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Non-financial Group Statement 
The following section presents the Non-financial Statement of Sartorius AG for the Sartorius Group for fiscal 
2022, hereinafter referred to as the “Non-financial Statement.” The Sartorius Stedim Biotech S.A. subgroup is 
exempt from the obligation to prepare its own non-financial statement upon submission of this Non-financial 
Statement. 
The information presented herein did not form part of the audit of the Group Management Report, as it was 
subject 
to 
a 
separate 
limited 
assurance 
engagement 
performed 
by 
KPMG 
AG 
Wirtschaftsprüfungsgesellschaft. The independent auditor’s report can be found on page 133 et seq. of this 
Annual Report.  
Notes on Reporting  
Framework 
This statement was prepared in accordance with sections 315b and 315c in conjunction with 289c to 289e of 
the German Commercial Code (“HGB”). International frameworks such as the GRI and Greenhouse Gas 
Protocol (GHG) Protocol were used to prepare the indicators.  
Material Topics Subject to Reporting Requirements 
The topics subject to reporting requirements are derived directly from the strategic sustainability topics 
defined in fiscal 2022, which are described in the Sustainability Management section.  
Consolidation 
The concepts requiring presentation under Section 289c(3) of the German Commercial Code (HGB) for the 
main sustainability issues, including due diligence processes and the results of the concepts, relate to the 
entire Group in accordance with the scope of consolidation for financial reporting (see page 184 et seq. of this 
Annual Report), unless otherwise stated at the respective point.  
Further Information  
The key performance indicators provided in this statement serve to quantify the Group’s performance and do 
not constitute performance indicators relevant to company management within the meaning of Section 
289c(3) of the German Commercial Code (HGB).  
The presentation of indicators in this statement has been largely restructured and expanded compared with 
the previous year. Where available, the values for fiscal 2021 were taken from the 2021 Non-financial 
Statement or calculated and expanded retrospectively. Subsequent calculations and additions have been 
indicated at the respective points.  
Where new data concepts and calculation methods are used as well as in the case of identified errors in the 
data reports, the values for fiscal 2021 have been restated in this Non-financial Statement. This applies to the

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greenhouse gas emissions reported in the “Climate” section and the work-related injuries reported in the 
“Social Responsibility” section. Data restatements are indicated at the respective points.  
Detailed explanations on greenhouse gas accounting can be found on page 130 et seq. of this Non-financial 
Statement. 
Sustainability reporting in this Non-financial Statement is supplemented by the Sustainability Report of the 
Sartorius Group, which is prepared based on the GRI Standards. This will be published in the first quarter of 
2023 for fiscal 2022.  
Sustainability Management  
Business Model 
Sartorius operates in the life science sector – more precisely, in the field of medical biotechnology. As a partner 
to the biopharmaceutical industry, the Group manufactures products and process technologies that are used 
in the development and production of biological medicines and vaccines. In this context, the Group places a 
particular focus on innovations that make it possible to increase the safety, speed, and efficiency of the 
development and production process for such active ingredients. This allows new therapies to be made 
available to patients earlier, at lower prices, and to a larger number of patients.  
For further information on the Group’s business model, strategy, and objectives, please refer to the section 
“Business Model, Strategy, and Goals” on page 26 et seq. of this Annual Report.  
Ambition and Strategic Sustainability Topics 
As a signatory to the United Nations Global Compact, the Group is committed to complying with certain social 
and environmental standards when conducting its business activities. This includes identifying and preventing, 
or mitigating, adverse impacts on the environment and society that may arise throughout the upstream and 
downstream value chain as a result of business operations and provide remediation.  
Sartorius maintains a close, ongoing dialogue with its stakeholders in this regard. We define stakeholders as 
those individuals, companies, institutions, and interest groups that are able to influence the success of the 
Sartorius Group or are affected by the company’s activities. This particularly includes customers, employees, 
investors, suppliers, and business partners as well as local residents. During the reporting year, Sartorius 
continued engaging and interacting with its customers in a variety of formats. Major interactive events in the 
fiscal year included an ESG investor conference, a supplier day focusing on sustainability, and an internal 
dialogue on the new Sartorius climate action strategy, in which nearly 3,000 Group employees actively 
participated. 
In fiscal 2022, Sartorius defined the following strategic sustainability topics for the Group, taking its 
stakeholders’ concerns into account: 
 Climate  
 Materials and circularity  
 Water and wastewater

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 Social responsibility  
 Corporate governance 
 Sustainability in the supply chains  
Dedicated ambitions, Group-level objectives, and operational targets as well as implementation plans are now 
gradually being developed and implemented or further refined for these sustainability topics.  
Steering 
In fiscal 2022, Sartorius established the Corporate Sustainability Department to systematically advance the 
issue of sustainability within the Group. The Chairman of the Executive Board is responsible for this 
department, which reports directly to him. The department’s job is Group sustainability management and 
therefore the development of strategic sustainability topics and corresponding targets at the Group level. 
Identifying and coordinating necessary initiatives to achieve these goals, sustainability reporting, and 
overseeing the Corporate Sustainability Committee are also the responsibility of the Corporate Sustainability 
Department. 
Under the leadership of the Chairman of the Executive Board, the entire Executive Board and the heads of the 
relevant departments meet on an ad hoc basis as the Corporate Sustainability Committee to discuss the 
further advancement of strategic sustainability topics with respect to targets and concepts. The committee 
did not meet in the reporting year and is planned to meet in 2023.  
In fiscal 2022, the Corporate Sustainability Department focused on developing a comprehensive greenhouse 
gas (GHG) reporting system as a basis for managing sustainability topics. In this context, numerous alignment 
meetings in consultation with the Executive Board took place. In addition, the department made progress with 
the implementation of the Group's climate strategy and the implementation of Germany’s Supply Chain Due 
Diligence Act within the framework of steering groups.  
Risks  
The required disclosures on risks pursuant to Section 289c(3) of the German Commercial Code (HGB) can be 
found in the Opportunities and Risks section of the Annual Report on page 70 et seq. The Group did not 
identify any risks within the meaning of Section 289c(3) of the HGB in the 2022 fiscal year.

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External Evaluations of Sustainability Performance and Capital Market 
Indices  
Sartorius’ sustainability performance is evaluated on a regular basis. An overview of the most recent 
evaluations of sustainability performance can be found in the following table. The results are incorporated into 
the concepts aimed at continuously improving sustainability performance.  
Latest Company Ratings 
Company 
Rating
Publication
Results
Sartorius AG 
EcoVadis 
10.11.2021 60/100 (83th percentile) – silver
Sartorius AG 
CDP
14.12.2022
B
Sartorius AG 
MSCI
27.09.2022
A
Sartorius Stedim Biotech S.A. 
MSCI
05.12.2022
BBB
 
In addition, Sartorius AG is listed in Deutsche Börse’s DAX ESG 50 sustainability index. This index includes the 
leading 50 companies based on ESG (environmental, social, governance) performance, market capitalization, 
and turnover.  
Development of the Strategic Sustainability Topics 
Climate 
Ambition 
Sartorius aims to reduce greenhouse gas (GHG) emissions in relation to turnover and thus gradually decouple 
them from Group growth.  
Concept and Due Diligence Processes  
Against this background, the Group set a target of reducing CO2 emission intensity by an average of 10% per 
year, measured against the base year of 2019. Sartorius has defined this indicator as adjusted gross GHG 
intensity per net turnover by market-based calculation in gCO2e/€ based on the Accounting and Reporting 
Standards of the Greenhouse Gas (GHG) Protocol. However, it accounts for instead of the purchased goods 
and services in the GHG category “Purchased goods and services”, only for the goods and services actually 
consumed for the manufacture of Sartorius’ products and services sold during the fiscal year. This indicator 
was included in the Executive Board’s and management’s long-term variable compensation components in 
fiscal 2022.  
To achieve the targeted reduction, Sartorius is focusing on avoiding emissions and improving process 
efficiency – at its own sites and in the upstream and downstream value chain. An implementation plan is 
currently being drawn up for the specific levers already identified at the end of the 2021 fiscal year. For 
example, the Group aims to reduce Scope 1 and Scope 2 emissions, in particular by switching to renewable 
energy sources at its own sites. When it comes to reducing Scope 3 emissions, the focus is initially on measures 
that address the upstream value chain. This includes, for example, an adapted supplier strategy as well as the 
optimization of shipping and logistics processes and the use of resources. Sartorius expects to spend around 
1% of its annual turnover on reducing CO2 emissions intensity.

