Sustainability and Social Responsibility Report 2022

Overview

Value Others

Innovation

Taking Action

One Community

Overview
14811Chairman and CEO Message
About Dana
Climate Action
Science-led Strategy

Culture Matters

Appendix

We value others. That’s powerful.
14
19
22

Safety First
Diversity, Equity, and Inclusion
People Development

One community.
39

Innovation. Here for it.
25
28
29

Technology
Global Technology Centers
Quality Signature

Corporate culture matters.
46
47
49

Acting NOW to protect
our shared planet.
33
35

Sustainability in Action
Supply Chain

Projects Around the World

Leadership
Ethics and Integrity
Cybersecurity Spotlight

Appendix
51
52
53

Methodology
UN Sustainable Development Goals
Global Reporting InitiativeOverview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

1

Chairman and CEO Message

Photo: Jim Kamsickas, Dana Chairman and Chief Executive Officer

Dear Fellow Stakeholders,
At Dana, we recognize that climate change is oneof the most significant challenges of our time.
Sustainability is no longer on the agenda. It is
the agenda.
That’s why you can hear the gears shifting.
Investors, customers, and employees want along-term strategy that considers sustainability inevery process.
But taking action toward sustainability is not justabout doing the right thing — it’s about creating abetter future for ourselves and future generations.
Change begins with action. It is why wecommitted to be net zero by 2040, and why weare accelerating the reduction of Scope 1 and 2
greenhouse gas (GHG) emissions — with plans toachieve a more than 75 percent decrease by 2030.

The details here matter because
they add up to meaningful,substantive progress in our workfor the planet.

It’s why we closely benchmark and monitor
our supplier base to improve the sustainability
performance across our supply chain — including
analysis of global Scope 3 GHG emissions —and why we score our suppliers based on their
ESG rating.
It’s why we operate near our customers all aroundthe world, reducing carbon footprints throughshortened delivery distances.

Taking Action
The details here matter because they add up tomeaningful, substantive progress in our work forthe planet. At Dana, we believe in making bold
commitments, setting measurable goals andachieving them.
We are also committed to achieving targets using ascience-based approach.
After the Science Based Target initiative (SBTi)
validated our 2022 climate commitments, we
initiated a revised SBTi validation process for our
2040 net zero target and other climate actions.
We are proud to partner with SBTi’s member

We believe in making bold
commitments, setting
measurable goals andachieving them.
organizations — Carbon Disclosure Project,
United Nations Global Compact, World Resources
Institute, and Worldwide Fund for Nature — to drive
sustainable best practices and lead the way to azero-carbon economy.
In reporting annually to the Carbon Disclosure
Project, a global platform working withorganizations of all types to drive positiveenvironmental changes, we support their importantmission to collect, measure, and reduce global
GHG emissions.
We also joined the United Nations Global Compact,
focused on implementing ten principles that
address important action for human rights, labor,
the environment, and anti-corruption.
With respect to renewable energy, our UnitedStates wind facility became operational in

We never lose sight of ourguiding vision toward a zeroemissions future. This has
powered Dana’s first-moveradvantage in electrification.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix2

Our people place a focus on
customer success. To embrace
the art of the possible.
December 2022 and is now generating
approximately 300,000 megawatt hours ofrenewable electricity annually, offsetting 100
percent of Dana’s emissions from purchased
electricity in the United States and Canada.
We also completed a renewable power purchaseagreement with Enel Green Power for an upcoming
solar project in Spain. The agreement, commencing
January 2025, will supply Dana with approximately
240,000 megawatt hours per year of renewableenergy, offsetting 100 percent of Dana’s emissions
from purchased electricity in Europe.

Innovation. Here for it.
In a year where the technology we make touchedmore lives than ever, Dana teams never stopped
innovating to protect the planet.
Dana technologies have won the Automotive
News PACE Awards five times and been named
as finalists on 24 occasions — recognizing ourpipeline of innovative driveline, sealing, thermal, anddigital solutions.
Across all our actions at Dana, we never lose sightof a guiding vision toward a zero-emissions future.
This has powered our first-mover advantage inelectrification. We strategically invest in technicalcompetence — designing, engineering, andmanufacturing the components of a complete
e-Propulsion system in-house.

Further, 65 percent of our new
business backlog now comesfrom innovating next-generation
clean-energy technologies.

The electric powertrain in a vehicle can becompared to the human body where systemcomponents work in a highly sophisticated andintegrated manner to ensure optimal performance.
When we talk about e-Propulsion, we refer to thecomplete electric driveline as a 4-in-1 system. Here,
Dana’s e-Motor is analogous to the heart, providing
the power required for movement. Our inverter acts
as the brain, controlling and coordinating the flowof electrical energy.
Dana’s e-Thermal management technology canbe compared to the circulatory system, regulating
temperature and distributing heat. Finally, Dana’s
core mechanical torque transfer capability, built on
our foundational businesses, can be thought of as
the muscle.
When you put all this together, Dana is the only
supplier that has in-house capabilities to deliver
such fully integrated systems to the entire mobility
market, anywhere in the world.
This is a fundamental differentiator in supporting
adoption of EVs. We have completely repositioned
the business to support our customers’ cleanenergy priorities.
In 2022, we were selected to support fully
integrated e-Propulsion systems for all-new EV
programs for global vehicle manufactures across all
mobility markets.
Dana continues to differentiate in customer
confidence and satisfaction evidenced by Dana
TM4™ electric motors exceeding 2.8 billion
customer miles (4.5 billion kilometers) driven in our
Commercial Vehicle segment alone.

Overview

Value Others

Innovation

Further, 65 percent of our new business backlog
now comes from innovating next-generation cleanenergy technologies.
Such innovations include efficient EV systems andnew electrodynamic products like motors, inverters,
controls and software, battery cooling systems, andmetallic bipolar plates for fuel cell applications.

We value others. That’s powerful.
120 years ago, Clarence Spicer opened thedoors to Spicer Manufacturing. His partnershipwith Charles Dana — our company namesake —matched Dana’s business acumen with Spicer’s
innovative genius.
The rest, as they say, is history.

This idea of teaming up to makea better world — of winning
together — underpins everything
we do at Dana.
We are 42,000 people in more than 30 countries
and truly at the center of a world in motion.
During 2022, we were named among “America’s
Most Responsible Companies” by Newsweek forfour consecutive years, reflecting our culture of
doing business with the highest ethical standards.
Echoing this theme, we were recognized as oneof the “2023 World’s Most Ethical Companies®”by Ethisphere, a global leader in defining andadvancing the standards of ethical businesspractices. A total of 135 companies spanning 19
countries and 46 industries were recognized —with Dana as one of only eight honorees across themobility industry.
These acknowledgments celebrate our company’s
unwavering commitment to business integrity, tooperating the business the right way.

Taking Action

One Community

Culture Matters

They spotlight our dedication to sustainability andsocial responsibility, our communities, employee
health and wellness, and inclusion and diversity.
They also illuminate the work we do around thedesign, sourcing, and manufacturing of cleanenergy products.

It’s One Dana
We create empowering environments for our
employees through our “One Dana” teamwork andpeople-first practices.
This has led to recognition by Newsweek as“America’s Greatest Workplaces for Diversity 2023”
and from the Top Employers Institute and the Great
Places To Work Institute.
These awards reflect the performance of Dana’s
operations in Belgium, China, Germany, Hungary,
India, Italy, Lithuania, Mexico the Netherlands,
Sweden, Switzerland, the United Kingdom, and theUnited States representing more than 80 percent of
our employees and sales.
Above all, our people place a focus on customer
success. To embrace the art of the possible.
What gives me hope is a mindset of resiliency
that underscores everything we do across Dana.
Creating more sustainable practices that strengthen
our changing world.
It is a privilege to witness their remarkable talent. I
am humbled by their work and grateful for
their contributions.
My personal best,

James K. Kamsickas
Chairman and Chief Executive Officer

Appendix3

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

4

About Dana

By the Numbers

1904

88

1,600+

History dating to 1904

88 major
manufacturing facilities

1,600+ electrification-related
patents granted or pending$10.2B9312022 Sales of $10.2 billion

Global network of technology
centers across 9 countries

Presence in 31 countries

Business UnitsLight Vehicle Drive Systems
Dana is a leading supplier of fully integrated drivetrain and electrified propulsion systems for all
passenger vehicles. Working collaboratively with original-equipment manufacturers and theaftermarket, we focus on delivering best-in-class efficiency, maximum durability, and superiorride and handling across the globe.

Commercial Vehicle Drive and Motion Systems
Dana is an industry leader in the supply of traditional and electrified systems for medium-and
heavy-duty commercial vehicles. We help original-equipment manufacturers and end-market
customers achieve the best weight, performance, and efficiency, as well as the lowest cost ofownership, no matter the powertrain configuration.

Off-Highway Drive and Motion Systems

42,00013,000+ 6

42,000 employees globally

Shipping to more than 13,000
customers in 141 countries

Presence on 6 continents

Dana delivers mobile drivetrain and motion solutions for construction, agriculture, material
handling, and mining equipment, as well as motion systems for a wide variety of mobile andstationary industrial applications. These customized solutions support vehicles and machineswith both conventional and electrified power sources and are designed to deliver innovativetechnologies that serve customers worldwide.

Power Technologies
Dana provides advanced thermal-management and sealing solutions to all end markets insupport of conventional, electrified, and fuel-cell platforms. Leveraging the most cutting-edge
technology and manufacturing processes, we deliver custom-engineered solutions designed to
optimize efficiency and performance.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

5

8%

14%

South America

Asia Pacific8%

About Dana

South America

By Customer
20%

2022 Sales

14%

Asia Pacific
Ford

19%
43%

20%

50%

11%
5%

30%

50%

19%

Stellantis*

11%

Volkswagen

5%

Deere & Company

4%

PACCAR

19% 4%
3%

Toyota

43% General Motors
Daimler
Renault / Nissan

By Region

2%
5%
All Other Customers 43%

48%* Includes sales to system integrators for driveline products that support Stellantis vehicles.

30%

North America

30%

Europe11%EuropeNorth America

3%
11%
3%

CNH Industrial

30%

48%

3%

By Segment
40%

20%

11%

40%

20%
29%

Light Vehicle40%

Off-Highway

29%

Commercial Vehicle

20%

Power Technologies 11%

29%

8%

South America

14%

Asia Pacific

By Market
20%

8%South America

14%

50%

Asia Pacific30%

Sales as of Dec. 31, 2022. Consolidated sales only.

20%

Light Vehicle50%

Off-Highway

30%

Commercial Vehicle

20%

43%

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

6

About Dana

Employment Data
View our diversity disclosure and EEO-1 data

Gender
Employees by Employment Type and Gender

Employees1

RegionAge

Employees1

Employees2

30,000

18%

82%

39%

28%

21%

12%

18%

51%

25%

6%

25,000

New Hires

20,00015,00030%

New Hires

New Hires2

67%

70%

20%

6% 7%

39%

49%

11%

1%

10,000Attrition

Attrition2

Attrition

5,000

28%

72%

70%

17%

6% 7%

33%

48%

17%

0
Part-Time

Co-Op/
Intern/TraineeTemporaryContract
WorkerFull-time

FemaleMale¹ Per headcount policy, vendor service workers, JV unconsolidated, employees on unpaid leave or layoff are excluded from headcount² Date of birth is not available for certain types of employment classifications (e.g., contractors) and therefore in these instances age is unknown or not provided

North America

Asia PacificUnder 30

Over 50

EuropeSouth America

30 - 50

Unknown/Not Provided

2%

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

7

About Dana

AwardsDana Recognized as
one of the “2023 World’s
Most Ethical Companies®”by Ethisphere

Dana Named “Top Employer 2023” in 12 Countries,
Earns Distinction for its European Operations

The comprehensive assessment processincluded research into Dana’s culture,environmental and social practices, ethics
and compliance activities, governance,
diversity, and initiatives that support astrong value chain.

The Top Employers Institute recognized
Dana as a “Top Employer 2023” in 12
countries around the world. The company’s
European region was also collectively
named a Top Employer. This prestigious
award honors exceptional humanresources programs, including diversity
and inclusion, work environment, talentacquisition, learning, and well-being.

Dana is one of only eight honorees
across the mobility industry, and one of a
total of 135 companies globally to receive
this recognition.

Dana’s operations in Belgium, China,
Germany, Hungary, India, Italy, Lithuania,
the Netherlands, Sweden, Switzerland,
the United Kingdom, and the United States
were identified as being a Top Employer
for creating an empowering environment
for employees through people-firstpractices. Because of the high number ofoperations earning the honors in Europe,
Dana was also selected as a Top Employer
for that region.

Read more about this award.
Read more about these awards.

Newsweek Names Dana One of “America’s Most
Responsible Companies” for Fourth Consecutive Yearand one of “America’s Greatest Workplaces for Diversity”
Additionally, Dana was recognized as
one of “America’s Greatest Workplacesfor Diversity,” recognizing thecompany’s impact and commitment
to building a culture that supports andembraces diversity.

Dana has been named to Newsweek
magazine’s “America’s Most Responsible
Companies” list every year since its
inception, marking the fourth consecutive
year for the honor.
Based on a detailed analysis by
Newsweek and its partner, Statista,
the listing reviews the corporate social
responsibility efforts of the 2,000 largest
public companies by revenue, including
each company’s business practices inenvironmental, social, and corporate
governance categories.

The inaugural award results werebased on a detailed analysis of
publicly available data, interviews
with human resource professionals,
and an anonymous online survey of adiverse pool of employees, covering abroad range of key drivers of employee
satisfaction.
These included corporate culture,
proactive management of adiverse workforce, sustainability
and awareness, compensation
and benefits, training and career
progression, work-life balance, working
environment, and company image.
Read more about this award.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

8

ClimateAction

+
75%

+
25%

2040

Reduction of
Scope 1and Scope 2
GHG
emissionsby 2030

Reduction in
Scope 3GHG
emissionsby 2030

Net zeroManagingwith Science
Based
Targets

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix9

Heat

Natural Gas Efficiencies

Saving

262M
KwH

ipsum
HeatingLorem
Technologies

Heating Recovery

Source: EPA GHG Equivalencies Calculator

Equivalent to carbon
sequestered by 3 million tree
seedlings grown for 10 years

Electricity

Global Energy Efficiency Savings 2019-2022

Renewable Energy

Energy Optimization

Lighting Technologies

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

10

Acting NOW toProtect Our Shared Planet

Changing Our
World Throughe-Propulsion

Actioning
Renewable
EnergyGreening
Our
Operations

Driving a
Responsible
Supply Chain

Protecting
Water
Resources

Financing andManufacturing
SustainablyPowering a zero-emissions
future with our first-moveradvantage in electrification.

Changing Our
World Throughe-Propulsion

Installing on-site and off-site
renewable energy generation
technologies globally.
Examples include offsetting
100% of Dana’s emissions
Installing on-site and off-sitefrom purchased electricity
renewable energy generationin the United States andtechnologies globally.
Canada. From 2025, we willoffset 100% of emissions fromCurrently offsetting 100% ofpurchased electricity
Dana's emissions
fromin Europe.

Advancing environmental
management systems with
100% of Dana’s major
manufacturing sites now
ISO 14001:2015 certified.

Greening
Our
Operations

Using ESG data gathering andscorecards for global sourcing.
Collecting Scope 3 GHG
emissions, carbon footprint,
and product lifecycle reviewsfor selectUsing ESG
datasuppliers.
gathering andDriving a
Responsible
Supply Chain

Progressing hundreds ofglobal efficiency projects
each year across Dana.

65% of Dana’s new businessbacklog comes fromPowering a zero-emissions
innovating next-generation
future with our first-moverclean-energy technologies
advantage in electrification.
including efficient EV systems,
new electrodynamic products,
65% of Dana’s new businessthermal management
backlog
comes fromtechnologies, and metallic
innovatingnext-generation
bipolar plates for fuelclean-energy
technologies
cell applications.

Actioning
Renewable
EnergyProtecting
Water
Resources

Driving the transition
to a
Financingandlow carbon economy
Manufacturing
through investments inelectrification
via a $400M
Sustainably

including efficient EV systems,
new electrodynamic products,
and metallic bipolar plates forfuel cell applications.

purchased electricity in the
United States and Canada.
From 2025, we will offset 100%of emissions from purchased
electricity in Europe.

