Nyse Cls 2020

FORWARD TOGETHER
Sustainability Report 2020

ABOUT THIS REPORT
A Letter from Rob Mionis

About This Report
Introduction
Celestica’s Response This year’s report summarizes our sustainability

to COVID-19
program’s key activities, performance, and results
SUSTAINABILITY in the 2020 calendar year.
AT CELESTICA
ENVIRONMENTAL
SOCIAL
GOVERNANCE
REPORT INDICES
CELESTICA SUSTAINABILITY REPORT 2020 2

A Letter from Rob Mionis GRI 102-14
ABOUT THIS REPORT

2020 was a year of profound disruption Our company’s long-standing leadership
shaped by two powerful forces that brought in sustainability has been built on the
Introduction
Environmental, Social, and Governance (ESG) foundation of the collective commitment of
Celestica’s Response practices into sharp focus. First, the global our employees, customers, and suppliers.
to COVID-19
COVID-19 pandemic brought the world to Through this network, we minimize the
SUSTAINABILITY a standstill, transforming every aspect of environmental impact of our operations and
AT CELESTICA our lives. We also witnessed social injustices supply chains, as well as foster a positive and
that sparked a global movement including engaged workforce that empowers people to
ENVIRONMENTAL introspection and discussion about diversity be their best every day.
and inclusion. As these events played out
Embracing ESG as a central component of our
SOCIAL both on the world stage as well as in our
strategy is not only the right thing to do; we
communities, corporations also recognized
also believe it will help to create long-term
that they had a responsibility to take a leading
GOVERNANCE value. It is also quickly becoming a key agenda
role in the discussion.
item for our investors, customers, employees,
REPORT INDICES Our core values became a touchstone for and other stakeholders. This is more important
Celestica, informing and challenging our than ever before as our customers continue
thinking as we charted our course through to set their own increasingly aggressive
these uncertain times. They continue to serve sustainability goals.
as our guideposts as we work to foster a
As a leader in high-reliability design,
culture of sustainability focused on supporting
manufacturing, and supply chain solutions
people, the planet, and the communities in
we help our customers accelerate the design,
which we operate.
production, and delivery of a wide range
It has been a challenging year that tested our of products that power a more sustainable
resolve. I am proud to say that we rose to meet future. These include electric vehicle charging
these unprecedented challenges. solutions that are ushering in a new age
of mobility, and high-efficiency solutions

that generate, convert, control, and monitor energy for homes and businesses. Looking Ahead
Additionally, as our Hardware Platform Solutions (HPS) business grows, we are
designing products and services to support the circular economy. Celestica advises We will build on the momentum gained in 2020 to drive progress
customers on how to make measurable progress with their own ESG programs by in 2021 and beyond. We will continue to advance diversity, equity,
ABOUT THIS REPORT
taking a restorative and regenerative approach to product and service design. and inclusion in our global workforce; collaborating with partners
A Letter from Rob Mionis throughout the value chain to accelerate change; and leveraging
technology to reduce energy consumption at our sites.
Introduction
Celestica’s Response We are establishing updated short-, medium-, and long-term

