2022 ENVIRONMENTAL,
SOCIAL & GOVERNANCEREPORTTABLE OF CONTENTS

03

04 07

16

21

29

38

A Letter From
Our Chairman& Chief Executive
Officer

About CME Group

Sustainable
Solutions

Community
Commitment

Corporate
StewardshipAppendix

Workforce
Empowerment

ESG at CME GroupSASB Index
Elevating Employee Health& Well-being in a Changing
Corporate Environment
Fostering a Diverse &Inclusive Workplace
Engaging Our Employees

Innovating for a Sustainable
FutureMaking an Impact in Our
Communities

Expanding Global Emissions
Offset Futures

Empowering Youth Throughthe CME Group Foundation

Collaborating With Industry
Partners

Strengthening Our
Communities ThroughCorporate Giving

Protecting Data Privacy& Security

Increasing Financial
Education With Futures
Fundamentals

Advocating for Market
Integrity Through Industry
Initiatives

Cultivating a Culture ofTransformation
Promoting Sustainability
Throughout Our Operations

Advancing Business Principles
Through Our Board of
Directors
Advancing Our Culture of
Stewardship

2022 GHG Emissions
SummaryA LETTER FROM OUR CHAIRMAN & CHIEF EXECUTIVE OFFICER|

03

A LETTER FROM OUR CHAIRMAN & CHIEF EXECUTIVE OFFICERA LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENT

Over the last several months, businesses have experienced
some of the biggest global shocks in recent memory. As what
were once considered to be 100-year events have become near
everyday occurrences, we are committed to helping our clientsmanage through this new age of uncertainty, where effective
risk management is more important than ever. That includes
environmental, social and governance (ESG) initiatives.
Though there is debate regarding the role business

I am very pleased with the efforts we havewill play, we at CME Group believe we can makeundertaken to date, as well as the progress wea meaningful contribution by doing what wehave been able to achieve on behalf of our clients,

have done best for nearly 180 years: offering

our employees and as a global corporate citizen.

innovative products and services that help ourclients around the world to manage risk in every
major investible asset class. We will continue to dojust that, whether it includes helping market users
leverage existing tools, transition to alternatives or

CORPORATESTEWARDSHIP

developing new offerings as the markets evolve.
In addition, within our company, we will remain
focused on fostering a culture rooted in diversity,

APPENDIX

inclusion, well-being and ongoing development for
all of our employees across the globe.
This report details how we are advancing ourstrategies in these important areas and includes
our second annual Sustainability AccountingStandards Board (SASB) disclosure index andEEO-1 disclosure.

TERRENCE A. DUFFY
Chairman and Chief Executive Officer

ABOUT CME GROUPABOUT CME GROUP
As the world’s leading derivatives marketplace, CME Group empowers market participants to efficiently
manage risk and capture opportunities by enabling our clients to trade futures, options, cash and OTC
markets, optimize portfolios and analyze data. Our exchanges offer the widest range of global benchmark

2022 FACTS & FIGURES

products across all major asset classes, including interest rates, equity indexes, foreign exchange, energy,
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUP

agricultural products and metals.

3,460
EMPLOYEESCME GROUP OFFICE LOCATIONS200+

WORKFORCEEMPOWERMENTCOUNTRIES

and territories where
CME Group futuresand options contracts
are traded

SUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENT

23.3

CORPORATESTEWARDSHIPAPPENDIXMILLION

contracts in overall
average daily volume1

NORTH & SOUTH AMERICA:

EMEA:

APAC:

ChicagoNew York

LondonParis

Singapore

Seoul

Calgary

Parsippany

Amsterdam

ZurichBangalore

SydneyChampaignSão Paulo

BelfastBeijingTokyo

HoustonWashington, DC

Luxembourg

Hong Kong$5.0
BILLIONin revenue

Market statistics, including average daily volume
by asset class and product, are available in greater
detail at http://investor.cmegroup.com/volume

1

COMPANYACCOLADES
Brand Finance’s World’s Most
Valuable Exchange Brand(9th consecutive year)
Computerworld’s 100 Best
Places to Work in IT(5th consecutive year)
Forbes Best Global Crypto
Exchanges
Forbes Blockchain 50(2nd consecutive year)
FOW Clearing House of the YearFOW Exchange of the Year for
Americas and Canada
Global Capital's Americas
Derivatives Exchange of the Year
(2nd consecutive year)
Human Rights Campaign's Best
Places to Work for LGBTQ+
Equality (5th consecutive year)|

04

ABOUT CME GROUP|

05

ESG AT CME GROUPAt CME Group, we recognize the dynamic nature of the world in which we operate. As a company that

While we revised our topic list to account for emerging ESG trends and enhanced the definitions of certain

helps our clients manage risk and identify opportunities, we developed a cohesive and actionable strategic

topics for clarity, the outcome of our refresh generally reinforced our six Tier 11 material topics: Businessframework that includes ESG policies, goals and reporting to help manage our own company’s risks andEthics, Cybersecurity and Data Privacy, Talent Attraction and Retention, Innovation and Technology,

opportunities. We remain mindful of the needs of our stakeholders and steadfast in our commitment to adapt,

Employee Engagement and Development and Employee Health and Well-being.

advance and execute our ESG strategy.
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUP

For the first time, we are sharing the matrix map of our materiality assessment, as seen below, to illustrate
the relative prioritization of these topics. The outcome of our assessment helps us make decisions on how to

Our strategy is focused on four key pillars:

best allocate resources and where to make investments.

2022 MATERIALITY MATRIXWorkforce
Empowerment

Sustainable
Solutions

Community
Commitment

Corporate
Stewardship

TIER 3

TIER 2

WORKFORCEEMPOWERMENTTIER 1Cybersecurity and Data Privacy​
Innovation and Technology​

Prioritizing our material ESG topics
Our ESG strategy is informed by the nonfinancial topics

COMMUNITYCOMMITMENT

that are of highest priority for our stakeholders andhave the greatest impact on the success of ourbusiness. We identify these topics through our

CORPORATESTEWARDSHIP

materiality assessment, which we refresh every few
years. In 2022, we refreshed our assessment, first
conducted in 2019, to understand how the prioritization

APPENDIXof our material topics has evolved and where ourTalent Attraction and Retention​
Employee Engagement and Development​

Level of Importance to Stakeholders

SUSTAINABLE
SOLUTIONS

Public Policy
and Regulation​

Business Ethics​
Employee Healthand Well-being​
ESG Products and Services​

Board Composition
and Leadership​

Diversity and Inclusion (D&I)​
Financials and Markets Education​

Product Transparency,
Traceability and Responsibility​

Human Rights​
Community Impact and Engagement​
Climate Risk​

stakeholders see ESG-related opportunities and risk forour business going forward.

Natural Resource Management​

Our updated assessment involved a peer landscape

Waste and Circularity​

assessment, analysis of ESG ratings reports and reviewof the SASB Standards for Security and Commodity

Level of Impact on CME Group's Business SuccessExchanges—all to inform our topic universe. We thenissued surveys and/or conducted in-depth interviews

Environmental

SocialCustomers and Products

Governancewith stakeholders including employees, senior membersof leadership, investors, clients, policy influencers andbusiness partners to better understand the relative
prioritization of these topics.

1

 ier 1 topics are those we believe are critical to the responsible operation and management of our business. Tier 2 topics are thoseTthat require additional attention and pose notable risk or opportunity for CME Group. Tier 3 are topics that should be monitored andtracked for rising importance.

ABOUT CME GROUP

Upholding strong ESG oversight & accountability
Our ESG Working Group is co-led by Jonathan Marcus, Senior Managing Director and General Counsel, andAnita Liskey, Senior Managing Director, Global Brand Marketing and Communications. The members of our
ESG Working Group are committed to advancing our company-wide strategic priorities and ESG objectives.
Composed of key leaders across our organization, these individuals bring varied expertise to the crossfunctional group, which meets regularly to develop and assess our ESG initiatives.
The Working Group reports to our Chairman and Chief Executive Officer, as well as the Executive Committee
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERof our Board of Directors, to keep them informed on our progress and evolution of our strategy. In addition, theCME Group Board has an active committee structure whereby underlying elements of our ESG program areoverseen by various Board committees based on each committee's role and responsibilities.

JONATHAN MARCUS
ABOUT CME GROUPEXECUTIVE COMMITTEE | CME GROUP BOARD OF DIRECTORSWORKFORCEEMPOWERMENTChairman & Chief Executive Officer

TERRY DUFFY

SUSTAINABLE
SOLUTIONS

Co-Leads

JONATHAN MARCUS and ANITA LISKEYCOMMUNITYCOMMITMENTSUPPORT
Finance/Investor Relations

CORPORATESTEWARDSHIPStrategy

JOHN PIETROWICZ
and LYNNE FITZPATRICKDAVID WONG

Human Resources

KRISTIN WOOD

Compliance/Governance

CARRIE DI SANTO
and MEG WRIGHT

Communications

APPENDIXHILDA HARRIS PIELL
and FRANCIE SISUL

Reporting

Client Development & Research

JULIE WINKLER
and OWAIN JOHNSON

MEG WRIGHT
Operational Resilience

BETHANY NETZEL

Products & Services

Facilities

DEREK SAMMANN
and PETER KEAVEY

Government Relations

Charitable Giving/
Community Relations

KEVIN LENNON
Information Security

DAN MANLEY

LINDA RICH
and GAVIN PARKEKRISTIN WOODANITA LISKEY|

06

WORKFORCE EMPOWERMENT|

07

WORKFORCE EMPOWERMENTOur employees have propelled us to unparalleled success in our industry and are our most valuable asset. At CME Group, we work vigilantly to provide a rich employee
experience that supports our people throughout their career journeys, and we focus on creating an environment where they feel fulfillment and satisfaction at the company
and in their roles.
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

WORKPLACE AWARDSABOUT CME GROUPWORKFORCEEMPOWERMENT

Computerworld’s 100 Best
Places to Work in IT—

Human Rights Campaign's Best
Places to Work for LGBTQ+ Equality—

5th consecutive year

5th consecutive year

American Heart Association’s
Workforce Well-Being Platinum
Recognition1

EMPLOYEE VALUE PROPOSITION
Our employee value proposition illustrates what we expect from our employees and what a career at CME Group offers in return.

SUSTAINABLE
SOLUTIONSWHAT YOU GETWHAT YOU GIVECOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

1

MAKE A
DIFFERENCE
in global financial
markets by helping
our clientsmanage risks

BUILD
YOUR CAREER
with challenging
work that advances
world markets

DEMONSTRATE
inclusivity, integrity
and ingenuity ineverything you do

INVESTin your career anddrive our growth by
sharing knowledge
with each otherBE
INSPIREDby collaborating
every day with adiverse team ofleading expertsBE
AN OWNERof our successas you share in
our collective
achievements

GROW
our business byconsistently striving
for and achieving
excellence

ACT
like an ownerand deliver on yourcommitments

CME Group is proud to have met American Heart Association criteria for Platinum recognition in the Association’s Workforce Well-being scorecard. See www.heart.org/workforce for more information.

WORKFORCE EMPOWERMENTELEVATING EMPLOYEE HEALTH &WELL-BEING IN A CHANGING CORPORATEENVIRONMENTPart of what it takes to create an environment where our employees can thrive and do their best work means
adapting our company-wide policies and practices to ensure we are contributing to employees’ physical,
mental and financial well-being.
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENT

Supporting flexible work
We continue to offer a flexible work model

Offering mental health benefits
through Lyra Healthfor most of our employees, enabling them to

We were excited to partner with Lyra Health,collaborate with their divisions and managers toa mental health provider, for the first time incollectively set a weekly schedule of in-office and2022. Through confidential support options,work from home days to best serve the needs

including therapy, coaching, unlimited access toof the business, while maintaining flexibility. We

a self-care app and other online resources, Lyra

provide guidance and training to managers on best

assists employees and their family members withpractices for managing flexible work schedules

navigating issues like stress, anxiety, depression,and keeping teams connected, engaged andsubstance abuse, relationship challenges andempowered in our work environment.

much more.
Through this company-sponsored program,
employees and their dependents have access to
12 free sessions with a therapist or coach, per year.

