Global Sustainability, Health and Safety Report 2026

Foreword

We live in changing times. Geopolitical sands are shifting. Artificial intelligence (AI) is revolutionising the way we do business, creating new opportunities but also energy demands – a Sustainability tension Valtech is navigating. Consumers have ever-higher expectations that organisations need to strive to satisfy or surpass.

But amidst all this change, we stand firm on one particular topic that means a lot to me personally, to Valtech as a company, and to everyone it affects. And that’s fighting climate change. Climate change doesn’t care about the whys and wherefores. It only sees global weather patterns becoming more volatile and hard-hitting, average temperatures rising and people being affected with increasingly devastating consequences.

So, despite the ever-changing market in which we operate, we know that we must hold firm on our environmental responsibilities. That means doing everything we can to become a more sustainable company – including engaging with our whole ecosystem of employees, clients, suppliers, partners and with nature itself.

We are proud of much of what we have achieved in the past year, particularly on our Scope 3 emissions, where we have seen a 21% reduction per employee compared with our 2024 performance.

However, we recognise that we have seen a 24% uptick in Scope 1 and 2 emissions from 2024. It’s worth contextualising this briefly. Firstly, Scope 1 and 2 emissions comprise just 6% of our total footprint. Secondly, despite the increase in 2025, we are still below our reduction pathway for 2030 and 2040. We will be keeping a watchful eye on our office emissions over the next year and ensuring we implement the right measures to bring these back down again.

Year-on-year, I continue to be inspired by the tenacity and passion of our Valtech Sustainability Champions’ community – led by our Global Sustainability Team, they are the lifeblood of our Sustainability strategy. They have the commitment and influence to mobilise our colleagues to take the sustainable action we need. That’s so important in a company like ours, where most of our environmental impact is in some way linked to our people and the decisions we make. You will read about many examples of that through the course of this report.

As ever, we are keeping our sleeves rolled up, because we all have a lot more to do. But for now, I’m pleased to share our progress with you – and to take a moment to reflect on some small wins for our planet along the way.

Jakob Vasehus
Valtech Group Chief Operating Officer

Introduction from our Group VP Sustainability

Sustainability at Valtech is not just a department. It's a discipline that runs through how we design, how we build, how we advise our clients and how we run our own operations.

This report is our account of that discipline in action over the past year: what we set out to do, what we achieved, where we fell short, and what we're doing about it.

There’s a tension that runs in corporate Sustainability teams that’s not often spoken about publicly, but which you will probably unearth within five minutes of talking to anyone who works in this field. And I want to surface that here. It’s the dichotomy between high-quality data, reporting and certifications – and taking real action which truly makes an impact.

Striking the right balance here is one of the biggest challenges we have in Sustainability, day-to-day. And that’s why, this year, I’m excited to say that we are building our own Sustainability management platform, with the help of our talented data and development teams. The aim is for this platform to transform the way we gather, calculate, visualise, project and report on Sustainability data – freeing up more of our time to focus on the initiatives that directly impact climate change, natural resource and nature conservation.

Our COO Jakob Vasehus has already mentioned AI – another ‘sustainable tension’. As a company at the sharp end of AI adoption, this is firmly on our radar. Of course we already account for AI usage in our emissions inventory, but we are striving to increase the accuracy and specificity of this reporting in particular. This can be challenging, as data is not always forthcoming from providers, but it is an ongoing priority. We are also educating our people on AI’s environmental impacts and how to use AI responsibly through training courses and other materials, ensuring that we are embracing the efficiencies and innovation AI brings with an environmentally and socially conscious mindset.

We have structured this report around our four core environmental themes: Emissions Reduction, Water Conservation, Waste Minimisation and Biodiversity Enhancement.

As a people-centric digital services organisation, we have identified that emissions are our biggest environmental impact. You will therefore find our Emissions Reduction section to be the most comprehensive, since this is where we focus the lion’s share of our effort in Sustainability. This sets out our targets, our progress and insights into that progress. The subsequent sections on Water, Waste and Biodiversity are more challenging to measure for Valtech, which has a 100% leased office estate. Where possible, we have provided data, but we have also shared some interesting case studies for each theme. Sadly we don’t have enough space to showcase all the fantastic initiatives our entities have delivered over the past year – so what you will read is a small selection of what has been achieved.

In addition, we have shared crucial information on our Sustainability Strategy throughout this report. That includes information on our governance, communications and our alignment to the UN Sustainable Development Goals (SDGs). Finally, we have shared key Health and Safety metrics to give a holistic view of our Health, Safety and Environmental progress to date.

We have tried to make this report honest rather than polished. Sustainability reporting only earns trust when it includes the numbers that went the wrong way, not just the ones that went well – and you'll find both in the pages that follow. Where we've made progress, we explain what drove it. Where we've slipped, we explain why, and what we're changing.

None of this happens without people. Behind every metric in this report is a decision made by a colleague, a client conversation, a supplier relationship, a piece of code. That's why so much of our work this year is focussing on giving our people – particularly our Sustainability Champions’ community – the tools, information and mandate to make better decisions where it counts.

As climate change continues apace, we are increasingly aware that not only do we need to redouble our efforts to reduce our own impacts – particularly on emissions – but also that adaptation is becoming even more important. Our Sustainability risk analysis process, on which we share details in this report, is an area we will be focussing on even more keenly in the coming years, so we can anticipate potential adverse impacts on our business and people, and seek to mitigate these wherever possible.

We don't see this report as a finished statement. It's a checkpoint. The climate and environmental challenges we are responding to are moving faster than any single year's report can capture, and our approach has to keep pace. What follows is where we are right now, measured as rigorously as we know how to – and keeping a laser focus on where we still need to go.

Kirstin Howard
Valtech Group VP Sustainability

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Section A — Sustainability

1. Our Sustainability strategy, governance and targets

Five strategic branches

• Accountability – We track our sustainability progress and share it publicly. We report on what matters.
• Community and education – We amplify our efforts through our sustainability champions’ network.
• Resilient and sustainable operations – We focus on efficient, low-impact operations today while building resilience against tomorrow's climate risks.
• Supplier engagement – We aim to embed greener practices and commitments across our supplier base.
• Client and Investor relations – We engage with our external network on what counts for them, supporting our core business.

Four environmental themes

1. Emissions reduction
2. Water conservation
3. Waste minimisation
4. Biodiversity enhancement

Our Sustainability certifications, disclosures and affiliations

Global

• SBTi-validated Near-term (2030) and Net-zero (2040) emissions reduction targets
• Annual CDP disclosures
• Annual EcoVadis disclosures – globally for the first time in 2026 (previously on a local level)
• Signatory and active member of The Climate Pledge

Local

• Annual UK Carbon Reduction Plan published
• Annual UK Streamlined Energy and Carbon Reporting (SECR)

Sustainability governance

Our Sustainability stakeholder ecosystem connects a wider ecosystem of clients, investors, suppliers, partners, nature and climate, and governments and compliance bodies to Valtech's internal structure. Leadership runs from the Group Chief Executive Officer and Group Chief Operating Officer, through the Group VP Sustainability and Group Health, Safety & Environmental Advisor, to a Global Sustainability Team, a network of Sustainability Champions (at least one per entity), and all Valtech employees. Key links connect this structure to Legal, Office Management, Supplier Management, People & Culture, Diversity & Inclusion, Learning & Development, and the AI Transformation Team.

