20
23
K2 Partnering Solutions

Corporate
SocialResponsibility
ReportA year full of successwww.k2partnering.com

Message from
our CEO“I’ve always maintained that this business is not for
the faint of heart. Professionalism, innovation andresilience are key traits to help us achieve our goals.
Over the years we’ve faced significant challenges,
from a pandemic to recessions. Regardless of allthese obstacles, we’ve adapted and continued to
thrive. Our resilience truly emphasizes what an
exceptional organization K2 is. Each of our talented,
loyal professionals is committed to making K2 a ‘bestin class’ organization and I’m extremely proud of the
progress we made in a very challenging year.
Our commitment to corporate social responsibility(CSR) doesn’t just rely on business growth. It directly
impacts the people we attract, our company culture
and how we navigate through our day-to-day lives. As
we continue to grow and get stronger, it means more
opportunities are created for every employee.

We welcome and celebrate
people from all backgrounds
and take pride in their personal
and professional successes.
It is our mission to continue
to build a work environmentthat celebrates diversity,where everyone feels safeand protected and proud
to be a part of. That is why
it has always been our goal
to create a company thatthrives on communication andcollaboration.
Being a people businessmeans that our sustainability
strategy is at the forefront ofour goals for positive change.
It is built around three key
pillars - environmental, social,and governance (ESG) - whichcoincide with our core businessvalues:

I believe the personal natureof our business and oursolid commitment to ourcommunities are key reasons
K2 attracts outstanding people
who want to work with us. We
will continue to evolve, innovateand succeed for not only ourorganization’s people, but also
our global communities and theplanet itself. As we move into
the future, we’re continuing toembrace emerging technologies,
particularly artificial intelligence(AI). It is changing the way weand other organizations interact
with the world. We look forward
to harnessing the full potentialof AI to carry on improving our
ESG and CSR efforts.”

Environmental: Our pledge to asustainable future
Social: Our people, employee
engagement and thecommunities around us
Governance: Our ethics andbusiness conduct
Our commitment to creating a
positive societal impact, anda sustainable business andenvironment, begins with eachand every person.

Antonio Guilino

Chief Executive Officer

1Our People andthe Community

Our Environment

The Three
Pillars of our
Corporate
SocialResponsibility

Governanceand Ethics

2

Table ofContents
Pillar 1

Pillar 2

Pillar 3

Our People and the Community

Our Environment

Governance and Ethics

6. Our Environment
6.1: Green Cloud Computing
6.2: Creating a Plastic Free Environment
6.3: Our Paperless Initiative
6.4: Green Commuting
6.5: Zero Waste Commitment
6.6: One Tree Planted
6.7: Cycle to Work Program

7. Governance and Ethics
7.1: Our Employee Code of Conduct
7.2: Our Supplier Code of Conduct
7.3: Mental Health, Stress andWellbeing Policy
7.4: Harassment, Discrimination and
Bullying
7.5: Whistleblowing
7.6: Data Protection
7.7: Anti-bribery and Corruption Laws
7.8: Environmental Policy

1. We Care About our People
1.1: Our Responsibility Credo
1.2: Supporting our Employees’ Wellbeing
1.3: Mental Health and Building
Awareness
1.4: Our Awards
1.5: Global Health and Safety Guidelines
and Maintaining a Healthy Work-life
Balance
2. Our Employee Recognition
Program
2.1: The Incentive Trip
2.2: Employee Anniversary
Rewards Program
2.3: The Shared Services Award
3. We Invest in our People
3.1: Our Career Navigation
3.2: Professional Development for our
Employees and K2 Campus
3.3: Onboarding Scheme
3.4: Global Academies
3.5: Three-Tier Leadership
Development Plan

3.6: Mentoring Scheme
3.7: Internships
3.8: Sales Enablement on Demand
3.9: Foreign Exchange Program
3.10: Integrating our Acquisitions
4. Diversity, Equity and Inclusion(DE&I)
4.1: Our Workforce
4.2: An Overview of Our People Practices
4.3: Education
4.4: Initiatives and Partnerships
4.5: Ethnic and Racial Diversity
4.6: LGBTQIA+ Community
4.7: Professionals with Disabilities
4.8: Gender Equality and Womenin the Workforce
4.8: Creating a Culture of Inclusion
5. Our Community
5.1: Caring for our Community
5.2: Our Charity Day Initiative and Policy
5.3: Global Culture Week
5.4: Other Initiatives Around the World
5.6: Our Commitments for 2024
and Beyond

3Chapter 1.

Our business thrives on people, including staff, clients, customers,
and the global community.
Each employee’s talents drive innovation and shape our culture.
We prioritize recognizing and supporting individuals to reach their full potential.
Additionally, we’re committed to improving planetary and human health throughcharitable efforts and sustainable practices. Our dedication extends to supporting
environmental preservation and global sustainability organizations. We continuously
assess and enhance initiatives to better serve our staff and communities.

It’s our duty to constantly review andimprove the initiatives that are in place forour people.

We
Care
About
our
People01

Chapter 1. Our People and the Community

1.1 Our Responsibility CredoFirst off, our people are our backbone. Whether they’re leading the charge
or supporting behind the scenes, they’re the real MVPs driving this wholeoperation. We rely on our innovative and reliable individuals to steer us tosuccess.
Next up, our business partners. We’re all about nurturing solid relationships
with the best organizations in the market. We’re always tuned in to what
they need and how we can find them the best solutions.
Then, our clients. Companies that have shown fairness and loyalty in theirdealings with us, and are the most exciting in their fields, are recognizedand developed for long term, lasting relationships. We never go forshort-term gain at K2.
Can’t forget our third-party vendors. They’re putting their trust in us to get
the job done, so we must make sure we’re delivering for them.
Last but not least, our community and the environment. We’re all about
supporting people in our local areas, doing our part to keep this planet ingood shape, and giving back whenever we can. Whether it’s throwing downsome sponsorship cash, getting our hands dirty with some hands-on help,
or matching the generosity of our own crew, we’re committed to making theworld a better place.

1.2 Supporting our Employees’ Wellbeing
We place a high value on the physical and mental health of our associates
and that is a key element to our culture. It is vital that we maintainregular and open communication throughout our organization to ensureeach employee has the opportunity to talk about anything that may beconcerning them, both professionally and personally.
5

Chapter 1. Our People and the Community

1.3 Mental Health and Building AwarenessWe recognize that it is important
to be transparent throughout ourcompany to build awareness about
mental health. We have several
initiatives to reassure our employeesthat there are a number of options
for anyone in need of mental healthsupport.
Our Mental Health, Stress andWellbeing Policy is outlined in our
Employee Handbook. We place highvalue on the physical and mental
health of our employees and we arecommitted to putting reasonablemeasures in place that encourageand protect employees from theeffects of work related stress.
We have incorporated hybrid working
models as a constant part of how
we do business. Recognizing thediverse needs and preferences of
our team, we’ve integrated remote
and in-office options, empowering
our associates to tailor their work

Fitness
Challenge:

environments to suit their individual
styles. This flexibility not only
enhances productivity but also
contributes to a healthier worklife balance. We have also placed
additional emphasis on physicaland mental health by providing a
mix of private health care options
which include: therapy sessions, gym
allowance or partnership with gyms,
and a variety of employee assistanceprograms.
An example of how we have upheld
communication regarding mental
health is our regular series of
podcasts that were led by our Chief
People Officer, Tricia Bielinksi,throughout the COVID-19 pandemic.
Tricia focused on a range of topics
surrounding mental health, sharing
her own real-life stories, experiencesand examples of how she has
witnessed and helped individuals
overcome difficult times.

Supporting our people’s
physical wellbeing:
the step challenge
Every year we encourage
everyone at K2 to join ourcompany-wide fitness
challenge.

We also support our employees’
wellness through our monthly internal
newsletter.
In each edition, we include a feature
relating to self care and mental healthmanagement.
We also suggest wellness practices
based on various areas of interest,
including social, emotional, spiritual,physical and mental wellbeing. By
promoting a company-wide step
challenge on a yearly basis, we want toencourage the incorporation of healthy
habits into the life of our associates.
Beyond the physical benefits, the step
challenge energizes our workplace,encouraging everyone to take breaks,
stretch their legs, and ultimately
prioritize their wellbeing. Being a global
event, it also promotes a sense of unity.