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To achieve its target for CO2 emissions intensity, the Group has defined the following absolute targets with 
respect to Scope 1 and Scope 2 GHG emissions: 
 Avoidable Scope 1 GHG emissions reduced to zero by 2030. Process emissions generated 
during membrane production are currently deemed unavoidable based on the technology 
available at present  
 Scope 2 GHG emissions reduced to zero by 2030. This goal is subject to the availability of 
renewable energy at global locations.  
Results of the Concept  
GHG balance sheet 
Sartorius published a comprehensive GHG balance sheet for the first time in fiscal 2022 that includes all 17 
GHG categories based on the GHG Protocol. Detailed explanations on greenhouse gas accounting can be 
found on page 130 et seq. of this Non-financial Statement. 
Total gross GHG emissions (Scope 1, 2, and 3) according to a market-based calculation amounted to 1,137,703 
tCO2e in fiscal 2022 (previous year: 914,731 tCO2e; base year: 573,539 tCO2e). This represents an increase of 
24.4% over the prior year and 98.4% over the 2019 base year. This increase was primarily due to the Group’s 
significant growth. Since no negative GHG emissions, known as carbon removals, could be offset, gross GHG 
emissions correspond to net GHG emissions. Carbon removal is the process of permanently removing GHG 
emissions from the atmosphere using biological, chemical, and physical methods.  
Gross Scope 1 GHG emissions amounted to 17,939 tCO2e (previous year: 13,841 tCO2e, base year: 13,529 
tCO2e), equal to an increase of 29.6% compared with the previous year and 32.6% compared with the base 
year. Gross Scope 2 GHG emissions amounted to 28,714 tCO2e (previous year: 20,885 tCO2e, base year: 25,777 
tCO2e), equal to an increase of 37.5% compared with the previous year and 11.4% compared with the base year. 
The respective increases are due to the growth-related increase in energy consumption and emissions 
generated during the membrane production process.  
Gross GHG intensity per net turnover according to a market-based calculation stood at 0.000273 tCO2e 
(previous year: 0.000265 tCO2e, base year: 0.000314 tCO2e). This represents a 2.6% increase over the prior 
year and a 13.2% reduction from the 2019 base year, respectively.

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GHG Balance Sheet1, 2 
  
FY 2022
FY 2021 
Base year: 
FY 2019
Gross GHG emissions - scope 1 in t CO2e3, 4, 5 
17,939
13,8416
13,529
Share of Scope 1 GHG emissions under regulated emission trading 
schemes in % 
0
0
0
Gross GHG emissions - scope 2 - location-based calculation  
in t CO2e3, 4, 5 
53,886
42,066
30,689
Gross GHG emissions - scope 2 - market-based calculation in t CO2e3, 7  
28,714
20,885
25,777
Gross GHG emissions - scope 3 in t CO2e 
1,091,050
880,006
534.233
Category 1: Purchased goods and services in t CO2e 
521,912
447,894
238,446
Category 2: Capital goods in t CO2e 
95,492
69,759
36,892
Category 3: Fuel- and energy-related activities (not included in scope 
1 and 2) in t CO2e3 
11,323
9,067
6,553
Category 4: Upstream transportation and distribution in t CO2e 
128,734
98,358
57,426
Category 5: Waste generated in operations in t CO2e3 
9,235
7,876
4,021
Category 6: Business travel in t CO2e 
21,067
6,318
26,093
Category 7: Employee commuting in t CO2e8 
22,053
19,134
15,019
Category 8: Upstream leased assets in t CO2e  
0
0
0
Category 9: Downstream transportation and distribution in t CO2e 
10,942
8,360
4,881
Category 10: Processing of sold products in t CO2e 
09
09
09
Category 11: Use of sold products in t CO2e10 
222,138
165,654
108,626
Category 12: End-of-life treatment of sold products in t CO2e 
48,153
47,584
36,276
Category 13: Downstream leased assets in t CO2e 
0
0
0
Category 14: Franchises in t CO2e 
0
0
0
Category 15: Investments in t CO2e 
09
09
09
Total gross GHG emissions (scope 1, 2 and 3) - location-based 
calculation in t CO2e 
1,162,875
935,913
578,451
Total gross GHG emissions (scope 1, 2 and 3) - market-based 
calculation in t CO2e7 
1,137,703
914,731
573,539
Total GHG removals in t CO2e 
0
0
0
Total net GHG emissions (scope 1, 2 and 3) - location-based calculation 
in t CO2e 
1,162,875
935,913
578,451
Total net GHG emissions (scope 1, 2 and 3) - market-based calculation 
in t CO2e7 
1,137,703
914,731
573,539
Gross GHG intensity - location-based calculation per net turnover in t 
CO2e/€ 
    0.000279 
 0.000271 
 0.000317 
Gross GHG intensity - market-based calculation per net turnover in t 
CO2e/€7 
   0.000273 
 0.000265 
  0.000314 
1 The data presented contain uncertainties and should currently be seen as an indication with respect to Scope 3 emissions. 
Explanations on greenhouse gas accounting, including the data concepts and calculation methods applied, can be found on page 130 
et seq. of this Non-financial Statement. 
2 Preparation based on the GHG Protocol (Corporate Accounting and Reporting Standard 2004 and the Corporate Value Chain 
(Scope 3) Accounting and Reporting Standard 2011). 
3 Based on data reported by production sites and some administrative sites; excluding companies newly acquired in the reporting 
year.  
4 Excluding GHG emissions from fleet fuel consumption.  
5 Fugitive emissions data currently only collected in Göttingen and Yauco.  
6 The data for fiscal 2021 was restated in fiscal 2022 based on the application of new and complemented data concepts. 
7 If a contract-specific emission factor was not available for the market-based calculation method, the location-based emission factor 
was used in accordance with the GHG Protocol.  
8 Excluding GHG emissions from commuting by trainees, interns, and contingent workers.

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9 In accordance with the GHG Protocol, this category is reported with zero GHG emissions because Sartorius cannot currently 
account for it appropriately due to the wide range of options available for further processing the Group’s products, each of which has 
its own specific GHG profile, and because, according to one estimate, it is also not material to the Group’s overall GHG accounting.  
10 GHG accounting currently covers only products that require electricity to use.  
11 This category is reported with zero GHG emissions, as the most relevant shareholding from a GHG perspective has been classified 
as not material in the financial reporting for fiscal 2022, and the GHG emissions related to this shareholding have also been assessed 
as not material to the Group’s overall GHG accounting, according to an estimate. 
CO2 Emission Intensity 
In fiscal 2022, the Group’s CO2 emission intensity, i.e., the adjusted gross GHG intensity per net turnover, 
stood at 256 gCO2e/€ (previous year: 245 gCO2e/€). The value for the base year of 2019 defined for the 
climate strategy was restated in fiscal year 2022 from 250 gCO2e/€ to 308 gCO2e/€ due to the application of 
new and complemented data concepts. The average annual reduction in CO2 emission intensity from the base 
year therefore amounted to 6.0% in fiscal 2022. Sartorius plans to further improve and refine its GHG 
accounting in the coming years, which is why the company will continue to make restatements to previously 
reported indicators in the future, if necessary. Explanations on greenhouse gas accounting, including the data 
concepts and calculation methods applied, can be found on page 130 et seq. of this Non-financial Statement. 
CO2  Emission Intensity 
  
FY 2022
FY 2021
Base year: 
FYJ 2019
Adjusted gross GHG intensity - market-based calculation per net 
turnover in t CO2e/€1  
256
245
3082
Average annual reduction in % 
6.0 
10.8
n. r.
1 The “Adjusted gross GHG intensity per euro of net turnover – market-based calculation,” accounts for instead of the purchased 
goods and services in the GHG category “Purchased goods and services”, only for the goods and services actually consumed for the 
manufacture of Sartorius’ products and services sold during the fiscal year This means that the data has been adjusted for warehouse 
inventories.  
2 The data for fiscal 2021 and the base year of 2019 was restated in fiscal 2022 based on the application of new and complemented 
data concepts.  
Energy Consumption 
Total energy consumption increased by 23.6% to 200,715 MWh in fiscal 2022 (previous year: 162,340 MWh). 
In this context, renewable energy sources accounted for 31.7% of total energy consumption, roughly the same 
level as in the previous year (30.9%). The Group-wide degree of coverage with certified energy management 
systems in accordance with ISO 50001 as of December 31, measured against the number of employees, stood 
at 27.1% (previous year: n.a.). Within the scope of the site-specific energy management systems in accordance 
with ISO 50001, energy flows such as the energy sources used and energy consumers as well as the energy 
efficiency status of the largest energy-consuming systems/facilities and processes/activities are systematically 
identified and evaluated. The data collected can then be used to develop measures that support Scope 1 and 
Scope 2 emission reductions and to measure their success.  
At the Göttingen site, which accounts for almost 50% of total energy consumption and is therefore by far the 
largest energy consumer in the Group, work was carried out to expand the use of geothermal energy during 
the fiscal year. The goal is to secure the energy supply and operate a carbon-neutral campus as early as 2030.

