Bechtle

Bechtle AG operates according to the traditional dualistic principle. The Executive Board is the statutory body that decides on the management of the company and represents it externally. The second body is the Supervisory Board. Half of its members are elected by the shareholders at the Annual General Meeting and the other half by the German employees of the Bechtle Group. The Supervisory Board serves as a controlling body, appoints the Executive Board and monitors its work.

Executive Board responsibilities:

• Dr. Thomas Olemotz, Chairman of the Executive Board. Finance, Tax and Insurance, Review of Financial Statements and Auditing, Human Resources and Personnel Development, Investor Relations, Group Controlling, Real Estate and Mobility, Mergers & Acquisitions and Corporate Development, Legal & Compliance, Corporate Communications, CISO and Bechtle Stiftung gGmbH.

• Konstantin Ebert. Responsible for national and international IT E-Commerce, system houses outside Germany, Austria and Switzerland, and International Areas (IBU, GITA).

• Michael Guschlbauer. Responsible for the IT System House & Managed Services segment, Public Sector Division, Central Project Management, CTO (disciplinary responsibility), and Quality & Environmental Management.

• Antje Leminsky. Responsible for Bechtle Logistik & Service GmbH, Financial Services and Sustainability Management.

Risk Management, Compliance, CTO and Marketing are the joint responsibility of the entire Executive Board.

From 1 January 2025, Konstantin Ebert and Michael Guschlbauer were reallocated responsibilities on the Executive Board. The aim is to have responsibility for all sales channels in the national markets in one hand. The new allocation of responsibilities is as follows:

• Konstantin Ebert: Multichannel responsibility for the national markets of Belgium, France, Ireland, Italy, the Netherlands, Poland, Portugal, Switzerland, Spain, the Czech Republic, Hungary and the United Kingdom.

• Michael Guschlbauer: Multichannel responsibility for Germany and Austria, as well as all specialists of the Bechtle Group.

The Executive Board regularly informed the Supervisory Board about all aspects significant to the company in a prompt and comprehensive manner. These included the group's business development, the tense macroeconomic situation and its effects on the realisation of business volume, revenue and results, the further development of the Executive Board and management organisation, possible acquisitions, the financing of acquisitions and current business, future investments, the status of the roll-out of Vision 2030, the Sustainability Strategy and the Diversity Strategy, location issues, opportunity and risk management, the risk situation and fundamental issues of corporate planning and management.

The Chairman of the Executive Board, in particular, maintained close contact with individual Supervisory Board members, and maintained a regular dialogue with the Chairman of the Supervisory Board, even outside the regular meetings. Additionally, the Executive Board informed the Supervisory Board as a whole about key operational indicators, the implementation of business plans and the employment situation of the group, segments and all major subsidiaries on a monthly basis. At quarterly meetings, we also intensively elaborated on the respective past quarter and the short and medium-term perspectives.

At its meetings, the Supervisory Board regularly looked into the business performance of the group as well as the assets and financial position and the implementation of the corporate strategy. Moreover, we continually dealt with the risk situation – especially also in connection with the global crisis hotspots and the related, tense macroeconomic situation – and actively participated in the further development of the control and risk management system of Bechtle AG.

Individual profit-sharing motivates the majority of employees to pursue the agreed targets with commitment.

At the locations of the Bechtle Group, the Managing Directors alone are responsible for the success of their companies. By way of their strictly earnings-oriented variable compensation, each Managing Director directly participates in the success of the respective company. Bechtle thus promotes and supports entrepreneurial spirit and business responsibility at all locations in order to ensure successful business performance on a long-term basis.

Thanks to the timely and detailed information received from the Executive Board and its own audits, the Supervisory Board was able to comply fully with its monitoring and consulting duties. We confirm that the Executive Board has acted lawfully, correctly and economically in every respect. The Executive Board regularly consulted the legal and compliance department as well as group controlling and actively used the risk management system.

The audit committee dealt with transactions that require approval, especially acquisition plans, location-related issues and long-term contracts. Other subjects discussed included the interim financial reports, the revenue and earnings performance under the difficult framework conditions, the development of the cash flow and of the working capital as well as their further optimisation, the preliminary audits of the annual and consolidated financial statements, the non-financial group statement and the proposal for the appropriation of profits, the review of the internal control and risk management system and the materiality analysis in accordance with CSRD.

Following the commissioning by the Supervisory Board, the auditor audited the annual financial statements of Bechtle AG, the consolidated financial statements and the combined management reports of Bechtle AG and of the Bechtle Group for the 2024 fiscal year, including the accounts as well as the risk management and early risk detection system, with unqualified auditor's opinions. The audit also included the implemented monitoring system for early identification of risks and the internal control and risk management system with respect to the accounting process. The auditor has confirmed that the installed systems are suitable for identifying developments endangering the company's going concern at an early stage.

Business Model - One-stop shop: With more than 120 locations in 14 European countries, Bechtle enjoys close proximity to its customers, making it one of the leading IT companies in Europe. We also have a worldwide network of partners that fulfils the requirements of customers who operate globally. Even after more than 40 years of company history, the Neckarsulm-based IT company combines the strength and solidity of a financially strong international group with the proximity, personal support and flexibility of a regional service provider. We guide more than 70,000 customers from trade and industry, the public sector and the financial market on their digital transformation journey and offer a comprehensive, cross-vendor portfolio of IT infrastructure and IT operation solutions.

Business Segments:

The IT System House & Managed Services segment covers a service spectrum ranging from the sale of hardware and software solutions, IT strategy consulting, IT infrastructure consulting, modern workplace, application solutions, project planning and implementation, system integration, maintenance and training to the provision of cloud and managed services, IT security services and artificial intelligence.

In the IT E-Commerce segment, the focus is primarily on the retail business. In this segment, we offer our customers hardware and standard software as well as accompanying logistics services via telephone and the Internet, with a product portfolio that comprises around 35,000 products in total.

Strategy: Based on its firmly established corporate culture, Bechtle has been formulating its long-term goals at intervals of about ten years ever since it was founded. The Vision 2030 was published in 2018 under the heading "Bechtle: Integrate IT. Architect the future." It determines goals in the following areas: • customer orientation, measured on the basis of the customer's success; • our competence, professionalism and passion in handling IT, combined with the promise to the workforce that at Bechtle, everything can be achieved; • the quest for market leadership; and • the necessity to achieve profitable growth in order to be able to invest in Bechtle's future.

According to the vision, the group intends to generate revenue of €10 billion with an EBT margin of at least 5 per cent by 2030.

Value Chain: Our service and solution portfolio is subject to ongoing review and adaptation to market and customer requirements. The service employees and certified specialists, system engineers and consultants offer customers specialist knowledge, a high level of detailed expertise, many years of IT project experience and rapid implementation of individual requirements in the realisation of services.

