UNTERNEHMENSPROFIL UND S TR ATEGIE 1 EMPLOYEES GLOBE FIRST QUALITY TECHNOLOGY EXCELLENCE SUSTAINABILITY SERVICE EXCELLENCE DIGITIZATION AUTOMATION DMQP ADDITIVE MANUFACTURING dynamic . Sustainability Report 2022 E CELLENCE

CONTENT 3 100% green machine: resource-saving produced and with GREENMODE aligned to energy- and emission-efficient operation.

COMPA N Y PROFILE A ND S TR ATEGY 5 Managing successfully means managing sustainably! This is a matter of course for us. A high degree of process integration, end-to-end automation and digitization solutions – future- proof technology solutions from DMG MORI preserve resources, climate and the environment and thus make a positive contribution to greater sustainability. In short: our strategic fit of automation, digitization and sustainability is a complete success and exactly right. Today more than ever. Sustainability and technology leadership form a symbiosis at DMG MORI, which we actively live: as a worldwide tech- nology leader, DMG MORI assumes holistic responsibility for resources along the entire value chain. From raw materials to recycling – sustainability is firmly integrated into all structures and processes. Our manufacturing solutions are produced in a resource-saving way, are high-quality, durable, recyclable and maximally efficient. Sustainability is also increasingly in focus for our customers. In addition to energy- efficient machines, we also provide them with powerful tools to make their production efficient and dynamic. GRI 2-22

N A BILIT Y COMPA N Y PROFILE A ND S TR ATEGY 7 TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES DRIVING AMBITIOUS CORPORATE CLIMATE ACTION RESOURCE-EFFICIENT MACHINE OPERATION (Scope 3 Downstream) TECHNOLOGY EXCELLENCE FOR GREEN TECHNOLOGIES The United Nations’ Agenda 2030 provides guidance with 17 Sustainable Development Goals (SDGs). We are all called upon to implement them. We therefore talk about our com- mitment – internally and externally, also to motivate others. In order to contribute to the SDGs, we are setting ourselves concrete goals of our own: With our DMG MORI Energy Saving Challenges, we encourage our employees to implement ideas and sustainably reduce energy consumption at DMG MORI. Since September 2021, DMG MORI has committed itself to the goals of the “Science Based Targets” initiative, which is dedicated to limiting global warming to no more than 1.5 °C. To achieve this, we want to reduce our emissions in scope 1 & 2 by 46.2 % and in scope 3 by at least 13.5 % by 2030 (base year: 2019). We aim to increase this target to 27.5% in the current financial year. In addition, we are implementing the recom- mendations of the “Task Force on Climate-related Financial Disclosures” (TCFD) for voluntary and consistent disclosure of climate-related information. In 2022, DMG MORI was once again one of the TOP companies out of more than 1,000 applicants in the area of climate protection for the German Sustainability Award, the largest competition of its kind in Europe. The nomination alone shows that our high level of commitment to the climate is considered a first-class achievement. DMG MORI was awarded the Platinum Medal in the Sustainability Rating by the internationally renowned assessment institute EcoVadis. This means that we are among the TOP 1 % of over 35,000 companies evaluated worldwide. DMG MORI will continue to stand for sustainable technologies, TOP values and innovations for the benefit of humans and the environment. This sustainability report shows how success ful DMG MORI already is in terms of “Sustainability” and which goals we are pursuing. Welcome to the DMG MORI GREEN ECONOMY! Christian Thönes Chairman of the Executive Board Björn Biermann Member of the Executive Board Michael Horn Member of the Executive Board GRI 2-22

alue chains. Our machines manufacture to an accuracy of 5μ – equivalent to the wall ools and sustainable technologies from DMG MORI

COMPA N Y PROFILE A ND S TR ATEGY 11 SEGMENTS OF DMG MORI AKTIENGESELLSCHAFT HEADQUARTERS: BIELEFELD M A C H I N E T O O L S T U R N I N G M I L L I N G A DVA N C E D T E C H N O LO G I E S D I G I TA L S O LU T I O N S I N D U S T R I A L S E R V I C E S S A L E S A N D S E R V I C E S C O R P O R AT E S E R V I C E S G RO U P - W I D E H O L D I N G F U N CT I O N S Further information on the corporate structure can be found in the Annual Report 2022 on page 38 et seqq., page 42 and page 177. GRI 2-1, 2-6

COMPA N Y PROFILE A ND S TR ATEGY 13 ENGAGE TOGETHER C L I M AT E & E N V I RO N M E N T VA LU E S & C O M P L I A N C E S O C I E T Y & S O C I A L I S S U E S P R O T E C T T O G E T H E R L I V E T O G E T H E R S U P P O RT T O G E T H E R To maximize resource conservation, we focus on the high quality and energy efficiency of our products and services. Through the triple “Avoid – Reduce – Compensate”, we achieve a resource-saving value creation. The Sustainability Report contains the separate, non-financial Group Report 2022 and provides information on progress in implementing our sustainability strategy. We comply with the statutory requirements pursuant to sections 315c in conjunction with 289c to 289e of the German Commercial Code (HGB) and also go beyond this with a large number of voluntary disclosures. In doing so, we are guided by the standards of the Global Reporting Initiative (GRI), which were fundamentally revised in the reporting year. DMG MORI has consciously decided not to fully comply with these new GRI standards anymore. Instead, we are already preparing inten- sively for the extensive, new legal requirements that we will apply for the first time for the reporting year 2024 and are successively aligning our sustainability report with them. For the disclosures required under HGB for the result of the concepts and key performance indicators (KPIs) in accordance with Section 289 (3) HGB, we are using the GRI’s “topic- specific standards”, which continue to apply. In this way, we aim to ensure consistent reporting. The Sustainability Report meets the reporting requirements set out in Article 8 of Regulation 2020 / 852 / EU of the European Parliament and of the Council of 18 June 2020 on establishing a framework to facilitate sustainable invest- ment and amending Regulation 2019 / 2088 / EU (→ Climate and Environment, page 33 et seqq.). In the GRI Content Index under “Element of non-financial reporting in accordance with HGB”, we present the delimitation or the legally man- datory content. Reported content that has been subject to a limited assurance engagement by PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft is identified in the GRI Content Index on page 74 et seqq. by: ✔ We identify and define our sustainability topics using a mate- riality analysis. This takes into account internal perspectives, external stakeholders and effects on the legal aspects. For this purpose, our DMG MORI sustainability coordinators have pre-selected topics, for example from supplier guidelines or customer questionnaires, discussed them and defined them. We review our assessment of these topics annually. There were no changes in our evaluation in the reporting year.

COMPA N Y PROFILE A ND S TR ATEGY 15 Our Sustainability Report 2022 once again focuses on the topics in the “high materiality” category, which also form the basis of our sustainability management system. In addition, we describe the focus areas of this management system in our group-wide “Corporate Responsibility” manual. We classify the fields of action along our entire value chain (figure 02). Highlighted in black are the topics on which we have a direct influence – for example, through internal and external information, measures or concepts. The goal of our sustainability strategy is to make the most positive contribution possible to people, society and the environment. No negative impacts should result from our business activities. In doing so, we of course continuously considered the new legal requirements. In the reporting year, we continued to focus in particular on the EU taxonomy in relation to sustainability as well as the Supply Chain Due Diligence Act (→ Climate & Environment, page 24 et seqq., Partner and Supplier Management, page 44 et seqq.). We are absolutely right with our holistic approach: in the reporting year, we were nominated for the “German Sustain- ability Award 2023” for our commitment to sustainability and received several awards from other institutes. DMG MORI was awarded the Platinum Medal in the Sustainability Rating by the internationally renowned institute EcoVadis. This puts us in the top 1 % of over 35,000 companies evaluated worldwide. Focus Money honored DMG MORI for “Germany’s best sus- tainability”. The renowned F.A.Z. Institute awarded the title “Innovation Champion in Sustainability”. Further awards for fairness, reputation and employer qualities underline our commitment as an attractive employer and our excellent corporate culture. For an outstanding result in the area of resource-efficient production, DMG MORI was awarded the “Lean & Green Management Award 2022” for the Pfronten site. The “Alliance for Development and Climate” foundation also describes our commitment to sustainability as “good practice” in its annual report. Excellent performance DMG MORI was awarded the Platinum Medal in the Sustainability Rating by the internationally renowned institute EcoVadis. This means that we are among the top 1 % of over 35,000 companies evaluated worldwide. The CSR rating covers the categories environment, labor and human rights, ethics and sustainable procurement. Blue Competence We are a partner of the Blue Competence sustainability initiative of the German Mechanical Engineering Industry Association (VDMA). With our partnership, we are committed to compliance with the twelve sustainability principles of the mechanical and plant engineering industry. Alliance for Development and Climate We are voluntarily committed to implementing the UN Agenda 2030 and the Paris Climate Agreement. That is why we have been a member of the “Alliance for Development and Climate” since 2019.

F I R S T Q U A L I T Y G L O B E COMPA N Y PROFILE A ND S TR ATEGY 17 E M P L O Y E E S S E R V I C E E X C E L L E N C E T E C H N O L O G Y E X C E L L E N C E MISSION EMPOWER OUR CUSTOMERS IN MANUFACTURING AND DIGITIZATION! We exactly know what we have to do and always keep our Vision-Mission statement in mind. Our vision: We want to be the most attractive global machine tool manufacturer with digitized and sustainable products! Our mission: We empower our customers – in manufacturing and digitization! Our TOP values Trust, Openness and Passion combined with our excellent team, our appreciated customers and strong partners are the basis for our growth course.

