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Sustainability Report
Contents
Sustainability Report
We are a force for good in the world. 
This is what drives our people, 
and what drives us as a business.
64	 Chief Executive Officer's Sustainability letter
66	 2021 Highlights
68	 Sustainability Excellence
98	 Corporate Governance
	
100	 Chairman's introduction
	
102	 Board of Directors
	
105	 Direct reports to the CEO
	
106	 Board Leadership and 
Company Purpose
	
122	 Division of Responsibilities
	
124	 Composition, Succession and Evaluation
	
126	 Nomination Committee report
	
130	 Audit Committee report
	
136	 Remuneration Committee report
	
163	 Other statutory information 
	
166	 Statement of Directors’ responsibilities
167	 Risk management
170	 Total Sustainability Assurance
171	 Transparency
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Create opportunities for 
learning and knowledge 
sharing across the Group.
We understand that empowering our 
colleagues, and creating a culture that 
enables them to grow, develop and innovate, 
is how we will move faster along our 
good-to-great journey. We ensure that every 
team in every site has access to the insights 
they need for effective decision making to 
drive our sustainability agenda throughout 
the organisation, and offer them the wide 
range of technical training, education and 
support they need.
Committed to the highest 
standards of fairness, 
respect and safety.
Our approach to inclusion and diversity 
facilitates a culture of inclusiveness across 
Intertek where people are able to perform at 
their best. It’s a culture in which colleagues 
know their views, opinions and talents are 
respected, harnessed and not discriminated 
against. Our diverse workforce helps us 
to understand, communicate and trade 
effectively with our vast client base through 
a strong understanding of local issues 
and cultures.
'Ever better' in terms of 
environmental and social 
impact.
Quality and safety are part of our purpose, 
and form the cornerstones of our 
sustainability programme, which is aligned 
with internationally recognised standards on 
health, safety and the environment. We are 
deeply committed to operating with integrity 
by ‘Doing Business the Right Way’ and look to 
understand our organisation’s impacts on the 
environment and mitigate them in regard to 
climate change, and our use of resources.
Achieving 'ever better' performance, 
and acting as a force for good, depends on 
having an organisation that is truly diverse 
and inclusive, and on empowering our people.
  How we do it 
on page 168
  How we do it
on pages 73 
to 75
  How we do it 
on pages 76 
to 79
Empowered
Responsible
Inclusive

Intertek Group plc | Annual Report & Accounts 2021
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64
André Lacroix
Chief Executive Officer
For us, sustainability excellence 
means much more than 
achieving net zero.”
This greater understanding of what it means to 
be truly sustainable is fully aligned with our view 
at Intertek. 
For us, being truly sustainable means much more 
than achieving our net zero targets and is about 
demonstrating Sustainability Excellence end-to-end 
in each of our operations. Importantly Covid-19 has 
shown how critical quality, safety and sustainability 
are to global supply chains, and how vital health and 
wellbeing are to all of us – individuals, businesses and 
policymakers – making what we do at Intertek for our 
clients more critical than ever.
Our unique approach to Sustainability Excellence
Sustainability is central to everything we do. It starts 
with our purpose – of bringing quality, safety and 
sustainability to life – and our strong values. It is in 
the leading solutions we provide to our clients to 
help them to create a safer, more resilient and more 
sustainable world. It is in our own corporate 
sustainability agenda – including our net zero targets 
and our “beyond net zero” goals.
Importantly, being sustainable for Intertek goes 
beyond what we do and includes how we do it and 
how we take responsibility and accountability for it. 
We strongly believe that ‘Doing Business the Right 
Way’ with a systemic approach is the only way to 
deliver sustainable value to all stakeholders: 
customers, employees, suppliers, shareholders, 
regulators and communities.
Our sustainability agenda is underpinned by our 
strong corporate and sustainability governance 
framework, and by our integrated risk, control and 
compliance approach.
Chief Executive Officer's Sustainability letter
Creating Sustainable 
Value for all
In the last few years, I shared my views on how 
sustainability had become the movement of our time, 
given the multiple challenges faced by the planet in 
the 21st century. In the last two years, Covid-19 has 
been a catalyst for deep changes in society with 
more and more people believing that we all need to 
build back an ever better world.
The need to build back better from the pandemic has 
made sustainability a priority, and it is sustainability 
in the widest sense: being better for the 
environment, better for people and communities, 
doing better business, building a better and fairer 
future for all.

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65
Chief Executive Officer's Sustainability letter
Continued
To ensure we live up to the same high sustainability 
standards against which we certify our clients, we 
report against our Total Sustainability Assurance 
(‘TSA’) corporate sustainability standards. Our TSA 
programme is based on the ten standards that we 
believe define a truly sustainable organisation:
Quality & Safety 
Risk Management 
Enterprise Security 
Compliance 
Environment 
People & Culture 
Communities 
Governance 
Financial 
Communications & Disclosures
The TSA standards go beyond the criteria that 
are commonly looked at by ESG rating agencies to 
include other factors that stakeholders and investors 
should consider when evaluating an organisation’s 
sustainability, including business resilience, risk 
appetite, enterprise security and sustainability 
of growth and earnings.
Finally, we know that transparency drives 
accountability and so we are committed to increasing 
our sustainability disclosures.
 
This end-to-end, systemic framework is what we call 
“Sustainability Excellence” and we believe it is the way 
to create sustainable value for all our stakeholders. 
I am delighted that this year our sustainability report 
is structured in line with our framework, making it 
easier for our stakeholders to fully understand our 
sustainable business model and how we bring quality, 
safety and sustainability to life.
Highlights of our progress in 2021
Supporting our clients on their 
sustainability agendas
For our clients, the sprint to net zero is real, and 
corporations everywhere are having to reinvent the 
ways in which they reduce their carbon footprint 
across their entire operations. At the same time, they 
are having to address how they communicate their 
progress, with independent verification of their 
carbon emission reductions as well as key aspects 
of their sustainability journey.
In 2021, thanks to the Science-based Customer 
Excellence of our people, we have continued to 
innovate in order to deliver comprehensive 
operational and corporate sustainability solutions 
to our clients. Our Total Sustainability Assurance 
offering now covers three distinct areas:
–	
Intertek Operational Sustainability Solutions, 
a portfolio of industry-specific and -agnostic 
solutions, including CarbonClear™, SourceClear™ 
and our new independent carbon-neutral 
certification for products and services, 
CarbonZero™, which launched in April 2021. 
–	
Intertek ESG Assurance, which supports our clients 
on all aspects of their ESG reporting journey.
–	
Intertek Corporate Sustainability Certification, 
the world’s first corporate sustainability audit 
and certification programme.
Progress on our own sustainability agenda
At Intertek, we live by the same values that our 
products and services enable our clients to embrace. 
Our sustainability journey is well underway, with a 
focus on working with our stakeholders to create 
something bigger and better for everyone in the world.
We are now part of the LEAF (Lowering Emissions 
by Accelerating Forest Finance) Coalition, a new 
initiative providing finance to countries committed 
to protecting their tropical forests. We have also 
become a member of the ‘Get Nature Positive’ 
campaign, a voluntary coalition of businesses 
committed to restoring the natural world, 
demonstrating our commitment to a greener future.
We made progress in 2021 in terms of reducing our 
carbon emissions and moving forward, we will include 
yearly carbon emissions reduction targets in 
short-term incentives for all our employees.
Our sustainability targets go beyond net zero and we 
have set targets for the entire organisation in the 
areas of customers satisfaction, diversity and 
inclusion, health and safety, compliance, employee 
turnover and engagement.
Our effort and ambition has been recognised by 
leading industry bodies. We were included in the 
FTSE4Good Index for the fifth year running and have 
received the highest possible ‘AAA’ ESG rating from 
MSCI, the world’s largest provider of ESG indexes.
This year, we unveiled our exciting new initiative, 
Building Back Ever Better – with our #BBEB platform: 
bbeb.com. The purpose of the platform is to create a 
truly global community-based movement that will 
help and influence people around the world to create 
their own local community spaces in their local 
languages, and inspire friends, family and 
public institutions.
Already our employees have used the platform to 
share projects they have been involved in and on 
topics that matter to them. In addition, our employees 
have engaged with 74 community projects, of which 
24 are specifically environmental campaigns. 
A force for good
After Covid-19, we all understand the need to build 
back an 'ever better' world with higher quality, safety 
and sustainability standards. Consumers want more 
sustainable products, supply chain simplicity, visibility 
and traceability of goods, new solutions for hygiene, 
health and wellbeing, as well as lower carbon 
emissions. Our clients are on their own race to net 
zero and are pursuing reductions in their carbon 
footprints across their whole operations. There has 
never been a time when our purpose of bringing 
quality, safety and sustainability to life has been 
more relevant.
We are deeply committed to our sustainability 
agenda and we all continue to deliver sustainable 
value for all our stakeholders; customers, employees, 
suppliers, shareholders, regulators and our 
communities. Sustainability is central to everything 
we do and we can proudly say that Intertek is an 
amazing force for good.
0.51
Total Recordable Incident Rate
More on page 73
13%
Voluntary Permanent Employee Turnover rate
More on page 74
4.35
Operational emissions intensity
C02 per employee (market-based)
More on page 88
94%
Compliance training completion by eligible employees
More on page 29
6,000
Average NPS interviews per month
More on page 80
23%
Women in senior management
More on page 29

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Sustainability highlights
2021
Highlights
Sustainability is central to everything we do 
and we demonstrate our commitments and 
passion to help our clients make a difference 
as well as bettering ourselves every day.
400,000
Through our vast reach across our 400,000 
customers and the industries which they occupy, our 
services help contribute to progress across all of the 
UN Sustainable Development Goals
More on page 25
21%
reduction in incidents since 2019


More on page 73
2021
Build Back Ever Better launched, creating 
a community-based movement to build an 
'ever better' world
More on page 95
44,063
employees across 100 countries

More on page 22
6%
increase in women in senior management 
roles since 2017
More on page 76
74
Ever better community projects delivered 
by our employees 
More on page 92
Memberships and programmes
We are an accredited 
Living Wage Employer 
in the UK
We are a member of 
the ‘Get Nature 
Positive’ campaign
We are a participant in the 
LEAF (Lowering Emissions 
by Accelerating Forest 
Finance) Coalition
Race to Zero 
participant
Member of the
Valuable 500

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Sustainability highlights
Continued
A sustainable business is focused, competitive, 
resilient and agile. It is a business that thrives 
throughout economic and social cycles. 
Environmental, social, governance and commercial 
issues are often connected; they are part of a 
complex dynamic system that is constantly evolving.
Our sustainability journey is well underway but with 
the urgency of climate change and the need to 
create a more inclusive world for all, we must raise 
the bar for ourselves, our customers and the 
communities around us. 
The following pages will demonstrate how we bring 
quality, safety and sustainability to life and provide 
our stakeholders with a transparent account of the 
progress we have made on the most material 
sustainability issues the Group faced during 2021. 
Who we are, as a purpose-led business, informs 
everything we do and how we do it. By investing in 
our own operations and our people, we create the 
innovations and Total Quality Assurance solutions 
we offer to our customers. This in turn supports our 
customers in meeting their product or service quality, 
safety and sustainability goals, which makes for a 
better, safer and more sustainable world, creating 
sustainable value for all. 
Today, the expectations of all 
stakeholders, including our 
employees, customers, investors 
and wider society, continue to 
rise. Providing transparency in our 
reporting is a key focus on the 
journey to Total Sustainability."
Ida Woodger
Head of Sustainability
This is underpinned by our governance, risk 
management processes and our Total Sustainability 
Assurance ('TSA') programme. 
Applying the principles of the TSA programme helps 
us to guide and frame our own Sustainability 
Excellence approach, identify actions to improve our 
sustainability and assurance of our entire value 
chain, delivering real, robust and measurable value to 
our stakeholders.
The expectations of all stakeholders, including our 
employees, customers, investors and wider society, 
continue to rise. Our TSA definition of what it means 
to be a sustainable company includes – and goes 
beyond – ESG and net zero, and we believe that this 
approach demonstrates our 'ever better' 
commitment to total transparency and accountability 
to our stakeholders. 
Sustainability is key to our 5x5 strategy, 
underpinning our day-to-day activities and 
behaviours, and we know that Intertek is ideally
positioned globally to have a positive impact on the 
challenges facing the world.
ESG Credentials
We actively participate in a range of global ESG ratings, indices 
and frameworks to benchmark our approach against best practice 
and emerging sustainability challenges.
Intertek are rated "Prime", fulfilling ISS ESG's 
demanding requirements regarding sustainability 
performance in our sector2
In February 2021, Intertek was rated by 
Sustainalytics3
We were included in the FTSE4Good Index 
for the fifth year running
1.	
msci.com/notice-and-disclaimer
2.	
issgovernance.com/esg/ratings
3.	
sustainalytics.com/legal-disclaimers
Intertek participates annually in CDP’s 
Climate Change Programme
In 2021, Intertek received a rating of ‘AAA’ 
in the MSCI ESG Ratings assessment1

1
2
5
3
4
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Sustainability Excellence
Our framework
What 
we do
Who 
we are
How we 
do it
Why we 
do it
Sustainable Value 
Creation 
Intertek
Sustainability 
Excellence 
At Intertek, we live by the same values that our 
wide range of sustainability services enable our 
clients to embrace. We are committed to leading by 
example with our own Sustainability Excellence 
framework, implemented in every operation.
Governance
We are committed to 
the highest standards of 
corporate governance to 
successfully deliver long-
term sustainable growth 
and shareholder value.
Risk
We build resilience 
through systemic risk 
governance practices 
to assure a strong 
culture of risk-based 
business management.
Total Sustainability 
Assurance
Provides the definition 
of what it means to be 
a sustainable company 
and demonstrates our 
'ever better' commitment 
to total transparency 
and accountability to 
our stakeholders.
Transparency
Total transparency 
with robust disclosures 
and relevant targets 
aligned to corporate 
strategy is key to 
how we demonstrate 
sustainability 
accountability to 
our stakeholders.
1
Who we are
  More on page 69
We are a purpose-led company living up to our strong 
values every day 
2
What we do
  More on page 70
We provide 'ever better' industry leading ATIC 
solutions for our clients for a safer and more 
sustainable world
3
How we do it
  More on page 71
Our Ever Better systemic approach to sustainability 
excellence at Intertek
4
Why we do it
  More on page 95
We are passionate about creating an 'ever 
better' world for future generations
5
Sustainable 
Value Creation
  More on page 96
We are an amazing force for good in the world, 
delivering sustainable growth for all stakeholders
Underpinned by
More on page 98
More on page 167
More on page 170
More on page 171

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69
Our Purpose
Bringing quality, safety 
and sustainability to life.
Our Vision
To be the world’s most trusted 
partner for Quality Assurance.
In our work, we help corporations address the 
complex quality, safety and sustainability challenges 
they face. But our approach does far more than help 
businesses resolve the emerging risks in an 
ever-more complex world. By bringing quality, safety 
and sustainability to life, it also helps to safeguard 
the legacy that we will all leave to the next 
generation. This is what drives every one of our 
global network of 44,000 colleagues in the work 
they do every day, from testing toys to inspecting 
power stations, certifying vaccines to providing 
end-to-end Quality Assurance. It is also why our 
clients trust us to help them benchmark and improve 
the quality, safety and sustainability of their 
products, operations and services. 
As a company, we are truly committed to becoming 
ever better in every aspect of what we do. That goes 
beyond simply seeking ways to constantly improve 
our operations for enhanced efficiency and 
effectiveness. It also means researching and 
innovating to improve how we create and provide our 
industry leading services, enabling our 400,000 
clients to become ever better, too. In this way, we are 
also helping them to progress their sustainability 
agendas, giving them the tools to manage and 
mitigate risk and act responsibly for the wider 
benefit of society. 
We are a purpose-led company living 
up to our strong values every day.
Our Values
>
We are a global family 
that values diversity.
>
We always do the right 
thing, with precision, 
pace and passion.
>
We trust each other 
and have fun winning 
together.
>
We own and shape 
our future.
>
We create sustainable 
growth. For all.
Who we are
 1
Sustainability Excellence
Continued

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We provide ever better industry 
leading ATIC solutions to our 
customers to help them create 
a more resilient and more 
sustainable world.
As a customer-centric organisation with industry 
leading technical knowledge in each of our 
operations, we are always looking for ever better 
ways to deliver superior ATIC – Assurance, Testing, 
Inspection and Certification – services to our clients, 
enabling them to build stronger businesses.
Organisations are facing increasing challenges from 
growing complexities across their value chains, as 
well as consumer expectations of corporate 
responsibility. Today our clients are looking for a 
systemic, independent end to end assurance on all 
aspects of their sustainability journey.
Our answer is Intertek Total Sustainability Assurance, 
a holistic programme empowering our customers to 
achieve sustainability excellence across all aspects 
of their business and communicate results with 
confidence.
Intertek Total Sustainability Assurance is comprised 
of three parts: Operational Sustainability Solutions, 
ESG Assurance and Corporate Sustainability 
Certification.
 
Operational Sustainability 
Solutions
These are designed to help our customers 
achieve sustainability excellence in all parts 
of their operations, including across the supply 
chain. Our broad portfolio of industry-specific 
and industry-agnostic solutions is 
continuously evolving, and recent 
breakthrough innovations include 
CarbonClear™, CarbonZero™ and 
SourceClear™.
Intertek ESG Assurance
With this programme, we support our clients 
on all aspects of their ESG reporting journey 
and non-financial data needs. Support ranges 
from strategy setting to preparing reports 
and providing independent verification of 
sustainability disclosures and reporting. 
This allows our customers to communicate 
with total confidence with their stakeholders 
on all aspects of their ESG journey.
Corporate Sustainability 
Certification
The world’s first independently verified 
corporate sustainability audit and certification 
programme is based on the ten standards 
that we believe define a truly sustainable 
organisation from a company strategy and 
corporate governance perspective.
They go beyond the criteria that are commonly 
looked at by ESG rating agencies to include 
other factors that stakeholders and investors 
should consider, including business resilience, 
risk appetite and enterprise security.
What 
we do
2
Sustainability Excellence
Continued
Intertek Total Sustainability Assurance
intertek.com/sustainability/operational
intertek.com/sustainability/corporate
intertek.com/sustainability

Total 
Sustainability 
Auran
Standards
1.
2.
Materiality 
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3.
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An 'Ever Better' systemic approach
Focus areas
People and Culture
Working with 
our Customers
Environment
Communities
More on page 73
More on page 80
More on page 86
More on page 92
Sustainability Excellence
Continued
How 
we do it
3
At Intertek, we are focused on 
sustainability excellence in every 
operation, and as a purpose-led 
organisation we hold ourselves to 
the same ten Corporate Sustainability 
Certification standards to which 
we certify our clients.
We believe that 'Doing Business the Right Way' 
with a systemic approach is the only way to deliver 
our corporate goals and create sustainable value 
for all stakeholders.
Our 'Ever Better' systemic approach is based on the 
Total Sustainability Assurance Standards, which 
provide the definition of what it means to be a 
sustainable company, end-to-end. We recognise the 
importance of determining and prioritising the key 
sustainability topics relevant to the business and our 
stakeholders and develop our focus areas through 
ongoing engagement. Processes and procedures are 
implemented and we report progress through this 
report, our website and through continued 
engagement with our stakeholders. 
This dynamic 'Ever Better' systemic approach 
provides valuable insights which in turn enable us to 
align our sustainability initiatives and prioritise our 
focus areas.

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Ten Corporate Sustainability 
Certification Standards
Our Material Topics
Quality & Safety
Working with customers
People & Culture
Employee care
Communities
Diversity and inclusion
Governance
Environment
Risk Management
Societal impact
Compliance
Human and labour rights
Financial
Customer and product responsibility
Environment
Compliance and legislation
Enterprise Security
Privacy and security
Communications & Disclosures
Governance
To see more on TSA Standards visit
intertek.com/sustainability/corporate
1.
Total Sustainability 
Assurance Standards
2.
Materiality
3.
Engagement
4.
Focus areas
The Total Sustainability Assurance 
('TSA') programme is based on ten 
corporate sustainability standards 
that we believe define a truly 
sustainable organisation today. 
We believe that these TSA standards 
are the most comprehensive 
sustainability standards currently 
available. 
The TSA standards form the foundation of how we 
approach sustainability, challenging us to view our 
processes and procedures through this end-to-end lens.
We recognise the importance of determining and 
prioritising the key sustainability topics relevant 
to the business and our stakeholders. In 2019, we 
conducted an independent materiality assessment 
to ensure that views and emerging trends are being 
addressed by Intertek. The methodology was aligned
to AccountAbility’s AA1000 Principles, the GRI 
Standards, IIRC, CDP, UN SDGs, DJSI and SASB 
guidelines. The process ensured that all relevant 
topics have been considered appropriately
within the scope of the study.
We believe that the material topics identified remain 
true, although some matters have been given
more prominence to reflect their increasing 
importance to stakeholders. We have addressed 
these within our Focus areas. 
We have always understood our role in society as 
companies around the world have depended on us 
to help ensure the quality, safety and sustainability 
of their products, processes and systems.
Engagement with our stakeholders plays a critical 
role in delivering long-term success. This dynamic 
process provides valuable insights which in turn 
enable us to align our sustainability initiatives, drive 
progress against our Beyond Net Zero goals and 
prioritise our focus areas.
Evaluating both the requirements of the TSA 
standards and our material topics has helped
to shape our sustainability strategy. 
We provide an update on our progress across the four 
focus areas of People and Culture, Working with our 
Customers, the Environment and our Communities. 
Although less material, all other topics remain an 
essential part of our ever better approach and 
we systematically re-evaluate them to determine 
whether they have become more material to the 
organisation or our stakeholders.
5.
Implementation
6.
Reporting
Sustainability is about more than protecting the 
planet. Taking a broader view on sustainability, 
we empower our local teams to address solutions 
within their communities and create opportunities 
to support a promising future for the next generation. 
Our Sustainability Excellence framework is 
underpinned by the highest standards of corporate 
governance, our systemic risk management 
processes and our continued evaluation against 
the TSA standards. 
Reporting on our sustainability performance 
indicators in a consistent and accurate manner 
is essential to deliver transparency.
We recognise that corporate disclosure and 
transparency are key catalysts for driving change.
We are committed to providing stakeholders with 
accurate and timely updates on our sustainability 
activities and performance and make every effort 
to produce a report that is balanced and transparent 
and meets their needs.
Completing external assessments and continuing 
to engage with our stakeholder demonstrates our 
commitment to continuous improvement and helps 
us to prioritise focus areas for the next year.
Sustainability Excellence
Continued

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Sustainability Excellence
Continued
People and 
Culture
Intertek’s first corporate goal is to 
have fully engaged employees 
working in a safe environment.
Our Values
Our values aim to drive how we live every day, 
supplementing our purpose, how we conduct our 
business, and underpinning our desire to make the 
world ‘ever better’.
>
We are a global family 
that values diversity.
>
We always do the right thing, 
with precision, pace and passion.
>
We trust each other and
have fun winning together.
>
We own and shape 
our future.
>
We create sustainable growth.
For all.
We truly value our people. We 
embrace diversity, inclusion and 
equality, and our success is based 
on a culture of trust among 
colleagues globally.
Our People Strategy is all about energising our 
colleagues to take our business to new heights. 
Employee engagement, human rights and worker 
health and wellness are core to the long-term 
success of our business. We strive for a sustainable 
workforce that is stable, engaged and committed to 
the organisation, our goals and objectives. We 
respect and protect the rights of our people across 
operations and throughout our business 
relationships.
Ensuring the health, safety and wellbeing 
of our employees
Only through having fully engaged employees 
working in a safe environment are we able to deliver 
our TQA Customer Promise. 
Our aim is to encourage a culture of proactive Health 
and Safety ('H&S') awareness, industry best practice 
and continuous improvement to increase H&S 
performance globally. Our Group-wide ‘General Safe 
Working Guidelines’ provide the basis for a common 
and aligned H&S standard for all Intertek sites. 
This includes a dedicated fire warden, first aider and 
H&S representative at each location. These 
representatives are empowered not only to 
investigate incidents and implement preventative 
and corrective actions, but also to disseminate 
safety information through training and targeting 
continuous improvement. 
With dedicated reporting each month for country and 
business lines supplemented by inclusion in the 5x5 
analysis for every site, our global network of H&S 
‘Champions’ supports continuous improvement. By 
improving our H&S communication network, we not 
only have a known contact person in each country 
and location but also a means of channelling and 
sharing information and programmes globally. 
The Group reacted with precision and pace to the 
global pandemic and the implications for our 
employees, forming a Group Covid-19 response team 
as well as regional teams with the ability to escalate 
urgent questions and plans for review and approval. 
To support our employees further we launched a 
new and enhanced Group-wide Health & Safety 
policy, business continuity planning for smart home 
working and policies on social distancing, hygiene 
and sanitation as well as personal protective 
equipment and temperature checks. 
We are proud of the passion and commitment our 
employees have shown to ensure that the essential 
services we provide to our customers were not 
disrupted during the Covid-19 pandemic. 
With activities normalising in 2021, we saw 
increased levels of Hazard Observations principally 
reflecting the increased activity levels across our 
sites as Covid-19 restrictions eased. We believe the 
increase in First Aid reporting and Lost Time 
Incidents are linked to greater awareness and our 
rigorous approach to reporting and analysis. Though 
incidents increased year-on-year, a comparison to 
2019 shows a decrease of 21%.
Sadly, one fatality was recorded in the United States. 
This occurred when a Driller Assistant from our 
Building & Construction business line came into 
contact with a moving auger. 
0.51
Total Recordable Incident Rate (‘TRIR’)
Group1 
2021 
2020
% change 
Hazard Observations
19,172 
13,279 
44%
Near Misses
3,044
2,852 
7%
First Aid
1,043
1,000 
4%
Lost Time Incidents
120
65 
85%
Medical Treatment Incidents 
101
108 
(6%)
Fatalities 
1
–
+1
Total Recordable Incident 
Rate ('TRIR')2
0.51
0.40 
11bps
1.	
Data captured for the Group consists of individuals engaged through Intertek contracts of employment (full- and part-time and those on 
fixed-term contracts of employment). Excludes JLA and SAI Global Assurance. 
2.	
Rate refers to the number of Lost Time Incidents, Medical Treatment Incidents and Fatalities occurring per 200,000 hours worked.

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The health and safety of our employees and 
contractors are the utmost priority at Intertek. 
All of our businesses have robust health and safety 
training programmes during our induction/on-
boarding process, emergency responses procedures, 
intervention and reporting of hazard observations, 
near misses and safety incidents. We continue to 
provide appropriate personal protective equipment 
and continually expand on existing programmes and 
controls to improve the health, safety and wellbeing 
of our colleagues.
We are also committed to the continuous review, 
monitoring and improvement of our H&S 
performance. Our target remains for our TRIR to 
equal or be less than 0.5. This target is part of the 
next phase of our health and safety cultural journey 
and supports our continued aim to achieve zero lost 
time incidents. 
Workplace mental health
At Intertek, we consider the health, safety and 
wellbeing including mental health of our employees, 
clients and third parties connected with our business 
to be of paramount importance.
For our employees, we created and launched 
KINDNESS – a pioneering programme designed to 
boost overall wellbeing, including mental health 
throughout Intertek. The programme has been widely 
followed and feedback so far has been very positive.
Case study
Spreading Kindness around 
the world
Our colleagues’ safety and wellbeing are our #1 
strategic priority, so last year we were delighted 
to launch a new global wellbeing programme called 
'Kindness'. Kindness is an online resource that helps 
each of us to make sure that we do the simple 
things that help build our own personal strength 
and resilience – enabling us to re-energise, boost 
our wellbeing, and unleash our potential.
In 2021, we have built on the programme by launching 
a number of local Kindness-inspired initiatives around 
the world. For example, Intertek Hong Kong worked 
with the Hong Kong Federation of Youth Group 
('HKFYG'), a Hong Kong NGO that provides youth 
services, to put together a Wellness CheerUp Kit 
containing a wide range of items including eye 
masks, Chinese Herbalist-prescribed tea bags, 
beautiful Chinese poems with candies, a Zentangle 
drawing exercise that combines meditation with art, 
and thank you cards to show our appreciation to our 
colleagues for their hard work.
In October, Intertek Thailand launched an Employee 
Assistance Programme ('EAP') with an outsourced 
online counselling service, iStrong Mental Health 
Solution, to support employees' mental health. The 
programme is part of their local initiatives under our 
Kindness programme, and aims to help colleagues 
balance the pressures of work with their needs at 
home and in their personal lives. The counselling 
services are provided by professional well-trained 
counsellors and are strictly confidential.
Other local Kindness initiatives during the year have 
included a series of webinars organised by Intertek 
South Asia to support employees with their health 
and wellbeing, along with the opportunity to access 
professional confidential counselling where needed. 
Virtual wellbeing sessions were also organised in the 
MENAP region, covering the topics of mental health, 
yoga, cancer awareness, and health and nutrition.
Talent attraction, reward and recognition
We reach out to prospective employees in a variety 
of ways, depending on location and role, in 
compliance with local regulations for fair recruitment 
practices and equal opportunities. We post vacancies 
on our website (intertek.com/careers) and employ 
various ways of sourcing talented people. These 
include recruitment agencies, social media, printed 
advertisements, employee referrals, professional 
bodies and associations, schools, colleges and 
universities. We are committed to recruiting talent 
local to our operations where possible. To offer 
career growth and progression within the Group, we 
seek wherever possible to fill vacancies from within 
the business first.
We fully recognise the importance of employee 
engagement in driving sustainable performance for 
all stakeholders. In order to measure our employee 
engagement, we follow the Intertek ATIC 
Engagement Index which is based on the key drivers 
of sustainable value creation within our 
differentiated ATIC business model and which 
measures engagement on a monthly basis in every 
operation with the following metrics: Net Promoter 
Score, Customer Retention, Quality, Voluntary 
Permanent Employee Turnover and Total Recordable 
Incident Rate. For 2021, our ATIC Engagement Index 
score was 79.9%, reflecting a more normal year in 
respect of our Voluntary Permanent Employee 
Turnover which impacted the score. We believe 
engagement levels across the Group are high and our 
target is to achieve an engagement index score of 
90% moving forward. 
During the year our Voluntary Permanent Employee 
Turnover rate returned to similar levels seen prior to 
Covid-19 with a rate of 13.0%, which is well within 
acceptable industry standards. As we progress our 
People Strategy we will continue to aim for a rate 
below 15%.
Talent management
To seize the exciting growth opportunities arising 
from our Total Quality Assurance ('TQA') value 
proposition, we continually invest in the growth of 
our people. We aim to hire, inspire, engage and retain 
the best people to power our 5x5 strategy, providing 
the skills to grow our business.
Sustainability Excellence
Continued
With an ‘ever better’ mindset we encourage our 
people to continuously learn new skills that help 
advance their careers and deliver our TQA Customer 
Promise. Our talent-planning process is critical to our 
future success in delivering our strategy and 
fostering our culture and values throughout Intertek.
The Board as a whole is responsible for ensuring that 
appropriate human resources are in place to achieve 
our long-term strategy and deliver sustainable 
performance. Global talent and succession planning 
for the Leadership Team are discussed regularly.
In employment-related decisions, we comply with all 
applicable anti-discrimination requirements in the 
relevant jurisdictions. We have zero tolerance for 
discrimination and harassment.
Reward and recognition
Reward plays a key role in attracting, motivating and 
retaining talent. Intertek is compliant with minimum 
wage and mandatory social contributions 
requirements in all jurisdictions where we operate.
At Intertek, remuneration for all employees follows 
the same policy and principles as for the senior 
executives. The Remuneration Committee has 
oversight of this and you can find more information 
on pages 138 to 144.
We depend on local management to define and 
maintain competitive compensation practices that 
appeal to both existing and future talent.
All employees are remunerated in accordance with 
local policies and guidelines. The remuneration 
comprises elements which are fixed, and in some 
cases, variable. The fixed elements are base salary 
and benefits including pensions, where applicable. 
The variable elements include incentives, both 
short- and long-term.
Across the world, employees who are eligible for a 
bonus follow the same metrics thus creating 
alignment on our strategic goals throughout the 
organisation. 
We take every opportunity to recognise great 
performance across the business through our 
internal channels.
Covid-19
For us, the health, safety and wellbeing of our people 
is always our first priority. True to our commitment to 
put in place the right protections for our people at 
the right time, we put in place our Covid-19 Employee 
Health & Wellbeing Policy in early 2020 and have 
updated it regularly as circumstances and our 
understanding of the virus have changed.
A number of employees have become ill during the 
pandemic and it is a matter of great sadness for the 
whole of the Intertek family that we lost colleagues 
to the virus. Support was given to the families of 
these colleagues and to their grieving colleagues and 
our thoughts are with them.
See more at intertek.com/about/update-on-COVID-19

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Case study
Kickstart programme
We are committed to supporting the UK Government 
Kickstart scheme, an initiative designed to help 
young people between the ages of 18 and 24, who 
have experienced unemployment, access work.
Kickstart funds six-month placements with firms for 
young people who are claiming Universal Credit and 
are at risk of long-term unemployment. 
Our Intertek Checkpoint business supplies 
Total Quality Assurance services to the Travel and 
Leisure industry, and is based in Stevenage. Intertek 
Checkpoint was successful in securing a grant for 
five placements and have filled four of them so far.
They have also worked closely with a local training 
company, who assisted in the application, shared 
connections with the local job centre, and are 
facilitating 'employability' training for each 
kickstarter to enhance their CVs in order to help 
secure employment in the future.
By supporting the Kickstart scheme, Intertek 
Checkpoint have been able to augment their 
workforce with young, bright and enthusiastic people.
Sustainability Excellence
Continued
Skills development
We believe in personal growth for every employee 
and we know that when each of us is growing and 
developing, we move faster along our good-to-great 
journey. Over the years we have made great progress 
with our Leadership Development agenda.
We now have in place many Group-wide programmes 
to support this agenda including talent planning 
processes, the 10X Journey that provides structure 
for individual growth planning, our 10X Energies that 
help define winning behaviours and ‘10X Way!’ 
training to help address key development and 
training needs. There are many more programmes 
across the business, providing in-house and external 
learning opportunities.
All Group employees have access to our ‘10X Way!’ 
platform or an alternative Learning Management 
System, enabling them to complete their onboarding, 
access our ‘10X Way!’ training, and complete 
mandatory Code of Ethics and compliance, 
CyberSecurity and Core Mandatory Controls training.
282,600
e-training hours completed through our Learning 
Management Systems
As we operate across a wide range of sectors, 
different types of technical training, education and 
support are required. We offer:
>   Apprenticeships
>   Internship programmes
>   College degrees
>   Professional qualifications
>   Formal and informal workshops 
and seminars
>   Coaching
Hours spent participating in these training 
programmes is not currently tracked.
At Intertek, our leaders strive to be of the highest 
quality in the industry and we believe in the spirit 
of ‘ever better’ and know that the ability our leaders 
have to develop and grow employees in their teams 
is one of the biggest factors that will influence the 
exciting growth journey we have ahead of us.
All employees receive adequate coaching, 
development and training to ensure they are 
fully competent to carry out their role.
100%
of our employees are offered, as a minimum, 
yearly discussions on growth and development
Protecting human rights
We are committed to ensuring that our employees 
are subject to fair working practices and are treated 
with respect. Within our business, the rights of our 
employees are respected by the implementation of 
our Labour and Human Rights policy and Code of 
Ethics. Intertek’s policies and codes are based on and 
fully respect the International Bill of Human Rights 
and the International Labour Organization’s 
declaration on Fundamental Principles and Rights 
at Work and the Children’s Rights and Business 
Principles.
We continually review our approach to human rights 
to reflect legal developments, emerging issues and 
to meet societal expectations.
Our Code of Ethics training aims to educate all 
employees about potential integrity issues, including 
human rights, bribery, corruption, non-discrimination 
and employee relations. The Code of Ethics contains 
clear guidance on the grievance mechanisms and 
whistleblowing procedures that we have in place. 
Further information can be found on page 168.
Our Modern Slavery Act Statement, outlining the 
steps we are taking internally, in our supply chain 
and through partnerships and advocacy to avert 
modern slavery and human trafficking is available 
on our website.
Read more at 
intertek.com/about/compliance-governance
Employee representation and consultation
We respect the rights of our employees to form 
and join trade unions and take part in collective 
bargaining where this is accepted by local law.
We also take care that employee representatives do 
not suffer discrimination and that they have open 
access to members in the workplace. We strictly 
adhere to tariff structures and arrangements 
negotiated with trade unions, while we also inform 
and consult employees on relevant business 
activities: for example, we respect statutory 
minimum notice periods and give reasonable notice 
of any significant operational changes in line with 
local practices and labour markets. Our affiliates’ 
communication and consultation processes are 
tailored to local needs.
33% of our employees are represented by 
independent trade unions or employee 
representative bodies. We do not report information 
on employee union membership due to differences in 
national legislation in countries where we operate.

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Inclusion, diversity and gender equality
Embracing all talents
At Intertek, achieving ‘ever better’ 
performance depends on being constantly 
open to pioneering new ideas that enable us 
to improve what we do and how we do it. 
For us, this means having an organisation 
that is truly diverse and inclusive in ways 
that extend far beyond the ‘standard’ 
measurements of race, nationality 
and gender.
Intertek has a history that goes back over 130 years, 
evolving from the combined growth of a number of 
innovative companies from around the globe. 
Diversity has always been at the heart of who we are 
and will continue to provide the power behind our 
success in the future. With team members from over 
100 countries – all with different backgrounds, 
cultures and beliefs – our diverse workforce makes us 
the leading company we are today.
We demonstrate that we are an inclusive and diverse 
global family by applying all employment policies and 
practices in a way that is informed, fair and objective. 
This covers all policies relating to recruitment, 
promotion, reward, working conditions and 
performance management.
Our Inclusion and Diversity policy facilitates a culture 
of inclusiveness where people are able to perform at 
their best, where their views, opinions and talents 
are respected, harnessed and not discriminated 
against. We are committed to maintaining the 
highest standards of fairness, respect and safety.
As a business we want to ensure that we have the 
right capabilities to deliver our strategy. We 
recognise the value that individuals of different 
backgrounds and capabilities bring to the business. 
Our diverse workforce helps us to understand, 
communicate and trade with our vast client base 
through their understanding of local issues and 
cultures. They add value in assuring our services are 
tailored to our customer needs, which underpins 
sales growth, customer retention and satisfaction.
We recognise the importance of gender diversity, in 
management and across all levels of our business. 
Following the conclusion of the Hampton-Alexander 
Review, as well as supporting gender diversity on our 
Board, we continue to contribute our data on the 
gender balance across our senior executive team and 
their direct reports to the FTSE Women Leaders 
Review and detail it in the table below. The data for 
2021 reflects organisation changes which have 
resulted in fewer layers in the leadership structure.
We will continue to promote and endorse fair, 
consistent and thoughtful working practices that are 
in accordance with our values. At Intertek, we are 
proud to be an equal opportunities employer. We 
consider all qualified applicants for employment 
regardless of gender, ethnicity, religion, age, 
disabilities and other protected characteristics.
We also ensure that men and women are paid equally 
for doing equivalent roles and we are committed to a 
number of measures to ensure we provide an 
energising workplace, free of any gender bias, where 
employees can flourish based on their talent and 
effort. To strengthen this, we ensure that our 
shortlists of external hire candidates have a balance 
of gender diversity.
We remain committed to equality, and provide 
flexible working where possible and provide 
mentorship to women to address the gap in gender 
numbers at senior levels. It is vital that our workforce 
represents the best available talent, reflects the 
communities in which we operate and is free of 
gender or other biases.
Sustainability Excellence
Continued
Diversity has always been 
at the heart of who we are 
and will continue to provide 
the power behind our success 
in the future.”
20211
20201
Male
Female
Male
Female
Board
6
3
7
4
Executive Management Team (‘Exec’)2
17
2
9
2
Direct reports (‘DR’)
207
65
83
26
Combined: 
Exec + DR
224
67
92
28
1	
Data relating to the Board and the Exec and DR is as at 31 December and as at 31 October of each year, respectively.
2	
As defined by the FTSE Women Leaders Review. This comprises the CEO and his direct reports (N-1).

Total employees by gender
28,974
28,690
28,385
16,679
15,079
15,678
 Female
 Male
2019
2020
2021
Revenue  (£m)
Headcount
Revenue and headcount
2,567
2,769
2,801
2,987
2,742
2,786
42,452
43,905
44,720
45,653
43,769
44,063
2016
2017
2018
2019
2020
2021
Asia
Americas
EMEA (inc. Central)
 
 
 
 
 
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77
Sustainability Report
Contents
Our Intertek TQA Experts
Gender by region
7,890
3,183
Total 11,073
Total 11,903
8,178
3,725
8,770
12,317
Total 21,087

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We promote diversity in all its forms, including 
gender parity, sexual orientation, disability, as 
well as having an ethnic and social makeup that 
reflects broader society.
Our ‘Embracing 
Diversity’ model
Sustainability Excellence
Continued
Diversity measured
Gender diversity 
We are determined to develop and retain 
more women in senior roles.
Diversity measured
Talent across all generations
We value all of our colleagues, regardless of 
age, and have practices in place to develop 
and retain workers of all ages.
Diversity measured
Disability inclusion
Adopting a universal design mindset.
Diversity measured
Cultural diversity
(arising from country of origin)
Cultural diversity supports our global 
business and is key to our success.
2021 update 
• 6% increase in women in senior management 
roles since 2017. 
• 36% of our global TQA Experts are women.
2021 update 
The technical expertise needed in many parts of our complex 
business is acquired over several years which is reflected in a 
relatively high average age in parts of our Group. The overall 
average age is 40.
2021 update 
We believe that in order to create rapid, system-level change 
specific to disability inclusion and equity, we must actively 
seek out opportunities to collaborate with other businesses 
who hold the same values and are equally committed to 
affecting change.
2021 update 
Our global workforce is representative of the countries in 
which we operate and our senior leadership represents 
48 different nationalities.
Our goals 
Improving gender balance is critical for us. We continue to 
focus on gender diversity by attracting, developing and 
retaining more talented women, particularly at senior levels. 
The percentage of women in senior management roles has 
continually increased over the last five years and we continue 
to pursue our goal to increase this to 30% by 2025.
Our goals 
We will continue to develop proactive approaches to 
recruitment to ensure we have an age-diverse and balanced 
employee age profile.
Our goals 
To adopt a disability inclusive mindset as well as deliver on 
our commitment to the Valuable 500. This is centred around 
incorporating disability inclusion criteria into the full spectrum 
of products and services we offer our clients. 
Our goals 
We are committed to cultural diversity and will ensure that 
Intertek’s colleagues are representative of the countries 
where we do business.

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Case study
Valuable 500 – changing business 
around the world
Case study
Inspiring the female
engineers of tomorrow
Case study
Championing professional 
growth through pioneering 
apprenticeships
Furthering our commitment to a more 
inclusive future for people living with 
disabilities
As a purpose-led company, Intertek’s mission is to 
make the world a better, safer and more inclusive 
place. We bring Quality, Safety and Sustainability 
to life through the work we do, not only for our 
own business but also for our clients' businesses 
worldwide. By joining the Valuable 500, we have 
confirmed our commitment to bringing about 
systemic change by adopting a disability inclusive 
mindset, and applying this ethos to our business 
and the services we offer our clients.
The Valuable 500 remains the only global 
community of CEOs dedicated to changing 
business across the entirety of the supply chain 
for the benefit of persons living with disabilities 
across the world. It is a growing community that is 
committed to making disability inclusion a key part 
of corporate agendas and using business as a 
force for good. To ensure this happens, each 
Valuable 500 CEO has agreed to make at least one 
public commitment to positive action.
Inclusion has long been at the core of everything 
we do at Intertek. Achieving ‘ever better’ 
performance depends on having an organisation 
that is truly diverse and inclusive in ways that 
extend far beyond the ‘standard’ measurements 
of race, nationality and gender. We work to ensure 
those with disabilities experience our culture of 
inclusiveness at every stage – whether they are 
interviewing for a position with us, or have been 
with Intertek for a number of years.
‘Introduce a Girl to Engineering Day’ is a digital 
initiative from Womengineer, a Swedish 
non-profit organisation dedicated to increasing 
the number of women in engineering. For the 
second year running, Intertek Sweden took part 
in the event, welcoming a group of seven girls 
between the ages of 13 and 19, who logged on 
to Microsoft Teams for a get-together with 
some of our female engineering staff. By 
introducing young girls to the world of 
engineering, Womengineer aims to inspire them 
to choose a career in the field. Across the 
country, more than 1,100 girls and 73 
companies took part in the event this year.
The UK Intertek Pharmaceutical Services team 
(Chemicals & Pharmaceutical BL) support some 
of the World's most innovative gene therapy 
companies in their drug development activities. 
We are proud to be part of the pioneering 
Advanced Therapies Apprenticeship Community 
that is supporting the development of the next 
generation of Pharma scientists.
As part of the Cell and Gene Therapy team at the 
new Manchester laboratory, Lucy Nash has been 
working as a Technician Scientist apprentice. 
The training programme she is taking part in has 
given her valuable practical experience as she 
continues to study towards a degree. In addition 
to allowing Lucy to develop professionally and 
personally, the role has also given her direct 
experience in the pharmaceutical industry.
Lucy is proud of the role she plays: "I get 
involved with so many different projects with 
clients. I don't just make brews for everyone! 
As an apprentice I carry out actual work, 
conducting stability testing for clients' drugs, 
such as testing the shelf life and storage 
conditions. The apprenticeship is really 
hands-on, which has grown my confidence 
with the practical skills I need in the workplace."
Apprenticeships like Lucy’s are an 
opportunity to upskill our workforce as well 
as a route to recruiting passionate people into 
our organisation who will positively contribute 
to the global cell and gene therapy sector. 
Anthony Upton, Head of Bioanalysis, explains: 
"As a result of training provided by Intertek 
and the apprenticeship programme, Lucy 
has started working on projects, made an 
important contribution, and demonstrated 
truly inspirational and winning energies."
We were delighted to be 
welcomed into the Valuable 500 
and will continue to create a truly 
inclusive workplace at Intertek, 
while encouraging those we work 
with to join us in contributing 
to a more inclusive world."
André Lacroix
CEO
Sustainability Excellence
Continued
Supporting our clients in this area, Intertek Cristal 
recently launched AccessCheck, an assessment 
protocol which provides independent verification 
of how hotels, restaurants, and others in the 
travel, tourism and hospitality industry meet the 
accessibility needs of their disabled guests.

