Lenovo Group Limited
2021/22 Environmental, Social and Governance Report
STOCK CODE 992

TABLE OF CONTENTS
1.0 Executive Letters
2
A Message from our Chairman and Chief Executive Officer
4
A Message from our Chief Corporate Responsibility Officer
6
2.0 About this Report
8
About this Report
10
Material Topics
11
Organizational Profile
13
Supporting the U.N. Global Compact
14
3.0 Environmental
16
Environmental Management System
18
Climate Change
18
Waste
24
Water
25
Environmentally Conscious Products
26
Packaging
35
Product End-of-Life Management (PELM)
37
Circular Economy
38
Smarter Manufacturing: Low-temperature Solder 
39
4.0 Social
40
Labor Practices
42
Diversity, Equity and Inclusion (DEI)
43
Diversity and Inclusion (D&I) Board
44
Training and Development
50
Health and Safety
54
Recognitions
60
Work for Humankind
64
5.0 Governance
66
ESG Governance
68
Business Practices
71
Raising Questions or Concerns
72
Complaints
73
Product Quality Management
74
Innovation
77
6.0 Global Supply Chain
80
Supply Chain ESG Practices
82
Supply Chain Diversity
90
7.0 Consolidated Metrics
92
FY 2021/22 Consolidated Metrics
94
8.0 EMS Performance, Objectives and Targets
110
FY 2021/22 EMS Performance
112
9.0 Long Term KPI Progress
118
Long-Term ESG Key Performance Indicators (KPI)
120
10.0 Appendix
124
FY 2021/22 Memberships and Associations
126
Scope of the Report
127
The U.N. Global Compact Communication on Progress (COP)
128
GRI Content Index
129
Hong Kong Stock Exchange's ESG Reporting Guide Content Index
139

Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
1.0
Executive 
Letters
A Message from our 
Chairman and Chief Executive Officer
A Message from our 
Chief Corporate Responsibility Officer
4 
6

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
During the last several years, the world has witnessed 
history quickly unfold as we live through significant 
complexity and uncertainty. Many of the persistent 
challenges that humanity has faced during this period 
require continued attention, including combating climate 
change, preserving natural resources, fighting COVID-19, 
and narrowing the digital divide. We are all learning to live 
with the new reality created by these challenges that 
continue to cause broader concerns about peace and 
prosperity for all.
This rapidly changing context urges the global business 
community to respond with smarter innovation and more 
responsible operations, seizing every opportunity to act 
with a larger purpose in mind. Business practices need to 
comply with laws and regulations as well as high ethical 
standards and moral imperatives. Lenovo is committed to 
our vision to provide smarter technology for all and 
helping to decarbonize the global economy – one of 
humanity’s greatest challenges. With that, I am proud to 
share our environmental, social and governance progress 
over the past year and our goals for the future.
Envisioning Net-Zero by 2050
Lenovo is fully committed to carbon footprint reduction in 
its operations. After exceeding our 2020 carbon emissions 
reduction target, we have set a vision of achieving 
net-zero by 2050, and we are working with the Science 
Based Targets initiative to determine the goals that 
support this vision.
From an innovation perspective, our Neptune liquid 
cooling technology, combined with our High-Performance 
Computing cluster, helps data center customers become 
more energy efficient. For example, they enable our 
customer, DreamWorks Animation, to cut power 
consumption by a third while increasing the amount of 
computing power per square foot of its existing data 
center by more than a hundredfold, which creates a 
real-time rendering process for creative artists.
Lenovo has continued its focus on resource preservation 
and supporting a circular economy by increasing the use 
of recycled and recyclable materials in packaging, 
increasing the use of bio-based materials, reducing the 
size of packaging, and expanding the use of bulk and 
reusable packaging solutions that help to reduce carbon 
emissions. Since 2012, we have been using bamboo fiber in 
packaging, a renewable, bio-based and lightweight 
material. We have continued to increase our use of this 
material, and are now using it in the packaging for more 
than one million products each year. In FY 2021/22, we 
expanded our use of bamboo fiber to include the 
ThinkPad X1 and Z series gift boxes, thus reducing the 
transportation weight by 30 percent.
We have continued to expand Lenovo’s renewable energy 
installation as we work to achieve our energy-related 
targets. The total in-operation renewable energy capacity 
in our worldwide locations has now reached 
approximately 17 megawatts, with more in the plan.
Furthermore, our efforts to effectively engage with 
suppliers on climate change were acknowledged when we 
achieved a CDP score of “A” for our 2021 Supplier 
Engagement Rating in Climate Change, and we were also 
listed on the Supplier Engagement Rating Leader Board 
along with a total of 518 companies.
Lenovo understands that building resiliency and mitigating 
the effects of climate change are efforts that require 
collaboration and innovation across businesses and 
industries. We’ve established the Lenovo 360 ESG circle 
with select channel partners to share joint commitments. 
We also offer a series of sustainable services, such as asset 
recovery services for products approaching the end of 
their lifecycle, including data removal, machine 
refurbishment, and sustainable material reuse. These 
efforts can help our customers achieve sustainability 
targets while enabling corporate citizenship as a business 
driver.
A Message from our
Chairman and Chief 
Executive Officer

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
Building an Equitable and Inclusive Society
We believe technology connects people, enables 
productivity, and creates possibilities. Therefore, it must 
be inclusive and accessible to all, especially those most in 
need of it. Last year, we continued to respond to waves of 
the COVID-19 outbreaks globally. For example, Lenovo’s 
charitable arm, the Lenovo Foundation, partnered with 
nonprofits and disaster relief organizations to help fund 
and establish the first mobile hospital unit in Bengaluru, 
India to help battle the pandemic.
In 2021, the Company launched its fifth annual Global 
Month of Service with participation from employees across 
66 countries who collectively contributed over 10,000 
volunteer hours to serve their communities. This annual 
event provided a great opportunity for employees to work 
closely with local schools and education centers and make 
a difference in many lives. The Company’s goal is to 
impact 15 million people by 2025 through our social 
partnerships and programs.
A key focus for us is supporting science, technology, 
engineering, and math (STEM) education to drive positive 
change. Last year, I made a personal donation of RMB100 
million (US$15 million) to help my alma mater, Shanghai 
Jiao Tong University, build a new facility with a 
cutting-edge High-Performance Computing (HPC) Center 
that will improve its computing capabilities and facilitate 
research and innovation. Over the next three years, 
Lenovo will sponsor the equivalent of RMB 200 million 
(US$30 million) to Shanghai Jiao Tong University to 
support its three-year mission to drive leading scientific 
research, nurture new talent, and incubate new 
technologies.
To build a more diverse, equitable and inclusive society, I 
believe we need to start with our workplace. After 
achieving our three-year target of female executive 
representation in 2020, we’ve set the target to increase 
global female executive representation to 27 percent and 
executives from historically underrepresented ethnic and 
racial groups in the U.S. to 35 percent by FY 2025/26.
I’m pleased to announce a step forward in Lenovo’s 
advocacy for women as we commit to the United Nation’s 
Women’s Empowerment Principles to further promote 
gender equality in our organization, marketplace and 
communities. This platform for change guides companies 
to commit to gender equality by investing in and 
supporting women’s leadership and decision-making and 
supports the gender equality dimensions of the 2030 
agenda and the United Nations Sustainable Development 
Goals.
A similar commitment also applies to serving more than 
one billion individuals around the world who live with 
disabilities. Lenovo’s Product Diversity Office works with 
inclusive design experts and will review 75 percent of 
Lenovo products by 2025 to ensure they work for 
everyone, regardless of physical attributes or abilities.
Our efforts have earned us external recognition. We’ve 
won 24 best employer and best workplace awards around 
the world, including recognitions for gender equality, 
disability inclusion, and LGBTQ+ Equality.
Operating with Integrity, Ethics and Compliance
Lenovo has made it a priority to comply with laws and 
regulations and uphold high ethical standards everywhere 
we do business. Lenovo fully supports the call for the 
global tech sector to do business fairly, ethically, and 
transparently. We take security seriously, from product 
and data security, and from cybersecurity to information 
privacy. We believe that only with accountability and 
transparency will we continue to win trust from our 
customers and stakeholders globally.
Our ESG efforts have received the highest-ever rating and 
the best overall industry score for the IT industry from the 
2021 Hang Seng Corporate Sustainability Index, reaching 
an AA+ rating for the first time. Lenovo has been included 
in the ranking since 2010, with each consecutive year 
marking the company’s ongoing commitment and 
progress in ESG.
In summary, FY 2021/22 marks another year of Lenovo’s 
significant progress and strong external recognition of its 
environmental, social and governance efforts. Some 
additional highlights include:
•	
For the third consecutive year, Lenovo was included 
in Corporate Knights 2022 Global 100 as one of the 
100 most sustainable companies in the world.
•	
Lenovo was included in the highly regarded 2022 
Bloomberg Gender-Equality Index.
•	
Lenovo was selected into the 2022 Gartner Supply 
Chain Top 25. 
•	
Lenovo was listed among Fortune magazine’s 
World’s Most Admired Companies, ranking fifth in 
the broad computing industry. 
I’m proud of Lenovo’s ESG team, comprised of subject 
matter experts who continue to challenge us with higher 
goals and drive the company to achieve them. I am 
confident that despite all uncertainties around the world, 
Lenovo remains committed to building a smarter, brighter 
and more sustainable future for all.
Yang Yuanqing 
Chairman and Chief Executive Officer 
Lenovo Group Limited

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
A Message from our
Chief Corporate
Responsibility Officer
I’ve witnessed many corporations respond to the 
unprecedented challenges of the past several years 
with an accelerated focus on environmental, social, 
and governance (ESG) practices. And like many other 
organizations, we remain steadfast on our ESG 
journey as we learn to navigate the world and events 
that challenge even the strongest organizations.
During FY 2021/22, Lenovo remained focused on 
developing innovative solutions that reshaped the 
way we conduct business around the world and 
helped to preserve the ecosystems on which our 
future depends. Despite disruptions, we are 
transforming risks into opportunities that can support 
our long-term growth. Even more, we are taking steps 
to promote a culture from the top-down to ensure 
ESG considerations are integrated with the business 
decision-making process.
Starting with a Vision
Having a clear and compelling vision helps define a 
company’s role in society and guides how it operates, 
supports issues, and engages with all stakeholders. 
Vision must be backed by meaningful actions and 
tangible goals. For Lenovo, our vision to provide 
smarter technology for all is engrained into all aspects 
of our business and drives our overall ESG efforts. By 
centering our company around our vision and aligning 
our commitments to it, we are reminded to continue 
working to build a brighter, more sustainable future 
for our stakeholders and the planet.
Leading with Credibility
The disruptive toll on our planet is nearing a point of 
no return and there has never been greater urgency 
to address climate change. This heightened public 
concern has provoked many commitments from 
companies and institutions. Lenovo acknowledges the 
complexity of a global transition to a low-carbon 
economy and the amount of collaboration and 
innovation required. Lenovo supported the 
development of a standard aligned with the latest 
climate science and was selected to road test the 
Science Based Targets initiative (SBTi) Net-Zero 
Standard before it was launched in October 2021. We 
also performed an initial financial and feasibility study 
to size the next steps to support a path to net-zero 
by 2050.
In March 2022, we signed the SBTi Commitment 
Letter pledging to set net-zero targets, including a 
long-term science-based target by aligning with 1.5°C 
and net-zero through the Business Ambition for 1.5°C 
campaign. To further support SBTI’s call for corporate 
action, we also joined the United Nations Framework 
Convention on Climate Change (UNFCCC) Race to 
Zero campaign, a broad coalition of organizations 
committing to set science-based targets to help build 
a prosperous, net-zero carbon economy by 2050.
Global operation comes with a global responsibility
Businesses of all sizes have the opportunity to build 
ESG commitments into day-to-day operations. 
However, those with a global footprint have an even 
greater obligation to use their size and scale as a 
force for good and influence those within their supply 
chains across markets. As a global company, we 
recognize our fundamental responsibilities in the areas

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
of ESG in the markets where we operate as we strive 
to integrate related values and principles wherever we 
conduct business. Lenovo’s Code of Conduct 
mandates compliance with applicable laws in markets 
where we conduct business, and our policies strongly 
support ethical and responsible business practices.
Putting Accountability at the Forefront
Developing ESG goals and initiatives that support a 
resilient way forward can simultaneously create 
long-term value for stakeholders. An effective way to 
achieve progress is through a collective dedication to 
holding ourselves – and each other – accountable. At 
Lenovo, we establish internal accountability through 
the ESG Executive Oversight Committee (EOC), which 
provides strategic direction and facilitates the 
coordination of ESG efforts across Lenovo. The ESG 
EOC is comprised of senior management from across 
the business and functional areas and is chartered to 
promote a culture that encourages strong ESG 
performance, including compliance and leadership 
activities.
Demonstrating Measured Progress in ESG
Throughout this ESG Report, we share the progress 
we’ve made as well as outline our goals that support 
our long-term vision. We are proud of what we have 
accomplished together, despite the many challenges. 
Once again, we have proven to be a united, 
dependable organization that rises to the challenge 
and conquers difficulty. In FY 2021/2022, our ESG 
activities reached important milestones, and some 
received external recognitions, including:
•	
Lenovo was included in the 2021 CDP A list for 
water and received an A- for climate. CDP 
(formerly known as the Carbon Disclosure 
Project) assesses companies on the 
comprehensiveness of climate and water 
disclosures, awareness and management of 
environmental risks, and demonstration of best 
practices associated with environmental 
leadership, such as setting ambitious and 
meaningful targets. 
•	
September 2021 marked Lenovo’s fifth annual 
Love on Global Month of Service, inviting 
employees in 66 countries around the world to 
make a positive social impact in their 
communities. Projects were aligned with Lenovo 
Foundation’s mission to empower 
underrepresented populations with access to 
science, technology, engineering, and math 
(STEM) education. Despite the ongoing 
COVID-19 pandemic, the employee volunteer 
event grew by participating offices (+52%), 
number of volunteers (+17%), and number of 
beneficiaries (+9%) since 2020. 
•	
For the fifth consecutive year, Lenovo was 
included in the Human Rights Campaign (HRC) 
Foundation’s 2022 Corporate Equality Index, 
and received a score of 100 with the distinction 
of “Best Place to Work for LGBTQ+ Equality”. 
The Index is the premier benchmarking survey 
on corporate policies and practices for LGBTQ 
workplace equality in the United States. 
•	
For the ninth consecutive year, Lenovo received 
a Gold Award of “Most Sustainable Companies” 
from The Hong Kong Institute of Certified Public 
Accountants (HKICPA)’s 2021 Best Corporate 
Governance and ESG Awards.
As we look ahead, we will continue to leverage our 
strengths as we seek opportunities that improve our 
ESG performance and support our growth. Our 
genuine endeavors aim to be more than good 
intentions. Guided by our higher purpose, we will 
continue our ESG focus and demonstrate resilience by 
remaining steadfast on the long-term, listening to our 
stakeholders’ needs, and supporting our vision to 
provide smarter technology for all.
John Cerretani
Vice President, Deputy General Counsel and Chief 
Corporate Responsibility Officer
Lenovo Group Limited

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
2.0
About
this 
Report
About this Report
Material Topics
Organizational Profile
Supporting the U.N. Global Compact
10
11
13
14

10
Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
2.0 About this Report
Lenovo’s operation center in Beijing, China.
ABOUT THIS REPORT
This is the Company’s 16th annual Environmental, 
Social, and Governance (ESG) Report. It covers the 
Fiscal Year (FY) 2021/22 (April 1, 2021 – March 31, 
2022). This report is considered a companion 
document to the Company’s FY 2021/22 Annual 
Report. The annual ESG update can be found in the 
Management’s discussion & analysis, on pages 35-42 
of the Annual Report.
Report Content
The content of this report is guided by the ESG 
Reporting Guide of The Stock Exchange of Hong 
Kong Limited (the Hong Kong Stock Exchange), the 
Global Reporting Initiative (GRI) Standards, and the 
needs of the Company’s stakeholders. This report has 
been prepared in accordance with the GRI Standards: 
Core option, and the ESG Reporting Guide of the 
Hong Kong Stock Exchange. The GRI Content Index 
and the Hong Kong Stock Exchange’s ESG Reporting 
Guide Content Index are included in the Appendix of 
this report. The Company has complied with all the 
mandatory disclosure requirements and “comply or 
explain” provisions as set out in the ESG Reporting 
Guide of the Hong Kong Stock Exchange.
External Assurance
Accredited third parties have provided verification 
services for certain energy, greenhouse gas (GHG) 
emissions, waste, and water data in this report. Please 
see the Environmental disclosures for more details.
Basis of Calculations
All financial data is denoted in U.S. dollars. The 
Company may in some instances face various 
challenges when measuring its performance. If there 
are contingencies associated with the data provided, 
those contingencies will be noted in the 
documentation.
Contact Information:
For questions or other information about this report, 
please contact:
Ms. Marisol Berrios-Silletti, ESG Reporting Manager, 
8001 Development Drive Morrisville, N.C. 27560, 
email: environment@lenovo.com.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
MATERIAL TOPICS
The Company recognizes the importance of a variety 
of informed perspectives as it develops and drives its 
ESG programs. Through ongoing engagement with 
stakeholders, it identifies ESG-related material topics 
through a process that includes a range of inputs 
which align with the Company’s significant 
environmental, social and governance impacts; or that 
substantively influence the decisions of stakeholders. 
The sources of input include, but are not limited to 
customer surveys, benchmarking industry trends, ESG 
reporting frameworks, investor outreach, the 
requirements under the Rules governing the listing of 
securities on the Hong Kong Stock Exchange, 
regulatory agencies, non-governmental organizations, 
and various internal and external stakeholders. 
After the ESG-related material topics have been 
identified, the Company prioritizes the issues by 
degree of importance to stakeholder decisions and 
the impact on its business. This prioritization exercise 
is carried out using the stakeholder inclusiveness and 
the materiality principles. The information derived 
from this process informs the Company’s ESG goals, 
targets, disclosure practices and ongoing engagement 
with its stakeholders. The material topics identified for 
the FY 2021/22 reporting year are detailed in the chart 
below.
The ESG Executive Oversight Committee (EOC) 
reviews and approves the materiality assessment 
process and ensures there is alignment with the 
Company’s policies, business strategy, and risk 
priorities. Details regarding the Company’s ESG 
Governance and the role of the ESG EOC are included 
in the Governance section of this report. 
Environmental 
GHG emissions/energy use 
Transportation and distribution
Supply chain - environmental
Product energy use/
carbon footprint
Product materials
Product packaging
Product end-of-life
Waste from operations
Water use from operations
Governance 
Ethics and integrity
Cyber security and data privacy
Regulatory/compliance
Product quality 
Innovation
Social 
Human rights
Health and safety
Diversity and inclusion
Labor practices
Philanthropy/
community engagement
Stakeholder Engagement
The Company actively manages its relationships with customers, employees, suppliers, investors, regulators, 
members of the communities in which it operates, and other stakeholders who may be impacted by the 
organization’s ESG performance and whose actions can affect the organization’s value. Direct and indirect 
stakeholder engagement is conducted through regular business practices or through interactions that target 
key stakeholders.

12
Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Stakeholder
Representative(s)
Communication methods
and channels
FY 2021/22
Communication activities
Investors
Investor relations,
Analysts,
Shareholders,
Financial institutions,
Hong Kong Exchanges and 
Clearing Limited
Annual report, Annual 
General Meeting (AGM),
website, webcasts
Quarterly and annual 
ﬁnancial results, climate 
change, Diversity, Equity and 
Inclusion (DEI), corporate 
governance, ESG initiatives, 
goals and targets
Employees
Employees
Internal emails, surveys, 
internal website, 
Employee Resource Groups
Satisfaction surveys, training & 
development, DEI, corporate 
governance, climate change, 
health & safety, community 
engagement
Customers
Sales,
Technical support
Customer Focus Groups, 
surveys, website,
social media
Product environmental 
qualities, product end of life 
(PELM), repairability, data 
privacy, product quality, 
climate change
Supply Chain
Suppliers,
Global supply chain team
Surveys and audits, 
Responsible Business 
Alliance (RBA), Global 
supply chain team, website
Environmental performance, 
human rights, labor 
practices, distribution, health 
& safety, DEI, climate change
Communities
NGOs, Charities,
Education,
Civic,
Community partnerships,
Regulators/legislators
Community service events, 
surveys, emails, 
service campaigns, website
Access to technology, 
STEM education, 
employee engagement, 
natural disasters
Advocacy Groups
National/local alliances,
Working groups,
Commerce,
Environmental advocacy 
groups
Newsletters, webinars
Water, climate change, 
biodiversity, waste, 
product end of life, 
community engagement 
philanthropy, DEI
Board of Directors
Company Secretary,
ESG Executive Oversight 
Committee
Lenovo Executive 
Committee
Board meetings, AGM, 
internal newsletters, emails
Corporate governance, 
oversight of ESG initiatives, 
climate change, goals and 
targets, regulations
Regulators/
Legislators
Local government,
Patent board,
Legal team
Global compliance platform, 
news platform, webinars
Regulatory and compliance, 
data and security, 
labor practices
Industry
Associations
National/local industry associations,
Certiﬁcation/conformance groups,
Industry council,
Standards working groups
Newsletters, websites, 
emails, webinars
Industry standards, 
chemical restrictions, 
energy eﬃciency, 
product quality, labor practices, 
supply chain due diligence

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
Scope of the Disclosures 
The contents of this report apply to Lenovo Group Limited (Hong Kong Stock Exchange: 992) (the Company), 
together with its principal Lenovo-branded and Motorola-branded subsidiaries (the “Covered Entities”), except 
where noted. For purposes of this report, unless the context otherwise requires, the term “the Company” also 
refers to the Covered Entities included in the scope of this report. Where certain topics also include other 
principal subsidiaries, it is noted. The scope of the Covered Entities’ material topics and the boundaries within 
their value chain are detailed in the table on page 127. The table also includes the scope of coverage for the 
information that extends to subsidiaries directly or indirectly held by the Company and that are identified in the 
FY 2021/22 Annual Report, pages 266-273. All disclosures and results are for the Company’s fiscal year FY 
2021/22 unless otherwise noted.  The scope of the report was determined using a financial threshold with 
reference to the contributions of the subsidiaries or operations to the total revenue of the Group.  The 
description of the scope of the report has changed from our previous reports to provide better clarity on the 
scope of entities covered.  This change in description did not result in a change to the coverage of the report, in 
how the report was prepared, methods or KPIs used, or any relevant factors that impact a meaningful 
comparison year-to-year.
ORGANIZATIONAL PROFILE
The Company updated its structure this fiscal year (April 2021), creating three main business groups to deliver 
against the three major areas of the company’s 3S strategy:
•	
IDG (Intelligent Devices Group) – Smart IoT
•	
ISG (Infrastructure Solutions Group) – Smart Infrastructure
•	
SSG (Solutions & Services Group) – Smart Verticals & Services
Continuing to drive 3S Strategy and service-led transformation, the Company further aligned its structure to 
accelerate tech-powered innovation in New IT. The New IT will encourage offering and business model 
innovation, accelerate tech-driven incubation businesses, and invest in core technology. The Company leaders 
from across the enterprise defined the unique customer sets for their businesses, refined business models, and 
accelerated the development of new organizational capabilities and talent.
The Company is incorporated in Hong Kong S.A.R. of China, with key operations centers in Beijing, China, and 
Morrisville, North Carolina, USA. Please click here for more information.
Our operations
Manufacturing
Research Center
Company Location

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Supporting the U.N. Global Compact
With operations and supply chains that extend around 
the world, the Company is uniquely positioned to 
support the global collective impact of business by 
aligning its practices to a sustainable and inclusive 
future. Since 2009, the Company has continued its 
role as a signatory supporter to the United Nations 
Global Compact (UNGC), a globally recognized 
platform that provides a blueprint for businesses that 
want to achieve a more sustainable future for all. As a 
business participant in the UNGC, the Company 
strives to demonstrate continuous improvements as it 
aligns operations and practices with the ten principles 
of the UNGC. The principles promote a value system 
that supports the fundamental responsibilities in the 
areas of human rights, labor, environment, and 
anti-corruption in the markets where the Company 
operates. 
The Global Compact Network China also recognized 
the Company as one of Best Comprehensive Practice 
Enterprises for its outstanding performance in 
sustainable development and demonstrating best 
practice through its continuous innovation and efforts 
in ecological protection and attention to climate 
change. The Global Compact Network China is a local 
network partner authorized by the United Nations 
Global Compact to enlist companies in China to help 
promote local sustainable development and build a 
platform for organizations to contribute to the 
realization of the Sustainable Development Goals.
The Company’s ESG initiatives include activities that 
directly and indirectly support the UNGC Sustainable 
Development Goals (SDG). This information can be 
found throughout the environmental, social and 
governance sections of this report.
Environmental
– Reducing carbon emissions 
– Sustainable product design 
– Sustainable packaging
Emissions
Energy
Product Packaging and Materials
Waste/Recycling
Water

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
Social
– Inclusive product design 
– Philanthropy & community engagement 
– Fostering an inclusive workplace 
Community/Philanthropy
Diversity and Inclusion
Human Rights
Labor Practices
Health and Safety
Governance
– Leading with integrity 
– Global company
Ethics/Integrity
Data Privacy and Security
Product Quality
Regulatory/Compliance
Innovation

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
3.0
Environmental
Environmental Management System
Climate Change
Waste
Water
Environmentally Conscious Products
Packaging
Product End-of-Life Management (PELM)
Circular Economy
Smarter Manufacturing:  
Low-Temperature Solder
18
18
24
25
26
35
37
38
39

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
3.0 Environmental
ENVIRONMENTAL 
MANAGEMENT SYSTEM
The Company manages the environmental elements 
of its operations through a global environmental 
management system (EMS) that covers the 
Company’s worldwide product design, development, 
and manufacturing operations (including distribution, 
fulfillment, and internal repair operations) for 
computer products, data center products, mobile 
devices, smart devices, and accessories. The scope 
encompasses these same activities when performed 
by its subsidiary and/or affiliate companies.
All the Company’s sites in the EMS scope are ISO 
14001:2015 certified. To view the Company’s Global 
ISO 14001:2015 certificates, click here.
The Company has established, implemented, and 
maintained an Environmental Affairs Policy which can 
be viewed here.
Within the framework of the Company’s EMS, it 
annually conducts a Significant Environmental Aspect 
(SEA) evaluation process where it identifies and 
evaluates the aspects of its operations that have 
actual or potential significant impacts on the 
environment using a methodology that includes input 
from the Company’s ERM process. Metrics and 
controls are established for these significant 
environmental aspects. Performance relative to these 
metrics is tracked and reported. Performance targets 
are established for select environmental aspects 
annually, taking into consideration performance 
relative to the environmental metrics, the 
Environmental Affairs Policy, regulatory requirements, 
customer requirements, stakeholder input, 
environmental and financial impact, and management 
directives.
During FY 2021/22, the Company’s significant 
environmental aspects included:
•	
Product materials – including use of recycled 
plastics and environmentally preferable materials 
where possible
•	
Product packaging
•	
Product energy use
•	
Product end-of-life management
•	
Site air emissions, specifically greenhouse gas 
(GHG) emissions
•	
Site energy consumption
•	
Supplier environmental performance
•	
Product transportation
•	
Waste management
•	
Water management
Objective and performance targets were established 
for the aspects listed above. The Company’s 
performance against these objectives and targets is 
available in Section 8.0.
The Company’s energy, greenhouse gas (GHG) 
emissions (scope 1 and 2), waste, and water data are 
externally verified to a reasonable level of assurance. 
The Company’s GHG emissions (scope 3) data is 
externally verified to a limited level of assurance. Click 
here to see the FY 2021/22 Verification Statements for 
GHG, Energy, Waste and Water.
CLIMATE CHANGE
The Company recognizes that human activities are 
contributing to climate change and concurs with the 
findings of current climate science as described in the 
latest assessment report from the Intergovernmental 
Panel on Climate Change (IPCC). The Company also 
recognizes that if left unchecked, current trends in 
climate change present serious economic and societal 
risks and agrees that specific actions are needed to 
stabilize atmospheric GHG levels and hold global 
average temperatures to acceptable increases.
The Company is working both internally and externally 
to minimize and mitigate climate risks. It is committed 
to reducing the global carbon footprint of its business 
activities and has demonstrated its commitment by:
•	
Implementing a corporate Climate and Energy 
Policy
•	
Executing a long-term comprehensive Climate 
Change Strategy
•	
Setting corporate-wide objectives and targets 
which support the above Policy and Strategy
The Company’s Chief Corporate Responsibility Officer 
provides executive leadership for its ESG position, 
including climate change programs. In addition, the 
ESG Executive Oversight Committee (EOC), chaired 
by the Chief Corporate Responsibility Officer, provides 
strategic direction and facilitates the coordination of 
ESG efforts across the Company, including proposing 
recommendations for the effective management of 
ESG programs. The ESG EOC is comprised of senior 
management from across the business and functional 
areas and is chartered to promote a culture that 
encourages strong ESG performance, including 
compliance and leadership activities. Regular updates

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
on ESG issues, including updates on topics discussed by the ESG EOC, are also provided to the Board and its 
Committees from the Chief Corporate Responsibility Officer. Concentrated discussion on ESG issues, including 
climate change, assists the Board in making the most appropriate decisions and providing oversight based on 
the long-term risks and opportunities that impact its stakeholders and the business. At least annually, the Board 
is briefed on the Company’s ESG KPIs including the Company’s climate strategy and progress towards its 
climate change mitigation goals.
N2O
CO2
CH4
SF6
NF3
PFCs
HFCs
Scope 3 Downstream
• Transportation and 
distribution
• Processing of sold products
• Use of sold products
• End-of-life treatment of 
sold products
• Leased assets
• Franchises
Lenovo GHG
Emissions
Scope 3 Upstream
• Purchased goods and services
• Capital goods
• Fuel and energy related 
activities not included in Scope 
1 and 2
• Transportation and distribution
• Waste generated in operations
• Business travel
• Employee commuting
• Leased assets
• Investments
N2O
CO2
CH4
SF6
NF3
PFCs
HFCs
Scope 3 Downstream
3
• Transportation and
distribution
• Processing of sold products
• Use of sold products
• End-of-life treatment of 
sold products
• Leased assets
• Franchises
Lenovo GHG
Emissions
Scope 3 Upstream
3
• Purchased goods and services
• Capital goods
• Fuel and energy related
activities not included in Scope 
1 and 2
• Transportation and distribution
• Waste generated in operations
• Business travel
• Employee commuting
• Leased assets
• Investments
Scope 1 — direct emissions from 
operations that are owned or 
controlled by Lenovo
Scope 2 — indirect emissions 
from the generation of 
purchased or acquired electricity, 
steam, heating or cooling 
consumed by Lenovo
Notes:	Scope 3 categories in bold black are tracked and evaluated and in some cases as described in the following sections actions are being 
taken to drive emissions reductions.
	
Scope 3 categories in blue are not relevant to the Company.
Science-Based Emissions Reduction Targets
In June 2020, the Company established science-based emissions reduction targets, which were validated by the 
Science-Based Targets initiative (SBTi). Its scope 1 and 2 emissions reduction targets are consistent with limiting 
warming to 1.5°C, the most ambitious goal of the Paris Agreement, and its scope 3 emissions reduction targets 
meet ambitious criteria according to the SBTi’s methodology, which means they are in line with current best 
practices.
These targets have a base year of FY 2018/19 and a target year of FY 2029/30. The following table details the 
Company’s Science-Based Targets, road maps for their achievement, and progress against the targets in FY 
2021/22.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
FY 
2029/30
TARGET
PROGRESS AS OF FY 2021/22
BASE YEAR: FY 2018/19
-15%
- 50%
- 25%
- 25%
- 25%
ROAD MAP
LENOVO EMISSIONS 
REDUCTION TARGETS
Reduce Scope 3 GHG 
emissions from upstream 
transportation and distribution 
25% per tonne-km of 
transported product
Reduce Scope 3 GHG 
emissions from purchased 
goods and services 25% per 
million US$ procurement spend
Reduce Scope 3 GHG 
emissions from use of sold 
products 25% per comparable 
product (for notebooks, 
desktops and servers)
Reduce absolute Scope 1 + 
Scope 2 GHG emissions 50%
•Modal shift to “greener” 
modes of transport
•Optimization of transport 
planning
•Increase of vehicle utilization
•Improvement of vehicle fuel 
eﬃciency
•Inclusion of climate change 
requirements in Supplier 
Code of Conduct
•Supplier climate data 
collected annually from 
subset of suppliers
•Climate change KPIs included 
in supplier ESG scorecards 
(evaluation process)
Reduce product emissions 
through energy eﬃciency 
improvements of:
•Desktops by 50%
•Servers by 50%
•Notebooks by 30%
Hierarchical combination of 
energy eﬃciency, on-site 
renewable energy generation, 
and renewable energy 
commodities
-2%
-7%1
+4%1
1	
The Company is in the process of improving input data for this Scope 3 category. The status reported here 
is the best available estimate at the time of publication. In the FY 2022/23 ESG Report, overall supporting 
data and target status will reflect any improved input data.
The Company has explored the next steps in support 
of the global transition to a low-carbon economy 
through its path to net-zero emissions. It has been 
deliberate about not making a net-zero claim until one 
could be aligned with a global scientific standard. The 
Company has supported the development of a 
standard aligned with the latest climate science and 
was selected to road test the Science Based Targets 
initiative (SBTi) Net-Zero Standard before it was 
launched in October 2021. It has also performed an 
initial financial and feasibility study to size the next 
steps to support a path to net-zero by 2050. In March 
2022, the Company signed the SBTi Commitment 
Letter pledging to set net-zero targets, including a 
long-term science-based target. The Company has 
responded to the SBTi’s urgent call for corporate 
climate action by committing to align with 1.5°C and 
net-zero through the Business Ambition for 1.5°C 
campaign and it became part of the United Nations 
Framework Convention on Climate Change (UNFCCC) 
Race to Zero campaign.

