Winning together
for our people
and our planet

PEOPLE

Sustainability Report 2023

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Contents
3

A year of progress - Mike Norris, CEO

4

Winning together for our people and our planet

7

Sustainability and our strategy

9Winning together with our customers - Clare Parry-Jones

People12	Our business is about technology. But first of all, it's about people.
13 Creating a positive impact
14 Diversity and inclusion
16 Employee experience and wellbeing
17 Learning and development
17 Community engagement
18 Human rights
18 Health and safety

Planet19
20
23

Ensuring sustainable operations
Our sustainable operations strategy
Insight: Emissions reporting at Computacenter

Solutions
25
26
28
29
30

Sustainable solutions for our customers
Q&A - Mo Siddiqi, Group Development Director
Circular Services
Technology advisory and technology lifecycle
Insight: Making a real difference

Governance32
36

Ethics and compliance
Task Force on Climate-Related Financial Disclosures

A year of progress
2023 was a year of progress for oursustainability ambitions. In June, we became
one of the first in our industry to be approvedby the Science-Based Targets initiative (SBTi)for our near-term, long-term and Net Zerotargets. This milestone followed us becoming
Carbon Neutral for Scopes 1 and 2 in 2022,
which we also maintained this year.
We also conducted our groupwide Employee
Survey - something we run every two years- and we’re proud to have seen increases
in both our Sustainable Engagement andInclusion scores. It’s good to know we areon the right path with our people.

that will keep getting bigger, because wehave every intention of continuing to grow
our Technology Sourcing business. So, thismeans we need to grow our Circular Services
business even faster.
We know there is still a long way to go toachieve our sustainability goals, and that
we can’t do it all on our own. In particular,
achieving Net Zero requires collaboration andtransparency throughout the value chain,and relies on the countries where we operate
having policy frameworks and the rightinfrastructure to help organisations makesustainable choices.

Sustainability is an enduring commitment
for us. We take pride in the milestones we've
achieved so far, and we’re setting goals that
help us make a difference while meeting theneeds of our stakeholders. This year, we aresharing our newest sustainability ambition
which will be underpinned by our CircularServices capabilities.

In the meantime, Computacenter willcontinue to be shaped by our values andguided by our principles. We are doing theright thing for the long term, so that we
keep winning together for our people
and our planet.

Our long-term objective is to recover a device
for every new device we sell. This is a big goal

Mike Norris
Chief Executive Officer

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PeopleWinning together
for our people
and our planet
The way in which we conduct our businesshas always been as important as what we do,which is why we have always been shapedby our values and guided by our principles.
When it comes to sustainability, our values
and principles drive our strategy of winning
together for our people and our planet.
Each pillar of our sustainability strategy isowned and led by an Executive team member,reflecting our focus and commitment toachieving our sustainability goals.

PlanetPeople Solutions
PlanetGovernance
Solutions

PeopleOur people pillar is led by Sarah Long, Chief People Officer,
and houses our Social Strategy. Our goals in this pillar focus
on our people and the people in our communities - bothin the places that we operate and up and down our value
chain. We are committed to being a company that offers
fair and equal access to everyone and where every person
feels engaged, included and able to fulfil their potential.

We drive initiatives that foster employee engagement andcontribute to diversity and opportunity throughout every
stage of the career lifecycle.
Our Social Strategy also addresses how we engage with thecommunities around us, including social and charitable
initiatives, and the rights of people within our value chain.

PlanetOur planet pillar is led by our Group Development
Director, Mo Siddiqi, and addresses our direct and indirectenvironmental impact. Our Sustainable Operations Strategy,
which underpins this pillar, considers the overall impact of
our activities throughout the value chain, recognising thecritical importance of topics such as emissions,biodiversity and waste in the preservation and protection of
the environment.
Our Net Zero transition plan also forms part of the planet
pillar, with initiatives across the value chain to drive down
emissions in line with our SBTi-approved 2040 Net Zero goal.

Solutions

PEOPLEMo Siddiqi, Group Development Director, is also responsible
for leading our solutions pillar, which focuses on deliveringsolutions and services that help our customers to achieve
their sustainability goals.
Our customers are developing their own carbon reductionplans, which requires transparency throughout the value

chain - from how a product is manufactured to how it isused and ultimately how it is handled at the end of its
usable life.

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We support our customers at every stage of this process,with a particular focus on leveraging our expanding
Circular Services.

Governance
We govern our business with integrity, ensuring we have clear policies, decision-making frameworks and risk
management processes. Our commitment to ethics and compliance supports all of our sustainability commitments.

Computacenter Sustainability Report 2023

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PeopleSustainability strategy framework
We focus on the areas that are most important toour stakeholders and our business, and where wecan make the biggest difference. The strategy has
three pillars (people, planet and solutions) andis underpinned by communication, governance,
standards and frameworks. Each pillar is owned bya member of the Group Executive, which ensuresalignment and accountability across the organisation,
engaging and empowering our people to achieve oursustainability goals.

PlanetSolutions

Governance

Winning together for our people and our planet
PeoplePlanetSolutions

Creating positive impact forour people, customers andcommunities

Ensuring sustainable
operations and delivering
our Net Zero 2040 plan

Offering sustainable solutions
for our customers

Executive owner: Sarah Long,
Chief People Officer

Executive owner: Mo Siddiqi,Group Development Director

Executive owner: Mo Siddiqi,Group Development Director

Communication
Sharing our strategy with our stakeholders.
Executive owner: Mo Siddiqi, Group Development Director

Considering the long term is one ofthe values on which Computacenter
was built, it’s a part of everything
we do, and lies at the heart of oursustainability strategy.”
Mike Norris
Chief Executive Officer

Governance
Underpinning accountability, investment plan, compliance and reporting.
Executive owners: Chris Jehle, Chief Financial Officer, and Mike Norris, Chief Executive Officer

Standards and frameworks

Computacenter Sustainability Report 2023

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People2023
highlights

PlanetSolutions

Governance

SBTi targets approval
We were among the first in our industry to have our near-term, long-term and Net Zero targets approved by the SBTi

2023

2032

2040

We sustained carbon neutrality for our
Scope 1 and Scope 2 GHG emissions

Target to reduce Scope 3 emissions by
50% from 2021 baseline

Target to be Net ZeroGroup emissions performance over time (metric tonnes)
Total Scope 1 and 2 emissions-9.4%

Per £1m of gross invoiced income-18.4%Per employee-16.7%

2023

4,001

2023 0.40

2023

2022

4,416

2022 0.49

2022

0.24

2021

0.30

2021

5,210

2020

2021
13,8562020
19,8082019

0.75

People

2.55

0.83

2020
3.92

2019

0.20

Planet1.25

2019

Solutions

3,300

24.3%

>2.5m kWh

>75%

>2m

117,156

new starters from
100,000 applicantsof our most seniorleaders are womenof electricity generated
by our own solar farmsof Group energy
usage is fromrenewable sources

items processed
through our CircularServices division

tonnes of carbon avoided
through reuse of assets(redeployment andremarketing

Computacenter Sustainability Report 2023

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PeoplePlanetSolutions

Governance

Sustainability and our strategy
We recognise that the longterm future of our company,
our people and our planet relies
on an enduring commitment tosustainability. This is why oursustainability strategy - winning
together for our people and ourplanet - guides us in all that wedo, starting with our purpose.

Our purpose

Our strategy and business model

Our purpose is helping our customers change the world, and it is the driving
force behind everything we do. We recognise that we do not change theworld ourselves, but with our help, our customers make world-changing
decisions, investments and actions every day.

Our strategy has three core areas of focus; our clear target market, building
scale and competitive advantage, and empowering our people to meetthe needs of our customers faster. Our Group Operating Model is designed
to support our strategy - putting customers at the heart of everything wedo and meeting their needs efficiently, wherever they are, now and forthe long term. Our strategy and business model are underpinned by oursustainability strategy and the values and principles that guide us.

Our customers are some of the world’s largest corporate and public sector
organisations, and we help them to realise transformative benefits oftechnology for their businesses, their people and the world. They place
their trust in our technology and services expertise, knowing that we arededicated to helping them achieve their goals. Our customers choose
to work with us and stay with us for the long term, and rely on us for our
responsible and sustainable business practices.

Our strategic investment programmes build resilience, scalability, andsustainability through our operations, aligned to the market drivers andchallenges that affect our target market customers.

Our values - Winning Together

Our ambitions

These are the values on which Computacenter was built, and they are thevalues on which we will continue to grow.

Driving long-term value for our stakeholders is reflected in our ambitions:

We win by:

We do it together by:• We’ll be the preferred route to market for technology vendors

Putting customers first

Understanding people matter

Keeping promises

Considering the long term•	Our customers will strongly recommend us• People will want to join us, stay with us, and grow with us•	We’ll be a trusted, agile and innovative provider of technology andservices across the world

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PeoplePlanetSolutions

Governance

Sustainability and our strategy
We measure our progress using three core sets of Key Performance Indicators (KPIs):

1.
Strategic KPIs

Measuring how effectively we are executing our strategy,
ensuring alignment with our overarching goals.
• Customer relationships• Services growth• Productivity

Tracking our financial performance and stability.

2.
Financial KPIs

3.
Sustainability KPIs

• Revenue (£m)/Gross invoiced income (£m)
• Gross profit (£m)
• Adjusted diluted EPS (p)• Adjusted net funds (£m)

Measuring our progress helps allof our stakeholders understandour priorities and achievements.
By incorporating sustainability
measures within our critical KPIs
we ensure that we are continually
guided by our principles ineverything we do.

Appraising our progress across our three key
sustainability pillars.
• Employee engagement• Net Zero roadmap• Devices recovered

Computacenter Sustainability Report 2023

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PeoplePlanetSolutions

Governance

Winning together with our customers
A conversation with Clare Parry-Jones
Clare Parry-Jones is currently the Sales Enablement
Director for Europe, and with over 17 incredible years
at Computacenter she has a wealth of experience incustomer-centric roles at local, regional and groupwide
levels. Her most recent post prior to building theEuropean Sales Enablement function was InterimManaging Director for the UK business during 2022. Clareis no stranger to challenging, interesting and rewarding
customer conversations!
Clare is one of the founding Sustainability Champions for
Computacenter, a role she shaped when supporting thedevelopment of Computacenter’s Sustainability Strategy. She’s apassionate ambassador for all things ESG, and her enthusiasm
is contagious.
“With sustainability, it’s about everyone raising the bar acrossthe board,” says Clare, “When I talk to our customers about our
Sustainability Strategy, it isn’t about competing for their business,it’s about everyone - us, our technology vendors, our customers,
our competitors and the wider industry, too - working together
to leave our environment and the society around us in a better
position than when we started.”“That said,” Clare adds, “whenever I speak with a customer aboutsustainability, it leads to exciting, fresh opportunities to partner“Having worked with customers at
Computacenter for over 17 years, I
can say that it’s fairly rare for a topic
to be given significant focus that thendoesn’t become somehow entangledwith competitive differentiation.
But that’s just one of the ways inwhich sustainability is a different
conversation altogether.”with them and to help them achieve their goals. It’s one of thereasons being a Sustainability Champion continues to be so
rewarding - I’m understanding our customers on a different level,
and then finding new ways to build long-term trust with them.”
Clare is down to earth when it comes to ESG at Computacenter.
“Sustainability is core to our values and principles; it has always
been a part of what we do but we aren’t claiming to be expertson the subject!” she explains, “In fact, I think it’s fair to say thateveryone is still looking for information, insight, answers, andideas at the moment. There’s still a lot of work for everyone

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PeoplePlanetSolutions

Governanceto do to get to that understanding of the real impact throughout
the value chain - only then can they form the detailed plans ofaction needed to achieve their targets. The intent is there, and thecommitment, but there’s work to do and more to learn.”
We asked Clare whether there were consistent themes in theconversations she has been having with customers.
“Our customers are no different to us. Often a large portion of
their environmental impact stems from their value chain, largely
beyond their immediate control. They’re keen to understand oursustainability approach and get assurances about our ongoing
efforts toward improvement - because achieving our own goals
helps them to achieve theirs.”
And what about when it comes to Computacenter’s Services? Clareexplains, “It’s all in the points of interaction and overlap, whether
that’s selecting and buying goods, receiving services, or disposingof assets at the end of their use. These are our core services - they
underpin every long-standing customer relationship that we have.
So, what’s interesting in these conversations is you quickly realisethat our customers don’t need us to be experts in sustainability atall, they need us to be experts in what we do! And then it’s about
converting that expertise into meaningful actions, metrics andtargets that bring to life the environmental and social impact wehave today and where we want to get to tomorrow.”

