2025_CHG_Sustainability Insights

2025_CHG_Sustainability Insights_en

2 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Time to unlock circular tech Dear Reader, The world remains ever-changing. Ongoing economic uncertainties, geopolitical tensions, and increasing pressure to transform continued to shape the world in 2024, and they are unlikely to diminish this year. More than ever, it is the responsibility of companies to de- velop new strategies in order to remain competitive. Innovative technologies such as artificial intelligence are establishing themselves as the key to process optimization, innovation, and an enduring compet- itive edge. Digitalization is continuing on its inex- orable path, and with it comes the growing need to act more sustainably.

3 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Global expansion and setting a strategic course People are the secret to our success: diversity and corporate culture In this context, we have achieved another significant milestone: thanks to growth of 16 percent, our vol- ume of lease originations has hit a new peak of €2.83 billion. This is an impressive illustration of how flexible and sustainable technology usage models are be- coming increasingly important. At the same time, we have expanded our managed technology portfolio in the IT, healthcare, and indus- try sectors to €11.73 billion, an increase of 17 percent year on year. Our consolidated net income rose from 12 percent to €124 million, further strengthening our solid economic performance. Leveraging opportunities in a changing world Companies are currently faced with a multitude of challenges. But these changes also harbor great op- portunities. We have managed to turn many of these challenges into real potential. Liquidity continues to be the top priority for many companies when it comes to remaining competitive in terms of innovation and digitalization. Circular tech – i.e. the sustainable use of technologies and resources in line with the principles of the circular economy – is becoming in- creasingly important and offers both commercial and environmental benefits. It is our ambition to actively shape this change by developing innovative solutions for usage models that help our customers to enjoy sustained and sustainable business success. Our international presence is a critical factor in our growth and that of our customers. We further ex- panded our global network in 2024 by taking over the portfolio of Maia Financial in Australia and acquiring Meridian Leasing Corporation in the USA. We also expanded our cooperation with SMFL to include the markets in China, Malaysia, and Thailand. As a result, we generate more than 60 percent of our business outside of Germany and have 42 locations in 30 countries on five continents. This is another step toward our goal of becoming the leading global technology2use company. Sustainability is the driving force for innovation and growth Sustainability is an integral element of our corpo- rate strategy, which we are dedicated to pursuing for our customers and our funding partners. Our com- mitment and the ongoing professionalization of our sustainability management was recognized with an EcoVadis Gold medal for the first time in 2024, putting us in the top 5 percent of the more than 130,000 com- panies assessed worldwide. We have also been part of the Science Based Targets initiative (SBTi) for over a year and are working on steps to further reduce our carbon footprint. We are making an important contribution to the future through our strategic focus and our ongoing com- mitment to the environment and to doing business sustainably. We aim to set new standards through technology2use and support companies on the path toward a more sustainable future to the best of our abilities. Let us continue on this path together to achieve further growth. I look forward to working with our customers, partners, and colleagues in 2025. Kind regards, This progress is only possible with a strong team. Our 1,600 or so employees from 45 countries are the driving force behind our success. Their expertise, creativity, and ability to innovate are what pushes our Company forward. For more than a year, our Diversity Committee has actively championed equal opportunities and an open corporate culture at CHG-MERIDIAN with the aim of further strengthening diversity and inclusion. Shaping the future through technology2use We firmly believe that investing in sustainable solu- tions today will secure the markets of tomorrow. Dr. Mathias Wagner CEO of the CHG-MERIDIAN Group 'Investing in sustainable solutions today will secure the markets of tomorrow.'

4 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement 5continents 1,600 employees 42offices 30countries CHG-MERIDIAN – Shaping the future through technology2use We make using technology more flexible, cost-efficient, and sustainable Our year 2024 in numbers €2.83 billion Volume of lease originations €11.73 billion Total value of the financed and managed technology portfolio as at December 31, 2024 €175 million Profit from ordinary activities €124 million Consolidated net income Who we are and what we do With around 1,600 employees worldwide, we develop, finance, and manage customized technology solutions in IT, industrial tech- nology, and healthcare technology based on the principle of usage over ownership. Our customers are large corporations, SMEs, public authorities, and hospitals. Our business model is underpinned by expertise built up during more than 45 years of working in the circular economy. As a non-captive partner, we support our customers in 30 countries along the entire asset lifecycle, from procurement and use to secure data erasure and the remarket- ing of used devices at our state-of-the-art technology centers. Our services are available in up to 190 countries through our subsidiaries, partner networks, and affiliated companies. The benefit: we unlock the full potential of technology for our customers and drive sustainable and responsible development through technology2use.

