SUSTAINABILITYREPORT 2023

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APPENDIXCONTENTS

Climate Transition Plan 2040
We have upped our ambitious
climate targets even further.
To achieve these, we have publisheda Climate Transition Plan 2040.

Climate Transition Plan 2040

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Foreword by
Stefan Klebert
Chief Executive Officer

Dear Readers,
The ten warmest years since weather records began in the mid-19th century were all after
the turn of the millennium. The year 2023, the hottest ever, has now set a new, sadly
negative record. If any proof were needed, the past few months have provided it. They haveshown us that global warming is our immediate reality, not some abstract future threat. We
are facing an enormous challenge that our global community – which is increasingly marked
by conflict and also divided on the issue of global warming – can only overcome by working
together.
Action is what is needed to combat climate change. We are all called upon to act if we want
to change things for the better. Innovative companies can make a key contribution becauseof their expertise coupled with their ability to identify creative solutions. This applies inparticular to the mechanical and plant engineering sector, which is in a position to develop
environmentally responsible technologies and design more sustainable production processes.
GEA is one of those innovative companies. As a pioneer in our industry and a trailblazer
when it comes to climate and environmental protection, we see sustainability as the corner­stone of our actions. Nothing encapsulates this better than our purpose: “Engineering for abetter world”. We believe our responsibility is to safeguard the quality of life of current andfuture generations with our progressive solutions.
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In this report, we will show you the steps we are taking to achieve ourgoals. We will take you on a journey through 2023 – our Year of Innovationin Sustainability.
Here are a number of highlights: We have stepped up the pace on theroad to net-zero emissions by 2040, raised our mid-term climate targets
and defined a new short-term target. Both our new mid-term targets andour Net Zero target have meanwhile been validated by the Science
Based Targets initiative (SBTi). We are additionally aiming to be the firstcompany in the DAX index family to adopt a Say on Climate resolution,
which means that we let our shareholders vote on our Climate Transition
Plan 2040 at the Annual General Meeting 2024.
At the same time, we are ensuring clear-cut responsibilities and trans­parency. The successful reduction of Scope 1 and Scope 2 emissions
has been part of the Executive Board’s long-term variable remuneration
since 2022. Scope 3 emissions will be added this year.
On the product side, our TÜV-validated “Add Better” label sets new stan­dards. Since 2023, “Add Better” highlights all GEA solutions that are
significantly more resource-efficient than their predecessors. Inci­dentally, when we say “solutions,” we mean not only machines. According
to our comprehensive approach, this also includes processes andcomplete plants. This is how “Add Better” helps to ensure sustainablevalue creation for us and our customers.
It also applies to GEA’s carbon capture technologies, which allow highemission sectors such as the cement, glass and chemical industries tooperate in a far more environmentally sustainable way than before. We
have likewise made significant progress with this technology. The firstpractical applications are already being used in the cement industry.

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In addition, GEA is a prominent manufacturer of industrial heat pumps forthe manufacturing industry as well as for communities that operate
district heating networks. This means we can help save a large quantityof greenhouse gas emissions every year.
Alongside the environmental dimension, our sustainability strategy has asocial dimension, which is very important to us. For GEA, this includes
recognizing the diversity of our employees and actively encouraging it.
We also support numerous initiatives – often in the regions close to oursites – that are socially committed and support charitable causes. We do
this not only through donations but also by providing intangible
assistance. Since 2023, for example, all GEA employees can spend one
paid day a year doing voluntary work – an opportunity that was alreadyused in the first year.

APPENDIX

key to safeguarding our future prosperity, because only an indus­trial
base that focuses on sustainability will remain competitive and strong onexports going forward.
And that’s why it is well worth investing in sustainability so that we canshape tomorrow’s world.

Sincerely,

Stefan Klebert

I would like to take this opportunity to express my sincere gratitude to
our employees who make GEA’s success possible and whose commitment
breathes life into all these activities. They know how importantsustainable development is for us and impressively put this insight into
practice day in, day out. I am really proud of that!
We also continue to receive a great deal of encouragement for ourefforts from external parties. I was particularly pleased when GEA was
included in the Dow Jones Sustainability World Index (DJSI World) lastyear. Having already been included in the DJSI Europe in 2022, thisachievement is further proof that GEA is one of the most sustainable
companies in our industry. Incidentally, we were the only German
company to be added to the DJSI World in 2023.
Dear readers, thank you for taking the time to study this report and takea closer look at our sustainability activities. It is my conviction that
protecting our livelihoods is our most urgent task and that we need theinnovative strength of industry to tackle complex tasks such as theclimate crisis. State-of-the-art, climate-friendly technologies can only
be developed with engineering expertise and ingenuity. This is also the

My sustainability highlight of 2023
There are many events that come to mind, some of which I alreadymentioned above. One experience I would like to highlight was mytrip in early 2023 to numerous start-ups specializing in the develop­
ment of alternative proteins in Israel. Alternative proteins are an
essential element of our new food strategy and are crucial forsustainably feeding a growing world population. My encounters withthe dedicated teams creatively working on forward-looking solutions
were extremely inspiring. I am proud that GEA plays an importantrole in this sector and is significantly involved in the production andintroduction of pioneering new foods.

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APPENDIXGEA at a glance

GEA is one of the world’s largest suppliers of systems
and components to the food, beverage and pharma­
ceutical industries. The international technology
group, founded in 1881, focuses on machinery andplants, as well as advanced process technology,
components and comprehensive services.
With more than 18,000 employees, the group gene­
rated revenues of about EUR 5.4 billion in more than150 countries in the 2023 fiscal year. GEA plants,
processes, components and services enhance theefficiency and sustainability of customer’s production.
They contribute significantly to the reduction of CO2
emissions, plastic usage and food waste. In doing so,
GEA makes a key contribution toward a sustainable
future, in line with the company’s purpose: „Engineering
for a better world“.
GEA ist listed on the German MDAX, the European
STOXX® Europe 600 Index and is among the com­panies comprising the DAX 50 ESG, MSCI Global
Sustainability as well as Dow Jones Sustainability
World and Dow Jones Sustainability Europe Indices.

GEA

Separation & Flow
Technologies

Liquid & Powder
Technologies

Food & Healthcare
Technologies

Farm Technologies

Heating & Refrigeration
Technologies

Procurement, production and supply chain
Country organizations

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APPENDIXGEA production sites
GEA sales offices,
service and other locations
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Separation & Flow
Technologies Division
World-class components and equipment
for production excellence
Separators . Homogenizers . Valves & Pumps
Separation & Flow Technologies encompass process engineering com­po­­nents and machines, including separators, decanters, homogenizers,
valves and pumps. These technologies are at the heart of many pro­duction processes.

Our solutions contribute to a cleaner environment in numerous indus­trial
applications. They also ensure the efficient separation and homo­
genization of liquids used in the production of foods, beverages,
medicines and home & personal care products that consumers enjoy
and rely on. GEA pumps and valves guarantee that raw materials andproducts move safely and efficiently through plants.

Revenue

EBITDA before
restructuring expenses

EBITDA margin before
restructuring expenses

Employees

1,511

396

26.2

5,072

Previous year: EUR 1,416 million

Previous year: EUR 360 million

Previous year: 25.4 percent

Previous year: 4,907

EUR million

EUR million

All figures relate to the fiscal year 2023 respectively 2022 for the previous year.

Percent

Full-time equivalents

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Liquid & Powder
Technologies Division
Specialists in processing equipment
and integrated solutions
Liquid & Filling Technologies . Powder & Thermal Separation Technologies . New Food
Liquid & Powder Technologies provide processing equipment and inte­
grated solutions for the dairy, food, new food, beverage, chemical andhome & personal care industries. The portfolio includes brewing systems,
liquid processing, aseptic and non-aseptic filling & packaging, con­cen­
tration, fermentation, crystallization, purification, drying, powder handling & packaging as well as systems for carbon capture and emission
control.

GEA designs, builds, configures and installs versatile and sustainableequipment and technologies, processing lines and complete plants.

Revenue

EBITDA before
restructuring expenses

EBITDA margin before
restructuring expenses

Employees

1,724

178

10.3

5,607

Previous year: EUR 1,716 million

Previous year: EUR 166 million

Previous year: 9.7 percent

Previous year: 5,404

EUR million

EUR million

All figures relate to the fiscal year 2023 respectively 2022 for the previous year.

Percent

Full-time equivalents

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Food & Healthcare
Technologies Division
Safe foods and medicines fora growing population
Pasta, Extrusion & Milling . Bakery . Slicing & Packaging . Food Application Solutions . Pharma & Healthcare
Food & Healthcare Technologies provide solutions for food processing.
This covers preparation, marinating and further processing of meat,
poultry, seafood and vegan products, in addition to processing lines for
pasta, baked goods, snacks, breakfast cereals, confectionery and pet
food. GEA also offers spiral- and tunnel freezers, as well as equipment
for slicing and packaging of food.

GEA solutions for the pharmaceutical industry include machines andplants for processing solid dosage forms, including highly potent drugs
for batch or continuous production. This portfolio also includes freezedrying technology for liquids, such as vaccines.

Revenue

EBITDA before
restructuring expenses

EBITDA margin before
restructuring expenses

Employees

1,029

78

7.6

3,508

Previous year: EUR 1,001 million

Previous year: EUR 107 million

Previous year: 10.7 percent

Previous year: 3,571

EUR million

EUR million

All figures relate to the fiscal year 2023 respectively 2022 for the previous year.

Percent

Full-time equivalents

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Farm Technologies Division
Next generation farming

Dairy Farming: Milking, Feeding, Manure, Digital Herd Management, Hygiene & Service
Farm Technologies offer integrated customer solutions for efficientand sustainable high-quality milk production and livestock farming. This
includes automatic milking and feeding systems, conventional milking
solutions and digital herd management. GEA manure managementsolu­tions ensure operators have the right tools for the safe storage,
application and upcycling of this important resource.

All solutions are served and fully embedded into our service lifecycle.
They are complemented by a wide range of hygiene products andchemicals to promote optimum udder health and superior milk quality.

Revenue

EBITDA before
restructuring expenses

EBITDA margin before
restructuring expenses

Employees

784

110

14.0

2,045

Previous year: EUR 742 million

Previous year: EUR 86 million

Previous year: 11.6 percent

Previous year: 1,909

EUR million

EUR million

All figures relate to the fiscal year 2023 respectively 2022 for the previous year.

Percent

Full-time equivalents

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APPENDIX

Heating & Refrigeration
Technologies Division
Industrial heating and cooling solutions forclimate-friendly production processes
Compressors & Compressor Packages . Heat Pumps . Chillers . Controls . Valves . Turnkey Installations . Digital Solutions
Heating & Refrigeration Technologies combine extensive production
pro­cess knowledge and integrated heating and cooling expertise. It pro­vides sustainable, energy-saving solutions for customers in the food,beverage and other key industries. All offerings are supported bycomprehensive digital and service platforms.

GEA plays an important role in the decarbonization of production pro­
cesses, cities and other market activities. Via a sustainable engi­neeringsolutions platform, which includes a comprehensive portfolio of heatpumps, GEA delivers the precise temperatures critical to each customer’s
operation. These proven technologies provide integrated, high-efficiency
solutions that significantly reduce CO₂ emissions and energy costs.

Revenue

EBITDA before
restructuring expenses

EBITDA margin before
restructuring expenses

Employees

556

66

11.9

1,757

Previous year: EUR 524 million

Previous year: EUR 57 million

Previous year: 10.9 percent

Previous year: 1,716

EUR million

EUR million

All figures relate to the fiscal year 2023 respectively 2022 for the previous year.

Percent

Full-time equivalents

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APPENDIXInterview with
Dr. Nadine Sterley
Chief Sustainability Officer

Net-zero emissions by 2040 is an ambitious goal. How is GEA going to achieve this?
We are working intensely on this and have devised a broad-based Climate Transition Plan
2040. It includes levers and measures to bring our greenhouse gas emissions to Net Zero at
every link in the value chain. To achieve our target, we intend to invest a total of around
EUR 175 million to decarbonize our sites by 2040. We are moving away from fossil fuels,
electrifying our vehicle fleet, expanding our own renewable energy production as well as
enhancing the energy efficiency of our production and our buildings. In 2023, we introduced
an internal CO2 pricing to encourage climate-friendly investments to an even greater extent.
Additionally, we are decarbonizing our supply chain and developing innovative, resourceefficient solutions for our customers. We are involving all our employees, business partners
and customers in these fundamental transformations.
At the end of 2023, we significantly increased our mid-term climate targets for 2030. In
parallel, we defined a short-term target for 2026 for the first time. These moves will serveto accelerate our progress toward Net Zero. Emissions from our own operations, i.e. Scope 1
and 2, are to be reduced by 60 percent by 2026 and 80 percent by 2030. In Scope 3, we
now plan to achieve a 27.5 percent reduction by 2030. We are proud that the higher midterm targets and our Net Zero target have already been validated by the Science Based
Targets initiative (SBTi).
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Everyone is talking about digital transformation and artificial
intelligence. Are these issues also driving sustainability at GEA?

Good people are needed everywhere. GEA also wants tobe a top employer. Where does the company stand?

Digital solutions are key drivers for greater sustainability. They help us
extend the service life of systems, optimize their operation and makethem as resource-efficient as possible. Intelligent technologies help ourcustomers significantly reduce their emissions and their consumption ofenergy, water and materials. Artificial intelligence (AI) and machinelearning in particular are making valuable contributions to this. One
example: OptiPartner, our software solution for spray dryers andevaporators, works like a digital autopilot on top of the existing control
system. We use advanced algorithms to reduce variations, increase
productivity and additionally save up to 14 percent energy. This is aconsi­derable saving in light of the high energy requirements of a spraydrying system.

GEA has established itself as an attractive employer. Our strong purposeof “Engineering for a better world” and the company’s clear focus onsustainability motivate our teams worldwide. They know that their work,in every function and every region, makes a positive contribution to ourcustomers and to society.

Intellicant is another example. This system equips our decanter
centrifuges with smart sensors. Data is collected continuously andanalyzed by an AI, enabling us to optimize the performance of thecentrifuge. Intellicant is more efficient at separating solids than any
manual control, thereby reducing disposal costs and helping to extend
the operational life of the systems.
Besides optimizing existing solutions, advancing digital transformation
will also enable us to offer disruptive solutions – such as pay-peruse models – going forward. In a nutshell, we are harnessing thepower of digital transformation to maximize progress when it comes tosustainability.

Committed employees are crucial to GEA’s long-term success. That is
why we do so much to attract talent as well as provide education andcareer development opportunities for our employees. We are stepping
up our employer branding activities to further strengthen GEA’s positive
image on the labor market. We promote diversity, equality and inclusion
as well as offering continuous learning and development opportunities.
We cultivate regular dialog within our teams and systematically
implement the results of our employee survey in follow-up measures.
This lets us foster a culture of open feedback and continuous impro­
vement. Another key aspect of our commitment is to appoint women to
more management positions in our company. Our target is to increase
the proportion of women in the top three management levels to 21 percent
by 2026. We already achieved that target in 2023.
Our goal is to create a working environment in which all employees feelvalued and can develop to their full potential. At the same time, externalawards prove that we are successful in this regard. In early 2023, wewere recognized as a Top Employer in Germany by the Top Employers
Institute. Having similarly undergone the validation processes for
Belgium, Poland, Portugal and Spain for the first time, we have evenbeen named a Top Employer Europe for 2024.

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My sustainability highlight of 2023
For me, that’s definitely the “Add Better” label! It offers ourcustomers genuine added value because it shows them at a
glance which GEA solutions are significantly more resourceefficient and environmentally friendly than their predecessors.
This is not just about energy efficiency but also about reducing
emissions as well as water and raw material consumption. All of
this is backed up by technical data. It was measured using a
proven ISO calculation method and validated by TÜV Rheinland.
Twenty GEA solutions are now part of our constantly growing“Add Better” family. Ensuring maximum transparency, the label
facilitates decision making for our customers when it comes topurchasing machines, introducing new processes or evenconfiguring entire plants.
We also support our customers by means of tailored consulting
services, fully leveraging the potential offered by sustainable
GEA production solutions which helps them achieve their own
sustainability goals more efficiently. We will continue to developthese services and offer them under “Add Better Consulting”
starting in 2024.

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APPENDIX

Mission 26

OUR SHAREDJOURNEY TOWARD A
BETTER WORLD

Sustainability is the pivotal factor for the future of our planet. Doing business moresustainably is vital when it comes to positively shaping the world of tomorrow. Mechanicalengineering makes a significant contribution to a better future because it is at the interfaceof many industries and influences almost all areas of life. It is our responsibility to make anactive contribution. That is why sustainability is at the heart of our product development. In
order to make even more rapid progress in this area, we have declared 2023 the Year of
Innovation in Sustainability and launched various initiatives that will change our products
and pave the way to a more environmentally friendly future.
One highlight was the introduction of our new “Add Better” label. It identifies GEA productsthat deliver significant savings in energy, greenhouse gas emissions, water or materials
compared with predecessor models. This label helps our customers make informed
decisions in line with their environmental goals (see also the“Sustainable Solutions”
chapter).
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Supporting groundbreaking innovations
Additionally, seven Sustainathons were held in 2023. In these work­shops –based on the hackathon principle – interdisciplinary GEA teams brain­stormed ideas for disruptive, sustainable solutions to specific problems.
The best proposals will be taken for further development. Of course, thejourney to market maturity still calls for a great deal of perseverance, but
the creative approaches show that we are on the right track. Based on
the promising results, we will continue to hold the Sustainathons going
forward (see also the“People” chapter).

economy, we have developed a process with which the Separation
business unit has already established circularity for 90 percent of its
service and spare parts. By 2026, all business areas will introduce
circular economy principles for spare parts and packaging materials.
GEA is participating in the “CIRCLE – Cross-Industry Realization of
Circular Lifecycle Engineering” project at Germany’s RWTH Aachen
University to develop and test circular economy methods in close
cooperation between researchers and industry (see the“Sustainable
Solutions” chapter for more information on the circular economy).

Another highlight for mobilizing commitment to the Year of Innovation in
Sustainability were the Sustainability Focus Weeks in June. In addition tobest-practice presentations, various GEA Talks were held together withthe divisions. These involved a series of live interviews in which top
managers and GEA experts discussed current topics. Workshops werealso held on the circular economy, next generation farming and thesurvival of the oceans; the GEA Better World Awards were also presented.

Life cycle assessments (LCAs) play a key role in calculating the carbon
footprint in the early phase of product development. This is why GEA has
started to systematically underpin the environmental footprints of its
own solutions using specific figures based on life cycle assessments.
The company has been actively involved in a research initiative todevelop specialized LCA software in order to better meet the diverse
requirements of our customer-specific projects. The “Climate-neutral
business in OWL” project is part of the technology network “its OWL”
(Intelligent Technical Systems Ost-WestfalenLippe), in which around200 companies, research institutions and organizations are master­
minding solutions for the digital and sustainable transformation of Smalland Medium-sized Enterprises (SMEs) (see also the“Sustainable
Solutions” chapter).

Our carbon capture solution, which is currently in its pilot phase, issimilarly forward-looking. This technology captures CO2 from production
processes before it is released into the atmosphere. Once separated,
the gas can be stored or used in industrial processes. Especially inemission-intensive industries such as cement production, carbon
capture can make a key contribution to reducing greenhouse gas
emissions. GEA has been conducting in-depth practical testing of acarbon capture pilot plant at the Phoenix cement works at Beckum in theGerman region of Westphalia since May 2023 (see also the“Climate
Strategy” chapter).
Thinking about the end right from the start
Circular economy is a major step on the road to sustainability as it
reduces environmental pollution, conserves resources and at the sametime offers economic advantages. It is one way of decoupling economic
growth from the consumption of non-renewable raw materials. For
GEA, this presents tremendous opportunities to accelerate the transition
to a sustainable future. As a first step towards introducing the circular

The Year of Innovation in Sustainability at the Supplier Summit
The Year of Innovation in Sustainability was also the focus of the fourth
GEA Supplier Summit in September 2023. The Supplier Summit is one of
GEA’s most important annual events. It offers an excellent opportunity to
exchange news and views with top suppliers and work together on ideas
for tomorrow’s innovations (see also the“Responsible Operations Sustainable Supply Chain” chapter).

APPENDIXGEA Sustainathons

Sustainathons are events based on the hackathon
principle in which interdisciplinary teams work in a shortspace of time to develop pioneering and disruptive
innovations for sustainable solutions.

Read more

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-80%

We will reduce Scope 3
GHG emissions compared to 2019 by
27.5 percent by 2030.

-80%

-51%

-53%

24%

2022

2023

2022

-27.5%-22%

COMPLIANCE AND
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PEOPLENET ZERO

Greenhouse gas emissions (GHG)
We will reduce Scope 1 and 2 GHG
emissions compared to 2019by 60 percent by 2026,
and by 80 percent by 2030.

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by 2040

Sustainable procurement
By 2026, all of GEA’s preferred suppliers will meet our sustainability criteria,
and all A suppliers by 2030.
A suppliers with EcoVadis
sustainability rating
A suppliers with SBTi targets

At GEA, we take a 360-degree
approach to sustainability and haveset ourselves ambitious targets.

-27.5%

2023

Energy		

11%

17%

22%

34%

2022

2023

2022

2023

Talents & diversity

By 2026, 50 percent of our totalenergy needs will be covered by acertified energy management system.

23%
50%

APPENDIX

80 percent of vacancies at all
management levels will be filled byour own junior staff by 2026.

We will cover 25 percent of GEA’s
global energy needs with self-generated
electricity by 2030.

22%

1%

2023

2022

25%

6%

80%

25%

Until 2026, we will increase theproportion of women at the top threemanagement levels to 21 percent.

80%

21%

21%

59%

66%

19%

21%

2022

2023

2022

2023

50%

2022

Waste		The waste recycling rate will be 98 percent by 2026.
98%

2023

Coverage rate of management systems

Employee satisfaction

ISO 9001

ISO 14001

ISO 45001

ISO 50001

In the regular employee survey, our goal is for at least 80 percent of
employees to recommend GEA as a good employer by 2026.

98%
80%

80%

96%

93%

71%

58%

64%

8%

78%

2022

2023

2023

2023

2023

2023

2022

2024*

*) Results will be available in Q2 2024

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APPENDIX

Mission 26

Our responsibility for
tomorrow’s world.

Sustainability is an integral component of GEA’s corporate culture and a key element inensuring the long-term viability of the entire group. That is why sustainability is a pivotal
part of our “Mission 26” group strategy and a benchmark for how we act on a daily basis.
This means that we are transforming our company, optimizing our processes, ensuringthat our products and services enable our customers to achieve their sustainability goals
and engaging globally in dialog with local communities around our sites to build a future
worth living.
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GEA has set itself highly ambitious targets with regard to the environ­mental, social and corporate governance aspects of the group. We
want to be nothing less than the frontrunner in our industry by 2026.
Sustainability is the first of seven key levers for attaining our“Mission 26” targets. Yet it is also firmly included in the other six levers,
underscoring its overarching nature and strong significance for ourcompany. As in the previous year, we reached a number of milestones in2023 on the path to attaining our targets. At the same time, having
defined even more ambitious climate change mitigation targets, we havethus raised the bar once again.

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APPENDIX

Mission 26
Seven key levers

As a multinational company, GEA has the ability and the determination tocontribute to a better world. This is also mirrored in our corporate pur­pose “Engineering for a better world,” from which we derived our vision:“We safeguard future generations by providing sustainable solu­tions forthe nutrition and pharmaceutical industries.”
Our sustainability strategy is aligned with the 17 Sustainable Development
Goals (SDGs)* of the United Nations. These goals serve to ensuresustai­nability in global economic, environmental and social development.
GEA is committed to the Ten Principles of the UN Global Compact andthe seven Women’s Empowerment Principles (WEPs) for gender equality.

PEOPLE

Sales
ExcellenceInnovation &Digitalization

Sustainability

New Food

Operational
Excellence
Service
Excellence

Acquisitions*) With the exception of SDG 11 (“Sustainable cities and communities”), our strategy supports all 16 other SDGs.

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APPENDIX

2019

2021

2022

2023

2024

Alliance of CEO Climate Leaders
To drive forward progress toward theclimate protection targets, GEA participatesin the World Economic Forum (WEF)
Alliance of CEO Climate Leaders. The goalof this global community of CEOs frommajor corporations across different
industries is to facilitate the transition toa net-zero economy by the middle of the
century at the latest by encouraging action
across all sectors and engaging with
policymakers. The Alliance was founded tosupport the Paris Agreement and climate
protection measures by companies. These
companies set themselves ambitious
targets, reduce their own emissions andencourage others to do
the same.

Science Based Targets initiative (SBTi)
The SBTi validated GEA’s climate targets for the first time in
2021. Our heightened ambitions for 2030 and our Net Zerotarget for 2040 were again validated in 2023. The SBTi definesand promotes best practices for greenhouse gas reduction and
Net Zero targets in line with climate science. Based on climate
science and the Paris Agreement’s 1.5°C target, the SBTi Net
Zero Standard requires companies to achieve rapid, marked
emission reductions through short- and long-term sciencebased targets.

Alliance for Clean Air
GEA has been a member of the Alliance for Clean Air, which isorganized by the World Economic Forum together with the
Clean Air Fund, since 2022. The Alliance brings together
business leaders committed to measuring and reducing value
chain air pollutant emissions, investing in innovation andworking with policymakers and other peers to champion thesocial, economic and climate benefits of tackling air pollution.

Science Based Targets initiative
In 2023, the SBTi validated GEA’s upgradedclimate targets and the Net Zero target for 2040.

SteelZero Initiative
Starting in 2024, GEA is now a memberof “SteelZero”, a joint initiative of the“Climate Group” and “Responsible Steel”.
As a processor of stainless steel products,
we are committed to accelerating thetransformation to a decarbonizedsteel industry.

Business Ambition for 1.5°C
Companies like GEA who have joined the “Business Ambition for
1.5°C” campaign are maintaining their commitment as part of
the SBTi and are systematically working toward Net Zerotargets. By joining, we want to lead the race together with other
innovative companies. This will inspire suppliers, customers andother companies to follow our example while at the same timeencouraging governments to take bolder action when it comesto protecting the environment.

UN Global Compact
GEA has committed to upholding the Ten Principles of the UN
Global Compact, a worldwide pact between businesses and theUnited Nations that aims to make globalization more sociallyand ecologically responsible.

Blue Competence initiative of the VDMA
Since 2021, GEA has been committed to the twelve
sustainability principles of the “Blue Competence” initiative of
the German Mechanical and Plant Engineering Association(VDMA). Promoting sustainability in mechanical and plantengineering, this initiative aims to inform the industry aboutsustainable solutions.

econsense
GEA joined the econsense sustainability network in 2022. This
network of 49 multinational companies leading in the field ofsustainability aims to work together to actively shape the transition
to a more sustainable economy. Through our membership of
this organization, we intend to step up our dialog with otherinternational companies and encourage legislators in Germany andthe European Union to further enhance sustainability standards.

Women’s Empowerment Principles
GEA is committed to the seven Women’s Empowerment Principles(WEPs) for gender equality. The WEPs are a joint initiative of UN
Women and the UN Global Compact. By joining, we are signaling
our intention to promote sustainable business practices andempower women. By 2026, we aim to increase the proportion of
women at the top three management levels in the company to
21 percent.

International Sustainability Standards Board
GEA has been supporting the development and adoption of thesustainability reporting standards issued by the International
Sustainability Standards Board (ISSB) since 2022. The ISSB
develops reporting standards geared to the needs of investors
and financial markets.

EV100
GEA joined the Climate Group’s leading global
EV100 initiative in 2023 to accelerate theadoption of electromobility. As part of theinitiative, GEA has committed to replacing atleast 1,200 vehicles weighing less than 3.5 tons
with electric vehicles by 2030, as well as toequipping all German sites with charging
infrastructure for electric vehicles by no later
than 2025.

German Sustainability Award
The German Sustainability Award recognizes
companies and corporate partnerships that arecommitted to sustainability and take responsibility
for their supply chains. GEA was a finalist in the
category “Transformation Field Climate” in 2023.

Actively shaping change
GEA is committed to being actively involved and helping to shapechange. This objective includes a public commitment to sustainable
topics and ongoing efforts to take a proactive role. The continuous
evaluation of and participation in prominent sustainability initiatives
are an integral part of our strategy.

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APPENDIX

1.5°C
Our ambitious targets
By 2040, GEA will reduce greenhouse gas emissions to Net Zero at every link in the value
chain. This is our most challenging target. In 2021, we had our interim climate targets for2030 validated by the SBTi. After positioning ourselves at the forefront of our industry, we
further sharpened our ambitions in 2023 and increased the interim targets for 2030, as well
as defining a short-term target to reduce greenhouse gas emissions from our own operations(Scope 1 and 2) by 2026 (see also the“Climate Strategy” chapter). Our increased midterm target, as well as our Net Zero target for 2040, were validated by the SBTi at the endof 2023. This underscores our role as a sustainability pioneer. The SBTi has confirmed thatour pledges are in line with the latest climate research findings and will make an effective
contribution to achieving the 1.5°C target.

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APPENDIX

Creating sustainable value
GEA’s corporate purpose is closely linked with the sustainability ambition:“We responsibly engineer sustainable solutions for a better world
together with great people.” This aspiration defines the three main
approaches of our sustainability strategy:• Sustainable solutions: We develop environmentally friendly, sustai­
nable solutions for a better world and to support our customers’sustainability goals.
• Responsible operations: We uphold the highest environmental andsocial standards at our own sites and in our purchasing activities.
• Great people: Our employees consider GEA to be the employer ofchoice in the engineering industry. By increasing diversity, placing
the focus on equality and inclusion as well as providing opportunities
for lifelong learning and long-term career development prospects, we
aim to become the most attractive employer in the engineering industry.
For a better world: We generate value for society based on solutions
that help reduce food and water shortage as well as improving nutritionand health. GEA is actively leveraging its own expertise and skills to
empower local communities.
We have defined quantifiable targets for each of the three approaches
described above that guide our actions (see graphic). Find out more
about how we aim to achieve these targets and the progress we made in2023 in the following chapters of this report.

Engineering for a better world

NET ZERO

by 2040

Sustainable Solutions

Responsible Operations

Employer of Choice• Reduce greenhouse gas emissions scope 3
by 27.5% by 2030

• Reduce greenhouse gas emissions scope 1 & 2
by 60% by 2026 and 80% by 2030

• 100% of solutions will be offered with zero
freshwater-use by 2030

• 50% of total energy demand is covered by certified
energy management system by 2026

• 100% of packaging-related solutions use
sustainable packaging materials by 2030

• All sites in water-stressed areas that implemented
a water strategy by 2026

• 100% of service parts and machinery packaging
material to fulfill one of the five R’s of circular economy(Reduce; Re-use; Repair; Remanufacture; Recycle)
by 2026• Waste recovery rate at production sites >98% by 2026

• 80% of open positions filled by own talent acrossmanagement levels L1 – L7 by 2026

• 100% of preferred suppliers fulfill GEA’s sustainability
criteria by 2026 and 100% of A-suppliers by 2030

• Building a diverse talent pool to further strengthen
diversity on all management levels by 2026

• 80% favorable rating on the question: “Would you
recommend GEA as a good place to work?”
in internal employee engagement survey by 2026
• 21% female representation in management levels L1 – L3
by 2026• 100,000 people reached through skill-based
volunteering in 2026
• Donation of 1% of net profit per year

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PEOPLE

APPENDIX

Basic principles
Code of Conduct
Code of Conduct for Suppliers and Subcontractors

Sustainability principles
Sustainability principles at GEA are based on thefollowing policies and processes (see graphic):
1. Group Code of Conduct
The GEA Code of Conduct describes the values,
principles and policies that guide corporate conduct
at GEA. The purpose of the Code of Conduct is toensure company-wide compliance with standards
and to create a working environment characterized
by integrity, respect as well as fair and responsible
conduct. It applies to all GEA employees and corpo­
rate entities worldwide. The Code of Conduct inte­
grates the formerly separate “Code of Corporate
Responsibility” with the ethical and legal standards
that are binding for all employees, making sustain­
ability-based conduct mandatory for all employees.
This covers human and workers’ rights, diversity andinclusion as well as human development and edu­
cation. As a globally successful technology groupwith more than 18,000 employees and operatingcompanies in 55 countries, GEA is committed tofair world trade as a prerequisite for global economic
growth.

2. Code of Conduct for
Suppliers and Subcontractors
The Code of Conduct for Suppliers and Sub­con­tractors requires our suppliers to operate in an en­
viron­mentally responsible manner, to respect humanrights and to refrain from using conflict resources.
This Code of Conduct defines the GEA principles andrequire­ments applicable to all suppliers of goods andser­vices, to subcontractors and to group companies
of suppliers and subcontractors with regard to
respon­sibility toward society, the environment andthe people involved in the production of goods and/or the provision of services. The Code of Conduct
also includes references to the UK Slavery Act 2015,
the German Act on Corporate Due Diligence in Supply
Chains and further legislation on environmental
protection. It additionally includes the topics of dataprotection and information security.
More information about sustainability management
at GEA can be found in the“Compliance andGovernance” chapter.

Policies

Processes• Policy Governance Policy• Processes for Compliance Approvals• Community Engagement Policy• Process for Compliance Risk Assessment• Sponsorship Policy• Documentation and evaluation of processing activities (data protection process)• Data Protection Policy• Compliance (Integrity Policy, Third Party Policy,
Competition Policy)• Whistleblower Protection Policy• Diversity and Inclusion Policy• Information Security Policies• Internal Audit Policy• Data protection impact assessment(data protection processes)• Vendor assessment• IT system evaluation• Data breach notification process(data protection process)• Environmental Responsibility Policy• Dealing with requests from affected persons(data protection process)• Biodiversity Commitment• Security and business continuity processes• Occupational Health and Safety Policy• Quality Policy• Human Rights Policy• Procurement Policy• Global Packaging Policy• Conflict Minerals Policy

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High

GEA

Relevance for stakeholders

Product
Stewardship

Sustainable
Innovation &Products

Circular
EconomyWater
Consumption

Green
Logistics &Transportation

CO Emissions &Decarbonization

EnergyConsumption

Talent Acquisition& Retention

Data Protection& Information
Security

Waste
Management

Occupational
Health & Safety

Diversity,
Inclusion,
Equality

Business Ethics &Corporate
Behavior

Wastewater
Management

Human
RightsMediumTraining &TalentDevelopment

MediumLow

Low

Environment

Sustainable
Procurement

Impact of GEA
SocialCorporate GovernanceHigh

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Key sustainability matters
In accordance with legal requirements (CSR-RUG,
German CSR Directive Implementation Act) and theguidelines of the Global Reporting Initiative (GRI),GEA regularly assesses the topics that are material tounderstand the economic, environmental and social
impact of its business activities (see chart). The
materiality assessment covers topics such as climatechange mitigation, occupational health and safety,
supply chain, human rights and other social aspects,
governance and the assessment of existing internal
controls, processes and guidelines. As a result of theassessment, 17 topics, that are reflected in GEA's
sustainability strategy and in the "Mission 26" targets,were classified as material in accordance with the
GRI materiality principles. 13 of these were defined
as material under the CSR-RUG. In addition to theinternal assessment, including the assessment by
the Executive Board, the expectations and interestsof our most important external stakeholders, suchas investors, customers and employees as well as
independent institutions such as non-governmentalorganizations (NGOs), are also taken into account.

APPENDIXThe financial auditor audited and confirmed withlimited assurance the non-financial Group statement
and thus also the sustainability matters identified asmaterial in accordance with CSR-RUG. The validity ofthe material topics and action areas was confirmed
for the reporting year. Further information can befound in the Independent Auditor's report in the GEA
Annual Report.
In addition, GEA has established a process for iden­
tifying and assessing non-financial risks in accor­
dance with the legal requirements of the German
Commercial Code. This covers the areas of environ­mental protection, employees, social aspects, humanrights and the prevention of corruption and bribery.
The assessment of non-financial risks is carried out
by the sustainability department. Both the materiality
analysis and the assessment of non-financial risks
are carried out annually and submitted to the Mana­
gement Board for approval and validation.

The materiality assessement is carried out by the
Sustainability department with the involvement of
the Risk & Internal Control Management & Data Gover­nance department and aligned with all relevant de­partments. The alignment with the internal specialist
departments ensures that the perspective of external
stakeholders is also taken into account on a repre­
sentative basis. This makes it possible to assess
whe­ther the financial impact of risks and opportunities
is material or not.

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In the reporting year, we started adapting themateriality analysis to the requirements of the
Corporate Sustainability Reporting Directive (CSRD),
including the European Sustainability ReportingStandards (ESRS), which will apply to us startingin 2024. GEA has established an interdisciplinary
working group in order to meet these requirements inthe future. The working group is coordinated by the
Sustainability and Risk & Internal Control Management& Data Governance departments. It examines ournon-financial impacts, risks and opportunities taking
into account double materiality based on a holistic,company-wide risk management approach (enter­
prise risk management). The CSRD is an EU Directivethat imposes stricter reporting obligations on thesustainability matters of a company by means ofmandatory sustainability standards. The key element
here is the concept of "double materiality". The
sustainability department at GEA will also be respon­sible for its application. The double materiality prin­ciple requires companies to always consider the ma­te­­riality of sustainability matters from two perspectives:
1. How do our business activities impact people
and the environment? (inside-out perspective, or“impact materiality”)
2. What financial risks and opportunities arise for
GEA as a result of sustainability matters such as
climate risks? (outside-in perspective, or “financial
materiality”)

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According to the CSRD, a topic must be reported
even if it is classified as material from only one of theabove two perspectives. Previously, topics only had
to be reported if both perspectives applied.
Certification of management systems
All management systems at GEA are regularly
reviewed as they not only govern value-creation
processes but also contain an inherent commitment
to keep on improving. We align quality management,
energy management, environmental management aswell as occupational health and safety with inter­national standards, and supplement them with GEAspecific standards and regulations, such as theEnvironmental Responsibility Policy, the Occupational
Health and Safety Policy, the Quality Policy, the GEA
Safety Core Rules and the GEA Environmental Core
Rules (fundamental safety and environment-related
rules), as well as globally applicable process des­criptions. Developed together with QHSE officers in
the divisions and countries, these rules apply to all
GEA companies and are implemented with thesupport of the global QHSE organization. GEA holds
a total of 211 certificates for its various ISO manage­
ment systems. These cover all different types of GEA
locations, including production, sales and adminis­
tration sites.
We started successively certifying our sites withintegrated management systems in 2016. GEA Group
Aktiengesellschaft, headquartered in Düsseldorf,
Germany, leads the way with certification to ISO
9001:2015, ISO 14001:2015 and ISO 45001:2018. One
aspect of the “Mission 26” group strategy is certi­
fication of all GEA production sites in line with thequality, environment and occupational safety mana­

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APPENDIX

gement systems. In the year under review, weachieved coverage of 71 percent for ISO 9001:2015,
58 percent for ISO 14001:2015 and 64 percent for
ISO 45001:2018. By 2026, we aim to have half of ourannual energy requirements covered by an energy
management system certified to ISO 50001:2018; in

2023, 22 percent of total energy requirements werecovered. Unrelated to certification, environmental
protection measures and projects as well as
consumption data measurement are performed incooperation with the QHSE department.

Management systems
Coverage rate
2023 (in %)Number of certified
Production sites
2023

Number of
Production sites
total*DIN EN ISO 9001:2015

71

37

52

DIN EN ISO 14001:2015

58

30

52

DIN EN ISO 45001:2018

64

33

52

DIN EN ISO 50001:2018

8

4

52

*) Compared to the previous year, the number of production sites has decreased from 58 to 52: Two locations were sold (Quinto di Treviso, Italy and Klimovsk, Russia), one location(Romeoville, IL, USA) is no production site any longer, one site will not be certified until 2024 due to a relocation (Tianjin, China) and two locations are currently not certified by TÜV
due to Russia's war of aggression.

ISO 9001 is the standard that specifies requirements for a quality management system. Organizations use the standard to demonstrate
their ability to consistently provide products and services that meet customer and regulatory requirements. The standard also helps
organizations to continually improve their quality management system.
ISO 14001 is the international standard that specifies requirements for an effective environmental management system (EMS).
It is part of the ISO 14000 family of standards on environmental management.
ISO 45001 specifies requirements for an occupational health and safety (OH&S) management system and gives guidance for its use.
It was published by the International Organization for Standardization in March 2018.
ISO 50001 specifies requirements for establishing an energy management system. The intended outcome is to allow an organization tocontinually improve its energy performance.

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ESG ratings and rankings
Sustainable corporate governance is a core issue for
GEA and our product solutions meet high standards
when it comes to environmental protection and thepreservation of resources. Our sustainability efforts
are frequently recognized in international ratings andrankings. The acronym ESG encompasses criteria
from the environmental, social and governance fields.
DAX 50 ESG
Our exemplary approach to environmental, social andgovernance issues has earned GEA a place among
the 50 companies listed in the DAX 50 ESG Index.
CDP
In February 2024, GEA was once again honored by
CDP (formerly: Carbon Disclosure Project) for its
performance and transparency in reporting, this yearwith an “A” rating in the climate protection category
and an “A-” rating for water security. This puts GEA
among the handful of almost 21,000 com­pa­nies
surveyed worldwide that made it onto the A List.
In addition, GEA once again received the annual“Supplier Engagement Leader” award from CDP for2023. This award recognizes the com­mit­ment of
our Pro­curement department in imple­men­­ting risk
prevention and environmental protection measures inclose cooperation with suppliers.

