Barco

Governance roles

Reference: pages 191-192 (printed SUS-6 to SUS-7); composition and diversity datapoints incorporated by reference to the Corporate Governance Statements, pages 162-163. The ESRS content index notes "Certain GOV-1 disclosure requirements are disclosed in CGR (p.3-4)" (page 273).

Barco's structure is one-tier. The Board, chaired by Charles Beauduin, has seven directors (five independent) as at 6 February 2026, with the General Counsel as secretary (page 163). "Male and female directors represent 57% and 43% respectively. Moreover, a majority of directors is independent" (page 162).

Sustainability bodies (page 191):

• A permanent Executive Sustainability Steering Committee chaired by the CEO (CEO, CHRO, CFO, EVP Operations, group sustainability team), which "met every two months, so 6 times in total" in 2025 on carbon targets, ecodesign, BU roadmaps, customer experience and culture.
• An integrated group sustainability team, plus workstream leads and BU sustainability leads meeting every two months.
• The Core Leadership Team monitors targets and approves sustainability budgets; the Board and Audit Committee supervise material topics, progress and reporting; the Remuneration Committee decides on sustainability KPIs in incentive schemes.

On expertise: "there is deep in-house know-how on the topic", with external consultants used "if needed", and the CEO sits on ASML's Innovation & ESG Committee (page 191).

Information provided to and matters addressed by the bodies

Reference: pages 191-192 (printed SUS-6 to SUS-7); listed in the ESRS content index as "GOV - 2" (page 273).

Barco prints the required oversight table (page 192):

The same table names who informs each body: the CEO or other Core Leadership Team members for strategy, and the Executive Sustainability Steerco for the other four rows.

"Members of the Core Leadership Team or the Executive Sustainability Steerco regularly update the Board of Directors on the progress and performance of Barco's sustainability initiatives. These updates ensure transparency and accountability, and support decision-making on actions or investments related to material impacts, risks and opportunities" (page 192).

Other executive committees, including "Quality Steering Committee, Business Review Meetings, social dialogues committees, HR Executive Committee", also discuss IRO-related progress (page 191).

Sustainability in incentive schemes

Reference: page 193 (printed SUS-8); listed in the index as "GOV - 3" and again as "ESRS 2, GOV 3" at the head of the E1 section (pages 273-274).

"The incentives consist of variable remuneration in the form of annual cash bonuses. No stock options or equity-based awards are currently linked to sustainability KPIs. The incentive scheme is eligible to senior leadership and management roles with direct accountability for strategic and operational performance" (page 193).

One sustainability KPI is used: "KPI4 - Carbon Footprint and Ecolabeled Revenues, which relates to the corporate targets set on carbon footprint reduction and ecolabeled revenues. This KPI carries a relative weight of 15% in the bonus calculation" (page 193).

Governance sits with the Remuneration Committee, supported by "a robust annual methodology for defining, validating, and assuring performance data" (page 193). The link runs deeper into the organisation: "Barco has integrated its 2030 carbon reduction targets into the annual variable incentive schemes" (page 214), and the eco-label revenue share carries a financial incentive "in the employee bonus program" (page 223).

Statement on due diligence

Reference: page 194 (printed SUS-9); listed in the index as "GOV - 4 Statement on sustainability due diligence" (page 273).

"Barco's due diligence integrates sustainability into our corporate strategy, operations and our supply chain. The key aspects and stages of our due diligence correspond to various cross-cutting and specific disclosure requirements under the ESRS." Barco adds that "In the coming years, we aim to further integrate due diligence into our company strategy, policies and processes" (page 194). The required mapping is given in full (page 194); page numbers are the report's own SUS numbering (SUS-4 to SUS-86 = pages 189-271):

Risk management and internal controls over sustainability reporting

Reference: page 195 (printed SUS-10); listed in the index as "GOV - 5" (page 273).

"Sustainability is integrated into Barco's corporate risk management procedures and embedded in our processes, at all levels... Barco has developed and implemented a systematic risk management approach, consisting of five steps: identification, analysis, evaluation, response and monitoring" (page 195).

Risk named: "Our assessments identified the inherent risk of material misstatement in sustainability reporting, resulting from potential human error, technical failures, incomplete data, or fraud."

Controls (page 195):

• "We implemented a company-wide system of internal controls over our sustainability reporting data", drawing on Finance, Corporate Sustainability, HR and Procurement, which are "subject to deeply embedded internal controls, most automated and some manual". "In 2025, our existing internal control procedures were reviewed and updated."
• Risk procedures "performed by both our second and third line of defense", covering data integrity and adherence to reporting standards.

Reporting line: "At least once a year, the Internal Audit function reports the findings of risk assessments and internal controls effectiveness testing to the Board of Directors, the CEO and the Executive Sustainability Steering Committee."

Strategy, business model and value chain

Reference: incorporated by reference. The index routes SBM-1 to the Core Report pages 12-21 (PDF pages 14-23) for products, markets and customers, to the Own workforce chapter and Financial Statements for headcount by region, and to the Financial Statements for revenue (page 273).

Business model. "Barco's organization is set up in three divisions, serving three different end-markets: Healthcare, Enterprise and Entertainment. Enterprise and Entertainment are each split in two business units... Shared functions... are centralized at the Barco Group level" (page 14).

Strategy and scale. "Our strategy is now built on four levers: Expand in core markets, going all-in on entertainment; Innovate in connectivity, software and AI; Accelerate Barco's Sustainable Impact Journey; Optimize capital allocation" (page 16). "Sales FY25 of 963.8 million euro, growing 2% versus FY24" (page 19); R&D of 122 million euro, 13% of turnover, with 29% of employees in R&D (page 267); 3,253 employees / 2,937 FTE, 54% EMEA, 32% APAC including China, 13% Americas (pages 250-252).

Interests and views of stakeholders

Reference: pages 204-206 (printed SUS-19 to SUS-21), with the stakeholder map at page 56; listed in the index as "SBM - 2" (page 273).

Barco identifies eleven stakeholder groups, split into affected stakeholders (A) and users of the statements (U) (page 196). Own organisation and value chain (A): Board and senior management; shareholders and investors; employees; distributors, resellers, partners and integrators; customers and end-users; suppliers. Ecosystem (U): society representatives; government and public authorities; academics, industry associations, NGOs and key opinion leaders; press and general public; affected communities; banks and analysts. "We consider value chain workers as part of both suppliers and downstream business partners."

Method. A stakeholder engagement plan set the group, the stage of involvement and the method, "interviews, surveys or focus groups" (page 196). "In total we reached out to 601 survey participants and 99 experts for interviews. We received 207 answers from survey respondents and conducted 77 interviews, leading to a total response rate of 40,5%" (page 197).