We asked Clare what she sees as the biggest challenges during
the next few years, and she was quick to respond. “Complianceis a big topic right now. The forthcoming regulations, particularly
in Europe, are adding new pressure right the way through thevalue chain. Alongside that, we have the voluntary reporting
frameworks we use - such as EcoVadis - which create straineach time the thresholds change. We want to keep using them todemonstrate our very real continual improvement and that’s achallenge when the benchmark for success keeps moving.”
Navigating an evolving field can also be testing, but that doesn’t
seem to deter Clare, who comes to life when we talked about what
drives the discussions she has.
“I love talking about sustainability with our customers,” she says.
“These are open, honest, frank exchanges that enable us to shareand learn together. It is businesses and individuals connecting in
new ways to deliver success together, so it’s a natural extension ofwhat our culture is all about.”

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PeoplePeoplePlanetSolutions

GovernanceOur material SDGs

Creating a positive impact

88%

24.3%

inclusion score
Group Employee Survey 2023

of our most senior leaders
are women>40>9 yearscharities supported throughfundraising and volunteering

average length of service
across our people

Ensure healthy lives and promote wellbeing for all at all ages
We support the mental and physical wellbeing of our employees by ensuring that our people
have quality working lives and feel safe to be themselves.

Ensure inclusive and equitable quality education and development and promote lifelong
learning opportunities for all
We work to remove barriers that exist in our local societies, creating employment, training andeducational opportunities, particularly in IT careers.

Achieve gender equality and empower all women and girls
We continue to work towards achieving a better gender mix in a male-dominated industry.

Promote sustained, inclusive, and sustainable economic growth, full and productive
employment, and decent work for all
We maintain high standards of employment for our people and work with our value chain to build
resilience and decent work.

Reduce inequality within and among countries
We continue to foster an environment that enables our people to speak openly and ensure they
have the knowledge they need to promote a positive and inclusive environment for all.

Computacenter Sustainability Report 2023

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PeopleOur business is about technology. But first of all, it’s about people.
We are a service company, and our customers depend on us tounderpin their own businesses. We could not be effective without
the extraordinary commitment and hard work of our people.
We now employ over 20,000 people across 22 countries. Together,
we’ve created a ‘can-do’, customer-centric culture in which ourpeople are empowered to make responsible decisions that help
us meet the needs of our customers faster. People matter and areencouraged to thrive.
We work hard to maintain our culture and to attract, develop andreward talent, which is essential to creating value and success forour customers.

Our people strategy is designed to help ensure we engage andmotivate our people throughout their careers. One of the ways that
we help to recognise our people is through our global recognition
platform, ‘Bravo!’. This allows our people from across the businessto say ‘thank you’ and recognise each other for their contribution
to our customers, our business and to each other. In mid-2021,
we launched our ‘Bravo Stars’ programme which allows people tonominate their peers for bronze and silver awards which carry ahigher number of Bravo! points. During 2023, we issued 150 bronze,
177 silver and 16 gold awards across 15 countries.
Here are a few of our gold award winners in 2023.

PlanetSolutions

GovernanceOur values

These are the values on which we built this company andthey are the values on which we will continue to growPutting customers first
We work hard to get to know our customers, understandtheir needs and put them at the heart of everything we do.
This lets us use our skills and experience to help them in
the right way at the right time.

Your

feedback
matters

Group Employee Survey
In our 2023 Group Employee Survey, we achieved a score of
83% for sustainable engagement, and 88% for inclusion.
These scores help to give us confidence that we have createda culture where people want to stay with us, grow with us, andfeel that they belong with us.

Keeping promises
We’re straightforward, open and honest in all of ourdealings. We’re pragmatic and do our very best to keep our
promises. When that’s difficult, we help our customers findother ways to solve their problems.
Understanding people matter
We’re committed to being diverse and inclusive. We build
supportive, rewarding relationships and celebrate success.
We’re proud of the people we work with and we treat people
as we expect them to treat us.
Considering the long term
We’re building a sustainable and efficient business for thelong term. This leads our decisions and actions and helps
people trust us.

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PlanetPeopleSolutions

Governance

Creating a positive impact
We are committed to creating a positive impact for our people, our customers and our communities, by building an
engaged and inclusive workforce and delivering social value through meaningful action.

Our people

Our customers and communities

Attracting, developing and retaining the best talent to build
a highly engaged, inclusive and ethical workforce.
With over 20,000 employees, and an average length of service ofover nine years across the Group, our ambition as an employer is toattract, retain and develop the best talent in the market, to deliver
service excellence for our customers.

What our people tell us
Our comprehensive Group Employee Survey reviews all aspects of
how our people feel about working at Computacenter. The survey isundertaken every two years, most recently at the end of 2023.

Attracting, retaining and developing the best talent in themarket to deliver service excellence for our customers
Building a highly engaged, inclusive andethical workforce

Creating a working environment which our people
and our customers are proud ofDelivering social value through:Leveraging
technology
vendor networks

Charity
partners

Schools anduniversity
outreach

Focus on where we can take meaningful action aligned
to five of the UN Sustainable Development Goals

We are proud that our sustainable engagement and inclusionscores place us ahead of industry benchmarks, reflecting ourvalues and principles that help our people feel they can bethemselves at work, and are motivated and enabled to deliver theirbest performance.
Groupparticipation

Sustainableengagement

81%

83%

Inclusion
score

88%

Enabling our people to use their passion to create positive and impactfulchange within Computacenter, our customers, and our communities

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PeoplePlanetSolutions

GovernanceDiversity and inclusion
We strive to create a culture where everyone feelsthat they belong and can be themselves. We are anorganisation where people are valued, respected,
and supported to reach their full potential.
At Computacenter we define our approach to Diversity and Inclusion(D&I) in the following way:
Diversity: Making sure that all our systems and processes, andour organisational culture, allow us to attract, retain and promote
diverse talent.
Inclusion: Creating a working culture where everyone can bethemselves, and where they are valued, respected, supported toreach their full potential, and have a sense of belonging.
Fundamentally, D&I at Computacenter is about ensuring thateveryone feels that they are included and are given equal
opportunity in every respect, throughout their whole career.

To play our part in increasing diversity in the technology industry,
we are committed to supporting women to reach their goals androle model the possibilities for future generations.
We have developed specialist personal and leadershipdevelopment programmes for women, including our Growing
Together programme for our mid-level women employees that
focuses on networking, engagement, and education, and our
Leading Together programme, supporting our most senior
women (those that operate at either of two levels below the Group
Executive). Nearly 50 women from across the Group participatedin these programmes during 2023.

Underpinning our D&I approach, our Equality and Respect at Work
policies set out our commitment to zero tolerance of discrimination
relating to someone’s personal attributes, including race, colour,
religion, sex, sexual orientation, gender identity or expression,national origin, age, disability, marital status, pregnancy,
citizenship, genetic information, socio-economic status, caste, or
any other personal characteristic, trait or status that is protectedby law. Any concerns can be raised through our in-country
grievance processes or in accordance with the Group Speak Up(whistleblowing) policy.
Equal opportunity at Computacenter extends to all aspects of theemployment relationship, including hiring, promotions, working
conditions, compensation, and benefits, and is a principle reflectedin our people policies and upon which our decisions are made.
We have dedicated D&I managers in the UK and North America
who work closely with our HR managers and business partners toembed D&I into our people plans.

We are building a strong pipeline of women talent empowered andequipped to play a significant role in the leadership of our business.
2023

2022

Women

Men

Women

Men

Board

3

6

3

6

SeniorManagers

27

66

34

83

Other
Employees

5,579

14,341

5,495

14,476

Total

5,609

14,413

5,532

14,565We are committed to ensuring that our disabled employees haveequal access to opportunities. We have improved our data systems,
enabling us to analyse disability related recruitment trends in eachlocation and identify areas for improvement.
•W e are a Disability Confident Employer in the UK. Our recruitment
process is inclusive and accessible, and we support people withdisabilities throughout their career with us.
• I n France, we work with the Association de Gestion du Fonds pourl’Insertion Professionnelle des Personnes Handicapées (AGEFIPH),
which promotes the employment of people with disabilities inFrance, to improve our disability policy.
• I n Germany, we work with the Federal Employment Agency toensure that all open vacancies are posted on its job board andare accessible to disabled people. Our internal severely disabledcommittees (SBV) are informed and involved in the application
process for candidates with disabilities.

Sustainability in action!
We’re proud that 26 womenat Computacenter have beenrecognised by external awards
in 2023 - including four winners
and two highly commended in
the CRN Women in IT awards in
the UK, and three winners in
the IT Women of the Year 2023
awards in Germany!

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PeopleOur D&I actions are guided not just by our policies, but by the things
that matter most to our people. Our Employee Impact Groups,
Forums and Networks help us to bring our D&I topics to life, withcollaboration, learning opportunities and events in areas such as
gender, culture, wellbeing, and Pride. Our 2023 highlights include:• ‘Inclusion Series’ webinars where we shared and learned about
Pride, disability, neurodiversity, and generations.
• New Group-wide Inclusive Leadership Programme designed tohelp build and foster an inclusive culture.
• Our first Group-wide information and engagement campaign
to mark World Autism Acceptance Week, which helped to raiseawareness of neurodiversity and was met with overwhelmingly
positive feedback.
Our Equality and Respect at Work, and talent management
policies help ensure that we identify and develop the best talentregardless of gender, ethnicity, or social background, or any otherpersonal attributes. As people join us we ask them to provide us
with diversity-related data (where permitted), which is used to
identify trends in line with our aims and ambitions. An example ofan outcome from this is that we track the improved gender mix
within our business. We have seen an increase in women in ourorganisation from 2018, where 24.27% of employees were
women, to 2023 where the proportion had grown to 28.09%. The
proportion of women in our senior leadership team has increasedby over 11.4% since 2020 (as reported in the FTSE Women Leaders
public reporting).
The selection process applied depends on the nature of the roleand its seniority. In 2023, we enhanced the way that we assess
both internal and external candidates for leadership roles, with astandardised global approach covering both key leadershipbehaviours and situations. We have built a Group-wide interviewing
skills learning programme that supports our recruitment practices.

PlanetSolutions

Governance

Gender and ethnicity of our Board and Executive team
As at 31 December 2023 and the date of this report is set out below. The information was collated on a self-reporting basis. The Boardand the Group Executive Committee were provided with the table, and asked to complete how they identify.

