Metrics and Targets

Targets related to the management of significant IROs

In the following, we report on targets related to managing material negative impacts, promoting positive impacts and managing material risks and opportunities.

In our sustainability strategy, we have formulated overarching goals for the period up to 2030, whereby we have involved workers in workshops. The following table provides an overview of the 2030 targets relating to workers of the company:

At the end of each fiscal year, Corporate Sustainability Management assesses the effectiveness of the actions taken on the basis of available metrics. The relevant metrics are recorded centrally using sustainability software and checked for plausibility in sustainability controlling. The qualitative and quantitative results obtained in this way are used to evaluate the effectiveness of the action and thus indicate whether the action is suitable for achieving the objectives. If potential for improvement is identified, this is discussed with the specialist departments and readjusted if necessary. New findings regarding risks are incorporated into the sustainability risk analysis. Corporate Sustainability Management then communicates to the Executive Board and discloses the results in the sustainability statement.

As part of the annual survey, new targets and actions to achieve them are also defined. Bechtle sets targets to strengthen its attractiveness as an employer and to promote diversity and equal opportunities as part of its diversity strategy. Targets are defined by management in close cooperation with the HR department and take into account findings from HR key figures and feedback from the operational business. Dialogue with the workforce takes place via managers, internal communication formats and participation tools. The targets are underpinned by specific actions, measurable key figures and a time horizon for achieving the targets.

Target achievement is tracked with regular HR reports and the analysis of metrics, including diversity aspects. The results are discussed by management and are incorporated into reporting and the further development of existing actions. Corporate Sustainability Management is also available as a sparring partner during the year, provides support in the development of new targets, provides information on new regulatory or strategic requirements and supports the involvement of stakeholders in individual projects.

Based on the performance evaluation, Bechtle continuously identifies findings and opportunities for improvement to further develop its attractiveness as an employer and its diversity initiatives. Qualitative feedback from employees and dialogue with employee representatives support the adjustment of actions and objectives and strengthen Bechtle’s long-term positioning as an attractive and diverse employer.

Characteristics of the own workforce

All of the following key figures in the area of characteristics of the company’s employees include all employees in the reporting period, including temporary staff and excluding governance bodies as defined by ESRS. The previous year’s figures have therefore been adjusted.

As of 31 December 2025, Bechtle employed 16,574 people across the group (2024: 16,008) employees from 112 (2024: 109) countries. The most representative figure in our financial statements corresponds to the number of employees as at 31 December 2025 of 16,360 (2024: 15,801).

In 2025, 2,090 (2024*: 2,270) people left Bechtle as a result of resignations, which corresponds to a turnover rate in relation to the average number of employees of 12.9 per cent (2024*: 14.5 per cent).

As part of the system changeover, an incomplete data basis was identified with regard to the reasons for leaving. The previous year’s data has therefore been adjusted. The number of departures was corrected and reduced by 248. The adjustment of the population results from the changed definition of employees and led to an increase of 81 departures.

In terms of the turnover rate, the correction led to a reduction of 1.8 percentage points. The turnover rate increased by 0.5 percentage points due to the adjustment of the population.

In the context of employee redundancies there were 1,275 (2024: 1,531) resignations. We use this key figure to calculate our company-specific staff turnover rate, which was 7.9 per cent (2024: 9.8 per cent, increase of 0.7 percentage points in 2024 due to the adjustment of the population in accordance with the ESRS definition). This means that we have achieved our internal HR target of remaining below 10 per cent.

(*Previous year’s figures have been adjusted)

Diversity indicators

The following table shows the gender distribution at the top management level.

The following table shows the age distribution at Bechtle by age group.

Appropriate remuneration

Our workers all receive appropriate remuneration in line with the applicable reference values.

People with disabilities

As of 31 December 2025, Bechtle employed 1.9 per cent (2024: 1.8 per cent) people with severe disabilities.

Health and safety metrics

Around 16 per cent (2024: 16 per cent, change of 2 percentage points due to the adjustment of the population according to the ESRS definition) of the company’s employees are covered by the management system in accordance with the ISO 45001 standard for health and safety. We have implemented actions to ensure compliance with labour law regulations for workers in the other companies.

Remuneration metrics (differences in earnings and total remuneration)

Group-wide, we have an unadjusted gender pay gap of 18.6 per cent in 2025 (2024: 19.7 per cent, there was no significant change in the 2024 figure due to the change in the population). This figure reflects the average salary differences between male and female employees, without taking into account structural factors such as position, professional experience or others. In the calculation, the remuneration paid in 2025 including basic salary and additional cash benefits, benefits in kind (e.g. non-cash benefits from company car transfers) for all employees was taken into account: (including absentees, trainees and temporary staff, excluding governance bodies). From this, an average hourly wage for men and women was calculated and compared. The data basis excludes acquired companies in the 2025 fiscal year and an acquisition from the 2024 fiscal year due to individual salary details per employee not yet being available. Also excluded are employees with missing working hours in the reporting period due to parental leave and long-term sickness outside of continued pay as well as sabbaticals and similar circumstances. For the international companies and MODUS Consult GmbH, we have estimated the non-cash benefit for company car transfers based on the values determined for Germany. As the ratio of the annual total remuneration of the highest-paid individual to the median of the annual total remuneration of all employees excluding the highest-paid individual, we have 107 (2024: 89, increase of 5 due to the adjustment of the population according to the ESRS definition and inclusion of temporary staff, among others). For this purpose, the compensation paid out in 2025 (including basic salary, other cash benefits and benefits in kind as well the gross amount for the payment of long-term share-based compensation) of the CEO (person with the highest compensation) was compared with the median compensation paid out to all employees.

Incidents, complaints and serious impacts related to human rights

In the 2025 fiscal year, 10 notifications (2024: 9) were categorised by us as discrimination, including harassment. A total of 5 complaints (2024: 1) were received via channels through which workers can raise concerns. There were no material fines, sanctions or compensation payments in this context.

During the reporting period, we did not become aware of any serious cases relating to human rights, in particular forced or child labour. No fines, sanctions or compensation payments were imposed on Bechtle in this connection.