Heidrick Struggles 2021 ESG Report

2021 ESG Report
Table of Contents Executive Summary A Message from Our President & CEO About Heidrick & Struggles Our Services Our People Environmental Sustainability Governance Appendix
Contents About this Report

This is Heidrick & Struggle’s second ESG report, covering
environmental, social, and governance activities that took place
during fiscal year 2021, beginning January 1, 2021 through
December 31, 2021, except where otherwise noted. This report
3 Executive Summary
16 Our People
18 Health and Safety
was produced in line with globally-recognized frameworks
including the Global Reporting Initiative (GRI) and the Sustainability
Accounting Standards Board (SASB) standard for Professional &
19 Our Policies
4
Commercial Services. This report covers impacts within our corporate
A Message from 20 Our Benefits boundary—through our network of leased office space in
Our President & CEO 46 cities in 26 countries around the world.
21 Talent Development
6
22 Employee Engagement
About Heidrick & Struggles
23 Diversity, Equity & Inclusion Forward-Looking Statements
7 Our Company
28 Philanthropic Impact This report contains forward-looking statements within the
meaning of the U.S. Private Securities Litigation Reform Act of 1995.
8 Our Services
9 Executive Search
30 Environmental Sustainability
Forward-looking statements generally are identified by words such
as “believes,” “estimates,” “expects,” “intends,” “may,” “projects,”
“could,” “should,” “will,” “continue,” and other similar expressions.
9 Heidrick Consulting 31 Carbon Emissions
All statements other than statements of historical fact could be
9 On-Demand Talent 32 Carbon Reductions forward-looking statements, which speak only as of the date they
33 Supplier Responsibility are made, are not guarantees of future performance, and are
10 Our Broader Impact with Clients subject to certain risks, uncertainties, and other factors, many
15 Industry Recognition of which are beyond our control and are difficult to predict. We
and Commitment
34 Governance
35 Our Board of Directors
describe risks and uncertainties that could cause actual results to
differ materially from those expressed in, or implied by, any of these
forward-looking statements in our SEC filings, including our most
37 Ethics recent Annual Report on Form 10-K and our subsequent reports on
38 Cybersecurity and Privacy Forms 10-Q and 8-K. Except as required by law, we do not intend
to update or revise any forward-looking statements as a result
of new information, future events, or otherwise.
40 Appendix
HEIDRICK & STRUGGLES | 2021 ESG REPORT 2

Executive Summary
Headquartered in Chicago, Illinois, This is our firm’s second ESG report. It • Maintaining our firm’s own commitment • We delivered more than 12,800 hours
Heidrick & Struggles International, Inc. references both GRI and SASB frameworks to diversity and starting at the top, of learning and development to our
(Nasdaq: HSII) is a global leadership with respective indices available in the 37% of our board of directors were employees globally across virtual,
advisory firm providing executive search, appendix at the end of this report. We women, and 25% consisted of people in-person, and hybrid formats.
on-demand talent, and leadership look forward to sharing our progress in of color (for board diversity statistics as
• As part of our ongoing commitment
advisory services. We are a publicly traded these areas as we advance on our ESG of May 2022, see table on page 26).
to support our employees’ mental
company with shares listed on the Nasdaq journey. Some highlights from our 2021
• Of our overall workforce, women health and well-being, we began
Stock Market. We offer our services to a report include:
represented 64% globally, and people recognizing World Mental Health Day
broad range of clients across virtually
• Globally, 67% of our cumulative slate of of color represented 26% in the as a holiday.
every industry and sector, working at the
initially proposed board candidates to United States.
board of directors, C-suite, and senior • We had 35 offices around the
executive levels, and serving more than our clients were diverse, exceeding our • We continued our firm’s DE&I journey, world participate in our 3rd Global
70% of the Fortune 1000. With our data- annual Board Diversity Pledge. applying our own assessment Day of Service.
driven, tech-enabled capabilities and • 73% of our board placements methodology and mapping future
• We began measuring and publishing
consultants located in major cities around were diverse in the United States, priority actions, beginning with our
our full Scopes 1, 2, and 3 carbon
the world, we act as trusted leadership and 68% globally1. senior leadership.
footprints, which shrank by over
advisors to our clients. We are uniquely • We enabled employees to voluntarily 21% from 2019 to 2021.
positioned to further augment the • 51% of our overall placements in
the United States were diverse, and self-identify with respect to their gender,
advice we provide by sharing key trends, • We continued addressing our
49% globally1. ethnicity, and LGBTQ+ identity in our
insights, and best practices informed by climate impact through emissions
HR information system.
the work we do with the world’s leading • Our client-facing global ESG and reductions and the purchase of carbon
organizations. We help our clients find the Sustainability Office continued to grow – • We maintained a hybrid work offsets through our partnership
best leaders for their organizations, build we worked with clients on ESG-focused environment for our employees, with Indigo Ag.
diverse, equitable and inclusive cultures, board placements and placed executives providing flexibility while balancing
and transform their teams to achieve new with ESG market leaders and Chief the need for in-person client and
levels of performance. Sustainability Officers across a wide employee collaboration.
range of industries.

A Message from
Our President & CEO
Dear Stakeholders, Our client engagements range from our firm’s values, holding ourselves “We are intently focused on
placing Chief Sustainability Officers, and accountable, and measuring our progress
I
being leaders in our own
am proud to present Heidrick & working with boards and companies that publicly on an ongoing basis. As a trusted
Struggles’ second ESG report, covering want to attract leaders who are passionate partner in helping our clients attract, industry on the ESG front,
our firm’s environmental, social, and about ESG, to bringing our highly develop, and retain great talent and build exemplifying our firm’s
governance activities during the fiscal experienced consultants together to help thriving workplaces, we also continually
year 2021. build diverse and inclusive leadership seek to learn and incorporate best
values, holding ourselves
teams, cultures, and organizations. The practices on sustainability, governance, accountable, and measuring
As a premier provider of global leadership clients we work with include: major global leadership, culture, diversity, equity, and our progress publicly on an
advisory and on-demand talent solutions, companies who are increasingly focused inclusion across our own organization.
we have the privilege of advising the on ESG; market leaders in the ESG arena;
ongoing basis.”
world’s leading organizations on their sustainable product or service businesses; We strive to create a committed, open
most important talent, leadership, as well as sustainable asset managers, and engaging culture where our
culture, workplace, and organization private equity funds, philanthropic employees can find fulfillment through Krishnan Rajagopalan
needs, helping them address their key organizations, and much more. their jobs and deliver their best President & CEO,
stakeholder concerns. More recently, ESG professionally because they feel safe Heidrick & Struggles
has moved to the top of their agendas, Alongside our client work, we are intently bringing their whole selves to work. This
and we are helping our clients with their focused on being leaders in our own work begins by implementing policies
ESG priorities in a variety of ways. industry on the ESG front, exemplifying and programs that support our employees’

success—creating a welcoming I am pleased to share some of the key • Women represented 64% of our • We continued addressing our climate
environment that is diverse, equitable, and highlights and achievements from our workforce globally, and people of color impact through emissions reductions
inclusive, and free from harassment and ESG efforts in 2021: represented 26% of our workforce in resulting from a greener, smaller
discrimination, while providing meaningful the United States. office footprint, and the purchase of
professional growth opportunities and • Globally, 67% of our cumulative slate of carbon offsets through our partnership
initially proposed board candidates to • We maintained a hybrid work
thoughtful care and support through our environment for our employees, with Indigo Ag.
health and wellness benefits. our clients were diverse, exceeding our
annual Board Diversity Pledge. providing flexibility while balancing
the need for in-person client and I want to thank all of our colleagues
In addition, we recognize the effects our • 73% of our board placements in employee collaboration. around the world for their dedication
offices and global operations have on the the United States, and 68% globally1, to supporting and promoting our ESG
planet, and we are committed to pursuing were diverse. • We delivered more than 12,800 hours commitment and initiatives. Our work is
sustainability initiatives and reducing our of learning and development to our rooted in our purpose—to help our
• 51% of our overall placements in employees globally.
environmental impact. For example, we clients change the world, one leadership
the United States, and 49% globally1,
are focused on measuring our carbon • As part of our ongoing commitment to at a time—and I am proud to lead
were diverse.
footprint and reducing our carbon impact support our employees’ mental health Heidrick & Struggles in these endeavors.
using a variety of approaches, including • Our ESG client work grew and expanded and well-being, we began recognizing
leasing office space in green buildings, in scope, including working with boards World Mental Health Day as a holiday. As we look ahead, we see tremendous
managing e-waste through recycling, and on ESG-focused roles, as well as placing opportunity to amplify the work we do in
Chief Sustainability Officers across a • We maintained our commitment to
purchasing carbon offsets. Importantly, ESG, both for our clients and our firm. We
wide range of sectors and industries. giving back to our communities and
we continue to explore more ways we can look forward to sharing our progress as we
organized our firm’s third Global Day
mitigate our climate impact as part of our • We maintained our firm’s own continue to advance on our ESG journey.
of Service, with 35 offices participating
ESG commitment. commitment to diversity, starting at the around the world.
top with our board of directors—37%
consisted of women, and 25% were • We began measuring and publishing
people of color. our full Scopes 1, 2, and 3 carbon
footprint, which shrank by over 21% Krishnan Rajagopalan
from 2019 to 2021. President & CEO, Heidrick & Struggles

About Heidrick & Struggles

Serving the executive talent and leadership advisory
needs of the world’s top organizations
H
eidrick & Struggles (Nasdaq: HSII) is a premier provider of global
leadership advisory and on-demand talent solutions, serving
the senior-level talent and consulting needs of the world’s top
organizations. In our role as trusted leadership advisors, we partner
with our clients to develop future-ready leaders and organizations, bringing
together our services and offerings in executive search, diversity and inclusion,
leadership assessment and development, organization and team acceleration,
culture shaping and on-demand, independent talent solutions. Heidrick &
Struggles pioneered the profession of executive search more than 65 years
ago. Today, the firm provides integrated talent and human capital solutions to
help our clients change the world, one leadership team at a time.®

