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Combined Group Management Report
Non-financial Group statement
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Non-financial Group statement 
Responsibility at Sartorius 
 Sustainability Management 
 Stakeholder Involvement 
 About the Non-Financial Group Statement 
 Organizational Profile 
 Materiality Analysis 
 Risk Management 
 Sustainable Development Goals 
Innovation & Social Contribution 
Employees 
 Finding and Retaining Talented Staff 
 Occupational Health and Safety 
Responsible Business Practices 
 Compliance 
 Supply Chain 
 Human Rights 
Environment 
 Energy Consumption and Emissions 
 Product Stewardship

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Responsibility at Sartorius 
Sustainability Management 
Sartorius is an internationally leading partner to the biopharmaceutical industry. With our technologies, we 
help researchers and engineers achieve faster, easier progress in the life sciences and bioprocess technology, 
thus enabling the development of new and better treatments and vaccines and affordable medical care. 
Many people in industrialized countries suffer from diseases for which there is as yet no effective treatment. 
These include cancer, dementia and autoimmune diseases as well as congenital metabolic disorders and 
infectious diseases. At the same time, many diseases that would have proved fatal just a few generations ago 
can now be cured or treated effectively. Combined with declining birth rates, this has led to an aging society 
in industrialized countries where people are expected to remain fit and healthy for as long as possible. 
In developing and emerging countries, the availability and affordability of healthcare is well below the 
standards in industrialized nations: more than half the world’s population has either no or inadequate access 
to medical care. For every second child, initial immunization is an unachievable goal, and it is estimated that 
1.5million children under the age of five die from diseases from which they could be protected with 
vaccinations. 
The purpose of our business is to help our customers develop and manufacture biotechnology-based drugs 
and vaccines and, in doing so, enable the development and safe production of vaccines and 
biopharmaceutical medicines to treat serious and, in some cases, rare diseases. The United Nations’ 
sustainability goal ‘Good Health and Well-Being’ is thus an integral part of our core business. 
As a 150-year old company, sustainability is firmly embedded at many levels in our business. To us, it means 
operating responsibly over the long term – with respect to customers, employees, investors, business partners 
and society as a whole. Likewise, it entails handling natural resources responsibly. Sustainable action also 
means remaining agile and constantly asking ourselves how we can respond to the changing world and make 
a positive contribution. This concerns the continued development of our core business just as much as living 
up to our corporate responsibilities. 
Because of the Covid-19 pandemic, 2020 was characterized by changes that posed serious challenges for 
society as a whole. At the same time, the crisis showed how Sartorius’ core business makes a direct contribution 
towards the goal of “healthy lives and well-being for all at all ages”: with its products and process knowledge, 
Sartorius is involved in many of the worldwide vaccine projects to combat the coronavirus. 
Optimization of processes and methods throughout the entire supply chain can also make a contribution 
towards sustainability – this mainly includes the consideration of sustainability in procurement, product 
development and production. Our product portfolio includes consumables such as filters, pipette tips, cell 
culture media and bags. These sterile products for use in biopharmaceutical research and development have 
significant benefits compared to reusable products. Nevertheless, we see potential to reduce our use of 
natural resources in this area. 
In this connection, Sartorius signed the European Plastics Pact in 2020 as the first company in its industry. The 
aim of this public-private initiative is to improve the use and recycling of plastics and, as a consequence, use 
less virgin plastic. With cross-border cooperation agreements on a European level, the signatories want  
to develop new technologies, share their findings, harmonize guidelines and standards and dismantle  
existing barriers.

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Sartorius’ CO2 emissions are relatively low, since the company is not a high energy user nor does it purchase 
energy-intensive raw materials. However, we do believe it is important that we play our part in helping to 
reduce global warming. To reduce our Scope 1 and 2 CO2 emissions, we set ourselves science-based targets 
in the reporting year, which are based on the science-based targets and the 1.5°C goal. 
This year, our Corporate Responsibility Steering Committee, which meets at least once per year and is chaired 
by the CEO, mainly discussed implementation of the defined climate and plastic targets in the activities of the 
two divisions and, hence, focused on the Sustainable Development Goals of the United Nations “Climate 
Action” and “Responsible Consumption and Production”. 
Stakeholder Involvement  
Sartorius engages in a very close, ongoing dialog with its stakeholders, using this exchange to regularly discuss 
aspects of sustainability. 
We define stakeholders as those persons, companies, institutions and interest groups that are able to 
influence the success of the Sartorius Group or are affected by the actions of our company. In particular, such 
stakeholders are our customers, employees, investors, suppliers and business partners, as well as neighboring 
companies and local residents. 
In the reporting year, we had intensive discussions about the subject of sustainability with our customers. 
During many meetings, we discussed the expectations of our customers and started cooperation projects. To 
get a comprehensive overview in this regard, in collaboration with a market research institute we wrote to more 
than 70 customers, asking them how they perceived Sartorius’ contributions towards sustainability and also to 
tell us about their expectations.  
In the reporting year, Sartorius strengthened its dialog with its own staff with two major surveys involving 
employees. We set up a section on the Intranet specifically dealing with the topic of sustainability. 
In November, Sartorius once again took part in the ESG-SRI Conference of Société Générale. In March, the 
German Stock Exchange presented the new sustainability index DAX 50 ESG. The index tracks the 
performance of the fifty largest and most liquid German stocks that have particularly sustainable business 
practices based on the Environmental, Social and Governance criteria. Sartorius is included in the DAX 50 
ESG.  
The results of the stakeholder dialog were discussed in the Corporate Responsibility Steering Committee and, 
in this way, are taken into account in Sartorius’ strategy process. 
Sartorius participates in sustainability analyses and ratings to gauge its performance with respect to its 
environmental, social and governance-related business practices. In the EcoVadis Rating, Sartorius achieved 
silver level and, with this score, positioned itself among the best 19 percent of the companies assessed. 
Sartorius was given an A in the MSCI Sustainability Rating.

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About the Non-Financial Group Statement 
Sartorius defined non-financial indicators that enable assessment of the impact of its business activities on 
stakeholders, the environment and society. 
This non-financial Group statement was prepared in accordance with the disclosures set out in Sections 315b 
and 315c in conjunction with Sections 289c to 289e of the German Commercial Code (HGB). Pursuant to 
Section 315b, Subsection 1, Sentence 3 HGB, reference is also made to individual non-financial aspects 
contained elsewhere in the Group Management Report. 
Orientation for the non-financial Group statement is provided by the reporting framework developed by the 
Global Reporting Initiative (GRI) – the Sustainability Reporting Standards so that we can ensure transparency 
and comparability. 
The reporting period for the non-financial Group statement is the fiscal year, the reporting cycle is annual. 
Unless otherwise indicated, the employee-related data covers all Sartorius companies. Unless otherwise 
specified, the environmental indicators encompass all our production companies, representing 76% of the 
total headcount. 
This non-financial Group statement was audited by KPMG AG in the form of an audit with limited assurance. 
The submission of this non-financial Group statement releases our subgroup Sartorius Stedim Biotech S.A. 
from the obligation of creating its own non-financial statement. 
Organizational Profile 
We refer to the Group Management Report, pages 27 ff, sections “Structure and Management of the Group” 
and “Business Model, Strategy and Goals”.  
Materiality Analysis 
Our considerations with regard to materiality are based on the term used in the European CSR Directive 
Implementation Act (CSR-RUG). We also take our stakeholders’ considerations into account. 
We conducted a comprehensive materiality analysis in 2017 to determine the material topics for the business 
activities of the Sartorius Group. 
For reporting in the year under review, we assessed discussions with customers and investors, taking into 
account the views of managers in Sales, Product Marketing, Purchasing, Quality Management, Legal & 
Compliance, Corporate Communications as well as Research and Development and Production. The 
Executive Board confirmed the results of this process. 
There were no changes to the material topics compared with last year. They were confirmed as follows: 
1. Advance innovation and, as a result, contribute to improved medical care and promote employment and 
good working conditions through growth. 
2. Find and retain employees, protect their health and safety and promote their continuous development.

