2022 Corporate
Responsibility
ReportInsight that drives
stronger performance.

© 2022 Gartner, Inc. and/or its affiliates. All rights reserved. PR_IC_1521252© 2023 Gartner, Inc. All rights reserved. Legal_1936864© 2023 Gartner, Inc. All rights reserved. Legal_1936864

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Letter From Our CEO
At Gartner, we guide the leaders who shape the world. Gartner delivers actionable,
objective insight that drives smarter decisions and stronger performance against a
backdrop of rapid, technology-driven change. Throughout 2022, our clients reliedon us to help them solve their toughest challenges in critical areas, such as digitaltransformation, cost optimization, hybrid work and sustainability. Sustainability
remained among the top priorities for executive leaders, and we continued toincrease our research in this area.
We also refined how we operate as a hybrid virtual-first company, delivering evenmore value to clients and offering our associates the flexibility that comes with
virtual and hybrid work.
The well-being of our associates is always a top priority. In response to the Russian
invasion of Ukraine, we discontinued business operations in Russia and supported
our Russia-based associates with transfer opportunities and severance. We also
provided relief for associates with family members living in Ukraine. When Hurricane
Ian hit Fort Myers, FL — home to one of Gartner’s largest centers of excellence —we quickly mobilized local resources and outlined a series of benefits to help
impacted associates and their families recover from the storm.

We continue to advance our diversity, equity and inclusion (DEI) efforts across theorganization. We welcomed a robust number of new hires, and our inclusive hiring
strategies continued to diversify Gartner’s associate community. We increased
participation in employee resource groups (ERGs) and DEI-centered learning
opportunities. Looking forward, we will remain focused on further cultivating
a culture of inclusion and ingraining DEI into our entire associate experience.
We further embedded sustainability into our reporting and operations. In linewith our commitment to achieving net-zero greenhouse gas emissions by 2035 inaccordance with the Science Based Targets initiative’s (SBTi’s) Net-Zero Standard,
we made progress toward decarbonization and expect to submit our near-termtargets to SBTi in 2023.
Throughout unprecedented change, our strategy, culture, agility and talented teamare how we continue to get better, faster, stronger, each year. Our commitment
to continuous improvement across all corporate responsibility initiatives remains
steadfast. We look forward to continued success and a bright future for our
associates, clients, partners, and the stakeholders and communities we serve.

With Gartner’s support, our associates demonstrated their commitment tosupporting one another and their communities throughout the year by driving
high levels of giving and volunteering.
Gene Hall
Chief Executive Officer2

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About Gartner
Gartner delivers actionable, objective insight that drives
smarter decisions and stronger performance on anorganization’s mission-critical priorities.
We are a trusted advisor and an objective resource for more than 15,000 client
enterprises in approximately 90 countries and territories — across all major
functions, in every industry and enterprise size.

Awards and recognitions
FortuneWorld’s Most Admired Companies
2016, 2017, 2018, 2019, 2020, 2021, 2022
ForbesAmerica’s Best Large Employers 2018, 2019, 2022

Gartner delivers its products and services globally through three businesssegments — Research, Conferences and Consulting:

America’s Best Employers for Diversity 2020, 2021, 2022

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

Newsweek

Conferences provides executives and teams across an organization the opportunity
to learn, share and network. From our Gartner Symposium/Xpo series, to industryleading conferences focused on specific business roles and topics, to peer-driven
sessions, our offerings enable attendees to experience the best of Gartner insightand guidance.
Consulting serves senior executives who lead technology-driven strategic initiatives,by leveraging the power of Gartner’s actionable, objective insight. Through custom
analysis and on-the-ground support, we enable optimized technology investments
and stronger performance on our clients’ mission-critical priorities.

America’s Best Employers for Women 2022
America’s Most Responsible Companies 2022
Human Rights Campaign
Best Places to Work for LGBTQ+ Equality
2018, 2019, 2020, 2021, 2022
Disability Equality Index
Best Places to Work for Disability Inclusion 2021, 2022
Careers & the DisABLED Magazine
Top 50 Employers List 2021
To see our full list of awards and recognitions, visit the
Gartner Careers website.
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Gartner at a Glance
$5.5B

2,500

19,500+

S&P 500

revenuein 2022

associates
globally

research andadvisory experts
around the world

membersince 2017

Our expert guidance and tools enable faster, smarter
decisions for leaders in every major area of an organization:

Customer
Service &SupportFinance

Human
Resources

Information
Technology

Legal, Risk &ComplianceMarketing

Product
Management

Research &Development

Sales

SupplyChain

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Our Culture
Our culture defines the norms and behaviors that guide how we think, make decisions and engage withthe world around us. It’s how we work together and for our clients. We’ve been purposeful about creating
a culture that helps us achieve our goals as a company and thrive as people.

We impact clients’mission-criticalpriorities

We do the right things and great 
results follow

We embody a no-limits mindset

We uphold the h ighest
ethical standards

We make objective,
fact-based decisions

We prioritize relentlessly

We get better, f aster,stronger, every year

We winas a
 team

We embrace d iversity,
are inclusive andrespectful

We are humble and hungry

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Our Approach to Corporate Responsibility
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:Governance

Associates

Community Impact

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

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

Empower community organizations to accelerate
positive social change by leveraging our uniqueexpertise and resources.

Environmental Sustainability

Clients

Promote environmental stewardship through ourthought leadership and internal operations.

Equip our clients to succeed in their mission-criticalpriorities and make a positive impact on the world.

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Stakeholder engagement and materiality assessment
Gartner continuously engages throughout the year with a broad range of internal and external stakeholders,
including our associates; investors; clients; vendors; nonprofit organizations; peer companies; environmental,social and governance (ESG) ratings agencies; and others. These ongoing interactions help us both gain andprovide insights on critical issues, emerging opportunities and risks.
In 2022, we conducted a materiality assessment through a survey of, and validation exercises with, associates
and leadership. In preparing for this assessment, we referenced the Sustainability Accounting Standards Board(SASB) Professional & Commercial Services Standard and the Global Reporting Initiative (GRI) Standards.
Through the assessment, the top material topics included in the survey were prioritized as follows:
Tier 1

Tier 2Tier 3

Associate engagement, retention and advancement

Associate compensation and benefits

Associate well-being, health and safety

Business ethics and integrity

Data privacy and information security

Community impact

Business resilience

Environmental sustainability

Economic impact on stakeholders

Diversity, equity and inclusion

Innovation

Social/sustainability impact of products/services

Independence and objectivity of Gartner research

Learning and development

Talent attraction

Product, service and delivery quality

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About this report
The Gartner annual Corporate Responsibility Report outlines our corporate
responsibility strategy and progress across the five focus areas of governance,
associates, community impact, environmental sustainability and clients.
Corporate Responsibility Performance Indicators and responses to third-party
reporting frameworks can be found in the Appendix of this report. Our GRI
Content Index is with reference to the GRI Standards, and our SASB Index
references the Professional & Commercial Services Standard. Also, we have issued
an inaugural response to the reporting guidance of the Task Force on ClimateRelated Financial Disclosures (TCFD). We have obtained external limited assurance
from Apex Companies, LLC, for our greenhouse gas emissions data for 2019 (ourbaseline year) and 2022.

Unless otherwise noted, this report encompasses Gartner’s global operations,activities and practices during fiscal year 2022 (January 1 – December 31, 2022).
This report contains figures that have been approximated or rounded. All currency
is in U.S. dollars.
This report also contains forward-looking statements. Forward-looking statements
involve known and unknown risks, uncertainties and other factors; consequently,
actual results could differ materially from those expressed or implied by theforward-looking statements. Risk factors that could cause actual results tomaterially differ are set forth in our 2022 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 at investor.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 thecontext of this report, the term “material” is distinct from and should not be
confused with such term as defined for SEC reporting purposes.
The purpose of this report is to keep internal and external stakeholders informedof our corporate responsibility initiatives. We welcome feedback; please email
Gartner Corporate Social Responsibility (CSR) at csr@gartner.com or Investor
Relations at investor.relations@gartner.com.

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2022 Corporate Responsibility Report

Contents

Governance

Associates

Community
ImpactEnvironmental
Sustainability

Clients

Appendix

10

23

51

60

72

77

Corporate GovernanceDiversity, Equity andInclusion

Associate Giving

Sustainability
GovernanceHelping a Broader
Community ofEnterprises on
ESG Issues

Corporate Responsibility
Performance Indicators

Conferences

SASB Index

Risk Oversight
Ethics and Compliance

Recruiting Diverse, Top
Talent to Gartner

Data Security
and Protection

Fostering an Engaging
Environment

Responsible
Procurement

Learning andDevelopment

Associate Volunteering
Community Impact
Focus Areas
Associate Assistance
Fund

Carbon Footprint
OfficeSustainability
Green TeamGRI Content Index

TCFD Response

Career Progression
Compensation and
Benefits
Associate Safety andSecurity9GovernanceInsight that guides
you forward.
© 2023 Gartner, Inc. All rights reserved. Legal_1936864

Corporate GovernanceRisk Oversight
Ethics and Compliance
Data Security and Protection
Responsible Procurement

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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. For more
information on Board Committees and our governance policies and practices,
please refer to the Corporate Governance section of our 2023 Proxy Statement.

Corporate governance highlights

Board diversity*

Independent Chairman of the Board

Fully independent Board Committees

Majority voting for directors

Annual director affirmation of compliancewith Code of Conduct

Annual election of directors
Annual Board and Committee
performance evaluation
Executive sessions after Board andCommittee meetings
11 of 12 directors are independent*

Annual director evaluation of CEO
Annual review of director compensationby the Compensation Committee
Independent compensation consultant

25%
50%

Female or
racially/ethnicallydiverse board

Racially/
ethnicallydiversedirectors

33%

Femaledirectors*Metrics for the Board are as of February 2023.

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ESG governance
The Governance/Nominating Committee is responsible for overseeing andperiodically reviewing the company’s ESG priorities and initiatives, taking
into consideration the impact on internal and external stakeholders. The full
Board of Directors annually reviews Gartner’s approach and progress on ESG.
The company’s Corporate Responsibility Executive Council, consisting of the
Chief Financial Officer, Chief Human Resources Officer, General Counsel, Chief
Information Officer, Chief Corporate Counsel, head of DEI and other selectedleaders, provides strategic guidance to the Operating Committee (our executive
leadership team) on a quarterly basis. In addition, the Environmental Sustainability
Steering Committee creates, advances and oversees the environmental
sustainability strategy at Gartner.

The Compensation Committee oversees human capital management. The
Compensation Committee reviews the company’s strategies, initiatives andprograms related to human capital management, including talent recruitment,
development and retention, workplace environment and culture, and diversity
and inclusion. The full Board of Directors also reviews the company’s DEI initiatives
and progress annually. In addition, the Diversity, Equity and Inclusion Executive
Council oversees our global DEI activity across the company.
The Board and/or Audit Committee receives quarterly reports on cybersecurity risks,matters and concerns involving the company, including information security anddata protection matters. In connection with the foregoing, the Audit Committee
receives quarterly updates and reviews and discusses with management theadequacy and effectiveness of the company’s security policies and the internal
controls regarding these areas.

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Risk Oversight
The Board of Directors is responsible for ensuring that an appropriate cultureof risk management exists within Gartner, and together with management,
oversees risk. The Internal Audit (Risk) 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 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. Internal Audit meets with the Audit Committee in executive
sessions quarterly.
The General Counsel, who serves as Chief Compliance Officer, also reports
directly to the Audit Committee on a quarterly basis concerning the effectivenessand status of the company’s legal and ethical compliance program and initiatives,
Helpline activities and litigation matters.
Gartner maintains internal controls over financial reporting, as well asenterprisewide internal controls, which are updated and tested annually
by management and our independent registered public accounting firm.
For more information, please refer to the Risk Oversight section of our 2023
Proxy Statement.

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Ethics and ComplianceAs part of our duty to our clients, our associates and our company, we have animperative responsibility to consistently uphold the highest levels of integrityand ethical standards in everything we do. Therefore, ethics and integrity are top
issues for our business and embedded in our culture.
Gartner’s approach to safeguarding professional integrity entails aligning withlegal standards and Gartner policies; providing relevant, customized training withparticular attention to key topics and clearly communicating these topics at every
level of the organization; maintaining reporting resources that support a “speakup” culture; and investigating and remediating any issues that arise. In addition,
we perform internal audits. We also perform risk assessments for internal audits
and at the enterprise level on an annual basis so we know where to focus. As areflection of these efforts, Gartner associates indicated in a survey attached to ourmost recent Code of Conduct training and affirmation that they have a broadly
favorable experience with ethical culture at Gartner.

