Cgi 2022 Esg Report

Building a more
sustainable
and inclusive
world
2022 Environmental,
Social and Governance Report
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_ 2022 ESG Report Approach Environmental Social Governance Services and solutions Performance
Forward-looking information and statements
This report contains “forward-looking information” within the meaning of Canadian securities laws and deliver our services and to collect receivables, to disclose, manage and implement environmental, social and
“forward-looking statements” within the meaning of the United States Private Securities Litigation Reform Act governance (ESG) initiatives and standards, as well as the reputational and financial risks attendant to
of 1995 and other applicable United States safe harbours. All such forward-looking information and cybersecurity breaches and other incidents, and financial risks such as liquidity needs and requirements,
statements are made and disclosed in reliance upon the safe harbour provisions of applicable Canadian maintenance of financial ratios, interest rate fluctuations and the discontinuation of major interest rate
and United States securities laws. Forward-looking information and statements include all information and benchmarks and changes in creditworthiness and credit ratings; as well as other risks identified or
statements regarding CGI’s intentions, plans, expectations, beliefs, objectives, future performance, incorporated by reference in CGI’s annual MD&A and in other documents that we make public, including our
and strategy, as well as any other information or statements that relate to future events or circumstances and filings with the Canadian Securities Administrators (on SEDAR at www.sedar.com) and the U.S. Securities and
which do not directly and exclusively relate to historical facts. Forward-looking information and statements Exchange Commission (on EDGAR at www.sec.gov). Unless otherwise stated, the forward-looking information
often but not always use words such as “believe”, “estimate”, “expect”, “intend”, “anticipate”, “foresee”, “plan”, and statements contained in our report are made as of the date hereof and CGI disclaims any intention or
“predict”, “project”, “aim”, “seek”, “strive”, “potential”, “continue”, “target”, “may”, “might”, “could”, “should”, and obligation to publicly update or revise any forward-looking information or forward-looking statements, whether
similar expressions and variations thereof. These information and statements are based on our perception of as a result of new information, future events or otherwise, except as required by applicable law. While we
historic trends, current conditions and expected future developments, as well as other assumptions, both believe that our assumptions on which these forward-looking information and forward-looking statements are
general and specific, that we believe are appropriate in the circumstances. Such information and statements based were reasonable as at the date of this report, readers are cautioned not to place undue reliance on
are, however, by their very nature, subject to inherent risks and uncertainties, of which many are beyond the these forward-looking information or statements. Furthermore, readers are reminded that forward-looking
control of the Company, and which give rise to the possibility that actual results could differ materially from our information and statements are presented for the sole purpose of assisting investors and others in
expectations expressed in, or implied by, such forward-looking information or forward-looking statements. understanding our objectives, strategic priorities and business outlook as well as our anticipated operating
These risks and uncertainties include but are not restricted to: risks related to the market such as the level of environment. Readers are cautioned that such information may not be appropriate for other purposes. Further
business activity of our clients, which is affected by economic and political conditions, additional external risks information on the risks that could cause our actual results to differ significantly from our current expectations
(such as pandemics, armed conflict, climate-related issues and inflation) and our ability to negotiate new may be found in the section titled Risk Environment of CGI’s annual MD&A, which is incorporated by reference
contracts; risks related to our industry such as competition and our ability to develop and expand our in this cautionary statement. We also caution that the above-mentioned risks and the risks disclosed in CGI’s
services, to penetrate new markets, and to protect our intellectual property rights; risks related to our business annual MD&A and other documents and filings are not the only ones that could affect us. Additional risks and
such as risks associated with our growth strategy, including the integration of new operations, financial and uncertainties not currently known to us or that we currently deem to be immaterial could also have a material
operational risks inherent in worldwide operations, foreign exchange risks, income tax laws and other tax adverse effect on our financial position, financial performance, cash flows, business or reputation.
programs, our ability to attract and retain qualified employees, to negotiate favourable contractual terms, to
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Contents
Approach Environmental Social Governance Sustainability services

and solutions
President and CEO’s Letter 2 Climate priority 20 People priority 38 Communities priority 71 Corporate governance 84
Journey toward sustainability 116
CGI at a glance 4 Impact 21 Impact 39 Impact 72 ESG governance 89
Sustainability consulting
ESG dialogue 7 Environmental responsibility 22 Our approach 40 Our members in action 73 Management Foundation 90 services 117
Materiality matrix 12 SBTi 23 Diversity, equity, and CGI in action 76 Risk management 91 Sustainability business
inclusion 43 solutions 119
Our ESG strategy 14 Net-zero progress 24 Support for Ukrainians 78 Ethics 93
Health, well-being, and safety 51
Priorities, targets Energy 27 CGI for Good tool 80 Human rights 97 Performance
and progress 15 Career growth and
Traveling 30 development 58 Supporting the economic Procurement 102
Digital collaboration 17 prosperity 81 Global recognition 123
Waste 32 Fair and inclusive recruitment 65 Data privacy 105
Awards 124
Water 32 Equipping for success 66 Security 108
Sustainable development
Nature and biodiversity 33 Taxation 114 goals 125
Sustainable IT 35 Performance data tables 128
Member awareness and
engagement 36 About this report
Environmental emissions
methodology 139
Cover picture
CGI pro bono project for Glossary 140
children with special
educational needs – UK
(see page 77)
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President and CEO’s Letter
Around the world, organizations in every industry are adapting to address several We firmly believe that what gets measured, and the related results made visible,
key macro trends that are influencing and shaping their futures. From supply chain gets done. CGI remains a signatory to the United Nations (UN) Global Compact,
reconfiguration and demographic shifts to the energy transition, these macro trends which includes respect for human rights around the world and respect for
are compelling organizations to create new business models at an intensifying our planet, and we follow UN principles and global best practices in setting our
and often relentless pace. ESG objectives and targets globally, and in cascading those into the plans of
our business units. Our commitments, quantified targets and progress are shared
At CGI, we bring the expertise of our 90,000 members1 to our partnerships with
transparently with all stakeholders through the publication of this ESG report
clients to help them implement digital strategies for navigating and succeeding
for fiscal year 2022.
in these dynamic times. Key to our clients’ success is best serving their customers
and citizens, ensuring that everyone can positively benefit from the empowering Our ESG goals and progress are assessed and recognized by leading external
and innovative impacts that technology can deliver. We also are proud to employ organizations such as the Dow Jones Sustainability Indices (DJSI) and EcoVadis.
George D. Schindler our expertise in collaboration with clients, academia, and local charitable This year, EcoVadis awarded CGI the platinum rating for Sustainability Performance,
President and Chief organizations to improve the economic, social and environmental well-being of their highest rating, in recognition of our disciplined approach of integrating
Executive Officer our shared communities. sustainability into our daily business practices around the world.
As a leading global business and IT services firm, we recognize that CGI has an Environmental
important role to play in operating as a responsible and ethical company on behalf
Over the past year, we progressed our ongoing efforts to ensure we reach our
of our three stakeholders: our clients, our members, and our shareholders.
goal of achieving net-zero by 2030. We also are implementing new practices,
Through our annual strategic planning process, we consult with each of these
outlined in this report, to reduce CO2e emissions related to our operations,
stakeholders, gaining important insights that help inform our business plans
buildings and travel. In line with our environmental strategy and energy efficiency
for the year ahead. More than ever, ESG (Environmental, Social, and Governance)
practices, we maintained our CO2e emission intensity per member within the
initiatives are part of this stakeholder dialogue.
2021 levels even as we welcomed more than 10,000 new members this year.
1 We call our consultants and professionals members as a majority of them are also owners of CGI. See the glossary on page 140 for specific terms and acronyms.
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We were pleased to once again participate in the UN Climate Change Conference, Governance
known as COP27 this year. We engaged in active discussions about CGI’s
In our daily operations around the world, we are guided by a unifying
sustainability services and solutions, including the metaverse, to share how
CGI Management Foundation which specifies rigorous corporate governance
technology can play a pivotal role in helping organizations operate innovatively
standards and frameworks to guide our business practices and stakeholder
and use data to advance climate change goals and achieve long-term
relationships — all in line with the highest ethical principles.
stakeholder value.
We are committed to deploying our digital services and solutions responsibly and
Social to adhering to best-practice privacy and data protection standards. This includes
With a long-standing core value focused on Respect, we have a steadfast accelerating how we assess the ESG commitments of our key suppliers, including
commitment to recognizing and welcoming the richness that diversity brings to our the full respect for human rights in our supply chain and in our operations around
company and to the work we deliver every day for clients. Through measurable the world.
goals, we work to continuously advance our diversity, equity and inclusion (DE&I) As you will read throughout this report, 2022 was a year of positive growth for the
progress internally and by championing digital inclusion for all. We continue to lead benefit of each of our stakeholders, and a year where we continued to accelerate
educational programs that help equip the future workforce to pursue careers in IT, progress on our ESG commitments for the betterment of our communities.
especially those who are underrepresented in our industry.
I would like to thank our clients and members for their engagement in helping CGI
To accelerate our members’ passion for making a difference in the communities contribute to building a more sustainable and inclusive world.
where we live and work, we launched this year a new CGI for Good digital
volunteering tool. The online platform provides access to wide a range of in-person
and remote volunteering and pro bono activities with local organizations where George D. Schindler
we can collectively help generate societal value. President and Chief Executive Officer
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CGI at a glance
CGI is among the largest IT and business consulting

services firms in the world. We are insights-driven and
outcome‑oriented to help accelerate returns on IT and
business investments. In all we do, our goal is to build
trusted relationships through client proximity, providing
industry and technology expertise to help our clients meet
the needs of their customers, citizens, and communities.
Founded in
1976
46 years
of excellence
Head office:
Montréal, Canada
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CGI at a glance
CGI by the numbers*

AMERICAS
CA$ 12.87B Canada

Colombia
Mexico
United States
revenue EUROPE AND AFRICA
Belgium Morocco
90,000
Bulgaria Netherlands
Czech Norway
Republic Poland
consultants and Denmark Portugal
professionals Estonia
Finland
Romania
Slovakia
France South Africa
Germany
400
Spain
Hungary Sweden
Italy Switzerland
locations Latvia
Lithuania
United
Kingdom
Luxembourg
5,500 ASIA AND OCEANIA

Australia Philippines
clients India Singapore
benefiting from end-to-end services Malaysia
* As of September 30, 2022
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CGI at a glance
CGI today
To be a world class end-to-end IT and business consulting services leader
Our Vision is to be a
global world class
end-to-end IT and
business consulting RECOGNIZED BY OUR CLIENTS RECOGNIZED BY OUR CLIENTS
services leader helping as their partner of choice for our commitment as their expert of choice for the depth of
our clients succeed. to their success and for our track record our experience in their industry sectors and
This vision is supported of outstanding delivery of our knowledge in information technology
by six strategic goals:
CO
RECOGNIZED BY OUR SHAREHOLDERS M M U NITIES RECOGNIZED BY OUR MEMBERS*
as a well-managed, financially strong as an empowering environment in which to
company providing superior returns build a career and a company we can be proud of
RECOGNIZED BY OUR STAKEHOLDERS

as an engaged, ethical and responsible corporate citizen
* We call our consultants and professionals members as a majority of them are also
owners of CGI. See the glossary on page 141 for specific terms and acronyms.
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ESG dialogue
At CGI, we build our ESG strategy through clear and

effective engagement with our three stakeholders:
members, clients, and shareholders. We foster
collaboration and transparency by continuously
seeking feedback from our stakeholders, integrating
that feedback into the decisions we make, and being
transparent with all in how this feedback has
influenced our strategic directions.
As an engaged, ethical and responsible company, we understand

that the scope of our ecosystem is broad and therefore our
collaborations include many parties such as our suppliers, local
community organizations, and industry and economical partners.
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ESG dialogue
Our three stakeholders Voice of our stakeholders programs
We have global frameworks and standardized tools to facilitate The CGI Voice of Our Clients, Voice of Our Members, and
strategic discussions with our three stakeholders on topics Voice of Our Shareholders programs are conducted annually.
including ESG. This is foundational to the way we operate, They provide a structured forum to receive key input from our
measure our performance, and nurture strong and lasting stakeholders. These insights are key to maintaining equilibrium
relationships with our stakeholders. between our clients, members, and shareholders when we make
decisions regarding our strategic direction.
We continuously gather insights and measure stakeholder
satisfaction through our Satisfaction Assessment Programs and The objectives of these programs are to enable members to
solicit stakeholder input on our strategies through the Voice of share their comments on our strategic goals and priorities, have
Our Clients, Voice of Our Members, and Voice of Our Shareholders in-depth conversations with our clients about the trends and
programs. These programs are all part of our partnership priorities affecting their business, and to receive feedback on the
management frameworks included in our Management Foundation management of the company from our shareholders.
(see page 90) and are intended to create meaningful dialogues,
Local conversations regarding ESG
support future action plans, and bolster stakeholder relationships.
In addition to our frameworks, our proximity model enables us to
Satisfaction assessment programs have conversations about ESG topics that are adapted to the
To evaluate and improve the satisfaction of our stakeholders, specific opportunities and challenges of each community where
we conduct ongoing assessment programs. These programs we live and work. We also have dedicated meetings about ESG
foster quality dialogues through face-to-face meetings with each topics with our clients and investors, and our local Member
stakeholder. The client and shareholders dialogues are followed Resource Groups offer platforms for knowledge sharing on specific
by a stakeholder questionnaire, and conclude with sign off from topics such as diversity, equity, and inclusion (DE&I). In addition,
both the stakeholder and a CGI representative. The member members, as owners, also have an opportunity through the Annual
dialogue is followed by a questionnaire where responses remain Tour to engage with the senior executive leadership and gain better
completely anonymous to promote open and honest feedback. understanding of the CGI direction, including from an ESG
perspective.
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ESG dialogue
Frameworks and tools

for an active dialogue
CO
M M U NITIES
Members • Member Partnership Clients • Client Partnership Shareholders • Shareholder Partnership

Management Framework Management Framework Management Framework
(MPMF) (CPMF) (SPMF)
• Member Satisfaction • Client Satisfaction • Shareholder Satisfaction
Assessment Program Assessment Program Assessment Program
(MSAP) (CSAP) (SSAP)
• Voice of Our Members • Voice of Our Clients • Voice of Our Shareholders
• Annual Tour
These programs provide formal opportunities to discuss our work and strategies, take measures to understand the results, and address any identified issues.
Stakeholders are encouraged to offer observations and recommendations about our global ESG strategy and actions and the extent to which they are implemented at
the local level.
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ESG dialogue
ESG topics discussed

Members Clients Shareholders
Voice of our Number of Over 54,000 1 CGI consultants among 1,675 executives Over 300 shareholders, other investors,
stakeholders participants 90,000 worldwide and analysts
programs
ESG topic • Volunteering opportunities • Technological and digital acceleration • Transparent ESG reporting
raised • Climate action • Changing social demographics • Net-zero commitment
• Client involvement in ESG initiatives • Climate change • DE&I engagement
• Sustainable solutions for clients • Supply chain reconfiguration • Corporate governance
• Deglobalization
Satisfaction Overall score 8.74 Overall member satisfaction 9.37 Overall client satisfaction 8.60 Overall shareholder satisfaction
assessment 10 in 2022 10 in 2022 10 in 2022
programs
Score on 8.67 How well do you think CGI works 9.35 How would you rate our 9.20 Are our environmental and social
ESG topics 10 with our clients and local 10 collaboration with you on initiatives 10 practices appropriately
organizations to benefit the that benefit the well-being of our communicated? 2
well-being of our communities, communities, such as sharing
such as sharing our professional our professional expertise through
expertise through mentoring, mentoring, environmental
environmental sustainability sustainability work, and pro bono
work, and pro bono projects? projects?
1 All members are invited to participate in this survey which is conducted during a specific period of the year; so this will not include recent acquisitions or members who joined after this campaign period.
2 On a scale from 1 to 10, 10 being most appropriately communicated
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ESG dialogue
Dialogue with our ecosystem

In today’s digital world, collaboration Collaboration on ESG topics
is key to achieving long-term success. Parties involved Local community Suppliers Industry and economical partners
We continuously engage with parties organizations Professional associations and networks,
involved in our ESG ecosystem to
Non-governmental organizations, governments, experts
contribute to ESG initiatives and
associations, educational
increase our positive impact on the
institutions
communities where we live and work.
In alignment with our proximity model, Purpose of the Support communities by creating Ensure our Third-Party Code Create specific programs at the country level,
we reach out to local associations and stakeholder jobs, advancing digital inclusion in of Ethics is followed and participate in national government programs,
groups and determine the best ways engagement our educational partnerships, and human rights are respected and advance ESG topics with clients and
we can collaborate with them and providing opportunities to groups other companies through working groups
provide support. under-represented in IT in partnership
Key ESG topics • Digital inclusion, education, • Ethics and responsibility • Committing to specific governmental
in 2022 and employability in the value chain programs
• Community work • Decarbonization and • Mapping of local laws and regulations
• Advancement of digital equity supply chain • Data disclosure challenges, new
for vulnerable groups • Modern slavery and regulations, and best practices
human rights
To learn more about how we engage with the parties involved for a more inclusive and sustainable world, read our cgi.com page.
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Materiality matrix
As an engaged, ethical and responsible corporate Our assessment process 2. Assessment and prioritization of ESG topics
citizen, we regularly engage in open dialogues with We then interviewed internal and external stakeholders to
1. Identification of ESG topics
our key stakeholders to identify our ESG priorities prioritize material topics and identify how to best address them.
We first undertook a broad review to identify which ESG topics
and decide how to best address them. This process consisted of:
could potentially be related to CGI and our business.
• Online surveys among members of our ESG Executive
This year, with the support of our ESG Executive Steering The materials we reviewed included:
Steering Committee and members of our ESG network
Committee and Global ESG network, we updated our • Our latest enterprise risk assessment program
• In-depth interviews with key external stakeholders, including
company-wide ESG materiality assessment. • Our latest client and member satisfaction assessment results
clients, investors, suppliers, and representatives of the
The 2022 ESG Materiality Matrix summarizes the importance • The most recent global standards on responsible business communities in which we live and work, in particular from
of 22 ESG topics to our societal impact and future business conduct and reporting, such as Global Reporting Initiative the academic world
success. This effort provides us additional insights on (GRI) guidelines, Sustainability Accounting Standards Board
• Ranking the topics based on importance to and impact on
fast-moving issues, as well as emerging trends and helps (SASB) software and IT services sector guidelines
society according to external stakeholders (y-axis in the graphic
us continuously inform our ESG strategy. • The latest materiality assessments conducted by our next page) and importance to and impact on our future
IT consulting industry peers business success over the next five years according to the
• Additional sustainability and ESG expert insights on topics ESG Executive Steering Committee and ESG network (x-axis)
and trends
3. Forecasting potential topic evolution
over the next five to ten years
Because the sustainability agenda is ever-changing and
fast-moving, we invited both internal and external stakeholders to
forecast how material topics will evolve over the next ten years.
This information helps us anticipate how to best address and
prioritize these topics under our current strategy.
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Materiality matrix
The CGI ESG materiality matrix

Most material topics
Responsible supply chain / procurement Carbon and energy management Data privacy and cybersecurity
Topics with high importance
Waste (including e-waste) Sustainable solutions for clients Business ethics, values, and integrity
VERY HIGH
and circular economy Topics with medium importance

Responsible digital innovation
Priority of ESG topics for external stakeholders
Diversity, equity and inclusion Responsible leadership and governance
Employee well-being and mental health ESG governance and reporting

HIGH
Human rights and working conditions Digital inclusion

(including interim workers, third-parties, etc.)
Employee physical health and safety
Business resilience to systemic risks Industry and business expertise Profitable and sustainable growth ESG topics themes
Contribution to local Client satisfaction and collaboration Talent attraction and retention Social / Labor
economic development
MEDIUM
Talent development Community

Charitable support for social impact
Environment
Governance
Priority of ESG topics for internal stakeholders Value chain
MEDIUM HIGH VERY HIGH
Business
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Our ESG strategy
Strategic goal #6
Recognized by our stakeholders as an engaged, ethical and responsible corporate citizen
ESG strategy
Environmental Social Governance

Accelerating the Championing digital inclusion for Leading with trust
transition to net-zero all to empower diverse talents and transparency
Strategic priorities and their material topics
Climate People Communities Governance

• Carbon and energy management • Talent attraction • Responsible digital innovation • Data privacy and cybersecurity
• Sustainable solutions for clients and retention • Digital inclusion • Business ethics, values, and integrity
• Waste (including e-waste) • Diversity, equity and inclusion • Contribution to local economic • Responsible leadership and governance
and circular economy • Employee well-being and mental health development • ESG governance and reporting
• Employee physical health and safety • Charitable support for social impact • Profitable and sustainable growth
• Talent development • Responsible supply chain/procurement
• Human rights and working conditions
• Industry and business expertise
• Client satisfaction and collaboration
• Business resilience to systemic risks
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Priorities, targets and progress
ESG strategic priorities

We enable CGI members to be actively engaged in the
communities where we live and work by prioritizing
partnerships with clients, and also by collaborating,
across our global footprint, with educational institutions
and other local organizations, on three global priorities:
People Communities Climate

We champion digital inclusion for all We commit to positively contribute to We demonstrate our commitment to an
citizens, taking actions locally to improve society by leveraging our members’ environmentally sustainable world
access to technology and business personal engagement and IT and through projects and solutions delivered
education and mentoring in order to help business expertise through investment in for and with our clients, and through our
everyone be successful in a digital social impact projects, local economic operating and transportation practices,
society. growth initiatives, and by actively supply chain management, and
supporting pro bono engagements. community service activities.
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Priorities, targets and progress
ESG targets, progress, and achievements*

Corporate Governance
Climate People Communities and Responsibility
Targets GHG emissions reduction Diversity and education Pro bono Board diversity — Supply chain
Net-zero emissions by 2030 DE&I: Achieve the same level of diversity 100% of business units to implement 30%: maintain target for women
representation at the leadership levels as the pro bono projects by 2026 Board of Directors
100% renewable electricity in all
company population as a whole by 2025
our data centers by 2023 70% of significant suppliers1
Education: Reach twice as many participants assessed on environmental and
for our education and mentoring programs as social criteria by 2025
CGI members by 2023
Progress and 65% 33.3% 58% 31.3%

achievements reduction of CO2e emissions from of SBU3 Presidents are women of our business units implemented of women on the Board of Directors
2014 pro bono projects
27.5% 16
76.1%2 women in leadership 4 16,724 members of the Board of Directors
of data center electricity from members engaged, impacting more living in 5 countries, multilingual,
renewable sources 34.2% than 1M beneficiaries worldwide representing expertise in more than
women members overall 12 vertical markets / submarkets
46.8% 45,019
of total energy from renewable ~502,000 hours of participation in pro bono 58%
sources STEM and educational programs beneficiaries, and volunteering activities of significant suppliers assessed on
representing 5.6 times the number of our members environmental and social criteria
* As of September 30, 2022

1 250 significant suppliers with which we have done the most business over the last three years. See details on page 102.
2 Data center emissions include Scope 2 electricity consumption only, excluding diesel emissions related to backup power.
3 CGI is comprised of 9 Strategic Business Units (SBU), each with a president who reports directly to the company’s CEO.
4 Job Categories: Manager, Director, Vice-President and Senior Vice-President
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Digital collaboration
The ongoing digital era promises incredible benefits Our commitment: Digital inclusion and skills development
to society, from accelerating the decarbonization of Ensuring everyone benefits The digital world is constantly changing, and some populations
our economy to helping citizens communicate, live,
As a global leader in digital services, we are committed to acting are being left behind. We help to counter this by fostering the
and work more flexibly, productively, and enjoyably.
in a sustainable manner and fostering what we call “digital new skills and experiences crucial to digital inclusion, especially
But, we also recognize there are challenges, such as
collaboration.” This means bringing the best in digital innovation for those most at risk.
the potential widening of digital inequalities, as many
to our clients, members, shareholders, and communities. We develop programs and partnerships to promote digital
citizens lack the financial and educational privileges
necessary to fully enjoy the advances of the Since our founding in 1976, we have collaborated with clients literacy so everyone can benefit:
digital world. to realize the extraordinary potential of innovation and digital • We encourage and inspire students from under-represented
technology in advancing their goals. We also bring digital groups to consider IT careers.
innovation to our members to help advance their careers. • We create opportunities for adults to acquire relevant skills so
As a company and through our members, we share our digital they have the tools and confidence to change careers or return
expertise to advance the well-being of the communities where to the labor market after a long period of absence.
we live and work. This includes partnering with educational • We create targeted opportunities with diversity, equity,
institutions and local organizations to help individuals and groups, and inclusion in mind to reach more women.
including the most disadvantaged, more fully participate in • We promote lifelong learning for our members to help them
our society. achieve their personal career goals and put them at the
forefront of knowledge in a rapidly evolving field.
To learn more about our actions and their impact,

visit the People section of this report.
STEM camp in Chennai, in partnership with our client, PNC — India
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Digital collaboration
Digital enablement Digital trust

For decades, we have used our expertise to help our clients offer As a leader in digital services, we have a responsibility to deploy
services and products that improve quality of life for citizens and digital strategies using the highest standards of accessibility,
consumers. And, we are also building a more sustainable world security, data privacy, and respect for human rights and to limit
through our services and the contributions of our members in any negative impacts of those strategies as much as possible.
the communities where we live and work. • We implement innovative and secure solutions that allow our
• We combine our in-depth knowledge, leading IT solutions, and customers to rely on us for responsible digital practices.
end-to-end service offerings to help our clients successfully • We are a trusted artificial intelligence (AI) expert, helping clients
manage sustainability opportunities and challenges. deliver responsible AI.
• We encourage our members to be digital enablers in their • We are committed to reducing the negative impact of digital
communities, providing opportunities to identify the needs of technology through sustainable solutions and services.
local organizations and the tools to help fill those needs • We are committed to making our projects, services, and
through pro bono commitments. technologies accessible to people of all abilities.
• We offer digital tools that give underserved communities • We ensure that human rights and ethics are respected in
access to the digital world, and we conduct programs for the everything we do.
reuse and recycling of digital material.
To learn more about our actions and their impact, visit the
To learn more about our actions and their impact, visit the Governance and Sustainability services and solutions sections
Communities and Climate sections of this report. of this report.
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Environmental
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Climate
Strategic priority
We demonstrate our commitment to an environmentally
sustainable world through projects delivered in
collaboration with clients, our services and solutions,
and through our operating and transportation
practices, supply chain management, and community
service activities.
Tree planting in partnership with our client, OP — India
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Impact
As a global leader engaged in environmental actions, we remain fully

committed to the ongoing preservation and improvement of the ecosystems
in the communities in which we work.
Our targets:
Net-zero carbon emissions by 2030
100% renewable electricity in all our
data centers by 2023
Measuring success
65% 76.1% 35%