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Operational Energy Efficiency
Given that one of the Company’s most significant 
environmental aspects is emissions associated with 
energy consumption, it has a goal to continually 
improve the energy efficiency of its operations. In FY 
2021/22, the Company’s initiatives for energy 
reduction included the installation of low-energy 
lighting and related electrical equipment, energy- 
efficiency improvements to HVAC systems, better 
insulation, improving computer server room energy 
efficiency, adjustments to workstations, and employee 
education.
Renewable Energy
The Company’s renewable energy installations include 
solar hot water facilities in Beijing and solar electric 
generation plants in Hefei and Wuhan, China, Whitsett 
and Morrisville, NC, USA, and Üllő, Hungary. At the 
end of FY 2021/22, the solar capacity of all projects 
was approximately 17 megawatts (MW).The Company 
continues to pursue installations in Brazil and Mexico, 
as well as additional phase II installations in Hungary 
and two new factories located in China.
Where actual direct energy reductions or use of 
renewable energy sources are not technically or 
economically feasible, the Company chooses to 
purchase Renewable Energy Credits (REC), 
International Renewable Energy Credits (I-REC), and 
Guarantees of Origin (GO). In FY 2021/22 the 
Company purchased renewable commodities that 
supported 100 percent renewable energy projects in 
Brazil (solar), China (wind), India (wind), Mexico  
(wind and solar), Europe (wind, solar, and 
hydropower), and United States (wind).
The images above are of solar panel installations at 
the Company’s Üllő, Hungary and Wuhan, China 
locations.
Energy
Under the EMS, annual energy-related targets are also 
set. Since decreased energy use or increased 
renewable energy use impacts emissions, these 
energy-related targets are related to the Company’s 
scope 1 and 2 emissions reduction targets and similar 
actions are taken to achieve both its scope 1 and 2 
emissions target and its energy targets. For the 
Company’s specific energy targets and performance 
against them see Section 8.0.
By FY 2025/26, 90%
of our global operations’ 
electricity will be obtained from 
renewable sources. 2
2	
May be accomplished through installation of 
onsite renewable energy generation, entry into 
power purchase agreements (PPA) with power 
providers and/or the purchase of renewable 
energy credits.
Beyond the Company’s direct operations, energy 
consumption is present in its value chain where it is 
consumed by suppliers and powers the Company’s 
products. The Company’s business units had product 
energy efficiency goals under the EMS. Additionally, 
the Company encourages its supply chain to report on 
energy use and targets.
The Company’s ESG KPIs include climate change 
mitigation KPIs, for more information see Section 9.0.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Logistics
The Company shipped hundreds of millions of 
products to its customers all over the world in FY 
2021/22. The logistics that supported this accounted 
for roughly 6 percent of the Company’s GHG 
emissions (total scope 1, 2, and 3 emissions for FY 
2021/22).
The Company’s logistics is a major part of its global 
supply chain, and it is committed to reducing its 
scope 3 GHG emissions from upstream transportation.
In FY 2021/22, the Company’s logistics priorities 
included:
Low carbon transport
•	
The Company is progressing a transition from air 
freight to road and ocean freight. In FY 2021/22, 
the Company’s use of ocean freight in EMEA 
increased more than 15 percent. Roll on roll off 
shipping replaced more than half emergent air 
delivery in the AP region. More than 97 percent 
of total ISG shipments are transported by road in 
North America and China.
Low carbon fuel
•	
Beginning in January 2022, the Company was 
one of the first IT hardware companies to take 
part in a pilot carbon-neutral air freight program. 
Twenty (20) metric tons of chargeable weight 
was shipped per week from Shanghai (PVG) to 
Frankfurt (FRA) powered by sustainable aviation 
fuel, which is produced out of renewable waste 
and residue raw materials such as used cooking 
oils. The Company reduced emissions by 982 
metric tons CO2 equivalent3 (MT CO2e) with this 
program in FY 2021/22.
•	
For some deliveries in Chile and Mexico, the 
usage of electric vehicles has been introduced 
with the aim of decarbonizing the supply chain.
•	
In Brazil, 13 percent of total FY 2021/22 
e-commerce shipments were made using 
motorcycles and electric bicycles.
•	
In China, the usage of electric forklifts in regional 
distribution centers and warehouse increased 
from 20 to 23 percent compared with FY 
2020/21.
3	
Jet-A1 Emission Factors acc. EN 16258 Annex A
Utilization and consolidation
•	
For international shipments from China, the 
company began consolidating shipments from its 
LCFC manufacturing location to the Shanghai 
airport. This avoided 747 truck shipments in FY 
2021/22.
•	
In EMEA, 20 percent of the final mile shipments 
have been consolidated.
Partnering with industry stakeholders
The Company is actively connecting with the logistics 
industry, sustainable logistics initiatives, government 
organizations and NGOs, such as Global Logistics 
Emission Council (GLEC), Green Freight Asia (GFA), 
Smart Freight Centre China and US Environmental 
Protection Agency (EPA) SmartWay program.
The Company uses Smart Way partners for 100 percent 
of its road freight in North America.
The Company acts in a leading role in Smart Freight 
Alliance China, an organization that works with 
shippers to build a compliant, efficient, and 
sustainable China freight sector.
The Company is a member of the Global Logistics 
Emission Council (GLEC) and uses this framework to 
calculate the carbon footprint of its scope 3 transport 
emissions.

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In 2022, the Company achieved its 1st 4-Leaf 
Certification from Green Freight Asia (GFA) for its 
performance in Australia. The Leaf-4 Label is the 
highest ranked label a company can obtain and 
demonstrates the Company’s commitment to 
sustainability and transparency in disclosing related 
data.
Climate Change Risks and Opportunities and 
Management
The significant risks and opportunities associated with 
climate change are identified and evaluated as part of 
two main processes within the Company’s business 
management systems. These include its global 
Enterprise Risk Management (ERM) process and its 
annual environmental significant aspect evaluation. 
These two processes are connected, meaning that if 
climate change risks are identified in the global risk 
registration, they are considered in the environmental 
aspects’ analysis – and vice versa.
1.	
The Company’s formal risk management process 
includes, among other sustainability factors: 
environmental risk categories such as 
environmental incidents, catastrophic weather 
conditions, supply chain disruptions, and other 
elements. Each major business unit and function 
is required to identify risks and assess their 
impacts on the Company’s strategy execution, 
then develop mitigation plans for select 
identified risks. This process is managed by the 
Company’s ERM team.
2.	
Energy consumption, the associated greenhouse 
gas emissions, and climate change are identified 
as significant environmental aspects and impacts 
for the Company. As such, associated risks and 
opportunities are evaluated and prioritized 
annually based on its significant aspect 
methodology in accordance with the 
requirements of the Company’s EMS. Per these 
requirements, climate change is evaluated 
relative to its actual and potential influence on 
the environment and the business. This process 
is managed by the Company’s Global 
Environmental Affairs and Sustainability team. 
The results of this evaluation are considered in 
the ERM process described above.
The Company’s climate risk assessment in FY 2021/22 
also included climate scenario analysis to explore how 
physical and transition risks and opportunities of 
climate change can impact its business. Its ESG 
materiality assessment identifies energy and emissions 
as material topics that it should prioritize and focus on 
in its environmental programs. In support of UN 
Sustainable Development Goal (SDG) 13 – Climate 
Action, one of the Company’s ESG pillars includes a 
climate action goal. More details about the Company’s 
materiality assessment and how its goals align with 
the SDGs are available on page 14.
For more information about the Company’s 
identification and assessment of climate-related risks 
and opportunities, metrics, and actions to address 
climate change, please read the Company’s responses 
to the most recent CDP Climate questionnaire.
In 2021, the Company scored an A- “Leadership Level” 
on CDP’s Climate Change questionnaire which reflects 
its performance toward environmental stewardship 
through climate change mitigation practices in its 
operations and supply chain.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
The Company’s EMS requires sites to report 
environmental incidents, including waste-related 
incidents, through the internal environmental 
database. During the FY 2021/22 reporting period, no 
waste-related incidents were reported. In addition to 
internal reporting, the Company’s manufacturing 
facilities periodically undergo audits, some of which 
cover aspects of waste management. For more 
information on audits at the Company’s facilities, see 
Section 4.0.
The Company recognizes that waste management is 
important throughout the value chain. The Company 
requires suppliers to meet the Supplier Code of 
Conduct and the RBA Code of Conduct through 
contractual stipulations, both of which include 
waste-related provisions. The Company uses RBA 
audits to verify compliance of suppliers that comprise 
its top 95 percent of spend. For more information on 
these supplier activities, see Section 6.0.
The Company manages downstream impacts through 
a product-end-of-life (PELM) program. More 
information on the Company’s PELM activities can be 
found in the corresponding section.
Nonhazardous
The Company’s nonhazardous waste includes typical 
office and cafeteria waste as well as packaging and 
manufacturing scrap at manufacturing locations.
Under the Company’s EMS, a global nonhazardous 
waste target is set annually. For the FY 2021/22 
reporting period, the target was to direct 90 percent 
(+/-5 percent) of the Company’s nonhazardous waste 
to recovery operations. The results of the Company’s 
environmental targets are available in Section 8.0.
Hazardous
The Company’s operations generate minimal 
quantities of hazardous waste. Hazardous waste is 
waste designated as hazardous by applicable laws or 
regulations in a country, state, region, or locality and 
may include oils, coolants, organic solvents, batteries, 
fluorescent light bulbs, and ballasts. Hazardous waste 
is required to be disposed of in accordance with local 
environmental regulations with approved suppliers.
Other Air Emissions
The Company’s baseline environmental engineering 
specification prohibits the use of ozone-depleting 
substances in its products and manufacturing 
processes except in HVAC and fire-suppression 
equipment as permitted by law which are managed in 
accordance with local regulations, and intentional 
releases are prohibited. The Company’s EMS requires 
the release of chemical substances to be reported as 
an environmental incident, including unintentional 
releases. During FY 2021/22, there were no reported 
incidents of refrigerant releases. The Company’s 
operational processes do not have significant (as 
defined by the Company’s SEA process) direct air 
emissions such as nitrogen oxides (NOx), sulfur oxides 
(SOx), and particulate matter (PM). In addition, the 
Company has no wet chemical or industrial processes 
that use volatile organic compounds (VOC) and thus 
has no point sources of VOC. Household and cleaning 
products that contain small quantities of VOC are 
used at some of its facilities but associated fugitive 
emissions are minimal and are not quantified.
WASTE
The Company’s day-to-day operations around the 
globe generate nonhazardous waste and minimal 
quantities of hazardous waste. To ensure waste is 
properly managed and in an attempt to minimize 
environmental impact, the Company’s waste, both 
nonhazardous and hazardous, are separated and 
collected on the site of generation and disposed of 
through third-party waste management companies in 
accordance with its Site Environmental Programs 
Manual and applicable legal requirements.
During the FY 2021/22 reporting period, the Company 
continued to measure and monitor both 
nonhazardous and hazardous waste generation 
volumes and disposal methods through an internal 
environmental database. In this system, environmental 
focal points at its sites collect and upload monthly 
waste data preferably from measured data or 
calculations based on measured data. When no 
measured data is available, nonhazardous waste 
estimations are based on the headcount at the site 
and the previous year’s monthly data from similar 
sites4.
4	
In FY 2021/22, three offices did not report waste 
data due to site specific limitations.
The Company’s waste data for the current reporting 
period is presented in Section 7.0. Annual Verification 
Statements for the Company’s total nonhazardous 
and hazardous waste are available on the Company’s 
website.

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Over 99 percent of the Company’s water is supplied 
by third parties. To date, the Company has not 
experienced any issues with sourcing water that is fit 
for purpose. Over 99 percent of the Company’s water 
is discharged back to third parties for treatment. The 
Company’s EMS requires sites to characterize their 
discharges before entering into an agreement with a 
treatment facility (exceptions may exist for typical 
sanitary waste), to not discharge constituents for 
which a treatment facility does not have treatment 
capability, to update characterization when a site’s 
activities change, and to adhere, as applicable, to the 
discharge limits of local law, the treatment facility, and 
any associated permits.
The Company’s EMS includes annual global water 
targets. For the FY 2021/22 reporting period, the 
targets were to maintain per person water withdrawal 
(volumes not to exceed a 5 percent increase 
compared to the FY 2020/21 reporting period) and 
perform a water withdrawal and risk analysis of the 
Company’s operations. These targets were achieved 
through maintaining operational control of water 
withdrawals, local targets at select sites, and analysis 
of site water withdrawal volumes and local water risk 
indicators determined using publicly available tools. 
The results of the Company’s environmental targets 
are available in Section 8.0.
The Company requires sites to report environmental 
incidents, including water-related incidents, through 
its internal environmental database. During the FY 
2021/22, there was one water-related incident. In 2021, 
the Company received a violation for a lapse in a 
sewage discharge permit for a site under construction. 
As part of this, the Company renewed the permit and 
paid a fine of approximately US$4,000. In addition to 
internal reporting, the Company’s manufacturing 
facilities undergo periodic audits some of which cover 
aspects of WASH and water management. For more 
information on audits at the Company’s facilities, see 
Section 4.0.
While the Company has minimal wet processes, it 
appreciates the importance of adequate quantities of 
sufficient quality water to its supply chain partners 
with wet processes, particularly the semiconductor 
industry. The Company requires suppliers to adhere to 
the Supplier Code of Conduct and the RBA Code of 
Conduct through contractual stipulations, both of 
which include water-related provisions. The Company 
uses RBA audits to verify compliance from the 
suppliers that comprise its top 95 percent of spend. 
For more information on these supplier activities, see 
Section 6.0.
WATER
The Company is working both internally and externally 
to minimize and mitigate water risks. The Company 
has:
•	
Implemented a corporate Water Resiliency 
Policy;
•	
Endorsed the UN CEO Water Mandate; and
•	
Pledged alignment with SBTN’s goals and vision 
and contributing advice and end-user insights to 
the development of SBTN methods and tools as 
an SBTN Corporate Engagement Participant
In addition, in celebration of World Water Day 2022 
and to support the importance of increased water 
access, sanitation, and hygiene (WASH) services, the 
Lenovo Foundation announced a global partnership 
with Wine To Water (W|W), a non-profit organization 
committed to supporting life and dignity for all 
through the power of clean water.
During the FY 2021/22 reporting period, the Company 
continued to measure and monitor water use and risk. 
In the Company’s direct operations, the primary use of 
water is for WASH services for employees, 
contractors and visitors in its facilities around the 
globe. Because the Company’s primary water use is 
employees, water use varies from location to location 
with its largest manufacturing facilities, the sites with 
the largest employee headcount, withdrawing and 
discharging the most water. The Company’s water 
data for the current reporting period is presented in 
Section 7.0. Annual Verification Statements for its 
total water withdrawal and discharge are available on 
the Company’s website.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
For materials where economically and technically 
viable alternatives do not exist, the Company collects 
data on usage above the defined concentration limit. 
This data can then be reported to customers or other 
stakeholders. The Company continues to actively 
search for environmentally preferable materials that 
can be used as substitutes and expects its partners 
and suppliers to demonstrate the same commitment 
to environmentally sound practices. See the 
Company’s Materials Management webpage for more 
information.
The Company restricts the use of environmentally 
sensitive materials in its products. This includes the 
prohibition of ozone-depleting substances in all 
applications; the restriction on the use of persistent 
organic pollutants (POPs) under the Stockholm 
Convention; and the elimination of materials covered 
under European Union (EU) Restriction on Hazardous 
Substances (RoHS) and Registration, Evaluation, 
Authorization, and Restriction of Chemicals (REACH), 
even beyond the jurisdictions where these regulatory 
requirements exist. The Company’s implementation 
strategy and requirements are consistent with the 
requirements specified in the EU’s RoHS Directive and 
REACH Regulation.
The Company supports phasing out brominated flame 
retardants (BFRs) and PVC and is committed to 
driving its supply chain toward this goal. The 
Company continues to focus on eliminating halogens 
from its top-selling products and across as many 
commodities as possible.
The Company has made progress in phasing out 
halogens in many commodities across several product 
lines, among its achievements:
•	
Phasing out completely the use of BFR/CFR/
PVC in all mechanical plastic parts (such as 
external covers, housings, etc.) across all its 
products
•	
Most of hard disk drives, optical disk drives, 
solid-state drives, LCD screens, memory, CPUs, 
chipsets, and communication cards; and other 
commodities with offerings meet the iNEMI 
definition5 of low halogen
•	
All commercial notebooks including PCBs meet 
the iNEMI definition5 of low halogen except for 
cables and wires, AC adapter
•	
All commercial monitors meet the iNEMI 
definition of low halogen except for their PCBA 
and cables. Furthermore, some monitors fully 
meet the iNEMI definition5 of low halogen
Water risks within the Company’s operational 
footprint and supply chain are assessed annually using 
publicly available water risk tools (World Resources 
Institute’s Aqueduct and WWF’s Water Risk Filter 
Tool). During the FY 2021/22 reporting period, the risk 
assessment was part of the EMS bringing more 
visibility to the annual exercise.
For the first time in 2021, the Company scored an A 
“Leadership Level” on CDP’s Water Security 
questionnaire and was listed on CDP Water A-List, 
which demonstrates leadership in transparency and 
action on water risk.
For more information about the Company’s 
identification and assessment of water-related risks 
and opportunities, metrics, and actions, please read 
the Company’s responses to the most recent CDP 
Water questionnaire.
ENVIRONMENTALLY 
CONSCIOUS PRODUCTS
Product Materials
The Company’s corporate-wide environmental 
standards and specifications require its product 
designers to consider environmentally conscious 
design practices to facilitate and encourage recycling 
and minimization of resource consumption. The 
Company’s priority is to use environmentally 
preferable materials whenever applicable. In adhering 
to this precautionary approach, it supports restricting 
the intentional addition of materials that are 
potentially concerning when economically and 
technically viable alternatives exist. These restrictions 
may also include implementing concentration limits 
for incidental occurrences.

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Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
PLM Systems
Lenovo - BB Owners, Engineers, EFPs...
Export Product 
BOMs from 
PLM System
External Environmental
Compliance Analysis System
Suppliers
Load BOMs into 
Environmental Compliance 
Analysis System
Link Lenovo and Supplier 
parts in Environmental 
Compliance Analysis System
Declare Compliance Store Reports 
and ENV Sign oﬀ Reports available 
for designated market
Supplier loads part data and 
publishes in Environmental 
Compliance Analysis System
Legend
BB Owners - Building Block Owners
BOM - Bill of Materials
EFP - Environmental Focal Point
PLM - Product Lifecycle Management
REACH, RoHS...
In addition to the regulated materials, the Company 
has also identified an expanded list of materials and 
substances of environmental interest. These 
substances may be candidates for further restrictions 
in the future. It holds suppliers accountable for 
reporting the use of these materials through Supplier 
Material Declarations. An industry-standard IPC 1752A 
XML Full Material Disclosure (FMD) form, submitted 
via an environmental compliance analysis system, is 
the preferred format for confirmation of compliance 
to the restrictions and for reporting when substances 
in question are above the specified concentration 
levels.
The Company’s business unit environmental engineers 
utilize the environmental compliance analysis system 
to perform a Bill of Materials (BOM) validation to 
ensure every part number used in building the 
product has the required supplier information. Once 
the full BOM compliance verification is complete a 
detailed compliance summary report is generated to 
show the internal Company and external legal 
requirements at the full product level.
•	
All smartphone products are free of CFR and 
PVC
•	
Prohibiting the intentional addition of the 
following pollutants to any of its parts:
–	
Polybrominated Biphenyls (PBBs)
–	
Polybrominated Diphenyl Ethers (PBDEs)
–	
Deca-Brominated Diphenyl Ethers
5	
The Company supports the definition of “low 
halogen” electronics as defined in the “iNEMI 
Position Statement on the ‘Definition of 
Low-Halogen’ Electronics (BFR/CFR/PVC-Free).
The Company plans to use additional BFR- and 
PVC-free parts and materials across the Think and 
Idea family of products as acceptable alternative 
materials become available, working toward the goal 
to phase out the use of these materials across all 
newly introduced products. The Company continues 
to work with its suppliers to pilot new BFR- and PVC- 
free applications. The Company recognizes that the 
phase-out of these materials is dependent upon the 
availability of suitable alternatives that meet its 
technological, cost, quality, environmental, health, and 
safety requirements.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Recycled Materials
The Company continues to incorporate post-industrial 
recycled content (PIC) plastics, post-consumer 
recycled content (PCC) plastics, and closed-loop 
post-consumer recycled plastics (CL PCR) and to 
introduce new materials such as ocean bound plastics 
and recycled metals into its products. These recycled 
materials are instrumental to the Company’s product 
development strategy and transition to a circular 
economy. Using these engineered plastics not only 
saves the natural resources and energy that would 
have gone into manufacturing new plastics but also 
diverts these materials from landfills. The Company’s 
increased use of CL PCR is helping to sustain the 
demand for plastic materials from IT products. These 
environmental benefits are achieved while still 
creating a product that meets the Company’s 
high-performance standards.
The Company currently uses post-consumer recycled 
content in laptops, desktops, workstations, monitors, 
and accessories and is introducing its closed-loop 
process in more products each year. In 2021, the 
Company expanded the use of CL PCR to 248 
products, up from 103 products the previous year.
By FY 2025/26, 100%
of PC products will contain 
post-consumer recycled 
content materials. 6
6	
Excludes tablets and accessories
Using PCC in IT products presents significant 
challenges due to the unique structural, performance, 
and cosmetic requirements associated with these 
applications. To overcome the continuing challenges 
of using recycled content in the design and 
manufacture of smart connected devices, especially 
notebooks, tablets, and smartphones, the Company’s 
team of engineers works closely with its suppliers to 
develop and qualify new grades of plastic resins 
previously unavailable to the IT industry. These 
materials receive environmental and performance 
qualifications before their approval and use in their 
product applications.
Big Data Set for Materials and Substances
As of the end of FY 2021/22, the Company’s Full 
Material Disclosures (FMD) system has accumulated 
an expansive data set of full material disclosure 
information for the business units. This information 
serves as a tool that can aid structural design and 
optimization, analyzing materials and mechanical 
properties, and improving product reliability.
The Company does not exempt any of its suppliers 
from providing Full Material Disclosures, though
it does allow considerations for confidential 
information. Less than five percent of component 
suppliers do not provide full material disclosure, 
usually for security or intellectual property reasons. 
The Company will continue its efforts to support full 
material disclosure. Those who do not provide Full 
Material Disclosures are requested to ensure their 
components’ compliance with its format of material 
disclosure, IEC 62474 declaration, test report, or 
self-declaration.
The Company informs its customers about the 
environmental attributes of its products and 
compliance with applicable laws and regulations 
through an industry-standard IT Eco Declaration form. 
Declarations for newly released products are posted 
on the Company’s ECO Declarations webpage.
Consistent with its precautionary approach, the 
Company continuously analyzes the regulatory 
environment and considers input from its customers, 
nongovernmental organizations (NGOs), and other 
stakeholders in the evaluation of potential health and 
environmental impacts of its products. The Company 
weighs these inputs to determine the restricted 
substances, as well as the substances of interest to be 
tracked for reporting and consideration of future 
restrictions.

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Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
Milestones for the Company during the past four years in recycled content usage includes:
2021
• Expanded the use of CL PCR to 248 products
• Introduced Ocean Bound Plastics in ﬁve products
• Introduced recycled aluminum in three products and magnesium in one product
2020
• Expanded the use of CL PCR to 103 products, up from 66 products the previous year
• Began using CL PCR in a server application for the ﬁrst time in the Company’s ThinkSystem SR950
2018
• Qualiﬁed new grades of CL PCR for additional resin chemistries and suppliers
• Expanded use of CL PCR to 21 products (added keyboards)
2019
• Expanded use of CL PCR to 66 additional products
• 1st Use of CL PCR in Lenovo notebook application (X1 Carbon 7th Generation)
• Desktop and visual models with >25% CL PCR by total product weight
For CL PCR, the Company’s research and 
development teams work with material suppliers and 
a third-party certification authority to build its CL PCR 
supplier and material process, including the 
“Approved Recycling Standard”, the “Quality 
Assurance Operation Requirements”, and the 
“Recovery Ratio” to validate their sources of waste 
and control processes using a hierarchical waste 
product traceability scheme. Since early 2005, the 
Company’s cumulative total use of recycled plastics in 
products has reached over 123 million kilograms 
(gross) containing PIC, PCC, and/or CL PCR, with net 
PCC of over 52 million kilograms and net CL PCR of 
more than 14 million kilograms.
In 2021, the Company’s use of plastics containing 
recycled content was approximately 7.8 million 
kilograms (gross) with a net CL PCR of approximately 
4.6 million kilograms. While the Company continues to 
introduce plastics containing recycled content to 
more and more products, these usage annual numbers 
have tended to decrease over time which reflects the 
Company’s decreasing use of plastics overall resulting 
from successful efforts to make products thinner and 
lighter.
Results of the Company’s progress against its 
recycled content usage targets are available in 
Section 8.0. The Company’s ESG KPIs include recycled 
content KPIs, for more information see Section 9.0.
In addition to recycled plastics mentioned above, 
during the FY 2021/22 reporting period, the Company 
began incorporating ocean bound plastics (OBP) and 
recycled metals in its products. In an effort to reduce 
ocean pollution, the Company researched and sourced 
OBP for use in some products. In 2021, the Company 
introduced OBP content in the speakers of ThinkPad 
L13 Gen 3 and ThinkPad L13 Yoga Gen 3, and 
speakers, dummy smart cards, and dummy SIM covers 
of the ThinkPad L14 Gen 3, and ThinkPad L15 Gen 3, 
and C14 Gen 1 Chromebook.
Recycled metal usage also supports the transition to a 
more circular economy. Recycled metal usage helps 
reduce mining and consumption of natural resources 
and has energy and emissions savings. In 2021, the 
Company introduced 75 percent recycled aluminum 
for the A/C covers of the ThinkPad Z13 Gen 1 and 
ThinkPad Z16 Gen 1, and 50 percent recycled 
aluminum for the A cover of the Yoga 6 Gen 7, and 
90 percent recycled magnesium for the A/C covers of 
the ThinkPad X13s Gen 1.
The Company will begin reporting on the total weight 
of OBP and recycled metals in the next ESG Report.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
In 2020, ENERGY STAR® implemented a new 
Computer Specification version 8.0 covering desktop 
and all-in-one (AIO) PC products. This new 
specification defines energy efficiency performance 
metrics based on the top 25 percent of PC products 
available on the market with a focus on
enhancements and incentives relative to full network 
connectivity, internal power supply (IPS) efficiency, 
and Energy Efficient Ethernet (EEE).
To further improve product energy efficiency for 
desktops, workstations, and servers, the Company 
certifies the energy efficiency of many of its internal 
power supplies through CLEAResult Plug Load 
Solutions’ 80 Plus program. This external certification 
establishes requirements for internal power supplies 
through independent testing and verification of the 
program’s rated efficiency criteria, such as Bronze, 
Silver, Gold, Platinum, and Titanium. Certified systems 
with internal power supplies (desktops, workstations, 
and server products) with this certification are 
significantly more energy-efficient than other systems 
equipped with typical power supplies. The Company’s 
servers also utilize 80+ Titanium Power Supply Units 
(PSUs), Central Processing Units (CPUs) P-state 
cooperative (voltage/frequency) control, CPU Voltage 
Regulator Device (VRD) auto-tuning and have 
transitioned to newer VRD technology with lower 
losses to enhance and maximize energy efficiency.
By FY 2029/30, 
we will achieve 
30% improvement 
in energy 
efficiency of 
Lenovo notebooks 7 
and Motorola 
products. 8
By FY 2029/30, 
we will achieve 
50% improvement 
in energy 
efficiency of 
Lenovo desktops 7 
and servers. 7
7	
Energy efficiency improvement on average for 
comparable products relative to FY 2018/19
8	
Energy efficiency improvement on average for 
comparable products relative to FY 2020/21
In April 2022, the Company was acknowledged as a 
contributor to a first of a kind research report on 
plastic pollution, “Plastic Pollution Prevention and 
Control in China”. Jointly released by the Institute of 
Economic System and Management of 
Macroeconomic Research, National Development and 
Reform Commission (NDRC) and the Institute of 
Quantitative Technological Economics, Chinese 
Academy of Social Sciences (CASS), the report 
includes a comprehensive interpretation of the 
practices, results and experiences of China’s plastic 
pollution control.
Product Energy Efficiency
Product energy efficiency remains a core focus for the 
Company. To ensure that it is adhering to existing and 
proposed global IT product energy efficiency policies 
and regulations for current and future technology, the 
Company collaborates with original equipment 
manufacturers (OEMs) and industry stakeholder 
workgroups. The results of these efforts are leveraged 
to develop leading-edge products with improved 
operating efficiencies.
The Company actively manages its response to 
ongoing energy-related regulatory activities such as 
updates to emerging protocols and regulations, and 
industry-related standards, including:
•	
ENERGY STAR® program specifications
•	
U.S. Department of Energy (DOE) Appliance and 
Equipment Standards
•	
California Appliance Efficiency Program 
requirements
•	
China CEL and CECP Standards
•	
EU Ecodesign (ErP) requirements

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
STAR® website. For more information about the 
Company’s energy-efficient products, see its Product 
Energy Efficiency webpage.
In support of the Company's commitment to lower 
greenhouse gas (GHG) emissions, science-based 
targets were established to reduce emissions 
associated with the use of sold products per 
comparable products (for Notebooks, Desktops, and 
Servers). Product Development Teams are actively 
investigating and implementing technical 
enhancements to support power efficiency 
improvements and track annual performance against 
the prescribed targets.
Product Energy Management Features
The Company offers innovative tools that allow better control of PC and server power consumption, calculate 
energy savings, and report on the management of energy performance, IT equipment, and devices.
PC Tool	
Benefit
Lenovo Settings (Windows)
An application that provides power management features, such as 
Connected Standby for the user.
Adaptive Thermal Management
Adjusts system power and fan speeds based on ambient levels.
Active Directory and LANDesk®
Supports remote deployment of power schemes and global settings 
to allow administrators the ability to control and enforce ThinkPad® 
energy savings company-wide.
EasyResume
Provides quick recovery from computer lid close, balancing low power 
state by suppressing CPU usage at lid close.
Intelligent Cooling
Balances thermal performance to adjust settings to provide a cooler 
surface for comfort while optimizing product energy.
Energy Saving Power Supply Unit 
(PSU)
The PSU turns off the internal fan when the system detects the power 
load is low and saves energy consumption.
Smart Power (Monitors)
A power and energy management feature that dynamically detects 
and optimizes the distribution of power. Example: If there are multiple 
devices plugged into a monitor like a smartphone, a laptop, or other 
USB-powered peripheral – the monitor will gauge how much power 
each of them needs and adjust according to the requirement.
 