Our
Our Company
Our Culture & Values purpose
Our
We view our culture as a strategic differentiator and integral to attracting, developing,
purpose
We help our
and retaining the highest-performing
onedaily
leadership
clients
talent, change
as well
team at
thea more
as building
a time®
world,diverse, equitable, and
inclusive firm. Our culture stems from our values, which were developed by our board and senior
leaders and are exemplified by our employees around the world. We strive to create an
open, inclusive, and committed culture, where our colleagues can engage deeply in their work
We help our clients change the world,
and bring their authentic selves to the workplace. We believe this type of culture creates an
one leadership team at a time®
environment that is most conducive for developing dynamic, productive teams.
Our
Our
Our Purpose
purpose vision
We help our clients change the world, one leadership team at a time ®
Our
We help To serve
our clients changeour clients as trusted advisors
the world,
vision
Our Vision
one leadership team
We are committed
at a time®
providing diversified
to serving solutions
our clients as acrossproviding diversified
trusted advisors
solutions across executive search,
executive search,leadership assessment
leadership and development, team
consulting
and organizational effectiveness, and culture shaping.
To serve our
Our andclients
cultureas trusted advisors
shaping.
vision
Our Values diversified solutions across
providing
Our employees are guided by five primary values, which serve as the firm’s
executive search, leadership Our
build on theconsulting
values
Our
vision
Our
purpose
Our
Own the results
Always act with integrity
Win as one firm
Grow with our clients
Respect and value each individual
and culture shaping.

executive search, leadership consulting
providing diversified solutions across
To serve our clients as trusted advisors
one leadership team at a time®

We help our clients change the world,
To serve our clients

foundation. These as trusted
five advisors
values principles that have guided the actions
providing
executive
diversified
and culture
of Heidrick
our ongoing
organizations
success,
search,
we
solutions
shaping.
& Struggles’
serve.
earning
leadership
As
across
employees
values
for more than 65 years. They have led us to
the respect of our peers in the industry and the
consulting
we help our clients build the best leadership teams in
and culture shaping.
the world, these values will continue to be at the core of everything we do:
Our Respect and value each individual
Our • Respect
Growand with our clients
values
value each individual
values
• Grow with our clients
Win as one firm
• Win as one firm
Respect and Always
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each with integrity
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HEIDRICK & STRUGGLES 2021one
Own the results
firm
ESG REPORT 7
Our Services
Delivering world-class talent and leadership advisory solutions for today and the future
A
t our core, we help boards, For our clients, one of our critical
leaders, and organizations differentiators is our global network,
HIGHLIGHTS be successful and focus on including our access to, and knowledge
• 73% of our board placements in the United States, and 68% of our board building strong, long-term of, regional and functional markets
placements globally1, were diverse. partnerships with our clients. In doing and candidate talent.
so, we are able to assist them on their
• 51% of our overall placements in the United States, and 49% of our global1 own sustainability and ESG journeys Our work spans:
placements, were diverse. a number of different ways, such as:
• Fortune 1000 companies
• Our work in both our ESG and Sustainability Office and Social Impact Practice placing highly experienced sustainability
continued to grow and expand in scope. leaders into board roles, developing • Middle market and emerging growth
the best leadership teams, creating companies around the world
• We published a report in partnership with INSEAD’s Corporate Governance enhanced governance and leadership
Centre on how boards are responding to climate change. • Government, higher education and
structures, and building diverse, inclusive
nonprofit organizations
• We added on-demand talent to our service offering, addressing the growing cultures—ultimately helping our clients
demand for more fluid ways of working by independent consultants and achieve new levels of performance. • Other leading private and public entities
companies hiring them.

We work with our clients to create leaders, teams, cultures, and companies that thrive. Our service offerings include:
Executive Search We employ a data and insights-driven

approach to Executive Search, and
Heidrick Consulting flexibly adapt their work life and continue
enriching their own skills and experiences.
Through our relationship-based, data- our consultants serve a broad range of Heidrick Consulting offers clients Notably, 90% of all on-demand talent
driven and tech-enabled approach, clients across virtually every industry and groundbreaking approaches to human project requests in 2021 required a
we partner with our clients—respected sector. In addition, we have a global capital development through a myriad of remote work engagement. This new
companies across the globe—to find the network and can offer cross-sector solutions, including leadership assessment fluidity of work and widespread shift to
right leaders for their organizations and consultant search teams with specific and development, team and organization remote work opens up a broader array of
set them up for success. geographical knowledge, industry acceleration, digital acceleration and possibilities for our clients and business
insights, or expertise based on the innovation, diversity and inclusion advisory leaders in need of interim and critical
Our Executive Search consultants particular role the client is looking to services, and culture shaping. We focus project resourcing.
specialize in searches for boards of fill. By taking advantage of our global on identifying, developing, and shaping
directors, CEOs, and the C-suite level, presence in this way, we are able to future-ready, inclusive leaders, cultures,
including functional officers, such as Chief provide our clients with best-in-class and organizations. Our tools and experts
Diversity Officers, Chief Financial Officers, use data and technology to bring science
“In delivering our go-to-
market intelligence and service.
Chief Human Resources Officers, Chief to the art of human capital development, market strategy, we have
Technology Officers, and others. accelerating the effectiveness of individual been focused on building
leaders, teams, and organizations.
long-term, sustainable,
global relationships to
Supporting Candidate Pay Equity On-Demand Talent ensure we can serve our
In an effort to address pay inequality for women and minorities, a number of state Recognizing the rising use of independent
talent by companies incorporating more clients as true partners and
and local jurisdictions in the United States have enacted legislation barring the use
of historical compensation information during the hiring process. We elected to fluid ways of working, in 2021, we acquired share the full breadth of our
a market-leading company specializing
apply a country-wide approach in response to these laws. Throughout the United talent and human capital
in sourcing high-end, on-demand,
States, we do not ask for, or use, candidates’ historical compensation information. capabilities.”
independent talent. With on-demand
The client may, however, opt out of this policy if both the position and the client are talent, companies can take advantage of a
based in a jurisdiction that has no legislative or regulatory restrictions prohibiting wide range of expertise and perspectives, Jenni Hibbert
inquiries into compensation history. both in-person and remotely, to fill interim Global Managing Partner,
roles and discrete business projects, Head of Search Go-To-Market,
while independent professionals can Heidrick & Struggles

Our Broader Impact with Clients

Demand is growing for leaders and workplaces to be more diverse, equitable, and
inclusive, and to place a greater emphasis on ESG and community engagement with
a multi-stakeholder focus. Our teams are engaging with clients in a number of these
critical areas, and we partner with them to provide talent and human capital solutions
that support them on their ESG journey.
CEO & Board of or ethnically diverse, on par with 2020.

Directors Practice The appointment of Black directors held
In our work through our CEO & Board relatively steady at 26% in 2021 compared
of Directors Practice, we are helping to to 28% in 2020, while appointments of
drive diversity, starting at the top. We Asian, Asian American, and Hispanic and
believe that strategic intent, coupled Latino directors remained mostly flat at
with purposefully expanding the views 9% and 6%, respectively.
and definitions of the requirements for
successful boards of directors, can go a We expect more progress will be made
long way to achieving more diversity on diversity as the number of diverse
at the board level. directors entering the boardroom and
gaining influential positions, such as
Over the past decade, we have seen a board chair or chair of the nominating
long-term progression of gender, racial, and governance committee, continues
and ethnic diversity at the board director to grow. At Heidrick & Struggles, in
level. On an annual basis we track trends 2021, 73% of our board placements in
in non-executive director appointments the United States were diverse, and
on Fortune 500 boards, and we also track 68% of our board placements globally1
similar trends in 25 other countries around were diverse. Through our work, we see
the world. In our 13th annual U.S. Board boards continue to seek fresh thinking
Monitor report, published in 2022, we saw as evidenced by the appointment of
sustained progress in the appointment directors with more diverse backgrounds,
of women directors in 2021—45% versus as well as new members who can connect
41% in 2020, with the previous high with organizational purpose and are able
of 44% in 2019. Overall, 41% of board to meet today’s challenges with agility
directors appointed in 2021 were racially and resilience.

Director Institute “Boards have long known that the

Board Diversity Pledge Our Director Institute program is stakeholders they serve are not a
designed to help diverse executives
In 2018, we became the first global leadership advisory firm to monolith. In 2018, Heidrick & Struggles’
prepare for serving on boards and
formally announce our Board Diversity Pledge. Developed in
accelerate their performance during Board Diversity Pledge was a pioneering
collaboration with Stanford’s Rock Center for Corporate Governance, their early days of service and
our pledge is designed to increase the number of women and call-to-action to take a proactive stance
overall tenure. We do this a
members of underrepresented groups considered by boards. We number of ways, including creating on expanding diversity at board levels.
announced that, on an annual and cumulative basis, at least half of customized programs and offering While there is still much more that needs
our board candidates presented to clients on initial slates would coaching on effectiveness and
be diverse. We have exceeded that goal each year since then. In board-readiness for new directors.
to be done, without a doubt, this pledge
2021, 67% of our 2021 cumulative slates of initially proposed board has led to greater inclusivity, equality
candidates globally were diverse, up from 61% in 2020, exceeding We are also exploring new and diversity on boards over time, and
our Board Diversity Pledge. approaches to developing
connectivity across our diverse we will continue to partner with our
director community to ensure clients to advance these goals.”
the candidates we work with are
supported and their impact and Lyndon A. Taylor
Supporting Women on Boards advancement is accelerated, Managing Partner,
furthering their overall success. Americas CEO & Board of Directors Practice,
We take a proactive approach to preparing diverse leaders Heidrick & Struggles
for board roles. In the United Kingdom, through our Board Network,
launched in 2014, and our Leadership Network, launched in
2016, we support women who are on public boards or want to join
public boards. Each group creates networking and professional CASE STUDY
development opportunities, as well as forums for peer-to-peer Creating diverse boards
exchange on business and board topics. The Board Network
connects female board directors from a diverse range of commercial Our client, a pharmaceutical company spin-off dedicated
to women’s healthcare, approached us to help them
businesses and social enterprises with a shared interest in board
identify and place board members in the lead-up to
effectiveness, dynamic board leadership, and governance. The
becoming a public company. We helped them place eight
Leadership Network is building a sustainable talent pipeline of directors, all of whom are diverse.
female senior executives who aspire to public board roles.

