Lenovo Environmental Social Governance Report — page 1

Smarter

technology

for all

HKD COUNTER STOCK CODE 992

RMB COUNTER STOCK CODE 80992

2025/26 Environmental, Social and Governance Report

Lenovo Group Limited

Lenovo Environmental Social Governance Report — page 2

Lenovo Environmental Social Governance Report — page 3

Table of contents

A letter from the Chairman and CEO

A letter from our Chief Legal & Corporate Responsibility Officer

2.0 About this report

About this report

Organizational profile

Material topics

Aligning with the United Nations Sustainable Development Goals

3.0 Environmental

Environmental management system (EMS)

Climate change

Waste

Water

Environmentally conscious products

Packaging

Product end-of-life management (PELM)

Circular economy

Biodiversity

4.0 Social

Labor practices

Health and safety

Employment and talent management practices

Global philanthropy and community engagement

Global inclusion

5.0 Governance

ESG governance

Business practices

Product quality management

Innovation

Governance highlight

6.0 Global supply chain

Supply chain ESG practices

Supplier inclusion

7.0 Consolidated metrics

FY 2025/26 consolidated metrics

8.0 ESG KPIs and EMS targets

104

ESG KPIs and EMS targets

106

9.0 Appendix

112

Scope of the report

114

Supplemental climate-related disclosures

115

The Hong Kong Stock Exchange's ESG Reporting Code content

index

119

1.0 Executive letters

Lenovo Environmental Social Governance Report — page 4

1.0

Executive

letters

A letter from the Chairman

and CEO

A letter from our Chief Legal

& Corporate Responsibility

Officer

Lenovo Environmental Social Governance Report — page 5

Lenovo Environmental Social Governance Report — page 6

A letter from our

Chairman and CEO

This fiscal year marked an important milestone for

Lenovo as we concluded our first generation of long

term ESG goals and aspirations. For 19 years, we

have reported on our impact on people, society and

the planet. In this latest phase, our holistic KPIs have

strengthened how we collaborate and focus across

our global business. We are proud of the progress

we’ve achieved, and even more, we are committed

to building on what we’ve learned from the last five

years. Our progress is not achieved in isolation. Our

goals were set to support our customers and

partners as we navigate geopolitical complexity,

environmental challenges, and the AI era. We are

also honored by the recognition we’ve received this

year and appreciate the external organizations that

continue to challenge us and our industry to build a

more sustainable future.

Holistic progress

We remain on track to reach net-zero emissions by

2050. From 2021 to 2026, we successfully converted

90% of our global operations’ electricity to

renewable sources and expanded our ability to

support customers with products and solutions that

align with their sustainability goals. We continue to

advance the circular economy by improving the of

repairability of our PCs and encouraging the reuse of

PC parts at our service centers. These efforts

enabled us to recycle or reuse 800 million pounds

(~363M kilograms) of end-of-life products. We also

integrated sustainability into our design process.

Today, 100% of our PC products include post-

consumer recycled materials. Our smartphone

packaging now uses 60% recycled materials and has

reduced single-use plastics by 50%. Overall, we have

used 300 million pounds of post-consumer recycled

content plastics in our products.

We continued to make progress toward our

aspirations of reaching 27% women executives and

35% US executives from historically

underrepresented racial and ethnic groups, and we

will continue to focus on the processes and policies

that make Lenovo a place where everyone can

succeed.

Our philanthropic efforts benefited 25 million people

from 2021 to 2026, and our annual Love on Month of

Service global volunteer event grew again through

the grassroots efforts of employees.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 7

Innovation and collaboration

This year, a defining theme for both our

sustainability and business strategy has been the rise

of Hybrid AI. For enterprises, AI must convert data

and knowledge into actionable insights, enhance

productivity, and scale responsibly. We have applied

AI and digital transformation to drive sustainability,

from improving efficiency in our factories to using

data to identify opportunities for environmental

impact reduction and deliver real-time insights. We

are demonstrating the potential of AI as a powerful

tool to drive sustainability as we innovate with the

latest generations of Lenovo Neptune® Liquid

Cooling, empowering our customers with reduced

energy consumption compared to standard fan

cooling for more efficient data center operation.

We’re sharing our learnings with our channel

partners and customers in the Lenovo 360 Circle, a

unique, collaborative community that enables best

practice sharing, value creation, and the opportunity

to collectively contribute to a more sustainable

future.

Recognition

While we celebrate the conclusion of our first

generation of KPIs with our workforce, we are

pleased to see our ESG efforts acknowledged

externally:

•

EcoVadis awarded Lenovo with a Platinum

Medal in its global sustainability ratings.

•

CDP recognized Lenovo on the A list for climate

change leadership and water security, as well as

an A rating for supplier engagement.

•

Lenovo is ranked #8 in Gartner’s 2025 Global

Supply Chain Rankings.

As we embrace the age of AI, our long-term

sustainability commitments continue to guide

human-centered innovation toward sustainability

progress across our global business. We believe that

our Smarter AI for All vision is powered by humanity

and that our culture of inclusion is paramount in

working toward a smarter, more sustainable future

for all.

Yuanqing Yang

Chairman and Chief Executive Officer

Lenovo Group Limited

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 8

A letter from our

Chief Legal and

Corporate

Responsibility

Officer

Fiscal year 2025/26 marked another year of

meaningful progress for environmental, social, and

governance programs at Lenovo. As a global

business, Lenovo continually adapts to new laws,

regulations and policies to remain compliant

wherever we operate. But no matter how much we

adapt, some things remain constant: our

sustainability ambitions, our inclusive culture, and

the strong governance that guides us. Balancing

agility with authenticity is a challenge many global

companies face, and one we continue to navigate

with purpose. That’s why I’m especially proud to be

celebrating the completion of our first generation of

ESG KPIs, launched in FY 2021/22 with a bold new

five

year vision. This milestone reflects how much

we can achieve when we stay customer

centric,

foster an innovative culture, and act as a truly global

organization—no matter what changes around us.

The era of AI continues to welcome new

opportunities to think critically about our

innovations and their impact. Our approach to AI is

built from a foundation of strong governance,

reinforced through our Code of Conduct (the Code)

and Responsible AI Policy. The updated Code serves

as a compass to guide our ethical behavior toward

one another, our customers, partners, and

communities. It reinforces our commitment to

integrity and respect as a global organization as we

grow and innovate responsibly.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 9

Notable innovations and commitments from FY

2025/26 include:

•

Joining the ITU AI Skills Coalition and the

Coalition for Sustainable AI led by the French

government to support the long-term success

of AI.

•

Development of the REAL framework to guide

holistic integration of circularity across our

product lifecycle. While the REAL framework

has started in our Intelligent Devices Group, it

has the potential to reframe our approach to

sustainability across all our products, solutions,

and services.

•

Continued support for initiatives around the

world that increase access to AI education and

skilling, including the Lenovo AI for Social

Impact Lab with Tech to the Rescue, the

Ashoka Communidad IA collaborative in Latin

America, and skilling initiatives to enhance

digital and AI skills in India.

While our philanthropic initiatives connect

communities to AI, our teams continue to leverage

AI for innovations like TRAdA, a solution for

predicting heart arrhythmia in athletes, and the

Indigenous Language Project, an initiative that

digitizes endangered indigenous languages and is

exploring machine translation for select

communities.

All of these efforts reflect the power of innovating

for humanity, made possible by our inclusive

workforce and culture values. We were proud to be

recognized for our workplace inclusion this year by

Disability:IN (Top employer for disability inclusion in

Brazil, the UK, and the US), Workplace Pride

(Ambassador status for LGBTIQ+ inclusion), Human

Rights Campaign (95 on the Corporate Equality

Index), and recognition from Forbes as a Top

Company for Women and Best Employer.

As we look ahead, we’re excited to build on

everything we’ve learned with a new generation of

ESG goals shaped by our subject matter experts and

championed by leaders across the company. I am

energized by the opportunity to keep learning,

making progress, and strengthening how we govern

our business against this next set of long

term goals.

Our commitments to credibility and collaboration

will continue to enhance our resilience, elevate our

performance, and position us for long

term success

in the years to come.

Dave Carroll

Chief Legal and Corporate Responsibility

Officer

Lenovo Group Limited

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 10

Lenovo Environmental Social Governance Report — page 11

2.0

About this

report

About this report

Organizational profile

Material topics

Aligning with the United Nations

Sustainable Development Goals

Lenovo Environmental Social Governance Report — page 12

About this report

This is the 20

annual Environmental, Social and

Governance (ESG) Report of Lenovo Group Limited

(HKD counter stock code: 992 / RMB counter stock

code: 80992) (the Company), which covers the

Fiscal Year (FY) 2025/26 (April 1, 2025 – March 31,

2026). This report is considered a companion

document to the Company’s

FY 2025/26 Annual

Report.

The annual ESG update can be found in the

Management’s discussion & analysis of the Annual

Report.

Report content

The content of this report is guided by the ESG

Reporting Code as set out in Appendix C2 to the

Rules Governing the Listing Rules of Securities

(Listing Rules) on The Stock Exchange of Hong

Kong Limited (the Hong Kong Stock Exchange), the

Global Reporting Initiative (GRI) Standards, and the

needs of Lenovo’s stakeholders. This report has been

prepared in accordance with the ESG Reporting

Code of the Hong Kong Stock Exchange and with

reference to the GRI 2021 Standards. The GRI

content index can be viewed on

Lenovo's website

and the Hong Kong Stock Exchange’s ESG

Reporting Code content index is included in the

Appendix of this report. The Company has complied

with all mandatory disclosure requirements and

“comply or explain” provisions, including following

the reporting principles, as set out in the ESG

Reporting Code of the Hong Kong Stock Exchange.

Lenovo adheres to the following reporting principles

in preparing the report:

Materiality – Lenovo conducts regular materiality

assessments and stakeholder engagement to

identify and report on material ESG issues to

investors and other stakeholders.

Quantitative – Lenovo, where appropriate, sets

targets with the aim to reduce its impacts and to

evaluate and validate its efforts in a measurable

manner.

Balance – Lenovo aims to present information in a

transparent and unbiased manner to provide a

holistic view of its overall ESG performance.

Consistency – Lenovo aims to use consistent

methodologies to allow for meaningful comparisons

of ESG data over time and provide information

where there are significant changes.

External assurance

Accredited third parties have provided verification

services for certain energy, greenhouse gas (GHG)

emissions, waste, and water data in this report. See

the Environmental section of this report for more

details.

Scope of this report

For purposes of this report, unless the context

otherwise requires, the terms “Lenovo” or “Lenovo

Group” or the “Group” refers to Lenovo Group

Limited together with its subsidiaries. The contents

of this report apply to the Company, together with

its principal Lenovo-branded and Motorola-branded

subsidiaries (the Covered Entities), except where

noted. Where certain topics also include other

principal subsidiaries, it is noted. The scope of the

Covered Entities’ material topics and the boundaries

within their value chain are detailed in the table in

the Appendix of this report. The table also includes

the scope of coverage for the information that

extends to subsidiaries directly or indirectly held by

the Company and that are identified in the

2025/26 Annual Report

. All disclosures and results

are for the Group’s progress in FY 2025/26 unless

otherwise noted. The scope of this report was

determined using a financial threshold with

reference to the contributions of the subsidiaries or

operations to the total revenue of the Group.

Basis of calculations

All financial data is denoted in US Dollars. Lenovo

may in some instances face various challenges when

measuring its performance. If there are

contingencies associated with the data provided,

those contingencies will be noted in the

documentation.

Contact information

For questions or other information about this report,

please contact:

Ms. Jeannie Kwong

ESG Reporting and Controls Manager

8001 Development Drive, Morrisville, NC 27560

Email: environment@lenovo.com

+ Lenovo Group Limited is the ultimate holding company of Lenovo Group. As a holding company, it does not design, develop,

manufacture, or distribute products or services, or control any activities of the Company’s subsidiaries in the design,

development, manufacture, or distribution of products or services.

2.0 About this report

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 13

Organizational profile

Lenovo is a US$83 billion revenue global technology

powerhouse, ranked #196 in the Fortune Global 500,

and serving millions of customers every day in 180

markets. The Company is incorporated and listed in

Hong Kong SAR, China, and Lenovo's headquarters

are in Beijing, China, and North Carolina, USA.

Focused on a bold vision to deliver Smarter

Technology for All, Lenovo has built on its success

as the world’s largest PC company with a full-stack

portfolio of AI-enabled, AI-ready, and AI-optimized

devices (PCs, workstations, smartphones, tablets),

infrastructure (server, storage, edge, high

performance computing and software defined

infrastructure), software, solutions, and services.

Lenovo’s continued investment in world-changing

innovation is building a more equitable, trustworthy,

and smarter future for everyone, everywhere.

The Company acquired IBM’s PC Division in May

2005. In January 2011, Lenovo announced a joint

venture with NEC Corporation, which resulted in the

creation of the largest PC group in Japan. In October

2014, the Company acquired both Motorola Mobility

and IBM’s X86 servers. In November 2017, Lenovo

launched a joint venture with Fujitsu Limited. In

2022, the Company announced a strategic

partnership with PCCW Limited to form a

technology solutions powerhouse, leveraging the

combined strengths of both companies. Most

recently in January 2025, the Company and Alat

Technologies Company, a PIF company, announced

the completion of a US$2 billion investment and

reached strategic collaboration agreements.

Material topics

Lenovo recognizes the importance of understanding

a variety of informed perspectives as it develops and

drives its ESG programs. Through ongoing

engagement with stakeholders, Lenovo identifies

ESG-related material topics through a process that

considers a range of inputs that align with its

significant environmental, social, and governance

impacts and factors that can substantively influence

the decisions of stakeholders. The process outcomes

help guide the Group’s ESG goals, targets, disclosure

practices, and ongoing engagement with its

stakeholders.

In FY 2025/26, Lenovo engaged a third-party

consultant to conduct a double materiality

assessment (DMA). The DMA was conducted in

alignment with global reporting practices. Through

the process of identification, prioritization, and

validation, 11 topics were identified as material.

Identification

Lenovo applied a structured, multi-step approach to

identify potentially material ESG topics as part of its

DMA. Through value chain analysis, peer

benchmarking, consideration of past materiality

assessments, mandatory and voluntary reporting

requirements and standards, industry considerations,

and internal stakeholder input, 18 topics were

identified as potentially material topics. For each

topic, Lenovo identified specific impacts, risks, and

opportunities (IROs) through review of internal

policies, reports, and disclosures, and consideration

of impact and financial materiality.

A sustainability topic is impact material if Lenovo’s

activities (including across its value chain) cause or

could cause significant positive or negative impacts

on people or the environment, based on their

severity and, where relevant, likelihood.

A sustainability topic is financially material if it

creates risks or opportunities that affect or could

reasonably be expected to affect Lenovo’s financial

position, performance, cash flows, access to finance,

or cost of capital over the short, medium, or long

term.

The identification process resulted in a total of 103

IROs for further assessment.

Prioritization

Lenovo prioritized ESG factors using a structured

double materiality scoring methodology considering

both impact and financial materiality, the degree of

importance of each topic as it relates to Lenovo’s

business continuity, Lenovo’s stakeholders, and

Lenovo’s impact on the economy, environment,

people, and human rights.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 14

Through a survey and guided by a scoring

methodology aligned with Lenovo's Enterprise Risk

Management framework, the IROs were rated and

prioritized by 41 respondents. The respondents

represent internal stakeholders and stakeholder

representatives (representatives) selected based on

considerations, as it relates to ESG, including the

extent of regular interactions between the

representatives and the represented stakeholder

groups, and the extent of knowledge of and/or

experience with or in the represented stakeholder

groups, Lenovo, and the IT industry.

As part of the scoring methodology, a materiality

threshold was established based on professional

judgment, taking into account the distribution of

scoring results and the underlying assessment

criteria. A topic was deemed material if any

associated IRO exceeded the defined threshold. This

process resulted in 11 material ESG topics being

identified.

Validation

Lenovo validated the materiality assessment results

through structured stakeholder engagement and

governance oversight. Internal calibration sessions

were conducted to ensure alignment and

consistency. To incorporate broader stakeholder

views, Lenovo conducted internal proxy interviews

with stakeholders representing investors, employees,

suppliers, partners, and customers to gather

qualitative insights on topic prioritization. The Board

of Directors and the ESG Executive Oversight

Committee (ESG EOC) of the Company have

reviewed and approved the materiality assessment

process and results, ensuring that there is alignment

with the Group’s policies, business strategies, and

risk priorities. Details regarding Lenovo’s ESG

Governance and the role of the ESG EOC are

included in the Governance section of this report.

Lenovo continues to enhance its materiality

assessment process as it aligns with various evolving

regulatory requirements including European Union's

(EU) Corporate Sustainability Reporting Directive

(CSRD).

The CSRD, first proposed in 2021, significantly

expands the scope and depth of sustainability

disclosures required of in-scope companies,

including reporting in accordance with the European

Sustainability Reporting Standards. CSRD requires

companies to assess and disclose material impacts,

risks, and opportunities across environmental, social,

and governance topics, supported by robust data,

controls, and assurance processes. Lenovo is closely

monitoring developments and assessing their

potential impacts as it prepares for CSRD readiness

by enhancing its reporting practices to respond to

evolving regulatory requirements.

Disclosures in subsequent reporting periods will

reflect any changes made.

The material topics for the FY 2025/26 reporting

year and associated report sections are detailed in

the chart below. In addition to material topics,

Lenovo may elect to disclose additional topics based

on regulatory requirements or other factors.

Material topics

Report sections

Artificial intelligence

Ethical management of responsible Artificial Intelligence

Circular economy

Climate change

Employee training, development and retention

Employment and talent management practices

Energy management

Climate change

Ethics and integrity

Business practices

Inclusive workplace

Global inclusion

Product quality and customer safety

Product quality management

Public welfare and charity

Global philanthropy and community engagement

Supply chain ESG practices

Working time

Supply chain ESG practices

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 15

Stakeholder engagement

The Group actively manages its relationships with internal and external stakeholders who may be impacted by the

organization’s ESG performance and whose actions can affect the organization’s value. Direct and indirect

stakeholder engagement is conducted through regular business practices or through interactions with relevant

stakeholders.

Represented

stakeholder groups

Stakeholder

representatives

Communication

methods and channels

Communication

topics

Investors

Investor Relations;

Analysts; shareholders;

financial institutions;

Hong Kong Exchanges and

Clearing Limited

Interim and Annual Reports;

Annual General Meeting

(AGM) and other General

Meetings; website; webcasts

Quarterly, interim, and

annual financial results;

climate change; inclusion;

corporate governance;

ESG initiatives, goals, and

targets

Employees

Human Resources; Talent

Acquisition; Philanthropy;

Social Impact subject matter

experts

Internal emails; surveys;

intranet; Employee Resource

Groups; social media

Training and development;

inclusion; corporate

governance; climate change;

health and safety; employee

engagement

Customers

Sales; Customer Support

Direct interactions with

customers via meetings or

written responses; customer

focus groups; responses to

customer-requested surveys;

website; social media

Product energy and carbon

data; corporate climate

change metrics; product

recycled content information;

supplier due diligence

information

Supply chain

Suppliers; Global Supply

Chain

Surveys and audits;

Responsible Business

Alliance (RBA); Global

Supply Chain; website;

newsletters

Environmental performance;

human rights; labor practices;

distribution; health and safety;

inclusion; climate change;

supplier training

Communities

NGOs;

philanthropic organizations;

civic and community

partnerships;

regulators and legislators

Community service events;

surveys; emails; service

campaigns; website; social

media

Access to technology;

STEM education; community

engagement; natural disasters

Advocacy groups

Global, national, and local

alliances; NGOs

Technical working groups;

webinars; newsletters

Supply chain due diligence;

climate change; water

management; product

end-of-life management;

circular economy;inclusion;

philanthropy

Board of Directors

Company Secretary;

Directors; Lenovo

Executive Committee;

ESG EOC

Board meetings and

newsletters; emails; AGM

Corporate governance; ESG

oversight; climate change;

ESG risks and opportunities;

ethics and compliance

Regulators and

legislators

Government agencies;

patent board; Government

Affairs; Legal

Compliance assessment

tools; regulatory tracking

services; external legal

resources; newsletters;

webinars

Regulatory and compliance

requirements and trends

including those related to data

security and labor practice

Industry

associations

National or local industry

associations; certification or

conformance groups; industry

councils; standards

development working groups

Newsletters; meetings;

webinars; emails

Policy recommendations;

regulatory updates and

standards development

activities for energy efficiency;

chemicals restrictions;

ecolabels

These lists depict representative examples and are not exhaustive.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 16

Aligning with the United

Nations Sustainable

Development Goals

With operations and supply chains that extend

around the world, Lenovo is uniquely positioned to

support the global collective impact of business by

aligning its practices to a sustainable and inclusive

future. Since 2009, Lenovo has continued its role as

a signatory supporter to the United Nations Global

Compact (UNGC), a globally recognized platform

that provides a blueprint for businesses that want to

achieve a more sustainable future for all. As a

business participant in the UNGC, Lenovo strives to

demonstrate continuous improvement as it aligns

operations and practices with the ten principles of

the UNGC. The principles promote a value system

that supports the fundamental responsibilities in the

areas of governance, human rights, labor,

environment, and anti-corruption in the markets

where Lenovo operates. See

here

for information on

Lenovo's UNGC Communication on Progress (CoP).

Lenovo's ESG initiatives include activities that

directly and indirectly support the United Nations

Sustainable Development Goals (SDGs). This

information can be found throughout the

Environmental, Social, and Governance

sections of

this report.

In support of its ESG initiatives, Lenovo is affiliated

or aligned with, or contributes to many initiatives

including:

•

CDP Climate Change and Water Security

•

Circular Electronics Partnership

•

EcoVadis

•

Global Logistics Emissions Council (GLEC)

•

ISO 9001:2015 Quality Management System

•

ISO 14001:2015 Environmental Management

System

•

ISO 27001:2013 and ISO 27001:2022 Information

Security Management System

•

ISO 45001:2018 Occupational Health and Safety

Management

•

ISO 50001:2018 Energy Management System

•

Product Attribute to Impact Algorithm (PAIA)

Project

•

Responsible Business Alliance (RBA)

•

Responsible Minerals Initiative

•

Responsible Recycling (R2)

•

Science Based Targets Network’s Corporate

Engagement Program

•

United Nations CEO Water Mandate

•

United Nations Global Compact (UNGC)

•

United Nations Global Compact’s Forward Faster

Initiative

Additional details can be viewed on

Lenovo's

website

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Environmental

Social

Governance

3.0

Environmental

Environmental management system (EMS)

Climate change

Waste

Water

Environmentally conscious products

Packaging

Product end-of-life management (PELM)

Circular economy

Biodiversity

Lenovo Environmental Social Governance Report — page 18

Lenovo Environmental Social Governance Report — page 19

Environmental management

system (EMS)

Lenovo manages the environmental elements of its

operations through a global environmental

management system (EMS) that covers Lenovo’s

worldwide product design, development, and

manufacturing operations (including distribution,

fulfillment, and internal repair operations) for

computer products and devices, data center

products, mobile devices, smart devices,

accessories, and converged network equipment. The

scope encompasses these same activities when

performed by a subsidiary and/or affiliate

companies.

All of Lenovo’s sites in the

EMS scope

are ISO

14001:2015 certified. View Lenovo's Global ISO

14001:2015 certificates on

Lenovo's website

Lenovo has established, implemented, and

maintained an Environmental Affairs Policy which

can be viewed

Lenovo's website

Within the framework of Lenovo's EMS, it annually

conducts a Significant Environmental Aspect (SEA)

evaluation process where it identifies and evaluates the

aspects of its operations that have actual or potential

significant impacts on the environment using a

methodology that includes input from Lenovo's

Enterprise Risk Management (ERM) process. Metrics

and controls are established for these significant

environmental aspects. Performance relative to these

metrics is tracked and reported. Performance targets

are established for select environmental aspects

annually with considerations involving Environmental

Affairs Policy, regulatory requirements, customer

requirements, stakeholder input, environmental and

financial impact, management directives, and other

factors.

During FY 2025/26, Lenovo's significant

environmental aspects included:

•

Product materials – including use of recycled

plastics and environmentally preferable

materials where possible

•

Product packaging

•

Product energy consumption and emissions

•

Product end-of-life management

•

Site air emissions, specifically greenhouse gas

(GHG) emissions

•

Site energy consumption

•

Supplier environmental performance

•

Product transportation

•

Waste management

•

Water management

•

Impact of Lenovo’s net-zero commitment

Objective and performance targets have been

established for the aspects listed above. Lenovo's

performance against these objectives and targets is

available in Section 8.0 of this report.

Lenovo's energy, GHG emissions (Scope 1 and 2),

waste, and water data are externally verified to a

reasonable level of assurance. Lenovo's GHG

emissions (Scope 3) data is externally verified to a

limited level of assurance. The FY 2025/26

Verification Statements for GHG, Energy, Waste and

Water can be viewed on

Lenovo's website

Climate change

Lenovo recognizes that human activities are

contributing to climate change and concurs with the

findings of current climate science as described in

the latest assessment report from the

Intergovernmental Panel on Climate Change

. Lenovo

also recognizes that if left unchecked, current trends

in climate change present serious economic and

societal risks and agrees that specific actions are

needed to stabilize atmospheric GHG levels and hold

global average temperatures to acceptable

increases.

Lenovo is working both internally and externally to

help minimize and mitigate climate risks. It is

committed to reducing the global carbon footprint

of its business activities and has demonstrated its

commitment by:

•

Implementing a corporate

Climate and Energy

Policy;

•

Executing a long-term comprehensive

Climate

Change Strategy

aligned to validated SBTi net-

zero targets; and

•

Setting corporate-wide

objectives and targets

which support the above policy and strategy

Lenovo's Chief Legal & Corporate Responsibility

Officer provides executive leadership for its ESG

position, including climate change programs. In

addition, the ESG Executive Oversight Committee

(EOC), chaired by the Chief Legal & Corporate

Responsibility Officer, provides strategic direction

and facilitates the coordination of ESG efforts across

Lenovo, including proposing recommendations for

the effective management of ESG programs. The

ESG EOC is comprised of senior management from

across the business and functional areas and is

chartered to promote a culture that encourages

strong ESG performance, including compliance and

leadership activities. The Chief Legal & Corporate

Responsibility Officer provides regular updates on

ESG issues and ESG EOC discussion topics to the

Board of Directors and its Committees.

3.0 Environmental

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 20

Concentrated discussion on ESG issues, including

climate change, assists the Board in making

appropriate decisions and providing oversight based

on long-term risks and opportunities that impact

stakeholders and the business. The Board is briefed

on Lenovo's ESG key performance indicators (KPIs)

including Lenovo's climate strategy and progress

towards its climate change mitigation goals at least

once a year. Lenovo is currently exploring

opportunities for usage and application of internal

carbon pricing to its business practices including

decision-making.

Science-based emissions reduction targets and

net-zero strategy

Lenovo has responded to the

Science Based Targets

initiative

(SBTi)’s urgent call for corporate climate

action by committing to align with 1.5°C and net-

zero through the Business Ambition for 1.5°C

campaign, an official partner of the United Nations

Framework Convention on Climate Change

(UNFCCC) Race to Zero campaign. SBTi is a

partnership between the United Nations Global

Compact (UNGC), CDP, World Resources Institute

and World Wide Fund for Nature (WWF). Lenovo is

an early adopter of the science-based emissions

reduction approach, after receiving SBTi approval

for near-term 2030 emissions reduction targets in

2020. For near-term targets, Lenovo’s Scope 1 and 2

emissions reduction targets are consistent with

limiting warming to 1.5°C, the most ambitious goal of

the

Paris Agreement

, and its Scope 3 emissions

reduction targets meet ambitious criteria according

to the SBTi’s methodology, which means they are in

line with current best practices.

On January 19, 2023, Lenovo announced its SBTi-

validated target to reach net-zero greenhouse gas

(GHG) emissions by 2050. Lenovo was the first PC

and smartphone maker and one of the first 139

companies in the world to establish a net-zero target

validated by SBTi. Lenovo’s long-term 2050 net-

zero target coincides with its near-term, SBTi-

validated 2030 emissions reduction targets. In

September 2023, Lenovo joined the UNGC Forward

Faster initiative to accelerate private sector action

towards the United Nations Sustainable

Development Goals (SDGs), specifically committing

to the climate action and water resilience targets

within the initiative. In FY 2025/26, Lenovo

participated in the SBTi Corporate Net-Zero

Standard V2 Pilot Test Phase 2, providing input to

support the development of next-generation

science-based guidance for credible and ambitious

corporate net-zero target-setting.

By working with SBTi and aligning to their Net-Zero

Standard, which is also the world’s first framework

for corporate net-zero target setting, Lenovo is

taking a scientific, collaborative, and accountable

approach to reducing emissions. Aligning goals to

the SBTi helps hold companies accountable for their

emissions reduction. Without aligning to SBTi, it is

difficult to validate or know when a net-zero target

is reached.

Lenovo’s mature ISO 14001 Environmental

Management System (EMS) gives Lenovo a strong

framework on which to set annual targets to help

drive progress towards its 2030 and 2050 SBTi

goals.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 21

These targets have a base year of FY 2018/19, near-term target year of FY 2029/30, and long-term net-zero

target year of FY 2049/50. The following table details Lenovo's science-based targets, road maps for their

achievement, and progress against the targets in FY 2025/26.

LENOVO EMISSIONS

REDUCTION NEAR-TERM TARGETS

ROAD MAP

STATUS AS OF FY 2025/26

BASE YEAR: FY 2018/19

2029/30

TARGET

Reduce absolute Scope 1 +

Scope 2 GHG emissions

(related to Lenovo’s

operations) by 50%

Hierarchical combination of energy

efficiency, on-site renewable energy

generation, and renewable energy

commodities

On-Track

- 50%

Reduce Scope 3 GHG

emissions (value chain)

from use of sold products

35% on average for

comparable products

Reduce product emissions through energy

efficiency improvements, engaging

customers to use more renewable energy

On-Track *

- 35%

Reduce Scope 3 GHG

emissions (supply chain)

from purchased goods and

services 66.5% per million

US$ gross profit

•

Inclusion of climate change

requirements in Supplier Code of

Conduct

•

Supplier climate data collected annually

from subset of suppliers

•

Climate change KPIs included in supplier

ESG scorecards (evaluation process)

•

Expand supplier program to greater

number of suppliers/ data capabilities

and SBTi level of commitment

On-Track *

- 66.5%

Reduce Scope 3 GHG

emissions from upstream

transportation and

distribution by 25% per

tonne-km of transported

product

•

Modal shift to lower carbon modes of

transport

•

Optimization of transport planning

•

Increase of vehicle utilization

•

Improvement of vehicle fuel efficiency

On-Track *

- 25%

LENOVO EMISSIONS

REDUCTION LONG-TERM TARGETS

ROAD MAP

STATUS AS OF FY 2025/26

BASE YEAR: FY 2018/19

2049/50

TARGET

Reduce all GHG emissions

by 90% - absolute

reduction of Scope 1, 2, and

3 emissions. Neutralize

remaining 10% of

emissions through carbon

capture, reforestation, or

other means

Above concepts continue to expand

supplier program and drive energy

efficiency at Lenovo sites and of products.

On-Track *

- 90%

* Lenovo is in the process of improving input data for this Scope 3 category. The status reported here is the best available

estimate at the time of publication. In the FY 2026/27 ESG Report, overall supporting data and target status will reflect any

improved input data.

+ Intensity targets

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 22

Other air emissions

Lenovo's baseline environmental engineering

specification prohibits the use of ozone-depleting

substances in its products and manufacturing

processes (except in HVAC and fire-suppression

equipment as permitted by law and managed in

accordance with local regulations). Intentional

releases of ozone-depleting substances are

prohibited. Lenovo's EMS requires the release of

chemical substances to be reported as an

environmental incident, including unintentional

releases. Lenovo’s operational processes do not

have significant (as defined by Lenovo's SEA

process) direct air emissions such as nitrogen oxides

(NOx), sulfur oxides (SOx), and particulate matter

(PM). In addition, Lenovo has no wet chemical or

industrial processes that use volatile organic

compounds (VOC) and thus has no point sources of

VOC. Household and cleaning products that contain

small quantities of VOC are used at some of its

facilities, however, associated fugitive emissions are

minimal and are not quantified.

Climate change risks and opportunities and

management

The significant risks associated with climate change

are identified and evaluated as part of two main

processes within Lenovo's business management

systems. These include its Enterprise Risk

Management (ERM) process and its annual climate-

related risks and opportunities assessment.

These two processes are connected, meaning that if

climate change risks are identified in the global risk

registration, they are considered in the climate-

related risks and opportunities assessment – and

vice versa.

Lenovo's formal risk management process covers

all areas of Lenovo's strategic, operational,

financial, legal, and regulatory and compliance

risks. Risk of natural catastrophes to the security

of people and operational efficiencies (such as

supply chain disruptions and the risk of non-

compliance with ESG requirements or regulations)

are included in regulatory and compliance risks.

Each major business unit and function is required

to identify risks and assess their impacts on

execution of Lenovo's strategy, then develop

mitigation plans for select identified risks. This

process is managed by Lenovo's Enterprise Risk

Management (ERM) team.

Lenovo's climate-related risks and opportunities

assessment evaluates and prioritizes physical and

transition risks and opportunities related to

climate change, and considers the nature,

likelihood, and magnitude of the effects of those

risks and opportunities. This process is managed

by Lenovo's Global ESG team. More details about

the process are available in Section 9.0. The

results are integrated in the aforementioned risk

management process.

Lenovo’s climate risk assessment in FY 2025/26 also

included climate scenario analysis to explore the

business impacts of physical and transition risks

related to climate change. The impacts from physical

risks have increased under Representative

Concentration Pathways (RCP) scenarios that limit

warming to higher temperature, particularly in the

long term. The increased impacts from transition

risks are observed under Network for Greening the

Financial System (NGFS) scenarios that have

stringent climate policies. When Lenovo takes

proactive climate mitigation actions to reduce

emissions and limit warming to lower temperature,

the impacts associated with risks are reduced

significantly. Therefore, Lenovo has committed to

reduce 90% of Scope 1, 2, and 3 emissions by 2050

to keep global warming potential within 1.5º C and

continues to broaden its product offerings in

sustainability services and other areas.

Lenovo's ESG materiality assessment identifies energy

and emissions as material topics that it should prioritize

in its environmental programs. In support of UN

Sustainable Development Goal (SDG) 13 – Climate

Action, one of Lenovo's ESG pillars includes a climate

action goal. More details about Lenovo's materiality

assessment and how its goals align with the SDGs are

available in Section 2.0.

More information about Lenovo's identification and

assessment of climate-related risks and

opportunities, metrics, and actions to address

climate change are available in Section 9.0 and in

Lenovo's responses to the most recent

CDP

questionnaire

Lenovo scored an A, the “Leadership Level” for its

climate change performance in the 2025 CDP

questionnaire which reflects its performance toward

environmental stewardship through climate change

mitigation practices in its operations and supply

chain.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 23

Energy

Under the EMS, energy-related targets are set

annually. Since emissions are impacted by energy

use reduction and increased use of renewable

energy, these energy-related targets are related to

Lenovo's Scope 1 and 2 emissions reduction targets

and similar actions are taken to achieve all three

types of targets. For Lenovo's specific energy

targets and its performance against them see

Section 8.0

+ May be accomplished through installation of onsite

renewable energy generation, entry into power purchase

agreements (PPA) with power providers and/or the

purchase of renewable energy credits.

Energy consumption also occurs throughout

Lenovo's value chain. Lenovo's suppliers are

encouraged to develop energy targets, use

renewable energy, and report energy usage.

Customers also use energy to power products and

Lenovo has set targets to improve energy efficiency

in many of its products.

For more information, see Section

8.0

for Lenovo's

energy-related KPIs.

