ESGBERT/environment_data · Datasets at Hugging Face

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As our business continues to grow and evolve, we strive to advance environmental practices that reduce the impact of our operations.
We believe that adherence to our responsible business practices and effective execution of our strategic environmental and social stewardship collectively strengthen the long-term value creation for our shareholders.
Our Responsible Business Practices — Board Independence and Diversity We are proud to have ten highly qualified and experienced directors on our Board, collectively bringing a broad range of executive leadership, consumer retail, restaurant and food service, digital marketing, operations, merger and acquisition (M&A), finance and accounting expertise, as well as broad gender, race, ethnicity and geographic diversity.
While we do not have a formal policy for board diversity, our Nominating and Corporate Governance Committee considers diversity of skill, viewpoint, experience, background and other qualities in its overall selection.
The Board meets regularly with the Senior Leadership Team to discuss strategy and risks facing Casey’s, and at least semiannually the Board receives an update provided by the Director of Enterprise Risk on risk identification, assessment, management and mitigation strategies.
Our Enterprise Risk Management (ERM) annual risk assessment process provides for engagement with subject matter experts (SMEs), visibility into strategic initiatives, accountability for risk mitigation consistent with risk tolerance, and use of metrics to monitor and indicate level of risk.
In addition to the work of ERM, we maintain a continuous focus on risk mitigation and preparedness through other key business units as well, such as our Risk Management, Asset Protection, Public Relations, Legal and Information Technology teams who are responsible for coordinating critical incident response activities with key internal and external stakeholders (see “Data Privacy and Cybersecurity”).
Together, these cross-functional business leaders have responsibility for the direction, management and execution of Casey’s ongoing risk mitigation and readiness practices.
We are focused on doing our part to further an environment that does not tolerate human trafficking, forced labor or underage employment, and we expect our business partners to behave similarly.
Additionally, although outside of our geographic footprint, our Information Technology (IT) leadership team proactively initiated a holistic data privacy risk assessment as a road map to the general components of California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR) in preparation for any new regulatory requirements.
We also invested over $equipment and upgrades to the payment systems for our fuel dispensers to decrease point-of-sale fraud and keep guest information secure.
We plan and manage our broad assortment of packaged and freshly prepared food, fuel selections and other products provided across our the demand and buying preferences of our guests.
Our supplier selection depends on many considerations, including quality assurance, safety, pricing, financial viability, delivery performance, environmental practices and innovation.
Our Chief Operating Officer and Chief Merchandising Officer are responsible for the execution of our supply chain management and are accountable to our CEO and the Audit Committee for adopting risk mitigation and contingency planning strategies.
We plan to continue to enhance risk mitigation and assess responsible sourcing options across our organization.
We manage our supply chain and order fulfillment process to best optimize our distribution centers and in-house fleet network to reduce the time, cost and environmental impact of our distribution where possible.
For example, our Midwest footprint has allowed us to establish local agricultural relationships to meet the increasing demand for our renewable biofuel options.
We exercise stewardship in maintaining awareness and understanding of rules and regulations impacting Casey’s and the overall convenience and fuel retailing industry.
We strive to provide a work environment where team members are treated with respect, dignity and honesty and where high performance is expected and rewarded.
Our Board and Senior Leadership Team are committed to creating a culture that promotes Diversity, Equity and Inclusion (DEI) and incorporates strategic objectives to attract, develop and retain diverse talent.
We aim for an inclusive DEI environment that fully embraces the diversity of our team members, regardless of ethnicity, gender, age, disability, cultural background, sexual orientation or religious beliefs.
As a result, our Extended Leadership Team represents varied backgrounds, skills, viewpoints and experiences, as well as diversity by gender, sexual orientation, race and ethnicity.
We believe that Casey’s mission is best achieved by attracting and retaining a diverse mix of team members to be part of our vibrant, motivated working environment and develop valuable leadership skills.
We deliver upon this commitment through robust safety policies, comprehensive team member education and training, and ongoing investments in industryleading technology designed to promote a safe and positive environment.
Our objective is to maintain a safe environment for our team members serving within our 2,200+ stores.
FUEL OPERATIONS SAFETY PRACTICES The Environmental Protection Agency (EPA) and Occupational Safety and Health Administration (OSHA) require compliance with specific regulations and targeted training for convenience stores that operate fuel facilities.
EPA-mandated training focuses on UST procedures that protect the environment by ensuring operators know how to prevent or reduce the effect of spills.
Our Team Our Fuel Transportation Department is fully committed to safety and compliance while providing dependable quality fuel transportation to our stores.
We have policies and procedures in place that promote safe practices in all phases of our fuel operations with stringent standards to prevent accidents and adhere to applicable safety regulations on local, state and federal levels.
