ATS
Forward 
Together
on ESG
ATS Automation
Sustainability Report 2021

2
About This Report
We are pleased to present ATS’ second annual sustainability report. 
Fiscal year 2021 was an extraordinary year for the world and ATS. 
We were able to meet the challenge of the global COVID-19 pandemic 
through teamwork, a focus on safety and a commitment to continuous 
improvement in meeting the needs of our employees, communities 
and customers. 
In designing and planning this report, we continued to 
build on the themes of ethics and governance, people, 
social responsibility, and responsible manufacturing 
and service.
In this 2021 report, we have aligned our management 
approach and performance disclosures to the SASB 
Standard for Industrial Machinery and Goods. All details 
related to our global operations and financial figures 
are in Canadian dollars, unless otherwise specified. 
We welcome your thoughts and perspectives on this 
report and any recommendations for the future. 
Please contact us at investor@atsautomation.com
Contents
About This Report	
2
Who We Are	
3
Message from Our CEO	
4
Our Story	
6
Forward with Purpose	
8
Making a Positive Impact	
10
Ethics and Integrity	
14
People	
20
Social Responsibility	
30
Responsible Manufacturing and Service	
34
Looking Ahead	
41
SASB Index	
42 
Forward-Looking Statements	
43

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
3
Who We Are
ATS is an industry-leading automation 
solutions provider to many of the world’s 
most successful companies.
ATS uses its extensive knowledge base and global capabilities in 
custom automation, repeat automation, automation products and 
value-added services, including pre-automation and after-sales 
services, to address the sophisticated manufacturing automation 
systems and service needs of multinational customers in markets 
such as life sciences, food & beverage, transportation, consumer 
products and energy.
ATS is also increasingly helping our customers meet their 
sustainability goals by incorporating elements of reduced waste, 
energy efficiency and sustainability metrics in our design process.
ATS at-a-Glance
ATA
Stock Exchange listing 
$4.2 billion 
Market capitalization1 
$1.4 billion 
Revenue (Fiscal 2021)
5,000+ 
Employees worldwide
1 Market capitalization as of August 31, 2021
28 
Facilities 
50+ 
Offices 
20+
Countries 
25,000+ 
Projects completed

4
Our primary playbook, the ATS Business Model (ABM), 
also made an invaluable contribution by helping to drive 
innovation and operational improvements. In a year 
filled with unknowns, the ABM helped us surmount 
those challenges. When our people couldn’t travel, we 
moved to virtual meetings and found ways to provide 
service and support to suppliers and customers through 
digital tools. When a customer needed to deliver 
COVID-19 rapid test kits on an exceptionally tight 
timeline, we were able to compress a 40-week job into 
14 weeks. So, while the year and the challenges were 
unprecedented, ATS ran true to form, embracing 
innovation to meet customers’ needs.
Message 
from Our CEO
I am pleased to present our 
second annual sustainability report. 
It covers fiscal year 2021, a year 
which started with great uncertainty 
for ATS and our customers as the 
COVID-19 pandemic spread across 
the globe. We met those challenges 
and kept our commitments to our 
customers and communities, 
thanks to the energy, imagination 
and dedication of our people.
Across the Company, our commitment to continually 
improving our ESG performance and reporting is stronger 
than ever. Over the year, we were able to build on our 
ESG foundation, with our greatest focus being on the 
health, safety and mental wellbeing of our employees.
Early in the pandemic, at all of our operations, we 
helped employees who did not need to stay on site 
make the transition to working effectively from home. 
At the same time, we supported site-essential 
employees by having protocols and systems in place 
to make their work environments as safe as possible. 
Over this time, our pandemic response was shaped by 
“Forward Together,” our playbook for workplace 
wellbeing. Developed by ATS, this resource was so 
effective that customers and suppliers asked for 
copies, which we were happy to share.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
5
We also made steady progress on our ESG 
Commitments. We fully embedded ESG as a Board 
priority and moved to develop clear lines of accountability 
for developing ESG policy and tracking our performance. 
ATS’ ESG efforts, including our reporting, continue to 
focus on four sustainability themes: ethics and integrity, 
people, social responsibility, and responsible 
manufacturing and service. This year’s report is 
structured around our performance regarding those 
themes and related targets we set during the year.
Additionally, the report expands on the range of topics 
we covered in fiscal 2020 by introducing our 
sustainability targets and aligning with global initiatives, 
including the United Nations’ Sustainable Development 
Goals (SDGs) and the Sustainability Accounting 
Standards Board (SASB) framework. These targets and 
reporting structures will play a vital role in helping to 
reach one of the most ambitious and important goals 
in our history: ATS is committed to becoming carbon 
neutral by 2030. With our people and our approach, 
it is a goal I am absolutely confident we will achieve. 
In my letter last year, I looked forward to reporting on 
how society met the pandemic challenge and how ATS 
contributed to that achievement. The world has made 
tremendous progress, and as I write, COVID-19 
vaccinations are still trending upward, and in our 
major markets, business is beginning to rebound. 
There is still a long way to go, but we are moving 
Forward Together. Looking to the future, our 
commitment to ESG will position us well to grow and 
succeed by achieving our purpose: Creating solutions 
that positively impact lives around the world.
Sincerely, 
Andrew Hider
Chief Executive Officer
ATS Automation
“We met the pandemic challenges and kept 
our commitments to our customers and 
communities, thanks to the energy, 
imagination and dedication of our people.”

6
Our Story
Established in Cambridge, Ontario, 
in 1978, ATS Automation Tooling 
Systems Inc. (TSX: ATA) is an 
industry-leading automation 
solutions provider to many of the 
world’s most successful companies.
Our industry-leading automation and 
integration solutions and services streamline 
and optimize manufacturing operations.
A culture of innovation and continuous 
improvement defines our Company and our 
people. We are moving Forward Together, 
transforming our business by expanding into 
new markets, geographies and growth areas.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
7
What We Do
ATS teams excel at delivering fully customized 
machines, systems and enterprise programs, as well as 
standardized products and modular capabilities, which 
can be scaled to meet demand.
We use our extensive knowledge base and global 
capabilities in custom automation, repeat automation, 
automation products and value-added services, 
including pre-automation and after-sales services, to 
address the sophisticated manufacturing automation 
systems and service needs of multinational customers.
Who We Serve
Our global customers are in five key markets: life 
sciences, food & beverage, transportation, consumer 
products and energy. While diversified by region and 
sector, our customers all need high-precision equipment 
to make their products at the highest levels of quality, 
on time and on budget.
Our Life Sciences customers produce a variety of medical 
devices, pharmaceuticals and radiopharmaceuticals. Life 
sciences represents more than half of our business by 
revenue, up from one-third of our business a decade ago. 
In the Food & Beverage market, we serve customers in 
areas including fresh produce, ready-made meals, dairy 
and beer.
We serve Transportation customers in the electric and 
hybrid vehicle, traditional automotive and aerospace 
sectors.
Our Consumer market includes warehouse 
automation, personal care and cosmetics, and 
durable goods manufacturers.
Our Energy customers include energy technology 
companies in nuclear and solar power.
How We Operate
The ATS Business Model, or ABM, is our playbook. It 
unites our decentralized operations by providing a 
common language across international offices and 
building a common culture of excellence and continuous 
improvement in all areas of the business.
As ATS has grown, both organically and through 
acquisitions, the ABM enables us to welcome and 
integrate new teams at acquired companies. It helps 
us move forward together to deliver innovative solutions 
for customers and deliver value to shareholders.
   Manufacturing Facilities
 Ofﬁces

8
Forward with 
Purpose
At ATS we are inspired by our 
purpose, shaped by our values 
and guided by the ATS Business 
Model (ABM).
“We have an ABM mindset to improving the cost 
basis of running our business. In terms of the 
products and services we provide, the ABM 
mindset can inherently improve the sustainability 
of systems. From an ESG investment perspective, 
it is attractive – both as a challenge to do better, 
but also as a pathway in terms of further savings 
and cost-benefit to the business.”
Steve Emery, VP Global Procurement

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
9
Our Purpose
Creating solutions that positively impact lives around the world.
Our Values
People: Having the best team 
and winning as a team
•	We continuously work to develop, engage, empower 
and energize our people
•	We support our people to foster a safe, positive and 
inclusive work environment where everyone is respected 
and given the opportunity to do their best
Process: Our commitment 
to continuous improvement
•	We align around the ABM to pursue continuous 
improvement in all aspects of our business
•	With a balance of strategic thinking and tactical execution, 
we ensure that we are creating value for our customers, 
today and in the future
Performance: Delivering results for our 
customers, shareholders and employees
•	We compete to win every day, always with 
uncompromising integrity and holding ourselves to 
the highest ethical standards
•	We develop innovative solutions to complex problems 
and provide unique value that fuels growth in our markets
•	We own our results and have full accountability to creating 
value for our customers and shareholders
Guided By the ABM
We introduced the ABM four years ago to provide 
management and employees at all levels of our 
operations around the world with a playbook for 
operating efficiently, scaling effectively and continually 
improving. As we have grown and expanded into new 
businesses and geographies, the ABM has made an 
essential contribution by giving all ATS employees a 
common language and shared way of looking at, and 
thinking about, our business. It has also shown that it 
can deliver results beyond operational efficiency and is 
now shaping our approach to strategy, sales, marketing 
and, increasingly, ESG targets and performance.
The ABM emphasizes a focus on performance, value 
drivers, KPIs and visible daily management as a 
foundation for pursuing excellence and contributing to 
customer success, through strategic planning processes, 
goal deployment and pioneering innovation. “Kaizen” 
means “change for the good”; as part of the ABM we 
hold Kaizen events where employees and company 
leaders gather together to focus on particular challenges 
and rapidly generate ideas and approaches for improving 
our performance. Adapting to pandemic-related travel 
restrictions, we moved to online Kaizen events and 
training sessions and found that despite working 
remotely, we were still able to foster innovation, develop 
solutions and drive improvements.
 9

