DEUTZ : Separate Combined Non-Financial Report 2023

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SEPARATE COMBINED NON-FINANCIAL REPORT

110

1. About this report
2. Business model
3. Sustainability organization and management
4. Materiality analysis
5. Sustainability strategy and objectives

118 Corporate responsibility

1. Corporate governance and compliance

1. Data protection

1. HR management

1. Occupational health and safety

1. Supplier management

132 Environmental responsibility

1. Product stewardship

1. Product quality

1. Corporate citizenship

139 Environmental responsibility

139 Environmental and climate protection

1. Information on regulation (EU) 2020/852 -Taxonomy Regulation

1. Independent practitioner's report

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NON-FINANCIAL REPORT | ABOUT THIS NON-FINANCIAL REPORT

About this report

Scope, report content and reporting period The content of this separate combined non-financial report relates to the 2023 financial year and summarizes the reports of DEUTZ AG as the parent company and the DEUTZ Group in accordance with sections 289b (3) and 315b (3) HGB (hereinafter referred to as the »non-financial report«). Unless indicated otherwise, all quantitative and qualitative disclosures pertain to the Group as a whole (»we«), including the Torqeedo Group. Disclosures that relate only to DEUTZ AG are labeled accordingly.

In accordance with Article 8 of Regulation (EU) 2020/852 of the European Parliament and of the Council of 18 June 2020 on the establishment of a framework to facilitate sustainable invest- ment, and amending Regulation (EU) 2019/2088 ('EU Taxonomy Regulation'), any company that is required to publish non-financial information pursuant to Article 19a or Article 29a of Directive 2013/34/EU must disclose in its non-financial statement how and to what extent its activities are associated with economic activities that qualify as environmentally sustainable in the sense of

Key topics

Product stewardship

Product quality

Corporate governance and compliance

Data protection

HR management

Occupational health and safety

Supplier management

Environmental and climate protection

Aspects under the HGB

• Social responsibility
• Environmental matters
• Environmental matters
• Other
• Treatment of employees
• Respect for human rights
• Measures to combat corruption and bribery
• Respect for human rights
• Other
• Treatment of employees
• Respect of human rights
• Treatment of employees
• Respect for human rights
• Respect for human rights
• Measures to combat corruption and bribery
• Environmental matters
• Environmental matters

Article 3 and Article 9 of the EU Taxonomy Regulation. We make the relevant disclosures in our non-financial report. & See also

Information on the Taxonomy Regulation (EU) 2020/852, p. 143.

On January 12, 2024, we signed an agreement to sell our subsidiary Torqeedo.122 As a result, this activity is presented as a discontinued operation in accordance with IFRS 5 in both our consolidated financial statements and our combined management report. With regard to our non-financial report, with the exception of the disclosures on the EU Taxonomy Regulation and the key figures contained therein for the 2023 reporting year, Torqeedo will continue to be included unless otherwise stated. &

See Product stewardship, p. 132, and Events after the reporting date, p. 224, for further

information. With regard to the disclosures on the EU Taxonomy Regulation, Torqeedo's business activities are only taken into account in the calculation of taxonomy-eligible/compliant investment and operating expenses. & See Information on regulation (EU)

2020/852 - Taxonomy Regulation, p. 143

This non-financial report makes reference to further information provided elsewhere in the annual report. References to disclosures outside the scope of the consolidated financial statements, the annual financial statements of DEUTZ AG, and the combined management report for 2023 do not form part of the non-financial report.

Reportable topics and framework In accordance with section 315c in conjunction with sections 289c to 289e HGB, this non- financial report summarizes the key topics identified as a result of the materiality assessment of environmental matters, treatment of employees, social responsibility, respect for human rights, measures to combat corruption and bribery, and other matters. &

See also Materiality analysis, p. 115.

122 See press release dated January 19, 2024.

As a result of our last stakeholder survey conducted in 2022, we also identified material topics that can only partly be assigned to

the aspects defined under HGB. & See also the 2022 Non-financial report, p. 97.

These topics are therefore included in the preceding table under the non-HGB-defined »Other« aspect. The ongoing war in Ukraine did not have any direct material impact on the topics defined as material or on the related KPIs in 2023.

The German Sustainability Code serves as the framework for this report. The content, for example, is based in part on the underlying aspects of the Code's criteria and in particular criteria 1-3,5-9,13-15,17-18, and 20.