Regarding environmental
Promoting ISO 50001:2018
management systems, 100%energy managementof Dana’s major manufacturingcertification globally andsites are ISO 14001 certified.
recognition as green
buildings for new facilities.

We are advancing ISO 50001
energy management
certification globally andrecognition as green buildings
for new build facilities.

scorecards for global sourcing.
Developing sustainable
Collecting Scope 3 GHG
alternatives through global
emissions, carbon footprint, andcommodity strategies and
9R reviews for suppliers.
engaging with suppliers via
collaboration and training.

Advancing sustainable
alternatives through global
commodity strategies andengaging with suppliers via
collaboration and training.

Including water reduction andreuse programs, rainwater
Progressing over 1,000 global
harvesting, and working
efficiency projects across Dana.
with communities toadvance the biodiversity ofThese include water reduction
rural and urban areas by
and reuse programs, rainwaterpromoting clean water andharvesting,
and working withconserving ecosystems.

communities to advance thebiodiversity of rural and urban
areas by promoting clean waterand conserving ecosystems.

green bond offering.

Having signed a $400M green
Advancing climate action
bond offering, Dana is further
including a net zero 2040
driving the transition to a low
GHG emissions target withcarbon economy throughvalidation by the Science
investments in electrification.
Based Targets initiative.

We also announced a net zero2040 GHG emissions target
which is being validated by the
Science Based Targets initiative.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

11

Science-led Strategy

Leading by Example
Tackling climate change is one of the most important challenges of our generation.

We lead by example, not only in the cleanenergy technologies and products that
we deliver, but also in how we operate ourbusiness — all with a focus on improving
the environment.
We help build a better future for everyone we
encounter and the planet that enables us to
do our work.

Advancing TogetherHow?


By lowering our overall
energy consumption.



By entering into renewable energy
purchase agreements offsetting
100 percent of Dana’s emissions
from purchased electricity in the
United States and Canada.

Powering Innovation
We have navigated through 120 years ofvehicle evolution and have helped to shapethe electrification revolution for decades.
Further, 65 percent of our new businessbacklog now comes from innovating nextgeneration e-Propulsion systems and otherclean-energy solutions.
We’re proud to be the only supplier with thein-house capabilities necessary to deliver all
the elements of a complete, fully integrated
electrified system — across all mobility
markets — anywhere in the world.

Being Better
We’re reducing our global Scope 1 and 2
annual greenhouse gas (GHG) emissions by
more than 75 percent by 2030.



And from 2025, offsetting 100
percent of Dana’s emissions frompurchased electricity in Europe.
By driving efficiency improvements
across our operations.



By sourcing renewable energy
from on-site solar arrays aroundthe world.



By working collaboratively with
our suppliers to drive sustainability
improvements across our global
supply chain.

By delivering the clean-energy technologies
powering vehicles and machines aroundthe world, we are supporting our customers
to achieve their sustainability priorities,
while also reducing our global Scope 3
GHG emissions.

Driving Transparent, Verifiable Claims
We are committed to openly disclosing
our ESG commitments and progress, andto being led by science-based methods. We
are an industry leader, partnering with theworld’s foremost organizations to report on
our climate impact actions.

Climate action has the highest priority in our sustainability strategy, and we’re reducing
carbon emissions across our value chain. Our focus is on reducing the emissions we
can mitigate, either directly or indirectly. We recognize the scale and urgency of global
warming and its far-reaching consequences for the planet and our society.
Dana’s climate action strategy includes the following priorities:Measuring the energy usage and the carbon footprint according to international
standards.



Reducing the need for energy, e.g., by improving energy efficiency and reducing
waste.



Shifting from fossil to renewable energy by:

By joining the Science Based Targets initiative
and the Carbon Disclosure Project, we
collaborate with others for the greater goodand look forward to continuing our work withcustomers, suppliers, and others toward asustainable future.

Supporting Our Vision
We have strategically invested and continue
to invest to secure unparalleled technicalcompetence in designing, engineering, andmanufacturing the components of a complete
e-Propulsion system in-house.

Investing in additional renewable energy production to supply our own energy
consumption, when feasible.



Increasing renewable energy supply by using different variants of long-term
power purchasing agreements (PPA), to support the development of additional
renewable energy production.

Buying renewable energy using energy attribute certificates (EACs), e.g.,
Renewable Energy Certificates (RECs), Guarantees of Origin (GOs) or otherapproved energy attribute certificates.

Offsetting unavoidable emissions to reach net zero greenhouse gas emissions.

To standardize the greenhouse gas emission reduction process, several sites have
implemented and obtained the ISO 50001 Energy Management System, including two
facilities in Essen, Germany; Guiscard, France; Gyor, Hungary; and Neu Ulm, Germany.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

12

Science-led Strategy

Sustainability Action

We know it is essential
to accurately measure
and report on our
climate commitments.

We are proud to partner with SBTi’s member
organizations — Carbon Disclosure Project,
United Nations Global Compact, World
Resources Institute, and Worldwide Fund for
Nature — to drive sustainable best practices
and lead the way to a zero-carbon economy.

This means setting specific targets andgoals for reducing greenhouse gas
emissions (GHG) and then tracking progress
towards these goals using transparent andreliable methods.

Carbon Disclosure Project

By doing so, we hold ourselves
accountable and demonstrate ourcommitment on climate action.

How You Measure Matters
We have remained an industry leader by
joining the Science Based Target initiative(SBTi), a global “gold standard” organization,
validating ambitious, science-based
emissions reduction targets.
In 2022, the SBTi validated our climate
commitments. Thereafter, we initiated arevised SBTi validation process for our 2040
net zero target and other climate actions withthem. These include a reduction of Scope
1 and 2 GHG emissions by more than 75
percent by 2030.

We report annually to the Carbon Disclosure
Project (CDP), a global platform working withorganizations of all types to drive positiveenvironmental changes.
We are proud to support CDP’s importantmission to collect, measure, and reduce
global GHG emissions.

Improvement Always
We leverage our robust environmental
management systems to drive continuous
improvement across the organization
including initiatives to reduce water, energy
consumption, waste, and emissions.
We also reuse and recycle to minimize ourenvironmental footprint. These measures
are part of our overall approach to regularly
assess Dana’s environmental compliance toensure that we always operate to industryleading standards.

Global Reporting Standards
Consistent with our commitment to disclose
Dana’s sustainability and social responsibility
performance, we comply with leading global
reporting standards including: the Global
Reporting Initiative (GRI), the Sustainable
Accounting Standards Board (SASB), and theTask Force on Climate-related Financial
Total Energy Consumption
Disclosures (TCFD).
(MWh)

Recognition
Dana received the inaugural SustainabilityAward in Automotive from the ATZ/MTZ
Group and Roland Berger for its Holistic
Sustainability Approach. The award
recognizes companies with developed
mobility solutions that take the environmentand resources into account in a futureoriented and sustainable manner.
It focuses on products, processes, andinitiatives that have a holistic impact onsustainability in the automotive industry.

Total Energy Consumption
(MWh)
2.5M
2M
1.5M
1M
500K

2,025,519

1,736,158

1,866,837

1,840,509

2019

2020

2021

2022

1,271,798

0

Total Greenhouse Gas Emissions(kg CO2-e)
700M
600M
500M
400M
300M
200M
100M

617.8M

521.6M

546.6M498.2M

2019

2020

2021

2022

0

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

14

Safety First

Dana Safety Certified
The Dana Safety Certified training program provides a platform tocontinually elevate the collective safety knowledge of all employees.
During 2022, our people successfully completed more than 45,000 safety
training programs as part of this initiative.
Specifically focused on Environment and Human Health, Safety, andSecurity (EHSS) topics, the program is rolled out across four levels.
Each of these — from Safety 101, to Silver, to Gold, and Diamond — adds
additional training requirements and skills.

Safety First

Manufacturing Facilities withNo Lost Time Incidents (%)

Dana Global Lost Time
Recordable Incident Rate

101

Dana Global Recordable Incident Rate

At Dana, we care.
Safety culture refers to the values, beliefs,
attitudes, and behaviors that determine ourcommitment to safety in the workplace.
57%

65%

79%

83%

85%

86%

At Dana, safety culture is driven by astrong commitment from leadership,
2017
2018
2019
2020
2021and2022
employee
involvement,
training
education, continual improvement, andopen communication.
We believe that Dana has an essential
accountability to safeguard life, health,100
property, and the environment. We achieve
80
this by consistently committing to
excellence in safety, health, and security
60
management by advancing risk identificationand control methodology.
40
Through feedback and fostering open 20
communication, we actively promote and0
pursue safety in all that we do.

Our “Safety First” approach requires a daily,
focused effort.

Commitment
0.41

0.27

0.13

0.11

0.07

0.06

Successful safety programs start withleadershipcommitment
with clarity
2017
2018
2019
2020
2021
2022
around roles and responsibilities throughout
the organization.
Facilities with No Lost Time Incidents

Dana’s approach focuses on people,
No Lost performance,
Time Incidents and(%) results, and all
culture,stakeholders—
bothinternal
and external —100
have a role to play.
Manufacturing Facilities with
120

1.02

0.70

0.55

0.44

0.45

2017

2018

2019

2020

2021

2022

Dana Locations with RegisteredOHSAS 18001 / ISO 45001 OHSManagement Systems
Dana Global Lost Time
As of February 1, 2021 81 total manufacturing sites (75%) are SMS certified
Recordable Incident Rate
25

80

15

83%
Certified

24

23

14

18

0.27

0.13

0.11

0

2018
2019
2020
2021
2022
2015
2016
2017
2018
2020
2019

2017

LV (37)2018

CV (23)2019

ISO 45001

2020

0.07

0.06

1

1

OH (30)PT (18)

2021

2022

1.25

1.02

0.70

0.55

0.44

0.45

2017

2018

2019

2020

2021

2022

OHSAS 18001

Facilities with No Lost Time Incidents
120

Diamond courses are focused on advanced safety, health, security,and environmental themes — including behavioral safety, environmental
Dana Global Recordable Incident Rateawareness, job safety analysis, and office safety among others.

78%
Certified

10

0.415

Silver courses spotlight our Life Safety Rules with Gold courses dedicatedto additional life safety critical topics.

83%
Certified

62%
Certified

20

With leadership promoting the development
60
of health and safety processes, allemployees
are responsible to act in ways
40
that
awareness,hazard57%demonstrate
65%
79%safety
83%
85%
86%
56and loss
57 prevention
58
66for the118
112benefit
20
control,and protection of all involved.
0
2017

1.25

Safety 101 is our comprehensive foundational course focused onsafety culture, safe behaviors, Dana’s “Life Safety Rules,” our individualrole in safety, and resources available to assist in ensuring a safe
work environment.

Dana Locations with RegisteredOHSAS 18001 / ISO 45001 OHSManagement Systems

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

15

Safety FirstEHSS Education Drive
Education and training are essential tools powering
health, safety, and productivity.

ISO 45001:2018 Certification
Goal Achieved
We strive forcontinual improvement.
It’s an essential element in today’scompetitive and rapidly changing
business environment.
We felt that the next evolution in our safety
journey was to pursue registration to theworld’s first international occupational
health and safety management standard— the International Organization forStandardization® (ISO) 45001:2018.
Therefore, in 2018, Dana committed to all
our major manufacturing facilities achieving
ISO 45001:2018 certification – a processthat focuses on establishing an effective andauditable occupational health and safety
management system that is continuallyreviewed and improved upon.

Setting safety management system goals
is critical for achieving safety objectives,
holding individuals and teams accountable,encouraging continual improvement, andenhancing our safety culture.
ISO 45001:2018 Certification ensures that
our safety management system is regularly
audited by third party registrars acrossthe globe.
This standard follows a Plan-Do-CheckAct model, providing a framework fororganizations to assess what they need to
put in place to minimize the risk of harm.

100% Completion
As of December 31, 2022, 100 percentof the manufacturing sites included in our
original goal had achieved this certification —establishing an effective occupational healthAround the world, our people understandworkplace risks and how to identify,
report, and control them.
Dana Sustainable Mobility Center
Maumee, Ohio, United Statesand safety management system integrated
with other measures to attain our strict healthand safety objectives.
ISO 45001:2018 certification also facilitatesinternal improvements and provides thirdparty validation that Dana is focused on thesafety and well-being of our people.
We are committed to maintaining ISO
45001:2018 registration for all certified
facilities complying with audited
occupational health and safety management
system requirements.
With respect to environmental management
systems, 100 percent of Dana’s 2018
manufacturing site footprint is now
ISO 14001:2015 certified. Going forward, weplan to obtain both certifications for all new
major manufacturing sites within two years ofadding to our operations.

Special attention is given to:A thorough review of all applicable
company safety rules, policies, andprocedures; particularly Dana’sLife Safety Rules as well as those
relevant to each work area.

Training in techniques for
identifying potential hazards, suchas job safety analysis.



Understanding the safety hierarchyof controls and how to prioritize
different types of controls toeliminate or minimize risks. Thissystematic approach ensures thatthe most effective control measuresare executed to protect our people.

Additional training as necessaryaround changes in facilities,
equipment, processes, materials,
or work organization whenever newtasks are undertaken.



A full understanding of
the importance of open
communications in the health andsafety management process.

It’s why Dana makes safety education a
top priority and an integral part of all new
employee orientation programs.
We tailor our training to be impactful,emphasizing a culture of open, honest
communication where people feel
comfortable discussing concerns andmaking suggestions.
We spotlight the important role of people
managers across Dana. And emphasize
their responsibilities and the procedures
for responding to employee reports of
injuries, illnesses, and incidents.

Winning as One
Safety is a shared responsibility.
Consequently, employees have asignificant role to play in ensuring theirown safety, integrating this mindset into
their daily activities.
To this end, our education and training
program instructs around how to reportinjuries, illnesses, incidents,
and concerns.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

16

Safety FirstCEO Safety Award
The CEO Safety Award
is granted to the facility
demonstrating the mostoutstanding safety
performance during 2022.

Our winner — Power Technologies Thermal
facility in Győr, Hungary — exemplifies thetrue meaning of a safety-first culture.

The faciliity surpassed more than 1.7 million
hours – equaling two-and-a-half years –without a lost-workday incident.

Through outstanding teamwork andmeticulous execution, the facility promotes aproactive mindset where everyone is quick torecognize issues and intervene, if needed.

The judging panel noted high-scoringon their 2022 Health and Safety Assessment
and achievement of ISO® 45001:2018 and
14001:2015 certifications.

Plant leadership and the EHS team haveworked together to build a strong cultureof leading from the operations floor andmaintaining an open-door policy where
employees are encouraged to share ideas
for improvement.

The team are pursuing ISO 50001:2018
certification — with Stage 1 complete andpreparations for Stage 2 underway.

“Dana is founded on strong
values that place our people
at the heart of everything we
do. We win together, pursue
excellence, and encourage
unique perspectives.”

Jaime Meyer
Senior HR Manager, United States

Photo of Power Technologies Thermal facility in Győr, Hungary

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Safety First

1 Million+ Hours
Without a Lost-Time Incident in 2022
North And South America
In 2022, 29 major manufacturing locations in North and South America
achieved significant milestones for working safely.

1 Million+ Hours

2 Million+ Hours

4 Million+ Hours

Cambridge, Canada
Danville, United States
Gravataí, Brazil*
Humboldt, United States
Oakville, Canada
Pottstown, United States
Querétaro, Mexico
Sorocaba, Brazil
Sterling, United States
St. Clair, United States
Warren, United States

Dry Ridge, United States
Gordonsville, United States
Lafayette, United States
Querétaro, Mexico

Gravataí, Brazil
Louisville, United States
Mount Forest, Canada
Paris, United States
Querétaro, Mexico*Tlalnepantla, Mexico

3 Million+ Hours
Columbia, United States
Apodaca, Mexico

5 Million+ Hours
Chihuahua, Mexico
Grand Bourg, Argentina
Tlalnepantla, Mexico
Toluca, Mexico* Indicates instances where there is more than one Dana major manufacturing facility in a particular city.
Data represents hours worked without a lost-time incident recorded at a major manufacturing facility as of December 31, 2022

Appendix17

Overview

Value Others

Innovation

Taking Action

One Community

Safety First

1 Million+ Hours
Without a Lost-Time Incident in 2022
Europe and Asia
In 2022, 24 major manufacturing locations in Europe and Asia
achieved significant milestones for working safely.