10
Making a 
Positive Impact
ATS makes products that make a 
better world. For our customers in 
the Life Sciences sector, we provide 
innovative equipment and solutions 
to automate the manufacturing of 
medical devices and pharmaceutical 
products that help save lives.
In the e-mobility and electric vehicle (EV) 
sector, we contribute to the building and 
testing of electric batteries that play a crucial 
role in moving toward a low-carbon future. 
Across all the sectors we serve, we are 
designing and building more efficient products 
and solutions, which help our customers 
achieve their sustainability commitments.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
11
Our Long-Term Sustainability Targets
Our fiscal 2020 report identified the four themes that 
shape our sustainability strategy: ethics and governance, 
people, social responsibility, and responsible 
manufacturing and service. Developed using the ABM, 
they represent the priorities of our people and our 
business. In fiscal 2021, we built on that foundation by 
setting five sustainability targets, including becoming 
carbon neutral by 2030 and expanding the percentage 
of women in leadership at ATS. Targets ensure 
accountability; we have tasked specific teams with 
achieving our goals. As we advance, we will provide those 
teams with the resources and backing they need while we 
expand our range of long-term sustainability targets. We 
see sustainability as a continuous journey that perfectly 
aligns with ATS’ commitment to continuous improvement.
Targets 2030
Theme
Metric
Target 2030
People
Workplace Safety
Lost Time Severity Rate
4.0
People
Uniqueness and Belonging
Women in leadership
30%
Ethics
Employee and Manager Training
Completion of annual ethics training 
by all managers and employees
100%
Social Responsibility
Communities Impacted
Charitable support in communities 
where ATS is located
100%
Responsible Manufacturing and Service
Climate Change
Scope 1 and 2 emissions 
from operations in TCO2e
Carbon 
neutral
“Sustainability targets stand 
as our public pledge to 
drive improvement in areas 
essential to the future 
growth, protection and 
prosperity of our business, 
and the world around us.”
Andrew Hider, CEO

12
Materiality Assessment
When we say the ABM guides everything we do, we mean 
it. In October 2019, we held a Kaizen event attended by 
representatives of our global Health, Safety and 
Environment (HSE) and Human Resources (HR) teams 
from all of our business segments. Supported by our 
ABM Champions, meeting participants determined what 
is material – what matters most – to ATS employees, 
investors, customers and other key stakeholders in order 
to establish our sustainability themes and initial goals. 
Subsequently, we have continued to work with both 
internal teams and external stakeholders to sharpen our 
focus and further define our ESG targets. One of our 
objectives for fiscal 2022 is to conduct a formal 
materiality assessment.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
13
Alignment to the UN Sustainable Development Goals 
The United Nations’ 17 Sustainable Development Goals (SDGs) are the central organizing feature of its 2030 Agenda 
for Sustainable Development, which was adopted by all Member States in 2015. ATS endorses this blueprint for a 
more sustainable future where governments, non-governmental organizations and businesses collaborate to address 
climate change, environmental degradation, poverty and inequality.
By virtue of our products and services and as a result of our corporate governance, leadership and strategy, ATS is 
playing a constructive and expanding role in a variety of areas that advance SDGs. This includes the management of 
our resources, operations and supply chain as well as initiatives to expand diversity and inclusion. While our efforts 
support a number of SDGs, we are particularly focused on SDG 3: Good Health and Well-Being, SDG 9: Industry, 
Innovation and Infrastructure, SDG 12: Responsible Consumption and Production and SDG 13: Climate Action.
SDG
Alignment
Our automation systems and solutions are used daily by medical device and pharmaceutical 
customers to produce life-saving medical instruments, cancer treatments and vaccines. During 
the COVID-19 pandemic, our ability to deliver high-quality solutions in compressed timelines has 
enabled customers to quickly ramp up capacity to produce COVID-19 diagnostic tests, personal 
protective equipment and vaccines. By designing, building, commissioning and servicing 
innovative manufacturing systems and solutions, we help our customers deliver a healthier, 
safer world and minimize production interruptions and shortages of vital medical products. By 
virtue of our growth strategy, we estimate that 56% of our revenues are related to Life Sciences 
applications that support SDG 3. 
Innovation is the lifeblood of ATS and the cornerstone of our business model. While we have solved 
complex production challenges by creating enabling solutions for customers on an everyday basis 
since our inception in 1978, we began to serialize some of our most widely used intellectual property 
in the form of standard products over 20 years ago. SuperTrak™ was our first such product. Over the 
decades, the SuperTrak™ family of smart conveyance systems has become a market leader. As a 
matter of strategy, we have added a variety of innovative products including Symphoni™ and 
Illuminate™ and, in the past three years, we have boosted investment in innovation and R&D. Our 
recently opened ATS Innovation Centre in Cambridge, Ontario is dedicated to accelerating the 
transformation of new ideas into state-of-the-art products, processes and services.  
Much of the work done at ATS involves the design and then assembly of components (mostly 
manufactured by rigorously vetted third parties) to build state-of-the-art manufacturing lines and 
systems. As a result, our generation of hazardous waste is minimal, and most of the waste we 
generate comes from recyclable packaging. We have set targets across the Company to divert 
at least 80% of waste away from landfill or incineration – in fiscal 2021 we diverted 83.6%. We 
also track energy consumption across all ATS locations and regularly look for opportunities to 
increase the use of clean power and reduce consumption. Externally, ATS helps customers 
achieve their sustainability goals through innovative products and processes which maximize 
manufacturing throughput while reducing physical footprint and energy consumption. To learn 
more about what actions we have taken in support of SDG 12, please see “Responsible 
Manufacturing and Service,” page 34.
ATS’ offerings in e-mobility are integral to customer production of EV and hybrid vehicles. 
Our systems and solutions enable automotive original equipment manufacturers (OEMs) to 
automate battery pack assembly and testing and ensure the highest standards of quality and 
safety for their vehicles. ATS’ innovative automation solutions for the nuclear industry span 
operations, maintenance, refurbishment and decommissioning, ensuring the safe and reliable 
use of a critical low-carbon energy source. We estimate that 20% of our revenues are related 
to e-mobility and nuclear solutions which support SDG 13.

14
Ethics and 
Integrity
Doing the right things the right way 
and putting our values into action 
enabled ATS to endure and succeed 
in a challenging year.
At ATS, people know where we stand and what 
we stand for, and that’s important, especially 
in uncertain times. Our commitment to 
ethics and integrity, and the implementation 
of policies and procedures to ensure strong 
governance and clear accountability, made an 
essential contribution to our solid performance 
in fiscal 2021. Our full-year results were strong 
overall, and we continued to create value 
for our customers and shareholders while 
supporting our employees and communities.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
15
Leadership and 
Accountability 
We understand that clear policy frameworks and 
expectations around ethics, transparency and 
accountability are essential foundations for success. 
Our Board sets these expectations and provides the 
guidance and oversight required to ensure they are met. 
With the Board’s leadership, we established a 
comprehensive range of guidelines and policies that 
help ensure that our employees and contractors can 
conduct themselves ethically and effectively, ensuring 
that ATS operates in a sustainable fashion that aligns 
with ESG principles. This is reflected in initiatives such 
as our commitment to becoming carbon neutral by 
2030, progressing our goal of fostering uniqueness and 
belonging, and steadily expanding the percentage of 
women in management roles across our Company. In 
addition, because we recognize that accountability 
drives performance, we are committed to reporting our 
progress toward meeting our sustainability targets.
At the Board level, ATS has adopted 
sustainability leadership and 
executive-level commitment. This 
commitment extends throughout 
our operations, where leaders take 
responsibility and ownership for 
local projects and results.
Our governance structure for sustainability is rooted in 
the Mandate for the Board of Directors. Through the 
Audit and Finance Committee, our Board maintains 
close oversight on our controls to ensure that the 
Company continues to operate ethically and in full 
compliance with regulatory requirements. This 
committee meets regularly throughout the year; any 
reports and investigations pertaining to ethics are 
reviewed no less than quarterly. Regular reports are 
presented to the Board in its entirety regarding our 
performance on workplace safety, environment, 
strategies to engage and develop our global employee 
base and progress on our sustainability targets. Both 
our Board of Directors and our executive leadership 
team recognize the importance of sustainability in the 
overall success of the Company in the years ahead.

