Focused. Flexible.
Interconnected.
2021 Corporate Responsibility Report© 2022 Gartner, Inc. and/or its affiliates. All rights reserved. PR_IC_1521252

2021 Corporate Responsibility Report

Letter From Our CEO
In 2021, business leaders faced more challenges
and uncertainty than ever — from the pandemic
to social and geopolitical unrest, climate-driven
natural disasters, supply chain pressures,shifting economic conditions and more. Gartner
optimized how we work and what we do in
response to these changes.
We decided to operate as a virtual-first company,
allowing us to better serve clients by working theway they work. In addition, we became more agile
with the topics we cover. We established publicly
available resource centers to help executives andtheir teams stay up to date on rapidly evolving
topics, including hybrid work; diversity, equity
and inclusion (DEI); and sustainability.
Our virtual-first approach has helped keep ourassociates safe, while providing the flexibility thatcomes with hybrid work. To provide teams places
to gather and collaborate, and to support those
whose work is better accomplished in the office,
we reopened most offices globally, with careful
adherence to health and safety guidelines.

Our top priority has remained the health andwell-being of our associates, clients and business
partners. We amplified health benefits globallyand have taken steps to ensure that every
associate is aware of our Employee Assistance
Programs. With Gartner’s support, we saw
the highest level of associate engagement involunteering and giving.
Our commitment to continuous improvementin our approach to sustainability remains
steadfast. We made progress embedding
environmental, social and governance (ESG)
activities and reporting into our operations.
Now we are committing to achieve net-zerogreenhouse gas (GHG) emissions by 2035 inaccordance with the Science Based Targets
initiative’s (SBTi’s) Net-Zero Standard. We will
set science-based targets that meet the criteria
and recommendations of SBTi.
We continue to advance our DEI efforts across ourorganization. This includes expanding employee
resource groups (ERGs), investing in associateresources and development opportunities,
accelerating recruitment and more. Gartner
applies an equity lens to all we do, evaluatingprocesses, programs and outcomes to help
ensure they work for everyone.
2021 was Gartner’s most successful year yet. With
our growth, we continue to have an even greater
impact on society, deliver more value to clientsand build on our culture of belonging, integrity
and opportunity for associates. There is always
more work to be done, and we look forward tocontinued success and a brighter future for our
associates, clients, partners, and the stakeholders
and communities we serve.

Gene Hall
Chief Executive Officer12021 Corporate Responsibility Report

Our Approach to Corporate Responsibility
We’re living in a dynamic world, where almost
every decision we make has broader implications.
As we navigated through ongoing challenges
and rapid change in 2021, we were reminded once
again how our businesses, personal lives and theworld around us are interconnected every step of
the way.
Amid all we faced in 2021, our goal to accelerate
positive social change and contribute to a moresustainable world carried more weight than everbefore. Our efforts remain centered around five
key areas: our company, associates, communities,
world and clients.
In response, we continued to evolve our ESG
activities to more strongly support our businessstrategy for long-term success. It begins at
the top. In 2021, the Governance/Nominating
Committee of our Board of Directors was given
the responsibility to oversee our ESG initiatives
and programs. On a quarterly basis, the Corporate
Responsibility Executive Council continues
to provide strategic guidance, so our programsalign to support company efforts. Last year,
we formed the Environmental Sustainability
Steering Committee to sharpen focus on thiskey area. In addition, our DEI Executive Council
continued to steer our programs to better reflect
the timely issues affecting associates.
We established resource centers for both clientsand nonclients alike and included, most recently,
insights on Sustainable Business Strategy for
Positive Social Impact. We put in place special
relief programs and added benefits to support
our associates. We reevaluated how we work toprotect associate health and foster a more inclusive
working environment with greater flexibility. We
continued to serve our communities by enabling
our clients’ success and by supporting ourassociates in their charitable efforts.

I’m humbled by the passion and dedicationof my colleagues as we continue our journey
toward building a more sustainable, equitable
and successful world. Together we are making
a positive impact.
Jules Kaufman
EVP, General Counsel &Corporate Secretary,
Chair of Gartner
Corporate Responsibility
Executive Council

The world will continue to change rapidly. And
I’m confident the progress we’ve made in eachof our corporate responsibility pillars will help us
respond quickly as new challenges arise and newopportunities present themselves.
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2021 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 uniqueexpertise and resources to achieve impactful results. Our focus areas are:

Our Company

Our Associates

Our Communities

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

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

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

Our World

Our Clients

Promote environmental stewardshipthrough our thought leadership andinternal operations.

Equip our clients to succeed, tackle big
issues and make a positive impact on
the world.
3

2021 Corporate Responsibility Report

Contents

05

19

52

64

75

80

Our Company

Our Associates

Our Communities

Our World

Our Clients

Appendix

About Gartner

Associate Giving
Associate Volunteering

Our Commitment
to Environmental
Sustainability

Diversity, Equity
and Inclusion Insights

Reporting Approach

Corporate Governance

Promoting DEI
Throughout Our
Company

Risk Oversight

Recruiting

Ethics and ComplianceEngagement

Associate
Assistance Fund

Sustainability
Governance

Investing in Education andAddressing Critical Needs
of Local Communities

Measuring Our
Footprint

Data Security
and Protection

Development andCareer Progression
Training andLeadership Programs

Operating Our
Office Footprint in a
Sustainable Manner

Associate Safety
and Well-Being

Procurement

Sustainable
Business Insights

Stakeholder
Engagement andMateriality Assessment
Performance Indicators4

Our Company

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2021 Corporate Responsibility Report

Our
CompanyOur Company

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2021 Corporate Responsibility Report

Gartner at a Glance$4.7B
revenuein 20212,200+
research experts
creating insights
around the world

Deep global
business andtechnology
insight
into every major
function in theenterprise

16,600associates
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
6Our Company

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2021 Corporate Responsibility Report

About Gartner
Gartner delivers actionable, objective insight to executives and their teams.
Our expert guidance and tools enable faster, smarter decisions and stronger
performance on an organization’s mission-critical priorities.
Gartner delivers its products and services globally through three businesssegments — Research, Conferences and Consulting:FortuneWorld’s Most Admired Companies 2016, 2017, 2018, 2019, 2020, 2021

Research equips executives and their teams from every function and acrossall industries with actionable, objective insight, guidance and tools. Our
experienced experts deliver all this value informed by a combination ofpractitioner-sourced and data-driven research to help our clients address
their mission-critical priorities.

ForbesConferences provides executives and teams across an organization theopportunity to learn, share and network. From our Gartner Symposium/Xpo
series, to industry-leading conferences focused on specific business roles
and topics, to peer-driven sessions, our offerings enable attendees toexperience the best of Gartner insight and guidance.

Best Places to Work for LGBTQ+ Equality 2018, 2019, 2020, 2021

Best Management Consulting Firms 2017, 2018, 2019, 2021
America’s Best Employers For Diversity 2020, 2021

Human Rights Campaign Corporate Equality Index

To see our full list of awards and recognitions, visit the Gartner Careers
website or Corporate Responsibility page.

Consulting serves senior executives leading technology-driven strategic
initiatives by leveraging the power of Gartner’s actionable and objective
insights. Through custom analysis and on-the-ground support, we enableoptimized technology investments and stronger performance on our clients’mission-critical priorities.

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Our culture
We are a team of thinkers, doers and lifelong learners. Explore the foundation of our culture:

Impact clients’mission-critical priorities

Do the right thing and great
results will follow

Embody ano-limits mindset

Make fact-based decisions

Think and act objectively

Prioritize
relentlessly

Get better, faster,stronger every year

Win as a team

Embrace diversity
and be inclusive

Be humble,
be hungry8Our Company

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Corporate 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.

Corporate governance highlights

Board diversity

Independent Chairman of the Board

10 of 11 directors are independent

Majority voting for directors

Fully independent Board Committees

Annual election of directors

Annual director evaluation of CEO

Annual Board and Committee
performance evaluation

Annual review of director compensationby the Compensation Committee

Executive sessions after Board
and Committee meetings

Independent compensation consultant

18%
45%

of Board
members are
ethnically or
gender diverseof directors
identify as
racially/ethnicallydiverse36%

of directors
are women

Note: Percentages may not add up to 100% because of rounding.
For more information on the Board’s Committees and our governance policies and practices, please referto the Corporate Governance section of our 2022 Proxy Statement.

9

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ESG governance
The Governance/Nominating Committee of the Board of Directors oversees
our ESG priorities and initiatives and the full Board of Directors annuallyreviews Gartner’s approach and progress on ESG. Established in 2020, theCorporate Responsibility Executive Council meets quarterly and provides
strategic guidance to the Operating Committee (our executive leadershipteam). The Diversity, Equity and Inclusion Executive Council oversees ourglobal DEI activity across the company. In 2021, we also established an
Environmental Sustainability Steering Committee to create, advance andoversee the environmental sustainability strategy at Gartner.

Board of Directors
Annual review of ESG
Governance/Nominating
Committee
Oversight of ESG

Compensation Committee
Oversight of humancapital management

Corporate Responsibility
Executive Council
Quarterly strategy meeting

DEI Executive Council

CSR/ESGTeam
Programmanagement

Environmental
Sustainability
Steering
Committee

DEI
Center of
Excellence

CSR = Corporate Social Responsibility
DEI = Diversity, Equity and Inclusion
ESG = Environmental, Social and Governance10

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Risk Oversight
The Board of Directors, together with management, oversees risk (including
cybersecurity risk) at Gartner. Our strategic objectives and activities arepresented by executive management to the Board and approved annually, andmore frequently as necessary. The Board and/or the Audit Committee receives
quarterly updates on cybersecurity matters from our Chief Information Officer.
In addition, the Board and/or the Governance/Nominating Committee receives
quarterly updates on Gartner’s approach and progress on ESG matters.
The Risk (Internal Audit) function reports directly to the Audit Committee
and provides quarterly reports to the Committee. The Committee reviews
the results of the Internal Audit annual risk assessment and the proposed
Internal Audit plan. Subsequent quarterly meetings include an update on
ongoing Internal Audit activities, including results of audits and any changes
to the audit plan. Risk also meets with the Audit Committee in executive
sessions on a quarterly basis.

The General Counsel, who serves as Chief Compliance Officer, also reports
directly to the Audit Committee on a quarterly basis about the effectivenessand status of our legal and ethical compliance program and initiatives,
hotline activities and litigation matters.
Gartner 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 registered public accounting
firm. Any internal control deficiencies and the status of remediation efforts,
as well as any findings of the Disclosure Controls Committee, are reported to
the Audit Committee on a quarterly basis.

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Ethics and Compliance
Gartner strives to do the right things in the right way. Integrity is at the core of
all that we do.

Those include:
Anti-Bribery Policy

Gift Policy

This commitment is embodied in the Gartner Code of Conduct, whichdocuments the way we expect our associates, leaders across Gartner andmembers of the Board of Directors to conduct themselves inside the company
and in dealings with outside communities. The Code protects and advances
our greatest assets: our people and our brand. The Ethics & Compliance(E&C) team reviews it annually and publishes it internally and externally in
12 languages. Associates affirm to comply with it every year.

Antitrust Policy

Insider Trading Policy

Conflict of Interest Policy

Trade Sanctions Policy

Privacy Policy

Use of Restricted Information Policy

In addition to the Code of Conduct, Gartner maintains global policies that guideour associates in how to do their jobs while always “doing the right thing.”

Anti-Money Laundering Policy
Gartner also has a publicly available Supplier Code of Conduct that defines
our guidelines around conducting business lawfully and ethically, which our
suppliers must accept before they can work with us. Gartner also conducts
due diligence and sanctions screenings as appropriate on suppliers (as wellas other third parties) to ensure that they meet Gartner’s standards and only
do business where the law and government regulations permit it. Gartner will
not work with suppliers that do not meet these standards and has corrective
action plans to address noncompliance.