The benefits:- Energizing our workplace- Getting away from screens
to stretch our legs
- A sense of unity- Building better habits
In 2024, we will further
encourage mental healthand wellbeing initiatives
with a company wide
campaign, focusing on thevarious topics that fallunder the overachieving
issues related to Mental
Health and wellbeing. By
providing digital information
through our many internal
communication channels we
aim to continue to adhere
to our ‘Go Green’ and‘paperless’ environmental
commitments. This will fit
into our Wellness Action
Plan for 2024 and beyond.

6

Chapter 1. Our People and the Community

1.4 Awards
These awards symbolize our dedication to fostering
a positive, healthy and engaging environment for our
employees. They inspire us to carry on forging an
exceptional workplace where individuals thrive, andcollective success is celebrated.
Our most recent recognition, awarded in April 2024,
was a silver medal in the prestigious EcoVadis
business sustainability ratings. EcoVadis is aleading provider of business sustainability ratings,
intelligence, and performance improvement tools for
global supply chains.
This recognition places us among the top 15% of all
rated companies for sustainability.

Other Goals for 2024
Include:▪ To build and maintain a workplaceenvironment and culture that supports
mental health and wellbeing and prevents
discrimination (including bullying andharassment).
▪ To increase employee knowledge andawareness of mental health and wellbeing
issues and behaviours.
▪ To reduce stigma around depression andanxiety in the workplace.
▪ To facilitate the employees’ active
participation in a range of initiatives that
support mental health and wellbeing.

1.5 Maintaining a Safe Working Environment:
Since embracing a hybrid work
schedule in 2020, we’ve empowered
our team to achieve a harmonious
work-life balance. Recognizing theimportance of people’s health, we goa step further by providing ergonomic
solutions and accommodations
tailored to the unique needs of ourworkforce.
Our associates are given healthand safety guidelines that form thefoundation of a secure workplace
which adheres to local regulations.
We emphasize the importance of
maintaining clean and organizedworkspaces, and conduct regulartraining sessions to heighten
awareness regarding potential
hazards. In addition, strict fire safety
regulations are followed to mitigate
risks in the event of an emergency.
Access controls are implemented
to safeguard our premises, and we
encourage our employees to adhere
to these measures to maintain asecure working environment.
Our dedication to these guidelines
reflects our ongoing commitment tocreating a work culture that nurtures
both professional excellence and theoverall wellbeing of our employees.

7Chapter 2.

Over the years, we have developed an incredible Employee
Recognition Program.
We strive to acknowledge each person with deserved gratitude and appreciation,
as well as rewarding employees with meaningful gestures.

We Aim to Recognize and Reward

Our
Employee
Recognition
Programs

02

Chapter 2. Our Employee Recognition Programs
Carol Hosokura, Principal Associate, Japan“The Incentive Trip is a focal point of the year and a major motivator for me. Whenever I have been
awarded a place on the trip, I always have renewed energy and drive when I return home. One
major unique selling point of K2 is our global infrastructure and collaboration. The Incentive Trip
is often the first time that I meet a colleague face to face, despite having worked with them foryears. I cherish the time to relax, refresh, and connect with these colleagues away from (most) of
our daily distractions.”

2.1 The Incentive Trip

Guisy Chianese, K2 University,
Sr. Sales Manager & Team Leader, Spain

We host a once-in-a-lifetime annual experience for each year’s
top-performing employees, known as the Incentive Trip.

“Each trip shows a big recognition from K2. It’s so satisfying to have proof that I’ve done a great
job and achieved a lot in the past year (like being the global top booker in the company). I love
being part of the team on the trip and meeting K2 associates from every part of the world in

Launched in 2004, the Incentive Trip is a prime example of how
we recognize success, increase staff engagement and reinforce
our global company values.

person. It has never been just a vacation but a chance to feel a real part of something bigger.
It’s a once in a lifetime experience.’▪ It brings our people together to celebrate and share a once in a
lifetime experience, regardless of the country they live in, theirdepartment or their level within K2.

Achille Di Leo, Sales Associate, USA“Professionally and personally the Incentive Trips mean everything to me. Thanks to theseexperiences hosted by K2, I have met some of the best people I know, experienced some of the▪ It gives people a very tangible goal to reach, as well as
something to look forward to.

best times I have had and been to places I couldn’t have imagined. The Incentive Trips have been
the pinnacle of my career so far and they motivate me every day to get on the next one. Not only
are they ridiculously fun, but they also benefit me on a professional level. Meeting and socializing▪ It gives our leaders time to get to know each person on the
Incentive Trips.
▪ We offer Incentive Trip places to our external businessassociates. Our most engaged consultants on K2 Konnect (ouronline talent platform) are given the chance to join.
This bridges the gap between our internal and external
associates, boosting collaboration and communication.

with my colleagues across the world really has helped me grow as a person and a K2 employee.”

Thiago Silva Portela Gomes, Senior Account Exec, Brazil“K2’s Incentive Trip reinforces the commitment and value the company offers its employees andhow it recognizes the goals we achieve. The trip also allows you to interact with colleagues fromother offices and get to know new cultures. In my specific case, the Incentive Trip was my firstopportunity to travel abroad and it was remarkable.”

Past Incentive Trip experiences include:

BrazilVietnam

RoatanBarbados

9

Chapter 2. Our Employee Recognition Programs

2.2: Employee Anniversary Rewards Program
Loyal employees are never unnoticed. Those who work hard and arecommitted to the success of the business.
Our Anniversary Rewards Program, supported by all of our global regions,has become a pillar of our Employee Recognition Program.
Every employee qualifies to be honored with an anniversary award basedon their tenure alone. We offer a special gift to mark five, 10, 15 or 20 year
work anniversaries.
Our leaders personally congratulate employees in front of their peers andpresent them with their award. This recognition gives us the chance toshow our gratitude to every member of K2 for their valued service.

10

Chapter 3.

K2 has a commitment to each member of staff, regardless of
their professional level, ensuring they have the support and theopportunity to develop their career.
We strive to acknowledge each person with deserved gratitude andappreciation, as well as rewarding employees with meaningful gestures.

Powered by our People

We
Investin ourPeople03

Chapter 3. We Invest in our People
Training for all

3.1: Our Career Navigation
We have developed a comprehensive K2 Career Navigation plan, which is
tailored to each department in our business. It ties responsibilities, targets
and KPIs to competencies, creating a very objective tool to measureperformance and development.
It also allows us to manage associates based on specific targets,removing bias from the process and ensuring we create an environment ofaccountability and equality.
We also include a number of suggested training sessions to help each
person reach the next level in their career. With our support and guidance
they can reach their full potential.

From January 2023 to December 2023 an impressive 114 sales associates
were promoted. In our Shared Services functions, we had 78 promotions.

21% of our workforce has been with us for over five

We encourage our employees tobe in control of their own careerand evaluate their goals.
It’s our task to motivate each
person to aspire to be the best
they can possibly be.
Our robust training offerings
within each level of the businessallow our employees to navigate
their own career path andundertake their own learning.
We set ambitious targets foreach individual, alongside which
we provide the tools, training
and support they need to achieve
success.

We grow the best people ourselves.
Did you know?

59.8 %of all Level 6 and above
employees started at
K2 in an entry level role
(Level 1, 2 or 3)

Our ownCEObegan his K2 career as
an entry level recruiteryears. This is how it breaks down:

128

over five years

42

over 10 years

12over 15 years

23yrLongest tenure

12Chapter 3. We Invest in our People
K2 Campus Quick Fire Facts:

3.2: Professional
Development for our 			People and K2 Campus
It’s important that we offer our teams
professional development opportunities thatare relevant to them and the business as awhole.
We’ve defined a number of comprehensive
career development initiatives that support
all different learning styles and areadaptable to our various departments.

01

It facilitates the seamless delivery of
training materials, accommodating
various learning styles and preferences.

02

It allows people to engage with
content at their own pace,promoting self-directed learning.

03

Through department specific learning
paths and accessible resources, ourpeople can efficiently enhance their skills.

During 2022 and 2023, we implemented a
new Learning Management System (LMS),
called K2 Campus. It has been essential for
fostering a dynamic and inclusive learning
environment.

