Fiscal Year 2026 Sustainability Report

Sustainability Approach

About Our Reporting

Our sustainability reporting on this website generally covers social and governance performance metrics and narrative disclosures for the fiscal year ended July 31, 2026, and environmental performance metrics and narrative disclosures for the fiscal year ended July 31, 2025¹, unless otherwise noted. Social, governance, and environmental performance metrics and narrative disclosures may extend beyond these periods where relevant to our sustainability strategy and ongoing initiatives. We anticipate updating the website as additional relevant information becomes available, providing information in real time, as opposed to one annual update. This website reflects our global performance, including our wholly owned subsidiaries. Any variances from this approach are noted directly on this website.

Reporting Guidelines

We anticipate updating information on this website as it becomes available and have developed such information in the context of: (1) the Global Reporting Initiative (“GRI”) Universal Standards, which focus on key risks significant to us and our stakeholders; (2) the Task Force on Climate-related Financial Disclosures (“TCFD”) recommendations²; and (3) Sustainability Accounting Standards Board (“SASB”) Standards, now part of International Financial Reporting Standards (“IFRS”) Standards, Software and IT Services Sustainability Accounting Standard, Version 2023-12. Please see the GRI, TCFD, and SASB indices in the Appendix on this website for cross-references and a map of applicable performance metrics and narrative disclosures from this website to each framework.

As standards, frameworks, and regulations evolve, we will seek to align our sustainability reporting with regulations and best industry practices.

To the extent this Corporate Sustainability website is updated prior to the filing of that year’s proxy statement, we will update references in the GRI, SASB, and TCFD indices in the Appendix once the applicable proxy statement is filed with the SEC, generally around late October.

We retained a third-party external assurance provider, Apex Companies (“Apex”), to provide limited assurance of our fiscal year 2023-2025 Scope 1, 2, and 3³ greenhouse gas (“GHG”) emissions included on this website⁴. The environmental, governance, people, and corporate citizenship data presented in the data tables, indices, and narrative disclosures on this website have been subject to our internal review processes and controls, but has not been audited or verified by an independent third party.

1. We expect to disclose our fiscal year 2026 Scope 1, 2, and 3 greenhouse gas (“GHG”) emissions with limited assurance thereon as an update to our Corporate Sustainability website in or around June 2027. ↩
2. We plan to transition to reporting against IFRS S2 Climate-related Disclosures in fiscal year 2027 in place of the TCFD recommendations. ↩
3. Scope 3 GHG emissions for fiscal years 2020, 2024, and 2025 include the following categories: purchased goods and services, capital goods, fuel and energy related activities (“FERA”), business travel, employee commuting, waste, and investments. GHG emissions for fiscal years 2021 and 2022 were also provided limited assurance from Apex, but are not included in the Environmental Sustainability Data Tables. Emissions categories excluded from limited assurance are noted in our Environmental Sustainability Data Table footnotes and in the External Assurance disclosures in the GRI Index. ↩
4. Additional information about Sustainability at Guidewire can be found in our 2025 CDP Corporate Questionnaire. This annual CDP Corporate Questionnaire is usually released in or around February and will be linked to the Appendix of this website in or around June of the following year. ↩

Guidewire at a Glance

Founded in 2001, Guidewire is a publicly traded company (NYSE: GWRE) that delivers a platform that property and casualty (“P&C”) insurers trust to engage with customers, innovate, and operate more efficiently. We serve insurers of all sizes, ranging from global carriers to regional and local providers, helping them navigate a rapidly changing insurance market.

Our foundational core products, InsuranceSuite and InsuranceNow, are delivered as a cloud-based subscription service leveraging our proprietary cloud platform which we refer to as Guidewire Cloud Platform (“GWCP”). These products serve as transactional systems of record, fully supporting insurance operations, including product definition, pricing and rating, underwriting, policy administration, billing, and claims management. Our platform combines core systems of record with digital, analytics, and predictive and generative artificial intelligence capabilities. Our platform provides enhanced claims experiences for policyholders, agents, vendors, and field personnel, and analytics products that allow insurers to manage and use data more effectively, gain business insights, improve operational efficiency, and underwrite emerging risks.

Since our initial public offering in January 2012, we have increased the scope of our platform, products, and business through internal development and acquisitions. This growing scope has required greater investment in the development of Application Programming Interfaces (“API”), integrations, and other shared services necessary to unify the operations and user experience across our application portfolio. The prioritization of cloud-delivered solutions has also required significant focus in improving our ability to manage, secure, and operate our applications on behalf of our customers, consistent with a cloud-based service.

We continue to invest in research and development efforts, focusing on new and enhanced products, embedding AI services across our platform to enable agentic development and deliver AI assistants to guide users and automate tasks across the P&C insurance lifecycle, and enhancing our platform services with operational efficiency, data analytics, security, and privacy in the cloud. We also invest significantly in developing our products and necessary integrations to meet the market requirements, including regulations, languages, currency, and local terminology, of each country or state in which our customers operate.

Our investments in cloud operations are focused on managing the infrastructure for our cloud-based customers in a secure, efficient, and cost-effective manner.

Products and Technology

• Our core products include Guidewire InsuranceSuite, which comprises five core applications (PolicyCenter, ClaimCenter, BillingCenter, PricingCenter, and UnderwritingCenter) and Guidewire InsuranceNow
• Our complementary capabilities and applications, some of which are included in our core operational services and products, and all of which are designed to work seamlessly with our core operational services and products, including Guidewire Rating Management, Guidewire Reinsurance Management, Guidewire Client Data Management, Guidewire Advanced Product Designer, Guidewire Product Content Management, and Guidewire ProNavigator
• Our digital engagement applications enable insurers to provide digital experiences to customers, agents, vendors, and field personnel through their device of choice. Digital engagement applications are enabled by the Jutro Digital Platform
• Our data and analytics applications allow insurers to evaluate risks and write more profitable business by enabling a seamless path from data to value

In fiscal year 2026, our annual revenue was $1.5 billion, 23.1% of which was invested in research and development, and our global headcount was 4,174. We attribute our success to, among other things, our core principles of integrity, rationality, and collegiality as well as our growth strategy, which includes expanding our international operations, increasing market acceptance of our cloud-based solutions including expanding adoption among existing and new customers, and aligning with or strategically acquiring shares or assets of companies with software, cloud-based services, technologies, or businesses that are complementary to ours.

Awards and Recognitions

We are proud to highlight some workplace and industry awards we have received in recent years:

Workplace

Industry

Sustainability Governance

While our entire Board of Directors (“Board”) engages on sustainability matters that impact our business, it has assigned primary responsibilities to specific committees of the Board to oversee sustainability risks and strategies in areas such as the environment, data security, human capital management and inclusion, corporate citizenship, and risk management.

• The Nominating and Corporate Governance Committee (the “NCG Committee”) exercises primary oversight of our sustainability efforts, including monitoring our approach, reviewing our corporate citizenship and sustainability initiatives and targets, and reviewing with our management the impact of our business operations and practices. The NCG Committee periodically reports to our Board with regard to our sustainability programs, including potential long- and short-term trends and the impact of sustainability issues on our business.
• The Audit Committee reviews with our management the type and presentation of our key sustainability and climate disclosures and the adequacy and effectiveness of applicable internal controls related to such disclosures. Additionally, the Audit Committee reviews the Company’s alignment with relevant reporting standards, the use of external assurance, and how sustainability and climate risks are incorporated into our overall risk management processes.
• The Compensation Committee is tasked with considering our sustainability efforts when evaluating executive compensation, evaluating the impact of sustainability matters on executive officer and employee performance, and reviewing and discussing with management our compensation initiatives, policies and disclosures with respect to sustainability matters. In addition, it reviews with management our human capital management activities.
• The Risk Committee reviews and assists with oversight of our key risk exposures, including operational risks related to business continuity, information security (“security”), data management and privacy, and our use of emerging technologies, including AI, to the extent such use presents material operational, ethical, or compliance risks.

