(based on GRI, UN Global Compact, TCFD and SDG)                                                       
 
 
Sartorius 
Sustainability 
Report 2022 
 
Combined for Sartorius Group and Sartorius Stedim Biotech Subgroup

Sonderseite 1

Sartorius
Content
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Sonderseite 2

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Sonderseite 3

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Content
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Content 
Preface 
6 
Report Profile 
8 
Group Management Report 
9 
Structure and Management of the Group 
10 
Business Model, Strategy and Goals 
13 
Research and Development 
19 
Macroeconomic Environment and Conditions in the Sectors 
20 
Group Business Development 
25 
Net Worth and Financial Position 
36 
Business Development of Bioprocess Solutions 
41 
Business Development of Lab Products & Services 
46 
Assessment of Economic Position 
51 
Opportunity and Risk Report 
53 
Forecast Report 
66 
Description of the Key Features of the Internal Control System 
71 
Corporate Governance Report 
74 
Non-financial Group Statement 
85 
Notes on Reporting                                                                                                                                                                         85 
Sustainability Management                                                                                                                                                      86 
Development of the Strategic Sustainability Topics                                                                                 88 
Climate                                                                                                                                                                                              88 
Materials and Circularity                                                                                                                                  92 
Water and Wastewater                                                                                                                                    94 
Social Responsibility                                                                                                                                          95 
Corporate Governance                                                                                                                                    99 
Sustainability in the Supply Chain                                                                                                             100 
Disclosures Pursuant to the EU Taxonomy Regulation                                                                          101 
Notes on the Calculation of GHG Emissions                                                                                              109 
Remuneration Report 
112 
Group Sustainability Indicators 
138 
Indicators of the Non-financial Group Statement 
139 
GRI Sustainability Indicators 
143 
Indices 
151 
GRI Index 
152 
UN Global Compact Index 
156 
TCFD Index 
157 
SDG Index 
158 
Information on Sartorius Stedim Biotech Subgroup 
159 
Indicators of the Non-financial Group Statement 
160 
GRI Sustainability Indicators 
164 
Imprint 
172

Sartorius
Preface
6
 
 
Preface  
Sartorius Business Model and its Contribution to 
Good Health and Well-Being  
In 2016, the United Nations Sustainable Development Goals (abbreviated “SDGs”) came into force – also 
known as the 2030 Agenda. The 17 political goals are intended to promote sustainable development world-
wide at the economic, social, and environmental levels and are aimed not only at governments worldwide, but 
also at civil society, the private sector, and academia. Through its business activities, Sartorius particularly con-
tributes to the achievement of nine of the global sustainability goals. The focus is on goal number 3 for “good 
health and well-being,” which is addressed by the company’s business model.  
 
Sartorius operates in the life science sector – more precisely, in the field of medical biotechnology. As a partner 
to the biopharmaceutical industry, the Group manufactures products and process technologies that are used 
in the development and production of biological medicines and vaccines. In this context, the Group places a 
particular focus on innovations that make it possible to increase the safety, speed, and efficiency of the devel-
opment and production process for such active ingredients. This allows new therapies to be made available to 
patients earlier, at lower prices, and to a larger number of patients.  
The biopharmaceutical industry plays a crucial role in the development of new drugs and vaccines to prevent 
and treat diseases, some of which were previously incurable. In this way, it improves the lives of patients world-
wide. For example, the use of recombinant antibodies has reduced mortality in patients with non-Hodgkin’s 
lymphoma by approximately one quarter and doubled the survival rate among patients with metastatic skin 
cancer.  The industry invested about 198 billion US dollars in biopharmaceutical research in 2020, and more 
than 9,000 compounds were in various stages of development in 2021. The main areas of focus were therapies

Sartorius
Preface
7
 
 
for the treatment of cancer, autoimmune, and neurological diseases, as well as the development of vaccines 
for infectious diseases. 
Vaccines have proven to be one of the most effective preventive technologies, protecting against more than 
30 infectious diseases today, with nearly unprecedented public health impact. Diseases such as smallpox, po-
lio, measles, diphtheria, and rubella – that once claimed millions of lives – have been largely eradicated. Cur-
rently, vaccines save the lives of over 2.5 million children each year (source: IFPMA, The pharmaceutical indus-
try and global health. Facts and figures 2015, p. 15). 
Vaccines also played a central role in overcoming the coronavirus pandemic. The development of the novel 
mRNA vaccine within the span of one year was only possible due to intensive research activities and collabo-
ration within the biopharmaceutical and biotechnology industry. More than 13 billion vaccine doses have been 
administered worldwide (source: WHO COVID-19 Dashboard, January 24, 2023), saving approximately 20 mil-
lion lives (source: The Lancet Infectious Diseases, Vol. 22, September 2022). In this way, vaccines also contrib-
ute to the sustainability of health systems by reducing the number of hospitalized patients, thereby reducing 
the costs of hospitalization, follow-up treatments, and care. In developing and emerging countries, the availa-
bility and affordability of healthcare stands well below the standards in industrialized nations – more than half 
the world’s population has either no or inadequate access to medical care.  
Innovative technologies for the development and manufacture of biopharmaceutical therapeutics and vac-
cines will continue to play an important role in achieving medical progress in the future. That is why Sartorius, 
through its business activities in this important sector, is playing a key role in improving health for a greater 
number of people. As a result, Sartorius also supports the implementation of the human right to good health 
and well-being from the United Nations Universal Declaration of Human Rights, which has also been priori-
tized in global policy terms in the 2030 Agenda for Sustainable Development with respect to access to effec-
tive, high-quality, and affordable medicines and vaccines.

Sartorius
Report Profile
8
 
 
Report Profile  
Reporting framework  
Sartorius has been reporting on sustainability topics in various formats for more than ten years. This is the 
fourth independent sustainability report of the Sartorius Group. The report covers the 2022 financial year from 
January 1 to December 31, 2022. The information relates to the scope of consolidation of the Sartorius Group 
(see page 173 seq. in the Annual Report), unless otherwise stated in the relevant place. The main topics of the 
reporting are derived from the strategic sustainability topics defined in the 2022 financial year: 
 Climate protection, 
 Materials and circularity, 
 Water and effluents, 
 Social responsibility, 
 Corporate governance and 
 Sustainability in the supply chains. 
Sartorius sustainability reporting concept 
This sustainability report, in particular the “Group Management Report" chapter, is based on the contents of 
the Annual report. All specific sustainability indicators are compiled in the “Group Sustainability Indicators” 
chapter. In the "Indices" chapter, the reported content is placed in the context of relevant reporting standards, 
guidelines and principles. These include the GRI standards, the principles of the UN Global Compact, the dis-
closure recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) and the United 
Nations Sustainable Development Goals. 
Reporting on the Sartorius Stedim Biotech S.A. subgroup 
This sustainability report refers to the Sartorius Group and thus includes the subgroup of Sartorius Stedim Bi-
otech S.A in the descriptions of the group management report. The subgroup's specific sustainability indica-
tors are listed separately in the “Information on Sartorius Stedim Biotech Subgroup” chapter. 
Audited content 
The content presented in the "Group Management Report" section was audited by KPMG AG 
Wirtschaftsprüfungsgesellschaft as part of the audit of the annual statements, with the exception of the sub-
section "Corporate Governance Report". The respective auditor's reports can be found on pages 133 seq., 164 
seq. and 232 seq. of the Annual Report. The pages of unaudited content in this report are highlighted in light 
yellow in the following sections.

Sartorius
 Error! No text of specified style in document.
9
 
 
 
 
 
 
Group Management Report

Sartorius
Group Management Report    Structure and Management of the Group
10
 
 
 
 
Structure and Management of the Group 
 
 
 
 
 
 
 
 
 
Group Legal Structure 
Sartorius 
is 
a 
globally 
operating 
company 
with 
subsidiaries 
in 
more 
than 
30 countries.  
The holding company Sartorius AG is the parent corporation of the Sartorius Group. The corporation is head-
quartered in Göttingen, Germany, and is listed on the German Stock Exchange. 
Sartorius manages its bioprocess business as a legally independent subgroup whose parent corporation is Sar-
torius Stedim Biotech S.A., which is listed on Euronext Paris. As of December 31, 2022, Sartorius AG held 
around 74% of the shares of Sartorius Stedim Biotech S.A. The Group’s lab business is legally combined in a 
further subgroup whose parent company is Sartorius Lab Holding GmbH, in which Sartorius AG holds a 100% 
stake.  
The consolidated financial statements include Sartorius AG and all major affiliates in which Sartorius AG has a 
controlling interest pursuant to IFRS 10. 
Organization and Management of the Group 
The Group’s central management entity is the Executive Board of Sartorius AG. In collaboration with the Su-
pervisory Board, the Executive Board defines the Group's strategy, is responsible for the operational manage-
ment of the Group and controls the distribution of resources within the organization.  
The Sartorius Group conducts its operating business in two divisions: Bioprocess Solutions and Lab Prod-
ucts & Services. The divisions each combine their respective businesses for the same fields of application and 
customer groups, and share part of the infrastructure and central services.  
To align the business as closely as possible with customers’ needs, the company’s organizational structure is 
tailored based on the two divisions. All operational functions, such as Sales and Marketing and Production,

Sartorius
Group Management Report    Structure and Management of the Group
11
 
 
 
 
including production-related functions, as well as Product Development, are organized by division. Adminis-
trative functions, support functions, and the Corporate Research unit operate across divisions.  
Implementing the Group’s various strategies and projects at the local level is the responsibility of the national 
affiliates. The management bodies of the local companies run their organizations in accordance with the ap-
plicable statutory provisions, Articles of Association and rules of procedure and in keeping with the principles 
of corporate governance that apply throughout the Sartorius Group worldwide. 
Changes in the Group Portfolio 
Sartorius expanded its product portfolio in both divisions by making three acquisitions in the reporting year. 
Effective January 3, 2022, the company acquired a majority stake in ALS Automated Lab Solutions, expanding 
its bioanalytics portfolio. This laboratory technology company based in Jena, Germany, has more than 30 em-
ployees and develops, manufactures, and markets solutions for the automated analysis, selection, and isola-
tion of cells. Sartorius initially purchased 62.5% of the shares in ALS and plans to acquire the remaining 37.5% 
in 2026.  
In February 2022, Sartorius, through its subgroup Sartorius Stedim Biotech, completed the acquisition of the 
chromatography process equipment division of Novasep with approximately 100 employees in France, the 
United States, China, and India. The acquired business, headquartered in the city of Pompey in eastern France, 
specializes in innovative resin-based intensified chromatography systems and complements the Group’s ex-
isting chromatography offering. 
The acquisition of 100% of the shares in Albumedix Ltd., which was completed at the end of September also 
via the Sartorius Stedim Biotech subgroup, strengthens Sartorius’ portfolio of innovative solutions for the field 
of advanced therapies. Founded in 1984 and based in Nottingham, England, the company has more than 100 
employees and is a leading provider of solutions based on recombinant human albumin, a key component in 
the manufacture of innovative biopharmaceuticals.  
Financial Controlling and Key Performance Indicators 
The Sartorius Group is managed using a number of key performance indicators, which are also decisive for the 
determination of the variable remuneration component for the Executive Board and managers.  
A key management parameter that Sartorius uses to measure the development of its size is currency-adjusted 
growth of sales revenue, i.e., sales in constant currencies. The key indicator for managing profitability is the 
adjusted EBITDA margin, which is based on EBITDA adjusted for extraordinary items, i.e., underlying EBITDA.  
With regard to the Sartorius Group’s debt financing capacity, the ratio of net debt to underlying EBITDA serves 
as the key metric. It is calculated as the ratio of net debt to underlying EBITDA for the last twelve months,  
including the pro forma amount contributed by acquisitions for this period. Furthermore, the CAPEX ratio, i.e., 
capital expenditures in proportion to sales revenue, represents a key control parameter.

Sartorius
Group Management Report    Structure and Management of the Group
12
 
 
 
 
In addition, the following financial and non-financial indicators are reported on a regular basis: 
 Order intake 
 Relevant net profit | Earnings per share 
 Annual net profit | Earnings per share 
 Equity ratio 
 Net working capital  
 Net cash flow from operating activities  
 Number of employees  
 Employee Net Promoter Score (ENPS) 
 Reduction of CO2 emission intensity 
The Employee Net Promoter Score and the reduction in CO2 emission intensity have been part of the com-
pensation system for the Executive Board since 2022 and have therefore been newly included in this list.  
The annual financial forecast that is published at the beginning of a fiscal year for the Group and the divisions 
refers, as a rule, to the development of sales revenue and of the underlying EBITDA margin. The expected 
CAPEX ratio, as well as a directional forecast for the ratio of net debt to underlying EBITDA, is additionally 
indicated for the Group.

Sartorius
Group Management Report    Business Model, Strategy and Goals
13
 
 
 
 
Business Model, Strategy and Goals 
As a leading partner of life science research and the biopharmaceutical industry, Sartorius helps its customers 
in the development and manufacture of biotech medications and vaccines – from the initial idea in the lab to 
commercial-scale production. 
Biopharmaceuticals are integral components of advanced medicine and are used to treat many illnesses, 
mostly of a serious nature. However, long development times and complex production make these medica-
tions very expensive. This leads to high healthcare costs in industrialized countries and to the situation that 
patients in less developed countries are often excluded from treatment with such drugs. The development of 
a biopharmaceutical medication is a long haul: It takes more than ten years on average to bring a new drug out 
on the market, costing more than two billion euros. On top of this, biotechnological manufacturing processes 
for such high-tech medications are demanding and must be developed individually for each biologic com-
pound. As a pioneer and technology leader in the biopharma sector, Sartorius with its products and services is 
enabling its customers to make their research, development, and production processes easier and more effi-
cient so that advanced therapeutics can reach the market faster and become accessible for more people 
worldwide. Therefore, the United Nations’ sustainability goal “Good Health and Well Being” is an integral com-
ponent of Sartorius’ business model. 
The maturity and intensity of competition in this comparably young industry are successively increasing. To 
support customers in meeting this challenge, Sartorius is constantly developing its portfolio further. A key 
competitive advantage is the broad understanding of applications based on its clear focus on the sector. The 
company is thoroughly familiar with customers’ value-added chains and understands the interaction of the 
employed systems particularly well. A further success factor of the company is offering highly differentiating 
technologies. The innovative power rests on three pillars: the company´s own specialized product develop-
ment, alliances with partners, and the integration of innovations through acquisitions.  
With the biopharma industry, Sartorius is focusing on an attractive market that is characterized by strong 
growth momentum in view of long-term trends and significant innovative strength. Medical progress provides 
positive impetus, leading to the discovery and approval of new biopharmaceuticals. The biopharmaceutical 
industry is thus increasingly relying on advanced therapies, such as cell and gene therapeutics and biotech 
tissue products. Further primary growth drivers are a growing world population and an increase in age-related 
diseases in industrialized countries. In addition, rising incomes in emerging countries are leading to improved 
access to healthcare and rising demand for medications. Biosimilars, the generic versions of reference biolog-
ics that have lost their patent protection, account for a share of the biopharma market that is currently still 
small, but especially fast-growing. As a result of these factors, the volumes of biotech medications and the 
demand for the appropriate production technologies are steadily increasing, with market growth largely inde-
pendent of business cycles. 
In the following, the positioning and strategy of the company’s two divisions, Bioprocess Solutions and Lab 
Products & Services, is outlined.

Sartorius
Group Management Report    Business Model, Strategy and Goals
14
 
 
 
 
Strategic Focus on Biopharma Applications from Molecule Development to Production of Bio-
pharmaceuticals 
 
 
 
 
 
 
 
 
Bioprocess Solutions  
In the Bioprocess Solutions Division, Sartorius offers a broad portfolio of products that focuses on all major 
steps in the manufacture of a biopharmaceutical, as well as in process development as prerequisite proce-
dures. The product range includes cell lines, cell culture media, bioreactors, a wide range of products for the 
separation, purification, and concentration of biological intermediates and finished products, as well as solu-
tions for their storage and transportation. Sartorius also offers data analytics software for modeling and opti-
mizing processes of biopharmaceutical development and production. In its core technologies, the company 
has leading market positions with high double-digit market shares. 
The breadth of the company’s product portfolio is one of the key factors that differentiates it from its compet-
itors. Sartorius can provide customers with complete process solutions from a single source, as well as assist 
with preceding project planning, process integration, and subsequent validation. The company’s products are 
used in manufacturing all classes of medical drugs, from vaccines and monoclonal antibodies to advanced viral 
vector-based gene therapeutics.  
Recurring business with sterile single-use products accounts for about three-quarters of the division’s sales 
revenue. These offer customers cost advantages, flexibility, and less resource usage, and thus a better ecolog-
ical footprint compared with conventional processes employing reusable stainless steel components. The 
high share of recurring revenues is also bolstered by the strict regulatory requirements on the part of the cus-
tomers. Because health authorities validate production processes as an integral part of an application for ap-
proval of a new medical drug, the components initially validated can be replaced only at considerable expense 
once they have been approved. Beyond this, the company’s broad and stable customer base that is primarily 
addressed directly through a specialized sales force also contributes to this favorable risk profile.  
The division’s strong strategic positioning and the above-average expansion of the sector are a good founda-
tion for profitable growth in the future as well.  
Information on the business development of this division is given in the chapter, Business Development of 
Bioprocess Solutions.

Sartorius
Group Management Report    Business Model, Strategy and Goals
15
 
 
 
 
Innovative Technologies for All Phases of Biopharmaceutical Drug Production 
 
 
 
 
 
 
 
 
Lab Products & Services 
Over the past years, the Lab Products & Services Division has increasingly concentrated on the high-growth 
biopharmaceutical industry. With its products, the division addresses pharmaceutical and biotech research 
laboratories as well as academic research institutes. Sartorius supplies scientists and laboratory staff with the 
instruments and consumables they need to make their research and quality control easier and faster. For ex-
ample, the company provides life science customers with innovative systems for bioanalytics to enable them 
to automate key analytical steps in the development of molecules, cell lines and processes: steps which earlier 
were mostly carried out manually. In this way, considerably larger quantities of samples can be examined and 
extensive sets of data generated and evaluated within a short time, substantially accelerating the identification 
of suitable drug candidates or cell clones. This contributes to the acceleration of the protracted timelines of 
drug development and increases the efficiency of R&D labs in the biopharmaceutical industry.  
Beyond this, the division offers a wide range of premium laboratory instruments for sample preparation – such 
as laboratory balances, pipettes, and lab water systems – as well as consumables, such as filters and microbio-
logical test kits. In these product categories, Sartorius has leading market positions and significant market 
shares. The company’s solutions are designed to boost the efficiency and productivity of routine yet quality-
critical lab processes and industry-specific workflows. Aside from serving the needs of the biopharmaceutical 
industry, this portfolio is also tailored to quality control labs in the chemical and food industries.  
With its innovative technology platforms for bioanalytics and its comprehensive portfolio for sample prepara-
tion, the Lab Products & Services Division has a strong foundation for further significant organic growth. Due 
to economies of scale and product mix effects, growth is projected to be accompanied by a continuous in-
crease in profitability.  
Information on the business development of this division in 2022 is provided in the section entitled “Business 
Development of the Lab Products & Services Division.”.

Sartorius
Group Management Report    Business Model, Strategy and Goals
16
 
 
 
 
Focus on Solutions to Improve the Protracted, Expensive and Inefficient Process of Medical  
Drug Development 
 
 
 
 
 
 
 
 
 
Based on the data of the Tufts Center for the Study of Drug Development and the Association of the British Pharmaceutical Industry 
Sartorius 2025 Strategy 
In 2018, management presented its strategy and long-term targets up to 2025. The consolidated sales reve-
nue target was again significantly raised at the beginning of 2021 and so was the profitability target at the start 
of 2022. At the beginning of 2023, Sartorius confirmed its fundamental growth projections based on the un-
changed strong fundamental growth trends in its markets and the resulting positive prospects for the com-
pany. In light of increased inflation and associated price adjustments, the company therefore made a mathe-
matical adjustment to its medium-term sales revenue forecast and now expects sales revenue of around 
€5.5bn in 2025 (previously around €5bn). For the Bioprocess Solutions Division, the company now projects 
sales revenue of around €4.2bn in 2025 (previously around €3.8bn) and for Lab Products & Services of around 
€1.3bn euros (previously around €1.2bn). 
The forecast for the Group’s underlying EBITDA margin in 2025 remains unchanged at around 34%. For the 
Bioprocess Solutions Division, the company continues to expect an underlying EBITDA margin of around 36% 
in 2025. The margin forecast for Lab Products & Services also remains unchanged at around 28%.  
The mid-term targets for 2025 do not include any pandemic-related business, as management considers such 
estimates to be too uncertain.  
The margin targets include expenses for measures to reduce the company’s CO2 emission intensity. Sartorius 
aims to reduce its CO2 emission intensity by around 10% annually on average until 2030, spending over time 
around 1% of its sales revenue annually on corresponding measures. Moreover, these projections assume that, 
on average, the margins of future acquisitions will initially be somewhat below the levels of the Group’s existing 
businesses and, after integration, at levels comparable to these, and that there will be no relevant changes in 
the key currency exchange rates.

Sartorius
Group Management Report    Business Model, Strategy and Goals
17
 
 
 
 
Management points out that the dynamics and volatilities in the life science and biopharma sectors have in-
creased over the past years, and the coronavirus pandemic has further amplified these trends. Moreover, the 
forecasts are based on the assumption of no deterioration in the geopolitical and global economic situation, 
supply chains, inflation, or energy supply, and no new relevant restrictions in connection with the coronavirus 
pandemic. Accordingly, current forecasts show higher uncertainties than usual.  
Sartorius 2025 Targets 
 
 
 
 
 
 
These targets are being implemented by various growth initiatives with the following focal points: 
Expansion of the Product Portfolio 
Sartorius has a broad product portfolio that is aligned with the value chain of the biopharma industry, and 
which the company is continuously expanding. The focus is on products that offer solutions for customers’ 
needs and make the company’s offering even more attractive from the customer’s perspective. Aside from its 
own research and development activities and strategic partnerships, acquisitions that are complementary to 
or extend the company’s strengths appropriately will remain part of the portfolio strategy of both divisions. 
Due to high innovation dynamics, the company considers further additions to be possible on an ongoing basis 
across the entire breadth of the product portfolio. When identifying suitable companies, Sartorius considers 
the following criteria in particular: complementarity of technologies to its existing portfolio; strong market po-
sitioning, for example, through innovative products with unique selling propositions; integration capability; ap-
propriate valuation; and growth and profitability profile. 
Regional Growth Initiatives 
Sartorius invested substantially in expanding its production capacity during the reporting year. Capital ex-
penditures totaled approximately €523 million in 2022 and were used to expand sites in Germany, France, 
Puerto Rico, the USA, South Korea, and China, among other countries. 
North America and Asia are the key focal areas of the regional growth strategy. The USA is the world's largest 
market for bioprocess equipment and laboratory products. Yet because it is home to the main competitors for 
both company divisions, Sartorius formerly had lower market share in this region than in Europe and Asia. By 
systematically strengthening its sales and service capacities, Sartorius has gained market share in the USA in 
recent years. 
In Asia, one focus is on expanding production capacity in China, particularly for the Chinese market, which 
offers significant growth potential due to rising private and government health care spending and the rapid

Sartorius
Group Management Report    Business Model, Strategy and Goals
18
 
 
 
 
establishment of regional biopharmaceutical plants. In South Korea, which offers excellent growth prospects 
with its dynamically expanding biopharma market, Sartorius started initial work to build a new production fa-
cility at the beginning of 2023. 
Optimization of Work Processes 
Sufficient production capacity and a powerful supply chain are an essential foundation for future growth. In 
recent years, Sartorius has substantially expanded its capacities for nearly all product groups at various Group 
sites in order to optimize delivery times and reliably maintain delivery capability, even in the event of local 
transport restrictions.  
Sartorius is driving forward digitalization and automation in many areas to further accelerate and enhance pro-
cesses and, wherever meaningful, to standardize such processes throughout the Group. 
This also includes extending the company’s activities in the areas of e-commerce, digital marketing, and ana-
lytics, as well as on the topic of IT security.

Sartorius
Group Management Report    Research and Development
19
 
 
 
 
Research and Development 
The Sartorius Group conducts its product development in its two divisions, Bioprocess Solutions and Lab 
Products & Services. A more detailed explanation of the focal points of product development can be found in 
the sections on the divisions. Further related information, for example on the amount of expenditure for re-
search and development in the reporting year, can be found in the chapter Research and Development. 
The Group-wide Corporate Research function conducts cross-divisional research and development with a 
view to long-term technological topics and works in close cooperation with external partners. Its most im-
portant task and objective consists of identifying and developing key technologies and application fields of 
the future. In addition to collaborating closely with customers, research institutes, and startups, Corporate Re-
search pursues its own research activities in selected fields. These include, for instance, innovative technolo-
gies in live cell analysis, materials with new functionalities and improved properties, and data analysis.

Sartorius
Group Management Report    Macroeconomic Environment and Conditions in the Sectors
20
 
 
 
 
Macroeconomic Environment and 
Conditions in the Sectors 
Sartorius Group is active in sectors that differ in their dependence on the economy. The Bioprocess Solutions 
Division, for instance, operates in an environment that is largely independent of economic fluctuations. The 
Lab Products & Services Division, in contrast, is partly active in sectors whose development is more strongly 
affected by economic factors.  
Global Economy on the Road to Recovery 
In addition to the easing yet still ongoing coronavirus pandemic, 2022 was characterized by significant political 
and economic uncertainties as a result of the war in Ukraine and high inflation rates. Uncertain supplies of key 
raw materials led to a substantial increase in prices, and the sanctions imposed on Russia and extensive lock-
downs in key economic centers in China caused additional tensions in supply chains. High inflation prompted 
central banks around the world to intensify and accelerate the tightening of their previously expansionary 
monetary policy. At the same time, the reduction in government fiscal support measures and deteriorating 
sentiment indicators among consumers and companies had a negative impact on global economic activity, 
leading to multiple downward revisions of growth forecasts during the year.  
Despite a significant deterioration in underlying conditions, global gross domestic product increased by 3.2% 
in 2022, according to IMF estimates. Economic activity in industrialized countries increased by 2.4%, and 
growth in emerging and developing countries stood at 3.7%.  
Source: International Monetary Fund 
According to the IMF, the European Union’s economic output increased by 3.2% (2021: +5.4%). While the in-
crease in Germany stood at 1.5% (2021: +2.6%), the economy in France picked up by 2.5% (2021: +6.8%). The 
United Kingdom, another core European market, grew by 3.6% (previous year: +7.4%).  
The United States, the world’s largest economy, posted a 1.6% increase in GDP in the first quarter (2021: +5.7%). 
Global Development GDP (2018 to 2022)
in %
2018
2019
2020
2021
2022
-6.0
-3.0
0
3.0
6.0
3.8
2.8
-3.1
6.0
3.2
Global
EU
USA
Asien|Paz.
-8.0
-4.0
0
4.0
8.0
2022
2021
in %
Gross Domestic Product by Region
3.2
3.2
1.6
4.0
6.0
5.4
5.7
6.5
Asia | Pacific

Sartorius
Group Management Report    Macroeconomic Environment and Conditions in the Sectors
21
 
 
 
 
In the Asia | Pacific economic region, GDP grew by 4.0% (2021: +6.5%). India recorded the sharpest increase 
in this region in the reporting year, with growth of 6.8% (2021: +8.7%). Other countries important to Sartorius 
also posted gains, although growth in China slowed to 3.2% (2021: +8.1%). South Korean economic output rose 
by 2.6% (2021: +4.1%), and economic activity in Japan increased by 1.7% (2021: +1.7%). 
Exchange Rate and Interest Rate Trends 
In addition to the euro, the currencies relevant to the Sartorius Group include the U.S. dollar in particular, as 
well as a number of other currencies, such as the British pound, the Singapore dollar, the South Korean won, 
the Japanese yen, the Chinese renminbi, and the Swiss franc. 
Exchange Rates Against the Euro 
 
 
 
 
  
Year-end Exchange Rates
Average Exchange Rate
  
2022
2021
2022
2021
U.S. dollar 
1.06695
1.13245
1.05351
1.18270
British pound 
0.88584
0.83902
0.85265
0.85972
Singapore dollar 
1.43060
1.52820
1.45160
1.58913
South Korean won 
1,344.77000
1,347.69000
1,357.87961
1,353.74171
Japanese yen 
140.73000
130.36000
138.04150
129.87475
Chinese renminbi 
7.36960
7.18870
7.08120
7.62740
Swiss franc 
0.98370
1.03336
1.00486
1.08106
 
Interest rates rose on average in the reporting year, having previously remained at a very low level in the pre-
ceding years. The European Central Bank gradually raised its key interest rate to 2.50% by the end of 2022. 
The 3-month EURIBOR – i.e., the rate of interest on fixed-term deposits denominated in euros in interbank 
business – stood at 2.1% as of December 31, 2022 (December 31, 2021: -0.57%). 
Conditions in the Sectors 
Sartorius’ key customer groups include the biopharmaceutical and pharmaceutical industries as well as public 
research institutions. In addition, the company’s customers include quality control laboratories in the chemical 
and food industries. Accordingly, the progress of the Group’s business depends on developments in these 
industries. 
Further Growth in the Biopharmaceutical Market  
The global pharmaceutical market grew by around 7% in 2022. Revenue generated with biopharmaceuticals 
increased by around 4% year over year to €365 billion, somewhat slower than the average of previous years. 
This was partly due to lower sales of coronavirus vaccines and antibody-based COVID-19 therapeutics. Bio-
pharma accounted for 37% of the total pharmaceutical market, compared with 38% in 2021. 
The leading manufacturers of products for the development and production of biopharmaceuticals recorded 
further growth in 2022, although the reported growth rates were lower, as expected, given the exceptionally 
high base of comparison in 2021. In particular, expected revenue from pandemic-related business was re-
duced significantly during the year. All leading bioprocess technology suppliers also invested heavily in capac-
ity expansions in 2022, some of which were completed and brought on stream. This helped normalize lead

Sartorius
Group Management Report    Macroeconomic Environment and Conditions in the Sectors
22
 
 
 
 
times for certain product categories, some of which had increased significantly in 2021 due to strained supply 
chains and capacity bottlenecks. 
The growth of the biopharma market fundamentally depends more on medium- to long-term trends than on 
short-term economic developments. In addition to the market launch of innovative biopharmaceuticals, sig-
nificant impetus is provided by the globally increasing demand for drugs and the extension of the range of 
indications for already approved medications and their further market penetration. The approval process for 
new drugs requires clinical trials to be conducted, and the coronavirus pandemic meant that some of these 
had to be interrupted or could not be resumed. However, a resulting delay in the approval of new drugs for 
non-coronavirus-related indications has not been apparent to date, and the number of new biopharmaceuti-
cal approvals by the U.S. Food and Drug Administration (FDA) remained high in 2022, at 31 (2021: 30). 
The growing significance and acceptance of biologics is reflected not only in their increasing share of sales 
revenue within the global pharmaceutical market but also in the development activities of the pharmaceutical 
industry. For example, biopharmaceutical compounds account for more than 40% of the R&D pipeline. A 
growing number of active substances manufactured using biotech production methods is being approved for 
the treatment of rare illnesses that have been incurable so far. In this context, the pharmaceutical industry is 
increasingly focusing on advanced therapies, such as cell and gene therapeutics and biotechnologically pro-
cessed tissue products. In 2022, more than 2,000 clinical trials with such treatment approaches were con-
ducted, meaning that this area offers significant growth potential over the medium to long term. The rising 
number of approved biopharmaceuticals and an increasing variety of therapy types and substance classes, 
coupled with growing demand for medications, are the main drivers for the worldwide increase in production 
capacities for biopharmaceuticals. 
Biosimilars, the generic versions of reference biologics that have lost their patent protection, are also playing 
an increasingly important role in the biotechnology market. According to market studies, their sales volume in 
2022 remained modest at an estimated €19 billion, but the market is expected to grow strongly during the 
years to come, owing to the expiration of several patents for high-selling biopharmaceuticals and an increasing 
number of new approvals of biosimilars and market launches. Particularly in the USA, where development has 
been comparatively slow due to regulatory, patent-law-related, and marketing hurdles, market penetration is 
expected to accelerate significantly in the next few years. A compound annual growth rate of around 20% to 
30% is expected globally through 2026.

Sartorius
Group Management Report    Macroeconomic Environment and Conditions in the Sectors
23
 
 
 
 
Attractive Market Environment with Good Growth Prospects 
 
 
 
 
 
 
 
Laboratory Market Continues to Grow 
The global laboratory market had a total value of around €69 billion in the reporting year and, according to 
estimates by various market observers, is growing at an average annual rate of around 4% to 5% over the long 
term. Market growth is related, among other things, to the levels of research and development spending in the 
individual end markets, which is partly linked to economic development.  
Labs in the pharmaceutical and biopharma industries are the leading customer groups for laboratory instru-
ments and consumables. Against the backdrop of globally rising demand for medications, the industry is con-
tinuously investing in research to find new active pharmaceutical ingredients and in laboratory equipment 
needed to perform this drug discovery. The focus is on the automation of process workflows and innovative 
analytical instruments that are equipped with enhanced or novel functionalities. Products from the field of bi-
oanalytics, for example, have above-average growth rates within the laboratory market, and demand in the life 
science sector is generally growing faster than in other industries. According to EvaluatePharma, research 
spending in this particular sector remained at the previous year’s high level of around €210 billion. In contrast, 
the funding environment for small and medium-sized biotech companies deteriorated after high inflows in the 
previous two years, but this has not yet had a negative impact on demand from leading laboratory equipment 
suppliers. 
Research and quality-assurance labs in the chemical and food industry are another customer group. This seg-
ment’s demand for laboratory products depends in part on economic trends. Additional momentum can also 
be generated in this sector by regulatory changes, such as stricter requirements for quality control tests in the 
food industry. Demand from industrial end markets was generally robust in 2022 according to several leading 
laboratory product manufacturers, despite a gloomy economic outlook. 
Academic and public-sector research institutions also use laboratory instruments and consumables manufac-
tured by Sartorius. Growth in demand is related to such factors as government budgets and funding programs, 
all of which can vary from one country to another. In the United States, the National Institutes of Health (NIH) 
is the leading government agency for biomedical research and also the world’s largest research funding 
agency. The NIH’s budget has increased steadily over the past nine years, rising again by about 4.9% to $45 
billion in 2022. The proposed budget for 2023 also includes a further increase. The NIH is also slated to receive 
an additional approximately $12 billion over the next five years to prepare for future pandemics, meaning the 
scientific funding environment remains positive. The European Union has likewise continuously scaled up its 
research spending in past budget cycles. Around €95.5 billion of research and innovation funding is to be pro-
vided in the period from 2021 to 2027, an increase of 19% compared with the previous program. In recent years,

Sartorius
Group Management Report    Macroeconomic Environment and Conditions in the Sectors
24
 
 
 
 
China has sharply increased government R&D funding, a trend that has fueled dynamic growth in the local 
laboratory market. Many manufacturers of laboratory products recorded robust demand from academic and 
public research institutions in the reporting year. 
Competitive Position  
The competitive environment of the Bioprocess Solutions Division is characterized by relatively high entry bar-
riers arising in part from the biopharmaceutical industry’s strong degree of regulation and its technological 
complexity. In this environment, the Bioprocess Solutions Division operates as a total solutions provider, cov-
ering the core process steps in biopharmaceutical production and preceding process development. It has 
leading market positions in key technologies, especially in the areas of bioreactors, filtration, and the transpor-
tation and storage of liquids. The Bioprocess Solutions Division’s principal competitors are certain business 
units of Merck KGaA, Thermo Fisher Scientific Inc., and Danaher Corporation. 
The Lab Products & Services Division is positioned as a premium provider of laboratory instruments. It serves 
both R&D laboratories and quality control laboratories with a focus on the biopharmaceutical industry. The 
division’s product range includes laboratory balances, pipettes, and instruments for bioanalytics, as well as a 
wide range of lab consumables. The division ranks among the leading providers worldwide in most of these 
areas. Major competitors include certain divisions at Thermo Fisher Inc., Merck KGaA, and Danaher Corpora-
tion. Among these competitors are also Mettler-Toledo Intl. Inc. for laboratory balances in particular; Eppen-
dorf AG for pipettes; and companies such as Agilent Technologies Inc., Becton Dickinson Co., and PerkinElmer 
Inc. for cell analytics. 
Sources: BioPlan: 19th Annual Report and Survey of Biopharmaceutical Manufacturing Capacity and Production, April 2022; Evaluate 
Pharma: World Preview 2022, Outlook to 2028, October 2022; SDi: Global Assessment Report 2022, June 2022; www.fda.gov

Sartorius
Group Management Report    Group Business Development
25
 
 
 
 
Group Business Development 
Sales Revenue and Order Intake 
In the reporting year, sales revenue of the Sartorius Group rose 15.0% in constant currencies to €4,174.7 million 
(reported: + 21.0%). Thus, the company again grew at double-digit rates in a challenging and volatile environ-
ment and following the exceptionally high growth rates in 2020 and 2021. The main driver of this very robust 
development was organic1 growth in the laboratory as well as in the bioprocess division. Recent acquisitions 
also developed positively and contributed close to 2 percentage points to the increase in sales. Significantly 
lower business with coronavirus vaccine manufacturers compared to the previous year had a dampening ef-
fect. The restrictions in China caused by the pandemic as well as the strong reduction of the business in Russia 
also impacted growth to a relatively minor extent. 
As expected, order intake declined in 2022, after Sartorius had posted exceptionally high growth rates in the 
previous two years, particularly in the Bioprocess Solutions Division. In addition to a very good base business, 
there had been significant additional demand from coronavirus vaccine manufacturers and a changed order-
ing pattern by some customers, who had placed orders larger in size and further in advance than usual due to 
pandemic-related uncertainties and strained supply chains. As expected, the situation has increasingly nor-
malized as the pandemic has subsided and supply chains have eased from mid-2022 onwards. The temporary 
decline in demand is due to lower production of coronavirus vaccines and the reduction of partially increased 
inventories at some customers. Order intake for the full year declined by 10.1% in constant currencies to 
€4,007.3 million (reported: -6.1%). Excluding the dampening effect of the declining Covid-19 -related business, 
order intake would have increased slightly. 
 
 
 
2018
2019
2020
2021
2022
0
1,250
2,500
3,750
5,000
Sales Revenue 2018 to 2022
1,566.0 1,827.0
2,335.7 3,449.2
4,174.47
€ in millions
2018
2019
2020
2021
2022
0
1,250
2,500
3,750
5,000
Order Intake 2018 to 2022
1,662.5
1,939.5
2,836.3
4,267.9
4,007.3
€ in millions

Sartorius
Group Management Report    Group Business Development
26
 
 
 
 
Sales Revenue and Order Intake 
 
€ in millions 
2022
2021
in %
reported
in %
cc2
Sales revenue 
4,174.7
3,449.2
21.0
15.0
Order intake 
4,007.3
4,267.9
– 6.1
– 10.1
1 The revenue contributed by acquired companies is not included in the calculation of organic revenue growth in the first 12 months 
after acquisition. 
2 In constant currencies 
Double-digit growth in both divisions 
Both divisions and all business regions contributed to growth in fiscal 2022. The Bioprocess Solutions Division, 
which offers a wide array of innovative technologies for the manufacture of biopharmaceuticals and vaccines, 
expanded - despite the high prior-year base and a sharp decline in Covid-19 -related business - by 15.9% in 
constant currencies to €3,326.5 million (reported: + 22.0%). This includes about 2 percentage points of non-
organic growth from acquisitions. 
The Lab Products & Services Division, which specializes in life science research and pharmaceutical laborato-
ries, recorded a very dynamic development, increasing by 11.5% in constant currencies to €848.2 million (re-
ported: + 17.4%). Around 1 percentage point came from non-organic growth. The bioanalytical instruments 
business showed a particularly strong expansion, whereas the decline in Covid-19-related business had a 
somewhat dampening effect on the increase in sales of the laboratory division. 
Sales by Division 
 
€ in millions 
2022
2021
in %
reported
in %
cc
Bioprocess Solutions 
3,326.5
2,727.0
22.0
15.9
Lab Products & Services 
848.2
722.2
17.4
11.5
Gains in All Regions 
1 In constant currencies 
2 Acc. to customers' location 
 
Sales Revenue and Growth1 by Region2
€ in millions, unless otherwise specified
EMEA
Americas
Asia | Pacific
1,543.8 | +21.4%
1,550.6 | +9.0%
1,080.3 | 16.2%

Sartorius
Group Management Report    Group Business Development
27
 
 
 
 
Sartorius increased its sales revenue in all three business regions.  
Sales in the EMEA region recorded an increase of 9.0% to €1,550.6 million, representing a share of 37% of total 
Group revenue. The considerable business limitations in Russia dampened growth by close to 2 percentage 
points in the reporting year. While the Bioprocess Solutions Division grew by 10.6% compared to a high prior-
year base, the Lab Products & Services Division increased moderately by 2.5%.   
Sales in the Americas region saw very dynamic development, so that for the first time the share of total Group 
sales was on a par with the EMEA region at 37%. Growth amounted to 21.4% to €1,543.8 million and was based 
on a strong development of both the bioprocess division (+ 22.0%) and the laboratory division (+ 19.0%). 
Business in the Asia | Pacific region, which accounted for around 26% of total Group revenue in 2022, achieved 
growth of 16.2% to €1,080.3 million in the reporting year, with pandemic-related restrictions in China having a 
slightly dampening effect, particularly in the first half of the year. The Bioprocess Solutions Division expanded by 
16.5% and the Lab Products & Services Division by 15.5%.  
All growth rates for the regional development are in constant currencies unless otherwise stated. 
Sales by Region 
 
€ in millions 
2022
2021
in %
reported
in %
cc
EMEA 
1,550.6
1,411.0
9.9
9.0
Americas 
1,543.8
1,141.2
35.3
21.4
Asia | Pacific 
1,080.3
897.0
20.4
16.2
 
Costs and Earnings 
In 2022, cost of sales rose by 22.9% to €1,978.3 million in connection with the growth in sales revenue. The 
respective cost of sales ratio was 47.4% compared to 46.7% in the previous year. 
Selling and distribution costs rose at an underproportionate rate with respect to sales revenue due to econo-
mies of scale by 8.2% to €628.5 million, so the ratio of these costs to sales revenue fell year over year to 15.1% 
(previous year: 16.8%). Research and development expenses rose by 27.1% to €177.8 million. The corresponding 
ratio of R&D expenses to sales revenue was 4.3% (previous year: 4.1%). General administrative expenses in-
creased by 21.5% to €200.5 million, and the administrative expense ratio in 2022 was unchanged at 4.8%.   
The balance of other operating income and expenses in 2022 was - €124.8 million (previous year:  - €50.2 mil-
lion), and essentially covered extraordinary items of - €60.4 million (previous year: - €40.7 million). These ex-
traordinary items consisted primarily of expenses in connection with the most recent acquisitions as well as of 
expenses for various corporate projects and structuring measures. The realized currency hedges and valuation 
effects included in the balance of other operating income and expenses resulted in an expense of €51.0 mil-
lion, particularly due to the development of the dollar exchange rate in 2022, following income of €10.5 million 
in the previous year. 
EBIT increased by 17.9% to €1,064.8 million; the respective EBIT margin was 25.5% (previous year: 26.2%).