Renewable energy

Lenovo continues to expand its solar generation

capacity at its facilities. Lenovo has approximately

36 megawatts of solar electric installations that are

currently operational.

The image is of the solar panel installations at

Lenovo's Wuhan, China location.

In addition to onsite solar generation capacity,

Lenovo is proactively looking for opportunities to

source renewable electricity directly from utility

suppliers. Currently, three Lenovo manufacturing

sites have purchase agreements with utility suppliers

to provide renewable energy for these facilities.

Where the use of onsite renewable energy sources

or power purchase agreements are not technically or

economically feasible, Lenovo may choose to

purchase Renewable Energy Credits (REC),

International Renewable Energy Credits (I-REC),

Guarantees of Origin (GO), and Non-fossil

certificates (NFCs). In FY 2025/26, Lenovo

purchased renewable commodities that supported

100 percent renewable energy projects consisting of

wind and/or solar power in various parts of the

world including Brazil, China, India, Japan, Europe,

Mexico, and US.

Operational energy efficiency

Given that one of Lenovo's most significant

environmental aspects is emissions associated with

energy consumption, it has a goal to continually

improve the energy efficiency of its operations. In FY

2025/26, Lenovo's initiatives to help reduce energy

consumption included the following methods:

•

Energy Conservation – Active Method:

–

Replaced energy efficient equipment

(including electronically commutated fan,

aging steam generator and vacuum

generators);

–

Optimized equipment efficiency (including

AC system, UPS system, and electricity

transformers);

–

Modified operating scenarios to reduce

running time (including water pumps,

lighting systems, and UPS system);

–

Employed digitalization, including multiple-

level smart energy metering devices,

Lenovo ESG Navigator, carbon 3D

visualization, and campus energy

management platform;

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

By FY 2025/26,

90%

of our global operations'

electricity will be obtained from

renewable sources. +

Lenovo Environmental Social Governance Report — page 24

–

Implemented an intelligent group control

system for air compressors with aim to

dynamically optimize machine operation,

stabilize pressure, and reduce energy

consumption; and,

–

Installed high-efficiency magnetic

levitation chillers to enable centralized

management and intelligent dispatching of

the cooling system.

•

Energy Conservation – Passive Method:

–

Replaced existing windows with energy

efficient windows; and,

–

Installed air curtains at entrances of

manufacturing site to reduce cooling

system running time.

•

Management System and Certification

–

Various manufacturing sites are ISO

50001:2018 certified.

•

Energy Conservation Education

–

Employee awareness training, and

–

Energy conservation promotion (employee

communication through emails and

workplace signage).

Logistics

Logistics are an important part of Lenovo’s global

supply chain and a key component of Lenovo's

emissions reduction strategy. In FY 2025/26, Lenovo

continued its logistics decarbonization agenda by

prioritizing transport network simplification, modal

shifts toward lower-carbon transportation,

electrification of transportation, and systematic

improvements in load efficiency. These initiatives are

aligned with Lenovo's broader Scope 3 emissions

reduction strategy and focus on achieving long-term

emissions intensity reduction.

Network optimization and direct routing

•

Lenovo aims to reduce emissions from

avoidable transshipment by implementing

direct ocean shipping to Southern Europe,

avoiding intermediate transit ports. A southern

EMEA distribution center network further

identified opportunities for structural

optimization.

Transportation mode shift

•

Lenovo continued to strive to reduce reliance

on air freight by increasing non-air transport

targets globally through expanded use of ocean

and ground transport.

Load efficiency and cross-business collaboration

•

Lenovo aims to enhance transportation

efficiency by improving container utilization

across its product lines.

Electrification of transportation

•

Lenovo expanded the use of electric vehicles

for short

haul distribution in multiple regions.

External partnerships

•

Lenovo is an active participant in industry-wide

coalitions and sustainable logistics initiatives,

collaborating with entities such as the Global

Logistics Emission Council, Smart Freight

Centre China, the International Council on Clean

Transportation, and US Environmental

Protection Agency SmartWay program. These

partnerships aim to drive transparency and

consistency in calculating and reporting GHG

emissions across the logistics sector.

•

Lenovo aims to engage many stakeholders in

emissions reduction efforts. In FY 2025/26,

Lenovo continued its logistics KPI methodology

to require logistics suppliers to share their

carbon emissions data with Lenovo. Lenovo

also works with suppliers to set goals to reduce

emissions. In addition, Lenovo shares its

logistics CO

report with its customers to

improve transparency and increase awareness.

Waste

Lenovo’s day-to-day global operations generate

non-hazardous waste and minimal quantities of

hazardous waste. To ensure that waste is properly

managed and with the aim to minimize

environmental impact, Lenovo’s waste (hazardous

and non-hazardous) is separated and collected from

the site of generation to be disposed of through

third-party waste management organizations in

accordance with its Site Environmental Programs

Manual and applicable legal requirements.

During the FY 2025/26 reporting year, Lenovo

continued to measure and monitor both non-

hazardous and hazardous waste generation volumes

and disposal methods through an internal

environmental database. In this system, site

environmental focal points collect and upload

monthly waste data, from measured data (when

feasible) or calculations based on measured data.

When no measured data is available, non-hazardous

waste estimations are used, usually based on the

headcount at the site and the previous year’s

monthly data from similar sites.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 25

Lenovo’s waste data for the current reporting year is

presented in Section 7.0. Annual Verification

Statements for Lenovo's total non-hazardous and

hazardous waste are available on Lenovo's

website

Lenovo's EMS requires sites to report environmental

incidents, including waste-related incidents, through

the internal environmental database. In addition to

internal reporting, Lenovo's manufacturing sites

periodically undergo audits, some of which cover

aspects of waste management. For more

information on audits at Lenovo's sites, see Section

4.0.

Lenovo recognizes that waste management is

important throughout the value chain. Lenovo

requires production suppliers to adhere to its

Supplier Code of Conduct and the Responsible

Business Alliance (RBA) Code of Conduct through

contractual stipulations, both of which include

waste-related provisions. Lenovo uses RBA

assessments as a key mechanism for risk

identification and sustainable performance

evaluation. For more information on these supplier

activities, see Section 6.0.

Lenovo utilizes its Product-End-of-Life Management

(PELM) program for the disposition of electronic

products, parts, and scrap generated at Lenovo

sites. More information on Lenovo's PELM activities

can be found in

this section

Non-hazardous waste

Lenovo's non-hazardous waste includes typical

office and cafeteria waste as well as packaging and

manufacturing scrap at manufacturing sites.

Under Lenovo's EMS, a global non-hazardous waste

recycling target is set annually. For the FY 2025/26

reporting year, the target was to direct 90 percent

(+/-5 percent) of Lenovo's non-hazardous waste to

recovery operations. The results of Lenovo's

environmental targets are available in Section 8.0.

Hazardous waste

Lenovo's operations generate minimal quantities of

hazardous waste. Hazardous waste is waste

designated as hazardous by applicable laws or

regulations in a country, state, region, or locality and

may include oils, coolants, organic solvents,

batteries, fluorescent light bulbs, and ballasts.

Hazardous waste is required to be disposed of in

accordance with local environmental regulations by

approved suppliers. Lenovo aims to keep hazardous

waste sent to landfill for disposal below 1 percent of

the total hazardous waste generated annually by its

operations.

Water

Lenovo is working both internally and externally to

minimize and mitigate water risks. Lenovo has:

•

Implemented and maintains a corporate

Water

Resiliency Policy

;

•

Endorsed the UN CEO Water Mandate;

•

Joined the Science Based Targets Network

(SBTN) Corporate Engagement Program,

pledging alignment with SBTN's goals and

vision while contributing advice and end-user

insights to the development of SBTN methods

and tools as an SBTN Corporate Engagement

Participant; and

•

Joined UN Global Compact Forward Faster

initiative to accelerate private sector action

towards the SDGs, specifically committing to

the water resilience target within the initiative.

During the FY 2025/26 reporting year, Lenovo

continued to measure and monitor water use and

risk. In Lenovo's direct operations, the primary uses

of water continue to be for water access, sanitation,

and hygiene (WASH) services, as well as building

cooling for employees, contractors, and visitors at its

sites around the globe. Because Lenovo’s primary

water use is for employee support, water use varies

from location to location with its largest

manufacturing sites and locations with the largest

employee headcount withdrawing and discharging

the most amount of water. Lenovo's water data for

the current reporting year is presented in Section

7.0. Annual Verification Statements for its total

water withdrawal and discharge are available on

Lenovo's

website

To date, Lenovo has not experienced any issues with

sourcing water that is fit for purpose. Lenovo's EMS

requires sites to characterize their discharges before

entering into an agreement with a treatment facility.

Exceptions may exist for typical sanitary waste. It

also requires that sites not discharge constituents

for which a treatment facility does not have

treatment capability, update characterization when a

site’s activities change, and adhere, as applicable, to

the discharge limits of local law, the treatment

facility, and any associated permits.

Lenovo's EMS includes a global water target to

achieve a reduction of 1.8 metric tons in water

withdrawal per capita at manufacturing sites

globally by FY 2029/30. The results of Lenovo's

environmental targets are available in Section 8.0.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 26

Lenovo requires sites to report environmental

incidents, including water-related incidents, through

its internal environmental database. In addition to

internal reporting, Lenovo's manufacturing sites

undergo periodic audits, some of which cover

aspects of WA

SH and water management. For more

information on audits at Lenovo's sites, see Section

4.0.

While Lenovo has minimal wet processes, it

appreciates the importance of adequate quantities

of sufficient quality water to its supply chain

partners with wet processes, particularly for the

semiconductor industry. Lenovo requires production

suppliers to adhere to its Supplier Code of Conduct

and the RBA Code of Conduct through contractual

stipulations, both of which include water-related

provisions. Lenovo uses RBA assessments as a key

mechanism for risk identification and sustainable

performance evaluation. For more information on

these supplier activities, see Section 6.0.

Water risks within Lenovo's operational footprint

and supply chain are assessed annually using

publicly available water risk tools (

World Resources

Institute’s Aqueduct

and

WWF’s Water Risk Filter

Tool

For more information about Lenovo's identification

and assessment of water-related risks and

opportunities, metrics, and actions, read Lenovo's

responses to the most recent

CDP Water Security

questionnaire.

In FY 2025/26, Lenovo continued its global

partnership with Wine To Water (W|W), a non-profit

organization committed to supporting life and

dignity for all through the power of clean water.

Environmentally conscious

products

Product materials

Lenovo's corporate-wide environmental standards

and specifications require its product designers to

consider environmentally conscious design practices

to facilitate and encourage recycling and

minimization of resource consumption. Lenovo's

priority is to use environmentally preferable

materials whenever practical. In adhering to this

precautionary approach, it supports restricting the

intentional addition of materials that are potentially

concerning when economically and technically

viable alternatives exist. These restrictions may also

include implementing concentration limits for

incidental occurrences.

For materials where economically and technically

viable alternatives do not exist, Lenovo collects data

on usage above the defined concentration limit. This

data can then be reported to customers or other

stakeholders. Lenovo continues to actively search

for environmentally preferable materials that can be

used as substitutes and expects its partners and

suppliers to demonstrate the same commitment to

environmentally sound practices. See Lenovo's

Materials Management

webpage for more

information.

Lenovo restricts the use of environmentally sensitive

materials in its products. This includes the

prohibition of ozone-depleting substances in all

applications; restrictions on the use of persistent

organic pollutants (POPs) under the Stockholm

Convention, and the elimination of materials covered

under European Union (EU) Restriction on

Hazardous Substances (RoHS) and Registration,

Evaluation, Authorisation, and Restriction of

Chemicals (REACH), even beyond the jurisdictions

where these regulatory requirements exist. Lenovo's

implementation strategy and requirements are

consistent with the requirements specified in the

EU’s RoHS Directive and REACH Regulation.

Lenovo supports phasing out brominated flame

retardants (BFRs) and polyvinyl chloride (PVC) and

is committed to driving its supply chain toward this

goal. Lenovo continues to focus on eliminating

halogens from its top-selling products and across as

many commodities as possible and has made

progress including the following achievements:

•

Phasing out completely the use of BFR/

chlorinated flame retardants (CFR)/PVC in all

mechanical plastic parts (such as external

covers, housings, etc.) across all its products

•

Most of hard disk drives, optical disk drives,

solid-state drives, LCD screens, memory, central

processing units (CPUs), chipsets, and

communication cards; and other commodities

meet the International Electronics

Manufacturing Initiative (iNEMI) definition

low halogen

•

All ThinkPad and Lenovo Education (Windows)

notebook products including printed circuit

boards (PCBs) meet the iNEMI definition^ of

low halogen except for cables and wires, and

AC adapters

•

All commercial monitors meet the iNEMI

definition of low halogen except for their PCB

assembly and cables. Furthermore, some

monitors fully meet the iNEMI definition

of low

halogen

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 27

•

All smartphone products are free of BFR and

PVC

•

Prohibiting the intentional addition of the

following pollutants to any of its parts:

–

Polybrominated Biphenyls (PBBs)

–

Polybrominated Diphenyl Ethers (PBDEs)

–

Deca-Brominated Diphenyl Ethers

^ Lenovo supports the definition of “low halogen”

electronics as defined in the “iNEMI Position Statement on

the ‘Definition of Low-Halogen’ Electronics (BFR-/CFR-/

PVC-Free)”.

Lenovo plans to use additional BFR- and PVC-free

parts and materials across the Think and Idea

families of products as acceptable alternative

materials become available, working toward the goal

to phase out the use of these materials across all

newly introduced products. Lenovo continues to

work with its suppliers to pilot new BFR– and PVC–

free applications. Lenovo recognizes that the phase-

out of these materials is dependent upon the

availability of suitable alternatives that meet its

technological, cost, quality, environmental, health,

and safety requirements.

In addition to the regulated materials, Lenovo has

also identified an expanded list of materials and

substances of environmental interest. These

substances may be candidates for further

restrictions in the future. It holds suppliers

accountable for reporting the use of these materials

through Supplier Material Declarations. A

spreadsheet file containing the Full Material

Disclosure (FMD) information, submitted via an

environmental compliance analysis system, is the

preferred format for confirmation of compliance to

the restrictions and for reporting when substances in

question are above the specified concentration

levels.

Lenovo's business unit environmental engineers

utilize the environmental compliance analysis system

to perform a Bill of Materials (BOM) validation to

ensure every part number used in building the

product has the required supplier information. Once

the full BOM compliance verification is complete, a

detailed compliance summary report is generated to

show the internal company and external legal

requirements at the full product level.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo - BB Owners, Engineers, EFPs...

Export Product

BOMs from

PLM System

PLM Systems

Suppliers

Legend

BB Owners - Building Block Owners

BOM - Bill of Materials

EFP - Environmental Focal Point

PLM - Product Lifecycle Management

REACH – Registration, Evaluation,

Authorization, and Restriction of Chemicals

RoHS - Restriction on Hazardous Substances

Declare Compliance Store Reports

and Environmental Variable (ENV)

Sign of Reports available for

designated market

REACH, RoHS...

External Environmental

Compliance Analysis System

Load BOMs into

Environmental Compliance

Analysis System

Link Lenovo and Supplier parts

in Environmental Compliance

Analysis System

Supplier loads part data and

publishes in Environmental

Compliance Analysis System

Lenovo Environmental Social Governance Report — page 28

Regulatory compliance approach

Consistent with its precautionary approach, Lenovo

continuously analyzes the IT regulatory landscape

and considers input from its customers, NGOs, and

other industry resources in the assessment of

chemical and materials restrictions with respect to

the potential health and environmental impacts of its

products. These assessments are facilitated via the

use of Supplier Full Material Disclosures or other

acceptable forms of chemical/materials disclosures;

i.e., IEC 62474 declarations, laboratory test reports,

or supplier self-declarations. Lenovo utilizes this

information to identify and highlight current and

emerging restrictions for tracking and management

purposes as well as for current and future reporting

requirements.

Lenovo informs its customers about the

environmental attributes of its products as it relates

to compliance with applicable laws and regulations

through an industry-standard IT Eco Declaration

form. Declarations for newly released products are

posted online in Lenovo’s

Compliance Document

Library.

Recycled materials

Lenovo continues to incorporate post-consumer

recycled content (PCC) plastics, closed-loop post-

consumer recycled content (CL PCC) plastics, ocean

bound plastics (OBP), recycled metals, and new

materials such as post-consumer recycled rare earth

metals into select products. These recycled materials

are important to Lenovo's product development

strategy and transition to a circular economy.

Using recycled materials in IT products presents

significant challenges due to the unique structural,

performance, and cosmetic requirements associated

with these applications. To overcome the continuing

challenges of using recycled content in the design

and manufacture of smart connected devices,

especially notebooks, tablets, and smartphones,

Lenovo's engineers work closely with suppliers to

develop and qualify recycled materials that meet

required performance and structural standards.

These materials receive environmental and

performance qualifications before their approval and

use in Lenovo product applications.

In addition to the work done by Lenovo's engineers,

Lenovo's research and development teams work

with material suppliers and a third-party certification

authority to build its CL PCC supplier and material

process, including the “Approved Recycling

Standard,” the “Quality Assurance Operation

Requirements,” and the “Recovery Ratio” criteria to

validate their sources of waste and control

processes using a hierarchical waste product

traceability scheme.

+ Excludes tablets and accessories

Using recycled materials helps eliminate the need for

natural resources extraction because materials are

kept in circulation while being diverted from landfills.

Lenovo’s increased use of CL PCC plastics is helping

to sustain the demand for recycled plastic materials

from IT products. Lenovo is helping to transition to a

circular economy while still creating a product that

meets Lenovo’s high performance standards.

Lenovo currently uses PCC plastics in notebooks,

desktops, workstations, monitors, tablets, and

accessories, and is introducing CL PCC and OBP into

more products each year.

Since early 2005, Lenovo has tracked total use of

recycled plastics in products which includes use of

PIC, PCC and/or CL PCC. See Section 7.0 for results.

Lenovo's EMS targets and ESG KPIs include recycled

content targets which are available in Sections 8.0

and 9.0 respectively.

In addition to recycled and OBP plastics, Lenovo is

also using recycled metals and recycled rare earth

metals to support the transition to a more circular

economy. Recycled metals introduced to select

Lenovo products include aluminum, magnesium,

copper, and steel. Such usage helps reduce mining

and consumption of natural resources. Lenovo is

expanding the use of recycled metals, including rare

earth metals, into more of its Lenovo notebooks,

monitors, tablets, desktops products, and Motorola

smartphone products

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

By FY 2025/26,

100%

of PC products will contain post-

consumer recycled content

materials. +

Lenovo Environmental Social Governance Report — page 29

Product energy efficiency

Product energy efficiency remains a core focus for

Lenovo. To ensure that it is adhering to existing and

proposed global IT product energy efficiency

policies and regulations for current and future

technology, Lenovo collaborates with original

equipment manufacturers (OEMs) and industry

stakeholder workgroups. The results of these efforts

are leveraged to develop leading-edge products

with improved operating efficiencies.

Lenovo actively manages its response to ongoing

energy-related regulatory activities such as updates

to emerging protocols and regulations, and industry-

related standards, including:

•

ENERGY STAR® program specifications

•

US Department of Energy (DOE) Appliance and

Equipment Standards

•

California Appliance Efficiency Program

requirements

•

China Energy Label (CEL) and China Energy

Conservation Program (CECP) Standards

•

EU Ecodesign (ErP) requirements

In 2025, ENERGY STAR® implemented a new

Computer Specification version 9.0, updating

notebook, desktop and all-in-one (AIO) PC product

certification requirements. This specification defines

energy efficiency performance metrics based on the

top 25 percent of PC products available on the

market, with a focus on enhancements and

incentives relative to the certification criteria, and

Energy Efficient Ethernet (EEE).

To further improve product energy efficiency for

desktops, workstations, and servers, Lenovo certifies

the energy efficiency of many of its internal power

supplies through

CLEAResult Plug Load Solutions’

80 Plus program

. This external certification

establishes requirements for internal power supplies

through independent testing and verification of the

program’s rated efficiency criteria, such as Bronze,

Silver, Gold, Platinum, and Titanium. Certified

systems with internal power supplies (desktops,

workstations, and server products) with this

certification are significantly more energy-efficient

than other systems equipped with typical power

supplies. Lenovo's servers also utilize 80+ Titanium

Power Supply Units (PSUs), Central Processing Units

(CPUs), P-state cooperative (voltage/frequency)

control, CPU Voltage Regulator Device (VRD) auto-

tuning, and have transitioned to newer VRD

technology with lower losses to enhance and

maximize energy efficiency.

* Energy efficiency improvement on average for

comparable products relative to FY 2018/19

** Energy efficiency improvement on average for

comparable products relative to FY 2020/21

Through its product development process, Lenovo

requires its products to meet energy efficiency and

performance requirements in various markets,

including – but not limited to – US, China, Japan, and

Europe. Many of Lenovo’s notebooks, desktops,

servers, and monitors meet and often exceed the

current ENERGY STAR® requirements. In 2025, six

Lenovo monitors were recognized as “ENERGY

STAR® Most Efficient.” The ENERGY STAR® Most

Efficient list highlights products utilizing the latest in

technological innovation to deliver cutting edge

efficiency, and represents the very best for energy

savings and environmental protection. Lenovo’s

ENERGY STAR® qualified models are listed on the

ENERGY STAR® website

. For more information

about Lenovo’s energy-efficient products, see its

Product Energy Efficiency webpage

In support of Lenovo's commitment to lower GHG

emissions, science-based targets were established to

reduce emissions associated with the use of sold

products per comparable products (for notebooks,

desktops, and servers). Product development teams

are actively investigating and implementing

technical enhancements to support power efficiency

improvements and track annual performance against

the prescribed targets.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

By FY 2029/30,

we will achieve

50% improvement

in energy

efficiency of

Lenovo desktops *

and servers. *

By FY 2029/30,

we will achieve

30% improvement

in energy

efficiency of

Lenovo notebooks *

and Motorola

products. **

Lenovo Environmental Social Governance Report — page 30

Product energy management features

Lenovo offers innovative tools on select PC, server, monitor, and smartphone products that allow better control

of power consumption, calculation of energy savings, and reporting on the management of energy performance,

IT equipment, and devices.

Energy management feature

Benefit

Lenovo Settings (Windows)

Provides power management features, such as Connected Standby for the

user.

Adaptive Thermal Management

Adjusts system power and fan speeds based on ambient levels.

Active Directory and LANDesk®

Supports remote deployment of power schemes and global settings to allow

administrators the ability to control and enforce ThinkPad energy savings

company-wide.

EasyResume

Provides quick recovery from computer lid close, balancing low power state

by suppressing CPU usage at lid close.

Intelligent Cooling

Balances thermal performance to adjust settings to provide a cooler surface

for comfort while optimizing product energy.

Energy Saving Power Supply Unit

(PSU)

Turns off the internal fan when the system detects the power load is low and

saves energy consumption.

Smart Power (Monitors)

Dynamically detects and optimizes the distribution of power. Example: If

there are multiple devices plugged into a monitor such as a smartphone, a

laptop, or other USB-powered peripheral – the monitor will gauge how much

power each of them needs and adjust according to the requirement.

Efficiency Optimizer

Automatic System-on-Chip (SoC) power management without user

experience (UX) impact.

Eco Shutdown

Saves power while the device is in shutdown mode and connected to an AC

outlet.

Uncore Dynamic Voltage and

Frequency Scaling (DVFS)

Maximizes efficiency of the non-core hardware inside the CPU package.

Universal Flash Storage (UFS)

Efficiency Latency Control

Modifies how quickly or slowly the uncore frequency is adjusted to optimize

for efficiency.

Turbo Ratio Limits

Limits how much turbo uplift occurs.

CPU E-cores

Enables more efficient processing of background tasks leading to a

reduction in power. Several operating systems such as Windows 11, SLES 15

SP6, RHEL 8 support E-cores.

Split-Bay PSUs

Enables more direct airflow through the server with less preheat. This leads

to lower fan speeds and increased efficiency.

Unified Extensible Firmware

Interface (UEFI) Workload Profiles

Allows a user to tailor the UEFI settings to their specific workload, and can

be optimized for minimal power, maximum efficiency, maximum

performance, or minimal latency.

Variable Refresh Rate

Lenovo’s proprietary advanced AI Power Solution dynamically adjusts

monitor backlighting and pixel intensity to optimize energy consumption

without compromising image quality.

Enhanced Screen Performance

Built-in algorithm to maintain monitor screen performance while reducing

power consumption.

Moto Freezer

Freezes cached apps and services by the unique identification number (UID)

to reduce CPU & RAM usage for better battery life and performance.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 31

Durability and repairability

Keeping a product in use for a longer period is an

important aspect of the circular economy and

reducing unnecessary electronic waste. Therefore,

Lenovo aims to design its products with durability

and repairability in mind, and ensures devices are

tested through comprehensive quality and reliability

testing aligned with real-world usage scenarios

(including drop, spill, power cycling tests, and more).

Lenovo is continuously designing innovative features

for its products to help extend their useful life. For

example, extending battery cycle life through key

technologies, such as the use of lithium polymer

cells designed for long life in notebooks and tablets,

battery pack management including adaptive

charging algorithms, and system software designed

to extend battery longevity. In smartphones,

Motorola’s latest lithium-ion battery technology

extends smartphone battery cycle life through

intelligent fast charging strategy (IFC), long-life

battery cell design, and software development.

In addition to the focus on durable product design,

Lenovo offers a range of services aiming to keep

products in use for as long as possible. For example,

Lenovo offers customers flexible warranty options

that are designed to fit various needs, including

warranty upgrades, sealed battery warranties, and

accidental damage protection for many products.

For more details, see Lenovo’s

Warranty and

Maintenance Services webpage

To improve the repairability of devices, Lenovo

created and uses an engineering review process

called ‘Design for serviceability’ to assess product

design based on multiple factors including time to

complete repair, number of customer-replaceable

parts and number of field-replaceable parts.

Features evaluated include screw type and number,

joining techniques, and service availability.

Additionally, through Lenovo and Motorola’s

ongoing partnership with iFixit, an online repair

community, the end-user repairability of some of the

bestselling products are evaluated through their

independent repairability assessments, as well as

providing another avenue for repair solutions for the

customer. For more information see iFixit’s

collaboration webpages for

Lenovo

and

Motorola

In addition to efforts on repairable product design,

Lenovo and Motorola provide users of many of its

laptop, desktop, and smartphone products with the

resources necessary to repair their own devices, as

well as offering repair support and service options

for many systems. Lenovo and Motorola make

available a wide range of service and maintenance

manuals for many products along with step-by-step

guides and videos on parts removal and

replacement. Customers can source spare parts from

Lenovo and Motorola or their authorized partners.

For more information see Lenovo’s

Self-Repair

Guides

and Motorola’s

repair webpages

. Lenovo’s

ESG KPIs include a repairability KPI, for more

information see Section 8.0.

Product carbon footprint

The Product Carbon Footprint (PCF) or Global

Warming Potential (GWP-100) has become a key

product attribute for Lenovo and customers.

Knowing the PCF of a product allows customers to

better understand the environmental impact of the

products they purchase.

To provide Lenovo's customers with PCF values for

the broadest set of products, Lenovo continues to

utilize the

Product Attribute to Impact Algorithm

(PAIA)

platform to calculate streamlined Life Cycle

Assessments (LCAs) of desktops, notebooks,

tablets, and workstation computers as well as

monitors, servers, storage, and network switch

products.

Using PAIA tools to calculate product carbon

footprints has significantly reduced the time and

cost associated with these calculations. In addition,

Lenovo's participation in PAIA is helping to drive a

sector-wide streamlined methodology that can be

key to transforming information and

communications technology (ICT) companies into

sustainable businesses.

To better meet evolving customer expectations and

industry practices, and guide Lenovo's product eco-

design, Lenovo is implementing LCA approach to

provide a systematic and comprehensive

understanding of product environmental impacts.

Lenovo recognizes the importance of adhering to

globally recognized standards, including ISO 14040

and ISO 14044 for LCA and ISO 14067 for PCF,

ensuring methodological consistency, transparency,

and reliability in reporting. By embedding LCA into

product design and manufacturing processes,

Lenovo will not only fulfill eco-design requirements

but also fosters innovation in materials and

technologies, striving to reduce environmental

footprints while enhancing product sustainability

performance.

Lenovo's PCF information sheets for specific

products can be found on Lenovo's

Compliance

Document Library

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 32

Ecolabels from around the globe

Lenovo pursues ecolabels for many of its products. Select products have achieved one or more of the following

ecolabels:

Packaging

Packaging has been identified as a significant

environmental aspect under Lenovo's EMS. In FY

2025/26, Lenovo's overarching packaging objective

was to minimize the material consumption of

packaging while driving the use of more sustainable

materials.

Lenovo is intent on reducing the size of its

packaging to minimize the materials used while

maintaining adequate protection for its products,

and supports the above objectives by:

•

Reducing excess size and layers of product

packaging;

•

Reducing the use of plastic packaging;

•

Increasing the use of recycled and renewable

materials in packaging;

•

Expanding the use of bulk and reusable

packaging solutions; and

•

Increasing the use of materials that have

sustainability certifications.

Lenovo has set and follows comprehensive

packaging specifications that set minimum

environmental standards for its packaging. In

addition, as per Lenovo’s Supplier Code of Conduct,

suppliers are required to comply with these

environmental specifications. For more information,

see Packaging Specifications on Lenovo’s

ESG

Resources webpage

Results of Lenovo’s progress against its packaging

targets are available in Section 8.0.

Leading the way in innovative packaging

Where possible, Lenovo is committed to reducing

the use of plastic packaging and has implemented

plastic-free packaging for many of its smaller or

lighter devices. However, plastic is an important

material for lightweight shipping and protection of

heavy and larger products, so in these instances,

Lenovo’s focus is on increasing the use of recycled

and renewable materials to reduce environmental

impact.

ThinkPad X1 Carbon Gen 13 with plastic-free packaging

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 33

The use of bamboo or sugar cane fibers in select

products marked the launch of a new era of

packaging offerings for Lenovo, while also

enhancing the customer experience. Bamboo fiber

has many favorable features, including:

•

Sleek and robust design

•

Lightweight

•

Renewable resource

•

Recyclable alongside paper and cardboard

The packaging of motorola razr 60d M-51F is made from

renewable bamboo fiber

Select 1U Server with plastic-free packaging

Lenovo supports its objectives to reduce the use of

plastic packaging by using alternatives to plastic

materials, as well as improving packaging designs to

reduce reliance on plastic materials.

In addition, Lenovo supports the use of recycled

plastics, including ocean bound plastics (OBP) to

reduce consumption of virgin materials and to help

support a circular economy. In 2019, the packaging

team began researching the possibility of using OBP

in product packaging and launched the first

packaging cushion containing OBP (30 percent OBP

and 70 percent other recycled plastics) in ThinkPad

L14 packaging. Since 2023, the use of thermoformed

OBP cushions and bags has been expanded to

ThinkCentre packaging.

ThinkCentre M70t Gen 6 with 30% OBP cushions and bag

Lenovo’s ESG KPIs include several targets for

reducing or eliminating plastics packaging,

increasing use of recycled plastics, OBP, and

recycled and renewable materials for packaging. For

more information see Section 8.0.

Product end-of-life

management (PELM)

Lenovo’s Product End-of-Life Management (PELM)

program is an important part of its efforts to support

a transition to a circular economy, as it supports

extending the product lifecycle through reuse and

recycling of products and parts. The PELM program

also supports waste diversion through the

elimination of end-of-life electronic products being

disposed of in landfills and includes the practice of

reuse, repair, refurbishing, de-manufacturing,

dismantling, reclamation, shredding, recycling,

treatment, and disposal of products, parts, and

peripherals when they are taken out of service, reach

end-of-life, or are scrapped. This program covers

Lenovo-branded and non-branded products owned

by Lenovo or accepted from customers and others

(including customer returns or take back). Lenovo

has made available the

Electronics End of Life

Standard

for suppliers with details about Lenovo's

PELM supplier requirements and the industry-

standard certifications it promotes. Lenovo requires

downstream transparency from suppliers and

requires disclosure of materials through downstream

supplier tiers to final disposition, supported by

proper documentation and records for all

transactions.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Paper based

molded pulp

FSC certified

Corrugated board

Bamboo fiber bag

Kraft Tape

Lenovo Environmental Social Governance Report — page 34

Product take-back programs

As a global business, Lenovo offers end-of-life

management and recycling programs for both

consumer and business customers in many major

markets. These product take-back programs (PTB)

are tailored to the specific location and business

needs and include programs for recycling products

as well as packaging and batteries in many

geographies.

Customers can obtain information about Lenovo's

recycling programs on its

Recycling webpage

For its business and enterprise customers, Lenovo

offers Asset Recovery Services (ARS) globally to

manage the disposition of IT assets and data center

infrastructure. Customers can access information

about Lenovo's global ARS program at its

Asset

Recovery Services webpage

Product and parts management

Through the aforementioned circular economy

programs, Lenovo strives to maximize the value and

potential reuse of excess, returned, end of use, and

obsolete products and parts across its business and

manufacturing operations, repair network, and

channel partners.

Through reverse supply chains, these products and

parts are kept in circulation as-is or after repair or

refurbishing and Lenovo can potentially avoid

having to manufacture new products and parts.

Management of PELM suppliers

Lenovo maintains a program to help ensure that

recycling, disposal, and disposition of end-of-life

products owned by Lenovo or returned by

customers is accomplished in an environmentally

responsible and legally compliant manner. This

program includes:

•

Supplier completion of Lenovo's initial supplier

audit or evaluation form declaring their

processing capabilities, controls, and

management systems for quality,

environmental, health and safety, industry

standards, legal compliance, downstream

facilities disclosures, and evaluation criteria;

•

Lenovo’s environmental audit or evaluation of

supplier facilities and processes prior to

engagement with documentation of audit

findings and recommendations in a final report;

•

Review of all environmental audit or evaluation

documentation and recommendations by its

Geographic Environmental Focal Points and

final approval by Global ESG management;

•

Database of all Lenovo's audited and approved

PELM supplier facilities by geography with

approved services for use by designated

Lenovo organizations, sites, and programs

worldwide;

•

Lenovo's supplier contracts with specific

environmental terms and conditions related to

expected environmental performance and

reporting; and

•

Suppliers in scope include ARS suppliers, legal

and voluntary product take-back providers,

dismantlers, recyclers, refurbishers, disposal,

and other related vendors. Lenovo's Electronics

End of Life Standard for Suppliers sets

guidelines that all recovered products and parts

are to be data wiped, refurbished, tested for

function, labeled as refurbished, and resold

where they will be used as originally intended

without further refurbishing before use. The

standard also requires suppliers to use Lenovo-

approved recyclers for the disposition of non-

working products and parts and waste

generated from their refurbishing processes

and prohibits the shipment of hazardous waste

to non-Organization for Economic Cooperation

and Development (non-OECD) countries.

Recovery and recycling trends

As customers continue to have considerable interest

in Lenovo’s recycling programs, its continual

improvement activities include searching for

opportunities to maximize reuse and recycling.

Results of Lenovo's progress against its PELM

targets are available in Section 8.0 of this report.

Lenovo's ESG KPIs include recycling or reuse KPIs.

For more information see Section 8.0 of this report.

Circular economy

Lenovo understands that the transition to a circular

economy is critical. Collaboration and credibility are

important to advancing a circular economy. To help

scale circular economy solutions in the IT industry,

Lenovo continues its membership in the

Circular

Electronics Partnership

to collaborate with the

technology industry, suppliers, and stakeholders.

Lenovo's vision to deliver smarter technology for all

extends to its circular economy practices that

include Smarter Circular Design, Smarter Circular

Use, and Smarter Circular Return activities.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 35

During the design phase, important decisions are

made that can help improve circularity and Lenovo

is continuously evaluating design decisions that can

help reduce environmental impact. The use of

recycled and more sustainable materials is an

important aspect of the circular economy on which

Lenovo focuses.