Our management of Sustainability risks, opportunities, dependencies and impacts

Approach. As a global digital services business, our environmental risk profile is distinctive. We do not own our buildings or run factories, but we depend on our people; on reliable connectivity; on the data centres that power the solutions we build; and on the natural systems – clean water, clean air, a stable climate – that underpin all of these.

We also need to influence our value chain positively, so that we ensure that our suppliers and partners are operating in environmentally sensitive ways; but also that we help to advise our clients on their own impacts, baking in environmentally responsible delivery methods and solutions wherever we can. To manage this picture in a structured and honest way, we maintain a live register of our environmental risks, opportunities, dependencies and impacts.

How we manage this. We look at our environmental profile through four connected lenses. Risks capture where climate change, water stress, energy, waste and regulation could affect our people, our operations, our costs or our revenue. Opportunities capture where acting well creates value – commercially, operationally and reputationally. Dependencies make explicit what our business relies on from the natural world; and impacts record the effect our own activities have on the environment. Because these rarely occur in isolation, we also map the interconnections between them, so that a single driver – a water-stressed region, an emerging regulation, a shift in technology – can be understood across all four dimensions at once.

Each entry in the register is assessed consistently. We record where in our value chain and in which geographies the issue arises, the time horizon over which it is likely to become material (short, medium or long term), its likelihood and potential magnitude, and, where we are able to, we calculate an estimate of the financial effect across those horizons. Crucially, every entry is paired with a mitigation response: the action we are taking or plan to take, the teams responsible, and, where relevant, the cost of that response. The register is reviewed and refreshed at least annually.

Ownership sits with our Global Sustainability Team, working alongside our Legal, Finance, Risk, Health and Safety, and People and Culture functions; regional and country leadership; and our worldwide network of Sustainability Champions. Environmental performance is also reflected in the objectives of senior leaders, helping ensure that management of these issues is embedded in how the business is run rather than treated as a standalone exercise.

Understanding our physical exposure. Since so much of our resilience depends on our people and our offices, we analyse physical climate exposure at the location level. Using recognised tools and datasets, we screen our office estate for water availability stress, flood risk and biodiversity sensitivity, and we identify priority locations that warrant closer attention and contingency planning – for example, water-stressed and flood-exposed regions where a proportion of our people are based. This is complemented by information gathered through our entity and people teams on the real-world effects of extreme weather each year, which keeps our assessment grounded in lived experience rather than models alone.

Scenario analysis. To test our resilience against a range of plausible futures, we use climate scenario analysis spanning both a Paris-aligned, lower-warming world and a higher-warming, 3°C-plus world, across 2030 and 2050 horizons. This covers both physical risks – extreme weather, flooding, heat and water stress affecting our people and locations – and transition risks such as emerging disclosure regulation, carbon pricing and shifting client expectations. We benchmark our approach against peers in our sector to sharpen our thinking and identify where we can improve.

Turning insight into action. The register is only useful if it drives change. Insights from it feed directly into how we respond: business continuity planning focussed first on employee welfare; an office selection process that screens for flood and climate risk before we commit to a location; investment in renewable energy and resource efficiency, including rooftop solar and rainwater harvesting at key sites; sustainable procurement that favours suppliers with credible climate commitments; and the roll-out of greener software and design practices to help reduce both our own and our clients' digital emissions.

What we report on. This register underpins our environmental disclosure. It aligns with the methodology of our CDP submission, through which we report on our climate and water-related risks and opportunities, our scenario analysis, the financial effects we are able to estimate, and our emissions performance. Where figures are estimates, we treat them as such, and we continue to strengthen the underlying data year-on-year.

Top Sustainability risks

We have disclosed our top two Sustainability risks based on detailed analysis carried out across a range of parameters, calculated to be our ‘top two’ owing to their potential impact on our business and likelihood of occurrence.

01: Client demands. Sustainability credentials are becoming an increasingly important factor in how our enterprise clients select and retain suppliers. There is a risk that Valtech may be unable to meet the sustainability requirements and procurement criteria of existing and prospective clients if we do not maintain robust environmental performance, reporting and assurance processes across our global operations. This is particularly true for clients based in the EU, where supply chain due diligence obligations under the Corporate Sustainability Reporting Directive (CSRD) are driving greater scrutiny of supplier environmental performance, as well as for clients that have set their own science-based targets and expect their supply chain to support them. As part of this trend, clients increasingly ask suppliers to disclose environmental performance through CDP, demonstrate a credible carbon reduction plan or science-based target, and hold or improve an EcoVadis rating – credentials increasingly considered during RFP processes, contract renewals and the maintenance of preferred-supplier status. Given Valtech's multi-entity, multi-country structure, we focus on ensuring our environmental data and reporting are consolidated consistently across all entities.

02: Extreme weather events. There is a risk that the increasing frequency and severity of extreme weather events could negatively impact Valtech's operational resilience and business continuity, leading to reduced productivity, delayed project delivery, increased operating costs and potential loss of revenue. Given that the majority of Valtech's revenue depends on the availability and productivity of our people, even short-term disruption to employee access, office facilities, critical infrastructure or client delivery environments could result in lost billable hours, project delays and reduced revenue recognition.

As a global digital consultancy, Valtech's operating model is largely asset-light, with our physical footprint limited mainly to leased office space rather than owned infrastructure. Even so, we recognise that extreme weather events – including flooding, storms, heatwaves and wildfires – are a growing consideration for business continuity, affecting both our office locations and colleagues working remotely. In regions prone to flooding or severe storms, extreme weather can lead to temporary office closures; given the global nature of our project teams, we plan for this to help ensure continuity of client delivery and internal collaboration. Wildfires are increasingly prevalent in several regions in which we operate and in which our people live, carrying the potential for office closures, air-quality-related health and safety measures, and disruption to travel and commuting. As extreme heat events become more frequent, we are also cognisant of the impact on employee wellbeing and productivity, and we monitor the resilience of the third-party cloud and hosting infrastructure that underpins our digital service delivery to clients.

A special note on AI × Sustainability: navigating a complex intersection

We recognise that AI and Sustainability sit at an uneasy intersection. The environmental cost of AI, and how organisations account for it, is a question many of us are grappling with – and one we take seriously. At the same time, AI is transforming the way we do business, and has become an intrinsic part of our modus operandi internally as well as externally in the work we do for our clients, particularly as a digitally-focussed company.

Over the past period, we have developed a suite of initiatives to begin addressing the questions this intersection raises: how environmentally intensive is AI in practice? How do we account for our AI usage within our own emissions footprint? And how can we use AI in the most environmentally considerate way possible? We recognise that our thinking and approach will continue to evolve alongside the technology itself, and we are committed to keeping pace.

• AI × Sustainability Training – launched on our Valtech Academy training platform in 2026. Designed for all employees regardless of role, the module takes approximately 60 minutes to complete, including a short quiz.
• AI × Sustainability FAQs – a set of frequently asked questions on AI and Sustainability, providing accessible answers to common questions on this topic.
• AI × Sustainability Working Group – a dedicated working group taking this agenda forward.