Through its product development process, the 
Company requires its products to meet energy 
efficiency and performance requirements in various 
markets, including – but not limited to – the United 
States, China, Japan, and Europe. Many of the 
Company’s notebooks, desktops, servers, and 
monitors meet and often exceed the current ENERGY 
STAR® requirements. In 2021, 27 Company monitors 
were recognized as “ENERGY STAR Most Efficient”. 
The ENERGY STAR® Most Efficient list highlights 
products utilizing the latest in technological 
innovation to deliver cutting edge efficiency and 
represents the very best for energy savings and 
environmental protection. The Company’s ENERGY 
STAR® qualified models are listed on the ENERGY

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Durability and Repairability
Keeping a product in use for longer is an important 
aspect of circular economy and reducing climate 
impact. The Company designs its products to 
maximize its product lifecycle by focusing on 
durability and repairability.
To keep products in use, the Company offers 
three-year standard warranties and five years of 
replacement parts availability on many of its 
top-selling commercial PC products to support this 
extended lifecycle. Three-year warranties are offered 
as the base warranty on many top-selling Think 
branded products, including all commercial monitors, 
notebooks, desktops, and others. In addition, 
customers can purchase warranty upgrades to extend 
the base warranty by one or two years for many 
products. Base warranties for consumer (Idea) 
products vary by product type and geography but 
typically start at one to two years for the base 
warranty with the option for many products to 
purchase an extended warranty.
In addition to the warranty offerings, the Company 
makes service and maintenance manuals for most 
products along with parts removal and replacement 
videos. Customers can source spare parts from the 
Company or authorized partners. The Company’s 
serviceability engineers are focused on minimizing the 
interruption to customers during repair and 
maintenance and consider the products’ eligibility for 
onsite repair as an indicator for ease of repair.
For more details, see the Company’s Warranty and 
Maintenance Services webpage. The Company’s ESG 
KPIs include a repairability KPI, for more information 
see Section 9.0.
The Company is continuously designing innovative 
features for its products to help extend their useful 
life. For example, its battery technology extends 
notebook battery cycle life through key technologies, 
including:
•	
Increased use of lithium polymer cells: Used in 
notebooks and tablets with embedded batteries, 
these cells typically provide longer life cycles 
than lithium-ion cylindrical cells.
•	
Longer lifespan batteries:
•	
Many of the Company’s embedded batteries 
are designed to last two to three times 
longer than standard batteries. It offers 
three-year warranty upgrades on many 
embedded batteries. The longer lifespan is 
made possible with carefully selected cells 
and charge algorithms.
•	
In July 2021, the Company began working 
with a battery manufacturer to develop a 
mobile battery with a longer life of 1200 
cycles (up from the current 800 cycles).
Product Carbon Footprint
There are numerous and substantial challenges to 
calculating an accurate carbon footprint for
information and communications technology (ICT) 
products, especially if the intent is to use the
data for product-to-product comparisons. These 
challenges include:
•	
Collecting and compiling dependable emissions 
data across a long and complicated supply chain
•	
Accurately allocating emissions from facilities 
across different geographies providing numerous 
products and services to multiple customers
•	
Maintaining current data with a continuously 
evolving and rapidly changing ICT product 
portfolio
•	
Ensuring consistency of results in an environment 
where multiple and varying calculation 
methodologies are available
The Company continues to search for an efficient and 
credible way to calculate its product footprints, and it 
also wants to understand the impacts while credibly 
disclosing environmental information about its 
products. With these challenges and goals, the 
Company joined the Product Attribute to Impact 
Algorithm (PAIA) Project, an ICT sector-wide 
pre-competitive collaboration led by the 
Massachusetts Institute of Technology (MIT), to 
streamline footprints for ICT products. To help 
address these challenges, MIT developed PAIA, an 
easy-to-use online platform that allows companies to 
significantly reduce the time and cost of 
environmental impact calculations.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
With a suite of simplified online tools, PAIA delivered 
a methodology for ICT product footprints which 
originated from a multi-stakeholder initiative of ICT 
companies that shared insights and best practices. 
The Company’s participation in PAIA is helping to 
drive a sector-wide streamlined methodology that will 
be key to transforming ICT companies into sustainable 
businesses.
The PAIA PCF calculation tools help to efficiently 
calculate product carbon footprint (PCF) for a wide 
range of products and configurations. The Company’s 
product development groups currently use the PAIA 
tools for notebooks, desktops, workstations, monitors, 
all-in-ones, tablets, thin clients, servers, network 
switches, and storage products and are engaged in 
optimization of the online platform.
Using PAIA tools to calculate product footprints has 
significantly reduced the time and cost of calculating 
environmental footprints for its products. The quality 
and accuracy of the calculations allow the Company 
to confidently communicate this information with 
customers and other stakeholders. The Company 
shares these results with enterprise customers and 
publishes them publicly as PCF information sheets. 
PCF sheets for specific products can be found on the 
Company’s ECO Declarations webpage.
The Company’s product LCA system is based on the 
ICT industry eco-design requirements that analyzes 
the product’s full life cycle and design process to help 
provide products with less environmental impact to 
the market. Its product LCA system utilizes the ICT 
product footprint tool which assesses the core 
product design and manufacturing plan by using a 
scientific and quantitative configuration that supports 
improvement initiatives. In 2021, the Company 
conducted 10 product LCAs for Notebook, Display, 
Tablet, Mobile phone and Accessories and is working 
to expand this exercise to more products. The 10 
products are: ThinkPad X1 Carbon Gen 9, ThinkPad 
X13 Gen 2, ThinkVision P27q-20, ThinkVision P27q-2L, 
ThinkVision P27h-20, ThinkVision P27h-2L, Lenovo 
TB-X6C6, Lenovo TB-J606, Lenovo TB-J607, 
XT2143-1, XT2153-1, ThinkPad Thunderbolt 4 
Workstation Dock DK2131.
While there are other voluntary standards available to 
guide practitioners in compiling PCF, these standards 
are not designed to establish comparative values 
between products. The degree of flexibility written 
into the standards can produce variations in results 
for the same products when the same standard is 
applied by different practitioners. Compiling PCF 
using these standards is also a very lengthy and 
resource-intensive process. Other commonly used 
standards include the British Standards Institute’s PAS 
2050, WRI/WBCSD’s GHG Protocol Product Lifecycle 
Accounting and Reporting Standard, ISO 14040, ISO 
14044 – Life Cycle Assessment (LCA), and ISO 14067 
– Carbon Footprint of Products.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Ecolabels from around the Globe
The Company pursues ecolabels for many of its products. Select products have the achieved, one or more, of 
the following ecolabels:

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
In its operations, the Company uses reusable bulk 
packaging for the transportation of chassis to 
manufacturing locations.
Leading the Way in innovative Packaging
At the Company, packaging isn’t just a way to get 
finished laptops from the manufacturing facility safely 
into the customers’ hands. It’s an opportunity for the 
innovative packaging engineers and designers to 
reduce the environmental impact of packaging and 
logistics.
Bamboo Fiber Gift Box
The Company began using bamboo fiber in 2016. In 
FY 2021/22, a brand-new bamboo gift box was 
introduced to ThinkPad X1 and Z series. It’s made from 
100 percent renewable bamboo fiber and the box 
weight is effectively reduced by 30 percent compared 
to the previous gift box.
ThinkPad Z13 with bamboo gift box.
All PC boxes contain at least 70 percent old 
corrugated containers10 (OCC) recycled content.
10	
OCC contains both PCC and PIC contents.
PACKAGING
Packaging has been identified as a significant 
environmental aspect under the Company’s EMS. Its 
packaging priorities focus on reducing its packaging 
consumption, waste, and carbon emissions levels by:
•	
Increasing the use of recycled and renewable 
materials in packaging
•	
Increasing the use of bio-based materials
•	
Reducing the size of product packaging
•	
Expanding the use of bulk and reusable 
packaging solutions
In FY 2021/22, the Company’s packaging objective 
was to minimize the consumption of packaging 
material while driving the use of environmentally 
sustainable materials. The Company is intent on 
reducing the size of its packaging to minimize the 
materials used while maintaining adequate protection 
for its products.
The Company supports the above objective with a 
target to transition packaging to recycled materials or 
renewable materials, especially the plant-based 
bamboo/sugar cane fibers. The use of bamboo/sugar 
cane fibers in select products marked the launch of a 
new era of eco-friendly packaging offerings for the 
Company, while also enhancing customer experience. 
Bamboo fiber has many favorable features, including:
•	
Sleek and robust design
•	
Lightweight
•	
100 percent rapidly renewable
The Company’s packaging program requires all 
corrugated container packaging supplied to be a 
minimum of 70 percent post-consumer fiber content 
and requires suppliers to use the maximum available 
PCC where adequate supplies exist without 
compromising required packaging performance 
characteristics, while the printing on boxes is done via 
flexography with water-based, non-toxic, 
RoHS-compliant inks. In addition, the Company’s 
packaging program requires the use of Forest 
Stewardship Council (FSC) certified fibers in liners for 
all ThinkPad products and select consumer notebooks 
when virgin fibers are used.
Since 2008, the Company has eliminated9 3,737 
metric tons of packaging consumption by weight. In 
FY 2021/22 alone, the packaging team reduced9 
packaging consumption by 497 metric tons.
9	
These numbers reflect packaging innovations 
that resulted in reduced packaging weight for 
individual products. See Section 7.0 for 
additional metrics about total packaging use by 
year.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Plastic-free Packaging
The Company aims to eliminate plastic materials from 
product packaging. The ThinkPad X1 and Z series 
packaging are pioneers towards this ultimate target. 
By combining bamboo fiber technology with other 
innovative materials, the packaging team has 
accomplished plastic-free packaging on ThinkPad X1 
and Z series. The Company continues to evaluate 
expanding the use of plastic-free packaging to 
additional product lines.
ThinkPad Z13 with plastic-free packaging.
Results of the Company’s progress against its 
packaging targets are available in Section 8.0. The 
Company’s ESG KPIs include packaging KPIs, for more 
information see Section 9.0.
Ocean Bound Plastic
Plastic pollution has negatively affected the ocean’s 
ecosystems and the marine animals who reside there. 
In 2019, the packaging team began researching the 
possibility of using ocean bound plastic (OBP) in 
product packaging. Based on repeated test results, 
the packaging team determined a mix of 30 percent 
OBP with 70 percent other recycled plastic had the 
best performance. In FY 2021/22, the Company 
introduced a cushion containing OBP (30 percent 
OBP and 70 percent other recycled plastics) in the 
packaging for select products. Through these 
applications, the Company estimated it will use 70 to 
80 metric tons of ocean bound plastic per year.
ThinkPad L14 Gen 3 with 30% OBP cushion.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
PRODUCT END-OF-LIFE 
MANAGEMENT (PELM)
The Company’s Product End-of-Life Management 
(PELM) program is an important part of its efforts to 
support a transition to a circular economy. The PELM 
program increases the beneficial reuse and recycling 
of products and parts and supports the elimination of 
end-of-life electronic products being disposed of in 
landfills and includes the practice of reuse, 
refurbishing, de-manufacturing, dismantling, 
reclamation, shredding, recycling, treatment, and 
disposal of products, parts, and peripherals when they 
are taken out of service, reach end-of-life, or are 
scrapped. This program covers Company-branded 
and non-branded products owned by the Company or 
accepted from customers and others (including 
customer returns or take back). As a part of its efforts 
to improve the Company’s global supplier base, it has 
made available the Electronics End of Life Standard 
for Suppliers. This document details the Company’s 
PELM supplier requirements and the industry- 
standard certifications it promotes.
Product Take-Back Programs
As a global business, the Company offers end-of-life 
recycling and management programs for both 
consumer and business customers in many countries 
around the world. These product take-back programs 
(PTB) are tailored to the specific location and 
business needs and include programs for recycling 
products as well as packaging and batteries in many 
geographies. Customers can obtain information about 
the Company’s recycling programs by country at its 
Recycling webpage.
For its business and enterprise customers, the 
Company offers Asset Recovery Services (ARS) 
globally to manage the disposition of IT assets and 
data center infrastructure. Customers can access 
information about the Company’s global ARS program 
at its Asset Recovery Services webpage.
Product and Parts Management
The Company strives to maximize the value and 
potential reuse of excess, returned, and obsolete 
products and parts across its business and 
manufacturing operations, repair network, and channel 
partners. Through reverse supply chains, these 
products and parts are kept in circulation as-is or after 
refurbishing. The Company recognizes the positive 
environmental benefit to this reintegration of products 
and parts by avoiding the need to manufacture new 
products and parts.
Management of PELM Suppliers
The Company maintains a program for ensuring that 
recycling, disposal, and disposition of end-of-life 
products owned by the Company or returned by 
customers are accomplished in an environmentally 
conscious and legally compliant manner. This program 
includes:
•	
Supplier completion of the Company’s initial 
supplier audit/evaluation form declaring their 
processing capabilities and controls, 
management systems for quality, environmental, 
health and safety, legal compliance, downstream 
facilities disclosures, and evaluation criteria.
•	
The Company’s environmental audit/evaluation 
of facilities and suppliers’ processes prior to use 
with documentation of audit findings and 
recommendations in a final report.
•	
Review of all audit/evaluation documentation 
and recommendations by its Geographic 
Environmental Managers and final approval by 
the Company’s Director of Environmental, 
Sustainability, and Compliance.
•	
Database of all the Company’s audited and 
approved PELM supplier facilities by geography 
with approved services for use by all the 
Company organizations, sites, and programs 
worldwide.
•	
The Company’s supplier contracts with specific 
environmental terms and conditions related to 
expected environmental performance and 
reporting.
•	
Suppliers in scope include ARS suppliers, legal 
and voluntary product take-back providers, 
dismantlers, recyclers, refurbishers, disposal, and 
other related vendors. The Company’s 
Electronics End of Life Standard for Suppliers 
sets guidelines that all recovered products and 
parts to be data wiped, refurbished, tested for 
function, labeled as refurbished, and resold 
where they will be used as originally intended 
without further refurbishing before use. The 
standard also requires suppliers to use 
Company-approved recyclers for the disposition 
of non-working products and parts and waste 
generated from their refurbishing processes and 
prohibits the shipment of hazardous waste to 
non-OECD countries.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
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Circular
Economy
During the design phase, important decisions are 
made to improve circularity. The Company is 
evaluating its products’ carbon impacts and using 
circular design decisions that can reduce carbon 
during production and use. The use of recycled and 
sustainable materials is an important aspect of the 
circular economy that the Company focuses on.
New sustainable and recyclable materials are being 
researched and introduced into products. By FY 
2025/26, the Company plans to include PCC plastic in 
one hundred percent of its notebook computers, 
desktop computers, workstation computers and 
monitors. This fiscal year, the Company more than 
doubled the number of products containing CL PCR 
to 248 products. Also, the Company expanded the 
types of components that contain PCC plastics. The 
Company introduced recycled aluminum and 
magnesium as well as ocean bound plastic for the first 
time to select components in FY 2021/22. Since 2008, 
the Company has used more than 123 million 
kilograms (gross) of PCC plastic in products and on 
track to meet its target of using over 136 million 
kilograms of PCC plastic by FY 2025/26.
The Company’s circular design decisions extends to 
its packaging as well. In FY 2021/22, the Company 
increased its use of recycled fiber, recycled plastic 
and sustainable materials in packaging including 
bamboo, sugarcane and sustainably forested fiber. 
The Company has a goal that by FY 2025/26, ninety 
percent of plastic packaging will be made from 
recycled plastics for notebook computers, desktop 
computers and workstation computers. The Company 
has additional goals for smartphone product 
packaging, sixty percent of the materials will be 
recycled content and single use plastics will be 
reduced by fifty percent by FY 2025/26.
Recovery and Recycling Trends
As customers continue to have considerable interest 
in the Company’s recycling programs, its continual 
improvement activities include searching for 
opportunities to maximize reuse and recycling. Since 
2005, the Company has processed 324,811 metric tons 
of computer equipment through its contracted service 
providers. During the 2021 calendar year, it financed 
or managed the processing of 34,163 metric tons11 of 
the Company-owned and customer-returned 
computer equipment.
11	
This metric represents all data received from 
PELM suppliers as of the time of publication of 
this report. Not all data was available at the time 
of publication, so actual volumes may be higher.
Of this total, 5.5 percent was reused as products or 
parts, 88.2 percent was recycled as materials, 1.5 
percent was incinerated with waste-to-energy 
recovery, 2.1 percent was incinerated as disposal 
treatment, and 2.6 percent was disposed of by landfill.
The Company’s 2021 performance includes data from 
its ARS program offered to business and enterprise 
customers, along with data from the Company’s other 
voluntary and legally required product take-back 
programs for consumers and businesses. These 
customer programs resulted in more than 32,938 
metric tons of products collected for recycling and 
reuse in 2021.
Results of the Company’s progress against its PELM 
targets are available in Section 8.0. The Company’s 
ESG KPIs include recycling/reuse KPIs, for more 
information see Section 9.0.
CIRCULAR ECONOMY
With a vision for a net-zero future, the Company 
knows the transition to a circular economy is critical. 
Collaboration and credibility are important to the 
Company during its journey to achieving net-zero and 
advancing a circular economy. To help scale circular 
economy solutions in the IT industry, the Company 
joined the Circular Electronics Partnership to 
collaborate with technology industry, suppliers and 
stakeholders. The Company’s vision to deliver smarter 
technology for all extends to its circular economy 
practices that include Smarter Circular Design, 
Smarter Circular Use, and Smarter Circular Return 
activities.

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products into the recycling systems and supply chain 
is essential. The Company offers consumers and 
commercial customers product return programs to 
keep the products and materials in circulation. 
Commercial customers need reliable and secure 
solutions to manage their technology at the end of 
life. The Company’s Asset Recovery Services 
maximizes value of IT and enterprise hardware. The 
Company also offers consumer recycling programs in 
major markets. Since 2008, the Company has enabled 
the recycling and reuse of 325 million kilograms and is 
on track to meet its target of more than 362 million 
kilograms of IT products recycled and reused by FY 
2025/26.
The Company’s ESG KPIs include KPIs that support a 
circular economy, for more information see Section 
9.0.
The Company can advance a circular economy by 
optimizing the use of its products and parts. 
Improving the energy efficiency of the Company’s 
notebook computers, desktop computers, servers and 
smartphones is the Company’s goal. To extend the life 
of its products, the Company offers support and 
repair options as well as other managed services. The 
Company has a goal that by FY 2025/26, 84 percent 
of repairs can be done at the customer site, without 
having to send their PC to a service center. The 
Company is keeping repairable parts in use longer and 
has a goal that by FY 2025/26, at least 76 percent of 
repairable parts will be repaired for future use. The 
Company offers enterprise customers second life data 
center products through its Lenovo Value Recovery 
business.
While the Company continues to expand its use of CL 
PCR from IT equipment, the circular return of IT 
SMARTER MANUFACTURING: LOW-TEMPERATURE SOLDER
The Company’s engineers continue to seek solutions that support the Company’s climate change mitigation 
goals in the manufacturing process, while also providing reliable products with a lower carbon footprint. In 2017, 
the Company pioneered an innovative low-temperature solder (LTS) technology that did just this.
As the Company carries out their recently announced science-based targets, LTS technology is supporting its 
progress towards its climate change mitigation goals. The Company is working to expand the use of this 
technology and drive benefits that extend beyond the environment, including improved reliability, efficiency 
and cost.
39,947,227*
kilometers driven by an 
average passenger vehicle
3,460*
tons of waste  recycled
instead of landﬁlled
4,259,493*
liters of gasoline
consumed
165,351*
tree seedlings grown
for 10 years
Reduced
10,000 metric tons
as of FY2021/22
* https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator
From FY 2021/22, the Company has greatly extended this technology to more and more sub-module vendors, 
who produce parts such a SSD, wireless, display panel, memory, and human interface device modules, and also 
sharing this technology to industry openly, supporting low carbon footprint transformation.
In FY 2021/22, the Company has shipped 14.2 million laptops manufactured with the LTS process, and total 
shipped since 2017 has reached 50 million. This has resulted in a total reduction of 10,000 metric tons of CO2 
emissions.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
4.0
Social
Labor Practices
Diversity, Equity and Inclusion (DEI)
Diversity and Inclusion (D&I) Board
Training and Development
Health and Safety
Recognitions
Work for Humankind
42
43
44
50
54
60
64

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LABOR PRACTICES
The Company’s Human Rights policy communicates 
its respect for human rights and how it extends those 
rights to employees and business partners. As a 
signatory of the UNGC, the Company’s practice is to 
uphold and support the protection of internationally 
proclaimed human rights. The Company does not 
permit the use of child labor, forced labor or coercion, 
including physical punishment, in any of its operations. 
The Company’s Human Rights policy is committed to 
the following practices:
•	
Conduct business in accordance with the U.N. 
Declaration of Human Rights and the principles 
of the UNGC and extend those requirements to 
all suppliers doing business with the Company.
•	
Perform due diligence across the value chain to 
identify risks and avoid complicity in human 
rights violations.
•	
Provide access to grievance mechanisms, 
investigate allegations, and escalate known cases 
of human rights abuse to senior leadership.
•	
Integrate training and accountability for 
respecting human rights across the business.
•	
Engage internal and external stakeholders to 
address common challenges and advance human 
rights practices through continuous 
improvement.
•	
Operate legally and ethically in each country 
where it does business.
All of the Company’s corporate strategies, practices, 
and guidelines as well as supplier requirements must 
support this commitment to human rights. The 
Company is not aware of any cases of child labor or 
forced labor at its facilities. Concerns about possible 
human rights violations must be reported to the 
Company’s management who shall take prompt 
corrective action. More information is available in the 
Company’s Human Rights Policy.
The Company is determined to ensure that the 
working conditions at its locations are safe; workers 
are treated with respect and dignity; operations are 
environmentally sound; and business operations are 
conducted responsibly and ethically. The Company 
aims to raise awareness by engaging with the 
Responsible Business Alliance (RBA). As of FY 
2021/22, all Lenovo owned and joint venture 
manufacturing sites (not including new locations with 
less than one year of labor data) have undergone 
audits by independent auditors using the latest 
version of the RBA Standards, which are based on the 
International Labor Organization (ILO) Standards and 
include a review of child labor and forced labor 
processes at each facility that is audited. The auditors 
also review employee files and conduct individual and 
group interviews.
Labor practices are also evaluated as part of the 
scope of two main processes within the Company’s 
business management system. These include the 
Company’s global risk registration process as part of 
its Enterprise Risk Management (ERM) and the ESG 
reporting materiality assessment. The detailed 
processes may vary by market and are based on local 
laws.
4.0 Social

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DIVERSITY, EQUITY AND INCLUSION (DEI)
A Message from our Chief Diversity Officer
As a global technology leader, Lenovo touches the lives of millions of people from all walks of life, from our 
global workforce to the customers we serve with experiences and solutions. We are ushering in a bold new era 
of Intelligent Transformation, and big data, 5G, and AI will deliver new models for how we live, work and play. In 
an ever-changing and increasingly diversified world, technology has the potential to serve as the great 
equalizer. It can provide more opportunity, greater connectivity, and the ability for populations to transcend 
historic, cultural and geographic limitations.
We believe that technology companies have the capability and the profound responsibility to champion 
diversity and inclusion. Not only in the products and services we provide, but also in the values we foster and 
our internal practices. Innovating for a diverse world requires a diversity of perspective. As such, diversity is a 
business imperative at Lenovo. It ensures that we not only embrace the best, most disruptive ideas, but it also 
allows us to better understand and address our customers’ needs.
Lenovo has always pursued a path of inclusion and we’ve built a culture where all can belong – but our work is 
not done. With new research, data, and insights, we continue to evolve our approach of building inclusive 
leadership behaviors and fostering diverse and inclusive systems through increased accountability and training.
Our goal is simple: People should no longer have to change themselves to fit the world. Instead, the world will 
change to fit its people – all of its people. Technology can and should be a positive catalyst for change and 
evolution.
Lenovo is channeling this capability to build a smarter future, where everyone thrives, together.
Calvin Crosslin
Vice President, Chief Diversity Officer and President, Lenovo Foundation

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A diverse business model starts 
at the top. The Company’s 
leaders throughout the world 
hold a deep commitment to 
these values that fuel long-term 
growth. The Company believes 
that a global workforce should 
reflect the global customers that 
it serves, and this begins with 
leadership that is representative 
of the various cultures and 
ethnicities that comprise its 
internal talent.
100% target 
completion rate 
for 
Anti-Harassment 
Training
DIVERSITY AND INCLUSION 
(D&I) BOARD
Since 2018, the Company’s Diversity, Equity, and 
Inclusion (DEI) initiatives have been overseen by the 
Diversity and Inclusion Board. Comprised of 10 senior 
leaders from Lenovo’s Executive Committee (LEC), 
the D&I Board represents the Company’s diverse 
geographies, business groups and corporate 
functions. The D&I Board serves as counsel to the 
Company’s diversity and inclusion strategy and helps 
to drive accountability across the Company with the 
vision of leading intelligent transformation and 
inclusivity by inspiring the differences in everyone and 
building a smarter future where every person thrives. 
Through quarterly meetings and ongoing 
communications, the D&I Board has adopted a 
four-pillar strategy designed to foster greater 
diversity, equity and inclusion, and that aims to:
1)	
Build inclusive leadership behaviors
2)	
Foster diverse and inclusive systems
3)	
Ensure accountability
4)	
Tell the Company’s unique diversity and inclusion 
story
DEI Culture
Maintaining a diverse culture and achieving its full 
potential is fundamental to the Company’s 
competitive success. A key element in the Company’s 
workforce diversity programs is the commitment to 
equal employment opportunity and to prohibit 
discrimination, harassment, and similar inappropriate 
behavior in the workplace. The Company’s policy and 
Code of Conduct commits to providing a work 
environment free of discrimination and harassment 
based on race, color, gender, religion, age, nationality, 
social or ethnic origin, sexual orientation, gender 
identity or expression, marital status, pregnancy, 
disability, or veteran status. Company policy prohibits 
management from making employment decisions 
based on such characteristics. These business 
activities and the design and administration of the 
Company’s benefit plans must comply with all 
applicable laws. For qualified employees with 
disabilities, the Company will make reasonable 
accommodations needed for effective job 
performance in a manner that complies with 
applicable laws.
Inclusive Leadership is an intentional 
everyday act of empathy and creating a 
sense of safety by engaging in active
listening and allyship that ensures individuals 
are respected, valued, and represented.
Definition of Inclusive Leadership at Lenovo
“
“
Diversity and inclusion have been the building blocks 
of the Company’s history and are among its greatest 
strengths. Its diverse team of people and locations 
enables collaboration and sharing across borders and 
encourages the Company to adopt the best practices 
in the markets it serves. The Company is bringing 
awareness about inclusion to all its leaders and 
employees in a variety of ways, including Global 
Anti-Harassment training to ensure a workplace free 
of harassment. The Company is conducting a global 
campaign with 100 percent target completion rate for 
Global Anti-Harassment Training.

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female executive representation by 2025. Additionally, 
after exceeding the Company’s goal of U.S. executive 
representation from historically underrepresented – or 
otherwise excluded ethnic and racial groups – in 2020 
(29 percent), the Company is working to achieve 35 
percent representation by 2025. The Company’s ESG 
KPIs include DEI KPIs, for more information see 
Section 9.0.
Working toward our Next Generation Goals
After meeting the Company’s 2020 executive 
representation targets, the Company established new 
goals to further advance our executive representation 
of women globally and U.S. underrepresented racial 
and ethnic groups by 2025. After exceeding its 2020 
goal for female executive representation (21 percent), 
the Company set a new target to reach 27 percent 
Female Executive 
Representation
21%
IN 2020
27%
BY 2025
Both programs directly contribute to the Company’s 
progress toward the executive representation KPIs 
and follow a similar timeline of leadership education 
and training, 360 assessments, coaching, and a fully 
digital curriculum since the onset of the COVID-19 
pandemic. The WLDP was the first program to be 
established in 2014, and its success has helped with 
the development of new programs and strategies to 
attract, retain, and develop diverse talent.
To achieve its representation goals, the Company 
recognizes that it must foster a strong pipeline of 
diverse talent. The Company invests in several career 
programs to ensure it is developing that pipeline 
through learning, sponsorship, and mentorship 
programs in partnership with its employee resource 
groups, business leaders, and Human Resource teams. 
The longest-running programs include the Women’s 
Leadership Development Program (WLDP) to develop 
female executive talent, and the Mosaic Leadership 
Development Program (MLDP) which aims to develop 
executive talent from underrepresented backgrounds.

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Programs to retain and grow 
diverse top talent internally
Attracting Diverse Talent
Developing Diverse Talent
Retaining Diverse Talent
The Company’s Talent Acquisition 
(TA) team has established goals to 
ensure a diverse slate of candidates 
is presented to hiring managers. The 
team has a global goal to ensure 
each slate is 33 percent women, and 
that candidates from under 
represented backgrounds in the U.S.  
represent 15 percent of the 
candidates. Hiring managers are 
trained on equitable interview 
practices. The TA team has also 
engaged in partnerships and 
executive sourcing consultants to 
strengthen the pipeline to meet 
these goals.
In addition to the previously cited 
Women’s and Mosaic leadership 
development programs, the 
Company started a sponsorship 
program in 2020 to grow diverse 
talent at the director level into the 
executive director ranks, ensuring 
that there is appropriate exposure 
and career progression for 
participants. The Company will also 
be launching a ‘Courageous 
Leadership’ program in the U.S. 
during Summer 2022 to develop 
senior managers from diverse 
backgrounds into the director level.
The Company conducts an annual 
pay equity review to examine any 
equity risks for gender and 
underrepresented minority 
employees. While this review is done 
for compliance, the team is preparing 
for its global expansion in 2022. The 
Company’s Organization and Human 
Resource Planning process also 
codifies diversity into talent reviews 
and succession planning for the 
future workforce.
U.S. Executive 
Representation from 
Historically 
Underrepresented Ethnic/
Racial Groups
29%
IN 2020
35%
BY 2025
The Company has also taken a step forward in advocacy for 
women by endorsing the United Nation’s Women’s 
Empowerment Principles (WEPs). These principles offer 
guidance for businesses to promote gender equality and 
women’s empowerment in the workplace, marketplace, and 
community. While the Company works toward gender equity, it 
understands that reducing bias and increasing gender equality 
is an effort that will require its total commitment. The Company 
is proud to join its fellow signatories and UN Global Compact 
members in this initiative.
The Company’s DEI strategy also prioritizes inclusive behaviors amongst its employees. In 2021, the DEI team 
launched the CARE Model for Inclusive Behaviors, defining and encouraging four behaviors to foster inclusion in 
the community: communicating across differences, acting in allyship, recognizing and mitigating bias, and 
ensuring psychological safety.
C
A
R
E
Communicate across 
differences
Act in allyship
Recognize and
mitigate bias
Ensure psychological 
safety

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The Company’s global Human Resources (HR) 
community is also empowered to embed DEI in their 
programs and practices. In 2021, the DEI team began 
a program called HR DEI Champions. Through the 
program, the DEI team trained HR leaders around the 
world in DEI basics for HR professionals. The team 
was also trained to facilitate inclusive and courageous 
conversations. The Champions have since trained their 
extended HR teams in DEI best practices, furthering 
the DEI strategy across the global HR function. 
organization.
Global
Engagement
Increasing Diversity through Innovation
The Company is committed to diversity and inclusion 
and undertakes many efforts to follow through on that 
commitment. This commitment extends to the 
Company’s intellectual property (IP). In July 2021, the 
Company became a Founding Signatory of the 
Increasing Diversity in Innovation Pledge and declared 
to understand and address the issue of 
underrepresented inventors on patent applications. 
This initiative was launched by the United States 
Intellectual Property Alliance (USIPA) to support all IP 
people and ideas, regardless of race, gender, ethnicity, 
nationality, religion, age, disability, or sexual 
orientation, especially those that are 
underrepresented. USIPA will seek to include diverse 
perspectives for the best IP ecosystem.
Inclusive 
technology
Innovation is a core value of the Company and the 
patent program is a cornerstone of its innovation. 
Increasing diversity in the patent process will help the 
Company achieve its overall diversity goals. As part of 
the Increasing Diversity in Innovation Pledge, the 
Company committed to a year one goal to identify 
and secure internal data with respect to an 
underrepresented inventor group and use best efforts 
to implement initiatives targeted at increasing 
representation of that group in the Company’s patent 
process.