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

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

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

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

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

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

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

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Corporate Governance 
Ambition 
Corporate governance aligned with the interests of stakeholders, lawful and responsible conduct, and 
constructive collaboration between the managerial bodies and within the company in a spirit of mutual trust 
constitute the essential cornerstones of Sartorius’ corporate culture.  
Concept and Due Diligence Processes  
Corporate governance is based on the requirements defined in the German Corporate Governance Code. 
The corporate governance statement and declaration of compliance can be found on page 93 et seq. of this 
annual report. 
Through its global compliance management system, Sartorius aims to ensure that the members of its 
individual boards, executives, and employees comply with all legal regulations and codes and perform their 
activities in accordance with the company’s internal guidelines. The basic principles of the compliance 
management system, which, in essence, is based on Sartorius’ global Code of Conduct, are also explained in 
the corporate governance statement on page 101 et seq.  
The issue of anti-corruption is also a central component of the compliance management system. The related 
requirements employees must comply with are laid out in a dedicated Anti-Corruption Code, and employees 
regularly receive training focused specifically on the contents of the Code.  
Results of the Concept 
In fiscal 2022, 11,883 employees (previous year: 9,143 employees) completed the Code of Conduct training 
and 12,154 employees (previous year: 9,341 employees) completed the Anti-Corruption Code training. This 
represents 75.6% and 77.4% of the total employees, respectively.  
Indicators corporate governance 
  
FY 2022
FY 20211
Employees who completed training on Code of Conduct2 
11.883
9,143
Employee coverage in %2 
75.6
66.8
Employees who completed training on anti-corruption code2 
12,154
9,341
Employee coverage in %2 
77.4
68.2
1 The data for fiscal 2021 was taken from the 2021 Non-financial Statement. This does not apply to the employee coverage rate. This 
was calculated and added retroactively.  
2 Excluding the companies newly acquired in the reporting year.

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

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

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Materiality approach 
Capital expenditures and operating expenditures were disclosed on the basis of materiality thresholds. 
Economic activities that accounted for less than 1% of total taxonomy-eligible capital expenditures and 
operating expenditures were qualitatively assessed in terms of their significance for Sartorius. Amounts 
classified as immaterial have been reported as not taxonomy-eligible and therefore were not subject to further 
assessment for taxonomy alignment. This applies to capital expenditures and operating expenditures related 
to activities 4.1 “Electricity generation using solar photovoltaic technology”, 7.4 “Installation, maintenance and 
repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings)”, and 8.1 
“Data processing, hosting and related activities”.  
Since Sartorius did not recognize any capital expenditures and only immaterial operating expenditures related 
to fossil gas in fiscal 2022 for the economic activities described in EU Commission Delegated Regulation 
2022/1214 and in Annex XII, the reporting pursuant to Annex XII of EU Commission Delegated Regulation 
2021/2178 does not apply. 
Procedure for Determining Taxonomy Alignment (“Compliance Assessment”) 
 
Sartorius used a three-step process to determine which turnover, capital expenditures, and operating 
expenditures were taxonomy-aligned:  
 Determination of Basically Taxonomy-Eligible Economic Activities: The process of 
determining the Group’s economic activities that are basically taxonomy-eligible was carried out 
separately for the breakdown of turnover as well as capital expenditures and operating 
expenditures. The results are each described in the following sections on taxonomy-aligned 
turnover, capital expenditures, and operating expenditures, respectively. 
 Assessment of Compliance with the Technical Screening Criteria: Compliance with the 
technical screening criteria, which include assessing whether the contribution to an EU 
environmental objective is substantial (“Substantial contribution” – SC) and whether the other EU 
environmental objectives are not significantly harmed (“Do no significant harm” – DNSH), was 
determined by means of a survey of the relevant Group companies. The results are described in 
each of the following sections. With respect to the EU environmental objective “adaptation to 
climate change”, the company’s economic activities were generally not found to make a 
significant contribution.  
 Assessment of Compliance with the Minimum Safeguards: Sartorius assessed and determined 
compliance with the minimum safeguards criteria based on the recommendations contained in 
the Final Report on Minimum Safeguards published by the European Platform on Sustainable 
Finance in October 2022 for the following four topics as follows:  
Taxes: In this regard, the Group particularly refers to the existing Group-wide risk management 
system, which is described in the “Risk and Opportunities” section of this Annual Report starting 
on page 70 et seq. Responsibility for tax compliance generally lies with the local management of 
the individual Group companies. These are supported by both local tax consulting firms and the 
central Group Tax Department. A system of various measures, such as monitoring local 
regulations (filing deadlines, tax rates, etc.) and tax risks, ensures that information is collected 
within the Group and reported to the Executive Board accordingly.  
Corruption and Bribery: In this regard, the Group to refers to the existing Group-wide 
compliance management system, which is described in the “Corporate Governance Report” 
section of this Annual Report starting on page 102 et seq.

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Fair Competition: In this regard, the Group would like to refer to the existing Group-wide 
compliance management system, which is described in the “Corporate Governance Report” 
section of this Annual Report starting on page 101 et seq. 
Human Rights: With respect to the required human rights due diligence system in accordance 
with the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for 
Multinational Enterprises, the Group refers to the existing measures for its own sites and direct 
and indirect suppliers described in this Non-financial Statement, which can be found in the 
“Social Responsibility” and “Sustainability in the Supply Chain” sections, respectively. Sartorius’ 
human rights due diligence system does not extend to customer relationships, as the Group has 
not identified any relevant areas of risk stemming from Sartorius’ products and services. Since 
the taxonomy-aligned capital expenditures and operating expenditures reported below for 
fiscal 2022 relate to Germany, Sartorius has assessed and determined the effectiveness of the 
system exclusively within this framework. 
Avoiding Double Counting  
Sartorius currently allocates the amounts listed below exclusively to the environmental objective of climate 
change mitigation. Furthermore, the individual economic activities reported for capital expenditures and 
operating expenditures are not interrelated. This approach eliminates double counting.

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

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Capital Expenditures for Taxonomy-Eligible and Taxonomy-Aligned 
Economic Activities  
Capital expenditures in accordance with Section 1.1.2. of the Delegated Act on Article 8 of the EU Taxonomy 
Regulation consisted of gross additions to tangible and intangible fixed assets in the reporting year, including 
additions from business acquisitions. In this context, goodwill is not taken into account. Capital expenditures 
were measured on the basis of the International Financial Reporting Standards (IFRS) applicable to the 
consolidated financial statements. Capital expenditures correspond to the sum of the amounts recognized in 
the notes to the consolidated financial statements from investments and additions from acquisitions, in the 
sections “15. Other intangible assets” on page 197, “16. Property, plant and equipment” on page 200 et seq., 
and “17. Leases” on page 201 et seq.  
The analysis of these capital expenditures revealed that the Sartorius Group incurs such expenditures that 
relate to the purchase of products or services (letter c under Section 1.1.2.2 of the Delegated Act on Article 8 
of the EU Taxonomy Regulation) from the following taxonomy-eligible economic activities: 
 Activity 6.5: Transport by motorbikes, passenger cars and light commercial vehicles 
 Activity 7.7: Acquisition and ownership of buildings 
Sartorius’ assessment of compliance with the technical screening criteria for these taxonomy-eligible 
economic activities resulted in the conclusion that the taxonomy-eligible amounts for Activity 6.5 cannot be 
designated as taxonomy-aligned due to a lack of information supporting compliance with the DNSH criteria 
for the EU environmental objective “pollution prevention and control.” Capital expenditures on vehicles 
already include numerous e-cars. This means that the company has met key EU taxonomy criteria, for example 
with regard to CO2 emissions. Sartorius could not, however, provide full evidence that other requirements, 
including the mandatory EU tire labels, had been met. 
With respect to Activity 7.7, compliance with the technical screening criteria could only be determined for the 
company’s buildings in Germany. This assessment was carried out on the basis of existing and planned 
certifications by the German Sustainable Building Council (DGNB) and energy performance certificates, 
among other data. Sartorius was able to successfully evaluate the SC and DNSH criteria for most of the 
buildings in Germany. 
As such, taxonomy-aligned capital expenditures accounted for 13% of all capital expenditures in fiscal 2022 
(previous year: n.a.).  
100% of the company’s capital expenditures consist of additions recognized in accordance with IAS 16, IAS 38, 
IAS 40, and IFRS 16.