Number of
Board
members% of
the Board

Number of senior
positions on the
Board (CEO, CFO,
SID and Chair)

Number in
Executive
Management% of
Executive
Management

Male

6

67%

3

7

78%

Female

3

33%

1

2

22%

Other categories

-

0%

-

-

0%

Not specified/prefer not to say

-

0%

-

-

0%

White British or other(including minority-white groups)

8

89%

4

8

89%

Mixed/multiple ethnic groups

-

0%

-

-

0%

Asian/Asian British

-

0%

-

1

11%

Black/African/Caribbean/Black British

1

11%

-

-

0%

Other ethnic group including Arab

-

0%

-

-

0%

Not specified/prefer not to say

-

0%

-

-

0%

GenderEthnicity

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PeoplePlanetSolutions

Governance

Employee experience and wellbeing
We are dedicated to creating a workplace that
promotes positive physical, mental, financial andsocial wellbeing.
Our strategy for wellbeing encompasses immediate support aswell as long-term positive and preventative approaches, to help
our people at work and at home, and is focused on four key areas:
physical, mental, financial and social wellbeing.
We have an Employee Assistance Programme in each country,
enabling our people to access specialist wellbeing support,
underpinned by the Humanoo ‘Be Well’ mobile app which offers
over 3,000 wellbeing courses. Our Healthy Leadership training
programmes for managers provides expert advice and guidanceon how to identify signs of individual and team stress and lookafter the wellbeing of their team. Computacenter is also part of
the National Forum for Health and Wellbeing, a UK charity thatspecialises in helping local communities take more responsibility
for protecting and managing their own health.

Pay for performance is at the heart of our reward philosophy, and
we align remuneration with each employee’s contribution while
meeting applicable legislative requirements, including national
minimum wages and equal pay. Pay reviews are undertaken
annually for all Group employees, as detailed in our Pay Policies.
The Remuneration Committee reviews our workforce remuneration
and related policies, helping to ensure that we align our incentives
and rewards with our culture and strategic imperatives.

From attraction and throughout the whole employee journey,
we focus on our people having the best employee experience
they can.

Some examples of this are:• T op Employer 2024 in UK and Germany• G reat Place to Work 2023 in UK and India• I nvestors in People Silver 2023 in the UK

Investing in our people• Future talent programmes that provide guided roles and training
for the younger generations beginning their careers with
Computacenter.
• Bespoke, targeted development programmes.
• Learning and development opportunities, including externallyrecognised technical accreditations, Computacenter bestpractices, and soft skills.

Rewarding our people

Sustainability in action!
We’re proud that wellbeing is notjust embedded in our policies,
practices and leadership, butthat our own people volunteer
to support the wellbeing of
their fellow colleagues throughmental health first aider andpoint of contact schemes.

• Annual pay reviews that align pay with each person’s contribution
to their job and to the market rate, using competitive market data
and functional benchmarks.
• Where applicable, variable pay models that reflect organisational
performance and individual contribution.
• Commission schemes aligned to growth.
Our global recognition tool ‘Bravo!’ helps us to foster a highperformance culture through recognising and rewarding one
another’s great performance. Alongside instant peer-to-peer
recognition, employees can nominate colleagues for awards,
recognising exceptional performance. The scheme also allows
employees to donate the value of their rewards to one of ourchosen charities.

In a competitive talent marketplace, we hired over 3,300 new
starters during 2023, from more than 100,000 candidate
applications.
Our recent external recognition includes:

We know that engagement is key to our success and that highly
engaged employees help us deliver better outcomes for ourcustomers. Our forums for engaging with our people include
Works Councils covering seven countries across Europe, a UK
National Forum, 13 recognised trade unions, and over 200 elected
employee representatives. In other countries the employee voice isrepresented by people panels and employee groups.
Our Employee Impact Groups (EIGs) give employees the opportunity
to help shape and drive sustainable change, with country-specific
EIGs focusing on in-country priorities such as ethnic diversity,
climate change, gender, and wellbeing. Each group has an Executive
sponsor aligned with representation from all areas of the business.
Ros Rivaz is our nominated Non-Executive Director aligned to ourpeople and regularly engages with employee groups from acrossthe business, reporting feedback and insight directly to the Board.

Computacenter Sustainability Report 2023

16

PeopleLearning and development

Community engagement

Our learning culture means that we ensure ourpeople have access to and engage in continuous,
career-long development, starting with developing
our next generation through early careers in science,technology, engineering and mathematics (STEM).

We enable our people to positively contribute to thecommunities that we are a part of to drive forward
our sustainability focus areas, including working
with our technology vendors and the wider industry
to drive change around topics that are important toour business, our customers, and our people.

Our Future Talent programmes develop the next generationof professionals through an innovative, focused and flexible
approach to apprenticeships, industrial placements and graduate
programmes. In 2023, a total of 667 new starters joined theseimportant early-career programmes.
Talent management and the learning and development of ourpeople is always an investment focus. We ensure we provide
continuous growth opportunities. Career pathways provide guided
learning, built around the skills and competencies required for eachrole, allowing our people to grow individually as they develop theircareers.
Our values underpin our leadership behaviours and guide ourleadership recruitment and development. In 2023, a total of 353
of our leaders participated in our flagship leadership programmes
which support them in role modelling and growing our business forthe long term. This was further supported by the rollout of our new
Inclusive Leadership programme and our new global approach toleadership development.
Our outreach and mentoring programmes with schools, universities
and charities help to promote STEM career opportunities for all
including; women in technology, attracting talent from ethnic
minorities, people with disabilities, and young people fromdisadvantaged backgrounds. During 2023, in the UK alone, ouremployees gave 1,072 hours to community outreach programmes.

PlanetWe support initiatives to raise money for charities, including
activities proposed and run by our employees. We fundraisethrough donations, events and Give as You Earn options. Our
people help us to choose the charities that we support eachyear. Nominated charities are reviewed by an HR-led panel inaccordance with our guidelines. During 2023, together with
our people, we supported over 40 charities.

Governance

Sustainability in action!
We’re passionate about future
talent! From Girl’s Day and“IHK Ausbildungsbotschafter“in Germany, to our outreachprogrammes in schools in
the UK, we are engaging andinspiring the next generationof IT experts!

We are proud to work in our local communities, often alongside
our customers and partners, to drive change and make a real
impact. In 2023, our activities across our various locations
included forest, city, and beach clean ups in our communities,
as well as collection drives, crafting and sales and auctioning
for local community-based charities. We have donated 700kgs
of items in partnership with charities and NGOs in the UK and
India, and our volunteer schemes in North America and Germany
have seen over 180 people, including customers and partners,
supporting local community clean-ups.
Our community work is guided by our sustainability strategy andour ethics-related policies, which set out how we should interact
with the communities and environment around us. Local teams
are responsible for ensuring community work aligns with ourpolicies and values, and they are supported by representatives
from HR and the sustainability team where needed.

SolutionsSustainability in action!
We are proud to haverenewed our partnershipwith the GESAT Network in
France, which pioneers
inclusion and quality oflife in work

Computacenter Sustainability Report 2023

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PlanetPeopleHuman rights
We understand our responsibility to respect andsupport human rights.
We have adopted the principles of the leading international
standards and conventions on human rights across our businessdealings, in particular the UN Global Compact (signatories since2007), the Universal Declaration of Human Rights, the UN Guiding
Principles on Business and Human Rights, the UN Conventions
on Rights of the Child, and fundamental conventions of theInternational Labour Organization (ILO). For Computacenter,our human rights considerations fall within two areas: (i)protecting the rights of our employees and, (ii) ensuring that weare not complicit in human rights abuses within our supply chain.
The human rights of our employees are addressed by our people
policies and our understanding of and compliance with local
labour laws wherever we do business. This includes our Health and
Safety, Respect and Equality at Work policies and our disciplinaryand grievances processes. Our Group Ethics Policy sets out ourcommitment to observing the highest ethical standards in ourbusiness conduct, as these relate to the rights and treatment
of individuals.
Our Group Speak Up (whistleblowing) policy explains how ourpeople and anyone in our supply chain can report any concerns
they may have through the independent provider Safecall. The
details of Safecall are publicised internally through an annual,multi-channel communications campaign, and are included
in all of our compliance training. Any concerns raised are fully
investigated, with oversight from the Director of Group Legal andCompliance and Chief People Officer.
In 2023, there were no issues raised within the Company that
related to human rights breaches.

Solutions

Governance

Health and safety
Human rights in the value chain
We work with a diverse set of suppliers, who play a key part in the
success of our business. When selecting suppliers, we ensurethat our terms of engagement are clear and that they support
both our Group values and our wider sustainability objectives.
Onboarding of suppliers for most countries is managed by
the Supplier Advisory and Monitoring team. The team uses a
standardised onboarding process, which is underpinned by asupplier management platform to drive greater consistency,
automation, visibility, and risk management. Our approachensures that each supplier self- assesses on several topics,
including sustainability issues, and accepts the standards set
by key Computacenter policies, such as IT Security, Anti-Bribery
and Corruption, through our Supplier Code of Conduct. This codeof conduct sets out the 10 principles in the UNGC, which include
human rights, modern slavery, anti-bribery and corruption, andenvironmental matters. Suppliers are asked to adhere to our
Supplier Code of Conduct prior to their inclusion within our value
chain. Any issues arising through our onboarding process arereported to Group Compliance.

We are committed to providing safe and healthy workplaces. Ourpolicy is that, so far as is reasonably practicable, we will create
and maintain an environment that is committed to eliminatingor reducing health and safety risks to employees, customers,
suppliers, contractors, visitors, and members of the public. Our
health and safety approach is identifying and controlling hazards
and preventing incidents, particularly those involving personal illhealth, injury and damage to equipment or property.
We also investigate near misses as an essential part of preventing
future incidents. All line managers are required to ensure thatthe policy is implemented within their areas of responsibility andemployees must take reasonable care of their own health andsafety, and that of others who may be affected by what they do.
Failing to observe the policy can result in disciplinary action. We
offer health and safety training, for example covering display
screen equipment, manual handling, environmental awareness,and safe driving. The Group continues to comply with all relevant
health and safety legislation in all the countries in which we
operate. This is monitored using appropriate tools, controls, andmeasures, which form part of our overall compliance management.

Those within our value chain are informed of Safecall and therequirement to report any concerns they may have, via our
Supplier Code of Conduct. Our Group Speak Up (whistleblowing)
policy is also published on our company website to ensure that it
is easily accessible to anyone within our value chain.

Our health and safety performance for UK, Germany, and France.

In 2023, there were no issues raised within the Company that
related to modern slavery or human trafficking in our value chain.
We remain committed to our obligations for transparency in our
approach to combatting modern slavery and upholding humanrights. Our full Modern Slavery Statement can be found on our
website.

UK

AIR
2023
1.53

2022
1.05

AFR
2023
0.19

2022
0.19

Germany

3.83

2.69

0.31

0.16

France

2.92

2.45

0.54

0.45

The Accident Incident Rate (AIR) is the number of accidents per
1,000 employees and the Accident Frequency Rate (AFR) is thenumber of accidents per 100,000 working hours. Following thecontinued return of increased numbers of employees to the offices,
there has been a corresponding increase in on-site accidents that
resulted in minor injuries.
Computacenter Sustainability Report 2023

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PeoplePlanetSolutions

PlanetGovernanceOur material SDGs

Ensuring sustainable operations
We have a longstanding commitment to sustainable
operations and take a responsible approach to
reducing our direct and indirect environmental impacts.

Build resilient infrastructure,promote inclusive and sustainableindustrialisation, and foster
innovation
We act responsibly as a business tomake a positive impact within our
industry and wider communities.

Ensure sustainable consumption
and production patterns
We will work with our technology
vendors and customers topromote sustainable technology
sourcing, supported by our own
Circular Services solutions.

Take urgent action to combat
climate change and its impacts
We continue to take action to
reduce our climate impacts, both
direct and indirect, aligned to
Science-Based Targets.

Our Targets>2.5m kWh >75%
of electricity generated by ourown solar farmsof Group energy usage is fromrenewable sources

One of the first

C02 neutral

in our industry to have ouremissions reduction targets
approved by SBTi

for second year

2022

2032

2040

Carbon neutral
for Scope 1 & 2

50% reduction
for Scope 3 from 2021 baseline

Net Zerofor Scopes 1, 2 & 3

Achieved through increases in ourown renewable energy generation,
continued investment in energy
efficient solutions, increasing theuse of renewable energy sources
and carbon offsetting credits.