Average NPS interviews per month
6,000
7,000
7,000
6,000
6,000
2017
2018
2019
2021
2021
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Customer Promise
Intertek's Total Quality Assurance 
expertise, delivered consistently 
with precision, pace and passion, 
enabling our customers to power 
ahead safely.
Listening to our customers
Since 2015, we have used the Net Promoter Score 
(‘NPS’) process to listen to our customers. These 
insights give us a deep understanding of what our 
customers need and want, fuelling our innovations. 
Our customer interviews keep us laser-focused on 
delivering an ‘ever better’ service. During 2021, we 
continued to conduct an average of 6,000 interviews 
each month.
We will continue to aim to conduct at least 6,000 
NPS interviews per month.
Accelerating positive sustainability impact
Recognising the importance of sharing our own 
sustainability journey with our customers, we 
actively engage with requests to support individual 
sustainability and carbon performance assessments. 
EcoVadis recently awarded us with a Silver EcoVadis 
Medal, placing us in the top 25 percent of companies 
assessed by them. 
We aim to collaborate as a trusted supply chain 
partner to deliver improvements over the long-term 
and accelerate sustainability impacts. 
Working with 
our customers
Innovative sustainability services 
have been core to our global 
business for more than 100 years.
Customer focus
To become the most trusted partner for Quality 
Assurance, we have made a promise to our 
customers: Intertek Total Quality Assurance 
expertise, delivered consistently with precision, 
pace and passion, enabling our customers to power 
ahead safely.
Intertek has a strong focus on customers, at all levels 
of the organisation, and our customer relationship 
management is integrated into our approach through 
a key account management structure and dedicated 
sales teams. Our Marketing & Sales Operations team 
works closely with business lines and country 
leadership to drive continued improvements across 
marketing, sales and digital tools to ensure that 
every aspect of customer engagement aligns with 
our TQA Customer Promise.
Through our leading-edge 
innovations and integrated 
Assurance, Testing, Inspection and 
Certification (‘ATIC’) solutions, we are 
uniquely placed to help our 
customers understand, achieve and 
validate their existing and emerging 
sustainability goals.
Capturing the right data 
to optimise operations
Identifying and managing risks that can impact our 
service quality is key to ensuring customer 
satisfaction. Our 5x5 metrics tool and processes 
enable the collection and review of performance 
metrics across the areas of sales, customers, people, 
finance and operational excellence that are 
fundamental to disciplined performance 
management. The 5x5 metrics provide every Intertek 
site and team leader with 360º insight into their 
business to guide their decision-making and 
ultimately lead to superior business performance.
Sustainability Excellence
Continued
Channels of customer interactions 
  Customer meetings 
  Emails and phone calls
  Web enquiry responses
  Workshops and seminars
  Social media communications

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Supporting our customers with 
their sustainability agendas
Innovative sustainability services 
have been core to our global business 
for more than 100 years. 
Through our leading-edge innovations and 
integrated Assurance, Testing, Inspection and 
Certification (‘ATIC’) solutions, we are uniquely 
placed to help our customers understand, achieve 
and validate their existing and emerging 
sustainability goals.
Case study
Supporting Saudi Arabia’s 
vision for a thriving 
economy
Case study
Promoting quality and traceability of face masks
Case study
Lab invests in more 
sustainable food-testing 
techniques
Since 2016, Intertek Saudi Arabia has supported 
the Inspection Technology and Quality 
Assurance National Institute (ITQAN) by 
sponsoring more than 100 high-school 
graduates through one of its training 
programmes. An independent, not-for-profit 
training institute, ITQAN aims to inspire young 
Saudis with a passion for excellence through 
world-class training. The Intertek-sponsored 
training is in the field of testing, inspection and 
certification, and qualifies its graduates to work 
in the energy sector. This is not only helping to 
meet market needs; it is also contributing to 
community growth, helping to reduce 
unemployment and supporting the Kingdom’s 
workforce and nationalisation efforts in line 
with Saudi Vision 2030’s goals for a thriving 
economy and vibrant society.
Since the outbreak of Covid-19, sky-rocketing 
demand for face masks has resulted in sub-
standard and counterfeit masks as well as 
fraudulent testing reports plaguing the market. 
It is often difficult for buyers and wearers alike to 
identify safe and quality mask products. They 
could only trust the testing reports provided or 
claims on the packaging of masks without any 
means to validate them. 
To help our customers communicate the verified 
quality and performance attributes of their masks 
while promoting quality and traceability of mask 
products on the market, Intertek Softlines has 
created an innovative Mask Label Program. Using a 
label that shows the testing standard or the 
guidance and classification attained, this also 
features a unique QR code that links to verified 
information, including a full testing report, on our 
PPE Centre of Excellence Directory. 
The Mask Label Program is voluntary and free of 
charge for customers who have successfully 
tested their mask products at any of our PPE 
Centres of Excellence against national and 
international standards.
Intertek Poland has implemented a new range 
of accredited testing techniques that are 
enabling us to significantly reduce energy 
consumption at our Food Laboratory. This is 
directly in line with our commitment to enabling 
a safer and more sustainable future for the 
food industry, while minimising the use 
of resources.
 
The new equipment now being used includes a 
3M™ Molecular Detection System ('MDS') based 
on loop-mediated isothermal DNA amplification 
('LAMP') technology to cut the time taken to 
deliver salmonella-analysis results from 72 to 
just 12 hours. It simultaneously drives 
important reductions in the use of energy, 
consumables and manpower. 
 
The lab has also started to use 3M™ Petrifilm™ 
Plates for the microbial testing of food, which 
also significantly reduces energy and water 
consumption while driving down waste and 
CO2 emissions.
Sustainability Excellence
Continued
An example: Mask Label of Chargeurs

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| Annual Report & Accounts 2021
Intertek Group plc
Case study
Intertek is accredited to 
certify the Global Organic 
Textile Standard ('GOTS')
Case study
Helping PANGAIA become 
earth positive
Case study
Assuring natural and 
sustainable practices in 
growing areas
Case study
Flooring company gains 
standard to demonstrate 
responsible sourcing
The USA’s ANSI National Accreditation Board, 
which plays an important role in ensuring the 
safety and quality of goods and services and in 
protecting the environment, has accredited 
Intertek Business Assurance as an approved 
certification body for the Global Organic Textile 
Standard ('GOTS').
As well as defining high-level environmental 
criteria along the entire organic-textile-supply 
chain, GOTS also requires compliance with social 
criteria. As such, it sets the international 
benchmark for a common understanding of 
environmentally friendly production and social 
accountability in the organic textile sector.
PANGAIA is a material science brand that uses 
as many organic, natural and sustainable 
resources as possible in its everyday essential 
garments. Examples include a down-fill material 
made from wildflowers (FLWRDWN™) and a 
biobased textile created from food waste, 
turning banana leaf fibre, pineapple leaf fibre 
and bamboo (FRUTFIBER™). 
One of the company’s key goals is to become 
more earth positive and it aims to put more back 
into the environment than it takes. Our team 
helped PANGAIA make measurable progress 
towards this. We developed a vendor manual 
that considered sustainability and Quality 
Assurance at every stage, from vendor 
selection through to manufacturing and 
product launches. 
We have also offered ad hoc support on topics 
including claim validation, recycled content, 
compostability and biodegradability, water 
wash evaluation and product shedding/waste. 
Intertek SAI Global has developed a Bio-
Inclusive protocol called PROOF (Protection and 
Recovery of Original Fauna), for the agriculture 
production industry. Aimed at assuring natural 
and sustainable practices in growing areas, this 
protocol is designed to protect wildlife, the 
environment, to recover flora and fauna in 
cultivated areas, as well as to produce healthier 
products, and preserve biodiversity. Intertek SAI 
Global has also developed a robust certification 
system to ensure members meet all the 
standard’s requirements.
 
The farms participating in this innovative 
initiative in Spain have reduced water 
consumption, energy consumption and have 
reduced the need for phytosanitary treatments 
almost completely, minimising toxic load. As a 
result, there has been a marked improvement to 
natural ecosystems and biodiversity on the 
farmed areas.
When Aspecta wished to let its customers 
know about the social, ethical and 
environmental approach it takes to sourcing 
materials, it engaged Intertek Assuris to help it 
attain the BES 6001 Framework Standard for 
Responsible Sourcing.
The company, a member of global flooring 
manufacturer HMTX Industries, saw this as a 
key step to complement its existing quality 
systems and strategic sustainability activities.
Following our appointment, we brought 
together the wide-ranging evidence required to 
achieve the ‘Good’ level of certification and 
position Aspecta as an industry leader in ethical 
performance. This has given the company an 
important differentiator in its market that 
enables it to clearly demonstrate its 
commitment to sustainable business practice.
Sustainability Excellence
Continued

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| Annual Report & Accounts 2021
Intertek Group plc
Case study
Lundin Energy is first client to achieve 
CarbonZero certification
Case study
Helping REWE Group 
assure the sustainability 
of its materials
Case study
Driving sustainability and 
safety with bioinformatics
The new Intertek CarbonZero™ solution, launched 
during 2021, provides additional value to the 
unique CarbonClear™ programme we launched in 
2020 to give organisations across many industries 
access to an independent third-party certification 
that verifies actual emissions incurred per 
unit produced.
Now, with CarbonZero™ we can certify the 
achievement of carbon neutrality by adding 
verification of carbon capture or reduction 
investments to CarbonClear™ certification. This is 
enabling companies across the world to market 
qualifying products and services as Intertek 
CarbonZero™ verified, so demonstrating auditable 
progress towards carbon neutrality.
Lundin Energy, one of the world’s leading oil and 
gas exploration and production companies, had 
added to its success in becoming the world´s first 
organisation to gain CarbonClear™ certification, by 
being first to gain CarbonZero™ verification as 
well. The achievements relate to both the Edvard 
Grieg and Johan Sverdrup fields offshore in Norway. 
All of Lundin Energy’s net production at Johan 
Sverdrup holds the CarbonZero™ mark and is sold 
as carbon neutrally produced, which is a world first.
Investors, traders, regulators and all other 
stakeholders can find details of all certifications 
on Intertek’s Global Sustainability 
Certification Directory (sustainabilitydirectory.
intertek.com/home.)
Intertek helped retail and tourism co-operative 
REWE’s Far East procurement arm assure the 
sustainability of an item in its clothing range. It 
needed third-party confirmation on whether a 
quilted men’s jacket was genuinely made from 
recycled polyester, and if the material had been 
sourced from rPET bottles.
Our work comprised a Textile Exchange GRS 
(Global Recycled Standard) audit and due 
diligence testing (a rPET verification test), 
offering REWE proof that recycled content was 
present from the source in raw materials.
More sustainable ways of producing food are 
urgently needed, leading companies to explore 
new methods of producing edible and nutritious 
goods. By providing innovative solutions for 
companies to analyse genetic and genomic 
information of their novel products, we assist 
with obtaining regulatory approval and offer a 
way to address safety concerns ethically and 
sustainably using the latest science.
Intertek Assuris’s bioinformatic assessments 
are allowing companies to characterise and 
demonstrate the safety of innovative 
microorganisms and microbial-derived products. 
They evaluate aspects such as antimicrobial 
resistance, pathogenicity, toxigenicity, and 
allergenicity and provide an alternative to 
animal-based studies.
Sustainability Excellence
Continued
Case study
Employing indoor 
air quality testing 
to reopen schools
The Covid-19 pandemic has highlighted the 
impact that effective ventilation and air 
filtration can have on disease prevention and 
our general health and wellbeing. Yet issues 
such as a lack of funding or deferred system 
maintenance can cause indoor air quality ('IAQ') 
to fall below an acceptable level. 
In anticipation of the return of classroom 
learning for more than 50,000 students, 
Washington’s largest public school district, 
Seattle Public Schools, wanted to evaluate and 
improve the IAQ across its 100+ schools. 
Together with district staff, Engineering 
Economics Inc. ('EEI'), Intertek Building & 
Construction conducted a systematic 
evaluation of each school’s ventilation system 
to help create a better learning environment. 
Once EEI’s health risk-reduction 
recommendations had been implemented, our 
Intertek building scientists and industrial 
hygienists performed IAQ testing across the 
premises. Our work was able to confirm the 
effectiveness of measures and acted as a 
quality control check to ensure no space was 
left under ventilated.

Intertek Group plc | Annual Report & Accounts 2021
Sustainability Report
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84
Case study
Quantifying BASF’s 
sustainable synthetic 
leather claims
Case study
Supporting the 
development of more 
sustainable medicines
Case study
Supporting a global initiative to end hunger and poverty
Intertek China helped BASF, the world’s largest 
chemical producer, prove that its unique 
Haptex® synthetic leather is a significantly 
more sustainable alternative to solvent-based 
polyurethane and other synthetic leathers.
We carried out a Life Cycle Assessment ('LCA') 
on Haptex®'s complete value chain, from 
chemical production to the finished synthetic 
leather products. Additionally, the LCA 
calculated and measured the greenhouse 
effect, cumulative energy demand and water 
consumption data of this innovative material. 
This process helped BASF unequivocally prove 
that Haptex®, which is made without organotin 
catalysts or plasticisers, uses 30% less water 
and requires 20% less energy to produce than 
traditional synthetic leather, resulting in a 52% 
reduction in Greenhouse Gas emissions.
Hydrofluorocarbon (HFC) propellants used 
today in pressurised metered-dose inhalers 
(pMDIs) have global warming potential (GWP) 
many times that of carbon dioxide. This is 
driving the pharma industry and governments 
to look for new ways of making effective 
inhaled drugs such as those to treat respiratory 
diseases like asthma, without the harmful 
environmental impact.
. 
The Intertek Melbourn team, who are based 
near Cambridge, UK, are playing a key role in this 
effort by helping clients to develop new inhaled 
medicines, or reformulate existing pressurised 
pMDIs, using more sustainable approaches, such 
as formulating with new propellants (e.g. 
HFA-152a and HFO-1234ze) with lower GWP.
Current projects in the laboratory involve 
developing novel delivery systems such as dry 
powder inhalers and soft-mist inhalers or 
reformulating existing inhaled drug product 
with new low GWP propellants.
Intertek’s AgriTech team is working with global 
research partnership CGIAR to identify routes to 
a food-secure future for all. Its network of 
world-class researchers is dedicated to identifying 
sustainable ways to improve natural resources and 
empower local food producers, aiming to 
alleviate poverty and nutrition insecurity.
We’ve been a proud partner of CGIAR since 2017, 
offering High Throughput Genotyping lab 
services. We have been able to aggregate 
volumes by working together, allowing us to 
offer services to developing countries at an 
Sustainability Excellence
Continued
Photo by Dr. Kristofer Vemling
affordable price and fulfil our commitment to 
Corporate Social Responsibility.
Our AgriTech team is also working with the CGIAR 
Excellence in Breeding ('EiB') Platform, which works 
across CGIAR and national partners to accelerate 
the modernisation of crop breeding programmes 
that serve farmers in low- and middle-income 
countries. Our work with CGIAR is ensuring local 
farmers can feed their communities without 
compromising the climate.

Sustainability Report
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| Annual Report & Accounts 2021
Intertek Group plc
Case study
Bringing renewable power 
from Australia to 
Singapore
Case study
Providing specialist water 
quality modelling services 
to Irish Water
Case study
Helping Greenlink secure 
the marine consents for its 
proposed interconnector
Intertek’s Energy & Water team is working with 
Sun Cable, the largest solar energy 
infrastructure network company in the world, 
to oversee the quality control and safety of the 
Australia-Asia PowerLink – a proposed 4,200km 
marine cable that will direct renewable solar 
energy from Northern Australia to Singapore. 
Our experts will provide a Total Quality 
Assurance solution, comprising a marine 
hydrographic, geophysical and shallow 
geotechnical survey and marine consultancy, 
that aligns with the client's safety, health, 
environmental and quality vision and technical 
specifications. 
This complex offshore infrastructure project 
will connect a 10GW solar farm in Elliott, in 
Australia’s Northern Territory, to the Darwin 
and Singapore grids, offering them renewable 
energy and extra battery storage. The project 
will help Singapore meet its Paris Agreement 
Greenhouse Gas reduction targets, by providing 
enough renewable energy to cover up to 15% 
of the country’s energy needs.
Intertek’s Energy & Water team is working with 
Irish engineering and environmental 
consultancy, Nicholas O’Dwyer, to deliver a 
strategic modelling study of Cork Harbour for 
Irish Water. 
Our work, which will include microbiological 
impact assessments using our industry-leading 
STORM-IMPACT compliance assessment tool, 
will help Irish Water understand how to make 
essential infrastructural improvements in a 
cost-effective and legislatively compliant way.
The project is comprised of two phases. The 
first will see us work with Nicholas O'Dwyer to 
complete a data review and gap analysis to 
identify essential missing information, which 
will be collected through dedicated field 
surveys. In the second, we will develop a 3D 
hydrodynamic and water quality model of the 
harbour, allowing us to carry out impact 
assessments of both the current and predicted 
future scenarios. 
We have helped Greenlink secure the marine 
consents in Ireland and Wales for its €500 
million (£420 million), 190km Greenlink 
Interconnector. This 500MW capacity 
interconnector will link Wales and the Republic 
of Ireland, allowing power to flow either way 
and increasing energy security for both 
countries. 
This achievement is just the latest in our long 
relationship, which has focused on environmental 
risk management. Intertek’s Energy & Water 
team has provided expert marine Quality 
Assurance solutions, including marine route 
development, landfall identification, survey 
management, environmental studies and 
assessment. 
One of our most noteworthy de-risking 
strategies was to engage stakeholders early. 
We connected with Natural Resources Wales 
throughout the process, ensuring this significant 
infrastructure project could go ahead without 
compromising sensitive offshore habitats.
Sustainability Excellence
Continued
Case study
Using oceanographic 
modelling to harness clean 
energy from tides and 
oceanic currents
We are a preferred supplier of Minesto, a 
Swedish marine energy technology developer, 
to offer technical support on its advanced 
oceanographic modelling projects. Our Energy & 
Water team will also work alongside the 
Swedish Meteorological and Hydrological 
Institute ('SMHI') and tidal energy experts from 
the universities of Bangor, Plymouth, Cardiff, 
Swansea and Manchester. 
Minesto’s innovative ‘Deep Green’ technology 
allows clean, renewable energy to be generated 
from tidal and ocean currents, even at low 
current speeds. Its devices are being trialled or 
used across the world, from the UK to France to 
Taiwan, and Minesto has forged partnerships 
with sector giants such as EDF. 
Over the next three years, we will provide 
specialist technical services, including tidal 
current resource modelling, array energy 
extraction modelling, ocean circulation 
modelling, sediment transport modelling, and 
extreme and operational wave modelling.

Sustainability Report
Intertek Group plc | Annual Report & Accounts 2021
Sustainability Report
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86
In 2021, we continued to track progress through our 
emissions dashboards which allow the regional teams 
to understand their total carbon emissions. The 
dashboards give insights to their performance and 
helps the teams take ownership of their 
environmental impacts at site level and to take 
actions to reduce them.
This process is supported by our Environmental and 
Climate Change policy, which is implemented by 
country management to ensure compliance with 
local guidelines and regulations.
Our activities across the world are diversified, with a 
spread of both laboratories and offices. Our carbon 
emissions intensity is higher in businesses that are 
more capital intensive, such as our global laboratory 
network, while our audit and office-based operations 
have much lower capital intensity.
Our carbon emissions reduction targets
Intertek clients depend on our safety, quality and 
environmental expertise to ensure their products 
meet global market expectations. Intertek will 
continue to strive for emissions reductions internally 
as the world’s leading Total Quality Assurance 
('TQA') provider.
We first set an emissions reduction target in 2017 to 
reduce our CO2 emissions per employee by 5% 
year-on-year up to 2023. The target has remained in 
place during the year, however, teams are 
encouraged to target absolute reductions. 
Recognising the importance of bold ambitions, we 
are setting targets to improve environmental 
performance across our operations. To clearly 
demonstrate our commitment, we are aligning our 
business with the most ambitious aim of the Paris 
Agreement, to limit global temperature rise to 1.5°C 
above pre-industrial levels and reach net zero by 
2050 for the best chance of avoiding the worst 
impacts of climate change.
During 2021, we have carried out both a top-down 
and bottom-up exercise, building on our emissions 
dashboards to clearly identify our baseline emissions 
and to enable our countries to put in place concrete 
measurable action plans to reach our 
reduction targets.
Having identified our plans we will seek to have our 
new reduction targets validated and approved by the 
Science Based Target initiative. Once validated, we 
will report on these in more detail.
Environmental management
The delivery of our Sustainability strategy is 
supported by our Group-wide Quality Management 
System – which is aligned with internationally 
recognised standards on health, safety and the 
environment. We operate this across 80% of our 
operations and, in 2021, 110 sites achieved or 
maintained one or both ISO 14001 and ISO 45001 
(OSHAS 18001) certifications.
At Intertek, we take an ‘ever better’ approach to 
ensure our data is wholly accurate and consistent 
year on year. Data collection continues to improve, 
with over 130 users adding site-level data every 
month to our Global Sustainability Environmental 
software platform.
Energy use
Global energy use¹
by source (MWh)
2021
2020
Standard electricity 
247,741
253,849
Renewable electricity 
11,410
7,487
Vehicle fuels energy 
30,710
40,146
Non-transport fuels energy 
(natural gas)
63,654
66,518
1.	
UK portion of total energy use was 6.4% (2020: 6.8%).
We drive actions country by country and site by site. 
During 2021, further sites have carried out energy 
audits, which have already led to energy efficiency 
improvements, including the roll-out of LED lighting 
at numerous sites and trials of new technologies. 
Following the success of self-generation 
of energy at our Perth site, we continue to 
explore on-site energy generation through 
various projects. In addition, we will continue 
to source certified renewable energy, 
where possible and economic to do so. 
Environment
All of us have a responsibility to 
protect the future of the planet.
Governance
Environmental governance flows from the Board to 
every Intertek site. We monitor site-level activities 
across a range of environmental metrics and work 
with our sites to reduce energy consumption and 
limit Greenhouse Gas (‘GHG’) emissions. Governance 
for managing climate-related risks and opportunities 
across the Group is incorporated into our existing 
governance framework as shown on pages 53 
and 99.
Intertek’s part in a low-carbon economy
We recognise that we need to play our part within 
the move to a low-carbon economy. To make real 
change happen, we believe all our people need to 
have ownership of their carbon footprint and be 
empowered and inspired to take ambitious actions to 
reduce it – our Sustainability Excellence approach.
1
5
2
6
3
7
4
Identify 
Sustainability 
champion or 
team
Evaluate 
baseline 
performance
Establish 
target setting
Develop 10X 
action plans
Implementation
Performance 
tracking
Reporting and 
Recognition
At Intertek, we look to understand 
our organisation’s impacts on the 
environment and mitigate them in 
regard to climate change, use of 
resources, ecosystems, and waste 
management.
Our global reach spans thousands of employees, 
clients and suppliers. This scale represents both 
commercial opportunity as well as responsibility; a 
responsibility to our people, the communities in 
which we operate and the wider environment. Good 
management of these topics is therefore critical to 
meeting increasing expectations of all our 
stakeholders .
Intertek plays an important role in raising awareness 
of climate change, impacts on biodiversity and 
national resource constraints among our employees, 
suppliers and customers. As such, our aim is to 
improve operational and natural resource efficiency 
in a consistent manner across all our sites.
Sustainability Excellence
Continued

Intertek Group plc | Annual Report & Accounts 2021
Sustainability Report
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Our progress and performance
Our annual environmental reporting cycle ran from 
1 October 2020 to 30 September 2021. Intertek’s 
reporting complies with the methodologies outlined 
by the GHG Protocol ‘Corporate Accounting and 
Reporting Standard’, ISO 140064-1 and the UK 
Government’s ‘Environmental Reporting Guidelines: 
including mandatory Greenhouse Gas emissions 
reporting guidance’.
We measure and report our Scope 1 and 2 GHG 
emissions as well as certain Scope 3 emissions 
covering the categories of fuel and energy-related 
activities, employee commuting and business 
air travel.
Scope 3 emissions provide valuable insights on the 
full emissions picture for a company. There are 15 
potential Scope 3 categories, but not all are relevant 
to every company. An independent third party 
materiality assessment of our Scope 3 emissions 
identified that seven were relevant to our 
operations, and of these seven categories five were 
material. Since 2019 we have been widening our 
boundary definition of Scope 3 and reported on 
additional categories. 
Case study
Minerals Centre of Excellence 
in Perth, Australia
As a purpose-led company, Intertek’s mission is to 
make the world a better, safer and more sustainable 
place. This ethos is at the heart of our Minerals Global 
Centre of Excellence in Perth. 
The new facility features a 990kW solar system 
making it one of the largest rooftop solar 
installations in Western Australia. The system 
provides on average a third of the daytime power 
required by the laboratory. The facility also captures 
and recycles laboratory wastewater to conserve this 
precious resource. 
Utilising technology and innovation with a focus on 
automation will provide clients with faster, more 
efficient analytical options without compromising on 
quality. With the application of sustainability through 
all parts of the project we are seeing improvements in 
energy consumption, water management and emission 
reductions through the harnessing solar energy.
Sustainability Excellence
Continued
Asset recycling 
We participate in the Hewlett Packard Enterprise 
end-of-use management programmes, helping us to 
address the social and environmental impacts of 
rapid innovation. By refurbishing and recycling our 
retired IT products, we are contributing to a circular 
economy that returns value to our business while 
helping to meet our sustainability goals. 
A pilot was first carried out covering a few sites 
across different jurisdictions in 2020 achieving 82% 
of equipment being repurposed. The pilot provided 
central visibility of our disposal practices.
In 2021 the programme achieved 41% of equipment 
to be repurposed and 58% to be recycled, with 5.1mt 
of waste kept from landfills.
Further details on our methodology for reporting and 
the criteria used can be found within our Basis of 
Reporting document.
This is available at 
intertek.com/about/our-responsibility
During 2021 we have continued to improve our 
performance. Scope 2 emissions have been reduced 
through energy efficiency measures and the gradual 
transition to renewable electricity. 
With activities normalising, we were pleased to see 
direct emissions continuing to reduce, reflecting the 
implementation of site action plans and greater 
transparency within the business on the sources of 
our emissions. 
We saw similar levels of emissions from Employee 
Commuting to 2020, recognising a change in habits 
and some intermittent Covid-19 restrictions across 
our regions. 
Business travel remains affected by travel 
restrictions in place throughout 2021 due to 
Covid-19. We expect levels to normalise over future 
reporting cycles. We recognise the significant impact 
of transportation on the environment and are 
reviewing our overall approach and the influence we 
have to reduce our impact. 
Waste management
Intertek produces relatively small amounts of 
hazardous and non-hazardous waste compared to 
other industries. This includes chemicals, test 
samples, paper, plastic and organic waste from our 
offices and laboratories. The waste is produced in 
varying proportions, determined by the industry or 
industries served by each site. We operate a number 
of waste management programmes across our 
regions. In the US, this covers 122 sites to date and a 
further roll-out is planned to extend the programme 
across the remaining US sites and expand in Canada. 
The programmes are focused on connecting our sites 
to local opportunities for minimising how much 
waste we send to landfill and to increase recycling. 
We continue to work on improving reporting tools to 
tailor actions.

Intertek Group plc | Annual Report & Accounts 2021
Sustainability Report
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Sustainability Excellence
Continued
Emissions (Scopes 1, 2, 3)
Scope
Emissions
tonne CO2e1
2021
2020
Scope 1 Direct GHG emissions
Emissions from activities for operations which Intertek owns or 
controls including the combustion of fuel and operation of facilities 
Global (excl. UK)
57,776
60,686
UK
2,176
2,439
Scope 2 Indirect GHG emissions Emissions from the purchase of electricity, heat and steam 
purchased for our use (location-based)
Global (excl. UK)
119,367
119,679
UK
2,670
3,188
Emissions from the purchase of electricity, heat and steam 
purchased for our use (market-based)
Global (excl. UK)
121,659
123,200
UK
488
2,151
Scope 3
Employee Business Travel (Air travel only)2
Global (excl. UK)
5,722
11,289
UK
49
956
Employee Commuting
Global (excl. UK)
35,666
56,670
UK
1,112
2,475
Fuel- and Energy-Related Activities Not Included in Scope 1 or Scope 2
Global (excl. UK)
6,832
6,974
UK
236
271
Absolute tCO2e (market-based)
231,7163
267,111
Carbon offsetting4
-
267,111
Intensity ratios – Scope 1, 2 and 3 emissions
Operational emissions5
CO2 per employee (location-based)
4.35
4.29
CO2 per employee (market-based)
4.35
4.34
CO2 per £m revenue6 (market-based)
67.90
71.39
Employee commuting
CO2 per employee commuting
0.85
1.31
Average number of employees during the reporting period
43,511
45,092
1.	
CO2e – Carbon dioxide equivalent.
2.	
Please refer to our Basis of Reporting document for full details 
of scope.
3. 	 Excluding emissions relating to SAI Global Assurance. 
4.	
Carbon offsetting through the acquisition and surrender of 
emissions units on the voluntary markets.
5.	
Intensity ratios are based on the total of Scope 1, Scope 2 and 
Scope 3 Fuel- and Energy-Related Activities.
6.	
Revenue for FY 2021 as shown on page 3.

Intertek Group plc | Annual Report & Accounts 2021
Sustainability Report
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89
Independent assurance statement 
to the Directors of Intertek 
Group plc
Scope
We have been engaged by Intertek Group plc 
('Intertek') to perform a ‘limited assurance 
engagement,’ as defined by the International 
Standards on Assurance Engagements, here after 
referred to as the engagement, to report on selected 
greenhouse gas performance data (the 'Subject 
Matter') on page 88 in Intertek’s 2021 Annual Report 
('the Report').
The Subject Matter comprises the following data 
sets in the Report regarding the sustainability 
performance of Intertek Group plc:
–	
Greenhouse gas emissions – Scope 1;
–	
Greenhouse gas emissions – Scope 2;
–	
Greenhouse gas emissions – Scope 3
–	
Fuel and energy related activities
–	
Employee commuting
–	
Business travel
–	
Greenhouse gas emissions – intensity ratio.
Other than as described in the preceding paragraph, 
which sets out the scope of our engagement, we did 
not perform assurance procedures on the remaining 
information included in the Report, and accordingly, 
we do not express a conclusion on this information.
Criteria applied by Intertek
In preparing the Subject Matter, Intertek applied the 
methodology as described in the document Basis of 
Reporting – GHG Emissions (the 'Criteria').
Intertek’s responsibilities
Intertek’s management is responsible for selecting 
the Criteria, and for presenting the Subject Matter 
Information in accordance with that Criteria, in all 
material respects. This responsibility includes 
establishing and maintaining internal controls, 
maintaining adequate records, and making estimates 
that are relevant to the preparation of the Subject 
Matter Information, such that it is free from material 
misstatement, whether due to fraud or error.
Description of procedures performed
Procedures performed in a limited assurance 
engagement vary in nature and timing from and are 
less in extent than for a reasonable assurance 
engagement. Consequently, the level of assurance 
obtained in a limited assurance engagement is 
substantially lower than the assurance that would 
have been obtained had a reasonable assurance 
engagement been performed. Our procedures were 
designed to obtain a limited level of assurance on 
which to base our conclusion and do not provide all 
the evidence that would be required to provide a 
reasonable level of assurance.
Although we considered the effectiveness of 
management’s internal controls when determining 
the nature and extent of our procedures, our 
assurance engagement was not designed to provide 
assurance on internal controls. Our procedures did 
not include testing controls or performing procedures 
relating to checking aggregation or calculation of 
data within IT systems.
A limited assurance engagement consists of making 
enquiries, primarily of persons responsible for 
preparing the Subject Matter and related information, 
and applying analytical and other appropriate 
procedures.
Our procedures included:
1.	 Assessed whether all material data sources have 
been included and that boundary definitions, 
(referenced in page 88 of the Report and outlined 
in the Basis of Reporting), have been 
appropriately interpreted and applied.
2.	 Assessed whether the Intertek scope and 
definitions, (referenced in page 88 of the Report 
and outlined in the Basis of Reporting), for the 
Subject Matter have been consistently applied to 
the data.
3.	 Assessed whether site and business-level data 
have been accurately collated by Intertek 
management at a Global level, and whether there 
is supporting information for the data reported by 
sites and businesses in the Group to Intertek 
management at a Global level.
EY’s responsibilities
Our responsibility is to express a conclusion on the 
presentation of the Subject Matter based on the 
evidence we have obtained.
We conducted our engagement in accordance with 
the International Standard for Assurance 
Engagements (ISAE 3000 Revised)1, Assurance 
Engagements Other Than Audits or Reviews of 
Historical Financial Information and the terms of 
reference for this engagement as agreed with 
Intertek on 6 January 2022. Those standards require 
that we plan and perform our engagement to 
express a conclusion on whether we are aware of 
any material modifications that need to be made to 
the Subject Matter in order for it to be in accordance 
with the Criteria, and to issue a report. The nature, 
timing, and extent of the procedures selected 
depend on our judgement, including an assessment 
of the risk of material misstatement, whether due to 
fraud or error.
We believe that the evidence obtained is sufficient 
and appropriate to provide a basis for our limited 
assurance conclusions.
Our independence and quality control
We have maintained our independence and confirm 
that we have met the requirements of the Code of 
Ethics for Professional Accountants issued by the 
International Ethics Standards Board for Accountants 
and have the required competencies and experience 
to conduct this assurance engagement.
EY also applies International Standard on Quality 
Control1, Quality Control for Firms that Perform 
Audits and Reviews of Financial Statements, and 
Other Assurance and Related Services Engagements, 
and accordingly maintains a comprehensive system 
of quality control including documented policies and 
procedures regarding compliance with ethical 
requirements, professional standards, and applicable 
legal and regulatory requirements.
4.	 Challenged the validation and collation processes 
undertaken by Intertek management in relation to 
the Subject Matter.
5.	 Reperformed calculations to check the accuracy 
of the Subject Matter reported and the data 
collation processes.
6.	 Tested underlying documentation for a sample, 
based on professional judgement, of site-level 
data points to determine the accuracy and 
completeness of data points.
7.	 Examined the Report for the appropriate 
presentation of the Subject Matter, including the 
discussion of limitations and assumptions relating 
to the data presented.
We also performed such other procedures as we 
considered necessary in the circumstances.
Conclusion
Based on our procedures and the evidence obtained, 
we are not aware of any material modifications that 
need to be made to the Subject Matter as of 
28 February 2022, in order for it to be in accordance 
with the Criteria.
Restricted use
This report is intended solely for the information and 
use of Intertek management and is not intended to 
be and should not be used by anyone other than 
those specified parties.
Ernst & Young LLP
London
28 February 2022
1.	
International Federation of the Accountants’ International 
Standard for Assurance Engagements (ISAE3000) Revised, 
Assurance Engagements Other Than Audits or Reviews of 
Historical Financial Information.
Sustainability Excellence
Continued

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Case study
Intertek joins the 'Get Nature Positive' campaign
Positioning nature at the heart of our 
business agenda
For millennia, humans have relied on the ability 
of ecosystems to provide services like protection 
from floods, regulation of diseases and pests, 
sequestration and regulation of carbon, maintenance 
of habitats, and provision of food and water.
With these ecosystems under threat, Intertek is 
proud to be a member of the ‘Get Nature Positive’ 
campaign, a voluntary coalition of businesses all 
committed to restoring the natural world. Founded 
by the Council for Sustainable Business, Get Nature 
Positive seeks to build momentum on nature and 
biodiversity by engaging with a broad cross-section 
of business and other organisations such as the 
Global Commons Alliance, the Science Based 
Targets Network, and Business for Nature.
Through the campaign, we have access to the Nature 
Handbook: a practical ‘how to’ guide, developed 
by business for business, in consultation with 
biodiversity experts. It is designed to help businesses 
better understand their impacts on nature, and 
determine what actions they can take today and 
in the years to come to protect and restore nature.
52% 
of global GDP (US$44 trillion) is generated by 
companies that are either highly dependent or 
moderately dependent on nature (Source: PwC)
Case study
Joining the movement for 
a cleaner planet
Intertek Sweden hosted their very 
own local Cleanup Day
World Cleanup Day in September 2021 united 
more than 8.5 million people in 191 countries. 
It harnesses the power of people around the 
world to achieve incredible things by joining 
together. Local people, businesses and 
organisations come together to rid our 
planet of trash, and build bridges between 
communities, across all levels of society.
This year, Intertek Sweden did their bit by hosting 
their very own local Cleanup Day, and more than 
70 people from our Kista office donned work 
gloves, grabbed a paper bag or two, and set out 
to clean up their local environment. The result 
was three full containers each containing an 
incredible 660 litres of rubbish. Our people were 
delighted to join in with our Keep Kista tidy day, as 
it not only allowed them to do something useful 
for the local environment, but they were also able 
to enjoy some time outdoors with colleagues in 
the middle of the workday.
Case study
Building Back Ever Better 
one beach at a time
Intertek joins Great British Beach Clean 2021
A perfect complement to Intertek’s track record in 
delivering Total Sustainability Assurance to the 
marine sector, colleagues participated in a beach 
clean event on the stunning Freshwater West 
beach in Pembrokeshire, Wales, in September. 
The event was organised on behalf of the Marine 
Conservation Society ('MCS') in conjunction with 
their Great British Beach Clean 2021 initiative.
The MCS’s main focus is on improving the health 
of our oceans, and during the initiative data was 
collected from across hundreds of beach cleans 
along the UK’s coastlines. Working alongside 
representatives from Greenlink Interconnector, 
a key Intertek client, our colleagues were pleased 
to survey a designated 100m-stretch of beach 
to quantify the most prevalent marine litter – 
feeding back the data points to MCS for their 
environmental improvement campaign. We also 
cleaned the entire intertidal beach area, managing 
to remove a total of 36kg of rubbish from 
the beach.
Sustainability Excellence
Continued

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Case study
Swachh Parisar, Swachh 
Bharat (Clean Environment, 
Clean India)
Intertek India’s community initiative to Build 
Back Ever Better
For many years, parts of the Mohan Co‑operative 
Industrial Estate, the location of Intertek India’s 
head office in New Delhi, were in a state of major 
disrepair with no proper sanitation or waste 
disposal. Intertek India stepped in and took the 
lead to improve the area with two major hygiene 
and sanitation improvement projects. In 
November 2021, the second phase was 
completed with creation of a vista of clean and 
paved roads, better hygiene and sanitation 
standards, safe access to the office, and a 
general improvement in the quality of life in 
the area.
Case study
Improving water quality in the Mesoamerican Reef
Partnering with the Coral Reef Alliance 
to understand the impact of tourism
There is an urgent need for better data on 
the levels and sources of nutrient pollution in the 
critically endangered Mesoamerican Reef ('MAR') 
ecosystem in the Caribbean Sea, touching the 
coasts of Mexico, Belize, Guatemala and 
Honduras. Several water quality data and 
monitoring programmes exist, but their 
distribution is patchy and uncoordinated.
Covid-19 travel restrictions and local lockdowns 
throughout the MAR have provided an 
unprecedented “natural experiment” to better 
understand a major source of nutrient pollution-
tourism. Intertek Mexico partnered with the Coral 
Reef Alliance to support the implementation of a 
coordinated water quality monitoring programme 
across the MAR that quantified any changes in 
water quality alongside changes in tourism levels 
as countries re-opened their economies. 
Intertek’s Building Back Even Better ethos is a natural 
fit with the Alliance’s mission to save the world’s coral 
reefs. We share their vision and commitment to 
improving water quality, and continue to work with 
them on their regional project to answer two key 
questions: where is sewage pollution coming from 
in the MAR, and how much of it comes from the 
tourism industry.
Sustainability Excellence
Continued
Intertek Mexico partnered 
with the Coral Reef Alliance 
to support the implementation 
of a coordinated water quality 
monitoring programme."

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Our community
Our global business spans more 
than 100 countries and, as such, 
we understand the huge 
opportunity and responsibility 
we have to make a positive 
and lasting impact on our local 
communities where we work.
As a business we contribute to our 
communities in many ways. We provide 
employment opportunities, volunteer, 
fund education programmes and 
support charities to benefit local 
communities and neighbourhoods.
Each of our countries and business lines define their 
own sustainability agendas, which are tied to the 
Group’s priorities, aligned to the UN Sustainable 
Development Goals and focus on their local 
operations and communities. Our Beyond Net Zero 
Steering Committee oversees community 
investments at a global level.
In this section we provide a small selection of 
highlights from the many community activities that 
our colleagues are taking part in around the world.
74
Community projects our employees participated 
in focusing on education, giving back to local 
communities and preserving our environment
Sustainability Excellence
Continued
Case study
Making a positive impact 
on the local community
Colleagues at Intertek Cortland volunteer 
for a variety of good causes
During the year, members of the Cortland team 
have participated in a range of activities, 
including an American Red Cross Blood Drive. 
We hosted a corporate donation day, filling all the 
available appointments, bringing in 25 goods 
units, which could save as many as 75 
American lives.
We had 13 participants in the ‘One Too Many’ 
NY 5k, which is hosted by the Child Advocacy 
Center in Cortland to raise awareness of 
and help to end child abuse. Each one ran or 
walked the 3.1 mile course in September, with 
one of our teammates winning the ‘fastest 
walker’ award. That month, colleagues also 
took part in the United Way’s Day of Caring, 
in which volunteers bring the community and 
businesses together by revitalising community 
spaces, repairing buildings and walkways in 
our parks, and gathering food and personal 
items for the Wendy Thibeault Memorial Food 
Drive, which helped stock more than a dozen 
food pantries across Cortland County.
Your support has made a 
difference in aiding a better 
future for each and every 
beneficiary in our care, in 
restoring human dignity.”
Home of Hope for Girls
Case study
South Africa Business 
Assurance honours 
Women’s Month
Paying tribute to the women of South Africa
Every year, in August, South Africa celebrates 
Women’s Month – and 9 August is a public holiday 
commemorating more than 20,000 women 
marching to the Union Buildings on the day in 
1956 to protest against the extension of Pass 
Laws to women.
The South Africa Business Assurance team, which 
is 100% female, launched a Build Back Ever Better 
initiative that recognised the escalating issue of 
‘period poverty’ in the country – i.e. the lack of 
access to sanitary products due to financial 
constraints. The team rallied around to donate 
handbags, feminine hygiene products and much 
more to the Home of Hope for Girls, a non-profit 
organisation that offers a safe residence to 
children and teens who have survived abusive 
situations. They have 75 girls in full-time care 
and support 150 more through an outreach 
programme.
Case study
Building Back Ever Better 
on the streets of Portland
Litter Cleanup helps to make Oregon a better, 
more sustainable place
Intertek PSI hit the streets of Portland, Oregon, to 
help with one of many litter Cleanup events 
organised by SOLVE, a non-profit organisation that 
brings people together across Oregon to improve 
the environment – focusing on tree planting, and 
litter Cleanup.
In September, our team joined other association 
members and local business volunteers to pick up 
trash in an abandoned green space. A total of 28 
volunteers worked together to collect 4,300 
pounds of trash, which equates to more than two 
tons! Approximately 500 hypodermic needles were 
also disposed of properly during the Cleanup.