5 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement The CHG-MERIDIAN Group in numbers 2024 Direct economic value generated and distributed (€ million) Profit generated Income 2024 2,160.36 2,160.36 2023 1,867.30 1,867.30 Economic value distributed -2,036.46 -1,756.28 Operating expenses Staff expenses Expenses for lenders Tax expense Economic value retained -1,711.33 -1,465.98 -166.83 -106.78 -51.52 123.90 -159.54 -77.53 -53.24 111.02 Selected key financials (€ million) Equity (IFRS) Group's total assets (IFRS) Net income (IFRS) Non-recourse funding Corporate lending 2024 866.24 7,111.38 123.90 2,099.14 725.41 2023 800.91 +8.2% 5,828.67 +22.0% 111.02 1,734.66 639.97 +11.6% +21.0% +13.4% Breakdown of new lease originations by technology sector Lease originations by region 69% Information technology 26% Industrial technology 5% Healthcare technology 41% Central Europe 23% Americas 22% South-Western Europe 8% APAC (Asia-Pacific) 6% North-Eastern Europe €2.83 billion

6 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Sustainable financing in 2024 CHG-MERIDIAN secures €420 million through ESG-linked funding CHG-MERIDIAN has been relying on sustainable financial instruments with great success for four years now. In 2024, the Company worked with Helaba, NordLB/ finpair GmbH, DZ Bank AG, DEG mbH, and KfW IPEX-Bank to raise €420 million through ESG-linked funding. This includes syndicated loans, bonded loans, and direct loans that are all directly linked to the Company's EcoVadis rating. CHG-MERIDIAN was awarded a gold medal by EcoVadis for the first time in 2024 'The trust of our existing investors and the addition of new partners to our network were pivotal in our positive performance,' says Ulrich Bergmann, CFO of the CHG-MERIDIAN Group. 'We were very pleased with our overall results in 2024. All resources raised were used to fund our growth.' This success is part of a longer trend, with the Company raising €1.05 billion in sustainable funding since 2021. These funds have supported our growth and boosted our commitment to doing business sustainably and responsibly. Ulrich Bergmann, CFO of the CHG-MERIDIAN Group €1.05 billion €420 million CHG-MERIDIAN The amount raised by CHG-MERIDIAN through The amount generated by CHG-MERIDIAN in 2024 sustainable funding since 2021 through ESG-linked funding was awarded a gold medal by EcoVadis in 2024 for the first time

7 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement A holistic and innovative approach to sustainability The concept of 'usage over owner- ship' has been at the heart of CHG- MERIDIAN's business model for over 45 years. Our circular business model and our ambition to systematically increase our contribution to sustain- able development reflect our long- term commitment. We do not consider sustaina bility to be a one-off target, but rather as an ongoing process that covers all aspects of doing business, from commercial considerations to environmental and social matters. These three dimensions are equally important to us when it comes to lasting business success. Our clear governance structure, consisting of the Group Sustainability Board and the Group Sustainability Office, ensures that sustainability is not merely a topic for the future, it is actively embedded in our day-to-day work. The CEO, CFO, and CSO make up the Group Sustain - a bility Board. They meet regularly to monitor the pro- gress of our sustainability strategy and to ensure that we remain on course across all areas of the Group. The Group Sustainability Office lies at the heart of operational implementation. It consists of four sus- tainability leaders and four sustainability man- agers, who together make up a balanced team of four women and four men. These experts deal with the material sustainability topics and divide them into four key action areas: labor rights and human rights, business ethics, sustainable procurement, and the environment. Each sustainability leader takes responsibility for an action area and ensures that sustainability is moved forward in this field. Furthermore, we appointed a sustainability expert almost two years ago who works closely with sales and acts as the direct interface between the Group Sustainability Office and our international sales teams. He ensures that sustainability is more deeply integrated into our sales process and that our cus- tomers receive even better advice. Strategic focus and clear targets Our sustainability strategy is based on the United Nations' 17 sustainable development goals (SDGs) and was adopted by the Group Sustainability Board. It is an integral element of our corporate strategy and is complemented by our regulatory, compliance, and audit strategy. We do not consider sustainability in isolation; it is an overarching topic that is integrated into all of our relevant strategies. Departments, countries, and employees translate the strategy into specific action and thus ensure that sustainability is actively implemented in a targeted manner across the CHG- MERIDIAN Group. We have set ourselves clear goals for the years ahead, and we aim to make significant progress in our four action areas by the end of 2025. In this con- text, we will be focusing on topics that are particu- larly relevant to CHG-MERIDIAN.