1 Million+ Hours

3 Million+ Hours

Åmål, Sweden
Guiscard, France
Győr, Hungary*
Itziar-Deba, Spain
Luserna, Italy
Pamplona, Spain
Pune, India
Rayong, Thailand
Rudrapur, India
Weifang, China
Zaragoza, Spain

Belgaum, India
Chennai, India
Satara, India

2 Million+ Hours

5 Million+ Hours

Birmingham, United Kingdom
Pantnagar, India

Jodalli, India
Noida, India
Chakan, India

4 Million+ Hours
Ladkrabang, Thailand
Fuzhou, China
Neu-Ulm, Germany
Wuxi, China* Indicates instances where there is more than one Dana major manufacturing facility in a particular city.
Data represents hours worked without a lost-time incident recorded at a major manufacturing facility as of December 31, 2022

Culture Matters

Appendix18

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

19

Diversity, Equity, and Inclusion

Leading With Diversity,
Equity, and Inclusion

Diversity, Equity, andInclusion GovernanceCommittee
Dana’s Diversity, Equity, and Inclusion GovernanceCommittee is regionally structured — Asia Pacific, Europe,
Latin America, and US/Canada — and aims to develop
mechanisms and strategies to continually enhance a
supportive, inclusive, and diverse workplace.

At Dana, we continuously build upon our diverse strengths.
We cultivate a strong and inclusive culture where all our
people have opportunities to thrive.
By developing a diverse organization, we
attract outstanding talent with industry
experience promoting both curiosity andinnovation from all our 42,000 employees
across 88 major facilities in 31 countries.

Inclusive and Equitable
We are dedicated to ensuring safe, respectful,and inclusive workplaces where everyone cancontribute, participate, and thrive.
We commit to providing fair and equitable
opportunities based on employees’ individual
talents and to facilitating the resources
people need so that they can accessdevelopmental opportunities.

While diversity refers to the qualities thatmake people unique, inclusion refers to theDana behaviors that ensure people
feel welcome.
We know that people are different and we
respect those differences — including age,gender, ethnicity, religion, disability, sexual
orientation, education, national origin, andother dimensions of diversity that are not as
readily apparent.
Creating a fair, diverse, and inclusive
workplace informs who we look to bring into
the organization and how we develop people
once they are here.

Among the goals and objectives are:

While diversity refers
to the qualities thatmake people unique,inclusion refers to
the Dana behaviors
that ensure people
feel welcome.



Assisting Dana leadership in
driving diversity strategy, goals, andkey milestones.



Identifying and formulating
recommendations for programs,
policies, and work practices that affectrecruitment and retention of adiverse workforce.



Advancing transparent processes toaccess developmental and advancement
opportunities, and prioritizing education
programs that build diverse and inclusivecompetencies and awareness.

Acting as advocates of Dana’s diversity,
equity, and inclusion strategy.

Progress by the Diversity, Equity, andInclusion Governance Committee is reported
at least five times annually to Dana’s Boardof Directors.
Employee from Boucherville, Québec, Canada

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

20

Diversity, Equity, and Inclusion

Pillars of Strength
Dana’s diversity, equity, andinclusion strategy is guided by five pillars.

Representation
We set goals. Building internal and externaltalent pipelines and expanding our diversity
recruitment, retention, and promotion efforts
to increase varied representation.
We use transparent, data-driven talent
practices and decisions to help mitigate
bias and equip our leaders with the tools,
information, and support necessary toachieve their objectives.

Education
We advance with a strong focus on diversity,
equity, and inclusion education for all
employees to ensure that we have the culturalawareness and understanding necessary
to successfully build and retain diverse andinclusive teams.
We connect with third-party organizations
such as the Center for Automotive Diversity,
Inclusion and Advancement, among others,
to provide our Business Resources Groups(BRGs) with the tools to promote leadershipand the resources designed to informand engage.

Our partnerships with other organizations
such as the CEO Action for Diversity andInclusion and the Charta der Vielfalt in Europe
create educational components to support
our people along their education journeys.

Development
We offer development programs to empower
employees in realizing their career aspirations.
And provide them with a clear understandingof how to build their careers at Dana.
We also partner with consulting firms tocreate world-class development
programs including a focus on mentorshipand leadership.
Importantly, these programs align with ourannual performance appraisal and individual
development planning process. It’s not justwhat we achieve — but how we get therethat counts.

Community
Dana communities are places where we
live, work, and play. We partner with local
communities around the world to advance
more diverse hiring practices.

We champion our BRGs which are voluntary,
employee-led groups formed aroundshared identity, interests, and pursuits.
They represent and support the diverse
communities that make up our workforce andare open to all employees.
We know that every decision counts.
Therefore, in sourcing materials forthe products that we make, we drive
sustainability and social responsibility as a
key part of every purchasing outcome.
This includes our detailed evaluation process
analyzing key considerations such as
diversity, equity, and inclusion considerations(diversity ownership of our supplier base)as well as sustainability and social
responsibility factors.

Cross-functional Collaboration
We focus on people and supplierdevelopment, compensation, engagement,
attraction, and retention to collaborate crossfunctionally and ensure that inclusive andequitable structures and work practices arerooted in all Dana processes.

Day of Understanding
Dana’s Day of Understanding was coordinated as part of our CEO Action for Diversity andInclusion pledge.
This pledge outlines a specific set of actions organizations are taking to cultivate atrusting environment where all ideas are welcomed, and employees feel comfortable andempowered to have discussions about diversity and inclusion.
At Dana, our locations around the world selected a day from mid-April to mid-May to launch
conversation starters on various diversity and inclusion topics. There were videos withdiscussion guides and employees signed a personal diversity and inclusion pledge to help
drive inclusive behaviors in their everyday life.
Equity was added to the Day ofUnderstanding sessions, to continue
conversations for the diversity, equity, andinclusion process.
These training programs call for each of
us to take a personal look at our own
predispositions, conscious or non-conscious,and to engage in practical steps to recognize
and overcome them.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

21

International Women’s Day 2022
Diversity, Equity, and Inclusion

Dana Women's Network (DAWN) Resource Groupadvances the promotion of professional networking andcareer development through mentoring, education, andphilanthropy for women.

Our BusinessResource Groups

During International Women’s Day, DAWN’s UnitedStates chapter facilitated a panel discussion with
our leadership team to discuss allyship from male
employees, mentoring, and the challenges of working
while raising children, among other topics.
The global Dana community participate in International
Women’s Day by wearing purple and identifying how
they #BreakTheBias.
Other similar events led by Dana women and DAWN
members around the world spotlighted appreciation
for women across our locations, and mentoring in
STEM applications to inspire girls to become the next
generation of engineers and researchers.

As a globalorganization,
our people mirror
perspectives andopinions fromdifferent cultures,backgrounds,
and experiences.

We are powered by a variety of viewpoints
and voices, enabling us to solve problems
more quickly, to think creatively, andultimately to drive continuous improvement
and profitable growth.

These eight BRGs are executive leadershipsupported, employee-led initiatives with themission to inspire growth and innovationand foster diversity, equity, and inclusion.

As such, we continue to promote andprovide visibility to our Business ResourcesGroups (BRGs).



African American Resource Group

Connecting Cultures Resource Group

This network fulfills our commitment
to valuing others, lending a voice tothe diversity we have across Dana andincreasing the engagement of both ourcurrent and retired employees.

Dana Alumni Resource Group

Dana Women's Network (DAWN)Resource GroupGreen Team Resource GroupLGBTA Resource Group

Military and Veterans Resource Group

New To Dana Employee
Resource GroupBy embracing diversity, equity, andinclusion, we create an environment thatinspires the best from everyone andmaximizes the value of our most important
asset — the collaboration of our people.

“By leading the ‘New to Dana Group,’
I help new hires build relationships,
making a 42,000-strong company like
Dana feel as one.”

Stephanie Roy
Senior Sustainability Specialist,
United States

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix22

People Development

At Dana, we provide career development, fair wages, and benefits,
and see our people’s contributions being valued — adding to thelong-term success of their career goals.
To enable our People Finding A Better Way spirit,
we encourage collaborative innovation and foster
open communications — gathering feedback via
engagement surveys, skip-level discussions, andinteraction with our leadership team.

Programs
Our Employee Value Proposition highlights theway people work at Dana showcasing our work
environments, culture, development opportunities,
and employee recognition.
And our development programs offer immersive,hands-on learning experiences for college
graduates to accelerate careers in finance, humanresources, purchasing, and engineering.
In the United States for example, participants on
the program worked on assignments in different
areas of their respective functions over a five-year
period to drive opportunities for leadership roles.
And we continue to provide on-demand programsfor employees around the world.
SkillPort
Thousands of our people completed training in
Dana’s SkillPort portal, offering a wide variety
of instruction for employees looking to build
their skills in topics such as management,
communication, diversity and inclusion, quality,
and safety.
FranklinCovey
Training for 7 Habits of Highly Effective People™
was expanded to global locations increasing thecapacity of leaders to their manage teams. And

the Speed of Trust® module spotlighted the powerof trusting in others.

Learning Journeys
Our Learning Journeys continue to be an
important asset offering essential online training
sessions utilizing some of the most requested andaccessed training across safety, quality, diversity,
equity, and inclusion.

Connecting Through Diversity
We continue to grow our diversity sourcing
and recruitment programs to provide strong
candidates for the organization.
Our efforts are focused on impacting key groups
that we measure from a representation standpoint,
namely women and minorities.
We also remain committed to recruiting acrossother key communities and groups, such as the
LGBTQ and our military and veteran communities.
We continue to track progress against ourinterviewing policy, which requires gender andracial / ethnic diversity among external candidates
at director-level and above in the United States.

Quality Trainings
To support Dana’s Quality Focused initiative, twotrainings were created.
One offering an introduction and overview and thesecond to expand on Dana’s Life Quality Rules —key elements underpinning the initiative.
Each course was developed in two formats, tobe both delivered online and also presented in agroup setting at the local level. Both formats weretranslated into 20 languages to ensure we reachour global audiences.
The Respect in the Workplace module, part of
the Operational Leadership training program,was made more interactive. And we incorporated
facilitator notes and scripts so that it could be
used by local leaders as a separate training
program — reinforcing Dana’s expectation of arespectful and inclusive working environment.

Mentoring
Senior leaders around the world support Dana’s
commitment to accelerating our people's
development through formal and informal
mentoring partnerships.
Increasing confidence, broadening perspectives,
expanding personal and professional networks,
and identifying career paths count as some of themany benefits for Dana mentees.
Our focus on mentoring is also extended toour communities.
For example, members of Dana’s African
American Resource Group volunteer as
mentors for high-school and university students,
as well as members of the National Society ofBlack Engineers.
Mentoring students helps to attract the best
diverse talent and is also an opportunity for Danamentors to develop and reinforce their leadershipcapabilities and give back to our communities.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

23

Health andWell-being Spotlight
Health and well-being initiatives havelong-lasting impacts, including enhancing
creativity, resilience, job satisfaction, andwork-life balance.
For Dana, this means a more vibrant
workforce, increased morale, talent retention,
and a robust future for the company.
Dana believes in:“Since starting with Dana, employee engagement has been
my top priority. Showing appreciation, gaining trust, andbuilding a team to drive the change our world needs.”

Sydney Raber
HR Manager, United StatesThe importance of striving for personal
and work-life integration.



A supportive work environment thatcultivates the drive to succeed.



The importance of exploring newopportunities across the health and wellbeing spectrum.

We are committed to providing all employeeswith quality and competitive benefit programs
that focus on all aspects of employee
well-being — including physical, mental,
and financial. Our plans are benchmarked
annually to ensure fit, competitiveness,and value.
Dana programs meet a wide range of needs
and services related to the well-being of
employees and their families. For example,

many of our locations have retirement plans
ranging from pensions to tax-deferredretirement savings plans.
Around the world, we provide financial
wellness programs offering employees theopportunity to meet with financial counselors
to help the learn about a variety of financial
situations that may impact them — including
budgeting, savings, and retirement planning.

Employee Assistance Program
In addition to Dana’s traditional Employee
Assistance Program services, we provide
further educational opportunities for
employees to better understand ways toimprove their mental health during and after
challenging times.
To reduce stigma around mental healthissues, Dana facilities around the Toledo,Ohio, United States area participated in
an Out of the Darkness community walk.
This was an opportunity to discuss andacknowledge the ways in which mental healthconditions have affected our lives and thelives of others in our communities.
Across Dana, local mental health resources
around the world offer employees more
information on where to find the support they
may need.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix25

Complete e-Propulsion System

ThermaTEK™ Battery Cold Plate

Dana TM4™ CO150 Inverter

Dana Earns 2022 Automotive News PACE Award
for Integration of Complete BEV e-Propulsion
and e-Power Systems

Dana Supports New-Energy
Vehicle Programs with
Innovative Battery CoolingLong-term Agreement Establishedwith Lion Electric

Automotive News recognized Dana with a 2022
PACE Award for the Spicer ElectrifiedTM Complete
Battery Electric e-Propulsion and e-Power
System. Now in its 28th year, the prestigious
PACE Awards program recognizes suppliers forgame-changing technologies that deliver superiorinnovation, technological advancement, andbusiness performance.

Underscoring its focus onelectrification, Dana confirmed
its strategic supply relationshipwith Lion Electric Co. to support
its lineup of electric buses aswell as medium- and heavy-duty
trucks. The agreement covers the
supply of the electric drive systems,
including electric motors, inverters,
and controllers, as well as axles
and driveshafts for all Lion Electric
platforms, including the LionA,
LionC, LionD, LionM, Lion6,and Lion8.

Dana’s fully integrated electric vehicle solution
leverages the company’s core technologies inelectric vehicle architecture, vertically integrated
systems engineering, and core product portfolio
in integrated electric systems to accelerate thetime to deliver vehicles to market.
Leveraging 120 years of thermalmanagement expertise, Dana continues toinnovate and advance its electric battery
cooling technologies.
The company was recently selected to supply
its ThermaTEKTM battery cold plates andelectronic module cooling systems for major
new-energy vehicle programs such as
Jaguar Land Rover’s next-generation global
electric-vehicle platforms, the Ford F-150
Lightning, the Rivian all-electric pickup truck,and the General Motors Ultium program, which
serves as the foundation of the company’s
electrical architecture.

Dana supplies Lion with a broad
range of technologies and systems,
including the Dana TM4 SUMO TM
family of electric motors supporting
light-, medium-, and heavy-duty
applications; Dana TM4TM
medium- and heavy-dutyhigh-voltage inverters;
medium- and high-voltage bi-directional charger
inverters that function as both abattery charger and inverter; thefully programmable OpenECUTM
M5 series of vehicle controllers
for use as the main vehicle
management unit; and a range ofsingle-reduction and tandem drive
axles and driveshafts for directdrive configurations.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

26

Spicer Electrified™ eSP502 e-Transmission

Dana Spicer Electrified™ TM4 SUMO™ LD system

New Spicer Electrified™ e-Transmission Supports
Off-Highway Vehicles

Dana’s Spicer Electrified™ Motor and Inverter System
Powers New Ultra4™ EV Race Series

Leveraging Dana’s powershift technology,
the new Spicer ElectrifiedTM eSP502
e-Transmission is a flexible platform designed
to support the electrification of vehicles
across the construction, mining, material
handling, and forestry markets. The eSP502
e-Transmission offers a dual-motor, twospeed design that is built on a flexible
platform to enable optimized performance at
maximum efficiency in a compact package.

The modular approach to the transmission
design allows for a single motor solution, as
well as an optional power take-off, dependingon the specific vehicle requirements. The
eSP502 comes with next-generation control
software and functional safety readiness,enabling easy installation and smooth
integration, and it features a patented
clutch design that minimizes clutch drag tomaximize efficiency.

“I’m thrilled to lead a team supporting our customers throughone of the biggest revolutions in the transportation industry —engineering e-Mobility technologies powering a positive impact
for our planet and future generations.”