Sartorius
Group Management Report    Group Business Development
28
 
 
 
 
The financial result was €116.9 million in 2022 compared to - €234.7 million in 2021. This includes non-cash-
effective income of €148.9 million, predominantly from the reporting date valuation of the share-based earn-
out liability in connection with the acquisition of BIA Separations, which had resulted in an expense of 
€207.8 million in the previous year. 
In 2022, tax expenses amounted to €268.6 million (previous year: €241.4 million). In relation to the reported 
earnings before taxes, the tax rate is 22.7% (previous year: 36.1%). However, taking into account that the above-
mentioned valuation effect in the financial result has no subsequent tax impact, the tax rate amounts to 26.0% 
(previous year: 27.6%). 
Net profit for the period increased by 113.8% to €913.1 million (2021: €427.0 million).  
Net profit attributable to shareholders of Sartorius AG rose to €678.1 million in the reporting year, up from 
€318.9 million in 2021. Non-controlling interest stood at €235.0 million (previous year: €108.1 million), which 
essentially reflected shares in Sartorius Stedim Biotech S.A. not held by the Sartorius Group. 
Statement of Profit or Loss 
 
 
€ in millions 
2022
2021
∆ in %
Sales revenue 
4,174.7
3,449.2
21.0
Cost of sales 
– 1,978.3
– 1,610.3
– 22.9
Gross profit on sales 
2,196.5
1,838.9
19.4
Selling and distribution costs 
– 628.5
– 580.7
– 8.2
Research and development costs 
– 177.8
– 139.9
– 27.1
General administrative expenses 
– 200.5
– 165.0
– 21.5
Other operating income and expenses 
– 124.8
– 50.2
– 148.8
Earnings before interest and taxes (EBIT) 
1,064.8
903.2
17.9
Financial income 
198.2
29.3
576.7
Financial expenses 
– 81.3
– 264.0
69.2
Financial result 
116.9
– 234.7
149.8
Profit before tax 
1,181.7
668.4
76.8
Income taxes 
– 268.6
– 241.4
– 11.2
Net profit for the period 
913.1
427.0
113.8
Attributable to: 
 
 
 
Equity holders of Sartorius AG 
678.1
318.9
112.6
Non-controlling interest 
235.0
108.1
117.4

Sartorius
Group Management Report    Group Business Development
29
 
 
 
 
Underlying EBITDA 
The Sartorius Group uses underlying EBITDA – earnings before interest, taxes, depreciation and amortization 
and adjusted for extraordinary items – as its key profitability indicator to provide a better picture of its operating 
development, also in an international comparison. More information on extraordinary items is provided on 
page 178. 
Reconciliation from EBIT to Underlying EBITDA  
 
€ in millions 
2022
2021
EBIT 
1,064.8
903.2
Extraordinary items 
60.4
40.7
Amortization | depreciation 
285.3
231.1
Underlying EBITDA 
1,410.4
1,175.0
 
Extraordinary items 
 
 
€ in millions 
2022
2021
M&A projects | Integration costs 
– 16.1
– 22.5
Structuring measures 
– 29.6
– 10.4
Other 
– 14.7
– 7.8
Total 
– 60.4
– 40.7
 
In fiscal 2022, the Sartorius Group increased its earnings and achieved high profit margins despite a significant rise 
in inflation rates. Underlying EBITDA increased by 20.0% to €1,410.4 million. The corresponding margin of 33.8% 
was close to the high level of the prior-year period of 34.1%. The 2021 margin had been positively influenced by 
a partially delayed cost development, for example, as a result of deferred new hires in relation to sales revenue 
growth because of the pandemic and low business travel activity. As planned, these cost positions normalized 
in 2022 and, in addition to the dilution caused by currency effects, had a dampening effect on profitability. Price 
effects on the procurement and customer sides largely offset each other.  
1 Underlying = excluding extraordinary items 
20.00
25.00
30.00
35.00
40.00
2018
2019
2020
2021
2022
0
400
800
1,200
1,600
Underlying EBITDA in millions of €
Underlying EBITDA margin in %
Underlying EBITDA1 and Margin
405.0
495.8
692.2
1,175.0
1,410.4
25.9
27.1
29.6
34.1
33.8
20
25
30
35
40

Sartorius
Group Management Report    Group Business Development
30
 
 
 
 
Underlying EBITDA by Division 
 
  
Underlying EBITDA
€ in millions
Underlying EBITDA margin 
in %
Group 
1,410.4
33.8
Bioprocess Solutions 
1,188.4
35.7
Lab Products & Services 
222.0
26.2
 
Underlying EBITDA of the Bioprocess Solutions Division rose by 20.5% to €1,188.4 million. The resulting margin 
of 35.7% was close to the high prior-year level of 36.2% and was dampened by higher costs, as planned, for 
example due to the growth in the number of employees as well as other normalized cost positions. 
In the Lab Products & Services Division, underlying EBITDA increased by 17.6% to €222.0 million; the corre-
sponding margin increased slightly to 26.2% (previous year: 26.1%). A positive product mix, mainly due to 
strong growth in the bioanalytics business, and economies of scale compensated for negative currency effects 
and planned higher costs. 
Relevant Net Profit 
The relevant net profit attributable to the shareholders of Sartorius AG rose compared to the previous year by 
18.4% to €655.4 million. This figure is the basis for determining the profit to be appropriated, is calculated by 
adjusting for extraordinary items and eliminating amortization, and is based on the normalized financial result 
and the normalized tax rate. Underlying earnings per ordinary share grew 18.4% to €9.57, up from €8.08 a year 
earlier, and by 18.4% per preference share to €9.58, up from €8.09 a year ago. 
€ in millions 
2022
2021
EBIT 
1,064.8
903.2
Extraordinary items 
60.4
40.7
Amortization 
104.5
88.4
Normalized financial result1 
– 38.7
– 28.1
Normalized income tax (27%)2 
– 321.6
– 271.1
Underlying earnings 
869.4
733.1
Non-controlling interest 
– 214.0
– 179.7
Underlying earnings after taxes and non-controlling interest 
655.4
553.4
Underlying earnings per share 
 
 
per ordinary share (in €) 
9.57
8.08
per preference share (in €) 
9.58
8.09
1 Financial result adjusted for valuation effects from the subsequent measurement of contingent purchase price liabilities as well as  
   for effects of foreign currency translation and hedging. 
2 Income tax considering the average expected Group tax rate, based on the underlying profit before tax.

Sartorius
Group Management Report    Group Business Development
31
 
 
 
 
 
1 After non-controlling interest, adjusted for extraordinary items and amortization, as well as based on the normalized financial result 
and the normalized tax rate. 
. 
 
2018
2019
2020
2021
2022
0.00
2.50
5.00
7.50
10.00
Preference Share
Ordinary Share
in €
Underlying Earnings per Share1
2.57
3.07
4.38
8.09
9.58
2.56
3.06
4.37
8.08
9.57

Sartorius
Group Management Report    Group Business Development
32
 
 
 
 
Research and Development 
Sartorius continuously expands its product portfolio by investing in both the new and further development of 
its products, as well as in the integration of new technologies through alliances. In 2022, the Sartorius Group 
spent €177.8 million on R&D, corresponding to an increase of 27.1% compared to the previous year. The ratio of 
R&D costs to sales revenue stood at 4.3% (previous year: 4.1%). 
The International Financial Reporting Standards (IFRS) require certain development costs to be capitalized on 
the statement of financial position and then to be amortized over subsequent years. In the reporting year, 
these development investments increased in connection with the growth in sales revenue to €81.7 million 
compared with €50.9 million the year before. This equates to a share of 31.5% (previous year: 26.7%) of the 
Group’s total R&D expenses. Scheduled amortization related to capitalized development costs totaled 
€23.9 million in 2022 (previous year: €24.3 million). These expenses were disclosed in the cost of sales. At 6.2%, 
the gross capital expenditure ratio, which is even more meaningful for assessment of innovation-related 
expenses and includes capitalized development costs, was higher than the previous year's figure of 5.5%. 
At Sartorius, we pursue a strategic intellectual and industrial property rights policy across our divisions to 
protect our expertise. The Group systematically monitors compliance with these rights on a cost | benefit basis 
to determine which specific individual rights are to be maintained. 
In 2022, Sartorius filed a total of 261 applications for intellectual and industrial property rights (previous year: 
155). As a result of these applications, including those of prior years, we were issued 353 patents and 
trademarks during the reporting year (previous year: 298). As of the reporting date, we had a total of 6,421 
patents and trademarks in our portfolio (previous year: 5,479).

Sartorius
Group Management Report    Group Business Development
33
 
 
 
 
Investments 
Against the backdrop of strong growth, Sartorius invested considerably in building up new capacities in all re-
gions in the reporting year. In addition to significantly expanding production capacities, the investment pro-
gram aims to further diversify the production network and make it more flexible. In line with the company’s 
expansion plans, some expansion projects were completed in 2022 and have contributed to meeting strong 
demand. Further projects will be completed in the current year. 
At €522.6 million, capital expenditures in 2022 were significantly higher than the previous year’s figure of 
€407.2 million. The corresponding CAPEX ratio was 12.5% (previous year: 11.8%). 
The company’s largest investment projects in the reporting year included the expansion of membrane manu-
facturing capacities and new laboratory space for product development in Göttingen, Germany. 
At its site in Yauco, Puerto Rico, Sartorius is expanding its clean room capacity for the manufacture of separa-
tion and fluid management products. In addition, a production facility for cell culture media will be established 
there for the first time, and is scheduled to come on stream in 2023.  
In the reporting year, Sartorius also made substantial investments in additional clean room space for the pro-
duction of sterile disposables at its site in Aubagne, France. 
In Ann Arbor, Michigan, USA, Sartorius invested in the construction of a new center of excellence in the field 
of bioanalytics, including research laboratories and production capacity.  
In the Asia | Pacific region, the company invested heavily in Songdo, South Korea, in addition to China. After 
acquiring the necessary plots of land, the company began construction of a plant for cell culture media pro-
duction and sterile consumables processing. In addition, Sartorius plans to build a technology center for cus-
tomer consulting and product demonstrations as well as laboratory space at the new site, which is located in 
the middle of a biopharma park.   
Production capacities were also expanded at other locations. For example, the company carried out expansion 
projects at other sites in Germany as well as in Finland, Great Britain, and Slovenia.

Sartorius
Group Management Report    Group Business Development
34
 
 
 
 
Employees 
The following employee figures include all employees of the Sartorius Group except for vocational trainees, 
interns, permanent absent employees, and employees in partial retirement. Employee figures are shown as 
headcount.  
As of the reporting date of December 31, 2022, the Sartorius Group had 15,942 employees in 36 countries 
worldwide: 2,110 or 15.3% more than a year earlier. This figure includes 245 employees who joined the Group 
as a result of acquisitions in the reporting year. Due to the renewed sharp increase in the size of the workforce 
during the reporting year, the number of employees working for the Sartorius Group has nearly doubled since 
2018.  
Employees 
 
 
 
  
2022
2021
Increase in %
Group 
15,942
13,832
15.3
Bioprocess Solutions 
12,560
10,745
16.9
Lab Products & Services 
3,382
3,087
9.6
 
The Bioprocess Solutions Division had 12,560 employees at the end of the reporting year (previous year: 
10,745). The Lab Products & Services Division had 3,382 employees (previous year: 3,087). 
The employees of the central administrative functions were allocated to the divisions on the basis of their ac-
tivities.  
 
The number of employees in the EMEA region grew by 1,311, an increase of 14.5%. In Germany, Sartorius had 
5,391 employees at the end of the reporting year, which corresponds to 33.8% of the total workforce. 
With an increase of 18.2% or 509 employees, the Americas region recorded the strongest increase in percent-
age terms. In the Asia | Pacific region, the number of employees increased by 14.4% or 290.  
EMEA
America
Asia | Pacific
0
2,750
5,500
8,250
11,000
2022
2021
Employees by Region
10,341
3,301
2,300
9,030
2,792
2,010
0
2,750
5,500
8,250
11,000
2022
2021
Employees by Function
9,299
3,610
1,418
1,616
8,155
3,139
1,198
1,341
Production
Sales &
Marketing
R&D
Admin.

Sartorius
Group Management Report    Group Business Development
35
 
 
 
 
At the end of 2022, approximately 58% of all Sartorius employees worked in production. At 9,299, the number 
of employees in this area increased by 14.0% year over year.  
At the end of the year, 3,610 people were employed in marketing and sales, representing an increase of 15.0% 
and a share of around 23% of the total workforce.  
A good 9% of all employees worked in R&D. This corresponded to an increase by 220 individuals or 18.4% more 
than in the previous year, bringing the total number of employees to 1,418. 
As of the reporting date, 1,616 people worked in administrative positions. This corresponds to an increase of 
20.5% compared with the same date last year and to 10% of all Sartorius employees.

Sartorius
Group Management Report    Net Worth and Financial Position
36
 
 
 
 
Net Worth and Financial Position 
Cash Flow 
Cash flow from operating activities amounted to €734.2 million in 2022, compared with €873.2 million in the 
previous year, a decrease of 15.9%. Higher earnings were offset by cash outflows in connection with the 
growth-related increase in working capital. Inventories were in particular built up to safeguard supply security 
in view of the continuing tensions in some supply chains. Recently, however, the focus has shifted back to 
optimizing inventories, as the supply chain situation for many product groups has improved significantly and 
shortages in these areas have become unlikely. In addition, increased tax payments had an impact. 
Due to high demand, Sartorius had been driving the expansion of its production capacities full speed ahead. 
Cash outflows from investing activities increased in the reporting period by 38.8% to €593.8 million. Because 
of expenses of €536.1 million (previous year: €141.7 million) in connection with the most recent acquisitions, 
cash flow from investing activities and acquisitions rose to - €1,129.9 million compared with - €569.6 million in 
the previous year. 
Primarily driven by the placement of a new note loan (“Schuldscheindarlehen”), cash flow from financing 
activities amounted to €209.9 million in 2022 (previous year: - €172.6 million). This also included dividend 
payments for the 2021 financial year of €118.1 million (previous year: €65.8 million).  
Cash Flow Statement 
 
 
€ in millions 
2022
20211
Cash flow from operating activities 
734.2
873.2
- thereof change in working capital 
-300.1
-217.8
Cash flow from investing activities and acquisitions 
– 1,129.9
– 569.6
Cash flow from financing activities 
209.9
– 172.6
Cash and cash equivalents 
165.9
342.8
Gross debt  
2,541.2
2,075.5
Net debt 
2,375.3
1,732.7
1 Interest received are reported under cash flows from operating activities since fiscal 2022. Prior year figures were restated accord-
ingly. 
Consolidated Statement of Financial Position 
The balance sheet total of the Sartorius Group was €6,977.7 million as of the end of fiscal 2022 and thus 
€1,279.8 million higher than the prior-year level. This increase is largely due to the rise in non-current assets by 
€1,053.4 million to €4,954.6 million, predominantly driven by the recent acquisitions and by the continuation 
of the extensive investment program. In addition, current assets rose by €226.4 million year over year to 
€2,023.2 million, mainly as a result of the increase in working capital and, in particular, the build-up of invento-
ries as a risk provision to ensure supply security in the event of interrupted supply chains. Working capital 
amounted to €1,663.5 million as of December 31, 2022 (previous year: €1,316.8 million).

Sartorius
Group Management Report    Net Worth and Financial Position
37
 
 
 
 
Key Figures for Working Capital 
 
in days 
 
2022
2021
Days inventory outstanding 
 
 
 
Inventories | Sales revenue1 
x 360
101
93
  
 
 
 
Days sales outstanding 
 
 
 
Trade receivables | Sales revenue1 
x 360
41
44
  
 
 
 
Days payables outstanding 
 
 
 
Trade payables | Sales revenue1 
x 360
47
54
  
 
 
 
Net working capital days 
 
 
 
Net working capital2 | Sales revenue1 
x 360
95
83
1 Including pro forma sales of recent acquisitions 
2 Sum of inventories and trade receivables less the trade payables 
Equity grew by €938.7 million to €2,658.9 million as of year-end. The equity ratio was 38.1% (previous year: 
30.2%).  
In the reporting year, current and non-current liabilities for the Sartorius Group of €4,318.8 million were higher 
than the previous year's figure of €3,977.7 million. The increase resulted, among other things, from the financ-
ing of recent acquisitions and the build-up of working capital. 
1 Quotient of net debt and underlying EBITDA over the past 12 months, including the pro forma amount contributed by acquisitions  
   for this period  
At the end of fiscal 2022, gross debt stood at €2,541.2 million relative to €2,075.5 million in fiscal 2021 and is 
comprised of liabilities to banks, including note loans (“Schuldscheindarlehen”), as well as lease liabilities. The 
increase is essentially due to the placement of a new note loan, which was mainly used to refinance the acqui-
sition of Albumedix completed at the end of September 2022. Net debt, defined as gross debt less cash and 
cash equivalents, was €1,732.7 million compared to €2,375.3 million a year ago.   
0
50
100
Current assets
Non-current assets
in  %
Balance Sheet Structure
68.5
71.0
31.5
29.0
Non-current liabilities
Equity
Current liabilities
30.2
38.1
42.7
36.0
27.2
25.8
Assets
Equity & Liabilities
2021
2022
2021
2022
2018
2019
2020
2021
2022
0.0
1.0
2.0
3.0
4.0
Ratio of Net Debt to Underlying EBITDA1
2.4
2.0
2.6
1.5
1.7

Sartorius
Group Management Report    Net Worth and Financial Position
38
 
 
 
 
In relation to the debt financing capacity of the Sartorius Group, the ratio of net debt to underlying EBITDA is 
a key metric. It is defined as the quotient of net debt and underlying EBITDA over the past 12 months, including 
the pro forma amount contributed by acquisitions for this period. At 1.7 as of December 31, 2022, this ratio was 
only slightly higher than the prior-year figure of 1.5, despite extensive investments and the acquisitions made 
in the reporting year. 
Reconciliation 
 
 
€ in millions 
2022
2021
Gross debt  
2,541.2
2,075.5
- Cash & cash equivalents 
165.9
342.8
Net debt 
2,375.3
1,732.7
  
 
 
Underlying EBITDA (12 months) 
1,410.4
1,175.0
+ Pro forma EBITDA from acquisitions (12 months) 
11.7
6.1
Pro forma underlying EBITDA 
1,422.1
1,181.1
Ratio of net debt to underlying EBITDA 
1.7
1.5
 
Impact of War in Ukraine 
Since the beginning of Russia's attack on Ukraine, Sartorius has suspended all business activities in Russia that 
are not related to humanitarian medical products. This has been done in compliance with all applicable sanc-
tions and in line with the practice of other companies in the pharmaceutical and healthcare sectors. In 2021, 
Russia had accounted for a good 2% of Group sales. In fiscal 2022, sales were significantly below this level and 
a further decline is expected in 2023.

Sartorius
Group Management Report    Net Worth and Financial Position
39
 
 
 
 
Financing | Treasury 
Sartorius covers its operational and strategic financing needs through a combination of operating cash flows 
and the assumption of short-, medium- and long-term financial liabilities. The major debt financing 
instruments are shown in the graphic below. 
 
 
A major pillar in the financing mix is a syndicated credit line with a term of five years and extension options, 
which was refinanced in the reporting year and increased from €600 million to €800 million. In addition, 
Sartorius has diverse short-term credit lines totaling around €475 million. As of December 31, 2022, the total 
volume of all available credit lines amounted to €1,275 million, of which around €180 million was used. Thus, 
the available credit lines unused as of the end of 2022 was €1,095 million. 
Corporate financing was supplemented in the reporting year by the placement of new note loans 
("Schuldscheindarlehen") with a volume of €650 million and maturities of 3, 5, 7, 10 and 13 years. Around 
€210 million of this placement will be paid out in the first quarter of 2023. The funds were mainly used to re-
finance the acquisition of Albumedix completed at the end of September 2022. The total volume of all out-
standing note loans amounted to around €1,550 million at the end of the year. In addition, the company has 
several short- and long-term loans in place that total around €665 million and are being used in part for the 
expansion of production capacities.  
The financing instruments mentioned above comprise those with both fixed and variable interest rates. The 
maturity profile of the Group’s financing instruments is broadly and appropriately diversified.  
Main Financing Instruments
€ in millions
Note loans
Syndicated credit line
Long-term loans
Short-term credit-lines
~ 1,550
~ 800
~ 665
~ 475

Sartorius
Group Management Report    Net Worth and Financial Position
40
 
 
 
 
1 As of December 31, 2022, major financing instruments 
Due to its global business activities, Sartorius is exposed to the usual fluctuations in foreign exchange rates, 
which it hedges by forward contracts. At the end of 2022, foreign exchange contracts amounted to a volume 
of €585 million on a reported basis, with a market value of -€3.3 million.  
 
 
 
Maturity Profile of the FinancingFacilities1
€ in millions
521.0
203.0 542.0
541.0
473.0
185.0
0
150
300
750
600
450
2023
2024
2025
2026
2027
>2028

Sartorius
Group Management Report    Business Development of Bioprocess Solutions
41
 
 
 
 
Business Development of Bioprocess 
Solutions 
Sonderseite BPS

Sartorius
Group Management Report    Business Development of Bioprocess Solutions
42
 
 
 
 
Sales Revenue and Order Intake 
Following the exceptionally high growth rates in 2020 and 2021, the Bioprocess Solutions Division again grew 
at a double-digit rate in the reporting year by 15.9% in constant currencies to €3,326.5 million (reported: 
+22.0%). This includes around 2 percentage points of non-organic growth from acquisitions. All product areas 
contributed to this good development, while the Covid-19 -related business declined significantly compared 
to the previous year. 
 
Sales Revenue and Order Intake 
 
€ in millions 
2022
2021
in %
reported
in %
cc1
Sales revenue 
3,326.5
2,727.0
22.0
15.9
Order intake 
3,122.7
3,483.5
– 10.4
– 14.0
1 In constant currencies  
In 2022, the Bioprocess Solutions Division increased its sales revenues in all business regions. In the EMEA 
region, which accounted for around 38% of the division's sales, revenues increased by 10.6% to €1,260.5 million 
compared with a strong prior-year base. The Americas region again showed particularly strong growth, with an 
increase of 22.0% to €1,240.8 million. The region accounted for 37% of total sales. The Asia | Pacific region, 
which accounted for 25% of the division's sales, also posted significant double-digit growth of 16.5% to 
€825.2 million. (All growth rates for the regional development are in constant currencies unless otherwise 
stated.) 
As expected, order intake declined year over year against the backdrop of noticeable demand normalization 
and significantly lower Covid-19 -related business, reaching €3,122.7 million (in constant currencies: -14.0%; re-
ported: -10.4%). Excluding the Covid-19-related business, order intake would have grown slightly. In the two 
previous years, the division had recorded exceptionally high growth rates due to changed ordering patterns 
and strong demand from coronavirus vaccine manufacturers.  
 
2018
2019
2020
2021
2022
0
1,000
2,000
3,000
4,000
Sales Revenue 2018 to 2022
1,143.1
1,350.5
1,782.6
2,727.0
3,326.5
€ in millions
2018
2019
2020
2021
2022
0
1,000
2,000
3,000
4,000
Order Intake 2018 to 2022
1,233.7
1,457.6
2,238.1
3,483.5
3,122.7
€ in millions

Sartorius
Group Management Report    Business Development of Bioprocess Solutions
43
 
 
 
 
Sales by Region 
 
€ in millions 
2022
2021
in %
reported
in %
cc
EMEA 
1,260.5
1,130.5
11.5
10.6
Americas 
1,240.8
913.1
35.9
22.0
Asia | Pacific 
825.2
683.5
20.7
16.5
 
Earnings 
Underlying EBITDA of the Bioprocess Solutions Division increased by 20.5% to €1,188.4 million. The corre-
sponding margin of 35.7% was close to the high level of the prior-year period of 36.2%. The 2021 margin had 
been positively influenced by a partially delayed cost development, for example, as a result of deferred new 
hires in relation to sales revenue growth because of the pandemic and low business travel activity. As planned, 
these cost positions normalized in 2022 and had a dampening effect on profitability. Price effects on the pro-
curement and customer sides largely offset each other.  
Underlying EBITDA and EBITDA Margin  
 
  
2022
2021
Underlying EBITDA in millions of € 
1,188.4
986.3
Underlying EBITDA margin in % 
35.7
36.2
 
In the year under review, the Bioprocess Solutions Division recorded extraordinary items of -€46.5 million rel-
ative to -€32.1 million a year earlier. These items predominantly consisted of expenses in connection with the 
most recent acquisitions as well as for various cross-divisional projects.

Sartorius
Group Management Report    Business Development of Bioprocess Solutions
44
 
 
 
 
Products and Sales 
The Bioprocess Solutions Division markets products and services for the entire added-value chain in biophar-
maceutical production and preceding process development. The division’s portfolio includes cell lines, cell 
culture media, bioreactors, a wide range of products for separation, purification and concentration, and prod-
ucts and systems for storage and transportation of intermediate and finished biological products. 
 
 
 
 
 
 
 
 
Sartorius expanded its product portfolio in the Bioprocess Solutions Division by making two acquisitions  
in 2022: 
 By acquiring the business from Novasep in February 2022, Sartorius added a complementary 
offering to its chromatography portfolio. The acquired portfolio includes chromatography sys-
tems primarily suited for small biomolecules such as oligonucleotides, peptides, and insulin, as 
well as innovative systems for the continuous production of biopharmaceuticals. 
 The acquisition of Albumedix, a leading provider of solutions based on recombinant human al-
bumin, completed at the end of September 2022, adds an important component to Sartorius’ 
portfolio in the production of innovative biopharmaceuticals, especially for modalities such as 
cell therapies, viral therapies, and vaccines.  
During 2022, the Bioprocess Solutions Division launched a scalable and ready-to-use disposable membrane 
for separating monoclonal antibodies as an alternative to classical resin-based column chromatography for 
the affinity purification step. Furthermore, the division introduced a computer-based application for optimiz-
ing cell culture development that enables substantial time and cost savings. The application is part of a cloud-
based software ecosystem for analyzing and managing data along the biopharma value chain and makes it 
possible to maximize insights from in vitro experiments by using simulations in virtual bioreactors. 
Sales Activities  
The Bioprocess Solutions Division markets its product portfolio directly. Sales activities for key accounts are 
coordinated and supported by global key account management.

Sartorius
Group Management Report    Business Development of Bioprocess Solutions
45
 
 
 
 
After the gradual lifting of pandemic-related travel and contact restrictions, sales representatives continued 
to interact directly with many customers using digital communication tools. Video conferencing and aug-
mented reality continue to be used for such direct interactions, for example, when demonstrating products, 
conducting training sessions, and bringing systems into service. One focus aimed at strengthening the sales 
force is on expanding the company’s international presence. A further focus is on the ongoing enhancement 
of sales effectiveness, for example, through specialized training for employees. 
Product Development 
Development activities at Sartorius essentially focus on technology areas such as membranes, which are the 
core component of the filter products; various technology platforms, such as single-use containers for fluid 
management in biopharmaceutical processes and sensors; and control technologies for processes such as 
fermentation and cell cultivation. Additional focal areas comprise developments in materials and components 
that include plastics, elastomers, and intelligent polymers; expanded data analysis; and cell line development.  
The largest product development site is located in Göttingen, Germany, where a new product development 
building is scheduled to begin operations in the first quarter of 2023. Further important activities take place in 
France, India, the USA, and the UK, as well as in Sweden, Israel, Slovenia, and other locations in Germany. 
Production and Supply Chain Management 
Bioprocess Solutions has a very well developed global production network that was expanded at many sites in 
2022. The largest production facilities are located in Germany, France, and Puerto Rico. Beyond these loca-
tions, this division also manufactures in the UK., Switzerland, Tunisia, India, the United States, China, Israel, and 
in Slovenia. Recent acquisitions have added sites in France and the UK. 
The supply chain situation remained challenging in 2022, but has eased somewhat overall compared with 
2021. Delivery times for most products have normalized, and the availability of electronic components and 
some chemical raw materials also improved over the course of the year. The prices of many primary products 
used by Sartorius did increase, however, in some cases significantly.  
With regard to its energy supply, the company has taken extensive measures in Germany in order to become 
as independent as possible from the availability of gas, if necessary.  
Sartorius has expanded production capacity in all business regions, such as China, Tunisia, and Puerto Rico. 
Additional production employees were hired for this purpose.  
To meet the growing demand for consumables in China, the expansion of the clean room in Beijing was 
brought into operation in 2022. This significantly expanded the local production capacity for sterile disposable 
bags. In addition to bags, the company has recently started producing other types of filters in the expanded 
clean rooms. 
Following the opening of a significantly expanded application, validation, and service center for biopharma 
customers at the Shanghai site in 2021, the company opened new application centers in Yantai, China, and 
Bangalore, India, in the reporting year. These enable customers to test complex systems at a Sartorius site first 
before they are delivered to and set up at their plant facilities.

Sartorius
Group Management Report    Business Development of Lab Products & Services
46
 
 
 
 
Business Development of Lab Products & 
Services 
Sonderseite LPS

Sartorius
Group Management Report    Business Development of Lab Products & Services
47
 
 
 
 
Sales Revenue and Order Intake 
The Lab Products & Services Division recorded a very dynamic development against a high prior year base, 
growing by 11.5% in constant currencies to €848.2 million (reported: +17.4%). The major part of this growth was 
organic, and recent acquisitions contributed around 1 percentage points to the increase in sales. Business with 
bioanalytical instruments, which life science customers use to develop medications and cell lines, continued 
to develop particularly positively across all regions. In contrast, the decline in Covid-19-related business had a 
somewhat dampening effect on growth.   
 
Sales Revenue and Order Intake 
 
€ in millions 
2022
2021
in %
reported
in %
cc1
Sales revenue 
848.2
722.2
17.4
11.5
Order intake 
884.6
784.4
12.8
7.4
1 In constant currencies 
Following the strong development in the previous year, sales in the Americas region again grew significantly 
by 19.0% to €303.0 million in 2022, so that this region accounted for the largest share of the division’s sales for 
the first time at 36%. Sales in the EMEA region, which accounted for around 34% of the division’s sales,  
grew moderately by 2.5% to €290.1 million. The Asia | Pacific region, which contributed 30% to the Lab Prod-
ucts & Services Division's business, expanded by 15.5% to €255.1 million. (All growth rates for the regional de-
velopment are in constant currencies unless otherwise stated.) 
Order intake rose 7.4% in constant currencies to €884.6 million (reported: + 12.8%). 
 
2018
2019
2020
2021
2022
0
250
500
750
1,000
Sales Revenue 2018 to 2022
423.0
476.5
553.0
722.2
848.2
€ in millions
2018
2019
2020
2021
2022
0
250
500
750
1,000
Order Intake 2018 to 2022
428.8
481.9
598.2
784.4
884.6
€ in millions

Sartorius
Group Management Report    Business Development of Lab Products & Services
48
 
 
 
 
Sales by Region 
 
€ in millions 
2022
2021
in %
reported
in %
cc
EMEA 
290.1
280.5
3.4
2.5
Americas 
303.0
228.2
32.8
19.0
Asia | Pacific 
255.1
213.5
19.5
15.5
 
Earnings 
The underlying EBITDA of the Lab Products & Services Division increased by 17.6% to €222.0 million in the re-
porting year. The corresponding margin slightly increased to 26.2% (previous year: 26.1%). The above-average 
growth contribution of the bioanalytics business and economies of scale more than compensated for negative 
currency effects and planned higher costs. 
Underlying EBITDA and EBITDA Margin  
 
  
2022
2021
Underlying EBITDA in millions of € 
222.0
188.8
Underlying EBITDA margin in % 
26.2
26.1
 
The Lab Products & Services Division recorded extraordinary items of –€13.9 million in the reporting year rela-
tive to –€8.7 million a year ago. These were predominantly related to the most recent acquisitions as well as to 
expenses for various cross-divisional projects.

Sartorius
Group Management Report    Business Development of Lab Products & Services
49
 
 
 
 
Products and Sales 
The Lab Products & Services Division focuses with its products on research laboratories in the pharmaceutical 
and biopharmaceutical industries as well as on academic research institutes. 
In the area of bioanalytics, the division offers life science customers innovative systems for cell analysis. These 
greatly accelerate the otherwise time-intensive discovery of medical drug candidates by automating and dig-
italizing core steps in analysis. Sartorius expanded its bioanalytics portfolio by acquiring a majority stake in ALS 
Automated Lab Solutions on January 3, 2022. ALS develops, manufactures, and markets solutions for auto-
mated analysis, selection, and isolation of cells. With these solutions, the company enables life science cus-
tomers to significantly reduce time to result as well as cost in cell line development and antibody discovery. 
Furthermore, the division introduced a new version of its system for label-free, real-time analysis of biomolec-
ular interactions.  
Since the end of the year, Sartorius has been holding around 10% of the shares and 8.5% of the voting rights in 
the Swedish BICO Group, a provider of instruments and consumables for bioprinting, biosciences, and bioau-
tomation applications. In addition, the partners have agreed on a comprehensive technology, as well as sales 
and marketing cooperation. 
 
In addition, the product range of the Lab Products & Services Division includes a broad array of premium la-
boratory instruments for sample preparation, such as laboratory balances, pipettes, and lab water systems, as 
well as lab consumables, such as filters and microbiological test kits. This Sartorius portfolio is tailored to the 
biopharmaceutical industry and additionally focuses on research and quality control labs in the chemical and 
food industries. The division expanded its product array by launching new vacuum filtration systems and dos-
ing stations for lab water. 
 
 
 
 
 
 
 
 
The services offered by the Lab Products & Services Division cover the entire life cycle of laboratory instru-
ments, from device installation and commissioning to validation, calibration, verification, and regular mainte-
nance to repair. These services are not limited to Sartorius instruments alone; they are offered to a partial ex-
tent for devices from other manufacturers as well. This extensive range enables customers to minimize the 
number of service providers they use and to reduce complexity and costs. 
Beyond this, Sartorius application laboratories in all regions offer customers the opportunity to test Sartorius 
products, even using their own samples, and to take training courses. New laboratories were opened in China 
and India, among other places, during the reporting year.

Sartorius
Group Management Report    Business Development of Lab Products & Services
50
 
 
 
 
Sales Activities 
The division sells its products directly and through laboratory distributors, focusing on direct sales that are 
continuously being expanded along with the company’s alignment with the needs of life science customers. 
In aligning its activities, the division is increasing using digital channels.  
Aside from extending sales structures, the company also concentrates on the ongoing enhancement of sales 
efficiency, in part through the creation of synergies between the two divisions. This gives the Lab Products & 
Services Division access to customers of the Bioprocess Solutions Division, which in turn can also open up new 
sales opportunities. 
Product Development 
The division has extensive technological expertise in the areas of bioanalytics, laboratory instruments, and la-
boratory consumables. Software and hardware advancements in the company’s cell analysis products create 
many new evaluation opportunities for our customers. They are the foundation for the development of new 
tools capable of processing and visualizing vast quantities of data appropriately based on specific applications. 
Sartorius expects that such software solutions will become increasingly important. 
Compliance with regulatory requirements is critical for the company’s customers. Product development pri-
orities for Sartorius therefore include data management, connectivity, and process automation.  
Most of the research and development for the Lab Products & Services Division is conducted at Group head-
quarters in Göttingen, Germany, where a new product development building is scheduled to open in the first 
quarter of 2023. Sartorius also carries out R&D activities at its sites in Finland and the UK, as well as in the USA. 
Production and Supply Chain Management 
The Lab Products & Services Division operates plants in Germany, China, Finland, the UK, and the USA. These 
plants serve as centers of competence and tend to focus on one product group or a small set of product 
groups. In 2022, for example, laboratory balances were manufactured in Germany and China, pipettes in Fin-
land, and bioanalytical systems in the USA and China. Microbiological test kits are produced in the UK, and 
most membrane-based products in Germany.  
The overall supply chain situation has eased somewhat in 2022 compared with the previous year. The availa-
bility of electronic components continued to pose a challenge, but improved over the course of the year. The 
prices of many of Sartorius’ preliminary products did increase, however, in some cases significantly. In response 
to high demand, the company significantly ramped up the production of individual bioanalytical systems by 
making changes to the production process.

Sartorius
Group Management Report    Assessment of Economic Position
51
 
 
 
 
Assessment of Economic Position 
Following the company’s exceptionally high growth rates in 2020 and 2021, and in a geopolitically as well as 
macroeconomically challenging environment, Sartorius achieved double-digit growth rates again in the re-
porting year. This good development was predominantly based on organic growth in both divisions. The Bio-
process Solutions Division reported significant sales revenue growth in 2022, and at the same time, as ex-
pected, a noticable normalization of demand following two years influenced by strong special effects due to 
the pandemic. The Lab Products & Services Division once again grew dynamically in the reporting year, pri-
marily driven by the strong performance of the bioanalytical instruments business. Despite high inflation, profit 
margins remained at the high levels of the previous year, as cost increases incurred by the company and price 
increases at customers largely offset each other.  
Consolidated sales revenue in 2022 rose by 15.0% in constant currencies to €4,174.7 million. The Group’s earn-
ings margin, measured on the basis of underlying EBITDA, stood at 33.8%. This means that both the forecast 
for revenue growth specified in October 2022 (lower half of the range of around 15% – 19%) and the profitability 
target of approximately 34% communicated at the beginning of the year were achieved.  
The Bioprocess Solutions Division grew its sales revenue by 15.9% in constant currencies to €3,326.5 million 
and achieved an underlying EBITDA margin of 35.7%. Consequently, sales revenue growth was slightly below 
the range specified in October of the reporting year (lower half of the range of around 17% – 21%), mainly due 
to the stronger than expected decline in Covid-19-related business, which reduced growth by approximately 
2 percentage points on a full-year basis. The division’s earnings margin was in line with the forecast of approx-
imately 36% published in January 2022.  
With an increase in sales revenue of 11.5% in constant currencies to €848.2 million, the Lab Products & Services 
Division slightly exceeded the forecast for sales revenue growth specified in the publication of the nine-month 
2022 figures (upper half of the range of around 6% – 10%) and, with an earnings margin of 26.2%, also achieved 
the profitability target of approximately 26% set at the beginning of the year. 
At €220 million, the corona-related business was slightly below the forecast of €250 million that was adjusted 
at mid-year 2022.  At the beginning of 2022, the company had expected around €500 million. 
The ratio of net debt to underlying EBITDA stood at 1.7 as of December 31, 2022, in line with the forecast of 
approximately 1.6, which was revised in October 2022 following the completion of the acquisition of Al-
bumedix. 
In line with its ambitious growth targets through 2025, Sartorius continued to expand its production capacity 
in the reporting year. At 12.5%, the ratio of capital expenditures (CAPEX) to sales revenue remained high, but 
stood slightly below the forecast of approximately 14% published at the beginning of the year.

Sartorius
Group Management Report    Assessment of Economic Position
52
 
 
 
 
Projected | Actual Comparison for the Year 2022 
 
 
  
Actual
Guidance
Guidance
Actual
  
2021
January 2022
October 2022
2022
Sartorius Group 
 
 
 
 
Sales growth1 
49.3%
~15% - 19%
lower end ~15% - 19%
15.0%
Underlying EBITDA margin in % 
34.1%
~34%
~34%
33.8%
Net debt to underlying EBITDA 
1.5
~1.12
~1.62
1.7
CAPEX ratio 
11.8%
~14%
~14%
12.5%
  
 
 
 
 
Sartorius Divisions 
 
 
 
 
Bioprocess Solutions 
 
 
 
 
Sales growth1 
54.7%
~17% - 21%
lower end ~17% - 21%
15.9%
Underlying EBITDA margin in % 
36.2%
~36%
~36%
35.7%
Lab Products & Services 
 
 
 
 
Sales growth1 
32.0%
~6% - 10%
upper end ~6% - 10%
11.5%
Underlying EBITDA margin in % 
26.1%
~26%
~26%
26.2%
1 In constant currencies 
2 Possible acquisitions are not considered

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Group Management Report    Opportunity and Risk Report
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Opportunity and Risk Report  
Principles 
Every business activity entails opportunities and risks, which have to be managed. The skill with which this is 
done is a decisive success factor in determining the future development of a company's shareholder value.  
The point of risk management is not to always eliminate every risk possible; rather, Sartorius’s approach is to 
intentionally take a certain measure of risk in its business activities in order to be successful in unlocking op-
portunities. In this endeavor, it is important to keep risks contained within acceptable limits and to control 
them carefully. Through appropriate guidelines, the company ensures that risk assessments are taken into ac-
count in the decision-making processes from the very beginning. 
At Sartorius, identification and management of opportunities and risks is a cross-functional component of 
Group management. To this extent, the risk management organization reflects a global functional organization 
in the two divisions of Bioprocess Solutions and Lab Products & Services, and in the supporting functions as 
well. Individuals heading a functional area of the Group companies are each responsible for their own man-
agement of opportunities and risks. In addition, the Finance Department assumes responsibility for central risk 
management and is responsible for regular reporting and the further development of the risk management 
system as a whole.  
Managing Opportunities 
Opportunity management centers on the analysis of target markets and sector environments, as well as the 
assessment of trends, both of which give strong indications as to future business opportunities. One of the key 
roles of the relevant managers is to identify potential for development, which initially takes place at the local 
rather than the central level. Particularly the market-facing functions, such as strategic marketing and product 
management in each of the two divisions, play a leading role in this respect. These areas are supported by the 
central Business Development unit with market monitoring, data analysis, and the implementation of strategic 
projects.  
As a partner to the biopharmaceutical and laboratory industries, Sartorius operates in future-oriented and 
high-growth sectors. The significant opportunities generated by the various market and technology trends are 
described in detail in the sections entitled “Sector Conditions” and “Outlook for the Sectors”.  
The company´s own assessments rank Sartorius as one of the global market leaders in many subsegments and 
product areas. Based on its quality products, high degree of brand awareness, and established customer rela-
tionships, the company has excellent opportunities to stabilize and further expand its leading market position. 
The corresponding divisional strategies, as well as growth opportunities and initiatives based on them are out-
lined in the sections “Strategy of the Bioprocess Solutions Division” and “Strategy of the Lab Products & Ser-
vices Division”.

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Group Management Report    Opportunity and Risk Report
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Risk Management 
Organization 
Overall responsibility for an effective risk management system lies with the Executive Board. Coordinating and 
developing this system and combined risk reporting are the responsibilities of the Finance Department, while 
the particular functional areas are responsible for identifying and reporting individual risks, as well as for as-
sessing their potential impact and for taking the appropriate countermeasures. 
The Supervisory Board of Sartorius AG monitors the effectiveness of the risk management system, with the 
preparatory work being performed by the Audit Committee of this board. While carrying out their statutory 
audit mandate for the annual financial statements and consolidated financial statements, the independent 
auditors assess whether the early warning system in place is capable of prompt identification of risks that could 
jeopardize the future of the company. Finally, the Internal Audit Department regularly reviews the effective-
ness of the risk management system. The key results of these audits are discussed by the Executive Board, 
Supervisory Board, and Audit Committee. Any adjustments to the risk management system are then imple-
mented by the central risk management team.  
Insurance 
To the extent possible and financially reasonable, Sartorius has taken out insurance policies to cover a large 
number of risks. These insurance policies include coverage against product liability, property damage, busi-
ness interruption, transport, material and pecuniary damages and other risks, and provide comprehensive cov-
erage for legal costs. An independent department working in conjunction with an external insurance broker 
regularly reviews the nature and extent of the insurance protection and makes any adjustments as necessary. 
When choosing insurers, the company particularly considers the credit rating of these entities as potential 
contractual partners, and aims to achieve a high degree of diversity in order to mitigate the related risks. 
Risk Management System and Risk Reporting 
The risk management system of the Sartorius Group is documented in a Risk Management Handbook that 
applies throughout the entire Group and includes definitions of the framework, the structural organization, 
processes, risk reporting and monitoring, and controls of the effectiveness of the risk management system. 
This Handbook is based as a whole on the ISO 31000 "Risk management – Guidelines" standard and the 
COSO standard (COSO = Committee of Sponsoring Organizations of the Treadway Commission). There are 
also a number of other sources that contain stipulations for handling risks, including the Articles of Association 
and rules of procedure of the Group companies and other guidelines. The Group’s strong growth over the past 
few years as well as increasing regulatory and customer requirements necessitate the ongoing refinement of 
these guidelines and specifications.  
The prescribed reporting process in the risk categories subsequently described establishes the rules for the 
ongoing review of reporting of information regarding risk situations. If any specific risks are discernible, these 
are documented with respect to their assessment, probability of occurrence, and measures to be taken to 
eliminate such risks or to mitigate their impact. In addition, as soon as these risks reach defined size criteria, 
they are reported to the central risk management system. As a matter of policy, assessment of risks is governed 
by the remaining net risk, i.e., taking any risk-mitigating measures into account. The central risk management

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Group Management Report    Opportunity and Risk Report
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system aggregates the risk reports and provides regular reports to the Executive Board and the Supervisory 
Board on the risk situation of the Group. This reporting also includes a comparison of the risk portfolio with the 
Group’s risk-bearing capacity as determined on the basis of rolling liquidity planning. An urgent reporting pro-
cedure is in place to ensure that the Executive Board of Sartorius AG receives all of the necessary details with-
out delay when a new or emerging significant risk to the Group’s net worth, financial position, and/or profita-
bility is identified. 
In order to provide a logical structure, Sartorius has defined four main risk categories: external risks, operating 
risks, financial risks, and compliance risks. Each main category is divided into several subcategories that are 
described in the following sections. 
Moreover, a risk matrix has been created that categorizes the probability of occurrence and potential impact 
on net profit into specific classes as follows: 
Probability of Occurrence 
Remote 
< 10%
Possible 
10% –50%
Probable 
50% –75%
Very likely 
> 75%
 
Significance 
in millions of € 
Impact on Earnings
Insignificant 
< 10
Moderate 
10 – 50
Significant 
50 – 100
Critical 
> 100
 
These two elements are combined to form the following matrix that indicates the importance of the individual 
risks for the Group: 
> 75% 
Low
Medium
High
High
50% – 75% 
Low
Medium
Medium
High
10% – 50% 
Low
Medium
Medium
Medium
< 10% 
Low
Low
Medium
Medium
Probability of occurrence | Impact 
< €10 million
€10 – €50 million 
€50 – €100 million
> €100 million
 
External Risks 
General Risks 
In principle, the ability to foresee and mitigate direct or indirect effects of general existential risks, such as nat-
ural disasters, pandemics, armed conflicts, or force majeure, and the resulting damage to economically rele-
vant or even critical infrastructure, is limited. Yet Sartorius proactively takes measures, whenever feasible, to 
ensure that the Group can respond appropriately and at short notice is insured against any damage entailed 
in such risks.

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Group Management Report    Opportunity and Risk Report
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The effects of the coronavirus pandemic also had a significant impact on Sartorius’ business performance. 
Overall, as one of the leading bioprocess technology providers, the Group was able to help manage the pan-
demic by supplying products used in the manufacture of coronavirus vaccines and testing methods. Revenue 
generated in this context, however, fell significantly short of the previous year’s level. At the same time, the 
temporary lockdown in China had a slightly adverse effect on the Group’s business. Pandemic-related travel 
and contact restrictions were largely phased out in the reporting year and therefore had less of an impact than 
in previous years. Sartorius currently assumes that the additional business in connection with the coronavirus 
pandemic will no longer have a significant impact on the Group’s business performance in the future. The sup-
ply chain situation remained challenging in 2022, but has eased somewhat overall compared with the previous 
year.  
The war in Ukraine, which has been ongoing since February 2022, had no significant direct impact on the 
Group as a whole in 2022. The countries affected accounted for just over 2% of consolidated revenues in 
2021. Since the beginning of the war, Sartorius has discontinued all business activities in Russia that are not 
related to humanitarian medical products. These activities are carried out in compliance with the applicable 
sanctions and in line with the practices of other companies in the pharmaceutical and health sectors. In 
2022, however, revenues fell significantly short of the previous year’s level, and a further decline is expected 
in 2023. 
 
