Task Force on Climate-related Financial Disclosures

Climate-related risks and opportunities
We support the aims of the Task Force on
Climate-related Financial Disclosures (TCFD)
in communicating the risks and opportunities
arising from climate change. In accordancewith the Financial Conduct Authority’s Policy
Statement PS20/17, we are making disclosuresconsistent with the TCFD’s recommendations
and recommended disclosures having
considered all sector guidance, with the aimof providing all of our stakeholders with useful
information relating to climate-related risks
and opportunities relevant to our business.
An exception relates to Scope 3 emissions, forwhich we aim to submit Science Based Targets
during H1 2022; we have yet to define thebasis of these emissions for which we willseek external support.

The Audit Committee is updated quarterly on
discussions and outcomes from the Group
Risk Committee meetings and the Board is
updated at least annually on all risk matters,
including climate-related issues where
relevant. The Board has also endorsed theGroup’s sustainability strategy, of which risk
management and reporting form a part.

We supply technology products and services
to our customers, which help them to reduce
their own environmental impact by reducing
business travel and increasing the flexibilityof their workforce. This is supported by ourTechnology Sourcing infrastructure andthrough investments in our Integration
Centers across Europe and North America toenable us to fulfil product more locally.
Following our Brexit preparations, we have theability to despatch products from our Kerpen
Integration Center to customers in theEuropean Union, which had previously been
shipped from our Hatfield Integration Center.
While we have been a net beneficiary of thischange in terms of export administration andshipping cost, it has also helped to reduce
global emissions.

• the resilience of our technology partners;• their ability to efficiently manufacture theproduct on a timely basis; and• their ability to send it to our customers or tous, in a timely and cost-efficient manner.

GovernanceAs outlined on page 81, the Board has overall
responsibility for managing risks andopportunities, including climate change risk.
The Board has considered the risk to thebusiness relevant to climate change but does
not yet believe it is sufficiently material to beclassed as a principal risk in its own right. The
Board continues to monitor climate-related
risk. It does so through its review of theGroup’s principal risks related to any failure
to meet our commitments or comply withapplicable laws and regulations in relation
to ESG matters.
The Board has delegated day-to-day oversightof climate change risk to the Climate Committee.
This committee meets quarterly and leads on
all climate-related initiatives. It consists ofsenior Managers and is chaired by the Group
Finance Director, who also chairs the Group
Risk Committee. The Group Risk Committee
considers emerging risks, such as climatechange, as necessary.

62

Strategy
Computacenter’s exposure to climate-relatedrisks and opportunities can be seen throughthe lens of our position as one of the world’s
leading VAR. Our ability to procure technology
products through leading technology
partners, add value for our customers throughour Professional Services expertise, and thenship or hold that product depends on:

Our Services business depends on our people
being able to access our service delivery
locations and our customers’ locations, aswell as the uninterrupted functioning of ouroperational infrastructure, such as ourprincipal offices, Integration Centers andService Centers.
Any physical or transitional climate-related
risk which disturbs the equilibrium of ourvalue chain could impact the execution of ourstrategy, our levels of customer service andsatisfaction, and ultimately our financial
performance. We have set out below thoseclimate-related risks which we think could
reasonably result in that happening, although
for many of these their frequency and severity
is difficult to predict. We have therefore based
our analysis on certain assumptions, which
we have also explained. Whilst none of theserisks has yet impacted our business, we havealso set out how we have responded to themin our strategy and financial planning.
Physical Risk: Extreme weather events andlong-term changes in climate patterns
Significant changes in weather patterns in themedium to long term, both acute and chronic,
could result in interruptions in our technology
partners’ ability to manufacture and distributeon a timely basis, and could cause damage to
our service delivery locations, including ourService Centers, Integration Centers and Data
Centers, affecting our ability to run an
uninterrupted service for our customers.

