Brenntag Se · XETR:BNR
Brenntag — Investor Presentation (November 2024)
94 slides from Brenntag's investor presentation, November 2024
Slide 1: Investor Presentation
> BRENNTAG ntation
Slide 2: Investor Presentation agenda
Investor Presentation Investment Highlights Chemical Distribution Business Model Industry Dynamics Horizon 1-3: Transformation Journey Brenntag Essentials Brenntag Specialties Sustainability Financials Q3 2024 Outlook Pp MNOaFon Pp
Slide 3: Investment Highlights
Investment Highlights
Slide 4: Brenntag is the undisputed leader in a structurally expanding market
Brenntag is the undisputed leader in a structurally expanding market, delivering reliable earnings growth Our unique platform Delivering on our strategy Global leader with superior offering . Resilient and reliable growth with >I in attractive markets Operating EBITA ~7% Op. EBITA CAGR since IPO Unp
Slide 5: Two global divisions: Brenntag Specialties and Brenntag Essentials
Two global divisions: Brenntag Specialties and Brenntag Essentials Brenntag Specialties Brenntag Essentials EUR 1.5bn FY 2023 Op. Gross Profit 1,000’s Suppliers 78 |&ACs globally Highly specialized perform EUR 551m FY 2023 Operating EBITA ~100k Customers >400 Sites and value-added facilities ce chem
Slide 6: Highly diversified global footprint with around 600 sites in 72 countries
A 6 Brenntag operates a highly diversified global footprint with around 600 sites in 72 countries oot Phe, x Marke, ovpPlier, groducg, cvstome,, =, haa) {ios g - — ra Global Serving multiple Several > 20,000” ~ 180,000 coverage industries thousand Largest geography Largest end market AOR Gress Profi
Slide 7: Track record of sustainable, resilient and accretive growth
Track record of sustainable, resilient and accretive growth Op. EBITA and ROCE” Hl op. BIT in EURm — ROCE = Consistent growth profile = Ability to protect profitability even in macro downturns 14% NS = ROCE significantly above WACC (~6-9%) = Countercyclical cash flow 399 rofile 325 Pp = Recurring bo
Slide 8: M&A is a core part of the growth story
M&A is acore part of the growth story Compounding value creation over time” M&A since implementation of new operating model?) Cf . > EUR ~5.5bn of acquired revenue Qveour? Daren 10991 ‘2, , i an) PRIME EMEA | | (SOLVENTS cudeoin® ANCL gone Ss Qa fZhRzi Chemicalsdivision Product WY EUR ~3.5bn spent o
Slide 9: Capital allocation framework
Capital allocation framework As Capital allocation framework Shareholder returns Leverage Reinvestment in the business through annual Capex of EUR 300-400m Cc ips = Capex guidance also including DiDEX investments Continued investment in value-generating bolt-on M&A where strategically attractive M&A
Slide 10: Our growth formula for 2027
Our growth formula for 2027 Key components contributing to our Op. EBITA CAGR Chemicals Growth multiplier market growth from outsourcing Group cost and M&A ici Contribution initiatives C i; 2% 3% a Organic CAGR: 7-9% a Total CAGR: 10-12% 10
Slide 11: Overview Investment highlights
Overview Investment highlights renntag;: the undisputed an ent leader of the chemical distribution Au Two global market leaders with superior offering: Brenntag Specialties & Brenntag Essentials Trusted partner with access to global supply chains and ownership of last mile delivery Sound financial p
Slide 12: Chemical Distribution Business Model
Chemical Distribution Business Model
Slide 13: Distribution is an attractive and indispensable market
Distribution is an attractive and indispensable market, growing faster than chemical manufacturing id are outpacing manufacturing growth Distributors are an indispensable channel... Chemical suppliers Sales CAGR Reinforce suppliers’ strategy, e.g., brand proposition, value versus % Chemicat volume s
Slide 14: Distributors perform a value-added function with economies of scale
Distributors perform a value-added function with economies of Know-how, Innovation & Sustainability Innovation & application development Drive suppliers’ and customers’ sustainability agenda BD BRENNTAG Purchase ' Sourcing from various suppliers, leveraging global scale and regional network Storing
Slide 15: Comparison of different ecosystem key constituents
Comparison of different ecosystem key constituents Business model Product portfolio Customer base Cost base Raw material prices Input / Output pricing 15 “What we are” BRENNTAG “What we are not” Chemical Producer Manufacturing Narrow Narrow Large Truckload and larger High intensity Narrow purpose Fi
Slide 16: Undisputed global leader in a highly fragmented distribution market