Diversity, Equity The DE&I Practice’s approach is built

& Inclusion Practice around three core areas: CASE STUDY
Through our global Diversity, Equity &
• Accelerating DE&I Impact & Results Developing inclusion as a leadership competency
Inclusion (DE&I) Practice we bring together
our global network of experienced We focus on accelerating business As our clients look to develop new their top 800 leaders, followed by
consultants to help clients build performance through DE&I by equipping leadership competencies required a digital learning journey rolled out
diverse and inclusive leadership teams, leaders to lead on and align their DE&I to create more inclusive, healthy, and to 45,000 employees worldwide in
organizations, and cultures. goals and broader business strategy. high-performing cultures, we are well 18 languages. We have since
placed to advise and support them. broadened our work with the client
Since launching, the DE&I Practice has • Building Visible Representation One such relationship began in 2018 to include leadership assessments,
built a comprehensive, integrated suite Our Search and Consulting teams come when we placed two senior executives culture shaping, leadership
of services and solutions that can be together to help clients hire, promote, and conducted a board mapping for development, coaching, and additional
adapted to meet our clients’ DE&I needs. and retain new and existing diverse a major global advertising company. placements of senior executives. We
The practice brings together Executive talent, delivering diverse slates of The client felt that inclusive leadership have also continued to reinforce the
Search and Heidrick Consulting with a candidates for executive searches and was a critical lever to accelerate their original work on inclusion through
complementary lens on talent recruitment, designing talent development programs business and culture transformation. toolkits, additional digital modules,
leadership development, and building for diverse leaders. We began by facilitating a series of onboarding, and continued engagement
inclusive cultures, enabling us to help our sessions on “Inspiring Inclusion” with with leaders.
clients achieve their DE&I goals, no matter • Creating an Inclusive Culture
where they are in their journeys. We assess the existing culture around
inclusivity and equity and develop
“We are expanding the ways in which we work with our clients to
tailored programs and toolkits to train
In 2021... leaders and teams on building and meet their DE&I goals, now and in the future. Based on decades
maintaining an environment that fosters of experience building great teams and cultures, we are
51%
of our overall inclusion and identifying opportunities
U.S. placements for positive change.
continually innovating in this space, and we are often called upon
were diverse. to co-create and test new solutions that fit our clients’ needs. We
are committed to doing our part to ensure a world better led.”
49%
of our overall
global1 placements Jonathan McBride
were diverse. Global Managing Partner,
Diversity, Equity, & Inclusion Practice,
Heidrick & Struggles

“We are increasingly seeing ESG and Sustainability Office compliance to broader stakeholder
sustainability themes Heidrick & Struggles has a long-standing engagement, policy advocacy, and
commitment to assisting mission-driven operational delivery across global
dominate executives’ businesses and their supply chains.
organizations in their leadership transitions
agendas today, and leaders and placements. In 2017, we established Today CSOs increasingly have board
sponsorship as leading, progressive
are seeking to engage and our firm’s global ESG and Sustainability
organizations recognize the critical
Office, which has become one of our
empower global talent to fastest growing areas in our Executive importance of ESG across strategic
deliver transformational Search business. Our clients span multiple business and investment decisions.
change. At Heidrick & industries and, in 2021, we completed
hundreds of ESG-related engagements in We also work with clients on board
Struggles, we actively work partnership with our clients, candidates,
CASE STUDY
placements with a lens on ESG, in
with boards and companies employees, and communities. addition to offering search and leadership Placing the right
across many different consulting services to a variety of
leader for the role
Over the past 20 years, we have seen businesses focusing on and investing
industries and sectors an evolution in these types of leadership in sustainability, including sustainable A leading global real estate logistics
around the world to roles, moving from leaders with experience product or service businesses, businesses company committed to sustainability
help them maximize and in Environmental Health and Safety working to embed sustainability into their approached us to build a team,
or Corporate Social Responsibility to strategy, sustainable asset managers, including their Chief Energy and
accelerate their sustainability Chief Sustainability Officer (CSO) roles. private equity funds, non-profits, Sustainability Officer who could
and ESG efforts to deliver In addition, the scope of these roles foundations, philanthropic organizations, help them meet their science-based
lasting impact for their has evolved from ESG reporting and development banks, and others. targets and reduce emissions. We
placed the former president of an
people and the planet.” energy efficiency and technology
Changing the Climate in the Boardroom company in the role. This new leader
Scott Atkinson is spearheading a plan to achieve
We partnered with INSEAD’s Corporate Governance Centre to conduct a global 100% carbon-neutral construction
Partner, Co-Head of Global survey of board directors in the lead-up to the United Nations’ COP26 climate
ESG and Sustainability Office, by 2025 with a growing team that
conference. We collected data on how well boards understand, and are coping with, included the VP, Global ESG, and
the process of decarbonization, and how far climate change has been integrated into the Global Head of Sustainability
their oversight responsibilities. Our report explored what boards around the world Solutions, both placed by Heidrick
are doing, the gaps that need to be addressed, and what they should do. & Struggles.

Social Impact Practice “As we witness a real-time

Our clients serve many worthy causes, rise in the importance of
from education to conservation to
human rights, and we understand from multi-sector leadership,
the breadth of our clients that passion, which requires a nuanced
connection to mission, and cultural fit understanding of
are key to the success of leaders.
Through our Social Impact Practice, complex, stakeholder-rich
we are placing transformative leaders environments, the talent
for the most impactful organizations— strategies and advisory
non-profit, government, or corporate—
and counseling our clients on how to solutions we provide carry
attract and secure dynamic leaders, critical weight. Many of
both from the social impact space and
many other sectors and industries.
the world’s most impactful
organizations trust us to
Our work in social impact has continued identify those who can
to grow over the last few years, and we
have made great progress, particularly
guide and transform
at the CEO and board levels, placing their organizations,
executives with organizations focused creating a ripple effect
across a range of areas, such as: women
in investing, education access, combating CASE STUDY
for advancing good.”
anti-Semitism, youth homelessness, and
destigmatizing mental health. In addition, Finding leaders to support those in need J. J. Cutler
we have a strong focus on placing diverse In early 2020, we were approached by a large global NGO focused on alleviating Managing Partner,
leaders, with 73% diverse placements poverty to identify a new CEO. We successfully placed a Black woman, a first in their Social Impact Practice,
across the Social Impact Practice over history, in the role. The organization returned to us in 2021 to help them place a Heidrick & Struggles
the past two years. new Chief Financial Officer, Chief Operating Officer, and Chief Development Officer.
Of the three new placements, two were diverse and one was an internal promotion.

Industry Recognition and Commitment

AESC Diversity Pledge
As members of the Association of Executive Search Consultants
(AESC), in 2020 we worked with fellow member firms to develop
the AESC Diversity Pledge, a global pledge to combat racism,
prejudice, and discrimination within our own organizations, with our
clients and candidates that we serve, and within the communities
where we live and work.
We continue to be an active participant as part of the AESC’s

Bonnie Gwin, Vice Chairman and Co-managing Partner of the Jaimee Eddington, Americas Diversity Leadership Council, supporting initiatives to advance and
Global CEO & Board of Directors Practice, and Theodore Dysart, Regional Leader, was awarded implement the goals outlined as part of the Diversity Pledge.
Vice Chairman of the Global CEO & Board of Directors Practice, the AESC’s Future of The
were named to the 2022 National Association of Corporate Profession Award in 2021,
Directors (NACD) Directorship 100—the 10th year for Bonnie designed to recognize the
Gwin and the 14th year for Theodore Dysart. The NACD is next generation of leaders in
the recognized authority on the leading edge of corporate executive search and leadership
governance, setting standards of excellence that have elevated consulting. It honors innovation
board performance. and forward-thinking leadership,
and recipients are viewed as
trailblazers in the profession.

Our People
Winning teams come from an extraordinary culture
A
s leaders in helping clients attract,
HIGHLIGHTS develop, and retain great talent, we
are constantly learning and promoting
• We onboarded more than 450 new employees • We delivered more than 12,800 hours of learning leadership and management best
globally, established a presence in Finland, and and development to our employees globally across practices, which we also seek to incorporate into
welcomed 90 on-demand talent employees. virtual, in-person, and hybrid formats. our own firm.
• Of our overall workforce, women represented • As part of our ongoing commitment to support
We strive to create an open, inclusive, and
64% globally, and people of color represented our employees’ mental health and well-being,
committed culture, where our employees find
26% in the United States. we began recognizing World Mental Health Day
fulfillment through their jobs and can deliver
as a holiday.
• We enabled employees to voluntarily self-identify their best because they feel safe bringing their
with respect to their gender, ethnicity, and • We had 35 offices around the world participate whole selves to work. This work begins by
LGBTQ+ identity in our HR information system. in our 3rd Global Day of Service, continuing our implementing policies and programs that support
commitment to give back to our communities. our employees’ success by creating a welcoming
• We expanded our Advancing Black Leaders
mentorship program in the United States for environment that is diverse, equitable, and inclusive,
ethnically diverse mid-level and junior new hires providing growth opportunities and care through
in Executive Search and Heidrick Consulting, health and wellness benefits, and creating a
creating 50+ mentor/mentee matches. welcoming environment free from harassment
and discrimination.