Convenience stores were declared an “essential business” by the government due to the fact that we sell fuel and groceries.
The measures we took to protect our guests and team members made our stores safe places for our communities to obtain essential needs like fuel, groceries and fresh food.
To increase the safety of our team members and guests, we installed plexiglass shields at all cash registers; provided personal protective equipment; enhanced cleaning procedures inside our stores and at the pumps; implemented health and temperature checks at our stores, our distribution centers and our Store Support Center; established social distancing at our stores; and implemented contactless delivery options.
In some of these rural parts of our footprint, Casey’s was one of the few businesses, and at times the only business, open to meet the needs of the community.
Not only does this new approach provide our guests with a lower-calorie donut with equally great taste, but it also reduces our annual oil usage by our reducing landfill and food waste.
We focus on food banks in our footprint.
Over the past year, our efforts focused on building stronger communities across our Midwest footprint by extending financial support for needs in education, hunger and community servants.
HUNGER We partner with Feeding America® to provide funds and inkind food donations that will reach school-aged children and their families within Casey’s Midwest footprint.
Many team members also drive positive impacts as leaders on charitable boards such as United Way, Junior Achievement, Wildwood Hills Ranch, and Courage League Sports.
As part of being responsible community members, we strive to build a sustainable future for our team members, guests and communities through our environmental stewardship.
We work to minimize the negative environmental impact of our operations and improve our sustainability practices across our business.
Below we share some of our current initiatives specifically as they relate to the areas of energy management, fuel operations, distribution and fleet management, and water and waste management.
We strive to incorporate improvements to our design specifications to improve our energy efficiency where possible.
With our phased approach through we converted over 1,000 existing stores to LED lighting, reducing our carbon footprint for interior lights, parking lot lights, exterior canopies, cooler/freezer lights and facade sign lighting.
As a result, we anticipate reducing our lighting energy consumption by over for a total reduction of over 36 million kilowatt-hours (kWh) per year.
Substantially all of Casey’s stores now use LED lighting, and, as we continue to expand our store footprint, we continue to incorporate LED into our new build and renovation construction.
Overall, new stores are built to meet or exceed applicable Model Energy Codes, including but not limited to energyefficient HVAC, LED lighting, refrigeration system upgrades, exhaust and water-heating equipment, low-flow aerators, rooftop units, irrigation systems, and energy-efficient windows and doors.
We also evaluate renewable energy options as part of our energy management.
We recently installed solar panels at our new distribution center in Joplin, Missouri, that opened in April 2021.
While our stores do not currently utilize solar energy directly, at where we commit to purchasing an amount of solar- and wind-generated energy from the garden, resulting in an environmental offset of 25-100% of the energy usage for participating stores. REFRIGERANT MANAGEMENT We continue to improve our refrigeration and HVAC systems through exploring and implementing new designs to maximize energy efficiency and minimize water consumption.
We are diligent in maintaining our refrigeration equipment to optimize energy-efficient systems and minimize leakage from our air conditioning and refrigeration units.
We are currently working with a third party to assess and baseline our refrigeration energy consumption to guide decision-making for continual upgrade enhancements and replacement cycles.
Our new stores are built to meet or exceed applicable Model Energy Codes.
Casey’s is proud to source all our fuel domestically from major petroleum suppliers and integrated advanced biofuel providers.
Approximately blended with renewable fuel, either ethanol or biodiesel, at varying proportions across all of our stores.
Every new store build has capability to sell higher blended ethanol, and we aim to continue growing sales of renewable fuels throughout our footprint.
To date, the consumer EV demand within our Midwest footprint has been comparatively lower than the levels along the East and West coasts.
We have also participated in grant opportunities and with local utilities such as MidAmerican Energy in Iowa and Omaha Public Power District in Nebraska.
We carefully manage and optimize our store order fulfillment to reduce miles driven, improve load utilization and increase fuel efficiency.
Our transportation and distribution teams have also advanced other various initiatives aimed at collectively reducing our GHG emissions.
By utilizing our company fleet operations to deliver the majority of in-store merchandise and fuel to our stores, we can better ensure the safety and quality of our food and products throughout the distribution chain.
ENERGY-EFFICIENT DISTRIBUTION NETWORK Our stores and supplier manufacturing facilities are within our distribution centers’ optimum efficiency range, positioning us to better reduce our transportation needs, increase delivery reliability and lower the environmental impact of our operations.
Shipments then reach individual stores throughout our distribution network utilizing route optimization software and techniques, thus enabling an approximate delivery of our fuel supplies with our company-owned truck fleet.
FLEET STRATEGY AND FUEL EFFICIENCY IMPROVEMENTS We manage the emissions impact of our transportation fleet through a focus on improving route efficiencies, delivery schedules and vehicle idling.
We are pleased with the positive impact of these various initiatives to lower our overall GHG emissions and continually analyze other initiatives as part of our fleet management.
