Sustainability

Report 2023

Enabling sustainable e-mobility

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Table of Contents
Introduction

Sustainable e-mobility

AMPECO in numbers

4

A message from the CEO

52023 sustainability highlights

6

Sustainability strategy

7

Goals and Progress

9

Employees

23

AppendixExternal recognition

10

Customer satisfaction

25

About this report

37

Community engagement

26

Data tables

38

Materiality assessment

39

Reporting matrices

40

Sustainable e-mobility

Other operational impacts

GovernanceSupply chain environmental impacts

20

Governance model

33

21

Stakeholder engagement

34

External verification and transparency

35

People and community

Trust and equity

Product environmental features

12

Environmental impact of operations

14

Equitable EV charging

28

Policies and standards

51

Company carbon footprint

15

Cybersecurity

29

Glossary

52

Climate goals and transition plan

17

Business ethics

29

Footnotes

53

Commitments

18

Ethical operations

30

Electric commuting

19

Ethical Supply chain

31

Visit AMPECO’s sustainability website for further reference: www.ampeco.com/sustainability2Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

AMPECO in numbers
A message from the CEO

Introduction

2023 sustainability highlights
Sustainability strategy
Goals and progress
External recognition

3

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

AMPECO in numbers
AMPECO enables large-scale EV charging providers tolaunch and scale their business operations under theirown brand. The company offers a white-label andhardware-agnostic EV charging management platform
to cover all business cases – public, private, and homecharging.

Advanced energy management, flexible billing andsubscription management, automatic maintenancealgorithms, and inter-operator roaming are some ofthe platform’s key components. With security andscalability at its core, the platform allows large-scale
operators like energy companies, oil and gas, fleets,
hardware manufacturers and installers to achieve
quick go-to-market in a few months with a readymade platform combined with unmatched flexibility
and extensibility via APIs.

2018

150+

55+

95K+

year foundedcustomers

countries

charge points

6

120+

offices in different
countries

team members

4Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Message from the CEO
Dear reader, Welcome to AMPECO’s 2023 Sustainability Report!  

Beyond being a quickly growing business and one in a leading
position in our industry segment, AMPECO is, first and foremost, abusiness with purpose. We have been in the EV charging spacesince 2018 and have proactively adopted a mindset that takes our
impact on the environment, society and the communities around us
into account. We have set an ambitious 2030 net-zero goal and thisis already our second annual Sustainability Report.

The world is becoming a hotter place every year and we recognize
the profound challenges of Climate Change. According to the latest
data from Statista1, transportation contributes ~20% to all
greenhouse gas emissions globally, with road transportation at 12%
in particular. Being an e-mobility charge point management systemprovider puts AMPECO in a key position to address these 12%. We
are already taking full advantage of this opportunity. In 2023, ourplatform has enabled the avoidance of ~47,000t CO2e throughsmart electric vehicle charging (see below for more information).

We are fully committed to going far and beyond in enabling thepositive environmental impact of our customers and EV drivers byharnessing the power of innovation. What’s more, we invest with aneye on scalability. We understand that a secure and scalable
foundation isn't just a necessity - it's a pillar of long-termsustainability.

While we do all this, taking care of our communities - both internal(the people of AMPECO) and external to the company - will beequally important to achieve the positive social impact towards
which we strive. 

AMPECO’s commitment to good governance is underscored by aresounding ambition - to leave an enduring legacy of positive
impact in the e-mobility space and lead by example. And even moreso, following ESG principles is no longer a nice-to-have, we see it asimperative to conducting responsible business.

Sincerely, Orlin Radev, CEO

5Introduction

Sustainable e-mobility

2023 Sustainability highlights

People and community

Trust and equity

Governance16t
CO2e saved
through electriccommutingCO2e saved by platform users

sustainability-first
product features
launched

kWh charged through the platform

hours spent
volunteering

46,792t

3

99,299,229

160

Appendix495,597,420
electric kilometers enabled

471t

CO2e company
carbon footprint
6

Introduction

Sustainable e-mobility

Sustainability strategy

People and community

Trust and equity

GovernanceAppendix

Transportation emits billions of tons of greenhouse gasses into theatmosphere every year. These gasses primarily come from theburning of petroleum-based fuels, such as diesel and gasoline, andmuch of it happens in internal combustion engine vehicles (ICEVs).

Over the last several decades, the negative effects ofSince 1970, transportation emissions have almost tripled due toclimate change have become apparent to everyone on

growing populations and economies. While transportation

the planet. At the same time, these environmental

advances have led to economic growth, we should be achieving it inissues further reveal and exacerbate existing socialand equality issues, which put certain societies anda more sustainable way. The sector now accounts for 20% of global
greenhouse gas emissions (12% attributable to road transportation)and is the second-largest carbon-polluting sector worldwide.1 This iscommunities at a disadvantage in meeting these

AMPECO’s biggest opportunity to make a difference in terms ofchallenges.

positive environmental impact. If actions in this direction are alsoable to address underlying social issues, then their overall value

There is an overwhelming consensus among scientists
and politicians worldwide that solving this issue would
require swift and large-scale action.

would be even higher. 

According to the UN’s latest Global Sustainable Development
Report2 one of the four levers to bring about the neededtransformation to solve the outlined issues is science andtechnology - and this is exactly where AMPECO is positioned.

Global greenhouse gas emissions

Further than that, we are doing this as a medium-sized business.
Nowadays, small and medium-sized enterprises (SMEs) make up
90% of businesses worldwide, employ two billion people, and are at
the heart of the goods and services the world depends on. Making
bold steps on sustainability as an SME is an important part of ourpositioning. It is also a key aspect through which we hope to inspire
action throughout our stakeholder base and the SME segment ingeneral. 

Through harnessing the power of innovation and technology
AMPECO is driving action in the following three areas, which
represent the three pillars of our Sustainability Strategy:

Our formal statement can be found here
Transportation

Road Transportation

7

Introduction

Sustainable e-mobility

Sustainable e-mobility

People and community

Trust and equity

GovernancePeople and community

AppendixTrust and equity

Conduct operations in a way that will allow AMPECO to reachnet-zero emissions by 2030, engaging our value chain to achievethiCreate solutions to enable faster and more widespread adoptionof EVs in order to lower transportation’s overall negative impact
on the environmen
Build solutions which optimize the use of electric grids and theoverall power system through the integration of EV charging

Empower AMPECO employees to be completely at-ease at workthrough building a workplace around values such as: equality,
non-discrimination, non-harassment, integrity, openness,
employee wellbeing, etc
Impact local communities around us in a positive way,
independent of the location
Achieve high levels of customer satisfaction - happy customers
means positive social impact

Develop a product which enables equitable access to EV
charginManage and safeguard data in a transparent manner in order toalign with ethical standards, instill trust among stakeholders andcontribute to an overall governance framework that values
accountabilit
Conduct business in an ethical way and demand the same fromour suppliers

Sustainable e-mobility

People and community

Trust and equity

8

Introduction

Sustainable e-mobility

Goals and progress
Our goals are very ambitious, and werealize they may be difficult to achieve
fully, yet we still aim to meet them as they
were initially set. It is our belief that more
ambitious targets drive more significant
achievements.

People and community

Trust and equity

GovernanceAppendix2023 progress

Goals

Description

Become a net-zero business by 2030

Achieve reductions in AMPECO’s company carbon footprint acrossScopes 1, 2 and 3 (according to the Greenhouse Gas Protocol) and
offset the rest of the footprint that can’t be reduced in other viableways.

Our company's carbon footprint went up 50% in
2023 compared to 2022 (235 to 471t CO2e).

Reduce AMPECO’s operational(Scope 1 & 2) emissions by 50% by
2025 compared to 2022

Achieve reductions in AMPECO’s operational carbon footprint. It
represents the first step towards net-zero and most actionable partof our carbon footprint.

In 2023 our Scopes 1 and 2 footprint tripled, mainly
due to us starting to report electricity charged by
EVs.

Enable 3 billion electric km per year
through AMPECO’s platform by 2025

Enabled electric kilometers calculated based on the total amountof electricity charged by our clients through the AMPECO’s EV
charging platform and average electricity economy of an EV.

The amount of electric kilometers enabled through
AMPECO’s platform saw a 2x increase in 2023,
compared to the year before - from 250M km to496M km.

Save 250,000t CO2e/year throughenabled electric mobility by 2025

Reach 250,000t CO2e saved in the fiscal year 2025. Amount ofcarbon equivalent greenhouse gas emissions saved (due to notdriving an ICEV) calculated based on AMPECO’s own methodology.

In 2023, the energy charged through AMEPCO’s
platform was enough to save ~47,000t CO2e - up
more than 2x compared to 2022, when the number
was ~21,000t CO2e.

Reach 600 hours spent volunteeringby AMPECO employees by 2025

Volunteering activities defined as donating time as an AMPECO
employee to support a cause or a local community initiative.

We started tracking this metric in 2023, when weachieved 160 hours of total employee volunteering

Train 100% of employees onCore goal to train a realistic share of AMPECO employees on topics
like environmental preservation, bribery and corruption,
discrimination, information security protocols, etc.

In 2023, 87% of our employees went through basic
sustainability training and 98% completed an
information security training.

A core goal to ensure AMPECO addresses each reported case of agrievance or concern by any type of stakeholder to the company.

0 cases received in 2023.

sustainability, business ethics andinformation security every year

Investigate and close 100% of cases
coming through AMPECO’s
Whistleblower process

hours.

9

Introduction

Sustainable e-mobility

External recognition

AMPECO’s efforts and the quality of its ESG programs have also
received recognition from reputable global certification and rating
systems. For us, it is critical to have third parties verify oursustainability approach and performance, as this naturally instills
trust in them. Another important reason for us to go throughsomething like this is to benchmark and align the direction of ourefforts with global standards and, more importantly, receive
feedback from an impartial side, which will help us elevate our
performance to the next level. For all these reasons, in 2023
AMPECO took a couple of big steps:

People and community

Trust and equity

GovernanceAppendix

First came our B Corp certification in July 2023. By harnessing

Just a few months later - in October 2023 - AMPECO received athe power of business, B Lab, the nonprofit network certifying B

Silver rating from EcoVadis4 after being officially rated for the

Corporations, positively impacts companies worldwide, helping

first time. We scored 59/100 points, placing AMPECO in the topthem balance profit with purpose. Unlike other business

25% of over 100,000 rated companies worldwide. EcoVadis iscertifications, B Lab holistically measures companies’ entire

the largest and among the most highly recognized business

impact, covering five key areas: Governance, Workers,

sustainability rating systems worldwide. Rated companies

Community, Environment, and Customers. AMPECO has

represent 175+ countries and 200+ industries. The EcoVadis

undergone a long and rigorous process to achieve thisrating is based on an assessment methodology that evaluatescertification, which requires engagement across teams andhow well a company has integrated sustainability anddepartments. Despite being AMPECO’s first try at a company

corporate social responsibility (CSR) principles into its businesscertification of this type, we received an excellent score ofand management system. It is built on international

103.8. For comparison, the median score of an ordinary businesssustainability standards, including the Global Reporting(according to B Corp) is 50.9. You can see a detailed breakdown

Initiative, the United Nations Global Compact, and ISO 26000.

of AMPECO’s score at the B Corp website.3

The rating system assesses performance across 21 indicators infour themes: Environment, Ethics, Labor & Human Rights, andSustainable Procurement.

Another source of pride for AMPECO last year was that the
AMPECO EV charging software platform received the special ESG
award for Digital Climate Solution by PricewaterhouseCoopersj(PwC). In a ceremony in November 2023, a ury distinguishedAMPECO’s product for its contribution to lowering thetransportation sector’s carbon emissions by enabling electric
mobility. This distinction comes on the back of the 2022
sustainability business model award given to AMPECO’s product5

by Arthur D. Little.