Employed by Total Number of Employees by Employment Contract “Our people and culture make
Heidrick & Struggles (Full-time and Temporary), by Gender Heidrick & Struggles a top
as of December 31, 2021 as of December 31, 2021
destination for talent and serve as
Male Female a strategic differentiator. We make
482 strong investments to attract,
in Europe Full-time 647 1,149
1,081 develop, and retain our people

Temporary 22 28
in the
Americas
and teams. These investments
1,846 and commitment drive increased
engagement, productivity, and
Total Total Number of Employees by Employment Contract
(Full-time and Temporary), by Region performance, ultimately, helping
as of December 31, 2021 us better serve our clients. We
283 Americas Asia Europe are dedicated to fostering a
in Asia Pacific
Full-time 1,069 274 453 diverse and inclusive culture and

supporting the well-being of our
Temporary 12 9 29
employees, offering robust total
434
Consultants rewards and improved ways of
365 related
to Executive working to enable employees to
Search Total Number of Employees by Employment Type
69 related (Full-time and Part-time), by Gender flourish and bring their authentic
837
to Heidrick
Consulting 1,846 Other search,
as of December 31, 2021 selves to the workplace.”
Total consulting,
on-demand, Male Female
support, and
Sarah Payne
global operations Full-time 652 1,149
support Chief Human Resources Officer,
employees
575 Part-time 17 28
Associates

Health and Safety

As we continue to navigate the effects of all employees, contractors, and guests
the COVID-19 pandemic, our top priority to provide a proof of vaccination to visit
has been to help ensure the health and a Heidrick & Struggles office in either
safety of our employees, clients, and the country. We continue to engage with
communities where we live and work both state and national governments
around the globe. We regularly monitor to understand their approaches to
guidance from the U.S. Centers for Disease vaccination (including the extent to
Control and Prevention, World Health which regulation may cover some of our
Organization, and other relevant health employees), and with our employees to
authorities, and we share this guidance educate them about vaccines and the
with our employees. importance of being vaccinated.
In 2021, we initiated a phased More broadly, we offer various

approach to returning to offices. benefits and resources in support of
To minimize the risk of exposure to our employees’ overall health and
COVID-19, and in line with guidance safety, including mental health resources
and mandates from local and national and recognizing World Mental Health
governments and health authorities, Day as a holiday. In addition, we
we embraced a Flexible Workspace encourage our leaders to communicate
philosophy across the Americas, frequently with their team members
Europe, and Asia-Pacific regions. to support them in maintaining
work-life balance.
In September 2021, we rolled out a
COVID-19 vaccination policy in the
United States and Canada, requiring

Our Policies
Our employees are highly sought after A Respectful Environment
and, to attract the best to our firm, we We recognize that, in order to bring
offer professional development and their best selves to work, each of our
learning opportunities, benefits, and a employees needs to feel respected
culture and environment that create an and valued. This requires creating
enriching work experience. Through our a supportive professional work
Code of Ethics and additional policies, we environment, free from conduct that
outline both standards of professionalism can be considered harassing, coercive,
that employees can expect in our offices or disruptive. Part of our work to create
and benefits made available to them. such an environment is through strict
policies against harassment and sexual
harassment. All U.S. employees are
regularly trained on these policies.
Employees can lodge harassment
complaints anonymously 24/7 to our
independent, third-party resource, Flexible Work and reduce our real estate footprint by
EthicsLine, through their manager, Human In January 2021, we launched our new downsizing both the number and size
Resources, or the Legal Department. Flexible Workspace philosophy across the of our offices. As we plan for the future
Allegations of harassment are handled by Americas, Europe and later in the Asia- of work, we expect to continue providing
our Legal and HR teams, and appropriate Pacific region. Under this guidance, our our employees with flexibility in how
action is taken as warranted. Furthermore, employees have the flexibility to work and where we work while maintaining
we do not tolerate any form of retaliation remotely several days per week, with our culture of mentorship, collaboration,
against anyone who reports misconduct variations depending upon location and and community.
in good faith or who participates in an role, and in alignment with country- or
investigation. We make every reasonable state-level guidance. Our offices will
effort to prevent potential instances of continue to remain a hub for employees, Pay Equity
retaliation, stop retaliation if it occurs, clients, and candidates to work from as We have aligned compensation at all
provide remedies to victims, and needed. Flexible working has allowed us levels to reflect our values of respect
appropriately discipline perpetrators to reconfigure or redesign our offices to and integrity, and to continue moving
of retaliation. both meet the future needs of the business toward equity.

Our Benefits
In 2021, we put a special focus on teleconference calls and granted every finding child or eldercare; emotional and commuter benefit plans to provide
supporting our employees’ mental health. employee a day off in recognition of World support by qualified clinicians to help tax-free parking and public transportation.
We hosted our Global Forum on Mental Mental Health Day. with anxiety, stress, and grief; legal We provide generous basic life and
Health & Wellness, discussing how leaders and financial guidance by credentialed accidental death and dismemberment
and colleagues can approach mental Our Global Employee Assistance Program professionals; and other services. insurance, and short-term and long-
fitness in the workplace and create a (EAP) provides confidential counseling term disability coverage. Critical illness,
supportive environment for our teams. and a host of other resources that allows Every employee is also covered under long-term care, hospital indemnity, and
We introduced a global company-paid employees and all their household our Business Travel Accident policy and supplemental life insurance, as well
subscription to a platform offering virtual members access to support and guidance Travel Guard program, which provide as group legal and pet insurance, are
events, classes, meditations, and a range to help them live their best lives. In for generous accidental death or also available.
of other tools for building healthy habits. addition to live or virtual counseling dismemberment coverage of at least five
We also initiated “No Video Fridays” for sessions, the EAP includes: support for times their salary, emergency medical care Our 401(k) Profit Sharing and Retirement
and support, baggage insurance, safety Plan in the United States provides a
or evacuation support and coverage, generous dollar-for-dollar company match
concierge services, and identity theft up to the greater of $6,000 or 6% of
support, as needed. eligible compensation. All U.S. employees
have access to an employee discount
Our U.S. employees working 25 or more program and to premier membership in a
hours per week are eligible to participate national network that provides access to
in medical, prescription, dental, and childcare, senior care, pet sitters, tutors,
vision benefits. All medical options and housekeepers through an online
include telemedicine, and we give all U.S. platform. We also offer generous paid
employees access to a tool to empower time off and wellness programs focusing
employees to choose the best care for on physical, emotional, social, and
themselves and their dependents. We financial wellbeing.
offer Health Savings Accounts and Flexible
Spending Accounts to help our employees We provide similar, competitive benefits
reduce their taxable income while paying in each of the markets where we operate,
for health and dependent care expenses, based on local norms and benchmarks.

Talent Development
Our growth demands that we attract build and enhance employee leadership,
exceptional people. Managing talent isn’t business acumen, and business
just our business, it is our passion. We development skills. These programs
provide career opportunities at all levels are continually updated to reflect best
from internships and entry-level positions practices and feedback received from
to advanced and partner-level positions. employees.
Our ongoing, comprehensive learning and
development opportunities are one part of
Leadership Development
our unique offering to our employees.
In 2021, as part of our commitment to
supporting our firm’s people and values,
Our learning and development
we laid the foundation for the 2022 rollout
programs have been created with the
of a new transformational leadership
goal of building leadership, business
development program. The goal of the
development, account management,
program is to support our firm’s leaders
and client service skills among our
as they maximize their impact and
employees. We are committed to growing
build upon existing leadership skills
our consultant base from within through
and experiences, focusing on courage,
the professional development of our
resilience, vulnerability, trust, and living
employees and promoting a culture of
our values. The program is a multi-year
continuous learning within our firm.
investment in our leadership and will video topics include lessons on Leadership leader in online training, with a digital
cascade across multiple cohort groups Development, Communicating with library of over 6,000 courses covering
In 2021, our Learning & Development throughout the organization. Purpose, Strategic Account Management a wide range of technical, business,
team delivered more than 12,800 hours Training, and Managing Difficult software, and creative topics, all taught
of learning and development to our Conversations, to name a few. by industry experts.
employees globally across virtual, Peer Learning
in-person, and hybrid formats throughout Peer learning is the informal sharing In addition to the programs and learning
the year. We continued offering virtual of knowledge among colleagues LinkedIn Learning
tools above, we also have a set of talent
formats due to the pandemic, and our that happens every day at work. Our We have partnered with LinkedIn Learning development programs targeted towards
learning catalog outlines dozens of live employees are encouraged to create to provide their entire catalog of online women and people of color. To read more
and virtual programs and thousands of and share video lessons with each other courses to all employees. LinkedIn about these programs, see page 24.
e-learning courses designed to help through our peer learning portal. Past Learning is an award-winning industry

Employee Engagement
As a firm, we view our culture as a The surveys demonstrated that
strategic differentiator to attract, develop, respondents felt connected to our
and retain the highest-performing talent purpose and committed to delivering
and build a more diverse and inclusive best-in-class service. These surveys also
firm. In addition to equipping our Partners helped us identify areas for improvement;
in Charge of offices and people managers for example, we saw employees were
to facilitate regular team and one-on-one struggling with work-life balance, with
conversations, we listen to our employees some experiencing burnout. To respond
using various channels and through to these challenges, we promoted and
intentional connections to invest in the enhanced our wellness offerings.
areas that most increase engagement.
We provide all employees with the Recognizing

opportunity to share their perceptions of Employee Excellence
the organization and feedback on their In 2021, we held our regional Connections
experience within our company through Conferences, bringing together team
our proprietary Organization Accelerator members from Executive Search and
Questionnaire (OAQ), historically Heidrick Consulting for a chance to
conducted every two years, and through connect across offices, practices, and
additional pulse surveys. Survey results business functions, learn from each other
are measured, analyzed, and discussed and recognize the great work of our team
in live sessions in each office to enhance members. In 2021, these conferences
the employee experience, drive change, were held virtually and at each regional
and leverage the overall success of our conference—Americas, Asia Pacific &
organization. In 2021, we introduced a Middle East, and Europe & Africa—awards
digital Voice of Employee tool on our were given to deserving individuals based
online platform that helped us deploy on each of the firm’s five core values,
our pulse surveys, as well as hold virtual as well as recognizing exceptional new
conversations that we analyze to identify joiners to the firm.
actionable initiatives.

Diversity, Equity & Inclusion

We believe that diversity, equity, and inclusion (DE&I) are key elements of an organization’s ability to mobilize, execute and transform “We see diversity, equity, and
with agility. Our commitment to DE&I is a key imperative that is deeply rooted in our organizational values. We are dedicated to inclusion as a foundation to
building diverse leaders and teams and creating an inclusive culture and workplace where all voices are heard; all individuals feel safe,
valued, and accepted; and where all feel a sense of belonging and are able to thrive and achieve equitable success. In 2021, we: our efforts to promote ESG
within our own employee
• Enabled employees to voluntarily self-identify with respect • Expanded our Advancing Black Leaders mentorship
to their gender, ethnicity, and LGBTQ+ identity in our HR program in the United States for ethnically diverse population—beyond a strategy
information system. mid-level and junior new hires in Executive Search and or an initiative. Likewise, our
• Launched monthly global DE&I learning journeys with articles, Heidrick Consulting, creating 50+ mentor/mentee matches. employees also bring this lens
trainings, and content around a relevant theme to deepen our • Continued our Accelerating Women’s Excellence to every talent and advisory
employees’ knowledge around inclusive culture. leadership program, completing the third cohort of our
flagship program. engagement. Our success
• Launched our Culture Calendar, a global forum established
as a dedicated place for all employees to share holidays, dates, is realized when we help our
and events that are important to them, the history behind clients affect change within
them, and how they plan to celebrate.
their organizations through
diverse and inclusive boards
Our Diversity & Inclusion Principles and leadership teams.”
We Create. We Invest. We Build.
We create a culture of inclusion We invest in the advancement, We build talent pipelines for our clients Jaimee Eddington
where everyone is valued and experience, and success of diverse and ourselves that intentionally target Partner, Americas Regional Leader,
respected. We create a culture that talent within our organization. We and develop diverse talent. We build Heidrick & Struggles
embraces differences and encourages invest in leaders both internally and diverse and inclusive teams to best
authenticity. We create innovation externally who are inclusive and represent our clients and their interests.
by maximizing the contributions of empathetic and champion diversity. We build innovative solutions to enhance
our diverse populations. We offer We invest in our communities, specifically the success of diverse individuals.
services to our clients to help them targeting those groups who have We build quantifiable measures that
do the same. been historically underrepresented define and track diversity statistics to
and disadvantaged. create accountability.

