of
biodiversity and natural capital solutions across divisions.
For more information, see Sustainability Products and Data.

Units

2019

2020

2021

2022

Thousand Gallons

40,362

14,736

10,45942,391

Short Tons

569

222

87

320

Percent

65

67

43

51

Composting

Short Tons

17

10

1

0

Waste to Landfill

Short Tons

317

116

119

308

Percent

35

33

57

49

Short Tons

72

29

6

9

Water Consumption
Recycling
Recycling Percentage

Waste to Landfill Percentage
Office Paper Purchased

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Appendix

Customers andCommunity
S&P Global works to accelerate progress by harnessing ouressential intelligence to power markets and thriving global
communities. This section covers the company progress
and performance related to our sustainability products anddata, our approach to responsible product development andmarketing, and the ways we help drive development of inclusive
communities. Topics discussed in this section include:– Sustainability Products and Data*– Responsible Products and Marketing– Community Impact* Key material topics
S&P Global Impact Report 2022

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Appendix

Sustainability Products and Data
As climate risk, social equity and other sustainability issues increasingly influence business outcomes,
S&P Global’s innovative sustainability products help companies and investors identify prospects for growth,
mitigate risks, position for emerging regulations and maximize their performance against global goals. Inline with the International Sustainability Standards Board’s definition of sustainability, S&P Global offersa holistic lens that goes beyond ESG to provide perspectives on all aspects of sustainability, including
risk, opportunity and impact. We leverage our data and analytics to provide sustainability intelligence thatpowers global markets, supports transparency goals and helps customers make confident decisions.

Our Performance
S&P Global provides a range of sustainability data andsolutions to meet the needs of our clients to identify growth
opportunities and mitigate risks. Our market benchmarks,
forward-looking research and data for public and private

markets are tools to enable clients and stakeholders
to make informed and strategic decisions. In 2022, allbusiness divisions achieved strong performance across oursustainability offerings.

Sustainability and Energy Transition Revenue Breakdown by Division
164M

S&P Global Total
83M

Commodity Insights
4 0M

Market Intelligence
21M

Indices

20 21
20 22

113M

72M

3 1M

16M
23 M

Mobility
Ratings

2 4 4M

4M
6M

Note: We are divesting Engineering Solutions, which had $3 million in revenue both in 2021 and 2022.
*2021 actuals are updated to reflect latest methodology in Sustainability & Energy Transition revenue classification

Sustainability and Energy Transition Revenue Forecast ($ in millions)
Adjusted pro forma includes IHS & S&P Global
CAGR: Compound Annual Growth Rate

$800

35%

GR
CA

$610

$460
$330
$244
$164

2021A

2022A

S&P Global Impact Report 2022

2023

2024

2025

2026

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Appendix

Case Study: Net-Zero Senior Strategy GroupIn 2022, S&P Global established a cross-divisional Net-Zero Senior Strategy Group comprised ofcommercial and product-related leaders, to consider each division’s strategy to support the net-zeroenergy transition. These commitments include:
S&P Global Ratings– Enhance training for ratings analysts, to continue building our understanding of stakeholder andcredit risks and opportunities related to the net-zero transition.
– Identify opportunities to enhance data and analytics available to analysts, and source additional
data as relevant.
– Develop further research, tools and analytics to assess the path and implications of thetransition and share this research through thought leadership publications.
S&P Global Market Intelligence– Include net-zero data in workflow tools within relevant products and solutions.
– Identify opportunities to increase use of net-zero content.
– Develop additional areas of data and coverage to better enable client workflows supporting netzero objectives such as climate models and analytics.
S&P Global Commodity Insights– Continue to develop and promote new price assessments to provide transparency for energy
transition markets including alternatives to hydrocarbons and clean energy.
– Include Energy Transition and net-zero outlooks in Commodity analytics and consulting,integrating Energy Transition themes into energy industry conferences.
– Highlight new Energy Transition and net-zero offerings and thought leadership throughS&P Global content platforms.
S&P Dow Jones Indices– Measure and publish net-zero-related metrics for every headline, security-based S&P index
published on our website.
– Launch a global equity net-zero index, including emerging markets, and engage all clients having
net-zero ambitions, at a minimum, around S&P DJI’s net-zero solutions.
– Convene an advisory panel to provide the Index Committee governing our net-zero indices withinsights for incorporating the best techniques and latest science into index methodologies.
S&P Global Mobility– Feature net-zero content in all Mobility business lines and enhance net-zero analytics.
– Continue to build out dedicated net-zero-themed products within the Planning
Solutions portfolio.
– Enhance the visibility of net-zero-related content and analysis in our client-facing platforms anddevelop metrics to track client use of net-zero-related content.

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Appendix

Sustainable1
Launched in April 2021, S&P Global Sustainable1 (S1) seeks to match customers with sustainability
products, insights and solutions from across S&P Global’s divisions, to help meet each customer’s uniqueneeds. Our comprehensive coverage across global markets, combined with in-depth sustainability
intelligence, provides financial institutions, corporations and governments with expansive insight onbusiness risk, opportunity and impact, as we work toward a sustainable future.

“

TrucostThe world is changing, and so
are the needs of our clients.
Our data, benchmarks, researchand insights help provide
capital market participants andothers the resources needed tounderstand risk, opportunity andimpact, in order to achieve theirsustainability objectives over the
short, medium and long-term.”
Martina Cheung
President of S&P Global Ratingsand Executive Sponsor of
S&P Global Sustainable1

Corporate Sustainability Assessment
In 2022, Sustainable1 invited over 13,800 companies
to participate in our annual Corporate Sustainability
Assessment (CSA). The CSA framework captures up to 1,000
data points per company to inform their performance on
key sustainability issues. This data is collected through 130
questions comprising a mix of general and industry-specifictopics. More than 3,000 companies participated during theyear, an increase of 34% over 2021. CSA results are used to
select constituent companies into different sustainabilityfocused indices, including the Dow Jones Sustainability
Indices (DJSI). Other S&P Global divisions also reference the
CSA’s sustainability disclosure and scores. They include ESG
Evaluation by S&P Global Ratings, which provides a forwardlooking, long-term opinion of a company’s readiness for
disruptive risks and opportunities.

S&P Global Impact Report 2022

Since 2000, S&P Global Trucost has been pioneeringresearch and assessing risks relating to climate change,
biodiversity and broader environmental and social
considerations. Trucost’s intelligence, data and analytics
engine forms the backbone of many of our sustainability
solutions across the divisions. In 2022, we enhanced
our existing corporate datasets by integrating physicalrisk scoring and financial impact data and delivered amarket-leading physical risk analysis covering more than
3.1 million asset locations. Trucost environmental datameasures environmental impact across key dimensions andcovers more than 2.5 million companies, including privatecompanies. This data can be used to assess environmental
costs and to identify and manage environmental and climate
risk, as well as to conduct peer and portfolio analysis from a
climate and environmental perspective.

