Impact throughconnection
2020 Corporate Responsibility Report© 2021 Gartner, Inc. and/or its affiliates. All rights reserved. PR_IC_1057039

2020 Corporate Responsibility Report

Letter From Our CEO
2020 was an extraordinary year. The COVID-19
pandemic, global macroeconomic uncertainty,social unrest and geopolitical changes all
posed significant challenges to enterprises
around the world.
When the COVID-19 pandemic first began, we
responded swiftly, prioritizing the health andwell-being of our associates, clients and business
partners. We closed offices, canceled in-person
conferences and quickly pivoted our businessto virtual.
When protests for equality and reform erupted
in the U.S. and beyond, we took a firm stanceagainst racism and discrimination, reaffirmed ourcommitment to diversity, equity and inclusion,and established an internal resource center tosupport associates.
We also launched publicly available resource
centers to deliver up-to-date information on the
COVID-19 pandemic, remote work, and diversity,
equity and inclusion.

Throughout the year, we never lost sight ofour priorities.
Gartner serves 14,000+ clients in more than 100
countries around the world. By helping leadersacross the enterprise make the right decisions,
we know we’re changing the world for the better.
By actively supporting the communities in which
we live and work, we’re also impacting positivechange at local levels.
In 2021 and beyond, we’ll continue to support
our clients on key topics including digitaltransformation, cost optimization, sustainability
and social justice through our unique insights
and advice.
We’ll also continue to actively manage our own
operations. We’ll minimize our environmental impact
wherever possible. We recently signed agreements
to use 100% renewable energy to power our
Stamford headquarters and our largest European
hub. We’re benchmarking our carbon footprint
and building programs to further reduce it.

Our commitment to continuous improvement in
our approach to corporate responsibility remains
steadfast. We’ll continue our tireless support forour clients. We’ll continue to invest in our people
by fostering a culture of integrity, equity andinclusion everywhere around the world. We’ll
continue to support our associates’ philanthropic
efforts and invest in our local communities. And
we’ll continue to uphold the highest ethicalstandards throughout all our global operations.
This pandemic WILL come to an end. When it
does, we’ll emerge — together — better andstronger than we’ve ever been.

Gene Hall
Chief Executive Officer

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2020 Corporate Responsibility Report

Our Corporate Responsibility Focus Areas
Our corporate responsibility goal is to accelerate positive social change and contribute to a more sustainable world
so that our associates, communities and clients thrive today and in the future. We leverage our unique expertiseand resources to achieve impactful results. Our focus areas are:

Our Associates

Our Company

Our Clients

Build a culture that attracts top talent andenables all associates to thrive.

Maintain strong corporate governance andconsistently uphold the highest levels of
integrity in our business practices.

Equip our clients to succeed, tackle big
issues and make a positive impact on
the world.

Our Communities

Our World

Empower community organizations toaccelerate positive social change by leveraging
our unique expertise and resources.

Promote environmental stewardshipthrough our thought leadership andinternal operations.
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2020 Corporate Responsibility Report

Our Approach to Corporate Responsibility
During 2020, we found new ways to connect
with one another. We strengthened our corporatesocial programs to make an even greater positive
impact on the world at large.

team) on environmental, social and governance(ESG) issues. Our Board of Directors annuallyreviews Gartner’s approach and progress on
ESG matters.

Capitalizing on our culture of continuous
improvement, we successfully adapted toachieving our goals virtually with our clients,
communities, suppliers and, of course, ourassociates. In the face of unprecedentedchange and disruption, I am proud of what
we accomplished in 2020.

I’m constantly impressed by the passion of ourassociates. We know that the best ideas comefrom diverse perspectives, and we have increased
investments in diversity, equity and inclusion toincrease representation of women, and black,indigenous and people of color in leadership.
At the same time, our approach to DEI influences
how we work with our external stakeholders,
including clients and suppliers.

Our approach to corporate responsibility holds
strong influence over our behavior throughout
the company. It begins with strong corporate
governance designed to ensure our processes arerooted in integrity, independence and objectivity.
This is at the core of everything we do.
We established a Corporate Responsibility Executive
Council to oversee all corporate responsibility
programs, monitor the environmental impact ofGartner operations and provide guidance to the
Operating Committee (our executive leadershipTime and again we witnessed the power of people
coming together and supporting one another,no matter the circumstance. In response to thechallenges of 2020, our associates stepped up
their volunteerism and outreach efforts. Our charity
match programs multiplied their financial donations
to charities that mean the most to our associates.
In 2020, we conducted a materiality assessment
to identify the issues that are most important toour stakeholders and our business.
These findings help guide our strategicplanning, reporting and performance.
Through this report, we hope to provide adeeper look into our efforts and highlight how
we are working consciously every day to have ameaningful positive impact on the world aroundus. You’ll see how we implement the same insights
and advice from Gartner experts that our clients
rely on to achieve their mission-critical priorities.
We are at the beginning of our journey.
All of us at Gartner play a role in furthering
our accomplishments in corporate responsibility.
We will continue to accelerate positive socialchange, raising the bar for ourselves and building
a more sustainable world.
Jules Kaufman
EVP, General Counsel &Corporate Secretary
Chair of Gartner Corporate
Responsibility Executive
Council4

2020 Corporate Responsibility Report

Contents

06

24

54

67

77

83

63
Our Company

Our Associates

Our Communities

Our World

Our Clients

Appendix

About Gartner

Recruiting

Employee Volunteering

Development andCareer Progression

Employee Giving

COVID-19 Resource
CenterReporting Approach

Our Response to the
COVID-19 Pandemic

Our Commitment
to Environmental
Sustainability

Diversity, Equity andInclusion at Gartner

Engagement

Governance

Associate Safety and
Well-Being

Uplifting Communities
Around the World

LocationsOperations andInteriors

Diversity, Equity andInclusion ResearchMateriality Assessment
Performance Indicators

Client Impact Stories

Procurement

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Our
Company

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Gartner at a glance$4.1B
revenuein 2020

creating insights
around the world

Deep global
business andtechnology
insight
into every major
function in theenterprise

15,000+2,150+
experts

associates
in 90+ offices
globally

Customer Service& Support
Finance
Human Resources
Information
Technology

S&P 500
Member since2017

Legal & Compliance

Sales

Marketing &Communications

Strategy

Product
Management

Supply Chain

Research &Development
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About Gartner
Gartner delivers its products and services globally through threebusiness segments:
Research provides trusted, objective insights and advice on the missioncritical priorities of leaders across all functional areas of an enterprise throughreports, briefings, proprietary tools, access to our research experts, peer
networking services and membership programs that enable our clients todrive organizational performance.
Conferences provides business professionals across an organization theopportunity to learn, share and network. From our Gartner IT Symposium/XpoTM
series to industry-leading conferences focused on specific business roles andtopics to peer-driven sessions, our offerings enable attendees to experience
the best of Gartner insight and advice.
Consulting combines the power of Gartner market-leading research with custom
analysis and on-the-ground support to help chief information officers andother senior executives driving technology-related strategic initiatives moveconfidently from insight to action.

FortuneWorld’s Most Admired Companies 2016, 2017, 2018, 2019, 2020

ForbesAmerica’s Best Employers For Diversity 2020
America’s Best Employers 2018, 2019Best Management Consulting Firms 2017, 2018, 2019

Human Rights Campaign Corporate Equality Index
Best Places to Work for LGBTQ Equality 2018, 2019, 2020

WayUp
Top 100 Internship Program in USA for 2019
To see our full list of awards and recognitions, visit jobs.gartner.com

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Our response to the COVID-19 pandemic
The COVID-19 pandemic is a humanitarian crisis that continues day by day.
During these challenging times, keeping our associates, clients and suppliers
safe has remained a top priority. As the pandemic began unfolding globally inearly 2020, we took immediate action on several fronts.

Supporting
associates

Ensuring safety
Closed offices worldwide,
shifted associates to temporarily
work from home and suspended
all business travel. As offices
reopen, associates have theflexibility to continue working
remotely until the anticipateddate of September 2021.

Through our swift, decisive actions, we were able to reinvest in our greatest
and most important asset — our people. In July, we fully and retroactively
reinstated our Gartner Gives Charity Match. As we accelerated our ability tosell to and service our clients remotely, we carefully restored benefits that had
been temporarily paused.

Fostering health andwell-being

Preserving ourworkforce

Made it easier for associates to findresources for improving emotional
and physical health and coping withuncertainty and unrest.

Initiated cost-saving actions,
including the temporary suspensionof certain nonessential, regional
benefits, as well as a temporary
hiring freeze, to continue serving
our people in the longer term.

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In addition to supporting associates, providing great service to clientsremains another top priority for us. Enterprise leaders and their teams
are still dealing with unprecedented levels of uncertainty. Some clientsare in particularly hard-hit industries.
As they move from response and recovery toward renewal, we’re
working around the clock to create the insights, advice and tools theyneed to build and execute successful, postpandemic strategies.
Learn how we empower ourclients to lead through disruption

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We’ll continue adapting swiftly to changes so we can empower associates, clients andprospects to emerge from the pandemic stronger and more resilient than ever.

Supportingclients

Enabling
enterpriseleadership
Accelerated the creationof new, highly relevant
content for clients acrossevery function on topics
such as pandemic planning,
cost optimization, business
continuity, digital business
transformation, managing aneffective, remote workforce
and more.

Increasing access
Launched ourcomplimentary COVID-19
Resource Center, available
to the general public.

Continuing
to inspire

Connecting
peers

Pivoted to virtual
conferences for 2020
and through August 2021,
providing a flexible way
to accelerate learning
without the need to travel.

Facilitated peer cohorts
with leaders across theenterprise so they could
share with each other
how they were reacting
to the crisis.

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Diversity, equity and inclusion at Gartner: Why it matters
Gartner is and always has been a people-focused business. Our associates, clients and allother stakeholders deserve to be treated fairly and with respect. Racism and discrimination
are unacceptable, inconsistent with our culture and values, and not tolerated at Gartner.
Embracing diversity and being inclusive are at the heart of our Gartner culture.
Our associates represent more than 80 self-identified nationalities working in
39 countries around the world. We are on a multiyear journey to build a culture
based on equity and inclusion while driving systemic changes to impact our
15,000+ associates, as well as the clients and communities we serve in morethan 100 countries around the world.
To make meaningful progress, we’ve increased our investment in diversity,
equity and inclusion (DEI) and elevated its importance with our associates
and clients alike.

“Our vision is for Gartner to be a place where
everyone feels welcomed. This means cultivating
a culture where everyone can bring their fulland authentic selves to our work each and everyday. This will enable us to grow, innovate, wintogether and uplift the communities in which welive and serve.”
Chris Steadley
MVP, Diversity, Equity andInclusion, Gartner

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Our demographic data has helped us to inform
our priorities for 2021, which are:
• Create a more inclusive culture• Increase representation of women and Black,indigenous and people of color in leadership
DEI plays a significant role in our near-term andlong-term success. Ensuring that associates
can bring their true selves to work, feel like they
belong and see themselves reflected in leadershipis vital to moving the needle.
While there is still much work to be done, many
important initiatives are already in motion acrossour business. As we grow, we will continue toembrace every opportunity to get better, stronger,
faster — year after year.

Our World

0.1%

Our Clients

Native Hawaiian
or Other PacificIslander2020 Corporate Responsibility Report

0.3%

AmericanIndian or
Alaska Native

0.2%

1.9

Not Disclosed/Blank%

Two or More Races

4.0

%

3.0%

Not Disclosed/Not Available

Black or African American

6.6%

Hispanic or Latino

Ethnicity
breakdown(U.S.)*

55.3%

8.4%

Asian

Male

Genderbreakdown(Global)*44.5%

Female75.6%
White
Note: Percentages may not add up to 100% because of rounding.
*As of Dec 31, 2020
Does not include interns, full-time contractors, casual workers, etc.

Note: Percentages may not add up to 100% because of rounding.
*As of Dec 31, 2020
Does not include interns, full-time contractors, casual workers, etc.

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Diversity, equity and inclusion governance
We have implemented a governing model to sustain our journey by mobilizing
our people, our communities and our clients.