Brenntag is the undisputed global leader in a highly fragmented chemical and ingredients distribution market Chemical and ingredients distribution sales-based market share (%), 2023 Top 6 have 11% market share 89% [| | —— P| 100% ~5% —_ B BRENNTAG Univar IMCD Azelis Kolmar Sinochem Restofmarket Tota
Slide 17: Industry Dynamics
Industry Dynamics
Slide 18: Growth & leadership drivers aligned with industry trends
Brenntag growth & leadership drivers aligned with industry trends Industry trends Brenntag growth & leadership drivers 4 Continued outsourcing and increase of value-added Attractive distribution market with mid-term underlying sales services growth of 3 to 5% p.a.l) Continued economic and geopolitic
Slide 19: Bifurcation of supplier & customer needs requires distinct business models
Bifurcation of supplier & customer needs requires distinct business models, making full-line value propositions obsolete Industrial Specialties A 19 Supplier needs = Broad global access to SME customers across industries = Capabilities & infrastructure to manage complexity ExxonMobil LyondellBasel <
Slide 20: Consolidation in chemical distribution has accelerated
Consolidation in chemical distribution has accelerated... Global chemical distribution market sales Number of deals executed by Top 50 chemical distributors ro) Top 50 players have gained 10%-points market share over last 5 years ~85 Trend supported by 70% more M&A activity 2017 2022 2017-2019 2021-
Slide 21: Larger, more specialized platforms and new ownership models
... with larger and more specialized platforms and new ownership models Market share of Global Chemical Distribution Players 2022” Brenntag is proactively Industrial Cace2s-27 Specialty) | so% A participating in shaping the industry 207 218 dp M&A is a key strategic pillar to Brenntag Vj Y) oom | ||
Slide 22: Horizon 1-3: Corporate Strategy & Advanced Operating Model
Horizon 1-3: Corporate Strategy & Advanced Operating Model
Slide 23: Continuing transformation journey initiated in 2020
Brenntag is continuing its transformation journey initiated in 2020 Before 2020 2020-2022 CEO change to initiate transformat | “Project Brenntag” “Legacy Model” entity-driven, | I | I line distribution mod I with local operating focus [J | I | I | I @ 28 2022+ “Strategy to win” = Differentiated divi
Slide 24: Distinct, high performing businesses aligned with business drivers
Distinct, high performing businesses aligned with business drivers and market requirements Ewout van Jarwaarde Dr. Christian Kohlpaintner — Dr. Kristin Neumann Michael Friede Chief Executive Officer Chief Executive Officer — Chief Financial Officer Chief Executive Officer Brenntag Essentials Brennta
Slide 25: Portfolio sharpening to increase business model coherence
Portfolio sharpening to increase business model coherence Brenntag Specialties Selected semi-specialty products Unleash true potential through superior Global leader for innovative specialty and last mile delivery supported by efficient ingredients distribution in Life Science regional operations an
Slide 26: Brenntag Essentials: Unleashing the true potential of the platform
Brenntag Essentials: Unleashing the true potential of the platform fa mr Resilient and structurally growing Last Mile Service Operations excellence nw! Unleashing Brenntag Essentials’ true potential Global Sourcing and Interregional Optimization Regional Sourcing and Supply Chain Services Supply cha
Slide 27: Brenntag Specialties: Power to perform
Brenntag Specialties: Power to perform fA &5 aa rw Optimizing Closing BSP’s Delivering BSP’s platform performance gap consistent growth Focused M&A to Expand margins Prioritize cost base Drive product Leverage value shift portfolio adjustment portfolio added services towards Life management Science
Slide 28: Accelerating ongoing initiatives and resetting the cost base
Accelerating ongoing initiatives and resetting the cost base Some measures ‘overlapping G&A operating model & function redesign End-to-end in ct spend management Supply chain cost reduction Streamlining of overhead structure Cost synergies from portfolio shift: more efficient, go-to-market approach
Slide 29: Brenntag Essentials
Brenntag Essentials u Resilient and ‘ structurally growing >| Unleashing Brenntag Essentials’ true potential >) M&Aasan accelerator =, BRENNTAG
Slide 30: Essentials operates in a highly attractive, globally growing market
ma~ © Brenntag Essentials operates in a highly attractive, globally growing market Increasing outsourcing Structurally growing market globally Fragmented market structure Nw! and demand for Global industrial chemical distribution CAGR Global chemical distribution players market share”) reduced compl
Slide 31: Essentials is a market leading, global and diversified platform