We work to reduce waste in all areas throughout our business by focusing on recycling, sustainable packaging and reducing food waste through donations.
Where possible, we also integrate various water conservation measures with water-efficiency features throughout our operations.
WATER We have installed low-flow, touchless faucets, hands-free flushing sensors and other water-reducing hardware.
We maintain our car washes to minimize both water and chemical use.
We replace high-pressure nozzles at our highvolume locations yearly and aim to have machine speeds set at efficient levels to reduce water waste.
SUSTAINABLE PACKAGING We believe that transitioning to sustainable packaging is an important step toward minimizing our negative environmental impact, as well as ensuring the safety and welfare of our guests and communities.
We are also aligning with industry-standard initiatives to increase the share of renewable sources and recycled materials from certified sources.
We are on a path to have paper for our in-house food packaging sourced to be either Forest Stewardship Council (FSC)- or Sustainable Forestry Initiative (SFI)-certified by forestry practices.
We strive to reduce food waste and increase food recovery to improve operational efficiencies, reduce our environmental impact and reduce hunger in our communities.
Represented by and 169 targets, the SDGs address challenges of poverty, inequality, climate change, environmental degradation, peace and justice.
This table incorporates accounting standards from the Sustainability Accounting Standards Board (SASB) related to Food Retailers & Distributors and to Oil & Gas Refining & Marketing.
GHG Emissions Methodology Document ...... Sustainability Accounting Standards Board Reference Table ...............................................
These events, along with critical discussions around inclusion, equity and justice, underscore the importance of transparent and evolving environmental, social and governance (“ESG”) programs and policies.
— Greenhouse gas (“GHG”) emissions declined by 12% compared with 2020.
— Reducing our Scope — Reducing our Scope 2 emissions by 50% per employee, including contractors* — Reducing our Scope 3 emissions from business travel by 50% per employee, including contractors* — We provided more than 5,400 hours of volunteer service and contributed upwards of $4.3 million in pro bono services, more than doubling pro bono services compared with 2020.
The achievements shared in this report reflect the ambition, energy and commitment of individuals across FTI Consulting.
FTI Consulting’s TCFD, SASB and organizational diversity data disclosures, such as our EEO-1 report, are published in the Appendix of this report.
Furthermore, FTI Consulting is a signatory of the United Nations (“UN”) Global Compact and supports the Ten Principles on human rights, labor, environment and anti-corruption (the “Principles”).
“C” is for Creativity, which is meant to capture the ideas of innovation and measured risk-taking for the firm, as well as anticipating future client needs and doing the right thing for clients every day.
At FTI Consulting, we measure our impact not only through the value we deliver to our clients but also through how we leverage our unique and diverse expertise to benefit our employees, clients, shareholders, communities and the environment more broadly.
As such, we are a signatory of the UN Global Compact and support the Ten Principles on human rights, labor, environment and anti-corruption.
FTI Consulting drives sustainable growth by investing in talented professionals, managing our carbon footprint and delivering on our clients’ needs, which includes advisory work on ESG-related matters.
We have invested in talent development opportunities for our employees, expanded employee benefits and focused on building an inclusive environment that allows our professionals to bring their diverse background and experience to our teams.
We are committed to doing our part to promote environmental stewardship.
We’ve set targets to reduce our GHG emissions for Scope emissions from business travel significantly by 2030 as part of our net-zero commitment, and submitted our letter of intent to the Science Based Targets initiative (“SBTi”) to validate our emissions reduction targets.
We have also deployed strategic initiatives and policies to reduce the carbon footprint of each employee over time, including providing our employees with education on efficient travel practices and technology to engage in virtual engagements when possible.
Our office spaces have also been reconfigured to reduce square footage per employee, and we’ve embraced a hybrid working model to reduce our GHG emissions.
Having teams of diverse professionals not only progresses our Diversity, Inclusion & Belonging efforts and strengthens FTI Consulting’s culture — it helps our people deliver high-quality outcomes for clients.
Similarly, operating as responsible environmental stewards is not solely part of our long-term strategy to mitigate climate change but something our clients increasingly see as paramount to sustainable growth.
INTRODUCTION \| ENVIRONMENT \| SOCIAL \| GOVERNANCE \| APPENDIX Helping Our Clients Realize Their ESG Ambitions We are not only committed to delivering on our ESG and sustainability commitments as a firm, we are also helping clients deliver on theirs.
Quantify current and anticipated financial, environmental and social impacts of business operations across a range of climaterelated scenarios.
Assist companies in prioritizing, procuring and financing renewable energy, energy conservation and energy optimization, including storage.
Empower companies to efficiently collect and disclose data in order to satisfy multiple regulatory requirements related to climate and environmental impact.
Develop strategies to engage with environmental or community activists on issues that impact reputation and operations.
Develop and execute mitigation strategies, including an incident response plan and proactive employee training.
INTRODUCTION \| ENVIRONMENT \| SOCIAL \| GOVERNANCE \| APPENDIX Four independent directors, each with a diverse background and skillset, comprise the Nominating, Corporate Governance and Social Responsibility Committee of the Board of Directors.