COOPERATION PARTNERS Events with universities and schools (Research) projects Knowledge transfer CAPITAL MARKET Annual General Meeting Investor Relations SUPPLY PARTNER Supplier audits Supplier talks Supplier convention Platform Integrity Next COMPA N Y PROFILE A ND S TR ATEGY 19 CUSTOMERS Customer satisfaction analysis Trade fairs / digital events Marketing & PR EMPLOYEES Employee satisfaction analysis Idea management Employee appraisals Digital information events DMG MORI ONE NGOS AND ASSOCIATIONS Forums and events Committees PUBLIC AUTHORITIES Plant inspections Talks Questions? responsibility@dmgmori.com Information! www.dmgmori-ag.com Tweets. @dmgmorieu 04 | SIGNIFICANT STAKEHOLDERS & FORMS OF DIALOGUE The sustainability coordinators have defined the “particularly important stakeholders” in the materiality analysis and review them regularly (figure 04). In addition, examples of relevant forms of dialogue with these stakeholders are listed. With “DMG MORI ONE”, we have an interactive platform for internal exchange with and between all employees. In this way, we receive direct feedback on various sustainability topics and can, among others, launch targeted surveys. We also analyze the feedback from our stakeholders as well as comments on sustainability aspects in our social media channels. The results show: our stakeholders are interested in a wide range of topics. Overall, the results are in line with our assessment of materiality. An important topic for all our stakeholders is the Russian war in Ukraine. Immediately after the outbreak of the war, DMG MORI had stopped all activities holistically in Russia. This includes the production in Ulyanovsk as well as all sales, service and training activities in Russia and all deliveries of machines, spare parts, components and services to Russia. We are keeping all our stakeholders informed about relevant issues using appropriate measures such as press releases or internal announcements. Economic impacts are addressed in our financial reporting and Annual Report. In addition to that, regularly updated, comprehensive information is available to our employees in the “DMG MORI ONE” (→ Employees, page 50 et seqq.). In the reporting year, the Executive Board once again digitally informed all employees about DMG MORI’s strategic orientation. The focus was on the live questions asked by employees to the Executive Board. Our comprehensive communication measures contribute both internally and externally to firmly anchoring sustain- ability in all DMG MORI structures and processes. In this way, we create transparency for our stakeholders and clearly show them: sustainability is an integral part in all areas at DMG MORI – in development and design processes, our purchasing strategy, in production as well as in adminis- trative activities. GRI 2-26, 2-29

Attractive employer with a TOP leading culture 1 Corporate strategy + stable and future-oriented II. PURPOSE: vision-mission statement & TOP values COMPA N Y PROFILE A ND S TR ATEGY 21 2 Corporate culture + high appreciation / fair pay 3 Possibility to actively shape + influence / co-determination III. RESPONSIBILITY: sustainability (GREENMACHINE – GREENMODE – GREENTECH), employees, social & local engagement Commitment to climate and environment The non-profit organization “Carbon Disclosure Project” (CDP) awarded DMG MORI a “C rating” in the reporting year. Every year, CDP evaluates the commitment of companies, municipalities and countries in the area of environmental and climate protection on the basis of an extensive catalog of criteria. OOccttoobbeerr UURRVVEEYY FFUUTTUURREE OORR YYOOUURR FFEEEEDDBBAACCKK!! Monitoring and improvement We continuously review and expand our existing processes. Sustainability topics are an integral part of the annual questionnaires sent to management in order to identify any need for action comprehensively and promptly. In addition, the same escalation and reporting processes apply to sus- tainability as to compliance. Considering existing principles and measures (net risks), the risk assessment did not reveal any significant risks that meet the materiality criteria pursuant to Section 289 c (3) Nos. 3 and 4 of the German Commercial Code (HGB). The risk assessment of sustainability topics is integrated into our “Risk Assessment” (→ Compliance, page 61 et seqq.). Commitment to diversity We are committed to an appreciative and prejudice-free organizational culture in the world of work. We made a voluntary commitment to this in 2019. CEOs for recycled paper We support the “Pro Recycling Paper” initiative and the associated campaign “CEOs for recycled paper”. Since 2019, our German sites have been sourcing 100 % recycled DIN A3 and DIN A4 paper certified with the “Blue Angel” label. GRI 403-2

ect machine for each customer, our R&D experts y always produce batch size 1 – each machine is

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 25 OCESS INTEGRATION PEOPLE AUTOMATION (AX) DIGITIZATION (DX) + DATA TION urning, Milling, Grinding, ting, Measuring, LASERTEC, acturing) SUSTAINABILITY (GX) omation and digitization for the shop floor of the future with the human at the center. 1. By the end of 2023, we will reduce CO2 emissions in line with our Science Based Targets by at least 8,149 tons in scope 1 & 2 as well as at least 88,744 tons in scope 3 (base year: 2019) 2. We will increase energy efficiency by 5 % by the end of 2023 (measured variable: kWh / € value added, base year: 2017). 3. We will further expand our energy monitoring concept at the European group sites by the end of 2023. 4. By the end of 2023, we aim to save a further 10,000 MWh of energy on a project-related basis (base year: 2019). 5. All European production sites will be certified according to the ISO 14001 standard by the end of 2023. 6. We aim to continuously increase resource efficiency by strengthening the circular economy. 7. We reduce the use of hazardous substances. 8. We continuously reduce our amount of waste. 9. We continuously reduce our paper consumption. 10. We continuously reduce our freshwater consumption. Targets for the individual sites are derived from these ten group targets and are reviewed annually by the respective executive in the management reviews and by the Executive Board in a central management review. In the reporting year, our paper and freshwater consumption rose slightly com- pared to the previous year, because in 2021 there was more mobile working and for example several trade fairs were cancelled due to corona. Compared to the pre-corona-level 2019 we are also on course with these two targets. We summarize our activities along the entire value chain in three initiatives (→ figure 05): GREENMACHINE GREENMODE GREENTECH

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 27 FFICIENT USAGE GREEN TECH TREAM Green energy: With additional photovoltaic systems on the hall roofs of our production sites, as here at DECKEL MAHO in Pfronten, we will generate even more renewable energy for our own consumption in the future. WWF (World Wide Fund For Nature), and their effectiveness is confirmed. Their function and the amount of CO2 saved are regularly checked by independent auditors. We control energy consumption and emissions with our energy and environmental management system: DMG MORI has been using an energy management system in accordance with the ISO 50001 standard at all European production sites since 2015. In the reporting year, we expanded this to include an environmental management system in accordance with the ISO 14001 standard, which was also successfully certified. Both systems focus on the main sites with the greatest envi- ronmental impact*. DEKRA Certification GmbH confirmed the effectiveness of the system in the reporting year. Our FAMOT production site has already been certified to the ISO 14001 standard since 2019. In our energy and environmental management system, we analyze energy consumption and environmentally relevant data, such as the waste balances of our sites under con- sideration of local specifics. We identify main causes and define targeted reduction measures. A central energy and environmental management officer coordinates all relevant activities with the support of local teams and managers. We regularly familiarize our employees and service providers with guidelines for dealing with energy and environmental topics, for example in annual training courses or with our “Green Office” campaign. Our employees also receive specific instructions and a detailed energy and environmental management manual. Energy consumption within the organization (→ table 06) comprises the purchased volumes of electricity, natural gas and liquified petroleum gas as well as self-generated electricity at our eight largest sites and fuel consumption in the EU vehicle fleet. There was one change compared to the previous year: DMG MORI immediately and holistically stopped all activities on the Russian market after the out- break of the Russian war in Ukraine. All sales, service and training activities and the production in Ulyanovsk were stopped. Accordingly, we do not have any data on energy consumption at this site. In our production plants, we mainly use electricity for assembly processes and technical building equipment. For this purpose, we invest in a power supply for our production plants that is as self-sufficient as possible. For many years, we have been generating renewable energy for our own consumption at almost all production plants and at selected sales and service locations – mainly via photovoltaic systems. We are now expanding this in a targeted manner: further photovoltaic systems are being installed on hall roofs at the German sites in Pfronten, Seebach and Stipshausen and in Pleszew (Poland). After commissioning in the current financial year, the solar plants will achieve a total peak output of around 8 MWh. In this way, DMG MORI is strengthening security of supply while reducing emissions at the same time. We require natural gas for the provision of space heating and to a small extent for the generation of electricity in combined heat and power plants. Due to the shortage of gas and the target announced by the German government to save 15 % energy, we have lowered the temperatures in our production halls to 18.5 °C and in the offices to 20.5 °C. At the same time, we are working continuously to further reduce our energy consumption: in the reporting year, we * seven European production plants and the Geretsried site (out of a total of 67 sites) as well as vehicle fleet; corresponding to >70% of DMG MORI’s global energy consumption.