Bechtle has pooled specialist know-how on complex IT solution topics in more than 70 nationally active competence centres and passes this knowledge on both internally and externally in training courses.

Customer Engagement: We endeavour to identify the best possible individual IT solution to address the needs of each and every customer. In this connection, we have gained a very high level of expertise in servicing different customer groups. Even though our core target group is the upper SME market, we are also increasingly successful in the large company sector. Usually, we define our customers on the basis of the number of seats. Generally, our customer group ranges from 50 to upwards of 10,000 seats.

Our nationwide network of regional system houses and their sales staff offer our customers, most of whom have regional roots, decisive added value as personal contacts in overcoming increasingly complex IT challenges. The decentralised structure of Bechtle is a key criterion that makes proximity possible, while direct, usually long-term contact with customers helps sales staff to develop a trusting customer relationship.

In the IT E-Commerce segment, there is direct personal contact between the sales staff and the customer, which is ensured through active contact by telephone or videoconferencing. The sales team plays a key role in realising business volumes by acquiring new customers and expanding business with existing customers. Customers with complex requirements in particular benefit from the personal contacts, who offer individual solutions that are tailored to customer needs.

Capital Market Engagement: We regard Bechtle's success as the result of a joint effort and trusting cooperation with our stakeholders. This cooperation takes place in accordance with the principles of openness and transparency and is shaped by the fundamental values anchored in our corporate culture. In their capacity as owners, our shareholders are among the most important stakeholders of our company.

Investor Relations: Visits to the company's headquarters and participation in numerous conferences and roadshows allow both analysts and investors as well as us to engage in intensive dialogue. This underpins our open and continuous communication with our stakeholders. At a total of 18 roadshows and investor conferences held throughout 2024, we provided information about our company's economic situation, business strategy and outlook in individual and group discussions.

Personal contact with private investors is also very important to us. In 2024, we once again welcomed around 160 shareholders to the group headquarters in Neckarsulm for the shareholder days that have been very popular for many years.

Material impacts, risks and opportunities and their interaction with strategy and business model

Overview

Bechtle conducted a double materiality analysis for the first time for the 2024 fiscal year to identify material impacts, risks and opportunities (IROs). The results of the materiality analysis were explained by the project team to the Chairman of the Executive Board, the Executive Board member responsible for sustainability and the Deputy Chairman of the Supervisory Board. At two meetings in March and October 2024, the Audit Committee of the Supervisory Board dealt with sustainability aspects, including key IROs and the realignment of sustainability management.

The Supervisory Board will revise the incentive system in the 2024 fiscal year based on the findings from the identified material IROs. The results of the materiality analysis have been incorporated into the risk survey of the general risk management process.

Material IROs identified

The materiality analysis identified material IROs across the following ESRS topics:

• Climate change (E1)
• Pollution (E2)
• Resource use and circular economy (E5)
• Own workforce (S1)
• Workers in the value chain (S2)
• Affected communities (S3)
• Consumers and end users (S4)
• Corporate governance (G1)

No material IROs were identified for:

• Water and marine resources (E3)
• Biodiversity and ecosystems (E4)

Climate change (E1)

Material IROs

Interaction with strategy and business model

There are currently no material changes to financial items and no expenses incurred for measures in connection with the existing negative effects and risks. Bechtle does not currently expect any financial effects from the material risks. Investments are expected in the further expansion of renewable energies at locations and in the operation of sustainable data centres, but no investment plans have been drawn up or sources of financing earmarked.

Bechtle recognises the potential to reduce GHG emissions through data centre optimisation and energy-efficient product portfolio design. By advising customers accordingly, the company can actively contribute to improvements in this area.

Pollution (E2)

Material IROs

Interaction with strategy and business model

The material negative impacts relate to pollution in the upstream and downstream value chain. With its business model, Bechtle offers customers from the B2B sector around 35,000 hardware and software products, IT solutions and IT services. The sale of IT hardware accounts for a significant proportion of business volume. As the identified significant negative impacts in the area of pollution are related to the raw materials used in IT hardware, production and the transport of goods, Bechtle has an indirect share; even if they do not occur as part of own business activities and direct influence cannot be exerted.

Resource use and circular economy (E5)

Material IROs

Interaction with strategy and business model

The mining and use of raw materials (e.g. gold, tungsten, rare earths) for IT hardware leads to environmental impacts such as soil degradation, water scarcity, biodiversity loss and climate change. The production of IT hardware also requires large quantities of fossil fuels and biomass, which leads to a shortage of resources, water and land. This negative impact is exacerbated by short product cycles in the IT market, which lead to high resource outflows and increased environmental problems. Only around 35 per cent of the raw materials used in IT hardware are recycled, which increases the demand for primary raw materials.

As a retailer, Bechtle's direct influence on negative impacts in the upstream and downstream value chain is limited. The negative environmental impact arises primarily in the upstream and downstream value chain during raw material extraction and production. Customers decide on the length of use. Bechtle recognises an indirect impact on the use of resources and the circular economy, as it generates a significant proportion of business volume with IT hardware.

Own workforce (S1)

Material IROs

Workers in the value chain (S2)

Material IROs

Interaction with strategy and business model

There is a complex relationship between Bechtle's strategy and business model and the material risks and opportunities arising from the effects and dependencies in connection with workers in the value chain. Bechtle's business model is closely linked to global supply chains in which there are various challenges in the area of labour conditions and human rights. Risks relating to occupational safety, health standards and social aspects can arise in the upstream value chain in particular, for example, in raw material extraction and hardware production.

The material negative effects in the value chain are widespread and systemic. This relates in particular to child and forced labour in the extraction of raw materials, especially in mines in the Congo, where rare earths and conflict minerals are mined; occupational health and safety in hardware production, especially in China, where independent observers found inadequate protective measures; violence and unsafe working conditions in the extraction of raw materials. These are not limited to individual incidents, but concern structural challenges in the countries involved in raw material extraction and production and are part of global supply chains.

Bechtle recognises this problem and implements measures to minimise risk, for example, through supplier audits using EcoVadis or the Code of Conduct for Suppliers of Goods and Services.

Affected communities (S3)

Material IROs

Interaction with strategy and business model

The production of IT hardware requires raw materials such as rare earths, copper or gold, which are mined and processed in smelters. The extraction and processing of raw materials has a negative impact on affected communities and indigenous peoples on the ground, as it sometimes leads to the pollution of water resources, the excessive use of water, the release of harmful substances or illegal encroachment on protected areas. This can affect the livelihood, health and safety of communities and indigenous peoples living in the mining areas.

At the end of the life cycle of the products sold, improper disposal of electronic waste that is not reused or recycled also has a negative impact on affected communities in terms of land use, resources, safety and health.