As our business continues to grow and evolve, we strive to advance environmental practices that reduce the impact of our operations.

We believe that adherence to our responsible business practices and effective execution of our strategic environmental and social stewardship collectively strengthen the long-term value creation for our shareholders.

Our Responsible Business Practices — Board Independence and Diversity We are proud to have ten highly qualified and experienced directors on our Board, collectively bringing a broad range of executive leadership, consumer retail, restaurant and food service, digital marketing, operations, merger and acquisition (M&A), finance and accounting expertise, as well as broad gender, race, ethnicity and geographic diversity.

While we do not have a formal policy for board diversity, our Nominating and Corporate Governance Committee considers diversity of skill, viewpoint, experience, background and other qualities in its overall selection.

The Board meets regularly with the Senior Leadership Team to discuss strategy and risks facing Casey’s, and at least semiannually the Board receives an update provided by the Director of Enterprise Risk on risk identification, assessment, management and mitigation strategies.

Our Enterprise Risk Management (ERM) annual risk assessment process provides for engagement with subject matter experts (SMEs), visibility into strategic initiatives, accountability for risk mitigation consistent with risk tolerance, and use of metrics to monitor and indicate level of risk.

In addition to the work of ERM, we maintain a continuous focus on risk mitigation and preparedness through other key business units as well, such as our Risk Management, Asset Protection, Public Relations, Legal and Information Technology teams who are responsible for coordinating critical incident response activities with key internal and external stakeholders (see “Data Privacy and Cybersecurity”).

Together, these cross-functional business leaders have responsibility for the direction, management and execution of Casey’s ongoing risk mitigation and readiness practices.

We are focused on doing our part to further an environment that does not tolerate human trafficking, forced labor or underage employment, and we expect our business partners to behave similarly.

Additionally, although outside of our geographic footprint, our Information Technology (IT) leadership team proactively initiated a holistic data privacy risk assessment as a road map to the general components of California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR) in preparation for any new regulatory requirements.

We also invested over $equipment and upgrades to the payment systems for our fuel dispensers to decrease point-of-sale fraud and keep guest information secure.

