2023

Environmental,
Social andGovernance
Report1

Table of contents
OUR APPROACH

3

Highlights

3

CEO’s Letter

4

UN Sustainable Development Goals

5

Management of ESG

6

ENVIRONMENTAL

7

Product offering8

Our carbon footprint

9

Approach to climate-related issues

11

SOCIAL18

Diversity and inclusion

19

Training and development

21

Employee engagement22

Wellbeing and benefits

23

Community engagement

24

GOVERNANCE

28

Business ethics

29

Data privacy and IT security

30

Delivering for our customers

33

Industry participation

35

Blancco | 2023 Environmental, Social and Governance Report

2

About this report
This report covers the Blancco Technology
Group’s Environmental, Social andGovernance (ESG) management andperformance.
The majority of the data covers the reporting
period for FY 2023 (1 July 2022 to 30 June2023). Our carbon reporting covers CY 2022
(1 January 2022 to 31 December 2022).
In reporting on the ESG information deemedmost financially material, we have been guided
by the Sustainability Accounting Standards
Board’s (SASB) industry standard for Software& IT Services. We have continued to reportin line with the recommendations of the Task
Force on Climate-related Financial Disclosures(TCFD) in order to disclose our approach
to climate-related risk and opportunity
management.
Blancco is a member of the UN Global
Compact, a voluntary leadership platform
for the development, implementation, anddisclosure of responsible business practices.
We continue to assess our impact in supportof the UN Sustainable Development Goals(SDGs).

Blancco | 2023 Environmental, Social and Governance Report

Accreditation

Description
MSCI ESG Rating
MSCI ESG Research provides MSCI ESG Ratings on global public and a few
private companies on a scale of AAA (leader) to CCC (laggard), according toexposure to industry-specific ESG risks and the ability to manage those risks
relative to peers. In 2022, Blancco Technology Group was upgraded to a rating of'A A' in the MSCI ESG Ratings assessment, which was originally awarded in 2020.

First
awarded

2021

HIPAA Seal of Compliance
The HIPAA Seal of Compliance from Compliancy Group verifies and assures ourcustomers that Blancco has undergone a HIPAA Data Privacy and Information
Security risk assessment and that Blancco has established and implemented
policies and procedures to ensure meeting HIPAA Privacy, Security, and Breach
Notification Rules.

2022

ISO27001
This accreditation highlights how operate an excellent Information Security
Management System. Recipients of this certification must demonstrate theirorganization’s strategy and practices in protecting sensitive information within amanagement system. Blancco’s dedication to information security is built into its
enterprise DNA; safeguarding data is at the core of its product offering.

2018

ISO9001
ISO9001 certifies that Blancco’s core functions meet specific requirements for aquality management system and provides proof that Blancco consistently offers
products and services that meet stringent regulatory requirements and satisfy
customer demands. It is the only standard in the ISO 9000 series that can becertified.

2018

UN Global Compact
Launched in 2000, the UN Global Compact is the largest corporate sustainability
initiative in the world, with more than 12,000 companies and 3,500 nonbusiness signatories based in over 160 countries, and 69 Local Networks. The
UN Global Compact is a call to companies everywhere to align their operations
and strategies with ten universally accepted principles in the areas of humanrights, labour, environment, and anti-corruption, and to take action in support of
UN goals and issues embodied in the Sustainable Development Goals (SDGs).
Blancco’s Communication on Progress, detailing efforts made to embed the ten
principles, was published in April 2023.

2022

3

Our approach

Highlights
Carbon Neutral statusretained

107.1 million kg ofdevices securely erased*

Employee engagementscore of 83%
33% of employees acrosswhole Group are women

Zero data breaches*This figure was calculated based on the information gathered from customers during the year.

Blancco | 2023 Environmental, Social and Governance Report

In 2022, Blancco received a ratingof AA (on a scale of AAA-CCC) in
the MSCI ESG Ratings assessment.

Best Security Product of theYear, WonBest ICT Device Circular
Economy Enterprise - UK, Won

Computing Security Excellence:Enterprise Security Solution Award,
Highly Commended

IR Magazine Awards – Europe 2023:
Best ESG materiality reporting (smallcap), Shortlisted

Small Cap Awards: ESG Companyof the Year, Shortlisted

OBJECTIVE FOR 2023

STATUSOBJECTIVE FOR 2024

Enable the reduction of
global e-waste

Facilitate data sanitisationof an increased numberof devices

Improve workforce
retention

Keep attrition below
industry average

Support customers on data
security and achieving theirown ESG objectives

Continue to expand
customer base while
maintaining strong NPSDISCLAIMER STATEMENTThe use by Blancco of any MSCI ESG research llc or its affiliates (“MSCI”) data, and the use of MSCI logos, trademarks, service marks or index names herein, do not constitute a sponsorship,endorsement, recommendation, or promotion of Blancco by MSCI. MSCI services and data are the property of MSCI or its information providers, and are provided ‘as-is’ and without warranty.
MSCI names and logos are trademarks or service marks of MSCI.

4

Our approach

CEO’s letter

Dear Stakeholder,
It is with great pleasure I share with you
our FY 2023 ESG Report. Since 2020,
when we released our first ESG Reportand established our approach to beinga responsible business, ESG is now truly
embedded into the way we do business.
Sustainability remains at the heart of our
proposition. I am very proud to report that thisyear Blancco’s solutions enabled the secure
erasure of almost 64 million devices. This
prevented a possible 107 million kilograms
worth of IT equipment being sent to landfill.
Through donation of licenses, our software
has also supported non-profits in being able tosecurely erase devices and distribute them tocommunities that lack access to technology.
Driving the sustainability message to ourcustomers is a key focus for the business, as
we seek to demonstrate how our products
satisfy both data security regulations andenvironmental impact expectations.

The strategic acquisition of WipeDrive at theend of FY 2022 has further strengthened ouroffering. We are delighted to have maintained
the majority of customers, following a
successful integration of the company into thewider Group.
We strive to be responsible environmental
stewards, which means scrutinising ourown carbon footprint. Whilst retaining ourcarbon neutrality status through the purchaseof carbon credits, we have continued todevelop our decarbonisation strategy. As thebusiness grew and travel increased due toeasing restrictions post-pandemic, we saw an
expected increase in our overall emissions.

Blancco | 2023 Environmental, Social and Governance Report

However, we achieved a reduction in carbon
intensity and removed our Scope 2 emissions
through the purchase of renewable energy
certificates. While we acknowledge we still havesome way to go to achieve our objective of
becoming a net zero business, we are making
significant strides in the right direction.
The role of people in the continued success ofour business cannot be understated. Our social
strategy maps out the support and opportunities
we provide our employees, including our newcolleagues from WipeDrive. Integral to this iscreating an inclusive culture. We have continued
to evaluate how we can increase diversity at alllevels of the business, including implementing
a mentoring scheme to secure a pipeline ofdiverse talent. I am pleased to report increases
in female representation at management level
and amongst our technical staff, and an increasein racial diversity across the broader workforce.
Following the release of our ESG Report for FY
2022, the business was upgraded by MSCI toan AA rating. We continue to be transparent inour reporting and develop our disclosures in linewith globally recognised frameworks, including
the Task Force on Climate-related Financial
Disclosures (TCFD) and the Sustainability
Accounting Standards Board (SASB). We
look forward to continuing to update our
stakeholders as we progress on our ESG journey.
Matt Jones
Chief Executive Officer

5

Our approach

UN Sustainable
Development Goals
In 2015, all United Nations Member States
adopted the 17 Sustainable Development
Goals (SDGs), which call for coordinatedglobal action on sustainable development.

SDG

The United Nations Global Compact (UNGC)
aims to accelerate the achievement of theSDGs by promoting responsible businesspractice in line with its ten principles. These
principles encourage companies to align theirstrategies and operations along the topics ofhuman rights, labour, environment and anticorruption.
Blancco became a UNGC signatory in 2022,
demonstrating the Group’s commitment to
uphold these values across the business. We
continue to disclose our progress against those
SDGs and their underlying targets upon which
we have the most significant impact.

TARGETSRELEVANCE TO BLANCCO

8.4 Improve progressively, through 2030, global resource efficiency inconsumption and production and endeavour to decouple economic
growth from environmental degradation, in accordance with the 10 Year
Framework of Programmes on Sustainable Consumption and Production,with developed countries taking the leadAt the heart of Blancco’s proposition is technology that actively promotes
reuse of IT equipment. Through supporting the data erasure requirementsof our customers we support responsible consumption. As we havecontinued to grow through innovating our offering and expanding ourcustomer base, we have facilitated the secure erasure of an increased
number of laptops, PCs and other devices.

8.3 Promote development-oriented policies that support productive
activities, decent job creation, entrepreneurship, creativity, and innovation,and encourage the formalisation and growth of micro-, small- and mediumsized enterprises, including through access to financial services.

9.5 Enhance scientific research, upgrade the technological capabilities
of industrial sectors in all countries, in particular developing countries,
including, by 2030, encouraging innovation and substantially increasing
the number of research and development workers per 1 million people andpublic and private research and development spending.
9.a Facilitate sustainable and resilient infrastructure development indeveloping countries through enhanced financial, technological andtechnical support to African countries, least developed countries,
landlocked developing countries and small island developing States.
10.3 Ensure equal opportunity and reduce inequalities of outcome,including by eliminating discriminatory laws, policies and practices andpromoting appropriate legislation, policies and action in this regard.

12.5 By 2030, substantially reduce waste generation through prevention,
reduction, recycling, and reuse.
12.6 Encourage companies, especially large and transnational companies,
to adopt sustainable practices and to integrate sustainability information
into their reporting cycle.

Blancco | 2023 Environmental, Social and Governance Report

We are committed to giving our employees the opportunity to grow anddevelop their skills. By providing online courses, ongoing performanceassessment, career development discussions, and the opportunity to
pursue additional qualifications, we are nurturing the talented employees
within our business. See page 21 for more information.

Continued investment in research and development (R&D) enables
ongoing improvements in our product offering and our ability to curb
unsustainable practices. The introduction of a competency framework for
our R&D teams is enabling greater understanding of the existing skillsets
in the business. This allows for better utilisation of those skills, as well as
showing where there may be competency gaps that need addressing.