2
CO2e emission
1
of data center electricity of locations ISO 14001
reduction from 2014 from renewable sources certified
70% in 2021 69.5% in 2021 31% in 2021
1 CO2e (carbon dioxide equivalents) is a unit that makes it possible to compare the climate effects of different types of
greenhouse gases by expressing the emissions as equivalent to carbon dioxide. Cleaning activity — UK
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Environmental responsibility
We are committed to responsible and environmentally We continue to deploy the ISO 14001 standard across our
conscious practices throughout our operations, which geographies with four new countries (Germany, Morocco,
primarily include our office operations, business travel, Norway, and Denmark) certified in 2022. We now have
data center activities, and procurement of IT assets. environment management systems (EMS) in place for our
operations in the Czech Republic, Denmark, Finland, France,
Our environmental policy was developed to: Germany, Luxembourg, Morocco, Netherlands, Norway,
• Comply with or exceed all applicable government Portugal, Slovakia, Spain, Sweden, and the UK.
environmental regulations, along with other significant
A total of 35% of our locations are covered by locally implemented
commitments to our clients and members
environmental management systems, which have been externally
• Implement waste management practices that promote verified and assured for these ISO 14001 operations. In 2023,
reducing, recycling, reusing, and the proper disposal of we intend to continue increasing this percentage.
unavoidable waste
Communicating the environmental impact of our business
• Use energy, waste, and resource management best practices
operations and our strategies to mitigate that impact is key to
to reduce and prevent pollution
ensuring our EMS compliance. This is done through a number
• Choose facilities conforming to sustainable building standards
of awareness and information initiatives, but also through our Waterton office solar panel — UK
• Communicate our environmental practices, progress, and enhanced global environmental training as well as learning
related policies to our stakeholders channels that address various sustainability related topics.
• Promote sustainable mobility and low carbon travel
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Science Based Targets initiative (SBTi)
As a signatory of the Race to Zero campaign in the UK, “We were pleased to participate in COP27
our UK net-zero strategy includes setting to share the responsible practices and
science-based targets (SBTs) under the Science
Based Targets initiative (SBTi). Our UK SBTs have been
enabling technologies that can help
validated as consistent with reductions necessary to organizations embed new ways of
keep warming to 1.5°C, the most ambitious goal of the operating. Addressing our environmental
United Nations Paris Agreement. Through our UK impact and supporting the communities
SBTs, we demonstrate our commitment to reducing in which we operate is fundamental to
greenhouse gas (GHG) emissions by 46% or more for
our own operations (Scope 1 and 2), and by 46% or
our purpose. We know that to achieve
more for our business travel (Scope 3) between 2019 global net-zero goals, every organization
and 2026. We are also committed to 50% of our must do their part to reduce and remove
suppliers in the UK (by spend, covering purchased emissions — and technologies need
goods, services, and capital goods) reducing their to be leveraged and created to solve our
own climate impact by setting their own SBTs by 2026.
We plan to set an absolute emission reduction SBT
carbon challenges.”
for our full Scope 3 emissions in the UK. At the global Tara McGeehan
CGI was proud to participate again in the UN Climate Change
level, our teams and the ESG Executive Committee President of UK and Australia Operations and a member of the Conference, known as COP27, in Egypt from November 6–18, 2022.
are currently examining possible strategies to adopt COP26 Business Leaders Group.
SBTs across our organization.
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Net-zero progress
Net-zero by 2030
As our sustainability journey progresses, Our climate roadmap aligns with quantifiable
we continue to take decisive steps targets that focus on operations within our
toward net-zero emissions for our own control and within our operational scope.
operations (Greenhouse Gas Protocol To turn our priorities into action, our internal
Scope 1, 2, and 3 business travel). Climate Working Group collaborates with the
It is also anticipated that certain ESG Executive Steering Committee to support
geographies within our company will and drive a range of local initiatives supporting
reach the net-zero target prior to 2030. the transition to a low-carbon economy.
The working group is made up of local climate
In 2022 leaders from all Strategic Business Units and
CGI thought leaders who report information and
65% progress to the steering committee. In 2023,
CO2e emissions our dedicated teams will examine the emissions
reduction compared related to specific elements of Scope 3
to 2014 baseline (including waste, procurement, and commuting),
and review the emission reduction strategies
that can then be deployed.
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Net-zero progress
We achieved a 65% reduction in our total 70 = 1

carbon emissions including Scope 1, 2, and 3 (x 70)
CGI total emission and intensity per employee (tCO2e)
(business travel only) between 2014 and 2022.
Over the same period, we saw a 74% reduction 125,000 CGI total emissions 2.50
100k= 140 – 27%
in our carbon intensity per employee, which
(x 0.0014)
was 0.50 tCO2e1 in 2022. 100,000 2.00
The period 2020–2021 was marked by the – 52%
impact of COVID-19 and the adaptation of our 75,000 1.50
Intensity – 65%
ways of working while maintaining the close per employee
– 70%
collaboration with our clients. The 2022 results
50,000 1.00
also take into account the addition of 10,000
employees coming from our growth during the
year and recent acquisitions. As illustrated in the 25,000 0.50
table to the right this, along with the return of
certain post-COVID-19 business practices, 0 0
contributed to an increase in emissions 2014 2015 2016 2017 2018 2019 2020 2021 2022
compared to 2021, but our 2022 emissions were
still well below 2019, despite additional
employees. Climate performance 2019 2020 2021 2022 vs 2014
Net emissions (tCO2e) 93,545 61,815 38,054 45,402 − 65%
Employees 77,500 76,000 80,000 90,000 + 36%
Total Carbon Emissions per employee (tCO2e) 1.21 0.81 0.48 0.50 − 74%
1 CO2e (carbon dioxide equivalents) is a unit that makes it possible to compare the climate effects of different types of greenhouse gases by expressing the emissions as equivalent to carbon dioxide.
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Net-zero progress
70 = 1
We remain committed to our target of net-zero (x 70)
carbon emissions by 2030 regarding carbon CGI net emissions (Scope 1, Scope 2, and business travel of Scope 3)
emissions under our direct and indirect control
as defined by Scope 1, 2, and the business 140,000
travel of Scope 3. 120,000
100,000
80,000
60,000
40,000
2022 greenhouse gas
emissions by sources (tCO2e) 20,000
Business travel 0
Offices 22,285 2014 2015 2016 2017 2018 2019 2020 2021 2022
20,221
Scope 1 Scope 2 Scope 3 (business travel)
100k= 140
(x 0.0014)
GHG Scope Type of control Emission sources
Scope 1 Emissions under operational control Stationary fuel combustion, company-owned and leased vehicles
Scope 2 Indirect emissions from purchased energy Electricity, heating, and cooling
Data centers
2,896 Scope 3 Other indirect emissions Business travel
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Energy
Total energy usage While the quick transition to working from home during the
pandemic led to significant reductions in carbon emissions from
(offices and data centers)
our offices, business travel, and commuting, remote work is not
Our offices and data centers are a key contributor of energy without its own emissions impact. With that in mind, we are
emissions in our portfolio. We are actively reducing these developing methodologies to consider emissions associated with
emissions while also mandating improved efficiency in our working from home, including from the use of computers.
future offices.
During the COVID-19 pandemic, we discovered new strategies

to optimize our offices without compromising our business
objectives.
The current global energy crisis has also presented increased Energy usage for offices and data centers
energy costs in many countries, leading governments to ask
businesses to reduce their energy consumption. In response, we Total consumption Net emissions Renewable electricity Grid electricity
are working with stakeholders to identify opportunities for energy
consumption reductions in our offices. 179,417 23,117 46.8% 53.2%
As we return to our offices following government health guidelines, MWh tCO2e of total energy of grid electricity
we remain committed to maintaining our optimizing approach. from renewable
Our total real estate footprint continues to trend downward, sources
resulting in reduced Scope 2 emissions compared to our
2019 baseline. −1.1% vs. 2021 −10.2% vs. 2021 +2.6% vs. 2021 −2.6% vs. 2021
−28.2% vs. 2019 −43.1% vs. 2019 +5.5% vs. 2019 −5.5% vs. 2019
−42.1% vs. 2014 −64.6% vs. 2014 +6.8% vs. 2014 −6.8% vs. 2014
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Energy
Offices
To meet our interim targets, we have also increased the Energy usage for offices
number of renewable energy contracts for our offices this year.
Total consumption Net emissions Renewable electricity Grid electricity
When considering renewable usage, we explore opportunities
for heating and cooling consumption as well.
During 2022, 25.6% of energy consumption equal to

103,199 20,221 25.6% 74.4%
26,430 megawatt hours (MWh) in our offices was sourced from
MWh tCO2e of total energy
renewable energy. Going forward, we aim to increase the
from renewable
percentage of renewable energy usage at sites where
sources
an economically viable renewable energy supply is available.
+1.5% vs. 2021 −4.0% vs. 2021 +1.2% vs. 2021 −1.2% vs. 2021
−28.9% vs. 2019 −37.5% vs. 2019 +0.6% vs. 2019 −0.6% vs. 2019
−42.5% vs. 2014 −60.9% vs. 2014 +2.6% vs. 2014 −2.6% vs. 2014
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Energy
Data centers UK, INDIA

Transitioning to energy-efficient and
Our continuous effort to increase renewable usage and implement energy efficiency measures dramatically reduced our energy renewable-powered offices
consumption and carbon emissions from data centers by 76.1% compared to our 2014 baseline emissions. We remain committed to Across our locations worldwide, we strive to maximize
achieve 100% renewable electricity usage in all our data centers by 2023. Over the long term, we also plan to eliminate diesel in our renewable usage and implement energy efficiency measures to
backup power systems by following technological developments and seeking alternative choices. reduce our energy consumption and carbon emissions. In the
UK, we made several green infrastructure investments, including
installing solar photovoltaic panels at our Waterton office. It is
Energy usage for data centers now home to the largest solar panel system on a commercial
building in Wales, with a total of 390KWP of solar energy onsite.
Total consumption Net emissions Renewable electricity Grid electricity
Learn more
76,218 2,896 76.1% 23.9%

1
Our Leatherhead office is now fitted with an energy-efficient boiler

MWh tCO2e of electricity from system and chillers, and a heat recovery system. Building
renewable sources management systems at our Leatherhead, Waterton and Reading
sites monitor, control, and change energy settings remotely to
−4.5% vs. 2021 −37.9% vs. 2021 +6.6% vs. 2021 −6.6% vs. 2021 reduce energy consumption and waste.
−27.4% vs. 2019 −65.1% vs. 2019 +12.1% vs. 2019 −12.1% vs. 2019 In India, we entered into power purchase agreements for
−41.6% vs. 2014 −78.9% vs. 2014 +12.6% vs. 2014 −12.6% vs. 2014 renewable electricity for two offices, which will prevent nearly
1,372 tons of CO2e emissions per year. Currently, 100% of
electricity in our Mumbai office is generated by solar, while 70%
of electricity in our Bangalore (Technopolis) office and 50% in
our Chennai office comes from wind.
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Traveling
We believe that in-person interactions are important to effective We are looking at making additional reductions by incorporating “In the Netherlands, we have a new mobility
stakeholder meetings, and as business travel has rebounded electric vehicles in our global car fleets.
program to transition to electric lease
from its pandemic lows, we have seen travel emissions increase
accordingly.
On another level, to reduce the environmental impact of commuting cars. We also have a public transportation
for our members, we have green mobility programs in place in
Recognizing that business travel1 is a significant source of many countries. These programs are essential to our climate goals,
card available to members. Trains in
emissions for CGI, we have reduced our emissions by continuing and we are making it a priority to add them to our overall strategy. the Netherlands run on 100% renewable
to hold events and meetings virtually, updating our global travel energy, and many buses use 100%
policy to favor low-carbon mobility, and reducing our car fleet. renewable energy. When you reach the
train station, rental bikes are available to
get you to your destination. What’s more,
Business travel
biking isn’t just good for the environment,
Total consumption of fuel Total distance of Net it’s also good for your health.”
of our global car fleet all business travel emissions Marion Braams
3,993 103,832 22,285

Vice-President Consulting and ESG Lead for Northwest
and Central-East Europe.
thousand liters thousand tCO2e
passenger km
+19.2% vs. 2021 +30.4% vs. 2021 +80.8% vs. 2021
−43.0% vs. 2019 −75.1% vs. 2019 −57.9% vs. 2019
−40.6% vs. 2014 −78.9% vs. 2014 −64.4% vs. 2014
1 Air travel, car, public transportation

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Traveling
PORTUGAL FRANCE, NORWAY

Transitioning to plug-in electric Accelerating change with sustainable mobility
hybrid vehicles Across several of our global operations, we have sustainable
As part of our net-zero commitment, we constantly seek new mobility programs to encourage our members to choose
ways to reduce our fleets’ carbon emissions. In Portugal, safe, efficient, and environmentally conscious transportation.
we partnered with Daloop, a sustainable fleet management
In France, for several years, we have reimbursed our members
solutions provider, to switch our fleet to plug-in hybrid
100% of public transport and city bike costs. Approximately
electric vehicles as an effective step in the transition from
40% of our members use this program. In 2022, we offer
internal combustion engines.
our members, who do not take advantage of our public
To validate this approach, we worked with Daloop and the transportation program, up to €500 a year to assist with
energy supplier Galp to track usage and gather and analyze buying bikes, including electric bikes. Since its launch,
data using devices installed in the vehicles. The project 10% of our members in France have already enrolled.
revealed that drivers increased usage of electric powertrains
In Norway, our office in Stavanger is a member of
by around 10% and used the electric mode more than 40% of
HjemJobbHjem (HomeWorkHome), which offers discounted
the time. Additionally, the move to plug-in electric hybrid
public transportation tickets and free use of city bikes for
vehicles reduced overall energy costs by 20% per vehicle
travel to and from work. Along with the positive environmental
within the first three months and decreased fleet fuel
impacts, participants reported increased physical activity
consumption by 5–13% per month.
and savings. In addition, many of our facilities are equipped
with electric vehicle charging stations for our clients and
members to encourage sustainable mobility.
CGI member using her bike to go to work — France
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Waste Water
The types and volumes of waste produced by CGI are typical Along with cooling and humidity control at our offices and data
for an office-based IT services company, with the most E-waste generated centers, our water usage primarily comes from human
significant being e-waste from our offices and data centers. by disposal type consumption at our facilities and the testing of our building fire
E-waste is electronic waste, including products that are protection systems. There is a minimum requirement for
unwanted, nonfunctioning, or nearing obsolescence. additional cooling of our electromechanical infrastructure and
Recycled
building environment in North America and Europe, where most
We require our local operations to treat waste in compliance with 75%
of our data centers are located. Our data center cooling units
global and local regulations. Most of our e-waste is returned to
use chilled water loops which require no significant added water
suppliers certified in information security and e-waste treatment,
after the original amount.
including refurbishing, recycling, and waste recovery.
In collaboration with our partners and facility owners, we have

launched several local initiatives to reduce waste in our facilities
around the world. Increasing ISO 14001 certified locations is
critical to our waste-reduction strategy.
As of 2022, we send approximately 10% of our waste to landfills,

and we are taking steps to continue reducing this percentage.
Sent to landfill Reused

10% 15%
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Nature and biodiversity
Nature and biodiversity are the UK FINLAND

foundation of all life on earth, providing Joining the sustainability research and AI helps Finnish Transport Infrastructure
our food, air, water, energy, and the raw innovation programme launched with the Agency promote biodiversity
materials with which we build our society United Nations, Sustainability Exploration Invasive species significantly modify or disrupt biodiversity in the original
and economy. As we face the impacts of Environmental Data Science (SEEDS) ecosystems, causing considerable environmental and economic damage.
human-caused climate change, the The challenges organizations face today regarding sustainability To help the Finnish Transport Infrastructure Agency in its efforts to prevent
health of our natural ecosystems is also are complex and require innovative, well-thought-out biodiversity loss, we developed a machine learning solution to identify invasive
being threatened by urban development, solutions. Our UK operations partnered with academic species along roadsides. The agency has hundreds of millions of photos of the
over-farming, pollution, and invasive institutions to launch a new research program called Finnish route network and many different data sources, such as weather
species. We understand the role Sustainability Exploration Environmental Data Science cameras and contractors who continuously add images to the archive.
we have in protecting and restoring (SEEDS), supported by the United Nations. The innovative Automatic photo identification and linking the findings with, for instance, a data
our planet, reducing our own negative research initiative challenges the thinking and practice registry on planting locations helps to map previously undetected growths of
impacts on biodiversity and nature, around sustainability. SEEDS brings together organizations invasive species and monitor their spread automatically. The photos include
and also in creating IT solutions for the and experts, providing a platform for efficient knowledge location coordinates based on which observations are placed on the map and
problems faced by our environment. exchange to develop fit-for-purpose and sustainable then visualized and enriched with the necessary data.
products and solutions that benefit governments,
businesses, and individuals. The forum will accelerate efforts
“Thanks to data generated by CGI’s solution, we’ll
to address climate change and strengthen research for the be better informed going forward about where
environment and communities in areas including climate invasive species are growing and how large these
mitigation and adaptation solutions, natural capital growths are. Based on this, we’ll be able to direct
accounting solutions, chemicals and waste reduction
the planning of mowing schedules and assign work
solutions, and supply chain sustainability. CGI hosted
a SEEDS LinkedIn Live panel discussion at COP27,
to contractors in the future.”
showcasing some of the project areas developed by Marketta Hyvärinen
member organizations. Environmental Expert at the Finnish Transport Infrastructure Agency
Learn more Learn more

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Nature and biodiversity
GERMANY
Using Earth Observation data and machine
learning to prevent ship-whale collisions
Whales play an indispensable role in capturing carbon from
the atmosphere, catalyzing oxygen production, and
maintaining the biodiversity of oceans. On average, a whale
accumulates about 33 tonnes of CO2e in its lifespan. Whales
also support the growth of phytoplankton, which stores 40%
of all CO2e produced. But these marine mammals are at
constant risk of fatal collisions with ships — the biggest
cause of whale mortality.
As part of AI4Whales, a program supported by the European

Space Agency Network of Resources initiative, CGI in
Germany developed a proof-of-concept (POC) that uses
machine learning and Earth observation (EO) data to detect
and track whales and propose alternative shipping routes to
maritime companies. The solution scans and automatically
detects whales swimming on the surface. Our cloud-based
scalable production platform for EO and geospatial services,
CGI GeoData 360, tracks the whales and identifies areas of
high concentration to recommend whale-safe routes and
minimize the risk of collisions.
Learn more
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Sustainable IT
Sustainable IT minimizes the impact on climate and FRANCE

biodiversity of IT manufacturing, use, management, Advancing toward a more
and disposal by reducing carbon emissions and the sustainable digital world
consumption of energy, water, and raw materials. Our strategic priority on climate is focused on creating a
more sustainable world. Central to our commitment is
We achieve ongoing reduction of energy consumption
ensuring the responsible and environmentally-conscious use
and CO2e emissions through sustainable IT best
of technology in our own operations and our client
practices, lifecycle assessments, eco-design, eco-
partnerships.
label guidelines, dedicated research and development
investments on energy and carbon, selecting low- CGI in France has several initiatives focused on driving
energy subcomponents, and adoption of the circular sustainable IT — from member awareness and training to
economy principles. participation in collaborative ecosystems, research and
development projects, and sustainable IT asset management
practices. We signed the Sustainable IT charter, reinforcing our
commitment to a more regenerative, inclusive, and ethical
digital approach. As part of the charter, we are implementing
a concrete action plan comprising 50 commitments that focus
on data protection, accessibility, and training, among others.
With all of these actions and results, CGI in France received
the Sustainable IT label in September 2022 driven by the
Institute of Sustainable IT and Lucie Agency.
Methodology In 2022, our experts also contributed to several sustainable
Please go to page 139 for more IT reference papers, including a guide, Eco-design of digital
information on our methodolgy. services, driven by AFNOR and GR491: Handbook of
Sustainable Design of Digital services.
Learn more
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Member awareness and engagement
Keeping members aware and engaged on ESG matters

Across the globe, our members are actively engaged against climate change,
both in developing solutions for our clients, and supporting grass-roots
initiatives in their communities. These events range from educational initiatives
to hands-on environmental activities (for example, sustainable awareness, litter
clean up, tree planting, and waste reduction).
On a regular basis, we educate members on climate issues to raise awareness,

encourage engagement, and ensure all are aligned to advance our board-driven
ESG mandate. At the company level, we share our ESG objectives and solicit
member feedback in several ways: our Voice of Our Members and Member
Satisfaction Assessment Program consultations, and our Annual Tour which
brings all of our leaders and members together to kick off our business plans
for the new fiscal year.
We also provide an ESG and environmental awareness session during

CGI 101 for new leaders and other trainings on our Academia learning
platform explain our overall ESG strategy and how members can contribute,
and to share our climate strategy more specifically. Additionally, our local
teams dedicate meetings, as well as member resource groups and
engagement tools, to ESG topics.
Learn more
Cleaning activity — U.S.
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Social
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People
Strategic priority
We champion digital inclusion for all citizens, taking
actions locally to improve access to technology
and business education and mentoring in order to
help everyone be successful in a digital society.
STEM Camp — U.S.
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People
Impact
We are committed to enabling our members to advance personally and

professionally by investing in their career development, promoting diversity, equity
and inclusion (DE&I) initiatives, and developing appropriate health and wellness
programs. We are championing digital inclusion for students of all ages by improving
access to technology, education, and mentoring and reducing inequities by preparing
students to succeed in a digital society.
Our targets:
Achieve the same level of diversity representation at the
leadership levels as the company as a whole by 2025.
Reach twice as many participants for our education and
mentoring programs as CGI members by 2023.
Measuring success
33.3% ~502,000 1,202

of SBU 1 Presidents STEM and educational Educational programs
are women programs beneficiaries
in our communities,
representing 5.6 times the
number of our members
STEM activity — Canada

1 CGI is comprised of 9 Strategic Business Units (SBU), each with a president who reports directly to the company’s CEO.
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People
Our approach
Respect is one of our six core values and, as a result, in all we

do, we are respectful of our fellow members, clients, business
partners, and competitors. As a global company, we welcome
diversity and recognize the richness it brings to our organization.
We are committed to invest in educational programs that bridge
the digital divide so all individuals and communities, including
the most disadvantaged, can participate.
We champion collaboration among our members and with

our partners and communities because we believe the best way
to effect positive change is by working together. By bringing
together our members’ unique backgrounds and exceptional
minds, we help our clients respond to today’s complex business
and IT challenges and endeavor to make a difference in our
communities.
Our dream
“To create an environment in which we
enjoy working together and, as owners,
contribute to building a company we
can be proud of.”
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People
Our strategy to create a safe and inclusive environment
We care about our members and their physical, An interview with Jenny Winter Our strategy combines a global approach with a very
social, and mental well-being and are committed Vice-President, Global Talent, Culture and Learning strong local focus. At the global level, our DE&I programs
to providing a safe and empowering environment are grounded in our CGI values — particularly our core value of
What is our global strategy around
where they feel respected and comfortable respect — because we believe providing an inclusive and
diversity, equity and inclusion (DE&I)?
to bring their whole selves to work. enjoyable work experience cannot be led by a one-size-fits-all
We think of DE&I as a journey of ongoing improvement. mindset. It requires understanding, respecting, and supporting
We are building an environment at CGI that prioritizes the unique needs of each individual so that our members feel
diversity representation, celebrates differences, respected and comfortable.
and reflects the world that we live in.
How do we develop actions that resonate
globally and locally while considering the
fundamental differences between countries?
At a global level, we have a common DE&I framework that unifies
us as a company. Among our focus areas is the advancement
of our members who identify as women, which we can examine
at a global level to ensure that we’re supporting gender equity.
DE&I also needs to reflect local cultures, legislation, and

compliance requirements. Our decentralized model advances
DE&I at the local level, helping to ensure our programs resonate
with our members and effect the positive change we want to see
in the world around us. Furthermore, each Strategic Business
Unit develops a customized DE&I plan and measures progress
to demonstrate continuous evolution.
Jenny Winter
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People
Our strategy to create a safe and inclusive environment
How important are role models in the How do we measure the impact of our DE&I actions
evolution and progress of these areas? and ensure that we are making progress?
Role models inspire those around them, create a safe place for We have clear quantitative goals to measure progress. We are also
open and transparent dialogue, celebrate, recognize, and working to achieve the same diversity representation at the
collaborate with all to get the best outcomes. We equip our leadership level as we have across the organization and which
leaders through development programs focused on inclusion reflects the representation in the relevant academics fields
and creating a bias-free work environment. We ask them to lead connected to our business.
by example in mental health and well-being by modeling healthy Continuous feedback is critical to our future action plans.
behavior, creating a safe space for open conversations, and We foster meaningful dialogue and encourage our members
sharing their own experiences of coping with challenges. to voice their opinions about our global strategies and local
implementations through our Member Satisfaction Assessment
Program, Voice of Our Members Program, and our
candidate survey.
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People
Diversity, equity, and inclusion (DE&I)
Creating a culture of belonging requires conscious DE&I is embedded in our operations strategies, professional DE&I governance
and intentional effort. Our DE&I strategy is foundational development, personal well-being, and career advancement
DE&I is endorsed at the highest level in the company by the CEO
to the growth and success of our company. It provides programs. We provide awareness training, webinars, and
and the Executive Committee of CGI.
a framework for cooperation that empowers our resources to help members and leaders develop the skills to
members to show up as their complete, authentic lead and collaborate inclusively. For example, new hires in India Oversight and accountability for DE&I is a shared responsibility
selves at work. and the U.S. attend mandatory anti-discrimination and with global and local steering committees to set direction, report
anti-harassment training, and all members in Germany and on progress and approve programs and initiatives. DE&I is
We are committed to driving positive cultural change by Canada are required to undergo unconscious bias training. embedded in the annual business plans for each Strategic
increasing diversity in our workforce and embracing the Business Unit. The Code of Ethics and global and local policies
Diversity dashboards and key performance indicators (KPIs) are
differences in race and ethnicity, gender and gender identity, create the framework to protect our members, clients,
tracked and published based on local compliance requirements
sexual orientation, socio-economic status, language, culture, communities and CGI and ensure compliance with all applicable
and cultural practices in which we operate.
national origin, religious commitments, age, and disability status, requirements.
and the intersectionality of one or more of these characteristics. Our Respectful Workplace Policy is designed to prevent
Beyond our formal governance, we have an engaged group of
Moreover, we recognize that it is every individual’s right to workplace harassment and includes our non-discrimination and
global DE&I experts, champions and advocates who support our
work in an environment free of sexual, psychological, anti-harassment statements. We also have additional local ethics
DE&I vision every day. This broader community is essential to
and racial harassment. policies in place, and our Third-Party Code of Ethics consists
amplify the reach of our DE&I activities and increase the
of a “Do Not Harass or Discriminate” statement.
We strive to ensure equal opportunity and build a culture of engagement of our members.
respect and belonging aligned with our values as a company. Our confidential ethics hotline provides an easy and safe way for
any member or third-party to report workplace situations that
Providing a diverse and inclusive workplace helps us strengthen
violate our Code of Ethics. These include, but are not limited to,
the bond of trust with our members, so they can be who they are
harassment, theft, substance abuse, bribery, forgery, conflicts
without fear of speaking up with ideas, questions, or concerns.
of interest, data privacy, intellectual property violations, and unsafe
We believe fostering authentic relationships, connection, and conditions. In addition to our ethics hotline, we have
belonging leads to respectful curiosity, innovation, retention of whistleblower procedures to ensure that actions and follow-ups
top talent, and a shared vision of success. are taken after an ethics or compliance incident is reported.
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People
Diversity Allyship as a condition for success Member resource groups
Allyship is the ability to listen and learn from the lived experiences Our member resource groups (MRGs) are among our most
We believe the ability to be one’s authentic self in the workplace
of others with the goal of working toward removing barriers, effective drivers of change. Member-driven and supported
contributes to a culture of trust and compassion.
mitigating implicit bias, and creating safe and inclusive spaces by CGI leadership, executive sponsors, and the DE&I team,
Diversity refers to the full spectrum of human differences, these groups exist to empower and engage our professionals
in which diversity can thrive. We believe allyship and advocacy
including visible and invisible attributes. As a company, we are with a common background, interest or purpose, and to raise
in the workplace cultivate growth, common ground, and a level
richer for these differences as they bring countless and varied awareness on how we can best understand and celebrate
playing field. Allies bring empathy and understanding into the
perspectives, spurring innovation, uncovering blind spots, our differences.
wider organization, helping to ensure that everyone feels
and creating a workplace that reflects the world and communities
welcome, safe, and supported and bringing to life our core Our MRGs provide national networks of multicultural,
in which we live and work. We welcome a broad and diverse
value of respect. multigenerational members working together to create a safe
membership and invest in attracting new talent from communities
space for members to openly and respectfully share their
currently underrepresented in IT by hosting educational initiatives “The LGBTQ+ community is incredibly
personal experiences, opinions, and ideas for a better, more
(see page 66) across our global operations. diverse. For me, being an ally is all about diverse and inclusive CGI. They also provide opportunities for
We recognize that intersectionality is an essential element of learning, understanding the issues, and internal leadership and talent development and serve as
diversity, and we understand that overlapping identities and bringing that knowledge back to CGI incubators for innovation.
experiences contribute to the complexity of prejudices people
to inform Pride@CGI’s goals and priorities,
face. In the U.S., our member resources groups came together
for a “Breaking the Bias” event to address the intersectionality and in return, influence the company’s In 2022
goals and priorities accordingly.”