16
Ethics and Compliance 
Across all our locations, ATS operates in accordance 
with regional and national laws and global corporate 
standards. We expect all ATS employees to operate in 
an ethical manner and support them in this effort. Our 
Corporate Code of Business Conduct was developed to 
foster an open atmosphere that allows and encourages 
employees to make inquiries or to report possible 
business ethics violations or violations of law, 
regulations, policies or procedures without fear 
of retribution or retaliation. 
In May 2021, ATS updated its Code of Business 
Conduct (CBC), which was adopted by the Board of 
Directors. The CBC supports ATS in operating with a set 
of core principles that guide all aspects of our work and 
makes clear that respect for others, ethical business 
dealings and compliance with laws are all fundamental 
tenets of our business. All ATS employees, officers and 
Board members are required to observe this Code as a 
condition of their employment. Our Code of Business 
Conduct applies equally to our directors, officers and 
employees, and serves as the guidepost for how we 
carry out our day-to-day business dealings. The 
principles of our Code continue to be reinforced by our 
Board of Directors, our Chief Executive Officer and our 
executive leadership team. Each manager at all levels 
of the Company is responsible for promoting awareness 
of, and ensuring compliance with, our Code of Business 
Conduct as we continue to build a great company the 
right way.
Our Code is reviewed and certified annually by all 
managers and employees and posted on our intranet in 
10 different languages. To supplement the Code, ATS 
has adopted and published a variety of policies covering 
specific topics in order to provide detailed instruction 
and guidance across the organization. These policies 
are also translated into a variety of languages to suit 
our global operations and made available to employees 
via our intranet.
The Code of Business Conduct 
addresses expectations of conduct 
in a number of key areas, including:
•	Employee conduct and maintaining a fair, 
respectful workplace;
•	Recognizing and managing conflicts of interest; 
•	Maintaining arm’s length relationships 
with suppliers;
•	Giving and receiving gifts and entertainment;
•	Investing in an ethical manner in accordance 
with insider trading controls;
•	Working in full compliance with all laws 
and regulations;
•	Complying with all competition and anti-trust laws;
•	Maintaining full and accurate records; 
•	Protecting and appropriate use of corporate 
assets and opportunities;
•	Protecting confidential information of ATS and our 
customers, suppliers and business partners;
•	Working in a manner which protects the safety 
of people and the environment; and
•	Reporting violations of the Code and illegal or 
unethical behaviour without fear of reprisal.
16

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
17
ATS Business Conduct Policies
•	Anti-Bribery and Anti-Corruption Policy
•	Anti-Trust Compliance Policy
•	Code of Business Conduct
•	Company Electronic Data Policy
•	Conflict Minerals Policy
•	Data and Records Retention Policy
•	Data Breach Notification Policy
•	Disclosure Policy
•	Ethics Policy
•	Export Compliance Policy
•	Global Employee Privacy Policy
•	Global Supplier Development and Evaluation 
Procedure
•	Handling Confidential Information Policy
•	Harassment Policy
•	Health, Safety and Environment (HSE) Policy
•	Information Security Policy
•	Insider Trading Policy
•	Supply Chain Policy
•	Workplace Violence Policy
17

18
Where a violation of our Code of Business Conduct, 
policies and/or regulations is suspected, employees are 
encouraged and required to report their concerns to a 
member of the management team or our Chief Ethics 
Officer. In the event that an employee is uncomfortable 
about communicating their concern in person, ATS 
maintains an independent third-party hotline which is 
available around-the-clock, 365 days of the year via 
www.reportit.net or by calling 1-877-778-5463. 
This contact information is provided to all employees via 
our employee intranet and by postings throughout our 
facilities globally.
In fiscal 2021 our CEO and executive leadership team 
confirmed our goal of ensuring that “100% of managers 
and employees complete required training on ethical 
business practices and complete a Certification to the 
Code of Business Conduct.” We are pleased to confirm 
that in fiscal 2021 this target was achieved.
Targets 2030
Ethics and Integrity
Target 2030
Fiscal 2021
Fiscal 2020
All managers complete required training on ethical 
business practices and complete Certification to the 
Code of Business Conduct.
100%
100%
100%
All employees complete required training on ethical 
business practices and complete Certification to the 
Code of Business Conduct.
100%
100%
100%

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
19
Working with Suppliers 
The ATS Supply Chain team focuses on several 
elements that we believe are critical to maintaining a 
robust and reliable supply chain for the organization 
globally. Key performance indicators for supplier 
performance have been standardized across the 
organization and are monitored regularly. Processes 
and standards for selecting and monitoring suppliers 
are established, with training provided globally to our 
local supply chain teams. Our supply chain teams work 
in partnership with our quality assurance teams to 
monitor risk, evaluate performance and work with our 
supply chain partners on continuous improvement 
initiatives. ATS works with a global supplier base that it 
audits regularly to ensure compliance with our 
agreements and expectations. ATS requires its suppliers 
to operate according to our Supplier Code of Ethics, 
which clearly lays out our expectation that suppliers 
conduct their activities ethically and comply with all 
applicable laws.
All new suppliers are required to complete our Global 
Supplier Development and Evaluation process. This 
process is designed to ensure that our suppliers can 
meet ATS supply expectations and mitigate risk to our 
business by working only with legitimate suppliers who 
understand and observe their regulatory obligations. 
Suppliers are required to sign our Non-Disclosure 
Agreement, complete our Supplier Profile 
documentation, submit acceptable Proof of Existence 
and pass a World Check verification. Our New Supplier 
Self-Assessment requires potential new suppliers to 
comment on their compliance with applicable health, 
safety and environmental regulations, equitable labour 
practices and improvement of workplace standards and 
conditions. Additionally, information with respect to 
compliance with employment law for the potential 
supplier and their suppliers is required. All suppliers are 
also required to acknowledge and abide by the 
requirements of our Supplier Code of Ethics. To maintain 
high visibility on these compliance issues, all suppliers 
must complete this screening and certification process 
every three years.
Suppliers who will be performing work onsite at one of 
our global facilities or providing onsite support at a 
customer location are also subject to our Contractor 
Management HSE Standard. This Standard applies to 
all ATS locations globally and is made available to all 
employees via our intranet. The Standard details 
applicable requirements for ensuring proper Workers’ 
Compensation insurance coverage; validation of health, 
safety and environmental training suitable to the risks 
of the work; communication of safe work procedures 
and policies; and completion of necessary safety 
orientations before beginning work.
When onboarding new supply chain partners, we work 
with them to ensure they understand our expectations 
and require that they sign on to our Supplier Code of 
Ethics. If a supplier does not comply or is found to 
have acted unethically, we will no longer work with 
them. Over the past five years, three suppliers have 
been disqualified due to conflict with our Supplier Code 
of Ethics. In fiscal 2021, there were no suppliers 
disqualified due to ethical concerns.
Materials Sourcing 
The SASB Industrial Machinery & Goods Standard 
identifies critical materials as defined by the U.S. 
National Research Council of which cobalt, magnesium 
tantalum and tungsten are most relevant to 
subcomponents associated with our products. We do 
not purchase such materials in their raw form, however 
they may be present in components and sub-
assemblies that we purchase for integration into our 
products. Our key purchased materials include steel 
and aluminum, and key purchased components include 
electronics, molded parts, custom tooling, weldments 
and wiring components.
We address and control risks associated with critical 
materials in a variety of ways, including diversification 
of suppliers, supply forecasting and designing our 
automation solutions to minimize the use of limited or 
scarce resources where customer specifications permit.  
ATS operates in compliance with our Conflict Minerals 
Policy which sets forth our requirements for supplier due 
diligence, risk assessment exposure and compliance.