Code of Conduct
We take responsibility for achieving our goals honestly, authentically andtruthfully. This responsibility is embodied in the Gartner Code of Conduct,
which documents the way we expect our associates, leaders across Gartnerand members of the Board of Directors to conduct themselves inside thecompany and in dealings with outside communities. The Code sets the standard
for how we work and what we do. Also, it protects and advances our brand andsets our people up for the greatest possible success. The Ethics & Compliance(E&C) team reviews the Code annually and publishes it internally and externallyin 12 languages. Associates affirm to comply with it every year.
In addition to the Code of Conduct, Gartner maintains global policies that guideour associates on how to do their jobs while always upholding the highest ethicalstandards. Those include:
Anti-Bribery Policy

Anti-Money Laundering Policy

Antitrust Policy

Gift Policy

Conflict of Interest Policy

Insider Trading Policy

Privacy Policy

Trade Sanctions Policy

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Gartner has a publicly available Supplier Code of Conduct that defines ourguidelines around conducting business lawfully and ethically, which our suppliersmust accept before they can work with us. Gartner also conducts due diligence andsanctions screenings as appropriate on suppliers to ensure that they meet Gartner’s
standards and do business only where the law and government regulations permit
it. Gartner will not work with suppliers that do not meet these standards and hascorrective action plans to address noncompliance. We also do sanctions screenings
on other third parties, including clients.

2022 Corporate Responsibility Report

The E&C team expands its reach with E&C Ambassadors. The E&C Ambassadors
provide local ethics and compliance support. The E&C Ambassadors are membersof the Global Commercial Legal team and dedicate a percentage of their timeto 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.

Ethics oversight
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. The E&C team creates, maintains, communicates and implements
the documented policies and procedures, and partners with senior managers
who advocate and reinforce the ethical and lawful foundations of Gartner culturein their domain of influence.
Gartner retains a team of legal and compliance professionals as stewards of the
E&C program. E&C partners, with Enterprise Risk Management, conduct a risk
assessment to identify key legal and compliance risks and how those risks aremonitored and mitigated. Gartner’s Internal Audit team also audits facets of the
E&C program. The E&C team’s activities reduce the likelihood of noncompliancewith Gartner policies and applicable laws. They also contribute to our cultureof integrity by providing a productive and safe environment for our associates.
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Speak-up culture

Ethics and compliance training

Gartner encourages a speak-up culture in which associates can ask questions andreport concerns to their manager, HR partner, Legal & Compliance, the Office of
the Ombuds or the Gartner Ethics Helpline, without fear of retaliation. Protections
for reporters are formalized in our Code of Conduct, which includes our statementthat retaliation is not tolerated for raising good faith concerns and that retaliation,
if substantiated, will result in disciplinary action, up to and including terminationof employment.

We have an integrated approach to reinforcing our culture. Training is an importantelement of our approach. The Ethics & Compliance team creates and maintains arobust set of comprehensive training programs required for all associates who join
Gartner, as well as for sales agents. Gartner requires core compliance training on
the following topics:

When concerns about any issue are raised, they are investigated thoroughly
and confidentially. When substantiated, prompt remedial action is taken withthe support of Human Resources and the relevant business unit. Trends, alongwith issues that present significant risk to the company, are shared with senior
management and the Audit Committee, as appropriate.
The Gartner Ethics Helpline allows anyone inside or outside the company tovoice concerns, anonymously, if they choose. Managed by an independent third
party, the service is available 24/7 via international toll-free numbers and web
submission forms in local language. Each issue is handled through a documented,
standard intake process. Each quarter, we report high-level information on
investigations, for example, substantiation rates, to the Audit Committee.

Code of conduct (including
antitrust, conflicts of interestand business ethics)
Anti-bribery

Sexual harassment prevention
Anti-harassment and discrimination
Social media usage
Data protection

The team evaluates the annual Code of Conduct training curriculum each year toensure that content and delivery remain fresh and relevant.
In 2022, Gartner launched a series of five short training programs that focusedon speaking up and nonretaliation, data protection, social media usage, antiharassment and discrimination, and an annual Code of Conduct and ­Anti-Bribery
Policy affirmation. There is a dedicated resource center for the Speak Up program,which emphasizes how to report a concern, the importance of speaking up,
protection against retaliation and scenarios centric to Gartner. In 2022, theaggregate completion rate for the Code of Conduct training program, including
attestations to abide by Code policies, was 99%. Select groups are also required
to complete additional business unit or role-specific training.
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Product governance
To help clients move from chaos to clarity with actionable, objective insight,
Gartner has proper product governance in place to protect the independence
and objectivity of our research. The management and analysts of Gartner
Research & Advisory (R&A) independently establish research coverage areas,develop methodologies, monitor content quality and set publishing agendas, freeof external influence or interference. Gartner positions are developed througha collaborative process by the R&A teams that cover particular topics. Eachpiece of Gartner research is subject to a rigorous internal peer-review processby members of the worldwide Gartner analyst community, and review by R&A
management is required prior to publication. This process is designed tosurface any inconsistencies in the research methodology, data collection
and conclusions, as well as to fully use Gartner’s collective expertise on any
research topic. Learn more about our methodologies here.

2022 Corporate Responsibility Report

Gartner Ombuds teamGartner’s Office of the Ombuds, a reliable resource for associates and external
parties to bring questions and concerns, works to ensure that associates operatewith 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 clients and associates have in Gartner. Learn more about the Officeof the Ombuds here.
For vendors evaluated and mentioned in Gartner research, there is a clear
escalation process for concerns.
There are also policies, processes and systems in place between our distinctly
different business units of R&A and Consulting to protect client confidentiality
and research objectivity. As an example, if Gartner Consulting is engaged by atechnology provider client to study a market segment or services provided bythat company to a specific customer or group of customers, this information will
not be used or incorporated for publication in our subscription research services.
Gartner Consulting also protects Gartner’s independence and objectivity by offering
only strategic Consulting services that do not involve vendor implementation
services or custom research.

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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 cybersecurity risks.
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, our customers and associates. To support our hybrid virtual-first
approach to work for our associates, the protocols we have in place secure dataand information regardless of whether we work in the office or remotely. We
recognize the importance of having effective, meaningful policies and controls
to govern the collection, use, analysis, processing and disclosure of confidential
information, including (but not limited to) personal information.

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 and protects
personal and other confidential information and complies with relevant dataprotection laws and regulations, such as the EU’s General Data Protection
Regulation, the California Privacy Rights Act, China’s Personal Information
Protection Law and others.

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 andprivacy controls, and we have a process to screen new third-party providers.
The Gartner Privacy Policy describes how we collect, use and handle personal
information, and how individuals can request access to, or amendment or deletionof, their data.

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Data protection training
All new Gartner associates are required to complete data protection training aspart of the onboarding process, and existing associates are required to complete
annual data protection and security training. In 2022, 99% of all Gartner associatescompleted the annual training, which covers topics such as data classification;
proper handling of different types of data; how to spot, avoid and report phishingemails; how to report privacy or security incidents; and acceptable use of Gartner
systems. During training, associates attest that they have read and understood
our internal data protection policies, such as our Acceptable Use and Information
Classification Policies.

In addition to formal training, we regularly share communications with associates
informing them of our approach to information security, and of threats to beaware of across the broader cybersecurity landscape, such as phishing andsocial engineering attacks. During Cybersecurity Awareness Month, associates
received a behind-the-scenes look at the ways Gartner uses technology to protect
our environment and messages on the important role each associate plays inmaintaining safe and secure digital best practices.

In addition to annual data protection training, business-unit-specific data protection
training is provided to associates who regularly handle personal information ofclients and associates. In 2022, we launched a secure code development training
so that Gartner developers keep up with secure development practices. Also,
Gartner associates receive training on an ongoing basis related to emerging
security threats, new security processes and policies, or tailored security
expectations specific to their role. Furthermore, we conduct quarterly phishingtests to improve our associates’ ability to identify and report phishing threats.

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Data security
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. In addition, the Audit Committee reviews
and discusses significant cybersecurity matters. Learn more here.

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, such as identity controls, and risk management processes.
Gartner leverages a defense-in-depth cyber defense strategy, which means thatmultiple layers of security protect our data assets. Informed by our research
insights on security best practices, our advanced technical controls, security
policies and human processes provide protections that keep pace with evolving
security threats, as well as legal and regulatory compliance requirements. Also,
Gartner follows secure software development life cycle best practices, whichadds a layer of protection within our development pipeline and improves the
security of our client-facing applications.
Gartner has a comprehensive cybersecurity risk assessment program that isalways evolving and is based on the threat landscape, which includes a variety
of risk reviews, audits, vulnerability assessments and penetration tests. We workwith independent third-party organizations to audit our data privacy and security
practices. Depending on the engagement, these partners review and validate our:a) security practices, processes and controls to protect associate and client
data; b) policies and technical configurations to secure our technology devices
and systems; and/or c) compliance with client, industry and regulatory security/
privacy requirements. Furthermore, Gartner carries cyber liability insurance.
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Responsible Procurement
We hold our suppliers to the same high standards to which we hold ourselves.

Small Business Program

The Gartner Supplier Code of Conduct details our expectations withregard to:When selecting a vendor for business needs, we encourage our associates toconsider small businesses. Gartner maintains the U.S. Small Business Program
to satisfy U.S. government contracting requirements. Our program, at a highlevel, requires that Procurement identify vendor spend opportunities and agree
on plan goals each year with the U.S. General Services Administration (GSA) andthe Small Business Administration (SBA).

Anti-bribery and anti-corruption
protections
Compliance and misconduct
reporting
Environmental sustainability

Fair labor practices
Privacy and data security
Supplier diversity
The protection of human rights

Each year, we write a Commercial Small Business Subcontracting Plan whereby we
set goals, and track and report our Small Disadvantaged Business, Women-Owned
Small Business, Veteran-Owned Small Business and several other socioeconomic
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 a review by the
U.S. GSA and SBA. The GSA has approved and accepted Gartner’s most recent
plan, which runs from October 2022 to September 2023. Our plan is not solely
a supplier diversity program. Our focus is on small business suppliers that may
also be considered minority-owned businesses.
Gartner’s Subcontracting Plan requires us to report summary results of ourefforts annually.

Please visit Gartner Policies for more.

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Supplier Diversity Program
Gartner’s Supplier Diversity Program aims to bring more small and diverse
businesses into our global supply base. Gartner’s strategy for inclusive
procurement identifies potential suppliers, promotes competition and generates
economic opportunities for diverse communities, with a particular focus on
suppliers in Australia, Canada, the U.K. and the U.S. We strive to increase our spend
with small and diverse suppliers each year. This initiative complements our Small
Business Program to support client contracts with the U.S. government, as well as
our Broad-Based Black Economic Empowerment program in South Africa.
Our procurement team works with our business units to identify diverse suppliers
that are at least 51% owned and operated by an individual or team that is part of a
traditionally underrepresented or disadvantaged group. Classifications include:
Disability-owned businesses

Small businesses

LGBTQ+-owned businesses

Woman-owned businesses

Minority-owned businesses

Veteran-owned businesses

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Associates
Insight that creates
connections.
© 2023 Gartner, Inc. All rights reserved. Legal_1936864

Diversity, Equity and Inclusion
Recruiting Diverse, Top Talent
to Gartner
Fostering an Engaging Environment
Learning and Development
Career Progression
Compensation and Benefits
Associate Safety and Security

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Each Gartner associate plays a critical role in our collective success. We are alarge and growing team of more than 19,500 associates. At Gartner, we embrace
diversity and are inclusive and respectful: By working together, we accomplish
much more than what is possible individually. To enable associates to win as ateam, we focus on hiring great talent, retaining and cultivating that talent throughengagement and learning opportunities, and supporting overall associate wellness
with meaningful benefits and programs. Our talent strategies are developed by
the top levels of executive management and overseen by the Compensation
Committee of our Board of Directors.