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3. Responsible corporate governance and compliance and respect for human rights throughout the supply 
chain. 
4. Protect the environment by reducing emissions and assuming responsibility for our products throughout 
their life cycles. 
Risk Management 
Sartorius is responsible towards its employees, the environment, and society. This responsibility must be 
perceived throughout the entire supply chain. In particular, the company’s actions with regard to 
environmental matters, employee and social aspects, anti-corruption and bribery issues and respect for 
human rights can lead to non-financial risks. This is why Sartorius strives to consider risks that have an impact 
on the company, but what is more, to examine the risks Sartorius poses for its environment with its business 
operations as well. 
Risks can occur especially in connection with the manufacture of sterile products used in bioprocesses, since 
this can require the use of plastics, energy and solvents. Non-financial risks can also occur through the 
procurement of materials. This is why, when Sartorius is choosing partners and suppliers, it pays particular 
attention that statutory and ethical rules are complied with. 
In the reporting year, no non-financial risks were identified that would have to be reported according 
 to CSR-RUG. 
The requirements defined in the German CSR Directive Implementation Act (CSR-RUG) are the basis of the 
ESG risk analysis. Sartorius aims for the greatest possible integration of risk management processes in the 
company.  
Sustainable Development Goals 
Sartorius is a signatory to the United Nations Global Compact and supports the 2030 agenda for a sustainable 
global economy. 
The United Nations developed 17 Sustainable Development Goals (SDGs). The governments of all member 
states have adopted the SDGs; however, their success is largely dependent on the actions and cooperation of 
everyone involved – especially on the commitment of the private sector. Sartorius accepts this responsibility. 
To determine which SDGs are related to Sartorius’ business activities, we also conducted a comprehensive 
materiality analysis in 2018. Sartorius regards nine SDGs as important in connection with its business 
operations.

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Good health and well-being is - according to the United Nations - considered one of the basic 
human rights and is a major indicator of sustainable development. It is our mission and our core business to 
help improve the health of more people. Consequently, good health and well-being are at the heart of our 
attempts to achieve more sustainability and our corporate purpose directly addresses one of the Sustainable 
Development Goals. 
Quality education empowers people to improve their political, social and economic situations. 
According to the United Nations it is a basic human right and a requirement for sustainable development. We 
contribute to this by continuously training our employees and through many forms of support for young 
scientists. 
Gender equality is not only a UN human right, it is also a lever for economic growth. It gives women 
better access to education, medical care and financial resources. We support equality in our own business 
activities and expect our business partners to behave accordingly. 
Access to clean drinking water was in 2008 recognized as a human right by the United Nations. 
Within the scope of our product stewardship, we try to keep the water consumption of our products as low as 
possible throughout their entire life cycle. We also make sure that our business partners handle water and 
wastewater responsibly.  
Decent work and economic growth are an urgent sustainability goal, as more than 60% of all 
workers worldwide do not have an employment contract and fewer than 45% of all workers are employed on a 
full-time, permanent basis. Bad working conditions are often associated with poverty, discrimination and 
inequality and mainly affect groups of people such as women, people with a disability, young people and 
migrants. Therefore, at all process stages, we make sure that no human rights are endangered at any point 
within our supply chain.

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Industry, innovation and infrastructure: this SDG aims to expand scientific research in all 
countries throughout the world. While Sartorius does not have a direct influence on the areas of 
infrastructure or sustainable industrialization, it does contribute in a wide variety of ways to achieve this 
innovation goal. By having our production sites serve as centers of competence, we develop scientific 
expertise at many sites across the globe. Our promotion of young people helps us spread and network the 
scientific basis worldwide and, as a result, strengthen future innovation activities.
Responsible consumption and production means, among other things, the transition to 
a circular economy. Sterile plastic products are a key component of Sartorius’ product portfolio – for a good 
reason: the properties of these products are beneficial for the patients at the end of the supply chain, for the 
environment and for the basic availability and development of innovative medical care. At the same time, 
single-use products inevitably raise the question of the product’s end of life. We are addressing this issue and 
considering the end of life of our products as well as their overall ecological footprint.  
Action to combat climate change is taken within the company and also in our supply chain. 
Human-induced climate change is one of the greatest challenges of our time. It requires action from everyone 
concerned, especially the private sector. A key issue is to reduce emissions of CO2 and other greenhouse 
gases. We accept this responsibility within the scope of our climate strategy. 
Partnerships to achieve aims are a standard approach for Sartorius. We especially strengthen 
our innovation activities through partnerships and cooperation agreements. Achieving sustainability targets 
requires a cooperation approach because they concern the entire supply chain and success can be achieved 
only through cooperation with customers, suppliers, contractual partners and science.

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Innovation & Social Contribution 
Why it’s important  
Our corporate mission is to promote scientific progress in the life sciences, which in turn supports the 
development of new vaccines, more effective therapies and affordable medical care. In the year under review, 
the importance of this mission for society as a whole was underlined by the biotechnology sector's 
contribution towards fighting the Covid-19 pandemic. 
The biopharmaceutical market is rapidly developing – it is an area in which scientific breakthroughs leading to 
new therapies occur at a high rate. At the same time, it still takes about ten years to develop a new 
pharmaceutical drug and this remains cost-intensive. Our aim is to help our biopharmaceutical customers 
develop and produce biopharmaceuticals more efficiently. 
From day one of its incorporation, Sartorius has worked to maintain an open exchange with the scientific 
community and, in this way, has driven forward scientific insights and precisely tailored product development. 
Our goal is to promote scientific thinking and working in society, creating a broader basis for future research 
and development. 
Our approach  
In collaboration with expert scientific groups worldwide, the company’s research and development activities 
are aimed at making a contribution so that new active pharmaceutical ingredients are discovered faster and 
drugs can be produced efficiently. In this way, we want to bring about benefits for society, support sustainable 
development and, at the same time, strengthen the company’s growth. 
The innovation activities of the Sartorius Group are based on three pillars: first, specialized in-house product 
development, second, research cooperation agreements with partners such as scientific institutions and, third, 
integration of complementary technologies through acquisitions. While product development is assigned to 
the respective board members, Corporate Research works across the different divisions under the control of 
the CEO. 
Sartorius is involved in many research partnerships covering a wide range of subjects. Forms of collaboration 
vary from single cooperation agreements to partnerships with institutes and scientific facilities. Both of these 
make up about 40 percent of the cooperation agreements. Sartorius also carries out research work in 
consortia, to which Sartorius contributes its own latest scientific findings. 
Often, new approaches arise from the interdisciplinary collaboration of various experts. Because of this, our 
approach is to bring experts from science startups and industry together and encourage networking and  
the sharing of ideas. This is conducive to the generation of new and creative ideas and thus supports  
scientific progress. 
Supporting young scientists is important to us, as this creates the basis for scientific progress in the future.