New recycled materials are being researched and

introduced into an increasing number of products.

Lenovo's EMS objectives and targets for use of

recycled materials in products can be found in

Section 8.0.

Lenovo’s circular design decisions extend to product

packaging as well. Lenovo is increasing its use of

recycled and renewable materials in packaging

including bamboo, sugarcane, and sustainably

forested fiber. Lenovo's EMS objectives and targets

for packaging can be found in Section 8.0.

Lenovo can help advance a circular economy by

optimizing the use of its products and parts.

Improving the energy efficiency of its notebook

computers, desktop computers, servers, and

smartphones is Lenovo’s goal. To help customers

extend the life of their products, Lenovo offers

support and service offerings including repair

services. Lenovo offers enterprise customers second

life data center products through its Lenovo

Certified Refurbished (LCR) business.

While Lenovo continues to expand its use of CL PCC

from IT equipment, the circular return of IT products

into the recycling systems and supply chain is

essential. Lenovo offers consumers and commercial

customers product return programs to keep the

products and materials in circulation. Commercial

customers need reliable and secure solutions to

manage their technology at the end of life. Lenovo

Asset Recovery Services help customers maximize

value of IT and enterprise hardware. Lenovo also

offers consumer recycling programs in major

markets. Since 2008, Lenovo has enabled the

recycling and reuse of IT equipment and collects

recycling and reuse data annually from partners

globally. Lenovo's progress for recycling and reuse

of IT equipment can be found in Section 7.0.

Lenovo’s ESG KPIs include those that support a

circular economy. See Section 8.0 for more

information.

Biodiversity

While biodiversity has not been identified as a

material topic in its materiality assessment for the

FY 2025/26 reporting period, Lenovo continues to

acknowledge the topic is an increasing priority

among its stakeholders in recent years. Lenovo

recognizes the biodiversity crisis and that business

activities are a major driver of both climate change

and nature loss. Lenovo further recognizes that

while climate change is contributing to the

biodiversity crisis, urgent actions are needed beyond

emissions reductions to halt nature loss.

Considering this, Lenovo has been monitoring the

development of science-based targets for nature

while assessing its own data and resource needs in

this area. Lenovo has conducted an initial, internal

review of the footprint of its direct operations

(manufacturing, R&D, and large office locations)

against Key Biodiversity Areas, but anticipates its

largest biodiversity impacts are within its upstream

value chain where additional traceability is needed.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Design

Use

Return

Circular

economy

Lenovo Environmental Social Governance Report — page 36

4.0

Social

Labor practices

Health and safety

Employment and talent management

practices

Global philanthropy and community

engagement

Global inclusion

Lenovo Environmental Social Governance Report — page 37

Lenovo Environmental Social Governance Report — page 38

Labor practices

Lenovo's Human Rights Policy communicates the

organization’s respect for human rights and how it

extends those rights to employees and others

directly or indirectly employed in its supply chain. As

a signatory of the UNGC, Lenovo upholds and

supports the protection of internationally

proclaimed human rights. Lenovo does not permit

and takes every action to prevent the use of child

labor, forced labor or coercion, including physical

punishment, in any of its operations. Lenovo

commits to the following practices outlined in its

Human Rights Policy:

•

Conduct business in accordance with the

United Nations Declaration of Human Rights

and the principles of the UNGC, and extend

those requirements to all suppliers doing

business with Lenovo.

•

Operate in compliance with relevant laws,

regulations, and ethical standards in each

jurisdiction where Lenovo conducts business.

•

Perform due diligence across the value chain to

identify risks and prevent human rights

violations.

•

Provide access to grievance mechanisms,

investigate allegations, and escalate known

cases of human rights abuse to senior

leadership for swift corrective action and

resolution.

•

Integrate training and accountability for

respecting human rights across the business

and the supply chain.

•

Engage internal and external stakeholders to

address common challenges and advance

human rights practices through continuous

improvement.

All of Lenovo’s corporate strategies, practices,

guidelines, and supplier requirements must support

this commitment to human rights. In addition, as a

signatory of the UNGC, Lenovo upholds the human

rights, labor, and other principles of the UNGC -

including Principle 3 regarding freedom of

association. Lenovo upholds and supports fostering

a workplace culture characterized by mutual

respect, collaboration, and open communication.

Lenovo recognizes that effective social dialogue is

essential for nurturing a positive work environment

and promoting employee engagement.

Concerns about possible human rights violations

must be reported to Lenovo’s management and can

also be reported through Lenovo’s various reporting

channels, including, but not limited to, the Ethics and

Compliance Office, Human Resources, Internal Audit,

the Legal Department, or the LenovoLine (Lenovo’s

confidential reporting hotline). Lenovo takes all

allegations and concerns seriously. L

enovo’s

histleblowing and Investigations Poli

outlines

the process by which concerns can be raised,

reviewed, and investigated. Lenovo’s oversight

body, the Investigation Oversight Committee (IOC),

provides oversight to ensure concerns raised are

appropriately investigated and addressed. More

information is available in Lenovo’s

Human Rights

Policy

Lenovo is determined to ensure that the working

conditions at its locations and supplier locations are

safe, workers are treated with respect and dignity,

operations are environmentally sound and business

operations are conducted responsibly and ethically.

Lenovo aims to raise awareness by engaging with

the Responsible Business Alliance (RBA).

Assessments carried out on RBA member facilities

and their suppliers' facilities are completed by

independent, third-party firms specially trained in

social and environmental assessment and the

Validated Assessment Program (VAP) protocol.

Assessments also include a review of mechanisms,

controls, and processes in place to prevent child

labor and forced labor at each site that is assessed.

The auditors also review employee files and conduct

individual and group interviews. Refer to the Health

and safety section of this report for more

information on Lenovo's RBA VAP recognitions.

Labor practices are also evaluated as part of the

scope of two main business management systems:

Enterprise Risk Management (ERM) and the ESG

reporting materiality assessment. The detailed

processes may vary by market and are based on

local laws.

4.0 Social

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 39

Health and safety

Lenovo's manufacturing business model combines

joint-venture (JV) partnerships, Lenovo-owned

manufacturing, and original design manufacturer

(ODM) capacity. This hybrid model provides a

competitive advantage that allows Lenovo to bring

innovations to market faster while maintaining

control over product development, supply chain

operations, and ESG impacts. This model also

provides a means to tailor its global manufacturing

operations and products to regional markets.

Lenovo adheres to international standards for

workplace safety through its Occupational Health

and Safety (OHS) Management System*. Lenovo's

global manufacturing sites are ISO 9001:2015

(Quality), ISO 14001:2015 (Environmental), and ISO

45001:2018 (OHS) certified by accredited third

parties. As required by these internationally

accepted standards, the management of objectives

and targets at each certified site continually fosters

a safe and healthy work environment for employees.

The OHS Management System is also evaluated in

the scope of Lenovo’s global risk registration

process as part of its Enterprise Risk Management

(ERM) program. The ERM program is designed to

enable effective and efficient identification, and

management’s visibility into critical enterprise risks,

including health and safety. Through a process of

planning, education, controls, performance

evaluation, and continuous improvement, health and

safety programs are assimilated throughout

Lenovo's global manufacturing footprint.

The OHS management system involves a hierarchy

of responsibilities. Each role has specific duties and

reporting lines to ensure that the organization

maintains a safe working environment for all

employees. Each manufacturing site reports

applicable OHS data to the Lenovo Manufacturing

and Engineering (LME) OHS Center of Excellence

(COE) on a monthly basis. See Section 7.0 of this

report for OHS data.

* The OHS Management System applies to Lenovo

Manufacturing and Engineering (LME) manufacturing sites.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Export Product

BOMs from

PLM System

Suppliers

Link Lenovo and

Supplier parts in

Environmental

Compliance Analysis

System

Hazard

Identiﬁcation

& Risk Assessment

Objectives

Management

Prevention &

Control

Awareness &

Communication

Emergency

Preparedness

Performance

Evaluation

Incident

Investigation &

Corrective Action

CHECK

ACTION

Leadership and

Worker Participation

MANAGEMENT

SYSTEM

OHS-MS

ISO 45001

RBA Code of

Conduct

Lenovo Environmental Social Governance Report — page 40

Compliance management

Lenovo has an established process with assigned

responsibilities for identifying and evaluating

compliance with national, provincial, and local OHS

legal and other requirements. Each manufacturing

site must research and establish an inventory of

applicable OHS legal and other requirements, which

must be updated regularly. Compliance with these

requirements is regularly evaluated and mitigation

action is carried out when necessary. These

applicable requirements are considered as Lenovo

establishes, implements, maintains, and continually

improves its OHS management system.

Applicable OHS legal and other requirements are

categorized in accordance with how these

requirements impact actual operations and functions

performed at Lenovo. These operations and

functions have been broken down into different

categories, which include but are not limited to:

workplace safety, hazard chemical safety, electrical

safety, fire safety, process safety and risk

assessment, health services, and emergency

response.

Hazard identification and risk assessment

One of the characteristics of the OHS management

system is risk-based thinking. Hazard identification

and risk assessment are always important inputs for

operational controls and prevention of work-related

injuries and ill health. Lenovo has implemented a

comprehensive hazard identification and risk

assessment program that assesses the activities and

projects throughout its operations. The program

offers a comprehensive procedure for identifying

health and safety hazards, assessing their impact on

employees and the sites, recommending corrective

actions, tracking required responses, and

communicating the resolution of challenges. This

strategy is one method employed to safeguard the

health and safety of employees by identifying

precautionary measures that prevent work-related

injuries.

In FY 2025/26, Lenovo undertook various initiatives,

such as an annual hazard identification and risk

assessment, new equipment risk assessment, and

more.

Health and safety awareness, and

communication

Lenovo fosters a culture that values health and

safety. Employee participation is essential to the

success of health and safety management. The

employee and/or contractor health and safety

awareness programs include, but are not limited to:

•

New employee orientation: A presentation or

video that covers topics such as health and

safety legal requirements, workplace hazards,

emergency procedures, and employees’ health

and safety obligations. Additionally, new

employees may participate in safety training

sessions per local requirements.

•

Topic-specific training: Topics such as health

and safety awareness, emergency response,

electrical safety, chemical handling, machine

guarding, breast cancer awareness, mental

health, stress and emotion management, dental

health, and more.

•

Promotion activities: Activities including Safety

Month, ESG Month, Health Week, newsletters,

safety talks and more.

Workshop stretching exercise competition at

manufacturing site in Wuhan, China in December 2025

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 41

Prevention and control

Lenovo’s health and safety program prioritizes

prevention, incorporating health and safety-related

standards at the earliest stage of a facility

development or at the earliest stage of any changes

that can result in risks. In FY 2024/25, consistent

with the concept of ‘Prevention Through Design’, an

ergonomics guideline was formulated to provide

manufacturing sites with practical guidance for the

design or upgrading of manual workstations,

identification of ergonomics-related hazards, and

improvement options, thereby preventing

discomfort and injuries associated with work

activities.

In FY 2025/26, a comprehensive "Safety

Guideline for Lithium-ion Battery Storage and Use"

was developed. This guideline delivers a structured

safety management system to Lenovo

manufacturing sites, proactively mitigating risks

associated with Li-ion batteries to prevent incidents

and ensure the safety of personnel and facilities.

Furthermore, a series of prevention and control

measures have been implemented in response to the

spread of Chikungunya fever. A Chikungunya Fever

Prevention Guideline for employees has been issued.

Additional measures include mosquito elimination,

stagnant water clearance, and monitoring of

employees with fever at manufacturing sites located

in cities with evident transmission trend. These

efforts facilitated timely identification and detection

of suspected cases, effectively preventing and

controlling the spread of the epidemic.

Performance evaluation

Management assesses the performance of its

manufacturing sites to ensure health and safety

objectives are being met. These evaluations consist

of:

•

Conducting monthly assessments of health and

safety KPI performance to ensure the sites are

on track, correct any identified deviations, and

help meet the targets as needed;

•

Organizing a monthly global manufacturing

ESG meeting to share updates on

manufacturing site performance, best practices,

and lessons learned;

•

Conducting quarterly LME ESG Committee

reviews;

•

Conducting internal audits of manufacturing

sites, including site self-assessments; and

•

Organizing periodic management reviews for

each manufacturing site.

Incident investigation and corrective action

Lenovo strives to maintain a workplace that is

accident and injury-free. When a work-related injury

incident occurs, departmental managers and the

OHS team immediately launch an investigation into

the incident to identify the root cause. Corrective

action plans are then formulated, and

implementations are tracked until closure.

Additionally, the OHS team engages in a ‘Lessons

Learned’ process that includes sharing information

and analyzing data with other manufacturing

locations, and holding lessons learned meetings to

increase awareness and prevent repeated incidents.

Emergency preparedness

Lenovo recognizes the importance of developing

and implementing an emergency plan that protects

people involved in its manufacturing processes and

ensures that employees are familiar with its

emergency response procedure. Each site has

designed an emergency plan that specifies the

appropriate response to unexpected events,

minimizes related risks, and ensures the safety of

employees. This process is further supplemented by

providing skills that include first aid and

cardiopulmonary resuscitation (CPR) training. To

further enhance preparedness, several

manufacturing sites have applied digital applications

to enhance emergency response efficiency and

emergency management.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Prevention-first

strategy

Prevention &

precaution culture

Prevention through

Design

Operational

Controls

Change

management

Lenovo Environmental Social Governance Report — page 42

Certification and audits

Lenovo is determined to ensure that the working

conditions at all its manufacturing sites are safe,

workers are treated with respect and dignity,

operations are environmentally sound, and business

operations are conducted responsibly and ethically.

In support of this commitment, Lenovo has

implemented programs and practices to ensure that

its manufacturing sites comply with the RBA Code

of Conduct.

Additionally, Lenovo continues to work to achieve

and maintain RBA Validated Assessment Program

(VAP) and Factory of Choice (FoC) recognitions at

its manufacturing sites as it aims to demonstrate

social and environmental leadership. Lenovo also

conducts internal audits, ISO certification audits, and

third-party requested audits.

During the RBA VAP assessments, independent

auditors assess the sites’ labor, health and safety,

environment, ethics, and supply chain management

practices in addition to other ESG-related topics.

The RBA FoC designation is intended to recognize

manufacturing sites that fully commit to the RBA

Code of Conduct and demonstrate leadership

through impact and transparency. To enter the FoC

program, manufacturing sites must complete an

evidence-based application that is reviewed by RBA

staff to ensure the program’s criteria are met.

Recognitions

In August 2025, Lenovo’s manufacturing site in

Wuhan, China, was designated as a Psychosomatic

Health Demonstration Enterprise by Wuhan Mental

Health Center under the Ministry of Science and

Technology's 2030 Initiative, in recognition of its

outstanding performance in promoting employees'

mental health.

In November 2025, Lenovo’s manufacturing site in

Tianjin, China, was recognized as a Health Promotion

Enterprise by the Health Commission of Binhai New

District, Tianjin Municipality, acknowledging its

efforts in employee occupational health

management, health culture, and physical and

mental well-being.

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Lenovo Environmental Social Governance Report — page 43

Employment and talent

management practices

Lenovo strives to attract the best talent, and

develop, retain, reward, and engage its employees

through its employment and talent management

practices while ensuring compliance with relevant

laws and regulations.

Attract

Recruitment

Lenovo’s recruitment practices are updated annually

and shared internally on Lenovo’s Human Resources

(HR) Knowledge Base. They support Lenovo's vision

to deliver smarter technology for all. Lenovo’s

recruitment objectives are to develop strategies that

support business needs and comply with applicable

hiring laws and regulations (including Office of

Federal Contract Compliance Programs (OFCCP),

Equal Employment Opportunity Commission

(EEOC), Pay Transparency, General Data Protection

Regulation (GDPR), and Privacy Laws) while

attracting the best talent from around the globe.

Lenovo’s Talent Acquisition (TA) organization

manages the end-to-end recruiting process. This

includes collaborating with Human Resources

Business Partners (HRBPs) and managers to

understand hiring needs while applying best

practices to ensure the recruiting process is fair and

consistent for all candidates.

Lenovo is focused on finding and hiring the best

talent from around the world to support Lenovo’s

growth and success. Some key elements of its

recruiting strategy include:

Building an inclusive talent pool through good

faith efforts and sourcing qualified candidates

from a broad range of backgrounds and

experiences;

Leveraging recruiting technology including the

Career Site, Applicant Tracking System (ATS),

talent communities, Candidate Relationship

Management tool (CRM), referral system, and

Internal Career Portal;

Sharing the Lenovo Story and employer value

proposition with internal and external

candidates;

Promoting employee referrals via internal

engagement and monetary rewards for hired

candidates;

Annual recruiting for global markets through

live and virtual outreach, conferences, and

university visits to source and fill full-time and

intern roles;

Leveraging skills-based job descriptions and

screening to attract and recruit talent and

conduct soft and technical skills evaluations

through video interviews and assessments;

Building strong relationships with Lenovo’s

external audience, vendors, and internal

customers while keeping exceptional customer

experience in mind. Lenovo surveys candidates

and managers on their experience and ties

these to the team’s KPIs.

Overall, Lenovo’s recruiting strategy revolves around

finding and hiring the best innovative talent from

around the world, leveraging technology,

encouraging employee referrals, focusing on campus

recruiting, utilizing a dedicated sourcing team,

applying skills-based hiring, and building excellent

relationships with candidates to ensure a good fit for

Lenovo’s culture and values. Lenovo’s goals are to

hire for an expanding research and innovation

function, continue to grow its solutions and services

employee base, attract executives with new skills,

and aspire for 20 percent of external hires filled

through campus and early-career hires.

Lenovo’s recruitment process guides the candidate’s

journey through all touchpoints, including employer

brand recognition, sourcing activities, job postings

via the careers site and various external vendor job

listing sites, and communication throughout the

application, interview, and offer process. Lenovo’s

recruiters also source candidates using social media,

employee referrals, and other creative methods. As a

Global TA organization, some of the recruitment

practices that the team manages include:

•

End-to-end hiring for interns, early-career,

professional, and executive positions for all

business units globally;

•

Job board management across various

platforms such as Lenovo’s careers website and

other third-party platforms and job portals;

•

Expansion of university programs to build

Lenovo’s future workforce;

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Lenovo Environmental Social Governance Report — page 44

•

Attendance at national conventions and

conferences to build a competitive pipeline of

candidates;

•

Lenovo Employer Value Proposition and

Employer Branding designed to attract and

retain talent by collaborating with cross-

functional teams to create and distribute

customized content; and

•

Partnerships with organizations or vendors in

support of individuals with disabilities

(Disability:IN).

Internships are a vital source for prospective

candidates. In FY 2025/26, Lenovo hired interns

around the globe, providing meaningful learning

experiences, mentor programs, innovation projects,

and a view into a Global Fortune 500 technology

company. Lenovo's intern program operates on a

hybrid model, including virtual and on-site work

opportunities to accommodate both business and

intern needs.

Lenovo partners with universities worldwide to

attract competitive early career talent. Intern

programs aim to recruit technology enthusiasts and

STEM students from high school through doctoral

degrees, helping attract qualified talent while

building pipelines for potential hiring needs.

Lenovo’s talent team partners with its community

engagement team to provide internships at the high

school level and for underserved and

underrepresented populations.

Lenovo is dedicated to growing and developing its

workforce in support of its long-term innovation and

transformation journey. It offers programs that

include rotations across various business groups,

early career leadership development, technical

ladder programs, skills development, and technical

certifications. Lenovo is dedicated to fostering

inclusion in its global workplaces and understands

the importance of creating and maintaining an

environment where all can succeed.

Develop

Performance management and development

As the world continues to change at a rapid pace, so

has the way Lenovo works. Employees are seeking

more career development focus and opportunities

and more frequent feedback to grow and learn.

Lenovo uses an integrated performance

management and development process –

Succeed@Lenovo – to enable every employee to

grow and succeed.

At the beginning of the fiscal year, every employee

kicks off their Succeed@Lenovo journey by setting

up their Key Performance Indicators (KPIs) and

Individual Development Plan (IDP), and having a

conversation to align with their manager.

Throughout the year, employees are empowered to

use development resources, actively seek feedback

from others, and receive continuous coaching from

managers. Managers assess employees' performance

during two formal check points at mid-year and

year-end through formal conversations on progress,

challenges, opportunities, and next steps.

In the age of AI and rapid business transformation, it

is crucial to align employee goals and development

with Lenovo's business objectives. Lenovo will

continue driving more focus on development, more

frequent conversation and feedback, and

differentiated rewards and recognition in

Succeed@Lenovo, enabling employees to achieve

their own growth and success together with the

company.

Training and development

Lenovo recognizes that many of the skills people

have today will change significantly over the next

five years. Lenovo is committed to upskilling and

reskilling its employees to ensure they are ready for

the future. To meet the requirements of changing

demands, including AI and digital transformation,

Lenovo includes AI simulations within leadership

development programs and provides a personalized

learning plan for employees.

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Lenovo's 70-20-10 approach to employee

development recognizes that employees learn

through three distinct types of experiences:

•

Learn on the Job (70%): training and

assignments;

•

Learn from Others (20%): Developmental

coaching, reverse coaching, and mentoring

relationships; and

•

Formal training (10%).

To support "Learning on the Job", Lenovo’s

employees complete an annual Individual

Development Plan (IDP) and Key Performance

Indicator (KPIs). This process not only defines

performance targets and individual development

goals, but allows employees to build a development

plan based on their current performance goals as

well as their skills, interests, career interests,

strengths, and growth opportunities. Lenovo's

managers are encouraged to give regular feedback

on KPIs and IDPs throughout the year, in addition to

the formal mid– and end-of-year sessions.

Examples of this 70-20-10 model include:

•

Lenovo Gigs allows employees to match their

current skills with short-term project

opportunities to build their cross-team

collaboration, further improve their skills, and

showcase their talent.

•

Rotational programs including Global Future

Leaders+ (GFL+), Global Supply Chain (GSC)

rotational program, and Lenovo Accelerated

Sales Rotation (LASR) expose cohorts of talent

to multiple roles, tasks, and leaders during a

specific timeframe to accelerate employee

development.

•

FeedForward is a reverse-coaching program

that allows Lenovo's early career talents to

connect and communicate their ideas with

senior executives. This program enables

relationship-building needed to drive

engagement that leads to future innovative

solutions.

Lenovo has a comprehensive leadership and

management development blueprint to provide

support for managers during their leadership

progression by offering specific learning

experiences. The company has specific programs for

first time managers, mid-career, executive level,

senior vice presidents and above. In addition to

leadership and management programs, Lenovo also

offers additional skill development for change

management, matrix management, and coaching.

All courses are delivered globally both in-person and

virtually and are carefully designed around Lenovo’s

leadership priorities and skills that support the

company’s mission, vision, and culture.

Lenovo complies with strict regulatory and statutory

requirements globally and ensures all employees are

annually completing the required training that

includes but is not limited to: Lenovo’s Code of

Conduct, Anti-Harassment, Security Essentials,

Privacy Basics, Anti-Bribery, and Whistleblowing.

See Section 7.0 of this report for related training

data.

Grow@Lenovo continues to be a strategic resource

for employee upskilling and engagement. As of the

start of FY 2025/26, over 129,000 technical and

professional training assets were available, enabling

employees to consume training that can enhance

their knowledge and skills. Training assets include e-

books, audio books, video courses, assessments,

certification preparation courses, and virtual and

instructor-led trainings.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

10%

Formal training

20%

Learn from

Others

70%

Learn on

the Job

Lenovo Environmental Social Governance Report — page 46

Promotion

Among various mechanisms, Lenovo promotes its

employees to demonstrate that it values growth and

development. At Lenovo, a promotion is defined as

an increase in job responsibility and complexity that

results in the movement to a higher salary range. It is

implemented based on the needs of the business

and workforce planning, and workforce planning

considerations, as well as the line manager’s

assessment of the employee’s readiness. Promotions

should be based on the role first and then individual

readiness. When considering whether a role should

have a band increase, the business evaluates a

number of aspects including whether the role has

grown in scope, the skills and knowledge required,

the level of complexity, and the nature of its impact.

If it is determined that the role warrants a

promotion, the business then considers an

individual’s readiness based on several factors,

including past performance, potential for further

growth, time in band, career aspirations, and

advocacy of Lenovo culture. Lenovo strives to

support its employees in growing and developing

their careers while following its internal policies and

ensuring compliance with applicable laws and

regulations.

Retain and reward

Compensation and benefits

Lenovo's compensation philosophy is to pay for

performance, balance short-term and long-term

focuses, remain competitive in the market, and

promote flexibility within One Lenovo. In line with

this philosophy, Lenovo is committed to designing

and implementing competitive compensation and

benefits programs that balance internal equity with

external market competitiveness and are aimed at

attracting, motivating, and retaining talent. These

programs incorporate a balanced mix of base pay,

short-term and long-term incentive plans, and

benefits. Lenovo’s approach is rooted in compliance

with all applicable laws and regulations (including

local statutory requirements) and in respect for

applicable labor relations agreements. For example,

Lenovo complies with labor and employment laws

such as the Equal Pay Act of 1963, the Civil Rights

Act of 1964, the Age Discrimination in Employment

Act of 1967, Title I of the Americans with Disabilities

Act of 1990, the Fair Labor Standards Act in the US;

the EU Pay Transparency Directive, and related

legislation and requirements in markets such as

Europe and Brazil.

In addition to legal compliance, Lenovo proactively

monitors market trends and industry practices,

swiftly adapting its compensation and benefit

strategies to remain highly competitive. To ensure

competitiveness, Lenovo heavily invests in industry-

leading market surveys and has a global team that

actively monitors trend changes. Lenovo’s

overarching compensation and benefits philosophy

centers on paying for performance and overall well-

being, with a belief that outstanding individual

contributions drive exceptional business outcomes.

All regular employees - including non-sales staff -

are eligible for incentives, commissions, and various

benefit programs.

Regular non-sales employees set Key Performance

Indicators (KPIs) at the beginning of the fiscal year,

with managers regularly reviewing and updating

objectives as needed. No less than once per year,

employees receive documented performance

feedback, performance ratings, and an individual

performance modifier (IPM) to support Lenovo’s

pay-for-performance culture. Non-sales employees

are aligned to one or more of Lenovo’s many

performance units which - along with performance

ratings and individual performance modifiers -

impact their incentive payout. Sales employees

operate under periodic quotas affecting commission

payments, with quotas adjusted as market

conditions dictate. Lenovo’s performance

management system allows for ongoing feedback,

empowering employees to provide input throughout

the year.

Lenovo prioritizes a supportive global working

environment, offering flexibility for employees to

balance their personal and professional lives. To

attract and retain top talent in the competitive

technology sector, Lenovo provides diverse benefits

aligning with strategic guidelines: competitive

positioning in local markets, alignment with business

and cultural strategies, and emphasis on wellness,

family support, and financial well-being.

Lenovo’s Total Rewards approach encompasses five

key elements: compensation, benefits, work-life

balance, performance and recognition, and

development and career opportunities. This holistic

approach is vital in attracting, motivating, and

retaining Lenovo’s most valuable resource: its

people.

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Globally, Lenovo offers flexible benefits tailored to

multiple markets, providing employees with choices

that suit their needs at various life stages. Options

vary by geography, including opportunities to

enhance insurance coverage or access lifestyle

benefits at discounted rates. In the US, Lenovo

provides voluntary wellness programs, administered

in compliance with federal rules, fostering employee

health and disease prevention.

Lenovo’s commitment to pay equity and

transparency

Lenovo is committed to pay equity as a fundamental

principle guiding its compensation practices.

Lenovo’s approach to fostering a fair and inclusive

workplace is grounded in compliance with

applicable legal and regulatory frameworks across

the jurisdictions in which it operates.

Lenovo prioritizes a transparent structured and

merit-based pay framework, ensuring that all

employees are compensated fairly and equitably for

their contributions based on the requirements,

responsibilities, and value of their roles, irrespective

of gender, race, age, disability, or any other

protected characteristic. Jobs are evaluated using

objective, gender-neutral criteria to support equal

pay for equal work and work of equal value.

Lenovo designs its compensation policies, job

evaluation methods, and pay-setting processes to be

consistent, traceable, and applied uniformly across

comparable roles and employee groups. To promote

transparency and accountability, Lenovo regularly

conducts pay equity analyses and reviews of its

compensation structures. These analyses support the

identification, assessment, and remediation of potential

pay disparities that cannot be objectively justified,

while respecting applicable data protection and

confidentiality requirements. This aligns with Lenovo’s

commitment to fairness and equality. Lenovo’s

dedication to pay equity forms an integral part of its

broader global mission of creating an inclusive

workplace where all employees feel valued and are

treated fairly, are provided with equal opportunities

throughout their employment lifecycle, and are

rewarded in a manner that reflects their role, individual

contributions, and experience. Lenovo also promotes

transparency by conducting regular training and

briefing sessions for both managers and employees on

its compensation policies and processes. These

initiatives, along with providing clear individual

compensation details, ensure that managers are

equipped to make effective, compliant pay decisions,

and that employees have a clear understanding of how

their compensation is determined.

See

Section 7.0

for related data.

Engage

Employee engagement – ‘Lenovo Listens’

The Lenovo Listens survey strengthens engagement

and retention by ensuring the employee voice is

heard and acted upon.

In 2025, Lenovo conducted a company-wide survey

with high participation. Employee engagement

remains very strong. The strongest items

contributing to this engagement include employees'

confidence in Lenovo's future, their sense of being

respected, opportunities for learning and growth,

the ability to complete work while maintaining well-

being, and understanding Lenovo's AI strategy.

Additionally, ESG-related items rank among the

highest scoring items. These include the company's

ethical conduct in business dealings, environmental

responsibility, genuine interest in the well-being of

communities in which the company does business,

equal and fair treatment of all employees, and being

treated with respect.

Engagement reports were delivered to managers.

This underscores the company's commitment to

having engagement conversations at all levels and

taking concrete actions that empower employees to

achieve business goals and grow their career at

Lenovo.

Lenovo’s ‘We Are Lenovo’ culture

Lenovo strives to cultivate a ‘We Are Lenovo’ culture

that engages its employees. Lenovo’s culture is at the

heart of every choice it makes for its employees and

customers. It is the way its employees work together as

one team, to drive success for Lenovo and its

customers. Lenovo’s culture enables its employees to

deliver its vision of ‘Smarter Technology for All’,

through products, services, solutions, and software that

help individuals, communities, businesses, and entire

populations achieve their goals. When employees

come to work, they step into an environment built on

respect for the people. Lenovo is exceedingly proud to

be a truly corporate citizen. Its globally diverse team of

people facilitate greater collaboration across borders,

so its employees are exposed to the best practices in

every market.

Championing the promise of “We do what we say.

We own what we do. We wow our customers”, the

‘We Are Lenovo’ culture is underpinned by these

culture values:

•

Serving Our Customers,

•

Innovation,

•

Entrepreneurship, and

•

Teamwork with Integrity and Trust.

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As Lenovo enters its fifth decade in the AI era, the

company is reigniting its entrepreneurship to build

hybrid AI and deliver a smarter future for all.

From concept to practice, Lenovo's culture values

and behaviors are incorporated into people and

corporate initiatives, from goal setting to incentive

models, and even as deeply as criteria impacting

organization and talent growth.

Lenovo established culture engagement initiatives to

help employees embrace the culture values in their

day-to-day work and believe that their behaviors are

critical to achieving Lenovo’s commitment to hybrid AI.

‘We Are Lenovo’ culture strives to be at the core of

what connects employees, making each individual

and the entire organization better. Lenovo believes

great ideas can come from anywhere, and it

appreciates the unique perspective and talent its

employees bring. As a way to showcase how its

employees live the culture values, Lenovo collects,

publishes, and promotes outstanding stories on its

culture story platform and through other mediums.

Stories are also available in multiple formats such as

in videos and through different channels, enabling

employees around the world to learn and be inspired

in accessible and engaging manners.

To align and collaborate on shared goals, Lenovo

provides a platform called The Big Bang Forum as

“the think tank of Lenovo”, for Lenovo’s leaders to

showcase its innovation and strategic plans for

products, services and solutions, high-tech, business

models, and more. Lenovo also offers ‘The

Innovation Series’, a platform for its thought leaders

and employees to share innovative ideas and

initiatives with opportunities for brainstorming and

learning about available training and innovation

tools. Dream Lab, Lenovo's internal innovation

accelerator, serves as the platform to foster

innovation and entrepreneurship culture, and drive

talent development and internal innovation building

through training and sharing sessions, idea

validation, and innovation incubation.

Lenovo is committed to cultivating an inclusive and

engaging environment built on respect for its

employees, empowering greater collaboration and

innovation worldwide. By championing the ‘We Are

Lenovo’ culture values through support across its

stakeholders, Lenovo aims for success for its

businesses, customers, and employees.

Global philanthropy and

community engagement

Investing in communities

Lenovo’s social investments are focused on reducing

inequalities, providing quality education to reduce

poverty, and clean water and sanitation. Lenovo has

a goal of committing a minimum of 0.5 percent of its

pretax income to global social investment programs

and initiatives. Lenovo's social investments are

executed through charitable corporate contributions

and its charitable entities: the Lenovo Foundation,

US 501(c)3, and the Lenovo Foundation Beijing

(non-profit registered in China).

The global philanthropy team has established giving

guidelines and compliance processes that are

localized for alignment across the diverse markets

where Lenovo conducts business.

Lenovo philanthropy governance

Corresponding with the launch of the Lenovo

Foundation in 2018, Lenovo's philanthropic initiatives

are governed by a global philanthropy board of

executives. The board works to represent

communities that Lenovo philanthropy serves while

advocating for programs and initiatives in their

geographic region. The board governs and advises

the operations of the Lenovo global philanthropy

team through regularly scheduled board meetings

each year and ongoing grant making oversight.

Social investment focus areas

In alignment to the UN Sustainable Development Goals,

Lenovo global philanthropy has key focus areas of

contributions: reduced inequalities, quality education,

poverty reduction, and clean water and sanitation.

Lenovo invests in these key focus areas through

strategic investments, employee volunteerism, and

humanitarian response, with the following outcomes :

•

Partnerships with charitable organizations,

educational institutions, and civic groups to

empower under-represented populations with

access to technology and STEM education.

•

Employee giving and volunteerism through

programs like Love on Month of Service,

employee matching gift benefit, and volunteer

incentives.

•

Aid and employee engagement in the wake of

natural and humanitarian disasters.

See Section 7.0 for social investment data.

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Lenovo Environmental Social Governance Report — page 49

Impact and measurement

The Lenovo global philanthropy team assesses and

reviews its programs and partnerships to measure its

charitable impact. The team has met its goals to

directly impact 15 million people and transform one

million lives by the end of FY 2025/26 (base year FY

2021/22). The team measured progress toward these

goals by aligning its measurement of positive impact

and transformation with the following definitions.

Impact

•

Direct impact (15 million lives by 2025):

Beneficiaries measured through person-to-

person contact as measured at volunteer

events, trainings, product loan programs, and

product donations provided without individual

ownership or 1:1 ratio (i.e., computer labs at

schools).

•

Indirect impact (not measured): Secondary

beneficiaries of volunteer events, trainings,

product loan programs, or product donations

provided without individual ownership or 1:1

user ratio (i.e., families benefiting from students’

increased tech literacy, parents not needing to

secure childcare while child is at a STEM

program).

Transformation

•

Transformative impact (1 million lives by 2025,

measured exclusively from impact):

Beneficiaries who received training or

education, advancement, or credentials that

provide transformative opportunities for quality

of living that they did not have access to

before.

Lenovo philanthropy conducts annual impact

surveys with its charitable partners to collect

partner-reported data that can be analyzed against

the team’s impact alignment. The team is proud to

have met and exceeded its targets, and is further

refining alignment for its second generation of

impact goals.