We advanced our sustainability strategy in fiscal year 2026 by building on the results of our second materiality assessment, conducted in fiscal year 2023. We also identified sustainability goals through half yearly meetings with our management level Sustainability Task Force (“Sustainability Task Force”) and quarterly meetings with the NCG Committee, made progress on our Science Based Target initiative (“SBTi”) validated climate goals, and completed a quantitative scenario analysis to validate the financial impact of climate risks and opportunities.

Management-Level Sustainability Oversight

Our Chief Executive Officer and Executive Management Team (“M-team”) are responsible for our overall sustainability strategy and performance, as well as the appropriate policies and processes used to manage sustainability across our business.

Our Head of Sustainability is responsible for leading our integrated strategy and engaging with cross-functional teams and business leaders to align and manage our sustainability initiatives. Additionally, our management-level Sustainability Task Force is a cross-functional group responsible for our overall sustainability program’s strategic performance, including the creation and support of appropriate policies, processes, and activities to manage sustainability matters across the business. Our Sustainability Task Force meets at least half-yearly and advises on sustainability disclosures and key initiatives.

Our Goals

We conduct periodic materiality assessments with the aim of developing sustainability reporting and processes consistent with internal and external stakeholder expectations, understanding our most important sustainability topics, and anticipating and managing future risks and opportunities.

Our Sustainability Strategy

As part of our fiscal year 2023 materiality assessment, we validated the three pillars established in our initial 2020 assessment and added programs under each pillar. Additionally, we continued to evolve our product sustainability strategy, which spans all three pillars and connects to programs in each pillar.

We also developed a three-year plan with an external consultant that is enabling us to mature our sustainability program, particularly in the topic areas that our internal and external stakeholders prioritized during our materiality assessment process. Our three-year roadmap includes topic-aligned actions that are designed to support Guidewire’s competitiveness and long-term business prospects.

Pillars and Programs

A detailed description of our fiscal year 2023 materiality assessment and matrix can be found here.

Stakeholder Engagement

We engage both internal and external stakeholders in a variety of ways and seek to establish a two-way dialogue that informs our programs, products, processes, and policies. We define Guidewire’s stakeholders as those groups that can influence and be influenced by our business products and by our presence.

Our Approach

Investors (stockholders and institutional investors)

We engage with investors on a broad range of topics, including trust and integrity, talent management, and emissions and energy through our public disclosures. We also communicate more directly through earnings calls, one-on-one conversations with portfolio managers and investment stewardship teams, and the annual stockholder meeting. Additionally, we maintain a robust stockholder outreach program, regularly engaging with our largest institutional stockholders and key investors to discuss executive compensation, corporate governance, sustainability, and other priorities, and to gather feedback to better understand their perspectives¹.

Customers (P&C insurers)

We engage with customers on various material topic areas, including product sustainability, emissions and energy, inclusion, security and data privacy, human rights, governance and ethics, and Guidewire Gives Back (“GGB”) initiatives and programs. We engage through direct conversations and responses to requests for proposals, along with providing information to sustainability rating agencies such as EcoVadis and CDP. We also engage through conferences, customer roundtables, and executive forums, and Business Advisory Councils for our customers.

Employees

Our business requires attracting, developing, and retaining a motivated team of individuals who thrive in a culture based on integrity, rationality, and collegiality. We engage with our employees through our Employee Resource Groups (“ERGs”), manager one-on-ones, Slack channels, our employee intranet, annual employee pulse surveys, department and company meetings, individual and team performance-management and goal-tracking system, and our “VPMOM” (Vision, Principles, Methods, Obstacles, Measures) initiative, an internal management-by-objective goal setting process.

Communities and Nonprofits

We engage with communities and nonprofits through our product sustainability, inclusion, emissions and energy, and GGB initiatives and programs. The latter includes corporate strategic giving, GGB matching gifts, product donations, skilled volunteer opportunities, volunteer time off, and signature initiatives. We also connect through in-person meetings, conference calls, and events. We also strategically partner with nonprofit industry associations and think tanks, such as the World Economic Forum, on the topics of security and data privacy and building climate resilience.

Government Entities

We engage with government and regulatory bodies in the countries in which we operate through industry associations and public policy forums. Topics we engage on include security and data privacy and product sustainability. We are committed to compliance with all applicable laws and regulations, and, where possible, aim to implement policies and processes ahead of changing legislation. We are not currently a politically active organization, and we do not contribute to political campaigns or participate in direct lobbying efforts.

Suppliers, Vendors, and Business Partners

We engage with suppliers, vendors, and business partners on our business strategy and topic areas such as governance and ethics, climate and energy, as well as labor and human rights through requests for proposals, our supplier sustainability survey, our vendor management portal, in-person meetings, calls, and conferences.

1. We report in our Proxy Statement on our stockholder engagement efforts, including the number and aggregate holdings of institutional stockholders and key investors we reach out to, the topics discussed, and the feedback received. We also highlight actions taken or under consideration by our Board and committees in response to stockholder input. We generally file our annual Proxy Statement with the SEC in late October. ↩

Governance

Governance and Ethics

We embed trust and integrity into our culture by building and evolving strong corporate governance and compliance frameworks that support transparency, risk management, ethical conduct, and accountability.

Ethics and Compliance

We operate under a number of governance policies, including our Code of Business Conduct and Ethics (the “Code”). The Code applies to all of our directors, officers, and employees, including our chief executive officer, principal financial officer, principal accounting officer, and all other executive officers. We require all full-time employees, including our officers, to sign the Code upon hire. In fiscal year 2022, we adopted a Supplier Code of Conduct, most recently revised in March 2025, that extends our standards to our value chain. Further, the Board periodically reviews our Corporate Governance Guidelines, which were most recently revised in December 2025, in relation to the oversight of our business in accordance with its fiduciary responsibilities. In March 2023, we amended our Insider Trading Policy in keeping with best practices and in a manner consistent with then recent amendments to applicable federal securities regulations.

To help employees understand the expectations in our governance policies, we require all of our employees, including our officers, to complete mandatory ethics, security, and compliance training. We also reinforce accountability by requiring all field-facing personnel to complete anti-bribery and anti-corruption training every two years. Furthermore, we have a Disclosure Committee review process that queries designated employees quarterly on financial propriety and other ethical matters or concerns relevant to our public disclosures. To build on our existing training and disclosure initiatives and further strengthen our risk-management culture, we periodically remind our employees of the various ethics programs available to them. Additionally, we regularly provide our Board with information on director education programs, covering topics including, but not limited to, ethics and privacy. We encourage attendance and cover the costs for directors to attend these external programs.

Responsible AI

Guided by our core value of integrity, we are committed to the responsible, secure, and transparent development and use of artificial intelligence (“AI”) across our product offerings and operations. Our Board provides oversight of our AI strategy and governance framework and receives regular updates from management regarding the deployment of emerging technologies and efforts to identify and mitigate associated operational, ethical, security, and compliance risks. At the management level, AI initiatives are governed by a cross-functional leadership team representing product development, engineering, legal, privacy, and risk management. This group is responsible for implementing operational guardrails and internal policies, maintaining robust data security standards, and ensuring AI technologies undergo rigorous internal vetting to support the high standards of safety and reliability expected by our customers and the P&C insurance industry.

Facilitating Whistleblower Reports

We consider communication and remediation to be critical elements of our compliance framework. To support these efforts, we maintain, through an independent third-party vendor, an online submission form for employees and non-employees to submit complaints regarding accounting, internal accounting controls, or auditing matters they believe to be questionable. Employees and non-employees may also submit any such complaints via U.S. mail directly to the Chair of the Audit Committee or through a 24/7 telephone hotline. We have established an additional ethics reporting system consisting of a monitored email address for employees and suppliers to report suspected illegal or unethical non-financial concerns confidentially. Our Audit Committee has oversight over both the whistleblower hotline and the ethics reporting system.

Respecting Human Rights and the Environment

In fiscal year 2023, we aligned the inclusion commitment in our Human Rights Statement with the Code of Business Conduct and Ethics. Our Sustainability team reviews our Human Rights and Environmental Policy Statements annually, and updates on the Human Rights Statement are periodically provided to the NCG Committee, which exercises primary oversight of sustainability policies and practices. We have also taken steps since fiscal year 2020 to align with the UK Modern Slavery Act 2015.