We have entered into partnerships with various charities around the globe
which support technology-based education in developing countries. By
providing our data sanitisation services free-of-charge, we help charities
make donated computers, laptops and tablets reusable for underserved
schools and communities. See page 24 for more information.
Enshrined in our policies is our commitment to being an equal opportunity
employer. Blancco takes responsibility for reducing all avenues ofinequality in the recruitment process as well as in the working environment.
This year we have introduced a mentorship programme for the purpose ofdeveloping a strong pipeline of diverse talent across the Group. See pages
19-20 for more information.
Through secure, software-based data erasure technology, our products
extend the useful life of devices. Rather than being sent to landfill, securely
wiped devices, such as laptops, PCs and mobile phones, can be reused,sold or donated.
We actively promote the sustainable benefits of our products through ourmembership of industry associations, and speaking at events, on panelsand on webinars. We also produce research papers on the importance ofdata erasure. See page 35 for more information.

6

Our approach

Managementof ESGThe Group’s ESG reporting andmanagement is owned by the Board of
Directors and the Board is united in its
understanding that advancing Blancco’s
ESG agenda is the correct and necessary
course of action. ESG topics are raised atevery meeting in some form.
Adam Moloney, Chief Financial Officer andExecutive Director, leads the Company’s ESG
strategy and ESG matters are an integral partof his report in Board meetings. Matt Jones,
Chief Executive Officer, has led the charge on
championing D&I initiatives within the Group.
The CEO and CFO have executive responsibility
for ESG management. The Group also engages
with third-party advisors to consider Blancco’s
ESG approach and strategy.

“We set out our stall withregards to ESG three years
ago and did not makethose commitments lightly.
We saw ESG as being animportant element of who
we are, and we wanted tolive up to that. ESG has now
naturally embedded itself
into Board discussions, andwe consider all relevant
matters with an ESG lens.”
MATT JONES, CHIEF EXECUTIVE OFFICER

CASE STUDYINTEGRATING WIPEDRIVE INTO THE WIDER GROUPIn June 2022, Blancco acquired WipeDrive,a software-based data erasure solution
company. To create a smooth transition for
all stakeholders, we took a very consideredapproach to the integration.
We evaluated each customer’s needs andtook the time to educate them about Blancco’s
product. Rather than mandating the immediatetransfer to our platform, we allowed customers
greater flexibility in making the switch, keeping
the WipeDrive platform open in the short term.
By retaining individuals from WipeDrive
responsible for specific customers in theirprevious roles, we were able to create aseamless transition for customers. The
success of this methodical approach wasevident as the majority of WipeDrive’s corecustomer base stayed with us.
Integrating WipeDrive’s talented workforce
was a critical objective. We offered a retention
bonus to all WipeDrive employees if they
stayed on for a period of 12 months. They all
underwent training on the Blancco product,
were transferred to our benefits platform, andwere offered hybrid working. By taking thetime to introduce our new colleagues to thebusiness and demonstrate the opportunities
available, we were able to achieve highworkforce retention.

Blancco | 2023 Environmental, Social and Governance Report

Acquiring WipeDrive has benefited our
product offering directly, as we have now
placed WipeDrive features for inclusion in ourroadmap. It has also impacted us indirectly,
as we discovered great engineering talent.
Working within the enlarged Group, these
individuals have been given greater scopefor research, and we are encouraging themto develop new ways of thinking.

“The overall integrationof WipeDrive into ourportfolio was a resounding
success. I think it is one of
the smoothest transitions
I have ever seen, and weare really pleased andproud to have retained the
majority of both customers
and employees postacquisition.”
RUSS ERNST, CHIEF TECHNOLOGY OFFICER

7

Environmental

Environmental
OBJECTIVE FOR 2023

Enable the reduction of
global e-waste
STATUSOn track
KEY INITIATIVES IN 2023

Continued to expand product offering
through investment in R&D and strategicacquisition of WipeDrive
KEY PERFORMANCE INDICATOR

107.1 million – Total weight of devices
securely erased (kg)OBJECTIVE FOR 2024

It is our continued objective to enable thereduction of global e-waste through theprovision of our industry-leading data erasuresoftware.
Using our products, companies can avoid
physical destruction of unwanted or end-of-life
devices, and instead securely erase equipmentof all data. This means that the devices caneither be reused, recycled, donated or sold into
the circular economy.
This positive environmental impact story is
also being reflected internally in the way we run
our business. We have been scrutinising ourown carbon footprint in recent years, building acomprehensive picture of our Scope 1, 2 and 3
emissions profile.
Whilst retaining our carbon neutral status forthe second year running, we have concurrently
been developing our decarbonisation plan, inline with our ultimate goal of becoming a net
zero business.

Facilitate data sanitisation of an increased
number of devices

Blancco | 2023 Environmental, Social and Governance Report

8

Environmental

Product offering

As companies are increasingly expected toaccount for their Scope 3 emissions, the needfor solutions that support the reduction ofindirect upstream and downstream emissions
is only rising.

This is therefore a global challenge that needs
to be tackled. This year, Blancco enabled its
customers to securely erase an estimated 63.8
million devices, with a pre-use carbon footprintof approximately 8.3 billion kilograms.

This dashboard gives each individual customer
access to the data on the devices they haveerased using our software, which can therefore
be included in their own environmental
reporting.

By securely erasing electronic devices using
our software, companies can either reduce
the amount of new equipment they have toacquire by instead reusing existing devices,or embrace more sustainable methods ofdisposal, such as recycling, donation or resale.
The UN reported that 53.6 million tonnes of
e-waste was generated in 2019 and this figure
is estimated to increase to 74 million tonnes in
2030. Approximately 50% of e-waste is thought
to come from data-bearing IT equipment.

Our solutions also support companies toreduce the amount of redundant, obsolete ortrivial (ROT) data they are storing, which in turn
reduces the need for both the equipment tostore that data and the energy used to powerthat equipment. This can improve both their
Scope 2 and Scope 3 emissions profile.

Expanding our offering through innovation as
well as implementation of efficiencies in our
existing solutions has continued throughout
the year. Following our acquisition of WipeDrivein June 2022, we have now completed theintegration of their products into our portfolio.
Some of the key developments in our offeringfrom a sustainability perspective are listed
below.

CASE STUDYAN AWARD-WINNING BUSINESSOur data erasure solutions haveconsistently garnered industry recognition
for their sustainability credentials. This year
we made another stride in this respect.
The BUILD Recycling and Waste
Management Awards spotlights the industry
leaders and innovators within their respective
fields.

ENTERPRISE

MOBILEITAD

In December, 2022, Blancco was honoured
to be announced as the “Best ICT Device
Circular Economy Enterprise – UK” inrecognition of the crucial role the Groupplays in preventing end-of-life destructionof devices, maximising their reuse value andpromoting circularity on a global level.

There has been a keen focus on highvolume data erasure and we are now
tightly integrated with data centre
providers to support software-based
sanitisation rather than physicaldestruction.

In Mobile, our focus has been on
efficiency and automation from aprocessing standpoint. Through ourpatented solution, Intelligent BusinessRouting (IBR), we have achieved
efficiency parity to or superiority overother solutions on overall processing
time, including superiority over robotic
solutions in warehouses.

 anufacturers are adding Zoned
M
Storage technology to devices in orderto greatly increase the storage capacityof devices. To make sure that the datafrom these devices could also be erased
accordingly, we have added support forZoned Storage Devices.

Blancco would like to thank everyone
on the team who have made this possible.
We are proud of this achievement
highlighting our commitment towards
a green economy as we continue totransform electronic device lifecycles
one business at a time.

In FY 2022 we introduced the ServiceNow
plug-in, which adds the data erasure step
into existing workflows for companies,
enabling integration of the solution. This
year we updated this offering by turning it
into an app which further improves easeof use.

This year, we put our first cohort of customers
onto our new management portal, which
includes access to the ESG Dashboard.

Blancco | 2023 Environmental, Social and Governance ReportApple have developed more securetechnology which has been creating
difficulties for ITADs in erasing the dataon these devices. We introduced Blancco
Eraser for Apple Devices (BEAD) to meetthis demand and to support high volumedata erasure on Apple products.

9

Environmental

Our carbon
footprint
Following a comprehensive carbon analysis
conducted in FY 2022, we established abaseline understanding of our emissions
profile.
We acknowledged, however, that as we moved
further away from the travel restrictions of
the COVID-19 pandemic, travel would likely
increase. In line with these expectations, we
saw an increase in both business travel andemployee commuting in the reporting period
of CY 2022. Our total emissions for CY 2022
amounted to 3,771.0 tCO₂e in 2022, a 4.1%
increase on the 2021 base year.
Gaining a greater understanding of our carbon
footprint has enabled us to make informed
decisions about how to reduce our carbon
emissions. Foremost, this year we made thedecision this year to purchase of renewableenergy certificates, for which supporting
evidence will be maintained and updated
annually. This has enabled us to report our
Scope 2 emissions as zero for CY 2022, using amarket-based methodology.
As part of our decarbonisation strategy, weare continuing to pursue our carbon intensity
reduction targets against revenue, office floorarea, and full-time equivalent employees.
While our emissions have increased in absoluteterms, we have achieved a reduction inemissions intensity across all three metrics.
This year we will be appraising new, more
ambitious targets for future inventories, suchas the Science-Based Targets Initiative.

INTENSITY – BASED DECARBONISATION TARGETS

EMISSIONS INTENSITIES FOR CY 2022

1.1

11.2

85.5

tCO2e/M2

tCO2e/FTE

tCO2e/£1 MILLION IN REVENUECARBON INTENSITY TARGETS FOR CY 2023

–1%
TARGET

Blancco | 2023 Environmental, Social and Governance Report–1%
TARGET–1%
TARGET10

Environmental

Our carbon
footprint
We recognise that decarbonising ouroperations will take time, as we endeavour tomake informed, economic decisions in theinitiatives we undertake. To offset our footprintin the first instance, we decided to purchasecarbon credits last year to offset our entire
footprint.
We did the same for CY 2022, retaining ourcarbon neutral status via credits recognised by
the Verified Carbon Standard (VCS). The credits
related to the installation of a 250 MW wind
power project in the Tamil Nadu state of India,
which is estimated to displace approximately
750 GWh of fossil-fuel generated electricity inthe region each year.
In developing our Carbon Management Plan,
we have three key areas of focus, outlined
below. For more details on our emissions profileand decarbonisation strategy, please see thefull report here.
Last year, we had identified landlord
engagement as an objective; however, via theprocurement of renewable energy certificates,
this is no longer a key focus area.
SUPPLIER ENGAGEMENT PROGRAMME• S
 pecifically focussing on purchased goods
and services, engaging with key suppliers ofmaterials, products and services can allow
Blancco to gain a deeper understanding of
the sources of emissions and ultimately, how
to reduce them.