CORPORATESTEWARDSHIPAPPENDIX

Sessions can be conducted in-person, virtuallyor a combination of both. Additionally, Lyra’scommitment to diversity, inclusion and belonging
and culturally responsive care aligns with ourvalues.

|08

WORKFORCE EMPOWERMENTSupporting our
employees in every

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTCOMMUNITYCOMMITMENT

placed physical and mental health at the forefrontof our conversations and promoted the wide array

important way we show

accessible to our employees. Over the course of aof support resources and tools that are always

APPENDIXHEALTH

WELL-BEING

RETIREMENT• Access to the Lyra Healthmental well-being program• 401(k) plan

how much we value theweek in September, colleagues across the globe• Medical coveragecontributions they makeattended sessions covering a wide range of topics• Dental and vision coverage

including mindfulness, emotional resilience, financial

to our business. While wewell-being, relationships and nutrition.

offer many benefits to help

The sessions featured prominent experts including:• Flexible spending and healthsavings accounts with acompany contribution

our colleagues take care

Ariadne Ducas, Founder of Kairos, which takes• Onsite prevention andscreening programsof their physical health, wea unique approach to building a progressive
mindfulness practice• Wellness program andincentives

their mental and emotional

Russ Rausch, Founder of Vision Pursue, an app• Fitness club benefits

well-being is equally

training, mindfulness and meditation

important. That is why

focused on improving mindsets through mental

Joe Flamm, Winner of Bravo’s Top Chef Season 15

we are especially pleased
CORPORATESTEWARDSHIP

Providing holistic benefits

For our third annual Employee Well-being Week, westage of their lives is anknow that taking care of
SUSTAINABLE
SOLUTIONS

Hosting our annual Employee
Well-being Week|

• Accident, critical illness andhospital indemnity benefits• Flexible work model• Cash balance
pension plan

• Parental leave benefits• Adoption assistance• Paid time off• Paid volunteer day• Ergonomic evaluations andworkstation modifications• Identity protection benefit• Life insurance• Disability insurance and income
protection

to offer a global mental
Listed benefits reflect a high-level overview of our U.S. benefits offering but is not inclusive of all benefits

health benefit throughoffered. CME Group provides benefits for our employees outside the U.S. that vary by region.

Lyra Health.
HILDA HARRIS
PIELL
Chief Human Resources
OfficerJoe Flamm, Top Chef Season 15 winner, joins CME Group during
our annual Employee Well-being Week.

09

WORKFORCE EMPOWERMENT|10FOSTERING A DIVERSE & INCLUSIVEWORKPLACE
At CME Group, we believe that embracing our differences enables us to be a more innovative,
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

resilient and customer-focused organization, making our business and our culture that muchstronger. Our approach to D&I encompasses our efforts to promote equal opportunities andrepresentation of diverse backgrounds, races, ethnicities, genders and identities within theworkplace and in the broader marketplace. We have underscored our commitment to D&I by

ABOUT CME GROUPWORKFORCEEMPOWERMENT

incorporating it into our corporate goals, with our Chief Human Resources Officer providing oursenior management and Board of Directors with regular updates on our progress.
In 2022, we filled a key role to support our D&I efforts. Our new Director of D&I works with
our Chief Human Resources Officer to support our D&I initiatives. Together, they lead our
D&I Council, which is a cross-functional group comprised of employees and members of our

SUSTAINABLE
SOLUTIONSManagement Team passionate about advancing our D&I strategy, and who ensure we have theright resources in place to support and grow our diverse employee population. The D&I Council
partners with key executives to introduce new initiatives and partnerships that help us reach our
corporate goals, engage and attract diverse talent and create a more inclusive environment for

COMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

our colleagues globally.

WORKFORCE EMPOWERMENT|

112022 D&I highlights:
Training & education:

Talent acquisition partnerships:

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

Continued to sponsor and host a Tech Talk
series with student organizations, includingBlack, Indigenous and Latinx in Tech, Girlsin Electrical Engineering and Computer
Science and National Society of Black
Engineers. These talks also gave students
visibility into our internship program.
Kicked off a partnership with WayUp, a
recruiting tool and database of over 6
million users that specializes in sourcing
diverse candidates with 0-5 years ofexperience. In addition to having a company
profile that highlights our business, culture
and what makes CME Group a great place
to work, we’ve utilized the platform to hostnationwide virtual events such as a Womenin Technology Tech Talk that showcased
the careers of three female senior leadersin our Technology Division.
Continued our membership with the
Chicago Tech Talent Alliance, a coalition
formed by non-profit P33 that aims
to transform Chicago into a tier one
technology and innovation hub andpromote inclusive economic growth. P33
brings together industry leaders to discuss
local insights and data from across thesector and supports companies withsolutions on bridging the gap between
students, the community and tech careers.
In 2022, we attended the Tech Chicago
Career Fair that was geared towards
underrepresented minorities from over
30 local universities.

Partnered with the Posse Foundation,a national organization that supports
Black and Latinx students throughcollege. Posse Foundation students are
eligible for the CME Group Technology
Fellowship program, which has a strong
track record of preparing young talent
for our Software Engineering Internshipthe following year. The Technology
Fellowship program offers a hands-on
approach to developing technical skills
and focuses on promoting learning andcareer development.

Mentoring & coaching:
Extended our D&I mentoring pilot
program, to 90+ mentor/mentee pairs
sourced from our Employee Resource
Group (ERG) population. For more
information on this program, see our2021 ESG Report.
Delivered Career Assessment Workshops
to help employees outline their career
journeys.

As a former
Technology Fellow andPosse Scholar now
working full-time at
CME Group, I loveinterviewing candidates
for those programs,
sharing my perspective
and seeing others havethe same opportunities
CME Group gave me.

Rolled out a new ERG toolkit to bettersupport our ERG leaders and hosted
various ERG-sponsored events throughout
the year (e.g., Black History, International
Women’s Day, Asian American PacificIslander History, Earth Day, PRIDEand Hispanic Heritage) to help bringawareness and educate employees
about their colleagues’ backgrounds
and experiences.
Launched our “Leading Inclusively in
Challenging Times” training module tohelp our senior leaders build on their D&I
foundational education, deepen theirunderstanding of what it means to lead
inclusively, heighten their appreciation of
the unique role and responsibilities of aleader today and apply these learnings
to create safety and trust for their teams
and peers. Themes covered:• Evolving pandemic conditions• Emerging economic conditions

MARCEL ALFONSOGARCIA• Feelings of loss and uncertainty

Software Engineer II• Mental health struggles• The realities of disparities in oursocieties• Political polarization and heatedviewpoints• Practical solutions on how to bringteams together
In 2022, nearly 60% of our senior leaders
completed the course, and we continue
to offer it in 2023 to encourage further
participation from this group.

WORKFORCE EMPOWERMENT

Benchmarking our global workforce
A critical component of our approach to building a diverse workforce is measuring and disclosing our progress. The following provides a snapshot of our global workforce at the end of 2022 and a prioryear comparison.
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERTOTAL EMPLOYEES80%
ABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONS

3,460

3,480

2022

2021

TOTAL WORKFORCE70%

PEOPLE MANAGERS

71%

70%

69%

68%

SENIOR MANAGINGDIRECTORS & ABOVE

60%

57%

56%

50%

44%

43%

40%

32%
COMMUNITYCOMMITMENT

31%

30%

30%

29%

20%
CORPORATESTEWARDSHIPAPPENDIX

U.S. ETHNICITY

2022

2021

American Indian or Native Alaskan

0.1%

0.1%

Asian

23.7%

22.8%

Black or African American

5.9%

6.4%

Hispanic or Latino

6.3%

6.2%

Native Hawaiian or other Pacific Islander

0.1%

0.1%

White

54.7%

55.9%

Two or More Races

1.6%

1.5%

Not Reported

7.6%

7.0%

10%
0%

2022

Female

2021

2022

2021

2022

2021

Male

To further enhance our transparency, we have published our Equal Employment Opportunity (EEO-1) data
for the U.S. here.

|

12

WORKFORCE EMPOWERMENT|

Encouraging connection through our employee resource groups
To nurture our diverse workforce, we support and promote our ERGs, which are environments where employees can examine critical issues within our communities andfind connection with colleagues through shared professional and personal interests. Currently, we have 11 ERGs that span various identities and backgrounds. In 2022, we
introduced our newest ERG, Differently Abled Workforce Network (DAWN), and our ERGs hosted more than 80 education, career development, wellness and volunteer
events throughout the year.

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPOur ERGs in 2022

Black Organization for Leadership &Development (2016): BOLD strives toadvance development, leadership andcareer opportunities for Black employees
and employees of African heritage by
providing a network and support system
to enable success for themselves, theircompany and the community.
Connecting Asia Network (2020):
CAN creates a platform for employees
across regions to connect, contributeand network. The group encourages
efforts to diversify our employee base,in addition to promoting education
around Asian culture and heritage,
and the role APAC plays in our global
business.

APPENDIX

Differently Abled Workforce Network(2022): DAWN is focused on providing
support and awareness for CME Group
colleagues, family members andfriends living with diverse physicaland mental abilities.

Fulfillment, Lifestyle, Openness &Wellness (2019): FLOW supports
employees’ health, happiness andself-worth. The group unites employees
who share a mutual passion for andinterest in health and well-being.
Hispanics Organizing for Leadership& Achievement (2016): HOLA provides
a platform for the LatinX and Hispanic
community to contribute to the successof CME Group through leadership,
development and networking
opportunities.
LAUNCH (2014): LAUNCH supports
employees who are early in theircareer, new to CME Group or thederivatives industry or who have ageneral interest in meeting others.
Promoting Rights, Inclusion, Diversity& Equality (2015): PRIDE focuses on
LGBTQ+ topics, helping to ensurethat CME Group is at the forefront ofrecognizing, retaining and providing for
its entire diverse workforce.

Service Members & Veterans (2015):
SERVE provides a forum for military
veterans and service members to build
relationships, explore professional
development opportunities andpromote education around topics
affecting veterans.
Sustain & Enhance our Environmental
Direction (2014): SEED advocates for
greater environmental sustainability
within CME Group, helps promote ourcorporate social responsibility efforts
and seeks ways to better manage thecompany’s sustainability risk.
Women’s Initiative Network (2012):
WIN is a community supporting womenof all titles, ages and geographic locations
that offers support, guidance, direction
and networking.
Women in Technology (2020):
WIT is a community supporting
female information technology
employees, helping them further
develop their careers at the company
and network with colleagues ofsimilar interests—professionallyand personally.

Increasing supplier
diversity
Our supplier diversity program wasinitiated in 2021 to create an establishedframework, including monitoring of spend,with the goal of increasing our use ofqualified diverse suppliers. Throughout
2022, we continued to increase our spending
and support of diverse suppliers. Our
procurement team entered into partnerships
with external diversity associations like
U.K. Minority Supplier Diversity Council
and Women’s Business Enterprise National
Council to understand their resources andleverage their capabilities to develop
relationships with diverse suppliers. As aresult of this program, we spent more than
$18.5 million with diverse suppliers in 2022,
representing 2% of our total supplierspend. We are committed to identifying
more opportunities to engage and onboard
additional diverse suppliers where feasible.

2022

18.5M+CME GROUP DIVERSE SUPPLIER SPEND

2%OF TOTAL CME GROUP SUPPLIER SPEND

57
CME GROUP DIVERSE SUPPLIERS

13

WORKFORCE EMPOWERMENT|14ENGAGING OUR EMPLOYEESTo keep a pulse on the perspectives of our workforce, we sponsor regular employee engagement surveys andtrack our performance metrics: voluntary turnover, open role placement and internal promotions. These efforts

THIS YEAR’S RESULTS REVEALED THE FOLLOWING:

help us identify new ways we can inspire, support and motivate our employees.