Jason Sidders
Senior Manager, Advanced Powertrain
Applications Engineering, United States

Dana’s Spicer Electrified™ motor and inverter system were featured on the customperformance vehicles competing in the new Ultra4TM electrified vehicle (EV) racing series. The
powerful Spicer Electrified™ TM4 SUMO™ LD motor and inverter system developed for offroad vehicles showcased how well electrification performs in the extreme conditions that Ultra4
racing presents.
With the Spicer Electrified™ TM4 SUMO™ LD system, vehicles can reach peak power of up to
270 kW, peak torque of up to 950 Nm, and operating speed up to 8,600 RPM. Designed andvalidated as per axle mount requirements, the system also offers seamless integration into
Dana axles.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Spicer Electrified™ eS4500i
e-Drive Unit

eS15000r Rigid e-Axle

Dana Innovates with Electric Rigid Beam Axle

e-Powertrain for
OX Delivers® Trucks
Developed by Dana for
Emerging Markets
Dana’s operation in Birmingham, United
Kingdom, was awarded a $2.7 million grant todevelop an e-Powertrain for OX Delivers — theworld’s first flat-pack utility vehicle destinedfor emerging markets in Africa. The grantsupports Dana’s work industrializing electrified
powertrain technologies and was awarded
by the Advanced Propulsion Centre (APC)— a non-profit organization that facilitates
U.K. government funding to research anddevelopment projects supporting the delivery of
net-zero emission vehicles.
The OX Delivers truck has been engineered
to tackle the toughest terrain and will beshipped as a flat pack and assembled in thedestination country. The truck is powered by
Dana’s Spicer ElectrifiedTM eS4500i e-Drive
Unit, which combines an electric motor,
inverter, gearbox, and software in a complete
e-Propulsion system.

Appendix

Designed to meet the rigorous requirements of lightvehicle pickup trucks, Dana’s electric rigid beam axle isa compact, robust 4-in-1 system capable of handling onand off-road performance.
Dana believes a fully integrated rigid beam e-Axle is oneof the most effective solutions for meeting the needs of the coretruck buyer as they make the shift to an electrified vehicle. Rigid
beam axles are capable of high towing capacities and heavy payloads
with the added benefit of fewer components, packaging flexibility, greater
customization, and a better overall return on investment.

Brevini EvoMax®

Takeuchi® TB20e

New Brevini EvoMax®
Helical and Bevel-helicalGearbox Range
Introduced for Marine,
Offshore Applications

Off-Highway Market
Continues Shiftto Electrification

As a leader in industrial gearboxes, Dana
launched the Brevini EvoMax® series ofhelical and bevel-helical gearboxes formarine and offshore applications. The
gearbox range introduces five completely
new sizes and includes 14 redesigned
gearboxes to provide higher torque, greater
efficiency, and longer service. The modular
series is designed to provide greater productflexibility, higher efficiency, and increased
sustainability while helping to minimize total
operating costs.

Dana continues to be at the forefrontof meeting the needs of off-highway
customers across varying applications.
Dana’s multi-market focus and scale
has enabled it to find electrification
growth and increased content
per vehicle in new off-highway
applications, including e-Mini
excavators; low-voltage material
handling; high-voltage drive
systems for port equipment;
low-voltage inverters forelectric utility vehicles; accessequipment; motorsport andrecreational equipment; andlawn and turf care.

27

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix28

Global Technology Centers

Dana’s global network of 23 technology
centers across 9 countries allow us toinnovate near and with our customers.
Dedicated to the pursuit of new ideas, products, and services — they arehome to more than 2,300 of the world’s leading engineers, technicians,
and scientists developing breakthrough advances in next generation cleanenergy technologies and sustainable products.
We collaborate to drive diversity, push new boundaries, and deliver on-theground, local solutions for customers as they continue to accelerate theirelectric vehicle portfolio development.
We also recognize the importance of strong relationships with ouracademic partners. Our global network of universities throughout theAmericas, Europe, and Asia provides a path for research and development,
professional development education, and career opportunities transforming
the future of mobility.

Belgium

China

India

United Kingdom

BruggeWuxi

Pune

BrazilGermany

Italy

ChudleighLindley

GravataíBad Homburg
CologneEssen
Neu-Ulm

Arco
Reggio Emilia
RivoliRovereto

CanadaBoucherville, Quebec
Laval, Quebec
Oakville, Ontario

United States of America
Lafayette, Indiana
Maumee, Ohio (3)Paris, Tennessee
Plymouth, Michigan

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

29

Quality Signature

Commitment to Excellence
Dana SQE Facility Posters 22x28in.pdf

Every day, each of us make around 30,000 decisions.
Some are small. Others have a big impact.
At Dana, we power innovation to move ourworld. The vehicles and machines we develop
support people’s lives. So, we take ownershipof our actions.
Pursuing excellence. Operating to the highest
standards. Having a zero-defect mindset.
Being Quality Focused — All Day, Every Day.
It is why we received over 20 customer
awards for our work in 2022 across multiple
regions and product types.
And it is why we invested in continuous
improvement and advanced tools to promotecollaboration and global interconnectivity. All
the while improving our sustainability
footprint through waste elimination in our
production processes.

Blueprint for Consistency

Operating System

During the year, we saw how the powerof our Quality Focused strategy, systems,
standards, and tools provide the blueprint
for consistency — effectively increasing our
performance and delivery.

Dana’s Quality Operating System is basedon leading industry, quality, customer, andtechnical standards.

Being problem solvers — People Finding
A Better Way — gives us invaluable
opportunities to gain experience in an open,“no blame” environment where we see
challenges as treasures.
It builds relationships and trust.
Quality is a personal signature that
motivates each of us to perform at thehighest level. It gets to the core ofownership of and accountability for safety,
quality, and sustainability.

Quality Integration
Across our manufacturing operations, Dana
invests in technologies that support a Quality
Focused strategy.
Upstream, our Quality Focused methodology
remained a key driver of product design andprocess development.
This ensured advanced quality deliverables
in addition to closing the loop by electronically

12/7/215:08 PM

Quality Policy

It includes the entire product lifecycle, frominitial concept through design, development,
production, and postproduction support.
It is comprehensive in design and inclusiveof Environmental and Health and Safety
management processes — utilizing aconnected system of tools and methods
tied to quality-focused behaviors andoperational excellence.

2

C

M

Y

CM

MY

CY

We commit to customer satisfaction
and deliver with pride and passion.
We champion operational excellence

CMYK

and a zero-defect approach.
We drive continuous improvement
and remain “Quality Focused All Day,
Every Day.”James K. Kamsickas
Chairman and CEO

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix30

Quality Signaturelinking our product designs to a standard
bill of process with the sole intention of
defect prevention.

and assembly through our Stage Gate andAdvanced Quality processes, which build in
quality at the source.

We continued the expansion of ouroperational excellence strategy throughdigital transformation including over
100 enhancements in digital shopfloor
management, quality interlocks, and processcapability reporting. To this end, Dana’s
external auditors recognized our Quality
Dashboard as “best in class”.

And we have expanded our Quality Focused
Digital Toolbox delivering rapid response andstandardized processes for all Dana locations— including timing milestones and visual realtime data.

Our Read Across electronic app continued
to communicate corrective actions, lessons
learned, and best practices within our global
footprint. By building in quality and doing itright the first time, we reduce the opportunity
for nonconforming material. Through “Stopand Fix,” we are empowered to stop the line
and identify a potential risk or issue.
On the product and equipment side of ourbusiness, we design for manufacturing

Our problem-solving approaches such as
the “Plan Do Check Act” cycle advance ourpath to sustainability — whether it’s aproduct safety improvement, scrap
reduction, or an efficiency project that
reduces energy consumption.
We know that promoting standardization
increases consistency and eliminatesvariation. This includes our ManufacturingEnterprise Systems along with ourConnected 4.0 strategy — providing
software solutions that advance quality
and operational efficiencies into all ourvalue streams.

Changing Our World Throughe-Propulsion
65 percent of Dana’s new business backlog
now comes from innovating next-generation
clean-energy technologies.
As we grow our electrification portfolio —including motors, inverters, and controls— we are continually expanding the useof quality systems earlier in the process toaddress control, detection, and compliance.
We have adapted to customer needs in this
rapidly growing segment and can deliver all
elements — from a component level to acomplete, fully integrated electrified system —across any mobility market in anywhere in
the world.

“We shape a more sustainable world,
one vehicle at a time. Accelerating
customers’ e-Propulsion journeys
with fully integrated technologies andhigh-quality components.”

Ahmad Abu-Shaqra
Global Manufacturing Engineering
Specialist, Germany

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

31

Quality Signature

Customer Awards 2022

Supplier Quality Excellence Program -Overdrive Supplier of the Year 2021

Gold Award

GlobalJodalli, India
Supplier Excellence Recognition
Process - Excellent Level
Satara, India
SQEP Platinum
Wellingborough, UK

Supplier of the Year 2021
GlobalBest Cooperative Supplierwith Reliable Technology

Best Quality Award

Excellent Quality Performance Award

Wuxi, China

Global

Neu-Ulm, Germany
Zaragoza, Spain
Q1 Gold Award
Queretaro, Mexico
Best Process Alignment Award

Wuxi, China

Wuxi, China
Certificate of Excellence Platinum
John Deere Achieving

Supplier Status
Neu-Ulm, Germany
Supplier Quality Excellence Award

Best Quality Award
Anand, india

Excellence Program
Lafayette, USA

2021 Achiever Level Award

EcuadorAchieving Excellence -GlobalColombia

Partnership Level

Neu-Ulm, Germany

Kolhapur, India

10PPM Award
GlobalBest Quality Supplier 2022
2021 Quality Achievement

Bogota, Colombia

Neu-Ulm, Germany
Best Improvement Award 2021

Excellent Contribution Award

Wuxi, China

Wuxi, China“Our world is unique, and ourresources are the most precious
thing we have. A small exampleof the many things we are doingin Argentina is composting
waste from our cafeteria andgiving employees organic soil totake back home.”

Brugge, Belgium
Consistent Quality Performer

Best Supplier Award
Wuxi, China

Pantnagar, India
2022 Quality Quad Award
Chennai, India

Excellence Through Collaboration
GlobalMarysol Valdecantos
Health and Safety Lead, Argentina

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

33

Sustainability in Action

Sustainability Award Winners
Our annual Sustainability Awards spotlightsome of the outstanding work from Dana teams
around the world and the significance of theirimpact on the environment. The awards were
presented by Doug Liedberg, chief complianceand sustainability officer at Dana.

Best Sustainability Initiatives

Gravataí, Brazil
Dana Gravataí, in Brazil, has been honored withthe “Best Sustainability Initiatives” award for its
commitment to environmental conservation andinnovatation. During the year, the plant undertook
numerous sustainability projects addressing energy,
waste, and water reduction, resulting in a greenhousegas (GHG) emissions reduction of 8 percent.
One of the facility’s major achievements was theimplementation of a solar energy generation project.
On-site solar panels now generate an impressive 500
kW/day, eliminating 18 tons of GHG emissions per year.

MetricEnvironmental Savings

Waste (4 projects)

28.1 tons CO²

Energy (3 projects

39.2 tons CO²

Logistics (1 project)21.0 tons CO²

Water (2 projects)

70.1 m 3

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix34

Sustainability in Action

Sustainability Award Winners

Campus GHG Improvement*

Most Improved Facility

Scope 169% reduction

Scope 229% reductionÅmål, Sweden

Bad Homburg, Germany
Dana’s Bad Homburg plant has been
awarded the title of “Most Improved Facility”
for its remarkable transformation in 2022.
Through a series of ambitious changes, theplant has become more efficient, modern,and sustainable, setting a example for other
Dana manufacturing facilities.
One of the most significant achievements
at the Bad Homburg plant is the major
reduction in CO² emissions by revamping
its internal operational layout and utilizing
electrified transport.

* Compared to 2019 campus data

Most Innovative Sustainability Initiatives

Additionally, the Bad Homburg plant hasmodernized its lighting, converting 100
percent of its lighting to LED. This shift toenergy-efficient lighting has not only
reduced energy consumption but has also
improved the overall working environment,
providing brighter and safer conditions forthe workforce.
Furthermore, the plant has made strides in
replacing its compressed air and heating
system, further optimizing energy usage andreducing its environmental impact.

The Åmål facilities in Sweden received theaward for the “Most Innovative Sustainability
Initiatives” for their outstanding efforts andcommitment to sustainabile innovation.
Some of the key achievements include:
the Silver level certification by the Sweden
Green Building Council, installation of on-site
solar generation contributing 436 MWh ofclean energy annually, the installation of newelectric vehicles (EV) charging stations, theimplementation of a new EV corporate car

program, and the use of EV forklifts
and autonomously-guided vehicles forinternal transportation.
In addition, the Åmål facilities are utilizing
100 percent fossil-free energy from solar,
wind, hydro, and nuclear power sources topower operations.

100%

Scope 1 and 2 emissions reduction
Natural gas elimination

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix35

Supply Chain

Driving a World-Class
Sustainable Supply Chain
Dana has 88 major facilities
strategically locatedacross 31 countries
on six continents.
We are committed to building a carbonneutral supply chain and we work closely with
suppliers to align their performance to meet
our sustainability and social responsibility
requirements — as reflected in our SupplierStandards of Business Conduct.

Reach Your Goals
We know that our climate actions also impact
your sustainability goals. We therefore closely
benchmark and monitor our supply base toimprove the sustainability performance acrossour supply chain — including the analysis ofglobal Scope 3 GHG emissions.
We regularly score our suppliers basedon several important attributes, including
their ESG rating. We recognize that our
performance, and the performance of
our supply chain, is important to you
and positively impacts your sustainability
objectives.

What’s in a Number?
number of production suppliers in more than 50
2,100 The
countries shipping to major Dana facilities.

Strategically Located Near You

Investing in Our People

Because we operate near our customers
all around the world, our global footprint
shortens outbound delivery times, reduces
the need for shipping, and enhances supply
chain security. Our global team manages
and tracks logistics across the entire supply
chain. By optimizing our supply chain andthe transportation required, we reduce ourcarbon footprint — and yours.

As part of our People Finding A Better Way
culture, we are always focused on continuous
improvement and talent development toensure that our global purchasing teamleverages best practices.

Setting Standards
The Chartered Institute of Procurement andSupply (CIPS) recently awarded Dana witha Certificate of Procurement Excellence.
This made us the first automotive company
globally, and the first company in North
America, to be recognized with the CIPS
Procurement Excellence Award.

Every Decision Counts
We drive sustainability and social
responsibility as a key part of every
purchasing decision. Our systematicand integrated approach empowers
suppliers to be engaged. This includes ourdetailed evaluation process analyzing key
considerations such as quality, total cost ofownership, ESG, inclusion and diversity, andrisk mitigation.

98%

The percentage of Dana strategic suppliers
responding to a 2022 survey indicating that they
had policies addressing each of six key areas —health and safety, human rights, employee diversity,
sustainability, code of conduct, and information
security.

80%

Global production spend assessed through third
party surveys in six key areas – climate impact,
resource use, human trafficking and slavery, diversity
and inclusion, and organizational commitment.

Policy Action
As a company with global operations, we
support the sourcing of raw materials andcomponents responsibly. Respect for basic
human rights and dignity is a fundamental
part of our culture. We commit to carryingout business responsibly, sustainably, andethically.

“It’s about working towards carbon-neutrality anddriving social responsibility across our supply chain.
This means advancing scienceTiina Palojaervi
based targets and selecting
Supply Chain Sustainability Manager,
Switzerland
suppliers taking real steps on
climate action.”

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix36

Supply Chain

Sustainability Supplier of the Year

Diverse Supplier of the Year

We presented two Supplier SustainabilityAwards 2022 to Bharat Forge (Pune, India)
and Vallourec Tubos Do Brasil Ltda. (SaoPaulo, Brazil).

Our Diverse Supplier of the Year Award 2022 waspresented to International Trade Winds, a supplierfrom Clarkston, Michigan, United States.

Both suppliers scored highly on Dana’s
sustainability ranking and aligned their strong
sustainability programs with Dana’s goals.

Our collaboration with International Trade Winds
has grown over the 21 years they have been
supplying parts to Dana. Throughout this time,
diversity has played a significant part across theiroperations and efforts to deliver quality parts toour plants on time.

“We always take the bigger picture into account. We factor in
suppliers’ track records on sustainability, human rights, anddiversity. At the end of the day, we all share this planet andhave a shared responsibility to build a better world.”