2. Our Sustainability themes

Emissions Reduction

As a global digital consultancy, Valtech's environmental footprint is shaped less by factories or fleets, and more by the choices all of our employees make every day – the offices we occupy and how we heat and power them, the way we work and travel, and the goods and services we buy. It's this profile, typical of a people-centric, asset-light business, that makes emissions our single biggest environmental impact, and therefore the area where we focus the greatest share of our Sustainability effort.

Our approach is anchored in science. We have SBTi-validated targets for both Near-term (2030) and Net-zero (2040) emissions reduction, covering Scopes 1, 2 and 3, and we track our progress against these annually, benchmarked to our 2019 baseline. Getting this right isn't always straightforward: as a company at the forefront of AI adoption, we're navigating a genuine tension between the technologies helping us innovate and the environmental cost they carry, from the energy used in training and running AI models to the emissions embedded in the hardware behind it. We're working to bring more precision to how we measure this, while helping our people and our clients use AI more responsibly.

Valtech is committed to achieving net-zero emissions globally by 2040. Our global Near-term (2030) and Net-zero (2040) targets have been validated by the Science Based Targets initiative (SBTi), measured against our 2019 baseline year:

Target	Scopes 1 & 2	Scope 3 (per employee)
Near-term (2030)	50% reduction	55% reduction
Net-zero (2040)	90% reduction	97% reduction

The report includes several bar and pie charts here – a global emissions breakdown by category and year, and separate Scopes 1&2 and Scope 3 reduction-pathway graphs against the SBTi targets above. Chart values don't extract reliably as text (the axis labels, category percentages and yearly totals become jumbled), so they're omitted here rather than risk mismatching a figure to the wrong year or category. Please pull these charts/figures from the original PDF or source deck if they're needed in the web version.

Explanatory notes on our emissions trajectories

Our office estate is 100% leased. This makes data availability challenging in certain locations, since landlords are not always forthcoming with data, and we do not always have access to source data such as energy meter data or direct bills.

Scope 1 & 2: our total Scope 1 and 2 emissions have decreased significantly (~24%) since our 2019 baseline year, but we recognise a spike in 2025. This is due mainly to enhanced reporting processes and team capacity, which have enabled us to identify previously unreported instances of gas consumption and air conditioning in particular – for example, several offices had not previously included landlord-controlled air conditioning usage in their energy reporting, some offices used gas for central heating or water heating that had gone unreported, and our Paris office was found to be on the Parisian district cooling network, which we were not previously aware of. Applying this information retroactively isn't practicable given how many other variables have changed within and outside our office estate.

Mitigations include an Office Evaluation Process introducing more rigour to office selection; a future ambition to add energy and environment-related data clauses to lease contracts; review of all energy data received by our Global Health, Safety and Environment Advisor, who follows up with each office representative to confirm it; and, where data is deemed improbable, an evidence-based AI adjustment to provide more realistic figures for the emissions calculations.

Scope 3: we are pleased with both our absolute and intensity (per employee) progress for Scope 3 emissions in 2025 – a drop of 21% per head vs. 2024 and 49% vs. our 2019 baseline, meaning we are well on track to meet our 2030 intensity target of a 55% reduction per employee. We cannot be complacent here either: Scope 3 is harder to control than Scopes 1 and 2, and is in large part related to consistently “good” employee behaviour when it comes to carbon. Given our Sustainability leadership, strategy, governance and strong global network of Sustainability Champions, we believe we have effective initiatives in place to continue the downward trajectory seen in the past year.

Declaration

Valtech's emissions have been reported and recorded in accordance with the GHG Protocol's Corporate Accounting and Reporting Standard and Corporate Value Chain (Scope 3) Accounting and Reporting Standard. The data in this report will be verified by an independent third party to the ISO 14064-3 standard, with limited assurance; proof of verification will be added to this report once completed. We have gathered primary data for all relevant activities; where data has been unavailable, we have used secondary data to represent these areas as accurately as possible. Over time, our goal is to enhance emissions data quality and accuracy.

Key emissions reduction case studies

India – Solar panels in Bengaluru (Scopes 1 & 2)

Bengaluru, India is home to Valtech's largest office globally, and in 2024 Valtech India installed solar panels covering 835m² on its roof, generating around 138,000 kWh of clean energy each year. The solar installation, coupled with a drop in overall electricity consumption, has helped reduce Bengaluru's carbon emissions by 158 tonnes of CO2e when comparing 2023 (before the panels) with 2025 (a full year of panel operation) – equivalent to the carbon generated by 165 passengers flying return between Bengaluru and Singapore. In 2025, the installation supplied 35% of the office's electricity needs and exported a further 22,000+ kWh of green electricity back to the grid. With a financial payback period of under six years, it's a sound investment both environmentally and commercially.

As an organisation, our commitment to sustainability is paramount. We are serious about reducing our carbon footprint. Embracing renewable energy not only reflects our corporate goals but also enhances our operational strength and environmental responsibility.

Shiv Kumar M N, Regional Managing Director, Valtech APMENA

France – District cooling and renewable electricity contract in Paris (Scopes 1 & 2)

Our Paris office is kept temperate in summer through the city's district cooling network (le réseau de froid urbain) rather than air conditioning – a network that has run for more than 35 years, spans over 100km under Paris and connects 900 buildings, including the Louvre and the Grand Palais as well as our office on rue des Jeuneurs. Twelve production plants supply chilled water through the network; three sit next to the Seine, using its water to cool equipment before the chilled water (3–5°C) is pumped to connected buildings, absorbing heat in a closed loop before returning to the plant at around 12°C to recommence the cycle.

Paris's district cooling network uses 50% less electricity and generates 50% lower emissions than if each connected building had its own cooling system. As the network decarbonises further, we expect to see further emissions reductions – especially important as heatwaves (“canicules”) become more prevalent. In addition, in early 2025 we switched this office to a 100% renewable electricity contract, reducing Paris emissions further.

Our Rue des Jeuneurs office, with its large central glass roof, is difficult to keep comfortable. Without efficient HVAC management, it can be a sauna in summer, an icebox in winter. Access to the district cooling network has been an efficient and sustainable solution for this challenging space.

Serge Biscard, Managing Director, Valtech France

Netherlands – Circular office with 100% renewable electricity in Utrecht (Scopes 1 & 2)

Our Dutch office sits within a mass timber building on a redeveloped creative business campus in Utrecht, built with circularity in mind from the outset, so materials can be disassembled, reused or recycled far more easily than with conventional construction. This thinking carried through to the interior fit-out: 75% of the furniture in the office was refurbished or re-used from previous offices, cutting the embodied carbon of extraction, manufacturing and transport for new materials.

The building's roof is covered with solar panels, with excess power stored in on-site batteries covering most of its electricity needs; any extra power comes from a 100% renewable electricity contract, and there's no gas on site. As a result, in 2025 – its first full year of operation – this office reached net-zero emissions for Scopes 1 and 2. Combined with the consolidation of multiple Dutch offices in recent years, this has cut Valtech Netherlands' total Scope 1 and 2 emissions by 99.9% since our 2019 baseline.