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUP

10.2%

Hearing from our employees

VOLUNTARY TURNOVER

survey, which allows us to better understand the(10.4% IN 2021)

SUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENT

evolving needs of our workforce and identify
opportunities to help bridge the gap. Our 2022

43.7%

about a number of factors in their day-to-day

OF OPEN ROLESFILLED WITH INTERNALCANDIDATESWe value the feedback our employees provide(53.5% IN 2021)

leaders so they can explore them in detail withexperiences, with an overall engagement scoreof 72%.

and prioritize being transparent about what theresults tell us. Detailed division and department
breakdowns are shared with the appropriate
their respective teams and identify areas ofopportunity to increase employee engagementwith assistance from Human Resources. When

APPENDIX

21.5%
OF EMPLOYEES PROMOTED(11.6% IN 2021)

77%

77%

HAVE TRUSTIN DIVISIONAL
LEADERSHIP

75%

FEEL
VALUED

employee feedback is our employee experience

indicated that our employees feel positively

CORPORATESTEWARDSHIP83%

BELIEVE IN
THE FUTURE
OF THE
COMPANY

81%

FIND THE
COMPANY’SCOMMUNICATIONSEFFECTIVE

The primary avenue through which we collectsurvey achieved a 79% participation rate and
WORKFORCEEMPOWERMENT

87%

FEEL THEIRMANAGERSARE EFFECTIVE

AGREE THEY HAVE
THE TRAINING,RESOURCES AND
COLLABORATION
NEEDED TO DO
THEIR JOBS

sharing the findings with our workforce, we
proactively present resulting actions and solutions,particularly for areas with lower engagement or
higher turnover, to demonstrate our commitment
to listening to our employees. In doing so, we
believe we can help boost employee morale andcontribute to a more open and transparent culture.

WORKFORCE EMPOWERMENTManaging workforce performance
A vital component of career development at CME Group is providing a space for managers and their direct
reports to discuss constructive feedback and set intentional development goals. Our performance review
process allows employees to work with their managers to reflect on past performance and collaborate andalign on strengths, areas of opportunity and prioritized performance goals. We also have mid-year checkins and year-end reviews as additional touchpoints that allow employees and managers to engage with one
another to achieve their full potential.
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPSUSTAINABLE
SOLUTIONS

Partnering with Google Cloudfor new learning & development
opportunities
We are committed to building the technical skillsof our talented employees whenever possible. Thisis an important goal of our 10-year partnershipwith Google, announced at the end of 2021, to takeour technology infrastructure and markets to the

To ensure employees can act on the feedback and performance goals from our performance review process,challenge but also a shift to a new product operating

we provide a variety of avenues to grow their expertise beyond their regular work responsibilities andmodel that will bring our business and technology

collaborate with industry-leading experts.

teams closer together to focus on delivering new

cloud. This not only represents an exciting technicalvalue and efficiencies to our clients. Through thispartnership, we can tap into Google’s engineering
teams and culture of innovation to enhance our own

Tuition assistance for continuing education costs.

capabilities.
This partnership creates enormous opportunities forAccess to LinkedIn Learning courses and a constantly evolving suite of instructor-led virtual
courses covering a wide range of disciplines including technical and professional skills.

COMMUNITYCOMMITMENT

our employees to participate in new and exciting
work that increases their skill sets and marketability
in the process.

Comprehensive industry education that provides a strong understanding of our products andservices, technology, global client base, corporate strategy and industry issues and trends.

CORPORATESTEWARDSHIP

Integrated series of leadership development programs to prepare employees for each stage of
APPENDIX

15

Training & developing our talent

Examples of these offerings include:
WORKFORCEEMPOWERMENT|

their careers.

Access to the Workday talent management portal where employees can highlight their work
achievements, share their career aspirations with their managers and build meaningful careerdevelopment plans.

Professional and executive level coaching opportunities for our high performers.

$1.5+
MILLION

spent on cloud technology
training and certifications in 2022

S U S TA I N A B L E S O LU T I O N SSUSTAINABLE SOLUTIONSINNOVATING FOR A SUSTAINABLE FUTURE
Innovation has always been a driving force for CME Group. As financial and commodity markets evolve, andinvestors seek products and services to help manage risk that increasingly incorporates sustainability and ESG
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUP

considerations, we continue to innovate to meet these emerging needs and the diverse business goals of ourglobal client base.
In 2022, we continued to expand our products and services to provide new environmental offerings:

Our E-mini S&P 500 ESG futures set new records in 2022, with volumes 47% higher
year-over-year and open interest up 12%, reinforcing its position as one of the world's most

WORKFORCEEMPOWERMENT

widely used ESG equity futures contracts.

SUSTAINABLE
SOLUTIONS

We saw activity levels in our voluntary carbon futures suite grow nearly 350% from 2021
to reach more than 200,000 contracts in 2022. We also launched three new contracts with
CBL, a global energy and environmental commodity exchange platform—adding to the two

COMMUNITYCOMMITMENTCORPORATESTEWARDSHIP

contracts listed in 2021. These futures contracts help clients manage risks associated withvoluntary decarbonization strategies.

Our bioenergy futures remain highly active, providing market participants with a tool tomanage price risk in renewable transport fuels.

APPENDIX

Our battery metals suite continued to experience strong growth, supporting risk management
needs in the fast-growing electric vehicle segment. Virtually all risk management for battery
metals now takes place on CME Group markets.

|

16

S U S TA I N A B L E S O LU T I O N S

EXPANDING GLOBAL EMISSIONS OFFSET FUTURES
In 2022, trading in our carbon offset products surpassed more than 200,000 contracts traded (equivalent to 200 million metric tons of CO2 traded). We launched three
new voluntary carbon offset contracts: CBL Core Global Emissions Offset (C-GEO) futures, CBL Global Emissions Offset Trailing (C-GEO-TR) futures and CBL NatureBased Global Emissions Offset Trailing (N-GEO-TR) futures.
These new products built upon the ongoing success of the voluntary carbon offset products launched in 2021: Global Emissions Offset (GEO) futures, the first standardized
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUP

contract for carbon offsets across multiple project types and geographies, and Nature-Based Global Emissions Offset (N-GEO) futures, which relates to agricultural,
forestry and other land-use projects.

OFFSETS TRADING & DELIVERYWORKFORCEEMPOWERMENT

2022

2021

SUSTAINABLE
SOLUTIONS

200+

47

COMMUNITYCOMMITMENTMILLIONVS.

MILLION

offsets traded

offsets traded

2022

2021

The evolution to amore sustainable economy
presents new risks andopportunities as different
entities and governments
adapt to rapid changes
in policy, technology andconsumer preferences.
CME Group is committed toproviding solutions that willallow the global economy tobetter manage these risks,
which will help advancestrategies essential for thetransition.

CORPORATESTEWARDSHIPAPPENDIX

8.99
MILLION

offsets delivered

6.5
VS.

MILLION

offsets delivered

PETER KEAVEYManaging Director, Energy
and Environmental Products|

17

S U S TA I N A B L E S O LU T I O N SCOLLABORATING WITH INDUSTRY PARTNERS
Collaboration with key industry organizations andIn addition to the SSE, our representatives actively

participation in industry initiatives is instrumental toparticipate in the following working groups,

developing market-wide approaches that advancecommittees and taskforces:

sustainable markets.
For example, we are a founding member of the
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

derivatives network of the United Nations (U.N.)
Sustainable Stock Exchanges (SSE), an initiative
to build the capacity of stock exchanges andsecurities market regulators to promote responsible

ABOUT CME GROUP

investment in sustainable development.
In 2022, our Managing Director of Research and

WORKFORCEEMPOWERMENT

Product Development, Owain Johnson, participatedin a panel alongside other SSE partner exchanges
during the annual U.N. climate meeting, COP27,

SUSTAINABLE
SOLUTIONS

in Sharm El Sheikh to discuss the role CME Groupplays in providing innovative climate solutions,
including voluntary carbon offset futures.

APPENDIXThe International Regulatory Strategy
Group’s ESG Workstream
The Taskforce on Scaling Voluntary Carbon
Markets
The International Organization of Securities
Commissions (IOSCO) Affiliate Members
Advisory Committee and its Sustainability
Task Force
Futures Industry Association’s U.S.
Commodities Climate Risk Working GroupFor more information on our industry participation,

COMMUNITYCOMMITMENTCORPORATESTEWARDSHIPThe World Federation of Exchanges’
Sustainability Working Group and its ESG
Definitions Subgroupsee Corporate Stewardship.

It was inspiring to meet so many people from all over the world
who are dedicated to improving the prospects for our environment.
CME Group’s presence demonstrates the crucial role we play inoffering price discovery and risk management for environmental
projects, whether in voluntary carbon, battery metals or bioenergy.

OWAIN JOHNSONManaging Director of Researchand Product Development|

18

S U S TA I N A B L E S O LU T I O N S

CULTIVATINGA CULTURE OF
TRANSFORMATIONA LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

recognizes colleagues by providing

groundbreaking solutions for the derivatives

cash incentives to those who apply

marketplace. For the past eight years, the CME Groupfor and are issued patents. In 2022,

Innovation Lab has driven structured, collaborative

CME Group employees received a total

and inventive thinking around how to createof 80 new patents with awards madeadditional value for our clients and business.

under our innovation program totaling

and functions of our organization, the focus of
the Lab remains on differentiating CME Group by

WORKFORCEEMPOWERMENT

keeping a pulse on market needs and responding
accordingly. Specifically, we are exploring
opportunity areas including data, analytics, AI/

SUSTAINABLE
SOLUTIONS

machine learning, APIs and risk management.

example, as part of our partnership with Google,
we are jointly innovating in areas that enhance ourclients’ abilities to participate in our markets and

CORPORATESTEWARDSHIPAPPENDIX

utilize our ever-expanding offerings to recognize
significant improvements and benefits. This includes

We analyze climate risk exposure and assess our business resilience to anticipate, prepare for and respondto climate events and low-carbon policy evolution. This includes the management of our energy usage andgreenhouse gas (GHG) emissions. Our 2021 and 2022 GHG inventories inform our GHG reduction strategy andwere conducted in accordance with the GHG Protocol and U.K. SECR mandated reporting. We measured allmaterial Scope 1, 2 and 3 categories, and consistent with best practice, we reported both location-based andmarket-based methods. For our full 2022 GHG Inventory, see the Appendix.

more than $270,000.

80

GLOBAL GHG EMISSIONS1(MT CO2e)NEW PATENTS

in 2022180,000

760+

140,000
120,000
100,000

PATENTS80,000since inception

engaging with our clients throughout proof-ofconcept phases related to our Google Cloud

40,000their feedback from start to finish, creating an evenstronger partnership and dialogue.

162,216

157,375

160,000

60,000

Platform initiatives so we can solicit and incorporate

19

PROMOTING SUSTAINABILITY THROUGHOUTOUR OPERATIONSIn 2022, we continued to expand our focus to findinventive, new industry and client solutions. For

COMMUNITYCOMMITMENT

Our Employee Innovation Program

We have long played a pivotal role in developing

Engaging colleagues across all levels, departments
ABOUT CME GROUPEMPLOYEE INNOVATIONPROGRAM|$3.87

137,100

20,00020,1140

MILLION

awarded to employees
since inception

Scope 1

1

143,120161

18,962

134

2021

2022

Scope 2 (Market-based)

Scope 3 (Market-based) he chart reflects year-to-year comparison that is consistent as possible but is not an exact like-for-like comparison given dataTlimitations in 2021.

S U S TA I N A B L E S O LU T I O N S|

20FACILITIESSCOPE 3 EMISSIONS (MARKET-BASED)

We carefully manage our impact in owned

Scope 3 emissions are the result of activities from assets CME Group

spaces and work with site owners to manage

does not own or control, but indirectly impact our value chain.

and reduce our environmental impact inleased locations.

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

0.1%

0.8%

1.2%

9.5%

1.3%

3.5%

Fuel and Energy Related
Business Travel (Air Flights)

87%

OF OUR OCCUPIED OFFICESPACE IN BUILDINGS HAS
LEED, BREEAM OR OTHERSIMILAR GREEN CREDENTIALS.

73%

OF OUR OCCUPIED OFFICESPACE HAS COMPOSTINGPROGRAMS, IN ADDITION TOOUR ONGOING RECYCLING
EFFORTS ACROSS OUR
LOCATIONS.