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Fostering a Culture of Inclusion
The Company is proud to support 13 employee 
resource groups (ERGs) around the world that foster 
a sense of inclusion and belonging in its workforce. 
The groups are led by employee volunteers and 
sponsored by executives who are allies or are a part 
of the community that the group supports. The 
Company’s ERGs have continued to engage 
employees despite much of the workforce working 
remotely in FY 2021/22.
•	
A Better Lenovo for Everyone (ABLE – U.S.)
•	
Black Leaders Achieving Success in Technology 
(BLAST)
•	
Diversitas (EMEA)
•	
Hispanics of Lenovo Association (HOLA)
•	
Indigenous (Australia/New Zealand)
•	
Lenovo Employees of Asian Descent (LEAD)
•	
Lenovo Interfaith (Latin America)
•	
New and Expectant Mothers Outreach (NEMO)
•	
People with Disabilities (PwD- EMEA)
•	
Professionals Respecting Identity Diversity and 
Empowerment (PRIDE)
•	
Rising Employees at Lenovo (REAL)
•	
Veterans Engaging Together (VET)
•	
Women in Lenovo Leadership (WILL)
Employees who engage in an ERG become critical 
stakeholders in the Company’s diversity and inclusion 
efforts. While providing educational webinars and 
programs that increase awareness about diversity and 
inclusion, ERGs have also advised on marketing 
campaigns that seek to authentically empower diverse 
audiences. In 2021, the Company was proud to work 
with PRIDE ERG chapters around the world to create 
a personal pronoun campaign, educating the 
workforce with history, guidance, and resources on 
the use of pronouns in the LGBTQ+ community. With 
support from the Lenovo Foundation, ERGs also 
began partnerships with aligned NGOs to advocate 
for inclusion in the community. More information is 
available on page 62.
The Company selected employees who identify as 
women as the underrepresented inventor group. In 
year three, the Company has committed to publishing 
metrics for each year of the pledge related to the rate 
of inventorship for women. The Company is on pace 
to meet its year one and year three goals. Once the 
initial framework for meeting the pledge 
commitments is established, the Company intends to 
expand its focus to other underrepresented inventor 
groups.
In addition to the Increasing Diversity in Innovation 
pledge, the Company is working to make a global 
impact through collaboration with other global 
organizations, including fellow signatories to the 
pledge. The Company is leading efforts to establish 
industry-wide standards for collecting data on the 
diversity of patent inventors, developing best 
practices for improving participation in patent 
inventorship by underrepresented groups, and 
defining useful metrics for tracking such participation. 
Additionally, the Company is working to establish 
relationships with national and international patent 
offices to assist and publicly support their efforts in 
tracking and increasing diversity in patent 
inventorship. The Company also promotes greater 
diversity in inventorship and innovation through 
regular participation in conferences, panel discussions, 
and webinars.
DEI Recognitions

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While the PDO’s task force continues to drive the 
Diversity by Design review process, the team is also 
proud of their new partnership with Governor 
Morehead School for the Blind in Raleigh, North 
Carolina (U.S.). In this first-of-its-kind partnership, the 
Company is able to provide products and access to 
technology for visually impaired students, while 
gathering real-time recommendations on the user 
experience for people with disabilities.
By 2025, 75% of Lenovo products will 
be vetted by inclusive design experts to 
ensure they work for everyone, regardless of 
physical attributes or abilities.
Disability inclusion strategy 
expanded to 8 global markets 
by 2025
In addition to ensuring accessibility of the Company’s 
products, the Company launched a People with 
Disabilities internal awareness campaign on Global 
Accessibility Awareness Day in 2021. The program 
works to create a stronger understanding of disability 
in its workforce through internal surveys. While the 
program began in the United States, the DEI team 
seeks to expand it to eight markets around the world 
by 2025.
Much of the understanding and awareness for people 
with disabilities is driven with the help of the 
Company’s ERGs, People with Disabilities and ABLE 
(A Better Lenovo for Everyone).
Inclusive and Compassionate
The Company continues to drive positive, meaningful 
change by embedding disability inclusion in the 
business leadership agenda. Since becoming a 
member of the Valuable 500 in 2020, the Company 
continues to partner with disability rights advocates 
to help ensure its products and solutions are inclusive 
and accessible. The Valuable 500 is a global business 
collective of 500 CEOs and their companies who have 
pledged to work together as a collective to drive 
systemic change.
Since launching the Product Diversity Office (PDO) in 
2020, the Company continues to scale up capacity to 
ensure its products are empowering its vision of 
delivering smarter technology for all – regardless of a 
user’s physical attributes or abilities. The PDO’s 
mission is to ensure usability for a diverse customer 
base and minimize any inherent bias in the Company’s 
technology or products. It was founded with the 
support of LEC members and governed by the PDO 
Task Force, a group of business leaders who help to 
drive the PDO’s strategy and influence across the 
business.
In FY 2021/22, 31 products were reviewed by the PDO 
Task Force and 21 obtained the Diversity by Design 
Certification, a four-phase certification process that is 
customized to the level of risk detected in the 
product.

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TRAINING AND DEVELOPMENT
The Company’s 70-20-10 approach to employee 
development recognizes that employees learn 
through three distinct types of experiences: 
on-the-job training and assignments (70%), 
developmental coaching, reverse coaching and 
mentoring relationships (20%), and coursework and 
training (10%).
Experiences on the Job – learning while doing. The 
Company designs for 70 percent of career 
development to happen on the job.
Colleague Relationships – mentors, guides, coaches, 
managers. The Company designs for 20 percent of 
employee development through sharing their 
successes and failures with others and by seeking 
guidance and advice.
Education – formal training in the classroom or online 
that teaches key principles and skills. The Company 
designs 10% of its learning opportunities to be formal 
education.
10%
20%
70%
Education
Colleague
relationships
On the job
experiences
The Company has enhanced its management and 
leadership development program to provide support 
for managers during their leadership progression by 
offering specific training experiences. Examples 
include the Executive Director Accelerator Program 
(EDAP), Executive Presence Workshop (EPW), 
Director Leadership Enhancement Program (DLEP), 
Manager Leadership Enhancement Program (MLEP), 
and Women Leadership Development Program 
(WLDP), which are provided at key points in 
employees’ careers.
Instructor-led professional development courses and 
forums are made available throughout the year for all 
employees, in addition to rich online learning 
resources provided on demand via the Company’s 
global learning management system – Grow@Lenovo. 
Courses focusing on intelligent transformation are 
available on Grow@Lenovo for employees to learn 
anytime anywhere.
FY 2021/22 was the first full reporting period since the 
Company launched the new platform for its learning 
management system, Grow@Lenovo. The improved 
features and functionality of the platform provide an 
expanded view of the completed training metrics. 
With over 72,000 training assets, Grow@Lenovo 
enables employees to consume training that can 
enhance their knowledge and skills. Training assets 
include e-books, audio books, video courses, 
certification preparation courses, virtual and instructor 
led trainings. The externally developed content aims 
to provide professional and technical skills, including 
specialized content for sales, product and process 
training. These courses are delivered globally both 
in-person and virtually and are carefully designed 
around leadership priorities and skills that support the 
Company’s mission and vision.
Grow@Lenovo continues to be a strategic resource 
for employee upskilling and engagement. FY 2021/22 
employee training metrics are available in Section 7.0 
Consolidated Metrics of this report.
The Company also places a high priority on executive 
leaders’ development, bringing senior leaders together 
once a year to share best practices, learn from 
external experts and drive strategic alignment across 
the enterprise through Global Leadership Team (GLT) 
and Lenovo Executive Accelerator Program (LEAP).
The Company’s new-hire training includes a 
combination of required instructor-led and online 
courses on the Code of Conduct, Information Security, 
Privacy Basics, and Global Anti-harassment training. 
Through a series of culture and company history 
trainings, new hires are introduced to the “Lenovo 
Way” to help them understand the Company’s 
operations and values.

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internship programs are specifically designed to help 
attract students from traditionally underrepresented 
backgrounds to the Company.
•	
Lenovo Accelerated Sales Intern Program (LASR)
•	
Neurodiverse Interns
•	
ISG Global Supply Chain Intern Program
•	
Lenovo HBCU Intern Program Spring/Summer
•	
Wake Tech Community College Intern program
•	
National Academy Foundation (NAF) – High 
School Intern Program
•	
Brazil for Afro-Latino 2-year Intern/Mentor – 
Motorola
•	
China Summer Intern Program
The Company is dedicated to growing and developing 
a workforce to support its long-term growth and 
innovation. It offers multiple programs that includes 
rotations across multiple business groups, leadership 
development, and technical ladder programs. The 
Company’s goal is to infuse diverse talent into its 
innovative culture to support its digital transformation 
as it creates smarter technology for all. Diverse hiring, 
development, and engagement is a vital part of its 
human capital strategy. These programs include, but 
are not limited to:
•	
China Future Leaders (Sales/Marketing)
•	
India Future Leaders (Sales/Marketing)
•	
Lenovo Accelerated Sales Rotational 
Program-Global (LASR)
•	
ISG Global Supply Chain Rotational Program
•	
Global Finance Talent Program (GFTP)
•	
Global Future Leaders Program (Management/
Technology)
•	
Global Future Leaders Plus (GFL+) (High 
Potential – Internal Talent Development)
•	
Technical Ladder Program
•	
Le Grow-Pro
Recruitment 
The Company’s recruitment practices support its 
vision to deliver smarter technology for all. The 
Company’s objective is to develop recruitment 
strategies that support business needs and attract the 
best talent around the globe. The Company’s Talent 
Acquisition (TA) organization manages the 
end-to-end recruiting process which includes 
collaborating with Human Resources Business 
Partners (HRBP) and Managers, while applying best 
practices to ensure the recruiting process is fair and 
consistent for all candidates.
The Company’s recruitment process executes the 
candidate’s journey through all touchpoints, including 
sourcing activity, job postings, and communication 
throughout the application and interview process. The 
Company’s recruiters also source candidates using 
social media, employee referrals, and other creative 
methods. As a Global TA organization, some of the 
recruitment practices that the team manages include:
•	
End-to-end hiring of interns, early career, 
professional, and executive positions for all 
business units
•	
Job board management across various platforms 
(careers website, LinkedIn)
•	
Expansion University Programs to build its future 
workforce
•	
Lenovo Employer Value Proposition and 
Employer Branding
•	
Ongoing recruiter training and metrics to ensure 
candidate slates have diverse candidate 
representation
Internships are a vital source for prospective 
candidates and a great way to provide opportunities. 
In 2021, the Company hired over 800 interns globally, 
providing meaningful learning experiences, mentor 
programs, innovation projects, and a view into a 
Global Fortune 500 technology company. The 
Company has been able to maintain its intern program 
via a hybrid model of virtual or on-site work to 
accommodate the business and student needs 
impacted by the COVID-19 pandemic.
The Company partners with universities around the 
world to attract diverse and early career talent. With a 
goal to increase early career hiring by 10,000 
employees over the next three years, its intern 
programs aim to recruit technology enthusiasts and 
STEM students from High School through doctoral 
degrees, helping attract qualified talent and building 
pipelines for potential hiring needs. The Company’s

52
Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
The Company strives to create a supportive working 
environment for its employees around the world by 
giving them the flexibility to manage their unique life 
needs and their work. To ensure it can attract and 
retain high-quality talent in the competitive 
technology marketplace, the Company offers a variety 
of benefits for employees and their families. Benefits 
packages are developed with the following strategic 
guidelines:
•	
Position the Company competitively within the 
local marketplace
•	
Align with and support the Company’s business 
and culture strategy
•	
Emphasize the Company’s commitment to 
wellness and families
To achieve these goals, the Company must be flexible 
and consider varying customs, practices, legal 
requirements, and employee expectations around the 
world to design impactful benefits programs. The 
Company’s Total Rewards approach consists of five 
elements: compensation; benefits; work-life balance; 
performance and recognition; and development and
career opportunities. These five elements are critical 
in its ability to attract, motivate, and retain its most 
valuable strategic resource – its people.
Globally, the Company offers flexible benefits in 
multiple markets and provides employees with a 
range of choices for benefits that fit their needs at 
various stages in their life. Choices vary by geography 
depending on the local market but often include the 
opportunity to add additional insurance coverage (life, 
disability, critical illness, dependent health care) or to 
purchase lifestyle-type benefits (pet insurance, home, 
or auto insurance) at discounted rates. In the United 
States, the Company offers voluntary wellness 
programs that seek to improve employee health or 
prevent disease. The program is administered 
according to federal rules permitting 
employer-sponsored wellness programs, including the 
Americans with Disabilities Act of 1990, the Genetic 
Information Nondiscrimination Act of 2008, and the 
Health Insurance Portability and Accountability Act, as 
applicable, among others.
Compensation and Benefits
The Company designs and implements competitive 
compensation programs to attract, motivate, and 
retain talent, including a mix of base pay and 
short-term and long-term incentive plans. It routinely 
monitors and evaluates market trends and industry
practices to ensure its compensation practices are 
competitive and react quickly to changes. The 
Company invests heavily in industry-leading market 
surveys to ensure that its pay practices remain 
competitive.
The Company’s compensation philosophy is to pay for 
performance. It believes exceptional individual 
performance drives exceptional business performance 
and plays an important role in the 
pay-for-performance philosophy. All regular 
employees are either bonus or commission eligible. Its 
regular non-sales employees establish Key 
Performance Indicators (KPI) at the start of the fiscal 
year and managers are encouraged to review their 
performance against those objectives on a regular 
basis. KPIs may be updated at any time during the 
year as the strategy evolves. At the end of the year, 
employees receive documented feedback on their 
performance and are rated accordingly. All regular 
non-sales employees receive a performance rating 
and an individual performance modifier (IPM) which 
supports the Company’s pay for performance culture 
by allowing for performance differentiation.
Sales employees receive periodic quotas that impact 
their commission payments. Furthermore, sales quotas 
are reviewed and adjusted periodically as market 
conditions dictate. A feature of the Company’s 
performance management system allows employees 
to request or provide feedback at any time during the 
performance year. This feedback may then be used by 
managers in making their year-end assessment.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
Results also indicated confidence in the Company’s 
future rose to 90 percent, representing an incredible 
10-point increase since 2020. While the Company’s 
greatest strengths continue to be its ethical business 
practices, incredible teamwork and its continued 
commitment to diversity and inclusion, the key 
takeaways from the 2021 Lenovo Listens survey are 
included in the graphic below*:
 
‘Lenovo Listens’ Employee Engagement
As the Company works to build a culture of inclusion, 
employee feedback is one of the best indicators of 
success. The Company seeks the insights of its 
employees worldwide through its annual ‘Lenovo 
Listens’ employee engagement survey. The survey is 
designed to measure employee sentiment and capture 
feedback on the Company’s performance as it works 
to create an equitable and inclusive work 
environment. The 2021 survey results revealed that 
overall employee participation reached an all-time 
high of 94 percent.
FY 2021/22 Lenovo Listens Highlights
94%
89%
90%
97%
Participation
93%
Engagement
Future Confidence
Ethics
D&I
(+2% YoY)
(+13% YoY)
(+10% YoY)
Ethical Business 
Practices
Fair and Equal 
treatment
Largest number of 
employees invited to 
date - 35K, including 
Direct Labor
All time high
score
All time high
score
12 points above 
market benchmarks
14 points above 
market benchmarks
* This data includes regular employees only.

54
Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
visibility into, critical enterprise risks, including health 
and safety. Through a process of planning, education, 
controls, performance evaluation and continuous 
improvement, health and safety programs are 
assimilated throughout the Company’s global 
manufacturing footprint.
Each manufacturing and development facility reports 
the number of industrial injuries, illnesses, and lost 
days each month to the Global OHS Team as part of 
their KPIs. In FY 2021/22 there were no fatalities or 
major accidents, the recordable injury rate was 0.07, 
and the days away from work rate was 0.05. More 
information is available in Section 7.0 Consolidated 
Metrics of this report.
Leadership and
Worker Participation
Hazard
Identiﬁcation
& Risk Assessment
Objectives
Management
Awareness &
Communication
Incident
Investigation &
Corrective Action
Prevention
& Control
Performance
Evaluation
Emergency
Preparedness
MANAGEMENT
SYSTEM
OHS-MS
ISO 45001
RBA Code
of Conduct
Work Safety
Standardization
(China sites)
INTENDED
OUTCOMES
Enhancement of
Performance
Fulﬁllment of
Compliance
Obligations
Achievement
of Objectives
ACTION
DO
PLAN
CHECK
Compliance
Management
HEALTH AND SAFETY
The Company’s manufacturing business model 
combines joint-venture (JV) partnerships, 
Company-owned manufacturing, and original design 
manufacturer (ODM) capacity. This hybrid model 
provides a competitive advantage that allows the 
Company to bring innovations to market faster while 
maintaining control over product development, supply 
chain operations, and ESG impacts. This model also 
provides a means to tailor its global manufacturing 
operations and products to regional markets.
The Company adheres to world-class standards for 
workplace safety through its Occupational Health and 
Safety (OHS) Management System. The Company’s 
global manufacturing locations are ISO 9001:2015 
(Quality), ISO 14001:2015 (Environmental), and ISO 
45001:2018 (OHS) certified by an accredited 
third-party auditor. As required by these 
internationally accepted standards, the management 
of objectives and targets at each certified facility 
continually foster a safe and healthy work 
environment for employees.
The OHS Management System is also evaluated in the 
scope of the Company’s global risk registration 
process as part of its Enterprise Risk Management 
(ERM) program which is designed to enable effective 
and efficient identification of, and management’s

55
Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
Prevention and Control
The Company’s health and safety program 
incorporates a prevention first approach. Health and 
safety standards are incorporated at the earliest stage 
in the life cycle of a facility and during non-routine 
tasks and projects. The Company’s ‘Prevention 
Through Design’ process provides a safety precaution 
roadmap to support the manufacturing sites during 
new equipment installations and includes a change 
management process for locations that are integrating 
new technology, engineering, services, and materials 
as a proactive measure to help prevent work-related 
injuries.
Prevention-first
strategy
Prevention & 
precaution culture
Prevention through 
Design
Change 
management
Digital 
safety-related 
controls
Performance and Evaluation
Management assesses the performance of its 
manufacturing sites to ensure health and safety 
objectives are being met. These evaluations consist of:
•	
Conducting monthly assessments of health and 
safety KPI performance to ensure the sites are 
on track and correct the deviations and help 
meet the targets as needed.
•	
Organizing a monthly global manufacturing ESG 
meeting to share updates on manufacturing site 
performance, best practices, and lessons learned.
•	
Conducting quarterly LME ESG Committee 
review meetings.
•	
Conducting internal audits of manufacturing 
sites, including site self-assessments.
•	
Organizing periodic management reviews for 
each manufacturing site.
Hazard Identification and Risk Assessment
The Company has implemented comprehensive 
hazard and risk identification program that assesses 
the activities and projects throughout its operations. 
The program provides a detailed process to identify 
health and safety risks and the associated impacts, 
suggested corrective actions, tracking necessary 
responses, and communicating how the challenges 
were addressed. This practice helps to establish 
effective health and safety measures and protects 
against work-related injuries by identifying if actions 
are needed as a precaution.
Additionally, self-assessments are administered when 
there are changes in the workplace, including changes 
to workshop layout, new equipment installation, or 
other compliance-related changes. The Company’s 
hazard identification award program is an effective 
way to engage employees and encourage 
participation in health and safety management while 
helping employees recognize potential risks or 
hazards in their daily work environment. Through this 
and other programs, the Company can increase 
awareness and implement a sense of ownership as it 
maintains a safe workplace for everyone.
Health and Safety Awareness and 
Communication
The Company fosters a philosophy that values a 
health and safety culture. Employee participation is 
essential to the success of health and safety 
management. Employee awareness is carried out 
through online tools that provide appropriate training 
and site-specific safety information. Training programs 
are also conducted during monthly team meetings 
and some manufacturing sites conduct annual Health 
and Safety Week or Safety Month to further 
encourage awareness.
The Lenovo Manufacturing and Engineering (LME) 
Health and Safety Center of Excellence (COE) was 
established to support the activities of the 
manufacturing organization, oversee the collaboration 
between the manufacturing sites, share best practices 
and execute appropriate training. During FY 2021/22, 
a total of 18 training courses were carried out by the 
COE. The LME COE also provides a monthly report to 
management which includes updates on the KPI 
progress for the manufacturing sites.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Certification and Audits
The Company is determined to ensure that the 
working conditions at all its manufacturing locations 
are safe; workers are treated with respect and dignity; 
operations are environmentally sound, and business 
operations are conducted responsibly and ethically. In 
support of this commitment, the Company has 
implemented programs and practices to ensure that 
its manufacturing sites comply with the Responsible 
Business Alliance (RBA) Code of Conduct.
Additionally, the Company is working to achieve RBA 
Validated Audit Program (VAP) and Factory of Choice 
(FoC) designations at its manufacturing sites as it 
aims to demonstrate social and environmental 
leadership. The Company also conducts internal 
audits, ISO certification audits, and 
customer-requested audits.
During the RBA VAP audits, independent auditors 
assess the sites’ health and safety practices in addition 
to other ESG-related topics. As of FY 2021/22, all 
manufacturing sites (not including new locations with 
less than one year of labor data) have undergone the 
RBA VAP. Since FY 2019/20, three manufacturing 
sites achieved Platinum Level, one manufacturing site 
achieved Gold Level, five manufacturing sites 
achieved Silver Level, and eight manufacturing sites 
received the RBA Factory of Choice (FoC) Award.
Incident Investigation and Corrective Action
The Company strives to maintain a workplace that is 
accident or injury-free. When a work-related injury, 
illness, or near-miss incident occurs, facility managers 
and the OHS team immediately launch an 
investigation of the incident, analyze the root cause, 
formulate corrective action plans, and track the 
activities to closure. The ‘Lessons Learned’ process 
includes the sharing of information and data analysis 
with other manufacturing locations, and the 
distribution of a Safety Bulletin Alert to raise 
awareness and reduce repeated incidents.
Emergency
Preparedness
Plan
R
e
p
o
rt
in
g 
St
ra
te
g
y 
   
   
   
   
   
   
   
   
  
E
sc
a
p
e 
R
o
u
te
s 
   
   
   
   
   
   
   
  
R
e
s
p
o
n
si
bi
li
ti
e
s
Pl
a
n 
L
e
a
d
er
s 
   
   
   
   
   
   
   
   
   
R
es
c
u
e 
Ta
sk
s 
   
   
   
   
   
   
   
   
 R
ol
l 
C
al
Emergency Preparedness
The Company recognizes the importance of 
developing and implementing an emergency plan that 
protects people involved in its manufacturing 
processes and ensures that employees are familiar 
with its emergency response procedure. The 
Company’s Emergency Response Team (ERT) 
collaborates with the facilities to design an emergency 
plan that specifies the appropriate response to 
unexpected events, minimizes related risks, and 
ensures the safety of employees. This process is 
further supplemented by providing skills that include 
first aid and CPR training.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
The Company’s FY 2022/23 target is to achieve successful RBA VAP audits and FoC designation for 
manufacturing locations.
The RBA FoC designation is intended to recognize manufacturing sites that fully commit to the RBA Code of 
Conduct and demonstrate leadership through impact and transparency. To enter the FoC program, factories 
must complete an evidence-based application that is reviewed by RBA staff to ensure the program criteria are 
met.
To be recognized as a Factory of Choice, the following requirements must be met:
•	
A VAP with a minimum score of 160 and all Priority findings must be closed
•	
At least one RBA-Certified Factory Lead
•	
A functioning worker forum to provide feedback to management that results in workplace changes

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
RECOGNITIONS
In 2021, the Company’s Taiwan, China, office received 
its first 3-Star Rating Fitwel-certification as a 
commercial office in Taiwan, China.
Fitwel is the world’s leading certification system 
committed to building health for all®. Generated by 
expert analysis of 5,600+ academic research studies, 
Fitwel is implementing a vision for a healthier future 
where all buildings and communities are enhanced to 
strengthen health and well-being.
During the pandemic crisis, a healthy workplace for 
employees became paramount as it increased the 
awareness of work spaces and socialization, and the 
impacts on employees’ health and well-being. The 
employees at the ‘Taiwan, China’ site adopted Fitwel 
as a tool to optimize the workplace and prioritize 
employee health. The 3-star Fitwel certification is a 
key indicator of the Company’s Corporate Real Estate 
commitment to designing sustainable spaces and 
promoting a healthy workplace to all.
On December 10, 2021, Company’s Hefei (LCFC), 
China plant renewed The Chinese Environmental 
Labeling Product Certification.
In December 2021, the Company’s Hefei (LCFC), China 
plant was included in the first batch of filing 
enterprises of the China (Hefei) Intellectual Property 
Protection Center.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
Community Investment
The Company’s social investments are focused on empowering underrepresented populations with access to 
technology and STEM (science, technology, engineering, and math) education. The Company has a goal of 
committing a minimum of 0.5% of its pretax income to global social investment programs and initiatives. The 
Company’s social investments are executed through charitable corporate contributions and its charitable 
entities: the Lenovo Foundation, U.S. 501(c)(3), and the Lenovo Foundation Beijing (non-profit registered in 
China).
Social Investment Objectives
•	
Partner with charities, educational institutions, 
and civic organizations to empower 
under-represented populations with access to 
technology and STEM education.
•	
Share the Company’s Smarter Technology for All 
vision with communities around the world 
through employee volunteerism aligned to its 
mission and vision.
•	
Use the Company’s technology and philanthropic 
resources to strategically respond to natural and 
humanitarian disasters.
In FY 2021/22, the Company’s philanthropy program 
made record-breaking strides in its community 
investments, employee engagement and impact 
measurement key performance indicators. Overall, the 
initiatives helped the Company provide US$24 million 
in estimated community investments and 83,436 
hours of employee volunteerism, benefitting nearly 13 
million individuals in communities around the world. 
These results were achieved through the close 
collaboration of the global philanthropy team, 
dedicated employees, and oversight of the Lenovo 
philanthropy board.
A Lenovo employee in Brazil poses at 
volunteer project.
•	
Launch of the Love on platform: In 2021, the 
Company expanded access to its regular 
employee matching gift and volunteer tracking 
benefits by launching the Love on platform for 
global employee engagement. The software 
platform enables regular access to 1:1 matching 
gift benefits and volunteer tracking to regular 
employees around the world, a benefit that had 
only been available to employees in the U.S. and 
Canada on an ad hoc basis.
o	
In alignment with the launch of the Love on 
platform and employee giving benefits, 
employees contributed to a record-breaking 
Love on Global Month of Service by 
reaching more individuals, increasing 
participating office sites, and increasing 
employee volunteers despite the ongoing 
pandemic.

62
Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
o	
Flooding in Southern Germany: Employees 
responded with more than US$50,000 in 
contributions matched by the Company 
after floods devastated communities in 
Germany, Belgium and the Netherlands. 
Employees in Germany provided hands-on 
support, cleaning and reconstructing 
damaged buildings, and provided food to 
local crews.
o	
Support for refugees in Europe: Employees 
donated more than US$300,000 to local 
European organizations supporting families 
fleeing conflict in Ukraine, beginning in 
February 2022.
Lenovo employees in Jakarta, Indonesia provide 
donations to local orphanage.
•	
TransforME Grant Round: The Company’s 
philanthropy program launched a strategic grant 
round in January 2022, working to invest US$1 
million in new partnerships with organizations 
focused on providing digital skills training. The 
Foundation allocated funds to partnerships 
around the world in May 2022 and will continue 
to report on grantee outcomes in future ESG 
Reports.
•	
Employee Resource Group Grant Round: The 
Company’s philanthropy program empowered 
the leaders of its employee resource groups by 
facilitating partnerships with community 
organizations that are aligned to their diversity 
segment. The inaugural funding opportunity led 
to US$250,000 in grants supporting community 
organizations and empowering diversity around 
the world.
Lenovo employees in Azerbaijan mentor students and 
donate product at local school.
•	
Humanitarian response
o	
Unidas Pela Vacina (Brazil): The Company 
supported the public-private partnership to 
amplify the vaccination rate against 
COVID-19 in Brazil. The Company’s support 
enabled tens of thousands of Brazilians to 
have access to the COVID-19 vaccine.
o	
Floods in Henan Province (China): The 
Company responded with monetary and IT 
support after floods devasted the area of 
Henan province during the summer of 2021.
o	
COVID-19 Variant Research (India): The 
Company supported genome sequencing 
research at India’s Institute of Genomics and 
Integrative Biology, providing 26 high 
performance computer servers in support 
of COVID-19 research. This support was in 
addition to resources provided through the 
American India Foundation, World Vision 
India, and Americares India during the 
second wave of COVID-19 during the fall of 
2021.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
The philanthropy team is taking additional efforts to 
standardize and measure its global impact. In order to 
do this, the team has defined its beneficiaries into a 
standard impact category and transformational 
impact category, while developing goals for each 
category.
3,650 
Employee 
Volunteers
(+17% since 2020)
42,000 
Individuals 
Benefitted
(+9% since 2020)
79 
Participating 
Offices
(+52% since 2020)
Metrics above reflect participation and impact of 2021 
Love on Global Month of Service
By 2025, the Company’s philanthropy program seeks 
to:
–	
Impact the lives of 15 million people through 
standard programs, partnerships, and 
experiences that expose individuals to the 
importance of STEM education, share the 
Company’s values of diversity and inclusion, and 
its ‘smarter technology for all’ vision. Its 
philanthropy program is on track to reach this 
target as of this report.
–	
Transform the lives of 1 million people through 
programs that provide opportunities to 
individuals through permanent access to 
necessities, scholarships, skills training, and 
technology. The Company’s philanthropy 
program will continue to invest in and track this 
target to meet its 2025 goal.
For additional quantitative details of the resources 
contributed, please see Section 7.0 Consolidated 
Metrics of this report.
Lenovo employees in the UK provided VR experiences 
to children with disabilities.
By 2025, the 
Lenovo Foundation will have 
impacted 15 million lives 
around the globe.

64
Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
So, in early 2022, Lenovo sent volunteers from around 
the world with a range of skills to support vital 
community and conservation projects on the island.
After the volunteering phase was completed, a study 
revealed progress against the three objectives of the 
project:
1.	
Connecting an isolated community to the 
global economy
Bridging the ‘digital divide,’ Work for Humankind 
aimed to bring high-speed connectivity to the remote 
island community, helping advance its education, 
healthcare and ability to protect its unique ecosystem. 
Key impacts include:
•	
High-speed connectivity with internet speeds up 
to 200 Mbps (up from 1 Mbps)
•	
Approximately 30% of the island’s entire 
population has taken advantage of Lenovo’s 
technology hub, opening up new career 
possibilities along with positive trade, tourism 
and IT learning opportunities for the community 
for greater economic resilience.
•	
The island community has self-determined, 
equitable access to the internet – a good 
example of Lenovo’s vision of delivering smarter 
technology for all. This is the most important 
advancement regarding connectivity in more 
than 20 years on the island.
2.	
Transforming local conservation projects 
that protect rare species and ecosystems
The conservation results from Work for Humankind 
have helped Island Conservation and local 
conservationists achieve years’ worth of work in only 
weeks:
•	
Increased endangered species protection for 
seven critically endangered species, including the 
Pink Footed Sheerwater, in the Juan Fernandez 
Archipelago
•	
Lenovo’s AI server enables field staff to detect 
invasive species more efficiently. A process to 
analyze hundreds of thousands of images from 
camera traps that previously took months now 
takes days.
WORK FOR HUMANKIND
Lenovo’s Work for Humankind is a bold initiative in 
partnership with nonprofit organization Island 
Conservation and the Robinson Crusoe Island 
community that took volunteers from around the 
world to experience first-hand how to make a 
long-lasting difference with an island community, 
while working from Lenovo’s high speed technology 
hub.
Born out of Lenovo’s research which showed a global 
desire for remote work, while supporting local 
communities and giving back, Lenovo was inspired to 
leverage its technology and partner with Robinson 
Crusoe Island. As one of the most ecologically rich 
places on the planet, Robinson Crusoe faces many 
challenges in a changing world, including access to 
education, healthcare, the impact of habitat 
degradation, and invasive species. Local efforts have 
been made to tackle these issues, however, they have 
been hindered by telecommunications and technology 
challenges.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
Leaving a positive lasting legacy
Looking ahead, Lenovo is committed to leaving a 
positive legacy on the island:
•	
The tech hub will migrate to the local library to 
provide residents with access to new educational 
and digital tools.
•	
Lenovo is also donating a US$100,000 grant for 
tech hub maintenance, ongoing project support 
and internet access for vital services to improve 
healthcare access and education.
3.	
Bringing new skills and knowledge to the 
Robinson Crusoe community
Nearly 1,000 hours of professional volunteer expertise 
advanced the community’s vision of a sustainable 
future. This resulted in:
•	
Self-determined initiatives to increase the 
resilience of local food supplies and improve 
plastics and waste management 
•	
The island community now being empowered 
with digital tools and strategies to effectively 
engage with the global economy, enabling 
remote and hybrid work opportunities that 
previously did not exist.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Executive Letters   About this Report   Environmental   Social   Governance   Global Supply Chain   Consolidated Metrics   EMS Performance, Objectives and Targets   Long Term KPI Progress   Appendix
5.0
Governance
ESG Governance
Business Practices
Raising Questions or Concerns
Complaints
Product Quality Management
Innovation
68
71
72
73
74
77

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
ESG GOVERNANCE
“Statement on Oversight and Management of Environmental, Social, and Governance Issues
The following is a statement from the Board of Directors (the Board) and management of Lenovo Group 
Limited (the Company) explaining the Board’s oversight of Environmental, Social, and Governance (ESG) 
matters and the approach and strategy of the Company towards the management of ESG issues.
ESG Governance Structure and Board Oversight
Board of
Directors
Audit
Committee
Risk Management
and Internal Control
Internal Audit
Nomination and
Governance Committee
Chief Executive
Oﬃcer
Lenovo Executive
Committee
Chief Corporate
Responsibility Oﬃcer
ESG Executive
Oversight Committee
5.0 Governance
The Board has the highest level of oversight for ESG 
programs and its reporting is through the governance 
structure outlined above. The Board supports the 
Company’s ESG programs and processes by 
evaluating the Company’s management of and 
response to key ESG-related risks, in the context of 
strategy and long-term value-creation across its 
business operations. Board members are updated on 
critical ESG risk areas and responses through regular 
briefings which include a review of key ESG practices 
and the approval of the annual ESG Report after due 
discussion. ESG-related topics appear in the agenda 
items of the Board and Board Committee meetings at 
relevant times throughout the financial year, and ESG 
is a standing agenda item at least twice annually. 
Regular updates on ESG issues, including updates on 
topics discussed by the ESG Executive Oversight 
Committee, are also provided to the Board and its 
Committees from the Chief Corporate Responsibility 
Officer.
The Board is aware of the importance of continuous 
improvement of its own collective performance in the 
leadership of the Company, including addressing 
climate-related risks and opportunities and the 
oversight of ESG matters. Through a formal process 
that is led by the Nomination and Governance 
Committee, all directors conduct Board evaluation via 
an online platform, the aim of which is to evaluate and 
advance the performance and effectiveness of the 
Board and its Committees, including the oversight of 
ESG matters. This evaluation is conducted every two 
years or as agreed by the Board members.
As part of the Board’s continuous professional 
development program, Directors from time to time 
receive training on ESG matters including 
anti-corruption, climate- and water-related risks, and 
other topics in the form of presentations from ESG 
professionals. This facilitates Board members’ 
understanding of the Company’s ESG practices, 
supports the continuous development of ESG 
competencies within the Board’s skills matrix, and 
increases awareness of ESG impacts on the 
Company’s operations.