I’m really, really happy right now! I’m learning from the very
best. I want to stay at K2 for as long as I can, continuing togrow and succeed as a professional.”
Laura Zacatenco
Junior BI Analyst,
Mexico City

13

Chapter 3. We Invest in our People

3.3: Onboarding Scheme
Our onboarding program ensures that our new team members have aunique experience. It has been designed to give them all the tools andresources they need to achieve maximum success in their first 90 days
with K2.
Our Learning and Development Department is involved in every new hire’s
onboarding experience. They collaborate across departments (including
Talent Acquisition, Senior Leadership and our internal IT team) to ensure
a seamless onboarding journey.
Using the K2 Career Navigation as the basis to identify training needs andK2 Campus as the learning hub, we then provide ongoing and customized
learning and development opportunities to associates at all levels fromtheir first day in their role and throughout their career.
We understand that every person is unique and learns differently. This is
why we blend live ‘classroom style’ training (both in person and digitally)
with pre-recorded sessions as well as external training resources.

14

Chapter 3. We Invest in our People

3.4: Global Academies
In 2020, we started a new projectwith the goal of adopting an
improved recruitment methodology.
Our internal recruitment teamlaunched the first of our Academies
in our Boston (USA) office in 2020.
Led by our most experienced people,
the Academy scheme allows us
to recruit, train and develop new
employees within an impressively
short time frame. The initiative has
proved to be a massive success,resulting in record-breaking‘time to first deal’ and ‘employee
productivity’. We swiftly adopted
the successful methodology of the
Boston Academy and applied it toother regions globally, including
Mexico, Japan and Brazil.
The Academies become the staple of
how we hire and develop entry levelassociates. It welcomes individuals
from all walks of life.

No previous experience inrecruitment or the IT sector isrequired. People only need a thirst to
thrive and offer innovative solutions
for the world’s best business andprofessionals. Our expertise means
we can train and develop them tobecome specialists ourselves.
In 2023, we hired a total of 90
people for our Academies acrossthe world. We have now developed
two distinct development paths: one
focused on individuals that will havea predominantly Sales career, andanother one for individuals who will
aim to develop as Recruiters.
The competitive and rigorous
selection process has created a buzz
within the industry. It truly is anhonor for the individuals who havebeen selected.

The global
In 2023 we

115 deals

teams took

made byan average

hired 61

21 of these

Academyof 99 days to

Academypeople wereparticipants

make their

participants.

women.

in 2023.

first deal.

15

Chapter 3. We Invest in our People40%
Our IT Academy
Hiring IT professionals is one of the biggest challenges facedby our recruitment teams for both our internal teams andthose working directly with our clients. In order to address
the skill shortage we face in the market, we created aninternal program to develop the next generation of Salesforce
Developers, Business Analysts and Testers.
In the beginning of 2021, we implemented an IT Academy. In
partnership with our K2 University offerings, we hire, train anddevelop the next generation of IT professionals for our teams.
Over the years, we have improved these programs to focus onaddressing the IT skill gap that exists with under represented
minorities. We offer them group mentoring and a series ofcourses and certifications, which are delivered directly by ourK2 University Salesforce Instructors. This gives them the digitalskills they need to be offered a permanent job with our team.

50%
45%
50/50

The first few academies
had a goal of hiring 40% of professionals
without any background in development or
technology.

Our two 2023 intakes
focused on closing the gender skills gap intechnology, and aimed to achieve a 50%
male/female representation.

During the previous two
years, only 17% of all of our IT roles
were filled by women, and in 2023 weachieved a 45% rate. This has boosted therepresentation of women in tech in our
team from 18% to 27%.

We aim to achieve
a 50/50 split over the next three years.

16Chapter 3. We Invest in our People

Our Leadership Program consists of the:Fundamental Leadership Program

3.5: Three-Tier Leadership
Development Program
Without proper training and development, we couldn’t ensure
our current and future leadership’s development. This is why
the Learning and Development team carefully crafted aThree-Tier Leadership Program series, which is offered toboth our Sales and Recruiting teams, as well as our internal
IT and Shared Services teams.
We take immense pride that our whole global Learning andDevelopment department is DiSC-certified, which helps ourmanagers put theory into practice for their teams.

Intended for associates who are on track to become amanager or new leader in our business.
The individual is guided through six courses, which create
the foundation of vital K2 leadership and management
skill sets.

Senior Leadership Program
Consists of seven training sessions that complement
the first program. The topics include emotional
intelligence, time management, people development,change management, best practices, AI, decision making,communication, and interview skills.

Advanced Leadership Program
Intended for our senior leaders. It is a one-on-one
customized program which uses the DiSC behavioral
assessment. The program offers an in-depth insight
into leadership self-awareness and how to optimize
team performance by understanding different behaviors
and driving forces.

Each program progressively builds upon the skillsof the previous and is highly interactive.
17

Chapter 3. We Invest in our People

1
Hires start withonboarding mentoring

3.6: Mentoring Program
We offer all our people the opportunity to be
mentored by a senior member of the team. Each
person is thoughtfully paired after carefully assessing
the mentee’s goals and specific areas of knowledgetransfer.
Our Mentoring Program is less formal than most and is
carefully embedded into our company culture, resulting
in more organic connections. It serves as a core part ofan employee’s tenure with K2.

3
Mentees become
mentors in a crucial stepthat allows for the mostsuccessful knowledgetransfer from person
to person within an
organization

2
Employees transition
into mentoring, which
promotes personal
growth, progress andsuccess

4
Reverse mentoring

We believe the mentoring wheel below signifies a
forever revolving cycle that results in continuous
growth for the business.

18

Chapter 3. We Invest in our People

3.7 Internships
We hire interns and apprentices on a regular basis. We give them a generalinsight into the world of work, as well as what is required of a K2 employee
in a specific department. This offers significant professional development tohelp our interns understand the requirements of their chosen career path.
Our internship opportunities are available to anyone that wishes to start a
new career, ranging from graduates to older professionals and women who
have taken a career break.
If there is a suitable role available within our organization, we will convert
the person’s internship or apprenticeship into a full-time opportunity.
Thanks to the time they have already spent getting to know our businessand culture, these new employees are already equipped with the basic skills
and knowledge they will need to help them succeed in their new role.
During 2023, we hired 31 interns across Brazil, APAC, the US and Mexico.

3.8: Sales Enablement on Demand

We hold monthly virtual sales enablement training sessions hosted byassociates from all around the globe. A member of our Sales team hosts
a webinar that outlines a success story they have led or been a part of.
Each session is recorded and available on demand for any member ofstaff wishing to access and learn from them.
These sessions serve as platforms for sharing practical tips, real world
experiences, and successful strategies that have generated results.
As K2’s portfolio of services expands, these sessions have proven to
be fundamental for knowledge transfer, cross selling, and creating anenvironment of collaboration through peer to peer learning.
19Chapter 1. We Care About our People

3.9 Foreign Exchange Program
Our Foreign Exchange Program (FXP) exists to nurture the professional andpersonal development of our future leaders. Our top performers and thoseon the path to leadership are offered the opportunity to work abroad froma different office. They can stay there for a set period of time or pursue apermanent transfer to the new region.

The program has the following benefits:▪ Aiding in the growth of each participant▪ Contributing to succession planning▪ Providing the opportunity for employees to leverage our global
structure for their own experience and to further develop our business

We’re committed to the continuous development of our employees and we
recognize that international experience is a unique and invaluable way ofadvancing each person’s career. Since the program inception, circa 2014,
we have facilitated the international relocation of at least one professional
every year (bar 2020).

3.10 Integrating our 		Acquisitions
Since 2021, we have acquired a totalof nine companies to be part of ourportfolio and grow our service offerings.
They have expanded all of our four pillarsof service and enhanced our offerings inNorth America, Asia Pacific and Europe.
Successfully integrating the new teammembers has been a large focus for
our People teams and the acquiredcompanies. Harmonizing policies,
benefits, and performance management
systems ensured a unified employee
experience.
Communication focused on transparently
addressing changes, expectations, andcultural nuances is a central pillar to
how we have managed the process. The
implementation of cross-cultural training
programs aids in mutual understanding
and helps bridge any cultural gaps. We
have also extended all of our training
opportunities to the new companies toensure that all employees are equippedwith the necessary skills and knowledge.
Tailoring these integration efforts topreserve the strengths of both cultures
while creating a shared identity helps
build a cohesive and harmonious work
environment.

20Chapter 4.

Diversity,
Equity andInclusion(DE&I)We are proud to be an equal opportunity workplace dedicated tohiring a diverse and inclusive workforce.
In our organization, the starting point of every interaction is theunderstanding that we are all working towards the same goals, supporting
one another to achieve and deliver innovation as a community.