to COVID-19
sustainability goals. In the short-term, we remain focused on
Our Progress increasing the use of renewable energy, enhancing the efficiency
SUSTAINABILITY
AT CELESTICA of our operations, and working with our suppliers to drive
Our annual Sustainability Report outlines our sustainability strategy which maps to sustainability initiatives. In the medium-term, we will implement
ENVIRONMENTAL the United Nations Sustainable Development Goals (SDGs), documents our progress measures aligned with our science-based targets to reduce our
to date, and lays out the key activities and milestones we are working to achieve. GHG emissions and leverage our expertise and resources to drive
This report provides the details of our sustainability initiatives and programs and and support sustainable initiatives throughout our value chain.
SOCIAL
showcases our employees who are volunteering to make a difference in their Longer-term, we will establish best-in-class goals and continue
communities. Our key accomplishments include: to work with our customers to help them improve their material
GOVERNANCE
efficiency, reduce waste, and bring sustainable products to market
• Setting greenhouse gas (GHG) emissions reduction targets in line with climate
in the circular economy.
REPORT INDICES science and the goals of the Paris Agreement.
• Improving our waste diversion and increasing renewable energy use in 2020 with Our employees have demonstrated incredible resolve over
planned investments for additional solar panels in 2021 and 2022. the past year, and I want to thank them for their dedication to
advancing our ESG initiatives. By moving forward together, we help
• Bringing Diversity and Inclusion (D&I) into focus and further incorporating it into
build a more sustainable, equitable future for our employees and
our culture, workplace, and talent practices.
the communities in which we live and work around the world.
• Strengthening our governance position by embedding board level strategy and
oversight into our management system, including adding ESG elements into our
financial disclosures.
• Conducting a board diversity survey and confirming a board gender diversity
target of 30%.
Rob Mionis
President and Chief Executive Officer

Introduction GRI 102-50, 102-53
ABOUT THIS REPORT

Celestica has long believed that fostering a
company-wide culture of sustainability focused
Introduction
on supporting people, the planet, and the Brand and Values GRI 102-2, 102-16
Celestica’s Response communities in which we operate is the right
to COVID-19
thing to do and is good for business. An emphasis We foster a high-integrity work environment based on our strong corporate brand
SUSTAINABILITY on sound Environmental, Social and Governance and values.
AT CELESTICA practices, including climate change and Diversity
and Inclusion, came into sharper focus in 2020
ENVIRONMENTAL as people and societies around the world
demanded change. Our mission: At Celestica we enable the world’s best brands. We build trusted
relationships and solve complex technology challenges to help our customers
SOCIAL Through our sustainability initiatives, we collaborate
realize greater value, potential, and outcomes.
with each other, as well as our customers and
GOVERNANCE suppliers, to drive positive change within our
company and in our communities.
REPORT INDICES
Our values: Our corporate culture is based on the key values of teamwork, ingenuity,
Using the United Nations Sustainable Development confidence, and care. These values guide employees’ decision-making and represent
Goals as our guide, we focus on four key pillars:
a call to action for our people. We hold ourselves and each other accountable to our
our planet, our products and services, our people,
and our communities. This report illustrates the values in all of our interactions.
progress we have made in the last year in these
areas and to help sustain a better future for all.
We welcome your feedback on our activities

and performance. If you have any comments or
questions, please contact Celestica’s Sustainability
team at sustainability@celestica.com.

Celestica’s Response to COVID-19
ABOUT THIS REPORT
We based our actions on international advisories and guidance received from
COVID-19 challenged our business continuity plans and ESG the World Health Organization (WHO), the United States Centers for Disease
Introduction Control (CDC), and local governments.
practices with an extraordinary real-life stress test—and we are
Celestica’s Response
to COVID-19 proud of how Celestica rose to meet the associated challenges. We implemented robust measures at all sites to protect our employees
and ensure our ability to operate. These included temperature screening,
SUSTAINABILITY distributing personal protective equipment (PPE), social distancing, heightened
AT CELESTICA We used the implications of the pandemic to test and improve our disaster hygiene practices, and deep cleaning of our facilities. We also restricted non-
recovery and business continuity plans and emerged stronger and far more essential travel and site visits and significantly expanded our work-from-home
ENVIRONMENTAL capable to deal with future crises in whatever form they may take. policies. Each COVID-19 case was handled with care and consideration,
As a global company, the pandemic affected each of the regions where we and we worked closely with local authorities to establish robust quarantine
SOCIAL operate, and our teams moved quickly and decisively to respond. Our priorities protocols to reduce transmission. Throughout the pandemic, our global
have been to keep our employees healthy and safe, prevent the spread of the manufacturing facilities were considered “critical” or “essential” under
GOVERNANCE virus in the communities in which we operate, and ensure minimal disruption applicable regulations and remained operational.
to our operations and customers. We constantly monitored the status of the global supply chain and remained
REPORT INDICES vigilant in taking a proactive, disciplined approach to mitigating our customers’
At the onset of the pandemic, we assembled a global COVID-19 Response
team consisting of employees from our Health and Safety, Human Resources, supply challenges. We bolstered our supply chain team and maintained daily
Supply Chain, IT, Operations, and Communications teams. It was responsible contact with more than 1,000 critical suppliers to align lead times and help
for closely monitoring developments around the globe and taking action to customers get their products to market on time.
protect employees. In addition, each of our sites formed teams responsible Our Global Logistics team closely tracked inbound and outbound status, as
for implementing protocols at their locations. well as mode of transportation options between our suppliers, manufacturing
sites, and customers. We worked collaboratively with our carriers, suppliers,
sites, and customers to overcome constraints and maintain material and
product flow in an effort to meet customer demand and scheduling.