of women across multiple dimensions of diversity, share insights,
and recommend actions with leaders and allies. In specific Sara Addison
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geographies, we have actions in place to advance diversity, Voluntary member
Manager, Strategic Engagement and Inclusion,
equity, and inclusion in our supplier workforce (see page 104). resource groups
CGI U.S. Federal
worldwide
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Gender STORY
Mentoring programs for women around the world
At CGI, we are committed to accelerating the careers of
Estimates are that less than 30% of technology jobs are held by
members who identify as women in our organization. We
women. Mentoring is a proven strategy to help close the gender gap
have several developmental, mentorship, and sponsorship
in career development and leadership.
programs for women and have seen an overall improvement
in the representation of women at all levels of the For example, in India, more than 200 women have participated in the
organization. Unnati program, which provides a platform for high-performing women
at the senior consultant level to develop leadership competencies.
We recognize that gender extends beyond the binary of
male and female and are committed to building a workplace Our seven-month career advocate program in the U.S. helps women
where all gender identities feel welcome. expand their networks, improve leadership skills, and drive their
career development through reverse mentoring, small mentoring
Our women’s networks are open to all CGI members,
groups, and member resource group mentoring communities.
irrespective of gender. These networks support members’
overall success and growth through collaboration with local The EmpowHER program in Germany, the Netherlands, Sweden and
networks, external partnerships, and DE&I advocates. Finland is a six-month program for women at the senior consultant
level and above, providing mentoring, workshops, and networking
This year, we provided content on our online learning
events.
platform, CGI Academia, called “Forging New Paths: Women’s
Advancement in Life and Work,” which teaches women how Members of our Swedish management team also volunteer their
to unlock their strengths and find fulfillment and time and knowledge as mentors as part of our commitment to the
advancement in life and work. Womentor initiative.
Additionally, the collaboration with the A Effect in Canada and

France facilitates reflections, workshops, challenges, and introspection
to nurture the careers of women members at the manager level
and above.
Learn more
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Racial diversity “At CGI, DE&I is a continuous journey that

We seek to foster a workplace that honors, celebrates, recognizes, reinforces a culture of learning, allyship,
and is sensitive to the rich racial and cultural tapestry of our and advocacy, strengthening our capacity
members, communities, clients, and partners. We encourage our
to build business value for our clients,
members to use member resource groups as a safe environment
for listening, learning, and educating each other on historical
members, and shareholders. We know that
and current events that impact ethnic minorities. CGI has a inclusive engagement is key to reducing
zero-tolerance policy toward any kind of racism or discrimination barriers and provides our members with
in the workplace. opportunities to connect in meaningful
In the UK, our promotion readiness training allows members in ways. CGI Federal is taking a data and
underrepresented groups to prepare ahead of their promotion insights-driven approach to build on our
conversations. The UK Black, Asian, Minority Ethnic (BAME)
network is a member-led, peer-to-peer support network for UK
DE&I commitments to move the culture
members from all ethnic and minority backgrounds. Initiatives and industry forward.”
include regular cultural and educational activities to increase
awareness, discuss BAME issues, and share best practices for
supporting ethnic diversity and inclusion. We are also a Race at
Work Charter signatory in the UK.
Accountability and transparency are foundational to our diversity

initiatives. In the U.S., we expanded our workforce metrics to
include a three-year snapshot of the diversity progress within our
leadership and overall workforce. We also provide insight into the Rashida Ricks
intersection of race, ethnicity, and gender to support new Vice-President, Strategic Engagement and Inclusion,
strategies and programs that advance gender equity alongside CGI U.S. Federal
racial and ethnic diversity.
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Disabilities Specific actions and recognition CGI in France won second place at H-Games, the first
In some countries, we have self-reporting surveys and tools to inter-company competition highlighting disabilities. Organized
A genuinely inclusive workplace supports every individual regardless
facilitate the diagnosis of disabilities and provide appropriate by Sport Heroes in collaboration with the French Handisport
of ability. At CGI, our inclusion practices extend to creating a
working conditions. Federation, H-Games brought together more than
supportive environment for our members with disabilities, including
15,000 employees across organizations, and our members
our neurodiverse members. We celebrate the different perspectives In 2022, CGI in the UK gave members the opportunity to
participated in an activity to raise money for disabled sports.
they offer and believe they contribute to the richness of our confidentially share whether they consider themselves to have
company culture and offer unique and valuable ways of thinking a disability or a long term physical or mental health condition. Our commitment extends to partnering with external
and problem-solving required for us to succeed. All members in the UK are encouraged to complete the Clear organizations to improve our processes. In the UK, we are a
Talents online assessment for assistance tailored to their member of the Business Disability Forum and are working
Disabilities are not always visible, and it is important to support
individual needs. Once reasonable accommodations are agreed toward certification as a Disability Confident Leader. We are also
all of our members by creating a work environment compatible
upon and implemented, an adjustment passport plan is attached a member of the Valuable 500, a global collective innovating
with various needs. Through education, we can all take a mindful
to the member’s records to ensure those accommodations are for disability inclusion. In France, we are working with Centre
approach to the considerations and accommodations necessary
provided on future assignments. national de la recherche scientifique (CNRS) and Agefiph on
for every member to thrive at CGI.
recruiting IT professionals with disabilities. We also provide digital
Our member-led networks ensure an inclusive community where In France, the “Mission Handicap” has been in place for 15 years
and disability diagnostics through consulting and auditing
all members affected by visible or invisible disabilities, long-term to prioritize the recruitment and retention of people
missions financed by Agefiph programs.
health conditions, or caring responsibilities can find support. with disabilities and to raise awareness of disability issues among
These networks support open and honest conversations to fulfill members. Additionally, the Atypique@CGI program continues
our commitment to positive change and develop guidance for to offer anonymous and free access to cognitive assessments
leaders with neurodiverse team members. to our members in France.
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LGBTQ+ “On behalf of the entire leadership team,

At CGI, we believe that every person, regardless of sexual we take this opportunity to reject all forms
orientation or gender identity, must have equal access to of discrimination and to support the
opportunities, services, and safety. Creating an LGBTQ+-friendly
human rights of lesbian, gay, bisexual,
workplace reduces stress and improves the health of LGBTQ+
members, increasing job satisfaction and positive relationships.
transgender, and queer (LGBTQ+) people.”
Global statement at the occasion of In recognition of the
Our LGBTQ+ member resource groups work closely with our
International Day Against Homophobia, Biphobia, Lesbophobia
human resources, DE&I, and other teams to ensure policies,
and Transphobia.
recruitment processes, and confidential support for a truly
inclusive workplace culture. George Schindler
President and Chief Executive Officer
Our Member Satisfaction Assessment Program (MSAP) uses
gender-neutral titles, and our email signature templates include Julie Godin
the option to add preferred gender pronouns. Co-Chair of the Board, Executive Vice-President, Strategic
Planning and Corporate Development
Our LGBTQ+ initiatives worldwide include signing diversity Pride event — Finland
charters in France and the Czech Republic, providing access to
resources about transgender and nonbinary inclusion and
instituting a process to support members transitioning at work in
the UK. In both 2021 and 2022, we earned a perfect score in the
Human Rights Campaign Foundation’s Corporate Equality Index
in the U.S. CGI in Finland continues to be an active partner of
Helsinki Pride, while our Philippines operations organized several
activities to raise awareness on LGBTQ+ challenges and the
importance of being an ally.
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Equity Specific actions and recognition STORY

Helping members achieve a work-life balance
Through our policies, we are committed to fair and just practices In the UK, CGI is an accredited Living Wage Employer. In Australia,
Whether a member is supervising their child’s
so our members can thrive. We provide access, opportunity, Germany, and the UK, we publish gender pay gap reports.
homeschooling, grieving the loss of a loved one, or
and advancement to all. We also strive to identify and eliminate Additionally, we publish an ethnicity pay gap report in the UK.
responsible for the primary care of a dependent family
barriers that could have prevented the full participation of some In France, we publish the annual Professional Equality Index,
member, CGI provides access to resources that help
groups. detailing an action plan for gender equality, while in Sweden,
members and their families achieve a healthy work-life
we conduct a yearly pay monitoring meeting with labor unions.
We equip our members with the tools they need and provide balance. Around the world CGI has both created and
them with upskilling opportunities to support their professional Gender-equal employer award in Sweden supported initiatives and policies that prevent discrimination,
growth. offer financial, emotional and practical support so that
For the third consecutive year, CGI in Sweden received a top
members can organize their work according to their
ranking as a gender-equal IT employer in the Nyckeltalsinstitutets
diverse personal and family situations.
annual gender equality survey — Jämix. Jämix measures, among
other things, employment conditions, working conditions, Learn more
and work environments.
We have also achieved complete gender equality within our

Swedish Management team.
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Inclusion Specific actions and recognition
Creating a welcoming and diverse workplace environment free In France, we are a signatory of L’Autre Cercle’s LGBTQ+
of discrimination and harassment underpins everything we do. Commitment Charter and participated in the 2022 LGBTQ+
survey which led to more open discussions between members.
We aim to foster a culture of belonging where everyone is
inspired to grow and empowered to succeed with a shared Members in Germany developed a new Microsoft Teams app
sense of purpose. We believe this starts with creating called the Diversity Feedback Form (DiFF). It encourages
an environment where every voice is heard and respected members to share their personal DE&I experiences safely, raise
and different ways of thinking are welcomed. awareness of existing challenges, and contribute to our DE&I
strategy. DiFF is easily accessible, completely anonymous,
Diversity of thought, backgrounds, experiences, and skills
and now also available in Canada.
empowers us to share ideas and drive innovation. At the same
time, ensuring everyone feels included raises morale, creativity, In the Netherlands, our members designed an unconscious
and productivity among our members, helping them reach bias training that encourages members to become allies to
their full potential. marginalized communities.
Through stakeholder communications, we continuously reinforce CGI in the UK is certified as an Includability Committed Employer,
that diversity, equity, and inclusion are clear, prominent, and reinforcing our commitment to integrate fairness into our company
inherent parts of the CGI culture. culture and recruitment processes through sustainability, mental
health, well-being, talent management, and DE&I initiatives.
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Health, well-being, and safety
The health and well-being of our members is an integral part of “The physical and mental health of our
the Management Foundation (see page 90) and deeply
professionals is paramount to our
embedded in our company culture.
collective success. Our approach to health
We strongly believe that health and well-being are critical to the
success of our members and our organization. As we continue
and well-being has a positive impact on
to adapt to new ways of working and new challenges in our lives, our CGI members. That’s why we prioritize
supporting our professionals’ mental health and well-being it at all levels, from discussions with the
remains a key priority. Board to conversations with our members
We understand the importance of giving our members and about the tools and programs we offer that
leaders the tools to navigate our evolving reality. We have can best meet their needs.”
developed key initiatives and programs to foster member
engagement, social connectedness, a sense of belonging, and
overall well-being. For example, in Canada and France, we have
implemented Guidelines on disconnecting from work to address
the blurring lines between work and home.
Julie Godin
Co-Chair of the Board,
Executive Vice-President,
Strategic Planning and
Corporate Development
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Leading by example
Our leaders actively advance our health and well-being strategy Leadership engagement, starting from the top
and programs and build a culture that prioritizes health and “Oxygen for leaders”: a series of workshops and active leadership discussions
well-being in the workplace. The training and resources available
to our leaders help them understand the impact of mental health
Sharing personal leadership
issues, recognize early signs, and refer team members to the “best practice” for mental
appropriate available support. We also have specific programs to health and well-being
equip our leaders at all levels to nurture their own mental health Connecting and CGI leadership behaviors
checking in with your Equipping ourselves to fostering health and well-being
and that of their teams and families. team’s mental health better manage stress
and well-being
Leading in the age of
The importance of hybrid work without too
self-care as leaders much stress
2020 2021 2022
Taking care of our teams and our clients means taking

care of ourselves and our mental well-being first.
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Oxygen Engaging with the scientific community

Part of our human resources department, Oxygen is our health We contribute to developing health and well-being best practices
and well-being center of expertise, comprising a global, by engaging with the scientific community and sharing knowledge
multidisciplinary team of 35 experts. Oxygen tailors services and in forums and publications. For example, we are involved with
resources to meet the health and well-being needs of our diverse Global-Watch Network, an international collaborative platform
members across our 400 locations worldwide. As part of our that promotes turning science into action, and with Think Factory
annual strategic planning, the team consults with senior by EH, the first think tank dedicated to employees’ mental health.
leadership on integrating health and well-being best practices
into our processes, environment, and initiatives. In addition to our
internal team of Oxygen experts, we also have local committees
to meet members’ specific needs and requirements.
To ensure a holistic approach that supports our members’

mental, social, and financial health, we have programs and
initiatives at the individual and organizational levels that cover all
aspects of the health continuum, from prevention and education
to risk identification and intervention. Our resources include a
Member Assistance Program (MAP), the interactive Oxygen
Portal, online learning channels, monthly educational newsletters,
our internal Mental Health Ambassadors network, and many
global, regional, and local initiatives.
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Mental health
We prioritize mental well-being at all levels of the organization Mental health resources
and consistently encourage openness, peer-to-peer support, Peer-to-peer support Resources Member engagement
and speaking up to eradicate stigmas about mental health Our Mental Health Minute program Our 2022 Well-being Around the World
Our global Mental Health
and create a culture of psychological safety. involves starting team meetings with campaign raised awareness of the
Ambassadors network provides
peer-to-peer mental health support honest conversations on well-being importance of self-care. Members
In 2022 and encourages a culture of openness and mental health-related topics. shared stories to address stigmas
around mental health. The network around mental health struggles and
732
We also offer post-traumatic
consists of volunteers across our participated in a 21-day challenge
interventions for specific events to
Mental Health global operations who are trained to promoting daily self-care actions.
members and teams through our
Ambassadors in support their colleagues. We also launched the #ItsMe campaign
Member Assistance Program.
18 countries to promote a better understanding of
Most recently, we supported members
mental health issues and comfort with
affected by the war in Ukraine.
speaking out about personal mental
health experiences.
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Social well-being Physical well-being In Canada, we recently partnered with our primary care service
provider to offer members unlimited and easy access to
At CGI, our culture of trust is built on strong, meaningful We provide our members with inclusive and varied opportunities
healthcare professionals via a mobile and web app. With this
connections with and among our members. Our Member for adopting and maintaining a healthy lifestyle. Our personal
service, members can avail quality healthcare advice to improve
Partnership Management Framework (MPMF) ensures every health initiatives and resources foster long-term healthy behaviors
their work-life harmony.
aspect of the member experience is grounded in open and lifestyle habits, including nutrition, physical activity, and
communication and ongoing dialogue. As our members navigate sleep hygiene. “I attended an Oxygen workshop about
a new work reality, we strive to help them alleviate feelings In 2022, our Western and Southern Europe Strategic prostate problems. The session led me
of isolation and loneliness through opportunities and tools to
nurture meaningful relationships and increase their sense
Business Unit organized Ergonoweek, a campaign to address to consult a doctor for treatment and
musculoskeletal disorders. In our Central-East Europe,
of community and belonging. follow-up. The doctor congratulated
Scandinavia and Central Europe, and Canada Strategic Business
This year, we launched a new Yammer application for Microsoft Units, more than 3,500 members participated in physical
me for having taken this step at my age.
Teams, which has about 80 communities of interest to help activities, sharing their progress through an app. The initiative When I told him that it was my employer
our members strengthen their work relationships and discover led to more than 3.5 million combined minutes of various who had put this in place, he was
and share knowledge. physical activities. impressed and said that if all companies
The CGI Social Club encourages our members to create and CGI in the UK has a robust Display Screen Equipment (DSE) did this, it would be a great help.”
maintain social contacts by organizing and participating in a assessment process and a workplace adjustment process that
Participant
variety of leisure activities together. Each country and business supports members’ needs irrespective of whether they’re
Oxygen well-being workshop in France
unit has its own social club rules and activities. working onsite or remotely.
In Finland, weekly virtual yoga classes and well-being and

mindfulness sessions are organized for self-care and stress relief.
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Financial well-being A safe work environment Our facility physical security policy establishes baseline physical
security requirements that deter, detect, delay, and minimize the
Through our benefit plans and support resources, we assist our In accordance with good business practices and applicable laws,
impact of undesirable events that may threaten members,
members in enhancing their financial resilience and reducing we are committed to ensuring a safe work environment,
visitors, information, physical assets, or continuity of operations.
financial stress. making every effort to prevent physical and psychological injury.
The policy establishes minimum physical controls based on
This includes providing proper equipment and training.
Our U.S. financial well-being program helps members ISO 27001 and includes standards for fire life safety, physical
alleviate stress and anxiety surrounding financial management. We identify and assess health and safety risks through our security operating, and data center physical security.
Nearly 4,500 members are enrolled in the program. annual Enterprise Risks assessment and Member Satisfaction
Our health and safety policies are also managed locally and
Assessment Program (MSAP) survey. We also encourage
Additional resources include a financial well-being toolbox governed by each Strategic Business Unit. We follow additional
members to report safety incidents and threats.
developed for the Oxygen Portal and financial and legal support local regulations and standards wherever applicable.
offered through our Member Assistance Program (MAP). Health and safety are governed at a global level, with specific
Our UK and Australia Strategic Business Units ISO 45001:2018
requirements at the local level for every CGI geography,
certification has been extended for another year. In 2022,
specific to applicable regulations and standards.
occupational health and safety steps were taken to maintain
Our global safety policy covers all internal and external threats ISO 45001, promote a positive occupational safety culture,
and all members, subcontractors, clients, and visitors of our identify and mitigate risk, offer competency training, and provide
sites. To minimize injuries and other forms of loss, we prioritize appropriate personal protective equipment.
prevention and proper management of incidents that may occur.
Psychological safety underpins our confidence to step into
the workplace each day and is as important as physical safety.
At CGI, psychological safety starts with our Respectful
Workplace Policy, which cultivates an environment of respect
and dignity, recognizing that each of our members adds
unique value to CGI.
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We focus on prevention and have implemented specific mitigation measures to avoid adverse effects on our members’ health and
occupational safety. The table below includes a non-exhaustive list of the primary risks and our mitigation measures:
Health and occupational safety Mitigation actions
Stress, workload, and work-life harmony • Respectful Workplace Policy

• Member Partnership Management Framework (MPMF)
• Member Assistance Program (MAP)
• Oxygen Center of Expertise and targeted action plans
Physical conditions related to the environment, • Safety policy

working conditions, and contagions • Facility physical security policy
• Security incident management policy
• Business continuity plan
• Crisis Management Team
• Personal protective equipment
• Remote work accommodations
• Appropriate handling of chemicals or hazardous substances
• All procedures translated into major languages
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Career growth and development
Being a global leader requires attracting and retaining top talent Through our Member Partnership Management Framework Principles
from all backgrounds, origins, and orientations, setting them up (MPMF), one of the defining elements of the Management
At CGI, our career development principles include a culture
for success, and offering a work environment where everyone Foundation, we offer our members a unique career experience.
of ownership, active engagement among members, and
is treated with respect and dignity. We strive to create a The framework outlines how we operate, measure performance,
transparency. We cultivate trust and mutual respect between
challenging, enjoyable, and rewarding work environment that and engage with our members. It also guides how we nurture
our members and their leaders through ongoing and honest
promotes the professional growth of our members and and develop our members to strengthen the relationship
communication that provides guidance, feedback, coaching,
ensures their satisfaction. between leaders and members.
and recognition.
Intrapreneurship is foundational to our ownership culture

and is brought to life through our ownership programs, such
Member Partnership Member Satisfaction as the Share Purchase Plan, Profit Participation Plan,
Management Framework (MPMF) Assessment Program and Long-Term Incentive Program — each designed to ensure
Career Journey (MSAP) Recruitment all our members share in the success of CGI.
Compensation and benefits are designed to provide our members

with financial security and protect their health and well-being.
Member They are reviewed annually, adapted to local laws and regulations,
Performance Partnership New Member
and reflect each member’s level of responsibility, skills,
Management and Management Orientation and
Career Planning Integration performance, growth, and potential.
Framework
(MPMF)
Team Meetings Assignment
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Open and transparent communication New member orientation and integration

We conduct many forums regularly to share ideas, foster We continue to evolve our new member orientation experience
engagement and a sense of ownership, and communicate to support faster integration into CGI and ensure a consistently
stakeholder information. We begin each fiscal year with positive experience across our Strategic Business Units.
the CGI Annual Tour, our premier member event, where senior The orientation journey involves familiarizing new members
leaders review the past year’s results and share global and with their fellow team members, roles and responsibilities,
local operational plans and priorities. compensation and benefits, and CGI culture and values.
Our culture is based on trust and two-way communication with Active contributions from the new member’s manager,
our members to support meaningful dialogue. We achieve the business unit’s human resources representative, and
this through various communication and forums, including local a designated mentor play an essential role in helping new
platforms, Microsoft Teams channels, webinars, Yammer groups, members feel welcome and navigate our technical
team meetings, and quarterly Strategic Business Unit and and operational aspects.
business unit town halls.
Progress
In 2022, we launched the CGI Member Portal, which provides
Recent onboarding improvements include broadening the support
our members instant access to key information. Designed in
provided by the new hire’s manager and mentor, a new hire
response to member feedback, the portal enables members to
directory, additional new hire resources, and a dedicated CGI
easily manage their personal information and requests and
Academia channel. Every onboarding presentation also includes
provides leaders with an additional tool to assist in managing
information about our ESG objectives, topics, and initiatives.
their teams.
We also launched a global Vice-President integration program to
accelerate the onboarding of new Vice-Presidents into their new
roles. Currently, 106 new Vice-Presidents are part of the program.
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Performance management At CGI, we recognize that compensation conversations are crucial

to member engagement and retention. Before providing a member
Personal development plan and career planning
with new salary details, our leaders engage in open compensation
• Every member is encouraged to have a Personal We are committed to offering our members growth opportunities conversations, following which members receive detailed
Development Plan (PDP) where they record their and assisting in their professional development. Continuous compensation summaries through a secure web-based platform.
priorities for learning, emerging technology, and dialogue is the cornerstone of our annual performance
personal growth. In 2022, we launched Progressio, our new global performance
management and career planning process, where members
and career development platform. Designed to support ongoing
• A personal development plan is a development and their leaders discuss expectations, accomplishments,
dialogue between members and leaders and to accelerate
roadmap for acquiring the skills (ability) and performance, future development, and guidance and share
member growth, Progressio facilitates frequent check-ins and
knowledge (facts, information) to keep skills relevant honest feedback.
real-time feedback. The platform links member development to
and marketable. Each member is equipped with the tools to actively plan and team goals and initiatives and enables coaching and mentoring
manage their career. We view development as a responsibility conversations that are rewarding, purposeful, and motivating.
shared by our members and the company and take steps
Business to cultivate a strong culture of intrapreneurship.
priorities
Career stream Learning

level definition passport
Personal
development
plan
Career stream
Career
learning
aspirations
framework
Immediate
learning needs
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Member rotation Mentoring