Equitable Advancement Excellence (AWE) in 2018 to prepare

Programs high-potential women for promotion Accelerating Women’s Paths to Promotion
into leadership positions and to advance
Change the Race Ratio commercially. The year-long program Accelerating Women’s Excellence (AWE) was created as part of our ongoing
In October 2020, we became one of the provides a sustainable and consistent commitment to promote gender parity in leadership roles and foster a strong culture
first 50 signatories to sign the Change opportunity for the development of of sponsorship by both men and women. AWE prepares high-potential women for
the Race Ratio pledge, a commitment to our top female talent. AWE has the promotion into leadership positions through a year-long training and development
publish our board and senior leadership following objectives: program. Following the launch of AWE, from 2019 to 2021,the number of women
diversity targets and our progress towards promoted to Partner stands at 45%:
them, and to create a culture that enables • Promote gender parity though a
diversity to thrive. We are proud to share
that at the end of December 2021, 34%
culture of sponsorship among both
women and men.
2021:
25% ofwerePartner
women
promotions
65% ofwerePrincipal
women
promotions
50% ofwerePartner 55% ofwerePrincipal

of our board and senior leadership was 2020: promotions promotions
• Advance the skills and capabilities
gender diverse, and 10% was racially/ women women
of current leaders and high-potential
ethnically diverse.
women, enabling them to contribute
We also understand that there is
to their highest level. 2019:
54% ofwerePartner
women
promotions
52% ofwerePrincipal
women
promotions
more work to do. We aspire to achieve • Create a pipeline of female candidates

leadership that is as diverse as the
communities we serve. We are actively
who can be promoted to broader roles.
• Create a cohort of women who
2018:
40% ofwerePartner
women
promotions
53% ofwerePrincipal
women
promotions
working to develop our next generation

of diverse leadership internally. will mentor the next generation of
female and male leaders within
2017:
38% ofwerePartner
women
promotions
Heidrick & Struggles.

Accelerating Women’s Excellence roadmap for helping to solve for mentor pairing to introduce them to
In 2017, we joined Paradigm for Parity, the unique set of challenges facing our more consultants across the firm and
a coalition of business leaders, board Professionals of Color Black employees. expand the network of colleagues they
members, and academics committed to Development Program can speak with, ask questions of, and
narrowing the corporate leadership gender In June 2020, we launched our Advancing In 2021, the ABL group grew into a learn from at the firm. We matched
gap. In support of this agenda, and given Black Leaders (ABL) group with a mission broader Professionals of Color mentorship 50+ mentor-mentee pairings and
our own commitment to expanding career to increase our empathy, understanding program. The idea behind this initiative is launched several listening sessions
development opportunities for women and cultural competency on the issues to support our ethnically diverse mid-level with the group to hear and understand
within our firm, we created and launched of race, diversity, and inclusion. The and junior new hires in Executive Search their experiences as diverse talent
the program Accelerating Women’s action group was charged with creating a and Heidrick Consulting with a consultant at the firm.

Diversity Begins at Home Diversity Statistics in our Governance Bodies, Board of Directors,
As part of our ongoing journey, we have made an internal commitment and Management Committee
to hold ourselves accountable by measuring our own progress on DE&I. as of December 31, 2021
Our achievements as of December 31, 2021: Gender Age Group Race/Ethnicity

Male 66% Under 30 0% Asian 3%
• Women represented 64% of our overall • Our Chief Human Resources Officer,
workforce globally. Chief Legal Officer & Corporate Female 34% 30-50 34% Black or African-American 7%
Secretary and Global Managing
• Women represented 69% of our new Over 50 66% Hispanic or Latino 0%
Partner, Head of Search Go-To-Market,
hires and 65% of our promotions
were women. Two or More Races 0%
globally.
• Our Regional Leader for the White 90%
• People of color represented 26% of our
Americas was a Black woman; our
overall workforce in the United States.
Regional Leader for Europe and Diversity Statistics in our Employee Population (VPs and Above)
• People of color accounted for 35% Africa was a woman. as of December 31, 2021
of our new hires and 21% of our Gender Age Group Race/Ethnicity (USA only)
• The leader of our Americas CEO &
promotions in the United States.
Board of Directors Practice and global Male 62% Under 30 0% Asian 6%
• 37% of our board of directors consisted Diversity, Equity & Inclusion practice Female 38% 30-50 58% Black or African-American 4%
of women, and 25% consisted of people was a Black man, and our Managing
of color, including three women, one Partner for Culture Shaping was a Over 50 42% Hispanic or Latino 2%
Black man and one Asian man (for board Hispanic woman. Two or More Races 1%
diversity statistics as of May 2022, see
• Women led our CEO & Board of White 87%
next page).
Directors, Chief Human Resource
• Our Management Committee, a global Officers, Corporate Officers and Diversity Statistics in our Employee Population (Below VPs)
body, was 32% gender diverse and 9% Financial Officers Practices, and two as of December 31, 2021
racially/ethnically diverse, including nine of our largest offices. Gender Age Group Race/Ethnicity (USA only)
women, one of whom was Black, and
one Asian man. Male 27% Under 30 33% Asian 12%
• Half of our CEO’s direct reports were Female 73% 30-50 49% Black or African-American 8%
diverse, including seven women, one Over 50 18% Hispanic or Latino 8%
of whom was multiracial.
Two or More Races 2%
White 70%

Board of Directors Diversity

as of May 2022
Race/Ethnicity/Nationality Years on the Board

4.5 Years
Average Tenure
4
3
1 of 7 1 of 7
1-3 4+
Years Years
Gender
African American/Black Asian/South Asian
43%
Women
Average Age
5 of 7 1 of 7 61 Years
Average Age
5
1 1
White/Caucasian Resident Outside 45-50 55-60 60+
of the U.S. Years Years Years

Employee Resource Groups Our 2021 ERGs Supplier Diversity

Employee Resource Groups (ERGs) are As a global company, we make a
Affinity Group Americas Europe & Africa APAC & Middle East
our affinity groups for women, people significant outlay when it comes to
of color, people with disabilities, and Women Women’s Inclusion Women’s Inclusion Women’s Inclusion purchasing supplies and services.
LGBTQ+ employees that give our Network—Americas Network—Europe Network—APAC Our Supplier Code of Conduct
employees a chance to share experiences, (WIN) (WIN) (WIN) outlines the following expectations
mentor, advocate, and engage internally of our suppliers:
Ethnically Diverse Professionals of Color Ethnic Diversity Not available
and with external networks. (POC) Engagement Network— • They will work with diverse suppliers
Europe (EDEN) while performing work on our behalf.
In 2021, our ERGs remained active
despite being virtual: LGBTQ Pride@Heidrick Pride@Heidrick Pride@Heidrick • They will meet the same standards for
supplier diversity as set by relevant
• Our Professionals of Color (POC) Disability #HEID (Honor Equality #HEID (Honor #HEID (Honor Equality
government entities.
ERG continued holding its “Courageous and Inclusion for Equality and Inclusion for and Inclusion for
Conversations” on race and equity Disability) Disability) Disability) • They will take reasonable efforts to
issues, including hosting a webinar engage minority-owned businesses,
with U.S. Congresswoman Grace Meng, women-owned businesses, LGBT-owned
New York State’s first and only • Our Pride@Heidrick, Americas businesses, and small businesses.
Asian-American Member of Congress. 2021 Pride Month Women’s Inclusion Network, and
POC ERGs came together to host a • They will regularly report the amount
• Our Professionals of Color (POC) In 2021, as part of our Pride Month session called “Unraveling Identity,” they spend with qualified diverse
ERG hosted a panel discussion, attended celebrations, the Pride@Heidrick discussing the ways unique identities companies on our behalf.
by our Chief Human Resources Officer, ERG hosted a global webinar entitled shape our experiences in the
Sarah Payne, covering the AWE, ABL, “The Journeys We Are On…” This workplace and beyond.
and POC development mentorship global discussion included LGBTQ+
programs at Heidrick & Struggles, as well • On August 26, Women’s Equality Day,
colleagues and allies across all
as the differences between mentorship the Americas Women’s Inclusion
levels of the organization sharing
and sponsorship. Network led our U.S. offices in
their experiences and journeys, with
commemorating the anniversary of the
in-depth and breakout sessions to
• Pride@Heidrick held a number of passing of the 19th Amendment that
explore experiences and reactions in
educational “office hours” on topics granted women the right to vote in
a candid and safe space.
such as Gender, Sex and Sexuality; the United States and reaffirming our
The LGBTQ+ Acronym; Inclusive Paradigm for Parity pledge to achieve
Language; and Tips for Being an Ally. gender parity by 2030.

Philanthropic Impact
We strongly believe that the benefits partner together to find ways to support
of our success and scale should enrich our communities. Global Day of Service 2021
all of our stakeholders, especially the
442 38 35 967
communities in which we operate. We In 2021, we hosted the “Great Heidrick
are committed to being responsible Bakeoff,” a global cooking, baking, and
global and corporate citizens by positively mixology competition and fundraiser for
contributing to the communities in which the United Nations World Food Program’s participating non-profits and global offices total hours
we work and live. Our global Philanthropic “ShareTheMeal,” a phone app from the employees organizations represented volunteered
Committee, formed in 2019, leads our United Nations WFP that enables people supported
approach to supporting charitable causes to “share their meals” with children
and philanthropic endeavors that matter to in need. Colleagues competed by
our employees, clients, and communities submitting recipes for their best dishes
around the world. We give back through while also giving back to a global Philanthropic Support and Volunteer Work
volunteer service, charitable giving, and organization that fights hunger throughout We hosted our third Global Day of Service, a day where we, as a firm, gave back to our
pro-bono work. the geographies where we live and work. communities through fundraising and volunteering. In 2021, we supported non-profits and
In total, employees donated more than organizations focused on education, food insecurity, healthcare and other local causes.
While working in a hybrid environment 3,600 meals through the program to
in 2021, our teams continued to those in need. Some highlights from our 2021 Global Day of Service include:
• Our Amsterdam office donated 250 meal • Our Atlanta, Bremen, Dublin, Houston,
kits to families affected by the pandemic. and Zurich offices helped clean local
• Our San Francisco office sorted and parks and areas around their cities.
distributed 1,000 meals for delivery. • Employees in Beijing, Shanghai,
• Our Dallas office wrote over 60 notes of and Dubai mentored local students
appreciation to healthcare workers. and scholars.
• Our Chicago and Tokyo offices • Employees in Hong Kong, Singapore,

donated over 100 books to each of London, and Los Angeles raised
their communities. funds to donate to philanthropic
organizations through athletic events.