AMPECO’s score: 103.8

AMPECO rated Silver

ESG awards - Digital
climate solution

Sustainability award in
automotive

10

Introduction

Sustainable e-mobility

Sustainablee-mobility
This pillar of our strategy has a focus on environmental
sustainability and is the one that gives us the most significant
opportunity to make an impact. The “environmental” aspect isintrinsic to the nature of AMPECO’s business. EV charging is an
essential instrument in the transition to low-carbon energy, which isa key focus area for governments and companies as of late. For
perspective, the total investment in energy transition has reached$1.8 trillion in 2023 globally - of them >$600 billion invested in EVs
and charging infrastructure.6 In many cases e-mobility is describedas synonymous with sustainable mobility in general and this isbecause e-mobility is considered a key lever in reducing overall
GHG emissions from transportation and tackling Climate Change.

For AMPECO, making a positive impact and achieving our goals inthis area is incumbent upon building an innovative product,
managing our operations and also - our supply chain. In thischapter, we explore them in detail.

People and community

Trust and equity

GovernanceAppendix

Product environmental features
Environmental impact of operations
Company carbon footprint
Climate goals and transition plan
Commitments
Electric commuting
Other operational impacts

Supply chain environmental impacts

11

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

h g g and sustainable grids

Product environmental

AMPECO’s product falls within the “climate tech” or “green tech”

featurescharging process and decarbonizing transportation is one of the

The charging behavior of EV drivers is uniquely positioned to

key levers to achieving global net zero emissions by 2050 in orderin uence grid infrastructure sustainability, as well as drive general

to be aligned with limiting global temperature rise to 1.5°C, per theCO2e reduction

Our product, an industry-leading charge point management
software platform, does not only complement the charge point
hardware - it enables the charger to perform sophisticated actions,allowing operators to manage almost every aspect of the EV
charging process and connecting all the stakeholders to it.7

In 2023, the energy charged by EVs connected to an AMPECOsupported charge point surpassed 99,299,229 kWh. This amount

Smart C ar in

definitions9,10 - after all, we enable an efficient and user-friendlyfl.

Paris Agreement.11 Yet, our sustainability ambition is to go beyond
the core EV charging software product features and use our:

AMPECO’s CPMS Smart Charging suite of features enables

extensive innovative capabilities to build software that enables anaccelerated low-carbon energy transition. 

optimized charging schedulebalanced load distributio

Here, we'll highlight our progress to date with a selection of key

participation in market-wide demand response events 

AMPECO product features. Meanwhile, our innovation efforts
persist, with several more features currently in development.

All of them help prevent grid overload, lead to reduced
infrastructure costs and minimized grid strain

was enough to enable close to 495,597,420 electric kilometers andprevented 46,792t CO2e from being released into the atmosphere.8

In 2023, Dynamic.

Load Management was used by almost 50% of

AMPECO customers, on average, as our data shows. This number

 only underscores the usefulness of this AMPECO product feature.

CASE STUDY

99,299,229

kWh surpassed by
supported charge point

 Charge point operators also use AMPECO Smart Charging as a tool

AMPECO integrated two solar

to encourage EV owners to charge during periods of low demandenergy features intoand higher renewable energy generation, thus reducing the overall

VCHRGD’s chargers, whichcarbon footprint of EV charging by more than 30

are accessible to EV drivers

our figures in available markets.

%, according to

via the mobile app. One is a495,597,420

electric kilometers enabled

solar smart charging mode
for CT clamp-equipped
charge points, and the otherenables drivers to utilize theirexcess solar energy directly

46,792tCO2e prevented from being

for EV charging.

released into the atmosphere

12Introduction

Sustainable e-mobility

olar energy integrationS

AMPECO’s software enables setting a priority on charging withrenewable energy sources and taking advantage of the excess
solar energy created by residential or commercial PV installations.
In this case, the software-managed charging station and the solar
installation combination are a real game-changer. Through aligning
EV charging with clean energy production, CPOs and EV drivers
support the use of renewable resources and promote a moresustainable energy mix, besides potentially saving money on theirelectricity bills.  

ow significant are the carbon savings that could be achieved? Aquick look at scientific data gives the answer: the lifecycle
emissions of solar energy are ~12 times lower than energy producedby natural gas power plants and ~25 times lower than coal energy.12

H

Optimized cloud usage
As a SaaS company, how we design our software architecture andoptimize the use of cloud services matters to our carbon footprint,
but also to our customers’. We are constantly optimizing ourdatabase usage, automated test run times, dynamically scaling
infrastructure workloads and many more. Learn more about this
aspect and how it is managed at AMPECO under the Supply Chain
Environmental Impacts section below
We cut our database usage in half through an optimization of
one of our logs processe
Reduced the time to run automated tests 6 time
Assets are created with code that is constantly reviewed andupdated and no unused ones exist

People and community

Trust and equity

GovernanceAppendix

Workload infrastructure is scaled dynamicall
Code is constantly optimized to consume the least possible timeor resource
Servers are geographically located close to the actual data
centerCarbon insights
Carbon data can help inform climate-related business decisions whether it is about decarbonizing a company’s own operations or
encouraging EV drivers to make carbon-conscious decisions. This isexactly what AMPECO does for our own B2B customers and also
their customers - the EV drivers. 

AMPECO offers our customers insights, based on good-quality
emission factors and carbon intensity data. A key aspect of theoffering is the high level of granularity of the data, which gets
updated live as frequently as every hour. 

We provide this option to our customers, because we believe that
information is power in this context. On the EV drivers’ side, thecharge point and mobile app are providing them with highaccuracy insights into their charging activities:
Carbon footprint of electricity charged during session
CO2e saved through charging and driving an EV instead of aninternal-combustion-engine vehicle

Charge point operators can see this type of data available to bebroken down in various possible ways and pull custom reports fromAMPECO’s Reporting module.

13

Introduction

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People and community

Trust and equity

GovernanceAppendix

Environmental impact ofoperations
Beyond our product, it is important for us to manage
our operations in a way that reduces our impact on theenvironment. In AMPECO’s case, the operational
aspect is more relevant than an average company,
due to a key aspect of our business model: a whitelabel SaaS platform. If we perform better in ouroperations in that aspect, then this would have arelatively higher impact on the companies to which we
supply our product. For example, if we manage tocreate a unit of product (figuratively) with lessresources, less associated waste, carbon and water
emissions, we’d reduce our customer’s footprint, aswell. Among other things, we deliver on our mission to
enable sustainable e-mobility through our operational
impact. 

To achieve this, we measure, set goals and manage
our carbon footprint, waste, water, air quality andother aspects. See the rest of this section for details of
the “what” and the “how”.

14

Introduction

Sustainable e-mobility

Company carbon footprint

People and community

Trust and equity

GovernanceAppendix

AMPECO measures and reports its company carbon footprint for asecond year in a row, which means that in 2023 we are reporting
the first trends over time. See what AMPECO’s carbon footprint

2023 AMPECO Carbon footprint

2022 AMPECO Carbon footprint

looked like in 2023 in the figure to the left. 

These numbers show a typical picture for a software/service
company: Scope 3 emissions constitute the vast majority of thecompany's GHG emissions. The fact that AMPECO uses a leased
office space, a leased company car park and managed data center
services help make the Scope 3 emissions’ share even higher. The

471.14 t

Scope 3 category “Purchased goods and services” is by far the

235.39 t

CO2ebiggest of all categories across all scopes. The biggest emission

CO2econtributors there are our data center hosting services, various
other digital tools and services we use and business travel.

Before starting our 2023 carbon accounting process, we decided toswitch to a new and more sophisticated approach to help us with
Scope

tCO2e

%

Scope 1: Fugitive emissions:

1.26

0.3

Scope 2: Purchased heat

6.95

1.5

the calculation. For this we partnered with Plan A to use theircarbon accounting tool.13

We also took a look at 2022, since it is an important year in our
carbon accounting - it is the first year, for which we reported and

Scope

tCO2e

%

Scope 1: Fugitive emissions:

0.85

0.4

Scope 2: Purchased heat

2.97

1.2

Scope 2: Purchased electricity

3.3

1.4

Scope 2: Purchased electricity

12.28

2.6

Scope 3: Purchased goods and services

262.35

55.7

Protocol recommends recalculating one’s base year carbon

Scope 3: Purchased goods and services

140.36

59.6

Scope 3: Business travel

112.6823.9

footprint, should there be a significant change in the calculation

Scope 3: Business travel

43.96

18.7

Scope 3: Use of sold products

42.32

9

Scope 3: Employee commuting

22.34

9.5

Scope 3: Use of sold products

20.24

8.6

also the base year for our carbon goals. The Greenhouse Gas

methodology14, so we did just that. After we ran the 2022 data
through the new tool, the numbers turned out to be quite different.

Scope 3: Employee commuting

28.71

6.1

Scope 3: Fuel and energy-related activities

4.26

0.9

calculations, reported in the 2022 AMPECO Sustainability Report.

Scope 3: Fuel and energy-related activities

1.15

0.5

Scope 3: Waste generated in operations

0.32

0.1

Here is why, for visibility, we are publishing the revised 2022 figures

Scope 3: Waste generated in operations

0.22

0.1

235,39100

Total greenhouse gas emissions

471.14100

We also got insights into where the gaps were in our first carbon

in this report, see figure to the right.

Total greenhouse gas emissions

15

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People and community

Trust and equity

GovernanceAppendix

When comparing our 2022 and 2023 data, there are some key
trends and takeaways for AMPECO:
The total company GHG emissions have increased by 50% YoY,
largely attributed to the organic growth of the company, both interms of number of employees (47% increase YoY) and revenue(83% increase YoY). Interestingly, it were these trends, which
recently got AMPECO ranked by the Financial Times among the
100 fastest growing companies in Europe as part of its annual
FT1000 list.1
The shares of emissions across scopes and categories remainvery similar YoY with one notable exception: business travel,
which grew from 19% to 24% share. The increase in the emissions
associated with this category are easily explained - in 2023
AMPECO shapely increased its global presence, opening offices
in several countries on 2 continents (Europe and North America)
while also attending 27 industry events.
The insights derived from this data, along with others, areinforming our carbon reduction strategy and the necessary actions
to achieve our goal of becoming a net-zero company by 2030. This
topic will be discussed in the subsequent section in this reportchapter, see below. 

AMPECO’s 2023 carbon accounting process was carriedout using state-of-the-art digital tools (in which weinvested a considerably) to ensure high level of accuracy.
We also recalculated our carbon footprint in 2022, which
is our net-zero target baseline year.
All GHG emissions data shown above is verified by Plan A13. Theirmethodology is certified by TÜV Rheinland16 in accordance with theGreenhouse Gas Protocol, scientifically based and reflecting thestate of the art.
16

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People and community

Trust and equity

GovernanceAppendix

Climate goals andtransition plan
Progress is always best achieved when there is a clear plan
outlining what needs to be achieved, how it will be accomplished,
and the timeline for completion. AMPECO has ensured all this is inplace.

Our primary climate objective is to become a net-zero company by2030 - a commitment we made in 2021 and continue to pursue it.
Net-zero is the ultimate climate goal for every company and
AMPECO plans to achieve it in a relatively short time frame - also
underscoring how ambitious we are.

What is new for us in 2023, is that we established a new mid-way
climate target focused on our operations. We aim to cut our Scope
1 and Scope 2 emissions in half in the next 2 years. In 2023 ouroperational emissions tripled, as the company grew quickly and
AMPECO’ company EV fleet more than doubled in size and,
respectively, so did the electricity charged to use the vehicles. Yet,
we believe that we will be able to meet our goal nevertheless. 

In early 2024 AMPECO published its first Climate Transition Plan,
based on 2022 and 2023 carbon accounting data. In it, we detailspecific actions and steps we plan to take over the coming years, inorder to get to net zero by 2030. This plan will be updated andrepublished on an annual basis. It is publicly available at:www.ampeco.com/ctp

17

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Commitments

People and community

Trust and equity

Governance

TechZero

The SME Climate Hub

A group of tech companies committed to fighting theclimate crisis. By joining forces, we can make fasterprogress to net zero.19

A non-profit global initiative that empowers small to
medium-sized companies to take climate action andbuild resilient businesses for the future. Through the SME
Climate Hub AMPECO has pledged to achieve net-zero
GHG emissions by 2030 already back in 2021 and reporton progress towards this goal on a yearly basis.20

The Global Renewables Alliance

The Climate Pledge

An initiative to drive the tripling of renewable energy
capacity to a minimum of 11,000 GW by 2030. A recent
key success of the initiative was the commitment to
triple renewable energy reached at COP28.21

A commitment to reach net-zero carbon emissions by2040. It brings the world’s top companies together toaccelerate joint action, cross-sector collaboration, andresponsible change.22

We don’t stand on the sidelines but proactively drive
an ambitious agenda. Achieving our very ambitious
net-zero-by-2030 target requires big-time cooperation
with our stakeholders and influencing others to takeaction. 