Within Progressio, we have developed a CGI-wide career We believe mentoring deepens expertise across our diverse
architecture with a roles and competencies framework to talent pool and prepares the next generation of leaders.
streamline and optimize talent rotations, career development CGI mentees receive additional career development guidance,
planning, and assignment management within and across coaching, feedback, increased visibility, and networking
business units. This enables members to easily find new opportunities.
opportunities that are best aligned with their personal and Every Strategic Business Unit offers mentoring programs.
professional growth. We also developed additional mentoring programs for specific
“I feel very fortunate to be able to populations, such as the Black Member Alliance and the
Women’s Forum in the U.S.
diversify my career by leveraging rotation
opportunities with the invaluable support In our APAC Strategic Business Unit, our “speed” mentoring
program connects mentees to three mentors in one hour.
of my leaders and peers.”
The first session was a success, with 200 meetings completed
Dinah Doss involving 70 mentees and 52 mentors. Mentees have
Human Resources Business Partner — Corporate Services the option to continue the relationship beyond the program.
Many related resources are also available on CGI Academia,

such as courses, books, and videos, including “CGI: Coaching
and Mentoring Members,” “Fostering Mentoring Relationships,”
and “Expert Insights on Mentoring.”
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Recognition programs Local internal awards The CGI Dreamers Award recognizes members who embody
the CGI Dream in the UK.
At CGI, recognizing our members’ valuable accomplishments We have created internal awards in several countries
is a key leadership principle. Global and local HR programs to recognize the exceptional achievements of our members Women’s Achievement Awards, initiated as part of International
regularly acknowledge and reward the contributions of our in various ESG areas. Candidates are nominated by Women’s Day, recognize women in four critical areas: technology,
fellow members. their colleagues, and the awards are presented annually. business, rising start, and leadership in a U.S. business unit.
Our Engagement Recognition program recognizes members In India and the Philippines, the Best Community Award
for their years of service, and our Applaud program enables recognizes volunteer groups for implementing projects that
peer-to-peer recognition of colleagues who exemplify our have resulted in significant community engagement.
core values. Since 2007, the Builders Award has honored In India, members can use the new online platform called
CGI members who demonstrate leadership and whose Celebrate for member recognition.
contributions have helped generate outstanding value for In 2022, we instituted the annual CGI Sustainability Award in
our three stakeholders. Recipients are nominated by their the Netherlands, which is presented to a member or team
colleagues; any member who demonstrates strong leadership that demonstrates the most valuable contribution to our
within any role at any level is eligible. ESG mission.
The CGI Women of Influence Award in Canada recognizes the

role of our women members in advancing the company and
our communities. This award is presented annually to inspiring
women for their achievements, positive influence, and role
in creating an inclusive work environment.
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Learning and development Leadership Institute
At CGI, we encourage and support our professionals to continually The mission of the CGI Leadership Institute, created over 20 years
grow their skills. Developing our members’ capabilities enhances ago, is to train our leadership teams and provide best practices
their potential and ensures the necessary future skills to respond to ensure the continuous development of quality leadership.
to our clients’ evolving digital needs. By providing a modern, We believe everyone has the potential to be a leader, and
digitally enabled, consistent learning experience, we seek leadership must be demonstrated at all levels of the company.
to increase member and leader satisfaction and improve agility, And while the responsibility for developing leadership capabilities
retention, and recruitment. rests with each individual, we are committed to creating an
We are committed to providing the best learning opportunities environment that supports such development.
to our members. The Leadership Institute sponsors several learning programs
We offer programs for recent graduates to gain skills in the latest and resources for new Directors, Vice-Presidents, and business
technologies. We also provide development roadmaps, guided unit leaders. “Leadership Essentials” is one of the most visited
learning pathways, and technology academies to help themes on CGI Academia.
our members advance their careers. CGI 101
Members can opt to receive training on CGI 101 is our flagship leadership
the most advanced and emerging 16% development program for new Directors
and Vice-Presidents. As part of a new
In 2022
941
technologies and programs aligned with increase in
our strategic alliance partnerships with leader’s integration, at CGI 101, leaders
training budget
AWS, Automation Anywhere, BluePrism, meet and interact with our leadership graduates
for 2023
Google, Microsoft, Salesforce, SAP, team and learn about our vision, key
ServiceNow, and UiPath, among others. strategies, and best practice approaches.
Additionally, our skills agility programs enable rapid deployment
to new roles and assignments.
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Local programs
In 2022
At the local level, we have additional programs to grow the next
generation of CGI leaders and create an environment where
high-potential and high-performing talent is acknowledged, 63%
developed, and rewarded. One example is the KAP/Leadership of members accessed
Development Program introduced by our Greater Montréal CGI Academia programs,
business unit. This intensive six-month program offers members, up 4% from 2021
who come from diverse backgrounds, leadership development
and advancement opportunities. 503,070
Academia courses
CGI Academia
completed
CGI Academia is our global learning platform that empowers our
members to build competencies, skills, and expertise through
targeted boot camps and education programs.
Members can also access CGI Academia via mobile and

Microsoft Teams apps. We continue to expand the content library
with new skills, courses, labs, and curated journeys for emerging
and leading technologies, growth roles, and other priorities.
Members can also use a new skills benchmarking assessment
module to identify skill gaps and build personalized learning paths
to address them.
To encourage more member usage, we enhanced the platform’s

user experience this year and added new features each quarter.
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Fair and inclusive recruitment
Fair and inclusive hiring practices are crucial to our recruitment Every job description includes a statement that reflects our GLOBAL
strategy. They allow us to build a diverse and high-performing commitment to diversity, equity, and inclusion and informs Hiring and nurturing neurodiverse talent
workforce with a wide variety of skills, experience, views, and ideas potential candidates of available accommodations. At CGI, we recognize the unique innovation, creative,
to drive innovation and help our clients and communities meet the technical and analytical skills that neurodiverse talent brings
We provide all candidates with a best-in-class, fair, and
challenges of a rapidly evolving business and economic to our organization. We have launched several initiatives to
transparent recruitment process with clear information and
environment. help build a more inclusive workplace through recruitment
answers to frequently asked questions on various subjects.
practices, advocacy, education and resources for all our
Our proximity model enables us to apply targeted recruitment Through the DiverCEEty program in Germany and a partnership members and potential talent hires — irrespective of their
strategies through local partnerships so we can build diverse with Textio in Canada, we use software to review and suggest neurological differences — to thrive.
teams representative of the communities in which we live language updates to our job descriptions to ensure we use
and work. In the U.S., we established a new member resource group
inclusive language to encourage applications from qualified
called Disability and Neurodiversity Advocates. Through this
Our members live the CGI culture every day, putting them in a candidates from different backgrounds.
group, we are formalizing a partnership with Melwood,
unique position to recommend qualified talent. Through our To further support broader diversity and inclusion in our a non-profit providing jobs and opportunities for people with
global Member Referral Program, our members have the recruitment process, we continue to train our current and new disabilities in the greater Washington, D.C., area. As part of
opportunity to identify and refer top talent within their networks. leaders on avoiding unconscious bias. In 2022, we dedicated a the partnership, we plan to expand our STEM@CGI program
Incentives are available for members who refer successful module within our recruitment model (RMI) to educate managers to build a STEM camp for neurodivergent individuals.
candidates. on identifying bias through training materials and local guidance.
In France, to bridge the gap between people with atypical
Broadening our recruitment “I’ve had an unusual career path, so I hope cognitive abilities seeking employment and companies
We take several approaches to recruiting diverse candidates,

I can show others that it’s always possible looking for talent, we have joined forces with Agefiph and
to change direction, and that it’s never too CNRS to produce a new generation assessment tool.
including supporting diversity programs in our local communities
The tool is designed as an open-source, fun, accessible
and sponsoring talent immigration. Our immigration teams in late to get into tech!” and inclusive video game that detects the skills needed for
every Strategic Business Unit have processes and partnerships
Joy Marzonia IT testing and development careers.
in place to facilitate cross-border hiring.
Consultant, CGI Australia
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Equipping for success
We firmly believe that education has the power to reduce Increasing gender and racial equity in IT begins with inspiring STEM@CGI
inequalities and prevent underserved populations from being left young people. We collaborate with schools on STEM activities
STEM@CGI is our global program that inspires and mentors
behind in our rapidly changing digital world. for children, including organizing hackathons and mentoring
young people for STEM (science, technology, engineering,
programs for middle and high school students. We provide
Fostering a diverse, equitable, and inclusive professional community and mathematics) careers, with a special focus on increasing
further training, internships, and scholarships for students
helps drive value and innovation to better serve our clients and technical and business literacy within our communities. The
interested in pursuing a career in IT.
the communities in which we live and work. This includes program offers students experiences that inspire passion to
acknowledging and dismantling stereotypes associated with We also help adults acquire relevant skills so they are develop skills for a bright future in the digital workforce.
these fields to promote equal opportunities and diversity. equipped with the tools and confidence to change careers or Numerous STEM@CGI programs are focused on students who
return to the labor market after an extended absence. are underrepresented in STEM fields, including females, ethnic
We champion digital inclusion by improving access to equitable
technology education. By sharing our core expertise with young minorities, and economically disadvantaged.
people and adults, including communities underrepresented in IT, CGI members conduct STEM camps that are fun and interactive
we aim to remove barriers, close digital gaps, and support one-day events, provided at no cost to students. Topics covered
a successful future for those most at risk. include coding, computer building, physical computing, Internet
Many of our initiatives began at the local level and have grown of Things, music creation, data analytics, business consulting,
worldwide. We collaborate with local stakeholders, including interviewing, smart cities, and sustainability.
schools, universities, organizations, and associations. In 2022, a new CGI Academia STEM channel was developed
At the global level, we have a dedicated working group that in Canada to train members interested in volunteering for
aligns our many programs and creates better processes STEM@CGI.
for measuring impact.
P-Tech Academy — U.S.
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Empowering tomorrow’s IT professionals U.S. — INDIA — GERMANY UK

IT challenges: Mentoring the next Promoting social mobility to
By improving access to the necessary technology and generation of IT professionals help foster success
educational opportunities, we hope to equip more young people By coordinating and sponsoring IT projects that challenge At CGI, our goal is to provide access to opportunities and
and adults with the academic, technical, and workplace skills students to address local, national, and global problems, resources that promote social mobility and allow members
they need for a successful IT career. we’re working to improve technical and business literacy take control of their futures. We also believe that attracting
Our commitment extends to providing access to traditionally within our communities — skills that are critical for the future and including people from a range of background to meet
underrepresented populations in the field and consciously success of our digital society. One of our flagship programs the growing industry demand for a skilled digital workforce,
broadening our approach to reach and inspire students of all in the U.S., the CGI IT Girl Challenge, provides high school we’re creating educational programs and sharing
ages to explore the possibilities of technology. We do this girls with the opportunity to develop a smartphone app, professional resources that help tackle economic inequality.
by partnering with affinity groups, schools, universities, and other with the winning team receiving college scholarship funds. In partnership with organizations across the UK, we’re
educational organizations to engage with students, participate We also mentor successful teams in local IT challenges investing in our communities to ensure people from all social
in STEM camps, organize in-depth mentorship activities, in Germany and India. backgrounds have greater access to opportunities for higher
and offer apprenticeships, internships, and early career programs. level education, employment, and income.
Learn more
Learn more
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Ensuring equal access to education for all FRANCE + INDIA + UK CANADA

Mentoring students with disabilities Providing STEM scholarships
By encouraging in-person interactions, developing technical to Indigenous students
Our commitment to supporting people with disabilities
skills, and opening up career prospects, we are increasing One of our goals is to support students in demographics
includes mentoring programs that assist with professional
equal education opportunities for the most vulnerable groups, that are underrepresented in STEM fields, including women,
integration in technology fields. Such programs help people
including people with disabilities, indigenous peoples, minorities and the economically disadvantaged. As part of
with disabilities navigate the social demands of a workplace,
and people in unstable circumstances. We have developed our commitment, we have partnered with Indspire, an
and help our members engage with people of different
several programs and partnerships to improve digital literacy Indigenous non-profit organization in Canada, to award
backgrounds to create more inclusive environments.
and aim to address more people who are underrepresented scholarships to Indigenous students pursuing STEM degrees.
in technology education and training. In France, for example, we partner with DSI, where people
with disabilities comprise at least 55% of their workforce. Indspire invests in the education of First Nations, Inuit, and
We also partner with Simplon, a training organization Métis people in remote communities, rural areas, and urban
specializing in professional reconversion in the IT industry. centers across the country.
Through these partnerships, we developed an internship As part of the three-year partnership, we will provide young
program that provides people with disabilities eight months Indigenous peoples with financial assistance to complete
of training followed by one year of contract work, leading to their education and achieve their highest potential.
a position with CGI.
In India, our many mentoring activities include collaborating

with the Ek Kadam Aur Foundation for Education and Health.
This organization helps educate students with visual
impairments about using software, cybersecurity, and
Internet safety.
In the UK, we partnered with the Salford Foundation to

conduct mock interviews for visually impaired students at
Bury Church of England High School.
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Providing tools for lifelong learning INDIA GERMANY

Helping women IT professionals Supporting refugees at the ReDI School
For adults who need to change careers or return to the labor in India rejoin the workforce Our members in Munich continue to work with The ReDI
market after a long absence, we have specific programs In 2022, as part of our commitment to gender equality in School of Digital Integration, which helps refugees and
and partnerships for them to acquire relevant skills. Facilitating the workplace, our diversity, equity, and inclusion (DE&I) underprivileged groups enter the IT field. The school is
access to alternative learning opportunities is key to helping team in India launched a new program called Career driven by the belief that technology can bring people
this population assimilate back into the workforce and reach Relaunch (CaRe), which invites women IT professionals who together to build new solutions to old problems. They offer
their goals. aspire to return to work after a career break to join CGI. tuition-free courses in Germany, Denmark, and online.
Our reskilling programs facilitate employment access through CaRe is a holistic program designed to help women — in CGI In addition to curriculum vitae coaching, laptop donations,
training courses, job bridges, dedicated schools, employment and externally — reactivate their skills, build new expertise and training courses, we broadened our support in 2022 to
preparation, and work-study. and transition back to the workplace in a meaningful way. include senior management coaching and job interview
The program provides technical skill assessment, skill training. We also introduced a female career days program,
enablement, training opportunities, practical project giving 25 students the opportunity to participate in coding
experience, mentorship, buddy support, and a dedicated workshops and speak to our members about their IT careers
member resource group. to gain insight into the working life of a consultant. ReDI
CaRe began with a maternity transition program, which students also now have access to our entire CGI Academia
supports CGI women members before, during, and after course portfolio.
maternity leave with customized workshops and well-being Learn more
sessions, flexible policies, on-demand learning, and career
guidance. As part of the first group, we onboarded
10 members.
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Making education more gender-equitable U.S. SWEDEN AND UK

Empowering girls interested in STEM careers Recognizing female leaders
Creating a more equitable IT industry starts with empowering
We strive to build a future workforce that prioritizes gender At CGI, we’re committed to supporting the professional
young women through education so they can develop the
diversity. As part of our global STEM@CGI program, we advancement of women both internally and outside the
knowledge and skills to dismantle the constructs that perpetuate
collaborated with U.S.-based non-profit Girls Inspired and company. We participate in and create recognition initiatives
inequalities. Connecting more women with education
Ready to Lead (GIRL) to host six interns from GIRL. that acknowledge the valuable contributions of women in IT.
opportunities leads to stronger agency, reduced gender
For example, CGI Sweden spearheaded the “IT Woman of
imbalances in the IT sector, and elimination of socio-economic The interns were tasked with creating a consulting firm and
the Year” award to recognize female role models who are
disadvantages that disproportionately affect women. conducting a Decision Analysis and Resolution evaluation to
passionate about inclusion and diversity and are driven to
assess three software solutions to improve communication
Providing gender-equitable education opportunities is critical make a difference by leveraging innovative technology.
and coordination between our Strategic Engagement and
to equipping young children with life skills and setting them up Similarly, CGI U.K. partnered with Investing Women on the
Inclusion team and our member resource groups in the U.S.
for success. In particular, we believe prioritizing girls’ secondary AccelerateHER project to support and promote female
education so that they receive the education, knowledge, and Interns participated in activities around consulting, entrepreneurs in sectors such as CleanTech and Climate,
skills needed for life and work delivers unparalleled returns to successful business meetings, resume building, mock Disruptive Innovation, Medtech and Science and FinTech,
our society as a whole. interviews, vision board building, and career coaching. They Data Science, and Cybersecurity. These awards demonstrate
also attended leadership meetings and panel sessions with
We reach girls and women through a variety of initiatives, that outstanding innovation is achieved by diverse teams
our member resource groups. The initiative culminated in a
including STEM programs, coaching and mentoring, and shining where members are encouraged to share new perspectives.
final presentation of their findings and provided the interns
a spotlight on women role models.
with opportunities to build their collaboration, delegation,
project management, and teamwork skills.
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Strategic priority
We commit to positively contribute to society by
leveraging our members’ personal engagement and IT
and business expertise through investment in social
impact projects and local economic growth initiatives
and by actively supporting local business unit
pro bono engagements.
Community work for Elistvere Animal Park — Estonia
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Impact
We are committed to improving the well-being of communities where we live and

work and giving our members the time and resources to support local causes.
Increasingly, we seek to direct our aid and efforts to help ensure that everyone can
benefit from the digital world, including the most disadvantaged, and can more fully
participate in our society, democracy, and economy. We also mobilize as a
company, and through our members, to support the humanitarian needs of people.
Our target:
100% of business units to implement
pro bono projects by 2026
Measuring success
58% 45,019 1,229,417

of our business Pro bono and Beneficiaries
units implemented volunteer hours in communities
pro bono projects
Software Developer apprenticeship program in Louisiana — U.S.
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Our members in action
MOROCCO
Delivering food baskets
during Ramadan
In Morocco, for Ramadan, nine of our
members helped over 150 families living far
from the city in the region of Marrakech,
which is not easily reachable in the winter.
We brought food baskets and blankets to
the families and provided workshops and
activities for the children. On another
occasion, our Morocco ESG team
GERMANY “I think the most
Rebuilding forests
volunteered to deliver toys and spend a day
My team is always talking about what we
important thing is
with children suffering from cancer at the
can do for society. During the pandemic giving something
20 Août Hospital Pediatric Hematology
lockdown, we couldn’t do anything inside, back to the
Department. It had such a big impact on us
to offer them some moments of joy and
so we were brainstorming team events that community and
see them smile. I feel fortunate and proud
we could do outside. Someone suggested involving others.”
planting trees, and that began our
to work for a company that values social Fabian Seel
reforestation campaign. We have had more
responsibility. “In each volunteer activity, Director Consulting Services
than 100 volunteers plant 1,307 young trees
I discover something that in a patch of forest in Gråvenwiesbach,
at CGI in Germany
makes me so happy that and they are growing and getting green.
I’m working at CGI.” It’s quite wonderful. This initiative has
Sana Abaghali provided us with a volunteer activity that
Office Manager at CGI in Morocco is good for our team, society, and the
environment, and we plan to involve some
of our clients next time.
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INDIA U.S.
Volunteering with the Supporting athletes with disabilities
CGI COVID Warriors at Special Olympics
When the COVID-19 situation in India had I’ve been involved with Special Olympics for many years.
been deteriorating, I joined the CGI COVID My brother had a disability and passed away when I was five,
Warriors team to support our members, so I’ve always felt that those with disabilities and special
families, and communities. Among the many needs represent the best of us. This year, a group of CGI
experiences I had on this journey, two stand members from Florida got together to volunteer at a Special
“I hope my
out. The first involved a woman who had low Olympics bowling championship. It gave us an opportunity to
blood oxygen levels and needed a hospital
experience serves give back to these members of our community who are still
bed. When her son reached out to us, we as an inspiration for marginalized by some people. They are just unique
provided support, and his mother survived. more CGI members individuals who give their whole heart to their sports.
Then there was a couple and their to join our COVID Special Olympics is their passion and seeing that passion
and the love they have for the events is just so endearing.
three-year-old daughter all infected with Warriors team and
COVID-19. With little support from family or show everyone “I’m just absolutely in love with
friends, they were in a panic about what
that we care.” volunteering. I love being around the
to do. We were able to step in and offer
guidance, and within 10 days, the whole Naveen K Bodagala athletes, and I love the volunteers.”
family had recovered. Senior Software Engineer Eric Johansen
in CGI India. Director Consulting Expert at CGI in the U.S.
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CANADA UK
Helping homeless people at The Old Brewery Mission Using voice-recognition technology
I’ve always been so impressed with the different programs that The Old know-how to support people with sight loss
Brewery Mission runs for homeless people. Among other things, they offer The British Wireless for the Blind Fund (BWBF) has improved the
a shelter, a crisis center, a dinner service, and many research and daily lives of visually impaired people since 1929. One of our
development studies to assist in building out new programs. The reality is members who volunteers with the BWBF identified an opportunity
that, since the pandemic, the homeless population has increased while to help them make connected home devices more accessible.
donations decreased. Since 2020, my team has raised thousands of dollars, The BWBF trains Amazon Alexa to understand certain terms,
collected donations, and sent several of our members to volunteer for the way they might sound with different accents and varying
The Brewery’s dinner service. It’s been an opportunity to see that speeds of speech. The BWBF gives us lists of words and we
homelessness isn’t something that happens because someone made a develop variations for them. It’s quite a small charity, and we
mistake. It could be because of the pandemic, layoffs, an abusive situation, have the power of hundreds of people. In a few sessions, our
untreated mental health issues, or a variety of other reasons. Volunteering volunteers could accomplish what could normally take weeks.
gives us that perspective and allows us to practice compassion.
“To be able to help people
“I think volunteering is good for your who are disadvantaged
soul. It’s motivating, and it allows in some way, through our
you to connect with people and presence and knowledge
bond as a team.” Old Brewery Mission, an NGO who works with
I think is a privilege.”
Montréal’s homeless, meeting their essential
Dana Greer needs while finding practical and sustainable Jeremy Brown
Vice-President at CGI in Canada solutions to end chronic homelessness. Vice-President, Consulting Services,
CGI in the UK
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CGI in action for our communities
Sharing our IT expertise with U.S. NETHERLANDS
non-profit organizations Wayfinders Swim to Fight Cancer