Global programs

Community partnerships

Lenovo has developed strategic community partners

in each of its business geographies. The community

partners are selected in alignment with Lenovo

Foundation’s mission to empower underrepresented

populations with access to STEM education and

technology. Lenovo also has disaster relief partners

established in key geographies. In addition to

partners focused on Lenovo's philanthropic missions

and disaster response at the business geography

level, Lenovo has selected global partners whose

impact reaches multiple business geographies.

Love on Month of Service

Since 2017, Lenovo's employees around the world

have organized an annual community service event.

With the leadership and organization of the global

philanthropy team and support from local business

leaders, employees in offices around the world are

invited to design a volunteer event aligned to the

Foundation’s mission to provide access to

technology and STEM education for those who need

it most. Projects are organized with local NGOs to

align to Lenovo's philanthropic mission while

meeting the needs of the communities where

Lenovo's employees live and work. The program’s

impact is measured by the key metrics of number of

volunteer instances, beneficiaries, hours volunteered,

and offices participating. Lenovo's Love on Global

Month of Service has grown by at least one metric

every year since it began.

AI for Social Impact

In FY 2025/26, aligned to Lenovo’s focus on

providing Smarter AI for All, Lenovo continued the

AI for Social Impact initiative. The initiative works to

connect non-profits with education and resources so

that they can harness AI to enhance their missions.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 50

Employee resource group grant round

To strengthen Lenovo’s social impact and employee

engagement, Lenovo's philanthropy program

empowered the leaders of its employee resource

groups and communities of practice by facilitating

partnerships with community organizations that are

aligned to their community segment. Since 2020,

the program has partnerships that empower diverse

communities and share Lenovo's smarter technology

for all vision around the world.

Humanitarian response

Lenovo philanthropy organizes measured responses

to natural and humanitarian disasters that occur

throughout the fiscal year. Lenovo leverages its own

funds and technology to respond to disasters and

engages employees in matching gift opportunities as

appropriate.

Lenovo’s corporate citizenship team conducts a

matrix-based assessment and organizes Lenovo’s

response in phases:

•

Preparedness: Lenovo has established strategic

partnerships globally including those with

American Red Cross (US-based disasters) and

Wine To Water (international disasters

impacting access to clean water) to ensure

these partners are able to serve communities

when disaster strikes.

•

Immediate response: Lenovo takes an

employee-first approach immediately after a

disaster to understand if and how employees

were impacted and engage the workforce in

response.

•

Additional response: Based on the disaster

impact matrix assessment and advice from

disaster response partners, Lenovo may

allocate additional funding to support critical

humanitarian needs in the wake of a disaster.

•

Recovery: When communities are recovering

from the disaster and assessing damage and

losses, Lenovo may work with communities and

established partners to replace lost technology

resources.

Love on platform for employee giving benefits

Launched in 2021, the Love on platform is Lenovo's

employee engagement tool, available to full-time

employees in Lenovo's Asia Pacific, Europe/Middle

East/Africa, Latin America, and North America

business geographies. The tool encourages

employees to give their time and resources,

supported by volunteer and matching gift benefits

from Lenovo.

•

Volunteer benefit: Lenovo's employees are

encouraged to volunteer eight hours per

quarter with causes and charities of their

choice. Employees can claim five dollars (or its

local currency equivalent) per volunteer hour in

the Love on platform, which can then be

donated to any cause on the platform that

meets Lenovo's giving guidelines.

•

Matching gift benefit: Employees can donate to

causes on the Love on platform that meet

Lenovo's Charitable Giving Guidelines and

receive a 100 percent match from Lenovo. The

Lenovo philanthropy team hosts annual giving

campaigns to encourage donations to

employees’ favorite causes, strategic

community partners, and in response to

humanitarian crises (see Humanitarian

response).

Community impact through sustainable water

access

Lenovo's commitment to sustainability,

communities, and disaster response is showcased

through its ongoing partnership with Wine To

Water, a non-profit organization that provides

access to clean drinking water and hygiene

education to communities around the world.

Lenovo’s Wine To Water partnership primarily

focuses on building infrastructure that provides

access to clean water for communities in need. The

partnership is also leveraged in the wake of natural

disaster and humanitarian response through the

deployment of water filters. By providing water

filters, Lenovo and Wine To Water not only support

community’s survival and mitigate water borne

illness after disasters, but also reduce waste that

would be created by use of bottled drinking water.

As part of the UN Global Compact’s Forward Faster

initiative, Lenovo’s partnership with Wine to Water

aims to bring access to safely managed water

services, and improved sanitation and/or hygiene

education to at least 25,000 people annually.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 51

Global inclusion

A message from our Chief Inclusion Officer

FY 2025/26 marks Lenovo’s 19

year of investing in workplace inclusion as a core part of our business and people

strategy. Nearly two decades of progress have strengthened the way our teams connect, collaborate, and

innovate across 180 markets. From achieving our first generation of representation aspirations to expanding

employee resource groups worldwide, we have built a culture rooted in respect and global inclusion. Our

expectation remains unchanged: working at Lenovo means practicing curiosity, listening, and cross

cultural

collaboration, and we see these as essential skills for navigating the AI era.

Since setting our second generations of representation aspirations in 2021, we’ve made meaningful progress and

have strengthened diverse representation and inclusion while expanding inclusive leadership development. These

accomplishments reflect the dedication of teams worldwide who believe deeply in our mission. At the same time,

we must acknowledge where we fell short: we did not meet our gender inclusion aspiration for women

executives, reaching 25% against our aspiration of 27%. Falling short of our aim reinforces our commitment to

data

driven action, strengthened talent pathways, and more intentional development opportunities for leaders

across our business.

Looking ahead, we are taking a more holistic approach to inclusion by examining the entire employee experience.

This means looking beyond representation and focusing on how all employees experience equity, growth,

wellbeing, and connection throughout their journey at Lenovo. By understanding the full fabric of our workforce,

we can ensure inclusion is embedded in daily interactions, team dynamics, and leadership behaviors.

Disability inclusion also remains a key priority. Our Inclusive Product Design Office continues to embed

accessibility into the earliest stages of product creation, helping to ensure our technologies work for people of all

abilities. Recognition from Disability:IN across Brazil, the United Kingdom and the United States underscores our

commitment to elevating accessibility in both our workplace and our product portfolio. We’ve also made

meaningful progress in our approach to gender inclusion in AI development through our engagement with Cercle

InterL’s gender-fair AI initiatives, which we’ve taken part in at a global level since 2020.

Our employee resource groups (ERGs) and communities of practice (COPs) are some of the strongest

expressions of our inclusive culture. These groups create spaces where employees connect, learn from one

another, and share experiences across identities and interests. They continue to bridge community and

innovation, providing feedback that informs product development, customer insight, and global inclusion

practices.

Finally, inclusion at Lenovo extends beyond our workplaces and into the

communities we support. Through the Lenovo Foundation and our

philanthropic partnerships, we expand access to technology, education, and

opportunity — a vital expression of who we are and the future we aim to build.

As Chief Inclusion Officer, I remain focused on creating an environment where

every employee feels a sense of belonging and psychological safety, because

our success with AI — and as a company — depends on it. Innovation thrives

when people are empowered to speak up, challenge assumptions, and

contribute their full perspective and ideas. Inclusion remains central to

Lenovo’s vision of delivering Smarter Technology for All.

[signature]

Calvin J. Crosslin

Vice President, Chief Inclusion Officer and President, Lenovo Foundation

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

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Global Inclusion Board

Since 2018, Lenovo's inclusion initiatives have been

overseen by a board of Lenovo Executive Council

members. The Global Inclusion Board is comprised

of senior leaders from across Lenovo's business units

and geographies, inclusive of Lenovo's Chief

Inclusion Officer, Calvin Crosslin. The Global

Inclusion Board serves as counsel to Lenovo's

inclusion strategy and helps to drive accountability

across organization with the vision of leading

intelligent transformation by celebrating the

strength of a globally diverse workforce and building

an inclusive culture where everyone can thrive.

Through quarterly meetings and ongoing

communications, the Global Inclusion Board has

adopted a four-pillar strategy designed to foster

greater inclusion, which aims to:

Build inclusive leadership behaviors;

Foster inclusive systems;

Ensure accountability;

Tell Lenovo's unique inclusion story.

Inclusive culture

Assembling a workforce that achieves its full

potential through an inclusive culture is fundamental

to Lenovo's competitive success. A key element in

Lenovo's workforce diversity programs is the

commitment to equal employment opportunity and

to prohibit discrimination, harassment, and similar

inappropriate behavior in the workplace. Lenovo's

policy and Code of Conduct commit to providing a

work environment free of discrimination and

harassment based on race, color, gender, religion,

age, nationality, social or ethnic origin, sexual

orientation, sex (including intersex), gender identity

or expression, marital status, pregnancy, disability,

or veteran status. Lenovo policy prohibits

management from making employment decisions

based on such characteristics and any other

characteristic protected by applicable law. These

business activities and the design and administration

of Lenovo's benefit plans must comply with all

applicable laws. For qualified employees with

disabilities, Lenovo will make reasonable

accommodations needed for effective job

performance in a manner that complies with

applicable laws.

As a global company, inclusion has been

fundamental to Lenovo's history and is among its

greatest strengths. Its global team of people and

locations enables collaboration and sharing across

borders and encourages Lenovo to adopt the best

practices in the markets it serves. Lenovo is bringing

awareness about inclusion to all its leaders and

employees in a variety of ways, including Global

Anti-Harassment training to ensure a workplace free

of harassment.

An inclusive business model starts at the top.

Lenovo's leaders throughout the world hold a deep

commitment to these values that fuel long-term

growth. Lenovo believes that a global workforce

should reflect the global customers that it serves,

and this begins with leadership that represents the

various cultures and ethnicities where it does

business.

Workplace aspirations

In 2021, Lenovo set five

year aspirations to

strengthen executive representation. As this timeline

concludes, Lenovo is refining its approach by

continuing to prioritize increased women’s executive

representation while shifting toward qualitative,

system

level improvements that support sustainable

progress. Throughout this period, progress was

measured against goals to elevate women’s

executive representation globally and expand

representation of culturally diverse leaders in the US.

Although not every aspiration was reached,

representation of women executives increased from

18 percent in 2018 to 25 percent in 2025—reflecting

meaningful, long

term advancement.

Looking ahead, Lenovo is concentrating on

strengthening the systems, processes, and talent

pathways that enable equitable advancement. This

includes assessing the factors across the talent

pipeline, hiring practices, and retention systems that

influence outcomes, and ensuring that leadership

opportunities continue to be awarded to the

strongest candidates across all backgrounds.

Lenovo remains committed to fostering an inclusive

workplace where all employees can grow and

succeed, and to building a leadership team that

reflects the diversity of its global customer base.

Additional workforce demographic information is

included in Section 7.0.

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Committing to inclusion

Lenovo has taken a step forward in advocacy for

women by endorsing the United Nations’ Women’s

Empowerment Principles (WEPs). These principles

offer guidance for businesses to promote gender

equality and women’s empowerment in the

workplace, marketplace, and community. While

Lenovo works toward gender equity, it understands

that reducing bias and increasing gender equality is

an effort that will require its total commitment.

Lenovo is proud to join its fellow signatories and UN

Global Compact (UNGC) members in this initiative.

In May 2022, Lenovo also signed the Declaration of

Amsterdam, confirming its commitment to fostering

an inclusive workplace for its LGBTIQ+ employees.

Developed by Workplace Pride in 2011, the

Declaration of Amsterdam was created to make

meaningful progress for LGBTIQ+ people worldwide

and eliminate the discrimination, harassment, and

discomfort these employees may face in the

workplace. In FY 2025/26, Lenovo once again

received Ambassador status in the annual

Workplace Pride Global Benchmark, a

comprehensive assessment of international

employers’ LGBTIQ+ policies and practices and in FY

2025/26, Lenovo was included on the Corporate

Equality Index for the eighth year in a row, receiving

a score of 95 out of 100. Lenovo is committed to

fostering an inclusive workplace for its global

LGBTIQ+ employees.

Embedding inclusion in a global workforce

Lenovo is proud to support its dynamic network of

global employee resource groups (ERGs) and

communities of practice (COPs) around the world

that foster a sense of inclusion and belonging in its

workforce. The groups are led by employee

volunteers and sponsored by executives who are

allies or personally identify with the community that

the group supports. Whether it is a group regarding

gender, generations, LBGTIQ+, race/ethnicity,

abilities or allyship, global employees are creating

community with each other. All Lenovo ERGs and

COPs are open to every employee.

Employees actively participating in ERGs/COPs

emerge as leaders in Lenovo's inclusion efforts. Their

impactful contributions encompass a diverse range

of programs, such as professional development,

mentoring, community outreach, and recruiting.

Notably, Lenovo's ERGs/COPs play a pivotal role in

supporting the Inclusive Product Design Office

(IPDO) through valuable assistance in product

testing.

As the intersectionality within Lenovo's workforce

continues to grow, the collaboration among ERGs/

COPs has proven to be exceptionally effective.

These groups amplify each other's events and foster

a culture of allyship, creating a dynamic and

inclusive environment within the company.

While ERGs/COPs foster inclusion and

understanding for diverse communities in certain

markets, Lenovo's Global Inclusion team has created

strategies to increase inclusive behaviors amongst

all employees.

•

CARE Model for Inclusive Behaviors: The

training model defines and encourages four

behaviors to foster inclusion in the workplace:

communicating across differences, acting in

allyship, recognizing and mitigating bias, and

ensuring psychological safety.

•

Disability Advantage Initiative: This strategic

initiative aims to cultivate a culture of disability

inclusion by fostering awareness, providing

resources, and encouraging innovation. The

Global Inclusion team employed the

International Labour Organization (ILO) Global

Disability Self-Assessment in countries with

large employee populations to identify areas for

improvement. To drive this initiative forward, a

global HR task force, including the real estate

team, has been established to take the lead in

activities related to training, outreach,

communications, and facility improvements.

The overarching goal is to revolutionize

Lenovo's culture, making it more inclusive

through integrative accessibility for the benefit

of all.

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Innovating for inclusion

Lenovo’s Inclusive Product Design Office (IPDO)

To advance its mission of ensuring that development

teams design and test products with accessibility

and inclusion in mind, the IPDO focuses on long-

term capability building and culture change across

Lenovo. Central to this effort is an inclusive design

training course offered to employees, paired with

Lenovo's Ambassador Program spanning globally.

Together, these efforts provide both foundational

learning and ongoing, role-based reinforcement,

empowering employees across business units to

serve as sustained champions of inclusive design

and accessibility. This model enables a small,

centralized team to drive a scalable, decentralized

culture of inclusive product development.

This focus on continuous training and culture change

is designed to translate inclusive design principles

into everyday product decisions. That emphasis on

early, scalable inclusion also guides how IPDO

partners with product teams to address accessibility.

For example, through collaborating on the Lenovo

Performance Tuner, the IPDO identified

opportunities to enhance announcements, focus

behavior, dynamic notifications, and keyboard

support—thus strengthening the product’s overall

accessibility foundation. Rather than treating these

as isolated enhancements, the IPDO worked with

teams to apply a consistent accessibility architecture

across the application. The result was more

predictable, efficient navigation, reduced cognitive

load, and improved usability for a broad range of

users. Together, these outcomes reflect the IPDO’s

process-first model—using continuous training,

shared accountability, and embedded guidance to

align product development with WCAG 2.2 and

platform accessibility guidelines.

Since becoming a member of the Valuable 500 in

2020, Lenovo continues to partner with disability

rights advocates to ensure its products and solutions

are inclusive and accessible. The Valuable 500 is a

global business collective of 500 CEOs who have

pledged to work together to drive systemic change.

As a Disability:IN corporate partner dedicated to

promoting disability inclusion and equality, Lenovo

understands the value of harnessing disability as a

strength. Lenovo's achievement of a perfect score

on the Disability Equality Index (DEI) underscores its

commitment to these principles, earning the

distinction of being among the "Best Places to Work

for Disability Inclusion" in the Brazil, UK, and US.

Digital inclusion

Motorola and Lenovo Foundation are committed to

inclusion and smarter technology for all and

continue to support endangered languages in the

interface of its smartphones.

In FY 2024/25, with support from Lenovo

Foundation, Motorola jointly collaborated with

UNESCO to publish a white paper detailing

Motorola’s Indigenous Languages Digitization

process with the aim to strengthen global focus on

digital inclusion.

In addition to Nheengatu (Amazon region),

Kaingang (south/southeast of Brazil), Cherokee

(North America), Kuvi, Kangri (India), Maori (New

Zealand), and Ladin (Italy), in FY 2025/26, Motorola

and Lenovo Foundation announced a keyboard with

multiple layouts for Zapotec, an endangered

language spoken in Oaxaca, Mexico, providing an

opportunity for users to type in their language with

a dedicated keyboard. Through community

workshops with native speakers, the character

mapping and keyboard design were conceptualized

and developed from inception, respecting the

linguistic needs and structures of each Zapotec

variety. This initiative brought written forms of

Zapotec to mobile devices, marking a turning point

in the language’s revitalization. View

here

for more

details.

In FY 2025/26, Motorola and Lenovo Foundation’s

Digital Inclusion Initiative was awarded the Gold

Halo Award for Best Diversity, Equity, Inclusion, and

Belonging Initiative by Engage for Good.

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Lenovo Environmental Social Governance Report — page 55

Lenovo Environmental Social Governance Report — page 56

5.0

Governance

ESG governance

Business practices

Product quality management

Innovation

Governance highlight

Lenovo Environmental Social Governance Report — page 57

ESG governance

A statement on oversight and management of Environmental, Social and Governance

The oversight of Environmental, Social, and Governance (ESG) programs, and the approach and strategy of the

Group towards the management of ESG matters was set out in a statement issued by the Board of Directors (the

“Board”) of the Company. Details of which are set out below:

ESG governance structure

Board oversight

The Board has the highest level of oversight for ESG

matters and reporting and manages this

responsibility with support from various committees

and the management of the Group. The Board’s

oversight of the Group’s ESG matters and processes

includes support and evaluation of the Group’s

management of and response to key ESG-related

risks and opportunities including those related to

climate change as applicable, in the context of

strategy, decisions on major transactions, potential

associated trade-offs, risk management policies, and

long-term value-creation across its business

operations.

ESG-related topics are included in the agenda items

of the Board and Board Committee meetings

throughout the financial year and ESG is a standing

agenda item at least twice annually. Board members

are regularly briefed on and have discussions about

critical ESG risk areas, opportunities, key ESG

practices, and the latest ESG regulatory, disclosure,

and reporting requirements. Board meeting

discussion topics include but are not limited to the

reporting principles adopted by Lenovo, the Group’s

ESG Key Performance Indicators (KPIs), and topics

related to climate change such as climate strategy

and progress towards its climate change mitigation

goals. Following the concentrated discussions on

aforementioned ESG matters including long-term

risks and opportunities that impact the Group’s

stakeholders and the business, the Board provides

oversight on ESG matters and makes decisions as

appropriate. The Board approves certain ESG-

related matters, the ESG Report and other ESG-

related disclosures in the Company’s annual report.

5.0 Governance

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Shareholders and other stakeholders

Board of Directors

Company

Secretary

Audit

Committee

Compensation

Committee

Nomination and

Governance

Committee

Chief Executive

Officer

Risk

Management

and Internal

Control

CEO

Advisory

Council

Lenovo

Executive

Committee

Senior

Management

ESG

Executive

Oversight

Committee

Risk

Management

and Internal

Control

Internal

Audit

Lenovo Environmental Social Governance Report — page 58

ESG oversight is supported through the Nomination

and Governance Committee, which develops and

reviews the corporate policies and practices

regarding governance and compliance with legal

and regulatory requirements. The Audit Committee

has a complementary role in the effective

management of risks and safeguarding the Group’s

resources, through oversight of the Internal Audit

and Enterprise Risk Management (ERM) systems,

both of which support overall ESG risk management

practices. The Board, with support from the Audit

Committee, has an annual review of the adequacy of

resources, staff qualifications and experience,

training programs, and budget related to the

Group’s ESG performance and reporting. The Chief

Legal & Corporate Responsibility Officer provides

executive leadership for the Group’s ESG position

and ensures regular reports are made to the Lenovo

Executive Committee (LEC), and the Board and its

Committees to facilitate the Board's annual review

of ESG matters for compliance with relevant

regulatory requirements. The LEC consists of senior

management who have delegated authority

established by the Chief Executive Officer to

manage operational performance, including strategic

decisions.

In addition, the ESG Executive Oversight Committee

(EOC), chaired by the Chief Legal & Corporate

Responsibility Officer, provides strategic direction

and facilitates the coordination of ESG efforts across

the Group, including proposing recommendations

for the effective management of ESG risks and

programs. The ESG EOC is comprised of senior

management from across the business and

functional areas who have an understanding of the

impact of ESG-related risks on Lenovo's business

operation model. The ESG EOC, addresses and

monitors such risks as appropriate and ensures ESG

matters are considered as part of the business-

decision making process. The ESG EOC is also

chartered to promote a culture that encourages

strong ESG performance, including compliance and

leadership activities.

The ESG EOC is responsible for:

•

Monitoring emerging ESG trends, impacts, and

opportunities;

•

Representing the voice of the customer in ESG

strategy decisions;

•

Recommending ESG initiatives, investments,

and disclosures to management and the Board;

•

Ensuring the Group’s ESG strategy

appropriately addresses risks and obligations;

•

Evaluating ESG programs and investments for

effectiveness;

•

Supporting ESG disclosure and messaging

initiatives;

•

Acting as executive champions for the Group’s

ESG culture and values.

The Board is aware of the importance of an effective

Board, including continuous improvement of its own

collective performance in the leadership of the

Group; promoting the Group's success in certain

areas; and improving its ESG performance via

addressing climate-related risks and opportunities

and the oversight of ESG matters. To enhance the

effectiveness and improvement of the performance

of the Board and its Committees, a formal Board

evaluation led by the Nomination and Governance

Committee is conducted biennially or as agreed by

the Board members with active participation of all

the Board members.

It is important for Directors to keep abreast with the

latest regulatory and ESG development and refresh

their knowledge and skills in such areas through

continuous professional development. As part of the

Board’s continuous professional development

program, Directors from time to time receive

training on ESG matters including anti-corruption,

climate, water, ESG risks and opportunities, and

other relevant topics in the form of presentations

from ESG professionals. In addition to ESG training,

Directors also receive regular newsletters discussing

material ESG issues such as topics discussed by ESG

EOC and the ESG developments of the Group.

Directors are also updated on a continuing basis by

the Company Secretary on ESG news or regulatory

updates as released by the Hong Kong Stock

Exchange and other professional organizations. This

facilitates Board members’ understanding of the

latest compliance requirements, the Group’s ESG

practices, supports the continuous development of

ESG competencies within the Board’s skills matrix,

and increases awareness of ESG impacts on the

Group’s operations.

ESG management approach

In addition to the responsibilities listed above, the

Board, through management process, delegates

authority to the ESG EOC for the following ESG

oversight activities:

•

Overseeing the assessment of the Group’s

environmental and social impacts, including the

Group's annual materiality assessment process;

•

Ensuring alignment of the Group’s ESG

programs with regulatory requirements and

investor expectations;

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Lenovo Environmental Social Governance Report — page 59

•

Understanding the risks of ESG issues on the

Group’s operating model and ensuring

appropriate and well-followed actions are taken

to address the risks; and

•

Ensuring that ESG considerations are part of

business decision-making processes.

As part of the Group’s ESG program, a materiality

assessment is conducted annually involving internal

and external stakeholders to identify ESG-related

risks and opportunities and their impacts on the

business and stakeholders. The results are reviewed

and approved by the ESG EOC and included in the

ESG Report that is reviewed and approved by the

Board. This assessment guides the objectives for the

Group’s ESG programs, including goals and targets,

informing the business strategy, targeting

communications, and the disclosures in the ESG

Report.

The Group recognizes that risk management is the

responsibility of everyone within the organization,

and that risk is best managed when business

functions take responsibility and are accountable for

them. Rather than being a separate and standalone

process, risk management is therefore incorporated

as part of the Group’s annual strategic planning

process across all major functions.

The Group’s official ERM process details various

business risks that include environmental, social, and

governance risk categories. Annually, the Group

requires each business unit to identify risks, assess

their impacts on executing its strategy, and develop

risk mitigation plans. The results of this assessment

ensure that effective risk management and internal

control systems are in place.

ESG-related information is periodically audited using

an internal control framework as part of a broader

corporate risk assessment that incorporates audit

processes to provide independent and objective

assurance that the Company’s ESG disclosures,

statements, and metrics are accurate and aligned

with the Group’s risk management approach. The

Group has been following a long-standing integrated

approach for internal control which is consistent

with the Committee of Sponsoring Organizations of

the Treadway Commission (COSO) internal control

framework. This internal control framework is

overseen by the Audit Committee.

The Company’s ESG disclosures, statements, and

metrics are managed by a dedicated team that is

focused on monitoring the effectiveness of the ESG

initiatives and reporting the organization’s progress

against the goals and targets.

Review of progress and relevance to the

business

The ESG EOC conducts regular meetings to assess

the progress of the Group’s ESG initiatives, including

those addressing climate change and net-zero

targets, their relevance to stakeholder expectations

and the Group’s long-term business strategy, and

the direction of and investment in ESG programs.

The Group sets targets to address its material

impacts through a variety of related processes,

including the Group's ISO 14001:2015

(environmental), ISO 50001:2018 (energy

management), ISO 45001:2018 (occupational health

and safety), and ISO 9001:2015 (quality)

management systems. In addition, relevant teams

and departments within the Group including

Strategy, Human Resources, and others may set KPIs

related to their own impacts which may be

integrated into the corporate ESG KPIs as

appropriate. The Group’s corporate ESG KPIs are

developed with approval from the ESG EOC and

supported by the LEC and the Board.

The ESG practices and related goals and targets,

KPIs and progress are periodically reviewed by the

Board and are aligned with credible industry and

science-based standards, and ESG reporting

frameworks. The Group's progress is disclosed in the

ESG Report that is reviewed and approved by the

Board.

ESG performance metrics and climate-related

considerations are factored into certain executive

officer’s remuneration policies where KPIs are tied to

variable compensation or may result in non-

monetary incentive such as recognition including

employee awards.

The Board acknowledges that the corporate ESG

landscape is evolving, and that the effective

governance of ESG matters is fundamental to a

company’s ESG accountability. As the Group

regularly evaluates the ESG risks and opportunities

faced by the industry and the potential impacts on

the Group’s business continuity plan, the Board

strives to strengthen the oversight of ESG programs

and practices that will help to build a more resilient

future for all.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 60

Ethics and integrity

Ethics and integrity serve as the foundation of all

Lenovo business practices. Results from Lenovo's

‘Lenovo Listens’ survey in FY 2025/26 highlight one

of Lenovo's greatest strengths: ethical business

practices. Specifically, 97 percent of Lenovo’s

workforce believes that Lenovo is ethical in all its

business dealings. Lenovo recognizes its success

hinges on its steadfast commitment to these values.

This commitment is reinforced among the workforce

through Lenovo's core values, which emphasize the

significance of “Teamwork with Integrity and Trust,”

one of Lenovo's four fundamental cultural tenets.

Lenovo's

Ethics and Compliance Office

(ECO) was

established to foster a culture that is committed to

implementing these values. The ECO works in

partnership with stakeholders across the globe to

promote legal and ethical operations. The ECO

actively raises awareness about the importance of

ethical and compliant business practices to Lenovo

and serves a critical role in providing employees

with the information, resources, and training they

need to make informed ethical decisions.

The ECO also oversees Lenovo's

Code of Conduct

(Code), which establishes clear expectations for

employee compliance with its policies related to

lawful and ethical business conduct. The Code

reflects Lenovo's culture of trust and integrity, holds

employees accountable for their behavior, and helps

employees determine when and where to seek

advice. The Code, policies, and related awareness

and training materials are provided electronically

and through periodic communications. Specifically,

Lenovo’s new hires are required to take Code

training. In order to successfully complete the

training, all employees are required to provide

attestation of their adherence to the Code and

Lenovo policies. The Code training covers various

topics, including, conflicts of interest, insider trading,

anti-bribery and corruption, anti-competitive

practices and fair competition, anti-money

laundering, and international trade compliance. See

Section 7.0 for related data.

The ECO is supported by the following committees:

Board Committees

•

The Audit Committee is annually briefed by the

ECO on matters including the adequacy of

resources for ESG reporting

•

The Nomination and Governance Committee

oversees the corporate policies and practices

about governance and compliance with legal

and regulatory requirements

Other Committees

•

The Executive Ethics Committee provides

executive-level oversight and guidance to the

ECO

•

The Investigation Oversight Committee works

closely with the ECO to oversee Lenovo's

internal investigation process and speak up

initiatives

•

The Regional Ethics and Compliance Committee

provides the ECO with global support,

perspective, and insight

Business practices

Lenovo’s Code mandates compliance with

applicable laws in markets where it conducts

business. Its policies strongly support ethical and

responsible business practices, which include areas

such as anti-bribery and corruption, data privacy,

anti-competitive practices and fair competition,

trade compliance, intellectual property and more.

Anti-bribery and corruption

Lenovo has zero tolerance for bribery and

corruption. Lenovo complies with the anti-bribery

and corruption laws in every jurisdiction where it

conducts business. Lenovo's

Global Anti-Bribery and

Corruption Policy

along with Lenovo's Global Gift,

Entertainment, Corporate Hospitality, and Travel

Policy reinforce provisions in the Code and provide

additional guidance regarding compliance with

global anti-bribery and corruption rules and laws.

The policies stress that Lenovo will not directly or

indirectly solicit, offer, promise, authorize, provide,

or accept anything of value to any person, including

government officials, to influence action, inaction, or

to secure an improper advantage as defined by

applicable laws.

To support employees in understanding these

requirements, Lenovo provides comprehensive

training on anti-bribery and corruption. In FY

2025/26, this training was provided to all computer-

based employees. Lenovo also provides Code

training to new employees, which includes anti-

bribery and corruption topics. The Board of

Directors and Senior Leadership Team are provided

a facilitator-led training session on anti-bribery and

corruption.

Bribery and corruption risks are also evaluated as

part of Lenovo's Enterprise Risk Management

Program risk assessment on an annual basis to

ensure Lenovo's internal controls effectively address

and mitigate bribery and corruption risk to the

enterprise.

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Lenovo Environmental Social Governance Report — page 61

As Lenovo holds all employees to the highest ethical

standards and requires compliance with applicable

anti-bribery and corruption laws and regulations, it

extends this obligation to its business partners.

Lenovo's business partners are expected to adhere

to the same standards of integrity that Lenovo

demands of itself. All business partners are subject

to comply with Lenovo's Partner Code of Conduct

and Lenovo's Global Anti-Bribery and Corruption

Policy, which includes the requirement to conduct

anti-bribery and corruption due diligence on any

business partner identified as presenting elevated

bribery and corruption risks to the organization.

Lenovo actively monitors these business partners to

address any potential areas of concern or inquiries

regarding bribery and corruption.

Anti-competitive practices and fair competition

Lenovo competes for business ethically and lawfully.

The Code and policy on anti-competitive practices

and fair competition set out fundamental principles

to serve as guidelines for employees in complying

with the competition laws in every jurisdiction where

Lenovo operates. In particular, employees are strictly

prohibited from engaging in anti-competitive

practices, including entering into an agreement or

discussion that would result in price-fixing,

limitations on the availability of goods or services on

the market, or agreements to boycott a customer or

supplier.

Lenovo continues to communicate requirements of

global antitrust and anti-competition laws and

regulations to the workforce on a periodic basis.

Global trade compliance

Lenovo is fully committed to complying with all

applicable global trade laws and regulations in the

markets where it conducts business. This includes

adherence to customs and import regulations,

export controls, economic sanctions, and anti-

boycott regulations as mandated by relevant

authorities in each jurisdiction.

All employees are expected to uphold Lenovo’s

Code and Global Trade Compliance Policy, which

define the requirements for maintaining compliance

with these laws and regulations. Lenovo also

requires its business partners to comply with

applicable global trade laws and regulations

pursuant to its Partner Code of Conduct.

Additionally, Lenovo is Customs-Trade Partnership

Against Terrorism (CTPAT) certified and a member

of the CTPAT Trade Compliance program,

demonstrating Lenovo’s commitment to supply

chain security and regulatory compliance.

Intellectual property

Intellectual property is a valuable asset for Lenovo.

Lenovo expects its employees to protect its

intellectual property and respect the intellectual

property rights of other companies and individuals.

Intellectual property rights include patents,

copyrights, trademarks, confidential information, and

related contract rights.

Lenovo secures its own intellectual property using

these and other applicable forms of legal protection.

Therefore, Lenovo’s employees must each sign and

abide by their agreement with Lenovo regarding

confidential information and intellectual property.

Lenovo also expects its employees to contribute to

Lenovo’s innovation leadership. To this end,

Lenovo’s employees should submit their inventions

and ideas to Lenovo’s patent review board for

prompt review and protection with the support of

the Intellectual Property Law Department.

Lenovo respects the intellectual property rights of

other companies and individuals, including their

proprietary materials, confidential information,

software, patents, trademarks, or trade secrets.

Employees should work with Lenovo’s counsel in the

Legal Department as appropriate to ensure all

necessary rights and licenses are obtained before

utilizing any non-Lenovo proprietary materials.

Privacy and data protection

Lenovo maintains a Global Privacy and Data

Protection Program, which leads the organization’s

commitment to responsibly using and protecting

customer, consumer, employee, and partner

identifiable information. The Lenovo Global Privacy

and Data Protection Program develops and

maintains policies, processes, training, and other

mechanisms and resources to ensure that Lenovo

complies with global privacy and related data

protection laws and regulations. These policies and

Lenovo’s commitments in this area are

communicated to all employees via the Lenovo

Privacy Basics course which new employees are

required to take within 30 days of their employment

with Lenovo, and on a recurring basis thereafter. It is

the individual and collective responsibility of

Lenovo’s employees and contractors to act in

accordance with the requirements of Lenovo’s

privacy and security policies and standards and to

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Lenovo Environmental Social Governance Report — page 62

report privacy and security incidents or

vulnerabilities in a timely manner. The Lenovo Global

Privacy and Data Protection Program, Chief Security

Office, Chief Infrastructure Security Office, and

Lenovo’s product security teams maintain incident

reporting mechanisms and work together to

investigate, mitigate, and prevent privacy and

security incidents that could impact Lenovo, its

customers, users, or employees.

Individuals may learn more about Lenovo’s product

and website privacy practices by visiting

https://

www.lenovo.com/us/en/privacy/

. The Lenovo

Privacy and Data Protection Program may be

reached at

privacy@lenovo.com

(or

privacy@motorola.com

Lenovo recognizes the great importance of privacy

to individuals everywhere – customers, website

visitors, product users, employees – everyone. The

responsible use and protection of personal and other

information under Lenovo’s care is a core company

value. To ensure adherence to its privacy policies,

principles, and processes, Lenovo maintains a global

Privacy and Data Protection Program led by the

Legal Department. The Privacy & Data Protection

Program reports its progress regularly to Lenovo’s

Chief Legal & Corporate Responsibility Officer and

Chief Security Officer. In addition, the Privacy & Data

Protection Program coordinates a cross-functional

Privacy Working Group (PWG) comprised of key

partners drawn from Infrastructure Security, Product

Security, Product Development, Marketing, E-

Commerce, Service and Repair, Human Resources,

and other groups. The PWG meets several times per

year and discusses Lenovo’s privacy policies,

processes, legal developments, industry

developments, and more. Key elements of Lenovo’s

approach to ensuring meaningful privacy and data

protection include:

•

Monitoring global privacy and data protection

legal developments and regulatory trends, and

improving Lenovo’s privacy practices and

processes;

•

Harmonizing global privacy and data protection

requirements into an organization-wide set of

Lenovo Guiding Privacy Principles that drive

how Lenovo handles personal information and

certain other types of data, including

developing and updating its privacy policies

and procedures;

•

Providing contractual support to ensure that

risks associated with supplier and partner

agreements include appropriate privacy and

security terms; including assistance to the

Lenovo Legal Center of Excellence (COE) in its

efforts to update contract templates, and

improve privacy and security-focused contract

addenda;

•

Providing early input to product and service

development teams by incorporating privacy

checkpoints into formal product development

plans, including privacy impact assessments,

and conducting pre-launch privacy compliance

reviews of products, software, services,

websites, marketing programs, internal systems,

and supplier relationships;

•

Responding to requests from individuals to

review, correct, amend and/or delete their

personal information;

•

Coordinating Lenovo’s response to law

enforcement and other government requests

for applicable personal and user information;

•

Developing and delivering privacy and data

protection-focused training programs and

working closely with the Chief Security Office

(CSO), Corporate Infrastructure Security Office

(CISO), and product security teams to timely

identify and respond to privacy and data

protection incidents;

•

Maintaining an internal Privacy Program portal

and other resources for employees to provide

guidance, documents, contract templates,

compliance checklists, and additional privacy

and data protection resources for Lenovo; and

•

Requiring all computer-based employees

globally to complete the Lenovo’s Privacy

Basics and Security Essentials courses.