8 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Maintaining a dialogue for a better future In order to continuously improve our sustainability management, we maintain a regular dialogue with our internal and external stakeholders. They include our customers, business partners, and public bodies, as well as our shareholders and employees. Through various events and dialogue formats, we incorporate a wide range of perspectives into our targets and take as many different interests as possible into account. We also regularly assess our sustainability perfor- mance through respected institutions such as EcoVadis and CDP. These assessments affirm our success and motivate us to press on with our sustainability targets. Sustainable procurement Supplier assessment and the introduction of procurement standards to cover own require- ments and customer requirements resulting from lease obligations. Five ISO-certified management systems that apply across Germany, Austria, and Switzerland, and expansion of the scope of applicability of three of these systems to all of Europe by the end of 2025. Time horizon: 2024 Time horizon: 2025 Scope: SDG target: CHG affiliates SDG 8.8 – Decent work and diversity SDG 12.2 – Circular economy Status: Target achieved Scope: SDG target: European CHG affiliates SDG 16.4 and SDG 16.5 – Compliance and anti-corruption Status: Target achieved ahead of schedule in 2024 Meridian Leasing Corporation, acquired in 2024, is not yet included in the sustainability targets. OUR SUSTAINABILITY GOALS Business ethics Comprehensive training on our shared values (e.g. code of conduct) for all current and new employees. Environment Reduction in direct and indirect greenhouse gas emissions (scopes 1, 2, and partly 3) per employee by 25% compared to the base year 2020. Time horizon Ongoing Time horizon 2025 Scope: SDG target: CHG affiliates SDG 16.5 – Compliance and anti-corruption Status: Ongoing Scope: SDG target: Group SDG 13.2 – Climate change measures Status: -15% CO2e/employee Labor rights and human rights Increase the proportion of women in management positions to 30%. Time horizon: 2025 Scope: SDG target: The group and all its affiliated entities SDG 5.5 – Effective participation and equal opportunities Status: 27%

9 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Sustainable development goals Our specific contributions Responsible business practices Such as decoupling growth and resource consumption, creating a constructive working environment, and boosting diversity. 8.4 Resource efficiency | 8.5, 8.8 Decent work and diversity Promote learning Think circular This includes high-quality training and continuing professional development for our employees. This includes retaining and adding value by systematically applying the ideas of the circular economy. 4.3, 4.4 Training, development, and certification 12.4, 12.5 Circular economy | 12.6 Reporting Promote equality This includes promoting equal opportunities for women and men. Protect the climate This includes reducing corporate emissions and other contributions to climate change mitigation. 5.5 Effective participation and equal opportunities Relevant target 13.2 Climate change measures Purchase green electricity Purchase of green electricity and optimization of energy efficiency. Maintain integrity This includes respect for democracy and the law, and a zero-tolerance approach to corruption. 7.2, 7.3 Renewable energies and energy efficiency 16.4, 16.5 Compliance and anti-corruption The United Nations' sustainable development goals (SDGs) guide CHG-MERIDIAN's approach to sustainable business practices and forward- looking corporate development. We conducted an analysis that identified seven SDGs to which our business model actively contributes. This is how we are making a tangible contribution to climate action, resource conservation, and social responsibility.

10 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement The gold standard in sustainability: CHG-MERIDIAN awarded gold rating by EcoVadis Sustainability is firmly embedded in CHG- MERIDIAN's strategy, as confirmed by the prestigious gold rating from EcoVadis. The award underlines our progress in the areas of labor rights, human rights, busi- ness ethics, sustainable procurement, and the environment. On the following page, Judith Madlener, Sustainability Manager at CHG-MERIDIAN, talks about the importance of this rating and what the Company's next steps are.

11 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement CHG-MERIDIAN has been awarded a gold medal by EcoVadis for the first time. What does that mean for the Company? The award of a gold medal from EcoVadis is a major milestone for us as it recognizes our commitment over many years and our successes in sustainability management. We are now in the top 5 percent of the more than 130,000 companies assessed worldwide. The rating shows that our sustainability management is more than just a strategy on paper; it is also effec- tive in the real word and highlights our clear focus on responsible actions and innovative solutions. Judith Madlener, Sustainability Manager at CHG-MERIDIAN 'The gold rating from EcoVadis proves that we are on the right path, and it is motivation for us to step up our commitment.' What steps is CHG-MERIDIAN planning next in the area of sustainability? The gold rating from EcoVadis proves that we are on the right path, and it is motivation for us to step up our commitment. Our climate management is a key area of focus. Through our commitment to the SBTi, for example, we have set ourselves ambitious carbon reduction targets that we will be systematically pur- suing in the years ahead. Sustainable procurement remains another focal area, and we will be using the new options on the EcoVadis platform to obtain proof of sustainability from our suppliers even faster and more comprehensively. All of these measures underline our ambition to put sustainability into practice as an integral element of our corporate strategy. What role does the gold medal play in our relationships with customers and partners? The EcoVadis rating plays a central role as it is an important reference point for us, and it is a factor that many of our customers, partners, and financial institutions will take into account when selecting business partners. The award confirms that we set ourselves high standards and that we consistently meet them. The EcoVadis rating is also the basis for our ESG-linked funding. What specific actions have contributed to achieving the gold rating from EcoVadis? We are particularly proud of our strong rating for envi- ronmental criteria, which we achieved thanks to our ISO 14001-certified environmental management, our comprehensive climate management, and our com- mitment to the Science Based Targets initiative (SBTi). We also received high praise in the area of labor rights and human rights, for example for our Diversity, Equity, and Inclusion Committee, which was established over a year ago and champions an inclusive and open corporate culture. In the area of ethics, we made significant progress by expanding our ISO management systems to Europe. We have also taken significant steps in the area of sustainable procurement, for example through expanded supplier assessments and targeted sustainability training for our buyers.