We aim for balanced responsibility and recognition ina business where everyone is given the opportunity toexperience variety, to accept challenges and to excel
within our team04

Chapter 4. Diversity, Equity and Inclusion (DE&I)

We pride ourselves in being international and multicultural, as well as
providing every employee with a workplace that is free of discriminationand harassment. Recognizing, respecting and valuing the differences in ourpeople has created an inclusive and innovative culture. This provides every
individual with a sense of belonging and the opportunity to achieve their fullpotential.
Since 2023, we’ve introduced a training session where our commitment tocreating a diverse and inclusive workplace is outlined and explained to every
new team member. We believe that creating such a culture is not only our
responsibility, but also our people’s.
Our public pledge states that we are committed to:▪ Offering equal opportunities for all▪ Respecting uniquenessWe promote:▪ A healthy, safe and respectful environment to our associates▪ Respectful and inclusive practices with our partners and clients▪ Supporting initiatives that our associates believe in
We adopt a regional approach, measuring local practices according to thelegal requirements under which they operate. This includes a culturally
appropriate breadth of diversity.

When talking about DE&I topics, it is also
important to adhere to definitions.
Underrepresented minorities and underrepresented groups are understood to refer
to any group whose representation in theorganization is disproportionately lower than
the general population in a specific region. We
are currently tracking demographics data forgender, sexual orientation, race, disability andveteran status.
Finally, when referring to leadership, we
consider that to be direct reports to CEO,
Executive Board and one level below that.
For this document, unless specified otherwise,
the data refers to global numbers.

22

Chapter 4. Diversity, Equity and Inclusion (DE&I)

4.1: Our Workforce
In 2023, we improved our Diversity, Equity and Inclusion (DE&I) data collection
process. It is now part of our onboarding process, which allows us to collect data
more consistently and evaluate our progress over time. Due to our voluntary self
identification policy, employees do not have to disclose their personal details.
This data gives us an up-to-date insight into the demographics that make up our
workforce. With this information, we can continue to evolve our inclusive businessinitiatives and better understand our employees’ individual needs.
It is imperative to understand our current year-to-date DE&I statistics. They
provide vital visibility so that we can shape our goals for the future and allocate
our resources accordingly. In each of the next sections we provide detailed dataof the demographics or our workforce.

Over the next 12 months, we shall continue to focus on the following
diversity and inclusion commitments, which align to UN guidelines
on how to improve the workplace:
Publisha public commitment
to equality.

Involve
employees incommunity initiatives
related to diversity andinclusion.

Regularly
update the company
action plan on how toaddress DE&I items.

Internal
education about DE&I
topics to promoteawareness and change.

Improve
how and what
information wecollect from our own
workforce.

Increase
partner programs withclients who want tocreate DE&I programs
focused on closing thedigital skill gap.

Createinternal programs that
foster development(see 3.4: Global
Academies).

Sponsorrecruitment programs
to promote DE&I, as
defined by region andcountry.

Regularpeople management
practice reviews to
uphold trust, equality,
fairness and inclusion.
23

Chapter 4. Diversity, Equity and Inclusion (DE&I)

4.2: An Overview of Our People Practices
We are committed to creating a diverse and inclusive environment.
All candidates are considered for employment without regard to race, gender,
age, color, religion, national origin, marital status, disability, sexual orientation,or any other protected factor. We believe in the power of diversity andinclusion to generate innovation and achieve incredible results. Here is how weensure our recruitment practices foster a diverse and inclusive workplace:

Our internal recruitment
process reflects thediversity of our teams.
Whenever possible, multiple
demographics will take partin interviewing teams.

We have introduced salarybenchmarking and salarybanding in our largest
markets to ensure there ispay transparency and equity.

Our recruitment process isbased entirely on the skills
and competencies required
for the role in question, as
described in the K2 Career
Navigation (3.1).

Applicants are evaluatedbased on their merits,abilities, and development
potential.

Where appropriate, we utilize
specific job boards to target
a particular demographic andexpand our talent pools.
Our pay policy has a clear
structure and is tied to
specific metrics. This ensuresthat all employees areequally paid for work of equalvalue and compensated in a
meritocratic manner.

Our Career Navigation ensuresthat progression opportunities
are available to all staff basedon a set of objective criteria.

Our promotions are reviewed
and approved by a committee
and are based on metrics
defined in our Career
Navigation, ensuring bias isremoved from the process.

We regularly review our job
posts to ensure they makeuse of inclusive language andimagery.
Our search tools hidecandidates’ pictures to avoid
bias in the recruitment
process, reducing unconscious
bias related to gender,
appearance, age, and race.

We provide competencybased interview training to allof our leaders and managers.
We offer mandatory antiharassment and anti-bias
training for all leaders andmanagers of the business.
We regularly review all our
processes to ensure fairness.

We are committed to creating asustainable culture of equality across allareas of the business. Such commitment
begins at the top of the organization
with our Chief Executive Officer andExecutive Board who integrate diversity
and inclusion strategies in recruitment,
performance management, leadershipassessment, and training.
Our Executive Board is at the forefront of
our DE&I global initiatives, supported byleaders at all levels of the business.

24

Chapter 4. Diversity, Equity and Inclusion (DE&I)

Initiatives and Partnerships:▪ We proudly collaborate with
Salesforce on their ‘Bring Women
Back to Work’ program, currently
operational in Switzerland, Germany,and Eastern Europe, with plans to
expand into additional countries.
This program is designed to support
women who have taken career
breaks and are seeking to re-enter
the workforce.

4.3 Education▪ Our team members are encouraged
to lead groups focused on diversity
in partnership with Salesforce
Trailblazers, amplifying ourcommitment to DE&I across theentire K2 community.

Education is a catalyst for change. Our focus ondevelopment, learning and continuous education
is what allows us to provide opportunities to allindividuals.
By focusing on upskilling and training, we cantackle multiple DE&I issues. With a focus ondevelopment of digital skills through K2 University,
we can expand our talent pools. We can alsooffer progress opportunities to individuals, aswell as addressing the increase in demand for IT
professionals.
In addition to that, the introduction of DE&I andanti-bias training sessions enables our people
to be comfortable in discussing DE&I topics andaddressing any concerns that may arise.

4.4: Initiatives andPartnerships
In 2021, we partnered withinterns from Pontifical Catholic
University of Campinas andmultiple clients in Brazil, offering
soft skill training to professionals
from all social-economic
backgrounds. This is specificallytargeted to individuals fromunderprivileged backgrounds, or
who are returning to work after acareer break or ‘career changers’.

▪ Through K2 University’s Net New
Talent program, individuals fromdiverse backgrounds have theopportunity to acquire new digitalskills and enter the job market. Thisinitiative operates in Brazil, the US,
Germany, Switzerland, Italy, Spain,
Mexico, Japan, and Singapore.
▪ K2 University partners with The Blue
Road Academy to provide training to
refugees on high-demand Salesforce
modules, empowering them toaccess employment opportunities inthe technology sector.
▪ In Brazil, we collaborate with theGovernment of the State of São
Paulo and Salesforce to create
opportunities for professionals
from less privileged socio-economic
backgrounds, furthering ourcommitment to social inclusion andeconomic empowerment.
25

Chapter 4. Diversity, Equity and Inclusion (DE&I)
sensitive in the language and terminology used when talking about race andethnicity with welcome input from our own staff.
Each ethnic minority group has its own cultural tradition and history, andoccupies a certain place on the socio-economic ladder. As a global business,
we understand that ‘minorities’ are different in each of the regions that we
operate. This means our future focus will not focus upon a particular groupor making generalizations, but rather upon making regional assessments andcommitments.

4.5: Ethnic and Racial Diversity
We maintain a zero-tolerance policy to racism,discrimination, prejudice or hate of any kind. This is
supported by yearly anti-racism and anti-harassment
training, our Code of Conduct and Employee Handbook
guidelines.