EcoVadisIn the sustainability assessment by the independent
rating agency EcoVadis, GEA’s “Gold” rating was con­firmed in the reporting year with 75 out of 100 points.
This places GEA among the top three percent of allmechanical engineering companies assessed by
EcoVadis worldwide. EcoVadis analyzes companies’
sustainability performance in the areas of environ­ment, labor and human rights, ethics and sustainableprocurement.
Dow Jones Sustainability Indices
GEA was included in the Dow Jones Sustainability
Index World (DJSI World) for the first time in
December 2023. The company is also represented in
the Dow Jones Sustainability Europe Index (DJSI
Europe) for the second year in a row. Inclusion in theindices is based on the annual results in the S&P1
Global Corporate Sustainability Assessment. Morethan 13,000 companies were invited to take part in
the assessment in 2023. GEA was able to significantly
improve its score from 69 in 2022 to 75 out of 100
points in 2023.
MSCI2
In January 2024, US-American financial services pro­vider MSCI again rated GEA “AAA” in its ESG Ratings.

FTSE4Good Index Series
Following the index review in June 2023, GEA continues
to be included in the FTSE4Good Index Series. This isdesigned to measure the performance of companies
that demonstrate strong environmental, social andgovernance (ESG) practices.

2023

ISS ESG Corporate Rating3
In September 2022, ISS ESG confirmed “Prime Status”
for GEA, putting us at the top of the industry index
group. ISS ESG is a service provider for institutional
investors.
Sustainalytics4
GEA’s Sustainalytics ESG risk rating improved from
18.3 to 14.2 in 2023. GEA’s risk of material financial
impacts as a result of ESG factors was classified aslow. The ESG risk rating places GEA in the 2nd per­centile (1st percentile = lowest risk) in the mechanicalengineering industry, as rated by Sustainalytics.
Additionally, GEA was recognized by Sustainalytics
as an ESG Industry Top Rated company in 2023.
Sustainalytics, a Morningstar company, is a leading
provider of environmental, social and governanceanalytics, ratings and data.

1) S&P stands for Standard and Poor’s. S&P Dow Jones Indices LLC is a joint venture between S&P Global, CME Group and News Corp.
2) In 2024, GEA Group received a rating of AAA (on a scale of AAA–CCC) in the MSCI ESG Ratings assessment. See also the link to the MSCI disclaimer statement.
3) ESG Corporate Rating | ISS (issgovernance.com)
4) Copyright 2023 Morningstar Sustainalytics. All rights reserved. This (publication/article/section) contains information prepared by Sustainalytics (www.sustainalytics.com). Such information and data are the property of Sustainalytics and/or its third-party providers (data of third-party
providers) and are provided for information purposes only. They do not constitute a recommendation of any product or project, nor do they constitute investment advice and are not warranted to be complete, timely, accurate or suitable for a particular purpose. Their use is subject to theterms and conditions viewable at https://www.sustainalytics.com/legal-disclaimers.

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Climate strategy

OUR CLIMATE TRANSITION
PLAN 2040

GEA ups its climate targets and asks shareholders to vote on its
Climate Transition Plan 2040
Having positioned itself at the forefront of its industry two years ago with its ambitious
climate strategy, GEA is now shifting up a gear and going a step further. By holding a “Sayon Climate” vote, we are actively involving our shareholders in our transformation to a
net-zero company, and thereby creating maximum transparency regarding our climate
protection activities.
At the Annual General Meeting in April 2024, GEA will voluntarily present the Climate
Transition Plan 2040 to its shareholders and ask them to approve this plan in an advisory
vote. This emphasizes our role as a pioneer when it comes to sustainability. GEA is the firstmember of the DAX index family* to hold a “Say on Climate” vote.
*) DAX: German equity index.

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Our levers at every link in the value chain

Socialresponsibility

Value andsupply chain

Operations

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APPENDIX

Why are we doing this? We want to underscore the importance of climate protection as acore element of our strategic corporate strategy. Sustainability – and hence also climate
protection – is not just a statement for us, but a key factor in our successful future growth.
A compelling and systematic plan, coupled with maximum transparency about our future
activities, are crucial for credible climate protection.
We are transforming our business model to develop solutions that enable us to offer moresustainable or climate-neutral products and services by 2040.
What are GEA’s levers for achieving Net Zero by 2040? Firstly, we are transforming our
product portfolio and our own operations. This means that we are developing sustainable
solutions to minimize our customers’ environmental footprint, electrifying our production
sites as well as investing in climate-friendly building infrastructure and in generating ourown renewable energy. Secondly, we are holding our entire value and supply chain accoun­
table. We require our suppliers to define their own SBTi-validated (Science Based Targets
initiative) climate targets and expect climate-friendly action from all partners along the fulllength of the value chain. At the same time, we are committed to raising public awarenessof climate protection and playing an active role by sharing our experience and expertise andinspiring others. Yet the cornerstone is our corporate culture. And that is why GEA also takes
responsibility for its employees. We will ensure that all of our employees are able to act
responsibly and in harmony with our climate strategy at all times.
The Climate Transition Plan 2040 calls for the joint effort of each and every employee,business partner, customer and investor. We are implementing our goals at a faster pacethan Germany and the European Union.

Product
portfolio

By working hard, we can ensure that our business strategy is sustainable and takes accountof all risks and opportunities arising from climate change. As we consider climate change to
be a significant risk for mankind, we aim to be proactive and exert a positive impact while
also creating value for our shareholders. Every three years, we will inform about the statusof implementation and upcoming measures under the Climate Transition Plan 2040.

Corporate culture
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APPENDIX

Climate strategy

The journey toclimate neutrality.

2023 was the hottest year since weather records began – and probably even for around
125,000 years. This is leading to a growing threat from extreme weather events, which havea direct impact on life, society and the global economy. According to the latest scientificfindings, current efforts to limit global warming to 1.5°C by 2050 are no longer sufficient. If
we still want to have a chance of achieving the goals of the Paris Climate Agreement, theglobal community must step up its efforts to decarbonize. We need to drive forward thetransformation of our economy and find new solutions faster than ever before.
GEA has a special responsibility to help preserve a world worth living in. Machines, equip­
ment and production processes play a key role in decarbonization. The question of whether
the climate crisis can still be mastered depends not least on our ability to develop innovativetechnologies and solutions. GEA can make a positive difference with its engineering expertise.
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APPENDIX

Our climate targets at a glance
2019

Reference
year

Reference point for
our greenhouse gas
reduction targets

2026

2030

Scope 1 & 2
Scope 1 & 2

60%

We launched our ambitious climate strategy as earlyas 2021. We aim to achieve climate neutrality at every
link in the value chain by 2040. Also in 2021, we
defined ambitious interim targets for 2030 that werevalidated by the Science Based Targets initiative(SBTi). This globally recognized organization exa­
mines whether GEA’s targets are in line with the latest
climate research findings and will make an effective
contribution to attaining the 1.5°C target.

Scope 3GEANet ZeroMid-term target

Long-term target

27.5%

Short-term target

Even more ambitious targets
Our corporate purpose is clear-cut: “Engineering fora better world.” And that means climate protection isa key issue for GEA. For instance, our machines andsolutions are paving the way for decarbonizing thefood and pharmaceutical industries.

80%

2040

In 2022, we stepped up our ambitions and definedsustainability criteria for our suppliers. This ensuresthat our procurement strategy is linked to our sustai­nability commitments and covers the entire value
chain. Since 2022 we have been sourcing 100 percent
green electricity worldwide. Last but not least, wehave linked Executive Board remu­neration to theachievement of our climate targets. These and allother efforts by GEA to become a sustainable com­pany have been confirmed by nume­rous international
ratings and rankings.

Having positioned ourselves at the forefront of ourindustry with our ambitious climate targets, we wenta step further in 2023 and raised those ambitions.
The following climate targets now apply comparedwith our reference year 2019:• Greenhouse gas (GHG) emissions from GEA’s own
operations (Scope 1 and 2) will be cut by 60 per­cent by as early as 2026.
• GHG emissions from Scope 1 and 2 will be cut by
80 percent by 2030. We are also increasing our
Scope 3 reduction target from 18 to 27.5 percent
by 2030.
• By 2040, we will reduce GHG emissions to Net
Zero along the entire value chain.

GHG Protocol:
Scope 1 covers all direct greenhouse gas emissions from GEA’s own activities, such as
primary fuel sources combusted directly at company sites. Examples include natural gas,
heating oil, gasoline and diesel. This also covers emissions from refrigerant leakages andthe combustion engine vehicle fleet.
Scope 2 relates to the indirect greenhouse gas emissions from GEA’s own activities fromthe generation of purchased energy. The CO2 emissions are caused by the consumption of
secondary energy sources, such as electricity, district heating, steam or cooling energy inbuildings and electric vehicles.
Scope 3 covers other indirect greenhouse gas emissions in the upstream and downstream
value chain that are primarily associated with the company’s activities. Scope 3 emissions
are split into 15 categories – for example, the consumption of energy in the use phase of
our machines and systems, the procurement of raw materials and semi-finished products,
our business trips and employee commuting.

Net Zero means reducing all direct and indirectemissions by at least 90 percent and neutralizing
unavoidable greenhouse gas emissions through thesustainable removal of CO2. What does that mean in
concrete terms? We will achieve a reduction by meansof measures to avoid, reduce or eliminate greenhousegas emissions along the value chain. A maximum often percent of emissions will be neutralized throughmeasures enabling us to permanently remove CO2from the atmosphere to offset unavoidable emissions.
The heightened targets for 2030 and the Net Zerotarget for 2040 were validated by the SBTi in
December 2023. The SBTi thus confirms that ourpledges are in line with the latest climate researchfindings and will make an effective contribution toachieving the 1.5°C target.
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CO

CH

N0

HFCs

Scope 2R E S P O N S I B L E O P E R AT I O N SPEOPLECOMPLIANCE AND
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APPENDIX

27.5%

PFCs

By 2030, we aim to cut our
Scope 3 emissions along our productvalue chain by 27.5 percent.

DirectScope 3Purchased goods
and services
Capital goods
Fuel and energy-related
activities
Transport and distribution
Waste generated in operations
Business travel
Employee commuting
Leased assets

Upstream activities

SF

Scope 1

IndirectPurchased electricity,
steam, heating andcooling for own use

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Scope 3

Indirect

IndirectCompany facilities

Company vehicles

Reporting company

Transport and distribution
Processing ofsold products
Use of sold products
End-of-life treatmentof sold products
Leased assets
Franchise
Investments

Downstream activities

Product portfolio transformation
GEA’s biggest challenge are Scope 3 greenhouse gas emissions, meaning the sum of all emissions generated
during the entire life cycle of an individual product – from the emissions caused by the production of our raw
materials and services provided, through transportation and distribution to our production facilities, down tothe use of transportation by our employees at our sites and our sales force. The most important factor, however,are the “downstream” greenhouse gas emissions that arise when our customers use our products.
Up to 95 percent of our greenhouse gas emissions are generated during the use phase of a product. This highpercentage applies not only to GEA but also to the entire mechanical engineering sector. In addition to the long
operational life of the machines, this is primarily due to our customers’ generally highly energy-intensive
production processes.
In order to reduce the Scope 3 footprint, we need more innovations for transforming our product portfolio toachieve maximum energy efficiency. It is also about using electrification to replace fossil fuels. More digital
services are to let our customers better manage our solutions, which will enhance efficiency as well as reduce
travel for our service and sales staff. Additionally, we will support our customers in assessing their emissions
and choosing solutions to decarbonize their production facilities and processes with consulting services suchas “Add Better Consulting”.
Sustainable solutions such as our “Add Better” products are a key element in reducing Scope 3 emissions (seealso the“Sustainable Solutions” chapter).
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Exit from fossil energies
It is just as important to decarbonize our own operations.
We have identified five levers to achieve the Net Zerotarget at our own locations and plan to invest around an
additional EUR 175 million by 2040. "Additional" means
going beyond the necessary investments in the building
stock to maintain it in order to meet the requirements forachieving carbon-neutral operation. Most of the invest­
ments will be accounted for by the exit from fossil fuels.
We are likewise electrifying our vehicle fleet with theaim of using solely zero emission management company
cars by 2030.

Electric company car fleet
Since 2021, we have been swiftly converting ourcompany to sustainable mobility. By 2030, our global
fleet of management company cars will have been
replaced by all-electric vehicles. Around 30 percentof the company cars used by managers worldwide
have been electrified, and this figure has alreadyreached 50 percent in Germany.
We are additionally committed to increasing the pro­portion of self-generated electricity from renewableenergies to 25 percent by 2030. Since 2022, we havebeen exclusively sourcing green electricity world­wide. Investments in energy and building manage­
ment systems are anticipated to increase energy
efficiency by two percent every year.

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APPENDIX

Five levers for decarbonizing our sites worldwide
Exit fromfossil fuelsElectrification ofvehicle fleet

Self-generated
renewable electricity

Electricity fromrenewable sources

Energy efficiency
measures

100%

100%

25%

100%

2%

Exit from fossil
energy by 2040

Emission-free company
vehicles by 2030

Share of self-generated
renewable electricity
in total electricity
consumptionof GEA by 2030

Green electricity
since 2022

Annual increase inenergy efficiency

1) Remaining vehicle fleet (functional vehicles) by 2040, possibly earlier if taking into account technical developments in the automotive industry.
2) This includes both owned renewable energy plants and those financed by GEA, such as photovoltaic or wind power plants.

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APPENDIXGEA began planning its own financed photovoltaic park in Hachen, Germany, in the year
under review. Starting in 2026, the park will supply up to six gigawatt hours of green
electricity for around six German production sites, which will enable us to cover some
18 percent of our electricity requirements in Germany. Additional power purchase agree­ments for renewable electricity (PPA*) are planned for 2024. However, these are only the
first steps. Further expansion of self-generated electricity from wind and solar power is alsoplanned for other countries.
Alongside the packages put together to decarbonize our sites, we began in 2023 to apply
an internal price for CO2 associated with each investment measure. By introducing carbon
pricing, we have put a notional monetary value on expected greenhouse gas emissions. This
allows us to evaluate and assess our investment projects in advance based on the expected
emissions. We consider high emissions to be a risk factor that will incur costs in the future,
either directly (e.g. through taxes) or indirectly (e.g. through consumer behavior). We apply
carbon pricing to factor this risk into our business processes. At EUR 126 per ton of CO2eemitted, above the average amount we are aware of that companies earmark for internal
purposes, which sets us positively apart.
GEA on a carbon capture mission
We aim to neutralize greenhouse gas emissions that cannot be avoided. There are bothnature-based methods (such as planting trees) and technology-based approaches forpermanent carbon removal from the atmosphere. Our commitment will focus exclusively ontechnology-based carbon removal measures. As a technology company, we are championing
technical carbon removals, focusing primarily on scaling and fine-tuning GEA’s carbon
capture, storage and utilization solutions.
Investments in climate protection projects
We have been investing in “Gold Standard” climate
protection projects since 2021. According to theGerman Environment Agency, the only projects
eligible for Gold Standard certification are thosethat demonstrably lead to a reduction in green­house gases and, at the same time, are good forthe local environment and cater to the popu­
lation’s social needs.

*) Power Purchase Agreements (PPA) are long-term agreements between energy producers, energy traders and consumers that define details such as price,term, risk distribution and electricity characteristics. They facilitate the financing of renewable energy systems as well as secure the price and supplyof electricity.

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APPENDIXSUSTAINABLE
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APPENDIX

Sustainable solutions“ADD BETTER”
EMPOWERING CUSTOMERSWITH RESOURCE-EFFICIENT
SOLUTIONS

Numerous sectors such as the food, beverage and pharmaceuticalindustries are facing the challenge of making their energy-intensive
processes more efficient and more sustainable. Machines and systems
make a significant contribution to this. With its “Add Better” label, GEA
has launched a pioneering initiative to identify sustainable solutions. The
label lets our customers choose advanced products that offer not only
improved performance but also proven resource efficiency. This helps
them save water or reduce their greenhouse gas emissions, thereby
playing a key part in environmental protection and at the same time
reducing costs.
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APPENDIX“By providing our customers with ‘Add Better’solutions, we are actively helping to reduce ourindustry’s environmental footprint. For us, designing
more efficient products means minimizing ourcustomers’ environmental impact and hence making
a concrete contribution to achieving theirsustainability goals.”Ilija Aprcovic, Division CEO Liquid & Powder Technologies

In the spirit of its corporate purpose “Engineering fora better world”, GEA works every day to develop
solutions that use less energy, water and raw
materials, and produce less waste. “The ongoingrollout of the ‘Add Better’ portfolio is a central pillar in
the transformation of our product portfolio into
significantly more resource-efficient and environ­mentally friendly solutions for our customers. First, areliable and trustworthy ecolabel is becoming in­creasingly relevant when it comes to providing infor­
mation on ecological options. Second, innovative andsustainable solutions are crucial to achieving climate
and water targets,” says GEA’s CEO Stefan Klebert.

A sign of greater sustainability“Add Better” highlights innovative GEA solutions thatare significantly more resource-efficient than theirpredecessors – from industrial machines throughprocesses to digital solutions and entire plants. Each
product awarded the “Add Better” label has under­gone a rigorous assessment based on industry
standards and concrete data, which is then validated
by an independent body – this is a genuine sustai­nability indicator for customers. This makes it easier
to identify our more ressource-efficient products whileproviding transparent access to the data behind thelabel for informed decision making.
Twenty products already carry the “Add Better” label
and further solutions from all business areas are
currently being validated by TÜV Rheinland, one of theworld’s leading independent validation organizations.
They all enable resource savings in the food, pharma­
ceutical and beverage industries and are part of the“Add Better” family.
“Guided by Design for Sustainability, our development
process ensures that resource efficiency is prioritizedright from the start of product development at GEA,”
says Dr. Nadine Sterley, Chief Sustainability Officer.
Design for Sustainability means that we design
products to enable retrofits and maintenance in orderto maximize operational life and minimize the total
cost of ownership. That is why our development
strategy is based on modular, configurable solutions
that reduce resource consumption and increase
productivity.

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Significant resource savings
The first “Add Better” products include the AddCool spray dryer and amarine separator. The spray dryer with AddCool technology can reducea system’s primary energy consumption by up to 49 percent comparedto the previous model. This corresponds to the average annual electricity
consumption of more than 8,500 two-person households.
Used to clean lubricating oil and treat bilge water on board ships, themarine separator saves 2,800 kilowatt hours of energy per year com­pared with its predecessor model. In addition, its maintenance interval
was doubled to 16,000 hours and the cleaning effort was reduced by
95 percent.

R E S P O N S I B L E O P E R AT I O N SPEOPLE

Centrifuge cooling1

100%

COMPLIANCE AND
G OV E R N A N C E

EXAMPLES

APPENDIX

Spray drying2

49%

up to
less water

up toless energy

Aseptic filling3

Marine separator4

The GEA Water Saving Unit cuts cooling water consumption by 100 percent
compared with conventional cooling by recirculating the cooling water inseparators. That means an annual saving of more than 1.3 million liters ofwater per separator.
GEA ECOSpin2 Zero for wet sterilization when filling PET bottles con­sumes 91 percent less water as a new machine than its predecessor. Asa retrofit package for existing systems, the water saving is 83 percent.

Read more

91%1) The “Add Better” label refers to the GEA Centrifuge Water Saving Unit series product thatwas launched on the market in September 2022.
2) The “Add Better” label refers to the 1947899 series product that was launched on the market in November 2022.
The comparison refers to its predecessor model.
3) The “Add Better” label refers to the water rinsing unit that was launched on the market in September 2014.
4) The “Add Better” label refers to the GEA marine separator that was launched on the market in September 2018.
The comparison refers to its predecessor model, GEA OSE Separator.

up toless water

9%

up to
less energy

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Highlights GEA solutions
that are significantly
better than theirpredecessors

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APPENDIX

Savings in the consumptionof resources for example
energy, water, waste“We have made a commitment to ourcustomers to be transparent and see
this as genuine added value, as itallows them to invest in future-proof
sustainable solutions.”
Dr. Barbara Bricoli, Research & Development
Liquid & Powder Technologies ,Powder & Thermal Separation Technologies

Independently validatedby TÜV Rheinland

In line with
ISO 14021

More transparency thanks to TÜV validation
The “Add Better” label and the underlying evaluation process – fromdata collection to calculation and documentation – complies with thestrict and transparent requirements for ecolabels in the ISO 14021:2016
standard. In addition, every “Add Better” label awarded is validatedby TÜV Rheinland. This is crucial for reliable and trustworthy labeling.
Voluntary validation underscores our aim to set an industry benchmark
with “Add Better”. It empowers our customers to make informed decisions
and progress toward a greener future.
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APPENDIX

Sustainable solutions

Using engineering skills
to build a better world.
Shaping a future worth living in is no longer conceivable without a more sustainable way of
doing business. As a bridge between numerous industries, mechanical engineering is one of
the keys to that better world. Machines from GEA influence virtually all walks of life. That is
why we need to make an active contribution to a sustainable future.
As a leading global technology group and pioneer in the field of sustainability in mechanicaland plant engineering, we already offer a wide range of sustainable products and solutions
that enable our customers to achieve their sustainability goals. Solutions from GEA help
make customers’ production processes worldwide more sustainable and more efficient. This
is in keeping with our corporate purpose of “Engineering for a better world”.
The sustainability aspects of our products are increasingly becoming a decisive factor forcustomers when they select their suppliers. Nowadays, customers expect our plants,
machinery and components to help them enhance their own sustainability performance.
This is why all GEA solutions are becoming steadily more environmentally friendly. They are
getting more resource-friendly and energy-efficient, ensuring that the ecological footprint
grows ever smaller. We support our customers with end-to-end solutions that reduceenergy consumption and greenhouse gas emissions along the entire process chain.
Additionally, GEA has extensive experience in the responsible use of water. Due to thegrowing water scarcity, GEA is committed to offering technologies that further reduce theextraction of fresh water until 2030.
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GEA’s sustainability targets

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APPENDIX

41.5%

Sustainable solutions accounted for41.5 percent of our total revenue in 2023

GEA launched the first “Add Better” solutions on the market in the year under review (see also
“Add Better” cover story)
and will continue to add more solutions to the “Add Better” portfolio and the range of sustainable solutions.
As part of the “Mission 26” strategy, GEA defined the following sustai­nability targets for product development and recorded initial resultsin 2023:• By 2030, plans are to reduce Scope 3 greenhouse gas emissions by
27.5 percent compared with the base year 2019. One of thecontributing factors is the GEA AddCool heat pump technology that
reduces both primary energy consumption and CO2 emissions by up
to 49 percent.
• By 2030, GEA will offer its customers the option of operating plantand machinery with zero fresh water consumption. EcoSpin
technology, for instance, is already reducing water consumption
thanks to an improved nozzle design that enables shorter rinsing
times while maintaining the same high disinfection performance.
• By 2030, relevant GEA products will process sustainable packaging
materials. The Liquid & Filling Technologies business unit has comeup with a packaging strategy to convert the entire machine portfolio
to sustainable packaging.
• By 2026, spare parts and packaging materials for GEA products
must meet one of the “five Rs” of the circular economy. For example,
the Pharma business unit developed a damping element for the
NextGen tablet press that is made from used car tires.

How will we achieve this? In 2023, we started to takemeasures and launch initiatives to introduce a new way of
thinking into our organization. The main focus here is on
fostering innovation. We are striving to transform both our
product innovations and our business model. To do this, we areencouraging the development of sustainable and disruptive
innovations (see Sustainathons), masterminding new service
offerings to extend life cycles (seeHero for Hero) anddevising digital solutions that support machine use andefficiency. Sustainability criteria were also integrated into the
product development process during the reporting period.
This also involves inspiring customers to adopt a sustainabilityoriented mindset so that they continue to evolve with us. In
recent years, we have made it our mission to join with ourcustomers in developing more sustainable solutions for theprocess industry. This approach will be further strengthened
with “Add Better Consulting”. “Add Better Consulting”
complements a traditional energy audit with GEA’s expertise inheating, cooling and process technology. With this combined
360-degree approach and integration experience, GEA
delivers a technical solution for decarbonization in addition to
analyzing the actual situation, thus closing the gap that asimple energy audit often leaves. We are similarly introducing astrategic advisory service for our customer segments thatneed help in defining climate targets. By jointly devising climate
strategies, we can support them in securing their futurebusiness and guide them toward net-zero activities.
Our sustainable solutions: Alongside the “Add Better”
solutions, GEA offers products that do not currently bear an“Add Better” label but nevertheless contribute to greater
resource efficiency. These are disruptive solutions replacing
those systems that are responsible for customers’ significantly
higher greenhouse gas emissions or water consumption.
Colloquially, these products are also referred to as Scope 4
products. Scope 4 includes emissions avoided when one
product is used as a substitute for another that fulfills the samefunctions but with a lower carbon intensity. For example, ourindustrial heat pumps provide energy for production processes
or district heating applications. This removes the need for
additional primary energy, which in turn reduces overall
emissions.

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Engineering fora better worldin figures.

Our sustainable solutions are aligned with the
UN Sustainable Development Goals

The “Add Better” solutions sold in 2023, as well
as disruptive solutions such as Scope 4
products, will save a total of 4,979,030 tons of
CO2 emissions over their life cycle and save
16.4 million cubic meters of water at customers’
premises.

Current sustainability landscape

4,979,030 tons of CO2 emissions are roughly
equivalent to 3,723 Airbus A380 flights from
London to Sydney and back. Or to put it anotherway, our savings offset the annual emissions ofaround 600,000 people living in Germany. And
16.4 million cubic meters of water is roughly thesame as the amount of water in 6,544 Olympicsized swimming pools.
In addition to the two product groups, there areothers that are classified as sustainable inaccordance with the regulatory requirements ofthe European Union (EU) (classification systemof the European Commission)1. All before­men­tioned sustainable solutions accounted for41.5 per­cent of our total revenue in 2023.

Our definition of sustainable solutions

Resource
efficiency

Pollution
prevention

SDG

r
cula
Cir nomyeco“Add Better”

Scope 4
products

EU Taxonomy
Regulation

New food

Food safety

Humanwell-being

8

Food
safetyNew

SDG 3HealthAPPENDIX

food

Water

Waste

elfareAnimal w

e
hang
ate c
Clim tionamitig1) Further detailed information on products covered by the EU Taxonomy
Regulation and the share of revenue generated with these products is provided in
the Consolidated Non-financial Statement of the 2023 Annual Report.

Dig

ital

iza

tion

Biodiv
ersityBasis for calculating
the share of sustainable revenue

Not part of the calculationof the share of sustainable revenue

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S U S TA I N A B L E S O L U T I O N S“Add Better”“Add Better”
Definition: Solutions, from machines through processes to entire plants,that are significantly more resource-efficient than their predecessors,
are termed “Add Better” solutions by GEA and are awarded the “Add
Better” ecolabel. Each individual “Add Better” label is validated inde­
pendently by TÜV Rheinland on behalf of GEA.
“Add Better” products contribute to SDGs 3, 6, 12, 13 and 15.

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APPENDIX

Manufacturing bottles and fillingthem aseptically in a machine

The GEA ABF 2.0 blow molding machine comprising an
aseptic blow molding module as well as an aseptic fillingand capping unit sterilizes bottles and caps using dryhydrogen peroxide. It is also suitable for extremely
sensitive beverages with high and low acidity. The bottles,
known as preforms, are heated in the oven and sterilizedwith hydrogen peroxide directly at the oven outlet. This
minimizes energy consumption and the amount ofsterilization solution required. The preforms are thenblown with sterile air in an aseptic environment. This
ensures that sterility is maintained throughout the fillingand capping process. The machine, which can fill up to
60,000 bottles per hour, is designed to use very few
chemicals and no water during production. The special
air recovery system of the GEA ABF 2.0 consumes up to
31 percent less energy during bottling than its predecessor.
It compresses the air required for the blowing process andcap sterilization.

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Scope 4
products

Disruptive solutions that enable significant
resource optimization at our customers
Definition: GEA products and technologies that help our customers
reach their climate targets by replacing systems responsible for subs­
tantially higher greenhouse gas emissions or water consumption.
We apply the concept of avoided emissions to measure this contribution
to reducing greenhouse gases, in line with established standards suchas the Avoided Emissions Framework. This framework is adapted to
calculate the potential water savings. The savings result from the effectof a product on greenhouse gas emissions or water consumption com­pared with the baseline situation without that product.

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APPENDIX

Turning wastewater into district heating

An energy supplier for the city of Malmö in Sweden
recognized that GEA’s ammonia heat pumps constituted
an ideal opportunity for district heating so as to reducegreenhouse gas emissions from heating. Wastewater froma water treatment plant was identified as the best sourcefor heating residential buildings. Four heat pumps with aheating capacity of ten megawatts each were installed tosupply eight percent of the total energy needed for appro­
ximately 100,000 households. This helps save around50,000 tons of CO2 each year – equivalent to the amountemitted by 7,000 passenger cars on a round-the-world trip.

These products contribute to SDGs 6, 12, 13 and 15.

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EU Taxonomy
Regulation

The EU Taxonomy Regulation
Definition: GEA products and technologies that are considered ecologi­
cally sustainable according to the EU classification system.
The European Green Deal aims to achieve carbon neutrality in theEuropean Union by 2050. To achieve this goal, the European Commission
developed the Action Plan on Sustainable Finance. The EU Taxonomy
Regulation is one of the measures in this action plan that aims to promote
investment in sustainable economic activities. It sets out that an activity
can only be considered environmentally sustainable if it makes a subs­
tantial contribution to at least one of the six environmental objectives
defined, causes “no significant harm” to any of the other environmental
objectives and complies with the minimum safeguards requirements
among others in the areas of business conduct, human rights and labor
standards. The six environmental objectives are:
1. Climate change mitigation
2. Climate change adaptation
3. Sustainable use and protection of water and marine resources
4. Transition to a circular economy
5. Pollution prevention and control
6. Protection and restoration of biodiversity and ecosystems
A range of GEA products are declared to be sustainable in accordancewith the EU Taxonomy Regulation. More information can be found in the2023 Annual Report.
Taxonomy-eligible or taxonomy-aligned products contribute to SDGs 2,
6, 12, 13 and 15.

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APPENDIX

Every drop counts

The demand for water is constantly growing – in munici­
palities, industry and agriculture. This is being driven bymega­trends such as the growing world population as wellas urbanization. But fresh water is a scarce resource on
our planet: Only around one percent is directly available.
More efficient water management is needed to meet thisdemand sustainably going forward. This applies to waste­water and sewage sludge treatment in municipal andindustrial water treatment plants as well as in agriculture.
GEA offers a solution to these challenges with theresource-friendly decanter. It sustainably treats industrial
and municipal wastewater, which is then returned clean to
the water circulation system. At the same time, the decanter
provides an energy-saving and resource-friendly way of
producing recyclable biomass from sewage sludge, liquidmanure and fermentation residues for use as agricultural
fertilizer.
GEA has also launched a pilot project in which the water
consumption of separators at customers’ sites is mea­
sured in order to develop continuous water monitoringwith optimization of water consumption accompanying
production.

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Cultivating the earth’s smallest plant
New food

New food
Definition: Plants, technological solutions or software for the productionof plant-based alternatives to dairy products and meat as well as the
production of insect proteins, precision-fermented proteins and cellbased meat.
GEA’s expertise in the new food segment can help guarantee foodsecurity for the world’s population and provide everyone with nutrition
that is healthy and balanced as well as end all forms of malnutrition. In
other words, we comply with SDG 2. In addition, the production of meatand dairy substitutes helps protect the climate, so we are also complying
with SDG 13.

Algae are an important raw material for numerous
products in the pharmaceutical, chemical and foodindustries. Dutch company Duplaco cultivates chlorella
microalgae with help from GEA. Not only is it the smallest
plant on earth, it also has a high protein content andcontains a considerable quantity of vitamins, minerals,
antioxidants, unsaturated fatty acids and fiber. GEA’s sales
and engineering experts are supporting our customer withexpertise and the right equipment, such as fermenters,
centrifuges and spray dryers, to ensure that the algae
products are of high quality and maximum consistency
while minimizing energy costs and the environmental
footprint of producing them.

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APPENDIX

Checking the level of frozenness of
products without direct contact
Food safety

Food safety
Definition: Devices, technological solutions or software designed toprevent food damage, either by direct protection against negative
impacts (e.g. contamination, oxidation) or by ensuring high quality bymeans of additional measures (e.g. testing).
Freezer control systems such as Callifreeze from GEA contribute to
SDGs 2 and 12.

Callifreeze is a sensor-based freezer control system GEA
developed for its own food freezers. The ability tocontinuously monitor the level of frozenness of the
products without direct contact and to adjust the freezer
conditions accordingly ensures that the products leave
the freezer in optimum condition. The system demons­
trably reduces energy consumption while improving
freezing efficiency. In tests, production capacity wasincreased by up to 20 percent and energy consumption
was reduced by up to ten percent.

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APPENDIX

Blending the best of tradition
and innovation
Humanwell-being

Human well-being
Definition: Devices, technological solutions or software designed for
producing goods (or treatments) for restoring, maintaining or improving
human health by means of pharmaceutical products or food supplements.
GEA’s expertise in pharmaceutical and food technology is helping to ensure
the health of people all around the world. One example is our NexGen
Press tableting system series. It enables us to comply with SDG 3.

With the NexGen Press 30, GEA has set a new benchmark
for the pharmaceutical compression market. The tabletingsystem for pharmaceuticals and food supplements is
a combination of modular design, digitalization, safety,
user-friendliness and ergonomic functionality. For
example, a “double barrier” with reduced volume and an
insulated product contact surface enhances safety.
Simpler and faster cleaning means shorter productionchangeovers and less downtime. The self-contained
rotating head enables replacement in less than an hour.
And in an increasingly networked working environment,
the press is Industry 4.0-compatible and digitalized. The
NexGen Press 30 has also been awarded the “Add Better”
label for maximum resource efficiency.

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APPENDIX

Sustainable solutions

End-to-end
sustainable productstewardship.

GEA is comitted to apply the highest standards on its own product stewardship. We believe
it is important for our products to make a sustainable contribution to future generations.
That is why we systematically scrutinize and minimize the impact of our products on theenvironment as well as on occupational health and safety.
Yet our efforts go far beyond the actual product. We focus on an end-to-end sustainableapproach so that we can live up to our product stewardship along the entire value chain.
Starting with the purchase of our raw materials through product development and theutilization phase all the way to recycling of the product at the end of its life cycle, we work
continuously to ensure that our activities are environmentally friendly and in line with endto-end product stewardship, while always enhancing customer satisfaction.
GEA strives to continuously expand this approach and apply it systematically to all stages ofthe value chain.
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APPENDIX

Customer satisfaction
GEA regularly conducts customer satisfaction surveys worldwide that are generally
implemented immediately after various customer contacts such as a business transaction or
the delivery of spare parts. A standardized reporting dashboard used throughout thecompany makes it possible to measure and analyze customer satisfaction both globally andregionally for the group as a whole and for the individual divisions. This allows prompt
responses to customer feedback and pinpointing room for improvement. In the period underreview, customer satisfaction in the new machinery business decreased slightly year on
year – the corresponding Customer Satisfaction Score (CSS) for this business was 78 percent(2022: 80 percent). The Customer Satisfaction Score indicates a customer’s level of satis­
faction with a product or service. The CSS for global customer satisfaction with our services
in 2023 was 78 percent (2022: 79 percent). The decline in 2023 is explained by the factthat there were fewer responses in 2023 than in 2022. The proportion of critics/detractors
stayed the same, but the proportion of ambassadors/promoters has decreased.
Nowadays, customers expect not only that plants, machinery and components enableeconomical production over the entire life cycle, but also that they help improve theirown sustainability performance, reduce their environmental footprint and achieve theirclimate targets.

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Product development
Sustainability aspects, alongside product func­tio­
nality and cost-effectiveness, are key considerationsin product and process development. That is because
decisions taken in the development phase have along-term impact outside the company and musthence be scrutinized critically to ensure that sustai­nability criteria are met.
All research and development activities at GEA,
including product development, are combined under“Innovation and Digitalization”. This area, one of theseven success-critical levers for achieving the group’s
targets, is divided into the following four key growth
drivers, which reflect GEA’s thematic development
priorities and into which sustainability aspects aretightly integrated.

Environmental
Sustainability

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R E S P O N S I B L E O P E R AT I O N S

GEA always takes sustainability criteria such as
resource and energy efficiency into account whendeve­loping components, machines and systems. We
call this commitment to fundamental sustainability
principles “Design for Sustainability”.
Since 2023, the product development process has
been significantly revised as part of a sustainability
framework. This framework, which will apply to all
GEA business units in the future, imposes uniform
standards for calculating the sustainability perfor­
mance of our machines and systems. Looking ahead,
GEA products will always follow this development
pattern. This means that each step of the productdevelopment process will be implemented using thethree elements “recognized methodology”, “available
tools” and “documentation”.

Digital Solutions

Modularization &Configuration

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APPENDIX

Design to Sustainability –GEA products are becoming more sustainable

GEA’s goal is to subject the entire product develop­
ment process to the “Design to Sustainability”
requirements. The early stages in particular have a
critical influence here. The extent of any efficiency
gain for a product primarily depends on the requ­ire­ments of a customer looking to achieve theirown sustainability goals with our machines. This
first step of customer involvement (sustainability
needs) is followed by consideration of which circularbusiness models are possible for a machine (cir­cular business). In other words, how can a machine
be refurbished at the end of its life cycle, forexample, and deployed again as good as new for
another life cycle? Or will it be dismantled andperhaps used as a parts carrier for repairs? Or will
the materials be recycled? That is why it is impor­tant to consider right from the design stage what
will happen to the machine later on. The next stepis to estimate the sustainability performance thatcan be expected from the new machine (sustai­nability forecast).

be based on the future ISO 45560 standard. The
next step in the process is the design check, which
examines whether the various requirements are
met. This also includes costs, for example. In
parallel, we check whether the product can beclassified in one of the six categories of the EU
Taxonomy Regulation, in our “Add Better” portfolio
or in the portfolio of “Scope 4” products (financial
sustainability impact).
Going forward, end-to-end life cycle assessmentsin accordance with ISO standard 14067 are toensure that a new machine design leaves thesmallest possible environmental footprint over its
entire life cycle. In accordance with ISO standards
14040 and 14021, we additionally analyze theefficiency gains that a machine achieves during
the use phase at the customer (use phasesustainability impact).

Only now does the actual development process
begin. The design strategy determines what the
product architecture will look like, taking into
account the business models described. This iswhen, for instance, decisions are made about
which materials to use so that they can be readily
recycled. Our plans are for this design strategy to
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GEA’s commitment to sustainability principles applies not only to the
product portfolio of machines and systems but also to the service
parts. This includes spare parts as well as the packaging materials forour products.
The overarching product development process focuses on selectedsustainability criteria that are already reflected in the requirements anddesign phase: the circular economy and improved resource efficiency
for the criteria of energy, water, greenhouse gas emissions and material
consumption.
For GEA, the circular economy is a relevant lever for implementing
targeted sustainability activities. This is why we created a methodologicalbasis that takes the circular economy into account from the very start ofproduct development. From 2024, the product development process is
to be based on the future ISO standard 45560 that will allow us tomeasure circular product design during development.
Where required, we use a trend scouting process based on “search –evaluate – observe” to zone in on these sustainability subcategories.
This process results in a trend radar for sustainable technologies andmarket or customer trends that the divisions and businesses can use to
specifically develop sustainable solutions.
The intended sustainability effects are measured by key performanceindicator systems that record the sustainability parameters during
product development and facilitate strategic monitoring. In addition toresource efficiency, machine safety to ensure user health and safety
throughout the entire life cycle is also a fixed development criterion. Thismeans that all product safety requirements form an integral andmandatory part of every single GEA product development process.

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Success in reducing the raw materials consumption, emissions andwater consumption using GEA products also involves the company’s
supply chain partners, which is why GEA maintains a permanent dialog
with its suppliers. A detailed description of our sustainable activities
in our supply chain can be found in the“Sustainable Supply Chain”
chapter.
Circular economy
GEA is promoting the circular economy approach to overcome the major
environmental challenges and reduce resource waste. This sustainabletransformation is shifting from a linear production model to a circular
process that revolves around the “5 Rs” of the circular economy – fromproduct design through customer service throughout the product use
cycle all the way to refurbishment and, where appropriate, reuse.

APPENDIX

The “5 Rs” stand for Reduce, Reuse, Repair, Remanufacture and Recycle.
Together, they form the R strategy adopted by GEA to implement thecircular economy. This strategy is a model for production andconsumption in which existing materials and products are reduced,
reused, repaired, remanufactured or recycled for as long as possible. In
this way, product life cycles can be extended and resources conserved.
For example, GEA consistently strives to integrate mono-materials into
the product development process to enable subsequent recycling.
In 2022, the Separation business unit developed a process for intro­
ducing the circular economy, which already applies to 90 percent of its
service parts. The process was rolled out across all divisions in thereporting year. By 2026, all other business units will introduce circular
economy principles for spare parts and packaging materials. GEA has
thus taken a leading role in the mechanical and plant engineering sector.

Circular economy approach runs five R’s
ReduceInrease of efficiency in product design,
manufacturing or use by consuming fewer
natural resources and less polluting material.

RecycleProcess material to obtainthe same or a similar quality.

Remanufacture
Remanufacturing of used equipment,
components or service parts to be used again.

5R

Re-UseRe-Use of used product parts which are ingood condition and fulfill their original function.

RepairRepair and maintenance of product so
it can be used with its original function.

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As a machinery and plant manufacturer, GEA understands the needto decouple economic growth from the associated consumption of
resources. The circular economy and its applications – such as the useof remanufactured parts, modular design, performance-based machineryand plant operation as well as component remanufacturing – can make amajor contribution to extending machinery life cycles and thus conside­
rably reduce their environmental footprint.