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 29 DMG MORI Neutral Carbon Footprint The complete report on resource-saving production and on the compilation of our CO2 balance – including the methodology as well as an explanation on the scopes and sources used – can be found via this QR code. These measures will save us over 2,400 MWh of energy per year in the future – and thus avoid over 790 tons of CO2. Further measures are already being planned and imple- mented for the current financial year – so we are on a very good way to achieving our energy targets. Our employees are also actively encouraged to save energy wherever possible. That is why we have announced the following “DMG MORI Energy Saving Competitions”: Competition 1 – Site-Challenge: 1st October 2022 to 31st March 2023 Prize: free lunch for 1 week for the site that saves the most energy relatively compared to the same period last year! Competition 2 – Idea-Challenge: 1st October 2022 to 31st March 2023 Prize: € 100 gift cards (e.g. Amazon, petrol, etc.) for the 3 best energy-saving ideas per month – submitted via DMG MORI Improve, the corporate idea management! Fuel consumption accounts for 42 % of the energy consump- tion of the eight largest sites. Energy consumption per value added fell by -18 % to 246 kWh / €K in the reporting year – and this with an expansion of our production and logistics capacities in Pfronten. This improvement clearly reflects the success of our extensive energy-saving and efficiency measures. We also consistently reduce our emissions along the entire value chain. They are shown in the group-wide CO2 balance based on the GHG Protocol and comprise (→ table 07): Scope 1 & 2 emissions (share: 3 %) › consumption of energy in our production, assembly, sales and service processes › use of fuels in our fleet Scope 3 emissions (share: 97 %) › purchase of production material and paper › transport of the machines to the customer › operation of our machines at the customer’s site › machine recycling › business trips and official channels of the employees Overall, emissions increased by +11 % compared to the pre- vious year – and thus at a lower rate than sales revenues and total output (+15 %). This in turn – as well as the capacity expansions, particularly in Pfronten – led to significantly increased requirements for production materials. In addition, emissions from business travel by airplane again increased significantly (+309 %), as in 2021 only absolutely necessary business trips took place due to corona. Compared to the reference values of our “Science Based Targets” of 2019, CO2 emissions here fell by -34 %. Overall, we were able to reduce our emissions by -7 %. In our own value creation, the Company Carbon Footprint, CO2 emissions even improved by -36 %. This clearly shows the success of our holistic approach: › We save energy wherever possible. › We use self-generated, green electricity (4.4 %). › Wherever possible, we purchase only green electricity (share: 74 %). › We commit our suppliers to energy-saving and environmentally friendly processes (→ Partner and Supplier Management, page 44 et seqq.). In the reporting year, we again compensated our Company Carbon Footprint and Product Carbon Footprint in the upstream on the basis of the CO2 balance which is based on the GHG Protocol. To this end, we made provisions for investments in sustainable, certified climate protection projects amounting to 410,000 tons of CO2 already at the beginning of 2022. We also made provisions for the difference of 64,648 tons of CO2 compared to our actual emissions at the end of the reporting year. Furthermore, we have already made advance provisions for the current financial year: we estimate our total emissions in 2023 at around 450,000 tons of CO2, assuming continuous avoidance and further reduction of emissions (scope 1, 2 and 3 upstream). Accordingly, we have set aside provisions for this at the beginning of 2023. We gladly share our knowledge – together with our partner “Fokus Zukunft GmbH”, we are available to advise our partners, suppliers and customers on their path to CO2 neutrality.

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 31 NEW GREENMODE – ENERGY PACKAGE AS AN OPTION COOLANT FLOW CONTROL → 20 % ENERGY SAVING The smart pressure and flow controller AIR CONTROL → 5 % ENERGY SAVING New on-off switching with monitoring FEED CONTROL → 2 % ENERGY SAVING Intelligent performance- related feed PRODUCTION EXCELLENCE FOR GREEN TECHNOLOGIES + Automated handling solutions for crystalline silicon wafers used in the production of solar panels + Production equipment for energy storage systems in e-mobility, e. g. for battery cell production or the assembly of battery modules GREENTECH – our know-how for green technologies This shows: DMG MORI products also conserve the environment and resources during operation at the customer’s site. One example: the energy efficiency of the DMC 85 H monoBLOCK, which was newly introduced in the reporting year, was increased by around 30 % with the GREENMODE, compared to a reference machine of similar design. The effectiveness of our energy efficiency measures and our calculation methods has also been confirmed by the renowned TÜV SÜD Industrie Service GmbH: DMG MORI GREENMODE was awarded the TÜV SÜD EME certificate in January 2023 as the first machine tool manufacturer in Germany. Thereby, our customers benefit twice: they save resources and can apply for government subsidies for energy-efficient machines, among other things. We gladly advise them on this. As an innovation leader, DMG MORI is focusing on the production and further development of green technologies worldwide. Many of our customers manufacture highly innovative components on DMG MORI machines for wind turbines, hydropower plants, hydrogen electrolysis and elec- tric mobility, among others. With modern manufacturing processes, such as additive manufacturing, products can also be manufactured with reduced weight, without any scrap as well as minimal transport routes in a resource-saving manner. In 17 DMG MORI Excellence Centers worldwide, we support customers with our bundled know-how from the idea to the finished product, such as Jonas & Redmann Automationstechnik GmbH from Berlin. This company manufactures innovative green technologies on a total of eight DMG MORI machines – including the DMF 200 I 8 – like: 1. silicon wafers for solar cells, 2. components for batteries and their assembly in electromobility.

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 3 3 as-a-Service: Subscription & All-In instead of investment and purchase. Subscription enables our customers to benefit from fast innovation cycles without risk – with maximum planning security, cost and price transparency as well as full flexibility and always at the cutting edge of technology. This ensures highly efficient machine operation and offers maximum availability through optimum maintenance, repair and extended service life. At the end of the subscription period, we are happy to take back the machines, ensuring professional repair and onward transfer or disposal world- wide in accordance with the highest DMG MORI standards. In addition, we refurbish and resell up to 600 high-quality used machines every year. In this way, we extend their product life cycles by many years. Recycling-oriented product design is firmly anchored as a guideline in the development process. We aim to use renewable, recyclable and recycled materials in a steadily increasing proportion in our products and service. Already today, our machines are more than 99 % recyclable – an important contribution to the sustainable circular economy. According to the materiality analysis, the topics of waste and water continue not to be a focus for sustainability management and are only briefly explained here (→ Sustainability Strategy and Management, page 12 et seqq.). Nevertheless, due to the global water shortage, the pollution of the world’s oceans and the generally high volume of waste, DMG MORI has set itself targets for the further reduction of freshwater consumption and the volume of waste. Our environmental management system ensures that all our sites implement the same high requirements in a standardized and transparent manner. At the same time, the process gives us the oppor- tunity to uncover further potential for improvement. We dispose of waste in an environmentally friendly way and safely by qualified companies, separately based on the type of waste and recycling process. In doing so, we comply with local requirements and classify waste as hazardous or non-hazardous in accordance with the relevant national laws. In production, DMG MORI only uses very small amounts of drinking water during the test phase of the machines by using processing emulsion (water content: 90 %). If possible, we recycle used emulsion after application or otherwise dispose of it in an environmentally friendly manner by quali- fied partners. Machining emulsion is usually also used later by our customers in the production of workpieces. Metal recyclables from machining at DMG MORI are fed into a sustainable recycling economy via our partner companies. EU taxonomy With the “European Green Deal”, the EU Commission has formulated the clear goal that the community of states should become climate-neutral by 2050. To achieve this, the EU Taxonomy Regulation came into force in June 2020 as an important element. The regulation defines and classifies ecologically sustainable – i.e. taxonomy-aligned – economic activities. Based on uniform requirements, companies thus assess the contribution of their economic activities to the following 6 defined environmental goals: 1. climate protection 2. climate change adaptation 3. sustainable use and protection of water and marine resources 4. transition to a circular economy 5. pollution prevention and control 6. protection and restoration of biodiversity and ecosystems Since 2022, this means that all companies that – like DMG MORI – are subject to the CSR Directive 2014 / 95 / EU (Section 315 b of the German Commercial Code (HGB)) have additional reporting obligations. Companies must report for each environmental objective which proportion of the sales revenue of their economic activities is to be classified as taxonomy-aligned, as well as the corresponding proportions of investment and operating expenses. An economic activity is taxonomy-aligned if it makes a significant contribution to at least one of the defined 6 environmental objectives, does not significantly impair the achievement of the other EU environmental objectives, and if minimum protection for other topics is ensured. Since the EU taxonomy is still under development and is only gradually being rolled out in the EU or continuously revised, the share of taxonomy-eligible and non-taxonomy-eligible economic activities in relation to sales revenues (I), capital expenditures (capex, II) and operating expenditures (opex, III) for the environmental goals “climate protection” and “climate change adaptation” must be stated for the reporting year. Taxonomy-eligible economic activities are those described in the “Climate Act”, regardless of whether that eco- nomic activity meets all of the specified technical evaluation criteria. Furthermore, the share of taxonomy-aligned (see Art. 1 No. 2 of the Delegated Regulation 2021/2178/EU – here- after DR) and non-taxonomy-aligned economic activities for the two environmental objectives is added.