From the perspective of the Group as a whole, Sartorius does not hold any significant non-current assets in 
Russia, Belarus, or Ukraine. The risk of default in connection with accounts receivable in Russia is limited due 
to an insignificant amount of receivables as of the reporting date, intensive receivables management, and 
changes in payment terms (e.g., delivery of products only after receiving payment in advance). 
 
While the direct effects of the war on the Sartorius Group’s financial situation were limited overall, there were 
noticeable indirect effects. For example, although the Group does not do business with any major suppliers 
in the countries concerned, it saw an increase in logistics and energy costs as well as a rise in procurement 
costs for primary products and raw materials. In addition, some countries, particularly Germany, are highly 
dependent on natural gas from Russia, which means that there is a risk of massive repercussions, including 
production stoppages, at the Group’s own sites and those of key suppliers in the event of a gas shortage. 
 
The Group has been implementing a wide range of measures to mitigate these risks since the beginning of 
the crisis. Extensive price increases were introduced to compensate for the rise in procurement costs. The 
Group's German sites have largely succeeded in making themselves independent of Russian gas supplies, 
e.g., by creating the technical conditions necessary in order to switch to oil. Safety stocks from suppliers with 
energy-intensive production processes were increased significantly.  
 
Overall, the direct and indirect effects of the war in Ukraine are not currently having a material impact on the 
Group’s business performance. As the war is ongoing and it is impossible to reliably assess the further devel-
opment of the conflict as well as its indirect effects, this situation is subject to a relatively high degree of un-
certainty.  
 
The Group’s largest sites in Germany and France do not face any major risks from natural catastrophes, while 
the production plants in Puerto Rico and in Fremont, California, are exposed to the risks of severe hurricanes 
or earthquakes and could be impacted accordingly. To mitigate the associated risks, Sartorius applies the high-
est possible safety standards when constructing buildings and explicitly takes potential risk scenarios into ac-
count when defining strategies with regard to warehousing and the international production network.  
In 2022, Hurricane Fiona caused significant damage in the Caribbean and Canada. Sartorius had to temporar-
ily halt production at its site in Yauco, Puerto Rico, but there was no lasting impact on the Group’s ability to 
supply its customers, and production was fully resumed within a few days.

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Group Management Report    Opportunity and Risk Report
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Furthermore, political developments such as changes in the foreign trade policy of various countries can have 
an impact on the Group’s business. 
Since the Group companies operate globally and have international interdependencies, punitive tariffs and 
trade conflicts can have negative effects on the Group’s business activities. To reduce any possible impacts, 
various measures are currently being reviewed, such as an extension of our supplier network.  
Overall, the relevance of geopolitical risks to the Group’s business activities has increased significantly in re-
cent years. The Group monitors developments in this regard and, where possible, initiates risk mitigation 
measures at an early stage. 
Business Cycle Risks 
Owing to the concentration of its business activities in the life science sector, the effect of general economic 
developments on Sartorius is lower than average. The Lab Products & Services Division is susceptible to busi-
ness cycles in certain areas that can pose a risk to its growth. This division’s increasing focus on the biopharma 
sector, however, significantly reduces these risks. 
Operating Risks and Opportunities 
At Sartorius, value creation extends from procurement through production to distribution. Problems within 
this workflow can have consequential effects, including delays in deliveries. The Group’s supply chain manage-
ment system ensures that all of the processes along the entire value chain are analyzed and managed in order 
to largely minimize the risks in this context. On the other hand, the Group’s high level of internationalization 
unlocks a number of opportunities. The individual risks and opportunities within the value chain are presented 
in detail below. 
Procurement Risks and Opportunities 
Sartorius purchases a wide range of raw materials, components, parts, and services from suppliers and is con-
sequently exposed to the risks of unexpected delivery bottlenecks and/or price increases.  
In the field of supplier management, powerful tools and robust processes have been implemented in recent 
years to manage risks and ensure supply continuity. Important measures to reduce potential supply bottle-
necks include maintaining safety stock levels and identifying alternative materials or suppliers. In addition, the 
Group regularly conducts supplier audits and carefully monitors the delivery status and inventory levels of crit-
ical raw materials.  
Sartorius actively manages procurement risks due to the current shortage of raw materials on the market. By 
concluding binding purchase agreements with suppliers and/or by seeking alternatives within the supplier 
network, Sartorius can reduce their impact and secure continuous supply. 
Due to the strained market for electronic components, there is currently an increased risk of product 
counterfeiting in this area. To keep this risk as low as possible, the Group has implemented additional 
internal and external test cycles.

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In addition, Sartorius identifies and evaluates its supplier base with respect to compliance with sustaina-
bility standards. In the event of deviations, the process provides for a variety of measures that are coordi-
nated with the suppliers in question. 
Opportunities in the field of procurement may arise if order volumes increase, thereby strengthening the 
Group’s position with key suppliers.  
Production Risks and Opportunities 
On the basis of its core technological expertise, Sartorius manufactures a significant share of its products in-
house with a high degree of vertical integration, for example, filters and laboratory balances. For other prod-
ucts, such as reusable fermenters, the Group works with suppliers, which means that some of the production 
risks can be shifted to external third parties. Where Sartorius manufactures products itself, the Group also 
bears the associated risks of capacity bottlenecks or overcapacity, production downtimes, excessive reject 
rates, and high levels of tied-up working capital, as well as dependency on individual manufacturing sites.  
Carefully planning of production capacities, using versatile machines, and semi-automated individual work-
stations in conjunction with flextime work schedules, and continuously monitoring of production processes, 
can significantly limit these risks. Moreover, Sartorius’ global manufacturing network enables the Group to 
compensate for any capacity bottlenecks by shifting production to other regional plants as well as  to limit the 
Group’s dependency on individual local manufacturing sites. Furthermore, the Group has taken out business 
interruption insurance policies to compensate for any possible losses due to production downtimes. 
Highly flammable or explosive substances are used in some production areas. The improper handling of such 
materials can result in significant damage to property and business interruptions. The Group has taken all nec-
essary organizational and structural measures at the affected locations to mitigate this risk as much as possible. 
Sartorius considers it an opportunity that investments in infrastructure and production resources have af-
forded the Group a high degree of flexibility in manufacturing operations and that the Group is capable of 
meeting customer requirements and regulatory standards with respect to business continuity concepts. In 
addition, this approach ensures that international production sites can concentrate on specific manufacturing 
technologies, leveraging regional cost advantages as a result. Continuous improvements in manufacturing, 
such as the simplification of processes, as well as increased automation and digitalization, also help to further 
increase efficiency. 
Sales and Distribution Risks and Opportunities 
The Group uses a variety of channels to sell and distribute products around the world. Possible risks include 
unexpected changes in the demand structure, for example, due to consolidations in the markets served by 
Sartorius, increasing price pressure, or failure to comply with supply agreements entered into with customers. 
Sartorius uses targeted market analyses to try to identify trends in demand in individual submarkets at an early 
stage so that it can react accordingly. Technical innovations and the fact that a large number of our products 
are used in validated production processes in the biopharmaceutical industry reduce the Group’s exposure to 
the risk of growing price pressure. Distribution logistics have been optimized in recent years through the es-
tablishment and use of central warehouses, thus limiting the corresponding risks. 
Opportunities arise in the area of sales and distribution when the increasing breadth of the product range – 
in both the bioprocess and lab segments – puts the Group in a position to sell new products to existing cus-
tomers. Furthermore, opportunities arise for Sartorius from its generally long-term business relationships and

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Group Management Report    Opportunity and Risk Report
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its global presence. Finally, through acquisitions in cell analysis, Sartorius offers customers in the biopharma-
ceutical industry, a key sector for the Group, comprehensive product solutions to address needs ranging 
from research laboratories all the way to production processes. 
 
Sartorius sources its key customers from the pharmaceutical, chemical, and food industries and from research 
and educational institutions in the public sector. These customers are usually relatively large organizations that 
have been in existence for some time and have strong credit ratings. Most of the Group’s business areas have 
a highly diversified customer base, so the Group as a whole is not dependent on individual key accounts to any 
significant degree. 
Competitive Risks and Opportunities 
Sartorius has a leading competitive position in its core technologies and competes with mainly larger rivals 
sharing its status as a globally operating company. As the Groups serves a large number of customers from 
highly regulated sectors, such as the pharmaceutical and food industries, and the technology barriers to mar-
ket entry are fairly high, Sartorius regards the probability of new competitors emerging the short term as rela-
tively low. 
The fact that many of the Group’s products are used in validated processes, especially those in the biophar-
maceutical industry, reduces the risk of losing significant market share within a short time frame. Conversely, 
the hurdles faced by Sartorius in winning clients from competitors in this industry are also higher. 
Further risks could arise from a change in the competitive environment, such as further consolidation in the 
markets or new competitors, for example in China. Sartorius has been continuously making acquisitions in re-
cent years, thus further strengthening its market position and opening up new potential synergies. 
Quality Risks and Opportunities 
Customers use Sartorius products in a wide range of critical production processes, including the manufacture 
of medications, foods, and chemicals, and in research and development laboratories. Risks in this context pri-
marily involve the failure to meet defined quality criteria, affecting the performance of the supplied products 
and, in the worst case, lead to losses on the part of customers, for which Sartorius may be held liable in the form 
of damages. 
Through extensive quality controls and the use of modern manufacturing techniques in a classified clean room 
environment, Sartorius ensures that all of its products meet the highest standards of quality and the stringent 
regulatory requirements. Furthermore, these manufacturing methods and processes are subject to constant 
review as part of continuous improvement processes and are optimized as requirements evolve. Quality con-
trols are carried out both within the manufacturing processes and as part of test procedures on the end prod-
ucts. This ensures that critical or essential product specifications are continuously achieved. A rigorous prod-
uct release process also ensures that only products that meet agreed upon specifications are actually shipped.  
The effectiveness of the existing quality systems has been confirmed by the successful completion of regular 
customer audits, as well as by certifications to ISO 9001 and, where applicable, to ISO 13485. Irrespective 
thereof, product liability risks are insured to a significant extent.  
In addition, Sartorius has established a traceability system that enables the Group to efficiently identify and, if 
required, recall an entire production batch immediately. This minimizes the consequences if a defect or non-
conforming component is discovered in a product. A complaint management system is used to process and

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Group Management Report    Opportunity and Risk Report
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systematically document customer feedback in a timely manner, ensuring that Sartorius efficiently analyzes 
reported cases and initiates the necessary measures. 
In the sectors in which the Group is active, quality requirements are growing more and more stringent all the 
time, not least as a result of increasing requirements regarding protection of medical patients and on product 
safety by regulatory authorities. There is a risk that new regulations may be overlooked or be difficult to imple-
ment. For Sartorius, this also unlocks opportunities by putting up further barriers to entry for potential market 
players. The reason is that challenging quality demands represent a considerable barrier to entry for potential 
new competitors and provide stimulus for further technical innovation. Moreover, through the Group’s work 
on professional committees and membership in industry associations and standards committees, Sartorius 
actively takes part in drafting new standards and guidelines and is able to identify these emerging require-
ments at an early stage and prepare accordingly. 
Research and Development Risks and Opportunities 
Sartorius devotes a considerable share of its resources to research and development. Potential risks in this area 
may arise from development results that diverge from market needs or application requirements and from 
exceeding planned development deadlines and budgets. The Group mitigates these risks by continuously 
monitoring trends and proof-of-concept activities on the one hand, and through project management, inten-
sive development controlling, and the early involvement of customers in the development process on the 
other. In particular, Sartorius ensures that proofs-of-concepts and product designs are always reviewed 
promptly with regard to how well they meet customers’ needs so products can be adapted accordingly as re-
quired. Continuously tracking technology trends and competitive activities, as well as filing patents at an early 
stages ensures that the Group has an appropriate technology and marketing position. 
Intensive collaboration with partners who are among the global market and opinion leaders in their fields ena-
bles Sartorius to develop particularly innovative products. In areas such as membrane technology and plastics 
technology, sensors and biopharmaceutical process engineering, and analytic technologies for laboratory ap-
plications, the expertise of Sartorius specialists puts the Group at the very forefront of global research and 
development worldwide, presenting Sartorius with an opportunity to turn this technical knowledge into po-
tential sales and an even stronger market position. The combination of different innovative activities in a sep-
arate Corporate Research Department enables the Group to identify promising developments at universities, 
startups and at customers’ plants and ensure that all relevant IP positions are secured in advance. 
Acquisition Risks and Opportunities 
By nature, acquisitions provide many opportunities, such as sales growth, extension of the product portfolio, 
and development of new markets. By contrast, the purchase and sale of companies or parts of companies en-
tail a number of typical risks, such as incorrect valuation assumptions or insufficient usage of anticipated syn-
ergy effects.  
The Group takes a number of measures to mitigate these risks. These include performing a thorough due dili-
gence review of important areas and carrying out comprehensive analysis of the market concerned. Further-
more, external consultants and experts are integrated into the purchase or sales processes as required. Sarto-
rius especially focuses on drafting transaction contracts so that they adequately counter such risks, especially 
by incorporating clauses assuring specific characteristics or by including contractual warranty or guarantee 
provisions, as well as agreements regarding mechanisms for adjustment of the purchase price or liability 
clauses. Appropriate insurance policies are taken out when necessary. Immediately after an acquisition has 
taken place, an integration phase is initiated in which any potential risks can likewise be detected as early as

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Group Management Report    Opportunity and Risk Report
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possible and prevented or minimized by taking the appropriate counteractions. A Post Merger Integration 
(PMI) Office was established as an independent function in the Business Process Management Department 
to ensure the efficiency of the integration process and minimization of the associated risks. 
Personnel Risks and Opportunities 
As an innovative technology group, Sartorius employs a large percentage of highly qualified people. This en-
tails the risk that Sartorius may not be able to hire a sufficient number of highly qualified employees in the 
future or may lose high performers currently working for the company. The strong growth of the Group and 
the associated expansion of its workforce also  pose sizable challenges in connection with the integration and 
familiarization of new employees with the company, and thus also harbor risks. 
Sartorius strives to retain employees in key positions and talented individuals over the long term by offering 
performance-based compensation models, targeted training opportunities, attractive fringe benefits, and by 
highlighting interesting development prospects. In this context, the Group particularly continued to enhance 
staff development initiatives and management programs. The success of these measures is reflected in the 
low attrition rates seen in recent years. In certain cases, employment contracts contain a clause prohibiting any 
move to a direct competitor. 
Sartorius is countering demographic change primarily by training junior employees and promoting continuous 
learning for every employee, accompanied by appropriate performance development processes. This, in turn, 
creates opportunities for the Group, as training its own employees ensures that Sartorius can meet its own 
demand for qualified personnel. 
In order to smoothly onboard new employees and ensure an appropriate transfer of knowledge, the Group has 
developed and implemented specific onboarding processes for employees and managers. In addition, Sarto-
rius uses a digital HR platform that supports secure and stable processes and enables decisions to be made 
on the basis of high-quality data. 
IT Risks and Opportunities 
The Sartorius Group’s business processes are supported by a wide array of specific software applications and 
IT systems. A failure or significant impairment of the business-critical IT systems and the supporting technical 
infrastructure due to cyberattacks or other threats, could significantly hamper the smooth functioning of the 
company’s business processes and lead to manipulation,  uncontrolled loss, or outflow of data. 
Sartorius mitigates these risks by continuously investing in the implementation and operation of secure IT sys-
tems and applications and by continually developing and applying concepts and security measures on the 
basis of the international ISO 27001 Standard for Information Security Management Systems, among others. 
In addition, the Group incorporates the results of regular audits and vulnerability assessments by external 
companies specializing in IT security.  
Safeguarding data, systems, and applications from misuse and other threats is managed via the uniform risk 
management system at Group level and implemented via the governance structure and IT risk management 
through appropriate IT security policies and effective communication and practices. Fundamental principles 
such as secure configuration, user training and security awareness, network security, malware prevention, priv-
ilege management, and incident response are fundamental to the security organization and procedures.

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The Group continues to expect the threat of cyberattacks to increase worldwide, both in number and intensity. 
For this reason, the corresponding measures and activities were further expanded in the past fiscal year. Sar-
torius has strengthened the Group-wide IT security organization in terms of personnel and expertise, estab-
lished a round-the-clock security control and defense team, and set up further systems and services to moni-
tor, detect, and defend against cyberattacks.  
The IT Department actively provides targeted information across the Group on potential cyberthreats and 
risks, and engages employees by giving them simple but effective ways to defend themselves in a decentral-
ized manner and report suspicious incidents for review. 
Financial Risks and Opportunities 
The global nature of the Sartorius Group’s operations entails that its business activities are inevitably exposed 
to financial risks. The most significant of these are exchange rate risks, interest rate risks, liquidity risks, and tax 
risks. Conversely, financial risks, most notably exchange rate risks and interest rate risks, are balanced by op-
portunities of approximately equal magnitude. 
Exchange Rate Risks and Opportunities 
As a consequence of its global business activities, Sartorius is exposed to risks arising from fluctuations in for-
eign exchange rates. Since around two-thirds of the Group’s consolidated sales revenue is generated in for-
eign currencies and, in turn, approximately two-thirds of this total revenue in foreign currencies is in U.S. dollars 
or in currencies pegged to the U.S. dollar, Sartorius is positively or negatively impacted by currency effects 
when converting the currencies of balance sheet items and profit or loss items, respectively. Other currencies 
relevant to the Sartorius Group are the British pound, the Singapore dollar, the South Korean won, the Japa-
nese yen, the Chinese renminbi, and the Swiss franc. 
The Group’s global production network enables Sartorius to offset the majority of sales revenues generated in 
foreign currencies within the Group against costs likewise incurred in foreign currency. For example, Sartorius 
manufactures many products for the North American market locally, and is not disadvantaged on the cost side 
in competing with U.S. rivals, insofar as this risk is concerned.  
Sartorius continuously calculates its risk exposure with a cash flow at-risk model in order to evaluate and steer 
the remaining risk based on the expected net exposure for the next 12 months and to take into consideration 
hedging transactions already executed. This is the basis used to decide whether to employ additional deriva-
tive financial instruments, especially spot, forward, and swap transactions, to adjust for maximum loss.  
Interest Rate Risks and Opportunities  
Sartorius has concluded fixed interest agreements for more than 70% of its loans outstanding so that any 
changes in the interest rate will not have any meaningful effects on consolidated earnings. The remaining por-
tion of the financing instruments outstanding as of the reporting date is subject to variable interest rates on 
the basis of a short-term money market rate. Sartorius constantly monitors interest rate trends and the Group’s 
interest rate exposure and arranges for hedging transactions where it is considered necessary and financially 
advisable to do so for individual loans. The Group did not hold any interest rate derivatives as of December 31, 
2022.

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Liquidity Risks and Opportunities 
Sartorius operates an active central liquidity management system in order to minimize the liquidity risks in the 
individual Group companies on the one hand and to optimize the Group’s net interest income on the other. A 
variety of long-term and short-term financing instruments are used for this purpose. With regard to the ma-
turities of loans, Sartorius generally adopts a risk-averse approach.  
A syndicated credit line of 800 million euros, which can be drawn down and repaid at short notice , and several 
smaller bilateral credit lines at individual Group companies are used to secure short-term liquidity. Further-
more, cash pooling agreements between selected Group companies are primarily used to manage liquidity 
across the Group, ensuring that available liquidity is used efficiently.  
Tax Risks 
Sartorius and its subsidiaries do business across the globe and are therefore subject to the tax laws and re-
gimes of various countries. Changes in tax laws, rulings by the courts, and interpretation of the law by the fiscal 
authorities or courts in these countries can result in additional tax expenses and payments and thus also affect 
the corresponding tax items in the statements of financial position and profit or loss.  
The central Group Tax Department, which is supported by external consultants in the respective countries, 
continuously monitors and analyzes the tax environment in order to manage the resulting risks.  
Compliance Risks 
Regulatory Risks  
As a partner to the biopharmaceutical and healthcare industries, Sartorius is also affected by regulatory 
changes in these sectors. The primary risk in this context is the possibility of regulatory authorities, such as the 
U.S. Food & Drug Administration (FDA), the European Medicines Agency (EMA), or other national or interna-
tional bodies, taking a more restrictive approach to the approval of new drugs or medical devices of our cus-
tomers. In addition, adherence to the regulations of other relevant authorities like the Environmental Protec-
tion Agency or the Department of Agriculture in the USA is important to contain local or global regulatory risks.  
 Failure on the part of Sartorius’ customers to adequately comply with the regulations in force at any given time 
could delay approval processes or even reduce the number of newly approved drugs and thus also worsen the 
Group’s future prospects in the medium term. With regard to its own products, the Group is also subject to 
extensive approval, registration, and reporting obligations in numerous countries. Failure to comply with the 
often complex requirements could result in sales or import bans as well as penalties. The functions responsible 
for regulatory affairs at Sartorius monitor the affected markets and assess whether the Group needs to make 
any changes to its processes.

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Group Management Report    Opportunity and Risk Report
64
 
 
 
 
Environmental Risks 
Sartorius purchases a wide range of raw materials: consumables, and supplies, for example, plastic, metal, and 
electronic components, as well as packaging. In addition, some production processes generate waste due to 
the use of solvents, which is subject to special recycling and disposal regulations. In this context, there is a risk 
that the Group will fail to comply with the applicable legal requirements. 
The Environmental Protection, Health, and Safety Department is responsible for ensuring that the Group 
complies with all applicable regulations. In order to manage environmental issues and mitigate risks, Sartorius 
has established environmental management systems (according to ISO 14001:2015 for both divisions. In addi-
tion, most of the Group’s large production sites have been certified according to ISO 14001:2015, including 
the sites in France, India, Puerto Rico, and China. Appropriate functions exist at these locations to ensure com-
pliance with legal and internal requirements and the ongoing implementation of sustainable technical inno-
vations to improve environmental aspects in production processes.  
Environmental and sustainability aspects are playing an increasingly important role in many business pro-
cesses at Sartorius. The aspect of environmentally sustainable business activities has thus become a central 
element of how suppliers are selected.  
For more information on these topics, please see the non-financial Group statement.  
Litigation Risks 
Litigation risks for Sartorius can arise from pending or forthcoming legal disputes or from administrative pro-
ceedings. All judicial or extrajudicial disputes are attended to by the company’s own attorneys and legal ex-
perts, who engage external lawyers as needed. 
At present, there are no pending or discernible legal disputes or proceedings that lack any cost coverage al-
lowances in the statement of financial position or that could have a substantial negative impact on the Group.  
Assessment of the Overall Risk Situation and Risk Outlook  
Where feasible, the Group adopted countermeasures and/or made risk provisions in the balance sheet during 
the reporting year to cover all discernible risks within the Sartorius Group, and specifically those risks that had 
a defined probability of occurrence, and the potential to materially affect the Group’s net assets, financial po-
sition, and/or results of operations. 
For the purposes of this report, Sartorius has assessed the probability of occurrence of risks as shown below 
and, in the adjacent columns, classified their particular significance for the entire Group. There were no mate-
rial changes in comparison with the prior year.

Sartorius
Group Management Report    Opportunity and Risk Report
65
 
 
 
 
 
Risk Category 
Probability of Occur-
rence
Significance
Total Impact
Total Impact
(Previous Year)
External risks 
General risks 
Probable
Moderate
Medium
Medium
Business cycle risks 
Possible
Moderate
Medium
Medium
Operating risks 
Procurement risks 
Possible
Significant
Medium
Medium
Production risks 
Possible
Significant
Medium
Medium
Sales and distribution 
risks 
Possible
Moderate
Medium
Medium
Competitive risks 
Possible
Moderate
Medium
Low
Quality risks 
Remote
Significant
Medium
Medium
Research and devel-
opment risks 
Possible
Significant
Medium
Medium
Acquisition risks 
Possible
Significant
Medium
Medium
Personnel risks 
Possible
Significant
Medium
Medium
IT risks 
Possible
Significant
Medium
Medium
Financial risks 
Exchange rate risks 
Probable
Moderate
Medium
Medium
Interest rate risks 
Probable
Moderate
Medium
Low
Liquidity risks 
Remote
Moderate
Low
Low
Tax risks 
Possible
Moderate
Medium
Medium
Compliance risks 
Regulatory risks 
Possible
Significant
Medium
Medium
Environmental risks 
Remote
Moderate
Low
Low
Litigation risks 
Possible
Moderate
Medium
Medium
 
Following a detailed analysis of the overall risk situation, there are no risks discernible from today’s perspective 
that could jeopardize the Group’s continued existence as a going concern.  
Furthermore, from today’s perspective, there are no foreseeable risks that could jeopardize the Group’s con-
tinued existence as a going concern in the future.

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Group Management Report    Forecast Report
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Forecast Report 
Future Macroeconomic Environment 
According to a forecast by the International Monetary Fund (IMF), the global economy is expected to con-
tinue growing in the current year, albeit at a slower pace. Global GDP is expected to grow globally by 2.7% in 
2023 (2022: +3.2%), with an increase of 1.1% expected for industrialized countries (2022: +2.4%) and 3.7% for 
emerging and developing countries (2022: +3.7%). The economic environment continues to be characterized 
by numerous risk factors that are negatively impacting consumer and business sentiment. Inflation rates and 
the cost of living remain high and are weighing on consumer spending, while rising interest rates and a gloom-
ier economic outlook are dampening corporate investments. At the same time, rising debt levels mean that 
national governments have fewer funds available for fiscal policy support measures, so that the risks of a global 
recession or stagflation have increased overall.  
The IMF expects growth of 0.7% for the EU in 2023, compared with 3.2% in 2022. In Germany, Europe’s largest 
economy, economic output is expected to contract by 0.3% (2022: +1.5%), while other European economies 
that are important for Sartorius, such as France and the United Kingdom, are likely to remain virtually stagnant, 
with growth rates of +0.7% (2022: +2.5%) and +0.3% (2022: +3.6%), respectively. 
Source: International Monetary Fund 
According to the latest estimates, the United States is expected to grow by 1.0% in 2023, compared with 1.6% 
in the previous year.  
The Asia | Pacific economic region is forecast to grow by around 4.3% (2022: +4.0%), with GDP in China ex-
pected to increase by 4.4% (2022: +3.2%) and in India by 6.1% (2022: +6.8%). Other countries in this region that 
are important for Sartorius are also expected to grow. South Korea is expected to grow by 2.0% (2022: +2.6%) 
and Japan by 1.6% (2021: +1.7%). 
Global Development GDP
in %
2019
2020
2021
2022
2023
-6.0
-3.0
0
3.0
6.0
2.8
-3.1
6.0
3.2
2.7
Global
EU
USA
Asia|Pacific
-6.0
-3.0
0
3.0
6.0
2023
2022
in %
Gross Domestic Product by Region
2.7
0.7
1.0
4.3
3.2
3.2
1.6
4.0

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Group Management Report    Forecast Report
67
 
 
 
 
Exchange and Interest Rate Trends 
Based on experts’ estimates, base interest rates in the European Economic and Monetary Union are expected 
to increase from 2.50% at the end of 2022 to up to 3.00% in 2023. The U.S. Federal Reserve is also expected 
to initially raise the base rate further before making rate cuts in the second half of the year, to an estimated 
4.65% by the end of 2023. 
Inflation expectations for the euro area in 2023 are 6.2%, whereas the U.S. inflation rate is expected to be 3.2%. 
The market consensus on the exchange rate of the euro to the U.S. dollar for the course of 2023 is that it will 
range between 0.95 euros to the U.S. dollar and 1.10 euros to the U.S. dollar. 
Sources: International Monetary Fund, World Economic Outlook, October 2022; Bloomberg, UBS, November 2022. 
Outlook for the Sectors 
Biopharmaceutical Industry Maintains Dynamic Growth 
Strong, long-term trends drive growth in the pharmaceutical industry, which is almost entirely independent of 
business cycles. EvaluatePharma estimates that the global pharmaceutical market will grow by around 6% an-
nually for the period up to 2028. Within the pharmaceutical market, the biopharma segment has been enjoy-
ing particularly strong performance for years and will continue to outperform the market according to various 
forecasts. Average annual growth is expected to range between 8% and 11% in the coming years. The market 
is expected to have a total value of around €575 billion in 2028, which means that the share of biological med-
ications and vaccines as a percentage of total revenue in the global pharmaceutical market could rise from the 
current 37% to 41%. 
From a regional perspective, China is still expected to be the most dynamic market. Positive regulatory and 
political conditions, a constantly rising number of local biotech companies, and increasing demand for ad-
vanced biopharmaceuticals have been fueling above-average growth for several years now. This trend could 
continue as a result of the huge amount of catch-up potential in the market and the improved availability of 
biotech medications. 
Considerable growth in the United States and Europe is also anticipated, driven in particular by a growing need 
for medications for aging societies as well as the rising number of patients. In addition, the number of approved 
biopharmaceutical medications is steadily increasing. Of the estimated 10,000+ medications in R&D pipelines, 
over 40% are based on biological manufacturing processes. For example, biopharmaceuticals are increasingly 
being used in yet-to-be fully explored therapeutic areas and in the treatment of rare diseases that have so far 
been incurable. The pharma industry is increasingly concentrating on advanced therapies such as cell and 
gene therapeutics or biotechnologically processed tissue products. In 2022, more than 2,000 clinical trials 
with such treatment approaches were conducted, meaning that this area offers significant growth potential 
over the medium-to-long term. Innovative types of therapy for regenerative medicine and new substance 
classes, such as antibody-drug conjugates (ADCs) or mRNA-based drugs, are increasing the number and 
range of approved biopharmaceuticals in the long term and necessitating investments in innovative produc-
tion technologies. As a result, they are key growth drivers.

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Group Management Report    Forecast Report
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Biosimilars, i.e., generic versions of reference biologics with comparable or better efficacy or fewer side effects 
than the original compounds, are also playing an increasingly important role in the growth of the biotechnol-
ogy market. Current estimates indicate that by 2026, the market could grow by an annual average of 20% to 
30% and reach a total value of approximately €42 billion. The significantly lower prices of biosimilars, particu-
larly in emerging and developing countries, are creating new, affordable therapy options and are projected to 
result in increased demand and rising production volume. The development of national production capacities 
to meet the growing demand for medications is receiving political support in these countries and is fueling the 
establishment of local biotech companies. The biosimilars market in industrialized countries is also likely to 
expand considerably in the coming years due to the expiration of patents for high-selling biopharmaceuticals 
and an increasing number of approved biosimilars. While such generic medications have been widely used in 
Europe for many years and have been able to gain significant market share in some areas, progress in the USA 
has been rather slow until now due to regulatory, patent-law-related, and marketing hurdles. In the next few 
years, however, the development of increasing usage of biosimilars is likely to accelerate.  
Biopharmaceuticals Are Gaining Importance – Growing Share of Sales in the Global Pharmaceutical Market 
 
 
 
 
 
 
 
 
 
The biopharmaceutical industry must meet growing demand for medications while producing an increasing 
number of approved medications and ensuring new types of therapy. Therefore, industry observers expect 
that worldwide bioreactor capacities will continue to expand in the years to come. At the same time, the indus-
try faces rising cost pressure. This increases the significance of innovations for boosting flexibility and effi-
ciency in biopharmaceutical research and production. In the future, the biopharmaceutical market will shift 
away from a low number of especially high-selling medications that account for a majority of total production 
volume towards an expanding range of products for smaller groups of patients. Technological progress leads 
to ongoing improvements in the productivity of biopharmaceutical production processes. Therefore, accord-
ing to the research and consulting institute BioPlan, many manufacturers will likely rely increasingly on flexibly 
usable single-use technologies for the commercial production of many new medications. Particularly in the 
case of relatively small batches, single-use technologies already ensure more cost-effective production than 
conventional stainless-steel units and have a better environmental footprint. To master these challenges, 
more and more pharmaceutical companies are relying on digitalization and automation as well as innovative 
software solutions for controlling and optimizing their processes. A further trend is process intensification, in 
which several process steps, called unit operations, are interconnected, which, among other things, enables 
greater product quantities to be manufactured faster while achieving higher quality.

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Group Management Report    Forecast Report
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Further Growth Expected in the Laboratory Market 
Various market observers expect the market for laboratory instruments and consumables to grow by about 4% 
to 5% annually in the next few years and to reach a total value of around €85 billion in 2026.  
Regarding end markets, the greatest dynamics will probably continue to be generated by the pharmaceutical 
and biopharma industries, in particular, as a result of continuous research into and approval of new medica-
tions, the high momentum of scientific and technological innovations, and strong growth in China. For in-
stance, EvaluatePharma expects sector-specific research spending to climb annually by 3.0% during the pe-
riod from 2022 to 2028. According to market studies, the product area of bioanalytical instruments should 
particularly benefit from this and further grow at an above-average rate within the laboratory market.  
Budget increases for academic and public-sector research institutions should also act as a growth driver in 
some countries. On the other hand, the pandemic and potential lockdowns or temporary production shut-
downs, as well as the projected slowdown in global economic growth, pose risks to demand from industrial end 
markets. Market observers continue to expect China and India to generate the highest growth rates. Stricter 
regulatory requirements in a range of industries are also stimulating increased demand for instruments used 
in sample analysis and quality control. In addition, investments in laboratory infrastructure are becoming more 
attractive, especially in China, as a result of government-supported efforts to promote innovativeness in sev-
eral key industries. The country invested more in research and development than the USA for the first time in 
2021, as a result of which its share of R&D spending further increased. 
Sources: BioPlan: 19th Annual Report and Survey of Biopharmaceutical Manufacturing Capacity and Production, April 2022; Evaluate 
Pharma: World Preview 2022, Outlook to 2028, October 2022; SDi: Global Assessment Report 2022, June 2022; www.fda.gov

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Group Management Report    Forecast Report
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Outlook for 2023 
Following the exceptionally strong previous years, Sartorius expects further growth in 2023 despite demand 
normalization and anticipated further declines in the Covid-19-related business. Consolidated sales revenue 
is expected to increase by an amount in the low single-digit percentage range. Excluding the Covid-19-related 
business, the increase would be in the high single-digit percentage range. Acquisitions are anticipated to 
contribute around 1 percentage point to growth. The Group’s underlying EBITDA margin should be around 
the level of the prior year (33.8%). 
For the Bioprocess Solutions Division, the company anticipates sales revenue growth in the low single-digit 
percentage range. Excluding the Covid-19-related business, the increase would be in the high single-digit 
percentage range. Acquisitions are expected to contribute around 1 percentage point to growth. The division’s 
underlying EBITDA margin is anticipated to be around the level reached in 2022 (35.7%). 
Sales revenue growth in the Lab Products & Services Division is expected to be in the mid single-digit 
percentage range. Excluding the Covid-19-related business, the increase would be in the high single-digit 
percentage range. This division’s underlying EBITDA margin is also expected to be around the level of the prior 
year (26.2%). 
The company will continue its comprehensive capacity expansion program in 2023. The CAPEX ratio should 
be at roughly 12.5% and the ratio of net debt to underlying EBITDA at about 1.5. Possible acquisitions are not 
included in this projection. 
All forecasts are based on constant currencies, as in the past years. In addition, management points out that 
the dynamics and volatilities in the life science and biopharma sectors have increased over the past years and 
the coronavirus pandemic has further amplified these trends. Moreover, the forecasts are based on the 
assumption of no deterioration in the geopolitical and global economic situation, supply chains, inflation, and 
energy supply, and no new relevant restrictions in connection with the coronavirus pandemic. Accordingly, 
current forecasts show higher uncertainties than usual.

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Group Management Report    Description of the Key Features of the Internal Control System
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Description of the Key Features of the 
Internal Control System  
In relation to the Group Accounting Process (Section 289(4) and Section 315(4) of the German Commercial 
Code [HGB]) 
Definitions and Elements of the Internal Control 
System at the Sartorius Group 
The internal control system (ICS) of Sartorius AG and the Sartorius Group encompasses all of the principles, 
procedures, and measures adopted to ensure the organizational implementation of management decisions. 
The main priority of the system as it relates to Sartorius AG’s and the Group’s accounting process is to verify 
that accounting is cost-efficient and formally correct and that it complies with the applicable legal provisions. 
The internal control system of Sartorius AG and of the Sartorius Group consists of a combination of process-
integrated and non-process-integrated monitoring measures. The process-integrated safeguarding 
measures are organizational measures, on the one hand, and control measures, on the other. The Supervisory 
Board, specifically in this case the Audit Committee of Sartorius AG, and the Group Auditing Department are 
involved in the Sartorius Group’s internal control system through their non-process-integrated audit activities. 
The Audit Committee regularly reviews quarterly reports in addition to the annual financial statements of the 
parent corporation and the consolidated annual financial statements.  
Moreover, to ensure systematic, early identification of risks across the entire Group, a “monitoring system for 
early group-wide detection of risks with the potential to jeopardize the company’s continued existence” as 
defined in Section 91(2), of the German Stock Corporation Law (AktG) is in place at the Sartorius Group. The 
efficacy of the early risk detection system, which the Sartorius Group adapts promptly in response to any rele-
vant changes in circumstances, is assessed by the independent auditors of Sartorius AG in accordance with 
Section 317(4), of the German Commercial Code (HGB). An integral component of this system is also opera-
tional risk management, which involves activities such as the transfer of risk to insurance companies through 
coverage for damage and liability risks, and the arrangement of suitable hedges to limit currency risks and in-
terest rate risks.  
Organizational Measures 
Accounting processes are strictly organized according to the principle of segregation of functions and comply 
with the "four-eyes" principle – i.e., review by at least two individuals, also referred to as the dual-review or mul-
tiple-review principle. Duties and responsibilities are clearly assigned to different specialized departments and 
companies. The separation of administrative, executive, settlement, and approval functions reduces the pos-
sibility of fraud. It also continues to play a significant role in ensuring that any possible errors are discovered 
early and any potential misconduct is prevented.  
The IT applications used in the company’s accounting processes have access restrictions, which allow only 
authorized persons to have controlled access to the accounting system and data. Each access right is assigned 
specifically according to the tasks to be performed and is subject to annual review. Furthermore, the dual-
review principle is also applied in IT process design and the assignment of access rights.

Sartorius
Group Management Report    Description of the Key Features of the Internal Control System
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In addition, defined written local and global operating procedures exist that are regularly updated and com-
municated throughout the Group. The scope of regulation of the Group accounting guidelines extends to the 
central definition of valuation rules and parameters, among other aspects. Additional data for the presentation 
of external information in the notes to the financial statements and in the Group management report is also 
prepared and aggregated at Group level. 
Continuous coordination of internal accounting during the year for planning and control with external ac-
counting contributes significantly to the quality of Group financial reporting. Reporting itself is done through 
a standardized reporting system implemented throughout the Group. This system visualizes all consolidation 
processes. Internal controls, on the one hand, and the Group auditors of Sartorius AG, on the other hand, en-
sure that Group financial reports are accurately generated from the consolidated Group companies’ financial 
statements.  
The employees involved in the accounting process meet qualitative standards and receive regular training. 
The Group Financial Reporting Department assists the local units in resolving complex accounting issues, 
such as measuring fair value, to ensure consistent and accurate reporting in the consolidated financial state-
ments. Complex evaluations, such as actuarial calculations and company valuations or purchase price alloca-
tions, are assigned to specialized service providers who involve the respectively qualified in-house staff.  
Control Measures 
Comprehensive control activities are performed by managers and staff to ensure effective and reliable ac-
counting. As a result, this ensures compliance with legal requirements and internal guidelines as well as 
properly conducted business transactions. Examples of such control activities include the analysis of situations 
and developments with reference to specific key indicators. Moreover, every month individual reporting units 
comment on and explain special characteristics or variances using Group-wide standardized analytical tools 
as the basis. Further specific control activities performed to ensure effective and reliable Group accounting 
encompass the analysis and, where applicable, correction of the individual financial statements submitted by 
the Sartorius Group companies. A large number of automated control mechanisms already incorporated into 
the consolidated reporting system enable erroneous information to be identified and corrected at Group level. 
Impairment tests are conducted centrally for assets and/or cash-generating units considered material from 
the Group's perspective in order to ensure that consistent, standardized evaluation criteria are applied. 
The Group Auditing Department draws up a risk-based audit plan annually and reviews in spot checks whether 
basic legal requirements and internal group guidelines are complied with for the entire control and risk man-
agement system of the Group. This monitoring function covers, in particular, audits of the functional efficiency 
and effectiveness of defined control measures. The results of these audits are reported directly to the audited 
departments and units, making it possible to efficiently remedy any identified deficiencies and to further en-
hance the company’s internal control system (ICS). The Executive Board and the Supervisory Board regularly 
receive reports on audit activities. 
The main rules governing the organization of the internal control system are defined in a manual based on 
business processes. This manual combines all ICS-relevant requirements that Group management considers 
of material importance into one standardized document and will be supplemented by further appropriate rules 
as necessary.

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Group Management Report    Description of the Key Features of the Internal Control System
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Qualifying Statements 
The internal control and risk management system enables the complete recording, processing, and evaluation 
of company-related matters on the basis of the organizational, control, and monitoring structures defined in 
the Sartorius Group, as well as their accurate presentation in Group accounting. Yet it must be considered that 
an internal control system, regardless of its design, cannot guarantee absolute certainty with regard to the 
correct and complete recording of facts in the consolidated financial statements. 
The statements made relate solely to the subsidiaries included in the consolidated financial statements of 
Sartorius AG, provided that this parent company has direct or indirect control over such subsidiaries within the 
meaning of the international accounting standards.

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Group Management Report    Corporate Governance Report
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Corporate Governance Report 
These contents were not part of the audit of the Group management report and the non-financial Group-
statement. 
Corporate governance aligned with the interests of stakeholders, lawful and responsible conduct, and con-
structive cooperation between the managerial bodies and within the company in a spirit of mutual trust con-
stitute the essential cornerstones of Sartorius’ corporate culture. 
The Executive Board and the Supervisory Board report in the following declaration on the key aspects of cor-
porate management and governance pursuant to Section 289f of the German Commercial Code (“HGB”) and 
to Article 3.10 of the German Corporate Governance Code.  
Declaration of Compliance with Corporate Governance 
Declaration of the Executive Board and of the Supervisory Board of Sartorius AG Concerning the Recommen-
dations of the Government Commission on the German Corporate Governance Code Pursuant to Section 161 
of the German Stock Corporation Law (“Aktiengesetz”): 
The Executive Board and the Supervisory Board declare that Sartorius AG complied with the recommenda-
tions promulgated by the Government Commission on the German Corporate Governance Code (GCGC) in 
the period since issuing last year’s Declaration of Compliance dated December 9, 2021, with the following ex-
ception, and will continue to comply in the future: 
In divergence from the recommendation pursuant to G.10(1) of the GCGC, the variable compensation paid to 
the members of the Executive Board – except for that of the Executive Board Chairman – consists only to a 
minor extent of share-based compensation components. The Supervisory Board is of the opinion that the ex-
isting structure of the variable compensation, which corresponds to the compensation system approved by 
the Annual General Meeting, also achieves an incentive structure that is geared towards the sustainable and 
long-term development of the Company.  
For the period prior to June 27, 2022, the above declaration refers to the GCGC as amended on December 
16, 2019, and for subsequent periods to the GCGC as amended on April 28, 2022, as published by the Federal 
Ministry of Justice in the official section of Germany’s Federal Gazette (“Bundesanzeiger”) on June 27, 2022. 
 
 
Göttingen, December 8, 2022 
For the Supervisory Board 
 
For the Executive Board 
 Dr. Lothar Kappich 
 
 
Dr. Joachim Kreuzburg

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Group Management Report    Corporate Governance Report
75
 
 
 
 
Further Remarks Concerning Corporate Governance 
Sartorius AG is a joint stock corporation founded under German law and headquartered in Göttingen, Ger-
many. With the Annual General Meeting, Supervisory Board; and Executive Board, it has three corporate man-
agerial bodies whose tasks and powers are essentially derived from the German Stock Corporation Law (“Ak-
tiengesetz”, abbreviated in German as “AktG”) and the company’s Articles of Association.  
As owners of the company, the shareholders exercise their rights at its Annual General Meeting, where they 
decide, in particular, on the appropriation of profits, measures concerning share capital, amendments to the 
Articles of Association, formal approval of the actions taken by the Supervisory Board and the Executive Board, 
and the appointment of statutory auditors, as well as electing shareholder representatives to the Supervisory 
Board. The Annual General Meeting meeting is held at least once a year within the first eight months of the 
respective fiscal year.  
In managing the company, the Supervisory Board and the Executive Board perform their tasks in a dual man-
agement system, each with separate duties and powers.  
The Supervisory Board appoints members to the Executive Board, determines their compensation and moni-
tors and advises the Executive Board in its management of the company. The Supervisory Board is not author-
ized to take any operational management measures for the business. The Supervisory Board’s rules of proce-
dure are published on the company’s website. 
The Executive Board is responsible for independently managing the company. In particular, it defines corpo-
rate strategy, coordinates and agrees on this approach with the Supervisory Board, and implements such cor-
porate strategy. In line with established reporting obligations, the Executive Board regularly informs the Su-
pervisory Board promptly and comprehensively, and requests the latter's approval for certain key business 
transactions. 
Composition and Operating Mode of the Supervisory 
Board and Its Committees 
The Supervisory Board has an equal number of shareholder representatives and employee representatives: six 
shareholder representatives elected by the Annual General Meeting and six employee representatives 
elected according to the German Codetermination Law (“Mitbestimmungsgesetz”). The members serve a 
regular term of office of five years. Members can be reelected.  
The Supervisory Board Chairman coordinates the work of the Supervisory Board, convenes the meetings, and 
chairs them. Furthermore, he is the first individual for the Executive Board to contact and externally represents 
the matters of the Supervisory Board.  
The Supervisory Board holds at least two meetings every six months. This board has established four commit-
tees: the Executive Task Committee, the Audit Committee, the Conciliation Committee, and the Nomination 
Committee. The Executive Task Committee, Audit Committee, and Conciliation Committee each have four 
members, consisting of an equal number of shareholder representatives and employee representatives. The 
Executive Task Committee and Audit Committee hold regular meetings; the Conciliation Committee and the 
Nomination Committee meet only as necessary.