APPENDIX“The 5 R approach calls for a new wayof thinking. This means we need to findsolutions so that we can make do with fewer
resources throughout the life cycle, use
products longer or reuse them.”

To this end, GEA will develop machinery and plant concepts that extend
life cycles and facilitate continuous innovation with regard to the most
relevant machine components.

Stefan Pecoroni,
Head of Sustainability for Separation & Flow Technologies

Mono-materials are the basis for
successful recycling
GEA’s products such as separators are made from 70 percent stainlesssteel (by weight), a valuable material that enables comprehensive
recycling throughout the entire product life cycle. Both swarf andmaterial residues from the manufacture of centrifuges are recycled in a
structured process at our own production facilities and at our suppliers.
During the product service life of the centrifuges, which is generally 20
to 25 years, some of the replacement parts that accumulate during
maintenance work are remanufactured and reused. Disassembled parts
replaced by new ones are also recycled. At the end of the product’s
service life, the centrifuges are recycled, especially the parts made fromstainless steel, such as drums. These often have a considerable materialvalue as a salvage value, which justifies the strong economic interest in
recycling. GEA often buys back old centrifuges when new machines are

installed and recycles them through its own channels. A similar processapplies to the recycling of copper, which is contained to a considerable
extent in the motors we use.
To facilitate this recycling process, mono-materials are preferred forcomponents and assemblies in new designs. This practice has been wellestablished for many years. Various approaches are also being pursued
in ongoing development projects to replace critical processes such as
hard chrome plating with sustainable alternatives and to thus improverecyclability.

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Customers need
new heroes
GEA has launched another promising project for thecircular economy in the shape of its “Hero for Hero”
campaign. The Separation & Flow Technologies
division offers its customers the opportunity to sellback separators and decanters that are more than
20 years old and replace them with more efficientmodels. This is a real win-win situation, because
everyone benefits from the deal: customers, GEA andespecially the environment. Customers not only get anew, more efficient machine but, in line with the “5 R”
strategy, GEA takes back the old machines andsystematically analyzes what happens to them. We
examine them to see if they can be returned to themarket as remanufactured replacement or usedmachines, whether they should be dismantled andused as replacement parts, or whether they will bescrapped and the materials used for new production.
Scrapping and materials recycling take place onsite at the customer’s premises and are monitored

by GEA, remanufacturing is carried out in Oelde,
Germany. Third-party products may also be takenback in certain cases.
But no matter which route the old machine takes,
there is always resource-friendly reuse. The ex­change drive becomes even more sustainable whencustomers opt for new machines with condition
monitoring. This control function ensures that themachines automatically indicate when service andmaintenance work is due before wear and tear could
lead to expensive, material-intensive repairs. “Herofor Hero” was launched in Spain and Portugal in
2022. The sustainability initiative was then rolled out
in Germany and Poland in 2023. Other countries arein the pipeline. At the same time, we are exploring
whether other machines are suitable for this exchange.

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Digitalization
Additionally, we offer digital solutions thatmaximize a machine’s productivity while mini­
mizing its environmental footprint. This 360degree approach accompanies the entire life
cycle of a machine. Product life cycle mana­ge­ment, which uses the “Digital Twin” and “Digital
Product Passport” tools, will accelerate GEA’s
speed of innovation and help our customers
ensure that their systems and machinery meetthe latest technology and sustainability stan­dards in a capital-efficient way.
GEA actively boosted its innovative strength in
the reporting year through digital transformation.
A cutting-edge, cloud-based infrastructure(GEA Cloud®) paves the way for the industrial
networking of more than 6,000 smart machines
and systems from GEA. Based on this, “GEA
Digital” launched 13 new digital solutions on themarket in the reporting period. They improveavailability, productivity and sustainability during
the use phase at the customer. The “Intellicant”
digital solution for optimized decanter operationin wastewater treatment, for example, sig­ni­ficantly reduces the amount of waste. AndGEA OptiPartner SprayDrying and GEA Smart
Filtration meet the strict criteria of the “Add
Better” environmental label validated in accor­
dance with ISO standard 14021. They willcontribute significantly to lower resource con­sumption going forward.

APPENDIX

Life cycle assessment
We use life cycle assessments to demonstrate howmuch we are improving the energy efficiency of ourmachinery and systems from generation to gene­ration, thus conserving resources and reducing
greenhouse gas emissions. CO2 life cycle assess­ments in accordance with ISO 14040 are prepared forselected products to provide a reliable basis forplanning and setting CO2 target values. Life cycle
assessments are also carried out regularly in accor­
dance with ISO standards as part of the requirementsof the EU Taxonomy Regulation. In the future, 360degree LCAs will also be produced in accordance with
ISO standard 14067. Within the portfolio analysis,an LCA can also be conducted for a technology if
required. This involves determining the current life
cycle phase of a technology with a view to initiating
appropriate strategic technology development mea­sures. We have been actively involved in a research
initiative to develop specialized LCA software in order
to better meet the diverse requirements of ourcustomer-specific projects. The “Climate-neutral
Business in OWL” initiative is part of the technology
network “it’s OWL” (Intelligent Technical Systems
OstWestfalenLippe), in which around 200 companies,
research institutions and organizations are maste­r­
minding solutions for the digital and sustainabletrans­formation of SMEs.

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Product safety
The product responsibility as well as the product safety lie within thedivisions and business units. They manage the development and trans­
formation of their product portfolios on the basis of the “Mission 26”
group strategy. The potential risk posed by each plant, machine or com­ponent must be taken into account separately in the construction, testingand operation stages. Avoiding the risk of mechanical, biological, chemical,
electrical and acoustic hazards is the central function of a standardized
machine and plant safety risk analysis in accordance with ISO stan­
dard 12100. GEA products are designed in such a way that, for instance,
potential noise emissions are already taken into account in the deve­
lopment phase. Corresponding noise measurements are carried out
under operating conditions in accordance with ISO standard 3746. Risk
assessment is conducted as part of the development and technicaldocumentation processes using failure mode and effects analysis(FMEA). This method makes it possible to uncover potential weaknesses
and errors in a machine or process, assess the associated risk as well as
provide guidance on avoiding errors and minimizing damage.
Product safety committees (PSCs) in the divisions monitor and evaluate
incidents involving GEA products that could lead or have led to either arisk to human life, harm to human health or property damage atcustomers. Three of the divisions have PSCs that operate across all
business units, while two divisions have established a separate PSC foreach business unit. Committee leadership is determined by the divisionor business unit management. Meeting once every quarter, theinterdisciplinary PSCs fall under the technical direction of the QHSE
department and regularly exchange information with each other via thatdepartment. The committees are tasked with monitoring product safety
and the associated goals, taking appropriate action to prevent andR E S P O N S I B L E O P E R AT I O N SPEOPLECOMPLIANCE AND
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APPENDIX

remedy product safety defects as well as minimizing legal and financial
risks for GEA. The PSCs collect and evaluate information about the useof a product during its life cycle. We also provide information in theoperating manuals on how to dispose of critical components at the endof the product’s life cycle.
GEA confirms statutory product conformity by means of labels, including
the CE label, FDA approval or China Compulsory Certification (CCC). In
addition, the user manuals furnish information on recycling and disposalof GEA products. We provide further information in specific cases via
GEA’s websites and social media channels. Internally, such information isshared via the intranet and the Viva Engage social media service.
Aside from the product safety officers, all other development, production
and service employees receive in-depth product safety training once ayear. Project-specific product training courses, which also include
safety-related aspects, are held both for our employees and ourcustomers. Additionally, GEA offers a service to customers to regularly
check the condition of machinery and equipment in order to ensure
disruption- and accident-free operation.
All components, machinery and equipment from GEA’s production
undergo specific product safety tests that follow defined procedures inaccordance with ISO standards. Test protocols are created for aspects
relevant to safety. Our service personnel monitor product safety during
operation of the machinery and plants. Any incidents are systematicallyrecorded and reported.

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APPENDIXRESPONSIBLE
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APPENDIX

Responsible operations

OUR FIRST
SOLAR PARKGEA’s Climate Transition Plan aims to reduce the company’s greenhousegas emissions to Net Zero at every link in the value chain by 2040. We
are decarbonizing our sites worldwide to achieve this. All operations,processes and production facilities are undergoing far-reaching changes.
In particular, we will be pressing ahead with the phase-out of fossil fuelsin the coming years. While this will significantly reduce our direct
greenhouse gas emissions, it will increase our electricity consumption
due to the associated electrification measures.
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APPENDIX“Our investments in solar parks and power purchaseagreements not only help us become independent of externalenergy suppliers, they also provide us with a degree of security
that makes us less susceptible to the constant fluctuations on theenergy market. They are an important source of energy supply
for our sustainable future."
David Kopatz, Vice President Sustainable Operations

Why are we building a solar park? We are implementing a clearly defined
package of measures to make us less dependent on the electricity grid.
Even if we assume that countries will meet their obligations under the2015 Paris Climate Agreement and that many of them are already taking
extensive measures to achieve zero emissions, national energy mixes
continue to play a central role in achieving the target – somethingthat GEA cannot influence. We have been sourcing 100 percent green
electricity worldwide since 2022. However, with a view to becoming selfsufficient in energy, we are investing in our own electricity generationfrom renewable energy sources such as solar and wind. By 2030, theshare of self-generated electricity is expected to cover a quarter of
GEA’s global electricity requirements.

capacities compared with the amount of electricity required. That is why
GEA is financing the construction of a large, high-performance PV parkon its own land in Hachen, Germany, by 2026. With an area of over sevenhectares and 18,000 solar collectors, this farm could supply more than
2,000 four-person households with electricity. For GEA, this meansthat we can generate up to 18 percent of our electricity requirements inGermany ourselves with this solar park.
Other projects are planned for 2024, such as the preparation of powerpurchase agreements for renewable electricity for Germany and Europe.

25%

By 2030, the share ofself-generated electricity is expected
to cover a quarter of GEA’s global
electricity requirements.

Since 2022, we have been continuously expanding the share of on-site
generation of electricity from photovoltaic (PV) systems. Yet individual
PV systems on rooftops or parking lots, such as those in Oelde, Suzhou
or Tianjin, are not sufficient to achieve our goals because of their low
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APPENDIX

Responsible operations

Our environmental
footprint is getting
smaller.
Like the extinction of a species, climate change is one of the biggest risks to life on earth
and hence ultimately also to our company. GEA is very much aware of its corporate
responsibility and is committed to the 2015 Paris Climate Agreement. This comprehensive
agreement limits the global temperature increase in the atmosphere to well below 2°C com­pared with pre-industrial levels and commits to making additional efforts to limit it to 1.5°C.
However, as the latest analyses by the Intergovernmental Panel on Climate Change (IPCC)
have shown in 2023, current global efforts are no longer sufficient to achieve this target.
GEA has responded by significantly increasing its own climate targets and preparing an
ambitious, validated Climate Transition Plan 2040. It includes all measures to reducegreenhouse gas emissions to Net Zero along the entire value chain by 2040.
How companies are accepted by society now depends to a large extent on their commitment
to climate and environmental protection. Climate change mitigation is a core value embodied
by civil society and thus also companies’ shareholders. Back in 2021, GEA committed toambitious sustainability targets as part of its “Mission 26” group strategy, which are notablyaligned with the United Nations’ 17 Sustainable Development Goals (SDGs).
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APPENDIXGEA’s sustainability targets• By 2040, GEA intends to reduce greenhouse gas emissions to Net
Zero at every link in the value chain1.
• By 2026, greenhouse gas emissions from our own operations(Scope 1 and 2) will be reduced by 60 percent compared with thereference year 2019 and by 80 percent by 2030. This also includes
our goal of reducing energy consumption across the company by two
percent per year.
• By 2026, half of our total energy needs will be covered by a certified
energy management system.
• Sites in regions where water is scarce must develop and implementa water strategy by 2026. In addition, water consumption of em­ployees
is to be continuously reduced by 2.1 percent per person comparedwith the previous year and the water treatment rate is to be increased.
• By 2026, the waste recycling rate is to be more than 98 percent,and 100 percent by 2030.
• By 2026, all preferred suppliers will meet GEA’s sustainability
criteria. In the reporting year, the target was extended to the groupof A suppliers (80 percent of the purchasing volume). They mustmeet the sustainability criteria by 2030.
• GEA has set itself the goal of conveying industry and functionspecific knowledge to a total of 100,000 people through voluntary
work by 2026.
• GEA will donate one percent of its net profit each year.

1) The long-term target as well as the mid-term target (80% reduction until 2030) were validated by the SBTi, further 		information can be found in the “Climate Strategy” and “Mission 26” chapters.

80%

We aim to cut our Scope 1 and 2
emissions by 80 percent by 2030.

Systematic energy andenvironmental management
GEA has enshrined environmental protection not onlyin its business strategy but also in our daily processes
in dialog with our business partners and otherstakeholders. Reporting directly to the Chief Ope­ra­ting Officer (COO), the central QHSE department is
responsible for environmental protection. The envi­
ronmental key performance indicators from all rele­vant GEA sites are collated and analyzed centrally.
Results are regularly evaluated with those responsible
at divisional and regional level and used to monitor
target attainment. Environmental aspects are mana­
ged in accordance with the Environmental Respon­
sibility Policy. This binding policy sets out how to
identify the key environmental factors related toactivities, products and services. Our energy mana­ge­ment system is decentralized so that we can meet
local legal requirements. The effectiveness of theexisting management systems is confirmed annually
by internal and external auditors.

External audits
In 2023, the validity of the environmental mana­ge­ment system in accordance with ISO standard 14001
was again confirmed externally throughout the groupby means of matrix certification2. Ten external audits
were conducted as part of surveillance audits. In
addition, eight initial certifications were carried out at
GEA’s production sites. We are planning the external
ISO standard 14001 certification of all production
sites by 2026. A total of 30 production sites are
currently already certified, which corresponds to acoverage rate of 57.7 percent.

2) GEA decided on matrix certification in 2016 and includes the global subsidiaries in theumbrella certification of GEA Group Aktiengesellschaft (headquarters). That means theintegrated management system is based on uniform documentation. The advantage ofmatrix certification is that a company does not have to be audited every year.
Sample-based auditing of selected sites is sufficient to obtain or maintain certification
for all companies. This not only has financial advantages but also requires less work. All
participants are audited an average of once per certification cycle.

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APPENDIX

ISO 50001 certification
By 2026, half of GEAs annual energy needs, generated from ten GEA sites, will be coveredby a certified energy management system. The Oelde and Niederahr sites in Germany andEastleigh and Warminster in the UK are already ISO 50001 certified. Certification for theremaining sites (including Berlin, Suzhou, Vadodara, Büchen, Drummondville and Kitzingen)will follow in the coming years (see overview ofcertificates in the “Mission 26” chapter).
In principle, the aim is to reduce energy consumption across the company by two percent
per year, based on the introduction of a digital solution to show energy requirements trans­parently in real time. This is the precondition for continuously optimizing energy consumption
and increasing efficiency.
HSE legal compliance audits
In the HSE legal compliance audits, GEA voluntarily engages an external service provider toverify compliance with legal requirements in a number of areas, such as “environmental
protection” or “occupational safety” at site level. We implement this every three years acrossall production sites. In the reporting year, 18 audits were carried out on environmental
protection, fire protection and occupational safety.
Internal sustainability audits
Using a questionnaire, compliance with internal and external processes and specifications
related to the environment (emissions, water, waste, etc.) and the GEA standards is
examined in the Environmental Excellence Audit. The internal sustainability audit, which iscarried out at all 52 production sites on a rolling basis over three years, was implemented at
17 sites in the year under review.

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Energy demand and greenhouse gas emissions
By 2030, we aim to cut greenhouse gas emissions in our own operations(Scope 1 and 2) by 80 percent compared with the reference year 2019
(mid-term target). We aim to achieve a reduction of 60 percent by 2026
(short-term target). The Science Based Targets initiative (SBTi) – a globally
recognized, independent organization for auditing climate targets –validated our tightened reduction targets in 2023. This means the SBTi
has confirmed that GEA’s targets are in line with the latest climate
research findings and will make an effective contribution to attaining thetargets set by the Paris Climate Agreement.
Since 2017, GEA has been recording its Scope 1 and 2 greenhouse gas
emissions by region, and since 2019 we have been reporting CO2
equivalents (CO2e) for those countries where energy suppliers are able
to provide reliable information on the energy mix. This covers production
facilities, service operations and administrative offices. Scope 3 emis­
sions are recorded group-wide.
GEA sites report their energy consumption each month using the central
Sphera (SoFi) performance reporting system. This calculates and verifies
Scope 1 and 2 greenhouse gas emissions, which are published once a
year in the sustainability report.

APPENDIX

The energy-related key figures as well as the key figures for Scope 1 andScope 2 emissions were also audited by the auditor with reasonableassurance (see tables“Energy consumption”,“Direct greenhousegas emissions [Scope 1]” including breakdown per division,“Indirect
greenhouse gas emissions [Scope 2]” including breakdown per divisionin the appendix).

• Scope 1: Direct greenhouse gas emissions, calculated fromthe combustion of mineral oil, various gases,
wood pellets, diesel, kerosene and gasoline• Scope 2: Indirect greenhouse gas emissions from theconsumption of electricity, heat, steam and cooling• Scope 3: Upstream and downstream
greenhouse gas emissions• Scope 3.1: Purchased goods and services• Scope 3.2: Capital goods• Scope 3.3: Fuel- and energy-related activities• Scope 3.4: Upstream transportation and distribution• Scope 3.5: Waste generated in operations• Scope 3.6: Business travel• Scope 3.7: Employee commuting• Scope 3.8–3.10: Not relevant for GEA1
• Scope 3.11: Use of sold products• Scope 3.12–3.15: Not relevant for GEA1

1) We periodically assess which Scope 3 categories are relevant to us and whether they should be calculated and managed. The Scope 3.8–3.10 and 3.12–3.15 categories are not relevant for GEA or are not calculated because of their 		
minimal relevance to emissions.

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APPENDIX

Energy-saving measuresin Tianjin

EnergyOur total energy needs (Scope 1 and 2) in the reporting period amounted
to 229,869 megawatt hours (MWh). This represents a 5.6 percent
decrease compared with 2022 (see“Energy consumption” table)1. Of
our total energy needs, 36 percent (83,727 MWh) was electrical energy,
94.1 percent of which was obtained from renewable sources; theremaining 5.9 percent was generated by the company’s own photovoltaic
systems.
In 2023, Scope 1 and Scope 2 CO2 emissions (market-based) were“Green­31,725 tons, down 3.9 percent from the previous year (seehouse gas emissions” table). This means GEA remains on track toachieve its target of reducing Scope 1 and 2 greenhouse gas emissions
by 60 percent by 2026 and by 80 percent by 2030.

In addition, all GEA employees are still being encouraged to reducethe company’s energy consumption, thereby not only saving costs
but also acting in line with the group sustainability strategy. As partof the energy-saving campaign launched in 2022 and implemented
globally in 2023, all employees were invited to contribute ideas forsustainable solutions. This resulted in 92 positively evaluated propo­
sals, which will be followed up in the months ahead.

Increasing the amount of electricity generated in-house by a total of
2,111 MWh as a result of installing further photovoltaic systems inGermany, China and Italy in 2023 is reducing climate impact and will cut
costs in the medium term, thereby safeguarding the company’s compe­
titiveness in the long term. A further expansion of photovoltaic capacity
is planned for the coming years. By 2030, we aim to cover up to 25 per­cent of our electricity requirements with renewable electricity generated
by our own systems.

At the facility in Tianjin, China, a photovoltaic system with an output
of 2,000 MWh (equivalent to the annual consumption of around 500
four-person households) came into operation in 2023 and generates
almost 60 percent of local electricity needs. This achieves a saving ofaround EUR 200,000 per year2. In addition, gas consumption was
reduced by 29.4 percent as a result of measures such as shorter
heating times, improved air circulation, targeted frost risk control,
optimized coating processes, insulated offices as well as the use ofwaste heat from an air compressor.

1) 35.0 percent of total energy needs were supplied from the electricity grid
(renewable sources, not self-produced).
2) This assumption is based on the average GEA net electricity price in 2024 and on the fact that we will have topurchase up to 1.5 million kWh less electricity at the site each year.

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Photovoltaic systems in
Suzhou and Oelde
State-of-the-art photovoltaic systems were installed at both the
Oelde site in Germany and the Suzhou site in China in 2023. In
China, this will reduce conventional electricity consumption by around40 percent each year, cutting annual CO2 emissions by almost
1,100 tons. At the Oelde site, the new photovoltaic system of around
4,000 modules covering a total area of 8,500 square meters produces
about 1.5 million kilowatt hours (KWh) of electricity each year, enoughto supply around 400 four-person households with electricity for ayear1. Covering some eight percent of the site’s electricity needs, thisrooftop system will be amortized after just five years.

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Air emissions
Greenhouse gases and many other air pollutants often originate from thesame sources. This highlights the need for a coordinated approach to
reducing emissions. In the reporting year, we intensified the analysis
of our air emissions to ensure comprehensive assessment of the impactof air pollution. To this end, we are working with the Stockholm Environ­ment Institute (SEI) and the Climate & Clean Air Coalition (CCAC) to
calculate air emissions using the “Practical Guide for Business: Air Pollu­
tant Emission Assessment”2.
Air pollutants are mainly produced by burning fossil fuels such as crudeoil, natural gas and coal, but also biofuels such as biomass. In thereporting year, GEA compiled an initial detailed list of air emissions.
The following air pollutants are generated by GEA: nitrogen oxides (NOₓ),
sulfur oxides (SOₓ), particulate matter (PM3 10 and PM 2.5), carbon
monoxide (CO), soot (BC3) and volatile organic compounds (VOC)4. NOₓand SOₓ are generated by burning fossil fuels; VOCs result from theevaporation of solvents during the product coating process as well asfrom the combustion of fuels by GEA’s vehicle fleet. In the reporting year,
NOₓ emissions amounted to 210 tons (2022: 221 tons). The general goal
is to reduce NOₓ emissions by 1.5 percent each year. In the reporting
year, SOₓ emissions amounted to 134 tons (2022: 174 tons) and VOCemissions to 52 tons (2022: 44 tons).

APPENDIX

In coordination with the Alliance for Clean Air initiative5, GEA will set itself
further specific targets. We are working to continuously monitor anddocument the progress we make.

The reduction in commuting by employees also contributes to lowe­
ring air emissions. To this end, the company is continuously imple­
menting measures such as launching the “JobRad” bicycle leasing
program and subsidizing the “Deutschlandticket” rail pass in addition
to electrifying the company car fleet for executives.

Water
The responsible use of water is an integral part of the group-wide commit­
ment to sustainability and is described in the company’s Environmental
Responsibility Policy. The Business Excellence and Performance Mana­ge­ment department measures all water data that we can influence directly
in a central process covering all locations. In 2023, the amount of water
extracted from municipal networks and wells and wastewater volumes (adistinction is made between municipal waste­water and on-site treatmentsites) were recorded at 836 (2022: 847) sites (production facilities, service
organizations, administrative offices) (see“Water” table).

1) Reference: Verbraucherzentrale online.
2) The “Practical Guide for Business: Air Pollutant Emission Assessment” was presented at the UN Climate Change Conference (COP 27) in 2022. Companies can use this guide as the basis for measuring air emissions along their entire value chain.
3) PM stands for particulate matter; BC stands for black carbon.
4) The following air pollutants are not recorded due to the small amounts emitted and the resulting lack of materiality for GEA: sulfates, phosphates, cadmium, nickel, lead, pesticides and benzene.
5) Information about the Alliance for Clean Air can be found in the “Mission 26” chapter.
6) All sites with water withdrawal agreements.
7) Decrease in the number of sites due to the sale of operations and site relocations.

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Each year, two sites in India treat more than 17,105 m3 of wastewater
themselves for use in cleaning processes or plant irrigation. The
resulting water treatment rate is 6.2 percent. There are plans forother sites to similarly treat their own wastewater in the future. For
many years, individual sites have been collecting rainwater to irrigate
their green spaces. The wastewater from all sites is usually discharged
into municipal sewage systems. That wastewater which cannot bedischarged into municipal sewage systems is collected and treatedby external disposal companies on behalf of GEA.

6.2%
of wastewater treated by
GEA itself in 2023

GEA aims to further reduce the local negative impacts of its own water
consumption. Using a specially developed process, the company is able
to identify regions at risk of water scarcity and determine potential
impacts on GEA sites. Each year, sites in these regions are mapped inline with the classification used by the World Resources Institute (WRI) to
produce the Aqueduct Water Risk Atlas. In 2023, GEA focused on its
sites in regions with a high or extremely high water risk.
These sites must implement a water strategy by 2026. Each year, theymust also provide information about the current status and actions taken
as part of the water risk assessment. Of the 83 sites surveyed – including
production facilities, service organizations and administrative offices –eight sites reported extremely high water stress and six high water
stress. These 14 sites together accounted for 11.85 percent of GEA’s total
water consumption in 2023. That means the number of sites at extremely
high risk has doubled due to global warming. In response, the company
introduced the goal of developing a water strategy with a continuous
reduction target for water consumption at the sites affected. At the

APPENDIX

same time, we have launched a training campaign to raise awareness ofwater efficiency. Company-wide water consumption is relatively low ataround 17 cubic meters (m3) per year and full-time employee. Total water
consumption decreased by 9,061 m3 compared with the previous year
due to numerous water-saving measures at our sites, in addition to thewater risk sites that are particularly in focus.
Waste
GEA manages waste systematically to ensure that material consumption
and disposal volumes are kept as low as possible. Contributory measures
include waste separation, economical recycling processes and theincreasing use of secondary raw materials. We are committed to andcontinue to promote our 2021 target of achieving a waste recycling rateof 95 percent by 2026. In fact, we have now raised that target to over
98 percent. The long-term target is 100 percent. In addition, we aim to
reduce the amount of waste we generate by 2.1 percent per employee
each year.

In 2023, the waste volume was recorded at 681 (2022: 722) GEA sites,
including production facilities, service organizations and administrative
offices (see“Waste” table). The waste volumes determined include
municipal waste, hazardous waste and recyclable residual materials. The
total volume of waste generated in the reporting period was 13,089 tons,
representing an absolute decrease of 2.6 percent compared with theprevious year. Of that waste, 896 tons comprised halogen-free machining
emulsions and solutions as well as aqueous cleaning liquids. While thesesubstances are classified as hazardous waste, they are necessary forcertain production processes. In compliance with legal requirements, weregularly review whether it is possible to replace these substances. This
involves analyzing whether the relevant substances can be replacedwith less hazardous alternatives or whether it is possible to eliminate
their use in whole or in part by modifying production processes. The goal
is to reduce hazardous waste by 1.5 percent each year.
1) All sites with specific waste disposal agreements (private waste collection).
2) Decrease in the number of sites due to the sale of operations and site relocations.

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Hazardous waste is collected and processed by authorized specialist
companies on behalf of GEA. Within the European Union, these com­panies
must comply with strict legal requirements. In Germany, regulations
are based on the Circular Economy Act and are intended to ensurecomp­liance with environmental protection and occupational healthrequirements.
Biodiversity
Alongside climate change, the loss of biodiversity is a growing economicrisk for companies. Even though it may not be obvious at first glance,
half of the world’s economic output relies directly on an intact naturalenvironment. How companies do business indirectly influences theirown risk of biodiversity-related loss of value.
GEA is aware that its own business activities can have direct and indirect
impacts on biodiversity along the product and value chains. We ensure a
responsible approach to biodiversity by integrating a voluntary commit­
ment to preserving biodiversity into our business activities. Set out in ourEnvironmental Responsibility Policy and the GEA Declaration of Commit­
ment to Protecting and Restoring Biodiversity, biodiversity principles arelinked with our sustainability strategy.
In the reporting year, we performed a biodiversity risk assessment using
the materiality screening tool of the Science Based Targets Network(SBTN) in order to identify the main impacts of our business activities on
biodiversity as well as to define suitable mitigation strategies andbiodiversity targets.

APPENDIXThe first step was to identify the types of environmental impacts that
can have a significant effect on our company and the industry. The scopeof the assessment was extended beyond just biodiversity, embracing
the broader spectrum of 'nature', in line with recommendations of boththe Taskforce on Nature-related Financial Disclosures (TNFD) and theScience Based Targets Network (SBTN). The assessment was strate­
gically designed and conducted using two principal tools: the WWF1
Biodiversity Risk Filter (BRF) and ENCORE. The BRF fosters an under­
standing of both the physical and reputational risks, whereas the ENCORE
tool delivers insights into different depen­dencies and the impacts onnature.
Combining these two tools provided GEA with a comprehensive andstructured assessment of its risks imposing on nature and biodiversity
and of the biodiversity- and nature-related risk to its business activities.
This lets us make informed decisions, define sustainable businesspractices and find precise answers to tomorrow’s global environmental
challenges. Given that the threat to biodiversity is linked directly to
climate change, GEA will be expanding its group climate strategy as
regards biodiversity in 2024.
By the end of 2025, GEA will set clearly defined nature-based metrics
and targets in line with TNFD and SBTN recommendations. Added tothese will be a series of parameters with 2025 as the base year formonitoring performance in the nature-related issue area.

1) The WWF (World Wide Fund For Nature) is an international nature conservation and environmental protection organization.

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APPENDIX

Measures and initiatives to preserve biodiversity

Based on the activities already initiated by GEA, additional applicableand specific measures, initiatives and collaborations are currently being
explored with a view to strengthening our future involvement in the areaof biodiversity.
Integrating biodiversity criteria into the site assessment
In the course of the risk assessment performed at all sites during thereporting year, two sites with high biodiversity risk potential wereidentified. They have until the third quarter of 2024 to develop andimplement a biodiversity strategy. We use remote sensing data as wellas internationally recognized assessment methods and programs forthis purpose. Likewise by the third quarter of 2024, the biodiversity risk
assessment will be integrated into the review for new GEA sites. This siteanalysis will consider all potential challenges or threats to biodiversity.
Water conservation partnerships
With the aim of reducing water consumption using technologies such as
resource-friendly decanters, we have already entered into water
conservation partnerships with local communities in high-risk regions
such as India and plan to extend these to other countries. A decanter isused to treat industrial and municipal wastewater, which is then returned
clean to the water circulation system. At the same time, the decanter
provides an energy-saving and resource-friendly way of producing
recyclable biomass from sewage sludge, liquid manure and fermentation
residues for use as agricultural fertilizer.

Reforestation initiatives
More than five years ago, the GEA forest was established in collaboration
with Treedom, the international tree-planting platform. In that time, morethan 4,700 trees – donated as gifts, for example, at trade shows,company events or holiday season parties – have already been planted.
In addition to Treedom, GEA is currently testing MoreApp, an online
application that offers a tree-planting subscription. In 2023, we contri­
buted to planting 450 new tree seedlings.
Volunteering in nature and wildlife conservation projects
Two employee volunteering initiatives focusing on local biodiversity are
to be launched by the third quarter of 2024. The company encourages
its employees to participate in local nature conservation projects and therestoration of wild animal habitats, as well as in tree planting campaigns
and local clean-up initiatives. One example is the annual “RhineCleanUp”
campaign, during which many communities on the banks of Germany’s
River Rhine collect and dispose of waste and other waterborne debris.
GEA employees were among those who took part in this campaign in
2023.
Involving employees and suppliers
By the first quarter of 2025, biodiversity content will be included in thecompliance training for all compliance-relevant GEA employees. Addi­
tionally, the topic of biodiversity will be integrated into our supplieraudits from the fourth quarter of 2024.
The long-term goal is to consolidate GEA’s position as a responsible
company that grasps the correlation between its business operations,environmental impact and social value.

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Occupational health and safety

The path to aproactive
safety culture.

GEA’s employees are the company’s most important asset. Their physicalwell-being and a safe workplace are key to coping with the physical andpsychological stresses of a demanding job and sustaining professional
performance. GEA has always made it a top priority to create a safe
working environment for all employees, contractors and service provi­ders. The aim is to avoid any accidents or illnesses from the outset.
Ultimately, a strong occupational safety culture contributes to enhancing
performance throughout the company.
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APPENDIX“Every accident is one accident too many and, moreover,
avoidable. That is why we strive for a proactive safety
culture that everyone lives by every day. Reporting
hazardous situations, practicing safe behavior andminimizing risks by complying with GEA’s safety
guidelines is something that all employees can do.”Johannes Giloth,
Chief Operating Officer

To achieve the goal of zero accidents, GEA protects all its employees
and contractors wherever they work. Contracts with customers,
suppliers and subcontractors are at all times subject to the respective
safety standards of both parties. If a contractual partner’s standards are
more stringent than GEA’s, these will also extend to our employees.
Contracts contain provisions governing occupational health and safety
as well as related procedures. Additionally, occupational health andsafety is directly linked to the United Nations 2030 Agenda for
Sustainable Development (SDG 3 “Good health and well-being” andSDG 8 “Decent work and economic growth”).

and to comply with legal requirements as well as GEA’s own occupationalsafety standards. GEA has additionally established a central crisis
management system. At the company’s larger sites, several people areresponsible for occupational health and safety. At all sites, those
responsible for occupational health and safety are appointed by the local
business units in accordance with the respective country’s legal
provisions and act as HSE (health, safety and environment) managers forthe respective GEA companies. The QHSE department reports directly
to COO Johannes Giloth and keeps the full Executive Board and theSupervisory Board regularly updated on health and safety risks.

Policies, rules and processes
By applying the systematic processes of its central occupational healthand safety management system, which is certified in accordance with
ISO 45001, GEA seeks to identify in good time the hazards and risks that
could result in workplace accidents and work-related illnesses and to
remedy these sustainably. The central Quality, Health, Safety andEnvironment (QHSE) organization is supported by decentralized QHSE
units in the divisions, regions, countries and companies. The main objec­
tive is to ensure a safe and healthy working environment for all employees

Our occupational safety principles are contained in the new Occupational
Health and Safety Policy, which came into force in 2023 and replaces therelevant provisions of the old QHSE Policy. Together with the GEA Safety
Core Rules, these principles are central to the company’s occupationalsafety standards.

Safety Core Rules
The ten GEA Safety Core Rules are at the heart of the company’s
occupational safety practice. They are available in the GEA Learning
Center in the form of online training courses and videos in 14
languages. There is an interactive quiz on the company intranet for all
GEA employees, enabling them to test their knowledge of the safety
rules. Downloadable posters and booklets explaining the Safety Core
Rules in an easy-to-grasp way are also available there.

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Safety as a management responsibility
During the reporting year, we launched the “#SafetyByChoice” campaign
to foster a corporate safety culture and significantly reduce the numberof accidents. All employees are encouraged to integrate occupationalsafety aspects into their day-to-day work, to proactively report hazar­
dous situations as well as to practice safe behavior and risk minimizationby complying with GEA’s safety guidelines. Introduced in 2023, theguideline on HSE responsibilities for GEA managers and employees
governs all associated measures, such as regular occupational healthand safety training and qualification courses or regular reviews of how
effective the necessary safety and protective measures are.
GEA employees and managers are required by law and by the company
to help avoid injuries, illnesses and negative impacts on the environment.
In general, GEA managers have a duty to ensure the correct applicationof the relevant HSE legislation and to monitor compliance with theadditional requirements defined by GEA. Managers are entitled to issue
instructions as well as to receive and escalate technical support. These
HSE responsibilities apply to all GEA companies, managers and em­
ployees worldwide. In the reporting year, a mandatory online training

APPENDIX

course for all managers was devised to provide them with an overview
of leadership and responsibility, their rights and duties in relation to HSE
and the three most important tools in connection with their managementtasks.
Occupational safety management is reviewed by way of occupationalsafety audits as well as by regularly updating and amending the risk
assessments. The Executive Board receives regular reports on the audit
results. Occupational healthcare is provided in accordance with therespective national requirements. Health services are contracted locallyand in compliance with the relevant legislation. In Germany, theoccupational physician at a site is a member of the Occupational Healthand Safety Committee (Arbeitsschutzausschuss – ASA). This provides aplatform for planning, coordinating and evaluating measures to improve
occupational health and safety at GEA. It is also an important forum for
involving employees in the occupational health and safety organization.
Similar committees have been set up in the respective countries inaccordance with local requirements.

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Training
GEA systematically records the primary causes of accidents, the typesof injuries, the body parts affected and other accident-related data. Thislevel of detail facilitates our analysis when it comes to identifying
accident hotspots and causes. Employees and temporary workers are
regularly instructed and trained in work-related health and safety
aspects – for instance, as part of an occupational health and safety
campaign.

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18
Number of external HSE compliance audits
performed in 2023 at GEA production sites
as well as at the major service workshops
and test center locations.

Contractors are informed about the GEA standards and receive
instruction before starting any activity. In accordance with the respective
national regulations, country-specific training courses on occupational
health and safety are provided for certain hazardous activities or
equipment with risk potential, such as working at height or using forklift
trucks. Such courses are the responsibility of the local managing
directors and site managers. In this connection, more than 70 uniform
minimum standards (Safe Systems of Work) must be considered by
GEA companies worldwide. These apply to every GEA employee and tocontract workers in all activities commissioned by GEA.

at GEA companies to review their compliance with GEA’s occupational
health and safety standards and support the implementation of specificaction plans.

In the reporting year, GEA’s Safe Systems of Work were revised in thecontext of the “#SafetybyChoice” campaign in order to address
employees more effectively and raise their awareness of occupational
health and safety. For example, new topics and additional language
versions were added. Training posters were also created for the sites tocommunicate the rules in a clear and simple way. Centrally organizedexternal and internal occupational safety audits are performed regularly

External HSE compliance audits are carried out every three years at all
GEA production sites as well as at the major repair workshops and test
center locations – 18 were conducted in the reporting year. External
audits of ISO 45001 occupational health and safety management
systems take place at least every three years at certified sites (2023: 9).
Compliance with GEA standards and ISO certification requirements isregularly reviewed by internal HSE Excellence Audits (2023: 17).
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APPENDIX

Worksite accidents by place of activity(in %)

6in projects

5

at offices

60

29

in production

during service activities

To achieve our long-term zero accident target, we apply a consistent precautionary approach tooccupational health and safety. This means that, for the purpose of detecting potential risks and hazards
early on as well as preventing any accidents, we also record near misses worldwide. Just like actual
accidents, these incidents are systematically analyzed to initiate a follow-up process with defined
responsibilities and a specific set of actions. This process is taken very seriously by our employees. Onceagain, more near misses and unsafe situations were reported compared with the previous year, an
indication that risk awareness is growing. This way, hazards and risks reported can be eliminated before
any personal injury or material damage occurs.

Serious Events Reporting System
The Serious Events Reporting System instantly
reports harmful events such as fatal and serious
accidents, fires, explosions or environmental andsafety incidents to the Executive Board and divisional
management. They include events involving con­tractors’ employees working on behalf of GEA. The
reporting system allows us to respond quickly toserious events, potentially minimize their impact andpromptly initiate investigations into incidents. This isfollowed by a dedicated lessons-learned processwith the aim of avoiding similar incidents in otherareas, identifying measures for improvement andcommunicating them throughout the company. The
Serious Events Reporting System likewise deals withincidents related to our products and plants, which
are recorded and analyzed even if a GEA product orplant was not the cause of the incident. All GEA sites
are required to develop their own contingency plans
and regularly test their effectiveness.
The safety of our subcontractors is just as importantas that of our own workforce. Occupational safety is
not only an integral aspect of the terms and con­ditions specified in the Code of Conduct for Suppliersand Subcontractors but also a core element of our
supplier assessments and a regular feature of sup­plier audits. We have been recording serious acci­
dents and other incidents affecting subcon­trac­tors’
employees – for instance, on construction sites or at
our plants – in the Serious Events Reporting System
for many years. Since 2023, we have also beenrecording all accidents resulting in lost time involving
subcontractors’ employees and related to work onbehalf of GEA in order to let us better assess
subcontractors’ occupational safety performance.
Moreover, this allows us to ensure that subcontractors
are complying with GEA’s safety standards.
With effect from 2023, potential and actual hazardous
situations at the workplace can be reported evenmore quickly and easily via cell phone using theQuentic QHSE software. Scanning a QR code
generates a form that must be filled out and sub­mitted together with a photo of the relevant hazard
area, if available. The report is automatically for­war­
ded to the submitting employee’s line manager andthe local HSE department to make sure the hazar­
dous situation is eliminated as quickly as possible.

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Lost time injury frequency rate

Accidents with period of absence per million hours worked

20%

2023

5.14

The proactive incident rate1 is to increaseby 20 percent each year until 2026.
2022

4.98

5.17

2021

Occupational health and safety in 2023
Compared with the previous year, the number of accidents increased by
10.2 percent (see “Occupational health and safety” table). Over a slightly
higher number of hours worked, we saw a minor rise in the lost time
injury frequency rate in the year under review to 5.14 accidents per
million hours worked (2022: 4.98) (see “Lost time injury frequency rate”
graphic). A total of 217 accidents were reported (2022: 197). There were
no accidents resulting in lost time at 221 sites, representing 75 percent(2022: 74 percent) of the GEA sites covered by the reporting system.
Regrettably, one fatal accident at work occurred in 2023 – a traffic
accident involving a GEA employee in China. No fatal accidents at work
were reported by our subcontractors. In the year under review, the losttime injury severity rate2 rose by 17 percent to 119 days lost after acci­
dents per million hours worked (2022: 101). The rate of other incidents
grew to 509 (2022: 317), representing an increase of 61 percent. This ispositive because it means that measures to eliminate unsafe situations
or actions can help prevent accidents. As in 2022, we expect GEA’s
average accident rate3 to be significantly lower than that of the member

companies of the employers’ liability insurance association for the woodand metal industry (BG Holz und Metall) (2022: 20.41) and that of all
employers’ liability insurance associations (2022: 12.26). The data fromthe employers’ liability insurance associations will not be available until
mid-2024.
Targets
We plan to reduce both the lost time injury frequency rate and the losttime injury severity rate by ten percent year on year by 2026. Reportingof other incidents such as unsafe situations, unsafe actions or nearmisses (proactive incident rate) is set to increase by 20 percent annually,
particularly as a result of our increased focus on proactively eliminating
risks and hazards. The target for the rate of other incidents (increase of
61 percent) was achieved in the reporting year.