Risks pursuant to section 289c (3) nos. 3 and 4 HGB Using the net method, no material risks were found in relation to our own business activities, business relationships, products, or services or to aspects relating to the key topics pursuant to section 289c

1. nos. 3 and 4 HGB that are very likely to have a serious impact on those aspects subject to reporting requirements now or in the

future. & See Combined management report, risk report, p. 74 onward, for information on risks and opportunities.

Content review On behalf of the Supervisory Board of DEUTZ AG, our non-financial report was voluntarily submitted for an external review with limited assurance pursuant to ISAE 3000 (Revised).

• See p. 157 for the limited assurance engagement and the independent practitioner's report.

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NON-FINANCIAL REPORT | BUSINESS MODEL

Business model

The core competencies of our Company, which was founded in 1864 and has around 5,300 employees around the world, are the development, production, and distribution of drive solutions for off-highway applications. Our product portfolio extends from diesel and gas engines to electric and hydrogen drives. Key areas of application for DEUTZ drives include construction equipment,

agricultural machinery, material handling equipment such as forklift trucks and lifting platforms, commercial vehicles, and rail vehicles. We also offer a comprehensive range of analog and digital services through around 1,000 sales and service partners

in over 120 countries. & See Combined management report, Business model and segments, p. 36 onward, and Strategy and objectives, p. 37 onward.

Portfolio of technology-neutral drive systems for different application segments123

123 Revenue share based on Group revenue 2023, continuing activities, excl. service revenue (23 percent).

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NON-FINANCIAL REPORT | SUSTAINABILITY ORGANIZATION AND MANAGEMENT

Sustainability organization and management

DEUTZ Sustainable Development Committee (SDC)

Responsibilities and reporting structure

Sustainability is firmly anchored at senior management level in our Company, and overall responsibility lies with the Chairman of the Board of Management. The Sustainable Development Committee (SDC), which comprises the heads of the relevant departments and the individuals responsible for the key sustainability topics, provides the information that is used as the basis for making decisions related to corporate sustainability in the DEUTZ Group. The DEUTZ AG strategy team has been a permanent member of the SDC since 2023. The aim is to link the further development of our overarching corporate strategy more closely to our sustainability work, and to take greater account of the interaction between the two areas.

Guided by the Group's Investor Relations function and the Quality Management team, the SDC sets sustainability-related targets, creates action plans for achieving them, and discusses the continuous improvement of sustainability efforts across the Group at regular intervals. Responsibility for implementing and monitoring strategic initiatives lies either with the relevant departmental heads or the individuals nominated by them. In view of the fact that the DEUTZ Group is highly decentralized, they are supported in their work by local representatives at the subsidiaries.

The SDC regularly reports to the Board of Management on progress with implementation of the sustainability strategy and on changes to its content. This reporting includes an update on the current situation with regard to the sustainability-related KPIs. The objective, as part of a preventive risk management approach, is to identify risks that might jeopardize the achievement of the targets at an early stage and to modify the action plan if

necessary. & See also Corporate governance and compliance, p. 118 onward.

The Supervisory Board, in its function as an oversight body, is updated by the Board of Management and/or the SDC management at least once a year on the Company's sustainability activities. In addition, in the 2023 reporting year, the Supervisory Board attended a seminar on carbon neutrality in the transport sector and a training session on the topic of sustainability reporting, especially with regard to the CSRD, as well as related tasks and responsibilities of the Supervisory Board.

Furthermore, the Chairwoman of the Audit Committee of the Supervisory Board was informed in detail about the status of sustainability-related reporting and the internal implementation of the Corporate Sustainability Reporting Directive.

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Materiality analysis

We conducted a questionnaire-basedstake-holder survey in 2022 to identify sustainability-related topics of importance to us. & See

also the 2022 Non-financial report, p. 97. In 2023, the SDC and the Board of

Management once again confirmed the findings of the stakeholder survey. We thus continue to regard certain overarching topics, including the individual topics referenced above, as key to understanding the development, performance, and position of the Group and the impact of our business activities on the non-financial aspects defined in accordance with HGB. These topics are product stewardship, HR management (including occupational health and safety), corporate governance and compliance, supplier management, and environmental and climate protection. We report on our corporate citizenship activities on a voluntary basis in this report.