Ethical management of responsible Artificial

Intelligence

Lenovo embraces Artificial Intelligence (“AI”) across

its product lines, from client to edge to cloud and

network. Throughout the computing ecosystem,

breakthroughs in AI technologies and capabilities

mark a major leap forward and serve as catalysts

and accelerators to boost human capability and

organizational productivity.

Lenovo is making large investments in people and

resources for AI that will focus on providing AI

devices, AI-ready and AI-optimized computing

infrastructure, and embedded AI capabilities in

intelligent solutions to accelerate productivity and

provide new, revolutionary experiences to Lenovo’s

customers.

In FY 2023/24, Lenovo announced its vision of

“Smarter AI for All” and is focused on unleashing the

power of AI to drive intelligent transformation in

every aspect of people’s lives and in every industry –

providing technology, solutions, and services that

empower industries, enterprises, and individuals

around the world. With this ability to empower and

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Lenovo Environmental Social Governance Report — page 63

influence positive change, arises a profound duty to

develop, deploy, and use AI responsibly.

Lenovo has formally adopted a corporate policy on

AI and reinforces its commitment to responsible AI

by upholding the following principles and guidelines:

Lenovo will not use AI in ways that harm people

or put them or their rights at risk.

•

Lenovo prohibits AI systems that deploy

subliminal or manipulative techniques,

exploit a person’s vulnerabilities, classify

people based on their social behavior,

socio-economic status, or sensitive

personal information, and more.

•

AI systems that pose a risk to a person’s

health, safety, and civil rights will be

carefully evaluated and implemented with

additional risk mitigation.

Lenovo develops and deploys its AI to be fair,

transparent, explainable, and efficient.

•

Lenovo encourages responsible

stewardship of trustworthy AI systems in

pursuit of beneficial outcomes for

individuals whose data is processed by an

AI system user, society, and the

environment.

•

Lenovo's Responsible AI pillars will serve

as the basis for evaluating AI systems

throughout the company, including

diversity and inclusion, accountability,

reliability, explainability, transparency,

environmental, and social impact.

Lenovo will ensure that there is proper human

oversight throughout the lifecycle of an AI

system.

•

Lenovo firmly believes in the indispensable

role of human oversight in the

development and use of AI. It recognizes

that AI systems, while powerful and

transformative, remain tools to be used in

support of human endeavor and must be

guided by human judgment and ethical

considerations.

•

Lenovo establishes mechanisms for human

intervention to ensure proper oversight,

validity of AI outcomes, detection of

potential biases, and human intervention

when necessary to detect and rectify

biases, errors, or unintended

consequences.

•

Through proper human oversight, Lenovo

strives to instill trust, accountability, and

fairness in our AI systems, empowering us

to make informed decisions that benefit its

customers, users, employees, and society

as a whole.

Lenovo will protect people’s privacy at all

stages of the AI Lifecycle.

•

AI systems will collect and retain data from

individuals only where there is a legitimate

purpose, and then only to the minimum

extent needed to fulfill that purpose.

•

AI systems will be designed to help users

comply with privacy requirements,

including providing to subjects the

reasonable ability to review, correct,

amend, or delete their personal data

processed by an AI system.

Lenovo’s AI will be developed and used with

robust security protections.

•

Technical robustness and safety require

that AI systems preemptively address risks

including, but not limited to, the

unpredictability of AI performance and

cybersecurity.

•

Lenovo will establish standards to be used

in the review, development, and operation

of AI systems to ensure they are safe and

reliable.

Lenovo designs and operates its AI to respect

and protect its own and others’ confidential

information and intellectual property.

•

Intellectual property concerns arise at all

phases of AI development and use,

including data selection and acquisition,

model training and development, and

operations and output.

•

Lenovo will own or have permission to use

all data it uses to train or operate AI

systems and ensure that its AI systems are

not given inappropriate information or

prompts including:

(1)

third-party information in Lenovo’s

control not authorized for such use,

(2)

Lenovo’s confidential or restricted

information, if the AI system is not

approved for such use,

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(3)

personal information of Lenovo

employees, customers, or others who

have not explicitly consented to such

use, or

(4)

prompts or directions that would tend

to create problematic, biased, or

infringing results.

Lenovo’s AI will be developed and used in strict

compliance with applicable laws and

regulations.

•

Lenovo is dedicated to the highest

standards of legal compliance in all of our

worldwide operations and complies with

applicable laws and regulations in the

jurisdictions where we conduct business.

•

As a result of the enactment of China’s

regulations concerning AI, Lenovo

established a comprehensive compliance

committee consisting of various internal

stakeholders to ensure Lenovo is following

regulatory compliance requirements and

industry-leading best practices.

•

Globally, Lenovo continues to monitor the

AI regulatory environment and is

unwavering in its commitment to

developing, deploying, and utilizing AI in

accordance with regulatory standards and

industry-leading best practices.

In addition to these principles, Lenovo is further

solidifying its dedication to responsible AI by

expanding its external presence through

partnerships with esteemed organizations dedicated

to promoting responsible AI practices. Lenovo

joined the European Commission's AI Pact, the

UNESCO AI Business Council, the ITU AI Skills

Coalition, and the Government of Canada's

Voluntary Code of Conduct on AI to highlight its

steadfast commitment to responsible AI innovation

and deployment of trustworthy AI systems aligned

with global safety and ethical standards. Lenovo

collaborates with institutions and governments to

exchange experiences and share best practices to

build ethical and responsible artificial intelligence.

Lenovo is also the co-founder of the Human-Centric

Intelligence Development and Governance Initiative

in China, an initiative focusing on prioritizing human

needs, values, and social impact in the development

of AI systems. Additionally, since 2021, Lenovo has

been a signatory of the Cercle InterL Women & AI

Charter for accountable and gender-fair AI systems.

Lenovo recognizes that the realization of its vision of

“Smarter AI for All” hinges upon its steadfast

adherence to principles that guarantee the

responsible, ethical, and safe development,

deployment, and utilization of AI. The principles

outlined above not only underpin Lenovo’s vision,

but also form the cornerstone of Lenovo’s mission to

provide “Smarter Technology for All.”

Reporting ethical concerns

Lenovo is committed to fostering a speak up culture,

where employees, contractors, and business

partners are empowered to speak up on anything

that appears unethical, illegal, or suspicious. Lenovo

has established clear processes and various

reporting channels to raise questions or report

concerns.

Employees are encouraged to raise concerns to their

managers, Human Resources, the ECO, Internal

Audit, or the Legal Department about any potential

issues including, but not limited to, those known

about or suspected:

•

Fraud by or against Lenovo

•

Bribery or corruption

•

Unethical business conduct

•

Violation of legal or regulatory requirements

•

Substantial and specific danger to health and

safety

•

Violation of Lenovo’s corporate policies and

guidelines, particularly the Code of Conduct

Lenovo also provides formal, confidential ways to

report concerns, ask questions, or request guidance

in person, by email, or through the LenovoLine, a

confidential reporting system that is accessible 24

hours a day, seven days a week by secure website,

mobile app or by telephone. Additionally, employees

may report concerns about business practices

anonymously.

Lenovo takes all allegations and concerns seriously.

Lenovo maintains a Whistleblowing and

Investigations Policy outlining the process by which

concerns can be raised, are reviewed and are

investigated. Lenovo also has an oversight body, the

Investigation Oversight Committee (IOC), to ensure

concerns raised are appropriately investigated and

addressed. See Section 7.0 of this report for related

data.

Lenovo actively issues training and periodic

communications to provide employees with

information on Lenovo’s internal investigations

process and to encourage them to speak up without

the fear of retaliation. Lenovo prohibits retaliation

for reports made in good faith. In FY 2025/26,

training on Lenovo's Corporate Policy on

Whistleblowing and Investigations was provided

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Lenovo Environmental Social Governance Report — page 65

with Lenovo's Anti-Bribery and Corruption training.

Additional communications include detailed

information about the LenovoLine, quarterly

notifications from the IOC with summaries of notable

investigations with no identifying details, computer

screen lock messaging, posters, and more.

Additionally, Lenovo's whistleblowing and hotline

provider, Whispli, offers an enhanced platform to

facilitate the reporting of concerns. Key features of

the platform include the ability to submit reports via

a mobile application (available on iOS and Android),

real-time translation into the reporter’s local

language for seamless communication with

investigators, and a secure chat box feature. The

secure chat box functionality enables anonymous

reporters to engage in ongoing communication with

Lenovo’s investigators without compromising their

anonymity.

Complaints

Lenovo is dedicated to reviewing and responding to

all customer feedback, including product or service-

related complaints. It has a robust process for

managing customer complaints. Practices include a

review and approval process for all product or

service-related complaints with checkpoints to

ensure adherence to the process.

Complaint channels

Customers can raise dissatisfaction or complaints

through a diverse range of channels that includes,

but is not limited to phone calls, chat, email, social

media, an internal escalation tool when shared with a

Lenovo employee, and the Lenovo Support Page.

Complaint process

Complaints are collected by various internal systems

and centralized on Microsoft Dynamics Customer

Relationship Management (CRM). The dedicated

Customer Care team will manage the case end-to-

end and engage with the customer to find a

resolution to their complaint. The Customer Care

team will:

•

Investigate the background of the complaint to

better understand the customer’s experience;

•

Identify potential solutions for the customer

and communicate with the customer to reach

agreement on a solution; and

•

Implement the agreed-upon solution.

Based on the solution criteria, the Customer Care

Case Manager may:

•

Explain Lenovo’s warranty policy;

•

Repair the product if it is not working per the

machine specifications;

•

Replace the product if the repair does not

resolve the problem; and

•

Refund the customer.

Once the case is escalated to the Customer Care

team, the global average time for resolution and

agreement with the customer is usually 48 hours.

To maintain a consistent process and continuously

identify improvements to the policies, by the end of

the case management, Customer Care team will

launch a survey to customers looking to understand:

•

Likelihood of recommending Lenovo to others

in the future;

•

Overall satisfaction with the service provided;

•

Level of customer effort while doing business

with Lenovo;

•

Resolution satisfaction; and

•

Resolution time.

Enterprise feedback management

The Customer Care team executes a closed-loop

process with customers and internal stakeholders to

improve Lenovo's processes and policies. The

process includes the use of generative AI tools and

manual validation to compile and categorize the

reasons for escalation and customer feedback and

sharing the findings and recommendations with the

services delivery teams. The opportunities identified

and the actions for continuous improvement are

shared with the company executives on a quarterly

basis.

The Customer Care team also evaluates survey

responses and areas to improve while managing

critical and dissatisfied customers. Those areas

include (but are not limited to):

•

Timeliness of response

•

Friendliness

•

Knowledge of Lenovo's processes and policies

•

Overall satisfaction

•

Satisfaction resolution

This closed-loop process is defined by business

geographies and internal stakeholders, and may vary

in the markets where Lenovo operates.

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Product quality management

Lenovo delivers superior quality products and is committed to ensuring that its products are safe throughout

their life cycle. Product Life Cycle Assessment (LCA) principles are incorporated to ensure that every stage of the

product’s life is taken into consideration, including development, manufacturing, transportation, installation, use,

service, and recycling. This approach ensures the continual delivery of design improvements into current and

future products.

Lenovo's Quality Management System (QMS), including its Quality Policy and related business processes, support

Lenovo's fulfillment of customer expectations, legal and regulatory responsibilities, and the requirements of ISO

9001:2015 standard. Lenovo’s new-hire training includes an introduction to the QMS, and all employees are

expected to support the continual improvement as an integral part of its quality management system. To

maintain the highest level of product quality, Lenovo employs an active, closed-loop process whereby feedback

mechanisms provide a timely resolution to customer issues. Lenovo conducts root cause analyses for product

issues and collaborates with the appropriate teams, including manufacturing, product development, and testing

teams to prevent recurring issues with current or future products.

Cross-organizational quality assurance

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Quality

Policy

Standards and

Compliance

Business Management System

1. Quality Rollcalls

2. Weekly Quality Reviews

3. Monthly Business Unit Reviews

4. Geo/Service Interlocks

5. Senior Leadership Team Reviews

Overall Quality KPIs

• Customer Satisfaction

• Manufacturing Performance

• Warranty Repair Performance

• Critical Situations

ISO 9001

Global Supply Chai

Metrics

• First Pass Yield

• Out of Box Metrics

• Repair Actions

• On-time Delivery

Service and Support

Metrics

• Repair Actions and

Call Volume

• Resolution Effectiveness

• Resolution Cycle Time

• Overall Satisfaction

Product Quality

Metrics

• Warranty Repair Performance

• Critical Situation Management

• Customer Sentiment

Business Units

Metrics

• Product Quality — Failure Rates

• Product Life Cycle Management

• Time to Market, Time to Volume

Lenovo Environmental Social Governance Report — page 67

Lenovo’s active closed-loop process incorporates

various feedback mechanisms that enable

opportunities for enhancing product quality and

reliability. When product issues are discovered, Lenovo

performs a root cause analysis and feeds the results

back into manufacturing, development, and test

organizations ensuring that similar issues do not arise

with current or future products. These feedback

mechanisms provide quick resolution of customer

issues.

Because Lenovo’s products fail less often and have a

longer lifespan, fewer resources are required for their

upkeep and end-of-life management. Lenovo’s

comprehensive product development process includes

prototype development, product testing, and focus

groups that represent the diverse needs of global

customers. For example, Lenovo proactively elicits

input on design and product features from customers

and partners. Prototypes are extensively evaluated, and

final products undergo rigorous testing to ensure they

meet stringent standards specific to their application

and use before they are cleared for shipment.

Lenovo’s business unit executives are responsible for

establishing objectives and measuring results to drive

continual improvement in quality and customer

satisfaction. Lenovo’s IDG Technical Evaluation Center

provides information and recommendations,

collaborates with engineering through a lessons

learned feedback loop and refines its processes to

eliminate recurring problems. As a result, its product

repair action rates are among the lowest in the

industry.

Lenovo provides high-quality products that are safe to

operate throughout their lifecycle. Its QMS framework

is designed to support this commitment. Its products

meet, and in many cases exceed applicable legal

requirements as well as voluntary safety and

ergonomics practices to which it subscribes wherever

its products are marketed and sold. Lenovo’s product

safety priorities are described below.

In very rare instances, Lenovo may recall a product due

to safety or health reasons. Under these circumstances,

Lenovo strictly follows the corporate guidelines and

engages with the appropriate government regulatory

agencies to provide customers with a remedy for the

recalled product. Every product recall is a unique

situation, but are evaluated and managed by Lenovo

using a common framework. First, data collection and

analysis are performed, followed by the creation of an

Issue Management Team. Next, the applicable

government agencies are engaged, followed by public

notification of any action. Finally, the recall remedy is

managed, tracked, and reported back to the

government agencies.

In FY 2025/26, Lenovo did not issue any product

recalls. Additional information related to recalls from

previous years can be viewed at

www.lenovo.com/

recalls

Lenovo applies all compulsory environmental and

regulatory labels, marks, and statements to its

products for all markets where its products are

marketed and sold. Lenovo also utilizes internal

standards and processes to ensure the correct,

country-specific and region information is applied

prior to its products being sold. Employees engaged

in advertising activities, like all of Lenovo’s

employees, are governed by Lenovo’s Code of

Conduct.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Select suppliers who demonstrate

similar commitments to safety

Investigate product safety incidents and

take prompt remedial actions to protect

customers and employees

Foster employee involvement and

provide appropriate resources to

develop and implement successful

product safety initiatives

Comply with applicable legal requirements

and voluntary safety and ergonomics

practices to which Lenovo subscribes

Continually improve product

safety processes

Provide customers with labeling,

instructions, and other information

to safely use Lenovo products

Report on safety initiatives and

incidents to senior executives

Lenovo’s

Product

Safety

Priorities

Lenovo Environmental Social Governance Report — page 68

Innovation

Innovating for greater manufacturing

sustainability

In FY 2025/26, Lenovo's Monterrey, Mexico

manufacturing site was added to the WEF's Global

Lighthouse Network. The Global Lighthouse Network

comprises 201 facilities that demonstrate leadership

and integration of fourth industrial revolution

technologies (4IR), Lenovo's Hefei site was

recognized by The Global Lighthouse Network in

2023. Monterrey is one of Lenovo's most advanced

smart manufacturing sites in the world.

In FY 2025/26, Lenovo continued to use an ESG

management system called Lenovo ESG Navigator

that helps monitor key ESG metrics in

manufacturing.

Innovating for the circular economy

Lenovo's vision to deliver 'Smarter Technology for

All' extends to its practices that include Smarter

Circular Design, Smarter Circular Use, and Smarter

Circular Return activities. In a circular economy,

products are made, used, then returned, instead of

being discarded and consigned to waste. In this

model, value is extracted from a resource while in

use. Then, at the end of its service life, the resource

is recovered, refurbished, and redeployed when

possible. This drives greater resource productivity,

aims to make businesses more competitive, and

helps create new opportunities for growth.

While Lenovo provides innovative services to

support the transition to a circular economy (see

next section), it is also exploring ways to recycle

materials, integrate them into products, and enhance

reuse in its packaging.

Lenovo has established a target to enable the

recycling and reuse of 800 million pounds

(approximately 363 million kilograms) of end-of-life

products by FY 2025/26

. For more information see

Section 8.0

. In FY 2025/26,

Lenovo also formalized a

collaboration with the United Nations Industrial

Development Organization

's effort to jointly develop

programs to promote sustainable industrialization

and responsible electronics management.

+ Cumulative total since 2005

Empowering customers with more sustainable

choices

Lenovo has a growing portfolio of sustainability

services to help customers manage their

sustainability impacts and work toward sustainability

goals. In FY 2025/26, Lenovo announced the launch

of two new services that help customers meet their

sustainability goals:

•

TruScale Device-as-a-Service for Sustainability

Launched in August 2025, the new TruScale

service is a modular solution that helps

enterprises advance sustainability goals while

modernizing IT. Specifically, its tools helps

organizations manage their carbon footprint,

extend use of devices, and accelerate the shift

to a circular economy.

•

Lenovo Certified Refurbished Services

Launched in November 2025 in European

markets, the new service helps customers

reduce electronics waste and stretch IT

investments further. The offering provides the

option for existing devices to be refurbished for

internal reuse or repurposing, helping to

balance IT refresh programs and maximize

investment. Devices comes with OEM certified

quality and renewed warranties.

Preparing the workforce for AI innovation

Lenovo is collaborating to address the growing

worldwide gap in AI skills and digital literacy. In

2025, Lenovo joined the

International

Telecommunication Union's AI Skills Coalition

, a

global initiative led in partnership with the United

Nations Development Program that brings together

governments, industry leaders, and academic

institutions to advance AI education and accelerate

progress toward the UN Sustainability Development

Goals. Its mission is to democratize AI learning,

bridge the global digital divide, and ensure

inclusivity by reaching youth, women, and

underserved communities with accessible and

multilingual resources.

While working to ensure a pipeline of innovative

talent for the future, Lenovo was also featured in

Fast Company's Best Workplace for Innovators and

as one of the 10 companies empowering employees

to make breakthroughs in AI. The ranking recognizes

businesses that foster a culture of innovation across

all levels, and include companies across industries.

Companies were ranked by their investment in

innovation, internal programs, and company culture.

2025 was the second year in a row Lenovo was

recognized as a Best Place to Work for Innovation

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 69

Governance highlight

Stakeholder engagement: Lenovo 360 Circle

Lenovo 360 Circle was launched as a sustainability

community in 2021 to unite partners around best

practices for ESG and build shared strengths.

Members collaborate, share resources, and address

sustainability challenges together with the aim to

accelerate positive impact, unlock new business

opportunities, and advance collective ESG goals

through shared learning and innovation.

Partners are connected with a set of resources that

are tailored to their specific needs – from

assessment tools and customized curriculums, to

access to subject matter experts, community events,

and webinars.

The Lenovo 360 Circle Summit and the Lenovo

360 Circle Awards Program

The Lenovo 360 Circle Summit (the Summit),

launched in 2024, is an annual global event

encouraging collective sustainability action across

the value chain. The 2025 Summit brought together

180 participants, including Circle Members,

sustainability experts, customers, suppliers, channel

specialists, and Lenovo leaders. It focused on

"Leadership in Action - Accelerating Sustainable

Impact through AI, Innovation, and Collaboration."

As part of the Summit, the Lenovo 360 Circle

Awards Ceremony recognized outstanding partner

contributions. Awards were presented across two

groups: impact categories, celebrating achievements

in areas such as climate action, circularity, social

impact, and sustainability leadership; and

geography

based categories, highlighting

exceptional partners across global regions.

The Lenovo 360 Circle priorities as of FY 2025/26

In FY 2025/26, Lenovo 360 Circle supported

sustainable transformation across the channel

through three core pillars: circularity, ESG data, and

sustainability leadership. The program aims to

deepen global community engagement, scale best

practice sharing, and strengthen partner education

through learning paths, leadership journeys, and

targeted upskilling. Sustainability

led value

positioning and sales enablement empower teams to

integrate sustainability into customer interaction.

Supported by accelerators, tools, and tailored

resources, the Lenovo 360 Circle aims to advance

circular economy adoption, ESG data transparency,

and performance management - equipping partners

to lead with sustainability and contribute to shared

business and environmental outcomes.

The Lenovo 360 Circle key milestones

•

The Lenovo 360 Circle Executive Advisory

Board provided strategic guidance and helped

ensure alignment with global priorities through

industry leader and sustainability expert

involvement. The Allyship Program, launched

with Intel as the inaugural ally, reinforced the

Circle’s commitment to collaboration and

inclusive leadership.

•

Two key development programs have been

launched. The Guided Leadership Journey

supports participants in developing practical,

sustainability

focused leadership skills through

peer learning and real

world application. The

Women’s Mentoring Program, a cross

company

initiative, offers women in IT a supportive

environment to advance their careers, share

challenges, and build networks across the

ecosystem.

•

The Sustainability Learning Paths provided

comprehensive training on sustainability

fundamentals, Lenovo’s approach, and methods

for integrating more sustainable practices into

sales engagements - accelerating partner

knowledge and capability building. The

CONNECT Starter Kit equips members with

practical tools to initiate and scale sustainability

efforts within their organizations.

•

The partnership with Rejoose strengthens

Lenovo 360 Circle’s ESG data and reporting

capabilities, enabling partners to access robust

analytics for improved transparency and

continuous performance enhancement.

See

Lenovo StoryHub

for more details on the

Lenovo 360 Circle.

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Lenovo Environmental Social Governance Report — page 71

6.0

Global

supply

chain

Supply chain ESG practices

Supplier inclusion

Lenovo Environmental Social Governance Report — page 72

Supply chain ESG practices

As a global business offering a variety of products

and services in 180 markets around the world,

Lenovo manages a diverse and dynamic supply

chain. Lenovo’s supply base is comprised of the

following categories: internal manufacturing centers,

production procurement, original design

manufacturers (ODM), and general procurement.

Production procurement includes all suppliers that

provide materials or components that become part

of Lenovo’s products. ODMs include manufacturing

partners who manufacture products on behalf of

Lenovo. General procurement includes all suppliers

that provide materials and products which support

Lenovo's operations but do not become part of its

products.

Lenovo's supply base is comprised of multiple tiers

in which lower tiers of suppliers provide materials

and parts to higher tiers – and eventually to its Tier 1

suppliers, the suppliers with whom Lenovo has a

direct contractual relationship.

The disclosures in Section 6.0 apply to Lenovo's

production procurement supplier base unless noted

otherwise. The majority of Lenovo’s spend is with

production procurement suppliers which often have

ESG impacts and risks. Production procurement

suppliers may pose social risks due to their reliance

on significant labor forces, often drawing from

extensive pools of lower-skilled workers who may be

vulnerable to exploitation. Production procurement

suppliers typically contribute to environmental

impacts, encompassing factors such as energy,

water, and materials required for production. The

distribution of suppliers is restricted to production

procurement suppliers, given their notable ESG risk

profile. See Section 7.0 for supplier distribution data.

ESG in the supply chain

Lenovo is committed to sound ESG management

across its end-to-end supply chain process. It has

ESG-specific systems in place, supported by

contractual requirements to help ensure that

suppliers meet or exceed applicable labor,

environmental, health and safety, and ethics

standards. The practices disclosed in Section 6.0

align with Lenovo's ESG-related internal corporate

policies including:

•

Lenovo's environmental commitments which

are codified in its Environmental Affairs Policy,

Climate and Energy Policy, and Water

Resiliency Policy, and

•

Lenovo's human rights commitments which are

codified through its Human Rights Policy and

further explained in its Anti-Slavery and Human

Trafficking Statement.

Commitments that apply to its supply chain are

extended to suppliers through its Supplier Code of

Conduct.

Lenovo considers the supply chain a vital part of its

operations and views effective supply chain

management as an important contributor to its

success. Given this, Lenovo has implemented a

robust set of controls and programs to manage its

overall procurement process.

Additionally, Lenovo recognizes that ESG risks and

impacts exist among its suppliers which may differ

from the ESG impacts and risks associated with

Lenovo's own operations. Lenovo implemented

various practices to identify environmental and

social risks along the supply chain and continue to

monitor those efforts such as surveying new

suppliers, performing ongoing supplier audits and

assessments, and integrating several ESG-specific

controls and practices into its Master Procurement

Process.

Lenovo's risk identification practices, and their

implementation and monitoring are detailed

throughout this section.

Master Procurement Process

Lenovo's Master Procurement Process is designed to

oversee all purchase commitments for production

materials and the goods and services that support

its worldwide operations. With a mission to deliver

the best pricing, quality, supply, technology, and

service in a sustainable manner, this model provides

a controlled procurement approach that is applied

across the organization for commodities, including

the following elements for production procurement

and general procurement:

•

Delegation of authority

Lenovo's

Code of Conduct

includes

requirements for the formal delegation of

authority which support accountability and

responsible procurement practices. The

‘Authority to Make Lenovo Commitments’

section outlines the requirements for

delegations with defined authority for

commitments and other contract terms and

conditions. Most importantly, it explicitly

emphasizes that making business commitments

outside these processes is not permitted.

6.0 Global supply chain

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•

Supplier selection

Implementing a controlled approach to

awarding Lenovo's business to suppliers is

critical to meeting procurement objectives and

establishing a trusted base of suppliers.

Therefore, even the perception of favoritism or

bias is unacceptable. To ensure business awards

are conducted ethically and fairly, Lenovo has

defined and approved sourcing methods to

ensure the following:

•

Suppliers have a fair opportunity to

compete for Lenovo's business.

•

Buyers conduct an ethical evaluation on

carefully understood facts such as supplier

prices, terms, and conditions.

•

The most capable suppliers are selected

based on the best overall acquisition value.

•

Business awards are reviewed and

approved with proper delegation of

authority.

•

New supplier validation

New suppliers are assessed for numerous

capabilities including their operational aspects,

financial stability, product or information

security, and ESG performance. This assessment

is facilitated through a supplier onboarding tool.

More specifically, all new production

procurement suppliers are assessed on their

sustainability policies, codes of conduct, ISO

certifications, ESG standards, environmental

impact aspects, controls to prevent forced

labor, and public reporting. Of particular

concern are suppliers that may be listed as

restricted or denied parties identified by

governments and/or international agencies.

Lenovo's policy and formal practice is that

under no circumstances shall Lenovo's

personnel purchase, sell, or ship any product

contrary to applicable export laws or to any

individual or firm appearing in any relevant

government list of any party who has been

denied export or import privileges.

See "Global supply chain ESG data" in Section

7.0 for related procurement suppliers

assessment data.

•

Contract management

Supplier relationships are best managed when

there are clear stipulations of responsibilities,

deliverables, and relevant terms and conditions.

Lenovo’s supplier contracts incorporate legal

and operational agreements and address

various types of engagement. Additionally, all

suppliers must comply with Lenovo's

Supplier

Code of Conduct

, in which they are required to

comply with the latest version of the

Responsible Business Alliance

(RBA) Code of

Conduct

There are multiple code elements and

requirements under the Supplier Code of

Conduct relating to environmental, labor, and

human rights matters. Instead of asking

suppliers to sign separate Supplier Code of

Conduct contracts one by one, their compliance

with the comprehensive Supplier Code of

Conduct is executed via Lenovo's standard

purchase agreements or standard purchase

orders. To ensure all target agreements include

clauses on the Supplier Code of Conduct,

continuous monitoring is in place including the

accessibility check of related links. Lenovo's

Supplier Code of Conduct and the RBA Code of

Conduct strictly prohibit bribery and corruption.

The RBA assessment protocol also includes

consideration of anti-bribery and anti-

corruption.

•

Supplier performance evaluation

Supplier performance evaluation is utilized to

provide timely feedback to suppliers to improve

performance, move business volume to best

suppliers, and reduce or eliminate business with

poor performing suppliers. Performance

management includes key criteria such as cost,

quality, supply, technology, service, and ESG

(as deemed appropriate).

In addition, Lenovo has implemented practices used

to promote environmentally preferable products and

services when selecting suppliers, including

validating new suppliers and evaluating suppliers

based on ESG considerations. Ongoing monitoring

of supplier management efforts include audits of

suppliers’ relevant ESG performance and third party

ESG ratings. The Master Procurement Process

continues to recommend ESG as a criterion in

supplier selection.

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Internal training

To ensure those with delegated authority are

informed on ESG best practices, Lenovo conducts

comprehensive communication and education

activities throughout the year for its global supply

chain team. In FY 2025/26, Lenovo enhanced the

global supply chain ESG education program by

holding live training sessions and online courses in

multiple ESG topics to help the procurement team

build on knowledge and skills. The training sessions

and courses focus on ESG topics including:

•

Global Supply Chain ESG Overall

•

Supplier Code of Conduct

•

Lenovo's Source Right procurement policy

•

RBA Compliance Program

•

EcoVadis Program

•

Responsible Sourcing of Raw Materials Annual

Survey

•

Environmental Impact

•

Labor Compliance

In addition, Lenovo provides compulsory ESG

courses and required a 100 percent completion rate

with the production procurement team.

Performance monitoring and assessment

Support of RBA programs and Validated

Assessment Program (VAP)

As a member of the Responsible Business Alliance

(RBA), Lenovo requires suppliers to adhere to the

RBA Code of Conduct. Lenovo uses the RBA

Validated Assessment Program, previously Validated

Audit Process, as a key mechanism for risk

identification and sustainable performance

evaluation.

Regardless of their self-assessment risk level,

Lenovo expects production procurement suppliers

to conduct on-site assessments. In FY 2025/26,

approximately 95 percent of suppliers by spend

have conducted an RBA VAP assessment or an

equivalent independent, third-party assessment

(non-VAP assessment) by RBA-approved auditors.

RBA assessments (including both VAP and non-VAP

assessments) are conducted at least every two years

to evaluate social and environmental responsibility

performance, involving the systematic examination

of policies, procedures, documentations, and other

elements of the supplier’s risk management

programs.

During the assessments, RBA certified auditors stay

for two to five days at the supplier’s premises to

review employee contracts (direct and through

external agencies), employee age requirements,

timesheets, pay slips, environmental controls, and

other documents. The auditors also conduct

individual and group interviews with a random

selection of employees and agency contractors

regarding their rights at the facility, including

freedom of association and collective bargaining

among other topics. See "Global supply chain ESG

data" in Section 7.0 for related suppliers'

performance and RBA assessment scores.

The Corrective Action Plan (CAP) is a key process of

continuous improvement, allowing Lenovo to verify

that suppliers have taken concrete steps to remedy

any issues. In the event of supplier non-conformance

to ESG requirements, including those identified by

RBA assessments, several actions may take place,

which include:

•

Immediate discontinuation of business for

serious violations;

•

Tracking remediation and corrective actions

implementation whenever possible;

•

Penalization of the supplier in the quarterly

supplier report card score with a sustainability

multiplier;

•

Senior procurement management engagement

with the supplier; and

•

Executive company management engagement

with the supplier.

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Continuous monitoring: Supplier RBA Spot Check

Starting in FY 2025/26, Lenovo implemented the

Supplier RBA Spot Check for selected suppliers to

further strengthen field-level oversight. These

checks are conducted in accordance with RBA

standards, covering aspects including labor, health

and safety, environment, ethics, and management

system. The process incorporates onsite

observation, documents review, and worker

interviews, allowing for the direct verification of

onsite practices. This initiative helps verify and

enhance suppliers’ alignment with the Lenovo

Supplier Code of Conduct. For identified gaps,

Lenovo mandates CAPs with defined timelines and

monitors closure progress.

Responding to RBA assessment labor-related

results

The most common supplier assessment findings

were related to industry-wide problems of excessive

working hours and insufficient time off for their

employees. To address this, Lenovo requires its

outsourced manufacturers to report their

employees’ working hours, time off performance,

and the number of vulnerable workers* monthly via

an online tool so that it can take action to resolve

identified issues. Agreements for improvement were

reached with suppliers, as a result, no relationships

were terminated due to aforementioned labor

findings. Lenovo follows applicable policies and

complies with relevant laws and regulations relating

to working hours and rest periods. See “Global

supply chain ESG data” in Section 7.0 for related

suppliers’ RBA labor-related assessment results

including the number of suppliers with major labor

findings.

* Vulnerable workers refer to an individual who may be at

heightened risk of exploitation, discrimination, or abuse

due to their personal characteristics or circumstances.

Support of RBA VAP and Factory of Choice (FoC)

Recognition programs

Lenovo periodically reviews and raises expectations

of suppliers’ ESG performance. Lenovo started an

effort to require its production procurement

suppliers to commit to achieving RBA VAP

Recognition and Factory of Choice (FoC)

designations to demonstrate leadership in ESG in

FY 2020/21. This requires significantly higher VAP

assessment scores with all priority findings closed,

site personnel to be formally trained on the RBA

VAP process, and proof of functional grievance

systems. See “Global supply chain ESG data" in

Section 7.0 for related data. It is Lenovo's goal that

25% of its suppliers by spending achieve FoC

recognition by FY 2026/27.

EcoVadis

The EcoVadis platform aims to enable a large base

of suppliers to assess and manage ESG risks. Lenovo

has implemented the EcoVadis IQ tool to screen

suppliers’ overall ESG risk, based on their inherent

sustainability risks and procurement information. In

FY 2025/26, over 6,500 production and non-

production procurement suppliers were processed

through the EcoVadis IQ tool. Those assessed as

high risk are further screened to help Lenovo ESG

team decide whether the suppliers need to be

invited to conduct an EcoVadis ESG assessment.

The 360 Watch feature of the EcoVadis platform is

another monitoring measure taken to minimize the

risk of child and forced labor, and other ESG risks.

Negative media coverage in these areas related to a

supplier will be highlighted to Lenovo's

management, requiring the supplier to respond

within one week and develop a CAP. The 360

Watch, in addition to other indicators, enables

Lenovo to monitor and assess its suppliers on a

timely basis across a range of ESG focus areas,

helping it to continually improve the supply base.