Scope 3 emissions include all otherindirect emissions, such as ourbusiness travel and transportation, as
well as those from sources that we do
not own or directly control, including
our value chain, which constitutes
most of our Scope 3 emissions.

Computacenter has committed tothis standard for carbon reductionplans aligned to the Paris
Agreement, committing to limit
the global temperature rise to
1.5°C above pre-industrial levels.

Complete

On track

On track

Computacenter Sustainability Report 2023

19

PeopleOur Sustainable Operations Strategy

PlanetSolutions

Governance

Our Sustainable Operations Strategy underpins our
Net Zero transition plan, which aims to achieve our
SBTi-approved Net Zero target in 2040.

Core to our planet pillar is our Sustainable Operations Strategy, which sets out our areas of focus in which we will invest andinnovate to achieve our environmental goals. The Sustainable Operations Strategy has three key topics:

1.

2.

3.

Energy & Natural Resources

Travel & Operations

VAR Value chain

Net Zero 2040
Our near-term, long-term and Net Zero targets were approved by
SBTi in June 2023, making us amongst the first in the industry
to publish comprehensive, validated science-based emissionsreduction targets.
On our journey to Net Zero, we achieved our first goal of becoming
carbon neutral for Scope 1 and 2 emissions in 2022, and we
maintained this for 2023. To achieve this, we offset the small
amount of residual emissions that could not be removed using
accredited Gold Standard (GS) carbon removal schemes. The GS isa voluntary carbon offset programme focused on progressing theUnited Nation’s Sustainable Development Goals and ensuring thatprojects benefit their neighbouring communities.

Energy usage

Scope
The energy we use at our facilities, andthe energy we purchase.
Priority initiatives• Renewable energy• Solar farms• Lower-carbon footprint facilities• Energy-efficient lighting

Scope
Our business travel, commuting,
IT operations, capital goods, anddownstream transportation.
Priority initiatives• C arbon travel levy
• I T infrastructure•H ybrid working• C ompany vehicles• D ownstream transportation

Scope
Our purchased and resold products andservices, use and end-of-life treatmentof sold products, and upstream
transportation.
Priority initiatives• Technology vendor Net Zero plans andsustainability initiatives• Customer collaboration• International capabilities

In 2023, the Group consumed 9m kWh of Scope 1 energy (United
Kingdom operations: 1.96m kWh), and 40.5m kWh of Scope 2
energy (United Kingdom operations: 17.5m kWh). In 2022, theGroup consumed 9.7m kWh of Scope 1 energy (United Kingdom
operations: 2.8m kWh), and 35.8m kWh of Scope 2 energy (United
Kingdom operations: 16.2m kWh). We benefit from electricity
generation from our solar panel installations in Hatfield, United
Kingdom, Kerpen, Germany, Livermore, California, and, mostrecently, Moordrecht, Netherlands.
In total we have the capacity to generate over 4m kWh of our own
electricity, avoiding up to 1,994 tonnes of annual CO2e.
In addition to generating our own electricity, we source renewableenergy for our operations in multiple countries, including acrossEurope and the US. In total, we consumed 30.4m kWh of renewableenergy in 2023, avoiding 11,958 tonnes of annual CO2e.

Computacenter Sustainability Report 2023

20

PeopleWe have a target to reduce emissions from business travel by up to 35% by 2025, compared to thebaseline in 2019. While the target remains challenging to achieve given the Group’s growth, we continued
to develop initiatives, including our carbon travel levy, to support this ambition.

Materials usage and waste
Materials include the packaging we use in our Integration Centers and the packaging our technology
vendors use when transporting goods to us. This category also includes items we mail and our useof single-use plastics. Initiatives to drive efficient material use and minimise landfill are part of ourSustainable Operations Strategy. Nearly all plastic bags are now either retained to be reused or separated
and collected for dedicated plastics recycling. We send as little waste as possible to landfill and closely
monitor recycling performance for materials such as plastics, paper and cardboard.

Greenhouse gas (GHG) emissions
The Group is required to state the annual quantity of emissions from its activities, in tonnes of carbon
dioxide equivalent, which can be found below. Further details of our environmental policies andprogrammes can be found on our website: computacenter.com.

Includes: combustion offuel and refrigerants loss.
Metric tonnes of CO2e

Scope 2 emissions
Includes: electricity,heat, steam and coolingpurchased for own use.
Metric tonnes of CO2e

Solutions

Governance

Emissions performance over time (metric tonnes)

TravelScope 1 emissions

Planet

2023

1,747
1,979

2021

1,908
5,640

2020

2,254

2022

2,437

2021
2020

2017

2018

2019

2020

2021

2022

2023

Total Scope 1 and2 emissions

25,51822,662

19,741

19,80813,856

5,210

4,416

4,001

Per £1m of grossinvoiced income

6.94

5.97

4.54

3.92

2.55

0.75

0.49

0.40

Per employee

1.68

1.62

1.31

1.25

0.83

0.30

0.24

0.20

The Group’s UK operations accounted for 21% of the Group’s Scope 1 carbon emissions (365 tonnes), and
0% of the Group’s Scope 2 carbon emissions in 2023.
The Group’s chosen intensity measurements for emissions as reported above are:• 0.40 metric tonnes per £m of gross invoiced income (2022: 0.49 metric tonnes).
• 0.20 metric tonnes per Group employee (2022: 0.24 metric tonnes).
The slight decrease in our Scope 2 emissions relates to reductions in emissions factors across the
majority of our locations.

Methodology

2022

2023

2016

3,302
8,216

This activity has been conducted as part of our UK EMS ISO 14001:2015 standard (EMS 71255). We haveused the main requirements of the GHG Protocol Corporate Accounting and Reporting Standard (revised
edition). Emission factors used are from the UK Government’s Conversion Factors supplied by Department
for Environment, Food & Rural Affairs (DEFRA). We have different factors for each country, as electricity
generation and CO2e efficiency vary by country. External consultants assisted with the implementationof our methodology which we continue to further refine and develop internally, to include the full
requirements to collate the additional emissions, such as refrigerants.
We have reported on all the emission sources required under the Companies Act 2006 (Strategic Report
and Directors’ Reports) Regulations 2013. Group properties included in this report are all current
locations in the United Kingdom, Germany, France, Belgium, Spain, South Africa, United States, Canada,
Switzerland, Malaysia, Hungary, Mexico, India, Poland, and the Netherlands.

Computacenter Sustainability Report 2023

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PeoplePlanetSolutions

Governance

Limitations to data collection
Less than 5.0% of emissions were estimated or based on an average energy usage per square foot of
space occupied.

Environmental policy
The Group has an environmental policy, which we enact through an Environmental Management System(EMS) certified to International Management standard BS EN ISO 14001:2015. The environmental policy
requires us to identify our significant environmental impacts and provides the framework for setting
targets and objectives. It is supported by a manual that sets out the roles and responsibilities andactions we undertake with respect to our environmental policy, including our approach to due diligence.
The due diligence process addresses direct and indirect environmental aspects:• Direct aspects are those that Computacenter can control and can be expected to have an influence.
• Indirect aspects are those where Computacenter is one of many stakeholders and may not have theability to influence.
For each Computacenter environmental aspect identified, an objective and systematic evaluation of
the significance of the aspect is made, assessing it against criteria rated according to their perceived
severity of impact - the higher the impact, the greater the rating. A procedure, ‘Environmental Aspect
Significance’, sets out how Computacenter’s Environmental Aspects are assessed and determined, andthe Site Profiles Procedure describes how each of the sites has been assessed. The results of these due
diligence assessments are recorded in the Register of Environmental Impacts.
The environmental management of suppliers and contractors is set out in the Computacenter
Management System Vendor Assessment procedure. We check suppliers of waste and recycling services
to ensure that only those with permits and licences appropriate to the work required are used. Where
necessary, those suppliers who may have a significant impact on our activities may also have anenvironmental audit from Computacenter.

Sustainability in action!
We’re not taking a seat we’re making a seat!
During 2023, ourcolleagues in France got
together to build recycled
furniture for Les ballets du
Val d’Oise and ImaJ.

Sustainability in action!
Local engagement in schemes and partnerships help todrive collaboration and support our sustainability goals.

There have been no recorded breaches of the environmental policy in 2023.
Computacenter UK is registered as a distributor of product via the compliance company Paperpak,
ensuring we have fully complied with packaging waste regulation since 2000.
Computacenter complies with Energy Savings Opportunity Scheme (ESOS) by submitting its energy report
each year.
Computacenter Sustainability Report 2023

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PeoplePlanetSolutions

GovernanceInsight
I stepped into my role at Computacenter fresh out of university,
having studied BSc Geography at the University of Exeter.
Learning about the science behind the causes of the escalating
environmental crises deeply resonated with me and instilled a
sense of responsibility to be a part of the solution, and my role atComputacenter gave me the opportunity to put that into practicestraight away.

Emissions reportingat Computacenter
The comprehensive oversight ofComputacenter’s emissions across ourvalue chain is central to maintaining ourcarbon neutral operations and achieving
our 2040 Net Zero target.
Our Environmental Specialist, Laura Burns, plays apivotal role in shaping sustainable practices. We
asked Laura to share her insights into emissions
reporting, and how she helps Computacenter build
a more sustainable and resilient future.

Computacenter has been reporting on Scope 1 and 2 emissions on
an annual basis for around 10 years. We’ve seen drastic reductions
in our Scope 1 and 2 emissions inventories, particularly since 2019,with an 80% reduction to date since 2019 despite the businesshaving grown, including through acquisition. These reductions
are a result of two main drivers of change; enhancing the energy
efficiency of our offices and other facilities to drive down energy
consumption, and buying and generating renewable electricity.
In 2023, our Scope 1 and 2 emissions were 1,747 tCO2e and 2,254
tCO2e respectively, and we’ve been able to neutralise them throughusing Gold Standard schemes. I’m really proud, as this means
Computacenter has been carbon neutral for two consecutive years.
Scope 3 emissions reporting is currently voluntary, but we reportthese as part of our commitment to the Science-Based Targets
initiative, and, as soon as we have our 2023 Scope 3 emissions
ratified, I’m really keen that we also publish these.
In March 2021 Computacenter committed to the highest levelof ambition - to set company-wide targets in line with the Paris
Agreement, limiting global warming to 1.5°C above pre-industrial
levels. Over the next two years we established baselines andtargets for our Scope 1-3 and near-term, long-term/Net Zero 2040
emissions. It was a huge task and my personal focus throughout,so I was both delighted and relieved when all the data and targets
were approved by the SBTi in June 2023, making Computacenterone of the first in our industry to achieve this.

Scope 1,2 and 3 emissions
Scope 1
DirectScope 2
Indirect

Scope 3
Indirect

All direct emissions within
the operational control ofan organisation

Indirect emissions generated
from purchased electricity,heat, steam or cooling

All other indirect emissions
from sources such as businesstravel, waste management,
and the value chain

One of the first80%

in our industry tohave our targets
approved by the SBTi

reduction of Scope
1 and 2 emissions
since 2019

Computacenter Sustainability Report 2023

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PeoplePlanetSolutions

GovernanceInsight

Of course, from here, we can only meet our science-based targets
through working with the whole value chain. Measuring emissions
across our value chain is challenging; we have a significant
Value Added Reseller (VAR) capability and most of our Scope 3
emissions originate from indirect sources, such as technology
manufacturing, putting them beyond our direct control. Plus,
there’s a lack of consistency in measuring or reporting acrossour stakeholders, which means that the data we need is often
unavailable or out of date
The GHG Protocol’s Scope 3 Standard sets out four calculation
methodologies for S3.1, which are “Supplier-specific”,“Hybrid”, “Average-data” and “Spend-based” approaches. Our
method combines Supplier-specific, Hybrid, and Spend-based
approaches. We use manufacture-phase emissions sourced frommanufacturers’ Product Carbon Footprint (PCF) where they’reavailable. In their absence, we turn to an average manufacturephase emission figure derived from collated PCF data. When data
limitations prevent this, we use spend-based estimates based onemission factors, which enables us to estimate cradle-to-gateemissions for products without documented PCFs.