20
People
Protect our people and their 
families. More so than ever, 
that was our priority in an 
unprecedented year. We focused 
on staying close to our employees 
and our teams: helping them 
manage the challenges – mental, 
emotional, physical and 
operational – that came with 
the pandemic.
In all of our interactions, we were guided 
by the values and behaviours that define 
our culture: Workplace Health and Safety, 
Health and Wellbeing, Employee Engagement 
and Development, and Uniqueness and 
Belonging. Throughout the year, the 
resilience of our people shone through. 
By staying connected to our people 
and supporting engagement, we helped 
employees lay a foundation for performance, 
growth and achievement of our 2030 goals.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
21
Workplace Health 
and Safety
ATS believes there is nothing more important than the 
health and safety of its people. So, ensuring that our 
employees are safe at work – wherever they are working 
from – has always been a priority. Our approach helped 
us meet the pandemic challenge; while we had to adapt 
and innovate, in many ways, we were doing what we’ve 
always done. 
ATS is uncompromising in its commitment to provide a 
sustainable, safe and healthy work environment and we 
continually work to eliminate hazards that could result in 
personal injury or harm to the natural environment.
Management System Approach
Oversight of health and safety rests with our Board, who 
monitors strategy and performance through regular 
reporting. Our strategy is further shaped through the 
guidance and oversight of our HSE Steering Committee, 
which is chaired by our Corporate Director of Health, 
Safety and Environment. Comprised of senior operational 
leaders from across the organization, the Steering 
Committee meets on a monthly basis to provide insight 
and direction on eliminating workplace injuries and 
minimizing our environmental impact. In fiscal 2021 this 
committee was instrumental in providing ongoing 
guidance and feedback on our strategies to respond to 
the pandemic as well as assisting us in charting new 
ground as we seek to expand our impact on the health 
and wellbeing of our employees. 
Across ATS, our Global Health, Safety and Environmental 
Management System aligns our approach to identifying, 
assessing and controlling occupational safety and 
environmental risks, including critical areas such as 
incident investigation, HSE training, emergency 
preparedness, control of hazardous energy, ergonomics 
and waste management. ATS requirements for safe 
work are extended to our contractors; our Contractor 
Management Standard details requirements for 
selection and qualification of contractors for labour and 
service, including review of trades qualifications, safety 
training and orientation, and pre-start HSE meetings. 
Our commitment to eliminating injuries and protecting 
the natural environment is further supported by our 
HSE Audit process, which encompasses all operations 
globally. Our audit system incorporates not only our 
internal standards but also includes international 
standards, including Canadian Standards Association 
(CSA), American National Standards Institute (ANSI), 
Conformité Européenne (CE) as well as country-specific 
requirements. We audit our operations at least every 
three years, in addition to regular site visits and 
inspections. All audit and inspection findings are 
documented in a detailed report that includes 
recommendations shared with the local management 
team to implement corrective action. In fiscal 2021 we 
pivoted our audit processes to a remote model due to 
global travel restrictions, where compliance with system 
requirements was reviewed and assessed through 
document audits and video conferences.

22
Workplace Health and Safety Performance
Key Performance Indicator
Fiscal 2021
Fiscal 2020
Fiscal 2019
Compensable Injury Frequency Rate1
1.07
1.20
1.21
Lost Time Severity Rate2
9.84
8.18
10.20
Total Recordable Injury Frequency Rate3
4.38
5.98
6.09
1 Compensable Injury Frequency Rate calculated as total number of injuries compensable under Worker’s Compensation statutes x 200,000/total number of hours worked
2 Lost Time Severity Rate calculated as total number of days lost due to work-related injury x 200,000/total number of hours worked
3 Total Recordable Injury Frequency Rate calculated as total number of injuries defined as OSHA recordable x 1,000,000/total number of hours worked
In fiscal 2021 we continued to improve our injury 
performance rate. Building on the success of our 
safety observations initiative introduced in fiscal 
2020, we continued to drive early recognition of 
hazards and peer-to-peer engagement. Although a 
portion of our trained observers were dispatched to 
work remotely, we continued to empower our workforce 
to identify and report unsafe conditions and actions. 
In fiscal 2021 we saw over 40 reports of potential 
hazards identified and resolved as a result of 
employee reporting in addition to the peer-to-peer 
coaching provided by our safety observers.
At ATS we encourage the reporting of all near-miss 
incidents. Near-miss incidents are subject to the same 
incident investigation process as incidents which result 
in personal injury or property damage. We define a 
near-miss incident as an undesired event which, under 
slightly different circumstances, could have resulted in 
an injury, damage to property, fire, environmental 
release or other loss. 
Local investigation teams work together to identify 
immediate and root causes that contributed to the near 
miss and identify short-term containment and longer-term 
permanent corrective actions to prevent a recurrence. In 
fiscal 2021 we received 35 reports of near-miss 
incidents, all of which were recorded, investigated and 
subjected to corrective action. Our Near-Miss Incident 
Rate is calculated as total number of near-miss 
events x 200,000/total working hours.
As we continue to improve our systems and performance, 
we are pleased to announce an important target in our 
commitment to reduce workplace injury. Our executive 
leadership team has set a target for the reduction of days 
lost associated with workplace injury. By fiscal 2030, we 
intend to reduce our Lost Time Severity Rate from our 
current rate of 9.84 to 4.0. Reducing our lost time days 
by more than 50% to meet our target will take focus, but 
we believe it is achievable by sharing best practices, 
engaging our global workforce and leveraging our ABM. 
We look forward to reporting our strategies and progress 
to this goal in the future.
Targets 2030
People
Target 2030
Fiscal 2021
Fiscal 2020
Lost Time Severity Rate2
4.0
9.84
8.18
Significant milestones in safety 
performance were celebrated by 
three of our locations in fiscal 2021. 
PA Solutions Inc., located in South 
Carolina, USA, and Process 
Automation Solutions Inc., located 
in Alabama, USA, both celebrated 
1,000 incident-free days, while ATS 
Life Sciences Chicago, located in 
Illinois, USA, achieved five years 
without a lost time injury.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
23
In fiscal 2020 we shared the development of our hand 
safety assessment tool after a successful pilot and it 
has continued to deliver results. Analysis of all hand 
injuries has shown a 40% decrease from fiscal 2019 to 
fiscal 2021. We are encouraged by this reduction and 
remain committed to continuing to find new methods to 
eliminate these injuries. 
With the change to remote work arrangements 
impacting a significant component of our workforce, we 
developed and launched an Ergonomic Self-Assessment 
tool. This tool allowed our employees to assess their 
home workstations and identify necessary adjustments 
and peripherals to continue to work comfortably 
throughout the pandemic.
Empowering all employees to work safely through 
awareness and training is a key element of our safety 
culture model which was introduced last year. Significant 
effort has gone into preparing an online HSE training 
management system which we expect to launch in fiscal 
2022 and that is integrated with our Human Resources 
Information System. Utilizing this system, we will gain 
significant ability to monitor training compliance and 
plan all required safety and environmental training 
across the organization, with training needs defined by 
job scope and role.
In fiscal 2021 we utilized the Employee Engagement 
Survey to ask our employees to share their thoughts 
and opinions about the health and safety program at 
ATS. We were pleased to see that the responses to the 
statement “My supervisor is serious about protecting 
my health and safety” once again netted the highest 
overall score to any question on the fiscal 2020 
Employee Engagement Survey.
We expanded our survey questions this year to gain 
more insight into how our safety culture is evolving; 
while the results are encouraging, we also see 
opportunities to improve in the years ahead.
Employee Engagement Safety Question
Fiscal 2021
Fiscal 2020
Fiscal 2019
My supervisor is serious about protecting my health 
and safety.
90%
91%
91%

24
Health and Wellbeing
Safeguarding the health of our employees by preventing 
infection was a clear priority in fiscal 2021. Unavoidably, 
this meant we had to pause many of our onsite wellness 
activities to respect physical distancing and group 
size limitations. 
At the same time, we saw how important it was to provide 
education and opportunities for our employees to improve 
their physical and mental health. Consequently, we 
formed the Health and Wellbeing Committee (HWC). 
The team, comprised of Human Resources and Health, 
Safety & Environment leaders from various regions and 
business units, was tasked with defining a strategy to 
advance the wellbeing of our global employee base. 
Throughout fiscal 2021, the HWC met regularly to 
research and discuss emerging trends, understand 
needs, assess online tools for personal wellness and, 
most importantly, build on the successes of our current 
activities around Health and Wellbeing. Critically, the 
Committee led a series of focus groups with employees 
based in different countries and different business units. 
The goal was to learn what employees felt were our best 
program offerings, where they saw opportunities for 
improvement and what they viewed as the most relevant 
factors for improving their health and wellbeing in the 
future. We look forward to launching the results of this 
project in fiscal 2022.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
25
Navigating Through the Pandemic 
When COVID-19 was declared a pandemic in March 
2020, ATS was prepared. We had begun planning early 
in the year, as our Board and management team 
recognized the potential implications of this 
unprecedented challenge. One of our first initiatives was 
to implement a Pandemic Response Team (PRT) made 
up of a cross-section of leaders from the various 
business units and geographies that included 
representatives from IT, legal, supply chain, operations 
and human resources. The multi-jurisdictional team 
continues to meet weekly to review safety and work 
protocols, analyze risks and opportunities, and evaluate 
performance. From day one, the PRT’s first priority was, 
and remains, employee safety. 
Our PRT developed and launched our pandemic 
playbook, Forward Together, as a guide for our managers 
and employees in adjusting our workplaces and work 
habits to our new shared reality. We initiated work from 
home policies at the beginning of the pandemic to lower 
employee densities across our facilities and provided 
tools for managers and employees to ensure that 
communication and connection remained high while 
employees worked remotely. For those who had to be 
physically present at our facilities, we focused on 
enabling productivity while maintaining physical distance. 
Across our organization, we launched new protocols for 
staggered start and stop times, daily employee self-
screening for onsite work, personal protective 
equipment, reduced capacities in common working 
areas, enhanced surface cleaning protocols and 
directional traffic flow markings within our facilities to 
reduce contact potential. We introduced personal 
sensing devices to provide proximity alerts to team 
members at a number of facilities where ensuring safe 
social distancing posed a challenge due to the dynamic 
nature of essential tasks. Virtual meetings for internal 
and external audiences were adopted and we devised 
creative ways to continue to support our customers, 
despite travel restrictions and closed borders.
The perspective and insights of our employees help us 
plan our strategy and evaluate our performance. Late in 
fiscal 2021, we included a series of COVID-19-focused 
questions in our Employee Engagement Survey to gain 
further insight into how we were responding to the 
challenges of the pandemic. The results were 
informative and encouraging. Across the board, 
employees felt that safety is a priority for the Company; 
they also believed that ATS is responding effectively to 
protect team members from COVID-19. These results 
aligned with an earlier spring 2020 survey, showing that 
our approach to the pandemic has been consistent and 
effective. In another encouraging finding, managers 
acknowledged the value of the Forward Together 
playbook as a resource. 
Much of our success in navigating the pandemic can be 
traced to the ABM and to our rapid implementation of 
protocols and policies designed to keep our people safe. 
When the pandemic struck, we already had a flexible, 
innovative, responsive and results-oriented culture in 
place. The challenges were new, but our approach was 
proven. Our actions were guided by the insight of our 
global HSE Policy: “there is nothing that we will do today 
that is more important than protecting the health and 
safety of our employees.” We’re proud of the cooperation 
and commitment demonstrated by our employees to 
protect each other, our families and our communities 
during the pandemic. As the pandemic recedes, the 
lessons learned over the last year will prepare us well 
for future challenges. Forward together.
“Our people continue to be 
passionately engaged in 
delivering our purpose. I am 
so impressed with the 
innovative and resourceful 
ways we have continued to 
service customers around 
the world. In many respects 
we are emerging as a 
stronger team and a 
stronger company.”
Angella Alexander, Chief Human Resources Officer