Executive DEI
Council

DEI Center of
Excellence

DEI Steering
Committee• Consists of our CEO, Chief
Human Resources Officer,
CFO, General Counsel, Headof Diversity, Equity andInclusion and Head of DEI
Research within our Gartner
HR research practice, andother selected leaders• Codifies our strategy
and establishes goals
against key metrics todrive greater transparency
and accountability• Formed with a crosssection of associates frombusiness-unit DEI councils
and employee resourcegroups (ERGs)• Reports directly to CHRO

• Listens, develops andexecutes initiatives basedon greatest impact• Drives DEI as an imperative at
all levels of the organization

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Building an inclusive culture

Employee resourcegroups (ERGs)

Business-unit
DEI councils

DEI Resource Center
for associates• Our formal ERGs giveassociates the opportunity
to generate ideas andprogramming to augment
our DEI work• W
 e have established four
DEI Councils within ourbusiness units. These
councils help promote
programming and cultivatea platform for leaders tocommunicate on DEI
topics while supporting
the enterprisewide DEI
work available to thegeneral public• Outlines our vision andfocus areas, which include
LGBTQ+ equality; race andsocial justice; veterans andtheir families; women in
the workforce; and people
with disabilities and theircaregivers• Launched a series of virtual
Real Talks to create a forum
for open dialogue around
topics like the spectrumof racism, workplace
discrimination, LGBTQ+
awareness and what itmeans to be black in thecorporate world• Promotes events, provides
training resources andleadership tools

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Virtual training:
Embracing diversity
and being inclusive
at Gartner• Deepens associates’
understanding of DEI at
Gartner, how biases influence
our decisions and behaviors,and strategies for increasing
inclusivity and decreasing
bias in the workplace• In 2020, nearly 5,000
Gartner associates globally
completed this training

Our World

Our Clients

Listening sessions• Company executives
and leadership held aseries of conversations
with associates fromunderrepresented groups
about their experiences
at Gartner, and participatedin a companywide Executive
DEI panel to identify areas
for improvement andcommunicate our strategy,
goals and metrics

2020 Corporate Responsibility Report“The DEI e-learning course did not just shape a beautiful visionof Gartner’s culture, it was also a much-needed reminder tokeep striving for diversity, equity and inclusion. We all assume
we’ve got these covered, but everyone has unconscious biases,
and this was a great reminder to stay humble and keep selfreflecting. This course was another confirmation that I madethe right choice in joining Gartner.”
Noor R., Egham, U.K.

DEI for our clients
The Gartner DEI advisory team continuously provides leading research andinsights. In 2020, we created a complimentary DEI Resource Center to help
leaders and organizations embed best practices into their organizations.

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GovernanceCorporate governance
Gartner is committed to maintaining strong corporate governance practices.
Our Board Principles and Practices are reviewed annually and revised in lightof legal, regulatory or other developments, as well as emerging best practices,by our Governance/Nominating Committee and Board of Directors.

For more information on the Board’s committees and our governance policies
and practices, please refer to the Corporate Governance section of our 2021
Proxy Statement.

Corporate Governance Highlights• Independent Chairman of the Board• Majority voting for directors• Annual election of directors• Annual Board and Committee performance evaluation• Executive sessions after each Board and Committee meeting• 9 of 10 directors are independent• 3 of 10 directors are women• 1 of 10 directors identify as a racial minority• Fully independent Board committees• Annual director evaluation of CEO• Annual succession planning review• Stockholder right to act by written consent
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Risk oversight
The Board of Directors, together with management, oversees risk (including
cybersecurity risk) at Gartner. The company’s strategic objectives and activities
are presented by executive management to the Board and approved annually,
and more frequently as necessary. The Board receives quarterly updates oncybersecurity matters from our Chief Information Officer.
The Risk (Internal Audit) function reports directly to the Audit Committee,
and provides quarterly reports to the Committee. The Committee reviews theresults of the internal audit annual risk assessment and the proposed internal
audit plan. Subsequent quarterly meetings include an update on ongoinginternal audit activities, including results of audits and any changes to theaudit plan. Risk also meets with the Audit Committee in executive session
on a quarterly basis.
The General Counsel, who serves as Chief Compliance Officer, also reports
directly to the Audit Committee on a quarterly basis concerning theeffectiveness and status of the company’s legal and ethical complianceprogram and initiatives, hotline activities and litigation matters.

The company maintains internal controls and procedures over financial
reporting, as well as enterprisewide internal controls, which are updated
and tested annually by management and our independent registeredpublic accounting firm. Any internal control deficiencies and the statusof remediation efforts, as well as any findings of the Disclosure Controls
Committee, are reported to the Audit Committee on a quarterly basis.

Ethics and complianceIntegrity is at the core of all that we do at Gartner; it is part of our culture andour commitment to the highest ethical standards. It is also about how we dothe right things —accurately, authentically, lawfully and truthfully.
This commitment is embodied in the Gartner Code of Conduct, whichdocuments the way we expect associates to conduct themselves in dealings
with the communities we serve — both inside and outside of the company.
Our associates, leaders across Gartner and our Board of Directors embrace theCode because it protects and advances our greatest assets: Our people andour brand. The Code is available, both internally and externally, in 12 languages.

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In addition to the Code of Conduct, which is reviewed annually, Gartner
maintains global policies that guide our associates in how to do their jobs
while always “doing the right thing.”
Those include:
Anti-Bribery Policy
Antitrust Policy
Conflict of Interest Policy
Human Rights Policy
Privacy Policy
Public Policy Advocacy and Political Contributions Policy
Anti-Money Laundering Policy (internal)
Discrimination and Harassment Free Workplace (internal)
Gift Policy (internal)
Insider Trading Policy (internal)
Trade Sanctions Policy (internal)

2020 Corporate Responsibility Report

Gartner conducts due diligence and sanctions screening on third parties toensure that the company only does business in compliance with the law andgovernment regulations. We also require that our suppliers agree to accept the
Gartner Supplier Code of Conduct (available publicly), acknowledging thatthey understand their role in Gartner’s commitment to conducting businesslawfully and ethically.
Gartner retains a team of legal and compliance professionals who are
stewards of the Ethics & Compliance Program. This team identifies andprioritizes risks by conducting risk assessments, and determines whether
such risks are effectively managed and mitigated. Its activities both reduce
the likelihood of noncompliance with Gartner policies and applicable laws
and enhance our culture, providing a productive and safe environment for
our associates.
The Audit Committee of the Board of Directors provides oversight for the
Ethics & Compliance function. The General Counsel, who also serves as
the Chief Compliance Officer, is the ultimate supervisor of the Ethics &Compliance team. Senior management partners with the team to set a
consistent tone at the top that facilitates our “speak up” culture. The Ethics &Compliance team works to create, maintain, communicate, and implement
the policies and procedures noted above to ensure that associates conductbusiness both ethically and lawfully.

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Gartner encourages a speak-up culture, where associates can ask questions
and report concerns without fear of retaliation. We have zero tolerance
for retaliation against those who bring forward concerns and questions ingood faith. When issues are raised, either through the Gartner Hotline, ourOffice of the Ombuds, Human Resources or to associates’ managers, they
are investigated thoroughly and shared with our General Counsel and Chief
Compliance Officer as appropriate. When substantiated, remedial action istaken promptly with the support of HR and the relevant business unit.

Gartner’s Office of the Ombuds, a key component of the Gartner complianceinfrastructure and a reliable resource for associates to bring forward questions
and concerns, works to ensure that associates operate with independence,
objectivity, ethics and integrity. The Ombuds team follows a rigorous process
to evaluate concerns and undertake root-cause analysis when appropriate,with an eye toward maintaining the deep trust our clients have in Gartner.

Speak-up culture

The Gartner Hotline is a mechanism for anyone inside or outside the company
to voice concerns, anonymously if requested. Managed by an independent
third party, the service is available 24/7, via international toll-free numbers andlocal-language web submission forms. Each issue is handled via a documented,
standard intake process. Information on investigations is included each quarterin our reporting to the Audit Committee.

The Content Compliance team is a group of associates dedicated to globallyreinforcing Gartner’s independence and objectivity every time a client wishes
to reference Gartner content externally. They ensure that these externalreferences adhere to a strict set of guidelines (see Copyright & Quote Policy).
Rounding out this team are our Ambassadors — members of the Commercial
Legal team worldwide who dedicate a percentage of their time to ethics
and compliance. Ambassadors serve the countries in which they are either
resident or proximate, and generally speak the local language or work with
their team members who do. They are well-known and trusted advisors
within these countries. As such, they are very valuable ethics and complianceresources who train, communicate and conduct investigations in local
language, with a strong cultural understanding. As appropriate, they partner
closely with our global team.

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Ethics and compliance training
The Ethics & Compliance team creates and maintains a robust set ofcompliance training programs that are taken when associates join Gartner.
In 2020, anti-bribery was added to the core compliance new hire training
curriculum, which includes Code of Conduct, Sexual Harassment Prevention
and Data Privacy training modules. The team also evaluates our approachto the annual Code of Conduct training each year, ensuring that the content
and delivery remain fresh.
Additionally in 2020, we launched a series of five short training programs
released throughout the year, each with an accompanying resource centerto provide a centralized source of materials related to the topic (examples
of topics include Anti-Financial Crime, Communications and Social Media,
Fiscal Care, Preventing Sexual Harassment, and Privacy & Data Protection).
The aggregate completion rate for these programs, along with attestations
to abide by Code policies, was over 98.6%.
In addition, select groups are required to complete additional, business-unitspecific training. We also launched new annual ethical selling courses acrossall of Gartner Sales.

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Risk management activities
Data protection program

Data protection training

Gartner recognizes the importance of having effective, meaningful privacy
protections to govern the collection, use, analysis, processing and disclosureof confidential information, including (but not limited to) personal information.
Gartner entities are required to comply with our data protection policies,
procedures and applicable laws. We also require any third-party service
providers with access to confidential information to have appropriate security
and privacy controls, and we conduct information security due diligence on
all new third-party relationships. The Gartner Privacy Policy describes how wecollect, use and handle personal information, and how individuals can makechoices about, access, amend or request deletion of their data.

Gartner associates are required to complete annual data protection andsecurity training, and new associates are required to complete the training
as part of the onboarding process. In 2020, 99% of all Gartner associatescompleted these training sessions. The annual training covers topics likedata classification, proper handling of different types of data, how to reportprivacy or security incidents, and acceptable use of Gartner systems. During
training, associates attest that they have read and understand our Acceptable
Use and Information Classification Policies. In addition to annual data protection
training, additional business-unit-specific data protection training is provided toassociates who regularly handle personal information of clients and associates.

We have a dedicated team of data protection professionals, led by our Global
Data Protection Counsel, who reports to our General Counsel. The teamoversees Gartner’s enterprisewide data protection compliance program toensure that Gartner appropriately handles and protects personal and otherconfidential information and complies with relevant data protection laws
and regulations, such as the EU’s General Data Protection Regulation and theCalifornia Consumer Privacy Act.

On a routine basis, Gartner associates receive training on emerging security
threats, new security processes and policies, or tailored security expectations
required of their role. Additionally, we conduct quarterly phishing tests toimprove our associates’ ability to identify and report phishing threats.

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Data security
Ensuring the confidentiality of data provided to us by our clients, associates
and suppliers is of the utmost importance. Gartner has a dedicated team ofcybersecurity practitioners led by a Chief Information Security Officer, whoreports to the Chief Information Officer. The team employs a comprehensive
cybersecurity program to prevent unauthorized access to client informationand to detect and prevent security incidents. Gartner leverages a defensein-depth cyberdefense strategy, which means that multiple layers of security
protect our data assets. Informed by the best practice security insights of ourforward-looking research, Gartner’s advanced technical controls, security
policies and human processes provide protections that keep pace with evolving
security threats as well as legal and regulatory compliance requirements.

Gartner maintains certification with ISO 27001. We have developed andimplemented a comprehensive Information Security Management System(ISMS). Gartner applies a systematic approach to securely managing sensitive,
confidential information by implementing best-practice information security
policies, systemized controls and risk management processes. We adopted an
overarching management process to ensure that information security controls
meet our information security needs on an ongoing basis. Gartner also carries
cyber liability insurance.

Gartner follows secure software development life cycle best practices, which
add an additional layer of protection within our development pipeline andimprove the security of our client-facing applications. Additionally, ourinfrastructure and systems are routinely audited by external parties for data
privacy and security. We leverage independent third-party organizations
to review and validate our a) security practices, processes, and controls toprotect associate and client data, b) policies and technical configurations
in place to secure our technology devices and systems, and c) compliancewith client, industry and regulatory security/privacy requirements.