The way we shape our workplace shapes the way we work. We know that people think, collaborate, and create best in environments that feel natural – with daylight, greenery, and materials that connect us to the world outside.

Gijs Vlaander, Managing Director, Valtech Netherlands

UK – Employee benefits and objectives (Scope 3)

With an office estate already at near-zero emissions, Valtech UK has focussed on employee-facing initiatives to address its Scope 3 emissions. The UK Government-backed salary-sacrifice Cycle to Work scheme has run for 13 years and been taken up by nearly 40 employees; the Government-backed salary-sacrifice electric vehicle (EV) scheme has run for four years and been used by nearly 30 employees. A specially-negotiated discount with a solar panel and heat pump installation company, launched in 2026, aims to make home decarbonisation more financially viable for employees, helping reduce working-from-home emissions. In 2026, Valtech UK also introduced a core Sustainability objective at the entity level, encouraging employees to trickle it down into personal objectives.

At Valtech UK, we've started to build sustainability into how our people both work and live. From Cycle to Work and EV salary sacrifice schemes to discounted home solar and heat pump installations. This year, we've also woven a core sustainability objective into every employee's performance goals.

Roy Capon, Managing Director, Valtech UK

Germany and Mobility – Cycling and travel benefits (Scope 3)

Valtech Germany actively encourages cycling to work through the German Government-backed ‘Jobrad’ scheme, offering subsidised bike leasing through salary sacrifice; 79 employees have taken it up to date. Partly thanks to this, Valtech Germany has seen a 75% reduction in per-employee commuting emissions from 2019–2025, saving an estimated minimum of 24 tonnes of carbon emissions over that period.

Valtech Mobility, also based in Germany, offers all employees a ‘Deutschlandticket’ – a nationwide monthly subscription covering unlimited regional and local public transport, usable for both commuting and leisure. Valtech Mobility has also seen a reduction in commuting and business travel emissions from 2019–2025, to which this initiative and the Jobrad scheme have both potentially contributed.

Cycling to work shouldn't be a sacrifice – thanks to Germany's cycling infrastructure and our Jobrad benefit, it's become one of the easiest ways our people can commute sustainably.

Peter Ivanov, Managing Director, Valtech DACH

The Deutschlandticket isn't just a perk – it's a promise. We're making sustainable commuting the easy choice for every Valtech Mobility employee.

Stefan Krause, Chief Operating Officer, Valtech Mobility

France and Sweden – Cycling perks (Scope 3)

Valtech Sweden provides four company “push bikes” in Stockholm; Valtech France offers two Valtech-owned electric bikes in Paris. Both entities also help employees buy or lease their own bikes: Valtech Sweden through salary-sacrifice bike leasing via its benefit portal, and Valtech France through a ‘Mobilité Douce’ scheme supporting the purchase and maintenance of an electric bike, scooter subscription or public transport tickets. Valtech Sweden has seen a 46% per-employee drop in business travel emissions from 2019–2025, and Valtech France an 87% reduction over the same period, with a small proportion attributable to these bicycle-based initiatives.

In Stockholm the fastest transport is by bicycle, so having bikes is both convenient and efficient. We even encourage our clients to use them!

Mattias Malmer, Managing Director, Valtech Nordics

Paris has seen a real revolution in cycling as a legitimate mode of transport. At Valtech, we're proud to contribute in our own modest way by making a small fleet of electric bikes available.

Pascal Malotti, Global Retail Strategy Lead and Sustainability Champion, Valtech France

Global – Sustainable procurement takes shape (Scope 3)

Like most service businesses, emissions from Purchased Goods and Services (‘PG&S’) make up the biggest share of our footprint. Over the past two years we have engaged with larger suppliers on Sustainability, upskilled key employees on sustainable procurement, and introduced tighter governance, bringing Sustainability and Supplier Management closer together. In 2025 we introduced a mandatory Sustainability Questionnaire as part of onboarding for new and renewing suppliers in our highest-priority categories, giving us early visibility into supplier practices. Both teams completed an “Embedding Sustainability into Procurement” training course in 2025, and our Group VP Sustainability completed a three-month Sustainable Procurement course via our membership of The Climate Pledge in 2026. Our Supplier Management policy now includes dedicated Sustainability clauses, progressing through review and approval in Q3/Q4 2026.

Working with our Global Sustainability Team has shown me that suppliers are where we have the greatest opportunity to reduce our impact. We've moved from ad hoc engagement to a structured approach, embedding Sustainability into supplier management from day one.

Facundo Mamone, Director Global Business Operations

Water Conservation

Water is a smaller part of Valtech's environmental footprint than emissions, but it matters in its own right – both for the communities and ecosystems around our offices, and for the people who use them every day. As a global digital consultancy with a 100% leased office estate, we don't run physical production processes or manage our own water infrastructure, so our influence is more indirect: it comes down to how efficiently our offices use municipal water supplies, and the choices we (and more commonly, our landlords) make about fixtures, appliances and facilities.

This also makes water harder to measure than emissions. Direct metering is rarely available across our leased, globally distributed office estate, so the figures in this section are our best current estimate of withdrawals, consumption and discharge, built from available data, reasonable assumptions and extrapolation. We are transparent about this limitation, and over time would like to improve the precision of our water data if systems, providers and landlords allow.

Where we can act, we do – from rainwater harvesting and low-flow taps to water-efficient equipment and awareness campaigns. We have also identified which parts of our estate face elevated water stress or flood risk, so we can focus attention where it matters most.

Valtech's global water usage, 2025

• Water withdrawals – the volume of water from municipal water supplies. (The source report shows this figure as blank/incomplete – likely a placeholder not yet filled in.)
• Water consumption – the volume of water that doesn't return to the original supply or catchment: 7.180 megaliters.
• Water discharges – the volume of water to municipal sewer/wastewater treatment: 7.180 megalitres.

These figures are derived from best available estimates based on current data sources, operational assumptions and extrapolation methods. While reasonable for planning and assessment, they may not reflect exact values and should be treated as indicative rather than precise; they may be revised as more direct measurement data becomes available.

Key water conservation case studies

Latin America – Water Saving Month

In March 2026, our Latin American entities ran a ‘Water Saving Month’ campaign to raise awareness of water scarcity and the need to protect it, including videos of employees sharing practical water-saving tips and a dedicated talk for Spanish-speaking teams, shared globally for interested colleagues.

India – Rainwater harvesting and tap aerators

Valtech's Bengaluru office relies on an on-site groundwater and rainwater harvesting system to irrigate its gardens and recharge underground aquifers, rather than drawing on the municipal mains supply. The office operates three rainwater harvesting pits, each with a 5,000-litre capacity, capturing and recharging groundwater from an on-site borewell (drinking water is sourced separately and not drawn from the borewell). Typically over 2 million litres of non-drinking water are used at this office annually for irrigation, of which ~97% comes from the borewell and only ~3% (~60,000 litres) from the municipal supplier. Two of the three pits are used solely for groundwater recharge; the third also provides temporary storage for gardening water, with overflow directed to drainage and gradually absorbed back into the ground. Tap aerators have also been installed across all offices in India.

