2020
INTEGRATED REPORT
2020 INTEGRATED REPORT
3
Letter from
the CEO
4
About the Report
6
Globant at
a glance
10
19
Future Centric
Approach
Global Talent
49
Additional
information
13
High
Performance
27
Kindness-based
Culture
53
Sustainability
Index
66
Report profile
2020 INTEGRATED REPORT
Letter from the CEO_
I am pleased to present you with this snapshot of Globant
a unique opportunity for our differential value proposition:
Regarding our Be Kind commitments, we remain commit-
during this challenging, crucial and transformative time.
We create a way forward for our clients to become what we
ted and on track to our 2025 goal of having 50% our mana-
We are in the middle of a once-in-a-generation accelerat-
call Augmented Organizations: embracing agility, technolo-
gerial positions held by women and non-binary genders.
ed change, with the COVID-19 pandemic having impacted
gy and collaborative culture to rise above the daily chal-
This year, Be Kind saw its largest undertaking to date with
our global society in nearly every aspect of our personal
lenges to thrive. We work alongside them to bring together
the Women that Build Award, which sought to recognize
and professional lives.
strategy, sustainable business models, digital trends, AI
women who were changing the game in tech and inspiring
and inclusive culture to unleash their potential.
the next generation of female innovators, leaders and
Like all organizations, we were impacted by this pandemic.
role models. The turnout surpassed all expectations, with
However, I have never been prouder of what we’ve done
Our future-centric approach also means putting sustainabili-
12 thousand nominations coming in from 17 countries.
as Globers to serve one another, our communities and
ty front and center. In line with this, Globant is launching the
our clients as we rose to the occasion.
Sustainable Business Studio. This new Studio will operate at
In 2020 we accomplished our goal of consuming 100% of
the intersection of technology and sustainability, bringing
our energy from renewable sources. Reaching this goal
In the face of unpredictability and global uncertainty, we
together new know-how, expertise and competence.
only motivated us to push harder, so we announced our
were able to continue on our growth path. Revenue
new goal of becoming carbon neutral by the end of 2021.
increased 23.5% year-over-year, reaching $814.1 million.
The pandemic also brought us the opportunity to help our
Also, I am proud to say that Globant is now a team of
communities in several ways: Through the takingcare.glo-
While this year has been challenging, humanity is unveil-
16,251 Globers collaborating across 16 countries, serving
bant.com initiative we donated more than $ 1M in Test Kits
ing better and faster innovations than ever. I’m confident
almost 800 blue chip clients worldwide.
(PCR) and well as digital resources to local authorities and
that we have what it takes to come out stronger on the
Martín Migoya
Co-Founder, Chairman and CEO
@migoya
The resilience of being digital pure play gave us a perspec-
tial resources in real time. Our Globers also volunteered in
tive that we knew would be of value for our clients in this
mentorship and training for local school youth and educa-
health teams so that they could monitor and allocate essen-
other side.
critical year. The global COVID-19 crisis pushed organiza-
tion professionals to adapt to the sudden digitalization of
Stay safe, and keep rocking!
tions to embrace profound digital transformations, opening
schools and other services.
3
3
2020 INTEGRATED REPORT
About the report
This report is meant to provide transparent and systemized information on our eco-
nomic, social, and environmental performance to our stakeholders. It represents our
sustainable management progress between January 1 and December 31, 2020.
It has been prepared in accordance with the Integrated Reporting Framework, the
Global Reporting Initiative Standards (GRI) - core option, while using the Sustainabili-
ty Accounting Standards Board (SASB) standards for Software and IT services as a
reference. Our disclosures generically refer to Globant and all of its operations in the
countries where it operates as the group of linked companies, detailed in the 20F.
The parent company is Globant S.A.
The report discloses also Globant’s commitment to the Sustainable Development
Goals (SDG) that we identified related to our business model: quality education;
gender equality; decent work and economic growth; industry, innovation and infra-
structure; climate action; and partnership for the goals.
Finally, Globant is committed to the 10 principles of the UN Global Compact, incorporat-
ing into its strategies, policies, and procedures a culture of integrity to uphold its respon-
sibility to human rights, gainful employment, anti-corruption, and the environment.
k
r
o
w
e
m
a
r
F
y
t
i
l
i
i
b
a
n
a
t
s
u
S
FUTURE CENTRIC
APPROACH
HIGH
PERFORMANCE
KINDNESS-BASED
CULTURE
GLOBAL TALENT
4
Engineering, Innovation & Design
Sustainability
Studio Model & Podular Structure
BY C A P I TA L S
Augmented Organizations
INPUTS
+$814.1M Revenue
2.45 Adjusted EPS
INPUTS
6 core strategic pillars
New Sustainable
Business Studio and
Life Sciences Studio
Augmented Accelerators
OUTCOMES
FUTURE CENTRIC
APPROACH
HIGH
PERFORMANCE
OUTCOMES
23.5% Revenue Growth YoY
+16,250 Globers
16 Countries
INPUTS
37% Headcount Growth YoY
+568,000 Training Hours.
OUTCOMES
GLOBAL TALENT
KINDNESS-BASED
CULTURE
INPUTS
BE KIND
to your Peers
to the Planet
to Humanity
OUTCOMES
+3 percentage points growth in
female headcount & female
Managers HC
36.5k beneficiaries in community
programs with +40k pro bono
hours dedicated
100% renewable energy in every
location. Carbon neutrality
commitment for 2021
2020 INTEGRATED REPORT
Globant
at a
glance
Globers
16,251
16
Countries
37
Cities
56
Locations
United Kingdom
Belarus
Luxembourg
Spain
Romania
France
Canada
United States
Mexico
Colombia
Peru
Brazil
Chile
Uruguay
Argentina
India
6
2020 INTEGRATED REPORT
Governance
B O A R D O F D I R E C T O R S
S E N I O R M A N A G E M E N T
Martín Migoya
Chairman of the Board,
CEO & Co-Founder
Martín Gonzalo
Umaran
Director, Chief of Staff &
Co-Founder
Guibert Andrés
Englebienne
Director, CTO and
Co-Founder
Linda Rottenberg
non-executive
Independent Director(1)(3)
Martín Migoya
CEO & Co-Founder
Martín Gonzalo
Umaran
Chief of Staff &
Co-Founder
Guibert Andrés
Englebienne
CTO and Co-Founder
Patricia Pomies
Chief Delivery &
People Officer
Gustavo Barreiro
Chief Information Officer
Mario Eduardo
Vázquez
non-executive
Independent Director(1)(2)
Francisco
Álvarez-Demalde
non-executive
Independent Director(3)
Richard
Haythornthwaite
non-executive
Independent Director(2)(3)
Philip A. Odeen
non-executive
Independent Director(1)(2)
Juan Urthiague
Chief Financial Officer
Wanda Weigert
Chief Brand Officer
Mercedes
Mac Pherson
Chief Diversity &
Talent Officer
Sol Mariel Noello
General Counsel
Yanina Maria Conti
Chief Accounting Officer
Board of Directors by Age
Board of Directors by Gender
Senior Management by Age
Senior Management by Gender
Less than 45
Between 45 & 55
More than 55
12%
50%
38%
%87
%13
Less than 45
Between 45 & 55
More than 55
60%
30%
10%
%50
%50
(1)Audit Committee, (2) Compensation Committee (3) Corporate Governance and Nominating Committee | *More information about our board of directors at 20F Item 6 Directors, Senior management and Employees
7
2020 INTEGRATED REPORT
Board Practices
The company is governed by our board of directors which
Corporate Governance Practices
Our corporate governance practices are governed by
Committees
Our board of directors has established an audit committee,
is vested with the broadest powers to take any actions
Luxembourg law (particularly the law of August 10, 1915,
a compensation committee and a corporate governance
necessary or useful to fulfill our corporate purpose with
on commercial companies as amended) and our articles of
and nominating committee. Our board of directors may
the exception of actions reserved by law or our articles of
association. As a Luxembourg company listed on the
from time to time establish other committees.
association to the general meeting of shareholders. If
NYSE, we are not required to comply with all of the
necessary, the directors can delegate the authority to
corporate governance listing standards of the NYSE for US
Audit Committee: Oversees our corporate accounting,
certain executives of the company members to execute
listed companies. We, however, believe that our corporate
auditing, and financial reporting process.
their decisions. Our articles of association provide that
governance practices meet or exceed, in all material
our board of directors must consist of at least seven
respects, the corporate governance standards that the
Compensation Committee: Reviews, recommends and
members and no more than fifteen members. Further
NYSE generally requires for US listed companies. We have
approves policies relating to compensation and benefits of
considerations about practices
(voting, majorities,
indicated the significant ways that these differ from the
our officers and directors, administers our common shares
management, conflicts of interest, and other provisions)
corporate governance standards required by the NYSE for
option and benefit plans and reviews general policy
are included in the annual report in form 20F (p. 99).
US listed companies in our annual report on Form 20F. P.
relating to compensation and benefits.
Compensation
The compensation policy for Directors and Senior
Management comprises a fixed salary and share-based
compensation pursuant to our 2014 Equity Incentive Plan,
which includes RSU and other equity awards. The incentive
plan's methods and composition are described in detail in
the annual report in form 20F, p.97. Neither we nor our
subsidiaries maintain any directors’ service contracts
providing for benefits upon termination of service. We do
not pay or set aside any amounts for pension, retirement,
or other similar benefits for our officers or directors.
130, in the Corporate Governance Practices section.
During 2020, we had no confirmed incidents of corruption.
Corporate Governance and Nominating Committee:
Identifies
individuals qualified to become directors;
recommends director nominees to our board of directors
for each election of directors; develops and recommends
criteria for selecting qualified director candidates to our
board of directors; considers committee member
qualifications, appointment, and removal; recommends
corporate governance guidelines applicable to us; reviews
ESG performance reports, and provides oversight in the
evaluation of our board of directors and each committee.
8
2020 INTEGRATED REPORT
Integrity-Ethics-Compliance
In 2014, we adopted a Code of Ethics and an Anti-Bribery and Anti-Corruption
Risks & Opportunities
Our Annual Report, filed with the SEC under Form 20F, covers the risks and op-
1. Per IDC, 65% of global GDP will be digitalized by 2022, driving $6.8 trillion of
direct digital transformation investment from 2020 to 2023.
Policy applicable to directors, senior executives, officers, employees (whether
portunities in detail under the headline ‘Risk Factors’.
2. To thrive in a digital supremacy economy, 50% of enterprises will implement
permanent, fixed-term or temporary), consultants, contractors, trainees,
an organizational culture optimized for DX in 2025, based on customer centric
seconded staff, casual workers, volunteers, interns, agents, or any other person
A summary of risks is presented in the document available here (p.7). A de-
and data driven culture.
associated with the company.
tailed management approach on risks, challenges, and opportunities is devel-
3. By 2025, 40% of physical experience-based businesses will improve financial
oped in this report on a topic-by-topic basis.
results and outperform competitors by extending into paid virtual experiences.
Every Glober is encouraged to act proactively by asking questions, seeking
guidance, and confidentially reporting suspected violations of the Code of
Ethics, Anti-Bribery and Anti-Corruption Policy, as well as any violation or
Future Outlook & Business Perspectives
We are witnessing a transcendental time for technology. There have been
4. By 2021, at least 30% of organizations will accelerate innovation to support
business and operating model reinvention, fast-tracking transformation
programs to future-proof their businesses.
suspected violation of applicable law, rule, or regulation. Such concerns may
more business disruptors in the past 5 years than in the collective 50 previous.
5. Gartner predicts that by the end of 2023, 40% of organizations will have
be reported, anonymously or not, to the Leader, Talent and Culture Business
Organizations have had a major opportunity to take on new areas of the
applied anywhere operations to deliver optimized and blended virtual and
Partner, or Legal Department. Violations to the Code of Ethics can also be
market that were unthinkable before.
physical customer and employee experience.
reported using the Resguarda Ethics Line. Whistleblower contacts can be
found on Globant's website.
The rate of technological change is rapid and exponential, principally after a
Organizations need a partner who can help them navigate their reality and
In the Code of Ethics section we also publish, our Modern Slavery Statement
organizations to adapt and utilize new technologies to keep up with the user’s
innovative culture, thrilling experiences, the right technology stack and a deep
issued pursuant to the UK Modern Slavery Act from the primary subsidiaries of
needs. Customer engagement is already the number two strategic business
understanding of how technology and artificial intelligence can significantly
Globant for the United Kingdom, to account for our efforts to mitigate all types of
objective for organizations worldwide, and the need to evolve rapidly has
augment the way they operate and engage with their customers. At Globant
modern slavery in our business or supply chain.
never been more critical.
we help our customers create a way forward.
turbulent 2020 that outstripped the ability of many brands, businesses, and
build a sustainable future business with robust business models, an agile and
Last but not least, Globant is particularly careful about entering into transactions
Technologies that support this new future-centric approach are meant to
with its directors, executive officers, and significant shareholders to avoid the
reinvent key aspects of the organization:
risk of real or perceived conflicts of interest. Similarly, the Related Party
Transaction Policy is intended to ensure the proper approval and reporting of
related party transactions. The Insider Trading Policy provides the standards of
Globant on the trading of securities of Globant or other publicly-traded
companies while in possession of material non-public information.
9
Future centric
approach
2020 INTEGRATED REPORT
Create a
way forward
We believe the future belongs to Augmented Organizations,
aware of their constant evolution, which adapt the strength of
their culture, expand the reach of its business, reimagine the
value of their experiences, and are empowered by the potential
of AI and new technologies.