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We are a team of thinkers, doers and lifelong
learners. Explore the foundation of our culture:
At Gartner, we put our people first. Our strategy has always been to
create an environment of exceptional professional development where
all associates are empowered to thrive and reach their full potential. Thisis how we continue to grow and innovate as an organization. In a year of
unprecedented disruption, our associates' agility in responding to change
drove our success.
Ensuring the health and safety of associates is always a top priority, but
this took on new meaning in 2020. Equipping all office-based associates
to work remotely from the start of the pandemic through the anticipateddate of September 2021, as well as providing easy-to-access resources
promoting emotional and mental health, were just some of the ways wesupported associates as they navigated this difficult time.
We win as a team. Like any team, we cannot realize our full potential unlessour roster reflects a wide range of skills, experience and backgrounds.
As we expand and create even more opportunities within the company,
we're continually renewing our commitment to diversity, equity andinclusion.
We’re working diligently to make meaningful progress through recruiting,professional development, networking, education, celebrating heritageand history, creating safe spaces for all associates, and establishing
opportunities for community service and outreach.

Impact clients’mission-criticalpriorities

Prioritize,
relentlessly

Do the right thing andgreat results will follow

Get better, faster,stronger every year

Embody ano-limits mindset

Win as a team

Make fact-based
decisionsEmbrace diversity
and be inclusive

Think and act
objectively

Be humble,
be hungry
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Recruiting
Building a diverse talent pipeline around the worldGartner’s investment in its people begins well before they join theorganization. We invest in initiatives, programs and partnerships to build
an inclusive environment that inspires innovation and attracts top talent.
In 2020, we formalized these efforts by developing the Gartner Diversity,
Equity and Inclusion Talent Acquisition Council. With representation fromrecruiters globally, the council is responsible for testing, piloting andpushing forward new initiatives to improve our diversity practices throughout
recruiting. It’s composed of 62 global team members who collaborate acrossthese key recruiting priorities:

An important objective of our hiring practices is to provide fair pay by setting
market-based pay scales for similar roles regardless of the candidate’s
compensation history. For existing associates, we aim to reduce differencesin the compensation of associates performing similar roles and with similar
performance levels via our periodic pay increases.

• Building out diversity recruiting strategies and incorporating them intohiring practices• Educating hiring managers on DEI initiatives and training• Leveraging Gartner DEI research to ensure that our approach is based onbest practices

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We focus on inclusion at every stage of our hiring process
Inclusive job descriptions avoid
gendered wording

Sourcers have strategies on
how to find diverse candidates

Sourcing/
Application

Job Posting

Intake meeting focus on transferrable
skills and experience (not pedigree)

Diversecandidate slate

Recruiter
Phone Screen

On-SiteRecruiters mitigate unconscious biases
by developing cultural competencies

Offer

Fair pay andadequate levelin job offer

Ongoing annual training for recruiters, including unconscious bias and diversity training
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We use a variety of approaches to expand and diversify external candidate pools,
including Gartner-led immersion programs and external partnerships.

Immersion programs
Gartner Women & Returners in Sales Discovery Program
Professionals who have taken career breaks for reasons such as raising afamily, dealing with long-term illness, caring for aging relatives or having
a spouse in the military can find re-entering the workforce a challenge.
This program provides candidates with tailored professional development
and training to help them return to rewarding careers in Gartner Sales.
Following program completion, attendees have the opportunity to apply
for full-time roles.

“I would highly recommend the program to others as it
gave me clear insight and understanding of the positive
team dynamic, and energetic and growth mindset culture
within Gartner.”
Roseanne W., 2020 program participant, Australia

In 2020, Gartner expanded the program outside of the U.S., hosting a virtual
three-day program in Australia and New Zealand (ANZ). Sixty-six percent of2020 participants in the ANZ program received and accepted full-time roles
with Gartner. Programming included an overview of Gartner Sales, panels withsenior leaders, presentations by our Women at Gartner employee resourcegroup, training by the sales learning and development team, and more.

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Our Clients“I enjoyed joining a professional and resilient community.
Veterans often face unique challenges when transitioning
both from the military to academia to the workforce, andfrom the military to the workforce. Nevertheless, this Veteran
Fellowship Program provided hope and optimism, and built
confidence for transitioning veterans, wherever they may bein their respective journeys.”2020 Corporate Responsibility Report

In 2020, we ran one cohort each during April and June, consisting of a series
of workshops, professional development, speakers and hands-on practicalapplication. Following the completion of the program, we invited participants
to apply for roles.
Nineteen percent of 2020 participants received and accepted full-time roles
with Gartner.

Ernesto C., 2020 participant, USA

Gartner Veteran Fellowship Program
We continue to expand recruitment of global military veterans. Gartner
understands the unique value and perspective that service members bringto our organization. Designed for transitioning or recently transitioned
service members who are beginning or resuming their careers in thecorporate world, this program helps candidates connect how their military
experience may translate into corporate success.

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Developing the next generation of business leaders
To help early-career candidates experience Gartner and develop the skills to
succeed in the future, we provide university students and recent graduates with
opportunities to learn from real-world experience and connect with top industry
talent through internships and special events. This includes strengthening our
relationships with historically Black colleges and universities (HBCUs) in the U.S.
In 2020, the global pandemic forced the suspension of our internship andin-person programs. In response, our university recruiting team quickly pivoted
to ensure we could continue providing students with valuable learning anddevelopment opportunities. We launched a robust virtual learning experiencethrough Gartner-hosted events that focused on skill development, insightsfrom senior leaders and exploring career paths.

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In addition, throughout the 2019-2020 academic year, our recruiting team attended over
1,250 live and virtual events at 190 universities across Europe, India and the United States
to meet students and introduce them to Gartner.

2020 virtual early-career programs:
Program

Objectives

Reach

Feedback from participants

Summer Webinar Series

Develop skills to succeed in thecurrent job market, hear aboutcareer journeys directly from seniorleaders, gain understanding ofvarious career tracks at Gartner

5,300+ students registered globally
across 44 webinars“Gartner is helping me gain insights into the corporate world I’m about to enter after
completing my MBA and preparing us for the future. I am extremely thankful for thisopportunity.” –Tushar K., 2020 participant, India

University Summits

Dive into what sales, services andfinance careers look like at Gartner

156 participants from 26 universities
across North America, EMEA andCEMS/ANZ attended five one-day
summits“The most valuable experience was the role play with a Gartner team member.
By actively applying our learnings from the summit, we could directly experience a
typical Gartner sales call, which made it very hands-on.” – Käthe N., 2020
participant, Germany

Business Rotational Program
Case Study Competition

Use problem-solving skills andbusiness acumen to solve a realbusiness challenge and present
the solution to Gartner leadership

20 participants from 12 universities
across the U.S.; 5-day program
offered in place of suspended
Rotational Program“The opportunity to work on a real Gartner case study gave me invaluable knowledge
that I can apply to my current internship, as well as a chance to connect withtalented peers with similar passions.”– Luca L., 2020 participant, USA

Research and Business
Rotation Gartner Days

Hear directly from Gartner
leadership and associates about
the impact of their roles on theorganization and apply for afull-time role

40 students attended; offered inplace of suspended Rotational
Program“I enjoyed hearing perspectives from panelists and associates in different roles.
Everyone has their own unique experiences with the Rotational Program, andlistening to them gave me a much better sense of how I could set myself up for
success at Gartner.” – Victor L., 2020 participant, USA

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Partnerships
We proudly partner with leading organizations around the world to help extend opportunities toa wide range of candidates and raise awareness of Gartner as an employer of choice.
Our 2020 partners included:
University partnerships

Experienced hire partnerships
Disability Virtual Career Fair

Modern Military Association of America

Big 10 Women’s Conference

Disability:IN

NSN Chapter NY/NJ

Black Young Professionals

Diversity Job Fair

Out In Tech

Bright Network Festival

DiversityJobs.com

Pride Circle

Enactus U.K.

Equal Opportunity Publications (EOP)

Service Academy Career Conference

Enactus U.S.

FairyGodBoss

South by Southwest (SXSW)HackHERS

Grace Hopper Celebration

Toigo

Management Leadership for Tomorrow (MLT)

Hire Heroes USA

UK Careers Fair

MBA Veterans

Hiring Our Heroes

Veterans Virtual Career Fair (APUS)

National Black MBA (NBMBAA)

iRelaunch

Women in Tech

National Sales Network (NSN)

Jobs.Co.UK

WomenHack

Out for Undergrad (O4U)

Military MOJO

WiCHacks

Reaching Out MBA (ROMBA)
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Grace Hopper Celebration

St. Mary’s University Be SMART Project

Gartner was a sponsor of the 2020 Grace Hopper Celebration — the world’s
largest gathering of women technologists — where women from around theworld learn, network and celebrate their achievements. Female associatesfrom our engineering, IT and product teams led talks with 30,000+ virtual
attendees about their own career paths at Gartner. Attendees also had theopportunity to connect with members of the Gartner team for virtual one-onone sessions and to learn more about our commitment to workforce diversity.

This program focuses on providing Black, Asian and other historicallyunderrepresented ethnic university students in the U.K. with access tomentoring, internships and professional development opportunities. Gartner
Consulting partnered with St. Mary’s to provide internships and mentoring
to selected students, and hosted a series of webinars on professional
development for all students. Gartner was honored with the “Outstanding
Employer Contribution” award for its involvement.

WomenHack

National Sales Network (NSN)

We partnered with WomenHack — an organization dedicated to empowering
women to pursue careers in the technology industry — to participate in a
virtual event with 60+ attendees in Barcelona. Top female engineers, designers
and product managers had the chance to connect with our recruiting teamduring speed interview sessions and network with Gartner associates, including
software engineers and product managers.

Gartner partnered with the National Sales Network (NSN) to expand recruitment
of diverse top university sales talent, particularly in the African-American
community. Gartner sales associates served as panelists in NSN webinars andattended the NSN Student Sales & Marketing Conference to share information
about sales and marketing opportunities with the company.
Out4Undergrad (O4U)
This organization helps high-achieving LGBTQ+ undergraduates reach their fullpotential. Gartner associates participated in the mentorship program, helping
prepare young LGBTQ+ students to start their careers off on the right foot — as
their full and authentic selves.

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Our Clients2020 Corporate Responsibility Report“Participating in O4U as a mentor was a humbling experience,
allowing me to share my knowledge and experience withstudents on a variety of workplace topics. This included
conversations around authenticity, diversity, inclusion andways to navigate today’s job market. I was honored to represent
Gartner and the diversity and inclusion efforts the company
has taken, particularly for the LGBTQ+ community.”
Nick P., Fort Myers, Florida, USA

Sales competitions
Gartner sponsored two collegiate sales competitions — the National Collegiate
Sales Competition (NCSC) and the International Collegiate Sales Competition(ICSC). These events give college students exposure to real-world sales
environments, case simulations and networking opportunities at career fairs
where they can meet with recruiters and sales professionals.
• 133 students from 68 universities across the USA competed at the NCSC
virtual event.
• 108 students from 80 universities competed at the ICSC virtual event, and6 participants accepted internship and full-time offers from Gartner.
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Development and career progression
Continuous improvement through feedback is in Gartner’s DNA — it’s how
we approach everything from creating a new product to helping associates
reach their full potential. This year, goal-setting and ongoing feedback took
on greater importance in helping our associates maintain a sense of stability
and purpose in their work.
The COVID-19 pandemic caused widespread disruption to day-to-day work
activities and environment. To help associates adapt, we encouraged themto double-down on practicing the core tenets of our performance feedback
process: Check in with your manager regularly to reassess your goals, practiceongoing feedback to make sure you are focused on the right priorities andunderstand how your work fits into the larger picture.

This year, as part of efforts to drive systematic improvements in DEI across thecompany, we increased our focus on recognizing, identifying and developing
underrepresented talent in the leadership pipeline, as well as increasing
visibility to internal opportunities. We’re committed to addressing the distinct
needs of each talent segment so all associates feel like they belong and havethe tools to reach their goals.

In addition to helping associates unlock their full potential throughmechanisms like continuous feedback and regular performance appraisals,
we have dedicated resources and programs designed to develop eﬀective
leaders. Through exposure, experience and educational opportunities, wedevelop talent from within to keep associates growing with Gartner.