Employee Commuting

ABOUT CME GROUP

17.4%

Purchased Goods and Services

66.2%

Capital Goods

WORKFORCEEMPOWERMENT

Upstream Leased Assets
Downstream Leased Assets
Waste

SUSTAINABLE
SOLUTIONSENERGY CONSUMPTION BY SCOPE (KWH)1

COMMUNITYCOMMITMENT

47,114,494

50,000,000
45,000,000

CORPORATESTEWARDSHIP

40,000,000

38,919,327

35,000,000
30,000,000

APPENDIX

25,000,000
20,000,000

38,103,509

46,418,831

15,000,000
10,000,000
5,000,000

2021

2022
Scope 1

1

695,663

815,818

0

Scope 2

Scope 1 includes natural gas and diesel; Scope 2 includes electricity purchased.

COMMUNITY COMMITMENTCOMMUNITY COMMITMENT
We are committed to making a positive impact on the communities in which our team members live
and work by contributing to a number of charitable organizations. In 2022, we donated more than
$8.3 million through:A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPThe CME Group Foundation, which is

The CME Group Corporate Giving Program,a 501(c)(3) organization that provides

which provides employees with an opportunity

funding and resources to empower

to support causes they care about in their

future generations through education,communities, and also includes our annual

equipping today’s students forcharitable support of St. Jude Children’s

tomorrow’s challenges.

Research Hospital through the CME Group
Tour Championship.

WORKFORCEEMPOWERMENT

MAKING AN IMPACTIN OUR COMMUNITIES
Some highlights from 2022 of our ongoingcharitable engagements through the CME Group
Foundation and the CME Group Corporate Giving
Program include:
Funded the initial installment of our $1 million
five-year commitment to The Obama Foundation
to support programming for Chicago youth.
Provided $875,000 in grants to 24 nonprofit
organizations focused on expanding access tocomputer science for middle school students.

SUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTMILLIONin total giving$650+
THOUSANDin scholarships

Aggregate support of $500,000 over the last~$300

for research on school leadership and its impact
on schools.
Contributed nearly $300,000 in matching gifts tocharities around the world.
APPENDIX$8.3+

Awarded more than $650,000 in scholarships.

five years to the George W. Bush Foundation

CORPORATESTEWARDSHIP

2022 COMMUNITYHIGHLIGHTS

THOUSANDin matching gifts

340
PAID DAYS OFF

utilized by employees forvolunteering

CME Group Bangalore employees volunteering.

|21

COMMUNITY COMMITMENTEMPOWERING YOUTH THROUGH THE
CME GROUP FOUNDATION

Overall, the CME Group Foundation allocated the following across its giving priorities in 2022:

The CME Group Foundation contributes to the creation of a workforce for the future that is equipped withthe skills needed to meet tomorrow’s global challenges. The Foundation provides students with the tools andresources they need to achieve their full potential and keep pace with dramatically evolving technology.

$1.80

Specifically, the CME Group Foundation is focused on the following priorities:
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

Helping students from low-income families succeed in college and their careers.

ABOUT CME GROUPMILLION$1.80
MILLIONHigher education, college
and career success

K-12 education

$1.68

$400

Ensuring children who are typically underrepresented in STEM have access to programs andresources in STEM pathways.

WORKFORCEEMPOWERMENTProviding K-12 students who are typically underrepresented with computer science andfinancial education.

SUSTAINABLE
SOLUTIONS

B
A
B

C

Supporting families and early learners who are preparing for kindergarten.

MILLION

Expanding our grant program to new causes
In 2022, the CME Group Foundation allocated $6 million in grants to universities, school districts and nonprofit
organizations that work to improve outcomes for underserved students.

APPENDIXC

Early childhood education

COMMUNITYCOMMITMENTCORPORATESTEWARDSHIP

A

Notably, the CME Group Foundation explored a new strategy in 2022 related to violence reduction andintervention. As part of this expansion, the Foundation administered a grant to Chicago Public Schools to help
pilot a program designed to re-engage high-risk students who disconnected from school during the pandemic.
As a result of this pilot, the State of Illinois granted Chicago Public Schools $16.2 million to continue theprogram in the coming years.

$300
THOUSAND

Violence reduction andinterventions

THOUSANDSpecial opportunities|

22

COMMUNITY COMMITMENT

The following table provides a breakdown of one-time and multi-year grants initiated by the CME Group Foundation in 2022.
Program

Grant

Grant Impact$75,000

One year to provide mental health support to preschoolers and their families

Latino Policy Reform$100,000

One year to build early childhood educator pipelines, focused on English
learners and bilingual students

Northwestern University$150,000

Over two years for a research study on the impact of Chicago’s universal
pre-K rollout

CSEdResearch.org$100,000

Over two years to study CME Group Foundation computer science grantees
and create recommendations for next steps

Illinois Science and Technology Institute$50,000

One year for STEM Challenge and the 6x3 Project Series$25,000

One year for Discover Computing Program$125,000

One year for Robotics: Middle School to High School Pathways Program

Scholarship America$600,000

Annual funding of the CME Group Foundation Scholars Program

Hope Chicago$75,000

One year to fund Student Success Coach and provide scholarships to five
Chicago Public Schools (CPS)

National Louis University$100,000

Over three years to support multi-year cohort of College and Career grantees

Early Childhood Education
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

Something Good in Englewood/Little Angels
Learning Center

ABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENT

K-12 Education

University of Illinois—Discovery Partners
Institute

CORPORATESTEWARDSHIPChildren First Fund—Chicago Public Schools

APPENDIX

College & Career

Foundation

The full list can be found at cmegroupfoundation.org.

|

23

COMMUNITY COMMITMENT

Advancing opportunities through the CME Group Foundation
Scholars Program
One of our key initiatives to further youth education and support underrepresented communities is our
CME Group Foundation Scholars Program. In 2022, we sponsored scholarships for 33 Black and LatinX college
students majoring in finance, technology or a related field among our 11 partner colleges and universities inIllinois to further their education. These scholarships support students from sophomores to seniors, as well as
students earning their master’s in finance degrees.
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

Participating Scholars also receive access to fellowship and internship opportunities, in addition to being
encouraged to apply for full-time jobs at CME Group upon graduation. In 2022, a number of the CME GroupThe CME Group Foundation Scholarship means being
able to focus on my studies rather than work multiple
jobs to cover tuition. After I graduate, I plan to continue
studying for (and pass) my financial certification exams
while strengthening my technology skills.

Foundation Scholars participated in our internship program. Additionally, four Scholars were hired into fulltime roles within the company.

ABOUT CME GROUPWORKFORCEEMPOWERMENTOur employees also play a tremendous role in the Foundation Scholars Program by reviewing applications for

AIAH RADWAN

potential Scholars, speaking on panels for the Scholars, holding resume review workshops and more.

CME Group Foundation Scholar, University
of Illinois Urbana-Champaign, Class of ’23

Creating these opportunities is just one way that we are driving talent acquisition and career development
practices aligned with our diversity and inclusion objectives.

SUSTAINABLE
SOLUTIONS

Since 2019, theCME Group Foundation
Scholars Program hasawarded:COMMUNITYCOMMITMENTCORPORATESTEWARDSHIP$2.5

APPENDIXMILLIONin scholarships to 69 students.

CME Group Foundation Board Member, Howard Siegel, witha Scholar.

|

24

COMMUNITY COMMITMENT|

25

STRENGTHENING OUR COMMUNITIESTHROUGH CORPORATE GIVING
Complementing the work of the CME Group Foundation, our Corporate Giving Program expands the reach of
our philanthropic efforts and community investments by engaging our workforce to contribute to programs
and causes that are meaningful to them.
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

Encouraging employee giving
Our Matching Gift Program matches gifts to

Select ERG charitable recipient organizations from

eligible charitable organizations of $25 or more,

2022 included:

up to $1,500 per calendar year per employee. In
ABOUT CME GROUP

2022, we contributed nearly $300,000 in matching
gifts across the global communities where we live

WORKFORCEEMPOWERMENT

and work.

Boys and Girls Clubof Chicago

Additionally, each of our 11 ERGs is allocatedDress for Success$5,000 annually to donate to a charitable
SUSTAINABLE
SOLUTIONS

Action Mental Healthorganization aligned with their interests.

Howard Brown HealthMujeres Latinas en
AcciónTragedy Assistance
Program for Survivors
UNICEF
World Land Trust

COMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

I appreciate that the CME Group Matching Gift
Program supports not only charitable organizations in
the U.S., but also those in other regions. It reinforces thatthe company values diversity and the importance ofbeing a good corporate citizen globally.

JESSICA LEUNG
Market Regulation,
Hong KongCOMMUNITY COMMITMENT

Volunteering our time
For the first time since the pandemic began, our employees
were able to resume volunteering in-person at companysponsored events. Our global colleagues were thrilled to
re-engage with their local communities in the following ways:

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

Bangalore: Employees continued advancing our relationship with Akshaya Patra Foundation, a group that strives to eliminateclassroom hunger by providing fresh and nutritious lunches to students in government schools and government-aided schools.
Volunteers organized clay lamp painting, paper lamp making and rangoli (floor art) competitions for over 100 children at agovernment school.

Belfast: Employees partnered with the Action for Children annual toy drive to provide gifts for low-income children and theirfamilies in the U.K.

ABOUT CME GROUP

Chicago: Employees spent afternoons sorting food donations for Nourishing Hope, an organization focused on eliminating hunger

WORKFORCEEMPOWERMENT

and poverty in Chicago, and packing hygiene kits for The Night Ministry, an organization whose mission is to provide humanconnection, housing support and health care to unhoused community members across Chicago.

SUSTAINABLE
SOLUTIONS

London: Employees visited the Newham University Hospital Rainbow Centre and converted the hospital play area into a WinterWonderland for children who were too sick to be home for the holidays. Gifts for the children were also generously donated by

COMMUNITYCOMMITMENT

CME Group employees.

CORPORATESTEWARDSHIPSingapore: Employees partnered with SPD, an organization that provides therapy and various support offerings to those livingwith physical, sensory and learning disabilities. The group took elderly clients of SPD, many of whom require wheelchairs due to

APPENDIX

mild or moderate impairments, to the S.E.A. Aquarium and to a local restaurant for lunch.

CME Group London employees volunteering at the Newham University
Hospital Rainbow Centre.

|

26

COMMUNITY COMMITMENT

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUP

Supporting St. Jude through our annual CME Group TourChampionship

Making college attainable through
Chicago Star Scholars Program

Throughout the 2022 Ladies Professional Golf Association (LPGA) season and culminating in the season-

For the sixth consecutive year, we helped makeending CME Group Tour Championship, CME Group donated over $1 million to St. Jude Children’s Researchcollege more affordable for graduates of Chicago

Hospital, supporting its mission of ensuring no family ever receives a bill for treatment, housing or travel when

Public Schools through our longstanding partnershipcaring for a sick child.

with the City of Chicago. In partnership with Chicago

We support St. Jude throughout the LPGA season in multiple ways, including our Score 1 for St. Jude initiative.
Through this effort, we donated $20,000 for every hole-in-one made on the LPGA tour during the 2022 season.
We also hosted a charity concert featuring Keith Urban at the CME Group Tour Championship and held an
online auction to benefit St. Jude.

Mayor Lori Lightfoot, we selected 22 Star Scholars
to receive a $5,000 scholarship paid over two years
to advance their pursuit of achieving a bachelor’s
degree in accounting, business management, finance,
economics, business or a STEM-related major at one

Through our support of women in business and women in sports, our tournament rewards world-class golfersof the Chicago Star Scholarship Program colleges

while also creating more equity within the sport. We are honored to recognize St. Jude for the critical workor universities. All award recipients must be recent

they do every day to save lives and ensure brighter futures.

graduates from the City Colleges of Chicago with acumulative GPA of 3.0 or higher. The Star Scholarship

WORKFORCEEMPOWERMENTProgram at City Colleges of Chicago has helped
more than 12,500 CPS graduates pursue their degree
debt-free.

SUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIXJUAN SALGADO$200

The CME Group Tour Championship is located in Naples,

THOUSAND

our support, we announced special donations of $100,000

in special donations to assist
in the rebuilding effortsFL., which, along with the surrounding Southwest Florida
area, was devastated by Hurricane Ian in 2022. To show
to both the Collier County Community Foundation and
Collier County 100 Club to assist in the rebuilding efforts
and provide financial assistance to those impacted
by the devastation, including those on the front lines.
We also invited several hundred local first responders,
including the men and women from local fire and police
departments as well as medical professionals and more, tobe our guests at the Keith Urban charity concert.