Pro-Bono Work to nonprofits and select for-profits that

In addition to volunteer work carried out meet our criteria to receive assistance.
by our employees in their communities,
we also make financial and pro-bono Recipients from 2021 included mission-
contributions to non-profits and driven organizations from around the
organizations around the world that are world, and we supported organizations
aligned with our values. that offered healthcare services to
underserved populations, addressed
Through our Pro Bono Assignment food insecurity, provided humanitarian
Program, launched in 2020, we offer a aid to at-risk groups, educated youth
variety of professional services pro bono and teens, and more.
“As the world continued to face unprecedented challenges,

our employees found opportunities to step up in ways big
and small. Our firm’s global philanthropic efforts highlight the
best of our firm and demonstrate the impact we can have
when we come together to give back to others.”
Elizabeth Langel
Partner, Financial Services Practice,
Head of Global Philanthropic Committee,

Environmental Sustainability
Mitigating our climate impact
A
s one of the world’s largest “We continue to gain momentum on our ESG
HIGHLIGHTS executive recruiting and journey as we advance our long-term strategy and
leadership advisory firms, we
• We measured and disclosed our full Scopes 1, recognize the impact our offices execute on our priorities for all of the stakeholders
2, and 3 carbon footprint. and operations have on the planet and we serve. Our ESG commitment is aligned with
we acknowledge our responsibility to
• We reduced our carbon emissions by over 21%
reduce our environmental impact where
our purpose as a firm and further reinforces our
versus 2019. efforts to reduce our environmental impact and
possible and pursue environmental
• We decreased our global office square footage sustainability initiatives. We care about demonstrate good corporate citizenship.”
by 26%. our communities—local and global—
• We continued to reduce our waste through and we are committed to reducing our
overall recycling and e-waste recycling. environmental impact and creating Tracey Heaton
transparency around our activities. Chief Legal Officer and Corporate Secretary,
• We continued addressing our climate impact Heidrick & Struggles
through emissions reductions and the purchase
of carbon offsets through our partnership
with IndigoAg.

Carbon Emissions
In 2019, we began measuring our space due to hybrid working approaches. emissions source is the purchase of goods, most emissions in this category are
carbon footprint with the goal of Due to these changes, our largest sources including capital goods. In total, emissions from traditional commuting. Business
identifying hotspots, finding efficiencies, of emissions in 2021 were electricity use from these categories account for travel includes emissions from air travel,
and mitigating our carbon footprint. and employee commuting. approximately 20% of our total emissions. hotel stays, and car or train rides, though
As a professional services firm, most of Additional significant sources of emissions the largest impact within this category
our carbon emissions historically have In 2021, we expanded our carbon footprint come from employee commuting and is from air travel. Air travel decreased
stemmed from business air travel and measurement to include a complete business travel, which together account significantly during the COVID-19
office electricity use. In 2020 and 2021, assessment of our Scopes 1, 2, and 3 for a little over a quarter of our total pandemic and remained low in 2021.
we responded to the COVID-19 pandemic emissions. Our largest impact category is emissions. Employee commuting covers While we do not anticipate travel returning
by significantly reducing both our purchased electricity, accounting for nearly both traditional commuting to an office to pre-pandemic levels, it will likely
business air travel and our leased office 40% of total emissions. Our next largest location and telecommuting; however, increase again in the coming years.
Emissions by Scope
as of December 31, 2021:
Scope 1 Scope 3**

<1% 61%
Amount Percent Amount Percent
of Emissions of Total of Emissions of Total
(MT CO2e) Emissions (MT CO2e) Emissions
Vehicle Emissions 18 <1% Purchased Goods & Services 1,010 14.6%

Fugitive Emissions Total 2021 Emissions
6,920
Capital Goods 392 5.7%
(Refrigerants) 47 <1%
Fuel- and Energy- Related Activities 866 12.5%
Upstream Transportation & Distribution 20 <1%
Waste Generated in Operations 84 1.2%
Scope 2 *
MT CO2e
38.9%
Amount Percent Business Travel 624 9.1%
of Emissions of Total
(MT CO2e) Emissions Employee Commute 1,170 16.9%
Electricity *
Location-based electricity emissions are not assigned a percentage because this category is considered an
(Location-Based) 2,690 – alternative calculation methodology to the market-based emissions values. Market-based emissions factors take
into account the emissions intensity of local energy providers, if known. The location-based emissions factors
Electricity take into account regional emissions based on the EPA’s eGrid system.
(Market-Based) 2,700 38.9% **
Eight of the 15 Scope 3 categories do not apply to Heidrick & Struggles’ business model.

Carbon Reductions
Real Estate Carbon Offsets regenerative, sustainable agricultural
We pursue environmental sustainability In addition to our real estate efforts, we practices that reduce and sequester
initiatives when building, furnishing, and are committed to addressing our carbon carbon dioxide while enriching their
maintaining our offices globally, including emissions through a variety of approaches, soil. Indigo Ag’s model is unique among
working with vendors who focus on including the purchase of carbon offset carbon credit vendors—it offers technical
sustainable materials and products to help credits. We have partnered with Indigo and other support to growers and verifies
ensure our offices are as green as possible. Ag for a multi-year offset program (see carbon sequestered through a third-party CASE STUDY
We lease space in over 20 green buildings chart). Indigo Ag develops biological and audit for buyers. Indigo Ag’s work also
in the United States. We do not own any digital technologies that improve farmer supports U.N. Sustainable Development Shrinking our real
real estate. We are committed to making
environmentally responsible choices, such
profitability, environmental sustainability,
and consumer health. Their carbon
Goal 15: Life on Land by helping protect
and restore soil and farmland through
estate footprint and
as eliminating waste, reducing pollution, offset credits support farmers who adopt regenerative practices. our emissions
promoting recycling, utilizing repurposed In 2019, we began studying our
materials, and increasing energy efficiency Year Number of Credits Offset (Against 2021 Baseline)* carbon footprint, which shrank
to reduce our carbon footprint. considerably in 2020 and 2021 as
2021 2,000 28.9%
we transitioned to serving clients
In 2020, as most of our employees 2022 3,000 43.4%
virtually due to the pandemic. Our
began working remotely under our newly
2023 4,000 57.8% teams quickly adapted to our new
formalized Flexible Workspace philosophy,
Percentages in this column are based on 2021 emissions. Exact percent offset will depend on the relevant year’s emissions. hybrid working style. In order to
we began to reassess our total real estate
*
reduce the amount of unused office

footprint. We entered 2020 with 441,084
space we leased and reduce our
rentable square feet. Since 2020, we have
emissions, we downsized our office
successfully reduced our square footage
footprint by roughly 26% from 2020
to roughly 330,000—a 111,084 reduction
in square footage, or roughly 26% of our to 2021. We also worked to retain
real estate footprint. With office shrinkages and repurpose as much of the
occurring, it has also given us the furniture and office supplies from
opportunity to recycle furniture throughout those downsized offices as possible.
our various offices. In 2021, Heidrick & In fact, we furnished 95% of our new
Struggles served clients through a network Miami office with furniture from a
of leased office space in 46 cities in 26 previous office space in California.
countries around the world.

Paper
In 2020, we began shifting some of our Decrease in
Supplier Responsibility
paper contracts to DocuSign, an electronic Total Carbon Emissions Our efforts to reduce our carbon impact • Minimize the use of non-renewable
signature software company. The use of include selecting our suppliers responsibly. resources, reduce and recycle waste, and
DocuSign has increased efficiency by From 2019 to 2021, our total carbon We expect suppliers to adhere to our minimize the environmental impact of
precluding the use of printing and mailing emissions decreased by 1,880 MT Supplier Code of Conduct that, among their operations where possible.
or faxing documents. In 2021, we more CO2e, the equivalent of removing other expectations, addresses protecting
408 passenger vehicles from the • Present environmentally preferable
than tripled our environmental savings the environment. According to the Code,
road for a year. options and ensure that materials are
from using DocuSign versus 2020, as our suppliers must:
disposed of in an environmentally
use of it became more mainstreamed
For our non-digital documents, we responsible manner.
throughout the company. • Comply with all environmental laws
securely shredded and recycled our • Establish targets and be transparent
printed paper. In 2021, we recycled and regulations where our business is
in their progress toward those
over 42 metric tons of paper, conducted.
Our environmental environmental goals, including
avoiding over 220 MT of CO2e from • Conserve resources and protect the measuring, reporting, and reducing
impact reduction through being emitted. communities and environment that emissions, transport footprints, the
the use of DocuSign: surround them. use of materials and resources, water
use, and waste.
11,155 lb E-Waste
of wood We continued to expand our efforts
globally around decommissioning
32,846 gal electronic waste in a secure and
sustainable fashion, ensuring our data
of water is not put at risk. We also continued
working with certified vendors to manage
26,184 lb our e-waste recycling as we recognize
the important benefits, such as reducing
of carbon non-biodegradable waste from ending
up in landfills.
1,813 lb
of waste

Governance
A progressive culture starts at the top
O
ur organization is “The role of boards, CEOs and leaders is changing as
HIGHLIGHTS governed according
they address an increasingly complex set of issues and
to our values and
• We have an experienced and trusted board of directors2, ethics by our board challenges with far broader implications than in the
and more than 70% of our board are women or people of directors and management past. As we advise our clients and partner with various
of color. team. Through its committee
meetings and regular interactions
stakeholders and experts in the governance arena,
• Our board2 is committed to ongoing refreshment to with senior leadership, the board we are committed to leading by example, starting at
meet the evolving needs of the firm, and the average provides strategic direction to
tenure of our directors was 4.5 years. the top with our board and management team. This is
our Executive Search, Heidrick
• As a leading global professional services firm, we have Consulting and On-Demand Talent a perpetual, ever-evolving process, and our goal is to
developed a set of corporate values and a Code of Ethics operations, while encouraging ensure the effective leadership and sound governance
that guide our firm’s culture, ensuring we hold ourselves the development of new initiatives of our organization, today and well into the future.”
to the highest professional ethical standards. to ensure we continuously
• In order to maintain the trust of our clients, candidates, meet stakeholder needs and
and employees, we have a comprehensive set of data set industry standards. Krishnan Rajagopalan
President & CEO,
protection and privacy programs, policies, and practices
deployed and maintained throughout our organization.