26
Employee Engagement 
and Development 
We believe that understanding how our employees feel 
about their jobs, their managers, their futures and about 
ATS as an organization is an essential measure of our 
organizational health. We also recognize that our 
Company benefits from investing in employees and 
helping them to develop their capabilities and reach their 
potential. While we monitored engagement and worked 
to strengthen our connections with employees as they 
dealt with the pandemic, it is important to understand 
that we would have taken a similar course in an ordinary 
year. Engagement is fundamental to our approach and is 
a critical source for insights that we can use to enhance 
our competitiveness by ensuring that ATS is an employer 
of choice for talented, motivated people.
As part of our overall employee engagement strategy, 
ATS conducts regular employee surveys. In January 
2021, we completed an Employee Engagement Survey, 
provided in 10 languages, that went out to 40 divisions 
across Canada, the USA, Europe and Asia. While 
participation in the survey is not mandatory, we had a 
strong overall participation rate of 75.3%, representing 
3,128 employees.
The robust participation rate indicates that our 
workforce is engaged and that they believe their voice 
matters to our leadership team. No workplace is perfect 
and there is always room for improvement, but overall 
responses to the survey were positive. Employees are 
generally proud to be part of ATS and the work we do, 
they enjoy good relationships with their teammates and 
like their managers, and over 1,400 respondents made 
favourable comments about the collegial and positive 
atmosphere at ATS. 
Survey Participation Rate
75.3%
Divisions
40
Languages
10
Total # of Respondents
3,128
Under 35 years
of age
34%
3 years or 
less at ATS
43%
% of total
responses
received
50%
Europe
Europe
Asia
Canada
U.S.
71%
83%
68%
98%
33%
Canada
12%
U.S.
5%
Asia
Regional Participation Rate
Chinese
Czech
Dutch
English
French
German
Italian
Slovencina
Spanish
Thai
38%
Engineering
37%
Office
25%
Technical

27
The survey also helps leadership understand varying 
employee priorities aligned with region, division and 
demographics. For example, one region places a high 
priority on “work-life balance” while another is more 
focused on “job security.” Certain employee groups 
prioritize “flexibility” while others value “certainty.” The 
insights gained into these different priorities help us to 
continually refine our management approach and growth 
strategy to further ensure that ATS attracts and retains 
the best talent in our industry.
One of the most encouraging findings of the survey, 
which ties in directly to employee development and 
retention, is how favourably ATS employees rate their 
managers. All survey questions about managers showed 
at least a 75% approval rating. It was also satisfying to 
note that since 2012, employees feel that management 
coaching behaviour has steadily improved. This has been 
a focus for the Company, and we are pleased with this 
result, though we remain committed to doing better. 
During the pandemic, mental health and wellbeing 
emerged as an important issue for employees and ATS. 
To help support our employees in this period of 
challenge and disruption, we helped make mental health 
resources available, and team leaders conducted 
regular virtual check-ins with staff to see how they were 
coping and how we could help. In addition, our recently 
created HWC oversees this issue and works to ensure 
that employee mental wellbeing is an essential element 
of our overall HSE program.
Along with safety, building from within is also a priority 
for ATS and an important part of our continuous 
improvement culture. ATS is invested in helping our 
people, particularly future leaders, develop their skills 
and realize their potential. We are working to implement 
standardized approaches for both manager training and 
a total rewards program. In a decentralized, global 
company like ATS, we always need to be conscious of 
different expectations and circumstances across 
divisions and regions. 
Parenting Through 
the Pandemic
A part of our larger efforts to support 
employees’ mental health and wellbeing, in 
fiscal 2021 we launched our second Business 
Resource Group, the ATS Parents’ Network, a 
forum for employees to join an informal peer 
discussion group on a range of topics related 
to the experiences and concerns of parenting. 
These ‘Coffee and Crayons’ sessions have 
become a popular peer-network community 
for discussing and sharing views. Recognizing 
the unique challenges of raising children in 
a climate of social distancing and online 
learning, the Parents’ Network programmed 
a session around managing uncertainty and 
anxiety. We are proud to support this new 
network and look forward to its growth 
and expansion.
 27
ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021

28
28
Uniqueness and Belonging 
At ATS, we understand that innovation doesn’t come 
from sameness. We recognize that being a 
decentralized, multinational, multicultural company is 
one of our greatest strengths. That’s why we’ve made 
embedding uniqueness and belonging into our culture 
one of the core components of our People strategy. ATS 
is committed to building a work environment where 
people can be themselves and be their best. 
A key priority for our executive team and Board is to 
significantly increase the percentage of women in 
leadership roles. In fiscal 2021, we set a target of 30% 
women in leadership roles by 2030. To help launch a 
new generation of leaders, we are focusing on those 
development programs and support structures that will 
enable women currently working at ATS to prepare 
for – and succeed in – making the transition to 
leadership positions. 
Building on the success of our first internal Business 
Resource Group (BRG), the ATS Professional Women’s 
Network (PWN) of Canada, and drawing on experience 
gained during the pandemic, we helped create the ATS 
Parents’ Network (APN). The APN supports parents in 
sharing information, resources and practical advice for 
meeting family obligations and building their careers.
The PWN launched a mentorship program in 2021, 
aimed at fostering an environment that develops 
individuals and future leaders. Additionally, we are also 
exploring ways to encourage and support women in 
pursuing education in STEM-related disciplines, including 
‘Women in Nuclear’ scholarship programs.
Uniqueness and belonging foster 
innovation. Our initial focus on 
gender does not define or limit our 
commitment to creating a culture 
where people are welcomed and 
valued for the unique and varied 
backgrounds and perspectives that 
they bring to ATS. Their talent and 
dedication will drive our success. 
Targets 2030
People
Target 2030
Fiscal 2021
Fiscal 2020
Women in leadership
30%
12.5%
12.6%
Women at ATS Fostering Uniqueness 
and Belonging
In fiscal 2021, our Professional Women’s Network of 
Canada continued to provide a forum for discussion and 
mentorship among our Canadian employees. This included 
celebrating International Women’s Day with a session 
dedicated to recognizing unconscious bias, perceptions 
about groups of people that individuals can hold outside 
their conscious awareness. Overcoming unconscious bias 
is crucial to creating an environment that supports 
uniqueness and belonging. The PWN also hosted a virtual 
learning series centred around staying mentally well during 
challenging times with discussion topics that included 
Maintaining Good Mental Health Through Self-Care and 
Managing Stress.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
29
Guided By Our Values, 
Shaping Our Behaviours 
Our values, centred around People, Process and 
Performance, are deeply embedded in our culture. 
However, the ways in which we incorporate those values 
into our day-to-day activities and operations, our 
behaviours, are continually evolving and improving. 
In fiscal 2021, we showed the power of our values in 
action. Moving forward, they will continue to play a vital 
role in ensuring that we come out of the pandemic as 
a stronger company – more united, more committed to 
each other, our communities and our customers, and 
better able to realize the opportunities of the future.
People
Having the best team 
and winning as a team
Process
Our commitment to 
continuous improvement
Performance
Delivering results for our 
customers, shareholders 
and employees
Support Each Other
•	Foster inclusive collaboration 
•	Create an environment of safety 
and wellbeing
•	Work cross-functionally and 
cross-organizationally
Continuous Improvement Mindset
•	Focus on process discipline
•	Be data and metric driven
•	Use ABM toolkit to improve value 
drivers
Winning with Integrity
•	Act ethically and be compliant
•	Compete to win
•	Outpace the competition 
•	Show intensity every day
Develop People and Team
•	Foster learning and development to 
help people take on new challenges 
•	Take the time to listen, coach and 
mentor
•	Be open and transparent with 
feedback and communication
•	Build organizational capability 
and talent
Drive Customer Value
•	Understand customer needs
•	Deliver benefits and eliminate 
waste
•	Drive value in a way that is 
sustainable for all stakeholders
Fuel Innovation
•	Take risks and learn through 
experimentation
•	Drive technological leadership
•	Leverage competitive advantages 
to create new markets
Model Positive Attitude
•	Inspire a “can-do” spirit in others
•	Be firm on the issue but fair on 
the person
•	Have respect for one another
Balance Strategic Thinking and 
Tactical Execution
•	Show ability to get hands on
•	Balance the near term and long 
term in all decisions
•	Focus on the future
•	Adapt your approach to the situation
Relentless Ownership of Results
•	Embrace stretch 
•	Create a “no excuses” 
environment
•	Refuse to accept defeat
•	Demonstrate responsibility 
and accountability
12.5%
Gender diversity of 
management (female)
15.8%
Gender diversity of employee 
population (female)
At ATS, we recognize that 
innovation doesn’t come 
from sameness. Being a 
decentralized, multinational, 
multicultural company is one 
of our greatest strengths.
4/5
Employee engagement 
score (2021)
5.1%
Voluntary turnover