Material impacts, risks and opportunities

Reference: pages 200-203 (printed SUS-15 to SUS-18), plus an IRO table at the head of every topical chapter. The index flags "Phase-in for SBM-3 DR 48e" (page 273), confirmed in the basis of preparation (page 190).

29 material IROs, numbered 1 to 29. "Compared to 2024, there are no changes to our IROs" (page 200). The summary table (pages 201-203):

"The estimated actual or potential primary financial effects are qualitatively described for every IRO individually", and "There is no significant risk of material adjustment within the next reporting period to carrying amounts of assets and liabilities reported in the related financial statements" (page 200).

Climate-specific risk identification and scenario analysis is also presented under E1-2 (2025 ESRS numbering), and climate resilience under E1-3.

Processes to identify and assess material IROs

Reference: pages 196-199 (printed SUS-11 to SUS-14); listed in the index as "IRO - 1".

"In 2023, we completed a DMA by identifying, assessing, and prioritizing impacts, risks and opportunities (IROs)... As the current sustainability strategy continues to support our objectives, no modifications were made to our DMA" (page 196). Senior leadership and the Board revalidated the approach in 2025; "In 2026, we will assess how and when to revise our DMA" (page 199).

Five steps (page 196): context mapping; longlist to shortlist drawn from "Sector-agnostics sources (ESRS - AR 16 list of topics, sub-topics and sub-sub-topics)", peer benchmarking and Barco-specific sources; stakeholder engagement; consolidation; validation.

Scoring. Impacts were scored on "the scale and scope of the actual and potential impact, plus the likelihood of occurrence. For negative impacts, we also asked about the irremediability", over 0-3, 3-5 and 5+ year horizons. "Barco's annual corporate risk assessment was integrated in the financial materiality assessment (outside-in)", and "Questions were asked in a neutral way with no reference to any existing policies, KPIs/targets or actions at Barco" (page 197).

Disclosure requirements covered by the statement

Reference: pages 272-279 (printed SUS-87 to SUS-94). Barco prints a genuine ESRS content index: "The following table lists all of the ESRS disclosure requirements in ESRS 2 and the five topical standards which are material to Barco... We have omitted the disclosure requirements in the topical standards, E2, E3, E4, S2 & S3 as these are below our materiality thresholds or since they are covered by entity specific topics" (page 272).

The index gives section and page per DR, marks content "incorporated by reference" to the Core Report, Financial Statements or Corporate Governance Statements, and flags where "a) apply a phase-in, or b) the disclosure requirement is currently not applicable to Barco" (page 272). Separate MDR-P/A/M/T blocks cover five entity-specific topics (pages 275-279).

Flags recorded: "Not applicable" for E1-8; "Phase-in" for E1-9, E5-6, S1-11, S1-12 and S1-15; and marginal notes "Phase-in for SBM-3 DR 48e", "Phase-in for S1-8 (DR 60c)" and "Phase-in for S1-14 DR 88d/e". These match the basis of preparation (page 190).

One gap. S1-10 Adequate wages does not appear in the index, which jumps from S1-9 to S1-11, yet the statement labels a subsection "Our metrics S1-8, S1-10 & S1-16" and reports the datapoint (page 245), and the Integrated Data Pack carries an "S1-10 Adequate wages by country... 100%" row (page 299). The omission is in the index, not the disclosure.

Transition plan for climate change mitigation

Reference: pages 211-215 (printed SUS-26 to SUS-30); listed in the ESRS content index as "E1 - 1" (page 274).

Targets, SBTi-validated July 2025. "1) By 2030, we aim to reduce absolute scope 1 and 2 GHG emissions by 42% from a 2024 base year"; "2) By 2030, we aim to reduce absolute Scope 3 GHG emissions by 25% (versus a 2024 baseline)"; "3) By 2030, ensure 30% of suppliers by emissions have set science-based targets". "Barco also commits to reaching net-zero greenhouse gas emissions within our operations and across the value chain by 2050... The SBTi Target Validation Team confirmed that our targets meet the criteria of the Corporate Net-Zero Standard." "Carbon removals and carbon credits are not included in the targets" (pages 212-213).

Quantified levers (pages 213-214). Fleet electrification "estimated - 1,300 tCO2e"; renewable electricity at manufacturing and R&D plants "estimated - 1,100 tCO2e"; low-GWP refrigerants "estimated - 400 tCO2e"; energy efficiency "estimated - 500 tCO2e". Scope 3: shift to software, ecodesign and energy-efficient technologies, modal shift from air to sea freight, circular offerings, waste recycling, travel and commuting, and a phased supplier engagement programme.

Identification of climate-related risks and scenario analysis

Back-filled from the section "2. Climate change scenario analysis, E1-IRO1, ESRS2 SBM-3" and the E1 IRO table, where this content is disclosed in the FY2025 report (pages 207-210). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Risks typed. The E1 IRO table types IRO 3 (portfolio not meeting the customer low-carbon transition) and IRO 5 ("Lack of adaptation measures on physical climate-related risks") as potential risks (pages 207-208). Transition risks are then listed "in line with recommendations from the Task Force on Climate-Related Financial Disclosures": increased pricing of GHG emissions, enhanced emissions reporting obligations, mandates on products/services and on production processes, costs of transition to lower emission technology, changing customer behavior, increased cost of raw materials, increased stakeholder concerns (page 209).

Methodology and scope. "we performed an in-depth analysis of our climate change risks and opportunities, focusing primarily on our own operations and to a lesser extent on our value chain" (page 209). Physical risk covers nine named sites in Belgium, Italy, the US, India and China, screening "earthquake, tropical cyclone, storm, flood, wildfire, lightning and tornado" using "input from our insurance company and additional tools including geospatial coordinates" (pages 209-210).

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3 and the climate scenario analysis section, where this content is disclosed in the FY2025 report (pages 209-211). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Purpose and 2025 work. "Climate change holds a series of risks & opportunities for Barco. We therefore assess our company's climate resilience by looking at climate-related transition and physical risks and opportunities" (page 209). "In 2025, we further integrated climate change risks and opportunities into our annual corporate risk assessment and our carbon reduction roadmap 2030 & 2050. This entailed further analysis on how to strengthen our ability to adjust and/or adapt our existing business strategy in relation to climate change" (page 209).

Results. Highest physical sensitivities under RCP 8.5 and RCP 4.5 are "tropical cyclone, lighting and tornado"; highest transition sensitivities under RCP 2.6 are product and process regulation, transition technology cost and raw material cost (page 210). Mitigations named: "Lightening protection installed on every building" and wind force analysis before construction. "If we compare the insurance value with each estimated physical risk per location, the residual physical risk is insignificant (on short, medium and long-term)" (page 210).