Sustainability works best when it's built into daily operations rather than treated as a separate initiative. Our rainwater harvesting system is a small example of that, and one we're genuinely proud of.

France – Auum machine

Since 2023, our Paris office has run the Auum-S glass cleaning and disinfection system to reduce water consumption, electricity use and single-use waste. The device cleans and disinfects a glass in just 20 seconds, letting employees reuse the same glass throughout the day instead of relying on disposable cups, and reducing dishwasher cycles and inefficient hand-washing. The Paris office runs roughly 5,300 Auum cleaning cycles annually (~40 per day), saving an estimated 8,000 litres of water compared with hand-washing an equivalent number of mugs, and avoiding an estimated 106kg CO2e. The system is now in its third year of operation.

It's great to see startups bringing innovative sustainable solutions to the field, allowing us to explore new use cases with a reasonable budget. The Auum machine has generated some cost savings for power and water. However, the reason we chose this machine was not solely for cost reduction – we also wanted to make Sustainability more visible in the Paris office and encourage our employees to change their behaviours.

Pascal Malotti, Global Retail Strategy Lead and Sustainability Champion, Valtech France

Waste Minimisation

As a global digital consultancy, Valtech's physical waste footprint is modest compared with product or manufacturing businesses, but it's still something we pay attention to. Across our offices, waste largely comes down to everyday operations: general office waste such as food and packaging from employee meals and events, and electronic waste (eWaste) from IT equipment as it's refreshed or retired.

As with water, waste is challenging to measure across a global, 100% leased office estate, since we don't normally control waste collection and disposal directly – this mostly depends on landlord arrangements and local municipal systems. We have previously conducted small sample studies to estimate waste quantities and determine whether it needed to be included as an emissions category, and found that waste was too small an impact to warrant inclusion in our emissions inventory. Our focus has therefore been on practical, local initiatives that reduce waste at the source – from eWaste collection schemes to replacing single-use bottled water with filtered water machines – often extending to employees' personal waste through expired medicine collections and clothing donations.

Key waste minimisation case studies

North Macedonia – Filtered water machine replacing plastic bottles

In 2026 we moved into a new office in Skopje and installed two water dispensers that filter the public supply and also provide carbonated water, so the office no longer orders sparkling water in plastic bottles. The previous Skopje office consumed over 8,000 plastic bottles per year; that number is now zero, with associated carbon savings from no longer needing to deliver or dispose of the bottles – and the new solution is cheaper too.

As soon as we moved into the new office, the water dispensers quickly became part of our colleagues' daily routine. They support our sustainability goals by eliminating plastic bottle consumption, while offering colleagues a convenient and high-quality solution they actively use every day.

Aleksandra Binova, Senior Office Manager and Sustainability Champion, Valtech North Macedonia

Bulgaria – eWaste and expired medicine collections

In May 2025, Valtech's Sofia and Veliko Tarnovo offices held an eWaste collection event, giving employees a safe way to recycle personal electronics such as batteries, old phones, keyboards and chargers. Over 470kg was collected and sent to a certified plant in Germany, where recyclable metals and plastics are separated and returned to production, with recovery rates reaching up to 95%. In February 2026, Valtech Bulgaria ran a coordinated expired medicine collection, partnering with Sofia Municipality and SOpharmacy chemists, and Veliko Tarnovo Municipality and Balbok Engineering AD. Two large bags of medicine were collected and safely destroyed in accordance with environmental legislation, preventing hazardous waste from contaminating water supplies or entering general waste streams.

Elitsa Maneva, Legal and Commercial Manager and Sustainability Champion, Valtech Bulgaria

Singapore – Reusable lunch containers and ‘No Meat Tuesdays’

Singapore has a strong culture of bringing takeaway lunch back to the office from local cafés and restaurants, usually in single-use containers. Our Singapore office asked employees to donate spare reusable food containers, creating a supply for colleagues to borrow when buying lunch – reducing single-use packaging and landfill while raising awareness. The office also introduced popular ‘No Meat Tuesdays’, with accompanying information on the environmental impact of meat and the benefits of going vegetarian, serving as a social lunchtime opportunity too.

Joey Lee, Assistant Manager, P&C and Workplace Experience and Sustainability Champion, Valtech Singapore

Netherlands – Clothing donation campaign

During the Dutch national “Week van Tweedehands Textiel” (Secondhand Textile Week), 20–26 April 2026, Valtech's Utrecht office organised a clothing collection drive, inviting employees to donate wearable clothing and shoes for all ages via a collection point in the office pantry. All items were donated to Stichting Kledingbank Utrecht, which redistributes clothing locally to people in need. A Donation Café was held on 23 April to thank participants with coffee and a treat. The initiative was so successful that a collection container filled up before the week even started, requiring a second one – and the clothes were transported using an electric car.

Seeing all my colleagues' effort and generosity, knowing it will directly help people who need it most, made this collection really special.

Jeroen Loopstra, Business Analyst and Sustainability Champion, Valtech Netherlands

Biodiversity Enhancement

Biodiversity is the area of our environmental footprint we can influence least directly, and where our impact is smallest – but it's also where our people's enthusiasm shines through most visibly. As a digital consultancy with no manufacturing sites or land holdings, and typically very little outside space at our offices, we don't have significant direct impacts on ecosystems or species. Our approach is less about mitigating harm and more about finding meaningful ways to give back to nature and raise awareness of the threats facing plants and animals wherever our offices are located.

We are not in a position to track biodiversity metrics of our own, but we can drive local action – and that's exactly what we've focused on. These initiatives are often led by our Sustainability Champions and consistently prove to be some of the most effective at engaging employees, from beekeeping experiences in Bulgaria to nature days in Brazil, tree planting, litter picking, and a major lake rejuvenation programme in India. What stands out is how much these initiatives are driven from the ground up, with employees actively proposing and leading projects themselves.

Key biodiversity enhancement case studies

India – Lake rejuvenation and mass tree planting

Valtech India's Corporate Social Responsibility (CSR) Committee and Sustainability Council jointly select projects designed for the greatest possible impact on local water systems, biodiversity and communities. Valtech India backed the transformation of over 170 acres of barren land into a biodiversity reserve, planting 1,001 saplings chosen for their medicinal value and ecological significance, building a natural habitat for birds and animals and contributing to CO2 sequestration as the saplings mature – while also allowing local communities to pick the fruit.

Alongside this, Valtech India supported the Lake Rejuvenation Project in the Kolar district of South India, a rural farming community affected by drought, in collaboration with female-led NGO Arohana and other partners, with Valtech providing financial backing. The project desilted 10 lakes across two phases (2024 and 2025), improving water storage and groundwater recharge, creating more naturally fertile land requiring fewer chemical inputs, encouraging greater biodiversity, and supporting local farmers who depend on the lakes for crops, fish farming and their livelihoods. While India-based companies of Valtech India's size are required to donate 2% of profits to CSR causes, Valtech goes beyond this baseline by involving employees directly in identifying and selecting projects.