30
Social 
Responsibility 
Everywhere we operate, we’re part 
of the community with an obligation 
to do our best to have a positive 
impact. Working with our neighbours, 
we leverage our focus on continuous 
improvement, and our desire to 
make tomorrow better than today.
ATS works to contribute to sustainable communities, 
create an environment where diversity and inclusion 
are valued, and be recognized as a good neighbour 
and corporate citizen. In previous years, we have 
connected with our communities as our people 
supported and participated in local events and 
initiatives. However, fiscal 2021 was like no other. 
For ATS, our most important priority was keeping 
people and communities safe. So, while we 
continued to provide financial and other supports 
to community-based programs, we did not take part 
in face-to-face events. We know this was the right 
decision, and as the pandemic recedes, we are 
even more eager to be part of our communities 
and expand our charitable activities and support 
to include every community where ATS operates 
by 2030.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
31
Connecting with Our Communities
Recognizing the challenges posed around the world by 
restrictions and closures in industries such as retail and 
service, we realized the financial impact that the 
pandemic would have on many families. Therefore, to 
support affected families, we decided to focus most of 
our charitable giving on addressing food insecurity in the 
communities where we operate. Globally, we donated 
over $200,000 to community food banks in fiscal 2021.
Additionally, as part of our efforts to support our 
communities, we looked for opportunities to contribute 
to charities assisting those with developmental and 
medical needs. Over the year, we were pleased to make 
donations to an international group of charities, 
including KidsAbility, the Ride to Conquer Cancer, 
Radio 7 Dragon Children, the Cancer Center @ University 
Hospital Tübingen, Lugo Hospital and Ageop Ricera – 
Assocazione Genitori Ematologia Oncologia Pediatrica. 
In alignment with our green energy and carbon offsetting 
initiatives, we also made a financial contribution 
to atmosfair.
Contributing to Community-based 
Organizations
ATS connects with communities in many ways. Our 
employees volunteer their time and energy and at an 
individual site level, we support local charities and 
initiatives through financial contributions and other 
forms of donations. In fiscal 2021, we expanded our 
commitment to positively impact the communities where 
we live and work. We’re pleased to confirm our target for 
increasing our engagement with our communities:
Targets 2030
Social Responsibility
Target 2030
Fiscal 2021
Fiscal 2020
Positively impact every community where ATS 
operates through participation in charitable giving 
and community support events.
100%
15%
9%

32
At ATS, we know how important it is to help local 
schools, colleges and universities encourage students 
to pursue STEM disciplines. Consequently, in fiscal 
2021, we donated to the Waterloo region’s FIRST® 
Robotics competition for students and Conestoga’s 
Jill of All Trades initiative to help young people explore 
opportunities in technology.
In total, ATS provided over $300,000 in donations to 
community-based organizations in fiscal 2021. We’re 
proud to support these organizations and look forward 
to continuing to partner with our communities and 
having a positive impact on the lives we touch.
Key Performance Indicator
Metric
Fiscal 2021
Fiscal 2020
Fiscal 2019
Donations
$ donated
+300,000
+250,000
+350,000
Communities impacted
% communities where 
we are located
15
9
–*
Number of activities engaged
# events
22
39
–*
* Data not tracked
Virtual Expo Helps Put STEM FIRST
On December 2 and 3, 2020, ATS held its first virtual 
Expo. Over 1,500 registered attendees joined with 
professionals from 15 ATS segments and more than 
40 of the Company’s growth partners to discover and 
explore the latest developments in automation and 
smart technology. Attendance was free and participants 
from around the world were able share the insights of 
10 automation industry thought leaders, visit virtual 
booths hosted by ATS and its partners, and also meet 
live with over 100 experts in the field. 
“Companies around the world are searching for ways 
to create safer, more productive work environments and 
supply chains and it is automation and industry 
4.0 technologies that will deliver the future of efficient, 
effective production that these organizations require,” 
said Andrew Hider, ATS CEO.
As part of the event, ATS also donated $15,000 – 
$10 for every person who registered for the Expo – to 
its charity partner, FIRST® Canada. For more than 
three decades, FIRST® (For Inspiration and Recognition 
of Science and Technology) has inspired young people to 
become leaders and innovators in the areas of science 
and technology. ATS shares FIRST’s vision, and we have 
sponsored their activities for several years. In addition 
to making a financial donation, ATS used the Expo to 
prominently feature educational content about FIRST® 
Robotics and their mission.
“Our industry benefits from educational systems that 
produce STEM graduates, and FIRST® is the reason 
that many children develop an early passion for the 
sciences,” said Mr. Hider. ATS looks forward to 
strengthening its relationship with FIRST® and to 
encouraging more young people to pursue education 
and career opportunities in science, technology, 
engineering and math.
32
Photo taken pre-pandemic

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
33
Helping to Address Food Insecurity
As part of our commitment to support the communities where we live and work, in 2021, we focused on addressing pandemic-driven food insecurity and were proud to 
support food banks around the world. Above, (left) our Life Sciences Chicago facility donated U.S. $20,000 to the Greater Chicago Food Depository and (right) ATS Industrial 
Automation in Columbus, Ohio contributed U.S. $20,000 to the Mid-Ohio Food Bank.
33
Safety Skills Save Lives
When an emergency struck, ATS employee Joe Costa 
was able to use skills he gained on the job to save a life. 
A member of the Mechanical Assembly Team at our 
Cambridge Life Sciences facility, Joe is also a Life 
Sciences Cambridge Emergency First Responder. In 
2021, Joe was able to put the health and safety training 
he received through St. John’s Ambulance at ATS 
Cambridge into action. When a neighbour experienced 
a life-threatening event, and every second counted, 
Joe was able to save that person’s life, drawing on his 
knowledge of First Aid and CPR.
“The knowledge and preparation in the St. John’s 
Ambulance courses can make a huge difference in 
someone’s life,” says Joe, “whether at work or at home. 
I encourage all employees to get involved in health and 
safety training, and take the time to learn First Aid and 
CPR. You never know when you’ll need it.”
Joe’s response and concern were extraordinary and 
serve as exceptional examples of what ATS can achieve 
through building a culture where people are empowered 
to ‘own’ health and safety.

34
Responsible
Manufacturing
and Service
ATS provides innovative solutions 
and services to leading companies 
in markets around the world. 
ATS has a global presence, which means we also have a 
global environmental impact. To address that impact, we 
have made becoming carbon neutral by 2030 one of our 
cornerstone sustainability targets. Our ongoing efforts 
to achieve this target are embedded in our approach to 
responsible manufacturing and service. While offsets 
may play a role in hitting our carbon target, we are 
focused on evaluating our current operations and finding 
opportunities to decarbonize our activities. We have 
already made some headway and are steadily 
accelerating and building upon our achievements. 
Our Board oversees our decarbonization efforts and 
our day-to-day actions are guided by our Global Health, 
Safety and Environmental Management System and 
the ATS HSE Policy. A powerful indicator of the overall 
success of our policies and actions is that across all 
of our global activities and operations, ATS had no 
reportable environmental incidents in fiscal 2021.
Our activities in environmental management align with 
SDG 12: Responsible Consumption and SDG 13: 
Climate Action (See “Alignment to the SDGs,” page 13). 
We measure our progress on environmental issues by 
gathering data on energy consumption, carbon emissions, 
water usage and waste production from across our 
operations. The insights gained from this data provide the 
foundation for improving our environmental performance.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
35
35
We are committed to sustainability in our operations, 
design and manufacturing as well as in our sales and 
service. Sustainability includes ensuring that we can fulfill 
our obligations in an environmentally responsible fashion 
while also supporting our customers in achieving their 
sustainability goals by, for example, using automation 
solutions to reduce their energy impact or minimize waste. 
One of the ways we reduce our energy footprint is by 
maximizing the value and reliability of our supply chains. 
While ATS sources parts and products from Asia, which 
helps us remain price competitive, we are focused on 
efficiency in transportation and ensuring that our 
vendors strictly comply with our Supplier Code of 
Conduct. To this end, we continue to develop our Global 
Supply Chain base. This allows us to access critical 
components from vendors located around the world 
while also working to establish a sustainable balance 
between the delivery times for these components and 
the carbon emissions associated with transportation.
In fiscal 2021, we made progress on formalizing a 
method for working with suppliers to achieve carbon 
reductions in our sourcing process. In addition, as part 
of our integration activities with recently acquired 
businesses, we have identified – and are moving forward 
on – further opportunities to develop and refine our 
approach with critical supply chain partners. As a result, 
we see new opportunities to strengthen our supply 
chain while reducing associated carbon emissions; 
ATS is working toward this goal. We look forward to 
introducing this methodology in fiscal 2022.
We train ATS Global Services teams to seek out waste 
within our customers’ operations and reduce, improve 
and eliminate the conditions that contribute to lost 
opportunity, profitability and overall loss. In doing so, we 
create opportunities for our customers to reduce scrap 
and material waste in their production cycles, decrease 
energy consumption and, where possible, increase 
productivity rates so that customers can operate 
profitably over fewer shifts.
Targets 2030
Responsible Manufacturing and Service
Target 2030
Fiscal 2021
Fiscal 2020
Scope 1 and 2 emissions from operations in TCO2e
Carbon neutral
32,165.17
36,202.59
Supporting Green Transportation
Our Industrial Automation business is partnering with 
our automotive OEM customers to support the growth 
of the green transportation industry. With our deep 
experience in battery lines, we can create solutions 
for high-speed cell handling and cell-to-end-of-line test 
solutions. At the same time, we are reducing floor 
space requirements by integrating best-in-class machine 
components such as our SuperTrak™ linear motion 
technology solution.