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Our performance  
In past years, technologies from Sartorius have been used in the development and production of vaccines to 
combat various diseases, such as Ebola, Zika and H1N1. In the reporting year, the company’s products and 
process knowledge made a significant contribution towards fighting the Covid-19 pandemic: Sartorius is 
involved in most vaccine projects throughout the world. 
In accordance with its innovation concept, Sartorius strengthened its position with acquisitions during the year 
under review. Details about the acquisitions and corresponding expansion of the product portfolio and service 
spectrum can be found on pages 28 ff of the Group Management Report. Pages 49 ff of the Group 
Management Report contain information about our research and development activities. 
By expanding its research cooperation agreements, Sartorius supports the development and production of 
biopharmaceuticals worldwide and, hence, improves the availability of innovative medical care in the long 
term. In the reporting year, the number of research cooperation agreements doubled. We also seek to improve 
the sustainability of our products through cooperation agreements. More information about product 
stewardship can be found in the Environment section from page 141. 
Another important aspect is our work with and support for young scientists. For the past three years, Sartorius 
has had a cooperation agreement with the East China University of Science and Technology (ECUST) in 
Shanghai. The university has a good reputation for its research in the fields of biosciences, biotechnology and 
bioengineering. Within the scope of the Young Eagle trainee program, during the reporting year, 110 students 
from the Bioscience and Biotechnology department visited the Sartorius site in Shanghai. Since 2017, 25 
students have completed an internship at Sartorius as part of the Young Eagle cooperation. 
The “Sartorius & Science Prize for Regenerative Medicine & Cell Therapy”, awarded by Sartorius' Research 
Xchange Forum in collaboration with the American Association for the Advancement of Science (AAAS) was 
presented for the last time in the reporting year. The award, which comes with $35,000 in prize money, is 
geared toward outstanding scientists who focus on basic or translational research in these fields.

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Employees 
Finding and Retaining Talented Staff 
Why it’s important  
Sartorius is growing strongly. We continually gain talented and well-qualified employees and build their loyalty 
to ensure the success of the company in the future as well. In the process, one particular challenge all over the 
world is to recruit experienced specialists for the company. Currently, 10,637 employees contribute to 
Sartorius’ success. Continuing professional development, assumption of responsibility and opportunities to 
advance within the company are important for our employees' satisfaction. These competences safeguard 
their employability and open up new professional prospects for them.  
As a globally operating company, we do business in many different regions and markets. Sartorius employees 
from 96 countries work together. The interplay of a variety of perspectives and experiences helps us 
understand our customers better, develop tailored solutions and remain competitive in a global economy. We 
believe that a working environment of mutual trust, appreciation and respect brings the best work results and 
increases our employees’ motivation and creativity as well as their loyalty. 
Our approach  
To acquire personnel, our approach is to focus on the things that are important for existing and potential 
employees1 and make them known throughout the world. According to our analysis, they are all factors that 
are likely to create trust in the future: the company's brand leadership, its sales growth and margin 
development, its internationality and innovation activities and – last but not least – the individual's 
opportunities for development within the company. A meaningful mission and the perceptible assumption of 
social responsibility are also important for many job applicants. 
We strive to offer our employees good working conditions to encourage them to apply their skills in the best 
possible manner. The approaches that we pursue throughout the Group are defined in our policy on work 
practices and social standards. To improve the accuracy of its measures to create good working conditions, 
Sartorius conducted two global employee surveys in the year under review. The first survey in July 2020 was 
aimed at evaluating the work situation during the general lockdown phase in spring. During this time, many 
administrative employees partly worked from home and the survey was intended to draw conclusions about 
future job design. 
A second survey in November 2020 addressed a larger range of topics, such as employees’ perception of the 
corporate and leadership culture, of their own workplace and work satisfaction in general. Employees were 
asked to suggest improvements. This survey will be carried out every six months in future. Annual performance 
reviews between employees and their managers also provide a forum for discussing performance, targets and 
1 The following employee figures include all staff members of the Sartorius Group, except for vocational trainees, interns, employees 
on extended leaves of absence and those participating in an early retirement plan. Numbers are reported as head counts.

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individual development opportunities. In 2020, Sartorius implemented a new system-supported process to 
conduct performance reviews digitally based on uniform criteria from 2021 onwards. 
Our employees should be able to develop personally and professionally throughout their professional lives. 
For this purpose, Sartorius offers a wide range of management and communication training opportunities as 
well as practical training at all its sites. Sartorius also encourages its employees to network within the company 
and to transfer temporarily to its other departments or sites. The Global Mobility Department coordinates and 
looks after employees on temporary assignment to other countries. The basic conditions for temporary 
assignments in foreign countries are transparently defined for all staff members. 
Sartorius pursues a goal of filling most management positions from within its own ranks. We use Sartorius’ 
leadership guidelines as the basis for a management development program in which all first-time managers 
participate with the goal of developing a common leadership culture throughout the Group. The program is 
already available at our companies in Germany, the U.K., France, Belgium, Italy, Spain, India and China. A 
development program for production managers has been established in Germany. 
To create the same opportunities for people regardless of their life situations, we have installed a flexible work 
scheduling model at many of our companies. Employees are often able to take advantage of flextime, part-
time and teleworking options. 
In addition to flexible work schedules, our response to the need for work-life balance includes child care 
opportunities. In Göttingen, for example, there are offers for children during school vacations, and a day care 
center is available close to the company on the Sartorius Campus. As an inclusive day care center, it is also 
open to children with disabilities. It’s part of our corporate culture that fathers also take family leave at Sartorius. 
Measures that promote equal opportunity in our company include the creation of transparency on salary 
structures. The majority of salaries at the German companies are linked to the rates agreed with the IG Metall 
trade union, with some paid in accordance with rates established for IG Bergbau, Chemie, Energie. The 
remuneration paid to employees in France and Austria is also based on trade union rates. Using the union rates 
makes our remuneration more transparent. 
The Group Employees’ Council represents the interests of our staff in Germany. All operating companies in 
Germany also have a local employees’ council. In addition to the employee council members, various 
representatives are available to Sartorius employees. 
Our performance  
To us, education is a valuable asset, and we consider it part of our corporate responsibility to support it and 
make it accessible within our sphere of influence. 
During the reporting year, 92,180 hours were invested in training measures – on average 8.9 training hours per 
employee.1
1 Companies acquired during the year are not counted and, in line with the reporting guideline, will be included in the report next 
year. Companies that were consolidated last year report fully this year.