The content of our non-financial report is also enhanced through ongoing analysis of sustainability-related questionnaires completed by customers and rating agencies, for example. This ensures that any information that is routinely surveyed, but which we have not yet reported, is added to the report, thus continually enhancing the level of transparency in the interests of our stakeholders.

NON-FINANCIAL REPORT | MATERIALITY ANALYSIS

The new Corporate Sustainability Reporting Directive (CSRD) came into force at the beginning of 2023, and we at the DEUTZ Group will be implementing it from January 1, 2024, onward. By setting out specific requirements, for example that the materiality analysis must follow the principle of »double materiality«, and introducing the mandatory European Sustainability Reporting Standards (ESRS), the Directive aims to ensure that all stakeholders can understand and compare companies' sustainability activities.

We conducted an external and internal stakeholder survey at the end of 2023 to identify sustainability-related topics of importance to us, in accordance with the new requirements. The results will be published in March 2025 along with our 2024 annual report.

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Sustainability strategy and objectives

The name of the groupwide sustainability strategy, »Taking Responsibility«, reflects our ambition of achieving our financial objectives while fulfilling our environmental, social, and corporate governance responsibilities. Consequently, our sustainability activities are divided into three fields of action to which the key topics of relevance to us are assigned. All the quantitative targets we have set ourselves to achieve this are brought together in our

Sustainability Vision. & See »DEUTZ Sustainability Vision 2023 and 2026« at a glance, p. 117.

Because we are an integral part of global value chains, the DEUTZ Group has an influence on economic, environmental, and social developments.

«Taking Responsibility» - DEUTZ's sustainability strategy

NON-FINANCIAL REPORT | SUSTAINABILITY STRATEGY AND OBJECTIVES

We are aware of the responsibility that comes with this, and as a consequence signed up to the United Nations Global Compact (»UNGC«) in 2021. As a member of the UNGC, we have voluntarily undertaken - on the basis of ten universally accepted principles - to promote human rights, fair working conditions, environmental protection, and the fight against corruption and to support the achievement of the United Nations' general objectives, in particular its 17 sustainable development goals (»SDGs«). We focus on a total of eight of the 17 SDGs, which are incorporated into the strategic planning of groupwide sustainability activities, with the aim of continually raising our own contribution to their achieve-

ment.

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NON-FINANCIAL REPORT | SUSTAINABILITY STRATEGY AND OBJECTIVES

Sustainability as a component of Board of Management remuneration In accordance with the German Corporate Governance Code, remuneration for the Board of Management must be aligned with the sustainable, long-term growth of the Company and contribute to the delivery of the business strategy. Our sustainability strategy forms an integral part of the overarching corporate strategy, which means that incentives need to be put in place to ensure that it is implemented rigorously. The Board of Management remuneration system includes a sustainability target, for example. The specific performance criteria in this context, which apply not only to all members of the Board of Management but also to other senior managers, are specified on an annual basis by the Supervisory Board.

These criteria currently relate to environmental and climate protection targets, alternative drives, corporate governance, occupational health and safety, diversity, personnel development, and

supply chains. & See also Remuneration report, p. 88 onward.

»Sustainability Linked Loan« We restructured the Group's funding in 2022. In addition to better overall terms and conditions, the new lending arrangements include an ESG component derived from our sustainability strategy. A continuous improvement in the recordable incident rate (RIR) and a reduction in CO2 emissions by 2028 were the specific key performance indicators that were agreed.

»DEUTZ Sustainability Vision 2023 and 2026« at a glance

						Targets
				Targets		for		Status
Key topics		Corresponding key figures124		for 2023		2026125		in 2023
Corporate governance		■ Proportion of workforce to have completed compliance training126	> 95 %	> 95 %	97.8
and compliance
HR management		■ Proportion of women in the workforce127	> 10 %	12 %	13.9
		■ Proportion of women in management positions128	> 20 %	18 %129	14.9
		■ Ratio of trainees to total employees130		2.5-3.0 %		2.5-3.0 %	2.5 %
		■ Engagement131	78 %	80 %132	73 %
		■ Enablement133	69 %	75 %134	68 %
		■ Rate of staff turnover135		5-10 %		5-10 %		8.2 %
Occupational health		■ Recordable Incident Rate136	8.5	7	6.0
and safety
Supplier management		■ Proportion of new production component suppliers to have had their compliance		90 %137		100 %138	73 %
		with the supplier code of conduct verified	139	140	83
		■ Number of existing suppliers to have had their compliance with the supplier code	55	25
		of conduct verified (cumulative numbers)
		■ Proportion of suppliers assessed against sustainability criteria141	50 %	80 %	73 %
		■ Proportion of suppliers that have passed business partner compliance checks142		20 %		-		19 %
Environmental		■ CO2 emissions from production sites (tonnes CO2e)143		'-61%144		'-66 %145	'-73 %
and climate protection
		■ CO2 emissions from production sites per manufactured engine (kg CO2e)146		'-66 %147		'-70 %148	'-77 %
		■ Waste for disposal	'-10 %149	'-15 %150	'-28 %