Case Study: Acquisition of The Climate Service
In December 2021, S&P Global acquired The Climate
Service to expand its physical risk capabilities
and enhance its leading portfolio of essential
sustainability data, scores and climate risk solutions.
The Climate Service has developed an application
for physical climate risk analytics for corporates,
investors and governments. The Climanomics®
platform quantifies climate risk, with outputs aligned
to recommendations of the Task Force on Climaterelated Financial Disclosures (TCFD). The platform
models physical risk, including extreme temperatures,
drought, wildfire, coastal flooding, cyclone and water
stress, as well as transition risks, including changing
legal, regulatory and market conditions.

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Divisional Highlights
S&P Global Ratings
S&P Global Ratings incorporates environmental, social andgovernance (ESG) factors that we believe are material tocreditworthiness and sufficiently visible as part of our credit
rating analysis. To further enhance transparency on what’sincorporated into our credit rating analysis, we publish:– ESG credit indicators, reflecting our opinion of how
material the influence of ESG factors is on our credit
rating analysis of rated entities in corporates, financial
institutions and other sectors.
– Dedicated paragraphs discussing ESG credit factors
in credit rating reports for rated entities in corporates,
financial institutions and other sectors.
– Research commentaries providing greater insight into
credit-relevant trends on climate and other factors.
S&P Global Ratings also provides sustainable financeservices and solutions, including entity-level sustainability
assessments, Second Party Opinions (SPOs) and Transaction
Evaluations. Our SPOs, which are independent assessmentsof a company’s financing or framework’s alignment withmarket standards and typically provided before any
borrowing is raised, include Use-of-Proceeds SPOs (Green,
Social, Sustainability) and Sustainability-Linked SPOs.
In December 2022, S&P Global acquired the Shades of Greenbusiness from CICERO, further expanding the breadth anddepth of our SPO offering. Shades of Green has beenchampioning SPOs in the global green financing market since2008, after publishing the very first SPO on the World Bank’s
Green bond framework, and remains the largest external
reviewer by volume globally. At the heart of all its SPOs is themulti-award-winning Shades of Green methodology, whichassigns shadings to investments and activities to reflect theextent to which they contribute to the transition to a lowcarbon and climate-resilient future.
Since 2016, S&P Global Ratings and Shades of Green havecollectively evaluated $460+ billion in green financings,
delivered 500+ SPOs and received 12 industry awards.*
With S&P Global Ratings’ global experience in assessing
sustainable finance risk, coupled with Shades of Green’s
deep expertise in climate and sustainability, we are ready tohelp clients navigate access to the public and private
sustainable debt markets, with solutions that deliver the
rigor and transparency that investors and lenders demand.

S&P Global Market Intelligence
S&P Global Market Intelligence offers a growing suite ofsustainability data and analytics for private and publicmarkets. Market Intelligence first introduced sustainability
data on the S&P Capital IQ Pro platform in mid-2020, andcontinued to enhance the Cap IQ platform in 2022, tomaximize client value.

Environmental Impact

Customers and Community

Appendix

S&P Global Market Intelligence has a comprehensive suiteof sustainability offerings to meet the needs of different
stakeholders, including public and private equity investors,
banks, corporates and insurance companies, whether it beto help with portfolio or private equity analysis for informed
decisions, to assess climate risks inherent to company
assets, to meet regulatory requirements or to understandrisks associated with third parties. In 2022, we launchedenhanced Physical Risk Exposure Scores and Financial
Impact datasets, to help understand and manage thephysical and financial exposure of corporates and physicalassets to climate change. It has coverage of more than
20,000 companies, representing over 98% of global market
capitalization, and is built on a proprietary database of over
3.1 million asset locations linked to corporate entities.
As private market investments gain even more momentum,investors are keen to assess the impact of sustainability
factors against their investments. Our iLEVEL portfolio
monitoring platform centralizes sustainability datacollection, analysis and reporting. We have also formed
strategic partnership with Novata, a leading sustainability
data platform, with the goal of providing private market
investors with a comprehensive data solution.
Understanding the impact of climate change is a key
element in assessing credit risk. Climate Credit Analytics(CCA) enables counterparty and portfolio-level analysisof climate-related financial and credit risks for thousandsof companies, across multiple sectors. CCA translates
climate scenarios into drivers of financial performance
tailored to each industry. These drivers are used to forecast
complete company financial statements under various
climate scenarios.

Supporting Humanitarian Efforts in Ukraine
To help reduce security risks for charities providing
aid to those affected by the war in Ukraine, S&P
Market Intelligence offered complimentary accessto Foresight Security planning capabilities tohumanitarian aid organizations so they may accesslocation-specific security and intelligence information,
enabling them to monitor the rapidly changing
operational environment to assist in their efforts.
Fostering Maritime Safety
To help protect endangered whale species, theUniversity of California Santa Barbara’s (UCSB’s)
Whale Safe tool displays whale and ship data tohelp prevent ship collisions with whales. Whale Safe
uses S&P Global Market Intelligence’s Sea-web shipdata to help accurately identify vessel movements
and provides transparency for safety, sustainability
and social responsibility practices through its
vessel vetting and vessel ratings for safety andenvironmental performance.

*As of March 2023.
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Appendix

S&P Global Commodity Insights

In 2022, new offerings include:

S&P Global Commodity Insights provides benchmarks,
data and insights for global commodity markets. With the
integration of S&P Global Platts and the historical IHS
Markit’s Energy & Natural Resources businesses, the division
is now known as Commodity Insights.

– Launched Clean Energy Technology Analytics and Clean
Energy Procurement.

Energy Transition solutions, which enable customers acrossthe energy value chain to manage the risks and opportunities
presented by the energy transition, are a growing part of ourportfolio and are focused on four key areas:– Environmental Markets – Price assessments, dataand insights for environmental markets, including
voluntary and compliance carbon markets, low-carbon
gas, methane performance certificates, crude carbon
intensity, hydrogen, ammonia, battery metals, recycledplastics, renewables and biofuels.
– Alignment to Net-Zero – Integrated, long-term scenarios
for energy supply and demand across multiple climate
warming pathways and net-zero cases.
– Technology & Investments – Data and insights coveringclean energy technologies; qualitative and quantitative
analyses of renewable energy sourcing strategies;
and research and outlooks for battery metals andelectric vehicles.
– Emissions Management – Standardized data andinsights on greenhouse gas emissions across the energy
value chain and industrial sectors, and carbon intensity
assessments reflecting emissions associated with the
production of underlying commodities.

S&P Global Impact Report 2022–

Broadened our suite of emissions solutions, with new andenhanced products for modeling the emissions and costeconomics of refineries and chemical plants.

–

Developed the first international renewable electricity
certificate (I-REC) price assessments for Brazil, India andTurkey, which will increase pricing transparency withinthese key energy markets.