Wayfinders is a non-profit organization in North Carolina Organized by the Dutch charity Fight Cancer, Swim to Fight Cancer is a series
As a global leader in IT services with dedicated to expanding students’ confidence, connections, of fundraising swims in natural open waters throughout the Netherlands. In 2022,
talented and experienced professionals, and horizons through summer camps, year-round enrichment over 3,500 participants raised more than €2 million for groundbreaking cancer
CGI is committed to contributing digital programs, and mentor relationships. When the organization research. One of the swimmers is the wife of Eddo de Groot, a CGI cloud
skills wherever possible to improve the needed a more efficient data management system to meet architect who came up with the idea for ParTrack. Designed to make the
communities in which we live and work. their growth objectives, they reached out to Apparo, a events safer for participants, the ParTrack app helps track swimmers via swim
In 2022, our members collaborated non-profit that helps other non-profit find technology solutions. cap numbers and provides an overview of who is still swimming and who got
with non-governmental organizations Apparo then turned to CGI for support. Our members stepped out of the water safely. CGI funded more than 400 hours for the development
all over the world on a number of up to provide pro bono consulting services to assess current of the app. ParTrack supported 9 swims in 2022, and there are plans to
projects that made positive impacts. processes and tools and identify gaps and pain points. support even more in 2023 along with a new and improved version of the app.
Working with Wayfinders, our members documented and
prioritized requirements for a new software solution, “It’s amazing that
conducted market research, coordinated vendor demos and CGI helped us in this
evaluations, and delivered a final review of the top solutions. way free of charge,
By implementing a new software solution, Wayfinders anticipates
greater efficiencies in the day-to-day efforts of their volunteers
so more money
and staff, giving them more time to focus on their core mission. could be spent on
important cancer
“It was so comforting knowing I had
research.”
experts in the field helping me make the
Vera Vandenberghe
best choice of a Customer relationship
Swim to Fight Cancer,
management tool for our organization.” Project Manager
Mollie James
Wayfinders, Executive Director
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CGI in action for our communities
Protecting and supporting UK INDIA
vulnerable people Virtual reality application helps students with autism Public safety projects
Bettridge School is a school for special needs students based in Gloucestershire, UK. Our members in India undertake several
CGI is engaged in many initiatives Members from our Emerging Technology Lab volunteered to work with the teaching staff initiatives to support public safety. These
focused on bolstering public safety and on a virtual reality application that allows students with autism to experience common daily include collaborating with the Hyderabad
personal independence, so everyone events in real-world environments, such as a supermarket. Designed to develop and Chennai police departments to promote
is safe and secure enough to enjoy the independence and reduce anxieties, the application accommodates students with different security through CCTV surveillance,
benefits and pursue the opportunities abilities and can be teacher-guided or student-driven depending on individual needs. IT infrastructure, and driving personal safety
available to all. Learn more awareness. Integrated Command Control
Centers also provide emergency and
“Working with CGI has been seamless and really delivered crisis management.
what we set out to achieve as a group. I’m blown-away by the In Bengaluru, our members work with local
organizations to strengthen safety for women,
technology and know that it will build students’ confidence.”
including college students. For example, they
Jo Bleasdale developed a platform to share and discuss
Headteacher at Bettridge School information on women safety issues and also
work to raise awareness on gender roles
and stereotypes.
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Support for Ukrainians
In difficult times, CGI members are always ready Collaboration with the Red Cross
and eager to help. Although we do not have offices in and other organizations
Ukraine, our members around the world have mobilized
Together with the International Committee of the Red Cross,
to assist Ukrainian people in need by supporting
we organized emergency funding for Ukrainians and
humanitarian relief efforts. Members in Poland,
we committed $1 million through members and company
the Baltics, and Finland also have been on the front
contributions. We participated in grassroots projects to offer
line of providing emergency aid, welcoming refugees
essential services and materials and worked with non-profit
at borders and housing families. Additionally,
to assist with refugee settlement.
CGI has developed medium-term action plans
in many countries to help individuals find new jobs “I would like to thank you, CGI, its
and support for their families in a new country. employees, and the Executive Team
for your support of our humanitarian
crisis appeal in Ukraine. Thanks to you,
the Red Cross is helping people, whether
it’s providing basic humanitarian aid,
psychosocial support, or equipment and
medicines to hospitals.”
Ghassan Brax
Red Cross Canada, Deputy Director, Corporate Partnerships
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Support for Ukrainians
Direct support on the ground Helping Ukrainian refugees rebuild Managing uncertainty and anxiety
Many of our operations partner with governments and community Member health, well-being, and safety remain top priorities for
Poland
organizations to welcome refugees. As a leading global employer, CGI. To help our members deal with the stress and anxiety
Volunteers from CGI in Poland have brought food and essential CGI plays a key role by helping people find employment as they caused by the conflict in Ukraine, we increased the resources
goods to the border and welcomed refugees into their homes settle into new communities. We have proactive recruitment available to them through our Member Assistance Program.
since the beginning of the conflict. Additionally, in cooperation initiatives in Estonia, France, Germany, Latvia, Lithuania, In the UK, this includes free webinars on “Managing uncertainty
with NGOs operating at the borders, CGI delivered computers Luxembourg, Poland, Portugal, and Romania, as well as Canada and anxiety caused by world events” and “Helping children cope
to Ukrainian children through their intermediaries and made and the U.S. In the Netherlands, Sweden, and other countries, with world conflict.” In the Czech Republic, Poland, Romania,
donations to provide basic necessities to thousands of refugees. our teams donate laptops to help children continue their and Slovakia, we also offer hotlines to call for emotional support
The mobilization of our members in Poland represented over schooling, adults apply for jobs, and families stay connected related to these events.
500 hours of pro bono and volunteer work with NGOs such as through videoconferencing.
Pankracy Fundacja, Fundacja Oneday, and Stowarzysze.
In Poland, we launched a website offering employment
Lithuania opportunities for Ukrainian refugees. In addition, we offer
Ukrainian refugees now working for CGI in Canada, a package
The NGO Mazi bet Stiprus is a CGI in Lithuania members-based
including a CA$5,000 lump sum on their first pay; resources to
charity organization focused on helping Ukrainian people
assist with relocation, transition, and skill gaps; and a CGI
affected by the war. They define themselves as a “small but
“buddy” from the Ukrainian community.
strong” team with trusted contacts in Ukraine, helping to address
essential needs, providing donations quickly and directly to the
supported people, and being flexible and open for any
cooperation with other charities or individual volunteers.
In response to our Lithuanian members’ call for help, fellow
members in Germany raised €10,000 to support these efforts.
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CGI for Good tool: The tool that makes volunteering easy
CGI for Good is our global digital The tool also allows our members to become An interview with In addition to helping non-profits, what
volunteering tool that gives our aware of ESG topics on which they can take
Brice Damoiseau are the other impacts of this tool?
members access to a wide range of concrete individual action. Some of these
Vice-President Consulting Services, France, Through this project, members feel more
in-person and remote volunteering include:
Financial Services business unit connected to CGI, and some have proposed
opportunities with local non-profit and • Discover “How to bee friendly” to help bee new local organizations to add to the tool.
What is the origin of CGI for Good?
charitable organizations. populations thrive For clients, our relationship is strengthened
The project was created in the Financial through joint volunteer projects and by further
• Test your knowledge of plastic pollution
The tool also empowers members to create their Services business unit in France a few
• Bike to work demonstrating our commitment to ESG.
own opportunities in response to the needs of months before the COVID-19 lockdown to
the communities where they live and work. The tool is deployed in Australia, United Kingdom, What did the tool change for you?
answer a simple question: How can we use
France, India, Luxembourg, Malaysia, Morocco, volunteering opportunities to instill a sense of I have used the tool to connect with and help
Whether it’s mentoring, awareness, lending a
Philippines, Portugal, Romania, and Spain. purpose in our members while they are several non-profits. One of them organizes
hand, or putting skills to use for others, CGI for
Our remaining locations will be added in 2023. between client projects? This goal aligns with voluntary first aid missions. I have been working
Good enables members to easily find
the strong desires of our members to help, with this partner for over a year, and I hope to
volunteering opportunities that match their Since the launch of CGI for Good:
contribute to, or simply share opportunities volunteer with them during the 2024 Olympic
preferences and availability. • 7,953 active members signed up to help
and information with each other. Games in Paris.
non-profits looking for volunteers
• 730 non-profits were registered to share Brice Damoiseau initiated the CGI for Good project
their needs in 2020 with a team of five other French members:
• 106 non-profits were helped by members for Roxane Leib, Anne Lebour, Jérôme Challo,
an equivalent of 6,251 hours Marie Laure Picouays and Anaïs Abitbol
• 1,261 challenges were completed
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Supporting the economic prosperity of our communities
Generating and delivering

value for communities The value generated and delivered
We build lasting, trusted relationships by embedding operations
for communities
within our clients’ metro markets. This proximity fosters a Tax
Indirect jobs
collaborative style and consultative approach to help clients
contributions
envision new possibilities. At the same time, our consultants draw
upon a diverse global network of professionals who bring the
right industry and technology expertise, innovation, and scale to High-quality Financial More diversified
every engagement. This includes access to a best-fit, 24/7 delivery
careers economy
model of onsite, onshore, nearshore, and offshore options. Communities
benefits
An important part of our extensive and flexible global delivery
Collaboration
model is a network of centers located in smaller communities. Local digital
Non-financial with academic
These centers provide public-sector and private-sector clients talent
institutions
with high-quality, high-value digital transformation solutions.
These centers foster digital inclusion through an innovation
ecosystem that provides quality employment opportunities, Diversified Public service
high-tech infrastructure, and strong local academic and workforce maintenance
training programs.
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Supporting the economic prosperity of our communities
A long tradition of delivering October 2021 — Toulouse, France March 2022 — Tweedbank, United Kingdom
value for communities CGI opened a new global innovation center dedicated to We announced the opening of a new CGI Center of Excellence
Industry 4.0 in Toulouse, France. The center provides in Tweedbank through our digital services partnership with the
In 1984, Alcan and CGI entered into a managed IT services
our manufacturing clients globally with the opportunity to test Scottish Borders Council. The location helps advance our
agreement that resulted in the opening of our Center of
innovative and practical solutions that help meet their partnership’s strategy to develop smart, connected communities
Excellence in Saguenay, a northern city in Quebec, Canada.
top priority to quickly modernize, rationalize, and make their while providing quality employment throughout the region.
At that time, CGI had four employees in the city. Today, there
systems more sustainable.
are nearly 600 professionals in Saguenay. From this center, April 2022 — New Brunswick, New Jersey, United States
we support more than 100 clients, providing innovative services November 2021 — Bielefeld, Germany We established a new location in New Brunswick to meet
and solutions, including intelligent automation and software CGI opened a new location in Bielefeld to support mid-sized growing client demand for IT and business consulting services in
development. companies from the region that are often champions and global the region and to centralize delivery operations in the state. In
market leaders in their field. CGI offers quality employment in the addition to providing our members with a new workplace, the
2022 highlights region while also providing clients with an onsite presence, office includes collaborative space to foster our mentorship
complemented by global reach and delivery capabilities. programs. This includes our sponsorship of the New Brunswick
Since the establishment of our Saguenay operations, we’ve
P-TECH High School program, a STEM-based, public-private
invested in smaller communities across our global operations, February 2022 — Nuremberg, Germany partnership intended to establish a clear pathway from high
establishing centers outside of large metropolitan areas. In a similar strategy, we expanded our presence in the school to university and then to a career.
During 2022, new center openings included: Nuremberg Metropolitan Region with a new location in Erlangen.
With this location, we support both our existing and new clients May 2022 — Kaiserslautern, Germany
October 2021 — Hartford, Connecticut, United States
across the region, specializing in advancing their digital We established a new location in Kaiserslautern, which draws
In addition to opening this center to provide more opportunities
transformation. upon the talent of local universities and institutes and the region’s
for direct collaboration with our clients and innovative technology
reputation of advancing key technologies, such as artificial
companies, we announced the CGI Diversity Scholarship at the
intelligence. The investment in the region also supports our
University of Hartford, which is available for students enrolled
members, a number of whom are from the region and continue
in computer engineering, computer science, data analytics,
to call it home.
and data science programs.
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Governance
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Corporate governance
High corporate governance standards are foundational This responsibility applies in every country in which we operate,
to the way we conduct business at CGI. We recognize with all our stakeholders, including clients, employees (whom we
and embrace our responsibility as a global company call members), and shareholders.
to engage in business practices that are ethical and As an IT services leader, we are also committed to deploying
in compliance with the letter and spirit of all applicable digital strategies responsibly and protecting data using the
laws and regulations. highest security and ethical standards.
As a publicly traded company, our Class A subordinate voting

shares are listed on the Toronto Stock Exchange (TSX) and the
New York Stock Exchange (NYSE). Our governance practices
described in this section comply with the Canadian Securities
Administrators’ (CSA) corporate governance guidelines.
As a Canadian reporting issuer with a listing on the NYSE, CGI
is considered a foreign private issuer under applicable rules and
regulations of the U.S. Securities and Exchange Commission
(SEC). As such, many of the corporate governance rules
applicable to U.S. domestic companies are not applicable to CGI.
However, CGI’s corporate governance practices generally
conform to those followed by U.S. domestic companies other
than with respect to certain specific rules that are outlined in our
public disclosure documents available on the CSA’s website at
www.sedar.com, on EDGAR at www.sec.gov and on CGI’s
website at www.cgi.com.
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Composition of the Board of Directors 1
Alain Bouchard George A. Cope Paule Doré Julie Godin

Independent director, complies Independent director, Independent director, Director related to CGI,
with the share ownership complies with the share complies with the share complies with the share
guideline ownership guideline ownership guideline ownership guideline
Age 73 Age 61 Age 71 Age 47
Montréal, Quebec, Canada Toronto, Ontario, Canada Outremont, Quebec, Canada Westmount, Quebec, Canada
Director since 2013 Director since 2020 Director since 1995 Director since 2013
Member of the Board of Directors Lead Director Member of the Corporate Co-Chair of the Board, Executive
Member of the Corporate Governance Committee and of Vice-President, Strategic Planning
Governance Committee and of the Human Resources Committee and Corporate Development
the Human Resources Committee
Serge Godin André Imbeau Gilles Labbé Michael B. Pedersen

Director related to CGI, Director related to CGI, Independent director, Independent director,
complies with the share complies with the share complies with the share complies with the share
ownership guideline ownership guideline ownership guideline ownership guideline
Westmount, Quebec, Canada Beloeil, Quebec, Canada Outremont, Quebec, Canada Toronto, Ontario, Canada
Founder and Executive Founder and Advisor to the Chair of the Audit and Risk Chair of the Corporate
Chairman of the Board Executive Chairman of the Board Management Committee Governance Committee and
Member of the Human
Resources Committee
1 Information is provided as at September 30, 2022.

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Composition of the Board of Directors
Stephen S. Poloz Mary G. Powell Alison C. Reed Michael E. Roach

Independent director, Independent director, Independent director, Independent director,
Orleans, Ontario, Canada Stinson Beach, California, London, United Kingdom Montréal, Quebec, Canada
Director since 2020 United States Director since 2018 Director since 2006
Member of the Audit and Risk Director since 2020 Member of the Audit and Risk Member of the Board of Directors
Management Committee Member of the Corporate Management Committee
Governance Committee and of
the Human Resources Committee
George D. Schindler Kathy N. Waller Joakim Westh Frank Witter

Director related to CGI, Independent director, Independent director, Independent director,
Fairfax, Virginia, United States Atlanta, Georgia, United States Stockholm, Sweden Braunschweig, Germany
President and Chief Member of the Audit and Risk Chair of the Human Resources Member of the Audit and Risk
Executive Officer Management Committee Committee and Member of the Management Committee
Corporate Governance
Committee
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Board of Directors and standing committees 1
Board of Directors Corporate Governance Committee
16 directors 6 meetings held in F2022 5 members 4 meetings held in F2022
31.3% women 97% attendance 100% independent directors 96% attendance
75% independent directors Summary of responsibilities, including ESG:

• Reviews the Company’s purpose as an organization, which is to seek the best equilibrium
Summary of certain ESG-related responsibilities: between its three stakeholders and the communities in which its members live and work
• Oversees the formulation of our long-term strategic, financial, and organizational goals and • Oversees, monitors, and makes recommendations to the Board of Directors with respect to the
approves our strategic plan, which includes ESG-related objectives alignment of CGI with our purpose and strategy, performance, and reporting on corporate
• Oversees and approves the strategic plan related to top and emerging risks affecting CGI, and responsibility
satisfies itself as to the effective management of those risks, including ESG-related risks • Receives presentations on international trends and best practices in disclosure of ESG matters,
• Oversees ESG initiatives and commitments, including our net-zero emissions commitment including governance trends related to cybersecurity and climate transition action plans
• Sets the tone for, oversees, and monitors our culture of integrity and compliance through our • Updates the Board of Directors on ESG issues and risks
Code of Ethics, Anti-Corruption Policy, and other processes and policies • Reviews and monitors adherence to the Code of Ethics
• Monitors health, safety, and environmental matters through various reports and presentations • Reviews our ESG policies and practices
For further information, refer to the Charter of the Board of Directors, made publicly available • Oversees directors’ continuing education program
on the CGI website: (https://www.cgi.com/sites/default/files/2021-07/charter-bod-en.pdf)
For further information, refer to the Charter of the Corporate Governance Committee, made publicly
available on the CGI website: (https://www.cgi.com/sites/default/files/2021-07/charter-cgc-en.pdf)

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Board of Directors and standing committees

1
Human Resources Commitee Audit and Risk Management Committee
5 members 4 meetings held in F2022 5 members 6 meetings held in F2022
100% independent directors 93% attendance 100% independent directors 98% attendance
Summary of certain ESG-related responsibilities: Summary of certain ESG-related responsibilities:

• Develops and makes recommendations to the Board of Directors with respect to our • Reviews and monitors procedures for the retention and treatment of ethical incidents relating to,
compensation philosophy and strategy among others, discrimination, harassment, corruption, and data privacy, as well as other potential
• Reviews our measures to promote diversity and inclusion, their effectiveness, and annual and breaches of our Code of Ethics
cumulative progress made in achieving our objectives • Assesses risk tolerance of the company through our program of risk assessment, namely the
• Reviews our leadership development programs and career plans, as well as executives’ Enterprise Risk Management (ERM) program, and steps taken to address significant risks
succession plans or exposures
• Observes market trends and good practices on executive and director compensation • Reviews the potential risk of fraud and any other activity likely to be detrimental to CGI
• Reviews the impact of significant risks and uncertainties affecting CGI and provides
For further information, refer to the Charter of the Human Resources Committee, made publicly
recommendations to the Board of Directors for the effective management of those risks
available on the CGI website: (https://www.cgi.com/sites/default/files/2021-07/charter-hrc-en.pdf)
For further information, refer to the Charter of the Audit and Risk Management Committee,
made publicly available on the CGI website:
(https://www.cgi.com/sites/default/files/2021-07/charter-armc-en.pdf)

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ESG governance Board of Directors
George D. Schindler Company’s Executive Committees

President and Chief Executive Officer
Good corporate governance is very important to us. The values
we share at CGI form the foundation of our corporate governance
practices. Our ESG governance objectives are set under the
guidance of several groups:
ESG Executive Steering Committee ESG Network
• The CGI Board of Directors, which determines our long-term
strategic, financial, and organizational goals. Chair: Kevin Linder Sébastien Barangé
Senior Vice-President, Investor Relations Vice-President,
• Our ESG Executive Steering Committee, which is chaired by Social Responsibility
and Sustainability
our Senior Vice-President of Investor Relations, with the
Julie Godin Stuart Forman Stephanie Mango
participation of our Co-Chair of the Board and Executive Co-Chair of the Board, Senior Vice-President, President, CGI Federal ESG Global Team
Vice-President, Strategic Planning and Corporate Development. Executive Vice-President, Canada
Tara McGeehan
Strategic Planning and
The committee is comprised of executive-level representatives Laurent Gerin President,
Corporate Development
President, Southern Europe and United Kingdom and Australia
from our Strategic Business Units and corporate functions, Susan Balding Western and Southern Europe
Bernard Mongilio
and its chairperson communicates all ESG initiatives and Senior Vice-President, Global Delivery Centers of Excellence
Senior Vice-President, U.S.
Marketing and Communication
strategies to the CGI Executive Committee. Dirk de Groot Commercial & State Government
ESG Local Leads
François Boulanger President, Northwest and Communities Priority Sponsor
• ESG local leads in each SBU, in collaboration with our President and Chief Central-East Europe
Srividya Nataraj
Vice-President, Social Responsibility and Sustainability and the Operating Officer ESG Global Network
Michael Herron Vice-President,
ESG team, which advance our ESG strategy and action plans. Mark Boyajian Senior Vice-President, Asia Pacific
Executive Vice-President, United Kingdom and Australia
Jean-Bernard Rodriguez ESG Working Groups
• Our ESG Global Network, which meets monthly to collaborate Chief Business Engineering Climate Priority Sponsor
Senior Vice-President,
Officer
on our overall strategy and necessary actions. Bernard Labelle Western and Southern Europe
Benoit Dubé Executive Vice-President and People Priority Sponsor
• SBU representatives and internal stakeholders, who participate Executive Vice-President, Chief Human Resources Officer
Thomas Roth
in monthly ESG Working Groups to develop and implement Legal and Economic Affairs,
Leena-Mari Lähteenmaa Senior Vice-President,
and Corporate Secretary
our ESG priorities. President, Scandinavia and Central Europe
Finland, Poland, and Baltics
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CGI Management Foundation
Through the combination of our business and strategic IT consulting, systems I

CGI Constitution Enterprise Policies and Processes
integration, managed services, and IP-based solutions and services, we are well S
O Code of
Organization,
Human Finance and Security and Quality
Dream Vision Mission Values Governance,
positioned to deliver value for our three stakeholders: clients, members, and Ethics
and Evolution
Resources Investment Data Privacy System
9
shareholders. Our end-to-end services are supported by our CGI Management 0 Strategic Managing
Marketing, Client
Engagement
Innovation
Mergers
0 Directions and Range of Relationship and Management
Foundation, which enables teams around the world to act effectively, efficiently, 1 Operational
Planning
Services
for
Excellence
and Business
Development
Risk
Management
Intellectual
Property
and
Acquisitions
Frameworks
and consistently as one company. C

E Member Partnership Shareholde Partnership
Client Partnership Management Management
R Management Framework Framework Framework
The Management Foundation incorporates we do it, and how we behave and make T
I
over 46 years of proven best practices and decisions. In nurturing our ownership mentality, F IT Management
Best Practices
Leadership Institute
Investor
I
Proposal Contract Delivery Closing Relationship
know-how into frameworks that ensure we consistently seek to maintain the best E Engagement
Assignment
Management
D Governance Performance
high-quality and secure delivery of our services, equilibrium for the benefit of our three Management and
Career Planning Disclosure
O Guidelines
meeting the highest requirements for security stakeholders. P Methods and Tools Recruitment
E Orientation and
and data privacy. Most importantly, the R Investor
As our Constitution is the foundation of our A
Consulting,
System Integration
Application
Technology
Operations
IP-based
Business Process
Integration Communications
Management
Management Foundation contains our T and Development Management Management Team Meetings
Culture, expressed in words, the Management I
Constitution, our values, policies, principles, O
Foundation defines how we connect and build N Client Satisfaction Member Satisfaction Shareholder Satisfaction
and performance metrics that foster alignment Assessment Program Assessment Program Assessment Program
strong relationships with our stakeholders, and S
throughout our organization and drive how we regularly measure their satisfaction. It
operational excellence in all we do. All this enables us to rapidly and profitably integrate
allows our consultants to maximize the time new mergers and to facilitate the onboarding of
they spend supporting and innovating for new members as owners. All aspects of ESG
our clients. Our CGI Constitution, which is are woven into the Management Foundation’s
comprised of our Dream, Vision, Mission, and principles, policies, metrics, and processes.
Values is the reflection of our culture: who we
are, where we want to grow, what we do, why
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Risk management
Overview Operational management in all business units and functions Our risk universe integrates the dimensions of environment
must actively anticipate, manage, and monitor the evolution of (including external climate-related physical and transition risks,
Taking risks that align with our strategy and values is a necessary
their risks, seek out opportunities, and contain potential threats. and existing and emerging environmental regulations), social
part of doing business, meeting our goals, and delivering value
Independent from operational management, we have processes (including member-related risks), and governance (including
to our stakeholders. Therefore, effective risk management is
to facilitate and coordinate the risk assessment and monitoring security, data privacy, ethics). Our risk universe is reviewed and
essential to achieving our objectives, fundamental to good
process and to provide reports to the Audit and Risk Management updated every year based on input from the Board of Directors,
business management, and intrinsic to the CGI Management
Committee on our most material risks as well as the overall Executive and Operational Management, and review of
Foundation (see page 90).
risk posture. emerging risk trends.
Our Enterprise Risk Management process ensures that risks
The risk assessments apply to all aspects of the business, all
are effectively managed across CGI and that all significant risks Integrated approach for assessing stakeholders, and all time horizons. We assess each risk heading
are reported at the enterprise level. Any risks that affect our and managing enterprise risks using defined scales of likelihood, potential impact on objectives,
operations and could negatively impact the achievement of
Enterprise risks are assessed on an annual basis, aligned with and timeframe, along with qualitative descriptions of risk
our business objectives are systematically addressed through
the timing of our strategic planning process. These risks are identification, mitigation, and monitoring. Each risk’s significance
this process.
continuously monitored and formally reassessed quarterly. is classified based on a combination of impact and likelihood
The process provides increased risk awareness and over time.
Using a structured and systematic approach to enterprise risk
effectiveness in managing risks and promotes consistency
assessment and monitoring as well as a uniform set of terms Our risk assessments and mitigation plans are reviewed at an
and transparency, allowing for comparisons companywide,
called the CGI risk universe, our enterprise risk assessment appropriate level of management according to the scope
and enabling a portfolio view that can be reported to the
covers risk headings and guidance regarding all potential risk and potential impact (business unit or Strategic Business Unit
CGI Board of Directors.
areas, including risks to achieving our ESG objectives. management committee, Executive Committee, or Board
of Directors).
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Risk management
Significant and emerging risks are reported to our Board of

Directors through the Audit and Risk Management Committee as Assessing and managing enterprise risks
required, at a minimum of once per quarter. Risks that could
affect investors or the long-term sustainability of the enterprise
are disclosed in our public filings. The Audit and Risk Management Committee of our Board of Directors reviews
enterprise risk assessment results and oversees the actions, systems, and controls
Enterprise Risks facilitation and coordination,

Appropriate risk mitigation plans are developed by each business Board in place to monitor and manage risks
monitoring, and reporting process

unit for any significant risks identified within its scope. Regardless
of the risk’s time horizon, these plans are included in each Executive management oversees the operations, including setting risk
Executive tolerance and setting the direction for policies, processes, and strategic
business unit’s annual business plan and reflected in the overall and operational planning, ensuring risk is effectively managed
rolling strategic plan as appropriate. Documented guidance

provides strategies to reduce the likelihood or potential impact, Operations management is accountable for assessing
Operations management and managing all business risks that could have a material
transfer the risk, avoid or stop the risk-bearing activity (including impact on their unit's objectives
on a precautionary basis), or accept the risk when existing

controls are deemed appropriate. Business operations perform day-to-day risk
Operations management activities, supported by corporate
services business partners and centers of expertise
More generally, the insights on risks and opportunities gained
during the risk assessment process, along with insights gathered
from all stakeholder groups (shareholders, clients, and members),
inform annual and longer-term strategic business planning.
We detail all material assessed risks and uncertainties in our Management’s Discussion and Analysis document (pages 55–68)
including external risks, such as natural disasters and climate change, and their impact on our business.
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Ethics
Our commitment As part of our onboarding process, new CGI members are Our policies
required to complete mandatory ethics and compliance training,
The CGI Code of Ethics and Business Conduct (Code of Ethics)
including anti-corruption training, within the first 30 days of Code of Ethics and Business Conduct
and associated policies are integral to our Ethics and
employment after which they are required to complete annual The CGI Code of Ethics and Business Conduct highlights
Compliance program, which promotes adherence to the highest
refresher trainings. In 2022, all of our active members completed situations that members may face in their duties and provides
standards of ethical business conduct. We operate our business
the annual refresher trainings. We also deployed a new the basic principles to guide their actions. It applies to all CGI
ethically and in compliance with the letter and spirit of all
combined compliance refresher training covering compliance members, officers, and directors and prescribes the highest level
applicable laws and regulations. Our Code of Ethics and our
with security, ethics, and data privacy policies and guidelines. of ethics in all the following areas:
Third-Party Code of Ethics outline our expectations for all
This combined training will be refreshed and conducted on an
members, officers, directors, vendors, contractors, and partners. • Member conduct and behavior
annual basis, over an established period of time.
Upon joining CGI, each member signs or, where regulatory • Integrity of books and records, and compliance with sound
constraints exist, acknowledges the Member Commitment to the Any member or third-party who witnesses, experiences, or accounting practices
Code of Ethics and renews this commitment on an annual basis. suspects a situation that violates our Code of Ethics or may • Confidential information and intellectual property
In 2022, 91.3% of our members renewed their commitment. result in a breach of law can use our confidential Ethics and
• Data privacy protection
Compliance Reporting Hotline, among other tools, to report
We are committed to conducting all activities free from illegal and • Conflicts of interest
incidents. Such incidents may include, but are not limited to,
improper influence and to ensuring compliance with all • Laws, statutes, and regulations
harassment, discrimination, bribery, forgery, insider trading,
competition laws, human rights legislation, and anti-bribery and • Member, client, investor, and media relations
conflicts of interest, financial fraud, data privacy violations,
anti-corruption laws and regulations that may be applicable to
intellectual property violations, and theft. Our Ethics and • Community activities, and political and public contributions
our business worldwide. Additionally, compliance with the CGI
Compliance Hotline is hosted by a third-party and allows our
Anti-Corruption Policy, embedded in our Code of Ethics, is Third-Party Code of Ethics
members and third-parties to report incidents anonymously,
mandatory at all times by our members, officers, and directors,
wherever permitted by law. Our Third-Party Code of Ethics reflects our commitment to
as well as all third-parties who act on behalf of CGI.
unyielding integrity and standards of business conduct by setting
out specific ethical standards required of any third-parties that
do business with CGI. The only exceptions are third-parties
that have demonstrated implementation of, or are otherwise
subject to, comparable rules of ethical conduct.
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Ethics
Anti-Corruption Policy Risk management Engagement Risk Management (ERM)