Brazil – Nature day

On 28 February 2026, 30 people – 15 Valtech employees and 15 of their friends and family – swapped their desks for a day in the Rio Vermelho State Park in Florianópolis, Brazil, organised by our Brazilian Sustainability Champions to connect colleagues with nature while directly supporting local biodiversity. The day was led by ECO PAERVE, a local NGO working in Rio Vermelho since 2018, and included a guided walk through the protected State Conservation Unit, a hands-on composting workshop using the UFSC thermophilic method (developed by Brazil's Federal University of Santa Catarina), and the planting of native trees to support forest restoration, biodiversity and CO2 absorption within the park.

Bulgaria – Bee experience, garden creation and tree planting

The Valtech Garden at our Sofia office, cultivated in October 2025, continues to be maintained by employee volunteers; in May 2026 the team weeded, cleaned and planted 25 bushes to grow into a hedge, alongside lavender planted in 2025 that is still thriving. Valtech is also a long-standing sponsor of a beehive through the Real Honey Organisation; in spring 2026 the Sofia team visited the apiary, met the beekeeper and learned about the bees' working lives, followed by a company-wide online bee quiz (with real-honey prizes) and a vote to name the hive's queen bee – “Valtesa” won, a nod to both “Valtech” and “queen”. Separately, Valtech Bulgaria partnered with the Elin Pelin State Forestry Enterprise on an afforestation initiative near Gorno Kamartsi village, with employee volunteers planting several hundred saplings to help restore a pine forest area affected by a 2024 fire.

Elitsa Maneva, Legal and Commercial Manager and Sustainability Champion, Valtech Bulgaria

Colombia – Tree planting and film screening

In August 2025, Valtech Colombia completed its “Siembra un árbol, dejemos una huella” (“plant a tree, make a difference”) campaign, planting 40 new trees in a mountainous area of Bogotá with 15 employee volunteers. The team learned that eucalyptus, though fast-growing, is invasive in the Colombian mountains and limits native plant growth, so reforestation focused on native species instead, including cedro, hayuelos, amarillos and saucos. In 2026, the Bogotá office also screened a biodiversity-related film to raise awareness.

Colombia is one of the most diverse countries in the world. Protecting it is a responsibility we all share.

Stefany Trujillo Matos, Office Experience Specialist and Sustainability Champion, Valtech Colombia

Ukraine – Annual tree planting

Each Earth Day, Valtech Ukraine continues an annual tradition of planting trees to support local ecosystems, including growing a pine grove year by year on Monastyrskyi Island in Dnipro. In April 2025, the tradition took on a deeply personal meaning: teams in Dnipro, Kyiv, Chernihiv and Vinnytsia planted trees in memory of a colleague who passed away earlier that year, known for her love of nature, people and life – a living tribute to her kindness, energy and resilience. The tradition continued in 2026, a reminder that meaningful environmental impact often starts with simple, consistent actions taken together.

3. Communications and engagement

Global

Sustainability only becomes real when people know what's happening and feel part of it. That's why communication and engagement are a core part of how we drive progress across a global, distributed business. Our approach operates at multiple levels – globally and locally – balancing what we provide centrally, with a small global team, and what we encourage our entities to do themselves: we aim to inspire and guide centrally, while empowering and implementing locally.

We have a strong community of Sustainability Champions who are the real connectors between our central team and strategy and local action, with at least one Champion per entity (some entities work in small Champion groups). Champions come together for monthly calls led by our Group VP Sustainability, with a dedicated Microsoft Teams space to share ideas. There is an application process to become a Champion, and we recognise that each takes on the role over and above their day job; we also offer training such as Carbon Literacy certification (many Champions took this up in 2025) and, previously, ‘Climate Fresk’ sessions. In 2025 we introduced ‘Champion points’ to recognise the Champions who put in the most effort, earned through activities such as implementing initiatives and engaging with the community, with small, sustainable prizes awarded to top scorers at year-end.

We also engage employees globally through our quarterly Purest Green newsletter and a Global Sustainability Team on Microsoft Teams open to anyone in the company, with regular posts on sustainable ideas, company initiatives and events. Each entity is invited to an annual emissions playback session bringing together its Managing Director, Finance Director, People & Culture Lead and Sustainability Champion to review progress and plan for the year ahead, ensuring accountability sits with local leadership as well as the Global Sustainability Team. We also share overall progress with our Executive Committee, investors and clients, and deliver mandatory global training for everyone who joins the company.

Local

Valtech is present in 27+ countries, meaning a diverse workforce and many local cultures to take into account. While we aim for consistency in global communications and engagement, we actively encourage entities to engage employees in ways appropriate to their local context. This latitude has enabled real creativity, often in the form of physical events – litter picks, volunteering days, nature days and exercise challenges – that can capture people's imaginations in ways written communication might struggle to.

Some things are best captured in written form: several regions and entities, including the Americas, DACH and the UK, complement in-person events with their own local Sustainability newsletters and channels, tailoring messaging to what matters most locally. Valtech France and Valtech India have also set up local Sustainability Councils. Examples of local engagement include a ‘Green apéro’ in our Paris office, a LatAm Water Conservation campaign, a ‘Digital collage’ activity (part of the Climate Fresk) in Paris, and a DACH Sustainability newsletter takeover.

4. Our Sustainability Champions’ Community: close-ups

This section profiles Sustainability Champions from across Valtech's global entities – in their own words, on what the role means to them, how they live it personally, what they've delivered over the past year, and what's next.

Brazil – Gabrielle Ribeiro, Isadora Costa, Fabiano Fernandes, Jessica Sousa, Rafaella Silveira, Rafaely Melo

Bringing it home. Sustainability is also part of our daily lives. We try to make conscious choices by reducing waste, recycling whenever possible, using reusable products and being mindful of our energy and water consumption, and enjoy encouraging friends, family and colleagues to adopt small sustainable habits, because lasting change starts with individual actions that inspire others.

What being a Sustainability Champion means to us. Turning sustainability into practical, everyday actions by engaging people and demonstrating that small initiatives can create meaningful collective impact – connecting employees, strengthening a culture of sustainability, and making it an integral part of the workplace experience and the communities where we operate.

What sets Valtech's approach apart. A collaborative approach that empowers employees to propose, lead and implement their own initiatives, building a continuous culture of awareness, sharing best practices across countries, and creating meaningful local impact by connecting sustainability, innovation and employee experience.

Key initiatives delivered this year:

• A regional eWaste collection campaign across offices in six countries
• Launching the inaugural Valtech Green Experience at the Rio Vermelho Park Reserve in Florianópolis (ecological trail, composting workshop, native tree planting)
• Adding native and air-purifying plants to Brazilian offices
• Producing monthly Sustainability newsletters for the Americas
• Creating a permanent channel for employees to submit Sustainability ideas
• Developing awareness campaigns on recycling, water conservation and sustainable mobility

What's next (H2 2026–2027):

• Increase employee engagement
• Organise additional Valtech Green Experiences in different locations
• Strengthen recycling and responsible disposal campaigns
• Promote more educational initiatives
• Expand the Sustainability Champion network across the Americas
• Create more opportunities for employees to participate in environmental and social impact projects locally

Bulgaria – Elitsa Maneva

My name is Elitsa and I'm a Legal and Commercial Manager at Valtech Bulgaria. In 2022, I studied at the Institute for Sustainability Leadership of the University of Cambridge and was awarded a Certificate of Business Sustainability Management. It came naturally to apply for a Sustainability Champion position in January 2025, a great opportunity to put my theoretical knowledge into practice.