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Concentrated discussion on ESG issues, including 
climate change, assists the Board in making the most 
appropriate decisions and providing oversight based 
on the long-term risks and opportunities that impact 
the Company’s stakeholders and the business. At least 
annually, the Board is briefed on the Company’s ESG 
KPIs including its climate strategy and progress 
towards its climate change mitigation goals.
ESG oversight is supported through the Nomination 
and Governance Committee, which oversees the 
corporate policies and practices regarding 
governance and compliance with legal and regulatory 
requirements. The Audit Committee has a 
complementary role in the effective management of 
risks and safeguarding the Company’s resources, 
through oversight of the Internal Audit and Enterprise 
Risk Management (ERM) systems, both of which 
support overall ESG risk management practices. The 
Chief Corporate Responsibility Officer provides 
executive leadership for the Company’s ESG position 
and ensures regular reports are made to the Lenovo 
Executive Committee (LEC), the Board and its 
Committees. The LEC consists of senior management 
who have delegated authority established by the 
Chief Executive Officer to manage operational 
performance, including strategic decisions.
In addition, the ESG Executive Oversight Committee 
(EOC), chaired by the Chief Corporate Responsibility 
Officer, provides strategic direction, and facilitates the 
coordination of ESG efforts across the Company, 
including proposing recommendations for the 
effective management of ESG programs. The ESG 
EOC is comprised of senior management from across 
the business and functional areas and is chartered to 
promote a culture that encourages strong ESG 
performance, including compliance and leadership 
activities.
The ESG EOC is responsible for:
•	
Monitoring emerging ESG trends, impacts, and 
opportunities
•	
Representing the voice of the customer in ESG 
strategy decisions
•	
Recommending ESG initiatives, investments, and 
disclosures to management and the Board
•	
Ensuring the Company ESG strategy 
appropriately addresses risks and obligations
•	
Evaluating ESG programs and investments for 
effectiveness
•	
Supporting ESG disclosure and messaging 
initiatives
•	
Acting as executive champions for the 
Company’s ESG culture and values
ESG Management Approach
In addition to the responsibilities listed above, the 
Board through management process delegates 
authority to the ESG EOC for the following ESG 
oversight activities:
•	
Overseeing the assessment of the Company’s 
environmental and social impacts, including the 
Company’s annual materiality assessment 
process
•	
Ensuring alignment of the company’s ESG 
programs with regulatory requirements and 
investor expectations
•	
Understanding the risks of ESG issues on the 
Company’s operating model and ensuring that 
actions taken to address the risks are 
appropriate and well-followed
•	
Ensuring that ESG considerations are part of 
business decision-making processes
As part of the Company’s ESG program, a materiality 
assessment is conducted annually with internal and 
external stakeholders to identify ESG-related risks and 
opportunities and their impacts on the business and 
stakeholders. The results are reviewed and approved 
by the ESG EOC and included in the ESG Report 
reviewed and approved by the Board. This 
assessment guides the objectives for the Company’s 
ESG programs, including goals and targets, informing 
the business strategy, targeting communications, and 
the disclosures in the annual ESG Report.
The Company sets targets to address the Company’s 
material impacts through a variety of related 
processes, including the Company’s ISO 14001:2015 
(environmental), ISO 50001:2018 (energy 
management), ISO 45001:2018 (occupational health 
and safety), and ISO 9001:2015 (quality) management 
systems. In addition, relevant teams within the 
Company including Strategy, Human Resources, and 
others may set KPIs related to their own impacts 
which may be rolled up into the corporate ESG KPIs 
as appropriate. The Company’s Corporate ESG KPIs 
are developed with approval from the ESG EOC and 
supported by the LEC and Lenovo’s Board of 
Directors.
The Company recognizes that risk management is the 
responsibility of everyone within the organization, and 
that risk is best managed when business functions 
take responsibility and are accountable for them. 
Rather than being a separate and standalone process, 
risk management is therefore incorporated as part of 
the Company’s annual strategic planning process 
across all major functions of the organization.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Ethics and Integrity
The Company is committed to conducting business 
legally, ethically, and with integrity. Its Ethics and 
Compliance Office (ECO) oversees the ethics and 
compliance function across the organization and 
strives to promote a culture that is committed to 
ethical business conduct. The ECO works in 
partnership with business units across the globe to 
promote legal and ethical operations. The ECO is 
committed to raising awareness about the importance 
of ethical and compliant business practices to the 
Company and serves a critical role in providing 
employees with the information, resources, and 
training they need to make informed ethical decisions. 
The ECO oversees Lenovo’s Code of Conduct (Code), 
which establishes clear expectations for employee 
compliance with its policies related to lawful and 
ethical business conduct. The Code reflects the 
Company’s culture of trust and integrity and holds 
employees accountable for their behavior and helps 
employees determine when and where to seek advice. 
The Code, policies, and related awareness and training 
materials are provided electronically and through 
periodic communications.
The ECO is supported by various committees. The 
Executive Ethics Committee provides executive-level 
oversight and guidance to the ECO. The Investigation 
Oversight Committee works closely with the ECO to 
oversee the Company’s internal investigation process. 
The Regional Ethics and Compliance Committee 
provides the ECO with global support, perspective, 
and insight. The Audit Committee also oversees the 
ECO and receives regular updates about the program 
priorities and initiatives.
Great companies operate with great integrity. 
That is my expectation - and that is how we 
will keep growing, winning, and achieving our 
bold aspirations for many years to come.’’
Yang Yuanqing
Chairman and Chief Executive Officer
“
“
The Company’s official ERM process details various 
business risks that include environmental, social, and 
governance risk categories. Annually, the Company 
requires each business unit to identify risks, assess 
their impacts on executing its strategy, and develop 
risk mitigation plans. The results of this assessment 
ensure that effective risk management and internal 
control systems are in place.
ESG-related information is periodically audited by an 
internal control framework as part of a broader 
corporate risk assessment that incorporates audit 
processes to provide independent and objective 
assurance that the Company’s ESG disclosures, 
statements, and metrics are accurate and aligned with 
the Company’s risk management approach. For many 
years, the Company has had an integrated approach 
for internal control which is consistent with the 
Committee of Sponsoring Organizations of the 
Treadway Commission (COSO) internal control 
framework. This internal control framework is 
overseen by the Audit Committee.
The Company’s ESG disclosures, statements, and 
metrics are managed by a dedicated team that is 
focused on monitoring the effectiveness of the ESG 
initiatives and reporting the organization’s progress 
against the goals and targets.
Review of Progress and Relevance to the 
Business
The ESG EOC conducts regular meetings to assess the 
progress of the Company’s ESG initiatives, including 
climate change and a net-zero vision, the relevance to 
stakeholder expectations and the Company’s 
long-term business strategy, and the direction and 
investment of the ESG program.
The ESG practices, related goals and targets, KPIs and 
associated progress are periodically reviewed by the 
Board and are aligned with credible industry and 
science-based standards that support ESG reporting 
frameworks. The Company’s progress is reported in 
the annual ESG Report that is reviewed and approved 
by the Board.
The Board acknowledges that the corporate ESG 
landscape is evolving, and that the effective 
governance of ESG matters is fundamental to a 
company’s ESG accountability. As the Company 
develops an awareness of the ESG risks and 
opportunities faced by the industry and the potential 
impacts on the Company’s business continuity plan, 
the Board strives to strengthen the oversight of ESG 
programs and practices that will help to build a more 
resilient future for all.”

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Anti-Competitive Practices and Fair 
Competition
The Company competes for business ethically and 
lawfully. The Code and policy on anti-competitive 
practices and fair competition forbid employees from 
engaging in anti-competitive practices, such as 
entering into an agreement or discussion that would 
result in setting prices, limiting the availability of 
goods or services on the market, or agreeing to 
boycott a customer or supplier.
Intellectual Property
The Company values intellectual property as it 
innovates for the future. The Company expects 
employees to protect intellectual property and to 
respect the intellectual property rights of other 
companies and individuals. It secures its intellectual 
property by using patents, copyrights, trademarks, 
confidential information, related contract rights, and 
other applicable forms of legal protection.
Employees are required to abide by their agreement 
with the Company regarding confidential information 
and intellectual property. Additionally, all employees 
are expected to contribute to the Company’s 
innovation leadership. This includes submitting 
inventions and ideas to the Company’s Patent Review 
Board for review and protection with the support of 
the Intellectual Property Legal team. Employees must 
also consult with the Company’s Legal Department as 
appropriate to ensure the required rights and licenses 
are obtained before utilizing any third-party 
proprietary materials. Employees are expected to 
obtain and abide by licenses or other permissions as 
appropriate, as described in the Employee Code of 
Conduct.
Privacy & Data Protection
The Company maintains a Global Privacy Program, 
which leads the organization’s commitment to 
responsibly using and protecting customer, consumer, 
employee and partner identifiable information. The 
Lenovo Global Privacy Program develops and 
maintains policies, processes, training, and other 
mechanisms and resources to ensure that the 
Company is in compliance with global privacy and 
related data protection laws and regulations. These 
policies and the Company’s commitments in this area 
are communicated to all employees via the Lenovo 
Privacy Basics course which new employees are 
required to take within 30 days of their employment 
with the Company, and on a recurring basis thereafter. 
It is the individual and collective responsibility of the 
Company’s employees and contractors to act in 
accordance with the requirements of the Company’s 
privacy and security policies and standards and to 
BUSINESS PRACTICES
The Company’s Code of Conduct (Code) mandates 
compliance with applicable laws in markets where it 
conducts business. Its policies strongly support ethical 
and responsible business practices, including but not 
limited to:
Anti-Bribery and Anti-Corruption
The Company complies with the anti-corruption laws 
of the countries in which we do business. Its policy on 
anti-bribery and anti-corruption and the Company’s 
policy on gifts, entertainment, corporate hospitality, 
and travel reinforce provisions in the Code and 
provide additional guidance regarding compliance 
with global anti-bribery and anti-corruption rules and 
laws. Its policy stresses that the Company will not 
directly or indirectly offer or give anything of value to 
any person, including government officials, to 
influence actions or to secure an improper advantage 
as defined by applicable laws.
To help employees understand these requirements, 
training on anti-bribery and anti-corruption is 
provided. In FY 2021/22, over 37,000 global 
employees were assigned a mandatory eLearning 
course focused on anti-bribery and anti-corruption. 
The interactive training highlighted key areas of 
importance on this topic. In addition, over 30 
facilitator-led sessions focused on anti-corruption 
basics and anti-corruption case studies were provided 
to over 10,000 of the Company’s China-based 
employees. Training on the Company’s gifts, 
entertainment, corporate hospitality and travel policy 
was also provided, highlighting the Company’s 
requirements and approval processes. In addition, the 
Company provides Code of Conduct training to new 
employees, which also includes anti-bribery and 
anti-corruption topics. The Board of Directors and 
Senior Leadership Team were also provided a 
facilitator-led training session on anti-bribery and 
anti-corruption.
In FY 2021/22, the Company received the result of 
one concluded legal case regarding corruption that 
the Company had previously transferred to 
authorities. The involved person was convicted of 
position embezzlement and sentenced to four years 
and six months and fined RMB50,000. The Company 
terminated employment with the involved person. In 
addition, the direct manager and two subordinates of 
the involved employee were issued appropriate 
discipline. The Company has undertaken additional 
internal control measures to prevent similar incidents. 
The impact of the case to the Company’s business 
was minor.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
Lenovo Legal Center of Excellence (COE) in its 
efforts to update contract templates and 
improve privacy and security-focused contract 
addenda
•	
Providing early input to product and service 
development teams by incorporating privacy 
checkpoints into formal product development 
plans, including privacy impact assessments, and 
conducting pre-launch privacy compliance 
reviews of products, software, services, websites, 
marketing programs, internal systems, and 
supplier relationships
•	
Responding to requests from individuals to 
review, correct, amend and/or delete their 
personal information
•	
Coordinating the Company’s response to law 
enforcement and other government requests for 
applicable personal and user information
•	
Developing and delivering privacy and data 
protection-focused training programs and 
working closely with the Chief Security Office 
(CSO), Corporate Information Security Office 
(CISO), and product security teams to timely 
identify and respond to privacy and data 
protection incidents
•	
Maintaining an internal Privacy Program portal 
and other resources for employees to provide 
guidance, documents, contract templates, 
compliance checklists, and additional privacy and 
data protection resources for the Company’s 
community
RAISING QUESTIONS OR 
CONCERNS
The Company has established clear processes and 
reporting channels for raising questions or reporting 
concerns. The Company’s policy on reporting unlawful 
or inappropriate conduct guides employees how to 
raise questions or concerns regarding any aspect of 
their work. Employees are encouraged to raise 
concerns to their managers, Human Resources, the 
ECO, Internal Audit, or the Legal team about any 
potential issues including those known about or 
suspected:
•	
Fraud by or against the Company
•	
Corruption or bribery
•	
Unethical business conduct
•	
Violation of legal or regulatory requirements
•	
Substantial and specific danger to health and 
safety
•	
Violation of the Company’s corporate policies 
and guidelines, particularly the Code of Conduct
report privacy and security incidents/vulnerabilities in 
a timely manner. The Lenovo Global Privacy Program, 
Chief Security Office, Chief Information Security 
Office, and the Company’s product security teams 
maintain incident reporting mechanisms and work 
together to investigate, mitigate, and prevent privacy 
and security incidents that could impact the 
Company, its customers, users, or employees. 
Individuals may learn more about the Company’s 
product and website privacy practices by visiting 
https://www.lenovo.com/us/en/privacy/. The Lenovo 
Privacy Program may be reached at privacy@lenovo.
com (or privacy@motorola.com).
The Company recognizes the great importance of 
privacy to individuals everywhere – customers, 
website visitors, product users, employees – everyone. 
The responsible use and protection of personal and 
other information under the Company’s care is a core 
value. To ensure adherence to its privacy policies, 
principles, and processes, the Company maintains a 
global Privacy & Data Protection Program led by the 
Legal Department. The Privacy & Data Protection 
Program reports its progress regularly to the 
Company’s Chief Legal Officer and Chief Security 
Officer. In addition, the Privacy & Data Protection 
Program coordinates a cross-functional Privacy 
Working Group (PWG) comprised of key partners 
drawn from Information Security, Product Security, 
Product Development, Marketing, E-Commerce, 
Service and Repair, Human Resources, and other 
groups. The PWG meets several times per year and 
discusses the Company’s privacy policies, processes, 
legal developments, industry developments, and more. 
Key elements of the Company’s approach to ensuring 
meaningful privacy and data protection include:
99%
Computer-based employees 
completed Information Security 
essentials and Privacy Basics 
training during FY 2021/22
•	
Monitoring global privacy and data protection 
legal developments and regulatory trends, and 
improving the Company’s privacy practices and 
processes
•	
Harmonizing global privacy and data protection 
requirements into an organization-wide set of 
guiding privacy principles intended to drive how 
the Company handles personal information and 
certain other types of data, including developing 
and updating its privacy policies and procedures
•	
Providing contractual support to ensure that 
risks associated with supplier and partner 
agreements include appropriate privacy and 
security terms; including assistance to the

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Based on the solution criteria, the Customer Care 
Case Manager may:
•	
Explain the Company’s warranty policy
•	
Repair the product if it is not working per the 
machine specifications
•	
Replace the product if the repair does not 
resolve the problem
•	
Refund the customer
Once the case is escalated to the Customer Care 
team, the global average time for resolution and 
agreement with the customer is usually 48 hours.
To maintain a consistent process and continuously 
identify improvements to the policies, by the end of 
the case management, Customer Care team will 
launch a survey to customers looking to understand:
•	
Likelihood to recommend the Company in the 
future
•	
Overall satisfaction with the service provided
•	
Gauge how easy it is to do business with Lenovo 
Group
•	
Resolution satisfaction
•	
Resolution time
Enterprise Feedback Management
The Customer Care team executes a closed-loop 
process with customers and internal stakeholders to 
improve the Company’s process and policies. The 
process includes compiling and categorizing the 
reasons for escalation and customer feedback and 
sharing the findings and recommendations with the 
services delivery teams.
The Customer Care team also evaluates the survey 
responses and areas to improve while managing 
critical and dissatisfied customers. Those areas 
include, but it is not limited to:
•	
Timeliness of response
•	
Friendliness
•	
Knowledge of the Company’s processes and 
policies
•	
Overall satisfaction
•	
Satisfaction resolution
This closed-loop process is defined by the 
geographies and internal stakeholders and may vary 
in the markets where the Company operates.
Also, the Company provides formal, confidential ways 
to report concerns, ask questions, or request guidance 
in person, by email, or through the LenovoLine, a 
confidential reporting system that is accessible 24 
hours a day, seven days a week by the secure website 
or toll-free telephone with translators available. Where 
allowed by law, employees may report concerns 
about business practices anonymously. Received 
reports are reviewed and taken seriously.
When necessary, the Company will conduct an 
internal investigation to determine whether specific 
behavior is consistent with applicable law and the 
Company’s standards. Internal investigations are 
conducted in compliance with the Company’s Code of 
Conduct and established internal investigations 
processes and guidelines. The Company’s 
Investigation Oversight Committee (IOC) is 
responsible for initiation and oversight of 
investigations and for reasonably assuring internal 
investigations comply with established internal 
standards. The IOC monitors and maintains accurate 
records of internal investigations.
COMPLAINTS
The Company is dedicated to reviewing and 
responding to all customer feedback, including 
product or service-related complaints. It has a robust 
process for managing customer complaints. Practices 
include a review and approval process for all product 
or service-related complaints with checkpoints to 
ensure adherence to the process.
Complaint Channels
Customers can raise dissatisfaction or complaint 
through a diverse range of channels that includes, but 
is not limited to phone calls, chat, email, social media 
(Facebook, Instagram, Twitter, LinkedIn), and the 
Lenovo Support Page.
Complaint Process
Complaints are collected by various internal systems 
and centralized on Microsoft Dynamics CRM. The 
dedicated Customer Care team will manage the case 
end-to-end and engage with the customer to find a 
resolution to their complaint. The Customer Care team 
will:
•	
Investigate the background of the complaint to 
understand the customer’s experience better 
thus far
•	
Identify potential solutions for the customer and 
communicate with the customer to gain 
agreement on a solution
•	
Implement the agreed-upon solution

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
PRODUCT QUALITY MANAGEMENT
The Company delivers superior quality products and is committed to ensuring that its products are safe 
throughout their life cycle. Product Life Cycle Assessment (LCA) principles are incorporated to ensure that 
every stage of the product’s life is taken into consideration, including development, manufacturing, 
transportation, installation, use, service, and recycling. This approach ensures the continual delivery of design 
improvements into current and future products.
The Company’s Quality Policy forms the foundation of its Quality Management System (QMS) and business 
processes that support its practices around customer, legal and regulatory responsibilities, and meet the 
requirements of ISO 9001:2015 standard. The Company’s new-hire training includes an introduction to the QMS, 
and all employees are expected to support the continual improvement as an integral part of its quality 
management system. To maintain the highest level of product quality, the Company employs an active, 
closed-loop process whereby feedback mechanisms provide a quick resolution to customer issues. The 
Company conducts root cause analysis for any product issues and collaborates with the appropriate teams, 
including manufacturing, and product development and testing teams to ensure any issues do not arise again 
with current or future products.
Cross-Organizational Quality Assurance
Service and Support
Metrics
• Repair Actions and 
   Call Volume
• Resolution Eﬀectiveness
• Resolution Cycle Time
• Overall Satisfaction
• Year-on-Year Improvement
• Warranty Repair Performance 
• Critical Situation Management 
• Customer Sentiment
• Product Quality — Failure Rates
• Product Life Cycle Management
• Time to Market, Time to Volume
• First Pass Yield
• Out of Box Metrics
• Repair Actions
• On-time Delivery
Overall Quality KPIs
• Warranty Repair Performance
• Year-on-Year Improvement
• Critical Situations
• Customer Satisfaction
Standards &
Compliance
BMS
1. Quality Rollcalls
2. Weekly Quality Reviews
3. Monthly Business Unit Reviews
4. Geo/Service Interlocks
5. Senior Leadership Team Reviews
Global Supply Chain
Metrics
Business Units
Metrics
Quality
Policy
ISO 9001
ISO 14001
Product Quality
Metrics
The Company’s active closed-loop process incorporates various feedback mechanisms that enable 
opportunities for enhancing product quality and reliability. When product issues are discovered, the Company 
performs a root cause analysis and feeds the results back into manufacturing, development, and test 
organizations ensuring that similar issues do not arise with current or future products. These feedback 
mechanisms provide quick resolution of customer issues.
Because the Company’s products fail less often and have a longer lifespan, fewer resources are required for 
their upkeep and end-of-life management. The Company’s comprehensive product development process 
includes prototype development, product testing, and focus groups that represent the diverse needs of global 
customers. For example, the Company proactively elicits input on design and product features from customers 
and partners. Prototypes are extensively evaluated, and final products undergo rigorous testing to ensure they 
meet stringent standards specific to their application and use before they are cleared for shipment.

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The Company’s business unit executives are responsible for establishing objectives and measuring results to 
drive continual improvement in quality and customer satisfaction. The Company’s Technical Evaluation Center 
provides information and recommendations, collaborates with engineering through a Lessons Learned feedback 
loop and refines its processes to eliminate recurring problems. As a result, its product repair action rates are 
among the lowest in the industry.
The Company provides high-quality products that are safe to operate throughout their lifecycle. Its QMS 
framework is designed to support this commitment. Its products meet, and in many cases exceed applicable 
legal requirements as well as voluntary safety and ergonomics practices to which it subscribes wherever its 
products are marketed and sold. The Company’s product safety priorities are described below.
Lenovo’s 
Product 
Safety 
Priorities
Select suppliers who demonstrate 
similar commitments to safety
Investigate product safety incidents and
take prompt remedial actions to protect
customers and employees
Foster employee involvement and
provide appropriate resources to
develop and implement successful
product safety initiatives
Comply with applicable legal requirements
and voluntary safety and ergonomics 
practices to which Lenovo subscribes
Continually improve product
safety processes
Provide customers with labeling, 
instructions, and other information 
to safely use Lenovo products
Report on safety initiatives and 
incidents to senior executives
Throughout FY 2021/22, there were no product recalls related to safety and health reasons. In very rare 
instances, the Company may recall a product due to safety or health reasons. Under these circumstances, the 
Company adheres to corporate guidelines and engages with the appropriate government regulatory agencies 
to provide customers with a remedy for the recalled product. Active product recalls from previous years can be 
viewed at www.lenovo.com/recalls.
In FY 2021/22, the Company did not experience any material incidents of non-compliance (assessed using the 
Company’s ERM framework) resulting in fines from regulations and/or voluntary codes concerning product and 
service information and labeling.
Quality Recognitions
In January 2022, the Company was recognized by the Ministry of Industry and Information Technology (MIIT) of 
the People’s Republic of China’s Green Manufacturing List. This recognition promoted the Company’s 
commitment to sustainable product development. Ten of the Company’s products were recognized with 
outstanding performance for the restricted use of substances of environmental interest, energy efficiency, 
recycled content, and reliability. To date, the Company has 75 products that received this recognition. The 
product categories recognized include portable computer, tablet, mobile communication terminal, display 
device, and docking station.
In May 2021, the Company was recognized by MIIT and selected into the National Green Data Center Advanced 
and Applicable Technology Product Directory for its self-developed “warm water cooling” technology that can 
reduce the overall power usage effectiveness to below 1.1, reduce energy consumption and indirect carbon 
emissions by more than 42 percent, and the reuse of waste heat.

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Lenovo Group Limited  2021/22 Environmental, Social and Governance Report
In October 2021, the Company was recognized as 
“Best Partner of the Year 2021” by the Institute of 
Electronic Industry Standardization of the Ministry of 
Industry and Information Technology for its 
contribution to software standardization that supports 
a wide range of infrastructure and for its solutions that 
support digital transformation for its customers.
The Information Technology Intelligence Consulting 
(ITIC) 2021 Global Server Hardware, Server OS 
Reliability Report ranked Lenovo ThinkSystem as the 
number one performer in the categories of:
•	
The least amount of per server/per minute 
unplanned downtime due to server flaws
•	
The least amount of unplanned per server 
downtime over four hours
•	
The fewest number of successful security hacks 
resulting in server outages
•	
The least amount of unplanned per server 
downtime due to security and data breaches
•	
The least amount of security-related data losses, 
data theft
•	
The least amount of monetary losses
•	
The fastest Mean Time to Detection (MTTD) and 
Meantime to Recovery (MTTR)
•	
The lowest Total Cost of Ownership (TCO) and 
fastest Return on Investment (ROI)
•	
The best customer service and satisfaction 
rankings
For the complete report, click here.
In August 2021, the Company was recognized with the 
“2021 IDC Future Enterprise Award – Best in Future of 
Intelligence”. This award recognizes organizations that 
have made impactful positive changes to their 
enterprise intelligence by innovating around how they 
synthesize information, how they learn from these 
insights and share those learnings across the 
organization, how they delivery insights at scale, and 
how they develop and promote a data culture.
In December 2021, the Ministry of Finance and the 
State Environmental Protection Administration jointly 
recognized Lenovo’s Hefei (LCFC) site with the 
Chinese Environmental Labeling Product Certification. 
China’s environmental labeling has become an 
important means for the country to promote the 
circular economy strategy.

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In August 2021, the Company’s Hefei (LCFC), China 
plant achieved the “Anhui Province Silver Award” for 
design of laptop packaging.
In August 2021, the Company’s Hefei (LCFC), China 
plant achieved the “Anhui Province Excellence Award” 
for a patent on a power supply device used for a 
graphics card.
INNOVATION
Innovation Through Research and Development
Innovation is one of the pillars for the Company’s 
long-term success and the most effective game 
changer in its industry. From smartphones to servers 
and everything in between, the Company creates 
technology capable of transforming the way we live, 
work, and play. The Company recognizes how much 
potential the future holds for technology, and it is 
motivated to build smarter solutions for the things 
that matter the most to its customers.
The Company accelerated its innovation over the past 
two years to provide immediate solutions and shape a 
more equitable and empowered future through 
smarter technology. The intensified commitment to 
innovation, underpinned by ESG commitments, is 
manifesting the Company’s vision to transform from a 
devices company to a global technology powerhouse 
that also includes services and solutions.
Innovation through Research and Development (R&D) 
has enabled the Company to focus on new and 
emerging IT architecture and drive its service-led 
intelligent transformation. In FY2021/22, the Company 
strategically increased its R&D professionals by 
approximately 5,000 and announced plans to hire an 
additional 12,000 while doubling its R&D investments 
over the next three years.
My vision for Lenovo’s innovation is to become 
one of the world’s leading ICT companies, a 
pioneer and enabler of intelligent 
transformation…Lenovo is much more than 
business growth and financial success. We are 
innovators who are committed to helping solve 
humanity’s greatest challenges. Smarter powers 
what’s next.
Yang Yuanqing
Chairman and Chief Executive Officer
CO2 Offset Services
The Company devised an CO2 Offset Service that 
enables its customers to offset the carbon emissions 
associated with its devices at the point of purchase 
and help the environment by supporting one of 
several United Nations Climate Action projects.
The Company first launched the program as a pilot in 
the Nordics in February 2020. Building on this 
successful pilot, the Company rolled out the program 
in 2021 for all of Europe, Middle East, and Africa as 
well as Asia Pacific and North America. The innovative 
service enables customers to understand the 
ecological impact of every individual product and its 
lifetime usage simple and transparent. Customers are 
then able to contribute to specific ecological projects 
from across the globe and offset an equivalent total 
of emissions.
The CO2 Offset Service was developed as a solution 
for its customers to help them meet their own 
environmental goals. The service works by factoring in 
emissions produced from the manufacture and 
shipping of each individual product, as well as those 
for up to an estimated typical five years of usage. This 
amount is then offset through one of many partner 
initiatives, including projects overseen by the United 
Nations and ClimeCo.
For more information about the Company’s CO2 
Offset Service, please visit https://techtoday.lenovo.
com/us/en/co2-offset-services.

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Innovative Solutions for a Circular Economy
The Company’s vision to deliver Smarter Technology 
for All extends to its practices that include Smarter 
Circular Design, Smarter Circular Use, and Smarter 
Circular Return activities. In a circular economy, 
products are made, used, then returned, instead of 
being discarded and consigned to waste. In this 
model, the greatest amount of value is extracted from 
a resource while in use. Then, at the end of its service 
life, the resource is recovered, refurbished, and 
redeployed. This drives greater resource productivity, 
makes businesses more competitive, and creates new 
opportunities for growth. The demand for a more 
circular economy has given rise to the ‘as a service’ or 
usage models seen across many industries in which 
the user pays for only what they need, when they 
need it, and returns the assets or resources when they 
are finished.
The Company provides innovative solutions for its 
customers’ business needs that help reduce the 
volume of end-of-life electronic products that may 
otherwise be discarded or consigned to waste. These 
solutions include:
•	
Services that keep products operating longer
•	
Services that make infrastructure management 
easier
•	
Solutions to manage its customers’ products at 
the end of life to maximize value and reuse 
opportunities
The Company’s introduction of Device as a Service 
(DaaS) to the PC industry has enabled organizations 
to maximize value throughout a product’s lifecycle 
and minimize raw material use and waste generation. 
DaaS is a usage model in which the consumer pays to 
use the device of their choice as they need it and has 
the option of pausing or returning the device when it 
is not in use. Along with the device, the Company 
offers a variety of services to protect and support the 
asset during its lifecycle. When the device reaches the 
end of its service life, the Company will collect the 
device, wipe it clean of the customer’s data, and 
recycle or repurpose it. This means the device can 
either be refurbished and reintroduced into a new 
working environment, or the device’s parts can be 
used to repair other devices under warranty. 
Customers only pay for what they use, avoiding the 
heavy capital outlays of the ownership model, as well 
as escaping the burden and cost of disposal. These 
services are addressing the industry’s transformation 
to as-a-service and providing lifecycle value to the 
Company’s customers.
With a vision for a net zero carbon future, the 
Company knows the transition to a circular economy 
is critical. To help scale circular economy solutions in 
the IT industry, the Company has established a target 
to enable the recycling and reuse of 800 million 
pounds of end-of-life products by 2025/261. For more 
information see Section 9.0.
1	
Cumulative total since 2005.
 