For this reason we are involved with and committed toa number of climate-related initiatives like the ones
highlighted on the right. 

 In 2024, we also plan to report to the Carbon
Disclosure Project (CDP)17 and get our net-zero goalverified by the Science-Based Target Initiative (SBTi).18

Appendix18

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Electric commuting

People and community

Trust and equity

GovernanceAppendix

Both of these options are available to the employees of AMPECO’s
biggest site in Sofia, Bulgaria. Clearly, they represent a great
employee perk and a tool to attract and retain employees, yet theirpositive environmental impact is unquestionable. We have

When we talk about our commitment to sustainability

summarized the related impact data in the table below.

at AMPECO, we practice what we preach in every way
we can. Our electric commuting program is a great
example of us going out of our way to reduce GHG

ployee ser viceEmemissions in our operations. We offer our employees

CO2e saved

176,200

13

Spark car sharing

32,2002

GoeGo car sharing

13,8001

Total electric km

222,200

16

Leased electric vehicles for free use, that are

A generous monthly subsidy to two separate EV-t

Leased vehicles

two ways to commute and travel by EV

normally used for 1-2 weeks after being booke

Distance
traveled, km

only car sharing networks
The calculations above follow the methodology already used in theestimation of the GHG emissions saved through all the energy thatwas charged through AMPECO’s platform in 2023 and take into
account a number of factors to make the calculation as precise as
possible.23

 Beyond the positive carbon impact, these electric vehicle employee
perks contribute to a better air quality. This is an especially
important aspect for the city of Sofia, Bulgaria, where many ofthese electric vehicles have been driven. Sofia is known for its poor
air quality, which stems from several factors. So, any positive
contribution to this aspect is highly valuable to the city.

19Introduction

Sustainable e-mobility

Other operational
environmental impacts
AMPECO is a company, which provides employees flexible options
for a workplace - either at home or at the office - and it is theirdecision where and when they would work. On average, AMPECO
employees work more at home than in the office, so we try toaddress their virtual office environmental impacts, as well. 

We have put in place the following two policies to cover all bases:
the AMPECO Environmental Policy2
the AMPECO Virtual Office Stewardship Policy25

We also plan to certify our biggest site in Sofia, Bulgaria to ISO
14001 during 2024 to solidify our efforts in environmental
management, listed in this chapter of the report. 

At AMPECO, we strive to raise awareness and provide resources
concerning environmental issues and good practices, which
everyone can apply at home or at the office. In 2024 we plan to
conduct the first comprehensive sustainability training for
employees as part of these awareness efforts. 

People and community

Trust and equity

Governancestainable Office Building

Appendix

ater management

SuW

In October 2023 AMPECO relocated its largest site to a new officebuilding, which is EDGE certified26 for its environmental sustainability
performance. To attain an EDGE certification, a building had to meet
specific criteria demonstrating energy efficiency, water efficiency
and choice of sustainable materials. 

AMPECO’s water usage in 2023 was 196m3 and it increased 133%

When determining the new location for our primary site,sustainability considerations played a crucial role in the selection
process. By prioritizing sustainability criteria, AMPECO aimed tosignificantly reduce our operational impact and better manage
environmental aspects such as energy consumption, waste
management, water usage, and air quality.

compared to 2022. The water intensity numbers also increased:
1.5m3/employee/year in 2022 to 2.4m3/employee/year in 2023. The
reasons behind this increase are due to a different setup in our old
offices, and sharp increase in the number of employees YoY. 

We were observing the trend and decided to put additional efforts
and investment to decrease water usage as much as possible whenmoving to our new office. When we did this in October 2023, we
installed special water-saving devices on each of the faucets in theoffice. We have only tracked water usage for just over 2 months on
our new site, yet we were able to estimate that these devices could
decrease total water usage by 49m3 or ~25%.27

aste management

WA

ir pollution management

In 2023, AMPECO’s office in Sofia produced 1296 kg of waste intotal. We separate our waste into the standard fractions: general,

Our operations are not air-pollution-intensive; in fact, ourplastic and metal, paper and cardboard, glass. Additionally, we

contribution to outdoor air pollution is close to zero.

provide employees with options to dispose of WEEE (waste fromelectric and electronic equipment) and batteries. 

We reuse all kinds of hardware equipment and furniture (laptops,
monitors, chairs, desks) as much as possible.

AMPECO has established offices in 6 countries around the globe:
Bulgaria, France, Germany, UK, USA and the Netherlands. In manyof these countries our presence began throughout 2023 and we
don’t have a full year of data yet to report on. Therefore, in thissection we’ll focus on our location and offices in Sofia, Bulgaria for
the following three reasons:this is where AMPECO is headquartered
it is our biggest location in terms of number of employees by fa

In 2023 we moved into a new office building. A key
criterion throughout the selection process was
sustainability. Our headquarters now resides in an EDGEcertified building, which has considered its exceptional
performance in sustainable water, waste and energy
management in order to provide the certificate.

in 2023 we moved to a new and more sustainable office building
20

Introduction

Sustainable e-mobility

Supply chain
environmental impacts
Cloud environmental impact management
As a software-as-a-service (SaaS) company we offer a productwhich is based in the cloud. AMPECO’s software uses Amazon Web
Services (AWS) environment to host our solutions. In our case, themajority of our cloud usage is due to our customers operating oursoftware. The more customers and charge points are connected toour software and the more charging sessions are being performedon it, the higher our total cloud usage would be. 

This correlation means that a fast growing company like AMPECO
will always see an increase in cloud service usage. This observationis confirmed when we look at our carbon accounting data - thecarbon footprint related to our AWS usage has nearly doubled in
2023 compared to 2022. We aim to decouple our AWS usage growthtrajectory from the one showing the company’s growth (both interms of revenue and employees). In 2023 there are good signs that
we are achieving this already - our cloud usage did not grow as
much, relative to our revenue growth.  

We achieve this in two major ways. One of them is working withAWS to reduce the footprint of our cloud usage. Amazon is alreadyby far the non-utility company with the biggest purchases ofrenewable energy worldwide.28 People and community

Trust and equity

GovernanceMoreover, we benchmark our AWS-related activities and approachagainst the guidelines and recommendations of the AWS Wellarchitected Framework’s Sustainability pillar29. Generally, we arebuilding the architecture of AMPECO’s software and deploying it in
a way that reduces our cloud resources as much as possible and,
respectively, their associated carbon footprint. See below somehighlighted AWS cloud sustainability best practices we observe
Assets are created with code that is constantly reviewed andupdated and no unused ones exis
Workload infrastructure is scaled dynamicall
Code is constantly optimized to consume the least possible timeor resource
Servers are geographically located close to the actual data
center consumption, i.e. where EV charge point using AMPECO’s
software isAppendix

Sustainable procurement
There are a number of environmental impacts that can be
influenced for the better through our procurement processes. This is
why we have set up a formal set of guidelines to follow when
procuring products and services. The backbone of these efforts is
our Sustainable Purchasing and Hiring Policy.30

At AMPECO, we believe it is necessary to support businesses within
our community, fostering economic growth and contributing to the
local economy. By sourcing goods and services locally, we aim tobuild strong relationships with neighboring businesses while
reducing our carbon footprint associated with long-distanceshipping. This holds particularly true for Scope 3 capital goods forour offices as well as with regards to merchandise and suppliers in
the context of corporate events To streamline our local purchasing efforts, we have compiled readyto-use lists of preferred local suppliers and vendors for specificfacilities. These lists serve as valuable resources for our
procurement teams, making it easier to identify local businesses
that align with our values and meet our quality standards. By
proactively maintaining these lists, we foster strong partnerships
with local suppliers and ensure a smooth procurement process.

Another way we do this, is building a more efficient architecture forour software and AMPECO’s product, respectively. Here are someexamples from actions we took in 2023:
We cut our database usage in half through an optimization of
one of our logs processe
Reduced the time to run automated tests six times
21

Introduction

Sustainable e-mobility

People andcommunity“People at the center of everything we do” - this is a concept, which
AMPECO takes to heart and is central to the company’s businessand sustainability strategies. What we do about the people within
the company and around us falls under the “S” in ESG and arebasically our addressable social impact areas. 

Our strategy in this area is focused on 3 main people groups:
our employee
our customer
the communities around us

People and community

Trust and equity

GovernanceAppendix

Employees
Customer satisfaction
Community engagement

We use the levers of our business to influence positive impacts in allthese areas, firmly believing that we make our small part of theworld a better place.

22

Introduction

Sustainable e-mobility

Employees
Our biggest area of positive social influence are undoubtedly
AMPECO’s employees. What better example of how important
people are to the success of a business than a software company,
such as AMPECO, where our employees are our biggest capital both in the indirect and direct sense of the word. 

It is true that when it comes to people’s satisfaction, engagement
and perceptions, not everything can be measured. Yet, in order toassess how the company performs with regards to its employees,
we measure a number of KPIs and report on many of them publicly.
Examples include: employee gender breakdowns, number ofincidents related to workplace injury, discrimination and abuse,
employee retention rate, employee satisfaction, employee attrition
rate, number of employees trained on sustainability, number of
employees covered with healthcare and others. For acomprehensive list, see the Data Tables section in the Appendix of
this report. 

Respectively, we strive to continuously improve our performance,
as well as maximize our impact. For this reason, we have set
ambitious goals, for example our goal to reach 600 cumulative
hours in volunteering between 2023 and 2025.

Life @ AMPECO

People and community

Trust and equity

GovernanceGood labor practices
AMPECO promotes and has implemented labor practices which
would allow our workforce to be as productive, engaged andmotivated as possible. We ensure we comply with all applicablelaws and regulations and observe all Fundamental Principles andRights at Work by the International Labor Organization31. We also
require that our teams follow basic ethical principles when
conducting business - all outlined in AMPECO’s Code of Conduct).
Learn more about the CoC and business ethics topics in the Trustand Equity section below.

Health and safety
At AMPECO it is an utmost priority to protect and maintain thehealth and safety of all our employees. In order to do this, we have
put in place a Health, Safety and Indoor Environmental Quality(HSIEQ) Policy32, which outlines the requirements and guidelines wecommit to following. This policy is paired with a set of bestpractices we implement, focused on aspects like ventilation,
temperature, humidity, air pollutants, lighting, ergonomics, etc.
Naturally, we meet or exceed occupational health and safety (OHS)
legal requirements in these and any other applicable aspects. 

Appendix

It is an important focus for us to cover our office locations, but also
home workplaces with our OHS-related activities as much as
possible. This is due to the large number of people working entirelyor partially from home. AMPECO is going the extra mile to showcare and invest in our people’s health through the one-time subsidy
to equip a home office. Every employee can buy a comfortable andergonomic desk, chair, display and other PC equipment suiting theirneeds at home.

People and Culture Committee
AMPECO established this committee in 2023 as a group ofrepresentatives from all major company teams and organizations,which enables a two-way communication between employees andmanagement on any topics concerning AMPECO employees and thecompany culture. 

This committee may influence but does not manage the company’s
overall culture, and executive leadership still holds this
responsibility. The committee also drives all sorts of volunteering,
Diversity, Equity and Inclusion (DEI) and Well-being initiatives, see
examples further down in this section.

All our employees are expected to apply safe work practices at all
times. Our team members are also required to immediately report
workplace injuries, illnesses or unsafe conditions. In the beginningof 2024 we provided a Workspace Ergonomics optional training toour employees and also plan on providing our first general OHS
employee training later in the year, which will become a recurring
activity.