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Diversity, Equity and Inclusion
Gartner promotes a workplace that provides opportunities for all to celebrate
their individual and collective diversity of experience and thought. Our teamsof employees are composed of individuals from different geographies, cultures,
religions, ethnicities, races, genders, sexual orientations, abilities and generations,working together to solve problems. Our DEI strategy aligns to three strategicpillars — Hire, Engage and Advance — while applying an equity lens to all that wedo. Our priorities in 2022 were to support inclusive experiences for all associates
and clients, and to establish Gartner as a destination for talent from traditionally
underrepresented groups.

Diversity, equity andinclusion are woven into all that we do
Hire

EngageAdvance

Cultivate a culture of inclusion25Governance

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DEI leadership and stakeholders
Gartner’s dedication to inclusion is driven by our passionate leaders and associates
around the world. Our DEI operating model supports consistent, scalable
execution and drives DEI at scale; it’s overseen by a DEI Executive Council, themembers of which are the CEO, CHRO, CFO, General Counsel, the head of DEI
and other selected leaders. The DEI Center of Excellence (COE), which is led by
the head of DEI, operationalizes strategy and establishes goals against key metrics
to drive greater transparency and accountability. The DEI Talent Acquisition (TA)team led by the head of TA embeds DEI best practices into their recruitment
strategy. To ensure that DEI initiatives reach every Gartner associate, the DEI COE
and DEI TA partner with other functional COEs and leaders across the organization
to scale engagement through our employee resource groups, business unit
Inclusion Councils and our local DEI Asia/Pacific (APAC) Ambassadors who support
regionally tailored programming and communications on important national andcultural events.
ERGs provide a platform for associates to connect to the success of our businesswhile cultivating professional growth and a sense of belonging. Inclusion Councils
support business unit-specific DEI initiatives internally and externally, promote
ERGs and share best practices learned from peer companies. Each ERG andbusiness unit Inclusion Council has a lead advisor from the DEI COE who helps
create connections across the organization and who shares resources to enablebusiness units to engage in impactful DEI work.

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Gartner Diversity at a Glance33%

On a worldwide basis, our more than 19,500 associates
were represented by over 85 self-identified nationalities
working in 38 different countries and territories with:53%
of associates
located in the U.S.

47%

of associates distributed across theremaining countries/territories

of our Board of Directors and6 ERGs with

5,300+
members23%
of our executive management
team identify as female25%
of our Board of Directors identify
as racially or ethnically diverse*

Over
80%

of associates have voluntarily disclosed identity. Having more
people who openly disclose their gender identity, sexual orientation,
race/ethnicity, military status and disability cultivates an inclusive
culture that has the power to shape the future of our business.**47%
of our employees worldwide
identified as female

24%of employees in the U.S. identified
as racially or ethnically diverse

All data is as of December 31, 2022, unless otherwise noted.
*Diversity metrics for the Board are as of February 2023.
**The Self-ID response rate captures associates in the U.S., U.K., Canada, Australia and India. Overall Self-ID rate identifies any
associate who has filled out their sexual orientation, gender identity, race/ethnicity, disability status or military status.

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Progress over time
Gartner’s commitment to embracing diversity and driving a culture of inclusion has begun to show progress through impactful
initiatives with clear results. It may take time, yet we are intentional and purposeful in creating systemic and sustained change.

Highlights of ourpast year progress

Associates by gender(U.S. only)(Globally)

19.9% growth for Black or
African American (Not Hispanic
or Latino) representation

Female44.5 %

2019Male

44.5 %

2020

45.8

2021

%

46.6 %

2022

55.3 %

2019

Not Disclosed/Not Available

55.3 %

2020

54.0

2021

%

0.2%

0.2 %

0.2 %

0.3%

53.2%
2022

2019

2020

2021

2022

7.1% growth for Hispanic or
Latino representation
6.0% growth for Two or More
Races (Not Hispanic or Latino)
representation

Data is as of December 31, 2022. Percentage changes for "Highlights of our past year progress" are compared against prior year data.
For illustration purposes, axes are scaled to data.

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

74.8%

75.4%

2019

2020

74.5%

2021

73.2%

2022

Not Disclosed/Not Available

3.0%

2019

2.9

%

2020

Asian (Not Hispanic or Latino)

9.0%

2019

8.6%

2020

3.0%

2021

2022

2.1

%

8.3%

8.3%

6.6%

6.7 %

2021

2022

2019

2020

2021

2019

%

2.2%

2020

2021

2.1

Black or African American(Not Hispanic or Latino)
7.2%

Two or More Races(Not Hispanic or Latino)

3.0%

Hispanic or Latino

2.3%

2022

7.7 %

4.1%

4.0%

4.3%

5.1%

2022

2019

2020

2021

2022

American Indian or Alaska Native(Not Hispanic or Latino)

Native Hawaiian or Other PacificIslander (Not Hispanic or Latino)

0.3 %

0.3 %

0.3 %

0.3 %

0.1 %

2019

2020

2021

2022

2019

0.2%

0.2%

2020

2021

0.1%

2022

Data is as of December 31, 2022.
For illustration purposes, axes are scaled to data.

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Recruiting Diverse, Top Talent to Gartner
Bringing top talent to Gartner
Gartner is committed to recruiting top talent that reflects the world we serve.
In 2022, we welcomed a robust number of new hires, and our inclusive hiring
strategies continued to diversify Gartner’s community of associates. Our successis anchored in investments in processes, programs and partnerships that build
awareness about our talent brand and value proposition so that top candidates
from all backgrounds can see themselves at Gartner.
Our organization recruits people at every stage of their career — from interns tosenior leaders. In 2022, we hosted recruiting events and interview processes bothin person and virtually. This hybrid approach allows us to broaden our accessto talent and reach even more high-potential candidates across all communities
and career levels.
Building diverse talent pipelines and ensuring inclusive interview processes isa key to our success. We continued to innovate in 2022, launching a global
program to ensure all recruiting teams dedicated time to proactively sourceand engage with candidates from diverse backgrounds that met our high bar
for talent. This program has helped us identify thousands of additional leads tocultivate for potential introductions to hiring managers, and it has resulted inhundreds of accepted offers for full-time opportunities.

New DEI recruiting program

helped us identify thousands of candidates from diverse
backgrounds, resulting in hundreds of accepted offers forfull-time opportunities.

Impactful partnerships
Gartner cultivates partnerships with a number of external organizations thatserve underrepresented groups to recruit candidates ranging from the university
level to seasoned executives. During 2022, Gartner was the proud sponsor ofboth the National Sales Network (NSN) 30th Anniversary Gala, as well as the 25th
Anniversary Conference in Atlanta, GA. NSN is the country’s largest nonprofit
organization focused on the professional growth and development of Black
sales professionals. Gartner also partnered with Management Leadership ofTomorrow to expand cultivation and support throughout the BIPOC* community
to both undergraduate and graduate students. Additional partners include
Forté and Fairygodboss, supporting female leaders, and U.K.-based Black Young
Professionals (BYP). In 2022, Gartner sponsored the BYP Leadership Conference,
which had over 8,000 attendees. It created opportunities to connect Black
professionals to one another and make career-elevating connections between
top-tier talent and Gartner.

*Black, Indigenous and People of Color30

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Opportunities for early career candidates
For early career candidates — including university students and recent graduates —Gartner offers the opportunity to make an impact from Day 1 through entry-levelroles that help clients address big challenges. These roles also provide exposure
to senior leadership, as well as continuous coaching and feedback to fuel growthand development.
We intentionally invest in education, training, paid internships and rotational
programs across a large, diverse population of university students and recent
graduates to provide opportunities for all early career talent to develop into
successful leaders at Gartner.
We invest in the next generation of sales leaders through sponsorship of the
National Collegiate Sales Competition (NCSC), the largest and oldest sales roleplay competition in existence. Gartner has been the official product sponsor of
NCSC since 2017 and has developed a curriculum to provide participating college
students the opportunity to gain real-world experience in selling Gartner products
in a competition setting.

Rotational programs, such as our IT Rotational Development Program, Finance
Development Rotational Program and Services Leadership Program, help todevelop professional skills and can open the door to full-time leadership roles
by the end of the program. Internships are designed to directly impact businesspriorities and to give interns a real-world sense of what a full-time role would
entail. We offer global internship programs in sales, consulting, global services
and delivery, research and advisory, IT, finance and more. In 2022, we hosted
over 330 interns and hired over 400 students from universities for full-time roles.

Accelerating the diverse leadership pipeline
We are in our second year of offering Xcel, a 10-month development
experience designed to accelerate the capabilities of leaders from traditionally
underrepresented groups. In 2022, a pilot cohort of associates completed theprogram, and a second cohort, double the size of the first, began in mid-2022.
The program offers opportunities to dive deep into real cross-businesschallenges, gain exposure and strengthen self-leadership capabilities.

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Fostering an Engaging Environment
Gartner is committed to providing meaningful work and plentiful opportunities
for associates to engage with their role, the company and other associates. Thishas taken on particular importance in the age of working virtually. We regularly
assess associate sentiment on key drivers of engagement and build robust
action plans and programming that are amplified through business unit Inclusion
Councils and ERGs.
These efforts are yielding results. At year end, our turnover rate was down 24%
year over year, and was lower than prepandemic levels. While average tenure
decreased slightly, from 5.1 years in 2021 to 4.5 years, this was primarily due toincreased new hires in 2022.

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
Have access to the resources and support they need to meet expectations
Have opportunities to learn and grow with Gartner
Senior leaders share the results with associates — both the key findings and theactions the company plans to take to address opportunities for improvement, forexample, offering team-based skill-building programs.
In 2022, Gartner furthered efforts to measure associate engagement with fourof our business units by piloting a newly developed engagement survey tool.
The engagement survey was designed to inform business unit action plans andinitiatives across Gartner, strengthen enterprise engagement efforts and capture
consistent associate engagement metrics across the company.

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Keeping connected in a hybrid virtual-first environment

Inclusion Councils as critical enablers

We come to work each day, whether at the office or at home, to serve our clients,
both internal and external, and to connect with colleagues. Gartner operates
under a hybrid virtual-first working arrangement, which is perfectly suited toour digital business, as the majority of our products and services are digital. This
purposeful strategy allows flexibility while fostering connection and collaboration:
Most associates can work remotely the majority of the time and have the ability
to use our world-class offices for team meetings, other forms of in-person
collaboration and uninterrupted focus. Our approach is suited to meet the needs
and expectations of a changing workforce. Moreover, it allows associates to join
forces and collaborate on a global scale, eliminating the boundaries of physicaldistance. To ensure that everybody remains connected, we have invested incollaboration technologies and have brought associates together throughin-person team meetings, ERG learning opportunities and events and othercollaboration opportunities at the office.

Each business unit at Gartner has an Inclusion Council that plays a key role inadvancing our DEI strategy and initiatives. These councils promote dialogue,
associate engagement and increased understanding of important DEI-centeredtopics. They reinforce an inclusive culture through global town hall meetings,
featuring diverse associate story profiles and producing newsletters that highlight
heritage, learning opportunities and history events around the globe.

Underpinning our hybrid virtual-first strategy is our culture. Gartner is a growthcompany with many new hires who work virtually from more than 38 countries
around the world. Helping our associates engage with our culture is more important
now than ever. Associates learn more about Gartner’s culture through widelydistributed communications — from quarterly All Company Meetings, to business
unit town halls, to training and development programs, to articles on our Inside
Gartner intranet site — so that our culture truly permeates the entire company.
Visit Our Culture to learn more.
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Employee resource groups
Our employee resource groups bring people together to foster a diverse, inclusive
and supportive workplace. They are associate-driven and open to everyone.
ERGs help associates of underrepresented groups succeed in their role at Gartner.
They create safe spaces for associates and help to elevate and amplify thevoices of members. In 2022, more than 5,300 associates were members of atleast one of our ERGs. In 2023, we are introducing a new ERG which will provide
an inclusive network for Asians and Pacific Islanders.

Asians and PacificIslanders at
Gartner
Black
Employees
Network

Women atGartner

ERG leadership
Each ERG is sponsored by a member of the Operating Committee who advocates
for the group and champions its mission across the company. Global co-chairs
volunteer to lead our ERGs for a two-year tenure. They are selected on the basis of
their exemplary leadership and commitment to connect, educate and celebrate
communities with shared identities and interests. These leadership roles are
powerful development opportunities, providing exposure and global visibility
through collaboration with executive sponsors. Also, ERG global co-chairs workwith multiple senior leadership stakeholders to effect positive change across theorganization. Co-chairs are immersed in experiential activities that drive learning
around key leadership moments that matter and work to provide meaningfulexperiences for our associates.