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Talent review and succession planning
On an annual basis, Gartner’s CEO and Operating Committee meet toreview and discuss the leadership succession pipeline for critical roles in
the organization. The overall process consists of three parts:• Business context: Planned adjustments to our operations in the near termthat may have a strong impact on our leadership and people requirements.
• Leadership assessment and development planning: Reviewing leaders’capability and potential to take on larger roles in the company as an input forunderstanding the strength of our leadership pipeline, and steps we cantake to boost individual and organizational readiness.
• Succession planning: Matching the strengths and development areas of
our leaders with business and role requirements to form a clear viewof candidates and how we can best help them prepare to take on specificroles in the future. We focus on expanding our pipeline of future leaders toreflect a broad array of associates in line with our DEI strategy.

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Training and leadership programs
Leadership is a journey that never ends. The goal of our training and leadershipdevelopment programs is to offer continuous training opportunities and develop
leaders who develop high-performing teams. We’ve designed a number ofprograms based on experience and business-unit affiliation to ensure associates
can thrive at all levels.
In 2020, our frontline leaders and managers were able to participate inthese programs:
Leading With Context
These leadership forums are designed to provide participants with targeted
context for Gartner’s broader strategy and focus areas. In 2020, we held three
sessions for the Top 130 executive leaders in the company. These sessions
were crucial while navigating the disruption and challenges our teams faced.

Coaching Mindset & Conscious Leadership Courses
Gartner launched two critical leadership sessions for leaders of all levels
in 2020. Coaching Mindset offered leaders an opportunity to explore andrefine their coaching capabilities (agnostic of a coaching model) with anunderstanding of how to meet associates where they are in their development
needs, diagnosing and assessing talent, and developing effective dialogue
to encourage growth and performance improvement. Conscious Leadershipprovided a foundational overview of leading at Gartner, including leadershipexpectations, emotional intelligence, and how to lead above the line in a
mindful and intentional way. Over 660 leaders at all levels participated in
31 global sessions held over 11 weeks.

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Gartner Manager Program
Approximately 100 leaders participated in this two-day on-site and later in theyear, virtual, program that focused on developing leadership foundations forfrontline leaders.
Leadership Exchange (LeadEx)
This year we introduced a new leadership forum called the Leadership
Exchange (LeadEx) for Vice Presidents and above. This is an open-forum
session for leaders to share experiences, ask questions and gain perspective
on effectively leading people within the context of current environmental
factors. These virtual exchanges use a combination of prompts and moderators
to help participants gain the insights, tools and understanding needed tonavigate real-time opportunities when leading people.
Our first exchange series focused on creating an open dialogue around raceand discrimination and how to begin creating a culture of belonging withina team. Over 400 senior leaders participated.

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Talent redeployment program

GartnerYou

Due to changing business conditions during the pandemic, we had a large
number of underutilized associates in some areas while other teams became
extremely busy yet unable to hire additional resources. To ensure business
continuity while developing and engaging high-potential associates and their
managers, we created a number of short-term flex rotations. In rotations
lasting 3–6 months, associates were 100% dedicated to their new role andimmersed into their new teams. They received goals and objectives to ensure
they broadened their skills, gained exposure to new business areas andunderstood how to achieve success. In total, 47 associates participated in
the program across the company, and eight of the rotational positions wereconverted into permanent full-time roles.

GartnerYou is our online learning experience platform, offering a centralized
location for associate learning and development. In 2020, GartnerYou offered
34,950 learning resources, an increase of 12,000 from 2019, with 343,876
course completions globally.

“I learned an entirely new business and excelled at it. It gaveme the confidence to know that I can do things outside of myprevious experience.”

Global Talent Lab
The Gartner Global Talent Lab is designed for high-potential candidates
looking to accelerate their careers. Associates work alongside world-leading
thought experts as part of the structured learning program that also includes
dynamic mentorship and leadership exposure, focused coaching sessions
and competency training that support skill development.
Talent Lab invested approximately 200 hours per associate per year indeveloping early- to midcareer individuals through focused training,knowledge-sharing sessions and real-world experiences with industry experts.

Robert T., Irving, Texas, USA

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Our Clients“As the remote work culture grew in 2020 it didn’t stop me fromexpanding my skills at Gartner. I not only enhanced my skills on
my core technology but also many other skills like presentationdelivery, creating impactful research and graphics throughvarious coaching sessions. The growth opportunities at Gartner
are truly unparalleled.”
Ravisha C., Gurgaon, India

Sales learning and development programs for new hires
While continuing to support eight dedicated sales onboarding programs, ourGartner Sales Learning and Development (SL&D) team launched a pilot in2020 for a new approach to onboarding of new sales talent. This reimagined
learning platform is grounded in the latest learning and development bestpractices and is built around the core competencies that lead to sales success
at Gartner. Leveraging this new learning model, SL&D built an infrastructure
and program structure scalable across all sales roles. By integrating the latest
in learning technology, new hires receive well-paced, just-in-time layered
learning via multiple modalities with high emphasis on real-time application
throughout their first year in role. Pairing this learning model with continuous
support from a dedicated, experienced Sales Coach enables new hires to2020 Corporate Responsibility Report

accelerate their time to productivity. Automated tracking systems and learningassessments enable sales managers to recognize a new hire’s progress andperformance and provide timely and consistent guidance more effectively.
This newly reimagined onboarding program, called Expedition, launchedglobally in the first quarter of 2021.
Sales leadership development programs
To support the unique needs and challenges of our sales leader population,
Gartner has a vertical practice focused solely on their development at specificcareer stages. Throughout 2020, 944 sales leaders attended one or more of
the programs designed to prepare and accelerate their functional, operational
and leadership capabilities. Programs included: Sales Manager Preparation
Program for Global Business Sales (GBS) and Global Tech Sales (GTS); VP
Preparation Program; VP Onboarding Program; Sales Manager Onboarding
Program for GBS and GTS; High-Performance Coaching Center; and theManager Workshop Series.
Leadership elevation programs
We will launch a new, reimagined leadership development framework in 2021.
The structure has target development experiences and programs for leadersacross all pipeline levels. These programs are designed to reinforce thecontinuous development journey while wiring together both on-demand andlive sessions for a comprehensive development experience that is paced to
the leader’s level of need.
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We are committed to developing an inclusive and engaging environmentthat makes Gartner a vibrant, exciting place to work. The greatest catalyst
to engagement comes from leadership — particularly their efforts to set
direction, allocate resources, and build individual and organizational
capability. In addition, we embed our associate survey efforts within ourbusiness units so that the insights we glean can help leaders understandthe opportunities for effecting organizational growth.

Year over year, we see a decrease in the associate turnover rateand increase in the associate tenure at Gartner. By the end of
2020, on average, Gartner associates stayed with the company
5.2 years (an increase from 4.6 years in 2018).

Engagement

We measure associates’ perspectives across a range of topics that affecttheir experience at Gartner, including the extent to which they:• Feel their work environment is welcoming and inclusive• Understand the connection between their work and company impact• Are empowered to take action that best supports our clients• Receive the resources and support required to meet our expectationsof them• Have opportunities to learn and grow with Gartner

Business-unit-specific survey results are used for a number of leader-specificinterventions, from individualized coaching to team-based skill-building tobusiness-unit-wide initiatives targeting key areas of engagement. Measured
topics include: Client impact, collaboration, communication, inclusion/
diversity, innovation, manager effectiveness, performance feedback andprofessional development. Our surveys are based on broad and rigorous
models of engagement that leverage empirical research and methods, andare delivered using technology that ensures accuracy and anonymity. Seniorleaders review results and report back to associates, including on plans toaddress the feedback and ways associates can get involved in new initiatives.

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Our ClientsBusiness-unit DEI Councils
Our business-unit DEI Councils offer associates the opportunity to develop
leadership skills, create peer connections and enhance relationships to help
drive DEI outcomes at the business-unit level. The focus of each business-unit
DEI Council is to:• Partner with associates to drive changes• Equip leaders to be more inclusive• Engage associates on DEI topics• Drive initiatives aligned with DEI enterprise work

2020 Corporate Responsibility Report

We are currently in the process of implementing these councils in each of ourbusiness units to drive continued growth and a more inclusive culture.

Employee resource groups (ERGs)
Our voluntary, associate-driven ERGs bring associates together to foster asafe, inclusive and supportive workplace. We currently have four formal ERGs
working to inform corporate DEI initiatives, support leadership development,
host events, influence benefits, raise awareness, and help create workplaceresources and psychological safety.
They are open to all associates and play a key role in defining our culture
and driving employee engagement at Gartner. Each group has an executive
sponsor on the Operating Committee who represents and advocates for thegroup at the highest levels of company leadership.
Amid the pandemic, the groups united thousands of associates virtually
across the globe through relevant and compelling programming to attend
while working remotely. Expanding from a chapter-based to a virtual strategy
increased opportunities for participation and cross-group collaboration as
all events, programs and conversations were open to associates worldwide.
In 2020, our ERGs delivered 100+ programs and events.

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Women at Gartner

2020 Corporate Responsibility Report

Women at Gartner
Pride atFocuses
Gartneron contributing to the professional development,

Focuses on contributing to the professional development, impact,
retention and attraction of professional women at Gartner

and attractionof professional
women
Promotes a impact,
positive retention
and inclusive
environment
for all associatesatGartnerworldwide, regardless of sexual orientation or gender identity at Gartner

2020 highlights:

2020 highlights:• Launched Gartner CREW, a professional mentorship program for
women at Gartner• Continued partnerships across the business to develop policies andpractices that resulted in Gartner being recognized again as a Best
Place to Work for LGBTQ Equality in 2020, with a top score of 100%

• Held 50+ events engaging over 6,650 attendees, focused on
professional development, networking, wellness, community
building, allyship and more

• Raised awareness of the importance of proactive LGBTQ+ allyship byhosting events, speakers and more“Despite the change in our scheduled programming, Women at Gartner
pulled together. Our associates demonstrated their care for eachother and their dedication to our community — sharing stories,
exchanging helpful tips and tricks, and supporting each other to risethrough challenging times.”“I am proud to work for a company that not only prioritizes global
diversity and inclusion, but also values my identity. LGBTQ+ employees
are a vital part of the teams who work here, and Gartner’s score on the
HRC’s Corporate Equality Index is a testament to our organization’scommitment to advancing equality.”

Julie A., Vice Chair, Women at Gartner and Head of Women in Sales, Fort Myers,
Florida, USA

LJ J., Pride at Gartner Co-Chair, Arlington, Virginia, USA (Pronouns: They, Them, Theirs)

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Veterans at Gartner

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Women at Gartner
MosaicFocuses
at Gartneron contributing to the professional development,

Dedicated to making Gartner a great place to work for top militarytalent and their families

impact,retention
and attractionof professional
women
Dedicated torecruitingand engaging
associates
who identify
as aat
Gartnerpart of underrepresented racial or cultural groups

2020 highlights:

2020 highlights:• Successfully continued the Veterans Mentorship Program• Piloted Rise Leadership Program for underrepresented talent• Partnered with HR to create a guide for managers: “Veteran Success
Guide + Understanding Military Leave”• Spearheaded the Real Talks series• Launched first formal chapter in India“Veterans at Gartner is a one-of-a-kind platform that has brought
together the right people, making the right kind of efforts, andwith their hearts in the right place. It has connected people acrossdepartments and functions, binding them together in a common
thread of togetherness and growth, and been instrumental increating shared values.”
Diwakar P., Gurgaon, India• Organized groups such as Black Employee Network and Black
Analyst Caucus in which associates share experiences, ideas,
solutions and opportunities• Grew membership by more than three times and launched regional
chapters in ANZ, U.K. and LATAM“The first thing I look at when searching for a company is whether or
not there are other people who look like me. Will this be a place thatembraces diversity, not just tolerates it? Not only does Gartner foster
an environment of inclusion but has a space where those groups
could have a community and be celebrated.”
Yolanda, K., Arlington, Virginia, USA

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Our ERGs drive engagement at Gartner in the following ways: creating
educational and development opportunities, celebrating identity andfacilitating important conversations.
Creating educational and development opportunities
Gartner Crew — Launched in 2020, this eight-week female-driven mentorshipprogram provides participants with guidance, insight and advice as theynavigate their careers. The first cohort included 123 participants from a varietyof backgrounds, tenures, business units and geographies.
Rise Leadership Program — Piloted in 2020, this eight-week program is thefirst of its kind at Gartner, focusing on empowering underrepresented leaders
through impactful opportunities to amplify their leadership capabilities andexpand their networks so they can develop and accelerate their careers.
Veterans Mentorship Program — In its second year, this six-month programprovided an opportunity for over 100 associates to participate as mentors or
mentees. The number of participants increased nearly three times compared
to 2019.
“Being part of the 2020 Crew was a highlight for me. It was a great learning
experience and I got to know some truly supportive colleagues.”
Eve A., Stamford, Connecticut, USA

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Celebrating Identity
Women’s History Month and International Women’s Day — The global
celebration of the Women’s History Month focused on inclusive topics that
addressed the intersectionality of what women face in the workplace. Some
activities included a Women’s Month webinar series, #EachforEqual photocollection, trivia night, virtual postcard exchange and virtual speaker series.
“Women’s Month 2020 has proven to be our most memorable celebration
yet. We united thousands of associates across the globe virtually throughrelevant and compelling programming rooted in our mission to enable thecareer growth aspirations of our community.”
Erica S., Chair, Women at Gartner, North Carolina, USA

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Pride Month — Hosted and participated in events and programming
worldwide in June to commemorate the history of and bring awareness toissues the LGBTQ+ community still faces today. Led a virtual conversation
with guest speaker Cleve Jones, an American human rights activist, author
and lecturer.