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Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendixHiringEmployee well-being

Diverse and inclusive workplace

AMPECO has established a Sustainable Purchasing and Hiring
Policy33 to address social sustainability impacts, which can be
influenced through this fundamental human resources process. 

We consider the overall well-being of our people to be what makesa difference at the end of the day - between a good and a great
team, between a successful and a thriving work environment. At
AMPECO, this is achieved through a number of benefits, offeringsand perks which the company provides to employees:
Flexible working hours
Flexible work location
Premium healthcare coverag
Subsidized sport activitie
Company retreats
Training, growth and development suppor
Subsidized electric transportatio
Low bureaucrac
Activities to promote healthy lifestyle practices, healthy eating,and stress management

It is a core value within AMPECO that every single person is treatedequally, independent of their race, gender, sexual orientation,
religious beliefs, etc. We have policies (our Code of Conduct) andmechanisms (our Whistleblower process) in place to ensure that
there is no harassment based on any of the above aspects and if
there are any - that they are investigated and addressed.  

Our company has a written preference for hiring and promoting
local (to where the role is being based) managers, ensuring thatleadership positions are filled by individuals who understand thecommunity's unique dynamics and challenges. This holds true
particularly in the context of our growth and representation in
multiple countries across the globe. Additionally, we ensure
equitable compensation to attract and retain top talent, fostering adiverse and inclusive workforce that reflects the community weoperate in.

A similar approach is being applied towards non-managerial roles,
where we extend our preference for hiring and recruiting local (towhere the role is being based) staff across all levels of ourorganization. We recognize the value of diverse perspectives andexperiences that individuals from the local community bring to ourteam. Overall, we implement a standardized interview process as part ofour targeted recruitment strategy, where we take into
consideration only competence-related factors and employ
principles of non-discrimination.

A source of pride is our software engineering department
with 21% women, compared to an industry average of 8%.

We believe that all these and more put people’s minds at ease,allowing them to focus on having a healthy work-life balance andfully engage with AMPECO’s mission to build the software platformthat enables the EV charging of tomorrow.

We do this because we think it is the right thing to do, but also
because it is good for our business. Many studies have consistently
shown the positive effects of a diverse workforce on employee
engagement, employer desirability, team and company
performance, leadership team effectiveness and company
innovation pace.34, 35, 36

A good example for AMPECO’s workforce is gender diversity. As asoftware company, our workforce consists of 25% women, which ison par with the industry average. Where we excel, however, is oursoftware engineering department with 21% women37, compared to
an industry average of 8%. Respectively, we have received
recognition for our efforts in the space by B Corp and EcoVadis,
who have benchmarked our performance last year. 

We always promote inclusion of people with different cultural
backgrounds, minorities, vulnerable groups, etc. Depending on thegeographies and social specifics of our locations, we have different
initiatives in place. One great example is our effort to haveeveryone at AMPECO learn about their colleagues’ culture and its
specifics - an initiative that will cover the quickly growing numberof nationalities represented in AMPECO and which is planned for
2024.

24

Introduction

Sustainable e-mobility

Customer satisfaction
Keeping track of how satisfied customers are is a standard business
operations process, yet there is a considerable “sustainability”
angle to it and at the center of it are the people involved. On one
hand, engaged and motivated employees tend to serve customers
better and on the other hand, happy customers are able to engage
their own clients. AMPECO’s B2B business model puts us in a uniqueposition of influence over these indirect impacts, as well.
The correlation between a company’s sustainability efforts and thesatisfaction of its customers is underscored by the fact that B Corp
includes “Customers” as one its five main Impact Areas.38 Our role
as a sustainability-engaged supplier is also being made more
important by emerging and existing regulations, like the CSRD in
Europe, which asks of companies to start engaging their suppliers
more in managing their own ESG impacts.

Average customer satisfaction rate achieved in 2023 by
AMPECO was a whopping 4.8 out of a maximum of 5.

People and community

Trust and equity

GovernanceAccording to B Corp, sustainable customer stewardship practices
include the quality of a company’s products and services, data
privacy and security, and feedback channels. In addition, thissection recognizes products or services that are designed toaddress a particular social problem for or through its customers,
and services that improve the social impact of other businesses ororganizations. How AMPECO and our product address these
aspects, is discussed in more detail under the Trust and Equity
section below.
We measure customer customer satisfaction in two main ways:
reactive and proactive. The reactive one entails sending a survey
after each closed case, where the customer can score how satisfied
they were with the particular service they received. More proactive
work is done by the AMPECO account managers, who conduct
regular meetings and ask the client for their general satisfaction
and feedback from the services provided by the Customer Successand Technical Support teams. For 2023, the average scorecustomers gave AMPECO through both approaches is 4.8/5, whichreflects AMPECO extremely high levels of dedication to them.

Appendix“AMPECO feels like a true business partner! They work with us
to address our existing functionality needs as well as
upcoming enhancements. The team is fast, efficient, andresponsive in all aspects of our conversations, and they
provide tremendous guidance and support.”
EOS Linx, Hardware Manufacturer, USA“We want to make the lives of our clients easier, and we can’t
compromise on the quality of the tools we use. Software
capabilities and reliability were key factors in selecting
AMPECO as our trusted technological partner.”
Remo Mobility, CPO, Spain“You offer an excellent platform and app, along with numerous
additional features. However, what truly sets you apart is yourexceptional people! Regardless of the assistance we ask for,your team is always willing to support us with a positive
attitude. To me, this is what success looks like!”
Chargespot, CPO, Greece“AMPECO has great features when building a product focusedon the customer. You’re a window to our customers, and you
allow us to do this very effectively.”
VCHRGD, Hardware manufacturer, UK

25

Introduction

Sustainable e-mobility

Community Engagement
AMPECO has an official presence in 6 geographies all across the world.
It is very important for us to leave a positive footprint on thecommunities near us and which we are part of, no matter where we are.  

As our largest site is in Sofia, Bulgaria, almost all of the initiatives
have taken place there. Here are some examples of efforts, which
AMPECO supported financially as a company and/or which
AMPECO people donated time and/or financial resources to backup
Gorata.bg39: AMPECO employees planted 100 pine trees near
Borovets, Bulgaria in an area that is in danger of deforestatio
Bulgaria Innovation Hub40: an NGO, which mentors young
entrepreneurs how to set up and get their start-up off thegroun
Entrepreneurs in Class41: an NGO that educates and mentors
high school students on business and career. Normally,
experienced and successful start-up entrepreneurs would
donate their time and teach classes. Several AMPECO teammembers have done this beyond the company’s financial
support to the NGO.
Telerik School Academy42: donated to support digital skills
academy for highschoolers.
Upcycle Fair: an AMPECO internal initiative which allowed
employees to sell or buy used equipment or other objects. Allproceeds went to supporting a social center for children withdisabilities in Roman, Bulgaria.
Clean-up around the office: a large group of AMPECO employees
cleaned the area around the office building in Sofia, Bulgaria.
We collected 6 cubic meters of trash and had fun doing it.

People and community

Trust and equity

GovernanceAs evident from the list above, we put special focus oncollaboration with local educational institutions for mentorshipprograms. We do this to nurture the talent pipeline within ourcommunity. These programs provide students with valuable realworld experience and networking opportunities while fostering a
sense of connection and investment in the local community. By
supporting the development of local talent, we contribute to thegrowth and sustainability of our community's workforce.

Overall, in terms of financial contributions AMPECO donated~15,000 EUR in 2023, which equates to 0.31% of the company’s
revenue for the year.

AMPECO donated 15,000 EUR of the company’s
revenue to support community initiatives in 2023.

Appendix

AMPECO people and community goal: reach 600 total
volunteering hours (by AMPECO employees) by 2025.

Volunteering
A great way for AMPECO employees to directly impact their
immediate surroundings for the better is to volunteer. The company
ensures that it encourages its people to volunteer and also,
importantly, that it provides opportunities to do so. 

In 2023 AMPECO employees volunteered in 4 initiatives organized
and/or supported by the company - all of them mentioned above.
In total, people spent ~160 hours, which is ~2h/employee for 2023.
The most people at a single event were 50. We are reporting thesenumbers for the first time and we have also set an ambitious goal
to reach 600 total volunteer hours by the end of 2025.

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Introduction

Sustainable e-mobility

Trust and equity
The third pillar of our sustainability strategy focuses on trust andequity. It includes commitments and actions focused on people, i.e.
again the social aspect of ESG. This time it is all about people
outside of the company - our customers and end-users (EV drivers)- and their confidence in AMPECO’s product and AMPECO as acompany. We address this from multiple directions
enable equitable access to EV charging through our produc
ensure the transparency and security of data on AMPECO’s
platform to align with stringent ethical standard
uphold ethical business practices across the board

People and community

Trust and equity

GovernanceAppendix

Equitable EV charging
Cybersecurity
Business ethics
Ethical operations
Ethical Supply chain27

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Equitable EV charging
We develop the AMPECO charge point management system among
other things as an instrument to influence and solve existing social
issues like inequality, underrepresentation, inaccessibility, etc.
Driving a global climate effort and showing an ambition to electrify
road transport as much as possible is not realistic, unless everyone
is included, especially vulnerable, segregated groups andcommunities, ones under economic pressure, discriminated against
by urban planning and others. Of course, solving these issues would
require a huge effort by a number of involved parties from thepublic or private sector. In all cases, we try to proactively play ourpart. 

From our perspective, we can positively impact these issues
through equitable access to EV charging. We enable our customers,
the charge point operators, to do this through the following
features of the AMPECO charge point management platform:
multiple payment options making it quick and easy to start andfinish a charging sessio
multilingual support, with AMPECO’s platform configurable in
37+ language
accessibility features for disabled persons including dynamic
fonts, tailored color contrasts, text-to-speech, two-factor
authentication, and email login option
customizable tariffs that allow CPOs to prioritize user groups
according to their needs

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Cybersecurity

People and community

Trust and equity

Governance

AMPECO has implemented a comprehensive set of security controls
and follows industry best practices to protect customer andAppendixBusiness ethics

consumer data and help our clients fulfill data privacy obligations
As digitalization takes hold of all kinds of processes in our daily
lives, ensuring that sensitive data is safe and the overall cybersecurity of digital tools is an ever growing concern. EV charging is
no exception. 

Ensuring intended handling of sensitive and personal data, as well
as mitigating the risks of infrastructure breaches, leaks and data
misuse throughout the whole EV charging process is an aspect
where the charge point management system plays a key role. At
AMPECO we manage this by having implemented robust
information security practices, supported by a certified
Information Security Management System. We are proud holders ofworldwide. We continuously improve our secure softwaredevelopment lifecycle and perform security reviews to guaranteerisks and vulnerabilities have been identified and mitigated forsuccessful and seamless integrations.

Information Security has become a traditional criterion in company

A key element to building and maintaining the trust of ourcustomers, EV drivers, AMPECO employees, investors and otherstakeholders is through doing business in an ethical way. We
concentrate our efforts on two areas in this matter: our operations
and our supply chain.

sustainability certification and rating systems like B Corp and
EcoVadis. In both cases AMPECO has fared very well in this area,
further underscoring how comprehensive our performance is. 

Learn more about AMPECO’s information security approach andcertifications at: https://www.ampeco.com/ev-charging-platform/
security/certificates ISO 27001:2013, ISO 27017:2015, ISO 27018:2019 andISO 27701:2019. In 2024, we are also on track to undergo the strict
SOC2 Type II assessment43, as well as to enhance our security
monitoring with a state-of-the-art endpoint detection & response
service.