–

Produced the first carbon intensity measures for all six
crude grades forming Platts’ Brent benchmark, making
Brent the first carbon-measured global benchmark.

–

Launched satellite-driven methane intensity calculations
and corresponding methane intensity price premiums for
19 U.S. natural gas production basins.

–

Built the first-ever carbon intensity estimates for diesel,
gasoline and jet fuel, along with carbon offset premiums.

– Built a comprehensive new dataset of estimatedemissions from upstream oil and gas production,complementing our core upstream global coverage ofover 6.8 million onshore wells, 60K+ assets and projects,
and 33K+ fields worldwide. These datasets are broken
down by emissions source and greenhouse gas type.
We believe collaboration can fuel and scale urgent
interventions toward a low-carbon future. Hence, weestablished a partnership with Pexapark that will enable us
to develop a new benchmark for renewable energy pricing
and continued to collaborate with Xpansiv and Viridios AI,
with a focus on enhancing the transparency of voluntarycarbon markets. We are also proud to partner with GTI
Energy and the National Energy Technology Laboratory on
the Open Hydrogen Initiative, dedicated to unlocking thepotential of hydrogen as a fuel alternative.

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S&P Dow Jones Indices
S&P Dow Jones Indices offers around 200 headline
Sustainability indices, with Sustainability assets underlicense exceeding $33 billion in 2022. Our indicessupport an array of climate and sustainability investingneeds, with forward-looking approaches in line withthe recommendations of the Task Force on Climaterelated Financial Disclosures, as well as climate
benchmark standards aligned with the EU Low Carbon
Benchmark Regulation.

Our People

Environmental Impact

Customers and Community

Appendix

Case Study: S&P 500 ESG Index
In 2019, S&P Dow Jones Indices launched the S&P
500 ESG, designed to underline strategic, long-term,
mainstream investment products. Intentionally broad,the S&P 500 ESG Index seeks to reflect many of
the attributes of the S&P 500 itself, while providing
an improved sustainability profile through ESG
exclusions and selection of companies for inclusion
based on their ESG scores. This flagship index
continued to gather assets in 2022, growing to $8.7
billion by year-end.

ESG Index Solutions

Monetary Value 2021 ($)

Monetary Value 2022 ($)

Climate Indices AuL

4,519.1M

4,838.4M

Thematic Indices AuL

17,411.9M

16,763.4M

92M

77.7M

10,135.7M

11,704.9M

32,173M

33,384.4M

2,795,656.1M

2,466,242.3M

Fixed Income ESG Indices AuLCore ESG Indices AuL
Total Sustainability-Focused Indices AuL
Total Indices AuL
AuL = Assets under License as of end of year 2022

Case Study: iBoxx EUR Corporates Net
Zero 2050 Paris-Aligned ESG Index

Case Study: S&P Net Zero 2050
Carbon Budget IndicesIn 2022, we launched the iBoxx EUR Corporates
Net Zero 2050 Paris-Aligned ESG Index, whichaims to meet and exceed the standards for EU
Paris-aligned Benchmarks. It incorporates factorsthat seek to manage transition risk and climatechange opportunities in alignment with TCFD
recommendations.

The S&P Net Zero 2050 Carbon Budget Indices werelaunched in 2022. These indices offer a path ofdecarbonization based on the 2021 Intergovernmental
Panel on Climate Change (IPCC) report, whichassesses the state of climate change and progress
toward keeping global temperature increases
below 1.5ºC compared to pre-industrial levels with
83% probability.

The index, administered by S&P Global Benchmark
Administration Limited, measures the performanceof eligible corporate bonds from the iBoxx EUR
Corporates’ parent index. The corporate bonds are
selected and weighted to be collectively compatible
with a 1.5ºC global warming climate scenario at
the index level.

The methodology creates a suite of indices that
allocate and adjust a carbon budget across theirconstituents based upon the year of index launch.
For the 2022 vintage indices, for example, theindex delivers an initial 25% cut in volumes ofemissions, as well as an approximately 10% yearly
emissions reduction based on their publishedindex methodology.
This new index series, which uses climate data from
S&P Global Sustainable1, complements S&P DJI’s suiteof climate and ESG indices. It provides an alternative
tool and index-based approach to measure climateand environmental-related risks and returns ininvestment portfolios.

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Appendix

S&P Global Mobility

Looking Ahead

S&P Global Mobility offers a range of products that
help automakers, industry and financial stakeholders
to understand and navigate the challenges of society’s
transition to electric vehicles and the decarbonization ofvehicular transportation. These include electrificationfocused forecasts covering new vehicle sales andproduction, tailpipe emissions and growth technologies,
including batteries, e-motors and power electronics. We haverecently formed a dedicated Sustainable Mobility function
to help develop new products addressing climate-related
issues impacting the automotive industry.

Sustainability is a fast-evolving space, with heightened
expectations across stakeholder groups, regulatory
developments across the globe and increased scrutiny ongreenwashing. We continue to build on our leadership andpioneering efforts to provide the essential data, insights andknowledge to enable the transition to a low-carbon economy
and a more equitable society. In early 2023, we completed
our acquisition of TruSight Solutions LLC (TruSight), a
provider of third-party vendor risk assessments, and we alsoplan to launch a biodiversity and TNFD reporting tool for
quantifying nature-related risks, impacts and dependencies.

The impact of climate-related physical risks pose a material
threat to production for automotive manufacturers andtheir suppliers. Investors, manufacturers and suppliers also
increasingly need to consider the full carbon footprint acrossthe value chain. Pressures are mounting on a few key areas,
namely, the assessment of supply-chain emissions, with
Scope 3 emissions being particularly acute in the automotive
industry, the setting of emission reduction targets, as well as
the management of supply-chain carbon cost pass-throughto the end consumer.
In collaboration with Sustainable1, we are jointly developing
a pipeline of new products aimed at helping customers
navigate the transition to Sustainable Mobility. In 2023, ourfirst product release from this collaboration will seek to offer
multiple stakeholders a variant of the S&P Global’s physicalrisk solution specific to the automotive sector, enhancedwith carbon earnings-at-risk and carbon emissions datasets.

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Appendix

Responsible Products and Marketing
S&P Global takes seriously our role in providing the world’s leading organizations with the essential
intelligence they need to make confident decisions. That means continually seeking new ways to deliver
value, instill confidence and provide a positive experience for our customers. The company’s values ofintegrity, discovery and partnership are ingrained in the products and services we offer and in every stepof the customer experience. Through quality-focused, risk-informed development processes, we work toensure that our products exceed expectations. This focus extends to our marketing strategy and design
and implementation practices, which carefully consider our customers’ needs and preferences.