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Group Management Report    Corporate Governance Report
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Audit Committee 
 
Chair: 
Prof. Dr. Klaus Rüdiger Trützschler 
 
Other members: 
Dr. Lothar Kappich 
Dietmar Müller 
Manfred Zaffke 
 
Duties: 
The Audit Committee supports the Supervisory Board in performing its supervisory function.  
It must include at least one member of the Supervisory Board with expertise in the field of accounting and at 
least one other member with expertise in the field of auditing.  
The Chairman of the Audit Committee, Prof. Dr. Klaus Trützschler, is independent and has expertise in the 
fields of accounting, auditing, and risk management thanks to his many years of service as Chief Financial Of-
ficer, Audit Committee member, and professor of business administration. In addition, Professor Trützschler 
actively follows current developments in the field of sustainability reporting and contributes this expertise to 
the Audit Committee and the Supervisory Board of Sartorius AG. 
As a further member of the Audit Committee, Dr. Lothar Kappich has particular knowledge and experience in 
the application of accounting principles and internal control procedures from his professional practice as a 
controller, general manager, and management consultant. Dr. Kappich also possesses expertise in the fields of 
sustainability reporting and auditing. 
Executive Task Committee 
Chair: 
Dr. Lothar Kappich 
 
Other members: 
Annette Becker 
Prof. Dr. Klaus Rüdiger Trützschler 
Manfred Zaffke 
 
Duties: 
The Executive Task Committee carries out preparatory work for resolutions and issues to be addressed in the 
meetings of the Supervisory Board. It also oversees the preparations for appointments, including the compen-
sation and employment contract conditions of members of the Executive Board. The Executive Task Commit-
tee regularly discusses long-term succession planning for the Executive Board. 
Nomination Committee 
Members: 
Dr. Lothar Kappich 
Dr. Daniela Favoccia 
Prof. Dr. Klaus Rüdiger Trützschler

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Group Management Report    Corporate Governance Report
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Duties: 
The Nomination Committee consists of three members representing the shareholders. Its task is to suggest 
suitable candidates to the Supervisory Board for its election proposals to the Annual General Meeting for the 
shareholder representatives on the Supervisory Board. In doing so, it takes into account the goals regarding 
the Board’s composition. 
 
Conciliation Committee 
Chairman: 
Dr. Lothar Kappich 
 
Other members: 
Annette Becker 
Prof. Dr. Klaus Rüdiger Trützschler 
Manfred Zaffke 
 
Duties: 
The Conciliation Committee meets if the majority required in connection with the appointment of members 
to the bodies authorized to represent the company for legal purposes is not reached.  
Further information on the number and agenda of the individual meetings of the Supervisory Board and its 
committees as well as individual meeting attendance in the reporting year can be found in the Supervisory 
Board's report.  
The Supervisory Board carries out an assessment annually to determine how effectively the board as a whole 
and its committees fulfill their tasks. In the reporting year, this self-assessment was completed with external 
support on the basis of a questionnaire that was filled out by the Supervisory Board members. The results of 
this survey were presented in anonymized form in December 2022 and discussed within the Supervisory 
Board. 
Appointment Objectives for the Supervisory Board in terms of Areas of 
Expertise and Diversity 
Members of the Supervisory Board of Sartorius AG are to be appointed such that they, on the whole, have the 
knowledge, skills, and experience that are necessary to perform the Board’s duties properly.  
For this purpose and based on the recommendations of the German Corporate Governance Code, the Su-
pervisory Board decided on the following appointment objectives: 
 Diversity: The members of the Supervisory Board should have complementary professional pro-
files and international experience. In view of achieving an appropriate gender balance, the legal 
quotas of at least 30% women and at least 30% men apply to the Sartorius Supervisory Board. 
The shareholder representatives and the employee representatives decided to fulfill these legal 
targets separately. Further details can be found in the Supervisory Board’s competence profile. 
 Age limit: A fundamental age limit of 70 applies to members of the Supervisory Board at the time 
they are elected. The age limit may be waived in individual cases, provided there are no reserva-
tions about the suitability of the persons proposed and their election is expedient to the inter-
ests of the company in spite of the age limit being exceeded.

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 Maximum number of mandates / time resources: A Supervisory Board member who is not a 
member of the management board of a listed company is not to hold more than five Supervisory 
Board positions at external listed companies or perform comparable functions; in this regard, the 
chairmanship of a Supervisory Board counts twice. A Supervisory Board member who is a mem-
ber of the management board of a listed company must not hold more than two Supervisory 
Board positions at external listed companies or perform comparable functions, and must not 
chair the Supervisory Board at an external listed company. Regardless of other mandates held, 
care must be taken that every member has enough time to fulfill his or her mandate in the Su-
pervisory Board of Sartorius AG.  
 Independence: According to the GCGC, the Supervisory Board should include an appropriate 
number of shareholder representatives, but no less than four independent members. The own-
ership structure is to be taken into account. In the opinion of the shareholder representatives on 
the Supervisory Board, Prof. Dr. David Ebsworth, Dr. Daniela Favoccia, Ilke Hildegard Panzer, 
Frank Riemensperger, and Prof. Dr. Klaus Rüdiger Trützschler are independent members of the 
Supervisory Board. As the executor for the community of heirs of Horst Sartorius, Dr. Lothar Kap-
pich is to be regarded as dependent upon the controlling shareholder. However, despite the fact 
that Dr. Kappich has served on the Supervisory Board since April 2007 and has thus been a 
member for more than 12 years, the shareholders on the Supervisory Board regard him as inde-
pendent of the company and its Executive Board. Thus, a Supervisory Board membership of 
many years alone would not constitute the grounds for the existence of any significant, or not 
merely temporary, conflict of interest. In particular, the fact that Dr. Kappich represents the ma-
jority of the voting rights in the company counters the presumption of his dependence on the 
company and its Executive Board. 
 Former members of the Executive Board: No more than two former members of the Sartorius 
Executive Board are to serve simultaneously on the Supervisory Board. 
 Function at competitor companies: Members of the Supervisory Board should not hold any 
board function or consulting mandate at companies that are important competitors of 
Sartorius AG, and should not be in a personal relationship to an important competitor. 
 In addition, the Supervisory Board has defined a competence profile. The members of the Su-
pervisory Board should have experience in the life science sector as well as knowledge of key 
competitors and a basic understanding of marketing and sales strategies. 
 Members of the Supervisory Board should have knowledge of technologies and products rele-
vant to the Group as well as experience in the fields of innovation processes and research & 
product development, especially in the biopharmaceutical sector. 
 Members of the Supervisory Board should have expertise in the international markets relevant 
to the Sartorius Group.  
 Members of the Supervisory Board need to have in-depth knowledge of financial business pro-
cesses and competences in financial controlling and risk management; at least one member of 
the Supervisory Board must have expert knowledge of accounting and at least one further mem-
ber of the Supervisory Board expert knowledge of auditing (Section 100, Subsection 5 of AktG). 
Accounting and auditing activities also include sustainability reporting and its audit. 
 Members of the Supervisory Board should have in-depth knowledge of law and compliance, in 
particular expertise in the areas of capital markets and corporate law. In addition, members 
should have knowledge and experience in the field of corporate governance.

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 The Board should have in-depth knowledge of and experience in human resources issues, in 
particular in the fields of international human resources planning as well as executive recruit-
ment and succession planning. 
 The Supervisory Board should have in-depth knowledge of the Sartorius organizational structure 
and processes in order to be able to take the employees’ perspective into account. 
 Members of the Supervisory Board should have experience in the areas of digitalization and 
data-based business models. 
 Furthermore, there should be sufficient sustainability/ESG and CSR expertise on the Board.  
 The Supervisory Board should also always include members with international experience or backgrounds. 
According to the Supervisory Board’s self-assessment, the members on its board meet the diversity and com-
petency requirements. In addition, the board meets the appointment objectives described above. 
Competency profile 
 
  
L. Kappich
M. Zaffke
A. Becker D. Ebsworth D. Favoccia
P. Kirchhoff
Corporate governance and strategy development 
X
X
 
X
X
 
Customer-specific perspectives 
 
 
 
X
 
 
Technology and product development 
 
 
 
X
 
 
International markets 
 
 
 
X
 
X
Financial economy 
X
X
 
X
 
X
Corporate and capital market law 
 
 
 
 
X
X
Human resources 
 
X
X
X
 
 
Employee-specific perspectives 
 
X
X
 
 
X
Digitalization 
 
 
X
 
 
 
Competence sustainability and regulatory affairs 
X
 
 
 
X
X
International experience or life backgrounds 
 
 
 
X
X
 
 
  
D. Müller 
I. Panzer H. Ritzau K. Trützschler F. Riemensperger 
S. Wirth 
Corporate governance and strategy development 
 
X
 
X
X
X
Customer-specific perspectives 
X
X
X
 
 
 
Technology and product development 
 
X
 
 
X
 
International markets 
 
X
 
 
X
 
Financial economy 
X
 
 
X
 
 
Corporate and capital market law 
 
 
 
X
 
 
Human resources 
 
X
 
X
X
X
Employee-specific perspectives 
X
 
X
 
 
X
Digitalization 
 
X
X
 
X
 
Competence sustainability and regulatory affairs 
 
 
 
X
 
 
International experience or life backgrounds 
 
X
 
 
X
 
 
With a view to achieving an equal gender balance, the Supervisory Board meets the quota of 30% set for the 
underrepresented gender. The Supervisory Board includes a total of seven men (around 58%), of whom four 
are shareholder representatives and three are employee representatives. In addition, five women (around

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42%) are members of this board, among them two representatives of the share owners and three representa-
tives of the employees. As a result, the gender quota requirements are met on both sides of Supervisory Board 
representation and on the full Supervisory Board itself. 
To facilitate comparison of the appointment objectives, brief resumés of the Supervisory Board members are 
available on the Sartorius website. 
Composition and Operating Mode of the Executive 
Board  
The Executive Board of Sartorius AG manages the company under its own responsibility, with the goal of in-
creasing the company’s value over the long term. It develops the company’s strategy, coordinates it with the 
Supervisory Board, and ensures that this strategy is implemented effectively. Beyond that, the rules of proce-
dure for the Executive Board define the legal transactions requiring approval by the Supervisory Board in order 
for such transactions to be affected. The Executive Board is responsible for compliance with all provisions of 
the law and the company’s internal policies, as well as for appropriate risk management.  
Decision-making by the Executive Board is done at its regular meetings, which are convoked and conducted 
by the Chairman. Other specialists and managers are invited as necessary to provide advice.  
The Executive Board members are jointly responsible as a collegiate body for matters of special significance. 
In all other respects, each member independently manages the area of the company to which he or she has 
been assigned in accordance with the distribution-of-business plan, and the Chairman must be informed of 
all material transactions and events.  
Composition of the Executive Board, Diversity and Competency 
Requirements 
In the opinion of the Supervisory Board, the basic qualification criteria for appointments to positions on the 
Executive Board are professional qualifications for heading each particular area of responsibility, a proven 
track record along the individual’s career path, and impressive managerial skills. In addition, the Supervisory 
Board also considers the aspect of diversity in its appointment decisions. Therefore, the Supervisory Board 
strives to appoint people with complementary profiles, professional and personal life experiences and in dif-
ferent age brackets to the Executive Board. Moreover, the latter board is required to have broad international 
experience.  
The Supervisory Board deals regularly with succession planning for the Executive Board in its Executive Task 
Committee and in its plenary sessions. To identify special talent within the company, promising junior staff are 
invited to make presentations to the Supervisory Board on specific topics. 
An Executive Board member must not be older than 65 years of age at the time of his or her appointment. This age 
limit can be waived in individual cases, provided there are no reservations about the suitability of the person proposed 
and his or her appointment is expedient to the interests of the company in spite of the age limit being exceeded. 
Currently, the Executive Board of Sartorius AG consists of four men and, since January 1, 2019, with the same 
personnel composition.

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Group Management Report    Corporate Governance Report
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Name 
Ressort
Year of birth
Initial order
End of current 
ordering period
Dr. Joachim Kreuzburg (Chairman) 
Chairman of the Board
1965
2002
November 10, 2025
René Fáber 
Full member, responsible for the 
BPS division
1975
2019
December 31, 2026
Rainer Lehmann 
Chief Financial Officer
1975
2017
February 28, 2025
John Gerard Mackay 
Full member, responsible for the
 LPS division
1962
2019
December 31, 2023
 
Further information, including information on memberships of supervisory boards and other comparable do-
mestic and foreign supervisory bodies of business enterprises, is published on page 244 of this report. 
The statutory participation requirement pursuant to Section 76(3a) AktG, which came into force in Au-
gust 2022, applies to the number of women on the Executive Board. The statutory participation requirement 
will be implemented with the next new appointment to the Executive Board. 
Regarding the appointment of women to the Executive Board of Sartorius AG as well, the Supervisory Board 
supports the activities of the Executive Board to further increase the percentage of female executives at the 
management levels subordinate to the Executive Board in the company. The Executive Task Committee and 
the full Supervisory Board regularly receive reports on the development of the proportions of women in senior-
level management positions.  
First and Second Management Levels Below the Executive Board 
Over the past years, the percentage of women at the first two management levels below the Executive Board 
has considerably increased on the whole and is already at a comparably high level.  
The Executive Board resolved in 2017 to increase the percentage of women at both levels of management 
below this Board to around 30% by the next deadline of June 30, 2022. The target was clearly exceeded, with 
the percentage of women at the first level standing at 50% (N-1: 9 women / 9 men), while at the second level it 
was roughly achieved at around 29% (N-2: 25 women / 61 men).  
A target of one-third women was set for both management levels in March 2022, to be achieved by the dead-
line of December 31, 2025. 
It should be noted that owing to the relatively small number of managers at the first level, even individual per-
sonnel changes can lead to sizable swings in this percentage. Moreover, the integration of acquired companies 
has frequently led to fluctuations in the past, and this effect cannot be ruled out for the future.  
Remuneration Report | Remuneration Policy  
The remuneration report for fiscal 2022 and the auditor’s notice in accordance with Section 162 of AktG, the 
compensation policy currently in place as approved by the Annual General Meeting on March 26, 2021, pur-
suant to Section 87a, Subsections 1 and 2, sentence 1, of AktG, and the resolution approved by the Annual 
General Meeting on March 26, 2021, on the remuneration pursuant to Section 113, Subsection 3, of AktG are 
publicly accessible at www.sartorius.de/Compliance.

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Further Corporate Governance Practices  
Risk Management, Internal Monitoring System and Compliance 
Management System 
Conscientious management of commercial risks is a key principle of good corporate governance. Sartorius AG 
and the Group have at their disposal enterprise-wide and company-specific reporting and control systems 
designed to facilitate the recording, assessment and management of commercial risks. These systems are de-
veloped and adapted continuously as conditions evolve. The Executive Board informs the Supervisory Board 
regularly of existing risks and their development. The Audit Committee is concerned, in particular, with moni-
toring of the following: the accounting process including reporting; the efficacy of the internal control system; 
risk management and the internal auditing system; compliance; and the independent statutory audit. Details 
on risk management are presented in the Opportunity and Risk Report. 
The internal control system (ICS) is based on the principles, guidelines, and measures introduced by the Exec-
utive Board that are aimed at the organizational implementation of the Executive Board’s decisions. They in-
clude the management of risks and opportunities relating to the achievement of business objectives, ensuring 
that internal and external accounting is accurate and reliable, and compliance with the legal rules and regula-
tions relevant to Sartorius. This also includes sustainability aspects, which are continuously refined and up-
dated on the basis of regulatory requirements. 
All of the Sartorius Group’s functions are integrated into a global matrix organization and are part of the ICS. 
The scope of activities each function is responsible for performing varies and depends, among other aspects, 
on the specific risks associated with the function. Each function’s management is required to implement an 
appropriate and effective ICS in its area of responsibility, based on the methodology that is mandatory 
throughout the Group. 
Overall responsibility for the ICS lies with the Executive Board. The Sartorius Group’s individual functions sup-
port the Executive Board in creating and maintaining appropriate and effective processes for implementing, 
monitoring, and reporting on internal control activities. 
Extensive control activities are carried out by managers and employees within each function’s individually de-
fined processes to ensure that the processes are reliable and effective. As a result, this ensures compliance 
with legal requirements and internal guidelines as well as properly conducted business transactions. Examples 
of such control activities include the analysis of situations and developments with reference to specific key 
indicators. Based on the defined control mechanisms, errors can be identified and corrected at the Group 
level. In addition, the Group Auditing Department draws up a risk-based audit plan each year and reviews in 
spot checks whether basic legal requirements and internal group guidelines are complied with for the Group’s 
entire control and risk management system. This monitoring function covers, in particular, audits of the func-
tional efficiency and effectiveness of defined control measures. The results of these audits are reported di-
rectly to the audited functions, making it possible to efficiently remedy any identified deficiencies and to fur-
ther enhance the company’s internal control system (ICS). The Executive Board and the Supervisory Board 
regularly receive reports on audit activities. The main rules governing the organization of the ICS are defined 
in a manual based on business processes. This manual combines all ICS-relevant requirements that Group 
management considers of material importance into one standardized document and will be supplemented by 
further appropriate rules as necessary. 
Part of the ICS is also a compliance management system that is valid worldwide. With this, Sartorius ensures 
that the members of its individual boards, executives and employees comply with all legal regulations and

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codes, and perform their activities in accordance with the company’s internal rules and guidelines. Targeted 
training and awareness-raising prevent any misconduct, as well as economic damage and loss of image. 
Sartorius makes every effort to ensure optimal risk management by using a combination of approaches: a pre-
ventive compliance approach designed to proactively stop any potential breaches before they occur and a 
repressive compliance approach intended to continuously monitor compliance with the company's rules. 
These processes are closely intermeshed, creating a standardized compliance management system that aims 
to offer the best possible protection against potential violations of rules and regulations. Sartorius has devel-
oped a Code of Conduct as a preventive component of its compliance management system and has commit-
ted to an Anti-Corruption Code. An internal system is available for reporting any suspicious circumstances 
involving potential compliance violations. 
The Executive Board is not aware of any circumstances that would speak against the suitability and effective-
ness of the risk management system and the ICS. 
Further information can be found in the “Description of the Key Features of the Internal Control System” sec-
tion and on the company’s website at www.sartorius.com. 
Transparency 
Sartorius AG places great importance on disclosing consistent and complete information promptly. Infor-
mation about the economic position of the Group and new developments is consequently released regularly, 
without delay, as it becomes known in order to inform participants in the capital market and interested mem-
bers of the public at large. The annual report, first-half financial report, and quarterly reports are published 
within the time frames specified for this purpose. Current developments and material events are publicized as 
press releases and, where appropriate, ad hoc announcements. This information is usually made available in 
German and English simultaneously and published via suitable media and on the internet. Capital market par-
ticipants remain in close contact with the company’s investor relations team. Investors and analysts are pro-
vided information on current and future business performance in conference calls held in conjunction with the 
respective quarterly reporting. Sartorius regularly participates in roadshows and investor conferences and 
holds its own capital market events. 
The chief recurring events and publications, such as the Annual General Meeting, the annual report and the 
interim reports, are listed on a financial calendar that may be viewed at any time on the Group website. 
Share Trading Activities of Supervisory and Executive Board Members 
We have been notified of the following transactions involving Sartorius AG shares or related financial instru-
ments by members of the Executive Board and Supervisory Board or other persons with management respon-
sibilities, as well as by persons closely related to them: The Chairman of the Executive Board, Dr. Joachim 
Kreuzburg, sold a total of 20,000 preference shares on November 14, 2022. Reported transactions are pub-
lished on the Sartorius AG website. 
The Chairman of the Executive Board, Dr. Joachim Kreuzburg, holds 113,785 ordinary shares and 93,785 pref-
erence shares in the company. They were transferred to him as components of his compensation on the basis 
of corresponding agreements in his employment contracts dated December 18, 2015, and November 26, 
2020, each with a minimum holding period of four years from the beginning of the respective contract. For 
further information on this transfer, please see the Remuneration Report..

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As executor of the estate of Horst Sartorius, the Supervisory Board Chairman, Dr. Lothar Kappich, holds 
around 50.1% of the ordinary shares issued by the company. Beyond this, there is no notifiable possession of 
shares or financial instruments by members of the Executive Board or Supervisory Board consisting directly or 
indirectly of more than 1% of the shares issued by the company. 
Accounting and Independent Statutory Audit 
The consolidated financial statements and the Group Management Report, as well as the consolidated interim 
financial statements and reports, are prepared in accordance with the International Financial Reporting Stand-
ards (IFRS) as they are to be applied within the EU, and according to the commercial law regulations to be 
applied under Section 315e, Subsection 1, of the German Commercial Code, HGB. The annual financial state-
ments of Sartorius AG are prepared in accordance with German commercial law, HGB. The consolidated fi-
nancial statements and the annual financial statements are prepared by the Executive Board, audited by the 
independent 
auditors 
elected 
by 
the 
Annual 
General 
Meeting, 
and 
approved 
by 
the  
Supervisory Board. 
It has been agreed with the independent auditors that they will notify the Supervisory Board directly of any 
potential disqualification or bias issues and any material findings and incidents identified during the audit. This 
also encompasses the corporate governance reporting duties pursuant to Section 161 of the German Stock 
Corporation Law (Aktiengesetz). 
 
The Supervisory Board | The Executive Board

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Group Management Report    Non-financial Group Statement
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Non-financial Group Statement 
The following section presents the Non-financial Statement of Sartorius AG for the Sartorius Group for fiscal 
2022, hereinafter referred to as the “Non-financial Statement.” The Sartorius Stedim Biotech S.A. subgroup is 
exempt from the obligation to prepare its own non-financial statement upon submission of this Non-financial 
Statement. 
The information presented herein did not form part of the audit of the Group Management Report, as it was 
subject to a separate limited assurance engagement performed by KPMG AG Wirtschaftsprüfungsgesell-
schaft. 
Notes on Reporting  
Framework 
This statement was prepared in accordance with sections 315b and 315c in conjunction with 289c to 289e of 
the German Commercial Code (“HGB”). International frameworks such as the GRI and Greenhouse Gas Pro-
tocol (GHG) Protocol were used to prepare the indicators.  
Material Topics Subject to Reporting Requirements 
The topics subject to reporting requirements are derived directly from the strategic sustainability topics de-
fined in fiscal 2022, which are described in the Sustainability Management section.  
Consolidation 
The concepts requiring presentation under Section 289c(3) of the German Commercial Code (HGB) for the 
main sustainability issues, including due diligence processes and the results of the concepts, relate to the en-
tire Group in accordance with the scope of consolidation for financial reporting (see page 184 et seq. of this 
Annual Report), unless otherwise stated at the respective point.  
Further Information  
The key performance indicators provided in this statement serve to quantify the Group’s performance and do 
not constitute performance indicators relevant to company management within the meaning of Section 
289c(3) of the German Commercial Code (HGB).  
The presentation of indicators in this statement has been largely restructured and expanded compared with 
the previous year. Where available, the values for fiscal 2021 were taken from the 2021 Non-financial State-
ment or calculated and expanded retrospectively. Subsequent calculations and additions have been indicated 
at the respective points.  
Where new data concepts and calculation methods are used as well as in the case of identified errors in the 
data reports, the values for fiscal 2021 have been restated in this Non-financial Statement. This applies to the 
greenhouse gas emissions reported in the “Climate” section and the work-related injuries reported in the “So-
cial Responsibility” section. Data restatements are indicated at the respective points.

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Group Management Report    Non-financial Group Statement
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Detailed explanations on greenhouse gas accounting can be found in the last chapter of this Non-financial 
Statement. 
Sustainability reporting in this Non-financial Statement is supplemented by the Sustainability Report of the 
Sartorius Group, which is prepared based on the GRI Standards. This will be published in the first quarter of 
2023 for fiscal 2022.  
Sustainability Management  
Business Model 
Sartorius operates in the life science sector – more precisely, in the field of medical biotechnology. As a partner 
to the biopharmaceutical industry, the Group manufactures products and process technologies that are used 
in the development and production of biological medicines and vaccines. In this context, the Group places a 
particular focus on innovations that make it possible to increase the safety, speed, and efficiency of the devel-
opment and production process for such active ingredients. This allows new therapies to be made available to 
patients earlier, at lower prices, and to a larger number of patients.  
For further information on the Group’s business model, strategy, and objectives, please refer to the section 
“Business Model, Strategy, and Goals” in the Annual Report.  
Ambition and Strategic Sustainability Topics 
As a signatory to the United Nations Global Compact, the Group is committed to complying with certain social 
and environmental standards when conducting its business activities. This includes identifying and preventing, 
or mitigating, adverse impacts on the environment and society that may arise throughout the upstream and 
downstream value chain as a result of business operations and provide remediation.  
Sartorius maintains a close, ongoing dialogue with its stakeholders in this regard. We define stakeholders as 
those individuals, companies, institutions, and interest groups that are able to influence the success of the 
Sartorius Group or are affected by the company’s activities. This particularly includes customers, employees, 
investors, suppliers, and business partners as well as local residents. During the reporting year, Sartorius con-
tinued engaging and interacting with its customers in a variety of formats. Major interactive events in the fiscal 
year included an ESG investor conference, a supplier day focusing on sustainability, and an internal dialogue 
on the new Sartorius climate action strategy, in which nearly 3,000 Group employees actively participated. 
In fiscal 2022, Sartorius defined the following strategic sustainability topics for the Group, taking its stakehold-
ers’ concerns into account: 
 Climate  
 Materials and circularity  
 Water and wastewater  
 Social responsibility  
 Corporate governance

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Group Management Report    Non-financial Group Statement
87
 
 
 
 
 Sustainability in the supply chains  
Dedicated ambitions, Group-level objectives, and operational targets as well as implementation plans are now 
gradually being developed and implemented or further refined for these sustainability topics.  
Steering 
In fiscal 2022, Sartorius established the Corporate Sustainability Department to systematically advance the 
issue of sustainability within the Group. The Chairman of the Executive Board is responsible for this depart-
ment, which reports directly to him. The department’s job is Group sustainability management and therefore 
the development of strategic sustainability topics and corresponding targets at the Group level. Identifying 
and coordinating necessary initiatives to achieve these goals, sustainability reporting, and overseeing the Cor-
porate Sustainability Committee are also the responsibility of the Corporate Sustainability Department. 
Under the leadership of the Chairman of the Executive Board, the entire Executive Board and the heads of the 
relevant departments meet on an ad hoc basis as the Corporate Sustainability Committee to discuss the fur-
ther advancement of strategic sustainability topics with respect to targets and concepts. The committee did 
not meet in the reporting year and is planned to meet in 2023.  
In fiscal 2022, the Corporate Sustainability Department focused on developing a comprehensive greenhouse 
gas (GHG) reporting system as a basis for managing sustainability topics. In this context, numerous alignment 
meetings in consultation with the Executive Board took place. In addition, the department made progress with 
the implementation of the Group's climate strategy and the implementation of Germany’s Supply Chain Due 
Diligence Act within the framework of steering groups.  
Risks  
The required disclosures on risks pursuant to Section 289c(3) of the German Commercial Code (HGB) can be 
found in the Opportunities and Risks section of the Annual Report. The Group did not identify any risks within 
the meaning of Section 289c(3) of the HGB in the 2022 fiscal year. 
External Evaluations of Sustainability Performance and Capital Market 
Indices  
Sartorius’ sustainability performance is evaluated on a regular basis. An overview of the most recent evalua-
tions of sustainability performance can be found in the following table. The results are incorporated into the 
concepts aimed at continuously improving sustainability performance.  
Latest Company Ratings 
Company 
Rating
Publication
Results
Sartorius AG 
EcoVadis 
10.11.2021 60/100 (83th percentile) – silver
Sartorius AG 
CDP
14.12.2022
B
Sartorius AG 
MSCI
27.09.2022
A
Sartorius Stedim Biotech S.A. 
MSCI
05.12.2022
BBB
 
In addition, Sartorius AG is listed in Deutsche Börse’s DAX ESG 50 sustainability index. This index includes the 
leading 50 companies based on ESG (environmental, social, governance) performance, market capitalization, 
and turnover.

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Group Management Report    Non-financial Group Statement
88
 
 
 
 
Development of the Strategic Sustainability Topics 
Climate 
Ambition 
Sartorius aims to reduce greenhouse gas (GHG) emissions in relation to turnover and thus gradually decouple 
them from Group growth.  
Concept and Due Diligence Processes  
Against this background, the Group set a target of reducing CO2 emission intensity by an average of 10% per 
year, measured against the base year of 2019. Sartorius has defined this indicator as adjusted gross GHG in-
tensity per net turnover by market-based calculation in gCO2e/€ based on the Accounting and Reporting 
Standards of the Greenhouse Gas (GHG) Protocol. However, it accounts for instead of the purchased goods 
and services in the GHG category “Purchased goods and services”, only for the goods and services actually 
consumed for the manufacture of Sartorius’ products and services sold during the fiscal year. This indicator 
was included in the Executive Board’s and management’s long-term variable compensation components in 
fiscal 2022.  
To achieve the targeted reduction, Sartorius is focusing on avoiding emissions and improving process effi-
ciency – at its own sites and in the upstream and downstream value chain. An implementation plan is currently 
being drawn up for the specific levers already identified at the end of the 2021 fiscal year. For example, the 
Group aims to reduce Scope 1 and Scope 2 emissions, in particular by switching to renewable energy sources 
at its own sites. When it comes to reducing Scope 3 emissions, the focus is initially on measures that address 
the upstream value chain. This includes, for example, an adapted supplier strategy as well as the optimization 
of shipping and logistics processes and the use of resources. Sartorius expects to spend around 1% of its annual 
turnover on reducing CO2 emissions intensity.  
To achieve its target for CO2 emissions intensity, the Group has defined the following absolute targets with 
respect to Scope 1 and Scope 2 GHG emissions: 
 Avoidable Scope 1 GHG emissions reduced to zero by 2030. Process emissions generated dur-
ing membrane production are currently deemed unavoidable based on the technology availa-
ble at present  
 Scope 2 GHG emissions reduced to zero by 2030. This goal is subject to the availability of re-
newable energy at global locations.  
Results of the Concept  
GHG balance sheet 
Sartorius published a comprehensive GHG balance sheet for the first time in fiscal 2022 that includes all 17 
GHG categories based on the GHG Protocol. Detailed explanations on greenhouse gas accounting can be 
found in the last chapter  of this Non-financial Statement. 
Total gross GHG emissions (Scope 1, 2, and 3) according to a market-based calculation amounted to 1,137,703 
tCO2e in fiscal 2022 (previous year: 914,731 tCO2e; base year: 573,539 tCO2e). This represents an increase of 
24.4% over the prior year and 98.4% over the 2019 base year. This increase was primarily due to the Group’s 
significant growth. Since no negative GHG emissions, known as carbon removals, could be offset, gross GHG 
emissions correspond to net GHG emissions. Carbon removal is the process of permanently removing GHG 
emissions from the atmosphere using biological, chemical, and physical methods.

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Group Management Report    Non-financial Group Statement
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Gross Scope 1 GHG emissions amounted to 17,939 tCO2e (previous year: 13,841 tCO2e, base year: 13,529 
tCO2e), equal to an increase of 29.6% compared with the previous year and 32.6% compared with the base 
year. Gross Scope 2 GHG emissions amounted to 28,714 tCO2e (previous year: 20,885 tCO2e, base year: 25,777 
tCO2e), equal to an increase of 37.5% compared with the previous year and 11.4% compared with the base year. 
The respective increases are due to the growth-related increase in energy consumption and emissions gener-
ated during the membrane production process.  
Gross GHG intensity per net turnover according to a market-based calculation stood at 0.000273 tCO2e (pre-
vious year: 0.000265 tCO2e, base year: 0.000314 tCO2e). This represents a 2.6% increase over the prior year 
and a 13.2% reduction from the 2019 base year, respectively.

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GHG Balance Sheet1, 2 
  
FY 2022
FY 2021 
Base year: 
FY 2019
Gross GHG emissions - scope 1 in t CO2e3, 4, 5 
17,939
13,8416
13,529
Share of Scope 1 GHG emissions under regulated emission trading 
schemes in % 
0
0
0
Gross GHG emissions - scope 2 - location-based calculation  
in t CO2e3 
53,886
42,066
30,689
Gross GHG emissions - scope 2 - market-based calculation in t CO2e3, 7  
28,714
20,885
25,777
Gross GHG emissions - scope 3 in t CO2e 
1,091,050
880,006
534,233
Category 1: Purchased goods and services in t CO2e 
521,912
447,894
238,446
Category 2: Capital goods in t CO2e 
95,492
69,759
36,892
Category 3: Fuel- and energy-related activities (not included in scope 
1 and 2) in t CO2e3 
11,323
9,067
6,553
Category 4: Upstream transportation and distribution in t CO2e 
128,734
98,358
57,426
Category 5: Waste generated in operations in t CO2e3 
9,235
7,876
4,021
Category 6: Business travel in t CO2e 
21,067
6,318
26,093
Category 7: Employee commuting in t CO2e8 
22,053
19,134
15,019
Category 8: Upstream leased assets in t CO2e  
0
0
0
Category 9: Downstream transportation and distribution in t CO2e 
10,942
8,360
4,881
Category 10: Processing of sold products in t CO2e 
09
09
09
Category 11: Use of sold products in t CO2e10 
222,138
165,654
108,626
Category 12: End-of-life treatment of sold products in t CO2e 
48,153
47,584
36,276
Category 13: Downstream leased assets in t CO2e 
0
0
0
Category 14: Franchises in t CO2e 
0
0
0
Category 15: Investments in t CO2e 
011
011
011
Total gross GHG emissions (scope 1, 2 and 3) - location-based calcula-
tion in t CO2e 
1,162,875
935,913
578,451
Total gross GHG emissions (scope 1, 2 and 3) - market-based calcula-
tion in t CO2e7 
1,137,703
914,731
573,539
Total GHG removals in t CO2e 
0
0
0
Total net GHG emissions (scope 1, 2 and 3) - location-based calculation 
in t CO2e 
1,162,875
935,913
578,451
Total net GHG emissions (scope 1, 2 and 3) - market-based calculation 
in t CO2e7 
1,137,703
914,731
573,539
Gross GHG intensity - location-based calculation per net turnover in t 
CO2e/€ 
    0.000279 
 0.000271 
 0.000317 
Gross GHG intensity - market-based calculation per net turnover in t 
CO2e/€7 
   0.000273 
 0.000265 
  0.000314 
1 The data presented contain uncertainties and should currently be seen as an indication with respect to Scope 3 emissions. Explana-
tions on greenhouse gas accounting, including the data concepts and calculation methods applied, can be found in the last chapter 
of this Non-financial Statement. 
2 Preparation based on the GHG Protocol (Corporate Accounting and Reporting Standard 2004 and the Corporate Value Chain 
(Scope 3) Accounting and Reporting Standard 2011). 
3 Based on data reported by production sites and some administrative sites; excluding companies newly acquired in the reporting 
year.  
4 Excluding GHG emissions from fleet fuel consumption.  
5 Fugitive emissions data currently only collected in Göttingen and Yauco.  
6 The data for fiscal 2021 was restated in fiscal 2022 based on the application of new and complemented data concepts. 
7 If a contract-specific emission factor was not available for the market-based calculation method, the location-based emission factor 
was used in accordance with the GHG Protocol.  
8 Excluding GHG emissions from commuting by trainees, interns, and contingent workers.

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9 In accordance with the GHG Protocol, this category is reported with zero GHG emissions because Sartorius cannot currently ac-
count for it appropriately due to the wide range of options available for further processing the Group’s products, each of which has its 
own specific GHG profile, and because, according to one estimate, it is also not material to the Group’s overall GHG accounting.  
10 GHG accounting currently covers only products that require electricity to use.  
11 This category is reported with zero GHG emissions, as the most relevant shareholding from a GHG perspective has been classified 
as not material in the financial reporting for fiscal 2022, and the GHG emissions related to this shareholding have also been assessed 
as not material to the Group’s overall GHG accounting, according to an estimate. 
CO2 Emission Intensity 
In fiscal 2022, the Group’s CO2 emission intensity, i.e., the adjusted gross GHG intensity per net turnover, 
stood at 256 gCO2e/€ (previous year: 245 gCO2e/€). The value for the base year of 2019 defined for the cli-
mate strategy was restated in fiscal year 2022 from 250 gCO2e/€ to 308 gCO2e/€ due to the application of 
new and complemented data concepts. The average annual reduction in CO2 emission intensity from the base 
year therefore amounted to 6.0% in fiscal 2022. Sartorius plans to further improve and refine its GHG account-
ing in the coming years, which is why the company will continue to make restatements to previously reported 
indicators in the future, if necessary. Explanations on greenhouse gas accounting, including the data concepts 
and calculation methods applied, can be found in the last chapter of this Non-financial Statement. 
CO2  Emission Intensity 
  
FY 2022
FY 2021
Base year: 
FYJ 2019
Adjusted gross GHG intensity - market-based calculation per net turn-
over in t CO2e/€1  
256
245
3082
Average annual reduction in % 
6.0 
10.8
n. r.
1 The “Adjusted gross GHG intensity per euro of net turnover – market-based calculation,” accounts for instead of the purchased 
goods and services in the GHG category “Purchased goods and services”, only for the goods and services actually consumed for the 
manufacture of Sartorius’ products and services sold during the fiscal year This means that the data has been adjusted for warehouse 
inventories.  
2 The data for fiscal 2021 and the base year of 2019 was restated in fiscal 2022 based on the application of new and complemented 
data concepts.  
Energy Consumption 
Total energy consumption increased by 23.6% to 200,715 MWh in fiscal 2022 (previous year: 162,340 MWh). 
In this context, renewable energy sources accounted for 31.7% of total energy consumption, roughly the same 
level as in the previous year (30.9%). The Group-wide degree of coverage with certified energy management 
systems in accordance with ISO 50001 as of December 31, measured against the number of employees, stood 
at 27.1% (previous year: n.a.). Within the scope of the site-specific energy management systems in accordance 
with ISO 50001, energy flows such as the energy sources used and energy consumers as well as the energy 
efficiency status of the largest energy-consuming systems/facilities and processes/activities are systematically 
identified and evaluated. The data collected can then be used to develop measures that support Scope 1 and 
Scope 2 emission reductions and to measure their success.  
At the Göttingen site, which accounts for almost 50% of total energy consumption and is therefore by far the 
largest energy consumer in the Group, work was carried out to expand the use of geothermal energy during 
the fiscal year. The goal is to secure the energy supply and operate a carbon-neutral campus as early as 2030.

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Indicators Energy 
  
FY 2022
FY 20211
Total energy consumption in MWh2, 3 
200,715
162,340
Renewable energy consumption in MWh 
63,546
50,151
Purchased certified renewable electricity in MWh 
62,256
48,669
Self-generated solar energy in MWh 
697
775
Purchased geothermal energy in MWh 
594
707
Other renewable energy in MWh 
0
0
Non-renewable energy consumption in MWh 
137,169
112,189
Purchased heating oil in MWh 
60,774
52,466
Purchased non-renewable electricity in MWh 
53,422
45,094
Purchased district heating in MWh 
10,653
6,262
Purchased diesel in MWh 
8,797
4,957
Purchased heating oil in MWh 
2,490
1,130
Purchased district cooling in MWh 
815
1,530
Purchased LPG in MWh 
218
751
Total share of renewable energy in % 
31.7
30.9
Certified management systems according to ISO 50001  
- Employee coverage as of 31.12. in % 
27.1
n.a.
1 Total energy consumption for the 2021 fiscal year was taken from the 2021 Non-financial Statement and the breakdown into renew-
able and non-renewable energy consumption as well as the total share of renewable energy was calculated and added retroactively. 
2 Preparation of the indicator based on the GRI Standards. 
3 Based on data reported by production sites and some administrative sites; excluding companies newly acquired in the reporting 
year.  
Materials and Circularity 
Ambition 
Sartorius sources a wide range of raw materials, consumables, and supplies in order to manufacture its prod-
ucts and product packaging. This includes, in particular, plastic, metal, and electronic components as well as 
packaging materials.  
The aim of a circular economy is to decouple economic growth from environmental pollution by recycling ma-
terials, i.e., not only reducing the consumption of resources but also simultaneously reducing the generation 
of waste, pollution, and greenhouse gas emissions.  
For this reason, Sartorius aims to continuously optimize the selection and use of materials along the value 
chain, thereby improving its products’ environmental footprint. This applies to the materials the company uses 
in terms of type and quantity at the beginning of a product’s life, the material intensity on the part of the cus-
tomer, and how materials are handled at the end of a product’s life. To underscore its commitment, Sartorius 
has also been a signatory of the European Plastics Pact since 2019.  
Concept and Due Diligence Processes  
Closed-loop operations pose significant challenges to the specialized biopharmaceutical industry in which 
Sartorius operates. This is mainly due to the high standards of quality the products must meet, as they are used 
in the medical field.  
Sartorius generates a large share of its turnover with presterilized products made predominantly of plastic, 
which are often used by customers to manufacture a single production batch. The overall environmental foot-

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Group Management Report    Non-financial Group Statement
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print of these plastic products is often better because less energy and water are required to produce the pro-
duction batch. As such, the use of these plastic products can help customers improve their environmental 
footprint.  
Nevertheless, Sartorius believes there is potential for improvement and, in particular, is looking for ways to in-
crease the circularity of plastics along the product life cycle in line with the “New Plastics Economy Global 
Commitment” vision. The aim here is to reduce the resources required to a minimum and to promote effective 
and practicable recycling or to increase production output using the same amount of resources.  
In this context, a holistic understanding of products that encompasses, for example, their material composi-
tion, manufacturing, transportation, use, and end-of-life handling is essential. Starting fiscal 2023, the Group 
intends to conduct life cycle assessments (LCAs) in accordance with recognized standards and industry prac-
tices as a decision-making tool during the course of developing or updating products, packaging, and pro-
cesses in order to analyze and evaluate the relevant environmental impacts.  
To optimize the use of materials and improve circularity, the divisions and business units have launched various 
initiatives, projects, individual measures, and collaborations for which a number of different functions are re-
sponsible.  
With respect to waste management, Sartorius is working along the a five-step approach to the waste hierarchy, 
particularly on waste avoidance and recycling. To this end, Sartorius already makes efforts to reduce waste 
during the production process. This primarily applies to bag, membrane, and cartridge production. At the 
Aubagne site, plastic waste is sorted directly on the factory premises in order to recycle the scraps for reuse in 
other processes. The Environment, Health, and Safety (EHS) Department is responsible for waste manage-
ment. 
Results of the Concept 
The total volume of waste generated increased by 64.5% to 18,581 tons (previous year: 11,295 tons). This was 
due to the generation of captured process wastewater and its appropriate disposal at our Yauco site. The vol-
ume of waste classified as hazardous under local legislation increased by 11.1% to 3,593 tons (previous year: 
3,235 tons). Hazardous waste is primarily generated in membrane production due to the use of solvents. The 
total waste recycling rate stood at 28.8%, and therefore decreased due to the overall increase in the volume of 
waste (previous year: 44.2%).  
The Group continued its initiative to reduce the use of plastics in fiscal 2022, along with various projects fo-
cused on reducing packaging waste, recycling production waste, and product end-of-life strategies. Plastic 
waste increased by 1.3% to 2.113 t (previous year: 2.087 t). At the same time, the plastic recycling rate increased 
by 0.8 percentage points to 75.4% (previous year: 74.5%).