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Responsible sourcing of raw materials

Lenovo expects its supply chain to procure raw

materials responsibly and to particularly avoid

sources that directly or indirectly fund conflict. This

may include the conflict minerals of tin, tantalum,

tungsten and gold (3TG), and cobalt from the

Conflict-Affected and High-Risk Areas (CAHRA),

especially covered countries. As a member of the

RBA

Responsible Minerals Initiative (RMI)

, Lenovo is

committed to ensuring that minerals used in the

manufacturing of its products do not contribute to

human rights abuses and other ethical sourcing

issues, and mitigate environmental degradation.

Lenovo requires its production procurement

suppliers to do the same.

Lenovo has been operating the Responsible

Sourcing of Raw Materials (RSRM) program for over

a decade, aligning with

the Organization for

Economic Cooperation and Development (OECD)

Due Diligence Guidelines for Responsible Sourcing

Materials from Conflict-Affected and High-Risk

Areas

. Lenovo complies with the intentions of

section 1502 of the Dodd-Frank Wall Street Reform

and Consumer Protection Act to track, monitor, and

report annually on conflict minerals in supply chains.

Each year, Lenovo conducts the RSRM Survey in

order to identify the smelters and refiners (SORs) in

the upstream supply chain that processes minerals

contained in the products supplied to the company.

Due diligence of 3TG and cobalt sourcing is

conducted using the RMI program’s

Conflict Minerals

Reporting Template (CMRT) and Extended Minerals

Reporting Template (EMRT)

. In the 2025 survey

cycle, Lenovo further strengthened its RSRM

program by launching a new digital system to

support end

end online workflow management,

enhanced supplier engagement, and

non

conformant smelter identification.

During the survey cycle, Lenovo continues to

proactively encourage upstream entities to report

on extended minerals beyond 3TG and cobalt. By

comparing the SOR list with the facilities who

conform to RMI’s

Responsible Minerals Assurance

Process (RMAP)

or equivalent, Lenovo identifies

potential risks and conducts supplier outreach to

remove non-compliant smelters. The annual survey

process in 2025 covered at least 95 percent overall

procurement spend of its suppliers and the survey

received 100 percent response rate. See “Lenovo

Conflict Mineral Reports" for details on Lenovo's

ESG Resources Page

Lenovo also strives to mitigate risks through smelter

outreach. By working closely with global

stakeholders and organizations such as the RMI

China Smelter Engagement Team (SET), Lenovo has

been actively encouraging SORs to participate in

RMAP. For more information, visit Lenovo's

Responsible Sourcing webpage

Joint audits with Lenovo's PC and Smart Devices

(PCSD) Quality Team

To drive more opportunities for improvement, the

Global Supply Chain (GSC) ESG Team collaborates

with Lenovo's PCSD Quality Team to conduct on-

site audits in suppliers’ facilities. Trained by the GSC

ESG team, the PCSD Quality Team leads the audit

using questionnaires and checklists developed by

the GSC ESG Team in accordance with the RBA

Code requirements, focusing on labor, health, and

safety. This collaboration enables Lenovo to support

an additional method to monitor suppliers’

compliance with RBA.

Supplier ESG performance evaluation (ESG

scorecards)

Suppliers are evaluated based on key indicators

across RBA, environmental impact, responsible

sourcing of raw materials, sustainability reporting,

EcoVadis, and other ESG factors. Leveraging an

advanced ESG digital platform, Lenovo has

increased the visibility of ESG performance.

Suppliers representing 99 percent of production

procurement spending have been monitored.

Lenovo is committed to expanding the coverage.

This digital platform automatically sends ESG

questionnaires to Lenovo's suppliers each quarter,

requesting them to report on their latest

sustainability initiatives. Upon receiving the

completed questionnaires, the platform

automatically calculates ESG scores based on preset

scoring criteria, reflecting each supplier’s ESG

performance quarterly. This innovative approach not

only streamlines the process of monitoring and

evaluating Lenovo's suppliers’ commitment to ESG

standards but also promotes continuous

improvement by providing timely feedback.

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The ESG score is then applied as an overall penalty

or credit multiplier across suppliers' quarterly

comprehensive performance evaluation report cards

that consider factors beyond ESG.

Recognizing suppliers

Based on a comprehensive evaluation of suppliers’

ESG performance, Lenovo recognizes outstanding

performers by presenting them with ESG awards.

This incentive mechanism aims to foster continuous

improvement in ESG standards among suppliers,

reinforcing Lenovo’s commitment to promoting

ethical practices and environmental stewardship

throughout the supply chain.

Environmental

Lenovo manages suppliers’ environmental

performance through requirements in the Supplier

Code of Conduct, RBA assessments, CDP Supply

Chain Program, and other programs that support its

material environmental topics – specifically climate

change, water, and waste. The environmental impact

management pertains to production procurement

and ODM suppliers.

Lenovo's corporate-wide environmental standards

and specifications require its product designers to

consider environmentally conscious design practices

to facilitate and encourage recycling and

minimization of resource consumption. Lenovo's

priority is for its suppliers to use environmentally

preferable materials whenever applicable.

Compliance to the standard and specifications is

monitored as part of the Product Compliance

Review Board Process.

Environmental impacts disclosure in the supply

chain

Lenovo strives to promote transparency and

accountability by encouraging its suppliers to

disclose their environmental impacts. Annually,

Lenovo requests key suppliers to formally report

environmental data related to climate change, water,

and waste. Lenovo requests suppliers to report via

CDP reporting methodologies and Lenovo ESG

digital platform. Lenovo introduced CDP supply

chain program into its supply chain carbon

management in FY 2022/23, to help Tier 1 suppliers

assess their climate change performance.

Climate change

Lenovo collects climate change related information

such as Scope 1, Scope 2, and Scope 3 emissions,

emission reduction goals, renewable energy usage

and targets, and implementation of the

ISO

50001:2018

Energy Management System.

Lenovo used the emissions data reported by

suppliers to inform its science-based target for

Scope 3 emissions from the purchased goods and

services category. Lenovo's target in this category is

to reduce Scope 3 emissions from purchased goods

and services by 66.5 percent per million US$ gross

profit by FY 2029/30, from a FY 2018/19 baseline.

Suppliers' data is evaluated on an annual basis to

help ensure Lenovo's progress towards its goal is on

track.

To achieve supply chain emissions reduction targets,

in FY 2022/23, Lenovo kicked off the Supplier

Emission Reduction program with key suppliers to

push more actions around climate change in its

supply chain. The program aims to work with

suppliers along the climate action journey. For

suppliers who have just started their journey, they

are expected to participate in the CDP disclosure

and report their emissions data. For suppliers who

are more mature, Lenovo works with the suppliers to

set emission reduction targets, procure renewable

energy, and implement energy efficiency

improvement projects. Also, Lenovo encourages

suppliers to engage their own supply chain and

share their experience and knowledge with the

industry.

Lenovo's most recent supplier engagement efforts

on climate change covered the top 98 percent of

procurement spend. This effort identified the

percentages of suppliers by spend which have public

renewable energy goals, and are tracking and

reporting renewable energy generation and

purchases. See "Global supply chain ESG data" in

Section 7.0 for details. In addition, Lenovo has been

engaging and incentivizing its suppliers to also

commit to the Science Based Targets initiative

(SBTi). It is Lenovo's goal to achieve 95 percent of

suppliers by procurement spend to implement SBTs.

See "Global supply chain ESG data" Section 7.0 for

additional information on percentages of suppliers

by spend and related energy and GHG emissions

information.

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Water

Lenovo surveys key suppliers on water-related data

including performance indicators such as annual

water withdrawal, water discharge, and water

recycle or reuse volumes.

For the most recent supplier data collection period,

Lenovo's coverage of engagement was 98 percent

of procurement spend. Since one of the most

straightforward indicators of impact (especially to

water-stressed areas) is water withdrawal, Lenovo

has been encouraging suppliers to set up water

reduction targets since 2014. See “Global supply

chain ESG data" in Section 7.0 for percentages of

suppliers by spend with quantified water reduction

goals.

Waste

The waste-related information collected from

suppliers includes data such as annual hazardous

and nonhazardous waste volumes.

Waste prevention is the most preferable option in

the waste management hierarchy, and Lenovo

encourages suppliers to set up public waste

reduction targets. See “Global supply chain ESG

data” in Section 7.0 for percentages of suppliers by

spend with quantified waste reduction goals.

Social

Forced labor

Lenovo is committed to eradicating forced labor in

all its forms including slavery and human trafficking

at every stage of business operations. It holds a firm

position that there is zero tolerance for forced labor

and any documented instances will be met with

immediate action, including discontinuing the

business relationship with any suppliers that

overlook this practice.

To better detect and mitigate forced labor risks,

Lenovo adopts and implements preventive

measures, including:

•

Engaged employment agencies as needed to

submit RBA indirect Self-Assessment

Questionnaires (SAQ)^;

•

Implemented a third-party ESG risk assessment

tool (EcoVadis) to screen suppliers throughout

the supply chain;

•

Provided training to buyers on preventing and

mitigating forced labor, and potential red flags

related to forced labor;

•

Provided training to suppliers on the topic of

Labor Compliance Management;

•

Invested in a third-party supply chain risk

management platform (Everstream Analytics);

and

•

Conducted verification through RBA

assessments and participated in regular RBA

Responsible Labor Initiative

^ RBA indirect SAQs are for service providers that are not

directly involved in the manufacturing of an end product.

Child labor

Lenovo supports universal human rights including

those identified in the United Nations Declaration on

Human Rights and the International Labor

Organization (ILO) Declaration on Fundamental

Principles and Rights at Work. Lenovo commits to

extending these rights to its employees and others

directly or indirectly employed in its supply chain.

Child labor is not to be used in any stage of business

operations. The term “child” refers to any person

under the age of 15, under the age for completing

compulsory education, or under the minimum age

for employment in the country, whichever is the

highest. To support the human rights noted above,

Lenovo implemented multiple guidelines and actions

including, but not limited to:

•

Human Rights Policy

•

Employee Code of Conduct

•

Supplier Code of Conduct

•

Source Right

•

Due diligence and audits across the supply

chain to identify risks in child labor violations

•

Education on labor topics for buyers

•

Webinar for suppliers on the topic of Labor

Compliance Management

Living wages

Through the RBA assessment and corrective action

process, Lenovo drives suppliers to adhere to

applicable wage and benefit laws and regulations.

Lenovo recognizes the issue of living wages with

Lenovo's suppliers is a growing topic of attention.

Policies, programs, and baselines are tools that can

be used to drive improvements in this area. Lenovo

is participating in the RBA Living Wage working

group and is exploring the development of

implementation guidelines to support workers in the

supply chain.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 79

Process chemical management

Lenovo recognizes the potential occupational health

and safety risks associated with process chemicals

used in manufacturing. Process chemical

management is implemented as part of Lenovo’s

supplier management framework and is supported

through developed process chemical guidelines and

the annual monitoring of process chemical use from

suppliers. These efforts aim to enhance suppliers’

understanding of the potential exposure risks

associated with process chemicals, to encourage

suppliers to reduce high risk exposure through

elimination or safer substitution, and to support

improvements in process chemical management

across supplier operations.

Capability building

Many of Lenovo's suppliers are large national and

international suppliers. They manage their corporate

ESG programs while engaging directly with Lenovo's

programs. In addition to its own training programs,

Lenovo offers and provides the following to tier 1, 2,

and 3 suppliers under its direct control:

•

Lenovo has an enhanced ESG digital platform

with a supplier training module. This module

offers a comprehensive suite of ESG training

courses, ranging from detailed explanations of

its ESG project requirements to sessions on the

latest developments and best practices in ESG-

related issues.

•

Lenovo provides semi-annual communications

on topics including the RBA, environmental

impact, Responsible Sourcing of Raw Materials,

forced labor, key ISO certifications, ESG

reporting, and Supplier Code of Conduct

expectations.

•

In FY 2025/26, Lenovo GSC ESG team held the

2025 Lenovo Supplier ESG Day online event,

bringing together nearly 1,000 supplier

representatives. The event focused on the latest

global ESG trends in supply chains, explored

impacts on Lenovo’s supply chain, and provided

an overview of knowledge and practices across

climate change, labor management, and digital-

driven ESG management.

•

In FY2025/26, Lenovo’s PCSD Quality team,

together with the GSC ESG team, launched the

‘Supplier ESG Target Camp’, providing training

and coaching to strengthen supplier ESG

capabilities. On

site sessions in Shanghai and

Shenzhen engaged approximately 100 supplier

representatives, covering topics such as ESG

strategy, emissions reduction, eco

design, labor

risks, and ESG reporting.

Supply chain ESG digitalization

Lenovo is dedicated to leveraging digital

technologies to elevate its capabilities of ESG

management in the supply chain. The Global Supply

Chain ESG Digital Platform aims to integrate end-to-

end supply chain data to create transparency on

organization and product-level environmental and

social impacts, form closed-loop ESG KPI

management, monitor risks, and enable seamless

collaboration with upstream and downstream

partners.

Supply chain resilience

In FY 2021/22, Lenovo established the GSC Risk

Council to support risk management throughout its

supply chain. The GSC Risk Council’s mission is to

increase Lenovo's growth by implementing risk

controls through industry-proven processes that can

enable the supply chain to quickly adapt to demands

for new technology and reduce the risks associated

with the transition. Agility and resilience are critical

components for a successful GSC strategy that can

withstand the short lifecycle of information and

communications technology products and changing

consumer demands.

The GSC Risk Council’s main objectives include the

oversight of:

•

Risk identification

•

Risk assessment

•

Risk control

•

Risk review and follow-up

•

Scenario planning

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 80

The GSC Risk Council established a monthly

collaborative platform to engage the business unit

functions, leverage insight and identify synergies as

Lenovo addresses risk management decisions. The

convergence of business function leaders provides

the opportunity to evaluate the impacts on the other

functions and develop a consolidated business

continuity plan with clear actions.

Effective risk management strategies have been a

critical part of driving business performance. Lenovo

also recognizes that opportunities are created when

it transforms risks into opportunities that can

support its long-term growth. The GSC Risk Council

recently directed a scenario planning exercise that

included identifying potential risks from the

following categories:

•

Strategy

•

Financial

•

Catastrophic events

•

Human capital

•

Legal and regulatory compliance

•

Operations

•

Sociopolitical

After analyzing these categories, the strategy team

selected the top five risks for the fiscal year. With

consideration of the organization’s risk appetite and

the business-driven data that was collected, the

team selected the top five potential risks and

conducted a comprehensive scenario planning for

each risk. For each scenario, the team incorporated

stakeholder feedback, identified contributing

factors, and analyzed both short-term and long-term

impacts.

The information derived from this planning exercise

enabled the GSC Risk Council to understand the

types of risks that may impact Lenovo and how

those conditions may affect its performance, thus

contributing to the development of greater strategy

resilience and flexibility throughout the supply chain.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 81

Supply chain recognitions

Lenovo has once again been named in the Gartner Global Supply Chain Top 25 listing for 2025. This annual

ranking of the world’s leading technology, retail, manufacturing, food and beverage, and pharmaceutical brands

identifies and celebrates companies leading the way in supply chain management and is considered the gold

standard in supply chain excellence.

CDP

In FY 2025/26, Lenovo was featured as one of four

case studies in "

The Disclosure Dividend 2025

publication by CDP

which highlights how companies

globally are advancing environmental management

through disclosure. The report, based on 2024

disclosure data, demonstrates how proactive

transparency can help businesses identify risks,

strengthen resilience, and create long-term value.

The case study of Lenovo’s supply chain practice

showcased how the company worked with 98

percent of its suppliers to support emissions

reduction initiatives. Lenovo’s inclusion reflects its

ongoing efforts to collaborate with suppliers and

promote carbon reduction practices across the value

chain. The recognition also underscores Lenovo’s

commitment to driving measurable progress in

supply chain sustainability through collaboration and

disclosure.

ESG initiatives in general procurement

Lenovo continues to expand its ESG initiatives

beyond production procurement to include its

general procurement suppliers. General

procurement, which encompasses the acquisition of

goods and services not directly tied to production,

plays an essential role in advancing Lenovo's ESG

objectives. By engaging general procurement

suppliers, Lenovo seeks to promote reduction of

environmental impact, support fair labor practices

and diversity, and strengthen its reputation and

stakeholder relationships.

As part of these efforts, Lenovo has made strides in

embedding ESG principles across its indirect supply

chain. ESG has been established as a priority focus

area within general procurement, reflecting Lenovo’s

commitment to enhancing ESG performance across

operations. Dedicated resources and strategic action

plans have been implemented to drive this initiative

forward, with the goal of laying a strong foundation

for sustainable supplier engagement and program

development.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Global Supply Chain

Lenovo ranks 8

in the Gartner® Supply Chain

Top 25 for 2025 report

Lenovo Environmental Social Governance Report — page 82

Assessment

•

The General Procurement team (GP team)

identifies significant and high-risk suppliers

through a robust risk mapping and monitoring

tool. Identified suppliers are invited to a fuller

assessment of supplier ESG performance. The

GP team uses recognized platforms like

EcoVadis and RBA to provide a standardized

framework for measuring supplier ESG efforts.

•

The GP team also integrates ESG-focused

validation steps into the supplier onboarding

processes and the Lenovo Top Supplier

Program (LTSP) to ensure alignment between

new suppliers and General Procurement’s most

strategic partners with Lenovo’s sustainability

goals. This tailor-made solution gathers ESG-

related information in addition to those

captured by EcoVadis.

Evaluation and recognition

•

The LTSP recognizes and rewards suppliers

demonstrating strong alignment with Lenovo’s

supply chain priorities and ESG commitments.

This program provides suppliers an avenue to

differentiate themselves and achieve stronger

visibility within Lenovo's organizations and

business executives.

•

Supplier performance is evaluated through a

holistic approach combining quantitative

measures, such as EcoVadis ratings, with

qualitative insights from onboarding processes,

Supplier Performance Evaluation (SPE) and

LTSP participation. This enables Lenovo to

identify areas for improvement, highlight top

performers, build supplier community among

suppliers at different stages of their ESG

journey, and drive continuous improvement in

ESG practices.

Engagement and training

•

Communication with internal stakeholders

regarding ESG priorities has been significantly

enhanced. Training sessions are conducted to

equip procurement staff with the necessary

tools and knowledge, supported by a network

of ESG ambassadors embedded within various

sourcing categories and regions.

•

Lenovo shares its ESG vision and expectations

externally with suppliers while providing

educational resources to suppliers to encourage

awareness of related topics and improvement in

sustainability performance.

Lenovo strives to enhance its ESG performance and

deliver value to all its stakeholders, including its

general procurement suppliers. By collaborating

with these suppliers, Lenovo aims to realize its ESG

aspiration of leading the way in responsibility and

sustainability while fostering mutually beneficial

relationships with its suppliers.

ESG initiatives with logistics suppliers

Lenovo integrates social and governance principles

into logistics operations with the aim to mitigate

ESG-related risks. In FY 2025/26, Lenovo expanded

engagement with logistics suppliers to include social

and governance considerations and implemented a

holistic sustainability scorecard. This scorecard

measures key suppliers’ performance on human

rights, employee health and safety, environmental

impact, and other sustainability factors. This

mechanism helps enhance accountability and

transparency across Lenovo’s logistics network and

optimize the resilience of logistics operations.

Supplier inclusion

Lenovo’s supplier inclusion efforts aim to improve

product innovation while boosting local economies.

Lenovo is proud to continue its partnerships with

several NGOs such as the National Minority Supplier

Development Council (NMSDC), Disability:IN,

National LGBT Chamber of Commerce, and the

Women’s Business Enterprise Networking Council

(WBENC). By sourcing from a variety of

underrepresented suppliers, Lenovo is able to find

the best products at the best price, which can

ultimately lead to improved revenue. In FY 2025/26,

Lenovo spent hundreds of millions on small and

underrepresented suppliers in the US, representing

over 20 percent of its total expenditure in the US,

with a percentage going to woman-owned and

ethnically-underrepresented businesses.

As Lenovo moves forward, its success not only lies

within workforce diversity but also in the inclusion of

diverse suppliers that provide competitive

advantages, increased innovation, and revenue that

can support its brand reputation. Visit

Lenovo's

website

for more information.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 83

7.0

Consolidated

metrics

FY 2025/26 consolidated metrics

Lenovo Environmental Social Governance Report — page 84

Lenovo Environmental Social Governance Report — page 85

FY 2025/26 Consolidated metrics

Revenue

Fiscal Year (FY)

2023/24

2024/25

2025/26

Total (millions USD)

$56,864

$69,077

$83,075

By geography (%)

Americas

34%

Asia Pacific (excluding China)

18%

19%

China

22%

23%

22%

EMEA

26%

24%

25%

Employee representation

Employee representation*

2023/24

2024/25

2025/26

Total number of employees

69,500

72,000

73,500

By region

2,3

Americas

15%

16%

18%

Asia Pacific (excluding China)

15%

16%

18%

China

60%

58%

55%

EMEA

10%

Employees by gender

2,4

Male

63%

Female

37%

Employees in technical roles by gender

2,4

Male

71%

Female

29%

Executives by gender

2,4

Male

78%

75%

Female

22%

25%

Employees by employment type

Regular employees

93%

92%

Long-term plant contractors

By age group

2,4

Under 30 years of age

14%

30-50 years of age

72%

70%

Over 50 years of age

14%

15%

16%

1 On March 31, 2026, Lenovo had a headcount of approximately 73,500 worldwide.

2 Includes Lenovo regular employees only. Data excludes:

- Consultants and vendors working through a contract agency or third-party performing services or consulting on site for a

brief time and hence excluded from the scope.

- Contractors who usually perform non-critical, non-core jobs and their employment decisions, including pay and benefits, are

made by the third-party employer – and hence excluded from the scope.

- Supplemental students who are interns or who are hired for a very short window of time and hence excluded from the scope.

3 Employment type and geographical data is aligned with the FY 2025/26 Financial Annual Report.

4 Gender and age categories include an “undeclared” category representing less than 1% of the population.

* Totals may differ from the exact sums of individual numbers due to rounding.

7.0 Consolidated metrics

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 86

Employee representation – US

2023/24

2024/25

2025/26

US employees by race/ethnic background (%)

Asian

17%

18%

Black or African American

Hispanic or Latinx

White

63%

62%

61%

Remaining under-represented groups

No data

US executives by race/ethnic background (%)

Asian

21%

20%

21%

Black or African American

Hispanic or Latinx

White

68%

65%

Remaining under-represented groups

No data

US employees in technical roles by race/ethnic background (%)

Asian

26%

27%

28%

Black or African American

Hispanic or Latinx

White

55%

54%

Remaining under-represented groups

No data

1 Employee representation data includes Lenovo regular employees only. Data excludes:

- Consultants and vendors working through a contract agency or third-party performing services or consulting on site for a brief

time and hence excluded from the scope.

- Contractors who usually perform non-critical, non-core jobs and their employment decisions, including pay and benefits, are

made by the third-party employer – and hence excluded from the scope.

- Supplemental students who are interns or who are hired for a very short window of time and hence excluded from the scope.

Totals may differ from the exact sums of individual numbers due to rounding.

2 Remaining under-represented groups – Alaskan Native, Hawaiian, Pacific Islander, or Two or More Races.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 87

Supplementary workforce information*

Talent pipeline

Women as a % of total

Fiscal Year (FY)

2023/24

2024/25

2025/26

Management

roles

30%

31%

Senior management

roles

28%

30%

Middle management

roles

40%

39%

Non-managerial positions

38%

Promotions

42%

43%

Hires

35%

39%

36%

1 Total management is defined as all people managers in Lenovo.

2 Senior management is defined as Senior Managers to Directors who are people managers.

3 Middle management is defined as Senior Professionals to Managers who are people managers.

Inclusive culture

2023/24

2024/25

2025/26

Number of weeks

of fully paid primary parental leave offered

Number of weeks

of fully paid secondary parental leave offered

Parental leave retention rate (%)

88%

89%

87%

Back-up family care services or subsidies through Lenovo (%)

79%

74%

73%

1 Weighted average.

2 Parental leave retention rate is defined as the percentage of women employees that remained employed 12 months after their

return from parental leave, out of all women who used the parental leave during previous fiscal year.

3 Back–up family care services or subsidies through Lenovo represent offerings such as childcare center, subsidized services, or

reimbursement that allow employees to work while securing back-up care resources at no cost or at a discounted price. The

figures represent percentage of employees who have access to such offerings.

Pay equity

2023/24

2024/25

2025/26

Adjusted mean

gender pay gap

(%, USD$)

2.3%

3.0%

3.3%

(1,731)

(2,470)

(2,863)

1 Global mean (average) raw gender pay gap measures the difference in total compensation between women and men, without

adjusting for factors such as job function, level, education, performance, or location. Lenovo discloses an adjusted mean gender

pay gap as it provides a more accurate reflection of commitment to pay equity due to Lenovo's global presence and complex

business operations.

2 88%, 85%, and 85% of global workforce population represented in data for FY 2023/24, FY 2024/25, and FY 2025/26,

respectively, include Lenovo's regular full-time employees between Band 5 and Vice President level across 21 countries with the

largest headcounts. To enhance the accuracy and inclusivity of its adjusted pay gap analysis, Lenovo expanded the dataset to

cover a broader representation of indirect labor population and refined the coverage to include entities with comparable

compensation policies. To ensure at least 85% of this population was included in the results, the number of countries analyzed

increased from 15 to 21 in FY 2024/25, allowing for a more comprehensive assessment of pay equity across Lenovo’s global

operations.

Includes Lenovo regular employees only. Excludes contractors, third-party or contracted consultants and vendors, and

interns.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 88

Employee turnover

1,2

2023/24

2024/25

2025/26

Total turnover rate of employees

By region

Americas

11%

Asia Pacific (excluding China)

13%

11%

China

EMEA

By gender

Male

Female

By age group

Under 30 years of age

12%

10%

30-50 years of age

Over 50 years of age

1 Turnover rate data covers voluntary departure of Lenovo regular employees for the full FY 2025/26. Involuntary turnover is

planned exit of Lenovo regular employees which is in alignment with Lenovo's strategy and decisions. Hence, as a strategic and

standard practice, this is excluded from reporting. The absolute values for data underpinning the calculation of turnover rates

are not disclosed due to the sensitive nature of the information.

2 Employee turnover data includes Lenovo regular employees only. Data excludes:

- Consultants and vendors working through a contract agency or third-party performing services or consulting on site for a brief

time and hence excluded from the scope.

- Contractors who usually perform non-critical, non-core jobs and their employment decisions, including pay and benefits, are

made by the third-party employer –and hence excluded from the scope.

-Supplemental students who are interns or who are hired for a very short window of time and hence excluded from the scope.

3 Geographical data is aligned with the FY 2025/26 Financial Annual Report. Americas represent North America and Latin

America. EMEA represents Europe, Middle East, and Africa.

4 Gender and age categories include an “undeclared” category representing less than 1% of the population.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 89

Employee training

Percentage of employees trained

2023/24

2024/25

2025/26

Percentage of total employees who took part in training

98%

100%

By gender

Male

62%

63%

Female

36%

37%

By employee category

Individual contributors

79%

81%

83%

Middle management

20%

18%

16%

Senior management or executives

1 The number of total training hours was 571,872.

2 Calculated as number of employees who took part in training via Lenovo's learning platform “Grow@Lenovo” divided by the

total number of employees who have access to it at the end of fiscal year. Training taken by employees outside of

Grow@Lenovo excluded due to data availability.

3 Gender categories includes an “undeclared” category representing approximately 0.05% of the population.

Average number of training hours per employee

2023/24

2024/25

2025/26

Average number of training hours per employee

By gender

Male

Female

By employee category

Individual contributors

Middle management

Senior management or executives

1 The number of total training hours was 571,872.

2 Calculated as total number of training hours via Lenovo's learning platform “Grow@Lenovo” divided by the total number of

employees who have access to it at the end of fiscal year. Training taken by employees outside of Grow@Lenovo excluded due

to data availability.

3 Gender categories includes an “undeclared” category representing approximately 0.05% of the population.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 90

Occupational health and safety (OHS)

2023/24

2024/25

2025/26

Total recordable incident rate

0.04

0.06

0.03

Number of employee fatalities

Number of contractor fatalities

Fatal work injury rate

0.002

Lost days due to work injury

174

486

234

Days away from work case rate (Lost-time injury rate)

0.03

0.05

0.03

Number of ISO 45001: 2018 registered facilities

Manufacturing employee health and safety training

Average number of hours of training per manufacturing employee

1 Represents the number of fatalities per 100 employees per year and calculated as total number of fatalities multiplied by

200,000 and divided by total hours worked. The factor 200,000 is the annual hours worked by 100 employees, based on 40

hours per week for 50 weeks a year.

2 Enhanced calculation methodology to increase accuracy by utilizing a fiscal year end cutoff date starting from FY 2024/25.

Lost days due to work injury may fluctuate year on year, as the metric is affected by both the frequency and severity of

incidents. Lost days due to work injury represent the number of working days during which an employee is unable to work due

to an occupational injury or illness, excluding the day of the incident, in line with International Labour Organization guidance.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 91

Philanthropy and community engagement*

Corporate cash and product donations

2023/24

2024/25

2025/26

Lenovo Foundation and Donor Advised Funds

$743,751

$851,200

$819,068

China

$6,472,999

$4,233,754

$3,567,013

North America

$5,459,863

$5,332,184

$4,607,400

Latin America

$1,350,623

$921,393

$1,852,385

EMEA

$921,009

$1,450,243

$1,715,323

Asia Pacific (excluding China)

$998,341

$1,029,008

$1,055,557

1 Natural disaster response is tracked by location.

2 China giving reflects tracking of Lenovo Foundation Beijing.

3 Total giving in Latin America reflects tracking of Brazilian tax incentive. Amounts may fluctuate year on year as they are

influenced by external factors.

4 Total contribution in Asia Pacific includes Lenovo's commitment to India Companies Act.

Employee volunteering and giving

2023/24

2024/25

2025/26

Employee volunteering hours (through efforts sponsored by Lenovo)

Global employee volunteering hours

86,879

80,801

72,295

Contribution to and impact on communities

2023/24

2024/25

2025/26

Total contribution to communities

$17,897,690

$15,492,580

$18,494,298

1 Total contribution to communities is the sum of cash contributions, product donations, and Lenovo's match of employee

contributions.

2 Employee volunteering hours were previously disclosed by business geography. These figures are presented as a global total

starting in FY 2025/26 to enhance data consistency and comparability on a consolidated basis.

* Contributions cannot be allocated specifically to Lenovo's individual community investment focus areas as contributions may

serve multiple focus areas.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 92

Environmental data – GHG Emissions

Greenhouse Gas (GHG) emissions

2023/24

2024/25

2025/26

Total GHG emissions by scope (metric tons CO

equivalent – MT CO

Scope 1

4,969

5,849

3,916

Scope 2 (location-based)

196,859

174,862

203,077

Scope 2 (market-based)

17,997

12,409

12,462

Scope 1 and Scope 2 (location-based)

201,828

180,710

206,993

Scope 3

15,100,063

17,731,678

18,169,695

Scope 3 upstream categories

7,844,595

7,311,163

7,887,245

Scope 3 downstream categories

7,255,468

10,420,515

10,282,450

GHG emissions intensity (metric tons per US$ million revenue)

Scope 1 and 2 (location-based)

3.55

2.62

2.49

Scope 3 emissions by category (MT CO

Purchased goods and services

6,507,693

5,973,381

6,590,862

Capital goods

863,700

880,586

755,253

Fuel- and energy-related activities (not included in Scope 1 or 2)

12,700

8,616

10,493

Upstream transportation and distribution

360,152

348,268

405,699

Waste generated in operations

2,135

1,864

2,649

Business travel

41,630

43,241

64,583

Employee commuting

56,585

55,207

57,706

Use of sold products

7,131,203

10,267,528

10,061,893

End-of-life treatment of sold products

124,265

152,987

212,196

Downstream leased assets

8,361

Scope 3 emissions – Product transportation by transportation mode (MT CO

Air

312,443

309,117

368,388

Rail

261

179

165

Inland waterways

n/a

Roadways

30,887

14,246

13,239

Sea

16,561

24,726

23,908

Reported incident

Number of reported incidents of refrigerant releases

Scope 3 categories above are relevant to Lenovo. Scope 3 categories not relevant to Lenovo are upstream category of leased

assets, and downstream categories of transportation and distribution, processing of sold products, franchises, and investments.

1 Totals may differ from exact sums of individual figures due to rounding. Jet fuel-related emissions have been reclassified from

Scope 1 to Scope 3 from FY 2025/26 onwards to better align with the GHG Protocol Corporate Value Chain (Scope 3) Standard,

under which the associated emissions are classified as Scope 3, as they relate to third-party operated aircrafts not owned or

controlled by the company. The reporting scope has been expanded to include an additional site in Vietnam from FY 2025/26

onwards. The estimation methodology has been updated in FY 2025/26 to apply prior-year, same-month data as a proxy for

sites where current-year data is unavailable, to improve the consistency and completeness of reported data.

2 Disclosing downstream leased assets starting from FY 2025/26 to increase transparency following enhanced data availability.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

Lenovo Environmental Social Governance Report — page 93

GHG emissions measurement approach

Approach

Standards used

•

GHG Protocol Corporate Accounting and Reporting Standard (2004)

•

GHG Protocol Scope 2 Guidance (2015)

•

GHG Protocol Value Chain (Scope 3) Accounting and Reporting Standard (2011)

Measurement

approach

Operational control due to the ability to take full ownership of all GHG emissions Lenovo can

directly influence and reduce

Operational

boundary

Lenovo accounts for 100% of the GHG emissions and removals from operations over which it

has control. Emissions from operations over which Lenovo does not exercise full control are

not included.

Scope

Source

Scope 1

•

Department for Energy Security & Net Zero: UK Government GHG Conversion Factors for

Company Reporting

Scope 2

(location-based)

Electricity:

•

International Energy Agency (IEA) Emissions Factors

•

US Environmental Protection Agency: The Emissions & Generation Resource Integrated

Database (eGRID)

•

2023 Electricity Carbon Dioxide Emission Factors by Ministry of Ecology and Environment of

the People’s Republic of China and the National Bureau of Statistics of China

Steam:

•

Department for Energy Security & Net Zero: UK Government GHG Conversion Factors for

Company Reporting

Scope 2

(market-based)

•

Association of Issuing Bodies (AIB) European Residual Mixes (EU, electricity)

•

Green-e® residual mix emissions rate (US, electricity)

•

2023 Electricity Carbon Dioxide Emission Factors by Ministry of Ecology and Environment of

the People’s Republic of China and the National Bureau of Statistics of China (China,

electricity)

•

Scope 2 (location-based) factors for regions not covered above (electricity)

Refer to renewable energy in Section 3.0 for renewable energy instruments used by Lenovo to

help reduce location-based Scope 2 emissions and calculate market-based Scope 2

emissions.

Scope 3

See the following table.

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Scope 3

Scope 3 category

Source of emission factor

Basis for selection

Purchased goods

and services

The US Environmentally-

Extended Input-Output

(USEEIO)

Purchased goods and services cover 100% production

suppliers. Due to data availability, emissions are estimated

based on procurement spending from previous fiscal year.

Capital goods

The 2012 Guidelines to

DEFRA GHG Conversion

Factors for Company

Reporting

Based on purchased capital goods in a given year with inflation

rate and exchange rate adjustment.

Fuel- and energy-

related activities

Same emission factors for

Scope 1 and Scope 2

(location-based) emissions

Activities (not included in Scope 1 or 2) include transmission

and distribution (T&D) losses from Lenovo's worldwide

purchased electricity and natural gas. A World Bank database

and ENERGY STAR® Performance Rating document were used

for determining T&D loss rates.