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The Audit Committee of the Board of Directors oversees the E&C program
and regularly reviews it to ensure we are incorporating new ethical issues andinnovations. Gartner’s General Counsel, as the company’s Chief Compliance
Officer, leads the E&C team. The E&C team creates, maintains, communicatesand implements the documented policies and procedures, and partners withsenior managers who advocate and reinforce the ethical and lawful foundationsof Gartner culture in their domain of influence.
Gartner retains a team of legal and compliance professionals as stewardsof the E&C program. E&C partners with Internal Audit to conduct an annual
risk assessment to identify key E&C risks and how those risks are monitored
and mitigated. Gartner’s Internal Audit team also audits facets of the E&C
program (for example, trade compliance). The E&C team’s activities reduce
the likelihood of noncompliance with Gartner policies and applicable laws.
They also contribute to our culture of integrity by providing a productive
and safe environment for our associates.

2021 Corporate Responsibility Report

The global Content Compliance team reinforces Gartner’s independence
and objectivity by setting and enforcing a strict set of guidelines for clientsdesiring to share Gartner’s published research externally (see Content
Compliance Policy).
E&C Ambassadors provide local ethics and compliance support. These
members of the Global Commercial Legal team dedicate a percentage of theirtime to the E&C program. Ambassadors serve the countries in which they
are either resident or proximate and often speak the local language. They are
well-known and trusted advisors within these countries. As such, they train
associates, communicate and conduct investigations with a strong cultural
understanding. As appropriate, they partner with our global team.

Gartner’s Office of the Ombuds, a key component of the Gartner complianceinfrastructure and a reliable resource for associates to bring questions
and concerns, works to ensure that associates operate with the utmost
independence, objectivity, ethics and integrity. The Ombuds team follows
a rigorous process to evaluate concerns and undertake a root cause analysis
when appropriate, with an eye toward maintaining the deep trust our clientsand associates have in Gartner.
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Speak-up culture
Gartner encourages a speak-up culture in which associates can ask
questions and report concerns to their manager, HR partner, the Office of
the Ombuds or the Gartner Hotline, without fear of retaliation. Protections forwhistleblowers are formalized in our Code of Conduct, which includes ourstatement that retaliation is not tolerated for raising good faith concerns
and that retaliation, if substantiated, will result in disciplinary action, up to
and including termination of employment.
When concerns about any issue are raised, they are investigated thoroughly
and confidentially, and they are shared with our General Counsel and Chief
Compliance Officer as appropriate. When substantiated, prompt remedialaction is taken with the support of HR and the relevant business unit.
The Gartner Hotline allows anyone inside or outside the company to voice
concerns, anonymously if they choose. Managed by an independent third
party, the service is available 24/7 via international toll-free numbers andweb submission forms in local language. Each issue is handled through adocumented, standard intake process. We report information on investigations
each quarter to the Audit Committee.

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Ethics and compliance training
The Ethics & Compliance team creates and maintains a robust set ofcomprehensive training programs required for all associates who join
Gartner, as well as for third-party sales agents and consulting subcontractors. Gartner requires core compliance training on the following
topics: code of conduct (including antitrust, conflicts of interest andbusiness ethics), anti-bribery, sexual harassment prevention and dataprotection. The team evaluates the annual Code of Conduct training
each year to ensure that content and delivery remain fresh and relevant.
In 2021, Gartner launched a series of four short training programs that
focused on speaking up and nonretaliation, independence and objectivity,
conflicts of interest, and an annual Code of Conduct and Use of Restricted
Information Policy affirmation. We created a dedicated resource center for
the Speak Up program, which emphasized how to report a concern, theimportance of doing the right thing, protection against retaliation andscenarios centric to Gartner. The aggregate completion rate for these
programs, including attestations to abide by Code policies, was 99.80%.
Select groups are also required to complete additional business unit orrole-specific training.
We also launched Leading With Integrity to all people managers. The programshows managers how to encourage appropriate workplace behavior and which
steps to take when associates come forward with concerns; it also provides
tips for maintaining a nonretaliation environment. Business-unit-specifictraining programs were also launched, which focus on the ethical challenges
unique to each team.

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Data Security and Protection
Data protection program
As a trusted partner to our clients, Gartner is committed to protecting
confidential information. As with any global company, we are exposed
to risks related to cybersecurity. Those risks are related to the fact that asignificant portion of our business is conducted over the internet. Also,
we rely on the secure processing, storage and transmission of confidential,
sensitive, proprietary and other types of information in our computer systems
and networks, and in those of our third-party vendors, related to our business
operations and to our customers and associates. As a result, we recognize
the importance of having effective, meaningful privacy protections togovern the collection, use, analysis, processing and disclosure of confidential
information, including (but not limited to) personal information.

Gartner subsidiaries are required to comply with our data protection policies,
procedures and applicable laws. We also require that any third-party service
providers with access to confidential information have appropriate security
and privacy controls, and we conduct information security due diligence on
all new third-party providers. The Gartner Privacy Policy describes how wecollect, use and handle personal information, and how individuals can makechoices about the access, amending or deletion of their data.
Our dedicated team of data protection professionals, led by our Global
Data Protection Counsel, oversees Gartner’s enterprisewide data protection
compliance program to ensure that Gartner appropriately handles andprotects personal and other confidential information and complies with
relevant data protection laws and regulations, such as the EU’s General Data
Protection Regulation, the California Consumer Privacy Act and others.

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Data protection training

Data security

All new Gartner associates are required to complete data protection training
as part of the onboarding process, and existing associates are required tocomplete annual data protection and security training. In 2021, 99% of all
Gartner associates completed the annual training, which covers topics suchas data classification; proper handling of different types of data; how to spot,
avoid and report phishing emails; how to report privacy or security incidents;
and acceptable use of Gartner systems. During training, associates attest thatthey have read and have understood our internal data protection policies,
such as our Acceptable Use and Information Classification Policies. In addition
to annual data protection training, business-unit-specific data protection
training is provided to associates who regularly handle data containing thepersonal information of clients and associates.

Ensuring the confidentiality of data provided by our clients, associates andsuppliers is critically important. Gartner has a dedicated team of cybersecurity
practitioners led by the Chief Information Security Officer, who reports to theChief Information Officer. The team has put a comprehensive cybersecurity
program in place to prevent unauthorized access to client information and to
detect and prevent security incidents.
Gartner maintains certification with ISO 27001. We have developed andimplemented a comprehensive Information Security Management System,
as well as a systematic approach to securely manage sensitive, confidential
information by implementing best-practice information security policies,
systemized controls and risk management processes.

Gartner associates also receive training on an ongoing basis related toemerging security threats, new security processes and policies, or tailoredsecurity expectations specific to their role. In addition, we conduct quarterly
phishing tests to improve our associates’ ability to identify and reportphishing threats.

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Gartner leverages a defense-in-depth cyber defense strategy, which meansthat multiple layers of security protect our data assets. Informed by the bestpractice security insights of our research, Gartner’s advanced technicalcontrols, security policies and human processes provide protections that keep
pace with evolving security threats as well as legal and regulatory compliancerequirements. Also, Gartner follows secure software development life cycle
best practices, which adds a layer of protection within our development
pipeline and improves the security of our client-facing applications.
Gartner has a comprehensive risk assessment program that is always evolving
based on the threat landscape; the program includes a variety of risk reviews,
audits, vulnerability assessments and penetration tests. We work withindependent third-party organizations to audit our data privacy and security
practices. These partners review and validate our: a) security practices,
processes and controls to protect associate and client data; b) policies andtechnical configurations to secure our technology devices and systems;
and c) compliance with client, industry and regulatory security/privacy
requirements. Furthermore, Gartner carries cyber liability insurance.

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Our
Associates

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At Gartner, we believe that we win as a team. And like any team, our fullpotential depends on having members with a wide range of skills, experiences
and backgrounds, who have resources and opportunities to bring their fullselves to work.
Our people enable our long track record of global growth. Our sustained
success isn’t an accident — we are successful by design. It starts with ourability to function as a high-performing team. We hire great people, wedevelop those individuals and we help them build mastery of their skills toreach their full potential.
As of December 31, 2021, we had approximately 16,600 associates globally.
Gartner is committed to providing equal employment opportunities to allapplicants and associates without regard to any legally protected status.
This commitment is formalized in our global and U.S. Equal Employment
Opportunity Policy. We continually renew this commitment by seeking to
optimize our recruitment and professional development processes, create
networking and educational opportunities, celebrate heritage and history,
support community service and outreach, and create safe spaces for all
associates. Our human capital management strategies are developedby executive management and overseen by the Compensation Committeeof our Board of Directors.

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Our efforts to cultivate a thriving associate community gained renewed
purpose in 2021 across two critical fronts:

Cultivate aculture of inclusion

First, we cultivated a virtual-first environment to protect the health and safetyof our associates and support their productivity. As we met the needs of achanging workforce, we learned that our business can succeed in a virtualfirst world, which allowed us to be competitive with our talent strategy.
Second, we continued our commitment to diversity, equity and inclusion.
In November 2020, Gartner established a DEI Center of Excellence (COE),
which spent 2021 conducting a DEI baseline assessment and collaboratingwith business units and regions to develop a three-year roadmap. We aligned
our programming and initiatives to our three strategic pillars — Hire, Engage
and Advance — while applying an equity lens to all that we do.

Mitigate bias

Diversify leadership

Hire

EngageAdvance

Bring talent fromunderrepresented
groups to andthrough the door.

Create and foster
associates’ senseof belonging.

Cultivate andmove talent fromunderrepresented
groups into
leadership.

Apply an equity lens to all that we do21

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Promoting DEI Throughout Our Company
Gartner research defines diversity, equity and inclusion as:
Diversity

Our vision

A collective mixture of differences and similarities

Build a high-performance organization with a culture of equity,
inclusion and belonging that enables us to get better, faster andstronger every year

EquityFair treatment and equality of access to opportunity, information
and resources for all
Inclusion
The achievement of a work environment where all people feel
respected, accepted, supported and valued

Our people• 16,600 associates• On a worldwide basis, our associates were represented bymore than 85 self-identified nationalities working in 38 different
countries and territories:– 54% of associates located in the United States– 46% of associates distributed across the remaining
countries/territories• 11 DEI councils representing each Gartner business unit designed
to drive engagement• 6 ERGs with more than 4,300 members

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Gartner’s strategic focus on DEI is beginning to show a positive trend in
the diversity indicators. While the past three years have produced modest
improvements, we are aiming for systemic and sustained change, which takes
time. We will continue to advance the DEI program, measure the impactof our initiatives and develop new programs to achieve meaningful results.

Associates by gender(Globally)
Male

Female
45.7%
44.4%

44.5%

2019

2020

Not Disclosed/Not
Available

55.3% 55.3%
54.0 %

2021

2019

2020

2021

0.3%

2019

0.2%
2020

0.3%

2021

Highlights
2.9% growth for female representation
10.8% growth for Hispanic or Latino representation
7.5% growth for Black or African American representation

Data as of December 31, 2021
For illustration purposes, axes are scaled to data.

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Associates by race/ethnicity(U.S.)White (Not Hispanic
or Latino)
75.1%

Asian (Not Hispanic
or Latino)

7.2%

8.8%

75.6%

8.4%

74.5%

2019

2020

2021

Two or More Races (Not
Hispanic or Latino)
2.2%
2.0%

2019

2019

2020

2021

6.5%

6.6%

2019

2020

2021

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

Black or African
American (Not Hispanic
or Latino)
4.3%

4.0%

4.0%

2019

2020

2021

Not Disclosed/Not
Available
3.1%

0.3

%

1.9%

2021

8.3%

American Indian or
Alaska Native (Not
Hispanic or Latino)
0.4%

2020

Hispanic or Latino

2019

2020

Data as of December 31, 2021
For illustration purposes, axes are scaled to data.