12 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Partnerships for sustainability Together with our partners and other organizations, we are committed to social, environmental, and economic sustainability beyond our day-to-day business. We regularly consider joining more initiatives. CHG-MERIDIAN is, among others, a member of: UN Global Compact Charta der Vielfalt e.V. (Diversity Charter) Science Based Targets initiative (SBTi) Bundesverband Deutscher Leasing-Unternehmen (BDL) (Federal Association of German Leasing Companies) Stiftung Allianz für Klima und Entwicklung (Development and Climate Alliance) Wirtschaftsinitiative Nachhaltigkeit Baden-Württemberg (WIN) (Sustainability Initiative Baden-Württemberg) These are just some of the organizations to which we belong that have a direct link to sustainability. More transparency, more progress: our new CDP rating We joined the Carbon Disclosure Project (CDP), one of the world's lead- ing environmental rating organizations, in 2022. The CDP is a non-profit initia- tive that helps companies, cities, and regions to disclose their environmental impact and take targeted action to improve sustainability. This global dis- closure system enables us to be trans- parent about our emissions and about our approach to calculating them. Our commitment is bearing fruit: while we achieved a C rating in previous years, we made a considerable leap forward with a B rating in 2024. This improvement is down to an optimized calculation of our corporate carbon footprint, new emission reduction targets (SBTi), strategic reduction measures, a climate risk assessment, and closer collaboration with our suppliers along the value chain. This trend highlights our ongoing commitment to greater sustainability and to reducing our carbon footprint, and we are making a concerted effort to continue along this path.

13 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement The circular economy as a core business Using IT strategically: the circular economy as a sustainable model for success Use technology efficiently rather than own it – that is the principle underpinning CHG-MERIDIAN's activities. As a technology management company, we assist our customers throughout the lifecycle of their IT assets, from needs-based procurement and eco-friendly use to refurbishment and remarketing. Our circular business model reduces the burden on the environment by enabling the efficient use of resources and reducing e-waste and emissions. In contrast to a linear economic model where the value of an asset is almost entirely lost at the end of its lifecycle, the circular model aims to retain an asset's value for as long as possible. And that is exactly our approach. The value hill* Linear Economy Circular Economy User Repair/Maintain Add Value Destroy Value Add Value Return Value retail assembly manufacturing extraction reuse/redistribute refurbish remanufacture recycle Pre-Use Use Post-Use Pre-Use Use Post-Use * Master Circular Business with the Value Hill | European Circular Economy Stakeholder Platform (europa.eu).

14 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement A study by McKinsey shows that ICT hardware in the service sector accounts for 35 to 45 percent of all carbon emissions.* Lifecycle thinking, not throw-away culture More and more companies in Germany are passing on their decommissioned hardware through dona- tions, give-aways, or sales, for example. A 2024 survey by Bitkom shows that over 50 percent of respondents are now giving devices that are still in working order a second life in this way. In most cases, defective equip- ment is professionally recycled. Yet despite this pos- itive trend, there is room for improvement. According to the UN, 62 million tonnes of e-waste are generated every year (as at 2022)**, and that number is rising. That is why CHG-MERIDIAN is committed to lifecycle thinking, with the aim of making the usage cycle of IT equipment more sustainable. It starts with respon- sible procurement, where we ensure that assets are procured in line with demand and from business partners who adhere to our code of conduct and the Group-wide procurement guidelines for meeting environmental and social standards. We rely on eco- friendly transportation solutions and, in some cases, use reusable packaging to minimize the environmen- tal footprint. Furthermore, our professional adminis- tration management ensures that assets are used in an effective and resource-efficient way that preserves their value for as long as possible. At the end of the first use phase, we take back the IT lease returns from our customers and prepare these assets for a second lifecycle. In 2024, we gave around 1,000,000 IT devices, or 94 percent of all IT lease returns, a second life through refurbishment and remarketing in our state-of-the-art technology centers or via our partners. Our certified eraSURE® process guarantees the secure erasure of sensitive data before assets are used again. Non-reusable assets or those containing highly sen- sitive data are professionally recycled by our certified partners in accordance with national and interna- tional standards, and valuable resources are returned to the material cycle. This ensures that hardware is used for longer, resources are conserved, and carbon emissions are reduced. * https://www.mckinsey.de/news/presse/green-it-dekarbonisierung- unternehmens-it-studie ** https://www.umweltwirtschaft.com/news/abfallwirtschaft-und-re- cycling/Global-E-Waste-Monitor-2024-E-Schrott-Aufkommen-steigt- weltweit-rasant-an-30019

15 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Sustainability through lifecycle thinking: refurbishing and reusing devices 2. Green transportation Delivery of asset to the customer; shipment in reusable packaging. 3. Use phase Period of use by the customer; duration of use varies. 6. Remarketing Asset is made available on the secondary market via sales partners. IT Carbon Footprint With carbonZER0® and the customized IT Carbon Footprint Report, CHG- MERIDIAN supports its customers in both their financial climate contribu- tions and emissions reporting. Device management Lifecycle extension 5. Refurbishment Asset is checked and professionally refurbished; asset is only recycled if it cannot be repaired or the customer's level of security requires it. 7. Reuse Reuse of asset extends its lifespan. 1. Responsible procurement Needs-based asset procurement; CHG-MERIDIAN code of conduct, and a Group-wide procurement guideline for all business partners to ensure compliance with environmental and social standards. 4. Secure data erasure Sensitive company data is completely erased using a certified procedure (eraSURE®) after asset has been collected.