29Introduction

Sustainable e-mobility

Ethical operations
Ethical operations
AMPECO employees are bound to uphold the norms put forth in our
Code of Conduct (CoC).44 These are all the people that build
AMPECO’s product, sell it, support our customers, participate inindustry regulatory influencing efforts, pitch to potential investors,
etc. The CoC contains guidelines on a number of topics, by which
employees must abide in all these and other actions
Harassment and discriminatio
Freedom of associatio
Confidentialit
PrivacConflict of interes
Bribery and corruptio
Money launderin
Fair competitio
Responsible accountin
Fair marketin
Many more

We take any non-compliance and deviation from these internal
rules very seriously. In case of violation of any guidelines or legal
requirements, we have established a process that allows internaland external stakeholders to report concerns anonymously. This
ensures that there is a thorough and fair investigation process anddue follow-up with all parties involved. All of the guidelines in thismatter, process description and the actual way to report a concern
are detailed in AMPECO’s Whistleblower policy50, which is an
essential part of our Code of Conduct.44

People and community

Trust and equity

GovernanceAppendix

To ensure that we maintain and improve as much as possible overtime, we have set company goals to train 100% of employees on
business ethics (alongside overall sustainability and information
security) every year, as well as investigate and close 100% of cases
coming through the Whistleblower process.

Human Rights
Our commitment to human rights reflects our values as a company
and our belief in the importance of conducting business in a
responsible and ethical manner. We are proud to be a company that
upholds and promotes human rights and we will continue to work toensure that our practices and operations reflect this commitment.
We recognize and respect the fundamental human rights of all
individuals. We believe that respect for human rights is essential to
our business success and our responsibility to society.

Both in terms of our operations, as well as our supply chain (seesubsequent section), we uphold principles that cover numerous
human rights aspects (see bullet points to the left), which arealigned with leading global guidelines and standards, such as: UN
Guiding Principles on Business and Human Rights45, ILO
Declaration on Fundamental Principles and Rights at Work46, theUN Universal Declaration of Human Rights47, the Responsible
Business Alliance’s Code of Conduct48 and others.

AMPECO Trust and Equity goal: train 100% of
employees on sustainability, business ethics andinformation security every year.

30Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Ethical supply chain
Although AMPECO’s supply chain is not as extensive or complex as
those of companies producing physical products, we firmly believe
in leveraging our purchasing power and decision-making processes
to promote good employment practices and maximize our positive
impact on society. The importance of supplier engagement is a
growing trend worldwide and especially in Europe and North
America, where it is emphasized by recent and emerging
sustainability reporting regulatory requirements. 

To govern this aspect, AMPECO has established a Supplier Code of
Conduct49 as a policy and set of guidelines that we ask our
suppliers to meet. All our suppliers meeting a certain spend
threshold are required to follow these guidelines. We use theSupplier CoC at an early stage of our due diligence process for new
suppliers and also perform an annual due diligence for our existingones to ensure the level of compliance is high. 2023 is the first year
in which we have fully created, expanded and taken advantage ofthese new processes.

All AMPECO suppliers must commit to and abide by our
Supplier Code of Conduct.

31

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Governance model

Governance

Stakeholder engagement
External verification and transparency

32

Introduction

Sustainable e-mobility

Governance model

Governance model

People and community

Trust and equity

Governancei

Gr evance

AMPECO policies

A robust governance process inevitably includes a mechanism to

In support of the mentioned good governance practices, AMPECO

handle voiced concerns from stakeholders on business ethics.

has established a set of policies that either govern some of the

AMPECO’s procedure is covered by our Whistleblower policy50,

aspects of the Sustainability Strategy or complement it. To ensure

which implements an internal reporting or alerting system for
We recognize the importance of a solid governance approach toachieving goals and ensuring consistency over time. The ESG

Appendix

employees, contractors, or third-party vendors to report concerns
without fear of retribution.

these policies are implemented, respective processes have been put
in place through cross-departmental collaboration. You can findthese policies listed in the Appendix to this report.

concept strongly emphasizes this - dedicating one of the threeletters in the abbreviation to it. 

The procedure guarantees that each case is handled confidentiallyand investigated independently, with a follow-up provided to the

One of the key challenges that a company could face when setting

requestor to ensure transparency and resolution.

and implementing their sustainability strategy is rallying support
for it on a company level, as well as securing sufficient internalfunding to scale efforts for significant impact. 

EV charging regulatory compliance

At AMPECO, we have put a robust governance model in place,

AMPECO, through both its operations and charging management

which ensures that sustainability aspects are considered on parplatform, complies with all existing laws and financial regulations inwith other core aspects of our business strategy. 

EV charging across all geographies where our clients operate. 

Compliance with EV charging regulations is a core aspect of our

AMPECO’s CEO is the chief steward of the company’s sustainability

business and we have a team in place dedicated to tracking,strategy, responsible for endorsing the company’s priorities andinfluencing and implementing regulations to ensure that AMPECO

overseeing their implementation and performance. The Board ofand its products are compliant and stay ahead of the regulatory

Directors reviews the strategy’s direction regularly and provides

curve. AMPECO has contributed to numerous public consultations

external perspective, guidance and feedback, which often help fineand regulatory filings in Europe and in North America in the processtune the company’s ESG approach. Further down the hierarchyof shaping major EV charging legislation. 

ladder, AMPECO has appointed a Head of Sustainability, who setscompany goals and strategy and is accountable for the

AMPECO’s Regulatory Intelligence team has developed an internal

implementation of the latter. All the programs that are part of it are

database with all applicable laws to our product and to our clients’

being managed by AMPECO’s sustainability team, which works very

operations across all key markets. The team also offers advisory

closely with key functions that support the implementation, like theservices to clients on how to achieve compliance using our

HR, Product, Legal and Finance teams, as well as the cross-platform. This also extends to product requirements towards

functional People and Culture Committee.

receiving government funding in geographies where such isavailable.

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Introduction

Sustainable e-mobility

Stakeholder engagement
At AMPECO we view our stakeholders as an invaluable source of
insights, as well as providing us amazing opportunities for synergy
and collaboration. With different intensity, depending on thestakeholder type, we engage with our employees, investors,
suppliers, NGOs, public policymakers, industry associations, experts
and others. 

Given the stage of development of the e-mobility industry,
government bodies and regulators have an outsized influence overits growth. Through the industry bodies and initiatives weparticipate in, like the Open Charge Alliance51, EV Roaming
Foundation52, CharIN53, ChargeX Consortium54, OpenADR Alliance55,
Smart Electric Power Alliance56, Forth Mobility57, AVERE France58,
SmartEN59 and more, we make sure we participate in the dialogue
and drive the development of our product and the EV charging
market overall. We regard these industry forums as one of the best
ways to leverage collective resources and expertise to advance the
EV charging sector. 

Our collaborations within these organizations have enabled us to
identify major challenges in the EV charging market - especially in
the ESG areas of charger reliability and grid integration. As a result,
we have contributed to regulatory initiatives that aim to offer asolution.

People and community

Trust and equity

GovernanceA couple of notable examples:

At a global scale, the Open Charge Alliance and the EV Roaming
Foundation are the bodies developing OCPP & OCPI respectively.
AMPECO actively participates in Working Group discussions on
shaping the capabilities of these vital protocols for our industry.

In the US, AMPECO participates in the government-initiated
ChargeX consortium which has developed guidelines on topics suchas charging reliability and handling of payment processing. We also
co-authored a report with other market players on maximizing grid
benefits and customer satisfaction from managed charging
programs in the United States.60 Appendix

AMPECO co-authored a report with other market players
part of the Smart Electric Power Alliance (SEPA) on
maximizing grid benefits and customer satisfaction frommanaged charging programs in the United States.

In Bulgaria, where AMPECO is headquartered, we support the
Bulgarian Entrepreneurial Organization (BESCO)61 to help influence
better business climate and conditions for the start-up ecosystems
to succeed and thrive. 

Beyond all this, we aim to inspire climate action across our
stakeholder base. In 2023, we supported or collaborated on thefollowing initiatives, some of which NGO-led: Global Renewables
Alliance21, SME Climate Hub20, Greentech Alliance10, Tech Zero19 and
The Climate Pledge22.

When it comes to supporting our communities and making a
positive social impact some of AMPECO’s 2023 fixtures include:
Gorata.bg39, Bulgaria Innovation Hub40, Entrepreneurs in class41,
Telerik School Academy42. The majority of them are focused on
education and entrepreneurship and have been covered in moredetail in the People chapter of this report.

34

Introduction

Sustainable e-mobility

External verification andtransparency
External verification
Third-party verification is essential for the credibility of our efforts
in front of our stakeholders. AMPECO ensures that behind every
claim we make there is solid verifiable information and we ensurethat third parties verify a substantial part of our performance. 

To a different extent, all of the schemes below cover some part ofour sustainability performance:
B Corp - certifiers from B Lab Europe verified our performancein 5 key ESG areas (see the External Recognition section for
more detail
EcoVadis - we achieved this rating after undergoing an
independent external assessment in 4 key ESG areas (moredetails in the External Recognition section
Workplace health and safety - our office environment is subject
to standard regular external audits (e.g. electric safety, indoor
air quality, lighting etc.) and we have scheduled a certification
to ISO14001 in 2024.
The digital safety of our company, product and customers is
ensured through our Information Security Management System(ISMS) audits, penetration tests and other processes (see theInformation Security section for more detail )People and community

Trust and equity

GovernanceAppendix

Transparency
Internally at AMPECO, transparency is one of the 5 core company
values and we follow it when communicating with external
stakeholders, as well. We aim to be highly transparent in ourreporting on sustainability initiatives, goals, and progress. 

In this report we provide a lot of data and we make many claims.
We provide as much context as possible on each of them, ensuringthat they are based on recognized standards and scientificprinciples. The topics covered in the AMPECO 2023 Sustainability
Report are mapped against internationally recognizedsustainability standards, frameworks and guidelines - see the
Appendices section below for more detail.

Basic details about AMPECO can be found on our profile in the EU
Transparency Register.62

35Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Appendix36

Introduction

Sustainable e-mobility

About this report
Reporting scopeThis report covers AMPECO Inc., AMPECO Ltd. and all its otherentities in different geographies, where the company is present,
and the data in it represents 100% of AMPECO’s revenue. The
reporting period is the calendar year 2023 (01.01.2023-31.12.2023),
which is also AMPECO’s financial year.
Material topics selection

The topics that we cover in the report are selected based on theirsignificance in terms of impact to AMPECO and AMPECO’s impact
on them. The selection process has generally been informed by thefollowing:
AMPECO’s 2022 Materiality Assessment and the rated material
topics identified within it
Topics of significance identified by international standards, suchas the Global Reporting Initiative, United Nations’ Sustainable
Development Goals Index, Task Force on Climate-related
Financial Disclosures and others.

People and community

Trust and equity

GovernanceAppendix

Forward looking statements
This report contains forward-looking statements based on current
expectations and assumptions that involve risks and uncertainties.
If the risks or uncertainties ever materialize or the assumptions
prove incorrect, they could affect the business operations andresults of AMPECO. This includes the sustainability-related goals wehave set and described in this document.

Content authenticity statement
For the sake of authenticity and expressing ourselves just the way
we are, no AI-powered text generation and editing tools have beenused in the preparation of this report.

Feedback
We are open to any type of feedback related to the contents anddata included in this AMPECO 2023 Sustainability Report. Pleaseshare your thoughts by sending an email tosustainability@ampeco.com

Assurance
AMPECO is responsible for the quality of the data and content inthis report. Our 2022 and 2023 carbon accounting approaches andcalculations have been verified by Plan A, whose SaaS platform weused to perform this task.