The lost time injury frequency rate and the lost time injury severity rate
were above the set targets. As a result, GEA’s Executive Board is asking
the entire workforce to participate in fine-tuning a proactive safety
culture. Promising measures include reporting hazardous situations,practicing safe behaviors and minimizing risks by complying with GEA’s
safety guidelines. The primary long-term goal here is to achieve zeroaccidents. That is why a health and safety risk assessment is also
performed as part of the due diligence processes relating to potential
new businesses or projects. An additional target to be achieved by 2026
is to certify all 52 production sites using an ISO 45001 management
system. At present, around 64 percent of the sites have such a mana­
gement system in place.

1) Number of incidents (e.g. unsafe situations and actions, near misses)
per million hours worked.
2) Number of lost days multiplied by one million and divided by the number of hours worked.
3) Reportable accidents at work per million hours worked.

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APPENDIX

Sustainable supply chain

The Year of Innovationin Sustainability at theSupplier Summit.

The fourth GEA Supplier Summit on September 14, 2023 focused on
innovations in sustainability. While the first three Supplier Summits wereabout growing strategic partnerships as well as presenting GEA’s
sustainability strategy and targets, last year’s event in Berlin saw
engineers from the company’s five divisions come together and engage
in dialog with suppliers by way of themed round-table discussions andinteractive presentations of innovations. Together, they came up withfresh ideas – for instance, to strengthen the circular economy with
innovative services or implement the legal requirements of the EU
taxonomy.
“This year, Procurement has specifically created a platform for direct
dialog between the divisions and our suppliers,” Johannes Giloth, Chief
Operating Officer and host of the event, said at the time.
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Alongside Giloth, senior management representatives
at the summit included CEO Stefan Klebert, whoprovided insights into the company’s sustainability
activities in developing resource-friendly customer
solutions, Dr. Nadine Sterley, the group’s Chief
Sustainability Officer, and Jean-Victor Panzani, Vice
President Procurement Operations & Excellence.
With more than 220 participants, including GEA’s
80 top suppliers, the 2023 summit was once again aresounding success. New on the agenda were theSupplier Awards with five categories honoring
solutions, products and technologies from suppliers
that make a significant contribution to the focus
topics of sustainability, digitalization, innovation andvalue creation at GEA. The award in the fifth category –Supplier of the Year – was presented for the mostoutstanding overall performance by a supplier.

APPENDIX

Supplier Summit has evolved significantly over the
past three years. In 2023, we were represented bya larger team of innovation leaders and engineersfrom across GEA’s business activities. The Year of
Innovation in Sustainability was the theme for all
aspects of the agenda. With the launch of the
Supplier Awards, we have created more scope forrecognizing success and innovation. Overall, it was afantastic event with very positive feedback from allparticipants.”
Another topic discussed was expanding the sustaina­
bility program for suppliers, notably with reference tothe application of sustainability criteria and require­ments as well as to the training program. You canread more about this in the“Sustainable supply
chain” chapter.

“The annual Supplier Summit has become one of
GEA’s most important events”, says Jean-Victor
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APPENDIX

Sustainable supply chain

The supply chain
as the driving force
for sustainable
innovation.
When it comes to collaborating with other companies, GEA is looking not only at economic
performance but also at strengthening the company’s capacity to innovate, especially in thearea of sustainability.
An open and collaborative partnership with suppliers can foster innovative ideas and bestpractices. Sustainable solutions can be developed by sharing knowledge and resources.
That is why we have launched or joined strategic sustainability initiatives with a number ofglobal suppliers. For instance, this is the second year that GEA has been a member of theEnergy Efficiency Movement. This initiative launched by automation technology supplier
ABB has the aim of connecting companies committed to more energy-efficient, renewable
and adaptable industrial solutions, enabling them to leverage synergies and harness
potential. Resultant joint projects are geared to reducing energy consumption andgreenhouse gas emissions. In 2024, GEA also became a member of SteelZero, a joint
initiative of the Climate Group and Responsible Steel, which brings together the processorsof steel products to accelerate the transformation toward a decarbonized steel industry.
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APPENDIXThe GEA Code of Conduct for Suppliers and Subcontractors
explicitly requires compliance with the following environmental
protection-related criteria:

Since 2023, all sites havebeen required to complete ahuman rights self-assessment
as part of the existing
compliance evaluation.

• Promotion of technologies to limit greenhouse gas emissions andwater consumption as well as to foster energy-saving solutions• Avoidance of harmful soil changes, water and air pollution, noise
emissions and excessive water consumption• Holistic approach to product life cycles, from product develop­
ment to disposal and recycling

Clearly formulating sustainability-related requirements helps ensure that
preference is given to our suppliers who implement sustainable practices,thus creating incentives for innovation and partnerships for new ideas.
During the reporting period, we focused our activities more intensively
on the circular economy and decarbonization. Starting in the productdevelopment phase, greater consideration is given to reducing emissions
in connection with materials procurement, production, transportation,use by the customer as well as recovery and reuse or disposal. Thismeans that the development process must already allow for circular
strategies geared to extending product life cycles. At the same time,
Procurement is devising strategies to purchase suitable raw materials
and semi-finished products with the smallest possible carbon footprint.

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R E S P O N S I B L E O P E R AT I O N SCore values in the supply chain
Similar priority is given to our partnerships that contribute to greater sustainability in thevalue creation process in economic, ethical, social and environmental terms.
The human rights obligations imposed on our suppliers by the Code of Conduct are derived
from the following:• Respect for human rights, including non-discrimination, fair wages and working hours,
freedom of association as well as occupational health and safety• Recognition of the guidance on social responsibility in accordance with ISO 26000• Application of an environmental management system certified to ISO 14001• Conventions of the International Labour Organization (ILO)• UK Modern Slavery Act 2015
• ILO Declaration on Fundamental Principles and Rights at Work• United Nations (UN) Guiding Principles on Business and Human Rights• Principles of the UN Global Compact• Organization for Economic Cooperation and Development (OECD) Guidelines for Multi­
national Enterprises• UN Women’s Empowerment Principles• International Bill of Human Rights

APPENDIX

Human rights due diligence – risk management for suppliers
Development of standard procedures for suppliers with focus on preventive action

1

Annual risk assessment

6

Code of Conduct for Suppliersand Subcontractors

2

Prioritization of high or
highest risks

7

Self-assessment questionnaire(minimum requirements)

3

Review of the
EcoVadis (EV) scorecard

8

Evaluation of suppliers’
self-assessments

EV scorecard
available

EV scorecard
not available

4

Request EcoVadis scorecard

Supplier accepts
request5

High and medium
scoresSupplier rejects
request!

Possible remedial action,e.g. training

Low
scores9Supplier dialog/
training

10

SMETA audit ofselected suppliersContinuous/regular media monitoring

In this connection, a project to develop emission reduction measures for the procurement
categories with the highest greenhouse gas emissions was conducted in the reporting year
and work began on implementing the resulting strategies. Interdisciplinary workshops were
held for the employees responsible for purchasing the relevant categories and the engineers
for the associated GEA products. This resulted in the development of measures such as
the substitution of greenhouse gas-intensive materials or more climate-friendly logistics
solutions. This form of collaboration to reduce emissions across the supply chain is to beintensified going forward and will at the same time involve suppliers more closely. In the year
under review, GEA initiated a survey of the product carbon footprints and environmental
product declarations of its suppliers’ products, with systematic evaluation and comparisonof this information.

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Supplier evaluation by EV

Review of
supplier scorecard
in EcoVadis

Partial andinadequate
performanceassessments

Develop further risk management
activities based on the audit results
as well as mitigation and remediation
actions depending on supplier’s
outcome and size

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GlobalCompact
We comply with the principlesof the UN Global Compact

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APPENDIX

In 2023, GEA’s Code of Conduct for Suppliers and Subcontractors was extended to include
the requirements of Germany’s Act on Corporate Due Diligence in Supply Chains (Liefer­kettensorgfaltspflichtengesetz – LkSG) such as those relating to the deployment of private
security firms, the use of mercury or whistleblower systems. The Code of Conduct was
already a mandatory component of all contracts and agreements for the supply of goods orservices to GEA before this extension; it also covers all purchases (direct and indirect
expenditures). By signing a framework agreement or order confirmation, suppliers verify
that they have understood the contents of the Code of Conduct and will implement themwithin their company. In the reporting year, work began to replace the previous Code of
Conduct with the extended version in all contracts and agreements.
Even before the LkSG came into force, GEA ensured respect for human rights at every linkin the supply chain in line with the company’s core values (see also the“Compliance andGovernance” chapter). In the context of the supply chain, we focus in particular on learning
about the conditions in which the raw materials required are obtained, services are provided
and products are manufactured.
This responsibility is reflected in the unequivocal and binding requirements that set thebenchmark not only for our own conduct but also for that of our business partners. One key
aspect of due diligence is establishing a risk management system to identify, prevent or
minimize the risks of human rights violations and environmental damage. The implementation“Compliance and Governance”
of these requirements is described in more detail in thechapter.
We expressly require our business partners to apply specific values and regulations regar­
ding social responsibility and to implement ethical business practices. This includes thecommitment to respecting human rights, to environmentally sound business practices andbusiness integrity as well as to ensuring access to GEA’s whistleblower system or toestablishing a dedicated such system themselves. GEA practices a strict zero tolerance
policy with regard to unethical behavior in business, notably the violation of human rights,
but also bribery, corruption and money laundering. These requirements are likewise definedin our Code of Conduct for Suppliers and Subcontractors.

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Sustainability in the supply chain
As a technology group with a high level of materials
expertise, we are aware of our responsibility andsource raw materials, commodities and services
worldwide exclusively from verifiably qualified supp­
liers. We are convinced that responsible pro­cure­ment
enhances the company’s reputation, its attractivenessas an employer and ultimately its own profitability.
For our manufacturing operations, we purchase raw
materials, semi-finished and intermediate products
as well as, most notably, components that are notbased on our own core technologies. We also buy in

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plant components for the construction and deliveryof process solutions for various applications andoutsource work such as construction site andinstallation services to subcontractors. In the case ofsteel construction projects, the steel itself is often
included in the subcontracting scope.
During the reporting period, GEA purchased com­modities and services worth EUR 3.1 billion, equi­valent to more than half of group revenues andtherefore of considerable economic significance tothe company’s profitability. The Procurement and

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Supply Chain departments report directly to the Chief
Operating Officer (COO, member of the Exe­cutive
Board). The strategic direction of these depart­ments
is defined in close consultation with the COO andregularly adapted to changing external conditions.
The COO, working closely with GEA’s Chief Sustai­na­bility Officer (CSO), has overall res­pon­sibility for thecompany’s sustainability program for suppliers.

APPENDIX

emissions by 27.5 percent by 2030 compared withthe base year 2019. Alongside our efforts to produce
respon­sibly, we are committed to making the greatest
possible contribution to the UN Sustainable Develop­
ment Goals (SDGs). We do this by defining sustai­na­bility criteria for the selection, evaluation and deve­lop­ment of our suppliers.

GEA aims to reduce its own greenhouse gas emis­sions
to Net Zero throughout the value chain by 2040. GEA
commits to reduce absolute scope 3 greenhouse gas
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To achieve the goals defined in our sustainability
strategy, we need an in-depth understanding of key
procurement megatrends. In light of the growing
vulnerability of global supply chains and the require­ment for product traceability, we are seeking to pool
resources and make an impact in those areas thatmatter most to our company and its stakeholders.
At GEA, sustainability in procurement and the supply
chain is supported by a group-wide team. This teamspecifies the requirements and targets of the Mission
26 group strategy in respect of sustainability for
Procurement and manages the individual initiatives
to attain these. The team’s tasks include training the
750 employees in the Procurement organization toefficiently implement and coordinate the measures.
The team members also serve as experts to answer
questions. Their tasks include:• Managing the sustainability program for suppliers,in particular introducing and monitoring com­pliance to sustainability criteria for suppliers• Coordinating the reduction of greenhouse gas
emis­sions in the upstream supply chain• Taking responsibility for implementing regulatory
requirements in the supply chain (e.g., LkSG)• Developing and implementing concepts for con­tinuous risk identification and prevention in the
supply chain• Developing and implementing internal and exter­
nal training courses to increase expertise within
our own organization and at suppliers

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By 2026, all preferred suppliers must meet in full thesustainability criteria formulated by GEA on the basisof the Mission 26 group strategy. Preferred suppliers
include those who are the most important to GEA
strategically and the largest suppliers in terms ofpurchasing volume, also complying with GEA’s
requirements in terms of price, quality, cooperationand global or regional presence. In the reporting year,
we extended the application of our sustainability
criteria also to A suppliers. This group of some
2,100 suppliers, which accounts for 80 percent of theannual purchasing volume, must comply with thesustainability criteria by 2030. Looking ahead, theA suppliers will be the focus of the sustainability pro­gram for suppliers described above.
In the reporting year, GEA’s local and regionalpurchasing employees received training to help drive
the introduction of sustainability criteria by suppliers.
The main topics of this training were human rights aswell as social and environmental factors at every linkin the supply chain.
Further information is available in the supplier sectionof GEA’s website.

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APPENDIXGEA’s sustainability criteria
for suppliers

In 2023, GEA reviewed the rollout and implementation of the following four sustainability criteria
on a monthly basis. These are a central element of the sustainability program for suppliers andof the sustainable procurement and supply chain strategy.
1. Suppliers must accept the contents of our extended Code of Conduct for Suppliers andSubcontractors.
The Code of Conduct describes the minimum requirements specified by GEA for suppliers in
respect of human rights, fair working conditions, environmental protection, anticorruption andthe fight against financial crime.
2. Suppliers must undergo an annual sustainability assessment and share the results with GEA.
The assessment is performed by external rating organization EcoVadis which processes thefindings obtained in a survey and makes them available to GEA. This transparency enables us
to select and develop suppliers on the basis of their sustainability performance.
3. Suppliers must set a science-based target for reducing greenhouse gas emissions thathas been confirmed by the Science Based Targets Initiative (SBTi) and is therefore in linewith the 1.5°C target of the Paris Climate Agreement.
Specifically, we expect suppliers to submit a declaration of intent to SBTi stating that they willdefine a target for 2030 (mid-term target).
4. Suppliers must declare their willingness to share on request their greenhouse gas
emissions data for those products and services shown by their own analyses to be themain drivers of emissions in the supply chain.
This data is crucial for our life cycle assessments.

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APPENDIX

Sustainability program targeted on GEA's A suppliers making 80% of GEA’s global spend
Sustainability assessment via EcoVadis

Rollout of the updated
Code of Conduct for suppliers
90%

90%

90%

Near-term science-based-target
for CO-reduction

On-site audits on sustainability

90%

n/a

22%

90%

22%

34%

90%

11%

17%

2022

2023

Target
2030

2022

2023

Target
2030

2022

2023

1) Latest version of the CoCSS was released 01.01.2023 in compliance with the LkSG (German Supply Chain Act)
2) To be defined. SBTi-target for 2030 will be defined in 2024

Sustainability assessment and auditing of suppliers
Sustainability assessment is increasingly informing our selection of
suppliers. This means that – in addition to payment terms, the supplier’s
financial situation, quality as well as delivery terms and conditions – a
supplier’s sustainability rating is also a crucial factor when it comes toawarding contracts.
Each year, EcoVadis sends suppliers an extensive questionnaire on the
topics of labor and human rights, the environment, ethics and sustainableprocurement. The respective results are summarized in a comprehensive
assessment. If deficiencies are identified, for instance, in human rights
standards or environmental protection, GEA unequivocally demands thatthese be remedied. This, too, is verified by the sustainability assessment.

A Supplier coverage [% of spend]

In the year under review, this assessment was carried out for 70 percentof the purchasing volume accounted for by preferred suppliers and30 percent of the purchasing volume accounted for by GEA’s A suppliers
and the results made available to GEA.
Alongside the review of improvement measures by EcoVadis, GEA regu­
larly carries out its own on-site supplier audits. At 92, the number ofsupplier audits in 2023 was lower than in the previous year (299). A totalof 15 new suppliers were audited (2022: 103).
In the reporting year, GEA began revising its existing Supplier Audit Processwith regard to sustainability aspects and the audit process.
Going forward, the results of the supplier risk assessment will be used toplan audits. Unsatisfactory results may lead to the exclusion of individual
suppliers or reveal the need for an in-depth supplier audit.

165 299 92
Target
20302

2021

2022

2023

Number of suppliers audited

Moreover, we have standardized the audit process and the questionnaire
used by the group, adding sustainability as a module with questions aboutlabor and human rights, the environment, ethics, sustainable procure­
ment, GEA's whistleblower system and requirements of the EU Taxonomy
Regulation concerning hazardous chemicals. All supplier audits are plannedand documented using a software program that has been deployedworldwide.
The measures we have taken ensure the following:
1. On-site supplier audits are planned on the basis of GEA’s sustainability
criteria.
2. As a matter of principle, the sustainability module is part of every
supplier audit. All suppliers audited by GEA are assessed in respect of
their sustainability activities.
3. Results and improvements in the sustainability module are docu­
mented and reviewed regularly.
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APPENDIX“By extending our sustainability program to
A suppliers, we will cover 80 percent of GEA’s totalpurchasing volume in the future. The program
therefore represents a fundamental transition of
our supplier base toward greater sustainability.”
Sebastian Zingsheim,
Senior Director, Sustainable Procurement & Supply Chain

Quantifying ecological impacts in the supply chain
Each year, GEA analyzes sustainability impacts at allstages of its supply chain. This analysis includes thegreenhouse gas and other air emissions, water
consumption and waste generated by our suppliers
and upstream suppliers, as well as the number of
workdays lost due to work-related accidents. It
enables GEA to identify the drivers of selectedsustainability risks in the supply chain and work with
suppliers to remedy or eliminate them.
Greenhouse gas emissions from the procurement
and transportation of commodities, services andcapital goods have been found to be 45 times higher

than those from GEA’s own business activities (Scope1) and from the use of purchased energy (Scope 2).
In 2023, we developed a range of decarbonization
strategies for implementation from 2024 for procure­ment categories, services and capital goods, such asmachinery and tools, which account for most of theemissions.
Conflict minerals
Various minerals and metals are indispensable in the
manufacture of many products and components.
However, the mining, trade and transportation ofmineral ores and metals may have extremely negative
impacts. Tin, tungsten, tantalum and gold, also known

as the 3TGs or conflict minerals, are of particular
relevance because, in the past, armed conflicts andassociated human rights violations were financed
directly or indirectly through the extraction, trade,handling and export of these minerals.
GEA procures only very small quantities of suchconflict minerals. That means the company is not
obliged to report these in accordance with the EU
Conflict Minerals Regulation (Regulation (EU)2017/821). Nor are we required to make disclosures
to the U.S. Securities and Exchange Commission(SEC). This explains why we are not subject toreporting in accordance with Section 1502 of the

Dodd-Frank Wall Street Reform and Consumer
Protection Act. However, due to the sensitivity of thematter in terms of environmental and human rights,
GEA is committed to monitoring its compliance. In our
Code of Conduct for Suppliers and Subcontractors,
we commit to purchasing components and materials
solely from those suppliers who fully share our values
with regard to respect for human rights, integrity andenvironmental responsibility.

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More than 500 of thecompany’s suppliers withthe highest revenues in
the relevant purchasing
categories were asked toreport their sources ofconflict minerals.

PEOPLECOMPLIANCE AND
G OV E R N A N C E

Our Conflict Minerals Policy is consistent with theOECD Due Diligence Guidance for Responsible
Supply Chains of Minerals from Conflict-Affected
and High-Risk Areas, general global fair trade policy,
the Ten Principles of the UN Global Compact and theILO core labor standards. In addition, an extended
review of GEA’s procurement of such minerals was
conducted in accordance with the relevant OECD
guidelines. More than 500 of the company’s supplierswith the highest revenues in the relevant purchasing
categories were asked to report their sources ofconflict minerals using the recognized Conflict
Minerals Reporting Template (CMRT). They are also
required to request their own suppliers to ensure fulltransparency at every stage of the supply chain.
In 2023, GEA extended this process from 71 to morethan 500 suppliers. To this end, a risk-based mana­
gement approach was introduced with the support ofan external service provider. One goal of this new
approach is to reliably identify risks such as inade­quate safety standards in smelting plants. Anothergoal is to specifically reduce and/or eliminate risks or,alternatively, select new suppliers. Reducing andeliminating these risks is monitored as part of on-site
supplier audits, as reported above.

APPENDIX

Supply chain management
Although GEA’s central procurement and supply
chain organization ensures a global focus on thecompany’s supply chain, the local business units
continue to act largely autonomously. As a result,close cooperation is necessary in order to identify
opportunities for improvement and ensure theintegration of the group-wide sustainability strategy
into the supply chain. In the reporting year, the global
transportation management system, the Global
Packaging Policy and other instruments and initia­
tives were introduced to foster transparency, stan­dar­dization and sustainability in GEA’s day-to-day
business.
Our supply chain management operates on threelevels: divisions, regions and the multifunctional sitesthat serve more than one division. During thereporting period, around 1,050 employees withvarious qualifications from different parts of thecompany performed supply chain tasks for the group.
These tasks can be assigned to the following areas:planning and scheduling, materials management,
warehousing and distribution, transportation andcustoms clearance and Supply Chain Excellence –Analytics & Projects.

More information about human rights can be found inthe“Compliance and Governance” chapter. GEA's
handling and responsibility in connection with theuse of hazardous chemicals under the EU Taxonomy
Regulation can be found in the Annual Report 2023.
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APPENDIX

Distribution of transport volume in the year under review(in %)

20

Courier services

43

Road transport

15

Sea freight22

Air freightTransportation and logistics
Which means of transportation are used depends on various factors. In
order to minimize its carbon footprint, GEA is reducing the number oftransportation operations to the bare minimum. Wherever possible, weapply the “Local for Local” principle to support the economies of thecommunities close to our sites and to ensure shorter and moresustainable delivery routes with fewer emissions. GEA’s Air Freight Policy
stipulates that air shipments must be approved and that shipment by sea

should be given preference because of its more favorable carbon
footprint. Logistics service providers are required to disclose the carbon
emissions of air transportation to GEA. In 2023, GEA introduced a global
transportation management system for transport planning and exe­
cution, in which the amount of greenhouse gas emissions is an additional
decision-making criterion in selecting the best possible route.

Also since 2023, GEA has required all logistics service providers to becertified with ecolabels from the Forest Stewardship Council (FCS) or the
Programme for the Endorsement of Forest Certification Schemes (PEFC).

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APPENDIX

Community engagement

Working together
to make a difference.

As a multinational company and major local employer, GEA has the ability
and the determination to contribute to a better world. That is why weencourage community engagement by our local business units and our
employees. We also foster their active commitment with the goal of
deploying our knowledge and core expertise to create sustainable value
in respect of socially relevant issues.
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APPENDIXGEA’s sustainability targets• Share industry und function-specific knowledge with atleast 100,000 people via voluntary work by 2026
• Donate one percent of the company’s profit each year1

The towns and communities close to our sites form the cornerstone of
the respective production and sales operations. This is not least why wesupport projects and initiatives dedicated to charitable causes, both
local to our sites as well as across the globe. Social responsibility is
managed strategically by the Sustainability department in accordancewith GEA’s Community Engagement Policy. Applicable to all local busi­
ness units worldwide, it is aimed at encouraging even more GEA
employees to get involved in social engagement activities. All employees
can take one day of paid leave each year for this purpose. In addition, allsites are required to act on their own initiative.
We foster community engagementin the following areas:• Acute disaster relief and aid for exceptional events• Combating child poverty• Promoting access to clean water, renewable energy andmedical care
• Support for education, especially in IT, science, technology,
engineering and mathematics (STEM)
1) According to the Community Engagement Policy, GEA does not permit payments to politicians, political parties or
any organizations associated with them.

Donations in 2023
Help for earthquake victims in Turkey and Syria
GEA supported the victims of the February 2023 earthquake withdonations in kind worth a total of EUR 109,800. Aside from food andclothing, around 40 container houses were provided for people who had
lost their homes.
New books for elementary school students
Severe water damage had destroyed most of the books at the KartauseHain elementary school in Düsseldorf, Germany. Employees from the
GEA data protection team contributed to donating a total of 500 new andused books for children aged six to eleven.
Inspiring children’s interest in technology
The annual tryout days in Oelde in Germany’s Münsterland region givefour- to six-year-old children play-based access to the fields of work ofparticipating companies and institutions. The project was launched in2009 by the town of Oelde, the “Landschaftsverband Westfalen-Lippe”,
the “Initiativkreis Wirtschaft Oelde” and the “Initiative Zukunft durch
Innovation in NRW” in cooperation with the town’s kindergartens. GEA
has been a partner to the project from the outset.

The miracle of the Tanzanian fog catchers
For two years, GEA has been providing exclusive support to Viva
con Agua, a non-profit organization that sponsors fog nets capableof collecting as much as 1,000 liters of water from the air on foggy
days. The project aims to supply clean drinking water to eightschools in the northern Tanzanian region of Manyara by 2025. In
2023, eight test nets were used to determine potential yields. Threeschools received the first fog catchers in early 2024. To date, GEA
has donated EUR 500,000 to Viva con Agua and a further EUR
150,000 has already been pledged for 2024. In addition, GEA
employees contribute their expertise to the collaboration with theViva con Agua teams.
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APPENDIX

PeopleSUSTAINATHONS –FOSTERINGFORWARD-LOOKINGINNOVATIONS

2023 was the Year of Innovation in Sustainability at GEA. Part of this, welaunched the so-called Sustainathons. This series of collaborative
workshops brought together colleagues from all five divisions to work on
implementing sustainable GEA solutions. More than anything else, thesecalled for a completely new way of thinking.
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APPENDIX”We launched our Sustainathons
to work on the next generation ofsustainable products and to shape
our company’s future.”
Laura Hietaranta,
Vice President Business Strategy & Planning

Sustainathons are events based on the hackathon
principle in which interdisciplinary teams work in ashort space of time to develop pioneering anddisruptive innovations for sustainable solutions. The
multi-stage workshops staged at five different sites
were attended by 88 product developers, businessdevelopment and sales employees as well as market
and technology experts from all GEA divisions.

Continuing to leverage synergy potential“The Sustainathons are about synergies between
our divisions and business units, which could be
leve­raged even more often on a day-to-day basis,”
explains Wolfgang Deis, Manager GEA ProductDevelopment Process. “Working on new approaches
such as the electrification of heating and coolingsystems has an impact on more than one business.”

The series of events began with preparatory work­
shops in June and July. These were then followedby virtual meetings in August and September andended in September and October with the actual
Sustainathons – in-person events each lasting
two-and-a-half days. They generated more than
60 ground-breaking ideas for innovations, the mostinteresting of which were presented to GEA’s Global
Executive Committee in November. These innovativeideas are now being fine-tuned.

The ultimate aim is for GEA’s customers to benefit
from these innovative ideas and synergies in order toachieve their own sustainability goals. Deis is certain:“Our customers are increasingly demanding lowemission and resource-friendly products, so they willappreciate this.”

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APPENDIX

PeopleContributing
to a better world
every day.

GEA’s entrepreneurial success is primarily due to our more than
18,000 highly skilled and committed employees worldwide. Each indi­vidual personally contributes to the company’s bottom line and helps us
become a little better every day.
Diversity and equal opportunities are not just core values for GEA as a
global group. They are essential to our long-term success in an inter­national environment. That is why the company has also set quantifiabletargets for the Human Resources department as part of its “Mission 26”
group strategy. These are intended to enhance GEA’s attractivenessas an employer and to consolidate and strengthen our status on thelabor market as an employer of choice.
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APPENDIX

Sustainability targets
in Human Resources• By 2026, we want at least 80 percent of our employees
to respond in the regular employee survey that theywould recommend GEA as a good place to work. In
the last survey, 78 percent already agreed with thisstate­ment. The findings of the latest survey will beavailable in May 2024.
• By 2026, we aim to increase the female repre­sen­tationin the top three management levels to 21 percent. To
make this happen, we will appoint a woman to every
third vacant position. In 2023, the figure was 21.1 per­cent(2022: 18.6 percent).
• By 2026, we aim to fill 80 percent of vacant positions
at all management levels with our own junior staff.
In 2023, the figure was 66 percent (2022: 59 percent).
We also actively supported in 2023 employees’ individual
training and continuing education opportunities as wellas the achieve­ment of personal career goals within thecompany.
• By 2026, we aim to build a diverse talent pool to further
strengthen diversity at all management levels.

As a fair and responsible employer, GEA takes responsibility for respec­ting, fulfilling and supporting human rights at all times and without
limitation. We are also committed to respecting the generally accepted
core working standards of the International Labour Organization (ILO)
and fostering a culture of honesty, sincerity and loyalty. And we maintaina work environment that prioritizes occupational health and safety, withresponsibility shared between all those involved.
Human resource management
GEA employees are the backbone of our company. This is why it is in ourown best interest to ensure that the Human Resources (HR) department
is optimally positioned for the future, given the skilled labor shortage,
and that its managers have all the relevant expertise and support theyneed for their work.

as GEA’s Chief Sustainability Officer. The GEC meets monthly to discussand take decisions on issues of fundamental importance to the group.
The HR business partners support the divisional and regional managers
and are available to answer any questions related to human resource
management. The internal HR operations teams at the Berlin, Bogotá
and Kuala Lumpur sites provide state-of-the-art HR support services. In
addition, the Centers of Expertise – including Employee Attraction &Engagement, People & Talent Development, Total Rewards & Mobility
and Labor Relations/Labor Law – come up with new ideas on how toestablish GEA as an employer of choice over the long term.

At GEA, Human Resources is closely involved in the operating businessthrough the HR Business Partners organization. HR is a global corporate
center and reports directly to the CEO, who is also Chief Human Resour­
ces Officer. The latter has a permanent seat on the Global Executive
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APPENDIX

Total number and rate of new hires
12.6
11.2
Number

2,374
2,133

Rate of new hires (in %)2,133

people were hired by GEA
worldwide in 2023.

year 2022

year 2023

Employment
The search for diverse and qualified employees is becoming increasingly
challenging, above all due to demographic change and the fierce
competition for talent on the labor market. Retaining employees longterm is an important focus for GEA as a sustainable company. To makesure we are viewed as an attractive employer on the labor market and as
well as to secure the company’s future viability, we attach the utmost
importance to a corporate culture that fosters diversity, equality andinclusion. Additionally, as part of “Mission 26”, we actively encourage all
employees to obtain specific further training and to achieve theirmedium- and long-term career goals. In 2023, we once again mainly
focused on fine-tuning GEA’s activities in the area of talent acquisition.
All teams in the HR organization have contributed to further improving
talent acquisition. Corresponding measures notably include the inten­
sified internal allocation of resources, more local contacts for the busi­
ness units and a sharper delineation of roles and responsibilities. Amongother key success factors are a clearer strategic focus and measures toactively address potential talents. The speed and transparency of theapplication process and an overall positive experience for applicants areof primary importance.
We have additionally introduced a referral bonus for our employees atvarious sites, as we know they are our best and most authentic
ambassadors. During the reporting period, we hired in all 2,133 (2022:
2,374) new employees worldwide. The total number of new hires as apercentage of the average headcount was 11.2 percent as of December
31, 2023 (2022: 12.6 percent).

Top employer awards in Germany
and Europe
As in the previous year, the GEA Group has been named a top
employer in 2023. Aside from the award in Germany, GEA wasrecognized for the first time in Belgium, Poland, Portugal and Spainand received an EU label from the European Union. To that end, thecompany had to undergo several validation processes. Each year,
the independent Top Employers Institute honors those companies
that provide an outstanding working environment for their em­ployees
in which to develop. This certification is one of many group-wide
employer branding measures.

Let’s engineer
the future.
Together.

Apply now

At the end of 2023, GEA launched a global talent acquisition campaign bannered“Let’s engineer the future. Together”. Its goal is to strengthen the perception of GEA as
an attractive employer worldwide. The modular structure of the campaign facilitates
uniform global branding for trade show materials, websites and print products.
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4,029
The number of measuresinitiated in 2023 in
response to the most recent
employee survey.

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Employee assessment of GEA
In its regular employee survey, GEA asks its employees for their assess­ment of the company and their direct line managers in terms of 13 different
dimensions: engagement, hands-on management, growth opportunities,
trust in leadership, employee communication, positive working environ­ment, meaningful work, rewards and benefits, organization effectiveness,customer centricity, innovation, sustainability and diversity. The over­riding
objective is to maintain a culture of dialog and communication, to actively
involve the workforce in the company’s development and to respondspecifically to the feedback provided after evaluating the survey
findings. We also use the survey to gauge our employees’ satisfaction,
their identification with their work and their stress levels.
Since 2019, we have been working with an independent opinion research
institute with the aim of professionalizing and standardizing the process.
To optimize comparability, the standardized questions are always asked
in the same form. Accompanied by extensive communication at all levels,the employee survey is intended to strengthen employees’ trust in boththe survey program and management. In addition, all GEA executives
receive training to help them respond to and implement the survey
findings, with a view to continuously improving our employer branding.

APPENDIX

Eighty-two percent of all GEA employees participated in the most recent
employee survey in October 2022. As a consequence of the survey,
GEA strengthened the role of HR management in developing action plansin the reporting year and made it easier for managers to access thedetailed results of the survey. In 2023, a total of some 4,029 initiatives
were launched across the company in response to the feedback received,
harnessing the survey’s findings to optimize existing processes or intro­
duce new ones.
In addition to being well received by the workforce, the employee survey
is held in high regard. At the same time, it is fair to say that our employees
know the survey results will be addressed and acted on. In order toensure better integration into all HR processes, no employee survey was
conducted in the reporting year but was postponed until the first quarterof 2024. The results will be published in May 2024.

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APPENDIX

Employees by age groups*(in %)

35.2

> 50

55.5

30 – 50< 30

9.3*) Number of employees excluding apprentices and dormant employment contracts; excluding non-consolidated entities.

Diversity, inclusion and equal opportunities
GEA is forming diverse teams not just in HR but in all areas of the group.
For us, “Engineering for a better world” also means creating a work
environment where diversity, equal opportunities and the inclusion of all
employees are encouraged and fostered. Diversity is a cornerstone ofany ambitious company with a global presence. Not only does it enhance
our attractiveness as an employer, it also sharpens the company’scompetitiveness, thus contributing to its success going forward.

The strategy of “sustainable value creation at GEA” includes the principleof diversity. By this we mean a workforce with a wide range of personality
traits, individual abilities, knowledge and skills. These include gender andgender identity, age, ethnicity and nationality, physical and mental abilities,
sexual orientation, religion and ideology as well as social background. At
the same time, external and organizational aspects such as professional
experience can influence diversity. We view inclusion as the empower­
ment and involvement of all employees regardless of their individuality,

including equal access to opportunities and resources for all. Managing
diversity, inclusion and equal opportunities is the responsibility of HR.
Our diversity and inclusion strategy consists of a two-stage plan aimed
at strengthening and growing both aspects by 2026 and based on threemain pillars: establishing and maintaining an inclusive workplace, promoting
a diverse workforce and attracting, deve­loping and supporting diverse
talent.
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People from 107 nations workfor GEA in 55 countries worldwide

GEA
worldwide
GEAemployees
employees
worldwide
North America
1,776North and Central Europe
3,310

APPENDIXDACH & Eastern Europe
7,258

107

nations are represented at GEA

Latin America
725

Total number of employees: 18,773

When implementing diversity and inclusion initiatives, GEA is guided by
the “Charta der Vielfalt” (German Diversity Charter), a corporate initiative
to promote diversity within companies and institutions. We are thus
committed to the equality of all people within the group. In addition,
together with more than 7,000 companies worldwide, we are committed
to the United Nations Women’s Empowerment Principles (WEPs). These
provide guidance to companies on how to promote gender equality andAsia Pacific
3,051

Western Europe,
Middle East & Africa
2,653

empower women in the workplace and society. Aligned with international
labor and human rights standards, they are based on the recognition
that companies have an interest in and responsibility for ensuring greater
gender equality and strengthening the position of women in theworkplace.

The WEPs are a primary tool for implementing the gender equality
dimensions of the United Nations Agenda 2030 and Sustainable
Development Goals (SDGs). We joined the WEP community in 2022,
signaling our commitment to this agenda and to collaboration in
multistakeholder networks aimed at promoting business practices thatempower women. Aspects include equal pay for equal work, gendersensitive supply chain practices and a zero tolerance approach to sexual
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harassment in the workplace. GEA is also an active
member of Germany’s Rhine-Ruhr Diversity Network,
under whose auspices it organizes an annual Diver­sity Day to which all employees are invited.
GEA employees have established a cross-site LGBT*IQ
group. As a member of German organization “PROUT
AT WORK”, GEA supports all its employees who
identify as LGBT*IQ. PROUT AT WORK provides indi­viduals, networks, companies and organizations withstrategic advice on workplace culture, edu­ca­tional
offerings and awareness training for em­ployees andmanagers.
We firmly believe that diversity in the workforce
begins with shared understanding and actions basedon common values. This is why we seek dialog
focused not just on quotas or hiring, but also basedon conduct and values. The Diversity & Inclusion
Policy & Guideline provides the framework for theentire group. The purpose of this guideline is to esta­b­lish a group-wide global standard on how to address
diversity and inclusion by providing guidance tomanagers and employees on how to navigate thecomplex issues of diversity and inclusion in an
organizational context. We want to do more than justcomply with legal requirements – we want toencourage genuine commitment within the company.
In addition, in the reporting year, the topics ofinclusion and supplier diversity were anchored in the
supply chain and the supplier selection process with
the introduction of the company’s new Procurement
Policy. Also in the reporting year, global online trai­
ning was introduced to prevent harassment andbullying in the workplace.

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APPENDIX“When I was offered the position at GEA,
I was worried whether I could handle it.
But I was met with trust from the first day
onward. I’m proud that GEA appreciates mywork and my commitment.”
Mateusz Markiewicz, Senior Service Sales Manager

Unlimited appreciation
For people in wheelchairs, everyday life often
presents challenges. Among them is Mateusz
Markiewicz from Warsaw, Poland. In 2009, thenow 36-year-old Senior Service Sales Manager
did not expect to be in a managerial role 14 years
later. His responsibilities also include visiting
customers. “I prepare customers for my visit andlet them know that I’m a wheelchair user. This
helps to avoid any unexpected difficulties,” says
Markiewicz. Initially, he saw the physical barriers
as less of a challenge than the acceptance of hiscolleagues. However, this concern was entirely
unfounded.

Outside the workplace, Markiewicz still experiences
the uncertainty of others when dealing with disabled
people. “I sometimes get the feeling that people
aren’t sure how to talk to me or behave around me.”His six-year-old daughter doesn’t see his disability as
anything special. “Of course, she knows that I havesome limitations, but it’s completely normal for her,”says Markiewicz, not without some pride. He is alsoproud of his work at GEA. “It wasn’t easy and I’ve
worked hard to develop in my leadership role,” says
Markiewicz. He feels that his role in sales suits his
personality very well.

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With the Group Inclusion Agreement that came into force in 2023, GEA isreaffirming its intention to ensure the integration and professional inclu­
sion of people with disabilities. It aims to provide equal opportunities for
all people and to prevent the discrimination and social exclusion ofpeople with disabilities. Through these efforts, we are attracting newgroups of people as employees in response to the skilled labor shortage.

GEA apprentices
lend a hand at a social
facility in Beckum,
Germany
Commercial kitchens in which several thousand
meals are cooked on a daily basis are exposed toenormous stresses. The situation is no different at
Werse-Technik PB Freckenhorster Werkstätten – aworkshop for people with mental and intellectual
disabilities in Beckum, Germany. Each day, around
1,600 meals are prepared at the social facility andthen delivered to customers. To make day-to-day
work in the kitchen easier, Freckenhorster Werk­
stätten asked GEA for help handling the heavy
trolleys for the dishes. And GEA was glad to assist.

PEOPLEThe company’s apprentices at Germany’s Oelde plant
have optimized the access ramp for the trolleys andwill also be eliminating problems with the accessdoors. The costs of these measures are being coveredby the “Nothilfeverein GEA Westfalia Separator”,
an aid fund financed entirely by donations from the
GEA workforce in Oelde.