Security and Data Privacy

As a company that delivers its products as a cloud service, we take a comprehensive approach to the governance of security and data privacy. We maintain a security- and privacy-first mindset as we grow and invest in the products, infrastructure, personnel, best practices, and policies required to secure and protect the data entrusted to us.

Ensuring Security

We are committed to continuously updating our security program to meet ongoing and evolving threats and security challenges. Our management approach is to analyze technology developments, evolving regulatory standards, market trends, and customer needs and then embed those findings into our business. Our security risk management program is integrated into our overall enterprise risk management program and uses common methodologies, reporting channels, and governance processes that apply across the enterprise risk management program to other legal, compliance, strategic, operational, and financial risk areas. Additionally, our security team is principally responsible for managing our security risk assessment processes, implementing and maintaining our security controls, and responding to security incidents.

Internally, our security risk management program includes risk assessments designed to help identify material security risks to our critical systems, information, products, and our broader enterprise IT environment. We also maintain an incident response plan, which includes procedures for responding to security incidents and is regularly tested through simulated emergency exercises and periodic employee phishing tests. Where appropriate, we use external service providers to assess, test, or otherwise assist with aspects of our security controls.

We have also established security standards for our technology resources, such as requiring multi-factor authentication to access our applications and mandatory annual privacy and security training for employees, including incident response personnel, product development personnel, and senior management. We recently updated our mandatory annual employee privacy and security training to reflect the latest threats and security best practices. Additionally, we provide our employees, including employees responsible for incident response and product development, with continuous education opportunities and engagement through learning tools and periodic communications.

We outsource our data center needs to a third-party provider, Amazon Web Services (“AWS”), and use its cloud-based platforms, data center security, and cloud security capabilities. Since the accuracy and availability of our services must be maintained during both normal business hours and extraordinary events, resilience is critically important to us and our customers. Accordingly, AWS is required to comply with our third-party vendor security and infrastructure reliability requirements, in addition to applicable data privacy laws. Additionally, using AWS enables redundancy and disaster recovery through geographic separation of data centers.

Global Cloud Security Certifications and Frameworks

Guidewire maintains various internationally recognized security certifications and aims to adopt best practices from industry-leading frameworks and standards for cybersecurity and cloud computing, such as:

Contributing to Public Discourse on Security

In fiscal year 2022, Guidewire was a founding member of the critical software-as-a-service special interest group (“CSaaS-SIG”). The group operates under the framework of the Information Technology-Information Sharing and Analysis Center (IT-ISAC) and serves as a forum for CSaaS companies to collaborate on collective defense strategies to improve the security and operational resilience of our products and share intelligence information with the industry at large.

We joined the World Economic Forum’s Centre for Cybersecurity in fiscal year 2024 and contributed to initiatives driving global public-private action to address systemic cybersecurity challenges. In fiscal year 2025, in recognition of our role in the financial services industry and interest in advancing cybersecurity and resilience in the global financial system, we joined the Financial Services Information Sharing and Analysis Center (FS-ISAC). We will continue to contribute to public discourse and SaaS industry developments through white papers on topical security issues and as a participant in industry forums and exercises.

Data Management and Privacy

We comply with all applicable laws and regulations governing data protection and privacy, and continuously review our data management and privacy approaches to stay current with evolving global trends. Similarly, we proactively engage with industry peers and associations regarding upcoming legislation and, where possible, implement policies and processes ahead of legislation. Our data management policies govern usage, storage, and deletion of data, and we continually evaluate and, when needed, strengthen our data governance policies and processes. Additionally, we have committed to transparent privacy principles in our Customer Data Privacy Policy, including not sharing or selling customer data for marketing, advertising, or other commercial purposes.

Responsible Sourcing and Procurement

We continue to evolve our supplier sustainability program, encouraging our suppliers to achieve the same high standards to which we hold ourselves.

Managing Supplier Performance

As part of our supplier sustainability strategy, we designed and launched a supplier sustainability survey covering governance, environmental, and social criteria in fiscal year 2023. We now administer this survey annually to selected suppliers¹ and have incorporated it into our supplier onboarding process². More recently, we amended our Supplier Code of Conduct, which sets out our expectations and standards for suppliers across a range of topics, to reflect evolving expectations.

Cultivating a Sustainable Supply Base

In fiscal year 2026, 37.1% of our emissions came from suppliers that had SBTi targets³. Through our annual supplier sustainability survey, we engage suppliers on their sustainability practices, including whether they have established science-aligned or SBTi targets, the policies and practices they use to manage labor and human rights, and related governance and ethics mechanisms.

In fiscal year 2026, in addition to screening suppliers through our sustainability survey during onboarding and the annual sustainability survey cycle, we also screened additional suppliers through an annual supply chain analysis conducted by CDP.

1. Among other criteria, fiscal year 2025 spend and critical importance were used to identify the global suppliers we engaged through the annual supplier sustainability survey. ↩
2. All suppliers, except very small suppliers such as sole proprietors and independent contractors, are required to complete the sustainability survey during onboarding. ↩
3. Suppliers were assessed based on fiscal year 2025 spend. ↩

Social

How Our People Power Intelligent Insurance

Guidewire's success depends on the strength of its people. As artificial intelligence continues to transform the insurance industry, we are investing in our workforce and communities to help employees build new capabilities, expand access to technology careers, and strengthen the future talent pipeline for the industry. Our talent strategy focuses on three priorities: building an AI-enabled future workforce, creating multiple pathways to opportunity, and enabling our employees to grow, adapt, and thrive. Together, these investments help create long-term value for our employees, customers, shareholders, and the communities we serve.

Investing in Communities

Employee Engagement Through Purpose and Connection

Guidewire invests in community partnerships, education, and employee volunteering to help expand access to technology careers while strengthening connections between our employees, customers, and local communities.

Through Guidewire Gives Back (“GGB”), employees volunteer their time and expertise with nonprofit organizations around the world, creating opportunities to support causes that matter while fostering collaboration across teams. In fiscal year 2026, over 32% of our global workforce contributed more than 9,100 volunteer hours across over 170 nonprofit partnerships, reflecting continued growth in employee participation. Combined, our volunteer hours and donations supported over 1,600 nonprofits worldwide.

Guidewire also partners with customers, universities, and nonprofit organizations to help develop the next generation of insurance and technology professionals. During fiscal year 2026, university programs in India, Canada, and the U.S. provided students with opportunities to apply emerging technologies, including artificial intelligence, to real-world insurance challenges while expanding access to scholarships and mentorship. Guidewire's flagship DEVTrails hackathon in India engaged more than 18,000 engineering students across 30 universities, reinforcing our commitment to building the future talent pipeline for the insurance industry.

Measuring Our Impact

We continued to emphasize and encourage volunteer hours, donations, and customer partnership with our GGB events, achieving the following in our most recent fiscal year:

Fiscal Year 2026 GGB Participation and Financial Giving

Year-over-Year GGB Impact: Participation, Volunteer Hours, and Financial Giving

Investing in Opportunity

Meeting the evolving needs of our customers requires attracting, developing, and retaining talented people with diverse experiences and perspectives. Guidewire is focused on creating multiple pathways into the company while supporting long-term careers that preserve institutional knowledge and strengthen organizational capability.

Our early-career internship programs, return-to-work initiatives, and partnerships with organizations that expand access to technology careers reflect our commitment to broadening opportunities and building sustainable talent pipelines. These programs complement our broader talent strategy by helping individuals enter, re-enter, and grow within the technology industry.

By investing in long-term talent strategies, Guidewire strengthens the capabilities needed to support customers and drive continued innovation.

Investing in Our People

As technology and customer expectations continue to evolve, Guidewire invests in helping employees build the skills, wellbeing, and support needed to succeed throughout their careers.

Employee feedback remains central to how we evolve the workplace experience. Through our ongoing My Voice listening program, employee insights inform decisions across areas including leadership communication, career development, compensation, and the overall employee experience, helping us build a more transparent and responsive organization.

Preparing our workforce for an AI-enabled future also remains a strategic priority. Employees continued building capabilities through Guidewire Insurance University, Education Services, and dedicated AI learning experiences that help strengthen technical expertise and confidence in applying AI to everyday work. Employee Resource Groups further support learning, mentoring, and collaboration by fostering connections across the organization and creating opportunities for professional growth.