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Case study
Helping our communities 
to Build Back Ever Better 
supports Mombasa 
Children’s Home
Generosity of Intertek employees in Kenya 
supports Mombasa Children’s Home
The Salvation Army Mombasa Children’s Home 
is home to around 40 girls and boys aged three 
to 13 years, and acts as a safety net for 
children who come from disadvantaged 
backgrounds or have lost their parents and 
carers. This is a very special charity for 
everyone at Intertek Mombasa, as it is based on 
the same road as our facility.
In July, the Kenya team came together to offer 
donations to the Children’s Home. Thanks to the 
fantastic generosity of our colleagues and a 
contribution from company funds, much was 
raised. The funds collected were used to 
purchase stationery, food, toiletries, utensils, 
undergarments, shoes, face masks and 
blankets, with all the items identified by and 
picked up as part of an extensive shopping 
exercise by local team members. The team also 
enjoyed the day with the children, exchanging 
stories and presenting them with the 
donations.
Case study
Sponsoring the Chongming 
public welfare project
Intertek Shanghai supports students 
through to graduation
Since 2007, Intertek Shanghai and the Chongming 
Committee of the Communist Youth League have 
jointly sponsored the Chongming public welfare 
project. The project, known as “Study through 
wind and rain, Intertek accompany you" has 
supported 35 students from poor families.
Intertek Shanghai has not just provided financial 
support to the students, we have also paid close 
attention to their personal growth, helping them 
throughout their studies. The project has 
provided new opportunities for many students 
over the years and this we saw a further four 
outstanding students graduate and to begin the 
next phase of their life journey.
Case study
Intertek Malaysia gives a 
Christmas Gift Of Love
Bringing Christmas joy to senior citizens 
in the community
Christmas Gift of Love 2021 is a project that was 
initiated by the team at Intertek Malaysia to bring 
enjoyment and happiness to elderly people in 
their community, especially during these 
uncertain times. All business lines, departments, 
and colleagues joined the effort to help those at 
the Rumah Victory Elderly Home. Residents were 
delighted when the Intertek Malaysia team 
arrived with goodies for everyone. We also made 
a significant contribution to the Home, including a 
15kg Washing Machine (which was top of their 
Christmas list!), essential food such as rice, 
noodles, cans, beverages and crackers, and 
household necessities, such as toilet paper, 
shampoos and disinfectant.
Sustainability Excellence
Continued
Case study
Nurturing good eco 
habits at school to 
Build Back Ever Better
Intertek Hong Kong supports the reopening 
of schools with verified STEM toys
Schools in Hong Kong were closed for months 
during the pandemic, and students, ranging from 
kindergartens to universities, were only able to 
access online lessons. However, when schools 
returned to more normal operation in April 2021, 
Intertek Hong Kong colleagues were determined 
to help them Build Back Ever Better, hosting 
STEM and Green Days at kindergartens and junior 
schools to welcome the pupils back.
In May and June, students watched videos on the 
production and installation of energy generators 
to help them understand the consequences of 
overusing energy and how to avoid it. The 
children also enjoyed the interactive display and 
environment-themed games we provided. Using 
STEM toys manufactured by our customers and 
verified with our own STEM Toy Mark, we enabled 
the children to brainstorm new ways to save or 
generate energy through natural methods.

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Case study
Giving back to our local communities 
in the US and Canada
Case study
Intertek’s UK Sustainable 
Growth Agenda
Intertek’s Season of Giving Challenge 
to mark the holiday season
During our 2021 Season of Giving Challenge, our 
sites were challenged to give back to their 
community by participating in a local charity drive 
or event. We are proud of everyone who 
participated as part of our Intertek Kindness 
programme and our Build Back Ever Better 
movement, as so many colleagues showed how 
together, we can make an incredible difference.
In fact, the response to the Challenge was 
overwhelming, with many of our offices across the 
US and Canada giving back to local families, 
children, seniors and animals in need. For example, 
colleagues from our Houston Westlake and Deer 
Park, Texas, locations partnered with the Houston 
Police Department to make Christmas possible for 
students at a low-income school by donating nearly 
400 toys they collected through office toy drives.
In Allentown, Pennsylvania, colleagues took part in 
Penny Wars, a friendly competition where pennies 
were collected in jars around the office, with the 
proceeds going to the Breast Cancer Awareness 
Foundation, and Soup Mondays, which raised 
money towards 65 meals provided at the Allentown 
Rescue Mission’s Thanksgiving dinner.
Colleagues in Arlington Heights hosted a toy drive 
for the local Toys for Tots chapter, donating 
Christmas gifts to children in need, while in Austin, 
Texas, volunteers from Intertek Alchemy held a 
successful fundraiser for the Austin Animal Center, 
raising $3,500 through events like a favourite pet 
pictures contest, silent auction, bake sale and pet 
portrait sittings.
Colleagues in Edmonton, Alberta, raised money to 
provide 174 meals for the Hope Mission 
Edmonton’s annual Christmas dinner, and in Guelph, 
Ontario, our Intertek Catalyst team collected 
donations to benefit their local food bank’s 
Adopt-A-Family programme, using the money to 
purchase stocking stuffer items for teens, tweens 
and adults who are clients of the food bank.
Elsewhere, our Kentwood office in Michigan took 
part in local community events such as ‘Be a Santa 
to a Senior’, fulfilling holiday wish lists for residents 
of a local nursing home, and our PSI colleagues in 
Pittsburgh gave back through the Salvation Army’s 
Angel Tree programme, which has been placing 
gifts under the Christmas trees of participating 
families for more than 25 years. A similar scheme in 
San Antonio, Texas, provides support to women 
who experience domestic violence, and a Christmas 
celebration for families trying to recover and 
regroup from domestic violence.
Finally, our team in York, Pennsylvania, conducted a 
supply drive for the Society for the Prevention of 
Cruelty to Animals (SPCA) of York County, collecting 
and donating cleaning supplies, food, litter and 
towels/blankets for the animals under the 
SPCA’s care.
Making use of ‘Ever Better days’ to support 
communities and protect the environment
Intertek colleagues in the UK dedicated an ‘Ever 
Better day’ in 2021 to volunteer their time to 
support a charity of their choice. A fantastic 
opportunity to give back to their community and 
the environment, the days have been used by 
colleagues to do good in a variety of ways.
For example, Jon Bradshaw, our Support Services 
Engineer, used his Ever Better Day to set up a 
charity fishing match alongside his local fishing 
syndicate. The match, along with donations from 
the organisers, raised a total of £3,000 for the 
Milton Keynes Cancer Centre. The funds raised 
will enable the Centre to purchase a specialist 
Chemotherapy chair. For Mark King, our Technician 
Training specialist, his Ever Better Day was an 
opportunity to help a local Scout group repair the 
lawn mower used to keep their Milton Bryan camp 
grounds neat and tidy. Mark had a busy day, and 
also helped service their chainsaw, dig up some 
unwanted trees, and cut them up for 
camp‑fire fuel.
Sustainability Excellence
Continued
Case study
Intertek takes part 
in ‘Punkin Chunkin’ to 
benefit local food banks
Our Electrical Laboratory in Cortland, NY, 
competes for food donations
The team from Intertek’s Electrical Laboratory in 
Cortland, New York, was delighted to participate 
in the area’s first annual Punkin Chunkin in 
October 2021. The event was set up to raise 
money and food donations for the community’s 
local food banks, and also gave colleagues the 
opportunity to participate in a friendly 
competition with other local organisations.
The competition was held at Yaman Park, and the 
entry fee was a non-perishable food donation. 
Intertek engineers worked with other colleagues 
to build a slingshot capable of launching pumpkins 
high into the air and toward the 200-foot target. 
Each company that entered had ten chances to 
hit the mark, and the team that scored the 
highest number of points was the champion. We 
didn’t take home the trophy, but the event was a 
huge success and we raised $3,200 in cash, plus 
around $2,500-worth of food items for the local 
food banks

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We are passionate about creating an ever 
better world for future generations
Our 44,000 colleagues are united by their shared 
belief in the urgent need to make the world an 
ever-better and ever-safer place for everybody. 
We are in the early stages of a 'new normal' and 
are observing new trends and behaviours, as 
well as demand for products and services that 
didn't exist prior to the pandemic. Consumers 
want more sustainable products, supply 
chain simplicity, visibility and traceability of 
goods, new solutions for hygiene, health and 
wellbeing, as well as lower carbon emissions.
 
Our clients equally recognise that they need us more 
than ever before in the face of this increasing 
consumer and regulatory demand to deliver products 
and services that are better, safer and more 
sustainable than anything that has gone before. 
Intertek is well placed to help our clients seize the 
opportunities created by a more sustainably-driven 
society, and we are truly inspired that what we do 
every day has a positive impact on every aspect of 
modern life. 
We are committed to our sustainability agenda and 
will continue to deliver sustainable value for all our 
stakeholders; customers, employees, suppliers, 
shareholders, regulators and our communities. 
Sustainability is central to everything we do and we 
can proudly say that Intertek is an amazing force 
for good.
Helping the world to Build Back Ever Better
Inspired by our purpose to bring quality, safety and 
sustainability to life for an ever better world, during 
2021, we launched the #BBEB platform, bbeb.com, 
with the intention of creating community-based 
movement to help people in their local community 
space to inspire friends, family and public institutions 
to Build Back an Ever Better world.
BBEB is the place that makes it easy for anyone to be 
active on our platform, inspiring them to build back 
ever better by making step-by-step sustainable 
progress in the community, have a voice, to launch 
ideas that can make the world better, no matter how 
big or small. It could be anything from organising a 
beach clean or litter pick, creating a new recycling 
scheme, supporting clean energy, urban 
regeneration, helping others in need and much more. 
The important thing is that it’s simply a better way 
forward.
Today, the multilingual site carries thousands of 
powerful stories posted by individuals across the 
world, highlighting inspirational initiatives from 
individuals, groups, communities, organisations and 
companies, all with the ambition of creating positive 
change by demonstrating what can be achieved with 
the right determination, focus and energy.
Why we do it
4
Sustainability Excellence
Continued
Build Back Ever Better
 Join the BBEB movement to inspire 
positive change in the world.
bbeb.com

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96
Sustainability Report
Contents
Our USP
Our Services – ATIC
Our Sectors
Science-based Customer Excellence 
in quality, safety & sustainability.
The work we do today covers everything from testing toys to inspecting 
power stations, and from certifying vaccines to providing end-to-end 
Quality Assurance. Our innovation-led, end-to-end Total Quality 
Assurance (‘TQA’) value proposition is designed to support our clients 
24/7. We provide a fully integrated portfolio of Assurance, Testing, 
Inspection and Certification (‘ATIC’) services to give our customers 
complete peace of mind for their products, services and operating 
systems. But the ATIC solutions we offer go beyond the quality and 
safety of a corporation’s physical components, products and assets. 
They go to the heart of the reliability of their operating processes and 
quality management. We call it Total Quality Assurance because it 
enables our clients to mitigate risk at every stage of their operations.
By focusing on the three sectors of Products, Trade 
and Resources, we concentrate the full power of our 
innovation capabilities into these attractive growth 
and high-margin sectors.
Assurance
Enabling our customers to 
identify and mitigate intrinsic risk 
in their operations, their supply 
and distribution chains and 
quality management systems
Inspection
Validating the specifications, 
value and safety of our 
customers’ raw materials, 
products and assets.
Testing
Evaluating how our customers’ 
products and services meet 
and exceed quality, safety, 
sustainability and 
performance standards.
Products
Ensuring the quality and safety 
of physical components and 
products, and risk assessment of 
operating processes and quality 
management systems.
Trade
Protecting the value and quality 
of products during custody-
transfer, storage and 
transportation, via analytical 
assessment, inspection and 
technical services.
Resources
Optimising the use of assets 
in oil, gas, nuclear and power 
industries and minimising risk 
in their supply chains through 
technical inspection, asset 
integrity management, 
analytical testing and 
ongoing training services.
Certification
Formally confirming that our 
customers’ products and services 
meet all trusted external and 
internal standards.
Sustainable 
value creation 
5
We are an amazing force for good 
in the world, delivering sustainable 
growth for all stakeholders.
Sustainability Excellence
Continued

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Sustainability Report
Contents
Our Mid- to Long-Term Value Creation
Our Stakeholders:
Our high-margin, cash-generative Earnings model is 
at the core of what makes us successful. It is based 
on the delivery of our unique TQA value proposition. 
The profitable delivery of ATIC services to customers 
operating in the structurally attractive Products, 
Trade and Resources economic sectors is dependent 
on our capital-light business model and 
entrepreneurial culture, which also enables us to 
respond quickly to new growth opportunities. To 
maximise returns, we continue to invest in high-
growth, high-margin areas and maintain a disciplined 
approach to capital allocation.
Creating a positive impact for our stakeholders, 
building trust and confidence 
Suppliers
Our suppliers provide products and 
services that help us manage and 
track the performance in our 
supply chains.
Government and Regulators
We comply with all global, regional 
and local regulations.
Customers
We deliver innovative and bespoke 
Assurance, Testing, Inspection and 
Certification solutions to our 
customers for their operations and 
supply chains.
Communities
We are focused on achieving a 
positive impact within the 
communities where we operate, 
supporting local causes and 
partnering with charities.
Employees
Our people are our most valuable 
asset and are critical to our success. 
Customer-centric and passionate 
about what they do, they deliver 
sustainable value through 
unmatched expertise and quality of 
work for our customers every day.
Investors
Our investor stakeholders include all 
groups that have an interest in the 
success and sustainability of our 
global business.
Investments in 
high-growth and 
high-margin 
sectors
Margin-accretive
revenue growth
GDP+ organic
revenue growth
in real terms
Disciplined
capital allocation
Strong free
cash flow
Intertek
Virtuous
Economics
Sustainability Excellence
Continued

Overview
>
>
>
>
>
| Annual Report & Accounts 2021
Intertek Group plc
Sustainability Report / Directors' Report
98
Contents
Board Leadership and 
Company Purpose
Division of Responsibilities
Composition, Succession 
and Evaluation
Audit, Risk and 
Internal Control
Remuneration
A. Effective and entrepreneurial Board 106
B. Purpose, values, strategy and culture 106
C. Governance framework and 
Board activities in 2021
109
D. Stakeholder relations
114
E. Workforce engagement
114
F. Roles and responsibilities
122
G. Independence
123
H. External commitments and 
conflicts of interest
123
I. Group Company Secretary support
125
J. Board appointments
124
K. Board skills, experience 
and knowledge
124
L. Board evaluation
124
M. Financial reporting; external auditor 
and internal audit
130
N. Fair, balanced and understandable 
assessment
134
O. Internal financial controls; 
risk management
134
P. Linking remuneration with purpose, 
values and strategy
137
Q. Remuneration Policy
138
R. Performance outcomes in 2021; 
strategic targets
152
Chairman’s introduction to corporate 
governance pages 100 to 101
Corporate Governance
This report has been 
prepared in order to 
provide all stakeholders 
with a comprehensive 
understanding of our 
governance framework 
and how we create 
sustainable growth 
for all.”
Andrew Martin
Chairman
>

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Sustainability Report / Directors' Report
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Governance structure
We are deeply committed to our sustainability 
agenda. Underpinning the delivery of our 
sustainability strategy is a strong governance 
structure, to deliver sustainable value for all our 
stakeholders, in particular our: customers, 
employees, suppliers, shareholders, regulators 
and communities.
Our Board of Directors is responsible for the overall stewardship of the 
Group and delivery against strategy, through our Leadership Team. This 
includes setting our values and standards, and overseeing sustainability 
and corporate responsibility.
 
Sustainability governance is delivered by two newly formed 
workstreams: the Net Zero Steering Committee and the Beyond Net 
Zero Steering Committee. The Net Zero Steering Committee, chaired by 
the CEO and made up of the Head of Sustainability, Chief Financial 
Officer, Head of Finance-Sustainability and the Group General Counsel 
focuses on the development of our net zero roadmap and overseeing 
the development of our science-based reduction targets.
The Beyond Net Zero Steering Committee, which is also chaired by the 
CEO and is made up of the Head of Sustainability, Group Chief 
Innovation Officer, EVP Marketing & Communications, Director Group 
Corporate Communications and the Group General Counsel, focuses on 
the overall delivery against our sustainability strategy. Both Steering 
Committees meet on a bi-monthly basis. To support the efforts of the 
Steering Committees, formal and informal committees led by regional 
management across the Group globally help to drive our regional 
strategies for our people, the communities in which we operate, the 
environment and our customers, through the dissemination of our 
sustainability strategy.
Our risk management and governance is described in detail on pages 
167 to 169.
Board
Leadership Team
>   Nomination Committee
>   Audit Committee
>   Remuneration Committee
Risk Governance
Sustainability Governance
Group Risk Committee
Regional, divisional and 
functional committees
Ethics and Compliance 
Committee
Disclosure Committee
Group Investment Committee
Net Zero Steering Committee
Regional management and finance
Beyond Net Zero Steering Committee
Regional Sustainability Committees 
and Sustainability Champions

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100
| Annual Report & Accounts 2021
Intertek Group plc
Chairman’s introduction
Dear shareholder
The Board has developed a promise that defines our 
work and purpose at Intertek. 
Looking back
When I wrote my statement last year, little did I 
realise that 12 months later the world would still be 
seriously affected by Covid-19 and that I would again 
be looking back on the impact it has had on our 
personal and working lives. 
The past year has been a real test of our strategy, 
our high-quality business model, our people and our 
culture. I am pleased to report that Intertek has risen 
to the challenge. The Group has remained Purpose-led 
and our people have continued to apply our vision and 
to live our values, maintaining the highest levels of 
service to our customers. It is therefore no surprise 
that Intertek has delivered a strong performance of 
which the Board and I are both proud and pleased. 
Performance accelerated through the year, revenue 
growth and margins steadily improving while cash 
generation once again was robust. We are 
recommending a final dividend of 71.6p making an 
unchanged full-year dividend of 105.8p and the 
dividend pay-out ratio 55%. 
Sustainability
Sustainability is central to everything we do at 
Intertek. Being a sustainable business is more than 
just looking after the environment but making sure 
that the business and its operations are resilient, 
will deliver good financial returns over time while 
recognising the impacts we have on society 
and people.
Our number one priority remained the health, safety 
and wellbeing of our people who have not only been 
the key to our financial, operating and strategic 
progress but have also supported each other, their 
local communities, our businesses and customers. 
The Board and I recognise and applaud their 
commitment and resilience.
We recognise our obligation to society and champion 
diversity with a strong focus on recruitment, 
retention and development of colleagues who reflect 
the communities in which we work and live. A diverse 
workforce is one key to ensuring we deliver 
sustainable value to our stakeholders.
I am proud that as a business we continue to make 
good progress on our environmental impact. 
We have signed up to the Science Based Targets 
initiative as we strive to be net zero carbon no later 
than 2050 and starting in 2021, we are planning to 
include our targeted yearly group carbon emission 
reduction in our company short-term incentive in 
addition to revenue, operating profit and return 
on invested capital. In 2021, we joined the LEAF 
(Lowering Emissions by Accelerating Forest finance) 
Coalition, furthering our commitment to a net zero 
future. 
Once again we will report how we have applied the 
Corporate Sustainability Certification standards and 
the principles of our Total Sustainability Assurance 
programme to our own business. And our leading 
sustainability credentials have been recognised with 
the highest ESG rating from MSCI, the world’s largest 
provider of Environmental, Social and Governance 
('ESG') Indexes. This external validation 
acknowledges the work of our people supporting the 
sustainability agendas of our clients as well as being 
focused on our own internal sustainability initiatives.
Investing
To further sustainability in our business and create 
additional value for stakeholders, we continue to 
invest organically and inorganically in opportunities 
where we see high growth and high margins, strong 
cash generation and low capital requirements. 
Andrew Martin
Chairman
This report has been prepared in order to 
provide all stakeholders with a comprehensive 
understanding of our governance framework 
and how we create sustainable growth for all."

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This report has been prepared in order to provide 
stakeholders with a comprehensive understanding 
of our governance framework and to meet the 
requirements of the Code, the Listing Rules (‘LR’) 
and the Disclosure Guidance and Transparency 
Rules (‘DTR’). A copy of the Code is publicly 
available at frc.org.uk.
Page 98 sets out how this Governance section has 
been structured around the Code Principles.
The Board confirms that during 2021, the Company 
has consistently applied the principles of good 
corporate governance contained in the Code and 
has complied with the provisions apart from the 
following:
–	
Provision 13 states that the Chair should hold 
meetings with the Non-Executive Directors 
without management present. Two such 
meetings are scheduled every year but during 
2021 these meetings included the CEO as 
necessitated by the business at the time. Two 
Chair and Non-Executive Director meetings 
have been scheduled for 2022 with the first 
having taken place in February 2022.
–	
Provision 38 stipulates that the pension 
contribution rates for Executive Directors 
should be aligned with that of the workforce. 
The pension contribution for all new Executive 
Directors appointed to the Board since 2018 
has been aligned with that of the workforce. 
However, when the CEO joined Intertek in 2015 
and prior to the introduction of provision 38 in 
the Code issued in 2018, his contract stipulated 
a pension contribution of 30% of base salary 
per annum. This is more than the pension 
contribution of the majority of the UK 
workforce. Regardless of the obligations 
outlined in the CEO’s contract, agreement was 
reached with the CEO to reduce his pension 
from 30% of base salary to 5% over a period of 
five years from 2021. More information on the 
engagement with shareholders on this issue is 
outlined in the letter from the Chair of the 
Remuneration Committee on pages 136 to 137.
A more detailed explanation of our compliance can 
also be found on our website at intertek.com. The 
information required to be disclosed in accordance 
with DTR 7.2.6 can be found in the Other Statutory 
Information section on pages 163 to 165.
Governance and the Board
To underpin the successful delivery of long-term 
sustainable growth and shareholder value, we are 
committed to high standards of corporate 
governance. The Board continues to support and 
oversee the execution of our strategy and pays close 
attention to business performance and stakeholder 
engagement. Alongside our scheduled Board 
meetings, last year we arranged an extensive 
programme of virtual site and laboratory visits in 
Europe, the USA and China. This gave the Board the 
opportunity to really engage with and get feedback 
from colleagues across the world, and see and feel 
the culture operating within the various businesses. 
We have received regular feedback reports from 
investors throughout the year and last Spring I met 
with a number of our leading institutional 
shareholders. 
I am pleased that today, the Board complies with the 
provisions of both the FTSE Women Leaders Review 
on gender diversity and the Parker Review on ethnic 
diversity. We endeavour to continue to focus on 
diversity as we recognise the importance of 
developing the best talent. 
Lena Wilson stepped down from the Board on 
31 January 2021 as a Non-Executive Director and a 
member of the Audit and Nomination Committees 
and then Louise Makin retired on 30 June 2021 as a 
Non-Executive Director and member of the Audit and 
Nomination Committees. 
Tamara Ingram, who joined the Board in December 
2020 as a Non-Executive Director and a member of 
the Remuneration Committee and Lynda Clarizio who 
joined the Board on 1 March 2021 as a Non-
Executive Director and member of the Audit 
Committee, both completed a full on-boarding 
programme during 2021.
Ross McCluskey was promoted into an operational 
role as Executive Vice President Europe and Central 
Asia. As a consequence, he ceased to be an 
Executive Director and Chief Financial Officer of 
Intertek on 1 April 2021 when Jonathan Timmis was 
appointed as an Executive Director and Chief 
Financial Officer. I would like to welcome Jonathan, 
Tamara and Lynda to the Board and thank Ross, Lena 
and Louise for their excellent, diligent and valued 
contribution and support during their tenure.
As Chairman, I am responsible for ensuring the 
effectiveness of the Board, its Committees and 
individual Directors. The evaluation and performance 
review of the Board was external this year led by 
Equity Culture. The evaluation concluded that the 
Board and its Committees are all performing 
effectively, with clear terms of reference and 
meeting agendas. All of the necessary information to 
enable constructive and productive discussion is 
provided on a timely basis. Importantly, the Board has 
a good balance of experience and knowledge to 
ensure appropriate challenge and debate. The Board 
also supports the culture, vision and values of 
Intertek.
The Future
Looking to the future, we have a clear purpose, a 
strong culture and the right strategy to deliver our 
vision. Our global footprint, our expertise in Total 
Quality Assurance, our leading market positions, the 
passion and entrepreneurial spirit of our people and 
our high-quality, cash generative earnings model 
provide a solid foundation for sustainable growth. 
We are in great shape to seize the opportunities that 
are emerging in the ‘new normal’ to benefit all our 
stakeholders. 
Finally, I would like to express my and the Board’s 
thanks to our people right across the business for 
their continued passion, commitment and support.
We also continued to allocate capital to internal 
projects for the long term, investing in innovation 
and our asset base to expand our Total Quality 
Assurance service. I am particularly proud of the EV 
Centre of Excellence, a new state of the art facility 
that will help electric and hybrid vehicle 
manufacturers accelerate the development of their 
equipment and systems capabilities. This is not the 
only example of Intertek combining innovation and 
sustainability – we also launched WindAware, a new 
SaaS for wind farm operations and Intertek 
CarbonZero for oil producers.
Chairman’s introduction 
Continued
In 2021, we strengthened and expanded our 
capabilities through two acquisitions, SAI Global 
Assurance and JLA. SAI Global, significantly increases 
the scale and presence of our Business Assurance 
offering in complementary geographies, specifically 
Australia, USA, Canada and China and brings new 
service capabilities in attractive end markets. JLA 
provides an entry into the fast-growing agri-food 
and beverage testing market in Brazil and enhances 
our Assurance proposition to leading fast-moving 
consumer goods companies.
Compliance with the 2018 UK Corporate Governance Code (‘Code’)

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Board of Directors
	
Andrew Martin
1
	 Chairman
	
André Lacroix
2
	 Chief Executive Officer
	
Jonathan Timmis
3
	 Chief Financial Officer
Appointed to the Board in May 2016; appointed Chairman in 
January 2021
Appointed to the Board in May 2015
Appointed to the Board in April 2021
Committee: N
Committee: N/A
Committee: N/A
Nationality: 
Nationality: 
Nationality: 
Ethnicity: White
Ethnicity: White
Ethnicity: White
Tenure: 5.5 years
Tenure: 6.5 years
Tenure: 0.75 years
Independent: Yes
Independent: N/A
Independent: N/A
Current principal external appointments: 
Non-Executive Chairman of Hays plc and a Non-Executive 
Director of the John Lewis Partnership Board.


Current principal external appointments: 
None.
Current principal external appointments: 
None.
Key strengths:
–	 Wide-ranging and extensive financial background.
–	 Extensive experience of the travel, hospitality and 
support services sectors.
Experience:
Andrew was the Group Chief Operating Officer for Europe 
and Japan for Compass Group plc until 2015, and prior to 
that, he served as their Group Finance Director for eight 
years until 2012. Before he joined the Compass Group, he 
was the Group Finance Director at First Choice Holidays plc 
(now TUI Group). Andrew also previously held senior financial 
positions with Forte plc and Granada Group plc and was a 
partner at Arthur Andersen.
He was previously a Non-Executive Director of easyJet plc 
and Chair of their Finance Committee until August 2020.
Key strengths:
–	 Excellent track record of delivering long-term growth 
strategies and shareholder value globally across diverse 
territories.
–	 Strong leadership skills.
Experience:
From 2005 to 2015, André was Group CEO of Inchcape plc, 
during which time he strengthened its position in the global 
automotive market with a track record of delivering 
double-digit earnings growth with strong cash generation, 
and created significant shareholder value as its market 
capitalisation more than doubled during his tenure as Chief 
Executive.
He was previously Chairman and Chief Executive Officer of 
Euro Disney S.C.A., President of Burger King International 
operations and formerly the Senior Independent Director of 
Reckitt Benckiser Group plc from October 2008 to 
December 2018.
Key strengths:
–	 Impeccable track record as an experienced finance 
executive.
–	 Broad international experience in highly successful 
companies.
Experience:
Until March 2021, Jonathan was the CFO Health at Reckitt 
Benckiser Group plc where he also served as the Group 
Controller, Regional Finance Director for North America and 
Regional Finance Director for Southern Europe. Prior to his 
time at Reckitt Benckiser, Jonathan spent several years in 
senior finance roles with SAB Miller, including three years as 
the Finance Director of Royal Grolsch and Finance Director 
for the UK business. Jonathan’s early career in finance was 
with PwC. Jonathan is a Fellow of the Chartered Institute of 
Management Accounting.
Board promise
Committees
Audit
A
Nomination
N
Remuneration
R
Committee Chair
Tenure is given as at 31 December 2021.
1
We recognise our responsibility to all 
stakeholders and will strive to ask the 
questions that matter and make the 
right decisions.
2
We will be forward looking and use 
our diverse perspectives and insights 
to promote Intertek’s purpose of 
bringing Quality, Safety and 
Sustainability to life.
3
We will inspire our people to take 
client relationships and our 
performance to greater heights and 
to create sustainable growth for all.

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Graham Allan
4
	 Senior Independent Non-Executive Director 
	
Gurnek Bains
5
	 Non-Executive Director 
	
Lynda Clarizio
6
	 Non-Executive Director
	
Tamara Ingram OBE
7
	 Non-Executive Director
Appointed to the Board in October 2017
Appointed to the Board in July 2017
Appointed to the Board in March 2021
Appointed to the Board in December 2020
Committee: N  R
Committee: N  R
Committee: A
Committee: R  
Nationality: 
 
Nationality: 
Nationality: 
Nationality: 
Ethnicity: White
Ethnicity: Asian
Ethnicity: White
Ethnicity: White
Tenure: 4 years
Tenure: 4.5 years
Tenure: 0.75 years
Tenure: 1 year
Independent: Yes
Independent: Yes
Independent: Yes
Independent: Yes
Current principal external appointments: 
Senior Independent Non-Executive Director of 
InterContinental Hotels Group plc, Non-Executive Director 
of Associated British Foods plc and Kuwait Food Company 
(Americana) KSCP (privately owned) and a Director of Ikano 
Retail Pte Ltd (privately owned). Chairman of Bata 
International (privately owned) and adviser to Nando's Ltd. 
Current principal external appointments: 
Managing Partner of Global Future Partnership LLP and CEO 
of Global Future Think Tank. 
Current principal external appointments: 
Non-Executive Director of CDW Corporation, Emerald 
Holding, Inc and Taboola.com Ltd (US listed companies), and 
Resonate Networks, Inc., Simpli.fi Holdings, Inc, and Cambri 
Oy (privately owned).
Current principal external appointments: 
Non-Executive Director of Marsh & McLennan Companies, 
Inc. and Marks and Spencer Group plc.
Key strengths:
–	 Extensive international consumer and retail experience.
–	 Wide-ranging knowledge of the Asian market.
–	 Strong management knowledge and extensive board-level 
experience.
Experience:
Graham was Group Chief Executive of Dairy Farm 
International Holdings Limited, an Asian retailer 
headquartered in Hong Kong, from 2012 to 2017. In 1992, 
he joined Yum! Restaurants International (formerly PepsiCo 
Restaurants International) where he held several senior 
positions before assuming the role of President and CEO in 
2003, leading the development of global brands KFC, Pizza 
Hut and Taco Bell in more than 120 international markets. 
Prior to his tenure at Yum! Restaurants, he worked as a 
consultant including at McKinsey & Co Inc.
He was previously a Non-Executive Director of Yonghui 
Superstores Co. Ltd in China and a Commissioner of Hero 
Group, an Indonesian retailer.
Key strengths:
–	 Wide-ranging experience working with senior leaders 
internationally providing an important voice on people.
Experience:
Gurnek was the co-founder of YSC Ltd, a premier global 
business psychology consultancy. He led the business as 
Chief Executive Officer and Chairman for 25 years to a 
position of global pre-eminence, and a client base 
comprising over 40% of the FTSE 100. Gurnek has worked 
extensively with multinational organisations in the areas of 
culture change, vision and values, executive coaching and 
assessment, board development and strategic talent 
development.
He is Chair of Akram Khan Dance Company. 
He has a doctorate in Psychology from Oxford University.
Key strengths:
–	 Strong track record of leadership in complex organisations.
–	 Significant experience in digital measurement and broader 
technology.
–	 Extensive board-level experience.
Experience:
Lynda was President of U.S. Media at Nielsen Holdings plc, a 
global measurement and data analytics company, where she 
worked from 2013 to 2018. Her prior experience includes 
CEO, President and other leadership positions at AppNexus, 
Inc., INVISION, Inc., AOL Inc. and Advertising.com. She 
previously was a partner in the law firm Arnold & Porter, 
where she practised law from 1987 to 1999.
She is Vice Chair of Human Rights First, a non-profit 
international human rights organisation.
Key strengths:
–	 A long-standing leadership career in advertising, 
marketing and digital communication.
–	 A deep understanding of consumer brands and digital 
strategy.
Experience:
Tamara held leadership roles within WPP from 2002, and 
was the Global Chair of Wunderman Thompson (a subsidiary 
of WPP plc). Her executive experience includes senior roles 
at Kantar Group, McCann Erickson and Saatchi & Saatchi UK, 
where she held the roles of CEO and Executive Chair. Tamara 
was previously a Non-Executive Director of Sage Group plc 
and Serco Group plc.
She is a Director of Save the Children International.
Board of Directors 
Continued

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Gill Rider CB
8
	 Non-Executive Director
	
Jean-Michel Valette
9
	 Non-Executive Director
Appointed to the Board in July 2015
Appointed to the Board in July 2017
Committee: A  R
Committee: A
Nationality: 
Nationality: 
Ethnicity: White
Ethnicity: White
Tenure: 6.5 years
Tenure: 4.5 years
Independent: Yes
Independent: Yes
Current principal external appointments: 
Chair of Pennon Group plc and South West Water 
(a subsidiary of Pennon Group plc) and Pro-Chancellor 
of the University of Southampton.
Current principal external appointments: 
Chairman of Sleep Number Corporation and Lead Director 
of The Boston Beer Company, both of which are US listed 
companies. Director and Audit Committee chair of Peet's 
Coffee & Tea (private).

Key strengths:
–	 Successful global experience on the people agenda.
–	 Extensive experience as a Non-Executive Director.
–	 Strong experience on remuneration and sustainability 
issues.
Experience:
Formerly, Gill was head of the Civil Service Capability Group 
in the Cabinet Office, reporting to the Cabinet Secretary. 
Prior to that, she held a number of senior positions with 
Accenture, culminating in the post of Chief Leadership 
Officer for the global firm. Previously Gill was a Non-Executive 
Director of De La Rue plc and, until January 2020, Senior 
Independent Director of Charles Taylor Plc, where she also 
chaired their Remuneration Committee.
She is currently President of the Marine Biology Association 
and was also previously President of the Chartered Institute 
of Personnel & Development.
Key strengths:
–	 Extensive knowledge of the US market.
–	 Strong leadership and board-level experience, 
with purpose-driven companies. 
Experience:
Jean-Michel has more than 30 years’ experience in 
management, US public company corporate governance, 
strategic planning and finance. Previously, he was Chairman 
of Peet’s Coffee and Tea, Inc., a US beverage company which 
was listed at the time. He was also appointed as Managing 
Director at the Robert Mondavi Winery before becoming 
Chair. In his earlier career, Jean-Michel was President and 
Chief Executive Officer of Franciscan Estates, Inc., a 
premium wine company.
He currently serves as an independent adviser in the US 
to select branded consumer companies.
He has an MBA from Harvard Business School.
Board of Directors 
Continued
Former Directors who 
served during the year
Lena Wilson stepped down from the Board on 
31 January 2021.
Ross McCluskey stepped down from the Board on 
1 April 2021.
Dame Louise Makin stepped down from the Board 
on 30 June 2021.

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Julia Thomas
Senior Vice President,
Corporate Development
Bertrand Mallet
Executive Vice President, 
Industry Services
Calin Moldovean
President, Business Assurance 
and Food Services
Saranpal Rai
Senior Vice President, Electrical
Christina Law
President, Global Softlines 
and Hardlines
Ian Galloway
Executive Vice President, 
Global Trade
Direct reports to the CEO
Paul Reynish
President, Alchemy
Sandeep Das
Regional Managing Director, 
South Asia
Ian Galloway
Executive Vice President, 
Middle East and Africa
Carlos Velasco
President, Latin America
Ken Lee
Executive Vice President,
Marketing and Communications
Jonathan Timmis
Group Chief Financial Officer
Gavin Campbell
President, Transportation 
Technologies
Fred Bai
CEO, Greater China
Colm Deasy
Regional Managing Director, 
Asia Pacific
Ross McCluskey
Executive Vice President, 
Europe & 
Central Asia
Tony George
Executive Vice President,
Human Resources
Timo Lieber
Vice President, Group ATIC 
Innovation
Global functions
>
Geographies
>
Global business lines
>
John Fowler
Senior Vice President, Minerals
Mark Thomas
Group General Counsel and 
Head of Risk & Compliance

Strategic
initiatives
for the year
Risk
environment
Emerging
trends
shaping
the world
Long-term
structural
drivers
Regulatory
changes and
changes to
the economic
environment
Updates
on the
competitive
environment
The
5x5
strategy
The
Intertek value
proposition
The
strategic review
involves a
360˚ review of:
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Effective and entrepreneurial board
Our Board comprises a Chairman, CEO, CFO and six independent 
Non-Executive Directors. We all have differing skills, a wide range of 
diverse experience and extensive knowledge built up over a period of 
time in our professional careers, which enables the Board to fully 
understand the strategic business drivers of Intertek, but also the risks 
and exposures associated with the multiple sectors and regions in 
which the Company operates. During the year, we welcomed three new 
Directors on the Board which brings new skills, views and perspectives 
as outlined in the Nomination Committee report on pages 126 to 129.
The need for an effective and entrepreneurial Board to provide the right 
leadership continues to be important; our combined experience of 
dealing with economic crises over the past 30 years has helped to 
inform and qualify us to effectively manage the ongoing impact of the 
pandemic and the increasing awareness of the risks associated with 
climate change, to ensure the long-term sustainable success of the 
Company is not hindered. As such, our collective experiences have 
enabled us to preserve the long-term value of the business for our 
shareholders, our people and our customers, as well as the wider 
community as a whole for years to come.
The governance of Intertek is the responsibility of the Board, with the 
support of the Group Company Secretary, and provides the framework 
of authority and accountability that operates throughout the Company 
to ensure the needs of all stakeholders are considered and met. Good 
governance requires the Board to lead, guide and support the business 
in its quest for long-term sustainability and viability through strategic 
planning and part of the governance structure in place is the 
development, implementation and monitoring of the 5x5 strategic plan 
for growth throughout the year. This is an ongoing process which is 
reviewed annually by the Board and involves a thorough review of the 
progress being made on the implementation of the strategy and the 
five-year business plan. The strategic review involves a 360˚ review of 
the Intertek value proposition, the 5x5 strategy, updates on the 
competitive environment and regulatory changes. The changes to the 
economic environment, the long-term structural drivers and emerging 
trends shaping the world are discussed, as well as, the resulting impact 
on Intertek, together with the strategic initiatives for the year and 
ensures alignment with our purpose of bringing quality, safety and 
sustainability to life for an ever better world. 
The Intertek value proposition and purpose
Intertek has a rich cultural heritage which reaches back over 130 years 
to some of the world’s leading pioneers in the Quality Assurance 
industry, and our pioneering forefathers include giants of innovation 
such as Thomas Edison. Their legacy and spirit lives on today 
throughout Intertek and in our people as we continue to drive the global 
development of the Quality Assurance industry. We have established a 
purpose of ‘Bringing quality, safety and sustainability to life for an ever 
better world’ which resonates strongly throughout Intertek; a purpose 
which our people are rightly very proud to embody and incorporate 
when meeting the needs and wishes of our stakeholders. Our purpose is 
underpinned by a strong set of clear values, as outlined on page 19, 
which are true to who we are and are the foundations that drive the 
right cultural behaviours across the Group. To deliver this, we employ 
people with the right potential, attitude, intellect and entrepreneurial 
spirit, and we introduce them to our culture of excellence, innovation 
and our exacting customer-focused service standards. By aligning the 
quality of our people with our high-performance culture, we can deliver 
our strategic objectives and our promise to customers and build 
long-term and mutually rewarding relationships.
The Board, with the Leadership Team, sets the corporate culture that 
defines our purpose and establishes an environment where values are 
appreciated and respected, encouraging all of our people to ‘Do 
Business the Right Way’. Our culture and values have been, and remain, 
the core foundations of Intertek. Our 10X culture is one of 
entrepreneurial spirit and high performance, where we are totally 
focused on our customers, as outlined in the Sustainability Report on 
pages 80 to 85.
Board Leadership and Company Purpose
We are also responsible for ensuring that the appropriate financial 
resources and people with the right skills and behaviours are in place to 
achieve the long-term strategy and deliver long-term sustainable 
performance. Further information on our strategy and progress towards 
delivering our strategic aims is set out in the Strategic Report on pages 
14 to 25 and further information on the activities of the Board is 
outlined in the table on pages 110 to 111.

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Area
Link to culture
View from the top
Town halls allow the dissemination of information to employees across the Group and enable local leadership to 
communicate the right behaviours and cultural expectations, as well as give peer nominated awards for 
demonstrating our 10X energies. Town halls occur monthly at every Intertek location globally; they are monitored as it 
is a Core Mandatory Control and thus reported to the Audit Committee. The 10X growth, coaching, training, people 
planning and the focus on recognition at all levels ensures that the right values and culture are driven throughout the 
organisation.

André Lacroix, Gurnek Bains and Tony George (Executive Vice President, Human Resources) held a session during 
the year on the Board Promise and its role in shaping the culture within Intertek.
Globally aligned reward 
and incentive schemes
Our long-term incentive schemes are aligned so as to drive the right behaviours and values of our business, globally, 
in line with our purpose. More information is outlined in the Remuneration Committee report on pages 136 to 162.
Health & wellbeing
Due to the importance we place on safety within Intertek, we have updates at every Board meeting on Health & 
Safety statistics across the Group to monitor trends year-on-year and ensure that the right practices are being 
followed. There have been regular emails to the Board to closely monitor our people’s health and wellbeing during the 
pandemic using a ‘5-category’ system, with ‘net’ data to reflect the number of people in each category, excluding 
those who have now recovered or returned to work due to Covid-19.