Our commitment to diversity should similarly be expressed in gendersensitive language. To ensure that no one in our company is discriminatedagainst by being addressed in the wrong way, we have produced a pub­lication in German with advice for all GEA employees on gender-sensitive
language for the German-speaking world. Language is an expressionof our way of thinking and a reflection of social change, which is why it
evolves. Consistent with our commitment to diversity, we seek to pro­motelinguistic sensitivity in day-to-day use.
Diversity and equal opportunities are firmly enshrined in our HR pro­
cesses. For example, they are integral to the works agreement concluded
with the Group Works Council concerning the global executive selection
procedure in the context of personnel development and succession
planning for the GEA Group, which governs our recruitment process.
Specific selection criteria that take diversity aspects into account apply
when nominating candidates for leadership development programs. In
this way, we aim to ensure that genders are fairly represented in leader­
ship development and that we achieve the goal described in “Mission 26”.
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APPENDIX

Percentage of employees under collective bargaining agreements(in %)

53

collective bargaining
agreements do not apply

47

collective bargaining
agreements do apply

Labor/management relations and co-determination
GEA is proud that labor/management relations are characterized bylong-standing, respectful dialog and interaction with employee repre­
sentatives as well as equal co-determination on the company’s Super­visory Board. One half of the Supervisory Board is composed ofshareholder representatives and the other half of employee represen­tatives. The employee representatives on the Supervisory Board areelected by the entire German workforce, but represent the interests ofall employees.

and consultation by the company’s management. It is in regular contact
with the Executive Board and Human Resources. The activities of the
EWC mainly focus on the cross-border impact of decisions anddevelopments on employees in the EU member states, the countries of
the European Economic Area and Switzerland. At the end of 2018, thefoundations for the work of the EWC were framed in a new EWC
agreement, jointly developed and adapted by GEA’s Executive Board andthe EWC with the assistance of the global trade union federation
IndustriALL.

We have a Group Works Council (GWC) established in accordance with
the German Works Constitution Act, as well as numerous local andgeneral works councils. At the corporate level, local issues are regulated
by company agreements. At the European level, there is also a European
Works Council (EWC), which has the statutory right to information from

Collective bargaining agreements apply to 47 percent of our workforce
worldwide (2022: about 48 percent). For all other employees, provisions
are based on individual agreements.

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50

A total of 50 high potentials
are participating in the
HiPo Pool 1 and 2 programs.

Leadership development
Leadership development at GEA comprises numerous open leadershipand management training courses offered in a variety of formats. They
include classic offerings such as “GEA Management Essentials”, “Leading
Effective Teams” and “Making the Matrix Work”. All training formats arebuilt on the “GEA Signature for Leadership” model, which describes the
key attitudes, skills and conduct expected of GEA managers worldwide
on the basis of six dimensions. Moreover, by 2024, managers musthave participated once in the live “Boost Your Dialog Skills” trainer-led
webinar, which is geared to improving the quality of feedback.
Managers are given targeted support regarding their current and futuretasks through two programs comprising several modules: “Learn to Lead”
for individual contributors and first line managers and “Master to Lead”
for more experienced managers. The program modules are supplemented
by learning groups for the discussion of tasks as well as to ensure that
individual learning goals are achieved. These programs underscore not
only our commitment to developing individual managers but also our
focus on long-term leadership development. In addition, managers canchoose options from the development portfolio based on their individual
needs. These include individual coaching, a 360-degree feedback tool,
live trainer-supported webinars such as “Leading People through Change”
and “Why Finance Matters” as well as a wide range of e-learning courses.

And there are still the leadership reviews, which provide an annual
framework for identifying development needs, selecting talent anddetermining succession requirements. The goal is to cultivate a uniform
leadership culture and to optimize the continued individual developmentof managers. GEA can attract and retain labor market talent only byoffering exceptional leadership that can be experienced personally.
In addition to the needs-based training and continuing development of
all employees, special development pools – such as the two High
Potential Pools (HiPo Pools 1 and 2) and the Talent Pipeline – have been
set up to ensure medium- and long-term succession planning for GEA’s
key positions. Employees nominated for them by their line managers
undergo a demanding selection process to confirm they have the neces­sary potential, while also providing a starting point for selective personal
professional development.

APPENDIX

Fostering talentand training
executives
GEA’s High Potential Pools are cross-organizational
talent programs for identifying and developing candi­dates as successors for strategically relevant roles.
The programs were set up to secure successors forroles at various levels of the company and to prepare
talented employees for management posi­tions at an
early stage. Measures include identifying and deve­
loping managers in middle management into top
management and executive positions.
A total of 50 high-potential employees are partici­
pating in the programs. Around one in three whostarted the program since 2022 has already beenpromoted internally.

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APPENDIX

Fostering anddeveloping talent

GEA’s talent development program is aimed
at employees or recently appointed managers
with outstanding potential. The goal is to
identify, foster and develop our talents for the
future. Up to a certain level, all employees caneither be put forward by their line manager
or nominate themselves. They go through achallenging selection process that checks theirpotential and, at the same time, serves as astarting point for their specific personal deve­lop­ment. Those employees who are accepted
into the Talent Pipeline start a two-year deve­
lopment program. Besides mapping out an indi­vidual career development plan, applying leader­
ship fundamentals and enhancing internal visi­
bility, this aims to build knowledge and skills
specific to GEA and its strategic vision.

Learning and development
At GEA, training and education is of particular significance to personal
development. In fact, we are convinced that it is essential to a fulfilling
working life. With “Workday Learning”, GEA has created a virtual learning
platform and a central access point for everything related to learning.
We support and encourage all needs-based employee training measures
which are required for employees to perform their jobs. The results ofthe employee survey have identified the need to continue improving
employee career and development opportunities.
The Perform & Grow program applies for all GEA Group employees.
It takes the form of various dialog sessions between a manager andan employee, conducted in three phases over the course of a year.
The “Work­day Learning” platform supports this annual process, giving
managers and employees a better overview of the training and courses
completed and making it easier to track development activities.

Training at GEA in 2023
• 20,256 employees made use of
the training and learning opportunities• 2,490 employees attended in-person training• 1,313 employees participated in integrated training initiatives• 10,786 employees participated in trainer-led webinars• 89,423 e-learning courses were completed

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APPENDIX

Vocational training in Germany
In the year under review, GEA in Germany hired 101 new apprentices at 13 sites to train in 15
commercial, industrial and technical professions, focusing on different specialty areas
depending on the product portfolio of the respective site. The Oelde site is the center fortechnical training, coordinating these activities in Germany. In addition, 14 combined
vocational training and degree programs were offered in cooperation with polytechnics anduniversities. Over six semesters, these programs lead to bachelor’s degrees with various
specializations. GEA has lent a more international focus to the practical phases of these
programs by offering projects at GEA companies outside Germany.

GEA provides training in the following professions:
Industrial professions:• Plant mechanic (m/f/x)• Electronics technician (m/f/x)– Industrial electronics technician (m/f/x)– Electronics technician forautomation technology (m/f/x)• Warehouse logistics expert (m/f/x)• Warehouse clerk (m/f/x)• Production mechanic (m/f/x)• Industrial mechanic (m/f/x)• Construction mechanic (m/f/x)• Mechatronics engineer (m/f/x)• Mechatronics engineer for refrigeration
technology (m/f/x)• Materials tester (m/f/x)• Metal cutting mechanic (m/f/x)
Commercial and technical professions:• Industrial clerk (m/f/x)• Technical product designer (m/f/x)• Computer science expert (m/f/x)
In 2023, GEA organized 14 combined vocational
training and degree programs in the following
subject areas:• Bachelor of Arts (apprenticeship: industrial clerk(m/f/x); degree: business administration)• Bachelor of Arts in business information systems(practical degree course)• Bachelor of Engineering (apprenticeship:industrial mechanic (m/f/x); degree: mechanicalengineering)• Bachelor of Engineering (apprenticeship:industrial mechanic (m/f/x); degree: industrial
engineering)• Bachelor of Engineering (apprenticeship: mecha­tronics engineer (m/f/x); degree: mechatronics)• Bachelor of Engineering (practical degree course,
specializing in electrical and electronics
engineering)• Bachelor of Engineering (practical degree course,
specializing in mechanical engineering)• Bachelor of Engineering (practical degree course,
specializing in mechanical process engineering)• Bachelor of Engineering (practical degree course,
specializing in digital technologies)• Bachelor of Science (apprenticeship: electronics
technician (m/f/x); degree: electrical andelectronics engineering)• Bachelor of Science (apprenticeship:computer science expert (m/f/x);
degree: computer science)• Bachelor of Science (practical degree course,
specializing in process engineering)• Bachelor of Science (practical degree course,
specializing in industrial engineering)• Bachelor of Science (practical degree course,
specializing in software technology)

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APPENDIX

Not all new beginnings are hard
Anyone starting a new job is usually nervous and haslots of questions. We organize onboarding seminars
for apprentices and students on combined vocational
training and degree programs to make their start at
GEA as pleasant and informative as possible. In theseseminars, newcomers primarily get to know their siteand “their product”, but are also introduced toour company, its organizational structure, the entire
product range as well as our mission and vision. A
program of seminars, team-building measures andsporting activities aims to ensure close ties with therespective site and the company. Apprentices andtheir trainers or contact persons network in crosssite groups of varying composition. At the end of an
onboarding seminar, which fortunately results in ahigh level of identification with GEA and the individualsites, participants are able to present a site, products or the entire company to a group of more than
100 people.

Award-winning vocational training company
In 2023, GEA was again judged to be one of the most popular companies providing vocational
training in Germany. According to a representative survey by ServiceValue, GEA ranks
among the 838 companies in Germany rated as being highly attractive for vocational
training. This is the highest position a company can achieve in the ranking. In cooperation
with German daily newspaper “Die Welt”, analysis institute ServiceValue determined which
companies among a cohort of almost 4,000 are considered particularly attractive toapprentices. In the 2023 survey, the companies were assigned to three business sectors(services, trade and industry) and given a cross-sector ranking according to their respective
approval ratings. The analysis was based on some 700,000 responses obtained in a
Germany-wide survey conducted without the involvement of the companies being evaluated.
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Work-life balance
The only way for employees to realize their full potential is when they
can balance their family life with their work. We have established a wide
range of measures to support our employees with services differingfrom country to country. In principle, it is possible for GEA employees totake advantage of different types of flexible working arrangements – in
consultation with their line managers – that best accommodate theirindividual circumstances. This could be for education purposes or forfamily or personal reasons. Options include the offer of various part-timeworking models. In Italy or France, for example, employees aged 60 andabove can reduce their working hours to 90 percent while continuing toreceive full pay.
Other working time models allow, for instance, full- or part-time working
from home, working the full number of weekly hours on four days orcustomizing working times by starting work at midday and working into
the evening to avoid rush hour traffic or to adapt to customer working
hours in other time zones. Models also include working mainly in theoffice and doing some work from home, working at an alternative
location or job sharing – where two part-time employees fill one fulltime position.

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APPENDIX

two weeks of paid parental leave for their partner. Employees cansimilarly apply for parental leave if they are not the biological parents.
Moreover, at some sites in certain countries, GEA provides special rooms
for nursing mothers.
As a way of visualizing the various options available, we produced
special videos for managers whose employees face particular challenges
in achieving a work-life balance due to the birth of a child or caring for afamily member. GEA additionally partners with an external service pro­vider in Germany to help employees find suitable options for their depen­
dants in need of care. This service also includes free social counseling.
In Germany, GEA employees who are caregivers for dependants receive
special support over and above the statutory requirements. For instance,
they are given ten additional days of caregiver leave from the company
per calendar year. It is also possible for employees to donate some of
their vacation days to those who are caregivers for family members toensure that care can always be provided.

There are experienced contact partners at various GEA sites who cananswer any questions expectant mothers and fathers may have about
flexible work arrangements. In Germany, we also provide support infinding childcare and, under certain conditions, pay tax-free allowances
for places in daycare facilities. To help employees in Germany achieve a
better work-life balance, GEA offers them five extra days of parental
leave per child during the first three years of the child’s life, in addition to
statutory parental leave. In other countries, GEA offers 14 weeks of paid
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Remuneration
GEA pays all employees in a way that is customary
for the respective market or country. Collective bar­gaining agreements apply to about half of all emp­
loyees worldwide. For the rest of the workforce,
regulations based on international or local directives
and agreements apply. As an employer in the engi­
neering industry, we generally recruit highly qualified
employees. Wherever they are in the world, theirremuneration is based on objective criteria, notably
their function, their individual performance and thecompany’s success. The starting salaries for all
employees are above the statutory minimum wage intheir respective country and, generally, their target
incomes are also above the living wage in theirrespective country.
All GEA employees are assigned to a job family.
There are around 20 of these, each describing themain characteristics of the various roles and resulting
in the transparent documentation of all roles at GEA
around the world. The global structures spanning theindividual job families are refined on an ongoingbasis, enabling us to prepare annual market compa­
risons for all employees in 55 countries. This ensuresthat GEA pays its employees competitive salaries.

APPENDIX

Each year, we review and raise the salaries of aroundhalf the employees in almost 60 countries who are
not paid under collective agreements. The budgets
for this are planned centrally on the basis of inflation
data and market trends and are allocated to emplo­
yees by our executives via our HR data processing
program. Salary development and hence the costs
within the group are managed centrally.
The same regulation applies to our variable remune­
ration models: the Mission 26 Incentive (for all 18,000
employees in 55 countries), the Uniform Bonus Plan(for around 6,000 employees) and the Sales Incentive
Plan (for around 1,100 employees). The associatedplanning, key figures and target values are likewise
defined centrally. They can be viewed by all emplo­
yees in our HR data processing program, which is also
used to determine target achievement and payouts.
For executives, experts and employees in key posi­tions, remuneration includes variable perfor­mancebased salary components, which can amount to as
much as 60 percent. The targets are set out in thegroup-wide GEA Uniform Bonus Plan, which supports
attainment of the company’s financial and strategic
targets by incentivizing employees on the basis ofcompany performance. This promotes GEA’s profi­
tability and development.

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Specific incentive schemes are also in place, inclu­
ding the GEA Sales Incentive Plan. It creates a clear
and objective framework for incentivizing employees
to attain and surpass challenging sales performancetargets. This plan fosters the company’s overall
success by aligning business and individual goals.
The bonus payment notably depends on factors suchas achieving key performance indicators, includingorder intake, gross margin on order intake and pay­
ment targets.
In addition to the short-term incentive schemes, afurther incentive has been introduced for all
employees worldwide to encourage high levels of
performance in achieving the strategic “Mission 26”
targets. Between 2022 and 2026, all GEA employees
will receive additional annual remuneration if the“Mission 26” financial targets are met. These targets
are linked to organic revenue growth and the EBITDA
margin. Each year, the two specific target values for
the GEA Group will be aligned with “Mission 26”. If
these targets are attained, all employees will receive
an individual incentive payment based on the averagepurchasing power of their respective country.

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In 2023, GEA introduced a new remuneration frame­
work defining global standards and guidelines forremuneration management across the GEA Group.
The goal is to offer attractive remuneration andensure that everyone is treated fairly and equally. It isalso intended to provide transparency and effectively
contribute to controlling personnel expenses.

balance between cost efficiency and employer
attrac­tiveness. GEA also offers additional marketbased remuneration components (benefit structures),such as company pension plan benefits, in all coun­tries. These components are similarly subject to aregular review of their competitiveness, legal comp­liance and tax efficiency.

Our remuneration and benefits system for current
and future executives must be attractive, simple, fairand futureproof. It must also reflect GEA’s market
position as well as its vision, strategic ambitions anddesired conduct. Moreover, it should enable GEA toattract, develop, inspire and retain new specialists.
To this end, the framework harmonizes the remune­
ration system and defines global rules for the annual
review of salaries as well as for the bonus process.

GEA is fully committed to equality, including equality
in pay. To this end, we have implemented mechanisms
in many countries to prevent wage differences
between genders. These mechanisms allow us toperform sustainable analyses and fill any gaps. Someof the steps taken to make sure that jobs are com­parable and offer fair pay include global job family
structures and the grading of management positions.

An annual review of pay is conducted both at thecollective level (comparison with other companies oron the basis of inflation) and at the individual level(based on factors such as an employee’s performance,skills and/or potential). Overall, the goal is for the
remuneration programs to strike the best possible

APPENDIX

Living wage
analysis 2023
The income of 19,224 employees in 58 countries
with GEA branches1 was analyzed. This covered
97.2 percent of the company’s total workforce.
The report on the remaining four countries isplanned and will also be available in the future.
In all of the countries surveyed, GEA fulfills its
obligation to pay appropriate salaries that enable
employees to afford an adequate standardof living.
The target income for 19,221 employees (99.98
percent) is above the living wage shown. Only
three employees (0.02 percent) have a target
income that is just slightly lower, in other words
by less than ten percent.

1) This includes consolidated and non-consolidated branches as of October 2023.

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30%

Around 30 percent of executive
company cars worldwide are fully
electric vehicles.

Retirement provision
GEA’s employees enjoy company pension benefits, for example, under
defined contribution pension schemes in those countries where this iscustomary. This enables them to actively shape their pension plans in
consultation with the company. Against the backdrop of demographic
change, the company pension scheme gives GEA the opportunity toretain qualified specialists over the long term. That is why we work tocontinuously optimize existing communication and administrative pro­
cesses as well as global pension-related service structures to improve
both the transparency and economic efficiency of the pension plans. In
doing so, the company ensures that the pension plans fully comply withall statutory and regulatory requirements.
Mobility
Despite advances in digital technologies and the possibilities they offer,such as working from home and video conferencing, GEA is dependent
on the mobility of its employees. As it is important to the company tokeep the environmental footprint of work-related travel as small as pos­sible, various initiatives have been launched. In Belgium, Germany and
the Netherlands, for instance, there is a company car policy for exe­

cutives which stipulates that only fully electric vehicles may be pur­chased. There are plans to introduce this type of policy in all othercountries with their own vehicle fleets in the years ahead. Additionally,
employees have a greater incentive to use more environmentally respon­sible modes of transport to get to work, which is why GEA subsidizes
local public mass transit passes.
We work with a central service provider to ensure the efficient, climatefriendly booking of travel for essential long-distance business trips. To
meet market demands and ensure that the company remains competitive
over the long term, it is important to retain our ability to deploy theknowledge and expertise of GEA’s employees worldwide.

Sustainable and healthy
mobility with “JobRad”
GEA has concluded a works agreement for leasing bicycles from
“JobRad”. All employees can apply for a JobRad bike and benefit
from the associated deferred compensation. With this model, we
aim to actively contribute to promoting sustainable and healthy
mobility for our employees and to increase our attractiveness as
an employer.

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R E S P O N S I B L E O P E R AT I O N SPEOPLEGEA Care“GEA Care“ combines all
occupational health management
activities under one umbrella.

COMPLIANCE AND
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Occupational health management
Employees can only perform at their best if they are healthy and feelgood. GEA’s various health promotion measures extend well beyond legal
requirements, since investment in the health and well-being of ouremployees is an investment in the future.
The company’s decentralized occupational health management (OHM)
system is run either by the divisions and regions or the respective GEA
sites. Our “GEA Care” health management program, which centralizes
health management, is integrated into the “Mission 26” group strategy. It
optimizes existing local offerings and creates new global, digital services
for the entire GEA workforce.
General health, individual precautionary measures and prevention are atleast as important as protection against accidents and hazards in theworkplace. Protecting and promoting health is not only a natural social
obligation and an expression of GEA’s corporate culture but also acomponent of the “Mission 26” group strategy.
The group’s local-level health management system often exceeds
statutory healthcare as well as established occupational safety andhealth requirements. It includes additional benefits and various initiatives
such as health days, nutrition counseling and programs to combat
mental overload. At the same time, employees have access to a healthportal provided by an external service provider.
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Increasing mobility in theneck, shoulders and backHealth management at GEA is an established com­ponent of healthcare at many sites. Activities thattook place in the year under review included the“GEA Care” days which were again organized atseveral German sites, including Bönen, Oelde,
Ettlingen, Karlsruhe and at group headquarters in
Düsseldorf. In addition, all employees at the Germansites were offered the opportunity to participate in a
year-round weekly online exercise program for theneck, shoulders and back. This has been a great
success and many of the sites will now offer the
program regularly. That is why we are alreadyplanning to extend the program and implement aversion in English.

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Health management at GEA

Prevention

Seminars

Guidance

Operational
integration
management

We have combined all OHM activities under the global “GEA Care”
umbrella. Alongside the health days, this includes mandatory occu­
pational medical examinations or flu vaccinations, as well as psychosocial
support and stress management coupled with other face-to-face andonline offerings.
The goal is to establish services and procedures that reflect demand andthe specific situation at each site. Cultural, religious and local factors mustalso be taken into account. Only in-depth cooperation with healthcare
providers, health insurance companies and medical officers, coupledwith the exchange of information between the HR department and theworks council as well as registering the needs of the workforce, candeliver sustainable success and allow a future-proof health manage­ment
system to emerge. The model for this ambitious goal is the wealth of

Courses

Health focus
week

Mental health

Measures &physical activity

experience, in some cases gained over many years, at German sites
such as Oelde, Bönen and Düsseldorf, which already offer very success­ful and in part highly comprehensive, sustainable OHM programs invarious forms.
The framework is provided by the global GEA Care Policy, which promotes
networking among experts at GEA sites worldwide. Their varying expe­
riences and needs are shared through regular dialog and meetings. The
long-term aim is to build a knowledge base of all the activities and ideas
necessary for a successful OHM, enabling us to avoid any dupli­cation ofeffort as well as to identify and leverage potential synergies.

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Compliance and governance

RESPECT FOR
HUMAN RIGHTSGEA considers respect for human rights to be an integral element of the company’s
DNA. We can only make an effective contribution to our goal of “Engineering for a betterworld” if everyone who comes into contact with our company respects human rights.
This applies as much to each of our employees as it does to all of our subcontractor
employees, all suppliers and all customers. In specific terms, this means rejecting childand forced labor and human trafficking, complying with the applicable safeguards foryoung workers, combating all forms of violence and discrimination, recognizing theright to fair working conditions and a living wage, observing working hours and rest
periods as well as providing a safe workplace for all employees. GEA also considers
freedom of association, the protection of indigenous and local communities and a clean
environment to be fundamental human rights.
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GEA works hand in hand with the Group Works Council and the European
Works Council to ensure that human rights are respected. In 2023, thecompany took a number of important steps in this regard. We fully
revised our Group Human Rights Policy, adding far-reaching measures to
identify and investigate potential human rights violations. At the sametime, we intensified cooperation with our suppliers in respect of humanrights compliance. Last but not least, we appointed a Group Human Rights
Officer in Personal Union of the function of GEAs Chief Sustainability
Officer in 2023 who is a member of GEA’s extended management circle
and investigates all reports of potential human rights violations.
Anyone – whether they work for GEA or not – should immediately reporta human rights violation they observe or suspect. GEA appeals to eachand every individual not to look the other way, but either to submit areport anonymously via our whistleblower system or to contact their line
manager, the local management team or GEA’s Human Rights Officer
directly. “We use the various channels to ensure that human rights
violations can be reported worldwide, all human rights violations areinvestigated and remedial action is taken if violations are identified,”says GEA’s Human Rights Officer Dr. Nadine Sterley.
To this end, the existing whistleblower system has been greatly expan­ded
to include several more categories. For example, there is now a separate
category for reporting potential human rights violations anonymously
via a certified reporting system on the GEA website – a more specificprocess than previously thanks to classification as a separate category.
In addition, reports can be submitted anonymously and in confidence
via a telephone hotline available in 19 languages. The hotline can be

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accessed using one of 55 national telephone numbers. A voice control
function guides the caller through the reporting process in their respec­tive national language or in English. Any violation or risk of violation will
be examined by a human rights investigator appointed by GEA’s Human
Rights Officer in line with the Group Human Rights Policy. The findings
and any remedial action are presented to the company’s Human Rights
Committee, chaired by the Human Rights Officer, which decides on theimplementation of the proposed measures.
Raising employee awareness through mandatory training
To ensure that all GEA employees are adequately aware of human rights,
the company’s training program has been expanded to include amandatory training course for existing and new employees alike.
Compliance with human rights can be ensured by requiring all employees
to take an annual human rights course so that they know what humanrights are and how they are protected. The course is available in
19 languages on GEA’s Workday Learning platform. It explains not only
what human rights are and what measures and initiatives the company istaking to ensure that they are respected, but also how violations can be
identified and reported.

APPENDIX

Whistleblower system
With 55 national telephone numbers and a voice control
function, the whistleblower system makes it possible toreport potential human rights violations anonymously in
19 languages via a telephone hotline or the GEA website.

Whistleblower system“At GEA, we walk our talk. We cannot
and will not tolerate human rights
violations, either within our company or
anywhere in our value chain.”Stefan Klebert,
Chief Executive Officer

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Human rights due diligence – risk management in operations
Development of standard procedures for our own sites with a focus on preventive action

1

Annual risk assessment

2

Annual assessment of human rights compliance via the human rights
self-assessment for all sites

Priority level based on
annual risk assessment

Low

MediumHigh

Very highResults of self-assessment1
Satisfactory results

Monitoring
follow-up action

Acceptable results

Poor results

3Interviews with individuals responsible for central functions

4

Audit

Development of action to prevent, mitigate andremedy risks based on the results of the questionnaires
and interviews to assess the human rights situation

Development ofcorrective action plans

1) See human rights self-assessment for thresholds for awarding points.

Human rights risk analysis
In 2022, GEA prepared for the entry into force of Germany’s Act on
Corporate Due Diligence in Supply Chains (LkSG) by initiating andimplementing various measures. As a result of these preparations, thecompany was, for instance, able to ensure compliance with the LkSG in
2023. GEA harnessed its own management process to analyze the risks
of human rights violations in its own business operations and in its

supply chain. We assigned all of our business activities in 55 countries tofour categories and performed a risk assessment which combines theprobability of a human rights violation occurring with its consequences.
The probability rating results from the industry and country in which anactivity is being conducted. The impact assessment considers theseverity and extent of a potential incident and whether it is reversible.

This risk assessment has been performed for all local business units. All
GEA sites are the subject of a gross risk analysis and are asked about
their preventive and mitigation action in order to arrive at a net risk
assessment.

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A risk profile is prepared for suppliers based on their revenue with GEA
and their EcoVadis IQ screening result which considers the risks specificto a given sector, industry, country and commodity as well as any
negative media coverage. The result of this analysis is a risk indicator
ranging from “low” to “critical”. It initially assesses solely the risk to whicha site or supplier is exposed due to its country or industry and isthen used to prioritize subsequent steps. In the reporting year, around
0.5 percent of the purchasing volume was accounted for by supplierswith a “critical” risk profile.
Sites with an elevated risk and suppliers with a relevant revenue from
GEA undergo a detailed analysis in order to assess the actual (net) risk.
A self-assessment was obtained from the company’s own sites with anelevated risk (medium or higher). If the self-assessment reveals anelevated risk, the next step is to plan interviews or audits by external
certifiers. Since 2023, GEA has been working with an external partner toassess its suppliers. In addition to recognizing the Code of Conduct for
Suppliers and Subcontractors, each supplier is requested to submit adetailed self-assessment of their risk prevention measures and toprovide verification in support of this information. If the self-assessment
reveals substantiated findings of deficiencies or deviations from GEA’s
standards, the risks or deviations identified must be remedied. Interviews

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APPENDIX

are conducted in the event of unresolved questions connected with theself-assessment. Lastly, suppliers may be required to undergo on-site
audits carried out by a certified auditor in order to verify the imple­
mentation of corrective action. In 2023, 83 sites and 221 suppliers wererequested to provide a self-assessment. The findings of compliance risk
analyses and internal audits are similarly taken into account. Additionally,questions relating to human rights are an integral aspect of the audits
performed by Internal Audit.
Through the risk management approach we have applied to our supply
chain and our own businesses since 2022, we have increased theoptions currently available to us for preventing violations of human andenvironmental rights, such as the use of mercury (see also the“Sustainable supply chain” chapter).

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APPENDIX

ComplianceActing responsibly
is about morethan just complying
with the law.

Investors

Employees

Managers

Society

Stakeholders

Creditors

Customers

GEA is committed to responsible and sustainable corporate governance in order to avoid
potential harm to the company, its employees, business partners, shareholders and otherstakeholders. That is why fairness, integrity and compliance have a high priority group-wide.
The special importance of integrity is further underscored by the fact that it is the coreelement both in our corporate values and for GEA in general. By acting ethically andconsidering the interests of all stakeholders when dealing with employees, business
partners and the public, we also protect our good reputation as a reliable business partner.

Government

Suppliers

In the reporting year, GEA became a member of the World Economic Forum’s Partnering
Against Corruption Initiative (PACI) under its commitment to adopting a zero tolerance
approach to bribery and corruption. This CEO-led anti-corruption initiative works withinternational organizations and government agencies to create and grow trust in companies
and institutions. GEA has the opportunity to contribute to this best practice initiative in the
future and to help drive forward developments in the field of anti-corruption.
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It is extremely important for GEA to be notified at an
early stage about any serious violations of laws or its
internal policies. This is why we attach utmost impor­tance to an open corporate culture as well as
encourage all employees and external third parties toreach out in confidence to the designated contacts
within the company if they become aware of comp­liance risks. Use is also made of the various reporting
channels, which helps us eliminate compliance risks
and violations.
Compliance management
Compliance is defined as a group-wide principle
estab­lished to ensure adherence to the rule of law as
well as internal corporate policies. All GEA employees
have a duty to ensure that no compliance violations
are committed in their respective areas of respon­
sibility. They are briefed about the applicable GEAS U S TA I N A B L E S O L U T I O N S

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policies by the compliance managers every six
months. A detailed description of our compliancemanagement system can be found in the Corporate
Governance Statement in the 2023 Annual Reportand on the group’s website at www.gea.com.

Planning is carried out at group level by the Comp­liance team. Its content and the progress of imple­
mentation are reported regularly to the Executive
Board, Supervisory Board as well as the Audit andCybersecurity Committee.

New compliance targets are defined and existingones reviewed as part of a rolling three-year plan.
This means that issues remaining unresolved in theyear in question are rolled over to one of the following
years and the subsequent planning adjusted
accordingly. Planning is also adapted and developed
during each year. A wide range of insights obtainedin the course of each year flows into the three-year
plan. This includes, for example, the results of risk
assessments and internal audits, legislative initiatives
and feedback from within the company, including its
divisions and regions, as well as from third parties.

Certified compliance management system
GEA counters serious consequences arising frompotential compliance violations with its ComplianceManagement System (CMS), which is used to analyze,
inform and clarify as well as for control purposes, todefine processes and monitor the applicable
compliance rules. It is structured in such a way thatmeasures are developed centrally by a Complianceteam at headquarters and then implemented acrossthe company. Additionally, the Compliance teammonitors application of the measures in the relevant
local business units. The appropriateness and

APPENDIX

implementation of the CMS are audited and certified
in accordance with IDW PS 980. This notably includes
the sub-areas of anti-corruption and antitrust law,covering ethical areas such as corporate culture. For
the purpose of testing effectiveness, ten selected
local business units were reviewed with the help ofinterviews and sample audits. Based on the results,
an assessment was made to establish whether the
globally specified compliance measures had beeneffectively imple­mented and executed at the local
business units. We received an unqualified audit
opinion for the third and highest level of certification
by an external auditing firm.

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S U S TA I N A B L E S O L U T I O N S

Compliance Handbook
A Code of Conduct, related compliance policies and the GEA Human
Rights Policy apply to all GEA employees worldwide. The compliancepolicies include an integrity policy, a third-party policy and a competition
policy, which govern anti-corruption and anti-money laundering, con­flicts of interest as well as antitrust and competition law within thecompany. The Code and the policies are summarized in a ComplianceHandbook, which is available to all employees worldwide in 19 languages.
The integrity, third-party and competition policies have been adapted toreflect legal and strategic developments. Integrated into the Code of
Conduct – and thus also the Compliance Handbook – are the principles
of corporate responsibility with the issues of human and employee rights,
diversity and inclusion, action against discrimination and harassment aswell as human development and training. When signing their employment
contract, all GEA employees confirm that they have taken note of andaccept the references to the group policies contained therein, including
the Code of Conduct.

R E S P O N S I B L E O P E R AT I O N SPEOPLEThe certified whistleblower channel allows compliance-relevant vio­
lations to be reported in 19 languages, both anonymously and under theindividual’s own name. Additionally, in cooperation with an external law
firm, the whistleblower system includes a telephone reporting channel.
The system can be used, for instance, to report corruption offenses that
violate the Code of Conduct as well as violations of antitrust and dataprotection laws (including anticompetitive practices), export control
violations, information security violations and potential human rights
violations. The latter may also be reported by voice message via
55 national telephone numbers. Available for download from the GEA
website and intranet, the new Whistleblower Policy describes the key
principles of the whistleblower system.

Other compliance-related topics, such as quality, health, safety andenvironment (QHSE), tax compliance, export control and human rights
are dealt with by the relevant departments and are covered by thecorresponding policies. If necessary, appropriate training is offered by
the specialist departments.
Whistleblower system and alternative reporting channels
All GEA employees and external individuals can report violations via
various channels. The central pillar of the reporting system is theelectronic whistleblower channel which complies with the requirementsof Germany’s Act on Corporate Due Diligence in Supply Chains thathave applied to GEA since 2023 as well as with the European Union’s
Whistleblower Directive and the corresponding German implementing law.

1) In addition to these 26 reports, the table below also includes reports via alternative whistleblowing channels.

COMPLIANCE AND
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The number of reports submitted via the whistleblower system in 2023
increased compared with the previous year. This was due to theimproved differentiation and fine-tuning of the reporting categories. For
example, specific reporting categories were created for safety andbusiness continuity management, consumer protection, public healthand human rights violations. Moreover, raising our employees’ awarenessthrough training is paying off. It has resulted in the better identificationof alleged violations and broader knowledge of the reporting channels. A
communications campaign was also conducted to increase employee
awareness of the platform. There were no reports of human rights
violations, explicitly including those relating to the issue of child labor. In
2023, a total of 26 reports on core compliance topics1 such as corruption
and conflicts of interest were submitted via the whistleblower systemor alternative channels in the Business Keeper Monitoring System (BKMS).
The Compliance Committee took decisions on whether or not to apply
sanctions in respect of these reports. There were no compliance risks ofmaterial importance to the group. The alternative channels include, forinstance, reports submitted directly to the Compliance team, the Exe­cutive Board or the management of the divisions or local business units.

Category

19

The GEA Compliance Handbook
is available in 19 languages.

APPENDIX

Number of reports
2023

Number of reports
2022

Number of reports
2021
21

Compliance21

18

Export controls

2

–

–

Data protection

2

1

–

Purchasing

–

–

–
–

Sustainability

–

–

QHSE

2

2

–

HR

11

4

2

Information security

–

1

–

Human rights

–

–

–

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Dealing with potential compliance violations
GEA practices a strict zero tolerance policy with regard to unethicalbehavior in business, especially bribery, corruption, money laundering
as well as child and forced labor. We respect human rights and ensure
their observance to the extent that we are able to exert influence atregional level and in our dealings with business partners. We take action
against any form of violence and discrimination – if necessary by legalmeans. This includes gender-based violence and harassment in theworkplace.
Violations of group-wide compliance rules are met with sanctions
appropriate to the degree of fault and severity of the misconduct.
Sanctions range from reprimand through warning letters and reduced
bonus payments to (extraordinary) termination of employment. In
particularly serious cases, GEA reserves the right to sue the individuals
concerned for damages or to report the violation to the responsible
authorities.

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past four fiscal years, GEA was not required to pay any significant fines(EUR 10,000 or more) for non-compliance with laws or regulations
governing economic, ecological and social matters or in connection withenvironmental aspects.
Preventive processes
Processes designed to prevent compliance violations play a major role in
GEA’s compliance management system. Third parties in close contact
with customers (sales agents) must undergo a strict risk vetting process
for anti-corruption purposes prior to entering into a contract with GEA.
Every contract with a sales agent must be reviewed and approved by theCompliance team before it enters into force. The sales agents must
likewise complete compliance training before starting work for thecompany.

As a basic principle, we expect all employees to report any indications ofcompliance violations. Managers must ensure that serious misconduct,
notably in the areas of corruption, competition law and data protection,is reported to the Compliance team without undue delay.

Other selected business partners in the procurement area are reviewed
as part of an analysis by EcoVadis, including with regard to complianceissues. Risk indicators (red flags) are identified in a structured anddocumented review process that also covers the expertise and integrity– including corruption prevention – of business partners (see also the“Sustainable supply chain” chapter).

In the reporting period, a total of 26 compliance investigations were con­ducted – all in the areas of anti-corruption and conflicts of interest or
violations of internal compliance requirements. No sanctions were imposed
on GEA in the reporting period for violations of anti-corruption or money
laundering regulations, antitrust law or data protection. Similarly to the

Numerous matters such as contracts carrying antitrust risks, invitations,gifts and conflicts of interest are similarly subject to strict internal
approval and reporting requirements. We have introduced various IT
tools to meet the approval and reporting obligations as well as to
document the relevant issues in an audit-compliant format.
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100%

In 2023, the participation rate for
e-learning and in-person training on
compliance topics was 100 percent.

Training on compliance topics in 2023
Compliance training: These are comprehensive
group training courses, in particular on the topics
of compliance management, Code of Conduct,anti-corruption, money laundering prevention,
conflicts of interest and competition law as wellas an overview of the internal control systemand other ethics-related issues. A total ofmore than 9,600 employees received compliancetraining in the form of e-learning and over
7,600 employees attended in-person training
sessions on comp­liance topics. The participation
rate was 100 percent.
Human rights training: Mandatory human rights
training delivered via GEA’s Workday Learning
platform for all active employees, including parttime employees, among the staff of approximately
18,000.
Relevance of the training: Since 2023, any emp­
loyee who refuses to complete the mandatory trai­
ning faces disciplinary action. This underscores theimportance of compliance-related matters for GEA.

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Training and consulting
More than 10,000 employees across the group are
considered to be compliance-relevant. These include
all managers, sales and procurement staff as well as
all other employees with decision-making authority
and direct contact with customers or suppliers. As
part of a training plan, they are regularly schooled oncompliance issues including antitrust law, asso­cia­
tions, industry bodies, meetings and cooperation
with competitors. Every year, compliance-relevant
employees alternate between in-person training anda series of three e-learning courses on anti-corrup­tion, antitrust law and money laundering. Since 2023,
temporary and part-time GEA employees are similarly
required to complete this training if their roles arecompliance-relevant.
In addition, other communications measures to raise
employee awareness were conducted in the repor­ting period. They include short videos in which GEA’s
Chief Compliance Officer speaks with relevant exe­
cutives about important compliance topics such as
money laundering prevention or forms of sexual
harass­­ment in the workplace, outlining the rules fortheir prevention and detection. These ComplianceTalks are available to all employees as a video on
the intranet. A new measure introduced in 2023
is the “Did you know …?” format, which can be used
to disseminate brief messages about data protection
and compliance topics in the style of a social
media post.

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APPENDIX

Drawing employees’ attention to the reporting system
for human rights violations, the global launch of thecompany’s human rights training was flanked by acommunications campaign that included in-housearticles, an intranet page and an appeal for zerotolerance for all compliance-related violations. This
ensures the active engagement of all employees.

cesses as well as to helping improve them. Internal
Audit’s activities extend to all of the company’s legal
entities, business processes, functions and emplo­
yees. It has unrestricted audit rights in fulfilling its
tasks and responsibilities combined with full andunlimited access to all operating and businessfacilities as well as to all information and systems.

Internal Audit
Internal Audit examines compliance aspects as partof its standard and special audits. As an independent
control function in the “three-line” model of integrated
corporate governance, risk and compliance, Internal
Audit performs audits and offers advice on behalf ofthe Executive Board. It delivers quarterly reports tothe Executive Board, the extended management
circle and the Audit and Cybersecurity Committee of
the GEA Supervisory Board. In addition, the function
is in regular dialog with the group’s divisions, regions
and central functions as well as with the groupauditor. The independent, objective auditing andconsulting services are designed to add value andimprove business processes.

Internal Audit is in regular dialog with the group’s
central functions, taking into account informationfrom Corporate Finance (financial data management),
Corporate Accounting (enterprise risk management,internal control system), Corporate Tax (customs andexport control), Compliance & Principle Legal Matters(compliance-related investigations and activities,
also in respect of human rights) as well as theSustainability department and the divisions andregions (coordination of audit activities).

To this end, binding action is agreed with the audited
units and their timely implementation is monitored.
Internal Audit supports GEA in achieving its corporate
objectives by applying a systematic, focused approachto evaluating the effectiveness of risk management,
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200

In the reporting year, all of ourapproximately 200 business units
were audited, with interviews
conducted at ten.

Aside from safeguarding assets and examining theefficiency and regularity of processes, the tasks ofInternal Audit include verifying that documentation iscomplete. This additionally includes complianceinvestigations, either of a general nature or driven bya specific event, audits of export controls, sustai­nability, human rights and all of the group’s central
functions. The area of internal procurement was
audited in the reporting period. A total of 47 audits
were carried out at GEA entities worldwide, some ofthem as remote audits. Forty of these audits werecompleted by the end of December 2023 with the
publication of a final report.
Compliance audits
Across the group, all contracts entered into with sales
agents were reviewed with regard to the complianceguidelines in force at GEA – 203 of them in thereporting period. It goes without saying that this will
be done also for future contracts. Sales agents are

not GEA employees, but rather external individuals
working for our company on a commission basis. A
third-party tool was used to examine and assess all
contracts with regard to risk criteria. If the outcomeof the assessment was positive, a new contract with
updated compliance requirements was drafted.
A further check to reduce compliance risks is carriedout – for example, before travel expense claims areapproved as well as for invitations and gifts. If thecosts are above the thresholds applicable at GEA,
they will only be reimbursed if the expenses havebeen approved in advance via the “ComplianceApproval Tool”, a platform for compliance-relevant
approval processes. If potential conflicts of interest
are identified, a check must also be carried out in the
Compliance Approval Tool – for instance, before acontract is concluded.

Compliance risk analyses are conducted annually inthe local business units. For these analyses, between
four and ten interviews are conducted with randomly
selected local business units. Software is used toanalyze and document the statements made andassess the compliance risks. All local business units
that are not interviewed perform self-assessments.
The aim is to identify whether the compliance mea­sures taken are fit for purpose and risk-appro­priate
or whether they need adjusting. Additional comp­liance measures are conducted at numerous local
business units depending on the audit findings. In thereporting year, all of our approximately 200 opera­
tional local business units were audited, with inter­views conducted at ten. Observance of compliancerequirements is likewise verified by means of ex­
tensive random checks and a rolling system isapplied to ensure that all companies are checked
every three years.