Becoming an Augmented Organization is more than adopting a
single technology. It is a fundamental shift in how a company
operates. It requires a cultural change in many cases alongside
complex technological and organizational changes. It means
building an organization that knows how to use technology,
culture and trends to unleash its potential.
Augmented Organizations are empowered by artificial
intelligence. They have an agile, digital culture. They build
world-class experiences and adapt quickly to new market
realities. They have a path into the future. A way forward.
At Globant we create a way forward.
S
B
ustain
usin
a
ble
Strate
ess
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b iliti e
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a
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g
o
l
o
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c
e
T
a
t
a
D
&
We apply a future centric
approach that unleashes the
potential of 6 core strategic
pillars that transform
C
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l
t
u
r
e
A
g
i
l
e
A
Org
d
a
a
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ptiv
atio
e
n
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g
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a
g i n
e ri e
g
p
n
x
E
E
organizations from stagnant
to Augmented Organizations.
11
2020 INTEGRATED REPORT
We grow studios that make the way for new and existing futures. Whether it is a new
conversational experience, a successful implementation of Salesforce, or hacking a
business model, our studios exist to help our clients to walk the way forward in a
sustainable way. Transforming an organization across each of the pillars is not
something that is done simply throught technology. Our approach focuses on looking
at the company as a whole and crafting a path to turn them into Augmented
Organizations. We deliver these services throught our Studios and our Accelerators.
Augmented
Talent
Augmented
Payments
CULTURE & AGILITY
ENGAGING EXPERIENCE
ADAPTIVE ORGANIZATIONS
TECHNOLOGY & DATA
I
S
O
D
U
T
S
R
U
O
Augmented
Knowledge
ACCELERATORS
We leverage AI accelerators and disruptors that are
intelligently crafted to reinvent key aspects of
Augmented
Coding
organizations, creating a way forward in unimaginable
ways. This enables companies to develop new core
capabilities, leveraging our PODs model to accelerate
their transition from a reactive organization to a
self-standing Augmented Organization.
Augmented
Culture
Navigate
Augmented
Testing
Sustainable
Business Studio
To be ready and stay relevant, companies need
different rules, processes and expertise. To do so, we
created the Sustainable Business Studio, to provide
organizations with knowledge, expertise and skills
ready for the new green economy.
SUSTAINABLE BUSINESS STRATEGY
Sustainability has been a harm avoidance practice for
AUGMENTED CAPABILITIES
a long time. Today we are strongly convinced that
The studio operates at the intersection of digital
climate emergency and social changes are
technology and sustainability to arm organizations
fundamentally impacting people and organizations,
with
the
tools and processes for evaluating
putting at risk their very legitimacy within public,
emissions, building climate strategies and fostering
private, and civil society. This calls for a new approach.
sustainability optimization at all industry levels.
12
Cultural HackingAgile DeliveryFuture ofOrganizationsDesignProductGamingDigital MarketingConversationalInterfacesMedia & OTTEnterpriseAppsSalesforceProcess OptimizationSustainableBusinessBusinessHackingScalablePlatformsCloud OpsData & AIUIEngineeringInternet of ThingsCyber SecurityDigital ExperiencePlatformsLife SciencesQuality Engineering
High performance
2020 INTEGRATED REPORT
Performance
Economic value generated 2020
$814.1M
Compared to $659.3M last year
Financial Highlights
Revenue ($M)
Adjusted net income margin (%)
Adjusted diluted EPS
$814
$659
$522
$413
$323
13.1%
12%
11.1%
12.2%
12%
$1.28
$1.09
$2.45
$2.29
$1.74
2016
2017
2018
2019
2020
2016
2017
2018
2019
2020
2016
2017
2018
2019
2020
2020
2019
Salaries
$594.5M
$459.7M
-73%
Other costs of operations
$73.1M
$62.4M
-9%
Taxes
$39M
$31.2M
Depreciations & interests
$53.4M
$52M
-5%
-7%
Other verticals
0.8%
Reinvested amount
$54.2M
$54M
7%
Banks, Financial Services
& Insurance
23.7%
Travel &
Hospitality
8.3%
Media &
Entertainment
23%
Professional
services
12.7%
$ 1,288.8M
Assets
87%
$ 408.8M
Liabilities
64%
$ 879.9M
Net Worth
101%
Healthcare
6.6%
Consumer, Retail
& Manufacturing
13%
Technology &
Telecommunication
11.9%
Clients by currency 2020
86 %
USD
4.3%
Euro
9.7 %
Others
Revenue by geography 2020
70.5 %
North
America
7.6%
Europe
21.9%
Latam &
Others
Clients by revenue contribution 2020
42%
31%
11%
50
25
0
Top 1
Top 5
Top 10
14
2020 INTEGRATED REPORT
CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
OTHER DATA
Year ended December 31 in thousands except percentages and per share data
2020
2019
Adjusted gross profit
Revenues
Cost of revenues
Gross profit
814,139
(509,812)
100.0%
-62.6%
304,327
37.4%
659,325
(405,164)
254,161
100.0%
-61.5%
38.5%
Selling, general and administrative expenses
(217,222)
-26.7%
(172,478)
-26.2%
Net impairment losses on financial assets
Other operating (expenses) income, net
Profit from operations
Finance income
Finance expense
Other financial results, net
Finance (expense) income, net
Share of results of investments in associates
Other income & expense in net
Profit before income tax
Income tax
Net income for the year
(3,080)
(83)
83,942
1,920
(10,430)
3,601
(4,909)
(622)
(1,887)
76,524
(22,307)
54,217
-0.4%
0.0%
10.3%
0.2%
-1.3%
0.4%
-0.6%
-0.1%
-0.2%
9.4%
-2.7%
6.7%
(228)
(720)
80,735
958
(6,653)
(5,894)
(11,589)
(224)
110
0.0%
-0.1%
12,2%
0.1%
-1.0%
-0.9%
-1.8%
0.0%
0.0%
69,032
10.5%
DILUTED EPS
CALCULATION OF ADJUSTED
(15,017)
54,015
-2.3%
8.2%
Adjusted net income
Diluted shares
Adjusted diluted EPS
Adjusted gross profit margin percentage
Adjusted selling, general and
administrative expenses
Adjusted selling, general and administrative
expenses margin percentage
Adjusted profit from operations
Adjusted profit from operations margin
percentage
Adjusted net income for the year
Adjusted net income margin percentage
for the year
2020
318,195
39.1%
2019
266,487
40.4%
(164,529)
(131,090)
-20.2%
123,981
15.2%
97,298
12.0%
2020
$ 97,298
39,717
$ 2.45
-19.9%
111,991
17.0%
86,094
13.1%
2019
$ 86,094
37,674
$ 2.29
Please note that we follow IFRS accounting rules in our financial statements. You will find a reconciliation of IFRS and Non-IF-
RS (or adjusted) measures in the section “Reconciliation of Non-IFRS Financial Data” included in our 20F.
15
STOCK PRICE PERFORMANCE
$ end of the year
$217.6
CONSOLIDATED STATEMENTS OF FINANCIAL POSITION DATA
As of December 31
$37.51
Dec 2015
$33.35
Dec 2016
$106.5
$46.46
$56.32
Cash and cash equivalents
Investments (current & non-current)
Trade receivables (current & non-current)
Other assets (current & non-current)
Dec 2017
Dec 2018
Dec 2019
Dec 2020
Other receivables (current & non-current)
Other financial assets (current & non-current)
CASH FLOWS
For the year ended December 31,
Net cash provided by operating activities
2020
99,872
2019
79,735
Net cash used in investing activities
(124,015)
(151,584)
Net cash provided by financing activities
241,546
56,712
Effect of exchange rate changes on cash
and cash equivalents
Cash and cash equivalents at beginning
of the year
(1,185)
252
62,721
77,606
Deferred tax assets
Investment in associates
Property and equipment
Intangible assets
Right-of-use asset
Goodwill
Total assets
Trade payables (current & non-current)
Payroll and social security taxes payable
Borrowing (current & non-current)
Cash and cash equivalents at end of the year
278,939
62,721
Other financial liabilities (current & non-current)
Net (decrease) increase in Cash and cash
equivalent at end of year
216,218
(14,885)
CAPITAL RESOURCES
For the year ended December 31,
Capital Expenditures
2020
53,083
2019
27,776
Lease Liabilities (current & non-current)
Tax liabilities
Income tax payable
Deferred tax liabilities
Other liabilities and provisions (current & non-current)
Total liabilities
Total equity and non-controlling interest
Total equity, non-controlling interest & liabilities
2020
278,939
19,899
201,664
15,100
41,262
16,724
41,507
3,154
101,027
86,721
90,010
392,760
1,288,767
40,506
111,881
25,968
94,198
87,598
11,804
10,511
13,698
12,664
408,828
879,939
1,288,767
2019
62,721
20,198
156,676
21,235
28,118
6,210
26,868
3,776
87,533
27,110
58,781
188,538
687,764
36,987
72,252
51,386
10,554
61,363
7,898
4,612
1,028
2,970
249,050
438,714
687,764
16
2020 INTEGRATED REPORT
Overall result
Customer survey
ANNUAL AVERAGE 2020
NET PROMOTER SCORE (NPS)
+67
-100
0
+30
+70
+100
NEEDS IMPROVEMENT
GOOD
GREAT
EXCELLENT
+66
+67
+57
+100
+50
0
2018
2019
2020
Recognitions
Globant
Worldwide Leader in
CX Improvement
IDC MarketScape
Globant
Salesforce Partner
Martin Migoya
Innovative CEO of the year
Argentina 2020
Patricia Pomies
Chief Delivery & People Officer
Revelation in Innovation, Women
Corporate Directors Foundations
Martin Migoya
CEO of the year
Sadosky Awards
Certifications
ISO
9001:2015
ISO
27000
SOC 1
SOC 2
CMMI
Argentina, Uruguay
Pune, Buenos Aires,
Minsk and Medellín
Type 2
Type 2 globally
CMMI-DEV v1.3
Maturity Level 3: globally
17
2020 INTEGRATED REPORT
Data privacy & Security*
With Globant’s impressive growth and dynamic business needs
information and the number of users whose information was
dures. The training must be repeated once a year. Also, for specific
during 2020, our Legal Department has leveraged our Compliance
requested also remain at zero. At this point in time, our core
positions such as QA, QC, and developers, they must take an
team. It aims to work closely with all of Globant’s different areas to
products or services are not subject to government-required
OWASP security training.
provide strategic support to uphold Globant’s ethical standards,
monitoring, blocking, content filtering, or censoring in any country.
Code of Ethics, and internal policies. Facing rapidly changing legal
requirements, they work hard to ensure regulatory compliance,
As part of our approach to identifying and addressing data security
which is becoming increasingly important for public opinion and
risks, Globant has been ISO 27001:2013 certified since 2013. We
directly impacts all businesses. It was created to assist with
perform an internal risk assessment and a service provider risk
various ethics and compliance matters, such as anti-money
assessment on an annual basis. Once risks are identified, the
laundering, anti-corruption, conflicts of interest, data privacy, and
Globant Information Security Team (GIST) and the owner of each
Since 2019, we have been a member of the
antitrust. Aligned with this
leverage and our continuous
risk, decide the approach for each risk (mitigate, accept, or transfer).
Cybersecurity Tech Accord, which promotes a
improvement culture, a 2021 action roadmap was established
after an external compliance assessment.
During 2020, GIST registered a total of 60 (sixty) security
incidents across all Globant offices worldwide that were
In addition, before engaging any third party (clients, vendors, or
identified as non-compliant with Globant and/or customer
new employees), they must complete a due diligence process. The
security policies and procedures.
Compliance team will determine whether the third party is
approved or not in integrity, ethics, data privacy, human rights,
Sustainability Accounting Standards Board (SASB) activity metrics:
and environmental topics. Globant informs all the purposes for
None of our processes generate licensed products or subscrip-
safer online world by fostering collaboration
among global technology companies committed
to protecting their customers and users and
helping them defend against malicious threats. As
a signatory, we are committed to advancing the
mission of the Cybersecurity Tech Accord by
partnering on initiatives that improve the
gathering data from third parties, and these third parties provide
tions to consumers or business intermediaries (TC-SI-000.A)
security, stability, and resilience of cyberspace. By
their consent when they share any personal data with Globant.
Our data processing capacity was 420 Rack Units
combining the global technology industry's
We did not have any financial losses during this past year, whether
The amount of data storage was 0.55 petabytes. 0,01% out-
as a result of legal proceedings associated with user privacy or
sourced (TC-SI-000.C)
legal proceedings associated with anticompetitive behavior
Finally, when hired, every employee must complete a security
regulations. The number of law enforcement requests for user
awareness training that describes our security policies and proce-
5% outsourced (TC-SI-000.B)
resources and expertise, the Cybersecurity Tech
Accord creates a starting point for dialogue,
discovery, and decisive action.
* Other corporate risks’ analysis can be found in the 20F (Item 3. Key Information - Risk Factors)
18
Global talent
2020 INTEGRATED REPORT
Since the very beginning of the pandemic, our focus was to take care of our Globers and accompany
as much as we could during these difficult times. We became a remote-first company, where
working from home became the rule. At the same time, we implemented a wide portfolio of
programs and benefits to help increase our bonding and live our culture.
All these actions enabled us to finish the year in a very positive way despite the challenges we lived.