Together, these investments help create a workforce that is curious, adaptable, and prepared to meet the evolving needs of our customers and the insurance industry.

Environmental

Climate and Energy

We believe it’s important for the health of both our business and our communities that we invest in measures that reduce the environmental impact of our physical operations, with a focus on operational eco-efficiency and strategic investments that strengthen our company’s resilience, reduce costs, and decrease our carbon footprint. Given the nature of our business, our environmental impacts stem primarily from our Scope 3 emissions (as defined below).

Our Goals Toward a More Sustainable, Low-Carbon Future

In fiscal year 2024, the Science Based Target initiative (“SBTi”) validated our near-term science-based targets (“SBTs”) in line with the long-term goal of the Paris Agreement to limit global warming to 1.5 degrees Celsius¹.

Our Climate Targets²

We aim to create and maintain a sustainable, responsible business. To this end, the following near-term science-based emissions reduction target commitments were validated by SBTi:

• Reduce absolute Scope 1 and Scope 2 greenhouse gas (“GHG”) emissions by 50% by fiscal year 2030 compared to our fiscal year 2020 baseline year
• Reduce absolute Scope 3 GHG emissions from fuel and energy related activities (“FERA”), business travel, and employee commuting by 42% within the same timeframe
• Increase to 50% the portion of our suppliers by emissions covering purchased goods and services that have SBTs by fiscal year 2028

In support of increased operational sustainability, we are also working towards sourcing renewable energy for 100% of the global power needs of our offices annually by fiscal year 2030³.

Our strategy to achieve and maintain our climate goals are informed by our SBTs and focused on the following pillars:

• Evolving our Supplier Sustainability program: We aim to engage our suppliers in setting SBTs and taking other steps to reduce their environmental impacts. Based on our most recent data, 37.1% of our suppliers by emissions have either committed to or set SBTs.
• Improving efficiency: We have undertaken a range of energy efficiency measures across our operations and plan to implement additional measures in the coming years. Seven of our office buildings hold a green building or green business certification through the landlord, which represents 68.2% of total active square footage as of fiscal year 2026. We received our first LEED v4 Interior Design and Construction (ID+C) Platinum certification for our Bengaluru office. Designed with sustainability in mind, the space features energy-efficient LED lighting with occupancy sensors, water-efficient fixtures, and furniture made with recycled, regional, and environmentally preferred materials. Construction waste was also diverted from landfill.
• Sourcing renewables: We are focused on increasing renewable energy procurement in select Guidewire offices through local utility renewable energy programs and the purchase of renewable energy certificates (“RECs”) to satisfy our 100% renewable energy target where renewable energy options may be limited due to our leasing arrangements. In our most recent reporting period, 47.2% of our energy came from renewable sources, an increase of 1.3% over the prior period.
• Advancing internal climate governance: Our cross-functional Sustainability Task Force and Sustainability Working Group provided guidance on our Climate Risk Assessment and will continue to contribute to the development of key climate and emissions-reduction initiatives.

Our Operational GHG Footprint^(a)

Guidewire’s operational GHG footprint stems from powering our buildings (e.g., electricity, heating, and cooling),⁴ business travel, and purchased goods and services. Our total absolute Scope 1 and 2 emissions have decreased by 52.7% since our fiscal year 2020 baseline. This decrease reflects the greening of the electrical grid and strategic rightsizing of our real estate portfolio, leading to a decrease in office square footage occupied. The largest drivers of our overall GHG footprint are Scope 3 purchased goods and services and business travel. Our absolute Scope 3 GHG emissions from fuel- and energy-related activities (“FERA”)⁵, business travel, and employee commuting decreased 5.5% in fiscal year 2025 compared to our fiscal year 2020 baseline, with FERA rising by 23.6%; employee commuting rising by 326.8%, and business travel falling by 48.9%.⁶.

1. (a) In fiscal year 2026, we received third-party limited assurance from Apex for our fiscal year 2025 Scope 1, 2, and 3 GHG emissions. Excluded emissions categories are noted in the Environmental Sustainability Data Table footnotes and the External Assurance disclosure in the GRI Index. We expect to report our fiscal year 2026 emissions with limited assurance in or around June 2027.
2. (b) Scope 2 GHG emissions are location-based and market-based.
3. (c) Scope 3 emissions tracked include: 1) business travel, excluding hotel stays; 2) purchased goods and services and capital goods calculated using spend-based and supplier-specific data; 3) waste estimated based on office square footage, with waste weight collected across four waste streams; 4) FERA based on purchased energy for leased facilities; 5) employee commuting, calculated using badge data and employees’ annualized hours of work and commuting days (geocoding tools were used to calculate the commute distance to determine total annual commuting distance); 6) work-from-home emissions, calculated using Anthesis' methodology; 7) business travel, calculated using air and rail travel, rental cars, and personal employee car mileage for business; air, rail, and rental car information obtained through the travel management platform and travel. agencies, and personal employee car mileage obtained through expense management system; 8) emissions from investments estimated using the spend-based Environmental Economic Input-Output (EEIO) methodology.
4. (d) Metric tons of carbon dioxide equivalent.
5. (e) The strategies listed are intended to be illustrative of potential reduction options and are not intended to be exhaustive.

1. SBTi validated that our near-term SBTs conform with the SBTi Criteria and Recommendations (Criteria version 5.1) in July 2024. ↩
2. Please refer to the “Our Operational GHG Footprint” Table on the following page for a breakdown of each scope. ↩
3. This target is subject to our ability to source renewable energy options at our office locations, which is not completely within Guidewire’s control. We may explore purchasing renewable energy certificates (“RECs”) where renewable energy options may be limited due to our leasing arrangements. ↩
4. We exited our colocated data center in fiscal year 2022 and transitioned to running our operations on AWS, a third-party cloud provider. This transition improved product security, operational efficiency with faster access to newer technology features, and significantly increased energy efficiency. ↩
5. Fuel- and energy-related activities are upstream emissions associated with the product of fuels and energy purchased and consumed by Guidewire, such as the extraction, transmission, and distribution of natural gas used in some of our offices. ↩
6. Our fiscal year 2020 baseline year included a lower level of employee commuting and business travel due to COVID from March 2020 to July 2020. ↩

Responsible Resource Management

Responsible resource management, including water and waste management, is an important element of our sustainability strategy, helping us reduce our impact while improving efficiency and reducing costs. Our current focus is on reducing our waste footprint, coupled with the responsible disposal of the waste we produce. We also seek to promote responsible water stewardship.

Recycling and Composting

We seek to divert waste from landfills by leveraging municipal recycling and composting programs where they exist. For offices that do not have silverware and china, we use compostable utensils, plates, and cups.

In the most recent fiscal year, we generated more than 7,600 kg of landfill and specialty waste and diverted 75.8% from landfill across thirteen offices, representing 97.9% of our total real estate portfolio by square footage where waste data is collected.¹

Sustainability at our London and Sydney Office

Between late 2025 and early 2026, we relocated both our London and Sydney offices to high performance green buildings. Our London team moved to a state-of-the-art office that reflects our commitment to sustainable operations. The building is fully electric, targeting operational net zero carbon, and powered by 100% renewable energy, supported by energy-efficient air source heat pumps and photovoltaic solar roof panels. Notably, the base building boasts a BREEAM Excellent certification and a UK EPCA rating. For our interior fit-out, we capitalized on the building’s abundant natural light and designed a highly efficient, open-plan layout with shared desking to serve our headcount within a compact footprint. The location also supports active, low-carbon commuting by being just a short walk from major transit hubs and offering basement bike storage and shower facilities.

Our new Sydney office demonstrates how selecting a high-performance green building can significantly reduce our environmental impact. By taking over an existing space and making targeted alterations, we minimized construction waste while delivering a modern, functional workspace. The building holds a 5.5-star (out of 6) Australian NABERS Energy rating, with 100% of its base building electricity powered by renewable sources, and a 4.5-star (out of 6) Australian NABERS Water rating. Our lease includes a green lease schedule that requires both Guidewire and the landlord to share and review sustainability metrics annually, ensuring continued progress toward our shared sustainability targets. Employees also benefit from end-of-trip amenities similar to our London office, including 24/7 access to bike racks and showers that support sustainable commuting choices.