The CGI Anti-Corruption Policy describes steps to prevent risk Principles
Third-Party Management Process
and ensure the proper handling of any issues related to bribery CGI is dedicated to leveraging our full capability in the mitigation of
and corruption while also outlining general requirements and Our Third-Party Management Framework sets clear principles and risks and resolution of issues with visibility at all operational levels
procedures for each risk area. This policy applies to all CGI processes for any third-party engaged with CGI. Third-parties are up to our Chief Executive Officer and our Board of Directors.
members, third-parties, officers, and directors. subject to due diligence, namely on financial risk, capacity and We ensure full accountability and responsibility at our operational
capability, security, data privacy, ESG, and past performance, units to implement and leverage risk-management processes and
Ethics Reporting Policy when available. consistently follow up on risk-mitigation activities. We conduct
Our Ethics Reporting Policy applies to all CGI members, We fully automated our supplier creation and due diligence independent assessments to manage engagement risks and
third-parties, officers, and directors. It describes the policy processes in our Third-Party Supplier Portal. All new suppliers assist with the mitigation of challenges, and we perform
and measures we implement with respect to reporting ethical (some exclusions may apply) are required to answer a continuous proactive risk oversight throughout the entire
incidents and defines the process for investigating such questionnaire on their ESG practices. Based on answers to engagement lifecycle through disciplined monitoring and
incidents. the questionnaire, we may ask suppliers to demonstrate how management of operational risks and mitigation strategies.
they handle their ESG responsibilities by completing a detailed In addition, we continuously apply lessons learned and
Insider Trading and Blackout Periods Policy
assessment with our external partner EcoVadis or an recommended practices from across CGI through interactive
Our Insider Trading and Blackout Periods Policy aims to prevent assessment partner of their choice. When a supplier receives coaching.
improper trading in CGI securities and the improper a low EcoVadis score (below 40) or declines to undertake the Fraud and Corruption Risk Management
communication of privileged or material undisclosed information. EcoVadis assessment, an automatic alert is sent to the internal
Our annual fraud and corruption risk assessment exercise
This policy applies to all CGI directors, officers, and members. buyer and the Global ESG Team to take appropriate action.
covers all locations, operational units, and corporate functions.
Additionally, our procurement policy establishes rules for contracting Any potentially significant risks identified by the exercise
with such third-parties, including subcontractors, third-party are reviewed and discussed with executive management,
providers, and freelancers. The policy mandates that all types of the Audit and Risk Management Committee, and the
third-party engagements or contracts align with CGI norms and external auditor.
standards and adhere to our standard baseline in terms of Code
of Ethics, cybersecurity, privacy, service quality, and stability.
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Ethics
Reporting Protection against retaliation Conflicts of interest
All CGI members are responsible for immediately reporting any of Through our anti-retaliation policy, we are committed to supporting We are committed to prohibiting any member with an actual or
the following: and encouraging our members to file reports of actions that may perceived conflict of interest from participating in the
• Non-compliance with the Code of Ethics violate our Code of Ethics. Any form of retaliation against a investigation of a report or in the determination of any related
member who files a report in good faith, or who cooperates in an remedial or disciplinary actions.
• Suspected violations of the Code of Ethics, the Third-Party
investigation of a reported violation, constitutes a serious violation
Code of Ethics, or CGI policies Reports can be made openly, confidentially, and anonymously,
and will not be tolerated. This protection applies even if a report is
• Known or suspected violation of applicable laws, rules, as allowable by law, through any of the following reporting
ultimately determined to be unsubstantiated.
or regulations channels:
• Observed instances of misconduct or pressure to compromise Confidentiality • Any manager or any other individual in our management chain
our ethical standards or leadership team
We are committed to treating all reports in a confidential manner
• Any member of the Human Resources department or the
We maintain clear and accessible reporting processes for and will only disclose to the extent necessary to ensure
CGI legal team
anyone to voice a concern, and we apply the following principles compliance with our legal obligations and to facilitate a thorough
to all ethics investigations: investigation. • Any officer of CGI, especially when mandated by the Codes
• Our Ethics and Compliance Reporting Hotline
Compliance • Our Ethics Inbox: [email protected]
We are committed to investigating matters in a timely and
thorough manner and to addressing wrongdoing within the
organization to ensure adherence to our Code of Ethics and
compliance with the law.
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Ethics
Overview of our Ethics and Compliance program 2022 achievements

We continue to maintain a strong and positive ethical culture.
In 2021, we successfully completed a global mapping exercise
Programs in place
identifying and assessing any local adaptation to corporate
Governance policies related to the Code of Ethics to proactively detect
and
leadership potential risks and to recommend appropriate mitigating actions.
The goal of this exercise was to promote the adoption of
› Third-party › Ethics reporting policy a cohesive set of local adaptations of Code of Ethics policies
management process Third-party Employee › Ethics hotline
compliance reporting across all CGI business units to ensure standardized outcomes
› Third-Party Code of Ethics › Ethics inbox: [email protected]
for all CGI members.
Culture of
ethics and In 2022, we kicked off the second phase of this exercise, with
compliance
the objective of implementing the recommendations developed
Case › eLeaming trainings in phase one.
› Managed by legal affairs management Training and › Communication campaigns
› Investigations guidelines and communications In addition, we continue to monitor implementation of our revised
investigations › Face-to-face or virtual training sessions
corporate Ethics Investigation Guidelines to ensure adherence
Standard
policies and at all levels of the organization and in each jurisdiction where
procedures CGI operates.
› Code of Ethics
› Corporate guidelines and policies
› SBU/BU local adaptations
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Human rights
Our commitment Our policy “Modern Slavery — CGI recognizes that slavery is both illegal
and unacceptable. As a services organization in which most of
We are fully committed to respecting human rights throughout Our Code of Ethics for our members and our Third-Party Code
our members are highly skilled and directly employed by CGI,
our operations and supply chain in accordance with United of Ethics for our suppliers are based on the values and
we consider the risk of modern slavery within our own
Nations (UN) guidelines. Our understanding of these rights is philosophy that define our Human Rights statement and have
organization to be low. However, CGI has implemented an
drawn from the Universal Declaration of Human Rights, and we guided us successfully since the founding of CGI in 1976. These
additional procurement process to mitigate the risk of slavery in
strengthened our commitment in 2020 by signing the UN codes express that “Every person has the right to equal
our supply chain. We expect all third-parties with whom we work
Global Compact. treatment with respect to employment and the right to be free of
to comply with anti-human trafficking and anti-slavery legislation.
discrimination because of race, ancestry, place of origin, color,
As a people-oriented organization with 90,000 members, a To that end, the CGI Third-Party Code of Ethics aims to provide
ethnic origin, citizenship, religion, gender, sexual orientation, age,
global company operating in a variety of countries with diverse suppliers with the appropriate guidance to make informed
pregnancy, record of offenses, marital status, social conditions,
cultures and local regulations, and a buyer with more than business decisions while working with CGI.”
political beliefs, language, veteran status (U.S. only), family status,
10,000 suppliers in our supply chain, we recognize human rights
disability, or means used to overcome a disability.” This More information can be found in the Ethics section
to be fundamental.
statement is reinforced by our specific policies on equal (see page 93).
The human rights referred to in this section of this report are: opportunity, anti-discrimination, anti-harassment, and modern
• The right to equal opportunity and fair treatment, particularly slavery.
for people belonging to vulnerable groups
In 2022, we updated our Code of Ethics to reinforce our
• The right to protection against harassment and discrimination
principles of human rights protection, specifically as it pertains to
• The right to a healthy and safe work environment modern slavery. Section 1.7 of our Code of Ethics was amended
• The right to freedom of expression and association to add the following statement:
• The right to privacy of personal data
• The right to education and digital inclusion
• The right to protection from forced labor, child labor,
and human trafficking
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Human rights
Governance Risk mapping Supply chain
Our Corporate team, including our Legal and Human Resources In 2022, our Global Procurement and ESG Teams undertook a
CGI operations
functions, is responsible for developing standards and policies to risk mapping of our supply chain with considerations for sector
We use several distinct processes to map risks related to human and country risk levels. The results enabled us to strengthen our
be complied with by our members and other relevant
rights within our own operations: risk mitigation plan by identifying and prioritizing a group of
stakeholders.
• The CGI Enterprise Risk Management Process is designed 250 significant suppliers.
The Company’s Board of Directors is ultimately responsible
for the effective management of risks across our company,
for the company’s commitment to human rights and receives
a quarterly ethical incidents report through its Audit and
including the reporting of any significant risks at the Evaluation procedures
enterprise level.
Risk Management Committee. CGI operations
• The Member Satisfaction Assessment Program (MSAP)
provides member feedback regarding the work environment CGI is subject to an annual evaluation of policies, actions, and
and related matters at CGI. Designed to foster dialogue performance disclosure by EcoVadis, a specialized sustainability
between members and their leaders, MSAP is the process ratings agency that has assessed CGI since 2012. Four areas are
through which members at all levels, everywhere in the world, examined in this assessment, including human rights. In 2022,
express their satisfaction with CGI regarding core CGI received EcoVadis’ top honors with a “Platinum” distinction
management responsibilities. and a score of 80/100 in the labor and human rights areas.
• The Member Consultation, a survey conducted every year, is a CGI also has been rated by the Dow Jones Sustainability Index
part of our strategic planning process and enables members (DJSI) since 2010. Our 2022 corporate responsibility
to share their voice on our strategic goals and priorities, performance, which includes human rights measures, exceeded
including suggesting ideas and providing feedback on how the industry average of 25/100 with an overall score of 62/100.
to achieve our goals. This represents an increase of four points since the previous year.
• External member surveys are conducted through independent
third-parties such as the Great Place to Work Institute (Canada,
Philippines, India, and UK) and Top Workplaces (U.S.).
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Supply chain Alert mechanism

Our supplier creation and due diligence processes have been As described in our Ethics Reporting Policy, the procedure for
fully automated using our Third-Party Supplier Portal. All new reporting any human rights violations within CGI operations
suppliers (that meet certain criteria) are required to answer or within our supply chain involves submitting a report online,
an ESG questionnaire. Based on the results of the questionnaire, via text, by emailing [email protected], or by submitting an alert
suppliers may be asked to demonstrate how they handle their via our confidential Ethics and Compliance Reporting Hotline.
responsibilities by completing a detailed assessment with This hotline is an incident-reporting system managed by an
our external partner EcoVadis or a partner of their choice. If a independent third-party mandated by CGI to ensure anonymity
supplier receives a low EcoVadis score (below 40) or declines the of all incident reporters, if they choose to remain anonymous,
EcoVadis Assessment, an alert is automatically sent to the and the confidentiality of all reports submitted.
supplier and our Global ESG Team so that appropriate actions
may be taken.
We also have invested in EcoVadis 360 Watch, a sustainability

intelligence and monitoring system that proactively identifies risks
associated with our suppliers based on sources from media,
governments, trade unions, non-governmental organizations,
and other business networks. In the event of a negative alert
relating to a supplier, our Global Procurement Team will receive
a notification and will work with our Responsible Leader
(contract owner) to determine any mitigation actions.
More information can be found in the Procurement section

(see page 102).
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Human rights Human rights Risk measure
The right to equal • CGI Code of Ethics, Third-Party Code of Ethics, • Suppliers’ diversity programs and small business
opportunity and fair and Ethics Reporting Policy programs (mainly in the U.S., Canada, and the UK)
treatment, particularly • Anti-Harassment Policy • LGBTQ+ statement
Human rights support for people belonging • Mandatory training for all members on protection of • 71 Member resource groups to represent and
to vulnerable groups human rights as prescribed by the CGI Code of Ethics empower members from all ethnic and minority
We have implemented specific measures to
mitigate risks and to prevent negative effects • Training for leaders on unconscious bias backgrounds.
on human rights. The risk categories and our • Member Satisfaction Assessment Program (MSAP)
mitigation measures are detailed in this table. • Our Respectful Workplace Policy that includes
diversity, equity, and inclusion (see page 43)
The right to protection • CGI Code of Ethics, Third-Party Code of Ethics, and Ethics Reporting Policy
against harassment • Respectful Workplace Policy
The right to a healthy and Our goal is to adequately prevent and manage incidents that may occur in any location and to ensure the
safe work environment health and well-being of our members on a daily basis because we firmly believe that our members’ health
and well-being are essential to the success of our organization. Policies and resources include:
• Safety Policy • Traveling Security Policy
• Facility Physical Security Policy • Respectful Workplace Policy
• Security Incident Management Policy • Oxygen Program for all members
• Health and Safety Policy • Local health and wellness committees
The right to freedom of As part of our commitment to the UN Global Compact, we recognize the right to freedom of expression and
expression and association association. To bolster this commitment, some of our business units have “member councils” facilitating direct
communication with management teams on subjects that directly impact members.
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Human rights Human rights Risk measure
The right to privacy As a company that uses personal data for our own purposes and as a provider of IT solutions and business
of personal data consulting for our clients in all sectors, the protection of personal data is a key priority for CGI. Policies and
resources include:
• Data Privacy Policy (including clients, members, and suppliers)
• Training on and awareness of security and personal data management for CGI members and contractors
• Internal audits, including verification of General Data Protection Regulation requirements
• IS0 27701 in the UK, Australia, India, Philippines, Malaysia, one site in the U.S.,
and 11 sites in France, Morocco, and Portugal
• Binding Corporate Rules (BCR): an intra-group data protection framework that allows all CGI legal entities to
transfer, internationally, the personal data of data subjects who are in the European Union through a consistent
standard of protection and proper safeguards
More information can be found in the Data Privacy section (see page 105).
The right to education All training, whether mandatory or not, provided to CGI members is governed by two principles: Develop and
and digital inclusion adapt the skills of CGI members to the evolutions of the market, businesses, and technologies, and make sure
that everybody benefits from the digital world. Resources include:
• Academia learning platform
• CGI 101 training program and other Leadership Institute development programs
• SBU local learning platforms
• Programs geared to women, such as Ambition Challenge program in Canada and France
The protection from • Code of Ethics, Third-Party Code of Ethics, and Ethics Reporting Policy
forced labor, child labor, • Global Slavery Index used to identify risks
and human trafficking
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As a global company operating in 40 countries, we understand our organization in which most of our members are highly skilled management. It also works to ensure visibility at a senior level
duty to work with suppliers who are environmentally and ethically and directly employed by CGI, we consider the risk of modern and approval of updates, challenges, and proposed changes to
responsible throughout their overall operations. We are committed slavery within our own organization to be low. However, the portal, processes, and best practices.
to embedding sustainability principles in our procurement policy. CGI has implemented an additional procurement process to We submit the objectives and action plan of our sustainable
mitigate the risk of slavery in our supply chain. We expect all
We are particularly aware that our clients want to work with procurement strategy to the ESG Executive Steering Committee
third-parties with whom we work to comply with anti-human
a partner who understands its responsibility and implements regularly to inform them of our progress.
trafficking and anti-slavery legislation. To that end, the CGI
responsible procurement practices, such as a global
Third-Party Code of Ethics aims to provide suppliers with the
procurement policy and a Third-Party Code of Ethics. Risk mapping
appropriate guidance to make informed business decisions
while working with CGI.” • We continue to strengthen our risk mitigation plan by focusing
Policy priority actions on 250 significant suppliers with which we have
• In addition, our Procurement Policy requires that:
• As stated in the Ethics Section, our Third-Party Code of Ethics done the most business over the last three years. By 2025,
– Our members shall conduct procurement activities in
helps CGI third-parties understand our commitment to we target to have 70% of these significant suppliers assessed
accordance with CGI standards of business ethics.
unyielding integrity and standards of business conduct by by EcoVadis on their social and environmental performance,
– CGI will only procure from third-parties that adhere to the
setting out specific ethical standards expected of any business ethics, and sustainable
CGI Third-Party Code of Ethics, aside from the exceptions
third-parties that do business with us. Every CGI purchase procurement performance.
highlighted above. In 2022
order includes a requirement for the supplier to comply with • We further strengthened our risk
– CGI will favor third-parties that strive to reduce their
58%
our Third-Party Code of Ethics. The only exceptions are mitigation by undertaking
third- parties that have demonstrated implementation of, or are environmental footprint.
restricted- and denied-party
otherwise subject to, comparable rules of ethical conduct. screening (sanctions search) on of our significant
• As discussed in the Human Rights Section, we updated our Governance our current active suppliers. suppliers were
Third-Party Code of Ethics in 2022 to reinforce our principles evaluated by
The Third-Party Risk Management Steering Committee is a • In 2023 we will integrate
of human rights protection, more specifically as they pertain to EcoVadis, which
committee of CGI Vice-Presidents and subject matter experts. sanctions search into our
modern slavery. Section 1.7 of our Code of Ethics was represents an
The committee works to ensure continuous improvement of the Third-Party Supplier Portal to
amended to add the following statement: “CGI recognizes that increase of 14%
Third-Party Supplier Portal, including third-party due diligence screen all new suppliers, along
slavery is both illegal and unacceptable. As a services compared to 2021.
(including sub-processes), supplier creation, and supplier risk with ongoing monitoring.
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Evaluation procedures In 2023 we also plan to: Decarbonization of our supply chain
• Actively promote high-performing suppliers on environmental We recognize the impact of procurement activities on Scope 3
We fully automated our supplier creation and due diligence
and social issues via our Preferred Supplier List CO2e emissions. This year, an external partner began assessing
processes in our Third-Party Supplier Portal. All new suppliers
(some exclusions may apply) must answer a questionnaire • Improve the ESG assessment process with dedicated the total carbon footprint of all our operations in France and the
on their ESG practices. Based on their answers, we may ask questionnaires for small and medium enterprises and SBU/BU UK, including our supply chain.
suppliers to demonstrate how they handle their ESG specific questions to meet local regulations
At the same time, we continue to encourage the decarbonization
responsibilities by completing a detailed assessment with our • Improve guidance to CGI members on the ESG assessment of our supply chain by including environmental clauses in
external partner EcoVadis or an assessment partner of their and its importance contracts with our third-parties. For example, we renegotiated
choice. Where a supplier receives a low EcoVadis score • Review our sourcing methodology and templates to provide the cleaning contracts for our 31 sites in France and
(below 40) or declines to undertake the EcoVadis Assessment, greater focus on ESG requirements Luxembourg emphasizing the ecological approach and social
an automatic alert is sent to the internal buyer and the aspects of the service providers. As such, we selected partners
Global ESG Team to take appropriate action. Mitigation actions with Platinum or Silver scores from EcoVadis, and asked them to
If a CGI client mandates an EcoVadis Assessment, the • We continue to train our Global Procurement Team on the maintain this score to continue working with us.
requirement is automatically triggered in the Third-Party topic of modern slavery. Our latest training session (September Based on the carbon footprint assessment project of our
Supplier Portal. 2022) was extended to the Procurement Council, which suppliers in France and the UK, we are considering developing
In addition, our Global Procurement Request For Proposal (RFP) includes members outside of the Global Procurement Team a similar strategy and action plans, gradually, in our other
template currently includes ESG questions. When Global who have procurement responsibilities as part of their role. geographies.
Procurement generates an RFP, these questions are sent to • Our Third-Party Supplier Portal automatically alerts CGI members
suppliers in certain spend categories. In 2023 we will update the if an EcoVadis Assessment is required and if the supplier
RFP template to match the questions in the Third-Party Supplier declines to undertake the assessment.
Portal and send these to all suppliers.
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Supplier diversity program • CSG’s supplier diversity program gained additional momentum Alert mechanism
with the creation of a Director of Supplier Diversity in 2022.
In specific geographies, we have actions in place to advance As stated in the Ethics section, any third-party who witnesses,
This accelerates progress to increase utilization of diverse
diversity, inclusion, and equity in our supplier workforce. experiences, or suspects a situation that violates our Code of
suppliers while partnering with clients to achieve their supplier
Ethics or may result in a breach of law can use our confidential
In the U.S., for example, our supplier diversity commitment diversity goals and objectives. In 2022 minority 1 and women-
Ethics and Compliance Reporting Hotline, among other tools,
prescribes that: owned business enterprises comprised 31% of our overall
to report incidents. Such incidents may include, but are not
• Every employee who is delegated the responsibility to directly procurement spending in the U.S.
limited to, harassment, bribery, forgery, insider trading, conflicts
or indirectly commit the expenditure of corporation funds for
In the UK, we worked in 2022 on an audit via Social Enterprise UK, of interest, financial fraud, data privacy violations, intellectual
the purchase of goods and services shall encourage meaningful
which identified where we could use social enterprises in our property violations, and theft. Our ethics hotline is hosted by
engagement of diverse businesses.
supply chain. Social enterprises tackle social problems, improve a third-party and allows third-parties to report incidents
• Management and technical assistance is offered where
people’s life chances, provide training and employment anonymously, wherever permitted by law.
appropriate to assist diverse business concerns in becoming
opportunities for those furthest from the market, support
stronger suppliers in their area of expertise.
communities, and help the environment. As a result of the audit,
• In our U.S. Commercial and State Government (CSG) SBU, we replaced some suppliers with social enterprises and will
all key suppliers understand that they are expected to adopt continue where possible to use our supply chain to support
similar initiatives. Overall company coordination of the process minorities and vulnerable groups.
is the responsibility of the Vice-President for Diversity,
In France, we develop partnerships with suppliers to promote the
Equity, and Inclusion — in partnership with the CSG Global
circular economy. Since 2015, CGI has entrusted ATF Gaia with
Procurement Business Partner — but all CSG business leaders
the processing of its end-of-life IT equipment, with a view to its
are expected to support our supplier diversity objectives.
reuse. In total, nearly 18,000 pieces of equipment have been
recovered and recycled by the adapted company, enabling the
sustainable employment of a dozen disabled people.
1 A Minority-Owned Business Enterprise is a business that is at least 51% owned, operated, and controlled by one or more minorities. Minority groups include African Americans, Hispanic Americans, Native Americans, Alaska Native Corporations, Indian Tribes, Native
Hawaiian Organizations, Asian Pacific Americans, or Subcontinent.
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Data privacy
Whether we process personal data for our clients, or Policy and Governance Compliance and risk management
do so for our own needs or third-parties, CGI is
The CGI Data Privacy Policy is binding for all CGI legal entities
committed to providing levels of data protection Assessment of clients’ projects risks and requirements
(except for CGI Federal Inc., which is bound by specific rules
aligned with industry best practices and in compliance Our Data Privacy and Security Checklist allows us to assess all
applicable to organizations dealing with the U.S. government)
with our legal and contractual obligations. This is a new engagement, services, or solutions that involve processing
our members, regardless of location, and third-parties dealing
shared commitment with our members and any personal data on behalf of our clients.
with CGI. The implementation of the policy, which is derived
third-party engaged by CGI in providing goods and
from the highest standards set out in applicable data-protection CGI only processes personal data if it is strictly required to do so,
services to CGI (including suppliers, subcontractors,
legislation, requires all CGI legal entities, members, and any and only in accordance with the written instructions of the data
and freelancers). Such third-parties are required to
third-parties to fully comply with the policy. controller with respect to the nature, method, purpose, and
take all appropriate measures to safeguard personal
duration of processing, and to the operational and technical
data in fulfilling their responsibilities. Our global data protection strategy is under the responsibility
measures required to prevent accidental or unlawful destruction,
of our Chief Privacy Officer (CPO), who also oversees
loss, alteration, disclosure, or access to personal data. Our client
our enterprise-wide data protection policies and procedures,
agreements expressly reflect all such commitments.
as well as our data protection regulatory compliance.
Additionally, we have a designated network of Privacy Business Third-party controls
Partners who may be appointed as Data Protection Officers
When third-parties are engaged by CGI to process personal
in accordance with applicable data protection legislation.
data, we ensure that these third-parties are able to provide
appropriate safeguards aligned with applicable data
protection legislation.
All third-party agreements reflect the flow of data-processor

contractual commitments or other client requirements.
We conduct due diligence with all third-parties and regularly

assess privacy and security risks to determine the corporate
capabilities and maturity of the third-parties with respect to
security and data protection.
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Binding Corporate Rules Any third-party that processes personal data on our behalf In November 2022, we launched an updated version of our
is required to follow the documented instructions and apply the mandatory Data Privacy Fundamentals training, which aims to:
The CGI Binding Corporate Rules (BCRs) were approved by the
measures agreed to between CGI and the third-party • Meet updated legislative requirements and be more
CNIL (French Data Protection Authority) on behalf of all European
in accordance with applicable data protection legislation. user-focused
Data Protection authorities in July 2021. Considered the “gold
Such commitments are reflected expressly in agreements • Allow us to validate members’, subcontractors’, and
standard” for data transfer, the BCRs are an intra-group data
entered into between CGI and the third-party. freelancers’ understanding of data privacy key principles
protection framework that allows all CGI legal entities to transfer,
internationally, the personal data of data subjects who are in the Member awareness and training • Improve global privacy awareness and reiterate the importance
European Union through a consistent standard of protection and of making data privacy an everyday priority
CGI has defined a privacy training strategy so that members
proper safeguards. The BCRs demonstrate our advanced stage
are aware of the principles and procedures contained in our As of January 13, 2023, more than 95% of CGI members,
of maturity in privacy and data protection. CGI is one of very few
Global Privacy program. The trainings provide CGI members with subcontractors and freelancers have completed this training.
companies to have BCRs approved both as a data controller and
common core knowledge regarding applicable principles when In addition, CGI members regularly receive comprehensive
data processor following the adoption of the GDPR (European
processing personal data, as well as tips to avoid incidents and communications regarding our business requirements for
Union General Data Protection Regulation) in 2016.
to implement best practices in their daily activities. handling personal data. This year, we took advantage of the
Whenever and wherever the personal data of data subjects
In May 2022, we launched a new combined mandatory Security, internationally recognized Data Privacy Day on January 28, 2022,
located in the European Union is processed by CGI, such data
Data Privacy, and Ethics Compliance training program. Designed to re-emphasize to our members the importance of respecting
will benefit from a high-level standard of protection and proper
to replicate real life situations, this 60-minute training helps limit privacy and safeguarding personal data. This included a
safeguards approved by all European Data Protection Authorities.
risk exposure to CGI and our clients by promoting awareness blog post on cgi.com by our Chief Privacy Officer.
Technical and organizational measures of our Security, Data Privacy, and Ethics Teams’ recommended
best practices. As of July 7, 2022, more than 90% of CGI
To prevent unlawful access and unauthorized processing
members, subcontractors and freelancers have completed
of personal data, we implement technical and organizational
this training.
measures that are at least equivalent to those outlined in
our security baseline.
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Secure records management Robust information security management system Remediation alert mechanism
As a data-driven organization, CGI takes appropriate measures In 2022, we continued to strengthen our existing information Our mature, standards-based security incident response and
to preserve our records in order to enforce our rights and security management system to meet ISO/IEC 27701:2019 management process is designed to handle all phases of a
demonstrate compliance with contractual and legal obligations. requirements, which relate to data protection, whether we are security incident. The responsibilities of members are clearly
The CGI Records Retention policy was updated in 2022 to make acting as a data processor or a data controller. Additionally, defined at all levels. Incident assessment and prioritization
it more accessible to our members, while also integrating following our certification in the UK and Australia (21 sites), standards are followed to ensure appropriate engagement levels
elements related to new procedures and regulations. This follows CGI achieved ISO 27701 certification in several other Strategic and timely resolution, and incident records are maintained and
an update of our mandatory records retention training in Business Units this year: 11 sites in Asia Pacific (India, Philippines, reported to senior management as required. High-priority
November 2021. and Malaysia), 1 site in the U.S. (Global Technology Operations incidents are managed through our Global Security Operations
site) and 11 sites in France, Morocco, and Portugal. The total Center (SOC), where our highly trained incident-response team is
number of certified sites for ISO27701 is 44. We aim to continue available around the clock, every single day. Whenever personal
the global rollout of this certification in 2023. data is suspected to be involved, our Data Privacy Team is
engaged immediately in the incident management process.
“This certification demonstrates CGI’s
maturity and excellence in data protection If we reasonably believe a security breach has occurred involving
the accidental or unlawful destruction, loss, alteration,
and its commitment to protecting the data
unauthorized disclosure of, or access to personal data
of its clients, employees and suppliers. transmitted, stored, or otherwise processed, CGI will provide
CGI is the first IT company to obtain security-incident notifications and status updates to the relevant
this certification in France, Portugal data supply chain stakeholders in accordance with applicable
and Morocco.” data protection legislation.
Frédéric Merkler Likewise, if a third-party engaged by CGI identifies a personal