Using a spend-based calculation method inevitably means thatthe more we grow, the higher our emissions will appear. Clearly, wewant to keep growing whilst also achieving our emissions reduction
goals, so we are finding new ways to obtain product-level data,
including working closely with our key value chain partners toincrease accuracy and transparency.
This is a challenge I enjoy tackling, and my journey here continues
to be one of learning and growth, delivering value to the businessand the planet. I look forward to making an increasing impact
in emissions reporting and environmental sustainability, andcontinuing to have a voice in the decisions we make to achieve
our goals.

On a personal level, one of my own significant
achievements here has been our consistentannual improvement in our CDP Climate
Change score. This reflects the work I’ve led
to drive transparency and accountability, andthe tangible efforts Computacenter is making
to mitigate climate change and minimise ourenvironmental footprint.”

Rapid Data Center
Deployment Service
Consolidated shipments
and no packaging waste

Computacenter Sustainability Report 2023

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PeopleSolutions

PlanetSolutions

GovernanceOur material SDGs

Sustainable solutions for ourcustomers
Sustainability relies on collaboration up anddown the value chain. Our customers trust us tobe a responsible business, and they rely on our
technology and services expertise to help them toachieve their own sustainability goals.

>2m

748 tonnes

items processed through our
Circular Services divisionof reusable raw materials
generated through recycling

117,156
tonnesof carbon avoided throughreuse of assets(redeployment andremarketing)

Promote sustained, inclusive, andsustainable economic growth,
full and productive employment
and decent work for all
We maintain high standards of
employment for our people andwork with our value chain to build
resilience and decent work.

Build resilient infrastructure,promote inclusive andsustainable industrialisationand foster innovation
We act responsibly as a businessto make a positive impact
within our industry and wider
communities.

Reduce inequality within andamong countries
We continue to foster anenvironment that enables
employees to speak openly andensure they have the knowledge
to promote a positive and inclusive
environment for all.

Ensure sustainable consumption
and production patterns
We will work with our technology
vendors and customers topromote sustainable technology
sourcing, supported by our own
Circular Services solutions.

Take urgent action to combat
climate change and its impacts
We continue to take action to
reduce our climate impacts, both
direct and indirect, aligned to
Science-Based Targets.

Promote peaceful and inclusive
societies for sustainable
development, provide access tojustice for all, and build effective,
accountable and inclusive
institutions at all levels
We will continue to be an ethicalbusiness while being mindful of the
impact we can have on people andcommunities.

Computacenter Sustainability Report 2023

25

PeopleComputacenter formalised its sustainability strategy in 2021.
What changes have you seen since then?
We’ve always been a responsible business, so bringing together
our ESG initiatives into a single strategy was really a means ofbeing able to be much clearer about what we’re focused on and theimpact we can have.
Since then, we’ve seen sustainability become a key theme up anddown the value chain, and it is now a significant consideration in
our choices and the choices of a lot of our customers and vendors.

Q&A

Mo Siddiqi
Group Development Director
Mo Siddiqi originally joined the business in 1997
and has held a number of roles in Sales, Business
Development and Operations.

How is sustainability affecting your customers?
Our customers are major corporate and public sector organisations
around the world, and sustainability is definitely high on theiragendas. Their goals vary, but underlying all of them is the desire
to protect people and the environment. They want to work with
suppliers that share their sustainability goals, so our strategy,
winning together for our people and our planet, really resonateswith them. We find a lot of alignment in where we’re focused andwhat our customers are trying to achieve.
What are those focus areas?
Our strategy has three core pillars, which we underpin with a strong
governance and communications framework. The pillars are:People - that’s our people, the people in our value chain, and thosein our communities.
Planet - which encompasses environmental matters , with aparticular focus on maintaining our carbon neutral operations andachieving our 2040 Net Zero target.
Solutions - which is how we deploy our three core service lines tosupport the sustainability goals of our customers.
Sustainability is inherent in how technology is selected, deployed
and managed, and we use our expertise to bring that to the fore. But
the area where we’re starting to place more emphasis - because it’s
where we can make a real difference - is Circular Services.

PlanetSolutions

Governance

What is 'Circular Services' at Computacenter?
Circular Services, or IT Asset Disposition (ITAD), is about how a deviceis handled at the end of its life, and for Computacenter, we seethat taking three forms; redeploying the device into the customer,
selling the device into another market to release its value back to
the customer, or extracting reusable materials as part of the asset
destruction and disposal process.
A key differentiator for us is the environmental reporting we provide
to our customers, that helps them to understand the carbon
and water use avoided through our responsible processing. It’s areally powerful way of demonstrating the environmental benefitof these services. We have over 30 years of experience providing
Circular Services to our target market customers. Our track record,
combined with our investment in best-of-breed tools, facilities andaccredited processes, have seen us win awards for innovation andsustainability.
It’s a really strong foundation that we’re going to build and expand
on this year. We know it’s important to our customers, and we knowthat our competition in both the VAR and system integrator space
can’t match our capability and track record.
What are your growth plans?
We’re going to build a world-class scale business in CircularServices. Today, we have established capability in two existing hubs
in the UK and Germany, but we provide these services to customers
in over 40 countries already. We will invest in building further inhouse capability in the US and Europe as needed, and we intend to
broaden our Circular Services coverage to the 70+ countries that weoffer our other services in today.
We will be implementing our global control tower, a system designed
specifically for Circular Services, that enables us to provide thesame level of data control and reporting we currently offer to our UK
customers. And as part of this investment, our local brand identities- RDC in the UK and ITL logistics in Germany - will be retired, with thebusiness being governed and operated under the Computacenter
brand.

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26

PeoplePlanetSolutions

Governance

Circular Services is a core offering that’s adjacent to all of ourother Service Lines. It helps us to meaningfully contribute to ourcustomers’ sustainability agenda, and we see significant growthpotential in this space.
What is your ambition for Circular Services?
We’ve set ourselves a target of recovering a device for every device
we sell. We’re being specific here. We actually processed over 2mitems through our Circular Services business in 2023, of which
about 775,000 were devices - PCs, tablets, switches, servers,monitors, printers and routers. In that same period, we sold about
4.7m new devices.
I want to be really clear that we don’t want to sell fewer devices
to hit our goal - we will keep growing our Technology Sourcing
business, and in parallel we will accelerate the growth of our
Circular Services business.
Why is this important?
Based on our track record, skills and experience we believe wecan grow a profitable business division that helps us achieve ourbusiness targets. In addition, we think this investment will help us
to differentiate our existing Service Lines - Technology Sourcing,
Professional Services and Managed Services - by adding ‘recovery’formally to our technology lifecycle proposition.
More importantly though, this will help us to make a faster impact
on helping our customers achieve their own sustainability goals,
which would be a great contribution to building long-term trust andloyalty. We would do so while helping the planet at the same time.
This is the main reason that we will make progress towards thistarget a key measure for senior leaders across the business.

Our target:

Recover a device for every new device we sell
2023:

775,000

4.7m

Circular Services Center - Braintree

Integration Center - Hatfielddevices recovered

new devices soldComputacenter Sustainability Report 2023

27

PeopleWe categorise our sustainable solutions
into three main areas

1
CircularServices

2
Technology
Advisory

Technology
Lifecycle

Solutions

Governance

Circular Services
In a traditional linear economy, goods are made, used and thendisposed of. The circular economy means that we keep resources in
use for as long as possible, extract the maximum value from themwhile they’re in use and then recover and regenerate products andmaterials at the end of each service life.

Recycling - probably the most familiar of these types of activity. We
recycle when a device no longer has a useful life or resale value.
When we recycle, the device is broken down to extract materials
that can be reused, with the unusable materials then being
responsibly disposed. We recycled over 277,000 devices in 2023.

We have been pleased with the performance of our UK subsidiary
RDC which has been offering circular services in the technology
industry for over 30 years. We have decided to integrate RDC’s
Circular Services offering into the core Computacenter portfolio asa separate business division and incorporate elements of CircularServices that we already have in different regions into this division.

When we redeploy, remarket or recycle a device, we are reducing theenvironmental impact that would have occurred in manufacturing
a new one, which enables us to calculate the carbon avoidance andwater savings, incorporating these savings into ‘carbon avoided’reporting for our customers.

Our new offering has three components:

3

PlanetRedeployment - where we collect a customer’s device that is
no longer needed in its current setting and redeploy it into thesame customer, either in a similar setting or to be used for a new
purpose. We redeployed 78,000 devices in 2023 through CircularServices.
Remarketing - where a customer has finished using a device, but it
still has a use in another market. When we remarket, we make surethe device is data cleansed and has a residual value. Any proceedsfrom the sale of a device into another market are returned to thecustomer for reinvestment. We remarketed over 420,000 devices
for our customers in 2023.

By significantly scaling our Circular Services business
we believe we can make a positive impact on theenvironment faster. We have agreed a target ofrecovering a device for every new device we sell.
‘Recovery’ means redeployment, remarketing or recycling throughCircular Services. ‘Devices’ include PCs, monitors, printers, switches,routers and servers. In 2023, we recovered 775,000 devices while wesold 4.7m new devices - a ratio of approximately 16.5%.
To achieve our target, we don’t want to reduce the number of newdevices we sell but want instead to significantly grow the number ofdevices we recover.

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PeopleTechnology Advisory

Technology Lifecycle

As one of the world’s largest VARs, we work closely with ourtechnology vendors to understand their sustainability strategies
and help our customers to make informed decisions.

By combining our Service Lines (Technology Sourcing, Professional
Services and Managed Services) with Circular Services, we are ina strong position to help customers throughout the technology
lifecycle: inform, procure, deploy, support and recover.

Selection of the most sustainable technology products
We make available the Electronic Product Environmental
Assessment Tool (EPEAT) and EnergyStar energy usage ratings
for the products we supply to our customers and identify othersustainability metrics that help to contribute to each customer’s
specific goals. We also work with customers to help quantify
the carbon footprint of their existing IT estate, enabling them tounderstand and address the environmental impact as part of
future change initiatives.
Sustainable value chain options
We are the VAR with what we believe to be the best international
capability in the world, and this allows us to help both ourcustomers and technology vendors to leverage our Integration
Centers in different regions for local supply rather than export,
where possible. We still have work to do with both our customers
and technology vendors to further minimise the need for export
solutions, and we continue to build the local capabilities tosupport this objective.

PlanetSolutions

GovernanceWays of working for people
Technology creates new ways of working for our customers. We
provide workstyle analysis to support the design of optimum
solutions, which include the use of our Tech Centers and securelocker collection to minimise travel, logistics and field force
deployment. These approaches can all contribute to a sustainablehybrid working strategy and reduce the environmental impact of
IT service support.
Sustainable deployment
We offer a range of services to allow customers to deploy
technology with the minimum environmental impact. These
include our trolley and flight case services, used to deploy atscale in offices but remove packaging from technology (laptops,
network devices and servers) at our Integration Centers. These
services increase efficiency, reduce local engineering effort, andprovide environmentally friendly waste disposal at scale.
Asset management
Using our SmartHub platform, we provide customers with betterdata about their assets including length of life, configuration andupdate status. This information enables customers to make more
informed choices about redeployment and replacement, helping
to extend the usable life of assets.

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PeoplePlanetSolutions

GovernanceInsight
I began my career at Computacenter on a short-term Service
Desk project in Barcelona, and this year I’ll celebrate my 19th
year here. Over that time, I’ve enjoyed many diverse roles,
working in local and international positions that have spanned
services, consulting, and commercial disciplines. The breadthand depth of understanding I have gained has given me astrong foundation for my current role as Sustainability Sourcing
Strategy Manager. Having closely collaborated with, or worked
within, every division of our business, I’ve developed a deep
understanding of who we are and the value we deliver to ourcustomers.