Our Customer Experience
We strive to deliver consistently excellent value that
customers can feel confident in, by providing an effortlessexperience that leaves customers feeling heard, understoodand empowered. We believe our most powerful marketing
tool is a consistently positive customer experience.
Our approach to supporting customers through every step of
their experience with us has three main components:–

Using customer input to consistently create top-notch
customer experiences.

–

Taking an enterprise-wide, connected view of ourcustomers, driven by data and insights.

–

Continuously fostering a culture that puts customers at
the center of everything we do.

Responsible Products
Our business divisions follow strict protocols to develop
responsible, accurate, relevant and high-quality products.
Any new product must have review and signoff from risk,
legal and marketing to ensure that all quality standards are
met and any risks or impacts identified during developmentphase risk assessments are addressed. We also havemechanisms for receiving and investigating complaints about
our products and implementing corrective action plans.
Likewise, we employ responsible sales and marketing
practices in communicating the value of our products
and services. That includes strictly complying withtransparency rules. Within S&P Global Ratings, for instance,
we provide all required ratings disclosures in the countries
where we operate, as well as legal disclosures for our
products and services, which often provide high-quality
independent opinions. We also have ratings policies and acode of conduct to maintain the confidentiality of certain
nonpublic information we receive in connection with eachanalytical process. S&P Dow Jones Indices has dedicatedIndex Committees to ensure all indices are appropriately
developed, defined and structured, and are regularly
reviewed for compliance with our public methodologies asmarket conditions change. S&P Global Commodity Insights
has established a similar separation of functions andpolicies, to ensure its commodity benchmarks are produced
independently, transparently and free from any commercial
influence. In Sustainable1, a governance model is adopted
with the separation of core ESG Score methodologicalactivities in relation to commercial functions.

S&P Global Impact Report 2022

Risk Review for New Products in Market Intelligence
Risk management and compliance are integral toprotecting the S&P Global brand. Our culture ofrisk awareness and risk-informed decision-making
is reflected in our establishment of a unified andstandard New Product Approval (NPA) risk review
process for S&P Global Market Intelligence in 2022.
The NPA process aims to ensure that all new andmaterially changed Market Intelligence productofferings are thoroughly and objectively evaluated forpotential compliance, financial, legal and operationalrisks and requirements. It has been embedded into
our standard product development life cycle andoccurs before product offerings are developed andlaunched to market.

“

The integrity of our products isfundamental to our business.
Our collaborative, transparent,
risk-informed processes
and strict protocols help
ensure that our products aredeveloped with the highest
attention to risk management,compliance and quality.”
O’Hara Macken
Chief Operating Officer,
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Responsible Marketing
Our business depends on our clients’ trust. We maintainprocesses and policies to ensure that all marketing materials
are aligned with responsible practices, legal requirements
and customer expectations.
Safeguarding customers’ trust starts with protecting theirprivacy. We go beyond compliance with legal requirements
to ensure all marketing practices strictly enforce our Global
Corporate Privacy Policy. The policy applies to our websites,
applications, products, services and events, among othermarketing materials.
We believe diversity, equity and inclusion is essential forour business to thrive, and we embed it in our marketing
practices. As an example, we evaluate all advertising andmarketing material for gender bias and accessibility prior
to publication.
We have dedicated policies to ensure we meet ourcustomers’ expectations and adhere to the highest legal
and ethical standards. For instance, our Social Media Policy
strictly prohibits our team members from taking any actionthat might suggest that the independence and objectivity ofour products or services could be improperly influenced byour sales, marketing or other commercial interests. Failure tocomply with our policies may lead to disciplinary action, up to
and including termination of employment.

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Appendix

Accessibility in Data Visualization
Data visualization features strongly in our work forboth internal and external audiences. To increase
accessibility to people with color blindness, weupdated our color palette in 2022 for use in designing
data visualization charts and graphics acrossS&P Global business divisions.
In our evolved Data Visualization Color Palette, weoutlined the recommended default color order torepresent nominal or categorical data. It consistsof colors that are distinct from one another, tomaximize a chart’s readability, and we developed
the default color order by testing with people withcolor blindness.
Looking ahead, we plan to continue to improve ourgraphic design accessibility with a focus on layout
and clarity of the information hierarchy, the contrast
ratio of colors, typography and alternative fonts andthe representation of diverse people in our use ofphotography and images.

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AppendixCommunity Impact
2022 was a year of integration and synergy. Community impact is core to our purpose at S&P Global, andwe have always focused our efforts on making a difference by connecting our knowledge and skills with
the needs of society. Through our philanthropic funding and the giving of time and talents by our people,
we contribute to the sustainable development of communities around the world.

Our Approach and Performance
As we closed the merger with IHS Markit, we took the time
to reflect and refine our focus areas for social impact.
We believe these are the areas where we can have themost impact: Diversifying Technology and Data, Creating
Environmental Resilience and Building Thriving Communities.

202261:Community
Investment
PAGE
2022 Community
Investment
In-Kind$200K

2022 Key Accomplishments– Welcomed Ed Chidsey, Senior Vice President, Headof Data, Valuations & Analytics, S&P Global Market
Intelligence, to the Foundation Board.
– Enhanced the Foundation’s governance structure,including creating investment, nominating andaudit subcommittees.
– Renewed grants to local partners that align with ourrefined focus areas and provided exit grants to strategic
partners of the past focus areas.
– Globalized our funding of diversity, equity andinclusion initiatives.
– Increased support for employee giving programs.

Corporate
Contributions– Revamped employee engagement programs.

$2M– Integrated CoRe and Green Teams across the
combined organization.

Foundation
Giving– Rolled out a new and enhanced employee volunteerism
and contribution technology platform.

$11.5M

Philanthropy at S&P Global

Diversifying
Technology & Data

Creating Environmental
Resilience

Building Thriving
Communities

We work to diversify thetechnology and data sector by
funding job training andplacement opportunities
for individuals fromunderrepresented communities.

We help vulnerable
communities adapt to newclimate realities and prepare
for and rebound fromclimate-related disasters.

Together with our employees,
we support communities
worldwide by addressing local
needs and respecting theuniqueness of every community
where we live and work.

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S&P Global Foundation
The S&P Foundation is the keystone of our philanthropic
efforts. Initially funded in 2018 with a $20 million gift from
S&P Global, the Foundation saw rapid growth in 2020 and
2021, driven by grantmaking to address the global pandemic
and racial justice unrest.
In 2022, the Foundation further evolved with the receipt of a$200 million endowment from S&P Global. We streamlined
our focus areas for greater impact, with a concentration
on diversifying the tech and data sector by funding job
training and placement opportunities for individuals fromunderrepresented communities; and creating environmental
resilience by helping vulnerable communities adapt to newclimate realities and prepare for and rebound from climate
disasters. We also continue to support global disaster relief
efforts, as well as racial justice and equity programming.