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Indicators Waste Generation 
  
FY 2022
FY 20211
Total waste generation in t2, 3 
18,581
11,295
Hazardous waste in t4 
3,593
3,235
Recycled hazardous waste in t4, 5 
456
527
Non-hazardous waste in t 
14,988
8,060
Recycled non-hazardous waste in t5 
4,894
4,464
Total waste recycling quota in % 
28.8
44.2
1 The data for fiscal 2021 was taken from the 2021 Non-financial Statement. 
2 Preparation of the indicator based on the GRI Standards. 
3 Based on data reported by production sites and some administrative sites; excluding companies newly acquired in the reporting 
year.  
4 Waste is classified as hazardous in accordance with the respective local legislation.  
5 Waste recycling is defined as the processing of products, components, and materials for reuse.  
Indicators plastic waste 
  
FY 2022
FY 20211
Plastic waste in t2 
2,113
2,087
Recycled plastic waste in t2 
1,593
1,555
Plastic recycling quota in %2 
75.4
74.5
1 The data for fiscal 2021 was taken from the 2021 Non-financial Statement, and the quantity of recycled plastic waste and plastic 
waste recycling rate were calculated and added retroactively.  
2 Based on data reported by production sites and some administrative sites; excluding companies newly acquired in the reporting 
year.  
Water and Wastewater 
Ambition 
At Sartorius, water is primarily used in the Bioprocess Solutions Division for membrane production and modi-
fication. The manufacturing processes for membranes and membrane products are optimized to minimize the 
use of rinsing water. Organic solvents are processed and for the most part, recycled. The goal is to ensure com-
pliance with applicable regulations during the use and handling of hazardous materials. The company aims to 
avoid the use of critical substances when developing new products.  
Concept and Due Diligence Processes  
Distillation plants have been installed at the relevant consumption sites, such as Göttingen and Yauco, and are 
intended to ensure an almost closed solvent cycle. In addition, the Yauco and Bangalore sites have a cistern 
system that harnesses collected rainwater for various applications. 
The company monitors its use of hazardous substances, for example on the basis of the REACH candidate list 
and comparable other lists of substances.  
The Environment, Health, and Safety (EHS) Department is responsible for managing the use of water and haz-
ardous substances throughout the Group. EHS managers at the sites are responsible for local environmental 
management. Within the framework of the local environmental management systems, the company evaluates 
environmental aspects such as water and wastewater loads, and initiates and follows up on improvement 
measures.

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Results of the Concept 
As of December 31, the degree of coverage with certified environmental management systems in accordance 
with ISO 14001, measured against the number of employees, stood at 53.6% (previous year: n.a.).  
Water withdrawals for fiscal 2022 totaled 701,568 m3 (previous year: 692,672 m3). Of this total, the majority, 
95.9% (previous year: 95.7%), came from public water supplies and 67.6% from areas suffering from water stress 
(previous year: 69.7%).  
Indicators Water and Waste Water 
  
FY 2022
FY 20211
Total water withdrawal in m3 2, 3 
701,568
692,672
Third-party water in m3 
672,630
663,156
Ground water in m3 
19,119
18,979
Surface water m3 
9,820
10,536
Total water withdrawal from water stress areas in %4 
67.6
69.7
Certified management systems according to ISO 14001  
- Employee coverage as of 31.12. in % 
53.6
n.a.
1 The data for fiscal 2021 was taken from the 2021 Non-financial Statement. 
2 Preparation of indicator based on the GRI Standards. 
3 Based on data reported by production sites and some administrative sites; excluding companies newly acquired in the reporting 
year.  
4 Water withdrawals from areas under water stress are defined as those from areas where the level of water stress has been classified 
as “high” (40 – 80%) or “very high” (>80%) according to the Aqueduct Water Risk Atlas published by the World Resources Institute 
(WRI).  
Social Responsibility 
Ambition 
In light of the Group’s intention to continue growing, recruiting new employees and retaining existing ones is 
a strategic priority for Sartorius. To this end, creating an attractive, fair, and safe working environment is key. As 
a signatory to the UN Global Compact, the Group is also committed to respecting fundamental human rights 
within its own sphere of influence. 
Concept and Due Diligence Processes  
Human Rights and Labor Standards 
The Group has made a policy statement on respect for human rights and a position statement on labor and 
social standards and occupational health and safety available to all employees worldwide on the intranet. Sar-
torius is committed to upholding human rights and labor standards that include the UN Guiding Principles on 
Business and Human Rights, the International Bill of Human Rights, in particular the Universal Declaration of 
Human Rights, the UN International Covenant on Civil and Political Rights and the UN International Covenant 
on Economic, Social and Cultural Rights, the International Labor Organization (ILO) Declaration on Funda-
mental Principles and Rights at Work, and the OECD Guidelines for Multinational Enterprises. The Sartorius 
Code of Conduct sets binding minimum standards for law-abiding and ethical conduct throughout the Group, 
which also include binding labor standards.  
These labor standards are overseen by various functions at different levels at Sartorius. For example, the Envi-
ronment, Health, and Safety (EHS) Department coordinates the global concepts in the field of occupational 
health and safety. Individual sites have also introduced specific management systems in accordance with ISO 
45001.

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The company monitors compliance with the provisions of the Code as part of its compliance management 
system, for example through regular audits by the Group Auditing Department. Once a year, a report is sub-
mitted to the responsible Supervisory Board committee or, if this committee does not include employee rep-
resentatives, to the local employee representative body. Further information on the compliance management 
system can be found in the corporate governance statement on page 101 et seq. of this annual report. 
In addition, a centralized process for assessing the sustainability of the sites was introduced in fiscal 2022 that 
is also used to review compliance with the human rights requirements set out in the Sartorius Code of Con-
duct. For this purpose, the sites are externally audited by an accredited organization in accordance with Phar-
maceutical Supply Chain Initiative (PSCI) standards. The PSCI has established itself as an initiative in the phar-
maceutical industry to promote sustainability throughout the value chain. In a rolling process, a defined num-
ber of sites selected on the basis of risk are reviewed each year.  
Employees also have the ability to report human rights and labor standards violations at any time to the ap-
propriate manager, employee representatives, compliance officer, or via the compliance or whistleblower hot-
line.  
Diversity  
As a signatory to the Diversity Charter, Sartorius is committed to promoting workforce diversity beyond these 
basic labor standards and has established company-wide networks to this end, such as an LGBTQ Alliance and 
the Sartorius Business Women Association (SBWA) to achieve gender parity in management positions.  
Employability 
Furthermore, Sartorius is committed to promoting its employees’ ongoing personal and professional develop-
ment and has also enshrined this in its management guidelines.  
Annual performance reviews between employees and their managers provide a forum for discussing perfor-
mance, targets, and individual development opportunities. Various training opportunities exist throughout the 
Group, such as self-learning opportunities, targeted management development and mentoring programs, 
and also opportunities to work abroad.  
Satisfaction  
Within the framework of a global employee survey conducted twice a year, the Group regularly determines its 
employees’ overall opinion of the company and its leadership culture, the workplace, and job satisfaction in 
general, for example.  
In fiscal 2022, the employee net promoter score, which measures the extent to which employees would rec-
ommend Sartorius as an employer, was included as a target in the Executive Board’s and management’s short-
term variable compensation components. Sartorius has set itself the goal of achieving an average annual score 
of 35, which is considered good in HR circles. 
Results of the Concept 
In fiscal 2022, Sartorius had 15,942 employees, 15.3% more than in the previous year (13,832). Similar to the 
previous year, 38.9% of the workforce were women (previous year: 39.3%) and the majority of employees were 
between the ages of 30 and 49, accounting for 58.8% of the workforce (previous year: 57.2%). The average age 
and length of employment were almost unchanged from the previous year, at 39.2 years (previous year: 39.1 
years) and 6.6 years (previous year: 6.7 years), respectively. A total of 5.6% of employees worked part-time (pre-
vious year: 7.0%).

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In fiscal 2022, five external sustainability-related site audits were carried out in accordance with PSCI stand-
ards, which included an assessment of compliance with human rights. The percentage of employees covered 
by site audits stood at 38.5% (previous year: n.a.).  
Certified occupational safety management systems covered 6.9% of employees (previous year: n.a.). Across 
the Group, 5.8 work-related injuries occurred per million hours worked. The previous year’s figure was restated 
from 6.3 to 4.4 due to a significant internal reporting error by a Group company. This means that 31.8% more 
injuries occurred per million hours worked than in the previous year. Three work-related injuries with serious 
consequences were documented in fiscal 2022 (previous year: 0). These are defined as work-related injuries 
that cause, or are likely to cause, more than six months of lost time. Similar to the previous year, none of the 
work-related injuries were fatal (previous year: 0).  
A total of 232,699 training hours (previous year: 167,600 hours) was invested. This is equivalent to an average 
of 14.8 training hours per employee (previous year: 12.2 hours). 
The fluctuation rate increased to 9.2% (previous year: 8.4%) and new hires rate decreased to 22.9% (previous 
year: 31.7%). 
The employee net promoter score for the year stood at 29.2 on average, an increase over the previous year 
(previous year: 27.4). The score therefore is trending towards the defined target of 35. This was also due to the 
implementation of measures at the team level which employees had indicated were necessary in the survey.

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Indicators Social Responsibility  
  
FY 2022
FY 20211
Total employees as of 31.12. 
15,942
13,832
Women in % 
38.9
39.3
Age group ≤ 29 years in % 
20.8
22.2
Age group 30 - 49 years in % 
58.8
57.2
Age group ≥ 50 years in % 
20.4
20.6
Part-time in % 
5.6
7.0
Average age 
39.2
39.1
Women in management positions in %  
32.9
32.2
Average years of tenure as of 31.12. 
6.6
6.7
Women 
6.1
6.2
Men  
6.8
7.0
≤ 4 years in % 
61.1
59.0
5 -14 years in % 
25.5
27.0
≥ 15 years in % 
13.4
14.0
External sustainability-related site audits (PSCI audits) 
5
n.a.
Employee coverage in % 
38.5
n.a.
Certified management systems according to ISO 45001  
- Employee coverage as of 31.12. in % 
6.9
n.a.
Work-related injuries 2, 3, 4 
159
104 5
Work-related injuries per million hours worked, 2, 3, 4 
5.8
4.4 5 
Work-related injuries with a serious outcome 2, 3, 4, 6 
3
0
Fatal work-related injuries 2, 3, 4 
0
0
Total training hours4 
232,699
167,600
Total average training hours per employee4 
14.8
12.2
Women4 
15.2
12.5
Men4 
14.5
12.1
Total fluctuation rate in % 
9.2
8.4
Women  
10.1
9.6
Men 
8.5
7.6
Age group ≤ 29 years in % 
13.3
13.3
Age group 30 - 49 years in % 
7.8
6.7
Age group ≥ 50 years in % 
8.9
7.9
Total new hires rate in % 
22.9
31.7
Women  
24.2
33.4
Men 
22.1
30.5
Age group ≤ 29 years in % 
44.2
65.2
Age group 30 - 49 years in % 
20.1
25.5
Age group ≥ 50 years in % 
9.4
12.7
Employee Net Promoter Score 
29.2
27.4
1 The data for fiscal 2021 was taken from the 2021 Non-financial Statement. This does not apply to total employees broken down by 
age group, average age, and women in management positions, and employee net promoter score. This data was calculated and 
added retroactively.  
2 Preparation of indicator based on the GRI Standards. 
3 This figure includes all work-related injuries that go beyond requiring basic first aid, i.e., requiring a visit to the doctor; it does not 
include commuting injuries; it does not include work-related injuries of trainees, interns, and contingent workers. 
4 Excluding the companies newly acquired in the reporting year.  
5 Due to a significant reporting error by a Group company, the data for fiscal 2021 has been restated. Fewer work-related injuries oc-
curred than previously reported. 
6 Serious work-related injuries are those that have caused or will cause 6 months of lost time.

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Corporate Governance 
Ambition 
Corporate governance aligned with the interests of stakeholders, lawful and responsible conduct, and con-
structive collaboration between the managerial bodies and within the company in a spirit of mutual trust con-
stitute the essential cornerstones of Sartorius’ corporate culture.  
Concept and Due Diligence Processes  
Corporate governance is based on the requirements defined in the German Corporate Governance Code. 
The corporate governance statement and declaration of compliance can be found in the annual report. 
Through its global compliance management system, Sartorius aims to ensure that the members of its individ-
ual boards, executives, and employees comply with all legal regulations and codes and perform their activities 
in accordance with the company’s internal guidelines. The basic principles of the compliance management 
system, which, in essence, is based on Sartorius’ global Code of Conduct, are also explained in the corporate 
governance statement.  
The issue of anti-corruption is also a central component of the compliance management system. The related 
requirements employees must comply with are laid out in a dedicated Anti-Corruption Code, and employees 
regularly receive training focused specifically on the contents of the Code.  
Results of the Concept 
In fiscal 2022, 11,883 employees (previous year: 9,143 employees) completed the Code of Conduct training 
and 12,154 employees (previous year: 9,341 employees) completed the Anti-Corruption Code training. This 
represents 75.6% and 77.4% of the total employees, respectively.  
Indicators Corporate Governance 
  
FY 2022
FY 20211
Employees who completed training on Code of Conduct2 
11,883
9,143
Employee coverage in %2 
75.6
66.8
Employees who completed training on anti-corruption code2 
12,154
9,341
Employee coverage in %2 
77.4
68.2
1 The data for fiscal 2021 was taken from the 2021 Non-financial Statement. This does not apply to the employee coverage rate. This 
was calculated and added retroactively.  
2 Excluding the companies newly acquired in the reporting year.

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Sustainability in the Supply Chain 
Ambition 
With roughly 8,000 suppliers from more than 40 countries and a purchasing volume equivalent to more than 
40% of turnover, Sartorius’ supply chain plays a significant role in the company’s sustainability transformation. 
For this reason, the Group expects suppliers and their suppliers to comply with sustainability standards and to 
promote sustainability.  
Concept and Due Diligence Processes  
Our fundamental sustainability requirements were laid out in our Code of Conduct for Business Partners, 
which was updated in September 2022 with respect to some human rights issues in the context of the imple-
mentation of Germany’s Supply Chain Due Diligence Act (LkSG) and published in a new version.  
This Code of Conduct has been binding for new suppliers since 2019. Both new and existing suppliers are re-
quired to sign the updated Code of Conduct.  
In fiscal 2022, Sartorius introduced a standardized, multi-stage process to assess supplier sustainability. This is 
based on internal and external information and requires corrective measures to be taken in the event of non-
compliance. In order to discuss the results, the Bioprocess Solutions Division has already set up a risk commit-
tee in the current fiscal year, and the results are reported to this committee on a regular basis.  
The new supplier evaluation process involves reviewing compliance with sustainability requirements using 
self-assessments based on standardized questionnaires via recognized sustainability platforms. For selected 
suppliers, Sartorius engages independent on-site sustainability audits by external third parties. Furthermore, 
sustainability aspects are also part of the on-site quality audits conducted by Sartorius itself. 
The sourcing departments are responsible for ensuring that suppliers are bound by the Code of Conduct and 
for verifying compliance with the requirements. The quality departments are responsible for carrying out the 
quality audits.  
In addition, Sartorius maintains a continuous dialogue with suppliers to promote their commitment to sustain-
ability issues. 
Results of the Concept 
In November 2022, the Bioprocess Solutions Division held a workshop with more than 50 selected, interna-
tional suppliers at its main site in Göttingen to discuss, among other issues, the topics of climate change miti-
gation and the implementation of Germany’s Supply Chain Due Diligence Act (LkSG) and thereby make fur-
ther progress in these areas.  
As of December 31, 2022, 441 suppliers had signed the updated 2022 Code of Conduct for Business Partners 
(previous year: n.a.). This means that suppliers that have signed the 2022 Code of Conduct account for 12% of 
Sartorius’ total purchasing volume (previous year: n.a.). In addition, the company has received a total of 654 
valid sustainability-related supplier self-assessments (previous year: 110). This means that suppliers that have 
submitted a self-assessment account for 49% of Sartorius’ total purchasing volume (previous year: n.a.). Fur-
thermore, the company carried out 125 of its own quality-related supplier audits that included sustainability 
aspects (previous year: 107). External sustainability audits have not yet been carried out at any suppliers’ sites, 
as the process was newly introduced in fiscal 2022.  
The Bioprocess Solutions Division already completed the sustainability assessment for strategic suppliers in 
fiscal 2022. The company has since analyzed the results and, on this basis, defined corrective measures that 
are currently being implemented. In addition, Sartorius has begun the assessment of its nonstrategic suppliers.

Sartorius
Group Management Report    Non-financial Group Statement
101
 
 
 
 
Indicators Supply Chain 
  
FY 2022
FY 20211
Suppliers having signed the Code of Conduct for Business Partners 2022 
441
n.a.
Coverage purchasing volume in % 
12
n.a.
Sustainability-related supplier self-assessments as of 31.12.2 
654
110
Coverage purchasing volume in %2 
49
n.a.
External sustainability-related supplier audits 
0
n.a.
Coverage purchasing volume in % 
0
n.a.
Own quality-related supplier audits, which include sustainability aspects 
125
107
1 The data for fiscal 2021 was taken from the 2021 Non-financial Statement.  
2 Includes the available sustainability-related self-assessments via recognized sustainability platforms which, according to the plat-
form, are valid as of the reporting date or whose validity date is not older than two years.  
 
Disclosures Pursuant to the EU Taxonomy Regulation  
The EU taxonomy is a classification system for determining environmentally sustainable economic activities in 
the real economy, combined with specific disclosure requirements for companies.  
These relate to taxonomy-eligible and taxonomy-aligned turnover, capital expenditures, and operating ex-
penditures with respect to the EU’s six environmental objectives: climate change mitigation, climate change 
adaptation, the sustainable use and protection of water and marine resources, the transition to a circular econ-
omy, pollution prevention and control, and the protection and restoration of biodiversity and ecosystems. 
In accordance with the simplified procedure granted by the EU Commission, the disclosure requirement for 
fiscal 2021 was initially limited to taxonomy-eligible turnover, capital expenditures, and operating expenditures 
for the environmental objectives of climate change mitigation and climate change adaptation. In this context, 
the economic activities described in the Delegated Acts are considered to be taxonomy-eligible, as they make 
a substantial contribution to the achievement of the EU’s environmental objectives. Companies are required 
to disclose taxonomy-aligned turnover, capital expenditures, and operating expenditures for the first time for 
fiscal year 2022. Economic activities that meet the technical screening criteria and the minimum safeguards 
criteria are considered to be taxonomy-aligned.  
The following disclosures constitute the mandatory disclosures required of the Sartorius Group in accordance 
Article 8 of the EU Taxonomy Regulation 2020/852 for fiscal 2022.  
Special Notes on Reporting  
Legal Framework  
Preparation of the required disclosures was fundamentally associated with uncertainties for Sartorius, in par-
ticular because a number of unanswered questions currently still exist regarding the definition of taxonomy-
eligible economic activities, the interpretation of the technical screening criteria and the minimum safeguard 
criteria, which have not yet been conclusively answered by the EU Commission. The company has taken infor-
mation into account that was available through January 31, 2023.

Sartorius
Group Management Report    Non-financial Group Statement
102
 
 
 
 
Materiality approach 
Capital expenditures and operating expenditures were disclosed on the basis of materiality thresholds. Eco-
nomic activities that accounted for less than 1% of total taxonomy-eligible capital expenditures and operating 
expenditures were qualitatively assessed in terms of their significance for Sartorius. Amounts classified as im-
material have been reported as not taxonomy-eligible and therefore were not subject to further assessment 
for taxonomy alignment. This applies to capital expenditures and operating expenditures related to activities 
4.1 “Electricity generation using solar photovoltaic technology”, 7.4 “Installation, maintenance and repair of 
charging stations for electric vehicles in buildings (and parking spaces attached to buildings)”, and 8.1 “Data 
processing, hosting and related activities”.  
Since Sartorius did not recognize any capital expenditures and only immaterial operating expenditures related 
to fossil gas in fiscal 2022 for the economic activities described in EU Commission Delegated Regulation 
2022/1214 and in Annex XII, the reporting pursuant to Annex XII of EU Commission Delegated Regulation 
2021/2178 does not apply. 
Procedure for Determining Taxonomy Alignment (“Compliance Assessment”) 
 
Sartorius used a three-step process to determine which turnover, capital expenditures, and operating expend-
itures were taxonomy-aligned:  
 Determination of Basically Taxonomy-Eligible Economic Activities: The process of determin-
ing the Group’s economic activities that are basically taxonomy-eligible was carried out sepa-
rately for the breakdown of turnover as well as capital expenditures and operating expenditures. 
The results are each described in the following sections on taxonomy-aligned turnover, capital 
expenditures, and operating expenditures, respectively. 
 Assessment of Compliance with the Technical Screening Criteria: Compliance with the tech-
nical screening criteria, which include assessing whether the contribution to an EU environmental 
objective is substantial (“Substantial contribution” – SC) and whether the other EU environmental 
objectives are not significantly harmed (“Do no significant harm” – DNSH), was determined by 
means of a survey of the relevant Group companies. The results are described in each of the fol-
lowing sections. With respect to the EU environmental objective “adaptation to climate change”, 
the company’s economic activities were generally not found to make a significant contribution.  
 Assessment of Compliance with the Minimum Safeguards: Sartorius assessed and determined 
compliance with the minimum safeguards criteria based on the recommendations contained in 
the Final Report on Minimum Safeguards published by the European Platform on Sustainable 
Finance in October 2022 for the following four topics as follows:  
Taxes: In this regard, the Group particularly refers to the existing Group-wide risk management 
system, which is described in the “Risk and Opportunities” section in the Annual Report. Re-
sponsibility for tax compliance generally lies with the local management of the individual Group 
companies. These are supported by both local tax consulting firms and the central Group Tax 
Department. A system of various measures, such as monitoring local regulations (filing dead-
lines, tax rates, etc.) and tax risks, ensures that information is collected within the Group and re-
ported to the Executive Board accordingly.  
Corruption and Bribery: In this regard, the Group to refers to the existing Group-wide compli-
ance management system, which is described in the “Corporate Governance Report” section of 
this Annual Report starting on page 102 et seq.

Sartorius
Group Management Report    Non-financial Group Statement
103
 
 
 
 
Fair Competition: In this regard, the Group would like to refer to the existing Group-wide com-
pliance management system, which is described in the “Corporate Governance Report” section 
of the Annual Report. 
Human Rights: With respect to the required human rights due diligence system in accordance 
with the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for 
Multinational Enterprises, the Group refers to the existing measures for its own sites and direct 
and indirect suppliers described in this Non-financial Statement, which can be found in the “So-
cial Responsibility” and “Sustainability in the Supply Chain” sections, respectively. Sartorius’ hu-
man rights due diligence system does not extend to customer relationships, as the Group has 
not identified any relevant areas of risk stemming from Sartorius’ products and services. Since 
the taxonomy-aligned capital expenditures and operating expenditures reported below for fis-
cal 2022 relate to Germany, Sartorius has assessed and determined the effectiveness of the sys-
tem exclusively within this framework. 
Avoiding Double Counting  
Sartorius currently allocates the amounts listed below exclusively to the environmental objective of climate 
change mitigation. Furthermore, the individual economic activities reported for capital expenditures and op-
erating expenditures are not interrelated. This approach eliminates double counting.

Sartorius
Group Management Report    Non-financial Group Statement
104
 
 
 
 
Turnover from Taxonomy-Eligible and Taxonomy-Aligned Economic 
Activities 
The turnover pursuant to Section 1.1.1. of the Delegated Act on Article 8 of the EU Taxonomy Regulation cor-
responds to the figure reported on the Statement of Profit or Loss for the fiscal year in question on p. 168 of 
this Annual Report, which was determined on the basis of the International Financial Reporting Standards 
(IFRS) applicable to the consolidated financial statements.  
In fiscal 2022, the Sartorius Group did not generate any turnover from the economic activities specified in the 
Delegated Acts for climate change mitigation and climate change adaptation. So far, the legislation only ad-
dresses particularly relevant economic activities for the achievement of the environmental objectives in the 
field of climate change mitigation and climate change adaptation, meaning that only a limited range of indus-
tries is covered. As a result, Sartorius does not have any taxonomy-eligible economic activities for which it 
would currently have been possible to assess compliance with the technical screening criteria.  
Accordingly, taxonomy-aligned turnover accounted for 0% of total consolidated turnover in fiscal 2022 (pre-
vious year: n.a.).  
  
 
 
 
SC1
DNSH2 
 
Taxonomy-
aligned pro-
portion of 
turnover 
 
Economic activities 
NACE code 
Turnover 
Proportion of 
turnover  
Climate pro-
tection 
Climate pro-
tection 
Climate ad-
aptation  
Water pro-
tection  
Pollution 
Circularity  
Biodiversity 
Minimum 
safeguards 
FY 2022 
FY 2021 
Category  
  
 
€ in 
million
in %
in %
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
in %
in %
E/T3
A. Taxonomy-eligible economic activities  
A.1. Environmentally sustainable activities (taxonomy-aligned) 
Turnover of environmentally 
sustainable activities (taxon-
omy-aligned) (A.1.) 
n.a.
0
0
0
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
0
n.a.
n.a.
A.2. Taxonomy-eligible, but not environmentally sustainable activities (not taxonomy-aligned activities) 
Turnover of taxonomy-eligible, 
but not environmentally sus-
tainable activities (not taxon-
omy-aligned activities) (A.2) 
n.a.
0
0
Total (A.1. + A.2.) 
n.a.
0
0
B. Taxonomy-non-eligible economic activities 
Turnover of taxonomy-non-eli-
gible activities (B) 
n.a. 4,174.7
100
 
 
 
 
 
 
 
 
 
 
 
Total (A + B) 
n.a. 4,174.7
100
 
 
 
 
 
 
 
 
 
 
 
1 SC stands for “substantial contribution” 
2 DNSH stands for “do no significant harm” 
3 E stands for “enabling”; T stands for “transitional”

Sartorius
Group Management Report    Non-financial Group Statement
105
 
 
 
 
Capital Expenditures for Taxonomy-Eligible and Taxonomy-Aligned 
Economic Activities  
Capital expenditures in accordance with Section 1.1.2. of the Delegated Act on Article 8 of the EU Taxonomy 
Regulation consisted of gross additions to tangible and intangible fixed assets in the reporting year, including 
additions from business acquisitions. In this context, goodwill is not taken into account. Capital expenditures 
were measured on the basis of the International Financial Reporting Standards (IFRS) applicable to the con-
solidated financial statements. Capital expenditures correspond to the sum of the amounts recognized in the 
notes to the consolidated financial statements from investments and additions from acquisitions, in the sec-
tions “15. Other intangible assets”, “16. Property, plant and equipment”, and “17. Leases”. 
The analysis of these capital expenditures revealed that the Sartorius Group incurs such expenditures that re-
late to the purchase of products or services (letter c under Section 1.1.2.2 of the Delegated Act on Article 8 of 
the EU Taxonomy Regulation) from the following taxonomy-eligible economic activities: 
 Activity 6.5: Transport by motorbikes, passenger cars and light commercial vehicles 
 Activity 7.7: Acquisition and ownership of buildings 
Sartorius’ assessment of compliance with the technical screening criteria for these taxonomy-eligible eco-
nomic activities resulted in the conclusion that the taxonomy-eligible amounts for Activity 6.5 cannot be des-
ignated as taxonomy-aligned due to a lack of information supporting compliance with the DNSH criteria for 
the EU environmental objective “pollution prevention and control.” Capital expenditures on vehicles already 
include numerous e-cars. This means that the company has met key EU taxonomy criteria, for example with 
regard to CO2 emissions. Sartorius could not, however, provide full evidence that other requirements, includ-
ing the mandatory EU tire labels, had been met. 
With respect to Activity 7.7, compliance with the technical screening criteria could only be determined for the 
company’s buildings in Germany. This assessment was carried out on the basis of existing and planned certifi-
cations by the German Sustainable Building Council (DGNB) and energy performance certificates, among 
other data. Sartorius was able to successfully evaluate the SC and DNSH criteria for most of the buildings in 
Germany. 
As such, taxonomy-aligned capital expenditures accounted for 13% of all capital expenditures in fiscal 2022 
(previous year: n.a.).  
100% of the company’s capital expenditures consist of additions recognized in accordance with IAS 16, IAS 38, 
IAS 40, and IFRS 16.

Sartorius
Group Management Report    Non-financial Group Statement
106
 
 
 
 
  
 
 
 
SC1 
DNSH2 
  
Taxonomy-
aligned pro-
portion of 
capital ex-
penditures 
 
Economic activities 
NACE code 
Capital ex-
penditures 
Proportion of 
capital ex-
penditures 
Climate pro-
tection 
Climate pro-
tection 
Climate ad-
aptation  
Water pro-
tection  
Pollution 
Circularity  
Biodiversity 
Minimum 
safeguards 
FY 2022 
FY 2021 
Category  
  
 
€ in 
million 
in %
in %
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
in %
in %
E/T3
A. Taxonomy-eligible economic activities  
A.1. Environmentally sustainable activities (taxonomy-aligned) 
7.7. Acquisition and ownership 
of buildings 
n.a.
110.5
13
100
Ja
Ja
Ja
Ja
Ja
Ja
Ja
13
n.a.
E
Capital expenditures of envi-
ronmentally sustainable activi-
ties (taxonomy-aligned) (A.1.) 
n.a.
110.5
13
100
 
 
 
 
 
 
 
13
n.a.
 
A.2. Taxonomy-eligible, but not environmentally sustainable activities (not taxonomy-aligned activities) 
6.5. Transport by motorbikes, 
passenger cars and light com-
mercial vehicles 
n.a.
7.8
1
 
 
 
 
 
 
 
 
 
7.7. Acquisition and ownership 
of buildings 
n.a.
180.2
21
 
 
 
 
 
 
 
 
 
 
Capital expenditures for taxon-
omy-eligible, but not environ-
mentally sustainable activities 
(not taxonomy-aligned activi-
ties) (A.2) 
n.a.
188.0
22
 
 
 
 
 
 
 
 
 
 
Total (A.1. + A.2.) 
n.a.
298.5
344
 
 
 
 
 
 
 
 
 
 
B. Taxonomy-non-eligible economic activities 
Capital expenditures for taxon-
omy-non-eligible activities (B) 
 
569.6
66
 
 
 
 
 
 
 
 
 
 
 
Total (A + B) 
 
868.1
100
 
 
 
 
 
 
 
 
 
 
 
1 SC stands for “substantial contribution” 
2 DNSH stands for “do no significant harm” 
3 E stands for “enabling”; T stands for “transitional” 
4 Figure rounded down due to mathematical constraints

Sartorius
Group Management Report    Non-financial Group Statement
107
 
 
 
 
Operating expenditures for Taxonomy-Eligible and Taxonomy-Aligned 
Economic Activities 
Operating expenditures as defined in Section 1.1.3. of the Delegated Act on Article 8 of the EU Taxonomy 
Regulation include all direct, non-capitalized costs associated with research and development, renovation 
measures, short-term leases, and maintenance and repair. 
The analysis of these operating expenditures revealed that the Sartorius Group incurs such expenses that 
relate to the purchase of products or services (letter c under Section 1.1.3.2 of the Delegated Act on Article 8 
of the EU Taxonomy Regulation) from the following taxonomy-eligible economic activities: 
 Activity 6.5: Transport by motorbikes, passenger cars and light commercial vehicles 
 Activity 7.7: Acquisition and ownership of buildings 
The associated operating expenditures were allocated based on the capital expenditures determined to be 
taxonomy-aligned. At Sartorius, this only includes the costs associated with renovating and maintaining build-
ings. 
As such, taxonomy-aligned operating expenditures accounted for 1% of all operating expenditures in fiscal 
2022 (previous year: n.a.).

Sartorius
Group Management Report    Non-financial Group Statement
108
 
 
 
 
  
 
 
 
SC1 
DNSH2 
  
Taxonomy-
aligned pro-
portion of 
operating ex-
penditures 
 
Economic activities 
NACE code 
Operational 
expenditures 
Proportion of 
operating ex-
penditures 
Climate pro-
tection 
Climate pro-
tection 
Climate ad-
aptation  
Water pro-
tection  
Pollution 
Circularity  
Biodiversity 
Minimum 
safeguards 
FY 2022 
FY 2021 
Category  
  
 
€ in 
million 
in %
in %
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
in %
in %
E/T3
A. Taxonomy-eligible economic activities  
A.1. Environmentally sustainable activities (taxonomy-aligned) 
7.7. Acquisition and ownership 
of buildings 
n.a.
2.1
1
100
Ja
Ja
Ja
Ja
Ja
Ja
Ja
1
n.a.
E
Operating expenditures of en-
vironmentally sustainable ac-
tivities (taxonomy-aligned) 
(A.1.) 
n.a.
2.1
1
100
 
 
 
 
 
 
 
1
n.a.
 
A.2. Taxonomy-eligible, but not environmentally sustainable activities (not taxonomy-aligned activities) 
6.5. Transport by motorbikes, 
passenger cars and light com-
mercial vehicles 
n.a.
3.4
2
 
 
 
 
 
 
 
 
 
7.7. Acquisition and ownership 
of buildings 
n.a.
27.5
16
 
 
 
 
 
 
 
 
 
 
Operating expenditures for 
taxonomy-eligible, but not en-
vironmentally sustainable ac-
tivities (not taxonomy-aligned 
activities) (A.2) 
n.a.
30.9
18
 
 
 
 
 
 
 
 
 
 
 
Total (A.1. + A.2.) 
n.a.
33.0
19
 
 
 
 
 
 
 
 
 
 
 
B. Taxonomy-non-eligible economic activities 
Operating expenditures for 
taxonomy-non-eligible activi-
ties (B) 
 
141.3
81
 
 
 
 
 
 
 
 
 
 
 
Total (A + B) 
 
174.3
100
 
 
 
 
 
 
 
 
 
 
 
1 SC stands for “substantial contribution” 
2 DNSH stands for “do no significant harm” 
3 E stands for “enabling”; T stands for “transitional”

Sartorius
Group Management Report    Non-financial Group Statement
109
 
 
 
 
Notes on the Calculation of GHG Emissions 
Applied Standards 
GHG emissions are accounted for and reported based on the mandatory disclosures set out in the GHG Pro-
tocol’s 2004 Corporate Accounting and Reporting Standard and 2011 Corporate Value Chain (Scope 3) Ac-
counting and Reporting Standard. Operational control was selected as the consolidation approach.  
Data Concepts  
Accounting of Scope 1 and 2 GHG emissions and Scope 3 categories in the upstream value chain is carried out 
on the basis of calculations. Accounting of Scope 3 categories in the downstream value chain is carried out on 
the basis of models that include a number of assumptions and estimates. The company’s own data was used 
for most of these calculations and models. Accounting for the GHG categories “Upstream transportation and 
distribution” and “Downstream transportation and distribution” was based on data reported by carriers. The 
data concepts used for fiscal 2022 accounting are described in more detail below for each GHG category.  
Scope 1  
Fuel consumption and fugitive emissions for solvents and refrigerants were multiplied by a specific emission 
factor. 
Scope 2 
The consumption of electricity, heating, and cooling was multiplied by a specific emission factor. 
Scope 3 
 Category 1: “Purchased goods and services” 
The weight or grouped operating expenditures for purchased goods and services was multi-
plied by a specific emission factor.  
The “Adjusted gross GHG intensity per euro of net turnover – market-based calculation” (also 
referred to as “CO2 emission intensity,” see “Climate” section), accounts for instead of the pur-
chased goods and services in the GHG category “Purchased goods and services”, only for the 
goods and services actually consumed for the manufacture of Sartorius’ products and services 
sold during the fiscal year This means that the data has been adjusted for warehouse invento-
ries.  
 Category 2: “Capital goods” 
The grouped capital expenditures for goods and services were multiplied by a specific emis-
sion factor.

Sartorius
Group Management Report    Non-financial Group Statement
110
 
 
 
 
 Category 3: “Fuel- and energy-related activities (not included in Scope 1 and 2)” 
The fuel and energy consumption used to calculate Scope 1 and 2 GHG emissions was each 
multiplied by specific emission factors.  
 Category 4: “Upstream transportation and distribution” 
GHG emissions reported by the largest carriers were accounted for and logistics expenditures 
not covered by this method were multiplied by an average spend-based emission factor.  
 Category 5: “Waste generated in operations” 
The amount of waste generated was multiplied by emission factors specific to each material 
and method of disposal.  
 Category 6: “Business travel” 
The recorded train, airplane, and rental car routes as well as the number of nights spent in ho-
tels were each multiplied by specific emission factors. Routes and nights spent in hotels that 
were not recorded were estimated in each case and also multiplied by a specific emission fac-
tor.  
 Category 7: “Employee commuting” 
The average distance employees commuted per day was extrapolated based on the number of 
employees and scaled using on-site attendance days and estimated work weeks, and the re-
sult was multiplied by emission factors specific to each method of transportation.  
 Category 8: “Upstream leased assets” 
No GHG emissions were accounted for in the category “Upstream leased assets” because en-
ergy consumption is fully controlled by Sartorius and the corresponding emissions are there-
fore already presented in Scope 1 and 2.  
 Category 9: “Downstream transportation and distribution” 
GHG emissions accounted for in the “Upstream transportation and distribution” category were 
multiplied by an estimated factor for the ratio of paid to unpaid transportation activities to cus-
tomers in a warehouse selected based on data availability.  
 Category 10: “Processing of sold products” 
In accordance with the GHG Protocol, this category is reported with zero GHG emissions be-
cause Sartorius cannot currently account for it appropriately due to the wide range of options 
available for further processing the Group’s products, each of which has its own specific GHG 
profile, and because, according to one estimate, it is also not material to the Group’s overall 
GHG accounting.

Sartorius
Group Management Report    Non-financial Group Statement
111
 
 
 
 
 Category 11: “Use of sold products” 
Turnover generated with energy-consuming product groups was multiplied by specific energy 
factors determined on the basis of representative products. The resulting total energy con-
sumption of the products sold was multiplied by a global emission factor for electricity.  
 Category 12: “End-of-life treatment of sold products” 
Sartorius applied the global disposal method mix to the estimated weight of products sold (see 
the “What a waste 2.0” study, 2018 World Bank Report) and multiplied each by emission fac-
tors specific to the material and the disposal method.  
 Category 13: “Downstream leased assets” 
No GHG emissions were accounted for in the category “Downstream leased assets” because 
energy consumption is fully controlled by Sartorius and the corresponding emissions are 
therefore already presented in Scope 1 and 2.  
 Category 14: “Franchises” 
No GHG emissions were accounted for in the “Franchises” category because Sartorius does 
not currently distribute its products through franchises.  
 Category 15: “Investments” 
This category is reported with zero GHG emissions, as the most relevant shareholding from a 
GHG perspective has been classified as not material in the financial reporting for fiscal 2022, 
and the GHG emissions related to this shareholding have also been assessed as not material to 
the Group’s overall GHG accounting, according to an estimate. 
Emission Factors  
For GHG accounting, emission factors from Defra (version 10.0, 09/2021), Gabi (version 13.0, 12/2020), Eco-
metrica (version 2022), Ecoinvent (version 3.9, 2022), the EPA (US Environmental Protection Agency, version 
3.0, 12/2021), VfU (Verein für Umweltmanagement und Nachhaltigkeit in Finanzinstituten e. V., Version 
04/2016), the GHG Protocol/IEA (Version 15.0, 05/2021), and other factors such as self-calculated average 
factors were applied.  
Outlook 
Sartorius has set itself the goal of strategically managing GHG emissions. To this end, the company plans to 
further improve and refine its GHG accounting in the coming years. The factors for internal steering shall be 
better reflected in the current calculation approaches. For this purpose, Sartorius particularly intends to 
change the data collection concepts in the largest GHG categories for the upstream value chain, in particular 
the categories “Purchased goods and services” and “Upstream transportation and distribution,” from the 
spend-based calculation method to a impact-based calculation method. It is likely that GHG emissions are 
currently being overestimated using the spend-based method. This switch will therefore increasingly elimi-
nate the current uncertainties in the data.

Sartorius
Group Management Report    Remuneration Report
112
 
 
 
 
Remuneration Report 
1. Main Features of the Remuneration Policy for the 
Executive Board 
A. Main Features of the Remuneration Policy and Contribution Toward 
Promoting the Corporate Strategy and Long-Term Development of the 
Company 
The remuneration policy for the Executive Board was revised by the Supervisory Board and approved by the 
Annual General Meeting on March 25, 2022. It aims to remunerate the members of the Executive Board ap-
propriately in line with their tasks and responsibilities and to directly consider the performance of each mem-
ber of the Executive Board and the success of the company. For this reason, the remuneration policy includes 
both short-term and long-term variable remuneration components in addition to fixed remuneration compo-
nents.  
The company strategy seeks to achieve profitable growth and a sustained, long-term increase in the value of 
the company. This strategy is the basis from which the structure of the remuneration policy is derived for the 
Executive Board of Sartorius AG: The short-term variable remuneration depends on annual corporate targets 
that are aligned with key performance indicators for profitable growth of the company. Long-term remunera-
tion is based on corporate objectives that reflect the sustainable long-term growth of the Group and the long-
term performance of the share price, which directly mirrors the development of the company’s value. As a re-
sult, the company’s remuneration policy creates incentives to promote the long-term and positive sustainable 
development of the company. 
The policy for remuneration of the Executive Board members is designed to be simple, clear and understand-
able. It meets the requirements of the German Stock Corporation Law (“Aktiengesetz” abbreviated as “AktG”) 
as well as the recommendations of the German Corporate Governance Code (“GCGC”) with the exception of 
any divergences explained in the Declaration of Compliance with the Recommendations of the GCGC as 
amended from time to time. The existing divergences in the reporting year from the recommendations of the 
applicable GCGC in the area of remuneration are given below.

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Group Management Report    Remuneration Report
113
 
 
 
 
B. Details of the Remuneration Policy 
 
 
 
 
 
 
 
 
 
 
 
I. Remuneration Components 
1. Overview of the Individual Remuneration Components 
Remuneration consists of fixed and variable components. The fixed components are the fixed annual salary 
and fringe benefits. The variable performance-based components are comprised of short-term components 
with a one-year assessment basis and of long-term components with a multi-year assessment basis. In addi-
tion, there are pension commitments, which depend, among other things, on the amount of the own contri-
bution made by the respective Executive Board member in the form of deferred compensation for variable 
remuneration components, and which are therefore also variable. 
2. Fixed Remuneration Components 
a) Fixed Annual Remuneration 
Fixed annual remuneration is cash compensation related to a specific fiscal year, and is based in particular on 
the area of duties and responsibilities of the respective Executive Board member. This fixed annual remuner-
ation is paid in twelve monthly installments. 
b) Fringe Benefits 
Beyond the remuneration components stated above, the members of the Executive Board receive the follow-
ing fringe benefits: each member is entitled to use a company car that can also be utilized for private purposes 
and to be covered by accident insurance taken out in the respective Executive Board member’s name as a 
beneficiary. Moreover, for Executive Board members residing outside Germany – namely Rainer Lehmann and 
John Gerard Mackay in the 2022 reporting year – the costs for taking flights home and running two households 
as well as the costs associated with said activities are also paid by the company as fringe benefits.  
In addition, the company maintains a D&O insurance policy concluded for Executive Board members as ben-
eficiaries. The respective insurance premiums are not of a remunerative nature and are therefore not recog-
nized as salary expenses.

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3. Variable Performance-Based Remuneration Components 
a) Short-Term Variable Remuneration with a One-Year Assessment Basis 
In addition to the fixed remuneration components, all Executive Board members are entitled to receive short-
term variable remuneration with a one-year assessment basis. 
Target Parameters 
The short-term variable remuneration with a one-year assessment basis consists of four individual compo-
nents that relate to the subordinate financial targets of average sales revenue and order intake, underlying 
EBITDA, ratio of net debt to underlying EBITDA, and the employee net promoter score (ENPS), a measure of 
how likely employees would recommend Sartorius to others as an employer.  
These subordinate targets are key control elements for profitable growth as well as for a sustainable and long-
term increase in the value of the company and serve to implement the overarching strategic goals of the 
Group. 
Measurement of Target Achievement and Payment 
For each target parameter, the Supervisory Board has defined a formula that is used to calculate the amount 
to be paid out according to the degree of target achievement for the associated individual component. For 
each of these components, the Supervisory Board also sets (i) a minimum target to be achieved below which 
the amount that will be paid out is zero, and (ii) a maximum target to be achieved above which the amount that 
will be paid out will no longer increase. Therefore, the amount paid out for each subordinate target is capped 
at the maximum percentage of the individual target amount. This cap is currently 120% for all subordinate tar-
gets. 
For each of the individual components of short term variable remuneration with a one year assessment basis, 
the Supervisory Board sets a separate individual target amount for every Executive Board member before the 
beginning of a fiscal year. This target amount is used as the basis to determine the specific amount to be paid 
out according to the particular target achievement of the relevant subordinate target for the fiscal year in 
question. The targets are weighted for the individual Executive Board members according to their area of re-
sponsibility and relate to the divisions and/or to the Group, respectively.  
The Supervisory Board derives each target value of the subordinate financial targets from the approved annual 
budget for a respective fiscal year and determines the degree of target achievement by comparing it with the 
actual result reported in the company’s consolidated financial statements audited and approved for the re-
spective fiscal year. When it comes to the non-financial target parameters, the degree of target achievement 
is determined by comparing the target values set by the Supervisory Board with the respective actual results. 
The Supervisory Board may make adjustments to the actual figures to take account of non-recurring, excep-
tional circumstances or non-operating effects resulting, for example, from acquisitions or divestments during 
the year. 
Annual short-term variable remuneration is calculated for a fiscal year ended and paid in the following fiscal 
year.