EMPLOYEE ENGAGEMENT• Our CFO, who leads on ESG at Blancco, gavea presentation to the business on carbon
neutrality, and remuneration for all employees
is linked to retention of carbon neutrality
status.

• Leadership spoke to Global Employee
Forum on green initiatives and colleagues
fed back lots of helpful ideas that reflected
their knowledge of their different operating
locations. (Progress on the proposed
initiatives is being monitored at Group level by
the SVP Human Resources.)• We have seen increased engagementfrom employees on this subject, withmore colleagues asking questions aboutsustainability and considering how they can
reduce their consumption.
PROMOTING SUSTAINABLE BUSINESS TRAVEL• With the expected increase of business travel
flights, we have had more conversations as abusiness around necessary travel and asking
colleagues to consider more sustainableoptions.

• We have established three types of meeting– virtual, hybrid, and in-person – because werecognise that while some meetings benefit
from being conducted face-to-face, many
do not require every individual to attend inperson, which can reduce unnecessary travel.

Blancco | 2023 Environmental, Social and Governance Report“I head up our ESG strategy,
particularly focusing on
the environmental aspect.
Critical to the success of
our Carbon Management
Plan is getting employees
engaged. It has been very
encouraging to see anincrease in interest fromcolleagues on carbon
neutrality and how they
can make a difference andreduce their consumption.”
ADAM MOLONEY, CHIEF FINANCIAL OFFICER

11

Environmental

Approach toclimate-related issues
GOVERNANCE
Board oversight

To ensure effective governance of climaterelated issues in the business, it is importantthat there is oversight of these matters at thevery top of the Group. The Board of Directors
is informed about climate-related risks andopportunities via the Audit Committee, whichholds responsibility for oversight of all climaterelated matters and reports to the Board
frequently throughout the year.

Further, the Board, which meets eight times
per annum, is kept appraised of progresson all climate-related matters through the
CFO, who is a Board member. The Board is
responsible for assessing progress against the
decarbonisation targets.
The Group recognises climate change asa relevant risk, which is reflected in the risk
register, but presently the Group considers it
to be of low risk to the business over the short,medium, and long term (time horizons defined
below).
Concurrently, climate change presents aclear opportunity for the business to support
customers as they tackle their own emissions.

By enabling the secure erasure of data from
hardware, our products negate the need forphysical destruction and sending to landfill of IT
equipment and encourage reuse or reselling.

E-waste is a significant source of emissions,and as companies are increasingly expected
to report on Scope 3, Blancco’s product andservice offering for sustainable disposal ofequipment will be a positive for the Group.

Climate-related issues are considered inreviewing the Group’s annual budgets; we
contracted consultants to calculate our
Scope 1, 2 and 3 emissions profile, andwe have purchased carbon credits to attaincarbon neutrality status for a second year.
The retention of carbon neutrality status islinked to all employee remuneration.

As we maintain the firm belief that Blancco’s
products and services have a role to play inmanaging e-waste and supporting the circular
economy, climate-related opportunities areclearly factored into business strategy. By
attaining carbon neutrality status and setting
decarbonisation targets, we are able to market
the business in a new light.
Conscious that many of our clients aredefining their own net zero pathways,
we want to demonstrate our commitment
to this action and believe this will support
the marketing and business development
activities of the Group.

Blancco | 2023 Environmental, Social and Governance ReportManagement’s role

The CEO and the CFO, both of whom sit on
the Board, take management responsibility
for climate-related and ESG matters. The CEO
is responsible for the strategic direction of
the business, of which climate change is an
influencing factor, whilst the CFO is responsible
for overseeing all ESG-related activity, including
managing relationships with Blancco’s ESG andcarbon consultants.

Management is informed about andactively monitors climate-related issues
through materials, meetings, seminars, andpresentations via Blancco’s various corporate
advisors. These advisors include climate, ESG,
broking, legal, accounting, UNGC, and property
management, and management frequently
engages with Buchanan, the Group’s retained
ESG advisor.

12

Environmental

Approach toclimate-related issues
STRATEGY

The TCFD recommends considering climaterelated risks and opportunities over three time
horizons. Blancco has established the following:short term, 1–3 years; medium term, 3–10
years; and long term, over 10 years. These time
horizons take into account the useful life of theGroup’s assets.
Our IT equipment is a key consideration;
previously, we invested in this over a 3–5-year
cycle. However, over time we have moved
away from this approach, and instead now only
replace new equipment if a device presents a
problem that cannot be resolved.
Whilst climate risk to the Group is consideredlow, Blancco has 15 locations around theglobe, which presents the risk of disruptive
weather events potentially causing difficulties
for the business. Blancco participates inindustry associations across the globe, in thejurisdictions where it has a strong presence.

Whilst many of these associations recognisee-waste as a global issue that requires action,
not all have a public position on climate change.
Blancco is in agreement with the
public position of the International Data
Sanitization Consortium (IDSC), of which it isalso a founding member.

In 2021 the IDSC co-wrote an open letter tothe President of COP26 imploring that moreconsideration be afforded to tackling the issueof e-waste.
The impact of climate-related risks andopportunities on the business, strategy andfinancial planning have been outlined below
as part of our scenario analysis. We find thatclimate-related risks would have no material
financial impact on the Group.

There has been adjustment in the Group’s
strategy to accommodate greater recognitionof climate risk and how it is assessed,
resourced, and communicated to stakeholders.
The Board, Executive and working groups willcontinue to monitor climate-related matters.
Scenario analysis

The focus of Blancco’s Decarbonisation
Strategy is on ensuring that the Group plays its
part in delivering the carbon reductions that areneeded to mitigate the worst consequences ofclimate change. The net zero by 2050 target,
capturing Scope 1, 2 and 3 emissions, is in linewith the IPCC scenario intended to keep global
warming to below 1.5°C.

Blancco | 2023 Environmental, Social and Governance Report

In terms of the resilience of Blancco’s
Decarbonisation Strategy, the scenario
analysis that has been undertaken so far,taking into account a 2°C or lower scenario,
suggests that the Group’s carbon reduction
programme should serve to mitigate many ofthe ‘transitional risks’ associated with climatechange (for example, increasing legislative,
financial and reputational pressure on
businesses to reduce carbon emissions).

The physical risks associated with climatechange are focused on our office locations
around the globe, with the incremental changes
and sudden disruptions from extreme weather(from flooding to excessive heating or cooling)
being fully integrated into our risk identification,assessment and management processes.

The physical risks associated with climatechange are focused on our office locations
around the globe, with the incremental changes
and sudden disruptions from extreme weather(from flooding to excessive heating or cooling)
being fully integrated into our risk identification,assessment and management processes.
As the experience and understanding in thisarea matures, the scenarios employed to test
the resilience of Blancco’s Decarbonisation
Strategy will shift to take a more systematicand quantitative approach.
This will further enable us to appraise theeffects of climate-related physical andtransitional risks on our operations.

The annual review of performance will further
provide the Group with decision-useful
information against which its strategy may be
modified.

13

Environmental

Approach toclimate-related issues
The less than 2°C scenario

In this scenario, we expect that transition risks
pose the biggest threat to our business, with
only a limited and manageable impact on ouroperations from physical risks.

Risks
SHORT TERM

The less than 2°C scenario assumes that
we act responsibly, in line with business andsociety globally, to reduce GHG emissions.
This may include the introduction of carbon
pricing by national governments.

• Higher transition risks associated with moving 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 greenhousegas (GHG) emissions.
• Travel curbs.

Opportunities• OEMs, driven by regulation, to increase recycled materials for the
production of hardware.

• EU-led regulation driving increased management and reduction of e-waste thatwill likely impact global legislation, particularly in our key markets.
• Customer awareness and development of circularity strategies to reduce
e-waste will drive increased focus on Blancco’s product and service offering.

• Customer awareness over energy costs linked to data centre usage may
encourage stricter policy development regarding data storage, management
and erasure, also driving demand for our product.

MEDIUM TERM

• To enable hybrid working practices, customers may increase investment andmanagement of their IT infrastructure to support carbon reduction efforts. We
believe this will drive demand for higher quality IT and data management toensure mobile devices are secure.
• Higher transition risks associated with moving to a low-carbon economy• Increasing reputational risk with investors, customers and employees, if we
do not adequately address climate change.
• Continuing compliance risk if we fail to meet regulatory requirements,
including emissions reporting obligations.

LONG TERM• A continuation of the risks under the short-term time horizon.

• Less significant increase in physical risks under this scenario, but stillpresent• Continued isolated extreme weather events causing manageable directbusiness disruptions to office locations, and impacts to suppliers in our
moderate supply chain.
• Higher summer temperatures and rapid changes in temperature andhumidity causing challenges for data centre cooling, and increases inenergy costs to control office environments.

Blancco | 2023 Environmental, Social and Governance Report• OEMs, driven by regulation, to further increase recycled materials for the
production of hardware.

• EU-led regulation driving further increased management and reduction ofe-waste that will likely impact global legislation, particularly in our key markets.
• A continuation of the opportunities under the short-term time horizon.

• Our ability to provide Circular Services by ourselves will help us to differentiate,
as customers will expect these services to be integrated into more of thetechnology products and services they procure.
• Customers will require our advice on the selection and deployment oftechnology products, to help them achieve their carbon reduction strategies.
• A continuation of the opportunities under the short and medium term time
horizons.

14

Environmental

Approach toclimate-related issues
The more than 2°C scenario

Under this scenario, we would expect physicalrisks to become much more apparent in thelonger term.

Risks
SHORT TERM

The more than 2°C scenario assumes climate
policy is less effective and emissions cause
climate change above that envisaged in the
Paris Agreement.

• Slight increase in transition and physical risks in the short term

• Isolated and manageable business disruptions caused by extreme weather
events, such as flooding or drought.
• Ad-hoc supply chain interruptions.

• Increased insurance costs due to natural disasters.

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

LONG TERM

MEDIUM TERM

• Slowed growth rates as market does not set demand for Blancco products
and services.

• Increasing physical risks due to a failure to adequately transition to a lowcarbon economy• Flooding due to increased sea level (no strategic locations are at materialrisk).

• Increased physical risks due to a failure to adequately transition to a lowcarbon economy• Flooding due to increased sea level (no strategic locations are at materialrisk).

• Pandemics due to new diseases caused by climate and population changes.
• Population changes – controls on population growth, increasing migration,
the need for automation etc.

Blancco | 2023 Environmental, Social and Governance Report• Our opportunities are the same as under the short-term time horizon but would
be slower in adoption.