Making a realdifference
Working closely with our partners and creating
greater transparency across the value chain
is vital to reaching our sustainability goals
and helping our customers in achieving theirs.
Florence Fisher, our Sustainability Sourcing
Strategy Manager, is central to this.
Florence shares how our collaborative efforts with
our partners help to create better alignment andtransparency throughout the value chain.

My personal commitment to reducing my own carbon footprint
has been a long-standing passion, and working within our
products business naturally extended that interest into myprofessional life. As Computacenter’s Sustainability Strategy
developed, I followed its progress closely. When the opportunity
arose to take a leading role in driving a sustainable supply
chain, I didn’t hesitate to jump right in.
As Sustainability Sourcing Strategy Manager I help our
technology partners to engage with Computacenter across thewhole of our sustainability strategy, but my main focus at the
moment is to understand, and ultimately reduce, our Scope 3
emissions across our Value Added Reseller (VAR) value chain.
My role involves working closely with our partners to share oursustainability goals and understand theirs, enabling us to alignour activities and identify opportunities to collaborate. This isa critical workstream; our VAR value chain is responsible forthe largest share of our emissions with purchased goods andservices accounting for 72 per cent of our total GhG emissions.
We rely on the cooperation of our vendors and partners to help
us to achieve our 2040 Net Zero goal.
However, this isn’t just about Computacenter’s goals. How
we work with our vendors affects the whole value chain, inparticular our customers who face the same challenges as us.
They too need to understand and quantify their GhG emissions,provide transparent reporting, and achieve the sustainability
commitments they have made to their stakeholders.

I’m really enjoying being able to use my passion
to make a real difference. There’s a lot to do,but one thing is certain: our partners are all infor this collaboration.
We have identified our 15 most impactful vendors based on
both volume of products sold and potential carbon footprint(e.g. data center products tend to have a larger carbon
footprint than workplace devices). We’re actively engaging witheach vendor’s Global Sustainability function, helping them tounderstand their impact on our 2040 Net Zero target and driving
improved transparency between our businesses. We are open
and straightforward in our engagement which really drives
teamwork and trust.
I’m really enjoying being able to use my passion to make areal difference. There’s a lot to do, but one thing is certain: ourpartners are all in for this collaboration. Shared goals give us
shared opportunities, presenting an incredible chance formutual learning, no matter where we are on our journey. When
we talk about our sustainability strategy, we say that we’re“winning together for our people and our planet” and I’m proudthat this perfectly describes the work I’m doing every day within
our Value chain.

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PeoplePlanetSolutions

Governance

Sustainability in action!
With our powerful partnerships, we’re winning together forour people and our planet!
We’ve shared events and ideas with Dell Technologies, Cisco,
Lenovo and HP to name just a few, and been recognised insustainability programmes with our partners, including
regional recognition in France and the UK.

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PeoplePlanetSolutions

Governance

Ethics and compliance
Ethics and compliance continue to play a key role inshaping our journey and safeguarding our future.
Our commitment to ethics
Ethics and compliance is a fundamental consideration when
executing our strategy and growing a sustainable business that
focuses on the long term. Our commitment to conducting businessin an ethical and compliant manner not only reinforces ourcommitment to the long term but strengthens our relationshipwith our employees, customers, and partners.

Fraser Phillips
Group Legal & Compliance Director

As a leading independent
technology and services provider,
our people and our customers
trust us to comply with the law
and behave consistently in a waythat reflects our ethical standards
and our values.”

Our commitment to trust
Our commitment to ethics and compliance is aligned to our
Winning Together values. We believe that a culture of ethicalbehaviour and compliance must be embedded at every levelwithin the organisation to support the trust that our people andour customers place in us. In this way, we not only strengthen our
existing relationships, but also continue to build new relationships
with those who share similar values and commitments.
Our Group Compliance Framework
Our Group Compliance Framework has been intentionally designed
to address our legal obligations and to reflect our values andour customer requirements and expectations. The approach isa proportionate, people-led design that allows us to protect theorganisation in a way that leverages our values and culture. The
Group Compliance Framework empowers our people and enables
our business, providing the knowledge to maintain an agile,customer-focused but overall compliant business environment.

Navigating compliance regulations
We have established an adaptable and comprehensive complianceframework against the requirements of an expanding compliancelandscape, which ensures that we are conducting ourselves inaccordance with the laws and regulations in the jurisdictions
in which we operate. The standardised approach within theframework allows us to quickly and effectively adapt to changes
within our business and the legal and regulatory environment. This
framework not only safeguards our company but empowers our
employees with the knowledge to make sound, ethical decisions
efficiently and effectively.
Our Group Ethics Policy and Code of Business Conduct
Our Group Ethics Policy and Code of Business Conduct are thecornerstone of our Group Compliance Framework, seamlessly
integrating with our Winning Together values. Together, they set
the standard across our business to provide uniformity and clarityand ensures that each of our employees understands both our
expectations and how to apply them to their day-to-day role atComputacenter. The Board has endorsed the Group Ethics Policy,
and agrees that it aligns with our values, strategy, and purpose.
Knowledge and training
We recognise that a culture of compliance and ethics is cultivatedthrough communication and training. To achieve this, we provide a
combination of policies and procedures, comprehensive training,

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PeoplePlanetSolutions

Governanceand multi-channel communications campaigns. All our compliance collateral and training content canbe found on our internal Group Compliance page, with details of who to contact should our people haveany questions. We also track feedback and engagement with this platform, and continuously build on
the way in which we engage with the business when delivering key compliance messaging. Our focus
remains on delivering engaging content in a way that resonates with our culture, bringing compliance tolife in an accessible way.
Communications and awareness
Our Group Compliance Framework is supported by an annual communications plan, which emphasises
the key messages of our core compliance areas. The plan adopts a diverse, multi-channel approach tocater for different audience groups and risk profiles, to maximise reach and impact.
Led by our Group Legal and Compliance Director, each campaign is a collection of engaging tools,
including concise video clips that distil key takeaways and informative news articles prominently
featured on our company intranet homepage. Our communications strategy seamlessly integrates eachmessage with our central Group Compliance page. This intentional design fosters a sense of confidence
and self-reliance amongst our people, encouraging them to actively seek and navigate this content.
To ensure that our communications efforts resonate effectively, we rigorously evaluate each campaign’s
success. Engagement metrics are recorded, and comprehensive evaluations are conducted. Thisapproach not only gauges the current impact of our communications, but also serves as a cornerstone
for continuous improvement, shaping more effective and resonant strategies for our future plans.
This cycle of evaluation and enhancement is fundamental to fostering an environment of proactive
engagement and sustainable awareness within our organisation.
Cultural reach
We make our Group Compliance policies accessible by publishing them in all the core languages inwhich we operate, accompanied by guidance documents and ‘golden rules’. The compliance area golden
rules act as a concise summary of the key requirements contained within the policies, as we recognise
the benefit that straightforward guidance can provide. This also allows for the varying ways in whichpeople prefer to engage with compliance content. Whilst we communicate this content at a Group level,
we consider local culture and communication styles to effectively convey our core messages.

Sustainability in action!
Following a recent antibribery and corruption
communications campaign, we
saw a 15% uptick in employee
engagement with the Group
Compliance platform. We also
recorded a 57% increase in the
average time spent engaging
with the core anti-bribery andcorruption content.

Regular assessment and continuous improvement
We continuously assess and evaluate the success of our framework, monitoring engagement metrics
with our compliance collateral both before and after communications campaigns to refine ourstrategies. Our centralised compliance function also allows us to identify trends and react accordingly,
bolstering compliance workshops and collateral where we identify possible areas for improvement.
Additionally, e-learning completion rates are monitored and reported, and feedback is actively sought
and incorporated into our initiatives.
All compliance collateral is subject to regular review, alongside routine horizon scanning, ensuring wealign with best practice and any change in regulations.

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PeopleSupplier Code of Conduct
Our commitment to compliance extends to our suppliers, whether
they are providing goods or services directly to us, or as part ofa customer transaction or offering, to ensure the integrity ofour value chain. We require our suppliers in our core countries toadhere to our Supplier Code of Conduct, which mirrors the ethicalstandards that we uphold and provides clear guidance for our
suppliers as to our expectations. The Supplier Code of Conduct
is subject to regular review and updates to stay aligned withevolving regulations.
Due diligence
We screen our suppliers in our key geographies, including whereappropriate for details of their ultimate beneficial ownership. Ourdue diligence includes leveraging industry recognised platforms tomaintain transparency in our value chain. Significant preparation
has been undertaken in our non-core countries ahead of theplanned implementation of the platform in these countries in 2024.
Oversight and reporting
The oversight of our ethics and compliance programme is the
responsibility of our Group Legal and Compliance Director, and ourCompliance Steering Committee. Risks and issues are reported
to the Group Risk Committee and to the Audit Committee, and we
actively work to mitigate and remediate any concerns.
Whistleblowing hotline
To uphold transparency and provide a secure channel for reporting
concerns, we offer a confidential whistleblowing hotline. This

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Governanceservice, managed externally by Safecall, is available to our people
and everyone in our value chain, enabling them to report any
suspicions of wrongdoing. We actively encourage our people to‘Speak Up’ through an annual multi-channel communications
campaign. In addition, we support our managers by providing themwith tailored guidance, to help them understand their obligations
when approached directly with a concern.
Anti-bribery and corruption
We are firmly committed to complying with all applicable antibribery and corruption laws in all jurisdictions in which we operate,
including the UK Bribery Act. We uphold a strict zero-tolerance
stance against any form of bribery or corruption. Our Group
Anti-Bribery and Corruption Policy prohibits offering, accepting,or soliciting bribes, and we remain vigilant to ensure that suchconduct does not infiltrate our practices, regardless of thejurisdiction. Our policies clearly state that no employee or associate
is to engage in any activity that could be construed as a bribe or
corrupt practice.
The policy addresses not only the exchange of money but also gifts,
entertainment, or other benefit or advantage that could improperly
influence a decision. To reinforce this principle, any exchange ofgifts or hospitality beyond a nominal value requires prior written
approval and must be recorded in the official Gifts & Hospitality
Register, with these registers checked periodically. Our policies
also include clear rules and direction surrounding interactions
with government officials, charitable contributions, and politicalactivities.

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PeopleTo ensure full understanding and compliance with these standards,
our employees are required to acquaint themselves with our Group
Anti-Bribery and Corruption Policy and the accompanying Golden
Rules to Anti-Bribery and Corruption and complete regular training.
With these measures, we aim to not only abide by the law but also
to fortify the trust that our stakeholders place in our ethicalbusiness conduct, which reflects our corporate values.
Our due diligence process and accompanying Supplier Code of
Conduct extends the ethical standards that we uphold to ourvalue chain and is designed to set a high level of expectations
and a modicum of defence. It ensures that the vendors who act
on our behalf within our core geographies are both aware of their
obligations to comply with applicable anti-bribery and corruption
laws and validates that they do not have a history of noncompliance, untoward behaviour, or criminal sanctions. A planned
implementation of the screening platform in all countries in which
we operate is scheduled in 2024.
In accordance with our commitment to continuous improvement
and ensuring the robustness of our anti-bribery and corruption
framework, we have conducted internal audits and engaged an
external firm to align with upcoming Sapin 2 regulations. Also,in 2023, we launched a campaign to enhance awareness of ourwhistleblowing hotline, a critical component of our complianceframework, which reported no significant policy breaches
throughout the year.