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SC1 
DNSH2 
  
Taxonomy-
aligned 
proportion of 
capital 
expenditures
 
Economic activities 
NACE code 
Capital 
expenditures 
Proportion of 
capital 
expenditures 
Climate 
protection 
Climate 
protection 
Climate 
adaptation  
Water 
protection  
Pollution 
Circularity  
Biodiversity 
Minimum 
safeguards 
FY 2022 
FY 2021 
Category  
  
 
€ in 
million 
in %
in %
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
in %
in %
E/T3
A. Taxonomy-eligible economic activities  
A.1. Environmentally sustainable activities (taxonomy-aligned) 
7.7. Acquisition and ownership 
of buildings 
n.a.
110.5
13
100
Ja
Ja
Ja
Ja
Ja
Ja
Ja
13
n.a.
E
Capital expenditures of 
environmentally sustainable 
activities (taxonomy-aligned) 
(A.1.) 
n.a.
110.5
13
100
 
 
 
 
 
 
 
13
n.a.
 
A.2. Taxonomy-eligible, but not environmentally sustainable activities (not taxonomy-aligned activities) 
6.5. Transport by motorbikes, 
passenger cars and light 
commercial vehicles 
n.a.
7.8
1
 
 
 
 
 
 
 
 
 
7.7. Acquisition and ownership 
of buildings 
n.a.
180.2
21
 
 
 
 
 
 
 
 
 
 
Capital expenditures for 
taxonomy-eligible, but not 
environmentally sustainable 
activities (not taxonomy-
aligned activities) (A.2) 
n.a.
188.0
22
 
 
 
 
 
 
 
 
 
 
Total (A.1. + A.2.) 
n.a.
298.5
344
 
 
 
 
 
 
 
 
 
 
B. Taxonomy-non-eligible economic activities 
Capital expenditures for 
taxonomy-non-eligible 
activities (B) 
 
569.6
66
 
 
 
 
 
 
 
 
 
 
 
Total (A + B) 
 
868.1
100
 
 
 
 
 
 
 
 
 
 
 
1 SC stands for “substantial contribution” 
2 DNSH stands for “do no significant harm” 
3 E stands for “enabling”; T stands for “transitional” 
4 Figure rounded down due to mathematical constraints

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

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SC1 
DNSH2 
  
Taxonomy-
aligned 
proportion of 
operating 
expenditures
 
Economic activities 
NACE code 
Operational 
expenditures 
Proportion of 
operating 
expenditures 
Climate 
protection 
Climate 
protection 
Climate 
adaptation  
Water 
protection  
Pollution 
Circularity  
Biodiversity 
Minimum 
safeguards 
FY 2022 
FY 2021 
Category  
  
 
€ in 
million 
in %
in %
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
Yes / 
no
in %
in %
E/T3
A. Taxonomy-eligible economic activities  
A.1. Environmentally sustainable activities (taxonomy-aligned) 
7.7. Acquisition and ownership 
of buildings 
n.a.
2.1
1
100
Ja
Ja
Ja
Ja
Ja
Ja
Ja
1
n.a.
E
Operating expenditures of 
environmentally sustainable 
activities (taxonomy-aligned) 
(A.1.) 
n.a.
2.1
1
100
 
 
 
 
 
 
 
1
n.a.
 
A.2. Taxonomy-eligible, but not environmentally sustainable activities (not taxonomy-aligned activities) 
6.5. Transport by motorbikes, 
passenger cars and light 
commercial vehicles 
n.a.
3.4
2
 
 
 
 
 
 
 
 
 
7.7. Acquisition and ownership 
of buildings 
n.a.
27.5
16
 
 
 
 
 
 
 
 
 
 
Operating expenditures for 
taxonomy-eligible, but not 
environmentally sustainable 
activities (not taxonomy-
aligned activities) (A.2) 
n.a.
30.9
18
 
 
 
 
 
 
 
 
 
 
 
Total (A.1. + A.2.) 
n.a.
33.0
19
 
 
 
 
 
 
 
 
 
 
 
B. Taxonomy-non-eligible economic activities 
Operating expenditures for 
taxonomy-non-eligible 
activities (B) 
 
141.3
81
 
 
 
 
 
 
 
 
 
 
 
Total (A + B) 
 
174.3
100
 
 
 
 
 
 
 
 
 
 
 
1 SC stands for “substantial contribution” 
2 DNSH stands for “do no significant harm” 
3 E stands for “enabling”; T stands for “transitional”

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

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

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

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Independent Auditor´s Report 
To Sartorius AG, Göttingen, Germany 
We have performed an independent limited assurance engagement on the Non-financial Group Statement 
of Sartorius AG, Göttingen, Germany (hereinafter referred to as the “Company” or the “Group”), as well as on 
the sections in the Group Management Report entitled “Business Model, Strategy, and Goals” and “Risks and 
Opportunities” for the period from January 1, 2022, to December 31, 2022 (hereinafter referred to as the “Non-
financial Statement”), which are qualified by reference as an integral part thereof.  
In the Non-financial Statement, the Company refers to the Corporate Governance Report and the Declaration 
of Compliance in accordance with the German Corporate Governance Code. Their adequacy and the 
accuracy of the of the resulting conclusions were not part of our limited assurance engagement.  
Responsibility of the Legal Representatives 
Sartorius AG's legal representatives are responsible for preparing the Non-financial Statement for the period 
from January 1, 2022, to December 31, 2022, in accordance with Section 315c in conjunction with 289c to 289e 
of the German Commercial Code (HGB) and Article 8 of REGULATION (EU) 2020/852 OF THE EUROPEAN 
PARLIAMENT AND OF THE COUNCIL dated June 18, 2020 on the establishment of a framework to facilitate 
sustainable investment and amending Regulation (EU) 2019/2088 (hereinafter the "EU Taxonomy 
Regulation") and the Delegated Acts adopted in this regard, as well as with their own interpretation of the 
wording and terms contained in the EU Taxonomy Regulation and the Delegated Acts adopted in this regard, 
as presented in the “Disclosures under the EU Taxonomy Regulation” section of the Non-financial Statement. 
This responsibility of the Company’s legal representatives includes the selection and application of 
appropriate methods to prepare the Non-financial Group Statement and the use of assumptions and 
estimates for individual disclosures which are reasonable under the given circumstances. Furthermore, the 
legal representatives are responsible for the internal controls they have deemed necessary to enable the 
preparation of a non-financial statement that is free from material misstatements, whether due to fraud or error 
(manipulation of the Non-financial Statement). 
The EU Taxonomy Regulation and the Delegated Acts adopted with reference to it contain formulations and 
terms that are still subject to substantial interpretation uncertainty and for which clarifying information has not 
yet been published in every case. For this reason, the legal representatives have put their interpretation of the 
EU Taxonomy Regulation and the Delegated Acts adopted with reference to it on record in the section 
entitled “Disclosures under the EU Taxonomy Regulation” of the Non-financial Group Statement. They are 
responsible for ensuring that this interpretation is justifiable. Due to the inherent risk that uncertain legal terms 
may be interpreted differently, the legal conformity of the interpretation is subject to uncertainty. 
Assuring the Independence and Quality of the Auditor 
In performing this engagement, we applied the national legal provisions and professional pronouncements 
regarding independence and quality assurance, in particular the Professional Code for German Public 
Auditors and Chartered Accountants (in Germany) and the quality assurance standard of the German Institute 
of Public Auditors (Institut der Wirtschaftsprüfer, IDW) regarding quality assurance requirements in audit 
practice (IDW QS 1).