CME Group Chairman and Chief Executive Officer, Terry Duffy, at ourannual CME Group Tour Championship event for St. Jude.

With CME Group's
generous support,
our students are
better able to pursue
their education
goals and dreams.
We are grateful for
their partnership andshared mission thatis transforming lives
through education.

Chancellor of City Colleges of Chicago|

27

COMMUNITY COMMITMENT

INCREASING FINANCIAL EDUCATION WITH
FUTURES FUNDAMENTALS
Launched by CME Group in 2015, Futures Fundamentals is an industry-wide education initiative designed
to simplify and explain complex market topics. In partnership with other industry organizations, Future
Fundamentals is a 501 (c)(3) organization that provides online resources for derivatives education includinginteractive tools, a trading simulator and curriculum for a wide variety of audiences. The goal of the site is
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERto make financial education an engaging experience for anyone, regardless of how well versed they arein finance.
In addition to Futures Fundamentals, we offer the Econ Essentials program, a collaboration between Futures
Fundamentals and Discovery Education that provides teachers with resources to explain basic economic

ABOUT CME GROUP

principles through real-world applications.

WORKFORCEEMPOWERMENTTHROUGH THE ECON ESSENTIALS PROGRAM:SUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENT

2.1
MILLION

CORPORATESTEWARDSHIPAPPENDIX

372
THOUSAND

students reached to datestudents reached in 2022

31

100%

THOUSANDYEAR-OVER-YEAR
INCREASE

students reached on average permonth

in pageviews and the number of visitors
to the site

Learn more at futuresfundamentals.org.

|

28

C O R P O R AT E S T E WA R D S H I P|

29CORPORATE STEWARDSHIPAt CME Group, we are guided by a set of values
that define how we do business, serve our clientsand conduct ourselves every day. By aligning ourgovernance approach with best practices, we
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERare able to strengthen board and management
accountability, promote long-term shareholder
value and sustain continued success. We areproud of the trust we have built with our clients,
employees, regulators and shareholders globally—

ABOUT CME GROUP

a trust that is maintained by operating our businessaccording to our five key values:

WORKFORCEEMPOWERMENT

Lead with conviction and integrity
SUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIP

Advance the global economy

Embrace the exchange of ideas

ADVANCING BUSINESS PRINCIPLES THROUGH OUR BOARD OF DIRECTORS
Our Board of Directors oversees and advances our core business principles, which provide a framework for our effective corporate governance. Our Board continues tofocus on the issues that matter most to our company, our clients, our employees and our other stakeholders. In 2022, the Board was specifically focused on:

APPENDIX

Build lasting relationships

Act with ingenuity every day• Continuing to oversee the company's risk and• Supporting the transition of our Eurodollar

compliance functions, including its Global

contracts to our contracts based on themeaningful capital and operational efficiencies

Information Security Program.

Secured Overnight Financing Rate (SOFR).

across a diverse and globally relevant product set.

• Positioning CME Group to deliver long-term• Proactively engaging with policymaking bodies• Innovating and offering market participants• Fostering an environment where our employees

revenue growth by strengthening clientand expressing our views with respect toare engaged, have meaningful developmental

engagement and delivering effective risk

issues of importance to our company, market

opportunities and feel included and valued.

management services and innovative products

participants and the industry.

and services.

• Continuing to oversee the partnership with
Google Cloud.

• Continuing to deliver value to our shareholders.

C O R P O R AT E S T E WA R D S H I P

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUP

Our Board's diversity
is critical to the successof CME Group and ourability to create longterm value. We continue
to make diversity inbackground, experienceand identity a priority in
our searches for director
candidates.

WORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPPHYLLIS LOCKETTChair of the CME Group Boardof Directors' Nominating andGovernance Committee|

30

Expanding the diverse perspectives of our Board
We aim to convene directors who have diverse knowledge, skills and experiences, and when working together, are best equipped to carry out the Board’s responsibilities.
In 2022, we set out on a multi-year project to assess our Board’s competencies to ensure we have a mix that optimizes the Board’s ability to effectively oversee thecompany based on current and future business needs. Notably, at our May 2023 annual meeting of shareholders, two new directors joined our Board in light of two
directors retiring. These directors bring gender and racial diversity to the Board, with combined experience in global financial services, public policy, audit, ESG andcybersecurity-related matters.

OUR BOARD AT A GLANCE (2022)

11

29%

YEARS

BOARD QUALIFICATIONS AND EXPERIENCESWOMEN (EQUITYDIRECTORS)GENDER
DIVERSITY

100%

ETHICS AND
INTEGRITY

39%

CORPORATEGOVERNANCE

52%

TECHNOLOGY AND
INFORMATIONSECURITY

35%

GLOBALPERSPECTIVE,
INTERNATIONAL

43%

FRESH
PERSPECTIVE(TENUREUNDER FIVEYEARS)

Average tenure

64

26%

YEARS

WOMEN
(OVERALL)GENDER
DIVERSITY

Average age

13%

APPENDIXRACIAL/ETHNIC
DIVERSITY

See our Proxy Statement for additional information on the attributes and qualifications of our Board members, including detailed biographies anddiversity statistics.

For information on our governance policies, see the following resources:
Board of Directors Code of Ethics|

Board of Directors Committee Charters|

Board of Directors Conflict of Interest|

Corporate Governance Principles

C O R P O R AT E S T E WA R D S H I PManaging company risk

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTWhile senior management is responsible for

Our ERM Program is designed to assure appropriate

Ensuring effective succession
planning

managing the company’s risk on a day-to-day

visibility, assessment, prioritization and reporting ofProviding effective continuity of leadership isbasis, our Board of Directors oversees risk

the full range of our key enterprise risks, which aremanagement activities and programs, includingorganized into six key risk categories: clearing house,

our Enterprise Risk Management (ERM), operational

compliance, financial, operational, reputational andresilience and cybersecurity programs.

strategic and commercial. Because our company

Each of our eight Board committees has dedicatedrisk-related responsibilities1, with our Risk

COMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

strategy. Among the Board’s principal oversight
responsibilities is to review and monitor plans for
succession of the Chairman and Chief Executive

faces such varied risks, the ERM Program facilitates

Officer and other members of senior management.

consistent and transparent risk management
practices throughout the organization.

Our Nominating and Governance Committee isproviding oversight of our overall risk management

Furthermore, we use the three lines of defense
model (management, risk and compliance functions

succession planning process and our Compensation

practices, including approving the ERM framework
and risk universe. The Risk Committee also assists

and internal audit) to manage and mitigate ourthe full Board in its oversight of the effectiveness ofenterprise risk. Key risk owners, including the Chief

our risk policies and processes.

Risk Officer of the Clearing House, Chief EnterpriseCommittee tasked with reviewing, assessing and

Risk Management and Compliance Officer, Chief
1

SUSTAINABLE
SOLUTIONS

vital to our success and central to our long-term ee our Proxy Statement for a summary of risk-relatedS
responsibilities by Board committee.

responsible for assisting the Board in overseeing theCommittee is regularly updated on key talent
indicators for the overall workforce, including
voluntary attrition, engagement, performanceand diversity.

Information Security Officer and Global Head ofOperational Resilience, report regularly to senior
management and the Board.

RISK UNIVERSE FOR 2022
CLEARING HOUSECOMPLIANCE

FINANCIALOPERATIONAL• Clearing House• Corporate• Accounting• Sourcing and

Financial
Resources• Clearing House
Operations

Compliance• Regulatory• Legislative andPolitical• Legaland Financial
Information• Credit, Market
and Industry

Third Party• Information
Security• Physical Security• Human Resources

REPUTATIONAL• Operational Resilience• Brand• Information Technology• Planning and Execution• Trading Operations• Post-Trade Services

STRATEGIC &COMMERCIAL• Growth• Commercial
Offerings

CME Group tracks impacts from climate and sustainability risk within the foregoing risk universe categories as applicable based on the potential impact to its
operations and strategy.

|

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C O R P O R AT E S T E WA R D S H I P|

32

ADVANCING OUR CULTURE OF STEWARDSHIP
Operating honestly, fairly, with transparency and in accordance with regulation is the cornerstone to ourbusiness success. Our established Compliance and Ethics Program promotes an ethical business culturethat drives company results and mitigates risks of misconduct and legal violations. This means enforcing
compliance with corresponding ethical standards as outlined for employees, suppliers and contractors while
creating an environment of respect and inclusion.
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERThe program is based on industry-leading practices, recognized benchmarks and regulatory guidance. Keyelements of the program include written policies and procedures, risk assessments, monitoring, educationand communications. It is led by our Managing Director, Chief Enterprise Risk Management and Compliance
Officer and supported by a cross-functional team of senior leaders with oversight by the Risk Committee.

ABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIP

External compliance and legal experts are also regularly consulted.

Upholding our Code of Conduct

Promoting a speak up culture

Our global Code of Conduct sets the tone for

A key element of our Compliance and Ethics

a culture of compliance, ethical conduct andProgram is providing employees with the resources

accountability and provides greater detail about

and ability to raise any instances of misconduct

the behavior we expect from our colleagues.

or violation of law. All CME Group colleagues

The Code applies to all employees, consultants

have a duty to report any concerning behavior

and contractors around the world. CME Groupthrough one of our many resources. For example,

colleagues must certify the Code of Conduct and its

colleagues have the ability to make anonymous

related polices on an annual basis.

reports to the CME Group Helpline where locally

Additionally, CME Group has adopted our Guide
to Conducting Business for Third Parties which isdesigned to help our third parties have a basic

APPENDIX

understanding of our standards for businessconduct. The Guide covers compliance topics
similar to those covered in our Code of Conduct.

permitted. Regardless of whether the report is
raised anonymously or not, we make every effort
to protect the confidentiality of anyone who raises
a concern in good faith. All reported matters
are taken seriously, investigated as necessary
and incorporated into our regular reports tosenior management and our Risk Committee.
Substantiated violations result in corrective action
or discipline, as appropriate, up to and including
termination.

C O R P O R AT E S T E WA R D S H I P|

33Reinforcing other firmwide policies
Outside of our Code of Conduct, CME Group expects our employees and those we conduct business with to uphold our other various compliance policies. These include the following:

Anti-Harassment &Non-Discrimination
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPSUSTAINABLE
SOLUTIONSAll CME Group colleagues are required to certify to

CME Group earns business based on merit and

CME Group’s approach to tax risk management andor contractors without regard to their race, gender,

the Code of Conduct and the Anti-Financial Crime

will not provide or receive improper or corrupt

governance is consistent with our overall approachage or any other legally protected characteristic.

Policy on an annual basis and periodic training ispayments. This means that we comply withto risk management. It requires compliance withWe are committed to providing a workplace freeprovided on the Code of Conduct and its related

anticorruption laws including the U.S. Foreign

our legal and regulatory obligations everywherefrom discrimination or harassment. Our principles

policies. Mandatory education on our AML program

Corrupt Practices Act and the U.K. Bribery Act

we operate.

of equality and opportunity guide us in the way weis provided to applicable colleagues in accordance

without exception, regardless of local businesstreat each other, as well as the way we work with

with regulatory requirements.

culture or practice. It also means that we compete

CORPORATESTEWARDSHIPAPPENDIX

Rulebooks for our futures and options on futures

Anti-Money Laundering &Economic Sanctions
It is CME Group policy to take all reasonable andmoney laundering, fraud or other financial crime,with applicable AML and economic sanction

In dealing with our clients, vendors, public officials,

innovate, embrace change and respond to theregulations. Clearing Members are required tobusiness partners and others, we will not seek

maintain AML and other diligence programs toto influence them, either directly or indirectly,

screen clients and market participants for whom

by providing something of value to improperly

they provide clearing services.

influence their decision making. On an annual basis,

Our program includes a risk-based process tooperations, from utilizing CME Group products

conduct client due diligence based upon the natureand services.

of the business relationship and the background of
the client.

role is dedicated to anti-money laundering (AML)

Our global Assurance Department conducts

and financial crime compliance, as well as otheranti-money laundering audits for our regulated

individuals who hold responsibility as AML officers

businesses and may conduct additional audits orin our regulated businesses.

examinations of certain elements of our program

CME Group has established risk-based processes
and procedures designed to ensure that thecompany does not transact or facilitate prohibitedbusiness with individuals or entities who are thetarget of applicable sanctions.
As described in the Code of Conduct, CME Group
has also adopted an Anti-Financial Crime Policy.