E-Waste Circularity and Recycling

We currently provide a nonprofit hardware donation program for a limited amount of out-of-warranty Windows laptops. We host in-person volunteer events at our offices, where employees assist in preparing the laptops for donation by restoring laptops to their original equipment manufacturer operating system. This program promotes circularity by extending the lifespan of electronics goods, resulting in reduced electronic waste while providing our employees with an impactful skills-based volunteer opportunity. Furthermore, our employees nominate nonprofit organizations to receive our in-kind hardware donations. These nonprofits undergo a thorough review process by a joint committee from Business Technology and Sustainability teams, ensuring each nonprofit recipient aligns with the standards of our Guidewire Gives Back program.

We continue to partner with our e-waste recycler, Evergreen IT, to responsibly dispose of older computer hardware, monitors, and peripherals. Whenever our e-waste recycler cannot provide recycling services, we directly contract with the landlord or local e-waste recycle providers. In our most recent fiscal year, we recycled more than 2,700 pieces of electronic equipment and more than 400 lbs of electronic waste materials, such as wires and cables. Additionally, we donated 70 pieces of electronic equipment to nonprofits.

Further, we are committed to procuring ENERGY STAR® and energy efficient laptops and monitors globally.

Green Machine and Zero-Touch Provisioning

For over five years, we have utilized our “Green Machine” program, enabling contractors to use a virtual desktop without the need for a Guidewire-issued computer. This approach promotes resource efficiency by reducing the number of laptops we procure and decommission, lowering physical electronic equipment provisioning from our operations and eliminating the shipping of computers to contractors. In the most recent fiscal year, we improved the program’s operational efficiency by optimizing its underlying AWS infrastructure, and through the removal of inactive accounts and duplicate regional workspaces.

Water Stewardship

We seek to demonstrate water stewardship by reducing water consumption and using water conservation strategies in our operations. In our most recent fiscal year, we collected water consumption information for six of our offices, about 41.3% of our real estate portfolio by square footage. We did not collect water withdrawal information for any of our offices during this period. At present, our ability to comprehensively track and manage water metrics is limited because our real estate portfolio consists exclusively of leased properties, the majority of which are located in multi-tenant buildings or smaller coworking arrangements.

We began assessing water stress in the regions where our offices are located in fiscal year 2024. Currently 36% of the offices in our real estate portfolio are in regions with high or extremely high baseline water stress and 23% of the offices in our real estate portfolio are in regions with medium-high baseline water stress, for a total of 59% of our office locations in regions with medium to high, high, or extremely high baseline water stress, as measured by the World Resources Institute's Water Risk Atlas Tool, Aqueduct.

Regarding water withdrawal and consumption for hardware infrastructure, we use a third-party data center operator (AWS) and do not operate on-premises data centers.

1. Fiscal year 2026 waste was calculated for all active offices as of July 31, 2026. Because our office in Edina, Minnesota was closed in June 2026, it was not included in this calculation. ↩

Building Climate Resilience

The scale and impact of climate change present a risk to our business as well as to many stakeholders, notably our customers, communities, and employees. As a result, we are actively managing related risks and investing in sustainability measures across our operations.

Governance and Management Oversight for Climate-Related Activities

We have integrated climate-related considerations into our Enterprise Risk Management (“ERM”) framework and business strategy, ensuring climate risk and opportunity management are embedded across the organization. Our Sustainability, Legal, and Risk functions annually identify, assess, and manage Guidewire’s physical and transition climate-related risks and opportunities (“CRROs”), including mitigation activities for each risk.

Scenario Analysis and Climate-Related Risks and Opportunities

We began aligning climate-related risks and opportunities with the TCFD recommendations in our public reporting in fiscal year 2022 and published our first TCFD-aligned report in fiscal year 2023. To prepare for upcoming regulations and support future alignment with IFRS S2, we completed a comprehensive climate risk assessment with scenario analysis in fiscal year 2026. Using fiscal year 2025 emissions data and scenario analysis, we identified and prioritized our climate-related risks and opportunities and quantified the financial impacts of our highest priority climate-related risks and opportunities. This assessment was conducted in alignment with TCFD and IFRS S2 requirements.

Physical Risk Assessment

To assess acute and chronic physical risks and aid in planning, we used asset-level climate hazard data to conduct a scenario-analysis screening of existing and anticipated office and data center locations. Sites were evaluated across three time horizons (baseline, 2030, and 2050) using data and projections from three Intergovernmental Panel on Climate Change (“IPCC”) scenarios (referred to as Shared Socioeconomic Pathways or “SSPs”): SSP1-2.6 (low warming), SSP2-4.5 (moderate warming), and SSP5-8.5 (high warming) as outlined in Table 1. The screening modeled 10 acute and chronic hazards for each location¹ and the severity of each hazard was defined through quantitative analysis. Since data center street addresses were not available, we used approximate latitude and longitude coordinates for the relevant locations. The scope of this analysis focused on our leased offices and the AWS data centers with the highest usage and projected growth, which represent the most significant elements of our operational and value chain footprint.

Table 1: Physical Assessment Scenarios for climate-related risk and opportunity assessment

At the conclusion of the risk assessment, we developed a shortlist of risks based on the number of data center and office locations at each exposure level across all hazard types. As we do not own our office buildings or data centers and are not liable for physical damage, the assessment focused on hazards that could disrupt employee access to offices and on physical impacts that could affect service delivery, customer satisfaction, and employee productivity. It also incorporated our ongoing monitoring of acute extreme weather, chronic water stress affecting our offices and AWS data centers, and our existing mitigation strategies, including business continuity plans, regular risk assessments, cross-region disaster recovery capabilities, and AWS’ built-in regional and Availability Zone redundancy. No physical risks were selected for financial quantification because they were assessed as having low priority.²

Transition Risks and Opportunities Assessment

Transition risks and opportunities arise from the global shift to a low-carbon economy. We assessed them under three Network for Greening the Financial System (“NGFS”) scenarios (Net Zero 2050, Delayed Transition, and Current Policies) as shown in Table 2, and across three time horizons (2030, 2040, 2050) as shown in Table 3. The short-term horizon aligns with our ERM risk horizon and SBTi targets, while the longer horizons align with near-term SBTi targets, the Paris Agreement goal of net zero by 2050, and the UK insurance industry’s net-zero-by-2050 commitment. The scenario narratives and parameters—including projected energy costs, carbon pricing, macroeconomic conditions, and regulatory intensity—guided the assessment.

Table 2: Transition Assessment Scenarios for climate-related risk and opportunity assessment

Table 3: Time horizons for climate-related risk and opportunity scenario analysis

Using our internal risk register and stakeholder input, the assessment identified six transition risks and six opportunities reflecting market dynamics, industry trends, and our operational footprint. A qualitative scenario analysis across the three climate scenarios and short-, medium-, and long-term horizons found our overall transition risk profile to be low, with carbon pricing mechanisms and rising customer expectations selected for financial quantification as the two most strategically relevant risks. A parallel quantitative assessment of opportunities across the same horizons identified increasing demand for HazardHub as the most strategically relevant opportunity, given its potential to attract new customers and increase revenue.

Quantifying the Financial Impact of Carbon Pricing Mechanisms

Under a high-emissions scenario, carbon pricing risk remains limited where regulated carbon pricing is not projected, while this risk could increase costs associated with our Scope 1,2,3 emissions under a low-emissions scenario. In 2030, modeled financial impacts are modest under both moderate- and low-emissions scenarios but higher in the more stringent low-emissions case, mainly via higher leased-office energy costs and supplier pass-through (e.g., AWS). Over longer horizons³, exposure could grow if carbon pricing becomes more prevalent. To mitigate this risk, we have set near-term Scope 1, 2, and 3 emissions-reduction targets, implemented emissions-reduction initiatives, and committed to sourcing 100% renewable electricity through utility programs. Where the latter is constrained by leasing arrangements, we may explore purchasing renewable energy certificates (“RECs”).