Intertek Lead Auditor, expert in information security data breach, the third-party must inform CGI as described in the
and privacy certification relevant agreement.
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Our commitment our Centers of Excellence (CoE) support global security at the Our policy
corporate level, ensuring the maintenance and ongoing
In the interest of protecting CGI, our reputation, and our Our holistic risk-based security program:
improvement of our security program. Our CoEs are
stakeholders, we remain committed to implementing holistic, • Establishes protections aligned with the risk levels for
multidisciplinary members who act as subject matter experts on
risk-based security and data protection practices in our information security, data privacy, physical security, people
risk management, compliance and assurance, security architecture,
day-to-day operations. This commitment is essential to creating safety, intellectual property, and business continuity
business continuity, physical security, insider risk, training, crisis
and maintaining trust with our three stakeholders: clients, • Incorporates security requirements and adjustments to
management, and workforce protection. Additionally, our
members, and shareholders. It is also critical to comply with our address current and new threats while supporting our
dedicated Global Security Operations Center (GSOC) provides
contractual obligations and applicable laws and regulations. operations and technological advancement
continuous monitoring of our network and critical assets in
Ultimately, security has become a business differentiator and
geographies where we operate as well as incident management, • Uses industry-recognized security standards and certifications,
provides opportunities to add value to our company and clients.
threat intelligence, threat management, and forensic investigation allowing us to build and maintain trust with our clients,
Our goal is to organically embed security in all of our offerings
practices. The GSOC also conducts ongoing testing of our members, and shareholders while complying with laws and
and operations: Bake it in, don’t bolt it on.
network to proactively evaluate the performance of controls regulations
We address current and future cybersecurity threats and against any potential cybersecurity threats. The Enterprise Security Management Framework (ESMF) is
challenges on an ongoing basis at all levels, investing in the
Finally, every Strategic Business Unit (SBU) has a security the key component of the CGI Security program. The ESMF
growth of our capabilities and technologies. As a result,
leadership team in place to ensure that the program operates is based on recognized industry standards (ISO 27001 1, NIST 2,
the Global Security organization has become a trusted partner,
throughout our delivery lifecycle. These security leadership COBIT 3, CIS 4, etc.) and is used across our global organization
fostering and supporting a culture of security within our business
teams are the primary point of contact for global security within to protect information assets, technologies, facilities of CGI, and
units and corporate services.
the SBU and are responsible for executing global security our clients, as well as our members and shareholders.
In terms of governance, our global security efforts are led by our strategy at the SBU level while supporting local business
Chief Security Officer (CSO) who reports directly to senior objectives.
executive management at the global level. Reporting to the CSO,
1 ISO/IEC 27001 is a standard for information security management systems

2 NIST is the National Institute of Standards and Technology at the U.S. Department of Commerce
3 COBIT stands for Control Objectives for Information and Related Technology
4 Center for Internet Security
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The ESMF is supported by the security policies, standards, Our Security Policies and Standards are reviewed and revised The Three Lines of Defense model improves risk management by
and controls that comprise our Security Baseline, and it is annually or more frequently when significant changes occur. providing a framework for enhancing how we identify and
implemented through our processes, practices, services, and Changes are based on emerging threats, new client needs, address risks. The lines of defense defined by the model have
solutions. Compliance with the ESMF is required for any changes in technology, evolving legal and regulatory clear roles and responsibilities:
third-party who works on behalf of CGI. The ESMF defines requirements, and other security and business conditions. • The first line of defense is the function that owns and operates
technical and organizational measures with a risk-based approach All changes adhere to our established governance processes the risk. For example, business units or security
to address situations for which we are responsible and for lifecycle management and are approved by executive business partners.
accountable for data processing. Our Security Baseline is the management. Third-party vendors, other suppliers, and • The second line of defense is the function that oversees risks
default standard applied and agreed to by both CGI and our subcontractors are also bound by our Security Policies and and provides the framework to manage risks. For example,
clients. In some cases, specific risks, regulations, and other Standards and any other security controls contractually agreed the Chief Security Officer or Global Security CoEs.
requirements may lead clients to strengthen their security level by upon between CGI and our clients and partners.
• The third line of defense is the function that provides
defining additional measures within our contracted services.
independent assurance. For example, the Internal
A key aspect of the ESMF is the measurement of performance Risk management Audit function.
and effectiveness in which operational and executive dashboards The Security Risk Management Process is a core process within
are in place for ongoing tracking of assurance, risk, and the ESMF, providing comprehensive visibility of cybersecurity risk
performance. exposure and ensuring its alignment with CGI risk tolerance as
The ESMF includes information security policies and standards defined at the global level. Business unit leaders are accountable
covering a broad range of security topics aligned to industry best for security risk management strategies and plans to ensure
practices. Our Security Policies and Standards apply to information protection of all information, assets, systems, resources, and
assets within CGI internal, multi-client environments, and when facilities in alignment with our risk tolerance. Our security
applicable, client-dedicated environments. These policies and leadership team supports business unit leaders by assessing
standards apply to access control, data management, human risks at consistent intervals and during times of significant change,
resources, operations, application development and maintenance, including acquisitions, integration, and business development.
cybersecurity controls, third-party management, physical The security leadership team also ensures effective review,
security, business continuity, people safety, and other areas. implementation, and measurement of mitigation plans.
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Other stakeholders: conducted by the first and second line of defense, audit activities We are implementing an Integrated Risk Management (IRM)
and assessments, and automated scans of CGI infrastructure to solution to operationalize the risk management lifecycle, increase
Governing bodies and committees identify vulnerabilities and ensure timely remediation. We also risk visibility, improve decision making, and reduce risk exposure
The Board of Directors, or equivalent bodies, are essential for conduct comprehensive Security Maturity Assessment exercises by identifying, assessing, prioritizing, and mitigating risks in a
providing overall direction and ensuring proper adherence to the on a periodic basis to assess global security capabilities and timely manner.
Three Lines of Defense model. maturity levels. These exercises leverage the Information Security Our global security incident-management process handles all
Forum and National Institute of Standards and Technology phases of security incidents. Timely resolution of incidents is
External auditors benchmarks. Combined with the result of risk assessments, ensured by clearly defining responsibilities at all levels and
Regulators, or external bodies, that reside outside of CGI are these benchmarks help us to identify priorities and continuously establishing priorities. Incident records are maintained and
considered an additional line of defense, because they also improve our Security program. reported to senior management, and high-priority incidents are
provide independent assurance, though typically with a managed through our Incident Management Center (IMC), which
limited scope. Remediation alert mechanism in place coordinates with all required parties and escalates based on
As a key component of the ESMF, the Global Security Compliance In addition to continuously monitoring cybersecurity risks, we priority. Collection and preservation of evidence are observed
Process verifies that security policies, standards, and processes collect and analyze threat intelligence across different systems. throughout the process. Our incident management teams
defined by the ESMF are followed across CGI and by third-parties. This process allows us to proactively manage threat intelligence provide security-incident notification and status updates to
Compliance Management provides mechanisms, methods, and data and prevent cybersecurity incidents. clients, authorities, and individuals as required by local legislation
activities to track and measure ongoing compliance, validating that is generally applicable to IT service providers and as agreed
Monitoring and response capabilities are implemented to detect
control effectiveness, identifying non-conformities across to in the client contract. To ensure the process works as
cybersecurity events by analyzing critical logs. Along with
business units, and defining proper risk mitigation activities. expected, we periodically perform cybersecurity incident
continuous automated assessments of security assurance and
Compliance Management also leverages all activities for security simulation exercises.
vulnerabilities, this monitoring strengthens our global
compliance assessment performed by other groups within CGI. cybersecurity assurance and reduces the time needed to
Compliance and assurance activities are performed to manage respond to and mitigate risks.
and mitigate risks and involve periodic self-assessments
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Third-party security Key 2022 achievements

All CGI providers are subject to a Third-Party Due Diligence • Improved Infrastructure Assurance program with a centralized
process, which performs initial triage and subsequent risk security posture management
assessment, when warranted, to ensure compliance with CGI • Increased visibility of cybersecurity threats
and client security requirements. Suppliers and third-parties are • Enhanced detection and investigation of cybersecurity threats
required to sign non-disclosure agreements (NDAs), undergo risk
• Enhanced Third-Party Security Assurance and integration with
assessments, and commit to security obligations included in
existing CGI frameworks
contracts and statements of work (including background and
• Combined security privacy and ethics mandatory training
clearance checks). Security reviews are carried out depending
• Standardized secure application development training across
on the nature of the work conducted by the third-party or
supplier. all Strategic Business Units
• Modernized CGI security standards
Programs in place • Critical information asset identification and updated
classification policies and tooling
We define and prioritize security initiatives using a risk-based
• Phishing program enhancements
approach, taking into consideration client and regulatory
requirements, internal insights, evolution and complexity of cyber • Ukraine Crisis Management response
threats, industry trends and best practices, and other factors. • Critical Incident and Vulnerability Management (log4j)
Priorities are focused on supporting business development and • Improved ransomware readiness
efficiency while mitigating risk and adhering to our internal • Improved engagement risk assessment process
framework. Our key initiatives and programs are centered around
pandemic and crisis management, enhancing information
protection, increasing visibility of vulnerabilities and evolving
cyber threats, and strengthening security around
cloud operations.
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Security
Interview with Stanley L. Sims Do all of our members know about All CGI Members and subcontractors are Are the Executive management and
Senior Vice-President and threat risks and the value of security required to take part in mandatory Security Board of Directors involved in the
Chief Security Officer and cybersecurity information? Awareness training. It is conducted on an strategy and evaluation process for
How do you make sure that they do? ongoing basis with the goal of ensuring that information security and cybersecurity?
We have a robust Security Awareness and members understand their security As a Board of Directors-appointed Chief
Training program designed to strengthen our responsibilities, are equipped to recognize Security Officer (CSO) reporting to executive
security ecosystem to protect the business by threats (including cyber threats), and are management, I am responsible for defining the
keeping all members trained and aware of prepared to report any potential security global security vision and strategy to safeguard
current and evolving threats, including cyber incidents. The 2022 training included key topics CGI, and our three stakeholders — members,
threats, and by addressing the human risks such as information protection, data breaches, clients and shareholders — through the
introduced by members, freelancers and reporting an incident, phishing awareness, implementation of holistic security practices in
subcontractors in their daily activities. Lack of ransomware, using social media, and other day-to-day operations at every level. I lead the
Stanley L. Sims security awareness and by not adhering to security risks. Global Security organization in developing and
security policies and processes places the In addition, information campaigns (news implementing a global risk-based Security
enterprise at risk. The security of our resources articles, snippets, adverts, and so on) and program across the company to mitigate risks,
is as much a human issue as a technological simulation exercises for risks related to phishing respond to incidents, and limit exposure to
one. In CGI, security is a mandatory business are conducted regularly. liabilities in all areas of financial, cyber, physical,
requirement and is everyone’s responsibility. and personal risk to protect CGI, including our
The CGI Global Security Awareness and
Each member needs to be security conscious reputation and client interests, and provide
Training program undergoes continual
regardless of their role in the company. Like all opportunities to bring additional value to our
improvement to ensure it is evolving with
requirements in CGI, security and data privacy clients and the company.
emerging threats and risks to protect CGI,
are part of our Management Foundation. Our
its clients, shareholders, and our partners.
members know that security must be part of
everything we do and everything we deliver.
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Security interview with S. Sims
Monthly Security Executive Review Committee Lastly, to ensure continuous awareness, and a Our Enterprise Security Management
(ERC) meetings are held with Senior best practice, as the CSO, I provide a weekly Framework is based on recognized industry
Management and leaders from all Strategic Security Report to the CEO advising him of any standards (ISO 27001, NIST, COBIT, CIS, etc.)
Business Units and the CEO to review project significant security matters, local or global. while the Security Policies and Standards
updates, key highlights during the period, and This allows the CEO to be kept fully aware on a define the implementation of a holistic
performance indicators. The ERC serves as continuous basis, provide me direct guidance approach to security and business continuity to
a continuous evaluation and review process to as needed, and it allows the CEO to ensure CGI and our stakeholders are properly
ensure senior management awareness understand first-hand where security safeguarded. Constantly reviewed and updated,
and alignment and to ensure their guidance investments are needed. they adapt to address the evolving threat
is incorporated into our program. landscape, emerging technologies, and new
How does CGI differentiate itself on the
business models.
The Audit and Risk Committee oversees our subject of security while also following
global security program, including cybersecurity, the highest industry standards? Through a multi-layered approach that
to provide overall direction, guidance and risk Again, at CGI, security is a mandatory business recognizes the protective value of both
mitigation strategies. The CSO updates the requirement and is part of business as usual. technology and the human element, we
Audit and Risk Management Committee on a It allows us to maintain trust and build implement appropriate security practices and
quarterly basis with details of the security confidence with our clients. Security has solutions along with investing in member
programs, including updates on any critical or become a business differentiator and is an awareness and training. Expanding our
high severity incidents that would cause a opportunity to bring additional value to our capabilities to identify and detect threats early
material impact, and remediation efforts for any company and clients. Our consistent goal is to increases our ability to manage vulnerabilities
ongoing investigations. This process enables organically embed security in all of our offerings and respond to threats in a timely manner, to
the Board of Directors to provide guidance and and operations. In CGI, we stress that security limit the risk of major incidents and breaches.
oversight of the global security program. is baked in, not bolted on — it is integrated in
our daily operations.
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Taxation
Compliance Risk management

We are committed to complying with all tax laws and regulations Our global presence makes CGI subject to many tax laws
applicable to the countries in which we operate. Beyond legal that are complex and evolving and may expose us to risk.
compliance, this commitment is consistent with our values and To reduce our risk level, we give special attention to procedures
our adherence to the principles of the Organization for Economic and processes that may impact compliance with our tax
Co-operation and Development (OECD). As a matter of principle, responsibilities. Additionally, in the context of the acquisition
we oppose tax evasion and recognize our key role in fostering and integration of acquired companies, we have processes
economic and social development in the communities where we in place for internal tax due diligence.
live and work.
Transparency
Governance In terms of country-by-county reporting (CBC) and transfer pricing
The Chief Financial Officer is responsible for the CGI Tax documentation, we meet our obligations by following applicable
Department, which brings together experts from our headquarters laws and OECD guidelines. We also commit to following the EU
in Montréal and our Strategic Business Units, taking the unique directives on cross-border tax arrangements (DAC6).
characteristics of each geography into consideration. Our tax
specialists oversee tax compliance and changes in tax laws in all
jurisdictions where we operate. The Tax Department also
receives support from external consultants to ensure compliance
when required.
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Sustainability services and solutions

Across industries and geographies, we help our clients
embed sustainability in everything they do, and use
the power of data to advance their climate goals and
deliver value to stakeholders.
As clients accelerate their digital transformation journeys,

integrating sustainability throughout their value chains is a top
priority. We partner with them to accelerate sustainability progress
through innovation, ecosystem collaboration, enabling technologies
and relevant data, and move from aspiration to action.
Our sustainability framework helps clients address the core

dimensions needed to meet regulatory requirements,
operate sustainably and remain agile in the face of constantly
changing demands.
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Journey toward sustainability
Becoming a sustainable business demands changes across the entire enterprise and value chain.
This includes governance, business and operating models, as well as collaboration methods, CGI Sustainability Offering Suite Service Solution/IP New
products and services, processes, information and systems.
Scope 3 (UPSTREAM) Scope 1 & 2 (ENTERPRISE) Scope 3 (DOWNSTREAM)
CGI
GeoData360
CGI AgileDX-
Sustainability
Material
Lifecycle and
Product
CO2e
Footprint Utilities Suite
Sustainability
Hydrogen Measurement,
Sustainability Advisory RMS Analytics and
Sustainable Maturity, Strategy, ProSteward360 Sustainable CGI Performance
Supply Chain Operating Model, Roadmap — (Env. Safety) Design OpenGrid360 (GEMS)
CGI SUSTAINABILITY FRAMEWORK

Data
Holistic Suppliers Regulations, Finance, Finance Product Production Customers Multi-
Leadership Governance Operating Management,
Business & Partners Policy Funding Employees (Expense, & Service & Service & Consumption Communities Stakeholder
& Organization & Performance Model Reporting and
System (Supply Chain) & Government & Investment Cash, Capital) Design Delivery (use) Management
Exchange
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Sustainability consulting services
Wherever our clients are on their

sustainability journey, we adapt our Supported by experience
advisory services to their unique
needs to stimulate innovation in their
business and operating models.
Our sustainability services include:
Assessing your sustainability maturity

To provide an actionable assessment of a
client’s sustainability maturity, we conduct a
fit-gap analysis of their current and to-be states.
We then examine 18 factors — from regulation
and risks to technology readiness and ROI
requirements — to provide a readiness report
on how to reach their goals.
Building your sustainability roadmap

Using our robust framework and methodology,
our sustainability and industry experts help map
out the client’s complete sustainability journey.
The result is a comprehensive roadmap for
embedding sustainability across their culture,
strategy, planning and operational DNA.
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Sustainability consulting services
Implementing sustainability Creating a sustainability

measurement and performance leadership culture
Data is the key enabler for measuring Becoming a sustainable business requires
sustainability-related factors, from energy and leading with a sustainability mindset.
resource use to supply chain performance. Introducing and modifying governance,
business and operating models, products and
Drawing upon our deep expertise in data-
services, processes, and information systems
driven decision-making, we help clients make
requires strong and aligned leadership.
data the foundation for informed and innovative
Our human-centered design and change
decisions. This results in more transparent,
management experts help client leadership
traceable and accurate data to report their
teams gain enterprise buy-in and create
sustainability performance.
adaptive organizations to chart their path
Developing your net-zero toward positive change.
and ESG strategies
With more than 2,000 ESG indicators and
1,000 ESG reporting solutions on the market,
determining the most fit-for-purpose and
effective strategy for activating net-zero pledges
is complex. We start by establishing a client’s
emissions baseline, then collaborate with the
business and technology sides of their
organization to determine the practices and
solutions required to achieve net-zero goals.
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Sustainability business solutions
From managing renewable energy Assessing risks and damage Enabling smart energy grids
assets to using Earth observation data from natural events To limit power grid imbalances, we developed
to environmental changes, we tailor CGI EnvironmentMonitor360 uses space data a Central Energy Management System (CEMS)
our built-for-purpose solutions to to help assess risks and damage from natural for smart grids. Consumers can use the
our clients’ priorities. Here are just events such as hurricanes, floods and storms. information provided by CEMS to make better
a few examples: choices with regard to their energy
Managing food waste to reduce CO2e consumption.
Increasing efficiency in using CGI Waste Manager, CGI Aromi’s food waste
Earth observation and geospatial data management module, uses real-time data Improving renewable asset management
CGI GeoData360 enables production to enable clients to better track and manage Our Renewables Management System (RMS)
workflows that consume Earth observation and accumulated waste. This drives greater enables the proactive and efficient management
geospatial data to produce valuable business efficiencies, saves cost and reduces CO2e of renewable assets by providing greater insight
information and run cost efficiently at scale. emissions. into operations and analyzing key performance
indicators and their evolution.
Promoting more sustainable Supporting hydrogen ecosystems
travel decisions A data exchange platform built to support
Our SmartTravel solution combines digital effective collaboration within hydrogen
technologies such as mobility, gamification, big ecosystems, CGI AgileDX-Hydrogen provides
data analytics and travel mode detection to a centralized view of data and processes,
influence and reward driver behavior, include promotes full transparency and auditability,
more sustainable choices. and enables seamless internal and external
communication.
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CASE STUDY CASE STUDY

Dashboards and action plans help reduce energy firm’s carbon footprint Helping a global automaker track, report and reduce GHG emissions
A major energy player wanted to develop an integrated approach to For 15+ years, we have supported a global car manufacturer in their efforts
decarbonize its supply chain and generate competitive advantage that to track, monitor and report greenhouse gas (GHG) emissions for over
would create long-term value. 70 manufacturing sites across the world.
Our co-created global emissions monitoring system (GEMS) tracks their Scope 1 and
We partnered with the client to define new objectives and action plans to reduce their
2 activities and is now being upgraded to track the scope 3 activities. The solution is integrated
logistic downstream flow’s carbon footprint and greenhouse gas emissions (GHG). into their technical architecture, and its powerful emissions algorithm engine allows the client to
This included coordinating inbound and outbound planning and improving the visibility manage a portfolio of emission allowances under multiple emission trading regimes and
of every partner in their supply chain. allowance types.
We developed an end-to-end process that includes: smart data capture, artificial intelligence It can also be integrated with smart metering tools and enterprise resource planning (ERP)
and machine learning to build forecasts via a planning and scheduling tool, a transport systems.
management system (TMS) to generate GHG dashboards, and an action plan designed to
reduce GHG emissions from the truck fleet. Value delivered
• Reduced worldwide GHG emissions by 25% since 2019
Value delivered
• Improved the client’s ability to manage global and regional climate regulations and deliver
• Reduced carbon footprint of the downstream truck fleet
on their sustainability goals
• More accurate sales and logistics data through an Advanced Planning and Scheduling tool (APS)
• Created a single data management and compliance tool with global reporting capabilities
• Focused action plans based on the TMS dashboard analysis
• Visibility into overall carbon emissions data enables the client to trade allowances and take
• Improved communication and change leadership advantage of global and regional incentives
• Trained 100+ people in more sustainable processes
• Identified potential new markets and segments
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CASE STUDY
Helping University Hospitals Plymouth NHS Trust
attain a more sustainable future
University Hospitals Plymouth NHS Trust (the Trust) found that dealing with resource shortages,
conflicting advice and cumbersome data sets made sustainability initiatives a challenge.
Without accurate measurements, it was impossible to manage greenhouse gas (GHG)
emissions or assess the success of any sustainability initiatives.
The Trust turned to us for assistance in developing a workable and effective baseline to
underpin their sustainability strategy. We began our partnership with the Trust by helping them
gather appropriate data sets and emission factors. From here, we helped the Trust establish a
roadmap to net zero for the directly controlled emissions and additional relevant Scope 3
emissions.
Value delivered
• Improved governance of sustainability data
• Improved data quality
• Greater confidence in GHG assertions
• Implementation of processes around GHG reporting
• Better understanding of Scope 3 emissions
• Confidence in addressing the right areas of sustainability
• Better understanding of performance against peer group organizations
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Performance
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Global recognition
Indices
78/100 62/100 Score of C

Top 1% Industry average score: 25/100 Industry average score: C
Industry average score: 45/100
Partnerships and certifications
We are committed to the UN Global Compact CGI partnered with COP27 Presidency in Egypt Our operations in Czech Republic, Denmark,
corporate sustainability initiative and its from November 6 to 18, 2022. Finland, France, Germany, Luxembourg,
principles in the areas of human rights, labor, Morocco, Netherlands, Norway, Portugal,
environment, and anti-corruption. Slovakia, Spain, Sweden, and the United
Kingdom are ISO 14001 certified for an effective
environmental management system (EMS).
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Awards
People Communities Responsible Business

Career Diversity, Equity & Inclusion • India Leaders for Social Change • Recognized as a “Leader” in Canadian
• Digital Companies Trophy (ESN & ICT security services by IDC Market Scape
• Forbes’ World’s Best Employers and • Best Workplace for Women in Canada
Trophies) for our CGI for Good tool in France in Canada
America’s Best Employers for New Grads • Women in Tech Employer in the UK
recognition Top Workplace in the U.S. • First digital services company to obtain
• Top Workplace for Diversity, Equity &
and in the states of Connecticut, Ohio, Inclusion Practices in the U.S.
Climate ISO 27701 certification in France
Pennsylvania, South Carolina, Tennessee, • “Sustainable IT” label in France
• One of Canada’s Best Diversity Employers
Texas, and Virginia
by Forbes • Global Good Award for Climate Action
• Great Place to Work in India, the Philippines, in the UK (for our UK net-zero program)
• Top ranking on Gender Equality Index
and Canada
(Nyckeltalsinstitutet) in Sweden • Business Green Leaders award in the
• Best Workplace in Tech in the UK “Best Nature-based Project” category
• Best Places to Work for LGBTQ+ in the U.S.
• Employer of People with Disability at the (for our volunteer work on the Seagrass
Education & training
National Learning Disability & Autism Awards Project in the UK)
• Brandon Hall Excellence Awards: Bronze
2022 in the UK
medal in the “Best Program for Upskilling
• Plena Inclusión Madrid award (for promoting
Employees” category; Silver medal in the
inclusion for people with intellectual and
“Best Results of a Learning Program”
developmental disabilities in Spain)
category
• Guldnappen award for Most Parent-Friendly
• Scottish Cyber Awards (shortlisted for “Best
Company in Sweden
Cyber Education Programme” in the UK)
Health and well-being