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Training Hours by Region and Gender1, 2, 3
EMEA
Americas
Asia|Pacific
Total
Women 
8.5
5.9
9.7
8.1
Men 
9.5
6.7
12.0
9.5
Total 
9.1
6.4
11.3
8.9
1 Reports for 2020 
2 Employee figures are shown as headcount. 
3 Companies acquired during the year are not counted and, in line with the reporting guideline, will be included in the report next 
year. Companies that were consolidated last year report fully this year. Companies that were consolidated last year report fully  
this year 
Over the past five years, Sartorius has recruited 7,291 new employees. At the end of the reporting year, women 
made up 38.8% of the total workforce, which is the same as the previous year. 
In the reporting year, 5.7% or 601 people worked part-time, 81 more than in 2019; most of them are in Germany.1 
New Hires by Region, Gender and Age Group1, 2
EMEA
Americas
Asia|Pacific
Total
Women 
536
156
141
833
≤ 29 years 
258
54
62
374
30- 49 years 
220
69
77
366
≥ 50 years 
58
33
2
93
Men 
731
243
226
1,200
≤ 29 years 
318
62
110
490
30- 49 years 
352
133
115
600
≥ 50 years 
61
48
1
110
Total 
1,267
399
367
2,033
1 Reports for 2020 
2 Employee figures are shown as headcount. 
The success of our measures to create a positive working environment is reflected in permanently low attrition 
rates. Excluding expired fixed-term contracts, Sartorius had an attrition rate of 7.1% in the reporting year, or 0.4 
percentage points below the already low level of the prior year.1 
As a result of the consistently high number of new hires, the average seniority decreased slightly. In 2020, 
about half of all employees had been with Sartorius for fewer than five years, while around a sixth had been 
with the company for 15 years or more.1
1 Companies acquired during the year are not counted and, in line with the reporting guideline, will be included in the report next 
year. Companies that were consolidated last year report fully this year.

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Fluctuation by Region, Gender and Age Group1, 2, 3
EMEA
Americas
Asia|Pacific
Total
Women 
254
70
59
383
≤ 29 years 
119
13
10
142
30- 49 years 
95
38
47
180
≥ 50 years 
40
19
2
61
Men 
300
84
78
462
≤ 29 years 
114
12
20
146
30- 49 years 
105
39
55
199
≥ 50 years 
81
33
3
117
Total 
554
154
137
845
1 Reports for 2020. 
2 Employee figures are shown as headcount. 
3 Companies acquired during the year are not counted and, in line with the reporting guideline, will be included in the report next 
year. Companies that were consolidated last year report fully this year. Companies that were consolidated last year report fully  
this year. 
Due to the significance for the development of the company, the number of employees at Sartorius is very 
relevant and is reported regularly by management. More information about “Employees” can be found in the 
Group Management Report on page 51. 
Occupational Health and Safety 
Why it’s important  
Our employees’ safety is our responsibility. The health of our employees is also important to us as a company, 
which is why we offer support in the form of a variety of preventative health care offers. 
The reporting year was shaped by the Covid-19 pandemic, which created particular demands on the 
organization of workplace health and safety. The existence of a solid occupational safety organization proved 
to be a substantial benefit in overcoming the resulting challenges. 
Our approach  
Sartorius has high safety standards to minimize job-related medical conditions, risks to health, and potential 
causes of industrial accidents. The basic principles and core policies on occupational safety and health 
protection are defined throughout the Sartorius Group in its corporate policy on workplace safety and health. 
Occupational safety and the preservation and promotion of the good health of all employees are very 
important to Sartorius, and management actively encourages them. As in the previous year, Sartorius is 
working towards standardizing its safety management system throughout the Group. Global harmonization of 
the processes will further improve occupational safety at our sites. 
Planned, mandatory employee training on topics of occupational health and safety and environmental 
protection ensure that our staff members recognize risks and avoid them accordingly. Sartorius analyzes all 
accidents regularly and derives accident prevention measures from them that are also used at other sites. At 
our local Group locations, work safety committees confer regularly to discuss measures that promote health 
and prevent work-related accidents.

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In the reporting year, at the Aubagne site, a cross-unit team started an initiative to improve occupational safety 
and reduce work-related accidents. Since employee behavior plays a key role in many of the work-related 
accidents, in addition to making technical improvements the team plans to raise awareness with regard to 
safety among employees. More than 600 employees – most of them from areas with a higher risk potential – 
have already taken part in the new workshops to raise safety awareness. In addition, 110 first aiders took part in 
a full day training course to minimize risks. Workshops were offered especially to managers to prepare them 
so that they can improve safety management in their teams. 
The Group's corporate health management policy addresses both the physical and psycho-social elements of 
health to enhance employee performance and motivation, ensure their employability and reduce illness-
related costs. Most sites have an in-house medical service. In addition, an external provider is on hand to offer 
psychological help on any work-related and indeed personal matter. Staff can reach the service via a hotline. 
One of our two companies in Beijing and one of our companies in Shanghai are certified in accordance with 
OHSAS 18001 and one of our two companies in Bangalore is certified according to ISO 450001. 
Employees from external companies also work for Sartorius, for example, cleaning staff and construction 
companies. Their safety is also important to us. This is why contractors’ employees receive occupational safety 
instructions before they begin their work. These instructions specifically mention how incidents and accidents 
can be reported. 
During the Covid-19 pandemic, two considerations especially shaped our actions: first, protecting the health 
of our more than 10,000 employees. Second, maintaining our business operations, on the one hand, to be able 
to support our customers and, on the other, to ensure our own financial stability. In view of the fact that many 
of our customers are involved in the development and production of vaccines against the coronavirus, 
Sartorius has a special social responsibility. It was therefore not an option to reduce personnel in production in 
order to improve infection protection or to shut down parts of our operations. On the contrary, production was 
actually expanded. 
Our well-established occupational safety processes put us in a position where we could respond quickly and 
extensively to these special challenges during the Covid-19 pandemic. A crisis team comprising members from 
different units and the Executive Board was established on a corporate level to monitor and assess the 
situation constantly and introduce appropriate measures if necessary. Several teams also work on a local level.  
To protect employees, social distancing rules were put in place at a very early stage and business trips were 
almost completely stopped. Face masks and visors were provided at the sites. 
Within the scope of a Mobile Corona Analysis (MCA) Response Study by Leibniz University Hannover, 
employees at the Göttingen and Guxhagen sites were able to have themselves tested voluntarily for Covid-19 
via PCR analysis over several months. They were able to have a swab taken every two weeks. Since the end of 
the study phase, Sartorius now offers employees a regular antigen test. This test strategy to prevent the 
formation of infection clusters will be introduced successively at other sites.