> a Brenntag Essentials is a market leading, global and diversified platform rn a Global Market Leader FY23 Op. Gross Profit Average Cash Conversion”) 70 >10 million >80% Global reach Countries Transactions per year of global chemicals demand covered with same day delivery End markets Regionally Pro
Slide 32: Essentials is resilient and structurally growing
® > a Brenntag Essentials is resilient and structurally growing Growth through the cycle... ... With Low volatility Last 10 years growth evolution 45% parame, 37% ) @ Typical chemical ° og ae producers sales >15% Number of years , 35% of growth « U \ Commodity 25% ' chemicals market sales 15% Indust
Slide 33: The 'triple' business model caters to customers and supply partners
ma~ © The ‘triple’ business model caters to the needs of our customers and supply partners and provides unique network optionalities Our business model Value chain Business partner needs Customers Supply partners . r Access to Market reach Global Sourcing Bue a rd products and and Interregional worl
Slide 34: Unleashing the true potential of the platform
Unleashing the true potential of the platform Op. EBITA uplift 1 a | VY a FY23E Portfolio shift FY23E Volume growth Inflation Drive last mile Strengthen Leverage global FY27E Targeted (Prior to PS) (Post PS) and market operational regional sourcing and M&A normalization excellence sourcing and netwo
Slide 35: Driving last-mile operational excellence
q ® 1 Unleashing the true potential of the platform: Driving last-mile operational excellence * Establish common last mile service operations globally with full responsibility for last mile P&L Operations optimization = Common performance framework for customer service, supply chain, operational & f
Slide 36: Strengthening regional sourcing and supply chain services
2 ® ? Unleashing the true potential of the platform: Strengthening regional sourcing and supply chain services epee ee: * Increase regionally sourced product catalogue and steer portfolio towards ndemand forecasting sustainable products ustainable proc Toligates = Expand regional supply chain capabi
Slide 37: Interregional optimization to tap into network optionalities
@ 37 2 ® 3 Unleashing the true potential of the platform: Interregional optimization to tap into network optionalities Key initiatives Market intelligence team monitors producer actions, trade flows and pricing, using insight and digital for supply decisions Global interregional optimization uses pr
Slide 38: Disciplined and targeted M&A strategy
4. Disciplined and targeted M&A strategy will drive further growth and margin upside Highlighted examples Disciplined M&A strategy = Targeted M&A strategy criteria: Uv Create leading market positions in attractive markets Ss Invest into access to infrastructure @ Acquire digital and data services bu
Slide 39: Brenntag Specialties
Brenntag Specialties Optimizing BSP’s platform Closing BSP’s performance gap Delivering consistent growth P, BRENNTAG
Slide 40: Strengthening BSP's operating model and divisional autonomy
Strengthening BSP’s operating model and increasing divisional autonomy Shift from geographical to global industry business unit steering EMEA Pollet) Americas steering APAC Group shared Shared Support t Supply Chain functions fonetio between BES unction & BSP » Coatings, Adhesives, Sealants and Elas
Slide 41: Accelerating BSP's performance to deliver higher organic growth
nw Accelerating BSP’s performance to deliver higher organic growth and profitability, with further upside from M&A Op. EBITA Conversion Margin (%) 3 43-45% — 2 [| 38-40% bl — — FY23E Portfolio shift FY23E Price and ? Cost-out /? Portfolio? Value-added FY27E (Prior to PS) (Post PS) margin efficiency
Slide 42: Actively managing pricing and margins
1 Actively managing pricing and margins to improve profitability Illustrative example: Pricing strategy optimization») Identifying individual pricing Average Selling Price (EUR) requirements . 4 Bronze / Low @ Bubble size is reflective Optimizing pricing © Bronze / Medium \ of GP value strategies =
Slide 43: Cost-out program to underpin structural margin improvement
Cost-out program to underpin structural margin improvement VY Joint cost-out projects and ability to structure SLAs at arm’s length Upgrading salesforce efficiency Digital support from new BSP with dedicated supply Optimize usage of Group Enhancing go-to-market Transportation Management chain capabi
Slide 44: Driving growth through enhanced product mix
3 Driving further growth and profitability through enhanced product mix Fill white spots through Focus on Develop own strategic supplier partnerships specialty products branded products and leverage global sourcing Improve product portfolio Fewer non-branded Leverage ‘accelerators’ in line with mark