36
Working Smarter for 
Our Customers
Our Illuminate™ manufacturing intelligence software 
creates a fully remote connected presence with our 
customers, through which we can monitor, diagnose and 
initiate corrective actions on behalf of our customers, 
without the lead times or carbon footprint associated 
with traditional dispatched, in-person service responses. 
Our Enhanced Remote Support offering connects ATS 
customers directly to subject matter experts (SMEs). 
Further reducing lead times for resolving customer 
challenges means reducing the carbon footprint 
associated with dispatching personnel. ATS’ Smart 
Coach training solutions are designed to coach a 
customer’s workforce on site, as needed. Expertly 
created content provides training to customer teams 
without requiring travel or additional resources. In turn, 
this enhances the speed of training delivery, eliminates 
travel time and reduces our carbon footprint.
ATS has a proven track record for upgrading and 
enhancing our customers’ systems, avoiding the pitfalls 
of obsolescence and extending asset life. Modifying 
customers’ existing assets can lower total cost of 
ownership and reduce time to market for new products 
compared to commissioning an entirely new system. 
ATS is proud to prevent premature decommissioning and 
equipment waste on behalf of our customers; equipment 
is built to last, and we’re committed to maintaining 
customer production lines’ reliability and lifespan.
Energy and Emissions
Energy consumption is one of the most significant 
environmental impacts generated by ATS. Consequently, 
over the last few years, we’ve worked to find new 
solutions and best practices to improve the energy 
performance of our buildings. We strive to align our 
energy- and emissions-related strategies and activities 
with SDG 12 and 13. In fiscal 2021, we incorporated 
energy-efficient solutions into two building construction 
and renovation projects in Columbus, Ohio and 
Cambridge, Ontario. We made progress in converting to 
LED lighting across our facilities through fiscal 2021 
and expect this work to continue into fiscal 2022. In 
addition, where feasible, we are installing photovoltaic 
rooftop systems to take advantage of renewable solar 
energy. We also pursued supporting more sustainable 
transportation options for our employees, which 
includes increasing the availability of e-vehicle charging 
stations at our facilities.
Across our operations, we are constantly looking for 
ways to reduce our energy and emissions footprint. 
At our Comecer facility in Bologna, Italy, we moved 
to 100% renewable energy purchased only through 
Guarantee of Origin (GO) certified sources. A Kaizen held 
by the team at sortimat Handling Systems in St. Georgen, 
Germany identified ways to reduce energy usage, 
including improved lighting, moving to LED, decreased 
energy waste and an enhanced working environment. 
In fiscal 2022, we will inaugurate a new energy-efficient 
facility in Ohio to support our Industrial Automation 
customers. Every new and upgraded facility provides us 
with experience and information that will support our 
long-term efforts to become carbon neutral.
36

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
37
 37
ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
ATS Industrial Automation, Columbus, Ohio
sortimat Handling Systems, St. Georgen, Germany
ATS Life Sciences, Cambridge, Ontario
Expanding Our Energy-Efficient 
Infrastructure
Over the course of fiscal 2021, three forward-thinking 
infrastructure projects in three countries showed the kind 
of steps we’re taking to meet our commitments to energy 
efficiency and to hitting our target of becoming carbon 
neutral by 2030. In Cambridge, Ontario, at our 
headquarters campus, we were proud to unveil the 
expansion to the ATS Life Sciences Building. The 
upgraded facility incorporates strategies and technologies 
that will deliver year over year cost savings while 
significantly reducing energy consumption. New energy-
efficient features include upgraded windows that provide 
extensive natural light, supplemented by LED lighting, 
and a remote control, high-efficiency HVAC system for 
improved management of ventilation and temperature. 
The new system supports area-specific temperature 
control zones along with CO2 monitoring for indoor air 
quality and automates preventive maintenance task 
scheduling such as filter changes. Airflow within the 
facility played a crucial role in keeping onsite employees 
safe while maintaining business operations during the 
pandemic. By adjusting the HVAC system, the volume 
of ventilation was increased by 202%.
In Columbus, Ohio, work began on a new 200,000 
square foot Industrial Automation facility, which will 
open in fiscal 2022. Energy conservation was a key 
consideration in the new facility’s design, which 
incorporates programmable, sensor-linked LED lighting 
and low-emissivity windows throughout; shade screening 
on the west side that helps maintain a constant 
temperature; a high-efficiency HVAC system; two sets of 
doors at all entryways; and three EV charging stations, 
with rough-ins for future expansion.
Using the ABM approach to problem solving, staff at 
sortimat Handling Systems in St. Georgen, Germany held 
a Kaizen to identify ways for decreasing annual energy 
and operational costs, while also reducing waste and 
improving workplace ergonomics. The team identified 
improved lighting as an opportunity for cutting costs 
and energy usage while enhancing the work environment. 
Tailored lighting solutions were developed for each 
specific location within the facility, with a projected 
payback period of less than three years.

38
Electrical Consumption and Energy Mix
In 2021, our overall electricity consumption was influenced by a combination of factors. Our investments in energy-
efficient lighting and HVAC systems had an impact. Due to the pandemic, across our operations we had fewer 
employees on site, which moderated our electricity usage.
Key Performance Indicator
Metric
Fiscal 2021
Fiscal 2020
Fiscal 2019
Electricity consumption
MWh consumed (absolute)
18,393.80
18,275.91
17,206.40
Energy Mix
35%
renewable
0%
renewable
Europe
average
North America
average
Asia
65%
renewable
Our Approach to 
Climate Change
ATS recognizes the long-term challenge posed by climate 
change and our obligation to contribute to a solution. In 
past years, we have participated in the Carbon 
Disclosure Project (CDP), tracking emissions across our 
operations and publicly disclosing the findings on the 
CDP website. This year, we continue to publish results 
that align with the CDP questionnaire.
Additionally, our approach to climate change features 
a range of governance and management practices, 
including a response to climate risk that incorporates 
strategic questions about the prioritization and cost 
implications of climate-related initiatives. We are also 
benchmarking against peers in the industrial 
manufacturing and automation sector to establish 
best-in-class metrics.
Note: The acquisition of the CFT Group of Companies 
was completed at the end of fiscal 2021, so their data 
is not included in this report. We will incorporate their 
data into the fiscal 2022 sustainability report.
38
Innovation and Energy Efficiency in 
Manufacturing at IWK Germany
IWK develops leading-edge technology for tube filling and 
cartoning automation in the pharmaceutical, cosmetics 
and food markets. A recently introduced tube filling 
solution demonstrates IWK’s commitment to innovation 
and responsible manufacturing: incorporating a heat 
exchanger into the heating cartridge of the hot-air tube 
sealing application delivered a 10% reduction in 
electrical energy use, with the increased energy 
conservation savings going directly to our customers.