37

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Data tables
2022

2023

Carbon Footprint (Scopes 1-3)

Waste
Non-hazardous waste, tonnes
Electric commuting

2022

2023

0.76

1.13

10

16

7669

15089

0.29

0.31

Not tracked

160

GHG emissions from operations (tonnes CO2e)

235

471

GHG emissions intensity (tonnes CO2e/million EUR of revenue)

90.2

98.2

GHG emissions intensity (tonnes CO2e/employee)

4.28

5.81

Scope 10.9

1.3

Fugitive emissions

0.9

1.3

Community giving and volunteerism
Charity cash contributions, EUR
Charity cash contributions, % of revenue

Scope 2 (location-based method)

6.3

19.2

Employee volunteer hours

Purchased electricity

3.3

12.3

Our employees

Purchased heat

3

7

Women

10

23

Scope 3

228.3

450.6

Men

54

79

Purchased goods and services (Category 1)

140.4

262.4

Non-binary

00Fuel and energy-related activities (Category 3)

1.2

4.3

Women in C-level positions, %20

20

Waste generated in operations (Category 5)

0.2

0.3

Employee retention rate, %

85.2

93.2

Business travel (Category 6)

44

112.7

Global new-hires

N/A

60

Employee commuting (Category 7)

22.3

28.7

Physiological and psychological incidents from company operations, #00Use of sold products (category 11)

20.2

42.3

Employee satisfaction, %

94%

100%

Employee attrition, %

12.3

1.1

GHG emissions by scope (tonnes CO2e)

Water footprint (m3)

GHG emissions saved through electric commuting, tonnes CO2e

Water withdrawal in AMPECO operations

84

196

Employees covered with healthcare,%

100

100

Water intensity (per employee)

1.5

2.4

Whistleblower cases of discrimination or harassment incidents, #00Employees trained on sustainability, %87

Employees trained on sustainability information security, %

N/A
N/A
N/A

4.8/5

Energy (MWh)Energy use in operations

22.56

63.59

Energy intensity (MWh/million EUR of revenue)

8.64

13.25

Our customers

Electricity (purchased)

7.85

29.17

Average customer satisfaction

District colling and heating (purchased)

14.71

34.42

98

38

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Materiality assessment

AMPECO performed its first Materiality assessment
back in 2022 to determine and rank material topics
through surveying employees and other external
stakeholders. We did not perform a different one in
2023, as we consider the current one still relevant.

39

Introduction

Sustainable e-mobility

People and community

Trust and equity

Appendix

GovernanceIndex of topics: 

Sustainable Development Goals (SDG)

Goal 2: End hunger, achieve food security

Goal 1: End poverty in all its forms

and improved nutrition and promoteeverywhere sustainable agriculture

AMPECO’s actions: 

AMPECO’s actions: 

Community Engagement

Goal 3: Ensure healthy lives and promote

Goal 4: Ensure inclusive and equitablewellbeing for all at all ages quality education and promote lifelong
learning opportunities for all AMPECO’s actions: 

Employees: Wellbeing; Employees: Health

AMPECO’s actions: 

and Safety; Electric commuting;Community Engagement;

Goal 7: Ensure access to affordable,
reliable, sustainable and modern energy
for all No major programs at this time

Goal 6: Ensure availability and sustainable
Goal 5: Achieve gender equality andmanagement of water and sanitation for

empower all women and girls

all AMPECO’s actions: 

AMPECO’s actions: 

Employees: Diverse and inclusive workplace;

Other operational environmental impacts:

Water management;sustainable economic growth, full and

9: Build resilient infrastructure, promote
inclusive and sustainable industrialization

Goal 1 :productive employment and decent work forand foster innovation among countries 

AMPECO’s actions: 

AMPECO’s actions: 

AMPECO’s actions: 

Sustainable e-mobility: Product

Equitable E

Employees: Diverse and inclusive workplace;environmental features; Equitable E

Employees: Wellbeing;

charging;

Goal 12: Ensure sustainable consumption

Goal 13: Take urgent action to combat

Goal 14: Conserve and sustainably use theand production patterns

climate change and its impacts

oceans, sea and marine resources for

Goal 8: Promote sustained, inclusive andGoal

0 Reduce inequality within andall AMPECO’s actions: 

Sustainable e-mobility: Productenvironmental features;

Goal 11:Make cities and human settlements

inclusive, safe, resilient and sustainable V

V charging; Employees: Diverse

and inclusive workplace;sustainable development 

AMPECO’s actions: 

AMPECO’s actions: 

AMPECO’s actions: 

Sustainable e-mobility: Supply chain

Sustainable e-mobility: Product

AMPECO’s actions: environmental impacts

environmental features; Electric commuting;No major programs at this time

Goal 15: Protect, restore and promote

Goal 16: Promote peaceful and inclusive

Goal 17: Strengthen the means ofsustainable use of terrestrial ecosystems,societies for sustainable development,

implementation and revitali e the global

sustainably manage forests, combat

provide access to justice for all and build

partnership for sustainable development deserti cation, and halt and reverse land

effective, accountable and inclusive

degradation and halt biodiversity loss institutions at all levels 

Sustainable e-mobility: Productenvironmental features; Equitable E

Vcharging;fiz

AMPECO’s actions: 

Sustainable e-mobility: Commitments;

AMPECO’s actions: 

AMPECO’s actions: 

Sustainable e-mobility: Supply chain

Community engagement;

Stakeholder engagement;

environmental impacts

40

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: Global Reporting Initiative (GRI)
Disclosure

Location

GRI 2: General disclosures
2-1 Organizational details

AMPECO in numbers

Disclosure

Location

2-17 Collective knowledge of the highest
governance body

Not covered in report2-18 Evaluation of the performance ofthe highest governance bodyNot disclosed - confidential information

2-19 Remuneration policies

Not disclosed - confidential information

Disclosure

Location

GRI 203: Indirect Economic Impacts
3-3 Management of material topics

Not covered in report203-1 Infrastructure investments andservices supported

Community engagement
Equitable EV charging

2-2 Entities included in the organization’ssustainability reporting

About this report

2-3 Reporting period, frequency andcontact point

About this report2-20 Process to determine remuneration

Not disclosed - confidential information

203-2 Significant indirect economic
impacts

2-4 Restatements of information

Company carbon footprint

2-21 Annual total compensation ratio

Not disclosed - confidential information

GRI 205: Anti-corruption

2-5 External assurance

About this report, External verification

Sustainability strategy

3-3 Management of material topics

Ethical operations; Ethical supply chain;

2-6 Activities, value chain and otherbusiness relationships

2-22 Statement on sustainable
development strategy

Stakeholder engagement

2-23 Policy commitments

Policies and standards

205-1 Operations assessed for risks
related to corruption

No actions in 2023;

2-7 Employees

Employees, Data tables

2-24 Embedding policy commitments

Governance

Ethical operations; Ethical supply chain;

2-8 Workers who are not employees

Not applicable2-25 Processes to remediate negative
impacts

205-2 Communication and training aboutanti-corruption policies and procedures

GovernanceGrievance

2-26 Mechanisms for seeking advice andraising concerns

205-3 Confirmed incidents of corruption
and actions taken

Grievance

2-9 Governance structure andcomposition

Governance

2-10 Nomination and selection of thehighest governance body

Not covered in report

Regulatory compliance2-11 Chair of the highest governancebody

2-27 Compliance with laws andregulations

Not disclosed - confidential information

2-28 Membership associations

Stakeholder engagement

2-12 Role of the highest governance bodyin overseeing the management of
impacts

Governance2-29 Approach to stakeholder
engagement

Stakeholder engagement

2-13 Delegation of responsibility for
managing impacts

2-30 Collective bargaining agreements

Ethical operations, Ethical supply chain

Governance

2-14 Role of the highest governance body Governancein sustainability reporting
2-15 Conflicts of interest

Grievance

2-16 Communication of critical concerns

Ethical operations, Ethical supply chain

GRI 3: Material topics

GRI 301: Materials
3-3 Management of material topics

Not applicable - AMPECO does not
manufacture physical products301-1 Materials used by weight or volume

Not applicable - AMPECO does not
manufacture physical products301-2 Recycled input materials used

Not applicable - AMPECO does not
manufacture physical products301-3 Reclaimed products and theirpackaging materials

Not applicable - AMPECO does not
manufacture physical products

3-1 Process to determine material topics

Materiality assessment

GRI 302: Energy

3-2 List of material topics

Materiality assessment

3-3 Management of material topics

Other operational environmental impacts

302-1 Energy consumption within theorganization

Data tables

41

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: Global Reporting Initiative (GRI) - continued
Disclosure

Location

Disclosure302-3 Energy intensity

Data tables

GRI 305: Emissions

302-4 Reduction of energy consumption

Other operational environmental impacts

3-3 Management of material topics

Company carbon footprint

302-5 Reductions in energy requirements
of products and services

Supply chain environmental impacts,
Product environmental features

305-1 Direct (Scope 1) GHG emissions

Company carbon footprint, Data tables

305-2 Energy indirect (Scope 2) GHG
emissions

GRI 303: Water and Effluents

Location

Disclosure

Location308-1 New suppliers that were screenedusing environmental criteria

Ethical supply chain

GRI 401: Employment
3-3 Management of material topics

Employees

Company carbon footprint, Data tables

Data tables

305-3 Other indirect (Scope 3) GHG
emissions401-1 New employee hires and employee
turnoverCompany carbon footprint, Data tables

Employee wellbeing

3-3 Management of material topics

Other operational environmental impacts

303-1 Interactions with water as a sharedresource

Other operational environmental impacts

305-4 GHG emissions intensity

Company carbon footprint, Data tables

401-2 Benefits provided to full-time
employees that are not provided totemporary or part-time employees

303-2 Management of water dischargerelated impacts

Other operational environmental impacts

305-5 Reduction of GHG emissions

Climate transition plan

GRI 402: Labor/Management Relations

303-3 Water withdrawal

Not covered in report305-6 Emissions of ozone-depleting
substances (ODS)

3-3 Management of material topics

Not covered in report303-4 Water discharge

Not covered in reportCompany carbon footprint - indirectly
covered through Scope 1 emissions
reporting402-1 Minimum notice periods regarding
operational changes

Not covered in report303-5 Water consumption

Other operational environmental impacts

GRI 304: Biodiversity
3-3 Management of material topics

Not applicable - our operations do nothave impacts on biodiversity

304-1 Operational sites owned, leased,managed in, or adjacent to, protectedareas and areas of high biodiversity
value outside protected areas

Not applicable - our operations do nothave impacts on biodiversity304-2 Significant impacts of activities,
products and services on biodiversity

Not applicable - our operations do nothave impacts on biodiversity304-3 Habitats protected or restored

Community engagement304-4 IUCN Red List species and national Not applicable - our operations do notconservation list species with habitats in have impacts on biodiversity
areas affected by operations

GRI 306: Waste
3-3 Management of material topics

Other operational environmental impacts

306-1 Waste generation and significant
waste-related impacts

GRI 403: Occupational Health and Safety
3-3 Management of material topics

Employees, Health and safety

Other operational environmental impacts

Not applicable306-2 Management of significant wasterelated impacts

403-1 Occupational health and safety
management system

Not covered in report

Health and safety306-3 Waste generated

Other operational environmental impacts

403-2 Hazard identification, risk
assessment, and incident investigation

306-4 Waste diverted from disposal

Not covered in report403-3 Occupational health services

Health and safety306-5 Waste directed to disposal

Not covered in report403-4 Worker participation, consultation,and communication on occupational
health and safety

Health and safety403-5 Worker training on occupational
health and safety

Health and safety403-6 Promotion of worker health

Employees, Health and safety

GRI 308: Supplier Environmental Assessment
3-3 Management of material topics

Supply chain environmental impacts,
Ethical supply chain

42

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: Global Reporting Initiative (GRI) - continued
Disclosure

Location

Disclosure403-7 Prevention and mitigation ofoccupational health and safety impacts
directly linked by business relationships

Employees, Health and safety

407- Operations and suppliers in which
the right to freedom of association andcollective bargaining may be at risk403-9 Work-related injuries

Grievance

GRI 408: hild Labor

Location

1

C

GRI 404: Training and Education
3-3 Management of material topics

Health and safety, Employee wellbeing,
Other operational environmental
impacts, Virtual office stewardship policy

408- Operations and suppliers at
significant risk for incidents of child labor404- Average hours of training per year
per employeeD

ata tables

GRI 409: orced or o pulsor Labor

404- Programs for upgrading employee
skills and transition assistance programs
2404-3 Percentage of employees receiving
regular performance and careerdevelopment reviews
GRI 40 : iversit and E ual pportunit
5

D

y

q

O

3-3 Management of material topics

ot covered in report

5 1 D

N

m

ot covered in reportN409- Operations and suppliers at
significant risk for incidents of forced orcompulsory labor