0.2%

0.3

%

2021

0.1%

0.1%

2019

2020

3.0%
2021

2019

2020

3.0%
2021

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Integrating DEI into all we do
Gartner relies on dedicated and passionate associates around the world todrive the vision illustrated in our strategic framework. Our DEI organization
includes a DEI Executive Council, the members of which are the CEO, theCHRO, the head of DEI and all members of the Operating Committee. As a
global company, Gartner works hard to think globally and act locally. Towardthat end, 2021 saw the Asia/Pacific region hire a DEI program manager. We
plan to fill this role in EMEA in 2022.
To ensure that DEI reaches every Gartner associate, the DEI COE partners withbusiness unit leaders across the organization to scale engagement throughour six employee resource groups, three associate networks and 11 business
unit DEI councils. Each ERG and business unit group has a lead advisor fromthe DEI COE who helps create connections across the organization and shares
resources to enable business units to engage in DEI work.
Our councils and groups offer associates the opportunity to build peer
connections and drive DEI outcomes through dedicated initiatives.

Self-ID at Gartner
Self-ID supports DEI at Gartner by providing data tohelp us identify specific problems and barriers facedby associates from underrepresented groups, inform
actions to mitigate those barriers and monitor the
impact of our remedial efforts.
How associates identify, as well as when and why
they disclose their identity, helps us understandworkplace culture. Having more people who openly
disclose their gender identity, sexual orientation,
race/ethnicity, military status and disability cultivatesan inclusive culture that has the power to shape
the future of our business. We use this information
to design more impactful initiatives and provide
resources that meet associate needs.

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Recruiting
Bringing top talent to Gartner
Gartner is committed to building a community of talent that reflects the world
we serve. That commitment begins well before candidates join the organization
through our investments in initiatives, programs and partnerships that aim tobuild awareness about Gartner as a great place for all high performers.
Gartner’s transition to a virtual-first work model has driven necessarychanges to our talent recruitment strategy. Motivated by the pandemic
and then necessitated by systemic changes in the workplace, our virtualapproach is allowing us to broaden our talent footprint to reach morehigh-potential candidates.

“Part of what convinced me to join Gartner in 2021 was its
commitment to cultivating a community inside the company
that reflects the mix of cultures and perspectives that exist
outside. I feel blessed to power that commitment through ourefforts to create equitable access and opportunity for highperforming candidates from all backgrounds and help thempicture their own #LifeAtGartner.”
Suezette Yasmin Robotham, VP, Talent Acquisition DEI

Also, we have increased our focus on ensuring that talent fromunderrepresented groups learn about Gartner by participating in or
hosting events for diverse audiences.

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Internships for early career candidates

Building our communities through eventsand partnerships
Our organization recruits talent at every stage of their career — from interns
to senior leaders.
For early career candidates — including university students and recent
graduates — Gartner offers internships and participates in special events
to recruit candidates to experience Gartner and develop hands-on skills.
In 2021, Gartner participated in or hosted more than 40 events aimed at
engaging candidates in three geographic regions: APAC, EMEA and NA.
Also, we strengthened our relationships with historically Black colleges anduniversities in the U.S. as part of our efforts to build awareness about our
early career opportunities.
Partnerships offer another channel through which we raise our organization’s
profile among high-performing candidates, including those from underserved
groups in different stages of their careers. In 2021, Gartner participated ina virtual conference and career fair for the National Black MBA Association
and an event for the Service Academy Career Conference — both for moreexperienced candidates.

APAC = Asia/Pacific; EMEA = Europe, the Middle East and Africa; NA = North America

In 2021, Gartner hosted an eight-week, paid virtualinternship program for 226 interns across three
regions (APAC, EMEA, NA) and 12 business units.
Gartner designs its internships to directly impact
business priorities and to give interns a real-world
sense of what a full-time role would entail. To adapt
to the virtual environment of 2021, we scoped
the internships to be project-based and fosteredcollaboration among peers. Interns were assigned
mentors aligned with the project. Also, Gartner
offered intern-specific events, including a leadershipspeaker series, social events, wellness sessions
and professional development (e.g., personalbranding, creating a budget, presentations skills,
and ERG engagements).
Also in 2021, Gartner was recognized with Internship
Provider of the Year and Outstanding Employer
Contribution awards from the St. Mary’s University
Be SMART project. As a corporate sponsor of
Be SMART, Gartner provided mentorship, career
guidance and meaningful work to Black, Asian andminority ethnic university students in the U.K. Gartner
sponsored nine Be SMART students, eight of whom
said they would be interested in pursuing a full-timeor internship opportunity at Gartner in the future.
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Other recruitment partners include:
Management Leadership for Tomorrow
A nonprofit, Management Leadership for Tomorrow (MLT) is dedicated tostrengthening the recruitment and retention of diverse talent to ensure equal
opportunity for leadership roles. Gartner partnered with MLT to host fiveseminars focused on attracting and developing strong, diverse undergraduate
and MBA candidates. The seminars focused on core skills, career leadershipand transitions, career prep, and interview and analytics skills.
National Sales Network

2021 Corporate Responsibility Report

The National Collegiate Sales Competition
Instituted to enhance the practice and professionalism of the next generationof sales leaders through education and training of university students, theNational Collegiate Sales Competition (NCSC) is the largest and oldest sales
role-play competition in existence. Gartner has been the official productsponsor of NCSC since 2017 and has developed a curriculum to provide
participating college students the opportunity to gain real-world experiencein selling Gartner products a competition setting. We have supported students
to develop the skills necessary to become future sales leaders and have hired
over 150 students through the sponsorship.

A nonprofit membership group, National Sales Network (NSN) aims to advancethe skills of career salespeople. Gartner partners with NSN to expand
recruitment of diverse sales talent, particularly in the African American
community, from top universities. In 2021, Gartner Sales associates served as
panelists on NSN webinars and attended the NSN Student Sales & Marketing
Conference to share information about opportunities with our company.

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Why I chose Gartner“After 35 years in IT, retirement was a real option. I gave that somethought for a hot minute and knew I was far from done. A few
companies came calling with great opportunities, but I was onlyinterested in one — Gartner. I was familiar with its incredible
research and frameworks but had no idea of the amazing culture
and unbelievably talented and smart people I would get thehonor of working with every day. Two things mean the most to
me at this stage of my career — the people and the nature of thework itself. That means the leadership I work for and the people
I work with. I hit the lottery with both. If you have that, everythingis possible.”

Debra Christmas
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Engagement
Gartner is a growing, dynamic company at the leading edge of business,
and we strive to cultivate a community of engagement for our associates.
Leaders support this engagement by providing direction and resources. In
addition, through associate surveys, leaders gain insight into opportunities
for individual and organizational growth.
We continue to expand our engagement initiatives as new opportunities arise toenhance our culture to align with issues that are important to our associates.

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Evaluating the associate experience
Within business units, Gartner conducts associate surveys that aim to capture
what it is like to work at Gartner and the extent to which our associates:
Believe their work environment is welcoming and inclusive
Understand the connection between their work and company impact
Feel empowered to take action that supports clients

2021 Corporate Responsibility Report

In 2021, Gartner progressed its efforts to adopt an enterprisewide associate
experience measurement model. One of our business units served as thepilot site. Lessons from that experiment will help to define the best practices
for data collection and results dissemination, and for using survey findings
to inform the business unit’s action plans, as well as initiatives across Gartner
for diversity, equity and inclusion. We plan to expand our enterprisewide
measurement efforts in 2022, with the aim of capturing more consistentassociate engagement metrics across the company.

Have access to the resources and support they need to meet expectations
Have opportunities to learn and grow with Gartner
Senior leaders take the results and share them with associates — both the key
findings and the actions the company plans to take to address opportunities
for improvement. Examples include team-based skill building and business
unit initiatives targeting key areas of engagement.

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Employee resource groups
Our voluntary employee resource groups bring people together to foster adiverse, inclusive and supportive workplace. ERGs also take the lead to drive
volunteerism in the communities where we work.
Our ERGs are associate-driven and open to everyone. Each group has an
executive sponsor on the Operating Committee who advocates for the group
and amplifies its mission across the company and at the highest levels of
leadership. These connections truly work — Gartner senior leaders, including
the CEO, say that the Gartner ERGs provide a direct line of communication
about associates’ ideas and concerns.
Two new ERGs formed in 2021 — the Black Employee Network (BEN) and theCollective Abilities Network (CAN) — joining the four preexisting groups tocreate safe spaces for associates from underrepresented groups and their allies,
and to inform corporate DEI initiatives, support leadership development, host
events, influence benefits, raise awareness and help create workplace resources.

2021 Corporate Responsibility Report“Gartner employee resource groups have an incredible impact
on our vibrant culture and growing business by giving voice
to the unique needs of our associates globally. ERGs foster a
deep sense of belonging by creating communities within our
greater community. They also guide the development of more
inclusive benefits, accelerate leadership development anddrive a measurable impact on the systems and policies that
support our diverse team of associates around the world.
I can’t think of anything more powerful.”
Robin Kranich, Chief Human Resources Officer, Executive Sponsorof Women at Gartner

During the pandemic, the ERGs have united thousands of associates virtuallyaround the globe through relevant programming. Expanding from a locationbased to a virtual strategy increased opportunities for participation and crossgroup collaboration. In 2021, more than 4,300 associates were members ofat least one ERG. Also, Gartner’s ERGs organized Real Talks, conversations on
difficult topics to do with social injustice, workplace discrimination, mental
health issues and other subjects of high importance in the current climate.
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Women at Gartner

2021 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

impact, andretention
andenvironment
attraction offor
professional
women
Promotes a positive
inclusive
all associatesatGartnerworldwide, regardless of sexual orientation or gender identity

2021 highlights

2021 highlights• H osted workshops to increase awareness on recognizing andresponding to microaggressions in the workplace• Launched allyship training to increase awareness of gender identity,
sexual orientation and person-specific language• E xpanded Gartner Crew pilot to an enterprisewide professional
mentorship program• Spearheaded efforts to include pronouns in email signatures• L aunched Ask Me: Women in Leadership Series, a monthly event
featuring women leaders who discuss their personal success stories• 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 2021, with a top score of 100%• L aunched the Women in Consulting affinity group• Celebrated Pride Month and National Coming Out Day• C elebrated Women’s History Month“The Women in Sales chapter of the ERG helped me develop my careerand gave me a true opportunity to give back and help others in theircareers as well.”“When I discovered the Pride ERG at Gartner, I felt immediately
represented, and I always know that I can come to work as myself.”
Kourosh Pakroo, Senior Conference Planner

Kim DeGross, Sales Manager
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Veterans at Gartner

Mosaic at Gartner

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

Dedicated to recruiting and engaging associates who identify as part ofunderrepresented racial or cultural groups

2021 highlights

2021 highlights• Hosted impactful events during November’s Veterans Month• Organized an Asian Pacific Islander Colleagues subgroup for
associates to share experiences, ideas, solutions and opportunities• P artnered with Talent Acquisition team to host Making an Impact
webinar, discussing why veterans choose to join Gartner• Launched a formal chapter in Latin America• V olunteered with various organizations that honor veterans, first
responders and their families• Grew to over 2,100 members“For me, being involved in the Veterans ERG means I get to stayconnected to my military roots and be in communication with otherveterans who have had similar careers and experiences. It also
allows me to bring some fantastic talent to the organization.”“I hope to continue the empowerment, celebration and advocacyof BIPOC associates. This stems from having a strong, active andwelcoming community for all employees from all backgrounds toengage with one another.”