Protection of personal data
For an innovative global company like GEA, infor­
mation and its use are of significant importance inaccomplishing our corporate goals. Protecting theprivacy of everyone whose personal data we process
is of at least equal importance. This includes ourworkforce as well as customers, suppliers, othercontracting partners and job applicants, and applies
to all GEA companies and specialist departmentsthat handle personal data.
The EU General Data Protection Regulation (GDPR)
and the local laws based on it, as well as foreign legal
standards, form the basis for the company’s dataprotection activities. Violations of the GDPR can resultin fines of up to EUR 20 million or four percent ofgroup revenue and exclusion from public contracts.
Data privacy violations can also cause lastingdamage to the company’s reputation. As digitalization
advances, responsible and compliant data handling
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represents a crucial aspect of GEA’s responsibility.
This is why the group requires adherence to dataprotection regulations and reserves the right to takeaction against anyone who fails to comply with datapro­tection laws. Such actions may, for example,
include disciplinary measures but also the assertionof claims for damages.
GEA’s Data Protection Policy sets forth guidelines andconduct recommendations for all of our em­ployees,
enabling them to avoid data privacy inci­dents orviolations. It forms part of the global comp­lianceprin­ciples and is supplemented by in-person training
for employees working in sensitive areas as well as
e-learning for all employees with a user account. In
addition, the corresponding data protec­tion manage­
ment system covers all organi­zational aspects, i.e.
roles, tasks and responsibilities involved in processing
personal data. The system was audited in accordancewith the IDW PS 980 audit standard in 2021.
An important topic in the reporting period was conti­nuing strategic collaboration with areas of Procure­
ment, IT, Business Process Management and Infor­
mation Security to further align data protection
processes with processes in these business areasand integrate the data protection management system
into these specialist depart­ments’ systems. At thesame time, the data protection risk assessment logic

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in our data protection mana­gement system was finetuned and automated. As a result, risks can be
identified more quickly, con­sistently and reliably.
In the reporting year, GEA continued to track theimplementation of new foreign data protection laws
and integrated any resulting legal requirements into
the data protection management system. Since
developments in China represent a particular challenge,a project was initiated to meet the extremely strict
requirements of the new Chinese data protection law(Personal Information Protection Law, PIPL).
We also conducted a project to devise solutions forthe automated deletion of data in SAP systems formore than 130 GEA companies. Technical imple­
mentation is scheduled to begin in 2024.
GEA recorded a lower but still high number of notifi­
cations and requests for advice in the reporting
period, in some cases several per day. This is a very
welcome deve­lopment as it shows that employee
awareness of the issue of data protection has
increased world­wide. It can similarly be taken as anindication that the quality of monitoring is growing.

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company data protection officers and other business
units that perform audits, or by external auditors.
Alongside the company data protection officers, GEA
employs a Group Data Protection Officer who coor­dinates and supports data protection initiatives
across the group as a whole. The Group Data Protec­
tion Officer reports directly to the Executive Board,
the Supervisory Board as well as the Audit and Cyber
Security Committee.
Third-party suppliers are audited by means ofsupplier self-declarations, audits and certifications.
By December 31, 2023, more than 180 relationships
with suppliers and subcontractors were reviewed fordata protection compliance. Where necessary, therelevant contracts were amended or concluded toensure compliance with data protection requirements.
Compared with the previous year, there was a sharp
decline in the number of suppliers to be audited.
This is testament to the progress of our third-party
supplier management project. There are also auto­mated consent processes for customers – for instance,in the global customer management system.

Compliance with data protection requirements andapplicable data protection laws is monitored regu­
larly. These reviews are performed by the relevant
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APPENDIX• Requirements management• Strategy development &steering• Assets, classification &risk management• Awareness & training• KPIs & reporting• Audit & nonconformity
management• Identity and access management• Security incident management• Business continuity management,
emergency, & crisis management

ISMS

Requirements, risk levels, standards

IT Security

OT Security

Product
Security

Digital Media
Security

PhysicalSecurity

Supplier
Security

HR Security

Secure information
in office IT network& systems

Secure informationin production &engineering
network & systems

Secure GEA digitalproducts andcustomer information

Secure GEA's
information in
web & social media
presence

Secureinformationin sites, buildings,& offices

Secure informationin the procurement& supply chain

Secure informationin people’s minds
and prevent
oversight & insider
threats

First line of defense

Information Security Governance

Second line of defense

Information security, business continuity and crisis management
Demand for information security is constantly increasing – especially in lightof the advancing digital transformation and growth in remote working. At
GEA, information security is one of our main strategic priorities. Value creation
processes are designed and optimized to ensure that information is always
handled securely. To this end, we are continuously improving our security
measures and invested some EUR 14 million in information security in fiscal
year 2023. The Global Security Program was established in 2020 and further
accelerated in 2023 with a view to strengthening the group’s information andcyber security.
The overarching goal of information security is to protect company-relevant
information – both our own information and that of our customers and part­ners. Here, it is essential to ensure the confidentiality, integrity and availabilityof this information at all times. Confidentiality means preventing unauthorizedaccess to information. Integrity guarantees the reliability and accuracy of
information. And availability means authorized individuals and systems having
timely and uninterrupted access to data, objects, processes and resources.
The protection of information is governed by GEA’s Information Security Policy
as well as subordinate policies, procedures, processes and other implemen­tation documents. All information security documents containing instructions
were updated as part of the annual review. Business interruption insurance
provides coverage in the event of an emergency.
GEA’s Information Security Management System (ISMS) addresses growing
security threats by protecting sensitive information of all types from, among
others, theft, loss, unauthorized disclosure, unlawful access, misuse, altera­tion or destruction. There are two lines of defense available within the ISMS
to protect against significant security risks. The first line of defense consistsof seven focus areas. It combats risks (vulnerabilities and threats) where theyoccur (see graphic).

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The Information Security, Business Continuity andCrisis Management team led by the Chief Information
Security Officer (CISO) is the second line of defense.
GEA’s CISO is responsible for information security
management as well as business continuity and crisis
management. The CISO reports regularly to the
Executive Board and the Supervisory Board’s Audit
and Cyber Security Committee. Formerly called the
Audit Committee, this body was renamed in 2023 toemphasize the importance of information and cybersecurity. Within the global ISMS, all legal entity
representatives are responsible for making sure that
their company has an appropriate information
security management system in place. Our employees
also play a key role in implementing the ISMS. Each
year, all employees receive mandatory information
security training. In addition, a global communications
campaign on information security fosters greaterawareness and sensitivity around the subject.
GEA uses training, phishing simulations and commu­ni­cations campaigns to inform and educate its emp­
loyees about current methods used by cybercriminals, as well as how employees can best protect
themselves and GEA. In addition, GEA produces
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fraud prevention and correct visitor management
procedures. This guidance not only helps ensure
prevention, but also provides tips on how to proceed
in the event of security incidents.
In any such event, the Executive Board, the Chief
Compliance Officer or the CISO can order an
information security investigation. When it comes toinvestigating in-house, the compliance policy forinternal investigations applies – with the difference
that the CISO, rather than the Chief Compliance
Officer, appoints the members of the investigationteam from the information security organization,rather than the compliance organization. Disciplinary
measures are decided by the Information Security
Compliance Committee.

No complaints related to a breach of protection
or loss of customer data were identified at GEA
in 2023.

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Global Security Program
The total number of cyber attacks rose again sharply
as a result of the growth in security risks. Government
institutions, agencies and companies increasingly
require their suppliers – including GEA – to apply
appropriate security measures and to demonstratethat they have market-specific certifications in addi­
tion to ISO 27001 certification. 25 GEA sites (approx.
9 percent) and 19 GEA companies have a security
certification, covering around 19 percent of GEA
employees.

APPENDIX

rollout of those security measures to all relevant GEA
sites and companies worldwide. This cross-divisional
security program enhances the global ISMS, whichhelps the Executive Board, management and emplo­
yees to protect sensitive information. Preventive
security measures minimize risks, while detective,
reactive and corrective measures make it possible toidentify and respond to attacks at an early stage.

We established the initial framework of the Global
Security Program, with around 80 projects, to meetthis requirement and protect our company. The
resulting global concepts and security measures
were successfully piloted at the certification sites.
Starting in 2024, the Global Security Program will
move into the next phase, with a focus on the global
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Successful certifications in 2023
The long-term goal of all certifications and security
measures is to make GEA as secure as possible
worldwide.
ISO/IEC 27001: global certifications
GEA’s ISMS is based on the globally recognized ISO/IEC 27001 standard. Taking industry-specific require­ments into account, it is continuously updated by the
CISO and approved by the Executive Board. The
most significant measures completed under the
Global Security Program in 2023 included the certifi­
cations of the GEA companies and sites in Niederahrand Hamburg (Germany), Alcobendas (Spain),Columbia and Northvale (United States of America),
Vadodara (India), Singapore (Singapore), Melbourne
and Sydney (Australia) and Hamilton (New Zealand).
IEC 62443 2-1 and IEC 62443 4-1: certifications
in Oelde and Niederahr, Germany
In addition to GEA production at the Oelde location,
which was already certified under the IEC 62443 2-1
standard, Security Level 3, in 2022, production at the
Niederahr location in Germany was certified in 2023.
Furthermore, secure product development at the Alco­bendas location in Spain was prepared for certifi­
cation under the IEC 62443 4-1 standard and willsoon be on a par with the already certified Oelde
location.

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Cyber Essentials Plus certification in the UK
In 2023, the information security processes of GEA
Mechanical Equipment UK Limited in Milton Keynes,
UK, were again reviewed according to the “Cyber
Essentials” certification, which is required by the
British government and overseen by the National
Cyber Security Centre (NCSC). The successfulrecertification, together with the additional Cyber
Essentials Plus certification received this year,
demonstrates to customers that GEA is able toadequately protect its own data and that of others.
UK Cyber Essentials certification is relevant acrossindustries, but especially to the shipping industry,
which has strong ties to the UK’s Royal Navy.

APPENDIX

Zertifikat
Prüfungsnorm

ISO/IEC 27001:2013

Zertifikat-Registrier-Nr. 01 153 1600162

Unternehmen:

GEA Group AktiengesellschaftPeter-Müller-Str. 1240468 Düsseldorf
Deutschland
mit den Standorten gemäß Anlage

Geltungsbereich:

Entwicklung, Herstellung, Vertrieb und Service von Maschinen,
Komponenten und Prozesstechnologie für die Bereiche Getränke,Chemie, Molkerei, Milcherzeugung, Umwelt, Lebensmittel,
Haushalts- und Körperpflege, Marine, Energie, Pharma und
Gesundheitswesen sowie Kälte- und Wärmetechnik
SoA Version 5 vom 25.11.2022

MLPS 2.0 compliance in China
The Chinese government is reinforcing cyber security
in the country through numerous cyber security laws.
In 2023, GEA reviewed the maturity of the security
measures at its own Chinese sites and companies inaccordance with the Multi-Level Protection Scheme(MLPS) 2.0 and implemented any necessary
measures. Corresponding assessments submitted to
the relevant Chinese authorities ensured compliance.

® TÜV, TUEV und TUV sind eingetragene Marken. Eine Nutzung und Verwendung bedarf der vorherigen Zustimmung.

GEA

Durch ein Audit wurde der Nachweis erbracht, dass die
Forderungen der ISO/IEC 27001:2013 erfüllt sind.
Gültigkeit:

Dieses Zertifikat ist gültig vom 20.12.2021 bis 19.12.2024.

31.01.2023(Änderung)TÜV Rheinland Cert GmbHAm Grauen Stein · 51105 Köln

www.tuv.com

ITAR compliance in the United States of America
The International Traffic in Arms Regulations (ITAR)
provide the framework for direct suppliers or con­tractors to ensure secure execution of orders for the
US Department of Defense. ITAR compliance makes
it possible for GEA to securely and reliably process
the corresponding customer orders for marine
separators.

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APPENDIX“Implementing technical measures
to help avoid human error as well as raisingawareness and training employees on
information and cyber security is a priority
at GEA."
Iskro Mollov, Chief Information Security Officer

Raising awareness of cyber crime
Financially motivated – frequently state-supported –cyber criminals exploit new technologies such asquan­tum computers and artificial intelligence to mani­pulate people and engage in fraudulent activities.

Information Security, Business Continuity and Crisis Management TeamThe central Information Security, Business Continuity and Crisis Management
team covers an extensive range of security topics. These include, for instance,
information security governance, information security compliance manage­
ment, information security and data protection audit management, identityand access management, security incident management, physical security,
product security, operational technology (OT) security and business conti­
nuity as well as crisis management. The team receives regular intensive
training and is sensitized by visits to different GEA sites and customers sothat they are prepared for their responsibilities at all times. Worldwide, thenetwork of Local Information Security Officers (LISO) ensures local imple­
mentation of the ISMS as well as support for all security and business
continuity topics. The LISO are closely linked to the central team through theRegional Information Security Officers and Business Information Security
Officers (RISO/BISO).

In 2023, we launched a global awareness campaign
covering twelve topics. Through video tips and intra­
net posts, we showed how cyber criminals operate
and provided recommended courses of action. The
twelve topics included the safe use of QR codes aswell as tips on how to recognize and prevent CEO
fraud or other social engineering methods. To increase
vigilance and train employees to recognize phishinge-mails, we conducted group-wide phishing simu­
lations and provided practical tips, such as how toreport suspicious e-mails. The campaign comprised
posters, lock screen images, information screens for
all GEA locations and new intranet pages in the
Information Security Portal. It also provided infor­
mation about the new Security Incident Reporting
Portal, which simplifies security incident reportingand offers effective expert assistance.

The extended training offering in 2023 primarily
covered mandatory information security and busi­
ness continuity management training for specifictarget groups. Employees were taught about risks,safe behaviors and secure IT use in relation to their
specific tasks through e-learning and in-person
training sessions. Training was provided to the Exe­cutive Board and Supervisory Board, the IT depart­
ment, external IT service providers, sales managers,
production employees and the LISO.
All information, training materials and explanations ofcurrent security risks can be found in the Information
Security Portal on the GEA intranet. Frequently usedapplications include the “Password Checker” forverifying the security of passwords and the “DigitalClassification Wheel” for correctly classifying docu­
ments and e-mails. The Serious Game, which uses
gamification to improve security knowledge andaware­ness, can also be found on the GEA intranet.

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APPENDIX

MyAccess
Holders of information andresource permissions
grant access and ensure
correct allocation.

Enhanced security measures
Enhanced security measures, including multi-factor authentication (MFA),
single sign-on and biometric facial recognition, aim to help minimize thesecurity risks associated with passwords. Mobile devices with access to
the GEA network are protected by technical solutions, including antivirus,
VPN and web filters to ensure that they are as secure as GEA computers.
Employees are regularly asked to update their mobile devices. Failure to
do so may result in network access being denied.
The newly introduced “MyAccess” identity and access management
system grants or withdraws employees’ access rights to GEA systems
on a position- or task-specific basis. Privileged access management
enables secure password management for sensitive access, as well as

secure remote access, and controls permissions for administrator
accounts with privileged access rights. Through these measures, infor­
mation is more efficiently protected and processing times are shortened.
In addition, we placed greater emphasis on internal audits, technical IT
system audits, penetration tests (simulated hacker attacks) and supplieraudits in 2023. These audits enable GEA to check whether and how
effectively the implemented information security and business continuity
measures are working and whether they are consistent with the definedtargets.

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APPENDIX

Crisis Management Team
Core Team

Crisis Management
Team Leader

Support Functions

Communication

HR

Extended Crisis
Management Team(requirement-specific)

Security

Finance

Incident-specificextension

Business continuity and crisis management
Location-based business impact analyses and business continuity plans
are key aspects of business continuity management. They serve as
preparatory measures for business interruptions, emergencies andcrises. These measures are supplemented by a global Crisis Management
team, which can draw on prepared scenario-based playbooks in theevent of a crisis. The business continuity plans and crisis management

Situation Monitoring
CMT Coordination

Documentation

Infrastructureand Supplies

Legal/
Compliance

IT

QHSE

Location-specificextension

playbooks are subject to regular review, validation and practical testing.
Our preventive measures enable us to appropriately respond to evolving
geopolitical risks and other unforeseen events as well as to keep ourbusiness activities as stable as possible.

Led by the CISO, the Crisis Management team is tasked with thesystematic and efficient handling of corporate risks that could result
from legal, security, IT, occupational safety or other events and incidents.
The team members come from a range of business areas, including
Communications, HR, Security, Finance, Legal/Compliance, IT and QHSE.

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APPENDIX

Governance

Efficient management
is ensured through theallocation of clear-cut
responsibilities.
Responsible corporate governance geared to sustainable value creation is the benchmark
for the actions of the Executive Board and Supervisory Board.
Sustainability management
Since 2021, all sustainability-related activities have been consolidated in a single
Sustainability department with a company-wide remit. This department acts as an interface
with each of our business units and functions that shape the strategic backbone of all oursustainability-relevant activities. In this way, we ensure a professional and consistent
approach to the increasingly complex requirements of sustainability management acrossthe group.
Headed by GEA’s Chief Sustainability Officer (CSO), the Sustainability department reports
directly to the CEO. GEA’s CSO has overall responsibility for sustainability topics, including
the climate strategy as well as the associated qualitative and quantitative sustainability
targets, their attainment and reporting. To ensure that sustainability aspects are factored
into all of the company’s decision making, GEA’s CSO was appointed to the Global Executive
Committee (GEC) in 2023.
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APPENDIX

Global Executive Committee (GEC)The GEC is GEA’s extended management body, which comprises the Executive Board
members, the CEOs of the divisions and sales regions, the head of Human Resources
and – since 2023 – GEA’s Chief Sustainability Officer. The decision to expand the GEC
to include the CSO underscores the strategic significance of sustainability for thecompany. Each month, the GEC addresses strategic and operational matters, including
topics related to sustainability, and takes decisions with group-wide relevance.
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APPENDIX

Sustainability Committee
The Sustainability team was expanded in the reporting year to further bolster GEA’s
sustainability activities. This decision will accelerate GEA’s sustainability impact and reflects
the company-wide sustainability targets at organizational level. The team was expanded toinclude technical specialists, a Head of Sustainability for each division and a sustainability
officer for the Executive Board’s procurement, production, logistics and QHSE function:• The divisional Heads of Sustainability report to the relevant division manager and, fortechnical purposes, to GEA’s CSO. They ensure that sustainability aspects are taken into
account in all divisional decisions. In addition, they translate the global sustainability
targets into distinct tasks that are appropriate for the relevant business area, and are
responsible for ensuring implementation.
• The specialists in the Sustainability team report directly to GEA’s CSO. They focus onvarious company-wide sustainability aspects, including sustainable risk and opportunity
management, supporting ESG rating agencies, communications around sustainability
and reporting on sustainability performance, sustainable financial topics and key figures,social responsibility and the transition to a sustainable product portfolio. They also lead
global projects for GEA’s transformation, such as converting the fleet to all-electric vehicles.
• In the reporting year, the central Sustainable Operations department was establishedwithin the Executive Board’s procurement, production, logistics and QHSE function. The
Head of Sustainable Operations reports directly to the Group Executive Board’s Chief
Operating Officer (COO) and works closely with GEA’s CSO. In particular, Sustainable
Operations is advancing the decarbonization of all locations and developing an inte­
grated, coordinated strategy to ensure a sustainable supply chain as well as sustainablelogistics and distribution.

The cross-functional Sustainability Committee actively involves theglobal functions and the operating business units in implementing
sustainability measures. The Committee, which is instructed by the
Executive Board, acts as a central body for all sustainability-related
issues in every business area. As such, it represents an interface
between the global functions, the divisions and the Executive
Board. This ensures a coordinated and efficient approach at alllevels. Chaired by GEA’s CSO, the Sustainability Committee is madeup of representatives from different areas, including the Divisional
Heads of Sustainability, the Head of Sustainable Operations, Human
Resources representatives, as well as employees from the Finance,
Investor Relations and IT departments. Where necessary, otherspecialist departments are consulted. This ensures that operational
decisions are coordinated across the various divisions and functions.
The Committee holds regular quarterly meetings, as well as
convening to address specific matters, and essentially fulfills thefollowing core tasks: reviewing and, where necessary, approving
any changes to the sustainability management system (processes,
structure, content, policies), including amendments to the list ofsustainability indicators. In addition, the Committee finalizes initia­
tives and specific instructions for the relevant global functions,departments and senior management to achieve the sustainability
targets, which are then forwarded to the Executive Board andextended management circle for approval. It also prioritizes sustai­nability initiatives, defines budgets and continuously reviews the
progress made.
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APPENDIX

Reduction of greenhouse gas emissions from own business processes(Scope 1 & 2, LTI)

Remuneration linked to sustainability
target attainment
We can only achieve our targets with the support ofour more than 18,000 employees. However, success­ful implementation of the company’s transformationis the responsibility of our management members.
They are role models for our employees. In addition
to the Executive Board, they include the GEC andaround 150 senior managers.
To demonstrate the Executive Board’s commitment
to GEA’s climate strategy, the reduction of Scope 1
and Scope 2 emissions has been one of the Executive
Board’s long-term variable remuneration components
since 2022 (Long-term Incentive, LTI). Starting in 2024,
the reduction of Scope 3 emissions will also be inclu­
ded as an LTI component. The topic of sustai­nableproduct innovation is similarly linked to remuneration.
In addition, social aspects are taken into account in
the Executive Board’s annual bonus (Short-term
Incentive, STI). In 2023, one of the three criteriabased modifier targets was the creation of greatertransparency regarding employee turnover in orderto improve employee retention. This target was
refined in 2024 to include increasing employee reten­

Reduction of greenhouse gas emissions from theproduct portfolio (Scope 3, LTI)

tion and reducing staff turnover. Another goal is toimprove occupational safety.
However, it is not just Executive Board remunerationthat is linked to the successful implementation of oursustainability strategy. We went a step further in thereporting year to factor the reduction of greenhousegas emissions along the entire value chain (Scopes 1to 3) into the long-term remuneration also of theother GEC members (excluding the Executive Board).
Additionally, our 150 top senior managers were in­cen­tivized based on the number of “Add Better”
products (see also the
Sustainable Solutions
chapter) in 2023. Starting from 2024, we will also
reward revenue generated from the sale of “Add
Better” products.
Alongside financial incentives, we focus on sharing
knowledge about climate-related matters as well ashoning the associated skills and expertise. In theyear under review, the entire management teamparticipated in an intensive two-day training courseon sustainability.

Reduction of greenhouse gas emissions from own business processes(Scope 1 & 2, LTI)

Reduction of greenhouse gas emissions from the product portfolio(Scope 3, LTI)

Number of Add Better products

Revenue from Add Better products(special bonus)

2022

Executive Board

2023

Global Executive Commitee

2024

…

Top leadership team1) The Global Executive Committee (GEC) is the management body comprising the divisional and regional CEOs, Chief Sustainability Officer and the Chief Human Resources Officer,
alongside the members of the Executive Board. The members of the GEC are involved in all strategic and operational matters and report to the CEO.
2) Comprises around 150 top managers.

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APPENDIX

The performance-related Executive Board remuneration components comprise abonus or Short-term Incentive (STI) and a Long-term Incentive (LTI).
Short-term Incentive (STI)The STI is a target bonus measured over a one-year
performance period. Its purpose is to incentivize the
Executive Board members to increase the financial
value of the company as well as to implement theoperational and strategic goals, which are redefinedby the Supervisory Board each year. The STI there­
fore largely aligns with the “Pay for Performance”
principle. The amount of the bonus awarded is initiallybased on the degree of attainment of the two equallyweighted financial performance criteria EBITDA(earnings before interest, taxes, depre­ciation andamor­tization and impairment losses/reversals of
impairment losses) and ROCE (return on capital
employed), each adjusted for restructuring expenses
and acquisition effects. In a second step, the amountcalculated in this way is then multiplied by a criteriabased modifier. Depending on the level of target
attainment, this ranges between 0.8 and 1.2, meaningthat it can influence the bonus amount. The modifier
is made up of several equally weighted criteria, which
are also redefined each year by the Supervisory
Board. This enables the latter to place an emphasison the operational and strategic goals significant tothe company, alongside the achievement of financial
targets. Here, sustainability aspects play an importantrole for the Supervisory Board.

The Supervisory Board had set the following modifier
targets for the 2023 STI:
• M1: Innovation – Milestones in the creation of acom­prehensive innovation measurement system• M2: GEA Digital – Successful market launch andscaling of digital services• M3: Employee turnover/retention – Creating trans­pa­rency and developing measures
The Supervisory Board has set the following modifier
targets for the Executive Board for the 2024 STI:
• M1: Improvement of occu­pational safety• M2: Increase in employee retention• M3: Cash-Conversion-Rate (CCR)

Long-term Incentive (LTI)
The LTI is structured as a performance share planwith a four-year performance period. It incentivizes
the Executive Board to take into account the com­pany’s long-term performance as early as in thecurrent fiscal year. Together with the performance
criteria relevant to the LTI, this means that the LTI
particularly reflects the remuneration principle of“Sustainability and the long-term performance”, i.e.
that it is geared toward promoting the company’s
perfor­mance and increasing its value over the longterm. In line with GEA’s mission statement, ESG*
aspects also play a central role here.
The amount paid out under the LTI depends on GEA’s
share price performance and the development ofcertain financial targets during the performance
period. The structure of the financial targets reflects
the particular significance of ESG-related aspects
within GEA’s strategic mission statement:• 60 percent of the financial targets are determinedfrom the development of the relative total
shareholder return (relative TSR), whereby the
TSR performance of the GEA share price iscompared with the TSR performance of the DAX
50 ESG to determine target achievement. Using
the DAX 50 ESG as a benchmark demonstrates
GEA’s desire to align itself with other companies
that also prioritize the area of ESG.

• 40 percent of the financial targets are based on
specific strategic goals. These are redefined by
the Supervisory Board for each tranche awarded
to the Executive Board for a fiscal year. Thesetargets generally also comprise ESG targets tofurther demonstrate the importance of the sustai­nability strategy. Accordingly, the targets for the
fiscal year 2022 and 2023 tranches include thefollowing components:– 20 percent based on organic revenue growth.
– 20 percent based on the reduction of Scope 1
and 2 greenhouse gas emissions.
The strategic targets for 2024 include the follo­wing components:– 20 percent based on sustainable productinno­vations.
– 10 percent based on the reduction of Scope 1
and 2 greenhouse gas emissions.
– 10 percent based on the reduction of Scope 3
greenhouse gas emissions.
Further information on this subject can be found in
the GEA Remuneration Report 2023.

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APPENDIX“Sustainability is crucial to our company’s future viability
and competitiveness. Every division and specialist
department has a part to play. That makes it essential for
the Supervisory Board to also address the multiple facetsof sustainability. We take an integrated approach byassigning sustainability issues to the Supervisory Board
committees based on their expertise."Prof. Hans Dieter Kempf,
Chairman of the Supervisory Board of GEA Group Aktiengesellschaft

Sustainability on the Supervisory Board
According to the German Corporate Governance Code (GCGC), theSupervisory Board’s skills and expertise profile shall also comprise
expertise on sustainability issues of importance to GEA.
In accordance with the guiding principles of the German Stock Corpo­
ration Act, the Executive Board is responsible for drawing up the climate
strategy and designing and developing the Climate Transition Plan aspart of its original management duties. The Supervisory Board supports
the Executive Board in an advisory capacity and considers sustainability
issues an important aspect of its oversight function. Against thisbackdrop, the key elements of the Climate Transition Plan 2040, which
was developed under the leadership of the Executive Board, were
presented to the Presiding and Sustainability Committee as well as thefull Supervisory Board, discussed with these bodies and, with Super­visory Board approval, resolved.
Given the broad scope of the topic of sustainability and its impact on awide array of issues and areas, the Supervisory Board has consciously
selected an integrated approach to ensure it is able to optimally perform

its advisory and oversight function. Consequently, responsibilities forsustainability issues are divided within the Supervisory Board and its
committees according to their respective competencies, instead ofbundling the topic of sustainability in a separate sustainability committee.
In light of this, the full Supervisory Board regularly addresses key
sustainability issues. Examples include the impact of climate change on
the organization and its business model as well as GEA’s Climate
Transition Plan 2040. The Presiding and Sustainability Committee isgenerally responsible for more specific monitoring of and advice on thesustainability strategy, as well as fundamental environmental, social andcorporate governance issues. Technical and product sustainability is
assigned to the Innovation and Product Sustainability Committee. The
Audit and Cybersecurity Committee is responsible for the areas of theTaxonomy Regulation and annual sustainability reporting. To ensure
proper performance of the oversight function, the relevant specialist
departments at GEA regularly report to the respective committees oncurrent developments in the areas for which they are responsible.

In addition, the Supervisory Board members receive annual training onsustainability topics. In the reporting year, the Supervisory Board
received risk management training, which covered climate risks and theintroduction of the TCFD standard, among other subjects (see the
Appendix for more detailed information on the TCFD). This topic wasaddressed in greater depth in February 2024. During a half-day training
session, representatives from econsense and GEA’s Chief Sustainability
Officer informed the Supervisory Board about the existing and future
requirements that a risk management approach needs to satisfy from asustainability perspective. Regulatory matters such as the EU Taxonomy
and the Corporate Sustainability Reporting Directive (CSRD), including
the European Sustainability Reporting Standards (ESRS), were also
covered. However, the main focus of the training was biodiversity andhuman rights – both in the supply chain and in our own operations.

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G OV E R N A N C E

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G OV E R N A N C E

APPENDIX

Appendix

Reporting profile

With its Sustainability Report, GEA informs investors, customers,
employees as well as independent institutions such as non-governmentalorganizations (NGOs) and all other interested parties annually about theimplementation of sustainability as part of the corporate strategy withregard to ecology and social responsibility. Economic development ispresented in detail in the current Annual Report. The Sustainability
Report was prepared in accordance with the standards of the Global
Reporting Initiative (GRI). The facts and figures presented in thisSustainability Report relate to fiscal year 2023 (January 1 to December
31). Unless otherwise indicated, the disclosures generally cover the
global activities of the entire group, i.e. GEA Group Aktiengesellschaft
and all companies over which GEA has control or can exercise significant
influence.

Subsidiaries, associates and joint ventures that meet this definition are
included in the list of investments in the notes to the consolidated
financial statements in section 13.4 of the 2023 Annual Report. In
addition to this Sustainability Report, we have published a non-financial
statement in our 2023 Annual Report that meets the reporting
requirements of the CSR-Richtlinie-Umsetzungsgesetz (CSR Directive
Implementation Act) (section 315 in conjunction with sections 289c to289e of the Handelsgesetzbuch [German Commercial Code]).
The Sustainability Report also serves as a progress report for the United
Nations Global Compact. Further information on the topics presented in
the Sustainability Report is available on the Internet at www.gea.com.
The previous Sustainability Report was published in March 2023 and is
still available on the Internet.
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G OV E R N A N C E

PEOPLE

APPENDIX

Employees1

Appendix

Facts and figures

Employees by contract type and gender
Total employees

thereof permanent

thereof temporary

Numberin %Numberin %Numberin %Male

15,00379.9

14,201

75.6

802

4.3

Female

3,770

20.1

3,587

19.1

183

1.0

GEA total

18,773100.0

17,788

94.8

985

5.2

Employees by contract type and region

Sustainability at GEA

Total employees

thereof permanent

NumberNumberin %Numberin %Germany, Austria, Switzerland

6,425

6,227

96.9

197

3.1

thereof Germany

6,250

6,054

96.9

196

3.1

833

737

88.4

97

11.6

Management systems
Coverage rate
2023 (in %)Number of certified
Production sites
2023

Number of
Production sites
total*DIN EN ISO 9001:2015

71

37

52

DIN EN ISO 14001:2015

58

30

52

DIN EN ISO 45001:2018

64

33

52

DIN EN ISO 50001:2018

8

4

52

*) Compared to the previous year, the number of production sites has decreased from 58 to 52: Two locations were sold (Quinto di Treviso, Italy and Klimovsk, Russia), one location(Romeoville, IL, USA) is no production site any longer, one site will not be certified until 2024 due to a relocation (Tianjin, China) and two locations are currently not certified by TÜV
due to Russia's war of aggression.

ISO 9001 is the standard that specifies requirements for a quality management system. Organizations use the standard to demonstrate
their ability to consistently provide products and services that meet customer and regulatory requirements. The standard also helps
organizations to continually improve their quality management system.
ISO 14001 is the international standard that specifies requirements for an effective environmental management system (EMS).
It is part of the ISO 14000 family of standards on environmental management.
ISO 45001 specifies requirements for an occupational health and safety (OH&S) management system and gives guidance for its use.
It was published by the International Organization for Standardization in March 2018.
ISO 50001 specifies requirements for establishing an energy management system. The intended outcome is to allow an organization tocontinually improve its energy performance.

Eastern Europe

thereof temporary

Western Europe, Middle East & Africa

2,653

2,615

98.6

38

1.4

Northern and Central Europe

3,310

3,198

96.6

112

3.4

Asia-Pacific

3,051

2,466

80.8

584

19.2

North America

1,776

1,775

99.9

1

0.1

Latin America

725

725

100.0

–

0.0

18,773

17,743

94.5

1,030

5.5

Total

Employees by employment type and gender
Total employees

thereof malethereof female

Numberin %Numberin %NumberFull-time

15,00379.9

14,605

77.8

398

in %
2.1

Part-time

3,770

20.1

3,100

16.5

670

3.6

Total

18,773100.0

17,705

94.3

1,068

5.7

1) Full-time equivalents excluding apprentices and dormant employment relationships; excluding unconsolidated entities

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Total workforce1
12/31/2023

in %12/31/2022

in %Changeabsolut

18,77396.0

18,236

94.7

536

GEA employees
external employees

789

4.0

1,018

5.3

-229

thereof contingent workers

714

90.5

915

89.8

-200

of which independent contractors
Total

75

9.5

104

10.2

-29

19,562100.0

19,255100.0

3071) Figures based on full-time equivalents; rounding differences +/- 1 are possible
Total employee capacity excluding apprentices and dormant employment contracts; excluding unconsolidated entities

APPENDIX

Total number and rate of new hiresby region, age group and gender
December 31, 2023

Age <30

Male

Age 30 – 50

Female

Total

Male

Age > 50

Female

Total

Male

GEA total

Female

Total

Male

FemaleTotal

Germany, Austria, Switzerland
Total number of new hires

101

33

134

35

11

46

235

77

311

370

121

491

Rate of new hires (%)

18.2

21.8

18.9

1.4

1.7

1.4

10.7

12.9

11.2

7.0

8.5

7.4

Eastern Europe
Total number of new hires

Members of the governing bodies and employees by gender

Rate of new hires (%)

29

14

43

10

5

14

58

27

85

97

45

142

58.0

106.9

68.0

2.1

3.9

2.5

34.9

63.8

40.8

14.4

26.2

16.8

Western Europe,
Middle East & Africa

December 31, 2023
in %COMPLIANCE AND
G OV E R N A N C E

PEOPLE

thereof malethereof female

Supervisory Board

58.3

41.7

Rate of new hires (%)

Executive Board

100.0

0.0

Northern and Central Europe

Total number of new hires

Top Management (reporting line 1 to 3)*

78.9

21.1

Total number of new hires

Middle Management (reporting line 4 and 5)*

83.9

16.1

Rate of new hires (%)
Asia-Pacific

Lower/Junior Management (reporting line 6 and 7)*

91.4

8.6

Management total (reporting line 1 to 7)*

83.6

16.4

Total number of new hires

Total employees

79.9

20.1

Rate of new hires (%)*) Reporting line to the Executive Board

59

17

76

14

4

18

127

37

164

199

58

257

30.2

33.6

30.9

1.1

1.2

1.1

18.4

20.4

18.8

9.2

10.2

9.4

88

31

119

57

20

77

166

58

225

312

109

421

40.8

60.7

44.6

4.5

6.7

4.9

13.5

20.1

14.8

11.5

17.0

12.5

84

25

109

5

1

6

159

47

206

248

73

321

42.6

54.9

44.9

0.2

0.3

0.3

41.9

53.9

44.1

10.0

12.8

10.5

North America
Total number of new hires
Rate of new hires (%)

Apprenticeships in Germany

55

16

71

44

12

57

144

40

184

244

68

312

85.2

111.9

89.9

6.9

9.1

7.3

19.7

25.8

20.7

17.0

22.2

17.9

Latin America
GEA
12/31/2023

GEA
12/31/2022

Apprentices

367

362

Apprenticeship rate (in %)

5.9

5.7

Total number of new hires

46

30

77

4

2

6

64

42

106

114

75

189

Rate of new hires (%)

67.8

133.4

84.1

1.0

2.1

1.3

75.2

151.6

93.9

22.5

44.8

28.0

Total
Total number of new hires

462

165

628

168

56

224

953

329

1,281

1,583

550

2,133

Rate of new hires (%)

34.3

47.6

37.1

2.0

2.6

2.1

17.4

23.8

18.7

10.4

14.3

11.2

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Total number and rate of employee
departures by region, age group and gender
December 31, 2023

APPENDIX

Total number of departures

Age <30

Age 30 – 50

Age > 50

December 31, 2023

GEA total

Male

Female

Total

Male

Female

Total

Male

Female

Total

Male

FemaleTotal

Number of departures

48

12

60

109

28

137

140

36

176

297

76

373

Departure rate (in %)

8.6

8.1

8.5

4.3

4.1

4.3

6.4

6.1

6.4

5.7

5.4

5.6

Germany, Austria, Switzerland

Numberin %Voluntary employee departures

1,003

5.3

Involuntary employee departures

603

3.2

Retirement
Total

207

1.1

1,813

9.5

Eastern Europe
Number of departures

6

3

9

51

28

79

20

11

32

77

43

120

Departure rate (in %)

12.2

26.4

15.1

11.1

23.8

13.7

12.2

26.3

15.1

11.5

24.6

14.2

Western Europe,
Middle East & Africa
Number of departures

23

8

31

112

37

149

75

25

99

210

69

279

Departure rate (in %)

12.0

15.2

12.7

8.7

11.0

9.2

10.8

13.7

11.4

9.7

12.2

10.2

Northern and Central Europe
Number of departures

44

15

59

124

41

165

110

36

146

278

92

370

Departure rate (in %)

20.5

28.7

22.1

9.7

13.6

10.5

8.9

12.5

9.6

10.2

14.3

11.0

Asia-Pacific
Number of departures

37

7

44

194

38

232

45

9

53

275

54

329

Departure rate (in %)

18.7

15.8

18.1

10.2

8.6

9.9

11.8

10.0

11.4

11.1

9.4

10.8

North America
Number of departures

18

4

22

63

14

78

122

27

149

203

46

249

Departure rate (in %)

27.5

28.8

27.8

9.9

10.4

10.0

16.7

17.4

16.8

14.2

14.8

14.3

Latin America
Number of departures

11

4

15

49

17

67

12

4

17

72

26

98

Departure rate (in %)

15.8

16.8

16.0

13.9

15.0

14.1

14.4

15.8

14.7

14.2

15.4

14.5

Total
Number of departures

187

53

240

702

203

905

524

149

673

1,413

405

1,818

Departure rate (in %)

13.9

15.2

14.1

8.3

9.6

8.6

9.6

10.8

9.8

9.3

10.5

9.5

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PEOPLE

APPENDIX

Job functions
December 31, 2023

Total

thereof employees

thereof executives

Number%Number%Number

%

Employees in revenue-generating functions

10,749

100.0

9,242

100.0

1,507

100.0

thereof male

9,703

90.3

8,292

89.7

1,412

93.7

thereof female

1,046

9.7

950

10.3

95

6.3

Employees in MINT functions

8,935

100.0

8,078

100.0

857

100.0

thereof male

8,127

91.0

7,320

90.6

806

94.0

thereof female

808

9.0

758

9.4

51

6.0

GEA employees – total

18,773100.0

16,299

100.0

2,474

100.0

thereof male

14,99879.9

12,931

79.3

2,067

83.6

thereof female

3,774

20.1

3,368

20.7

406

16.4

Work safety numbers1

Internal vs. external hiring ratio
1/1/2023 – 12/31/2023

per million hours worked
New hires

Hiring ratio

Number%Management position hires

369

100.0

thereof external

125

33.9

thereof internal

244

66.1

Training
2023
Average training hours per employee*
Average training costs per employee (in EUR)*) related to full-time and part-time employees and contingent workers

Occupational health & safety

11.1
1,194

Lost Time Injuries3
Accidents with sequence of death

2023

2022

217

1972

1

1

5,008

3,986

Lost Time Injury Frequency Rate5

5.14

4.98

Lost Time Injury Severity Rate6

119

101

Proactive Incident Rate7

509

317

Total Recordable Injury Frequency Rate8

27.51

31.96

Sites without occupational accidents withdowntime, in percentage of all sites

75

74

Lost Time4

1) Accidents and incidents are to be reported for all: GEA Employees, temporary employees, students/interns, trainees.
Data is recorded manually and decentrally
2) The 2022 numbers have not been adjusted.
3) The number of work-related injuries with ≥ 1 day of lost time4) Lost Days (full calendar days, without the day of the accident). GEA is counting Lost Days up to 182 days in accordance with the European Statistics on
Accidents at Work (ESAW) since 2018.
5) The number of lost time injuries x 1,000,000 divided by the number of working hours in reporting period
6) The number of lost days x 1,000,000 divided by the of working hours in reporting period
7) The number of other incidents (e.g. unsafe situations, unsafe acts, near misses) x 1,000,000 divided by the number of working hours in reporting period
8) The sum of lost time injuries without lost time x 1,000,000 divided by the number of hours in reporting period

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APPENDIX

Environmental protection
Greenhouse gas emissions1
in t CO2e­
Scope 1: Direct greenhouse gas emissions
Scope 2: Indirect greenhouse gas emissions2
Scope 1 and 2 greenhouse gas emissions total2
Scope 3.1: Purchased products and services3

2023

2022

Change to previous yearin %Change to base year 2019in %30,86932,292

-4.4

-13.2

856

726

17.9

-97.3

31,72533,018

-3.9

-53.0

1,229,447

1,220,912

0.7

-1.0
183.6

Scope 3.2: Capital goods3

50,174

17,764

182.4

Scope 3.3: Fuel and energy-related emissions (not in Scope 1 and Scope 2)

14,032

15,089-7.0

4.1

Scope 3.4: transportation and distribution (upstream)3

162,664

109,493

48.6

39.2

Scope 3.5: Waste
Scope 3.6: Business travel4

1,129

906

24.6

3.7

15,392

12,464

23.5

-16.4

Scope 3.7: Employee commuting5

6,041

6,261

-3.5

-39.8

Scope 3.11: Use of sold products6,7

27,820,028

45,342,680

-38.6

-23.3

Scope 3: Total upstream greenhouse gas emissions

1,478,879

1,382,889

6.9

4.2

Scope 3: Total downstream greenhouse gas emissions

27,820,028

45,342,680

-38.6

-23.3

Scope 3: Total greenhouse gas emissions

29,298,907

46,725,569

-37.3

-22.2

Scope 1 – 3 total

29,330,632

46,758,587

-37.3

-22.3

		

1) Greenhouse gas emissions were calculated using the UK DEFRA 2019 to 2023 emission factors, where applicable.
2) Market-based emissions according to GHG Protocol Scope 2 guidance. Where no contract-specific emission factors were available, the Location based - NEW (IEA production mixes) (ID #3)- DEFRA 2023 Updated IEA 2022 emission factors were used.
Scope 1 and 2 emissions calculated using the location-based method: 58,918 t CO2e in 2023.
3) Emissions were calculated using a recognized input-output model, which is not subject to the limited assurance engagement of KPMG AG Wirtschaftsprüfungsgesellschaft. Based on a global impact analysis of sectoral and international supply chains, direct and indirect effects of corporate activities along the supply chain were determined, including the CO2 emissions. GEA strives to 		
continuously improve the accuracy of its CO2 emissions calculation. As part of this, GEA updated and expanded the product taxonomy in the reporting year. The shift of purchasing volumes from Scope 3.1 to 3.2 has led to a sharp increase in reported Scope 3.2 emissions compared to the previous year. The updated allocation of emissions within the Logistics division has led to an increasein Scope 3.4 emissions.
4) Global air travel; rental cars for Europe and USA; travel by German rail estimated based on 2021. No Radiative Forcing Index is used
5) The calculation of the CO2 emissions from employee commuting is done globally on a yearly basis by Business Excellence and Performance Management team, using the average FTE numbers from HR. The assumed share of commuting type is: Car - 69 % (68%), Public Transportation - 14 %, by Foot - 7 %, Bicycle - 11 %. An average commuting distance of 17.2 km and an office work rateof 70 % are assumed. Emission factors for Petrol, Diesel, local bus, light rail & tram (kg CO2e/km) are used from DEFRA.
6) The Scope 3.11 emissions are based on the expected lifetime, the yearly runtime, the direct electricity, natural gas usage and refrigerant leakages and their respective emission factors of the products (not accounting for the electricity and natural gas used to generate the steam, the vacuum and the pressured air used by the products); these shall be based on assumptions and estimates 		
by the product engineers and shall be reviewed by the product engineers of all divisions regularly. For the emissions of the use phase (3.11), an average service life of 20 (to be provided by SA) years was assumed for GEA machinery and equipment in 2023. Emissions calculated through direct consumption data with a coverage rate of 100 % for 2023. In the reporting year, GEA increased 		the calculation of Scope 3 emissions from 80 % to 100 % of product emissions, thus enabling maximum transparency. The historical figures have also been adjusted to make progress measurable; this includes the 2022 figure. The 2019 figure is 36,258,456 t CO2e.
7) The reduction in emissions in 2023 compared to 2022 is mainly due to the decrease in units sold in some business units - mainly due to the lower order intake in the chemical business in LPT-APAC. As chemical applications have high energy consumption, especially many spray dryers sold for lithium refining/production in China, more so in 2021 and 2022 than 2023, this will also lead to a
reduction in carbon emissions as reported for the period.