As a retailer, Bechtle has little information about the continued value chain. The communities affected by the material negative impacts are characterised by high levels of poverty and low levels of education.

Consumers and end users (S4)

Material IROs

Interaction with strategy and business model

The identified negative impact relates to the topic of information security and data protection. Weaknesses in these areas can cause both financial and non-financial damage that could significantly affect Bechtle and its customers. Vulnerabilities in application security can lead to data loss or theft, putting customers' critical business processes at risk. Attacks via ransomware, for example, can significantly disrupt a company's operations.

The material negative impact on consumers and end users in terms of information security and data protection is an integral part of the business model, especially for data-intensive services (e.g. managed services). New regulatory requirements, such as NIS 2, have increased the significance of the negative impact. NIS 2 is a revised EU directive on cybersecurity that has imposed stricter requirements on companies and organisations in critical and important sectors since October 2024.

Bechtle IT developed an information security strategy in the 2024 fiscal year, which is to be adopted in the course of 2025. The business model is not affected by this. However, if Bechtle is responsible for security incidents with significant consequences, this could possibly result in an adjustment to the business model, for example, because the portfolio of services would have to be adjusted as a corrective measure.

Corporate management (G1)

Material IROs

Linkage between IROs and strategy / business model

As we have carried out a materiality analysis in accordance with ESRS for the first time for the 2024 fiscal year, we are also reporting on identified material IROs for the first time.

Bechtle is not currently observing any financial impacts of the material risks and opportunities on earnings position, results of operations or cash flows. The company also does not currently identify any material risks and opportunities where there is a material risk of a material adjustment to the carrying amounts of the assets and liabilities recognised in the associated financial statements in the next reporting period.

Bechtle reviews the resilience of its strategy and business model on the basis of regular risk analyses carried out by central risk management.

Resilience to identified IROs

The findings from the materiality analysis do not lead to a change in the business model for climate change. The Climate Protection Strategy 2030 will gradually address the identified impacts, risks and opportunities associated with climate change mitigation and adaptation.

In the area of pollution, resource use, workers in the value chain, and affected communities, Bechtle recognises its indirect share in negative impacts that occur in the upstream and downstream value chain, even though they do not occur as part of own business activities and direct influence cannot be exerted. The company is developing policies and strategies to address these impacts, including:

• Sustainable procurement strategy (under development)
• Circular IT policy (under development)
• Code of Conduct for Suppliers of Goods and Services
• Supplier assessments via EcoVadis

For own workforce, the company is developing an HR strategy (to be adopted in 2025) and has adopted a DE&I (Diversity, Equity & Inclusion) strategy in November 2024 to address identified risks and opportunities.

For consumers and end users, an information security strategy was developed in 2024 (to be adopted in 2025) to address data protection and cybersecurity risks.

Description of the process to identify and assess material impacts, risks and opportunities

Stakeholder involvement in the process

The company identified and involved stakeholders in the materiality analysis. The knowledge gained from engagement with workers along the value chain and affected communities was incorporated through dialogue with the central sustainability management team. With regard to affected communities, the knowledge gained is to be incorporated into the sustainable procurement strategy currently being developed and into the planned revision of the sustainability strategy.

How the organisation identified and involved the stakeholders, and how the organisation, the purpose and the results were taken into account, is described as part of the presentation of the materiality analysis starting on page 132.

Material impacts, risks and opportunities identified

As part of the materiality analysis, Bechtle identified two risks for the topic of climate change in the sub-topic of adaptation to climate change, two negative impacts in the sub-topic of climate change mitigation, and four negative and one positive impact for the sub-topic of energy.

Material negative and positive effects and risks in the area of climate change

Transition plan for climate change mitigation

Scope and governance

The Bechtle Climate Protection Strategy 2030 was published in August 2022 and revised in 2024 as part of the SBTi commitment and approved by the Executive Board. The transition plan development was started in the 2024 reporting period and will be finalised in 2025.

Bechtle has signed the 2023 commitment letter to achieve the 1.5-degree target by 2030. The targets developed will be submitted to SBTi for validation in 2025.

Target year and net zero alignment

Short-term targets (to 2030):

• Scope 1 and 2: 50% reduction by 2030 (base year 2019)
• Scope 3.6, 3.7, 3.9: 27.5% reduction by 2030 (base year 2019)
• Scope 3.1: 55% reduction by 2030 (base year 2019)

Long-term targets (to 2050): The development of long-term targets up to 2050 for a net-zero-compliant reduction pathway was carried out as part of a net-zero feasibility analysis. Using the results of the feasibility study, Bechtle is currently in the evaluation process, analysing the implementation of specific long-term targets and the measures required to achieve them.

SBTi validation status

Bechtle signed the SBTi commitment letter in September 2023. Validation will take place in the 2025 fiscal year. The roadmap follows the scientifically based reduction targets of the SBTi, aiming to achieve the 1.5-degree target by 2030.

Key decarbonization levers

Bechtle is focussing climate protection measures on the biggest sources of CO₂e-emissions in four key areas:

Energy:

• Increasing the energy efficiency of locations
• Own power generation, use of geothermal energy
• Purchase of green electricity
• Sustainable real estate policies
• Photovoltaic systems expansion

Mobility:

• Sustainable fleet strategy
• Intensification of alternative drives
• Environmentally friendly travelling and commuting
• Gradual switch to sustainable drives by 2030
• Expansion of e-mobility as the greatest decarbonisation lever in own business activities

Procurement:

• Sustainable purchasing strategy
• Close cooperation with suppliers
• Focus on Scope 3.1 "Purchased goods and services" as main source of emissions
• Green IT portfolio definition

Logistics:

• More climate-friendly logistics (packaging and transport)

Awareness:

• Sensitisation of internal and external stakeholders
• E-learning programme development

Actions and timelines

Sustainable logistics:

• Intralogistics: Cooperate with vendors to promote shipments with the Bechtle Box© (2025, started)
• Increase the proportion of recycled plastic in plastic packaging and film (2025, started)
• Bundle orders and increase the use of the Bechtle Box© for shipments to the customer (2030, ongoing)
• Distribution: Optimise the space use (2025, started)
• Open a second central logistics hub in north Germany (2025, finished)
• Expand the logistics partner network with service providers who offer transportation services with lower emissions, e.g. "last green mile" delivery with e-vehicles (2030, ongoing)
• Implement the sustainable logistics policy in further warehouses of the Bechtle Group (multi-warehouse strategy) (2030, started)

Circular economy:

• Implement a group-wide IT hardware recycling policy (new measure 2023) (2025, started)

Material impacts and risks

Climate change adaptation:

• Risk of unachieved reduction targets
• Risk of rising product costs

Climate change mitigation:

• Negative impact on climate change due to the development of mines that lead to GHG emissions
• Negative impact on climate change due to the movement of goods from abroad (suppliers), leading to CO₂ emissions (Scope 3)

Energy:

• Negative impact on climate change due to the high energy consumption for the extraction of the raw materials used in Bechtle products, which leads to energy-related GHG emissions (Scope 3)
• Negative impact on climate change due to the energy consumption of the data centres operated by Bechtle, which leads to energy-related GHG emissions
• Negative impact on climate change due to the high energy consumption within the production processes of the Bechtle hardware sold, which leads to energy-related GHG emissions (Scope 3)
• Negative impact on climate change due to energy consumption for the disposal and, if applicable, recycling of products sold by Bechtle, which leads to energy-related GHG emissions (Scope 3)
• Positive impact on the use of clean energy, counteracting the climate-related rise in temperature through the expansion of photovoltaic systems and geothermal energy

Business model implications

Overall, the findings from the materiality and climate risk analysis do not lead to a change in the business model. The Climate Protection Strategy 2030 will gradually address the identified impacts, risks and opportunities associated with climate change mitigation and adaptation.

Policies related to climate change mitigation and adaptation

Bechtle discloses policies related to climate change mitigation and adaptation through its strategic framework rather than as standalone named policy documents.

Climate Protection Strategy 2030

• Approval and oversight: Revised in 2024 as part of the SBTi commitment and approved by the Executive Board
• Scope: Covers Scope 1, Scope 2, and Scope 3 emissions across Bechtle's operations and value chain
• Key content:
  • Short-term targets up to 2030 derived from Science Based Target initiative (SBTi) criteria
  • Reduction of Scope 1 and Scope 2 emissions by 50% by 2030
  • Reduction target for Scope 3 emissions of 27.5% for Scope 3.6, 3.7 and 3.9, and 55% for Scope 3.1
  • Base year: 2019
  • Commitment to achieve the 1.5-degree target by 2030 (signed 2023 commitment letter)
  • Focus areas: energy, mobility, procurement, logistics, and awareness
• Public availability: Published in August 2022
• Link to international standards: Aligned with Science Based Target initiative (SBTi) scientifically based reduction targets
• Implementation monitoring: Targets will be submitted to SBTi for validation in 2025; long-term targets up to 2050 developed through net-zero feasibility analysis; transition plan development started in 2024 reporting period and will be finalized in 2025

Sustainable Real Estate Policies

• Scope: Buildings used by Bechtle Group
• Key content: Climate-friendly energy supply including purchase of green electricity, own generation using photovoltaics and geothermal energy, and energy efficiency measures

Sustainable Vehicle Fleet Strategy

• Scope: Bechtle vehicle fleet
• Key content: Gradual switch to sustainable drives by 2030; expansion of e-mobility as the greatest decarbonization lever in own business activities
• Implementation monitoring: Ongoing measures to successively expand fleet with hybrid and all-electric vehicles (time horizon 2030); continue to expand charging infrastructure (time horizon 2030)

Sustainable Procurement Strategy

• Scope: Scope 3.1 "Purchased goods and services" (upstream and downstream value chain)
• Key content: Cooperation with suppliers, sustainable procurement strategy, and green IT portfolio definition to achieve Scope 3 reduction targets

Comprehensive Mobility Policy

• Status: Under development (time horizon 2025, status: started)

Sustainable Logistics Policy

• Scope: Multi-warehouse strategy across Bechtle Group warehouses
• Key content: Intralogistics measures (cooperation with vendors for Bechtle Box© shipments, increased recycled plastic in packaging); distribution measures (optimize space use, expand logistics partner network with lower-emission service providers)
• Implementation monitoring: Implementation in further warehouses of Bechtle Group with time horizon 2030 (status: started)

Actions and resources in relation to climate change policies

Bechtle has identified four key action areas to address climate change, focusing on the biggest sources of CO₂e-emissions. A transition plan was started in the 2024 reporting period and will be finalised in 2025.

Action areas

Mobility

• Action: Expansion of e-mobility and sustainable vehicle fleet strategy
• What it does: Gradual switch to sustainable drives for the vehicle fleet, which accounts for a significant proportion of Bechtle's CO₂e-emissions due to customer-facing roles requiring mobility
• Time horizon: By 2030
• Scope: Own operations
• Link to policy/target: Greatest decarbonisation lever in own business activities; supports Climate Protection Strategy 2030
• Resources allocated: Not quantified

Energy

• Action: Sustainable real estate policies and climate-friendly energy supply (Scope 2)
• What it does: Addresses energy consumption of buildings (offices, warehouses, data centres) through:
  • Purchase of green electricity
  • Own generation using photovoltaics and geothermal energy
  • Energy efficiency measures
• Scope: Own operations
• Link to policy/target: Part of the set of measures under Climate Protection Strategy 2030
• Resources allocated: Not quantified

Procurement

• Action: Sustainable procurement strategy, supplier cooperation, and green IT portfolio definition
• What it does: Addresses Scope 3 sub-category 3.1 "Purchased goods and services" as the main source of emissions in the upstream and downstream value chain
• Scope: Upstream and downstream value chain
• Link to policy/target: Most important measures planned to achieve Scope 3 reduction targets
• Resources allocated: Not quantified

Awareness

• Action: E-learning programme development
• What it does: Raises employee awareness on climate-related topics
• Scope: Own operations
• Resources allocated: Not quantified

Governance and validation

• Bechtle signed the SBTi commitment letter in September 2023
• Validation will take place in the 2025 fiscal year
• Transition plan development started in 2024, to be finalised in 2025

Targets related to climate change mitigation and adaptation

Overview

Bechtle has developed climate targets aligned with the Science Based Targets initiative (SBTi). The company signed the SBTi commitment letter in September 2023 to achieve the 1.5-degree target by 2030. The targets will be submitted to SBTi for validation in 2025. The base year is 2019, and the target year for short-term targets is 2030.

Greenhouse Gas Reduction Targets

Scope 1 & 2 Combined Target (Absolute)

*2024 forecast values based on headcount development

Scope 3.1 Target (Intensity-based)

Scope 3.6, 3.7, 3.9 Combined Target (Absolute)

Target Scope and Validation

• Geographic scope: Primarily Germany (60% of revenue), with international operations accounting for 40%
• Own operations: Scope 1 & 2 targets cover own buildings, vehicle fleet, and energy consumption
• Value chain: Scope 3 targets cover upstream (purchased goods and services) and downstream (business travel, employee commuting, distribution)
• Science-based: Targets developed in accordance with Science Based Targets initiative (SBTi) criteria for 1.5°C pathway
• External validation: SBTi commitment letter signed September 2023; validation planned for 2025

Key Decarbonization Levers

The Climate Protection Strategy 2030 (revised in 2024) identifies the following main decarbonization measures:

• Electrification of vehicle fleet
• Sustainable real estate policies with energy supply from photovoltaics and geothermal energy
• Improved energy efficiency
• Group-wide promotion of green electricity (60% in 2024, up from 55% in 2023)
• Sustainable mobility
• Decarbonization in the supply chain through sustainable procurement strategy

Long-term Net-Zero Pathway

Bechtle is developing long-term targets up to 2050 for a net-zero-compliant reduction pathway. A net-zero feasibility analysis has been completed, and the company is currently evaluating implementation of specific long-term targets and required measures. Development of a transition plan was started in 2024 and will be finalized in 2025.