When we saw how many clients and industries were affected by the pandemic, we decided to focus
our efforts on training our Globers for future challenges. We implemented training strategies to
reskill our employees facing business demands. We were able to add new logos and projects,
capable of retaining key talent and ensuring growth in all the locations where we are present. By the
end of the year Globant increased its headcount by 37% to 16,251 Globers.
This tremendous achievement was possible due to three reasons: healthy organic growth in every
Talent Development Center, a continuous decrease in turnover, and the acquisition of 4 companies:
gA, where for the first time Globant acquired a company with more than 1,000 IT professionals,
Giant Monkey Robot to leverage our gaming expertise in Chile, Xappia in Argentina and finally
Bluecap in Spain, a strategic consultancy firm that leverages advanced analytics to develop new
business models for financial institutions.
With an average age of 33.3 years, our people are highly qualified in the latest technologies and
trends. During 2020, more than 93% of our Globers participated in training, increasing 113% the
number of Globers trained year over year.
2020 INTEGRATED REPORT
Talent acquisition and
Retention strategy
We have a global presence with delivery centers in North America, Latin
Since our inception, we have become a unique player for talent in the
America, Europe, and Asia. Our de-centralization strategy allows us to expand
countries where we have operations. Our culture is the foundation that
and diversify our sources of talent in our development centers worldwide.
supports and facilitates our distinctive approach. This culture can be best
described as entrepreneurial, flexible, diverse, and inclusive. Diversity and
Our offices are located near regional academic and engineering hubs to
inclusion are key to our business. Technology requires us to innovate
facilitate our access to a growing talent base. In Latin America, certain top
constantly, and there is no way to innovate if we do not connect different
universities from the region are located in cities where we have delivery
points of view. This is why we strive to find talent in diverse places and walks
centers with large operations. We work closely with those colleges, as well as
of life, and why we launched several initiatives to strengthen our diversity.
non-governmental organizations, tech clusters and professional organizations
Overall, more than 7,000 Globers joined the company during the year.
to nurture the technological ecosystem and create opportunities for growth
for both Globant and our current and prospective Globers through meetups,
Employee retention is one of our main priorities and a key driver of
conferences, bootcamps and recruiting events.
operational efficiency and productivity. We seek to retain top talent by
We seek employees who are motivated to be part of a leading company that
clients, a flexible work environment, training and development programs, and
uses the latest technologies in the digital and cognitive field to transform
non-traditional benefits. We empower our Globers to take ownership over
organizations in every aspect.
their careers and make the most out of these five professional development
providing the opportunity to work on cutting-edge projects for world-class
Geocultural diversity
We encourage our Globers to work wherever they want, and
be nourished by cultural exchanges. We have 56 offices in 16
countries, in LATAM, North America, Europe and Asia. And
open positions and relocation opportunities.
Technology
Our studios consolidate expertise around a variety of emerg-
ing technologies where our Globers can develop themselves,
explore and learn.
Industry expertise
Globant works with many clients within a given industry, this
enables our Globers to develop their career with an industry
focus within a given account or on multiple accounts of their
industry of choice.
Multiple industries
Similarly, Globant has near 800 clients spanning several differ-
ent industries. Any Glober who would rather develop an indus-
try agnostic career path or who wants to switch industries has
multiple options to choose from.
dimensions we provide here at Globant:
Open positions
Globers can develop their career growing within their current
path by gaining seniority or moving internally into other roles
in different areas of expertise.
2020 INTEGRATED REPORT
Creating a Culture of
Continuous Learning
we've created a Slack Learning Community that has more than 5.2k engaged
users. 80% of the learning opportunities are shared by our employees reaching
119 content creators or community ambassadors with more than 250 trainers.
At Globant we believe that there is no better way to boost our Globers’
We aim to give leaders the essential tools to leap ahead in their careers, develop
professional growth than promoting a continuous learning culture. One of our
themselves at a swift pace, and strengthen their management skills. More than
most ambitious efforts in that direction has been launching Globant University,
1,400 leaders participated in at least one virtual live session of our Leadership
at the very epicenter of the pandemic. It started as a collaborative tool where
Accelerator Program (LeAP). The program's main objective is to develop a
training and learning experiences were designed, centralized and deployed to
leadership culture based on our values and Talent Manifesto to engage the
give Globers a variety of opportunities to upskill or reskill their jobs.
strategies and the challenges of digital and cognitive transformation.
Now, with more than 2,700 learning resources available, 29,000 training sessions
Given the complexity of the COVID-19 context, it was necessary to provide
and 8,000 users, Globant University has turned out to be a virtual campus
further communication with a Covid-19 Feedback Session to address the
where every Glober can keep on growing their skills and boost their careers at
importance of leaders having meaningful conversations about performance
their own pace. Also, in order to grow and enrich this initiatie more organically,
with their teams. Almost 225 leaders participated in this special edition.
48% of Globers’ women
participated in
leadership training
17,709
25%
Trained globers
32.1
33.7
Annual learning hours
Per individual
568,757
Training hours
26%
22
2020 INTEGRATED REPORT
Continuous Evaluation
Constant and constructive feedback is as essential as any training program in terms of
talent development. With that in mind, we have launched a “Continuous Evaluation” model,
moving from a yearly evaluation performed by a unique leader to considering multiple
evaluators having meaningful conversations that covered partial snapshots during the
whole year. Continuous feedback culture creates an infinite life cycle for career develop-
ment where Performance Evaluations, Feedback 360° and Feedback for Leaders happen all
year long. Glober-centric culture is reflected in each action of the feedback cycle achieving
more than 10,000 performance assessments, and 15 feedback sessions by 2020.
99% of our Globers received a regular performance and career development review
during 2020. Also 80% of our leaders received formal feedback from their teams at least
twice in the year.
In addition, the Key Talent Program has been designed to recognize those Globers whose
abilities, aspirations, and engagement levels have been outstanding. Our purpose is to
provide our Key Talents different options to guide them in a special and unique way in their
career development. As part of this initiative, the Leadership Development Plan was
launched during the year. The main objective was to help leaders to keep improving their
leadership skills with special coaching sessions.
23
2020 INTEGRATED REPORT
Indicators
33.3
GLOBAL
AVERGAGE AGE
8%
Younger than 25
25%
Between 25 & 29
29%
Between 30 & 34
21%
Between 35 & 39
17%
Older than 40
2020
2019
2018
2017
2016
Globers though the years
16,251
25%
75%
11,855
22%
78%
8,384
6,753
5,631
Turnover (LTM%)
Working mood
13%
2020
14.6%
2019
18.2%
2018
Assessment
(over 5 pts)
4.16
2020
4.01
2019
4.05
2018
Employee engagement
Participation
76%
2020
80%
2019
80%
2018
98.5%
WORK
CONTRACT
1.5%
INTERNSHIP
72.9%
Male
25.1%
Female
0.3%
Non- binary
1.7%
Don’t want to declare
Globers by country
2020
2019
Argentina
29.5%
28.4%
30%
24.9%
Colombia
23.4%
21%
26.7%
19.5%
Mexico
12.2%
19.5%
10.9%
16.3%
India
Chile
11.2%
31%
10%
31.3%
5.1%
17.2%
3.8%
14.8%
Uruguay
4.2%
26.6%
4.2%
18%
Peru
USA
Brazil
Spain
4.2%
17.5%
4.7%
17.4%
3.6%
23.5%
5.1%
22.3%
2.8%
28.9%
1.6%
19.4%
2.0%
27.4%
0.8%
34.3%
Belarus
0.7%
18.5%
0.9%
16%
Romania
0.6%
29.5%
0.8%
29.6%
UK
0.4%
24.2%
0.5%
28.6%
France
0.04%
16.7%
0.03%
0.0%
Canada
0.02%
0.0%
0.06%
14.3%
Luxembourg
0.01%
100%
0.01%
100%
24
2020 INTEGRATED REPORT
Diversity & Inclusion
Women at Globant
Women by seniority
Female Wage (vs. male wage*)
Manager
31.6%
2020
28.1%
2019
28%
2018
-1.3%
2020
-3.6%
2019
-3.6%
2018
25%
2020
Leader
Senior
26.7%
2020
23.5%
2019
23%
2018
19.3%
2020
18.2%
2019
18.6%
2018
Women by position
Semi Senior
23.4%
2020
21.8%
2019
22.1%
2018
Staff Areas
62%
2020
56%
2019
57%
2018
Delivery
22%
2020
19%
2019
20%
2018
Junior
Trainee
33.7%
2020
26.2%
2019
23.5%
2018
38.8%
2020
35%
2019
34.6%
2018
Salary equality policy
Globant´s remuneration policy attracts and retains the
talent of our employees, rewarding their qualities and
performance, without falling into favoritism or injustice.
It is based on external competitiveness and internal
equity. Aligned with this commitment, during 2020 we
guaranteed equal salary for all our trainee hires and
accelerated equal leveling at senior positions. Finally,
previous annual salary increases, the compensation
team is responsible for making a wage gap diagnosis
identifying undesired salary inequalities.
* The calculation is a weighted average of female/male ratio according
to the number of people in each category.
Only categories that are represented by more than 3 women and men
are included.
25
2020 INTEGRATED REPORT
Diversity & Inclusion
US Employees by ethnicity
Foreign nationals employees
Latin
56.1%
2020
52.7%
2019
48.2%
2018
% of employees that are foreign nationals
White/Caucasian
28.5%
2020
32.1%
2019
38.6%
2018
% of employees that are located offshore
Asian
13.6%
2020
12.5%
2019
10.8%
2018
% Local managers vs. Expatriates
10.9%
2020
3.2%
2020
90%
2020
Black or African American
1.7%
2020
2.8%
2019
2.2%
2018
Pacific Islander
0.0%
2020
0.0%
2019
0.2%
2018
26
Kindness
based culture
Our call to action to build a more balanced
and fair future together
3
2020 INTEGRATED REPORT
to your peers
At Globant, we are known for creating collaborative work environments
that are open and flexible, stimulate creativity, job satisfaction, and the
well-being of all our Globers and their families.
With this spirit in mind, we created Globant for You (G4U), an initiative
to support Globers throughout their personal life cycle within their
work career. From this holistic approach, the benefits linked to
compensation are no longer separated from other benefits and
experiences; on the contrary, they complement each other and they
make up the co-workers’ journey.
G4U integrates all the benefits, campaigns, activities, and proposals of
the company from a comprehensive perspective, understanding that the
people's well-being depends on a good work-life balance, and taking care
of both physical and emotional health.
In this context, when 2020’s lockdowns started and we were forced to
work remotely, we set out to be more present than ever in each Globers’
daily life, taking care of the health of Globers and their families and
developing numerous prevention and awareness measures to prevent
the spread of the disease. Also, by transferring our culture to their homes
to help them stay connected and feel less alone despite the distances.
28
2020 INTEGRATED REPORT
Activities for Kids
#BeHealthy
Work-Life Balance
The Kids Club is a space for learning and family fun created activities developed
For us, Globers are our priority, we care for them and their loved ones, that’s
In the modality of remote work, the balance between working hours and person-
for Globers moms and dads to share with their children. This initiative was
why we make an effort to offer them the best option for Health Insurance. Com-
al time can be challenging to manage. To help our Globers reduce work fatigue,
launched for the Latin American and US regions and more than 600 families
plementing the insurance to the local health system, and depending on the
we offered them to take part in different healthy physical routines, such as:
have participated.
Live shows for children
country and their seniority, Globers can choose between more than one pre-
Extended maternity/paternity leave.
paid/ private medical coverage, include their direct family, as well as dental and
Employee Assistance Program: a unique, confidential, integrated and inno-
Art classes for children up to 13 years old
optical coverage have maternity benefits, discounts on medicines and the best
vative platform that offers wellbeing benefits, ways to manage health risks,
Origami classes
medical services in each city. In case of business travel we give them the first
and inspire positive changes.
Yoga that young and old can do together
class travel insurance.
Marriage, moving, birthday, graduation and baby gifts. Life Insurance. Child
Online trivia with prizes
Vocational counseling for teenagers from 16 to 18 years old
Vacation Camp where two or three daily activities are offered each day for
kids (it includes an exclusive surprise show for Globers families).
Recycling workshop with Cascos Verdes
Online Talks Cycle for Moms and Dads
To support Globers on parenting issues, we organized a series of talks with
specialists where resources and practical tips are shared.
For example, some of these talks deal with issues such as placing limits on
our children or pediatric consultation during a pandemic.
care program funded.
Internet Subsidy Policy (working from home)
Virtual Nutritionist
Yoga sessions
Mindfulness
Gym@Home platform
Language classes.
Pension plan.
Discounts in Educational Institutions.
Discount, benefit and recognition program.
Additionally, there is an exclusive wellness channel where we publish tips and
articles on this topic. Over 2,000 Globers around the world have already par-
ticipated in these activities.
29
2020 INTEGRATED REPORT
Webinars
Recreating the Globant Environment
Safety and Security
In addition to COVID-related Webinars, we launched an ex-
At Globant, fun is one of the pillars of our culture. Our offic-
COVID-19 brought us a new normal and with it we were forced to restructure the way we ensure
clusive site with useful information on this topic. Some of
es are happy, entertaining, and inspirational work environ-
our employees´ safety and security at our workplaces and home. For this reason, during 2020 we
the more relevant content includes:
ments, and now, thanks to technology, we can bring those
Guidelines on what to do if you believe that you or any
environments to your homes. Some initiatives that allow
member of the team has COVID
for this to be replicated are:
Policy and guide on working from home
Encouraging leaders and managers to continue taking
Guidelines on local and international travel regulations
their lunch breaks together.