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Our performance  
In comparison to the previous year, the number of recordable work-related injuries fell by about 40 percent. 
The fall in the relative frequency of work-related injuries was even more significant. Due to the pandemic, more 
employees worked from their home office. However, at Sartorius work in production and logistics increased 
during the reporting year. This underlines the effects of our actions aimed at increasing occupational safety. 
There were no accidents with serious outcomes or fatal accidents at any of our sites, which corroborates the 
high quality of the safety management system. 
Sartorius has received awards at several sites for its safety concept during the Covid-19 pandemic. Sartorius 
was the first company in Tunisia to get the Apave Certification Safe & Clean label for its actions to protect the 
health and safety of its employees during the pandemic. The site in Bangalore was also commended for its 
safety concept: the Confederation of Indian Industries (CII) awarded ‘Gold’ for the measures. 
Work-Related Injuries1, 2
2020
2019
Recordable work-related injuries 
145
253
Relative frequency of work-related injuries per 1,000,000 theoretical working hours 
8.2
16.6
Work-related injuries with a serious outcome3
0
0
Fatal occupational accidents 
0
0
1 Companies acquired during the year are not included and, in accordance with the reporting guideline, will not be reported until the 
next reporting year. The two sales companies in the Netherlands are not counted. 
2 The following employee figures include all employees of the Sartorius Group except for apprentices, interns, permanent absent 
employees and employees in partial retirement. Employee figures are shown as headcount. 
3 An accident with a serious outcome is an accident in which the injured person is not rehabilitated at all or not until six months after   
the accident.

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Responsible Business Practices 
Compliance 
Why it’s important 
We regard compliance with applicable laws as self-evident. Beyond this, we have set ourselves the standard of 
managing our company with integrity. 
We are committed to upholding internationally recognized human and labor rights as a basis of our worldwide 
business operations. A significant task in this regard is to create a common understanding of fair working 
conditions – at all our sites and in the supply chain. 
Our approach  
Sartorius conducts its business in compliance with globally accepted ethical standards and applicable national 
legal requirements. The German Corporate Governance Code defines requirements for management boards 
and supervisory boards including their interaction with regard to transparency, accounting and auditing and 
the conduct of annual general meetings. Legal & Compliance reports to the CEO and informs the Supervisory 
Board in the Audit Committee. Sartorius follows the rules and recommendations of the German Corporate 
Governance Code in its current version of Monday, December 16, 2019. 
Our globally applicable compliance management system is intended to ensure that our Supervisory and 
Executive Board members, management and employees comply with all legal regulations and codes, and act 
according to our internal guidelines. The Legal Affairs & Compliance department is responsible for legal 
consulting, internal auditing, corporate security, data protection, anti-corruption, customs and export control.  
A dedicated team has the task of the implementing and enforcing all Group compliance topics. The Sartorius 
Code of Conduct defines the requirements we place on our employees with respect to responsible conduct. 
The code helps employees act ethically and in accordance with the law in their daily work. In everything they 
do, employees are required to ask themselves the following questions: Are my actions legal? Does my conduct 
correspond to our values and guidelines? Is it free of personal interests (that are not covered by labor-law 
regulations)? Will it stand up to public scrutiny? The Code of Conduct covers compliance with international 
social and environmental standards, general rules of conduct and dealing with conflicts of interest. 
The Anti-Corruption Code forms the basis for raising employee awareness about corruption risks. It is also a 
guideline, instruction manual and aid in taking the necessary action to both prevent and fight corruption at 
specific companies or in specific sectors. An anti-corruption officer has been appointed by Group 
management as a contact person for corruption prevention. This officer pursues his or her duties 
independently. 
We ensure that our employees are familiar with the Anti-Corruption Code and the Code of Conduct by asking 
all employees worldwide every year to take part in an online training course and complete a test at the end of 
it. The course teaches employees how to deal with ethically or legally problematic situations.

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A complaint system ensures that employees and external third parties can report cases of damaging conduct, 
such as corruption, discrimination or sexual harassment. The compliance team can be contacted face-to-face, 
via a telephone hotline, the department’s electronic mailbox or – in the case of anonymous reports – the 
whistleblower system. The relevant contact options are listed on the intranet and are thus available company-
wide. They are also available on the company’s website and can thus be accessed by external persons 
concerned. 
During the reporting year, a Global Regulatory Affairs Committee was established, with members from 
Compliance, Regulatory Affairs, Quality, Product Development, Procurement, EHS and Corporate 
Responsibility. The committee meets regularly to monitor new legal initiatives in the various units and to create 
the corresponding structures in the company.  
Our performance  
During the period under review, 3,530 employees from 33 countries completed training for the Anti-
Corruption Code and 3,592 employees from 32 countries completed training for the Code of Conduct. The 
hours spent on training amounted to 2,155 for the Code of Conduct and 2,118 for the Anti-Corruption Code. 
Compliance training course are currently available in German, English, French and Chinese. 
No significant fines or non-monetary penalties resulting from violations of laws or regulations were imposed in 
the reporting year. Three suspected corruption cases were reported, two of which are currently under 
investigation, while the third proved to be unsubstantiated. 
Three suspected cases of discrimination were reported during the period under review. No cases of 
discrimination were determined during the reporting period. 
Supply Chain 
Why it’s important  
Respect for human rights, the maintenance of high environmental standards and good, safe and fair working 
conditions for the production of our products is important to us, and apply to sites outside our own production 
as well. With more than 8,000 suppliers in more than 40 countries and a purchasing volume that corresponds 
to about 40 percent of our sales revenue1, it is obvious that our upstream supply chain is important for us to 
implement these goals. In addition, a growing number of laws and requirements regulate the assumption of 
responsibility in global supply chains. 
Moreover, the value chains for pharmaceuticals are very sensitive and are the focus of many stakeholders. In 
particular, patients at the end of the supply chain are dependent on their medications being available and safe 
at all times.  
1 Sales and purchasing volume in 2019.

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Our approach  
We take a close look at our suppliers. Since January 2020, we have been examining the compliance with our 
requirements regarding sustainability in the production process. 
In the process, our Code of Conduct for business partners is the basis for collaboration with our business 
partners throughout the Group. Our requirements with regard to the environment, social matters and 
governance are defined in the Code. Since December 2019, acknowledgment of the Code of Conduct is part 
of the acceptance process for new suppliers. In 2020, we began systematically reviewing whether our existing 
suppliers have acknowledged the Code and, if not, asking them to do so. In some cases, a supplier's similar 
Code of Conduct can replace our Code of Conduct. The review process will be completed during 2021. 
Sartorius will review whether and to what extent suppliers actually breach the required ESG standards, using 
an approach comprising various components. A guideline to document the process is being developed  
at present. 
For suppliers who are very relevant for our business processes and/or a high purchasing volume, we work 
together with the external sustainability assessment platform EcoVadis. The external ESG assessment is based 
on a self-assessment, a review of the associated documents and information from external sources. EcoVadis 
reviews 21 indicators in the areas of environment, labor and human rights, ethics and sustainable procurement. 
Beginning in 2021, Sartorius quality auditors will systematically conduct ESG quick checks within the scope of 
all planned quality audits in the suppliers’ production plants. For this purpose, Sartorius put its sustainability 
requirements into a questionnaire. This will be provided to suppliers before the audit. During on-site auditing 
of suppliers’ production plants, compliance with the requirements of our Code of Conduct for Business 
Partners is reviewed on the basis of the questionnaire. The first ESG quick checks were already carried out 
during the year under review. 
The objective of all measures is to initiate actual improvements in the working, social and environmental 
standards of our suppliers. Sartorius Management is involved in shaping the process via the Corporate 
Responsibility Steering Committee and is informed about the progress being made. 
We do not establish business relationships with suppliers where we see a considerable risk of child, forced or 
mandatory labor, other breaches of human rights or negative impacts on society, and will end any existing 
relationships with such suppliers. This procedure is also defined in our new process for sustainability in the 
supply chain.  
During the Covid-19 pandemic, we are focusing on securing our delivery capabilities. This is very important 
considering the validated production processes of our customers. This is why we manage stocks of raw 
materials and finished products actively and maintain high levels of safety stock.