Representation of Ethnicities inK2’s Global Workforce

17.5%

Asian or South
Asian or East
Asian or another
Asian background11%

Other ethnicities
combined

Clear expectations are outlined within our company
outlining that every employee must be respected andoffered an opportunity to progress in their career,
regardless of race. We offer the same opportunity
for development for each individual. The K2 Career
Navigation, our training and our compensation structure
ensure that individuals are rewarded and compensatedfairly.
We are working to educate our workforce aroundperspectives, life experiences and using the correct
terminology in each region and for each ethnic minority.
We appreciate and recognize the sensitivity of this topic
and understand that any one term will not resonate
with everyone.
Throughout our business, we are committed todeveloping our leaders’ knowledge and confidence sothat they can address the topic of DE&I in their internaland external engagements. As such, we invite all to be

39%

32.5%

Latinxof our workforce
identifies as white22.2%
of our leadership team members
are from underrepresented minorities.
26

Chapter 4. Diversity, Equity and Inclusion (DE&I)

4.6: LGBTQIA+ Community
We are dedicated to providing an inclusive environment for all our people,
and place special focus on the LGBTQIA+ community.
We understand the importance of educating our workforce and embracing
diversity in all its forms, including sexual orientation and gender identity.
We have rolled out an initiative to encourage all of our associates to specify
which pronoun they prefer, sending a strong signal of allyship to the rest of
the organization. This is why implementing diversity training is a fundamental
goal to ensure all staff at all levels of the business are aware of ourinclusion policies and strategies for supporting LGBTQIA+ employees.
One of the examples of how we have taken feedback from our employees
about how to make our workplace more inclusive was the review of parental
leave policies. Initiated in Brazil by a suggestion from one of our employees,
we reviewed our parental policies to include same sex couples. This initiative
was then followed by all other countries where parental leave legislation
applies. We took this one step further and whenever possible changed all
language related to parental leave to be non gender specific.

A Snapshot of how our Global
Network Identifies

80% of our workforce identifies as heterosexual
15% identify as a member of the LGBTQIA+ community
5% prefer not to answer

27

Chapter 4. Diversity, Equity and Inclusion (DE&I)

4.7: Professionals with Disabilities
In 2022, the team in Brazil embarked on a mission to increase therepresentation of professionals with disabilities within its workforce. To achievethis, K2 formed partnerships with disability advocacy organizations. During
Culture Month in 2022, we promoted webinars where speakers discussed topics
related to the inclusion of disabled professionals in the workforce. These
efforts were essential for breaking taboos and dismantling biases.
The Talent Acquisition team took on the task of understanding legislation,
sourcing and interview practices, workplace accommodation guidelines, andtraining managers on best interview practices, among other initiatives, topromote an inclusive hiring and onboarding experience. Best practices werealso adopted to target the right talent pool and attract candidates who met
the criteria.
To foster a culture of inclusion, initiatives focused on raising awareness about
disabilities, addressing biases and stereotypes, promoting empathy, andenhancing understanding. The training also encompassed creating an inclusive
work environment and promoting accessible policies and practices.

The successful implementation of the diversity and inclusion
hiring program resulted in numerous benefits, including:

Successfully
hiring 21
professionals
with disabilities
during 2022

Integrating hiring
professionals
with disabilities
into standardpractices

Increasing
diversity andrepresentationof professionals
with disabilities
in the workforce,
fostering a cultureof inclusion andinnovation

Enhancing
employeesatisfaction andengagement due
to the creationof an accessible
and supportive
workplaceenvironment

As of April 2024, professionals with disabilities
represented 3% of our workforce in Brazil.

28

Chapter 4. Diversity, Equity and Inclusion (DE&I)

4.8: Gender Equality and Womenin the Workforce
While we’ve been trying to make an impact across different areas of DE&I,
gender equality has been one of our main focuses since the start of our
DE&I journey.

Through educating our people and implementing
several global initiatives, we’ve proudly achieved aworkforce in 2023 that consists of:

40%
Males

59%
Females1%

non-binary

We know that gender equality is one element of a large responsibility tocreate a diverse and equal workforce. We are continuing to address andexpand our initiatives to other areas of the business in 2024 and beyond.
As part of this initiative, we will ensure that we maintain and develop the
progress we have made towards creating a workforce that promotes genderequality.

Women in the Workforce

In 2023 women represented 59% of our internal workforce. Through ourcarefully strategized initiatives and commitments, we have increased thenumber of women we hire across our business group by 6.6% since 2021.

46% of all the hires
we made in 2023
were women.

We have also worked on initiatives with our clients and, on average, 32%
of our external business associates are female. According to a reportby Women in Technology, in 2023 only 26% of the global workforce ofInformation and Communication Technologies (ICT) are women. We arethrilled to be exceeding this industry standard. This also applies to our IT
Academy story - see more on 3.4.
In the Science, Technology, Engineering and Mathematics (STEM) sector,
women are still a minority. We believe that increasing representation is key
to driving change and offering more opportunities. Improved recruitment
and attraction practices, training opportunities and communication were
key for the success of the initiatives.
We are also very proud of our leadership team and understand that havingbalanced leadership gender representation will help promote equality,
equity and development through the rest of our internal structure. It will
also help guide inclusive business practices internally and with our clients.

Our Women in Leadership in 2023:

33%

34%

of our Executive Board
are womenof all our Director levelroles are held by womenAccording to a report by Statista from July 2021, female leadership within
the five Big Tech firms ranges from 23-35%, placing K2 at the forefrontof increasing the presence of women in the technology sector. We willcontinue to develop succession plans and internal practices that foster
the development of our female workforce.
As we develop more comprehensive DE&I strategies we will expand
the review of our HR practices beyond recruitment, development andsuccession planning to other areas of the employment lifecycle to ensure
we are inclusive at all stages of someone’s employment with us.

29

Chapter 4. Diversity, Equity and Inclusion (DE&I)

4.9: Creating a Culture of Inclusion
We believe nurturing a culture of inclusion requires a multi-faceted
approach. From comprehensive training programs and targeted hiring
initiatives, to transparent communication, policy creation, each stage
plays a vital role in shaping an environment where diversity is not only
embraced but celebrated.
Our internal communication initiatives, including our monthly newsletter,
involve representatives from the various regions where we have apresence. This valuable contribution from these different parts of theworld showcases our associates’ amazing stories, festivals, culturallearnings, significant dates and more.
We’re committed to:
▪
▪
▪
▪
▪

Disability hiring
Closing the gender skill gap
Gender-neutral parental policies
Leadership development
Progressive initiatives

These initiatives underscore our dedication to cultivating a workplacethat values and respects the unique contributions of every individual. By
actively engaging in these initiatives, we are not only breaking barriers but
also laying the foundation for a more inclusive, innovative, and supportive
workplace where diversity is a source of strength and collective success.

30

Chapter 5.

Our
Community

We are committed to continually making a difference to both our global
and local communities.
We prioritize initiatives aimed at supporting and uplifting them. Through various
programs and activities, we strive to make a positive impact locally and globally.

Our responsibility is not only to our own people,
but to our planet and its communities.

05

Chapter 5. Our Community

5.2: Our Charity Day Initiative and Policy
Our Charity Day policy entitles all employees to one day out of theoffice each year to dedicate their time to a meaningful cause of theirchoice.

5.1: Caring for our
Communities
Whether it’s through charitable
drives, volunteering efforts,
or partnerships with localorganizations, we are committed
to fostering stronger, healthier,and more vibrant communities.
Our dedication to caring for ourcommunities extends beyond
corporate responsibility—it’s areflection of our genuine concern
and commitment to making
the world a better place foreveryone.

With this day off from work, staff can volunteer for any organizationthat is registered as a charity in their region, which demonstrates
positive social and environmental benefits.
We believe the benefits of this initiative include:▪ Helping improve health and wellbeing▪ Building stronger, more inclusive communities▪ Achieving lasting employee engagement

Allowing employees to choose a cause that is close to their hearts is
an important step in building an inclusive community. Here are someexamples of causes to which K2 employees have contributed their time:▪ Assisting a local pet shelter in caring for homeless pets, feeding
newborns, and maintaining animal pens.
▪ Supporting homeless shelters and food banks by feeding the homelessand distributing care packages.
▪ Volunteering at residential homes for the elderly, contributing to theirwellbeing and supporting their families.
▪ Participating in career fairs to offer resume writing and interview tips
to less privileged individuals.
▪ Volunteering for vaccination research programs during the COVID-19
pandemic.
▪ Fundraising for multiple charities through charity runs.
▪ Participating in local park cleanups.