Policies related to climate change mitigation and adaptation

Reference: pages 211-215 (printed SUS-26 to SUS-30); listed in the ESRS content index as "E1 - 2 Policies related to climate change mitigation and adaptation" (page 274).

The instrument. "We have drafted an overall climate transition plan including a strategy and management approach (see EHS2 pledge) that applies to our entire group. We continuously monitor political/legislative, technological, market and reputational developments. Simultaneously, we are increasingly embedding climate resilience in Barco's business strategy and financial planning" (page 211). The Environment, Health, Safety and Security (EHS2) Pledge is the group policy, "aligned with ISO 45001 and ISO 14001", and "The EHS2 policy falls under the oversight of the EVP Operations" (page 244).

Scope and accountability. "It is Barco's ambition to protect earth for future generations. This entails reducing our carbon footprint by taking science-base climate action and by developing solutions that contribute to tackling climate change" (page 211). Group-wide: "each policy applies to the entire Barco group. Accountability lies with our CEO or the relevant C-level or Executive Vice President" (page 200).

Actions and resources in relation to climate change policies

Reference: pages 215-217 (printed SUS-30 to SUS-32), headed "4. Climate change performance and actions in 2025, E1-3, E1-7"; listed in the index at pages 30-32 (page 274).

Own operations. "Compared to 2024, we decreased our absolute Scope 1 & 2 emissions by 24% in 2025. This is mainly thanks to a reduction of our total energy consumption and increase of the share of renewable energy (own & purchased) in our total energy mix... Overall, absolute Scope 1 & 2 greenhouse gas emissions dropped by 68% between 2015 and 2025" (page 215). "almost 90% of our fleet are now EVs", with Belgian electric cars up 30% (page 218).

Logistics. "Compared to 2024, our overall logistics-related greenhouse gas emissions decreased by 16%... we decreased our logistics GHG emissions with 44%" versus 2015. The modal shift reversed: "35% of our total transport kms was covered by deep-sea shipping in 2025 compared to 45% in 2024" after the Red Sea crisis (pages 215-216).

Travel and products. Business travel emissions fell 27%; commuting "remained stable" (page 216). Product-use emissions "totalled 267,552 tCO2e, an increase of 15% compared to 2024", from "an unfavorable product/sales mix" and a cinema projector lifetime extension "from 10 to 12 years", although they fell 63% over 2015-2025 (page 216). Purchased goods fell 3% to 165,284 tCO2e (page 216).

Targets related to climate change mitigation and adaptation

Reference: pages 211-215 (printed SUS-26 to SUS-30); listed in the index as "E1 - 4" (page 274).

Previous target and outturn. "Our absolute target was to reduce Scope 1, 2, and 3 greenhouse gas emissions by 45% by 2025 (versus a 2015 base line). This target was approved by the Science Based Targets initiative (SBTi) in March 2021." "In 2025, we managed to reduce our absolute carbon emissions by 61% or 476,898 tCO2e versus 2015. This means we surpassed our 45% reduction target set for 2025 with 16pp." "No separate targets were set on scope or emission category level" (page 212).

Current targets (pages 212-213):

"These targets are in line with limiting global warming to 1.5 degrees above pre-industrial level. Carbon removals and carbon credits are not included in the targets" (page 213).

Energy consumption and mix

Reference: pages 218-219 (printed SUS-33 to SUS-34); listed in the index as "E1 - 5" (page 274). "We consider our total energy consumption to be in a high impact climate sector" (page 218).

"In 2025 our total energy consumption amounted to 32,817 MWh, a 7% decrease versus 2024 (35,455 MWh). Our energy intensity lowered to 34 MWh/mio euro revenues - a 9% decrease versus 2024 (37.5 MWh/mio euro), mainly due too energy saving efforts in our Wuxi & Suzhou plants" (page 218).

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: pages 219-221 (printed SUS-34 to SUS-36); listed in the index as "E1 - 6" (page 274).

Method. "we calculate our carbon footprint using the Greenhouse Gas Protocol methodology in compliance with the ISO 14064 standard. The emission factors are sourced from internationally recognized emission factor databases: EPA, DEFRA, IEA, CEDA & EEIO." "For scope 1 & 2, an operational approach is applied... The footprint covers 100% of Barco's activities", with major sites covering "87% of the Barco owned surface" and "an extrapolation of November and December data" applied (page 219). Category 1 uses "data from over 10,000 LCA's": "Only 18% of the impact was determined via spend based calculations, a big improvement coming from 35% in 2024" (page 219).

GHG removals and GHG mitigation projects financed through carbon credits

Reference: page 217 (printed SUS-32); listed in the ESRS content index as "E1 - 7", SUS Climate change and energy page 32 (page 274).

Removals: a nil return. "We do not have GHG removals and storage in our own operations or value chain" (page 217).

Credits, held outside the targets. "Barco prioritizes supply chain engagement and ecodesign to reduce the Scope 3 impact of itw product portfolio. We do however encourage specific projects within our divisions to go further than ecodesign, such as ClickShare's initiative to reduce GHG emissions by financing high-quality carbon credits" (page 217). "Barco selects projects that are certified by Verra under the Verified Carbon Standards (VCS)... The issuance and ownership of these credits are meticulously tracked in the Verra Registry using unique serial numbers, ensuring there is no duplication in counting or selling." "These credits originate from two afforestation projects Qianbeu and Huadu, in China... The carbon credits outside the value chain were cancelled in 2025."

Policies related to resource use and circular economy

Reference: pages 225-227 (printed SUS-40 to SUS-42); listed in the index as "E5-1 Policies related to resource use and circular economy" (page 275).

Policies named (page 226): the Ecodesign programme ("lower the environmental footprint of our products at every stage of the life cycle and foster circular offerings") and the Environment, Health & Safety2 pledge.

Strategy. "Barco's circular economy strategy aims to enable longterm dematerialization while providing our customers with an increasingly circular experience. Through smart design and services, we aim to reduce waste and maximize the utility and value of products and components for as long as possible. This includes designing products for durability, repairability, and upgradability, which directly supports waste prevention (aligned with the waste hierarchy). We also support initiatives such as product take-back, trade-in programs, and the development of re-use and repair networks" (page 226).

Packaging and recycled content. "Barco prioritises the use of recycled materials in both products and packaging, and ensures that materials are marked for recyclability. Our packaging policies require the use of recyclable materials and discourage the use of coatings or adhesives that hinder recycling" (page 226).

Actions and resources related to resource use and circular economy

Reference: page 230 (printed SUS-45), headed "4. Actions in 2025, E5-2"; listed in the index at pages 40-45 (page 275).