We took important steps to support our own wellbeing by introducing our new global wellbeing programme, Kindness. 
It is a personal experience that will help each one of our people make sure that they do the simple things to help build their 
own personal strength and resilience – to help us re-energise, boost our wellbeing, and unleash our potential.
Ethics and compliance 
reports
Updates at every Board meeting on all hotline and whistleblowing reports and analysis by issue type. This enables the 
Board to determine if there are any trends which need further analysis or investigation. For more information see 
pages 112 and 168.
Training
Everyone in the organisation completes annual training on the Intertek Code of Ethics to demonstrate our 
understanding of, and commitment to, the highest standards of business conduct and ensure that we do business 
the right way. For more information see page 168. There is also annual training on the Core Mandatory Controls with 
further information outlined on pages 75 and 134.
Key claims reports
Updates at every Board meeting on all legal claims and a review of the significant legal claims by the Audit Committee 
to monitor the trends and types of claims.
Internal audit reports
Updates at every Audit Committee meeting on internal audit reports, the areas of non-compliance with the Core 
Mandatory Controls and actions taken to address the non-compliance together with trend analysis to underscore 
that we are ‘Doing Business the Right Way’.
Acquisitions
When the Board is considering acquisitions, one of the factors the Board considers is the culture of the business 
being acquired and how it will fit within the Intertek Group. The Board deemed the acquisitions of JLA Brasil 
Laboratório de Análises de Alimentos S.A and SAI Global Assurance to have similar cultures of high performance and 
having passion for their customers.
>
>
>
>
>
>
>
>
Board Leadership and Company Purpose 
Continued
Board oversight of culture
Our success is based on a culture of trust amongst our 
colleagues, globally. To support and ensure this trust, 
we continuously monitor and develop further insights into the 
culture operating within the business. In doing so, we review 
the following throughout the year:

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Contents
Following the virtual induction that we both 
received as new Non-Executive Directors on 
the Board, we were delighted to see the 
communality of culture, commitment to 
values and purpose clearly demonstrated 
during the Non-Executive Director induction 
at each of the various sites and countries 
across the Group."
Lynda Clarizio and Tamara Ingram
Non-Executive Directors
Employees'
perspective on
our culture
The 10X culture fosters work with integrity, 
allows us to set goals that challenge our 
capacity, promoting our efforts to advance 
every day in continuous improvement, 
aligned to corporate strategies and being 
effective in our work."
Maria Victoria Zavala
Quality Assistant ('QHSE'), Chile
I would never have expected such a natural 
connection, communication, open 
discussions, and information sharing. 
We come from many walks of life, yet clearly 
talk the same language, have the same 
values, and pursue the same clear objective 
to become even stronger. By the end of 
these meetings, I can proudly say that 
we were just one team."
Marta Escudero, SAI EMEA Manager 
and Regional Director, Business 
Assurance UK, Spain & Portugal
A force 
for good
At Intertek we are 
passionate about our 
purpose and today 
that means striving 
to make the world a 
better, safer and 
more sustainable 
place for all.
The 10X culture is keeping us 
motivated and giving us more 
confidence in what we do best."
Raymon Kartoredjo
Laboratory Manager
Suriname
Virtual visits to locations across the 
world to see the culture operating 
in situ and receiving views on our 
culture directly from employees:

Leadership Team
>
Supporting Committees
>
Intertek Group plc | Annual Report & Accounts 2021
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The Board recognises the importance of its 
obligations under section 172 of the Companies Act 
2006 to engage with, and consider, key and relevant 
stakeholders as part of its decision-making process. 
More information on the principal decisions made by 
the Board are on page 56.
The activities of the Board during 2021, and how the 
Board’s governance contributes to the delivery of 
Intertek’s strategy, is outlined on pages 110 to 111.
The Board delegates certain matters to its three 
principal Committees to carry out business as 
defined in their respective Terms of Reference. The 
remit, authority and composition of each 
Committee are clearly laid out and reviewed 
regularly to ensure that the support provided to 
the Board is effective. The Board also maintains the 
Board Approval Matrix which outlines the matters 
reserved for the Board. When necessary, the Board 
may delegate very specific matters to ad hoc 
subcommittees with clearly defined responsibilities 
and for a limited period of time. The Terms of 
Reference for each Committee and the Board 
Approval Matrix are available at intertek.com.
The Board has the ultimate and collective 
responsibility to promote the long-term sustainable 
success of the Company, ensuring that value is 
created for shareholders and contributes to wider 
society through its effective, entrepreneurial and 
innovative leadership of Intertek. They ensure that 
the necessary resources are in place for the Company 
to meet its objectives and measure performance 
against them. Our Board consistently acts with 
integrity, leads by example and promotes the culture 
to ensure dissemination throughout the Company. It 
sets the strategic aims of the Company, its purpose, 
customer promise, vision and values in alignment 
with our culture as outlined in the Strategic Report 
on page 14 to 25.
Our Board of Directors
>
Nomination Committee
Ensures the Board and its Committees have the correct balance of 
skills, experience and knowledge and that adequate and orderly 
succession plans are in place.
The Board delegates specific responsibilities, 
subject to certain financial limits, to management. 
This is governed by the Core Mandatory Controls, 
an annually reviewed and refreshed framework 
that allows the delivery of the strategic aims and 
financial performance whilst allowing risk to be 
assessed and managed. 
Biographical details of the Leadership Team can 
be found on our website.
The Leadership Team operates a number of 
supporting committees which provide oversight 
on key business activities and risks, including the:
–	
Disclosure Committee
–	
Ethics and Compliance Committee
–	
Group Investment Committee
–	
Group Risk Committee
–	
Sustainability Operating Committee
Audit Committee
Oversees the Group’s financial reporting, ensuring the effectiveness 
and independence of the external and internal audit functions and 
reviews the Group’s financial internal controls.
Remuneration Committee
Establishes the Group’s Remuneration Policy and ensures that it 
supports the strategy promoting the long-term sustainable success 
of the Group and there is a clear link between performance, 
remuneration and alignment with our purpose, values and strategy.
Board and Committee framework

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The following pages give an insight into how we, as a Board, use our meetings as a mechanism for discharging 
our responsibilities, including how the consideration of stakeholders is embedded into our workings as a Board 
and the range of matters we considered and discussed throughout the year.
Each Board meeting follows a carefully structured agenda agreed in advance by the Chairman, CEO and Group 
Company Secretary; this ensures that proper oversight of key areas of responsibility are scheduled regularly 
and that adequate time is available for the Board to fully consider strategic matters. Every December, the 
Board reviews, discusses and agrees the Group’s strategic plan and objectives. During the year, the Board then 
monitors and reviews the performance of the business to ensure that the strategic objectives are being met. 
The topics in the following table are presented to the Board for review against the 5x5 strategy to ensure that 
the goals underlying our strategy for growth have been met during the year. The 5x5 strategy and goals are 
outlined in the Strategic Report on pages 14 to 15 and the outcome of some of the decisions made by the 
Board during the year in line with the 5x5 strategy are outlined on page 56.
In addition to regular items, we receive presentations from the Leadership Team and global leaders across the 
business on their areas of responsibility and expertise. External speakers also present periodically to provide 
an overview on global or regional matters. One meeting a year is conducted overseas, however, due to the 
pandemic, this year it was again held virtually. At the start of the pandemic, we moved rapidly to virtual 
meetings. The technology has worked extremely well and has enabled the Board and its Committees to fully 
participate in all discussions and discharge our responsibilities seamlessly.
Principal risks
01
Reputation 
02
Customer service
03
People retention
04
Macro-economic
05
Health, safety and wellbeing
06
Industry and competitive landscape
07
IT systems and data security
08
Covid-19
09
Contracting
10
Regulatory and political landscape
11
Business ethics
12
Sustainability
13
Financial risk
Strategic priorities
Differentiated brand proposition
Superior customer service
Effective sales strategy
Growth and margin-accretive portfolio
Operational excellence
Key to stakeholder groups
i.
Customers
ii.
Communities
iii.
Investors
iv.
People
v.
Suppliers
vi.
Other
Topics
Link to strategic priorities
Link to stakeholders
Strategy
Link to risks: 01  02  03  04  05  06  07  08  09  10  11  12  13
2021 Board Strategic Agenda
 
 
 
 
i. ii. iii. iv. v. vi.
Group M&A strategy
i. ii. iii. iv.
Consideration and approval of acquisitions
i. ii. iii. iv.
Build Back Ever Better
 
 
 
 
i. ii. iii. iv. v. vi.
Global business line reviews:
Electrical/Connected World/Softlines/
Hardlines
 
 
 
 
 
i. ii. iii. iv. v.
Group strategy update and strategic plan
 
 
 
 
i. ii. iii. iv. v. vi.
Group Portfolio update 
i. ii. iii. iv. v. vi.
Group IT strategy
i. iv. v.
Topics for the 2021 strategy session
 
 
 
 
i. ii. iii. iv. v. vi.
2022 annual budget and five-year plan
i. ii. iii. iv. v.
Financial management and performance
Link to risks: 01  04  06  07  08  09  10  11  12  13
CEO report
 
 
 
 
i. ii. iii. iv. v. vi.
Finance report
i. ii. iii. iv. v.
Investor Relations report
iii.
Financial forecasts
iii.
Approval of full-year results, Annual 
Report & Accounts, half-year results and 
the AGM circular and proxy
 
 
 
 
iii.
Dividends
i. ii. iii. iv. v. vi.
Board activities in 2021

Intertek Group plc | Annual Report & Accounts 2021
Sustainability Report / Directors' Report
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111
Topics
Link to strategic priorities
Link to stakeholders
People and culture strategy
Link to risks: 01  02  03  11  12  13
Group Talent Planning
 
 
 
iv.
Group People Strategy
 
 
iv.
Executive Committee succession planning
 
 
iv.
Sustainability
Link to risks: 01  03  04  05  06  08  10  12
Sustainability moments
 
 
 
 
i. ii. iii. iv. v. vi.
TCFD risks opportunities and impact
 
 
 
 
i. ii. iii. iv. v. vi.
Corporate governance
Link to risks: 01  02  03  04  05  06  07  08  09  10  11  12  13
Reports of the activities of the Audit, 
Nomination and Remuneration 
Committees
 
 
 
 
iii. iv. vi.
AGM preparation (Chairman’s script, 
Questions & Answers, proxy votes and 
voting reports)
 
 
 
 
iii.
Chairman’s corporate governance 
roadshow feedback
 
 
 
 
iii.
Re-election of Directors at the 2021 AGM
 
 
 
 
iii. iv.
Directors’ conflicts of interest
i. ii. iii. iv. v. vi.
2021 External Board, Director and 
Committee evaluation process
 
 
 
 
i. ii. iii. iv. v. vi.
2020 Internal Board effectiveness review
 
 
 
 
i. ii. iii. iv. v. vi.
Purchase of shares by ESOT
iv.
Topics
Link to strategic priorities
Link to stakeholders
Compliance and risk
Link to risks: 01  02  03  04  05  06  07  08  09  10  11  12  13
Quarterly Integrated Risk, Control, 
Compliance and Quality report
 
 
 
 
i. ii. iii. iv. v. vi.
Modern Slavery Statement
i. ii. iii. iv. v. vi.
Customers
Link to risks: 01  02  03  04  05  06  07  08  09  10  11  12
Group Innovation Strategy
 
 
 
 
i.
Marketing Strategy
 
 
 
 
i. iii.
Other
Link to risks: 01  02  03  04  05  06  07  08  09  10  11  12  13
Europe and Central Asia 
overseas Board meeting
 
 
 
 
i. ii. iii. iv. v. vi.
Board activities in 2021
Continued

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Compliance, whistleblowing and fraud
Intertek is committed to maintaining a culture where issues of integrity 
and professional ethics can be raised and discussed, which is aligned to 
our values to always do the right thing with precision, pace and passion. 
This also forms part of our 5x5 strategy for growth. The Group’s key 
ethics and integrity policies are set out in the Code of Ethics and a 
detailed description of the topics covered by the Code of Ethics, its 
operation during the year and the outcomes of these policies are 
contained in page 168. All third parties working are required, as a 
condition of engagement, to document their acceptance and 
understanding of the Intertek Code of Ethics, and Intertek Anti-Bribery 
Policy before commencing work on our behalf. It is the responsibility of 
each third party acting on Intertek’s behalf to understand and apply 
these two Intertek Policies in their part of the business.
Whistleblowing is the responsibility of the Board and the Group has a 
whistleblowing process, which includes a global hotline system enabling 
all employees, contractors, suppliers and others to confidentially report 
suspected misconduct or breaches of the Code of Ethics. Hotline 
posters are required to be displayed in a clearly visible position in each 
Intertek site and is a core mandatory control. This is supported by 
dedicated Compliance Officers across the Group’s markets who 
undertake the investigation of any issues arising from reports to the 
hotline system or from other sources, such as routine compliance 
questions. The Board receives quarterly reporting on whistleblowing 
and integrity issues. The Group Compliance function is independent of 
the Group’s operational business and reports directly to the Group 
General Counsel.
The Board is ultimately responsible for monitoring the Group’s system 
of internal control and risk management and ensuring its effectiveness. 
Monitoring and reviewing the effectiveness of the Group’s internal and 
risk management controls is discharged by the Audit Committee and 
they report to the Board on its evaluation of the systems in place. The 
Board confirms that it has completed a robust assessment of the 
Group’s emerging and principal risks and that the Company has fully 
complied with the Financial Reporting Council’s (‘FRC’) Guidance on Risk 
Management, Internal Control and Related Financial and Business 
Reporting. Further information on the framework, its effectiveness and 
on our financial risk management systems can be found in the Audit 
Committee report on page 134. 
Risk management and internal controls are embedded in the running of 
each division, business line, country and support function and oversight 
is provided by divisional, regional and functional risk committees. Each 
risk committee in turn reports to the Group Risk Committee (‘GRC’). The 
Group identifies and tracks its risk environment using a risk register 
process whereby the risk committees produce a register of emerging 
risks in their area of responsibility which are then consolidated at Group 
level. The GRC uses the Group Risk Footprint for the year under review, 
with associated mitigation action plans as its baseline, to then add new 
emerging risks and/or plans, facilitated by the GRC’s quarterly risk 
review process. The Board agreed the incorporation of three new risks 
for 2022 being Contracting, Macro-economic and Sustainability and 
noted the recalibration of existing risks as outlined on pages 44 to 49.
At each Board meeting during 2021, the Group General Counsel 
presented an integrated risk, control, compliance and quality report 
including a review of:
–	
the Group’s emerging risks, the status of the quarterly emerging risk 
mitigation action plans and the new quarterly emerging risk 
mitigation plans;
–	
the specific systemic risks including quarterly hotline and 
whistleblowing reports, key claims and unlimited liability contracts; 
and
–	
the Group’s systemic risk environment, the status of the quarterly 
systemic risk mitigation action plans and the new quarterly systemic 
risk mitigation plans.
Further information on how Intertek has implemented an end-to-end 
integrated approach to risk, control and compliance is outlined on pages 
167 to 169. 
Board activities in 2021 
Continued
Internal control and risk management
Code of Ethics booklet in Spanish
Hotline poster in Arabic
Hotline poster in Traditional 
Chinese
Hotline poster in English
:هل تراودك شكوك بشأن
يعد خط إنترتك الساخن طريقة بسيطة وفعالة بين يديك للتعبير عن 
أية شكوك لديك بشأن أي مواقف يحتمل أن تكون غير أخالقية أو 
 وتديره Convercent غير قانونية.فالخط الساخن تمتلكه شركة
بشكل مستقل، لذا سوف تحظى شكوكك باألمان وستُعامل بسرية 
تامة، كما يمكن تقديم شكاوى مجهولة المصدر.
أي شخص يسعى بحسن نية لطلب نصيحة أو اإلبالغ عن شكوك 
أو سوء سلوك، فإنه يفعل الصواب. أيًا كانت الشكوك التي تراودك، 
فلن يؤدي الصمت إال إلى زيادة المواقف السيئة سوءًا. 
INTERTEK
HOTLINE
intertekhotline.com :زوروا موقعنا
 
 أيام في األسبوع7 / ساعة24 
 هل ترغب في
اإلفصاح عن أمر ما؟
صوتك قد يشكل فرقاً
• هدايا، أو رشى، أو عموالت؟
• سالمة مكان العمل؟
•  تحرش أو تمييز عنصري في مكان العمل؟
• أي تعارض أو انتهاك آخر؟   
• تزوير بيانات؟
• احتيال أو سرقة؟
• تعارض مصالح؟
• انتهاك سياسات الشركة؟
Do you have a concern about:
• Data falsiﬁcation?
• Fraud or theft?
• Conﬂicts of interest?
• Violation of company policies?
• Gifts, bribes, or kickbacks?
The Intertek Hotline is a simple and effective way for 
you to express concerns regarding any potentially 
unethical or illegal situations. Independently owned 
and operated by Convercent, your concerns will be kept 
secure and treated conﬁdentially.
Anyone who, in good faith, seeks advice, raises a 
concern, or reports misconduct, is doing the right thing. 
Whatever your concern may be, silence will only make a 
bad situation worse.
INTERTEK
HOTLINE
Visit: intertekhotline.com 
24 hours / 7 days a week
NEED TO 
SPEAK OUT?
Your voice can make a difference
Poster - Europe. May 2017
您的問題是關於:
 
「Intertek 熱線」為簡單而有效的舉報途徑，讓您表達任
何潛在不道德或違法情況。「Intertek 熱線」是由獨立營
運服務供應商 Convercent 管理，您的舉報將會得到安全
保證，並會以保密方式處理，而且可以採用匿名方式進
行投訴。
任何人出於善意、尋求建議、提出問題或舉報不當行
為，均為正確的做法。無論您擔憂的是甚麼，沉默只會
讓情況變得更糟。
INTERTEK
HOTLINE
intertekhotline.com 
每週7天，每天24小時
您需要 
舉報嗎？
您的舉報可以讓一切變得不同
• 篡改資料? 
• 欺詐或盜竊? 
• 利益衝突? 
• 違反公司政策? 
• 收受禮品、賄賂或回扣? 
• 工作場所的安全? 
• 工作場所的騷擾或歧視? 
• 任何其他抵觸或違規?
Poster - Outside Europe. May 2017

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Sustainability is central to everything we do at Intertek and as a 
purpose-led Company, it is anchored in our purpose, vision and values 
and the Board, as part of their overall stewardship of the Company, 
oversees the Group’s sustainability and corporate responsibility, 
together with any material environmental and social issues. The Board 
recognises the importance of sustainability to all our stakeholders, 
together with the increasing risks associated with climate change and 
ensures that at every Board and Committee meeting, the first item on 
every agenda is a 'Sustainability Moment' to demonstrate its 
importance to the future long-term sustainable success of Intertek. 
The Board has delegated responsibility to two newly formed 
workstreams: the Net Zero Steering Committee and the Beyond Net 
Zero Steering Committee. Further information on the composition of 
these steering committee's, together with their remit, is outlined on 
page 99.
At Intertek, we believe that we are Born to Make the World Ever Better. 
For more than 100 years, sustainability services have been core to our 
global business. As a provider of Sustainability Assurance solutions, we 
continue to innovate and launch products to support the sustainability 
efforts of our customers, suppliers, people and investors. In April 2021, 
we launched our new Intertek CarbonZero certification programme, an 
independent and traceable carbon neutral certification programme for 
products and services, which complements the Intertek CarbonClear 
programme which was launched in July 2020. Intertek CarbonZero 
certifies the achievement of carbon neutrality by combining emissions 
intensity certifications such as CarbonClear, together with certification 
of traceable high-quality carbon capture or reduction investments. 
Intertek CarbonZero certification enables companies worldwide to 
confidently market qualifying carbon neutral products and services as 
Intertek CarbonZero Verified, demonstrating tangible and auditable 
progress on the path to carbon neutrality. We have since issued the first 
Intertek CarbonZero Verified certificate; the world’s first independent 
carbon neutral certification for a crude oil trade.
Intertek is committed to tackling and minimising the effects of climate 
change; in 2017 we set ourselves the target of reducing GHG emissions 
per employee by 5% by 2023. Furthermore, we have signed up to the 
Science-Based Targets initiative which means that we are formally 
committed to setting independently verified science-based GHG 
emission reduction targets. Our aim is for our science-based targets to 
be aligned to limiting global temperature rise to below 1.5°C and 
reaching net zero emissions no later than 2050.
In November 2021, Intertek joined other leading global companies and 
governments as part of the LEAF Coalition, a new public-private 
initiative designed to accelerate climate action by providing results-
based finance to countries committed to protecting their tropical 
forests, which successfully mobilised $1billion in funding in the run up 
to COP26. Intertek is proud to join the LEAF Coalition and contribute to 
accelerating the pace and scale of global forest protection, in a period 
when climate change concerns are ever prevalent.
Intertek has also joined the UN Race to Zero campaign – a global effort 
from the United Nations Framework Convention on Climate Change 
that calls for a resilient, zero-carbon recovery from the Covid-19 
pandemic and is aligned with our own ambitious agenda to Build Back 
Ever Better.
Governance and Sustainability
Our other beyond net zero sustainability targets continue to be 
embedded within the Group and we report progress on these on 
page 28.
As a multinational company, we recognise that, although our own 
operations may not be as energy intensive or resource depleting as 
other industries, we are still exposed to various types and degrees of 
risks associated with climate change. We therefore acknowledge that 
it is important for us to lead the effort globally to mitigate the adverse 
effects of climate change by both reducing our own emissions, as well 
as helping those across our value chain. More detailed information on 
our goals to address climate-related issues, and our strategy for 
achieving these goals, can be found on pages 86 to 87.

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Workforce engagement
In line with the Code, this section outlines our engagement with our 
employees. After extensive discussions when the Code was introduced, 
we decided not to choose one of the methods suggested in provision 5 
of the Code due to the global nature and size of the business, together 
with the complexity and diverse make-up of the various sectors and 
regions in which we operate. Instead, we utilise a multi-faceted 
approach to workforce engagement to make certain that what is in 
place ensures that we, as a Board, receive 360˚ multi-source feedback 
to assist us in evaluating the different views and perspectives from our 
employees across the Group. We keep our engagement mechanisms 
under review and continue to believe that this methodology remains 
effective as it enables us, the Board, to fully understand the views of 
the workforce when taking such considerations into account as part of 
our decision-making process. This is vital as our people are core to our 
business and make it happen 24/7.
The way in which our people combine passion and innovation with 
customer commitment to create a single unbeatable asset sets us apart 
and is a vital element of our entrepreneurial, customer-centric culture. 
The variable remuneration structure and policy for the Executive 
Directors cascades down to the wider workforce and is communicated 
throughout the Group, ensuring engagement across Intertek to ensure 
alignment with our purpose, drive the right behaviours and to deliver 
the 5x5 strategy. We are focused on ensuring that our strategy and 
culture give our people the right platform to not only grow and develop 
their careers, but to support our purpose in making the world a better 
place by bringing quality, safety and sustainability to life for an ever 
better world.
We have utilised technology to ensure that throughout the uncertain 
landscape that the pandemic presented, we remained ever connected 
with our people, globally. Microsoft Teams has been instrumental in 
providing instant communication between all business lines and 
functions; in particular it has enabled the Board to virtually meet and 
visit far more employees and sites than previously possible.
Stakeholder relations
For more than 130 years, Intertek has understood its role in society as 
companies around the world have depended on us to help ensure the 
quality and safety of their products, processes and systems. We are 
focused on driving long-term sustainable performance and recognise 
the importance of considering Intertek’s responsibilities to our 
customers, shareholders, and wider stakeholders. We, as a Board, are 
clear on our legal duty to act in good faith, to promote the success of 
the Group for the benefit of shareholders and have regard to the 
interests of our stakeholders and other factors. These include the likely 
consequence of any decisions we make in the long term; the interests 
of employees; the need to foster the relationships we have with all of 
our stakeholders; the impact of our operations on the community and 
the environment; the desire to maintain the highest standards of 
business conduct and to act fairly between shareholders.
The Directors’ duties under section 172 of the Companies Act 2006 
help to underpin the good governance which is at the heart of what we 
do. Details of how we met our obligations during 2021, by taking 
account of shareholder and wider stakeholder interests in our strategic 
planning and decision-making processes, are outlined in the section 172 
statement on pages 55 to 61 in the Strategic Report. Today, the 
expectations of all stakeholders – employees, customers, consumers, 
investors, suppliers, communities and wider society, governments and 
regulators – continue to rise. This statement summarises how we have 
had regard for the need to foster the Company’s business relationships 
with suppliers, customers and others, and the effect of that regard, 
including on the principal decisions taken by us during 2021. Details of 
the principal decisions we have taken during 2021 are set out on page 
56 and the value we create for our stakeholders is outlined on pages 23 
to 25 in the Strategic Report.
In 2021, we launched our Build Back Ever Better ('BBEB') platform at 
bbeb.com and by making our Company ever better, and by helping our 
clients to make their businesses ever better, Intertek is uniquely 
positioned to inspire our communities and ultimately the world to Build 
Back Ever Better. With BBEB we are building a movement to inspire 
everyone within Intertek and beyond – our clients, friends and families, 
communities and governments – to make a positive difference to 
society.
The next section summarises how we have engaged with employees 
during 2021 and how we have had regard to their interests and the 
result of that engagement. Our approach to investing in our people to 
attract, develop, retain and reward our employees is outlined on pages 
73 to 79.
It’s inspiring to see how the BBEB 
platform is gaining popularity among 
Intertek colleagues. Every post leaves 
a mark of its contributor and shows 
great initiatives that everyone 
can do to make the world ever 
better, together.”
Iker Albestain
Marketing & Communications Manager, Intertek Spain

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The way our colleagues have come together to embody our purpose to 
bring quality, safety and sustainability to life for an ever better world 
has been an inspiration to all during the pandemic. Their commitment to 
our customers to go above and beyond and deliver superior customer 
service has truly demonstrated the strong customer-centric ethos at 
the core of Intertek. Our success is based on the energy and enthusiasm 
with which our people react to our meaningful purpose.
How did we engage?
The world needs Intertek more than ever, with the unrivalled 
expertise of our people, our focus on delivering risk-based 
Total Quality Assurance solutions, and our proven track record 
of innovating and anticipating the growing needs of our clients 
as the world around them grows more complex. 
Our employees continue to go above and beyond their normal 
call of duty and below are just a few examples of that:
Intertek’s Connected World launched App Assured, a new online facility 
where clients can order a security test of their website or mobile 
application with speed, convenience, and confidence. The Covid-19 
pandemic has resulted in a surge of online activity – from e-commerce 
to video conferencing to remote learning to livestreaming 
entertainment, and, of course, social media. According to Statista, the 
daily average in-home data usage in the US increased by nearly 40% 
from March 2019 to March 2020. Not surprisingly, this has also brought 
about an increasing number of cyber-attacks and security risks, making 
Intertek’s expertise in cyber security more relevant than ever. App 
Assured is a secure, online portal making online security accessible to 
clients, existing or new, wherever they are in the world.
Intertek Lintec expanded the global reach of Protek Services to address 
pandemic risk management for the maritime industry.
Business Assurance and Food Services issued a podcast aligned with 
this year’s Earth Day theme, 'Save The Bees' with a discussion about 
honey crystallisation, featuring Intertek experts.
Intertek Chemicals & Pharmaceuticals ensuring the microbiological 
quality and safety of cosmetics by establishing challenge testing to 
directly support our customers' need to launch safe, high quality and 
innovative cosmetics products now and for future innovations.
Our Vision
Our vision is to be the world’s most trusted partner for Quality 
Assurance, underpinned by our shared values:
>
We are a global family that 
values diversity.
>
We always do the right thing, 
with precision, pace and passion.
>
We trust each other and have 
fun winning together.
>
We own and shape our future.
>
We create sustainable growth. 
For all.
Intertek Maison, Intertek’s Centre of Excellence dedicated to the luxury 
and premium industries, announced the launch of Maison Sessioni, a 
webinar series exploring the fashion world’s most pressing questions. 
The webinar discussed ‘How to choose sustainable materials’ in fashion 
and the fashion value chain – a key concern during the creative process 
for designers and materials research, in compliance for product 
managers considering quality and sustainability and, at the end of the 
design and manufacturing process, to final consumers.
Intertek’s Softlines business line launched an innovative Mask Label 
Program, a voluntary programme for Intertek customers who test their 
mask products at one of our PPE Centres of Excellence. The Mask Label 
Program will help support our customers by communicating the verified 
quality and performance attributes of mask products through an 
Intertek Mask Label.
Overleaf, we outline how the Board ensures that it has the right 
touch-points across the world for employees, regardless of their 
country or site, to engage. This ensures that their views are understood 
to provide the necessary feedback and data that the Board can then 
incorporate as part of its strategic decision-making process during the 
year to determine the impact of such decisions on our employees.

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Contents
Workforce engagement
Continued
Workforce engagement
Continued
Our engagement 
with our people
2021
–	
Our Build Back Ever Better ('BBEB') platform was 
launched internally in March 2021 and then externally 
in December 2021. It has been a huge success and the 
platform and all the related activities, including the 
global launch webcast from André Lacroix, which was 
attended by around 15,000 colleagues, have been 
warmly welcomed all over the world. This platform has 
also enabled the Board to directly see what issues have 
been highlighted by our colleagues and the issues that 
are of importance to them.
–	
The BBEB '10X Way!' 3.0 event which followed a 
global launch webcast, was an amazing success with 
six fully interactive workshops – each 90 minutes – 
being run by employees live across the world in 64 
countries with over 650 participants over three days. 
They provided an incredible forum for ideas and 
discussions with colleagues across Intertek.
–	
Virtual town halls were conducted 
across the world. In total, André Lacroix 
completed 35 town hall meetings 
covering most of the countries we 
operate in, and all the business lines we 
have in our portfolio, with a total live 
dial-in audience of around 12,500 
colleagues. Question and answer 
sessions were held to provide two-way 
communication and a method of further 
engagement.
–	
We engaged with our management personnel 
electronically to amalgamate their knowledge 
and experience to help towards the 
development of our five-year strategic plan 
by inviting them all to answer the following 
question: "What is the most important thing 
we need to do together to unleash the 
potential of the Company and seize the 
exciting growth opportunities ahead, as we 
Build Back Ever Better?"
–	
The responses were collated and it enabled 
us to enhance the development of our 
five-year strategic plan by encapsulating the 
knowledge and experience from individuals 
fully immersed in the day-to-day operation of 
our business lines.
–	
Our colleagues across the world continued to 
send in their short Hero story videos about how 
they or their team are bringing our purpose to 
life through their work. The videos are available 
to view on WhatsIn, our internal 
communications system.
–	
Virtual visits to our laboratories: the October 
overseas Board trip to Europe was held virtually 
and after a presentation by each local manager 
the Board were shown around the following 
laboratories:
–	
Kista (Sweden)
–	
Rotterdam (Netherlands)
–	
Yenibosna (Turkey)
–	
Fürth (Germany)
–	
Kaufbeuren (Germany)
–	
Melbourn (UK)
–	
Geleen (Netherlands)
–	
Udine (Italy)
–	
Florence (Italy)
–	
Davy Avenue (UK)
–	
Manchester (UK)
–	
Virtual meetings with colleagues within the 
business during 2021. The Chairman and 
Non-Executive Directors have virtually met 
20 leaders across the Group and had 
presentations on their areas of expertise at 
Board meetings throughout the year. The 
Board was particularly interested to hear 
feedback from our employees across the 
different locations.

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| Annual Report & Accounts 2021
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Contents
Workforce engagement
Continued
–	
Updates on the status of the pandemic across 
the world and information on our colleagues’ 
health and wellbeing using a ‘5-category’ 
system, with ‘net’ data to reflect the number of 
people in each category, excluding those who 
have now recovered/returned to work.
–	
The Non-Executive Directors undertook 28 
virtual visits to our laboratories engaging with 
our employees across the world.
–	
In May 2021, we gave our UK colleagues the 
opportunity to participate in a 'Learning at 
Work’ week, providing them with the 
opportunity to immerse themselves in lots of 
opportunities to contribute to, as well as learn, 
from their peers. One of the events was a 
webinar held via Microsoft Teams which was 
designed with the aim to help participants 
define and achieve their personal growth plans, 
as well as give them the opportunity to ask 
questions about careers and their development 
within the Group via a Q&A session with the UK 
HR Director at the end of the webinar.
–	
Intertek UK committed to Mental Health 
Awareness Week allowing our UK colleagues to 
dedicate time each day to focus on their 
wellbeing. To support this, daily content was 
made available in the form of videos and 
webinars on wellness topics, hints and tips to 
help be Kind to Your Mind, as well as resources 
to allow the continuation of their wellbeing 
journey.
–	
In 2021, two of our NEDs stepped down from the 
Board which saw the appointment of Tamara Ingram in 
December 2020 and Lynda Clarizio in March 2021, in 
their place. As part of their induction programme, both 
of the newly appointed NEDs virtually visited seven 
countries with presentations and tours by 26 
managers where they were introduced to many other 
colleagues during the tours. Their engagement with 
the local workforce aided their induction and allowed 
them to ask questions and understand any issues to 
then be encapsulated and addressed in Board 
discussions. The feedback was provided to the Board 
at the July Board meeting. 
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Our Heroes
In 2020, we introduced the Intertek Hero videos to build a sense of 
solidarity among our colleagues, recognise our people and to give real 
meaning to our Purpose: ‘Bringing quality, safety and sustainability to 
life’. These inspiring videos have enabled our people around the world to 
stay connected, feel united and recognise each other. During 2020, we 
published 100 videos from over 30 countries. This continued into 2021 
with a couple of examples outlined below:
Intertek Cambodia and China
Intertek’s Cambodia and China Hardlines and Inspection teams 
demonstrated 10X leadership to overcome challenges presented by the 
Covid-19 pandemic to provide unparalleled customer service to support 
one of our largest retail customers.
Intertek UK
One of our customers was made aware of a product quality issue and 
urgently needed assistance. The Caleb Brett team at our Immingham 
site responded and truly demonstrated their Inspirational Energy! With 
almost zero notice, they collected samples and coordinated analysis of 
each sample, with our team of chemist inspectors and lab technicians all 
being involved, working 24/7 to complete the analysis to ensure minimal 
disruption for our customer.
In action
What did we learn were the issues for 
employees during 2021?
The engagement with our colleagues highlighted four main areas of 
concern in 2021 as the pandemic continued:
"Will I continue to be safe at work?"
"What support is there to help 
with my wellbeing?"
"Will the pandemic affect 
my job security?"
"How do I know what is 
happening in our business?"
Workforce engagement
Continued
Rotterdam, 
The Netherlands
Tour of the Rotterdam 
laboratory by Chris Peirce, 
Managing Director, showing the 
various types of testing 
undertaken at the laboratory.
Fürth, Germany
Tour of the Hardlines, Softlines 
and Business Assurance 
laboratory by Holger Breins, 
General Manager Hardlines and 
Softlines DACH, and Jeniffer 
Calderon Giraldo, Lab Manager, 
demonstrating some of the 
analytical testing undertaken.
Melbourn, United Kingdom
Tour of the Chemicals & 
Pharmaceuticals laboratory by 
Derek Solomon, Site Director.
Udine, Italy
Tour of the Electrical laboratory 
by Arianna Fogar Regional 
Manager Southern Europe 
and France.

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What did we do?
Safety at work
To ensure the health and safety of all of our employees, protocols and 
measures were reviewed and updated to ensure the highest standards 
of control, hygiene and prevention were in place pre, during and 
post-lockdowns throughout the year across the world. Scientists and 
researchers continue to improve their understanding of this novel virus 
and we are reviewing studies as they are published, in order to evaluate 
and update our HSE policy against the latest intelligence and to try to 
anticipate what the mid- to longer-term impact on working practices 
and societies might be. Regular bulletins have been sent to employees 
as the requirements have changed in their country of work to continue 
to ensure that our employees are safe.
Hygiene control and prevention guidance
Hygiene measures were set out on posters to be displayed at all 
Intertek locations.
Employee support for wellbeing
We are conscious that the daily living routines for all continue to be 
disrupted causing additional anxiety, loneliness, stress and strain and 
some of our employees have been dealing with the loss of loved ones. 
The importance of still taking time off was recognised and employees 
were encouraged to take their holidays.
Our Intertek global wellbeing programme, Kindness, was introduced to 
support the wellbeing of all employees. Kindness is a personal 
experience that helps all employees make sure that they do the simple 
things that help build their own personal strength and resilience – to 
help re-energise, boost wellbeing and unleash our potential. Six spaces 
were developed and each of these six spaces of wellbeing are available 
to all employees as e-learning modules. The ten-minute modules 
introduce the theory and science behind each area of wellbeing, 
providing tips and suggestions on how to benefit and improve in that 
area, exercises and tools to apply, and information on where to find out 
more.
Every year, World Mental Health Day is observed internationally on 
10 October. To support our people, initiatives took place across Intertek, 
including the following:
In October 2021, Intertek Thailand and iStrong introduced an online 
counselling service programme as our first Employee Assistance 
Programme to support employees' mental wellbeing. The programme 
aims to offer support to employees in balancing the pressures of work 
with the needs of home and personal life. Employees can easily access 
the services via a website and the counselling services are provided by 
professional well-trained counsellors and are strictly confidential.
Throughout October, virtual wellbeing sessions were organised in the 
MENAP region, covering the following topics:
–	
Mental health;
–	
Yoga;
–	
Cancer awareness; and
–	
Health and Nutrition sessions.
The sessions included physical and mental activities with professional 
instructors to help our colleagues connect with their minds and souls, 
enlighten them about the importance of living a healthy lifestyle, and 
develop ways to use their power in a positive way.
Intertek South Asia organised a virtual wellbeing session on ‘Mental 
Health Matters’. The webinar covered the basics of mental wellbeing, 
relaxation exercises and self-help strategies to maintain wellbeing, 
warning signs of mental health decline, professional consulting advice, 
and ways to support someone going through a mental health crisis. The 
session also included time for detailed Q&A and feedback. The 
participants found the session relevant, informative, and useful, saying 
that they particularly appreciated the 'commonplace examples which 
made it interesting', 'detailed explanations', and tips on how to handle 
stress.
Through our Kindness programme, we will continue to support our 
colleagues’ wellbeing and ensure a safe and healthy work environment 
in which they can prosper.
Covid-19
The pandemic has brought much uncertainty into everyone’s lives, but 
we believe that society has changed and we are in the ‘new normal’ and 
are observing new trends and behaviours and demands for products 
and services that didn’t exist prior to the pandemic. Consumers want 
more sustainable products, supply chain simplicity, visibility and 
traceability of goods, new solutions for hygiene, health and wellbeing, 
as well as lower carbon emissions. Employers are being tasked with 
developing and providing new tech and virtual remote-working 
solutions. The world needs Intertek more than ever, with the unrivalled 
expertise of our people, our focus on delivering risk-based Total Quality 
Assurance solutions, and our proven track record of innovating and 
anticipating the growing needs of our clients as the world around them 
grows more complex. We provide mission-critical ATIC solutions to 
enable the world’s supply chains to operate fully and safely, given the 
increased expectations from all stakeholders to live in a better and 
safer society.
Workforce engagement
Continued
Social distancing guide in 
Portuguese
Handwashing instructions in 
Chinese
How to wear a face mask 
instructions
COMMENT MAINTENIR LA 
DISTANCIATION SOCIALE?
Évitez les 
poignées de 
main ou les 
accolades
Respectez la 
distance 
recommandée 
(1 mètre)
Évitez les 
regroupements
Organisez des 
réunions 
virtuelles même si 
vous êtes sur le 
même site
Lavez-vous les 
mains correctement
Portez un masque
sur l’ensemble des 
sites, dans les espaces 
communs et partagés 
et bureaux individuels 
et collectifs
Gardez vos distances 
avec les autres 
personnes dans les 
espaces communs 
(toilettes, espace de 
restauration, salles 
de réunion, etc.)
1 mètre
1
2
3
5
6
7
4


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Ongoing communication
2021 has been a year full of ups and downs, with the Covid-19 
pandemic and other challenges. In spite of these circumstances, our 
colleagues have been nothing less than extraordinary. An important 
part of engagement is to ensure that there is ongoing communication 
throughout the business with our colleagues. Our tool WhatsIn, our 
global communication platform, keeps our colleagues updated with the 
latest news across the world. André Lacroix, our CEO, also does global 
webcasts for the Full Year and Half Year results and sends a message to 
everyone in December wishing everyone a Happy Christmas. 
In July 2021, a video was featured on WhatsIn as a "Special thank you to 
all of you" outlining the fantastic achievements of our colleagues 
around the world. We have also encouraged sites to have family days, 
when safe to do so, so that their families also know more about Intertek 
and what we do as they form part of the larger Intertek family. Here are 
some of the family days which have taken place during the year:
Intertek Hong Kong held a Family Day, inviting the friends and families 
of over 20 of our colleagues to visit the Intertek Hong Kong Office at Lai 
Chi Kok, Kowloon. The day began with a lab tour. Friends and families of 
our colleagues visited the Electrical, Softlines and Toys & Hardlines 
laboratories where their parents work hard to achieve excellence. 
During the tour, they were able to learn more about the workplace 
where their loved ones work magic. After the tour, our co-workers and 
their families joined the fun booth games introducing BBEB.com, 
biodegradable textiles, e-toys, electrical safety and healthy food 
choices. Our colleagues worked together to solve puzzles for prizes, 
there was a prize wheel, photo booth, arts and crafts and so much more.
This is the first time I’ve experienced the 
place my husband works in. The opportunity 
to know more about my husband’s company, 
with the noble mission of Building Back Ever 
Better, really made me proud of Gary.”
Minami, wife of Gary Yu, Electrical Team
said the Family Day was an experience she will long cherish. 
Intertek Australia welcomed 150 special guests to the new Minerals 
Centre of Excellence in Perth for a Build Back Ever Better family day. 
Employees were given BBEB shirts and the children were presented 
with “I am 100% of the Future” shirts and a gift pack with colouring-in 
books and hats.
Their BBEB mural was coloured in by the children. 
Intertek Building & Construction York, Pennsylvania organised a BBEB 
Family Day at the laboratory where employees and family members 
gathered for a fun-filled day creating, sharing, and inspiring change for 
good. Attendees were encouraged to donate canned goods to be 
provided to the York County Food Bank to help others in need. The 
future generation spent the day decorating the lab with BBEB colouring 
book pages and enjoyed face paintings, a dunk tank, bounce house, 
snow cones, giveaways, lab tours, testing demonstrations and more! 
The facility tour included the Materials Testing Lab, Mock-Up/WOLF, 
Acoustics Testing Lab, Fire Testing Lab, and Missile Impact & Shocktube 
capabilities. All attendees were provided with a pamphlet giveaway that 
recognised Intertek’s BBEB initiative and encouraged individuals to join 
the conversation on inspiring change and recognising the progress 
being made at BBEB.com.
The day was both inspirational and energizing 
for each of us that attended because it gave 
us all a chance to showcase what we do to 
our kids, our families and our friends. It 
certainly brought our Purpose to life as it was 
quite clear that our children expect us to 
make the world a better, safer and more 
sustainable place for all.”
Vinu Abraham
VP, Operations, Building & Construction.
Workforce engagement
Continued

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Investor relations programme
Aimed at helping existing and potential investors 
understand the Group’s business model, strategy, 
financial performance and outlook. The programme is 
wide-ranging and includes events and roadshows 
throughout the year to update investors and sell-side 
analysts on the developments of the Group.
Board shareholder engagement
The Chair, following any engagement with shareholders, 
ensures that the Board as a whole has a clear 
understanding of their views. Intertek’s largest 
shareholders, representing 60% of the share register, 
are invited annually to meet with the Chairman to share 
their views and discuss any corporate governance 
matters. During April and May 2021, the Chair held five 
meetings with shareholders and discussed a range of 
topics including corporate governance, culture and the 
increasing focus on climate change. The feedback was 
presented and discussed with the Board at the May 
board meeting. Following the 68.74% vote in favour of 
the Remuneration Policy at the 2021 AGM, the 
Remuneration Committee consulted with shareholders 
on their reasons for voting against the Policy. See page 
136 for further information on the engagement with 
shareholders.
Resources
A wealth of information is available to investors in our 
Annual Report & Accounts, half year announcements 
and trading updates and Regulatory News Service 
announcements. These materials are available on our 
website and are supplemented by videos, webcasts and 
presentations.
Conferences
Executive Directors and the Investor Relations team 
attend industry conferences throughout the year, 
providing the opportunity to meet a large number of 
investors. Due to Covid-19, mostly virtual conferences 
took place.
Roadshows
Following the full-year and half-year results 
announcements, the Executive Directors and Investor 
Relations team held meetings with the principal 
shareholders. Due to Covid-19, most meetings took 
place online.
Feedback Forum
The Executive Directors and Investor Relations team 
receive regular feedback from sell-side analysts and 
investors during the year both directly and through the 
Group’s corporate advisers. The Group Company 
Secretary also receives feedback on governance 
matters directly from investors and shareholder bodies.
Annual General Meeting (‘AGM’)
The Board welcomes the opportunity to meet with both 
private and institutional investors at the AGM.
The 2022 AGM is currently scheduled to be held on 
25 May 2022 at 9.00 a.m. at the Marlborough Theatre, 
No. 11 Cavendish Square, London, W1G 0AN; however, 
we will keep under review any restrictions that may 
apply. The AGM provides the opportunity for all 
shareholders to ask questions of the full Board on the 
matters put to the meeting, including the Annual Report 
& Accounts.
All Board members attend the AGM and, in particular, the 
Chairs of the Audit, Nomination and Remuneration 
Committees are available to answer questions. The Board 
welcomes the opportunity to meet with both private and 
institutional investors at the AGM. The Company proposes 
a resolution on each separate issue and does not combine 
resolutions inappropriately. The Notice of the AGM is sent 
to shareholders by e-communications or by post and is 
also available at intertek.com.
Due to the unprecedented circumstances presented by 
the pandemic, and the uncertain local restrictions, the 
2021 AGM was held with the necessary quorum present 
at the Group’s Head Office and shareholders were able to 
safely participate and ask any questions at the AGM 
virtually using Microsoft Teams. The results of voting at 
the AGM were published on the Company’s website.
Investor and shareholder engagement
The Board is committed to 
maintaining an active and open 
dialogue with investors and sees 
this as an important part of the 
governance process. At each 
meeting, the Board receives a report 
from the investor relations 
department and analysts’ reports 
are circulated to the Directors when 
available. Feedback from meetings 
held between executive 
management, or the investor 
relations department, and 
institutional shareholders, is also 
communicated to the Board.
January
•	 Bank of America, SMID Virtual 
Cap Conference
•	 ODDO BHF Forum 2021
March
•	 Full year results 2020
•	 London, Edinburgh, Montreal, Chicago, Toronto, New York – Annual 
Results Roadshows
•	 Berenberg Virtual UK Corporate Conference 2021
•	 Jefferies Virtual Business Services Summit Conference
•	 Bank of America Securities ESG Consumer & Retail Conference 2021
April
•	 Kepler Cheuvreux Madrid Virtual Roadshow
•	 Bank of America Securities Milan Investors – Virtual
May
•	 Trading Statement
•	 AGM
•	 Jefferies Structural Winners Virtual Conference
June
•	 Jefferies Structural Winners Virtual Conference 
(continued from May)
•	 Numis PCFM Group Conference Call
•	 Barclays Testing, Inspection & Certification (‘TIC’) 
Virtual Conference
•	 Berenberg US Roadshow – Virtual
•	 Berenberg Non-Holder Roadshow – Virtual
•	 UBS Business, Leisure and Transport Virtual 
Conference 2021
•	 JPM China Summit
•	 Kepler Cheuvreux 2nd Digital Pan-European ESG 
Conference
July and August
•	 Half-year results 2021
•	 London, Edinburgh, Toronto, New York, US 
Mid-Atlantic, Chicago & Midwest – Interim 
Results (Virtual Roadshows)
September
•	 Berenberg Testing, Inspection & Certification 
Conference 2021
•	 Bernstein 18th Annual Strategic Decisions Conference
•	 Citi’s Small, Mid-Cap & Growth Conference 2021
•	 UBS Business, Leisure and Transport Virtual 
Conference 2021
October
•	 Jefferies 2021 UK Industrials Virtual Conference, London
•	 Stifel Virtual Roadshow Paris/Geneva
November
•	 Goldman Sachs: Carbonomics Conference
•	 Trading Statement
•	 Frankfurt Virtual Roadshow
•	 AGM Update Statement (website)
December
•	 Societe Generale – The Premium Review 2021 Conference
•	 Credit Suisse 11th Annual European Business Service Conference
•	 Berenberg European Corporate Conference London
•	 Jefferies Business Services Virtual Conference US West Coast