Ability to Organize
We must continually draw upon our resources toincluding the financing of terrorists or terrorist

Our program is supported by an individual whose

hard, but fairly, and in accordance with allapplicable antitrust and competition laws.

business include provisions relating to complianceappropriate steps to prevent persons engaged in
COMMUNITYCOMMITMENT

Tax Policy

CME Group considers all potential job candidates

our clients and other stakeholders.
WORKFORCEEMPOWERMENT

Anti-Corruption & Anti-Bribery

as part of its internal audit plan. The internal audit

all colleagues must certify to our Anti-Financial

including input from our ERM program, senior
management, the Audit Committee and other
Board committees with related risk oversight
responsibilities. The internal audit plan is approvedby our Audit Committee.

must have the greatest possible commitment
to teamwork, and we believe this can best be
accomplished without a union. An outside third
party such as a union cannot guarantee our success

Crime Policy and our Gifts and Entertainmentor our employees’ job security.

Policy. Role-based education is also provided.

CME Group is dedicated to providing a quality

Our program includes risk-based screening andwork environment. Our policies and proceduresmonitoring of third parties for potential corruption
risk and our Guide to Conducting Business for Third
Parties of CME Group outlines our expectations
for third parties, including expectations related tobribery and corruption.

plan is developed based on a prioritization of theaudit universe using a risk-based methodology,

needs of our clients. For this to be possible, weare designed to ensure that wages, benefits
and working conditions are fully competitive.
CME Group has created a wide variety offormal and informal systems to promote andsupport communication between employees andmanagement. CME Group also complies withapplicable works council requirements.

Human Rights
As outlined in our Modern Slavery Act Transparency
Statement, we are committed to treating all of
our colleagues with respect and dignity andensuring safe working conditions. This includes ourcommitment to challenge and confront the use offorced, compulsory, trafficked or child labor within
our organization and supply chains.

C O R P O R AT E S T E WA R D S H I P

Bolstering compliance training

Code of Conduct

Anti-harassment andAnti-discrimination Policies

Security Awareness and Phishing

Trading Best Practices

Speaking Up

Global Anti-money Laundering

Gift and Entertainment Policy and Global
Marketing Guidelines

EU Market Abuse

We expect our colleagues to act ethically and in line with our core values. We
reinforce these expectations with education and targeted communications.
In 2022, we provided a variety of employee-focused education programs in
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

the following areas with assignments based on an individual’s role within theorganization:|

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C O R P O R AT E S T E WA R D S H I P|

35

PROTECTING DATA PRIVACY & SECURITYA LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICEROur Global Information Security (GIS) Program is designed to mitigate information security risks and threats

We also established the CME Group Privacy Center so our stakeholders can easily access and understandto the company and safeguard the confidentiality, integrity and availability of our information and services.

our deep commitment and approach to data privacy. Our privacy compliance program is designed to enable

We deploy a defense-in-depth strategy that incorporates multiple layers of controls, including monitoring,

adherence to laws and regulations applicable to personal data that is processed, including the European

vulnerability management, identity and access management, multi-factor authentication and security

General Data Protection Regulation (GDPR) and contractual commitments to clients, vendors and otherassessments.

counterparties, as applicable.

To further mitigate cyber-risk, we routinely perform cyber-attack simulation exercises, provide annual

We are transparent in our policies on general personal data and rights, including for current, former andcybersecurity awareness and ongoing phishing training for our employees and conduct cybersecurity due

potential employees. Our Privacy Center also includes information about our cookies policy and subscription

diligence reviews of our third parties.

management. Our Data Privacy team worked diligently to advise and guide on the responsible collection and

Our Board and Risk Committee receive regular updates and education from our Chief Information Security
ABOUT CME GROUP

Officer regarding the activities and effectiveness of the GIS Program.

use of personal and health data as we supported reopening our offices and applicable vaccination and testing
requirements. Our privacy program is subject to periodic internal audits and external assessments.
For more information on our cybersecurity and data privacy efforts, see our Confidentiality and Data

WORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

Protection Policy.

C O R P O R AT E S T E WA R D S H I P

ADVOCATING FOR MARKET INTEGRITY
THROUGH INDUSTRY INITIATIVES
Our approach to stewardship extends beyond our own operations, supporting our principles to advance|

36

Participating in industry organizations
To promote an exchange of perspectives between peers and to support the collective efforts that advance ourindustry, CME Group participates in several industry-based organizations:the global economy, embrace the exchange of ideas and build lasting relationships. We do this throughour participation in industry associations, public policy advocacy and educational initiatives.

Analysis and Resilience Center

International Organization of Securities
Commissions’ Affiliate Members Consultative

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPClearing House and Exchange Forum

Committee (IOSCO)

Commodity Markets Council (CMC)

Managed Funds Association (MFA)

Electronic Debt Markets Association Europe

Overseas Security Advisory Council

Financial Services Information Sharing and

Securities Industry Financial Markets

Analysis Center

Association (SIFMA)

Financial Services Sector Coordinating Council

Sustainable Stock Exchanges Initiative

Futures Commission Merchant Council

SWIFT Information Sharing and Analysis Centre

Futures Industry Association (FIA)

Trisector Coordination (Electrical,

Global Association of Central Counterparties
Global Financial Markets Institute

APPENDIX

Communication and Financial Sector)
World Federation of Exchanges (WFE)C O R P O R AT E S T E WA R D S H I P

Increasing industry knowledge through market education

Participating in the development of public policy is vital to our business. It serves the best interests of our

As an industry leader, we believe it is important to equip stakeholders with educational materials and courses

shareholders, employees and clients and is a necessary component of good corporate citizenship. CME

to increase their knowledge about our products and services and the futures and options markets at large.

Group pursues our public policy objectives with integrity, responsibility and in compliance with applicable

One way in which we disseminate this information is through the CME Institute, which is designed to benefit

laws. CME Group participates in the public policy arena on a wide range of issues that are important to CME

traders at all stages of their careers through a full suite of courses, trading simulations and latest market trends.

worldwide, the growth and stability of the global economy and healthy capital markets.
See our Policy Engagement Statement for more information.

Many of our clients who interact with EU and U.K. retail investors are protected by Packaged Retail andInsurance-Based Investment Products (PRIIPs) regulation. With that in mind, we have created a suite of Key
Information Documents—called KIDs—which cover certain products. KIDs provide the product information
required by law to help clients understand the nature, risks, costs and potential gains of the product, andcompare it with others.

ABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

37

Engaging on public policyGroup shareholders, clients and employees, including issues relating to the financial regulatory environment
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER|CLIENT ENGAGEMENT METRICS & GROWTH IN 2022

~200

5%

NEW
INSTITUTIONAL
CUSTOMERSINCREASE IN CLIENTMEETINGS197%
INCREASE

in cross-product winsfrom 2021 and setting a new record

75+
THOUSANDsales touchpoints achieved

APPENDIX|38

APPENDIXCME GROUP SASB INDEXSecurity & Commodity Exchanges 		
SASB broadly defines “sustainability” as the corporate activities that maintain or enhance the ability of the company to create value over the long term. SASB standards are intended for use in communications to investors
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUP

regarding sustainability issues that are likely to impact corporate ability to create value over the long term. Use of SASB standards is voluntary. The following disclosure is based on SASB’s “Security and Commodity Exchanges”
industry-specific standard. While not all disclosure topics within the “Security and Commodity Exchanges” industry-specific standard may be relevant to CME Group’s “sustainability” (as defined by SASB), in the interest oftransparency, the below table provides requested information on a best efforts basis for 2022.
SASB CodeDescription

Promoting Transparent & Efficient Capital Markets
FN-EX-410a.1

WORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONS(1) Number and (2)average durationof (a) halts related
to public release of
information and (b)pauses related tovolatility

As a derivatives marketplace (not an equity marketplace), CME Group’s markets do not include equities of listed companies and, therefore, CME Group does not (and is not required to)halt its markets based on the public release of information. CME Group has several measures in place on its CME Globex electronic trading platform (CME Globex) that are designed
to operate its markets in an efficient and orderly manner during volatile market conditions, including the following:• Daily Price Limits: Price limits represent the maximum price range permitted for a futures contract in each trading session. If a price limit is hit, the market remains open; however, itcannot trade above/below that price range.
• Circuit Breakers: A series of price limits that, when reached, pause a market for a particular period of time to allow markets to reset.
• Velocity Logic: CME Globex monitors for potentially significant price movements in extremely small time increments. Velocity logic works in conjunction with price banding to address
market prices that move too far, too fast. If a velocity logic violation occurs, the applicable futures market is automatically temporarily suspended, as are all associated options markets.

COMMUNITYCOMMITMENT• Market-Wide Circuit Breakers: A control in CME Group equity products that suspends trading upon the activation of a market-wide regulatory halt pursuant to New York Stock
Exchange Rule 7.12 or Nasdaq Stock Market Rule 4121.
During 2022, approximately 950 circuit breakers were triggered and approximately 2,600 velocity logic events occurred. The duration of the pause or suspension is based on theapplicable contract and activity in the market. During 2022, there were no market-wide circuit breakers.

CORPORATESTEWARDSHIPAPPENDIXCME Group Response

FN-EX-410a.2

Percentage of trades
generated fromautomated trading
systems

The primary venue for trading CME Group futures and options is CME Globex, a resilient open access marketplace that provides global connectivity to CME Group markets.
CME Group employs many policies, procedures and controls that assist in the mitigation of risks associated with any type of electronic trading on CME Globex, including robust
protocols for risk management, operational and technological resiliency, market surveillance and cybersecurity. A highly granular and precise audit trail of all CME Globex activity
allows us to identify and monitor the trading activity of participants on CME Globex both on a real-time and post-trade basis.
The audit trail also allows us to identify activity originating from automated trading systems. Automated trading systems are used by nearly every type of participant, from farmers
to market makers. Automated systems allow these participants to provide deep liquidity with narrow bid-ask spreads, reduce price and execution risk, minimize market impact, andreduce costs.
We believe that open interest—the total number of open futures and options contracts held by market participants at the end of each day—is a reliable measure of thesustainability of our markets. Open interest is a measure of market liquidity and the ability of a participant to efficiently initiate or offset a futures or options position. These metrics
are available in the Daily Bulletin—Exchange Overall Volume and Open Interest on our Investor Relations page under volume reports.
The notional volume traded and market depth data published daily for our cash markets businesses are also reliable measures of the sustainability of our cash Treasury and FX
markets. These metrics are available in the UST Market Profile and FX Market Profile tools on the CME Group website.
In May 2022, we migrated the legacy EBS FX spot and forward products to CME Globex.

APPENDIXA LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENT|SASB CodeDescription

CME Group Response

FN-EX-410a.3

Description of alert
policy regarding
timing and natureof public release of
information

As a derivatives marketplace (not an equity marketplace), CME Group’s markets do not include equities of listed companies and, therefore, CME Group does not (and is not requiredto) have an alert policy relating to listed companies’ public release of information or company developments that may affect a stock price (positively or negatively).