Data privacy
Robust compliance with data privacy laws and regulations isfundamental to all Group operations throughout the jurisdictions
that we and our customers operate in. Data protection complianceis a centralised and global function led by the Group Data Protection
Officer, reporting into the Group Legal and Compliance Director. The
Group Data Protection Officer is supported by a team of experienced
and qualified specialists across our key geographies, who work
closely with key stakeholders across the business, including theComputacenter information security team.
Data privacy compliance is operated in alignment with goodindustry practice, with oversight provided by both the Risk andAudit Committees. Priority areas of compliance focus for us include
training and awareness and it is required that all employees
complete mandatory online training as a baseline. To date, almost
18,000 Computacenter employees have completed this training
successfully. In addition to the mandatory training the dataprotection officers also provide regular data compliance bulletins,deliver additional training specific to individual business areas
and recently hosted an internal global data privacy conference. To
ensure compliance with the applicable laws and regulations, thedata protection officers also conduct data privacy
compliance audits.

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Governance

DATA PRIVACY CASE STUDY:COMPUTACENTER DATA PROTECTIONCONFERENCE
During 2023 the Computacenter data protection
officers hosted an inaugural internal data
compliance conference. Managers andchampions for data protection from across all
the Computacenter jurisdictions were invited
to attend a range of sessions including panel
discussions, presentations and talks fromexternal experts.
Areas of focus included:• hot topics and trends in data protection in 2023
and beyond• t he interplay between data protection
compliance and security of data
• c ontracting for data protection compliance• d ata privacy by design principles and how AI and
AI standards and frameworks from across theworld impact data privacy compliance.
Good feedback was received following theconference, meaning that we will organise further
events.

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PeopleTask Force on Climate-Related
Financial Disclosures

PlanetGovernanceTHE BOARD

Computacenter supports the aims of the Task Force on ClimateRelated Financial Disclosures (TCFD). In this section, we have madeclimate-related financial disclosures which are consistent with the
TCFD recommendations and the TCFD Recommended Disclosures.

Reports
quarterly

The following statement sets out Computacenter’s approach toclimate change, including the risks and opportunities, the potential
impact on our business, and the mitigations and actions we havetaken and will take to respond. We have also included further
climate-related disclosures throughout this sustainability report.
Our roadmap for defining our climate-related plans continues tobe developed in line with our SBTi-approved targets and will drive
ongoing improvement in our alignment to TCFD. This roadmap
includes:Solutions

Reports twice
per year

Delegatedauthority• The definition of further KPIs that we will use to monitor progressin respect of our targets. The KPIs currently used are carbon
emissions and carbon avoidance. We plan to develop more
specific KPIs in line with our Net Zero transition activities.

EXECUTIVE
TEAM

Reports twice
per year

AUDIT
COMMITTEE

Reports
quarterly

Audit Committee
members regularly
attend GRC meetings• Future publication of our Scope 3 emissions. Our 2023 Scope 3
emissions are currently being compiled and validated.
• Further analysis of climate scenarios over the medium- andlong term to enable additional consideration in respect of ourstrategy and financial planning. We have currently used two
scenarios: <2°C and >2°C.

CLIMATE CHANGE
COMMITTEEGROUP RISKCOMMITTEE

A breakdown of our Scope 1 and Scope 2 emissions can be found on
page 18.

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PeopleRoles and responsibilities

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Governance

Governance and risk management

TargetTimingStatusThe Board• Meets with the Climate Change
Committee at least once each year
• Discusses climate-related activities atleast twice each year

• Overall responsibility for managing risks and responsibilities• Endorses the sustainability strategy• Reviews material climate-related actions and metrics• Approves material climate-related targets, policies, andinvestments

Executive team• Meets with the Climate Change
Committee at least once each year
• Discusses climate-related activities atleast twice each year
• Reports to the Board on climate-related
activities at least twice each year

• Ratifies and approves climate-related targets andinvestments• Provides data to support climate-related metricmeasurements• Implements climate-related actions and policies• Discusses material climate-related actions and policies with
the Board

Climate Change
Committee• Meets at least three times each year
• Reports to the Board and to the Executive
team twice per year

• Monitors climate-related regulation and assesses the impact
on Computacenter• Reviews climate-related risks and opportunities• Develops risks management strategies to manage, mitigate,
accept, or defer climate-related risks, including making
recommendations to the Executive team for investment• Establishes and reviews climate-related targets, metrics,
actions, and policies• Communicates climate-related initiatives and achievements
to the sustainability communications function

The overall governance structure for climate-related risks
and opportunities is the same as for any of Computacenter’sother key risks and opportunities, with the Board having overall
responsibility for managing risks and opportunities.
The Board delegates specific climate-related matters to the
Climate Change Committee, which oversees the development andexecution of climate-related targets, metrics, policies, and actions.

The Climate Change Committee
Chaired by the Group Development Director, the Climate Change
Committee comprises representation from Group Business
Services and Service Lines members including the Head ofFacilities, the Managing Director of our Circular Services business,
Head of Insurance, Climate & Property, as well as representatives
from Group Service Lines, Human Resources and Sustainability
Reporting. Regional representatives attend as required.
The Climate Change Committee was founded in 2020 with theaim of debating and proposing initiatives to continue to reduce
our environmental impact, with some material investments tobe approved at Group Executive level. The focus of the Climate
Change Committee has evolved as our Net Zero transition plan has
matured. The Climate Change Committee now considers four key
pillars of climate-related activity – targets, metrics, policies,
and actions.

Two of our Independent Non-Executive Directors have current and prior experience of chairing and participating in ESG committees, as wellas participating in climate-related risk management oversight in a variety of sectoral settings.

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PeopleRisk management
During 2023, the Climate Change Committee considered thefollowing topics:

Targets
Near-term, long-term and Net Zero Targets, including
approval by SBTi in June 2023

Metrics•	Physical exposures of buildings and infrastructure•	Voluntary standards submissions, which include but are
not limited to:- CDP- Regional Ecovadis submissions- Self-generated power• Fleet CO2 emissions

Policies•	Internal carbon levies for business travel andaccommodation•	Carbon-neutral travel initiatives - encouraging rail versus
air travel in Germany

Actions• Carbon offsetting proposals•	Net Zero strategy, transition plan and Sustainable
Operations priorities• Circular Services ambitions and growth plan•	Technology Sourcing initiatives, including approach tosustainable sourcing with our vendors• Renewable energy purchases• Planning for forthcoming regulation
In previous years, reporting from the Climate Change
Committee to Management and the Board has been
undertaken by the Chair, who is a member of Management.
From 2024, the Climate Change Committee will start to meetwith Management and the Board at least once per year, andreport to Management and the Board at least twice per year.

Our risk management and control framework enables us toeffectively identify, assess and manage climate-related risks. Risk
identification is both bottom-up - through the Group Operating
Business Risk Assessment process (GOBRA), which is completed
by managers across the business - and a function of the Climate
Change Committee.
Risk materiality is assessed in both financial and impact terms. A
principal risk would exceed a financial risk threshold of £10m. The
impact would materially disrupt one or more business functions orcapabilities resulting in large-scale failure. The Board has considered
the climate-related risk to the business and does not believe it to be
sufficiently material as to be classed as a principal risk.
The Board continues to monitor climate-related risk. It does sothrough its review of the Group’s principal risks in relation to any
failure to meet our commitments or comply with applicable laws andregulations in relation to ESG matters.
Day-to-day oversight of climate-related risks and opportunities
has been delegated to the Climate Change Committee. Additionally,each large Sales country (Segment) has an appointed sustainability
champion to ensure that sustainability is embedded in our customer
engagement activities, and that sustainability-related risks andopportunities are reflected in local and regional planning activities.
The Group Risk Committee (GRC) considers emerging risks, such as
climate change, when required. The Audit Committee is updated
quarterly on discussions and outcomes from the GRC meetings,
and the Board is formally updated at least annually on all risk
matters through a review of the Group Principal Risk Log and related
discussion, including climate-related issues where relevant. The
Board has also endorsed the Group’s sustainability strategy, of whichrisk management and reporting form a part.

Strategy
We supply technology products and services to our customers that
help them to reduce their own environmental impact by reducing

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Governancebusiness travel and increasing the flexibility of their workforce. Thisis supported by our Technology Sourcing infrastructure and throughinvestments in Integration Centers across Europe and North America.
These investments enable us to deliver products more locally, and to
centralise configuration activities to reduce engineering effort andtravel.
Computacenter’s exposure to climate-related risks and opportunities
can be seen through the lens of our position as one of the world’s
leading VARs. Our ability to procure technology products throughleading technology vendors, add value for our customers through our
Services expertise, and then ship or hold that product depends on:•	the resilience of our technology vendors;•	their ability to efficiently manufacture the product on a timely
basis; and•	their ability to send it to our customers or to us, in a timely and costefficient manner.
Our Services business depends on our people being able to accessour service delivery locations and our customers’ locations, as well as
the uninterrupted functioning of our operational infrastructure, suchas our principal offices, Integration Centers, Delivery Centers, andService Centers.
Any physical or transitional climate-related risk which disturbs
the equilibrium of our value chain could impact the execution of
our strategy, our levels of customer service and satisfaction, andultimately our financial performance. We do not recognise climatechange as a principal risk to the business, and do not therefore
recognise it in our financial planning process due to its financial
immateriality in the timescales we use.
Nevertheless, we have assessed and describe those climate-relatedrisks that we think could reasonably result in an impact, although formany of these their frequency and severity is difficult to predict. We
have therefore based our analysis on certain assumptions, which wehave also explained.

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PeoplePhysical risk: extreme weather events and long-term changes
in climate patterns
Significant changes in weather patterns in the medium to longterm, both acute and chronic, could result in interruptions in our
technology vendors’ ability to manufacture and distribute on a timely
basis, and could cause damage to our service delivery locations,
including our Service Centers, Integration Centers, and Data Centers,
affecting our ability to run an uninterrupted service forour customers.
Most of our technology vendors are substantial international
businesses, which have the size, resilience, technological capability,
and investment capacity to mitigate the future risk of climate-related
damage to their manufacturing and distribution process. We workwith multiple technology vendors, which mitigates against one
organisation, area or region being impacted by extreme weather.
We carry out a physical assessment of our service delivery locations
across the globe as part of our insurance risk assessment process
and retain the services of one of the foremost global engineering andrisk-based insurers. We have business contingency planning, so we
can move our service delivery to alternative locations with minimal
impact to service levels. None of our service delivery locations are atmaterial risk of flooding from rivers or sea level rises, from wind or
wildfire risk. Like many organisations, we have reduced our relianceon physical offices, a model proven successful during the Covid-19
pandemic.

Transition risk: compliance and reputational risk
As we move towards a low-carbon economy, we face increasing
compliance requirements. These requirements emanate fromseveral sources including the UK Government, regulatory authorities,
and standard setters, such as additional FCA Listing Rules, theInternational Sustainability Standards Board (ISSB) disclosure
requirements, and the Corporate Sustainability Reporting Directive(CSRD). We also face pressure from business stakeholders andmarket initiatives related to sustainability reporting, such as the
TCFD, and from customers faced with similar pressures.

If we fail to meet these requirements and expectations, or if we failto set and achieve our climate impact reduction targets, this is likely
to harm our reputation and could cause customers to reduce theirbusiness with us.
We take our climate-related responsibilities seriously, which helps tomitigate this risk. We have had a Climate Change Committee in placesince 2020, and have driven successful initiatives that include:• T he installation of solar panels at facilities in the UK, Europe and theUnited States, creating the capacity to generate more than 4m kWhof electricity per annum.
• S ourcing renewable energy for our operations in the United
Kingdom, Germany, Spain, and the United States.
These and other initiatives have contributed to a reduction in our
Scope 1 and 2 emissions of 80% since 2019 and supported ourendeavours to be carbon neutral for our Scope 1 and 2 emissions - atarget that we achieved on time in 2022 and have maintained in 2023.
We have set near-term, long-term and Net Zero targets for which we
obtained SBTi approval in June 2023. We are proud to be amongst thefirst in our industry to have such comprehensive validation of ourgoals.