32

Chapter 5. Our Community

Our Culture Week Centers Around
our Company’s Core Values:

5.3 Global Culture Week

Open and honest
relationships

Create andembracechangeUse knowledge
intelligently

Excel throughquality

Each year, K2 celebrates Culture Week. Each K2 officerecognizes what makes our culture exceptional and wereflect on the vision and values that make our company
special.
The day consists of workshops to encourage
discussion around key topics, as well as fun teambuilding exercises. These range from enjoying thefood of different cultures and treasure hunts, toenvironmentally beneficial activities such as building
avalanche shelters and neighborhood clean-ups.
Commonly, the day’s activities are suggested anddecided by our employees, who then vote on theirpreferred choice.
We also encourage our team leaders to arrange
team building activities with a particular topic ofinterest driving the session. Engagement and constantcommunication are key when building a strong company
culture, creating a space whereby our associates feelempowered to voice their opinions, be heard and feelincluded.

Each activity encourages our employees to consider these values so they arereminded of how to effectively apply them to their careers at K2.
Culture Week is a great opportunity to encourage collaboration andcommunication throughout our global community. We want each
employee to have a voice so they have the chance to grow personally andprofessionally.

33

Chapter 5. Our Community

Our 2023 Global Culture Week
During 2023 we encouraged theCharity Day to be the theme of our
Culture Week, resulting in record
contributions by our teams and a
total of around 600 days dedicatedto charity (one day per employee).
Here are some words from ourCEO, Antonio Guilino: “Culture
Week provided us with a unique
opportunity to delve into thesignificance of CSR and its
impact on our organization, ourcommunities, and the world atlarge. By actively participating invarious events, discussions, andinitiatives throughout the week, ourpeople demonstrated our collective
commitment to making a positive
difference.
Their involvement in the diverse
range of activities, including
volunteering, sustainability
workshops, donation drives, andeducational sessions, exemplified
our shared values and reinforced theimportance of integrating CSR into
our daily operations. Together, wehave deepened our understanding of
how we can contribute to creating
a more sustainable and socially
responsible future.”

Here’s a round-up of all the fantastic Culture Week activities:
We donated 800 BRL and 20kg+ of rice, 16kg+ of sugar, 18L
of vinegar, 65kg+ of different food items, 70+ toilet paperrolls, 230+ of disposable diapers and 90 sanitary pads, 15kg+
of soap powder, and 100kg+ of clothes, shoes and toys to
Casa Maria Helena Paulina (a cancer treatment centre in São
Paulo, Brazil).
We donated 300 toys to an orphanage in Mexico City.
We hosted a resume crafting workshop with Huiling, theAutism Day Care Center in Shanghai.
We donated 18,200JPY to a non-profit organization called
Second Life. The money was used to provide moreolio andtuberculosis vaccines for developing countries.
Our Dallas team packaged a total of 5,333 meals at the
Houston Food Bank.

34

Chapter 5. Our Community

5.5: Our Commitments for 2024
and Beyond
We pledge to: Ensure that each global K2 office

5.4: Other Initiatives
Around the WorldOver the years, we’ve left a legacy of contributions
that make a difference to communities all over theworld. Here are just some of the organizations we’ve
helped and partnered with:
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪

Geneva Animal Shelter
Banco de Alimentos de Madrid
Sustainable Coastlines
Casa Maria Helena Paulina
Huiling
Second Life
Dumaguete Animal Sanctuary
Houston Food Bank
Singaporean Food Donation Drive
One Tree Planted
National Trust UK

participates in a minimum of two annual community
clean-up initiatives to contribute to leaving our planet in
the best possible condition for future generations.

We will incentivize: We aim to provide

meaningful incentives for teams to take part in the Charity
Day initiative that are safe and socially responsible.

We will increase awareness: We aim toboost our people’s knowledge of the communities around us
and issues that may arise and affect their personal wellbeing.

We will educate our workforce:

We aim to actively inform our people about the incentives
we offer and increase their engagement by 20% in 2024. One
example of how we will implement this is using our monthly
internal newsletter and communications during our regional
after-work social events.

“We often contribute to communities in need and,in some cases, encourage clients to donate to do
the same. It makes me so proud to work for andrepresent K2.”
Jean Calixto
Senior Account Executive,São Paulo
35

Chapter 6.

Our
Environment

It’s vital that we uphold our corporate responsibility and promote
environmental awareness by reducing our carbon footprint.
Over the years, we have continuously evaluated our environmental goals andaimed to set a number of strategic sustainability initiatives year on year.
This is demonstrated by our commitment to preventing energy wastage,
reducing our carbon footprint and sustainable growth.

Our Pledge to a Sustainable Future: K2 Goes Green06

Chapter 6. Our Environment

6.1: Green Cloud Computing
For more than five years, we’ve been committed to green computing.
Having made substantial investments to support this, we no longer own
and maintain physical hardware. This has eliminated the need to house andpower onsite servers.
Our comprehensive internal IT infrastructure has shifted the business awayfrom purchasing IT equipment. Instead we consume it as a service. In turn,this results in our business only using what we need.
Here are the ways we benefit from using cloud computing:

Google has offset all historicalemissions since its founding in 1998.
It pledges to operate on completelycarbon-free energy, 24 hours a day,by 2030. We are proud to partnerwith Google and have been active
users of Google-Cloud for over 10
years. By using smarter technology,
we are making a positive impact andcontributing to a greener future.
We are also a partner of Salesforce,
the world’s number one Customer
Relationship Management (CRM).

Salesforce is committed tomaking significant contributions
to sustainability initiatives. Thishas been demonstrated by how
the organization has marked theirlarge annual event, Dreamforce,in 2021. Salesforce has pledged
to donate $1 million to two nonprofit organizations committed toconserving and planting trees allover the world, American Forests
and One Tree Planted.

We Choose Laptop vs Desktop Every Time
Another example of how we demonstrate our commitment to lowering ourcarbon footprint is by choosing laptops over desktops (where possible)
throughout the business.

Environmental
footprint reduced
because of more
remote workers

Less paper
usage

Reducedtotal energy
consumption

Major tech players have very ambitious plans to reach net zero targets. We
have carefully selected tech providers for our organization that align into ourenvironmental beliefs, with Google and Salesforce being two of the largest.

Laptops are 80% more energy efficient than desktop computers.
This supports our goals of reducing our carbon waste and creating energy
efficient workplaces.
We also support a Bring Your Own Device (BOYD) policy in all regions where
employment legislation allows us to, which means our employees canutilize their personal devices and receive a monthly monetary contribution
for doing so. This initiative aims to reduce the use of multiple devices perperson and allows our employees to work remotely with ease, using the mostenvironmentally friendly computing solution.
We are proud that fromJanuary 2023 to December
2023 over 90% of ourworkforce implemented
the use of a laptop insteadof a desktop computer
throughout the organization.

37

Chapter 6. Our Environment

6.3: Our Paperless Initiative
6.2: Creating a Plastic
Free Environment
In 2019, all K2 offices around the world
banned the use of plastic water bottles.
Instead, we provided our employeeswith state of the art water filter
systems.
For example, our Boston officeinstalled a ‘Bevi’ machine. In just thefirst two weeks of its installation in
January 2020, the office avoided using
a staggering 2,548 single-use plastic
bottles. Not only this, but the machine
supplies chilled still and sparkling water,
encouraging employees to hydrate moreregularly throughout the day to increase
their concentration and general health.
Our commitment to eliminating singleuse plastics in all our office locations
means we have also removed plastic
cutlery and any other non-recyclable
plastics from all our offices. We have
replaced them with reusable utensils.
We have encouraged all our locations
to switch to green energy providers
where possible. Our Madrid office, forexample, has worked with a supplierto help them achieve their goal of only
using electricity from 100% renewablesources.

We are working hard to become a paperless company. In 2015, weinvested in SpringCM. This is a sophisticated technology that supports
our commitment to a paperless organization.
In 2021, we successfully reduced our paper-consumption by 75% incomparison to 2015. We are extremely proud of this and continue toencourage employees to only use paper when it is absolutely necessary.
Our advanced technology systems allow us to choose digital solutions,where possible, which has not only contributed to a paperlessenvironment but has also reduced our storage space requirements.
Since adopting DocuSign in 2018, we have made the following savings
within the environment:

K2 Partnering Solutions DocuSign’s environmental savings
3,011lb of carbon emissions reducedThis compares to:
3,777 gal of water conserved
Skipping 2 loads 		
of laundry

1,283 lb of wood saved

Conserving 3 trees

208 lb of waste eliminated38Chapter 6. Our Environment

Ways in which we
promote zero waste
throughout ourorganization are:

6.4: Green Commuting
We heavily encourage our employees to cycle,
walk, use public transport or car-share when theywork from any of our offices.
We have created a number of incentives globallyto encourage this behavior. We have always
embraced a level of ‘work from home’ for our
employees, which is reflected in our hybrid
working model.
Not only does this working policy reduce ourcarbon footprint, but it also improves our people’s
health and wellbeing.