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Greenhouse gas (GHG) intensity
Ratio t CO2e to EUR 1 million revenue

2023

2022

5,458

9,053

Direct greenhouse gas emissions (Scope 1)1
in t CO2e­

Indirect greenhouse gas emissions (Scope 2)1
2023

2022

Change toprevious year in %in t CO2e,
market-based
­

2023

2022

Change toprevious year in %Asia-Pacific (incl. China)

1,520

1,678

-9.4

Asia-Pacific (incl. China)––

Germany, Austria, Switzerland & Eastern Europe

14,957

17,573-14.9

Germany, Austria, Switzerland & Eastern Europe

181

237

-23.6

Northern and Central Europe

2,512

2,055

22.3

Northern and Central Europe

675

490

37.8

8

8

5.0

Latin America––

North America

6,419

5,660

13.4

North America––

Western Europe, Middle East & Africa

5,453

5,319

2.5

Western Europe, Middle East & Africa––

30,86932,292-4.4

Scope 2 total

856

726

17.9

in t CO­2e

2023

2022

Change toprevious year in %in t CO­2e, market-based

2023

2022

Change toprevious year in %Division Separation & Flow Technologies

8,925

10,257-13.0

Division Separation & Flow Technologies––

Division Liquid & Powder Technologies

2,421

2,448

-1.1

Division Liquid & Powder Technologies

668

490

Division Food & Healthcare Technologies

6,678

6,741

-0.9

Division Food & Healthcare Technologies2––

Division Farm Technologies

5,795

5,164

12.2

Division Farm Technologies

188

181

3.9

Division Heating & Refrigeration Technologies

2,315

2,466

-6.1

Division Heating & Refrigeration Technologies–

56-100.0Latin America

Scope 1 total

Global Corporate Center
Scope 1 total

4,735

5,216

-9.2

Global Corporate Center

30,86932,292-4.4

Scope 2 total

–

–

856

726

36.3

17.9

1) Greenhouse gas emissions were calculated using the UK DEFRA 2019 to 2023 emission factors where applicable. Market-based emissions according to GHG Protocol Scope 2 guidance. Where no contract-specific emission factors were available, the Location based - NEW (IEA production mixes) (ID #3)- DEFRA 2023 Updated IEA 2022 emission factors were used. Scope 2 emissions 		
calculated using the location-based method: 28,049 t CO2e in 2023.
2) Correction of the previous year's figure.

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Energy consumption

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Water
2023

2022

Change toprevious year
in %

2023

2022

Change toprevious yearin %Total energy consumption

229,869

243,498-5.6

Water withdrawal total

316,618

347,972-9.0

thereof electricity

83,72790,825-7.8

thereof municipal water

263,322289,566-9.1

thereof self-generated electricity from photovoltaics

4,963

2,852

74.0

thereof groundwater

53,29658,406-8.7

thereof electricity from renewable energies

78,76487,973-10.5

Water discharge total

275,470

297,761

-7.5

–

–

thereof municipal waste water

251,908

283,193-11.0

in MWhthereof electricity from non-renewable energies

in m3

thereof district heating

4,766

4,253

12.1

thereof wastewater treatment on site

23,562

14,568

61.7

thereof natural gas

99,567108,026-7.8

Water consumption total1

41,14950,210

-18.0
28.9

1,956

2,251

-13.1

Ratio of water consumption to water withdrawal (in %)

13.0

14.4

39,85338,143

4.5

Number of reporting sites2

83

84

-1.2

85

85

Water intensity (ratio m3 to EUR 1 million revenue)

58.9

67.4

-12.6

Water intensity (ratio m3 to 1 FTE)

17.0

19.2

-11.5

thereof heating oil
thereof others1
Number of reporting sites
Energy intensity (ratio MWh to EUR 1 million revenue)

42.8

47.1

-9.2

Tons of CO2e per MWh

0.14

0.14

0.32

1) Fossil fuels such as diesel, gasoline, kerosene.
2) 2022: 135.6 kg / MWh. 2023: 138.0 kg / MWh1) Total net fresh water consumption is composed by: Municipal water + Fresh ground water - Water returned to the source of extraction.
2) Decrease in the number of sites due to the sale of operations and site relocations.

Air emissions
2023

2022

2021

Change toprevious year
in %1

NMVOC (non-methane volatile organic compounds)

52

44

44

18.2

NOₓ (total nitrogen oxides)

210

221

224

-5.0

SOₓ (total sulfur oxides)

134

174

187

-23.0
-11.4

in t

PM10 (particulate matter)

2

2

3

PM2.5 (particulate matter)

8

9

9

-7.5

BC (black carbon, % of PM2.5)

4

4

4

-7.3

355

298

256

19.1

CO (Carbon Monoxide)1)

The figures for 2021 and 2022 and the changes compared to the previous year are not part of the audit by KPMG.

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Waste
in t
Waste generation total1

thereof hazardous waste

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Composition of waste
2023

2022

Change toprevious yearin %13,08913,437

-2.6

2023

896

904

-0.9

in t

thereof non-hazardous waste

12,193

12,533-2.7

Household waste

Waste directed to disposal. non-hazardous1

1,705

1,391

22.6

Packaging material: paper, cardboard

thereof landfill

829

536

54.7

Paper and cardboard

thereof incineration with energy recovery

2022

Total waste
generation

Waste diverted
from disposal1

Waste
forwarded todisposal

Total waste
generation

1,706

–

1,706

–

–

–

854

854

–

Waste diverted
from disposal1

Waste
forwarded todisposal

1,391

–

1,391

678

678

–

258

258

–
–

855

847

0.9

Packaging material: plastics

303

303

–

279

279

thereof incineration without energy recovery

21

8

162.5

Packaging material: wood

1,735

1,735

–

1,835

1,835

–

thereof other disposal operations1

–

–

Metal

7,595

7,595

–

8,093

8,093

–

Waste directed to disposal. hazardous1

Aqueous rinsing liquids containing
hazardous substances2

446

446

–

432

432

–

896

904

thereof landfill––

thereof incineration with energy recovery––

thereof incineration without energy recovery––

thereof other disposal operations1,2
Waste diverted from disposal. non-hazardous
thereof preparation for re-use
thereof recycling
thereof other recovery operations-0.9

Halogen-free processing
emulsions and solutions2

896

904

-0.9

10,488

11,142-5.9––

10,488

11,142

–

–

450

450

–

473

473

–

13,08911,383

1,706

13,437

12,046

1,3911) Total of waste directed to reuse through recycling plus hazardous waste for disposal through other disposal methods
2) Hazardous waste-5.9

Waste recovery rate (in %)3

93.4

96.0

-2.6

Recycling rate (in %)

80.1

82.9

-3.4

Number of reporting sites4

68

72

-5.6

1) Treatment off-site2) Treatment of halogen-free machining emulsions and solutions and aqueous rinsing liquids.
3) Waste recovery rate = (Recycling plus incineration of non-hazardous waste directed to disposal with energy recovery plus other recovery operations of non-hazardous
waste diverted from disposal) / Waste generation total. New reporting factories in e.g. US influenced the recovery rate.
4) Decrease in the number of sites due to the sale of operations and site relocations.

Total

Key indicators for waste
2023

2022

Change toprevious yearin %Ratio of hazardous waste directed to disposal
to total waste generation (in %)

6.84

6.73

1.6

Ratio of waste recovery rate
to total waste generation (in %)

93.40

95.95

-2.7

Total waste generation
in tons per EUR 1 million revenue

2.40

2.60

-7.7

Total waste generation
in tons per employee (full-time)

0.71

0.74

-4.1

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Supply chain

Compliance

Share of local procurement in total volume (in %)1

Number of reports
2023

2022

Category

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APPENDIX

Number of reports
2023

Number of reports
2022

Number of reports
2021

Asia-Pacific88

90Compliance

21

18

21

China

91

92

Export controls

2

–

–

Germany, Austria, Switzerland & Eastern Europe

81

80

Data protection

2

1

–

Latin America

93

93

Purchasing

–

–

–

North America

93

94

Sustainability

–

–

–

Northern and Central Europe

74

72

QHSE

2

2

–

Western Europe, Middle East & Africa

92

84

HR

11

4

2

Global85

83

Information Security

–

1

–

Human rights

–

–

–

1) Excluding intragroup procurement (intralogistics)

Share of region of origin in total volume (in %)
2023

2022

Asia-Pacific

6

6

China

5

6

Germany, Austria, Switzerland

39

38

Eastern Europe

35

Latin America22North America

15

12Northern and Central Europe

14

17

Western Europe, Middle East & Africa

15

14

100

100

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Other
Cooperation with institutions
in EUR

Donations in the current reporting year
2023

2022

Business federations withvoluntary membership

1,058,079

1,037,997

Interest groups

198,069

261,000––

Local, regional or national political
campaigns/organizations/candidates
Other
GEA total

51,00046,0001,307,149

1,344,997

Type of charitable donations
in EUR
Financial donations

2023

2022

1,121,787

1,346,967

48,258–

Donations in kind

65,689–––1) Average daily salary in Germany as of September 1, 2021

2023

Total

1,187,476

thereof top 3 major donations:
BILD hilft e.V. "Ein Herz für Kinder"

300,000

Viva con Agua

250,000

Support for earthquake victims in Turkey

109,800

Other major expenditures in 2023

Donations of time (volunteering)1

Management consulting

in EUR

Organization type2023
in EUR

World Economic Forum

Business federation

213,249

German Mechanical Engineering
Industry Association

Business federation

184,979

Other

31,370Organization nameAccounting Standards
Committee of Germany

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APPENDIX

Appendix

TCFD Report

Governance
Since 2022, GEA has been following the recommendations of the Task
Force on Climate-related Financial Disclosures (TCFD) in reporting on its
approach to climate change. The TCFD was established by the Financial
Stability Board in 2015 to develop a uniform framework for reporting
climate-related financial impacts on companies. The framework covers
climate-related risks and opportunities for businesses arising from thephysical impacts of climate change or the transition to a lower-carbon
economy. As part of our reporting to CDP (formerly Carbon Disclosure
Project), we report annually on climate-related data, the associatedstrategies and corresponding transformation paths. In addition, we
provide information on overarching climate-related issues in our annual
and sustainability reports. How we address the challenges andopportunities related to climate change is described below in accordancewith the TCFD structure and the four categories of governance, strategy,
opportunity and risk management as well as metrics and targets.

Our governance structure ensures close involvement of the Executive
Board and the highest management level in climate-related opportunities
and risks. The full Executive Board is responsible for the climate strategy– and hence climate-related opportunities and risks. Stefan Klebert,
CEO, is responsible for implementation of the climate strategy. All related
activities and other sustainability issues are consolidated in the
Sustainability department, which has a group-wide remit and is managed
by the Chief Sustainability Officer (CSO), Dr. Nadine Sterley. GEA’s CSO
reports directly to the CEO and is a member of the Global Executive
Committee (GEC), GEA’s extended management body, which comprises
the full Executive Board, the CEOs of the divisions and sales regions aswell as the head of Human Resources. This committee meets monthly toaddress such matters as strategic and operational issues, including
topics related to climate change. Under the leadership of the CSO, thecross-functional Sustainability Committee actively involves the global
functions and the operating business units in implementing sustainability
measures. Its responsibilities include all operational decisions regarding
implementation of the climate strategy at cross-divisional and cross-functional level. In 2023, updating our climate strategy was on the GEC’s
agenda several times. It primarily focused on raising our climate targets,
obtaining Science Based Targets initiative (SBTi) validation for thetargets and preparing the Climate Transition Plan 2040. This plan sets
out the levers for achieving net-zero emissions along the entire value
chain by 2040.
That includes, but is not limited to, the following topics:• ongoing integration of the climate strategy, including the raisedtargets, into GEA’s business model• supervising implementation of the climate strategy in accordancewith the Climate Transition Plan 2040 as well as the progress of thetargets resulting from it• monitoring the appropriateness of regular reporting to the GEC

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The GEC adopted the following resolutions on climate-related issues in 2023:• Photovoltaics: Since 2022, GEA has been continuously expanding the share of on-site
generation of electricity from photovoltaic (PV) systems to reduce greenhouse gas
emissions. Yet individual PV systems on rooftops or parking lots, such as those in Oelde(Germany), Suzhou or Tianjin (China), are not sufficient to achieve our goals because of
their low capacities compared with the amount of electricity required. That is why, in
2023, GEA decided to finance the construction of a large, high-performance PV farm on
its own land in Hachen, Germany, by 2026. With an area of over seven hectares and18,000 solar collectors, this farm could supply more than 2,000 four-person householdswith electricity. For GEA, this means that we can generate up to 18 percent of ourelectricity requirements in Germany ourselves with this solar farm. Further information
can be found on page 58.
• Sustainathons – fostering forward-looking innovations: 2023 was the Year of Inno­
vation in Sustainability at GEA, during the course of which we launched what we call
Sustainathons. This series of collaborative workshops brought together colleagues fromall five divisions to work on implementing sustainable GEA solutions. More than anythingelse, these called for a completely new way of thinking. Sustainathons are events basedon the hackathon principle in which interdisciplinary teams work in a short space of time
to develop pioneering and disruptive innovations for sustainable solutions. The multistage workshops staged at five different sites were attended by 88 product developers,
business development and sales employees as well as market and technology experts
from all GEA divisions. Further information can be found on page 90.
• Say on Climate: Having positioned itself at the forefront of its industry two years ago
with its ambitious climate strategy, GEA is now shifting up a gear and going a stepfurther. By holding a “Say on Climate” vote, we are actively involving our shareholders
in our transformation to a climate-neutral (net-zero) company, and thereby creating
maximum transparency regarding our climate protection activities. At the Annual General
Meeting in April 2024, GEA will voluntarily present the Climate Transition Plan 2040 to its
shareholders and ask them to approve this plan in an advisory vote. This emphasizes ourrole as a pioneer when it comes to sustainability. GEA is the first member of the DAX
index family (DAX: German stock market index) to hold a “Say on Climate” vote. Further
information can be found starting on page 29.

PEOPLECOMPLIANCE AND
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APPENDIX

In 2023, GEA’s Supervisory Board was regularly informed by the full Executive Board about
the development and implementation of the climate strategy, climate-related opportunities
and risks and the preparation of the Climate Transition Plan 2040. In March 2024, the Super­visory Board approved the Climate Transition Plan 2040 drawn up by the Executive Board.
Climate-related opportunities and risks at the different levels of the group hierarchy are
analyzed by the Risk Assessment and Advisory Committees (RAACs). More information canbe found in the “Opportunity and risk management” chapter.

Strategy
GEA will be affected by the impact of climate change in the form of physical (including
thunderstorms and rising sea levels, storm surges and precipitation stress) and transitory(including political and legal) risks. Equally, however, we will benefit from new market
opportunities in connection with the decarbonization of the global economy. To deepen our
proper understanding of the relevant climate-related opportunities and risks as well as totest the resilience of our strategy, GEA has analyzed scenarios for different time horizons.
The scenario analysis was first conducted in 2022 with the involvement of a cross-functionalteam and based on external sectoral scenarios and studies. In 2023, these scenario analyses
were updated and applied to additional GEA locations. This involved assessing the impact
along the entire value chain, from procurement (such as steel, for example, as well as other
upstream activities like logistics and distribution for raw materials and services) to markets(for example, downstream activities such as the use phase of our products, including theneed for life cycle assessments and the introduction of circularity) in order to determine themarket potential.

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Scenario analysis
Time frame
In our overarching analysis of climate-related opportunities and risks, we
distinguish between different time horizons comprising short-term (upto 2030), medium-term (up to 2040) and long-term (up to 2050)
analyses. In our scenario analyses, we focused primarily on the mediumand long-term time horizons. Both horizons are consistent with GEA’s
2040 Net Zero target as well as with regulatory requirements surrounding
decarbonization that have a significant impact on transitory risks andgenerally cover the period up to 2050. At the same time, this time horizon
fits well with the specific nature of physical climate change risks, which
will increasingly crystallize over medium- to long-term time frames. Mostestablished scenarios cover a period up to at least 2050.
Selection of scenarios and key messages
GEA has gone beyond the TCFD recommendation and conducted ananalysis with three (rather than two) temperature scenarios that depict
very different development paths in relation to climate change. One
focuses on successfully transforming the economy, thereby limiting
global warming to a maximum of 1.5°C compared with the pre-industrial
era, in line with the goals of the Paris Climate Agreement, and thereby
also curbing the increase in physical climate hazards. The second
assumes limited success in transformation and adoption of additional
climate policies, leading to a further increase in global temperatures by
2.7°C and significant physical climate hazards. The third assumes acontinuous rise in greenhouse gas emissions until 2100, leading to afurther increase in global temperatures by 4.3°C and therefore to the
maximum potential impact of physical climate hazards.

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Table 1: Key features of the selected IEA transition scenarios
IEA NZE 2050

IEA Stated Policies

General scenario characteristics

A normative scenario that specifies a tailored pathway
for the global energy sector to achieve net-zero CO2emissions by 2050. The scenario considers solely
energy-related emission reductions to achieve thetargets. It corresponds to the highest ambition levelof the Paris Climate Agreement to limit global warming
to 1.5°C.

An exploratory scenario according to current policy
frameworks, based on a sectoral assessment of specificpolicies already in place (e.g., nationally determined
contributions), as well as policies announced by governments worldwide and reflected in official targets andplans. This scenario reflects global warming by 2.7°C.

Underlying reports

IEA (2021): Net Zero by 2050.
A Roadmap for the Global Energy Sector

IEA (2017): Energy Technology Perspectives
IEA (2021): World Energy Outlook 2021

Core scenario narratives and impact drivers

Macroeconomic assumption: economic growth (GDP USD 320 trillion) andpopulation growth to 9.7 billion people by 2050

Political/Regulatory

Sharp increase in CO2 costs for fossil fuels(USD 200–250/ton CO2 by 2050).

Moderate increase in CO2 costs for fossil fuels(USD 50–95/ton CO2 by 2050).

Technologies and Markets

Transition to low-carbon technologies and strong
demand for low-carbon products. Lower coal demandalso affects the raw materials market (e.g. in steel
production).

Delayed transition from fossil fuel-based technologies
and products to renewable energies.

The share of renewable energies in electricity generation reaches a global average of 88 percent by 2050.
System boundaries

The share of renewable energies in electricity generation
reaches a global average of 60 percent by 2050.

Focus on energy-related sectors (very limited information relevant to food sector), limitations apply in terms ofdata availability and granularity.

Source: International Energy Agency (IEA)S U S TA I N A B I L I T Y R E P O R T 2 02 3

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Table 2: Most important characteristics of the selected IPCC scenarios
RCP 2.6/SSP1-2.61
Generalscenario characteristics

RCP 4.5/SSP2-4.51

IPCC scenario corresponding to the ambition level Temperature increase by approx. 2.7°C
to limit the temperature increase to well below 2°C.
This scenario describes a medium emissions pathThe scenario describes a pathway in which
way in which maximum greenhouse gas emissions
significant reductions in emissions would occur as are reached around 2040. Emissions then decline atearly as the 2020s. In this scenario, the emissions a constant rate in the following years.
balance would already be net negative before theend of the 21st century.

RCP 8.5/SSP 51
Business-as-usual scenario without significant
climate mitigation measures, which assumes atemperature rise of 4.3°C.
The RCP 8.5 projection describes a pathway withhigh greenhouse gas emissions. In this scenario,
greenhouse gas emissions continue to grow until
2100. It assumes that no net-zero greenhouse gas
emissions will be achieved up to the end of the
century.

Underlying reports (by way of
example)Climate Change 2021: The Physical Science Basis. Working Group I Contribution to the IPCC Sixth Assessment Report

Core scenario narratives andimpact drivers

Moderate changes in the frequency ofclimate-related physical hazards.
Although this scenario is associated with strong
decarbonization, the impact of climate-related
hazards such as floods or tropical cyclones would
still increase.

System boundaries

Compared with the RCP2.6 scenario, the impacts
In this scenario, the effects of physical climateof this scenario would be significantly greater due to hazards would be felt to the maximum. This is
the higher intensity of the physicalattributable to the projected continuous growth inhazards that occur.
greenhouse gas emissions.
This refers to not only acute but
also to chronic physical hazards.

The effects of both acute and chronic physicalclimate hazards are assessed to be very high.

Global mean sea level rise of
44 cm by 2100.

Global mean sea level rise of
56 cm by 2100.

Global mean sea level rise of
84 cm by 2100.

Extreme heat events would increaseby a factor of 4.8.

Extreme heat events would increaseby a factor of 7.2.

APPENDIXThe International Energy Agency’s (IEA) Net Zero Emissions (NZE) 2050
scenario was selected as the dominant scenario to examine potential
transitory risks of a 1.5°C increase in global temperatures. It was supple­
mented by selected studies, especially for the agricultural sector, which
is not covered by the energy-focused IEA scenarios2. In addition, GEA
took account of the IEA’s Stated Policies scenario to assess the transitory
impacts of 2.7°C global warming.
In 2023, the RCP8.5 Intergovernmental Panel on Climate Change (IPCC)
temperature pathway scenario was used as the dominant scenario to
examine the potential physical impacts of climate change at 4.3°C global
warming. For comparison purposes, we used the IPCC’s RCP2.6 and
RCP4.5 scenarios, which respectively reveal the physical risks in a world
with successful global warming mitigation consistent with the goals of
the Paris Agreement and a world where success in transformation islimited and additional climate policy measures are adopted.
The tables 1 and 2 summarize the most important messages of the IEA
and IPCC scenarios for medium- to long-term time horizons.

In particular, short- and medium-term physical climate hazards are subject to a measure of uncertainty and are of limited use in terms offinancial quantification, since climate science usually considers periods of 30 years.

Source: Intergovernmental Panel on Climate Change (IPCC)

1) RCP: Representative Concentration Pathways, SSP: Shared Socioeconomic Pathways
2) See, among others, BCG (2021): Food for Thought: The Protein Transformation.

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System boundaries of the scenario analysis
In conducting the scenario analysis, GEA ensured comprehensive
coverage of the most important business activities along the entire value
chain, including the key supplier industries and sourcing countries, therelevant production locations and countries as well as the key customer
markets per operating business. All of these activities were assessed forrelevant climate-related impacts.
Categories of risks and opportunities
We followed the TCFD classification with regard to the risk and oppor­
tunity categories we examined:• Transitory risks were divided into the categories of political and legalrisks, technology, market and reputation.
• In terms of physical risks, we make a distinction between acute andchronic risks. Acute risks arise from event-driven hazards, whereas
chronic risks relate to long-term climate change. We analyzed
climate-related hazard types; chronic risks include rising sea levels
and, indirectly for all hazard types, rising temperatures, while acuterisks include severe thunderstorms, storm surges, tropical cyclones,
tornadoes, floods, droughts, heat waves and wildfires.
• The potential opportunities were classified into the dimensions ofresource efficiency, energy sources, products and services, markets,and resilience.
Approach for identifying and assessing opportunities and risks
In the first step, GEA conducted a qualitative analysis of a 1.5°C, a 2.7°C
and a 4.3°C scenario. This aimed to answer the question of what typesof climate risks and opportunities could lead to significant impacts along

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our entire value chain in 2030 and 2050. For transitory impacts, we
assessed the potential impact on the value chain of key scenario
assumptions and influencing factors, such as CO2 and energy costs,
technology plans and market development. This took into accountpurchasing volumes and countries of origin, energy consumption profiles
and cost structures of our production sites as well as key target markets.
The links in the value chain with potentially the highest physical risk wereidentified on the basis of physical risk profiles of those countries that are
relevant for GEA Group’s purchasing, production and sales activities.
Taking into account hazard-related frequency change, we identified
China, India, Germany and the USA as the countries relevant to us that
could potentially be most affected by physical risks such as tropical
cyclones, tornadoes, rising sea levels, storm surges and flooding. The
analysis revealed that the focus of quantifying climate-related impacts
should be on our production sites, as this is where the greatest potential
losses are expected to occur.

APPENDIXa sensitivity analysis, we considered various growth rates for the protein
market from recognized studies depending on the regulatory environ­ment, consumer behavior and technological development. The growth
rates resulting from these external insights were combined with GEA’s
2022 revenue in alternative food and protein applications. The third indepth analysis on transitory impacts focused on demand changes in theheat pump market, with future scenario-based growth rates applied to
GEA’s current revenue for both scenarios. Subsequently, both the risks
and opportunities resulting from the in-depth analysis were comparedwith GEA management’s assessment.

In a second step, we performed an in-depth analysis of the opportunities
and risks identified in order to assess and quantify the potential financial
impact. For transitory risks, the first in-depth analysis focused on steel
purchasing and the associated changes in production costs in relation todifferent steel production routes (primary and secondary) for all
scenarios. Based on GEA’s cost and purchasing structure for steel, thepotential financial implications were derived, allowing for the sectorrelated climate scenarios. To investigate our potential market andproduct opportunities in the alternative proteins (new food) market withS U S TA I N A B I L I T Y R E P O R T 2 02 3

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APPENDIX

The identified and assessed risks and opportunities are presented in the following respective dominant scenarios.

The three most significant climate-related transitory risks and opportunities in the 1.5°C scenario
Possible risks in a 1.5°C scenario

Possible opportunities in a 1.5°C scenario

Possible risks or opportunities
for GEA identified in a 1.5°C scenario(1) Rising steel prices(2) Growth market for alternative proteins(3) Growth market for industrial refrigeration and heat generation

TCFD risk or opportunity category

Political and legal risks
Technology
MarketMarkets
Products and services

Markets
Products and services

Description of relevant risk andopportunity drivers in a 1.5°C scenario

The procurement costs for steel could increase due to alternative
steelmaking methods for “green steel”, e.g., with hydrogen-based furnaces
or electric arc furnaces.

Socioeconomic impacts such as population and economic growth, as well as
increased demand due to political measures, changes in consumer behavior
and product innovation, could more than double global demand for protein
products by 2035, leading to a market share of alternative protein products
derived from plants, microorganisms and animal cells (from precision
fermentation) of more than 20 percent1.

The general global rise in demand for heat, technological progress and a
regulatory framework to promote heat pumps as a climate-friendly way ofgenerating heat are leading to a significant increase in the share of heatpumps in the supply of heat in process and district heating.

Time points observed

2030 and 2050

2025 and 20351,2

2030 and 2050

Methodology for deriving potential
financial impacts in a 1.5°C scenario andunderlying assumptions

Potential financial impacts were derived based on GEA’s cost and purchasing
structure for steel in combination with the climate scenario, which takes into
account the development of CO2 costs and changes in steel production
routes for different regions and time horizons. This assumed constantdemand for steel. Strategic measures by GEA that would, for example,
increase the share of climate-neutral steel were not taken into account.

Since the IEA does not focus on the agricultural sector, both food market
growth and alternative protein market size were taken from studies to allow asensitivity analysis to be performed. A breakdown of regional sales was used
to model regional demand trends. The sensitivity analysis reflected the impact
of different proportions of alternative protein products on the market in the
results. Strategic measures by GEA that would, for instance, increase themarket share for new food were not taken into account.

We used the IEA’s net-zero emissions scenario to model overall growth inindustrial demand for heat through 2050, and combined it with GEA’s
breakdown of current heat pump sales. Strategic measures by GEA that would,
for example, increase the market share for heat pumps were not taken into
account.

Possible financial impact in a 1.5 °C scenario(presentation of pure scenario effects without
considering any management decisions by GEA)

Potential additional annual costs for the GEA Group (non-cumulative)
compared with base year 2022
2030: EUR 5–10 million
2050: EUR 1–5 million

Range of potential additional annual revenue (non-cumulative)
compared with base year 20223:
2025: EUR 25–100 million
20351: EUR 350–750 million

Range of potential additional annual revenue (non-cumulative)
compared with base year 20223:
2030: EUR 50–75 million
2050: EUR 125–175 million

Despite declining costs for coal in conventional steelmaking, the overall costof steel production is rising due to the impact of the price of CO2 and theintroduction of new low-carbon technologies, such as carbon capture andstorage (CCS), especially by 2030. For GEA, this could be reflected in
temporarily higher procurement costs. Due to the market maturity ofalternative steelmaking technologies after 2030, this effect declines in the
period up to 2050.

If GEA continues to enjoy the same market share in the growth of the market
for alternative protein products, further revenue growth could be achieved by2025 or 2035.

If GEA continues to enjoy the same market share in the growth of the market
for heat pumps, further revenue growth could be achieved by 2030 or 2050.

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APPENDIX

Possible risks in a 1.5°C scenario

Possible opportunities in a 1.5°C scenario

Assessment of the probability of occurrence4

2050: Possible

2035: Probable

2050: Probable

Financial assessment of risks/opportunities5

2050: Low

2035: Moderate to significant

2050: Low to moderate

Evaluation by GEA of the results in a
1.5°C scenario

GEA continuously monitors the development of steel prices and also
The new food business has been actively established and further expandedtakes climate change-related changes into account. The steel market
since 2021. GEA is aiming to steadily grow its market share andis currently subject to strong volatility for geopolitical and competitive
increase its revenue above and beyond the scenario results presented above.
reasons, so the scenario effects must be rated as not material. GEA is looking
at sourcing green steel in the context of its “Net Zero 2040” strategy to
reduce supply chain emissions and avoid transitory risks.

GEA is actively expanding the heat pumps business in order to further
increase market share and achieve revenue growth above and beyond thescenario results presented above.

1) BCG (2021): Food for Thought: The Protein Transformation
2) Different scenario period because of the underlying source: BCG (2021): Food for Thought: The Protein Transformation
3) Approximated based on market expectations (study-based) and current GEA market share4) Assessment of probability of occurrence: Unlikely: ≥ 1%–25% | Possible: ≥ 26%–50% | Probable: ≥ 51%–75% | Almost certain: ≥ 76%–100%
5) Financial assessment (EBIT effect): Low: < EUR 20 million | Moderate: EUR 20–< EUR 70 million | Significant: EUR 70–< EUR 120 million | Substantial: ≥ EUR 120 million

With regard to physical risks and the selection of relevant locations, we considered several criteria, including
location-specific revenue and insurance volumes, adequate coverage of business activities and broad
geographical coverage, taking into account various types of hazards such as floods, tropical cyclones or forest
fires. Based on this approach and the preceding qualitative analysis, which identified the most important risk
countries, we identified 13 locations with potentially high physical risks in 2022. To derive the financial impact
for these locations, we first considered property damage, including losses to buildings, inventory and equipment.
Additionally, we included business interruptions due to extreme weather-related events or damage toinfrastructure making production impossible. In 2023, the analysis of physical climate hazards was extended
by six relevant locations. Potential climate-related physical hazards were examined and assessed in the
RCP 8.5 scenario.
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APPENDIX

The three most significant climate-related physical risks in the 2.7°C scenario (corresponding to RCP 4.5)
Potential hazards for GEA identified
in a 2.7°C scenario(1) Flooding(2) Tropical cyclones(3) Rising sea levels

TCFD risk category

Acute physical risk

Acute physical risk

Chronic physical risk

Description of relevant risk andopportunity drivers in a 2.7°C scenario

In a 2.7°C scenario, extreme weather events such as flooding increasein frequency and intensity. This can lead to financial losses and businessinterruptions.

Rising air and ocean temperatures could increase the frequency and severityof tropical cyclones. This could result in further potential damage. Tropical
cyclones occur in tropical and subtropical areas between the latitudes of
5° and 30°.

The increase in average global temperatures and the resulting melting
glacial ice sheets lead to rising sea levels. This risk, in conjunction withpotential flooding, may pose a threat, especially to coastal areas.

Time point observed

2050

2050

2050

Methodology for deriving potential financial
impacts in a 2.7°C scenario and underlying
assumptions

Results are based on a changing frequency of aonce-in-a-century flood for the specific sites. Potential
financial impacts pertain to event-related losses.

Location-specific results were derived from a mean one-minute maximum
wind speed of a once-in-a-century event. Potential financial impacts pertain
to event-related losses.

The location-specific results are composed of a steady rise in sea levels
on the one hand and coastal flooding on the other. The geospecific variableconsidered represents the mean annual water depth in coastal areas. Potential
financial impacts pertain to event-related losses.

Possible financial impact in a 2.7°C scenario(representation of pure scenario effects without
considering any management decisions by GEA)

Assuming that this event occurs in 2050, it could result in a potential revenue
loss of EUR 50–150 million. The locations potentially most affected include,for example, Suzhou (China) and Büchen (Germany).

Assuming that this event occurs in 2050, it could result in a potential revenue
loss of EUR 25–50 million. The locations potentially most affected include,
for instance, Suzhou (China).

Assuming that this event occurs in 2050, it could result in a potential revenue
loss of EUR 10–25 million. The locations potentially most affected include,
for instance, Suzhou (China).

Assessment of the probability of occurrence1

Unlikely

Unlikely

Unlikely

Financial assessment of risks/opportunities2

Low

Low

Low

Evaluation by GEA of the results in a
2.7°C scenario

GEA assesses the existing protection measures at regular intervals and, if
necessary, explores constructing added protection measures such as flood
protection dams in order to minimize the impact of such a scenario.

GEA assesses the existing protection measures at regular intervals and, if
necessary, explores constructing added protection measures such as flood
protection dams and stormproof buildings in order to minimize the impact ofsuch a scenario.

GEA assesses the existing protection measures at regular intervals and, if
necessary, explores constructing added protection measures in cooperation
with the local authorities in order to minimize the impact of such a scenario.

1) Assessment of probability of occurrence: Unlikely: ≥ 1%–25% | Possible: ≥ 26%–50% | Probable: ≥ 51%–75% | Almost certain: ≥ 76%–100%
2) Financial assessment (EBIT effect): Low: < EUR 20 million | Moderate: EUR 20–< EUR 70 million | Significant: EUR 70–< EUR 120 million | Substantial: ≥ EUR 120 million

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APPENDIX

The three most significant climate-related physical hazards in the 4.3°C scenario (corresponding to RCP 8.5)
Potential hazards for GEA identified
in a 4.3°C scenario(1) Tornado(2) Storm surge

TCFD risk category

Acute physical climate hazard

Acute physical climate hazard

Acute physical climate hazard

Description of relevant risk andopportunity drivers in a 4.3°C scenario

In a 4.3°C scenario, extreme weather events such as tornadoes increasein frequency and intensity. This can lead to financial losses andbusiness interruptions. Tornadoes usually occur between the latitudes of
20° and 60°.

Storm surges occur along the coast when constantly high winds generatelarge waves, pushing high levels of water inland. Storm surges are also mademore likely and intensified by higher sea levels. Storm surges can lead tofinancial losses – for example, in the form of damage to buildings – as well as
business interruptions.

The increased frequency and intensity of precipitation stress by way ofheavy rainfall events is most pronounced in a 4.3°C scenario. This can lead tofinancial losses and business interruptions if the heavy rainfall damages
buildings or causes access roads to become impassable.

(3) Precipitation stress

Time point observed

2050

2050

2050

Methodology for deriving potential financial
impacts in a 4.3°C scenario and underlying
assumptions

Results are based on meteorological data. A tornado map assessing the
global situation was used to identify the risk. Potential financial impacts
pertain to event-related losses.

Location-specific results refer to once-in-a-century events, the data basis forwhich also takes into account wind speeds and seabed depth. Potential
financial impacts pertain to event-related losses.

The results are based on a combination of the different parameters related
to heavy rainfall events. The data on precipitation duration, intensity andfrequency is aggregated.

Possible financial impact in a 4.3°C scenario(presentation of pure scenario effects without
considering any management decisions by GEA)

Assuming that this event occurs in 2050, there would be no revenue loss.
The location most at risk is Northvale (USA).

Assuming that this event occurs in 2050, it could result in a potential revenue
loss of EUR 25–50 million. The locations potentially most affected include,
for instance, Suzhou (China).

Assuming that this event occurs in 2050, it could result in a potential revenue
loss of EUR 5–10 million. The locations potentially most affected include,
for instance, Suzhou (China).

Assessment of the probability of occurrence1

Unlikely

Unlikely

Unlikely

Financial assessment of risks/opportunities2

Low

Low

Low

Evaluation by GEA of the results in a
4.3°C scenario

The economic activities at the Northvale location will no longer besignificant for GEA in 2050, as the value-added activities will by then havebeen relocated to another site for other operational reasons.

GEA assesses the existing protection measures at regular intervals and, if
necessary, explores constructing added protection measures such as flood
protection dams and stormproof buildings in order to minimize the impact ofsuch a scenario.

GEA assesses the existing protection measures at regular intervals and, if
necessary, explores constructing added protection measures in cooperation
with the local authorities in order to minimize the impact of such a scenario.