Robert Bell, Director, Consulting

Nina Moreno, Senior Program Manager, Conferences• Celebrated Asian Pacific Islander Month and Hispanic/Latin American
Heritage Month

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Black Employee Network

Collective Abilities Network

Dedicated to attracting, retaining and advancing Black associates

Unites those with hidden and apparent disabilities, mental illness,
neurodiversity and chronic or acute illness, as well as their caregivers
and allies

2021 highlights• Launched as an ERG in May 2021
• S pearheaded BEN Mentorship Series, conversations that provide
tactical tools and techniques to help associates thrive in their careers• L aunched Readers for Leaders and Candid Conversations to inspireand educate members on becoming impactful leaders• C elebrated Black History Month (February) and U.K. Black History
Month (October)2021 highlights• Launched as an ERG in July 2021
• Hosted De-Stress Fest, an inaugural weeklong series of events
designed to help associates prioritize well-being and create ahealthier work environment• Celebrated Disabilities Awareness Month with global programming“Since kicking off Black Employee Network in 2021, we’ve asked ourmembers why they participate. The top reasons they mention are:1) feeling connected, 2) feeling a sense of community, and 3) having asafe space.”“Collective Abilities Network has opened my eyes to being my true,authentic and best self — not having to hide when I am having adifficult time with my anxiety or depression, or when my child with
autism is having a rough day.”Janine Daughtry, VP, Service Productivity, Strategy & Operations

Jody Nastu, Senior Program Manager, R&A

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Belonging at Gartner: Together as One
Gartner encourages associates to express who they are and where they comefrom. History and heritage months present annual opportunities to celebrate
the diverse identities represented by our associates and create a context ofengagement and connection. During local and globally recognized heritage
months, Gartner’s ERGs organize celebrations to recognize and empower our
associate communities.

2021 Corporate Responsibility Report

In honor of International Women’s Day, for example, Women at Gartnerorganized a month of events that included an Inner Workings podcast
episode, featuring Gartner’s Nagoud Al Shugairan, Sales Manager and thefirst female sales leader in Saudi Arabia, and Mohy Shams, RVP, Gulf Sales.
The two spoke about their ongoing efforts to build more inclusive teams
and increase gender diversity in the Middle East.
The Veterans at Gartner ERG also hosted events during the month ofNovember, when the U.S. celebrates Veterans Day, and the U.K. and Australiacelebrate Remembrance Day.
To raise awareness about and generate support for causes relevant to theveteran community, in 2021, Veterans at Gartner dedicated its annual#22challenge to the military suicide crisis. Gartner associates who participatedfulfilled challenges such as doing 22 pushups or donating $22 to veteranfocused nonprofits.

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Throughout the year, Gartner recognizes global and local heritage andhistory months and events with activities and discussions related to:

February

May

Black History
Month

Mid-September
to Mid-October

Asian Americanand PacificIslander Heritage
Month

Read Now

Hispanic and Latin
American Heritage
Month

Read Now

Read Now

November

Veterans Day
Read Now
Native American
Heritage Month
Read Now

March

Women’s History
Month andInternational
Women’s Day
Read Now

June

Pride Month
Read Now

OctoberNational Disability
Employment
Awareness Month
Read Now
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Development and Career Progression
Developing talent at all levels
Talent development is foundational for driving associate engagement andessential to Gartner’s continued market leadership. Our ability to growand adapt as an organization requires that we help our associates reach theirfull potential. Continuous improvement is key to our talent development
strategy. Through ongoing feedback and goal setting, we help our associates
understand their top priorities and how those priorities result in value for
Gartner clients. Connecting their work to Gartner’s business goals helps
our associates develop engagement and purpose. We see it as a core
success factor that enabled over 4,000 of our associates — or over
25% of our workforce — to earn promotions in 2021. Although, like many
companies, we experienced an uptick in associate turnover in 2021, theaverage associate tenure decreased only slightly from 5.2 years in 2020
to 5.1 years in 2021 (up from an average of 4.5 years in 2019.)

As a virtual-first company, we are doubling down on our multifaceted
performance feedback process, which includes regular meetings between
managers and associates to establish and reassess goals, and ongoing
feedback to make sure the day-to-day work contributes to the right priorities.
Emphasizing ongoing feedback over sporadic performance reviews not only
creates a stronger sense of engagement, it also fosters the agility to shift to
new priorities and activities as requirements change. In addition, Gartner
provides opportunities through work assignments and learning resources
for associates to develop skills and capabilities in line with identified areasof growth.
In 2021, we continued to revise our enterprise talent development andprogression processes to ensure they include a DEI focus. We’re committed
to addressing the distinct needs of each team member to ensure all associates
feel connected to the organization and empowered to reach their goals.

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Talent review and succession planning
Gartner’s CEO and Operating Committee meet annually to review and discuss
the leadership succession pipeline for critical roles in the organization. The
process is informed by three elements.
• Business context: Adjustments to operations in the near term that may
affect our leadership and people requirements• Leadership assessment and development planning: The capabilities ofcurrent leaders and their potential (and interest) to take on larger rolesin the company

2021 Corporate Responsibility Report

The capabilities assessments and planning components of the process help
Gartner’s executive leaders assess the strength of our leadership pipeline. In
addition, they inform potential development initiatives aimed at helping highpotential leaders develop the skills they would need to rise into new positionsin the future. Developing high-potential candidates allowed Gartner to fill
more than one-third of our open positions with internal candidates in 2021.
As with all of our associate engagement activities, we conduct our talentreview and succession planning activities with an eye on developing a diverse
pool of future leaders in line with our DEI strategy.

• Succession planning: Matching the strengths and development needs of
our leaders with business and role requirements; the end goal is, again,
to understand the current capabilities of candidates and how we can best
help them prepare for future roles

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Training and Leadership Programs
Gartner believes that every associate has the potential to grow and rise withthe company if given the development and opportunities to do so — andGartner is committed to providing those opportunities to develop a rich corpsof talent that is empowered to drive the business forward.
Each Gartner business unit offers development programs specific to the highdemand skills they need to realize their goals. Gartner also offers a collectionof cross-business continuous learning for different levels and contexts. The
GartnerYou online learning platform serves as the centralized location for tensof thousands of digital learning resources. We have significantly increased thenumber of available learning resources to almost 45,000 as of the end of 2021.
Gartner associates consumed more than 321,000 pieces of learning content
globally, averaging 18 per associate. Finally, Gartner benefits include tuition
reimbursement for third-party courses related to degrees, certifications andlicensure, as well as general professional development.

As an overall part of our learning and development programs, we focus on
the role of unconscious bias and provide tools that help make businessprocesses more inclusive and accommodate a more diverse perspective.
We emphasize the importance of inclusion to leaders and managers, andwe highlight the value of fostering a sense of belonging within their teams.
In addition, we continue to invest in learning opportunities to develop DEI
at Gartner. For example, our Embracing Diversity & Being Inclusive module
has enrolled more than 5,600 associates since its inception.
As our associates grow at Gartner, many become eligible to participate in
our leadership-focused development programs. These are based on acommon framework we call “Leading People Expectations,” which defines
what effective leadership looks like at Gartner. These expectations translate
into core modules that leaders take as they progress through our leadershipdevelopment programs. In 2021, we offered existing and new programs
tailored to experience, level and business units.

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In 2021, Gartner offered the following leadership-focused
development programs:

AscentIn 2021, Gartner launched Ascent, an “always on” global program for frontline
leaders. It includes 60+ hours of on-demand and live content on leadershipfoundations, such as Gartner’s Leading People Expectations; emotional
intelligence; leading in a mindful and intentional way; building trust andcreating an environment of inclusion; maximizing team potential throughcoaching, feedback and continuous development; and advancing thebusiness through effective prioritization and execution. Over 1,900 associates
registered for the program in 2021.

2021 Corporate Responsibility Report“This was a fantastic experience and I’m surprised how quickly
we were able to form a strong bond. I enjoyed our time
together.… Simply having a shared experience was powerful.
Crew provided a welcome dose of human connection, which
I had been missing during these work-from-home times.”

Nina ShowellPrincipal Analyst and Crew Member,
Gamma Class ’21

Crew
This eight-week networking and peer-to-peer learning experience brings
together current and aspiring leaders from around the world and fromdifferent Gartner business units to develop new relationships and hearvarious perspectives. In 2021, 284 associates completed this program
virtually, led by 51 Gartner leaders acting as “Crew Captains.”

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Guide Certification

LEAD360 Assessment

A global “leaders as teachers” program, Guide Certification is designed todevelop facilitation skills and equip leaders to run development sessions
within the leadership program portfolio. In 2021, 43 associates participatedacross five global offerings.

Developed and deployed in 2021, the 360-degree assessment measuresan individual leader’s effectiveness, using confidential, anonymous feedback
from multiple associates with whom they work. The assessment provides
a well-rounded personal report the leader can use to improve teamwork,
accountability, and highlight areas for career and personal development. In
2021, 500 leaders participated in a LEAD360 assessment.

LEAD@Gartner: 30-Day Challenge
LEAD@Gartner, a global on-demand program, empowers midlevel leaders(VP and above) to embed leadership learning into their day-to-day workthrough focused daily challenges. The program includes research curated forthe leader, reflection questions and a forum to engage with peers. In 2021,
nearly 1,800 associates participated in the 30-Day Challenge.

Leading With Context
These executive leadership forums are designed to provide senior-mostleaders with targeted context on Gartner’s strategy and focus areas. Gartner
held two sessions in 2021 to provide crucial context for navigating continued
disruption, changes to our business operations and our transition to a virtualfirst organization.

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In addition to our organizationwide offerings, Gartner provided development
programs specifically for Gartner Sales and Research & Advisory associates,
which collectively make up close to 50% of our talent corps.

Expedition
In 2021, Gartner transformed how we develop new sales hires to equip themwith the core competencies tied to sales success. Rooted in learning anddevelopment best practices, the reimagined program operates through ascalable platform that provides first-year sales associates with access to
as many as 500 well-paced, just-in-time learning assets. More than 1,200
sales associates went through this program in 2021. Users can personalize
their learning journey based on territories and development needs. Muchof the learning occurs while on the job through in-territory activities, aswell as through one-on-one coaching from dedicated, experienced sales
coaches, who delivered more than 200 coaching sessions or role-plays eachmonth in 2021. In addition, the program includes on-demand content that canbe completed at the learner’s pace. Automated tracking systems and learningassessments enable sales managers to assess progress and performanceand provide timely guidance.

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Leading to Engage, Inspiring Teams andPersonalizing Motivation
Offered as part of the annual Global Sales Leadership Meeting, this workshop
introduced all sales leaders to Gartner’s research on workforce health, driversof associate engagement, inspiring teams and personalizing motivation. We
held 21 unique live virtual offerings in 2021 for 1,063 sales leaders.

Sales Manager Preparation ProgramThis program provides the practical education, exposure and experience toprepare associates for a smooth transition into a future sales manager role.
The four-month blended development program provides participants with
on-demand development experiences and live virtual sessions, as well as
ongoing assignments they complete in their day-to-day jobs. For 2021, Gartner
revised the program to blend virtual and in-person elements, and updated thecontent to include general leadership programming along with sales-specificdevelopment. We also updated our selection process and target audience. In
2021, 245 associates completed this program and 41% of them transitioned tosales manager roles after completion, an increase from 8% in 2019 and 2020.

2021 Corporate Responsibility Report

Sales Manager Onboarding
This program supports new sales leaders during their first 12 months in the roleby providing training in the knowledge and skills identified as most critical tosales manager success. In 2021, 221 associates completed this 12-hour program.

Sales VP Onboarding
This program supports midlevel leaders during their first 100 days in therole. It provides guidance for new sales VPs on scaling and building programs,
developing high-performing teams and driving great results. In 2021, 19
associates completed this 16-hour program.

Research & Advisory Learning Series
In 2021, we launched this 13-session series focused on new content for
tenured associates to further develop key skills necessary for quality client
engagement. The series covered dynamic and ever-evolving subjects, suchas using and publishing data, diagnosing client problems and reframing client
perspectives to point them toward possible approaches and solutions.