6.5: Zero Waste
Commitment
We are committed to promoting
a zero-waste environment, whichhelps us support the economy andcreate jobs. On average,
zero-waste initiatives create
ten times more jobs in rental,
repairing, reusing, and sharing
businesses, thanks to the
reduction, reuse, and recycling ofmaterials, compared to traditional
waste disposal methods.

▪ We have reduced thepurchasing of over-packaged
items and always opt topurchase environmentallyfriendly, recyclable products
where possible.
▪ We make sure recycing
bins are prominent andnext to bins, providing our
employees with information
about everything that can berecycled in and around theiroffices.
▪ We are committed toreinforcing our zero waste
goals throughout all ouroffices with constanteducation and reminders
via our monthly social event
communications and ourinternal newsletter. We
believe a unified workforce
can create the strongest
impact.

39

Chapter 6. Our Environment

6.6: One Tree Planted
We are a proud supporter of One Tree Planted, a non-profit organization
focused on global reforestation. We carefully selected this organization
thanks to its strong commitment to healing the planet through the powerof nature. As stated by One Tree Planted:“Trees help clean the air we breathe, filter the water we drink,
and provide habitat to over 80% of the world’s terrestrial
biodiversity. They also provide jobs to over 1.6 billion people,
absorb harmful carbon from the atmosphere, and are key
ingredients in 25% of all medicines.”
One Tree Planted funds tree planting in North America, South America,
Asia and Africa through its network of on the ground reforestation
partners.

6.7: Cycle to Work ProgramK2 adopts and incentivizes the adoption of the Cycle to Workprogram in the countries where it is available.
The Cycle to Work program represents an initiative that
not only fosters employee wellbeing but also underscores
our commitment to sustainability and corporate social
responsibility.
By incentivizing employees to commute via bicycles, we not
only promote healthier lifestyles but also reduce our carbon
footprint and alleviate traffic congestion. Through the Cycle to
Work program, we are investing in the health and happiness of
our employees and also in a greener, more sustainable futurefor our communities.

For every completed survey we receive through our client satisfaction
program, we donate money to the organization to support its significant
global reforestation program. In 2023, our donations equated to 2,844
new trees being planted. We are extremely proud of this achievement
and will continue to support One Tree Planted in creating a healthierclimate, protecting biodiversity, and helping reforestation efforts aroundthe world. All by planting trees!
This partnership is part of our commitment to protect our environment
today and for future generations.

40

Chapter 7.

Governanceand Ethics

Conducting business responsibly in compliance with all regional laws andregulations contributes to the foundations of our core values and culture.
We pride ourselves in demonstrating the highest standards of business ethics inevery decision that we make. This begins at the top of the organization with our
Chairman, CEO and Executive Board. Our directors who sit on our Executive Board
regularly review our policies and practices surrounding significant corporate social
responsibility issues.

Through communication and education, we aim to
demonstrate behaviors that will influence all levelsof the organization

07

Chapter 7. Governance and Ethics

We conduct all business with the highest level of integrity, linking to one of
our core values of maintaining ‘open and honest relationships’.
We are committed to communicating and implementing our values within
a compliance framework. We are continuously working to improve thecommunication of our standards to our employees, colleagues, customers
and suppliers. In addition to the development and integration of policies
and training, the focus for 2024 will include a campaign to consider our
responsibility within supply chain management.

In 2023, in addition to the annual review and adjustment of ournumerous policies, we have also developed new training units.

All other training that we havein K2 Campus (so everything

1,034 hours

minus ESG)

Average number of hours of
Code of Conduct related training:

378 hours

All associates need to retake the course every 12 months

42Chapter 7. Governance and Ethics
The code is one of the ways we put our values into
practice and, ultimately, our Vision, Mission and Strategy.
It centers upon the recognition that everything we do inconnection with our work at K2 will be, and should be,measured against the highest possible standards of ethicalbusiness conduct.

7.1: Our Employee Codeof Conduct
Our detailed and comprehensive Employee Code of
Conduct is the primary resource for our governanceand ethical relations. The document is usedthroughout new employees’ onboarding process
and is a key point of reference throughout theiremployment.

We set the bar high for practical as well as aspirational
reasons. Our commitment to the highest standards helps
us hire talented people, build innovative services or
products and attract loyal clients. Respect for our clients,
our consultants and for each other are essential to our
success and is something we strive for every day.
We offer a broad range of resources to help our employees
better understand and fully engage with our Employee
Code of Conduct. We strive to continuously offer new andinventive ways to increase awareness and build better
relationships with our employees.

The aim of our Employee Code of Conduct is to help
staff perform effectively by clearly communicating
our organization’s rules and standards. The various
sections throughout the code summarize our key
policies and procedures surrounding staff behavior.
It outlines how we expect our employees, interns,
temporary workers and external contractors to
conduct themselves.

We are aiming to conduct regular
audits of our ethical standards
43

Chapter 7. Governance and Ethics

7.3: Mental Health, Stress andWellbeing Policy
The purpose of our Mental Health, Stress and Wellbeing policy is toestablish, promote and maintain the mental health and wellbeing of all staff
through workplace practices. It also encourages our workforce to take careof their own mental health and wellbeing.

7.2: Our Supplier Code of Conduct
K2 provides a safe working environment for employees who are treated withrespect and dignity and we are striving for our business operations to be
as environmentally friendly as is possible within our means. Accordingly,
K2 expects its suppliers to conform to a certain standard of conduct whileproviding services to K2 to make sure our spirit translates into our chainof supply. This supplier Code of Conduct sets out K2’s expectations of its
Suppliers. By supplying K2 with products, services or otherwise, supplieraccepts and agrees to be bound by this Code.
The commitment of our company and suppliers to the Supplier Code of
Conduct underscores a shared dedication to ethical business practices
and responsible corporate behavior. This code serves as a comprehensive
framework, outlining the expectations and standards that all parties must
adhere to in their interactions. Emphasizing principles such as fair labor
practices, environmental sustainability, and transparent supply chain
management, best practice for IT security standards, the Supplier Code of
Conduct creates a foundation for a collaborative and accountable business
relationship.
By upholding these guidelines, K2 and our Suppliers demonstrate ourcommitment to fostering a working environment that respects humanrights, minimizes environmental impact, and upholds the highest standardsof integrity. This commitment not only strengthens the reputation of theinvolved entities but also contributes to a global business landscapethat prioritizes social responsibility and sustainable practices. K2 and its
suppliers shall work towards the greater common good by setting global
benchmarks for a sustainable tomorrow.

We place a high value on the physical and mental health of our employees
and we are committed to implementing all reasonable measures thatencourage and protect employees from the effects of work-related stress.
It is recognized that stress and its effects are a health and safety issue
and we acknowledge that it is important to identify and reduce workplacestressors.
Mental health problems and stress can affect anyone, regardless of theirposition in the company. Our Mental Health, Stress and Wellbeing policy
applies equally to all employees.

To build and maintain a workplace environment andculture that supports mental health and wellbeing
and prevents discrimination (including bullying andharassment).
To increase employee knowledge and awareness ofmental health and wellbeing issues and behaviors.
To reduce stigma around depression and anxiety
in the workplace.
To facilitate employees’ active participation in arange of initiatives that support mental healthand wellbeing.

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7.4: Harassment, Discrimination
and Bullying
We strictly prohibit unlawful discrimination or harassment on the basis ofrace, color, religion, veteran status, national origin, ancestry, pregnancy status,
sex, gender identity or expression, age, marital status, mental or physicaldisability, medical condition, sexual orientation or any other characteristics
protected by law. We condemn any form of discrimination, harassment orbullying - verbal, physical or visual - as discussed more fully in our Policy
Against Bullying and Harassment.
We demonstrate the practice of disciplinary procedures, termination ofcontract and legal proceedings in severe cases. It is imperative that ouremployees are supported in any case of a person being discriminated against,bullied or harassed by anyone at K2 or by a K2 partner or vendor. We heavily
encourage such employees to immediately report the incident to a supervisor,
our Human Resources department or any senior member of staff.
We also regularly educate our workforce about how to help a colleague who
may be experiencing discrimination, bullying or harassment but has not acted
on it. In our organization, we are one community working in solidarity to lookout for each other and challenge unacceptable behavior. We do not look awaywhen action is required.