16 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement 1,000,000 IT lease returns were given a second lifecycle in 2024 A win-win for companies and the environment The plus points for companies are obvious: they benefit from a sustainable IT strategy and reduce their running costs by opt- ing for usage models over purchasing, all while minimizing their environmental footprint at the same time. A study conducted by CHG-MERIDIAN and the VITO institute in 2022 shows that IT usage models can reduce a smartphone's carbon footprint by more than 50 percent. The use of raw materials can be reduced by up to two thirds compared to the classic purchase model. This means fewer newly manufactured devices and a lower burden on the environment – a significant lever when you consider that around 76 percent of a smartphone's total carbon emissions are generated during manufacture. 'Sustainable IT usage is not a trend; it is an important step toward a better future.' Dr. Mathias Wagner, CEO of the CHG-MERIDIAN Group

17 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement End-of-lease process 6% of IT lease returns were disposed of in 2024. Our technology centers Skien 94% of leased IT devices that are returned are remarketed. Gross- Gerau LICHTENSTEIN ANDORRA Our end-of-lease service partners Worldwide Meridian Leasing Corporation, acquired in 2024, is not yet included in the remarketing figures for 2024. Standard global end- of-lease process (e.g. testing, inspecting, and evaluating assets) Remarketing and asset management Our remarketing customers have to pass a rigorous legitimization check and must not be included on any sanctions list. Assets given a second lifecycle through remarketing are subject to order-specific export controls in line with local legislation. Our global end-of-lease service partners handle the entire process for us and must comply with CHG-MERIDIAN standards in line with our ISO certifications. CHG- MERIDIAN audits these partners at regular intervals to ensure the provision of an industry-leading service.

19 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Taking the initiative on climate action CHG-MERIDIAN and the Science Based Targets initiative Climate change calls for decisive action, including from com- panies. CHG-MERIDIAN is taking responsibility for climate action and has joined the Science Based Targets initiative (SBTi), which provides a science-based framework for reducing greenhouse gas emissions in line with the Paris climate agreement. By signing the SBTi's commitment letter at the end of 2023, CHG- MERIDIAN has set the next milestone for a more sustainable future. The Company has since been working on further action to reduce its carbon emissions. But what does this commitment actually involve? To find out more about the actions taken and the steps to implement them, we spoke to Kim Ciresa, Sustainability Manager at CHG- MERIDIAN, who gave us an insight into the sustainability strategy. CHG-MERIDIAN is setting ambitious climate targets as part of its commitment to the SBTi. What role does a climate transition plan play in this? A climate transition plan is the strategic roadmap that ensures that corporate targets are brought into line with the requirements of the Paris climate agreement. In this context, companies like CHG-MERIDIAN are guided by science-based climate targets. What exactly are science-based climate targets and how are they linked to the climate transition plan? Science-based targets lie at the heart of a climate transition plan, as they determine the direction in which a company's sustainability efforts should be heading. The commitment to the SBTi was a major step for CHG-MERIDIAN. The initiative gives companies access to science-based information, resources, and guidelines on a wide range of approaches to develop- ing emission reduction targets and delivering on them. Can you give an example of a specific action developed by CHG-MERIDIAN? Of course. We differentiate between direct and indi- rect emissions. Direct emissions are caused by our own activities, e.g. the vehicle fleet and energy con- sumption in our buildings, that is to say our offices and technology centers. We aim to reduce our carbon emissions in this area by progressively switching to electric vehicles and using renewables such as biogas Kim Ciresa, Sustainability Manager at CHG-MERIDIAN and geothermal energy. With regard to indirect emis- sions, which are primarily generated by assets leased downstream, business travel, and purchased goods, our focus is on getting customers on board and helping them to develop climate targets. Many of our customers are already committed to the SBTi, which demonstrates the growing awareness of this initiative in the market. What are the next steps regarding the implementation of the SBTi requirements? We are currently working on our targets, which involve reducing direct emissions and working with customers to reduce indirect emissions. Once these targets have been set, we will submit them to the SBTi for validation, which is expected by the end of the year. We plan to hold regular stakeholder meetings, provide annual reporting, and set up internal management to ensure that the implemented targets are achieved.