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Auditor’s Responsibility 
It is our responsibility to express an opinion on the Non-financial Statement based on our assurance 
engagement performed within our limited assurance engagement. 
We conducted our assurance engagement in accordance with the International Standard on Assurance 
Engagements ISAE 3000 (Revised) “Assurance Engagements other than Audits or Reviews of Historical 
Financial Information”, issued by the IAASB, in the form of a limited assurance engagement. Those standards 
require that we plan and perform the assurance engagement in a manner that enables us to express a 
conclusion with limited assurance as to whether any matters have come to our attention that cause us to 
believe that the Non-financial Statement of the Company has not been prepared, in all material respects, in 
accordance with Section 315c in conjunction with 289c to 289e of the German Commercial Code (HGB) and 
the EU Taxonomy Regulation and the Delegated Acts issued in this respect as well as the interpretation by the 
legal representatives as set out in the section “Disclosures in accordance with the EU Taxonomy Regulation” 
of the Non-financial Statement. 
In a limited assurance engagement, the assurance procedures are less in scope than in a reasonable assurance 
engagement and therefore provide substantially less assurance than a reasonable assurance engagement. 
The choice of assurance procedures is subject to the auditor’s professional judgment. 
Within the scope of our assurance engagement, we performed, among other tasks, the following assurance 
procedures and other activities: 
 
Measures to gain an understanding of the structure of the Group’s sustainability organization 
and stakeholder engagement 
 
A risk analysis, including a media search, to identify relevant information on the Company’s 
sustainability performance in the reporting period 
 
Interviews with the legal representatives and relevant employees involved in the preparation of 
the Non-financial Statement on the preparation process, on the internal control system 
related to this process, and on disclosures in the Non-financial Statement 
 
The identification of probable risks of material misstatements in the Non-financial Statement 
 
The reconciliation of selected data with the corresponding data in the consolidated financial 
statements and the Group Management Report 
 
Analytical assessments of the data and trends of the quantitative disclosures that were 
reported for the purposes of consolidation at the Group level by all Group entities included in 
the scope of the report 
 
An assessment of the local data collection, validation, and reporting processes as well as the 
reliability of the reported data through a sample survey at The Automation Partnership 
(Cambridge) Ltd, Royston (UK), Sartorius Stedim Biotech GmbH, Sartorius Lab Instruments 
GmbH & Co. KG, and Sartorius Corporate Administration GmbH, Göttingen (Germany) 
 
An assessment of the overall presentation of the disclosures in the Non-financial Statement

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With regard to the review of the non-financial disclosures concerning the EU taxonomy, we performed the 
following assurance procedures and other activities, among others: 
 
Interviews with responsible employees at the Group level to gain an understanding of the 
procedure for identifying taxonomy-eligible and taxonomy-aligned economic activities in 
accordance with the EU taxonomy 
 
An assessment of the design and implementation of systems, processes, and measures used to 
identify, process, and monitor data on sales revenue, capital expenditures, and operating 
expenditures for taxonomy-eligible and taxonomy-aligned economic activities 
 
Interviews with employees at the Group level who are responsible for determining disclosures 
on concepts, due diligence processes, results, and risks, performing internal control functions, 
and consolidating the disclosures 
 
An assessment of the process for identifying taxonomy-eligible and taxonomy-aligned 
economic activities and the corresponding disclosures in the Non-financial Statement 
 
An assessment of the overall presentation of the information on the EU taxonomy 
In determining the disclosures in accordance with Article 8 of the EU Taxonomy Regulation, the legal 
representatives have to interpret uncertain legal terms. Due to the inherent risk that uncertain legal terms may 
be interpreted differently, the legal conformity of the interpretation and consequently our assurance 
engagement in this regard are subject to uncertainty. 
Opinion 
Based on the assurance procedures performed and the evidence obtained, no matters have come to our 
attention that cause us to believe that the Non-financial Statement of Sartorius AG for the period from January 
1 to December 31, 2022 has not been prepared, in all material respects, in accordance with sections 315c in 
conjunction with 289c to 289e of the HGB and the EU Taxonomy Regulation and the Delegated Acts adopted 
with reference to it, as well as the interpretation presented in the section entitled “Disclosures in accordance 
with the EU Taxonomy Regulation” of the Non-financial Statement. 
We have not issued an audit opinion on the Corporate Governance Statement referred to in the Non-financial 
Statement and the Declaration of Compliance with the German Corporate Governance Code, which were not 
part of our assurance engagement.

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Restriction of Use/Clause on General Engagement Terms 
This assurance report is addressed to Sartorius AG and intended for its use only. 
The engagement, in the performance of which we rendered the aforementioned services for Sartorius AG, was 
based on the General Engagement Terms and Conditions for German Public Auditors and Public Audit Firms 
dated January 1, 2017 (https://www.kpmg.de/bescheinigungen/lib/aab.pdf). By acknowledging and using the 
information contained in this assurance report, each recipient confirms that it has taken note of the provisions 
contained therein (including the limitation of liability to 4 million euros for negligence in Section 9 of the 
General Engagement Terms) and acknowledges their validity in relation to us. 
 
Hanover, February 8, 2023 
KPMG AG 
Wirtschaftsprüfungsgesellschaft  
 
Gerd Krause 
 
 
 
 
Katrin Matthias

Remuneration Report

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

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

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

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

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

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

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Employee Net Promoter Score (ENPS) 
 
 
 
 
 
 
 
 
In fiscal 2022, target achievement for the subordinate target "Employee Net Promoter Score (ENPS)" stood 
at 83.50% of the target value for the Group, as a whole, 71.43% for the Bioprocess Solutions Division, and 
105.26% for the Lab Products & Services Division. This target achievement results in payout amounts of 72.5% 
for the Group, 52.4% for the Bioprocess Solutions Division, and 108.8% for the Lab Products & Services Division, 
so that each member of the Executive Board is paid an amount corresponding to the respective weighting of 
the individual target amount for this subordinate target. 
b) Long-Term Variable Remuneration Components 
In the reporting year, the long-term variable remuneration components for all members of the Executive 
Board consisted of the following three individual components: Each individual component is based on the 
development of consolidated net profit, the reduction in CO2 emissions intensity and the development of the 
Sartorius AG preference share price over a four-year assessment period. As a result, the long-term variable 
remuneration components are also aligned with target parameters that measure profitable growth and a 
sustainable and long-term increase in the value of the company and the achievement of the climate targets 
derived from the company’s sustainability strategy, and thus serve to implement the company’s overarching 
strategic objectives. 
The aforementioned long-term variable remuneration components are weighted as follows: 25% each for 
consolidated net profit and reduction in CO2-equivalent emission intensity and 50% for the phantom stock 
plan. For each of the individual components, a separate individual target amount is set for each Executive 
Board member, on the basis of which the specific payment amount is determined in each case based on the 
level at which the associated targets were achieved for the relevant fiscal years. 
The Executive Board Chairman Dr. Joachim Kreuzburg was additionally granted share-based compensation 
as a further long-term variable remuneration component. The long-term increase in the value of the company 
as an overriding strategic objective of the company is also promoted by this share-based compensation and 
participation provided by this in the development of the price of the company’s shares. The respective long-
term variable remuneration components together generally represent the majority of the variable 
compensation components for each Executive Board member. 
The “consolidated net profit” and “reduction in CO2-equivalent emissions intensity” components of long-term 
variable remuneration are each weighted at 25%. In contrast, the “development of preference share price” 
component of long-term variable remuneration is weighted at 50%. As a result, the share-based portion of 
variable remuneration, in deviation from Recommendation G.10, sentence 1 of the GCGC, does not, in

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principle, constitute the predominant portion of Executive Board members’ variable remuneration. The 
Supervisory Board believes that even with the current weighting, an incentive structure is achieved which is 
geared to the sustainable and long-term development of the company. In the case of the Chairman of the 
Executive Board, however, his variable remuneration is predominantly share-based in view of the additional 
share bonus granted, in line with this Recommendation. 
Consolidated Net Profit 
The individual component based on consolidated net profit has an assessment period of four consecutive 
fiscal years (until 2021: three consecutive fiscal years) and begins with the fiscal year in which the tranche in 
question is granted. A new tranche is granted on a rolling basis for each fiscal year. The payout amount for the 
respective tranche is based on the total target achievement for the respective measurement period, which 
corresponds to the average target achievement for each of the four fiscal years of the relevant measurement 
period. For each fiscal year, the Supervisory Board annually defines a target for consolidated net profit in euros. 
To determine the level of target achievement for a fiscal year, the consolidated net profit (up to and including 
the 2020 amount granted, after deduction of non-controlling interest) that is reported in the company’s 
consolidated financial statements audited according to the defined audit focal points and approved and 
excludes amortization (impairment of the value of intangible assets due to business combinations pursuant to 
IFRS 3) is compared with the respective target set by the Supervisory Board. In individual cases, the 
Supervisory Board may make adjustments to the actual value to account for non-recurring extraordinary or 
non-operating items (such as acquisitions). 
The amount paid out is determined on the basis of the individual target amount and the formula defined by 
the Supervisory Board. It establishes (i) a minimum target achievement level of 50%, below which the payout 
is zero, and (ii) a maximum target achievement level, above which the payout amount no longer increases. 
Therefore, the amount paid out for this remuneration target is capped at the maximum percentage of the 
individual target amount. This cap currently stands at 120% for all individual target amounts and is reached at 
a target achievement level of 120%. This remuneration component is generally paid after the end of the last 
fiscal year of the assessment period for the tranche in question, which was four years for tranches granted in 
the reporting year and three years for tranches granted in previous years. 
Average net profit 
 