Lenovo 360 Circle
Through its vision of Smarter Technology for All, the 
Company is aiming to expand its influence by creating 
new solutions to help its partners and customers 
enhance their own sustainability strategy. Launched in 
2021, the Lenovo 360 Partner Program includes a 
sustainability pillar to drive actionable and impactful 
initiatives throughout its channel ecosystem. This 
project is called Lenovo 360 Circle.
The Vision
As an enabler of intelligent transformation, the Lenovo 
360 Circle is working to accelerate global ESG 
progress, promote corporate citizenship, and facilitate 
the transition to a sustainable business model 
throughout the Company’s value chain.
The Lenovo 360 Circle aims to develop a circular 
eco-system partnership program to influence and 
support new market needs by 2025 through the 
integration of three complementary pillars that ensure 
success:
Business Model
Transformation
Support and accelerate the transition to 
circular economy principles within our 
value chain while supporting Lenovo’s 
and its partners’ ESG KPls.
Collaborative
Leadership
Enhance and leverage Lenovo’s and 
Partners Sustainability Strategies 
while supporting and Accelerating 
ESG KPls Attainment
UN 2030 Agenda
Role Model
Actively and Vocally Stand at Local 
and Global Levels to guide and unify 
the ICT industry to reach the 2030 
Agenda Goals

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Phase One
In November 2021, the Company kicked off the first phase of this project and invited key partners to join the 
Lenovo 360 Circle and be the voice of its channel. This strategic approach can help to ensure that the Lenovo 
360 Circle blueprint is developed to meet the needs of its distribution ecosystem. At the close of FY 2021/22, 15 
distributors and resellers had officially joined the Lenovo 360 Circle and together, the partnership is aiming to:
–	
Establish common goals and develop a comprehensive plan to achieve respective KPIs while setting and 
aligning sustainability objectives with market expectations
–	
Transform the partners’ ESG needs into new business opportunities and develop an innovative 
sustainability solutions portfolio
–	
Build a global ESG Channel community of experts to support small and medium sized local partners
Status and Next Steps
During recent Lenovo 360 Circle workshops, the Company was able to identify five key areas that can help to 
drive the collaboration and partnership efforts in FY 2022/23:
–	
Scope 3 with a focus on Logistic/Mode of Transportation
–	
Circular Economy
–	
Education and Training
–	
Diversity Equity and Inclusion
–	
Sustainability Metrics
While the Company is expecting that this program will yield environmental and economic impacts, it is also 
confident that there will be positive impacts on its employees and customer engagements. The Company 
recognizes the importance of demonstrating leadership as it strives to establish best practice for its channel 
and distribution ecosystem and for the industry.
As the Company creates a strong collaboration with its channel ecosystem, it also aims to partner with local 
communities where there are synergies that can further facilitate the transition to a sustainable business while 
supporting the vision of Smarter Technology for All.

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6.0
Global
Supply
Chain
Supply Chain ESG Practices
Supply Chain Diversity
82
90

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6.0 Global Supply Chain
SUPPLY CHAIN ESG PRACTICES
As a global business offering a variety of products 
and services in 180 markets around the world, the 
Company manages a diverse and dynamic supply 
chain. The Company’s supply base is comprised of the 
following categories: internal manufacturing centers, 
production procurement, original design 
manufacturers (ODM), and general procurement. 
Production procurement includes all suppliers that 
provide materials or components that become part of 
the Company’s products. ODMs include manufacturing 
partners who manufacture products on behalf of the 
Company.
General procurement includes all suppliers that 
provide materials and products which support the 
Company’s operations but do not become part of its 
products. The Company’s supply base is comprised of 
multiple tiers in which lower tiers of suppliers provide 
materials and parts to higher tiers – and eventually to 
its Tier 1 suppliers, the suppliers with whom the 
Company has a direct contractual relationship.
The disclosures in this report apply to the Company’s 
production procurement supplier base. The majority 
of the Company’s spend is with production 
procurement suppliers which often have ESG impact 
and risk. Production procurement suppliers can have 
social risks because they require substantial labor 
forces and have access to large, lower-skilled labor 
pools that are vulnerable to exploitation. Production 
procurement suppliers may generally also have 
environmental impacts through the energy, water, and 
materials required for production.
Distribution of Suppliers
The Company recognizes there are many benefits in 
utilizing local suppliers, including decreased logistics 
costs, potentially lower greenhouse gas emissions, and 
the opportunity to support local economies and 
maintain community relationships. The Company 
considers local suppliers as those that operate in the 
same country as its significant locations of operations. 
In FY 2021/22, its significant locations of operations 
included manufacturing locations in China, the United 
States, Mexico, Brazil, Hungary, Japan, and India. The 
Company estimates that 90 percent of production 
supply spend in China is with local suppliers. In other 
manufacturing geographies, the Company estimates 
that 20 percent of spend is with local suppliers. The 
chart below shows the geographic distribution of the 
Company’s 550 production suppliers in FY 2021/22:
6
35
131
224
143
Region
Europe
North 
America
11
India
Asia Paciﬁc
Chinese 
mainland
Latin America
*  The allocation pie chart based on the registered legal entity of the headquarters of suppliers

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Supply Chain Process Overview
The Company considers the supply chain a vital part 
of its operations and views effective supply chain 
management as an important contributor to its 
success. Given this, the Company has many controls 
and programs in place to manage its overall 
procurement process. The Company recognizes that 
ESG risks and impacts exist among its suppliers which 
may differ from the ESG impacts and risks associated 
with the Company’s own operations. To better 
manage these risks, the Company has integrated 
several ESG-specific controls and practices into its 
Master Procurement Process.
Key elements of the procurement process include:
Master Procurement Process
The Company’s Master Procurement Process is 
designed to oversee all purchase commitments for 
production materials and the goods and services that 
support its worldwide operations. With a mission to 
deliver the best pricing, quality, supply, technology, 
and service in a sustainable manner, this model 
provides a controlled procurement approach that is 
applied across the organization for commodities and 
includes the following elements for production and 
general procurement:
Delegation Authority
The Company’s Code of Conduct includes 
requirements for the formal delegation which support 
accountability and responsible procurement practices. 
The ‘Authority to Make Lenovo Commitments’ section 
outlines the requirements for delegations with 
well-defined authority for commitments and other 
contract terms and conditions and, most importantly, 
that making business commitments outside these 
processes is not permitted.
Supplier Selection
Implementing a controlled approach to awarding the 
Company’s business to suppliers is critical to meet its 
procurement objectives and to establish a trusted 
base of suppliers. Therefore, even the perception of 
favoritism or bias is unacceptable. To ensure business 
awards are conducted ethically and fairly, the 
Company utilizes defined and approved sourcing 
methods to ensure the following:
•	
Suppliers have a fair opportunity to compete for 
the Company’s business
•	
Buyers conduct an ethical evaluation on carefully 
understood facts such as supplier prices, terms, 
and conditions
•	
The most capable suppliers are selected based 
on the best overall acquisition value
•	
Business awards are reviewed and approved with 
proper delegation of authority
New Supplier Validation
New suppliers are assessed for numerous capabilities 
including their operational aspects, financial stability, 
product security, and ESG expectations. More 
specifically, all new suppliers are reviewed on the 
Company’s sustainability policies, codes of conduct, 
ISO certifications, ESG standards, environmental 
impact aspects, controls to prevent forced labor, and 
public reporting. Of particular concern are suppliers 
that may be listed as restricted or denied parties 
identified by governments and/or international 
agencies. The Company’s policy and formal practice is 
that under no circumstances shall the Company’s 
personnel purchase, sell, or ship any product contrary 
to applicable export laws or to any individual or firm 
appearing in any relevant government list of any party 
who has been denied export or import privileges. 
During FY 2021/22, 78 companies were assessed using 
this process.
Contract Management
Supplier relationships are best managed when there 
are clear stipulations of responsibilities, deliverables, 
and relevant terms and conditions. The Company’s 
supplier contracts incorporate legal and operational 
agreements and address various types of engagement. 
Additionally, all production suppliers must comply with 
the Company’s Supplier Code of Conduct and they are 
encouraged to comply with the latest version of 
Responsible Business Alliance’s (RBA) Code of 
Conduct. Compliance with the comprehensive Supplier 
Code of Conduct is executed via standard purchase 
agreements or standard purchase orders. The 
Company’s Supplier Code of Conduct, as well as the 
RBA Code of Conduct, strictly prohibit bribery and 
corruption. The RBA audit protocol includes 
anti-bribery and anti-corruption in the Ethics section.
Internal Training
The Company recognizes that supply chain 
management is an ever-changing field. To ensure those 
with delegated authority are informed on current best 
practices, it conducts numerous communication and 
education activities throughout the year for its global 
supply chain team. Typically, the Company conducts 
monthly events that feature education opportunities 
with subject matter experts and provides on-demand 
targeted training. Beginning in FY 2021/22, the 
Company has enhanced the education program by 
releasing additional online training courses, targeting a 
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(direct and through agencies), employee age 
requirements, timesheets, pay slips, environmental 
controls, and other documents. The auditors also 
conduct individual and group interviews with a 
random selection of employees (direct and through 
external agencies). During those interviews the 
auditors, address freedom of association and 
collective bargaining among other topics by having 
conversations with the employees regarding their 
rights at the facility.
The table below provides an overview of the 
Company’s suppliers’ annual RBA audit performance. 
Because suppliers are encouraged to be audited every 
two years, each year represents approximately 
one-half of the suppliers in its audit program for the 
given year (a total of 56 in the previous FY 2020/21).
In the event of supplier non-conformance to ESG 
requirements, including those identified by RBA 
audits, several actions may take place, which include:
•	
Immediate discontinuation of business for serious 
violations
•	
Track audit findings to closure and required 
supporting evidence whenever possible
•	
Penalize the supplier in the quarterly supplier 
report card score with a sustainability multiplier
•	
Senior procurement management engagement 
with the supplier
•	
Executive Company management engagement 
with the supplier
In FY 2021/22, 71 RBA VAP audit reports were 
completed by the Company’s suppliers. According to 
the audit report results, none of the Company’s 
suppliers had findings related to the use of child labor 
or forced labor.
Procurement Process
The Company is committed to sound ESG 
management across its end-to-end supply chain 
process. It has ESG-specific systems in place, 
supported by contractual requirements to help ensure 
that suppliers meet or exceed applicable labor, 
environmental, health and safety, and ethics 
standards.
The practices below align with its ESG-related internal 
corporate policies. The Company’s human rights 
commitments are codified through its Human Rights 
Policy and further explained in its Anti-Slavery and 
Human Trafficking Statement. The Company’s 
environmental commitments are codified in its 
Environmental Affairs Policy, Climate and Energy 
Policy and Water Resiliency Policy. The portions of 
these commitments that apply to its supply chain 
extend to suppliers through its Supplier Code of 
Conduct.
RBA Leadership and VAP Audits
The Company started an effort to require its suppliers 
to commit to achieving RBA Validated
Audit Program (VAP) and Factory of Choice (FOC) 
designations to demonstrate leadership in ESG.
This requires significantly high audit scores, formally 
trained site personnel, and proof of working grievance 
systems. In FY 2021/22, 87 percent of the Company’s 
suppliers by spend achieved VAP Recognition, and 
almost 6 percent of the spend was designated 
Factory of Choice (FOC). By comparison, the numbers 
were 63 percent and 2 percent respectively in FY 
2020/21. It is the Company’s goal that by 2024, 95 
percent of its suppliers by spend will have RBA VAP 
recognition and 50 percent will have FOC recognition.
Regardless of their self-assessment risk level, the 
Company requires 95 percent of suppliers by spend 
to conduct an RBA VAP audit or an equivalent 
independent, third-party audit by RBA-approved 
auditors every two years. During these audits, 
independent auditors stay for several days at the 
supplier’s premises to review employee contracts

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Historical Average Scores
Labor
Score
Health &
Safety
Score
Environmental 
Score
Ethics Score
Management
Score
Total Score
# of Priority
findings
# of Major
findings
Suppliers
2017
153
158
181
191
183
143
0.6
6.3
2018
156
167
184
191
188
149
0.7
5.0
2019
157
174
184
197
187
153
0.4
5.0
2020
157
173
189
199
190
155
0.3
5.4
2021
158
180
193
198
196
165
0.1
4.7
ODM Partners
2019
156
175
182
197
188
156
0.2
5.6
2020
166
188
196
200
197
172
0.2
3.3
2021
167
181
197
194
194
170
0.1
3.9
 
Audit Results and Responses
In FY 2021/22, 63 suppliers had major labor findings 
identified in their audits. The most common supplier 
audit findings are related to an industry-wide problem 
of excessive working hours and insufficient time off 
for their employees. While most of this work is done 
voluntarily by the employees, the Company considers 
these findings as significant or potentially negative 
social impacts. The Company requires its outsourced 
manufacturers to report their employees’ working 
hours and time off performance monthly via an online 
tool so that it can take action to resolve any issues 
that are identified. Because agreements for 
improvement were reached with suppliers with 
significant or potentially negative social impacts, no 
relationships were terminated as a result of the labor 
findings. The FY 2021/22 results are shown below.
14%
19%
67%
Excessive
Working Hours
Conformance
Major
Minor
14%
10%
76%
Insuﬃcient
Time oﬀ
Major
Minor
Conformance

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Child Labor
The Company supports universal human rights 
including those identified in the United Nations 
Declaration on Human Rights and the International 
Labor Organization (ILO) Declaration on Fundamental 
Principles and Rights at Work. The Company commits 
to extending these rights to its employees and others 
directly or indirectly employed in its supply chain. 
Child labor is not to be used in any stage of business 
operations. The term “child” refers to any person 
under the age of 15, under the age for completing 
compulsory education, or under the minimum age for 
employment in the country, whichever is the highest. 
To ensure the human rights noted above, the 
Company implemented multiple guidelines and 
actions including, but not limited to:
•	
Human Rights Policy
•	
Employee Code of Conduct
•	
Supplier Code of Conduct
•	
Source Right 6.1
•	
Due diligence and audits across the supply chain 
to identify risks in child labor violations
•	
Mandatory education and certification on labor 
topics for buyers
In FY 2021/22, there were no violations reported 
related to child labor at the Company’s suppliers’ RBA 
VAP audits.
Living Wages
Through the RBA audit and corrective action process, 
the Company drives suppliers to adhere to applicable 
wage and benefit laws and regulations. In FY 2021/22, 
the Company decided to move a step forward to 
extend the responsibility from the worker’s individual 
wellbeing to an employee’s family. The Company is 
participating in the RBA Living Wage work group and 
is exploring the development of implementation 
guidelines to support workers throughout the supply 
chain. The ultimate target of the Living Wage project 
team is to publish a Living Wage policy, to deliver 
training, and verify the baseline within its business in 
2022.
Joint Audits with Company’s PCSD Quality 
Team
Besides running the Company’s formal RBA Program, 
the Global Supply Chain Team also collaborates with 
the Company’s PCs and Smart Devices (PCSD) Quality 
Team to conduct on-site audits in suppliers’ facilities. 
With assistance from the Quality Team, the Company 
is building a new way to emphasize the importance of 
monitoring its suppliers.
The new joint program was launched in October 2021. 
In total, 81 PCSD Quality Engineers have been trained 
by the Company’s RBA professionals and have 
engaged in 80 supplier audits. These audits focus on 
Labor, Health and Safety. The Company’s Quality 
Team leads the audit by using pre-designed 
questionnaires and checklists developed by the ESG 
Team in accordance with the RBA standard.
Social
Forced Labor
The Company is committed to eradicating forced 
labor in all its forms including slavery and human 
trafficking at every stage of business operations. It 
holds a firm position that there is zero tolerance for 
forced labor and any documented instances will be 
met with immediate action, including discontinuing 
the business relationship with any suppliers that 
overlook this practice.
To better detect and mitigate the forced labor risks, 
the Company adopts and implements preventive 
measures. In FY 2021/22, some of the Company’s 
actions to prevent this practice were:
•	
Updated version of the Supplier Code of Conduct 
enhancing the management of labor agents and 
contractors
•	
Updated version of the Procurement Source 
Right Code 6.1, improved with new supplier 
validation process
•	
Mandatory education and certification on forced 
labor prevention for a total of 325 sourcing 
managers from all global business groups
•	
A third-party ESG risk assessment tool 
(EcoVadis) launched to screen suppliers 
throughout the supply chain tiers
•	
Quarterly discussions with suppliers on potential 
red flags related to forced labor
•	
Regular RBA Responsible Labor Initiative/VAP 
workgroup engagements

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Responsible Sourcing of Materials
The Company recognizes the importance of the 
responsible procurement of raw materials when 
sourced from regions experiencing political and social 
conflict, which may include the conflict minerals of tin, 
tantalum, tungsten, and gold (3TG) from the 
Democratic Republic of the Congo (DRC) or 
surrounding countries. Since 2012, the Company has 
adhered to the following efforts and expects its 
production procurement and ODM suppliers to do the 
same:
•	
The intentions of the U.S. Securities and 
Exchange Commission (SEC) ‘Dodd-Frank 1502 
Rule’ even if not directly regulated by the U.S. 
SEC
•	
Organization for Economic Cooperation and 
Development (OECD) Due Diligence Guidelines 
for Responsible Sourcing Materials from 
Conflict-Affected and High-Risk Areas
•	
RBA Responsible Minerals Initiative (RMI) 
program
The Company supports the efforts of the RMI to 
address materials beyond 3TG. In FY 2021/22, the 
Company conducted extensive due diligence for the 
Company’s cobalt supply chain using the Cobalt 
Reporting Template (CRT) and the RMI Responsible 
Minerals Assurance Process (RMAP). The Company 
will coordinate with the RMI as RMI performs risk 
profiles on other materials, assess the content in its 
products, and further develop due diligence efforts to 
mitigate supply chain risk. These efforts were initiated 
through RMI’s coordination with the ‘Drive 
Sustainability’ organization which has already 
developed risk profiles on over 30 materials in the 
technology and automotive industry. For more 
information, please visit the Lenovo Responsible 
Sourcing webpage.
EcoVadis
The Company is continuously increasing focus on 
sustainability in procurement. In FY 2021/22, it began 
to strategically expand the scope of ESG assessments 
to suppliers across all categories by launching the 
EcoVadis tools.
The EcoVadis platform aims to provide ESG ratings 
for a large base of suppliers, including production 
procurement, general procurement, and other key 
suppliers. The Company has implemented the 
EcoVadis IQ tool to screen suppliers’ ESG risk, based 
on their inherent Corporate Social Responsibility 
(CSR) risks and procurement information. In FY 
2021/22, more than 457 suppliers were processed in 
the EcoVadis IQ tool, and 110 suppliers were invited to 
conduct an EcoVadis ESG assessment.
The Company continues to ensure that all strategically 
important suppliers participate in the EcoVadis 
program and achieve at least 45 of 100 points or a 
comparable audit result. Suppliers scoring less than 
45 out of 100 points must implement a corrective 
action plan (CAP) and the progress will be tracked 
within 90 days.
The 360 Watch feature of the EcoVadis platform is 
another monitoring measure taken to minimize the 
risk of child and forced labor, or any other social, 
environmental, and governance risks. Negative media 
coverage in these areas related to a supplier will be 
highlighted to the Company’s management, requiring 
the supplier to respond within one week, and develop 
a corrective action plan. The 360 Watch, in addition 
to other indicators, enables the Company to monitor 
and score its suppliers on various ESG focus areas, 
helping it to continually improve the supply base.

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FY 2021/22 Program Performance (Percent of Procurement Spend)
 
100%
Maintained 100 percent Tanlalum conformance
100%
Attained Tungsten conformance
96%
Attained overall active smelters conformance
95%
Attained overall active smelters Gold conformance
94%
Suppliers with public conflict minerals policies
91%
Attained Tin conformance
79%
Suppliers who are formal RMI members
77%
Suppliers with public conflict minerals reports
 
Environmental
The Company’s supplier environmental performance 
incorporates RBA audit performance, supplier 
requirements, and programs that support its material 
environmental topics — specifically climate change, 
water, and waste. These disclosures pertain to 
production procurement and ODM suppliers.
The Company’s corporate-wide environmental 
standards and specifications require its product 
designers to consider environmentally conscious 
design practices to facilitate and encourage recycling 
and minimization of resource consumption. The 
Company’s priority is for its suppliers to use 
environmentally preferable materials whenever 
applicable. Compliance to the standards and 
specifications is monitored as part of the Product 
Compliance Review Board Process.
Environmental Audit Results and Responses
During the FY 2021/22 reporting period, 71 of the 
Company’s suppliers, representing over 50 percent of 
its total procurement spend, underwent RBA 
facility-level audits. Over the period of FY 2020/21 
and FY 2021/22, 129 suppliers underwent RBA 
facility-level audits, which represent 95% of the 
suppliers by spend. The Company considers RBA 
priority findings to be indicative of significant impacts 
and requires both RBA priority and major findings to 
be tracked to closure. None of the RBA audits for the 
reporting period contained priority environmental 
findings; therefore, the Company did not terminate 
any supplier relationships in response to significant 
potential or actual negative environmental impacts.
Environmental Impacts in the Supply Chain
Annually, the Company requests key suppliers to 
formally report environmental data related to climate 
change, water and waste. The Company asks that 
suppliers report via the Responsible Business Alliance 
or the CDP reporting methodologies in addition to 
responding to the Institute of Public and 
Environmental Affairs (IPE). Last year, the Company 
introduced the IPE tool to its suppliers. IPE provides a 
free tool to help Tier 1 suppliers assess environmental 
compliance in their supply chain, extending the 
Company’s governance to up-stream suppliers.
ESG KPI:  By FY 2025/26, we will remove
1 million 
metric tons of greenhouse gas 
emissions from our supply chain*
*	
Relative to FY 2018/19 measured emissions

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Recognitions
The Company has once again been named in the 
Gartner Global Supply Chain Top 25 listing for 2022. 
This is the highest ever ranking for the Company, 
rising seven places from 2021 to rank #9, and ranking 
#3 among the six technology companies featured in 
the list and ahead of all other PC brands. This annual 
ranking of the world’s leading technology, retail, 
manufacturing, food and beverage, and 
pharmaceutical brands identifies and celebrates 
companies leading the way in supply chain 
management and is considered the gold standard in 
supply chain excellence.
The Company’s increasing efforts to optimize supply 
chain environmental impacts has been recognized by 
different organizations. In FY 2021/22, it was 
recognized for the first time by the Institute of Public 
& Environmental Affairs (IPE) 
Green Supply Chain 
Corporate Information 
Transparency Index (CITI)  
and was ranked among the 
Top 10 in the IT industry. 
Since 2021, the Company has 
been using IPE’s Blue 
EcoChain tool to track the 
environmental performance 
of its suppliers and 
encouraging the disclosure of carbon data and 
greenhouse gas reduction targets.
Climate Change
The Company surveys climate change related data 
including indicators such as scope 1 and 2 emissions, 
emission reduction goals, renewable energy usage 
and targets, and implementation of the  
ISO 50001:2018 Energy Management System.
In FY 2021/22, the Company achieved a CDP score of 
“A” for its Supplier Engagement Rating in Climate 
Change. This year, it is also listed on the Supplier 
Engagement Rating Leader Board along with a total 
of 518 companies. The Company has maintained this 
honor for four consecutive years, since 2018.

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•	
Semi-annual communications on the RBA, 
environmental impact, responsible sourcing of 
raw materials, key ISO certifications, ESG 
Reporting and Supplier Code of Conduct 
expectations
•	
The Company created education files for 
suppliers to learn its ESG requirements while 
providing an education session to 576 supplier 
attendees at 2021 Lenovo Standards and 
Certification Supplier Conference
•	
In FY 2021/22, the Company’s procurement team 
began adding an ESG standard template into its 
quarterly business review (QBR) with suppliers 
to maintain ESG as a topic of discussion
Water
The Company surveys key suppliers on water-related 
data including performance indicators such as annual 
water withdrawal, water discharge, and water recycle/
reuse volumes.
For the most recent supplier data collection period, 
the Company’s coverage of engagement was 92 
percent of procurement spend. Since one of the most 
straightforward indicators of impact (especially to 
water-stressed areas) is water withdrawal, the 
Company has been encouraging suppliers to set up 
water reduction targets since 2014. During the last 
data collection period, 76 percent of procurement 
spend was with suppliers with quantified water 
reduction goals.
Waste
The waste-related information collected from 
suppliers includes data such as annual hazardous and 
nonhazardous waste volumes.
Waste prevention is the most preferable option in the 
waste management hierarchy, and the Company 
encourages suppliers to set up public waste reduction 
targets. During the last data collection period, 83 
percent of procurement spend was with suppliers with 
quantified waste reduction goals.
SUPPLY CHAIN DIVERSITY
The Company’s Supplier Diversity Program is 
committed to seeking and developing diverse 
businesses while contributing to the economic success 
of communities it serves. It recognizes that supplier 
diversity creates a win-win by influencing the inclusion 
of diverse businesses within its supply base which 
impacts brand reputation management and improves 
revenue performance through sales.
The Company’s most recent supplier engagement 
efforts covered the top 94 percent of procurement 
spend. This effort identified the following results 
(reported by total procurement spend):
•	
94% suppliers with third party verification of 
their GHG emissions data
•	
92% suppliers with public GHG reduction goals
•	
78% suppliers who track and report renewable 
energy generation and purchases
•	
54% suppliers with renewable energy goals
Lenovo’s Science-Based Targets
The Company used the emissions data reported by 
suppliers to inform its Science Based Target (SBT) for 
Scope 3 emissions from the purchased goods and 
services category. The Company’s target in this area is 
to reduce Scope 3 GHG emissions from purchased 
goods and services by 25 percent per million US$ 
procurement spend by FY 2029/30, compared to FY 
2018/19. Based on FY 2021/22 data, the Company is 
on track reducing the GHG emissions from purchased 
goods and services.
Scope 3 GHG Emissions from Purchased Goods and 
Services (MT/per million US$ procurement spend)
Baseline
(FY 2018/19)
FY 2021/22
Target 
(FY 2029/30)
79
73
59
 
Science Based Targets for Suppliers
In addition to setting Science Based Targets (SBT’s), 
the Company has been working to promote the 
concept of a low carbon transition with production 
procurement and ODM suppliers. The Company is 
engaging and incentivizing these suppliers to also 
commit to the Science Based Target initiative (SBTi).
During the reporting period, 28 percent of its 
procurement spend included suppliers with formally 
recognized SBT’s which was an increase of 4 percent 
from the previous year. It is the Company’s goal to 
achieve 95 percent of procurement spend with 
suppliers that implement SBT’s.
Capability Building
Many of the Company’s suppliers are large national 
and international suppliers. They manage their 
corporate ESG programs while engaging directly with 
the Company’s programs. In addition to its own 
training programs, the Company offers and provides 
the following:

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The GSC Risk Council established a monthly 
collaborative platform to engage the business unit 
functions, leverage insight and identify synergies as 
the Company addresses risk management decisions. 
The convergence of business function leaders 
provides the opportunity to evaluate the impacts on 
the other functions and develop a consolidated 
business continuity plan with clear actions.
Effective risk management strategies have been a 
critical part of driving business performance. The 
Company has also recognized opportunities are 
created when it transforms risks into opportunities 
that can support its long-term growth. The Risk 
Council recently directed a scenario planning exercise 
that included identifying potential risks from the 
following categories:
•	
Strategy
•	
Financial
•	
Catastrophic events
•	
Human Capital
•	
Legal and Regulatory Compliance
•	
Operations
•	
Sociopolitical
After analyzing these categories, the strategy team 
selected the top five risks for the fiscal year. With 
consideration of the organization’s risk appetite and 
the business-driven data that was collected, the team 
selected the top five potential risks and conducted a 
comprehensive scenario planning for each risk. For 
each scenario, the team incorporated stakeholder 
feedback, identified contributing factors, and analyzed 
both short-term and long-term impacts.
The information derived from this planning exercise 
enabled the GSC Risk Council to understand the types 
of risks that may impact the Company and how those 
conditions may affect its performance, thus 
contributing to the development of greater strategy 
resilience and flexibility throughout the supply chain.
In FY 2021/22, the Company’s total U.S. spend across 
all business units with small and/or diverse suppliers 
accounted for 23 percent of its total expenditure in 
the U.S.
In FY 2021/22, the Company also exceeded the U.S. 
Government Small Business Subcontract Plan target 
of 12 percent by achieving 16 percent of U.S. spend 
with small businesses over the course of the Fiscal 
Year.
The Company continues to partner with several 
non-government organizations (NGO) such as the 
National Minority Supplier Development Council 
(NMSDC) and the Women’s Business Enterprise 
Networking Council (WBENC). The Company also 
increased support to minority businesses through the 
“Evolve Small” program, in collaboration with Local 
Initiatives Support Corporation (LISC) and Toronto 
Regional Board of Trade. Through this initiative, the 
Company helped small businesses recover from the 
impact of COVID-19 by providing sixty companies in 
seven different markets across the United States and 
Canada ongoing support throughout the year.
As the Company moves forward, its success not only 
lies within workforce diversity but also in the inclusion 
of diverse suppliers that provide competitive 
advantages, increased innovation, and revenue that 
can support its brand reputation.
Building Supply Chain Resilience
In 2021, the Company established the GSC Risk 
Council to support risk management throughout its 
supply chain. The GSC Risk Council’s mission is to 
boost the Company’s growth by implementing risk 
controls through industry-proven processes that can 
enable the supply chain to quickly adapt to demands 
for new technology and reduce the risk associated 
with the transition. Agility and resilience are critical 
components for a successful GSC strategy than can 
withstand the short lifecycle of information and 
communications technology products and changing 
consumer demands.
The GSC Risk Council’s main objectives include the 
oversight of:
•	
Risk identification
•	
Risk assessment
•	
Risk control
•	
Risk review and follow-up
•	
Scenario planning

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7.0 
Consolidated 
Metrics
FY 2021/22 Consolidated Metrics
94

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FY 2021/22 CONSOLIDATED METRICS
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Revenue (Millions USD)
$45,350
$51,038
$50,716
$60,742
$71,618
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Revenue by Geography
Americas
31%
32%
32%
31%
32%
EMEA (Europe, Middle East, Africa)
28%
25%
25%
26%
26%
Asia Pacific (excluding China)
16%
19%
22%
19%
16%
China
25%
24%
21%
24%
26%
 
7.0 Consolidated Metrics

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EMPLOYEE REPRESENTATION
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/221
Number of Employees
Total
45,754
57,000
63,000
71,500
75,000
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21 FY 2021/222
Percentage of Employees by Region
Americas  
(North America, Latin America)
16%
16%
18%
14%
14%
Asia Pacific (excluding China)
9%
11%
12%
10%
11%
China
66%
65%
62%
69%
67%
EMEA (Europe, Middle East, Africa)
8%
8%
8%
7%
8%
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21 FY 2021/223
Percentage of Employees by Gender
Male
65%
64%
64%
64%
63%
Female
35%
36%
36%
36%
37%
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21 FY 2021/222
Percentage of Employees by 
Workforce Representation
Regular Employees
n/a
n/a
n/a
73%
80%
Long-term Plant Contractors
n/a
n/a
n/a
27%
20%
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21 FY 2021/223
Percentage of Employee 
Representation by Age Group
Under 30 years of age
n/a
n/a
n/a
15%
15%
30-50 years of age
n/a
n/a
n/a
73%
73%
Over 50 years of age
n/a
n/a
n/a
12%
12%

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FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21 FY 2021/223,4
Percentage of Employee Turnover by 
Gender
Male
n/a
n/a
n/a
8%
11%
Female
n/a
n/a
n/a
8%
11%
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21 FY 2021/223,4
Percentage of Employee Turnover by 
Age Group
Under 30 years of age
n/a
n/a
n/a
16%
21%
30-50 years of age
n/a
n/a
n/a
7%
10%
Over 50 years of age
n/a
n/a
n/a
3%
5%
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/215 FY 2021/223,4
Percentage of Employee Turnover  
by Region
North America
n/a
n/a
n/a
6%
11%
Latin America
n/a
n/a
n/a
6%
12%
Asia Pacific (excluding China)5
n/a
n/a
n/a
7%
11%
China5
n/a
n/a
n/a
10%
12%
EMEA (Europe, Middle East, Africa)5
n/a
n/a
n/a
4%
7%

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EMPLOYEE TRAINING
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Average Training Hours Per Employee
Individual Contributors and 
Contractors
Female
n/a
n/a
n/a
4
9
Male
n/a
n/a
n/a
4
10
Undeclared
n/a
n/a
n/a
3
5
Middle Management
Female
n/a
n/a
n/a
4
9
Male
n/a
n/a
n/a
5
10
Undeclared
n/a
n/a
n/a
9
39
Senior Management/Executives
Female
n/a
n/a
n/a
3
6
Male
n/a
n/a
n/a
3
6
Undeclared
n/a
n/a
n/a
n/a
n/a
Percentage of Employees Trained
Individual Contributors and 
Contractors
Female
n/a
n/a
n/a
32%
32%
Male
n/a
n/a
n/a
47%
47%
Undeclared
n/a
n/a
n/a
2%
2%
Middle Management
Female
n/a
n/a
n/a
4%
4%
Male
n/a
n/a
n/a
13%
13%
Undeclared
n/a
n/a
n/a
0%
0%
Senior Management/Executives
Female
n/a
n/a
n/a
0%
0%
Male
n/a
n/a
n/a
1%
1%
Undeclared
n/a
n/a
n/a
n/a
n/a

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MANUFACTURING EMPLOYEE HEALTH AND SAFETY 
TRAINING
CY 2017
FY 2018/196
FY 2019/206
FY 2020/216
FY 2021/22
Hours of training per manufacturing 
employee
(including part-time employees)
35
35
35
52
35
 