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Research & Advisory Global Talent Labs
Gartner’s Global Talent Labs offer an entry point for people with broad skills
and career backgrounds to pursue an analyst or researcher career path — one
formerly available primarily to seasoned experts.
Gartner Talent Labs provide opportunities for early career professionals,
including short-term interns and full-time associates. In 2021, 23 interns wereembedded with Gartner research teams for a fully virtual 10-week program,including a capstone project designed to contribute to a Gartner researcharea. Eighteen of the interns were offered full-time roles, and 11 will join
Gartner as members of the August 2022 Global Talent Lab cohort.
The Global Talent Lab program for full-time associates provides growth andlearning opportunities that enable cohort members to contribute researchand insights faster, and develop skills that help them advance into moresenior researcher or analyst roles. Leveraging our virtual-first model, we
have also created opportunities for cohort members to regularly connect
and build relationships with one another, including through volunteeringand philanthropic engagement. In 2021, Global Talent Labs associates
contributed a total of 800 hours of community service.

2021 Corporate Responsibility Report“Joining the Lab in 2019 quickly accelerated my growth andprofessional development. I joined the IT Infrastructure &Operations research practice with absolutely no backgroundin IT, yet I left the Lab delivering value to IT leaders on every
inquiry. The Lab taught me how to learn quickly and effectively,
how to diagnose a challenge, deliver a compelling teaching
point and communicate effectively. The Global Talent Labs
provide an unparalleled opportunity to develop criticalskills, including networking, making the most of mentorship
opportunities and practicing learning agility.”
Abby Campbell, Manager, Team Manager Advisory Labs

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In partnership with the Diversity, Equity and Inclusion Center of Excellence,leaders were able to participate in these DEI-focused programs in 2021:

Xcel
This six-month high-potential development experience is designed toaccelerate the capabilities of leaders from underrepresented groups throughexperiential activities and exposure opportunities that drive learning aroundkey leadership moments. The program aims to develop participants’ personal
insight, professional growth and visibility. In 2021, 29 associates participatedin Xcel, which included opportunities to meet with Operating Committee
leaders, have a learning session with Gartner’s CEO and work on teams todevelop initiatives related to Gartner’s key business priorities.

Leading an Inclusive Environment
This program enables leaders to create an environment of belonging andinclusion. In 2021, 22 associates completed this four-hour program.

2021 Corporate Responsibility Report“Participating in the Xcel program was an amazing opportunity!
I was inspired and motivated by the life lessons shared bysenior leadership and their words of encouragement. I engaged
and established new relationships with colleagues by working
on addressing a business challenge in which we drew on ourcollective strengths to impact the business. And most important,
I gained insights into my leadership strengths and areas ofopportunity. The Xcel program covered all the right elementswith personal and professional development. The friendships
made, lessons learned and exposure received are all part of whatmade the program an unforgettable experience!”

Andrea Barge Newsome
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Associate Safety and Well-Being
We want our associates to have the resources and support they need tomeet all their goals — professional and personal. The COVID-19 pandemic
continued to impact those goals throughout 2021 as Gartner associates
around the globe worked from home and cared for themselves and theirfamilies, often without access to the systems they typically rely on, such as
schools, childcare and community health facilities. Recognizing the personal
challenges so many of our associates continued to confront in 2021, Gartner
stepped up to add programs focused on mental health and well-being, tocommunicate about the resources we have and to repurpose investments
to meet the needs of the moment.

In the U.S., we launched a high-touch behavioral health navigational program
to make it easier for associates to find the right mental health resource.
We saw a concurrent increase in the use of Gartner’s Employee Assistance
Program from 9% of associates in 2020 to 11% in 2021.
In addition, Gartner continued a communications initiative in 2021 aimed atensuring our associates have the information they need to take advantage of
our well-being resources. The resulting Well-Being Resource Guides highlightthe programs we offer, customized for the eight primary geographic regions inwhich most of our associates live, with a generic guide for the rest of the world.

In the area of mental health and well-being, Gartner piloted a platform in2020 and made it globally available in 2021. The platform includes podcasts,
tip sheets, quizzes and other types of content on a range of mental healthand wellness-related topics. Associates can also participate in “Ask an Expert”
live web chats to get general insights on specific questions of interest.

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Finally, COVID-19 motivated us to adapt our programs. Though most countries
provided vaccine access for free in 2021, a few of our associates faced
challenges accessing them. Gartner organized vaccine clinics in locations
such as Fort Myers, FL, and cities in India, and paid for vaccines either
directly or as an insurance benefit in places where they were not available
for free. Gartner also adapted offerings to address the needs of associates
caring for children or other family members while working from home. In
one example, we established the option for U.S. associates to use a backup
child care benefit for virtual tutoring.

2021 Corporate Responsibility Report“I want to pass on my gratitude for the family health benefits
platform available to us. My little girl was dealing with a great
deal of anxiety in school when COVID-19 infections began tosurge this winter, and we and her teachers were at a loss on how
to help her. I spent time with a coach on the platform, and in a
30-minute conversation she not only made me feel at ease about
what my child was navigating but gave me specific tools to help
her. As a mom, coming to Gartner was life changing for me andone of the best decisions I’ve made — for reasons like this.”
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In the U.S., our comprehensive benefits package is available to all regular associates working 20 or more
hours per week and their dependents, including domestic partners. In 2021, the benefits program included:

Be
well.

Take care of yourself with comprehensive
health plans, preventive programs andflexible options.

• C omprehensive health coverage, including dental and vision plans,fertility treatment, treatment for autism, transgender-inclusive benefits(including transgender healthcare coverage), second opinions andsame-sex marriage/domestic partner coverage; we also covered testing
and treatment of COVID-19, with telemedicine options• D
 igital resources and on-demand health coaching with registered nurses
to support associates starting a family, having a healthy pregnancy andnavigating the early years of parenthood• Reimbursement for wellness-related purchases• R obust mental health resources, including virtual care anddigital programs

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Plan
well.

Our Associates

Our Communities

Our World

Our Clients

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

2021 Corporate Responsibility Report

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 and holidays• Employee Stock Purchase Plan (ESPP)*• Paid military leave• C ompany-paid basic life and short- and long-term disability insurance,business travel accident insurance and an Employee Assistance Program• Paid parental leave following birth or adoption• Dependent life insurance• T ax savings programs, such as health and dependent careflexible spending accounts, health savings account and pretax
commuter benefits• Suite of voluntary benefits• Caregiver resources, such as subsidized backup care for adults
and children, resources to plan for college and a service that enables
nursing mothers traveling for work to ship breast milk home
• Employee Assistance Program, which provides access towork-life resources• Paid sick time off for interns and for part-time associates who work
fewer than 20 hours per week (U.S.-based)*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, the Netherlands, Norway,
Singapore, Spain, Sweden, Switzerland, the U.K. and the U.S.

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Grow
well.

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Our Communities

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Our Clients

Further your professional developmentwith programs that make it easier to learn
and grow.

• T uition reimbursement to all associates around the world working atleast 35 hours per week, up to US$5,250 per year
• GartnerYou learning platform

2021 Corporate Responsibility Report

Connect
well.

Stay connected to your internal Gartner
community and causes that matter to you
in your external community.

• Generous charity matching and volunteer opportunities• Financial assistance for associates in need through the Associate
Assistance Fund
• Internal communities, including employee resource groups

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Communities52

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Our associates live and work in 38 countries and territories around the world and are deeply embedded in theircommunities. Our strategy is to support them in making a positive impact within their local communities, where they
live, work and serve our clients. We celebrate this spirit of community and caring both within and outside Gartner.

The Gartner Gives program empowers associate giving by:

Matching associate
contributions to nonprofit
organizations

Creating volunteeringand giving opportunities

Administering the Associate
Assistance Fund to relieve
financial hardship

Thabang Magengenene
GSD Lead Client Success Manager andVolunteer at South Africa Blanket Drive

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Associate Giving
Gartner Gives Charity Match
Financial contributions to qualified charitable organizations, made by
associates who work 20 or more hours a week, are eligible for matching by
Gartner up to $5,000 per associate per calendar year. This year, we again
supported a broad range of causes, such as responding to COVID-19, meetingthe critical needs of local communities, education, supporting local foodbanks and orphanages around the globe, combating racism and poverty,
and providing aid following natural disasters. In 2021, over 19% of associates
made matched donations to more than 4,100 nonprofits.

“The village I am from was hit very hard by the COVID-19 crisis.
More than 1,000 people have tested positive and a couple ofmy friends and relatives have passed away. One way I help isby donating to a local nonprofit and amplifying my gift throughGartner’s Charity Match. These funds help organizations
ensure much needed lifesaving medical equipment, like oxygen
concentrators and ventilators, is acquired and shipped tohospitals across India.”

In 2021, we saw the highest level of giving and volunteering since theprogram launched.

Raja Natarajan, Program Director, Remote From New Jersey, U.S.

$7.3 million

4,100

was donated by Gartner and its associates,
up from $4.6 million in 2019nonprofit organizations around the world
received support, up from 2,993 in 201954

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Associate Volunteering
Our associates use the Gartner Gives Volunteer Portal to gain visibility into
multiple opportunities and activities, as well as create and organize volunteer
opportunities of their own. In 2021, Gartner associates logged over 18,800
hours — three times more than in 2020 — supporting more than 400 nonprofit
organizations around the world.

“Our intern programs team volunteered at a local Fort Myers
foodbank and the organization’s mission touched my soul.
I believe in bridging the gap between poverty and prosperity.
Everyone deserves an equal opportunity, and basic needs
should not affect that.”

Individual and team volunteering
We gave our associates the flexibility to spend time volunteering and facilitatedboth on- and off-site volunteer projects for teams. We also supported nonprofit
board service, skills-based volunteerism and in-house drives.

18,800hours were volunteered, up from 5,576
in 2020*

Emily Farrah
Senior University Project Specialist

5.3%
of associates volunteered, up from 1.3%
in 2020**Data for 2019 not available as Gartner Volunteer Portal to track volunteer hours launched in 2020

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Community Impact Speaker Series

Board service

These virtual presentations help associates introduce nonprofit organizations
and their efforts to address social issues and inspire colleagues to support
them through volunteerism and philanthropy. The topics of more than
30 events span across a variety of social issues, including hunger, climatechange, the refugee crisis, education, disaster relief and others. With morethan 1,100 participants in 2021, these events became a meaningful way for
associates to get involved in the community.

Volunteering on a nonprofit board of directors is one of the most impactful ways
our associates support their communities. In 2021, our associates served on 116
nonprofit boards.

“It was an honor and a privilege to be selected to serve on
the Florida Southern College board and connect with fellow
alums by giving back our experiences and knowledge to theorganization. I enjoy giving back to FSC because they helped
launch my career, and it’s rewarding to help students andother leaders achieve their objectives.”
Mark O’Brien, Senior Account Executive, GBS, and Board Member for FSC

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Investing in Education and Addressing
Critical Needs of Local Communities
Investing in education
Gartner is transforming the lives of future leaders in the communities inwhich we live and work — through direct mentorship, as well as encouraging
entrepreneurship and innovation. In 2021, Gartner associates supported
over 800 educational charities through volunteer activity and giving.
A few of those impact stories are shared here.

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The Gartner Research Award

Supporting Local Schools in China

Location: Stamford, CT

Location: Shanghai, China

Our associates volunteered as guest judges at the Connecticut21
Invention Convention (CIC) Award Ceremony. After scoring finalist
video submissions, our judges selected a student to win the first annual
Gartner Research Award. CIC’s mission is to connect students with
opportunities to develop critical thinking and creative problem-solving
skills through invention and innovation.

Associates from China raised funds for much-needed school supplies
for the Shanghai Songjiang Maogang school. After making the contribution,
representatives from the team had the opportunity to visit the school inperson and see just how excited the students were to get the supplies.

Supporting Students in India
Location: Delhi, India
Gartner associates, in partnership with the nonprofit Peepul, gathered criticalfeedback and data to help government inspectors identify the areas where
schools needed additional support to solve their daily challenges. At theend of their volunteer engagement, volunteers felt confident they had done
more than just another school visit: They had been critical partners in finding
solutions for their community.