1. The key figures defined as part of our sustainability strategy are not currently part of the internal management system.
2. The targets for 2026 were set in the 2022 financial year.
3. To be completed by all administrative employees of the DEUTZ Group.
4. Including staff on fixed-term contracts but excluding temporary workers.
5. Including staff on fixed-term contracts but excluding temporary workers, second level below the Board of Management.
6. The reason for this reduction is because even a small number of personnel changes in this narrow field has the potential to disproportionately affect the ratio.
7. Number of trainees at the sites in Cologne, Ulm, and Herschbach (Germany) in relation to the number of employees in Germany, including staff on fixed-term contracts but excluding temporary workers, Torqeedo, and Futavis.
8. Measured using a groupwide employee survey (all employees within the Group including staff on fixed-term contracts but excluding temporary workers).
9. Target for 2025, as the Group-wide employee survey is to be conducted every two years from now on.
10. Measured using a groupwide employee survey (all employees within the Group including staff on fixed-term contracts but excluding temporary workers).

134Target for 2025, as the Group-wide employee survey is to be conducted every two years from now on.

1. Relates to all employees within the DEUTZ Group, excluding staff on fixed-term contracts and temporary workers. The calculation includes both resignations and dismissals.
2. For the production sites in the DEUTZ Group, excluding joint ventures. The recordable incident rate (RIR) is the number of reportable accidents at work per year per one million hours worked. An accident is deemed reportable if it occurs during working hours on the Company's premises while an insured activity is taking place and results in an absence of more than three calendar days. The day of the accident itself is not counted, but weekends are included if a medical certificate has been issued by an occupational health practitioner. Working hours are defined as the recorded or calculated actual time spent working and/or traveling by the employees. The working hours of permanent employees are counted, as are those of temporary workers, employees with fixed-term contracts, part-time staff, interns, and student workers.
3. 90 percent of the production component suppliers brought on board between 2020 and 2023.
4. 100 percent of new production component suppliers added between 2024 and 2026.
5. 2020 to 2023; existing suppliers as at the end of 2019. Verified by way of on-site audits.
6. 2024 to 2026; existing suppliers as at the end of 2023. Verified by way of on-site audits.
7. Proportion of the top 150 suppliers as measured by DEUTZ's purchasing volume in the prior year.
8. Existing suppliers with which DEUTZ's purchasing volume for the prior year exceeded €0.5 million.
9. CO2e = carbon dioxide equivalents; CO2 emissions from the production sites of the DEUTZ Group excluding joint ventures. CO2 figures are reported in accordance with the Greenhouse Gas Protocol and are determined by multiplying the energy consumed by the relevant emissions factor.
10. Base year 2017.
11. Base year 2017.
12. Excluding joint ventures. CO2e = carbon dioxide equivalents; CO2 figures are reported in accordance with the Greenhouse Gas Protocol. The 'emissions per engine' figure is calculated by dividing total emissions by the number of engines made. CO2 reporting covers Scope 1 (CO2 emissions from diesel, natural gas, LPG, heating oil, CNG, gasoline and hydrogen caused by combustion in our own facilities) and Scope 2 (CO2 emissions relating to purchased energy (e.g. electricity, district heating)). Only internal combustion engines and electric drives are counted.
13. Base year 2017.
14. Base year 2017.
15. Base year 2019.
16. Base year 2019.