OHS – SAFETY
CY 2017
FY 2018/196
FY 2019/206
FY 2020/216
FY 2021/22
Incident Rates (work-related)
Recordable Rate
0.09
0.03
0.03
0.04
0.07
Lost-Time Rate
1.5
0.03
0.03
0.03
0.05
Number of employee fatalities
0
0
0
0
0
Number of contractor fatalities
0
0
0
0
0
CY 2017
FY 2018/196
FY 2019/206
FY 2020/216
FY 2021/22
Number of ISO 45001:2018 registered 
facilities
10
14
11
11
11
 
COMMUNITIES AND PHILANTHROPY
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21 FY 2021/227
Corporate Cash and Product 
Donations
Lenovo Foundation and Donor  
Advised Funds
$819,000
$799,372
$482,887
$545,552
$872,068
China8
$378,516
$308,274
$5,440,440
$2,778,093
$9,801,972
North America7
$3,089,000
$1,319,070
$4,788,665
$4,520,545
$4,996,881
Latin America9
$111,000
$155,674
$2,507,863
$2,134,833
$1,200,680
EMEA (Europe, Middle East, Africa)
$107,000
$159,621
$407,535
$988,612
$915,180
Asia Pacific (excluding China)10
$570,709
$148,500
$855,386
$863,638
$841,510

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FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Employee Volunteering Hours 
(through efforts sponsored by 
Lenovo)
North America
19,296
28,242
9,838
4,161
5,873
Rest of World
10,704
9,072
17,046
15,335
77,564
Estimated Value of Employee 
Volunteer Hours11
$1,300,000
$1,616,794
$1,156,022
$838,307
$3,587,791
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Employee Giving
Lenovo Match of Global Employee 
Donations12
$339,000
$440,629
$1,344,085
$1,541,679
$2,239,305
Total Contribution to Communities13
n/a
n/a
$14,482,776
$11,831,274 $20,867,596
Estimated value of community impact 
through philanthropy and 
volunteerism13
n/a
n/a
$16,982,883
$14,211,260 $24,455,388
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
“Love on” Annual Service Project
Participating Locations
32
38
54
52
79
Number of Projects
37
45
86
132
117
Employee Volunteers
2,000
2,100
2,855
3,120
3,653
Hours Spent in Direct, Hands-on 
Service
11,500
9,700
13,355
19,267
13,538
Individuals Directly Impacted through 
Projects
33,000
32,526
55,942
38,478
42,075

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ENVIRONMENTAL DATA
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
GHG Emissions (metric tons CO2 
equivalent — MT CO2e)
Scope 1
6,371
6,031
7,766
7,269
6,069
Scope 2 (location-based)
193,760
201,321
162,597
177,678
191,778
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Total Scope 1 and Scope 2 
(location-based)
200,131
207,352
170,363
184,947
197,847
Scope 2 (market-based)
176,800
26,029
23,852
21,519
21,160
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Scope 3
Business Travel
49,000
53,500
46,900
11,900
20,255
Product Transportation14, 15
359,000
633,000
716,384
1,037,000
737,000
Emissions from Waste16
1,700
1,920
2,110
1,770
1,810
Employee Commuting
20,100
23,600
24,900
39,800
41,043
Purchased Goods and Services15, 17, 18
1,855,000
2,000,874
2,341,000
2,283,500
2,701,300
Fuel-and-Energy Related Activities 
(not included in Scope 1 or 2)19
11,900
12,100
10,385
11,050
12,000
Use of Sold Products20
11,847,000
12,885,000
13,669,000
15,551,000
8,270,000
End of Life Treatment of Sold  
Products21
271,000
273,500
274,000
303,500
181,000
Capital Goods21
246,000
127,500
446,500
736,500
360,000
Total
14,660,700
16,010,994
17,531,179
19,976,020
12,324,408
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Emissions Intensity: GHG Emissions 
— Scope 1 and Scope 2 
(location-based) (metric tons per 
US$ million revenue)
4.41
4.06
3.36
3.04
2.76

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FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Operational Energy Intensity Use
Scope 1 and Scope 2 (location-based) 
(MWh per US$ million revenue)
Fuel Combustion
0.77
0.61
0.69
0.55
0.34
Purchased Energy (electricity, steam, 
cooling)
6.57
6.20
5.77
5.16
4.78
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Operational Energy Use — Scope 1 
and Scope 2 (location-based) 
(MWh)
Fuel Combustion
34,733.55
30,904.82
35,152.32
33,156.59
24,546
Purchased Energy (electricity, steam, 
cooling)22
298,019.77
316,482.68
292,645.18
313,526.43
342,340
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Energy Consumption by Primary 
Energy Source (gigajoules)
Fuel
125,041
111,257
126,548
119,364
88,364
Electricity
955,624
979,486
979,740
1,053,903
1,165,186
Steam
108,649
144,240
66,051
70,092
62,213
Cooling
8,599
9,016
7,731
4,701
5,023
Total23
1,197,913
1,243,999
1,180,071
1,248,059
1,320,787

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FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Direct Energy Consumption by Source 
(Fuel Detail) (gigajoules)
Gas/diesel oil (stationary combustion)
5,461
10,321
6,442
9,712
5,058
Natural gas (stationary combustion)
113,470
94,476
115,375
106,317
77,757
Liquefied petroleum gas (LPG) 
(stationary combustion)
3,087
2,550
1,628
1,454
1,401
On road diesel fuel (mobile 
combustion)
948
955
801
626
1,593
Gasoline/petrol (mobile combustion)
1,835
1,703
1,112
996
1,492
Liquefied petroleum gas (LPG)  
(mobile combustion)
240
188
260
236
112
Compressed natural gas (CNG) 
(mobile combustion)
–
–
–
–
–
Jet Kerosene (mobile combustion)
–
1,064
930
21
952
Total23
125,041
111,257
126,548
119,364
88,364
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Global GHG Emissions by Markets 
(location-based) (MT CO2e)
Scope 1
Brazil
13.14
20
340
202
57
Chinese mainland
3,765.29
3,860
3,190
3,826
3,719
Taiwan, China
0
177
0
0
–
Germany
667.35
1,047
652
731
831
Hungary
–
–
–
–
379
India
54.06
45
84
104
58
Japan
322.30
268
191
216
226
Mexico
73.39
80
625
97
80
United States
1,129.80
254
2,484
1,931
525
Rest of the World24
345.54
279
200
162
195

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FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Scope 2 (location-based)
Brazil
2,089.96
1,997
1,566
1,321
1,361
Chinese mainland
153,233.45
161,087
124,336
147,375
159,278
Taiwan, China
2,167.49
2,231
2,091
2,231
2,962
Germany
1,684.90
1,761
1,612
1,249
1,036
Hungary
–
–
–
–
1,219
India
3,435.42
3,058
2,914
2,690
2,954
Japan
5,298.89
5,047
5,754
5,133
4,794
Mexico
3,273.10
3,462
5,029
5,543
6,272
United States
18,297.63
18,615
15,220
8,939
8,489
Rest of the World24
4,279.26
4,062
4,075
3,197
3,412
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Renewable Energy
Solar Energy (MWh)
3,713
3,938
4,226
9,065
9,360
Generation Capacity (MW)25
5.5
12.42
16
16
17
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Water Withdrawal (Megaliters)
Withdrawal (All Areas)26, 27
1,385.08
1,391.30
1,307
1,428
1,567
Percent Withdrawal from 
Groundwater (All Areas)
n/a
n/a
n/a
<1%
<1%
Percent Withdrawal from 
Third-Parties (All Areas)
n/a
n/a
n/a
>99%
>99%
Withdrawal (Areas with water stress)28
n/a
n/a
322
343
377
Percent Withdrawal from 
Groundwater (Areas with water 
stress)
n/a
n/a
n/a
<1%
<1%
Percent Withdrawal from 
Third-Parties (Areas with water 
stress)29
n/a
n/a
n/a
>99%
>99%
Percent Third-party Water 
Withdrawal from Surface Water 
(Areas with water stress)
n/a
n/a
n/a
72%
73%
Percent Third-party Water 
Withdrawal from Groundwater 
(Areas with water stress)
n/a
n/a
n/a
8%
9%

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FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Water Discharge (Megaliters)
Discharge (All Areas)26
1,260.99
1,256.40
1,183
1,294
1,469
Percent Discharge to Groundwater 
(All Areas)
n/a
n/a
n/a
<1%
<1%
Percent Discharge to Third-Parties 
(All Areas)
n/a
n/a
n/a
>99%
>99%
Discharge (Areas with water stress)28
n/a
n/a
298
326
371
Wastewater Exceedances30
0
0
0
0
1
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Water Consumption (Megaliters)
Consumption (All Areas)26
124.094
134.9
124
134
98
Consumption (Areas with water 
stress)28
n/a
n/a
24
17
5
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Water Intensity Metrics (cubic meters 
per person)31
Withdrawal Intensity
n/a
n/a
n/a
20
21
Discharge Intensity
n/a
n/a
n/a
18
20
Consumption Intensity
n/a
n/a
n/a
2
1
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Waste by Category (Metric Tons)32
Nonhazardous Waste33
44,377.44
45,439.49
43,023
51,648
49,403
Hazardous Waste34
75.27
66.11
74
37
125
Total
n/a
n/a
n/a
51,685
49,528
Total Diverted from Disposal
n/a
n/a
n/a
46,198
43,705
Total Directed to Disposal
n/a
n/a
n/a
5,487
5,823

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FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Waste Diverted from Disposal by 
Recovery Operation (Metric Tons)35
Total Nonhazardous Waste Diverted 
for Recovery
n/a
n/a
n/a
46,195
43,656
Nonhazardous Waste Diverted for 
Resale/Reuse
n/a
n/a
n/a
28,099
24,599
Nonhazardous Waste Diverted for 
Recycling36
n/a
n/a
n/a
18,096
19,056
Total Hazardous Diverted for 
Recovery37
n/a
n/a
n/a
3
49
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Waste Directed to Disposal by 
Disposal Operation (Metric Tons)38
Total Nonhazardous Waste Directed to 
Disposal
n/a
n/a
n/a
5,453
5,747
Nonhazardous Waste Directed to 
Incineration
n/a
n/a
n/a
27
776
Nonhazardous Waste Directed to 
Incineration with Energy Recovery
n/a
n/a
n/a
3,093
3,262
Nonhazardous Waste Directed to 
Landfilling
n/a
n/a
n/a
2,334
1,709
Total Hazardous Waste Directed to 
Disposal
n/a
n/a
n/a
34
76
Hazardous Waste Directed to 
Incineration
n/a
n/a
n/a
28
73
Hazardous Waste Directed to 
Landfilling
n/a
n/a
n/a
0.09
0
Hazardous Waste Directed to 
Treatment
n/a
n/a
n/a
6
3

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CY 2017
CY 2018
CY 2019
CY 2020
CY 2021
Product End-of-Life Management 
(PELM) Disposition (Metric Tons)39
Reused
918
652
1,557
1,695
1,875
Recycled
22,808
18,919
24,856
28,076
30,143
Waste to Energy (WTE)
826
845
987
793
523
Incinerate
284
338
1,126
1,978
728
Landfill
336
255
159
340
894
Total
25,171
21,010
28,685
32,882
34,163
CY 2017
CY 2018
CY 2019
CY 2020
CY 2021
Product Take Back (PTB) Disposition 
(Metric Tons)39
Reused
299
309
1,023
1,536
1,556
Recycled
22,194
18,589
24,112
27,249
29,295
Waste to Energy (WTE)
826
845
987
782
519
Incinerate
270
338
1,041
1,904
728
Landfill
318
254
143
324
885
Total
23,907
20,334
27,306
31,795
32,983
CY 2017
CY 2018
CY 2019
CY 2020
CY 2021
Use of Recycled Plastics in Products 
(kilograms)40
Plastics Containing Recycled Content 
(PCRC)
6,347,879
7,757,414
7,721,398
5,946,839
7,787,871
Net Post Consumer Recycled Content 
(PCC)
4,133,300
5,537,278
5,840,788
4,352,788
5,760,388

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CY 2017
CY 2018
CY 2019
CY 2020
CY 2021
ENERGY STAR® Certified Products 
Availability (% of product)
Notebook Platforms41
100%
92%
93%
98%
92%
Desktop Platforms
99%
97%
97%
97%
98%
Workstation Platforms
78%
80%
90%
98%
100%
Server Platforms
91%
90%
94%
90%
94%
Monitors42
100%
98%
94%
90%
80%
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Average Packaging Weight per Unit 
by Product Category (grams)
Notebook
n/a
n/a
n/a
528
528
Desktop
n/a
n/a
n/a
1,900
1,900
Server
n/a
n/a
n/a
4,614
4,614
Workstation
n/a
n/a
n/a
1,700
1,700
Monitor
n/a
n/a
n/a
1,920
1,920
Smartphone
n/a
n/a
n/a
100
100
Tablet
n/a
n/a
n/a
373
373
Accessory
n/a
n/a
n/a
300
300
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
Total Packaging (Metric Tons)
Total Packaging Material Used for 
Finished Products43, 44
n/a
n/a
n/a
115,041
119,621

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FOOTNOTES FOR CONSOLIDATED METRICS:
1	
At March 31, 2022, the Group had a headcount of approximately 75,000 worldwide.
2	
Employment type and geographical data is aligned with the FY 2021/22 Financial Annual Report.
3	
Employee representation data includes regular employees only. Data excludes: 
–	
Consultants and vendors working through a contract agency or third-party performing services or consulting on site for a brief 
time and hence excluded from our scope.
–	
Contractors who usually perform non-critical, non-core jobs and their employment decisions, including pay and benefits, are 
made by the third-party employer – and hence excluded from our scope.
–	
Supplemental students who are interns or who are hired for a very short window of time and hence excluded from our scope.
4	
Turnover rate data covers voluntary departure of regular employees for the full FY 2021/22. Involuntary turnover is planned exit of 
employees which is in alignment with the company strategy and decisions. Hence, as a strategic and standard practice, this is excluded 
from reporting.
5	
In FY 2020/21, turnover rates by region were transposed among AP, China and EMEA. Totals did not change but were realigned with 
the corresponding region.
6	
Metrics based on FY beginning with FY 2018/19. Results were not revised.
7	
Lenovo’s total contributions in responding to natural disasters is US$8,128,720.76. This amount is tracked at the geo level. In prior 
reporting periods, the Company reported a separate line item for global disaster response. Beginning with FY 2021/22, the disaster 
response total will be integrated into the respective geographic contributions.
8	
Increase in China giving reflects tracking of Lenovo Foundation Beijing and a US$7.8M donation in response to the Henan floods.
9	
Total giving in Latin America reflects tracking of the Motorola Brazil tax incentive program.
10	
Total contribution in Asia Pacific includes Lenovo’s commitment to the India Companies Act.
11	
Estimated value of employee volunteer hours is calculated based off an entry level hourly wage of US$43 per hour.
12	
Employee giving represents the corporate match from Lenovo for employees around the world, which increased in FY 2021/22 with the 
launch of the new Benevity platform.
13	
Total contribution to communities for FY 2019/20 and FY 2020/21 was defined as the sum of corporate cash and product donations. In 
FY 2021/22 it is defined as the sum of corporate cash and product donations together with Lenovo's match of global employee 
donations.
14	
Product transportation emissions include key upstream suppliers representing majority of global logistics spend. Note: Upon looking 
into GHG Protocol standard, we decided to re-categorize this to upstream from downstream transportation (from FY 2016/17, previous 
years were adjusted accordingly).
15	
The Company is in the process of improving input data for this Scope 3 category. The data reported here is the best available estimate 
at the time of publication. In the FY 2022/23 ESG Report, data will be restated if needed to reflect any improved input data.
16	
Emissions from waste include nonhazardous waste, hazardous waste and wastewater from all manufacturing, R&D locations and some 
large offices. No product waste is included.
17	
Purchased goods and services include suppliers covering 94% of direct global suppliers spend. The RBA Carbon and Water Reporting 
Tool was used for collection of supplier data. Individual supplier data is from each supplier’s most recent reporting period and not 
reflective of Lenovo’s FY 2021/22. Data was allocated based on revenue.
18	
The value for FY 2018/19 is being restated to correct an error that appeared in the FY 2020/21 ESG Report.
19	
Fuel- and energy-related activities (not included in Scope 1 or 2) include transmission & distribution (T&D) losses from Lenovo’s 
worldwide purchased electricity and natural gas. A World Bank database and Energy Star Performance Rating document were used for 
determining T&D loss rates.
20	
Lenovo used the current Product Attribute Impact Algorithm (PAIA) notebook, desktop, monitor, tablet, all-in-one, thin client and 
server tool for calculating emissions of Lenovo’s typical notebook, desktop, monitor, tablet, all-in-one, thin client and server. The 
calculated results show emissions distribution by different parts and also for use, packaging, transportation, and end-of-life treatment 
categories. The emissions associated with use and end-of-life treatment of sold products were estimated on a “narrow” baseline for the 
typical notebook, desktop, monitor, tablet, all-in-one, thin client and server multiplied by sold/shipped product volumes.
21	
Emissions from capital goods are based on purchased capital goods in a given year. The 2012 Guidelines to Defra GHG Conversion 
Factors for Company Reporting, Annex 13 was used for emission factors for different type of capital goods adjusted for inflation rate 
and exchange rate.

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22	
Approximately less than 1% of purchased energy (electricity) is estimated based upon energy use at similar Lenovo facilities with 
metered usage.
23	
When totals are slightly different than the exact sum of individual numbers it is due to rounding.
24	
Brazil, Germany, Hungary, India, Japan, Mexico, United States, Chinese mainland, Taiwan, China represent manufacturing and R&D sites 
in these markets. “Rest of World” represents all sites managed by Lenovo’s Real Estate organization (non-manufacturing) across the 
world (small and large — except the ones in regions listed above).
25	
Renewable energy generation capacity includes electric solar panels in Hefei and Wuhan, China and Morrisville and Whitsett, NC, USA 
and Ullo, Hungary.
26	
For FY 2021/22, All Areas includes all the Company’s manufacturing, research & development, and large office sites (>100 employees). 
In earlier FYs, some research and development and large office locations were excluded while the Company worked to increase data 
coverage. Small offices (<100 employees) and retail locations are always excluded from the water reporting requirements, but a few 
small offices voluntarily report and are included.
27	
All water withdrawals are estimated to be freshwater withdrawals. Due to our reliance on third-parties for the vast majority of the 
Company’s water withdrawals, it is not possible to determine the exact parameters of all sources, but it is reasonable to assume the 
majority of the sources had low TDS based on local knowledge and communication with third-parties.
28	
Areas with water stress are areas with high or extremely high baseline water stress according to World Resources Institute’s Aqueduct 
Water Risk Atlas. Values reported for areas with water stress are a subset of values reported for all areas.
29	
Third-party withdrawal by source was collected for all the Company’s environmentally significant sites (which are the Company’s 
ISO14001 certified locations). In FY 2021/22, these locations comprised approximately 82% of the Company’s withdrawal from water 
stressed areas. The remaining 18% are primarily from office locations that often require less water and operate as part of a larger office 
complex where they may not be directly billed by the third-party responsible for withdrawals.
30	
For more information on the wastewater exceedance that occurred in FY 2021/22, see page 25.
31	
Water intensity metrics are based on the Company’s total global headcount which includes the headcount of the excluded locations 
mentioned in Note 26.
32	
Waste data includes site waste from most manufacturing, processes and operations, research & development sites, and large offices. 
Waste from products is reported separately.
33	
E-waste generated at the Company’s sites is also included in PELM data.
34	
Batteries collected at Lenovo’s sites are also included in the PELM data.
35	
The Company does not operate any onsite recovery operations; all wastes are seperated onsite to be collected by third-parties for 
recovery offsite.
36	
Recycling includes some composting of nonhazardous, organic wastes.
37	
All hazardous waste diverted for recovery was diverted for recycling.
38	
The Company does not operate any onsite disposal operations; all wastes are seperated onsite to be collected by third-parties for 
disposal offsite.
39	
Lenovo’s Product End-of-Life Management (PELM) and Product Take Back (PTB) includes materials from customers and Lenovo-owned 
country returns, manufacturing and R&D scrap, and employee equipment from real estate sites. These metrics represent all data 
received from PELM suppliers as of the time of publication of this report. Not all data was available at the time of publication, so actual 
volumes may be higher.
40	
These metrics represent all data received from recycled plastics suppliers at the time of publication.
41	
The CY2021 decrease in percent of notebooks can be attributed to an expanded line of gaming system notebooks that either could not 
meet the Energy Star requirements or Lenovo decided not to register.
42	
The CY2021 decrease in percent of monitors was associated with an expanded line of low cost, entry-level consumer displays.
43	
Estimated using the average packaging weight per unit and total shipping volumes for the following categories of products: notebooks, 
desktops, servers, workstations, monitors, smartphones, tablets, and accessories.
44	
The value for FY 2020/21 is being restated to reflect improved shipping volumes for accessories.

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8.0
EMS Performance, 
Objectives and 
Targets
FY 2021/22 EMS Performance
112

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FY 2021/22 EMS PERFORMANCE
Target Type
Objectives
Metric/KPI
Target 
Code
Target(s)
Status
Product Aspects
Packaging
Minimize 
packaging 
material 
consumption 
while driving the 
use of 
environmentally 
sustainable 
materials.
Availability of 
bulk packaging
PP1
Support bulk packaging for 
ISG products and/or options.
Target met
Weight or 
volume 
reduction
PP2
Achieve 5% reduction in 
weight or volume for at least 
one product.
Target 
partially 
met
Plastic 
elimination
PP3
Eliminate 100,000 km of 
single use plastic packaging 
tape by 2025* (starting from 
FY 2018/19).
Long term 
target: on 
track
Increase more 
eco-friendly 
content of 
packaging.
% Recycled or 
biodegradable 
content
PP4
Increase use of 100% PCC 
cushion by 10% based on 
shipping volumes relative to 
previous year.
Target met
PP5
Use recycled content 
corrugated box material in at 
least 50% of our 
manufacturing sites.
Target 
partially 
met
PP6
Introducing HRC (high 
recycled content) PE 1.7 PCF 
material for at least one new 
or existing product and 
option WW.
Target met
PP7
Identify one new Lenovo 
product for which to 
implement use of 100% 
biodegradable/compostable 
packaging.
Target met
PP8
Packaging box material 
recycled content must be at 
least 60% or greater for all 
new phone products released 
in FY 2021/22.
Target met
PP9
By 2025*, 90% of plastic 
packaging by weight will be 
made from recycled 
materials.
Long term 
target: on 
track
8.0 EMS Performance, Objectives and Targets

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Target Type
Objectives
Metric/KPI
Target 
Code
Target(s)
Status
Product 
energy
Drive reduction 
in product 
energy use.
Energy 
efficiency
PE1
New products must show 
improved energy efficiency 
relative to the previous 
generation of the product.1 
Notebooks: Improve energy 
efficiency on average for 
comparable notebooks by 
30% by March 31, 2030, 
relative to FY 2018/19.
Desktops: Improve energy 
efficiency on average for 
comparable desktops by 50% 
by March 31, 2030, relative to 
FY 2018/19.
Servers: Improve energy 
efficiency on average for 
comparable servers by 50% 
by March 31, 2030, relative to 
FY 2018/19.
MBG products: Improve 
energy efficiency on average 
for comparable MBG products 
by 30% by March 31, 2030, 
relative to FY 2020/21.
Long term 
target: on 
track
Drive product 
emissions 
reductions from 
use of sold 
products.
GHG
PE2
Reduce scope 3 GHG 
emissions from use of sold 
products 25% on average for 
comparable products by FY 
2029/30 from a FY 2018/19 
base year.
Long term 
target: on 
track
Quantify 
lifecycle CO2e 
emissions 
associated with 
the use of 
Lenovo 
products.
PCF (kg CO2e)
PCF1
Ensure product carbon 
footprint is published for all 
new Lenovo products.2
Target 
partially 
met
Quantify 
lifecycle CO2e 
emissions and 
environmental 
footprints 
associated with 
the use of 
Lenovo 
products.
PCF (kg CO2e) 
and the other 
environmental 
footprints
PCF2
Develop and optimize Lenovo 
LCA (life-cycle assessment) 
platform with supply chain 
before March 31, 2022.3
Target 
partially 
met
PCF (kg CO2e) 
and the other 
environmental 
footprints
PCF3
Perform LCA for at least five 
Lenovo selected products 
and technologies by March 31, 
2022.4
Target 
partially 
met

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Target Type
Objectives
Metric/KPI
Target 
Code
Target(s)
Status
Product 
materials5, 6, 7
All products 
across all 
business units 
shall contain 
some recycled 
material.
% PCC in 
product/
external 
enclosure
PM1
By 2025*, 100% of PC 
products will contain 
materials made from 
post-consumer recycled 
content sources in support of 
reuse of 300 million lbs. of 
post-consumer recycled 
content.
Long term 
target: on 
track
PM2
New DT, AIO, workstation, 
notebook, tablet, visual and 
accessory products shall 
contain a minimum of 2% PCC 
in product. At least one 
product needs to meet higher 
PCC levels: DT/Workstation 
10%, AIO 15%, NB 5%, Tablet 
3%, Visual 15%.
Target 
partially 
met
Closed-loop 
PCC usage in 
products
PM3
New server products shall 
contain minimum of 10% PCC 
in external enclosure.8 At least 
one product needs to contain 
CL-PCC.
Target met
OBP and 
recycled metal 
opportunities
PM4
Explore opportunities for 
CL-PCC, OBP and recycled 
metal usage in all Lenovo 
products, especially MBG 
products.
Target 
partially 
met
Sustain 
technological 
advances and 
maintain 
portfolio relative 
to low halogen 
products. 
Monitor and 
respond to 
market 
requirements in 
this area.
Low halogen 
parts
PM5
For products requiring IEEE 
1680.1 or NSF/ANSI 426 
registration, ensure each 
plastic part in the product 
exceeding 25g shall not 
contain greater than 1000 
ppm chlorine or greater than 
1000 ppm bromine at the 
homogeneous level per the 
requirements and exceptions 
allowed in the IEEE 1680.1 or 
NSF/ANSI 426 standard.
Target met

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Target Type
Objectives
Metric/KPI
Target 
Code
Target(s)
Status
Location Aspects
Site air 
emissions
Absolute 
reduction in 
CO2e emissions 
from Lenovo 
operations 
worldwide.
Metric tons 
CO2e
SAE1
Reduce absolute scope 1 and 
2 GHG emissions 50% by FY 
2029/30 from a FY 2018/19 
base year.9
Long term 
target: on 
track
Site energy 
consumption
Maximize 
energy 
efficiency and 
minimize CO2e 
emissions 
associated with 
the 
development, 
manufacture 
and delivery of 
Lenovo 
products.
% total 
electricity from 
RE sources
SEC1
Obtain 90% of global 
operations’ electricity from 
renewable sources by 2025*.10
Long term 
target: on 
track
Energy 
consumption in 
kWh per 
production 
volume
SEC2
Achieve YTY improved 
energy intensity11 index at 
manufacturing sites globally, 
relative to the previous FY.
Target met12
Electricity 
consumption in 
kWh per person
SEC3
Achieve YTY improved 
electricity intensity13 at R&D 
and office sites globally, 
relative to the previous FY.
Target met
Energy 
consumption 
reduction % 
(ISO 50001 
certified 
locations)
SEC4
Reduce total energy 
consumption at ISO 50001 
certified locations by at least 
1.5% in next 3 years, relative 
to the FY 2019/20 energy 
baseline.14
Target not 
met due to 
technical 
difficulties; 
target 
under 
revision
Waste 
management
Minimize 
environmental 
impacts 
associated with 
solid waste 
generated from 
Lenovo 
operations and 
products.
% nonhazardous 
solid waste 
recycled
WM1
Maintain a global 
nonhazardous waste recycling 
rate > 90% (+/-5%).15
Target met
Water 
management
Minimize 
environmental 
impacts 
associated with 
water 
withdrawal and 
water discharge 
from Lenovo 
operations and 
products.
Water 
withdrawal in m3 
per person
WM2
Maintain per person water 
withdrawal at sites16 globally, 
relative to the previous FY 
(no more than 5% increase).17
Target met
Water risk 
analysis
WM3
Perform a water withdrawal 
and risk analysis of Lenovo’s 
operations.
Target met

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Target Type
Objectives
Metric/KPI
Target 
Code
Target(s)
Status
Supply Chain Aspects
Product 
end-of-life 
management
Minimize the 
environmental 
impact of 
Lenovo 
products at end 
of life.
Minimization of 
environmental 
risk in end-of-life 
supply chain 
operations
PELM1
After July 1, 2021 all PELM 
suppliers will be audited to 
Lenovo’s updated End of Life 
Standard and revised audit 
protocols and forms.
Target met
Availability of 
environmentally 
sound take-back 
programs
PELM2
By 2025*, Lenovo will 
recycle/reuse 800 million 
pounds of end of life 
products (cumulative since 
CY 2005).
Long term 
target: on 
track
Supplier 
environmental 
performance
Monitor, drive 
and minimize 
environmental 
impact in the 
Lenovo supply 
chain.
GHG emissions 
reduction
SEP1
By 2025*, Lenovo will remove 
1 million tons of greenhouse 
gas emissions from its supply 
chain (vs. FY 2018/19 
measured emissions).
Long term 
target: off 
track
Emissions 
(Scope 1 and 2) 
per million US$ 
procurement 
spend
SEP2
Reduce Scope 3 GHG 
emissions from purchased 
goods and services 25% per 
million US$ procurement 
spend by FY 2029/30 from a 
FY 2018/19 base year.
Long term 
target: on 
track
Science-based 
emission 
reduction 
targets
SEP3
Achieve 25% (stretch 30%) of 
Lenovo direct suppliers based 
on procurement spend to 
have science-based emission 
reduction targets.
Target met
Water risk 
analysis
SEP4
Perform a water withdrawal 
and risk analysis of direct 
suppliers.
Target met
Transportation
Drive 
collaborative 
environmental 
efforts in 
Lenovo’s global 
logistics.
Varies
SEP5
Enhance demand 
management by optimizing 
shipped volumes.
Target met
SEP6
Increase shift to more 
environmentally friendly 
modes of transport.
Target met
SEP7
Improve fleet and asset 
utilization and efficiency.
Target met
SEP8
Explore opportunities for low 
emissions fuels.
Long term 
target: off 
track
SEP9
Reduce Scope 3 GHG 
emissions from upstream 
transportation and 
distribution 25% per 
tonne-km of transported 
product by FY 2029/30 from 
a FY 2018/19 base year.
Long term 
target: 
off-track
* 2025 = FY 2025/26 (by March 31, 2026)

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FOOTNOTES:
Note 1:	
If new products don’t fall in one of the sub-categories in the listed sub-targets, they default to the general energy efficiency 
improvement relative to the previous generation of the product. An exemption from targets in this area may be requested where 
the BU can clearly demonstrate achieving the target places the Lenovo product at a large price disadvantage against its 
competition or is not technically feasible.
Note 2:	
For products for which a PAIA tool exists. If requested by GEO sales or/and customers, provide a tailored PCF evaluation based on 
the specific product configuration.
Note 3:	
Collaboration with 30+ key suppliers.
Note 4:	
Accessories, visuals and technologies as appropriate.
Note 5:	
Availability of PCC plastics can be determined through consultation with environmental affairs and/or suppliers on the Lenovo 
Approved PCC Supplier list.
Note 6:	
To drive increased usage of PCC all BUs shall include a requirement for the identification of applications for the use of PCC in MRD 
and RFI/RFQ.
Note 7:	
PCC percentage is calculated using EPEAT methodology.
Note 8:	
If product is being registered to EPEAT, exemptions allowed per EPEAT requirements.
Note 9:	
This goal may be accomplished through energy efficiency, installation of onsite renewable generation, entry into power purchase 
agreements (PPA) with power providers, and/or the purchase of renewable energy commodities.
Note 10:	
This goal may be accomplished through installation of onsite renewable energy generation, entry into power purchase agreements 
(PPA) with power providers and/or the purchase of renewable energy credits.
Note 11:	
Energy intensity index is energy consumption in kWh per production volume.
Note 12:	
The Company’s new manufacturing facility in Ullo, Hungary was not fully operational until September 2021. Data prior to full 
operation, when the facility had limited production, was not included in the energy intensity calculation.
Note 13:	
Electricity intensity is electricity consumption in kWh per person.
Note 14:	
Applicable to Lenovo’s ISO 50001 certified locations as of March 31, 2020.
Note 15:	
Percent of nonhazardous solid waste directed to reuse or recycling.
Note 16:	
Includes all manufacturing, R&D, and large office sites that are able to report water withdrawal.
Note 17:	
An exemption might be granted to sites where pandemic-related behavioral changes and/or requirements makes this unattainable.
We are encouraged by our successes and progress and recognize that there is more to be done. As we look 
ahead, the Company aims to drive environmental improvements through the FY 2022/23 EMS targets identified 
here.