Veterans Month — Led a series of events globally, including virtual self-defense
class, panel with veterans, and global 22 Challenge in November to raiseawareness of mental health issues and other challenges facing veterans. In
the USA alone, past statistics have reported that nearly 22 veteran/militarysuicides occur per day. Over 300 associates participated to show support,
sharing photos, videos and stories of them engaging in a variety of 22-related
activities, from completing 22 pushups to donating $22 to a charity.

Play“The #22Challenge created a wonderful opportunity for me and my 7-yearold twins to discuss the tremendous sacrifice and service veterans haveprovided us.”
Erik H., Ohio, USA

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Heritage Months — Held events worldwide to connect, educate andcelebrate the many cultural identities represented at Gartner, raiseawareness and foster community. Activities included panel events,
roundtable discussions and story sharing.
“I love having the opportunity to share a little about my culture and heritage,and hearing from others as well during Hispanic Heritage Month. Our
different yet combined experiences and points of view make us better.”Carolina V., Arlington, Virginia, USA48

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Conversation topics included, but were not limited to:
Being Black in America
Facilitating important conversations
Real Talks — Amid protests against racial injustice and discrimination
globally, Mosaic at Gartner launched a series of virtual Real Talks to create asafe space for associates to address the current climate and discuss the racial
injustices that occur in many forms across communities around the world.
These hour-long conversations open with a few prompt questions or personalstatements from the moderating panel, encouraging participants to speak
candidly about their feelings and experiences. By participating, associates often
build connections with members of our global community, educate peers andcolleagues, and reflect on the importance of driving organizational change.
Since May 2020, Mosaic at Gartner has partnered with our other ERGs toexpand these conversations, hosting 22 Real Talks with over 5,000 associatesfrom the U.S., U.K., Australia, India and the Asia/Pacific region.
Open dialogue around topics like the spectrum of racism, workplace
discrimination, LGBTQ+ awareness, and what it means to be Black in thecorporate world has enabled many associates, including team leads andmanagers, to educate themselves on the experiences of our associate
population and the meaningful changes needed to be more inclusive.

Combating Racial Injustice
The LGBTQ+ Community and Intersectionality With Race
Being Black in the United States Military
White Privilege & Allyship
Parenting Through Racial Crisis
Combating Gender-Based Discrimination in India
Mental Health and Suicide Awareness
Race & Feminism
Recognizing and Acknowledging Intersectionality
Belonging to a Religious Minority in India
Being Black in the U.S. Armed Forces
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Check Your Blind Spots — In early March, the leadership team in our Irving,
Texas, office, in conjunction with the four ERG groups, organized a visit
from the Check Your Blind Spots bus tour. Associates explored what canshape our likes and dislikes and judgments about people through themultimedia experience.
The tour is created by CEO Action for Diversity & Inclusion™, the largest
CEO-driven business commitment to improve diversity and inclusion within
the workplace in the country. Gartner is a proud signatory of the CEO Action
coalition and through the tour, we help our community explore nuances of
unconscious bias that we do not even realize we have.

2020 Corporate Responsibility Report“As a triple minority I don’t think I realized that even I am capable ofunconscious bias, so it was nice to be held accountable and see waysthat I can still evolve as a person and professional. The whole process
made me realize that I don’t want anyone to feel like I’ve felt and so I
want to do my part to educate others around me and be the example.
Thank you for helping facilitate this experience!”
Van H., Irving, Texas, USA

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Associate safety and well-being
We want associates to be their best selves. That’s why we invest in meaningful,innovative and inclusive benefit programs that support physical, financial andemotional well-being. Our comprehensive approach centers on balance so
associates can live well — in all aspects of their lives.

Be
well.

Take care of yourself with access tocomprehensive health plans, preventive
programs and flexible options.

In the U.S., our comprehensive benefits package is available to all regularassociates working 20 or more hours per week and their dependents,
including domestic partners. In 2020, the benefit program included:

To support associates’ and managers’ mental health, we focused on
promoting existing resources. We created and mailed well-being resource
guides to all associates in the U.S. and U.K., and offered live presentation
on a variety of topics, including:• Manager’s Guide: Depression in the Workplace• Comprehensive health coverage, including fertility treatment,
treatment for autism, transgender-inclusive benefits (includingtransgender healthcare coverage) and same-sex marriage/domestic
partner coverage, as well as dental and vision plans. We also covered
testing and treatment of COVID-19 in full, including telemedicine.

• Manager’s Guide to Mental Health in the Workplace• Reimbursement for wellness-related purchases1• Work@Home• Suicide Awareness for Managers• Managing Anxiety• Supporting Employees• Coping With Fear
• Navigating Back-to-School

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Associate safety and well-being (continued)

Plan
well.

Prepare for life’s ups and downs with
programs that help you save, plan ahead
and invest in your future.

Live
well.

Take time off to rest and recharge, spend
time with family during important moments,and ensure they’re taken care of when you
can’t be there.

• 401(k) plan with company match• Generous paid time off• Employee Stock Purchase Plan (ESPP)2• Holiday policy• C ompany-paid basic life and short- and long-term disability insurance,business travel accident insurance, expert medical advice and an
employee assistance program• Paid military leave• Dependent life insurance• Tax savings programs, such as health and dependent careflexible spending accounts, health savings account and pretax
commuter benefits• Paid parental leave, including adoption• Caregiver resources, such as subsidized backup care for adults andchildren, resources to plan for college, and a service that enables
nursing mothers to ship breast milk back home during travel• Associate Assistance Fund• Paid sick time off for interns and regular part-time associates who
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Associate safety and well-being (continued)

Grow
well.

Further your professional developmentwith programs that make it easier to learn
and grow without limits.

• Tuition reimbursement to all associates working at least 35 hours per
week on a global basis, up to $5,250 USD per year.3• GartnerYou learning platform

Connect
well.

Take care of yourself with access tocomprehensive health plans, preventive
programs and flexible options.

• Generous charity matching and volunteer opportunities• Financial assistance for associates in need through tax-free grants

Unavailable April – December 2020

1

ESPP is offered to associates working at least 20 hours per week in Australia, Austria,
Belgium, Brazil, Canada, Denmark, France, Germany, India, Ireland, Italy, Japan, theNetherlands, Norway, Singapore, Spain, Sweden, Switzerland, the U.K. and the U.S..
2

Available for classes approved before 26 March 2020.

3

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Giving back is an integral part of our culture. We encourage associates
to follow their personal passions by contributing to their communities
however they choose. As we evolve as a company, we continue striving
to ensure that associates feel connected to their communities both within
and outside Gartner.
Through the Gartner Gives program, we empower associates to support
causes they care most deeply about and drive a positive, lasting impact.
Through this program, we:• Match associate contributions to nonprofit organizations• Create team volunteering and giving opportunities• Administer the Associate Assistance Fund to relieve financial hardship• Facilitate learning sessions through the Community Impact Speaker Series• Create policies to encourage nonprofit board service

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Employee Volunteering
We’re proud of our associates’ long history of individual and team volunteering.
In August of 2020, we launched the Gartner Gives Volunteer Portal to help
track and give visibility to these activities. With the introduction of a new
system, we did not capture every volunteer hour this year. However, we canreport that Gartner associates logged 5,576 hours supporting 120 nonprofit
organizations around the world.

Individual and team volunteering
We encourage associates to follow their personal passions and give backto their communities in any form they choose. In addition to providing theflexibility for associates to spend time volunteering, we facilitate and support
on- and oﬀ-site volunteer projects for teams, and encourage nonprofit board
service, skills-based volunteerism and in-house drives.

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Our Clients“What I love the most about Gartner is that we value insights
and learning from everywhere. In my day-to-day work, I
feel encouraged to bring in new ideas to improve customer
experience. Volunteering as a mentor has made me better in
my current advisory role, and has helped strengthen andexpand my personal and professional network, ultimately
creating even more opportunities.”
Suzanne M., Illinois, USA

Community Impact Speaker SeriesThis series of talks gives associates a platform to promote selected nonprofit
organizations and their work, and inspire colleagues to get involved involunteerism and philanthropy. The forum provides opportunities for our
associates to learn about social issues that are relevant globally and to theircommunities, hear directly from the organizations working to address thoseissues and discover ways they can become part of the solution. All associates
can apply to invite a qualified organization to speak and facilitate a session.

2020 Corporate Responsibility Report

Events consist of a 30-minute presentation plus a 15-minute learning andbrainstorming session to share ways associates can get involved with theorganization. All organizers and attendees earn volunteer hours for their time.

Board service
As a part of our corporate responsibility strategy and commitment to support
our community, Gartner encourages associates to serve on the boards ofnonprofit organizations and for-profit enterprises. We have revamped our policy
to improve the associate experience, provide transparency into the approval
process, and protect Gartner’s independence and objectivity.
The policy applies to Gartner associates who want to serve as officers, directors,
advisors, partners, associates, owners or other affiliates of any for-profit outsideorganization or nonprofit industry organization. Rules are explained by Gartnerrole, including what activities are and are not permitted, and why. The policy
also spells out the activities that don’t require General Counsel approval.
Independence and objectivity are cornerstones of Gartner’s business, andany decision to affiliate with an outside entity must take this into account.

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Employee Giving
In an effort to elevate our positive impact, we offer the Gartner Gives Charity
Match and Associate Assistance Fund.

Gartner Gives Charity Match
This program matches personal financial contributions made by associates
to qualified charitable organizations, up to $5,000 per associate per calendar
year.* Regular associates globally who work more than 20 hours per week are
eligible. This year we supported a broad range of causes across the globe,
including programs that combat racism and poverty, provide aid following
natural disasters and stock food bank shelves.

$4.6 million
donated by Gartner and its associates to morethan 2,000 nonprofit organizations around theworld in 2020

“Had it not been for the support and love I received from mycommunity growing up as a child, I would have never made it
to the place I am today, a young professional Black man working
in corporate America. I make sure that I am doing my best
to reach back and pull another inner-city young man of color
forward and motivate him to be the best man he can be.”Gerald B., Arlington, Virginia, USA

12.5%
of all eligible associates donatedthrough the program*Temporarily suspended April – June 2020, fully and retroactively reinstated in July 2020
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Our Clients“Person-to-Person relies on the generosity of the community tohelp us provide a pathway toward economic stability for 25,000
area residents. This contribution from Gartner, which will allow
us to provide enough healthy food to prepare at least 12,000
meals, means families in our community will have food to put on
their tables tonight. We are truly grateful for your partnership.”Nancy Coughlin, CEO, Person-to-Person, Connecticut, USA

2020 Corporate Responsibility Report

Associate Assistance FundThis fund provides grants to associates who experience financial hardshipdue to catastrophic events such as flooding, hurricanes, wildfires, or otherextreme weather and exceptional events. The fund also provides a secure, taxcompliant platform for associates to help colleagues in their time of need. All
associate donations are eligible for the charity match, and 100% of associatedonations directly support fellow associates. Gartner covers the cost of all
fund operating expenses.

Supporting communities in times of disaster
Our associates help others around the world get through challenging times.
Through corporate giving, the Gartner Gives Charity Match and associate
volunteerism, we support disaster recovery and community projects. In 2020,
this included providing relief following the California wildfires, Australian
bushfires and the tragedy in Beirut, as well as supporting local food banks
facing increased food insecurity during the pandemic.