Tips for families and children
Online after office event
Additionally, we developed the “Back to the Office” proto-
Virtual tours to every site by Globant´s founders and
col to guarantee a safe return to the offices.
management
The Globant Extra Mile
birthday cake to each Glober
At Globant, creativity and disruptive ideas are part of our
Globant birthday: online activities to celebrate Glo-
Birthday celebrations: at some locations, we send a
identity. Today, we are going the extra mile, along with
bant’s 17th birthday
Globers from their homes, to create a more collaborative
Virtual onboardings and get togethers where more
company, motivated by and connected to its purpose. In
than 7,000 people joined
order to maintain that WOW! factor that characterizes our
End of the Year virtual celebration
culture, the following activities were conducted:
Additionally, we launched a survey to get to know the situa-
Events with DJs, magicians, and exclusive music groups
tion of each co-worker; also, with the results, we generated
Surprise gifts that Globers receive at their homes
actions to contribute to the positive Globant mood.
Family Week, Halloween, among others
mapped out a Global occupational Safety and Security policy which looks after the well-being of
Glober working from home. A mandatory e-learning program has also been established for
Mexico, Peru and Colombia, hoping to launch its international English version by 2021. Complying
with Peru and Colombia´s legal requirements (Order 1072/15 and 29783 Safety & Security law
respectively), a management system has been implemented reaching all Globers. We measure our
performance through a continual improvement program by identifying possible risks and dan-
gers, monitoring incidents, and setting action plans
.
30
2020 INTEGRATED REPORT
Diversity
& Inclusion
At Globant, we are committed to continuing to build a kinder, more equitable, and
inclusive workplace for every Glober, where gender equality, cultural diversity, and
inclusion are cornerstones of our culture. From the first contact with the candidates,
during the recruitment process, and the promise of Globant’s leadership to provide
all of the necessary tools to make sure that all Globers feel comfortable, have the
possibility to fully develop their potential, and to have a diverse co-creation space
with various points of view; this is our commitment to all Globers.
2020 was the year of the pandemic and the year when minorities and underrepre-
sented communities raised their voices against injustice and inequality. For this
reason, our Diversity & Inclusion Fundamentals´ primary purpose is to drive equali-
ty for all, being kind and caring toward our peers, both within and outside the com-
pany. We seek to accompany minorities and give them a voice through our internal
communities and with programs and initiatives that help make them visible and
serve to create a safe and respectful workplace.
Since 2019, we have been looking to achieve 50% women and other minorities in
management positions by 2025 and to continue inspiring more women and other
minorities to be part of our industry. We are very proud to say that during 2020 we
were capable of increasing our female headcount from 22% to 25% overall, increas-
ing female representation in every single position, including our managers, where
we grew from 28% to 31% during the year.
31
2020 INTEGRATED REPORT
These milestones are not the result of a single
action, but the consequence of a comprehensive
process that seeks to address gender issues
from multiple perspectives
Training Sessions
We strengthened Diversity & Inclusion awareness and understanding for
Globers through training sessions. We deployed a D&I Learning Program
with more than 10 training initiatives. Globers were trained in cultural
and ethnicity awareness, accessibility and inclusion, sexual and gender
diversity, and emotional and physical well-being.
D&I Internal Initiatives
We implemented ongoing Diversity & Inclusion initiatives to create safe
spaces for conversation, learning and development, such as Women’s
Month activities during March, Pride Month in June, disability trainings
and talks, panels with experts on D&I (BLM, gender identity & expres-
sion, among others), Inclusive Hiring and Inclusive Leadership trainings.
These initiatives are set from the beginning with a non-binary perspec-
tive. Globers can choose their gender above their Legal ID statement on
all our registration forms, surveys, and in employees´ databases.
On top of these initiatives our top management sent a
powerful message by naming a Chief Diversity Officer for the
first time and by updating our Short-Term Incentives Bonus to
include an accelerator component linked to ensuring Globant
increases its female and non-binary management roles.
Managers will be evaluated by their teams for the first time
under the new Diversity and Inclusion initiative. A global
survey to help diagnose areas of improvement and strength
in our D&I was launched for the first time. Since then, the
entire Diversity & Inclusion Strategy has been aligned from
top to bottom in one single and clear goal.
4.24
Average result in the D&I survey where we measure our inclusive & diverse culture
32
2020 INTEGRATED REPORT
#WomenThatBuild
We designed a program where we accompany women and
non-binary people through their career journey, from when they are
at school through starting their first job, to further career and
professional development. At each stage, we have put in place a
variety of training programs and initiatives to help them thrive.
Women That Build is our program to promote the inclusion and
professional growth of women in our industry. It is a space where
we encourage the participation of women in the technology
industry, boosting talent diversity, both within the organization and
outside doors, in the communities we are part of.
Finally, since 2020 we have been signatories of the
Women Empowerment Principles (WEPs).
Globant Awards
#WomenThatBuild Edition
In September 2020 we launched the Globant Awards,
#WomenThatBuild Edition, which seeks to recognize
women who have made their careers in technology,
manage
innovation and collaboration, and promote
diversity and inclusion.
This first edition was a showcase for women who have
proven to be exceptional leaders, are fostering inclusion
in the industry, or have displayed outstanding talent in
technological innovation.
With over 12,000 nominations and more than 2,400
candidates, the Globant awards aimed to provide visibility
to women working in IT, raise awareness of their talent,
and inspire more women to enter the sector. More info:
https://womenawards.globant.com/
Technology Executive
Argentina
2020
33
2020 INTEGRATED REPORT
These are the five steps that comprise “Women that Build”
Educate
We are working to improve access to education for women and non-binary people.
We have put in place specific Globant initiatives to provide tools and knowledge. We
also collaborate with educational institutions. We have offered more than 3,000
scholarships. As part of our Be kind initiative, we aim to train 15,000 women and
non-binary people in technology by 2025.
Accompany
We accompany women and non-binary people to sustain their careers in different
stages of their lives such as when becoming a mother by, offering extended parental
leave. We have created the Soft Landing program, part of the Globant For You
initiative, to help women as they become mothers. Another branch of this initiative
is our parenting talks. So far we have provided talks to 700 families covering
everything from safety and first aid, to how to cope with children during quarantine.
Inspire
Hire
Lead
This first step aims to encourage women to become interested in science,
We apply diversity and inclusion practices in our recruitment processes to
We aim to achieve 50% female and non-binary in management
technology, and mathematics. Some of the key programs that we have put together
increase awareness, understanding, and ensure diversity at scale. We have
positions by 2025. To help with career development, we have specific
are the Girls Programming Club in Argentina, Empower Her program in India and
created an inclusive hiring training, which we are currently conducting with
programs in place, such as #IamRemarkable and #SheLeads, to detect
our partnership with Laboratoria, in Peru, Chile, Brazil, Mexico, and Colombia. So
all of our recruiters. We’ve also created an initiative called Back in the
talented women at the mid-management level and boost their career
far, more than 2,000 women have so far enjoyed these programs. We have also
Game (B.I.G.) to empower and encourage experienced technologists who
development through mentoring. In 2020, 25 female Globers were
created initiatives such as Coffee With Role Models, which are live sessions to
are in a career break to rejoin the industry.
mentored by senior executive mentors.
generate inclusive and reflective dialogues on topics that typically have a gender
perspective; Women’s Development Week, a space for women to be inspired by the
latest trends in the digital and cognitive fields; and the Women that Build month,
dedicated to inspire, provide tools, and share learnings with women in IT.
34
2020 INTEGRATED REPORT
Community
involvement
2020 pushed us to reach out to the community in new ways. We had to
rethink interactions between people and organizations. This journey
has resulted in us coming up with new ways to impact people’s lives.
In parallel, new demands for technical knowledge arose. COVID-19
has shed light on the relevance of STEAM-related skills. Due to this,
we have seen more and more people begin to turn towards the world
of IT and its opportunities. We believe in the importance of education
as an engine for the development and growth of countries, and we
believe that technology is a key tool to guarantee inclusive and
equitable access to quality education.
35
2020 INTEGRATED REPORT
In this context, and thanks to the more than 1,500 Glo-
banteers and the 80 NGOs that accompanied us
throughout the year, we were able to carry out almost
100 programs, reaching more than 35,000 beneficiaries
worldwide. Some of the initiatives we conducted were:
Code Your Future
Scholarship Program
We awarded 700 scholarships in technological education
Laboratoria Mentorship
For two months, Globant volunteers in Chile mentored
more than 30 women from Laboratoria on soft and tech-
while promoting job placement opportunities for young
nical skills, via weekly online meetups. Thanks to efforts
talent in Latin America. Due to the pandemic, the training
made by Globanteers and the wonderful results on many
which used to be face-to-face had to be done virtually. All
other initiatives, we signed a regional partnership with
the beneficiaries of the Code Your Future scholarships
Laboratoria to expand our impact in Latin America
carried on their courses via weekly online sessions. 80 of
through mentorships, tech talks, support to strengthen
those graduates have now started working at Globant.
Laboratoria curriculums and provide job opportunities
for Laboratoria graduates.
Hour of Code
More than 1,100 children between the ages of 4 and 12 par-
ticipated in free online sessions. In these sessions, Globant
Empower Her Program
Over 60 young women have been trained in 2020 in tech-
volunteers introduced them to basic coding concepts in a
nical and soft skills via weekly online meetups conducted
fun and interactive way.
by Globant Pune volunteers. This program was done in
collaboration with Being Volunteer.
Training in online
platforms for teachers
Over 3,505 teachers received training on the use of online
classroom platforms and technical skills, such as C++,
JavaScript and Google Analytics. 106 volunteers from
across Globant organized these trainings, strengthening
classroom work with current job demands.
HolaCode
Globant volunteers helped develop the curriculum of the
HolaCode mentoring program, which helps migrants, ref-
ugees and asylum seekers in Mexico start a career in the
tech sector.
Girl Coders Club
We are coordinating free online clubs in eight cities.
During 2020, these clubs have reached more than 150
teenage girls, introducing them to the world of technolo-
gy. In 2020, we were able to open the first Girl Coders Club
in Medellín, Colombia. Female Globers inspired and
taught 15 girls from public schools about the possibilities
that the tech world offers.
36
2020 INTEGRATED REPORT
SENA Mentorships
This year, our Globers have been volunteering their time
and energy to mentor and accompany 90 students. They
Q&A Mentorships with Coding Dojo
and Code Fellows
Globanteers in the US put together a series of Q&A Men-
provide them with counseling on their professional and
torship sessions involving Coding Dojo and Code Fellows,
personal tracks. Mentors and students meet two hours a
local coding camps/schools. Various Globers shared their
week via streaming.
Alianza Futuro Digital Mentorships
Globanteers in Medellín have assisted and supported
the “Alianza Futuro Digital” program. During 2020, this
program mentored 15 students from public schools.
They were mentored on how to think, develop, test, and
launch a digital product. This was done through practi-
cal courses on UX, front end, back end, testing, and per-
formance.
#MujeresEnLaNube
We allied with Fundación Plan to provide IT education to
100 young women who were victims of the armed conflict
in Bogota, Valle del Cauca, Cauca, Choco, Sucre and Boli-
var. Women strengthened their leadership, entrepreneur-
ial and digital skills and learned basic web design and de-
velopment concepts, 4IR technologies and digital design
for animation and games.
experiences across technologies, how they got involved
in tech and participated in several virtual Q&A sessions
with almost 100 attendees and students through the
second half of the year.
Inspirational workshops
In Uruguay, students from the educational institution
Ánima participated in inspirational workshops organized
by Globant volunteers. In Argentina, volunteers participat-
ed in workshops with a women’s community center in Mar
del Plata, and non-governmental organizations such as
FONBEC, Mujeres 2000, and Fundación Formar among
others, impacting over 200 people.
Professional practices with Ánima
20 teenagers are participating in six month-long profes-
sional practices. These consist of receiving mentoring
sessions 12 hours a week by Globant professionals, in IT
and administration.
By the end of the year, together with Mercado Libre and Digital
House, we launched the Certified Tech Developer program,
designed to achieve the rapid job placement of thousands of
young people from Latin America in the technology industry.
With the objective of achieving a diverse and inclusive call, 2,500
scholarships will be provided to cover 95% of the program´s
total cost. In the next two years, both companies seek to train
more than 10,000 young people from Latin America. The
program will be carried out together with Digital House and is
committed to creating a new academic concept based on agile
methodologies with a strong practical orientation so that
students can gain experience. The initiative was created to
acknowledge the needs of the market and will be consistently
updated as technology evolves.
2020 INTEGRATED REPORT
Donation campaigns: an innovative and
sustainable way to address the emergency
In April, in order to raise funds to donate to public and private organizations
fighting COVID-19, we organized the #AllAgainstCOVID campaign. Globant
invited Globers and clients to join the cause by working one extra day. Globant
donated the proceeds generated on that day and duplicated the profit by
adding a corporate donation of medical supplies to 20 different organizations
in twelve countries.
In July, in light of the global conversation held after acts of racism and
discrimination in the US, we held the #All4Equality campaign. This campaign
aimed to raise funds to donate to organizations that promote equality and
foster the dignity and respect of affected local minorities. As a result, we raised
over $270,000 between both campaigns. We accomplished this thanks to the
commitment of over 950 Globers, who worked more than 7,600 extra hours,
and our clients who accompanied us.