Veterans at
Gartner

Togetheras OnePride atGartnerCollective
Abilities
Network

Mosaic at
Gartner34

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ERG 2022 in review
Throughout the year, ERGs held events virtually and in person around the globe.
Events engaged internal and external speakers with conversations on such
topics as leadership and development, allyship and disability awareness; events
also covered celebrations of history and heritage months, which included
community service opportunities.

ERGs support the associate experience by providing
opportunities to:Connect communities
though sharedinterests and ideas

Educate on uniqueperspectives
and experiences

Celebrate ourhistory, heritage andmoments that matter

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Black Employee Network (BEN)
Focused on attracting, retaining and advancing Black associates while providing
access to professional growth and networking opportunities
2022 highlights· Held powerful leadership and development sessions with internal and external
experts who shared their experience and personal stories from their own
leadership journeys, all of which were well-received with great attendance“

BEN events provide opportunities for Black, African and
Afro-descendant associates and their allies to learn fromour diversity and to create cultural awareness.”
Leslie-Olivia Lusamba
Senior Client Success Manager· Hosted a series of powerful, themed programming celebrating Black heritage andculture during Martin Luther King Jr. Day (marked by kicking off our partnershipwith the United Negro College Fund), Black History Month (in both the U.S. andthe U.K.), Juneteenth and Caribbean Heritage Month· Promoted several cross-ERG events; for example, a voter participation eventthat highlighted voter suppression issues, as well as “Mental Health in theBlack Community” with the Collective Abilities Network36

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Collective Abilities Network (CAN)
Unites those with hidden and apparent disabilities, mental illness, neurodiversity
and chronic or acute illness, as well as their caregivers and allies
2022 highlights· Hosted the second annual “De-Stress Fest,” which focused on the importance ofprioritizing well-being and embracing a human-centric workplace with tactical
tools for associates to help themselves and those around them

· Celebrated National Disability Employment Awareness Month with 16 events
across all time zones on such topics as digital accessibility, breast cancer,
weight bias, mental health at work, and living and working with ADHD

2022 Corporate Responsibility Report

Clients“

Prior to CAN, I was struggling with how to establish proper
work-life balance in a pandemic, virtual-first world. Throughthis group and its incredible programming, I’ve discovered
a community that has greatly improved my well-being,
granting me the strength to bring my authentic self to work
and, ultimately, making me a better Gartner employee.”
Jennifer O’Neill
Executive Assistant to the Operating Committee· Organized “Gartner Cribs,” which brought together all of our ERGs; ERG leadersgave a tour of their “cribs” and shared tips on “de-stressing” at home; ERGs
then promoted their charity of choice, which led our associates to pledge
more than $50,000 to charity through the Gartner Gives program37

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MosaicRecruits and engages associates who identify as part of underrepresented racialor cultural groups
2022 highlights· Equipped our ERG leaders and members with Cultural Intelligence (CQ) training

sessions; and in partnership with Women at Gartner and Pride at Gartner, offeredassociates Allyship and Inclusive Leadership series with 775 attendees· Coinciding with Hispanic and Latin American Heritage Month, launched UNIDOS,
a subgroup for Hispanic and Latin American associates and allies, which quickly
grew to more than 100 members; in addition, celebrated Native American
Heritage Month and Asian American and Pacific Islander Heritage Month· Held associate-led discussions, attended by over 400 associates to createa safe space surrounding the Russian invasion of Ukraine and related
refugee experiences

2022 Corporate Responsibility Report

Clients“

I love being part of the Mosaic community where I havefound balance, validation and support to grow personallyand professionally. I interact with people who live with asense of pride in their diverse background, and we have acommunity in support of one another. We need more of us
out there. We need more relatable, authentic, raw andreal experiences, experiences that resonate. And someexperiences need to be of people who look and dress like us,
live in similar countries and go through similar challenges.”
Yosr Hamza
Director, Legal & Compliance38Governance

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Pride at Gartner
Promotes a positive and inclusive work environment for all associates worldwide,
regardless of sexual orientation or gender identity
2022 highlights· Hosted meaningful and impactful discussions on LGBTQ+ community challenges
around the globe as governments and other entities push to limit, ban andoutlaw support for and conversations about LGBTQ+ identities· Examined what it’s like to be your authentic self in the workplace with panelists
who shared what this means to them personally and what role allies play in ourmarch forward together“

Joining Pride at Gartner has given me a true sense ofcommunity. The connections I’ve made through the on-siteand virtual events we’ve held have brought so much lightand support to my professional and personal life. I'm soproud to be part of the diversity that creates strength
here at Gartner.”
Chris Alwell
Communications Specialist· Celebrated National Coming Out Day and Pride Month, including official

participation in the Washington, D.C., Pride Parade and an exploration of
the evolution of LGBTQ+ rights in India

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Veterans at Gartner
Dedicated to making Gartner a great place to work for top military talent andtheir families
2022 highlights· Hosted in-person and virtual events across our offices in November to celebrate
Veterans Month; encouraged associates to honor military connections bysubmitting personal stories, photos and videos that celebrate veterans on our
intranet; also, there was the “22 Challenge,” which raises awareness around themilitary suicide crisis: Every day, approximately 22 veterans take their own lives;
finally, associates participated through choosing an activity that repeated 22
times, such as biking 22 miles or writing 22 letters to veterans“

For me, being involved in the Veterans at Gartner ERG is an
opportunity to create awareness about our commitment
to help transition veterans across the organization;
collaborate with other highly passionate ERG leaders
to create meaningful engagement events; and promote
Gartner as a healthy, safe and inclusive workplace.”
Sandeep Singh
Associate Director, Recruiting· Organized food drives at major Gartner offices around the world to help thosein need40

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Women at Gartner
Contributes to the professional development, retention and attraction of
women at Gartner
2022 highlights· During Women’s History Month, collaborated with all female leaders on the

Operating Committee to provide insight, coaching and guidance on critical
topics throughout the year

· Delivered two male allyship panel discussions, featuring internal andexternal executive allies on supporting career growth for underrepresented
talent segments· Led two open forum discussions on reproductive rights and impact on
the workplace

2022 Corporate Responsibility Report

Clients“

Women at Gartner has helped me develop my leadershipskills, gain confidence and be of service and support toothers. Participating in candid Real Talks expands myknowledge and understanding of different perspectives onimportant issues. It has provided the opportunity to launcha menopause affinity group that extends the sense ofcommunity and legitimizes education and conversation
about this natural life stage for all women.”
Elaine Brown
VP, Data Analytics· Launched menopause affinity group aimed at education, support andcareer advocacy

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Learning and Development
Gartner enables associates to get better, faster, stronger, every year throughinvesting in formal professional development programs. At any point in theassociate journey, regardless of geography, tenure, business unit or career
progression, relevant resources are available to meet associates in their momentsof need. These resources, which boost what is learned through experienceand exposure, include content designed to teach a specific knowledge or skill.
Development experiences are delivered through scalable interventions suchas classrooms, e-learning and bite-size content with an emphasis on building
both technical skills and leadership capabilities.
Our cross-business learning opportunities are available on the GartnerYou online
learning platform. It serves as the centralized location for tens of thousandsof digital learning resources on topics ranging from emotional intelligence totechnology skills. At the close of 2022, over 46,000 learning resources wereavailable. Over the course of the year, Gartner associates consumed more than
400,000 pieces of learning content globally, averaging 18 per associate.*

Leadership development
Gartner takes a segmented and scalable approach to building leadershipcapabilities at all levels within the organization. Our aim is to help leaders succeedin their current role, prepare them for expanded leadership, and enable them toeffectively navigate the ever-changing business environment and new approaches
and solutions. Our leadership curriculum provides deep understanding of oureconomics and strategy, our culture — including DEI, our leadership principles
and our management philosophies. Our leadership development experiences are
tailored to meet the unique needs of aspiring managers, managers, and senior andexecutive leaders, and leaders can access both on-demand and live content, as wellas have the flexibility to self-pace their learning journeys.

*The average number of courses per associate is relative to the number of associates who took courses on GartnerYou.

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Learning programs at the business unit level
Gartner business units offer development programs tailored to the specialized skills
associates need to realize their goals; two primary examples are in the Gartner
Sales and R&A organizations (comprising approximately 50% of our workforce).
Sales-specific learning and development programs help accelerate the confidence,
conviction and productivity of sales talent through a platform of programmed andon-demand learning and sales coaching. These programs can be personalized
to meet the highest priorities in each sales territory. The program for new sales
associate onboarding is geared toward quickly developing the core competencies
tied to sales success and has over 2,100 available learning resources. Over 3,100
sales associates participated in 2022, more than double the 2021 participation
rate. Through these programs, our associates develop role-specific knowledge
and skills, increase productivity and improve performance.

Gartner R&A learning encompasses a series for tenured associates on the
topics of using and publishing data, diagnosing client problems and reframing
client perspectives toward possible approaches and solutions. New experts canparticipate in a multiday program to learn the basics for engaging on inquiry calls
and how sharing the voice of the client shapes our content. Through the Global
Talent Lab, early career associates learn the skills and capabilities to perform as
R&A researchers and experts (advisors and analysts), providing leading research,
insights and strategic guidance to advance our clients’ mission-critical priorities.
Lab associates are assigned complex work and given the necessary training forlong-term career success. Global Talent Lab associates support each of R&A’s
programs and are located across EMEA, North America and APAC. As of January2023, Gartner has hired nearly 270 individuals from the Lab.

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Embedding DEI within our learning offering
DEI is woven through our learning materials, addressing such topics as bias
and belonging. In addition, we have specific training resources dedicated toadvancing DEI acumen. For example, in 2022, we introduced the “Equity vs.
Equality: Fostering an Inclusive Workplace” video module, which explores thenuanced difference between the two terms. The module was supported byreference materials and a discussion guide to help managers incorporate DEI
lessons into team meetings and increase inclusive behaviors and DEI acumen
across Gartner.

Another critical DEI development experience is offered to Human Resources
Partners and examines the role that bias plays in the performance review process.
This development experience identifies the most common biases that show up
in the workplace, such as affinity biases that lead us to prefer what is like us towhat is different. Also, it includes examples on how to disrupt these biases. And
while DEI is a global focus, localized programming is key. To that end, an inclusive
language training program was launched in APAC in 2022.

Tuition reimbursement
Gartner supports associates in furthering their professional qualifications insubjects important to their current role at Gartner, as well as to prepare for futureroles and responsibilities in the company. Eligible associates are reimbursed fortuition expenses up to a maximum of $5,250 per calendar year.

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Career Progression
Grow with Gartner
Talent development is foundational to driving associate engagement and essential
to Gartner’s continued market leadership. As our ability to grow and adapt as
an organization requires that we help our associates reach their full potential,
continuous improvement is key to our talent development strategy. Throughongoing feedback and goal setting, we help our associates understand their
top priorities and how those priorities result in value for Gartner clients. Every
associate is encouraged to create an individual development plan, which includes
career interests and areas of strengths and development needs.
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
4,700 of our associates — or over 24% of our workforce — to earn promotions in
2022. What’s more, we filled 25% of our open positions with internal candidates.

Performance management
We are committed to our performance feedback process, which includes regularmeetings between managers and associates to establish and reassess goals,
and ongoing feedback to make sure the day-to-day work contributes to theright priorities.

Ongoing feedback 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
areas of growth. We also provide best practices for soliciting feedback andguidance for preparing for performance check-ins. In 2022, we continued to
expand our enterprise talent development and progression processes to ensure
they include a DEI focus. We’re committed to addressing the distinct needs ofeach team member to ensure all associates feel connected to the organizationand empowered to reach their goals.