ABOUT THIS REPORT
Introduction
Because customer meetings and site visits were halted, we embraced new ways to stay connected. ANDREA HILLIER
We developed a Virtual Customer Experience program that transformed traditional customer meetings DIRECTOR, GLOBAL HEALTH AND
Celestica’s Response SAFETY, TORONTO, CANADA
to COVID-19 and site visits, quarterly business reviews, New Product Introductions (NPIs), and audit processes.
Rolling the program out across all sites enabled us to maintain strong relationships with our customers.
SUSTAINABILITY Even after the pandemic ends, we expect to leverage this program to reduce travel and contribute to
AT CELESTICA Andrea’s leadership was essential in
our sustainability goals by reducing emissions.
charting Celestica’s path through the global
ENVIRONMENTAL During this time, we’ve been committed to adapting to our customers’ evolving priorities. We are helping pandemic and ensuring robust protocols
some to ramp-up urgent production of essential products such as medical devices and diagnostic tools were in place to protect Celestica’s
SOCIAL to help in the battle against COVID-19. We’re also providing vital support to other customers around the employees. “One of the most effective
world as they mobilize to meet the spike in demand for critical IT infrastructure. things we did was mandate robust corporate
guidance and consistent requirements
GOVERNANCE Celestica played a leadership role in the battle against COVID-19 by partnering with our customers
for all our facilities around the globe,” she
who are the healthcare sector’s leading original equipment manufacturers to meet the growing need
says. Using science-based data, our core
REPORT INDICES for high-quality medical equipment on the front lines. We contributed directly to the design and
team developed vital protocols—testing
dramatically increased production of a range of ventilators, portable ultrasound devices, and critical
and screening, PPE requirements, travel
components for respirator systems and blood analyzer devices, to name just a few.
restrictions, and return-to-work policies.
Supporting the communities in which we operate is critical to Celestica’s culture. In this time of Regular global cross-functional meetings
great need our teams came together to support our local hospitals, schools, and the most vulnerable. were established to ensure key issues were
Several examples are highlighted in the Our Communities section of this report. raised and a range of viewpoints considered.
Our public health agency partners around
the world have remarked that Celestica’s
protocols are best-in-class.

ABOUT THIS REPORT
Sustainability
SUSTAINABILITY
AT CELESTICA at Celestica
A Letter from Robert Ellis
2020 Sustainability Highlights

Celestica is committed to distinguishing our company as
Our Sustainability Strategy
a sustainability leader. We achieve this by leveraging our
United Nations SDGs
knowledge and expertise and collaborating with our
Celestica’s Aspirational
Sustainability Goals employees, customers, suppliers, other business partners,
Awards and Recognition and the communities in which we operate. Sustainability
External Sustainability Initiatives is ingrained into all aspects of business at Celestica.
ENVIRONMENTAL
SOCIAL
GOVERNANCE
REPORT INDICES

A Letter from Robert Ellis GRI 102-14
ABOUT THIS REPORT
SUSTAINABILITY Sustainability is vital to Celestica and our stakeholders, and we