Most of our technology partners aresubstantial international businesses,
who have the size, resilience, technologicalcapability and investment capacity to
mitigate the future risk of climate-related
damage to their manufacturing anddistribution process. We work with multiple
technology partners, which mitigates against
one organisation, area or region being
impacted by extreme weather. We carry out aphysical assessment of our service delivery
locations across the globe, as part of our
insurance risk assessment process, andensure 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 at material risk of flooding
from rivers or from sea level rises and, likemany organisations during the Covid-19
pandemic, we have reduced our reliance on
physical offices.
Transition Risk: Compliance andreputational risk
As we move towards a low-carbon economy,
there are increasing compliance requirements
emanating from the UK Government,
regulatory authorities and standard-setters,
as well as pressure from business stakeholders
and market initiatives related to sustainability
reporting, such as the TCFD. If we fail to meetthese requirements and expectations, or if wefail to set and achieve our climate impact
reduction targets, this is likely to harm our
reputation and could cause customers to
reduce their business with us.
We take our climate-related responsibilities
seriously, which helps mitigate against thisrisk. We have had a Climate Committee inplace since 2020. Recent initiatives haveincluded the installation of a large numberof solar panels at our Hatfield and Kerpen
Integration Centers and we have contracts
in place to use only green energy in ourbusinesses in Germany and the UK. These andother initiatives (detailed on pages 52 to 61)
have contributed to a reduction of our Scopes
1 and 2 emissions of 73 per cent since 2019(see page 54). We have a target to be Carbon
Neutral for our Scopes 1 and 2 emissions in
2022 and to reducing our Scopes 1, 2 and 3
emissions to Net Zero by 2040, backed by
Science Based Targets. Our progress towards
these targets will be monitored and reported
on in future Annual Reports.

Strategic Report
Annual Report and Accounts 2021

< 2°c scenario

Our initial assessment indicates that transition risks associated with the shift to a low-carbon economy are more likely to have an impact on ourbusiness in the short term, while physical risks (both acute and chronic) may become a greater issue in the longer term, if global temperature
increases are not held within the 2°c limit envisaged by 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 fromclimate change, and the mitigating actions we are taking to address them, are shown below.
Short term (to 2030)

Medium term (2030 to 2040)

Long term (beyond 2040)

Higher transition risks associated withmoving to a low-carbon economy• Reputational risk with investors,
customers and employees, if we do notadequately address climate change.
• Compliance risk if we fail to meet
regulatory requirements, including
emissions reporting obligations.
• Increased cost of climate-related levies/
increased pricing of greenhouse gas(GHG) emissions.
• Changing customer behaviour.
• Travel curbs.

Continued transition risks• Increasing reputational risk withinvestors, customers and employees,
if we do not adequately address
climate change.
• Continuing compliance risk if we failto meet regulatory requirements,
including emissions reporting
obligations.
• Increased cost of climate-related
levies/increased pricing of GHG
emissions.
• Changing customer behaviour.
• Travel curbs.

Less significant increase in physical risks• Continued isolated extreme weather events
causing manageable business disruptions.
• Higher summer temperatures and rapidchanges in temperature and humidity causing
challenges for data center cooling.

Opportunities• Customers will continue to invest in their
IT infrastructure, to enable hybrid working
practices which are carbon-reducing,
and also to reduce the carbon footprintof their IT infrastructure. We will
therefore continue to see high demand
for modern, lower-carbon footprint
technology products.
• Our Circular Services (redeployment,
remarketing and recycling of technology
products) will become increasingly
important to our customers.

> 2°c scenario

Slight increase in transition and physicalrisks in the short term
• Isolated and manageable businessdisruptions caused by extreme weather
events, such as flooding or drought.
• Ad-hoc supply chain interruptions.
• Increased insurance costs due tonatural disasters.
Opportunities/Resilience• Our ability to supply technology products
locally in multiple regions (UK, EU, North
America and APAC) will help large
international customers to reduce
shipment costs and the associatedcarbon footprint. This international
coverage will also increase our resilienceand help us provide greater supply chain
resilience to our customers.

Opportunities• Continuing customer investment intheir IT infrastructure with continued
high demand for modern, lowercarbon footprint, technology products.
• Our Circular Services will remain
important to our customers.

Increasing physical risks due toa failure to adequately transition toa low-carbon economy• Power outages due to restrictions on
use of fossil fuels.
• Increasing cost of power.
• Flooding due to increased sea level(no strategic locations are atmaterial risk).
• Increasing transport costs.
• Telecoms and internet disruptions.
Opportunities/Resilience• We will continue to maintain
operational resilience through thegeographical dispersion of ourService Centers.
• Our existing strengths as one of theworld’s most international andServices-led VAR give us theopportunity to establish a leadership
position in helping both customers
and technology partners to achieve
their sustainability goals.