Product actions launched in 2025 (page 230):

• "Ecoscore tool is updated to version 8, to include the calculation of recyclability rate in End-of-life pillar, and CO2 impact hotspots in the material pillar."
• "The updated Eco-labeled revenue methodology expands its scope beyond hardware, software, key components, lenses, and Product-as-a-Service. It now also accounts for revenues from installation services linked to Eco-labeled products, extended warranties, and upgrade kits... This methodology has been independently validated by an external auditor according to ISO14021:2016/Amd 1:2021."
• "We launched circular projects in the forward-looking strategic management plans of every business unit."

A resourced research project with a timetable. "In 2025, Barco partnered with the University of Antwerp and KU Leuven under a research project to develop a circularity assessment tool... The framework will apply across all Barco Business Units. The work spans 2025-2027 and includes four main tasks", ending with validation "starting with Cinema BU, then other BUs" (page 230).

Targets related to resource use and circular economy

Reference: page 227 (printed SUS-42), headed "3. Targets, E5-3"; listed in the index as "E5-3" (page 275).

Product targets. "By 2027, 90% of our new products and 80% of total revenue are targeted to come from Barco Eco-labeled products." Barco links each to a resource flow: "Optimize resource outflow: the end of-life avoidance pillar of the Ecoscore methodology focusses on enhancing product design, targeting durability, modularity, repairability, upgradability, and recyclability design goals. Optimize resource inflow: the material and packaging pillar aims at increasing the use of secondary materials by setting minimum recycled content criteria" (page 227).

Waste targets. "By 2027, Barco aims for 85% of its company waste to be recycled and send zero waste to landfill. Our company waste targets relate to the recycling layer of the waste hierarchy. Going forward, we aim to focus our efforts also on waste prevention" (page 227).

Declared limits. "Our current targets do not directly address the sustainable sourcing and use of renewable resources" (page 227). No target covers recycled content, inflow weight or the recyclable share of products.

Resource inflows

Reference: page 228 (printed SUS-43), headed "4. Metrics and performance in 2025, E5-4, E5-5"; listed in the index as "E5-4 Resource inflows" (page 275).

Total inflow. "The material resource flow to report corresponds to the goods purchased during the reporting year. These goods represent the aggregated weight of finished products or components used to assemble finished products that are subsequently placed on the market. In 2025 Barco assembled 5.077 tonnes of finished products that are subsequently placed on the market, this number has increased slightly compared to 2024" (page 228; the figure is printed with a European decimal separator, i.e. 5,077 tonnes).

Biological materials. "The reported material resource flow includes 12 % of biological materials, including packaging (versus 13 % in 2024)... For Barco, the relevant biological material streams are wood and cardboard. Currently, Barco does not enforce a dedicated certification scheme, which means we cannot claim any certified percentage of biological materials, resulting in 0% certification rate" (page 228).

Secondary materials. "In the material resource flow of procured goods, 7.2 tonnes, or 0,14% of the total mass flow, consist of secondary reused or recycled components, secondary intermediary products, and secondary materials... This value represents the actual aggregated post-consumer recycled (PCR) mass weight per procured good with more than 10% recycled content" (page 228).

Resource outflows

Reference: page 228 (printed SUS-43); listed in the index as "E5-5 Resource outflows" (page 275).

Products placed on the market. "This includes the following key products: professional display systems (LED walls, LCD monitors), projection systems for entertainment, simulation, and corporate environments, medical imaging solutions for diagnostic and surgical applications, control room and collaboration platforms", made of "electronic components (semiconductors, circuit boards), optical elements (lenses, light engines), structural materials (aluminium, steel, plastics), packaging materials" (page 228).

Durability, on the ESPR definition ("the ability of a product, component, or material to remain functional and relevant when used as intended", EU Delegated Regulation 2024/17):

"Compared to 2024, there is an update of the expected lifetime of the cinema projectors product group (increase of 10,000 hours or 2 years)" (page 228).

Waste

Reference: page 229 (printed SUS-44), headed "4B. Metrics and performance related to company waste"; reported under E5-5 in the index (page 275), with the E5-5 paragraph 37(d) non-recycled waste and paragraph 39 hazardous/radioactive waste datapoints cited at page 281.

"The two main sources of solid waste from operations at Barco are packaging materials (waste from own operations) and waste from repair activities. The most significant waste streams for Barco are mixed paper/cardboard and wood linked to our packaging flows" (page 229). "At the end of 2025, total solid waste amounted to 1,532 tonnes, a 19% decrease compared to 2024 (1,888 tonnes). In relative terms, total solid waste is 1.6 tonnes/mio euro revenues versus 2 tonnes/mio euro revenues in 2024 - an decrease that is attributable to increased data accuracy" (page 229).

Policies related to own workforce

Reference: pages 243-244 (printed SUS-58 to SUS-59); listed in the index as "S1 - 1" (page 276).

Policies listed (page 243): Recruitment vision; Competence management and training programme; Recognition and Reward policy; Diversity & Inclusion policy and programme; Social dialogue and employee representation policies; Code of Ethics; Human Rights pledge; EHS2 pledge; Modern Slavery and Human Trafficking Statement; specific HR policies and programmes; Whistleblower policy.

Code of Ethics. "It applies to all employees, managers, and directors of Barco NV and its subsidiaries, and we expect suppliers, contractors, consultants, distributors, resellers, joint-venture partners, and customers to uphold the same standards. The Code addresses health and safety, diversity and inclusion, work-life balance, and prevention of workplace violence and harassment. It prohibits discrimination in all forms... Protected characteristics include racial and ethnic origin, sex and gender, sexual orientation, disability, age, religion or belief, national or social origin... Barco strictly prohibits child, forced, and compulsory labor across its operations and supply chain." Oversight sits with the CEO (page 243).

Processes for engaging with own workforce and workers' representatives

Reference: page 245 (printed SUS-60), headed "3. Engaging with our people S1-2 & S1-3"; listed in the index as "S1 - 2" (page 276).

Channels. "we combine direct (i.e. annual employee engagement, training & workshops, global town halls, quarterly check-ins between managers and employees, etc.) and indirect channels (i.e. regular consultations and meetings with workers' representatives including trade unions and works council). Engagement can occur at multiple stages, including planning, implementation and continuous improvement (feedback cycles)" (page 245).

Accountability. "Human Resources is responsible for employee engagement activities... This responsibility is overseen by the Chief Human Resources Officer (CHRO), who is a member of the Corporate Leadership Team. The CHRO ensures that insights from the annual engagement survey are integrated into strategic people initiatives and action plans" (page 245).

Method and reach. "We use the Qualtrics platform to conduct our employee engagement survey... The results are visualized in dashboards that can be consulted and discussed per team." "Barco's 2025 engagement score was 76%, a 3pp improvement compared to the previous year, over-achieving our target of 75%. 82% of the workforce participated in the survey" (page 245).