Greening New York City’s Schoolyards
New York City’s communities suffer from anunderinvestment in green space. Trust for PublicLand (TPL) research reveals NYC’s communities
of color have 33.5% less park space than whiterneighborhoods; low-income communities have 21.1%
less park space than wealthier neighborhoods; andthe city has only 2.3 playgrounds per 10,000 residents,
below the average for major cities.
S&P Global’s grant to the New York City Community
Schoolyards program contributed to the opening offive schoolyards serving 29,000 people, including
99% people of color, 77% low-income and 650
students with disabilities. By transforming asphalt
playgrounds into green spaces, the projects areintended to improve student education outcomes,
community health and climate resiliency. This project,
part of TPL’s partnership with the Mayor’s Extreme
Weather Task Force, is located in the Department ofEnvironmental Protection’s priority flood zone and isdesigned to increase community climate resiliency, by
capturing devastating storm water and reducing theheat island effect.

S&P Global Impact Report 2022

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Appendix

Disaster Relief for Flooding in Pakistan
From June through October 2022, record-breaking
monsoons devastated Pakistan, causing catastrophic
flooding and landslides that resulted in the loss ofhuman life and widespread destruction. To help ourcolleagues and others in the region, the S&P Global
Foundation supported organizations providing
immediate assistance, including:– The United Nations and its Flash Appeal tosupport government-led emergency response
efforts to provide food, water, sanitation,
emergency education, protection and healthsupport to people affected by the floods.
– Akhuwat, a Pakistan-based nongovernmentalorganization (NGO), which brought immediate
relief to thousands of individuals and families by
providing meals, ration bags, medical assistanceand financial support.

Support for Ukraine’s Refugees
As the devastating war in Ukraine was waged
throughout 2022, more than 13 million people wereforced to flee their homes, according to the United
Nations Refugee Agency (UNHCR).
Along with an initial round of grants to the UNHCR
and World Central Kitchen to support relief efforts,
the S&P Global Foundation extended direct grants
to an additional six NGOs, namely, Breaking Barriers,
International Rescue Committee, Nema Problema,
Project HOPE, UN Foundation/Ukraine HumanitarianFund, Upwardly Global, that have a proven recordof responding to humanitarian and other types ofdisasters. These grants bring the Foundation’s direct
grantmaking for Ukraine to more than $1 million in
2022, along with considerable support provided bydonations from S&P Global colleagues through theDisaster Relief Matching Gift Program.

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S&P Global Foundation Giving
Enterprise

$1.1M

$345K

Employee
Programs

Equity &Inclusion

$4.7M

$1.6M

Inclusive
Economy& Skills Gap$1.9M$1.85M

Black

2

Asian

3

4

Male

White

4

Female71

15Foundation
Nonprofit
Partners

Countries in the Foundation’s
Programmatic Giving
Footprint (excluding
Employee Programs)

Appendix

Our people can also leverage a wide range of programs to
support them in making a difference in the community:–

Through our Matching Gift Program, our people candonate to eligible nonprofit organizations of theirchoice and request a dollar-for-dollar match for theirpersonal contributions up to $5,000 per employee percalendar year.

–

With our Essential Impact Program:– The Individual Volunteer Grants program awards $500
per calendar year to any eligible organization withwhich an employee volunteers a minimum of 25 hours.
– The Team Volunteer Grants program extends $1,500
funding support per volunteer project with five or
more employee volunteers. The funding goes directly
to the nonprofit organization to support expenses
related to the volunteer project.

–

All eligible colleagues receive 40 hours or 5 days of paid
volunteer time off (“Give Back Days”) per calendar year.

Matching Gift
ProgramIndividual
Volunteer Grants$5,000$500

Team Volunteer
GrantsGive Back
Days$1,50040

Annually

Per project

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Customers and Community

We continued our efforts to combine philanthropic givingwith the talent, time and dedication of our people to makea meaningful impact in the communities we are part ofaround the world. In 2022, the company rolled out a newand enhanced employee volunteerism and contribution
technology platform, so that colleagues can volunteer for
local efforts and donate to worthy causes.

S&P Global Foundation Board Demographics

1

Environmental Impact

People Engagement and Volunteerism

COVID-19 Relief

Disaster Reliefand Environment

Our People

Per 25 hours

Hours

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Bringing Leadership to Nonprofits
Through BoardLead
BoardLead, led by Cause Strategy Partners, is a board
recruitment, placement, training and support initiative
designed to prepare individuals for nonprofit board
service, introduce them to a nonprofit that fits their
passions and commitments, and train them in the
responsibilities of these important roles.
Board service is an opportunity for employees
to invest skills and talents in meaningful work bystepping into a leadership role that allows them tohelp chart the strategic direction of an organizationand contribute at a high level to its success.
For employees, board service is a unique way tobuild leadership acumen, hone management andprofessional skills, learn to make tough strategic
decisions applying high ethical and moral standards,
and collaborate and network with other leaders.
In 2022, 44 team members were elected to nonprofit
boards in London, New York City, Dallas and other
U.S. locations.

As the global pandemic began to recede and more people
returned to in-person activities, the number of hours ourpeople volunteered increased by 60%, to 19,520 volunteer
hours. Our people continued to support our Matching Gift
program in strong numbers as well. In 2022, we provided $4
million in matching gifts, up from $3 million in 2021. Although
our giving and volunteer numbers increased year over year,
it is not proportionate to our expanded employee base after
the merger. We are doubling down on our efforts to raiseawareness of our employee programs and platforms.

Environmental Impact

Customers and Community

Appendix2022 Employee Engagement

Number of
Volunteers

Number of
Volunteer Hours

1,926

19,520

Number of Cities
Globally

Number ofCountries

5927(+24%)(+60%)(+18)

Number of Nonprofits
Supported Through Volunteerism

221
(+9)

Matching Gift

2,444

$4M

2,540

Number of
employees

Total matchedamountNumber of
nonprofits
supported(+38%)

84%(+33%)(-5%)

Employees who said, “I feel good about
the ways we contribute to the community.”
VIBE Survey

CoRe and Green TeamsThrough their actions and initiatives, our Corporate
Responsibility (CoRE) and Green teams create a culture ofvolunteer service and environmental consciousness acrossour global offices. In tandem with our merger, in 2022,
we integrated the leadership of these teams across the
combined company. As of year-end 2022, we have 69 CoReTeam Leaders serving in 29 countries, and 53 Green Team
Leaders serving in 26 countries.