Edgardo Castagnasso
Global Purchasing Director, United States

Dana’s Supplier Diversity
Team Honored by Great Lakes
Women’s Business Council
In August 2022, Dana was presented
with the Great Lakes Women’s BusinessCouncil Excellence in Supplier Diversity
Award for 2021.
This award is based on Dana’s
overall supplier diversity purchasing
performance metrics — an honor
demonstrating Dana’s commitment toinclusion and diversity at every level ofthe business.
The “Best in Class” category is thehighest-level award given and an
indication that a corporation has
excelled in all categories surveyed,
including WBE spend, WBE capacity

building, corporate integration of
supplier diversity, and advocacy ofwomen-owned businesses.
The Great Lakes Women’s BusinessCouncil helps to empower womenand minorities economically throughaccess to capital assistanceprograms, business developmenttraining, vendor certification, andbusiness-to-business networking.

Toyota Motor
North America Award
Dana has been selected to receive
Toyota’s Excellent Supplier Diversity
Award as part of Toyota Motor
North America’s 27th annual
Supplier Business Meeting andAwards ceremony.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix37

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

39

Our Communities

We take great pride in collaborating withorganizations that are actively making a positive
impact in our local communities.
It is crucial for us to establish our identity and values within
the community, so that we can build strong relationships
and effectively contribute towards our shared goals.
We celebrate those teams and individuals who cometogether to build and nurture causes close to their heart andmake a positive impact in the places where we do businessand call home.
These include supporting students in underrepresented
schools, donating food to local food banks, charity
fundraising, cleaning roads and trails in local parks, andpartnering with impactful, socially minded organizations.
Here are just a handful of examples of how our people
around the world made a difference during the year.

Photo Essay:
Earth Day 2022
Earth Day is an annual event celebratedon April 22nd to raise awareness about
environmental issues and to promote
environmental protection. It was firstcelebrated in 1970, and since then, it
has grown into a global occasion withparticipants from over 190 countries.
Earth Day is a time to reflect on our
impact on the planet and to take action toprotect the environment. The day is also
an opportunity to advocate for policies
and practices that can help reduce ourenvironmental footprint and promotesustainability. Here are some snapshotsof how our facilities around the world
marked the occasion.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

40

Our Communities

The Great American
Clean-up

Looking Deeper at Inclusion
Dana in Brazil partners with people withmoderate intellectual disabilities — suchas members of our society who have
Down Syndrome.

In June, employees from Dana’s World
Headquarters, participated in a roadsideclean-up along US-23. The clean-up
was held in partnership with the Ohio
Department of Transportation’s Keep
Ohio Beautiful program and the Great
American Cleanup.

Each year across our Dana Gravataíoperations, we organize a three-monthtraining program — which combined withpaid internships — gives our newcomers
the time, resources, and support tobe successful.

AARG Group SupportingChildren Sports

Support to Ukraine
During the year, as thousands of
Ukrainian citizens were forced to leave
their homeland, Dana colleagues
around the world extended a lending
hand to those who have been impacted
by the conflict.
In collaboration with local or larger
European charity organizations, Dana
teams collected money, food, clothing,
medicines, and other necessities toassist those who were displaced.
Numerous plants in the region alsoteamed up with charities such as the
Ukrainian Association of Residents andthe Cancer Association to support thepeople who have had to leave theirhomes, jobs, and way of life.

Thank you to everyone, across theglobe, who continues to do their partto support the Ukrainian people during
their greatest time of need.

Our African American Resource Group(AARG), partners with employees tocreate a positive and inclusive impact
within Dana and across the community.

This award-winning, annual initiative is
supported by hundreds of colleagues who
volunteer annually to mentor our new hires inroles across kit assembly and packaging. Our
apprentices and graduates inspire us every
day, highlighting how working together we
can advance diversity, equity, and inclusion in
our society.

During the year, Dana’s AARG groupin Lugoff, South Carolina, sponsored a
local boys’ and girls’ basketball team in
Kershaw County, with AARG members
attending each game of the season.
In Michigan, Dana’s Warren AARG groupsupported the Osborn High School girls’
softball team and boys’ baseball team.
As well as cheering them on the field,
AARG members spent time mentoring
players and discussing education andcareer planning.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

41

Our Communities

Brazil Solidarity
During the year, Dana’s team in Brazil joined
forces to make a difference for those lessfortunate. Campaigns involved collecting anddonating thousands of meals and food packs,
clothes, mattresses, blood drive donations,and hundreds of school supply kits and toys
to support groups assisting underprivilegedchildren and the elderly.

Dana Open Draws Players from 26 Countries
The 2022 Dana Open presented by
Marathon — one of the longest runningand most popular stops on the Ladies
Professional Golf Association (LPGA) tour
— took place from August 29 to September
4 at Highland Meadows Golf Club —about 15 minutes from Dana’s World
Headquarters, in Maumee, Ohio.
Dana’s decision to be the title sponsor ofthis world-class LPGA tournament serves
as a further example of our focus ondiversity, equity, and inclusion.

We were excited to host all five 2022
major champions, at least 15 of the Top
20 players in the world, and more than
40 of the Top 50 money winners. Gaby
Lopez from Spain rallied to earn her third
career victory at the 2022 Dana Open
presented by Marathon. The event has
raised nearly $13 million for children’scharities in its 37-year history.
The Dana Open 2023 takes placefrom July 10-16 again at the Highland
Meadows Golf Club and continues
to spotlight role models serving as
an inspiration for others through theircommitment to excellence.

Powering Brazil Operations
As part of a national effort to attract
more women to manufacturing positions,
Dana Brazil took the lead in establishing
the Women Apprentices in Operations
Program — offering paid training toprepare women for work at Dana.

Nation’s sustainable development
objective of ensuring inclusive andequitable education and promoting
lifelong learning opportunities for all.

Dana operations across Jundiaí,Campinas, and Sorocaba joined forces
with SENAI (a federal government
industry support group) and CIEE
(offering internship programs forcompanies throughout Brazil) to createa training curriculum advancing topics
such as metrology, technical drawing,
quality, the 5S System, overview of Dana
products, and more.

In addition, four simultaneous
events across Dana Brazil facilities
in Campinas, Gravataí, Jundiai, andSorocaba, promoted more than 70
women entrepreneurs to 1,500 Dana
employees and their families.

Now, 60 women are helping to bridge
the gender gap and advance the United
2022 Dana Open Winner, Gaby Lopez

Entrepreneurs Fair

This helped to broaden their businessreach and engage employees insupporting these emerging womenowned businesses — further fostering
Dana´s positive impact and key role inthe community.

Dana Novi Bolstering
Food Rescue
In August, Dana Novi colleagues inMichigan, United States, volunteered at
Forgotten Harvest helping to prepare food
donations for delivery to local charities.
The group packed enough to feed
approximately 1,600 people. Forgotten
Harvest is a non-profit food rescue
organization that collects food that would
otherwise go to waste and delivers it free ofcharge to organizations feeding thosein need.

Overview

Value Others

Innovation

Taking Action

One Community

Our Communities

The team at the Dana Paris
Technology Center, Tennessee, UnitedStates, sponsored the University ofTennessee “Martin’s 2022 Societyof Automotive Engineers (SAE) MiniBaja team” to support upcoming
mechanical engineers.

Teams across Dana China arecommitted to giving back to theneighborhoods in which they
operate — focusing on a rangeof community-based projects
throughout the year.
For example, colleagues at the Dana
Chongqing plant supported cleanup efforts in their local community
forest and prepared gifts for children
in mountainous areas and remotevillages. By actively engaging insuch projects, we hope to make ameaningful and sustainable impact.

Appendix

42

Military and VeteransGroup Awareness

Dana Paris Sponsors
SAE Mini-Baja

Giving Back at
Dana China

Culture Matters

Baja SAE challenges engineering
students to build a prototype allweather, rugged, single-seat,
off-road recreational vehicle that willsurvive the severe punishment ofrough terrains. These futureengineers work together to resolve
technical challenges in design,
testing, and manufacturing.
Dana is also sponsoring the
University of Toledo’s Formula
SAE team, Michigan Technological
University’s Formula SAE Electric
team, as well as the team at the
University of Waterloo Formula
Motorsports in Ontario, Canada.

In September, Dana’s Military and Veterans
Business Resource Group sponsored theChristian’s Corner Foundation Run for Lifeto raise awareness and financial support for
suicide prevention programs for both militaryand civilians.
The event took place at Dana’s World
Headquarters in Maumee, Ohio and washeadlined by a 5K run/walk, as well as achildren’s one-mile fun run.
The Christian’s Corner Foundation Run
for Life was a profound day that provided
many people a place to come together
to honor the memory of loved ones andshow support for someone who may be
experiencing behavioral health issues.

Veterans Matters
In May, Dana’s Military and Veterans
Business Resource Group hosted a pancake
breakfast at our World Headquarters in
Maumee, Ohio, United States, to raiseawareness and funds for Veterans Matters— an organization helping to find housing forhomeless veterans.
Veterans Matters works directly with the
U.S. Department of Veterans Affairs (VA)
and local VA homeless programs to provide

rental deposits and first month’s rent forchronically unhoused veterans. The
program integrates local communities,
foundations, corporations, and veterans’groups to house veterans and help them
return to domestic autonomy.

Science and Arts Students
at Dana Warren
In August, the Dana Warren team in Michigan,
United States, hosted 23 local middle school
students who were attending a Science,
Technology, Engineering, Arts, and Mathcamp through Macomb Community College.
It was an excellent opportunity for the
students to learn more about Danaand experience how learning science,engineering, and arts apply to real-world
applications that impact our day-to-day lives.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

43

Our Communities

India Spotlight: The Dana Care Foundation
Widening the
Inclusion Network
In 2022, Dana graduated from the Ford
WIN (Widening the Inclusion Network)
program — designed to grow supplier
diversity efforts through coaching,mentorship, and thoughtful partnerships
with other diverse businesses.

DistinguishedService AwardIn May, Dana’s Legal Department waspresented with a Distinguished Service
Award on behalf of Dana and the Dana
Charitable Foundation by the Legal
Aid Society, an organization providing
civil legal aid and advocacy to combat
unfairness and injustice and to help
people rise out of poverty.
Dana has a long history of service tolegal aid for those in poverty and in 2013
created the Corporate Counsel Legal Aid
Fellowship — a unique partnership among
the counsel of major corporations innorthwest Ohio and their outside law firms
to fund the Medical-Legal Partnership forChildren (MLPC).
The MLPC addresses the social
determinants of health through partneringwith area medical providers and has
assisted nearly 3,500 people in poverty
during this time. In addition, the Dana
Charitable Foundation also provided
ongoing support to Advocates for Basic
Legal Equality and Legal Aid of Western
Ohio, and in 2022 underwrote a local
PBS documentary.

Over recent years, Dana has worked with
Ford to establish short-, medium-, andlong-term goals around four focus areas,
including diverse spend, advocacy groupinvolvement, workforce diversity, andcommunity outreach.
The WIN program is designed to expand
opportunities available for diverse
businesses as well as advance Dana’s
economic impact.

The Dana Care Foundation (DCF) is
actively engaged in promoting six key
social initiatives in India, which are
geared towards empowering
marginalized communities and making
a significant impact on the lives ofvulnerable populations.
These advocacy programs include
education, vocational training, health andsanitation, rural upliftment, technology
and R&D, as well as sustainability anddisaster management.
Starting with a focus on education, DCF
supports the Silver Lining Public Schoolin Noida, educating 270 students all arefrom underprivileged backgrounds.
We also facilitate free midday meals andtextbooks to all students and undertake
similar work at two government schools
at Sanand and Kolhapur by developing
basic infrastructure and providing meals
and uniforms.

Looking ahead, we sponsor higher
education for 90 underprivileged
students across Chennai, Hosur, Jodhalli,
Manesar, Noida, and Satara regions— and deliver vocational training at
Jodhali, Kolhapur, Noida, and Sanand tosupporting the government’s “Skill India
Mission” initiative.

Effecting Positive Change
To help make a difference where
people live, we work to enhance basic
infrastructure such as establishingprimary healthcare centers; water
purification plants; and the constructionof nurseries, primary schools, public
libraries, and restrooms.
DCF is also actively involved inconserving the biodiversity of both ruraland urban areas to promote clean air,water, and healthy soil. One of the majordeliverables under this umbrella is the
rejuvenation of ponds to promote andconserve ecosystems.

So far, we have deepened six ponds
which has helped to enhance the fertilityof the agricultural land in the region; raised
the water level in the wells and thus theavailability of clean, drinkable water; andimproved irrigation for the five local villages
near these projects.
As the pandemic continued throughout
2021, the Dana Care Foundation
supported our communities by providing
meals and dry rations, ventilators, medical
beds, oxygen concentrators, as well as
PPE kits and essential medicines.
Finally, to advance innovation throughresearch and development and encourage
a “start-up” ecosystem mentality in India,
DCF partnered with leading universities
such as the Indian Institute of Technology,
the Indian Institute of Information
Technology, the Vellore Institute ofTechnology, and the College of Engineering
Pune and Amity University providing
financial support to 17 projects themed
under corporate social responsibility.

United Way Initiatives
In August, Dana’s Humboldt andParis facilities in Tennessee, UnitedStates, joined up to raise $56,870 for
the 2022 United Way campaign. The
donations came from employee pledges
and by sponsoring fun activities. Thanks
to the generosity of both plants, they
were recognized by the local

United Way chapter at the 2022
Celebration Breakfast.
In September, Dana teams at our Novi
facility in Michigan, United States, came
together to host a United Way fundraiser
with volunteers coordinated a corn hole
tournament and BBQ to help support
their local United Way chapter.

In October, the Dana Lafayette team inIndiana supported the United Way byparticipating in Wabash Center Chip for a
Cause. The Wabash Center assists thosewith disabilities and special needs by
supporting individuals in their pursuit ofquality of life for themselves andtheir families.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

44

Our Communities

Support forSpecial Olympics

Metroparks Lecture
Series Launch

In June, Dana’s Chairman and
CEO Jim Kamsickas, alongwith Rod Filcek, AJGA Dana
Incorporated Junior Open
Tournament chair, presented a$56,552 check to the Special
Olympics of Lucas County,
United States.

Dana partnered with Metroparks Toledo toadvance the construction and maintenanceof Glass City Metropark and Riverwalk in East
Toledo, Ohio, United States.

The donation helps to sponsor
athletes and pay for transportation, uniforms, and fees in future events for the Special
Olympics. Dana was also honored by the AJGA with the 2021 Charitable Giving Award,
which is given to the tournament that raises the most money for charity. The 2022
AJGA Dana Incorporated Junior Open took place again in July.

Dana Belgium Cycling
Fundraising
In June, 45 employees from Dana
Brugge in Belgium participated in acycling race raising €5,000 for vzw
Sterrenkinderen, an organization
supporting grieving families
struggling with the loss of a loved
one. Thanks to all the volunteers
helping to support deserving
families and their communities.

In April, we launched an annual lecture series
spotlighting the significance of northwest
Ohio’s natural resources, the importanceof protecting and restoring ecosystems,
and ways the community can help theenvironment.
Glass City Metropark Phase 2, currently
under construction, is a significant portionof the more than $200 million Glass City
Riverwalk — a 300- acre greenway on theeast and downtown sides of the MaumeeRiver from the Anthony Wayne Bridge to the
Veterans Glass City Skyway.
When complete, the space will connect
six neighborhoods along both sides ofthe Maumee River. Glass City Riverwalk is
expected to become one of the region’s mostpopular destinations, with year-round outdoor
recreation opportunities, including adventure
play areas and an ice-skating ribbon.
This investment in Metroparks is an extensionof Dana’s commitment to sustainability andsocial responsibility and will improve theenvironment and enrich the lives of people in
the Toledo community for years to come.

Dana Italia Holds Food
Collection Initiative
In July, the Dana Italia team based in Arco,
Italy, participated in a food drive to help
support their local community.
More than 70 employees joined the initiative,
which was held in collaboration with several
local charities and 50 commercial enterprises.
Together, they collected more than 10,000
kilos of donated food to distribute to families
in need around the community.

Dana Zaragoza Recognized
for Inclusive Practices
In October, our team at Dana Zaragozain Spain was honored by Arapack and
Mapiser at their 25th-anniversary celebrationfor outstanding labor inclusion practices
centered around working with disadvantaged
groups, including disabled and those at riskof social exclusion. By partnering with theseorganizations, we support individuals in ourcommunities who want to contribute and feela sense of belonging and inclusion in society.