Our Board of Directors

Our firm’s success is due in part to our vast network of global colleagues, including our experienced and trusted leadership team.
Well-run boards take an ongoing approach to refreshment and develop succession practices to meet evolving needs related to board
composition. Our board of directors2 is currently composed of six independent members and our President and CEO.
Adam Warby Krishnan Rajagopalan

Skills & Experience
Rajagopalan
Chairman of the board, President and Chief
Ex Officio member of all Executive Officer, and
Mesdag
Axelrod
Warby
Logan
Rauch
committees member of the board of
Bear
directors Experience
Public Company CEO Experience •
Elizabeth L. Axelrod Meg Bear Professional Services Industry Experience • • • • • •
Human Resources & Member of the Human Capital Expertise • • • • • •
Compensation Committee Human Resources
Chair and member of & Compensation C-Suite Leadership / General Management Experience • • • • • • •
the Nominating & Board Committee
Governance Committee International • • • • • • •
Risk Management • • • • • • •
Lyle Logan T. Willem Mesdag
Information Security / Cybersecurity Expertise • • •
Member of the Audit & Audit & Finance
Finance Committee and Committee Chair Mergers & Acquisitions • • • • •
the Nominating & Board and Member of the
Governance Committee Human Resources & Financial Literacy • • • • • • •
Compensation Committee
Technology / Digital Expertise • • •
Stacey Rauch Product Strategy & Development • •
Nominating & Board Customer-Focused / Sales • • • • • •
Governance Committee
Chair and member of Public Company Board Experience • • • • • • •
the Audit & Finance
Committee

Board Committees
The board conducts its business through meetings of the board and its three
committees: the Audit & Finance Committee, the Human Resources & Compensation
Committee, and the Nominating & Board Governance Committee. Each committee has
an approved written charter that is reviewed and revised annually, as needed.
• The Audit & Finance Committee • The Nominating & Board Governance
appoints and oversees our Committee is responsible for CEO
independent auditors and monitors succession planning and identifies
the integrity of our financial reporting and recommends Director nominees,
and audited financial statements. It considering how they bring diversity
is also responsible for establishing and complementary skills and
procedures around whistleblower experience to the board. Additionally,
complaints, ensuring compliance with it oversees corporate governance
our Code of Ethics, and reviewing matters, including our ESG initiatives,
any regulatory matters related to and partners with the Audit &
our financial statements with the Finance Committee to recommend
Chief Legal Officer. amendments to our Code of Ethics.
• The Human Resources &

Compensation Committee discharges
the board’s responsibilities relating
to compensation of executives and
firm-wide compensation plans.
Additionally, it annually reviews
human capital matters such as our
diversity and inclusion practices,
key metrics and talent pipeline,
as well as senior leadership
succession planning.

Ethics
Our Code of Ethics applies to all of EthicsLine to all company employees, contractors, remain anonymous. For access, dial
our employees, officers, directors, and The EthicsLine is an outlet for reporting vendors, stockholders, clients, or other 800-735-0589 toll-free in the United
independent contractors. It establishes alleged breaches of legal or regulatory interested parties. It is administered by an States, or 704-731-7242 outside the
clear ethical and professional guidelines, obligations, financial fraud, or violations independent third-party that specializes in United States, or visit www.Heidrick.
ensuring we hold ourselves to the highest of the Code or other corporate policies. running whistleblower hotline programs for ethicspoint.com for a full list of local
professional ethical standards. The Code Available 24/7 via the internet or a toll- companies throughout the United States. phone numbers.
is a reflection of our values and our free hotline, the EthicsLine is available Calls are not recorded, and callers may
commitment to acting with integrity and
high standards in all business practices.
Guidelines presented in the Code include:
• Fostering a respectful workplace

free of harassment.
• Embracing diversity and inclusion.
• Dealing fairly and honestly,
respecting private information, and
rejecting corruption.
• Preventing retaliation against anyone
who reports misconduct.
• Using social media responsibly,
and more.
Compliance with the Code is overseen

by the Audit & Finance Committee of the
Board. The Code is available in multiple
languages, and all employees generally
are required to certify that they have
reviewed, and are familiar with, the
Code annually.

Cybersecurity and Privacy

Our clients, candidates, and employees Cybersecurity Operations • IT change control Oversight
place a tremendous amount of faith in Confidentiality and information security are • Access provided on a “need to know” Our Chief Information Security Officer and
us to protect their most sensitive core to our Corporate Vision and Values. basis applied with “least privilege” the cybersecurity team are responsible for
information. Our success is, in part, It takes a combination of people, technical principle defining, implementing, and administering
built upon our dedication to not safeguards, and processes to protect appropriate measures to protect
allowing such information to become information at Heidrick & Struggles. • Regular, independent SOC1/SOC2 information across the firm.
public. Personal data is a critical audits for key SaaS providers
component of our business, and we are Some key safeguards we have in place are: • Regular security awareness training, Cybersecurity matters are overseen by
committed to the security and appropriate covering topics like phishing, social the Audit & Finance Committee of the
usage of that data in compliance with Policies & Process engineering, mobile and device security, board of directors. The Committee or full
applicable data protection laws and and protection of sensitive information board regularly reviews our cybersecurity
• Robust information security policies program with Management and receives
regulations. In order to maintain the trust
based on the ISO 27001 framework
of candidates, clients, individuals, and Technical Controls periodic updates on the evolving
the broader public, we have deployed a • Cybersecurity incident response threat landscape and our enhanced
• Frequent, independent third-party
comprehensive set of data protection and • Secure software development lifecycle efforts in light of those emerging risks.
vulnerability and penetration testing
privacy programs, policies, and practices Cybersecurity risks are also reviewed and
throughout our organization, which we • Third-party information risk • Regular system patching discussed with the Committee and the
regularly assess and update to reflect management process board as part of the annual Enterprise Risk
• Remote access using multi-factor
the evolving regulatory landscape and • Well documented processes to provide authentication Management assessment. Management
threat environment. and remove access in a timely manner has an annual SOX compliance program,
• Use of world class data centers
which incorporates the review of enterprise
protected by robust physical and
technology controls. This program
environmental controls
includes reviews by our internal and
• Encrypted data transmission external auditors. We also maintain a cyber
• 7x24x365 security monitoring enterprise insurance policy to potentially
defray some of the costs associated with
• System redundancy and resilience to a breach. In 2021, we did not experience
ensure business continuity any information security breaches.

Privacy Data Ethics and Transparency

We have adopted a Global Privacy Policy We maintain reasonable technical and
to address compliance with applicable organizational measures to protect
data privacy laws, including data personal information from loss, misuse and
collection, use, processing, disclosure, unauthorized access, disclosure, alteration,
retention, and destruction. We regularly and destruction. As part of our data
update our Privacy Policy, which is governance processes, we periodically
available in multiple languages, to reflect assess our data privacy compliance
new and updated data protection laws program with external experts to help
and regulations that apply to our business identify ways to improve and evolve our
and our new service offerings. Through policies and practices. We will continue
our privacy policies and approaches, we our efforts to make our dealings in relation
inform individuals whose personal data to personal data transparent, including
we process what data we collect, how we informing individuals how they can
use it, who we share it with and for what exercise their rights to access and control
purpose, how long we keep it, and how their personal data, thereby empowering
we protect it. individuals to make informed choices in
the process. Certain jurisdictions, such as
The foundations to our business are the EU, assign rights to such individuals
confidentiality and security. Without (called “data subjects”), or anyone whose
them, we would not be the trusted personal data is being used, processed,
partner we are to our clients. Our staff or transferred. To ensure transparency
are engaged in our ongoing training around this process, we maintain a
and awareness program to remind them data subject rights phone hotline and
that privacy comes first, to protect our dedicated email via which our data
candidates, our clients, our participants, subjects can easily request information on
and our colleagues. their personal data. Regardless of location,
we seek to honor all data requests from
individuals. Learn more about our Data
Subject Rights Hotline.
Endnotes
Global updates include women globally and ethnic diversity for women and men in Australia, Canada, the United Kingdom
1
and the United States, where we currently track ethnicity. (pages 3, 5, 8, 10, 12)
As of May 2022. (pages 34, 35)
2

Appendix
GRI 102: General Disclosures
Organizational Profile
Disclosure Description Cross-Reference or Answer
102-1 Name of the organization Heidrick and Struggles International, Inc.
102-2 Activities, brands, products, and services About Heidrick & Struggles
102-3 Location of headquarters Chicago, Illinois, U.S.
102-4 Location of operations Heidrick & Struggles operates in 26 countries.

See our Annual Report on Form 10-K for regions where significant operations are located.
102-5 Ownership and legal form Heidrick & Struggles is a publicly traded company under the symbol "HSII" on the NASDAQ Stock Market.
102-6 Markets served Annual Report on Form 10-K
102-7 Scale of the organization Annual Report on Form 10-K
102-8 Information on employees and other workers Our People
102-10 Significant changes to the organization and its supply chain Our Services
Real Estate
102-12 External initiatives We are members of the AESC Diversity Pledge, Change the Race Ratio and Paradigm for Parity. Additionally, we have
created the Board Diversity Pledge, Board Network and Leadership Network to support our DE&I commitment and bring
together leaders across organizations for mutual benefit.
102-13 Membership of associations We have relationships with a broad array of respected organizations that we draw upon in our journey and help us
advance our business goals and fulfill our commitments to our employees, clients and the communities where we live and
work. These include: Ascend Pinnacle; Asian American Business Development Center; Association of Executive Search
and Leadership Consultants (AESC); The Conference Board; The Executive Leadership Council; The Latino Corporate
Directors Association; The National Association of Corporate Directors; FTSE Women Leaders; NASDAQ; INSEAD; and
Stanford University.