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The subordinate targets within the short-term variable remuneration are weighted for the Executive Board 
members as follows: 
Subordinate Target 
Executive Board Chairman |  
Chief Financial Officer
Executive Board Members with Di-
vision Responsibility
Related to the Sartorius Group 
 
 
Average calculated from sales revenue | order intake 
40%
10%
Underlying EBITDA 
40%
10%
Ratio of net debt to underlying EBITDA 
10%
10%
Employee Net Promoter Score (ENPS) 
10%
3%
Related to the particular division 
 
Average calculated from sales revenue | order intake 
--
30%
Underlying EBITDA 
--
30%
Employee Net Promoter Score (ENPS) 
--
7%
 
Subordinate Target “Average of Sales Revenue | Order Intake” 
The subordinate target “Average of Sales Revenue | Order Intake” is a key performance indicator of growth and 
is derived from the budget for the Group or division, respectively. The minimum target achievement is 90% of 
the target amount, and this amount is capped at 104%. If 90% of the target amount is achieved, 50% of the 
associated individual target sum will be paid out; if the target is achieved at less than 90%, no payment is ren-
dered for this sub-target. If 104% of the target amount is achieved, an amount equal to 120% of the corre-
sponding individual target amount will be paid out; if the target is achieved in excess of this percentage, this 
will not further increase the amount to be paid out. Intermediate values are interpolated linearly. Target 
achievement is measured on the basis of actual sales and order intake in constant currencies, as reported in 
the company’s consolidated financial statements audited according to the defined audit focal points and ap-
proved, as well as adjusted for the amounts contributed by businesses acquired or divested during the respec-
tive reporting year to the extent that such businesses are not part of the target amount. 
Sales revenue | Order intake 
 
 
 
 
 
 
 
Due to the company’s performance in 2022, achievement of the subordinate target “Average of Sales Reve-
nue | Order Intake” differed between the Group and division level. At the Group level, target achievement 
stood at 90.18% of the target value, resulting in a payout rate of 50.9% for the Chairman of the Executive Board 
and the Chief Financial Officer. In the Bioprocess Solutions Division, target achievement stood at 87.49% of 
the target value, corresponding to a payout rate of 0%, and in the Lab Products & Services Division at 101.67%,

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corresponding to a payout rate of 108.4%, resulting in the corresponding payout to the respective board mem-
ber responsible for the division. 
Subordinate Target “Underlying EBITDA” 
The subordinate target “Underlying EBITDA” is a key indicator of the Group’s profitability, which can also be 
used to present the Group’s operating performance in a more comparable way internationally. Underlying 
EBITDA represents earnings before interest, taxes, depreciation, and amortization adjusted for extraordinary 
effects. The target is derived from the budget and is defined by the Supervisory Board for the Group or division, 
respectively. The minimum target achievement is 70% of the target amount, and this amount is capped at 
120%. The level of the bonus payment is linear to the level of target achievement; i.e., if 70% of the subordinate 
target is achieved, 70% of the related individual target amount will be paid out, or if 120% of the target is 
achieved, 120% of the related individual target amount will be paid out. If the target is achieved at less than 
70%, no payment will be made for this subordinate target. By contrast, if the target is achieved by 120% or 
more, this will not further increase the amount to be paid out. Target achievement is measured on the basis of 
the actual underlying EBITDA figure, as reported in the company’s consolidated financial statements audited 
according to the defined audit focal points and approved, as well as by taking into account current exchange 
rates. 
Underlying EBITDA 
 
 
 
 
 
 
 
In fiscal 2022, target achievement for the subordinate target "Underlying EBITDA" stood at 95.59% of the re-
spective target value for the Group as a whole, 94.14% for the Bioprocess Solutions Division and 104.12% for 
the Lab Products & Services Division, which translate into payout rates of 95.6% for the Group, 94.1% for the 
Bioprocess Solutions Division and 104.1% for the Lab Products & Services Division and are paid out to the mem-
bers of the Executive Board in accordance with the respective weighting of the subordinate targets.

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Subordinate Target "Ratio of Net Debt to Underlying EBITDA" 
The subordinate target “ratio of net debt to underlying EBITDA” is a key financial ratio regarding the Group’s 
debt financing capacity. This ratio is calculated as the quotient of net debt and underlying EBITDA. It is derived 
from the budget and is defined by the Supervisory Board for the Group. The level of the bonus paid lies be-
tween 50% and 120% of the respective subordinate target amount. If the target ratio is reached, the bonus 
level to be paid is 100%. If net debt to underlying EBITDA is above the target ratio, the bonus level will decrease 
proportionately down to 50% if the maximum amount defined by the Supervisory Board for the ratio of net 
debt to underlying EBITDA is reached. If the ratio exceeds this maximum amount, no bonus will be paid for this 
subordinate target. By contrast, if net debt to underlying EBITDA is below the target ratio, the bonus amount 
is capped at 120%, with the associated ratio of net debt to underlying EBITDA derived mathematically on a 
linear proportional basis from the maximum and target values for this ratio as defined by the Supervisory Board. 
Target achievement is measured on the basis of the actual ratio of net debt to underlying EBITDA in constant 
currencies, as reported in the company’s consolidated financial statements audited according to the defined 
audit focal points and approved, as well as adjusted for inflows and outflows entailed by strategic (capital) 
measures, such as acquisitions, provided that such inflows and outflows are not included in the target ratio. 
Ratio of Net Debt to Underlying EBITDA 
 
 
 
 
 
 
 
 
In fiscal 2022, target achievement for the subordinate target “Ratio of Net Debt to Underlying EBITDA” stood 
at 77.0%, resulting in a corresponding payout for this subordinate target. 
Subordinate Target “Employee Net Promoter Score (ENPS)” 
The subordinate target “Employee Net Promoter Score (ENPS)” refers to the non-financial component of em-
ployee satisfaction. The focus is on a high or competitive recommendation rate, which is currently polled twice 
a year within the scope of global employee surveys. The target is defined by the Supervisory Board for the 
Group or division, respectively. The minimum target achievement is 70% of the target amount, and this 
amount is capped at 120%. The level of the bonus payment is linear to the level of target achievement; i.e., if 
70% of the subordinate target is achieved, 50% of the related individual target amount will be paid out, or if 
112% of the target is achieved, 120% of the related individual target amount will be paid out. If the target is 
achieved at less than 70%, no payment will be made for this subordinate target. By contrast, if the target is 
achieved by 112% or more, this will not further increase the amount to be paid out. Target achievement is meas-
ured on the basis of the actual value achieved.

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Employee Net Promoter Score (ENPS) 
 
 
 
 
 
 
 
 
In fiscal 2022, target achievement for the subordinate target "Employee Net Promoter Score (ENPS)" stood 
at 83.50% of the target value for the Group, as a whole, 71.43% for the Bioprocess Solutions Division, and 
105.26% for the Lab Products & Services Division. This target achievement results in payout amounts of 72.5% 
for the Group, 52.4% for the Bioprocess Solutions Division, and 108.8% for the Lab Products & Services Division, 
so that each member of the Executive Board is paid an amount corresponding to the respective weighting of 
the individual target amount for this subordinate target. 
b) Long-Term Variable Remuneration Components 
In the reporting year, the long-term variable remuneration components for all members of the Executive 
Board consisted of the following three individual components: Each individual component is based on the 
development of consolidated net profit, the reduction in CO2 emissions intensity and the development of the 
Sartorius AG preference share price over a four-year assessment period. As a result, the long-term variable 
remuneration components are also aligned with target parameters that measure profitable growth and a sus-
tainable and long-term increase in the value of the company and the achievement of the climate targets de-
rived from the company’s sustainability strategy, and thus serve to implement the company’s overarching stra-
tegic objectives. 
The aforementioned long-term variable remuneration components are weighted as follows: 25% each for con-
solidated net profit and reduction in CO2-equivalent emission intensity and 50% for the phantom stock plan. 
For each of the individual components, a separate individual target amount is set for each Executive Board 
member, on the basis of which the specific payment amount is determined in each case based on the level at 
which the associated targets were achieved for the relevant fiscal years. 
The Executive Board Chairman Dr. Joachim Kreuzburg was additionally granted share-based compensation 
as a further long-term variable remuneration component. The long-term increase in the value of the company 
as an overriding strategic objective of the company is also promoted by this share-based compensation and 
participation provided by this in the development of the price of the company’s shares. The respective long-
term variable remuneration components together generally represent the majority of the variable compensa-
tion components for each Executive Board member. 
The “consolidated net profit” and “reduction in CO2-equivalent emissions intensity” components of long-term 
variable remuneration are each weighted at 25%. In contrast, the “development of preference share price” 
component of long-term variable remuneration is weighted at 50%. As a result, the share-based portion of

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variable remuneration, in deviation from Recommendation G.10, sentence 1 of the GCGC, does not, in princi-
ple, constitute the predominant portion of Executive Board members’ variable remuneration. The Supervisory 
Board believes that even with the current weighting, an incentive structure is achieved which is geared to the 
sustainable and long-term development of the company. In the case of the Chairman of the Executive Board, 
however, his variable remuneration is predominantly share-based in view of the additional share bonus 
granted, in line with this Recommendation. 
Consolidated Net Profit 
The individual component based on consolidated net profit has an assessment period of four consecutive fis-
cal years (until 2021: three consecutive fiscal years) and begins with the fiscal year in which the tranche in ques-
tion is granted. A new tranche is granted on a rolling basis for each fiscal year. The payout amount for the re-
spective tranche is based on the total target achievement for the respective measurement period, which cor-
responds to the average target achievement for each of the four fiscal years of the relevant measurement pe-
riod. For each fiscal year, the Supervisory Board annually defines a target for consolidated net profit in euros. 
To determine the level of target achievement for a fiscal year, the consolidated net profit (up to and including 
the 2020 amount granted, after deduction of non-controlling interest) that is reported in the company’s con-
solidated financial statements audited according to the defined audit focal points and approved and excludes 
amortization (impairment of the value of intangible assets due to business combinations pursuant to IFRS 3) 
is compared with the respective target set by the Supervisory Board. In individual cases, the Supervisory Board 
may make adjustments to the actual value to account for non-recurring extraordinary or non-operating items 
(such as acquisitions). 
The amount paid out is determined on the basis of the individual target amount and the formula defined by 
the Supervisory Board. It establishes (i) a minimum target achievement level of 50%, below which the payout 
is zero, and (ii) a maximum target achievement level, above which the payout amount no longer increases. 
Therefore, the amount paid out for this remuneration target is capped at the maximum percentage of the in-
dividual target amount. This cap currently stands at 120% for all individual target amounts and is reached at a 
target achievement level of 120%. This remuneration component is generally paid after the end of the last fiscal 
year of the assessment period for the tranche in question, which was four years for tranches granted in the 
reporting year and three years for tranches granted in previous years. 
Average net profit 
 
 
 
 
 
 
 
 
In order to balance out the payout amounts over time, in the past a partial payment was paid out in the amount 
of 50% of the payout amount, determined on the basis of the level of target achievement for the first fiscal year 
of the assessment period of a tranche in each case, based on the individual subordinate target amount. This 
partial payment only applies to Rainer Lehmann, whose contract predates the new remuneration policy com-
ing into effect as it pertains to this component. Such a partial amount is calculated and paid out at the end of

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the first fiscal year of a respective assessment period based on the company’s consolidated financial state-
ments audited according to the defined audit focal points and approved. Any overpayment as a result of these 
partial payments will be offset against other remuneration components once the total target achievement 
level has been determined after the third or fourth fiscal year of the relevant assessment period.  
The target for the “consolidated net profit” component for fiscal 2022 was achieved at 96.8% of the target 
value. For the 2020 to 2022 multi-year assessment period, the target achievement level stands at 118%, mean-
ing that a payout of 118% less the partial payment granted in 2020 will apply for this three-year period. The 
complete target achievement for the multi-year assessment period beginning in 2022 cannot be determined 
until the consolidated financial statements audited and approved for 2025 are available. 
Reduction in CO2 emission intensity 
The individual component related to the reduction in CO2 emission intensity has an assessment period of four 
fiscal years and begins with the fiscal year in which the tranche in question is granted. A new tranche is granted 
on a rolling basis for each fiscal year. The amount paid out for a particular tranche depends on the individual 
target amount and target achievement for the respective assessment period. Each year, the Supervisory Board 
sets a target value for each tranche for the average annual reduction in CO2 emission intensity during the as-
sessment period, which corresponds to the current target value of the company’s sustainability strategy for 
this period (currently 10% reduction per fiscal year measured against the baseline value for 2019) and whose 
starting value is derived from the audited Non-financial Group Statement for the previous year. To determine 
the target achievement of this parameter, the final value used is based on the actual value of the CO2 emission 
intensity reached in the last fiscal year of the respective four-year assessment period for the corresponding 
tranche, as reported in the respective audited Group Non-financial Statement. If specific reasons exist, the 
Supervisory Board will make appropriate corrections to base effects and recording inaccuracies.  
The amount paid out is determined on the basis of the individual target amount and the formula defined by 
the Supervisory Board. It establishes (i) a minimum target achievement level of 50%, below which the payout 
is zero, and (ii) a maximum target achievement level, above which the payout amount no longer increases. 
Therefore, the amount paid out for this remuneration target is capped at the maximum percentage of the in-
dividual target amount. This cap stands at 120% and is reached at a target achievement level of 120%.  
This remuneration component is paid out after the end of the fourth fiscal year of the assessment period for 
the tranche in question.

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CO2 emission intensity 
 
 
 
 
 
 
 
Target achievement for the multi-year assessment period beginning in 2022 cannot be determined until the 
audited and approved consolidated financial statements for 2025 are available. 
Development of the Preference Share Price (Phantom Stock Plan) 
As the third individual component of long-term variable compensation, Executive Board members receive vir-
tual shares, known as phantom stock units. Through the issue of such phantom shares, Executive Board mem-
bers are treated as if they were owners of a certain number of preference shares in Sartorius AG, without, how-
ever, being entitled to receive dividends. The development of the value of these phantom stocks is linked with 
the development of the Sartorius preference share; both increases and decreases in the share price are taken 
into account. Later, the value of these phantom stocks are assessed based on the share price at the time, and 
its equivalent is paid out in cash, provided that the associated conditions are met. Phantom stocks cannot be 
traded and do not confer any rights to purchase shares.  
According to the Sartorius phantom stock plan, each Executive Board member is credited at the beginning of 
every year with phantom stock units valued at an agreed monetary value. The value of these phantom stocks 
can be paid out only as an entire annual tranche. Payment can be requested at the earliest after a period of 
four years and no later than after eight years. If a member is appointed to the Executive Board during a year, 
this member will be assigned phantom stock units retroactively as of the beginning of this fiscal year (pro rata 
temporis, if applicable). 
An Executive Board member is entitled to receive payment for phantom stock units only if the share price at 
the time of such payment request has appreciated at least 7.5% per year relative to the time the phantom stock 
units were assigned or if the share price outperformed the TecDAX as a comparative index. In addition, the 
value of the phantom stock units must be at least 50% of the grant value. The phantom stock plan rules out 
subsequent changes to the parameters used for comparative stock valuation. 
Assignment of these phantom stock units and later payment of their monetary equivalent depend on the 
mean value calculated from the average prices of the Sartorius AG preference share, with said prices quoted 
in the closing auction of Xetra trading on the Frankfurt Stock Exchange (or a corresponding successor trading 
system) over the last 20 days of trading of the previous year (in the case of granting) or over the last 20 days of 
trading prior to submission of a payment request (in the case of payment). This serves to compensate for any 
short-term fluctuations in the share prices.

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The payout amount is capped at a maximum of 2.5 times the share price at the time the phantom stock units 
were granted, based in each case on the individual annual tranche. 
Under the current terms of the phantom stock plan, payment for phantom stock is blocked for the four weeks 
preceding the scheduled publication date of quarterly results and for the 30 calendar days before the sched-
uled publication of the half-year results and preliminary year-end results, as well as for 20 days of trading on 
the stock exchange following the actual publication of quarterly and preliminary year-end results. These black-
out periods are intended to ensure that payments are only made during periods in which the most recent busi-
ness results have already been processed in the capital market and the regular publication of further business 
results is still sufficiently far in the future. 
The fair value grant price for this remuneration component is €574.61 for 2022. Target achievement for this 
subordinate target is reported in the remuneration report after vesting or exercise by the Executive Board 
members; i.e., between 2026 and 2030. 
Share-Based Payment 
In December 2019, Executive Board Chairman Dr. Kreuzburg was additionally granted share-based payment 
in connection with the fourth extension of his appointment as a member and Chairman of the Executive Board 
as well as CEO. This was in the form of company shares with a grant date fair value totaling €5.0 million (based 
on the share price as of December 5, 2019, as the grant date); this corresponds to a proportional grant date fair 
value of €1.0 million for each year of his new five-year term of appointment. For this purpose, a corresponding 
number of treasury shares (27,570 treasury shares in total), consisting of equal proportions of the company’s 
own preference shares and own ordinary shares, were transferred to Dr. Kreuzburg at the beginning of his new 
term in November 2020. The shares granted are subject to a holding period that will end on November 10, 
2024. Should Dr. Kreuzburg leave the company prior to November 11, 2022, at his own request, his entitle-
ments to be granted said shares by transfer shall lapse in their entirety. If Dr. Kreuzburg leaves the company 
after November 10, 2022, and before November 11, 2024, at his own request, half of his entitlements to be 
granted said shares shall lapse. For the purpose of the target total remuneration, the shares granted for Dr. 
Kreuzburg’s current five-year term of appointment are recognized at their pro-rated grant date fair value for 
each year of his term of appointment. Dr. Kreuzburg sold a total of 20,000 preference shares on November 
14, 2022. This reported transaction was published on the Sartorius AG website. 
4. Pension Commitments 
The members of the Executive Board generally receive pension commitments as defined-benefit plans for 
their first reappointment. At the request of the Executive Board member concerned, the company will take 
out an insurance policy for the term of their employment contract and pay the particular benefit contributions 
into this insurance policy. The pension contribution consists of a base amount of 14% of the respective mem-
ber’s annual fixed remuneration. If desired, the Executive Board member in question can pay in an additional 
7% of the gross amount paid to the Executive Board member in the fiscal year in question as short-term varia-
ble compensation and as long-term variable compensation attributable to net profit as a personal contribution 
by way of deferred compensation. If a member of the Executive Board exercises this right, the company will in 
turn make an additional contribution in the same amount (known as a matching contribution benefit). For the 
purpose of determining the target total compensation and the relative share of the pension commitments in 
a member’s target total remuneration, only the basic amount to be paid by the company and the matching 
benefit contribution were taken into account (based on 100% target achievement of the relevant variable re-
muneration components).

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Pursuant to the insurance terms and conditions, the pension benefit can be granted in the form of a retirement 
pension or a lump-sum payment for reaching the regular retirement age or needing to retire due to disability, 
as well as in the form of surviving dependents’ benefits for widows and orphans, according to which particular 
option an Executive Board member elects. The company does not guarantee the paid-in capital or an annual 
interest rate. 
Furthermore, an earlier pension agreement granted to Dr. Kreuzburg provides that he will receive a monthly 
pension dependent on the basic salary of a German federal civil servant classified as grade 10 of salary class B 
for ministry officials according to the Federal Civil Service Remuneration Act (“Bundesbesoldungsgesetz”) in 
the respective version applicable. With each full year of service on the Executive Board, 5% of his full pension 
will be vested until his fully vested pension will have been reached after 20 years. In this case, these retirement 
benefits will have been fully vested, taking his years of service on the Executive Board into account, at the end 
of December 31, 2021. His retirement benefits will be granted in the form of a pension in the cases where he 
reaches the regular retirement age or needs to retire due to disability, as well as in the form of a pension for 
widows and orphans and shall correspond to 70% of the monthly pension benefits of a German federal civil 
servant classified as grade 10 of salary class B for ministry officials according to the Federal Civil Service Remu-
neration Act (“Bundesbesoldungsgesetz”). These additional pension commitments are considered in the de-
termination of Dr. Kreuzburg’s target total remuneration and of the relative proportion of his pension commit-
ments in his target total remuneration along with the respective employee benefit expense attributable 
thereto. 
The regular retirement age for all pension commitments is 65. There are no early retirement regulations, except 
in the case of disability. 
5. Other Remuneration Components 
The remuneration policy provides that the Supervisory Board may grant special compensation at its reasona-
ble discretion for extraordinary performance by a member of the Executive Board. This option was not used in 
the reporting year. 
II. Target Total Remuneration; Relative Percentages of Fixed and Variable Remuneration Components 
The Supervisory Board determines a specific target total remuneration for each Executive Board member. The 
target total remuneration is the sum of all remuneration components relevant for total remuneration. For the 
variable components, the target amount is taken as a basis in each case of 100% target achievement, provided 
that a target is measured. In the case of share-based compensation, which is granted as an additional variable 
remuneration component only to the Executive Board Chairman, the prorated grant date fair value (= €1.0 mil-
lion annually) is recognized for each year of the Chairman’s associated contract term to ensure transparent 
and traceable reporting for the purposes of target total remuneration. Regarding pension commitments, it is 
further assumed that the Executive Board members will exercise their right to receive deferred compensation 
of their variable remuneration components (based on 100% achievement of targets) to the maximum extent 
permitted and that the company will therefore also pay each member a corresponding additional amount as a 
matching contribution.  
For the Executive Board Chairman, the relative percentage of fixed remuneration components (fixed annual 
salary and fringe benefits) is roughly 29% and the percentage of the variable remuneration components on 
the whole roughly 65% of his target total remuneration. The percentage of the short-term (target) compensa-
tion of his target total remuneration is roughly 17%; that of the long-term compensation of his target total re-
muneration, roughly 48%. The percentage of pension commitments for the Executive Board Chairman is cur-
rently roughly 6% of his target total remuneration. 
For the other Executive Board members, the relative percentage of the fixed remuneration components (fixed 
annual salary and fringe benefits) is between 37% and 43% of their respective total target remuneration and

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the percentage of all variable remuneration components between roughly 50% and 55% of their correspond-
ing target total remuneration. In this context, short-term (target) compensation accounts for between roughly 
21% and 23% of total target compensation, while long-term (target) compensation accounts for between 
roughly 29% and 32% of total target compensation. Pension commitments currently account for between 7% 
and roughly 8% of total target compensation. 
The defined relative proportions of the remuneration components correspond in their respective amounts to 
the requirements of the relevant remuneration policy. 
III. Reclaiming or Reducing Variable Remuneration (Clawback) 
All Executive Board employment contracts contain provisions specifying that the company is entitled to re-
claim from Executive Board members variable remuneration components already paid out to them in the fol-
lowing cases described: 
1. Performance Clawback 
If the entitlement to payment of annual short-term variable remuneration and of remuneration with a multi-
year assessment basis in relation to the individual component of consolidated net profit is based on audited 
and approved consolidated financial statements that were objectively incorrect and therefore had to be sub-
sequently corrected in accordance with the relevant accounting standards, and if no or a lower entitlement to 
payment of variable remuneration components would have arisen based on the corrected audited consoli-
dated financial statements, the company may reclaim the corresponding amount of overpayment from the 
respective Executive Board member. 
2. Compliance Clawback 
If an Executive Board member commits, either through gross negligence or willful intent, any dereliction of the 
duty to exercise the skill and care of a prudent manager faithfully complying with his duties in accordance with 
Section 93, Subsection 1, of the German Stock Corporation Law “AktG,” the company shall be entitled to re-
claim from the respective Executive Board member the full or partial repayment of the annual short-term var-
iable remuneration paid out to him for the respective assessment period in which the breach of duty occurred, 
the remuneration with a multi-year assessment basis related to the individual component of the consolidated 
net profit, and of the liquidated phantom stock units and/or to declare that member’s forfeiture with respect 
to tranches of phantom stock units yet to be granted. 
The Executive Board member shall not be obligated to reimburse the company if more than three years have 
elapsed as counted from the payment of the respective variable remuneration components up to the time a 
claim against said member for reimbursement is asserted. The objection of disenrichment in accordance with 
Section 818, Subsection 3, of the German Civil Code “BGB” is excluded under the remuneration policy. The 
right to claim damages pursuant to Section 93 of the German Stock Corporation Law “AktG” shall remain un-
affected. 
3. Exercise 
In fiscal 2022, none of the conditions for reclaiming or reducing remuneration under these clawback provi-
sions existed. Accordingly, no use was made of this right to exercise a clawback option. 
IV. Remuneration-Related Legal Transactions 
1. Terms and Prerequisites for Termination of Remuneration-Related Legal Transactions 
The employment contracts of Executive Board members are concluded for the term of their respective ap-
pointments. Initial appointments are each for a maximum of three years; extensions of an appointment term 
are for up to five years.  
The current terms of the employment contracts of the incumbent members of the Executive Board are as fol-
lows:

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Group Management Report    Remuneration Report
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 Dr. Joachim Kreuzburg: November 10, 2025 
 Dr. René Fáber: December 31, 2026 
 Rainer Lehmann: February 28, 2025 
 John Gerard Mackay: December 31, 2023 
Termination of their employment contracts by giving due and proper notice is excluded. For this reason, an 
employment contract of an Executive Board member can only be terminated by mutual agreement based on 
a termination agreement or by termination for good cause with immediate effect. The company may terminate 
an Executive Board member’s employment contract for good cause defined by the German Stock Corpora-
tion Law “AktG” as “grave cause,” particularly in the event that the Supervisory Board revokes this member’s 
appointment for said grave cause pursuant to Section 84, Subsection 3, of AktG. In this case, the statutory pe-
riods of notice pursuant to Section 622 of the German Civil Code “BGB” shall apply, unless there is also a com-
pelling reason (“good cause”) for termination without notice pursuant to Section 626 of BGB. 
2. Severance Payments 
The employment contracts for Executive Board members provide that a member will receive a severance pay-
ment in the event the company terminates the employment contract of said member with immediate effect, 
provided that said member is not responsible for any grave cause or compelling reason warranting said termi-
nation ahead of the regular contract expiration date. The maximum severance payment equals two years’ re-
muneration (including variable components), but no more than the amount of remuneration that would be 
payable until the end of the contract term. 
Furthermore, in the event of early termination of employment on the Executive Board by mutual agreement, 
the company may also grant, or agree to grant, severance payments, the amount of which shall be limited, in 
turn, to a maximum of two years’ remuneration and shall not compensate for more than the remaining term of 
the member’s employment contract. 
3. Non-Competition Clause 
The Executive Board employment contracts provide for a post-contractual non-competition clause for a du-
ration of up to two years upon termination of employment with the company. In the event that this non-com-
petition clause is not waived or is nullified, half of the remuneration last paid by the company shall be granted 
to the respective Executive Board member as compensation for non-competition throughout the non-com-
petition period. Any severance to be paid in connection with the termination of an employment contract to an 
Executive Board member shall be deducted in full from said compensation for non-competition in accordance 
with Recommendation G.13 of the GCGC dated December 16, 2019, provided that the employment contracts 
concerned have been extended after the GCGC had entered into force. This does not apply to Rainer Leh-
mann’s employment contract, the term of which was extended at an earlier date and which does not currently 
contain a corresponding offsetting provision. 
V. Procedure for Establishing and Implementing as well as Reviewing the Remuneration Policy 
The Supervisory Board establishes and regularly reviews the remuneration policy for the Executive Board. The 
Executive Task Committee of the Supervisory Board prepares the remuneration policy for approval by the full 
Supervisory Board and makes the respective suggestions. 
In the process, the Supervisory Board also reviews the appropriateness of such remuneration in comparison 
to the remuneration of the Executive Board within the peer group of the company (horizontal appropriate-
ness). The peer group is defined by the Supervisory Board and/or its Executive Task Committee and is adapted 
as necessary. During the reporting year, the Supervisory Board conducted a benchmarking analysis of Execu-
tive Board remuneration with the assistance of a neutral external remuneration consultant and, in this context,

Sartorius
Group Management Report    Remuneration Report
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reviewed and reconstituted the peer group. In determining the composition of the peer group, the Supervi-
sory Board identified domestic and foreign companies that are comparable to the company in terms of indus-
try, size, and sales. This updated peer group currently includes the following companies: Beiersdorf, Carl Zeiss 
Meditec, Drägerwerk, Gerresheimer, Qiagen, Symrise, SYNLAB, bioMérieux, Coloplast, Eurofins Scientific, 
Lonza Group, Smith&Nephew, Steris, and UCB.  
In establishing the remuneration for the Executive Board members, the Supervisory Board further considers 
both the compensation of senior management and that of the remaining workforce in relation to the German 
Group companies (vertical appropriateness). For these purposes, the Supervisory Board defines senior man-
agement as the group of executives of the first two management levels below the Executive Board. The Su-
pervisory Board looks not only at the current compensation ratio, but also at how it has developed over time. 
If necessary, the Supervisory Board will engage an independent compensation consultant to review vertical 
and horizontal appropriateness; this was last carried out in the reporting year. Furthermore, the Supervisory 
Board also considers the requirements of the German Corporate Governance Code when determining and 
reviewing the remuneration of the Executive Board. 
Any conflict of interest in the establishment, implementation and review of the remuneration policy shall be 
treated by the Supervisory Board in the same way as other conflicts of interest in the person of a Supervisory 
Board member. The Supervisory Board member concerned is therefore required to disclose any conflict of 
interest to the Chairman of the Supervisory Board and will not participate in the adoption of resolutions or in 
the deliberations concerned. Disclosure of any conflicts of interest at an early stage ensures that the decisions 
of the Supervisory Board are not influenced by inappropriate considerations. 
The current Executive Board members’ employment contracts already complied with the new remuneration 
system in the reporting year, with only a few deviations as explained above. Insofar as discrepancies between 
the Executive Board employment contracts and the Executive Board remuneration policy still exist beyond 
the current year – this relates only to the partial payment for the consolidated net profit component of long-
term variable remuneration and the lack of offsetting of the severance payment in the case of Rainer Lehmann 
– the Supervisory Board will examine, in consultation with the Executive Board member concerned, to what 
extent and, if applicable, from what period onwards an adjustment can be made. As long as such discrepancies 
continue to exist, they will be presented in the company’s Remuneration Report. 
VI. Compliance with the Maximum Remuneration Limits for the Executive Board 
Executive Board remuneration is capped in two respects. Under the new remuneration policy, the total remu-
neration consisting of a fixed salary including fringe benefits, employee benefit expense, and the short-term 
and long-term variable remuneration components for a fiscal year – irrespective of whether it is paid in the 
fiscal year in question or at another time – is limited to a maximum gross amount of €4.5 million for the Execu-
tive Board Chairman and €2.25 million for each of the other Executive Board members. The maximum remu-
neration covers the maximum possible non-performance-related fixed and performance-related variable re-
muneration components, including employee benefit expense. Benefits in kind granted as fringe benefits are 
recognized at their value for income tax purposes. Regarding the share-based compensation of the Executive 
Board Chairman, this compensation paid as part of his maximum remuneration is calculated based on the pro-
rated grant value attributable to one year.  
For all current Executive Board members, the individual components of their remuneration are already struc-
tured so that the total remuneration granted to each respective Executive Board member for a fiscal year – 
regardless of whether it is paid in the fiscal year in question or at another time – does not exceed the maximum 
remuneration established in the new remuneration policy. For this purpose, a separate maximum amount is 
set for each of the variable remuneration components. This maximum amount is currently 120% of the target 
amount in the case of short-term variable compensation with a one-year assessment basis and 120% of the 
target amount in the case of the component of long-term variable compensation based on consolidated net

Sartorius
Group Management Report    Remuneration Report
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profit, and 250% of the granted amount in the case of participation in the phantom stock program; for the 
purposes of calculating maximum remuneration, the Executive Board Chairman’s share-based compensation 
is taken into account at the prorated grant value attributable to one year and thus at an amount fixed from the 
outset (see above).  
The following table shows the maximum limits for the variable remuneration components and the shares 
granted. Compliance with the maximum limits for short-term variable remuneration and for the shares granted 
can be reviewed already for fiscal 2022. For multi-year variable remuneration, compliance with the maximum 
limits can only be reviewed retroactively as soon as these are vested or phantom stock units are exercised.  
  
Dr. Joachim Kreuzburg 
Dr. René Fáber
 
 
€ in K 
Target
remuneration
Maximum
remuneration
Receipts
Target
remuneration
Maximum
remuneration
Receipts
Short-term variable remuneration 
600
720
442
300
360
169
Long-term variable remuneration 
 
 
 
 
 
 
Consolidated net result 2022 (3 years) 
163
195
-
105
126
-
Reduction CO2-emission intensity  
(3 years) 
163
195
-
105
126
 
Phantom stock plan 2022  
(exercisable from 2025) 
325
813
-
210
525
-
Shares granted 
1,000
1,000
1,000
-
-
-
 
  
Rainer Lehmann 
John Gerard Mackay 
€ in K 
Target
remuneration
Maximum
remuneration
Receipts
Target
remuneration
Maximum
remuneration
Receipts
Short-term variable remuneration 
288
345
212
300
360
288
Long-term variable remuneration 
 
 
 
 
 
 
Consolidated net result 2022 (3 years) 
101
121
-
105
126
-
Reduction CO2-emission intensity  
(3 years) 
101
121
-
105
126
 
Phantom stock plan 2022  
(exercisable from 2025) 
201
503
-
210
525
-
Shares granted 
-
-
-
-
-
-
 
The amount of the fixed remuneration components and the target and/or grant date amounts of the variable 
remuneration components for fiscal 2022 were selected for all Executive Board members so that even if the 
maximum amounts of the variable remuneration components are reached, the total gross amount of fixed and 
variable remuneration components of each Executive Board member will not exceed the highest sum defined 
by the maximum remuneration for this reporting year. The following table shows the maximum achievable 
amounts of the individual compensation components for 2022 and clearly shows that the maximum achieva-
ble compensation falls short of the defined maximum compensation of the Supervisory Board pursuant to 
Section 87a, Subsection 2, sentence 2, item no. 1 of the German Stock Corporation Law (AktG).

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Group Management Report    Remuneration Report
128
 
 
 
 
€ in K 
Dr. Joachim 
Kreuzburg
Dr. René Fáber
Rainer Lehmann
John Gerard 
Mackay
Fixed remuneration 
1,000
480
460
480
Fringe benefits 
15
13
124
50
Total non-performance-based remuneration 
1,015
493
584
530
Variable performance-based remuneration (1 year) 
720
360
345
360
Short-term variable remuneration 
720
360
345
360
Consolidated net result (3 years) 
195
126
121
126
Reduction CO2-emission intensity (3 years) 
195
126
121
126
Phantom stock plan (4-8 years) 
813
525
503
525
Long-term variable remuneration 
1,203
777
745
777
Shares granted 
1,000
0
0
0
Other remuneration component 
0
0
0
0
Post-employment benefits 
367
247
96
67
Maximum achievable remuneration 
4,304
1,877
1,770
1,734
Maximum remuneration in accordance with Sec-
tion 87a para. 1 sent. 2 No. 1 of the German Stock 
Corporation Act 
4,500
2,250
2,250
2,250
 
The final review of compliance with the maximum remuneration for fiscal 2022 will be presented in the remu-
neration report for the fiscal year in which the last long-term remuneration component was vested and/or ex-
ercised. As Sartorius did not have any comparable policy for maximum remuneration in the past, no disclosures 
on compliance with maximum remuneration can be provided for an earlier business year.

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Group Management Report    Remuneration Report
129
 
 
 
 
2. Remuneration of the Executive Board Members in 
the Reporting Year  
Total remuneration granted and owed for the active service of all Executive Board members together 
amounted to €5,901 K in 2022, compared with €5,750 K in the previous year. The details of the individual re-
muneration components are described in the following.  
Remuneration Granted and Owed to the Executive Board Pursuant to 
Section 162 of AktG  
The following table shows the remuneration granted and owed to the Executive Board pursuant to Section 162 
of the German Stock Corporation Act (AktG). Remuneration is deemed to be owed if it is due but has not yet 
been paid. In this case, remuneration granted is assumed already at the time service is performed and not only 
at the point in time of payment. The figures stated for variable remuneration components are the amounts 
"vested" in the respective fiscal year. 
  
Dr. Joachim Kreuzburg 
Dr. René Fáber 
€ in K 
2022
in %
2021
in %
2022
in %
2021
in %
Fixed remuneration 
1,000
44%
1,000
39%
480
45%
440
49%
Fringe benefits 1 
15
1%
15
1%
13
1%
13
1%
Fixed remuneration 
1,015
44%
1,015
39%
493
47%
453
51%
Variable performance-based remuneration (1 year) 2
442
19%
720
28%
169
16%
264
30%
Consolidated net profit (3 years) 3 
278
12%
266
10%
130
12%
128
14%
Phantom stock plan (4-8 years) 4 
555
24%
539
21%
266
25%
0
0%
Components with a long-term incentive effect 
833
36%
805
31%
396
37%
128
14%
Other remuneration component 
0
0%
45
2%
0
0%
45
5%
Defined contribution plans 5 
0
0%
0
0%
0
0%
0
0%
Total remuneration 
2,290
100%
2,585
100%
1,058
100%
890
100%
 
  
Rainer Lehmann 
John Gerard Mackay 
€ in K 
2022
in %
2021
in %
2022
in %
2021
in %
Fixed remuneration 
460
36%
440
34%
480
37%
440
44%
Fringe benefits 1 
124
10%
83
6%
50
4%
29
3%
Fixed remuneration 
584
46%
523
41%
530
41%
469
47%
Variable performance-based remuneration (1 year) 2
212
17%
330
26%
288
22%
264
27%
Consolidated net profit (3 years) 3 
210
17%
128
10%
130
10%
128
13%
Phantom stock plan (4-8 years) 4 
266
21%
259
20%
266
21%
0
0%
Components with a long-term incentive effect 
476
37%
387
30%
396
31%
128
13%
Other remuneration component 
0
0%
45
4%
0
0%
45
5%
Defined contribution plans 5 
0
0%
0
0%
67
5%
84
8%
Total remuneration 
1,272
100%
1,285
100%
1,281
100%
990
100%
1 The amounts contributed to D&O insurance totaling €871 K (2021: €470 K) are not included, as these refer to the executive bodies of 
all companies of the Sartorius Group and are not allocated to the individual insurees. 
2 Recognized amount corresponds to actual target achievement. 
3 Recognized amount corresponds to actual target achievement of the plan in which a fiscal year ended; i.e., for 2022, consolidated 
net profits for 2020 – 2022 (2021: consolidated net profits for 2019 - 2021). 
4 Fair value at the time granted. 
5 Payments for a pension plan.

Sartorius
Group Management Report    Remuneration Report
130
 
 
 
 
As part of the remuneration component based on the consolidated net profit of three consecutive fiscal years, 
each Executive Board member receives a partial compensation payment of 50% of their respective target 
achievement for the first fiscal year under review. Once the total target achievement has been determined 
after the third fiscal year, final payment is then effected by deducting the particular partial payment already 
made. The amounts of the partial payments made in total at the end of the reporting year are shown as follows: 
€ in K 
2022
2021
Balance as of Jan. 1 of a fiscal year 
607
470
Partial payments deducted 
– 280
– 190
Partial payments effected 
442
327
Balance as of Dec. 31 of a fiscal year 
769
607
 
Remuneration Granted and Owed to Former Executive Board Members 
  
Reinhard Vogt 
(until Dec. 31, 2018)
Other
€ in K 
2022
2021
2022
2021
Phantom stock plan (4-8 years) 1 
188
336
0
0
Annuity 
0
0
526
517
Total remuneration 
188
336
526
517
 
1 Fair value at the time granted.

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Group Management Report    Remuneration Report
131
 
 
 
 
3. Disclosures on Share-Based Payments | Phantom 
Stock Units 
  
Number of 
phantom 
stock units
Price on as-
signment
in €
Fair value 
when granted 
on Jan. 1 of 
the particular 
year
€ in K
Fair value at 
year-end on 
Dec. 31, 2021
€ in K
Fair value at 
year-end
on Dec. 31, 
2022
€ in K
Paid 
in fis-
cal 
2022
€ in K
Change 
in value 
in fiscal 
2022
€ in K
Status
Dr. Joachim Kreuzburg 
 
 
 
 
 
 
 
 
Tranche for fiscal 2018 
2,685
80.32
216
539
0
539
0 Paid out in 2022
Tranche for fiscal 2019 
1,950
113.78
222
555
555
0
0
Exercisable
Tranche for fiscal 2020 
1,240
190.30
236
590
455
0
– 135
Not exercisable
Tranche for fiscal 2021 
918
354.13
325
500
315
0
– 185
Not exercisable
Sum of the tranches 
from the previous years 
6,793
 
999
2,184
1,325
539
– 320
 
Tranche for fiscal 2022 
566
574.61
325
0
179
0
– 146
Not exercisable
Total sum of tranches 
7,359
 
1,324
2,184
1,504
539
– 466
 
  
 
 
 
 
 
 
 
 
Dr. René Fáber 
 
 
 
 
 
 
 
 
Tranche for fiscal 2019 
934
113.78
106
266
266
0
0
Exercisable
Tranche for fiscal 2020 
578
190.30
110
275
212
0
– 63
Not exercisable
Tranche for fiscal 2021 
311
354.13
110
169
106
0
– 63
Not exercisable
Sum of the tranches 
from the previous years 
1,823
 
326
710
584
0
– 126
 
Tranche for fiscal 2022 
365
574.61
210
0
116
0
– 94
Not exercisable
Total sum of tranches 
2,188
 
536
710
700
0
– 220
 
  
 
 
 
 
 
 
 
 
Rainer Lehmann 
 
 
 
 
 
 
 
 
Tranche for fiscal 2018 
1,289
80.32
104
259
0
259
0 Paid out in 2022
Tranche for fiscal 2019 
934
113.78
106
266
266
0
0
Exercisable
Tranche for fiscal 2020 
936
190.30
178
445
344
0
– 101
Not exercisable
Tranche for fiscal 2021 
544
354.13
193
297
186
0
– 111
Not exercisable
Sum of the tranches 
from the previous years 
3,703
 
581
1,267
796
259
– 212
 
Tranche for fiscal 2022 
350
574.61
201
0
111
0
– 90
Not exercisable
Total sum of tranches 
4,053
 
782
1,267
907
259
– 302
 
  
 
 
 
 
 
 
 
 
John Gerard Mackay 
 
 
 
 
 
 
 
 
Tranche for fiscal 2019 
934
113.78
106
266
266
0
0
Exercisable
Tranche for fiscal 2020 
578
190.30
110
275
212
0
– 63
Not exercisable
Tranche for fiscal 2021 
311
354.13
110
169
106
0
– 63
Not exercisable
Sum of the tranches 
from the previous years 
1,823
 
326
710
584
0
– 126
 
Tranche for fiscal 2022 
365
574.61
210
0
116
0
– 94
Not exercisable
Total sum of tranches 
2,188
 
536
710
700
0
– 220
 
  
 
 
 
 
 
 
 
 
Reinhard Vogt (until Dec. 31, 2018) 
 
 
 
 
 
 
 
Tranche for fiscal 2018 
1,673
80.32
134
336
0
336
0 Paid out in 2022
Tranche for fiscal 2019 
661
113.78
75
188
188
0
0
Exercisable
Sum of the tranches 
from the previous years 
2,334
 
209
524
188
336
0

Sartorius
Group Management Report    Remuneration Report
132
 
 
 
 
4. Pension Commitments 
The projected pension payments, the present value of pension obligations and service cost are shown in the 
following table: 
  
Projected pension 
payment
Present value of the obligation (IFRS)
Service cost (IFRS)
€ in K 
p.a.
Dec. 31, 2022
Dec. 31, 2021
2022
2021
Dr. Joachim Kreuzburg 
283
3,959
4,941
113
177
Dr. René Fáber 
44
236
0
0
0
Rainer Lehmann 
89
523
391
0
0
  
416
4,718
5,332
113
177
 
In addition, a pension contribution of €189 K (2021: €138 K) was recognized in 2022 for Dr. Joachim Kreuzburg, 
a pension contribution of €247 K (2021: €0 K) for Dr. René Fáber, and a pension contribution of €96 K (2021: 
€91 K) for Rainer Lehmann. The pension contribution for Dr. René Fáber includes a lump-sum payment with 
an amount of €180 K. 
5. Comparative Table 
€ in K 
2022
Change in %
2021
in %
2020
Managing Board Members 
 
 
 
 
 
Dr. Joachim Kreuzburg 
2,290
– 11%
2,585
17%
2,202
Dr. René Fáber 
1,058
19%
890
25%
714
Rainer Lehmann 
1,272
– 1%
1,285
13%
1,138
John Gerard Mackay 
1,281
29%
990
27%
777
Former Managing Board Members 
 
 
 
 
 
Reinhard Vogt 
188
– 44%
336
– 73%
1,246
Other 
526
2%
517
3%
501
Earnings Development 
 
 
 
 
 
Underlying EBITDA in millions of € 
1,410
20%
1,175
70%
692
Net profit of Sartorius AG in millions of € 
155
277%
41
– 64%
113
Average Remuneration of Employees 
 
 
 
 
 
Group employees in Germany only 
85
– 4%
89
1%
88
 
In the presentation of the average remuneration of employees, all people employed by the German compa-
nies of the Sartorius Group (except for the Executive Board members) were included. In addition to wages and 
salaries, average remuneration also includes social security contributions and pension expenses. If employees 
simultaneously receive remuneration as members of the Supervisory Board of Sartorius AG, this compensa-
tion was not considered. Remuneration of part-time employees was extrapolated to full-time equivalents.