Opportunities• Our ability to provide Circular Services byourselves will help us to differentiate, as
customers will expect these services to be
integrated into more of the technology
products and services they procure, e.g.,through ‘Device as a Service’ (DaaS).
• Customers will require our advice on theselection and deployment of technology
products, to help them achieve their carbon
reduction strategies.

Increased physical risks due to a failure toadequately transition to a low-carbon economy• Power outages due to restrictions on use offossil fuels.
• Increased cost of power.
• Flooding due to increased sea level (nostrategic locations are at material risk).
• Pandemics due to new diseases caused byclimate and population changes.
• Population changes – controls on population
growth, increasing migration, the need forautomation etc.
• Increased transport costs.
• Telecoms and internet disruptions.
Opportunities/Resilience• We will continue to maintain operational
resilience through the geographical dispersionof our Service Centers.
• Our existing strengths as one of the world’s
most international and services-led VAR giveus the opportunity to establish a leadership
position in helping both customers andtechnology partners to achieve theirsustainability goals.

The less than 2°c scenario assumes that we act responsibly, in line with business and society globally, to reduce GHG emissions. This may include
the introduction of carbon pricing by national governments. In this scenario, we expect that transition risks pose the biggest threat to ourbusiness, with only a limited and manageable impact on our operations from physical risks. The greater than 2°c scenario assumes climate policy
is less effective and emissions cause climate change above that envisaged in the Paris Agreement. Under this scenario, we would expect physicalrisks to become much more apparent in the longer term.
63

Task Force on Climate-related Financial Disclosurescontinued

Our strategy to address climate-related issues includes our commitment to be Carbon Neutral for our Scopes 1 and 2 emissions in 2022 andNet Zero for our Scopes 1, 2 and 3 emissions by 2040, with both commitments to be backed by Science Based Targets.
Risk management
Our risk management and control framework enables us to effectively identify, assess and manage climate-related risks. As summarised on
page 81, the Board reviews climate change risk as part of its review of our principal risk relating to complying with our commitments andapplicable laws and regulations in relation to environmental, social and governance matters. The process for identifying and assessing climaterelated risk is the same as for all principal risks, as described on page 81. Each of our principal risks has an assigned risk owner, who is responsiblefor its management. This includes ensuring the effectiveness of internal controls and for overseeing risk mitigation plans. Each risk ownerpresents the controls and mitigations for peer review at least annually to the Group Risk Committee meetings. The Board also reviews theprincipal risks annually. We do not currently recognise climate change as a principal risk to the business.
The Group Finance Director chairs the Climate Committee that was established in 2020. The Climate Committee consists of Group managers andsenior employees with specific environmental interests. The Committee’s aim is to debate and propose initiatives to continue to reduce ourenvironmental impact, with some material investments to be approved at Group Executive level.
Metrics and targets
In line with our current risk assessment and mitigation plan, we continue to largely concentrate on transition risks and our commitment tobecoming a Net Zero business, as outlined above.
We have taken into account 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 aim to reduce our Scopes 1 and 2 emissions to Carbon Neutral in 2022 and our Scopes 1, 2 and 3
emissions to Net Zero by 2040, backed by Science Based Targets.
We have considered transition risks to achieving our strategic objectives across the Group asa whole. However, they are not considered material at this stage.
We have assessed the Company’s locations close to water sources at risk of flooding or at riskof sea level change. None of the locations are strategic to our operations.
Customers will need us to:Transition risk
Physical risk
Climate-related opportunities

Capital deployment• supply and deploy modern, lower-carbon footprint technology products;• provide Circular Services for their technology estate and increasingly integrate these into
our Services;• provide local supply solutions, to minimise shipment-related carbon footprint; and• advise on selecting and deploying lower-carbon IT infrastructure, to help them meet theirsustainability goals.
In recent years we have made significant investments to reduce our carbon footprint. These include
the following initiatives:• Installing 6,308 solar panels at our Hatfield Integration Center at a cost of approximately £1.2
million; installing 1,764 solar panels at our Kerpen Integration Center and installing 2,016 solar
panels over our Kerpen car park spaces at a cost of approximately €1 million. Combined, these will
result in annual power generation of approx. 3.3 million kWh and the reduction in Scope 2 emissionsof approximately 1,100 tonnes, based on a combination of UK and German conversion factors.
• Installing a further 1,200 solar panels on the roof of our Livermore Integration Center, which willcomplete in 2022, and is expected to generate 750,000 kWh and reduce Scope 2 emissions by
140 tonnes, based on local conversion factors.
• Purchasing ‘green’ electricity across our UK and Germany businesses at an incremental costof £100,000, resulting in emissions reductions of 4,953 tonnes.
• Introducing electric vans in some of our logistics business areas and electric cars.
• Acquisition of our RDC Circular Services subsidiary.