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There is a clear division of responsibilities between the running of the Board (a key responsibility of the Chairman) and the day-to-day running of the Company’s business (the responsibility of the CEO). 
These responsibilities have been formalised in writing.
The letters of appointment of the Non-Executive Directors, as well as the service agreements for the Executive Directors, are available for inspection at the Company’s registered office and at the 
Annual General Meeting (‘AGM’).
Chairman – Andrew Martin
Key responsibilities
–	
Leading and governing the Board to ensure its overall 
effectiveness in directing the Company.
–	
Assessing and monitoring the culture within the Company and 
ensuring that it aligns to the Company’s purpose and values.
–	
Ensuring that Directors receive accurate, timely and clear 
information to enable them to discharge their duties to promote 
the long-term sustainable success of the Company.
–	
Ensuring effective two-way communication between the Board, 
shareholders and key stakeholders.
–	
Communicating to all Directors the views, issues and concerns 
of major shareholders.
–	
Promoting a culture of openness and debate and facilitating 
constructive Board relations and the effective contribution of 
the Non-Executive Directors.
–	
Demonstrate objective judgement. 
Senior Independent Non-Executive Director – 
Graham Allan
Key responsibilities
–	
Providing a sounding board for the Chairman.
–	
Being available as an intermediary between the other Directors 
and shareholders if necessary.
–	
Leading the annual performance review of the Chairman.
–	
Being available to meet with shareholders and other 
stakeholders should they have any concerns that have not been 
resolved through the normal channels.
Chief Executive Officer – André Lacroix
Key responsibilities
–	
Proposing and agreeing the Group Strategy with the Board.
–	
Leading the day-to-day operations of the Group in line with the 
agreed strategy and commercial objectives.
–	
Promoting and conducting the affairs of the Company with the 
highest standards of ethics, integrity, sustainability and 
corporate governance.
–	
Managing the Leadership Team.
Group Company Secretary – Fiona Evans
Key responsibilities
–	
Supporting the Chairman in delivering Board and governance 
procedures.
–	
Advising the Board on all governance matters.
–	
Ensuring good information flows within the Board and its 
Committees.
–	
Facilitating induction and assisting with professional 
development as required.
–	
Developing and overseeing the systems that ensure that the 
Company complies with all applicable codes, in addition to its 
legal and statutory requirements.
–	
Facilitating access to independent professional advice at the 
Group’s expense.
Independent Non-Executive Directors
Key responsibilities
–	
To constructively debate and add value with respect to the 
proposals on strategy and risk management and offer specialist 
advice.
–	
Scrutinise and hold to account the performance of management 
and individual Executive Directors against agreed performance 
objectives.
–	
Reviewing the appointment and removal of Executive Directors.
–	
Allocating sufficient time to the Company to discharge 
their responsibilities.
Chief Financial Officer – Jonathan Timmis
Key responsibilities
–	
Managing the financial delivery and performance of the Group.
–	
Analysing the Company’s financial strengths and weaknesses 
and proposing corrective actions.
–	
Managing the finance, accounting and IT departments.
–	
Ensuring that the Company’s financial reports are accurate and 
completed in a timely manner.
–	
Overseeing the capital structure of the Company, and 
determining the best mix of debt, equity and internal financing.
Division of Responsibilities
Roles and responsibilities

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Division of Responsibilities
Continued
Independence
On appointment as Chairman of the Company on 1 January 2021, the 
Board assessed and agreed that Andrew Martin was independent in 
accordance with Provisions 9 and 10 of the Code. The Board continues 
to review the independence of the Non-Executive Directors, other than 
the Chairman, and considers that all of them continue to demonstrate 
independence in both character and judgement, are free from any 
conflicting interests and have independent oversight of governance 
and compliance. The Chairman is committed to ensuring the Board 
comprises a majority of independent Non-Executive Directors, who 
objectively challenge management and monitor performance for the 
benefit of all stakeholders. The Board determined that Lynda Clarizio 
and Tamara Ingram were independent in accordance with the Code upon 
their appointment to the Board. 
In accordance with provision 11 of the Code, at least half of the Board, 
excluding the Chair, are Non-Executive Directors whom the Board 
considers to be independent. 
The Board recognises the recommended term within the Code for 
Non-Executive Directors and the Chairman to ensure the progressive 
refreshing of the Board meets the evolving needs of the Company. More 
information on the succession plans of the Board, to ensure the 
appropriate combination of executive and independent Non-Executive 
Directors on the Board, is outlined in the Nomination Committee report 
on page 127.
Time commitment of Directors
The Board recognises the importance of all Non-Executive Directors 
having the necessary time to commit to the business of Intertek and, 
upon appointment, their letters of appointment stipulate the expected 
time commitment whilst acknowledging that this may vary depending 
upon the demands of the business and other events. All Directors made 
themselves freely available as required, even at short notice, in order to 
meet the needs of the business.
Procedures have been put in place and the Directors seek approval from 
the Board before accepting any additional external appointments. When 
assessing additional directorships, the Board considers the number and 
nature of external directorships already held by the individual and the 
expected time commitment for those roles. During 2021, the Board 
gave approval to Louise Makin and Lynda Clarizio for new appointments. 
Approval was granted as it was determined that the additional time 
commitment, taking into account their current overall responsibilities, 
would not have an effect on their commitment to Intertek as a 
Non-Executive Director. Prior to joining the Board, Tamara Ingram and 
Lynda Clarizio disclosed their current commitments and the time 
commitment involved. The Board was satisfied that Tamara and Lynda 
could provide sufficient time to discharge their duties as Directors of 
Intertek (see their biographies on page 103). As demonstrated, in the 
Board meeting attendance table, all Directors who were eligible to 
attend scheduled meetings attended every such meeting and every 
unscheduled meeting of which there were two. Tamara Ingram and 
Lynda Clarizio also spent additional time during 2021 for their induction 
into the business and more information on this is on page 124 in the 
Induction, Training, and Development section.
In addition to the scheduled Board meetings, there was frequent ad hoc 
contact between Directors to discuss the Group’s affairs and the 
development of its business. When required, the Board also met at short 
notice on a quorate basis. During 2021, two additional Board meetings 
were held to discuss acquisitions and all Directors were present at these 
meetings. 
Two meetings with the Chairman and the Non-Executive Directors, 
without the Executive Directors or management being present, are 
scheduled every year. The Chairman also maintains regular contact with 
the Senior Independent Non-Executive Director.
Where Directors have concerns about the operation of the Board or the 
management of the Company that cannot be resolved, the minutes will 
reflect this. No such concerns were raised during the year.
Directors’ conflicts of interest
The Board operates a policy to identify, authorise and manage any 
conflicts of interest to assist Directors in complying with their duty to 
avoid actual or potential conflicts. The Directors are advised of the 
process upon appointment and receive an annual refresher. Whenever 
any Director considers that he or she is, or may be, interested in any 
contract or arrangement to which the Company is, or may be, a party, 
the Director gives due notice to the Board in accordance with the 
Companies Act 2006 and the Articles.
The Conflicts of Interest Register is maintained by the Group Company 
Secretary and the Board undertakes an annual review of each Director’s 
interests, if any, including outside the Company. Any conflicts of 
interests are reviewed when a new Director is appointed, or if and when 
a new potential conflict arises. A formal process is also in place for 
managing such conflicts to ensure no conflicted Director is involved in 
any decision related to their conflict and, during the year, this process 
operated effectively.
Board members and attendance
Board meeting attendance during the year to 
31 December 2021
Board members
Scheduled 
meetings 
eligible to 
attend
Meetings 
attended
Andrew Martin (appointed Chairman 
1 January 2021) 
5
5
André Lacroix Chief Executive Officer
5
5
Jonathan Timmis (appointed 1 April 2021) 
Chief Financial Officer
4
4
Ross McCluskey (resigned 1 April 2021) 
Chief Financial Officer
1
1
Graham Allan 
Senior Independent Non‑Executive Director
5
5
Gurnek Bains Non-Executive Director
5
5
Lynda Clarizio (appointed 1 March 2021) 
Non-Executive Director
4
4
Tamara Ingram Non-Executive Director
5
5
Dame Louise Makin (resigned 30 June 2021) 
Non-Executive Director
2
2
Gill Rider Non-Executive Director
5
5
Jean-Michel Valette Non-Executive Director
5
5
Lena Wilson (resigned 31 January 2021) 
Non-Executive Director
0
0
100%
Attendance from all Board members

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Board appointments
The Board is committed to ensuring that it has the right balance of 
skills, experience, knowledge and diversity, taking into account the 
targets of the FTSE Women Leaders and Parker review, to lead Intertek 
in these complex and fast-moving times and deliver our strategy and 
TQA customer promise to be a force for good and make the world a 
better and safer place. More information on the appointment process to 
ensure that we have the right individuals who can inspire and provide 
passionate leadership to deliver our 5x5 strategy is outlined in the 
Nomination Committee report on pages 126 to 129.
Board skills, experience and knowledge
Induction, training and development
There is a full, formal and extensive induction programme which is 
tailored to ensure that Directors joining the Board are provided with the 
knowledge and materials to add value from an early stage. This is 
managed by the Chairman and the Group Company Secretary. During 
the year, Tamara Ingram, Lynda Clarizio and Jonathan Timmis received a 
wealth of background information on the Company and details of Board 
procedures, Directors’ responsibilities, various governance-related 
issues and strategy and priorities within the Group. The induction also 
includes a series of meetings with other members of the Board, senior 
members of management and external advisers and visits to our 
laboratories and sites. Due to the ongoing pandemic and restrictions on 
travel, a comprehensive programme of virtual visits to our operations 
was put in place. This enabled our new Directors to meet senior 
management across the Group and our colleagues working in the labs in 
China, Italy, Dubai, Germany, Turkey, the US and the UK over a period of 
seven days. The feedback from the new Directors was that this was 
one of the most professional and comprehensive induction programmes 
that they had received which gave a great insight into the business, 
operations and people. This process will continue to be kept under 
review, taking into account Directors’ feedback.
Ongoing and continual development is crucial to our Directors remaining 
highly engaged, effective and well informed. All Directors are kept up to 
date with information about Intertek’s business and there is an ongoing 
programme of information dissemination throughout the year. It is 
important that the Directors have an appreciation of the business, both 
in the UK and overseas. During the year, there were presentations from 
the Leadership Team to the Board and meetings have been held on 
regional strategy to increase the understanding of operations, 
opportunities and risks. Intertek is now required to ‘comply or explain’ 
against the Task Force on Climate-related Financial Disclosures ('TCFD') 
and these disclosures are outlined in this Annual Report & Accounts. 
PwC held workshops with management and the Audit Committee in 
June and July 2021 to explore these requirements in further detail.
The Company also encourages Directors to attend briefings and 
seminars offered by professional and commercial bodies in order to keep 
abreast of current legal and regulatory requirements, especially within 
their specialist fields such as audit or remuneration.
2021
Externally 
facilitated 
evaluation
2023
Internal 
evaluation
2022
Internal 
evaluation
Board, Committee and Directors’ evaluation
The effectiveness of the Board, and its Committees, is rigorously 
reviewed annually and an independent externally facilitated Board 
review is conducted every three years. The internal questionnaires are 
reviewed and updated annually to ensure that the right questions are 
asked and take into account changes in guidance and regulations.
The 2020 Board internal evaluation process was led by Sir David Reid, 
with the support of the Group Company Secretary, and entailed:
–	
the completion of detailed questionnaires by each Board member;
–	
discussions on the outcomes and recommendations with the 
Chairman and each Board member; and
–	
following discussion of the results of the evaluation the Board as 
a whole, identifying and agreeing areas for improvement – the 
strategy and strategic agenda having already been agreed at 
the Board.
For each Committee of the Board a similar process was undertaken. The 
Committee evaluations looked at ways in which they could improve 
their overall effectiveness, their performance and areas of improvement 
during the year. The outcome from these evaluations confirmed that 
the Committees were performing well and were appropriately 
constituted.
Following the 2020 Board evaluation, the findings from the internal 
evaluation continued to be positive with strong scores in the six 
categories that were evaluated. The findings from the evaluation 
recognised the continuing drive to be ‘ever better’ and living the Board 
promise which defines our work and purpose at Intertek. We identified 
areas where more discussion time would be helpful especially in the 
areas of strategy, customer insights and risk and these areas were 
included in the Board agenda for 2021 and the ongoing assessment 
and monitoring of culture within Intertek continued to be a focus for 
2021. During 2020 and continuing into 2021, as necessitated by the 
pandemic, we continued to hold virtual meetings and made the best use 
of the extensive tools we have in place to ensure engagement with our 
stakeholders, though physical meetings have now been taking place 
with the necessary health & safety protocols and only in line with local 
restrictions.
As planned, and recommended by the Code, the 2021 external 
evaluation process was facilitated by an independent third party, Equity 
Culture, under the direction of the Chairman. Equity Culture has no 
other connection to the Company and was appointed after a review of 
independent advisers in the field of formal Board evaluations.
The externally facilitated Board evaluation process, which considers the 
Board composition, diversity and how effectively members work 
together to achieve objectives, was led by the Chairman, with the 
support of Equity Culture and the Group Company Secretary, and 
entailed:
–	
the review and agreement of a questionnaire to be used at meetings 
with each Board member;
–	
one-to-one meetings with each Board member and the external 
evaluator;
–	
preparation of a report by the external evaluator;
–	
discussions on the Board evaluation outcomes and 
recommendations with the Chairman and CEO;
–	
discussion of the results of the evaluation with the Board as a 
whole; and
–	
the Board identifying and agreeing areas for improvement – the 
strategy and strategic agenda having already been agreed at the 
Board meeting in December 2021.
Composition, Succession and Evaluation

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The last external review undertaken in 2018 flagged the progress 
that had been made in a relatively short time since André Lacroix 
joined Intertek in 2015, especially given the scale, complexity and 
geographical spread of the business. André bringing clarity to Intertek’s 
purpose, mission, vision, values and strategy with the Board continuing 
on a journey from good-to-great, alongside that of the business. During 
the three years up to 2019, the focus had been on reshaping the Board 
and executive team, further refining and delivering the growth strategy 
and moving from a decentralised, entrepreneurial portfolio approach to 
a more integrated, customer-centric, company. Lastly, as with all good 
companies, the Board culture was to aim for best in class and also for 
continuing improvement which we call ‘Ever Better, Ever Stronger’. So, 
plans were implemented to push on in what we call our ‘journey areas’ 
such as sustainability, where we believed we could deliver for society at 
large and also our customers for whom we can provide our expertise 
and services in the key areas of sustainability. This included 
understanding views of our stakeholders, in particular focusing on 
engagement with our workforce, which was already a priority of our 
Board. As part of this, inter alia, we increased the number of site visits 
our Non-Executive Directors made to the businesses around the world 
as part of their monitoring of culture at ground level.
The key findings of this year’s external evaluation report are very 
positive as outlined below.
During recent years, a strong culture of high performance and high 
integrity with a clear sense of purpose has developed on the Board 
and throughout the Company. Great care has been taken, when adding 
new Board members, to ensure the right fit, culturally, and in terms of 
beliefs and outlook to build on the existing excellent chemistry and 
mutual respect on the Board. Lynda Clarizio and Tamara Ingram, both 
of whom were on-boarded during 2021, were very positive about the 
comprehensive induction process, noting the one-to-one meetings 
held with the CEO, the Board members and Senior Management Team 
followed by an around the world tour of Intertek including 2-hour 
presentations from all the main global leaders, virtual site tours and 
questions enabling the new Board members to experience the 
dynamics of the business.
The Board is very experienced, and this collective experience was an 
important factor in ensuring that the Board continued to be as effective 
throughout the pandemic as it had been before. This enabled the Board 
to continue to effectively discharge all of its responsibilities despite 
only having online meetings between March 2020 and up to December 
2021. The technology employed to hold online meetings is felt to have 
worked well and in particular, the online live tours of overseas sites 
enabled even more sites to be visited than normal. These tours were 
felt to be so valuable that, although they are not a substitute for 
in-person visits, they will continue to be used more extensively in 
future, enabling more sites to be visited.
The mechanics surrounding the Board and Committee meetings works 
extremely well with well-structured agendas. The clarity of the papers 
presented enables a complex business to be more easily understood 
and the papers are of a very high and professional quality. Due to online 
meetings taking place during the pandemic, there has been a little more 
emphasis on presentations. As more face-to face meetings now take 
place, there will be a return to a more discursive emphasis. 
The Board recognised the importance of the work to create the Board 
Promise to embody the role and purpose of all Board members in 
promoting Intertek’s purpose of bringing Quality, Safety and 
Sustainability to life and which informs the Board’s approach to its 
duties to all stakeholders. Around the Board table there is great pride 
in what Intertek does across the world for various stakeholders and in 
the work that our incredible colleagues perform daily to make the world 
a safer place with precision, pace and passion. 
The ‘People Agenda’, including talent development, retention, 
succession and employee engagement figures high on the agenda, 
even more so given the importance of the highly qualified employee 
base to the ongoing success of Intertek. Succession and talent planning 
is a very thorough and thoughtful process with twice-yearly discussions 
at the Board. 
André continues to bring a real sense of clarity and alignment to 
Intertek’s strategy and during the year the Board’s input and involvement 
is sought on the areas to be incorporated into the annual strategic review, 
with the most recent detailed discussion by the Board held last December. 
Against the backdrop of extensive opportunity for the industry, the 
discussions included a longer-term horizon, looking forward. 
Sustainability is very clearly part of Intertek’s DNA and the Board 
has great confidence in the Company’s environmental and social 
credentials with a sustainability moment now part of every meeting 
agenda. The Board will continue to consider whether a Board ESG 
Committee is required, but at present it is considered that the ESG 
agenda is so important, that it should be the responsibility of all of 
the Board. Governance overall is seen to be sound.
There is a real sense of community of purpose on the Board with great 
support and respect for the work André and the management team do 
in addressing challenges as they arise, most recently with the pandemic, 
and ensuring that the health and safety of our employees are always 
the number one priority. 
An internally-facilitated evaluation will be held in 2022.
Chairman and Director evaluation
The Non-Executive Directors, led by the Senior Independent Non-
Executive Director, conducted a performance review of Andrew Martin, 
who was the Chairman during 2021. They considered his leadership, 
performance and overall contribution to be of a high standard during 
the year.
Andrew Martin, the Chairman, met with each Director to discuss their 
individual contributions and performance, together with any training 
and development needs. Following these reviews, the Board remains 
satisfied that, in line with the Code, all Directors are able to allocate 
sufficient time to the Company to enable them to discharge their 
responsibilities as Directors effectively and that any current external 
appointments do not detract from the extent or quality of time which 
any Director is able to devote to the Company.
The Board recommends that shareholders should be supportive of their 
re-election to the Board at the 2022 AGM.
Group Company Secretary support
The role and responsibilities of the Group Company Secretary are 
outlined on page 122.
Composition, Succession and Evaluation
Continued

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| Annual Report & Accounts 2021
Intertek Group plc
Nomination Committee report
The need to keep the Board refreshed but at 
the same time maintain a knowledgeable and 
experienced team of Non-Executive Directors 
is crucial and forms a large part of the 
Committee's work."
Dear shareholder,
I am pleased on behalf of the Nomination Committee 
('Committee') to present the Committee's report 
for 2021.
The Committee continues to focus its discussions 
on reviewing the current experience and skills on 
the Board and the likely future needs in order to 
build up a total skills overview and identify any gaps; 
the outcome from the Board evaluation is also used 
to inform these discussions.
A priority is Executive and Non-Executive Director 
succession planning. During the year, we had the 
retirement of both Louise Makin and Lena Wilson as 
they completed nine years since their date of 
appointment as Non-Executive Directors. The need 
to keep the Board refreshed but at the same time 
maintain a knowledgeable and experienced team of 
Non-Executive Directors is crucial and forms a large 
part of the Committee’s work.
The Covid-19 global pandemic highlighted the 
importance of a cohesive and experienced Board to 
provide strength and resilience to help lead the Group 
through any crisis. It is also now vital that we have 
the right skills and expertise around the Board table 
to help support the business to seize the sustained 
long-term growth opportunities in our industry, as 
the pandemic has made the case for Total Quality 
Assurance clearer and stronger for our clients and 
we now expect the $250 billion global Quality 
Assurance market to grow faster post Covid-19. 
The Committee has demonstrated its ability to 
successfully identify the key characteristics 
required on the Board and in March 2021, Lynda 
Clarizio was appointed to the Board as a Non-
Executive Director. Lynda is a highly experienced, 
committed, and well-rounded businesswomen with 
a track record of outstanding leadership in her area 
of expertise and proven adaptability; Lynda is an 
excellent addition to the Board.
We also welcomed Jonathan Timmis to the Board 
as Chief Financial Officer in April 2021 and Ross 
McCluskey, the previous Chief Financial Officer, 
moved into an operational role within the Intertek 
Group with responsibility for Europe and Central Asia.
During the last two years, the Board and Senior 
Management team have demonstrated their 
versatility, adaptability and ability to react quickly 
to evolving challenges, whilst simultaneously 
navigating the Group through these unprecedented 
times with the strategy remaining core to the 
decision-making. Our colleagues at Board and 
management level have illustrated the defining 
characteristics we strive for in our Intertek leaders 
when carrying out succession planning, which in 
turn exemplifies the successful mechanics of 
the Committee.
Andrew Martin
Chair of the Nomination Committee
Andrew Martin
Chairman

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Membership of the Committee
During the year, we held two formal meetings. Attendance of members 
at formal meetings is shown in the table below. The Group Company 
Secretary attends all formal meetings of the Committee and the 
Committee invites the CEO and the EVP, Human Resources to attend 
meetings when the subject matter deems their presence appropriate.
Committee meeting attendance during the year to 
31 December 2021
Committee members
Scheduled 
meetings 
eligible to 
attend
Meetings 
attended
Andrew Martin (Chair)1
2
2
Graham Allan 
2
2
Gurnek Bains 
2
2
Dame Louise Makin (resigned 30 June 2021)
1
1
Lena Wilson (resigned 31 January 2021)
0
0
1.	
Appointed Chair of the Committee on 1 January 2021.
100%
attendance
Role and key responsibilities of the Committee
–	
Review the structure, size and composition of the Board and its 
Committees.
–	
Identify, review and nominate a diverse pipeline of candidates to fill 
Board vacancies1.
–	
Evaluate the balance of skills, independence, knowledge, experience 
and diversity on the Board and its Committees.
–	
Review the results of the performance evaluation process that 
relates to the composition of the Board and its Committees.
–	
Review the time commitment required from Non-Executive 
Directors.
–	
Review succession plans regularly. 
1.	
Neither the Chairman nor the CEO participates in the recruitment of their own successor.
The full Terms of Reference of the Committee, which were updated in 
2019, can be found on our website.
Committee responsibilities and how we met them in the year
Performance evaluation
As part of the annual Board evaluation, the Committee’s performance 
was evaluated by all Committee members and it was shown that the 
Committee continues to be able and effective in discharging its duties 
in accordance with its Terms of Reference and the requirements of the 
Code.
Board and Committee composition
During the year, we continued to monitor the composition of the Board 
and its principal Committees and the independence of our Non-
Executive Directors. We undertook our annual review of the Board’s 
effectiveness and composition. To ensure that the Board comprises a 
wide range of skills, experience and attributes, the Committee 
discusses and reviews extensively the experience, skills and behaviours 
required of future Directors, including the qualities of the individual 
required to ensure the right fit with the culture and style of Intertek.
The review concluded that the current composition of the Board and 
each Committee contained a good balance of skills, multi-industry 
sector and geographic experience, as well as diversity. The Committee 
also unanimously agreed, following the consideration of the 
independence of each Non-Executive Director, that each Non-
Executive Director continued to be independent in accordance with the 
criteria set out in the Code. The Chairman was independent upon 
appointment. 
Talent mapping, succession planning and senior management 
succession
We continue to focus our discussions on the different time horizons 
within our succession planning, including contingency planning for 
sudden and unforeseen departures, the orderly replacement of current 
Board members and senior management, and a longer-term view looking 
at the relationship between the delivery of the Group strategy and 
objectives and the skills needed on the Board now and in the future.
As part of our succession planning, the Committee initiated a search for 
a new Non-Executive Director. In addition to the specific skills, 
knowledge and experience deemed necessary, the role specification 
contained criteria such as competency and personal qualities that 
would be required for the position. The Committee also paid close 
attention to ensure that the candidate selected exhibited the right 
behaviours to fit the culture, values and ethics of the Group and would 
also be able to allocate sufficient time to the Company to discharge 
their responsibilities.
The Committee engaged Spencer Stuart, an external search agency 
with no other connection to the Company or its individual Directors, to 
assist with the selection process. An initial list of potential candidates 
was produced and shortlisted. The Committee members and the 
Chairman met separately with the shortlisted candidates, following 
which they agreed to recommend to the Board the appointment of 
Lynda Clarizio who was appointed to the Board on 1 March 2021. Lynda 
has over 20 years’ experience in the media industry and her significant 
experience in digital measurement and broader technology provides a 
strong addition to the current skills on the Board.
As outlined in the 2020 Annual Report & Accounts, in 2020, the Board 
approved the external appointment of Jonathan Timmis as Group Chief 
Financial Officer, taking over from Ross McCluskey. Jonathan then joined 
the Board on 1 April 2021.
Jonathan is a Fellow of the Chartered Institute of Management 
Accounting. He has had an exceptional career with some of the top 
companies in the world. At Reckitt Benckiser, Jonathan had a number of 
senior roles including CFO Health, Group Controller, Regional Finance 
Director for North America and Regional Finance Director for Southern 
Europe. Prior to his time at Reckitt Benckiser, Jonathan spent several 
years in senior finance roles with SAB Miller, including three years as the 
Finance Director of Royal Grolsch and also for its UK business. 
Jonathan’s early career in finance was with PricewaterhouseCoopers.
Ross McCluskey, who was appointed as Group Chief Financial Officer on 
22 August 2018, was appointed into an operational role as Executive 
Vice President Europe and Central Asia with effect from 1 April 2021. 
Throughout Ross’s tenure as Group Chief Financial Officer, the Group’s 
organisation capability significantly strengthened, as well as the cost, 
cash, control and performance management processes throughout the 
global finance function.
Following the Board changes previously discussed, subsequently there 
were a number of changes to the composition of the Committees of the 
Board: with effect from 1 January 2021, Andrew Martin stepped down 
as Chair of the Audit Committee in line with Provision 24 of the Code 
and Jean-Michel Valette was appointed Chair of the Audit Committee 
with immediate effect. Gill Rider and Lynda Clarizio were also appointed 
as members of the Audit Committee on 1 February 2021 and 1 July 
2021, respectively, and Tamara Ingram was appointed as a member of 
the Remuneration Committee on 1 July 2021.
With effect from 31 January 2021, Lena Wilson retired from her role on 
the Board after having served for nearly nine years from the date of her 
appointment as a Non-Executive Director. In addition, Louise Makin 
retired from the Board on 30 June 2021 having served for nine years 
from the date of her appointment. Throughout their tenure, they were 
both diligent and valued members of the Board and the Committees 
upon which they served, and we thank them for their enthusiasm, 
dedicated service and valuable contribution.
Nomination Committee report
Continued

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Board reappointments
Having come to the end of her second three-year term as Non-
Executive Director on our Board on 30 June 2021, Gill Rider’s 
appointment was reviewed. Following this review, the Board was happy 
to reappoint Gill for a final three-year term, until 30 June 2024.
Where the reappointment of a member of the Committee is being 
discussed, they are precluded from any involvement in the discussions. 
In the instance where the reappointment of the Chairman is being 
discussed, the Senior Independent Non-Executive Director would chair 
the Committee meeting.
Biographies for all of the Directors are available on pages 102 to 104, 
and a resolution for each Director will be proposed at the forthcoming 
AGM for their re-election.
Board evaluation
The process and findings of the external evaluation of the Board and 
the evaluations of each Committee and Director are outlined on pages 
124 to 125. An evaluation can determine whether there are any gaps in 
the skills and composition of the Board. Following the last evaluation, it 
was concluded that the Board, each Committee and each Director 
continue to perform effectively and contribute to the long-term 
sustainable success of Intertek. The outcomes and the actions taken 
from the evaluations undertaken in 2020 and 2021 are outlined on 
pages 124 to 125 and the feedback from the Board evaluation is taken 
into account when determining the key skills required for new Directors 
on the Board for the future. 
Diversity Policy
The Board and the Committee are committed to achieving a Board 
which embraces diversity in culture, gender, skills, background, regional 
and industry experience and other qualities to truly reflect the diverse 
nature of our business which operates in more than 100 countries. All 
of these factors are considered in determining the composition of the 
Board to ensure that we have the best people to lead Intertek, a leading 
Quality Assurance provider to industries worldwide.
In identifying suitable candidates to recommend for appointment to the 
Board, the Committee considers all candidates on merit, against 
objective criteria, and with due regard for the benefits of diversity on 
the Board to achieve the most effective Board possible.
Due to the strategic importance of talent mapping and succession 
planning to the long-term sustainable success of the Group, the Board, 
as a whole, discusses and supports succession planning in the 
Leadership Team and as part of that discussion review the diversity, as 
well as talent mapping across the Group in respect to Regional, Country 
and functional roles. 
Chairman and Non-Executive Director 
Appointment Process
This has enabled the Board to gather insights on the key success 
factors desired for senior roles within the Group and support in 
developing a diverse pipeline in order to drive the Group’s 5x5 strategy. 
The Leadership Team can be found on page 105.
Our policy on Board gender diversity, which is available on our website 
at intertek.com, supports the recommendations of the FTSE Women 
Leaders Review (formerly the Davies Review and Hampton-Alexander 
Review) (‘Review’), which encourages at least 33% representation of 
women on FTSE 350 boards and with the Parker Review ‘Beyond One 
by 21’, which recommended that FTSE 100 company boards should have 
at least one ethnically diverse Director by 2021.
We met and complied with both the targets outlined in the Review and 
the Parker Review by the end of 2020. As at 31 December 2021, we 
had three female Non-Executive Directors representing 33% female 
membership and one ethnically diverse Director on the Board.
The gender balance, ethnicity and geographical heritage of the Board 
as at the date of this report is set out in the diagrams on the next page. 
Also, one of our key performance indicators is to increase the proportion 
of women in senior leadership roles to 30% by 2025. Intertek's Inclusion 
& Diversity policy eliminates discrimination to ensure that employees 
are treated fairly and feel respected and included in the workplace, 
which is vital as our people are core to the delivery of the best service 
to customers and driving the strategy of Intertek. As at 31 December 
2021, as per the definition in the Code, the senior management gender 
balance was 17 male and three female and their direct reports were 
208 male and 69 female. Further details regarding gender balance 
across the Group is outlined on page 77 within this report.
The Committee continues to monitor the overall inclusion and diversity 
of Intertek’s leadership at Board and senior management level, to 
ensure the broadest range of leaders are considered for new 
appointments.
Nomination Committee report
Continued
Skills and Composition Review
The Committee reviews the structure and composition of the 
Board, in turn considering the balance of skills, experience, 
industry and geographic experience and knowledge, diversity, 
independence, cognitive and personal strengths of the current 
Board. When considering these factors, the Committee is 
mindful of attributes which are favourable to assist in the 
delivery of the Group’s strategy.
Creating the Brief
The Committee, following the skills and composition review, 
compile a brief for the vacant position which outlines 
favourable characteristics and attributes that they desire the 
appointed individual to hold. This brief is then shared with the 
chosen consultant who will utilise the brief to compile a list of 
suitable candidates.
Longlist and Shortlist Review
The appointed consultant presents an initial longlist of 
candidates. This list is then shortlisted using the brief as a 
guide to determine suitability.
Due Diligence
Once the candidates are shortlisted, initial interviews are held 
and the shortlist reduced further. The final candidates are 
invited to separate meetings with the Committee members and 
the CEO.
Recommendation
Once a preferred candidate is chosen, the Committee makes a 
recommendation to the Board to appoint the individual into the 
vacant position.

Male 
67%
Female 
33%
Board balance by gender
Executive Directors 
 
22%
Independent Non-Executive Directors 
78%
Board balance by independence
0-3 years 
33%
3-6 years 
45%
6-9 years 
22%
Board tenure
Europe 
56%
North America 
22%
Australasia 
11%
South East Asia 
11%
Geographical heritage
White 
89%
Asian 
11%
Board ethnicity
Intertek Group plc | Annual Report & Accounts 2021
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Nomination Committee report
Continued
In the FTSE Women Leaders Review 
(formerly the Hampton-Alexander 
Review) 2022, Intertek is ranked:
72 out of 98
FTSE 100 rankings for Women on Boards 
and in Leadership
Ranked 
34
of 48 in the Industrial Goods & Services 
sector across the FTSE 350
Skills and experience on the Board as at 31 December 2021
Director
Consulting
Risk 
Management
Customer 
Service/Care
People
Finance
International
Sustainability
Digital/
Technology
UK Listed 
Company 
Director
Previous/
Current CEO
UK NED 
Experience
Andrew Martin1
André Lacroix
Jonathan Timmis2
Graham Allan
Gurnek Bains
Lynda Clarizio3
Tamara Ingram
Gill Rider
Jean-Michel Valette
1.	
Appointed Chairman on 1 January 2021.
2.	
Appointed 1 April 2021.
3.	
Appointed 1 March 2021.
Board composition and diversity as at 31 December 2021

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Audit Committee report
I was delighted to welcome Gill Rider and 
Lynda Clarizio as members of the Committee 
on 1 February 2021 and 1 July 2021, 
respectively. Their combined extensive global 
business experience has brought valuable 
skills and insights to the Committee table."
Dear shareholder
On behalf of the Audit Committee (‘Committee’), I am 
pleased, as its new Chair, to present the Committee’s 
report for 2021.
I took up my current role with effect from 1 January 
2021 following Andrew Martin's move to become 
Chairman of the Board at the start of 2021. Since 
then, I have been delighted to welcome Gill Rider and 
Lynda Clarizio as members of the Committee on 
1 February 2021 and 1 July 2021 respectively, and to 
benefit from their combined global business 
experience around the Committee table. We were 
sad to lose the valuable contributions of both Louise 
Makin and Lena Wilson as members of the Committee 
when they retired as directors in June and January 
respectively. I would like to express my grateful 
thanks to both Louise and Lena for their service on 
the Committee.
This report aims to outline the activities and the 
responsibilities of the Committee, and is intended to 
provide shareholders with an insight into key areas 
considered in scrutinising the conduct of the 
business, its management and auditor, to protect the 
interests of our shareholders, the livelihoods of our 
employees, and the confidence of our customers and 
other stakeholders in the long-term financial 
strength of our Group.
As Chair of the Committee, I shall, as did my 
predecessor, make myself available to shareholders, 
especially at the AGM, to facilitate the answering of 
any questions that they may have around the scope 
of the Committee’s responsibilities as a whole, the 
Committee’s activities throughout the year, and any 
other questions that may arise from this report. 
However, as with many aspects of our business 
during the year, the priority for the 2021 AGM was to 
ensure our shareholders safety, making a physical 
meeting unsuitable but arrangements were put in 
place to ensure that shareholders were able to 
participate using Microsoft Teams and given the 
opportunity to ask the Committee any questions.
During 2021, whilst the Committee’s primary focus 
centred on the accuracy of the Group’s financial 
reporting, we have applied additional focus to assess 
the risk management and internal control framework, 
together with the additional work carried out to 
support the long-term viability statement. 
Regardless of the pandemic, Intertek’s business 
model remains resilient, but like other companies 
operating during these challenging times, we 
continue to support and closely monitor the financial 
results of the Group.
The Committee has also been monitoring the 
heightened scrutiny on the external reporting of ESG 
and more specifically sustainability and the effects 
of climate change on companies. Intertek is now 
required to ‘comply or explain’ against the Task Force 
on Climate-related Financial Disclosures ('TCFD') and 
these disclosures are outlined in this Annual Report 
& Accounts. Following the request of the Committee 
in February 2021, PwC held workshops with 
management and the Committee in June and July 
2021 to explore these requirements in further detail. 
As part of TCFD compliance, we have reviewed and 
approved management’s assessment of the physical 
and transitional environmental risks to the Group.
We advised the Board that the 2021 Annual Report & 
Accounts are fair, balanced and understandable and 
provides the necessary information for our shareholders 
to assess the Group’s position, performance, business 
model and strategy. The process of review is described 
in greater detail on page 134.
PricewaterhouseCoopers LLP (‘PwC’) completed their 
sixth full audit of the Group for the year ended 
31 December 2021. During the year, the Committee 
reviewed and agreed the independence and 
Jean-Michel Valette
Chair of the Audit 
Committee

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effectiveness of the audit process, in establishing positive relationships 
and providing a good level of service to the Group, even though due to 
the pandemic the majority of the work during 2021 was undertaken 
remotely, whilst seeking continual improvements in the audit of 
Intertek.
Throughout the year, the Committee also ensured that separate 
meetings with the CFO, Group Audit Director and the external auditor 
took place without management present in order to provide an open 
forum for any issues to be raised.
An external evaluation of the Committee was conducted during the 
year, and concluded that the Committee is effective in discharging its 
duties in accordance with its Terms of Reference and the requirements 
of the Code.
Jean-Michel Valette
Chair of the Audit Committee
Committee composition
The Board is satisfied that the Committee, led by Jean-Michel Valette, 
has the recent and relevant financial experience and competence 
relevant to the sectors in which Intertek operates, required by the Code. 
Jean-Michel, Gill and Lynda collectively possess the qualities which, 
when complemented by Jean-Michel's relevant Executive and recent 
extensive Non-Executive financial experience, including his current role 
as Chair of the Audit Committee of the Boston Beer Company in the US, 
enable an effective committee. Previous to his role at Boston Beer, 
Jean-Michel has been Audit Committee Chair of each of Sleep Number, 
Inc and Peet's Coffee & Tea Inc, where, in each case, he was designated 
Audit Committee financial expert. The Committee's collective 
experience in the roles of Chief Executive Officer, as well as other senior 
global positions, demonstrates their ability to oversee key risks, not just 
financial, as well as maintain the intellectual curiosity and the 
professional challenge needed to operate effectively as a committee.
During 2021, the composition of the Committee met the requirements 
of the Code.
Effective 1 January 2021, Andrew Martin stepped down as Chair of the 
Committee and Jean-Michel Valette took up his position. Following the 
retirement of Lena Wilson as a Director on 31 January 2021, Gill Rider 
was appointed a member of the Committee with effect from 1 February 
2021. Furthermore, following the retirement of Louise Makin as a 
Director on 30 June 2021, Lynda Clarizio was appointed a member of 
the Committee with effect from 1 July 2021.
Audit Committee report
Continued
On appointment, new Committee members receive an appropriate 
induction, consisting of meetings with senior management and the 
Group’s internal and external auditors, a review of the Terms of 
Reference, previous Committee meeting papers, minutes, and 
information on the Group’s financial and operational risks.
An overview of the background, knowledge and experience of the 
Committee Chair and each of the Committee members can be found on 
pages 102 to 104 and in the Notice of the AGM.
During the year, the Committee held four formal meetings. Attendance 
of members at meetings is shown in the table below.
Committee meeting attendance during the year to 
31 December 2021
Committee members
Scheduled 
meetings 
eligible to 
attend
Meetings 
attended
Jean-Michel Valette (Chair) (appointed Chair 
on 1 January 2021)
4
4
Lynda Clarizio (appointed 1 July 2021)
2
2
Dame Louise Makin (resigned 30 June 2021)
2
2
Gill Rider (appointed 1 February 2021)
4
4
Lena Wilson (resigned 31 January 2021)
0
0
100% 
attendance
Performance evaluation
The internal evaluation of the performance of the Committee was 
conducted during the year and entailed the completion of a detailed 
questionnaire by each of the Committee members, review and 
discussion of the results of the evaluation and identifying and agreeing 
areas for improvement. The Committee reviewed their functionality, 
members’ individual strengths and identified any additional training 
that may be beneficial. The review concluded that the timing of 
meetings and clear annual agenda worked well, the composition of the 
Committee was good with the two new members bringing fresh 
perspectives to the discussions, there was very thorough reporting by 
the Chair and the Committee to the Board and the meeting materials of 
a very good quality. It was shown that the Committee is able and 
effective in discharging its duties in accordance with its Terms of 
Reference and the requirements of the Code.
Committee responsibilities and how we met them in the year
The Committee has specific responsibilities delegated to it by the Board 
and the full Terms of Reference of the Committee can be found at 
intertek.com. The Group Company Secretary, the audit partner and 
members of his team attended all meetings held during the year. At the 
invitation of the Committee, the Chairman, CEO, CFO, Group Director of 
Financial Reporting and the Group Audit Director attended meetings. 
Other members of senior management were invited to attend the 
meetings as necessary.
The business of the Committee is linked to the Group’s financial 
calendar of events and the timetable for the annual audit. The table 
overleaf outlines what the Committee considered during 2021.
Financial Reporting
A principal responsibility of the Committee is to monitor the integrity of 
the financial statements of the Group, having regard to the matters 
communicated to us by the external auditor, and to measure the 
performance of the Group against the financial goals of our strategy. 
This is key for our shareholders and other stakeholders in order for them 
to understand the financial strength of the business.
In order to fulfil this responsibility, we reviewed the full-year and 
half-year results, as well as any formal announcements relating to the 
Group’s financial performance, prior to release. We also reviewed 
significant accounting policies and confirmed that it remains 
appropriate to report as a going concern.
Going concern
We received a detailed report from management with the approach 
taken to the going concern statement and viability statement which 
included the projected funding requirements, the facilities available to 
the Group, the sensitivity models used including an illustrative severe 
yet plausible downside scenario of a reduction of 30% to the base profit 
forecasts and the corresponding impact to cash flow forecasts in both 
2022 and 2023 and the review of principal risks and uncertainties 
undertaken.
The Committee reviewed the paper and challenged the assumptions 
with management and after making diligent enquiries, the Directors 
have a reasonable expectation, based upon current financial projections 
and bank facilities available, that the Group has adequate resources to 
continue in operation and meet its liabilities as they fall due over the 
period. This conclusion is based on a review and an assessment of the 
levels of facilities expected to be available to the Group, based on levels 
of cash held, Group Treasury funding projections, and the Group’s 
financial projections for a period to 31 December 2022. As disclosed in 
note 14 of the financial statements, equivalent borrowing levels are 
expected to be available at 31 December 2022. Note that $640 million 
of USPP debt was raised during December 2021 and will be drawn 
during Q1 of 2022. The proceeds will be used to repay US$140 million

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Audit Committee report
Continued
Committee's activities during 2021
February
May
July
December
Management Highlights 
Memorandum for the year ended 
31 December 2020
Intertek Assessment of PwC 
Effectiveness
Management Highlights 
Memorandum for the period ended 
30 June 2021
Accounting update paper for the 
year ended 31 December 2021
Viability Statement
PwC Audit Plan and strategy for the 
year ended 31 December 2021
Going Concern assessment
Internal controls update
Going Concern assessment
Internal Audit Report Q1 2021
PwC Interim review findings for the 
period ended 30 June 2021
Group Risk Process and Viability 
Statement basis of preparation for 
the year ended 31 December 2021
Letter of Representation to PwC 
and Statement of Directors’ 
Responsibilities for the year ended 
31 December 2020
Treasury policy update
Letter of Representation and 
Statement of Directors’ 
Responsibilities for the period 
ended 30 June 2021
Core Mandatory Controls and 
Assurance Map update
PwC report to the Committee for 
the year ended 31 December 2020 
and independence confirmation
Private meeting without 
management with the Group Audit 
Director 
Draft 2021 Half-Year Results
Non-audit fee update
Draft 2020 Full-Year Results
Internal Audit Q2 2021 update, 
draft 2022 audit plan and 
organisation update
PwC pre-year end accounting and 
controls update
Policy for engagement of External 
Auditors, spend for 2020 and 
pre-approval of non-audit activities 
for the year ended 31 December 
2021
Private meetings without 
management with (i) PwC and then 
(ii) the CFO
Internal Assessment of Internal 
Audit effectiveness
Internal Assessment of Internal 
Audit Effectiveness
Internal Audit Report H2 2021
Internal Audit Report Q4 2020
Internal Audit Plan for 2022 and 
Internal Audit Charter
2021 Rolling Committee Agenda
Private meetings without 
management with Group Audit 
Director 
2020 Evaluation of the Committee 
Committee Terms of Reference
Private meetings without 
management with (i) PwC and then 
(ii) the CFO
of senior notes that matured in January 2022 and SAI Acquisition 
Facility B drawings of AU$264 million and US$291 million in March 
2022. Following the recommendation of the Committee, the Board 
continues to consider it appropriate to adopt the going concern basis in 
preparing the Group’s financial statements (as disclosed in note 1 of the 
financial statements on page 179) and has approved the long-term 
viability statement as set out on page 44.
External auditor
The appointment, review and relationship with the external audit firm 
and the annual review of the effectiveness of the external audit is a 
responsibility that is delegated to the Committee.
The Committee monitors and reviews the independence and objectivity 
of the external auditor and reviews the effectiveness of the external 
audit process. The Committee also considers and makes 
recommendations to the Board, to be put to shareholders for approval 
at the AGM, in relation to the appointment, reappointment and removal 
of the Group’s external auditor. It ensures that at least once every ten 
years the audit services contract is put out to tender to enable us to 
compare the quality and effectiveness of the services provided by the 
incumbent auditor with those of other audit firms.
A transparent and independent audit tender process was completed in 
2015 and PwC have been the Group’s auditors since May 2016. In line 
with current regulation, the Group is required to put its external audit 
process out to tender again in 2025–2026. In May 2021, Ian Chambers 
stepped down from his role as the Audit Partner after serving as the 
Audit Partner since May 2016, and Graham Parsons was appointed as 
the new Audit Partner. Graham attended his first committee meeting in 
May 2021, and an extensive induction took place to ensure a smooth 
uninterrupted handover from Ian Chambers. The induction included 
visits to many Intertek locations both in person and remotely using 
technology.
The independence of the external auditor is critical for the integrity of 
the audit. The Committee sought confirmation from the auditor that 
they are fully independent from the Group’s management, are free from 
conflicts of interest and have assessed the nature and level of 
non-audit fees paid to PwC and have determined that PwC are fully 
independent.
Effectiveness of the external audit process
The Committee conducts an annual review to assess the independence 
and objectivity of the external auditor and the effectiveness of the 
audit as part of the year-end process. This process is conducted in three 
parts as outlined on the next page:

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1.	 PwC presents to the Committee its approach to safeguarding and 
maintaining the quality and independence of their audit of the Group 
and their auditors, including addressing any risks they face in 
maintaining audit quality across their network. This is an extensive 
report covering all aspects of the audit from the scope of work, 
reporting the outcomes of findings, the key audit matters, fraud and 
investigations, intercompany transactions, treasury, key risks, going 
concern and IT environment. Each aspect is reviewed and debated 
with the auditors. The Committee was satisfied that the audit was 
extensive, sufficiently challenging and robust. 
	