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
39
39
Emissions, Fiscal 2021
Fiscal 2021
Fiscal 2020
Base Year 2010
Scope 1 emissions (metric tons CO2e)
5,122.77
6,223.93
10,439.78
Scope 2 emissions (metric tons CO2e)
27,042.40
29,978.66
6,814.14
Scope 3 emissions (metric tons CO2e)
	 Employee commuting1
10,042.35
33,616.63
24,364.45
	 Business travel
1,959.06
7,302.45
6,743.41
Scope 1 and 2 intensity figure (tons CO2e) – Revenue
0.000022
0.000025
0.000027
Scope 1 and 2 intensity figure (tons CO2e) – FTE
6.43
8.23
7.73
Natural gas (MWh)
17,439.57
22,921.00
Not calculated
Heating oil (MWh)
531.91
1,351.49
Not calculated
Consumption of purchased or acquired electricity (MWh)
18,393.80
18,275.91
20,331.00
Scope 1 emissions by greenhouse gas type
	 CO2
3,389.34
1,600.63
2,720.00
	 CH4
5.93
7.13
4.68
	 N20
1.99
2.67
1.45
	 HFCs
6.80
3.06
7,713.00
1 Significant decreases in employee commuting and travel due to impact of pandemic controls	
Emissions Breakdown by Country, Fiscal 2021
Country
Scope 1
Scope 2
North America
Canada
1,147.00
1,518.93
USA
435.38
22,537.80
Asia
China
1.16
185.25
Singapore
0.00
6.43
Thailand
99.63
423.52
Country
Scope 1
Scope 2
Europe
Austria
62.15
6.55
Belgium
344.23
11.05
Czech Republic
147.59
54.23
England
0.00
41.77
Germany
2,132.89
1,678.24
Ireland
2.18
0.28
Italy
565.55
520.36
Netherlands
80.44
47.96
Poland
Operations 
discontinued
Operations 
discontinued
Slovakia
91.16
9.75
Sweden
8.66
0.12
Switzerland
4.74
0.16

40
Composting Organic Waste at Our 
Cambridge Campus
At our headquarters and campus in Cambridge, Ontario, 
ATS launched an organic composting initiative across 
our cafeteria facilities. Food waste, paper plates and 
compostable utensils made from corn fibres are collected 
on site and then diverted to a local composting partner. 
Through the program, we can divert up 6,000 tons of 
compostable waste annually.
Water Usage
ATS’ operations and facilities do not consume 
significant amounts of water. For the most part, water 
consumption at our facilities is tied to hygiene, kitchen 
and irrigation uses. All greywater generated at our 
facilities goes to municipal facilities where it is treated 
to meet local standards. 
In fiscal 2021 our usage was impacted by the number of 
employees who worked remotely for much of the year as 
result of the pandemic.
Water Usage by Geography (m3)
FY20
FY21
FY20
FY21
FY20
FY21
FY20
FY21
Waste Management
ATS designs custom solutions to meet customer 
needs. For the most part, we deliver those solutions 
by assembling components and equipment produced 
elsewhere. So, while our operations do not generate 
much waste in themselves, there is a significant amount 
of packaging waste associated with our activities. In 
fact, packaging is the largest portion of our waste 
stream. As a result, the principal focus of our waste 
management efforts continues to be diverting and 
reducing our generation of non-hazardous waste.
Our most recent internal organization-wide waste audits 
show that our waste diversion rate from landfill or 
incineration is 83.6%, exceeding the 80% target we set 
for fiscal 2020. Unfortunately, due to the pandemic, we 
did not conduct third-party waste audits in fiscal 2021, 
and we look forward to resuming such audits as 
reopening activities permit. Additionally, we continue to 
apply our Build Safety Risk Assessment process to 
evaluate the potential environmental impacts of 
projects, in order to predict and plan for waste reduction 
and the safe, sustainable disposal of waste materials.
While our generation of hazardous waste is minimal, 
we still audit our facilities to ensure that all waste 
generator registrations are up-to-date and that we only 
use properly certified waste haulers and waste disposal 
sites. In fiscal 2021, we implemented a global tracking 
of hazardous waste streams and quantities to look for 
further opportunities as a company to further minimize 
our generation of hazardous waste.
Waste Diversion Rate from Landfill/Incineration
FY13
0%
50%
100%
FY16
FY20
FY21
84%
82%
71%
45%
 Europe	
15,699,783 
 North America	
10,637,052 
 Asia	
2,140,839
 Total Water (m3)	
28,477,674
17,067,110 
13,190,938 
2,922,824
33,180,872
Fiscal 2021
Fiscal 2020
40

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
41
Looking Ahead 
At ATS, we are proud of the efforts 
of our people around the world, 
and the outstanding resilience 
they have shown. They enabled 
us to navigate a challenging 
environment and continue to 
build a great company. 
We firmly believe that automation and 
technology matched with commitment and 
innovation can offer solutions for some of 
the world’s most challenging problems.
The 2030 sustainability targets we’ve set for 
our Company reflect this belief. These targets 
challenge and energize us.
We will continue to empower our employees to 
deliver substantive change, drawing upon their 
skills and imagination and applying the ABM to 
drive continuous improvement in our solutions 
and sustainability performance.
“Looking to the future, our 
commitment to ESG will 
position us well to grow and 
succeed by achieving our 
purpose: Creating solutions 
that positively impact lives 
around the world.”
Andrew Hider, CEO

42
SASB Index – Industrial Machinery & Goods Standard
Topic
Accounting Metric
Code
Fiscal 2021
Comments
Energy 
Management
Total energy consumed
RT-IG-
130a.1
18,394 MWh
66,218 GJ
Percentage grid 
electricity
Europe – 35%
North America – 65%
Asia – 100%
Percentage renewable
Europe – 65%
North America – 35%
Asia – 0%
Employee 
Health & Safety
Total recordable incident 
rate (TRIR)
RT-IG-
320a.1
0.87
Calculated as (statistic 
count x 200,000)/hours 
worked
Fatality rate
0.00
Calculated as (statistic 
count x 200,000)/hours 
worked
Near miss frequency 
rate
0.85
Calculated as (statistic 
count x 200,000)/hours 
worked
Fuel Economy & 
Emissions in 
Use-phase
Sales-weighted fleet fuel 
efficiency for medium- 
and heavy-duty vehicles
RT-IG-
410a.1
Not applicable
ATS does not 
manufacture or sell 
vehicles, off-road 
vehicles or diesel 
engines which are 
powered by 
fossil fuels.
Sales-weighted fuel 
efficiency for non-road 
equipment
RT-IG-
410a.2
Not applicable
Sales-weighted fuel 
efficiency for stationary 
generators
RT-IG-
410a.3
Not applicable
Sales-weighted 
emissions of: 
(1) nitrogen oxides (NO2) 
and (2) particulate 
matter (PM) for: 
(a) marine diesel 
engines, (b) locomotive 
diesel engines, 
(c) on-road medium- and 
heavy-duty engines, and 
(d) other non-road diesel 
engines
RT-IG-
410a.4
Not applicable

ATS AUTOMATION  ///  SUSTAINABILITY REPORT 2021
43
Topic
Accounting Metric
Code
Fiscal 2021
Comments
Materials Sourcing
Description of the 
management of risks 
associated with the use 
of critical materials
RT-IG-
440a.1
See page 19
Remanufacturing 
Design & Services
Revenue from 
remanufactured 
products and 
remanufacturing 
services
RT-IG-
440b.1
$80 million
Activity Metrics
Number of units 
produced by 
product category
RT-IG-000.A
ATS deployed 
500 systems 
(contracts valued 
over $250,000) 
Number of 
employees
RT-IG-000.B
>5,000
Forward-Looking Statements
The intention of the ATS Automation Tooling Systems Inc. (“ATS”) Sustainability Report is to communicate the company’s strategy and performance 
related to sustainable development with reference to performance metrics across four areas of key importance: Ethics and Integrity, Our People, 
Social Responsibility, and Responsible Manufacturing and Service. The report relates to our fiscal year 2021, from April 1, 2020 to March 31, 
2021. We anticipate our next Sustainability Report to be released after the close of our fiscal year 2022.
This document may contain certain statements that constitute forward-looking information within the meaning of applicable securities laws 
(“forward-looking statements”). Such forward-looking statements involve known and unknown risks, uncertainties and other factors that may 
cause the actual results, performance or achievements of ATS, or developments in ATS’ business or in its industry, to differ materially from the 
anticipated results, performance, achievements or developments expressed or implied by such forward-looking statements. Forward-looking 
statements include all disclosure regarding possible events, conditions or results of operations that is based on assumptions about future 
economic conditions and courses of action. Forward-looking statements may also include, without limitation, any statement relating to future 
events, conditions or circumstances. ATS cautions you not to place undue reliance upon any such forward-looking statements, which speak only 
as of the date they are made. Forward-looking statements relate to, among other things, five long-term sustainability targets. The risks and 
uncertainties that may affect forward-looking statements include, among others, general market and economic performance, performance of the 
Canadian dollar, performance of the market sectors that ATS serves, that ATS may not meet one or more of the long-term sustainability targets for 
any number of reasons including failure of workplace safety programs to generate the desired results, inability to attract female leadership talent, 
lack of employee engagement in social responsibility initiatives, unexpected costs associated with reducing emissions and inability to source 
energy from providers that support lower emissions, and other risks and uncertainties detailed from time to time in ATS’ filings with Canadian 
provincial securities regulators. Forward-looking statements are based on management’s current plans, estimates, projections, beliefs and 
opinions, and ATS does not undertake any obligation to update forward-looking statements should assumptions related to these plans, estimates, 
projections, beliefs and opinions change.

ATS Automation 
ATS Automation Tooling Systems Inc. 
730 Fountain Street North
Cambridge, Ontario, Canada  N3H 4R7
ATSAutomation.com
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