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Appendix

Arts and Culture

Volunteer Projects
In 2022, more than 1,900 of our colleagues
participated in 284 volunteer events worldwide. These
included 414 colleagues who donated 1,809 hours
to 50 projects as part of the efforts of the People
Resource Groups. Some project highlights include:
United States: Skills for Cities
The nonprofit Common Impact’s day of service
brings together teams of employees from multiple
companies to use their business skills to help build
the capacity of organizations advancing climate
justice and racial equity in our communities. This fall,a team of New York-based colleagues volunteered
with the Dan River Basin Association, Latin American
Coalition, The Climate Mobilization and The Trust for
Public Land. Those surveyed after the event said thatit helped them make new connections and develop
professionally.
United Kingdom: East London Business Alliance &Hubbub on Plastic Fishing

Recognizing that arts and culture are essential components
to thriving communities, S&P Global is a longtime supporterof organizations that contribute to the vibrancy of thecommunities where our people live and work. Our Arts &Culture program consists of partnerships with more than 20
renowned organizations, such as the Metropolitan Museumof Art in New York and the Denver Botanic Gardens. Our
employees and their guests can enjoy the cultural andenrichment experiences, while our support helps ensure thatthese key community and cultural organizations are able tosustain their efforts in promoting local arts and culture.

Looking Ahead
S&P Global’s $200 million endowment and refined focus
areas bring new opportunities and aspirations for the
S&P Global Foundation. We will work toward awarding
grants in the new focus areas, implementing skills-based
volunteering programs with new Foundation grantees andreinstituting grants through our People Resource Groups.
In 2023, the company is focusing on better and deeper
engagement across our philanthropic and employee
engagement programs. Specifically, we commit to:

S&P Global volunteers from both the Ropemaker andCanary Wharf offices came together to Fish for Plastic
with partners the East London Business Alliance(ELBA) and Hubbub. Volunteers fished along thedocklands for plastic, which has become increasingly
detrimental to wildlife in recent years. The group
found that bottled water was the largest contributor
to plastic waste, driving home the importance ofswitching to reusable water bottles.

– Onboarding three regional coordinators for India, Asia
Pacific and Europe, to help amplify the impact of our local
offices and colleagues.

Buenos Aires, Argentina: Treeplanting with Plantarse– Greater distribution and use of participation data toenable more agile planning and strategic support.

29 colleagues from our Buenos Aires officevolunteered with Plantarse and planted 40 trees andnative plants in the Reserva Natural del Pilar. This
activity was also dedicated to Marianela Caparros, acolleague who passed away last November, and theteam of volunteers was joined by Marianela’s motherand two sisters to plant a message with a native tree
in her memory.

Community impact is a key priority in how we accelerate
progress, and we continue to deepen and expand our work tobuild a more inclusive and sustainable world.

– Growing our local Green and CoRe Teams by providing
more resources and support.
– Increasing internal communications to educate ourpeople on programs, services and systems available tothem to make a greater impact in their communities.

Manila, Philippines: Best Foot Forward
Mentoring Program
The Philippines CoRe team partnered with thenonprofit AHA! Learning Center to support
underserved Filipino public-school students on
leadership and self-mastery skills with the Best Foot
Forward (BFF) mentorship program, for the second
consecutive year. Over six months, 20 colleagues
engaged with more than 30 high school students, withan initial impact assessment of the program finding
increased confidence and optimism among mentees.

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Appendix

Appendix
S&P Global has reported the information cited in this GRI content index for the period January 1, 2022,
to December 31, 2022, with reference to the GRI Standards, including the requirements specified by
GRI 1: Foundation 2021. The GRI content index includes our material topics and responsible business imperatives.

GRI Content Index
Standard/Disclosure

Location in Report (and/or reason for omission)

GRI 2: General Disclosures 2021
2-1 Organizational details

About S&P Global, p. 52022 Form 10-K, pp. 1-2

2-2 Entities included in the organization’s sustainability reporting

About This Report, p. 62022 Form 10-K, pp. 6-8

2-3 Reporting period, frequency and contact point

Calendar year, annually
cr@spglobal.com

2-4 Restatements of information

There are no restatements of information for prior reporting periods.

2-5 External assurance

About This Report, p. 6

2-6 Activities, value chain, and other business relationships

About S&P Global, p. 5
Responsible Sourcing and Supply Chain Management, pp. 26-26
2022 Form 10-K, pp. 6-8
About S&P Global, p. 5
Diversity, Equity and Inclusion, pp. 28-32
2022 Form 10-K, p. 10

2-7 Employees

As a result of the merger with IHS Markit, total employees grew from 22,850 tomore than 39,000, or approximately 70%.
All employee figures are reported as of the end of the reporting period and on the basisof full-time equivalent (FTE).

2-8 Workers who are not employees

Information has not yet been compiled and verified for the combined company.

2-9 Governance structure and composition

Corporate Governance and ESG Oversight, p. 82023 Proxy Statement, pp. 8-12, 32-50
S&P Global Corporate Governance

2-10 Nomination and selection of the highest governance body2023 Proxy Statement, pp. 29-30

2-11 Chair of the highest governance body

S&P Global Corporate Governance2-12 Role of the highest governance body in overseeing themanagement of impacts

Corporate Governance and ESG Oversight, p. 82023 Proxy Statement, p. 23
S&P Global Corporate Governance

2-13 Delegation of responsibility for managing impacts

Corporate Governance and ESG Oversight, p. 82023 Proxy Statement, p. 23
S&P Global Corporate Governance

2-14 Role of the highest governance body in sustainability reporting

S&P Global’s Board of Directors, CEO and Operating Committee review our annual
Impact, DEI and TCFD Reports.

2-15 Conflicts of interest

2023 Proxy Statement, pp. 11, 30
2022 Form 10-K, p. 124-125

2-16 Communication of critical concerns

2023 Proxy Statement, pp. 17-20

2-17 Collective knowledge of the highest governance body2023 Proxy Statement, pp. 32-33

2-18 Evaluation of the performance of the highest governance body2023 Proxy Statement, p. 13

2-19 Remuneration policies

2023 Proxy Statement, pp. 53-93

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Standard/Disclosure

Location in Report (and/or reason for omission)

2-20 Process to determine remuneration

2023 Proxy Statement, pp. 62-66
Compensation and Leadership Development Committee Charter2-21 Annual total compensation ratio

2023 Proxy Statement, pp. 111-113

2-22 Statement on sustainable development strategy

From our CEO, p. 3

2-23 Policy commitments

Business Ethics and Integrity, pp. 14-15
Code of Business Ethics
Human Rights, pp. 22-23
Global Human Rights Policy, p. 1

2-24 Embedding policy commitments

Business Ethics and Integrity, pp. 14-15
Human Rights, pp. 22-23
Responsible Sourcing and Supply Chain Management, pp. 25-26

2-25 Processes to remediate negative impacts

Business Ethics and Integrity, pp. 14-15
Human Rights, pp. 22-23

2-26 Mechanisms for seeking advice and raising concerns

Code of Business Ethics, p. 7

2-27 Compliance with laws and regulations

Business Ethics and Integrity, pp. 14-15
2022 Form 10-K, p. 19-20

2-28 Membership associations

Policy Influence and Transparent Engagement, p. 24
2022 Trade Association Memberships

2-29 Approach to stakeholder engagement

Stakeholder Engagement, p. 10
Community Impact, pp. 61-65
2023 Proxy Statement, pp. 14-16

2-30 Collective bargaining agreements

Code of Business Ethics, p. 11
Global Human Rights Policy, p. 3
Talent Attraction and Development, p. 33

Appendix

GRI 3: Material Topics 2021
3-1 Process to determine material topics

Our Material Topics, pp. 9-10

3-2 List of material topics

Our Material Topics, pp. 9-10

3-3 Management of material topics

See material topic disclosures below.