Bringing it home. I am an active recycler (plastic, paper, glass, clothes and shoes) who avoids single-use plastics, uses canvas shopping bags and cycles where possible, avoiding driving as a whole.

What being a Sustainability Champion means to me. The opportunity to share my knowledge and engage colleagues in meaningful initiatives whose main aim is to partner with our planet without affecting her natural habitat.

What sets Valtech's approach apart. Champions who really care about sustainability and have the creativity and passion to organise initiatives and attract colleagues to those – hands-on engagement rather than a “pro forma” exercise.

Key initiatives delivered this year:

• eWaste collection (May 2025) – over 470kg collected in Sofia, sent to a certified plant in Germany for recovery of recyclable metals and plastics (up to 95% recovery)
• Creation of the Valtech Garden in Sofia (initiated October 2025, ongoing) – weeding, pruning, planting 27 lavenders and flower bulbs, and building wooden animal houses
• Expired medicine collection event (February 2026) with Sofia and Veliko Tarnovo municipalities, SOpharmacy and Balbok Engineering AD – two large bags collected and safely destroyed
• Tree planting (April 2026) – 200 oak trees planted at Stolnik Village with the Elin Pelin State Forestry Enterprise
• Beehive visit (May 2026) for World Bee Day, an online bee quiz, and a company vote naming the hive's queen bee “Valtesa”

What's next (H2 2026–2027):

• Continue annual eWaste collection and ongoing battery collection points
• Arrange clothes collections for charity donation
• Organise plastic collections in return for new books
• Create new bilingual water-saving signs for office toilets and kitchen
• Develop a car-sharing application for employees on the bench
• Play the “Sustainability Bananas Game” in teams to raise awareness of emissions reduction
• Organise a Bike Teambuilding Day
• Introduce more air-purifying plants to the office

Colombia – Stefany Trujillo Matos

I've been with Valtech for almost three and a half years, currently as Office Experience Specialist for our Bogotá office. I grew up where the mountains of the Sierra Nevada de Santa Marta meet the Colombian Caribbean, and watched traditional fishing decline, droughts and floods worsen, and snow melt from the mountains – while that same mountain protected us from Caribbean hurricanes. That contrast, nature's fragility and its power to protect us, is why sustainability matters so deeply to me.

Bringing it home. I practise active recycling at home, walk to the office instead of using a car or public transport, choose more sustainable clothing materials, and give plastic items a second life where I can.

What being a Sustainability Champion means to me. Combining my personal story with this role – contributing my grain of sand to raising awareness and helping others see what I saw growing up.

What sets Valtech's approach apart. Genuine enthusiasm for creating awareness and connecting global ambitions with local, everyday office initiatives – proving meaningful change starts with people, not price tags.

Colombia – Andrea Granda

I have been working at Valtech for almost four years, currently as Procurement Project Lead. Procurement can make an important contribution to Valtech's sustainability goals, since many environmental impacts sit within the supply chain – through the suppliers we select, the questions we ask, and the standards we promote. I purchased approximately 100 trees to help protect a water source near my home, and attended a webinar on trees, plants and biodiversity in Colombia.

What being a Sustainability Champion means to me. Giving something back – setting aside time to support initiatives that benefit the planet, the company and our communities, and helping sustainability become part of everyday business decisions.

Key initiatives delivered this year (Colombia team):

• Organised a tree planting activity
• Promoted support for Botellitas de Amor, a foundation recycling flexible plastic waste into construction and social impact projects
• Researched and identified environmentally friendly suppliers
• Led conservation talks on water care and recycling
• Supported an internal biodiversity awareness initiative, including a film screening
• Ran internal Sustainability campaigns to keep the team engaged

What's next (H2 2026–2027):

• Increase supplier participation in Valtech's Supplier Sustainability Questionnaire
• Continue promoting biodiversity, recycling and environmental awareness initiatives
• Explore partnerships with local foundations and organisations
• Organise a wider tree planting activity
• Host quarterly talks on biodiversity, water conservation and native species
• Run further volunteering activities with local foundations such as Botellitas de Amor
• Organise a clothing/item swap day to encourage textile recycling and reuse
• Promote incentives for colleagues who walk, cycle or use public transport
• Continue personal reforestation, biodiversity and water-source protection projects
• Attend more webinars and complete further Sustainability certifications

India – Tushar Mishra

I'm part of the People & Culture team at Valtech India and a Sustainability Champion. I try to make sustainability part of my everyday routine by reducing single-use plastics, conserving energy and water, choosing digital over paper, and being mindful of waste – lasting change comes from small, consistent actions.

What being a Sustainability Champion means to me. Helping turn awareness into action, encouraging colleagues to get involved, and contributing to a culture where small actions collectively make a meaningful difference.

What sets Valtech's approach apart. Sustainability feels collaborative and people-driven – a clear global vision with local teams and champions empowered to contribute ideas and drive meaningful action.

Key initiatives delivered this year: supporting Sustainability awareness and engagement across India offices, including tree plantation activities in Pune, participation in Sustainability initiatives and surveys, and promoting environmentally responsible workplace practices. What the team is most proud of is not a single initiative, but growing employee enthusiasm and participation.

What's next (H2 2026–2027): increasing employee participation, encouraging more employee-led Sustainability ideas, raising awareness around waste reduction and responsible consumption, and supporting biodiversity and community-focused environmental initiatives across our locations.

UK – James Lilwall

I'm a Senior Product Manager and Valtech's UK Sustainability Champion, focused on public-sector digital transformation, systems thinking and responsible technology. The services, products and organisations we help shape have consequences that extend beyond their immediate users – influencing energy consumption, carbon emissions, resource use, accessibility and wider social value – so I believe sustainability should be part of good product and delivery practice, not a separate activity.

Bringing it home. I have an allotment and a small vegetable patch in my back garden in Bristol, and try to live a low-waste, low-carbon lifestyle with plenty of time in nature, thanks to easy access to Wales, the coastline and the West Country.

What being a Sustainability Champion means to me. Translating ambition into meaningful action – creating ways for colleagues to participate, connecting people across locations and disciplines, and building structures and relationships that let the work continue over time.

What sets Valtech's approach apart. The combination of global ambition and local ownership – access to international expertise alongside Champions trusted to identify what will make the greatest difference in their markets, and the opportunity to integrate sustainability directly into product strategy, technology choices, bids and client delivery.