Helping St. Jude Children’s Hospital
In November, the Dana Dry Ridge team in
Kentucky, United States, participated in the
fourth annual Tin Cup Golf Open, an eventthat raises money for St Jude Children’s
Hospital. The 7 iron-only scramble

included more than 90 golfers and raised$10,000 for St. Jude’s Children's Research
Hospital — a pediatric treatment andresearch facility focusing on leukemia andother cancers.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix46

Leadership

Board of Directors

Corporate Officers

Ernesto M. Hernández 1, 4
Retired President and Managing Director of
General Motors de México
Director since 2022

Bridget E. Karlin 3, 4
Senior Vice President of Information
Technology at Kaiser Permanente
Director since 2019

James K. Kamsickas
Chairman andChief Executive Officer

Ryan W. Laskey
Senior Vice President, Commercial
Vehicle Drive and Motion Systems

Gary Hu 2, 4
Portfolio Manager for Icahn Capital LP
Director since 2022

Michael J. Mack, Jr. 1*, 2, 5
Retired Group President of John Deere
Financial Services, Global Human Resources,and Public Affairs at Deere & Co.
Director since 2018

Aziz S. Aghili
Executive Vice President andPresident of Heavy Vehicle

Douglas H. Liedberg
Senior Vice President, General Counsel,
and Secretary, Chief Compliance andSustainability Officer

Brett M. Icahn 1, 3
Portfolio Manager for Icahn Capital LP
Director since 2022
James K. Kamsickas
Chairman and Chief Executive
Officer of Dana Incorporated
Director since 2015
Virginia A. Kamsky 2, 3*
Chair and Chief Executive Officer of
Kamsky Associates, Inc.
Director since 2011

R. Bruce McDonald 1, 2*, 5Retired Chairman and Chief Executive
Officer of Adient plc
Director since 2014
Diarmuid B. O’Connell 2, 4*Former Vice President of Tesla, Inc.
Director since 2018
Keith E. Wandell 3, †Retired President and Chief Executive Officer
of Harley-Davidson, Inc.
Director since 2008

1

Member: Compensation Committee
Member: Audit Committee
3
Member: Nominating and Corporate Governance Committee
4
Member: Technology and Sustainability Committee
5
Financial Expert*
Committee Chair†
Lead Independent Director
2

For full biographies, please refer to Dana.com/investors

Chris J. Clark
Senior Vice President,
Global Operations
Jeroen B. Decleer
Senior Vice President,
Off-Highway Drive and Motion Systems
Christophe J. Dominiak
Senior Vice President andChief Technology Officer
Byron S. Foster
President,
Light Vehicle Drive Systems
Timothy R. Kraus
Senior Vice President andChief Financial Officer

Maureen S. Pittenger
Senior Vice President andChief Human Resources Officer
M. Craig Price
Senior Vice President,
Purchasing and Supplier Development
Andrea Siudara
Senior Vice President andChief Information Officer
Antonio Valencia
President, Power Technologies andGlobal Electrification

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

47

Ethics and Integrity

World’s Most Ethical Companies
Dana was recognized as one of the 2023 World’s Most Ethical Companies®
by Ethisphere, a global leader in defining and advancing the standards of
ethical business practices.

In 2023, a total of 135 companies spanning
19 countries and 46 industries wererecognized. Dana is one of only eighthonorees across the mobility industry.

For 120 years, we have been working
together to build solutions that support
vehicle and engine manufacturers aroundthe world.

This prestigious recognition celebrates
Dana’s unwavering commitment to businessintegrity and recognizes a people-first culture
where we foster exceptional stakeholder
relationships through clear values andethical standards.

As we ship to more than 13,000 customers in
141 countries, each employee is obligated toact with the highest degree of integrity and infull compliance with the law.

We are committed to operating thebusiness ‘the right way,’ with best-inclass ethics, compliance, and governancepractices, as well as environmental andsocial impact programs.

We believe that good corporate governancereinforces the message that Dana conducts
business in a legal, ethical, and responsible
manner with a respect for human rights.

Tone From the Top
Across our global operating environment,
one thing remains constant at Dana —our commitment to integrity and ethicalbusiness practices.
We have earned our customers’ trust by
delivering outstanding service and an
unwavering commitment to ethics in all that
we do, person to person.

Business Conduct and Ethics

At Dana, business conduct and ethics are
addressed through various programs tomaintain a culture where each of us feels
comfortable asking questions, speaking up,
and working toward solutions.
These processes include reporting,investigation and remediation,
certification and audit, and continuous
training and education.

Upon joining Dana, salaried employees
undertake a series of mandatory newhire business conduct modules that
include promoting honesty, integrity,
mutual respect, and compliance with all
our policies.

Ethics and Compliance
Dana’s Standards of Business Conduct are
the cornerstone of our business ethics andcompliance outreach — providing guidance
to Dana people regarding specific legal andbusiness conduct risk areas.
Dana also maintains other core corporate,
operational, and functional policies thatgovern the conduct of all employees.
The on-boarding process for new hires
involves a written acknowledgment of thereceipt of the Standards of BusinessConduct and other policies.
In addition, all salaried employees
are expected to complete an annual
questionnaire designed to identify any
business conduct concerns.

Dana has a specific policy for handlinginternal investigations of possible businessconduct and ethics violations and othermatters involving fraud, theft, ethics, or
financial reporting concerns.
This policy establishes an affirmative
obligation for employees to report ethics andbusiness conduct matters that come to theirattention. It also identifies the process forhandling investigations, oversight, reporting,and related issues.
See our Standards of Business Conduct

We believe in ongoing training andeducation to ensure that employees
take an active role to understand thepolicies affecting their job and well-being
applicable at their location.
In 2022, mandatory training for
employees covered anti-harassment,
effective trade compliance, protection
against ransomware, and surviving anactive threat.
Additional modules on ethics andcompliance are also regularly integrated
into other training initiatives from in-person
team meetings and town halls to video
messages, newsletters, and podcasts— all helping to drive a culture of ethics
across the organization.

Ethics and Compliance Helpline
Dana maintains a global Ethics andCompliance Helpline, a valuablecommunication tool available in multiple
languages (by both telephone and e-mail)that Dana people may use to anonymously
raise concerns related to any alleged ethics
or business conduct matters outside of theirnormal reporting channels.
In 2022, Dana’s Ethics and Compliancesystem logged 232 cases, of which 10

percent were found to be substantiatedafter investigation.
Here, Dana’s response was based on thefacts involved in the matter and included
coaching, or other formal discipline.
We continue to drive our business in an
ethical manner to help ensure the long-term
success for our people, our customers, ourcommunities, and our shareholders.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix48

Ethics and Integrity

Standards ofBusiness Conduct

Supplier Code ofBusiness Conduct

Our Standards of Business Conduct set
forth the behavioral expectations we haveof our people as we conduct our operations
around the world.

Dana operates at scale. We employ 42,000
people across 88 major facilities in 31
countries. We ship to 13,000 customers in
141 countries. We recognize that Dana is an
essential component in a global supply chain
serving customers worldwide.

They cover a range of subjects including
respect in the workplace, environmental
protection, health and safety, use of
corporate assets, conflicts of interest,
and protection of confidential information
among many other topics.
The Standards apply to all employees ofDana. We also expect that anyone acting
on our behalf — including contractors,
consultants, and other third parties —will observe the same high standards ofbusiness conduct and fulfill theircontractual obligations.

Dana employees have a responsibility to:








Conduct business legally andethically. To know and comply with
our Standards of Business Conduct,
as well as the laws, regulations, andpolicies that apply to their location androle at Dana.
Ask for guidance. To reach out
any time they are unsure of theproper course of action. This
includes their supervisors, the Dana
Law Department, Human Resources,or the Internal Audit Department.
Share concerns if misconduct
is suspected. To realize that doing
nothing or looking the other way isnever acceptable and can haveserious consequences for them andour company.
Never compromise. To always
conduct business the right way — andwith the right values — consistent with
our Standards.

We know that our performance, and theperformance of our supply chain, is importantto our customers and positively impacts theirsustainability objectives.
Therefore, it is essential that our suppliers also
understand and appreciate the standards ofbusiness conduct that are expected of any
company that conducts business with Dana.

For that reason, we maintain a robust,interactive Supplier Code of BusinessConduct that clearly communicates ourbusiness conduct expectations to Dana’s
suppliers. The Supplier Code of Conduct isalso a contractual obligation in most Dana
supply agreements.
Among a comprehensive list of standards,
our code addresses:


Respect for People: Inclusion andDiversity

Safe and Positive Workplaces

Environmental Protection andSustainability

Conflict Minerals and Other ProductOriginObligations

Product SafetyGifts, Favors, and EntertainmentConflicts of Interest



Negotiating Fairly and Honestly

To ensure we reinforce thesevalues clearly and consistently
around the world, our Standardsof Business Conduct and ourSupplier Code of BusinessConduct have been translated
into 20 languages and are publicly
available on our website.
See our Standards of Business Conduct
See our Supplier Code of Business ConductOverview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Cybersecurity Spotlight
Dana’s global cybersecurity team ensures compliance andsafeguards our entities and assets against threats to oursystems, operations and reputation.

Cybersecurity is the practice of protecting
the confidentiality, integrity, and availabilityof assets (data, systems, networks, andprograms) from digital attacks.
A priority focus on operational excellence andensuring that systems are maintained andupgraded has been key to protecting Danaand our customers.
Throughout 2022, Dana cybersecurity teams
further advanced governance, risk andcompliance functions, data protection, andexpanded security operations functionality
and monitoring.
In addition, identity management
improvements included the implementationof a Privileged Access Management system
while continuing to centrally manage
Dana’s domain.
Dana continues to focus on the cybersecurity
culture and awareness of our employees.
Mandatory training is administeredand monitored, maintaining over a 99%
completion rate across the globe. Ongoing
simulated phishing campaigns are conducted
to gauge Dana’s risk exposure to attacks andfollow-up training is assigned as needed.
Dana also conducts tabletop exercises andbusiness continuity reviews for key insights
on cybersecurity incident response program.
Dana’s Information Security Policy aligns
to ISO 27001 and follows the National
Institute of Standards and Technology (NIST)
framework controls. We conduct selfassessments each year and third-party audits
against the NIST framework.
Four key tenets —­ Operational Excellence,
Technology, Business Continuity andRecovery, and Partnerships — underpin
Dana’s robust cyber security strategy as
it engages across the entire company toprotect our people and increasingly digitizedbusiness operations.

Appendix49

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

Methodology

Stakeholder Engagement

Using the Global Reporting Initiative (GRI), Sustainable Accounting Standards Board(SASB), Task Force on Climate-related Financial Disclosures (TCFD), and United Nations
Sustainable Development Goals (SDGs) guidance, we identified possible topics, prioritized
the topics, validated the results, and adopted the list of material topics for our Sustainability
and Social Responsibility reporting strategy.
Step 1: Identification

Identified internal and external sources of
information to score for prioritization.
Benchmarked our competitors/
peers on sustainability and social
responsibility practices.
Created a high-level value chain map
to identify sustainability and social
responsibility impacts, risks,
opportunities, and boundaries.

Step 3: Validation

Gathered perceptions of stakeholder
priorities based on associated facts andevidence, including 18 internal
stakeholder interviews, 21 external
stakeholder interviews, and internal/
external score sourcing.
Scored and synthesized feedback topresent final materiality results reflecting
feedback from stakeholders, peerbenchmarking, and relevant industry
standards and studies.

Validated the materiality matrix throughdiscussion with key leaders aboutprioritized material topics, associatedboundaries, and opportunities.

Step 4: Adoption

Step 2: Prioritization


51



Determined and/or refined the
management approach regarding themost significant topics.
Set or refined goals, performanceindicators, strategies, partnerships, andinternal controls.
Established the materiality assessment
as the basis for ongoing ESG strategy,
goal setting, and reporting.

Material Topics
Issues1.

Innovation and Product Lifecycle

2.

Talent Management3.

Occupational Health, Safety andWellness

Continuous engagement and regulardialogue with our seven defined
stakeholder groups, through formal andinformal processes, provides us theopportunity to innovate and proactively
manage the emerging environmental,social, and governance (ESG) needs andrisks.
In addition to ongoing internal stakeholder
engagement, we regularly engage with
our external stakeholders on trending
and emerging issues that matter tothem through inquiries and requests for
information related to our ESG practices
as well as through periodic surveys
answered at the request of various
customers and investors.
In addition to engaging with internal andexternal stakeholders to evolve our ESG
execution, we understand that increasedtransparency helps us effectively improve
our business over the long term.
A list of external charters andassociations Dana is actively
engaged with include:American Bar Association Diversity &Inclusion Initiative

CDP (fka Carbon Disclosure Project)Ethisphere InstituteGlobal Reporting Initiative (GRI)Great Lakes Women’s BusinessCouncil (Great Lakes WBC)

Human Rights Campaign Corporate
Equality Index

Institute of Hazardous Materials
Management (IHMM)



Institutional Shareholder Services
(ISS)



International Organization forStandardization (ISO)

Leadership in Energy &Environmental Design (LEED)

Manufacturers Alliance for
Productivity and Innovation (MAPI)

National Institute of Standards andTechnology (NIST)National Society of Black Engineers(NSBE)S&P Global Corporate Sustainability
Assessment (CSA)

Science Based Target Initiative (SBTi)

Sustainable Accounting Standards
Board (SASB)

United Nations Global Impact

4.

Ethical Business Practices

5.

Diversity and Equal Opportunity

6.

Business Continuity / Risk Mitigation /Supply ChainAssociation of Equipment
Manufacturers (AEM)

United Nations Sustainable
Development Goals (SDGs)

7.

Product Quality and SafetyTask Force on Climate-related
Financial Disclosures (TCFD)

8.

Energy Consumption and Emissions

Automotive Industry Action Group(AIAG)



9.

Solid Waste

Board of Certified Safety
Professionals (CSP)CEO Action for Diversity & InclusionCenter for Automotive Diversity,
Inclusion & Advancement (CADIA)Chartered Institute of Procurement &Supply (CIPS)

10. Water and Effluents

American Society of Safety
Professionals (ASSP)Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

52

United Nations Sustainable
Development Goals Index
The Global Reporting Initiative (GRI) is theindependent international organization thathelps businesses and other organizations takeresponsibility for their impacts, by providing
global common language to communicate those
impacts. They provide the world’s most widelyused standards for sustainability reporting — theGRI Standards.
The 2030 Agenda for Sustainable Development,
adopted by all United Nations Member Statesin 2015, provides a shared blueprint for peace
and prosperity for people and the planet, now
and into the future. At its heart are the 17
Sustainable Development Goals (SDGs), which
are an urgent call for action by all countries— developed and developing — in a global
partnership. They recognize that ending poverty
and other deprivations must go hand-in-handwith strategies that improve health and education,
reduce inequality, and spur economic growth —all while tackling climate change and working topreserve our oceans and forests.
Within the report index, Dana is providing thelinkages between the reporting frameworkcontent — Global Reporting Initiative, Sustainable
Accounting Standards Board (SASB), and Task
Force on Climate-related Financial Disclosures(TCFD) — and their relationship with the 17 United
Nations SDGs listed to the right.

SDG 13 Example: Brazil

100% Clean Energy Powered
The International REC Standard Foundation(I-REC Standard) is a non-profit organizationthat provides a robust standard for tracking
climate actions.
Dana Brazil received I-REC certification
attesting that the company's operations were100% powered by renewable energy in 2022.
The majority of the energy generated camefrom hydroelectric plants, with other renewables
such as wind and solar in the mix.
Additional emissions reduction actions in Brazil,
such as the adoption of electric forklifts andthe implementation of organic-waste
composting across all facilities, have further
assisted Dana’s global target of more than75 percent reduction of Scope 1 and Scope 2
GHG emissions by 2030.

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix53

Global Reporting Initiative (GRI) Index
The Global Reporting Initiative is the independent international organization that helps
businesses and other organizations take responsibility for their impacts, by providing global
common language to communicate those impacts. They provide the world’s most widelyused standards for sustainability reporting – the GRI Standards.