Upstream

transportation and

distribution

Emissions data provided by

third-party service provider

EcoTransIT

Product transportation emissions include finished goods

transport, from factories to customers. The calculation based

on Global Logistics Emission Council (GLEC) methodology.

EcoTransIT tool aligns with well-to-wheel (WTF) GHG

emissions. Includes warehouse emissions starting from FY

2022/23.

Waste generated

in operations

Ecoinvent, and Solid Waste

Management and

Greenhouse Gases: A Life-

Cycle Assessment of

Emissions and Sinks by US

EPA

Include nonhazardous waste, hazardous waste and wastewater

from all manufacturing, R&D locations and some large offices.

No product waste is included.

Business travel

Emission data provided by

third-party aviation

services, travel agencies

and car renting agencies

Based on information related to employee travel from third-

party aviation services, travel agencies, and car renting

agencies.

Employee

commuting

Commuting emissions

calculated by the GHG

Protocol tool for mobile

combustion. Electric

Vehicle commuting

emission factor sourced

from Department for

Energy Security & Net

Zero: UK Government GHG

Conversion Factors for

Company Reporting.

Emissions from remote

workers calculated by a

third party tool from

Sustainability Roundtable

Inc.

Lenovo conducted a worldwide employee survey. Based on

employees' responses and their extrapolation, the CO

emissions were estimated.

Use of sold

products

Emissions data provided by

Product Attribute Impact

Algorithm (PAIA) tool

The emissions associated with use and end-of-life treatment of

sold products were estimated on a “narrow” baseline for the

typical notebook, desktop, monitor, tablet, all-in-one, thin client

and server multiplied by sold or shipped product volumes.

End-of-life

treatment of sold

products

Emissions data provided by

PAIA tool

Downstream

leased assets

Same emission factors for

Scope 2 (location-based)

emissions

Include emissions associated with electricity consumptions

from the sites that Lenovo leases space to other tenants and is

not in operational control.

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Environmental data – Energy

Energy

2023/24

2024/25

2025/26

Energy consumption (MWh)

Total energy consumption

377,338

396,935

423,856

Direct (Fuel combustion)

22,760

25,498

16,042

By Source (Fuel detail):

Stationary combustion:

Gas/diesel oil

1,765

1,582

1,274

Natural gas

17,454

15,788

13,723

Liquefied petroleum gas

272

351

319

Mobile combustion:

On road diesel fuel

452

303

139

Gasoline/petrol

270

691

524

Liquefied petroleum gas

Jet Kerosene

2,533

6,748

See note 1.

Indirect (Purchased energy)

354,578

371,437

407,814

Electricity

337,276

357,310

393,835

Steam

16,724

13,547

13,336

Cooling

578

579

642

Energy consumption (gigajoules)

Total energy consumption

1,358,417

1,428,966

1,525,882

Direct (Fuel combustion)

81,936

91,793

57,751

By Source (Fuel detail):

Stationary combustion:

Gas/diesel oil

6,354

5,695

4,586

Natural gas

62,835

56,837

49,403

Liquefied petroleum gas

977

1,264

1,148

Mobile combustion:

On road diesel fuel

1,626

1,091

500

Gasoline/petrol

973

2,488

1,886

Liquefied petroleum gas

122

223

Jet Kerosene

9,120

24,293

See note 1.

Indirect (Purchased energy)

1,276,481

1,337,173

1,468,130

Electricity

1,214,193

1,286,316

1,417,806

Steam

60,207

48,769

48,010

Cooling

2,081

2,084

2,311

1 Totals may differ from exact sums of individual figures due to rounding. Excludes jet kerosene from FY 2025/26 onwards to

better reflect the nature of energy consumption and align with the GHG Protocol Corporate Value Chain (Scope 3) Standard,

under which the associated emissions are classified as Scope 3, as they relate to third-party operated aircrafts not owned or

controlled by the company. The reporting scope has been expanded to include an additional site in Vietnam from FY 2025/26

onwards. The estimation methodology has been updated in FY 2025/26 to apply prior-year, same-month data as a proxy for

sites where current-year data is unavailable, to improve the consistency and completeness of reported data.

2 Approximately less than 1% of purchased energy (electricity) is estimated based on energy use at Lenovo's similar facilities

with metered usage.

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Energy

2023/24

2024/25

2025/26

Renewable energy

Solar Energy (MWh)

16,956

19,846

19,956

Generation Capacity (MW)

Renewable Electricity Rate (%)

92%

94%

95%

Energy intensity (MWh per US$ million revenue)

Direct energy (Fuel combustion)

0.40

0.37

0.19

Indirect energy (Purchased energy)

6.24

5.38

4.91

1 Renewable energy generation capacity includes electric solar panels installed on buildings/plants in Brazil, China, Hungary,

Mexico, and the US.

Calendar Year (CY)

2023

2024

2025¹

ENERGY STAR® certified products availability (percentage of product)

Notebook Platforms

91%

88%

89%

Desktop Platforms

82%

85%

83%

Workstation Platforms

100%

Server Platforms

82%

71%

73%

Monitors

50%

52%

54%

1 In CY 2025 100% of Lenovo's Commercial Notebooks (ThinkPad) and Desktops (ThinkCentre), and 98% of its Commercial

Monitors (ThinkVision) are ENERGY STAR

certified.

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Environmental data – Waste

Waste

2023/24

2024/25

2025/26

Waste by category (metric tons)

Non-hazardous waste

47,780

54,032

62,617

Hazardous waste

672

686

1,106

Total

48,452

54,717

63,723

Total diverted from disposal

42,362

49,194

57,205

Total directed to disposal

6,090

5,521

6,518

Waste intensity metrics (metric tons per US$ million revenue)

Non-hazardous waste

0.8

Hazardous waste

0.0

Waste diverted from disposal by recovery operation (metric tons)

Total non-hazardous waste diverted for recovery

42,002

48,661

56,572

Resale/Reuse

21,937

23,643

29,539

Recycling

20,065

25,018

27,033

Total hazardous waste diverted for recovery

360

533

633

Waste directed to disposal by disposal operation (metric tons)

Total non-hazardous waste

5,778

5,371

6,046

Incineration

2,827

2,022

2,790

Incineration with energy recovery

1,674

2,328

2,313

Landfilling

1,277

1,021

942

Total hazardous waste

312

150

472

Incineration

289

119

298

Landfilling

0.0

0.1

Treatment

174

Reported incident

Number of reported incident

1 Lenovo's day-to-day operations around the globe generate nonhazardous waste and minimal quantities of hazardous waste.

Waste data includes site waste from manufacturing, processes and operations, research and development sites, and large

offices. Small offices may voluntarily report waste data. The estimation methodology has been updated in FY 2025/26 to apply

prior-year, same-month data as a proxy for sites where current-year data is unavailable, to improve the consistency and

completeness of reported data.Waste from products is reported separately. Totals may differ from exact sums of individual

figures due to rounding. Waste intensity metrics are disclosed starting in FY 2025/26 to enhance comparability. The reporting

scope has been expanded to include an additional site in Vietnam from FY 2025/26 onwards. This has resulted in increases

across multiple environmental metrics, with the most notable impact observed in hazardous waste volumes, which may affect

comparability with prior periods.

2 E-waste generated at Lenovo's sites is also included in PELM data.

3 Batteries collected at Lenovo's sites are also included in the PELM data.

4 Lenovo does not operate any onsite recovery operations; all wastes are separated onsite to be collected by third-parties for

recovery offsite. Waste diverted from disposal through recovery operations may vary depending on production levels, with

higher production typically resulting in higher volumes diverted.

5 Recycling includes some composting of nonhazardous, organic wastes.

6 All hazardous waste diverted for recovery was diverted for recycling.

7 Lenovo does not operate any onsite disposal operations; all wastes are separated onsite to be collected by third-parties for

disposal offsite.

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Environmental data – Water

Water*

2023/24

2024/25

2025/26

Water withdrawal (megaliters)

All areas

1,2

1,420

1,465

1,473

By source (% of total):

Groundwater

<1%

<2%

Third parties

>99%

>98%

99%

Areas with water stress

731

739

752

By source (% of total):

Groundwater

<1%

<2%

Third parties

>99%

>98%

99%

Surface water

90%

93%

Groundwater

Water discharge (megaliters)

All areas

1,400

1,443

1,442

By destination (% of total):

Groundwater

<1%

Third parties

>99%

99%

Areas with water stress

720

726

740

Wastewater exceedances

Water consumption (megaliters)

All areas

Areas with water stress

Water intensity metrics (cubic meters per person)

Withdrawal intensity

See

note 5.

Discharge intensity

Consumption intensity

0.3

Water intensity metrics (cubic meters per US$ million revenue)

Withdrawal intensity

17.7

Discharge intensity

17.4

Consumption intensity

0.4

Reported incident

Number of reported incident

1 "All areas" includes all Lenovo's manufacturing, research and development sites, and large office. Small offices may voluntarily

report water data. The reporting scope has been expanded to include an additional site in Vietnam from FY 2025/26 onwards.

This has resulted in increases across multiple environmental metrics, with the most notable impact observed in water

consumption figure, which may affect comparability with prior period. The estimation methodology has been updated in FY

2025/26 to apply prior-year, same-month data as a proxy for sites where current-year data is unavailable, to improve the

consistency and completeness of reported data.

2 All water withdrawals are estimated to be freshwater withdrawals. Due to Lenovo's reliance on third-parties for the majority

of its water withdrawals, it is not possible to determine the exact parameters of all sources, however it is reasonable to assume

the majority of the sources had low Total Dissolved Solids (TDS) based on local knowledge and communication with third-

parties.

3 Areas with water stress are areas with high or extremely high baseline water stress according to World Resources Institute’s

Aqueduct Water Risk Atlas. Values reported for areas with water stress are a subset of values reported for all areas.

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4 Third-party withdrawal by source was collected for all Lenovo's environmentally significant sites (which are Lenovo's

manufacturing and R&D locations). In FY 2025/26, these locations comprised approximately 93% of Lenovo's third-party

withdrawal from water stressed areas. The remaining 7% are primarily from office locations that often require less water and

operate as part of a larger office complex where they may not be directly billed by the third-party responsible for withdrawals.

5 Water intensity metrics are based on Lenovo's total global headcount which includes the headcount of the excluded small

office locations mentioned in Note 1. Updated to utilize revenue for calculation of water intensity metrics to be consistent with

other environmental intensity figures starting in FY 2025/26.

* Totals may differ from exact sums of individual figures due to rounding. Where metrics were previously disclosed using

greater-than (>) or less-than (<) symbols, they are disclosed as rounded percentages to enhance accuracy starting in FY

2025/26.

Environmental data – Packaging

Packaging

2023/24

2024/25

2025/26

Total packaging material used for finished products (metric tons)

80,154

82,141

97,035

Average packaging weight per unit by product category (grams):

Notebook

559

526

522

Desktop

1,739

1,366

1,899

Server

4,614

2,920

3,319

Workstation

2,198

1,261

Monitor

1,815

1,806

2,187

Smartphone

113

109

Tablet

444

350

420

Accessory

300

216

1 Total packaging material used is estimated using the average packaging weight per unit and total shipping volumes. During

FY 2025/26, the methodology was updated to source shipping volume data from a centralized system to enhance consistency

and comparability. Average packaging weight per unit by product category may fluctuate year on year due to changes in

product mix, packaging configurations, and material transitions.

Environmental data – Product End-of-Life management

Product End-of-Life Management (PELM) Disposition (metric tons)

Calendar Year (CY)

2023

2024

2025

Reused

2,948

2,797

See

note 2.

Recycled

30,111

32,806

Waste to Energy (WTE)

371

1,017

Incinerate

104

694

Landfill

246

511

Total

33,780

37,825

1 Lenovo's Product End-of-Life Management (PELM) and Product Take Back (PTB) includes materials from customers and

company-owned returns, manufacturing and R&D scrap, and employee equipment from real estate sites. These metrics

represent all data received from PELM suppliers as of the time of publication of this report. Year-on-year variations may occur

due to changes in data availability.

2 At the time of publication of this report, data from various regulatory programs/schemes was not available. Lenovo will

publish the CY 2025 PELM and PTB data on the corporate ESG webpage www.lenovo.com/recycling when it becomes available.

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Environmental data – Product take back

Product Take Back (PTB) Disposition (metric tons)

2023

2024

2025

Reused

2,648

2,590

See

note 2.

Recycled

26,761

31,779

Waste to Energy (WTE)

366

1,017

Incinerate

104

694

Landfill

246

506

Total

30,125

36,586

1 Lenovo's Product End-of-Life Management (PELM) and Product Take Back (PTB) includes materials from customers and

company-owned returns, manufacturing and R&D scrap, and employee equipment from real estate sites. These metrics

represent all data received from PELM suppliers as of the time of publication of this report. Year-on-year variations may occur

due to changes in data availability.

2 At the time of publication of this report, data from various regulatory programs/schemes was not available. Lenovo will

publish the CY 2025 PELM and PTB data on the corporate ESG webpage www.lenovo.com/recycling when it becomes available.

Environmental data – Use of recycled plastics

Use of recycled plastics in products (kilograms)

2023

2024

2025

Plastics Containing Recycled Content (PCRC)

9,671,002

12,059,561

13,085,366

Net Post-Consumer Recycled Content (PCC)

7,983,623

9,020,680

9,383,682

Net Closed-Loop Post-Consumer Recycled Content (CL PCC)

6,630,995

6,284,324

6,333,852

1 These metrics represent all data received from recycled plastics suppliers at the time of publication.

Cumulative total use of recycled plastics in products since early 2005 (kilograms)

2024

2025

Gross containing PIC, PCC, and/or CL PCC

152,089,227

165,174,593

Net PCC

57,868,034

67,251,716

Net CL PCC

31,215,971

37,549,823

1 These metrics represent all data received from recycled plastics suppliers at the time of publication.

Recycled content usage in products

2023

2024

2025

Number of products that use CL PCC

315

222

226

100

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Business practices data

2024/25

2025/26

Training – Completion rate (percentage)

Security Essentials and Privacy Basics training

100%

Mandatory eLearning Code of Conduct training including topics of:

1,2

99%

See note 2.

Anti-competitive practices and fair competition

Anti-bribery and corruption

Whistleblowing and investigations

Anti-money laundering

Insider trading

Export Control training

99%

Anti-bribery, Whistleblowing and Investigations training

99%

Number of concluded cases

Number of concluded legal cases regarding corruption

LenovoLine

Percentage of anonymous reporters

39%

34%

Number of cases received involving ethics and compliance

306

367

Number of cases closed and addressed accordingly

267

350

1 Percentage of computer-based employees who completed mandatory eLearning course assigned in the reporting period. This

includes senior management and executives who have access to the Grow@Lenovo eLearning system through their company-

provided assets.

2 The Code of Conduct training is conducted on a biennial basis. Anti-bribery, Whistleblowing and Investigations training and

Export Control training form part of the Code of Conduct training and are delivered separately as standalone courses in

alternate years.

3 In FY 2024/25, Lenovo concluded a legal case in China stemming from an internal investigation that revealed inappropriate

practices involving three former employees and a third-party business partner. The court found that the employees colluded

with the third-party business partner to falsify sales contracts, enabling the purchase of Lenovo products at discounted prices

and their resale to a Lenovo affiliate at inflated rates. Following the court’s conviction, criminal penalties, including

imprisonment, were levied against the former employees and the business partner involved. In response, Lenovo took swift and

decisive action by enhancing internal controls, reinforcing compliance protocols, recovering illicit gains, and terminating

relationships with the employees and the business partner involved. The case had minimal impact on Lenovo’s business

operations and underscores Lenovo’s ongoing commitment to integrity and ethical business conduct.

4 This figure represents the number of cases received and handled by the Investigations Oversight Committee.

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Global supply chain ESG data

2024/25

2025/26

Supplier spend with local suppliers (percentage)

Estimated production supply spend with local suppliers in China

80%

78%

Estimated production supply spend with local suppliers in other manufacturing

countries or regions

20%

22%

Production procurement suppliers geographic distribution

Total

554

582

Asia Pacific

130

Chinese mainland

244

262

Europe

India

Latin America

North America

128

134

Master Procurement Process indicator and result

Number of production procurement suppliers assessed via new supplier validation

process

158

188

Supplier RBA assessment labor-related result

Number of suppliers with identified major labor findings

Suppliers and renewable energy (percentage)

Suppliers by spend with public renewable energy goals

72%

89%

Suppliers by spend with tracking and reporting renewable energy generation and

purchases

95%

96%

1 Lenovo considers local suppliers as those that operate in the same country as its significant locations of operations. In FY

2025/26, its significant locations of operations included manufacturing locations in Brazil, China, Hungary, India, Japan, Mexico,

US, and Vietnam.

2 The geographic distribution Lenovo’s production procurement suppliers is determined as of the end of 2025. Lenovo has

identified all production procurement suppliers as critical suppliers and all the identified suppliers are included. The allocation is

determined based on the registered legal entity of the headquarters of suppliers. No significant change in data or calculation

methodology compared with previous year.

Select supplier ESG performance indicators and results (percentage by procurement spend)

2023/24

2024/25

2025/26

RBA compliance

VAP assessments

94%

93%

97%

RBA VAP recognition

90%

91%

95%

Factory of Choice recognition

22%

23%

Environmental impact

Suppliers with public GHG reduction goals

95%

96%

Suppliers with third-party verification of their GHG emissions data

91%

94%

96%

Suppliers with/committed to setting science-based target

42%

51%

53%

Suppliers with public water reduction goals

85%

86%

79%

Suppliers with public waste reduction goals

77%

80%

78%

102

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Supplier RBA assessments historical average scores

2023

2024

2025

Suppliers

Labor score

165

168

164

Health and safety score

182

181

184

Environmental score

197

195

Ethics score

200

199

Management score

195

189

199

Total score

169

172

Average number of priority findings

0.1

Average number of major findings

4.3

3.9

ODM partners

Labor score

171

176

177

Health and safety score

193

184

190

Environmental score

196

194

Ethics score

199

194

199

Management score

194

186

197

Total score

178

175

179

Average number of priority findings

0.0

Average number of major findings

3.2

3.0

1 Scores are based on calendar year. Scores represent the historical average results of supplier assessments conducted in

accordance with the Responsible Business Alliance (RBA) Validated Assessment Program (VAP) methodology. The scores

reflect suppliers’ performance across RBA Code of Conduct categories and are based on third-party audit findings. RBA VAP

scores range from 0 to 200, with higher scores indicating stronger conformance with the RBA Code of Conduct and fewer audit

findings.

2 The average number of findings is calculated based on the total number of findings and total number of reports per calendar

year.

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103

Lenovo Environmental Social Governance Report — page 104

Lenovo Environmental Social Governance Report — page 105

8.0

ESG KPIs

and EMS

targets

106

ESG KPIs and EMS targets

Lenovo Environmental Social Governance Report — page 106

ESG KPIs and EMS targets

Lenovo manages ESG performance through three interrelated mechanisms: long

term corporate ESG KPIs,

objectives and targets established under its ISO 14001 Environmental Management System (EMS), and

greenhouse gas (GHG) emission reduction targets validated by the Science Based Targets initiative (SBTi). The

company's ESG KPIs and select, additional EMS objectives and targets are presented in the environmental table

below. The full set of FY 2025/26 EMS objectives and targets can be viewed on

Lenovo's website

Long

term corporate ESG KPIs

: In FY 2021/22, Lenovo established its first set of long

term ESG KPIs. These KPIs

were approved by Lenovo’s ESG Executive Oversight Committee, Lenovo Executive Committee, and the Board of

Directors. Progress toward these KPIs is reported in the tables below.

EMS objectives and targets:

Lenovo’s ISO 14001–certified EMS is the framework used to drive continual

environmental improvement. Within the EMS framework, commitments are structured as objectives, supported by

measurable targets. All long

term ESG KPIs related to environmental topics are incorporated into the EMS.

SBTi

validated GHG emission reduction targets:

Lenovo’s EMS is also the primary management system used to

implement and track progress toward its SBTi

validated GHG emission reduction targets. Given their distinct

methodology, scope, and external validation requirements, Lenovo’s SBTi targets are presented separately.

Lenovo’s SBTi

validated targets and progress toward achieving them can be found in Section 3.0 of this report.

2025 ESG KPIs and EMS targets

Environmental

Long-term corporate ESG KPIs (also managed as EMS objectives and targets)

Climate

change

mitigation

Lenovo has set

aggressive, science-

based greenhouse gas

emission reduction

goals.

By FY 2025/26, 90% of our global

operations’ electricity will be obtained from

renewable sources.

Met

By FY 2025/26, we will remove one million

tons of greenhouse gas emissions from our

supply chain.

Partially

met

By FY 2029/30, we will achieve 50%

improvement in energy efficiency of Lenovo

desktops

and servers.

On track

By FY 2029/30, we will achieve 30%

improvement in energy efficiency of Lenovo

notebooks

and Motorola products.

On track

Circular

economy

Lenovo is transitioning

to a circular economy

through innovations in

our supply chain,

product design and

services.

By FY 2025/26, 84% of repairs can be done

at the customer site, without having to send

their PC to a service center.

Met

By FY 2025/26, 76% of repairable PC parts

returned to our service center will be

repaired for future use.

Met

By FY 2025/26, we will have enabled the

recycling and reuse of 800 million pounds

of end-of-life products.

Met

KPI type

Commitment

KPI

Progress

through

FY 2025/26

UNGC SDG

8.0 ESG KPIs and EMS targets

106

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Sustainable

materials

Lenovo is focused on

integrating sustainable

materials and

minimizing waste

through innovative

product and packaging

design.

By FY 2025/26, 100% of PC products will

contain post-consumer recycled content

materials.

Met

By FY 2025/26, we will use 300 million

pounds of post-consumer recycled content

plastics in our products.

Met

By FY 2025/26, 100% of smartphone

products and accessories will be free of

PVC and BFR.

Met

By FY 2025/26, 90% of PC products plastic

packaging will be made from recycled

materials.

Met

By FY 2025/26, smartphone packaging will

use 50% less single-use plastics and reduce

in size/volume by 10% and 60% of

smartphone packaging will be made from

recycled materials.

Met

Select, additional EMS objectives and targets

Waste

Management

Minimize environmental

impacts associated

with solid waste

generated from Lenovo

operations and

products.

Maintain a global non-hazardous waste

recycling rate > 90% (+/-5%).

Met

Water

Management

Minimize environmental

impacts associated

with water withdrawal

from Lenovo

operations and

products.

Achieve reduction of 1.8 metric tons in

water withdrawal per capita at

manufacturing sites globally by FY

2029/30.

Met

KPI type

Commitment

KPI

Progress

through

FY 2025/26

UNGC SDG

1. Our goals support our emissions reduction targets, which were approved by the Science Based Targets initiative (SBTi).

2. May be accomplished through installation of onsite renewable energy generation, entry into power purchase agreements

(PPA) with power providers and/or the purchase of renewable energy credits.

3. Relative to FY 2018/19 measured emissions.

4. Energy efficiency improvement on average for comparable products relative to FY 2018/19. Excludes gaming notebooks.

5. Energy efficiency improvement on average for comparable products relative to FY 2020/21.

6. Excludes Android tablets and visuals.

7. Measured by value.

8. Cumulative total since 2005.

9. Excludes tablets and accessories.

10. Cumulative total since 2005.

11. Controlled at 1,000 ppm.

12. Measured by weight and excludes tablets, accessories, and monitors.

13. Relative to FY 2020/21. Excludes Lenovo smartphone packaging. Includes motorola razr smartphone packaging starting in

FY 2023/24.

14. Percent of non-hazardous solid waste disposed of through reuse, recycling, or composting. Does not include incineration

with energy recovery.

15. Relative to a base year of FY 2018/19. Excludes service and repair sites.

16. Business growth resulted in higher upstream production and associated emissions, which were not fully offset by planned

supply chain decarbonization initiatives. Lenovo continues to advance actions to scale emissions reductions in line with future

growth.

17. Based on verified data to date and preliminary data for the remaining last quarter, the company is assessed to have met the

five-year KPI.

Lenovo Group Limited 2025/26 Environmental, Social and Governance Report

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Lenovo Environmental Social Governance Report — page 108

Social

KPI type

Commitment

KPI

Progress

through

FY 2025/26

UNGC SDG

Inclusive

workplace

Lenovo believes

smarter technology for

all means everyone. If

we truly want to

innovate for society,

we must design

products and solutions

that are inclusive of our

global customers'

needs.

By FY 2025/26, we aspire to grow the

global representation of women in

executive roles to 27% (from 21% in 2020).

Partially

met

By FY 2025/26, we aspire to grow the

representation of executives in the US from

historically underrepresented ethnic and

racial groups to 35% (from 29% in 2020).

Partially

met

By FY 2025/26, 75% of Lenovo’s products

will be vetted by inclusive design experts to

ensure they work for everyone, regardless

of physical attributes or abilities.

Met

Philanthropy

Lenovo philanthropy

provides smarter

technology for all by

empowering

underrepresented

communities with

access to technology

and STEM education.

By FY 2025/26, Lenovo philanthropy will

impact 15 million lives and transform one

million lives through philanthropic programs

and partnerships.

Met

By FY 2025/26, Lenovo philanthropy will

engage one in four employees in its

charitable programs (volunteerism and

matching gifts)

1,2

Met

1. Includes Lenovo regular employees only. Excludes contractors, third-party or contracted consultants and vendors, and interns.

2. Engagement is defined to include both unique number of employees engaged and total instances of employee engagement,

and considers data measurement capabilities.

. For more information on the status of this KPI, see the

Message from Lenovo's Chief Inclusion Officer

in Section 4.0.

4. Results were shaped by overall talent flow and pipeline availability over the period. Meaningful progress continues through

merit

based talent practices and leadership development.

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Lenovo Environmental Social Governance Report — page 109

Governance

KPI type

Commitment

KPI

Progress

through

FY 2025/26

UNGC SDG

Corporate

governance

Lenovo is focused on

building a long-term,

sustainable business

that reflects our vision

of smarter technology

for all. Lenovo is

focused on integrating

ESG priorities into our

day-to day operations.

We continue to hold regular ESG Executive

Oversight Committee meetings to include

the interests of the business in ESG strategy

discussions, assess the progress of our ESG

initiatives, and evaluate the continued

relevancy of our programs to Lenovo’s long

term business strategy.

Met

We continue to propose recommendations

to senior leadership regarding effective

management of ESG risks and programs.

Met

We continue to provide regular updates on

ESG topics to the Board of Directors.

Met

Ethics

Lenovo fosters a

culture that strives to

attain the highest

standards of ethical

business conduct and

compliance with all

laws and regulations

wherever it operates.

We continue to advance our global ethics

and compliance program through program

and training enhancements.

Met

Through FY 2025/26 and beyond, we will

obtain recognition for leadership in this

area.

Met

Privacy

Lenovo commits to

continuously improve

its privacy program.

Through FY 2025/26 and beyond, we will

improve customer experience by making it

easier for customers to request their

personal information and by improving the

speed in which Lenovo respond to these

requests.

Met

Through FY 2025/26 and beyond, we will

improve the management and

accountability of privacy impact

assessments and pre-launch privacy

compliance reviews.

Met

Through FY 2025/26 and beyond, we will

enhance existing training materials and

continue to deliver privacy-focused training

programs to Lenovo employees.

Met

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2030 ESG KPIs

The measurement period for most of Lenovo’s 2025 long

term ESG KPIs concludes at the end of FY 2025/26. The

tables below set out Lenovo’s newly approved ESG KPIs, which will replace the 2025 KPIs and guide the

company’s next phase of ESG priorities and performance management.

Environmental

Climate

change

Lenovo aims to achieve net-

zero greenhouse gas

emissions by 2050.

Lenovo will continue to pursue its SBTi-validated targets aligned

with its 2050 net-zero commitment.

100% of our global operations’ electricity will be obtained from zero

carbon sources

by 2030

, excluding markets that have electricity

consumption up to 100 MWh/year and markets where it is not

technically, financially, or commercially feasible to source zero

carbon energy.

Resource

efficiency

Lenovo supports a more

circular, resource-efficient

economy through its supply

chain, product design, and

services.

By 2030

, Lenovo will improve resource efficiency by using

200,000 metric tons of sustainable materials

in our packaging and

products, and enabling the recycling and reuse of 160,000 metric

tons of end-of-life products.

Through 2030

, Lenovo will continue to pursue greater resource

efficiency and report the percent of Lenovo’s annual revenue

supporting a more resource-efficient economy

Topic

Aspiration

KPI

Social

Inclusion

Lenovo's vision of smarter

technology for all can only

be achieved when inclusion

is designed into our

workforce, processes,

products and solutions.

Lenovo aspires to increase representation of women executives

globally.

Lenovo will advance inclusive and accessible product design by

offering an Inclusive Design training course to all employees

delivering specialized Ambassador Program training sessions twice

per year, and reporting participation rates annually through 2030

Philanthropy

Lenovo philanthropy

provides smarter technology

for all by empowering

underrepresented

communities with access to

technology and STEM

education.

By 2030

, Lenovo philanthropy will impact 30 million lives through

philanthropic programs and partnerships.

Topic

Aspiration

KPI

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Governance

Lenovo is focused on

building a sustainable

business bolstered by robust

governance programs that

proactively navigate risks,

pursue innovation and

opportunity while

maintaining compliance and

trust among its stakeholders.

Lenovo commits to continuously advance its ethics program

through governance and training enhancements.

Lenovo commits to continuously improve its privacy program with

a focus on improving the customer experience with Lenovo's

privacy program and enhancing internal processes and training.

Lenovo commits to continuously improve its security

program with

a focus on raising awareness around security risks and best

practices and delivering security process and training programs.

Lenovo commits to continuously improve its responsible AI

program with a focus on enhanced processes and AI-focused

trainings that align to its AI Policy.

Lenovo is committed to continuously strengthening its

sustainability performance by participating in external ESG

assessments to support transparency and ongoing improvement.

Topic

Aspiration

KPI

1. Based on Lenovo's Scope 2 boundary. Lenovo's definition of "zero carbon sources" aligns with the most recent SBTi guidance,

which may include renewable energy or any technology that does not generate any GHGs during the production of electricity

(e.g., wind, solar, hydro, nuclear, batteries).

2. By March 31, 2031.

3. From January 1, 2026 to December 31, 2030.

4. Based on Lenovo’s

Scope of Sustainable Materials

5. Based on Lenovo’s

Scope of Products and Services Supporting a More Resource-Efficient Economy

6. Lenovo regular indirect labor employees.

7. From April 1, 2026 to March 31, 2031.

8. Security refers to Lenovo’s comprehensive security framework, which includes infrastructure, product and services, supply

chain, and physical security, with data privacy and security at its core.

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9.0

Appendix

114

Scope of the report

115

Supplemental climate-related

disclosures

119

The Hong Kong Stock Exchange's

ESG Reporting Code content index

Lenovo Environmental Social Governance Report — page 113

Lenovo Environmental Social Governance Report — page 114

Scope of the report

The contents of this report apply to Lenovo Group Limited (HKD counter stock code: 992 / RMB counter stock

code: 80992) (the Company), together with its principal Lenovo-branded and Motorola-branded subsidiaries.

Where certain topics also include other principal subsidiaries, it is explained below. The scope of the Lenovo's

report topics and their boundaries within its value chain are detailed in the table below.

Product

development

Supply

chain

Manufacturing

Sales &

marketing

Distribution

Use/End

of Iife

ESG report scope of coverage

Explanation of scope changes

from FY 2024/25

Environment

Emissions/

Climate change

•

Lenovo, Motorola Mobility, LCFC,

Medion, NEC PC, FCCL, LPS

Added LPS to reflect newly

reporting entity for this topic.

Energy

•

Lenovo, Motorola Mobility, LCFC,

Medion, NEC PC, FCCL, LPS

Added LPS to reflect newly

reporting entity for this topic.

Product

packaging and

materials*

•

Lenovo, Motorola Mobility, LCFC

No change

Waste/Recycling*

•

Lenovo, Motorola Mobility, LCFC,

Medion, NEC PC, FCCL, LPS

Added LPS to reflect newly

reporting entity for this topic.

Water

•

Lenovo, Motorola Mobility, LCFC,

Medion, NEC PC, FCCL, LPS

Added LPS to reflect newly

reporting entity for this topic.

Social

Community/

Philanthropy

•

Lenovo, Motorola Mobility

No change

Inclusion

•

Lenovo, Motorola Mobility

No change

Human rights

•

Lenovo, Motorola Mobility.

Includes LCFC.

No change

Safety

•

Lenovo, Motorola Mobility, LCFC

and NEC PC

No change

Training &

development

•

Lenovo, Motorola Mobility, LPS,

FCNT, and NEC PC.

Added LPS, FCNT, and NEC

PC to enhance accuracy.

Employee

representation

•

Lenovo, Motorola Mobility, NEC

PC, and LPS for all metrics

except noted otherwise. Number

of employees, percentage of

employees by region, and

percentage of employees by

workforce representation metrics

also include Sunny IT, FCCL,

Medion, LCFC, and Net App.**

No change

Governance

Economic

performance

•

See the FY 2025/26 Annual

Report’s Notes to the financial

statements

See the FY 2025/26 Annual

Report’s Notes to the financial

statements

Ethics/Integrity

•

Lenovo, Motorola Mobility

No change

Data privacy/

Security

•

Lenovo, Motorola Mobility

No change

Management of

•

Lenovo, Motorola Mobility

Added this line item as AI is a

material topic

Product quality

•

Lenovo, Motorola Mobility, LCFC

No change

Regulatory/

Compliance

•

Lenovo, Motorola Mobility, LCFC

No change

Innovation

•

Lenovo, Motorola Mobility

No change

* As part of "Circular economy" report topic

** Includes entities with comparable compensation policies and excludes LPS. For details on scope of pay equity data, see Note

2 of the "Pay equity" data table in the "Supplementary workforce information" subsection of Section 7.0 Consolidated metrics.

9.0 Appendix

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Supplemental climate-related disclosures

Lenovo discloses the following supplemental climate-related information as it continues to enhance its reporting

in response to a rapidly evolving ESG reporting landscape. These disclosures are based on the best available

information at the time of the report’s publication. Disclosures in subsequent reports will reflect any improved

reporting practices.

Governance

Lenovo implements governance process, controls, and procedures to monitor, manage, and oversee climate-

related risks and opportunities. Detailed information can be viewed in

ESG governance

Risk management and strategy

Lenovo has identified relevant climate-related physical and transition risks and opportunities through its risk

management practices including the use of a climate-related scenario analysis. Additional information on the

process Lenovo uses to identify, assess, prioritize, and monitor climate-related risks and opportunities can be

viewed in

Climate change risks and opportunities and management

and

ESG governance

. During FY 2025/26,

Lenovo utilized the IBM Climate Risk Insights application to assist with the process execution. There were no

significant changes to the process compared to the previous reporting period. Lenovo also has a climate

transition plan in response to climate-related risks and opportunities. View

here

for Lenovo’s most recent climate

transition plan.

Lenovo performed exploratory scenario analysis using the IBM Climate Risk Insights tool. Lenovo selected

physical risks and transition risks scenarios shown below. The Net Zero 2050 scenario limits global warming to

1.5°C that aligns with the Paris Agreement, which is the latest international agreement on climate change.

The inputs and approach of the climate-related scenario analysis are as follow:

Scope of analysis

•

Over 200 assets owned and/or operated globally

•

Including headquarter, manufacturing sites, research and development, and operating offices

•

Assets book value less than US $50,000 not included in the assessment

Scenarios used and sources – Physical and transition risks

•

Physical risk scenarios: RCP 2.6, RCP 4.5, RCP 6.0, RCP 8.5

•

Transition risk scenarios: Below 2°C, Current Policies, Delayed Transition, Fragmented World, Low Demand,

Nationally Determined Contributions, Net Zero 2050

The scenarios sourced from RCP scenarios are established by IPCC and long term climate scenarios are

developed by NGFS.