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 35 of buildings. Double counting in the determination of the meter was avoided by reviewing the internal key perfor- mance indicator reporting of the Group companies. We also pay attention to sustainability in our operating expenses and have already implemented numerous measures in recent years. A share of € 1.2 million (2.7 %) is attributable to the reporting year. Of this, € 0.1 million (< 1 %) is taxonomy- aligned. Taxonomy-eligible opex was identified for the economic activity “Installation, maintenance and repair of energy-efficient equipment (7.3)” from Annex I of the “Climate Act”. Taxonomy- eligible and -aligned opex is for the category “Installation, main- tenance, and repair of equipment for measuring, regulating, and controlling the energy performance of buildings (7.5)”. To allocate capex and opex, we identified the relevant purchases and measures and the primary related economic activities from Annex I of the “Climate Act”. There is no assign- ment to Annex II. In this way, we ensure that no capex or opex is included more than once. In order to determine taxonomy compliance for the 1st defined environmental objective “Climate Protection”, we analyzed the technical assessment criteria of the EU taxonomy for a sig- nificant contribution to each capex or opex taxonomy-eligible economic activity. The basis is formed by all group-wide acquisitions and measures as well as the primarily related economic activities that can be assigned to Annex I of the “Climate Act”. For each technical evaluation criterion, internal and external evidence was obtained – depending on the require- ment. For categories 6.5 and 7.7, external service provision takes place (“purchase of output”), so that evidence from our suppliers is required here. We have classified the other categories as individual measures for climate protection, as these are specifically carried out or commissioned by DMG MORI. The proof of conformity is therefore generally provided by us. Essential here are the proofs for energy effi- ciency and the commissioning or installation of the climate protection measures. If a criterion for the acquisition cannot be proven, the corresponding capex or opex cannot be shown as taxonomy-aligned in the sense of the EU. Therefore, for categories 6.5 and 7.7, no taxonomy conformity can be shown for the technical evaluation criteria, as external evidence is required, which could not be provided to us. If the technical criteria for a significant contribution were met, we additionally analyzed for each measure whether the 5 other defined environmental objectives (→ Climate and Environment, page 33) were significantly affected by the taxonomy-eligible economic activities. Only when the “Do No Significant Harm” (“DNSH”) criteria specified by the EU taxonomy are cumulatively met for an economic activity, impairment is ruled out. For capex and opex (7.4, 7.5, 7.6) identified as taxonomy-eligible, the only specified DNSH criterion “Adaptation to Climate Change” is met. For this purpose, a climate risk and vul- nerability assessment was conducted in accordance with Appendix A (Sections I and II) of the “Climate Act” with respect to medium-term climate hazards (2041) and long-term climate hazards (2060). The assessment was performed on a site-specific basis for each potential taxonomy-aligned economic activity and taking into account all classified climate hazards (temperature, wind, water, solids) as well as subcategories from Annex A. If a climate hazard is relevant, in particular due to location conditions, a further climate simulation follows using the CMIP6 climate simulation of the IPCC WGI Interactive Atlas (baseline scenario: SSP 5-8.5, forecast corridor: 2041-2060, comparison period: 1850-1900). Taking into account the extent of damage and probability of occurrence, no significant climate risks were identified. For the capex and opex 7.7 identified as taxonomy-eligible, the DNSH criterion “pollution prevention and control” must also be examined. For this purpose, DMG MORI additionally uses evidence from suppliers. However, the extensive under- lying EU regulations on chemical substances could not be validly verified. To ensure compliance with the minimum protection, we identify and numerator potential risks or violations with suitable pro- cesses and systems established throughout the Group. Our measures involve our own company as well as our suppliers and cover the areas of human rights (including employee and consumer rights), corruption/bribery, taxation and fair competition. Our Group-wide policies and training apply to these areas. Our Groupwide risk assessment also serves to identify and minimize potential risks. Further foundations include in particular the requirements of the Supply Chain Due Diligence Act, which came into force on 1 January 2023, and the associated UN Guiding Principles on Business and Human Rights, as well as the OECD Guidelines for Multinational Enterprises. Thus, in addition to the risk assess- ment, we also conduct a human rights impact assessment for ourselves and our suppliers. There are no indications that DMG MORI violates the minimum standards. Further information on respect for human rights at DMG MORI and along the entire value chain can be found in the chapters “Partner and Supplier Management” (page 44 et seqq.) and “Compliance” (page 61 et seqq.). The detailed taxonomy- eligible and taxonomy-aligned values can be found in tables 08, 09 and 10.

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 37 ontribution criteria DNSH criteria (“Do No Significant Harm”) cular onomy Biodiversity and Climate change Climate change Water and marine Pollution ecosystems mitigation adaptation resources (10) % (11) Y / N (12) Y / N (13) Y / N Circular economy (14) Y / N Biodiversity and Pollution ecosystems (15) Y / N (16) Y / N Minimum safeguards (17) Y / N Taxonomy- aligned Taxonomy- aligned proportion of sales reve- nues, 2022 proportion of sales reve- nues, 2021 (18) % (19) % Category (enabling activity) Category (transitional activity) (20) E (21) T - - - - - - - - - - - - - - - - - - - - - - - - 0 - 0 - - - (9) % - - - (9) % - - - - - ontribution criteria DNSH criteria (“Do No Significant Harm”) cular onomy Biodiversity and Climate change Climate change Water and marine Pollution ecosystems mitigation adaptation resources (9) % (10) % (11) Y / N (12) Y / N (13) Y / N Circular economy (14) Y / N Biodiversity and Pollution ecosystems (15) Y / N (16) Y / N - - - - - - - - - - - - - - - Y Y - - - - - - - - - - - - - - - - - - - - - - - ontribution criteria DNSH criteria (“Do No Significant Harm”) cular onomy Biodiversity and Climate change Climate change Water and marine Pollution ecosystems mitigation adaptation resources (10) % (11) Y / N (12) Y / N (13) Y / N Circular economy (14) Y / N Biodiversity and Pollution ecosystems (15) Y / N (16) Y / N - - - - - Y - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Taxonomy- aligned Taxonomy- aligned Minimum safeguards proportion of CapEx, 2022 proportion of CapEx, 2021 Category (enabling activity) Category (transitional activity) (20) E - - - (21) T - - - (17) Y / N Y Y - - - (18) % 0.2 4.0 4.2 - - (19) % - - - - - Category (enabling activity) Category (transitional activity) (20) E (21) T - - Taxonomy- aligned Taxonomy- aligned Minimum safeguards proportion of OpEx, 2022 proportion of OpEx, 2021 (17) Y / N Y - - - - (18) % 0.3 0.3 - - - (19) % - - - - -

ound the clock, with maximum efficiency and high precision – through- ation. We accompany every step from the very beginning and

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 41 FASTER SERVICE, NO WAITING LOOK, EVERYTHING AT A GLANCE > 30,000 CUSTOMERS Full-Service_ 3 years all-round carefree package including crash insurance In all processes, quality is the decisive factor and therefore a matter for the top management. In addition, quality is also a component of the Executive Board’s remuneration. Central quality management reports directly to the Executive Board. Every new development must also receive final market approval from the Executive Board after successfully passing demanding quality tests. As early as the development stage, new products go through a multi-stage “Quality Gate” process in which service experts and suppliers are closely involved. This applies equally to new software solutions. We test individual work steps both sepa- rately and interactively – automatically as well as manually. For this purpose, we operate our own software test center. The following applies to our “Quality Gates”: the legal require- ments are only the bare minimum for us – in our tests we go far beyond this. We place the same high demands on the final quality test in series production. Every manufactured machine is tested for more than 100 hours before it is delivered to our customers. This is how we guarantee TOP quality and maximum availability from day one. To ensure that this remains the case throughout the entire life cycle of the machine, more than 2,000 highly qualified service experts are available to our customers worldwide at all times. The basis for our highest quality is the certification of our production plants according to the latest quality standard ISO 9001:2015. We regularly check the implementation and effectiveness of the relevant requirements via internal and external audits. In addition, our global quality experts work with our specialist departments to continuously develop innovative processes tailored specifically to our industry. After intensive testing, the best solutions are made available to all employees via our central quality management platform “conSense Global” – each tailored to their individual activities. In addition, all quality management manuals are digitally bundled in the platform. Service We clarify the ideal conditions for the delivery and setup of our machines in advance and as early as possible. Commissioning is carried out exclusively by qualified service experts and we show our customers in detail how the machine will run effi- ciently, safely and in a resource-saving manner during sub- sequent operation. Our free my DMG MORI customer portal provides customers with comprehensive digital information about their machine at any time and allows them to create service requests quickly and easily: my DMG MORI enables

satisfied customers 100% EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 4 3 Without compromises – highest quality for 100 % customer satisfaction + 100 hours quality check + 36 months warranty for all MASTER sindles Quality and safety are already elementary requirements in the design process. We involve our suppliers in the development process right from the start. Before market launch, all our products – machines, DMG MORI Components as well as automation and digitization solutions – must fulfill a six-stage “Design Review Process” and pass various stress tests that go far beyond the actual conditions at the customer’s premises. We continuously review and optimize our “Design Review Process” in order to always meet the latest requirements. We also receive important impulses for improving our product quality and safety through exchanges with sales and service staff as well as customers. DMG MORI creates comprehensive safety concepts for all products based on a continuously updated risk assessment. This describes all potential hazards over the entire life cycle as well as measures taken to reduce risks. This makes it essential for the protection of human health. Unavoidable residual risks are described in product manuals and indicated by warning or information signs and notes on the user display. We are in close contact with our customers in order to further reduce these residual risks. They, in turn, are responsible for ensuring that the machine is operated as intended and that the occupational health and safety requirements are met in their production. Important principles and guidelines at DMG MORI are the Product Safety Law and other EU directives relating to the product, such as: › Machinery Directive 2006/42/EC › Low Voltage Directive 2014/35/EU › Electromagnetic Compatibility (EMC) Directive 2014/30/EU › Directive on the provision of pressure equipment 2014/68/EU › EU Regulation on the Registration, Evaluation, Authorization and Restriction of Chemicals (REACH) › national and international product standards Digital security Our focus on digitization is completely right – today more than ever. Accordingly, IT security and the security of our digital products are of utmost relevance to us. Internally, we rely on a security-optimized organization of our IT to protect informa- tion and data within the group from theft, loss, unauthorized disclosure, illegal access or misuse. To this end, we rely on comprehensive, up-to-date security measures such as intelligent firewall systems with IDS/IPS, multi-factor authentication, innovative encryption solutions as well as AI-based anomaly detection. We also regularly inform and sensitize our employees about cybersecurity. “Product Security” is an elementary component of our digiti- zation strategy. The “Security-by-Design” principle applies to our digital products: security is an explicit requirement right from the start of the development process. In addition, we also recommend our customers to implement a multi-stage IT security concept internally in their operations based on different levels of their network and system, with individual protective mechanisms such as firewalls or access controls that complement and secure each other. GRI 416-1