15

Environmental

Approach toclimate-related issues
Climate-related issues are not consideredmaterial at this point in time. Blancco believes
that it has a firm appreciation of the transition
risks that may impact the business and thatit has the right controls, risk management
oversight, and support from its external
advisory network.
Physical risks do not presently impact thebusiness, nor have they impacted the supply
chain. Given the nature of our business andservices provided by key actors within our
supply chain, we do not perceive a major riskin the short or medium term.
RISK MANAGEMENTClimate change has been included as a risk in
the Group’s risk register and undergoes thesame level of scrutiny as all other risks. The
risk register is reviewed on a quarterly basis by
the Executive Management Team and every six
months by the Board, with updates made asnecessary.
Material risks are scored for the likelihoodand impact of each being the greatest risk
to the company. The Group describes on theregister the warning mechanism in placeshould any of the risks materialise and themitigating action that is currently being taken
to prevent the risk from arising. For further
details on how the Group assesses riskpresented by climate change, please see
the scenario analysis above.

METRICS AND TARGETS
Measuring our performance

We are committed to running our business
responsibly and creating a culture across theorganisation that values our planet and theresources we use every day. We have therefore
linked the retention of our carbon neutrality
status to all employee remuneration.
Regarding climate-related opportunities,
we track our positive impact through thenumber of devices we securely erase and theweight in hardware that does not need to bephysically destroyed and sent to landfill.
In FY 2022 we completed the initialdevelopment preview of our ESG Dashboard,which calculates the number of devices wehave enabled the secure erasure of, and thisyear our first cohort of customers have been
given access to their customer-specific data
through the ESG Dashboard.

We engaged a carbon consultant,Envantage, to calculate our GHG emissions
profile for CY 2022. Total emissions amounted
to 3,771.0 tCO₂e in 2022, a 4.1% increaseon the 2021 base year. This was predominantly
driven by a rise in business travel andemployee commuting activity due to therelaxation of COVID-19 restrictions throughout
thereporting period.

Blancco | 2023 Environmental, Social and Governance Report

Blancco also acquired WipeDrive Inc in June
2022 which contributed to the rise in emissions.
Whilst emissions have increased, turnover has
grown significantly which has resulted in anemission intensity reduction.
This year, initial steps have been taken toabate our operational emissions through theprocurement of renewable energy certificates,
for which supporting evidence will bemaintained and updated annually.

As we begin to identify and implement
measures to reduce our emissions, the Groupwill also continue to purchase carbon offsetsfrom specified and audited sources such as the
Verified Carbon Standard.
Setting targets

It is the intention of the business to set a net
zero target, in line with or in advance of the aimsof the Paris Agreement. Accordingly, we havebeen developing a Carbon Management Plan toreduce emissions across our operations.
As part of our initial plan, we made thecommitment to reduce year-over-year
emissions against three intensity metrics:
emissions per square metre of office space,emissions per employee and emissions per£1 million revenue.

In FY 2024 we will be appraising new, more
ambitious targets for future inventories,
such as the science-based targets initiative.

METRICCY 2022

Scope 3 emissions

3,750.0

Scope 1 and 2 emissions
Total Scope 1, 2
and 3 emissions

21.0

3,771.0

Please note that GHG emissions and energy consumption are reported
according to the calendar year, not financial.

16

Environmental

Environmental data

METRIC
Scope 1

HFCs

Company vehicles
Scope 2 (MB)Electricity
Scope 2 (LB)*
Electricity
Total Scope 1 and 2 emissions
Scope 3Purchased goods & services
Capital Goods
Fuel & energy-related activities
Upstream transportation anddistribution
Waste generated in operations
Business travel
Employee commuting
Direct Use of sold products
End-of-life treatment of soldproducts
Total Scope 3 emissions
Total Scope 1, 2 and 3 emissions(1) Total energy
Scope 1 and 2 (kWh)consumed
Scope 1 and 2 (GJ)
(2) percentage grid electricity,(3) percentage renewable
Total emissions offset through carbon credits
Total gross Scope 3 Upstream GHG emissions
Total gross Scope 3 Downstream GHG emissions

UNIT OF MEASURE
tCO₂e

CY 202159.2

CY 2022
0.0

tCO₂e
tCO₂e
tCO₂e
tCO₂e
tCO₂e

24.8
151.8
127.5
88.0
0.1

25.1
405.6
263.7
54.1
0.0

tCO₂e
tCO₂e
kWh
GJ
Percentage (%)

3,422.8
3,621.3
291,664
1,050
As part of our decarbonisation plan, weare engaging with landlords to explore
whether we can move to renewableenergy. However, all of our offices areshared facilities where we do not have thepower to decide on suppliers unilaterally.
0%3,621.3
3,334.7
88.1

3,750.0
3,771.0
350,503
1,261.81
100%

tCO₂e
tCO₂e
tCO₂e
tCO₂e
tCO₂e
tCO₂e
tCO₂e
tCO₂e

Percentage (%)
tCO₂e
tCO₂e
tCO₂e

CY 2019152.95

CY 2020

12.5
126.8
100.0
198.5
2,890.00
90.6
43.1
6.9

104.05

Please note that GHG emissions and energy consumption are reported according to the calendar year, not financial.							Blancco | 2023 Environmental, Social and Governance Report

SASB CODE

21.0
0.0
126.3
21.0
2,808.0
96.2
56.3
41.1

TC-SI-130a.1

100%
3,772.0
3,696.0
54.1

17

Environmental

Environmental data

METRIC
Discussion of the integration of environmental
considerations into strategic planning for data
center needs(1) Total water withdrawn,(2) Total water consumed, percentage of each inregions with High or Extremely High Baseline Water
StressNumber of assets
Laptopssecurely erased*
Desktops
Servers
Loose drives
Smart phones
Tablets
Total
Landfill waste
Weight of devices securely
prevented*
sanitised
Pre-use carbon footprint ofdevices securely sanitised

UNIT OF MEASURE
Discussion andAnalysis"Thousand Cubic
meters (m³)"
Percentage (%)

FY 2019
FY 2020
FY 2021
FY 2022
We have considered this metric and believe it not to be relevant to the Blancco business model
as we do not construct data centres ourselves. Nevertheless, our data centre needs are provided
by AWS, which has exceptionally high standards.
Our water usage is limited to personal consumption by our employees within our offices. We therefore do notconsider water extraction to be a material risk to our business and therefore do not track consumption.

NumberNumberNumberNumberNumberNumberNumber
Kilograms

8,740,783
3,072,256
661,132
3,160,472
20,068,977
502,816
36,206,435
60.7 million

9,481,656
3,219,164
805,819
3,291,126
35,590,979
2,153,191
54,541,935
68.2 million

11,680,651
3,653,953
592,990
2,720,011
32,143,156
1,996,272
52,787,034
74.0 million

16,097,097
5,556,063
906,071
4,725,013
34,020,590
2,498,286
63,803,120
107.1 million

Kilograms of CO₂

4.6 billion

5.6 billion

6.1 billion

8.3 billion*These figures were calculated based on the information gathered from customers and the estimated weight of devices securely sanitised during the year.

Blancco | 2023 Environmental, Social and Governance Report

SASB CODE
TC-SI-130a.3

TC-SI-130a.2

18SocialSocialOBJECTIVE FOR 2023

Improve workforce
retention
STATUSOn track
KEY INITIATIVES IN 2023

Developed social strategy, setting objectives
in each area
Built mentoring programme to develop
diverse pipeline of talent and support
succession planning
Introduced competency framework to map
skills and assess gaps
KEY PERFORMANCE INDICATOR

81.8% – Retention rate
OBJECTIVE FOR 2024

Keep attrition below industry average

The continued success of our business
relies upon having engaged, motivated andhappy employees. To support this, we havedeveloped a social strategy to clarify ourfour areas of diversity and inclusion, training
and development, employee engagement,
and wellbeing and benefits, and to set clear
objectives for each area.
Our overarching goal for FY 2023 was toimprove workforce retention. We are very
pleased to have seen a reduction in attrition
from 18.7% to 18.2%.
Our SVP Human Resources oversees HR
across the Group, via a combination of remotemanagement and through local HR managers.
As increasing the diversity of our workforce is a
key focus for our business, our Chief Executive
Officer, Matt Jones, leads on diversity andinclusion (D&I) initiatives, reflecting theseriousness with which we approachthese matters.
As well as our commitment to ouremployees, we seek to have apositive impact on the people outside
our business. We continue to partnerwith charitable organisations to support
the dissemination of technology tocommunities in need.

Blancco | 2023 Environmental, Social and Governance Report19

SocialDiversity and inclusion

OBJECTIVE FOR 2023

Increase the diversity of
our workforce
STATUSOn track
KEY INITIATIVES IN 2023

Developed an internal mentoring
scheme for women and individuals fromracial and ethnic minorities to create
diverse pipeline of talent
Centring diversity and inclusion in our
advertisement of job roles, including
continuing to offer remote/hybrid/flexible
working
LAGGING METRICS

23% – Percentage of women in management
OBJECTIVE FOR 2024

Stay in step with regional averages for gender
representation

INCLUSIVE CULTURE

To realise our objective of increasing diversity
throughout the Group, the values of openness
and inclusivity need to be reflected in the way
we do business every day. We have taken
numerous steps to achieve this, including using
inclusive language in all documentation anddeveloping a Global D&I policy that sets out
the expectations and responsibilities for all
employees in upholding our values.
This year, we also introduced a calendar of
D&I events, to raise awareness for eventsand celebrations which reflect the diverse
employee demographics present in thebusiness.
In strengthening our succession planning
processes, utilising this to improve diversity
in our leadership is a principal consideration.
Hence, we have designed an internal mentoring
programme to enable us to have a diverse
pipeline of talent for the future. We completed
the first stage of the programme this year, byidentifying high potential individuals through aGroup-wide 9-box talent management exercise.
In the coming year, these individuals will bepaired with a mentor within the business, aswell as receiving coaching and attending careerdevelopment workshops. The ultimate goal isto have a strong pipeline of diverse talent whichallows us to promote diverse individuals fromwithin the business when a leadership position
becomes available.