 
 
 
 
 
 
 
In order to balance out the payout amounts over time, in the past a partial payment was paid out in the amount 
of 50% of the payout amount, determined on the basis of the level of target achievement for the first fiscal year 
of the assessment period of a tranche in each case, based on the individual subordinate target amount. This 
partial payment only applies to Rainer Lehmann, whose contract predates the new remuneration policy 
coming into effect as it pertains to this component. Such a partial amount is calculated and paid out at the end 
of the first fiscal year of a respective assessment period based on the company’s consolidated financial

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

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Development of the Preference Share Price (Phantom Stock Plan) 
As the third individual component of long-term variable compensation, Executive Board members receive 
virtual shares, known as phantom stock units. Through the issue of such phantom shares, Executive Board 
members are treated as if they were owners of a certain number of preference shares in Sartorius AG, without, 
however, being entitled to receive dividends. The development of the value of these phantom stocks is linked 
with the development of the Sartorius preference share; both increases and decreases in the share price are 
taken into account. Later, the value of these phantom stocks are assessed based on the share price at the time, 
and its equivalent is paid out in cash, provided that the associated conditions are met. Phantom stocks cannot 
be traded and do not confer any rights to purchase shares.  
According to the Sartorius phantom stock plan, each Executive Board member is credited at the beginning of 
every year with phantom stock units valued at an agreed monetary value. The value of these phantom stocks 
can be paid out only as an entire annual tranche. Payment can be requested at the earliest after a period of 
four years and no later than after eight years. If a member is appointed to the Executive Board during a year, 
this member will be assigned phantom stock units retroactively as of the beginning of this fiscal year (pro rata 
temporis, if applicable). 
An Executive Board member is entitled to receive payment for phantom stock units only if the share price at 
the time of such payment request has appreciated at least 7.5% per year relative to the time the phantom stock 
units were assigned or if the share price outperformed the TecDAX as a comparative index. In addition, the 
value of the phantom stock units must be at least 50% of the grant value. The phantom stock plan rules out 
subsequent changes to the parameters used for comparative stock valuation. 
Assignment of these phantom stock units and later payment of their monetary equivalent depend on the 
mean value calculated from the average prices of the Sartorius AG preference share, with said prices quoted 
in the closing auction of Xetra trading on the Frankfurt Stock Exchange (or a corresponding successor trading 
system) over the last 20 days of trading of the previous year (in the case of granting) or over the last 20 days of 
trading prior to submission of a payment request (in the case of payment). This serves to compensate for any 
short-term fluctuations in the share prices.  
The payout amount is capped at a maximum of 2.5 times the share price at the time the phantom stock units 
were granted, based in each case on the individual annual tranche. 
Under the current terms of the phantom stock plan, payment for phantom stock is blocked for the four weeks 
preceding the scheduled publication date of quarterly results and for the 30 calendar days before the 
scheduled publication of the half-year results and preliminary year-end results, as well as for 20 days of trading 
on the stock exchange following the actual publication of quarterly and preliminary year-end results. These 
black-out periods are intended to ensure that payments are only made during periods in which the most 
recent business results have already been processed in the capital market and the regular publication of 
further business results is still sufficiently far in the future. 
The fair value grant price for this remuneration component is €574.61 for 2022. Target achievement for this 
subordinate target is reported in the remuneration report after vesting or exercise by the Executive Board 
members; i.e., between 2026 and 2030. 
Share-Based Payment 
In December 2019, Executive Board Chairman Dr. Kreuzburg was additionally granted share-based payment 
in connection with the fourth extension of his appointment as a member and Chairman of the Executive Board 
as well as CEO. This was in the form of company shares with a grant date fair value totaling €5.0 million (based 
on the share price as of December 5, 2019, as the grant date); this corresponds to a proportional grant date fair 
value of €1.0 million for each year of his new five-year term of appointment. For this purpose, a corresponding 
number of treasury shares (27,570 treasury shares in total), consisting of equal proportions of the company’s

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own preference shares and own ordinary shares, were transferred to Dr. Kreuzburg at the beginning of his new 
term in November 2020. The shares granted are subject to a holding period that will end on November 10, 
2024. Should Dr. Kreuzburg leave the company prior to November 11, 2022, at his own request, his 
entitlements to be granted said shares by transfer shall lapse in their entirety. If Dr. Kreuzburg leaves the 
company after November 10, 2022, and before November 11, 2024, at his own request, half of his entitlements 
to be granted said shares shall lapse. For the purpose of the target total remuneration, the shares granted for 
Dr. Kreuzburg’s current five-year term of appointment are recognized at their pro-rated grant date fair value 
for each year of his term of appointment. Dr. Kreuzburg sold a total of 20,000 preference shares on November 
14, 2022. This reported transaction was published on the Sartorius AG website. 
4. Pension Commitments 
The members of the Executive Board generally receive pension commitments as defined-benefit plans for 
their first reappointment. At the request of the Executive Board member concerned, the company will take 
out an insurance policy for the term of their employment contract and pay the particular benefit contributions 
into this insurance policy. The pension contribution consists of a base amount of 14% of the respective 
member’s annual fixed remuneration. If desired, the Executive Board member in question can pay in an 
additional 7% of the gross amount paid to the Executive Board member in the fiscal year in question as short-
term variable compensation and as long-term variable compensation attributable to net profit as a personal 
contribution by way of deferred compensation. If a member of the Executive Board exercises this right, the 
company will in turn make an additional contribution in the same amount (known as a matching contribution 
benefit). For the purpose of determining the target total compensation and the relative share of the pension 
commitments in a member’s target total remuneration, only the basic amount to be paid by the company and 
the matching benefit contribution were taken into account (based on 100% target achievement of the 
relevant variable remuneration components). 
Pursuant to the insurance terms and conditions, the pension benefit can be granted in the form of a retirement 
pension or a lump-sum payment for reaching the regular retirement age or needing to retire due to disability, 
as well as in the form of surviving dependents’ benefits for widows and orphans, according to which particular 
option an Executive Board member elects. The company does not guarantee the paid-in capital or an annual 
interest rate. 
Furthermore, an earlier pension agreement granted to Dr. Kreuzburg provides that he will receive a monthly 
pension dependent on the basic salary of a German federal civil servant classified as grade 10 of salary class B 
for ministry officials according to the Federal Civil Service Remuneration Act (“Bundesbesoldungsgesetz”) in 
the respective version applicable. With each full year of service on the Executive Board, 5% of his full pension 
will be vested until his fully vested pension will have been reached after 20 years. In this case, these retirement 
benefits will have been fully vested, taking his years of service on the Executive Board into account, at the end 
of December 31, 2021. His retirement benefits will be granted in the form of a pension in the cases where he 
reaches the regular retirement age or needs to retire due to disability, as well as in the form of a pension for 
widows and orphans and shall correspond to 70% of the monthly pension benefits of a German federal civil 
servant classified as grade 10 of salary class B for ministry officials according to the Federal Civil Service 
Remuneration Act (“Bundesbesoldungsgesetz”). These additional pension commitments are considered in 
the determination of Dr. Kreuzburg’s target total remuneration and of the relative proportion of his pension 
commitments in his target total remuneration along with the respective employee benefit expense 
attributable thereto. 
The regular retirement age for all pension commitments is 65. There are no early retirement regulations, except 
in the case of disability.