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 45 52 % 17 % 20 % 11 % 11 | MATERIAL COSTS by categories Control and drives Sheets and molded parts External production Other Sustainable procurement, the careful use of natural resources as well as energy-saving and environmentally compatible processes are also defined in our purchasing guidelines and purchasing conditions. Further information can be found on our website and our purchasing portal. Sustainability along the supply chain DMG MORI takes holistic and sustainable responsibility along the entire value chain. Therefore, we expect our part- ners and suppliers to follow our commitment to sustainability and in turn to pass on these requirements along their entire supply chain. We are increasingly evaluating and selecting our suppliers on the basis of sustainability criteria. These are uniformly integrated into the purchasing and supplier organization across the group with the digital platforms “Integrity Next” and “SAP Ariba”. Of particular relevance here are the active suppliers for our core business with machine tools and services, with which we have been working for at least two years. Even before the Supply Chain Due Diligence Act came into force on 1 January 2023, DMG MORI was thus able to actively integrate 100 % of these suppliers – that is 4,585 – in the monitoring of “Integrity Next”. In “SAP Ariba”, our (potential) suppliers confirm DMG MORI’s fundamental ethical and principled requirements, such as the rejection of forced and child labor, compliance with human rights and environmental protection. Climate change and the associated reduction in CO2 emissions are currently the central tasks in which our partner and supplier management plays a decisive role. In our carbon footprint, we also record the emissions generated along the upstream supply chain and have been fully offsetting these since January 2021 through CO2 certificates (→ Climate and Environment, page 24 et seqq.). In this way, we go into advanced payment on behalf of our suppliers. At the same time, we encourage them to become active themselves and also make their CO2 emissions transparent to DMG MORI. To support them, we provide a questionnaire for reporting as well as for deriving corresponding reduction measures in the digital platform “Integrity Next”. DMG MORI provides its supplier partners with innovative tools for their path to climate neutrality and decarbonization. With an active dialogue, we want to help them at an early stage and sensitize them that we at DMG MORI are also imple- menting a sustainable and low-emission supply chain in purchasing and that in the future we will only work with partners who dynamically accompany us on the path to decarbonization. Sub-targets for our supply chain are derived from our own targets, which have been reviewed and recognized by the “Science Based Targets” initiative – we need the active support of our suppliers in implementing them: 1. by 2030, we will reduce CO2 emissions within the supply chain by at least 27.5 %. 2. by 2050 at the latest, we will reduce CO2 emissions in the supply chain to net zero. These sub-targets are also currently being reviewed by the “Science Based Targets” initiative. In order to provide our partners with the best possible support in this regard and also to record our own emissions even more accurately, we are actively seeking innovative software providers for identi- fying emission-intensive material groups. Using automated comparison with secondary databases such as ECOINVENT or DEFRA, the appropriate CO2 emission factors for the materials used can be determined at product level and offset against the weight of the components. In the future, these so generated calculations will be validated and further specified using a platform approach with active supplier integration. The high level of transparency will enable us to provide our suppliers of production materials with concrete optimization proposals as well as CO2 reduction targets in the future. Digitized processes In order to make the sustainability performance of our (potential) suppliers transparent and to be able to evaluate them accordingly, we rely on efficient, digitized processes. The four IT-supported phases are: GRI 2-6, 308-1, 403-7, 414-1

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 47 Perfectly matched: Dr. Eng. Masahiko Mori (right) and Christian Thönes (left) together with Stefan Fuchs, Chairman of the Executive Board of FUCHS Petrolub SE, show how our customers benefit from our strong partnerships – with perfectly matched accessories and peripherals. After validation of the self-disclosures, immediate commu- nication to the suppliers takes place in case of insufficient implementation or detection of violations in order to initiate improvement or remedial measures. Depending on the infor- mation situation, intensive monitoring may be necessary. If there are serious reasons for not cooperating further the system-side deactivation will be initiated. On the basis of the self-disclosures completed to date, we were able to identify 124 high-risk suppliers in the reporting year. To reduce these risks, we plan to implement 213 measures in the current financial year and thus develop these suppliers in a targeted manner. In this way, DMG MORI is helping to make sustain- ability transparent and to also systematically strengthen it among its suppliers. 04 – Risk management DMG MORI’s holistic supply chain risk management is based on the global double sourcing strategy as well as the use of digital tools: We use the early warning system “RISKMETHODS” to assess the risks of existing direct suppliers. It provides timely information on risks relating to creditworthiness, delivery and quality performance, sustainability, such as violations of labor practices and human rights, as well as environmental aspects. The responsible parties are notified proactively when risks occur. With “RISKMETHODS” we monitor around 293 suppliers. These account for over 80 % of the total purchasing volume. In the reporting year, the system reported twelve potential incidents for the indicator “violation of labor practices and human rights” and six for the indicator “environment”. The suppliers concerned account for 13 % of the purchasing volume for production materials. After close examination, it was found that no further action was required or that the reports were not relevant because measures had already been initiated or they were renewed reports of older circumstances. The early warning system enables a risk assessment per criterion based on reports and serves on the one hand as a basis for supplier discussions and further development. On the other hand, this evaluation is included as a partial result in the overall supplier evaluation. GRI 403-7

s from 57 sectors around the globe – 88 countries with 16 production plants,

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 51 23rd September to 7th October EMPLOYEE SURVEY SHAPING OUR FUTURE! Shape the future: Around 3,500 employees participated in the Satisfaction Analysis in the reporting year. YOUR OPINION MATTERS ANONYMOUS & DISCRETE SEIZE OPPORTUNITIES Take an active part in the development of DMG MORI! Every opinion counts! The survey is conducted by an external service provider – completely anonymously! The more employees participate, the better we can make DMG MORI! THANK YOU FOR YOUR FEEDBACK! 12 | EMPLOYEE STRUCTURE Total employees 1) of whom employees of whom apprentices of whom national of whom international of whom Machine Tools segment of whom Industrial Services segment of whom Corporate Services segment Total agency workers 2) of whom Machine Tools segment of whom Industrial Services segment of whom Corporate Services segment 2022 2021 Change over prev. year 6,833 6,596 237 4,130 2,703 4,035 2,689 109 196 157 39 0 6,821 6,596 225 4,033 2,788 3,908 2,831 82 172 118 54 0 12 - 12 97 -85 127 -142 27 24 39 -15 - 1) The number of employees is based on the companyʼs internal headcount personnel statistics. 2) In 2022 a total of 69 agency workers was taken on as permanent employees. structural adjustments in the Sales & Service area, a total of 715 employees left the company in the reporting year. The resulting fluctuation amounted to 10.6 %. The proportion of employees in key positions or junior staff (high potentials) who left our company (dysfunctional fluctuation) was 0.6 % in the reporting year. We ensure a seamless transfer of knowledge with structured succession planning. Feedback & satisfaction We rely on an open feedback culture – because the satisfaction and health of our employees is important to us. We consis- tently apply our leadership guidelines (“Leading Principles”) implemented in 2018. They form the basis of our modern corporate and leadership culture. With our “Vision-mission statement” we clearly describe our goals and values (→ Sustainability Strategy and Management, page 16 et seq.). To achieve our ambitious goals, continuous and transparent communication is essential. At the 2nd live strategy information by the Executive Board with an extensive Q&A session in September 2022, numerous employees again took the oppor- tunity to exchange views on the strategic orientation and future fields of DMG MORI. For our trainees, there were separate events to focus on their particular perspectives and needs. The employee satisfaction analysis also contributes to the further development of our feedback culture. Employees were surveyed for the first time in 2018. More than 300 individual measures, particularly in the communication and information category, were derived from the results and successfully implemented. Due to corona, the employee survey did not take place again until the reporting year. Employees at the German sites as well as the production plants in Italy and Poland were surveyed on a total of twelve topics – includ- ing working conditions, supervisor behavior, professional develop ment and remuneration. The participation rate of 64 % is good, taking into account the high proportion of industrial employees. The results were analyzed in detail and key issues identified. Project teams are now developing appropriate improvement measures for each company individually and implementing them promptly – together with local manage- ment. At least once a year, the responsible manager also conducts a detailed employee discussion. GRI 401-1