Following the completion of PwC’s 2020 audit, the Committee was 
informed that the Audit Quality Review function of the Financial 
Reporting Council had chosen the Group’s audit for its review. The 
Committee has received a copy of the review and was pleased to 
note that it did not identify any key findings and only a limited 
number of improvements were required.
2.	 The views of management and the Directors on PwC’s service, level 
of challenge, and application of professional judgement are obtained 
via a questionnaire, and subsequent follow up as necessary. The 
feedback is then presented to the Committee.
3.	 The key findings and recommendations from both processes, together 
with any form of appropriate external valuation such as feedback 
from shareholders and the FRC Audit Quality Inspection Report then 
form the basis of the assessment of PwC’s effectiveness, together 
with the Committee’s experience of dealing with PwC during the year.
The responses to the annual appraisal questionnaire were collated and 
incorporated into the planning process for the following areas: Planning, 
Fieldwork and Reporting.
Following this review, the Committee considered in detail the feedback 
received from a selection of Intertek personnel, including Committee 
members, group functions, regional finance teams and country finance 
managers. The feedback scores from the survey demonstrated an 
increase in the scores compared with prior year for two of three 
sub-categories of Planning and Fieldwork. The overall perception of 
PwC’s effectiveness remains positive, with 97% of respondents either 
agreeing or mostly agreeing with the statements outlined in the 
questionnaire. Overall, the audit went smoothly particularly given the 
challenge of performing the audit remotely in many locations. Indeed, 
several respondents commented that there were efficiencies gained 
from this approach with meetings becoming more targeted and 
focused. The audit findings and the areas to improve were discussed at 
the May 2021 Committee meeting and PwC effectively addressed 
questions and challenges provided by Committee members.
The Committee concluded, at the meeting held in May 2021, that PwC 
remained independent and that, overall, PwC had completed a robust 
and fit-for-purpose audit process across the Group with a satisfactory 
level of resources.
The effectiveness of the 2021 audit of the Group will be reviewed by 
the Committee in May 2022.
Audit and non-audit fees
The Group has set out a policy on the provision of non-audit work by 
the external auditor consistent with the 2019 Ethical Standard issued 
by the FRC and it is designed to ensure that the provision of such 
services does not create a threat or compromises the external auditor’s 
independence and objectivity.
The policy outlines in detail the services that the external auditor 
cannot provide including tax services, services that involve playing any 
part in the management or decision-making of the audited entity 
amongst others. It identifies certain types of engagement that the 
external auditor shall, subject to the audit cap, be permitted to 
undertake, including with respect to audit-related services such as 
reporting required by law or regulation to be provided by an auditor, 
reviewing interim financial information, reporting on regulatory returns, 
reporting to a regulator on client assets and reporting on government 
grants. With respect to non-audit services, the policy outlines the 
services that can be provided by the external auditor as required by law 
or regulation and are exempt from the non-audit fee cap.
In the event that an engagement for non-audit services arises, the policy 
is designed to ensure that the external auditor is only appointed where it 
is considered to be the most suitable supplier of the service and the 
necessary prior approvals have been given in accordance with the policy.
The Committee annually reviews and re-approves the framework of 
permitted non-audit services as set out in the policy, taking into 
account any changes in legislation and best practice. PwC also provides 
an update on the spend for non-audit services twice a year. For 2021, 
the Committee pre-approved a total non-audit spend of £250,000.
As per the policy, all non-audit services have to be approved by the CFO, 
and in the event that the pre-approved limit is exceeded, the Committee 
Chair and the CFO have to approve an increase to the pre-approved 
limit. In 2021, this process operated effectively.
A summary of the fees paid for non-audit services is set out in the next 
column. The majority of the non-audit fees related to a review by PwC 
of the Interim Results announcement, which is deemed a non-audit 
service. This was considered appropriate as PwC also audit the full-year 
results.
Further information is contained in note 4 to the Financial statements 
on page 184.
Audit fee breakdown for services provided by PwC in 2021
2021
£m
2020
£m
Total non-audit fees
0.1
0.2
– audit-related services
0.1
0.2
– tax services
–
–
– other non-audit services
–
–
Audit fee
4.7
4.8
% of audit fee
2%
4%
The Statutory Audit Services for Large Companies Market 
Investigation (Mandatory Use of Competitive Tender Processes 
and Audit Committee Responsibilities) Order 2014 (‘CMA Order’) 
– Statement of compliance
The Group confirms that it complied with the provisions of the CMA 
Order for the financial year under review.
Internal audit
The Group has an Internal Audit function, whose activities are overseen 
by the Committee, which provides assurance over compliance with the 
Group’s framework of financial CMCs.
The Committee monitors and reviews the effectiveness and resources 
of the Internal Audit function. To this end, the Committee approves the 
Internal Audit programme and charter for the year. The Committee 
reviews the internal audit reports and monitors management’s 
responsiveness to the findings and recommendations of the Group 
Audit Director, as well as approving the appointment and removal of the 
Group Audit Director as appropriate. The Committee noted that, despite 
the ongoing pandemic, the Internal Audit team had completed the full 
programme of audits planned for the year. When reviewing the 
summary findings, management responses, progress against audit 
recommended improvement plans and average compliance scores, the 
Committee were satisfied that the Internal Audit function continued to 
work effectively and focus its activities in the areas with most need.
Independent review of effectiveness
An independent review of effectiveness, which is generally carried out 
every three years, was undertaken by Grant Thornton in 2019. Their 
approach considered four key areas: Performance, Planning, People and 
Positioning. The review concluded that Internal Audit is a valued 
function of the business and that their role in defining expectations 
and improving compliance with the financial CMCs is widely 
acknowledged. They further concluded that the function exhibits a 
number of areas of good practice, in particular in the continuous 
improvement agenda of the team, as well as their innovative processes 
and reporting. The report also highlighted that the remit of the Internal 
Audit Committee report
Continued

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Audit role could evolve and expand in the future. Given dislocations due 
to Covid-19, the next review of effectiveness will be in 2023.
In 2021, the Committee:
–	
Oversaw the independence of Internal Audit by maintaining a direct 
independent reporting line between the Group Audit Director and 
the Committee Chair, and by meeting with the Group Audit Director 
without the presence of management.
–	
Approved the audit plan aimed to ensure that all significant businesses 
have received multiple audits considering the ongoing impact of 
Covid-19 on the ability to undertake internal audits. The Committee 
gave due consideration to local Government Covid-19 regulations in 
each country and reviewed the audit plan accordingly with internal 
audits outside of the US and China being carried out remotely. 
–	
Reviewed reports on internal audit activities including overall progress 
in delivering the plan and summaries of each audit performed, with 
commentary on compliance with the financial controls framework, 
areas of good practice and areas for improvements. The Committee 
has noted a steady improvement in audit scores over the period since 
the introduction of the Core Mandatory Controls framework.
–	
Monitored management progress on addressing audit actions.
–	
Reviewed the annual assessment on the effectiveness of the Group 
Internal Audit function which included feedback from key business 
stakeholders. An action plan for areas of improvement was approved.
The Committee satisfied itself that the quality, experience and 
expertise of the function is appropriate for the business. 
Fair, balanced and understandable assessment
The Code depicts that through its financial reporting, the Board should 
provide a fair, balanced and understandable assessment of the Group’s 
position and prospects. We, at the Board’s request, reviewed the 2021 
Annual Report & Accounts to determine whether, taken as a whole, the 
report meets the standard prescribed, whilst simultaneously providing 
shareholders with the necessary information to facilitate their assessment 
of the Group’s position, performance, business model and strategy.
In justifying this statement, the Committee has considered the robust 
process that underpins it, which includes:
–	
clear guidance and instruction given to all contributors, including at 
business line level;
–	
revisions as a result of regulatory requirements monitored on a 
regular basis;
–	
pre year-end discussions held with the external auditor in advance 
of the year end reporting process;
–	
pre year-end input provided by the senior management team and 
from corporate functions;
–	
a verification process dealing with the factual content of the reports 
to ensure accuracy and consistency;
–	
comprehensive review by the senior management team to ensure 
overall consistency and balance;
–	
review conducted by external advisers and the external auditor on 
best practice with regard to the content and structure of the Annual 
Report & Accounts;
–	
review and consideration of the financial statements by the 
Committee; and
–	
final sign-off by the Board.
Internal control and risk management systems
A key focus for the Committee is to monitor throughout the year and 
keep under review the adequacy and effectiveness of the internal 
financial controls and the internal control and risk management and 
assurance systems across Intertek. 
‘Doing Business the Right Way’ is at the heart of what we do and is a 
key enabler of our 5x5 strategy for growth. The Intertek Core 
Mandatory Controls (‘CMCs’) are an integral part of ‘Doing Business the 
Right Way’, and provide the mechanism by which we define, monitor and 
achieve consistently high standards in our control environment 
throughout the whole organisation. At the end of the year, the 
Committee undertook a review of the effectiveness of the CMCs and 
Assurance Map to ensure that they continued to be fit for purpose. 
Where non-compliances with the current CMCs were identified in the 
2021 internal audit review process, remediation plans have been put in 
place. For 2022, the effectiveness of the process was reviewed and 
there were additional controls introduced to address the areas for 
improvement identified in 2021. The new controls for 2022 relate 
primarily to areas of finance control improvement identified during 
2021 and data and IT asset security and IT/systems access rights. 
Training on the financial CMCs is mandatory for all finance team 
members, with certification for successful completion of scenario-
based test questions.
In order to provide assurance that the Intertek controls and policy 
framework is being adhered to, a self-assessment exercise is 
undertaken across the Group’s global operations. This exercise is 
reviewed and refreshed each year to align to the updated control 
framework and to support the continued development of the Group’s 
control environment. An online questionnaire requesting confirmation 
of adherence to controls: financial, operational, HR and IT is sent to all 
Intertek operations. Where corrective actions are needed, the country is 
required to provide an outline and a confirmed timeline. The results are 
used as an input for the Internal Audit and Compliance Audit assurance 
work for 2022.
Self-assessment responses are consolidated for review at a regional 
level, with further review and sign-off of the consolidated self-
assessments in the regional risk committees, before a final consolidated 
CEO and CFO review. A final summary assessment is provided to the 
Committee. The self-assessment exercise has been reviewed during the 
year to ensure global coverage and to reflect Intertek’s operational and 
financial structure, and in order to enhance the alignment of the 
self-assessment to the assurance process.
We annually review and approve the statements to be included in the Annual 
Report & Accounts to ensure they remain relevant to the Group's strategy and 
operations as well as complying with any regulatory requirements. A detailed 
verification programme also provides assurance to the Committee and the 
Board when checking that all the statements made in the Annual Report & 
Accounts are accurate. Intertek’s Manual of Accounting Policies and 
Procedures is issued to all finance staff giving instructions and guidance on all 
aspects of accounting and reporting that apply to the Group. More 
information on the risk governance and management system and processes is 
outlined on pages 167 to 169. The Committee can confirm that it reviewed 
the Group’s internal controls and risk management systems and concluded 
that there was an effective control environment in place across the Group 
during 2021, and up to the date on which these financial statements were 
approved. No significant failings or weaknesses were identified.
Further information on how Intertek has implemented an end-to-end
integrated approach to risk, control and compliance is outlined on pages
167 to 169.
Whistleblowing and fraud
We reviewed the adequacy and security of the Group’s arrangements for 
its employees and contractors to raise concerns, in confidence, about 
possible wrongdoing in financial reporting or other matters ensuring that 
these arrangements allow proportionate and independent investigation 
of such matters and appropriate follow-up action. We are advised of any 
significant notifications from the whistleblowing hotline and updated on 
the investigations undertaken, conclusions and actions taken.
In addition, we review the Group’s systems and procedures for 
detecting fraud, the prevention of bribery and receive regular reports 
on non-compliance and keep under review the adequacy and 
effectiveness of the compliance function.
Significant issues considered by the Committee
In preparation for each year end, the Committee reviews the significant 
accounting policies, estimates and judgements to be applied in the 
financial statements and discusses their application with management. 
The external auditor also considers the appropriateness of these 
assessments as part of the external audit. The Committee’s views, 
comments and their insights are used to inform the processes and 
approach taken by management in all areas of significant risk, thus 
facilitating a Group-wide consistent and prudent approach.
In accordance with the Code, the external auditor prepares a report for the 
Committee on both the half-year and full-year results, which summarises the 
approach to key risks in the external audit and highlights any issues arising out 
of their work on those risks, or any other work undertaken on the audit.
Audit Committee report
Continued

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During the year, the Committee reviewed and considered the following estimates and areas of judgement to be exercised in the application of the accounting policies:
Area of Judgement
Committee comment
Claims
From time to time, the Group is involved in various claims and lawsuits incidental to the ordinary course of business. The Committee considered the claims provision 
which reflects the estimates of amounts payable in connection with identified claims from customers, former employees and others. The Committee noted that once 
claims have been notified, the finance teams liaise with the business to determine whether a provision is required, based on IAS 37 Provisions, Contingent liabilities 
and Contingent assets (‘IAS 37’).
The level of provision is subsequently reviewed on a regular basis with the Group General Counsel, taking into account the advice of external legal counsel. 
The Committee, following assurance from management and review of the position by the external auditor, considered and agreed that the claims provision, and 
associated disclosures, were appropriate given the size and status of claims reported.
Taxation
The determination of profits subject to tax is calculated according to complex laws and regulations, the interpretation and application of which can be uncertain. In 
addition, deferred tax assets and liabilities require judgement in determining the amounts to be recognised, with consideration given to the timing and level of future 
taxable income. The main areas of judgement in the Group tax calculation are the expected central tax provisions for the full year, including provisions related to 
transfer pricing risk, and the recognition of the UK deferred tax asset.
Twice a year, the Committee receives a report from management providing an evaluation of existing risks and tax provisions which is reviewed by the Committee. 
The Committee also considered reports presented by the external auditor before determining that the levels of tax provisioning were appropriate.
Revenue Recognition 
IFRS 15 Revenue from contracts requires an entity to recognise revenue in a way that shows the transfer of goods/services promised to customers is an amount that 
reflects the expected consideration in return for transferring control of those goods or services to the customer. 
The Committee reviewed the work completed regarding revenue and taking into account the views of the external auditor, agreed that the treatment was 
appropriate. 
Acquisitions and fair value accounting
The Committee was advised of the approach taken to acquisitions made in 2021 where their related fair values have been recognised on a provisional basis. Such 
provisional amounts are subsequently finalised within the 12-month measurement period, as permitted by IFRS 3. Details of acquisitions in 2021 are set out in note 
10 on page 192.
The Committee, following assurance from management and review of the position by the external auditor, was satisfied that the treatment was appropriate.
Impairment of Goodwill and other acquired 
intangible assets
The Group is required to make judgements to estimate the fair value of assets and liabilities acquired; in particular, the amounts attributed to intangible assets such 
as titles, brands, acquired customer lists and associated customer relationships. These judgements impact the amount of goodwill recognised on acquisitions. As 
outlined in note 9 the Group has £1,241.4m of Goodwill which has arisen on acquisitions. An impairment assessment is required at least annually in respect of this 
amount.
The Committee noted the update as at the year end and, taking into account acquisitions made during the year, and after seeking confirmation from the external 
auditor, agreed the disclosure in note 9 on pages 189 to 192.
Accounts receivables and accrued income
The Group takes a prudent approach to provisioning of accounts receivable and accrued income balances in-line with IFRS 9, Financial Instruments.
The Committee noted the update as at the year-end and, considering the views of the external auditor, agreed that the Group’s provision was appropriate.
Consideration of Climate Change
Mandatory TCFD reporting for premium listed entities has driven significant momentum regarding climate change related disclosures. The Group has set out its 
consideration of climate change in respect of an impact on the financial reporting judgements and estimates arising from our assessment of climate change on the 
Group as a whole.
The Committee reviewed the approach taken to consider the impact of climate change and the disclosures on pages 50 to 54 and taking into account the feedback 
from the external auditor agreed the approach taken and the related disclosures. 
Pensions
The Group operates a number of post-employment plans. In most locations, these are defined contribution arrangements. However, there are defined benefit 
schemes in the United Kingdom and Switzerland.
Having considered advice from external actuaries and assumptions used by companies with comparator plans, the Committee agreed that the assumptions used to 
calculate the income statement and balance sheet assets and liabilities for post-employment plans were appropriate (see note 16).
Following reviews and discussions throughout the year of all the relevant papers presented and after considered discussion with management and the external auditor, the Committee had an understanding of the business 
rationale for transactions and how they were being recorded and disclosed in the financial statements, and therefore agreed that the estimates and areas of judgement exercised by management were appropriate.
Audit Committee report
Continued

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Remuneration Committee report
The Board is confident that remuneration at 
Intertek is aligned to the overall stakeholder 
experience with the results reflecting the 
strong performance during 2021."
Dear shareholder, 
I am delighted to present our Remuneration 
Committee report for the year ended 31 December 
2021. 
Business context
The pandemic has brought to life as never before the 
importance of Intertek’s role in society, and we 
continue to invest in new opportunities to help 
foster a better and safer world for all post-Covid-19. 
With our industry leading capability and expertise, 
innovation and insight, Intertek is uniquely 
positioned to seize these compelling growth 
opportunities. The Group has continued to 
demonstrate the effectiveness of our long-term 
‘5x5’ differentiated strategy for growth in 2021, and 
this is reflected by our strong progress made in the 
year: 
–	
Revenue of £2,786.3m: +6.5% at constant rates 
and +1.6% at actual rates 
–	
Robust LfL revenue growth of 5.6% at 
constant rates: Products: +7.6%, Trade: +3.0%, 
Resources +1.7%
–	
Broad-based LfL revenue growth and record 
operating profit and margin in H2
–	
Double-digit adjusted operating profit growth 
of +15.4% at constant rates and +10.8% at 
actual rates
–	
Statutory operating profit of £433.2m, up 19.6% 
YoY at constant rates 
–	
Strong adjusted operating margin of 17.0%: 
+130bps at constant rates and +140bps 
at actual rates
–	
Double-digit adjusted diluted EPS growth 
of +16.8% at constant rates and +11.6% 
at actual rates 
–	
Strong cash conversion delivered free cash flow 
of £401.8m; financial net debt of £733m, 
1.1x EBITDA
–	
Sustainable returns to shareholders with FY21 
dividend of 105.8p in line with 2019 and 2020
2021 AGM voting
At the 2021 AGM, we put forward a revised 
remuneration policy for shareholder approval, with 
the primary changes being (i) a reduction of the 
CEO’s pension from 30% of salary to 5% of base 
salary, and in line with that commitment it will reduce 
to 20% this year; (ii) significantly increasing the 
shareholding requirements for our executives; (iii) 
introducing post-cessation shareholding 
requirements in line with best practice; and (iv) 
increasing the maximum LTIP award for the CEO from 
250% to 300% of salary. Whilst shareholders 
provided positive feedback during consultation, the 
Committee is mindful that only 68.7% felt they were 
able to support the remuneration policy resolution at 
the 2021 AGM.
Reflecting on the vote, we again engaged with 
shareholders to allow them to express any concerns. 
We learnt that, whilst our shareholders welcomed the 
reductions being made to the CEO’s pension 
arrangements, some of them were concerned that 
the reductions were being made over a five-year 
time period. We also received feedback that 
shareholders would like to see the introduction of 
ESG measures into our remuneration framework.
The Remuneration Committee (the 'Committee') 
intends to engage with shareholders and discuss 
how we continue to apply the Remuneration Policy. 
The Remuneration Committee would also like to 
thank our shareholders who took part in the 
engagement process and values the feedback and 
insights we have gained.
Gill Rider
Chair

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Pay for performance in 2021
For 2021, Executive Director incentive awards were based purely on 
financial performance. As set out earlier in the Annual Report & 
Accounts, in an external economic environment that continues to be 
challenging, Intertek has delivered strong financial performance with 
1.6% growth in revenue (6.5% at constant currency) and 10.8% growth 
in adjusted operating profit (15.4% at constant currency), an adjusted 
operating margin of 17.0% (up 130bps at constant currency), a 
proposed full-year dividend of 105.8p and ROIC of 18.2%. Based on our 
predetermined performance matrix, the Committee approved an annual 
incentive result of 85% of maximum. Our shareholders will remember 
that the majority of employees in the whole Group have a bonus that is 
linked to the same metrics that we use throughout the business. 
Over the longer term, the three-year performance of the Group has 
delivered EPS CAGR growth of 0.8% and total shareholder return of 
12.7%, slightly below the median of the FTSE 31-130. This has resulted 
in a pay-out under the 2019 long-term incentive award of 0%. 
When determining incentive outcomes the Committee exercised 
independent judgement, taking into account a number of internal and 
external considerations to determine whether the results felt 
appropriate, including:
–	
overall share price performance in the year and the implementation 
of our progressive dividend policy, which rewarded our shareholders 
with a £115.6m payout for the final 2021 dividend; 
–	
the strategic actions taken by the Board to invest organically and 
inorganically to seize the attractive growth opportunities; and
–	
the overall stakeholder experience over the year, including the 
experience of our clients, employees and communities. 
It was the view of the Committee that the incentive outcomes 
appropriately reflected performance in the period and the wider 
shareholder experience, and the Remuneration Policy operated as 
intended and therefore no discretion was applied.
Implementation of our Remuneration Policy in 2022
As we considered the effectiveness of our Remuneration Policy, we 
believe it is working well and achieving our business objectives. For this 
reason, we intend to continue the operation of the new policy with 
some minor adjustments as detailed below. Our Remuneration Policy is 
delivered consistently at all levels of the wider workforce. The 
alignment of measures and metrics right through the organisation is 
one of the key aspects of the policy.
Salary increases in the UK will amount to an overall increase of 2% in 
payroll cost. Given the strong performance delivered by the executive 
directors, the Committee has awarded the CEO and CFO a 2% salary 
increase.
Reflecting shareholder comments regarding ESG, we are proposing a 
change to the operation of our annual incentive plan for 2022. The 
annual incentive is currently based 100% on financial performance: 
80% based on a matrix of revenue and adjusted operating profit growth 
and 20% based on ROIC. Keeping in mind the Group’s wider purpose of 
bringing quality, safety and sustainability to life, the Committee 
considered it would be appropriate to incorporate an ESG element into 
the annual incentive framework. The ESG element will have a 15% 
weighting and be based on performance against a Carbon Emissions 
target. We have signed up to the Science Based Targets initiative, which 
means that the ESG element will be based on independently verified 
science-based emission targets. The 2022 annual bonus will therefore 
be based on: 70% matrix of revenue and adjusted operating profit 
growth, 15% ROIC and 15% ESG. No changes are proposed to quantum, 
which will remain at a maximum of 200% of salary for both the CEO and 
CFO. We believe this is an important step forward for Intertek and 
aligning the whole organisation behind the ESG metric will make a big 
positive difference.
No changes are proposed to the LTIP framework, with awards of 300% 
and 200% of salary to be granted to the CEO and CFO respectively. 
Awards will be based on three equally weighted metrics, Earnings Per 
Share, Adjusted Free Cash Flow and Return on Invested Capital, with 
details of the underlying targets for the awards set out on pages 147 
and 148.
Alignment with strategy and purpose
Our Core Purpose of “Bringing Quality, Safety and Sustainability to life” 
has never been more meaningful than in the present context, as we 
continue to navigate the long-lasting impacts of the pandemic. Our 
Purpose is supported by our Values, and we pride ourselves in living our 
Values, with integrity and fairness sitting at the heart of all our 
decisions. We believe that our remuneration policy and its 
implementation are value-based, and will create sustainable momentum 
of the business, our people, our customers and our shareholders in the 
years to come, whilst also supporting the sustainable delivery of 
Intertek’s clear and powerful differentiated 5x5 growth strategy.
Wider workforce
I would also like to take a moment to thank all of our colleagues for 
having delivered a strong performance in 2021. Despite the impact of 
the pandemic on our lives, the incredible work that our colleagues do 
every day has continued. Collectively Intertek colleagues make a huge 
positive impact for our customers, communities and for the world. 
The Board is confident that remuneration at Intertek is aligned to our 
shareholder interests and carefully designed to support our strategy. I 
look forward to your support at our forthcoming AGM. 
Yours sincerely,
Gill Rider
Chair of the Remuneration Committee
Remuneration Committee report
Continued

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DIRECTORS’ REMUNERATION POLICY
The section below sets out the Remuneration Policy for Executive and 
Non-Executive Directors, which was approved by shareholders at the 
AGM on 26 May 2021. There is no change to the Remuneration Policy 
this year in-line with normal practice. The full Policy is set out in the 
2020 Annual Report & Accounts. Some sections of the Policy have 
been updated to reflect how it was applied in 2021 and our proposed 
implementation of the Policy in 2022.
In determining the Remuneration Policy, which was approved last year, 
the Committee followed a robust process which included discussions on 
the content of the Policy at two Remuneration Committee meetings. 
The Committee considered input from management, although conflicts 
of interest were managed with decisions being taken by the members 
of the Remuneration Committee, and our independent advisers as well 
as in the context of best practice and guidance from our major 
shareholders and the proxy advisory bodies.
Policy overview
We continue to focus on ensuring that our Remuneration Policy is 
appropriate for the nature, size and complexity of the Group, 
encourages our employees in the development of their careers and is 
aligned to the Company’s strategy and is in the best interests of the 
Company and its stakeholders. It is directed to deliver continued 
sustainable profitable growth.
Our remuneration strategy is to:
–	
align and recognise the individual’s contribution to help us succeed 
in achieving our 5x5 differentiated strategy for sustainable growth;
–	
attract, engage, motivate and retain the best available people by 
positioning total pay and benefits to be competitive in the relevant 
market and in line with the ability of the business to pay;
–	
reward people equitably for the size of their responsibilities and 
performance; and
–	
motivate high performers to increase shareholder value and share in 
the Group’s success.
Each year the Committee approves the overall reward strategy for the 
Group and sets the individual remuneration of the Executive Directors 
and certain senior management. The Committee reviews the balance 
between base salary and performance-related remuneration against 
the key objectives and targets so as to ensure performance is 
appropriately rewarded. This also ensures outcomes are a fair reflection 
of the underlying performance of the Group.
Remuneration Committee report
Continued
As a global service business, our success is critically dependent on the 
performance and retention of our key people around the world. 
Employment costs represent the major element of Group operating 
costs. As a global Group, our pay arrangements take into account both 
local and international markets and we operate a global Remuneration 
Policy framework to achieve our reward strategy. Our benchmark peer 
groups for the majority of our employees consist of international 
industrial or business service organisations and similar-sized 
businesses. For our more senior executives we base our remuneration 
comparisons on a blend of factors, including sector, job complexity, 
location, responsibilities and performance, whilst recognising the 
Company is listed in the UK.
We believe that a significant proportion of remuneration for senior 
executives should be related to performance, with part of that 
remuneration being deferred in the form of shares and subject to 
continued employment and longer-term performance. We also believe 
that share-based remuneration should form a significant element of 
senior executives’ compensation, so that there is a strong link to the 
sustained future success of the Group.

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Remuneration Policy for Directors
The following table sets out the key aspects of the Remuneration Policy for Directors.
Element of pay
Purpose and link to strategy
Operation
Maximum opportunity
Performance measures
Base salary
To attract and retain high 
performing Executive Directors to 
lead the Group.
The Committee normally reviews salaries 
annually, taking account of factors including, 
but not limited to, the scale of responsibilities, 
the individual’s experience and performance.
Whilst the Committee takes benchmarking 
information into account, its decisions are 
based primarily on the performance of the 
individual concerned against the above factors 
to ensure that there is no unjustified upward 
ratchet in base salary.
There is no prescribed maximum salary or 
annual increase.
In awarding any salary increases, the 
Committee is guided by the general 
increase for the employee population but 
on occasions may need to recognise 
other factors including, but not limited to, 
development in role, change in 
responsibility and/or variance to market 
levels of remuneration.
Individual performance is taken into account 
when salary levels are reviewed.
Benefits
To provide competitive benefits to 
ensure the wellbeing of employees.
Benefits include, but are not limited to, annual 
medicals, life assurance cover of up to six times 
base salary, allowances in lieu of a company car 
or other benefits, private medical insurance 
(for the individual and their dependants) and 
other benefits typically provided to senior 
executives.
Executive Directors can participate in any 
all-employee share plans operated by the 
Company on the same basis as all other 
employees.
The total value of these benefits 
(excluding the all-employee plans) will 
not normally exceed 12% of salary.
The maximum opportunity under any 
all-employee share plan is in line with all 
other employees and is as determined by 
the prevailing HMRC rules.
n/a
Pension
To provide competitive retirement 
benefits.
Executive Directors can elect to join the 
Company’s defined contribution pension 
scheme, receive pension contributions into 
their personal pension plan or receive a cash 
sum in lieu of pension contributions.
For new Executive Directors pension 
provisions will be in line with those of the 
wider UK workforce (currently 5% of 
salary).
For current Executive Directors – 
reducing from 30% of salary by 5% each 
year for five years until it is in line with 
the wider UK workforce (currently 5% of 
salary). In line with that commitment it 
will reduce to 20% this year.
n/a
Remuneration Committee report
Continued

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Element of pay
Purpose and link to strategy
Operation
Maximum opportunity
Performance measures
Annual Incentive Plan (‘AIP’)
To drive the short-term strategy 
and recognise annual performance 
against targets which are based on 
business objectives.
Awards are based on Group annual 
performance targets, with performance 
targets normally set annually by the Board.
Incentive outturns are normally assessed by 
the Committee at the year end, taking into 
account performance against the targets and 
the underlying performance of the business.
The payout at below threshold performance is 
0% of maximum, with 25% of the maximum 
bonus normally payable for threshold 
performance. Payouts between threshold and 
maximum (100%) are determined on an annual 
basis. Details of the payout schedule will be 
disclosed in the relevant Directors’ 
Remuneration report.
Normally, 50% of any incentive is paid in cash 
and 50% deferred into shares which will vest 
after a period of three years subject to 
continued employment.
Malus and clawback provisions apply.
The maximum opportunity in respect of a 
financial year is 200% of salary for each 
Executive Director.
The Committee has the ability to adjust 
the performance measures if not 
appropriate in the context of overall 
performance.
The Committee can adjust upwards the 
incentive outturn (up to the maximum 
set out above) to recognise very 
exceptional circumstances or to 
recognise circumstances that have 
occurred which were beyond the direct 
responsibility of the executive and the 
executive has managed and mitigated 
the impact of any loss.
The annual incentive will be measured against 
a range of key Group financial measures.
The current intention is that none of the 
incentive will be subject to non-financial 
measures or personal performance measures. 
The Committee, however, retains the 
discretion to introduce such measures in the 
future, up to a maximum of 20% of the 
incentive.
Were the Committee to introduce such 
measures, it would normally consult with the 
Company’s largest institutional shareholders.
For 2022, the annual incentive will be based 
on 70% matrix of revenue and adjusted 
operating profit growth, 15% ROIC and 15% 
ESG. The stretch targets, when met, reward 
exceptional achievement and contribution. 
There is no incentive payout if threshold 
targets are not met.
Long Term Incentive Plan (‘LTIP’)
To retain and reward Executive 
Directors for the delivery of 
long-term performance.
To support the continuity of the 
leadership of the business.
To provide long-term alignment of 
executives’ interests with 
shareholders by linking rewards to 
Intertek’s performance.
Annual grant of conditional shares which vest 
after three years, subject to Company 
performance and continued employment.
Awards may be made in other forms (e.g. 
nil-cost options) if considered appropriate.
The shares will also normally be subject to a 
two-year holding period after vesting.
Performance targets are normally set annually 
for each three-year performance cycle by the 
Board.
Vesting is normally assessed by the Committee 
after the end of the performance period, taking 
into account performance against the targets 
and the underlying performance of the 
business. The Committee has the ability to 
adjust incentive payments if it believes that 
out-turns are not appropriate in the context of 
overall performance.
Malus and clawback provisions apply.
Up to 300% of salary in respect of any 
financial year.
LTIP awards are subject to an appropriate 
balance of earnings, cash and capital 
efficiency based performance measures.
The Committee retains the discretion to 
introduce another performance metric, with a 
maximum weighting of up to one-third of the 
incentive. Were the Committee to introduce 
such measures, it would normally consult with 
the Company’s largest institutional 
shareholders.
For 2022, the LTIP award will be based on 
earnings per share, return on invested capital 
and adjusted free cash flow. Each measure will 
have an equal weighting.
25% of an award will vest for achieving 
threshold performance, increasing pro rata to 
full vesting for the achievement of stretch 
performance targets.
Remuneration Committee report
Continued

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Element of pay
Purpose and link to strategy
Operation
Maximum opportunity
Performance measures
Share ownership guidelines
To increase alignment between 
executives and shareholders.
Executive Directors are expected to retain any 
vested shares (net of tax) under the Group’s 
share plans until the guideline is met.
The guideline should normally be met within 
five years of the guideline being set.
Further details of the share ownership 
guidelines and the post-cessation shareholding 
guidelines are set out in the Directors’ 
Remuneration report.
500% of salary for the CEO.
300% of salary for the CFO.
n/a
Post-cessation of employment 
shareholding
To ensure alignment of sustainable 
performance between executives 
and shareholders.
Holding and vesting periods for all share 
awards will be adhered to post-employment.
Executive Directors required to hold 
shares as per share ownership guidelines 
for two years post-employment.
n/a
Non-Executive Directors’ fees
To attract and retain high-calibre 
Non-Executive Directors through 
the provision of market-competitive 
fees.
A proportion of the fees (at least 50%) are paid 
in cash, with the remainder used to purchase 
shares.
Fees are primarily determined based on the 
responsibility and time committed to the 
Group’s affairs and appropriate market 
comparisons.
The Chairman receives an all-inclusive fee. 
Non-Executive Directors receive a base fee 
and further fees for additional Board 
responsibilities. Additional fees may be paid in 
the exceptional event that Non-Executive 
Directors are required to commit substantial 
additional time above that normally expected 
for the role.
With the exception of benefits-in-kind arising 
from the performance of duties (and any tax 
due on those benefits which is reimbursed by 
the Company), no other benefits are provided.
As for the Executive Directors, there is 
no prescribed maximum annual increase. 
The Committee is guided by the general 
increase for the employee population but 
on occasions may need to recognise 
other factors including, but not limited to, 
change in responsibility and/or variance 
to market levels of remuneration.
n/a
Remuneration Committee report
Continued

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Selection of performance metrics
The annual incentive plan is based on performance against a mix of 
financial and non-financial measures. The mix of financial measures is 
aligned to the Group’s Key Performance Indicators (‘KPIs’) and is 
reviewed each year by the Remuneration Committee to ensure that 
they remain appropriate to reflect the priorities for the business in the 
year ahead. The targets are set for each KPI to encourage continuous 
improvement and challenge the delivery of stretch performance.
The 2022 LTIP award is based on earnings per share growth, return on 
invested capital and adjusted free cash flow. The performance metrics 
align with Intertek’s earnings model, which supports delivery of the 
Company’s differentiated strategy, which aims to move the centre of 
gravity of the Company towards high-growth, high-margin areas in our 
industry. Earnings per share ensures that there is a clear focus on 
margin-accretive revenue growth; adjusted free cash flow ensures 
focus on strong cash management; and return on invested capital 
ensures a focus on disciplined capital management.
A sliding scale of challenging performance targets is set for each 
measure. The Committee reviews the choice of performance measures 
and the appropriateness of the performance targets prior to each LTIP 
grant. The Committee reserves the discretion to set different targets 
for future awards, without consulting with shareholders. When setting 
the targets for the annual incentive and the LTIP, the Committee takes 
into account a range of factors, including the business plan, prior-year 
performance, market conditions and consensus forecasts.
Terms of incentive awards
Deferred awards and LTIP awards may include the right to receive 
(in cash or shares) the value of the dividends that would have been paid 
on the shares that vest up to the time of vesting (or for LTIP awards, up 
to the end of the relevant holding period). The Committee’s intention is 
that such dividends would normally be settled in shares.
The Committee will operate the annual incentive plan and LTIP 
according to the respective rules of the plans. The Committee will retain 
flexibility in a number of areas regarding the operation and 
administration of these plans, including (but not limited to) the 
following:
–	
how to deal with a change of control or restructuring of the Group, 
or a demerger or similar event (including how to assess performance 
conditions and whether to time pro-rate awards); and
–	
how and whether any award may be adjusted in certain 
circumstances (including in the event of a variation of share capital, 
demerger, special dividend, or similar event).
The Committee also retains the discretion within the Remuneration 
Policy to adjust targets and/or set different measures and weightings 
if it considers it is required so that the targets or conditions achieve 
their original purpose. Revised targets/measures will be, in the opinion 
of the Committee, no less difficult to satisfy than the original 
conditions. The Committee may accelerate the vesting and/or the 
release of awards if an Executive Director moves jurisdictions following 
grant and there would be greater tax or regulatory burdens on the 
award in the new jurisdiction.
Remuneration scenarios for Executive Directors
The chart on the next page illustrates how the Executive Directors’ 
remuneration packages vary at different levels of performance under 
the Policy which will apply in 2022 for both the Chief Executive Officer 
(‘CEO’) and Chief Financial Officer (‘CFO’).
Approach to recruitment and promotions
The remuneration package for a new Executive Director – base salary, 
benefits, pension, annual incentive and long-term incentive awards 
– would be set in accordance with the terms of the Company’s prevailing 
approved Remuneration Policy at the time of appointment. The 
Committee may set the base salary at a value to reflect the calibre, 
experience and earnings potential of a candidate, subject to the 
Committee’s judgement that the level of remuneration is in the 
Company’s best interest. The maximum level of variable pay (annual 
incentive and long-term incentive awards, or any combination thereof) 
which may be awarded to a new Executive Director at or shortly 
following recruitment shall be limited to 500% of salary. These limits 
exclude buy-out awards and are in line with the ‘Remuneration Policy 
for Directors’ set out previously.
The Committee may offer additional cash and/or share-based elements 
to take account of remuneration relinquished when leaving the former 
employer when it considers these buy-outs to be in the best interests 
of the Company (and therefore shareholders) (‘buy-outs’).
Any such awards would reflect the nature, time horizons and 
performance requirements attaching to the remuneration it is intended 
to replace. Where appropriate, the Committee retains the flexibility to 
utilise Listing Rule 9.4.2 for the purpose of making an award to 
‘buy-out’ remuneration relinquished when leaving the former employer. 
For external and internal appointments, the Committee may agree that 
the Company will meet certain relocation expenses and continuing 
allowances as appropriate. Additionally, in the case of any Executive 
Director being recruited from overseas, or being recruited by the 
Company to relocate overseas to perform their duties, the Committee 
may offer expatriate benefits on an ongoing basis subject to their 
aggregate value to the individual not exceeding 50% of salary 
per annum.
For an internal Executive Director appointment, any variable pay 
element awarded in respect of the prior role may be allowed to pay out 
according to its terms, adjusted as relevant to take into account the 
appointment. In addition, any other ongoing remuneration obligations 
existing prior to appointment may continue. If a new Chairman or 
Non-Executive Director is appointed, remuneration arrangements will 
be in line with those detailed in the Remuneration Policy for Non-
Executive Directors set out in the Remuneration Policy for Directors.
Service contracts for Executive Directors
The service agreements of the Executive Directors are not fixed term 
and are terminable by either the Company or the Director on 12 months’ 
notice and make provision, at the Board’s discretion, for early 
termination by way of payment of salary and pension contributions in 
lieu of 12 months’ notice. In calculating the amount payable to a 
Director on termination of employment, the Board would take into 
account the commercial interests of the Company and apply usual 
common law and contractual principles. Any payments in lieu of notice 
may be paid in a lump sum or may be paid in instalments and reduce if 
the Director finds alternative employment. The service contracts are 
available for inspection at the Company’s registered office. The 
Committee reviews the contractual terms for new Executive Directors 
to ensure these reflect best practice.
In summary, the contractual provisions are:
Provision
Detailed terms
Notice Period
12 months
Common law and 
contractual principles
Common law and contractual principles apply
Remuneration 
entitlements
An incentive may be payable (pro rata where 
relevant) and outstanding Share Awards may 
vest (see below)
Change of control
No Executive Director’s contract contains 
provisions or additional payments in respect of 
change of control. The treatment of annual 
incentive awards and outstanding Share 
Awards will be treated in line with the relevant 
plan rules
There is no automatic entitlement to an annual incentive award in 
the year of cessation of employment. The Committee may determine 
however, that for certain leavers an annual incentive award may be 
payable with respect to the period of the financial year served. 
Any share-based entitlements granted to an Executive Director under 
the Company’s share plans will be determined based on the relevant 
plan rules.
Remuneration Committee report
Continued

£’000
8,000
7,500
7,000
6,500
6,000
5,500
4,500
5,000
Minimum
On-target
A Lacroix, Chief Executive Oﬃcer
J Timmis, Chief Financial Oﬃcer
Maximum 2
Maximum
Minimum
LTIP award
Annual incentive
Basic salary, beneﬁts and pension
On-target
Maximum 2
Maximum
4,000
39%
26%
32%
32%
49%
33%
58%
100%
34%
17%
32%
48%
21%
100%
36%
18%
39%
39%
22%
3,500
3,000
2,500
2,000
1,500
1,000
500
0
£1,321
£3,841
£6,361
£7,873
£596
£1,668
£2,738
£3,274
26%
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The default treatment under the 2011 LTIP, and under the 2021 LTIP, is 
that any outstanding awards lapse on cessation of employment. 
However, in certain prescribed circumstances, such as death, ill-health, 
injury, disability or other circumstances at the discretion of the 
Committee, ‘good leaver’ status may be applied.
For good leavers, Deferred Share Awards will vest in full on the original 
vesting date (as permitted under the plan rules), unless the 
Remuneration Committee determines that awards should vest at an 
earlier date. LTIP awards will normally vest on the original vesting date 
(they will normally, where appropriate, be subject to any holding period), 
and subject to the satisfaction of the relevant performance conditions 
at that time and reduced pro rata to reflect the proportion of the 
performance period actually served. However, the Committee has 
discretion to determine that awards vest at an earlier date and/or to 
disapply time pro-rating, although it is envisaged that this would only 
be applied in exceptional circumstances (for example, death). Any such 
incidents, where discretion is applied by the Committee in relation to 
Executive Directors, will be disclosed in the following Annual Report & 
Accounts on Remuneration.
In determining whether an Executive Director should be treated as a 
good leaver or not, the Committee will take into account the reasons for 
their departure.
The Committee reserves the right to make any other payments 
(including appropriate legal fees) in connection with an Executive 
Director’s cessation of office or employment where the payments are 
made in good faith on discharge of an existing legal obligation (or by 
way of damages for breach of their obligation) or by way of settlement 
of any claim arising in contravention with the cessation of an Executive 
Director’s office or employment.
Remuneration Committee report
Continued
Value of remuneration packages at different levels of performance
Points relating to the above table:
1.	
Salary levels are based on those applying on 1 April 2022.
2.	
The value of taxable benefits is based on the cost of supplying those benefits (as disclosed) for the year ended 31 December 2021.
3.	
The value of pension receivable by the CEO and CFO in 2022 is taken to be 20% of salary and 5% of salary, respectively.
4.	
The on-target level of annual incentive is taken to be 50% of the maximum opportunity.
5.	
The on-target level of the LTIP is taken to be 50% of the face value of the award at grant.
6.	
Share price movement and dividend accrual have not been incorporated into the first three scenarios. Share price growth of 50% has been assumed on the LTIP in the Maximum 2 scenario.