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Uplifting communities
around the world
Throughout 2020, Gartner associates acrossthe globe gave back to and volunteered intheir local communities. Here we highlightsome of their stories.

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Distributing food to those in needFeeding families during lockdown

Location: São Paulo, Brazil

Location: Delhi, India

Associates on the High Tech Brazil Operations team organized two projects to
support their local community. First, they loaded a truck with 300 meals anddistributed them to homeless citizens. Second, they delivered 103 food kitswith enough basics to feed the average family for a month.

Before the pandemic, the CSR team in India planned to provide nutritious
meals twice a day to nearly 200 kids for the entire year. Once the lockdown
began in March, their partner Responsenet, a Delhi-based CSR implementation
NGO, conducted a needs assessment and found thousands of migrant workers,
daily wagers, factory workers and farmers were among those who reallyneeded help. Gartner agreed to pivot its support to address this need. As
a result, Responsenet served more than 18,000 meals to over 200 families
during April and provided relief kits with necessary essentials and food items
to others in and around Delhi.

“It was fulfilling and humbling tohave an ability to give back to thecommunity, especially during thesechallenging times. Food insecurity
is a problem that we can solve only
by working together.”Arnaldo A., São Paulo, Brazil“We thank you, Gartner, for standing withthe community in need at this hour ofsevere crisis and providing them muchneeded relief.”
Angela Nair, Lead, Responsenet
Development Services

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Developing future leaders

Celebrating the spirit of holiday giving

Location: London, U.K.

Location: Ottawa, Canada

In November, associates from our London and Egham, U.K. offices hosted
students from two local schools for virtual “World of Work” days with Yes
Futures, an organization that empowers 8- to 18-year-olds to develop selfesteem and make ambitious choices. Students learned about professional
backgrounds, got a peek at the corporate world, and participated in exercises
to test their critical thinking and communication skills.

The Gartner team in Ottawa decided to celebrate the holidays by donating
to local nonprofit organizations and then doubling their impact throughthe Gartner Gives Charity Match. The team managed to donate $22,600,
inclusive of Gartner Gives Charity Match, to organizations including The
Ottawa Food Bank, Second Harvest, Make a Wish, Dementia Society ofOttawa and Renfrew County, Alpine Canada, World Vision Canada andMoisson Montreal.

“It’s great to have an opportunity to give backand inspire the students’ futures. I definitely
would have found a session like this useful asa young student!”
Emma H., Egham, U.K.

“Despite the challenges of 2020, the Ottawa
team was grateful to be able to support ourcommunities over the holidays by making
donations to our charities of choice. It wasa huge success and a great feeling!”
Hana P., Ottawa, Canada

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Making a splash for disaster relief

Spending time with furry friends

Location: Sydney, Australia

Location: Fort Myers, Florida, USA

In February, associates in Sydney participated in the Cole Classic swim race
to benefit the Australian Red Cross. Through their swim and donations,they raised $15,276 to support thousands of people in evacuation centersand recovery hubs across the country, and provide emergency assistanceand long-term recovery programs in communities affected by the Australianbush fires.

In February, research analysts in Fort Myers volunteered at The Animal Refuge
Center, a nonprofit animal welfare center committed to finding homes for allof the cats and dogs brought to the shelter. Volunteers organized donateditems, cleaned out a ditch to ensure proper water flow and walked the dogs.

“It was an amazing day. We were all proud
to be donning those fetching pink swim
caps, representing Gartner and raisingfunds for families and communities
impacted by the fires.”“Getting the opportunity to contribute sometime to ARC was a treat. Learning about theirunique commitment to the cause was inspiringand refreshing. Plus, volunteering is evenbetter when puppies are involved.”
Alexandra C., Fort Myers, Florida, USA

Alex F., Sydney, Australia

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Improving quality of life for citizens

Elevating student success

Location: Gurgaon, India

Location: Stamford, Connecticut, USA

Limited street lights and an erratic power supply meant women in Mewat, a
district near Gurgaon, did not venture out of their homes after sunset due
to safety concerns. A team of Gartner associates has been working with
Donate an Hour (DoaR) since 2018 to improve infrastructure in the area.
With Gartner support, DoaR and the villagers installed 25 solar street lights,
and an engagement model ensures that the infrastructure is being used andmaintained in the best possible manner. Solar lights are not dependent onelectricity and offer a long-term, cost-effective solution.

Gartner associates in Stamford began a partnership with the Stamford Public
Education Foundation (SPEF), a nonprofit organization dedicated to delivering
educational programs and resources to students, educators and parents in
the Stamford Public School system. Associates participated in a number ofongoing programs and one-day events, including: Leadership mentoring,athlete tutoring and homework help, facilitating grab-and-go meals for foodinsecure students, working at a book drive, donating and distributing laptops forremote learning, and participating in the MarcUS for Change 5K Walk & Run.

“Working with DoaR across the years has
made me relish the joy of giving and asense of satisfaction I have never witnessed
before. We at Gartner love the dedication of
the DoaR team and cherish the association.”
Anjali G., Gurgaon, India“By working with SPEF, I am able to look aparent or child in the eye and see hope andgratitude when I hand them a meal or abook. Volunteering gives me so much hopeand reminds me of how grateful I am formy life. Spending time in such a good placebroadens the view of my world and all thepeople in it.”Ellen C., Stamford, CT, USA64

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Providing additional assistance during the pandemic

Festive fitness fun

Location: Singapore

Location: Global

Throughout 2020, Gartner, as well as many other companies in Singapore,
received financial grants from the state of Singapore as part of a program
to support the economy during the pandemic. Knowing that local nonprofit
organizations were struggling to meet the needs of their constituents during
the COVID-19 pandemic, the local Gartner team decided to donate thesefunds back into the local community. They selected six diverse organizationsof varying sizes to receive the funds, in line with three CSR pillars: education,community, and health & well-being.

This week-long event consisted of activities intended to support physical andmental well-being. These quick (typically 10-15 minute) sessions were hosted
at various times throughout the day to make it possible for teams across theglobe to join in on the fun. Gartner associates sponsored each event andselected an organization or cause to support. In 2020, they raised over $5,000
to benefit organizations including Toys for Tots, Charity Water, Foundation for
Prader-Willi Research, World Wildlife Fund, Meals-on-Wheels America, Lost Dog
Rescue Foundation and Partners in Health, and donations went farther thanks to
the Gartner Gives Charity Match.

“I feel so proud that Gartner has decided
to donate the funds received from thegovernment to local charities, as manyof them needed help in a difficult year.
Many other companies did not elect to do
this so it’s really special to be part of anorganization which has decided to giveback and help the most vulnerable in thesociety in the time of crisis.”“As a relatively new associate, it was a great
and rare opportunity to get to see people
outside of the typical work context, especiallyduring this time of remote onboarding
and work. That was really motivating in
combination with the benefit to charity!”
Kayla V., Arlington, Virginia, USA

Denise K., Singapore
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Hand-making blankets for patients

Supporting education and developing job skills

Location: San Francisco, California, USA

Location: Cape Town, South Africa

The San Francisco Chapter of Veterans at Gartner ERG and associates fromthe Gartner Research and Advisory Team partnered to help create handmade
blankets and quilts for Heartland Hospice, a nonprofit organization dedicatedto providing hospice care, was looking for handicrafts to support patients tolive as comfortably and dignified as possible.

To enable learning and improve employability in South Africa, we’ve partneredwith Iziko Lobomi Centre of Life in Cape Town. Over the past three years,
we’ve provided resources to assist with job-creation projects and fund IT
infrastructure. In 2020, 23 unemployed local residents participated in the
Allison E. Learning certificate and diploma courses in human resources,
customer services, hospitality management, carpentry, IT management
and more. In addition, 190 unemployed people received grant funding forbursaries, learnerships, tertiary education and computer training.

“We were so delighted to volunteer andgive time to those in need while remaining
safe at home.”
Denisse G., Santa Clara, USA“Gartner’s generosity has allowed me toconcentrate on completing my diploma
and get a step closer to my goal of becoming
a successful software developer. I plan togive back to the community by supportingand nourishing other students one day,just like Gartner helped achieve myeducational diploma.”
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Our commitment to environmental sustainability
At Gartner, we strive to minimize our environmental impact wherever possible, and continue
to embed sustainable best practices into our operations.

As we outline in our Environmental Policy Statement, we will make continued efforts to:
Promote soundenvironmental
management policies
and practices in any
work carried out by oron behalf of Gartner

Increase awarenessof environmental
responsibilities among
Gartner associates at
all levels

 ork with otherW
agencies locally,nationally andinternationally topromote appropriate
environmental policies

Minimize waste
and pollution andoperate effective
waste management
procedures

Reduce theconsumption offossil fuels

Reduce theconsumption of
nonrenewable
resources

Promote a purchasing
policy which will
give preference, as
far as practicable, tothose products andservices that cause
the least harm to theenvironment

Avoid use, wherever
possible, ofenvironmentally
damaging substances,materials andprocesses

 aintain all GartnerM
real estate in anenvironmentallysensitive way

Encourage using
modes of transport
by all associatesthat minimize
environmental impact

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Because Gartner is a service company, the most significant opportunities
to manage our impact lie in making strategic decisions around where welocate our oﬀices, how we design and build out interiors, how we operate
day to day and how we select vendors. At the local, regional and global
levels, we aim to conserve natural resources, minimize waste and prevent
environmental pollution.
With the majority of our locations closed and unoccupied throughout 2020
and into 2021, we’re taking this time to refine and accelerate adoption ofsustainability practices in our office build-outs and operations. As part of this,we calculated and disclosed our global carbon footprint (see Appendix).
Going forward, we will use this data to identify and report on carbon
reduction goals.
Although uncertainty remains around when we will fully reopen, the health,well-being and safety of associates, as well as our commitment to sustainability,
remain our top priorities.

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Locations
Gartner operates over 90 offices in 39 countries worldwide. While operations
vary by office, sustainability is at the core of how we select, fit out and operate
all locations.
In our general offices, which make up 73% of all our offices, we have full
responsibility for leased areas. In our serviced areas, which make up 27% of
all our offices, we lease space within a building. While this limits our influence
over how the building is operated, we advocate for sustainability practices
when possible.

Prior to office closures during the pandemic, we were actively promoting theuse of mass transit through programs such as WageWorks in the U.S., as well
as Gartner-initiated programs in countries such as India, where such programs
are not publicly available. These programs are pretax transportation andparking benefits that reduce the cost of public transportation for associates.

Because we lease 100% of our office space, the buildings we choose tooccupy have a big impact on our overall energy footprint. Therefore, we
prioritize leasing buildings that meet some or all of these criteria:• Green building certifications such as LEED (Leadership in Energy andEnvironmental Design), EnergyStar and BREEAM (Building Research
Establishment Environmental Assessment Method) in the U.K., BOMA in
Canada, NAMERS in Australia, GRESB in Hong Kong, Green mark in Singapore.
• Close to public transport. Eighty-four percent of all our offices are withinwalking distance of public transportation or a free shuttle service is provided
for our larger sites.
• Bicycle racks or charging stations for electric vehicles. Seventy-three
percent of our general offices have bicycle racks and 38% have charging
stations for electric vehicles, a 10% increase compared to 2019.
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Operations and interiors
As we develop programs to reduce our environmental footprint, we have started
work on calculating and disclosing Scope 1 and 2 carbon emissions, startingwith North America (see Appendix for details) and Scope 3 (business travel)globally. In 2022, we expect to fully disclose our emissions in line with TCFD.
In 2020, we began transitioning to renewable energy as a step toward thelarger goal of reducing our total carbon footprint. We moved to purchasing
100% renewable power for our most prominent sites — our global headquartersin Stamford, Connecticut, USA, and our EMEA headquarters in the U.K.