Sartorius
Group Management Report    Remuneration Report
133
 
 
 
 
6. Main Features of the Remuneration Plan for the 
Supervisory Board 
The remuneration for Supervisory Board members is defined in the Articles of Association of Sartorius AG and 
comprises fixed remuneration, meeting attendance fees, and reimbursement of out-of-pocket expenses. 
Members serving as chairperson and vice chairperson of the Supervisory Board receive higher fixed remuner-
ation.  
Members and chairpersons of Supervisory Board committees, except for those of Nomination Committee or 
the committee pursuant to Section 27, Subsection 3, of the German Codetermination Law (MitBestG), are en-
titled to receive additional annual fixed amounts and meeting attendance fees as well as reimbursement of 
their out-of-pocket expenses. 
In addition, the members of the Supervisory Board are included in a directors and officers (D&O) liability insur-
ance policy taken out by the company, the premiums for which are paid by Sartorius Aktiengesellschaft. This 
D&O insurance policy covers the legal liability arising from Supervisory Board activities and is taken out at 
standard market terms and conditions.  
In line with prevailing market practice at listed companies in Germany, the remuneration of Supervisory Board 
members is strictly fixed compensation along with meeting attendance fees and does not include any perfor-
mance-related components. The Executive Board and Supervisory Board are of the opinion that strictly fixed 
remuneration for Supervisory Board members is best suited to strengthening the independence of the Super-
visory Board and fulfilling the latter’s advisory and supervisory functions, which are to be performed inde-
pendently of the company’s success. The amount and structure of Supervisory Board remuneration ensure 
that the company is able to attract qualified candidates for membership in the company’s Supervisory Board; 
in this way, Supervisory Board remuneration helps sustainably promote the business strategy and the long-
term development of the company. The existing remuneration policy especially takes into account Recom-
mendation G.17 and the Suggestion G.18, sentence 1, of the German Corporate Governance Code in the cur-
rent version as amended.

Sartorius
Group Management Report    Remuneration Report
134
 
 
 
 
7. Remuneration Granted and Owed to the 
Supervisory Board Members 
€ in K 
2022
2021
Remuneration for the Supervisory Board Members 
 
 
Total remuneration 
1,017
1,057
Fixed remuneration 
675
675
Compensation for committee work 
120
121
Meeting attendance fee 
154
192
Total remuneration for the Sartorius Stedim Biotech subgroup 
68
69
Remuneration from Sartorius Stedim Biotech S.A., Aubagne 
68
69
 
€ in K 
2022
2021
Dr. Lothar Kappich (Chairman) 
 
 
Total remuneration 
256
261
Fixed remuneration 
135
135
Compensation for committee work 
33
33
Meeting attendance fee 
20
24
Remuneration from Sartorius Stedim Biotech S.A., Aubagne 
68
69
 
€ in K 
2022
2021
Manfred Zaffke (Vice Chairman) 1 
 
 
Total remuneration 
134
137
Fixed remuneration 
90
90
Compensation for committee work 
24
24
Meeting attendance fee 
20
23
 
€ in K 
2022
2021
Annette Becker 1 
 
 
Total remuneration 
68
70
Fixed remuneration 
45
45
Compensation for committee work 
9
8
Meeting attendance fee 
14
17
 
€ in K 
2022
2021
Prof. David Raymond Ebsworth, Ph.D. 
 
 
Total remuneration 
54
57
Fixed remuneration 
45
45
Meeting attendance fee 
9
12
 
€ in K 
2022
2021
Dr. Daniela Favoccia 
 
 
Total remuneration 
54
57
Fixed remuneration 
45
45
Meeting attendance fee 
9
12

Sartorius
Group Management Report    Remuneration Report
135
 
 
 
 
€ in K 
2022
2021
Petra Kirchhoff 
 
 
Total remuneration 
54
57
Fixed remuneration 
45
45
Meeting attendance fee 
9
12
 
€ in K 
2022
2021
Dietmar Müller 1 
 
 
Total remuneration 
75
75
Fixed remuneration 
45
45
Compensation for committee work 
15
13
Meeting attendance fee 
15
17
 
€ in K 
2022
2021
Ilke Hildegard Panzer 
 
 
Total remuneration 
54
57
Fixed remuneration 
45
45
Meeting attendance fee 
9
12
 
€ in K 
2022
2021
Frank Riemensperger (as of Mar. 25, 2022) 
 
 
Total remuneration 
43
0
Fixed remuneration 
35
0
Meeting attendance fee 
8
0
 
€ in K 
2022
2021
Hermann Jens Ritzau (as of Mar. 1, 2021) 1 
 
 
Total remuneration 
54
49
Fixed remuneration 
45
38
Meeting attendance fee 
9
11
 
€ in K 
2022
2021
Prof. Dr. Klaus Rüdiger Trützschler 
 
 
Total remuneration 
104
108
Fixed remuneration 
45
45
Compensation for committee work 
39
39
Meeting attendance fee 
20
24
 
€ in K 
2022
2021
Sabrina Wirth (as of Mar. 25, 2022) 1 
 
 
Total remuneration 
43
0
Fixed remuneration 
35
0
Meeting attendance fee 
8
0

Sartorius
Group Management Report    Remuneration Report
136
 
 
 
 
Former Supervisory Board Members  
€ in K 
2022
2021
Uwe Bretthauer (until Feb. 28, 2021) 1 
 
 
Total remuneration 
0
16
Fixed remuneration 
0
7
Compensation for committee work 
0
4
Meeting attendance fee 
0
5
 
€ in K 
2022
2021
Karoline Kleinschmidt (until Mar. 25, 2022) 1 
 
 
Total remuneration 
12
57
Fixed remuneration 
10
45
Meeting attendance fee 
2
12
 
€ in K 
2022
2021
Prof. Dr. Thomas Scheper (until Mar. 25, 2022) 
 
 
Total remuneration 
12
56
Fixed remuneration 
10
45
Meeting attendance fee 
2
11
1 The employee representatives declared that they donate their Supervisory Board remuneration to the foundation Hans-Böckler-
Stiftung according to the guidelines of the German Trade Union Association. 
Beyond their Supervisory Board remuneration, the employee representatives who are employees within the 
Sartorius Group receive compensation that is not related to their service on the Supervisory Board.

Sartorius
Group Management Report    Remuneration Report
137
 
 
 
 
8. Comparative Table 
€ in K 
2022 Change in %
2021
in %
2020
Supervisory Board Members 
 
 
 
 
 
Dr. Lothar Kappich (Chairman) 
256
– 2%
261
0%
262
Manfred Zaffke (Vice Chairman) 
134
– 2%
137
– 2%
140
Annette Becker 
68
– 3%
70
30%
54
Prof. David Raymond Ebsworth, Ph.D. 
54
– 5%
57
2%
56
Dr. Daniela Favoccia 
54
– 5%
57
2%
56
Petra Kirchhoff 
54
– 5%
57
2%
56
Dietmar Müller 
75
0%
75
142%
31
Ilke Hildegard Panzer 
54
– 5%
57
2%
56
Frank Riemensperger (as of Mar. 25, 2022) 
43
 
0
 
0
Hermann Jens Ritzau (as of Mar. 1, 2021) 
54
10%
49
 
0
Prof. Dr. Klaus Rüdiger Trützschler 
104
– 4%
108
0%
108
Sabrina Wirth (as of Mar. 25, 2022) 
43
 
0
 
0
Former Supervisory Board Members 
 
 
 
 
 
Karoline Kleinschmidt (until Mar. 25, 2022) 
12
– 79%
57
2%
56
Prof. Dr. Thomas Scheper (until Mar. 25, 2022) 
12
– 79%
56
0%
56
Uwe Bretthauer (until Feb. 28, 2021) 
0
– 100%
16
– 83%
95
Earnings Development 
 
 
 
 
 
Underlying EBITDA in millions of € 
1,410
20%
1,175
70%
692
Net profit of Sartorius AG in millions of € 
155
277%
41
– 64%
113
Average Remuneration of Employees 
 
 
 
 
 
Group employees in Germany only 
85
– 4%
89
1%
88
 
In the presentation of the average remuneration of employees, all people employed by the German compa-
nies of the Sartorius Group (except for the Executive Board members) were included. In addition to wages and 
salaries, average remuneration also includes social security contributions and pension expenses. If employees 
simultaneously receive remuneration as members of the Supervisory Board of Sartorius AG, this compensa-
tion was not considered. Remuneration of part-time employees was extrapolated to full-time equivalents. 
 
9. Requirements pursuant to Section 162, Subsection 1, 
Sentence 2, No. 6 of the German Stock Corporation 
Act (AktG) 
The Annual General Meeting approved the Remuneration Report for fiscal 2021 at the Annual General Meet-
ing on March 25, 2022 with 99.56% of the votes cast.

Sartorius
 Error! No text of specified style in document.
138
 
 
 
 
 
 
 
 
 
 
 
 
 
Group Sustainability Indicators

Sartorius
Group Sustainability Indicators    Indicators of the Non-financial Group Statement
139
 
 
Indicators of the Non-financial Group 
Statement  
The following table presents a compilation of the specific sustainability indicators from the non-financial group 
statement.  
Focus topic sustainability / indicator  
FY 2019 
(base year)
FY 2021 
FY 2022
Climate  
 
 
 
Gross GHG emissions - scope 1 in t CO2e 1, 2, 3, 4 
13,529
13,841
17,939
Share of Scope 1 GHG emissions under regulated emission trading schemes in % 
0
0
0
Gross GHG emissions - scope 2 - location-based calculation in t CO2e 1, 2 
30,689
42,066
53,886
Gross GHG emissions - scope 2 - market-based calculation in t CO2e 1, 2, 5 
25,777
20,885
28,714
Gross GHG emissions - scope 3 in t CO2e 1, 6 
534,233
880,006
1,091,050
Category 1: Purchased goods and services in t CO2e 1, 6 
238,446
447,894
521,912
Category 2: Capital goods in t CO2e 1, 6 
36,892
69,759
95,492
Category 3: Fuel- and energy-related activities (not included in scope 1 and 2) in t CO2e 1, 6 
6,553
9,067
11,323
Category 4: Upstream transportation and distribution in t CO2e 1, 6 
57,426
98,358
128,734
Category 5: Waste generated in operations in t CO2e 1, 6 
4,021
7,876
9,235
Category 6: Business travel in t CO2e 1, 6 
26,093
6,318
21,067
Category 7: Employee commuting in t CO2e 1, 6, 7 
15,019
19,134
22,053
Category 8: Upstream leased assets in t CO2e 1, 6 
0
0
0
Category 9: Downstream transportation and distribution in t CO2e 1, 6 
4,881
8,360
10,942
Category 10: Processing of sold products in t CO2e 1, 6, 8 
0
0
0
Category 11: Use of sold products in t CO2e 1, 6, 9 
108,626
165,654
222,138
Category 12: End-of-life treatment of sold products in t CO2e 1, 6 
36,276
47,584
48,153
Category 13: Downstream leased assets in t CO2e 1, 6 
0
0
0
Category 14: Franchises in t CO2e 1, 6 
0
0
0
Category 15: Investments in t CO2e 1, 6, 10 
0
0
0
Total gross GHG emissions (scope 1, 2 and 3) - location-based calculation in t CO2e 
578,451
935,913
1,162,875
Total gross GHG emissions (scope 1, 2 and 3) - market-based calculation in t CO2e 
573,539
914,731
1,137,703
Total GHG removals in t CO2e 
0
0
0
Total net GHG emissions (scope 1, 2 and 3) - location-based calculation in t CO2e 
578,451
935,913
1,162,875
Total net GHG emissions (scope 1, 2 and 3) - market-based calculation in t CO2e 
573,539
914,731
1,137,703
Gross GHG intensity - location-based calculation per net turnover in t CO2e /€ 
0.000317
0.000271
0.000279
Gross GHG intensity - market-based calculation per net turnover in t CO2e /€ 
0.000314
0.000265
0.000273
Adjusted gross GHG intensity - market-based calculation per net turnover in t CO2e /€ 1,1 
308 1,2
245
256
Average annual reduction in % 
n.a.
10.8
6.0
Total energy consumption in MWh 2, 13 
n.a.
162,340
200,715
Renewable energy consumption in MWh 
n.a.
50,151
63,546
Purchased certified renewable electricity in MWh 
n.a.
48,669
62,256
Self-generated solar energy in MWh 
n.a.
775
697
Purchased geothermal energy in MWh 
n.a.
707
594
Other renewable energy in MWh 
n.a.
0
0
Non-renewable energy consumption in MWh 
n.a.
112,189
137,169
Purchased heating oil in MWh 
n.a.
52,466
60,774
Purchased non-renewable electricity in MWh 
n.a.
45,094
53,422

Sartorius
Group Sustainability Indicators    Indicators of the Non-financial Group Statement
140
 
 
Focus topic sustainability / indicator  
FY 2019 
(base year)
FY 2021 
FY 2022
Purchased district heating in MWh 
n.a.
6,262
10,653
Purchased diesel in MWh 
n.a.
4,957
8,797
Purchased heating oil in MWh 
n.a.
1,130
2,490
Purchased district cooling in MWh 
n.a.
1,530
815
Purchased LPG in MWh 
n.a.
751
218
Total share of renewable energy in % 
n.a.
30.9
31.7
Certified management systems according to ISO 50001 - Employee coverage as of 31.12. in % 
n.a.
n. a.
27.1
Materials & Circularity 
 
 
 
Total waste generation in t 2, 13 
n.a.
11,295
18,581
Hazardous waste in t 14 
n.a.
3,235
3,593
Recycled hazardous waste in t 15 
n.a.
527
456
Non-hazardous waste in t 
n.a.
806
14,988
Recycled non-hazardous waste in t 15 
n.a.
4,464
4,894
Total waste recycling quota in % 
n.a.
44.2
28.8
Plastic waste in t 2 
n.a.
2,087
2,113
Recycled plastic waste in t 
n.a.
1,555
1,593
Plastic recycling quota in % 
n.a.
74.5
75.4
Water & Effluents 
 
 
 
Total water withdrawal in m3 2, 13 
n.a.
692,672
701,568
Third-party water in m3 
n.a.
663,156
672,630
Ground water in m3 
n.a.
18,979
19,119
Surface water m3 
n.a.
10,536
9,820
Total water withdrawal from water stress areas in % 16 
n.a.
69.7
67.6
Certified management systems according to ISO 14001 - Employee coverage as of 31.12. in % 
n.a.
n.a.
53.6
Social Responsibility  
 
 
 
Total employees as of 31.12. 
n.a.
13,832
15,942
Women in % 
n.a.
39.3
38.9
Age group ≤ 29 years in % 
n.a.
22.2
20.8
Age group 30 - 49 years in % 
n.a.
57.2
58.8
Age group ≥ 50 years in % 
n.a.
20.6
20.4
Part-time in % 
n.a.
7.0
5.6
Average age  
n.a.
39.1
39.2
Women in management positions in % 
n.a.
32.2
32.9
Total average years of tenure as of 31.12.  
n.a.
6.7
6.6
Women  
n.a.
6.2
6.1
Men 
n.a.
7.0
6.8
≤ 4 years in % 
n.a.
59.0
61.1
5 -14 years in % 
n.a.
27.0
25.5
≥ 15 years in % 
n.a.
14.0
13.4
External sustainability-related site audits (PSCI audits) 
n.a.
n.a.
5
Employee coverage in % 
n.a.
n.a.
38.5
Certified management systems according to ISO 45001 - Employee coverage as of 31.12. in % 
n.a.
n.a.
6.9
Work-related injuries 13, 17 
n.a.
104 18
159
Work-related injuries per million hours worked 13, 17 
n.a.
4.4 18
5.8
Work-related injuries with a serious outcome 13, 19 
n.a.
0
3
Fatal work-related injuries 13 
n.a.
0
0
Total training hours 
n.a.
167,600
232,699
Total average training hours per employee 
n.a.
12.2
14.8

Sartorius
Group Sustainability Indicators    Indicators of the Non-financial Group Statement
141
 
 
Focus topic sustainability / indicator  
FY 2019 
(base year)
FY 2021 
FY 2022
Women 
n.a.
12.5
15.2
Men 
n.a.
12.1
14.5
Total fluctuation rate  
n.a.
8.4
9.2
Women in % 
n.a.
9.6
10.1
Men in % 
n.a.
7.6
8.5
Age group  ≤ 29 years 
n.a.
13.3
13.3
Age group 30 - 49 years 
n.a.
6.7
7.8
Age group ≥ 50 years 
n.a.
7.9
8.9
Total new hires rate  
n.a.
31.7
22.9
Women in % 
n.a.
33.4
24.2
Men in % 
n.a.
30.5
22.1
Age group  ≤ 29 years 
n.a.
65.2
44.2
Age group 30 - 49 years 
n.a.
25.5
20.1
Age group ≥ 50 years 
n.a.
12.7
9.4
Employee Net Promoter Score 
n.a.
27.4
29.2
Governance 
 
 
 
Employees who completed training on Code of Conduct 20 
n.a.
9,143
11,883
Employee coverage in % 
n.a.
66.8
75.6
Employees who completed training on anti-corruption code 20 
n.a.
9,341
12,154
Employee coverage in % 
n.a.
68.2
77.4
Sustainability in Supply Chains 
 
 
 
Suppliers having signed the Code of Conduct for Business Partners 2022 
n.a.
n.a.
441
Coverage purchasing volume in % 
n.a.
n.a.
12
Sustainability-related supplier self-assessments as of 31.12. 21 
n.a.
110
654
Coverage purchasing volume in % 
n.a.
n.a.
49
External sustainability-related supplier audits 
n.a.
n.a.
0
Coverage purchasing volume in % 
n.a.
n.a.
0
Own quality-related supplier audits, which include sustainability aspects 
n.a.
107
125
EU Taxonomy  
 
 
 
Turnover of taxonomy-aligned activities (A.1.) in million € 
n.a.
n.a.
0
Proportion of taxonomy-aligned activities of turnover (A.1.) in % 
n.a.
n.a.
0
Turnover of taxonomy-eligible activities (Total A.1. + A.2.) in million € 
n.a.
n.a.
0
Proportion of taxonomy-eligible activities of turnover (Total A.1. + A.2.) in % 
n.a.
n.a.
0
Capital expenditures for taxonomy-aligned activities (A.1.) in million € 
n.a.
n.a.
110.5
Proportion of taxonomy-aligned activities of capital expenditures (A.1.) in % 
n.a.
n.a.
13
Capital expenditures for taxonomy-eligible activities (Total A.1. + A.2.) in million € 
n.a.
n.a.
298.5
Proportion of taxonomy-eligible activities of capital expenditures (Total A.1. + A.2.) in % 
n.a.
n.a.
34
Operating expenditures for taxonomy-aligned activities (A.1.) in million € 
n.a.
n.a.
2.1
Proportion of taxonomy-aligned activities of operating expenditures (A.1.) in % 
n.a.
n.a.
1
Operating expenditures for taxonomy-eligible activities (Total A.1. + A.2.) in million € 
n.a.
n.a.
33.0
Proportion of taxonomy-eligible activities of operating expenditures (Total A.1. + A.2.) in % 
n.a.
n.a.
19
1 Preparation based on the GHG Protocol (Corporate Accounting and Reporting Standard 2004, respectively the Corporate Value 
Chain (Scope 3) Accounting and Reporting Standard 2011). 
2 Based on data reported by production sites and some administrative sites; excluding companies newly acquired in the reporting 
year. 
3 Excluding GHG emissions from fleet fuel consumption. 
4 Fugitive emissions data currently only collected in Göttingen and Yauco. 
5 If a contract-specific emission factor was not available for the market-based calculation method, the location-based emission factor

Sartorius
Group Sustainability Indicators    Indicators of the Non-financial Group Statement
142
 
 
was used in accordance with the GHG Protocol. 
6 The data presented contain uncertainties and should currently be seen as an indication with respect to Scope 3 emissions.  
7 Excluding GHG emissions from commuting by trainees, interns, and contingent workers. 
8 In accordance with the GHG Protocol, this category is reported with zero GHG emissions because Sartorius cannot currently 
account for it appropriately due to the wide range of options available for further processing the Group’s products, each of which has 
its own specific GHG profile, and because, according to one estimate, it is also not material to the Group’s overall GHG accounting. 
9 GHG accounting currently covers only products that require electricity to use. 
10 This category is reported with zero GHG emissions, as the most relevant shareholding from a GHG perspective has been classified 
as not material in the financial reporting for fiscal 2022, and the GHG emissions related to this shareholding have also been assessed 
as not material to the Group’s overall GHG accounting, according to an estimate. 
11 The “Adjusted gross GHG intensity per euro of net turnover – market-based calculation,” accounts for instead of the purchased 
goods and services in the GHG category “Purchased goods and services”, only for the goods and services actually consumed for the 
manufacture of Sartorius’ products and services sold during the fiscal year This means that the data has been adjusted for warehouse 
inventories. 
12 The data for fiscal 2021 and the base year of 2019 was restated in fiscal 2022 based on the application of new and complemented 
data concepts. 
13 Preparation of the indicator based on the GRI Standards. 
14 Waste recycling is defined as the processing of products, components, and materials for reuse. 
15 Waste is classified as hazardous in accordance with the respective local legislation. 
16 Water withdrawals from areas under water stress are defined as those from areas where the level of water stress has been classified 
as “high” (40 – 80%) or “very high” (>80%) according to the Aqueduct Water Risk Atlas published by the World Resources Institute 
(WRI). 
17 This figure includes all work-related injuries that go beyond requiring basic first aid, i.e., requiring a visit to the doctor; it does not 
include commuting injuries; it does not include work-related injuries of trainees, interns, and contingent workers. 
18 Due to a significant reporting error by a Group company, the data for fiscal 2021 has been restated. Fewer work-related injuries 
occurred than previously reported. 
19 Serious work-related injuries are those that have caused or will cause 6 months of lost time. 
20 Excluding the companies newly acquired in the reporting year. 
21 Includes the available sustainability-related self-assessments via recognized sustainability platforms which, according to the 
platform, are valid as of the reporting date or whose validity date is not older than two years.

Sartorius
Group Sustainability Indicators    GRI Sustainability Indicators
143
 
 
GRI Sustainability Indicators  
The following table shows the sustainability indicators according to the GRI standard for the Sartorius Group  
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
102-4 
Number of countries 
Countries with at least one 
consolidated company of the 
Sartorius Group 
Number 
36
36 1
102-5 
Shareholder Structure  
Ordinary shares: Administered by an 
executor (related to ~34.2 million 
shares outstanding) 
% 
~ 55
~ 55
  
  
Ordinary shares: Bio-Rad 
Laboratories Inc.(related to ~34.2 
million shares outstanding) 
% 
~ 38
~ 38
  
  
Ordinary shares: Free float (related 
to ~34.2 million shares outstanding) 
% 
~ 7
~ 7
  
  
Preference shares: Free float 
(related to ~34.2 million shares 
outstanding) 
% 
~ 72
~  72
  
  
Preference shares: Bio-Rad 
Laboratories Inc. (related to ~34.2 
million shares outstanding) 
% 
~ 28
~ 28
102-7 
Employees 
Total number of employees 
Number 
13,832
15,942
  
Revenue 
Revenue 
€ in mn 
3,449.2
4,174.7
  
  
Sales revenue Biopreocess Solutions € in mn 
2,727.0
3,326.5
  
  
Sales revenue Lab Products & 
Services 
€ in mn 
722.2
848.2
  
Equity 
Equity 
€ in mn 
1,720.1
2,658.9
  
Liabilities 
Non-current liabilities 
€ in mn 
2,430.6
2,515.5
  
  
Current liabilities 
€ in mn 
1,547.2
1,803.4
  
Assets 
Non-current assets 
€ in mn 
3,901.1
4,954.6
  
  
Current assets 
€ in mn 
1,796.8
2,023.2
  
Sales revenues by region  
EMEA 
€ in mn 
1,411.0
1,550.6
  
  
Americas 
€ in mn 
1,141.2
1,543.8
  
  
Asia | Pacific 
€ in mn 
897.0
1,080.3
  
Employees by region and country 
Belgium 
Number 
51
56
  
  
Germany 
Number 
4,637
5,391
  
  
Finland 
Number 
304
347
  
  
France 
Number 
1,402
1,615
  
  
Ireland 
Number 
17
29
  
  
Israel 
Number 
228
189
  
  
Italy 
Number 
72
84
  
  
Netherlands 
Number 
32
40
  
  
Austria 
Number 
21
31
  
  
Poland 
Number 
18
20
  
  
Russia 
Number 
128
125
  
  
Sweden 
Number 
87
102
  
  
Switzerland 
Number 
122
137
  
  
Slovenia 
Number 
163
226
  
  
Spain 
Number 
57
65
  
  
South Africa 
Number 
9
11

Sartorius
Group Sustainability Indicators    GRI Sustainability Indicators
144
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
Tunisia 
Number 
691
663
  
  
Hungary 
Number 
13
16
  
  
UK 
Number 
978
1,194
  
  
EMEA Total 
Number 
9,030
10,341
  
  
Argentina 
Number 
49
50
  
  
Brazil 
Number 
46
55
  
  
Canada 
Number 
31
43
  
  
Mexico 
Number 
81
82
  
  
Puerto Rico 
Number 
1,158
1,390
  
  
USA 
Number 
1,427
1,681
  
  
Americas Total 
Number 
2,792
3,301
  
  
Australia 
Number 
36
42
  
  
China 
Number 
837
1,016
  
  
Hong Kong 
Number 
6
7
  
  
India 
Number 
631
684
  
  
Japan 
Number 
138
159
  
  
Malaysia 
Number 
14
16
  
  
Singapore 
Number 
103
119
  
  
South Korea 
Number 
189
204
  
  
Taiwan, China 
Number 
33
33
  
  
Thailand 
Number 
16
13
  
  
Vietnam 
Number 
7
7
  
  
Asia| Pacific Total 
Number 
2,010
2,300
  
  
Total 
Number 
13,832
15,942
102-8 
Employees by Employment Contract by 
Gender 
Unlimited contract (female) 
Number 
4,727
5,491
  
  
Unlimited contract (male) 
Number 
7,541
8,793
  
  
Unlimited contract Total 
Number 
12,268
14,284
  
  
Limited contract (female) 
Number 
707
714
  
  
Limited contract (male) 
Number 
857
944
  
  
Limited contract Total 
Number 
1,564
1,658
  
  
Female Total 
Number 
5,434
6,205
  
  
Male Total 
Number 
8,398
9,737
  
  
Total 
Number 
13,832
15,942
  
Employees by Employment Contract by 
Region 
Unlimited contract (EMEA) 
Number 
8,133
9,511
  
  
Unlimited contract (America) 
Number 
2,787
3,293
  
  
Unlimited contract (Asia|Pacific) 
Number 
1,348
1,480
  
  
Unlimited contract Total 
Number 
12,268
14,284
  
  
Limited contract (EMEA) 
Number 
897
830
  
  
Limited contract (America) 
Number 
5
8
  
  
Limited contract (Asia|Pacific) 
Number 
662
820
  
  
Limited contract Total 
Number 
1,564
1,658
  
  
EMEA Total 
Number 
9,030
10,341
  
  
America Total 
Number 
2,792
3,301
  
  
Asia|Pacific Total 
Number 
2,010
2,300
  
  
Total 
Number 
13,832
15,942
  
Employees by Employment Type by Gender 
Full-time (female) 
Number 
4,828
5,627
  
  
Full-time (male) 
Number 
8,031
9,429

Sartorius
Group Sustainability Indicators    GRI Sustainability Indicators
145
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
Full-time total 
Number 
12,859
15,056
  
  
Part-time (female) 
Number 
606
578
  
  
Part-time (male) 
Number 
367
308
  
  
Part-time total 
Number 
973
886
  
  
Female total 
Number 
5,434
6,205
  
  
Male total 
Number 
8,398
9,737
  
  
Total 
Number 
13,832
15,942
  
Workers That are not Employees by Region 
Other employees (EMEA) 
Number 
502
543
  
  
Other employees (America) 
Number 
9
10
  
  
Other employees (Asia|Pacific) 
Number 
8
4
  
  
Other employees Total 
Number 
519
557
  
  
Contingent Workers (EMEA) 
Number 
1,161
322
  
  
Contingent Workers (America) 
Number 
392
125
  
  
Contingent Workers (Asia|Pacific) 
Number 
189
152
  
  
Contingent Workers Total 
Number 
1,742
599
  
  
EMEA Total 
Number 
1,663
865
  
  
America Total 
Number 
401
135
  
  
Asia|Pacific Total 
Number 
197
156
  
  
Total 
Number 
2,261
1,156
102-41 
Employees under collective bargaining 
agreements 
Belgium 
% 
100
100
  
  
Germany 
% 
84
83
  
  
Finland 
% 
96
96
  
  
France 
% 
100
100
  
  
Ireland 
% 
0
0
  
  
Israel 
% 
0
0
  
  
Italy 
% 
100
100
  
  
Netherlands 
% 
0
0
  
  
Austria 
% 
0
0
  
  
Poland 
% 
0
0
  
  
Russia 
% 
0
0
  
  
Sweden 
% 
100
100
  
  
Switzerland 
% 
0
0
  
  
Slovenia 
% 
0
0
  
  
Spain 
% 
96
95
  
  
Südafrika 
% 
0
0
  
  
Tunisia 
% 
70
68
  
  
Hungary 
% 
0
0
  
  
UK 
% 
0
0
  
  
EMEA Total  
% 
70
69
  
  
Argentina 
% 
37
38
  
  
Brazil 
% 
100
100
  
  
Canada 
% 
0
0
  
  
Mexico 
% 
0
0
  
  
Puerto Rico 
% 
75
76
  
  
USA 
% 
0
0
  
  
Americas Total 
% 
33
34
  
  
Australia 
% 
0
0
  
  
China 
% 
0
0

Sartorius
Group Sustainability Indicators    GRI Sustainability Indicators
146
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
Hong Kong 
% 
0
0
  
  
India 
% 
13
11
  
  
Japan 
% 
0
0
  
  
Malaysia 
% 
0
0
  
  
Singapore 
% 
0
0
  
  
South Korea 
% 
0
0
  
  
Taiwan, China 
% 
0
0
  
  
Thailand 
% 
0
0
  
  
Vietnam 
% 
0
0
  
  
Asia|Pacific Total 
% 
4
3
  
  
Total 
% 
53
53
302-1 
Energy Consumption by energy souces 
Total energy consumption 
MWh 
162,341
200,715 2
303-3 
Water Withdrawal by water sources 
Total water withdrawal 
m3 
692,672
701,568 2
305 
GHG Emissions  
Total GHG Emissions 
tCO2e 
n.a.
1,137,703 2
306 
Total waste generation by type 
Total waste 
t 
10,526
18,733 2
  
  
Non-hazardous waste 
t 
7,291
15,140
  
  
Residual waste 
t 
2,259
2,410
  
  
Plastic waste 
t 
2,087
2,113 2
  
  
Paper and cardboard 
t 
1,614
1,567
  
  
Waste wood 
t 
864
1,262
  
  
Metal waste 
t 
375
392
  
  
Mixed recyclable materials 
t 
55
73
  
  
Electrical and electronic waste 
t 
37
26
  
  
Organic Waste 
t 
n.a.
23
  
  
Other Waste 
t 
n.a.
7,274
  
  
Hazardous waste 
t 
3,235
3,593
  
Waste Diverted from Disposal by 
Composition 
Total waste diverted from disposal  
t 
4,974
5,502
  
  
Non-hazardous waste 
t 
4,447
5,046
  
  
Residual waste 
t 
27
158
  
  
Plastic waste 
t 
1,555
1,593
  
  
Paper and cardboard 
t 
1,614
1,567
  
  
Wood Waste 
t 
839
1,231
  
  
Metal waste 
t 
375
392
  
  
Mixed recyclable materials 
t 
n.a.
73
  
  
Electrical and electronic waste 
t 
37
26
  
  
Organic Waste 
t 
n.a.
0
  
  
Other Waste 
t 
n.a.
7
  
  
Hazardous waste 
t 
527
456
  
Waste Directed to Disposal by Composition 
Total waste directed to Disposal by 
Composition 
t 
5,552
13,230
  
  
Non-hazardous waste 
t 
2,844
10,093
  
  
Residual waste 
t 
2,232
2,252
  
  
Plastic waste 
t 
532
520
  
  
Paper and cardboard 
t 
n.a.
0
  
  
Waste wood 
t 
25
31
  
  
Metal waste 
t 
n.a.
0
  
  
Mixed recyclable materials 
t 
55
0
  
  
Electrical and electronic waste 
t 
0
0

Sartorius
Group Sustainability Indicators    GRI Sustainability Indicators
147
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
Organic Waste 
t 
n.a.
23
  
  
Other Waste 
t 
n.a.
7,267
  
  
Hazardous waste 
t 
2,708
3,137
  
Hazardous Waste Directed to Disposal by 
Disposal  
Total hazardous waste directed to 
disposal by disposal method 
t 
2,707
3,137
  
  
Incineration (with energy recovery)  
t 
1,443
1,782
  
  
Incineration (without energy 
recovery) 
t 
1,048
1,236
  
  
Landfilling 
t 
1
7
  
  
Other disposal operations 
t 
215
113
  
Non-Hazardous Waste Directed to Disposal 
by Disposal Operation 
Total non-hazardous waste directed 
to disposal by disposal method 
t 
2,203
10,094
  
  
Incineration (with energy recovery)  
t 
886
6,850
  
  
Incineration (without energy 
recovery)  
t 
95
48
  
  
Landfilling  
t 
8
1,439
  
  
Other disposal operations  
t 
1,214
1,757
401-1 
New Hires by Region, Gender and Age Group Female (EMEA) 
Number 
1,043
855
  
  
≤ 29  (EMEA) 
Number 
558
352
  
  
30–49 (EMEA) 
Number 
416
432
  
  
≥ 50 (EMEA) 
Number 
69
71
  
  
Male (EMEA) 
Number 
1,564
1,337
  
  
≤ 29 (EMEA) 
Number 
687
543
  
  
30–49 (EMEA) 
Number 
758
707
  
  
≥ 50 (EMEA) 
Number 
119
87
  
  
Total (EMEA) 
Number 
2,607
2,192
  
  
Female (Americas) 
Number 
524
399
  
  
≤ 29 (Americas) 
Number 
226
163
  
  
30–49 (Americas) 
Number 
219
172
  
  
≥ 50 (Americas) 
Number 
79
64
  
  
Male (Americas) 
Number 
616
492
  
  
≤ 29 (Americas) 
Number 
266
186
  
  
30–49 (Americas) 
Number 
263
229
  
  
≥ 50 (Americas) 
Number 
87
77
  
  
Total (Americas) 
Number 
1,140
891
  
  
Female (Asia|Pacific) 
Number 
250
248
  
  
≤ 29 (Asia|Pacific) 
Number 
107
79
  
  
30–49 (Asia|Pacific) 
Number 
142
165
  
  
≥ 50 (Asia|Pacific) 
Number 
1
4
  
  
Male (Asia|Pacific) 
Number 
384
321
  
  
≤ 29 (Asia|Pacific) 
Number 
156
141
  
  
30 (Asia|Pacific) 
Number 
222
177
  
  
≥ 50 (Asia|Pacific) 
Number 
6
3
  
  
Total (Asia|Pacific) 
Number 
634
569
  
  
Female (Total) 
Number 
1,817
1,502
  
  
≤ 29 (Total) 
Number 
891
594
  
  
30–49 (Total) 
Number 
777
769
  
  
≥ 50 (Total) 
Number 
149
139
  
  
Male (Total) 
Number 
2,564
2,150

Sartorius
Group Sustainability Indicators    GRI Sustainability Indicators
148
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
≤ 29 (Total) 
Number 
1,109
870
  
  
30–49 (Total) 
Number 
1,243
1,113
  
  
≥ 50 (Total) 
Number 
212
167
  
  
Total (Total) 
Number 
4,381
3,652
  
Employee Turnover by Region, Gender and 
Age Group 
Female (EMEA) 
Number 
321
350
  
  
≤ 29  (EMEA) 
Number 
158
101
  
  
30–49 (EMEA) 
Number 
109
174
  
  
≥ 50 (EMEA) 
Number 
54
75
  
  
Male (EMEA) 
Number 
371
454
  
  
≤ 29 (EMEA) 
Number 
142
141
  
  
30–49 (EMEA) 
Number 
148
207
  
  
≥ 50 (EMEA) 
Number 
81
106
  
  
Total (EMEA) 
Number 
692
804
  
  
Female (Americas) 
Number 
116
169
  
  
≤ 29 (Americas) 
Number 
28
56
  
  
30–49 (Americas) 
Number 
53
74
  
  
≥ 50 (Americas) 
Number 
35
39
  
  
Male (Americas) 
Number 
126
211
  
  
≤ 29 (Americas) 
Number 
17
63
  
  
30–49 (Americas) 
Number 
64
95
  
  
≥ 50 (Americas) 
Number 
45
53
  
  
Total (Americas) 
Number 
242
308
  
  
Female (Asia|Pacific) 
Number 
87
108
  
  
≤ 29 (Asia|Pacific) 
Number 
32
24
  
  
30–49 (Asia|Pacific) 
Number 
52
78
  
  
≥ 50 (Asia|Pacific) 
Number 
3
6
  
  
Male (Asia|Pacific) 
Number 
145
167
  
  
≤ 29 (Asia|Pacific) 
Number 
32
54
  
  
30 (Asia|Pacific) 
Number 
105
103
  
  
≥ 50 (Asia|Pacific) 
Number 
8
10
  
  
Total (Asia|Pacific) 
Number 
232
275
  
  
Female (Total) 
Number 
524
627
  
  
≤ 29 (Total) 
Number 
218
181
  
  
30–49 (Total) 
Number 
214
326
  
  
≥ 50 (Total) 
Number 
92
120
  
  
Male (Total) 
Number 
642
832
  
  
≤ 29 (Total) 
Number 
191
258
  
  
30–49 (Total) 
Number 
317
405
  
  
≥ 50 (Total) 
Number 
134
169
  
  
Total (Total) 
Number 
1,166
1,459
401-3 
Employees that took parental leave by 
Gender and Region 
EMEA (female) 
Number 
263
187
  
  
Americas  (female) 
Number 
31
48
  
  
Asia|Pacific (female) 
Number 
18
36
  
  
Total (female) 
Number 
312
271
  
  
EMEA (male) 
Number 
208
243
  
  
Americas (male) 
Number 
27
62
  
  
Asia|Pacific (male) 
Number 
25
29

Sartorius
Group Sustainability Indicators    GRI Sustainability Indicators
149
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
Total (male) 
Number 
260
334
  
  
EMEA (Total) 
Number 
471
430
  
  
Americas (Total) 
Number 
58
110
  
  
Asia|Pacific (Total) 
Number 
43
65
  
  
Total (Total) 
Number 
572
605
  
Employees That Returned to Work in the 
Reporting Period After Parental Leave Ended 
by Gender and Region 
EMEA (female) 
Number 
227
170
  
  
Americas  (female) 
Number 
24
38
  
  
Asia|Pacific (female) 
Number 
17
19
  
  
Total (female) 
Number 
268
227
  
  
EMEA (male) 
Number 
199
238
  
  
Americas (male) 
Number 
17
57
  
  
Asia|Pacific (male) 
Number 
25
28
  
  
Total (male) 
Number 
241
323
  
  
EMEA (Total) 
Number 
426
408
  
  
Americas (Total) 
Number 
41
95
  
  
Asia|Pacific (Total) 
Number 
42
47
  
  
Total (Total) 
Number 
509
550
  
Employees That Returned to Work After 
Parental Leave Ended That Were Still 
Employed 12 Months After Their Return to 
Work by Gender and Region 
EMEA (female) 
Number 
96
125
  
  
Americas  (female) 
Number 
9
6
  
  
Asia|Pacific (female) 
Number 
24
20
  
  
Total (female) 
Number 
129
151
  
  
EMEA (male) 
Number 
117
202
  
  
Americas (male) 
Number 
16
1
  
  
Asia|Pacific (male) 
Number 
25
22
  
  
Total (male) 
Number 
158
225
  
  
EMEA (Total) 
Number 
213
327
  
  
Americas (Total) 
Number 
25
7
  
  
Asia|Pacific (Total) 
Number 
49
42
  
  
Total (Total) 
Number 
287
376
403-9 
Work-Related Injuries 
Work-related injuries 
Number 
104
159 2
404-1 
Average Training Hours by Region and 
Gender 
EMEA (female) 
Number 
11.4
14.7
  
  
Americas  (female) 
Number 
13.7
15.7
  
  
Asia|Pacific (female) 
Number 
16.0
17.3
  
  
Total (female) 
Number 
12.5
15.2
  
  
EMEA (male) 
Number 
11.3
15.0
  
  
Americas (male) 
Number 
13.7
13.8
  
  
Asia|Pacific (male) 
Number 
13.2
13.6
  
  
Total (male) 
Number 
12.1
14.5
  
  
EMEA (Total) 
Number 
11.3
14.9
  
  
Americas (Total) 
Number 
13.7
14.6
  
  
Asia|Pacific (Total) 
Number 
14.2
14.9
  
  
Total (Total) 
Number 
12.2
14.8
405-1 
Members of Governance Bodies by Gender 
and Age Group 
≤ 29  (female) 
% 
0
0

Sartorius
Group Sustainability Indicators    GRI Sustainability Indicators
150
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
30–49 (female) 
% 
0
0
  
  
≥ 50 (female) 
% 
0
0
  
  
≤ 29  (male) 
% 
0
0
  
  
30–49 (male) 
% 
50
50
  
  
≥ 50 (male) 
% 
50
50
  
Employees by Employee Category, Gender 
and Age Group 
Women (Management) 
% 
32.2
32.9
  
  
≤ 29  (female) (Management) 
% 
5.1
5.1
  
  
30–49 (female) (Management) 
% 
68.3
70.2
  
  
≥ 50 (female) (Management) 
% 
26.6
24.8
  
  
Men (Management) 
% 
67.8
67.1
  
  
≤ 29  (male) (Management) 
% 
4.0
3.1
  
  
30–49 (male) (Management) 
% 
66.0
67.3
  
  
≥ 50 (male) (Management) 
% 
30.0
29.6
  
  
Total (Management) 
% 
15.5
15.1
  
  
Women (Employees) 
% 
40.6
40.0
  
  
≤ 29  (female) (Employees) 
% 
27.7
25.3
  
  
30–49 (female) (Employees) 
% 
53.0
55.4
  
  
≥ 50 (female) (Employees) 
% 
19.2
19.3
  
  
Men (Employees) 
% 
59.4
60.0
  
  
≤ 29  (male) (Employees) 
% 
23.9
22.8
  
  
30–49 (male) (Employees) 
% 
57.1
58.4
  
  
≥ 50 (male) (Employees) 
% 
19.0
18.9
  
  
Total (Employees) 
% 
84.5
84.9
  
  
Women (Total) 
% 
39.3
38.9
  
  
≤ 29  (female) (Total) 
% 
24.9
22.7
  
  
30–49 (female) (Total) 
% 
55.0
57.2
  
  
≥ 50 (female) (Total) 
% 
20.2
20.0
  
  
Men (Total) 
% 
60.7
61.1
  
  
≤ 29  (male) (Total) 
% 
20.4
19.4
  
  
30–49 (male) (Total) 
% 
58.7
59.8
  
  
≥ 50 (male) (Total) 
% 
20.9
20.7
  
  
Total (Total) 
% 
100.0
100.0
  
Employees with disabilities 
Employees with disabilities 
Number 
241
289
1 Argentina, Australia, Austria, Belgium, Brazil, Canada, China, Denmark, Finland, France, Germany, Hong Kong, Hungary, India, Ire-
land, Israel, Italy, Japan, Malaysia, Mexico, Netherlands, Poland, Puerto Rico, Russia, Singapore, Slovenia, Spain, South Africa, South 
Korea, Sweden, Switzerland, Taiwan, Thailand, Tunisia, UK, USA, Vietnam Slowenien, Spanien, Südafrika, Südkorea, Taiwan, Thailand, 
Tunesien, Ungarn, USA, Vereinigtes Königreich, Vietnam 
2 For further information, see the “Indicators of the Non-financial Group Statement “ on page 139.

Indices

Sartorius
Indices    GRI Index
152
 
 
GRI Index 
This report was created based on the GRI standards. The following index provides the page references for re-
quired disclosures. 
Universal Disclosure Requirements 
Referenz  
Angabe  
Page
  
GRI 102: Organizational Profile 2016 
 
102-1 
Name of the Organization 
10 seq. 
102-2 
Activities, Brands, Products, and Services 
10 seq. 
102-3 
Location of Headquarters 
10 seq. 
102-4 
Location of Operations 
10 seq., 143 seq.
102-5 
Ownership and Legal Form 
 
10 seq., 143 seq.
102-6 
Markets Served 
10 seq. 
102-7 
Scale of the Organization 
10 seq., 143 seq. 
102-8 
Information on Employees and Other Workers 
 
10 seq., 143 seq.
102-9 
Supply Chain 
10 seq. 
102-10 
Significant Changes to the Organization and its Supply Chain 
10 seq. 
102-11 
Precautionary Principle or Approach 
10 seq. 
102-12 
External Initiatives  
86, 92 
102-13 
Membership of Associations 
86, 92 
  
GRI 102: Strategy 2016 
 
102-14 
Statement from Senior Decision-Maker 
6 f. 
102-15 
Key Impacts, Risks, and Opportunities 
85 seq. 
  