Blancco | 2023 Environmental, Social and Governance Report“We are hugely excitedabout the mentoring
programme. Currently
our leadership is not
representative of our wider
workforce. This programmeis specifically designed
to develop the skills andabilities of individuals
already within the business
which will help us toachieve the dual ambitionsof promoting internallyand improving diversity inleadership.”
SARAH SMITH, SVP HUMAN RESOURCES

20

SocialDiversity and inclusion

We continue to draw on the passion andexperience of our employees. The D&I
Champions in our Global Employee Forumare an invaluable source of feedback on
our D&I performance and this year they
were instrumental in the development of
the mentoring programme. We include D&I
performance as a question within our employee
survey, and the score of 80% achieved this year
reflects how seriously employees understandwe are taking D&I.
The development of our D&I approach andprocesses is ongoing. We will continue toscrutinise our practices and make sure that weare fostering a working environment that allows
our colleagues to bring their whole selves towork.

DIVERSE RECRUITMENT

Our CEO leads on D&I, asking the businessto really consider who is being interviewed,
whether there is an opportunity to find adiverse individual, rather than just drawing fromthe usual candidate pools. Our employee D&I
Champions have also challenged the businessthis year to recruit more diverse candidates.
The measures we have taken to embed
inclusivity into our recruitment processes
have been important for attracting morediverse candidates. We utilise a wider range ofrecruitment channels for job postings and allroles across the Group are now hybrid, remoteor flexible working.

In the US, this has meant that we have beenable to hire employees across almost 30 states
and we have seen an increase in the number offemale candidates.
It is important to us that the candidate
experience is a positive one. By putting forward
diverse panels for the interview stages we
represent the inclusivity of our business. This
year we have been developing a new careers
website, which will launch in FY 2024. We
assessed this from a D&I perspective and will
be including profiles on our colleagues andsignposting our D&I policy.

PERCENTAGE OF EMPLOYEES THAT ARE WOMENMANAGEMENT

23%

Blancco | 2023 Environmental, Social and Governance Report

TECHNICAL STAFF

22%“We want diversity to be
front and centre of people’s
minds when they are hiring
new talent and we arecommitted to ensuring weare interviewing diverse
candidates. This is criticalfor improving diversity ofrepresentation and thoughtin our business.”
MATT JONES, CHIEF EXECUTIVE OFFICER

ALL OTHER EMPLOYEES

42%

21

SocialTraining anddevelopment
OBJECTIVE FOR 2023

Enhance our training anddevelopment offering for
employees
STATUSOn track
KEY INITIATIVES IN 2023

Conducted nine box exercise for succession
planning for every individual in the business
Launched competency framework for
R&D teams
Trained managers on conducting
development discussions
LAGGING METRICS

8 – Number of internal promotions tomanagement this year
OBJECTIVE FOR 2024

Develop individuals to create strong pipelineof talent and enable internal promotion

DEVELOPMENT AND ASSESSMENT

Offering development opportunities benefits
not only the business in creating a more highly
skilled workforce, but also our colleagues on
their personal career pathways. Internally, every
employee has access to Blancco Learning, oure-learning platform that hosts approximately
500 courses on a huge variety of topics.
Our Management Development Programme
is offered at two different levels and focuses on
advancing key management skills and building
individuals’ confidence and knowledge.
We have a formal process through which
employees can request to undertake external
training or complete certifications or degrees
relevant to their role. This year, employees havecompleted training for qualifications including
Certified Scrum Master, Java and Sprint boot,AWS certified Cloud Practitioner and API test
automation.
Performance assessments are conductedannually. However, line managers have regular
one-to-one meetings with their teams to create
an ongoing feedback loop.
Responding to feedback from colleagues
that it could be challenging to broach careerdevelopment discussions with line managers,
we introduced new guidance this year for
employees on how to express their goals, andfor managers on how to facilitate open andconstructive career conversations.

Blancco | 2023 Environmental, Social and Governance Report

As businesses continue to compete fortalent and customers in the global market,
these career discussions are a great way
to engage and motivate team members
whilst supporting their development too.
We encourage all line managers to haveat least one such meeting per year with
their individual team members outsideof the performance assessment process,and the guidance has already been wellreceived by colleagues.
To support continuous development froma technical perspective, we launched acompetency framework this year for our
Research and Development (R&D) functions.
Every employee in R&D is included in thisframework, enabling assessment of theircompetencies against their defined roles.
This has proved invaluable for managers
building project teams looking for specificskills. Furthermore, this Group-widecompetency framework provides an ongoingindication of the R&D skillsets present in
the business, highlighting where we needto develop or hire talent to address any
skills gaps.

SUCCESSION PLANNING

Robust succession planning is crucial forbusiness continuity. Should roles become
available, especially those which are businesscritical, we want to be assured that there is astrong pipeline of talent lined up to move into
those vacancies.
Our Group-wide 9box exercise provided
a clear indication of high potential individuals
across the business. The mentoring
programme, career development discussions
and provision of ongoing training opportunities
are all strengthening the skillsets and abilities
of employees.
Our engagement with universities is invaluable
for continuing to bring talent into the business.
Attending recruitment events and speaking atuniversities is helpful in raising Blancco’s profile
amongst students. Whilst we have not hosted
interns this year, we continue to offer theinternship programme to students interested
in our industry.

22

SocialEmployee engagement

OBJECTIVE FOR 2023

Ensure our colleagues
are motivated, engaged
and supported
STATUSOn track
KEY INITIATIVES IN 2023

Increased number of in-person events

Continued annual employee survey andimplemented changes as a result of feedback
Using Global Employee Forum for direct
feedback on employee experience
LEADING METRICS

5 – Number of All Hands calls

3 – Number of Global Employee Forummeetings
LAGGING METRICS

In enabling both remote and in-person working,
maintaining effective communication channels
with our employees is imperative. With many
employees now adopting a hybrid working
pattern, we have not continued with the HR
Country Calls, as we are able to conduct these
discussions face-to-face.
We have meanwhile been able to increase thenumber of social events and team buildingdays, with everything from cooking classes toarchery lessons. We have hosted five All Hands
Calls, which include the global workforce andgive employees the opportunity to see all the
Executive team members on camera and ask
any questions.
The Global Employee Forum comprises agroup of enthusiastic individuals from acrossthe business. Their meetings are hosted by
the CEO and the SVP Human Resources toenable a direct line of communication between
employees and the Executive Team.
The Forum acts as an excellent sounding
board for the business, providing advice andfeedback this year on topics including ourmental health and wellbeing programme, theD&I data gathering process, and environmental
initiatives.

83% – Employee engagement
OBJECTIVE FOR 2024

Maintain high level of employee engagement
Blancco | 2023 Environmental, Social and Governance Report

This year the Forum pitched the idea of
integrating our HR system into our recognition
platform, the Hub, which has automated certain
processes.
The annual employee engagement survey
is our key measure of employee satisfaction
across the Group. We are proud to havemaintained a strong engagement score of
83% for FY 2023.
We believe this speaks to the success of ourapproach to colleague enrichment, especiallyin the year where we were onboarding andintegrating a number of new colleagues
following the acquisition of WipeDrive.
It is important that employees are empowered
to raise any concerns they may have. We have aclear policy in place for our grievance process
which we make employees aware of, instructing
how and where to submit a grievance.
Our whistleblowing procedure also provides
employees with a confidential means toraise an issue (further details are provided
on page 29).

83%
EMPLOYEE ENGAGEMENT SCORE FOR FY 2023

23

Social

Wellbeing and benefits

OBJECTIVE FOR 2023

Provide employees withthe support they require.
STATUSOn track
KEY INITIATIVES IN 2023

Provided training on psychological safety inthe workplace
Conducted review of benefits offering

Introduced ‘Wellbeing Webinars’ on the Hub
Introduced new EAP in Japan office
LEADING METRICS

86.4% – Percentage of employees that havereceived some form of recognition through the
Hub (Blancco’s reward and recognition platform)
LAGGING METRICS

1.1 – Average number of days of sick leave
taken per employee
OBJECTIVE FOR 2024

Offer competitive compensation and benefits
that reflect the needs of our workforce aroundthe globe

RECOGNITION AND REWARD

Essential for retention, is providing appropriatecompensation to our colleagues for their work.
We carry out regular benchmarking, assessing
other companies’ offerings to ensure that we
remain competitive, as well as reviewing thebenefits we are making available across ourdifferent locations around the globe.
We have introduced a new Employee
Assistance Programme (EAP) in India and will
be introducing an EAP in Japan in FY 2024. Our
Save As You Earn (SAYE) share option scheme
is available in all locations with more than ten
employees.
Our reward, recognition and wellbeing platform,
the Hub, was introduced in FY 2022, and it
has continued to prove successful. The Hubprovides a wide variety of discounts and offers
for retail stores that employees can utilise. Froma recognition perspective, people can send
e-cards to their colleagues, and managers aredesignated a pot of money which allows themto give their team members a monetary rewardthat can be spent through the Hub.

87.5%
PERCENTAGE OF OUR WORKFORCEACTIVELY ENGAGED WITH THE HUB

Blancco | 2023 Environmental, Social and Governance Report

87.5% of our workforce are actively engaged
with the Hub, and 86.4% have received someform of recognition from their colleagues
through the platform.
Through the Hub, employees can nominate
their colleagues for our Spotlight and Valueof the Month awards, in recognition of thededication and effort put into their work. The
Value of the Month Award is presented to anindividual who has performed well against a key
value chosen on a monthly basis, and receivesa monetary prize along with an engraved trophy.
The Spotlight Award programme is designed
to recognise employee excellence bothindividually and for team contributions inline with our Vision, Mission and Values. The
award winners and nominees continue to beannounced on our All Hands Calls so thatcolleagues can receive global recognition.
SUPPORTING EMPLOYEE WELLBEING

This year we introduced a Wellbeing and
Mental Health Calendar, in order to highlight
key awareness days. We have hosted anumber of sessions across the year on
wellbeing and, having recorded all of these
events, we now have a repository of resources
available on the Hub.

We introduced Blancco Coffee Corner, avirtual drop-in session that colleagues acrossthe world are invited to join, as we wanted a
way to check-in with employees that largely
work remotely and keep them connectedwith the business. Fostering a supportive andopen culture for our employees is of upmost
importance. This year we invited all employees
to attend training on psychological safety in theworkplace.
We discussed how creating a psychologicallysafe working environment helps individuals
understand their contributions matter andfeel more comfortable voicing their opinions
and concerns, which often leads to a morediverse range of perspectives being heard
and considered. The training covered how as
an employee and as a manager everyone cancontribute to nurturing this environment, andfeedback from the session was very positive.
Average sick leave per employee was 1.1
days which, in the UK, is less than the national
average of 2.6 days*. This speaks to thesuccess of our approach in creating a positive
employee experience with the right support
measures in place.