Processes to remediate negative impacts and channels to raise concerns

Reference: page 249 (printed SUS-64), headed "8. Remediation channels S1-3"; listed in the index as "S1 - 3" (page 276), with the paragraph 32(c) grievance-mechanism datapoint cited at page 281.

Channels. "Employees and other workers are encouraged to report any negative impact, unlawful behaviour, or suspected breaches of Barco's Code of Ethics or relevant to their supervisor or line manager. If they are uncomfortable doing so, they may contact their HR Business Partner or the Ethics Committee, or use the Ethics mailbox (ethics@barco.com), or our HR escalation process" (page 249). A company-wide whistleblower tool, Barco's Ethics Helpline, is run through an external provider and is open to "Employees, suppliers, contractors, customers, or even a third party" (page 263).

Remedy. "When Barco identifies that it has caused or contributed to a material negative impact on individuals within its own workforce, we are committed to providing or contributing to an effective remedy. Remedies are determined based on the specific circumstances and may include corrective actions, policy changes, compensation, or other measures to address harm and prevent recurrence" (page 249).

Retaliation. "All reports, complaints, and inquiries are handled confidentially. Barco strictly prohibits retaliation or intimidation against anyone who, in good faith, reports a violation or potential violation" (page 249).

Taking action on material impacts on own workforce

Reference: pages 245-250 (printed SUS-60 to SUS-65), in subsections headed "Our actions S1-4"; listed in the index at pages 60-65 (page 276).

Learning and skills (pages 246-247). Strategic skills boards per functional group "to identify future skill needs and develop learning plans and initiatives to grow the required skills"; a global mentoring programme digitalised and expanded worldwide, with "more than 200 mentors and mentees signed up... resulting in almost 100 mentorships formed during the year"; the Management Enablement Program, where "Completion rate year to date is 88%, which is slightly below our target of 90%"; a Global Training Calendar with "more than 20 topics"; and O'Reilly platform access extended to all software engineers, "representing nearly 60% of Barco's global R&D footprint".

Diversity and inclusion (page 248). Barco Culture Café sessions where "employees and teams explicitly discussed acceptable workplace behavior, respect, and inclusion"; bi-monthly People SPOC sessions; monthly D&I calendar campaigns including a Neurodiversity Day on 29 September; DEI awareness training in 2024 and 2025; and a growing D&I Community. "We recognize that meaningful change takes time" (page 249).

Targets related to own workforce

Reference: pages 243-244 (printed SUS-58 to SUS-59); listed in the index as "S1 - 5" at page 59 (page 276).

Targets as printed (page 243): "Each year, achieve an employee engagement score of at least 75%"; "Increase the number of average formal learning hours to 20 hours per employee per year"; "Make yearly progress with our diversity & inclusion program"; "Each year, train all our employees via the Standards@Work training program".

Baselines, scope and tracking (page 244). Engagement: "Based on the 2024 global engagement survey, Barco recorded a baseline score of 73%... We expect steady progress of 1-2 percentage points per year, supported by stable participation rates and a consistent survey methodology." Learning: "We have set a target to increase formal external learning hours per employee to 20 hours by 2026. This target applies to all employees globally, excluding contractors, and is tracked through our Learning Management System and sustainability dashboards. Interim progress is monitored quarterly." Standards@Work: "With a baseline completion rate of 98% in 2024, our goal is to achieve 100% completion every year... monitored monthly, with escalation procedures in place for overdue completions." D&I: "Our ongoing target is to accelerate the maturity and impact of our Diversity & Inclusion program across all regions and functions."

Characteristics of the undertaking's employees

Reference: pages 250-252 (printed SUS-65 to SUS-67), headed "9. Overview people data S1-6 & S1-7"; listed in the index as "S1 - 6" (page 276).

"The number of employees remained broadly stable between December 2024 (3,243 heads) and December 2025 (3,253 heads), also in terms of full-time-equivalents (FTEs) with 2,937 FTEs in 2025 versus 2,917 FTEs in 2024. In 2025, 357 employees (heads) left Barco (versus 478 heads in 2024)" (page 250).

By gender (heads): female 962 (833 permanent, 129 temporary), male 2,291 (2,094 permanent, 197 temporary) (page 252).

"EMEA is the biggest region from a headcount perspective, with 54% of our employees, followed by APAC including China (32%), and the Americas (13%)... Of our employees, about 70% are male and 30% are female." "Permanent employees represent the majority of the workforce (approximately 90%)... Part-time employees in 2025 decreased marginally (from 326 to 316)... We do not employ on non-guaranteed hours" (page 251).

Characteristics of non-employee workers

Reference: pages 250-252 (printed SUS-65 to SUS-67), headed "9. Overview people data S1-6 & S1-7"; listed in the index as "S1 - 7 Characteristics of non-employee workers in the undertaking's own workforce" (page 276).

Figures. "To manage peak demand, particularly in production, Barco is relying on agency workers, though this remains a limited portion - around 4% (122 heads), in addition to our internal staff. For specialized functions where internal capacity or competencies are insufficient, we engage external resources such as consultants and contractors. This accounts for 5% (150 heads) on top of our internal staff." (page 250). The external resources "primarily include software engineers, comprising both self-employed professionals and experts employed by other companies".

Scope. "All individuals within our workforce who may be materially impacted by the undertaking are included within the scope of disclosure" (page 250).

Basis, with a declared break in comparability. "The methodology applied in 2025 is the sum of all headcount, meaning each individual is counted as one, regardless of working hours or contract type... Note: In 2024, FTE was used as the calculation method" (page 251).

Nil fatalities are reported "neither for our own employees, nor for agency workers or contractors working at our premises", but the injury rates take "internal employees only" (page 249).

Collective bargaining coverage and social dialogue

Reference: page 245 (printed SUS-60), in the subsection headed "Our metrics S1-8, S1- 10 & S1-16"; listed in the index as "S1 - 8" at pages 60-61 with the marginal note "Phase-in for S1-8 (DR 60c)" (page 276).

Metrics. "Most employees in the EAA (European Economic Area) work in countries with worker's council representation (97%) and are covered by collective bargaining agreements (98%)" (page 245). The Integrated Data Pack carries the matching row: "S1-8 Percentage of its employees covered by collective bargaining agreements are within coverage rate by country (in the EEA), % of heads, 98%, 98%" (page 296).

Structures. "Barco maintains a European Works Council (EWC) agreement, which facilitates structured dialogue and consultation between employee representatives and management on transnational matters. At the local level, employee representation is organized through country managers, who act as the primary liaison for workforce engagement and consultation within each jurisdiction" (page 245). Barco also works with "the Committee for Prevention and Protection at Work and the European Works Council" (page 245).

Employees outside collective agreements. "For employees not covered by collective bargaining agreements, we establish working conditions and terms of employment through internal policies, frameworks and benchmarking, rather than directly applying collective bargaining agreements" (page 245).