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Our performance  
In 2020, we asked 168 suppliers to agree to an external sustainability assessment by EcoVadis. In the reporting 
year, we had 81 assessments, covering about 30 percent of the purchasing volume1. In 2021, we will be talking 
with suppliers who refused an EcoVadis assessment or whose assessment has expired. 
In the reporting year, due to the pandemic, the number of ESG quick checks carried out by Sartorius itself 
within the scope of quality audits was very limited; the same applies to processes still being designed. Four 
ESG quick checks were carried out; however, due to the Covid-19-related travel restrictions, all audited 
suppliers are based in Germany. Further ESG quick checks planned for 2020 will be conducted in 2021.  
We will use the results of the EcoVadis assessments and the ESG quick checks to develop our internal process 
in 2021. 
Human Rights 
Why it’s important  
The United Nations Guiding Principles on Business and Human Rights clarify the responsibility of states and 
businesses to protect and respect human rights. The focus is therefore not only on preventing infringements 
of human rights, but also the positive contribution that a business can make through its activities that promote 
the protection of human rights. 
Sartorius pursues the goal of taking the highest possible level of care to prevent breaches of human rights 
within its sphere of influence.  
Our approach  
In line with the UN Guiding Principles on Business and Human Rights, we respect and support the 
implementation of the values of the International Bill of Human Rights, the OECD Guidelines for Multinational 
Enterprises and the International Labour Organization (ILO) Declaration on Fundamental Principles and 
Rights at Work, by committing ourselves to regard these internationally recognized human rights as relevant 
for our operations. We respect the laws of the countries in which we operate. 
A Policy Statement on Human Rights has been communicated to employees via the intranet since February 
2019 and is also available to all stakeholders on the Internet. 
Sartorius’ Policy Statement on Human Rights is binding on the entire Group and applies worldwide. It requires 
all employees to observe appropriate, fair, and lawful conduct towards other employees, business partners, 
and the local community. We expect our business partners, suppliers, customers and cooperation partners to 
operate their business in line with correspondingly high ethical standards. 
Sartorius’ Code of Conduct and the Code of Conduct for business partners address the content of Sartorius’ 
Policy Statement on Human Rights and puts it into concrete terms for everyday work. In annual online training 
1 Purchasing volume in 2019.

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courses about Sartorius’ Code of Conduct, Sartorius employees strengthen their knowledge of the content 
and check it in the subsequent online test.  
The complaint system described on page 137 ensures that topics with human rights relevance can be reported 
– even anonymously if the person so wishes. 
During the period under review, an interdisciplinary working group was established to review the processes 
and adapt them where necessary in order to fulfill the requirements of the new Duty of Care Act to ensure that 
human rights are observed in the global supply chains. 
The Executive Board becomes involved in handling reported incidents on a case-by-case basis. 
Our performance  
If the company's performance and the success of the concepts in relation to human rights are to be made 
measurable, it is necessary to define specific quantitative indicators. In this process it is important to consider 
the influence of factors outside the company’s sphere on the indicators. For example, actions by local 
government heads could be outside Sartorius’ sphere of influence. 
Sartorius has started defining which indicators could be relevant and reports on these in the respective 
sections. For our approach, we looked at the entire spectrum of human rights, how they are defined in the 
International Bill of Human Rights and the International Labour Organization (ILO) Declaration on 
Fundamental Principles and Rights at Work and then considered which of these human rights could be 
influenced relevantly in the context of our business operations. In the next step, we reviewed our existing 
reporting system for indicators that would be suitable for making this influence visible. We will complete the 
analysis in the coming year and then consider including more indicators. 
In the reporting year, we report on the right to work in the section on “Finding and Retaining Talented Young 
Staff” and via the indicator “New Hires by Region, Gender and Age Group”. We report on the right to education 
in the same section via the indicator “Training Hours by Region and Gender”. We report on the right to an 
achievable maximum level of physical and mental health in the sections “Innovation & Social Contribution” and 
“Occupational Health and Safety” and via the indicator “Work-Related Injuries”. 
A comprehensive report can also be found in the separately published GRI Report. This is more detailed 
information that is not required within the scope of the non-financial Group statement.

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Environment 
Energy Consumption and Emissions 
Why it’s important  
Advancing climate change is a challenge that concerns everyone. We see it as our duty to make a contribution 
towards the decarbonization of the economy.  
Sartorius produces in 28 production companies and consumes the corresponding energy and causes 
emissions in these companies. Overall, we classify the environmental impact of our activities as comparatively 
low. However, we are also aware of our responsibility for the environment and set high standards for 
environmental protection. 
Our approach  
In our Environmental Position, we define the basic principles and core topics of our environmental 
management system. Sartorius’ Environmental Position is binding on all the companies and sites of the 
Sartorius Group. It has been communicated to all our employees via the intranet and the company website, 
and supports us in anchoring efficiency and environmental awareness in our daily business. In constructing 
new facilities, we follow recognized standards for sustainable building. 
An ISO 14001-certified environmental management system has been established in the two largest 
companies in Göttingen (Germany) and Aubagne (France), Bangalore (India), Cergy (France), Guxhagen 
(Germany), Helsinki and Kajaani (Finland), Mohamdia (Tunisia), Beijing (China), Shanghai (China) and Yauco 
(Puerto Rico). Consequently, 39% of the production companies fulfill the requirements of the international 
standard ISO 14001 and 70% of the employees in production companies work according to this standard. 
Nineteen of our production companies are also certified according to the quality standard ISO 9001. This 
means that 88% of the employees of our production companies work according to this standard. These 
standards ensure that we comply with quality requirements in the manufacture of our products, exercise care 
with the resources we use, and prevent environmental risks. We also operate an energy management system 
in accordance with ISO 50001 at four German facilities. In relation to the number of employees at these plants, 
this represents 38% of all our production sites. 
In the reporting year, Sartorius prepared a balance of its CO2 emissions and set science-based targets for the 
Scope 1 and 2 emissions, which are based on the 1.5°C target and the Science Based Targets (SBT). For Scope 
3 emissions, we have set a qualitative target to reduce the emissions. A reduction target is deemed to be 
science-based if, according to current scientific findings, it is suitable for limiting global warming to 1.5°C 
according to the Paris Agreement. By 2030, Sartorius will reduce its direct emissions and emissions from 
bought-in energy by around 45 percent in comparison to 2019. Next year, a decision will be made on whether 
to report the targets to the Science Based Targets initiative (SBTi).