Succession planning
The strength of our leadership pipeline is critical to Gartner’s success. We seek
to understand current capabilities and how we can best help leaders rise into
new positions in the future. The Board and the Nominating/Governance Committee
regularly review and discuss management development and succession plans for
the CEO and his direct reports to support the company’s long-term growth. Our
CEO and Operating Committee meet annually to review and discuss the leadership
succession pipeline for key roles in the organization, including the Operating
Committee. The process considers: adjustments to operations in the near term that
may affect our leadership and people requirements, the potential (and interest) ofcurrent leaders to take on larger roles in the company, and matching the strengths
and development needs of our leaders with business and role requirements.
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Compensation and Benefits
Compensation strategy
Gartner is a high-performing business that embraces both pay for performanceand equal pay. To attract, retain and motivate high-performing associates to
produce great results, we embrace pay for performance, which means we will
disproportionately pay more for top performance. The concept of equal pay allows
for differences in pay based on such factors as experience and performance but
not gender or ethnicity. We embrace equal pay, which means we pay associates
equally for doing equal work, equally well, in the same location. And, if anassociate’s performance is stronger than another’s, we strive to pay our highestperforming associates more.
We accomplish these objectives by actively benchmarking our roles versus ourtalent competitors to ensure that we are paying fair wages to all for doing similar
work at similar levels of performance in similar geographic areas. New hires areoffered competitive target pay opportunities that reflect our equal pay practices. In
addition, we have an annual performance review cycle that rewards our associates
for their ongoing performance and provides for differentiated pay opportunities forour highest performers.
Overall, we are proud to offer differentiated pay for differentiated performanceand do so in a manner that embraces equal pay.

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Benefits
We are a global, multicultural company with associates spanning several
generations and in various stages of life. Our goal is to support associates’ holistic
well-being and provide them with market leading benefits, where possible,
whether it’s paid time off to bond with a new baby, mental health support or extra
money to spend on their well-being. Our programs are designed to be flexible andmeet people where they are. We do this by continually reviewing our programs
to ensure they are meeting the needs of our associates and their families andinvesting in areas where we expect the highest impact. Caring for our people isa top priority and this is why from Day 1, associates are offered benefits to help
them and their families thrive — physically, emotionally and financially.

Physical well-being
Our comprehensive programs for U.S. associates include a choice of medical,
dental and vision care plan options. Our medical plans include reproductive andgender-affirming care; virtual, digital and in-person mental healthcare options;an innovative digital physical therapy program; treatment for autism; virtual care;expert second opinions; and health coaching. In 2022, we began offering a travel
benefit in the U.S. to cover transportation and lodging for a plan member and acompanion if out-of-state travel is required due to state legislative limitations onaccess, including but not limited to abortion and gender affirmation services. All
associates globally have access to health checks and/or vaccinations and receive anannual reimbursement for investing in their wellness, which can be used for fitnessrelated expenses, such as gym memberships, or home office purchases, such as
ergonomics support or another type of allowance. In addition, we strive to offer
coverage to same and opposite sex domestic partners globally, where we can.
Mental well-being
Associates have access to a variety of resources to support their mental wellbeing, including an Employee Assistance Program, and a digital wellness platform
with content to support associates in managing their mental health, stress andanxiety. Also, in the U.S., there are resources for caregivers of children withlearning, social or behavioral challenges.

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Financial well-being
We believe in supporting associates’ current financial needs and in helping themplan for the future. Our goal is to help associates prepare for life’s ups and downs
with retirement programs, such as our U.S. 401(k) with a generous company
match, a discount on Gartner stock through the Employee Stock Purchase Plan*(ESPP), financial grants for associates experiencing financial difficulties due tocatastrophic events, company-paid life insurance, tax savings programs and paid
leave for important times. In the U.S., we are piloting a program that helps pay forlegal and other expenses associated with adoption and surrogacy, and globally,
associates have access to a tuition reimbursement plan.
Supporting our associates who have caregiving responsibilities

2022 Corporate Responsibility Report“

I had a two-week gap in child care coming up and I was
panicking. Then I remembered the backup care programand it saved us. I hadn’t used it since before COVID-19.
I am so grateful.”Samantha Grasso
Senior Manager, Executive Communications

We recognize that many of our associates are caring for others, whether a child,parent, spouse or other loved one. For this reason, in the U.S., we offer a rangeof programs that support caregivers, such as experts to help tackle logisticaland administrative tasks, backup care for adults and children, college planningresources, coaching and breast milk shipping for traveling mothers. Several of
the programs that have been successful in the U.S. will launch in the U.K. in
2023. We are introducing a creche benefit in India in 2023.

* 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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Paid time off
Associates have access to generous paid time off plans, which associates are encouraged to use to rest,
recharge and spend time with family during important moments. To offer family support, Gartner provides paid
leave to associates following the birth or adoption of a child. To ensure all associates have access to full base
pay to recover from childbirth and/or to care for and bond with their new family member, we have implemented
country-specific policies that are available to 97% of Gartner associates. Outside the U.S., this includes atleast 16 weeks of pay for maternity leave, eight weeks of pay for primary caregivers and four weeks of pay forsecondary caregivers. In the U.S., primary caregivers receive up to eight weeks of parental leave (plus eightweeks of short-term disability to recover from childbirth for birth mothers) and secondary caregivers receive
up to four weeks of parental leave.*“

My husband and I were blessed to expand our family with the birth of a beautiful
daughter, and we are incredibly thankful for the Gartner benefits we could takeadvantage of along the way. From the personalized guidance provided by the managed
fertility and conception support program, to the expanded parental leave policy thatallowed for essential bonding time with our newborn baby — it was wonderful to know
Gartner had our backs as we pursued our dream of becoming parents.”
Peter McMenamin
Regional VP, Sales* Outside the U.S., leave for new parents, including the amount of pay and the duration of leave, vary from country to country due to statutory requirements.

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Associate Safety and Security
Ensuring the safety and security of our associates is of the utmost importance.
The Gartner Global Safety and Security program has continually expanded inscope. Traditionally focused on security, the program now includes oversight andmanagement of safety to create a holistic safety and security function. As part of
the new scope, Gartner added dedicated safety professionals and undertook afull assessment of existing health and safety policies, processes and resources.
From that assessment, we developed a Gartner-specific framework with global
and regional standards that have cross-functional ownership.
The Global Safety and Security program has evolved to meet the needs of thehybrid virtual-first workforce. Significant safety and security incidents, such as
the pandemic and Hurricane Ian, highlighted the need to help ensure associatesafety wherever they are working. Our global intelligence function and global
crisis management teams work together to assess, plan for and respond in realtime to issues that may impact our associates or business operations. In addition
to our crisis management teams, we have enhanced our existing processes andtechnologies that notify associates of potential impacts and support associate
welfare checks after safety and security events.

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Community
ImpactInsight that drives action.

© 2023 Gartner, Inc. All rights reserved. Legal_1936864

Associate Giving
Associate Volunteering
Community Impact Focus Areas
Associate Assistance Fund

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

The Gartner Gives program empowers associate
giving by:
Matching associate contributions to nonprofit
organizations
Supporting associate volunteerism
Administering the Associate Assistance Fund torelieve financial hardship52Governance

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Associate Giving
Gartner Gives Charity Match
Gartner associates care about a broad range of causes, and they are the driversof Gartner’s giving. Associates who make financial contributions to qualified
charitable organizations are eligible for matching by Gartner up to $5,000 per
associate per calendar year.* In 2022, to respond to extraordinary circumstances,such as the Russian Invasion of Ukraine and Hurricane Ian, we hosted Gartner
Gives Double Charity Match campaigns, which increased the corporate match
to $2 for every $1 associates donate.
In 2022, over 19% of associates made matched donations to more than
3,600 nonprofits, amounting to more than $7.1 million donated by Gartner
and its associates.

$7.1 million donatedby Gartner and its associates in 2022

19.8% of associates madematched donations
to more than 3,600 nonprofits in 2022

*Associates who work 20 or more hours a week53

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Associate Volunteering
Associates can learn about multiple volunteer opportunities and organize new
events through the Gartner Gives Volunteer Portal. Volunteering is done on- or
off-site, on an individual basis or alongside others through events facilitatedby teams or ERGs. Also, associates devote time and resources to skills-based
volunteerism, in-house collection drives for needed items and board service.
In 2022, over 120 associates served on nonprofit boards.

13.4% volunteer participation,compared with 5.3% in 2021

24,300 volunteer hours
up from 18,849 in 2021

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Community Impact Speaker Series
The virtual Community Impact Speaker Series program helps our associates
promote social issues and nonprofits they care about most. The series enables
associates to invite nonprofit leaders to present their organization’s purpose andmission to an open group of Gartner associates. These educational presentations
on social and environmental issues inspire colleagues to provide support throughvolunteerism and giving. In 2022, there were more than 70 events, representing a
twofold increase from 2021. Associates who attended these presentations gained
insights and a perspective on a wide range of social issues and opportunities tosupport these organizations.

2022 Corporate Responsibility Report“

I join as many Community Impact Speaker Series events as
possible! They have helped me to broaden my knowledge
on the social issues affecting my local community, as well
as around the globe. I have enjoyed learning aboutcommunity events near me and ways to get involved —my experiences are always educational and gratifying!
I look forward to every Community Impact Speaker Series
whether I have heard of the nonprofit organization or not;I know I will come away with a greater appreciation andunderstanding of the importance of their mission.”

Dawn Plaska
Associate, PSS, Research & Advisory55

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Community Impact Focus Areas
Education
Gartner is transforming the lives of future leaders through direct mentorship, as
well as encouraging entrepreneurship and innovation. In 2022, Gartner associates
supported over 1,000 educational charities through volunteer activity and giving.

Invention Convention

Innovative ideas abound at Gartner — one of the many reasons our clients come to us for expert guidance.
We are therefore keenly aware of the value in nurturing tomorrow’s leaders, innovators and creators. During
the 2021-2022 school year, Gartner supported the Invention Convention, a global education program thatteaches students how they can solve problems through hands-on, real-world, project-based learning. Throughlocal chapters around the world, students in grades K-12 develop inventions and share them with audiencesof professionals, teachers and peers to receive feedback and refine their ideas. In the U.S., students whocompete locally can qualify to pitch their ideas at state-level competitions — and if they’re successful, at theInvention Convention U.S. Nationals. Top inventions at the national competition can win prizes, which include
scholarships, cash and support with patent applications.
In addition to financial support, 37 associates volunteered as virtual judges for regional and national Invention
Convention events. In June of 2022, Gartner associates also volunteered at the U.S. Nationals in Michigan where
we awarded the Gartner Research prize, which included a scholarship fund to a team of three talented highschool students from Georgia.

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Addressing critical needs of local communities
Our associates are in tune with and supportive of the ongoing needs in theircommunities, from fighting cancer to combatting homelessness. We are also
agile and responsive when disaster strikes. Our programs are designed to support
associates in responding to the needs of local communities through Gartner Gives
Charity Match, volunteering, collection drives and learning about social causes
through the Community Impact Speaker Series program. For example, we raisedover $1 million through Gartner associates and the Charity Match following theRussian invasion of Ukraine and over $337,000 for Hurricane Ian relief.

Supporting our associates in the wake of Hurricane Ian
Gartner’s office in Fort Myers, FL, has close to 2,000 associates and is one of thearea’s largest employers. As our company helps to form the fabric of the community,
when the area was devastated by Hurricane Ian on September 28, 2022, Gartner —and associates — stepped up. Within five days after the hurricane, we opened theoffice to associates and their families, offering power, showers and the internet. By
October 3, we were able to provide hot lunches and distribute critical supplies thatwere unavailable locally. Gartner support also included emergency assistance andshelter services, poststorm safety information, financial assistance, resources forstress and anxiety, guidance on insurance claims, help finding child and adult care,and other holistic support. Finally, we offered associates the ability to take time off
without needing to use their PTO balance, to help them cope with challenges ofworking while dealing with the impacts of the hurricane, including loss of utilities.

$337,000+
raised6organizations
supported

700+

associates received
a financial grantfrom the Associate
Assistance Fund
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An Associate Exchange was launched where employees in need could request
housing, cleanup and supplies. A number of associates opened up their homes
for their Gartner colleagues and delivered supplies directly to one another. Our
company helped the broader community as well, through, for example, donating
extra meals to first responders. In addition, our associates organized a number ofvolunteer events, including food preparation at a local food bank and rebuilding a
hard-hit community center.

Environment
Just as we embed sustainability into our operations, Gartner promotes environmental
stewardship in our communities. The Gartner Green Team, launched in 2022, isa voluntary, associate-driven group that brings together people from across thecompany to engage with a variety of environmental sustainability topics, fromorganizing cleanups to recruiting environmental nonprofits to participate in theCommunity Impact Speaker Series. Learn more here.