20 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement On track to reduce emissions Growth with responsibility CHG-MERIDIAN comprehensively measures and reports its greenhouse gas emissions in accordance with the internationally recognised Green- house Gas Protocol – including all emissions under Scope 1, 2 and 3. In 2024, we also recorded emissions from the product lifecycles of our leased and remarketed devices for the first time. However, due to their scale and limited comparability with our own company data, these are not included in our current reduction target. Our focus remains on reducing direct and indirect greenhouse gas emissions (Scope 1, 2 and company-related Scope 3) per employee. Our current target is a 25% reduction by 2025 com- pared to 2020. With this target expiring in 2025, we are already looking ahead: in future, we will be guided by science-based targets to make our climate strategy even more ambitious and scientifically sound. 2024 total 12,721 Scope 1: 1,323.79 Scope 2: 216.67 Scope 3: 11,180.96* Greenhouse gas intensity: 7.95 tCO2e per employee 15000 12000 9000 6000 3000 0 9.32 8.45 8.57 7.95 10,981 10,558 12,191 12,721 Target for 2025: 6.99 tCO2e per employee 10 8 6 4 2 0 tCO2e total Base year 2020/21 2022 2023 2024 tCO2e per employee * Without product lifecycle emissions. Despite a growth-related increase in total emissions, emissions per employee are falling – a positive trend in line with our climate strategy. Meridian Leasing Corporation, acquired in 2024, is not yet included in the greenhouse gas balance for 2024.

21 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Transparency throughout the entire lifecycle In 2024, we took an important step towards holistic climate accounting: for the first time, emissions from the entire lifecycle of our leased and remarketed devices were recorded. These product lifecycle emissions account for the majority of our total emissions (99.7 percent). The emissions are spread across various phases of the product lifecycle: manufacturing (38.3%), use during the lease term (38.6%), further use after sale (14.9%), transport (3.9% upstream and 3.9% downstream) and end-of-life (0.4%). To calculate emissions, we use emission-specific factors for each asset class – for example, for the 'smartphone' category – within the technology sectors IT, industry and healthcare. These are mainly based on manufacturer information and recognised studies that use representative device types and average values. Where specific data is not available, we use a spend- based approach (emissions per euro spent) and derive values for other asset classes from this. Due to limited data availability, we currently work with average and extrapolated values, which have been verified by external parties. To account for uncertain- ties, we take a conservative approach to our calcu- lations, tending to use higher emission factors. Greenhouse gas emissions in 2024 in tCO2eq Scope 1 Scope 2 Scope 2 location based Scope 2 market based Scope 3 total* incl. product lifecycle emissions 1,323.79 829.82 216.67 4,678,864.51 4,680,404.97 Distribution of product lifecycle emissions With the initial recording of lifecycle emissions, we are adding a key component to our carbon footprint and thus creating significantly greater transparency regarding our total emissions. 38.3% Manufacture 3.9% Upstream transport 38.6% Use-related emissions at the lessee 14.9% Use-related emissions of sold assets 3.9% Downstream transport 0.4% End-of-life * Only market-based emissions from Scope 2 are taken into account. Meridian Leasing Corporation, acquired in 2024, is not yet included in the greenhouse gas balance for 2024.

22 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Quality through ISO certifications The highest standards for our European locations In 2024, CHG-MERIDIAN extended four of its existing ISO certifications (ISO 14001, ISO 22301, ISO 27001, and ISO 27701) from Germany, Austria, and Switzerland to all European locations. The aim is to boost the Company's competitiveness and provide even more confidence, reliability, and qual- ity in the collaboration with international customers and partners. 'ISO-certifications are a key element of our corporate strategy. They show that we meet the highest inter- national standards and demonstrate our profession- alism and expertise to a wide range of stakeholders,' says Frank Schreiber, Group Regulatory Officer at CHG-MERIDIAN. The management systems for environment (ISO 14001), business continuity (ISO 22301), information security (ISO 27001), and data protection (ISO 27701) have now been certified by external experts at all European locations. In addition, the compliance management system (ISO 37301) was certified in Germany, Austria and Switzerland for the first time. Alongside the existing ISO 9001 certifications in Skien, Gross-Gerau, Australia, and Italy, it significantly expands the scope of the more specific standards for our business model. In view of ever-stricter legal and market requirements, CHG-MERIDIAN is increasingly relying on proof pro- vided by third parties, such as ISO standards, and the precautionary principle in order to permanently minimize environmental, social, and governance (ESG) risks. An integrated management system (IMS), which was launched in 2023 and expanded in 2024, brings all management systems together into one central system, thus optimizing our internal processes. 'Regular audits and checks are driving the ongo- ing refinement of our processes and systems. This ensures that we continually improve as a Company and consistently strengthen our position as a reliable partner,' adds Frank Schreiber. Frank Schreiber, Group Regulatory Officer at CHG-MERIDIAN Benefits of ISO certification at a glance Our management systems at CHG-MERIDIAN Quality assurance: Business processes are organized in accordance with international standards. Efficiency gains: Systematic processes and clear structures improve resource use and optimize workflows. Risk minimization: Risks relating to data pro- tection, information security, business continuity, compli- ance, and environmental management are identified early and reduced. Management system Scope ISO 9001 Quality management Technology centers in Gross-Gerau and Skien, and CHG Italy, Australia ISO 37301 Compliance management CHG Germany, Austria, and Switzerland ISO 45001 Occupational health and safety Gross-Gerau technology center ISO 14001 Environmental management ISO 22301 Business continuity ISO 27001 Information security ISO 27701 Data protection Europe