Slide 45: Scale value-added services with customers and suppliers
Further scale value-added services with customers and suppliers Application and innovation support Regulatory services Re-packing Mixing and blending Upgraded and specialized Scaled-up global network of Advanced capabilities Increase own-brand offering I&AC footprint by investing in industry-focused
Slide 46: Strengthening BSP's footprint and capabilities through M&A
5 Strengthening BSP’s footprint and capabilities through M&A 2023 2027 M&A objectives EMEA NA LATAM APAC China EMEA NA LATAM APAC_ China Add scalable capabilities in high growth areas Accelerate market entry in APAC across all segments a Increase presence BSP Presence HB Market leader in all subsegm
Slide 47: Strong M&A track record with significant pipeline
5 Strong M&A track record with significant pipeline Selected acquisitions from 2018 - 2023 EUR 1.2bn¢+ in acquired sales 20 si © CoLony Gums” r= Turkiye Cc.) ied & Sublet = Business 2023 Blending solutions ~EUR 40m 2023 Nutrition ~EUR15m i iia 1¢ RAVENSWOCO @ || Betz @ 2023 Blending solutions ~EUR 4
Slide 48: Unique end market strategies
& ~ By Unique end market strategies to capture potential of structurally attractive growth markets and strengthen leadership positions | Operational Mix Evolution ; ‘ After portfolio shift? Market attractiveness Globally leading Strongtechnical Growthtrackrecordin Technical expertise, \Y innovation
Slide 49: Most comprehensive global network of Innovation & Application Centers
& ~ By Connecting the most comprehensive global network of Innovation & Application Centers to drive growth @ # of I8ACs I&AC by end market Material Science Life Science North America @ fear gaitic Strategy to optimize network ay Enhance global connectivity 78 I&ACs g Scale innovation capabilities =
Slide 50: Sustainability
Sustainability
Slide 51: Future Sustainable Brenntag picture
Based on our strengths and high ambitions, we developed a “Future Sustainable Brenntag” picture Responsible distribution ... ... of sustainable chemicals and ingredients av Brenntag’s operations & suppliers =) tw Brenntag’s products & services Climate protection Strive for zero CO, emissions Certifi
Slide 52: Leading the sustainability agenda with key initiatives
ra) We continue to lead the sustainability agenda with key initiatives in place Reduce footprint © GHG emissions tracking 21 projects in 2023 ‘Gs $ Financial Carbon fund support for new doubled in projects 2023 YoY Product carbon footprint 52 Value-added services A Customers BRENNTAG fy PCF database
Slide 53: Key mid-/long-term targets in six focus areas
Key mid-/long-term targets in six focus areas addressing the UN SDGs Focus areas Mid- to long-term targets 2024 - 2026 2030 - 2045 Climate protection & emissions reduction 5% reducti il ting of remaining Resource efficiency & circular economy Fair & safe employer 2.0 by 2030 Environment Social Respo
Slide 54: Selected highlights on our sustainability journey
Selected highlights on our journey to achieve our sustainability targets North America Canada + New DE&M structure Partnerships with Indigenous-owned Austria Zero-emissions site in the + TRIR2 world class safety companies; aspiring Progressive next few years performance in 2023 of 0.86 + First 2 Ele
Slide 55: Ahead of sector average in ESG ratings
Brenntag ahead of sector average and further strengthening its leading ESG position Memberships and initiatives DAX50 DAX30 DAXESG The ” Taluable ANRBIUTY Yate 0 “Together f Global inclusion Responsible UN Global Care/Distribution Sustainal initiative ESG ESG Target Compact program The Valuable 500
Slide 56: Financials Q3 2024
Financials Q3 2024 Be B
Slide 57: Highlights Q3 2024
Highlights Q3 2024 SALES EUR 4.1 bn + 0.7% vs. PY (fx adj.) EPS EUR 0.82 OPERATING GROSS PROFIT EUR 1,019 m + 3.2% vs. PY (Fx adj.) BUSINESS ENVIRONMENT Challenging OPERATING EBITA EUR 281 m - 4.9% vs. PY (fx adj.) STRATEGY UPDATE Targeted FREE CASH FLOW EUR 247m - 44.1% vs. Q3 2023 FY 2024 GUIDANCE
Slide 58: Horizon Strategy Update
Horizon 2 Strategy Update oy Main Achievements SV Further successful execution of Horizon 2 Strategy SV Disentanglementin areas with the highest value creation and differentiation potential SV Prudently managing cost base and executing cost containment measures SV DiDEX well on track an Division upd
Slide 59: Disentanglement Update
Disentanglement Update: One Brenntag, two differentiated divisions and one joint backbone CMD 2023 BSP portfolio quality still inferior to pureplay SA One Brenntag with two peers and not likely to close performance gap differentiated operating divisions before 2027 and one joint lean backboneto . .