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This year, the Corporate Responsibility Steering Committee, which meets at least once each year and is 
chaired by the CEO, was intensively involved with implementation of the developed climate targets in the 
operations of the two divisions and adopted appropriate measures. 
Emissions and Targets 
Basis 20191
Target 2030
Total GHG Emissions in t CO2eq 
56,897
30,611
Total Scope 1 emissions in t CO2eq 
18,103
9,739
Total Scope 2 emissions in t CO2eq 
38,794
20,871
1 The emissions for the determination of the climate targets differ from the emissions reported in the table 'Greenhouse gases' for the 
year 2019, as the sales companies were included and other emission factors were used. We aim to include the emissions of the sales 
companies in the reporting within the framework of the non-financial group statement in the long term. 
Our performance  
Sartorius has been recording greenhouse gas emissions in line with the Greenhouse Gas Protocol (GHG) 
global standard since 2013. Accordingly, in addition to the CO2emissions, we take account of all climate-
relevant gases and report them in CO2equivalents (CO2eq). Currently, we report direct climate-relevant 
emissions from our production sites1 (Scope 1). We also report indirect energy-related emissions resulting from 
power generation by external energy suppliers (Scope 2). Scope 1 emissions occur through consumption of 
direct energy sources, such as diesel, fuel oil, natural gas and LPG, and also through process emissions from 
solvents and refrigerants at our sites in Göttingen and Yauco. 
Scope 1 and 2 emissions from Sartorius are relatively low. Nevertheless, we are continuously looking for ways 
to reduce emissions. Despite continuing expansion of our production facilities, the success of our measures is 
reflected in the company's overall energy consumption and greenhouse gas emissions, which have increased 
at a lower rate than the company's expansion in terms of sales revenue. 
The new science-based targets will be used in our planning from Q1 2021. Accordingly, we plan to report the 
corresponding reductions from the next annual report. 
In the reporting year, we have already changed the purchase of electricity for the German sites from 2021 to 
hydroelectricity. Currently, the three company sites in Germany, Göttingen, Guxhagen and Ulm are 
responsible for about half the Group's energy consumption. With the changeover to buying electricity 
generated from renewables for these sites, we will reduce our CO2 emissions by approximately 30 percent 
compared to 2019. 
1 Production sites acquired during the year are not counted and, in line with the reporting guideline, will be included in the report next 
year. This includes the production sites in Ajdovščina (Slovenia), Cergy (France), Fremont (USA), Hopkinton (USA), Marlborough 
(USA), Portsmouth (UK), Shanghai (China) and another production facility in Ann Arbor (USA). Sartorius Stedim Data Analytics 
(Sweden) is not counted, as it is an IT company that does not produce any goods.

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Energy Consumption1
2020
20192
Total energy consumption in MWh 
132,065
130,749
Direct energy consumption in MWh 
55,444
58,891
Electricity consumption from public grid in MWh 
70,951
67,009
Others in MWh 
5,670
4,849
1 Production sites acquired during the year are not counted and, in line with the reporting guideline, will be included in the report next 
year. This includes the production sites in Ajdovščina (Slovenia), Cezom göttingenrgy (France), Fremont (USA), Hopkinton (USA), 
Marlborough (USA), Portsmouth (UK), Shanghai (China) and another production facility in Ann Arbor (USA). Sartorius Stedim Data 
Analytics (Sweden) is not counted, as it is an IT company that does not produce any goods. 
2 There was a minor adjustment to the energy values for 2019 resulting from an incorrect allocation and calculation. 
Greenhouse Gases1
2020
2019
Total GHG emissions in t CO2eq2,3
43,156
44,138
Total Scope 1 emissions in t CO2eq4
15,277
16,710
Total Scope 2 emissions in t CO2eq5
27,880
27,428
1 Production sites acquired during the year are not counted and, in line with the reporting guideline, will be included in the report next 
year. This includes the production sites in Ajdovščina (Slovenia), Cergy (France), Fremont (USA), Hopkinton (USA), Marlborough 
(USA), Portsmouth (UK), Shanghai (China) and another production facility in Ann Arbor (USA). Sartorius Stedim Data Analytics 
(Sweden) is not counted, as it is an IT company that does not produce any goods. 
2 Emissions in t of CO2eq were calculated by using SoFi software supplied by thinkstep. Emission factors from GaBi, Defra and VfU 
were used for this.  
3 Companies are integrated into the environmental report for emissions in accordance with the financial control consolidation 
approach.  
4 Excluding fuel consumption for the company vehicle fleet. 
5 Only location-based factors are used to calculate Scope 2 emissions. 
2016
2017
2018
2019
2020
0
10
20
30
40
Development of Climate-Relevant Emissions
25.1
25.5
24.3
24.2
18.5
in proportion to annual sales, in t | € in millions

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Product Stewardship 
Why it’s important  
Environmental responsibility concerns not just our value creation; it has an impact on our products, too.  
Sartorius generates almost two thirds of its sales revenue with sterile products that are used in 
biopharmaceutical research where they ensure the safety, efficiency and ecological compatibility of the 
processes. While filters are cellulose-based, filter housings, bags and pipette tips are made from polymers. 
Although biopharmaceutical disposable technology makes up just 0.01 percent of the annual volume of 
plastic waste, the continuous market growth increasingly raises the issue of responsible handling of materials 
in this industry too. 
Basically, the production and sale of consumables prompts questions about the product end of life. Increasing 
customer demands and stricter statutory regulations have also resulted in aspects of the circular economy 
becoming more important. 
Our approach  
In 2019, management decided to develop a comprehensive Sartorius plastic strategy, as, in addition to the 
numerous advantages of the sterile products, we also see potential to reduce our impact on natural resources 
in this area. Materials that are designed to be recycled and material flows will play an important role in this 
regard. 
With our strategy we are addressing three dimensions: end of product life, plastic waste in our own business 
operations and packaging. During the reporting year, our Corporate Responsibility Steering Committee was 
involved in implementing the developed targets in the two operational divisions. Among other things, this 
includes reducing waste in production, designing packaging so that it can be recycled better, developing 
appropriate methods for recycling after the usage phase of contaminated and non-contaminated products 
and improved data management to control and measure the success of the activities. 
In the period under review, Sartorius was the first company in its industry to sign the European Plastics Pact. 
The aim of this public-private initiative is to improve the use and recycling of plastics and, as a consequence, 
use less virgin plastic. With cross-border cooperation agreements on a European level, the signatories want to 
develop new technologies, share their findings, harmonize guidelines and standards and dismantle existing 
barriers. As a cooperation on an international level, the European Plastics Pact fits well with our proactive 
sustainability approach. 
Since October 2020, Sartorius also has a seat on the board of the Bio-Process Systems Alliance (BPSA). The 
BPSA is and industry-led non-profit company established to promote the use of reliable, safe and sustainable 
technologies in bioprocesses – for instance, by developing standards and guidelines throughout the entire 
supply chain. In this way, Sartorius pursues the goal of introducing more sustainability considerations in the 
industry. 
However, sustainability in biotechnological production is not just concerned with the use and recycling of 
plastics, but also takes into account the efficiency and productivity of processes. For example, technological 
innovations enable process optimizations in the production of larger volumes of active pharmaceutical 
ingredients. Sartorius continuously develops its products with this in mind and helps its customers design their 
production processes in a more sustainable manner. Sartorius deals intensively with the issue of how its