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5. Other Remuneration Components 
The remuneration policy provides that the Supervisory Board may grant special compensation at its 
reasonable discretion for extraordinary performance by a member of the Executive Board. This option was not 
used in the reporting year. 
II. Target Total Remuneration; Relative Percentages of Fixed and Variable Remuneration Components 
The Supervisory Board determines a specific target total remuneration for each Executive Board member. The 
target total remuneration is the sum of all remuneration components relevant for total remuneration. For the 
variable components, the target amount is taken as a basis in each case of 100% target achievement, provided 
that a target is measured. In the case of share-based compensation, which is granted as an additional variable 
remuneration component only to the Executive Board Chairman, the prorated grant date fair value (= 
€1.0 million annually) is recognized for each year of the Chairman’s associated contract term to ensure 
transparent and traceable reporting for the purposes of target total remuneration. Regarding pension 
commitments, it is further assumed that the Executive Board members will exercise their right to receive 
deferred compensation of their variable remuneration components (based on 100% achievement of targets) 
to the maximum extent permitted and that the company will therefore also pay each member a corresponding 
additional amount as a matching contribution.  
For the Executive Board Chairman, the relative percentage of fixed remuneration components (fixed annual 
salary and fringe benefits) is roughly 29% and the percentage of the variable remuneration components on 
the whole roughly 65% of his target total remuneration. The percentage of the short-term (target) 
compensation of his target total remuneration is roughly 17%; that of the long-term compensation of his target 
total remuneration, roughly 48%. The percentage of pension commitments for the Executive Board Chairman 
is currently roughly 6% of his target total remuneration. 
For the other Executive Board members, the relative percentage of the fixed remuneration components (fixed 
annual salary and fringe benefits) is between 37% and 43% of their respective total target remuneration and 
the percentage of all variable remuneration components between roughly 50% and 55% of their 
corresponding target total remuneration. In this context, short-term (target) compensation accounts for 
between roughly 21% and 23% of total target compensation, while long-term (target) compensation accounts 
for between roughly 29% and 32% of total target compensation. Pension commitments currently account for 
between 7% and roughly 8% of total target compensation. 
The defined relative proportions of the remuneration components correspond in their respective amounts to 
the requirements of the relevant remuneration policy. 
III. Reclaiming or Reducing Variable Remuneration (Clawback) 
All Executive Board employment contracts contain provisions specifying that the company is entitled to 
reclaim from Executive Board members variable remuneration components already paid out to them in the 
following cases described: 
1. Performance Clawback 
If the entitlement to payment of annual short-term variable remuneration and of remuneration with a multi-
year assessment basis in relation to the individual component of consolidated net profit is based on audited 
and approved consolidated financial statements that were objectively incorrect and therefore had to be 
subsequently corrected in accordance with the relevant accounting standards, and if no or a lower entitlement 
to payment of variable remuneration components would have arisen based on the corrected audited 
consolidated financial statements, the company may reclaim the corresponding amount of overpayment from 
the respective Executive Board member.

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2. Compliance Clawback 
If an Executive Board member commits, either through gross negligence or willful intent, any dereliction of the 
duty to exercise the skill and care of a prudent manager faithfully complying with his duties in accordance with 
Section 93, Subsection 1, of the German Stock Corporation Law “AktG,” the company shall be entitled to 
reclaim from the respective Executive Board member the full or partial repayment of the annual short-term 
variable remuneration paid out to him for the respective assessment period in which the breach of duty 
occurred, the remuneration with a multi-year assessment basis related to the individual component of the 
consolidated net profit, and of the liquidated phantom stock units and/or to declare that member’s forfeiture 
with respect to tranches of phantom stock units yet to be granted. 
The Executive Board member shall not be obligated to reimburse the company if more than three years have 
elapsed as counted from the payment of the respective variable remuneration components up to the time a 
claim against said member for reimbursement is asserted. The objection of disenrichment in accordance with 
Section 818, Subsection 3, of the German Civil Code “BGB” is excluded under the remuneration policy. The 
right to claim damages pursuant to Section 93 of the German Stock Corporation Law “AktG” shall remain 
unaffected. 
3. Exercise 
In fiscal 2022, none of the conditions for reclaiming or reducing remuneration under these clawback 
provisions existed. Accordingly, no use was made of this right to exercise a clawback option. 
IV. Remuneration-Related Legal Transactions 
1. Terms and Prerequisites for Termination of Remuneration-Related Legal Transactions 
The employment contracts of Executive Board members are concluded for the term of their respective 
appointments. Initial appointments are each for a maximum of three years; extensions of an appointment term 
are for up to five years.  
The current terms of the employment contracts of the incumbent members of the Executive Board are as 
follows: 
 Dr. Joachim Kreuzburg: November 10, 2025 
 Dr. René Fáber: December 31, 2026 
 Rainer Lehmann: February 28, 2025 
 John Gerard Mackay: December 31, 2023 
Termination of their employment contracts by giving due and proper notice is excluded. For this reason, an 
employment contract of an Executive Board member can only be terminated by mutual agreement based on 
a termination agreement or by termination for good cause with immediate effect. The company may terminate 
an Executive Board member’s employment contract for good cause defined by the German Stock 
Corporation Law “AktG” as “grave cause,” particularly in the event that the Supervisory Board revokes this 
member’s appointment for said grave cause pursuant to Section 84, Subsection 3, of AktG. In this case, the 
statutory periods of notice pursuant to Section 622 of the German Civil Code “BGB” shall apply, unless there 
is also a compelling reason (“good cause”) for termination without notice pursuant to Section 626 of BGB. 
2. Severance Payments 
The employment contracts for Executive Board members provide that a member will receive a severance 
payment in the event the company terminates the employment contract of said member with immediate 
effect, provided that said member is not responsible for any grave cause or compelling reason warranting said 
termination ahead of the regular contract expiration date. The maximum severance payment equals two years’

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remuneration (including variable components), but no more than the amount of remuneration that would be 
payable until the end of the contract term. 
Furthermore, in the event of early termination of employment on the Executive Board by mutual agreement, 
the company may also grant, or agree to grant, severance payments, the amount of which shall be limited, in 
turn, to a maximum of two years’ remuneration and shall not compensate for more than the remaining term of 
the member’s employment contract. 
3. Non-Competition Clause 
The Executive Board employment contracts provide for a post-contractual non-competition clause for a 
duration of up to two years upon termination of employment with the company. In the event that this non-
competition clause is not waived or is nullified, half of the remuneration last paid by the company shall be 
granted to the respective Executive Board member as compensation for non-competition throughout the 
non-competition period. Any severance to be paid in connection with the termination of an employment 
contract to an Executive Board member shall be deducted in full from said compensation for non-competition 
in accordance with Recommendation G.13 of the GCGC dated December 16, 2019, provided that the 
employment contracts concerned have been extended after the GCGC had entered into force. This does not 
apply to Rainer Lehmann’s employment contract, the term of which was extended at an earlier date and which 
does not currently contain a corresponding offsetting provision. 
V. Procedure for Establishing and Implementing as well as Reviewing the Remuneration Policy 
The Supervisory Board establishes and regularly reviews the remuneration policy for the Executive Board. The 
Executive Task Committee of the Supervisory Board prepares the remuneration policy for approval by the full 
Supervisory Board and makes the respective suggestions. 
In the process, the Supervisory Board also reviews the appropriateness of such remuneration in comparison 
to the remuneration of the Executive Board within the peer group of the company (horizontal 
appropriateness). The peer group is defined by the Supervisory Board and/or its Executive Task Committee 
and is adapted as necessary. During the reporting year, the Supervisory Board conducted a benchmarking 
analysis of Executive Board remuneration with the assistance of a neutral external remuneration consultant 
and, in this context, reviewed and reconstituted the peer group. In determining the composition of the peer 
group, the Supervisory Board identified domestic and foreign companies that are comparable to the company 
in terms of industry, size, and sales. This updated peer group currently includes the following companies: 
Beiersdorf, Carl Zeiss Meditec, Drägerwerk, Gerresheimer, Qiagen, Symrise, SYNLAB, bioMérieux, Coloplast, 
Eurofins Scientific, Lonza Group, Smith&Nephew, Steris, and UCB.  
In establishing the remuneration for the Executive Board members, the Supervisory Board further considers 
both the compensation of senior management and that of the remaining workforce in relation to the German 
Group companies (vertical appropriateness). For these purposes, the Supervisory Board defines senior 
management as the group of executives of the first two management levels below the Executive Board. The 
Supervisory Board looks not only at the current compensation ratio, but also at how it has developed over time. 
If necessary, the Supervisory Board will engage an independent compensation consultant to review vertical 
and horizontal appropriateness; this was last carried out in the reporting year. Furthermore, the Supervisory 
Board also considers the requirements of the German Corporate Governance Code when determining and 
reviewing the remuneration of the Executive Board. 
Any conflict of interest in the establishment, implementation and review of the remuneration policy shall be 
treated by the Supervisory Board in the same way as other conflicts of interest in the person of a Supervisory 
Board member. The Supervisory Board member concerned is therefore required to disclose any conflict of 
interest to the Chairman of the Supervisory Board and will not participate in the adoption of resolutions or in

