GEA : GEA : ESG roadshow presentation

ESG Roadshow Presentation GEA Group March 2025 GEA Group - a strong company Employees 18,347 Revenue 5,422 EUR million EBITDA before restructuring expenses 837 EUR million EBITDA before restructuring expenses 15.4 percentage of revenue Revenue 5,553 EUR million Leading technologies in our core markets Food I Beverage I Pharma Every 4 th package of spaghetti is processed with GEA technology One quarter of processed milk comes from GEA production systems Every 2 nd liter of beer is brewed with the aid of systems and process solutions from GEA Every 2 nd tablet to treat cancer is made on GEA equipment 2 Mission 30: Our plan for enduring success Our purpose Engineering for a better world. Our Vision We safeguard future generations by providing sustainable solutions for the nutrition and pharmaceutical industries. Impact. Resilient communities Thriving employees Responsible innovation > 5% 17-19% > 45% Organic sales EBITDA margin ROCE CAGR Growth. Value. Future-ready portfolio Optimized cost structures in key geographies and efficient processes Digitalization AI Innovation Sustainability 3 Our climate targets at a glance 2019 2024 2026 2030 Reference Scope 1 & 2 Scope 1 & 2 58% Scope 1 & 2 80% year Scope 3 60% Scope 3 33% 27.5% Reference Last FY Short-term target Mid-term point for our target greenhouse gas reduction targets 2040 GEA Net Zero Long-term target 4 98.4% shareholder approval for our Climate Transition Plan 2040 Say on Climate: We gave our shareholders a say on our climate protection activities We presented our Climate Transition Plan 2040 to our shareholders at the Annual General Meeting on April 30, 2024 Our shareholders approved this plan by an overwhelming 98.4% 5 Our top management fully committed to ESG targets Since 2022 Reduction of scope 1 & 2 emissions included in long- term variable remuneration (LTI) of Executive Board Since 2023 Reduction of scope 1, 2 & 3 emissions included in variable remuneration of the Global Executive Committee 1 1 The Global Executive Committee (GEC) is the management body comprising the Division CEOs, Regional CEOs, Chief Sustainability Officer and the Chief Human Resources Officer, alongside the members of the Executive Board I 2 Comprises around 150 top managers From 2024 Reduction of scope 3 emissions included in the Executive Board's LTI GEA's top leadership team 2 incentivized on sales of Add Better product portfolio 6 Our purpose: Engineering for a better world Our contribution Impact Responsible Innovation Resilient Operations Thriving Employees & Communities Our targets Reduce greenhouse gas emissions scope 3 by 27.5% by 2030 125 Mt CO 2 e saved emissions along the value chain by 2030 All GEA solutions will be offered with zero freshwater-use option by 2030 All new GEA solutions will be circular-ready as of 2030 Reduce greenhouse gas emissions scope 1 & 2 by 60% by 2026 and 80% by 2030 Pathway towards Zero Impact Operations: no negative impact on waste, water, energy, biodiversity & OHS 100% of A-suppliers fulfill GEA's sustainability criteria by 2030 (preferred suppliers by 2026) Launch of the GEA Foundation to strategically and effectively deliver on our commitment to donate 1% of net profit annually Net zero 2040 80% favorable rating of Employee Survey Engagement dimension by 2030 25% female representation in top and middle management positions (L1-L5) and 30% in talent pipeline by 2030 Broadening talent pools to more diverse target groups Increase the sustained knowledge transfer and long- term employability through senior employees 7 Responsible innovation Impact. Why sustainability? The food and beverage industries are resource-intensive They involve processes such as industrial cleaning, heating, cooling or freeze drying To stay in business customers must make these processes more resource-efficient This is our business opportunity! 