We plan and manage our broad assortment of packaged and freshly prepared food, fuel selections and other products provided across our the demand and buying preferences of our guests.

Our supplier selection depends on many considerations, including quality assurance, safety, pricing, financial viability, delivery performance, environmental practices and innovation.

Our Chief Operating Officer and Chief Merchandising Officer are responsible for the execution of our supply chain management and are accountable to our CEO and the Audit Committee for adopting risk mitigation and contingency planning strategies.

We plan to continue to enhance risk mitigation and assess responsible sourcing options across our organization.

We manage our supply chain and order fulfillment process to best optimize our distribution centers and in-house fleet network to reduce the time, cost and environmental impact of our distribution where possible.

For example, our Midwest footprint has allowed us to establish local agricultural relationships to meet the increasing demand for our renewable biofuel options.

We exercise stewardship in maintaining awareness and understanding of rules and regulations impacting Casey’s and the overall convenience and fuel retailing industry.

We strive to provide a work environment where team members are treated with respect, dignity and honesty and where high performance is expected and rewarded.

Our Board and Senior Leadership Team are committed to creating a culture that promotes Diversity, Equity and Inclusion (DEI) and incorporates strategic objectives to attract, develop and retain diverse talent.

We aim for an inclusive DEI environment that fully embraces the diversity of our team members, regardless of ethnicity, gender, age, disability, cultural background, sexual orientation or religious beliefs.

As a result, our Extended Leadership Team represents varied backgrounds, skills, viewpoints and experiences, as well as diversity by gender, sexual orientation, race and ethnicity.

We believe that Casey’s mission is best achieved by attracting and retaining a diverse mix of team members to be part of our vibrant, motivated working environment and develop valuable leadership skills.

We deliver upon this commitment through robust safety policies, comprehensive team member education and training, and ongoing investments in industryleading technology designed to promote a safe and positive environment.

Our objective is to maintain a safe environment for our team members serving within our 2,200+ stores.

FUEL OPERATIONS SAFETY PRACTICES The Environmental Protection Agency (EPA) and Occupational Safety and Health Administration (OSHA) require compliance with specific regulations and targeted training for convenience stores that operate fuel facilities.

EPA-mandated training focuses on UST procedures that protect the environment by ensuring operators know how to prevent or reduce the effect of spills.

Our Team Our Fuel Transportation Department is fully committed to safety and compliance while providing dependable quality fuel transportation to our stores.

We have policies and procedures in place that promote safe practices in all phases of our fuel operations with stringent standards to prevent accidents and adhere to applicable safety regulations on local, state and federal levels.

Convenience stores were declared an “essential business” by the government due to the fact that we sell fuel and groceries.

The measures we took to protect our guests and team members made our stores safe places for our communities to obtain essential needs like fuel, groceries and fresh food.

To increase the safety of our team members and guests, we installed plexiglass shields at all cash registers; provided personal protective equipment; enhanced cleaning procedures inside our stores and at the pumps; implemented health and temperature checks at our stores, our distribution centers and our Store Support Center; established social distancing at our stores; and implemented contactless delivery options.

In some of these rural parts of our footprint, Casey’s was one of the few businesses, and at times the only business, open to meet the needs of the community.

Not only does this new approach provide our guests with a lower-calorie donut with equally great taste, but it also reduces our annual oil usage by our reducing landfill and food waste.

We focus on food banks in our footprint.

Over the past year, our efforts focused on building stronger communities across our Midwest footprint by extending financial support for needs in education, hunger and community servants.

HUNGER We partner with Feeding America® to provide funds and inkind food donations that will reach school-aged children and their families within Casey’s Midwest footprint.

Many team members also drive positive impacts as leaders on charitable boards such as United Way, Junior Achievement, Wildwood Hills Ranch, and Courage League Sports.

As part of being responsible community members, we strive to build a sustainable future for our team members, guests and communities through our environmental stewardship.

We work to minimize the negative environmental impact of our operations and improve our sustainability practices across our business.

Below we share some of our current initiatives specifically as they relate to the areas of energy management, fuel operations, distribution and fleet management, and water and waste management.

We strive to incorporate improvements to our design specifications to improve our energy efficiency where possible.