Internal carbon prices

Remuneration

64

Overall, our GHG emissions are now 21 per cent of the 2015 number.
While we have not introduced internal carbon pricing across our business as a whole, from
1 October 2021, we have introduced an internal levy of £10/€12/$14 per flight or hotel booking for theUnited Kingdom, France, Germany, Spain, Belgium and the United States, to purchase carbon credits
each year to offset the CO2e emissions generated from these activities.
For the year ended 31 December 2021, no executive discretionary bonus was linked to climate
considerations, other than the Group Finance Director, who has one objective related to climatechange management. However, this is being kept under review by the Remuneration Committee.

Section 172 statement

When conducting any activity in his or her role
as a Computacenter plc Director, our Board
members must act in a way that they consider
is most likely to promote the success of theCompany for the benefit of its members asa whole, having regard to a number of factors
set out in Section 172 of the Companies Act
2006. These include the interests of ouremployees, importance of fostering business
relationships with our suppliers andcustomers, impact of our operations on
the community and environment, likely
consequences of any decision in the longterm, desirability of the Company maintaining
a reputation for high standards of businessconduct and the need to act fairly as between
the members of the Company. Each Director
considers that they have acted in a mannerconsistent with his or her Section 172 duty
throughout the year.
The Board understands that without our key
stakeholders, the Company would not be able
to successfully implement its strategy, and its
purpose would be unachievable. Understanding
their interests, views and concerns, andconsidering these when reviewing anddiscussing matters put before it for review orapproval as part of its annual programme, iscritical to enabling the Board to makeinformed decisions, and for each Director todischarge their duty under Section 172.

Strategic Report
Annual Report and Accounts 2021

In the sections set out in the table below,
we explain how the Company’s programmeof engagement with our key stakeholders
enables our Board members to do so.
In some cases, this engagement directly
involves the Board or its members, and this isalmost exclusively how engagement with ourinvestors takes place. Given the size andgeographic diversity of our business, themajority of engagement with our customers,
technology partners, people and communities
takes place at an operational level across theorganisation. Where this is the case, the Board
ensured that it had been updated on thenature and outcomes of this engagement
during the year.
We have also set out the factors listed under
Section 172 which the Board considered whenreviewing Board-level matters or making
decisions during the year. These can be foundon pages 91 to 92. The results of the Board’s
decision making, and the outcomes producedby each Director discharging their Section 172
duty can be found throughout this Annual
Report and Accounts. Therefore, the following
sections have been incorporated by reference
into this Section 172 statement and, where
necessary, the Strategic Report.

Sections incorporated into Section 172 statement
Relevant information• Our approach to market• Business model at a glance• Technology Sourcing, Managed Services and Professional Services• Our sustainability strategy• TCFD disclosures• Non-financial information statement and stakeholder engagement• Viability statement and going concern• Principal risks and uncertainties• Board activity in 2021

Page

10 to 1617
18 to 25
40 to 61
62 to 64
65 to 69
78 to 79
80 to 85
91 to 92

Non-financial information statement
Computacenter aims to comply with the Non-Financial Reporting Directive requirements contained in Sections 414CA and 414CB of the Companies
Act 2006. The table below sets out where more information on non-financial matters can be found within this Annual Report and Accounts (as wellas on our website: computacenter.com). The due diligence carried out for each policy is contained within each respective policy’s documentation.
Reporting requirement