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 53 We respect the Co-Determination and Works Constitution Act, including local regulations on employee co-determination, and maintain a regular, open exchange between managers and employee representatives. In this way, both the Group Works Council and the local Works Councils receive information on relevant issues at an early stage. Collective agreements, such as collective bargaining regulations, apply to around 64 % of our employees. Diversity and equal opportunities We are proud of our diversity. At DMG MORI, all employees and applicants are valued and treated equally – regardless of nationality, ethnic origin, gender, age, religion, sexual orien- tation or physical impairment. This is also set out in writing by the Executive Board in the “DMG MORI Code of Conduct” as well as in the leading principles (→ Sustainability Strategy and Management, page 12 et seqq.). As a globally operating group, our diversity enables us to always meet customers and business partners in a way that is appro- priate for the target group and to respond individually to local particularities. Our diversity also gives us the opportunity to learn from each other. We therefore actively promote intensive cultural exchange and are committed, for example, to inspiring young women to take up mechanical and plant engineering. Young schoolgirls are regularly given a practical insight into the fascinating world of machine tools on “Girls’ Day” and we support other promotional initiatives such as “MINTrelation”. It is important to attract young talent with fresh ideas to our company. At the same time, our long-serving and older employees have valuable expertise that we want to keep in the company for as long as possible. We therefore offer them attractive partial retirement models. In the reporting year, 90 contracts existed under the partial retirement scheme. 109 employees with a severe disability worked at the German companies. This corresponds to a quota of 3 %. DMG MORI pays around € 139,000 as a direct severely disabled compensation levy. Around € 177,000 is also paid via chargeable benefits, for example to workshops for handicapped people. The Supervisory Board is composed of five female (42 %) and seven male (58 %) members. The average age in the reporting year was 56. The Executive Board is composed exclusively of male members with an average age of 48. Further information on the legal requirements regarding the proportion of women on the Supervisory Board and at the top management level can be found in the chapter “Corporate Governance” on page 47 et seq. of the Annual Report 2022. The age structure at DMG MORI (figure 14) is balanced. The qualification structure of our employees has been at a very high level for years: 97 % of all employees have a qualified education or are in one. Sporty, social, victorious: The annual “DECKEL MAHO Ski Cup” is a fixed highlight in winter. In 2022, the German Alpine Championships for the Deaf were also held in Pfronten – 1st place was secured by our employee Marco Rehle, electronics technician for automation technology. GRI 2-30, 405-1

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 55 Futuristic learning: The DMG MORI Academy uses augmented reality to train employees and customers completely remotely if necessary. The trainer can intervene live directly in the field of view of the participant’s AR glasses, mark objects or even show videos. manufacturing, up to individual product videos or information on important projects. In this way, we share valuable know-how easily and digitally across the group. In the reporting year, more than 4,700 employees successfully learned with the platform and worked learning paths individually tailored to their jobs. They have already used over 250,000 videos for further training. Masterplan is also used in our training. In the reporting year, our trainees created their own videos for Masterplan for the first time. In this way, they pass on their knowledge to future junior employees and promote the exchange of knowledge between our training sites. We also use digital learning tools in our production, such as TULIP. With the innovative no-code-manufacturing platform, users can create their own apps in a very short time – intuitively and without programming knowledge. Over 1,600 TULIP workstations and more than 200 self-developed apps are already in use in our production plants. This enables our shop floor employees to digitize processes in their working envi- ronment directly themselves and to share their experience and knowledge transparently. In the reporting year, for example, new apps were developed in assembly that can be used to record and digitize quality data along the “quality gates” at an early stage. They also enable measures to be derived quickly to increase quality. 15 | NATIONALITIES 3,867 897 588 423 174 163 103 86 50 50 432 56 % 6,833 EMPLOYEES IN TOTAL 16 | PERSONNEL DEVELOPMENT Number of employees on further training courses 2022 2021 Changes against prev. year 3,894 3,865 29 of whom female 359 390 -31 of whom male 3,535 3,475 60 13 % 9 % 6 % 3 % 2 % 2 % 1 % 1 % 1 % 6 % GER POL ITA CHN FRA AUT TUR GBR CZE SWE OTHER Cost of apprenticeships and further training € 11.7 million € 12.1 million € -0.4 million Days for further training 18,325 30,402 -12,077 GRI 404-1

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 57 ainees learn to take a close look at every single e it. In this way, we become even better day by day. XXL production: Safety and health protection are top priorities at DMG MORI. We also implement numerous measures for this in our production halls. can also transparently monitor progress at any time. Other external learning opportunities can also be integrated. A plus point: the system works 100 % remotely if necessary. To further strengthen our position as an attractive employer and raise training to an even higher level, we will combine training and further education with multifunctional utilization concepts at the Seebach and Pfronten sites to create a state- of-the-art learning environment. To this end, we are invest- ing in new training centers. At DECKEL MAHO in Seebach, we have already started construction in the reporting year: On an area of around 1,000 m², we will in future offer a project room design as well as 50 modern training places. By integrating innovative technologies of the future, such as additive manufacturing, AI, the application of virtual reality or also the use of TULIP, DMG MORI makes lifelong learning interesting and varied and thus fulfills its own claim to be a permanently learning organization. We actively involve our trainees in the redesign of the training areas and rely on their very individual experiences, wishes and suggestions. The grand opening will be in the current financial year. In the reporting year, we took on 130 new apprentices and trainees. 65 young specialists were taken on in permanent positions after successfully completing their training. The distribution of training specialties at DMG MORI is shown in figure 17. Occupational safety and health Occupational safety and health are central components of our global value creation system. We align our management system to national statutory occupational health and safety regulations and other relevant safety standards for all areas of activity, including the global labor and social standards of the International Labour Organization. We review adherence to the regulations by means of internal audits but have so far dispensed with external certification. A management system for occupational health and safety applies to our own employees – including field staff – and temporary workers (5,246 of 7,029 persons, corresponding to 75 %; → Employees, page 51). This covers our international production plants and the German companies with coun- try-specific legal requirements. These companies have their own health and safety committee, which under local law consists of, for example, a member of the management and an employee representative. For organizational reasons, no other external or short-term employees are represented. The health and safety committee meets at least once a year – four times a year at our German sites – and analyzes incidents, defines protective measures and reviews the status of their implementation. Our local sites design the implementation of the management system individually. In Germany in particular, there is an HSE management system (Health, Safety, Environment) based on the ISO 45001 standard. For organizational reasons, it is not possible to provide information on the coverage of external or short-term employees. GRI 403-1, 403-2, 403-4, 403-8

COMPA N Y PROFILE A ND S TR ATEGY 59 Our 360° occupational health and safety also includes our health protection measures during the pandemic (masks, tests, vaccinations) and our general health management. In the reporting year, we successfully implemented numerous infection control measures and were thus able to keep the number of covid infections at a consistently low level. In order to minimize risks in production, we already pay atten- tion to the safety and possible health effects of our products during their development. We also pass on these require- ments to our partners and suppliers. For example, we expect the use of substances hazardous to health and the environ- ment to be avoided or reduced in the upstream stages of the value chain, or that appropriate protective measures are taken (→ Partner and Supplier Management, page 44 et seqq.). The Corporate Mobility & Security department performs overarching security tasks, including ensuring the travel safety of our employees. When traveling to countries with increased security risks, the group maintains regular contact with the travelers. GRI 403-1, 403-2, 403-6, 403-7 PO

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 61 COMPLIANCE As a technology leader, we pay attention to compliance worldwide and take responsibility for our actions. With our established compliance organization, we ensure that all employees comply with our regulations and actively live our TOP values. Our corporate culture and our business activities are shaped by our TOP values: Trust, Openness and Passion. We want to firmly integrate these values in all areas and secure them in the long term. To this end, we rely on a comprehensive compliance management system – based on responsibility, integrity, sustainability and the DMG MORI Code of Conduct – with which we define rules and processes in order to react to company-specific risks in the best possible and timely manner, to avoid compliance violations or to uncover and sanction them quickly and effectively. Compliance thereby contributes to our corporate success. Here, too, we think holistically and are broadly positioned. We have fully integrated seven sub-areas into our manage- ment system: Finance and Audit committee (Supervisory Board) Executive Board Reporting (at least once a year) Corporate Responsibility Chief Compliance Officer Sub-area coordinators Support and implementation General coordination / monitoring Local sub-area coordinators COMMITTEES FOR CONSULTATION AND FURTHER DEVELOPMENT 18 | COMPLIANCE ORGANIZATION › export control, › tax compliance, › anti-money laundering, › data protection, › IT security, › anti-trust, › anti-corruption. All sub-areas were successfully audited in the financial year 2019 – since then, we have been carrying out selected individual effectiveness reviews on an ongoing basis. In the reporting year, the focus was on the sub-area of anti- corruption. In addition, a monitoring audit was carried out for the ISO 37001 certification (anti-corruption) of DMG MORI AKTIENGESELLSCHAFT. Our goals 1. 100 % of newly hired employees at DMG MORI AKTIENGESELLSCHAFT confirm the Code of Conduct in the reporting year: target achieved! 2. 80 % of employees complete the basic training: 97 % achieved! 3. 80 % of Managing Directors and Chief Operating Officers are trained by central compliance management by 31 December 2021: 96 % achieved! 4. 80 % of the Managing Directors state in the annual group-wide self-assessment that they feel sufficiently informed by central compliance management: 100 % achieved! GRI 2-13