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the deliberations concerned. Disclosure of any conflicts of interest at an early stage ensures that the decisions 
of the Supervisory Board are not influenced by inappropriate considerations. 
The current Executive Board members’ employment contracts already complied with the new remuneration 
system in the reporting year, with only a few deviations as explained above. Insofar as discrepancies between 
the Executive Board employment contracts and the Executive Board remuneration policy still exist beyond 
the current year – this relates only to the partial payment for the consolidated net profit component of long-
term variable remuneration and the lack of offsetting of the severance payment in the case of Rainer Lehmann 
– the Supervisory Board will examine, in consultation with the Executive Board member concerned, to what 
extent and, if applicable, from what period onwards an adjustment can be made. As long as such discrepancies 
continue to exist, they will be presented in the company’s Remuneration Report. 
VI. Compliance with the Maximum Remuneration Limits for the Executive Board 
Executive Board remuneration is capped in two respects. Under the new remuneration policy, the total 
remuneration consisting of a fixed salary including fringe benefits, employee benefit expense, and the short-
term and long-term variable remuneration components for a fiscal year – irrespective of whether it is paid in 
the fiscal year in question or at another time – is limited to a maximum gross amount of €4.5 million for the 
Executive Board Chairman and €2.25 million for each of the other Executive Board members. The maximum 
remuneration covers the maximum possible non-performance-related fixed and performance-related 
variable remuneration components, including employee benefit expense. Benefits in kind granted as fringe 
benefits are recognized at their value for income tax purposes. Regarding the share-based compensation of 
the Executive Board Chairman, this compensation paid as part of his maximum remuneration is calculated 
based on the pro-rated grant value attributable to one year.  
For all current Executive Board members, the individual components of their remuneration are already 
structured so that the total remuneration granted to each respective Executive Board member for a fiscal year 
– regardless of whether it is paid in the fiscal year in question or at another time – does not exceed the maximum 
remuneration established in the new remuneration policy. For this purpose, a separate maximum amount is 
set for each of the variable remuneration components. This maximum amount is currently 120% of the target 
amount in the case of short-term variable compensation with a one-year assessment basis and 120% of the 
target amount in the case of the component of long-term variable compensation based on consolidated net 
profit, and 250% of the granted amount in the case of participation in the phantom stock program; for the 
purposes of calculating maximum remuneration, the Executive Board Chairman’s share-based compensation 
is taken into account at the prorated grant value attributable to one year and thus at an amount fixed from the 
outset (see above).  
The following table shows the maximum limits for the variable remuneration components and the shares 
granted. Compliance with the maximum limits for short-term variable remuneration and for the shares granted 
can be reviewed already for fiscal 2022. For multi-year variable remuneration, compliance with the maximum 
limits can only be reviewed retroactively as soon as these are vested or phantom stock units are exercised.

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Dr. Joachim Kreuzburg 
Dr. René Fáber
 
 
€ in K 
Target
remuneration
Maximum
remuneration
Receipts
Target
remuneration
Maximum
remuneration
Receipts
Short-term variable remuneration 
600
720
442
300
360
169
Long-term variable remuneration 
 
 
 
 
 
 
Consolidated net result 2022 (3 years) 
163
195
-
105
126
-
Reduction CO2-emission intensity  
(3 years) 
163
195
-
105
126
 
Phantom stock plan 2022  
(exercisable from 2025) 
325
813
-
210
525
-
Shares granted 
1,000
1,000
1,000
-
-
-
 
  
Rainer Lehmann 
John Gerard Mackay 
€ in K 
Target
remuneration
Maximum
remuneration
Receipts
Target
remuneration
Maximum
remuneration
Receipts
Short-term variable remuneration 
288
345
212
300
360
288
Long-term variable remuneration 
 
 
 
 
 
 
Consolidated net result 2022 (3 years) 
101
121
-
105
126
-
Reduction CO2-emission intensity  
(3 years) 
101
121
-
105
126
 
Phantom stock plan 2022  
(exercisable from 2025) 
201
503
-
210
525
-
Shares granted 
-
-
-
-
-
-
 
The amount of the fixed remuneration components and the target and/or grant date amounts of the variable 
remuneration components for fiscal 2022 were selected for all Executive Board members so that even if the 
maximum amounts of the variable remuneration components are reached, the total gross amount of fixed and 
variable remuneration components of each Executive Board member will not exceed the highest sum defined 
by the maximum remuneration for this reporting year. The following table shows the maximum achievable 
amounts of the individual compensation components for 2022 and clearly shows that the maximum 
achievable compensation falls short of the defined maximum compensation of the Supervisory Board 
pursuant to Section 87a, Subsection 2, sentence 2, item no. 1 of the German Stock Corporation Law (AktG).

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

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

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

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

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

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

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

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

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

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

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Report of the Independent Auditor 
NOTE ON THE AUDIT OF THE REMUNERATION REPORT 
We have audited the attached Remuneration Report of Sartorius AG, Göttingen, Germany, for the fiscal year 
from January 1 to December 31, 2022, including the related disclosures, which was prepared to comply with 
Section 162 of the German Stock Corporation Law (AktG).  
Responsibility of the Legal Representatives and the Supervisory Board 
The legal representatives and the Supervisory Board of Sartorius AG, Göttingen, are responsible for the 
preparation of the Remuneration Report, including the related disclosures, which complies with the 
requirements of Section 162 of the German Stock Corporation Act (AktG). In addition, the legal 
representatives and the Supervisory Board are responsible for such internal control as they consider necessary 
to enable the preparation of a Remuneration Report, including the related disclosures, that is free from 
material misstatements, whether due to fraud or error. 
Auditor’s Responsibility 
Our responsibility is to express an opinion on this Remuneration Report, including the related disclosures, 
based on our audit. We conducted our audit in accordance with German Generally Accepted Standards for 
Financial Statement Audits promulgated by the Institut der Wirtschaftsprüfer [Institute of Public Auditors in 
Germany] (IDW). Those standards require that we comply with ethical requirements and plan and perform the 
audit to obtain reasonable assurance about whether the Remuneration Report, including the related 
disclosures, is free from material misstatements. 
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the 
Remuneration Report. The selection of audit procedures is at the discretion of the auditor. This includes 
assessing the risks of material misstatement – whether due to fraud or error – in the Remuneration Report, 
including in relation to the accompanying disclosures. When evaluating those risks, the auditor considers the 
internal control system relevant to the preparation of the Remuneration Report, including the related 
disclosures. The objective of this is to plan and perform audit procedures that are appropriate under the 
circumstances, but not for the purpose of expressing an opinion on the effectiveness of the company’s internal 
control system. Such an audit also includes an assessment of the accounting policies used and whether the 
accounting estimates made by the legal representatives and the Supervisory Board are reasonable, as well as 
evaluating the overall presentation of the Remuneration Report, including the related disclosures.  
In our opinion, we obtained sufficient and appropriate evidence to provide a basis for our audit opinion. 
Opinion 
In our opinion, based on the findings of our audit, the Remuneration Report for the fiscal year from January 1 
to December 31, 2022, including the related disclosures, complies in all material respects with the accounting 
provisions of Section 162 of the German Stock Corporation Act (AktG).  
Other Matters – Formal Audit of the Remuneration Report 
The substantive review of the Remuneration Report described in this Auditor's Report comprises the formal 
review of the Remuneration Report required by Section 1623 of the German Stock Corporation Act (AktG), 
including the issuance of an opinion on such review. As we expressed an unqualified opinion on the content 
of the Remuneration Report, this opinion includes the conclusion that the required disclosures pursuant to 
Section 162(1) and (2) of the German Stock Corporation Act (AktG) have, in all material respects, been included 
in the Remuneration Report.

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Note on Limitation of Liability 
The engagement, in the performance of which we rendered the aforementioned services for Sartorius AG, 
Göttingen, Germany, was based on the General Terms and Conditions of Engagement for Auditors and 
Auditing Firms in the version dated January 1, 2017. By acknowledging and using the information contained in 
this Auditor’s Report, each recipient confirms that it has taken note of the provisions contained therein 
(including the limitation of liability to 4 million euros for negligence in Section 9 of the General Engagement 
Terms) and acknowledges their validity in relation to us. 
 
Hanover, February 10, 2023 
KPMG AG  
Wirtschaftsprüfungsgesellschaft 
 
 
Schmidt 
 
 
 
Hartke 
German Public Auditor  
 
German Public Auditor