In October, we donated more than 42,000 test kits to the National Ministry of
Health of Argentina, to strengthen the national health system's response
capacity in the framework of the global health emergency.
Finally, to tackle the shortage of personal protective equipment at the beginning
of COVID-19, volunteers used 3D printers to construct 3,600 face masks. These
were donated to medical professionals in 47 hospitals and institutions in 5
different countries.
Social investment
Number of beneficiaries
36,500
12,132
6,181
2020
2019
2018
Number of actions
76
128
Pro bono hours
41,687
1,584
Volunteers 2020
Argentina
17%
Colombia Mexico
12%
10%
Uruguay
9%
Chile
8%
US
7%
India
5%
Spain
5%
Peru
4%
Brazil
2%
152
841
11%
of total payroll
38
2020 INTEGRATED REPORT
WIP
to humanity
Our purpose is to transform the world, one step at a time. We
want to empower both people and organizations to evolve and
be ready for a digital, cognitive and sustainable future. We are
aware that we can connect with millions of consumers around
the world through the technology we develop. So, we want to
help organizations to Be kind to humanity through technology,
uniting with our clients embracing a shared vision overcoming
ethical challenges and incorporating inclusive practices.
We are pioneering better ways of doing business empowered
by technology, understanding the impact we generate, and
solving the world’s biggest problems.
2020 INTEGRATED REPORT
Accessibility
Today's digital solutions need to provide equal access
CleanTech - Performance
We leverage our extensive experience in business analytics
Speculative Design
This practice aims to address big societal issues and create
and equal opportunity to people with disabilities though
to help clients understand how advances
in clean
products and services for those scenarios. With speculative
compliance with accessibility standards. We help our
technologies affect industry structure and competitive
design we want to reimagine and reshape the future with
customers to
improve the quality of their digital
dynamics, and to make better sustainability decisions
technology that benefits humanity.
products by removing barriers that prevent interactions,
based on new insights. We empower organizations to
ensuring accessibility to WCAG 2.0 AA Compliance,
make these choices by developing diagnostic tools and
Section 508 and ADA.
benchmarks for technologies.
Ethics in AI
With our capabilities and knowledge around Artificial Intel-
Inclusive Design
Every design decision has the potential to include or ex-
Augmented collaboration
Increasingly leaders are looking for technology to help
ligence (AI) and digital trends, we can help organizations
clude users. At Globant we maintain a proactive focus on
identify and improve how employees perceive and
thrive and change how they relate to users and employees
meeting the needs of a broad audience of people with
experience the values of an organization. This is the core
in an ethical way.
diverse capabilities, requirements and aspirations. We do
of what we refer to as an augmented culture. Companies
this by embedding accessibility into the foundation of our
that have built an augmented culture are able to
design practice. Our technology and processes are de-
effectively use AI and other tools to foster the most
signed to deliver increased access and reduced friction to
important aspect of human behavior to enhance
ensure the inclusion of as many people as possible.
productivity while working from home; the ability to
connect, understand and recognize others.
Green Data
We provide technical expertise and digital tools to calcu-
late, manage and reduce energy, carbon and resource
footprints on a path to certifying carbon neutrality.
40
2020 INTEGRATED REPORT
Technology for good:
our impact through
digital solutions
Real-time interactive dashboard
To help governments manage available beds, ventilators,
and other essential supplies, in each hospital and in
real-time. 36 volunteers donated over 7,200 pro-bono
hours for its development.
Coronavirus UY
A Globanteer team collaborated in the creation of this app to pro-
vide people in Uruguay with information about COVID-19 and
Technology has the potential to make an impact at
sanitary precautions.
scale, allowing solutions to benefit people worldwide. In
the COVID-19 context, as part of our Taking Care
initiative, we developed various pro-bono applications
and digital tools for governmental entities to use,
impacting more than 5 million people. Our main
developments have been:
CloserToYou
An app that allows people to find available volunteers near them,
and receive help from those closest to them. 17 volunteers donat-
ed over 6,700 pro-bono hours for its development.
CuidAR
Globant collaborated with other companies in the development
process of the Argentinean Ministry of Health’s app CuidAR.
Also, during 2020, we contributed to a Plant Breeding project.
Given the current global situation, food scarcity in underde-
veloped countries is expected to rise, due to low yield crops,
climate change, and supply chain shortages. One of the ap-
proaches to deal with these challenges has been known for
more than 10,000 years selective breeding.
Our Life Sciences studio has been working with the Integrat-
ed Breeding Platform (IBP), on selection methods based on
genotypic and phenotypic information for plant breeding
programs. The tool, developed pro bono by Globant, incor-
porates decision-making functionality based on plant pedi-
gree analysis. The IBP made this tool available to institutes
looking to optimize their crop improvement programs.
Finally, in partnership with Propuesta DALE!, we developed
DALE!, a video game that teaches children how to read and
write. We designed the game considering the needs of chil-
dren living in vulnerable situations and whose access to qual-
ity education is often limited.
41
to the planet
Be kind to the Planet is a team effort to transform our
company into a net-positive environmental agent. As
part of these efforts, we have established an
Environmental Policy, where we commit to honoring the
Earth's physical limits, carrying out our activity within
sustainable development parameters. This implies
raising the bar on the ecosystems we live in through a
collaborative approach among Globers, suppliers, clients
and other stakeholders.
2020 INTEGRATED REPORT
Climate Strategy
Our approach to the climate emergency
consists of developing different
environmental management actions to
tackle the most critical issues first, and aim
to achieve substantial measurable
contributions to our industry and value chain.
2022-2030
Augmented Planet
Net positive, carbon
free operations
2021
Achieve carbon
neutrality
2020
Running 100% on
renewable energy
43
2020 INTEGRATED REPORT
Renewable energy, our first step to net-zero
In 2019, Globant publicly expressed its goal of using renew-
tees of Origin ) certification to ensure compliance with the
able sources of energy for all its global operations in 2020.
reporting standards.
During 2020, the estimation of energy sources and their
Renewable energy contracts have all been finalised and ex-
use was developed according to the premises established
ecuted in January 2021 (an event occurring after the end of
by several reporting initiatives, including RE100, CDP and
the reporting period), complying with the aim of supplying
the GHG protocol. After a detailed internal research and
all Globant operations with renewable electricity.
calculation, we obtained an estimate on 95% of energy
use across the organization. Direct and indirect use of
Renewables sources are mainly wind and solar, with com-
energy was appraised. By examining the geographic avail-
plementary hydropower contracts in those jurisdictions
ability of renewable energy sources, we identified the rel-
where RECs/guarantees of origin were not available. In the
evant electricity sources employing only certified origins
latter case, water management practices were also
based on REC (Renewable Energy Certificate), I-REC (Inter-
reviewed to validate the efficiency and sustainability of
national Renewable Energy Certificate ) and GO (Guaran-
renewable energy sources.
44
2020 INTEGRATED REPORT
Consumption and guarantees of origin are to be rounded off at the first deci-
When certified energy was not available, energy has been sourced from
mal. Countries of operation not included in the energy model do not represent
neighbouring countries to ensure compliance with international standards.
more than 5% of the total consumption. For modeling purposes, consumption
This has only been the case where countries’ electricity networks were con-
for the countries in the list has been estimated with a 10% slack to consider esti-
nected. Our model so far does not consider online / synchronic matching of
mation error and the coverage of sites not included.
supply and demand of renewable energy.
Guarantees of origin
Guaranteed origin
Country
Argentina
Brazil
Chile
Colombia
India
Mexico
Peru
Spain
UK
Uruguay
USA
Consumption
2,599 MWh
44 MWh
40 MWh
Type
Wind
Wind
Wind
2,601 MWh
44 MWh
41 MWh
1,089 MWh
Hydropower
1,089 MWh
687 MWh
437 MWh
83 MWh
73 MWh
28 MWh
220 MWh
568 MWh
Solar PV
Wind
Wind
Wind
Solar PV
Wind
Wind
690 MWh
437 MWh
84 MWh
73 MWh
28 MWh
220 MWh
567 MWh
Total general
5,869 MWh
5,874 MWh
100%
100%
101%
100%
100%
100%
101%
99%
100%
100%
100%
101%
Going beyond renewables
As further measures taken to reduce onsite consumption,
we continued with our data center virtualization policy.
We achieved a 29 to 1 infrastructure ratio, meaning each
physical data center hosted on average 29 virtual ones
during 2020. This action allowed us to have 150% more
data centers, while energy consumption increased just
27% over 2019 metrics. Regarding digital storage, we con-
sumed 6% less energy per Glober in the past year.
Furthermore, the company is also pursuing a process for
the reduction of emissions outside of the organization
(Scope 3), including in the baseline for 2020 those emis-
sions related to employee commuting, external storage,
and cloud computing, as well as impacts from the
increase in remote work due to the COVID-19 pandemics.
These components were also modelled and included in
the scope three estimates. The company has identified
strategies to offset, reduce and compensate for the emis-
sions related to that scope, and plans to execute actions
to achieve carbon neutrality during the upcoming period.
45
2020 INTEGRATED REPORT
Carbon Neutrality Kick-off
In 2020 we started developing a carbon management system, including the
most significant sources of emissions in all of our operations. Grounded on
our carbon footprint baseline recalculation in 2019, we extended the coverage
to ensure that our model collected at least 95% of our energy consumption.
20.000,00 t CO2 e
Compared with last year's measurement and following global trends, we ex-
panded the baseline of our Scope 3 (external emissions) to new sources,
18.000,00 t CO2 e
namely employee commuting, third-party IT infrastructure vendors, and
household consumption attributable to Working From Home (WFH) practices.
16.000,00 t CO2 e
The latter played a significant part in our carbon budget of 2020 as a conse-
quence of the global COVID-19 pandemic. Most of our operations were dis-
placed to WFH setups. Even though the practice of remote work was business
as usual at Globant, the massive shift to such working method made us recon-
sider the representativeness and relevance of these emissions. As a result of
our comprehensive research, our estimates resulted as follows.
60%
Reduction
Despite the growth in operations and inclusion of new components in our
emissions model, the reduction in global travelling and commuting allowed a
significant decrease in scope 3 total CO2 budget while the transition to 100%
renewable energy cancelled all emissions from scope 2. This action positively
impacted on our carbon footprint with a reduction from the 19,520.59 Tn CO2e
of 2019 to 7,794,53 Tn CO2e in 2020.
14.000,00 t CO2 e
12.000,00 t CO2 e
10.000,00 t CO2 e
8.000,00 t CO2 e
6.000,00 t CO2 e
4.000,00 t CO2 e
2.000,00 t CO2 e
0,00 t CO2 e
Baseline change 2019
In 2019, in Scope 1 emissions were
included. In this report, we are reex-
presing S3 including components such
as third party suppliers and employee
commuting to the 2019 baseline.
COVID-19 effect
Due to the loockdowns and banned
travel policies around the world, our
commuting and business travel activi-
ties have been reduced significantly.
WFH schemes did not increased the
footprint that much.
2014
2015
2016
2017
2018
2019
2020
Renewable electricity sourcing
With the adoption of the policy of
100% renewable energy sourcing,
our Scope 2 emissions drop to zero
in 2020
46
2020 INTEGRATED REPORT
Our 2020 emissions model in detail
In 2020, scope 1 emissions represented only 3.97% of Globant total emissions,
whereas the most significant source of greenhouse gases emissions is indirect.
Scope 1
309.78 t CO₂ e
3.97%
59.4%
Fuel consumption
39%
Natural Gas consumption
1.6%
Fugitive emissions
Scope 3
7,484.75 t CO₂ e
96.03%
33.4%
Commuting
29.1%
Work from home
36.8%
Air travel
0.7%
Data Centers
Scope 1
As indicated before, our renewed carbon model covers at least 95% of the opera-
tions, with a maximum 5% margin of error. Modelling of Scope 1 consisted of an
inventory of all devices and infrastructures with direct energy consumption. Its esti-
mated use per day was compared with the energy sources' purchase to ensure a
proper estimation.
Scope 1 emissions totalled 309,78 Tn of equivalent CO2 , mostly due to heating and
backup electricity production in generators.
Scope 2
Electricity use at physical locations was surveyed to ensure coverage of at least 95%
of operations. Consumption at some leased facilities was estimated by landlords in
proportion to space occupied, whereas some spaces operated jointly with other ten-
ants were not material to the overall estimate.
By ensuring electricity provision from renewable sources - as previously explained -,
we can balance or cancel or offtake our electricity-linked emissions. Note that elec-
tricity consumption related to WFH schemes has not been considered within this
scope, but under scope 3.
Scope 3
Scope 3 estimates were based on data on business travelling (ticket by ticket) and
employee commuting. The latter was estimated from the investigated behavior of
1,681 volunteer Globers who reported their commuting habits in our operations
worldwide. To conduct this research, we developed MyFootprint, that allowed
Globers to keep a record of their activities. Subsequently, a team of experts studied
these behaviors and extrapolated the results to a model covering the rest of the staff
reaching a global estimate. Since 2020 was an especially complex year for regular
commuting, behaviors of 2019 were adopted as the baseline for average estimations,
which were then applied to the reduced commuting patterns observed during 2020
by modelling the lockdowns/WFH schemes.***
2020 INTEGRATED REPORT
Net-zero roadmap
The achievement of 100% renewable energy in 2020 is an intermediate
step to reaching the 2021 goal of becoming carbon neutral. That neutrality
is planned according to three simultaneous efforts consisting of:
1. Ensuring the provision from renewable sources of electricity
2. Designing optimized programmes for reducing energy consumption at
MyFootprint: a group of Globanteers created MyFootprint, a web app that calculates Globers’
the operational level - including the efficiency in the WFH schemes
carbon footprint.