With our phased approach through we converted over 1,000 existing stores to LED lighting, reducing our carbon footprint for interior lights, parking lot lights, exterior canopies, cooler/freezer lights and facade sign lighting.

As a result, we anticipate reducing our lighting energy consumption by over for a total reduction of over 36 million kilowatt-hours (kWh) per year.

Substantially all of Casey’s stores now use LED lighting, and, as we continue to expand our store footprint, we continue to incorporate LED into our new build and renovation construction.

Overall, new stores are built to meet or exceed applicable Model Energy Codes, including but not limited to energyefficient HVAC, LED lighting, refrigeration system upgrades, exhaust and water-heating equipment, low-flow aerators, rooftop units, irrigation systems, and energy-efficient windows and doors.

We also evaluate renewable energy options as part of our energy management.

We recently installed solar panels at our new distribution center in Joplin, Missouri, that opened in April 2021.

While our stores do not currently utilize solar energy directly, at where we commit to purchasing an amount of solar- and wind-generated energy from the garden, resulting in an environmental offset of 25-100% of the energy usage for participating stores. REFRIGERANT MANAGEMENT We continue to improve our refrigeration and HVAC systems through exploring and implementing new designs to maximize energy efficiency and minimize water consumption.

We are diligent in maintaining our refrigeration equipment to optimize energy-efficient systems and minimize leakage from our air conditioning and refrigeration units.

We are currently working with a third party to assess and baseline our refrigeration energy consumption to guide decision-making for continual upgrade enhancements and replacement cycles.

Our new stores are built to meet or exceed applicable Model Energy Codes.

Casey’s is proud to source all our fuel domestically from major petroleum suppliers and integrated advanced biofuel providers.

Approximately blended with renewable fuel, either ethanol or biodiesel, at varying proportions across all of our stores.

Every new store build has capability to sell higher blended ethanol, and we aim to continue growing sales of renewable fuels throughout our footprint.

To date, the consumer EV demand within our Midwest footprint has been comparatively lower than the levels along the East and West coasts.

We have also participated in grant opportunities and with local utilities such as MidAmerican Energy in Iowa and Omaha Public Power District in Nebraska.

We carefully manage and optimize our store order fulfillment to reduce miles driven, improve load utilization and increase fuel efficiency.

Our transportation and distribution teams have also advanced other various initiatives aimed at collectively reducing our GHG emissions.

By utilizing our company fleet operations to deliver the majority of in-store merchandise and fuel to our stores, we can better ensure the safety and quality of our food and products throughout the distribution chain.

ENERGY-EFFICIENT DISTRIBUTION NETWORK Our stores and supplier manufacturing facilities are within our distribution centers’ optimum efficiency range, positioning us to better reduce our transportation needs, increase delivery reliability and lower the environmental impact of our operations.

Shipments then reach individual stores throughout our distribution network utilizing route optimization software and techniques, thus enabling an approximate delivery of our fuel supplies with our company-owned truck fleet.

FLEET STRATEGY AND FUEL EFFICIENCY IMPROVEMENTS We manage the emissions impact of our transportation fleet through a focus on improving route efficiencies, delivery schedules and vehicle idling.

We are pleased with the positive impact of these various initiatives to lower our overall GHG emissions and continually analyze other initiatives as part of our fleet management.

We work to reduce waste in all areas throughout our business by focusing on recycling, sustainable packaging and reducing food waste through donations.

Where possible, we also integrate various water conservation measures with water-efficiency features throughout our operations.

WATER We have installed low-flow, touchless faucets, hands-free flushing sensors and other water-reducing hardware.

We maintain our car washes to minimize both water and chemical use.

We replace high-pressure nozzles at our highvolume locations yearly and aim to have machine speeds set at efficient levels to reduce water waste.

SUSTAINABLE PACKAGING We believe that transitioning to sustainable packaging is an important step toward minimizing our negative environmental impact, as well as ensuring the safety and welfare of our guests and communities.

We are also aligning with industry-standard initiatives to increase the share of renewable sources and recycled materials from certified sources.

We are on a path to have paper for our in-house food packaging sourced to be either Forest Stewardship Council (FSC)- or Sustainable Forestry Initiative (SFI)-certified by forestry practices.