Quantifying the Financial Impact of Increasing Customer Expectations

Customer expectations on climate action may represent a transition risk over longer horizons if customers increasingly factor climate disclosures, emissions-reduction targets, and broader sustainability performance into supplier selection. Many of the customers we serve, particularly those operating across Europe, Canada, Australia, and Japan are already subject to, or preparing for, climate-related reporting and decarbonization requirements, which are likely to raise expectations that suppliers like Guidewire disclose emissions, advance decarbonization, and demonstrate credible climate risk management.

This risk was modeled as directional commercial exposure⁴ based on how customer expectations and our climate strategy and disclosures could evolve. By 2030, as is consistent with the scenario design, modeled exposure is higher under the low-emissions scenario and moderated under the moderate-emissions scenario, reflecting stronger policy and market-driven procurement requirements, with limited-to-no expected revenue impact under the high-emissions scenario. In no modeled scenario do we anticipate the impact on our revenue to be material by 2030. We used the longer-term time horizons to explore how directional commercial exposure could vary under the different climate scenarios, rather than to predict specific outcomes.

To mitigate this risk, we have set near-term Scope 1, 2, and 3 emissions-reduction targets and continue to make progress against them. Additionally, we have integrated climate considerations into our enterprise risk management and governance frameworks and continue to mature this work. We also monitor sustainability regulations likely to impact Guidewire in key markets both directly or indirectly as a supplier; disclose our progress through our Corporate Sustainability website and CDP; and engage our customers through the Sustainability Business Advisory Council.

Quantifying the Financial Impact of Increasing Demand for HazardHub Products

We identified a climate-related products and services opportunity in HazardHub, reflecting growing insurer demand for tools that assess property-level climate and hazard risk. HazardHub was modeled as a positive financial opportunity across all emissions scenarios and time horizons, with incremental revenue beyond baseline growth strongest in 2030 under the low-emissions scenario due to tighter policy and regulatory drivers, and largest by 2050 under the high-emissions scenario as worsening physical impacts intensify demand for hazard and risk-modeling products.

This opportunity aligns with an existing strategic growth focus, as customers seek better climate-risk intelligence to inform underwriting and market participation in more exposed geographies. To capture this opportunity, we plan to continue investing in climate-risk product innovation, including dedicated R&D to enhance HazardHub and related offerings through improved climate data, model development, competitive benchmarking, and incorporation of evolving science. Similar financial analysis could also extend to climate-risk-related P&C products and broader solutions that support exposure management, pricing, coverage, and claims for climate-affected perils.

1. Hazards were grouped into categories like water stress and drought, flooding and storm, extreme cold, wildfire, and extreme heat. ↩
2. “Priority” reflects each item’s relative significance within the Climate Risk Assessment only and is not a statement of financial materiality or ranking within Guidewire’s overall risk register. ↩
3. Guidewire’s planning materiality benchmark is anchored to a 10-year horizon, so the 2040 and 2050 estimates are not expressed here as percentages of revenue. ↩
4. Commercial exposure reflects directional modeled risk based on proxy assumptions about how customer expectations regarding climate action could evolve over time and the extent to which Guidewire’s climate strategy and disclosures keep pace with those expectations. We use this term rather than a specific revenue figure here because the analysis does not rely on observed customer-loss data and remains sensitive to assumptions about customer behavior, supplier requirements, and the timing of market response. ↩

Product Sustainability

Products Enabling Sustainability

Guidewire offers a unique product suite to P&C insurers worldwide. Individually and collectively, these insurers face significant climate-related impacts. Global economic losses from natural catastrophes totaled $220 billion in 2025 with only about 49% insured¹. We aim to harness the power of our cloud platform, artificial intelligence (“AI”), core applications, and data and analytics services, as well as our customer relationships and overall knowledge of the industry, to contribute to a more resilient, sustainable insurance industry. Further, we believe a resilient P&C insurance industry is, and will continue to be, critical in protecting individuals, businesses, governments, and communities from increasing losses related to natural catastrophes.

Our Strategy

Our 2023 materiality assessment confirmed that product sustainability is an important topic. Through the materiality assessment, we determined that product sustainability, including products that enable sustainability, cuts across the governance, social, and environmental pillars of sustainability. It also encompasses the topics of climate resilience, emissions and energy, responsible resource management, greater access to insurance, and security and data privacy.

Products Enabling Climate Resilience, Emissions Reductions, and Greater Access to Insurance

We see opportunities to help insurers strengthen resilience and manage climate-related risk over the next decade. In addition to delivering on our climate goals, we are helping our clients deliver on their sustainability goals and predict and price weather-related risks by:

Innovative Solutions Development

We are exploring product solutions that reduce emissions or promote resilience in response to needs identified by the P&C insurance market and our customers:

• Eco Repair Score: Support the integration of vehicle repair sustainability scoring into digital claims processes so adjusters and repairers can choose less environmentally impactful repair options where appropriate
• EcoClaim: Collaborate on embedding sustainability considerations into property claims workflows, helping carriers factor circularity, waste reduction, and CO₂ impacts into repair vs. replace decisions

In addition to evolving existing products and incubating new products with a climate focus, we are strategically investing in and supporting insurtechs with a climate risk or resilience value proposition through our Insurtech Vanguards program and Guidewire Ventures. Both programs promote innovation and deliver value to customers by integrating promising insurtechs into Guidewire’s Marketplace.

• Insurtech Vanguards identifies innovative companies of interest to the P&C insurance industry. Graduated insurtechs with a climate resilience focus include ICEYE, EcoClaim, and zesty.ai. Current insurtechs with a climate risk focus include EcoRepair Score, Faura, Manifest Climate, and Refinq.
• Guidewire Ventures supports companies across the insurance ecosystem that offer innovative solutions to our customer base. Investment criteria includes companies with an insurance focus and an interest in joining the Guidewire Marketplace. Previous and current investments that have a resilience or climate focus include insurtechs such as Betterview, Flyreel, and HOVER.

AI and Cloud Sustainability: We offer our customers Guidewire cloud solutions that leverage AWS, which according to publicly available information regarding AWS’ operations, have a lower carbon footprint than on-premises data centers.² AWS reports that it has reduced its carbon footprint by designing its data center infrastructure to increase efficiency, including optimizing air-cooling solutions; transitioning to carbon-free energy sources; using purpose-built silicon for AI workloads; employing more sustainable construction practices; improving water efficiency; and applying efficient data storage and replication strategies.³

We continue to work with AWS to assess the environmental footprint of our use of cloud services, including estimated GHG emissions, energy, and water-related considerations. We also work to improve cloud efficiency through measures such as rightsizing infrastructure, reducing over-provisioning and idle resources, using automation and auto-scaling, and managing data storage and retention more efficiently. Based on data made available to us through the AWS Sustainability Console, consolidated estimated GHG emissions associated with Guidewire's and its customers’ use of AWS increased 15.2% from fiscal year 2022 to fiscal year 2025⁴⁵. Over the same period, Annual Recurring Revenue ("ARR")⁶ grew just over 51%, while AWS emissions intensity, measured as metric tons of emissions per $1 million of AWS spend, declined 34.6%.

Cloud sustainability is also increasingly connected to how we approach AI, as AI becomes more foundational to how we build products, manage internal operations, and support customers. As we expand the use of AI across our business, we are considering how model selection, use case design, architecture, infrastructure choices, and deployment decisions can affect compute demand and associated environmental impacts. While cloud infrastructure and AI models are both operated by third-party providers, we continue to assess how our own design and operational decisions can influence sustainability outcomes through resource efficiency, scaling, storage and retention practices, and broader cloud and AI usage optimization. We are also seeing increased interest in these topics from customers and the broader market. As our use of AI evolves, we intend to continue monitoring AWS-related and other service provider emissions while further assessing how cloud efficiency, AI usage, customer expectations, and related governance considerations may shape our broader sustainability approach.

More broadly, we continue to offer customers core operational solutions that support digital and paperless engagement, helping reduce paper waste through the end-to-end policy lifecycle.