Training and Awareness Goals

As a complementary target, Bechtle aims to raise the training ratio in Germany to 10% by 2030 (currently 6.7% in 2024).

Energy consumption and mix

Total energy consumption by source

*Estimate based on 2024 headcount development

Methodology and scope

Figures for energy consumption in electricity, district heating and heating resources for 2024 are forecast values due to downstream billing of energy suppliers. Forecasts are based on consumption values from previous years and headcount development. The share of electricity from renewable energy was 55% in 2023 and is estimated at 60% for 2024. District heating from renewable energy is reported only for the headquarters in Neckarsulm, accounting for approximately 50% of total district heating.

Total energy consumption from fossil and nuclear sources includes electricity (excluding renewable electricity), fuels, heating energy and district heating (outside headquarters). The scope covers all Bechtle Group locations.

No energy intensity metric per revenue is disclosed.

Gross Scopes 1, 2, 3 and Total GHG emissions

Bechtle reports GHG emissions in accordance with the GHG Protocol and has set Science Based Targets aligned with the 1.5°C pathway. The base year is 2019. Reporting covers the Bechtle Group scope of consolidation.

Total GHG emissions by scope

Note: The text states Scope 3 2024 is a forecast (2,086,133 tCO₂e) and Scope 3 2023 has been adjusted (2,065,740 tCO₂e). The totals 15,801 and 15,159 appear to relate to employee headcount elsewhere in the document; the explicit total emissions figures combining all three scopes are not directly tabulated. The chart on page 8 shows Scope 1, 2, and 3 emissions but values are presented separately.

Scope 1 breakdown

No sub-breakdown by stationary combustion, mobile combustion, process emissions, or fugitive emissions is disclosed.

Scope 2 breakdown

Scope 2 emissions are reported on a market-based basis only. Location-based figures are not disclosed.

Scope 3 breakdown by category

The materiality analysis identifies the following material Scope 3 categories and associated impacts:

• Category 1 (Purchased goods and services): Identified as material. Emissions from raw material extraction, production of IT hardware sold by Bechtle, and manufacturing processes (especially energy-intensive steel production in China/Taiwan). The report states this is the main source of Scope 3 emissions.
• Category 3 (Fuel- and energy-related activities): Energy consumption in production processes and data centres.
• Category 4 (Upstream transportation and distribution): Transport emissions from goods movement (mainly from China/Taiwan), including shipping and air freight.
• Category 9 (Downstream transportation and distribution): Particulate matter emissions during transport.
• Category 11 (Use of sold products): Identified as material.
• Category 12 (End-of-life treatment of sold products): Emissions from disposal and recycling of electronics.

Quantitative emissions by category are not disclosed. The report states: "Scope 3 2024: 2,086,133 (forecast)" and "Scope 3 2023: 2,065,740 (adjusted)" but does not break these totals down by GHG Protocol category number.

GHG emissions intensity

The report mentions emissions intensity in relation to business volume as an ESG criterion for Executive Board compensation and states a target to reduce "CO₂ emissions intensity in relation to business volume" but does not publish the calculated intensity figure for 2024.

Biogenic CO₂ emissions

Not disclosed.

Regulated emissions (EU ETS)

Not disclosed.

Reduction targets (for context only)

Base year: 2019
Short-term targets to 2030 (SBTi-aligned, 1.5°C pathway):

• Scope 1+2: –50%
• Scope 3 (categories 3.6, 3.7, 3.9): –27.5%
• Scope 3 (category 3.1): –55%

Long-term net-zero targets to 2050 are under development following a feasibility study; transition plan in progress.

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Methodology and scope notes:

• Emissions are calculated in accordance with the GHG Protocol.
• The report uses estimates and sector-average data for upstream and downstream value chain emissions (see page 109 note on approximations).
• Scope 3 figures for 2024 are labelled as forecasts; 2023 Scope 3 figure has been adjusted.
• The scope of consolidation corresponds to the financial consolidation scope (Article 48i of Directive 2013/34/EU).
• Detailed calculations and methodologies for Scope 3 categories are not provided; the report focuses on impact materiality and qualitative descriptions of emission sources.

Policies related to resource use and circular economy

Bechtle has not disclosed a comprehensive policy specifically on resource use and circular economy in the provided excerpts. However, the company has disclosed planned policy implementation measures:

IT hardware recycling policy

Bechtle references a group-wide IT hardware recycling policy as part of its sustainability programme under the circular economy key topic.

• Implementation status: Started in 2023, with a target completion date of 2025
• Scope: Group-wide

No further details on the policy content, approval processes, monitoring mechanisms, or public availability are disclosed in the provided excerpts.

Sustainable logistics policy

Bechtle references a sustainable logistics policy in its sustainability programme.

• Implementation status: Started, with implementation planned in further warehouses through 2030 (multi-warehouse strategy)
• Scope: Multiple warehouses of the Bechtle Group

No further details on the policy content, approval processes, monitoring mechanisms, or public availability are disclosed in the provided excerpts.

Resource outflows

Bechtle reports a negative impact on the environment due to the unsustainable use of resources. As the IT market is characterised by a high rate of technological innovation and comparatively short product cycles, the resources contained in the hardware sold by Bechtle are not consumed in the long term. Bechtle's activities have a negative impact on the use and use of resources due to the focus on economic growth, including increasing unit volumes. Higher revenue in the hardware sector means more products and therefore more outflows of resources.

Bechtle also identifies a negative impact on the environment due to lack of recyclability of raw materials. The recycling rates for digitisation products – including hardware sold by Bechtle – are low, as recycling is very complex due to the large number of elements used, which are only installed in low concentrations. Only 35 per cent of the raw materials used in digital hardware are recycled, and the demand for primary raw materials for applications is high.

Durability of IT hardware

Bechtle addresses product durability through its Circular IT business model. The company established Bechtle Remarketing GmbH in 2012, which was integrated into Bechtle Logistics in mid-2024 to create a central division called Bechtle Circular IT. This division focuses on extending product life cycles through secure data deletion and resale of old devices or environmentally friendly disposal. Information security, data protection and responsible use of resources are central to this approach.