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 6 3 Human rights The Executive Board is committed to respecting human rights in the Code of Conduct and in the “Modern Slavery State- ment”, which is published annually together with DMG MORI UK Limited (→ Sustainability Strategy and Management, page 12 et seqq.). At DMG MORI, we implemented the new requirements on human and environmental rights of the Supply Chain Due Diligence Act, which came into force on 1 January 2023, at an early stage and comprehensively and integrated them into our business processes worldwide. The five key aspects are: 1. Acknowledge responsibility 2. Identify and evaluate risks 3. Initiate measures in our own business unit and in the supply chain 4. Inform and report 5. Enable complaints As part of the integrated “Responsibility Approach”, all elements of our compliance management system also apply in principle to the area of human rights. With appropriate measures, such as our online seminars and classroom training in particular, we ensure that our high standards are also observed and applied within DMG MORI worldwide (→ Employees, page 50 et seqq). In the reporting year, DMG MORI also carried out a “Human Rights Impact Assess- ment” – based on the UN Guiding Principles on Business and Human Rights – for our internal processes and those of our suppliers for the first time. In the process, we identified and assessed country- and sector-specific human rights risks in order to derive targeted measures for further risk prevention. In the future, we will carry out the assessment annually and also monitor the effectiveness of the measures adopted in the previous year. As part of this, a newly created group policy on respect for human rights and working conditions has been in force since February 2023 to ensure compliance with the new requirements. In general, we follow internationally valid and recognized standards and guidelines. These include: We naturally expect our suppliers to take the applicable human rights and environmental due diligence obligations seriously and comply with them – and that they pass on these requirements along their supply chain as well. At the same time, our customers and employees also expect corresponding standards from us and our suppliers. › Principles of the United Nations Universal Declaration of Human Rights › OECD Guidelines for Multinational Enterprises › Core labor standards of the International Labour Organization (ILO) › United Nations Guiding Principles on Business and Human Rights In addition, we published a policy statement on our human rights strategy on our website for the first time in the first quarter of 2023. Here we summarize our expectations, areas for action and measures to respect human rights. We do not source any (conflict) minerals, such as gold, tantalum, tungsten or tin as raw materials. Conflict minerals can be problematic in procurement, as some of them come from mines in the Congo or neighboring countries, which can be used to finance armed conflicts and can thus lead to human rights violations. Due to our complex, multi-level and global supply chain, there is a certain risk that we may be indirectly confronted with legal violations or human rights abuses. We counter this primarily with appropriate due diligence processes. With the platform “Integrity Next”, for example, we have standardized and digitized our supplier questionnaires. This has enabled us to further increase transparency in the supply chain (→ Partner and Supplier Management, page 44 et seqq). GRI 2-23, 403-2

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 65

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 67 Memberships of DMG MORI DMG MORI is involved in various industry associations, including: VDMA – German Mechanical Engineering Industry Association // VDW – German Machine Tool Buildersʼ Association // IHK Chamber of Industry and Commerce Ostwestfalen zu Bielefeld // DKE – German Commission for Elec- trical Engineering // Electronics Information Technology in DIN and VDE // T.V –Technical Monitoring Association // OWL Mechanical Engineering // BME – German Association for Materials Management, Purchasing and Logistics // itʼs owl e. V. – Intelligent Technical Systems OstWestfalenLippe // Energy Efficiency Network East Westphalia // Mechanical Engineering Foundation for Young Talents (Nachwuchsstiftung Maschinenbau) budget. In principle, no donations are made to political or party-affiliated organizations or politicians. In legally permissible exceptions, the approval of the Executive Board is required. In the financial year 2022, we spent around € 645,000 on donations and sponsorships. In the region of East Westphalia- Lippe, for example, DMG MORI has been involved for many years as a sponsor for the soccer club DSC Arminia Bielefeld – especially in the area of youth development – and as a member of the Alliance East Westphalia. We are particularly pleased that in the reporting year we also supported Arminia Bielefeld’s successful U17 women’s team for the first time, thus promoting diversity in sports. We also support Bielefeld Marketing GmbH and the Bielefeld Art Association via sponsorship agreements. Donations this year benefited “Aktion Deutschland hilft” in particular – as emergency aid for Ukraine – as well as local clubs, institutions, universities and the young talent foundation for mechanical engineering. There was also a special focus on the very young among us: “Haus Daheim” in Bielefeld received a donation for orphans from Ukraine, donations in cash and materials also went to the orphanage “Littlest Lamb” in Cairo, Egypt and to the association “HoffnungStern Uganda-Freunde e.V.”, which helps children and young people in Uganda and gives them access to education. Support was also provided to numerous kindergartens, schools, holiday games and recreational activities around our sites. DMG MORI welcomed more than 1,000 guests – employees, customers and business partners – at the German- Japanese classical concert in Bielefeld’s Rudolf Oetker Hall at the end of November. Specially arrived from Tokyo, the “Japanese National Orchestra” by and with star pianist Kyohei Sorita, as well as the fabulous “Bielefeld Philharmonic Orchestra” together proved that classical music is timelessly beautiful. The program included works by Mozart, Strauss and Chopin in ever-changing instrumentations, but always together and in full harmony. Diversity that inspires. GRI 2-28 Proud partner: The Arminia junior girls present their new shirts together with Dr. Maurice Eschweiler (front), Chief Representative of DMG MORI AKTIENGESELL- SCHAFT and Vice President of Arminia Bielefeld. With joint activities around our sites, we are a strong part of society. In the reporting year, for example, our apprentices made an important contribution to mitigating the already visible consequences of climate change and planted around 100 trees in the Teutoburg Forest in Bielefeld. In the Allgäu region at our Pfronten site, we once again joined the “Waste-Free Allgäu” challenge and collected just under 600 kg of waste. Fresh air, exercise and helping the environment at the same time – this motivates us to take part in the challenge again next year. The Executive Board always reviews planned sponsorships at the beginning of a financial year. Donations and sponsorships made during the year are approved by the respective manage- ment or Executive Board via our digital workflow system. The departments “Corporate Responsibility” and “Corporate Communications // Investor Relations” check donations and sponsorship activities on a random basis with regard to the funding purpose and amount as well as compliance with the approval processes. Local controlling monitors the annual

69 employees from more than 10 different DMG MORI locations traditionally pedal together again. In this challenge, the car stays in the garage as much as possible for 21 days – because every kilometer cycled counts. This is climate protection that keeps you fit and healthy at the same time!

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 71 Expressive pictures Green energy and pink blossoms DMG MORI also supports numerous young talents in the field of painting and photography, such as the artist Kenryou Gu. The picture shows an abstract version of our production hall in Iga. Enjoying music and art Young talented artists are strongly encouraged at DMG MORI and given opportunities to excel. The Japan National Orchestra (JNO) by and with star pianist Kyohei Sorita was co-founded by DMG MORI. In November 2022, the young orchestra made its international debut at the 2nd DMG MORI Classical Concert in Bielefeld’s Rudolf Oetker Hall in front of over 1,000 invited guests as well as with exclusive concerts in Berlin and Munich. DMG MORI is committed around all locations. In Iga and Nara, large-scale photovoltaic systems are being built on the roofs of the production plants to ensure a self-sufficient, sustainable and above all climate-neutral energy supply. In addition, DMG MORI COMPANY LIMITED is planting numerous cherry trees around the production sites. Exquisite grapes At the MAHOROBA Farm, DMG MORI has been growing grapes near the Iga production site since 2019. On the one hand, this provides more greenery in our surroundings and on the other hand, we were able to create jobs for people with disabilities.

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 73 DMG MORI Sailing Team With the IMOCA 60-yacht “DMG MORI Global One”, our skipper Kojiro Shiraishi is conquering the world’s oceans. In 2021, the 55-year-old was the first Asian to complete the Vendée Globe – the most demanding yacht race in the world. The experienced sailor is now passing on his knowledge to the next generation: in the DMG MORI Sailing Academy, we have been promoting and challenging young sailing talent since February 2022. The goal: successful participation in the Mini-Transat in September 2023, in which the up-and-coming skippers must master 4,050 nautical miles across the Atlantic Ocean – from France to Guadeloupe.

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 75 75 GRI standard GRI disclosures MATERIAL TOPICS CATEGORY: ECONOMIC Pages in the Sus- tainability Report 2022 Pages in the Annual Report 2022 Element of non-financial reporting in accordance with HGB External Assurance by PWC 1) Concept according to HGB GRI 205: Anti- Corruption 2016 Anti-Corruption Concept description 14, 18, 20 et seq., 44-47, 61-63 205-1 Operations assessed for risks related to corruption 62 CATEGORY: ENVIRONMENTAL Materials Concept according to HGB Concept description GRI 301: Materials 2016 301-2 Recycled input materials used Concept according to HGB GRI 302: Energy 2016 Energy Concept description 302-1 Energy consumption within the organization Emissions Concept according to HGB Concept description 305-1 Direct (Scope 1 ) GHG emissions GRI 305: Emissions 2016 305-2 Energy indirect (Scope 2 ) GHG emissions 305-3 Other indirect (Scope 3 ) GHG emissions 305-6 Emissions of ozone-depleting substances (ODS) 6) Supplier environmental assessment Concept according to HGB Concept description 14, 18, 20 et seq., 24 et seq., 30-33, 44-47 32 14, 18, 20 et seq., 24-29, 44-47 26 14, 18, 20 et seq., 24-29, 44-47 28 28 28 77 14, 18, 20 et seq., 44-47 Supplier environmental assessment CATEGORY: SOCIAL Concept according to HGB GRI 401: Employment 2016 Suppliers that were screened using environmental criteria 7) 45, 46 Employment Concept description 401-1 1 New employee hires and employee turnover 8) 14, 18, 20 et seq., 50-52 50 et seq. sec. 289c para. 2 no. 5 sec. 289c para. 3 ✔ sec. 289c para. 3 ✔ “Risk Management” sec. 289c para. 2 no. 1 sec. 289c para. 3 sec. 289c para. 3 sec. 289c para. 2 no. 1 sec. 289c para. 3 sec. 289c para. 3 sec. 289c para. 2 no. 1 sec. 289c para. 3 ✔ without TCFD Report and QR code ✔ Table 06 ✔ without TCFD Report and QR code sec. 289c para. 3 sec. 289c para. 3 ✔ Table 07 sec. 289c para. 3 sec. 289c para. 3 sec. 289c para. 2 no. 1 sec. 289c para. 3 ✔ ✔ Sections “03 Analysis and assessment” and “04 Risik management” sec. 289c para. 3 sec. 289c para. 2 no. 2 sec. 289c para. 3 sec. 289c para. 3