23 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement The DEI committee – one year on How CHG-MERIDIAN promotes diversity and inclusion Over a year ago, CHG-MERIDIAN set out to proactively foster inclusion and equal opportunities across the Company. The diversity, equity, and inclusion (DEI) committee was established with the aim of enshrin- ing diversity, equity, and inclusion in the work culture at CHG-MERIDIAN. Employees were able to nominate themselves or others as members, and a wide range of positions and countries are now represented on the committee. A year on, we can look back with pride on what has been achieved so far: 'At CHG-MERIDIAN, we firmly believe that diversity drives innovation and growth. Our DEI committee plays a key role in ensuring that every voice is heard and valued. This creates an inclusive environment in which everybody can reach their full potential.' Local engagement Melissa Jäger, Head of Group People & Culture Under the banner 'International Volunteering Day – Empowerment in Unity', participants in this internal initiative across six countries (Mexico, Italy, France, Belgium, Germany, and Australia) organized volunteering projects that make a posi- tive contribution to the local community. In Germany, for example, a campaign for blood donations was launched, and in Italy a charity Christmas market was held in aid of the needy. These successful activities demonstrate that inclusion is not a destination, it is an ongoing process. CHG-MERIDIAN remains committed to actively fostering a culture of diversity and equal opportunities in 2025. A global policy against discrimination Our non-discrimination group has devel- oped and implemented a global pol- icy that underlines our zero-tolerance approach to discrimination. It is the cornerstone of a safe and appreciative working environment. More than 350 employees have already attended aware- ness events on the topic, and these are set to continue in 2025. Diversity Talks To foster active engagement with diver- sity, several events with an average of 300 participants were organized as part of the Diversity Talks initiative. It provided a space to meet and talk about diversity, inclusion, and equal opportunities.

24 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Wellbeing at the workplace Work-life balance: CHG-MERIDIAN sets new standards in health at work In a fast-paced work culture, it is more important than ever to set healthy boundaries and take responsibility for your own wellbeing. In March 2024, CHG-MERIDIAN launched the collaboration & disconnection guide to achieve exactly this and create a healthy and sup- portive work environment. It provides guidance and best-practice approaches to achieving balance, respect, and flexibility at work. It also sets out clear expectations regarding collab- oration, communication, and consciously switching off from work to ensure that all employees can find a healthy work-life balance. CHG-MERIDIAN is com- mitted to creating an environment that encourages open communication, respect, and empathy. The Company also highlights the importance of taking breaks and time off, and of being a role model for self-care, and provides examples of best prac- tice before and after meetings. The aim is to create a work environment in which everyone feels valued and is able to reach their full potential to the fullest possible extent. Focus on mental health: the 'R U OK?' initiative Mental health concerns us all, but talking about it can be difficult. CHG-MERIDIAN wants to change this, and has launched the 'R U OK?' initiative to encourage more openness about mental health in the workplace. The aim is to foster open dialogue, create a support- ive environment, and ensure that all employees feel comfortable about asking for help. CHG-MERIDIAN's programs, self-check tools, training, and coaching sessions are designed to raise awareness of mental health across the Company and cultivate an integrative and supportive workplace. A certified mental health first-aider has also been appointed to help anyone who needs support at short notice. Diversity metrics for CHG-MERIDIAN The total number does not include trainees, students, or employees on maternity or parental leave, but does include our subsidiaries.* All data relates to December 31, 2024. Female: 679 Male: 921 27% women in management roles** 2023: 24.1% Age structure 22% employees aged 30 or under 60% employees aged 31 to 50 18% employees aged over 50 45 countries 15 people with disabilities Partnerships with initiatives in Gross-Gerau*** 39.2 average age 9.9% Central Europe gender pay gap * Applies to the whole Group (incl. OPC, Meridian Leasing Cooperation, circulee, devicenow, abakus). ** Applies to the Group (incl. OPC, circulee, devicenow, abakus). ** CHG-MERIDIAN employees in Groß-Gerau, for whom we also have partnerships with workshops. Meridian Leasing Corporation, acquired in 2024, is not yet included in the 2024 personnel figures (except headcount).