Slide 60: OPEX and HC bridges 2019-2023
® 60 OPEX and HC bridges 2019-2023 Operating expense development Headcount 19-23 inEURm in# FTE ~140 2,457 150 1,162 -690 ~160 17,492 || 47,708 ~150 7 ; 17,287 1820 1812 ~40 [7 2019 2020 FX M&A DIDEX,IT& — PEX?)~— Other®)-—-2028 2019 2020 M&A Organic 2023 translation invest. in OPEX future = Main co
Slide 61: Cost-out & DiDEX Update
Cost-out & DiDEX Update (A) 61 Note: Cost-out status as of 80%" September 2024 es full dedication = Cost-out program in full execution with target savings for 2024 of around EUR 50-60 m = For 2025, targeted cost out impact is roughly double the amount of 2024 = Clear plan to achieve EUR 300 m p.a. b
Slide 62: Financials Q3 2024: Income statement
Financials Q3 2024: Income statement in EURMm Q3 2023 A AFX adjusted Sales 4,068.8 4,088.3 -0.5% 0.7% Cost of materials -3,049.6 -3,087.7 -1.2% -0,1% 1,019.2 1,000.6 1.9% 3.2% Operating expenses -648.4 -619.7 46% 5.5% 370.8 380.9 2.7% -0.7% Depreciation -89.7 -78.2 14.7% 15.4% 281.1 302.7 7.1% 49% N
Slide 63: Financials Q3 2024: Brenntag Specialties
Financials Q3 2024: Brenntag Specialties Operating EBITA growth vs. PY Results impacted by slightly higher volumes in combination with slightly higher Gross Profit per unit compared to prior-year period Life Science Material Science -2.6% +21.2% Global end markets Global end markets Ko) | Operating
Slide 64: Financials Q3 2024: Brenntag Essentials
Financials Q3 2024: Brenntag Essentials Operating EBITA growth vs. PY Positive volume developments were able to offset lower Gross Profit per unit for the division NORTH AMERICA EMEA Operating Gross Profit of EUR 718 million, an increase of 3.3 % vs. PY 5 9, cq 0, 7.5 Yo 1.2 %o Operating EBITA of EU
Slide 65: Financials Q3 2024: Operating EBITA bridges
Financials Q3 2024: Operating EBITA bridges” Operating EBITA growth Operating EBITA growth by division inEURm inEURm -5% 4% -10% -5% 2 — a it | | Q3 2023 FX translation M&A Organic Q3 2024 Q3 2023 Brenntag Brenntag Group and Q3 2024 contribution growth Specialties Essentials Regional Services FX tra
Slide 66: Financials Q3 2024: Segments
Financials Q3 2024: Segments inEURm Operating Gross Profit? Q3 2023 Specialties Life Science 215.8 217.9 Specialties Material Science 80.5 76.4 Specialties Other 4.5 5.6 Essentials EMEA 250.9 232.1 Essentials North America 387.7 382.7 Essentials Latin America 43.9 45.5 Essentials APAC 32.8 33.7 Esse
Slide 67: Financials Q3 2024: Free cash flow
Financials Q3 2024: Free cash flow Payments to acquire intangible assets and property, plant and equipment -75.4 A Working capita 4.4 Principal and interest payments on lease liabilities -44.2 Free cash flow 246.8 Working capital turnover (annualized)?) 7.7x Q Based on average fx. rate excl. M&A, 67
Slide 68: Financials Q3 2024: Cash flow statement
Financials Q3 2024: Cash flow statement Profit after tax 120.0 177.6 Effect from IAS 29 on profit/loss after tax -0.6 6.8 Depreciation & amortization 129.3 97.2 Income tax expense 29.6 61.3 Income taxes paid -68.2 -64.1 Net interest expense 36.2 25.3 Interest paid -38.6 -33.3 (thereof interest paid
Slide 69: Financials Q3 2024: Cash flow statement (continued)
Financials Q3 2024: Cash flow statement (continued) in EURm Q3 2024 Q3 2023 Proceeds from the disposal of other financial assets - 0.1 Proceeds from the disposal of intangible assets and property, plant and equipment 3.8 Payments to acquire consolidated subsidiaries and other business units -63.4 Pa
Slide 70: Financials Q3 2024: Working capital