Ethical operations, Ethical supply chain,
Human Rights

D

iverse and inclusive workspace

Community engagement

4 3- Operations with local community
engagement, impact assessments, anddevelopment programs

Community engagement

1A

3-3 Management of material topics

Ethical supply chain

40 - Incidents of discrimination andcorrective actions taken

Grievance, ata tables, Goals andprogress

4 4- ew suppliers that were screenedusing social criteria

Ethical supply chain

6 1

m

D

of ssociation and ollective argainingA

3-3 Management of material topicsy3-3 Management of material topics

Customer satisfation, Cybersecurity

4 - Assessment of the health andsafety impacts of product and service
categories

Cybersecurity

GRI 418: usto er Privac
Cmy

3-3 Management of material topics

Cybersecurity

4 8- Substantiated complaints
concerning breaches of customer privacy
and losses of customer data

Cybersecurity

1m

Ethical operations, GrievanceFmunities

3-3 Management of material topics

7

C

GRI 414: Supplier Social ssess entm

GRI 40 : reedo

6mm

3-3 Management of material topics
1

GRI 41 : usto er Health and Safet

1

Ethical operations, Ethical supply chain,
Human Rights

Civerse and inclusive workspace

Ethical operations, Ethical supply chain,
Human Rights

3-3 Management of material topics

GRI 413: Local oyEthical operations, Ethical supply chain,
Human Rightsy1

GRI 40 : on-discri ination
6

C

N

D

40 - iversity of governance bodies andemployees

1

F

Location

16 1

3-3 Management of material topics

1

Ethical operations, Ethical supply chain

Disclosure

C

B

Ethical operations, Ethical supply chain

1

1 N

GRI 41 : Public Polic
5y

3-3 Management of material topics

Stakeholder engagement

4 - Political contributions

N

15 1

ot applicable43

Introduction

Sustainable e-mobility

People and community

Index of topics: Sustainability AccountingStandards Board (SASB)

Trust and equity

Governance

Topic

MetricCode

Discosure or location

Data Security(1) Number of data breaches,(2) percentage that are
personal data breaches, (3)number of users affected

TC-SI-230a.1

Not included in report

Description of approach toidentifying and addressing
data security risks, including

use of third-party
cybersecurity standards

TC-SI-230a.2

Cybersecurity

Percentage of employees that
require a work visa

TC-SI-330a.1

Not disclosed - confidential

Employee engagement as apercentage

TC-SI-330a.2

Employees, Data tables

Percentage of (1) gender and(2) diversity grouprepresentation for (a) executive

management, (b) nonTC-SI-330a.3
executive management, (c)technical employees, and (d) allother employees

Diverse and inclusive
workspace, Data tables

Total amount of monetarylosses as a result of legal
proceedings associated with

anti-competitive behaviour
regulations

TC-SI-520a.1

Not applicableissues and (2) service
disruptions; (3) total customer

downtime

TC-SI-550a.1

Not included in report

Description of business
continuity risks related todisruptions of operations

TC-SI-550a.2

Not included in report(1) Number of licences orsubscriptions, (2) percentage

cloud-based

TC-SI-000.A

AMPECO in numbers(1) Data processing capacity,(2) percentage outsourced

TC-SI-000.B

Not included in report(1) Amount of data storage, (2)percentage outsourced

TC-SI-000.C

Not included in report

Below topics are part of the “Software & IT Services” SASB standard
Topic

MetricCode

Discosure or location

Environmental Footprint ofHardware Infrastructure(1) Total energy consumed,(2) percentage grid electricity
and(3) percentage renewable

TC-SI-130a.1

Data tables(1) Total water withdrawn, (2)total water consumed;
percentage of each in regionswith High or Extremely HighBaseline Water Stress

Data Privacy & Freedom ofExpression

TC-SI-130a.2

environmental impacts, Data
tables

TC-SI-130a.3

Supply chain environmental
impacts

Description of policies andpractices relating to targeted
advertising and user privacy

TC-SI-220a.1

Not included in report

Number of users whose

information is used forsecondary purposes

Total amount of monetarylosses as a result of legal
proceedings associated withuser privacy(1) Number of law enforcement
requests for user information,(2) number of users whose
information was requested,(3) percentage resulting in
disclosure

TC-SI-220a.2

TC-SI-220a.3

TC-SI-220a.4

Not applicableNot applicableIntellectual Property
Protection & Competitive
Behaviour

Managing Systemic Risks
from Technology Disruptions

Not included in report

Activity metrics

List of countries where coreproducts or services are
subject to government required TC-SI-220a.5
monitoring, blocking, content

filtering, or censoring

Recruiting & Managing a
Global, Diverse & Skilled
Workforce

Other operational

Discussion of the integration ofenvironmental considerations
into strategic planning for data
centre needs

Not included in report

Appendix

information

Number of (1) performance

44

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: Task Force on Climate-related Disclosures (TFCD)
Topic

Disclosure focus area

Disclosure

Location

Governance

Disclose the organization’s

governance around climaterelated risks and opportunities.

a) Describe the board’s oversight of climate-related risks andopportunities.

Governanceb) Describe management’s role in assessing and managing climaterelated risks and opportunities

Governancea) Describe the climate-related risks and opportunities theorganization has identified over the short, medium, and long term

Climate Transition Planb) Describe the impact of climate-related risks and opportunities on
the organization’s businesses, strategy, and financial planning

Climate Transition Planc) Describe the resilience of the organization’s strategy, taking into
consideration different climate-related scenarios, including a

2°C or lower scenario.

Not covereda) Describe the organization’s processes for identifying andassessing climate-related risks.

Climate Transition Planb) Describe the organization’s processes for managing climaterelated risks.

Governancec) Describe how processes for identifying, assessing, and managing
climate-related risks are integrated into the organization’s

overall risk management.

Not covereda) Disclose the metrics used by the organization to assess climaterelated risks and opportunities in line with its strategy and risk

management process.

Climate Transition Planb) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3
greenhouse gas (GHG) emissions, and the related risks.

Company carbon footprint, Data tablesc) Describe the targets used by the organization to manage
climate-related risks and opportunities and performance against

targets.

Carbon goals and transition plan

Strategy

Riskmanagement

Metrics andtargets

Disclose the actual and potential

impacts of climate-relatedrisks and opportunities on theorganization’s businesses,

strategy, and financial planning.

Disclose how the organization

identifies, assesses, and manages

climate-related risks.

Disclose the metrics and targets

used to assess and manage

relevant climate-related risks and opportunities

45

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: Task Force on Climate-related Disclosures (TFCD) - continued
Topic

Disclosure focus area

Disclosure

Location

Cross Industry,

Climate-Related

Metrics

Disclose the metrics and targets

used to assess and manage

relevant climate-related risks

and opportunities where suchinformation is material

GHG Emissions:Absolute scope 1, scope 2 and scope 3; emissions intensity

Company carbon footprint, Data tables

Transition Risks:

Amount and extent of assets or business activities vulnerable totransition risks.

Climate Transition Plan

Physical Risks:

Amount and extent of assets or business activities vulnerable tophysical risks.

Climate Transition PlanO

Climate-Related pportunities:

Proportion of revenue, assets, or other business activities alignedwith climate-related opportunities.

Climate Transition Plan

Capital Deployment:

Amount of capital expenditure, nancing, or investment deployed
toward climate-related risks and opportunities.

Climate Transition Plan

Internal Carbon Prices:

Price on each ton of GHG emissions used internally by anorgani ation.

Not applicable

Remuneration:

Proportion of executive management remuneration linked toclimate considerations.

Not applicable

fi

z

46

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: EU Corporate Sustainability Reporting Directive (CSRD)
ESRS

Requirement

Code

Disclosure or location

ESRS E1 Climate change

Transition plan for climatechange mitigation

E1-1

Climate goals and transition
plan, Climate transition plan

Policies related to climatechange mitigation andadaptation

E1-2

Sustainability strategy, Climatetransition plan

Actions and resources inrelation to climate change
policies

E1-3

Climate transition plan

E1-4

Climate goals and transition
plan, Climate transition plan

Targets related to climatechange mitigation andadaptation
Energy consumption and mix

E1-5

Data tables

Gross Scopes 1, 2, 3 and Total
GHG emissions

E1-6

Company carbon footprint,
Data tables

GHG removals and GHG
mitigation projects financed
through carbon credits

E1-7

Not applicable

Internal carbon pricing

E1-8

Not applicable

Anticipated financial effects
from material physical andtransition risks and potential
climate-related opportunities
ESRS E2 Pollution

E1-9

Climate transition plan

ESRS

ESRS E3 Water and marine
resources

ESRS E4 Biodiversity andecosystems

Requirement

Code

Disclosure or location

Substances of concern andsubstances of very highconcern

E2-5

Not applicable

Anticipated financial effects
from pollution-related impacts,
risks and opportunities

E2-6

Not included in report

Policies related to water andmarine resources

E3-1

Not included in report

Actions and resources related
to water and marine resources

E3-1

Water management

Targets related to water andmarine resources

E3-2

Not included in report

Water consumption

E3-3

Water management, Data
tables

Anticipated financial effects
from water and marine
resources-related impacts,
risks and opportunities

E3-4

Not included in report

Transition plan andconsideration of biodiversity
and ecosystems in strategy
and business model

E4-1

Not applicable

Policies related to biodiversity
and ecosystems

E4-2

Not applicable

Policies related to pollution

E2-1

Not included in report

Actions and resources related
to pollution

E2-2

Air pollution management,
Electric commuting

Actions and resources related
to biodiversity and ecosystems

E4-3

Not applicableTargets related to pollution

E2-3

Air pollution management,
Electric commuting

Targets related to biodiversity
and ecosystems

E4-4

Not applicable

Pollution of air, water and soil

E2-4

Air pollution management,
Electric commuting

Impact metrics related tobiodiversity and ecosystems
changeE4-5

Community engagement

47

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: EU Corporate Sustainability Reporting Directive (CSRD) - continued
ESRS

Requirement
Anticipated financial effects
from biodiversity andecosystem-related risks andopportunities

ESRS E5 Resource use andcircular economy

Policies related to resource use
and circular economy
Actions and resources related
to resource use and circular
economyTargets related to resource use
and circular economy
Resource inflows

Resource outflows
Anticipated financial effects
from resource use and circular
economy-related impacts, risks
and opportunities

ESRS S1 Own workforce

Policies related to own
workforce

Processes for engaging withown workers and workers’
representatives about impacts

Code

Disclosure or location

E4-6

Not applicable - AMPECO does
not manufacture physicalproducts

E5-1

Not applicable - AMPECO does
not manufacture physicalproducts

E5-2

Not applicable - AMPECO does
not manufacture physicalproducts

E5-3

Not applicable - AMPECO does
not manufacture physicalproducts

E5-4

Not applicable - AMPECO does
not manufacture physicalproducts

E5-5

Not applicable - AMPECO does
not manufacture physicalproducts

E5-6

Not applicable - AMPECO does
not manufacture physicalproducts

S1-1

S1-2

Sustainability strategy, Virtual
office stewardship policy,
Sustainable purchasing andhiring policy, Health, safety
and indoor environment quality
policy, Code of conduct
Ethical operations

ESRS

Requirement

Code

Disclosure or location

Processes to remediate
negative impacts and channels
for own workers to raise
concerns

S1-3

Grievance

Taking action on material
impacts on own workforce, andapproaches to mitigating
material risks and pursuingmaterial opportunities related
to own workforce, andeffectiveness of those actions

S1-4

Employees

Targets related to managing
material negative impacts,
advancing positive impacts,and managing material risks
and opportunities

S1-5

Employees

Characteristics of theundertaking’s employees

S1-6

Employees

Characteristics of nonemployee workers in theundertaking’s own workforce

S1-7

Not applicableCollective bargaining coverageand social dialogue

S1-8

Ethical operations

Diversity metrics

S1-9

Adequate wages

S1-10

Sustainable purchasing andhiring policy

Social protection

S1-11

Employees

Persons with disabilities

S1-12

Diverse and inclusive

workplace, Data tables

Diverse and inclusive

workplace48

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: EU Corporate Sustainability Reporting Directive (CSRD) - continued
ESRS