The sustainability statement notes that product life cycles for IT products are becoming ever shorter due to innovations and further developments. In principle, every extension of the useful life conserves valuable resources.

Policies related to own workforce

Bechtle has disclosed several policies and frameworks relevant to its own workforce in the context of ESRS S1-1.

Code of Conduct

Policy name: Code of Conduct (Bechtle Code of Conduct)

Scope: All Bechtle employees (binding for all employees)

Approval and oversight:

• Content drawn up by the Legal & Compliance department
• Approved by all members of the Executive Board
• Monitoring assigned to the Chief Compliance Officer

Key content/principles:

• Forms the basis for ethical and responsible behaviour of all employees
• Explicitly includes commitment to ensuring fair working conditions as integral component
• Addresses:
  • Conduct towards business partners (corruption, conflicts of interest, financial integrity and money laundering)
  • Conduct towards competitors (restrictions of competition, unfair competition)
  • Conduct toward the company (company property, data protection, confidentiality, communication with the media and on the Internet, insider trading)
  • Conduct towards employees (human rights, labour and social standards, interaction with each other, prohibition of discrimination, handling of internal knowledge)
  • Conduct towards the environment and society (climate and environmental protection, social responsibility)

Public availability:

• Available on the Bechtle website
• Available to employees on the intranet at all times
• Provided with employment contracts to all new employees

Links to international standards:

• UN Global Compact (official signatory since 2018, commitment enshrined in Code)
• OECD Guidelines for Multinational Enterprises
• Core labour standards of the International Labour Organization (ILO)
• Rejection of child and forced labour explicitly stated
• Human trafficking implicitly covered by reference to international standards
• Strict rejection of any form of discrimination

Monitoring implementation:

• All employees can contact the Compliance Board at any time
• Sanctions (remedial measures) specified for violations
• Annual compliance training mandatory for all employees (100% including high-risk functions, managers and Executive Board)
• Online training launched in December 2024 with two modules (compliance and anti-corruption)
• By year-end 2024, 8,622 employees had completed the course
• Annual compliance report required from all managing directors and heads of central departments (124 units surveyed in 2024 for 2023)
• Compliance hotline available for reporting violations

Corporate Philosophy/Fundamental Values

Policy name: Corporate Philosophy (fundamental values)

Scope: All employees

Key content/principles:

• Four defining values:
  • Integrity
  • Perseverance
  • Reliability
  • Enthusiasm
• These values have remained unchanged for decades
• Central element of corporate culture
• Provide guidance on efficient and sustainable corporate management and control
• Support entrepreneurial thinking and behaviour

Public availability:

• Part of every employment contract
• Available on intranet

Monitoring implementation:

• Attached to every new employment contract
• Integrated with Vision 2030 and Sustainability Strategy

Occupational Health and Safety

Policy name: Occupational Health and Safety Management

Scope: All employees at Bechtle locations globally

Approval and oversight:

• In Germany: Bechtle AG's central coordination centre
• Responsibility for management lies with respective management of individual companies
• For Germany: Central coordination centre supported by occupational health service
• Each German location has occupational safety committee meeting four times yearly
• Executive Board member responsible for certification at Neckarsulm and Gaildorf locations
• Foreign companies organize independently according to national law

Key content/principles:

• Commitment to provide safe and productive working environment
• Avoid work-related injuries and illnesses
• Compliance with applicable legal requirements in respective countries
• Bechtle's own standards applied

Links to international standards:

• DIN EN ISO 45001 certification for Bechtle AG's occupational health and safety management in Neckarsulm and Gaildorf (since 2021)
• German Occupational Safety Act (ASiG)

Monitoring implementation:

• Regular inspections by commissioned occupational health service
• E-learning training material for employees (covering occupational safety, ergonomics, health, first aid, fire protection)
• Regular guidance on occupational safety for all employees in Germany
• Quarterly meetings of central coordination centre to review status quo
• Local occupational safety committees at each German location
• Central coordination centre guided by ISO 45001 requirements in supporting German companies

Diversity, Equity & Inclusion (DE&I) Strategy

Policy name: Bechtle DE&I Strategy (Diversity, Equity & Inclusion)

Scope: All Bechtle companies in Germany and abroad

Approval and oversight:

• Adopted by full Executive Board in November 2024
• Head of Diversity position created March 2024 (initially in HR, moved to Sustainability Management in January 2025)
• Sustainability Management reports directly to Executive Board member responsible for sustainability and diversity/equal opportunities

Key content/principles:

• Commitment to creating appreciative and unprejudiced working environment
• Addresses all seven dimensions of the Diversity Charter:
  • Gender and gender identity
  • Ethnic background and nationality
  • Physical and mental abilities
  • Religion and ideology
  • Sexual orientation
  • Social background
  • Age
• Initial focus areas: gender, physical and mental abilities, age, and social background
• Ban on discrimination already laid out in Code of Conduct
• Aims to promote inclusive corporate culture in all companies
• Targeted measures and strategies to promote diversity and equal opportunities

Links to international standards:

• Diversity Charter (signed April 2020, joining nationwide corporate initiative and largest network for diversity management in Germany)

Monitoring implementation:

• Short-term measures include:
  • Gradual introduction of confidential counsellors
  • Integration of Pride and Women communities
  • Transparent presentation of progress through diversity KPI dashboard
• Further short-, medium- and long-term measures to be defined in 2025

Human Resources Strategy

Policy name: Human Resources (HR) Strategy

Scope: All Bechtle units

Approval and oversight:

• To be adopted by Executive Board in course of 2025
• Development initiated in 2024 fiscal year

Key content/principles:

• Derived from Vision 2030 and sustainability strategy
• Divided into five dimensions:
  • Efficiency
  • Diversity
  • Collaboration
  • Talent
  • Employer attractiveness
• Intended to serve as guideline to support HR work
• Contribute to satisfaction and well-being of all employees
• Positively influence working atmosphere

Monitoring implementation:

• To be determined upon adoption in 2025

Vision 2030 and Sustainability Strategy

Policy name: Vision 2030 and Bechtle Sustainability and Climate Protection Strategy 2030

Scope: Group-wide

Approval and oversight:

• Published in 2018
• Supports long-term strategic objectives

Key content/principles:

• Goals in areas of:
  • Customer orientation
  • Competence, professionalism and passion in handling IT
  • Promise to workforce that at Bechtle, everything can be achieved
  • Quest for market leadership
  • Necessity to achieve profitable growth
• Quantitative growth targets: €10 billion revenue with EBT margin of at least 5% by 2030
• Includes overarching workforce targets up to 2030:
  • Training rate in Germany of 10% in 2030
  • Turnover rate below 10%
  • Diversity targets (planned, to be developed in 2025)
  • Continuous improvement of occupational safety level

Public availability:

• Available at bechtle.com/vision2030

Monitoring implementation:

• Integrated with fundamental values, management principles, Code of Conduct, and brand foundation
• Employee workshops conducted for target formulation

Taking action on material impacts on own workforce

Bechtle has defined several actions to address material impacts on its own workforce, with an overarching time horizon extending to 2030. The following actions are disclosed:

Leadership Initiative

Action: Continuation of our leadership initiative, including with dedicated training opportunities

• Purpose: Good leadership contributes to employee satisfaction and has a positive impact on the risk regarding fair salaries and working environments and the opportunity
• Time horizon: Ongoing until 2030
• Outcomes/KPIs: In 2024, 22 training sessions were held as part of the leadership initiative
• Resources allocated: Not quantified

Bechtle Academy Development

Action: Continual development of the offering from the Bechtle Academy, including virtual and non-German training opportunities

• Purpose: In addition to income, professional development opportunities can play an important role in the choice of an employer, boosting loyalty to the company and helping with recruitment of new employees. This is a mitigation measure for the risk regarding fair salaries and working environments
• Time horizon: Ongoing until 2030
• Outcomes/KPIs: In 2024, 135 new training courses were added to the Academy's portfolio. This involves the further development of existing measures as well as the introduction of new training programmes. At the same time, training measures that are no longer relevant were removed from the portfolio
• Resources allocated: Not quantified

Attraction of Young People

Action: Attraction of young people with a target-group-specific approach and expansion of collaborations with schools and universities

• Purpose: For the risk regarding fair salaries and working environments, we described how the level of the salary is a decision criterion for potential employees. We want to get people interested in Bechtle at an early stage in order to minimise this risk
• Time horizon: Ongoing until 2030
• Outcomes/KPIs: In 2024, we maintained the level of events for pupils and students as well as collaborations with schools and universities and our presence at trade fairs
• Resources allocated: Not quantified

Corporate Health Management

Action: Continuous expansion of the group-wide corporate health management offering

• Purpose: A safe working environment and the avoidance of health hazards in the workplace contribute to positive employer branding and thus support the opportunity
• Time horizon: Ongoing until 2030
• Outcomes/KPIs: In 2024, we maintained the range of fitness courses, lectures (such as emotional eating or sleep) and events
• Resources allocated: Not quantified

Occupational Health and Safety

Action: Further standardisation of our occupational health and safety protocols and fostering exchange on health-related topics across sites

• Purpose: A safe working environment and the avoidance of health hazards in the workplace contribute to positive employer branding and thus support the opportunity
• Time horizon: Ongoing until 2030
• Outcomes/KPIs: 2024, we were able to maintain the level in the area of occupational health and safety
• Resources allocated: Not quantified

Compliance Training Expansion

Action: Expansion of the training programme for selected groups (new measure)

• Time horizon: 2026
• Status: Started

2030 Targets Supporting Actions

Bechtle has defined overarching targets for 2030 relating to own workforce:

Employer attractiveness:

• Training rate in Germany of 10% in 2030
• Turnover rate is below 10%

Diversity and equal opportunities:

• Target is planned, to be developed in the course of 2025

Characteristics of the undertaking's employees

Total headcount and FTE

Total headcount (as of 31 December):

Full-time equivalents (FTE):

• 2024: Average of 14,926 FTE (previous year: 14,135), representing an increase of 791 people or 5.6%
• 2024: 13,763 FTE excluding absentees and trainees (previous year: 13,026)

Headcount by gender

Employees by gender (as of 31 December):

Headcount by region

Employees by region (as of 31 December):

At the end of 2024, 30.3% of employees worked internationally for Bechtle (previous year: 30.1%).

In 2024, the workforce included people from 109 different countries (prior year: 110).

Headcount by function/area

Employees by areas (as of 31 December):

Note: For internal costing reasons, the staff information by areas does not take absentees into consideration.

In the reporting period, the number of employees in the service sector rose by 569 people, or 8.1%, while in administration 22 people, or 0.6%, joined Bechtle. In sales, four fewer people were employed at year end than in the previous year.

Headcount by segment

Employees by segments (as of 31 December):

Note: Previous year's figures adjusted due to reclassifications. Bechtle direct Austria was reclassified to the System House segment at the beginning of 2024, while the Brussels location and the Dutch PQR have been part of the IT E-Commerce segment since the beginning of 2024.

IT System House & Managed Services segment: 11,921 employees at year end. A total of 351 people were added over the year, 236 of them through acquisitions (3.0% increase). German companies grew by 3.1%, international companies by 2.8%.

IT E-Commerce segment: 291 new colleagues started work, 145 of whom were added through acquisitions (8.1% increase). German companies grew by 13.5%, international companies by 6.6%.

Proportion of women by area

Executives by gender

Executives: share female/male (as of 31 December):

Employee turnover

Turnover rate (as of 31 December):

The turnover rate is calculated on the basis of a moving average of the last twelve months.

Average period of employment

Average period of employment in years (as of 31 December):

New hires

In 2024, 642 people joined Bechtle compared to the previous year, representing 4.2% growth. Of these, 381 people (more than half) joined through acquisitions, while organic growth was 1.7%.

Trainees and apprentices

In 2024, a total of 286 young people embarked on their training or integrated degree programme with the company. As of the end of the reporting period, the company had a total of 883 young trainees, including 146 internationally, representing a 4.9% increase compared to the previous year.

Training ratio in Germany (as of 31 December):

At the headquarters in Neckarsulm, the training ratio was 8.2% (same as previous year). The goal is to raise the training ratio in Germany to 10% by 2030.

Distribution of training professions and degree programmes (as of 31 December):

Bechtle has training offerings in 25 professions and degree programmes.

Personnel expenses

*Excluding absent employees

In the reporting period, expenses for wages and salaries, including social security contributions, increased by 7.6%. The personnel intensity, measured in terms of gross profit, rose year-on-year to 61.9% (previous year: 60.3%).

Diversity metrics

Gender distribution at top management level

Proportion of women in supervisory and executive functions (as at 31 December)

*Voluntary information

Methodology notes:

• The proportion of women on the Supervisory Board in the reporting period was 37.5%
• Target for Executive Board (at least one female member by 30 June 2025) was achieved on 1 February 2024 with the appointment of Antje Leminsky
• Target for first management level below Executive Board (22% or two positions) has been achieved with two women
• Target for second management level below Executive Board (25% or 31 positions) has not been achieved; as of 31 January 2025 it was 13.1% or 17 positions
• New targets set on 27 January 2025 effective 1 February 2025 with deadline 31 January 2030: first level 25% or four positions; second level 20% or 26 positions

Total workforce gender distribution

Information on employees at Bechtle by type of contract, broken down by gender (number of persons, as at 31 December 2024)

¹ Gender according to the employee's own statements
² The number of employees does not include temporary staff

Female share by year:

• 2022: 28.4% (4,286 female, 10,873 male)
• 2023: 28.3% (4,503 female, 11,298 male)
• 2024: 28.5% (4,503 female, 11,298 male)

Age band distribution

Distribution of employees by age group

Adequate wages

Bechtle identifies "fair wages and working conditions" as a potential short-term risk in its own operations. The company states that if it is assumed that Bechtle does not pay fair wages, this could result in reputational risk and competitive disadvantage, making it more difficult to attract qualified employees and potentially leading to higher staff turnover.