3. Offsetting remaining emissions due to external factors not managed by
***For the calculation of greenhouse gases generated by the WFH during
the organisation
2020, similarly to the calculation performed on commuting, we designed a
survey for Globers worldwide to understand WFH behaviours in the differ-
However, the neutrality itself shall be accompanied by long-term measures to
ent regions. We identified different methods of heating and air conditioning
gradually achieve an enhanced model for decarbonisation, i.e. not reliant on
associated with daily work, and modelled the consumption of different ap-
offsetting. With the adoption of trajectories of reductions based on the Sci-
pliances connected to the electricity network in each country.
ence-Based Targets initiative (SBTi), the actions regarding improvement of
operational measures might be aligned with these trajectories.
Finally, first-tier or vendors of third-party infrastructures such as data cen-
tres and cloud computing were examined in their environmental practices,
The commitment with net-zero is a company priority and a commitment to
and their emissions data was collected for our estimation. According to
engage clients and stakeholders in the dialogue of net-positive relevance.
vendors estimates, the technology footprint does not exceed 50 tons of
Our influence and technical capacity provide new tools for our clients to
CO2e; the amount was included within the overall estimate of electricity
achieve substantial emission reductions thanks also to the newly created
consumption under WFH practices for simplicity.
Sustainable Business Studio.
Carbon Intensity*
tnCO2e per Glober
1.65
2019
0.79
2018
0.48
2020
*Carbon intensity is the measure of emissions related to a specific
activity metric. We have measured intensity against people for the
last years.The adoption of the renewable plan had a significant
positive impact on the reduction.
48
Additional Information
Materiality Analysis
In 2019 we defined our materiality analysis, and the sustainability
team investigated the legislation and norms of the application of ESG
in the regions we operate. We decided to include content related to
the consequences of the pandemic among our Globers, and we con-
tinue to promote meaningful dialogues with our stakeholder com-
munity. Also in 2020 we used the codified SASB Standards to enrich
our materiality approach. The need to apply the environmental pre-
cautionary principle has not been determined under the analysis of
the company’s impacts and the aspects covered by this principle.
49
The table below identifies the results and the potential impacts in the relationship with the stakeholders.
Topic
Internal impact
External impact
Potencial impact
Innovation
Diversity & Inclusion
Customer satisfaction
Economic performance
Crucial
Crucial
Crucial
Crucial
Crucial
Crucial
Crucial
Crucial
Ethics and compliance
Crucial
Crucial
Tech Integrity, AI ethics, privacy
High
Environmental stewardship
High
Wellbeing and work-life balance
High
Community engagement
Occupational health and safety
High
High
High
High
High
High
Our goals of leading in the digital and cognitive space, make these
impacts meaningful for our clients and our corporate development.
Thanks to the size of our workforce we represent a role model for the
diversity and inclusion KPI of technology industry within of the
countries we operate.
It impacts our relationship with the clients and our the business
sustainability model.
Our economic performance is relevant to our investor community
and indirectly crucial for our business sustainability.
As a publicly listed company we adhere to the highest ethics and
compliance standards to obtain the trust from all stakeholders,
investors, communities and our people.
Our technological work affects many aspects of direct and indirect users
(clients of clients) and society as a whole, as increasingly relevant to.
We are immersed in a global climate crisis that forces all relevant
companies to take immediate action and lead.
Our people are a key strategic component and stakeholders to care for.
The capacity of delivery also depends on the wellbeing of our workforce.
Communities are the source of talent and business. Corporations do
not operate in a vacuum and our stakeholders continuously
demand higher levels of involvement on our behalf.
Medium
Our people and our stakeholders are key strategic polls to care for.
Delivery capacity also depends on occupational health, safety policy
and protocols implemented to counteract the pandemic.
Public policy
Medium
Medium
Indirect economic impacts
Medium
Medium
Active participation in public policiesd is related to participating in
industry dialogue. Our governmental stakeholders count on Globant
to produce best practices.
Our capacity to influence, leveraged by investments in new
ventures, has become increasingly relevant to our society year over
year, leading not only by example but also by investment
Innovation
Ethics & compliance
Diversity & Inclusion
Environmental stewardship
Economic performance
Community engagement
Tech integrity, ethics
in AI and Privacy
Customer satisfaction
Wellbeing and work-life balance
Employment and
career
Occupational health and safety
Public policy
Indirect economic impacts
S
R
E
D
L
O
H
E
K
A
T
S
R
O
F
E
C
N
A
V
E
L
E
R
S T R A T E G I C R E L E V A N C E
50
Stakeholder engagement
Clients
Chambers & Business Organizations
AEP Energy, American Express, BBVA, Bci, Boehringer Ingelheim,
CSIS, CESSI, Argencon, Asociación Nacional de Empresarios de Co-
Cabify, Chicago Tribune, Coca Cola, Danone, Dell EMC, EXPRESS,
lombia (ANDI), Cámara Nacional de la Industria Electrónica de
EA, Embraer, FOX, Inter-American Development Bank, Interbank,
Telecomunicaciones y Tecnologías de la Información de Mexico
LATAM Airlines, LinkedIn, MACH, Mercado Libre, Metropolitan
(CANIETI), Asociación de empresas de Tecnologías de la Infor-
Police, National Geographic, Nespresso, NISSAN, OSRAM, Pernod
mación y la Comunicación de Uruguay (CUTI), ATICMA, Asociación
Ricard, BR Petrobras, PRISMA, PR Newswire, PUMA, Rockwell Au-
Peruana de desarrolladores de Software (APESOFT) , ENDEAVOR,
tomation, Royal Caribbean, Santander Rio, Trina Turk, UBISOFT,
Nasscom, SEAP, Council of the Americas, ASUG, Cámara Franco
Unilever, Walmart Argentina, YPF, among others.
Española, Asociación Argentina de Capital Privado (ARCAP),
Clients: https://www.globant.com/our-work
AMDIA, Asociación Civil Red de Apoyo (RAP), ADVA, Cámara Em-
Governmental Offices
National Governments of Argentina, Uruguay, Colombia, Mexico,
Chile and India. The government of the cities of Buenos Aires,
presas del Polo Informático Tandil (CEPIT), Cámara empresaria de
Tandil (CET), Polo IT de Buenos Aires, Polo Tecnológico de Bahía
Blanca, Cluster Tecnológico de Córdoba, AMCHAM (Argentina y
Chile), Asociación Civil Python Argentina, CACE, UIA, IDEA, ACDE,
Asociación Empresaria Argentina (AEA), Asociación para el Progre-
Montevideo, Bogota and the Republic of Belarus. Provincial gov-
so de España (APD), among others
235,481 USD
Total Membership in 2020
ernments of Buenos Aires, Chaco, Tucuman, Santa Fe, Cordoba,
Mendoza; municipalities of Tandil, Bahia Blanca, Rosario, Mar del
Plata, Medellin, San Francisco among others. The Embassies of the
United States, Uruguay, Chile, India, Colombia, Mexico, Romania,
Belarus, EAU, Spain and the United Kingdom in Argentina. Argen-
tinian embassies in other countries.
Media
Print, online, television and radio media from Argentina, Uruguay,
Peru, Brazil, Colombia, Mexico, USA, UK, India, Spain, Singapore
and Germany.
51
Civil Society Organizations
& Education Centers
ARGENTINA: Asociación Civil Dale!; Club de Chicas Programadoras
dad de Palermo (UP); Universidad Abierta Interamericana (UAI); Uni-
USA: New York Presbyterian Hospital; National Action Council for
Universidad de Ciencias Aplicadas (UPC); Pontificia Universidad
versidad del Salvador (USAL); Universidad CAECE (Mar del Plata); Uni-
Minorities in Engineering (Nacme); Children SOS Village, Chicago;
Catolica del Perú (PUCP); Universidad Mayor de San Marcos (UMSM);
versidad Tecnológica Nacional - Facultad Regional de Tucuman; Uni-
Youth Care; Code Fellows; Coding Dojo; Black Girls Code; Computing
Universidad Federico Villarreal; Instituto San Ignacio de Loyola (ISIL);
versidad del Norte de Santo Tomás de Aquino (UNSTA); Universidad
for all; University of North Carolina; Duke University; Columbia Uni-
Cibertec; Universidad de Lima (UL); Zegel IPAE; Universidad Tec-
(Fundación TINC); Asociación Cooperadora del Hospital de Niños Dr
Nacional de Tucumán (UNT); Universidad Nacional de Jujuy; Universi-
versity; New York University; Rensselaer Polytechnic Institute; Univer-
nológica del Perú (UTP); Universidad San Martin de Porres (USMP);
Ricardo Gutiérrez; Biblioteca Popular C. Saavedra; Fonbec; Caritas
dad Tecnológica Nacional - Facultad Regional de La Rioja; Universidad
sity of California, Berkeley; Stanford University; University of Wash-
Universidad de Ingeniería y Tecnología (UTEC); Universidad Nacional
Argentina; Hospital Rivadavia, CABA; Hospital de Niños de La Plata;
Nacional de Catamarca (UNCA); Universidad Champagnat; UTN-
ington; Seattle University
de Ingeniería (UNI); Universidad San Ignacio de Loyola (USIL); Univer-
Sistema Integral de Salud de Tandil, Buenos Aires; COOPERADORA
Regional de San Rafael; UTN- Regional de Mendoza; Centec TDF (Tier-
INDIA: Sassoon Hospital Pune; Samarthanam Trust for the Disabled;
sidad de Piura; Centro de Educación Superior Valle Grande.
DE LOS HOSPITALES DE MAR DEL PLATA (H.I.G.A. Y H.I.E.M.I.); Fun-
ra de fuego).
Being Volunteer, Pune; Janakalyan Raktapedhi; Maharashtra Institute
UK: British Red Cross, London; Voyage; University of Cambridge; Uni-
dación Rosario, Santa Fe.; Banco de Alimentos de Córdoba; Fun-
COLOMBIA: Fundación Neumonológica Colombiana, Bogota; Fun-
of Technology (MIT); Pune Institute of Computer Technology (PICT);
versity of Oxford; Imperial College London; University of Edinburgh;
dación Htal. Municipal de Agudos de Bahía Blanca; Fundación Chaco
dación EPM, Medellin; Fundación Plan; Aldeas Infantiles; SENA
Vishwakarma Institute of Technology (VIT); Department of Computer
University College London (UCL); University of Manchester; Universi-
Solidario; Haciendo Camino, Santiago del Estero; Fundación Casa
Tolima, Medellin, Bogota; Saving the Amazon; Sistema de Bibliotecas
Science (PUCSD); College of Engineering Pune (COEP); National Insti-
ty of Warwick; King's College London; Queen's University Belfast;
Grande; Fundación Cimientos; Fundación Reciduca; Puerta 18; Escue-
Públicas de Medellin; Save The Children; Banco de Alimentos de
tute of Design (NID); Indian Institute of Information Technology (IIIT).
University of Birmingham.
la de Maestros; Fundación Sonrisas; Fundación Equidad; Fundación
Colombia; Fundación Solidaridad por Colombia; Fundación Colombi-
SPAIN: Cruz Roja de Madrid; Accem; Migracode; Ingeniera SOY; Em-
BRAZIL: JUCO; Associação Fala Mulher; University of São Paulo
Garrahan; Organización RETHO; ATAD (Asociación Tandilense de
anitos; Fundación El hormiguero, Medellin; Fundación Salvemos a
bajada Argentina en Madrid; Universidad Politécnica de Cataluña
(USP); Universidade Federal De São Paulo (UNIFESP); Pontifical Cath-
Ayuda al Discapacitado); CIANE (Asociación de Padres); Cooperativa
Cristian; Fundación VASED; Universidad Los Andes; Universidad
(UPC); Universidad Politécnica de Madrid (UPM); Universidad
olic University of São Paulo,(PUC); Instituto De Ciências Matemáticas
de Recuperadores Tandil; DANE; APADEA; Catedral de La Plata; Mu-
Piloto; Escuela Colombiana de Ingeniería Julio Garavito; Universidad
Politécnica de Valencia (UPV); Universidad Carlos III; Universidad
e de Computação.
nicipalidad de Rosario; Casa de la Mujer de Mar del Plata; Jardines
Javeriana; Universidad Nacional; Universidad Militar en Multimedia;
Autónoma de Madrid; Universidad Complutense de Madrid; Univer-
BELARUS: Belarusian State University of Informatics and Radioelec-
barriales de la ciudad de Mar del Plata; Fundación Formar; MiMochi;
Universidad Sabana; Universidad Externado; Universidad El bosque;
sitat de Girona; Universitat Ramon Llull; Universidad Antonio de Ne-
tronics; Belarusian National Technical University; Belarusian State
Asociación Civil Red de Apoyo y Participación; Asociación Civil Educa-
Institución Universitaria Politécnico Grancolombiano; Universidad
brija; Universidad Europea de Madrid; Universidad Pontificia Comillas
University; Gomel State University.
tiva Escocesa; Asociación Civil Orillas; Fundación Pilares; Fundación
de Antioquia; Universidad de Medellin; Universidad Nacional; Uni-
(ICAI-ICADE); Universidad Rey Juan Carlos; Univ Francisco de Vitoria
ROMANIA: Red Cross Romania; Technical University; "Babes-Bolyai"
Haciendo Lío; Colegio Vallejuelos; Hogar Santa Catalina; Mujeres
versidad EAFIT; Politécnico; Universidad San Buenaventura Medellin;
de Madrid; U´TAD; FACULTAT D'INFORMÀTICA de Barcelona.