Diversity metrics

Reference: pages 248-249 (printed SUS-63 to SUS-64), headed "Our metrics S1-9 & S1- 16"; listed in the index as "S1 - 9 Diversity metrics" (page 276).

Gender at top management (page 248):

• "38% of our Board members are women (3 individuals), consistent with 2024."
• "23% of the Core Leadership Team (3 individuals), compared to 15% in 2024."
• "20% of general management positions are held by women, consistent with 2024 results. (General management is defined according to our internal grading system.)"

Age (page 248). "10% (305 employees) are under 30 years old (versus 9% in 2024). 60% (1,962 employees) are between 30 and 50 (versus 61% in 2024). 30% (986 employees) are over 50 (equal as in 2024). The average age of our global workforce remains 44 years, unchanged from 2024."

Nationalities. "Our workforce represents 69 different nationalities (versus 68 in 2024)" (page 248). Workforce split: "about 70% are male and 30% are female" (page 251).

Governance. "In 2021, our Board of Directors set Diversity & Inclusion (D&I) as a strategic priority. In 2022, it was decided to embed D&I in our organizational DNA as part of our culture. Since then, D&I has been on the agenda at different levels of the organization, with progress being discussed at the Executive Sustainability Steering Committee meetings" (page 248). The inclusion index, measured inside the engagement survey, scored 77, unchanged from 2024.

Adequate wages

Reference: page 245 (printed SUS-60), in the subsection headed "Our metrics S1-8, S1- 10 & S1-16"; also tagged in the Integrated Data Pack as "S1-10 Adequate wages by country" (page 296).

Metric and definition. "Remuneration metrics are closely monitored. Currently, 100% of our global workforce is employed in countries with minimum wage regulations. Barco defines adequate wages as those that meet or exceed the legal minimum wage requirements in each country where we operate, in line with local labour legislation" (page 245).

Benchmarking and the nil-exception return. "To ensure competitiveness and fairness, we partner with independent third-party providers to obtain benchmark data from reputable global compensation surveys and industry-specific market analyses. Based on the latest benchmarks, we confirm that all employees receive wages considered adequate in every country where we operate" (page 245). No country or employee group is reported below an adequate wage, so no percentage below adequate wage is disclosed.

Data pack. "S1-10 Adequate wages by country, % of heads, 100% (2025), 100% (2024)" (page 296).

Training and skills development metrics

Reference: pages 246-247 (printed SUS-61 to SUS-62), headed "Our metrics & performance S1-13"; listed in the index as "S1 - 13" (page 276).

Performance and career development reviews. "In 2025, 61% of the global workforce participated in documented performance and career development reviews (based on LMS & Employee Central Data). 65% (1,489 on total of 2,291) of male and 52% (500 on total of 962) female employees participated in regular performance and career development reviews. Due to limited digital records for blue-collar employees, actual participation may be higher than reported" (page 246). The underlying practice is "3 formal talent check-ins per year", with a target that "90% of all employees have at least 3 dedicated manager-employee check-ins per year".

Training hours by gender. "Our target is for white-collar employees to complete an average of 20 hours of formal learning annually. In 2025, we did not yet reach this goal. The average stands at 15.6 hours per employee (14.6 hours for female employees and 15.9 hours for male employees)" (page 246).

Mandatory training. "In 2025 94% of our employees (white collars and blue collars) were trained in Standards@work (versus 98% in 2024), close to the 100% target set" (page 246).

Investment. "In 2025, we invested on average EUR 1,079 per employee (versus EUR 1,249 in 2024)" (page 246).

Health and safety metrics

Reference: page 249 (printed SUS-64), headed "Our metrics - S1-14"; listed in the index as "S1 - 14" at page 64 with the marginal note "Phase-in for S1-14 DR 88d/e" (page 276).

Coverage. Formal management-worker health and safety committees "currently cover 60% of our global workforce, ensuring collaborative oversight and continuous improvement in health and safety practices" (page 248), under the EHS2 Pledge "aligned with ISO 45001 and ISO 14001" (page 248).

Fatalities: a nil return. "Nil work-related fatalities were recorded, neither for our own employees, nor for agency workers or contractors working at our premises" (page 249).

Explanation of the deterioration. "The increase in frequency rate is mainly due to a lot of layout and product changes, which raised the number of new employees at our Kortrijk HQ manufacturing site (employees had to adapt and find their way in the new environment with a higher risk for accidents)" (page 249).

Compensation metrics (pay gap and total compensation)

Reference: page 245 and page 248 (printed SUS-60 and SUS-63); listed in the index as "S1 - 16", SUS Own workforce and CG, pages 60-61 (page 276).

CEO-to-median ratio. "The ratio of highest paid individual versus the median paid individual on a global level for 2025 is 15. More information can be found in the Renumeration section of the Corporate Governance Statements" (page 245).

Gender pay gap, published by country and salary band (page 248):

Method and its stated limits. "The analysis is based on ordinary base salary data from our SAP SuccessFactors system and includes countries with 100 or more employees and salary bands with at least 20 employees. It is important to note that this ratio does not account for seniority" (page 248).

Incidents, complaints and severe human rights impacts

Reference: pages 249-250 (printed SUS-64 to SUS-65), headed "Our metrics - S1-17"; listed in the index as "S1 - 17" (page 276).

Metrics, all nil (page 250): "0 severe human rights incidents (forced labour, human trafficking or child labour)"; "0 severe human rights incidents that are cases of nonrespect of UN Guiding Principles and OECD Guidelines Multinational Enterprises"; "0 complaints were filed through the Ethics mailbox"; "0 complaints were filed to the NCP for OECD Multinational Enterprises"; "0 incidents of discrimination including harassment"; and "No material fines, penalties, compensation in damages as result of violations regarding social and human rights factors". The Integrated Data Pack carries the matching tagged rows (page 296).

A reconciliation a reader should check. The G1 chapter reports for the same year that "13 issues were reported to the ethics mailbox. 13 reports were submitted in the whistleblower tool in 2025", attributing the rise to "strengthened awareness initiatives and changed reporting mechanism with a broader case categorization" (page 264). The S1-17 figure of zero is described as complaints "filed through the Ethics mailbox". The report does not explain how the 13 issues reported to that same mailbox reconcile with a nil return for workforce complaints, nor how the 13 whistleblower reports were categorised.

Policies related to consumers and end-users

Reference: pages 254-256 (printed SUS-69 to SUS-71), headed "1B. Our approach - S4-1, S4-2 & S4-3"; listed in the index as "S4 - 1" (page 277).