FN-EX-410a.4

Description ofpolicy to encourageor require listedcompanies topublicly disclose
environmental,social, andgovernance (ESG)
information

As a derivatives marketplace (not an equity marketplace), CME Group’s markets do not include equities of listed companies and, therefore, CME Group does not (and is not requiredto) have such a disclosure policy.
Our focus is on developing products and services for our clients’ evolving risk management needs, including the increasing focus on ESG information and services. As a global
business operating in a complex environment, we understand the importance of developing both innovative and sustainable business solutions.
Our ESG-related contracts and services are designed to help global customers manage price risk in today’s energy, metals and agricultural ecosystems as they develop newtechnologies and other initiatives to meet market movement towards alternative sources of cleaner energy and sustainable agriculture. We are continuously in conversations withour clients regarding our products and services. As the market evolves, our products and services will evolve to reflect changing client needs. Specifically, we continue to develop
and enhance products that can help our clients manage risks associated with renewable energies and environmental change. ESG is a key priority in our product and services
development.
In 2022, we launched the following ESG and environmental-related products and services:• CBL Core Global Emissions Offset (C-GEO) futures which are intended to align with the Core Carbon Principles, an emerging set of transparent and consistent standards aroundthe supply of carbon credits as overseen by the Integrity Council for the Voluntary Carbon Markets• CBL N-GEO Trailing and CBL C-GEO Trailing futures contracts allowing clients to trade offset credits that are no longer within the eligibility window of the existing CBL N-GEO
and CBL C-GEO contracts

CORPORATESTEWARDSHIP

These products add to our existing environmental products, including our E-mini S&P 500 ESG futures and E-mini S&P Europe 350 ESG futures, other GEO futures and our broadarray of precious, base and ferrous metals futures that include highly recyclable products that are used in a variety of green technologies, from electric vehicle parts and batteries,
to wind turbines, energy storage and solar panels.

APPENDIX

Our leaders participate in and share their expertise with a number of high-profile initiatives and industry-led working groups, committees and taskforces designed to develop
market-wide approaches to advancing more sustainable financial markets.
Click here for more information on our ESG and environmental products and services solutions.

39

APPENDIXSASB CodeDescription|

CME Group Response

Managing Conflicts of Interest
FN-EX-510a.1
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

Total amount ofmonetary losses
as a result oflegal proceedings
associated withfraud, insider
trading, anti-trust,anti-competitive
behavior, market
manipulation,
malpractice, or otherrelated financial
industry laws or
regulations

In accordance with applicable securities laws and regulations, CME Group includes a description of material legal proceedings (including of the type, if any, described in FN-EX510a.1) in our annual and quarterly filings on Forms 10-K and Form 10-Q, respectively.
During 2022, the only legal and regulatory matter disclosed by CME Group in such filings was the putative class action complaint filed January 15, 2014 in the Circuit Court of Cook
County, Chancery Division, against CME Group and the Board of Trade of the City of Chicago, Inc. The plaintiffs, certain Class B shareholders of CME Group and Class B membersof CBOT, allege breach of contract and breach of implied covenant of good faith and fair dealing for violations of their core rights granted in the defendants’ respective Certificate
of Incorporation. Based on investigation to date, the company believes that it has strong factual and legal defenses to the claims.

40

APPENDIXSASB CodeDescription|

41

CME Group Response

Managing Conflicts of Interest
FN-EX-510a.2
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENT

Discussion ofprocesses for
identifying andassessing conflicts ofinterest

CME Group has adopted a Code of Conduct that applies to its employees, consultants and contractors. The Code of Conduct builds on CME Group’s business principle of “leadingwith conviction and integrity” by setting the tone for a culture of compliance, ethical conduct and accountability, and providing greater detail about the behavior expected fromour colleagues.
The Code of Conduct is supplemented by a more detailed, separate Conflicts of Interest Policy, which sets forth the process for identifying, monitoring and managing actual andpotential conflicts of interest. CME Group seeks to ensure that a conflict of interest does not adversely affect the interests of its organization, its clients, its shareholders or otherstakeholders. CME Group colleagues are required to disclose potential conflicts of interest, including but not limited to, those relating to personal relationships, outside businessactivities, financial interests and opportunities. These disclosures are reviewed and approved by the Compliance Department and management, as appropriate. In addition, CME
Group colleagues must certify to the Code of Conduct and the Conflicts of Interest Policy on an annual basis. CME Group Board members are subject to the Board of Directors Codeof Ethics, which requires that Board members avoid any circumstance that creates or appears to create a conflict between a Board member’s own interests and the interests of thecompany. The Nominating and Governance Committee is responsible for compliance with the Board of Directors Code of Ethics. Board members must certify to this Code of Ethics onan annual basis.
When identifying a situation where an actual or potential conflict of interest cannot be avoided, Compliance recommends appropriate actions to manage, document and, asapplicable, report the situation.
CME Group's program to address conflicts of interest includes:• Written policies (CME Group Code of Conduct, CME Group Conflicts of Interest Policy, Board of Directors Code of Ethics, Confidentiality and Data Protection Policy, Personal Trading
Policy, Anti-Financial Crime Policy)• Disclosure obligations to identify, assess and manage potential conflicts of interest• Regular, ongoing reviews of disclosures under our Conflicts of Interest Policy by Compliance

CORPORATESTEWARDSHIP• Regular and ad hoc awareness raising measures, including as required based on our operation of regulated businesses• Separate supervision and segregation of functions

APPENDIX• Confidentiality and information barriers• Checks, controls, monitoring and escalation in the case of non-compliance• Documentation and reporting to management and on an aggregated basis at the Board Committee level• Reporting avenues, including a third-party operated helpline with anonymous reporting in all permitted locations

APPENDIXSASB CodeDescription|

CME Group Response

Managing Business Continuity & Technology Risks
FN-EX-550a.1(1) Number ofsignificant market
disruptions and(2) duration of
downtime

During 2022, CME Group’s markets did not have any significant market disruptions.

FN-EX-550a.2(1) Number ofdata breaches,(2) percentage
involving personallyidentifiable
information (PII),(3) number ofcustomers affected

No material data breaches that required reporting under data privacy laws occurred during 2022.

FN-EX-550a.3

Description ofefforts to prevent
technology errors,
security breaches,and market
disruptions

CME Group has robust programs, policies and procedures reasonably designed to prevent technology incidents, security breaches and market disruptions.

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIXTECHNOLOGYCME Group maintains policies, standards, procedures and other documentation regarding its secure software development lifecycle, change management, availability management
and capacity planning, among others, which contribute to the prevention of technology incidents.
INFORMATION SECURITY
Our Global Information Security Program is designed and operated to mitigate information security risks and threats to the company and operates to safeguard the confidentiality,
integrity and availability of CME Group’s information and services. The program is designed to strengthen the integrity of the global markets we support, protect CME Group’s
information assets, maintain client and employee trust, support our pursuit of strategic objectives, contribute to shareholder value and preserve our reputation and brand.
The program deploys a defense-in-depth strategy, acknowledging the importance of people, process and technology in upholding information security. The strategy incorporates
multiple layers of controls, including, for example, monitoring, vulnerability management, identity and access management, multi-factor authentication and security assessments.
The program implements and maintains technical, physical and administrative safeguards to protect the confidential and sensitive information of our clients, employees and otherinformation in CME Group’s stewardship.
To achieve our objectives, we have chosen to base our Information Security Program on accepted industry frameworks. The NIST Cybersecurity Framework and other technicalstandards/frameworks (e.g., COBIT, FFIEC and ISO) are leveraged to incorporate best practices for managing information security on platforms relevant to the business.
As part of the Information Security Program, valuable external partnerships are established and maintained in order to gain more timely, comprehensive and actionable threat
information across geographies and industries, and to facilitate the exchange of best practices and security techniques. These relationships and partnerships allow for a high degreeof collaboration and cooperation with local, state, federal and international law enforcement and intelligence agencies, industry groups, and other private sector chief information
security officers.

42

APPENDIXSASB CodeDescription|

43

CME Group Response

Managing Business Continuity & Technology Risks
FN-EX-550a.3(continued)
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

Description ofefforts to prevent
technology errors,
security breaches,and market
disruptions(continued)

ABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

The program includes ongoing cyclical management of vulnerabilities, including coordination of identification, classification, remediation, mitigation, and metrics. Internal systems andthird party contracted organizations are engaged in order to execute internal and external penetration tests and vulnerability assessments. The program also includes solutions andprocesses that strengthen our security posture related to the provisioning, deprovisioning and access to our systems based on the principles that information should be limited to thosewith a need for access subject to strong authentication.
As part of the Information Security Program, CME Group operates a state of the art Cyber Defense Center that links virtually to its dedicated 24/7 international operational
cybersecurity teams and serves as a global hub for activities including log collection, event monitoring, threat detection and incident response, resiliency, operations, vulnerability
management and the proactive collection and processing of both open source and proprietary threat and intelligence feeds allowing the company to efficiently manage, quickly
investigate and respond to cybersecurity events. CME Group’s Global Information Security team conducts analysis and collaborates to effectively prevent, detect and respond to any
systemic events that might threaten our industry or the economy.
The Information Security program is led by CME Group’s Chief Information Security Officer (CISO) who reports to our Chief Information Officer, a member of our Management Team.
The program is overseen by the Risk Committee of the CME Group Board of Directors and the CISO has an indirect reporting line to the committee.
MARKET REGULATION DEPARTMENT
The CME Group Market Regulation Department is responsible for monitoring our markets to identify and prevent potential rule violations, including disruptive trading practices. The
department utilizes sophisticated regulatory systems to conduct market and trade practice surveillance. A key element of our regulation program is educating our market participants
about the requirements and expectations detailed in our rulebooks and trading advisories. When violations are identified and disciplinary action may be warranted, enforcement
proceedings are conducted before a disciplinary panel, and appropriate disciplinary actions are taken.
OPERATIONAL RESILIENCE PROGRAM
The CME Group Operational Resilience (OpRes) Program serves to mitigate potential impacts to our markets, clients, assets and employees, and to safeguard the effective availabilityof critical products and services. The OpRes Program is designed to ensure that CME Group can respond appropriately to incidents while protecting the interests of its stakeholders,
ensuring the safety of employees and protecting its reputation and brand.
Our OpRes team continually identifies new and changing business risks to our operations across all CME Group locations through internal monitoring and planning, industry and agency
partnerships, and various information sharing organizations across the globe. The OpRes team works with departments and employees across the company to assess risks at varying levelsof severity. We have developed a framework for mitigating these risks designed to ensure our business and our markets continue to operate effectively through various resiliency strategies.
Key aspects of the OpRes Program include:• System Resilience (Disaster Recovery): helps ensure that technology is readily available, usable and reliable. The program mitigates our risk by enabling and validating the recovery
strategies of production systems following an adverse technology event. Furthermore, the program works hand-in-hand with leaders to meet regulatory and business-led recovery
time objectives for our systems, with the goal of recovering our systems before experiencing a material impact to our business. As part of the System Resilience program, CME
Group holds various and ongoing system resilience exercises which include full failover exercises, response and recovery documentation and the maintenance of various resiliency
strategies. OpRes’ testing strategy includes failing over all applications that reside in CME Group data centers and cloud providers.
• Business Resilience: helps ensure that CME Group can rapidly adapt and respond to demands, disruptions or threats, while maintaining our operations, safeguarding our people andsecuring our assets.
• Crisis Analysis and Response: monitors and prepares for unique, high-risk events and potential market threats and ensures the appropriate expertise is gathered from across theenterprise to evaluate, plan for and manage any incidents that may impact markets, customers and brand.
Efforts have been taken to align the OpRes Program with industry-best practices classified in NIST and other applicable U.S. and international standards stemming from ourcategorization as a systemically important market utility and systemically important derivatives clearing organization.