The sources selected provide time frames that align with Lenovo's strategic planning, taking into account

Lenovo's financial planning and SBTi targets and aligns with the Paris Agreement.

The scenarios chosen will help Lenovo assess the level of exposure from physical and transition risks, and

support future strategic planning.

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Time horizons

Short term: 0-1 year

Medium term: 2030

Long term: from 2050

The time horizons align with Lenovo's strategic planning, taking into account Lenovo's financial planning and

SBTi targets.

Assumptions

•

Analysis conducted in FY 2025/26, expect asset locations to remain the same over the time horizons

•

Mitigation measures will remain the same, asset lifting has been applied to the entire portfolio

•

Financial data based on Lenovo FY 2024/25 Annual Report

•

Utilizing the IBM Climate Risk Insights application's underlying data and model assumptions

Key assumptions made in each scenario analysis and areas of uncertainty related to each time horizon include

emissions level, physical impact, global policy response, technological impacts, population, economics, carbon

price, energy demand, energy mix, and technology investment.

The identified climate-related risks and opportunities are as follow:

Risk: Non-compliance with legislation

Opportunity: Improved resilience to future regulatory changes

Lenovo identified non-compliance with legislation as a climate-related transition risk in the medium term. The risk

is more prominently associated with product and reporting non-compliance. Expanding and rapidly evolving

environmental regulations requiring additional management, tracking, and reporting of climate-related

information may lead to increased stress on existing resources and rising expenses. The potential added

operational and financial burden may indirectly increase the risk of inadvertent non-compliance with legislation.

Corresponding to the aforementioned risk, Lenovo identified improved resilience to future regulatory changes as

a climate-related opportunity in the short to medium term. Proactive adaptation to those regulations enables

Lenovo to manage transition risk while enhancing resilience. The improved resilience may create opportunities to

turn regulatory foresight into competitive advantage, reduce compliance costs, enable business continuity under

policy uncertainty, and enhance access to capital.

Lenovo has multiple mechanisms in place to address this risk and opportunity, such as robust corporate

governance including ESG governance, product quality management practices, and risk management and internal

control processes. Details can be viewed here:

•

Management’s discussion & analysis on legal, regulatory, and compliance risk, and corporate governance

report in

FY 2025/26 Annual Report

•

Product quality management

•

ESG governance

For current year, expenses related to addressing this risk and opportunity which were incurred included costs

related to participation in trade organizations that help track emerging ESG regulations and engaging external

consultancies. These expenses pertained to various environmental matters in addition to climate change. As such,

the financial impact directly tied to addressing the risk and opportunity were not quantifiable. Lenovo continues

to refine its ability to separately track expenses more directly attributable to addressing climate-related risks and

opportunities. These expenses are vulnerable to change, and the likelihood and magnitude of change could be

influenced by multiple factors including increasing regulatory requirements and evolving consumer preferences.

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Risk: Changing customer behavior

Opportunity: Develop new products and services through R&D and innovation

Lenovo identified changing customer behavior as a climate-related transition risk in the short term. Lenovo

recognizes risks associated with climate-related effects on broad-based economic considerations including

product demand, pricing, and consumer spending. Lenovo observed customer behavior changes toward more

environmentally conscious products. Without taking into consideration these customer behavior changes in

product and service development process, Lenovo could potentially be exposed to risks such as decreased

revenue or lowered demand of Lenovo products.

Corresponding to the aforementioned risk, Lenovo identified the development of new products and services as a

climate-related opportunity in the short term. Lenovo recognizes an opportunity in changes to product efficiency

regulations and standards driven by climate aspects. Lenovo expects that more regulations on energy efficiency

will be developed worldwide as more countries take action on climate change. Lenovo’s historical and continued

focus on product and operations energy efficiency provides a positive product differentiator in a regulatory

environment that increasingly values these attributes.

Lenovo has multiple mechanisms in place to address this risk and opportunity including innovating and

embedding environmental considerations in its products. Details can be viewed here:

•

Innovation

•

Environmentally conscious products

For current year, expenses related to addressing this risk and opportunity which were incurred included costs

related to obtaining eco-labels and certifications such as EPEAT, TCO, and ENERGY STAR®.

The expenses were not separately identifiable to this climate-related risk and opportunity specifically as they

were not solely related to nor attributable to responding to the risk and opportunity. As such, the financial impact

directly tied to addressing this risk and opportunity were not quantifiable. Lenovo continues to refine its ability to

separately track expenses more directly attributable to addressing climate-related risks and opportunities. These

expenses are vulnerable to change. The change and its likelihood and magnitude could be influenced by multiple

factors including emerging standards, available and obtainable certifications, and evolving stakeholder

expectations and preferences.

Risk: Severe weather events

Lenovo identified severe weather events such as cyclone, hurricane, and flooding as an acute climate-related

physical risk in the medium term. The majority of Lenovo’s suppliers have operations within China, therefore, the

multiple basins across China present potential risks to these operations. Depending on the severity and location

of an extreme weather event, it could impact Lenovo’s supply chain and production capacity by causing delays or

decreases in component supply to Lenovo products.

Lenovo has multiple mechanisms in place to address this risk including implementing efforts that specifically

address supply chain resilience and managing supply or production geographical concentration. Details can be

viewed here:

•

Supply chain resilience

•

Management’s discussion & analysis on operational risks in

FY 2025/26 Annual Report

For current year, approximated flood insurance premium expenses of US $1,200,000, representing less than 0.04

percent of total administrative expenses, were incurred related to this risk. Flood insurance premium expenses are

vulnerable to change. The change and its magnitude and likelihood could be influenced by multiple factors

including varying risk exposure and change in frequency and severity of extreme weather.

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Opportunity: Improved ratings by sustainability or ESG indexes

Lenovo identified improved ratings by sustainability or ESG indexes as a climate-related opportunity in the short

to medium term. Lenovo participates in multiple ESG ratings and surveys such as EcoVadis, CDP, and MSCI,

throughout the year and recognizes the competitive advantage of better ratings with both customers and

investors. Improved ratings may create opportunities to enhance reputation, brand value, and credibility with

investors, customers, and business partners.

Lenovo has multiple mechanisms in place to address this opportunity including maintaining and improving

mandatory and voluntary ratings and surveys through internal gap assessment and external consultation,

continuing to deliver strong performance on climate change program and other ESG topics that could potentially

contribute to better ratings. Details can be viewed here:

•

Climate Change

•

ESG governance

•

Supply chain ESG practices

•

Innovation

•

Environmentally conscious products

For current year, expenses related to capturing this opportunity which were incurred including costs associated

with engaging external consultation and managing and improving ESG program in different business units and

functional groups. The expenses were not separately identifiable to this climate-related opportunity specifically as

they were not solely related to nor attributable to responding to the opportunity. As such, the financial impact

directly tied to capturing this opportunity were not quantifiable. Lenovo continues to refine its ability to

separately track expenses more directly attributable to capturing climate-related opportunities. These expenses

are aligned with the identified opportunity and are vulnerable to change. The change and its likelihood and

magnitude could be influenced by multiple factors including emerging standards, available and obtainable

certifications, and evolving stakeholder expectations and preferences.

Overall current and anticipated impacts

The aforementioned current and anticipated impacts of identified risks and opportunities are considered a part of

normal business operations and are expected to remain stable, Lenovo does not expect nor is aware of any

relevant significant changes in the short, medium, and long term, to its financial position, financial performance,

and cash flows including investment and disposal plans, and Lenovo’s strategy related thereto.

Lenovo’s ongoing efforts including allocating financial resources towards developing more sustainable products,

building and maintaining a robust and resilient supply chain, ensuring a business continuity plan is in place, and

monitoring emerging regulations are a part of usual business with no separately identifiable portion allocated to

addressing climate-related risks and opportunities specifically.

Metrics and targets

Lenovo’s gross GHG emissions can be vie

wed in Section 7.0, and science-based targets in Section 3.0 w

here near-

term targets represent gross targets and net-zero target represents net target. Information in aforementioned

sections covers greenhouse gases including N

O, CO

, CH

, SF

, NF

, PFCs, and HFCs. The targets were not

derived using a sectoral decarbonization approach. Lenovo does not currently plan on using carbon credits to

offset near-term GHG emissions targets.

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The Hong Kong Stock Exchange’s ESG Reporting Code content

index

Part B: Mandatory Disclosure Requirements

Relevant section(s)/remarks

13.

Governance

Structure

A statement from the board containing the following

elements:

(i) a disclosure of the board’s oversight of ESG issues;

(ii) the board’s ESG management approach and strategy,

including the process used to evaluate, prioritise and

manage material ESG-related issues (including risks to the

issuer’s businesses); and

(iii) how the board reviews progress made against ESG-

related goals and targets with an explanation of how they

relate to the issuer’s businesses.

5.0 Governance > ESG governance

14. Reporting

Principles

A description of, or an explanation on, the application of

the Reporting Principles (Materiality, Quantitative and

Consistency) in the preparation of the ESG report.

2.0 About this report > About this

report

15. Reporting

Boundary

A narrative explaining the reporting boundaries of the

ESG report and describing the process used to identify

which entities or operations are included in the ESG

report. If there is a change in the scope, the issuer should

explain the difference and reason for the change.

•

2.0 About this report > About

this report

•

9.0 Appendix > Scope of the

report

A. Environmental

Aspect A1: Emissions

General Disclosure

Information on:

(a)

the policies; and

(b)

compliance with relevant laws and regulations that have a significant

impact on the issuer

relating to air emissions, discharges into water and land, and generation

of hazardous and nonhazardous waste.

Note: Air emissions include NOx, SOx, and other pollutants regulated under national laws and

regulations. Hazardous wastes are those defined by national regulations.

3.0 Environmental >

•

Environmental management

system (EMS)

•

Climate change

•

Waste

•

Water

Policies include

•

Climate and Energy Policy

•

Environmental Affairs Policy

•

Water Resiliency Policy

View

here

for more policies.

KPI A1.1

The types of emissions and respective emissions data.

7.0 Consolidated metrics >

Environmental data – GHG Emissions

KPI A1.3

Total hazardous waste produced (in tonnes) and, where

appropriate, intensity (e.g. per unit of production volume, per

facility).

7.0 Consolidated metrics >

Environmental data – Waste

KPI A1.4

Total nonhazardous waste produced (in tonnes) and, where

appropriate, intensity (e.g. per unit of production volume, per

facility).

7.0 Consolidated metrics >

Environmental data – Waste

Part C: “Comply or explain” Provisions

Relevant section(s)/remarks

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Part C: “Comply or explain” Provisions

Relevant section(s)/remarks

KPI A1.5

Description of emission target(s) set and steps taken to

achieve them.

•

3.0 Environmental > Climate

change

•

8.0 ESG KPIs and EMS targets

KPI A1.6

Description of how hazardous and nonhazardous wastes are

handled, and a description of reduction target(s) set and steps

taken to achieve them.

•

3.0 Environmental > Waste

•

8.0 ESG KPIs and EMS targets

Aspect A2: Use of Resources

General Disclosure

Policies on the efficient use of resources, including energy, water and

other raw materials.

Note: Resources may be used in production, in storage, transportation, in buildings, electronic

equipment, etc.

3.0 Environmental

Policies include:

•

Climate and Energy Policy

•

Environmental Affairs Policy

•

Water Resiliency Policy

View

here

for more policies.

KPI A2.1

Direct and/or indirect energy consumption by type (e.g.

electricity, gas or oil) in total (kWh in ’000s) and intensity

(e.g. per unit of production volume, per facility).

7.0 Consolidated metrics >

Environmental data – Energy

KPI A2.2

Water consumption in total and intensity (e.g. per unit of

production volume, per facility).

7.0 Consolidated metrics >

Environmental data – Water

KPI A2.3

Description of energy use efficiency target(s) set and steps

taken to achieve them.

•

3.0 Environmental > Climate

change

•

8.0 ESG KPIs and EMS targets

KPI A2.4

Description of whether there is any issue in sourcing water

that is fit for purpose, water efficiency target(s) set and steps

taken to achieve them.

•

3.0 Environmental > Water

•

8.0 ESG KPIs and EMS targets

KPI A2.5

Total packaging material used for finished products (in

tonnes) and, if applicable, with reference to per unit produced.

7.0 Consolidated metrics >

Environmental data – Packaging

Aspect A3: The Environment and Natural Resources

General Disclosure

Policies on minimising the issuer’s significant impacts on the environment

and natural resources.

3.0 Environmental

Policies include:

•

Climate and Energy Policy

•

Environmental Affairs Policy

•

Water Resiliency Policy

View

here

for more policies.

KPI A3.1

Description of the significant impacts of activities on the

environment and natural resources and the actions taken to

manage them.

3.0 Environmental

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Part C: “Comply or explain” Provisions

Relevant section(s)/remarks

B. Social

Employment and Labour Practices

Aspect B1: Employment

General Disclosure

Information on:

(a)

the policies; and

(b)

compliance with relevant laws and regulations that have a significant

impact on the issuer

relating to compensation and dismissal, recruitment and promotion,

working hours, rest periods, equal opportunity, diversity, anti-

discrimination, and other benefits and welfare.

4.0 Social >

•

Labor practices

•

Health and safety

•

Employment and talent

management practices

•

Global inclusion

Policies include:

•

Lenovo's

Code of

Conduct

•

RBA Code of Conduct

•

Human Rights Policy

•

Occupational Health and Safety

Policy

•

Anti-Slavery and Human

Trafficking Statement

View

here

for more policies.

KPI B1.1

Total workforce by gender, employment type (for example,

full- or part-time), age group and geographical region.

7.0 Consolidated metrics > Employee

representation

KPI B1.2

Employee turnover rate by gender, age group and

geographical region.

7.0 Consolidated metrics > Employee

turnover

Aspect B2: Health and Safety

General Disclosure

Information on:

(a)

the policies; and

(b)

compliance with relevant laws and regulations that have a significant

impact on the issuer

relating to providing a safe working environment and protecting

employees from occupational hazards.

4.0 Social > Health and safety

Policies include:

•

Lenovo's

Code of

Conduct

•

RBA Code of Conduct

•

Occupational Health and Safety

Policy

•

OHS-MS ISO 45001

management system

View

here

for more policies.

KPI B2.1

Number and rate of work-related fatalities occurred in each of

the past three years including the reporting year.

7.0 Consolidated metrics >

Occupational health and safety

(OHS)

KPI B2.2

Lost days due to work injury.

7.0 Consolidated metrics >

Occupational health and safety

(OHS)

KPI B2.3

Description of occupational health and safety measures

adopted, and how they are implemented and monitored.

4.0 Social > Health and safety

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Part C: “Comply or explain” Provisions

Relevant section(s)/remarks

Aspect B3: Development and Training

General Disclosure

Policies on improving employees’ knowledge and skills for discharging

duties at work. Description of training activities.

Note: Training refers to vocational training. It may include internal and external courses paid by

the employer.

4.0 Social > Employment and talent

management practices

KPI B3.1

The percentage of employees trained by gender and

employee category (e.g. senior management, middle

management).

7.0 Consolidated metrics > Employee

training

KPI B3.2

The average training hours completed per employee by

gender and employee category.

7.0 Consolidated metrics > Employee

training

Aspect B4: Labour Standards

General Disclosure

Information on:

(a)

the policies; and

(b)

compliance with relevant laws and regulations that have a significant

impact on the issuer

relating to preventing child and forced labour.

•

4.0 Social > Labor practices

•

6.0 Global supply chain > Supply

chain ESG practices

Policies include:

•

Lenovo's

Code of

Conduct

•

Supplier Code of Conduct

•

RBA Code of Conduct

•

Human Rights Policy

•

Anti-Slavery and Human

Trafficking Statement

View

here

for more policies.

KPI B4.1

Description of measures to review employment practices to

avoid child and forced labour.

•

4.0 Social > Labor practices

•

6.0 Global supply chain > Supply

chain ESG practices

KPI B4.2

Description of steps taken to eliminate such practices when

discovered.

•

4.0 Social > Labor practices

•

6.0 Global supply chain > Supply

chain ESG practices

Operating Practices

Aspect B5: Supply Chain Management

General Disclosure

Policies on managing environmental and social risks of the supply chain.

6.0 Global supply chain > Supply

chain ESG practices

Policies include:

•

Lenovo's

Code of

Conduct

•

Supplier Code of Conduct

•

RBA Code of Conduct

•

Human Rights Policy

•

Anti-Slavery and Human

Trafficking Statement

•

Responsible Sourcing of

Materials Policy

View

here

for more policies.

KPI B5.1

Number of suppliers by geographical region.

7.0 Consolidated metrics > Global

supply chain ESG data

KPI B5.2

Description of practices relating to engaging suppliers,

number of suppliers where the practices are being

implemented, and how they are implemented and monitored.

6.0 Global supply chain > Supply

chain ESG practices

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Part C: “Comply or explain” Provisions

Relevant section(s)/remarks

KPI B5.3

Description of practices used to identify environmental and

social risks along the supply chain, and how they are

implemented and monitored.

6.0 Global supply chain > Supply

chain ESG practices

KPI B5.4

Description of practices used to promote environmentally

preferable products and services when selecting suppliers,

and how they are implemented and monitored.

6.0 Global supply chain > Supply

chain ESG practices

Aspect B6: Product Responsibility

General Disclosure

Information on:

(a)

the policies; and

(b)

compliance with relevant laws and regulations that have a significant

impact on the issuer

relating to health and safety, advertising, labelling and privacy matters

relating to products and services provided and methods of redress.

5.0 Governance >

•

Business practices > Privacy and

data protection

•

Business practices > Complaints

•

Product quality management

Policies include:

•

Lenovo's

Code of

Conduct

•

Quality Policy

•

Privacy Statement

•

Adherence to ISO 9001:2015

standard

View

here

for more policies.

KPI B6.1

Percentage of total products sold or shipped subject to recalls

for safety and health reasons.

5.0 Governance > Product quality

management

KPI B6.2

Number of products and service related complaints received

and how they are dealt with.

5.0 Governance >

•

Business practices > Complaints

•

Product quality management

Due to confidential business

constraints, Lenovo does not

disclose the quantitative results of

product or service-related

complaints.

KPI B6.3

Description of practices relating to observing and protecting

intellectual property rights.

5.0 Governance > Business practices

> Intellectual property

KPI B6.4

Description of quality assurance process and recall

procedures.

5.0 Governance > Product quality

management

KPI B6.5

Description of consumer data protection and privacy policies,

and how they are implemented and monitored.

5.0 Governance > Business practices

> Privacy and data protection

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Part C: “Comply or explain” Provisions

Relevant section(s)/remarks

Aspect B7: Anti-corruption

General Disclosure

Information on:

(a)

the policies; and

(b)

compliance with relevant laws and regulations that have a significant

impact on the issuer

relating to bribery, extortion, fraud and money laundering.

5.0 Governance > Business practices

Policies include:

•

Lenovo's

Code of

Conduct

•

Global

Anti-Bribery and

Corruption Policy

View

here

for more policies.

KPI B7.1

Number of concluded legal cases regarding corrupt practices

brought against the issuer or its employees during the

reporting period and the outcomes of the cases.

7.0 Consolidated metrics > Business

practices data

KPI B7.2

Description of preventive measures and whistle-blowing

procedures, and how they are implemented and monitored.

5.0 Governance > Business practices

KPI B7.3

Description of anti-corruption training provided to directors

and staff.

•

5.0 Governance > Business

practices

•

7.0 Consolidated metrics >

Business practices data

Community

Aspect B8: Community Investment

General Disclosure

Policies on community engagement to understand the needs of the

communities where the issuer operates and to ensure its activities take

into consideration the communities’ interests.

4.0 Social > Global philanthropy and

community engagement

Policies include:

•

Lenovo's

Code of

Conduct

View

here

for more policies.

KPI B8.1

Focus areas of contribution (e.g. education, environmental

concerns, labour needs, health, culture, sport).

•

4.0 Social > Global philanthropy

and community engagement

•

7.0 Consolidated metrics >

Philanthropy and community

engagement

KPI B8.2

Resources contributed (e.g. money or time) to the focus area.

•

4.0 Social > Global philanthropy

and community engagement

•

7.0 Consolidated metrics >

Philanthropy and community

engagement

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Part D: Climate-related Disclosures

Relevant section(s)/remarks

(I) Governance

An issuer shall disclose information about:

(a) the governance body(s) (which can include a board,

committee or equivalent body charged with governance) or

individual(s) responsible for oversight of climate-related risks and

opportunities. Specifically, the issuer shall identify that body(s) or

individual(s) and disclose information about:

(i) how the body(s) or individual(s) determines whether

appropriate skills and competencies are available or will be

developed to oversee strategies designed to respond to

climate-related risks and opportunities;

(ii) how and how often the body(s) or individual(s) is

informed about climate-related risks and opportunities;

(iii) how the body(s) or individual(s) takes into account

climate-related risks and opportunities when overseeing the

issuer’s strategy, its decisions on major transactions, and its

risk management processes and related policies, including

whether the body(s) or individual(s) has considered trade-offs

associated with those risks and opportunities;

(iv) how the body(s) or individual(s) oversees the setting of,

and monitors progress towards, targets related to climate-

related risks and opportunities (see paragraphs 37 to 40),

including whether and how related performance metrics are

included in remuneration policies (see paragraph 35); and

(b) management’s role in the governance processes, controls and

procedures used to monitor, manage and oversee climate-related

risks and opportunities, including information about:

(i) whether the role is delegated to a specific management-

level position or management-level committee and how

oversight is exercised over that position or committee; and

(ii) whether management uses controls and procedures to

support the oversight of climate-related risks and

opportunities and, if so, how these controls and procedures

are integrated with other internal functions.

5.0 Governance > ESG

governance

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Part D: Climate-related Disclosures

Relevant section(s)/remarks

(II) Strategy

Climate-related risks and opportunities

An issuer shall disclose information to enable an

understanding of climate-related risks and opportunities that

could reasonably be expected to affect the issuer’s cash flows,

its access to finance or cost of capital over the short, medium

or long term. Specifically, the issuer shall:

(a) describe climate-related risks and opportunities that could

reasonably be expected to affect the issuer’s cash flows, its

access to finance or cost of capital over the short, medium or

long term;

(b) explain, for each climate-related risk the issuer has

identified, whether the issuer considers the risk to be a

climate-related physical risk or climate-related transition risk;

issuer has identified, over which time horizons – short, medium

or long term – the effects of each climate-related risk and

opportunity could reasonably be expected to occur; and

(d) explain how the issuer defines ‘short term’, ‘medium term’

and ‘long term’ and how these definitions are linked to the

planning horizons used by the issuer for strategic decision-

making.

9.0 Appendix > Supplemental

climate-related disclosures

Business model and value chain

An issuer shall disclose information that enables an

understanding of the current and anticipated effects of

climate-related risks and opportunities on the issuer’s business

model and value chain. Specifically, the issuer shall disclose:

(a) a description of the current and anticipated effects of

climate-related risks and opportunities on the issuer’s business

model and value chain; and

(b) a description of where in the issuer’s business model and

value chain climate-related risks and opportunities are

concentrated (for example, geographical areas, facilities and

types of assets).

9.0 Appendix > Supplemental

climate-related disclosures

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Strategy and decision-making

22. An issuer shall disclose information that enables an understanding of the effects of climate-related risks and

opportunities on its strategy and decision-making. Specifically, the issuer shall disclose:

(a)

information about how the issuer has responded to, and plans

to respond to, climate-related risks and opportunities in its

strategy and decision-making, including how the issuer plans

to achieve any climate-related targets it has set and any

targets it is required to meet by law or regulation, including

the information about:

(i) current and anticipated changes to the issuer’s business

model, including its resource allocation, to address climate-

related risks and opportunities;

(ii) current and anticipated adaptation and mitigation efforts

(whether direct or indirect);

(iii) any climate-related transition plan the issuer has

(including information about key assumptions used in

developing its transition plan, and dependencies on which the

issuer’s transition plan relies), or an appropriate negative

statement where the issuer does not have a climate-related

transition plan; and

(iv) how the issuer plans to achieve any climate-related

targets (including any greenhouse gas emissions targets (if

any)), described in accordance with paragraphs 37 to 40; and

•

3.0 Environmental > Climate

change

•

9.0 Appendix > Supplemental

climate-related disclosures

(b)

information about how the issuer is resourcing, and plans to

resource, the activities disclosed in accordance with

paragraph 22(a).

The company supports these

activities through internal resource

allocation embedded within its

regular budgeting and planning

processes. Details are not disclosed

due to commercial sensitivity.

An issuer shall disclose information about the progress of

plans disclosed in previous reporting periods in accordance

with paragraph 22(a).

•

3.0 Environmental > Climate

change

•

7.0 Consolidated metrics >

Environmental data – GHG

Emissions

•

8.0 ESG KPIs and EMS targets

Part D: Climate-related Disclosures

Relevant section(s)/remarks

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Financial position, financial performance and cash flows

Current financial effect

An issuer shall disclose qualitative and quantitative

information about:

(a) how climate-related risks and opportunities have affected

its financial position, financial performance and cash flows for

the reporting period; and

(b) the climate-related risks and opportunities identified in

paragraph 24(a) for which there is a significant risk of a

material adjustment within the next annual reporting period to

the carrying amounts of assets and liabilities reported in the

related financial statements.

9.0 Appendix > Supplemental

climate-related disclosures

Anticipated financial effect

The issuer shall provide qualitative and quantitative

disclosures about:

(a) how the issuer expects its financial position to change over

the short, medium and long term, given its strategy to manage

climate-related risks and opportunities, taking into

consideration:

(i) its investment and disposal plans; and

(ii) its planned sources of funding to implement its strategy;

and

(b) how the issuer expects its financial performance and cash

flows to change over the short, medium and long term, given

its strategy to manage climate-related risks and opportunities.

9.0 Appendix > Supplemental

climate-related disclosures

Part D: Climate-related Disclosures

Relevant section(s)/remarks

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Climate resilience

An issuer shall disclose information that enables an

understanding of the resilience of the issuer’s strategy and

business model to climate-related changes, developments and

uncertainties, taking into consideration the issuer’s identified

climate-related risks and opportunities. An issuer shall use

climate-related scenario analysis to assess its climate

resilience using an approach that is commensurate with an

issuer’s circumstances. In providing quantitative information,

the issuer may disclose a single amount or a range.

Specifically, the issuer shall disclose:

(a) the issuer’s assessment of its climate resilience as at the

reporting date, which shall enable an understanding of:

(i) the implications, if any, of the issuer’s assessment for its

strategy and business model, including how the issuer would

need to respond to the effects identified in the climate-related

scenario analysis;

(ii) the significant areas of uncertainty considered in the

issuer’s assessment of its climate resilience; and

(iii) the issuer’s capacity to adjust, or adapt its strategy and

business model to climate change over the short, medium or

long term;

(b) how and when the climate-related scenario analysis was

carried out, including:

(i) information about the inputs used, including:

(1) which climate-related scenarios the issuer used for the

analysis and the sources of such scenarios;

(2) whether the analysis included a diverse range of climate-

related scenarios;

(3) whether the climate-related scenarios used for the analysis

are associated with climate-related transition risks or climate-

related physical risks;

(4) whether the issuer used, among its scenarios, a climate-

related scenario aligned with the latest international

agreement on climate change;

(5) why the issuer decided that its chosen climate-related

scenarios are relevant to assessing its resilience to climate-

related changes, developments or uncertainties;

(6) time horizons the issuer used in the analysis; and

(7) what scope of operations the issuer used in the analysis

(for example, the operation, locations and business units used

in the analysis);

(ii) the key assumptions the issuer made in the analysis; and

(iii) the reporting period in which the climate-related scenario

analysis was carried out.

9.0 Appendix > Supplemental

climate-related disclosures

Part D: Climate-related Disclosures

Relevant section(s)/remarks

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(III) Risk Management

27. An issuer shall disclose information about:

(a)

the processes and related policies it uses to identify, assess,

prioritise and monitor climate-related risks, including

information about:

(i) the inputs and parameters the issuer uses (for example,

information about data sources and the scope of operations

covered in the processes);

(ii) whether and how the issuer uses climate-related scenario

analysis to inform its identification of climate-related risks;

(iii) how the issuer assesses the nature, likelihood and

magnitude of the effects of those risks (for example, whether

the issuer considers qualitative factors, quantitative thresholds

or other criteria);

(iv) whether and how the issuer prioritises climate-related

risks relative to other types of risks;

(v) how the issuer monitors climate-related risks; and

(vi) whether and how the issuer has changed the processes it

uses compared with the previous reporting period;

•

3.0 Environmental > Climate

change

•

5.0 Governance > ESG

governance

•

9.0 Appendix > Supplemental

climate-related disclosures

(b)

the processes the issuer uses to identify, assess, prioritise and

monitor climate-related opportunities (including information

about whether and how the issuer uses climate-related

scenario analysis to inform its identification of climate-related

opportunities); and

(c)

the extent to which, and how, the processes for identifying,

assessing, prioritising and monitoring climate-related risks and

opportunities are integrated into and inform the issuer’s

overall risk management process.

Part D: Climate-related Disclosures

Relevant section(s)/remarks

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(IV) Metrics and Targets

Greenhouse gas emissions

An issuer shall disclose its absolute gross greenhouse gas

emissions generated during the reporting period, expressed as

metric tons of CO

equivalent, classified as:

(a) Scope 1 greenhouse gas emissions;

(b) Scope 2 greenhouse gas emissions; and

7.0 Consolidated metrics >

Environmental data – GHG Emissions

An issuer shall (a) measure its greenhouse gas emissions in

accordance with the Greenhouse Gas Protocol: A Corporate

Accounting and Reporting Standard (2004) unless required

by a jurisdictional authority or another exchange on which the

issuer is listed to use a different method for measuring

greenhouse gas emissions;

(b) disclose the approach it uses to measure its greenhouse

gas emissions including:

(i) the measurement approach, inputs and assumptions the

issuer uses to measure its greenhouse gas emissions;

(ii) the reason why the issuer has chosen the measurement

approach, inputs and assumptions it uses to measure its

greenhouse gas emissions; and

(iii) any changes the issuer made to the measurement

approach, inputs and assumptions during the reporting

period and the reasons for those changes.

accordance with paragraph 28(b), disclose its location-based

Scope 2 greenhouse gas emissions, and provide information

about any contractual instruments that is necessary to enable

an understanding of the issuer’s Scope 2 greenhouse gas

emissions; and

(d) for Scope 3 greenhouse gas emissions disclosed in

accordance with paragraph 28(c), disclose the categories

included within the issuer’s measure of Scope 3 greenhouse

gas emissions, in accordance with the Scope 3 categories

described in the Greenhouse Gas Protocol Corporate Value

Chain (Scope 3) Accounting and Reporting Standard (2011).

7.0 Consolidated metrics >

Environmental data – GHG Emissions

Part D: Climate-related Disclosures

Relevant section(s)/remarks

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Climate-related transition risks

An issuer shall disclose the amount and percentage of assets

or business activities vulnerable to climate-related transition

risks.

9.0 Appendix > Supplemental

climate-related disclosures

Climate-related physical risks

An issuer shall disclose the amount and percentage of assets

or business activities vulnerable to climate-related physical

risks.

9.0 Appendix > Supplemental

climate-related disclosures

Climate-related opportunities

An issuer shall disclose the amount and percentage of assets

or business activities aligned with climate-related

opportunities.

9.0 Appendix > Supplemental

climate-related disclosures

Capital deployment

An issuer shall disclose the amount of capital expenditure,

financing or investment deployed towards climate-related

risks and opportunities.

9.0 Appendix > Supplemental

climate-related disclosures

Internal carbon prices

An issuer shall disclose:

(a) an explanation of whether and how the issuer is applying a

carbon price in decision-making (for example, investment

decisions, transfer pricing, and scenario analysis); and

(b) the price of each metric tonne of greenhouse gas

emissions the issuer uses to assess the costs of its greenhouse

gas emissions;

or an appropriate negative statement that the issuer does not

apply a carbon price in decision-making.

3.0 Environmental > Climate change

Remuneration

An issuer shall disclose whether and how climate-related

considerations are factored into remuneration policy, or an

appropriate negative statement. This may form part of the

disclosure under paragraph 19(a)(iv).

5.0 Governance > ESG governance

Industry-based metrics

Industry-based metrics that are associated with one or more

particular business models, activities or other common

features that characterise participation in an industry.

Not applicable. There is no industry-

based climate-related disclosure

requirements.

Part D: Climate-related Disclosures

Relevant section(s)/remarks

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Climate-related targets

An issuer shall disclose (a) the qualitative and quantitative

climate-related targets the issuer has set to monitor progress

towards achieving its strategic goals; and (b) any targets the

issuer is required to meet by law or regulation, including any

greenhouse gas emissions targets. For each target, the issuer

shall disclose:

(a) the metric used to set the target:

(b) the objective of the target (for example, mitigation,

adaptation or conformance with science-based initiatives);

example, whether the target applies to the issuer in its entirety

or only a part of the issuer, such as a specific business unit or

geographic region);

(d) the period over which the target applies;

(e) the base period from which progress is measured;

(f) milestones or interim targets (if any);

(g) if the target is quantitative, whether the target is an

absolute target or an intensity target; and

(h) how the latest international agreement on climate change,

including jurisdictional commitments that arise from that

agreement, has informed the target.

•

3.0 Environmental > Climate

change

•

9.0 Appendix > Supplemental

climate-related disclosures

38. An issuer shall disclose information about its approach to setting and reviewing each target, and how it

monitors progress against each target, including:

(a)

whether the target and the methodology for setting the target

has been validated by a third party;

3.0 Environmental > Climate change

(b)

the issuer’s processes for reviewing the target;

•

3.0 Environmental > Climate

change

•

5.0 Governance > ESG

governance

(c)

the metrics used to monitor progress towards reaching the

target; and

•

3.0 Environmental > Climate

change

•

7.0 Consolidated metrics >

Environmental data – GHG

Emissions

(d)

any revisions to the target and an explanation for those

revisions.

No revisions made during the year.

An issuer shall disclose information about its performance

against each climate-related target and an analysis of trends

or changes in the issuer’s performance.

•

3.0 Environmental > Climate

change

•

7.0 Consolidated metrics >

Environmental data – GHG

Emissions

Part D: Climate-related Disclosures

Relevant section(s)/remarks

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40. For each greenhouse gas emissions target disclosed in accordance with paragraphs 37 to 39, an issuer shall

disclose:

(a)

which greenhouse gases are covered by the target;

9.0 Appendix > Supplemental

climate-related disclosures

(b)

whether Scope 1, Scope 2 or Scope 3 greenhouse gas

emissions are covered by the target;

3.0 Environmental > Climate change

(c)

whether the target is a gross greenhouse gas emissions target

or a net greenhouse gas emissions target. If the issuer

discloses a net greenhouse gas emissions target, the issuer is

also required to separately disclose its associated gross

greenhouse gas emissions target;

•

3.0 Environmental > Climate

change

•

9.0 Appendix > Supplemental

climate-related disclosures

(d)

whether the target was derived using a sectoral

decarbonisation approach; and

9.0 Appendix > Supplemental

climate-related disclosures

(e)

the issuer’s planned use of carbon credits to offset

greenhouse gas emissions to achieve any net greenhouse gas

emissions target. In explaining its planned use of carbon

credits, the issuer shall disclose:

(i) the extent to which, and how, achieving any net

greenhouse gas emissions target relies on the use of carbon

credits;

(ii) Which third-party scheme(s) will verify or certify the

carbon credits;

(iii) The type of carbon credit, including whether the

underlying offset will be nature-based or based on

technological carbon removals, and whether the underlying

offset is achieved through carbon reduction or removal; and

(iv) Any other factors necessary to enable an understanding

of the credibility and integrity of the carbon credits the issuer

plans to use (for example, assumptions regarding the

permanence of the carbon offset).

3.0 Environmental > Climate change

Part D: Climate-related Disclosures

Relevant section(s)/remarks

134

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Lenovo Environmental Social Governance Report

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