University.
2000; Fundación Formar; Fundación AVENIR; ASHOKA; Canales; Fun-
Fundación Universitaria Luis Amigo; Universidad Pontíficia Bolivari-
CHILE: Hospital Dr. Sotero del Río; Techo Chile; Aldeas Infantiles San-
dación Trauma; Fundación Horacio Zorraquin; Fundación Manos
ana; Universidad Autónoma Latinoamericana; Fundación Universi-
tiago; Laboratoria; Incluyeme; Duoc UC - Educación Superior Técnico
Comprometidas; Centro Educativo y Comunitario San Marcelino;
taria María Cano; Institución Universitaria Medellin; Fundación Uni-
Profesional de Chile; Universidad de Chile; Instituto Nacional de
Cooperativa El Correcaminos; Recuperadores Urbanos Yerbabuena
versidad Católica del Norte.
Capacitación Profesional (Inacap); Pontificia Universidad Católica de
(Tucumán); Instituto Tecnológico de Buenos Aires ( ITBA); Escuela de
MEXICO: Cruz Roja Mexicana, DF; Hola Code; Aldeas Infantiles, DF;
Chile; Universidad Técnica Federico Santa María; Universidad de San-
Arte Multimedia Da Vinci; Universidad del CEMA; Universidad CAECE;
Fundación FAE; Fundación AVON; Fundación CAM (Centro de Ayuda
tiago de Chile; Universidad Diego Portales.
Universidad Nacional de Avellaneda (UNDAV); ORT Argentina; Univer-
para la Mujer); Recicladora TAME; Servicios a la Juventud (SERAJ); Fed-
URUGUAY: Sistema B (Nos Cuidamos entre Todos); Ánima Montevi-
sidad Catolica Argentina (UCA); Universidad de Belgrano (UB); Univer-
eración Mexicana de Empresarios LGBT; Cruz Roja Tlalnepantla; Hos-
deo; Aldeas Infantiles Montevideo; Fundacion Bensadoun Laurent;
sidad Nacional de La Matanza (UNLAM); Universidad Nacional de
pital General Zona 24; Insurgentes; Hospital General Zona 48 San
Mujeres en UX; Universidad de la república (UDELAR); ORT Montevi-
Lanús; Universidad Católica de La Plata; Universidad de Buenos Aires
Pedro Xalpa; Clínica Medicina Familiar Iztapalapa II, Issste; IMSS Hos-
deo; Universidad Católica de Uruguay; Universidad de Montevideo;
(UBA); Universidad Argentina de la Empresa ( UADE); Universidad Na-
pital General /MF8; Hospital Regional 1ro de Octubre del ISSSTE; Insti-
Consejo de Educación Secundaria (CES); Universidad de la Empresa
cional de La Plata (UNLP); Universidad Tecnológica Nacional FRBA (
tuto Tecnológico Autónomo de México (ITAM ); Universidad Nacional
(UDE).
UTN); Universidad Tecnológica Nacional LA PLATA ( UTN LP); Universi-
Autónoma de México (UNAM); POLITÉCNICO NACIONAL de México.
PERU: Juguete pendiente, Lima, Care Perú; Aldeas Infantiles Perú;
Total Donations in 2020
1,289,155 USD
MKT with cause
Charitable Donations
Community Investment
Pro bono hours
$140,376
$520,000
$113,790
$515,000
52
Sustainability Index: GRI Content Index
Standard /
Framework Code
General Disclosures
Disclosure
Disclosure Title
Page number / Answer
SDG /
UN Global Compact Principle
GRI 102
GRI 102
102-1
102-2
Name of the organization
4
Activities, brands, products, and services
About Globant: https://www.globant.com/about
GRI 102
102-3
Location of headquarters
102-4
102-5
102-6
102-7
102-8
102-9
102-10
Location of operations
Ownership and legal form
Markets served
Scale of the organization
Information on employees and other workers
Supply chain
Significant changes to the
organization and its supply chain
Our principal corporate office is located at 37A Av. J.F. Kennedy, L-1855, Luxembourg.
Globant’s headquarters are dispersed across multiple locations. In addition, because
the headquarters activities are handled digitally from different places, these cannot
be solely associated to a single location or office.
About Globant: https://www.globant.com/about
4 - No governmental institutions own more than 5% of the total voting rights.
6
6-24-25-26
24-25-26
5-6-11-12
No changes
102-11
Precautionary Principle or approach
It has not been determined the need to apply the environmental precautionary principle,
under the analysis of the company’s impacts and the aspects covered by this principle.
102-12
102-13
102-14
102-15
102-16
102-17
102-18
102-19
External initiatives
Pacto Global, CSA and Ecovadis.
Membership of associations
Statement from senior decision-maker
Key impacts, risks, and opportunities
4
3
9
Values, principles, standards, and norms of behavior
8-9
Mechanisms for advice and concerns about ethics
Governance structure
Delegating authority
9
7
8
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
SDG 9
SDG 5-8-10 | P.6
P.7
P.10
P.10
53
Standard /
Framework Code
General Disclosures
Disclosure
Disclosure Title
Page number / Answer
SDG /
UN Global Compact Principle
Executive-level responsibility for
economic, environmental, and social topics
Executive Vice President
Corporate Affairs and Co-Founder
102-20
102-22
Composition of the highest governance body
and its committees
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
102-23
Chair of the highest governance body
102-24
Nominating and selecting the highest
governance body
102-25
Conflicts of interest
102-32
Highest governance body’s role in
sustainability reporting
102-35
Remuneration policies
102-36
Process for determining remuneration
102-37
Stakeholders’ involvement in remuneration
102-40
List of stakeholder groups
102-41
Collective bargaining agreements
102-42
Identifying and selecting stakeholders
102-43
Approach to stakeholder engagement
102-44
Key topics and concerns raised
102-45
Entities included in the consolidated
financial statements
SDG 10 | P.6
7-8
CEO
20F
20F
9
25
25
No
51-52
8
51-52
51-52
50
20F
54
Standard /
Framework Code
General Disclosures
Disclosure
Disclosure Title
Page number / Answer
SDG /
UN Global Compact Principle
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
GRI 102
102-46
102-47
102-48
102-49
102-50
102-51
102-52
102-53
102-54
102-55
102-56
Defining report content and
topic Boundaries
List of material topics
Restatements of information
Changes in reporting
Reporting period
Date of most recent report
Reporting cycle
Contact point for questions
regarding the report
Claims of reporting in
accordance with the
GRI Standards
GRI content index
External assurance
49-50
50
46
No changes
January 1, 2020 to
December 31, 2020
2019
Annual
66
4
53-62
66
55
Standard / Framework Code
Disclosure
Disclosure Title
Page number / Answer
SDG /
UN Global Compact Principle
Material Aspect: Economic Performance
GRI 103
GRI 103
GRI 103
GRI 201
GRI 201
Material Aspect: Market Presence
GRI 103
GRI 103
GRI 103
GRI 202
103-1
103-2
103-3
201-1
201-4
103-1
103-2
103-3
202-2
Material Aspect: Indirect Economic Impacts
GRI 103
GRI 103
GRI 103
GRI 203
GRI 203
103-1
103-2
103-3
203-1
203-2
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Direct economic value generated and distributed
Financial assistance received from government
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Proportion of senior management hired from the local community
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
14-16
14-16
14-16
14-16
14-16
24
24
24
24
-
-
-
Infrastructure investments and services supported
40-41-48
Significant indirect economic impacts
40-41-44-48
SDG 9
SDG 8
56
Standard /
Framework Code
Disclosure
Disclosure Title
Page number / Answer
SDG /
UN Global Compact Principle
Material Aspect: Anti-corruption
GRI 103
GRI 103
GRI 103
103-1
103-2
103-3
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
GRI 205
205-1
Operations assessed for risks related to corruption
GRI 205
GRI 205
205-2
205-3
Communication and training about anti-corruption policies and procedures
Confirmed incidents of corruption and actions taken
Material Aspect: Anti-competitive Behavior
GRI 103
GRI 103
GRI 103
GRI 206
103-1
103-2
103-3
206-1
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
8-9
8-9
8-9
Globant has a criteria in place to measure the
probability that an act of corruption may occur.
According to this measurement, the risk matrix
we currently have indicates that the risk level
that such an act may occur is low. No significant
corruption risks have been identified.
8-9
Zero incidents
8-9
8-9
8-9
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
Zero incidents
P.10
P.10
P.10
P.10
SDG 4 | P.10
P.10
57
Standard /
Framework Code
Material Aspect: Energy
GRI 103
GRI 103
GRI 103
GRI 302
GRI 302
GRI 302
GRI 302
Material Aspect: Emissions
GRI 103
GRI 103
GRI 103
GRI 305
GRI 305
GRI 305
GRI 305
GRI 305
GRI 305
GRI 305
Disclosure
Disclosure Title
Page number / Answer
SDG /
UN Global Compact Principle
103-1
Explanation of the material topic and its Boundary
103-2
103-3
302-1
302-2
The management approach and its components
Evaluation of the management approach
Energy consumption within the organization
Energy consumption outside of the organization
302-3
Energy intensity
302-4
Reduction of energy consumption
103-1
103-2
103-3
305-1
305-2
305-3
305-4
305-5
305-6
305-7
Explanation of the material topic and its
Boundary
The management approach and its
components
Evaluation of the management approach
Energy indirect (Scope 1) GHG emissions
Energy indirect (Scope 2) GHG emissions
Other indirect (Scope 3) GHG emissions
GHG emissions intensity
Reduction of GHG emissions
Emissions of ozone-depleting substances
(ODS)
Nitrogen oxides (NOX), sulfur oxides (SOX),
and other significant air emissions
42
42
42
45-47
45-47
45-47
45-47
42
42
42
46-47
46-47
46-47
48
46
R410 Refrigerant gas refueled in on-site
air conditioners:
Bahía Blanca 1,3 kg
Resistencia 1,5 kg
P.7-8-9
P.7-8-9
P.7-8-9
SDG 13 | P.7-8-9
SDG 13 | P.7-8-9
SDG 13 | P.7-8-9
SDG 9-13 | P.7-8-9
P.7-8-9
P.7-8-9
P.7-8-9
SDG 13 | P.7-8-9
SDG 13 | P.7-8-9
SDG 13 | P.7-8-9
P.7-8-9
SDG 19-3 | P.7-8-9
SDG 9-13 | P.7-8-9
n/a
SDG 13 | P.7-8-9
58
Disclosure
Disclosure Title
Page number / Answer
SDG /
UN Global Compact Principle
Standard /
Framework Code
Material Aspect: Waste
GRI 103
GRI 103
GRI 103
GRI 306
103-1
103-2
103-3
306-2
Explanation of the material topic
and its Boundary
The management approach and
its components
Evaluation of the management
approach
Management of significant
waste-related impacts
42
42
42
With the colaboration of different recycling cooperatives, civil society organizations
and governmental officies we´ve recycled 22,198.5 Kg of waste representing a 33.23%
of our total waste. On the other hand, 66,807 kg of solid, non hazardous waste were
disposed. No hazardous waste was generated.
Material Aspect: Environmental Compliance
GRI 103
GRI 103
GRI 103
GRI 307
103-1
Explanation of the material topic and its Boundary
103-2
The management approach and its components
103-3
Evaluation of the management approach
42
42
42
307-1
Non-compliance with environmental laws and regulations
No sanctions reported
Material Aspect: Employment
GRI 103
GRI 103
GRI 103
GRI 401
GRI 401
GRI 401
103-1
Explanation of the material topic
and its Boundary
103-2
103-3
401-1
401-2
401-3
The management approach and
its components
Evaluation of the management
approach
New employee hires and
employee turnover
Benefits provided to full-time
employees that are not provided to
temporary or part-time employees
Parental leave
20-21
20-21
20-21
7,011 new hires including
organic and inorganic growth.
29-30
626 moms and dads took their leave; and 95% of them returned to work after
their leave ended during 2020
P.7-8-9
P.7-8-9
P.7-8-9
P.7-8-9
P.7-8-9
P.7-8-9
P.7-8-9
P.7-8-9
P.6
P.6
P.6
SDG 5,8 | P.6
SDG 5,8 | P.6
SDG 5,8 | P.6
59
Page number / Answer
SDG /
UN Global Compact Principle
Standard /
Framework Code
Disclosure
Disclosure Title
Material Aspect: Labor/Management Relations
GRI 103
GRI 103
GRI 103
GRI 402
103-1
103-2
103-3
402-1
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Minimum notice periods regarding operational changes
Material Aspect: Ocupational Health and Safety
GRI 103
GRI 103
GRI 103
GRI 403
GRI 403
103-1
103-2
103-3
403-1
403-6
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Workers representation in formal joint
management–worker health and safety committees
Promotion of worker health
Material Aspect: Training and Education
GRI 103
GRI 103
GRI 103
GRI 404
GRI 404
GRI 404
103-1
103-2
103-3
404-1
404-2
404-3
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Average hours of training per year per employee
Programs for upgrading employee skills and
transition assistance programs
20-21
20-21
20-21
Globant does not have established by Collective Agreement
or Law the obligation of a notice for operative changes.