Sharing IT/IS Career Paths With The Immokalee
Foundation Students
Location: Immokalee, FL
A team of Gartner associates shared their unique IT/IS career journeys
with students supported by The Immokalee Foundation. By leading candid
conversations, the team helped The Immokalee Foundation students growtheir confidence and open their eyes to potential career paths.

“Interacting with the school principals, teachers and staff to understand theirchallenges at ground level, as well as acknowledge their achievements, wasthe main highlight of this whole exercise.”
Chandan Sayal, Associate Legal Counsel in India
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Addressing critical needs of local communities
Gartner and its associates are agile and responsive when disaster strikes.
Whether it is COVID-19, addressing the hunger crisis or helping the homeless —associates, and the communities in which they live and work, know that
Gartner has their back. Nearly one-quarter of all hours volunteered go toaddressing urgent community concerns.

Celebrating our associates’ impact throughrecognition from our community partners
In 2021, Gartner was recognized locally, nationally and internationally forits support of education and community vitality. Here are three examplesof awards we received last year.
Gartner awarded SPEF 2021 Community Giving Award
Gartner was honored by Stamford Public Education Foundation (SPEF)
with its 2021 Community Giving Award. The award recognized dedication
to enriching the lives of students and families in Stamford’s public schools
through volunteerism and financial support.

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2021 Corporate Responsibility ReportSingapore Children’s Society and Community Chest Awards
Gartner accepted the Gopal Haridas Award from the President of Singapore
Madam Halimah Yacob at the Singapore Children’s Society Awards presentation.
This award recognized Gartner’s generosity during the pandemic when Singapore
Children’s Society was struggling to raise funds.
Gartner was recognized by the Charity Platinum Award from the Singapore
Community Chest, for its generous reinvestment of funds from the governmentof Singapore to support Singapore community organizations, including theCommunity Chest.

“We’re grateful to Gartner for their continued commitment toour lifesaving mission. Gartner’s partnership is key in helping
the Red Cross be ready to respond to disaster and to prepare
our community.”
Brandon Ponder, Chief Development Officer, American Red Cross,Connecticut and Rhode Island Region

American Red Cross
The Red Cross recognized Gartner as a Ready 365 Giving Circle member for
its longtime support.

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Gartner Team Partnered With PURE India
Location: Delhi, India
A team of associates in India has been working toward providing a safe and sustainable water supply,
basic sanitation and good hygiene by partnering with PURE India, a not-for-profit charitable organizationthat provides quality education and employment opportunities to underserved communities of rural andurban slums in India. Educating and empowering women from vulnerable and marginalized communities
is also a particular area of focus for the organization.
Some of their initiatives include:• Education for Everyone (Pathashala)• Women Empowerment (My Village My Business)• Skill development (Kaushal-Kiran)• Career Mentoring (Marg Darshak)• Adopt a school61

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Support for Suicide Prevention in Australia

Honoring United States Military Heroes

Location: Sydney, Australia

Location: Irving, TX; Fort Myers, FL; Arlington, VA; New York, NY“2020 and 2021 have been two tough years for people, and a lot of people
have used Lifeline, Australia’s services to help them through. During thesetimes, mental health charities have seen their revenues plummet, while
demand for support services are higher than ever, so I wanted to help inwhatever way I could. This was the perfect opportunity to do so, and it got
me active along the way.”

Across the United States, 3.7 million graves in 155 national cemeteries markthe final resting place for U.S. military personnel, veterans and their spouses,
civilian leaders and national figures. These expansive cemeteries require
constant upkeep — without it, gravestones become worn, discolored or
covered in dirt, decomposing the marker meant to honor our nation’s heroes.

Maeve Scanlan, Conference Planner
In our Australia offices, 140 associates split into multiple teams to compete
and raise money for Lifeline. In total, the Gartner team was able to raise
AU$63,000, which included contributions from Gartner Gives, our charity
match program. According to a representative from Lifeline, “It costs $39
to answer one Lifeline call, Gartner’s contributions will help us answer 1,538
calls and potentially save many lives.”

Associates based out of Irving, Fort Myers, Arlington and New York City
rolled up their sleeves to beautify gravestones in their local national
cemetery in partnership with the nonprofit Carry The Load and the
National Cemetery Administration.

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Associate Assistance Fund
A secure, tax-compliant platform for associates to help Gartner colleagues
in times of need, this fund provides grants to associates who experiencefinancial hardship caused by catastrophic events, such as flooding, hurricanes,
wildfires, extreme weather and more. All associate donations to the Associate
Assistance Fund are eligible for the charity match, and 100% of associatedonations directly support fellow associates. Gartner covers the cost of all
fund operating expenses.
In 2021, associate donations to the Associate Assistance Fund reached a
new level of generosity, as Gartner associates sought to help our colleagues
in India, who were especially hard hit during the pandemic. The Associate
Assistance Fund helped over 900 associates in India who applied for grants.

“Two of my very close family members lost their lives due to
COVID-19. My parents and sister also tested positive andquarantined. I applied for the grant to get assistance for a
few essential requirements, especially medications. It wasso easy, and it lifted some stress off my shoulders.”
Shrabani Nayek, Senior Specialist, Research

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Our Commitment toEnvironmental Sustainability
At Gartner, we strive to minimize our environmental impact and embedsustainable best practices into our operations. We view combating climatechange and reducing greenhouse gas emissions as a necessary part of thatbroader strategy. Our greatest impact comes through the insights we provide
to our clients, but also we are taking meaningful steps to manage our own
environmental footprint.
It is a foundation of our culture to do the right thing and to make factbased decisions. As it applies to sustainability goals, we are approaching
the challenge by first calculating our global carbon footprint and thenusing this data to set science-based targets that meet the criteria andrecommendations of SBTi.
Our commitment is to achieve net-zero greenhouse gas emissions by 2035
in accordance with SBTi’s Net-Zero Standard.

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Sustainability GovernanceIn 2021, we established the Environmental Sustainability Steering Committee, which reports to the
Corporate Responsibility Executive Council and is tasked with creating, advancing and overseeing
Gartner’s environmental sustainability strategy.

1

Committee Chair

Chief Corporate Counsel
2

CSR TeamCommittee Members

Real Estate

Sourceto PayIT Assets

Strategy

Conferences

Finance

Legal

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As we outlined in our Environmental Policy Statement, we strive to:Promote sound environmental management policies and practices inall work carried out by or on behalf of Gartner
Increase awareness of environmental responsibilities among Gartner
associates at all levels
Work with other agencies locally, nationally and internationally topromote appropriate environmental policies
Minimize waste and pollution and operate effective waste
management procedures
Reduce the consumption of fossil fuels
Reduce the consumption of nonrenewable resources and seek provenrecyclable materials where possible
Promote a purchasing policy that will give preference, as far as ispracticable, to those products and services that cause the least harmto the environment
Avoid use, wherever possible, of environmentally damaging
substances, materials and processes
Maintain all Gartner real estate in an environmentally sensitive way
Encourage our associates to use modes of transport that minimize
environmental impact
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Measuring Our Footprint
In 2021, we implemented a global carbon accounting system in accordancewith the Greenhouse Gas Protocol. We gathered data for 2019, our baseline
year, and in 2020 and 2021, and will continue to collect data annually while
improving its quality.
In 2021, Gartner’s GHG emissions totaled 18,787 tCO2e; a reduction of 67%
against a 2019 base year. Our Scope 1 (direct) and Scope 2 (indirect, marketbased) GHG emissions were 9.6 KtCO2e. Gartner’s Scope 1 emissions mainly
derived from two primary sources: diesel generators/stationary combustion
generators and fugitive emissions created by leakage from refrigeration andair-conditioning units. Scope 2 emissions came from purchased electricity. They
decreased in 2021 by more than 30% compared with our 2019 baseline becauseof the reduction of our office footprint and occupancy as part of pandemic
restrictions, our virtual-first strategy and the purchase of renewable energy.
Gartner’s total Scope 3 (indirect) emissions were 9.1 KtCO2e in 2021, analmost 80% reduction since 2019. The Scope 3 emissions included those
associated with business travel — which represented the largest share — aswell as capital goods, fuel- and energy-related activities, and waste generated
through our operations. The Scope 3 emissions did not include emissions
associated with employee commuting and purchased goods and services,which we have begun calculating and expect to disclose in our 2022 report.

Business travel
Gartner’s continued concern for the health and safety of our associates andcustomers resulted in the extension of COVID-19 pandemic travel restrictions in
2021. These restrictions produced a significant drop in business travel emissionsof approximately 85% in absolute terms compared with the 2019 baseline.
As we transition to a virtual-first model, a point of investment will be online
collaboration tools and IT infrastructure to ensure we continue to deliver ourservices seamlessly in a virtual platform, as well as allowing our associates a
hybrid working model.
Some in-person business travel will always be necessary. Gartner continues to
explore ways to minimize our footprint by partnering with vendors, hotels andairlines that have a significant focus on sustainability and lowering emissions.
Our Travel & Expense team has implemented changes to the Global Travel &Expense Policy along with the online booking platform that reflects our virtualfirst approach by requiring associates to seek approval before business travel.
The approval process is one step in helping to manage travel by minimizing
our environmental impact by making thoughtful, need-based travel decisions.

tCO2e = metric tons of carbon dioxide equivalent; KtCO2e = thousand metric tons of carbon dioxide equivalent68

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Business travel emissions report

40,00035,00030,000

tCO2e
tCO2e

25,00020,00029,83915,00010,0005,000

Air Travel Emissions

2020

2021

Change(vs. 2019)

Absolute
businesstravelemissions(tCO2e)34,714

7,767

5,081

-85%

Businesstravelemissions
intensity(kg CO2eper FTE)

2,084

499

307

-85%

FTE = full-time employee

6,830

2,410
2,058

0

2019

376
460

407

2019

2020
Rail Emissions

Hotel Stays Emissions

4,464

129
403

2021
Personal Mileage Emissions

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Operating Our Office Footprint in a Sustainable Manner
Locations
At the local, regional and global levels, Gartner aims to conserve natural
resources, minimize waste and avoid environmental pollution. Our
opportunities to fulfill these goals come from strategic decisions about
where we locate our oﬀices, how we design interiors, and how we manage
energy and electricity usage.
In 2021, Gartner encouraged associates to work from home and announced avirtual-first approach to how we will work moving forward. Many associates whoneeded or wanted to work out of an office had the option to do so. We arein the process of developing guiding principles around when and how Gartner
associates will use office space, with environmental impact as one of the
key considerations. We continue to review current conditions based on city,
state and federal guidance in our office-reopening decisions, including
the recommendations of the Centers for Disease Control and Prevention
in the U.S. Our Reopening Steering Committee has defined criteria thatcollectively guide recommendations regarding reopening.

As a global company, we must also manage a variety of offices, each of which
is designed to prioritize the health and well-being of local associates while
minimizing our environmental footprint. To manage our offices in a sustainable
way, we are pursuing the following initiatives:
Green building certifications. A number of our offices adhere to international
standards set by Leadership in Energy and Environmental Design (LEED),
EnergyStar, and WELL. In addition, we have buildings that have been certified
by local standards bodies, such as Building Research Establishment’s
Environmental Assessment Method (BREEAM) in the U.K., BOMA in Canada,
NABERS in Australia, GRESB in Hong Kong, RESET in China and Green Markin Singapore.

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Proximity to public transportation. Almost all Gartner offices are locatedclose to public transportation. We support the use of public transportation
to limit single-passenger commutes in personal vehicles. For instance, prior
to the office closures in 2020, we promoted the use of mass transit throughassociate incentive programs, which gave associates the option to have pretax
dollars for public transportation deducted from their paychecks. Gartner also
initiated public transportation incentives in India. These programs are most
relevant for associates at offices located within walking distance to public
transportation. When practical, Gartner organizes a free shuttle service fromtransport stations to our larger sites.