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7.5: Whistleblowing
It is imperative for our employees to understand the ways in which they canraise a concern within the organization. The commitment of our company to
the whistleblowing function and protection is pivotal in fostering a cultureof transparency, accountability, and ethical conduct within organizations.
Establishing clear channels for reporting misconduct and protecting
whistleblowers from retaliation are fundamental components of thiscommitment.
Our employees play a crucial role in upholding organizational integrity by
speaking up about wrongdoing without fear of adverse consequences.
Conversely, we must ensure that whistleblowers are supported andsafeguarded against any form of reprisal. By prioritizing whistleblowing
standards and protection, we do not only demonstrate our dedication to
upholding ethical principles but also create a safer and more accountableworkplace environment where wrongdoing can be addressed promptly andeffectively, ultimately fostering trust and integrity within the organization.
We acknowledge that it can be difficult for employees to report legitimate
concerns due to fear of victimization, reprisal, retaliation and socialpressures. Through our whistleblowing function, we assure our workforce
that they will be fully supported when raising concerns. Providing our
employees with support, such as protection from retaliation, access to legal
counsel, and emotional assistance, not only ensures their wellbeing but also
encourages others to come forward with valuable information.
We are keen to ensure that our employees receive all-round protection
through all levels of professional and personal support and the assurance
that no employee who raises an incident will suffer any negative
consequences.

To do so, we have set up a Global Complaints Channel. The Whistleblower
Channel is an instrument made available by K2 Partnering global to receiveand process reports of events that violate current legislation or regulations.
All reports and complaints made through the Channel are guaranteed to be
forwarded anonymously according to our internal Whistleblowing Policy.
Any complaints raised by external parties are, of course, also taken seriously
and considered in accordance with our Complaints Policy.
We are committed to protecting our workforce both internally and externally,and believe that the whistleblowing function is vital in maintaining thehighest standards of ethics throughout the organizationby combating any kind of fraud and misconduct.

K2 maintains a
98% completionof Ethics andCompliancetraining acrossall levels of theorganization.
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7.6: Data Protection
The Data Protection Act 2018, which covers and supplements the General
Data Protection Regulation (GDPR), is focused on the appropriate protectionof any information in which any person can be identified. This personal
information does not just include a person’s name or address, but also otheridentifiers (such as IP addresses, ID numbers or location data).
Both we as a company and all members of our staff are under an obligation
to comply with the Data Protection Act 2018 and applicable local dataprotection law, to protect personal data covered by GDPR.
Information about our obligations can be found in our Privacy and IT
Security Standards for Externals, available on our company website. Theseobligations include how personal information should be obtained, stored,
accessed and used.
We take Data Protection extremely seriously and we educate our workforce
in understanding that a breach of the Data Protection Act 2018 may result incriminal proceedings and disciplinary action which could include dismissal.
In order to guarantee the standard of data protection, our employees are
obliged to complete annual data protection training.
To ensure that the processing of data both within and outside the EU is
lawful, K2 follows the minimum standard of the Standard Contractual
Clauses specified by the European Union. Whether it’s client information,
employee records, or sensitive corporate data, ensuring that this data is
protected is not just a legal requirement but also a fundamental aspectof maintaining trust and integrity for K2. The EU’s standard contractual
clauses provide a set of contractual provisions that we incorporated into ouragreements with suppliers to ensure that adequate safeguards are in place
for the protection of personal data.

In addition, K2 was awarded the ISO27001 information security
certification by the British Standard Institution (BSI) in April 2021,
demonstrating the K2 Group’s commitment to best practice ininformation security and data protection.
We place great importance on maintaining the set standards andendeavor to do so with every recertification.
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We apply ‘the Four A’s rule’, which is simply, ‘Don’t Bribe Anybody,
Anywhere, Anytime for Any Reason’.
For our employees, compliance with anti-bribery and corruption laws is
crucial for upholding ethical standards and maintaining the trust of bothour organization and the wider community. By adhering to these laws,
our employees safeguard their integrity and reputation, ensuring they act
with honesty and transparency in all business dealings.
Complying with the Four As protects our employees from legal
repercussions, preserving their professional standing and careerprospects. Our anti-bribery and corruption policy is outlined in the
Employee Code of Conduct handbook and is meticulously followed
throughout the organization. This code offers important transparency
about our stance on anti-bribery. This not only serves as an educational
element in the area of bribery and corruption, but also stipulates that wewill respond with appropriate measures if our employees do not observeand comply with the regulations set out therein.

7.7: Anti-Bribery and Corruption Laws
Compliance with anti-bribery and corruption laws isparamount for fostering integrity, trust, and fairness in bothbusiness and society. By adhering to these regulations,
we demonstrate our commitment to ethical conduct,
protecting our reputation and reducing legal risks.
Moreover, compliance with anti-bribery and corruption laws
promotes a level playing field for businesses, implementing
healthy competition and sustainable economic growth. It also
contributes to building strong relationships with stakeholders,
including customers, investors, and governments, based ontransparency and accountability. Ultimately, upholding theselaws is essential for us in order to maintain the ethical fabricof society and ensure a more just and equitable world for all.

Compliance with anti-bribery and corruption laws is equally vital forclients and suppliers as it is for our businesses and employees. Upholding
these laws ensures that transactions and business relationships are
conducted ethically and fairly, ensuring trust and integrity in themarketplace. Similarly, for clients and suppliers, compliance with theserequirements is essential for maintaining trust within the businessenvironment, safeguarding our business relationships, and ensuring
the continued participation in the market. Ensuring compliance with
anti-bribery and corruption regulations is therefore also of particular
relevance in the supply chain. In addition to the necessary obligations
in our Supplier Code of Conduct, we also contractually bind ourcustomers and suppliers to comply with these regulations.
Ultimately, the commitment to compliance not only benefits ourorganization but also helps to uphold the principles of fairness, justice,and equality in society as a whole.

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7.8: Environmental Policy
The purpose of our Environmental Policy is to set out our values
and responsibilities to the environment, highlighting the bestpractices we take to create and maintain a more environmentallyfriendly workplace. Our environmental policy outlines ourcommitment to minimizing our environmental footprint, reducing
resource consumption, and mitigating negative impacts on
the environment. By implementing an environmental policy,
we demonstrate our dedication to environmental stewardship.
Moreover, the policy provides a framework for setting andachieving environmental objectives, promoting innovation, anddriving continuous improvement in environmental performance.
We are committed to complying with all relevant environmental
legislation and aim to manage our activities by using thebest environmental practices. The Policy applies to all staff,
management and external contractors. Our Environmental Policy
is displayed on the company intranet and is available to the publicthrough our website.

K2 Environmentally Friendly
Responsibilities and Best Practices:
We acknowledge our responsibilities towards the protection of
the environment. We promote environmental awareness among
our employees and encourage them to work in an environmentally
responsible manner.
It is essential and of utmost importance for us to contribute to
the preservation of natural resources, biodiversity and the overall
health of the planet for future generations. Refer to Chapter 2
above to gain an understanding of the various incentives andinitiatives K2 has implemented in support of a more sustainable
environment today and for the future.

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About K2
K2 Partnering Solutions provides unique end-to-end consultativetechnology solutions in the enterprise applications, AI, and cloud space.
We support leading enterprises seeking highly-skilled human capitaland integrated solutions to develop, implement and operate criticaltechnology and business solutions.

Our end-to-end solutions are provided through our core brands:
K2 Managed Solutions:
Delivers critical technology projects for companies and manages
programs that help them get the most from their existing applications
using the most highly skilled teams in the world.
K2 Talent Solutions:
Connects talent from our world-leading network of 900,000 experts
with opportunities, so companies and people can succeed in a world oftechnological innovation.
K2 University:
Provides official training and certification programs to companies andindependent professionals that help them succeed in fast-changing
technology ecosystems.
K2 Platform Solutions:
Creates technologies and platforms for companies and talent to findeach other, engage and build meaningful connections.

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