The company mentions "fair pay" as part of positive employer branding and working conditions contributing to the opportunity of "employee recruitment and retention."

Bechtle commits to "complying with the applicable legal requirements in the respective countries of our locations and our own standards" in the area of occupational health and safety and working conditions.

No living wage benchmark is disclosed. The company references compliance with applicable legal requirements in respective countries but does not specify use of any living wage benchmark (such as Fair Wage Network, WageIndicator, Anker Methodology, or similar). No coverage percentage, assessment methodology, or specific wage adequacy data is provided. No targets or commitments related to living wage implementation are disclosed.

Persons with disabilities

As at 31 December 2024, Bechtle employed 1.8 per cent employees with severe disabilities.

Methodology and scope

For Austria and the United Kingdom we have used previous year's figures as an estimate due to lack of data.

Health and safety metrics

Coverage of health and safety management system

Around 14 per cent of the own workforce are covered by the management system in accordance with the ISO 45001 standard for health and safety. We have implemented measures to ensure compliance with labour law regulations for employees in the other companies.

Work-related injuries and accidents

¹ Due to a lack of group-wide data, the accident rate for Germany was used as an estimate for Bechtle's overall rate.

² Due to a lack of data for Australia, the United Kingdom and France, we have used the previous year's figures as estimates for the number of recordable accidents at work and the number of recordable commuting accidents.

³ Voluntary information

Notes on methodology

The accident rate was calculated per 1,000,000 working hours based on available data. Due to data gaps for certain countries (Australia, United Kingdom, France), prior year figures were used as estimates for recordable accidents. No data on work-related ill health or days lost to injuries/ill health was disclosed.

Compensation metrics

Pay gap

We calculated an unadjusted group-wide gender pay gap of 19 per cent in 2024. This figure reflects the average salary differences between male and female employees, without taking into account structural factors such as position, professional experience or other factors.

Remuneration ratio

We calculated 84 as the ratio of the annual total remuneration of the highest-paid individual to the median annual total remuneration of all employees excluding the highest-paid individual.

Methodology

Gender pay gap calculation: An average hourly wage for men and women was determined from the remuneration paid in 2024 (fixed and variable salary components, non-cash benefits of company cars, employer's contribution to company pension scheme (in Germany) for all employees, including trainees (excluding executive bodies, interns, temporary staff, etc.) and relative to each other. For international companies, the non-cash benefit for company car allocation was estimated based on the values determined for Germany. As this key indicator was calculated for the first time for the 2024 fiscal year, no measures have yet been developed.

Remuneration ratio calculation: The remuneration paid to the CEO in 2024 (person with the highest remuneration) including the non-cash benefit of company car allocation, was compared with the median remuneration as paid to all employees, including trainees (excluding executive bodies, interns, temporary staff etc.).

Incidents, complaints and severe human rights impacts

Discrimination incidents and complaints

In the 2024 fiscal year, we classified nine reports under the topic of discrimination. A total of twelve reports were received via the compliance hotline. There were no significant fines, sanctions or compensation payments in this context.

The compliance enquiry at the companies and central divisions for the 2024 financial year, which records reports external to the hotline, started in February 2025. A comprehensive return of the reports is expected mid-2025.

Severe human rights impacts

During the reporting period, we did not become aware of any serious cases relating to human rights, in particular forced or child labour. No fines, sanctions or compensation payments were imposed on us in this respect.

Corporate Culture and Values: The fundamental values of Bechtle have remained unchanged for decades. They are mentioned in the corporate philosophy, which is part of every employment contract. The four defining values are: • Integrity • Perseverance • Reliability • Enthusiasm

These basic values constitute a central element of our corporate culture. Together with our internal management principles, our Code of Conduct, the Vision 2030 and the Bechtle Sustainability and Climate Protection Strategy 2030, these values support our long-term strategic objectives. They provide all employees and other stakeholders with guidance on efficient and sustainable corporate management and control. Entrepreneurial thinking and behaviour are also a fundamental part of our culture: Employees at Bechtle are given entrepreneurial responsibility at a very early stage – this is both a promise and an obligation.

These values are supported by our brand essence, i.e. what defines the Bechtle brand. Our claim "Zukunftsstark" is at the heart of this, flanked by the attributes: • connected • experienced • entrepreneurial

Management and Organization: The Executive Board regularly consulted the legal and compliance department as well as group controlling and actively used the risk management system.

Risk Management, Compliance, CTO and Marketing are the joint responsibility of the entire Executive Board.

Incidents of corruption or bribery

Confirmed incidents

Bechtle reported zero confirmed incidents of corruption or bribery during the 2024 reporting period. The company states: "There were no convictions for violations of anti-corruption and anti-bribery laws in the reporting period, nor were any fines imposed. As a result, no measures were necessary."

Convictions and fines

• Convictions: 0
• Fines paid: €0
• Legal decisions: None

No administrative or criminal convictions were recorded in 2024 related to anti-corruption or anti-bribery violations.

Disciplinary actions

Not disclosed.

Contracts terminated

Not disclosed.

Investigation and speak-up procedures

Bechtle maintains a comprehensive compliance management system including:

Reporting channels: All employees and external parties can report violations via a confidential compliance hotline (phone, email, or in person). Anonymous reporting is permitted. The whistleblower system complies with the German Whistleblower Protection Act (HinSchG).

Processing: Receipt and processing are handled exclusively by trained employees of the Legal & Compliance central division, bound to strict confidentiality. The Compliance Board is informed in accordance with HinSchG requirements. The head of Legal reports annually to the Supervisory Board with a compliance report.

Training: All employees (100%), including the Executive Board, managers, and high-risk functions, are required to complete annual online training on general compliance and anti-corruption requirements. In 2024, 8,622 employees successfully completed the training by year-end.

Code of Conduct: The Bechtle Code of Conduct is mandatory for all workers and explicitly covers conduct towards business partners, including prohibition of corruption, conflicts of interest, financial integrity, and money laundering.

No human rights violations reported: During the reporting period, Bechtle did not become aware of any serious cases relating to human rights (including forced or child labour). No fines, sanctions, or compensation payments were imposed in this respect. The whistleblower system received no reports from the workforce in the value chain regarding human rights violations in 2024.