Relevant information

1. Business model• Strategic priorities• Business model• Viability Statement• Principal risks and uncertainties• Employees• Diversity policy• Health and safety• Stakeholder engagement• Supporting charity and community• Human rights• Suppliers• Details of our Supplier Code of Conduct, as well as our approachto protecting human rights, can be found on our website• Whistleblowing• Our Code of Business Conduct and other related policies, can befound on our website• Environmental matters• Energy use and emissions• Greenhouse gas emissions

2. Principal risks and impact of business activity
3. Employees

4. Social matters
5. Human rights

6. Anti-bribery and corruption

7. Environmental matters

Page

8
17
78
80
44
46
57
66
48
57
57
48
52
53
54

65

Stakeholder engagement

OUR KEY STAKEHOLDERS ENABLE COMPUTACENTER TO CREATE VALUE FOR THEM.
Our people and technology partners provide us with leading digitaltechnology and expertise that underpins the competitiveness of ourcustomer offering. Our customers place their trust in us to Source,
Transform and Manage their digital technology to support theirorganisations. Our investors support us by taking the decisions andproviding us with the capital support that allows us to build asustainable business for the long term, whilst the communities inwhich we operate support the social, economic and personal interestsof our other key stakeholders. Collectively, they are an indispensable
part of how we do business. Having their support, and ensuring that we
address their views, interests and concerns where we can do so, is ofparamount importance to us.

Our customers

Why we engage and what matters to them:
Our Winning Together Values are unambiguous: we put our customers
first, we keep our promises to them, and we always prioritise the longterm in our dealings with them.
Our Purpose includes enabling the success of our customers byhelping them to navigate the complex digital environment and to
Source, Transform and Manage their digital technology. One of ourprincipal risks is that we fail to invest appropriately to maintainour competitiveness. We can only support our customers andmitigate against this risk through a deep understanding of theircurrent and likely future needs and views, ensuring that ourofferings and investment decisions are aligned with these, and that
we deliver a positive customer experience which drives long-term
customer relationships.
Our collaboration with customers requires continuous two-way
engagement, so we can adapt with them as their digital environments
and related technology needs evolve. They expect us to be responsive
and flexible to their requirements, delivering services to them ina way which reflects agreed terms and is safe and sustainable.
Through clear communication with our customers, we are able toensure that we have the capability to deliver what they are askingfrom us.
Our principal forms of engagement with them during the year were:• Day-to-day engagement through a wide variety of channels,
generally covering our performance and future opportunities, andincluding face-to-face and virtual meetings, customer training andworkshops, as well as dialogue through dedicated client directors
and account managers, our service support functions and, where
necessary, our country-unit and Group Management teams.
• Regular meetings between our Chief Executive Officer and key
customers, to discuss their view of Computacenter.
• Customer surveys and other structured mechanisms for obtaining
feedback on our performance.
• Through the publication of supporting materials, including thoseon our website (computacenter.com) which summarise andprovide further information on our customer offerings.

66

How the Board was kept informed of engagement outcomes, andconsidered the interests of our customers during discussions anddecision making:In 2021, the Board received frequent updates on customer
engagement from the Chief Executive Officer, which included detailsof significant contract bids and wins, and material customer issues
where they arose.
These were supplemented by presentations from our in-country
business leadership teams on key customers and their issues,
including the management teams of our German and UK businesses.
Subjects covered included maintaining and expanding long-term
customer relationships, the impact of Covid-19 on significant
customers, their demand and investment capacity for IT
infrastructure and systems, and a review of independently-produced
customer satisfaction data. The Board also completed a ‘deep-dive’on a topic related to the Group’s strategic priorities at each of its
scheduled meetings, which are based on likely future trends incustomer behaviour and demand, and ensuring that the Group canadapt to these with its customer offerings.
Feedback and discussion from these engagement activities
informed the Board’s decision to approve the Group’s three-year
strategic plan for 2022-2024, the associated investment
requirements required by that plan, the Group’s financial
performance targets for 2022, as well as its review of potential
acquisition and material contract bid opportunities.
The Board also approved an investment into our core IT Service
Management (ITSM) systems, which will allow us to address thecapabilities that our customers will need in the future, and reviewed
and approved the Group’s ESG strategy having considered the
expectations of our key customers in that area, and received
regular ESG updates from the Group Finance Director and Group
Development Director.
Further details of how the Board considered the interests of ourcustomers in its decision-making can be found on pages 91 to 92.