Disclosure Number

Disclosure Title

2022 Response

SDGs

GRI 102: General Disclosures
Organizational Profile
102-1

Name of the organization

Dana Incorporated

N/A

102-2

Activities, brands, products, and services

Dana 2022 Sustainability & Social Responsibility Report: Dana: Overview
Dana 2022 Annual Report, pages 1 - 17

N/ADana’s corporate offices are located at:
102-3

Location and headquarters

Dana Incorporated
3939 Technology Drive
Maumee, OH 43537, USA

N/A

102-4

Location of operations

Locations

N/A

102-5

Ownership and legal form

Dana Incorporated (NYSE: DAN) is a publicly held corporation incorporated in the state of Delaware.
Our shares trade on the New York Stock Exchange.

N/A

102-6

Markets served

Dana 2022 Sustainability & Social Responsibility Report: Overview / 2022 Sales
Dana 2022 10-K, pages 1 & 2

N/A

102-7

Scale of the organization

Dana 2022 Sustainability & Social Responsibility Report: Overview / 2022 Sales
Dana 2022 10-K, page 3 & 4

N/A

102-8

Information on employees and other workers

Dana 2022 Sustainability & Social Responsibility Report: Overview / Employment Data
Dana 2022 10-K, pages 5 & 6

N/A

102-9

Supply chain

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain
Dana 2022 10-K, page 3

N/A

102-10Significant changes to the organization and its supply chain

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain
Dana 2022 10-K, pages 15 - 17

N/A

102-11

Precautionary principle or approach

Dana has applied the precautionary principle in its approach to managing greenhouse gas emissions and their effect on global
climate change.

N/A

102-12External initiatives

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Stakeholder Engagement

SDG 17102-13

Membership of associations

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Stakeholder Engagement

SDG 17

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix54

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

102-14

Statement from senior decision-makerDana 2022 Sustainability & Social Responsibility Report: Message from the CEO

N/A

102-15Key impacts, risks, and opportunities

Dana 2022 10-K, pages 7 - 13

N/A

102-16

Values, principles, standards, and norms of behavior

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Integrity
Standards of Business Conduct

SDG 3102-17

Mechanisms for advice and concerns about ethics

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Integrity
Internal Investigations Policy

SDG 16102-18Governance structure

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / LeadershipTechnology & Sustainability Committee
Sustainability & Social Responsibility GovernanceSDG 16102-19Delegating authority

Technology & Sustainability Committee
Sustainability & Social Responsibility GovernanceSDG 16102-20Executive-level responsibility for economic, environmental, and social topics

Sustainability & Social Responsibility GovernanceSDG 16102-21

Consulting stakeholders on economic, environmental, and social topics

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

SDG 16102-22Composition of the highest governance body and its committees

Board of Directors
Corporate Governance
Sustainability & Social Responsibility Governance
Dana 2023 Proxy, page 44

SDG 16102-23Chair of the highest governance body

Dana 2023 Proxy, pages 39 - 41

SDG 16102-24

Nominating and selecting the highest governance body

Corporate Governance
Dana 2023 Proxy, pages 37 - 41
Director Selection and Retention Guidelines

SDG 16102-25

Conflicts of interest

Standards of Business Conduct Policy for Members of the Board of Directors

SDG 16102-26

Role of highest governance body in setting purpose, values, and strategy

Corporate Governance Guidelines

SDG 16102-27

Collective knowledge of highest governance body

Dana Board of Directors
Dana 2023 Proxy, pages 3 - 41

SDG 16Strategy

Ethics and Integrity

GovernanceOverview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix55

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

102-28

Evaluating the highest governance body’s performance

Corporate Governance Guidelines, page 6
Dana 2023 Proxy, page 42

SDG 16102-29Identifying and managing economic, environmental, and social impacts

Technology & Sustainability Committee Charter, page 1, items 5 - 7
Sustainability & Social Responsibility GovernanceSDG 16102-30Effectiveness of risk management processes

Dana 2022 10-K, pages 7 - 13
Dana 2023 Proxy, page 43

SDG 16102-31

Review of economic, environmental, and social topics

Sustainability & Social Responsibility Governance
Dana 2023 Proxy, page 45

SDG 16102-32Highest governance body's role in sustainability reporting

Technology & Sustainability Committee Charter
Sustainability & Social Responsibility GovernanceSDG 16

Go to Dana.com to find the latest investor relations information about Dana, including stock quotes, news releases, and financial
data.

102-33

Communicating critical concerns

Requests for information may be directed to:Dana Incorporated
Investor Relations
P.O. Box 1000
Maumee, OH 43537, USA

SDG 16E-mail: InvestorRelations@dana.com / Dana’s Investor Line: 800-537-8823
Through this 24-hour phone service, a caller may leave their name with a message, and the call will be returned by a Dana
representative.
102-34Nature and total number of critical concerns

This information is considered confidential.

SDG 16102-35

Remuneration policies

Dana 2023 Proxy, pages 12 - 21

SDG 16102-36

Process for determining remuneration

Dana 2023 Proxy, pages 8 - 11

SDG 16102-37

Stakeholders' involvement in remuneration

Dana 2023 Proxy, page 52

SDG 16102-38Annual total compensation ratio

Dana 2023 Proxy, page 34

SDG 16102-39Percentage increase in annual total compensation ratio

Dana 2023 Proxy, page 34

SDG 16

Stakeholder Engagement102-40

List of stakeholder groups

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

102-41

Collective bargaining agreements

Dana recognizes and supports freedom of association and collective bargaining rights as required by applicable law.

N/AOverview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix56

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

102-42

Identifying and selecting stakeholders

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

102-43

Approach to stakeholder engagement

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

102-44

Key topics and concerns raised

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

102-45

Entities included in the consolidated financial statements

Dana 2022 10-K, page 13

N/A

102-46

Defining report content and topic Boundaries

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

102-47

List of material topics

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

102-48

Restatements of information

None

N/A

102-49Changes in reporting

None

N/A

102-50

Reporting period

Dana 2022 Sustainability & Social Responsibility Report: Cover Page

N/A

102-51

Date of most recent report

April 2023

N/A

102-52

Reporting cycle

Dana 2022 Sustainability & Social Responsibility Report: Cover Page

N/A

102-53

Contact point for questions regarding the report

Please send any questions regarding the report to: sustainability@dana.com

N/A

102-54Claims of reporting in accordance with the GRI Standards

Dana 2022 Sustainability & Social Responsibility Report: Appendix / GRI Content Index

N/A

102-55

GRI content index

Dana 2022 Sustainability & Social Responsibility Report: Appendix / GRI Content Index

N/A

102-56External assurance

The Dana 2022 Sustainability & Social Responsibility Report has not been externally reviewed and verified as of the release date.

SDG 16

Reporting Practices

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix57

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

Topic-Specific Standards
GRI 204: Procurement Practices
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12

204-1

Proportion of spending on local suppliers

Dana works with thousands of suppliers around the world, including many suppliers located near our customers’ operations.

SDG 12

GRI 205: Anti-Corruption
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Integrity

SDG 16103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Integrity

SDG 16

205-1

Operations assessed for risks related to corruption

Dana has a robust internal audit program including audit procedures specifically focused on business conduct.

SDG 16

205-2

Communication and training about anti-corruption policies and procedures

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Integrity

SDG 16

205-3

Confirmed incidents of corruption and actions taken

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Compliance Hotline

SDG 16

GRI 206: Anti-Competitive Behavior
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Integrity

SDG 16103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Integrity

SDG 16

206-1

Legal actions for anti-competitive behavior, anti-trust, and monopoly
practices

Dana’s public filings would identify any significant pending proceedings.

SDG 16

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix58

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action

SDG 12, 13

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action

SDG 12, 13

GRI 302: Energy

78.9% electricity purchased from traditional energy providers
302-1

Energy consumption within the organization

302-2

Energy consumption outside of the organization

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action and the graph detailing Total Energy
Consumption (MWh)Scope 3 emissions for 2022 will be included in the 2023 CDP submission

SDG 7, 12, 13

SDG 7, 12, 13

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action
Normalized Energy Consumption (kWh per hour worked)
2019: 28.42 kWh per hour worked
2020: 27.89 kWh per hour worked
2021: 24.88 kWh per hour worked
2022: 23.22 kWh per hour worked
302-3

Energy intensity

Normalized GHG Emissions (kWh per mil $ sales)
2019: 234,979 kWh per mil $ sales
2020: 244,323 kWh per mil $ sales
2021: 208,702 kWh per mil $ sales
2022: 181,224 kWh per mil $ sales

SDG 7, 12, 13

Dana’s 2022 normalized energy consumption 181,224 kWh per mil $ sales breakdown includes:
Scope 1: 73,397 kWh per mil $ sales
Scope 2: 107,827 kWh per mil $ sales
302-4

Reduction of energy consumption

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action and the graph detailing
Total Energy Consumption (MWh)SDG 7, 12, 13

302-5

Reduction in energy requirements of products and services

Dana 2022 Sustainability & Social Responsibility Report: Innovation

SDG 9, 13

GRI 303: Water & Effluents
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Overview

SDG 12, 14

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Overview

SDG 12, 14

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix59

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

303-1

Interactions with water as a shared resource

Water interactions for 2022 will be included in the 2023 CDP submission

SDG 12, 14

303-2

Management of water discharge-related impacts

Water discharge for 2022 will be included in the 2023 CDP submission

SDG 12, 14

Dana 2022 Sustainability & Social Responsibility Report: Overview
Total Water Consumption (m³)
2019: 3,506,106 m³
2020: 3,270,472 m³
2021: 3,344,551 m³
2022: 3,030,299 m³
Total Normalized Water Consumption (m3 per hour worked)
2019: 0.0492 m³ per hour worked
2020: 0.0525 m³ per hour worked
2021: 0.0446 m³ per hour worked
2022: 0.0382 m³ per hour worked

303-3

Water withdrawal

Total Normalized Water Consumption (m3 per mil $ sales)
2019: 407 m³ per mil $ sales
2020: 460 m³ per mil $ sales
2021: 374 m³ per mil $ sales
2022: 298 m³ per mil $ sales

SDG 6, 12, 14

Dana operates sites within Brazil, China, India, Mexico, and South Africa that are considered water-stressed regions. Of the 88
major operating sites, 21 (24%) are located in water stressed regions. Examples of adopted water management practices within
the water-stressed regions include:

Recover water from sewage management and reduction in the quantity of wastewater discharged to the river.



Install chiller units to eliminate the consumption of non-contact cooling water.



Installation of new evaporator system to recycle water, reducing water consumption in the manufacturing area andminimizing costs related to the management of industrial discharges.

Reuse rainwater in various domestic usage applications.



Recharge ground water through installed injection wells connected to building roof top drainage system.



Recycle process water for use in various applications.



Upgrade water taps with motion sensors.

Replace an old cooling tower with a modern air free cooler without water and chemicals for a new process to save potablewater.

303-4

Water discharge

Water discharge for 2022 will be included in the 2023 CDP submission

SDG 12, 14

303-5

Water consumption

Water consumption for 2022 will be included in the 2023 CDP submission

SDG 6, 12, 14

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

GRI 305: Emissions
103-1

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix60

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action

SDG 7, 12, 13

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action

SDG 7, 12, 13

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action

305-1

Energy: Direct (Scope 1) GHG emissions

Scope 1 GHG Emissions (kg CO²-e):
2019: 162,407,000 kg
2020: 133,223,000 kg
2021: 145,236,000 kg
2022: 142,868,991 kg

SDG 7, 12, 132022 Scope 1 Energy Consumption by Type (MWh):
Natural Gas: 682,720 MWh
LPG: 51,912 MWh
Diesel: 10,538 MWh
Gasoline: 247 MWh
Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action

305-2

Energy: Indirect (Scope 2) GHG emissions

Scope 2 GHG Emissions (kg CO²-e)
2019: 455,435,000 kg
2020: 388,347,000 kg
2021: 401,322,000 kg
2022: 355,339,692 kg

SDG 7, 12, 132022 Scope 2 Energy Consumption by Type (MWh)Grid Electricity: 863,999 MWh
Renewable Electricity: 231,093 MWh
305-3Energy: Other indirect (Scope 3) GHG emissions

Scope 3 emissions information for 2022 will be included in the 2023 CDP submission.

SDG 7, 12, 13

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action
Dana’s total 2022 greenhouse gas emissions were 498 million kilograms. The 2022 greenhouse gas emission breakdown by
region includes:
North America: 265 million kilograms
South America: 18 million kilograms
Europe:101 million kilograms
Asia Pacific:
114 million kilograms
305-4

GHG emissions intensity

Normalized GHG Emissions (kg CO²-e per hour worked)
2019: 8.67 kg CO²-e per hour worked
2020: 8.38 kg CO²-e per hour worked
2021: 7.28 kg CO²-e per hour worked
2022: 6.29 kg CO²-e per hour worked
Normalized GHG Emissions (kg CO² -e per mil $ sales)
2019: 71,675 kg CO² -e per mil $ sales
2020: 73,399 kg CO² -e per mil $ sales
2021: 61,102 kg CO² -e per mil $ sales
2022: 49,056 kg CO² -e per mil $ sales

SDG 7, 12, 13

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix61

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

305-5

Reduction of GHG emissions

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action and graph detailing Total Greenhouse Gas
Emissions (kg CO²-e)

SDG 7, 12, 13

305-6

Emissions of ozone-depleting substances (ODS)

5,527,896 kg included in the calculation for Scope 1 GHG emissions

SDG 7, 12, 13

305-7

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

Significant emissions from combustion of fuels in 2022, include:
Particulate Matter:
13,582 kg
Nitrogen Oxides:
187,563 kg
Sulfur Oxides:
5,385 kg
Carbon Monoxide:
109,480 kg
Volatile Organic Compounds: 13,682 kg
Hazardous Air Pollutants:
20 kg

SDG 12, 13

Calculation Source: AP-42 Fifth Edition, Tables 3.3-1, 10/96 Update

GRI 306: Effluents and Waste
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Taking Action

SDG 12, 15

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Taking Action

SDG 12, 15

Dana 2022 Sustainability & Social Responsibility Report: Taking Action

306-1

Waste generation and significant waste-related impacts

2022 Hazardous Waste by Treatment Method (kg):
Recovery: 8,202,283 kg
61.8%
Other (Chem Phys): 2,303,917 kg
17.3%
Recycle: 1,166,136 kg
8.8%
Incineration: 666,027 kg
5.0%
Reuse: 410,567 kg
3.1%
Landfill: 533,810 kg
4.0%

SDG 12, 152022 Non-Hazardous Waste by Treatment Method (kg):
Recycle: 154,624,875 kg
78.5%
Landfill: 29,280,731 kg
14.9%
Other (Chem Phys): 7,424,794 kg
3.8%
Reuse: 1,395,291 kg
0.7%
Recovery: 3,380,641 kg
1.7%
Incineration: 536,480 kg
0.3%
Compost: 224,105 kg
0.1%
306-2

Management of significant waste-related impacts

Dana 2022 Sustainability & Social Responsibility Report: Taking Action
Refer to 2022 Hazardous and Non-Hazardous Waste Data (above)

SDG 12, 15

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix62

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

306-3

Waste generated

Dana 2022 Sustainability & Social Responsibility Report: Taking Action
Refer to 2022 Hazardous and Non-Hazardous Waste Data (above)

SDG 12, 15

306-4

Waste diverted from disposal

Dana 2022 Sustainability & Social Responsibility Report: Taking Action
Refer to 2022 Hazardous and Non-Hazardous Waste Data (above)

SDG 12, 15

306-5

Waste directed to disposal

Dana 2022 Sustainability & Social Responsibility Report: Taking Action
Refer to 2022 Hazardous and Non-Hazardous Waste Data (above)

SDG 12, 15

GRI 307: Environmental Compliance
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Safety First

SDG
13, 14, 15, 16

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Safety First

SDG
13, 14, 15, 16

307-1

Non-compliance with environmental laws and regulations

No significant fines and/or non-monetary sanctions were levied against any of our sites in 2022.
Dana 2022 10-K, page 7

SDG
13, 14, 15, 16

GRI 308: Supplier Environmental Assessment
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12, 16

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12, 16

308-1

New suppliers that were screened using the environmental criteria

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12, 16

308-2

Negative environmental impacts in the supply chain and actions taken

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12, 16

103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Overview / Employment Data

SDG 8

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Overview / Employment Data

SDG 8

GRI 401: Employment

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix63

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

401-1

New employee hires and employee turnover

Dana 2022 Sustainability & Social Responsibility Report: Overview / Employment Data

SDG 8

401-2

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

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Health and Well-Being Spotlight
Dana 2022 10-K, pages 5 & 6Careers Website

SDG 3, 8

401-3

Parental leave

This information is being collected and analyzed.