We strive to reduce food waste and increase food recovery to improve operational efficiencies, reduce our environmental impact and reduce hunger in our communities.

Represented by and 169 targets, the SDGs address challenges of poverty, inequality, climate change, environmental degradation, peace and justice.

This table incorporates accounting standards from the Sustainability Accounting Standards Board (SASB) related to Food Retailers & Distributors and to Oil & Gas Refining & Marketing.

GHG Emissions Methodology Document ...... Sustainability Accounting Standards Board Reference Table ...............................................

These events, along with critical discussions around inclusion, equity and justice, underscore the importance of transparent and evolving environmental, social and governance (“ESG”) programs and policies.

— Greenhouse gas (“GHG”) emissions declined by 12% compared with 2020.

— Reducing our Scope — Reducing our Scope 2 emissions by 50% per employee, including contractors* — Reducing our Scope 3 emissions from business travel by 50% per employee, including contractors* — We provided more than 5,400 hours of volunteer service and contributed upwards of $4.3 million in pro bono services, more than doubling pro bono services compared with 2020.

The achievements shared in this report reflect the ambition, energy and commitment of individuals across FTI Consulting.

FTI Consulting’s TCFD, SASB and organizational diversity data disclosures, such as our EEO-1 report, are published in the Appendix of this report.

Furthermore, FTI Consulting is a signatory of the United Nations (“UN”) Global Compact and supports the Ten Principles on human rights, labor, environment and anti-corruption (the “Principles”).

“C” is for Creativity, which is meant to capture the ideas of innovation and measured risk-taking for the firm, as well as anticipating future client needs and doing the right thing for clients every day.

At FTI Consulting, we measure our impact not only through the value we deliver to our clients but also through how we leverage our unique and diverse expertise to benefit our employees, clients, shareholders, communities and the environment more broadly.

As such, we are a signatory of the UN Global Compact and support the Ten Principles on human rights, labor, environment and anti-corruption.

FTI Consulting drives sustainable growth by investing in talented professionals, managing our carbon footprint and delivering on our clients’ needs, which includes advisory work on ESG-related matters.

We have invested in talent development opportunities for our employees, expanded employee benefits and focused on building an inclusive environment that allows our professionals to bring their diverse background and experience to our teams.

We are committed to doing our part to promote environmental stewardship.

We’ve set targets to reduce our GHG emissions for Scope emissions from business travel significantly by 2030 as part of our net-zero commitment, and submitted our letter of intent to the Science Based Targets initiative (“SBTi”) to validate our emissions reduction targets.

We have also deployed strategic initiatives and policies to reduce the carbon footprint of each employee over time, including providing our employees with education on efficient travel practices and technology to engage in virtual engagements when possible.

Our office spaces have also been reconfigured to reduce square footage per employee, and we’ve embraced a hybrid working model to reduce our GHG emissions.

Having teams of diverse professionals not only progresses our Diversity, Inclusion & Belonging efforts and strengthens FTI Consulting’s culture — it helps our people deliver high-quality outcomes for clients.

Similarly, operating as responsible environmental stewards is not solely part of our long-term strategy to mitigate climate change but something our clients increasingly see as paramount to sustainable growth.

INTRODUCTION | ENVIRONMENT | SOCIAL | GOVERNANCE | APPENDIX Helping Our Clients Realize Their ESG Ambitions We are not only committed to delivering on our ESG and sustainability commitments as a firm, we are also helping clients deliver on theirs.

Quantify current and anticipated financial, environmental and social impacts of business operations across a range of climaterelated scenarios.

Assist companies in prioritizing, procuring and financing renewable energy, energy conservation and energy optimization, including storage.

Empower companies to efficiently collect and disclose data in order to satisfy multiple regulatory requirements related to climate and environmental impact.

Develop strategies to engage with environmental or community activists on issues that impact reputation and operations.

Develop and execute mitigation strategies, including an incident response plan and proactive employee training.

INTRODUCTION | ENVIRONMENT | SOCIAL | GOVERNANCE | APPENDIX Four independent directors, each with a diverse background and skillset, comprise the Nominating, Corporate Governance and Social Responsibility Committee of the Board of Directors.