UNTERNEHMENSPROFIL UND S TR ATEGIE EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 7 77 7 GRI standard GRI disclosures In addition to the GRI: presentation of social engagement Concept according to HGB Concept description Amount of donations and sponsorships Pages in the Sus- tainability Report 2022 Pages in the Annual Report 2022 14, 18, 20 et seq., 66 et seq. 67 Element of non-financial reporting in accordance with HGB sec. 289c para. 2 no. 3 External Assurance by PWC 1) sec. 289c para. 3 sec. 289c para. 3 ✔ without “Memberships” ✔ without “Memberships” In addition to the GRI: presentation of additional minimum elements of the non-financial report Presentation of the business model Identification of material aspects Results of the risk assessment Information on the framework used EU taxonomy according to Article 8 of Regulation 2020/852/EU 10 et seq. 38-45, 58-65 sec. 289c para. 1 ✔ 13 et seq. sec. 289c para. 3 ✔ 21 13 33-37 sec. 289c para. 3 nos. 3-4 sec. 289d ✔ ✔ ✔ 1) See Assurance Report from the independent auditor on page 78. 2) All fully consolidated companies are included in the Sustainability Report (→ Annual Report 2022, page 159 et seqq.). Individual deviations are described at the appropriate points in the report. The consolidation process follows that of financial reporting. The central departments ensure the consolidation of the information. 3) The Sustainability Report is published annually (publication: 15 March 2023) and covers the financial year from 1 January to 31 December 2022. 4) New formulations are described accordingly, if necessary (GRI 2-4). 5) See Policy Statement and Code of Conduct under → en.dmgmori-ag.com/corporate-responsibility/strategy (GRI 2-23). 6) No use or emission of ozone-depleting substances could be identified at DMG MORI. 7) Suppliers are reviewed according to risk (→ Partner and Supplier Management, page 45 et seq.). A targeted breakdown by new suppliers is therefore no longer carried out. 8) No further breakdown of categories and data, as these are not of material importance for our sustainability management. This report contains forward-looking statements, which are based on current estimates of the management regarding future developments. Such statements are based on the managementʼs current expectations and specific assumptions. They are subject to risks, uncertainties and other factors, as well as to the effects of the war in Ukraine or the corona pandemic, that could cause the actual circumstances including the results of operations, financial position and net worth of DMG MORI AKTIENGESELLSCHAFT to differ materially from or be more negative than those expressly or impli citly assumed or described in these statements. The business acti vities of DMG MORI AKTIENGESELLSCHAFT are subject to a range of risks and uncertainties, which may likewise render a forward-looking statement, estimate or forecast inaccurate. DMG MORI AKTIENGESELLSCHAFT is strongly affected, in particular, by changes in general economic and business conditions (including margin developments in the most important business areas as well as the consequences of a recession) as these have a direct effect on processes, suppliers and customers. Due to their differences, not all business areas are affected to the same extent by changes in the economic environment; significant differences exist with respect to the timing and extent of the effects of any such changes. This effect is further intensified by the fact that, as a global entity, DMG MORI AKTIENGESELLSCHAFT operates in various markets with very different economic rates of growth. Uncertainties arise inter alia from the risk that customers may delay or cancel orders or they may become insolvent or that prices become further depressed by a persistently unfavorable market environment than that which we are expecting at the current time; developments on the financial markets, including fluctuations in interest rates and exchange rates, in the price of raw materials, in borrowing and equity margins as well as financial assets in general; growing volatility on the capital markets and a deterioration in the conditions for the credit business as well as a deterioration in the future economic success of the core business areas in which we operate; challenges in integrating major acquisitions and in implementing joint ventures and achieving the expected synergy effects and other essential portfolio measures; the introduction of competing products or technology by other com panies or the entry onto the market of new competitors; a change in the dynamics of competition (primarily on developing markets); a lack of acceptance of new products and services in customer target groups of DMG MORI; changes in corporate strategy; interruptions in the supply change, including the inability of a third party, for example due to natural catastrophes, to supply pre-fabricated parts, components or services on schedule; the outcome of public investigations and associated legal disputes as well as other mea sures of public bodies; the potential effects of these investigations and proceedings on the business of DMG MORI AKTIENGESELLSCHAFT and various other factors. Should one of these factors of uncertainty or other unforeseeable event occur, or should the assumptions on which these statements are based prove incorrect, the actual results may differ materially from the results stated, expected, anticipated, intended, planned, aimed at, estimated or projected in these statements. DMG MORI AKTIENGESELLSCHAFT neither intends to nor does DMG MORI AKTIENGESELL- SCHAFT assume any separate obligation to update any forward-looking statements to reflect any change in events or developments occurring after the end of the reporting period. Forward-looking statements must not be understood as a guarantee or as assurances of future developments or events contained therein. There are two companies using the name “DMG MORI”: DMG MORI AKTIENGESELLSCHAFT with registered office in Bielefeld, Germany, and DMG MORI COMPANY LIMITED with registered office in Tokyo, Japan. DMG MORI AKTIENGESELLSCHAFT is (indirectly) controlled by DMG MORI COMPANY LIMITED. This report refers exclusively to DMG MORI AKTIENGESELLSCHAFT. If reference is made in this report to “DMG MORI”, this refers exclusively to DMG MORI AKTIENGESELLSCHAFT and its controlled companies within the meaning of Section 17 of the German Stock Corporate Act (Aktiengesetz – AktG). If reference is made to “Global One Company”, this refers to the joint activities of DMG MORI COMPANY LIMITED and DMG MORI AKTIENGESELLSCHAFT including all subsidiary companies. GRI 2-2, 2-3, 2-4, 2-23, 305-6

EN V IRONMENT, PRODUC T S A ND SOCI A L IS SUE S 79 In a limited assurance engagement the procedures performed are less extensive than in a reasonable assurance engagement, and accordingly a substantially lower level of assurance is obtained. The selection of the assurance procedures is subject to the professional judgement of the assurance practitioner. In the course of our assurance engagement, we have, amongst other things, performed the following assurance procedures and other activities: › Gain an understanding of the structure of the Group’s sustainability organisation and stakeholder engagement › Inquiries of the executive directors and relevant employees involved in the preparation of the Separate Non-financial Group Report about the preparation process, about the internal control system relating to this process and about disclosures in the Separate Non-financial Group Report › Identification of likely risks of material misstatement in the Separate Non-financial Group Report › Analytical procedures on selected disclosures in the Separate Non-financial Group Report Group Report of the Company for the period from 1 January to 31 December 2022 is not prepared, in all material respects, in accordance with §§ 315 c in conjunction with 289 c to 289e HGB and the EU Taxonomy Regulation and the Delegated Acts issued thereunder as well as the interpretation by the executive directors disclosed in section EU-Taxonomie of the Separate Non-financial Group Report. We do not express an assurance opinion on the external sources of documentation or expert opinions mentioned in the Separate Non-financial Group Report Restriction of Use We draw attention to the fact that the assurance engagement was conducted for the Company’s purposes and that the report is intended solely to inform the Company about the result of the assurance engagement. Consequently, it may not be suitable for any other purpose than the aforementioned. Accordingly, the report is not intended to be used by third parties for making (financial) decisions based on it. Our responsibility is to the Company. We do not accept any responsibility to third parties. Our assurance opinion is not modified in this respect. › Reconciliation of selected disclosures with the corresponding data in the consolidated financial statements and group management report Frankfurt am Main, 13 March 2023 PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft Nicolette Behncke Wirtschaftsprüferin German public auditor ppa. Meike Beenken › Evaluation of the presentation of the Separate Non-financial Group Report › Evaluation of the process to identify taxonomy-eligible and taxonomy-aligned economic activities and the corresponding disclosures in the Separate Non-financial Group Report › Evaluation of CO2 compensation certificates exclusively with regard to their existence, but not with regard to their impact In determining the disclosures in accordance with Article 8 of the EU Taxonomy Regulation, the executive directors are required to interpret undefined legal terms. Due to the immanent risk that undefined legal terms may be interpreted differently, the legal conformity of their interpretation and, accordingly, our assurance engagement thereon are subject to uncertainties. Assurance Opinion Based on the assurance procedures performed and evidence obtained, nothing has come to our attention that causes us to believe that the selected disclosures in the Separate Non-financial GRI 2-5