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Associate Assistance Fund
The Associate Assistance Fund is a secure, tax-compliant platform for associates
to help Gartner colleagues in times of need. This fund provides grants to
associates who experience financial hardship caused by catastrophic events,
such as flooding, hurricanes, wildfires, extreme weather and more. All associatedonations to the Associate Assistance Fund are eligible for the Charity Match,and 100% of associate donations directly support fellow associates. Gartnercovers the cost of all fund operating expenses.
In 2022, funds were disbursed to over 700 associates, including those impacted by
the Russian invasion of Ukraine as well as by natural disasters, such as Hurricane
Ian relief. Also, we met our 2021 pledge to donate $1 million to the fund.

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Environmental
Sustainability
Insight that drives
smarter decisions.

Sustainability Governance
Carbon Footprint
Office Sustainability
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Gartner strives to minimize the environmental impact of our operations as partof a collective effort to combat climate change. We embed sustainability into ourbusiness through a centralized corporate social responsibility (CSR) team, which
partners with business units spanning the organization, including Global Real
Estate, IT, Conferences, Finance and others to drive progress. Our Environmental
Policy serves as the foundation of our approach.

2022 Corporate Responsibility Report

In 2022, Gartner made a commitment to achieve net-zero greenhouse gas
emissions by 2035 in accordance with SBTi’s Net-Zero Standard. We expect
to submit our near-term targets to SBTi in 2023.
We continue to invest in resources necessary to advance our decarbonization
strategy. In addition to the subject matter expertise of the members of ourdedicated team, we continue to maintain a carbon accounting system to measureand disclose our corporate carbon footprint. To ensure the integrity of our data, wehave obtained external limited assurance from Apex Companies, LLC, for the 2019baseline year, as well as the 2022 greenhouse gas emissions data. To enhance ourdisclosure, we have responded to the CDP Climate Change questionnaire and are
issuing an inaugural response to the TCFD recommendations.

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Sustainability Governance
Gartner’s Environmental Sustainability Steering Committee is tasked withcreating, advancing and overseeing Gartner’s environmental sustainability
strategy. The Committee, which meets bimonthly, reports to the Corporate
Responsibility Executive Council. All governing bodies with sustainability
oversight, including the Board of Directors and the Corporate Responsibility
Executive Council, are briefed on sustainability strategy, initiatives and progress
on a recurring basis (learn more about our ESG governance structure here).

Climate change risk assessment
In 2022, Gartner conducted a climate change risk assessment. The assessment
was conducted with our Environmental Sustainability Steering Committee andconsidered the impact that various climate-related risks might have on Gartner,
including regulatory, technology, legal, market, reputational, and acute andchronic physical risks. Because of the nature of our business as a professional
services organization with a hybrid virtual-first approach, each risk was deemed
low. We provide further detail in our TCFD and CDP Climate Change responses(see Appendix for TCFD response).

Environmental Sustainability Steering Committee

Real Estate

Sourceto Contract

IT

Strategy

Conferences

Finance

Legal

CSR

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Carbon Footprint
Reducing emissions is an important part of our sustainability strategy as evidenced
by our net-zero commitment. To monitor and measure our footprint, we maintaina carbon accounting system and follow the guidance of the Greenhouse Gas
Protocol, using an “operational control” approach. In 2022, we expanded our carbon
footprint calculations to include all relevant categories for all years, including
the 2019 baseline. We continue to improve data quality with the aim of using
primary data across all greenhouse gas emissions categories for our carbon
footprint analysis.
Gartner total greenhouse gas emissions for 2022 amounted to 51,653.5 tCO2e,
representing a 59.3% reduction against the 2019 baseline* and a 56.8% increase
compared with 2021 due to resuming normal levels of operations postpandemic
and the continued growth of our business.

Scopes 1 and 2 emissions
As Gartner’s hybrid virtual-first strategy has reduced space needs, we continue to
optimize our real estate footprint while ensuring we still have a strong presencein the key markets for our business. To further reduce resource consumption, we
work to improve office energy efficiency by investing in LED lighting, installing
occupancy sensors, and controlling lights and HVAC systems through a building
management system. Transitioning to renewable energy is a key component of ourdecarbonization approach: Our offices in Amsterdam, Egham, Melbourne, Stamford
and Sydney are powered by 100% renewable energy. As of December 31, 2022, over
18.3% of our overall electricity consumption comes from renewable sources.
These efforts have helped to maintain Scopes 1 and 2 emissions that are lower thanour base year, despite the company’s growth. In 2022, Gartner’s Scopes 1 and 2(market-based) greenhouse gas emissions totaled 12,006.9 tCO2e — a reduction of
38.6% against a 2019 base year. Gartner’s Scope 1 emissions are primarily derived
from two sources: stationary combustion (natural gas, diesel and propane) andfugitive emissions created by leakage from refrigeration and air-conditioning units.
Scope 2 emissions came from purchased electricity for offices and data centers.

*2019 baseline emissions, as well as 2021 emissions, have been restated due to inclusion of additional categories of emissions(leased cars, data centers) and improvements in the accuracy of our data.
tCO2e = metric tons of carbon dioxide equivalent63

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Scope 3 emissions
Indirect emissions from our value chain represent the largest share of ourcarbon footprint. In 2022, we expanded our Scope 3 emissions calculations toinclude emissions associated with purchased goods and services, for which
we are engaging suppliers to provide primary data. We also included employee
commuting, which we calculated through a survey of our associates. We are now
accounting for all categories relevant to Gartner: purchased goods and services,
capital goods, fuel- and energy-related activities, waste generated in operations,business travel and employee commuting.
With regard to business travel emissions, Gartner’s hybrid virtual-first approach
has impacted the way we travel for work. Where possible, virtual meetings are
the primary option, and Gartner continues to invest in technology that furthers
virtual communication. When travel does occur, it is for the purpose of furtheringbusiness objectives and increasing the value of our client relationships. There
are parts of our business, such as conferences, where in-person interaction isparticularly valuable to our clients and enhances our product offering. As such,our emissions associated with business travel increased by 108% in 2022 ascompared with 2021, largely due to in-person conferences returning andincreased client-facing travel.

2022 Corporate Responsibility Report

Greenhouse gas emissions (tCO2e)

Scope 1
Scope 2
(market-based)

107,256.8

Scope 339,646.6

21,276.2
16,694.0
2,871.4

9,239.9

2,422.8

9,747.6

2019

2021

2022

Total
126,822.2

Total
32,938.9

Total
51,653.5

2,259.364Governance

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To help ensure that travel is appropriately managed, Gartner continues to require
pretrip approval for air, hotel or car bookings, and clearly communicates travel
budgets to each business unit, down to the front-line managers responsible forapproving travel. These controls have a significant impact on travel reductions. In
2022, despite the year-over-year increase from 2021, our business travel emissions
were still 74.3% less than our 2019 baseline. Gartner continues to explore ways tominimize our footprint by partnering with vendors, hotels and airlines that have asignificant focus on sustainability and lowering emissions.

2022 Corporate Responsibility Report

Breakdown of 2022 Scope 3 emissions
7.2%
Fuel- and energy-related activities

1.6%
Waste generated in operations

10.9%
Employee commuting
29.4%
Purchased goods
and services

In 2022, our total Scope 3
emissions were downover 60%

compared with our2019 baseline.

25.4%
Capital goods

25.5%
Business travel

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Breakdown of business travel emissions for 2022

91.40%Air travel

3.64%
Hotel stays
4.86%
Personal mileage

0.06%
Rail

Business travel emissions and intensity

0.04%
Car rental

2019

2021

2022

Change(2022 vs. 2019)

Absolute business travel emissions(tCO2e)39,377.9

4,855.8

10,111.2-74.3%

Business travel emissions intensity(tCO2e per full-time employee)

2.4

0.3

0.5

-78.4%

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Office Sustainability
Gartner’s real estate strategy takes the environment into account, whether
through the selection of new offices, interior design and fit-out, or site operation.
In addition to the work we have done to improve our energy profile, we promotewater savings and effective waste management. This takes the form of efficienttaps and flushes in kitchens and restrooms, and a centralized recycling system for
waste, eliminating the need for individual receptacles, thereby reducing plasticbags and enabling separation of waste and recycling. Because we have aligned
our recycling systems with local municipal standards for separation, properly
sorted items increase recycling success. Beyond the standard items, some offices
enable food composting and recycling of printer toner cartridges and batteries.
Certain locations have eliminated single-use plastics and offer reusable cutlery
and chinaware.
Where feasible, we contract with suppliers that demonstrate a commitment tosustainability. Our printing strategy entails purchasing more sustainable paper.
We also have a secure shredding program. In 2022, this program allowed us torecycle 17.06 metric tons. Green cleaning supplies are used where possible.
For more information, see Responsible Procurement.

In addition, we lease a number of offices that adhere to standards set byinternationally recognized sustainability ratings and certification systems, suchas the U.S. Green Building Council’s Leadership in Energy and Environmental
Design (LEED), EnergyStar and WELL. We also lease sites certified to local
standards, 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 Mark in Singapore. Over 35 of our sites
have a sustainability certification.

Enabling low-carbon-commuting
Due to Gartner’s shift to a hybrid virtual-first strategy, our employee commuting
footprint has decreased by more than 80% since 2019. However, we continue tomake strategic use of our offices with associates coming in for specific businessobjectives best accomplished in person. Proximity to public transportation
continues to be an important criterion in our office selection process. Where
applicable, we offer free final-mile shuttle service. In addition, some offices havebicycle racks and electric vehicle charging stations.

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Minimizing our IT footprint
As a professional services provider with a global reach, Gartner recognizes that
IT is a substantial contributor to our environmental footprint. Over time, we haveshifted a portion of our services/applications to the cloud, improving energy
efficiency and reducing the need for on-premises data centers. We are mindfulof selecting cloud service providers with high energy efficiency performance.
In addition, in 2022 we focused on improving the energy efficiency of the data
centers we use, utilizing power usage effectiveness (PUE) as the key indicator to
track its performance.
Gartner participates in carbon reduction programs with selected hardware
vendors to offset the emissions associated with the production of certain assets
we purchase. For assets that have reached the end of life, we partner with e-waste
management companies to reuse or recycle our electronic waste components.
In 2022, Gartner recycled over 11.1 metric tons of electronic waste and enabledmore than 8.7 metric tons to be reused. Another aspect of our e-waste approach is
supporting local nonprofit organizations with IT assets donations, such as laptops,
with a total value of more than $55,000 being donated in 2022.

2022 Corporate Responsibility Report“

As a small nonprofit, it can often be difficult to justify
expenses tied to new equipment, especially for our
staff. This is where Gartner has really stepped up for us,
providing well over $10,000 worth of technology to
update staff equipment and distribute among young
inventors and students in high-need communities.”
Nick Briere
Executive Director, Connecticut Invention Convention

A welcoming workplace
We want our offices to be welcoming, accessible environments, supportive of
all associates. A number of Gartner sites feature people-centered amenities
that contribute to certain sustainability certifications, for example, wellness
rooms for associates to attend to personal needs such as pumping breast milkor administering self-injections. Our offices vary in offerings of gender-neutral
restrooms, prayer rooms, sit/stand desks, fitness centers, complimentary
nutritious food and beverages, and ample access to sunlight, greenery andoutdoor space.

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Gartner’s Gurgaon office
In 2022, we officially opened our Gurgaon office in India to local associates.
This center of excellence contributes to innovation across every function in thecompany, including sales, product, research and advisory, finance, IT, HR and
more. The leased office has received sustainability certifications, such as LEED
Platinum, WELL Health-Safety Rating and the RESET certification for air quality.
The site received these certifications by reaching rigorous standards in workplace
well-being and sustainability — including air quality, energy-efficient LED lighting,weather-controlled blinds, sound-masking units and motion-detecting lighting.
Individuals at the opening ceremony had an opportunity to take a personal
sustainability pledge, imprinting their fingerprints on a wall mural.

“

Putting people’s health at the center of design, a WELL-certified office promises to optimize
occupant health, improve health-related habits, improve quality of life and increase productivity.
Our Gurgaon office has best practices to help reduce energy, water, waste, pollution and CO2 at
the community scale, and in turn improve air and water quality.”