• Healthy Working Wales Workplace in the UK
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Sustainable development goals (SDGs)
CGI has been a signatory member of the Goals we directly affect

United Nations Global Compact (UNGC)
since 2020. We are committed to the
UN Guiding Principles in the areas of human
rights, labor, environment, and anti-corruption,
and sustainable development goals.
Goals we indirectly affect
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OUR MOST
RELEVANT
SDGS OUR PROGRAMS AND CONTRIBUTION TARGETS PROGRESS 2022 PILLARS
We provide our members with a safe work environment and undertake specific prevention and mitigation Overall member Overall member satisfaction People
measures to avoid negative effects on their physical and psychological health and occupational safety. satisfaction 8.74/10 Communities
In the context of remote and hybrid work, we understand the importance of giving our members 8.5/10
and leaders the tools to navigate evolving workplace realities. Key initiatives include programs to foster
member engagement, social connectedness, a sense of belonging, and overall well-being.
Our educational programs focus on developing a diverse and robust future IT talent base. While many Reach twice as 1,202 STEM 1 and educational programs People
complex social barriers stand in the way of upward socio-economic mobility, education is undoubtedly many participants delivered Communities
a key to reducing inequalities, reaching gender equity, and preventing populations from being left behind for our education ~502,000 STEM and educational programs
in the digital world. and mentoring beneficiaries, representing 5.6 times the number
Through our educational programs, we share our core expertise with both young people and adults, programs as CGI of our members
including the most disadvantaged. By removing barriers at CGI, and equipping underrepresented members by 2023
communities, we seek to cultivate a more successful future for those most at risk.
We help advance our members’ careers through training, reskilling or upskilling technical and soft-skills,
and supporting their professional journey.
We drive positive cultural change by increasing diversity, equity and inclusion in all aspects of our workforce. Achieve the same 34.2% of women members overall People
We embrace differences in race and ethnicity, gender and gender identity, sexual orientation, socio-economic level of diversity 27.5% of women in leadership 2
status, language, culture, national origin, religious commitments, age, and disability status. Moreover, we representation at
the leadership 33.3% of women are Strategic Business Unit
recognize that everyone has the right to work in an environment free of sexual, psychological, and racial Presidents
harassment. levels as
the company as a
We ensure that our members at all levels are treated fairly, with respect, and without discrimination in whole by 2025
recruitment, compensation and benefits, and career development. We put in place DE&I programs in all our
geographies and support member resource groups to give all members a voice and encourage allyship.
We know that a constantly changing digital world can be a factor in creating new inequalities. To counter 100% of business 58% of our business units implemented pro bono Communities
this, we help people build new skills and experiences that empower digital inclusion, especially for those units to implement projects
most at risk. pro bono projects 45,019 hours of participation in pro bono and
We seek to direct our aid efforts to communities and local organizations to ensure that all individuals can by 2026 volunteering activities
benefit from the digital world and can fully participate in our society, democracy, and economy.
1 STEM: science, technology, engineering and mathematics

2 Job Categories: Manager, Director, VP and Senior Vice-President
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OUR MOST
RELEVANT
SDGS OUR PROGRAMS AND CONTRIBUTION TARGETS PROGRESS 2022 PILLARS
We actively promote suppliers that perform well on environmental and social issues. 70% of significant 58% of significant suppliers assessed on Climate
Third-party assessments are a key component of our ESG strategy. We continuously evaluate and assist suppliers assessed environmental and social criteria Communities
significant suppliers in their efforts to be compliant on environmental and social issues through a dedicated on environmental
assessment that we improve every year. and social criteria
by 2025
Carbon neutrality is one of the most important ESG topics as a key strategy for addressing climate change. Net-zero by 2030 65% total CO2e reduction in 2021, since 2014 Climate
We are committed to achieving net-zero carbon emissions by 2030 as defined by Scopes 1 and 2 and 100% renewable 76.1% of data center electricity from renewable
business travel in Scope 3. electricity in all our sources
Our climate strategy is focused on reducing our own impact as well as the impact of our clients and partners data centers by
by delivering sustainable IT services and solutions. We also provide clients with consulting services and 2023
solutions to help them achieve their own sustainability goals.
We are committed to an ESG strategy built through clear and effective engagement with our three Expand Participating in the development of several reference Climate
stakeholders — members, clients, and shareholders — as well as our ESG partners and supplier ecosystem. partnerships with documents in Sustainable IT in France: GR491: People
We foster collaboration and transparency by continuously seeking honest feedback from our stakeholders, our clients in both Handbook of Sustainable Design of Digital Services.
the public and Communities
integrating that feedback into the decisions we make. Participation in the working group that wrote the
private sectors and reference guide for eco-designing digital services
We build partnerships to reach our sustainability goals in all our geographies and contribute to the other stakeholders
development of ESG best practices by engaging with the scientific community and think tanks, and by sharing driven by AFNOR, Paris Dauphine — CGI has joined
in our communities forces with Paris-Dauphine to call for a “Grenelle du
knowledge in forums and publications.
Numérique”.
Our global health and well-being center of expertise
is involved with Global-Watch Network, an
international collaborative platform that promotes
turning science into action, and Think Factory by EH,
the first think tank dedicated to the mental health of
employees.
The majority of our numerous educational initiatives
are organized in partnership with schools, universities,
associations, NGOs, and governmental instances.
All of our community work is organized in partnership
with local organizations in the communities where we
live and work..
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Performance data tables 2022
The 2022 performance data tables are aligned to the Sustainability Accounting Standards Board (SASB) used by the software and IT services industry and to the Global Reporting Initiative (GRI).
Visit our website to access our GRI-SASB table.
CGI AT A GLANCE F2019 F2020 F2021 F2022

Revenue $12.11B $12.16B $12.13B $12.87B
Operating expenses $10.28B $10.30B $10.18B $10.78B
ENVIRONMENT
CLIMATE F2019 F2020 F2021 F2022

Change in total carbon emission compared to F2014 baseline −27% −52% −70% -65%
Total net emissions (tCO2e) 93,545 61,815 38,054 45,402
Emission intensity (metric tons of CO2e/employees) 1.21 0.81 0.48 0.50
Energy intensity (total energy gigajoule/employees) 12 10 8 7
Operational sites with environmental management system certified to ISO 14001 32% 33% 31% 35%
Operational sites for which an environmental risk assessment has been conducted — — 31% 35%
GREENHOUSE GAS EMISSIONS BY SOURCES METRIC TONS OF CO2e
Business travel 52,896 30,461 12,325 22,285
Offices 32,359 24,477 21,066 20,221
Data centers 8,290 6,877 4,663 2,896
GREENHOUSE GAS EMISSIONS BY SCOPE METRIC TONS OF CO2e
Scope 1 1
21,816 16,259 11,952 14,036
Scope 2 2
36,769 27,901 22,694 19,836
Scope 3 3
34,960 17,655 3,408 11,530
1 Scope 1: CO2e direct emissions in metric ton of CO2e.
2 Scope 2: CO2e indirect emissions from purchased electricity metric tons of CO2e.
3 Scope 3: Other indirect (Scope 3) GHG emissions Gross other indirect (Scope 3) GHG emissions in metric tons of CO2e equivalent. Only includes air travel. 128
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CLIMATE F2019 F2020 F2021 F2022

ENERGY
Total energy Usage (MWh) 250,020 202,666 181,444 179,417
Total energy usage (gigajoule) 900,071 729,599 653,198 645,903
Renewable energy 41% 44% 44% 47%
Grid electricity 59% 56% 56% 53%
Total fuel consumption from non-renewable sources, in joules 19,691 18,388 16,620 18,327
Energy use at offices (MWh) 145,113 111,642 101,629 103,199
Energy use at data centers (MWh) 104,907 91,025 79,815 76,218
Electricity consumption (Offices and data centers) (grid + renewable) (MWh) 239,125 193,681 171,426 168,931
Heating consumption (Offices and data centers) (grid + renewable) (MWh) 8,490 7,464 8,651 8,720
Cooling consumption (Offices and data centers) (grid + renewable) (MWh) 2,405 1,521 1,367 1,766
TOTAL VOLUME OF MATERIAL USED METRIC TONS
Volume of paper purchased 139 101 63 25
DATA CENTERS
Electricity from renewable sources1 64.0% 65.6% 69.5% 76.1%
Average power usage effectiveness (PUE) 1.61 1.52 1.50 1.51
ELECTRONIC WASTE METRIC TONS
Total e-waste generated 194 113 116 109
E-waste reused/recycled 82% 93% 90% 90%
TOTAL WATER CONSUMPTION MILLION CUBIC METERS
Total water used 0.197 0.147 0.129 0.107
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SOCIAL
PEOPLE F2019 F2020 F2021 F2022

MEMBERS
Global population1 77,500 76,000 80,000 90,000
Permanent members 96.5% 96.9% 96.6% 96.6%
Permanent members by region
Australia — — — 0.3%
Belgium — — — 0.2%
Bulgaria — — — < 0.1%
Canada — — — 13.9%
Colombia — — — 0.2%
Czech Republic — — — 0.9%
Denmark — — — 0.4%
Estonia — — — 0.2%
Finland — — — 4.0%
France — — — 15.0%
Germany — — — 4.9%
Hungary — — — < 0.1%
India — — — 19.8%
Italy — — — 0.1%
Latvia — — — 0.1%
Lithuania — — — 0.2%
Luxembourg — — — 0.2%
Malaysia — — — 0.1%
Morocco — — — 1.5%
Netherlands — — — 2.6%
Norway — — — 0.6%
1 Permanent full-time and part-time, fixed-term, temporary, and trainee members.

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PEOPLE F2019 F2020 F2021 F2022

Philippines — — — 1.7%
Poland — — — 0.2%
Portugal — — — 1.6%
Romania — — — 0.1%
Singapore — — — < 0.1%
Slovakia — — — 0.1%
South Africa — — — < 0.1%
Spain — — — 1.7%
Sweden — — — 3.9%
Switzerland < 0.1%
United Kingdom — — — 6.8%
United States — — — 15.3%
Permanent members by gender 1, 2
Female — — — 34.0%
Male — — — 66.0%
1 Not taking into account ongoing integrations from mergers and acquisitions.
2 While CGI recognizes that gender identity is more than binary, this report references existing data categorized as male and female, which aligns with our government reporting obligations.
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PEOPLE F2019 F2020 F2021 F2022

Full-time members 1
83,472
Full-time members by region
Australia — — — 0.3%
Belgium — — — 0.2%
Bulgaria — — — <0.1%
Canada — — — 14.7%
Colombia — — — 0.3%
Czech Republic — — — 0.9%
Denmark — — — 0.4%
Estonia — — — 0.2%
Finland — — — 4.2%
France — — — 13.5%
Germany — — — 4.9%
Hungary — — — <0.1%
India — — — 21.5%
Italy — — — 0.1%
Latvia — — — 0.1%
Lithuania — — — 0.2%
Luxembourg — — — 0.2%
Malaysia — — — 0.1%
Morocco — — — 1.1%
Netherlands — — — 2.3%
Norway — — — 0.6%
Philippines — — — 1.9%
Poland — — — 0.3%
Portugal — — — 2.4%
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PEOPLE F2019 F2020 F2021 F2022

Romania — — — 0.2%
Singapore — — — <0.1%
Slovakia — — — 0.2%
South Africa — — — <0.1%
Spain — — — 1.7%
Sweden — — — 4.1%
United Kingdom — — — 7.2%
United States — — — 16.4%
Full-time members by gender 1
Female — — — 33.3%
Male — — — 66.7%
Offshore members 2 — — 22.0% 22.3%

Hires from member referrals 1 29.4% 27.0% 30.6% 30.6%
Average tenure in years 1 6.9 7.3 7.3 7.0
Members in the Ownership Program SPP 1, 3 85.0% 85.9% 85.0% 83.6%
Members covered by works council — — 37.5% 41.1%
2 Include members from India, Malaysia, Philippines, Morocco and Columbia.
3 SPP: Share Purchase Plan.
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PEOPLE F2019 F2020 F2021 F2022

DIVERSITY, EQUITY, AND INCLUSION 1
Women members overall 33.2% 33.1% 33.4% 34.2%

Women in leadership 2
13.6% 17.4% 26.1% 27.5%
Women SBU presidents 13.0% 22.2% 33.3% 33.3%
Members with disabilities 3
— — 2.6% 3.4%
Members age group breakdown 1
< 30 years old — — 24.3% 26.9%

30–50 years old — — 53.7% 53.4%
> 50 years old — — 22.0% 19.7%
Overall ethnicity breakdown in the U.S.4
American Indian — — — < 0.2%
Asian — — — 25.1%
Black — — — 13.4%
Hawaiian — — — 0.2%
Hispanic — — — 6.9%
Two or more — — — 2.3%
White — — — 52.0%
Leadership ethnicity breakdown (including managers, directors, VP, Senior VP positions) in the U.S.5
American Indian — — — 0.1%
Asian — — — 27.1%
Black — — — 5.1%
Hawaiian — — — 0.2%
2 Job Categories: Manager, Director, Vice-President and Senior Vice-President.
3 For Brazil, France, Germany, India, Philippines, U.S., Canada. This information is obtained through voluntary declarations.
4 Demographic data from U.S. only. This demographic data is a combination of self-reported information provided by members through CGI’s HR Service Center and compliance data collected to meet mandated federal and state legal reporting requirements as an
employer and government contractor in the U.S.
5 Demographic data from U.S. only. Combination of self-reported information provided by members and compliance data collected to meet mandated federal and state legal reporting requirements as an employer and government contractor in the U.S. 76.2% of
leaders responded.
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PEOPLE F2019 F2020 F2021 F2022

Hispanic — — — 3.1%
Two or more — — — 1.5%
White — — — 68.3%
Federal Employment Equity Program in Canada – Overall population 1
Visible Minority — — — 31.0%

Indigenous — — — 0.7%
Federal Employment Equity Program in Canada — Leadership population 1
Visible Minority — — — 23.0%

Indigenous — — — 0.5%
Number of voluntary member resource groups 2 — — 45 71
PEOPLE F2019 F2020 F2021 F2022

TRAINING AND DEVELOPMENT 3
Average hours per member for training and development 49.2 50.2 50.1 63.9
Members who received an annual regular performance and career development reviews 4
— — — 96.0%
Members who received career or skill-related training on our learning platform Academia 5
— — — 63.0%
Members who received an annual Privacy, Security and Ethics (including Human Rights) Mandatory Compliance Training
— — — 90.1%
(Members & Subcontractors & freelancers) 6
New members who received training on Ethics 6, 7 — — — 80.6%
New members who received training on Information Privacy 6, 7
— — — 84.9%
New members who received training on Security Awareness 6, 7
— — — 86.4%
New members who received training on Anti-Corruption 6
— — — 87.2%
CGI 101 graduates — — 1,389 941
1 Categories are determined through the Federal Employment Equity Program. This report analyzes data provided voluntarily by our members. Approximately 70% of Canadians members responded to that survey.
2 See details and description page 44.
4 Mandatory process for all members, excluding members on leave, and those who have not completed it by September 30, 2022.
5 All members have access to Academia. Does not include career and skill related training available on other platforms. Mandatory Compliance Trainings are not included in this percentage.
6 Mandatory process for all members, excluding those who have not yet completed within 90 days of their start date, as of September 30, 2022.
7 Members complete this course once when onboarding. This topic is also covered in the new Combined Legal Annual training for all members.
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PEOPLE F2019 F2020 F2021 F2022

MEMBERS SATISFACTION ASSESSMENT 1
SCORE (SCALE OF 10)
Overall members satisfaction 8.15 8.39 8.58 8.74
Working environment in which to build a career 7.90 8.20 8.44 8.70
Training and development 7.77 8.06 8.31 8.60
Being treated with respect 8.36 8.62 8.83 9.04
HEALTH AND WELL-BEING 1
Members using Oxygen Portal 51,738 47,784 46,859 60,422

Members using our health and well-being resources on a monthly basis — — 63.0% 65.0%
Number of Applauds (peer-to-peer recognition program) 24,989 44,029 54,526 55,924
Permanent employees with healthcare coverage facilitated by CGI 100% 100% 100% 100%
Number of Mental Health Ambassadors 2
— 300 497 732
Sites with employee health & safety risk assessment — — — 100%
EDUCATIONAL INITIATIVES
Beneficiaries 7,864 44,664 111,692 501,868
Volunteer instructors 339 716 1,253 5,958
Initiatives delivered 74 205 460 1,202
COMMUNITIES F2019 F2020 F2021 F2022

Business units with pro bono projects implemented — — 55% 58%
Hours of participation in paid/unpaid volunteering 16,450 22,797 48,220 45,019
Members participating in pro bono programs and volunteering 1,603 5,811 11,732 16,724
Members in community activities 1.8% 7.6% 14.5% 18.5%
Beneficiaries 997,427 1,740,98 919,204 1,229,417
2 Mental Health Ambassadors provide peer-to-peer mental health support and encourage a culture of openness around mental health. The network consists of volunteers across our global operations who are trained to support their colleagues.
They are equipped with the skills to recognize when a peer may be struggling and guide them to the right resources and support. This is a voluntary, empathetic approach that does not replace the advice of a healthcare professional.
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GOVERNANCE
CORPORATE RESPONSIBILITY AND GOVERNANCE F2019 F2020 F2021 F2022

CORPORATE GOVERNANCE 1
Attendance rate at Board meetings 100% 98% 99% 97%

Women on the Board 25.0% 31.3% 29.4% 31.3%
Independent Board directors 69% 75% 76% 75%
Board members who reside outside of Canada 31% 31% 35% 38%
Average age of the Board of Directors — — — 64.8
Average tenure of Board members in years 10.7 10.9 11.2 11.7
ETHICS
Members that annually re-confirmed Code of Ethics acknowledgement 2 — — — 91%
New members acknowledging our Code of Ethics — — — 100%
Number of material confirmed incidents with third-parties related to corruption — — 0 0
Operational sites for which an internal audit/risk assessment concerning business ethics issues has been conducted — — — 100%
DATA PRIVACY AND SECURITY
Number of material complaints regarding breaches of customer privacy and losses of customer data resulting in judicial action — — 0 0
Operational sites with an information security management system certified to ISO 27001 70% 75% 75% 75%
SUPPLY CHAIN
Significant 250 suppliers assessed by EcoVadis on environmental and social criteria — — 51% 58%
Suppliers with whom CGI place purchase orders acknowledging our Third-Party Code of Ethics 3
— — — 99%
Global procurement business partners who received training on human rights — — 100% 100%
1 Information for F2022 is provided as at September 30, 2022.

2 Mandatory process for all members, excluding members on leave, and those who have not completed it by September 30, 2022.
3 Change of methodology: Every CGI purchase order includes now a requirement for the supplier to comply with our Third-Party Code of Ethics.
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About this report

Our annual Environmental, Social and Governance (ESG) report shares our commitments,
progress, and performance across global operations of CGI Inc.1 during the fiscal year 2022 Accessibility
(October 1, 2021 to September 30, 2022) unless otherwise noted. This document was designed to comply
with WCAG 2.1 and PDF/UA accessibility
Accountability and transparency are integral to the foundation on Our annual ESG reports and performance indicators are standards.
which we build trust with our clients, members, and shareholders available online at https://www.cgi.com/en/esg where additional
in our communities. We continually take significant steps to information about our global ESG activities can also be
strengthen our reporting approach through ongoing stakeholder accessed.
engagement and voluntary adherence to global non-financial Disclosures of key non-financial metrics are available in the
reporting standards. We conducted a materiality assessment Performance data table, including data from previous years.
with the help of an external partner to inform our ESG strategy Current financial and governance information about CGI
and approach for this year’s report. is available in the recent CGI Annual Report 2022, and
Our report is aligned to the Global Reporting Initiative (GRI) 2022 Proxy Circular.
Standards and other reporting requirements such as the All currency is in Canadian dollars unless otherwise noted.
Sustainability Accounting Standards Board (SASB) and
the United Nations Global Compact. Visit our website to
access our GRI-SASB table.
1 The scope of this report covers the legal entity CGI Sverige AB (including all holding companies), which is a part of CGI Inc.
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Appendices
Environmental emissions methodology
This report was compiled by following the Greenhouse Gas Lease car emissions were reported based on the type and quantity
Protocol Corporate Accounting and Reporting Standard and using of fuel consumed. Fuel data was sourced from lease car company
the relevant DEFRA, IEA, EPA, and Canada NIR conversion reports, fuel card company reports, expense reports or invoices
factors for company reporting. Scopes were defined by following shared directly by Strategic Business Units. When fuel consumption
the operational control approach in the Greenhouse Gas Protocol. data was unavailable, kilometer reports from lease car companies or
internal travel reimbursement reports were used. Kilometer values
Natural gas and electricity consumption were sourced from utility
were then converted into liters of fuel by applying the standardized
bills. Any missing months were extrapolated using invoices for
kilometer-to-fuel conversion ratios per fuel type for different
other months of the year or estimated based on invoiced cost or
countries. This enabled us to use fuel volumes as a consistent basis
building floor space if primary consumption data was unavailable.
for carbon conversions. Average fuel economy is sourced from the
Emissions on a market basis reflect the contractual characteristics International Energy Agency fuel economy report.
of our electricity purchases and usage. For example, electricity
Air-travel emissions were calculated considering cabin class
is considered very low or zero-emission on a market basis when
and distance traveled, using conversion factors without
it is purchased from an energy supplier whose electricity is from
radiative forcing.
100% renewable sources and backed by guarantees of origin
and renewable energy certificates. On a location basis, electricity For public rail transportation travel emissions, in Europe we applied
purchases are converted to emissions based on the national the UK’s DEFRA/DECC greenhouse gas conversion factors.
grid average carbon intensity. In the absence of a tariff or For North America and other geographies, emissions were
supplier-specific factor, a residual mix factor was used. calculated by applying greenhouse gas protocol conversion factors.
Business-travel emissions from member-owned cars were based

on the business-related mileage claimed in member expense
reports, assuming an average car and fuel source.
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Appendices
Glossary
APAC Asia Pacific GDPR General Data Protection Regulation ROI return on investment
BAME Network Black, Asian, Minority Ethnic network GEMS global emissions monitoring system SASB Sustainability Accountability Standards Board
BCR Binding Corporate Rules GHG Greenhouse gas SBTi Science Based Targets Initiative
BWBF British Wireless for the Blind Fund GRI Global Reporting Initiative SBU Strategic Business Unit
CSAP Client Satisfaction Assessment Program GSOC Global Security Operations Center SDGs Sustainable Development Goals
CaRe Career Relaunch program KAP Key Achiever program SSAP Shareholder Satisfaction Assessment Program
CCTV Closed-circuit surveillance KWP kilowatt ‘peak’ STEM Science, technology, engineering and mathematics
CEMS Central Energy Management System LGBTQ+ lesbian, gay, bisexual, transgender, queer, plus tCO2e tons of carbon dioxide equivalents,
based on the GHG protocol
CEO Chief Executive Officer MPMF Member Partnership Management Framework
TMS transport management system
CNRS Centre national de la recherche scientifique MRGs Member Resource Groups
UN United Nations
CO2e Carbon dioxide equivalents, based on the GHG protocol MSAP Member Satisfaction Assessment Program
UNGC United Nations Global Compact
CSO Chief Security Officer MWh megawatt hours
DE&I Diversity, equity and inclusion NGO Non-governmental organization
EMS Environmental Management Systems OECD Organization for Economic

Co-operation and Development
ERM Engagement Risk Management
PUE Power Usage Effectiveness
ERP enterprise resource planning
RFP Request For Proposal
ESG Environmental, social and governance
RMS Renewables Management System
ESMF Enterprise Security Management Framework
140
Insights you can act on
Founded in 1976, CGI is among the largest IT and
business consulting services firms in the world.
We are insights-driven and outcomes-based to help
accelerate returns on your investments.
For more information
Visit cgi.com
Email us at [email protected]
© 2023 CGI Inc.

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Building a more

Forward-looking information and statements

Approach Environmental Social Governance Sustainability services

President and CEO’s Letter

CGI is among the largest IT and business consulting

CGI by the numbers*

CA$ 12.87B Canada

5,500 ASIA AND OCEANIA

* As of September 30, 2022

RECOGNIZED BY OUR STAKEHOLDERS

At CGI, we build our ESG strategy through clear and

As an engaged, ethical and responsible company, we understand

Our three stakeholders Voice of our stakeholders programs

Frameworks and tools

Members • Member Partnership Clients • Client Partnership Shareholders • Shareholder Partnership

ESG topics discussed

Dialogue with our ecosystem

The CGI ESG materiality matrix

and circular economy Topics with medium importance

Diversity, equity and inclusion Responsible leadership and governance

Employee well-being and mental health ESG governance and reporting

Human rights and working conditions Digital inclusion

Employee physical health and safety

Talent development Community

Our ESG strategy

Environmental Social Governance

Strategic priorities and their material topics

Climate People Communities Governance

Priorities, targets and progress

ESG strategic priorities

People Communities Climate

Priorities, targets and progress

ESG targets, progress, and achievements*

Progress and 65% 33.3% 58% 31.3%

* As of September 30, 2022

To learn more about our actions and their impact,

STEM camp in Chennai, in partnership with our client, PNC — India

Digital enablement Digital trust

Tree planting in partnership with our client, OP — India

As a global leader engaged in environmental actions, we remain fully

65% 76.1% 35%

Science Based Targets initiative (SBTi)

We achieved a 65% reduction in our total 70 = 1

Net emissions (tCO2e) 93,545 61,815 38,054 45,402 − 65%

Employees 77,500 76,000 80,000 90,000 + 36%

GHG Scope Type of control Emission sources

During the COVID-19 pandemic, we discovered new strategies

During 2022, 25.6% of energy consumption equal to

Data centers UK, INDIA

76,218 2,896 76.1% 23.9%

Our Leatherhead office is now fitted with an energy-efficient boiler

3,993 103,832 22,285

1 Air travel, car, public transportation

PORTUGAL FRANCE, NORWAY

CGI member using her bike to go to work — France

In collaboration with our partners and facility owners, we have

As of 2022, we send approximately 10% of our waste to landfills,

Sent to landfill Reused

Nature and biodiversity