Financials Q3 2024: Working capital in EURm Inventories 1,514.1 + Trade receivables 2,338.0 ./. Trade payables 1,704.5 Working capital (end of pe: 2,147.6 Working capital turnover (annualized)?) 7.7x a 2 Based on fx. effects as of end of respective reporting period and incl. M&A 70 30 Jun 2024 1,539
Slide 71: Strategic path forward
Strategic path forward: Focus on portfolio optimization, differentiated steering and cost-takeout Uplift portfolio quality of BSP Focus on price & margin and close performance gap management and cost-takeout Continue Horizon 2 strategy execution ONE Brenntag with two differentiated divisions support
Slide 72: Outlook
Outlook
Slide 73: Outlook 2024
Outlook 2024: Markets will remain highly competitive FY 2024 Outlook Brenntag Group = EUR 1.10 billion to 1.20 billion) EBITA FX impact = EUR/USD: ~1.08 (2023: ~1.08) P Sensitivity (FY basis): Delta of EUR/USD +/- 1 cent = EUR ~ -/+ 10 m operating EBITA Tax rate: = Tax rate: 26-28% (previously: 29-3
Slide 74: Group 2027 organic growth and profitability targets
Brenntag Group 2027 organic growth and profitability targets Brenntag Brenntag Brenntag Group Essentials Specialties Operating Gross Profit CAGR 4-7% 4-6% 5-7% Operating EBITA CAGR 7-9% 5-7% 7-9% Operating EBITA Conversion Ratio 35-37% 32 - 34% 43 - 45% One-off costs: DiDEX and SAP implementation (i
Slide 75: Appendix
Appendix
Slide 76: Company history timeline
1874 1966 Philipp Mühsam Brenntag becomes founded agricultural international (Belgium) 2020 trading business Horizon 1 Project Brenntag 2006-2010 Private-Equity 1920s owned by BC 2022 Launch of Partners Horizon 2 the gasoline 2010 Strategy to Win business IPO 2008 1881 Entry into APAC 2023 Entry int
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Slide 78: DiDEX: Digital.Data.Excellence.
DiDEX: Digital.Data.Excellence. Becoming easiest Unlocking value Creating a scalable to do business with from our data technology platform Excellence through harmonized, Modular architecture, cloud first, industry-leading processes Data- and Al-driven real-time API first, and security-embedded and o
Slide 79: Current remuneration system of the Board of Management
Current remuneration system of the Board of Management ILLUSTRATIVE Preliminary Payout Amount (0-200% of target amount) 60% 20% 20% a Individual performance 5 . | . multiplier (0.8x - 1.2x) - 2 Target Organic op. + Working Capital + Earnings defined annually by the s Annual Cash Bonus amount EBITA2)
Slide 80: ESG: Operating sustainably to minimize energy consumption and CO2 emissions
ESG: Operating sustainably to minimize energy consumption and CO, Emissions CO, Emissions in 2023 Main contributor to CO, Emissions” in thousand tonnes reduction intonnes Scope1 Company facilities, 0.70% 194 company trucks & vehicles Scope 2 To purchase electricity from 227,380 219,900 °, 10 renewab
Slide 81: ESG: Safety and Diversity
ESG: Safety and Diversity Group Accident Rate Diversity - Key figures?) TRIR2.2) Targets 2022 44 42 F F 4.0 Proportion of womeninthe At least 33.3% 2 9, Supervisory Board by 2026 iv) Soy 93.9% 3.2 ‘ 3.1 Proportion of womeninthe At least 20% by S 0, 27 26 Target Board of Management 2026 iv) ee (20.0%
Slide 82: 2024 ESG Scorecard
2024 ESG Scorecard Objective Significantly decrease risks on human rights in Define preventive measures for all (>95%) suppliers with Reference to mid-/long-term target ‘A high risk profile (high & critical risk) and engage >95% + All suppliers are covered by risk management the whole supply chain r
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Slide 91: Performance Indexed (Jan. 1st 2021 = 100)
Performance Indexed (Jan. 1st 2021 = 100)
Slide 92: Click to view current consensus
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