GRI 102: Ethic and Integrity 2016 
 
102-16 
Values, Principles, Standards, and Norms of Behavior 
99, 100 f. 
102-17 
Mechanisms for Advice and Concerns about Ethics 
 
99, 100 f.  
  
GRI 102: Governance 2016 
 
102-18 
Governance Structure 
74 seq. 
102-20 
Executive-Level Responsibility for Economic, Environmental and Social Topics  
74 seq., 87 
102-21 
Consulting Stakeholders on Economic, Environmental, and Social Topics 
74 seq., 86 
102-22 
Composition of the Highest Governance Body and its Committees 
74 seq. 
102-23 
Chair of the Highest Governance Body 
74 seq.  
102-24 
Nomination and Selection of the Highest Governance Body 
74 seq.  
102-25 
Conflicts of Interest 
74 seq.  
102-29 
Identifying and Managing Economic, Environmental, and Social Impacts 
74 seq.  
102-30 
Effectiveness of Risk Management Processes 
74 seq.  
102-31 
Review of Economic, Environmental, and Social Topics 
74 seq.  
102-32 
Highest Governance Body’s Role in Sustainability Reporting 
74 seq.  
102-33 
Communication of Critical Concerns 
74 seq.  
102-35 
Remuneration Policies 
74 seq., 112 seq. 
102-36 
Process to Determine Remuneration 
74 seq., 112 seq.  
102-38 
Annual Total Compensation Ratio 
74 seq., 112 seq.  
  
GRI 102: Stakeholder Engagement 2016 
 
102-40 
List of Stakeholder Groups 
86 
102-41 
Collective Bargaining Agreements 
143 seq. 
102-42 
Identifying and Selecting Stakeholders 
86  
102-43 
Approach to Stakeholder Engagement 
86

Sartorius
Indices    GRI Index
153
 
 
Referenz  
Angabe  
Page
102-44 
Key Topics and Concerns Raised 
86  
  
GRI 102: Reporting Practice 2016 
 
102-45 
Entities Included in the Consolidated Financial Statements 
8 
102-46 
Defining Report Content and Topic Boundaries 
8 
102-47 
List of Material Topics 
8 
102-48 
Restatement of Information 
8 
102-49 
Changes in Reporting 
8 
102-50 
Reporting Period 
8 
102-51 
Date of Most Recent Report 
8 
102-52 
Reporting Cycle 
8 
102-53 
Contact Point for Questions Regarding the Report 
172 
102-54 
Claims of Reporting in Accordance with the GRI Standards 
8, 152 
102-55 
GRI Content Index 
152 seq. 
102-56 
External Assurance 
8 
 
Topic-specific Disclosure Requirements (based on materiality) 
Economics 
Referenz  
Angabe  
Page
  
GRI 203: Indirect Economic Impacts 2016 
 
103 
Management Approach 
11
203-2 
Significant Indirect Economic Impacts 
134 seq.
  
GRI 205: Anti-Corruption 2016 
 
103 
Management Approach 
99
205-2 
Communications and Training about Anti-Corruption Policies and Procedures 
99, 139 seq.
205-3 
Confirmed Incidents of Corruption and Actions Taken 
99
  
GRI 206: Anti-Competitive Behavior 2016 
103 
Management Approach 
99
206-1 
Legal Actions for Anti-Competitive Behavior, Anti-Trust, and Monopoly Practices 
99

Sartorius
Indices    GRI Index
154
 
 
Ecology 
Referenz  
Angabe  
Page
  
GRI 302: Energy 2016 
 
103 
Management Approach 
92
302-1 
Energy Consumption Within the Organization 
92, 139 seq.
302-3 
Energy Intensity 
92, 139 seq.
  
GRI 303: Water and Effluents 2018 
103 
Management Approach 
94 f.
303-3 
Water Withdrawal 
94, 139 seq.
  
GRI 303: Emissions 2016 
103 
Management Approach 
88 seq.
305-1 
Direct (Scope 1) GHG Emissions 
88 seq., 139 seq.
305-2 
Indirect (Scope 2) GHG Emissions 
88 seq., 139 seq.
305-3 
Other Indirect (Scope 3) GHG Emissions 
88 seq., 139 seq.
305-4 
GHG Emissions Intensity 
88 seq., 139 seq.
  
GRI 306: Waste 2020 
103 
Management Approach 
92 seq.
306-3 
Waste Generated 
92 seq., 139 seq., 143 seq.
306-4 
Waste Diverted From Disposal 
92 seq., 139 seq., 143 seq.
306-5 
Waste Directed To Disposal 
92 seq., 139 seq., 143 seq.
  
GRI 307: Environmental Compliance 2016 
103 
Management Approach 
88. seq., 92 seq., 94 seq.
  
GRI 308: Supplier Environmental Assessment 2016 
103 
Management Approach 
100 seq., 139 seq.
308-2 
Negative Impacts in Supply Chain and Actions Taken 
100 seq., 139 seq.

Sartorius
Indices    GRI Index
155
 
 
Social 
Referenz  
Angabe  
Page
  
GRI 401: Employment 2016 
 
103 
Management Approach 
95 seq.
401-1 
New Employee Hires and Employee Turnover 
95 seq., 139 seq., 143 seq.
401-2 
Benefits Provided to Full-Time Employees That Are Not Provided to Tempo-
rary or Part-Time Employees 
k. A.
401-3 
Parental Leave 
143 seq.
  
GRI 403: Occupational Health and Safety 2018 
103 
Management Approach 
95 seq.
403-9 
Work-Related Injuries 
95 seq., 139 seq.
  
GRI 404: Training and Education 2016 
103 
Management Approach 
95 seq.
404-1 
Average Hours of Training per Year per Employee 
95 seq., 139 seq., 143 seq. 
404-3 
Percentage of Employees Receiving Regular Performance and Career Devel-
opment Reviews 
95 seq.
  
GRI 405: Diversity and Equal Opportunity 2016 
103 
Management Approach 
95 seq.
405-1 
Diversity of Governance Bodies and Employees 
74 seq., 139 seq., 143 seq.
  
GRI 406: Non-Discrimination 2016 
103 
Management Approach 
95 seq.
406-1 
Incidents of Discrimination and Corrective Actions Taken 
95 seq.
  
GRI 412: Human Rights Assessment 
103 
Management Approach 
95 seq.
412-2 
Employee Training on Human Rights Policies or Procedures 
99
  
GRI 414: Supplier Social Assessment 2016 
103 
Management Approach 
100 seq.
414-2 
Schulungen für Angestellte zu Menschenrechtspolitik und -verfahren 
100 seq.
  
GRI 415: Public Policy 2016 
103 
Management Approach 
99
415-1 
Political Contributions 
none
  
GRI 419: Socioeconomic Compliance 2016 
103 
Management Approach 
95 seq., 99
419-1 
Non-Compliance with Laws and Regulations in the Social and Economic Area 
95 seq., 99

Sartorius
Indices    UN Global Compact Index
156
 
 
UN Global Compact Index 
The following index serves as the Sartorius Group’s 2022 progress report (“Communication on Progress”) with 
regard to the implementation of the principles of the UN Global Compact and presents the sustainability ac-
tivities described in the context of the principles of the UN Global Compact. 
Topic area  
Principle 
Page 
Human Rights 
1. Businesses should support and respect the protection of internation-
ally proclaimed human rights 
95 seq., 99, 100 seq. 
  
2. Make sure that they are not complicit in human rights abuses. 
95 seq., 99, 100 seq. 
Labor 
3. Businesses should uphold the freedom of association and the effec-
tive recognition of the right to collective bargaining. 
95 seq., 99, 100 seq. 
  
4. The elimination of all forms of forced and compulsory labor. 
95 seq., 99, 100 seq. 
  
5. The effective abolition of child labor. 
95 seq., 99, 100 seq. 
  
6. The elimination of discrimination in respect of employment and occu-
pation. 
95 seq., 99, 100 seq. 
Environment 
7. Businesses should support a precautionary approach to environmen-
tal challenges. 
88 seq., 92 seq., 94 f., 99, 100 seq. 
  
8. Undertake initiatives to promote greater environmental responsibility 
88 seq., 92 seq., 94 f., 99, 100 seq. 
  
9. Encourage the development and diffusion of environmentally friendly 
technologies. 
6, 88 seq., 92 seq., 94 f., 99, 100 seq. 
Corruption pre-
vention  
10. Businesses should work against corruption in all its forms, including 
extortion and bribery. 
99, 100 seq.

Sartorius
Indices    TCFD Index
157
 
 
TCFD Index 
The following index shows the described sustainability activities of the Sartorius Group in the context of the 
disclosure recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) for climate 
reporting.  
Disclosure 
Page
Governance: Disclose the organization’s governance around climate related risks and opportunities. 
 
a) Describe the board’s oversight of climate-related risks and opportunities. 
86 seq., 88 seq.
b) Describe management’s role in assessing and managing climate-related risks and opportunities. 
10 seq., 75 seq., 53 seq. 
Strategy: Disclose the actual and potential impacts of climate-related risks and opportunities on the or-
ganization’s businesses, strategy, and financial planning where such information is material. 
 
a) Describe the climate-related risks and opportunities the organization has identified over the short, me-
dium, and longterm.  
53 seq. 
b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strat-
egy, and financial planning.   
53 seq. 
c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related 
scenarios, including a 2°C or lower scenario. 
88 seq.
Risk Management: Disclose how the organization identifies, assesses, and manages climate-related 
risks. 
 
a) Describe the organization’s processes for identifying and assessing climate-related risks.  
53, seq., 86 f., 88 seq.
b) Describe the organization’s processes for managing climate-related risks.  
53, seq., 86 f., 88 seq.
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated 
into the organization’s overall risk management. 
53, seq., 86 f., 88 seq.
Metrics and Targets: Disclose the metrics and targets used to assess and manage relevant climate-re-
lated risks and opportunities where such information is material. 
 
a) Disclose the metrics used by the organization to assess climaterelated risks and opportunities in line 
with its strategy and risk management process.  
88 seq.
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the re-
lated risks.  
88 seq. 
c) Describe the targets used by the organization to manage climate-related risks and opportunities and 
performance against targets. 
88 seq.

Sartorius
Indices    SDG Index
158
 
 
SDG Index 
The following index shows the sustainability activities of the Sartorius Group in the context of the United Na-
tions Sustainable Development Goals (SDGs). 
Goal 
  
Page
SDG 3 
Good health and well-being 
6 seq.
SDG 4 
Quality education 
95 seq.
SDG 5 
Gender equality 
74 seq., 95 seq.
SDG 6 
Clean water and sanitation 
94 seq., 100 seq.
SDG 8 
Decent work and economic growth 
95 seq., 100 seq.
SDG 9 
Industry, innovation and infrastructure 
88 seq., 92 seq., 94 seq., 100 seq.
SDG 12 
Responsible consumption and production 
6, 88 seq., 92 seq., 94 seq., 100 seq.
SDG 13 
Climate action 
88 seq., 100 seq.
SDG 17 
Partnerships for the goals 
6, 88 seq., 92 seq., 94 seq., 100 seq.

Sartorius
 
 
 
 
 
 
 
 
 
 
 
 
 
Information on Sartorius Stedim
Biotech Subgroup

Sartorius
Information on Sartorius Stedim Biotech Subgroup    Indicators of the Non-financial Group Statement
160
 
 
Indicators of the Non-financial Group 
Statement  
The Sartorius Stedim Biotech subgroup falls under the non-financial group statement of Sartorius AG and is 
exempt from preparing its own non-financial statement. The following table breaks down the specific sustain-
ability indicators from the non-financial group statement for the Sartorius Stedim Biotech subgroup. The GHG 
emissions in Scope 3 were allocated based on sales.  
Focus topic sustainability / indicator  
FY 2019 
(base year)
FY 2021 
FY 2022
Climate  
 
 
 
Gross GHG emissions - scope 1 in t CO2e 1, 2, 3, 4 
11,943
12,231
16,035
Share of Scope 1 GHG emissions under regulated emission trading schemes in % 
0
0
0
Gross GHG emissions - scope 2 - location-based calculation in t CO2e 1, 2 
26,217
35,575
45,929
Gross GHG emissions - scope 2 - market-based calculation in t CO2e 1, 2, 5 
22,253
17,225
24,283
Gross GHG emissions - scope 3 in t CO2e 1, 6 
400,674
695,204
872,840
Category 1: Purchased goods and services in t CO2e 1, 6 
178,835
353,836
417,529
Category 2: Capital goods in t CO2e 1, 6 
27,669
55,110
76,394
Category 3: Fuel- and energy-related activities (not included in scope 1 and 2) in t CO2e 1, 6 
4,915
7,163
9,058
Category 4: Upstream transportation and distribution in t CO2e 1, 6 
43,069
77,703
102,988
Category 5: Waste generated in operations in t CO2e 1, 6 
3,016
6,222
7,388
Category 6: Business travel in t CO2e 1, 6 
19,570
4,991
16,854
Category 7: Employee commuting in t CO2e 1, 6, 7 
11,264
15,116
17,642
Category 8: Upstream leased assets in t CO2e 1, 6 
0
0
0
Category 9: Downstream transportation and distribution in t CO2e 1, 6 
3,661
6,605
8,754
Category 10: Processing of sold products in t CO2e 1, 6, 8 
0
0
0
Category 11: Use of sold products in t CO2e 1, 6, 9 
81,470
130,867
177,710
Category 12: End-of-life treatment of sold products in t CO2e 1, 6 
27,207
37,592
38,523
Category 13: Downstream leased assets in t CO2e 1, 6 
0
0
0
Category 14: Franchises in t CO2e 1, 6 
0
0
0
Category 15: Investments in t CO2e 1, 6, 10 
0
0
0
Total gross GHG emissions (scope 1, 2 and 3) - location-based calculation in t CO2e 
438,835
743,011
934,804
Total gross GHG emissions (scope 1, 2 and 3) - market-based calculation in t CO2e 
434,871
724,661
913,158
Total GHG removals in t CO2e 
0
0
0
Total net GHG emissions (scope 1, 2 and 3) - location-based calculation in t CO2e 
438,835
743,011
934,804
Total net GHG emissions (scope 1, 2 and 3) - market-based calculation in t CO2e 
434,871
724,661
913,158
Gross GHG intensity - location-based calculation per net turnover in t CO2e /€ 
0.000320
0.000273
0.000281
Gross GHG intensity - market-based calculation per net turnover in t CO2e /€ 
0.000317
0.000266
0.000275
Adjusted gross GHG intensity - market-based calculation per net turnover in t CO2e /€ 1,1 
n.a.
n.a.
n.a.
Average annual reduction in % 
n.a.
n.a.
n.a.
Total energy consumption in MWh 2, 13 
n.a.
137,231
170,318
Renewable energy consumption in MWh 
n.a.
39,126
52,859
Purchased certified renewable electricity in MWh 
n.a.
37,790
51,759
Self-generated solar energy in MWh 
n.a.
629
506
Purchased geothermal energy in MWh 
n.a.
707
594
Other renewable energy in MWh 
n.a.
0
0
Non-renewable energy consumption in MWh 
n.a.
98,105
117,459
Purchased heating oil in MWh 
n.a.
46,714
51,519

Sartorius
Information on Sartorius Stedim Biotech Subgroup    Indicators of the Non-financial Group Statement
161
 
 
Focus topic sustainability / indicator  
FY 2019 
(base year)
FY 2021 
FY 2022
Purchased non-renewable electricity in MWh 
n.a.
39,910
47,422
Purchased district heating in MWh 
n.a.
3,113
6,287
Purchased diesel in MWh 
n.a.
4,957
8,792
Purchased heating oil in MWh 
n.a.
1,129
2,406
Purchased district cooling in MWh 
n.a.
1,530
815
Purchased LPG in MWh 
n.a.
751
218
Total share of renewable energy in % 
n.a.
28.5
31.0
Certified management systems according to ISO 50001 - Employee coverage as of 31.12. in % 
n.a.
n. a.
29.3
Materials & Circularity 
 
 
 
Total waste generation in t 2, 13 
n.a.
9,194
16,991
Hazardous waste in t 14 
n.a.
2,999
3,382
Recycled hazardous waste in t 15 
n.a.
304
273
Non-hazardous waste in t 
n.a.
6,195
13,609
Recycled non-hazardous waste in t 15 
n.a.
3,841
4,235
Total waste recycling quota in % 
n.a.
45.1
26.5
Plastic waste in t 2 
n.a.
1,952
1,826
Recycled plastic waste in t 
n.a.
1,447
1,425
Plastic recycling quota in % 
n.a.
74.1
78.1
Water & Effluents 
 
 
 
Total water withdrawal in m3 2, 13 
n.a.
661,142
667,255
Third-party water in m3 
n.a.
631,626
638,317
Ground water in m3 
n.a.
18,979
19,119
Surface water m3 
n.a.
10,536
9,820
Total water withdrawal from water stress areas in % 16 
n.a.
77
76.4
Certified management systems according to ISO 14001 - Employee coverage as of 31.12. in % 
n.a.
n.a.
60.4
Social Responsibility  
 
 
 
Total employees as of 31.12. 
n.a.
10,409
11,934
Women in % 
n.a.
39.4
38.9
Age group ≤ 29 years in % 
n.a.
25.1
22.9
Age group 30 - 49 years in % 
n.a.
56.4
58.3
Age group ≥ 50 years in % 
n.a.
18.5
18.8
Part-time in % 
n.a.
7.5
5.6
Average age  
n.a.
38.1
38.5
Women in management positions in % 
n.a.
33.3
34.2
Total average years of tenure as of 31.12.  
n.a.
5.8
5.9
Women  
n.a.
5.5
5.6
Men 
n.a.
6.0
6.1
≤ 4 years in % 
n.a.
63.0
64.3
5 -14 years in % 
n.a.
26.0
24.6
≥ 15 years in % 
n.a.
11.0
11.1
External sustainability-related site audits (PSCI audits) 
n.a.
n.a.
5
Employee coverage in % 
n.a.
n.a.
38.5
Certified management systems according to ISO 45001 - Employee coverage as of 31.12. in % 
n.a.
n.a.
7.6
Work-related injuries 13, 17 
n.a.
66 18
141
Work-related injuries per million hours worked 13, 17 
n.a.
3.7 18
6.9
Work-related injuries with a serious outcome 13, 19 
n.a.
0
2
Fatal work-related injuries 13 
n.a.
0
0
Total training hours 
n.a.
130,844
175,579

Sartorius
Information on Sartorius Stedim Biotech Subgroup    Indicators of the Non-financial Group Statement
162
 
 
Focus topic sustainability / indicator  
FY 2019 
(base year)
FY 2021 
FY 2022
Total average training hours per employee 
n.a.
12.7
15
Women 
n.a.
12.5
15.2
Men 
n.a.
12.9
14.8
Total fluctuation rate  
n.a.
8.4
9.3
Women in % 
n.a.
9.9
10.3
Men in % 
n.a.
7.5
8.7
Age group  ≤ 29 years 
n.a.
13.7
13.3
Age group 30 - 49 years 
n.a.
6.2
8
Age group ≥ 50 years 
n.a.
8.1
8.7
Total new hires rate  
n.a.
35.4
22.8
Women in % 
n.a.
36.7
24.2
Men in % 
n.a.
34.6
21.9
Age group  ≤ 29 years 
n.a.
67.5
40.7
Age group 30 - 49 years 
n.a.
27.9
19.9
Age group ≥ 50 years 
n.a.
14.9
10.0
Employee Net Promoter Score 
n.a.
n.a.
n.a.
Governance 
 
 
 
Employees who completed training on Code of Conduct 20 
n.a.
6,619
8,785
Employee coverage in % 
n.a.
64.4
74.8
Employees who completed training on anti-corruption code 20 
n.a.
6,785
8,998
Employee coverage in % 
n.a.
66.0
76.6
Sustainability in Supply Chains 
 
 
 
Suppliers having signed the Code of Conduct for Business Partners 2022 
n.a.
n.a.
n.a.
Coverage purchasing volume in % 
n.a.
n.a.
n.a.
Sustainability-related supplier self-assessments as of 31.12. 21 
n.a.
n.a.
n.a.
Coverage purchasing volume in % 
n.a.
n.a.
n.a.
External sustainability-related supplier audits 
n.a.
n.a.
0
Coverage purchasing volume in % 
n.a.
n.a.
0
Own quality-related supplier audits, which include sustainability aspects 
n.a.
n.a.
96
EU Taxonomy  
 
 
 
Turnover of taxonomy-aligned activities (A.1.) in million € 
n.a.
n.a.
0
Proportion of taxonomy-aligned activities of turnover (A.1.) in % 
n.a.
n.a.
0
Turnover of taxonomy-eligible activities (Total A.1. + A.2.) in million € 
n.a.
n.a.
0
Proportion of taxonomy-eligible activities of turnover (Total A.1. + A.2.) in % 
n.a.
n.a.
0
Capital expenditures for taxonomy-aligned activities (A.1.) in million € 
n.a.
n.a.
103.1
Proportion of taxonomy-aligned activities of capital expenditures (A.1.) in % 
n.a.
n.a.
14
Capital expenditures for taxonomy-eligible activities (Total A.1. + A.2.) in million € 
n.a.
n.a.
244.1
Proportion of taxonomy-eligible activities of capital expenditures (Total A.1. + A.2.) in % 
n.a.
n.a.
33
Operating expenditures for taxonomy-aligned activities (A.1.) in million € 
n.a.
n.a.
1.8
Proportion of taxonomy-aligned activities of operating expenditures (A.1.) in % 
n.a.
n.a.
1
Operating expenditures for taxonomy-eligible activities (Total A.1. + A.2.) in million € 
n.a.
n.a.
26.4
Proportion of taxonomy-eligible activities of operating expenditures (Total A.1. + A.2.) in % 
n.a.
n.a.
20
1 Preparation based on the GHG Protocol (Corporate Accounting and Reporting Standard 2004, respectively the Corporate Value 
Chain (Scope 3) Accounting and Reporting Standard 2011). 
2 Based on data reported by production sites and some administrative sites; excluding companies newly acquired in the reporting 
year. 
3 Excluding GHG emissions from fleet fuel consumption. 
4 Fugitive emissions data currently only collected in Göttingen and Yauco.

Sartorius
Information on Sartorius Stedim Biotech Subgroup    Indicators of the Non-financial Group Statement
163
 
 
5 If a contract-specific emission factor was not available for the market-based calculation method, the location-based emission factor 
was used in accordance with the GHG Protocol. 
6 The data presented contain uncertainties and should currently be seen as an indication with respect to Scope 3 emissions. GHG 
emissions in Scope 3 were allocated to the Sartorius Stedim Biotech S.A. subgroup based on sales. 
7 Excluding GHG emissions from commuting by trainees, interns, and contingent workers. 
8 In accordance with the GHG Protocol, this category is reported with zero GHG emissions because Sartorius cannot currently 
account for it appropriately due to the wide range of options available for further processing the Group’s products, each of which has 
its own specific GHG profile, and because, according to one estimate, it is also not material to the Group’s overall GHG accounting. 
9 GHG accounting currently covers only products that require electricity to use. 
10 This category is reported with zero GHG emissions, as the most relevant shareholding from a GHG perspective has been classified 
as not material in the financial reporting for fiscal 2022, and the GHG emissions related to this shareholding have also been assessed 
as not material to the Group’s overall GHG accounting, according to an estimate. 
11 The “Adjusted gross GHG intensity per euro of net turnover – market-based calculation,” accounts for instead of the purchased 
goods and services in the GHG category “Purchased goods and services”, only for the goods and services actually consumed for the 
manufacture of Sartorius’ products and services sold during the fiscal year This means that the data has been adjusted for warehouse 
inventories. 
12 The data for fiscal 2021 and the base year of 2019 was restated in fiscal 2022 based on the application of new and complemented 
data concepts. 
13 Preparation of the indicator based on the GRI Standards. 
14 Waste recycling is defined as the processing of products, components, and materials for reuse. 
15 Waste is classified as hazardous in accordance with the respective local legislation. 
16 Water withdrawals from areas under water stress are defined as those from areas where the level of water stress has been classified 
as “high” (40 – 80%) or “very high” (>80%) according to the Aqueduct Water Risk Atlas published by the World Resources Institute 
(WRI). 
17 This figure includes all work-related injuries that go beyond requiring basic first aid, i.e., requiring a visit to the doctor; it does not 
include commuting injuries; it does not include work-related injuries of trainees, interns, and contingent workers. 
18 Due to a significant reporting error by a Group company, the data for fiscal 2021 has been restated. Fewer work-related injuries 
occurred than previously reported. 
19 Serious work-related injuries are those that have caused or will cause 6 months of lost time. 
20 Excluding the companies newly acquired in the reporting year. 
21 Includes the available sustainability-related self-assessments via recognized sustainability platforms which, according to the 
platform, are valid as of the reporting date or whose validity date is not older than two years.

Sartorius
Information on Sartorius Stedim Biotech Subgroup    GRI Sustainability Indicators
164
 
 
GRI Sustainability Indicators  
The following table shows the sustainability indicators according to the GRI standard for the Sartorius Stedim 
Biotech subgroup.   
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
102-4 
Number of countries 
Countries with at least one 
consolidated company of the 
Sartorius Group 
Number 
28
28 1
102-5 
Shareholder structure 
Sartorius AG 
% 
73.8
73.6
  
  
Free float 
% 
26.2
26.4
102-7 
Employees 
Total number of employees 
Number 
10,409
11,934
  
Revenue 
Revenue 
€ in mn 
2,887.0
3,492.7
  
Equity 
Equity 
€ in mn 
1,733.2
2,514.2
  
Liabilities 
Non-current liabilities 
€ in mn 
1,180.8
2,551.2
  
  
Current liabilities 
€ in mn 
1,037.1
1,035.9
  
Assets 
Non-current assets 
€ in mn 
2,495.5
3,394.2
  
  
Current assets 
€ in mn 
3,951.1
5,065.4
  
Sales revenues by region 
EMEA 
€ in mn 
1,199.3
1,318.8
  
  
Americas 
€ in mn 
946.0
1,277.8
  
  
Asia | Pacific 
€ in mn 
741.7
896.2
  
Employees by region and country 
Austria 
Number 
8
17
  
  
Belgium 
Number 
35
40
  
  
Finland 
Number 
9
17
  
  
France 
Number 
1,293
1,502
  
  
Germany 
Number 
3,323
3,768
  
  
Hungary 
Number 
4
4
  
  
Ireland 
Number 
13
24
  
  
Israel 
Number 
211
162
  
  
Italy 
Number 
33
44
  
  
Netherlands 
Number 
19
23
  
  
Poland 
Number 
9
9
  
  
Russia 
Number 
41
41
  
  
Slovenia 
Number 
163
226
  
  
Spain 
Number 
39
45
  
  
Sweden 
Number 
86
102
  
  
Switzerland 
Number 
122
137
  
  
Tunisia 
Number 
691
663
  
  
UK 
Number 
852
1,060
  
  
EMEA Total 
Number 
6,951
7,884
  
  
Puerto Rico 
Number 
1,158
1,390
  
  
USA 
Number 
879
1,030
  
  
America Total 
Number 
2,037
2,420
  
  
Australia 
Number 
17
21
  
  
China 
Number 
494
610
  
  
India 
Number 
565
614
  
  
Japan 
Number 
49
62
  
  
Malaysia 
Number 
5
5
  
  
Singapore 
Number 
77
88

Sartorius
Information on Sartorius Stedim Biotech Subgroup    GRI Sustainability Indicators
165
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
South Korea 
Number 
181
197
  
  
Taiwan 
Number 
33
33
  
  
Asia | Pacific Total 
Number 
1,421
1,630
  
  
Total 
Number 
10,409
11,934
102-8 
Employees by Employment Contract by 
Gender 
Unlimited contract (female) 
Number 
3,552
4,134
  
  
Unlimited contract (male) 
Number 
5,584
6,542
  
  
Unlimited contract Total 
Number 
9,136
10,676
  
  
Limited contract (female) 
Number 
553
512
  
  
Limited contract (male) 
Number 
720
746
  
  
Limited contract Total 
Number 
1,273
1,258
  
  
Female Total 
Number 
4,105
4,646
  
  
Male Total 
Number 
6,304
7,288
  
  
Total 
Number 
10,409
11,934
  
Employees by Employment Contract by 
Region 
Unlimited contract (EMEA) 
Number 
6,150
7,204
  
  
Unlimited contract (America) 
Number 
2,033
2,416
  
  
Unlimited contract (Asia|Pacific) 
Number 
953
1,056
  
  
Unlimited contract Total 
Number 
9,136
10,676
  
  
Limited contract (EMEA) 
Number 
801
680
  
  
Limited contract (America) 
Number 
4
4
  
  
Limited contract (Asia|Pacific) 
Number 
468
574
  
  
Limited contract Total 
Number 
1,273
1,258
  
  
EMEA Total 
Number 
6,951
7,884
  
  
America Total 
Number 
2,037
2,420
  
  
Asia|Pacific Total 
Number 
1,421
1,630
  
  
Total 
Number 
10,409
11,934
  
Employees by Employment Type by Gender 
Full-time (female) 
Number 
3,632
4,214
  
  
Full-time (male) 
Number 
5,996
7,046
  
  
Full-time total 
Number 
9,628
11,260
  
  
Part-time (female) 
Number 
473
432
  
  
Part-time (male) 
Number 
308
242
  
  
Part-time total 
Number 
781
674
  
  
Female total 
Number 
4,105
4,646
  
  
Male total 
Number 
6,304
7,288
  
  
Total 
Number 
10,409
11,934
  
Workers That are not Employees by Region 
Other employees (EMEA) 
Number 
213
224
  
  
Other employees (America) 
Number 
1
0
  
  
Other employees (Asia|Pacific) 
Number 
5
3
  
  
Other employees Total 
Number 
219
227
  
  
Contingent Workers (EMEA) 
Number 
1,117
305
  
  
Contingent Workers (America) 
Number 
349
95
  
  
Contingent Workers (Asia|Pacific) Number 
167
136
  
  
Contingent Workers Total 
Number 
1,633
536
  
  
EMEA Total 
Number 
1,330
529
  
  
America Total 
Number 
350
95
  
  
Asia|Pacific Total 
Number 
172
139
  
  
Total 
Number 
1,852
763
102-41 
Employees under collective bargaining 
Austria 
% 
0
0

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Information on Sartorius Stedim Biotech Subgroup    GRI Sustainability Indicators
166
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
agreements 
  
  
Belgium 
% 
100
100
  
  
Finland 
% 
44
53
  
  
France 
% 
100
100
  
  
Germany 
% 
84
84
  
  
Hungary 
% 
0
0
  
  
Ireland 
% 
0
0
  
  
Israel 
% 
0
0
  
  
Italy 
% 
100
100
  
  
Netherlands 
% 
0
0
  
  
Poland 
% 
0
0
  
  
Russia 
% 
0
0
  
  
Slovenia 
% 
0
0
  
  
Spain 
% 
100
100
  
  
Sweden 
% 
100
100
  
  
Switzerland 
% 
0
0
  
  
Tunisia 
% 
70
68
  
  
UK 
% 
0
0
  
  
EMEA Total 
% 
69
68
  
  
Puerto Rico 
% 
75
76
  
  
USA 
% 
0
0
  
  
Americas Total  
% 
42
44
  
  
Australia 
% 
0
0
  
  
China 
% 
0
0
  
  
India 
% 
14
13
  
  
Japan 
% 
0
0
  
  
Malaysia 
% 
0
0
  
  
Singapore 
% 
0
0
  
  
South Korea 
% 
0
0
  
  
Taiwan 
% 
0
0
  
  
Asia | Pacific Total 
% 
6
5
  
  
Total 
% 
55
54
302-1 
Energy Consumption by energy souces 
Total energy consumption 
MWh 
136,424
200,715 2
303-3 
Water Withdrawal by water sources 
Total water withdrawal 
m3 
661,142
667,255 2
305 
GHG Emissions  
Total GHG Emissions 
tCO2e 
743,011
934,804 2
306 
Total waste generation by type 
Total waste 
t 
9,194
16,991 2
  
  
Non-hazardous waste 
t 
6,195
13,609
  
  
Residual waste 
t 
1,826
1,748
  
  
Plastic waste 
t 
1,952
1,826 2
  
  
Paper and cardboard 
t 
1,303
1,268
  
  
Waste wood 
t 
813
1,204
  
  
Metal waste 
t 
232
211
  
  
Mixed recyclable materials 
t 
42
49
  
  
Electrical and electronic waste 
t 
27
21
  
  
Organic Waste 
t 
n.a.
8
  
  
Other Waste 
t 
n.a.
7,274
  
  
Hazardous waste 
t 
2,999
3,382
  
Waste Diverted from Disposal by 
Composition 
Total waste diverted from disposal t 
4,118
4,508

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167
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
Non-hazardous waste 
t 
3,814
4,235
  
  
Residual waste 
t 
15
76
  
  
Plastic waste 
t 
1,447
1,425
  
  
Paper and cardboard 
t 
1,303
1,268
  
  
Wood Waste 
t 
790
1,178
  
  
Metal waste 
t 
232
211
  
  
Mixed recyclable materials 
t 
0
49
  
  
Electrical and electronic waste 
t 
27
21
  
  
Organic Waste 
t 
n.a.
0
  
  
Other Waste 
t 
n.a.
7
  
  
Hazardous waste 
t 
304
273
  
Waste Directed to Disposal by Composition 
Total waste directed to Disposal 
by Composition 
t 
5,076
12,483
  
  
Non-hazardous waste 
t 
2,382
9,374
  
  
Residual waste 
t 
1,812
1,672
  
  
Plastic waste 
t 
505
401
  
  
Paper and cardboard 
t 
0
0
  
  
Waste wood 
t 
23
26
  
  
Metal waste 
t 
0
0
  
  
Mixed recyclable materials 
t 
42
0
  
  
Electrical and electronic waste 
t 
0
0
  
  
Organic Waste 
t 
n.a.
8
  
  
Other Waste 
t 
n.a.
7,267
  
  
Hazardous waste 
t 
2,694
3,109
  
Hazardous Waste Directed to Disposal by 
Disposal  
Total hazardous waste directed to 
disposal by disposal method 
t 
2,695
3,109
  
  
Incineration (with energy 
recovery)  
t 
1,442
1,782
  
  
Incineration (without energy 
recovery) 
t 
1,042
1,210
  
  
Landfilling 
t 
1
7.00
  
  
Other disposal operations 
t 
210
110
  
Non-Hazardous Waste Directed to Disposal 
by Disposal Operation 
Total non-hazardous waste 
directed to disposal by disposal 
method 
t 
3,125
9,374
  
  
Incineration (with energy 
recovery)  
t 
778
6,716
  
  
Incineration (without energy 
recovery)  
t 
58
7
  
  
Landfilling  
t 
1,094
927
  
  
Other disposal operations 
t 
1,195
1,723
401-1 
New Hires by Region, Gender and Age Group Female (EMEA) 
Number 
887
659
  
  
≤ 29  (EMEA) 
Number 
479
266
  
  
30–49 (EMEA) 
Number 
350
337
  
  
≥ 50 (EMEA) 
Number 
58
56
  
  
Male (EMEA) 
Number 
1,347
982
  
  
≤ 29 (EMEA) 
Number 
616
404
  
  
30–49 (EMEA) 
Number 
634
512
  
  
≥ 50 (EMEA) 
Number 
97
66
  
  
Total (EMEA) 
Number 
2,234
1,641

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168
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
Female (Americas) 
Number 
433
303
  
  
≤ 29 (Americas) 
Number 
206
133
  
  
30–49 (Americas) 
Number 
167
124
  
  
≥ 50 (Americas) 
Number 
60
46
  
  
Male (Americas) 
Number 
512
370
  
  
≤ 29 (Americas) 
Number 
231
152
  
  
30–49 (Americas) 
Number 
215
165
  
  
≥ 50 (Americas) 
Number 
66
53
  
  
Total (Americas) 
Number 
945
673
  
  
Female (Asia|Pacific) 
Number 
185
162
  
  
≤ 29 (Asia|Pacific) 
Number 
94
52
  
  
30–49 (Asia|Pacific) 
Number 
90
108
  
  
≥ 50 (Asia|Pacific) 
Number 
1
2
  
  
Male (Asia|Pacific) 
Number 
323
243
  
  
≤ 29 (Asia|Pacific) 
Number 
137
105
  
  
30 (Asia|Pacific) 
Number 
182
136
  
  
≥ 50 (Asia|Pacific) 
Number 
4
2
  
  
Total (Asia|Pacific) 
Number 
508
405
  
  
Female (Total) 
Number 
1,505
1,124
  
  
≤ 29 (Total) 
Number 
779
451
  
  
30–49 (Total) 
Number 
607
569
  
  
≥ 50 (Total) 
Number 
119
104
  
  
Male (Total) 
Number 
2,182
1,595
  
  
≤ 29 (Total) 
Number 
984
661
  
  
30–49 (Total) 
Number 
1,031
813
  
  
≥ 50 (Total) 
Number 
167
121
  
  
Total (Total) 
Number 
3,687
2,719
  
Employee Turnover by Region, Gender and 
Age Group 
Female (EMEA) 
Number 
274
282
  
  
≤ 29  (EMEA) 
Number 
145
85
  
  
30–49 (EMEA) 
Number 
91
142
  
  
≥ 50 (EMEA) 
Number 
38
55
  
  
Male (EMEA) 
Number 
290
352
  
  
≤ 29 (EMEA) 
Number 
130
118
  
  
30–49 (EMEA) 
Number 
106
166
  
  
≥ 50 (EMEA) 
Number 
54
68
  
  
Total (EMEA) 
Number 
564
634
  
  
Female (Americas) 
Number 
72
125
  
  
≤ 29 (Americas) 
Number 
20
49
  
  
30–49 (Americas) 
Number 
27
50
  
  
≥ 50 (Americas) 
Number 
25
26
  
  
Male (Americas) 
Number 
81
155
  
  
≤ 29 (Americas) 
Number 
12
49
  
  
30–49 (Americas) 
Number 
35
69
  
  
≥ 50 (Americas) 
Number 
34
37
  
  
Total (Americas) 
Number 
153
280
  
  
Female (Asia|Pacific) 
Number 
60
72
  
  
≤ 29 (Asia|Pacific) 
Number 
27
18
  
  
30–49 (Asia|Pacific) 
Number 
33
51

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169
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
≥ 50 (Asia|Pacific) 
Number 
0
3
  
  
Male (Asia|Pacific) 
Number 
99
127
  
  
≤ 29 (Asia|Pacific) 
Number 
25
44
  
  
30 (Asia|Pacific) 
Number 
70
77
  
  
≥ 50 (Asia|Pacific) 
Number 
4
6
  
  
Total (Asia|Pacific) 
Number 
159
199
  
  
Female (Total) 
Number 
406
479
  
  
≤ 29 (Total) 
Number 
192
152
  
  
30–49 (Total) 
Number 
151
243
  
  
≥ 50 (Total) 
Number 
63
84
  
  
Male (Total) 
Number 
470
634
  
  
≤ 29 (Total) 
Number 
167
211
  
  
30–49 (Total) 
Number 
211
312
  
  
≥ 50 (Total) 
Number 
92
111
  
  
Total (Total) 
Number 
876
1,113
401-3 
Employees that took parental leave by 
Gender and Region 
EMEA (female) 
Number 
209
156
  
  
Americas  (female) 
Number 
16
37
  
  
Asia|Pacific (female) 
Number 
15
26
  
  
Total (female) 
Number 
240
219
  
  
EMEA (male) 
Number 
145
195
  
  
Americas (male) 
Number 
12
48
  
  
Asia|Pacific (male) 
Number 
16
28
  
  
Total (male) 
Number 
173
271
  
  
EMEA (Total) 
Number 
354
351
  
  
Americas (Total) 
Number 
28
85
  
  
Asia|Pacific (Total) 
Number 
31
54
  
  
Total (Total) 
Number 
413
490
  
Employees That Returned to Work in the 
Reporting Period After Parental Leave Ended 
by Gender and Region 
EMEA (female) 
Number 
175
133
  
  
Americas  (female) 
Number 
14
28
  
  
Asia|Pacific (female) 
Number 
14
14
  
  
Total (female) 
Number 
203
175
  
  
EMEA (male) 
Number 
141
188
  
  
Americas (male) 
Number 
9
45
  
  
Asia|Pacific (male) 
Number 
16
27
  
  
Total (male) 
Number 
166
260
  
  
EMEA (Total) 
Number 
316
321
  
  
Americas (Total) 
Number 
23
73
  
  
Asia|Pacific (Total) 
Number 
30
41
  
  
Total (Total) 
Number 
369
435
  
Employees That Returned to Work After 
Parental Leave Ended That Were Still 
Employed 12 Months After Their Return to 
Work by Gender and Region 
EMEA (female) 
Number 
76
92
  
  
Americas  (female) 
Number 
5
3
  
  
Asia|Pacific (female) 
Number 
12
16
  
  
Total (female) 
Number 
93
111
  
  
EMEA (male) 
Number 
67
147

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170
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
Americas (male) 
Number 
10
1
  
  
Asia|Pacific (male) 
Number 
21
18
  
  
Total (male) 
Number 
98
166
  
  
EMEA (Total) 
Number 
143
239
  
  
Americas (Total) 
Number 
15
4
  
  
Asia|Pacific (Total) 
Number 
33
34
  
  
Total (Total) 
Number 
191
277
403-9 
Work-Related Injuries 
Work-related injuries 
Number 
66
141 2
404-1 
Average Training Hours by Region and 
Gender 
EMEA (female) 
Number 
11.1
14.7
  
  
Americas  (female) 
Number 
15.6
14.2
  
  
Asia|Pacific (female) 
Number 
15.0
19.9
  
  
Total (female) 
Number 
12.5
15.2
  
  
EMEA (male) 
Number 
12.1
15.5
  
  
Americas (male) 
Number 
15.0
12.5
  
  
Asia|Pacific (male) 
Number 
13.6
14.6
  
  
Total (male) 
Number 
12.9
14.8
  
  
EMEA (Total) 
Number 
11.7
15.2
  
  
Americas (Total) 
Number 
15.3
13.2
  
  
Asia|Pacific (Total) 
Number 
14.0
16.3
  
  
Total (Total) 
Number 
12.7
15.0
405-1 
Members of Governance Bodies by Gender 
and Age Group 
≤ 29  (female) 
% 
n.a.
n.a.
  
  
30–49 (female) 
% 
n.a.
n.a.
  
  
≥ 50 (female) 
% 
n.a.
n.a.
  
  
≤ 29  (male) 
% 
n.a.
n.a.
  
  
30–49 (male) 
% 
n.a.
n.a.
  
  
≥ 50 (male) 
% 
n.a.
n.a.
  
Employees by Employee Category, Gender 
and Age Group 
Women (Management) 
% 
33.3
34.2
  
  
≤ 29  (female) (Management) 
% 
5.9
5.7
  
  
30–49 (female) (Management) 
% 
68.2
70.2
  
  
≥ 50 (female) (Management) 
% 
25.9
24.1
  
  
Men (Management) 
% 
66.7
65.8
  
  
≤ 29  (male) (Management) 
% 
4.7
3.9
  
  
30–49 (male) (Management) 
% 
67.1
68.4
  
  
≥ 50 (male) (Management) 
% 
28.1
27.7
  
  
Total (Management) 
% 
15.3
15.1
  
  
Women (Employees) 
% 
40.5
39.8
  
  
≤ 29  (female) (Employees) 
% 
31.5
28.1
  
  
30–49 (female) (Employees) 
% 
51.0
53.5
  
  
≥ 50 (female) (Employees) 
% 
17.6
18.4
  
  
Men (Employees) 
% 
59.5
60.2
  
  
≤ 29  (male) (Employees) 
% 
26.8
25.0
  
  
30–49 (male) (Employees) 
% 
56.8
58.3
  
  
≥ 50 (male) (Employees) 
% 
16.4
16.7
  
  
Total (Employees) 
% 
84.7
84.9
  
  
Women (Total) 
% 
39.4
38.9
  
  
≤ 29  (female) (Total) 
% 
28.2
25.1

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171
 
 
Reference Disclosure 
  
Unit 
FY 2021
FY 2022
  
  
30–49 (female) (Total) 
% 
53.2
55.7
  
  
≥ 50 (female) (Total) 
% 
18.6
19.2
  
  
Men (Total) 
% 
60.6
61.6
  
  
≤ 29  (male) (Total) 
% 
23.1
21.5
  
  
30–49 (male) (Total) 
% 
58.6
59.9
  
  
≥ 50 (male) (Total) 
% 
18.3
18.5
  
  
Total (Total) 
% 
100.0
100.0
  
Employees with disabilities 
Employees with disabilities 
Number 
176
210
1 Australia, Austria, Belgium, China, Finland, France, Germany, Hungary, India, Ireland, Israel, Italy, Japan, Malaysia, Netherlands, Po-
land, Puerto Rico, Russia, Slovenia, Sweden, Switzerland, Singapore, Spain, South Korea, Taiwan, Tunisia, UK, USA 
2 For further information, see “Indicators of the Non-financial Group Statement” on page 160.

Sartorius
Imprint
172
 
 
Imprint 
Published by 
Sartorius AG 
Corporate Sustainability 
37079 Goettingen, Germany 
 
Contact 
Katharina Tillmanns-Pelzer 
Head of Corporate Sustainability 
sustainability@sartorius.com 
 
Editorial deadline 
16.02.2023 
 
Published on 
14.04.2023 
 
This is a translation of the original German-language report.

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