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NON-FINANCIAL REPORT | CORPORATE RESPONSIBILITY

Corporate responsibility

Corporate governance and compliance

We understand good corporate governance and compliance to mean acting responsibly and in accordance with the laws of the countries in which DEUTZ operates. We also understand this to mean showing integrity and adopting an ethical and moral approach in day-to-daybusiness conduct toward not only business partners and employees but also investors and other stakeholders of the Company. As this represents the foundations for a sustainable and successful system of corporate governance, the key tasks of our groupwide compliance organization include cementing the importance of integrity and compliance in the mind of every DEUTZ employee, effectively preventing or limiting the manifestation of compliance risks, and taking rigorous action against breaches of the rules. In addition, compliance includes ensuring that any legal requirements that must be made of third parties are also fulfilled.

Compliance organization We have established a groupwide compliance organization to ensure that we as a company and our employees act in accordance with the prescribed rules and regulations. At the heart of the organization is the internal compliance management system (CMS), whose function includes combating corruption and bribery, tackling money laundering, and ensuring compliance with export regulations and antitrust laws. As measures to combat corruption and bribery form an integral part of the CMS, these issues and the topics introduced above are explained together in the following section.

In accordance with the schedule of responsibilities, the Supervisory Board of DEUTZ AG has delegated overall responsibility for the groupwide compliance organization to the Chairman of the Board of Management of DEUTZ AG. He appoints the Chief Compliance Officer, and together they appoint individual compliance coordinators who are responsible for compliance in their respective departments. Twice a year, the coordinators submit a written report to the Chief Compliance Officer, who in turn reports to the Board of Management and the Audit Committee of the Supervisory Board. As well as information on changes to the legal situation, the reports also focus on compliance-relevant matters, possible risks associated with these matters, and the countermeasures in place to mitigate or eliminate the risks. The basic principles of the compliance organization are set forth in a groupwide compliance policy.

The Chief Compliance Officer and compliance coordinators hold regular meetings to plan the compliance activities that need to be initiated. The Compliance department also works closely with the Legal Affairs department, the Data Protection Officer, and Corporate Audit. The latter is involved in a supportive capacity in all key compliance activities and conducts ad hoc investigations, for example to uncover cases of corruption on behalf of the Chief Compliance Officer. It also carries out compliance audits to address other potential compliance violations or fraudulent acts. Corporate Audit's plan for these follows a risk-oriented approach that takes into account the Corruption Perceptions Index produced by Transparency International. There were no confirmed cases of corruption in the DEUTZ Group in 2023.

DEUTZ code of conduct and human rights code | UNGC 1-10 The successful and sustainable management of a company depends not only on the achievement of targets but also on the manner in which they are achieved. The DEUTZ code of conduct is the primary means of providing our employees with guidance on how to conduct themselves with integrity and in accordance with the law. The code contains mandatory rules for behavior that cover areas such as respect for human rights, working conditions and social responsibility, anti-competitive practices, and data protec- tion. It also sets out our zero-tolerance approach to corruption and bribery. Organizational policies on specific topics supplement the code of conduct. They either summarize or provide more detail on laws and regulations as well as internal rules, and all employees are required to abide by them. Because of our global activities, our employees operate within different legal frameworks and value systems. To ensure that every employee follows standardized rules of behavior in spite of this, the code of conduct is applicable across the Group and available in seven languages.

As a member of the United Nations Global Compact, we attach particular importance to respect for human rights. With this in mind and to supplement our general code of conduct, we adopted a groupwide human rights code in 2023. It serves to document the human rights principles that are most relevant to us and underlines our commitment to international conventions and declarations such as the UN Guiding Principles on Business and Human Rights, the UN Universal Declaration of Human Rights, and the International Labour Organization's Declaration on Fundamental Principles and Rights at Work. In particular, we condemn all forms of hatred and anti-Semitism. This is why we joined the solidarity campaign »Never again is now« together with many other German companies during the reporting period.

We view compliance with the rights, obligations, and prohibitions contained in our human rights code as an essential part of our internal and external interactions. The human rights code therefore applies not just to us as a company but also to our employees, suppliers, and other business partners. Our aim is to ensure that human rights are upheld within our own sphere of influence and that we are not indirectly complicit in human rights

abuses. & For further information see also Supplier management, p. 129 onward.

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NON-FINANCIAL REPORT | CORPORATE RESPONSIBILITY

The latest versions of our code of conduct and human rights code are available to download for employees on the intranet and for third parties on our website under Compliance.