Policies listed (page 254): the Barco Customer Experience programme; the Corporate Quality Policy ("commitment to deliver innovative, highly reliable, and sustainable visualization solutions meeting customer, legal, regulatory, and security requirements"); the Corporate Cybersecurity Commitment and Program; Barco's product privacy statement plus the Barco.com privacy and cookie policies and the recruitment privacy statement, all on the Trust Center; the Code of Ethics; and the Human Rights pledge.

Human rights commitments. The pledge covers the Universal Declaration of Human Rights, "The International Labor Organization's (ILO) Declaration on Fundamental Principles and Rights at Work, and the ILO eight fundamental labor conventions", the UNGPs and the OECD Guidelines (page 254). Applied to customers: "We do not tolerate unacceptable worker treatment, such as exploitation of children, physical punishment, abuse, or involuntary servitude... customers and end-users can file complaints using the Ethics Helpline. The human right pledge is signed by the CEO. To oversee this pledge, we use the company-wide compliance management system" (page 255).

Processes for engaging with consumers and end-users

Reference: pages 254-256 (printed SUS-69 to SUS-71); listed in the index as "S4 - 2" (page 277).

Three building blocks of the Global Customer Experience programme (pages 255-256):

1. Customer journey dashboard - "a set of selected touchpoints to measure real-time satisfaction or effort through various channels, tailored to each business unit and customer journey. These outside-in insights are contextualized with internal KPIs, prompting direct action by responsible owners (e.g. web UX designers for navigation issues, service managers for after-sales cases)." "Touchpoints are tracked separately for end-users and partners."
2. Bi-annual relational NPS study - "Twice a year, Barco surveys active end-users and partners to assess their likelihood of recommending the company... NPS results are shared organization-wide, integrated into quarterly business reviews and discussed with Barco's CEO." "Barco applies advanced analysis models and automated workflows to classify open feedback by mentioned topic and its sentiment... This analysis highlights product quality and after-sales service as key drivers of satisfaction."
3. Customer Journey Board - "Each quarter, customer journey managers from each business unit meet with the global program coordinator to ensure alignment, share feedback and exchange learnings... During this forum, the team also agree on our global NPS target."

Processes to remediate negative impacts and channels to raise concerns

Reference: pages 254-256 (printed SUS-69 to SUS-71); listed in the index as "S4 - 3" (page 277).

Primary channel. "The advised channel to raise any type of inquiry is our service portal platform, which can be accessed via Barco website. Each complaint or inquiry raised via our service portal is captured in a fort of a ticket in CRM. Once such ticket is addressed by relevant Service desk colleagues or resolved by our engineers, the customer receives a Service NPS survey - to evaluate their satisfaction with the resolution offered, approach, friendliness of the agent, turn around time or other relevant parameters of this interaction" (page 255).

Closing the loop. "This feedback is then assigned to the relevant regional or product related owners which need to follow up on any complaint from the survey and make sure lessons learnt flow back to the organization" (page 255).

Evidence of use, and its limits. "Based on tens of thousands of handled phone calls, service tickets logged and survey feedback captured yearly, we can stay assured that our customers are well aware of existing channels to raise concerns and are actively using them" (page 255). This is an inference from volume rather than a measured awareness or trust assessment; none is reported.

Taking action on material impacts on consumers and end-users

Reference: page 256 (printed SUS-71), headed "1D. Actions in 2025 - S4-4", with product-side actions at pages 260-261; listed in the index as "S4 - 4" (page 277).

Customer experience actions in 2025 (page 256). "we continue to invest in improving website navigation, expanding self-service options, and enhancing the quality of our knowledge base. Barco is doubling down on the quality of insights by connecting experience data with operational data, enabling new analytics capabilities and exploring AI-driven solutions for customer experience research." After-sales work: "Improving our aftersales support, e.g. Faster, more personalized support"; "Integrated telephony platform: our teams have transitioned to a new telephony system, providing a 360 degree view of each case"; "New service portal design"; and "Service repair and warehouse footprint faster turnaround times for customers".

Effectiveness, with the counter-evidence Barco gives. "2025 delivered favorable results, particularly big improvement for Meeting Experience business unit... Previous dedicated actions in after-sales service and updated service model in MX are reflected in significant decline of negative comments towards Clickshare service." "These efforts are already well reflected in our Service NPS, overachieving its annual target... Their expressed their high satisfaction in post-training surveys exceeding 90 %" (page 256).

Targets related to consumers and end-users

Reference: page 256 (printed SUS-71), headed "1C. Metrics and performance in 2025- S4-5", with product quality targets at page 257; listed in the index as "S4 - 5" (page 277).

Customer experience target. "Each year, achieve a global Net Promotor Score of at least 50" (page 254). History: "We set our first global NPS target in 2022 with a baseline score of 44 and an ambition to annually increase the score by two points, to ultimately achieve an NPS of 50 by 2025. As we overachieved on this ambition, we now aim for a global Net Promotor Score of at least 50 every year" (page 256).

Performance. "In 2025, we achieved a full-year relational NPS of 60, an improvement of 6 versus previous year, setting the benchmark for next year's target" (page 256).

Product quality, safety and security targets (page 257): "Report 0 recalls or critical safety & security incidents with our products or services to competent authorities each year"; "Each year, 100% of (development and manufacturing) sites are covered by a certified quality management system"; "Each year, we target to extend the scope of the ISO27001 certificate on product security".

Business conduct policies and corporate culture

Reference: pages 262-265 (printed SUS-77 to SUS-80); listed in the index as "G1 - 1" (page 278).

Policies (page 263). The Corporate Governance Charter and Code of Conduct: "Barco embraces the principles of good management and transparency laid down in the 2020 Belgian Code on Corporate Governance Code." The Whistleblower channel procedure. The Code of Ethics: "a well-established set of ethical principles and guidelines for sound business conduct". The Human rights pledge, signed by the CEO. The Modern Slavery and Human Trafficking Statement: "Barco does not tolerate any kind of child, forced or compulsory labor, either in its own manufacturing activities or those of its suppliers."

Culture, and how it is kept alive (page 264). "Annually, each manager signs off the Code of Ethics, electronically through Barco's learning management system, while every white-collar employee is invited to acknowledge receipt." "every Barco site worldwide has a local legal & compliance responsible" who "completes a risk and compliance assessment, covering Barco's risk universe and Barco's compliance domains" each year.

Both G1 IROs are actual positive impacts: IRO 25 "Perform fair, transparent, accountable, and responsible decision-making behavior" and IRO 26 "Protection of whistleblowers through company-specific policies" (page 262).

Management of relationships with suppliers

Reference: pages 268-271 (printed SUS-83 to SUS-86); listed in the index as "G1 - 2" (page 278).