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Letters of appointment for Non-Executive Directors
The letter of appointment for each Non-Executive Director states that 
they are appointed for an initial period of three years and all 
appointments are terminable by one month’s notice on either side. At 
the end of the initial period and after rigorous review, the appointment 
may be renewed for a further period, usually three years, if the 
Company and the Director agree and subject to annual re-election at 
the AGM. Each letter of appointment states that if the Company were 
to terminate the appointment, the Director would not be entitled to any 
compensation for loss of office.
The table below sets out the terms for all the current Non-Executive 
Directors of the Board.
Date of Appointment
Notice Period/Unexpired Term 
as at 31 December 2021
Andrew Martin
Appointed Chair: 1 January 2021 
Appointed to the Board: 26 May 2016 
Reappointed: 26 May 2019
One month/5 months
Graham Allan
1 October 2017
Reappointed: 1 October 2020
One month/21 months
Gurnek Bains
Reappointed: 1 July 2020
One month/18 months
Lynda Clarizio
1 March 2021
One month/26 months
Tamara Ingram
18 December 2020
One month/23 months
Gill Rider
1 July 2015
Reappointed: 1 July 2021
One month/30 months
Jean-Michel Valette
1 July 2017
Reappointed: 1 July 2020
One month/18 months
Consideration of employment conditions elsewhere within 
the Group
When setting the Remuneration Policy for Executive Directors, the 
Remuneration Committee takes into account the pay and employment 
conditions elsewhere within the Group. When considering the 
remuneration arrangements for the Executive Directors for the year 
ahead, the Committee is informed of salary increases across the wider 
Group. The Committee also approves the overall reward strategy in 
operation across the Group.
The remuneration strategy set out at the beginning of the Directors’ 
Remuneration Policy report reflects the strategy in place across all 
employees across the Group. Although this remuneration strategy 
applies across the Group, given the size of the Group and the 
geographical spread of its operations, the way in which the 
Remuneration Policy is implemented varies across the Group. For 
example, annual incentive deferral applies at the more senior levels 
within the Group and participation in the LTIP is at the Remuneration 
Committee’s discretion and is typically limited to senior executives 
employed within the Group.
Given the geographical spread of the Group’s operations, the 
Remuneration Committee does not consider it appropriate to consult 
employees on the Remuneration Policy in operation for Executive 
Directors.
Consideration of shareholder views
The Committee values the opportunity to engage in meaningful 
dialogue with its investors. After the 2021 AGM, the Committee 
consulted with investors following the vote on the Remuneration Policy 
and further details on the engagement is outlined in the Chair of the 
Remuneration Committee’s letter on pages 136 and 137.
Legacy arrangements
The approved Directors’ Remuneration Policy provides authority to the 
Company to honour any commitments entered into with current or 
former Directors such as the vesting of outstanding share awards 
(including exercising any discretions available to it in connection with 
such commitments) that were agreed:
i.	
before the policy set out above, or any previous policy, came into 
effect;
ii.	 at a time when a previous policy approved by shareholders was in 
place provided that the payment is in line with the terms of that 
policy; and
iii.	 at a time when the relevant individual was not a Director of the 
Company and the payment was not in consideration for the 
individual becoming a Director of the Company.
Remuneration Committee report
Continued

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ANNUAL REPORT ON REMUNERATION
Committee membership and meeting attendance
Committee members
Scheduled 
meetings 
eligible to 
attend
Meetings 
attended
Gill Rider (Chair)
4
4
Graham Allan
4
4
Gurnek Bains
4
4
Tamara Ingram (appointed 1 July 2021)
2
2
100% 
attendance
The above members were members throughout 2021, apart from 
Tamara Ingram who was appointed a member of the Committee on 
1 July 2021. During 2021 and at all times when Directors’ remuneration 
for the year was considered, the composition of the Committee was 
compliant with the Code. All members are independent Non-Executive 
Directors. Prior to joining Intertek in July 2015, Gill had been Chair of the 
Remuneration Committee at Charles Taylor plc since January 2012. This 
enabled the Nomination Committee to recommend her appointment as 
Chair of the Committee which was then approved by the Board.
On appointment, new Committee members receive an appropriate 
induction consisting of meetings with senior personnel, advisers and as 
appropriate, meetings with shareholders and other relevant 
stakeholders. They also review the Terms of Reference, previous 
Committee meeting papers and minutes. The Committee invites the 
Chairman, CEO and the EVP, Human Resources to attend meetings 
when it deems appropriate, except when their own remuneration is 
discussed. No Director is involved in determining his or her own 
remuneration. None of the Committee members has had any personal 
financial interest, except as shareholders, in the decisions made by the 
Committee. The Group Company Secretary acts as Secretary to the 
Committee.
Committee responsibilities and how we met them in the year
We have specific responsibilities reserved to us by the Board and the 
full Terms of Reference of the Committee, which were updated in 2019 
and are reviewed annually, can be found on our website at intertek.com.
Matters delegated to the Committee
Code provision
Determine the Company’s policy on remuneration for the 
Executive Directors and senior executive management.
33, 36–40
Determines the remuneration for the above and the 
Chair, including any compensation on termination of 
office.
33
Reviews the remuneration arrangements for the wider 
employee population and considers issues relating to 
remuneration that may have a significant impact on the 
Group.
33
Provides advice to, and consults with, the CEO on major 
policy issues affecting the remuneration of other 
executives.
33
Responsible for establishing the selection criteria, 
selecting, appointing and setting the terms of reference 
for any remuneration consultants who advise the 
Committee.
35
Keeps the Remuneration Policy under review in light of 
regulatory and best practice developments and 
shareholder expectations and ensure that the policy is 
voted on at least every third year. Due regard is given to 
the interests of shareholders and the requirements of 
the Listing Rules and associated guidance.
36–40
Ensures each year that the Annual Director’s Report on 
Remuneration is put to shareholders for approval at the 
AGM and includes a description of the work of the 
Committee.
41
Executive Director remuneration
We are responsible for determining the Company’s policy on the 
remuneration of the Chairman, the Executive Directors and senior 
executive management. We also determine their remuneration 
packages, including any compensation on termination of office and 
review to ensure their alignment with our culture and with those of the 
workforce as a whole.
In the year we addressed this by reviewing and agreeing the 
remuneration of the Executive Directors as well as the Leadership 
Team. We received advice from Deloitte LLP (‘Deloitte’) to inform our 
discussions.
Wider workforce remuneration and engagement
We also review the remuneration and related policies of the wider 
workforce to ensure that incentives and rewards align to our purpose, 
values and culture. As part of this we receive information on salary 
increases, the design of the bonus and targets and on the 2021 Long 
Term Incentive Plan and performance criteria. This is used to inform 
decisions when setting the policy for Executive Director remuneration 
and for when we consult with, or provide advice to, the CEO on major 
policy issues affecting the remuneration of other executives. The 
remuneration framework and the incentive structure that we have in 
place cascades right down through the wider workforce and ensures 
alignment with executive remuneration and the 5x5 strategy. We also 
took into account the UK wider workforce salary increase when 
determining the 2022 salary increase for the Executive Directors. 
We ensure that we have effective engagement with the wider 
workforce on the Group’s remuneration and related policies through 
various escalation processes and communication forums including town 
halls, WhatsIn, emails and leadership briefings. The regular town halls 
that take place across the Group we find provide an opportunity for our 
people to raise questions on remuneration which are addressed at the 
meetings, with feedback directly fed to senior management and 
then upwards. 
During the year, we reviewed the salary levels for senior management 
and the determination of the annual incentive payments and long-term 
incentive outcome for 2021. We considered a report on the general 
market trends that could impact the Group.
Remuneration Committee report
Continued

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Remuneration Policy and report
It is important that we keep the Remuneration Policy under review in 
light of regulatory and best practice developments, Listing Rules and 
Governance Code changes as well as shareholder expectations.
At the Company’s Annual General Meeting (‘AGM’) on 26 May 2021, the 
Remuneration Policy was passed with a vote of 68.74%. Following the 
2021 AGM, engagement took place with shareholders and an update 
was published within six months of the AGM on our website in 
accordance with the 2018 UK Corporate Governance Code. Information 
on the results of that engagement are outlined in the Chair’s letter on 
pages 136 to 137. The Remuneration Committee would like to thank 
shareholders that took part in the engagement process and values the 
feedback and insights it has gained.
In addition, we undertook a review of the Directors’ Remuneration 
report to ensure compliance with Remuneration Reporting Regulations. 
We discussed the 2021 proxy voting agencies reports and their 
recommendations issued prior to the 2021 AGM.
Incentives
A key task for us each year is to review the outcomes for the incentive 
schemes and agree on payment levels taking into account actual 
performance and any extraordinary events which may have impacted 
on performance. We will consider if there is a need to apply malus or 
clawback and, should there be, we would agree the quantum.
We undertook, with external advice, a thorough review of the 2021 
annual incentive targets, performance measures and the TSR and EPS 
results to determine the percentage of incentive awards that would 
vest in 2021.
We also agreed the performance conditions that should apply to the 
LTIP awards granted in the year to vest based on the performance to 
the end of 2023. We reviewed the quantum of awards given and were 
satisfied that they reflected the Remuneration Policy and were 
appropriate.
Committee review
We undertake an annual review of how effectively we are working as a 
Committee and take steps to develop any areas identified for 
improvement.
We also reviewed how we work as a Committee, members’ individual 
strengths and also any additional training that may be beneficial. We 
received updates on market trends in remuneration from Deloitte and 
regular updates on corporate governance and policy changes.
Advisers
To ensure that the Group’s remuneration practices drive and support 
achievement of strategies and are market competitive, the Committee 
obtains advice from various independent sources.
We review the appointment of the remuneration consultant and 
consider if they remain independent and applicable for the needs of the 
Committee. In the event that we decide that they are no longer 
appropriate, we would arrange a review and any subsequent 
appointment.
In 2021, the Committee received advice from Deloitte, who they 
appointed in 2015 for their particular expertise both at a local and 
global level, due to the worldwide operations of the Group and, 
following review, the Committee remains satisfied that their advice is 
objective and independent and has sufficient breadth of knowledge to 
support our deliberations across the diverse Group as a whole. Deloitte 
are members of the Remuneration Consultants Group and adhere to the 
voluntary Code of Conduct in relation to executive remuneration 
consulting in the UK.
The fees paid to Deloitte in the year were £61,573 exclusive of VAT. 
The charges for services are calculated on the basis of time spent and 
the seniority of the personnel performing the work at their respective 
rates.
In addition to the services provided to the Committee, Deloitte provided 
unrelated tax services to the Group during the year. Deloitte do not 
have any connection with any Directors of the Company.
External appointments
The Company recognises that, during their employment with the 
Company, Executive Directors may be invited to become Non-Executive 
Directors of other companies and that such duties can broaden their 
experience and knowledge. Executive Directors may, with the written 
consent of the Company, accept such appointments outside the 
Company, and the policy is that any fees may be retained by the 
Director. No Executive Director currently has an external appointment.
Statement of shareholder voting
At the 2021 AGM, a resolution was proposed to shareholders to 
approve the Remuneration Policy. This resolution received the following 
votes from shareholders:
Votes
%
In favour
91,627,222
68.74
Against
41,668,760
31.261
Total
133,295,982
82.592
Withheld
2,431,490
1.	
A summary of the reasons for the votes against and the actions taken in response are 
outlined in the Chair’s letter.
2.	
Percentage of total issued share capital voted.
At the 2021 AGM, a resolution was proposed to shareholders to 
approve the Directors’ Remuneration report for the year ended 
31 December 2020. This resolution received the following votes from 
shareholders:
Votes
%
In favour
131,735,955
97.55
Against
3,306,803
2.45
Total
135,042,758
83.671
Withheld
684,715
1.	
Percentage of total issued share capital voted.
Remuneration Committee report
Continued

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Directors’ Remuneration Policy – implementation in 2022
Elements
Implementation in 2022
Base salary
Base salary for 2022:
–	
André Lacroix: £1,007,915
–	
Jonathan Timmis: £535,500 (appointed as CFO with effect from 1 April 2021).
The UK work force has been granted an average yearly salary increase of 2%.
Benefits
Includes, for example, annual medicals, life assurance cover of up to six times base salary, allowances in lieu of a company car or other benefits, private medical insurance and other benefits 
typically provided to senior executives. Executive Directors can participate in any all-employee share plans operated by the Company on the same basis as all other employees.
Total value of benefits (excluding all-employee plans) will not exceed 12% of salary.
Pension
From 1 June 2022, 20% reducing by 5% each year until it is in line with the wider UK workforce (currently 5% of salary) for the CEO. 5% of base salary for the CFO.
Annual Incentive Plan (‘AIP’)
–	
Maximum opportunity for the CEO and CFO: 200% of base salary.
–	
50% of any incentive is paid in cash and 50% is deferred into shares vesting after three years.
–	
Malus and clawback provisions apply.
–	
Performance metrics – 70% will be based on a matrix based on revenue and adjusted operating profit growth, 15% will be based on ROIC and 15% will be based on ESG, which for 2022 
will comprise a Carbons Emissions target. Targets are not disclosed prospectively due to commercial sensitivity, however, detailed disclosure of the performance targets and actual 
outturns will be provided in the following year.
–	
Annual incentive will continue to be subject to a quality of earnings review at the end of the year to ensure that payouts are appropriate based on the underlying performance of the 
Group and to ensure that any awards are commensurate with the Group’s culture and values.
Long Term Incentive Plan 
(‘LTIP’)
–	
Maximum opportunity for the CEO and CFO: 300% and 200% of base salary, respectively.
–	
Two-year holding period after vesting.
–	
Malus and clawback provisions apply.
–	
Performance metrics for awards being granted in 2022:
Measures
Definition
Threshold 
(25%)
Maximum 
(100%)
Commentary
Earnings Per 
Share (‘EPS’) 
(1/3)
Annualised fully diluted, adjusted EPS 
growth.
Measured on a constant currency basis.
Per the definition used for the Group’s KPIs 
on page 26.
4%p.a.
10% p.a.
Compound annual growth rate targets.
Adjusted Free 
Cash Flow (1/3)
Free cash flow generated from operations 
less net capital expenditure, net interest 
paid and income tax paid. Adjusted for 
separately disclosed items.
Measured on a constant currency basis.
Per the definition used on page 26.
£899m
£979m
Cumulative targets measured over three years.
Targets set taking into account stretch within business plan and expected capital expenditure 
over the coming three years.
Remuneration Committee report
Continued

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Elements
Implementation in 2022
Measures
Definition
Threshold 
(25%)
Maximum 
(100%)
Commentary
Return on 
Invested Capital 
(‘ROIC’) (1/3)
Adjusted operating profits less adjusted tax 
divided by invested capital (net assets 
excluding tax balances, net financial debt 
and net pension liabilities).
Measured on a constant currency basis.
Per the definition used for the Group’s KPIs 
on page 26.
16.5%
20.5%
Cumulative adjusted operating profits divided by cumulative invested capital in each of the three 
performance years.
Target set taking into account stretch within business plan, current ROIC performance, and 
reflective of the Group’s strategy of making small bolt-on acquisitions which complement the 
Group’s business.
The treatment of significant acquisitions would be determined at the time of the transaction.
Share ownership guidelines
Shareholding guidelines are 500% of salary for the CEO and 300% of salary for the CFO. 
A post-cessation holding equivalent to the lower of the guideline target or the number of 
shares held at the date of departure will be required to be held for a period of two years 
from the Executive's departure date. 
Non-Executive Directors’ fees
Fees for the Non-Executive Directors are determined by the Board, based on the responsibility and time committed to the Group’s affairs and appropriate market comparisons. Individual Non-Executive Directors do not take part 
in discussions regarding their own fees.
Board membership
From
1 January 
2022
£’000
From
1 January 
2021
£’000
Chairman
350
350
Non-Executive Director
62
62
Senior Independent Non-Executive Director
12
12
Committee membership
Chair Audit Committee
20
20
Chair Remuneration Committee
15
15
Chair Nomination Committee
–
–
Member Audit Committee
10
10
Member Remuneration Committee
10
10
Member Nomination Committee
5
5
Pursuant to the policy of aligning Directors’ interests with those of shareholders, £10,000 of the fees paid to the Non-Executive Directors and £35,000 of the fees paid to the Chairman are used each year to purchase shares in 
the Company.
Remuneration Committee report
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Remuneration in context
The following section sets out how the Remuneration Committee has addressed the factors in Provision 40, when determining Executive remuneration as set out in the 2018 UK Corporate Governance Code.
Code requirement
Intertek approach
Clarity
Remuneration arrangements should be transparent 
and promote effective engagement with 
shareholders and the workforce
Variable remuneration arrangements, which are cascaded throughout the workforce, are based on clearly defined financial performance metrics which are aligned 
with the Group’s 5x5 differentiated strategy for sustainable long-term growth.
Simplicity
Remuneration structures should avoid complexity 
and their rationale and operation should be easy to 
understand
Remuneration arrangements are simple, comprising the following key elements:
–	
Fixed element: comprises base salary, benefits and pension, which are aligned to that offered to the majority of the workforce.
–	
Short-term incentive: annual bonus which incentivises the delivery of financial and non-financial performance metrics linked to ESG. Half of the bonus is paid in 
cash with the balance deferred into shares vesting after a period of three years.
–	
Long-term incentive: LTIP which incentivises financial performance over a three-year period, promoting long-term sustainable value creation for shareholders. 
Awards are subject to a two-year holding period post-vesting.
Risk
Remuneration structures should ensure 
reputational and other risks from excessive 
rewards, and behavioural risks that can arise from 
target based incentive plans, are identified and 
mitigated
Performance targets are calibrated to be aligned with the Group’s business plan which is set in line with the Group’s risk framework.
The Remuneration Committee retains the flexibility to review formulaic outcomes to ensure that they are appropriate in the context of overall performance of the 
Group, including risk.
Predictability
The range of possible values of rewards to 
individual Directors and any other limits or 
discretions should be identified and explained at 
the time of approving the policy
The remuneration scenario charts, set out on page 143, provide estimates on the potential future reward opportunity in a range of scenarios, including below 
threshold, target and maximum performance (including share price appreciation).
Proportionality
The link between individual awards, the delivery of 
strategy and the long-term performance of the 
Company should be clear and outcomes should not 
reward poor performance
Variable remuneration is directly aligned to the Group’s strategic priorities (through the selection of key financial performance metrics), with payments calibrated to 
ensure that payments are only made where strong performance is delivered.
As noted above, the Remuneration Committee retains the flexibility to review formulaic outcomes to ensure that they are appropriate in the context of the overall 
performance of the Group.
Alignment with culture
Incentive schemes should drive behaviours 
consistent with the Company’s purpose, values and 
strategy
As set out on page 138, the Remuneration Policy at Intertek has been set to be appropriate for the nature, size and complexity of the Group, encourages our 
employees in the development of their careers and is aligned to the Company’s strategy and is in the best interests of the Company and its stakeholders.
It is directed to deliver continued sustainable profitable growth.
Our remuneration strategy is to:
–	
align and recognise the individual’s contribution to help us succeed in achieving our 5x5 differentiated strategy for sustainable growth;
–	
attract, engage, motivate and retain the best available people by positioning total pay and benefits to be competitive in the relevant market and in line with the 
ability of the business to pay;
–	
reward people equitably for the size of their responsibilities and performance; and
–	
motivate high performers to increase shareholder value and share in the Group’s success through well designed and appropriately calibrated incentive schemes.
Remuneration Committee report
Continued

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The following sections on pages 150 to 160 have been audited.
Directors’ remuneration earned in 2021 (audited)
The table below and on the following page summarises Directors’ remuneration received for 2021 and the prior year for comparison. Taken in the context of internal and external comparators, the Committee considered the 
Executives’ remuneration to be appropriate.
Executive Directors
Base salary or 
fees
£’000
Benefits2
£’000
BIK arising from 
performance of 
duties 
£’000
Annual incentive3
£’000
Long-term 
incentives 
£’000
Pension6
£’000
Buyout awards
£’000
Total including 
buyout awards
£’000
Total fixed 
£’000
Total variable 
£’000
André Lacroix
2021
988
109
3
1,680
04
268
–
3,048
1,368
1,680
2020
9741
94
3
0
1,1075
292
–
2,470
1,363
1,107
Ross McCluskey
20217
121
18
0
206
04
6
–
351
145
206
2020
4771
28
1
0
445
24
–
574
530
44
Jonathan Timmis
20218
398
24
1
676
–
13
2,1879
3,299
436
2,863
1.	
The Directors agreed to a 50% salary deferral for six months from 1 April 2020 and there was a six-month delay in the implementation of the 2020 annual salary increase.
2.	
Benefits include allowances in lieu of company car, annual medicals, life assurance and private medical insurance, and the use of a car and driver for the CEO (£20,370).
3.	
This relates to the payment of the annual incentive and Deferred Share Award for the financial year end. Further details of this payment are set out on the following pages.
4.	
This relates to the 2019 LTIP award due to vest March 2022. Further details on performance are set out on page 153. There was no discretion exercised in respect of the awards.
5.	
This figure has been updated to show the actual value of the vested LTIP share awards based on the share price of £53.83, the share price at vesting in March 2021, as the 2020 Report included figures based on the share price for the final quarter of 2020 (£59.07).
6.	
None of the Executive Directors had a prospective entitlement to a defined benefit pension.
7.	
This relates to the period from 1 January 2021 to 1 April 2021, from which date Ross McCluskey ceased to be a Director.
8.	
This relates to the period from 1 April 2021 when Jonathan Timmis was appointed as a Director.
9.	
This relates to the buyout awards granted to Jonathan Timmis when he joined the Company on 1 April 2021. Further information on these awards is outlined on page 155.
Remuneration Committee report
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Non-Executive Directors
Base salary or fees1
£’000
Benefits2
£’000
BIK arising from 
performance of
duties3
£’000
Total
£’000
Andrew Martin (appointed Chair 1 Jan 2021)
2021
350
–
–
350
2020
92
–
–
92
Sir David Reid (retired 31 Dec 2020)
2021
n/a
n/a
n/a
n/a
2020
320
25
3
348
Graham Allan
2021
89
–
–
89
2020
89
–
–
89
Gurnek Bains
2021
77
–
–
77
2020
77
–
–
77
Lynda Clarizio (appointed 1 March 2021)
20214
58.5
–
1
59.5
2020
n/a
n/a
n/a
n/a
Tamara Ingram
2021
67
–
–
67
20205
2
–
–
2
Dame Louise Makin (resigned 30 June 2021)
20216
43.5
–
–
43.5
2020
77
–
–
77
Gill Rider
2021
86
–
0.5
86.5
2020
77
–
–
77
Jean-Michel Valette
2021
82
–
1.5
83.5
2020
72
–
2
74
Lena Wilson (resigned 31 January 2021)
20217
11.5
–
–
11.5
2020
77
–
1
78
1.	
Pursuant to the policy of aligning Directors’ interests with those of shareholders, £10,000 of the fees paid to the Non-Executive Directors and £35,000 of the fees paid to the Chairman were used to purchase shares in the Company.
2.	
With respect to the Non-Executive Directors no other benefits are provided (in 2020 Sir David Reid received a car allowance of £25,000).
3.	
Certain expenses relating to ensuring that the Directors were in a position in order to undertake the performance of their duties (not included in the Benefits column above) such as travel to and from Company meetings, related accommodation and completion of UK tax returns for overseas 
Directors have been classified as taxable. In such cases, the Company will ensure that the Director is not out of pocket by settling the related tax via the PSA. In line with current regulations, these taxable benefits have been disclosed and are shown in the BIK arising from performance of 
duties column. The figures shown are the cost of the taxable benefit.
4.	
The 2021 fees for Lynda Clarizio relate to the period from 1 March 2021, the date she was appointed to the Board.
5.	
The 2020 fees for Tamara Ingram relate to the period from 18 December 2020, the date she was appointed to the Board.
6.	
The 2021 figure for Dame Louise Makin relates to the period to 30 June 2021, the date she stepped down from the Board.
7.	
The 2021 figure for Lena Wilson relates to the period to 31 January 2021, the date she stepped down from the Board.
Remuneration Committee report
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Annual incentive (audited)
The annual incentive for 2021 was based solely on financial measures:
–	
80% based on a matrix based on revenue and adjusted operating profit growth; and
–	
20% based on return on invested capital (‘ROIC’).
Overview of the matrix (80% of the award)
Adjusted operating profit performance (£m)
Below threshold
Threshold
Target
Maximum
Revenue performance (£m)
Maximum
0%
40%
65%
100%
Target
0%
30%
50%
75%
Threshold
0%
25%
35%
60%
Below threshold
0%
0%
0%
0%
Straight-line payouts occur between each of the points above threshold noted above.
The Company’s performance resulted in a Group annual incentive payout of 85% of maximum opportunity. Performance of individual components is shown below.
2021 Company performance against annual incentive targets (at 2020 constant currency)
Financial measures
%
Weighting
2021
Threshold
2021
Target2
2021
Maximum
2021
Actual
Achieved3
Weighted 
achievement
Total external revenue1
£2,807.7m
£2,865.0m
£2,922.3m
£2,880.1m
Adjusted operating profit1
£453.5m
£467.5m
£481.5m
£485.0m
Revenue/profit matrix
80%
81.25%
65.00%
Return on invested capital4
20%
22.20%
22.40%
22.60%
25.10%
100%
20.00%
Total
100%
85%
1.	
Total External revenue calculated using LfL Revenue on constant 2020 exchange rates and Adjusted operating profit excludes certain non budgeted-non recurring items and Separately Disclosed Items.
2.	
Target is equivalent to 50% payout.
3.	
Percentage achieved against maximum targets.
4.	
Organic Return on invested capital as per definition used for the Group's KPIs on page 26.
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For 2021, the annual incentive outturn in cash and shares is as follows:
Payable in 
cash
£’000
Deferred 
Share 
Award1
£’000
André Lacroix
840
840
Ross McCluskey2
103
103
Jonathan Timmis3
338
338
1.	
These awards vest three years after the date of grant, subject to continued employment or good leaver status. The deferred award is based on 50% of the annual incentive outturn.
2.	
Values shown reflect the period 1 January 2021 to 1 April 2021.
3.	
Values shown reflect the period 1 April 2021 to 31 December 2021.
Vesting of LTIP Share Awards (audited)
The LTIP Share Awards granted in 2019 are subject to performance for the three-year period ended 31 December 2021.
The performance conditions attached to this award and actual performance against these conditions are as follows:
Metric
Performance condition
Threshold 
target1
Stretch 
target1
Actual 
performance
Vesting 
level
Earnings Per Share (50%)
Annualised fully diluted, adjusted EPS growth, calculated on the basis of 
foreign exchange rates adopted at the start of the performance targets
4%
10%
0.8%
0.00%
Total Shareholder Return (50%)
Relative TSR performance against the FTSE 31 to 130 
(excluding banks and investment trusts)
Median
Upper 
quartile
Below 
median2
0.00%
Total vesting
0%
1.	
25% of the LTIP share awards will vest at the threshold target and 100% will pay out at the stretch target. 
2.	
TSR performance calculation was calculated by Deloitte; Intertek was ranked 51st of the 88 members of the comparator group of companies.
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The LTIP Share Awards granted in 2019 to the Executive Directors were as follows:
Executive Director
Number of 
shares at grant
Number of 
shares based on 
accrued 
dividends
Total number of 
shares
Number of 
shares to lapse
Number of 
shares to vest
Value of vested 
shares
£’000
André Lacroix
50,117
2,909
53,026
(53,026)
0
0
Ross McCluskey
20,051
1,162
 21,213
(21,213)
0
0
Jonathan Timmis1
n/a
n/a
n/a
n/a
n/a
n/a
Total 
70,168
4,071
74,239
(74,239)
0
0
1.	
Appointed as a Director on 1 April 2021.
The Committee considered the LTIP outturns in the context of the underlying financial performance of the Group and determined it was appropriate not to exercise its discretion.
LTIP Share Awards granted during the year (audited)
The following LTIP Share Awards were granted to the Executive Directors during 2021:
Executive Director
Type of award
Date of award
Basis of award 
granted
Award price
£
Number of 
shares over 
which award 
was granted
Face value of 
award 
£’000
% of face value 
that would vest 
at threshold 
performance
Vesting 
determined by 
performance 
over
André Lacroix
LTIP Share 
Award
12 March 2021
250% of salary
£53.36
46,296
2,470
25%
Three years to 
31 December 
2023
André Lacroix
LTIP Share 
Award
27 May 20211
50% of salary
£58.32
8,471
494
25%
Ross McCluskey
LTIP Share 
Award
12 March 2021
200% of salary
£53.36
18,159
969
25%
Jonathan Timmis
LTIP Share 
Award
1 April 2021
200% of salary
£56.11
18,713
1,050
25%
1.	
Award to André Lacroix was granted following shareholder approval of the Remuneration Policy at the Annual General Meeting held on 26 May 2021 which increased the total basis of award to the CEO from 250% to 300%.
The LTIP Share Awards granted in 2021 are conditional share awards subject to performance for the three-year period ending 31 December 2023. Shares are granted at the average of the mid-market quotation price for the 
five days up to and including the day immediately before grant.
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The performance conditions attached to this award and the targets are as follows:
Metric
Performance condition
Threshold 
target
Maximum target
Earnings Per Share (33.3%)
Annualised fully diluted, adjusted EPS growth, calculated on a constant currency basis and per the EPS definition used for the 
Group KPIs in the 2020 Annual Report & Accounts.
4%
10%
Return on Invested Capital (33.3%)
Adjusted operating profits less adjusted tax, divided by cumulative invested capital (being net assets excluding tax balances, 
net financial debt and net pension liabilities) in each of the three years, measured on a constant currency basis.
20%
24%
Adjusted Free Cash Flow (33.3%)
Free cash flow generated from operations less net capital expenditure, net interest paid and income tax paid adjusted for 
separately disclosed items and is measured on a constant currency basis. Cumulative targets measured over three years.
£977m
£1,057m
Buyout awards
As disclosed in the 2020 Annual Report & Accounts, on 1 April 2021, as part of the remuneration terms relating to his appointment as an Executive Director, the Company agreed to compensate Jonathan Timmis for 
performance share awards, share option awards and one-off restricted share awards forfeited by him on leaving Reckitt Benckiser Group plc. In determining the appropriate buyout award, the Committee took into account the 
time horizons of awards forfeit, the nature of the awards and the performance conditions attached to those awards. Reflecting these factors, the Committee agreed to buyout the awards in the form of conditional share 
awards with vesting periods relative to the awards being forfeit and to vest at the prevailing market rate on the day of vesting. The Committee therefore awarded Jonathan Timmis an award of 39,000 ordinary shares of 1p to 
vest as per the table below:
Type Of Award
Granted in 2021
Number of 
shares
Award price
Face value of 
award £’000
Dividend 
accrued
in 2021
Vested in 2021
Number of 
shares
Lapsed in 2021
Number of 
shares
31 December 
2021
Number of 
shares
Date of vesting
Buyout award
13,000
£56.11
729
258
–
–
13,258
April 2022
Buyout award
13,000
£56.11
729
258
–
–
13,258
April 2023
Buyout award
13,000
£56.11
729
258
–
–
13,258
April 2024
Total
39,000
–
2,187
774
–
–
39,774
Shares were awarded at a share price of £56.11, being the average closing mid-market price of an Ordinary Share of 1p on the trading days during the five trading days up to 31 March 2021 being the last trading day before the 
award. Each award will ordinarily vest on its normal vesting date subject to Jonathan Timmis’ continued employment with Intertek. The awards may only be satisfied with market purchased shares or cash. No newly issued shares 
or treasury shares will be used in connection with the awards. The buyout award shares attract dividend equivalent shares.
Deferred Share Awards granted during the year (audited)
There were no Deferred Share Awards granted to the Executive Directors in 2021.
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Share Plan Awards (audited)
The table below shows the Directors’ interests in the Intertek Share Plans, all of which are restricted stock units (‘RSUs’):
Type of Award
31 December 2020 
Number of shares
Granted in 2021 
Number of shares
Award price1
£
Dividend accrued 
in 20212
Vested in 2021 
Number of shares
Lapsed in 2021 
Number of shares
31 December 2021
Number of shares
Date of vesting
André Lacroix
2018
LTIP Share3,4
47,037
–
49.49
–
(19,520)
(27,517)
–
Mar 2021
Dividend
2,522
–
–
–
(1,046)
(1,476)
–
Deferred Share3
18,815
–
49.49
–
(18,815)
–
–
Mar 2021
Dividend
1,007
–
–
–
(1,007)
–
–
2019
LTIP Share4,5
50,117
–
47.378
–
–
–
50,117
Mar 2022
Dividend
1,913
–
–
996
–
–
2,909
Deferred Share5
15,135
–
47.378
–
–
–
15,135
Mar 2022
Dividend
576
–
–
300
–
–
876
2020
LTIP Share6,7
44,900
–
53.94
–
–
–
44,900
May 2023
Dividend
250
–
–
893
–
–
1,143 
Deferred Share7
10,532
–
48.126
–
–
–
10,532
Mar 2023
Dividend
199
–
–
209
–
–
408
2021
LTIP Share8,11
–
46,296
53.36
–
–
–
46,296
Mar 2024
Dividend
–
–
–
920
–
–
920
LTIP Share9,11
–
8,471
58.324
–
–
–
8,471
May 2024
Dividend
–
–
–
168
–
–
168
Total
193,003
54,767
3,486
(40,388)
(28,993)
181,875
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Type of Award
31 December 2020
Number of shares
Granted in 2021 
Number of shares
Award price1
£
Dividend accrued 
in 20212
Vested in 2021
Number of shares
Lapsed in 2021 
Number of shares
31 December 2021
Number of shares
Date of vesting
Ross McCluskey
(ceased to be a Director on 1 April 2021)
2018
LTIP Share3,4
2,244
–
49.49
–
(931)
(1,313)
–
Mar 2021
Dividend
117
–
–
–
(48)
(69)
–
Deferred Share3
2,244
–
49.49
–
(2,244)
–
–
Mar 2021
Dividend
117
–
–
–
(117)
–
–
2019
LTIP Share4,5
20,051
–
47.378
–
–
–
20,051
Mar 2022
Dividend
764
–
–
398
–
–
1,162 
Deferred Share5
3,890
–
47.378
–
–
–
3,890
Mar 2022
Dividend
147
–
–
77
–
–
224 
2020
LTIP Share6,7
17,612
–
53.94
–
–
–
17,612
May 2023
Dividend
98
–
–
349
–
–
447 
Deferred Share7
5,163
48.126
–
–
–
5,163
Mar 2023
Dividend
97
–
–
102
–
–
199 
2021
LTIP Share8,11
–
18,159
53.36
–
–
–
18,159
Mar 2024
Dividend
–
–
–
360
–
–
360
LTIP Share9,11
–
2,246
58.324
–
–
–
2,246
May 2024
Dividend
–
–
–
44
–
–
44
Total
52,544
20,405
1,330
(3,340)
(1,382)
69,557
Remuneration Committee report
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Type of Award
31 December 2020
Number of shares
Granted in 2021 
Number of shares
Award price1
£
Dividend accrued 
in 20212
Vested in 2021
Number of shares
Lapsed in 2021 
Number of shares
31 December 2021
Number of shares
Date of vesting
Jonathan Timmis
(appointed as a Director on 1 April 2021)
2021
Buyout award10
_
13,000
56.108
_
_
13,000
April 2022
Dividend
_
258
_
_
258
2021
Buyout award10
_
13,000
56.108
_
_
13,000
April 2023
Dividend
_
258
_
258
2021
Buyout award10
_
13,000
56.108
_
_
13,000
April 2024
Dividend
_
258
_
_
258
2021
LTIP Share11,12
_
18,713
56.108
_
_
18,713
April 2024
Dividend
_
_
_
371
_
_
371
Total
_
57,713
1,145
_
_
58,858
1.	
Awards made are based on a share price obtained by averaging the closing share prices for the five dealing days before the date of grant.
2.	
The dividend shares are accrued on the date the dividend is paid and determined using the closing market price of the shares on that date. The dividend accruals relate to Share Awards made in lieu of not receiving cash dividends during the vesting period.
3.	
Awards vested on 21 March 2021, on which date the closing market price of shares was £53.83 having been granted on 21 March 2018 on which date the closing market price was £49.55. Awards were made at a share price of £49.49 being the share price obtained by averaging the closing 
share prices for the five dealing days before the date of grant.
4.	
50% of the LTIP Share Awards are subject to EPS and 50% are subject to relative TSR. The EPS threshold level was set at 4% per annum and the upper target at 10% per annum. Under the TSR condition, the Company’s TSR ranking is measured relative to the FTSE index members 31 to 130 
(excluding banks and investment trusts).
5.	
Awards will vest on 21 March 2022, subject to continued employment or good leaver status, having been granted on 21 March 2019, on which date the closing market price was £47.70. Awards were made on a share price of £47.378 being the share price obtained by averaging the closing 
share prices for the five dealing days before the date of grant.
6.	
One-third of the LTIP Share Awards are subject to EPS, one-third on Return on Invested Capital and one-third on Adjusted Free Cash Flow. Awards will vest on 29 May 2023, subject to continued employment or good leaver status, having been granted on 29 May 2020, on which date the closing 
market price was £55.06. Awards were made at a share price of £53.94 being the share price obtained by averaging the closing share prices for the five dealing days before the date of grant. The LTIP shares will be subject to an additional two-year holding period post-vesting.
7.	
Awards will vest on 13 March 2023, subject to continued employment or good leaver status, having been granted on 13 March 2020 on which date the closing market price was £45.36. Awards were made at a share price of £48.126, being the share price obtained by averaging the closing 
share prices for the five dealing days before the date of grant.
8.	
One-third of the LTIP Share Awards are subject to EPS, one-third on Return on Invested Capital and one-third on Adjusted Free Cash Flow. Awards will vest on 12 March 2024, subject to continued employment or good leaver status, having been granted on 12 March 2021, on which date the 
closing market price was £53.06. Awards were made at a share price of £53.36 being the share price obtained by averaging the closing share prices for the five dealing days before the date of grant. The LTIP shares will be subject to an additional two-year holding period post-vesting.
9.	
One-third of the LTIP Share Awards are subject to EPS, one-third on Return on Invested Capital and one-third on Adjusted Free Cash Flow. Awards will vest on 27 May 2024, subject to continued employment or good leaver status, having been granted on 27 May 2021 on which date the closing 
market price was £54.82. Awards were made at a share price of £58.324 being the share price obtained by averaging the closing share prices for the five dealing days before the date of grant. The LTIP shares will be subject to an additional two-year holding period post-vesting.
10.	 Awards will vest on 1 April 2022, 1 April 2023 and 1 April 2024, subject to continued employment or good leaver status, having been granted on 1 April 2021 on which date the closing market price was £57.20. Awards were made at a share price of £56.11, being the share price obtained by 
averaging the closing share prices for the five dealing days before the date of grant.
11.	 One-third of the LTIP Share Awards are subject to EPS, one-third on Return on Invested Capital and one-third on Adjusted Free Cash Flow.
12.	 Awards will vest on 1 April 2024, subject to continued employment or good leaver status, having been granted on 1 April 2021 on which date the closing market price was £57.20. Awards were made at a share price of £56.11, being the share price obtained by averaging the closing share prices 
for the five dealing days before the date of grant.
Remuneration Committee report
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Malus and clawback (audited)
Malus and clawback will operate, in respect of the 2011 Long Term Incentive Plan and the 2021 Long Term Incentive Plan, in various circumstances including where there is reasonable evidence of misbehaviour or material error, 
conduct considered gross misconduct, breach of any restrictive covenants by participants, conduct which resulted in (a) significant loss(es) to the Company, failure to meet appropriate standards of fitness and propriety; a 
material failure of management in the Company, a discovery of a material misstatement in the audited consolidated accounts or the behaviour of a Director has a significant detrimental impact on the reputation of the Group. 
Clawback can be applied at any time during the clawback period, which is six years from the date of the award unless extended by the Remuneration Committee prior to the expiry of the initial clawback period.
The Committee has the discretion to reduce annual incentive payments if it believes that short-term performance has been achieved at the expense of the Group’s long-term future or vice versa. The Committee also retains the 
discretion to reduce or reclaim payments if the performance achievements are subsequently found to have been significantly misstated.
Directors’ interests in ordinary shares (audited)
The interests of the Directors in the shares of the Company as at the year end, or date of ceasing to be a Director, are set out below. Save as stated in this report, during the course of the year, no Director or any member of his or 
her immediate family have any other interest in the ordinary share capital of the Company or any of its subsidiaries. None of the Non-Executive Directors have share options or share awards.
Beneficially 
owned at 
31 December 
2020
Beneficially 
owned at 
31 December 
2021 or on 
ceasing to be a
Director1
Outstanding 
LTIP Share 
Awards2
Outstanding 
Deferred 
Shares3
Shareholding as 
a % of salary4
Shareholding 
Guideline met
André Lacroix5
432,535
463,940
154,924
26,951
2,644
Yes
Ross McCluskey6
5,312
7,082
57,791
4,114
72
No
Jonathan Timmis7
0
548
19,084
39,774
5
No
Andrew Martin
474
7,811
–
–
n/a
n/a
Graham Allan
355
460
–
–
n/a
n/a
Gurnek Bains
357
462
–
–
n/a
n/a
Lynda Clarizio8
0
108
–
–
n/a
n/a
Tamara Ingram9
0
105
–
–
n/a
n/a
Dame Louise Makin10
1,179
1,284
–
–
n/a
n/a
Gill Rider
754
863
–
–
n/a
n/a
Jean-Michel Valette
10,370
10,479
–
–
n/a
n/a
Lena Wilson11
1,182
1,182
–
–
n/a
n/a
1.	
No changes in the above Directors’ interests have taken place between 31 December 2021 and 28 February 2022.
2.	
Subject to performance conditions.
3.	
Subject to continued employment or good leaver status.
4.	
Calculated as the number of shares beneficially owned at 31 December 2021 based on a share price of £56.30 as at 31 December 2021, being the last trading day, and applied to the annual salary for 2021.
5.	
Appointed 16 May 2015 with the guideline to hold 200% of base salary in shares by 16 May 2020. With effect from 26 May 2021, this was increased to 500% of base salary with effect from the AGM held on 26 May 2021, which has been exceeded.
6.	
Joined Intertek in August 2016 with the guideline to hold 35% of base salary in shares by August 2021. This was increased on his appointment to Chief Financial Officer on 22 August 2018 to 200% to be achieved by August 2023. He stepped down from the Board with effect from 1 April 2021.
7.	
Appointed 1 April 2021 with a guideline to hold 200% of base salary in shares by 1 April 2026. This was increased to 300% of base salary with effect from the AGM held on 26 May 2021.
8.	
Appointed 1 March 2021.
9.	
Appointed 18 December 2020.
10.	 Stepped down from the Board with effect from 30 June 2021.
11.	 Stepped down from the Board with effect from 31 January 2021.
Remuneration Committee report
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Post-employment share ownership requirements
In line with best practice on the post-cessation of employment 
shareholding guidelines, Executive Directors are required to retain 
shares equivalent to the lower of their actual shareholding and 
in-employment shareholding requirement for two years after ceasing 
employment with Intertek. These will be held in the company Nominee 
account with the date that the holding restriction falls away annotated 
on the account. 
Payments to past Directors (audited)
Edward Leigh received 10,018 shares on 21 March 2021 which vested 
at a share price of £53.83. This relates to the 2018 LTIP award, where 
Edward was treated as a good leaver, with awards pro-rated based on 
time served in employment. These vested in line with the LTIP awards 
vesting for other Executives in respect of the performance period 
ending on 31 December 2020 (41.5%) of maximum.
Ross McCluskey stepped down from his position as a Director on 1 April 
2021 and details of his remuneration have been included earlier in the 
report. 
Payments for loss of office (audited)
Louise Makin and Lena Wilson received no payment on ceasing to be 
Non-Executive Directors of the Company and no payments were made 
to any Director of the Company for loss of office.
Ross McCluskey continues to be employed by the Group and therefore 
was not treated as a leaver for the purpose of outstanding incentive 
awards on ceasing to be a Director.
Remuneration Committee report
Continued
Percentage change in remuneration levels
The table below shows the average movement in salary and annual incentive for UK employees between the 2019 and 2020, and the 2020 and 
2021 financial year ends. The UK total employee population has been chosen as a comparator, as the parent company (Intertek Group plc) does not 
have any employees apart from the Directors.
Salary %
Annual Incentive %
Benefits%
2019/2020
2020/2021
2019/2020
2020/2021
2019/2020
2020/2021
CEO (André Lacroix1)
1.0
1.44
(24.2)
n/a3
(12.4)
(2.31)
CFO (to 1 April 2021) (Ross McCluskey)
0.5
(74.63)4
12.2
n/a3
(2.5)
(54.72)
CFO (from 1 April 2021) (Jonathan Timmis)
n/a
–
n/a
–
n/a
–
Average based on Intertek’s UK employees2
3.2
(9.9)
n/a
16.45
14.4
Chairman (to 31 Dec 2020) (Sir David Reid)
0
–
n/a
n/a
(25.1)
–
Chairman (from 1 Jan 2021) (Andrew Martin)
0
280.43
n/a
n/a
n/a
0
Graham Allan
0
0
n/a
n/a
05
0
Gurnek Bains
0
0
n/a
n/a
(100)
0
Lynda Clarizio (from 1 March 2021)
n/a
–
n/a
n/a
n/a
–
Tamara Ingram (from 18 Dec 2020)
n/a
3250
n/a
n/a
n/a
0
Dame Louise Makin (to 30 June 2021)
0
(43.51)
n/a
n/a
(59.3)
0
Gill Rider
0
11.69
n/a
n/a
(63.5)
n/a3
Lena Wilson (to 31 January 2021)
0
(85.06)
n/a
n/a
(77.2)
(100)
Jean-Michel Valette
0
13.89
n/a
n/a
(48.9)
(25) 
1.	
The percentage change for incentive and benefits for André Lacroix are based on actual amounts earned from 2019, 2020 and 2021.
2.	
The Intertek UK employee group has been selected as the most appropriate comparator group, due to the diverse nature of the Group’s global employee population.
3.	
There was an increase in 2020/2021 in comparison to 2019/2020, however due to a 0% change in 2019/2020 it is not possible to calculate the percentage increase.
4.	
The percentage change for Ross McCluskey is based on the period 1 January to 1 April 2021, when he ceased to be an Executive Director. 
5.	
The percentage change in the 2020 Annual Report & Accounts for 2019/2020 was misstated as an 131% increase. This has been corrected to 0%.
CEO pay ratio
The following table sets out the CEO’s pay ratio, comparing the CEO’s total 
remuneration against that of UK employees. The table below shows the 
required information from 2019 through to 2021. The slight increase in the 
2021 CEO's pay ratio is predominantly due to much larger bonus earned in 2021.
Method
25th 
percentile 
pay ratio
Median pay 
ratio
75th 
percentile 
pay ratio
2021 CEO
Option B
117:1
90:1
56:1
2020 CEO1
Option B
94:1
72:1
50:1
2019 CEO
Option B
205:1
152:1
107:1
1.	
These ratios have been updated to reflect actual LTI vesting value in the single pay figure.
The regulations also require the total pay and benefits and the salary 
component of total pay to be set out as follows:
Base salary
£
Total pay 
and benefits
£
CEO remuneration
988,153
3,047,636
UK employee 25th percentile
24,872
26,115
UK employee median
30,341
33,938
UK employee 75th percentile
46,113
54,300