Strategic Report
Annual Report and Accounts 2021

Our people

Why we engage and what matters to them:
Our people are at the centre of what we do and are essential for
our future growth. They implement and promote our culture, as set
by the Board, on a day-to-day basis. Externally, they represent
Computacenter when interacting with our other key stakeholders,building relationships, generating long-term trust, and developing
knowledge of their requirements and preferred ways of operating.
We want to attract, retain and develop people who understand andpromote our strategy, performance, culture, values and purpose.
Failure to recruit and retain the right calibre of people to our talentpool is one of our principal risks (as set out on page 85). Clear,consistent and frequent engagement with our people, and the groups
that represent them, helps us to mitigate this risk.
Our people expect us to provide fair and safe working conditions forthem, and to help create an environment where they can get the bestout of themselves. Engagement allows us to understand how we cancontinually strive to do this better.
Our principal forms of engagement with them during the year were:• The programme of engagement completed by Ros Rivaz, thenominated Non-Executive Director for Workforce Engagement.
• Weekly communications to all of our people from the Chief
Executive Officer, covering topics such as recent businessperformance and trends, as well as Board and senior Management
views on those areas.
• Engagement with our Works Councils across Europe, including
Germany, France, Spain, Belgium, Switzerland and the Netherlands,
and additionally our European Works Council.
• The Group-wide Management structure and Whistleblowing hotline,
and the activities of our Human Resources function, all of which
ensure that issues and feedback raised by our people areconsidered and escalated, including to members of the Board andthe Group Executive Committee if appropriate.
• Through our policies and training, which provide guidance on
how we expect our people to represent Computacenter andconduct themselves.
• Through our biennial Group-wide employee survey.

How the Board was kept informed of engagement outcomes,
and considered the interests of our people during discussions
and decision-making:
The Board received frequent updates during the year from Ros Rivazon the outcomes of the Workforce Engagement Programme, which
included feedback from our people on the Company’s response to the
Covid-19 pandemic, indicating that it had been clear and timely withrelated communications, and had provided our people withappropriate support, both in respect of their needs relating to theirrole undertaken for Computacenter, and the provision of resources
to support their mental wellbeing, particularly during Covid-19related lockdowns.
Ros summarised the views provided to her on the effectiveness ofworking relationships between Management and our Works Councils,
and noted that over time there would be appetite for the Company
to provide clarity on its post-Covid-19 future working arrangements.
She reported on her meeting with the Computacenter Employee
Impact Group (EIG) for Ethnicity, including feedback that the EIG had
received from our people on their views and experiences of how
Computacenter ensures diversity and equality across the Group.
Feedback provided informed the Board’s deep-dive review on theGroup’s culture, including discussion of how this had developed overrecent years, had been impacted by the Covid-19 pandemic and how
it supported the implementation of the Group’s strategy.
The Board also received presentations from our in-country senior
Management teams, which included detail on employee engagement
activities and outcomes, as well as specific updates from the Chief
People Officer on negotiations between the Group and its Works
Councils related to matters of interest to both parties.
The Chief Executive Officer provided an update of progress madeagainst internal gender diversity targets for senior Management
positions throughout the organisation, which was considered by
the Board when reviewing our Gender Pay Gap (GPG) reporting,the causes for the remaining GPG that exists, how this is linked todiversity and inclusion and actions required to reduce our GPG.
As part of his regular updates to the Board on financial andoperational performance, the Chief Executive Officer also reported
on common themes and trends from employee feedback, especiallyconcerning the impact of Covid-19 on our people. During the year,
and on the recommendation of the Chief Executive Officer, the Board
approved the expansion of the Group’s Performance Share Plan toallow the issue of awards within additional jurisdictions following
recent acquisitions made. Prior to the publication of the 2021 Annual
Report and Accounts, the Board also reviewed and discussed theresults of our biennial Group-wide employee survey, which wascompleted in the fourth quarter of the year. Detail of the outcomesof that survey can be found in the people section on page 46.
Feedback from each of these engagement activities above also
informed the Board in its discussions and decision-making around
Computacenter’s Modern Slavery Act Statement and ESG strategy.
Further details of how the Board considered the interests of ourpeople in its decision-making can be found on pages 91 to 92.