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Governance & Approach

Responsible Business

Our People

Environmental Impact

Customers and Community

Appendix

Material Topics
Standard

Disclosure

Location in Report (and/or reason for omission)

3-3 Management of material topics

Business Ethics and Integrity, pp. 14-15

205-1 Operations assessed forrisks related to corruption

S&P Global does not publicly report this information at this time.

205-2 Communication and training
about anti-corruption policies
and procedures

Business Ethics and Integrity, pp. 14-15

205-3 Confirmed incidents ofcorruption and actions taken

S&P Global defines a corruption incident as one that has been disclosed
in its U.S. Securities and Exchange Commission (SEC) public filings. We
experienced zero incidents of corruption in 2022.

206-1 Legal actions for anticompetitive behavior, anti-trust,and monopoly practices

2022 Form 10-K, p. 121

207-1 Approach to tax

Policy Influence and Transparent Engagement, p. 24

207-2 Tax governance, control, andrisk management

Policy Influence and Transparent Engagement, p. 24

207-3 Stakeholder engagement
and management of concerns
related to tax

Policy Influence and Transparent Engagement, p. 24
Stakeholder Engagement, p. 10

207-4 Country-by-country reporting

S&P Global publicly reports tax payments where required by law.
U.S. tax payments are reported in 2022 Form 10-K, pp. 95-96.

GRI 3: Material Topics 2021

3-3 Management of material topics

Data Privacy and Cybersecurity, pp.16-18

GRI 418: Customer privacy 2016418-1 Substantiated complaints
concerning breaches of customer
privacy and losses of customer data

Data Privacy and Cybersecurity, pp.16-18

3-3 Management of material topics

Diversity, Equity and Inclusion, pp. 28-32
S&P Global 2022 DEI Report202-1 Ratios of standard entry level
wage by gender compared to local
minimum wage

We reward our people commensurate with external market/comparators,
which is above the minimum wage and regulatory minimums.

202-2 Proportion of senior
management hired from thelocal community

Information has not yet been compiled and verified for the
combined company.

405-1 Diversity of governancebodies and employees

Corporate Governance and ESG Oversight, p. 8
Diversity, Equity and Inclusion, pp. 28-32

405-2 Ratio of basic salary andremuneration of women to men

Diversity, Equity and Inclusion, pp. 28-32

Business Ethics and Integrity
GRI 3: Material Topics 2021

GRI 205: Anti-corruption 2016

GRI 206: Anti-competitive
Behavior 2016

GRI 207: Tax 2019

Data Privacy and Cybersecurity

Diversity, Equity and Inclusion
GRI 3: Material Topics 2021

GRI 202: Market Presence 2016

GRI 405: Diversity and Equal
Opportunity 2016

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Governance & Approach

Standard

Responsible Business

Our People

Environmental Impact

Customers and Community

Disclosure

Location in Report (and/or reason for omission)

3-3 Management of material topics

Talent Attraction and Development, pp. 33-37
2022 Form 10-K, pp. 10-12

401-1 New employee hires
and employee turnover

Talent Attraction and Development, pp. 33, 35

401-2 Benefits provided to full-time
employees that are not provided totemporary or part-time
employees

Our Culture
Employee Health, Safety and Wellbeing, p. 38

401-3 Parental leave

Our Culture
Global Parental Leave Policy

404-1 Average hours of
training per year per employee

Talent Attraction and Development, p. 33

404-2 Programs for upgrading
employee skills and transition
assistance programs

Talent Attraction and Development, pp. 33-37

404-3 Percentage of employees
receiving regular performance andcareer development reviews

Talent Attraction and Development, p. 33

3-3 Management of material topics

Energy and Climate Change, pp.44-47
S&P Global 2023 TCFD Report

302-1 Energy consumption
within the organization

Energy and Climate Change, p. 47

302-2 Energy consumption outsideof the organization

Information has not yet been compiled and verified for the
combined company.

302-3 Energy intensity

Information has not yet been compiled and verified for the
combined company.

302-4 Reduction of energy
consumption

Energy and Climate Change, pp.44-47

302-5 Reductions in energy
requirements of products
and services

Energy and Climate Change, p. 45

305-1 Direct (Scope 1)
GHG emissions

Energy and Climate Change, p. 47

305-2 Indirect (Scope 2)
GHG emissions

Energy and Climate Change, p. 47

305-3 Other indirect (Scope 3)
GHG emissions

Energy and Climate Change, p. 47

305-4 GHG emissions intensity

Energy and Climate Change, p. 47

305-5 Reduction of GHG emissions

Energy and Climate Change, pp.44-47
S&P Global 2023 TCFD Report

Appendix

Talent Attraction and Development
GRI 3: Material Topics 2021

GRI 401: Employment 2016

GRI 404: Training and
Education 2016

Energy and Climate Change
GRI 3: Material Topics 2021

GRI 302: Energy 2016

GRI 305: Emissions 2016

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Governance & Approach

Standard

GRI 308: Supplier Environmental
Assessment 2016

Responsible Business

Our People

Environmental Impact

Customers and Community

Disclosure

Location in Report (and/or reason for omission)

308-1 New suppliers
that were screened using
environmental criteria

Information has not yet been compiled and verified for the
combined company.

308-2 Negative environmental
impacts in the supply chain andactions taken

Information has not yet been compiled and verified for the
combined company.

3-3 Management of material topics

Biodiversity and Natural Capital, pp.48-50

303-1 Interactions with water as ashared resource

Biodiversity and Natural Capital, pp.48-50

303-2 Management of water
discharge-related impacts

N/A

Disclosure 303-3 Water withdrawal

N/A

Disclosure 303-4 Water discharge

N/A

Disclosure 303-5 Water
consumption

Biodiversity and Natural Capital, p. 50

306-1 Waste generation andsignificant waste-related impacts

N/A

306-2 Management of significant
waste-related impacts

N/A

306-3 Waste generated

Biodiversity and Natural Capital, p. 50

306-4 Waste diverted from disposal

Biodiversity and Natural Capital, p. 50

306-5 Waste directed to disposal

Biodiversity and Natural Capital, p. 50

3-3 Management of material topics

Sustainability Products and Data, pp. 52-58

3-3 Management of material topics

Innovation and Technology, pp. 39-42

Appendix

Biodiversity and Natural Capital
GRI 3: Material Topics 2021

GRI 303: Water and Effluents 2018

GRI 306: Waste 2020

Sustainability Products and Data
GRI 3: Material Topics 2021

Innovation and Technology
GRI 3: Material Topics 2021

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Environmental Impact

Customers and Community

Appendix

Responsible Business Imperatives
Standard

Disclosure

Location in Report (and/or reason for omission)

Policy Influence and Transparent Engagement
GRI 415: Public Policy 2016415-1 Political contributions

Policy Influence and Transparent Engagement, p. 24

414-1 New suppliers that were screenedusing social criteria

Information has not yet been compiled and verified for the
combined company.