1.1 days
AVERAGE SICK LEAVE PER EMPLOYEE*Office for National Statistics (ONS), released 26 April 2023, ONS
website, article, Sickness absence in the UK labour market: 2022

24

SocialCommunity engagement

We recognise our responsibility to have apositive impact on communities outside of
our own organisation.
In FY 2022 we launched our Volunteer Day
programme. The programme was introduced toenable employees to take a paid day off every
year to do voluntary work for an organisationof their own choosing. We have seen a risingnumber of employees take up this opportunity
in FY 2023, with colleagues volunteering forschools, food banks and charities throughout
the year.
As well as broader charitable initiatives, ourexpertise and product offering means we are
well placed to provide specialised support.
In the past few years, we have partneredwith several organisations across theglobe to improve access to technology forunderprivileged groups.
By donating our licences to securely erase
devices, we can give donors the comfort thatany laptops, mobiles or other IT equipment theygive to charity will be completely wiped of data.

CASE STUDYOUR PARTNERSHIP WITH THE TURING TRUSTBlancco believes in promoting sustainability
in information technology and to honour thatcommitment, we entered into a partnershipwith The Turing Trust in 2022. The Trust is a
British charity which combines educationand technology to provide disadvantaged
communities with access to IT equipment,
educational software, and training.
Operating various projects in several countries
across the globe, the organisation had
supported 367 schools and organisations by2022. The incredible work of The Turing Trust
has led to transformative changes where in
Malawi for example, the number of schools withan IT lab went from a meagre 3% in 2016 to
81% in 2022.
Blancco extends its services to the charity byproviding them with free licenses of its drive
erasure software. The charity uses these to
securely refurbish all donated IT equipment(ranging from desktops and monitors tosmartphones and tablets).
This year, we are proud to have facilitated thesuccessful and secure erasure of 800 PCs
donated to the charity. The PCs have now been
dispatched for installation in classrooms across
Kenya. To date, this means that Blancco has
securely erased over 3,300 devices donated tothe organisation.

Blancco | 2023 Environmental, Social and Governance Report

As of 2022, the donated equipment accrued
equivalent carbon savings of 750 tonnesof CO2 emissions. This is the equivalent ofplanting 1,900 trees or offsetting the annual
carbon footprints of 77 Britons. Keeping
devices out of the landfill is key in combating
the problem of rising e-waste. The collaboration
between Blancco and the Turing Trust
demonstrates how organisations can combine
visions to maximise the economic value forbeneficiaries but also contribute to the circular
economy.

“Due to the fantastic workof our team of volunteers
and Blancco’s all-important
donations, 800 PCs weresent to our partners in
Kenya ready to be installed
in classrooms acrossthe country. Blancco’s
donations were so
important in making thisshipment possible. Thanks
again for all your help!”
JAMES TURING, FOUNDER, THE TURING TRUST25

SocialSocial data

METRIC
Percentage of
employees that are(1) foreign nationals

UNIT OF MEASURE
Percentage (%)(2) located offshore

Percentage (%)

Number of employees
Attrition rate
Employee engagement
score
Number of Global
Employee Forummeetings
Number of All Hands
Calls
Percentage of gender (1) management
representation for(2) technical staff(3) all other employees
Percentage of(1) management
racial/ethnic group(2) technical staff
representation for(3) all other employees

Percentage of women employed across the Group
Percentage of women in top executive positions(excluding boards of directors)
Percentage of women in workforce (by country)

Number
Percentage (%)
Percentage (%)

77%

FY 2021
FY 2022
None of our UK teamNone
our foreign nationals
40 working in the UK, 41 working in the UK,
285 outside the UK - 304 outside the UK –
87.7%
88%
345 globally
18.7%
80%
84%

FY 2023None
41 working in the UK, 315 outside theUK
356 globally
18.2% (65 employees)
83%

Number3

Number5

Percentage (%)
Percentage (%)
Percentage (%)
Percentage (%)
Percentage (%)
Percentage (%)

Percentage (%)
Percentage (%)

Blancco | 2023 Environmental, Social and Governance Report

FY 2020

Number

20% women
21% Women
21% women
21% Women
42% women
42% women
95% White, 5% Asian 95% White, 5% Asian
50% Asian, 49.5%
51% White, 48%
White, 0.5% Caribbean
Asian, 0.5% Black,
0.5% Caribbean
64% White, 32%
66% White, 31%
Asian, 2% Black, 1%
Asian, 1.2% Black,
African, 1% Hispanic 1.2% Hispanic, 0.5%
African

23%
22%
42%
91.2% White, 8.8% Asian
52% White, 45% Asian, 2% Black,
0.5% Latino, 0.5% Caribbean
62% White, 32% Asian, 2% African,
2% Black, 2% Hispanic
33%
20%
Australia 17%, Belgium 0%,
Canada 0%, Finland 17%,
France 60%, Germany 29%,
India 37%, Ireland 35%, Japan 14%,
Malaysia 50%, Netherlands 50%,
Singapore 25%, South Korea 50%,
Sweden 40%, United Kingdom 49%,
United States 32%

SASB CODE
TC-SI-330a.1

TC-SI-330a.2

TC-SI-330a.3

26SocialSocial data

METRIC
Percentage of women in line management roles (bycountry)

Average unadjusted gender pay gap

UNIT OF MEASURE
Number

FY 2021

FY 2022

FY 2023
Australia 100%, Finland 12.5%,
Germany 20%, India 6%,
Ireland 29%, Netherlands 100%,
United Kingdom 40%,
United States 29%(all other locations do not have any
women in line management positions)22.12% Mean gender pay gap in hour
pay as a percentage of men's pay
3

47%

48%

37% of eligible employees

Percentage (%)

Number of women and individuals from racial andethnic minorities on mentorship scheme
Rate of sign up to SAYE scheme (in territories it wasoffered)
Percentage of employees actively engaged with the
Hub(Blancco's reward and recognition platform)
Percentage of employees that have received someformof recognition through the Hub (Blancco's reward andrecognition platform)
Number of internships offered
Number of permanent employees from internships
Number of talks at universities and higher educational
colleges
Number of RIDDOR reportable (or equivalent) incidents
during the year
Average number of days of sick leave taken per
employeeBlancco Learning
Commute hours saved
savings/benefits
Trainings savings
Number of better skilled
peopleReduced environmental
impactNumber of internal promotions to management

FY 2020

Number

Percentage (%)

87.5%
Percentage (%)

86.4%

NumberNumberNumber

5
2
3

4
2
2

4
3
7

0
0
5

Number00

00

Number

1.1 day per employee

NumberReporting currency
Number92 (Jan-April)$10.65K (Jan-April)
92 (Jan-April)496$57.56k317

16$1,825158

MgCO₂(-)1.49MgCO₂ (JanApril)(-)8.02MgCO₂(-)258.56KgCO₂

Blancco | 2023 Environmental, Social and Governance Report

Number

8 globally

SASB CODE

27

SocialSocial data

METRIC
Percentage of internal employees covered by living
wage benchmarking
Percentage of internal employees paid below living
wage
Percentage of internal employees and contract workers
covered by living wage benchmarking
Percentage of internal employees and contract workers
paid below living wage

UNIT OF MEASURE
Percentage (%)

FY 2020

FY 2021

FY 2022

FY 2023
11% in the UK

Percentage (%)

0% in the UK

Percentage (%)

11.5% in the UK

Percentage (%)

0% in the UK

Blancco | 2023 Environmental, Social and Governance Report

SASB CODE

28

Governance

Governance
OBJECTIVE FOR 2023

Support our customers
in data security andachieving their own ESG
objectives
STATUSOn track

Being a responsible business not only involves
considering our environmental and social
impact, but also following best practice in theway our organisation is governed.
We establish clear expectations for ethicalbehaviour of all employees and our approach todata privacy and IT security is one of continuous
improvement.
We engage with our customers to understand
how we can deliver them the best possible
service, maintaining clear lines for feedback andsupport.

KEY INITIATIVES IN 2023

Commenced rollout of ESG dashboard
for customers to improve their own ESG
reporting
Facilitated the smooth transition of WipeDrive
customers to Blancco’s systems
Maintained strict internal data and cybersecurity measures
KEY PERFORMANCE INDICATOR

61.75 – Customer Net Promoter Score (NPS)OBJECTIVE FOR 2024

Continue to expand our customer basewhile maintaining strong NPS
Blancco | 2023 Environmental, Social and Governance Report

29

GovernanceBusiness ethics

At Blancco, we operate according to thehighest standards of business ethics. Ourpolicies apply to all employees, including
part-time staff and contractors, and training
on Group policies is also mandatory for all.
We provide training to all new joiners and we
conduct refresher training for employees
every two years for our Code of BusinessConduct, Anti-corruption and Bribery Policy,
Whistleblower Policy, Modern Slavery Policy,
and Data Protection Policy. Information security
training is conducted annually via shortwebinars, awareness campaigns and frequent
notices.
To ensure effective governance of ethics issues,
there are multiple layers of oversight. This
includes the Board of Directors (in particular
the CFO), the Audit Committee, and the legal
department. Audits of all (core) operations
occur at least once every three years, throughthe ISO 9001 and 27001 audit schedules.
Code of Business Conduct

Ethical practice is about ensuring thatregardless of where and how people interact
with Blancco, they will be treated in the sameway – with integrity, honesty, and respect.
Our Code of Business Conduct outlines our
expectations for all employees in terms of
maintaining the highest standards of ethicalbehaviour, complying with the Code and thelaw wherever you are, reporting any working
practice that is not ethical or safe, and, asa manager, creating an environment where

employees feel comfortable in raising concerns.
The Code was last reviewed in FY 2022.
Human Rights

Our Social Responsibility Statement andCode of Business Conduct incorporates ourcommitment to human rights. We ensurethat our activities support human rights withrespect to all our groups of interest in Blancco;
employees, customers and business partners,
and the community at large. The Policies werelast updated together with adding our Modern
Slavery Policy in FY 2022.
Modern Slavery

Blancco fell under the scope of the Modern
Slavery Act in FY 2022. As such we developed apolicy in line with our commitment to preventing
slavery and human trafficking in the Group’s
corporate activities, and to ensuring that our
supply chains are free from slavery and humantrafficking. This commitment is incorporated
into our Code of Business Conduct.
Global Diversity and Inclusion Policy

We introduced a Global Diversity and Inclusion
Policy in 2022, which is available on our website.
This affirms our commitment to increase
diversity across Blancco at all levels of thebusiness and to attract, hire, develop andpromote talent in a way that fosters an inclusive
environment where diverse backgrounds,
experiences and perspectives lead to creative
solutions for our customers.