Depending on the case, sanity and critical reason are
appealed to evaluate the changes.
30
30
30
30
30
20-22
20-22
20-22
20-22
22-30
Percentage of employees receiving regular
performance and career development reviews
98% of total employees received a regular performance and career
development review during 2020.
SDG 8
P.1-4
P.1-4
P.1-4
SDG 3-8 | P.1-4
SDG 3-8 | P.1-4
P.6
P.6
P.6
SDG 4-5 | P.6
SDG 4-5 | P.6
SDG 4 | P.6
60
Standard /
Framework Code
Disclosure
Disclosure Title
Material Aspect: Diversity and Equal Opportunity
GRI 103
GRI 103
GRI 103
GRI 405
GRI 405
103-1
103-2
103-3
405-1
405-2
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Diversity of governance bodies and employees
Ratio of basic salary and remuneration of women to men
Material Aspect: Non-Discrimination
GRI 103
GRI 103
GRI 103
GRI 406
103-1
103-2
103-3
406-1
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Incidents of discrimination and corrective actions taken
During this past year, the company reviewed a total of 15 incidents, 7 of these were related to
discrimination. We have implemented the following remediation plans: change of position/project
of the person making the report, mandatory training for the person accused in the incident,
conversations with and warnings to the person accused of misconduct. All of these measures are
reviewed by the Human Resources and Legal Labor departments of the company. In case a significant
disciplinary sanction is implemented, approval is also requested from the Audit Committee.
All of these incidents have been closed.
Material Aspect: Human Rights Assesments
GRI 103
GRI 103
GRI 103
GRI 412
103-1
103-2
103-3
412-3
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
18
18
18
Significant investment agreements and contracts thaT
include human rights clauses or that underwent human rights screening.
No significant investment agreements and contracts
Page number / Answer
SDG /
UN Global Compact Principle
24-26
24-26
24-26
7-24-26
25
9
9
9
P.1-6
P.6
P.6
SDG 5 | P.6
SDG 5 | P.6
P6
P6
P6
61
P.1-2
P.1-2
P.1-2
P.1-2
61
Page number / Answer
SDG /
UN Global Compact Principle
P.1
P.1
P.1
SDG 9 | P.1
35
35
35
35-38
8-9
8-9
8-9
No political contributions were made
P.10
Standard /
Framework Code
Disclosure
Disclosure Title
Material Aspect: Local Communities
GRI 103
GRI 103
GRI 103
GRI 413
103-1
103-2
103-3
413-1
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Operations with local community engagement,
impact assessments, and development programs
Material Aspect: Public Policy
GRI 103
GRI 103
GRI 103
GRI 415
103-1
103-2
103-3
415-1
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Political contributions
Material Aspect: Marketing and Labeling
GRI 103
GRI 103
GRI 103
GRI 417
GRI 417
GRI 417
103-1
103-2
103-3
417-1
417-2
417-3
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
Requirements for product and service information and labeling
Incidents of non-compliance concerning product and service
information and labeling
Incidents of non-compliance concerning marketing communications
18
18
18
N/A
Globant provides IT services, we do not sell
products. We have not received fines or penalties
regarding the information of our services.
N/A
18
18
18
Explanation of the material topic and
ts Boundary
The management approach and its
components
Evaluation of the management approach
Material Aspect: Customer Privacy
GRI 103
GRI 103
GRI 103
GRI 418
103-1
103-2
103-3
418-1
Material Aspect: Socioeconomic Compliance
GRI 103
GRI 103
GRI 103
GRI 419
103-1
103-2
103-3
419-1
Substantiated complaints concerning breaches of
customer privacy and losses of customer data
We had 1 incident concerning a potential breach,
however the customer was not affected by it.
Explanation of the material topic and its Boundary
The management approach and its components
Evaluation of the management approach
8-9
8-9
8-9
P.1
P.1
P.1
P.1
P.1
P.1
P.1
P.1
P.1
P.1
Non-compliance with laws and regulations in the social and economic area
No incidents reported 8-9
P.2
62
Topics
Accounting Metric
Category
Unit of Measure
Code
Page number
SASB Content
Sustainability Disclosure Topics & Accounting Metrics
Environmental Footprint of
Hardware Infrastructure
(1) Total energy consumed, (2) percentage grid elec-
tricity, (3) percentage renewable
Environmental Footprint of
Hardware Infrastructure
(1) Total water withdrawn, (2) total water consumed,
percentage of each in regions with High or Extremely
High Baseline Water Stress
Quantitative
Quantitative
Gigajoules (GJ),
Percentage (%)
Thousand cubic
meters (m³), Percent-
age (%)
Environmental Footprint of
Hardware Infrastructure
Discussion of the integration of environmental consid-
erations into strategic planning for data center needs
Discussion and
Analysis
Data Privacy & Freedom of
Expression
Description of policies and practices relating to
behavioral advertising and user privacy
Discussion and
Analysis
n/a
n/a
TC-SI-130a.1
TC-SI-130a.2
TC-SI-130a.3
TC-SI-220a.1
44-47
Not material
42-48
Regarding data privacy and freedom of expression, we updated our website privacy policy, and our
cookies policy. Regarding the last one, it was a restructuring of our entire modality of acceptance of
Cookies to improve our "Privacy by Default" concerning the use of Cookies on our sites. We worked in
the transparency of the purpose, and the treatment that will be given to the data we receive from
candidates, the press, potential businesses or any stakeholder in general. Both policies take into
account the applicable laws and regulations in the countries where we operate as well as good prac-
tices. In addition, we have designated our StarMeUp OS’ Terms of Use, Privacy Policy and Cookie
Policy for the platform. Also, we make constant efforts to improve the Privacy by Design and Privacy
by Default principles applied to StarMeUp OS. All of our employees working in this product receive
special training periodically and sign an Employee Confidentiality Statement.
Data Privacy & Freedom of
Expression
Number of users whose information is used
for secondary purposes
Quantitative
Number
TC-SI-220a.2
Globant informs all the purposes for which it gathers data from third parties. These third parties
provide their consent when they share any personal data with Globant.
Data Privacy & Freedom of
Expression
Total amount of monetary losses as a result of
legal proceedings associated with user privacy
Quantitative
Reporting Currency
TC-SI-220a.3
During this past year, we did not have any financial losses whether as a result of legal proceedings
associated with user privacy
Data Privacy & Freedom of
Expression
Data Privacy & Freedom of
Expression
Data Security
(1) Number of law enforcement requests for user
information, (2) number of users whose information
was requested, (3) percentage resulting in disclosure
Quantitative
Number, percentage
(%)
TC-SI-220a.4
We also maintain at zero the number of law enforcement requests for user information and the
number of users whose information was requested.
List of countries where core products or services are
subject to government-required monitoring, blocking,
content filtering, or censoring
Discussion and
Analysis
n/a
TC-SI-220a.5
To this point in time our core products or services are not subject to government-required monitor-
ing, blocking, content filtering, or censoring in any county.
(1) Number of data breaches, (2) percentage involving
personally identifiable information (PII), (3) number of
users affected
Quantitative
Number, percentage
(%)
TC-SI-230a.1
18
63
Topics
Accounting Metric
Category
Unit of Measure
Code
Page number
Sustainability Disclosure Topics & Accounting Metrics
Data Security
Description of approach to identifying and addressing
data security risks, including use of third-party cyber-
security standards
Discussion and Analysis
n/a
TC-SI-130a.1
Recruiting & Managing a Global,
Diverse & Skilled Workforce
Percentage of employees that are (1) foreign
nationals and (2) located offshore
Quantitative
Percentage (%)
TC-SI-330a.1
Recruiting & Managing a Global,
Diverse & Skilled Workforce
Employee engagement as a percentage
Quantitative
Percentage (%)
TC-SI-330a.2
Quantitative
Percentage (%)
TC-SI-330a.3
As part of our approach to identifying and addressing data security risks, Globant is ISO 27001:2013
certified since 2013. The ISO 27001 is a standard that provides a model for establishing, implement-
ing, operating, monitoring, reviewing, maintaining, and improving an information security manage-
ment system (ISMS). As part of the ISO 27001 controls we perform an internal risk assessment and a
service providers risk assessments on an annual basis. Once risks are identified, the Globant Informa-
tion Security Team (GIST) along with the owner of each risk decide the aproach for each risk (mitigate,
accept or transfer).
24
25
26
Recruiting & Managing a Global,
Diverse & Skilled Workforce
Percentage of gender and racial/ethnic group repre-
sentation for (1) management, (2) technical staff, and
(3) all other employees
Intellectual Property Protection
& Competitive Behavior
Total amount of monetary losses as a result of legal
proceedings associated with anticompetitive behavior
regulations
Managing Systemic Risks from
Technology Disruptions
Number of (1) performance issues and (2) service
disruptions; (3) total customer downtime
Quantitative
Reporting Currency
TC-SI-520a.1
During this past year, we did not have any financial losses whether as a result of legal proceedings
associated with anticompetitive behavior regulations
Quantitative
Number, Days
TC-SI-550a.1
No performance issues or service disruptions during the reporting period
Managing Systemic Risks from
Technology Disruptions
Description of business continuity risks related to
disruptions of operations
Discussion and Analysis
n/a
TC-SI-550a.2
Risk Detected - Mitigation Method
Power loss: UPS and Power Generators
Loss of connectivity: Redundant internet links
Catastrophic / Pandemic event / Office not accessible: Alternate working site / Working from home (if
allowed by customer)
External Network Attack: IDS / Regular Internal and External Vulnerability Scans
Office Intrusion / Device steal: CCTV cameras/ 24/7/365 Security Guards and Monitoring Station
Information Loss through Vulnerabilities exploit: Device hardening / Corporate patching, encryption
and antivirus policy
Not Intentional Data Loss: Regular Awareness Training
Activity Metrics
Activity Metric
Category
Unit of Measure
Code
Page
(1) Number of licenses or subscriptions, (2) percentage cloud based
(1) Data processing capacity, (2) percentage outsourced
(1) Data processing capacity, (2) percentage outsourced
Quantitative
Quantitative
Quantitative
Number, percentage (%)
TC-SI-000.A
None of our processes generate licensed products or subscriptions to consumers or to business intermediaries.
See note
TC-SI-000.B
Our data processing capacity was 420 Rack Units. 5% outsourced.
Petabytes, Percentage (%)
TC-SI-000.C
The amount of data storage was 0.55 petabytes. 0,01% outsourced.
Integrated Report Content
Contents
Organizational overview and
external environment
What does the organization do and what are the
circumstances under which it operates?
Governance
How does the organization’s governance
structure support its ability to create value in
the short, medium and long term.
Business model
What is the organization’s business model?
Risks and opportunities
What are the specific risks and opportunities that
affect the organization’s ability to create value over the
short, medium and long term, and how is the organi-
zation dealing with them?
Strategy and resource allocation
Where does the organization want
to go and how does it intend to get there?
Performance
Outlook
Basis of preparation and presentation
To what extent has the organization achieved its stra-
tegic objectives for the period and what are its out-
comes in terms of effects on the capitals?
What challenges and uncertainties is the organization
likely to encounter in pursuing its strategy, and what
are the potential implications for its business model
and future performance?
How does the organization determine what matters to
include in the integrated report and how are such
matters quantified or evaluated?
Aspect
Culture, ethics and values
Ownership and operating structure
Principal activities and markets
Competitive landscape and market positioning
Position within the value chain
Key quantitative information
Significant factors affecting the external environment
Leadership structure, including the skills and diversity
Specific processes used to make strategic decisions
How the organization’s culture, ethics and values are reflected in its use
of and effects on the capitals
The responsibility those charged with governance take for promoting
and enabling innovation
How remuneration and incentives are linked to value creation in the
short, medium and long term
Inputs
Business Activities
Outputs
Outcomes
Key risks and opportunities that are specific to the organization
Organization’s approach to any real risks (whether they be in the short,
medium or long term) that are fundamental to the ongoing ability of
the organization to create value
Objetctives and strategic plans
Quantitative information
Impact on capitals
Relationships with stakeholders
Organization’s expectations about the external environment
Mechanisms to address challenges and opportunities
Materiality
Boundaries
Frameworks
Page number
28-39
6-7-24-25-26
11-12
11-12
5-7
5-6-7
5-6-15-16-17
7-8
8-9
27
8
25
5
5
5
5
8
8
3-5
5-14-15-16
5-14-15-16
51-52
9
9-12
50
50
5-50
65
Report Profile
Stock
Independent
Audit Firm*
Sustainability
Advisor
Transfer Agent
Date of last report
Globant is listed on NYSE under
the ticker GLOB
PwC
* Sustainability disclosures have not been
externally verified.
Crowe
American Stock Transfer
& Trust Company, LLC
2019
Reporting cycle
IR Contact
Sustainability
Contact
Annual
Paula Conde & Amit Singh / IRO
paula.conde@globant.com
a.singh@globant.com
Francisco Michref
Public Affairs & Sustainability Manager
francisco.michref@globant.com
Website
www.globant.com
Reporting period
From January 1, 2020 to
December 31, 2020.
37A, Avenue JF Kennedy, L-1855 Luxembourg
Ingeniero Butty 240, 9° floor, Laminar Plaza Tower
251 Park Ave S, 11th floor
875 Howard St, 3rd floor, Of: Suite 320
BP 2501 • L-1025, Luxembourg
C1001AFB, City of Buenos Aires
New York, NY 10010
CA 94103, San Francisco
66