Sasmita Sahu
Director, Real Estate69

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Green Team
Launched in 2022, the Gartner Green Team is
a voluntary, associate-driven group that brings
together people from across the company toengage with a variety of environmental sustainability
topics. Green Team’s efforts span three main pillarsof activity:· Connecting communities through sharedinterests and ideas· Learning about topics related to environmental
sustainability· Driving change by partnering with business units
to incorporate sustainability in operations

To support these pillars in 2022, we grew ourmembership base and formed site-specific Green
Team Committees at a number of our offices acrossthe globe. Green Team facilitated over 10 teamvolunteer events globally, such as park and beachcleanups. Through our Community Impact Speaker
Series program, we put the spotlight on nonprofitsthat support environmental sustainability issues,
such as wildfires, species endangerment andsoil health.
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Stamford Pollinator Pathway
In the fall of 2022, members of the Green Teamcame together to create a pollinator garden at
Gartner’s headquarters in Stamford, CT. The garden
is designed to attract bees, butterflies, moths, flies,
beetles, bats and hummingbirds, which are crucial
to our ecosystem, making it possible for food andflowers to grow. We look forward to enjoying the
fruits of our labor for years to come.

“Gartner has really stepped up to the plate and implemented several initiatives thatembolden our associates to act. The pollinator garden is a perfect metaphor for
Gartner as a company, symbolizing our diversity and collaborative approach.”

Ryan Miller
Senior Manager, Real Estate71

Clients
Insight that changes
your perspective.
© 2023 Gartner, Inc. All rights reserved. Legal_1936864

Helping a Broader Communityof Enterprises on ESG Issues
Conferences

Environmental Sustainability

Clients

Executive leadership: Sustainabilityhug
ro ityhli
T ba

We know that sustainability is an important initiative for Gartner clients because it is relevant to all executive
leaders regardless of role: Achieving ambitious sustainability goals requires systemic change across anenterprise. We therefore established analyst resources, a dedicated research team and a cross-functional
research team, known as the Sustainability Research Community. By working cross-functionally, we areweaving sustainability into our roles-based research (e.g., HR, IT, supply chain). In 2022, we continued to
expand our sustainability research coverage, with a 70% year-over-year increase in both published researchand client requests.

Sustainability
Outcomes

ve
Le no
h v
Tec hieAcral ge ogy e
Go to
als

E xe

Gartner survey data shows

DriveS
and ust
Op En
tim
i

ls
oa
G

U.N. Sustainable De
and
vel
n
op
tio
m
a
z
i
en
rd
tegic Ambition
a
t
r
a
t
S
d

ity
bil
na
ai rgy ne tiozaInsight backed by our rigorous research methodologies and proprietary data helps clients make faster, smarter
decisions on their mission-critical sustainability priorities. Our research shows that 87% of surveyed businessleaders plan to increase their financial investments in sustainability between 2022 and 2024. Accordingly, overtime, client inquiries on sustainability topics have increased, and the topics of focus have crystallized aroundsuch issues as strategies to achieve net zero, vendor solutions, data management and business capabilities
needed for successful sustainability program deployment. Gartner’s agility allows us to quickly provide insightthat meets the moment. For example, insights around the European energy crisis in 2022 enabled clients tounderstand their response options and make trade-off decisions where needed.

2022 Corporate Responsibility Reporta, in aal C u l b ilit ye n t u retCommunity Impact

Thriv
Sus ingtain

AssociatesSt
anGovernancest
Su y
L e a d ate g T
S tr andc u ti o n L e ve r s

Source: Gartner

executive leaders are increasingly focused on sustainability
strategy and initiatives. Our coverage of the topic helps
leaders in all roles and functions make decisions to reachsustainability goals.
73Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

Helping a Broader Community ofEnterprises on ESG Issues
In addition to the insight provided directly to clients, Gartner continues to sharematerial publicly to the broader business community, including on our Sustainable
Business Strategy resource center. Here we offer valuable insights for leaders tolearn more about sustainability topics through complimentary articles, research,
webinars and podcasts. As an example, a podcast from our ThinkCast series,
which has been downloaded thousands of times, presents members of the
Sustainability Research Community discussing why sustainability has becomea priority for many executives, and offers steps leaders can take to advance theirown sustainability objectives quickly.
Gartner Business Quarterly, a publication designed for C-suite executives,
provides leaders with an understanding of certain social issues, such as lessons
from the Great Resignation, including mechanisms to prevent brain drain whenemployees leave. And when moments of crisis strike, impacting issues acrossthe ESG spectrum, we have guidance to share, such as the publicly available
Resources for Executives and Their Teams Amid Russia’s Invasion of Ukraine.

We also continue to host free webinars to engage with our clients, as well asa broader audience. In 2022, our Supply Chain Earth Day event had over 800
participants. During this event, a panel of clients outlined how they are meeting
ambitious sustainability goals, the challenges they have overcome and the plans
for the future. Our analysts shared the latest research and insight to empower theaudience to accelerate their own sustainability strategies.

“

Enterprise sustainability commitments and the ambitions
to influence the value chain have never been higher. We areseeing sustainability strategies as an enabler of growth,resilience and stakeholder impact. Sustainability is nolonger a ‘nice to have,’ but is now an essential componentof business strategy.”

Sarah Watt
VP Analyst

74

Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

Conferences
Gartner conferences bring the power of Gartner research to life, delivering
extraordinary value to leaders across the enterprise. Aligned to the same roles
and functions of the clients we serve in research, each conference combines
outstanding insight from experts with unparalleled peer networking. After two
years of virtual-only conferences due to the pandemic, we hosted over 60,000
business and technology professionals at 25 in-person conferences around theworld in 2022. Clients and prospects came seeking inspiration and tactics toachieve stronger performance on their organization’s mission-critical priorities —including those related to ESG. Relevant topics at conferences in the past year
included positioning infrastructure and operations for sustainability, evaluating
vendor sustainability and accelerating sustainability with artificial intelligence,
the Internet of Things and blockchain.
In addition, hosting in-person conferences provides us with the opportunity tocultivate inclusion for our attendees. For instance, we partnered with KultureCity,a nonprofit that supports sensory accessibility and acceptance for those withsensory needs connected to invisible disabilities, such as autism, PTSD and
Parkinson’s disease, to name a few. KultureCity’s Sensory Inclusive training helped
our staff learn more about sensory needs and how to better engage with affected
people. We incorporated additional accessibility features, such as parents
and multifaith prayer rooms and our Accessibility Ambassador program. The
Accessibility Ambassadors provide customized accessibility support to anyone
requesting accommodations. We continue to solicit feedback on how we candesign our conference experience to be more inclusive.

“

Our goal is to create an inclusive experience that reflects thediversity of our global audience. From speakers and content
to networking and accessibility, we strive to make inclusion apart of everything we do.”Christine FuranoMVP, Conferences75Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

Furthermore, we are committed to decreasing the environmental impact ofGartner conferences and started taking measurable steps toward this commitment.
As an example, a number of our conference venues use renewable energy, whichsignificantly reduces the carbon footprint of these events. Waste management
is another focus area: Implementing digital signage and introducing paperlessworkshops help us reduce the reliance on single-use materials. As we continue
to ensure our clients have highly valuable experiences at our conferences, we will
also focus on minimizing the environmental impact of the events.

76Appendix

Corporate Responsibility
Performance Indicators
GRI Content Index
SASB Index
TCFD ResponseGovernance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

Corporate Responsibility Performance Indicators
Company Overview
Organization nameGartner, Inc.

Total revenue$5.5 billion

Geographic Revenue Split
U.S. & Canada$3.6 billion

Europe, Middle East & Africa (EMEA)$1.2 billion

Other International$0.6 billion

Primary brands, products, services

About Gartner

Location of headquarters

Stamford, CT, USA

Countries of operations (number of global offices)

Approximately 85 offices around the world
Worldwide Offices

Markets served

Gartner Form 10-K

Global associates (number)Approximately 19,500*

Key stakeholders

Stakeholder engagement and materiality assessment

Reporting period

January 1 through December 31, 2022

Report cycle

AnnualReport contact

csr@gartner.com
investor.relations@gartner.com*Total associates of approximately 19,500 does not include interns, full-time contractors, casual workers, etc.

78Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

Corporate Responsibility Performance Indicators
Governance
Audit Committee practices

Audit Committee Charter

Board compensation practices

Compensation Committee Charter

Board nomination practices

Governance/Nominating Committee Charter

Board of Directors

Board of Directors

Independent Board members

92%

Female Board members

33%

Racially/ethnically diverse Board members

25%

Board remuneration disclosure2023 Proxy Statement

Code of Conduct

Code of Conduct

Associates who read and acknowledged the Code of Conduct

99%

Business ethics and integrity

Ethics and Compliance
CEO and CFO Code of Ethics
Code of Conduct and other Gartner Policies
Ombuds79Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

Corporate Responsibility Performance Indicators
Governance
Systemic risk management

Risk management discussed throughout the Governance section

Product governance: External certification of quality management systems

Information Security Management System ISO 27001

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

Clients

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

Data security

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

Privacy Policy

Scope of publicly available data protection policy

Privacy Policy

Rights provided to individuals regarding control of their data

Privacy Policy

Executive body responsible for privacy and data security

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

Data protection training

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

Privacy Policy

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

Privacy Policy

Commitment to implement leading data security safeguards

Data security

Managerial responsibility for privacy and data security

Data security

Regular associate training on data privacy and security issues

Data protection training80Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

Corporate Responsibility Performance Indicators
Governance
Data Security and Protection (continued)
Measures to prevent data security breach

Data security

Data subjects can access their accounts to erase, rectify, complete or amend personal info

Privacy Policy

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

Privacy Policy

Regular privacy risk assessments or audit

Data security

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

Data security

Responsible Procurement
Commitment to responsible sourcing

Responsible procurement

Human rights commitment

Human Rights Policy
Modern Slavery Act Statement

Supplier Code of Conduct

Supplier Code of Conduct

Associates
Diversity, Equity and Inclusion
Commitment to Equality

Letter From Our CEO
Diversity, Equity and Inclusion

Global associates (number)Approximately 19,500**Total associates of approximately 19,500 does not include interns, full-time contractors, casual workers, etc.

81Governance

Associates

Community Impact

Environmental Sustainability

2022 Corporate Responsibility Report

Clients

Corporate Responsibility Performance Indicators
Associates
Associates by Gender (Globally)
Female

46.6%

Male

53.2%

Not Disclosed/Not Available

0.3%

VP+ Associates by Gender (Globally)
Female

27.6%

Male

72.1%

Not Disclosed/Not Available

0.3%

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

73.2%

Asian (Not Hispanic or Latino)

8.3%

Hispanic or Latino

7.7%Black or African American (Not Hispanic or Latino)

5.1%

Not Disclosed/Not Available

3.0%

Two or More Races (Not Hispanic or Latino)

2.3%

American Indian or Alaska Native (Not Hispanic or Latino)

0.3%

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

0.1%

82

Governance

Associates

Community Impact

Environmental Sustainability

2022 Corporate Responsibility Report

Clients

Corporate Responsibility Performance Indicators
Associates
VP+ Associates by Race/Ethnicity (U.S. Only)
White (Not Hispanic or Latino)

79.7%

Asian (Not Hispanic or Latino)

9.5%

Not Disclosed/Not Available

3.6%

Hispanic or Latino

3.1%

Black or African American (Not Hispanic or Latino)

2.4%

Two or More Races (Not Hispanic or Latino)

1.5%

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

0.2%

American Indian or Alaska Native (Not Hispanic or Latino)

0.1%

Executive Management by Gender (Globally)
Female

23.1%

Male

76.9%

Not Disclosed/Not Available

0.0%

Recruiting
Initiatives for talent recruitment

Recruiting Diverse, Top Talent to Gartner83

Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

Corporate Responsibility Performance Indicators
Associates
Learning and Development
Programs for upgrading associate skills

Learning and Development

Job-specific development training programs

Learning programs at the business unit level

Comprehensive leadership development training

Leadership development

Number of training days associates receive

Learning and Development

Associate Engagement
Associate engagement assessment

Evaluating the associate experience

Employee resource groups

Employee resource groups

Initiatives for talent retention

Fostering an Engaging Environment

Associate voluntary turnover data disclosure (%)

Total 16.6% (Voluntary 14.5%; Involuntary 2.1%)

Comprehensive benefits

Benefits

Employee stock ownership plan

Benefits

Corporate matches of associate giving

Gartner Gives Charity Match

Associates participating in corporate match program

Gartner Gives Charity Match

Volunteer participation

13.4% of all associates volunteered
24,300 volunteer hours

84

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Associates

Community Impact

Environmental Sustainability

2022 Corporate Responsibility Report

Clients

Corporate Responsibility Performance Indicators
Associates
Career Progression
Initiatives for career progression

Career Progression

Human capital development metrics

Career Progression

Formal mechanisms to promote an open feedback culture

Performance management

Regular formal performance reviews for all associates aligned with career development

Performance management

Environmental Sustainability
Greenhouse Gas Emissions (tCO2e)
Scope 1

2,259.3

Scope 2 (location-based)

10,761.4

Scope 2 (market-based)

9,747.6

Scope 3*39,646.6

Total of Scope 1, Scope 2 (market-based), Scope 3

51,653.5

EnergyTotal electricity consumption (MWh)26,305.8*Scope 3 emissions calculations include purchased goods and services, business travel, employee commuting, capital goods, waste generated in operations, and fuel- and energy-related activities.