Policies (page 269). The Global Procurement Sustainability Commitment sets out "how we want to collaborate responsibly with our suppliers". Three standards apply: the Barco Code of Conduct for suppliers ("We expect all our suppliers to comply with the Responsible Business Alliance (RBA) Code of Conduct, including labor, ethics, and health and safety standards"); Product Compliance requirements covering RoHS, REACH, ecodesign, ERP and SCIP plus the Barco Substance List; and the Responsible Minerals Sourcing policy.

Scale. "In 2025, Barco had 168 direct spend suppliers, covering 88% of total production spend", split into "4 supplier categories (key, key+, core, and other), based on their supply risk and relevance to Barco" (page 270).

Metrics for 2025 (page 271). Suppliers adhering to the renewed Code of Conduct, by production spend, 86% (vs 81%); "100% of new production suppliers were screened using the supplier self-assessment"; 80% of production spend covered by contracts with a sustainability clause (vs 82%); "Suppliers covering 83% of our production spend were scored on their sustainability performance, (versus 77% in 2024)"; and "48 suppliers were audited on quality, versus 50 in 2024". Barco has "not yet adopted external targets on responsible & resilient supply chain".

Prevention and detection of corruption and bribery

Reference: pages 262-265 (printed SUS-77 to SUS-80); listed in the index as "G1 - 3" (page 278).

Training, with coverage of functions at risk. "In 2025, 94% of our employees (white-collars and blue-collars but excluding supervisory bodies) followed the Standards@Work training program... In 2025, all employees in functions at risk (designated employees in customer facing roles representing 11 % of our employees) were covered by an annual mandatory Standards@Work level 2 training related to anti-corruption" (page 265).

Detection, and its independence. The Ethics mailbox "is monitored by Barco's Ethics Committee, which is composed of senior representatives of the HR, IT, and legal functions, and acts independently from Barco's management. It is tasked with... investigating business conduct incidents" (page 264). The whistleblower tool covers "allegations or incidents of corruption or bribery", is "monitored by the compliance function", and reports "are promptly, independently, and objectively investigated" (page 264).

Volumes in 2025. "13 issues were reported to the ethics mailbox. 13 reports were submitted in the whistleblower tool in 2025." Barco reads the rise as positive: "it reflects higher transparency, earlier detection, and a more mature speak-up culture" (page 264). Anti-corruption training hours are not disclosed.

Targets related to business conduct

Back-filled from the business conduct chapter, where targets are addressed as part of the MDR-T/GDR-T disclosures rather than as a numbered disclosure requirement. G1-3 became a standalone DR only in the 2025/2026 ESRS; the 2023 ESRS this report was prepared against had no targets DR under G1.

A stated target exists. The G1 policies-and-targets table prints one target: "Each year, train all our employees via the Standards@Work training program" (page 263). Its baseline and monitoring are specified in the S1 target set: "With a baseline completion rate of 98% in 2024, our goal is to achieve 100% completion every year. This mandatory training is monitored monthly, with escalation procedures in place for overdue completions" (page 244).

Performance, including the shortfall. "In 2025, 94% of our employees (white-collars and blue-collars but excluding supervisory bodies) followed the Standards@Work training program" (page 265), down from 98% in 2024 (page 246). For the higher-risk population the target was met in full: "In 2025, all employees in functions at risk (designated employees in customer facing roles representing 11 % of our employees) were covered by an annual mandatory Standards@Work level 2 training related to anti-corruption" (page 265).

Incidents of corruption or bribery

Reference: page 265 (printed SUS-80), headed "3. Metrics and performance - G1-3, G1-4"; listed in the index as "G1 - 4 Incidents of corruption or bribery" (page 278), with the paragraph 24(a) fines and 24(b) standards datapoints cited at page 282.

Key figures for 2025, as printed (page 265):

• "Zero convictions and fines for violations of anticorruption and anti-bribery laws"
• "Zero confirmed incidents of corruption or bribery"
• "Zero confirmed incidents in which own workers were dismissed or disciplined for corruption or briberyrelated incidents"
• "Zero confirmed incidents related to contracts with business partners that were terminated or not renewed due to violations related to corruption or bribery"

And: "No legal cases regarding corruption or bribery were brought against Barco or our own workers" (page 265).

This is a complete nil return across the G1-4 datapoints, including the consequences limb, rather than a silence.

Context for reading it. Barco reports non-zero reporting volumes for the same year: "13 issues were reported to the ethics mailbox. 13 reports were submitted in the whistleblower tool in 2025" (page 264). None of the 26 reports is stated to be a confirmed corruption or bribery incident, so the two disclosures are consistent on their face, but the report does not break the 26 down by category.

Political influence and lobbying activities

Reference: page 265 (printed SUS-80), in the box headed "Membership of organizations"; listed in the index as "G1 - 5 Political influence and lobbying activities" at pages 77-80 (page 278).

Political contributions: a nil return. "Barco does not make donations or other contributions of any kind to political parties" (page 265).

Lobbying channel. "Next, directly or indirectly through trade and business associations, Barco maintains a dialogue and engages in discussions with policymakers and regulatory agencies in matters relevant to its operations" (page 265).

Memberships. "Barco is strongly integrated into local and professional initiatives as well as communities that are relevant to its activities. We support these initiatives and communities in various ways - as a founding partner, through directorship, delegation of employees to work groups, membership fees, etc. We are also member of nongovernmental organizations, platforms & networks; non-profit organizations... and trade and business associations" (page 265).

Not disclosed. The report does not name the person responsible for oversight of lobbying, gives no EU Transparency Register entry, does not quantify lobbying spend or membership fees, and does not state whether any member of the administrative, management or supervisory bodies held a comparable position in public administration in the two years before appointment.

Payment practices

Reference: page 270 (printed SUS-85), headed "2B. Supplier payment practices G1-6"; listed in the index as "G1- 6 Supplier payment practices" at page 85 (page 278).

Practice. "For 99% of Barco's spend, suppliers are paid weekly or twice per month based on invoices due on the payment date, provided all necessary approvals are in place and goods or services have been delivered. This approach applies uniformly, regardless of supplier size or Barco's purchasing power" (page 270).

Average days to pay. "The average number of days on which Barco pays its suppliers amounts to 70 days, calculated as the DPO (days payable outstanding). We refer to note 18 in the Financial Statements" (page 270).

Terms. "Barco has varying payment terms with suppliers, ranging from immediate payment to 60 days. For production-related purchases, the most common payment term is 60 days, while for purchased services, payment terms vary between 30 days or less and 60 days" (page 270).

On-time rate. "In 2025, 83% of payments were made in line with the net due date mentioned on the invoice (versus 80% in 2024). Considering Barco's weekly or bi-monthly payment cycles, on-time payments are those made within 7 days of the due date" (page 270).

Legal proceedings: a nil return. "Currently, Barco has no outstanding legal proceedings related to late payments" (page 270).