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Long-Term ESG Key Performance Indicators 
(KPI)
120
9.0
Long-Term  
KPI Progress

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LONG-TERM ESG KEY PERFORMANCE INDICATORS (KPI)
The Company is advancing its ESG program with long-term KPIs developed in FY 2021/22 to further its support 
of the UN Global Compact (UNGC) Sustainable Development Goals (SDG). The Company will measure and 
report on its progress each year.
Environmental
KPI Type
Commitment
KPI
FY 2021/22 
UNGC SDG
Climate 
Change 
Mitigation
Lenovo has set 
aggressive, 
science-based 
greenhouse gas 
emission reduction 
goals.1
By FY 2025/26, 90% of our global 
operations’ electricity will be obtained 
from renewable sources.2
Long term 
target: on track
By FY 2025/26, we will remove one 
million tons of greenhouse gas 
emissions from our supply chain.3
Long term 
target: off-track
By FY 2029/30, we will achieve 50% 
improvement in energy efficiency of 
Lenovo desktops4 and servers.4
Long term 
target: on track
By FY 2029/30, we will achieve 30% 
improvement in energy efficiency of 
Lenovo notebooks4 and Motorola 
products.5
Long term 
target: on track
Circular 
Economy
Lenovo is 
transitioning to a 
circular economy 
through 
innovations in our 
supply chain, 
product design 
and services.
By FY 2025/26, 84% of repairs can be 
done at the customer site, without 
having to send their PC to a service 
center.6
Long term 
target: on track
By FY 2025/26, 76% of repairable PC 
parts returned to our service center will 
be repaired for future use.7
Long term 
target: on track
By FY 2025/26, we will have enabled 
the recycling and reuse of 800 million 
pounds of end-of-life products.8
Long term 
target: on track
9.0 Long-Term KPI Progress

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Sustainable 
Materials
Lenovo is focused 
on integrating 
sustainable 
materials and 
minimizing waste 
through innovative 
product and 
packaging design.
By FY 2025/26, 100% of PC products 
will contain post-consumer recycled 
content materials.9
Long term 
target: on track
By FY 2025/26, we will use 300 million 
pounds of post-consumer recycled 
content plastics in our products.10
Long term 
target: on track
By FY 2025/26, 100% of smartphone 
products and accessories will be free of 
PVC and BFR.11
Long term 
target: on track
By FY 2025/26, 90% of PC products 
plastic packaging will be made from 
recycled materials.12
Long term 
target: on track
By FY 2025/26, Smartphone packaging 
will use 50% less single-use plastics and 
reduce in size/volume by 10% and 60% 
of smartphone packaging will be made 
from recycled materials.13
Long term 
target: on track
Social
KPI Type
Commitment
KPI
FY 2021/22 
Progress
Diversity 
and 
Inclusion
Lenovo believes 
smarter 
technology for all 
means everyone. If 
we truly want to 
innovate for 
society, we must 
design with the 
diversity of the 
world in mind.
By FY 2025/26, we will grow the global 
representation of women in executive 
roles to 27% (from 21% in 2020).
Long term 
target: off track
By FY 2025/26, we will grow the 
representation of executives in the US 
from historically underrepresented 
ethnic and racial groups to 35% (from 
29% in 2020).
Long term 
target: off track
By FY 2025/26, 75% of Lenovo’s 
products will be vetted by inclusive 
design experts to ensure they work for 
everyone, regardless of physical 
attributes or abilities.
Long term 
target: on track

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Philanthropy
Lenovo 
philanthropy 
provides smarter 
technology for all 
by empowering 
underrepresented 
communities with 
access to 
technology and 
STEM education.
By FY 2025/26, Lenovo philanthropy 
will impact 15 million lives and 
transform one million lives through 
philanthropic programs and 
partnerships.
Long term 
target: on track
By FY 2025/26, Lenovo philanthropy 
will engage one in four employees in its 
charitable programs (volunteerism and 
matching gifts).
Long term 
target: on track
Governance
KPI Type
Commitment
KPI
FY 2021/22 
Progress
Corporate 
Governance
Lenovo is focused 
on building a 
long-term, 
sustainable 
business that 
reflects our vision 
of smarter 
technology for all. 
Lenovo is focused 
on integrating ESG 
priorities into our 
day-to day 
operations.
Through FY 2025/26 and beyond, we 
will hold regular ESG Executive 
Oversight Committee meetings to 
include the interests of the business in 
ESG strategy discussions, assess the 
progress of our ESG initiatives, and 
evaluate the continued relevancy of our 
programs to Lenovo’s long term 
business strategy.
Long term 
target: on track
Through FY 2025/26 and beyond, we 
will propose recommendations to 
senior leadership regarding effective 
management of ESG risks and 
programs.
Long term 
target: on track
Through FY 2025/26 and beyond, we 
will provide regular updates on ESG 
topics to the Board of Directors.
Long term 
target: on track
Ethics
Lenovo fosters a 
culture that strives 
to attain the 
highest standards 
of ethical business 
conduct and 
compliance with all 
laws and 
regulations 
wherever it 
operates.
Through FY 2025/26 and beyond, we 
will continually advance our global 
ethics and compliance program 
through program and training 
enhancements.
Long term 
target: on track
Through FY 2025/26 and beyond, we 
will obtain recognition for leadership in 
this area.
Long term 
target: on track

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Privacy
Lenovo commits 
to continuously 
improve its privacy 
program.
Through FY 2025/26 and beyond, we 
will improve customer experience by 
making it easier for customers to 
request their personal information and 
by improving the speed in which 
Lenovo respond to these requests.
Long term 
target: on track
Through FY 2025/26 and beyond, we 
will improve the management and 
accountability of privacy impact 
assessments and pre-launch privacy 
compliance reviews.
Long term 
target: on track
Through FY 2025/26 and beyond, we 
will enhance existing training materials 
and continue to deliver privacy-focused 
training programs to Lenovo 
employees.
Long term 
target: on track
1	
Our goals support our emissions reduction targets, which were approved by the Science Based Targets 
initiative (SBTi).
2	
May be accomplished through installation of onsite renewable energy generation, entry into power 
purchase agreements (PPA) with power providers and/or the purchase of renewable energy credits.
3	
Relative to FY 2018/19 measured emissions.
4	
Energy efficiency improvement on average for comparable products relative to FY 2018/19.
5	
Energy efficiency improvement on average for comparable products relative to FY 2020/21.
6	
Excludes Android tablets and visuals.
7	
Measured by value.
8	
Cumulative total since 2005.
9	
Excludes tablets and accessories.
10	
Cumulative total since 2005.
11	
Controlled at 1000 ppm.
12	
Measured by weight and excludes tablets, accessories and monitors.
13	
Relative to FY 2020/21 and excludes RAZR and Lenovo smartphone packaging.

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FY 2021/22 Memberships  
and Associations
Scope of the Report
The U.N. Global Compact  
Communication on Progress (COP)
GRI Content Index
Hong Kong Stock Exchange's  
ESG Reporting Guide Content Index
126 
127
128 
129
139
10.0
Appendix

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Associations
•	 Bluetooth Special Interest Group (SIG)
•	 Consumer Technology Association (CTA)
•	 DIGITAL EUROPE
•	 Electronic Product Stewardship Canada
•	 Information Technology Industry Council (ITI)
•	 Mobile & Wireless Forum (MWF)
•	 PRBA-The Rechargeable Battery Association
•	 Responsible Business Alliance (RBA)
Programs, Workgroups, and Global Initiatives
•	 CDP • Climate Change and Water Security
•	 CHWMEG
•	 Circular Electronics Partnership
•	 ECMA•370 • The Eco Declaration Standard
•	 EcoVadis
•	 Global Logistics Emissions Council (GLEC)
•	 Global Recycling Programs, such as Call2Recycle 
(specific programs vary by jurisdiction and 
product)
•	 Global Reporting Initiative (GRI)
•	 Green Freight Asia (GFA)
•	 Hong Kong Stock Exchange ESG Reporting 
Requirements
•	 International Special Committee on Radio 
Interference (CISPR)
•	 Responsible Factory Initiative
•	 Responsible Labor Initiative
•	 Responsible Minerals Initiative 
•	 Responsible Recycling (R2) 
•	 Science Based Targets Network’s Corporate 
Engagement Program
•	 United Nations CEO Water Mandate
•	 United Nations Global Compact (UNGC)
•	 U.S. EPA’s Green Power Partnership
•	 U.S. EPA’s SmartWay
•	 World Business Council for Sustainable 
Development (WBCSD)
•	 World Resources Institute (WRI)
International Standards
•	 IECEE/PSC
•	 IEC/TC 108
•	 IEC/TC 111
•	 IEC/TC 124
•	 IEEE 1680.1 Standard for Environmental and Social 
Responsibility Assessment of Computers and 
Displays
•	 IEEE SA
•	 ISO 14001, Environmental Management Systems 
•	 ISO 50001, Energy Management
•	 ISO/IEC JTC 1/SC 39
•	 ISO/TC 176
•	 Leadership in Energy and Environmental Design 
(LEED)
•	 NSF/ANSI 426 Environmental Leadership and 
Corporate Social Responsibility Assessment of 
Servers
•	 Product Attribute to Impact Algorithm (PAIA) 
Project
•	 TCO Certified
The Company recognizes the importance of 
environmental leadership at the country level and is 
involved in additional national associations, programs, 
workgroups, and initiatives where relevant. Of 
particular note, the Company has participated in 
numerous environmental initiatives in China, including:
•	 Alliance for High Quality and Green Development 
of Information and Communication Technology 
Industry
•	 China Electronic Energy Saving Technology 
Association
•	 China Energy Conservation Program (CECP) 
•	 China Environmental Labeling Product (CELP) 
•	 China ePCF Project
•	 China Medium and Low Temperature Solder 
Association
•	 China MEE GEF POPs Project
•	 China MIIT Eco-Design Demonstration Enterprises 
Program
•	 China MIIT EPR (extended producer responsibility) 
Recycling Pilot Project
•	 China MIIT Green Manufacturing System Project 
•	 China National Resources Recycling Association
•	 China RoHS Standard Working Group 
•	 China WEEE Working Group
•	 Energy Saving Work Association of the Chinese 
Institute of Electronics
•	 Green Manufacturing Association of China
•	 PC+ China Energy Label (CEL)
10.0 Appendix
FY 2021/22 MEMBERSHIPS AND ASSOCIATIONS

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SCOPE OF THE REPORT
The contents of this report apply to Lenovo Group Limited (Hong Kong Stock Exchange: 992) (the Company), 
together with its principal Lenovo-branded and Motorola-branded subsidiaries. Where certain topics also 
include other principal subsidiaries, it is explained below. The scope of the Company’s material topics and their 
boundaries within its value chain are detailed in the table below. 
Product 
Development
Supply Chain Manufacturing
Sales & 
Marketing
Distribution
Use/End of 
Life
ESG Report Scope of Coverage 
Explanation of Scope Changes
Environment
Emissions/Climate Change
Lenovo, Motorola Mobility, LCFC, 
Medion, NEC PC, FCCL
The Company’s climate change program 
and EMS covers the entities listed. 
Energy
Lenovo, Motorola Mobility, LCFC, 
Medion, NEC PC, FCCL
The Company’s energy program and EMS 
covers the entities listed. 
Product Packaging and 
Materials
Lenovo, Motorola Mobility, LCFC
The Company’s product packaging and 
materials program also includes LCFC.  
Entities not listed have their own 
management system for these aspects. 
Waste/Recycling
Lenovo, Motorola Mobility, LCFC, 
Medion, NEC PC, FCCL
The Company’s waste management 
program and EMS covers the entities 
listed. Although there may be waste 
generation during distribution, it is not 
covered in the scope of the report.
Water
Lenovo, Motorola Mobility, LCFC, 
Medion, NEC PC, FCCL
The Company’s water management 
program and EMS covers the entities 
listed. Sales and marketing functions often 
occur at large office sites and large office 
sites are now all reporting water data.
Social
Community/Philanthropy 
Lenovo, Motorola Mobility
Distribution was removed because the full 
value chain is not covered in this topic.
DEI
Lenovo, Motorola Mobility
Full integration of Stoneware no longer 
requires inclusion in scope.
Human Rights
Lenovo and Motorola Mobility are fully 
incorporated into the Company’s 
corporate programs in this area.
No change
Safety
Lenovo, Motorola Mobility, LCFC and 
NEC PC
No change
Training & Development
Lenovo, Motorola Mobility
Added to the table this year
Employee Representation
Lenovo, Motorola Mobility, NEC PC for 
all metrics.  Number of employees, 
Percentage of employees by region, 
and Percentage of employees by 
workforce representation metrics also 
include Sunny IT, FCCL, Medion, LCFC, 
and Net App
No change
Governance
Economic Performance
See the FY 2021/22 Annual Report 
page 266
  No change
Ethics/Integrity
Lenovo and Motorola Mobility are fully 
incorporated into the Company’s 
corporate programs in this area.
No change
Data Privacy/Security
Lenovo, Motorola Mobility
No change
Product Quality
Lenovo, Motorola Mobility, LCFC
The Company’s QMS covers the entities 
listed.
Regulatory/Compliance
Lenovo, Motorola Mobility, LCFC
The Company’s Regulatory/Compliance 
program covers the entities listed.
Innovation
Lenovo, Motorola Mobility
Added to the table this year

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THE U.N. GLOBAL COMPACT COMMUNICATION ON 
PROGRESS (COP)
The U.N. Global Compact is a public-private strategic policy initiative for businesses committed to aligning 
operations and strategies with ten universally accepted principles in the areas of human rights, labor, 
environment, and anti-corruption. Lenovo became a signatory to the U.N. Global Compact in 2009 and our 
Chairman and Chief Executive Officer, Yang Yuanqing, continues to fully endorse and support its principles. This 
report serves as Lenovo’s 2021/22 Communication on Progress.
Principle
See page(s)
Human Rights
Principle 1: Businesses should support and respect the protection of internationally 
proclaimed human rights;
42-49
Principle 2: make sure that they are not complicit in human rights abuses.
42, 56, 70-71, 83-87
Labour
Principle 3: Businesses should uphold the freedom of association and the effective 
recognition of the right to collective bargaining;
56-59,83-87
Principle 4: the elimination of all forms of forced and compulsory labour;
56-58, 83-87
Principle 5: the effective abolition of child labour; and
83-87
Principle 6: the elimination of discrimination in respect of employment and 
occupation.
42-49, 52-53
Environment
Principle 7: Businesses should support a precautionary approach to environmental 
challenges;
26-28
Principle 8: undertake initiatives to promote greater environmental responsibility; 
and
19-26, 88-90
Principle 9: encourage the development and diffusion of environmentally friendly 
technologies.
26-34, 39
Anti-Corruption
Principle 10: Businesses should work against corruption in all its forms, including 
extortion and bribery.
70-71, 83-84

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GRI CONTENT INDEX
GRI Standard
Disclosure
Page number(s)
Other reference material(s)
GRI 101: Foundation 2016
General Disclosures
GRI 102: General
Disclosures 2016
Organizational profile
102-1 Name of the 
organization
13
102-2 Activities, brands, 
products, and services
13
102-3 Location of 
headquarters
13
102-4 Location of operations
13
102-5 Ownership and legal 
form
13
102-6 Markets served
13
102-7 Scale of the 
organization
13
102-8 Information on 
employees and other 
workers
95-96
102-9 Supply chain
82-91
102-10 Significant changes to 
the organization and its 
supply chain
82-91
102-11 Precautionary Principle 
or approach
26, 28, 55, 56
102-12 External initiatives
126
102-13 Membership of 
associations
126
Strategy
102-14 Statement from senior 
decision-maker
4-7
Ethics and integrity
102-16 Values, principles, 
standards, and norms of 
behavior
6-7, 70-72
Governance
102-18 Governance structure
68-70
FY 2021/22 Annual Report,  
pages 60-133

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
Stakeholder engagement
102-40 List of stakeholder 
groups
11-12
FY 2021/22 Annual Report,  
pages 39-40
102-41 Collective bargaining 
agreements
56, 83-86
102-42 Identifying and 
selecting stakeholders
11-12
FY 2021/22 Annual Report,  
pages 39-40
102-43 Approach to 
stakeholder engagement
11-12
FY 2021/22 Annual Report,  
pages 39-40
102-44 Key topics and 
concerns raised
11-12
Reporting practice
102-45 Entities included in 
the consolidated financial 
statements
127
FY 2021/22 Annual Report,  
pages 266-273
102-46 Defining report 
content and topic 
Boundaries
10, 13
102-47 List of material topics
11
102-48 Restatements of 
information
108-109, 117
102-49 Changes in reporting
10, 127
102-50 Reporting period
10
102-51 Date of most recent 
report
10
102-52 Reporting cycle
10
102-53 Contact point for 
questions regarding the 
report
10
102-54 Claims of reporting in 
accordance with the GRI 
Standards
10
102-55 GRI content index
129-138
102-56 External assurance
18

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
Material Topics
200 series (Economic topics)
Economic Performance
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
11
103-2 The management 
approach and its 
components
68-70
103-3 Evaluation of the 
management approach
70
GRI 201: Economic 
Performance 2016
201-2 Financial implications 
and other risks and 
opportunities due to climate 
change
23-24
FY 2021/22 Annual Report,  
pages 35-38
Procurement Practices
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
82-91
103-2 The management 
approach and its 
components
82-91
103-3 Evaluation of the 
management approach
82-91
GRI 204: 
Procurement 
Practices 2016
204-1 Proportion of spending 
on local suppliers
82
Anti-corruption
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
68-73
103-2 The management 
approach and its 
components
68-73
103-3 Evaluation of the 
management approach
68-73
GRI 205: 
Anti-corruption 
2016
205-2 Communication and 
training about 
anti-corruption policies and 
procedures
71

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
Anti-competitive Behavior
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
71
103-2 The management 
approach and its 
components
71
103-3 Evaluation of the 
management approach
68-73
GRI 206: 
Anti-competitive
Behavior 2016
206-1 Legal actions for 
anticompetitive behavior, 
anti-trust, and monopoly 
practices
71
300 series (Environmental topics)
Materials
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
18, 26-30, 127
103-2 The management 
approach and its 
components
18, 26-30
103-3 Evaluation of the 
management approach
18, 26-30, 106, 
112, 114
GRI 301: Materials 
2016
301-1 Materials used by 
weight or volume
28-30, 106
301-2 Recycled input 
materials used
28-30, 37-39
Energy
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
18, 20-21, 30-31, 
127
103-2 The management 
approach and its 
components
18, 20-21, 30-31
103-3 Evaluation of the 
management approach
18, 20-21, 30-31, 
113, 115
GRI 302: Energy 
2016
302-1 Energy consumption 
within the organization
101, 103
302-3 Energy intensity
101
302-4 Reduction of energy 
consumption
20-21
302-5 Reductions in energy 
requirements of products 
and services
30-31, 107

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
Water and Effluents
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
18, 25-26, 127
103-2 The management 
approach and its 
components
18, 25-26
103-3 Evaluation of the 
management approach
18, 25-26, 115-116
GRI 303: Water and 
Effluents 2018
303-1 Interactions with water 
as a shared resource
25-26
303-3 Water withdrawal
103, 109
303-4 Water discharge
104
303-5 Water consumption
104
Emissions
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
18-24, 127
103-2 The management 
approach and its 
components
18-24
103-3 Evaluation of the 
management approach
18-24, 113, 115-117
GRI 305: Emissions 
2016
305-1 Direct (Scope 1) GHG 
emissions
100-102, 108-109
305-2 Energy indirect (Scope 
2) GHG emissions
100-101, 103, 
108-109
305-3 Other indirect (Scope 
3) GHG emissions
100, 108-109
305-4 GHG emissions 
intensity
100
305-5 Reduction of GHG 
emissions
20, 100
305-6 Emissions of 
ozone-depleting substances 
(ODS)
24

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
Waste
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
18, 24, 37-38, 
127
103-2 The management 
approach and its 
components
18, 24, 37-38
103-3 Evaluation of the 
management approach
18, 24, 37-38, 
115-116
GRI 306: Waste 
2020
306-1 Waste generation and 
significant waste-related 
impacts
24, 37-38
306-2 Management of 
significant waste-related 
impacts
24, 37-38
306-3 Waste generated
104-106
306-4 Waste diverted from 
disposal
104-106, 109
306-5 Waste directed to 
disposal
104-106, 109
Environmental Compliance
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
18
103-2 The management 
approach and its 
components
18
103-3 Evaluation of the 
management approach
18
GRI 307: 
Environmental 
Compliance 2016
307-1 Non-compliance with 
environmental laws and 
regulations
24-26

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
Supplier Environmental Assessment
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
82, 88-90
103-2 The management 
approach and its 
components
88-90
103-3 Evaluation of the 
management approach
88-90
GRI 308: Supplier 
Environmental 
Assessment 2016
308-1 New suppliers that 
were screened using 
environmental criteria
84, 88-90
308-2 Negative 
environmental impacts in the 
supply chain and actions 
taken
88-90
400 series (Social topics)
Employment
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
42
103-2 The management 
approach and its 
components
42-53
103-3 Evaluation of the 
management approach
42-53
GRI 401: 
Employment 2016
401-1 New employee hires 
and employee turnover
95-96
Occupational Health and Safety
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
54-56
103-2 The management 
approach and its 
components
54-56
103-3 Evaluation of the 
management approach
54-56

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
GRI 403: 
Occupational 
Health and Safety 
2018
403-1 Occupational health 
and safety management 
system
54-56
403-2 Hazard identification, 
risk assessment, and incident 
investigation
54-56
403-4 Worker participation, 
consultation, and 
communication on 
occupational health and 
safety
54-56
403-5 Worker training on 
occupational health and 
safety
54-56, 98
403-6 Promotion of worker 
health
54-56
403-9 Work-related injuries
54, 98
403-10 Work-related ill 
health
54, 98
Training and Education
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
50-51
103-2 The management 
approach and its 
components
50-51
103-3 Evaluation of the 
management approach
50-51, 97-98
GRI 404: Training 
and Education 2016
404-1 Average hours of 
training per year per 
employee
97-98
404-2 Programs for 
upgrading employee skills 
and transition assistance 
programs
50-51

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
Diversity and Equal Opportunity
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
43-49
103-2 The management 
approach and its 
components
43-49
103-3 Evaluation of the 
management approach
43-49
GRI 405: Diversity 
and Equal 
Opportunity 2016
405-1 Diversity of 
governance bodies and 
employees
95-96
Forced or Compulsory Labor
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
42, 83-86
Supplier Code of Conduct
103-2 The management 
approach and its 
components
42, 83-86
RBA Code of Conduct
103-3 Evaluation of the 
management approach
42, 83-86
GRI 409: Forced or 
Compulsory Labor 
2016
409-1 Operations and 
suppliers at significant risk 
for incidents of forced or 
compulsory labor
42, 83-86
Human Rights Assessment
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
15, 42, 83-84
Human Rights Policy
103-2 The management 
approach and its 
components
15, 42, 83-84
RBA Code of Conduct
103-3 Evaluation of the 
management approach
15, 83-84
GRI 412: Human 
Rights Assessment 
2016
412-2 Employee training on 
human rights policies or 
procedures
42, 44

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GRI Standard
Disclosure
Page number(s)
Other reference material(s)
Local Communities
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
64-65, 90-91
103-2 The management 
approach and its 
components
64-65, 90-91
103-3 Evaluation of the 
management approach
64-65, 90-91, 
98-99
GRI 413: Local 
Communities 2016
413-1 Operations with local 
community engagement, 
impact assessments, and 
development programs
64-65, 90-91, 
98-99
Supplier Social Assessment
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
83-87
103-2 The management 
approach and its 
components
83-87
103-3 Evaluation of the 
management approach
83-87
GRI 414: Supplier 
Social Assessment 
2016
414-2 Negative social 
impacts in the supply chain 
and actions taken
83-87
Customer Privacy
GRI 103: 
Management 
Approach 2016
103-1 Explanation of the 
material topic and its 
Boundary
71-72
103-2 The management 
approach and its 
components
71-72
103-3 Evaluation of the 
management approach
71-72
GRI 418: Customer 
Privacy 2016
418-1 Substantiated 
complaints concerning 
breaches of customer 
privacy and losses of 
customer data
71-72

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HONG KONG STOCK EXCHANGE’S ESG REPORTING GUIDE 
CONTENT INDEX
“Comply or explain” Provisions
Page 
Number(s)
Other reference 
material(s)
Subject Area A. Environmental
Aspect A1: Emissions
General Disclosure
Information on:
(a)	 the policies; and
(b)	 compliance with relevant laws and regulations that have a 
significant impact on the issuer
relating to air and greenhouse gas emissions, discharges into 
water and land, and generation of hazardous and nonhazardous 
waste.
Note:	
Air emissions include NOx, SOx, and other pollutants regulated under 
national laws and regulations. Greenhouse gases include carbon dioxide, 
methane, nitrous oxide, hydrofluorocarbons, perfluorocarbons and sulphur 
hexafluoride. Hazardous wastes are those defined by national regulations.
18-20, 22-26
KPI 
A1.1
The types of emissions and respective emissions data.
100, 102-103
KPI 
A1.2
Direct (Scope 1) and energy indirect (Scope 2) 
greenhouse gas emissions (in tonnes) and, where 
appropriate, intensity (e.g. per unit of production 
volume, per facility).
100
– Scope 1 emissions
100
– Scope 2 emissions
100
KPI 
A1.3
Total hazardous waste produced (in tonnes) and, 
where appropriate, intensity (e.g. per unit of 
production volume, per facility).
104, 105
KPI 
A1.4
Total nonhazardous waste produced (in tonnes) and, 
where appropriate, intensity (e.g. per unit of 
production volume, per facility).
104, 105
KPI 
A1.5
Description of emissions target(s) set and steps taken 
to achieve them.
19-20, 113, 
115-117, 120
https://www.lenovo.
com/environmental_
targets
KPI 
A1.6
Description of how hazardous and nonhazardous 
wastes are handled, and a description of reduction 
target(s) set and steps taken to achieve them.
24, 112, 114, 
115-117
https://www.lenovo.
com/environmental_
targets

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“Comply or explain” Provisions
Page 
Number(s)
Other reference 
material(s)
Aspect A2: Use of Resources
General Disclosure
Policies on the efficient use of resources, including energy, water 
and other raw materials.
Note:	
Resources may be used in production, in storage, transportation, in buildings, 
electronic equipment, etc.
18, 21, 25-32
KPI 
A2.1
Direct and/or indirect energy consumption by type 
(e.g. electricity, gas or oil) in total (kWh in ’000s) and 
intensity (e.g. per unit of production volume, per 
facility).
101-103
KPI 
A2.2
Water consumption in total and intensity (e.g. per unit 
of production volume, per facility).
103-104
KPI 
A2.3
Description of energy use efficiency target(s) set and 
steps taken to achieve them.
21, 30-31, 113, 
115, 117, 120
https://www.lenovo.
com/environmental_
targets
KPI 
A2.4
Description of whether there is any issue in sourcing 
water that is fit for purpose, water efficiency target(s) 
set and steps taken to achieve them.
25-26, 115, 117
https://www.lenovo.
com/environmental_
targets
KPI 
A2.5
Total packaging material used for finished products (in 
tonnes) and, if applicable, with reference to per unit 
produced.
107
Aspect A3: The Environment and Natural Resources
General Disclosure
Policies on minimising the issuer’s significant impacts on the 
environment and natural resources.
18-39
KPI 
A3.1
Description of the significant impacts of activities on 
the environment and natural resources and the actions 
taken to manage them.
18-39, 112-117, 
120-121
https://www.lenovo.
com/environmental_
targets
Aspect A4: Climate Change
General Disclosure
Policies on identification and mitigation of significant 
climate-related issues which have impacted, and those which may 
impact, the issuer.
18-39
KPI 
A4.1
Description of the significant climate-related issues 
which have impacted, and those which may impact, 
the issuer, and the actions taken to manage them.
18-39, 112-117, 
120-121

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“Comply or explain” Provisions
Page 
Number(s)
Other reference 
material(s)
Subject Area B. Social
Employment and Labour Practices
Aspect B1: Employment
General Disclosure
Information on:
(a)	 the policies; and
(b)	 compliance with relevant laws and regulations that have a 
significant impact on the issuer
relating to compensation and dismissal, recruitment and 
promotion, working hours, rest periods, equal opportunity, 
diversity, anti-discrimination, and other benefits and welfare.
42-53
KPI 
B1.1
Total workforce by gender, employment type (for 
example, full- or part-time), age group and 
geographical region.
95
KPI 
B1.2
Employee turnover rate by gender, age group and 
geographical region.
96
Aspect B2: Health and Safety
General Disclosure
Information on:
(a)	 the policies; and
(b)	 compliance with relevant laws and regulations that have a 
significant impact on the issuer
relating to providing a safe working environment and protecting 
employees from occupational hazards.
54-56
KPI  
B2.1
Number and rate of work-related fatalities occurred in 
each of the past three years including the reporting 
year.
98
KPI 
B2.2
Lost days due to work injury.
54, 98
KPI 
B2.3
Description of occupational health and safety 
measures adopted, and how they are implemented and 
monitored.
54-59

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Page 
Number(s)
Other reference 
material(s)
Aspect B3: Development and Training
General Disclosure
Policies on improving employees’ knowledge and skills for 
discharging duties at work. Description of training activities.
Note:	
Training refers to vocational training. It may include internal and external 
courses paid by the employer.
50
KPI 
B3.1
The percentage of employees trained by gender and 
employee category (e.g. senior management, middle 
management).
97
KPI 
B3.2
The average training hours completed per employee 
by gender and employee category.
97-98
Aspect B4: Labour Standards
General Disclosure
Information on:
(a)	 the policies; and
(b)	 compliance with relevant laws and regulations that have a 
significant impact on the issuer
relating to preventing child and forced labour.
42, 86
KPI 
B4.1
Description of measures to review employment 
practices to avoid child and forced labour.
42, 86
KPI 
B4.2
Description of steps taken to eliminate such practices 
when discovered.
42, 86
Operating Practices
Aspect B5: Supply Chain Management
General Disclosure
Policies on managing environmental and social risks of the supply 
chain.
82-91
KPI 
B5.1
Number of suppliers by geographical region.
82
KPI 
B5.2
Description of practices relating to engaging suppliers, 
number of suppliers where the practices are being 
implemented, and how they are implemented and 
monitored.
83-91
KPI 
B5.3
Description of practices used to identify environmental 
and social risks along the supply chain, and how they 
are implemented and monitored.
83-91
KPI 
B5.4
Description of practices used to promote 
environmentally preferable products and services 
when selecting suppliers, and how they are 
implemented and monitored.
88-90

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“Comply or explain” Provisions
Page 
Number(s)
Other reference 
material(s)
Aspect B6: Product Responsibility
General Disclosure
Information on:
(a)	 the policies; and
(b)	 compliance with relevant laws and regulations that have a 
significant impact on the issuer
relating to health and safety, advertising, labelling and privacy 
matters relating to products and services provided and methods 
of redress.
74-75
KPI 
B6.1
Percentage of total products sold or shipped subject 
to recalls for safety and health reasons.
75
In FY 2021/22, there 
were no product recalls 
related to safety and 
health reasons.
KPI 
B6.2
Number of products and service related complaints 
received and how they are dealt with.
73
Due to confidential 
business constraints, the 
Company does not 
disclose the quantitative 
results of product or 
service-related 
complaints.
KPI  
B6.3
Description of practices relating to observing and 
protecting intellectual property rights.
71
KPI  
B6.4
Description of quality assurance process and recall 
procedures.
74-75
KPI  
B6.5
Description of consumer data protection and privacy 
policies, and how they are implemented and 
monitored.
71-72

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“Comply or explain” Provisions
Page 
Number(s)
Other reference 
material(s)
Aspect B7: Anti-corruption
General Disclosure
Information on:
(a)	 the policies; and
(b)	 compliance with relevant laws and regulations that have a 
significant impact on the issuer 
relating to bribery, extortion, fraud and money laundering.
70-71
KPI 
B7.1
Number of concluded legal cases regarding corrupt 
practices brought against the issuer or its employees 
during the reporting period and the outcomes of the 
cases.
71
KPI 
B7.2
Description of preventive measures and 
whistle-blowing procedures, and how they are 
implemented and monitored.
70-73
KPI 
B7.3
Description of anti-corruption training provided to 
directors and staff.
71
Community
Aspect B8: Community Investment
General Disclosure
Policies on community engagement to understand the needs of 
the communities where the issuer operates and to ensure its 
activities take into consideration the communities’ interests.
61-65
KPI 
B8.1
Focus areas of contribution (e.g. education, 
environmental concerns, labour needs, health, culture, 
sport).
61-65, 98-99
KPI 
B8.2
Resources contributed (e.g. money or time) to the 
focus area.
61-65, 98-99

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