9 How we reach our Net Zero target Scope 3: Important levers Scope 3 Roll-out Implementation of Electrification of Add Better products Add Better Consulting our products Scope 3: General challenge for mechanical engineering sector Our customers' production processes tend to be very energy- intensive Long lifetime of machinery leads to high emissions in product use phase Product innovation Digital services Sustainability around climate requirements for protection suppliers 10 Attachments Original document Permalink Disclaimer GEA Group AG published this content on March 17, 2025 , and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on March 17, 2025 at 09:58:09.813 . ESG Roadshow Presentation GEA Group March 2025 GEA Group - a strong company Employees 18,347 Revenue 5,422 EUR million EBITDA before restructuring expenses 837 EUR million EBITDA before restructuring expenses 15.4 percentage of revenue Revenue 5,553 EUR million Leading technologies in our core markets Food I Beverage I Pharma Every 4 th package of spaghetti is processed with GEA technology One quarter of processed milk comes from GEA production systems Every 2 nd liter of beer is brewed with the aid of systems and process solutions from GEA Every 2 nd tablet to treat cancer is made on GEA equipment 2 Mission 30: Our plan for enduring success Our purpose Engineering for a better world. Our Vision We safeguard future generations by providing sustainable solutions for the nutrition and pharmaceutical industries. Impact. Resilient communities Thriving employees Responsible innovation > 5% 17-19% > 45% Organic sales EBITDA margin ROCE CAGR Growth. Value. Future-ready portfolio Optimized cost structures in key geographies and efficient processes Digitalization AI Innovation Sustainability 3 Our climate targets at a glance 2019 2024 2026 2030 Reference Scope 1 & 2 Scope 1 & 2 58% Scope 1 & 2 80% year Scope 3 60% Scope 3 33% 27.5% Reference Last FY Short-term target Mid-term point for our target greenhouse gas reduction targets 2040 GEA Net Zero Long-term target 4 98.4% shareholder approval for our Climate Transition Plan 2040 Say on Climate: We gave our shareholders a say on our climate protection activities We presented our Climate Transition Plan 2040 to our shareholders at the Annual General Meeting on April 30, 2024 Our shareholders approved this plan by an overwhelming 98.4% 5 Our top management fully committed to ESG targets Since 2022 Reduction of scope 1 & 2 emissions included in long- term variable remuneration (LTI) of Executive Board Since 2023 Reduction of scope 1, 2 & 3 emissions included in variable remuneration of the Global Executive Committee 1 1 The Global Executive Committee (GEC) is the management body comprising the Division CEOs, Regional CEOs, Chief Sustainability Officer and the Chief Human Resources Officer, alongside the members of the Executive Board I 2 Comprises around 150 top managers From 2024 Reduction of scope 3 emissions included in the Executive Board's LTI GEA's top leadership team 2 incentivized on sales of Add Better product portfolio 6 Our purpose: Engineering for a better world Our contribution Impact Responsible Innovation Resilient Operations Thriving Employees & Communities Our targets Reduce greenhouse gas emissions scope 3 by 27.5% by 2030 125 Mt CO 2 e saved emissions along the value chain by 2030 All GEA solutions will be offered with zero freshwater-use option by 2030 All new GEA solutions will be circular-ready as of 2030 Reduce greenhouse gas emissions scope 1 & 2 by 60% by 2026 and 80% by 2030 Pathway towards Zero Impact Operations: no negative impact on waste, water, energy, biodiversity & OHS 100% of A-suppliers fulfill GEA's sustainability criteria by 2030 (preferred suppliers by 2026) Launch of the GEA Foundation to strategically and effectively deliver on our commitment to donate 1% of net profit annually Net zero 2040 80% favorable rating of Employee Survey Engagement dimension by 2030 25% female representation in top and middle management positions (L1-L5) and 30% in talent pipeline by 2030 Broadening talent pools to more diverse target groups Increase the sustained knowledge transfer and long- term employability through senior employees 7 Responsible innovation Impact. Why sustainability? The food and beverage industries are resource-intensive They involve processes such as industrial cleaning, heating, cooling or freeze drying To stay in business customers must make these processes more resource-efficient This is our business opportunity! 9 How we reach our Net Zero target Scope 3: Important levers Scope 3 Roll-out Implementation of Electrification of Add Better products Add Better Consulting our products Scope 3: General challenge for mechanical engineering sector Our customers' production processes tend to be very energy- intensive Long lifetime of machinery leads to high emissions in product use phase Product innovation Digital services Sustainability around climate requirements for protection suppliers 10 Attachments Original document Permalink Disclaimer GEA Group AG published this content on March 17, 2025 , and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on March 17, 2025 at 09:58:09.813 .