Key initiatives delivered this year:

• Developed the UK Sustainability SharePoint Hub (launched April 2025) as a central source of guidance, events, training and updates
• Introduced a UK Sustainability Champion and Partner model across London, Manchester and Bristol
• Led Valtech UK's involvement in the Green Digital Sustainability Alliance
• Instigated a mandatory green software training course for UK colleagues
• Created a reusable sustainable client delivery approach for bids and projects (training, carbon-conscious delivery choices, Sustainability criteria within definitions of ready/done, team carbon charters, travel and co-location considerations)
• Started developing a UK Sustainability dashboard and delivery backlog
• Supported employee Sustainability benefits, including partnerships for home solar panels and heat pumps, and explored ethical/sustainable pensions
• Introduced national Sustainability goals into colleagues' personal objectives
• Strengthened the connection between Sustainability and social value in public-sector bids
• Produced internal articles, presentations, posters and leadership updates on green software, energy demand and carbon reduction planning

Valtech UK's latest carbon forecast shows real progress: the 2025 projection indicated approximately 1,896 tonnes of CO₂e in 2029; the updated 2026 forecast projects approximately 836 tonnes in 2029 and 802 tonnes in 2030 – a reduction of around 57% against the previous 2025 projection and approximately 77% against the 2019 baseline.

What's next (H2 2026–2027):

• Shift focus from establishing foundations to increasing participation and measurable impact
• Expand the Sustainability Partner network to include the Edinburgh office
• Embed Sustainability more consistently into objectives and delivery practices
• Improve the evidence captured through the Sustainability dashboard
• Explore volunteering partnerships across Bristol, Manchester, London and Scotland, alongside employee benefits, ethical pensions and lower-carbon lifestyle support
• Review the Sustainability impact of catering, merchandise and other purchased goods

5. Our alignment with the UN Sustainable Development Goals (SDGs)

At Valtech we seek to support several of the UN's SDGs through our continuing work across Sustainability, Diversity & Inclusion and governance. We have identified four SDGs against which our Sustainability work has the most impact, split into key focuses – evidenced with “hard” data – and secondary focuses, evidenced with “soft” data such as case studies.

Key focuses

SDG 7: Affordable and Clean Energy. Valtech is actively investing in renewable energy, helping to drive greener electricity grids and bolster demand for, and therefore supply of, renewable solutions. We aim to increase our proportion of renewable vs. non-renewable electricity consumption year-on-year. In 2025, 19% of the electricity used in our offices came from renewable generation certified by supplier Energy Attribute Certificates (EACs), including:

• Direct investment at our Bengaluru office, financing and implementing rooftop solar panels covering 30% of the office's electricity needs – a 50% drop in electricity-related emissions from 2023 to 2025, plus over 22,000 kWh exported to the local grid in 2025
• Indirect investment by selecting offices partly powered by existing on-site solar panels, e.g. Utrecht, Dubai
• Indirect investment by moving offices to renewable electricity contracts using EACs where available, e.g. Denmark, France, Germany, UK

SDG 13: Climate Action. Valtech has identified emissions as our key environmental impact, and we are actively engaged in the fight against climate change. This led us to establish our Sustainability function, strategy and programme of work, including Sustainability Plans and Champions for each entity and a significant range of initiatives across all emissions Scopes. Crucially, it also led us to set our SBTi-validated emissions reduction targets and to track our progress year-on-year against our 2019 baseline. So far, we have achieved:

• 24% reduction of Scope 1 and 2 emissions vs. our revised 2019 value (13% drop vs. our original 2019 value)
• 49% per-employee reduction of Scope 3 emissions vs. our revised 2019 value (44% drop vs. our original 2019 value)

Secondary focuses

SDG 12: Responsible Consumption and Production. Every Valtech entity produces an annual Sustainability Plan, of which Waste Minimisation is one of four focus areas. Valtech strongly encourages all offices to minimise waste by consuming less overall, using fewer single-use items, buying items with less packaging, and recycling wherever possible. Examples of our achievements include:

• Multiple offices collecting eWaste such as batteries for safe, responsible disposal (e.g. Chicago, Utrecht, Buenos Aires, Brazil, Florianópolis); our Sofia office organised an eWaste collection event covering employees' personal devices too
• Multiple offices providing reusable containers for bringing in or buying food, reducing single-use packaging (e.g. Paris, Singapore, German offices)
• Our India offices moving from disposable plastic to areca palm plates, eliminating balloons from events, and switching to bamboo tissues

SDG 15: Life on Land. Biodiversity Enhancement is another of the four focus areas for entities' Sustainability Plans. Valtech strongly encourages people to take action on biodiversity, while recognising that our potential impact is tempered by a 100% leased office estate with mostly little to no outside space. Examples of our initiatives include:

• Lake rejuvenation: Valtech India sponsored and oversaw the desilting of 10 lakes in the Kolar district, helping restore biodiversity, support farmers' livelihoods and reduce the need for artificial fertilisers
• Tree planting at scale: Valtech India sponsored the planting of over 1,000 trees, to be nurtured and monitored for carbon sequestration
• Team tree-planting events, e.g. in Ukraine, North Macedonia, Colombia
• Cultivating office gardens as “pollinator paradises” with native plants, bug hotels, and squirrel and bird houses, e.g. Sofia

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Section B — Health & Safety

1. Health and Safety introduction

At Valtech, our people are our greatest asset. Creating safe and healthy working environments is fundamental to our success as a business and to our ability to deliver exceptional outcomes for our clients. Health, safety and environmental performance is not viewed as a compliance exercise, but as an integral component of responsible business management, operational excellence and long-term value creation.

As a global organisation operating across multiple countries, regulatory frameworks and workplace environments, we recognise that the health, safety and environmental landscape continues to evolve – changing patterns of work, increasing focus on employee wellbeing, emerging psycho-social risks, and growing stakeholder expectations regarding responsibility. Maintaining strong governance, effective risk management and a positive safety culture has never been more important.

Throughout the year, we have continued to strengthen our approach by developing consistent standards, supporting local teams, improving risk management processes and promoting a culture in which everyone has a role to play. We believe a safe and healthy workplace is created not only through systems and procedures, but through engagement, accountability and collaboration at every level of the organisation.

Our commitment extends beyond the prevention of injury and ill health to supporting employee wellbeing, ensuring that today's decisions contribute positively to the long-term resilience of our business and the communities in which we operate. While we are proud of our performance, we recognise that health, safety and environmental excellence is a journey rather than a destination, and remain committed to learning, adapting and continually strengthening our performance in line with evolving risks, opportunities and stakeholder expectations.

Gary Dickenson
Valtech Group Health, Safety and Environmental Advisor

Global Health, Safety and Environmental Policy

Our new global health, safety and environmental policy was issued in 2025. It defines the areas particularly important to our business and explains the mechanisms we use to meet our commitments to improve performance. The Policy Statement is supported by the Health, Safety and Environment Framework, which outlines how Valtech manages health, safety and environmental matters, including responsibilities and arrangements.

Regulatory status

During the reporting year, no enforcement contact was made by regulatory authorities. No notices, fines, prosecutions or other formal interventions were issued, reflecting our continued commitment to regulatory compliance across all areas of our operations.

2. Health and Safety by the numbers

Measure	Value
Total reported accidents	0
Accident Incident Rate (AIR)*	0
Total reported environmental incidents	0
Environmental Incident Rate (EIR)*	0

*AIR is calculated as total accidents × 100,000 / total worked hours. *EIR is calculated as total incidents × 100,000 / total worked hours.