2021 Corporate Responsibility ReportManaging waste. We have introduced biodegradable utensils to eliminate
single-use plastic in our offices. We have also audited our large facilities to
identify where composting could be added. Centralized trash and recycling
bins are located in every office. We continue to effectively manage electronic
waste and were able to avoid 59,863 pounds of landfill waste in 2021 byreusing and recycling.
LED lighting. We continue to look at LED opportunities in redesigns andnew space.

Prioritizing convenience of low-carbon ways of getting to work. We continue
to work with our landlords to encourage the installation of bicycle racks andelectric vehicle charging stations at our office sites.

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Energy and electricity
Although our Scopes 1 and 2 emissions are relatively small compared with our
Scope 3 emissions, we are fully committed to minimizing them. We continue
to identify opportunities to transition to renewable energy, starting with ourlarger offices. In 2021, our global headquarters in Stamford, CT, and our EMEA
headquarters in Egham, U.K., were powered by 100% renewable energy.
GHG emissions(tCO2e)

2019

2020

2021

Change(vs. 2019)

Scope 1

1,055

718

586

-44%

Scope 2:market-based

13,040

9,726

9,031

-31%

Scope 2:location-based

14,642

11,31011,461-22%

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2021 Corporate Responsibility Report

Procurement
We hold our suppliers to the same high standards to which we hold ourselves.
The Gartner Supplier Code of Conduct details our expectations with regard to:• F air labor practices• The protection of human rights• Privacy and data security• Anti-bribery and anti-corruption protections• Compliance and misconduct reporting

Small Business Program
When selecting a vendor for business needs, we encourage our associates
to consider small businesses. Gartner maintains the U.S. Small Business
Program to satisfy U.S. government contracting requirements. This programis necessary for the government to purchase 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 Disadvantaged Business, WomenOwned Small Business, Veteran-Owned Small Business and several othersocioeconomic categories of vendor spend in the U.S. We work with the federal
government to set the socioeconomic targets in the plan and then ensure areview by the U.S. GSA and SBA. The GSA has approved and accepted Gartner’s
most recent plan, which runs from October 2021 to September 2022. Our
plan is not solely a supplier diversity program. Our focus is on small businesssuppliers that may also be considered minority-owned 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
In early 2021, Gartner launched its Supplier Diversity Program, a new initiative
aimed at bringing more small and diverse businesses into our global supply
base. This initiative complements our existing Small Business Program tosupport client contracts with the U.S. government, as well as our Broad-BasedBlack Economic Empowerment (BBBEE) program in South Africa.
Gartner’s strategy for inclusive procurement identifies potential suppliers,
promotes competition and generates economic opportunities for diverse
communities. Our initial focus for the first few years is on suppliers inAustralia, Canada, the U.K. and the U.S.

2021 Corporate Responsibility Report

In 2021, our procurement team worked with our business units to identify
diverse suppliers that were at least 51% owned and operated by an individual
or team that is part of a traditionally underrepresented or disadvantaged
group. Classifications include:• D isability-owned businesses• LGBTQ-owned businesses• Minority-owned businesses• Small businesses• Woman-owned businesses• Veteran-owned businesses
In 2022, Gartner plans to add a Supplier Diversity Program manager and joincertain certifying organizations.

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Our
Clients

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We guide executives and their teams across all business functions and roles
on how to achieve their goals related to mission-critical priorities. In today’s
world, these priorities include environmental and social issues, such ascompeting for talent; building a diverse, equitable and inclusive organization;and managing supply chains in a sustainable way. Our clients rely on us for
insights they can’t get anywhere else.
We serve more than 15,000 public- and private-sector organizations acrossapproximately 100 countries and territories, in every industry and of every size.

We serve

15,000+public- andprivate-sector
clientorganizations
across100

countries
and territories

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Our actionable, objective insights enable our clients to make smarter, faster
decisions with the confidence that they will drive greater performance.
We deliver those insights through tens of thousands of pages of original
research annually. Our research experts had more than 495,000 direct clientinteractions in 2021. To ensure that we are ready when new challenges andopportunities arise, our experts evolve their research agendas to be one stepahead of societal, economic and business issues that impact our clients.
Our research process is rooted in analyst ethics and industry independence.
Our analysts develop their viewpoints through a rigorous research process,and state them with clarity. Gartner does not sell technology, nor do we
implement technology solutions or projects, and we have no vested interest
in whether a particular technology or business practice succeeds or fails.
This means our analysts and consultants are unbiased, providing insight andadvice our clients can trust. Learn more about our independence and objectivity.

2021 Corporate Responsibility Report

In 2021, we continued to expand our research coverage related to core social
responsibility topics and made a range of resources available to clients onsustainable business, DEI, vaccine management and the future of work. Our
insights on the social and environmental issues that matter to our clientsand their businesses help them amplify their economic, social, environmental
and governance impact and put effective programs and initiatives into
place faster, with processes that avoid common pitfalls. We also realize thatmany social and environmental issues require collective action beyond what
any one organization can do. For that reason, in 2021 we continued to update
our public DEI Resource Center, and established a Sustainable BusinessResource Center to help a broader community of enterprises make progresson collective goals.

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Diversity, Equity and Inclusion Insights
Gartner’s dedicated DEI research continues to deliver the insights andguidance our clients rely on to take decisive action and accelerate DEI within
their organizations. In 2021, we saw a 24% increase in both the number offulfilled client inquiries related to DEI topics and in the number of publishedresearch assets. Within Gartner, we also leveraged our expert insights to
inform in-house DEI initiatives.
Gartner also continues to maintain the DEI Resource Center launched in2020 for the business community at large (no Gartner membership required),with research notes and other insights. To date, these resources have beenviewed more than 40,000 times.
Gartner conferences provide another opportunity for us to innovate ways tobring together our client and research communities. We aim to make thoseexperiences welcoming and accessible for everyone. In response to the
COVID-19 pandemic, we pivoted to producing virtual conferences, andduring 2021, we successfully held 39 virtual conferences, including eight
Symposium/Xpo conferences with more than 57,000 attendees. In addition,
we hosted 450+ virtual peer networking meetings and 550+ exclusive C-levelvirtual meetings.

We continue to engage with a broad range of stakeholders, and based on
ideas and suggestions we gathered during attendee listening sessions,advisory board meetings and from surveys, we expanded our DEI andcorporate responsibility conference coverage. Conferences in 2021 included
more sessions on topics relevant to traditionally underrepresented groups,
as well as on equity and inclusion. We also launched the Gartner Conferences
Accessibility Ambassador Program to ensure that an Accessibility Ambassador
is available at every conference to provide customized accessibility support
to anyone who requests accommodations.
As we plan for a return to in-person conferences in 2022, when it is safe to doso, we are planning to make DEI resources available, such as gender pronoun
pins, prayer/meditation rooms and parent/mother rooms, to ensure all of ourclients feel able to bring their whole selves.
Continue here to learn more about Gartner conferences.

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Sustainable Business Insights
Businesses around the globe have been under increased pressure from theircustomers, employees and shareholders to set more ambitious environmental,social and governance sustainability targets. Gartner is here to help withresearch and insights on the most challenging issues companies face as
they take steps to reduce their environmental impact. In 2021, the numberof fulfilled client inquiries on sustainable business more than doubled from
2020, and our experts published more than two and a half times as many
research resources. Our coverage helps business leaders across functions
build consensus around sustainability goals and pursue initiatives that havehigh impact.
Environmental impact doesn’t have one cause, and its solution will notcome from the actions of one company. It’s a collective problem, which
motivated our research teams to engage clients on collective approaches.
One example is the inaugural Gartner Earth Day event focused on the roleof the supply chain in global sustainability initiatives. The event included
three live sessions to highlight key supply chain sustainability themes andapproaches, help executives set climate targets, and discuss the role oftransportation and packaging.

“I loved the sessions. I included our lead in global sustainability
and he found them equally as insightful. The content was very
well-delivered and has given me a great starting platform tobuild my strategy from.”
Senior Director Logistics, Food and Beverage Company

Another sustainable business research initiative was a four-part webinar series
entitled “Sustainable Strategy in Action” that we launched in December after the
Glasgow Climate Change Conference (COP26). The series focused on helping
clients develop cross-functional, integrated approaches to sustainability
challenges across the areas of supply chain, IT, finance, risk, HR, strategy andmore. Webinar panelists shared analyses of COP26 discussions, researchbased guidance, expert advice and practical frameworks to design a leadingedge sustainability plan for 2022 and beyond.
In 2021, Gartner also launched a resource center for the business community
at large (no Gartner membership required) that includes a collection ofsustainability-focused research notes. Since September 2021, the resources
have been viewed nearly 10,000 times.

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Appendix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 ofthis report broadly cover our company, associates, communities, world
and clients. These areas are informed by ongoing discussions with ourinternal and external stakeholders (associates, candidates for recruitment,clients, investors, community members and suppliers) and are based on
our 2020 materiality assessment. We aligned our environmental, social andgovernance (ESG) data to the Sustainability Accounting Standards Board(SASB) and Global Reporting Initiative (GRI). We intend to report via CDP's
disclosure platform in line with the recommendations of the Task Force on
Climate-related Financial Disclosures (TCFD). Unless otherwise noted, thisreport encompasses Gartner’s global operations, activities and practices
during fiscal year 2021 (January 1 – December 31, 2021). 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 otherfactors; consequently, actual results could differ materially from thoseexpressed or implied by the forward-looking statements. Risk factorsthat could cause actual results to materially differ are set forth in our 2021
Annual Report on Form 10-K. These risk factors are subject to updates by
our future filings and submissions with the U.S. Securities and Exchange
Commission (the “SEC”), which can be found on the Gartner website atinvestor.gartner.com.
The information included in, and any issues identified as material for
purposes of, this document may not be considered material for SEC
reporting purposes. In the context of this report, the term “material” isdistinct from, and should not be confused with, such term as definedfor SEC reporting purposes.
The purpose of this report is to keep internal and external stakeholders
informed of 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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Stakeholder Engagement and Materiality Assessment
Stakeholder engagement is an important part of our operations. We gain
valuable insights from engaging with a broad range of our stakeholders,
including our associates, investors, clients, vendors and suppliers, nonprofit
organizations, peer companies and others. These ongoing interactions help
us provide insights on critical issues, emerging opportunities and risks.
In 2020, we conducted a formal materiality assessment that built on our
ongoing stakeholder engagement and on surveys of our associates. We havereferenced SASB standard for the professional services sector and GRI. We
reviewed a list of material topics for relevancy in 2021.

The following topics were identified as material:• Diversity, equity and inclusion• Talent attraction and development• Associate compensation, well-being and benefits• Innovation• Client satisfaction• Associate engagement• Work-life balance• Transparency• Community giving/social impact• Business travel82

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Corporate Responsibility: Performance Indicators (all figures in USD)
SASB1
Company Overview
Organization nameGartner, Inc.

Total revenue$4.7 billion (rounded) – View Gartner Form 10-K.

Geographic Revenue Split
U.S. & Canada$3.0 billion (rounded) – View Gartner Form 10-K.

Europe, Middle East & Africa (EMEA)$1.1 billion (rounded) – View Gartner Form 10-K.

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

Primary brands, products, services

View “About Gartner” section.

Location of headquarters

Stamford, CT, USA

Countries of operations (number of global offices)

Approximately 20 domestic and 65 international office properties

Markets served

View Gartner Form 10-K.

Key stakeholders

Clients, associates, community members, shareholders and suppliers

Reporting period

January 1 through December 31, 2021

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

View Gartner Governance Documents.

Board compensation practices

View Gartner Governance Documents.

Board nomination practices

View Gartner Governance Documents.

Total executive and nonexecutive Board members

View Board Members.

Board average tenure (years)

14.91

Independent Board members (%)

91%

Board gender diversity (%)

36%

Board remuneration disclosure

View “2022 Proxy Statement.”

Code of Conduct

View Code of Conduct.

% of associates who read and acknowledged the Code of Conduct

99.8%

SV-PS-510a.1

View “Ethics and Compliance” section.
Business ethics and integrity

View CEO and CFO Code of Ethics.
View Code of Conduct and Other Policies.