Blancco | 2023 Environmental, Social and Governance Report

Anti-corruption and Bribery Policy

We take a zero-tolerance approach to bribery
and corruption at Blancco and are committed
to acting professionally, fairly and with integrityin all our business dealings and relationships
wherever we operate, and implementing andenforcing effective systems to counter bribery
and corruption.
Our Anti-corruption and Bribery Policy setsout our responsibilities, and of those working
for us, in observing and upholding our positionon bribery and corruption, and provides
information and guidance to those working for
us on how to recognise and deal with bribery
and corruption issues. The Policy was last
reviewed and updated in FY 2022.
Whistleblower Policy

Our Whistleblower Policy affirms ourcommitment to enabling employees to raise
any genuine concerns with protection from
retaliation. The Policy lays out the different
channels through which employees can report a
concern, whether that be internally through theirline manager or a Senior Executive, or externallythrough an independent third party that allows
reports to be submitted anonymously andconfidentially.
The hotlines are available 24 hours a day, 7 daysa week and are available in the local languagesof the countries in which we operate. The Policy
was last reviewed in FY 2022 and contact
details of escalation contact persons were
updated as part of this review.

Information Security Policy

Blancco is committed to safeguarding theconfidentiality, integrity and availability of
information, through the application of effective
policies, and the implementation and continual
improvement of an Information Security
Management System in conformance to ISO
27001:2013. The Information Security Policy
outlines the Group’s approach to upholding thiscommitment through the procedures in place
and the roles and responsibilities of individuals
across the Group. The Policy was last updated
in FY 2021 in accordance with the ISO 27001
standard’s requirements.
Data Protection Policy

Our Data Protection Policy sets out the
principles and requirements to ensurecompliance with laws and regulations applicableto the collection, use, storage, treatment, andtransmission of Personal Data throughout theworld.
Due to difference between the jurisdictions inwhich Blancco operates, we have adopted thisPolicy which creates a common core of values,
policies, and procedures intended to achievenearly universal compliance, supplemented
with alternative or additional policies orimplementation procedures applicable in thosejurisdictions with unique requirements.
The (internal) Policy was last updated in FY
2019; we updated our external Data Privacy/
Protection Notice in FY 2022.

30

Governance

Data privacy andIT security
Our approach to data privacy and IT
security is not static, but one of continuous
improvement. In this way, we mitigate
against both existing and emerging risks.
We benchmark our performance against ourpeers and implement improvements on an
ongoing basis where appropriate.
Our General Counsel leads on data privacy,whilst our VP of IT Operations is the Headof Information Security. They work closely
together to ensure continued oversight ofdata and IT security across the Group, meeting
regularly to discuss possible gaps in security
and data privacy, what may need addressing
and what areas could be improved.
To keep the Board informed, Group Counsel has
weekly meetings with the CFO on data privacy
and security and presents to the Board as awhole on a twice-yearly basis.
Blancco is the industry standard indata erasure, being globally approved,
recommended, and certified by governing andindustry bodies around the world. We sell data
erasure software to businesses, who utilise ourtechnology to securely sanitise their electronic
devices.

Blancco itself does not handle any of the end
user data, and only holds minimal data on thebusinesses we sell to. Nevertheless, we place
the highest importance on respecting andprotecting the privacy and confidentiality of theinformation that our customers share with us.
Maintaining our target of zero data breaches
in FY 2023 speaks to the robust policies andprocesses we have in place.
DATA PRIVACY

Our Privacy Policy Statement is applicable toall relevant business lines and subsidiaries. It
is reviewed annually and it is publicly available
on our website. Through our Privacy Policy
Statement, we inform our customers and third
parties about the type of information that iscollected through our websites and how wecollect, use, share, and protect their personal
identifiable information (PII).
We inform our customers about the choices
they can make regarding the way theirinformation is collected online, how we use
demographic data for secondary purposes
and how to limit the sharing of their personal
information.
We may use the information collected online
to communicate with our customers andprovide our website users with a requested
service or product, special offers, or additional
information, as requested.

Blancco | 2023 Environmental, Social and Governance Report

Unless required to be disclosed in response
to a legal process or to a law enforcement
agency’s request, we will not share thecollected information with third parties otherthan as set out in our Privacy Policy Statement,
nor will we keep PII longer than necessary,
except as otherwise required by law. We
may, however, share personally identifiable
information in order to carry out our daily
operations.
For more information, the Privacy Policy isavailable on our website here. Right of access,rectification, and deletion of individuals’ data
has been implemented in Blancco’s privacy
program and processes. Specifically, thisapplies to marketing/sales activities and right ofaccess/rectification/deletion of individual’s data
is made available.
We are compliant with the mandatory rules
set by ISO 27001 on access control andprotection of personal data. We are committed
to deleting data after a defined amount oftime in accordance with applicable laws andregulations, and do not collect personal datafrom third parties except when required by law,by written consent and/or with a documented
legitimate business interest.
As we are not a data processing company andengage with businesses and not consumers,
we generally have very few requests from
customers for their data to be removed, as themain driver for such requests is to be removed
from marketing emails.

Blancco applies both Privacy by Design andData Minimisation throughout its development
process and sales activities.
As a result, Blancco generally seeks to avoid
processing customers’ personal data and if
this cannot be avoided or if the data is required
to use the features of the Blancco products
and/or services, we take mitigating measures
where possible, including data anonymisation
and/or data encryption among other InfoSec
measures.

31

Governance

Data privacy andIT security
SECURITY SYSTEMS AND PROCEDURES

To secure our data and IT infrastructure, wetake a layered best practice approach. Our
three core R&D sites are ISO 27001 certified
and we are seeking the same certification for
our Utah location, following the acquisition of
WipeDrive. Each of these locations is audited
annually both internally and externally. All
our offices, however, follow the same global
controls and processes we have in place for the
ISO 27001 certified locations.
We employ a range of proactive measures toprevent data or IT security breaches. Blancco
utilises endpoint detection and response (EDR),
and then uses the network layers and thehost-based Intrusion Detection Systems (IDS)
and Intrusion Prevention System (IPS). We havesecurity controls in place for all assets across
our operations.
In each of our 15 locations around the globe weutilise asset software that enables identificationof when and how employees connect to thesystem. We extend those protections to mobile
devices which have access to company data.
Using mobile device management (MDM), if an
employee loses a device we can remotely log
in and wipe it of sensitive information. Endpoint
devices’ data storage is fully encrypted, using
the operating system’s built-in features toencrypt disks.

We use patching and scanning software
to assess our systems and identify
any vulnerabilities. The results of theseassessments are received by our DevOps
IT and IT Operations Teams who control
the patching. We support three different
operating systems and action new patches
on an ongoing basis as they are released.
Our system has network alerts built in. If there
is high traffic or any other unusual activity
that would indicate an issue, the teams aresent an alert and will investigate.
MANAGING RISKS RELATED TO DISRUPTIONS OFOPERATIONSThere are multiple risks potentially impacting
various types of operational processes andthese risks are scored based on likelihood andimpact. Mitigation plans are put in place andreviewed regularly with departmental owners
and stakeholders.
There are three main categories of risk:
Tier 1: Mission-critical applications/functions;Tier 2: Business-critical applications/functions;Tier 3: Non-critical applications/functions.

The greatest risk to our business is theavailability and performance of our Blancco
Cloud, which supports a high percentage of ourglobal customer base.

Blancco | 2023 Environmental, Social and Governance Report

We have proactive controls in place whichallow our DevOps IT Team to recognise
performance issues and remediate before
there is any impact on our customers. In FY
2023 total customer downtime was threehours for partial customers; this was only small
subset of customers affected, dependant on
operational times and connection status.
As well as proactive measures, we haveclearly defined strategies in place to react
quickly and efficiently should a cybersecurity
attack occur. We have a detailed runbook
that documents every person that would
be affected by an attack, every processthat we would operationalise, and all thecommunication channels and detection
mechanisms we have in place.
This runbook covers the initial detectionof an attack, right through to the back-up
systems. We segment the business to limit
damage should an attack occur, and we havedisaster recovery and back-ups so that thesystem can be recovered. Our back-ups are
geolocation-, ransomware- and accidental
deletion-protected.
Our Business Continuity Plan covers all
locations’ operations and functions globally.
It includes all services, tools, and infrastructureused to support critical Blancco businessactivities.

This plan refers to a coordinated strategy
involving a plan, procedures, and technicalmeasures that enable the recovery of processduring and after disruption. Preparation
for, response to, and recovery from adisaster affecting the operations requires
the cooperative efforts of many recovery
teams comprising of members from support
groups and the functional areas supporting
the operations, represented in the BusinessContinuity Plan.
Every function maintains business
continuity-specific issues and risks,mission-critical applications for business
continuity, and function-wide contingency
plans, which results in well-prepared RPO
and RTO values.

32

Governance

Data privacy andIT security
The best defence we have for ensuring securityof our systems and data is our user base, as it
is against employees that malicious attacks arelaunched. Awareness raising and training of all
employees is therefore crucial.

The scores are determined by a number ofrisk factors, including employee responses tophishing tests and completion of cybersecurity
training. Should an employee receive a lowscore, they will be offered supplementarytraining through the system.

Cybersecurity training is a mandatory partof the onboarding process and then mustalso be completed an annual basis by every
employee (including part-time employees andcontractors). We review the training materials
on an annual basis, updating content as
required.

The platform has also enabled us to conduct
more sophisticated phishing tests. We can
now create bespoke messages based on
the audience it is going to; for example, anindividual in the C-suite will receive a different
phishing email in the test to an employee atmanagement level.

In FY 2023, we launched an automatedintelligence solution to tackle phishing.
Employees can now mark an email as‘Phishing’, which then automatically pulls
that email from others that have received it
internally. If employees do get tripped up by aphishing email, a subsequent message is sentout to them to highlight what they missed andprovide learning on suspicious emails.

In the coming year, the key focus will be on
improving risk scores across the business.
We will feedback to employees on how to
improve their cybersecurity awareness.
We will also be integrating this platform into
our HR system to ensure ease of use andflow of information.

EMPLOYEE AWARENESS

This year, we also introduced a new platform
through which we now conduct our employee
cybersecurity training and phishing tests. This
platform creates risk scores on an individual,
departmental and Group level, allowing moreadvanced in how we assess risk across thebusiness.