APPENDIXSASB CodeDescription|

44

CME Group Response

Managing Business Continuity & Technology Risks
FN-EX-550a.3(continued)
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

Description ofefforts to prevent
technology errors,
security breaches,and market
disruptions(continued)

ABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIXINFORMATION GOVERNANCE AND DATA PRIVACYCME Group is committed to protecting its proprietary, confidential and personal data, including information relating to its business, customers, vendors, strategic partners, employees
and other third parties. We have an established Information Governance and Privacy Program which is designed to support our company in managing our data and corporate
information in compliance with applicable laws and regulations and reducing risk associated with our data.
THIRD-PARTY RISK MANAGEMENTCME Group maintains a Third-Party Risk Management (TPRM) Program designed to identify, assess and manage potential risks relating to the engagement of certain third parties
that support CME Group in delivering its business strategy, including the operation of its markets. TPRM monitors third parties who present moderate to critical risk throughout their
engagement lifecycle. The TPRM Program coordinates with Procurement, Legal, Information Security, Information Governance and Privacy and OpRes teams, allowing our contracts
and vendor renewals to align to our risk management posture, provide adequate assurance and meet regulatory requirements. The OpRes team works with TPRM to help provide
assurances that third-party vendors impacting our critical operations have business continuity and disaster recovery plans to minimize service interruptions and control issues,
whenever unforeseen disturbances arise involving a third party’s operation.
INSURANCE
We maintain insurance coverage that may, subject to the terms and conditions of the policy and payment of significant deductibles, cover certain aspects of cybersecurity issues.
MONITORING, TESTING AND AUDIT
We have adopted a risk-based approach to our monitoring, testing and auditing practices, which is consistent with our overall Enterprise Risk Management (ERM) Program andthe levels of acceptable appetite for managing key risks associated with our business and strategy as approved by the Board of Directors. Through the ERM Program, we provide acomprehensive review of our risk management practices and endeavor, in an ongoing manner, to provide assurances that enterprise risks, including those relating to technology errors,
security breaches and market disruptions, are identified, assessed, measured, prioritized and reported by management responsible for the respective risks.
The CME Group Internal Audit function and our IT Controls and Compliance team conduct independent testing and monitoring utilizing various methods to verify compliance withwritten policies and procedures, validate control effectiveness and assess risk exposure from identified control weaknesses or gaps. In addition, our regulated businesses are subject toexaminations from multiple regulatory bodies, including the CFTC. We conduct internal security audits and vulnerability assessments as well as internal and external penetration tests,
tests of our cyber security incident response protocols and regulatory IT control testing.
CME Group has obtained the ISO27001 information security certification, an international standard signifying that CME Group manages information security with processes that
preserve the confidentiality, integrity and availability of information.
Our data privacy program is subject to periodic internal audits and external assessments.

APPENDIXSASB CodeDescription

CME Group Response

Average daily volume
traded, by product orasset class

FUTURES AND OPTIONS ON FUTURES CONTRACTS (in thousands)
The following summarizes average daily contract volume for 2022.

|

45

Activity Measures
FN-EX-000.A
A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICER

Aggregate Average Daily Volume: 23,291
Average Daily Volume by Product Line:Interest rates: 10,818
Equity indexes: 7,650
Foreign exchange: 987
Agricultural commodities: 1,289
Energy: 2,026
Metals: 521

ABOUT CME GROUPWORKFORCEEMPOWERMENT

Average Daily Volume by Venue:
CME Globex: 21,712
Open outcry: 800
Privately negotiated: 779

SUSTAINABLE
SOLUTIONSCASH MARKETS BUSINESS (in billions)
The following summarizes related average daily notional value for 2022:

COMMUNITYCOMMITMENT

European Repo (in euros) $345.2
U.S. Treasury: $126.1
Spot FX: $65.7

CORPORATESTEWARDSHIP

Market statistics, including greater detail on average daily volume, are available at http://investor.cmegroup.com/volume.
APPENDIXFN-EX-000.B

Average daily volume
traded, by product orasset classMarket statistics, including greater detail on average daily volume and rate per contract, are available at http://investor.cmegroup.com/volume.

NOTES:
This report is limited to operations controlled by CME Group Inc. On September 1, 2021, we completed our 50/50 joint venture, OSTTRA, with IHS Markit. CME Group continued to provide certain services to OSTTRA relating to the contributed businesses pursuant to a transition services
agreement during 2022. All amounts regarding contract volume are for CME Group's listed futures and options on futures contracts unless otherwise noted. Total contract volume includes contracts that are traded on our exchange(s) and cleared through our clearing house and certain
cleared-only contracts. Volume is measured in round turns, which is considered a completed transaction that involves a purchase and an offsetting sale of a contract.

APPENDIX|

2022 GHG EMISSIONS SUMMARY
The table below shows 2022 total GHG emissions by Scope and Category

A LETTER FROMOUR CHAIRMAN &CHIEF EXECUTIVEOFFICERABOUT CME GROUPWORKFORCEEMPOWERMENTSUSTAINABLE
SOLUTIONSCOMMUNITYCOMMITMENTCORPORATESTEWARDSHIPAPPENDIX

Scope Category

Total Usage

Units

Emissions% of Total

Emissions% of Total(MT CO2e)—Location(Scopes 1 + 2 + 3)

(MT CO2e)—Market(Scopes 1 + 2 + 3)

134

0.1%

134

0.1%

1

Direct Emissions from Owned of Controlled Sources

1

Natural Gas

692,215

kWh

125

0.1%

125

0.1%

1

Diesel

3,448

kWh

1

0.0%

1

0.0%

1

Mobile Combustion

32,297

miles

8

0.0%

8

0.0%

2

Indirect Emissions from Purchased Energy

19,57411.8%

18,962

11.7%

2Electricity

46,418,831

kWh

18,32911.1%

17,71810.9%

2

District Cooling (Chilled Water)

1,968,060

Ton-hours

1,245

0.7%

1,245

0.8%

3

All Other Indirect Emissions

145,73988.1%

143,12088.2%

3

Fuel and Energy Related

var.

1,221

0.7%

1,221

0.8%

3

Business Travel (Air Flights)

miles

1,753

1.1%

1,753

1.1%

3

Employee Commuting

var.

1,882

1.1%

1,882

1.2%

3

Purchased Goods + Services

724,956,038

USD

94,68757.2%

94,687

58.4%

3

Capital Goods

171,267,085

USD

24,85815.0%

24,85815.3%

3

Upstream Leased Assets

20,337,846

kWh

7,634

4.6%

5,070

3.1%

3

Downstream Leased Assets

30,296,050

kWh

13,616

8.2%

13,562

8.4%

3

Waste

var.

87

0.1%

87

0.1%

Total

11,323,867

165,446

162,21646

About CME GroupAs the world's leading derivatives marketplace, CME Group (www.cmegroup.com) enables clients to trade futures, options, cash and OTC markets, optimize portfolios, and analyze data—empowering market participants worldwide to efficiently manage
risk and capture opportunities. CME Group exchanges offer the widest range of global benchmark products across all major asset classes based on interest rates, equity indexes, foreign exchange, energy, agricultural products and metals. The
company offers futures and options on futures trading through the CME Globex® platform, fixed income trading via BrokerTec and foreign exchange trading on the EBS platform. In addition, it operates one of the world's leading central counterparty
clearing providers, CME Clearing.

Questions?
To learn more about CME Group’s ESG strategy & initiatives, please contact us at esg@cmegroup.com

CME Group Inc. makes every effort to use reliable, comprehensive information, but we make no guarantee that it is accurate or complete. We have no
obligation to tell you when opinions or information in this report change.
Details on our financial performance can be found on our corporate website and in our public filings available through the U.S. Securities andExchange Commission (SEC). Our ESG reporting describes those topics which we consider to be the most important to stakeholders when evaluating
environmental, social and governance issues at CME Group. Therefore, materiality and its relevant definition as used in this report and our ESG
materiality review process is different than the definition used in the context of filings with the SEC. Issues deemed material for purposes of this reportand for purposes of determining our ESG strategies may not be considered material for SEC reporting purposes.
This report contains “forward-looking statements” within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation ReformAct of 1995. Forward-looking statements are not historical facts, but instead represent only the company’s beliefs regarding future events, manyof which, by their nature, are inherently uncertain and outside of the company’s control. It is possible that the company’s actual results may differ,possibly materially, from the anticipated goals and targets indicated in these forward-looking statements. For information about some of the risks andimportant factors that could affect the company’s future results, see “Risk Factors” in Part I, Item 1A of the company’s Annual Report on Form 10-K forthe year ended December 31, 2022 and “Risk Factors” in Part II, Item 1A of the company’s subsequent Quarterly Reports on Form 10-Q.
Unless otherwise noted, this report covers initiatives and performance metrics associated with our global operations from January 1 throughDecember 31, 2022.
All figures regarding contract volume are for CME Group’s listed futures and options on futures contracts unless otherwise noted. Total contract
volume includes contracts that are traded on our exchange(s) and cleared through our clearing house and certain cleared-only contracts. Volume ismeasured in round turns, which is considered a completed transaction that involves a purchase and an offsetting sale of a contract.
Third parties, including charities, mentioned within this report are not affiliated with CME Group, unless otherwise disclosed. Any mention of the third
parties should in no way be considered to be a solicitation or endorsement by CME Group on behalf of the third parties named.
CME Group continues to strive to improve reporting and disclosing emissions as accurately as possible as the market trends, expectations andresources continue to evolve and improve. While our boundaries and emissions have stayed largely the same between 2021 and 2022, there weresome changes occurring from vacating data center and office spaces, as well as reallocation of emissions between Scope 2 and 3 to accommodatechanges in Landlords’ reporting boundary, resulting in an increase in emissions of 3% across total market-based emissions.
As a result, comparisons with prior year ESG Reports will have minor discrepancies as to allocations of emissions between Scopes 2 and 3.
Calculations and reporting have been done in accordance with the GHG Protocol and also with UK SECR mandated reporting. Scope 1 GHG
emissions are direct emissions from sources that are owned or controlled by the company. Scope 2 GHG emissions are indirect emissions from sourcesthat are not owned or controlled by the company. Scope 1 and Scope 2 operational emissions were calculated using real whole building and prorated
data within each building location. For locations where this information could not be obtained, a value per square foot of office space was used.
Scope 3 GHG emissions are the result of activities from assets not owned or controlled by CME Group, but that CME Group indirectly impacts in its
value chain.

In order to better align with our operational reporting boundary, to conform with evolving industry best practices and based on better informationfrom landlords and data center providers, we made a number of improvements to our reporting from prior years, including: Some notable landlords
or data center providers consider certain portions of emissions (particularly with respect to cooling) as their Scopes 1 or 2 emissions. In those cases,
we report those emissions in our Scope 3 Upstream Lease Assets category so as to avoid double counting of emissions.
Due to the limited amount of operational control, emissions related to third party subtenants who sublease from CME Group are either excluded
from our emissions or considered to be within our Scope 3 Downstream Leased Asset emissions depending on the circumstances and industry bestpractices.
Emissions related to colocation customers in our largest data center located in Aurora, Illinois is particularly complicated. Because CME Group
has limited operational control or influence over procurement of data center equipment in these spaces nor control over how the equipment is
operated, emissions related to powering this equipment is reported as Scope 3 downstream emissions for CME Group. Due to the shift of theseemissions into CME Group’s indirect Downstream Scope 3, and the cooling for customer colocation space belonging to the Scope 1 or 2 emissions
for the data center provider, this cooling load which was considered part of CME Group’s upstream leased assets in our 2019 report are now be
considered the Scope 3 Upstream Leased Assets emissions for the colocation customers and, therefore, are no longer included within CME Group’s
value chain.
Additionally, for the 2020 - 2022 studies, CME Group focused on improving sustainability measures and increasing the accuracy of reportingby expanding reporting boundaries to include all material Scope 3 categories. In our 2019 report, CME Group reported on only upstream assets
and business travel. Our environmental disclosure initiatives will continue to evolve and new strategies will be developed and implemented anddiscussed in our future ESG reports.
Emissions related to businesses and employees transferred to OSTTRA were removed from our reporting following the closing of the joint venture as
we are only reporting on entities for which we have greater than 50% operational control.
CME Group, the Globe logo, CME, Chicago Mercantile Exchange, Globex, and, E-mini are trademarks of Chicago Mercantile Exchange Inc. CBOT
and Chicago Board of Trade are trademarks of Board of Trade of the City of Chicago, Inc. NYMEX, New York Mercantile Exchange and ClearPort
are trademarks of New York Mercantile Exchange, Inc. COMEX is a trademark of Commodity Exchange, Inc. BrokerTec and EBS are trademarks ofBrokerTec Europe LTD and EBS Group LTD, respectively. Dow Jones, Dow Jones Industrial Average, S&P 500 and S&P are service and/or trademarksof Dow Jones Trademark Holdings LLC, Standard & Poor's Financial Services LLC and S&P/Dow Jones Indices LLC, as the case may be, and havebeen licensed for use by Chicago Mercantile Exchange Inc. All other trademarks are the property of their respective owners.