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Clients2022 Corporate Responsibility Report

GRI Content Index
Statement of use

Gartner, Inc. has reported the information cited in this GRI content index for the period January 1
through December 31, 2022, with reference to the GRI Standards.

GRI 1 used

GRI 1: Foundation 2021

GRI 2: General Disclosures 2021
2-1 Organizational details

Gartner Form 10-K

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

We report Gartner material nonfinancial impacts for Gartner, Inc., as a single entity.

2-3 Reporting period, frequency and contact point

About this report
csr@gartner.com
investor.relations@gartner.com

2-4 Restatements of information

2019 baseline emissions have been restated due to the inclusion of additional categories ofemissions (purchased goods and services and employee commuting) and improvements in theaccuracy of our data.

2-5 External assurance

We have obtained external limited assurance from Apex Companies, LLC, for the 2019 baseline year,
as well as the 2022 greenhouse gas emissions data.

2-6 Activities, value chain and other business relationships

Gartner Form 10-K

2-7 Employees

Corporate Responsibility Performance Indicators — Associates

2-9 Governance structure and composition

Corporate Governance2023 Proxy Statement86Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

GRI Content Index
GRI 2: General Disclosures 2021
2-10 Nomination and selection of the highest governance body2023 Proxy Statement
Governance/Nominating Committee Charter2-11 Chair of the highest governance body

Corporate Governance
Board of Directors

2-12 Role of the highest governance body in overseeing the management of impacts

ESG governance

2-13 Delegation of responsibility for managing impacts

ESG governance

2-17 Collective knowledge of the highest governance body

ESG governance2-22 Statement on sustainable development strategy

Letter From Our CEO
Our Approach to Corporate Responsibility

2-23 Policy commitments

Gartner Policies

2-29 Approach to stakeholder engagement

Stakeholder engagement and materiality assessment

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

Stakeholder engagement and materiality assessment

3-2 List of material topics

Stakeholder engagement and materiality assessment

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Environmental Sustainability

Clients2022 Corporate Responsibility Report

GRI Content Index
GRI 201: Economic Performance 2016
3-3 Management of material topic

Gartner Form 10-K
About Gartner

201-1 Direct economic value generated and distributed

Gartner Form 10-K
About Gartner
Community Impact

201-2 Financial implications and other risks and opportunities due to climate change

TCFD Response

GRI 205: Anti-Corruption 2016
3-3 Management of material topic

Ethics and Compliance

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

Ethics and Compliance88Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

GRI Content Index
GRI 305: Emissions 2016
3-3 Management of material topic

Environmental Sustainability

305-1 Direct (Scope 1) greenhouse gas emissions

Carbon Footprint
Corporate Responsibility Performance Indicators — Environmental Sustainability

305-2 Energy indirect (Scope 2) greenhouse gas emissions

Carbon Footprint
Corporate Responsibility Performance Indicators — Environmental Sustainability

305-3 Other indirect (Scope 3) greenhouse gas emissions

Carbon Footprint
Corporate Responsibility Performance Indicators — Environmental Sustainability

305-5 Reduction of greenhouse gas emissions

Environmental Sustainability — Carbon Footprint

GRI 401: Employment 2016
3-3 Management of material topic

Associates

401-1 New employee hires and employee turnoverCorporate Responsibility Performance Indicators — Associates

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

Benefits

401-3 Parental leave

Benefits89Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

GRI Content Index
GRI 404: Training and Education 2016
3-3 Management of material topic

Learning and Development

404-1 Average hours of training per year per employee

Learning and Development404-2 Programs for upgrading employee skills and transition assistance programs

Learning and Development

404-3 Percentage of employees receiving regular performance and careerdevelopment reviews

Career Progression
All Gartner associates across all categories receive regular performance and careerdevelopment reviews.

GRI 405: Diversity and Equal Opportunity 2016
3-3 Management of material topic

Diversity, Equity and Inclusion

405-1 Diversity of governance bodies and employees

Corporate GovernanceDiversity, Equity and Inclusion
Corporate Responsibility Performance Indicators — Governance, Associates

GRI 413: Local Communities 2016
3-3 Management of material topic

Community Impact

413-1 Operations with local community engagement, impact assessments anddevelopment programs

Community Impact

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Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

SASB Index
Data Security
Description of approach to identifying and addressing data security risks

Data Security and Protection

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

Data Security and Protection
Privacy Policy

Workforce Diversity and Engagement
Percentage of gender and racial/ethnic group representation for (1) executive managementand (2) all other employees

Corporate Responsibility Performance Indicators — Associates(1) Voluntary and (2) involuntary turnover rate for employees

Corporate Responsibility Performance Indicators — Associates

Professional Integrity
Description of approach to ensuring professional integrity

Ethics and Compliance91Governance

Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

TCFD Response
Governance
Disclose the organization’s governance around climate-related risks and opportunities.
a. Describe the Board’s oversight of climate-relatedrisks and opportunities.

Gartner’s Governance/Nominating Committee of the Board of Directors oversees ESG priorities and initiatives, including climate change. The
Committee is updated quarterly and the full Board is updated annually on Gartner’s approach and progress on ESG. This includes monitoringand overseeing progress against goals and targets for addressing climate-related issues.

b. Describe management’s role in assessing
and managing climate-related risks andopportunities.

The Chief Corporate Counsel serves as chair of the Environmental Sustainability Steering Committee. Established in 2021, the Committee istasked with creating, advancing and overseeing Gartner’s environmental sustainability strategy and reports to the Corporate Responsibility
Executive Council. The Corporate Responsibility Executive Council includes the Chief Financial Officer, Chief Human Resources Officer,
General Counsel, Chief Information Officer, Chief Corporate Counsel, head of DEI and other selected leaders. The Governance/Nominating
Committee of the Board in turn provides oversight of the Company’s ESG priorities and initiatives.
The following groups are represented by leaders on the Sustainability Steering Committee: Real Estate, Source to Contract, IT, Strategy,
Conferences, Finance, Legal and CSR. Each business unit engages to identify opportunities to incorporate environmental sustainability into
Gartner operations and to assess the impact of initiatives and progress toward Gartner’s net-zero goal.
For further detail on the structure of this Committee, see Environmental Sustainability — Sustainability Governance.

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Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

TCFD Response
Strategy
Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s businesses, strategy and financial planning where such information is material.
a. Describe the climate-related risks andopportunities the organization has identified
over the short, medium and long term.

As a professional services company operating under a hybrid virtual-first work environment, we have not identified any inherent climaterelated risks with the potential to have a substantive financial or strategic impact on our business. We acknowledge, however, that we arenonetheless subjected to the following risk examples.
Market: Climate change could impact the types of products and services that clients demand, as well as client/vendor requirements to contract
with Gartner. For example, a small number of clients are starting to include questions related to climate change in their requests for proposal.
Reputation: Gartner’s reputation could be impacted if the company does not understand and respond to stakeholder expectations andperceptions related to Gartner’s sustainability practices. For example, some clients could choose not to conduct business with Gartner ifsustainability goals are not met.
Acute physical: Access to clean water and reliable energy in the communities where we conduct our business, whether for our offices, clients,
vendors or other stakeholders, is a priority. We have large offices in Connecticut, Florida, India, Australia, and other locations that may bevulnerable to climate change effects.
Chronic physical: Some of our offices are located in places that are prone to sea level rise, as well as hurricanes, wildfires and water scarcity.
Gartner has identified several climate-related opportunities. First, we are gaining resource efficiency and therefore reducing direct costs
through a reduction in business travel and optimization of our real estate footprint that resulted from the adoption of our hybrid virtualfirst approach. Second, we continue to identify opportunities to use lower-emission sources of energy: Our offices in Amsterdam, Egham,
Melbourne, Stamford and Sydney were powered with 100% renewable energy in 2022. As of December 31, 2022, over 18.3% of our overall
electricity consumption comes from renewable sources. We also work to improve the energy efficiency of certain sites by investing in LED
lighting, installing occupancy sensors, and controlling lights and HVAC systems through a building management system. See Environmental
Sustainability — Carbon Footprint for more.
Finally, our clients are under increased pressure from their customers, employees and shareholders to set more ambitious environmental, socialand governance sustainability targets. This presents Gartner with the opportunity to provide research and insights on the most challenging
issues companies face as they take steps to reduce their environmental impact. Accordingly, in 2022, we continued to expand our sustainability
research coverage, with a 70% year-over-year increase in both published research as well as client requests. See Clients to learn more.
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Environmental Sustainability

Clients2022 Corporate Responsibility Report

TCFD Response
Strategyb. Describe the impact of climate-related risks andopportunities on the organization’s businesses,
strategy and financial planning.

Climate opportunities have impacted our strategy in that we have expanded our sustainability research coverage for clients. From an
operational perspective, initiatives include transition to renewable energy, responsible management of business travel, incorporating
sustainability into how we operate conferences and IT initiatives. With regard to financial planning, we have incurred direct costs and/or
capital expenditures through transitioning to renewable energy, sustainable office build-outs, and investment in IT infrastructureand equipment.

c. Describe the resilience of the organization’s
strategy, taking into consideration different
climate-related scenarios, including a 2 C or
lower scenario.

Gartner’s climate strategy has been influenced by climate-related risks and opportunities, and we have developed a decarbonization
plan. Gartner has committed to achieve net-zero greenhouse gas emissions by 2035 in accordance with SBTi’s Net-Zero Standard. We are
currently developing science-based targets for further verification with SBTi. We plan to include scenario analysis in the development ofour decarbonization plan.

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Associates

Community Impact

Environmental Sustainability

Clients2022 Corporate Responsibility Report

TCFD Response
Risk Management
Disclose how the organization identifies, assesses and manages climate-related risks.
a. Describe the organization’s processes for
identifying and assessing climate-related risks.

Gartner conducts an annual climate change risk assessment supported by the Enterprise Risk Management team and members of theEnvironmental Sustainability Steering Committee. The process entails assessing the probability, impact and velocity of different climaterelated risk types (current and emerging regulation, technology, legal, market, reputation, acute and chronic physical risks), as well as
discussing processes to mitigate these risks. Each risk type is examined individually, and specific examples of risk (e.g., power grid failure
as a result of extreme weather impacting Texas operations) and affected stakeholders are identified.

b. Describe the organization’s processes for
managing climate-related risks.

For each risk type enumerated above, we have documented mitigating processes carried out by various groups at Gartner. As an
example, IT mitigates the risk of disruption in areas prone to extreme weather through resilience testing procedures for major sites,
including generator backups, monthly tests, etc., implementing business continuity plans for critical locations and functions, andobtaining business interruption insurance.

c. Describe how processes for identifying,assessing and managing climate-related risks
are integrated into the organization’s overallrisk management.

Gartner’s climate change risk assessment is conducted by management, including members of the Environmental Sustainability Steering
Committee, with the support of the Enterprise Risk Management team. This approach follows risk assessment best practices, while ensuring
management is aware of the relevant climate-related risks, how they are assessed and what processes are in place to manage them acrossthe organization. Management uses the results of the risk assessment to help prioritize climate-related activities. The results are also
communicated to the Corporate Responsibility Executive Council so risk considerations can be incorporated into climate-related planningand decision making.

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Environmental Sustainability

Clients2022 Corporate Responsibility Report

TCFD Response
Metrics and Targets
Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material.
a. Disclose the metrics used by the organization
to assess climate-related risks andopportunities in line with its strategy
and risk management process.

Corporate Responsibility Performance Indicators — Environmental Sustainabilityb. Disclose Scope 1, Scope 2 and, if appropriate,
Scope 3 greenhouse gas emissions and therelated risks.

Corporate Responsibility Performance Indicators — Environmental Sustainabilityc. Describe the targets used by the organization to
manage climate-related risks and opportunities
and performance against targets.

We expect to submit our near-term targets to SBTi in 2023.

96