Zero
NUMBER OF DATA BREACHES

Blancco | 2023 Environmental, Social and Governance Report

33

Governance

Delivering for ourcustomers
CUSTOMER ENGAGEMENTEngagement with customers is critical in orderto deliver a service and product that continues
to meet their evolving needs. We therefore
have ongoing communication with customers
across multiple channels. Through our sales
engineers, account managers, and regional
leaders we speak to our customers frequently
to understand what they need. The feedback
from these interactions drive many innovations
we implement in our existing products andsolutions.
Our Customer Advisory Board (CAB),
meanwhile, helps to refine our strategy andfocus. This year we held discussions with a coregroup of customers on the Enterprise side of
the business. This enabled us to gain excellent
insights into the key issues for Enterprisecustomers around data sanitisation at data
centre level, at the endpoint, and through thedata lifecycle.
The CAB is chaired by our President of Global
Sales, with our Chief Technology Officer,
Global Head of Marketing and VP Sales also in
attendance.
To support customers if they have questions
about our products and solutions, we have an
online support portal.

The portal has a host of articles andtroubleshooting solutions. If a customer
cannot find an answer to their question, they
can simply click a button to create a support
ticket which will be flagged internally. We
have a comprehensive end-to-end reporting
cycle, which tracks the tickets from the initial
customer request, to defect identification,
feature request, or support fix, to updating thecustomer once the ticket is resolved and thecase is closed out.
We measure customer satisfaction throughour Net Promoter Score (NPS), which is thelikelihood of customers recommending ourbusiness.
This year, we saw a significant expansion in
our customer base following the acquisition of
WipeDrive. Despite this, we maintained a strong
NPS alongside a rise in respondent numbers.
This demonstrates sustainable growth of thebusiness, as we are meeting customer demandwhilst expanding, and evidences the successof our approach to integrating the WipeDrive
customers.
On the occasions when we receive scores from
customers that are below a six, we immediately
follow up with those individuals to understandwhat resulted in that rating and whether we canaction any improvement.

Blancco | 2023 Environmental, Social and Governance Report

The Win Loss Survey is offered to any new
clients or lost prospects to complete, withquestions which cover the whole spectrum of
the business. Where possible, we have a follow
up call with customers who have completed thesurvey to receive further direct feedback.
On a quarterly basis, we deliver a businessarea-specific report, pulling the top andbottom comments from the Win Loss Survey,
and delivering the report to the Executive andLeadership Teams and the relevant individuals
within the business.
Account Managers are able to see whether acustomer has completed either survey andunderstand whether there are any issues thatneeds to be addressed. This enables continual
assessment of our practices, looking at what
we are doing well and what can be improved
across our operations.
INNOVATING OUR OFFERING

We believe that our data erasure solutions
are critical for companies in meeting theirown sustainability objectives. Foremost, oursoftware ensures that the data our customers
hold is secure and enables compliance withinformation security standards such as the
GDPR.

As we continue to promote and develop data
lifecycle solutions, we are further supporting
our customers to scrutinise and manage
the data they hold, which may be redundant,
obsolete or trivial (ROT). Having securely
erased hardware of any data, companies arethen able to redistribute or donate devices.
By taking this responsible approach to
managing their IT equipment, they are also able
to meet social and environmental objectives.
With the ever-sharpening focus onsustainability performance, and theincreased regulation of ESG reporting,companies need to be able to demonstrateeffective management of resources andemissions across their entire value chain.
Our ESG Dashboard was rolled out for the
first cohort of customers this year, enabling
visibility of how many devices they havesecurely wiped and the pre-use carbon
footprint of that equipment.

61.8
CUSTOMER NET PROMOTER SCORE

34

Governance

Delivering for ourcustomers
CASE STUDYCREATING SUSTAINABLE SOLUTIONS FOR CUSTOMERS

LiteHaus International is an Australian nonprofit organisation that supports digitallearning opportunities. It targets this criticalmarket gap by intercepting obsolete, landfillbound computers and repurposing them foreducational use in the Asia Pacific region.
They reclaim a wide range of computers that
arrive from various sources, all with different
data protection requirements.

Blancco’s solution minimises both cost andtime resources for the organisation, as theentire data erasure process can be managed
in-house.
Blancco’s Drive Eraser holds multiple thirdparty certifications, including the Common
Criteria certification from the Australasian
Certification authority. This certification
assures LiteHaus that Blancco’s data erasuretechnology is sound, and LiteHaus can sharethat certainty with potential donors.

The challenge is to conduct swift, costefficient and thorough data erasure to provide
donors with auditable proof that the donateddevices are secure for reuse.

A tamper-proof audit trail documents device
sanitisation results to provide rock-solid
evidence that meets the most organisations’rigorous governance requirements.

Blancco equips LiteHaus with its industry
leading data erasure software, Blancco Drive
Eraser. The solution enables powerful data
sanitisation at scale.

By sanitising data from devices permanently
through the Blancco Drive Eraser, LiteHaus has
securely repurposed 7,275 computers to keepthem out of landfills, preventing 116 tonnes of
e-waste and the release of 241 tonnes CO2.

Crucially, by using Blancco’s software-based
data sanitisation, LiteHaus also generates
value for Australian businesses by providing
secure IT asset disposition without charge inexchange for their donated devices.

As a result, LiteHaus has built 163 school
computer labs across Asia-Pacific, serving
more than 105,000 students and injected $3.4
million of social value into local communities.

Blancco | 2023 Environmental, Social and Governance Report“Millions of students
go without the tools to
dream and achieve inthe digital age. Instead ofletting those very tools
go into a landfill, LiteHaus
International connects
castoff equipment withthe right second-phaseowners. Secure erasure with
Blancco is a critical part ofour end-to-end solution.”
JACK GROWDEN, FOUNDER AND CEO, LITEHAUS
INTERNATIONAL

35

GovernanceIndustry participation

To drive industry progress, both fromtechnological and sustainability perspectives,
it is important that we continue to collaborate
and share our expertise. Blancco holds
memberships in industry organisations aroundthe globe.
Our contribution to these organisations varies
from submitting content for their websites andnewsletters, to attending in-person and virtual
events, and (in the case of IDSC) overseeing thedirection and vision of the organisation.

Below is a list of the organisations we aremembers of:•	ASCDI (Association of Service,
Communications, Data & ITAD Providers) –Global• CTIA – United States•	GSMA (Global System for Mobile
Association) – Global•	IAITAM (International Association ofInformation Technology Asset Managers) –Global•	IDSC (International Data Sanitization
Consortium) (founded by Blancco) - Global•	ISRI (Institute of Scrap Recycling Industries)– North America•	RLA (Reverse Logistics Association) – Global•	TERRA (The Electronics Reuse & Recycling
Alliance) – North America

We produce research studies, white papers
and technical articles tackling the subject ofdata security and highlighting the challenges ofrising e-waste due to physical destruction. This
year, we hosted a series of webinars on Erasing
Data for Good.

Blancco | 2023 Environmental, Social and Governance Report

Experts from across the sector discussed data
sanitisation, compliance and sustainability
alongside Blancco colleagues, including the
CFO, CTO, and Global Director of Channel.
As experts in the industry, we are often
invited to join panels and events to talk to thesubject. Our CFO, who drives the ESG agenda
at Blancco, is regularly asked to speak on thebenefits of data erasure from a sustainability
perspective; this year, that included being
interviewed for Techstrong.tv, talking to theissue of companies storing end-of-life data
unnecessarily, thereby using an increased
amount of power to store this redundant,
obsolete or trivial (ROT) data.

36

Governance

Governance data

METRIC
Number of users whose information is used forsecondary purposes
Total amount of monetary losses as a result of legal
proceedings associated with user privacy(1) Number of law enforcement requests for user
information,(2) Number of users whose information was requested,(3) Percentage resulting in disclosure
List of countries where core products or services are
subject to government-required monitoring, blocking,content filtering, or censoring(1) Number of data breaches,(2) percentage involving personally identifiable
information (PII),(3) number of users affected

UNIT OF MEASURE
Number

FY 2020

FY 20210

FY 20220

FY 2023
0

Reporting currency

0 GDP

0

0

Number000

Number
Percentage (%)
Discussion and Analysis

0
0
0

0
0
0

0
0
0

Number
Percentage (%)

0
0

0
0

0
0

Number

0

0

0

0

4
2
6 hours (partial
customers)
17%
60
77
68
75
64
107
58
84
62.5
343

1
1
3 hours(partial customers)
17%
49
99
71
103
59
123
68
118
61.75
443

Total amount of monetary losses as a result oflegal proceedings associated with anti-competitive
behaviour regulations
Number of(1) performance issues and(2) service disruptions;(3) total customer downtime

Reporting currency

0 in regard to PII, as no PII
was breached
No material losses

NumberNumberNumber3
1
7 minutes

Women on the Board
Customer Net Promoter Q1
Score (NPS)
Q1 Number of respondents
Q2
Q2 Number of respondents
Q3
Q3 Number of respondents
Q4
Q4 Number of respondents
FY
FY Number of respondents

Percentage (%)
Score
Number
Score
Number
Score
Number
Score
Number
Score
NumberBlancco | 2023 Environmental, Social and Governance Report

41
17
35
17
46
22
63
29
48
85

14%
60
55
60
78
60
75
50
75
57.5
283

SASB CODE

TC-SI-220a.2
TC-SI-220a.3
TC-SI-220a.4
TC-SI-220a.5

TC-SI-230a.1

TC-SI-520a.1
TC-SI-550a.1

37Governance

Governance data

METRIC
Number of customers

Enterprise and data centre
ITAD
MobileTotal(1) Number of licenses or subscriptions,(2) percentage cloudbased(1) Data processing capacity,

UNIT OF MEASURE
NumberNumberNumberNumberNumber
Percentage (%)(2) percentage outsourced(1) Amount of data storage,(2) percentage outsourced

Blancco | 2023 Environmental, Social and Governance Report

Terabytes (TB)
Percentage (%)

FY 2020
1427
482
196
2,105
42,908,334

FY 2021
1648
552
200
2,400
54,905,792
CPU: 469.3 GHz, Mem:1.78 TB
9.30%
65 TB
22.70%FY 2022
1,770
594
222
2,586
53,201,498
n/a
CPU:504.95 GHz, Mem:2.17 TB
40.49%
78.65 TB
23.72%FY 2023
2,111
664
231
3,006
64,102,727
0.56
CPU: 510.41 GHz,
Mem: 1.77 TB
43.49%
89.69 TB
25.30%SASB CODE

TC-SI-000.A
TC-SI-000.B
TC-SI-000.C