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Prioritizing clean technology
Collaboration tools

Softphones• Continued growth in our utilization of virtual collaboration
tools — an increase of 138,824,905 minutes in one
tool alone• Removed all telephones (17,000+) from offices worldwide
and switched to using software-based telephones on
associate laptops, reducing office power consumption

Cloud & data center consolidation

Default to black-and-white and duplex printing to save
toner and paper• Increasing our services/applications in the cloud to reduce
physical hardware — 59% of Gartner’s application workload
now lives in the cloud• Installation of multifunction devices in centralized locations
to reduce energy consumption and free up space• In 2020, consolidation efforts resulted in removing 1,653
servers from the Gartner data center environment

Equipment refresh and electronic waste• Using the scaling capabilities of the cloud to turn off or scale
down nonproduction environments when not in use• Older devices are refreshed to follow EnergyStar
recommendations• Partnering with cloud vendors powered using renewableenergy• IT equipment that is subject to Waste Electrical andElectronic Equipment (WEEE) regulation is asset-tracked
to ensure accountability• Moved to an online messaging platform, with an average of
27 million emails sent and received each month• We partner with electronic waste managementcompanies to reuse or recycle our electronic waste
components. In 2020, Gartner recycled almost 9
tons of electronic waste• Donate used hardware to nonprofit organizations
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Reopening offices safely
Our Reopening Steering Committee (RSC) will open offices as local conditions permit. The healthand safety of our associates remain our top priority in this process. The RSC has established criteria
to guide the decision-making process, including:Public health factors
The number of reported new cases at the
local level is declining steadily, vetted
sources indicate that community spread
is no longer a risk and projections indicatethat case rates will continue to fall.

Local, state or national
government factors
National and local governments easeregulations and directives on staying athome, and reopening businesses, thatmatch the current risk level.

Gartner factors
We have implemented enhanced healthand safety protocols and are able to safely
provide essential or required services toour in-office associates.

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Reopening offices safely (continued)
Once back in the office, safety measures will be put in place:Physicaldistancing
Offices will operate at reduced
capacity for a period of time.
We will gradually increase
occupancy as conditions
permit. Workstations will follow
physical distancing guidelines.
We’ll also limit occupancy inall common spaces.

Clean desk policy
We will continue withestablished practices ofclearing the workspaceat the end of each day.

Personal
protective
equipment
Gartner will make personal
protective equipment
available, including facecoverings that are to be wornin common areas. Cleaning
supplies and hand sanitizer
will be available for
associates to use throughout
the office.

Office cleaning
We will increase our current
cleaning schedule, disinfectand sanitize offices, andincrease the frequency ofcleaning high-touch surfaces
throughout the work day.
We have modified door
handles and other high-use
areas to limit unnecessary
touchpoints.

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Procurement
Part of operating with integrity and holding ourselves to the highest
ethical standards is holding suppliers to the same high standards.
The Gartner Supplier Code of Conduct details our expectations withregard to:• Fair labor practices• The protection of human rights• Privacy and data security• Anti-bribery and anti-corruption protections• Compliance and misconduct reporting

Small Business Program
Gartner maintains the U.S. Small Business Program to satisfy U.S. government
contracting requirements. This program is necessary for the government topurchase services from Gartner. Our program, at a high level, requires that
Procurement identify vendor spend opportunities and agree on plan goals
each year with the U.S. General Services Administration (GSA) and the Small
Business Administration (SBA).
Each year, we write a Commercial Small Business Subcontracting Plan
whereby we set goals, and track and report our Small, Small Disadvantaged
Business, Women-Owned Small Business, Veteran-Owned Small Businessand several other socioeconomic categories of vendor spend in the UnitedStates. We work with the federal government to set the socioeconomic targets
in the plan and then ensure a review by the U.S. GSA and SBA. The GSA has
approved and accepted Gartner’s most recent plan, which runs October 2020 –September 2021. Our plan is not solely a supplier diversity program. Our
focus is on small business suppliers that may also be considered minorityowned businesses.
Gartner’s Subcontracting Plan requires us to report summary results of ourefforts in annual reporting to the GSA in October.

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Supplier Diversity Program

TravelIn 2021, Gartner will launch the Supplier Diversity Program, a new initiative
aimed at bringing additional small and diverse businesses into our global
supply base. An inclusive procurement strategy identifies potential suppliers,
promotes competition and generates economic opportunities for diverse
communities. Our initial focus will be suppliers within Australia, Canada, theUnited States and the United Kingdom.

The total number of airline miles associates flew decreased by 78%, downfrom 195K in 2019 to 44K in 2020. This was largely due to travel restrictions
and safety precautions put in place in response to the pandemic.

To qualify as a diverse supplier, a business must be at least 51% owned
and operated by an individual or group that is part of a traditionally
underrepresented or disadvantaged group. Gartner’s program will promoteuse of suppliers with classifications including:• Disability-owned businesses• LGBTQ-owned businesses• Minority-owned businesses• Woman-owned businesses• Veteran-owned businesses

However, this decrease aligns with our ongoing efforts to reduce businesstravel through the use of virtual collaboration tools and other measures.
When normal levels of travel resume, we will continue to decrease the impactof our business travel by eliminating travel where possible and continuing
partnerships with vendors that have strong sustainability programs.
As of now, we partner with hotels and airlines that have sustainability and green
certifications. In 2020, more than 81% of Gartner’s preferred hotels reported
sustainability initiatives or certifications, up from 64% in 2019. We strive to limit
the environmental impact of these activities. Our preferred airline vendors
show commitment to improvement in fuel efficiency, introducing programs tooffset carbon dioxide emissions and report on other initiatives that decrease
environmental impact.

• Small businesses
This initiative complements our existing Small Business Program in place tosupport client contracts with the U.S. government, as well as our broad-based
Black Economic Empowerment (BBBEE) Program in South Africa.
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Our
Clients

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We advise C-suite executives and their leadership teams across all business
functions and roles on how to achieve their mission-critical priorities and driveorganizational performance.
Our clients are leaders at more than 14,000 public and private sector
organizations of every size, including 76% of the Global 500.
Our independent and objective research and insights give clients assurance
that we work with their best interests in mind to enable them to makesuccessful decisions with confidence.
As the world changes, so does our research. In response to our clients’increased focus on sustainability, our experts answered 2,930 inquiries, morethan double the prior year. In support of this growing interest, research by
Gartner experts on this topic continues to increase.
This year overall inquiries on all corporate social responsibility topics, including
DEI, increased to 7,194 in 2020, more than double 2019. Calls about managing
through the pandemic took center stage.

We serve:

14,000+public and private sector
client organizations

76%of the Global 500

To continue supporting our clients through the unique challenges of 2020, we
provided resources on COVID-19, DEI and employee mental health.

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COVID-19 Resource Center
When the pandemic hit, we launched a COVID-19 Resource Center on 12 March
2020, to offer free guidance for the business community on how to respond,
manage and prepare for the pandemic's global impact. It features relevant,frequently updated content for all leaders — IT, HR, supply chain, financeand more — for each stage of the pandemic, from initial response to recovery
and renewal.
Anyone can read an article, watch a webinar, listen to a podcast or downloada piece of free research without revealing their identity. This initiative mirrors
a similar move on the client site to make a large set of coronavirus content
available to all clients, regardless of their entitlements.

“We were determined to make some of this corecontent available for free to the world. It was theright thing to do.”Chris Howard
Gartner Chief of Research

We wrapped up the year with our first articles to help leaders build theirvaccination strategies.

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Diversity, equity and inclusion (DEI) research
Gartner launched dedicated DEI research in 2015, which is now part of our suiteof HR research for clients. Within Gartner, we use this research to inform ourown DEI initiatives. Since launch, our research coverage has continued to grow.

Gartner research increasingly focuses on DEI
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We have also seen an 126% increase in the number of client inquiries related to
the DEI topics, bringing the total number to almost 4,500.

DEI Resource Center
As part of our ongoing commitment to help advance DEI, and specificallyto combat racism, we launched a public-facing DEI Resource Center. It was
designed to offer guidance to help organizations take decisive action toaccelerate diversity, equity and inclusion initiatives. The Resource Centerfeatures free content from the Gartner HR practice but also includes insightsfrom other research practices and content types, including a ThinkCast podcast
series dedicated to DEI issues.

LGBTQ+ content at Gartner conferences
Because inclusive leadership is key to developing teams with cohesion,
enthusiasm and an ownership mindset, we expanded our DEI topic coverage
to include the experiences of LGBTQ+ IT employees.

54

26

3
2016

9
2017

2018

2019

2020

No. of research publications that mention or focus on DEI

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Mental health awareness and support
According to Gartner, 68% of organizations introduced at least one newwellness benefit by late March 2020 to aid employees during the COVID-19
pandemic. This trend reveals that employers are responding to employees’
struggles to adapt to today’s new normal, with its increasing amount of stressand anxiety. Gartner research explored how HR leaders can support employees’
mental and emotional well-being during times of disruption and crisis.

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Client Impact Stories
We consistently seek ways to contribute to the positive impact our work and our clients' work has on theworld. Here are a few examples:

Helping students and teachers keep thelearning going
To continue teaching through the
pandemic, higher education institutions
needed to understand how to safely andeffectively combine remote andin-person learning. Watch VideoPlay

Helping vital testing services continue

Helping hospitals provide a healthier future

A major pharmaceutical testing company
had to understand how to keep frontline
workers involved in COVID-19 testing safe,
while at the same time enabling office staff
to work remotely. Watch VideoTo deliver the critical care required by the
pandemic, hospitals suddenly had to figureout how to keep essential workers, remoteworkers and patients safe in-person andremotely. Watch Video

Play

Play

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Our Clients2020 Corporate Responsibility Report83Our Company

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Reporting ApproachThis publication is our annual Corporate Responsibility Report, outlining ourapproach to corporate responsibility. The focus, content and priorities of thisreport broadly cover our company, associates, communities, world andclients. These areas are informed by ongoing discussions with our internaland external stakeholders (associates, candidates for recruitment, clients,
investors, community members and suppliers) and are based on our materiality
assessment conducted in 2020. We disclose our key non-financial metrics in
our Corporate Responsibility - Performance Indicators data referencing the
Sustainability Accounting Standards Board (SASB). We also started to alignwith the Global Reporting Initiative (GRI) Standards as a basis for disclosure.
Unless otherwise noted, this report encompasses Gartner’s global operations,activities and practices during fiscal year 2020 (January 1 — December 31,2020). The ESG metrics can be found in the Appendix. This report contains
figures that have been approximated or rounded. All currency is in U.S. dollars.

This report contains forward-looking statements. Forward-looking statements
involve known and unknown risks, uncertainties and other factors; consequently,
actual results could differ materially from those expressed or implied by theforward-looking statements. Risk factors that could cause actual results tomaterially differ are set forth in our 2020 Annual Report on Form 10-K. Theserisk factors are subject to updates by our future filings and submissions with
the U.S. Securities and Exchange Commission, which can be found on the
Gartner website at investor.gartner.com.
The purpose of this report is to keep internal and external stakeholders informedof our corporate responsibility initiatives. We welcome feedback; please email
Gartner Corporate Social Responsibility (CSR) at csr@gartner.com or Investor
Relations at investor.relations@gartner.com.

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Materiality Assessment
In 2020, we conducted a materiality assessment to identify topics thatreflect Gartner’s significant economic, environmental and social impacts, or
substantively influence the assessments and decisions of stakeholders. To
integrate perspectives of our stakeholders, we have surveyed our associates,
performed benchmarking and incorporated external perspectives through avariety of touchpoints, including vendor requests and assessments regarding
our corporate responsibility practices. We have referenced leading reporting
frameworks, including the Global Reporting Initiative (GRI) and the Sustainability
Accounting Standards Board (SASB) for the professional services sector.
Through this assessment, we identified the following topics as top priorities:• Diversity, equity and inclusion• Talent attraction and development• Employee compensation, well-being and benefits• Innovation• Client satisfaction• Employee engagement• Work-life balance• Transparency• Community giving/social impact• Travel and transport
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Corporate Responsibility — Performance Indicators (all figures in USD)
SASB1
Company Overview
Organization nameGartner, Inc.