Strategy
102-14 Statement from senior decision-maker A Message from Our President & CEO
Ethics and Integrity

102-16 Values, principles, standards, and norms of behavior Our Culture & Values
Ethics
102-17 Mechanisms for advice and concerns about ethics Ethics
Governance
102-18 Governance structure Governance
102-19 Delegating authority Governance
102-20 Executive-level responsibility for economic, environmental, Governance

and social topics
102-21 Consulting stakeholders on economic, environmental, We engage with our stakeholders regularly through a variety of avenues, including meetings, forums, conferences
and social topics and events, recruitment events, marketing communications, social media, newsletters and more.
102-22 Composition of the highest governance body and its committees Our Board of Directors
102-23 Chair of the highest governance body Our Board of Directors
102-26 Role of highest governance body in setting purpose, values, Governance

and strategy
102-27 Collective knowledge of highest governance body Our Board of Directors
102-36 Process for determining remuneration Our Board of Directors

Stakeholder Engagement
102-40 List of stakeholder groups We engage with the following stakeholders to advance our purpose as a firm: employees and potential employees;
clients and potential clients; candidates and potential candidates; stockholders and potential stockholders; and
vendors/suppliers.
Reporting Practice
102-45 Entities included in the consolidated financial statements Annual Report on Form 10-K
102-46 Defining report content and topic boundaries About this Report
102-47 List of material topics We have not yet conducted a materiality analysis but hope to do so in future years.
102-48 Restatements of information No information has been restated.
102-50 Reporting period January 1 - December 31, 2021
102-51 Date of most recent report April 2021
102-52 Reporting cycle January 1 - December 31, 2021
102-54 Claims of reporting in accordance with the GRI Standards About this Report
102-55 GRI content index Appendix

GRI 200-400: Topic-Specific Disclosures
Economic Topics
GRI Topic Disclosure Description Cross-Reference or Answer
Economic performance 201 Management Approach See Annual Report on Form 10-K
201-1 Direct economic value generated and distributed See Annual Report on Form 10-K
201-2 Financial implications and other risks Environmental Sustainability

and opportunities due to climate change
201-3 Defined benefit plan obligations and other retirement plans Our Benefits
See Annual Report on Form 10-K
Indirect Economic Impacts 203 Management Approach Philanthropic Impact

Real Estate
203-1 Infrastructure investments and Philanthropic Impact
services supported Real Estate
Procurement Practices 204 Management Approach Environmental Sustainability
Supplier Diversity
Anti-corruption 205 Management Approach Ethics
Taxes 207 Management Approach See Annual Report on Form 10-K
207-1 Approach to tax See Annual Report on Form 10-K
207-2 Tax governance, control, and risk management See Annual Report on Form 10-K

Environmental Topics
Materials 301 Management Approach Environmental Sustainability
Energy 302 Management Approach Environmental Sustainability
302-4 Reduction of energy consumption Environmental Sustainability
Emissions 305 Management Approach Environmental Sustainability
305-1 Direct (Scope 1) GHG emissions Carbon Emissions
305-2 Energy indirect (Scope 2) GHG emissions Carbon Emissions
305-3 Other indirect (Scope 3) GHG emissions Carbon Emissions
305-5 Reduction of GHG emissions Carbon Reductions
Waste 306 Management Approach Environmental Sustainability
306-4 Waste diverted from disposal Carbon Reductions
Supplier Environmental 308 Management Approach Environmental Sustainability

Assessment

Social Topics
Employment 401 Management Approach Our People
401-1 New employee hires and employee turnover Our People and SASB table
Occupational Health 403 Management Approach Our People

and Safety
403-6 Promotion of worker health Our Benefits
Training and Education 404 Management Approach Our People
404-1 Average hours of training per year per employee Talent Development
404-2 Programs for upgrading employee skills and transition Our People
assistance programs Equitable Advancement Programs
Diversity and Equal 405 Management Approach Diversity, Equity & Inclusion
Opportunity
405-1 Diversity of governance bodies and employees Diversity Begins at Home
405-2 Ratio of basic salary and remuneration of women to men Pay Equity
Non-discrimination 406 Management Approach Diversity, Equity & Inclusion

Our People
Local Communities 413 Management Approach Philanthropic Impact
413-1 Operations with local community engagement, impact assessments, Philanthropic Impact
and development programs
Supplier Social Assessment 414 Management Approach Supplier Diversity
Customer Privacy 418 Management Approach Cybersecurity and Privacy

SASB: Professional & Commercial Services Sustainability Accounting Standard
SASB Topic Metric Category Unit of Measure Code Cross-reference or answer

Data Security Description of approach to identifying and Disucssion and analysis n/a SV-PS-230a.1 Cybersecurity and Privacy
addressing data security risks
Description of policies and practices Disucssion and analysis n/a SV-PS-230a.2 Cybersecurity and Privacy
relating to collection, usage, and retention
of customer information
(1) Number of data breaches, Quantitative Number, percentage (%) SV-PS-230a.3 Cybersecurity and Privacy
(2) percentage involving customers' 0 material data security breaches
confidential business information (CBI) or
personally identifiable information (PII),
(3) number of customers affected
Workforce Percentage of gender and racial/ethnic Quantitative Percentage (%) SV-PS-330a.1 Diversity Begins at Home
Diversity & group representation for (1) executive management
Engagement and (2) all other employees
(1) Voluntary and (2) involuntary turnover Quantitative Rate SV-PS-330a.2 Employee turnover rate
rate for employees (between January 1 - December 31, 2021):
Voluntary terms: 17%
Involuntary terms: 2%
Employee engagement as a percentage Quantitative Percentage (%) SV-PS-330a.3 We do not currently track this metric.
Professional Description of approach to ensuring Disucssion and analysis n/a SV-PS-510a.1 Ethics
Integrity professional integrity
Total amount of monetary losses as a Quantitative Reporting SV-PS-510a.2 We do not publicly disclose this information.
result of legal proceedings associated with professional currency
integrity
Acitivity Metrics Employee hours worked, percentage billable Quantitative Hours, percentage (%) SV-PS-000.B Not all Heidrick employees work on a billable hours basis.
Number of employees by: (1) full-time and Quantitative Number SV-PS-000.A Our People
part-time, (2) temporary, and (3) contract

Heidrick & Struggles International, Inc.
233 South Wacker Drive Willis Tower - Suite 4900
Chicago, IL 60606-6303
+1 312 496 1200
www.heidrick.com
legaldepartment@heidrick.com

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2021 ESG Report

Contents About this Report

HEIDRICK & STRUGGLES | 2021 ESG REPORT 2

HEIDRICK & STRUGGLES | 2021 ESG REPORT 3

HEIDRICK & STRUGGLES | 2021 ESG REPORT 4

HEIDRICK & STRUGGLES | 2021 ESG REPORT 5

About Heidrick & Struggles

HEIDRICK & STRUGGLES | 2021 ESG REPORT 6

and culture shaping.

one leadership team at a time®

To serve our clients

HEIDRICK & STRUGGLES | 2021 ESG REPORT 8

Executive Search We employ a data and insights-driven

HEIDRICK & STRUGGLES | 2021 ESG REPORT 9

Our Broader Impact with Clients

CEO & Board of or ethnically diverse, on par with 2020.

HEIDRICK & STRUGGLES | 2021 ESG REPORT 10

Director Institute “Boards have long known that the

HEIDRICK & STRUGGLES | 2021 ESG REPORT 11

Diversity, Equity The DE&I Practice’s approach is built

HEIDRICK & STRUGGLES | 2021 ESG REPORT 12

HEIDRICK & STRUGGLES | 2021 ESG REPORT 13

Social Impact Practice “As we witness a real-time

HEIDRICK & STRUGGLES | 2021 ESG REPORT 14

Industry Recognition and Commitment

We continue to be an active participant as part of the AESC’s

HEIDRICK & STRUGGLES | 2021 ESG REPORT 15

HEIDRICK & STRUGGLES | 2021 ESG REPORT 16

1,081 develop, and retain our people

Full-time 1,069 274 453 diverse and inclusive culture and

HEIDRICK & STRUGGLES | 2021 ESG REPORT 17

Health and Safety

In 2021, we initiated a phased More broadly, we offer various

HEIDRICK & STRUGGLES | 2021 ESG REPORT 18

HEIDRICK & STRUGGLES | 2021 ESG REPORT 19

HEIDRICK & STRUGGLES | 2021 ESG REPORT 20

HEIDRICK & STRUGGLES | 2021 ESG REPORT 21

We provide all employees with the Recognizing

HEIDRICK & STRUGGLES | 2021 ESG REPORT 22

Diversity, Equity & Inclusion

HEIDRICK & STRUGGLES | 2021 ESG REPORT 23

Equitable Advancement Excellence (AWE) in 2018 to prepare

50% ofwerePartner 55% ofwerePrincipal

more work to do. We aspire to achieve • Create a pipeline of female candidates

working to develop our next generation

Heidrick & Struggles.

HEIDRICK & STRUGGLES | 2021 ESG REPORT 24

Our achievements as of December 31, 2021: Gender Age Group Race/Ethnicity

HEIDRICK & STRUGGLES | 2021 ESG REPORT 25

Board of Directors Diversity

Race/Ethnicity/Nationality Years on the Board

HEIDRICK & STRUGGLES | 2021 ESG REPORT 26

Employee Resource Groups Our 2021 ERGs Supplier Diversity

HEIDRICK & STRUGGLES | 2021 ESG REPORT 27

• Our Chicago and Tokyo offices • Employees in Hong Kong, Singapore,

HEIDRICK & STRUGGLES | 2021 ESG REPORT 28

Pro-Bono Work to nonprofits and select for-profits that

“As the world continued to face unprecedented challenges,

HEIDRICK & STRUGGLES | 2021 ESG REPORT 29

HEIDRICK & STRUGGLES | 2021 ESG REPORT 30

Scope 1 Scope 3**

Vehicle Emissions 18 <1% Purchased Goods & Services 1,010 14.6%

HEIDRICK & STRUGGLES | 2021 ESG REPORT 31

reduce the amount of unused office

Director Institute “Boards have long known that the

Social Impact Practice “As we witness a real-time

“As the world continued to face unprecedented challenges,