Requirement
Training and skills development
metrics

ESRS S2 Workers in the value
chain

Code

Disclosure or location

ESRS

Requirement

Code

Disclosure or location

S1-13

Health and Safety, Sustainablepurchasing and hiring policy,
Virtual office stewardshippolicy, Data tables

ESRS S3 Affected
communities

Policies related to affected
communities

S3-1

Sustainability Strategy

Processes for engaging withaffected communities about
impacts

S3-2

Community engagement,
Equitable EV charging

Processes to remediate
negative impacts and channels
for affected communities toraise concerns

S3-3Community engagement,
Equitable EV charging

Taking action on material
impacts on affected
communities, and approaches
to managing material risks andpursuing material
opportunities related toaffected communities, andeffectiveness of those actions

S3-4

Community engagement,
Equitable EV charging

Targets related to managing
material negative impacts,
advancing positive impacts,and managing material risks
and opportunities

S3-5

Not included in report

Policies related to consumers
and end-users

S4-1

Sustainability strategy

S4-2

Equitable EV charging,
Customer satisfaction - indirect
impacts only, as AMPECO is a
B2B company

S4-3

Equitable EV charging,
Customer satisfaction - indirect
impacts only, as AMPECO is a
B2B company

Health and safety metrics

S1-14

Health and Safety, Data tables

Work-life balance metrics

S1-15

Employee wellbeing

Compensation metrics (paygap and total compensation)

S1-16

Not disclosed - confidential
information

Incidents, complaints andsevere human rights impacts

S1-17

Grievance, Goals and progress,
Data tables

Policies related to value chain
workers

S2-1

Sustainability strategy, Ethicalsupply chain

Processes for engaging withvalue chain workers about
impacts

S2-2

Ethical supply chain

Processes to remediate
negative impacts and channels
for value chain workers to raise
concerns
Taking action on material
impacts on value chain
workers, and approaches tomanaging material risks andpursuing material
opportunities related to value
chain workers, andeffectiveness of those action
Targets related to managing
material negative impacts,
advancing positive impacts,and managing material risks
and opportunities

S2-3

Ethical supply chain, Grievance
ESRS S4 Consumers and endusers

S2-4

S2-5

Ethical supply chain

Not included in report

Processes for engaging with
consumers and end-users
about impacts
Processes to remediate
negative impacts and channels
for consumers and end-users toraise concerns

49Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Index of topics: EU Corporate Sustainability Reporting Directive (CSRD) - continued
ESRS

ESGS G1 Business conduct

Requirement

Code

Disclosure or location

Taking action on material
impacts on consumers andend-users, and approaches tomanaging material risks andpursuing material
opportunities related toconsumers and end-users, andeffectiveness of those actions

S4-4

Equitable EV charging,
Customer satisfaction - indirect
impacts only, as AMPECO is a
B2B company

Targets related to managing
material negative impacts,
advancing positive impacts,and managing material risks
and opportunities

S4-5

Not included in report

Corporate culture and Businessconduct policies

G1-1

Governance, Message from theCEO, Code of Conduct, Ethicaloperations

Management of relationships
with suppliers

G1-2

Ethical supply chain

Prevention and detection ofcorruption and bribery

G1-3

Grievance

Confirmed incidents ofcorruption or bribery

G1-4

Data tables

Political influence and lobbying
activities

G1-5

Stakeholder engagement

Payment practices

G1-6

Not included in report50

Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Policies and standards
AMPECO Sustainability Strategy

http://www.ampeco.com/sustainability-strategy

AMPECO Environmental Policy

http://www.ampeco.com/env-policy

AMPECO Health, Safety and Indoor Environment Quality Policy

http://www.ampeco.com/hsieq-policy

AMPECO Sustainable Purchasing and Hiring Policy

http://www.ampeco.com/purchasing-hiring-policy

AMPECO Virtual Office Stewardship Policy

https://www.ampeco.com/virtual-office-stewardship

AMPECO Code of Conduct

http://www.ampeco.com/code-of-conduct

AMPECO Supplier Code of Conduct

http://www.ampeco.com/supplier-coc

51Introduction

Sustainable e-mobility

People and community

Trust and equity

GovernanceAppendix

Glossary
AWS = Amazon web services

ICEV = Internal-combustion-engine vehicle

EV = Electric vehicle

ISO = International organization for standardization

B2B = Business-to-business KPI = Key performance indicators

CoC =Code of conduct

kW = Kilowatt

CPMS = Charge point management system

kWh = Kilowatt-hour

CPO = Charge point operator

NGO - Nongovernmental organization

CT = (Electric) current transformation

OHS = Occupational health and safety

DEI = Diversity, equity and inclusion

PV = Photovoltaic

DLM = Dynamic load management

SaaS = Software-as-a-service

ESG = Environmental, social and governance

SME = Small and medium enterprise GHG = Greenhouse gas

SOC = System and organization controls

HR = Human resources

UN = United Nations

HSIEQ = Health, safety and indoor environmental

WEEE = Waste from electric and electronic equipment

quality

YoY = Year over year

ILO = International labor organization

52

Introduction

Sustainable e-mobility

Footnotes

People and community

Trust and equity

GovernanceWorld Resources Institute, What does "net-zero emissions"

Appendix

Overview of the EDGE certification system is found here: https://mean? 8 common questions answered: https://www.wri.org/

edgebuildings.com/; the certified project reference number for

insights/net-zero-ghg-emissions-questions-answered

the building where AMPECO’s headquarters are (WTC Interpred

National Renewable Energy Laboratory, Lifecycle greenhouse

Sofia) is 1001036216, certified by Green Business Certification,

gas emissions from solar photovoltaics: https://www.nrel.gov/

Inc. (www.gbci.org) in Washington, DC, USA.

docs/fy13osti/56487.pdf

Annual projections based on 2 full months of data from our new

Statista, Transportation emissions worldwide - statistics andPlan A website: www.plana.earth

office. Assumptions: 1. Water usage does not increase; 2. 50% of

facts: https://www.statista.com/topics/7476/transportation-

Greenhouse Gas Protocol, Corporate standard: https://

all used water goes through the faucets and the rest would beemissions-worldwide/#topicOverview

ghgprotocol.org/corporate-standard

UN, Global Sustainable Development Report 2019: https://See details in the news announcement on AMPECO’s website:

equal amount of water;

sdgs.un.org/gsdr/gsdr2019

https://www.ampeco.com/blog/ampeco-ranked-100th-in-

BloombergNEF, Tech firms seal US dominance in corporate clean

B Corp - AMPECO public profile: https://www.bcorporation.net/

ft1000-europes-fastest-growing-companies/

power purchasing: https://about.bnef.com/blog/tech-firms-seal-en-us/find-a-b-corp/company/ampeco/

Find Plan A’s certificate here: https://www.certipedia.com/

us-dominance-in-corporate-clean-power-purchasing/

EcoVadis sustainability rating website: https://ecovadis.com/

quality_marks/0000081059?locale=en

AWS, Well-architected framework - sustainability pillar: https://

Arthur D Little website: https://www.adlittle.com/en

Carbon Disclosure Project website: https://www.cdp.net/en

docs.aws.amazon.com/wellarchitected/latest/sustainability-

BloombergNEF, Energy transition investment trends 2024 report:

Science Based Targets Initiative website: https://pillar/sustainability-pillar.html

https://www.bnef.com/insights/33273

sciencebasedtargets.org/

www.ampeco.com/purchasing-hiring-polic

Accenture, EV charging platforms vendor assessment 2.0:

Tech Zero website: https://techzero.technation.io/

International Labor Organization, Conventions andhttps://www.accenture.com/content/dam/accenture/final/a-

SME Climate Hub website: https://smeclimatehub.org

Recommendations: https://www.ilo.org/global/standards/

com-migration/pdf/pdf-173/accenture-ev-charging-platforms-

Global Renewables Alliance website: https://

introduction-to-international-labour-standards/conventions-assessment.pdf

globalrenewablesalliance.org/

and-recommendations/lang--en/index.htm

Calculation methodology developed by AMPECO. It uses the

The Climate Pledge website: https://www.ampeco.com/hsieq-policy

following data points: actual charged electricity amounts per

www.theclimatepledge.com

www.ampeco.com/purchasing-hiring-polic

country, electricity carbon intensity (annual country averages

AMPECO’s company cars were driven and charged

Deloitte University: The radical transformation of diversity andfor the last year available per Our world in data), fuel carbon

predominantly in Bulgaria, so we have taken into account theinclusion: the millennial influence: https://www2.deloitte.com/

intensity (based on the averages provided by MIT and US EPA/

local electricity carbon intensity, diesel to gasoline car ratio andcontent/dam/Deloitte/us/Documents/about-deloitte/us-inclus-

IPCC, assuming a 50/50 diesel to gasoline ratio), average EV

others. The 16 tonnes of carbon emissions saved as a result of

millennial-influence-120215.pd

fuel economy (source: EV database), average ICEV fuelthese efforts offset ~70% of the employee commute emissions of

Boston Consulting Group: How diverse leadership teams boost

economy (EMEA and APAC countries use EU averages, AMR ones

the company for 2023, as calculated in our carbon accounting,innovation: https://www.bcg.com/publications/2018/how-use USA averages

where the calculation assumes that employees commuting by

diverse-leadership-teams-boost-innovatio

NASDAQ, What is climate tech?: https://www.nasdaq.com/

car use an internal-combustion-engine vehicle.

McKinsey and Company, Why diversity matters: https://solutions/listings/resources/blogs/what-is-climate-techhttps://www.ampeco.com/env-policy

www.mckinsey.com/capabilities/people-and-organizational-

Greentech Alliance website: https://www.greentech.earth/www.ampeco.com/virtual-office-stewardshipperformance/our-insights/why-diversity-matters

toilet tanks and dishwashers; 3. All faucets have discharged an

53

Introduction

Sustainable e-mobility

As of Dec 31, 202
B Corp, Impact areas: https://kb.bimpactassessment.net/
support/solutions/articles/43000574683-impact-areasgovernance-workers-community-environment-and-customers
https://gorata.bg/
https://www.bghub.io
https://predpriemachi.bg/home
https://www.telerikacademy.com
AICPA & CIMA, SOC 2® - SOC for Service Organizations: https://www.aicpa-cima.com/topic/audit-assurance/audit-andassurance-greater-than-soc-2
www.ampeco.com/code-of-conduct
UN Human Right Office of the High Commissioner, Guiding
principles on business and human rights: https://www.ohchr.org/
sites/default/files/documents/publications/
guidingprinciplesbusinesshr_en.pd
ILO, Declaration on fundamental principles and rights at work:https://www.ilo.org/declaration/lang--en/index.ht
UN, Universal declaration of human rights: https://www.un.org/
en/about-us/universal-declaration-of-human-right
Responsible Business Alliance, Code of conduct: https://www.responsiblebusiness.org/code-of-conduct
www.ampeco.com/supplier-coc
www.ampeco.com/whistleblower-policy
https://www.openchargealliance.org/
https://evroaming.org
https://www.charin.global
https://driveelectric.gov/chargex-consortium
https://www.openadr.org
https://sepapower.org
https://forthmobility.org
https://www.avere-france.org/
https://smarten.eu/

People and community

Trust and equity

GovernanceAppendix

Managed charging programs: maximizing customer satisfaction
and grid benefits, a report by SEPA: https://sepapower.org/
resource/managed-charging-programs-maximizing-customersatisfaction-and-grid-benefits/
https://besco.bg/
The Transparency Register is a tool to allow European citizens to
see what interests are being represented at Union level and on
whose behalf, as well as the financial and human resources
dedicated to these activities: https://ec.europa.eu/
transparencyregister/public/consultation/displaylobbyist.do?
id=840884347992-22

54

For any questions
regarding this report,
please contact:sustainability@ampeco.com

Petar Georgiev

Dimitar Dimitrov

Head of Strategic Alliancesand Sustainability

Sustainability

Consultant