Compliance training To support our employees in their efforts to avoid breaking the law or breaching regulations, they are required to complete annual compliance training in the form of e-learning courses or classroom-based training. At the start of the year, all of DEUTZ's administrative employees151 are assigned training modules that they are asked to complete by November 30 of that year. The modules are assigned according to the employees' individual areas of responsibility and finish with tests that confirm whether the e-learning course has been completed and the content of the training has been assimilated. Disciplinary action may be taken if an employee fails to participate in the e-learning. and they will still have to complete it the following year but in a shorter period of time.

To take account of recent developments, for example new laws or regulations, the content of the training is regularly reviewed and expanded with new topic areas as needed. In addition to the fixed modules (basic principles of compliance, anti-corruption, antitrust law, export controls and embargoes, health and safety in the office, prevention of money laundering/financing of terrorism, and information security), the training program includes further modules that change on an annual basis. These cover subjects such as data protection for employees, the German General Equal Treatment Act (AGG) and non-discrimination, and how to handle trade secrets, and prevent insider trading. In 2023, a new module for dealing with conflicts of interest was rolled out.

In 2023, a total of 3,649 (97.8 percent) of all administrative employees within the Group successfully completed their e-learning. We therefore achieved or rather exceeded our target of increasing the proportion of the workforce to have successfully completed compliance training to more than 95 percent by 2023.

DEUTZ Group: Proportion of workforce to have completed compliance training152

%
	2023	2022	2021	2020	2019
Proportion of
workforce to have
completed
compliance training		97.8		97.4		99.1		97.3		98.1

Whistleblowing system To identify, at the earliest possible stage, behavior that violates laws or regulations and to immediately put a stop to any proven misconduct, we have established a publicly accessible whistleblowing system for the purposes of reporting suspected compliance violations. Every suspected violation is documented in a uniform way and treated in accordance with the groupwide compliance policy.

The whistleblowing system is available to employees and to third parties, such as suppliers, on the Company website under Compli- ance. Strict secrecy and confidentiality are guaranteed both for whistleblowers and for the individuals involved. This is maintained during the course of any investigation that is launched if, following a careful review of the evidence, there are concrete indications that a law or regulation has been violated. People can also report actual or suspected compliance violations, anonymously if they so wish, by email, post, or fax. All reports are treated in accordance with Group policy.

No confirmed human rights abuses were reported via the whistle- blowing system in 2023.

Business partner compliance tool | UNGC 10 We expect not only our employees to act in compliance with the law but also our business partners. We have implemented an IT-based business partner compliance tool that enables us to respond appropriately and at an early stage to matters such as suspected money laundering, anti-competitive practices, corruption, or bribery on the part of our business partners. The tool provides a web-basedself-declaration form that business partners are asked to fill out and then checks both the company itself and the members of its governing and supervisory bodies as well as the beneficial owners against up-to-date sanctions lists. On the basis of the information obtained, the business partners are classified using an internal DEUTZ risk model and, if required, action is taken to minimize risks.

Since the end of 2020, the business partner compliance tool has been used at our sites in Germany to conduct compliance checks on new business partners of DEUTZ AG. At the same time, work began on progressively applying these checks to existing business partners as well. The tool is set to be rolled out to DEUTZ companies based outside Germany soon. In 2023, the first rollouts took place at the Benelux companies and the French subsidiary.

In 2023, the business partner compliance tool was used to conduct checks on a total of 557 (2022: 348) business partners of DEUTZ AG. In two cases, this resulted in the end of an existing business relationship.

Risk management Dealing responsibly with risks is an important part of good corporate governance. The Board of Management holds primary responsibility for groupwide risk management. With the help of DEUTZ's internal risk management system, it is able to proactively identify groupwide risks so that it can respond rapidly to potentially relevant changes in the risk profile. Because all the departments are integrated into the risk management system, the monitoring of risks can be said to be comprehensive and it includes those that may arise in relation to corruption and bribery. Corporate Audit evaluates the system at regular intervals to verify whether it is functioning effectively.

1. Here, the term administrative employees includes all individuals who are employed by the DEUTZ Group, including its foreign affiliates, as at November 30 of any given year and who can connect to the Group's IT infrastructure and have access to a PC. It excludes employees who left the Company during the year, were on parental leave, or were absent for more than 50 percent of the year due to long-term sick leave. The service companies of the Diesel Motor Nordic Group acquired in the 2023 reporting year and the engine dealer Mauricio Hochschild Ingeniería y Servicios S.A. were not yet integrated into the DEUTZ Group's IT infrastructure as at the reporting date.
2. Only includes administrative employees.

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