67

Stakeholder engagement
continued
Our technology partners

Our communities

Why we engage and what matters to them:
Our technology partners are critical for us and we invest time andeffort in ensuring that our relationships with them remain robust
and healthy, for mutual benefit. We aspire to be their preferredroute to market for our chosen customer segments, and they
benefit from our customer intimacy, which comes from our focus
on long-term, multi-level strategic relationships.

Why we engage and what matters to them:
Our Purpose is Enabling Success by building long-term trust with
our stakeholders. These include the communities in which we, andour other key stakeholders, live and work. Our local communities
support our ability to do business and supporting them in return isa responsibility. Through doing so, we aim to inspire our people, toillustrate more widely our commitment to act like ‘people matter’(one of our core values as an organisation), and to maintain andenhance our corporate reputation. Our local communities areinterested in ensuring that our operations are sustainable and safe,
so that the positive economic and social impact that Computacenterhas on them is protected over the long term and increases overtime. They expect us to engage with the social and environmental
issues that matter to them, including in areas like equality, diversity
and inclusion and the sustainable use of resources within ourbusiness operations. They also expect us to act ethically, to treat
our stakeholders fairly and, where possible, to support themfinancially or with our time.

Through engagement with our customer teams and by working in
partnership, we add value and drive end-user satisfaction with ourtechnology partners’ products. To facilitate that and enable us togrow together, we need to maintain strong and sustainable working
relationships, on both a day-to-day and strategic level, covering
operational, engagement and commercial support.
Our principal forms of engagement with them during the year were:• Our technology partners’ customer-aligned sales and technicalpersonnel, and our sales, technical and services teams engage
regularly to ensure strong working partnerships, on a customerby-customer basis.
• The Group technology services team formally engages with ourtechnology partners on a day-to-day basis, as well as atmanagement and executive level, to maintain strong partnerships
and to continue to deliver operationally and strategically.
• Technology partners share product and strategy information at
multiple formal and informal events during the year, to enable us
to fully support our customers’ initiatives and business planning.
This requires both technical and commercial engagement acrossComputacenter and includes inviting representatives of ourtechnology partners to speak at our Group-wide annual sales
meeting, where they communicate their latest technicalinnovations and their view of how our organisations can mosteffectively work together.
How the Board was kept informed of engagement outcomes,
and considered the interests of our technology partners during
discussions and decision-making:
The majority of our engagement with technology partners takes
place at an operational level. The Board received updates from the
Chief Executive Officer, Chief Commercial Officer and othermembers of the senior Management team on the views of ourtechnology partners, and reviewed the Group’s Technology Sourcing
strategy and tooling capabilities with the Chief Commercial Officer.
The Board reviewed specific project workstreams aimed atensuring that the Group’s Technology Sourcing tooling systems andcapabilities adequately supported the wider business, provided
differentiation against the Group’s competitors and were able tosupport likely future customer demand and purchasing behaviours.
The updates it received informed the Board’s discussions anddecision-making when approving the Group’s strategy and associatedinvestments, and setting financial targets for the Group in 2022.
Further explanation on how we build powerful partnerships with ourtechnology partners can be found on pages 18 to 21.
For further detail on how the Board considered the interests of ourtechnology partners in its decision making during the year, pleasesee pages 91 to 92.

68

Our principal forms of engagement with them during the year were:• Our engagement is focused on school, community and university
outreach programmes with a focus on encouraging young people
to take up Science, Technology, Engineering and Mathematics(STEM) careers, thereby addressing skills shortages, increasing
diversity across STEM, improving social mobility and raising
aspirations. Our school, community and university outreachprogramme won best Community Outreach Programme at the2021 CRN Women in Channel Awards.
• Our employee volunteers have completed over 1,700 hours
of community outreach volunteering.
• Most of our community engagement is through direct
engagement between our people and our local communities,
across all of our main operating geographies.
• For further information on our engagement with our local
communities, please see our sustainability section on
pages 44 to 61.
How the Board was kept informed of engagement outcomes,
and considered community interests during discussions anddecision-making:
The Board received frequent updates from the Group FinanceDirector and the Group Development Director on our sustainability
strategy, and the progress being made in implementing it. As partof these updates, it reviewed activities being undertaken by theGroup to engage with and support our local communities, and ourcommitments and reporting relating to the environment andclimate change. The Board considered the interests of our local
communities, and the impact of our operations on them, whenapproving our revised targets for carbon emissions as set out on
page 52, discussing the Group’s approach and objectives related todiversity and inclusion, and reviewing our Gender Pay Gap Reporting
metrics and Modern Slavery Act Statement.
For further examples of where the Board has considered theinterests of our local communities in its decision-making during theyear, please see pages 91 and 92.
For further detail on actions we are taking to contribute towards
the long-term future of our people and our planet, and to provide
sustainable solutions for our customers, please see pages 44 to 61.