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Governance• O verall Net Zero target - we have committed to reach Net Zero GHG
emissions across the value chain by 2040.
Our initial assessment indicates that transition risks associated withthe shift to a low-carbon economy are more likely to have an impact
on our business in the short term, while physical risks (both acuteand chronic) may become a greater issue in the longer term, if global
temperature increases are not held within the 2°C limit envisagedby the Paris Agreement or we see the impacts of global warming of
1.5°C above pre-industrial levels, envisaged in the Intergovernmental
Panel on Climate Change ‘Special Report’. More detail on the risks
and opportunities arising from climate change, and the mitigating
actions we are taking to address them, are shown below. The time
periods align with the targets approved by the SBTi and reflect ourview that transition risks are a more likely impact on our business inthe short term, while physical risks may become more consequential
in the long term.
The scenarios we have chosen reflect the TCFD requirement for a 2°C
or lower scenario and a higher carbon scenario that is more likely toresult in higher physical risks to the business. In the near- to mediumterm at least, the resilience of our business to transition risks, which
are well managed, mean they will not impact our strategy. Physicalrisks will be unlikely to materially affect our business model until thelonger term, but this will be kept under review.

Our SBTi-approved targets are:•N
 ear-term targets - we have committed to reduce absolute Scope 1
and 2 GHG emissions by 82.1% by 2032 from a 2019 base year, andto reduce absolute Scope 3 GHG emissions from purchased goods
and services, capital goods, fuel and energy related activities,
upstream transportation and distribution, waste generated inoperations, business travel, employee commuting and upstream
leased assets by 50.4% by 2032, from a 2021 base year.
• L ong-term targets - we have committed to reduce absolute Scope
1 and 2 GHG emissions by 90% by 2040 from a 2019 base year, andto reduce absolute Scope 3 GHG emissions by 90% by 2040, from a2021 base year.

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Governance

Climate Scenario <2°C
Our analysis of this scenario indicates transition risks associated with moving to a low-carbon economy, with fewer physical risks.
Risk/opportunity

Description

TimingOur strategic mitigation or capitalisation

Transition risk

Reputational risk with shareholders, customers, and employees if
we do not adequately address our key climate-related targets andactions.

Near term
Medium term•W
 e have established SBTi-approved emissions reduction targets for the near term and longterm, and a Net Zero target of 2040.
•W e proactively engage our stakeholders in understanding our climate-related action plans,engendering collaboration where possible.

Compliance risk if we fail to meet regulatory requirements, including
emissions reporting obligations.

Near term
Medium term•W
 e monitor sustainability and climate-related regulations to ensure we understand theirimplications and establish corresponding action plans.

Increased cost of climate-related levies/increased pricing ofgreenhouse gas (GHG) emissions.

Near term
Medium term•W
 e monitor climate-related levies and resource pricing which is reviewed through our Climate
Change Committee.
•W e have invested in our own energy generation solutions at key Integration Center locations

Changing customer behaviour.

Near term
Medium term•W
 e build long-term, trusted relationships with our customers and closely monitor market
trends and themes to maintain adaptability in the services we provide.

Travel curbs.

Near term
Medium term

• O ur hybrid-working model is proving successful, facilitating more virtual collaboration.
• O ur underpinning infrastructure is scalable and designed to facilitate remote working.

Continued isolated extreme weather events causing manageablebusiness disruptions.

Long term• C ontinued assessment of climate-related risk in the execution/evolution of our location
strategy.

Higher summer temperatures and rapid changes in temperature andhumidity causing challenges for data center cooling.

Long term• C ontinued investment in appropriate cloud-based solutions from leading global suppliers will
mitigate our reliance on high-risk facilities.

Customers will continue to invest in their IT infrastructure, to enablehybrid working practices which are carbon-reducing, and to reducethe carbon footprint of their IT infrastructure. We will therefore
continue to see high demand for modern, lower-carbon footprint
technology products, strengthening the resilience of our businessmodel and contributing to our continued growth.

Near term•W e are actively engaging with customer and vendor sustainability programmes, ensuring thetechnologies and services we provide align with their sustainability ambitions.

Customers will increasingly require our advice on the selection anddeployment of technology products, to help them achieve their carbon
reduction strategies.

Near term•W e are working closely with vendors to improve the availability of emissions data for theirproducts through our technology advisory and technology lifecycle services.

Our Circular Services (redeployment, remarketing, and recyclingof technology products) will become increasingly important to ourcustomers and partners.

Near term
Medium termLong term•W e are building on our strong foundations to expand our Circular Services offering across key
geographies and setting ambitious targets to grow the volume of devices recovered throughour Circular Services business.

Physical risk

Opportunity

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Governance

Climate Scenario >2°C
Our analysis suggests a slight increase in transition and physical risks in the near term, with increased physical risks over the medium and long term
Risk/opportunity

Description

TimingOur strategic mitigation or capitalisation

Transition risk

Isolated and manageable business disruptions caused by extreme
weather events, such as flooding or drought.

Near term
Medium term•W
 e will continue to maintain operational resilience through the geographical dispersion of ourService Centers and versatility of our underpinning infrastructure.

Ad-hoc value chain interruptions.

Near term
Medium term

• A s a vendor-agnostic technology provider, we will seek to balance across multiple vendors andOriginal Equipment Manufacturers (OEMs) to mitigate material disruption to customer supply.

Increased insurance costs due to natural disasters.

Near term
Medium term

• O ur location strategy will continue to consider the environmental risks associated with our
premises.

Power, telecoms and internet disruptions.

Near term
Medium term•W
 e will continue to maintain operational resilience through the geographical dispersion of ourService Centers and versatility of our underpinning infrastructure.

Increasing cost of power.

Near term
Medium term•W
 e will continue to execute our own power generation initiatives building on the solar arrays
already implemented across key UK, Europe, and US locations.

Flooding due to increased sea level (no strategic locations
are at material risk).

Near term
Medium term

• C ontinued assessment of climate-related risk in the execution/evolution of our location
strategy.

Pandemics due to new diseases caused by climate and population
changes.

Long term•W e have resilience and recovery plans to maintain service continuity during a pandemic event,which were used during the Covid-19 pandemic.

Population changes - due to things such as controls on population
growth, increasing migration, and the need for automation.

Long term•W e will continue to maintain operational resilience through the geographical dispersion of ourService Centers.

Our ability to supply technology products locally in multiple regions(UK, EU, North America and APAC) will help large internationalcustomers to reduce shipment costs and the associated carbon
footprint. This international coverage will also increase our resilienceand help us provide greater value chain resilience to our customers.

Near term• C ontinued investment in our international capability to meet the needs of our target market
customers.

Our existing strength as one of the world’s most international andServices-led VARs give us the opportunity to establish a leadership
position in helping both customers and technology vendors to achieve
their sustainability goals.

Medium Term

• C ontinued investment in capabilities that align with the sustainability needs of our customers.

Physical risk

Opportunity

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GovernanceMetrics and targets
In line with our current risk assessment and mitigation plan, we continue to largely concentrate on transition risks and our commitment to becoming a Net Zero business, as outlined above.
We have considered the cross- industry metric categories defined in the TCFD’s guidance on metrics, targets, and transition plans (October 2021) in monitoring our transition to a low-carbon economy
and the risks involved with it.
Metric Category

TargetGHG emissions

We have set near-term, long-term and Net Zero targets for which we obtained SBTi approval in June 2023.
Our SBTi-approved targets are:• N
 ear-term targets - we have committed to reduce absolute Scope 1 and 2 GHG emissions by 82.1% by 2032 from a 2019 base year, and to reduce absolute Scope 3 GHG emissions
from purchased goods and services, capital goods, fuel and energy related activities, upstream transportation and distribution, waste generated in operations, business travel,
employee commuting and upstream leased assets by 50.4% by 2032 from a 2021 base year.
• Long-term targets - we have committed to reduce absolute Scope 1 and 2 GHG emissions by 90% by 2040 from a 2019 base year, and to reduce absolute Scope 3 GHG emissions by
90% by 2040 from a 2021 base year.
• Overall Net Zero target - we have committed to reach Net Zero GHG emissions across the value chain by 2040.
To achieve our Scope 1 and Scope 2 reduction target, we will continue to invest in increasing energy efficiency in our facilities, to decrease our energy consumption. Where feasible, wewill continue to install on-site renewable electricity systems, such as the photovoltaic systems already in place in the United Kingdom, Germany, Netherlands, and the United States.
Where we are unable to generate our own, we will seek to source our electricity from renewable sources.
To achieve our Scope 3 targets, we’re working closely with customers and vendors to improve transparency and support carbon-aware decision-making.
We will continue decreasing the percentage of waste sent to landfill, helping to reduce emissions from the treatment and disposal of waste.
We are encouraging employees to, first, limit journeys for business travel purposes, and secondly if journeys are necessary, encouraging lower-emitting forms of transport, such asrail rather than air.

Transition risk

We have considered transition risks to achieving our strategic KPIs across the Group as a whole; they are not considered material at this stage.

Physical risk

We have assessed the Group’s locations close to water sources at risk of flooding or at risk of sea level change. No strategic operations are close to water sources. No location has
been identified as being at major risk of wind or wildfire. We retain the services of one of the foremost engineering and risk-based insurers in the world, which assists us in ourassessments, and we are integrating locations that are not part of our Group Insurance Programme.

Climate-related opportunities

Customers will need us to:• supply and deploy modern, lower-carbon footprint technology products.
• provide Circular Services for their technology estate.
• provide local supply solutions, to minimise the shipment-related carbon footprint.
• advise on selecting and deploying lower-carbon IT infrastructure, to help them meet their sustainability goals.

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GovernanceMetric Category

TargetCapital deployment

We do not have targets in relation to capital deployment, but we continue to make expenditure necessary to meet our commitments in terms of climate change. In recent years wehave made significant investments to reduce our carbon footprint. These include the following initiatives:• I nstalling solar panels at four Integration Centers in the UK, Europe, and the United States, at a total cost of over £2m. Combined, these have resulted in annual power generation
capability of approximately 4m kWh and the reduction in Scope 2 emissions of approximately 1,100 tonnes, based on a combination of the United Kingdom and Germany
conversion factors.
• P urchasing ‘green’ electricity across our UK and German businesses at an incremental cost of more than £200,000, resulting in emissions reductions of 11,958 tonnes.
• I ntroducing electric vans in some of our logistics business areas and electric cars. In the United Kingdom, we have increased the proportion of non-internal combustion engine(non-ICE) cars (mild hybrid, PHEV and EV) from 64% to 78%, which is a 35.6% increase in non-ICE cars on prior year. In Germany, the percentage of non-ICE fleet has increased from
30% to 33%.
• A cquisition of RDC, our Circular Services subsidiary, with plans for further investment to extend our Circular Services reach under the Computacenter brand and service governancemodel.

Internal Carbon prices

Since October 2021, we have applied an internal levy of £10/€12/$14 per flight or hotel booking for the United Kingdom, France, Germany, Spain, Belgium, and the United States, topurchase carbon credits each year to offset the CO2 emissions generated from these activities. The total levy generated during the 12-month period to 31 December 2023 is circa£420,000.
The levy will be revised in line with our carbon reduction ambitions during 2024, aligning cost more closely with the carbon impact of each journey.

Remuneration

For the year ended 31 December 2023, the discretionary bonuses of the Chief Executive Officer and the Group Development Director were linked to climate-related change
management and communication.

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Computacenter is a leading independent technology and services
provider, trusted by large corporate and public sector organisations.
We are a responsible business that believes in winning together forour people and our planet.
We help our customers to Source, Transform and Manage theirtechnology infrastructure to deliver digital transformation, enabling
people and their business. Computacenter is a public company
quoted on the London Stock Exchange (CCC.L) and a member of the
FTSE 250. Computacenter employs over 20,000 people worldwide.

Computacenter plc
Hatfield Avenue, Hatfield, Hertfordshire
AL10 9TW, United Kingdom
www.computacenter.com