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In terms of reporting options, the Company chose option B, using the 
most recent gender pay gap information to determine the relevant 
employees at the 25th, 50th and 75th percentile to compare to CEO 
pay, as that data was already available and is used for other reporting 
purposes. It refers to gender pay data as of 1 April 2021 and uses the 
single total figure methodology for the identified individuals. The pay 
and benefits for the employees at the quartiles are their total actual 
annual pay and benefits as of 31 December 2021. 
With regards to representativeness of the ratios, Intertek is a very 
diverse employer and has employees in many UK locations. Our 
employees have many different qualifications and are working in and 
serving almost all major industries. As a consequence, it is unlikely that 
there is any one single individual whose pay and benefits is 
representative of Intertek UK as a whole. Intertek have therefore also 
looked at the total pay of the individuals immediately above and below 
the 25th, 50th and 75th percentile. Looking at the spread of resulting 
ratios, it was decided that the ‘best equivalent’ would be the arithmetic 
mean of the total pay of three individuals around each reporting point:
–	
For the three employees around the 25th percentile: Ratios ranged 
from 113:1 to 119:1, with an arithmetic mean of 117:1.
–	
For the three employees around the 50th percentile: Ratios ranged 
from 86:1 to 92:1, with an arithmetic mean of 90:1.
–	
For the three employees around the 75th percentile: Ratios ranged 
from 49:1 to 62:1, with an arithmetic mean of 57:1.
When calculating total pay and rewards, no pay components were 
omitted. The Company used the calculation methodology as set out in 
the relevant regulations (The Companies (Miscellaneous Reporting) 
Regulations 2018). For part-time employees, their relevant pay and 
benefit components have been adjusted to the equivalent full-time 
figure for the relevant business. Full-time equivalent hours can vary 
across locations and legal entities.
The pay ratio reflects how remuneration arrangements differ as responsibility increases for more senior roles in the organisation, including reflecting 
that an increased proportion is based on performance-related variable pay and short term based incentives for more senior executives. 
The Committee is therefore comfortable that the pay ratio reflects the pay and progression policies at Intertek.
Relative importance of the spend on pay
The table below shows the movement in spend on staff costs between the 2020 and 2021 financial years, compared to dividends.
2021
£m
2020
£m
%
change
Staff costs1
1,242.6
1,220.4
1.8%
Dividends
170.6
170.4
0.1%
1.	
Staff costs are shown at actual rates. At constant currency, staff costs increased by 6.7%, reflecting a 5.9% foreign exchange impact.
Performance graph
Consistent with prior years, the graph alongside shows the TSR in respect of the Company over the last ten financial years, compared with the TSR 
for the full FTSE 100 Index. The FTSE 100 is selected as the comparator group as it is a good representation of peer group companies and Intertek is 
a constituent of the FTSE 100. TSR, reflecting the change in the value of a share and dividends paid, can be represented by the value of a notional 
£100 invested at the beginning of a period and its change over that period.
Intertek Group
FTSE 100
400
300
200
100
0
2011
2012
2014
2016
2017
2020
2021
2019
2018
2013
2015
£
Remuneration Committee report
Continued

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The graph below shows the total remuneration of the Intertek CEO over the ten-year period from 2012 to 2021.
2012
2013
2014
2015 (WH)1
2015 (AL)2
2016
2018
2017
2019
2020
2021
0
2,000
4,000
6,000
8,000
10,000
12,000
£’000
Annual incentive
LTIP (share price increase)4
LTIP (award share price)3
Beneﬁts6
Mirror awards5
Pension
Salary
1.	
Shows W Hauser remuneration based on period to 15 May 2015.
2.	
Shows A Lacroix remuneration for the period from appointment as CEO on 16 May 2015.
3.	
LTIP (award share price) shows the proportion of the LTIP value received which resulted from the share price on the award date.
4.	
LTIP (share price increase) shows the proportion of the LTIP value received which resulted from increase in the share price over the vesting period, which in 2021 was £175,283
5.	
Mirror Awards – as reported in previous years, at the time of joining, the Company had bought out André’s existing share awards with his previous employer in two tranches of 91,575 and 91,574 shares vesting in 2016 and 2017 each at an award price of £28. The tranche that vested in 2017 
vested at a share price of £42.95 which represents an increase in our Company share price over the two years of over 53%. These awards were one-off awards and are not part of his ongoing remuneration.
6.	
Years 2018 to 2021 also include benefits in kind (‘BIK’) arising from performance of duties and will continue to include any BIK values in future years.
Remuneration Committee report
Continued
CEO total remuneration
The total remuneration figures for the CEO during each of the past ten financial years are shown in the table below. Consistent with the calculation methodology for the single figure for total remuneration, the total 
remuneration figure includes the total annual incentive and Deferred Share Award based on that year’s performance and LTIP share awards based on the three-year performance period ending in the relevant year. The annual 
incentive payout and LTIP award vesting level as a percentage of the maximum opportunity are also shown for each of these years.
2012
2013
2014
W Hauser 
2015
A Lacroix 
2015
2016
2017
2018
2019
2020
2021
Total remuneration £’000
5,298
3,195
2,011
876
1,824
5,4521
11,4171
6,223
4,986
2,470
3,048
Annual incentive (%)
83.1
34.6
38.4
90.6
96.6
70.2
100.0
75.5
52.3
0.0
85.0
LTIP award vesting (%)
100.0
81.8
25.2
–
–
–
90.87
98.32
89.40
41.50
0.0
1.	
As reported in previous years, at the time of joining, the Company had bought out André’s existing share awards with his previous employer in two tranches of 91,575 and 91,574 shares vesting in 2016 and 2017, each at an award price of £28. The tranche that vested in 2017 vested at a 
share price of £42.95, which represents an increase in our Company share price over the two years of over 53%. These awards were one-off awards and not part of his ongoing remuneration.
Approval of the Directors’ Remuneration report
The Directors’ Remuneration report, including both the Directors’ Remuneration Policy review report and the 
Annual report on remuneration, was approved by the Board on 28 February 2022.
Gill Rider
Chair of the Remuneration Committee

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In accordance with the requirements of the Companies Act 2006 (‘Act’) 
and the Disclosure Guidance and Transparency Rules (‘DTR’) of the 
Financial Conduct Authority (‘FCA’), the following section describes the 
matters that are required for inclusion in the Directors’ Report and were 
approved by the Board. Further details of matters required to be 
included in the Directors’ Report that are incorporated by reference into 
this report are set out below.
Annual Report & Accounts and compliance with Listing Rule 
(‘LR’) 9.8.4 R
The Board has prepared a Strategic Report (pages 4 to 61) which 
provides an overview of the development and performance of the 
Company’s business together with any research and development 
activities during the year ended 31 December 2021 and its position at 
the end of that year. The Strategic Report also outlines any important 
events since the end of the financial year and also likely future 
developments in the business of the Company and Group.
For the purposes of compliance with DTR 4.1.5 R(2) and DTR 4.1.8 R, 
the required content of the management report can be found in the 
Strategic Report and this Directors’ Report, including the sections of 
the Annual Report & Accounts incorporated by reference.
For the purposes of LR 9.8.4C R, the information required to be 
disclosed by LR 9.8.4 R can be found in the next table.
Topic
Location and page
1.	 Amount of interest capitalised
Not applicable
2.	 Any information required by LR 9.2.18 R 
(Publication of unaudited financial information)
Not applicable
3.	 Details of long-term incentive schemes
Directors’ Remuneration 
report (pages 136 to 
162)
4.	 Waiver of emoluments by a Director
Not applicable
5.	 Waiver of future emoluments by a Director
Not applicable
6.	 Non pre-emptive issues of equity for cash
Not applicable
7.	 Information required by (6) above for any 
unlisted major subsidiary undertaking of the 
Company
Not applicable
8.	 Company participation in a placing by a listed 
subsidiary
Not applicable
9.	 Any contracts of significance
Other statutory 
information (page 164)
10.	Any contracts for the provision of services by a 
controlling shareholder
Not applicable
11.	Shareholder waivers of dividends
Other statutory 
information (page 164)
12.	Shareholder waivers of future dividends
Other statutory 
information (page 164)
13.	Agreements with controlling shareholders
Not applicable
Directors
The names of the members of the Board, as at the date of this report, 
and their biographical details are set out on pages 102 to 104. During 
the year, Andrew Martin was appointed as Chairman on 1 January 2021, 
Lynda Clarizio was appointed as a Non-Executive Director of the Board 
on 1 March 2021 and Jonathan Timmis was appointed Chief Financial 
Officer and a Director on 1 April 2021. Lena Wilson stepped down from 
the Board as a Non-Executive Director on 31 January 2021, Ross 
McCluskey ceased to be Chief Financial Officer and a Director on 1 April 
2021 after being promoted to an operational role as Executive Vice 
President Europe and Central Asia and Louise Makin stepped down from 
the Board as a Non-Executive Director on 30 June 2021.
Articles of Association
The Company’s Articles of Association contain provisions relating to the 
retirement, election and re-election of Directors but, in accordance with 
best practice, all Directors who wish to continue to serve will stand for 
re-election at the Annual General Meeting (‘AGM’).
The Articles of Association set out the internal regulation of the 
Company and cover such matters as the rights of shareholders, the 
appointment or removal of Directors and the conduct of the Board and 
general meetings. Copies are available upon request from the Group 
Company Secretary and are available at the Company’s AGM. Further 
powers are granted by members in general meeting and those currently 
in place are set out in detail in the appropriate section of this report.
Directors’ indemnities
The Board believes that it is in the best interests of the Group to attract 
and retain the services of the most able and experienced Directors by 
offering competitive terms of engagement, including the granting of 
indemnities on terms consistent with the applicable statutory 
provisions. In accordance with the Articles of Association, the Company 
has executed deed polls of indemnity for the benefit of the Directors of 
the Company.
These provisions, which are deemed to be qualifying third-party 
indemnity provisions (as defined by section 234 of the Act), were in 
force during the financial year ended 31 December 2021, for the 
benefit of the Directors and, at the date of this report, remain in force in 
relation to certain losses and liabilities which they may incur (or have 
incurred) in connection with their duties, powers or office.
Directors’ interests
Other than the Directors’ service agreements or letters of appointment, 
none of the Directors of the Company had a personal interest in any 
business transactions of the Company or its subsidiaries. The terms of 
the Directors’ service agreements or letters of appointment and the 
Directors’ interests in shares and share awards of the Company, in 
respect of which transactions are notifiable to the Company and the 
FCA under Article 19 of the UK Market Abuse Regulation, are disclosed 
in the Remuneration report on pages 142, 144 and 159.
Directors’ powers
The Directors are responsible for the strategic management of the 
Company and their powers to do so are determined by the provisions of 
the Act and the Company’s Articles of Association.
Other statutory information

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Dividend
The Directors are recommending a final dividend of 71.6p per ordinary 
share (2020: 71.6p) making a full-year dividend of 105.8p per ordinary 
share (2020: 105.8p) which will, if approved at the AGM, be paid on 
17 June 2022 to shareholders on the register at the close of business 
on 27 May 2022.
Share capital
The issued share capital of the Company and the details of the 
movements in the Company’s share capital during the year are shown in 
note 15 to the financial statements.
The holders of ordinary shares are entitled to receive dividends when 
declared, receive the Company’s Annual Report & Accounts, attend and 
speak at general meetings of the Company, appoint proxies and 
exercise voting rights. A waiver of dividend exists in respect of the 
274,546 shares held by the Intertek Group Employee Share Ownership 
Trust (‘Trust’) as at 31 December 2021 and with respect to future 
dividends. Details of the shares purchased by the Trust during the year 
are outlined in note 15 to the financial statements. There are no 
restrictions on the transfer of ordinary shares in the Company.
The rights attached to shares in the Company are provided by the 
Articles of Association, which may be amended or replaced by means of 
a special resolution of the Company in a general meeting. The Directors’ 
powers are conferred on them by UK legislation and by the Company’s 
Articles of Association.
No ordinary shares carry any special rights with regard to the control of 
the Company and there are no restrictions on voting rights except that 
a shareholder has no right to vote in respect of a share unless all sums 
due in respect of that share are fully paid. There are no arrangements 
known to the Company by which financial rights carried by any shares in 
the Company are held by a person other than the holder of the shares, 
nor are there any arrangements between holders of securities that may 
result in restrictions on the transfer of securities or on voting rights 
known to the Company. All issued shares are fully paid.
Shares are admitted to trading on the London Stock Exchange and may 
be traded through the CREST system.
Allotment of shares
At the AGM held in 2021, the shareholders generally and 
unconditionally authorised the Directors to allot relevant securities up 
to approximately two-thirds of the nominal amount of issued share 
capital.
It is the Directors’ intention to seek renewal of this authority in line with 
guidance issued by the Investment Association. The resolution will be 
set out in the Notice of AGM.
At the AGM held in 2021, the Directors were also empowered by the 
shareholders to allot equity securities, up to 5% of the Company’s 
issued share capital, for cash under section 570 of the Act. It is 
intended that this authority be renewed, at the forthcoming AGM.
It is the Board’s intention, in line with guidance issued by the Pre-
Emption Group, to also propose the renewal of the additional special 
resolution to allow the Company to allot equity securities up to a 
further 5% of the Company’s issued share capital. This is applicable 
when the Board determines a transaction to be an acquisition or other 
capital investment, as defined by the Pre-Emption Group’s Statement of 
Principles and is announced contemporaneously with the allotment or 
has taken place in the preceding six-month period and is disclosed in the 
announcement of the allotment.
Purchase of own shares
Shareholders also approved the authority for the Company to buy back 
up to 10% of its own ordinary shares by market purchase until the 
conclusion of the AGM to be held this year. The Directors will seek to 
renew this authority for up to 10% of the Company’s issued share 
capital at the forthcoming AGM. This power will only be exercised if the 
Directors are satisfied that any purchase will increase the earnings per 
share of the ordinary share capital in issue after the purchase, and 
accordingly, that the purchase is in the interests of shareholders. The 
Directors will also give careful consideration to gearing levels of the 
Company and its general financial position. Any shares purchased in this 
way may be held in treasury which, the Directors believe, will provide 
the Company with flexibility in the management of its share capital. 
Where treasury shares are used to satisfy Share Awards, they will be 
classed as new issue shares for the purpose of the 10% limit on the 
number of shares that may be issued over a ten-year period under the 
relevant share plan rules. The Company currently holds no shares in 
treasury.
Significant agreements
The Company is not a party to significant agreements which take 
effect, alter or terminate upon a change of control following a takeover 
bid apart from a number of credit facilities with banks together with 
certain senior notes issued by the Company. The total amount owing 
under such credit facilities and senior note agreements as at 
31 December 2021 is shown in note 14 to the financial statements. 
These agreements contain clauses such that, in the event of a change 
of control, the Company can offer to or must repay all such borrowings 
together with accrued interest, fees and other sums owing as required 
by the individual agreements.
The rules of the Company’s incentive plans contain clauses relating to a 
change of control resulting from a takeover and, in such an event, 
awards would vest subject to the satisfaction of any associated 
performance criteria. The Company is not aware of any other 
agreements with change of control provisions that are considered to be 
significant in terms of their potential impact to the business.
There are no significant agreements or contracts in place with any 
group company and a director of the Company or a major shareholder.
Other statutory information
Continued

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Material interests in shares
Up to 28 February 2022, being the latest practicable date before the publication of this report, the following disclosures of major holdings of voting 
rights have been made (and have not been amended or withdrawn) to the Company pursuant to the requirements of Rule 5 of the DTR of the FCA 
(‘DTR 5’). The Company is not aware of any changes in the interests disclosed under DTR 5 since the year end.
At date of notification
Shareholder
Direct 
voting 
rights
Indirect 
voting 
rights
Percentage 
of voting 
rights 
attached to 
shares
Voting 
rights 
through 
financial 
instruments
Percentage 
of voting 
rights 
through 
financial 
instruments
Total voting 
rights
Percentage 
of total 
voting 
rights
BlackRock Inc.
– 10,473,019
6.49%
1,392,394
0.85% 11,865,413
7.34%
Fiera Capital Corporation
–
9,553,525
5.92%
–
–
9,553,525
5.92%
Mawer Investment Management Ltd
8,110,417
–
5.03%
–
–
8,110,417
5.03%
Marathon Asset Management LLP
–
8,037,714
4.98%
–
–
8,037,714
4.98%
Massachusetts Financial Services Company
–
8,004,731
4.96%
–
–
8,004,731
4.96%
These holdings are published on a Regulatory Information Service and on the Company’s website.
Our people
Information about the Group’s employees, employment of disabled persons policies and employment practices is contained within this report on 
pages 73 to 79. Information on the employee share schemes is in the Directors’ Remuneration report and in note 17 to the financial statements on 
page 206. The steps by the Company taken to inform, engage and consult with employees is outlined in pages 114 to 120 and in the Section 172 
statement on page 55.
Stakeholders
Information on the steps by the Company taken to inform, engage and consult with our stakeholders is outlined in pages 114 to 120 and in the 
Section 172 statement on pages 58 to 61.
Energy Use and Greenhouse Gas emissions (‘GHG’)
Information about the Group’s energy use, GHGs and methodologies used for the calculations are given in this report on pages 86 to 88.
Task Force on Climate-Related Financial Disclosures ('TCFD')
The climate-related financial disclosures consistent with TCFD recommendations are on pages 50 to 54.
Political donations
At the AGM in 2021, shareholders passed an ordinary resolution, on a precautionary basis, to authorise the Company to make donations to EU 
political organisations and to incur EU political expenditure (as such items are defined in the Act) not exceeding £90,000.
During the year the Group did not make any such political donations (2020: £nil). It is the Company’s policy not, directly or through any subsidiary, to 
make what are commonly regarded as donations to any political party.
At the forthcoming AGM of the Company, shareholders’ approval will again be sought to authorise the Group to make political donations and/or incur 
political expenditure (as such terms are defined in section 362 to 379 of the Act). Further information is contained in the Notice of AGM.
Branches
The Company, through various subsidiaries has established branches in 
a number of different countries in which the business operates. The list 
of related undertakings is available on pages 209 to 217.
Auditor
The auditor, PricewaterhouseCoopers LLP, have expressed their 
willingness to continue in office. Upon the recommendation of the Audit 
Committee, a resolution to reappoint them as auditor and to determine 
their remuneration will be proposed at the forthcoming AGM.
Financial instruments
Details about the Group’s use of financial instruments are outlined in 
note 14 to the financial statements.
Annual General Meeting
The Notice of AGM, which is to be held on 25 May 2022, is available for 
download from the Company’s website at intertek.com/investors. The 
Notice details the business to be conducted at the meeting and 
includes information concerning the deadlines for submitting proxy 
forms and in relation to voting rights.
Statement of disclosure of information to auditors
The Directors who held office at the date of approval of this Directors’ 
Report confirm that, so far as they are aware, there is no relevant audit 
information of which the Company’s auditor is unaware and each 
Director has taken all reasonable steps that he or she ought to have 
taken as a Director of the Company to make themselves aware of any 
relevant audit information and to establish and ensure that the 
Company’s auditor is aware of that information.
Other statutory information
Continued

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The Directors are responsible for preparing the Annual Report & 
Accounts and the financial statements in accordance with applicable 
law and regulation.
Company law requires the Directors to prepare financial statements for 
each financial year. Under that law the Directors have prepared the 
Group financial statements in accordance with UK-adopted international 
accounting standards and the Company financial statements in 
accordance with United Kingdom Generally Accepted Accounting 
Practice (United Kingdom Accounting Standards, comprising FRS 101 
“Reduced Disclosure Framework”, and applicable law).
Under company law, Directors must not approve the financial 
statements unless they are satisfied that they give a true and fair view 
of the state of affairs of the Group and Company and of the profit or 
loss of the Group for that period. In preparing the financial statements, 
the Directors are required to:
–	
select suitable accounting policies and then apply them consistently;
–	
state whether applicable UK-adopted international accounting 
standards have been followed for the Group financial statements 
and United Kingdom Accounting Standards, comprising FRS 101 
have been followed for the Company financial statements, subject 
to any material departures disclosed and explained in the financial 
statements;
–	
make judgements and accounting estimates that are reasonable and 
prudent; and
–	
prepare the financial statements on the going concern basis unless 
it is inappropriate to presume that the Group and Company will 
continue in business.
The Directors are responsible for safeguarding the assets of the Group 
and Company and hence for taking reasonable steps for the prevention 
and detection of fraud and other irregularities.
The Directors are also responsible for keeping adequate accounting 
records that are sufficient to show and explain the Group’s and 
Company’s transactions and disclose with reasonable accuracy at any 
time the financial position of the Group and Company and enable them 
to ensure that the financial statements and the Directors’ 
Remuneration report comply with the Companies Act 2006.
The Directors are responsible for the maintenance and integrity of the 
Company’s website. Legislation in the United Kingdom governing the 
preparation and dissemination of financial statements may differ from 
legislation in other jurisdictions.
Directors’ confirmations
The Directors consider that the Annual Report & Accounts, taken as a 
whole, is fair, balanced and understandable and provides the 
information necessary for shareholders to assess the Group’s and 
Company’s position and performance, business model and strategy.
Each of the Directors, whose names and functions are listed in the 
Directors’ Report confirm that, to the best of their knowledge:
–	
the Group financial statements, which have been prepared in 
accordance with UK-adopted international accounting standards, 
give a true and fair view of the assets, liabilities, financial position 
and profit of the Group;
–	
the Company financial statements, which have been prepared in 
accordance with United Kingdom Accounting Standards, comprising 
FRS 101, give a true and fair view of the assets, liabilities and 
financial position of the Company; and
–	
the Strategic Report includes a fair review of the development and 
performance of the business and the position of the Group and 
Company, together with a description of the principal risks and 
uncertainties that it faces.
In the case of each Director in office at the date the Directors’ Report is 
approved:
–	
so far as the Director is aware, there is no relevant audit information 
of which the Group’s and Company’s auditors are unaware; and
–	
they have taken all the steps that they ought to have taken as a 
Director in order to make themselves aware of any relevant audit 
information and to establish that the Group’s and Company’s 
auditors are aware of that information.
André Lacroix
Chief Executive Officer
28 February 2022
Registered Office: 
33 Cavendish Square, London W1G 0PS
Registered Number: 04267576
Statement of Directors’ responsibilities 
in respect of the financial statements

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Sustainability Report / Risk management
Our integrated risk management framework
Risk management is embedded throughout our 
organisation using a framework of divisional, regional 
and functional risk committees. These committees 
meet quarterly to identify, monitor and assess the 
risks within their area of responsibility using tools 
which include a dashboard of leading and lagging risk 
indicators and risk mitigation action plans. It is the 
responsibility of each committee to assess whether 
its risk environment is changing, whether it has the 
right mitigation action plans and whether new or 
different plans are required in response to new or 
changing risks.
The risk committees report to our Group Risk 
Committee which in turn provides a report on risk and 
mitigation actions at each meeting of the Board.
Our integrated approach to identifying and 
mitigating risks
At Intertek, we view our risk environment as 
consisting of emerging risks (risks that are potential 
or future-looking) and systemic risks (risks which are 
concrete and actually present or inherent in our 
operations). Emerging risks are assessed by 
perceived likelihood and impact and addressed using 
mitigation action plans on a ‘three lines of defence’ 
model. Systemic risks are addressed using our 
internal controls, policies and procedures.
Our risk identification and mitigation approach is 
integrated and dynamic as our risk committees 
continually review their emerging risks and, to the 
extent those risks start to become systemic (or ‘real’ 
rather than ‘potential’ risks), identify new controls, 
policies or procedures so that we can put new 
systemic mitigations in place.
Our integrated approach to risk assurance
We have an integrated approach to getting 
assurance that our risks are being appropriately and 
effectively identified and addressed. We use an 
integrated assurance map, which takes each of our 
emerging and systemic risks and maps an assurance 
framework onto them by identifying the roles or 
functions which are responsible for the management, 
control and oversight of those risks.
Evidence that this assurance is robust is primarily 
validated by our Internal Audit function (which audits 
our financial controls and risks), by our Compliance 
function (which audits our non-financial, operational 
controls and risks), and by our CyberSecurity team 
(which audits our IT controls and risks).
 
Our integrated approach to risk governance 
and oversight
The Board ultimately reviews the Group’s risks, 
controls and compliance and mitigation actions. The 
Audit Committee is responsible for reviewing the 
adequacy and effectiveness of that risk framework. 
If this governance and oversight identifies new risks 
or the need for new controls, policies or procedures, 
those changes are made and fed back to the 
framework of risk committees so that governance 
and oversight results in a dynamic change to our risk 
identification and mitigation action plans.
Task Force on Climate-related
Financial Disclosures ('TCFD')
The TCFD is a market-driven initiative shaping the 
increased response measures to climate-related 
financial risks. Mitigating and managing the risks 
and opportunities associated with climate change 
is fundamental for Intertek, to enable us to deliver 
our purpose we evaluate climate related risks and 
opportunities using our integrated risk management 
approach. For our TCFD disclosures see pages 50 
to 54. 
Intertek has implemented an end-to-end integrated 
approach to risk, control and compliance which: 
embeds risk management throughout our business; 
allows us to dynamically adapt our controls, policies 
and assurance activities as our risk environment 
changes; and creates responsibility and oversight of 
our risk identification and risk mitigation actions to 
ensure they are effective, relevant and robust.
Managing risk is key to our 
organisation being sustainable. Being 
able to identify and prioritise both 
opportunities and threats impacting 
our business, we are able to achieve 
our objectives over the long term in 
order to sustain success.
Risk management 
Identifying and 
managing our risks 
is key to creating 
sustainable value

Intertek Group plc | Annual Report & Accounts 2021
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Sustainability Report / Risk management
Risk management
Continued
Doing Business the Right Way
We continue to develop a best practice compliance 
programme to ensure Intertek operates with the 
highest standards of compliance and ethical business 
practices, including through our supply chain partners.
We are committed to maintaining the total confidence 
of our stakeholders. One of the Group’s primary 
business objectives is to help our customers meet 
quality standards for virtually any market in the world 
and protect them against risk by ensuring compliance 
with local, national and international laws.
The accuracy and validity of reports and certificates 
that we provide are therefore important factors 
which contribute to our success. Integral to this is 
‘Doing Business the Right Way’; our internal risk, 
control, compliance and quality programme.
Our compliance programme ensures:
–	
that our people have the processes, tools and 
training they need, and work to ensure a safe and 
inclusive environment;
–	
the services we provide and the contracts we 
enter into are delivered with integrity and in line 
with our commitment to Total Quality;
–	
every colleague commits to the highest standards 
of professional conduct; and
–	
we deliver sustainable growth by managing our 
risks and doing the right thing for the longer term.
Internal Audit is responsible for reviewing and 
assessing Intertek’s business processes and provides 
independent and objective assurance and advice that 
adds value and improves our internal control systems 
and operations.
Public policy
Our Government & Public Affairs function interacts 
with trade associations and governmental 
authorities to provide input into industry and 
regulatory improvements in product safety, quality 
and risk assurance. Any interactions with 
governments, governmental authorities or regulators 
are reviewed by our Group Legal & Risk functions to 
ensure that we comply fully with all laws and 
regulations.
Ethics, integrity and professional conduct
Our commitment to the highest standards of 
integrity and professional ethics is embedded in the 
Group’s culture through the integrity principles set 
out in our Code of Ethics (‘Code’). It sets clear 
expectations that people working for our business 
must act at all times with integrity and in an open, 
honest, ethical and socially responsible manner. The 
Code also covers health and safety, anti-bribery, 
anti-competitive practices, labour and human rights. 
The Board, as a whole, oversees the implementation 
of human rights commitments and supports human 
rights as defined in the Code.
We have a culture in which all issues relevant to our 
professional conduct and the Code can be raised and 
discussed openly without recrimination. We operate 
a strict zero-tolerance policy regarding any breach of 
our Code and any behaviour that fails to meet our 
expected standards of integrity as a trusted leader in 
the Quality Assurance industry.
To support this policy in action, all people working for, 
or on behalf of, Intertek are required to sign the Code 
upon joining the Group or before commencing work on 
our behalf. This confirms their acceptance of the high 
standards expected of them in all business dealings.
100%
of our colleagues are required to complete 
our Code of Ethics training
Intertek employees or people acting on Intertek’s 
behalf are responsible for applying the Code in their 
own job role, their part of the business and location. 
Every year, to support the continuing understanding 
in this area, all of our people are required to complete 
our comprehensive training course.
This training covers the Code and other important 
professional conduct areas, such as data security and 
operational controls. When completing the training, all 
employees are required to sign a certificate confirming 
their understanding that any breaches of the Code will 
result in disciplinary action that may include summary 
dismissal of the employee concerned.
Whistleblowing hotline
To empower our people and stakeholders to voice 
any concerns about breaches of the Code or any of 
our policies (including our Labour and Human Rights 
Policy and Modern Slavery Policy), we have a 
well-publicised hotline which can be used by all 
employees, contractors and others representing 
Intertek, or by third parties such as our customers or 
people who are affected by our operations.
This whistleblowing hotline is run by an independent, 
external provider. It is multi-language and is 
accessible by phone and by email 24 hours a day. 
Those concerned are encouraged to report any 
conduct, compliance, integrity or ethical concerns 
using the hotline. Information posters are present in 
all of our sites.
If a report is made to the hotline, it is followed up by 
Intertek’s Compliance officers. Our Group Compliance 
function, which is independent of our operational 
businesses and reports directly to our Group General 
Counsel, fully investigates all reports received.
Provided there is no conflict of interest, all reports 
are also notified immediately to our Group Ethics & 
Compliance Committee, which consists of our CEO, 
CFO, EVP for HR and Group General Counsel. This 
ensures the effective resolution both of individual 
issues and of any systemic or process improvements 
that can be made to address them.
During 2021, 112 reports of non-compliance with 
the Code were made to our hotline. Of those reports, 
19 were substantiated and required remedial action. 
Of those substantiated claims:
–	
there were no substantiated grievances relating 
to human rights, labour practices or societal
–	
impact breaches;
–	
there were no environmental incidents;
–	
there were no anti-trust incidents reported;
–	
there were no reported violations of the rights
–	
of indigenous people; and
–	
there were no cases of discrimination.
Five confirmed incidents were identified through our 
hotline where employees were disciplined or 
dismissed due to non-compliance with our 
anti‑corruption policy.

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Risk management
Continued
Supply chains
Continued focus on suppliers
We are deeply committed to operating with integrity 
by ‘Doing Business the Right Way’ and to pursuing our 
corporate social responsibility activities through living 
our strong values. Our suppliers have an important part 
to play in contributing to our sustainability.
Intertek Sustainable Procurement policy
Our sourcing approach
We work with thousands of suppliers around the 
world. We expect all suppliers to meet the same 
internationally recognised human rights, 
environmental and quality standards that we expect 
of our own businesses. These include meeting local 
legislative requirements but also applicable 
international requirements for workers’ welfare and 
conditions of employment, such as those set by the 
International Labour Organization (‘ILO’) and the 
Ethical Trading Initiative.
Large global suppliers offer stability in terms of 
financial resilience, delivery capacity and pricing 
structures, potentially coupled with better pricing 
and improved margins. However, our supply chain is 
quite diverse and geographically dispersed, and our 
procurement teams need to find regional and local 
suppliers. Through structured sourcing processes, we 
select the best option for us while continuing to 
support local suppliers that meet our business and 
sustainability requirements. Over 50% of our annual 
spend goes on regional and local suppliers, which 
demonstrates our commitment to supporting the 
communities in which we operate.
Evaluation of suppliers
Our corporate procedures govern our purchasing and 
evaluation of vendors and subcontractors supplying 
Intertek with goods and services. 
Approval and evaluation may be based on quality, 
health and safety, environmental performance and 
delivery. Performance is also measured, recorded and 
benchmarked against established objectives as part of 
our disciplined performance management principles, 
supported by our Quality Management System.
Further enhancements are planned to aid annual 
reviews in 2022. 
Enterprise Security
At Intertek we have adopted a risk-based security 
framework, based on international best practice, NIST 
CyberSecurity Framework. Our framework guides clear 
policies, standards and supporting guidelines, controls 
and hiring. We continue to innovate, enhancing service 
delivery and strengthening internal and external 
customer relationships to protect customer, employee 
and Intertek data.
There is regular reporting on progress of the security 
programmes to governance and oversight 
committees by our dedicated Chief Information 
Security Officer, who leads a global team.
IDENTIFY
PROTECT
DETECT
RECOVER
RESPOND
Our risk-
base d se curity 
framework
Identify
We develop a clear organisational understanding of 
risks to our systems, people and data, enabling us to 
prioritise efforts that are consistent with our risk 
management strategy and business needs.
Protect
We put in place appropriate safeguards to ensure 
delivery of critical services, including access control, 
staff awareness and training, and data security. 
These safeguards support our ability to limit or 
contain the impact of potential events.
Detect
We define the appropriate activities for the timely 
discovery of the occurrence of security events. We 
monitor continuously and verify the effectiveness of 
protective measures including network and physical 
activities.
Respond
We ensure response planning processes are 
executed during and after an incident, so that we 
take appropriate action regarding situations and 
contain their impact. We also implement 
improvements, by incorporating lessons learned from 
current and previous detection/response activities.
Recover
We undertake appropriate activities to maintain 
plans for resilience and to restore any capabilities or 
services that were impaired due to an incident. Our 
recovery function ensures timely recovery to normal 
operations to reduce the impact from an incident.
Zero
Number of complaints received from outside 
parties and substantiated by the organisation*
 
Data protection
We believe that all our people and all our customers 
have the right to data privacy, and so we have 
adopted the best practices and standards set out in 
the General Data Protection Regulation (‘GDPR’) 
across all of our markets and operations, and in 
relation to all individuals whose personal data we 
obtain and use (not just individuals in the EEA).
Our Group Data Protection Policy is aligned with the 
GDPR requirements to set out the minimum data 
protection standards we apply throughout our 
operations so that we use all personal data 
transparently, fairly and securely.
To ensure implementation, and to remain 
uncompromising on Quality and Compliance, our Core 
Mandatory Controls framework forms the mechanism 
to define, monitor and achieve consistently high 
standards. Control and oversight is provided through 
our CyberSecurity Team, Group Legal & Compliance 
and the Internal Audit team. We have mandatory 
training on data privacy for all employees and global 
data breach response processes.
Zero
Substantiated complaints concerning 
breaches of customer data policy*
 
* As reported through our centralised system.
Sustainability Report / Risk management

Intertek Group plc | Annual Report & Accounts 2021
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Sustainability Report / Total Sustainability Assurance
As a purpose-led organisation we hold ourselves 
to the same high standards to which we certify 
our clients and have committed to embed the 
Total Sustainability Assurance ('TSA') standards 
within our business and to audit ourselves 
against them. 
The TSA programme is based on ten corporate 
sustainability standards that we believe define 
a truly sustainable organisation today. We believe 
our ten TSA standards are the most comprehensive 
sustainability standards currently available and 
include areas that are not covered in other 
reporting frameworks. 
Our ten TSA Corporate Certification Standards 
demonstrate actionable, comparable, consistent 
and reliable disclosures and provide assurance 
beyond ESG disclosures and recognise that truly 
sustainable solutions must address the important 
operational aspects of every company, to cover 
environment, products, processes, facilities, 
assets, systems, corporate policies and 
stakeholder engagement.
Total Sustainability Assurance
Meeting our own 
Standards
Intertek has developed ten corporate certification standards. 
Each standard is designed to verify specific corporate sustainability 
topics. When your organisation becomes certified in all ten standards, 
you have achieved Corporate Sustainability Certification.
Communications 
& Disclosures
People and Culture
Risk Management
Defines metrics, internal and external 
communications procedures for 
maintaining external transparency.
Verifies that the systems and processes 
are in place to attract, train and retain the 
right employees by demonstrating a 
supportive, transparent and fair company 
culture.
Verifies an organisation’s insurance 
coverage, risk processes, controls and 
reporting, in addition to verifying a plan for 
business continuity and disaster recovery.
Financial
Environment
Quality & Safety
Helps organisations to create long-term 
plans, forecasts and strategic 
management of finances while still 
managing monthly reporting and 
budgetary control.
Guides and contributes towards efforts 
against climate change, management of 
resources, proactive protection and 
restoration of ecosystems, waste 
reduction and compliance with current 
environmental regulations.
Provides assurance through management 
systems certification, risk assessment, 
internal audits and continual improvement 
of processes.
Governance
Compliance
Looks to build an accountable and diverse 
governance structure, in addition to more 
transparent stakeholder engagement.
Seeks to verify principles with integrity. It 
also outlines senior management 
accountability, compliance monitoring and 
whistleblower policies.
Communities
Enterprise Security
Monitors commitment to making a 
positive impact on local communities as 
well as global activities.
Aims to manage and control IP assets and 
cyber risk, while protecting data, privacy 
and physical assets.
Progress in 2021
To embed the requirements of all ten standards 
and review our progress we: 
–	
Completed a self-assessment for each Standard 
and agreed the scope with the internal audit team 
for the benchmarking step of the process. The 
audit team comprises subject matter experts 
from our Business Assurance business line. 
–	
Benchmarked our sustainability programmes 
against the requirements of each Standard 
with the internal audit team. This review focused 
on the corporate head office and a selection of 
operational sites that are representative of 
the mix of business lines and activities within 
our operations. 
 
Performance is benchmarked against requirements 
and based on maturity. On completion of the 
benchmarking step the audit team will provide their 
findings and assurance to what extent corporate 
sustainability processes are in place, effective and 
meeting the intent of the standard. 
 
Outcomes will feed into our ever better approach and 
provide valuable insights which will enable us to align 
our sustainability initiatives and priorities further.

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Sustainability Report / Transparency
Transparency creates 
accountability
Governance 
Risk management
We build resilience through
systemic risk governance practices to
assure a strong culture of
risk-based business management.
The Task Force on Climate-related Financial 
Disclosures ('TCFD') sets out a framework for 
companies to provide stakeholders with an 
assessment of the financial implications of 
climate change and what this means for 
governance, strategy, risk and metrics. The 
Annual report contains information in line 
with the recommendations of the TCFD.
Our Sustainability Disclosure index is 
complementary to our published report and 
sets out how our disclosures map to our own 
Total Sustainability standards, the Global 
Reporting Initiative ('GRI') Standards and 
applicable Sustainability Accounting 
Standard Board ('SASB') requirements. 
We are committed to the highest
standards of corporate governance to 
successfully deliver long-term sustainable
growth and shareholder value. Our reporting 
demonstrates how we have engaged with, 
and taken into consideration, the interests of 
those stakeholders who are material to the 
long-term success of our business. 
Pages 55 to 61
Section 172 statement
Page 99
Governance structure
Pages 98 to 166
Directors' report
TCFD
Sustainability 
Disclosure index 
Transparency
Engagement with our shareholders and wider stakeholder groups plays a key 
role to help us understand the impact of our decisions on stakeholders, and 
provide insight into their needs and concerns. We recognise that disclosures 
and transparency are key catalysts for driving change.
In line with our own standard on Communications & 
Disclosures, we deeply believe that total 
transparency with robust disclosures and relevant 
targets aligned to corporate strategy is integral for 
corporations to demonstrate sustainability 
accountability to their stakeholders. 
We are committed to providing stakeholders with 
accurate and timely updates on our sustainability 
activities and performance and make every effort
to produce a report that is balanced and transparent 
and meets their needs. 
Reporting on our sustainability performance 
indicators in a consistent and accurate manner is 
essential for transparent reporting. We follow our 
own framework of the ten Total Sustainability 
Assurance Corporate Certification standards as well 
as GRI and SASB as a basis of preparation for the 
majority of our sustainability performance indicators. 
We are committed to reporting against voluntary 
external indices to increase transparency, motivate 
stakeholders and drive change within our business
and the value chain. 
Completing external assessments demonstrates our 
commitment to continuous improvement and helps 
us to prioritise focus areas for future reporting 
cycles. 
Communication guidance and policies 
Our Corporate Communications & Public Relations 
team look after the Group’s communications to the 
Group’s corporate stakeholders. This includes 
communications to the Group’s investors, the London 
Stock Exchange, financial media and the financial 
analysts that track and analyse the Group’s financial 
performance. Internally, the team helps to support 
local country marketing teams with corporate data 
and advice where corporate communications to local 
stakeholders, such as financial media or government 
partners, are needed. 
The media plays an important role in defining the 
way Intertek is perceived by its stakeholders. Our 
media policy sets out policies with respect to the 
public release of information by employees to the 
media, and how these requests are managed. 
Internal communications 
As part of the HR network’s efforts to continually 
improve our development and retention of the best 
people, our focus is to share the mission, values and 
success of the Group with our people and develop a 
supportive and inspiring workplace culture 
worldwide. An important part of this is regular and 
consistent engagement with our people through 
employee communications. The Intertek Group 
intranet is an internal communication hub. It enables 
colleagues to stay connected and to share 
knowledge across the Group in more than 100 
countries.
intertek.com/investors/
sustainability
Intertek Sustainability 
Disclosure Index
Page 53
Governance
Pages 51 and 52
Strategy
Page 54
Risk management
Pages 54, 86 to 88
Metrics and Targets
Pages 44 to 49
Principal risks and 
uncertainties
Pages 167 to 169 
Risk management