1) Assessment of probability of occurrence: Unlikely: ≥ 1%–25% | Possible: ≥ 26%–50% | Probable: ≥ 51%–75% | Almost certain: ≥ 76%–100%
2) Financial assessment (EBIT effect): Low: < EUR 20 million | Moderate: EUR 20–< EUR 70 million | Significant: EUR 70–< EUR 120 million | Substantial: ≥ EUR 120 million

The material opportunities and risks relating to the GEA Group are presented in the Management Report included in the current
Annual Report as an integral part of the Report on Opportunities and Risks. Taking into account the group’s materiality, the analysisof physical risks in relation to the production locations considered did not reveal any material risks requiring mandatory presentationin the Annual Report because of the low financial impact associated with them.
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The resilience of GEA’s strategy
Maximizing opportunities in the context of decarbonization
while mitigating risks
As part of the scenario analysis and the transformation associated witha 1.5°C world, no material financial risks could be derived for the years
2030 or 2050. GEA’s strategy of net-zero emissions by 2040 is a driverfor greater energy efficiency, a shift to renewable energy and lowcarbon fuels, carbon-neutral purchasing and a “green” product portfolio.
We see this as a key contribution to minimizing our transition risks while
positioning ourselves as a major provider of solutions for a carbonneutral economy. At the same time, the net-zero strategy helps us
counter potential reputational risks or increased financing costs
associated with our climate impacts. With our product portfolio – notably
our offerings in the fields of heat pumps and alternative proteins – we
see fresh market opportunities that will help us grow sustainably in the
coming decades.
Adaptation measures at location level
GEA has forwarded the results of the analysis to the representatives ofthe locations affected by physical risks in the 2.7°C and 4.3°C scenarios.
Based on this, the current risk minimization measures were evaluatedand next steps were defined on how to reduce the risks even better. Thismight include, for example, the installation of additional protective walls
or a more closely knit exchange of information with the relevant
authorities on protection and risk minimization plans already in place.

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APPENDIX

Opportunity and risk management
Analyze current external requirements
As a global company, GEA must keep up with the challenges of anincreasingly complex, fast-moving economic and technological world.
Accelerated globalization and intense international competition meanthat we need to continuously adapt and innovate to ensure the longterm success of our company. Additionally, we face growing regulatory
requirements at both national and international level, particularly in
relation to corporate governance and adherence to financial market
regulations.
In this context, implementation of the TCFD recommendations is a priority
for GEA. The aim of these recommendations is to ensure transparent
reporting of the financial impact of climate change. Compliance with newreporting requirements, such as those specified in the Corporate
Sustainability Reporting Directive (CSRD), is another area of focus. GEA
has established an interdisciplinary working group to effectively tackle
these challenges. This working group coordinated by GEA’s Chief
Sustainability Officer and the Risk & Internal Control Management & Data
Governance department optimizes the processes for identifying,assessing, defining and implementing measures to mitigate climate risks
and leverage climate opportunities within the GEA Group. It also actively
involves Procurement, Production and Sales from the operating andcentral business areas.

For GEA’s business, which is predominantly characterized by multi-year
projects and systems solutions as well as the processes aligned withthem, we use an integrated approach to identifying, assessing,managing, communicating and reducing order risks as well as otheroperational and strategic opportunities and risks within the group. The
aim of our group-wide opportunity and risk management system is to
identify the key opportunities and risks in these core operating businessareas at an early stage, adequately assess the financial impact, identify
the measures to leverage opportunities and minimize risks as well as
inform the relevant decision makers accordingly.
The organization, principles, framework conditions and responsibilitiesof our opportunity and risk management system are set out in a policy
and are based on the international COSO II model.
Feedback loop for managing opportunities and risks in the group
Our opportunity and risk management system is established as a conti­
nuous group-wide, active process that identifies, assesses, manages
and monitors opportunities and risks. Derived from the concept of theopportunity and risk management cycle, the process is an integral
component of GEA’s value-based corporate governance.

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Financial

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Operating

Strategic

Project

COMPLIANCE AND
G OV E R N A N C E

PEOPLE

Sustainability

All operating and central business areas as well as GEA subsidiaries withmajority shareholdings are required to review the status of the oppor­
tunity and risk situation every quarter (changes, additions, removal ofopportunities and risks).

Other

Management of TCFD-related risks and opportunities: continuous cycle

The opportunities and risks identified are continuously monitored by“opportunity and risk managers”. In addition, measures are defined andimplemented to leverage opportunities and manage risks.

1. Identification:

2. Evaluation:

Identification of all relevant
opportunities and risks

Ide
nt
ifi

Assignment according to thecause-effect chain

Ev
al

n
tio
ua

Clustering opportunities andrisks by category

n
tio
ca

Determining the amount of potential
reward or loss and probability ofoccurrence according to the current
and target method and analysis ofpossible changes in the opportunity/risksituation over time
Quantification includes informationon the cost of measures and provisions

The risk and opportunity management cycle is a continuous process

en

rin

ge

m

to

ni

Analysis of the maturity ofmeasures to exploit opportunities
and minimize risks

Mo

Ongoing monitoring of establishedrisks and opportunities andidentification of new risks andopportunitiestReporting
4. Monitoring:

g

Ma

na

APPENDIX

3. Management:
Development and implementation of
specific measures or revisions tocurrent measures to exploit
opportunities and manage risks

Opportunity and risk coordinators support the opportunity and risk
managers in their work. They ensure that the tasks arising from theoppor­tunity and risk management processes are performed and that the
management bodies responsible are provided with the relevant oppor­
tunity and risk information in a timely manner.
Risk Assessment and Advisory Committees (RAACs) were introduced toprovide targeted information to the management bodies at the level ofthe various group hierarchies. On the one hand, these interdisciplinary
bodies act as a multiplier to establish a sustainable opportunity and risk
culture in the operating and central business areas. On the other hand,
they ensure that complete and regular, up-to-date reporting is harmo­
nized and optimized.
To identify opportunities and risks, we have defined reporting thresholds
at different group levels (company/business unit/division/lead company),
above which opportunities and risks must be included in regular repor­ting. As part of this process, quantifiable and qualitative oppor­tunities
and risks are systematically recorded and monitored for the current
fiscal year and the medium-term period. In addition, ad hoc reporting is
included when new risks arise or significant changes occur in previously
identified risks. The trigger for an ad hoc report is when a materiality
threshold is exceeded.

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APPENDIX

Enhancement of the opportunity and risk management system
At the same time, the TCFD categories for identifying opportunities andrisks were integrated into the existing GEA categorization model. GEA
has developed seven main categories for aggregating the opportunities
and risks in the GEA Group. The TCFD categories were assigned to themain categories on the basis of their underlying nature and their level ofassociation in the GEA categorization model. Potential financial impacts
are marked with symbols (see graphic).

Our opportunity and risk management has sufficient flexibility for the TCFD categories to be integrated into our model. The
decarbonization of the global economy is thus associated with the following opportunities and transition risks, among others:

Antitrust law

Exchange rates

The opportunity and risk management system is continuously adapted
to new regulatory requirements. In this context, our TCFD working group
expanded the process for identifying and assessing potential long-termclimate risks and opportunities in the reporting period by implementing
qualitative and quantitative scenario analyses.

Corporate liability

More information on opportunity and risk management can be found in the“Opportunity and risk management” section of GEA’s 2023 Annual Report.

Legal & Compliance

Financial

Strategic

Project

MarketLegislative

Products/
technology

Interest rates

Products/
technology

Trends/megatrends

Preliminary costing

Corruption

Funding

Procurement

Portfolio& M&A

Execution

Data protection

Ratings

Supply chain

Changes inregulations

Procurement

Export controls

Taxes

Research &development

Process &structure

Supply chain

Intellectual property

Foreign trade &customs duties

QHSE

Capitalmarkets

Litigationand conflict resolution

Solvency/
payment default

HR

Reputation

Mining & legacy impacts

Accuracy offinancial information

Information technology

Product/
project liability

Operating

Other

Other

Information security

GEA’s extended categorization model including TCFD opportunity and risk categories:
Opportunities:

Resource efficiency

Transitional risks:

Energy sources

Products and services

Markets

Resilience

Political and legal risks

Technology

Markets

Reputation

Physical risks at the location:

Acute

Chronic

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G OV E R N A N C E

APPENDIX

Metrics and targets

GEA’s greenhouse gas balance
In 2023, GEA was responsible for the following
greenhouse gas emissions:
Scope 1:30,869 tons of CO2 equivalent
Scope 2:856 tons of CO2 equivalent(market-based method)
Scope 3:29,298,907 tons of CO2equivalent
A more detailed breakdown of greenhouse gas
emissions and additional climate-relevant data
can be found starting on
page 142.

Climate strategy, transformation plan and status
of target achievement
We have established interim targets in addition to the long-term goal of
net-zero emissions by 2040 at every link in the value chain. Comparedwith the baseline year 2019, we aim to reduce our greenhouse gas
emissions from our own operations (Scope 1 and 2) by 60 percent by
2026 and by 80 percent by 2030. We also aim to reduce our greenhousegas emissions from upstream and downstream activities such aspurchasing and product use by customers (Scope 3) by 27.5 percent by
2030. We defined our climate targets based on the ambitious goal of
limiting global warming to a maximum of 1.5°C and had them successfully
validated by the Science Based Targets initiative. You can find more
“Climate Strategy”
information about our climate strategy in thechapter starting on page 28.
Our Climate Transition Plan 2040 focuses on energy efficiency, switchingenergy sources and the use of renewable energies in our own operations.
Key action areas for successfully achieving our Scope 3 emissions
targets include factoring climate impacts into supplier management andcontinuously improving the energy efficiency of our products. You canfind more information about our Climate Transition Plan 2040 in the“Climate Strategy” chapter starting on page 28 and in our
ClimateTransition Plan 2040.

Linking the remuneration of the Group Executive Board
to GEA’s climate targets
In order to exert a controlling and guiding effect on the achievement ofsustainability targets, in particular climate targets, GEA links the
remuneration of the Group Executive Board and other executives to thedegree of target achievement. The strategic goals that determine the LTI
2023 are, first, the reduction of greenhouse gas emissions and, second,
organic revenue growth. The strategic goals thus support the target set
by GEA itself as part of its climate strategy of reducing its own
greenhouse gas emissions along the entire value chain to Net Zero by2040.
You can find more information about the rules governing the remuneration“Corporateof the Executive Board and other executives in thegovernance” chapter starting on page 133 as well as in GEA’s 2023
Annual Report.

The status of target achievement with regard to greenhouse gas
emissions from the company’s own operations (Scope 1 and 2) can befound in the“Responsible Operations” chapter starting on page 60
and in the
Appendix starting on page 142. The status of target
achievement with regard to greenhouse gas emissions from upstream
and downstream operations (Scope 3) can be found in the
Appendix
starting on page 142.

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Appendix

Sustainable
Development Goals

PEOPLECOMPLIANCE AND
G OV E R N A N C E

APPENDIXNo Poverty

Page

xx
End poverty in all its forms everywhere.

78 – 80, 83 – 85

Zero Hungerxx

End hunger, achieve food security
and improved nutrition and promotesustainable agriculture.

46 – 48

Good Health and Well-Being		

Ensure healthy lives and promote
well-being for all at all ages

44, 46, 47, 49, 65 – 68,
70 – 73, 109, 110

Quality Education
The 17 Sustainable Development Goals (SDGs) are political objectives of the United Nations.
They serve to ensure economically, ecologically and socially sustainable development
worldwide and entered into force on January 1, 2016 for a term of 15 years (up to 2030). The
17 goals of the 2030 Agenda are directed at states, civil society, business, science andevery individual. For more information on the SDGs, visit https://sdgs.un.org/goals.

xx

Ensure inclusive, equitable and highquality education and promote lifelong
learning opportunities for all.

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Gender Equalityxx

Achieve gender equality
and empower all women and girls.

S U S TA I N A B L E S O L U T I O N SPageR E S P O N S I B L E O P E R AT I O N SPEOPLE

Industry, Innovation and Infrastructurexx
93, 96 – 99

Build resilient infrastructure, promote
inclusive and sustainable industrializationand foster innovation.

COMPLIANCE AND
G OV E R N A N C E

Page

21, 37, 38, 52, 58, 59,
64, 65, 88, 90, 91

Life Below Water

xx

Clean Water and Sanitation		

Reduced Inequalities

Life on Land

xx

xx

xx

Ensure availability and sustainable
management of water and sanitation
for all.

39, 43 – 46, 65,
66, 68, 88

Reduce inequality within andamong countries.

Affordable and Clean Energy

Responsible Consumption and Production

xx

xx

Ensure access to affordable, reliable,
sustainable and modern energy for all.

58, 59, 64, 65, 148

Decent Work andEconomic Growthxx

Promote sustained, inclusive andsustainable economic growth, full andproductive employment and decent
work for all.

Ensure sustainable consumption andproduction patterns.

77 – 85, 96 – 100

xx

Page

Conserve and sustainably use the oceans,seas and marine resources for sustainable
development.

29 – 35, 60 et seq.,
148 et seq.

Protect, restore and promote sustainable
use of terrestrial ecosystems, manage
forests sustainably, combat desertification,
halt and reverse land degradation and halt
biodiversity loss.

65 – 68

Peace, Justice and Strong Institutions
Promote peaceful and inclusive societies
for sustainable development, provide
access to justice for all and build effective,
accountable and inclusive institutions at
all levels.

44 – 46, 48,
52 – 54, 66

Climate Action

17, 19, 20, 33, 70, 73,
79 – 85, 102 – 105,
108 – 110APPENDIX

77 – 85, 112 et seq.

Partnerships for the Goals

Take urgent action to combat climatechange and its impacts.

29 – 35, 37 – 39,
44 – 47, 58 – 65,
148 et seq.

xx

Strengthen the means of implementation
and revitalize the global partnership forsustainable development.

20, 21, 77 – 82, 88

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G OV E R N A N C E

APPENDIX

Appendix

Linking SASB and GRI
Standards

GEA sustainability reporting is carried out in accordance with the standards of the Global
Reporting Initiative (GRI). Some of GEA’s key stakeholders also use SASB standards. The
Sustainability Accounting Standards Board (SASB) is a non-profit organization founded todevelop standards for sustainability reporting. GRI and SASB Standards have different
objectives and are based on different assumptions with regard to materiality. The twoorganizations have published a joint guide to share the experience of using both sets ofstandards. The two standards complement rather than replace each other. GRI supports
broad and comprehensive disclosure of the impacts of organizations and SASB focuses ona subset of the financially material issues. The combined application of both standards canprovide a holistic picture of corporate performance by bringing sustainability and financial
information closer together. According to the SASB Standards, GEA is in the “Resource
Transformation Sector”; the applicable industry standard is “Industrial Machinery & Goods”.
For more information on the SASB Standards, please visit https://www.sasb.org/
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G OV E R N A N C E

APPENDIX

Linking SASB and GRI Standards
Topic

SASB Accounting Metric

Unit of Measure

Code

Note

GRI Standard(s)PageEnergy Management(1) Total energy consumed,(2) percentage grid electricity,(3) percentage renewable

Gigajoules (GJ),
percentage (%)

RT-IG-130a.1

GEA discloses total energy consumption, thereof electricity, and thereof
electricity from renewable sources. Furthermore, we disclose information
on direct and indirect energy-related and other indirect greenhouse gas
emissions (Scope 1–3)

GRI 302-1–5

39, 42, 53,
64, 65, 144

Employee Health & Safety(1) Total recordable incident rate (TRIR),(2) fatality rate, and (3) near miss frequency rate
(NMFR)

Rate

RT-IG-320a.1

In addition to the number of occupational accidents resulting in lost time
or fatalities, we report on the accident frequency and severity rates as wellas the rate of other incidents.

GRI 403-1–9

70 – 74, 56,
83, 84, 109,
110, 141

Fuel Economy and Emissions
in Use Phase

Sales-weighted fleet fuel efficiency formedium- and heavy-duty vehicles

Gallons per
1,000 ton-miles

RT-IG-410a.1

GRI 302-1–2, GRI 305-7

64, 65, 144

Sales-weighted fuel efficiency for non-road equipment

Gallons per hour

RT-IG-410a.2

Sales-weighted fuel efficiency for stationary generators

Watts per gallon

RT-IG-410a.3

Sales-weighted emissions of: (1) nitrogen oxides (NOₓ)
and (2) particulate matter (PM) for: (a) marine diesel
engines, (b) locomotive diesel engines, (c) on-road
medium- and heavy-duty engines, and (d) othernon-road diesel engines

Grams perkilowatt-hour

RT-IG-410a.4

The majority of GEA’s machines and facilities are powered by electricity. Dueto the wide variety of components and processes and notably the need togather comprehensive operating data outside the company’s own sphere of
influence, it is not possible to obtain concrete global evidence of the entire
product and service portfolio’s climate footprint during its use phase. That is
why we are working on extensions to climate reporting and carrying out
internal projects to quantify greenhouse gas emissions along the entire
value chain (Scope 1 and 2 as well as Scope 3, upstream/downstream).
Additionally, in accordance with established standards such as the Avoided
Emissions Framework, we rely on the concept of “Avoided Emissions”.
Avoided emissions result from the effect of a product on greenhouse gas
emissions compared with the baseline situation without that product.

Materials Sourcing

Description of the management of risks associatedwith the use of critical materials

Discussion andanalysis

RT-IG-440a.1

GEA discloses local procurement as a percentage of total volume
and detailed information about conflict minerals.

GRI 308, GRI 414

77 – 79,
82 – 85

Remanufacturing
Design and Services

Revenue from remanufactured products andremanufacturing services

Reportingcurrency

RT-IG-440b.1

In certain cases, we already offer to take back our products to refurbish
them for additional years of operation. From 2026, the offer of reuse will also
apply to selected service parts.

For general information on
the subject, see
Sustainable Solutions chapter

52 – 55

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C L I M AT E S T R AT E GYCOMPLIANCE AND
G OV E R N A N C E

PEOPLE

APPENDIXGRI 102-44
This overview shows which stakeholder groups found which topics most important:
Stakeholder group assessment of topic materiality

Investors

Customers

IndustryNGOs/
civil society

CO2 emissions & decarbonization

•

•

•

•

Energy consumption•

Waste management••

Water consumption

•

•

•
•

Wastewater management
Green logistics & transportation

•

•

•

•

Circular economy•

Product stewardship

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•
•

•

Occupational health & safety•••

Human rights
Diversity, inclusion & equal opportunity

Employees••

Sustainable innovation & products

Sustainable procurement

Sustainability
experts(scientists,
consultants)

•

•
•
•

•

•

Talent acquisition & retention•

Training & talent development•

Business ethics & corporate responsibility••

Data protection & information security

•

•

•
•

•
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G OV E R N A N C E

APPENDIX

Appendix

GRI content index
Statement of use
GEA has reported the information cited in this GRI content index for the period 01/01/2023 – 12/31/2023 inaccordance with the GRI Standards. The index indicates which indicators we address in the report and on which
report page this information can be found.

GRI version used GRI 1: Foundation 2021

GRI STANDARD

Disclosure

GRI 2:
General Disclosures 2021

2-1

Organization details

Page/Comment
Annual reportGRI STANDARD

Disclosure
2-8Workers who are not employees

119, 121, 139, 141, annual report

Page/Comment

2-2

Entities included in the organization’ssustainability reporting

Annual report

2-9

Governance structure andcomposition

139, annual report

2-3

Reporting period, frequency andcontact point

137, 166, 175

2-10Nomination and selection of thehighest governance body

Annual report2-4

Restatements of information

No corrections or restatements were made in
the reporting period. Any corrections orrestatements are reported at www.gea.com.

2-11

Chair of the highest governance body135, annual report

2-12

External assurance

The Sustainability Report has not beenexternally audited.

Role of the highest governance body inoverseeing the management of impacts

130, 135, annual report

2-5

2-13

Activities, value chain and otherbusiness relationships

6-12, 41, 42, 52, 55, 75-85, annual report

Delegation of responsibility for
managing impacts

117, 120, 122-124, 130-132, 148, annual report

2-6

2-14

136

2-7

Employees

90-110, 138-141

Role of the highest governance bodyin sustainability reporting

2-15

Conflicts of interest

Annual report

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GRI STANDARD

GRI 3:
Material Topics 2021

C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

Disclosure

R E S P O N S I B L E O P E R AT I O N SPEOPLE

Page/Comment

GRI STANDARD
Economic Performance

COMPLIANCE AND
G OV E R N A N C E

APPENDIX

Disclosure

Page/Comment

2-16

Communication of critical concerns

117-119

2-17

Collective knowledge of the highest
governance body

135

GRI 3: Material Topics 2021

3-3Management of material topics

Annual report

2-18

Evaluation of the performance of thehighest governance body

Annual report

GRI 201:
Economic Performance 2016

201-1

Direct economic value
generated and distributed

Annual report

2-19

Remuneration policies

32, 106, 107, 133, 134, 160

201-2

153-156

2-20

Process to determine remuneration

134, annual report

Financial implications
and other risks and opportunities
due to climate change

2-21

Annual total compensation ratio

Annual report

201-3

Defined benefit pension plan
obligations and other retirement plans

Annual report

2-22Statement on sustainable
development strategy

19-24, 29-35, 38, 121, 122, 149

201-4

Financial assistance received
from government

Information about financial support is
not published.

2-23

Policy commitments

24, 79, 80, 84, 85

2-24

Embedding policy commitments

20-24, 79, 84, 85, 93, 113, 116, 130-132,
annual report

2-25

Processes to remediate
negative impacts

113, 118, 119, 120

2-26

Mechanisms for seeking
advice and raising concerns

118, 1192-27

Compliance with laws
and regulations

118, 120, 121, 124, 146

2-28

Membership associations

20, 21, 77, 116

2-29

Approach to stakeholder
engagement

4, 13, 19-22, 25, 29, 30, 32, 51-53, 55, 56, 63,
64, 66-68, 72, 73, 75-77, 116, 148-164

2-30Collective bargaining agreements

100, 106

3-1

Process to determinematerial topics

25, 26

3-2

List of material topics

25, 165

3-3Management of material topics

25, 26, 130-132, 135, 157-159

Market Presence
GRI 3: Material Topics 2021

3-3Management of material topics

Annual report

GRI 202:
Market Presence 2016

202-1

Ratios of standard entry-level wage
by gender compared to local
minimum wage

106, 107202-2

Proportion of senior management
hired from the local community

Data is not collected.

GRI 3: Material Topics 2021

3-3Management of material topics

Annual report

GRI 203:
Indirect Economic
Impacts 2016

203-1

Infrastructure investments andservices supported

Annual report203-2

Significant indirect economic
impacts

This information is not being published.

Indirect Economic Impacts

Procurement Practices
GRI 3: Material Topics 2021

3-3Management of material topics

81, 82, 85

GRI 204:
Procurement Practices 2016

204-1

Proportion of spending on local
suppliers146

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C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

Disclosure

R E S P O N S I B L E O P E R AT I O N S

Page/Comment

Anti-corruption

PEOPLEGRI STANDARDCOMPLIANCE AND
G OV E R N A N C E

APPENDIX

Disclosure

Page/Comment

Materials

GRI 3: Material Topics 2021

3-3Management of material topics

116-121

GRI 3: Material Topics 2021

GRI 205:
Anti-corruption 2016

205-1

Operations assessed forrisks related to corruption

121

GRI 301:
Materials 2016

205-2

Communication and training aboutanti-corruption policies and procedures

120

205-3

Confirmed incidents of corruption
and action taken

119

GRI 3: Material Topics 2021

3-3Management of material topics

116-121

GRI 206:
Anti-competitive
behavior 2016

206-1

Legal actions for anti-competitive
behavior, anti-trust andmonopoly practices

119

GRI 3: Material Topics 2021

3-3Management of material topics

Annual report

GRI 207:
Taxes 2019

207-1

Approach to tax

The topic of taxes is a key element of responsible corporate management, with which organizations make a contribution to the economies of
the countries in which they operate. We pursue
a clear and transparent tax strategy, whereby
profits are taxed in the countries in which they
are generated (see also the Corporate Governance Statementin the Annual Report 2023).
The most important stakeholders - in particularcustomers and investors - do not consider theissue of taxes at GEA as material. According to
the German Commercial Code (HGB), thisimmateriality is due to the fact that the issue oftaxes has no impact on non-financial matters
and/or there is no business relevance.

207-2

Tax governance, control andrisk management

Annual report

207-3

Stakeholder engagement andmanagement of concerns related to tax

Annual reportCountry-by-country reporting

Data is not collected.

207-4Management of material topics

50, 52-54, 130-132

301-1

Materials used by weight or volume

Data is not collected.

301-2

Recycled input materials used

54
A breakdown of the total weight into renewable
and non-renewable materials is not yet possible
for the Group as a whole. In the future, we
intend to continuously increase the use ofrenewable materials and integrate their use into
our calculation methods.

301-3

Reclaimed products and theirpackaging materials

53-55

GRI 3: Material Topics 2021

3-3Management of material topics

61, 62, 130-132, 138

GRI 302:
Energy 2016

302-1

Energy consumption within
the organization

64, 144

302-2

Energy consumption outside
the organization

64, 144

302-3

Energy intensity

144

Anti-competitive behavior

Taxes

3-3

Energy302-4

Reduction of energy consumption

64, 65302-5Reductions in energy requirements ofproducts and services

39, 42, 53, 64

GRI 3: Material Topics 2021

3-3Management of material topics

61, 65, 66, 130-132, 138

GRI 303:
Water and Effluents 2018

303-1

Interactions with water as ashared resource

65, 66, 68, 88

303-2

Management of water
discharge-related impacts

66

Water and Effluents

303-3

Water withdrawal

65, 66, 144

303-4

Water discharge

66

303-5

Water consumption

66, 144

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C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

Disclosure

R E S P O N S I B L E O P E R AT I O N S

Page/Comment

Biodiversity

PEOPLECOMPLIANCE AND
G OV E R N A N C E

GRI STANDARD

APPENDIX

Disclosure

Page/Comment

Waste

GRI 3: Material Topics 2021

3-3Management of material topics

61, 67, 130-132, 138

GRI 3: Material Topics 2021

3-3Management of material topics

61, 66, 138

GRI 304:
Biodiversity 2016

304-1

Operational sites owned, leased,managed in or adjacent to protectedareas and areas of high biodiversity
value outside protected areas

68

GRI 306:
Waste 2020

306-1

Waste generation and significant
waste-related impacts

66, 145

306-2

66

304-2

Significant impacts of activities,
products and services on biodiversity

67-68

Management of significant
waste-related impacts

306-3

Waste generated

66, 145

304-3

Habitats protected or restored

67-68

306-4

Waste diverted from disposal

145

304-4

IUCN (International Union forConservation of Nature)
Red List species and national
conservation list species with habitats
in areas affected by operations

67-68

306-5

Waste directed to disposal

67, 145

GRI 3: Material Topics 2021

3-3Management of material topics

78-82, 85, 130-132

GRI 308:
Supplier Environmental
Assessment 2016308-1

New suppliers screenedusing environmental criteria

82, 83, 85

308-2

Negative environmental impacts inthe supply chain and action taken

77-79, 84

GRI 3: Material Topics 2021

3-3Management of material topics

93, 130-132

GRI 401:
Employment 2016

401-1

New employee hires andemployee turnover

94, 139, 140

401-2

Benefits provided to full-time
employees that are not provided totemporary or part-time employees

Company benefits are offered to all employees,
whether full-time, part-time or temporary.

401-3

Parental leave

105

GRI 3: Material Topics 2021

3-3Management of material topics

93, 130-132

GRI 402:
Labor/Management
Relations 2016

402-1

Minimum notice period regarding
operational changes

The legally prescribed deadlines are met.

Supplier Environmental Assessment

Emissions
GRI 3: Material Topics 2021

3-3Management of material topics

26, 61, 62, 130-132, 138

GRI 305:
Emissions 2016

305-1

Direct (Scope 1) GHG emissions

63, 64, 142, 143, 160

305-2

Energy indirect (Scope 2)
GHG emissions

63, 64, 142, 143, 160

305-3

Other indirect (Scope 3)
GHG emissions

63, 142, 160

305-4

GHG emissions intensity

143

305-5

Reduction of GHG emissions

16, 17, 21, 30, 33-35, 37-39, 42-45, 47, 48, 52,
55, 58, 59, 64, 65, 68, 83, 148

305-6

Emissions of ozone-depleting
substances65, 144

Nitrogen oxides (NOₓ), sulfur
oxides (SOₓ), and other significant
air emissions

65, 144305-7

Employment

Labor/Management Relations

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C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

Disclosure

R E S P O N S I B L E O P E R AT I O N S

Page/Comment

Occupational Health and Safety

PEOPLECOMPLIANCE AND
G OV E R N A N C E

GRI STANDARD

APPENDIX

Disclosure

Page/Comment

Diversity and Equal Opportunity

GRI 3: Material Topics 2021

3-3Management of material topics

70-73, 130-132, 138

GRI 3: Material Topics 2021

3-3Management of material topics

93, 130-132

GRI 403:
Occupational Health and Safety
2018

403-1

Occupational health andsafety management system

70, 72, 74, 138

405-1

Diversity of governance bodies
and employees

96-99

403-2

Hazard identification, risk assessment
and incident investigation

73

GRI 405:
Diversity andEqual Opportunity 2016405-2

Ratio of basic salary andremuneration of women to men

97, 106

403-3

Occupational health services

71

Non-discrimination

403-4

Worker participation, consultation andcommunication on occupational healthand safety

73, 109, 110

GRI 3: Material Topics 2021

3-3Management of material topics

79, 85, 93, 117, 130-132

GRI 406:
Non-discrimination 2016406-1

Incidents of discrimination andcorrective action taken

Data is not collected.
118, 146

403-5

Worker training on occupational
health and safety

72

403-6

Promotion of worker health

109, 110403-7

Prevention and mitigation ofoccupational health and safety impacts
directly linked by business relationships

56, 70-73, 83, 84

403-8

Workers covered by an occupational
health and safety management system

The occupational health and safety
management system covers all GEA workplaces.

403-9

Work-related injuries

74, 141403-10Work-related ill health

Data is not collected.

GRI 3: Material Topics 2021

3-3Management of material topics

93, 130-132

GRI 404:
Training and Education 2016

404-1

Average hours of training per year
per employee

404-2

Programs for upgrading employee
skills and transition assistanceprograms
Percentage of employees receiving
regular performance and careerdevelopment reviews

GRI 3: Material Topics 2021

3-3Management of material topics

93, 130-132

GRI 407:
Freedom of Association andCollective Bargaining

407-1

Operations and suppliers in which theright to freedom of association andcollective bargaining may be at risk

77-86, 112-115

Child LaborGRI 3: Material Topics 2021

3-3Management of material topics

80, 85, 130-132

GRI 408:
Child Labor 2016

408-1

Operations and suppliers at significant
risk for incidents of child labor

77-86, 112-115

GRI 3: Material Topics 2021

3-3Management of material topics

80, 85, 130-132

141

GRI 409:
Forced or Compulsory Labor 2016409-1

Operations and suppliers at
significant risk for incidents of forced orcompulsory labor

77-86, 112-115

90, 91, 101-104

Security Practices
GRI 3: Material Topics 2021

3-3Management of material topics

112-115, 130-132

102

GRI 410:
Security Practices 2016

410-1

Security personnel trained in humanrights policies or procedures

112-115, 130-132

Training and Education

404-3

Freedom of Association and Collective Bargaining

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GRI STANDARD

C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

Disclosure

R E S P O N S I B L E O P E R AT I O N S

Page/Comment

Rights of Indigenous Peoples

PEOPLEGRI STANDARDCOMPLIANCE AND
G OV E R N A N C E

APPENDIX

Disclosure

Page/Comment

Customer Health and Safety

GRI 3: Material Topics 2021

3-3Management of material topics

130-132

GRI 3: Material Topics 2021

3-3Management of material topics

56, 130-132

GRI 411:
Rights of Indigenous Peoples
2016

411-1

Incidents of violations involving rights
of indigenous peoples

No incidents were reported.

GRI 416:
Customer Healthand Safety 2016

416-1

Assessment of the health andsafety impacts of product and service
categories

56

416-2

GRI 3: Material Topics 2021

3-3Management of material topics

130-132

Incidents of non-complianceconcerning the health and safety
impacts of products and services

During the reporting period, no violations withhealth consequences occurred.

GRI 413:
Local Communities 2016413-1

Operations with local community
engagement, impact assessments anddevelopment programs

Data is not collected.

Marketing and Labeling
GRI 3: Material Topics 2021

3-3Management of material topics

56, annual report

413-2

Operations with significant actualand potential negative impacts on local
communities

GEA did not undertake any business activities
that had a negative impact on local communities
during the reporting period. We have the claim
to work in dialog with local communities to reacha mutually beneficial outcome for all.

GRI 417:
Marketing andLabeling 2016

417-1

Requirements for product andservice information and labeling

56

417-2

Incidents of non-complianceconcerning product and service
information and labeling

There were no such violations during thereporting period.

417-3

Incidents of non-complianceconcerning marketing communications

There were no such violations during thereporting period.

GRI 3: Material Topics 2021

3-3Management of material topics

123, 124, 130-132

GRI 418:
Customer Privacy 2016

418-1

Substantiated complaints concerning
breaches of customer privacy andlosses of customer data

124

Local Communities

Supplier Social Assessment
GRI 3: Material Topics 2021

3-3Management of material topics

80, 81, 83, 85, 130-132

GRI 414:
Supplier Social Assessment 2016414-1

New suppliers screenedusing social criteria

82, 83, 85

414-2

Negative social impacts inthe supply chain and action taken

84, 85

GRI 3: Material Topics 2021

3-3Management of material topics

130-132

GRI 415:
Public Policy 2016

415-1

Political contributions

147

Public Policy

Customer Privacy

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C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

R E S P O N S I B L E O P E R AT I O N SPEOPLECOMPLIANCE AND
G OV E R N A N C E

APPENDIXPAI Indicators according to the SFDR (Sustainable Finance Disclosure Regulation) – Index
Mandatory indicators under the SFDR: Climate and other environmental-related indicators#

Category

Indicator

Data requirements

Page/strategy/comment

1

Greenhouse gas emissions

Greenhouse gas emissions

Sum and individual values of scope 1-3 emissions

142-143, chapter climate strategy.

2

Greenhouse gas emissions

Carbon footprint

Scope 1-3 emissions per EUR million EUR

142-143, chapter climate strategy.

3

Greenhouse gas emissions

Greenhouse gas intensity

Scope 1-3 emissions per EUR million revenue

142-143, chapter climate strategy.

4

Greenhouse gas emissions

Companies active in fossil fuel sector

Active: Yes / No6, 8-12, 36-56

5

Greenhouse gas emissions

Share of non-renewable energy
consumption and production

As a percentage of total consumption/total production

144, chapter climate strategy.

6

Greenhouse gas emissions

Energy consumption intensity

Energy consumption in GWh per EUR million of revenue

144, chapter climate strategy.

7

Biodiversity

Activities negatively affecting biodiversity-sensitive areas

Activities existing: Yes / No

67-68: As part of the risk assessment of all sites carried out in the reporting year, two sites with ahigh biodiversity risk potential were identified, which must develop and implement a biodiversity strategy
until the third quarter of 2024.

8

Water

Emissions to water

Tonnes of emissions to water

65-66, 144, analysis in progress.

9

Waste

Hazardous waste and radioactive waste ratio

Tonnes of hazardous waste generated

66-67, 145

Mandatory indicators under the SFDR: Social and employee, respect for human rights, anti-corruption and anti-bribery matters#

Category

Indicator

Data requirements

Page/strategy/comment

10

Social and employee matters

Violations of UN Global Compact principles and Organisation for
Economic Cooperation and Development (OECD) Guidelines
for Multinational Enterprises

Violations: Yes / No

No, there are no violations.
20, 137: GEA is committed to the ten principles of the UN Global Compact.
The sustainability report also serves as a progress report for the UN Global Compact of the United Nations.

11

Social and employee matters

Lack of processes and compliance mechanisms to monitor
compliance with UN Global Compact principles and OECD
Guidelines for Multinational Enterprises

Lack of processes and compliancemechanisms: Yes / No

No, there is no lack of processes and compliance mechanisms.
20, 79, 84, 85, 137

12Social and employee matters

Unadjusted gender pay gap

Average unadjusted gender pay gap

14, 23, 94, 96, 107: GEA is fully committed to equality, including equality in pay. To this end, we have implemented
mechanisms in many countries to prevent wage differences between genders.

13

Social and employee matters

Board gender diversity

Average ratio of female to male board members

21, 93: Until 2026, 21 percent of the positions in the top three management levels must be filled with women.
In 2023, the figure was 21.1 percent (previous year: 18.6 percent).
139 table "members of the governing bodies and employees by gender"

14

Social and employee matters

Exposure to controversial weapons (anti-personnel mines, cluster
munitions, chemical weapons and biological weapons)

Exposure to controversial weapons: Yes / No (sales /production)

Gea is not active in these sectors.

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C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

R E S P O N S I B L E O P E R AT I O N SCOMPLIANCE AND
G OV E R N A N C E

PEOPLE

APPENDIX

Additional voluntary climate and other environment-related indicators*#

Category

Indicator

Data requirements

Page/strategy/comment

2

Emissions

Emissions of air pollutants

Tonnes of air pollutants equivalent21, 65, 144

4

EmissionsCompanies without carbon emission reduction initiatives

Initiatives/strategies existing: Yes / No

Yes, strategy and initiatives exist. Chapter climate strategy.

5

Energy performance

Breakdown of energy consumption by type of non-renewablesources of energy

Share of energy from non-renewable sources usedbroken down by each non renewable energy source

144

6

Water, waste and material
emissions

Water usage and recycling

1. Amount of water consumed (in cubic meters)
2. Percentage of water recycled and reused66, 144

7

Water, waste and material
emissionsCompanies without water management policies

Water management policies: Yes / No

Yes, existing. 65-66

8

Water, waste and material
emissions

Exposure to areas of high water stress

Sites located in areas of high water stress without awater management policy: Yes / No

Although there are sites located in these areas, these sites have to implement a water strategy until 2026. 65-66*) GEA reports selected, relevant aspects of the voluntary indicators.

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C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

R E S P O N S I B L E O P E R AT I O N SCOMPLIANCE AND
G OV E R N A N C E

PEOPLE

APPENDIX

Additional voluntary indicators for social and employee, respect for human rights, anti-corruption and anti-bribery matters*#

Category

Indicator

Data requirements

Page/strategy/comment

1

Social and employee matters

Companies without workplace accident prevention policies

Prevention policies: Yes / No

Yes, prevention policies exist. Chapter Occupational Health and Safety.

2

Social and employee matters

Rate of accidents

Rate of accidents

74, chapter Occupational Health and Safety.

3

Social and employee matters

Number of days lost to injuries, accidents, fatalities or illness

Number of days lost to injuries, accidents,
fatalities or illness141

4

Social and employee matters

Lack of a supplier code of conduct

Supplier code of conduct exists: Yes / No

Yes, existing. 24

5Social and employee matters

Lack of grievance/complaints handling mechanism
related to employee matters

Lack of mechanism: Yes / No

No lack of mechanism. 118

6Social and employee matters

Insufficient whistleblower protection

Insufficient protection: Yes / No

No insufficient protection. Protection exists. 118

9

Human Rights

Lack of a human rights policy

Lack of a human rights policy: Yes / No

No lack of a human rights policy, human rights policy exists. 112-115

10

Human Rights

Lack of due diligence

Lack of due diligence: Yes / No

No lack of due diligence. 112-115

11

Human Rights

Lack of processes and measures for preventing trafficking
in human beings

Lack of processes and measures: Yes / No

No lack of measures. Non-acceptance of child or forced labor and human trafficking. 112-115

12

Human Rights

Operations and suppliers at significant risk of incidents
of child labour

Significant risk of child labour: Yes / No

No significant risk of child labour. Non-acceptance of child or forced labor and human trafficking. 112-115

13

Human Rights

Operations and suppliers at significant risk of incidents offorced or compulsory labour

Significant risk of incidents of forced or compulsory
labour: Yes / No

No significant risk of incidents of forced or compulsory labour. Non-acceptance of child or forced labor and humantrafficking. 112-115

14

Human Rights

Number of cases of severe human rights issues and incidents

Number of cases

118: There were no reported human rights violations.

15

Anti-corruption and anti-bribery

Lack of anti-corruption and anti-bribery policies

Lack of policies: Yes / No

No lack of policies. Measures exist, also for suppliers. 82, 116-120

17Anti-corruption and anti-bribery

Number of convictions and amount of fines for violationof anti-corruption and anti-bribery laws

Numbers of convictions and amount of fines forviolations of anti-corruption and anti-bribery laws

119: No sanctions were imposed on GEA in the reporting period for violations of anti-corruption ormoney laundering regulations, antitrust law or data protection. GEA was not required to pay any
significant fines (EUR 10,000 or more) for non-compliance with laws or regulations governing economic,
environmental and social matters.

*) GEA reports selected, relevant aspects of the voluntary indicators.

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C L I M AT E S T R AT E GY

S U S TA I N A B L E S O L U T I O N S

R E S P O N S I B L E O P E R AT I O N SPEOPLECOMPLIANCE AND
G OV E R N A N C E

APPENDIX

Appendix

Imprint

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Note on forward-looking statements:
This report contains forward-looking statements about GEA Group Aktiengesellschaft, its
subsidiaries and affiliates as well as the economic and political conditions that may affect GEA’s
business performance. All these statements are based on assumptions made by the Executive
Board using the information available to it. Should these assumptions prove to be wholly or
partly incorrect or should further risks arise, actual business performance may differ from that
expected. No assurance can therefore be accepted for the accuracy of the statements.
Rounding:
Small differences may arise due to the commercial rounding of figures and percentages.
Note on the translation:
This Sustainability Report is a translation of the German report. The German version applies incase of any discrepancies between the two.
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MSCI names and logos are trademarks or service marks of MSCI.

Image of GEA Group Aktiengesellschaft (p. 38 right, 39, 40, 54 top right, 59, 62, 64, 65, 87, 91
both images bottom left, 98, 99, 111, 127).
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