414-2 Negative social impacts in the
supply chain and actions taken

N/A

Human Rights

GRI 414: Suppler Social
Assessment 2016

Employee Health, Safety and Wellbeing

GRI 403: Occupational Healthand Safety 2018

S&P Global Impact Report 2022403-1 Occupational health and safety
management system

Employee Health, Safety and Wellbeing, p. 38

403-2 Hazard identification, risk
assessment, and incident investigation

Employee Health, Safety and Wellbeing, p. 38

403-3 Occupational health services

Employee Health, Safety and Wellbeing, p. 38

403-4 Worker participation, consultation,and communication on occupational
health and safety

Employee Health, Safety and Wellbeing, p. 38

403-5 Worker training on occupational
health and safety

Employee Health, Safety and Wellbeing, p. 38

403-6 Promotion of worker health

Employee Health, Safety and Wellbeing, p. 38

403-7 Prevention and mitigation ofoccupational health and safety impacts
directly linked by business relationships

Employee Health, Safety and Wellbeing, p. 38

403-8 Workers covered by an occupational
health and safety management system

Employee Health, Safety and Wellbeing, p. 38

403-9 Work-related injuries

Employee Health, Safety and Wellbeing, p. 38

403-10 Work-related ill health

Information has not yet been compiled and verified for the
combined company.

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Appendix

SASB Standards Index
Professional and Commercial Services
MetricResponse

SASB CodeDescription of approach to identifying and addressing data
security risks

Data Privacy and Cybersecurity, pp. 16-18

SV-PS-230a.1

Description of policies and practices relating to collection,
usage, and retention of customer information

Data Privacy and Cybersecurity, pp. 16-18
Global Corporate Privacy Policy

SV-PS-230a.2(1) Number of data breaches, (2) percentage involving
customers’ confidential business information (CBI) or
personally identifiable information (PII), (3) number ofcustomers affected

Data Privacy and Cybersecurity, pp. 17

SV-PS-230a.3

Percentage of gender and racial/ethnic group representationfor (1) executive management and (2) all other employees

Corporate Governance and ESG Oversight, p. 8
Diversity, Equity and Inclusion, pp. 29-30

SV-PS-330a.1(1) Voluntary and (2) involuntary turnover rate for employees

Talent Attraction and Development, p. 35

SV-PS-330a.2

Employee engagement as a percentage

Talent Attraction and Development, p. 37

SV-PS-330a.3

Description of approach to ensuring professional integrity

Business Ethics and Integrity, pp. 14-15
Responsible Products and Marketing, pp. 59-60

SV-PS-510a.1

Total amount of monetary losses as a result of legal
proceedings associated with professional integrity

S&P Global reported no monetary losses as a result of legal
proceedings associated with professional integrity for thereporting period.

SV-PS-510a.2

Number of employees by: (1) full-time and part-time, (2)temporary, and (3) contract

S&P Global does not publicly report a breakdown of employees bythese categrories at this time.

SV-PS-000.A

Employee hours worked, percentage billable

N/A

SV-PS-000.B

Data Security

Workforce Diversity & Engagement

Professional Integrity

Activity Metrics

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Responsible Business

Our People

Environmental Impact

Customers and Community

Appendix

World Economic Forum
Stakeholder Capitalism Metrics
This report was prepared in accordance with the “Core” metrics and disclosures

Pillar 1 – Principles of Governance
WEF Theme

Core Metrics and Disclosures

Response

Governing purpose

Setting purpose

Who We Are
Our Approach to Sustainability, pp. 9-11

Quality of governing body

Governance body composition

Corporate Governance and ESG Oversight, p.82023 Proxy Statement, pp. 8-12, 32-50
S&P Global Corporate Governance

Stakeholder engagement

Material issues impacting stakeholders

Our Material Topics, pp. 9-10

Anti-corruption

Business Ethics and Integrity, pp. 14-15

Protected ethics advice andreporting mechanisms

Business Ethics and Integrity, pp. 14-15
Code of Business Ethics, p. 7

Integrating risk and opportunity intobusiness process

2023 Proxy Statement, pp. 17-20

Core Metrics and Disclosures

Response

Greenhouse gas (GHG) emissions

Energy and Climate Change, pp. 44-47

TCFD Implementation

S&P Global 2023 TCFD Report

Nature loss

Land use and ecological sensitivity

S&P Global poses minor impact on land and ecologicalsensitivity. For more information, please see
Biodiversity and Natural Capital, pp. 48-50.

Freshwater availability

Water consumption and withdrawal inwater-stressed areas

S&P Global poses minor impact on water bodies andrelated habitats. Our water consumption is reported
under Biodiversity and Natural Capital, pp. 48-50.

Ethical behavior

Risk and opportunity oversight

Pillar 2 – Planet
WEF Theme
Climate change

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Environmental Impact

Customers and Community

Appendix

Pillar 3 – People
WEF Theme

Core Metrics and Disclosures

Response

Diversity and inclusion (%)

Diversity, Equity and Inclusion, pp.28-32

Pay equality (%)

Diversity, Equity and Inclusion, pp.28-32

Wage level (%)

We reward our people in line with external market/
comparators, which is above the minimum wage andregulatory minimums.

Dignity and equality
Risk for incidents of child,forced or compulsory labor

Our corporate-wide Human Rights Policy demonstrates
that respecting human rights is a core value andembedded in the way we do business. Our Vendor Codeof Conduct also outlines our expectations for suppliers
related to human rights, anti-slavery and child labor.

Health and wellbeing

Health and safety (%)

Employee Health, Safety and Wellbeing, p. 38

Skills for the future

Training provided (#, %)Talent Attraction and Development, pp. 33-37

Pillar 4 – Prosperity
WEF Theme

Core Metrics and Disclosures

Response

Absolute number and rate of employment

Diversity, Equity and Inclusion, pp. 28-32

Economic contribution

2022 Form 10-K, p. 38

Financial investment contribution

2022 Form 10-K, pp. 34-69

Innovation of better products
and services

Total R&D expenses ($)

S&P Global does not publicly report thisinformation at this time.

Community and social vitality

Total tax paid

2022 Form 10-K, p. 95-97

Employment and wealthgeneration

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