25 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Corporate Citizenship Practicing corporate responsibility Taking responsibility is not just something we do on paper; it is at the heart of the corporate culture that guides our work. We want to be a good corporate citizen and give something back to society, and we aim to support those in need of help. Education, the arts, social causes, and technology are priorities for us. In 2024, CHG-MERIDIAN donated €91,100 in total to community-based initiatives. Our CARE activities are particularly close to our heart, as they enable our employees to give something back to their local community. They get involved through their own projects, which they organize themselves and which receive additional support from the Company. A total of 60 CARE projects have been delivered since 2015, four of which in 2024. Sweating for a good cause Global volunteering initiatives Presents that put smiles on faces: to mark Día de los Reyes Magos, the most important day in the Christmas calen- dar in Spain and Latin America, 35 colleagues in Mexico collected presents for socially dis- advantaged children to spread some Christmas magic and bring smiles to faces. CHG-MERIDIAN's employees proved that they love a challenge by lacing up their running shoes for a good cause at the company fun runs in Friedrichshafen and Munich. It was all in aid of Plan International Deutschland e.V., which champions equal opportunities for girls and boys around the world, the German National Bone Marrow Donor Registry, and the Kirchheim-Heimstetten food bank. 'Game, set, and match' was the order of the day at the 4th CHG-MERIDIAN Open in Weingarten. During this tennis tour- nament, 25 players raised €1,100 in support of the Ravensburg Clowns group and the Ravensburg women's refuge. The clowns bring fun and joy to hospitals, care homes, and other social institutions. The women's refuge provides shelter and protection for women and children who have suffered physical or emotional abuse, and offers them support. The colleagues in Australia donned their chef's hats to cook 75 meals for socially disadvantaged people as part of a volunteer program. The meals were prepared using ingredients that would otherwise have gone to waste, thus shining a light on the issue of food waste. In Australia, 312 kilograms of food per capita currently end up in the trash. Going the extra mile CHG-MERIDIAN's employees literally went one step further as part of the One Step Further initiative in 2024 by surpassing their performance of the year before. They cycled, ran, or otherwise moved in some way to cover a total of 15,818 kilo- meters for a good cause. CHG-MERIDIAN donated a euro for every kilometer covered. This year's beneficiaries were Amnesty International and Médecins Sans Frontières. All in all, 25 locations and 386 employees from Sydney to Weingarten took part in this fifth incarnation of the CARE initiative.

26 Editorial Economy & Finance Strategy & Governance Circular Economy & Climate Management Business Ethics Labor & Human Rights Sustainable Procurement Sustainable supply chains CHG-MERIDIAN sets new benchmarks in supplier management Over 6,000 suppliers from 78 countries and 160 sectors were assessed CHG-MERIDIAN is taking another step toward sustainable and transparent supply chains. As part of the ongo- ing development of its sustainability strategy, the Company has formulated a plan for managing supplier relation- ships that primarily addresses risks in the areas of labor rights, human rights, ethics, sustainable procurement, and the environment. The manufacture of IT devices, in particular, often involves the extraction of raw materials in coun- tries of the Global South, which pre- sents challenges in terms of fair work- ing conditions and environmentally friendly production practices. CHG-MERIDIAN differentiates between expense suppliers (for meeting its own needs) and busi- ness suppliers (for customer orders). Whereas cus- tomers choose their suppliers themselves with the lease model, under the rental model CHG-MERIDIAN chooses the suppliers and can thus impose stricter sustainability requirements. In certain cases, addi- tional ratings are requested to ensure responsible procurement practices. This is how we create trans- parency, integrate sustainability matters into our business relationships, and encourage high environ- mental and social standards within our sphere of influence. Risk classification and data-driven supplier assessment A key aspect of our sustainability strategy is the introduction of a Group-wide supplier management strategy that systematically integrates sustainability criteria into the supplier management system. This includes a stricter onboarding process to ensure that all suppliers meet high standards in the areas of quality, supply reliability, compliance, and sustainability. Particularly noteworthy is the comprehensive risk classification based on data-driven supplier assess- ments. Since the fourth quarter of 2024, all business suppliers must undergo an abstract risk analysis to identify potential sustainability risks as early as possi- ble. More than 6,000 suppliers across 78 countries and 160 sectors have already been analyzed. Suppliers in the key 'strategic' and 'valued' segments undergo more thorough checks, which, depending on the risk profile, may include a simplified EcoVadis assessment or a comprehensive sustainability rating. The latest tools for automated risk analysis We deploy the latest technologies that enable both abstract and specific risk analyses. EcoVadis IQ+, for example, is a tool for automated, abstract risk analy- sis that produces country-specific and sector-spe- cific sustainability profiles. It takes factors such as environmental standards, labor rights and human rights, ethical business practices, and sustainable procurement into account. The analysis also looks at documents such as ISO 14001 certificates and sustain- ability reports to obtain an even more detailed picture of the suppliers. A specific risk analysis is carried out either via a simplified questionnaire or as a full sustainability rating. We are switching to the EcoVadis tool 'Vitals' so that we can offer a simplified question- naire around the world. Long-term partnerships and promoting sustainable business practices Through its expanded methodology and systematic approach to assessment, CHG-MERIDIAN aims to enshrine sustainability standards throughout the sup- ply chain and initiate specific improvement measures. The focus is on transparency with regard to existing risks and the identification of optimization potential. Looking ahead, we plan to gradually extend the high standards and practices that we have established for business suppliers to our expense suppliers.