Climate Resilience and Greater Access to Insurance: Supporting a more sustainable, resilient insurance ecosystem by helping to reverse the growing protection gap—the disparity between total economic losses from climate-driven events and insured coverage—is a central part of our product sustainability strategy. We support a more resilient insurance ecosystem through product innovation, more accurate pricing, expanded distribution, and products such as HazardHub. HazardHub can operate as an API or integrate with ClaimCenter and InsuranceNow to help insurers identify insurable properties, encourage proactive risk mitigation, price premiums more accurately, and support long-term coverage stability.

In fiscal year 2026, we significantly advanced these capabilities by introducing a suite of next-generation models and substantially expanding insurer access to HazardHub’s multi-peril models across 41 U.S. states, with additional state approvals pending or planned. This suite includes our most predictive fire protection model that delivers granular, address-level emergency service metrics, alongside our wildfire, flood, wind, and hail models. By also identifying specific, actionable risk factors at the individual parcel level, such as fuel density or structural vulnerabilities, our data enables policyholders to undertake proactive loss prevention measures, such as clearing brush around structures in fire-prone areas.

The Insurance Information Institute’s 2025 case study on wildfire insurance access in underserved areas of California demonstrated how geospatial data analysis using HazardHub's predictive Wildfire Score methodology can identify lower-risk properties, even within regions traditionally classified as high-risk. This precision allows carriers to safely expand their underwriting appetite, maintain market availability, and optimize coverage where it is needed most. ClaimCenter and related products further support this mission by enabling insurers to deliver a comprehensive, proactive, and timely disaster response that accelerates community recovery.

Additionally, as a member of the World Economic Forum’s Center for Nature and Climate’s Global Wildfire Network we contributed to efforts exploring how digital platforms can support prevention, preparedness, and recovery for communities and businesses. We also supported dialogue on how insurers can incentivize risk-reducing investments and more resilient rebuilding after events.

We also continued our partnership with the Insurance Information Institute/PwC Dallas Resilience Initiative and Resilient Homes America to turn resilience concepts into scalable, insurer-ready programs. Our work included sharing insights on how insurers can operationalize home-hardening and resilience incentives within underwriting, policy, and claims workflows, exploring how cloud platforms and analytics can help design, target, and administer resilience programs at neighborhood and city level, and supporting collaboration between insurers, policymakers, and communities to make resilient homes both insurable and affordable.

Contributing to public discourse on products enabling sustainability: We are beginning to work with customers, business partners, and industry associations, among others, to enable and act on climate resiliency efforts through the deployment of our solutions and contributions to thought leadership. To date, this work has included supporting reforms to California’s insurance market to ensure resiliency.

1. Swiss Re, “Wildfires, Storms, Floods Contribute to Record 92% of Global Insured Losses in 2025, Says Swiss Re Institute,” Swiss Re, March 19, 2026, swissre.com. ↩
2. Accenture, “How Moving onto the AWS Cloud Reduces Carbon Emissions,” study commissioned by Amazon Web Services, referenced in Amazon Staff, “How AWS Helps Reduce Carbon Footprint of AI Workloads,” About Amazon, June 25, 2024, accessed June 18, 2026, aboutamazon.com. ↩
3. Amazon Staff, “How AWS Helps Reduce Carbon Footprint of AI Workloads,” About Amazon, June 25, 2024, accessed June 18, 2026, aboutamazon.com. ↩
4. Fiscal year 2022 AWS emissions are estimated. AWS Sustainability Console v3.0.1 data for fiscal year 2022 was estimated using the average of the non-anomalous reported months in calendar year 2022 to replace the anomalous data in March 2022 and estimate missing data from August through December 2021. ↩
5. Amazon Staff, “How AWS Helps Reduce Carbon Footprint of AI Workloads,” About Amazon, June 25, 2024, accessed June 18, 2025; Amazon Web Services, “Calculation Methodology,” AWS Sustainability Documentation, accessed June 18, 2025. AWS emissions data in this report reflect updated AWS Sustainability Console methodology. AWS states that its methodology is based on the GHG Protocol and ISO 14064, ISO 14040, and ISO 14044, and that historical data is recalculated when methodology updates are released to improve comparability over time. AWS methodology update materials also reference ISO 14067. ↩
6. Fiscal year 2022 ARR based on currency exchange rates as of July 31, 2021 and fiscal year 2025 ARR based on currency exchange rates as of July 31, 2024. ↩

Appendix

Sustainability Data Tables

Economic

1. (1)All years referenced in the Sustainability Data Tables align with fiscal years unless otherwise indicated. We have designated fiscal year 2020 as the baseline year in this table.
2. (2)All financial impact metrics are global and listed in USD unless otherwise indicated.
3. (3)Please refer to our 2026 Annual Report on Form 10-K for additional financial performance data.
4. (4)Figure includes Guidewire charitable contributions and employee giving, but excludes estimated financial impact of employee volunteer hours.
5. (5)We began tracking employee volunteer hours as well as corporate and employee charitable contributions through a charitable donation-management and volunteer-management software platform in fiscal year 2021. As such, we are not able to report company and employee charitable contributions from fiscal year 2020.
6. (6)Volunteer hours are global.

Workforce Demographics

1. (1)All years represented in the Sustainability Data Tables align with fiscal years unless otherwise indicated. We have designated fiscal year 2020 as the baseline year in this table. Workforce representation totals may not equal 100% due to rounding. Figures are based on self-identification data only and percentages are rounded to the nearest tenth of a point. Gender data is from Guidewire employees around the world. All race and ethnicity data applies to U.S.-based employees only.
2. (2)The percentage of employees choosing not to disclose gender and/or race and ethnic data is provided for every year of data reported. Metrics included in these tables represent a snapshot in time.
3. (3)Figures represent full-time and part-time employees as well as interns (with the exception of interns in Malaysia and Spain) and exclude employees hired on a contract basis.
4. (4)Figures are global.

1. (1)All years referenced in the Sustainability Data Tables align with fiscal years unless otherwise indicated. We have designated fiscal year 2020 as the baseline year in this table.
2. (2)< 0.1% of employees globally declined to disclose their gender in fiscal year 2020.
3. (3)0.1% of employees globally declined to disclose their gender in fiscal year 2024.
4. (4)0.08% of employees globally declined to disclose their gender in fiscal year 2025.
5. (5)0.07% of employees globally declined to disclose their gender in fiscal year 2026.
6. (6)17.1% of employees in the U.S. declined to disclose their race/ethnicity in fiscal year 2020.
7. (7)13.0% of employees in the U.S. declined to disclose their race/ethnicity in fiscal year 2024.
8. (8)12.3% of employees in the U.S. declined to disclose their race/ethnicity in fiscal year 2025.
9. (9)11.4% of employees in the U.S. declined to disclose their race/ethnicity in fiscal year 2026.
10. (10)Indigenous is defined as Native Pacific Islander or Hawaiian, Alaska Native, or American Indian.

1. (1)All years referenced in the Sustainability Data Tables align with fiscal years unless otherwise indicated. We have designated fiscal year 2020 as the baseline year in this table. Hiring totals may not equal 100% due to rounding.
2. (2)Hiring data includes full-time and part-time employees, as well as interns (with the exception of interns in Malaysia and Spain), and excludes employees hired on a contract basis.
3. (3)0.3% of new hires globally declined to disclose their gender in fiscal year 2024.
4. (4)0.1% of new hires globally declined to disclose their gender in fiscal year 2026.
5. (5)4.4% of new hires in the U.S. declined to disclose their race/ethnicity in fiscal year 2020.
6. (6)4.4% of new hires in the U.S. declined to disclose their race/ethnicity in fiscal year 2024.
7. (7)7.1% of new hires in the U.S. declined to disclose their race/ethnicity in fiscal year 2025.
8. (8)4.2% of new hires in the U.S. declined to disclose their race/ethnicity in fiscal year 2026.
9. (9)Indigenous is defined as Native Pacific Islander or Hawaiian, Alaska Native, or American Indian.