Strategic Report
Annual Report and Accounts 2021

Our investors

Why we engage and what matters to them:
Our investors want an appropriate return on their investment
in Computacenter.
To help them achieve this, they want to understand our strategy,
our current or projected operational and financial performance, andour approach to environmental, social and governance (ESG) matters.
Investors have different risk appetites, and different preferences forcapital or income-based returns and the time horizon for delivering
those returns.
Two-way engagement helps Management and the Board tounderstand shareholders’ range of views on specific issues andallows current and potential investors to make informed decisions
concerning investment in Computacenter.
Our principal forms of engagement with them are:
• The Chair and Company Secretary’s governance roadshow withsignificant shareholders, following the release of the Annual Reportand Accounts, and the Executive Director investor meetings androadshows held throughout the year.
• The annual and interim results presentations to sell-side researchanalysts and institutional shareholders.
• The Company’s Annual General Meeting, although this was
impacted by Covid-19-related restrictions in 2021.
• The Remuneration Committee Chair’s engagement with significant
shareholders, proxy firms and other interested parties regarding
Executive remuneration proposals, with further engagement
alongside the Company Secretary after receiving responses.
• Through our investor website at investors.computacenter.com, ourregulatory news service announcements, which include our annual
and interim results, and our Annual Report and Accounts.

How the Board was kept informed of engagement outcomes,
and considered the interests of investors during discussions anddecision-making:
The Board received updates from the Executive Directors on key
issues raised at their investor roadshow meetings, and from the
Chair on the governance roadshow.
Feedback from institutional shareholders was also reviewed throughformal reports provided to the Board from the Company’s brokers,
Credit Suisse and Investec. These summarised movements ininstitutional investor holdings in the Company and provided investors’
thoughts on their meetings with the Executive Directors following therelease of the Company’s annual and interim results. The reports
included existing and potential investors’ articulation of theinvestment case relating to the Company’s shares, and any perceived
attractions or barriers to investing.
Feedback received from our investors focused on several areas,
including the performance of the business and opportunities for
future growth in the United States, the priorities for the Group’s useof cash including a range of views around the attractiveness of sharebuybacks and further acquisitions, and on the Group’s current
valuation against peers across relevant sectors.
There was investor interest in understanding the extent to which
increased demand for our Source, Transform and Manage
propositions had been due to changed customer working behaviours
related to Covid-19 (such as remote working capabilities), the likely
sustainability of these changed behaviours, and understanding wider
trends in customer preferences and behaviour which were likely todrive future demand, including the location and method by which theGroup delivers its Managed Services offerings, amongst others.
The views of our investors informed Board discussions and decisionmaking concerning the quantum of dividend declarations (which theBoard considered and balanced against other stakeholder interests
concerning our balance sheet strength, investment capacity andlong-term viability of the Group), resulting in a 2020 final dividend of
38.4 per share and a 2021 interim dividend of 16.9 per share being
paid; the Board’s review of potential uses for the Group’s existingtreasury shares, including their potential cancellation or use relating
to the vesting of employee share option schemes, following which theBoard decided to retain these as treasury shares and review options
moving forward; approval of the Group’s dividend policy, which theBoard decided to leave unchanged; three-year strategy plan; cash
deposit and reserve strategy; and a review of the Group’s capital
allocation, ESG strategy and Executive Director succession plans.
Through updates from the Remuneration Committee Chair, the Board
was also made aware of the views of significant shareholders
concerning the Company’s proposals for Executive remuneration in
2022. As set out in the Remuneration Committee report on page 106,
shareholders who responded to the consultation process werebroadly supportive of the change related to the increase in the Chief
Executive Officer’s base salary for 2022.
For further examples of how the Board considered the interests of
our investors during the year, please see pages 91 to 92.

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