SDG 3, 8

GRI 403: Occupational Health & Safety
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Safety FirstSDG 3, 8

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Safety FirstSDG 3, 8

403-1

Occupational health and safety management system

Dana 2022 Sustainability & Social Responsibility Report: Value Others / ISO 45001 Certification Goal Achieved

SDG 3, 8Dana 2022 Sustainability & Social Responsibility Report: Value Others / ISO 45001 Certification Goal Achieved
403-2

Hazard identification, risk assessment, and incident investigation

In 2022, all major manufacturing sites achieved certification to the ISO 45001 OHS Management System. Certified sites are
required to implement a robust hazard identification, risk assessment and incident investigation process as a requirement for 3rdparty certification.

SDG 3, 8

403-3

Occupational health services

Dana facilities maintain robust occupational health services while also protecting worker confidential information.

SDG 3, 8Dana 2022 Sustainability & Social Responsibility Report: Value Others / ISO 45001 Certification Goal Achieved
403-4

Worker participation, consultation, and communication on occupational
health and safety

In 2022, all major manufacturing sites achieved certification to the ISO 45001 OHS Management System. Certified sites are
required to implement a robust hazard identification, risk assessment and incident investigation process as a requirement for 3rdparty certification.

SDG 3, 8Dana 2022 Sustainability & Social Responsibility Report: Value Others / EHSS Education Drive
In 2022, all major manufacturing sites achieved certification to the ISO 45001 OHS Management System. Certified sites are
required to implement a robust hazard identification, risk assessment and incident investigation process as a requirement for 3rdparty certification.

SDG 3, 8

403-5

Worker training on occupational health and safety

403-6

Promotion of worker healthDana 2022 Sustainability & Social Responsibility Report: Value Others / Safety First
Dana 2022 Sustainability & Social Responsibility Report: Value Others / Health and Well-Being Spotlight

SDG 3, 8

403-7

Prevention and mitigation of occupational health and safety impacts

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Safety FirstSDG 3, 8403-8Workers covered by an occupational health and safety management system

Dana 2022 Sustainability & Social Responsibility Report: Value Others / ISO 45001 Certification Goal Achieved

SDG 3, 8

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix64

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

403-9

Work-related injuries

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Safety First and graphs detailing Lost Time Recordable
and Recordable Incident Rates

SDG 3, 8403-10Work-related ill healthDana 2022 Sustainability & Social Responsibility Report: Value Others / Safety First and graphs detailing Lost Time Recordable
and Recordable Incident Rates

SDG 3, 8

GRI 404: Training and Education
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Value Others / People Development

SDG 4, 8

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Value Others / People Development

SDG 4, 8

404-1

Average hours of training per year per employee

Dana 2022 Sustainability & Social Responsibility Report: Value Others / EHSS Education Drive and People Development

SDG 4, 8

404-2

Programs for upgrading employee skills and transition assistance programs

Dana 2022 Sustainability & Social Responsibility Report: Value Others / People Development

SDG 4, 8

404-3

Percentage of employees receiving regular performance and careerdevelopment reviews

Dana 2022 Sustainability & Social Responsibility Report: Value Others / People Development

SDG 4, 8

GRI 405: Diversity & Equal Opportunity
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Diversity, Equity, and Inclusion

SDG 5, 8, 10

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Diversity, Equity, and Inclusion

SDG 5, 8, 10

405-1

Diversity of governance bodies and employees

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Diversity, Equity, and Inclusion and Employment Data
Board of Directors
Dana 2023 Proxy, page 44

SDG 5, 8, 10405-2

Ratio of basic salary and remuneration of women to men

This information is being collected and analyzed.

SDG 5, 8, 10

GRI 406: Non-Discrimination
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Diversity, Equity, and Inclusion

SDG 5, 8, 10

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Value Others / Diversity, Equity, and Inclusion

SDG 5, 8, 10

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix65

Global Reporting Initiative (GRI) Index
Disclosure Number

Disclosure Title

2022 Response

SDGs

406-1

Incidents of discrimination and corrective actions taken

Dana 2022 Sustainability & Social Responsibility Report: Culture Matters / Ethics and Integrity

SDG
5, 8, 10, 16

GRI 414: Supplier Social Assessment
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12414-1

New suppliers that were screened using the social criteria

Dana 2022 Sustainability & Social Responsibility Report: Taking Action / Driving a World-Class Sustainable Supply Chain

SDG 12

Material Topic: Innovation and Product Lifecycle Management
103-1

Explanation of the material topic and its boundary

Dana 2022 Sustainability & Social Responsibility Report: Appendix / Methodology

N/A

103-2

The management approach and its components

Dana 2022 Sustainability & Social Responsibility Report: Innovation

SDG 8, 9, 13

103-3

Evaluation of the management approach

Dana 2022 Sustainability & Social Responsibility Report: Innovation

SDG 8, 9, 13

Misc.

Innovation

Dana 2022 Sustainability & Social Responsibility Report: Innovation
Dana 2022 10-K, page 5 (Engineering and Research and Development)
Innovation and Technology
Markets
e-Mobility

SDG 8, 9, 13

Misc.

Product Lifecycle Management

The information is being collected and will be reported at a later date

SDG 8, 9, 13

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

66

SASB Index
The Sustainability Accounting Standards Board (SASB) is an independent nonprofit organizationthat sets standards to guide the disclosure of financially material sustainability information bycompanies to their investors. SASB Standards identify the subset of environmental, social, andgovernance (ESG) issues most relevant to financial performance.

Disclosure Number

Disclosure Name

2022 Response

SDGs

Energy Management
6,625,832 GJ in 2022; 1.4% decrease from 2021
Dana’s 2022 total energy consumption is 1,840 million kWh. The 2022 kWh consumption breakdown by region includes:
TR-AP
130a.1.1

Total energy Consumption in gigajoules (GJ)

North America: 903 million kWh
South America: 275 million kWh
Europe:406 million kWh
Asia Pacific:
256 million kWh

SDG 7, 12, 13

78.9% in 2022; Reduction of 20% in grid electricity compared to 2021 consumption of grid electricity

TR-AP
130a.1.2

Dana’s 2022 total non-renewable electricity consumption is 864 million kWh. The 2022 kWh consumption breakdown of non-renewableelectricity by region includes:
Percentage of grid electricity consumed

SDG 7, 12, 13
North America: 461 million kWh
South America: 40 million kWh
Europe:188 million kWh
Asia Pacific:
175 million kWh
21.1% in 2022; Dana has installed solar panels at several facilities, entered into an agreement with the Toledo Community Foundation topurchase electricity from a newly constructed solar array, commenced a long-term virtual power purchase agreement with NextEra Energy
generating ~300,000 MWh of renewable electricity annually beginning December 2022, and purchased I-RECs for majority of Brazil
electricity consumption.

TR-AP
103a.1.3

Percentage of renewable energy consumed

Dana’s 2022 total renewable electricity consumption is 231 million kWh. The 2022 kWh consumption breakdown of renewable electricity
by region includes:

SDG 7, 12, 13

North America: 31 million kWh
South America: 191 million kWh
Europe:NA
Asia Pacific:
9 million kWhDana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action

Waste Management
TR-AP
150a.1.1

Total amount of waste generated in metric tons (MT)210,150 MT

SDG 12, 15

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

67

SASB Index
Disclosure Number

Disclosure Name

2022 Response

SDGs

TR-AP
150a.1.2

Percentage of waste generated that was hazardous

6.3%

SDG 12, 15TR-AP
150a.1.3

Percentage of waste generated that was recycled

74.1%

SDG 12, 15TR-AP
250a.1.1

Total number of recalls issued

Dana had zero voluntary recalls in 2022.

SDG 9, 16TR-AP
250.a.1.2

Total number of units that were subject to a recall

Zero involuntary recalls were issued to Dana in 2022.

SDG 9, 16

Total revenue from products that are designed to increase fuelefficiency and/or reduce emissions during their use

Dana 2022 Annual Report, page 4

SDG 8, 9, 13

TR-AP
440a.1.1

Strategic approach to managing risks associated with the use ofcritical materials in products

Dana does not use any of the critical materials listed in the standard. Dana has a policy and process to manage
identified Conflict Minerals.
Dana 2022 Sustainability & Social Responsibility Report: Culture Matters

SDG 9, 10, 12

TR-AP
440a.1.2

Identify the critical materials that present a significant risk tooperations

Dana does not use any of the critical materials listed in the standard. Dana has a policy and process to manage
identified Conflict Minerals.
Dana 2022 Sustainability & Social Responsibility Report: Culture Matters

SDG 9, 10, 12

TR-AP
440a.1.3

Disclosure sufficient for the risk without compromisingconfidential information

Dana does not use any of the critical materials listed in the standard. Dana has a policy and process to manage
identified Conflict Minerals.
Dana 2022 Sustainability & Social Responsibility Report: Culture Matters

SDG 9, 10, 12

TR-AP
440b.1.1

Percentage of products sold, by revenue, that are recyclable

The information is being collected and will be reported at a later date.

SDG 9, 12TR-AP
440b.1.2

Percentage calculated as the revenue from products sold thatare recyclable divided by the revenue from all products sold

SDG 9, 12TR-AP
440b.1.3

Limit to products that are automotive parts, components, andmaterials

SDG 9, 12TR-AP
440b.2.1

Percentage of input materials that are derived from recycled or
remanufactured content

SDG 9, 12TR-AP
440b.2.2

Percentage calculated as the weight of input materials
consumed derived from recycled or remanufactured content
divided by the total weight of all input materials consumed

SDG 9, 12

Product Safety

Design for Fuel Efficiency
TR-AP
410a.1.1

Materials Sourcing

Materials Efficiency

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

68

SASB Index
Disclosure Number

Disclosure Name

2022 Response

SDGs

TR-AP
520a.1.1

Total amount of monetary losses incurred during the reporting
period as a result of legal proceedings associated with anticompetitive behavior regulations

Dana’s public filings would identify any significant monetary losses.

SDG 9, 16TR-AP
520a.1.2

Any adjudicative proceeding before a court, a regulator, an
arbitrator, or otherwise

Dana’s public filings would identify any significant pending proceedings.

SDG 9, 16TR-AP
520a.1.3

Losses, including any monetary liabilities to the opposing
parties or others, fines and other monetary liabilities incurred
during the reporting period as a result of civil actions, regulatory
proceedings, and criminal actions

Dana’s public filings outline its financial status including recurring and non-recurring items. Any significant losses will be identified in thisinformation.

SDG 9, 16TR-AP
520a.1.4

Scope of monetary losses excluding legal and other fees andexpenses incurred in its defense

Dana’s public filings outline its financial status including recurring and non-recurring items. Any significant losses will be identified in thisinformation.

SDG 9, 16TR-AP
520a.1.5

Scope of the disclosure, including legal proceedings associatedwith the enforcement of relevant regulations

Dana’s public filings outline its financial status including recurring and non-recurring items. Any significant losses will be identified in thisinformation.

SDG 9, 16TR-AP
520a.1.6

Scope of the disclosure, including legal proceedings associatedwith enforcement of relevant industry regulations promulgatedby regional, national, state, and local regulatory authorities

Dana’s public filings outline its financial status including recurring and non-recurring items. Any significant losses will be identified in thisinformation.

SDG 9, 16Competitive Behavior

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

69

TCFD Index
The Financial Stability Board established the Task Force on Climate-related Financial
Disclosures (TCFD) to develop recommendations for more effective climate-related disclosuresthat could promote more informed investment, credit, and insurance underwriting decisions
and, in turn, enable stakeholders to understand better the concentrations of carbon-related
assets in the financial sector and the financial system’s exposures to climate-related risks.

Recommended Disclosure2022 Response

SDGs

Governance
CDP Climate Change 2022 Report, Section C1.1a) Describe the Board’s oversight of climate-related risks andopportunities.

b) Describe management’s role in assessing and managing
climate-related risks and opportunities.

C1.1: Board committees have expanded oversight to include environmental, social and governance (ESG) issues receiving sustainability updates on all ESG issues, including
climate change. On July 28, 2020, Dana Incorporated announced that its Board of Directors has established a standing Technology and Sustainability Committee focused ontechnological and environmental stewardship. The Technology and Sustainability Committee is responsible for assisting the Board with oversight relating to innovation, newtechnologies, and sustainability and social responsibility. Key areas of focus for the Committee include the strategy, implementation, and effectiveness of Dana’s researchand development initiatives, emerging trends in science, technology, and related regulations, strategic approach to technical talent management, and sustainability and social
responsibility activities. More information can be found at: https://www.dana.com/newsroom/press-releases/dana-incorporated-board-of-directors-establishes-technology-andsustainability-committee/

SDG 7, 12, 13

CDP Climate Change 2022 Report, Section C1.2
Sustainability & Social Responsibility Governance

SDG 7, 12, 13a) Describe the climate-related risks and opportunities theorganization has identified over the short, medium, and longterm.

CDP Climate Change 2022 Report, Section C2.3, C2.4, C2.5 and C2.6

SDG 7, 12, 13b) Describe the impact of climate-related risks andopportunities on the organization’s businesses, strategy, andfinancial planning.

CDP Climate Change 2022 Report, Section C2.3, C2.4, C2.5 and C2.6

SDG 7, 12, 13c) Describe the resilience of the organization’s strategy, taking
into consideration different climate-related scenarios, including
2°C or lower scenario.

This information will be included in the 2023 CDP submission.

SDG 7, 12, 13a) Describe the organization’s processes for identifying andassessing climate-related risks.

CDP Climate Change 2022 Report, Section C2.2b

SDG 7, 12, 13b) Describe the organization’s processes for managing climaterelated risks.

CDP Climate Change 2022 Report, Section C2.2d

SDG 7, 12, 13c) Describe how processes for identifying, assessing,and managing climate-related risks are integrated into theorganization’s overall risk management.

CDP Climate Change 2022 Report, Section C2.2c

SDG 7, 12, 13

Strategy

Risk Management

Overview

Value Others

Innovation

Taking Action

One Community

Culture Matters

Appendix

70

TCFD Index
Recommended Disclosure2022 Response

SDGs

CDP Climate Change 2022 Report, Section C4.1

SDG 7, 12, 13

Metrics and Targetsa) Disclose the metrics used by the organization to assessclimate-related risks and opportunities in line with its strategy
and risk management process.

Dana 2022 Sustainability & Social Responsibility Report: Overview / Climate Action
Scope 1 GHG Emissions (kg CO²-e):
2019: 162,407,000 kg
2020: 133,223,000 kg
2021: 145,236,000 kg
2022: 142,868,991 kgb) Disclose Scope 1, Scope 2, and if appropriate, Scope 3
greenhouse gas (GHG) emissions, and the related risks.

2022 Scope 1 Energy Consumption by Type (MWh):
Natural Gas: 682,720 MWh
LPG: 51,912 MWh
Diesel: 10,538 MWh
Gasoline: 247 MWh

SDG 7, 12, 13

Scope 2 GHG Emissions (kg CO²-e)
2019: 455,435,000 kg
2020: 388,347,000 kg
2021: 401,322,000 kg
2022: 355,339,692 kg
2022 Scope 2 Energy Consumption by Type (MWh)Grid Electricity: 863,999 MWh
Renewable Electricity: 231,093 MWhc) Describe the targets used by the organization to manage
climate-related risks and opportunities and performanceagainst targets.

CDP Climate Change 2022 Report, Section C4.1

SDG 7, 12, 13This information will be included in the 2023 CDP submission.

SDG 7, 12, 13

Transportation Group Metricsa) Revenues/savings from investments in low-carbon
alternatives (e.g. R&D, equipment, products or services),,, Brevini EvoMax®, Dana TM4™, Dana TM4 SUMO™, OpenECU™, Spicer®, Spicer Electrified™, and ThermaTEK™ are among the trademarks of Dana Limited or its affiliates.
“World’s Most Ethical Companies” and “Ethisphere” names and marks are registered trademarks of Ethisphere LLC. Third-party trademarks are property of their respective owners.
© 2023 Dana Limited. COR-DI007-SSR-0423