SV-PS-510a.1

View Ombuds.
Systemic risk management

View “Data Security and Protection” section.

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Corporate Responsibility: Performance Indicators (all figures in USD)
SASB1
Leadership and Governance (continued)
Product governance: External certification of quality management systems

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

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

View “Our Clients” section.

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

View “Data security” section.

SV-PS-230a.1

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

View Privacy Policy.

SV-PS-230a.2

Scope of publicly available data protection policy

View Privacy Policy.

Rights provided to individuals regarding control of their data

View Privacy Policy.

Executive body responsible for privacy and data security

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

View “Data protection training” section.

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

View Privacy Policy.

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

View Privacy Policy.

Commitment to implement leading data security safeguards

View “Data security” section.

Managerial responsibility for privacy and data security

View “Data protection program” section.

Regular associate training on data privacy and security issues

View “Data protection program” section.

Measures to prevent data security breachView “Data security” section.

SV-PS-230a.1

SV-PS-230a.1
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Corporate Responsibility: Performance Indicators (all figures in USD)
SASB1
Leadership and Governance (continued)
Data subjects can access their accounts to erase, rectify, complete or amend personal info

View Privacy Policy.

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

View Privacy Policy.

Regular privacy risk assessments or audit

View “Data security” section.

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

View “Data security” section.

SV-PS-230a.1

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

16,576*
View “Letter From Our CEO” section.
View “Promoting DEI Throughout Our Company” section.

Associates by Gender (Globally)

SV-PS-330a.1

Female

45.7%

Male

54%

Not Disclosed/Not Available

0.3%*Total associates of 16,576 doesn’t include interns, full-time contractors, casual workers, etc.

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Corporate Responsibility: Performance Indicators (all figures in USD)
SASB1
Human Capital (continued)
Associates by Gender (VP+) (Globally)

SV-PS-330a.1

Female

27.3%

Male

72.5%

Not Disclosed/Not Available

0.2%

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

74.5%

Asian (Not Hispanic or Latino)

8.3%

Hispanic or Latino

7.2%

Black or African American (Not Hispanic or Latino)

4.3%

Two or More Races (Not Hispanic or Latino)

2.2%

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)

0.2%

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Corporate Responsibility: Performance Indicators (all figures in USD)
SASB1
Human Capital (continued)
Associates by Race/Ethnicity (U.S. Only) (VP+)
White (Not Hispanic or Latino)

80.3%

Asian (Not Hispanic or Latino)

9.3%

Hispanic or Latino

3.1%

Black or African American (Not Hispanic or Latino)

1.7%

Two or More Races (Not Hispanic or Latino)

1.8%

Not Disclosed/Not Available

3.6%

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

View “Recruiting” section.

Development & Career Progression
Programs for upgrading associate skills

View “Development and Career Progression” section.

Sector-leading, job-specific development training programs

View “Training and leadership programs” section.

Comprehensive leadership development training

View “Training and leadership programs” section.

Initiatives for talent development

View “Development and Career Progression” section.

Number of training days associates receive

View “Training and leadership programs” section.
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Corporate Responsibility: Performance Indicators (all figures in USD)
SASB1
Human Capital (continued)
Human capital development metrics

View “Development and Career Progression” section.

Diversity mentorship programs

View “Our Associates” section.

Formal mechanisms to promote an open feedback culture

View “Development and Career Progression” section.

Regular formal performance reviews for all associates aligned with career development

View “Development and Career Progression” section.

Engagement
Associate engagement assessment

View “Engagement” section.

Employee resource groups

View “Employee resource groups” section.

Initiatives for talent retention

View “Engagement” section.

Associate voluntary turnover data disclosure (%)

Total 21.8% (Voluntary 19.6%; Involuntary 2.2%)*

Comprehensive benefits covering all employees

View “Associate Safety and Well-Being” section.

Comprehensive employee stock ownership plan

View “Associate Safety and Well-Being” section.

Corporate matches of associate giving$7.7 million (View “Gartner Gives Charity Match” section.)

Associates participating in corporate match program

19% (View “Gartner Gives Charity Match” section.)

Volunteer participation

SV-PS-330a.2

5.3% of all associates volunteered.
18,000 hours were volunteered.

*Turnover is calculated based on the average monthly associate 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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Corporate Responsibility: Performance Indicators (all figures in USD)
SASB1
Human Rights
Human rights commitment

View Human Rights Policy.
View Modern Slavery Act Statement.

Commitment to responsible sourcing

View “Procurement” section.

Supplier Code of Conduct

View Gartner’s Supplier Code of Conduct.

Environment
Environmental policy

View “Our Commitment to Environmental Sustainability” section.

Greenhouse Gas Emissions (tCO2e)
Scope 1

586

Scope 2 (location-based)

11,461

Scope 2 (market-based)

9,031

Scope 3*

9,170

Scope 3 (business travel)

5,081

GHG intensity (kg CO2e/SqFt)

18.3

EnergyTotal electricity consumption (MWh)25,398

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* The Scope 3 emissions included those associated with business travel — which represented the largest share — as well as capital goods, fuel- and energy-related
activities, and waste generated through our operations. The Scope 3 emissions did not include emissions associated with employee commuting and purchased
goods and services, which we have begun calculating and expect to disclose in 2022 report.

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2021 GRI Content Index
GRI

Disclosure Title

Source102-1

Name of the organization

Gartner, Inc.

102-2

Activities, brands, products and services

View “About Gartner” section.

102-3

Location of headquarters

Stamford, CT, USA

102-4

Location of operations

102-5

Ownership and legal form

View 2022 Proxy Statement.

102-6

Markets served

View Gartner Form 10-K.

GRI 102: General Disclosures 2016

Approximately 20 domestic and 65 international office properties
View Gartner Form 10-K.

Gartner 2021 headcount: 16,576*
102-7

Scale of the organization

Gartner revenue: $4.7 billion
View Gartner Form 10-K.

102-8

Information on employees and other workers

View “Our Associates” section.

102-9

Supply chain

View “Procurement” section.

102-10Significant changes to the organization and its supply chain

There were no significant changes to Gartner size, structure, supply chain
or ownership in 2021.

102-14

Statement from senior decision maker

View “Letter From Our CEO” section.

102-15Key impacts, risks and opportunities

View Gartner Form 10-K.

102-16

Values, principles, standards and norms of behavior

View “Corporate Governance” section.

* Total associates of 16,576 doesn’t include interns, full-time contractors, casual workers, etc.

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GRI

Disclosure Title

SourceGRI 102: General Disclosures 2016 (continued)
102-17

Mechanisms for advice and concerns about ethics

View “Ethics and Compliance” section.

102-18Governance structure

View “Corporate Governance” section and 2022 Proxy Statement.

102-20Executive-level responsibility for economic, environmental andsocial topics

View “ESG governance” section.

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

View “Corporate Governance” section and 2022 Proxy Statement.

102-23Chair of the highest governance body

View 2022 Proxy Statement.

102-24

Nominating and selecting the highest governance body

View 2022 Proxy Statement.

102-25

Conflicts of interest

View 2022 Proxy Statement.

102-30Effectiveness of risk management process

View “Risk Oversight” section and 2022 Proxy Statement.

102-31

Review of economic, environmental and social topics

View “Our Approach to Corporate Responsibility” section.

102-33

Communicating critical concerns

View “Corporate Governance” section and 2022 Proxy Statement.

102-40

List of stakeholder groups

View “Stakeholder Engagement and Materiality Assessment” section.

102-42

Identifying and selecting stakeholders

View “Stakeholder Engagement and Materiality Assessment” section.

102-43

Approach to stakeholder engagement

View “Stakeholder Engagement and Materiality Assessment” section.

102-44

Key topics and concerns raisedView “Stakeholder Engagement and Materiality Assessment” section.

102-45

Entities included in the consolidated financial statements

102-46

Defining report content and topic boundaries

We report Gartner material nonfinancial impacts for Gartner, Inc., as a single entity.
View Gartner Form 10-K.
View “Reporting Approach” and “Stakeholder Engagement and Materiality
Assessment” sections.
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GRI

Disclosure Title

SourceGRI 102: General Disclosures 2016 (continued)
102-47

List of material topics

View “Stakeholder Engagement and Materiality Assessment”
section.

102-50

Reporting period

January 1 through December 31, 2021

102-51

Date of most recent report2020 Gartner Corporate Responsibility Report was published in
April 2021.

102-52

Reporting cycle

Annual102-53

Contact point for questions regarding the report

csr@gartner.com

102-54Claims of reporting in accordance with the GRI Standards

This report has been prepared referencing the GRI Standards.

GRI content index

This GRI content index table specifies each of the GRI Standards
included in the report.

102-55View “2021 GRI Content Index” section.

GRI 200: Economic

Disclosure Title

Source103-1

Explanation of the material topic and its boundary

View “Our Company” section.
For more information on how we determine our material
topics, refer to the “Stakeholder Engagement and Materiality
Assessment” section of report.

103-2

The management approach and its components

View “Our Company” section.

103-3

Evaluation of the management approach

View “Our Company” section.

201-1

Direct economic value generated and distributed

View “Corporate Responsibility: Performance Indicators” section
and Gartner Form 10-K.

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GRI: Environmental

Disclosure Title

Source103-1

Explanation of the material topic and its boundary

View “Our World” section.
For more information on how we determine our material
topics, refer to the “Stakeholder Engagement and Materiality
Assessment” section of report.

103-2

The management approach and its components

View “Our World” section.

103-3

Evaluation of the management approach

View “Our World” section.

305-1

Direct (Scope 1) GHG emissions

View “Measuring Our Footprint” section.

305-2

Energy indirect (Scope 2) GHG emissions

View “Measuring Our Footprint” section.

305-3

Other indirect (Scope 3) GHG emissions: Business Travel

View “Measuring Our Footprint” section.

GRI 400: Social

Disclosure Title

Source103-1

Explanation of the material topic and its boundary

View “Our Associates” section. For more information on how
we determine our material topics, refer to the “Stakeholder
Engagement and Materiality Assessment” section of report.

103-2

The management approach and its components

View “Our Associates” section.

103-3

Evaluation of the management approach

View “Our Associates” section.

401-1

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
part-time employees

View “Associate Safety and Well-Being” section.

GRI 305: Emissions

GRI 401: Employment

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GRI 400: Social (continued)

Disclosure Title

Source103-1

Explanation of the material topic and its boundary

View “Training and Leadership Programs” section. For more
information on how we determine our material topics, referto the “Stakeholder Engagement and Materiality Assessment”
section of report.

103-2

The management approach and its components

View “Training and Leadership Programs” section.

103-3

Evaluation of the management approach

View “Training and Leadership Programs” section.

404-1

Average hours of training per year per employee

View “Training and Leadership Programs” 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 career development
reviews

All Gartner associates across all categories receive regularperformance and career development reviews. For more details,
view “Developing talent at all levels” section.

GRI 404: Training and Education

GRI 405: Diversity and Equal Opportunity
103-1

Explanation of the material topic and its boundary

View “Our Associates” section. For more information on how
we determine our material topics, refer to the “Stakeholder
Engagement and Materiality Assessment” section of report.

103-2

The management approach and its components

View “Integrating DEI into all we do” section.

103-3

Evaluation of the management approach

View “Our Associates” section.

405-1

Diversity of governance bodies and employees

View “Our Associates” section.

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GRI 400: Social (continued)

Disclosure Title

Source103-1

Explanation of the material topic and its boundary

View “Our Communities” section. For more information on how
we determine our material topics, refer to the “Stakeholder
Engagement and Materiality Assessment” section of report.

103-2

The management approach and its components

View “Our Communities” section.

103-3

Evaluation of the management approach

View “Our Communities” section.

413-1

Operations with local community engagement, impact assessments anddevelopment programs

View “Our Communities” section.

GRI 413: Local Communities

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