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customers can produce more sustainably by modifying the process parameters. For this purpose, Sartorius is 
involved in the National Institute for Innovation in Manufacturing Biopharmaceuticals (NIMBL). 
Our performance  
Development of the Sartorius plastics strategy was completed at the end of October 2020 and a start was 
made on integrating the targets into the operational divisions. We will be reporting on the results that we have 
achieved in the next non-financial Group statement. 
We started various projects during the year under review, such as reducing packaging waste, recycling 
production waste and strategies for product end of life: 
Filters are a key product in the Bioprocess Solution Division. With the packaging redesign in the reporting year, 
Sartorius pursued its plastics and climate strategy and minimized the ecological impact of the packaging. 
Compared to the previous model, a significant amount of material was saved and the weight was reduced 
considerably. The result is 55 to 60 percent less waste. In addition, unavoidable waste is completely recyclable. 
Packaging dimensioning was also adapted and optimized for logistics. 
Sartorius uses ultra-pure plastic film to produce disposable bags for use in bioprocesses. Two of our three film 
families are suitable for mechanical recycling. At the Aubagne site, waste material produced during bag 
production is collected, shredded and used in other applications, such as packaging.

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Report of the Independent Auditor 
Limited Assurance Report of the Independent Auditor regarding the 
Non-financial Group Statement1
To the Supervisory Board of Sartorius AG, Göttingen 
We have performed an independent limited assurance engagement on the Non-financial Group Statement 
of Sartorius AG, Göttingen (further „Sartorius AG“) and the group as well as the by reference qualified parts 
“Structure and Management of the Group” as well as “Business Model, Strategy and Goals” (further: „Report“) 
according to §315b German Commercial Code (HGB) for the period from January 1 to December 31, 2020. 
As disclosed in the report on page 138-139, 81 ESG assessments of suppliers were conducted by EcoVadis as 
well as four ESG quick checks of suppliers production sites were conducted within quality audits by Sartorius 
to ensure compliance with the environmental, social and health standards. The appropriateness and accuracy 
of the conclusions from the audit and assessment work performed was not part of our limited assurance 
procedures. 
Management’s Responsibility  
The legal representatives of Sartorius AG are responsible for the preparation of the Report in accordance with 
§§315b, 315c in conjunction with 289c to 289e HGB.  
This responsibility of the legal representatives includes the selection and application of appropriate methods 
to prepare the Report and the use of assumptions and estimates for individual disclosures which are 
reasonable under the given circumstances. Furthermore, the legal representatives are responsible for the 
internal controls they deem necessary for the preparation of the Report that is free of – intended or unintended 
– material misstatements. 
Practitioner’s Responsibility 
It is our responsibility to express a conclusion on the Report based on our work performed within our limited 
assurance engagement.  
We conducted our work in the form of a limited assurance engagement in accordance with the International 
Standard on Assurance Engagements (ISAE) 3000 (Revised): “Assurance Engagements other than Audits or 
Reviews of Historical Financial Information” published by IAASB. Accordingly, we have to plan and perform the 
assurance engagement in such a way that we obtain limited assurance as to whether any matters have come 
to our attention that cause us to believe that the Report of the Company for the period from January 1 to 
December 31, 2020 has not been prepared, in all material respects, in accordance with §§315b, 315c in 
conjunction with 289c to 289e HGB. We do not, however, issue a separate conclusion for each disclosure. In 
a limited assurance engagement the evidence gathering procedures are more limited than in a reasonable 
1 Our Engagement applied to the German version of the Statement 2020. This text is a translation of the Independent Assurance 
Report issued in German language, whereas the German text is authorative.

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assurance engagement and therefore significantly less assurance is obtained than in a reasonable assurance 
engagement. The choice of audit procedures is subject to the auditor’s own judgement.  
Within the scope of our engagement, we performed amongst others the following assurance procedures:  
 Inquiries of personnel on group level, who are responsible for the materiality analysis, in order to 
gain an understanding of the processes for determining material topics and respective reporting 
boundaries for Sartorius AG  
 A risk analysis, including a media search, to identify relevant information on Sartorius AG’s 
sustainability performance in the reporting period  
 Reviewing the suitability of internally developed Reporting Criteria 
 Evaluation of the design and the implementation of systems and processes for the collection, 
processing and monitoring of disclosures, including data consolidation, on environmental, 
employee and social matters, respect for human rights, and anti-corruption and bribery matters 
 Inquiries of personnel on group level who are responsible for determining disclosures on 
concepts, due diligence processes, results and risks, performing internal controls functions and 
consolidating disclosures 
 Inspection of selected internal and external documents 
 Analytical procedures for the evaluation of data and of the trends of quantitative disclosures as 
reported at group level by all sites  
 Evaluation of local data collection, validation and reporting processes as well as the reliability of 
reported data based on a sample of the sites in Göttingen (Germany) and Yauco (Puerto Rico) 
 Assessment of the overall presentation of the disclosures 
In our opinion, we obtained sufficient and appropriate evidence for reaching a conclusion for the assurance 
engagement. 
Independence and Quality Assurance on the Part of the Auditing Firm 
In performing this engagement, we applied the legal provisions and professional pronouncements regarding 
independence and quality assurance, in particular the Professional Code for German Public Auditors and 
Chartered Accountants (in Germany) and the quality assurance standard of the German Institute of Public 
Auditors (Institut der Wirtschaftsprüfer, IDW) regarding quality assurance requirements in audit practice  
(IDW QS 1). 
Conclusion 
Based on the procedures performed and the evidence obtained, nothing has come to our attention that 
causes us to believe that the Report of Sartorius AG for the period from January 1 to December 31, 2020 has 
not prepared, in all material respects, in accordance with §§315b, 315c in conjunction with 289c to 289e HGB.

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Restriction of Use / Clause on General Engagement Terms 
This assurance report is issued for purposes of the Supervisory Board of Sartorius AG, Göttingen registered 
office only. We assume no responsibility with regard to any third parties. 
Our assignment for the Supervisory Board of Sartorius AG, Göttingen and professional liability as described 
above was governed by the General Engagement Terms for Wirtschaftsprüfer and Wirtschafts-
prüfungsgesellschaften (Allgemeine Auftragsbedingungen für Wirtschaftsprüfer und Wirtschafts-
prüfungsgesellschaften) in the version dated January 1, 2017 (https://www.kpmg.de/bescheinigungen 
/lib/aab_english.pdf). By reading and using the information contained in this assurance report, each recipient 
confirms notice of the provisions contained therein including the limitation of our liability as stipulated in No. 
9 and accepts the validity of the General Engagement Terms with respect to us. 
Munich, February 5, 2021 
KPMG AG 
Wirtschaftsprüfungsgesellschaft  
Hell 
 
 
 
 
ppa. Dollhofer