Environmental

1. (1)All years referenced in the Environmental Sustainability Data Table align with fiscal years unless otherwise indicated. We have designated fiscal year 2020 as the baseline year in this table.
2. (2)Our Scope 1, 2, and 3 GHG emissions for fiscal years 2023, 2024, and 2025 received limited assurance from Apex. For fiscal year 2023 the following Scope 2 and 3 categories were not assured: purchased goods and services; investments; business travel bookings for employees in Japan, Brazil, and India; and FERA for our Sydney, Australia office. Additionally, emissions from purchased goods and services were recalculated after receiving assurance. For more information, please see footnote 10 and 11.
3. (3)Our GHG reporting methodologies are guided by the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard.
4. (4)GHG emissions breakdown by geographic region is available in our 2025 CDP Corporate Questionnaire. Our 2026 CDP Corporate Questionnaire will be released in February 2026 and linked in June 2027.
5. (5)The fiscal year 2025 External Assurance Statement for Scope 1,2, and 3 GHG emissions is available here. Fiscal year 2026 Scope 1, 2, and 3 GHG emissions, updated calculations, and the Fiscal year 2026 External Assurance Statement will be added in or around June 2027.
6. (6)Scope 2 and 3 emissions from FERA for our Sydney, Australia office were omitted from our 2023 GHG inventory. We included Scope 2 and 3 emissions from FERA for our Sydney, Australia office in our 2024 GHG inventory and intend to do so moving forward.
7. (7)Scope 3 emissions tracked in fiscal year 2025 include: 1) business travel, excluding hotel stays; 2) purchased goods and services and capital goods calculated using spend-based and supplier specific data; 3) waste estimated based on office square footage and waste weight was collected across four waste streams; 4) FERA based on purchased energy for leased facilities; 5) employee commuting calculated using badge data and employees’ commuting days (geocoding tools were used to calculate the commute distance to determine total annual commuting distance); 6) work from home emissions calculated using Anthesis' methodology; 7) business travel calculated using air and rail travel, rental cars, and personal employee car mileage for business; air, rail, and rental car information obtained through travel management platform and travel agencies, and personal employee car mileage obtained through expense management system; 8) emissions from investments estimated using the spend based Environmental Economic Input-Output (“EEIO”) methodology. We do not include all 15 categories of Scope 3 emissions in our calculations or targets.
8. (8)Investment emissions were calculated for fiscal years 2020, 2022, 2024, 2025. We have historically omitted investment emissions from our GHG inventory Scope 3 as they have comprised less than 5% of our overall emissions. We intend to calculate investment emissions for fiscal year 2026 and will provide an updated footnote in June 2027 regarding whether investment emissions have been omitted from our fiscal year 2026 GHG inventory Scope 3 due to making up less than 5% of our overall emissions.
9. (9)From fiscal years 2020 to 2023, travel bookings from employees in India and Japan were omitted from our GHG inventories. We included travel booked by employees in India and Japan in our fiscal year 2024 Scope 3 business travel emissions and intend to continue to do so moving forward.
10. (10)Due to better quality data becoming available, we recalculated our fiscal year 2022, 2023, 2024,2025 Scope 3 purchased goods and services emissions. As such, the fiscal year 2022, 2023, 2024, 2025 updated Scope 3 purchased goods and services emissions we are reporting have not been externally assured by Apex. As a result, this also changed our total measured market-based GHG emissions, GHG emissions per revenue, emissions intensity per square foot for these years.
11. (11)We used a different measurement methodology to calculate our fiscal year 2023 Scope 3 waste category emissions. We used the same measurement methodology for 2020, 2022, 2024, and 2025, and intend to use that methodology moving forward.

GRI Index

We report social and governance information in this section for the fiscal year ended 2026 and environmental information in this section for the fiscal year ended 2025¹. Social, governance, and environmental performance metrics and narrative disclosures may extend beyond these periods where relevant to our sustainability strategy and ongoing initiatives. We referenced the following GRI Standards in preparing this content index: GRI 1: Foundation 2021, GRI 2: General Disclosures 2021, GRI 3: Material Topics, GRI 101: Biodiversity 2024, GRI 201: Economic Performance 2016, GRI 202: Market Presence 2016, GRI 203: Indirect Economic Impacts 2016, GRI 205: Anti-Corruption 2016, GRI 206: Anti-Competitive Behavior 2016, GRI 207: Tax 2019, GRI 302: Energy 2016, GRI 303: Water and Effluents 2018, GRI 305: Emissions 2016, GRI 306: Waste 2020, GRI 308: Supplier Environmental Assessment 2016, GRI 401: Employment 2016, GRI 403: Occupational Health and Safety 2018, GRI 404: Training and Education 2016, GRI 405: Diversity and Equal Opportunity 2016, GRI 413: Local Communities 2016, GRI 414: Supplier Social Assessment 2016, GRI 415: Public Policy 2016, and GRI 418: Customer Privacy 2016.

1. 1We expect to disclose our fiscal year 2026 Scope 1, 2, and 3 GHG emissions with limited assurance thereon as an update to our 2026 Corporate Sustainability website in or around June 2027.
2. *The fiscal year 2025 External Assurance Statement for Scope 1,2, and 3 GHG emissions is available here. Fiscal year 2026 Scope 1, 2, and 3 GHG emissions, updated calculations, and the Fiscal year 2026 External Assurance Statement will be added in or around June 2027.
3. **We expect to file our 2026 Proxy Statement with the SEC in late October 2026. References to the Proxy Statement will be updated and linked in or around February 2027.
4. ***This company policy is not publicly available.
5. ****The 2026 CDP Corporate Questionnaire will be released in or around February 2026 and linked in or around June 2027.
6. *****Estimated fiscal year 2026 GHG emissions and emissions-reduction calculations associated with our use of AWS will be updated in or around June 2027.
7. ******Recordable work-related injuries are determined using applicable local statutory requirements and our company reporting criteria. Total hours worked were estimated using the fiscal year 2026 employee headcount and an annualized full-time hours assumption. Because the source data did not distinguish full-time from part-time employees, all employees were treated as full-time for this estimate. Non-employee workers, including contractors, were excluded.
8. *******Recordable work-related ill health cases are determined using applicable local statutory requirements and our company reporting criteria. All Guidewire employees, including remote employees, are included. Non-employee workers, including contractors, are excluded from this disclosure.

SASB Index

The Sustainability Accounting Standards Board (SASB) standards, now part of the IFRS Foundation, enables businesses to identify, manage, and communicate information to stakeholders. The index below maps our current disclosures for relevant sustainability topics from the Software and IT Services industry standard.

Guidewire has reported social and governance information cited in the SASB index for the fiscal year ended 2026 and environmental information for the fiscal year ended 2025¹. Social, governance, and environmental performance metrics and narrative disclosures may extend beyond these periods where relevant to our sustainability strategy and ongoing initiatives. We also recognize that SASB has been retired and plan to begin aligning with the IFRS S1 Sustainability-related Financial Disclosures in place of the SASB in future reporting.

1. 1We expect to disclose our fiscal year 2026 Scope 1, 2, and 3 greenhouse gas (“GHG”) emissions with limited assurance thereon as an update to our Corporate Sustainability website in or around June 2027.
2. *2026 CDP Corporate Questionnaire will be released in or around February 2026 and linked in or around June 2027.
3. **Company policy that we do not make publicly available.
4. ***We expect to file our 2026 Proxy Statement with the SEC in late October 2026. Proxy Statement references and links will be updated in or around February 2027.
5. ****We expect to hold our 2026 Analyst Day in October 2026 and will link the updated Analyst Day presentation in or around February 2027.

TCFD Index

Our climate-related financial disclosures are consistent with the TCFD recommendations issued in June 2021. Our aim is to provide a meaningful insight into how climate-related considerations are being fully embedded across our business. The following table illustrates how our current climate-related disclosures connect with the 11 TCFD recommendations. We also recognize that TCFD has been retired and plan to align with the IFRS S2 Climate-related Disclosures in place of the TCFD recommendations in future reporting.

1. *We expect to file our 2026 Proxy Statement with the SEC in late October 2026. Proxy Statement references will be updated and linked in or around February 2027.
2. **2026 CDP Corporate Questionnaire will be released in or around February 2026 and linked in or around June 2027.
3. ***Estimated fiscal year 2026 GHG emissions and emissions reduction calculations associated with our use of AWS will be updated in or around June 2027.