Total Revenue$4.1 billion (rounded) – Gartner Form 10K

Geographic revenue split
U.S. & Canada$2.6 billion (rounded) – Gartner Form 10-K

Europe, Middle East & Africa (EMEA)$1.0 billion (rounded) – Gartner Form 10-K

Other International$0.5 billion (rounded) – Gartner Form 10-K

Primary brands, product, services

Research, conferences, consulting

Location of headquarters

Stamford, CT, USA

Countries of operations (number of global offices)

Over 90 offices in 39 countries worldwide (Includes sales
agent offices)

Markets served

Gartner Form 10-K

Key stakeholders

Clients, employees, suppliers, community partners, investors

Reporting period

January 1 through December 31, 2020

Report cycle

AnnualReport contact

csr@gartner.com
investor.relations@gartner.com

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Corporate Responsibility — Performance Indicators (all figures in USD)
SASB1
Leadership and governance
Governance Structure
Audit Committee practices

Gartner Governance Documents

Board compensation practices

Gartner Governance Documents

Board nomination practices

Gartner Governance Documents

Total executive and non-executive Board members

Board Members

Board average tenure (years)

15

Independent Board members (%)

90%

Board gender diversity (%)

30%

Board remuneration disclosure2021 Proxy Statement

Code of Conduct

Code of Conduct% of employees who read and acknowledged the Code of Conduct

98.6%

SV-PS-510a.1

Ethics and complianceBusiness ethics & integrity

CEO/CFO Code of Ethics
Code of Conduct and Other Policies

SV-PS-510a.1

OmbudsSystemic risk management

Risk Management

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SASB1
Leadership and governance (continued)
Product governance: External certification of quality management systems

Information Security Management System ISO-27001, BusinessContinuity ISO-23001, US-EU & US-Swiss Privacy Shield Certification

Product governance: Evidence that the company offers sustainability-related products
or services

Our Clients

Data privacy & security
Description of approach to identifying and addressing data security risks

Data security

SV-PS-230a.1“Description of policies and practices relating to collection, usage and retention ofcustomer information”

Privacy Policy

SV-PS-230a.2

Scope of publicly available data protection policy

Privacy Policy

Rights provided to individuals regarding control of their data

Privacy Policy

Executive body responsible for privacy and data security

Global Data Protection OfficeComprehensive training on data security and privacy risks to all employees

Data protection training

Commitment to notify data subjects in a timely manner in case of policy changes

Privacy Policy

Clear terms involving the use of personally identifiable information (PII)

Privacy Policy

Commitment to implement leading data security safeguards

Data security

Managerial responsibility for privacy and data security

Data protection program

Regular employee training on data privacy and security issues

Data protection program

Measures to prevent data security breach

Data security

SV-PS-230a.1

SV-PS-230a.1
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SASB1
Leadership and governance (continued)
Data subjects can access their accounts to erase, rectify, complete or amend personal info

Privacy Policy

Clear and accessible mechanism for data subjects to raise concerns about data privacy

Privacy Policy

Regular privacy risk assessments or audit

Data security

Regular security audits on the company’s technologies and practices affecting user data

Data security

Strategic focus on clean technology development

Clean technology

SV-PS-230a.1

Human Capital
Diversity Indicators
Global employees (number)Commitment to equality

15,552 (Note: Total employees of 15,552 doesn’t include interns,
full-time contractors, casual workers, etc.)
Letter From Our CEO
Diversity, equity and inclusion at Gartner: Why it matters

Employees By Gender (Globally)

SV-PS-330a.1

Female

44.5%

Male

55.3%

Not disclosed/not available

0.2%

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SASB1
Human Capital (continued)
Employee by Gender (VP+) (Globally)

SV-PS-330a.1

Female

26.3%

Male

73.5%

Not disclosed/not available

0.2%

Employees by Race/Ethnicity (U.S. Only)
White (Not Hispanic or Latino)

75.6%

Asian (Not Hispanic or Latino)

8.4%

Hispanic or Latino

6.6%Black or African American (Not Hispanic or Latino)

4.0%

Two or More Races (Not Hispanic or Latino)

1.9%

Not disclosed/not available

3.0%

American Indian or Alaska Native (Not Hispanic or Latino)

0.3%

Native Hawaiian or Other Pacific Islander (Not Hispanic or Latino)

0.1%

Employees by Race/Ethnicity (U.S. Only) (VP+)
White (Not Hispanic or Latino)

82.1%

Asian (Not Hispanic or Latino)

8.7%

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SASB1
Human Capital (continued)
Hispanic or Latino

3.4%

Black or African American (Not Hispanic or Latino)

1.6%

Two or More Races (Not Hispanic or Latino)

1.3%

Not disclosed/not available

2.8%

American Indian or Alaska Native (Not Hispanic or Latino)

0.2%

Native Hawaiian or Other Pacific Islander (Not Hispanic or Latino)

0.1%

Recruiting
Initiatives for talent recruitment

Recruiting

Development & Career Progression
Programs for upgrading employee skills

Development and career progression

Sector-leading job-specific development training programs

Training and leadership programs

Comprehensive leadership development training

Training and leadership programs

Initiatives for talent development

Development and career progression

Number of training days employees receive

GartnerYou

Human capital development metrics

Development and career progression

Diversity mentorship programs

Creating educational and development opportunities

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SASB1
Human Capital (continued)
Formal mechanisms to promote an open feedback culture

Development and career progression

Regular formal performance reviews for all employees aligned with career development

Development and career progression

Engagement
Employee engagement assessment

Engagement

Employee resource groups

Employee resource groups

Initiatives for talent retention

Engagement

Voluntary and involuntary turnover rate for employees

Total 18.3% (Voluntary 12.5%; Involuntary 5.8%)*

Comprehensive benefits covering all employees

Associate safety and well-being

Comprehensive employee stock ownership plan

Associate safety and well-being

Corporate matches of employee giving$4.6 million (see Gartner Gives Charity Match)

Employees participating in corporate match program

12.50% (see Gartner Gives Charity Match)

SV-PS-330a.2

5,576 volunteer hours
Volunteer participation

Employee volunteering
Uplifting communities around the world*Turnover is calculated based on the average monthly employee headcount, consistent with our current internal reporting methodology, which is different fromthe methodology described in SV-PS-330a.2. Figures calculated in accordance with SASB methodology differ and appear lower — 15.9% for the total turnover rate,
10.8% — voluntarily turnover rate, 5.0% — involuntary turnover rate.
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SASB1
Human Rights
Human Rights Policy

Human rights commitment

Modern Slavery Act Statement

Commitment to responsible sourcing

Procurement

Supplier Code of Conduct

Gartner's Supplier Code of Conduct

Environment
Environmental policy

Our commitment to environmental sustainability

Electricity (MWh)

9,166

2

Natural gas (MWh) 2

2,819

Propane (MWh) 2
Total energy (MWh)2312,0082

Energy intensity (MWh/SqFt) 2

0.01

Scope 1 (mtCO2e) (2)(3)
Scope 2 (location-based) (mtCO2e)516(2)(4)

3,433

Scope 3: Business travel: air travel (mtCO2e)

6,830 kg/unit

GHG intensity (mtCO2e / SqFt) 2

0.0033

Note: Figures may not sum up to total, because of rounding.
1 Sustainable Accounting Standards Board (SASB) for Gartner Inc. (IT) categorized as ‘Professional &Commercial Services’ under ‘Services’, ISIN: US36665110
2
The scope of reporting covers 18 sites in North America and was calculated by a third party.
3 Emissions relating to natural gas and propane (fuel) consumption were calculated using factors publishedby the EPA Emission Factors for Greenhouse Gas Inventories. Federal Register EPA; 40 CFR Part 98; e-CFR,

4

June 13, 2017. Table C-1, Table C-2, Table AA-1.
 missions relating to electricity consumption were calculated using the location-based factors forE
EPA eGRID Subregions (Total Output Emission Factors). The EPA eGRID Power Profiler tool was used
to assign the eGRID subregion based on property zip code. All emissions factors were converted toCO2e as per EPA methodology using 100-year Global Warming Potential (GWP) figures from IPCC
Fourth Assessment Report (AR4), 2007.

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GRI

Disclosure Title

Source102-1

Name of the organization

Gartner, Inc.

102-2

Activities, brands, products and services

Research, conferences, consulting

102-3

Location of headquarters

Stamford, CT, USA

102-4

Location of operations

102-5

Ownership and legal form

2021 Proxy Statement

102-6

Markets served

Gartner Form 10-K

102-7

Scale of the organization

Gartner Form 10-K

102-8

Information on employees and other workers

View “Our Associates” section

102-9

Supply chain

View “Procurement” section

102-14

Statement from senior decision maker

View “Letter From Our CEO” section

102-15Key impacts, risks and opportunities

Gartner Form 10-K

102-16

Values, principles, standards and norms of behavior

View “Governance” section

102-17

Mechanisms for advice and concerns about ethics

View “Ethics and Compliance” section

102-18Governance structure

View “Corporate governance” section and 2021 Proxy Statement102-20Executive-level responsibility for economic, environmental andsocial topics

View “Our Approach to Corporate Responsibility” section

102-22Composition of the highest governance body and its committees

View “Corporate governance” section and 2021 Proxy Statement

GRI 102: General Disclosures 2016

Over 90 offices in 39 countries worldwide (Includes sales agent offices)
Gartner Form 10-K

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GRI

Disclosure Title

SourceGRI 102: General Disclosures 2016 continued
102-23Chair of the highest governance body

2021 Proxy Statement102-24

Nominating and selecting the highest governance body

2021 Proxy Statement102-25

Conflicts of interest

2021 Proxy Statement102-30Effectiveness of risk management process

View “Risk oversight” section and 2021 Proxy Statement102-31

Review of economic, environmental and social topics

View “Our Approach to Corporate Responsibility” section

102-33

Communicating critical concerns

View “Corporate governance” section and 2021 Proxy Statement102-40

List of stakeholder groups

Clients, employees, suppliers, community partners, investors

102-42

Identifying and selecting stakeholders

View “Materiality Assessment”

102-43

Approach to stakeholder engagement

View “Materiality Assessment”

102-44

Key topics and concerns raisedView “Reporting Approach” and “Materiality Assessment” sections

102-45

Entities included in the consolidated financial statements

Gartner Form 10-K

102-46

Defining report content and topic boundaries

View “Reporting Approach” and “Materiality Assessment” sections

102-47

List of material topics

View “Materiality Assessment” sections

102-50

Reporting period

January 1 through December 31, 2020

102-51

Date of most recent report2019 Gartner Corporate Responsibility Report was published on April 21, 2020

102-51

Reporting cycle

Annual102-53

Contact point for questions regarding the report

csr@gartner.com

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GRI

Disclosure Title

SourceGRI 102: General Disclosures 2016 continued
102-54Claims of reporting in accordance with the GRI Standards

This report has been prepared referencing the GRI Standards

102-55

GRI content index

View “GRI Content Index”

Direct economic value generated and distributed

View “Gartner Form 10-K”

GRI 200: Economic
201-1

GRI: Environmental
Energy consumption within the organization
Electricity (MWh)1

9,166

Natural gas (MWh)1

2,819

Propane (MWh)1

23

Total energy (MWh)1

12,008305-1

Direct (Scope 1) GHG emissions

516 mtCO2e (1)(2)

305-2

Energy indirect (Scope 2) GHG emissions

3,433 mtCO2e (1)(3)305-3Other indirect (Scope 3) GHG emissions: Business travel

6,830 mtCO2e

305-4

GHG emissions intensity

0.0033 mtCO2e (1)302-1 he scope of reporting covers 18 sites in North America and was calculated by a third party. It does notTrepresent the entire footprint.
2
Emissions relating to natural gas and propane (fuel) consumption were calculated using factors publishedthe EPA Emission Factors for Greenhouse Gas Inventories. Federal Register EPA; 40 CFR Part 98; e-CFR,
June 13, 2017.

1

Emissions relating to electricity consumption were calculated using the location-based factors for EPA
eGRID Subregions (Total Output Emission Factors). The EPA eGRID Power Profiler tool was used to assign
the eGRID subregion based on property zip code. All emissions factors were converted to CO2e as per
EPA methodology using 100-year Global Warming Potential (GWP) figures from IPCC Fourth Assessment
Report (AR4), 2007.

3

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GRI

Disclosure Title

Source401-1

New employee hires and employee turnover

View “Corporate Responsibility — Performance Indicators”
section. We do not report other detail of new hires and attrition,
as that is Gartner confidential information

401-2

Benefits provided to full-time employees that are not provided to temporary or parttime employees

View “Associate safety and well-being” section

404-1

Average hours of training per year per employee

View “GartnerYou” section

404-2

Programs for upgrading employee skills and transition assistance programs

View “Training and leadership programs” section

404-3

Percentage of employees receiving regular performance and careerdevelopment reviews

All Gartner employees across all categories receive regularperformance and career development reviews. For moredetails, view “Engagement” section.

405-1

Diversity of governance bodies and employees

View “Diversity, equity and inclusion at Gartner: Why itmatters” section

406

Non-discrimination management approach

View “Ethics and compliance” section

413-1

Operations with local community engagement, impact assessments anddevelopment programs

View “Our Communities” section

GRI 400: Social

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