AT CELESTICA
remain steadfast in our commitment to create positive change.
United Nations SDGs 2020 was an important marker in our sustainability journey, as it was the
milestone year against which we set a series of ambitious goals in 2013.
Sustainability Goals I’m pleased to report that we have made remarkable progress towards
Awards and Recognition
achieving, and in some cases exceeding, these goals.
External Sustainability Initiatives We dramatically exceeded our target to reduce 2020 greenhouse gas (GHG)
emissions by 30% of 2012 levels—achieving a full 70% reduction. We
ENVIRONMENTAL
accomplished this by increasing our procurement of renewable energy
from utilities, using on-site solar panels, purchasing Energy Attribute
SOCIAL Certificates (EACs), and implementing energy efficiency projects.
GOVERNANCE We focus on reducing our GHG emissions each year and have refreshed
our targets. Our new goal commits to reducing absolute Scope 1 and
Scope 2 GHG emissions 30% by 2025 from a 2018 base year. This target,
REPORT INDICES
approved by the Science Based Targets initiative (SBTi), is in line with the
latest climate science and the Paris Agreement. I’m pleased to report that
in 2020 we made a strong start—achieving emissions reductions of 66.5%
below the 2018 base year.

Another key step on our sustainability journey is to increase our waste While we are progressing well, we continue to raise our standards.
diversion rate. In 2020 we made great progress towards this goal – We have aligned our sustainability goals and programs with the
realizing 92.5%. We accomplished this in 2020 by diverting more than United Nations (UN) Sustainable Development Goals (SDGs), and
ABOUT THIS REPORT 12,600 metric tonnes of materials from landfills by reducing, reusing, recently joined the UN Global Compact. We are also enhancing our
recycling, or converting materials for waste-to-energy. reporting to align to the Sustainability Accounting Standards Board
(SASB) and the Task Force on Climate-related Financial Disclosures
SUSTAINABILITY Throughout this report you will find details of how our employees
AT CELESTICA (TCFD). Our alignment to SASB and TCFD can be found at the end of
around the world devote their time and energy to implementing our
this report.
A Letter from Robert Ellis sustainability program in the communities we serve. I could not be
prouder to report that 89% of our eligible employees participated I am deeply committed to our sustainability strategy and am very
in our Sustainable Workspace program. That translates to 18,300 proud of the progress we are making. Our employees’ passion and
employees committing to taking at least eight sustainable actions drive to make a positive impact inspires my confidence in our ability
United Nations SDGs
inside and outside the workplace. Additionally, 20% of our employees to achieve our sustainability goals together. Thank you for your
Celestica’s Aspirational participated in our Time Off to Volunteer program in 2020 even in the interest in this report.
Sustainability Goals
face of restrictions necessitated by the COVID-19 pandemic.
External Sustainability Initiatives
ENVIRONMENTAL
Robert Ellis
SOCIAL
Senior Vice President, Sustainability and Chief Legal Officer
GOVERNANCE
REPORT INDICES

ABOUT THIS REPORT
SUSTAINABILITY
AT CELESTICA

21.3% decrease in Scope 1 & 2
Nearly 10,000 metric
GREENHOUSE GAS EMISSIONS FROM 2019.
tonnes of CO2e averted
United Nations SDGs through RENEWABLE ENERGY PROJECTS IN 2020.
92.5%

WASTE DIVERSION RATE,
diverting over 12.6 mt of waste from landfill.
18,335 employees
ENVIRONMENTAL
SOCIAL
18,800+ working hours

have successfully completed the
SUSTAINABLE WORKSPACE PLEDGE
GOVERNANCE
volunteered in local communities and and are taking action to live more sustainably.
REPORT INDICES 125,000+ HOURS SINCE 2015.

ABOUT THIS REPORT
Celestica’s core business programs and policies are instrumental to
SUSTAINABILITY We fully embrace the need to integrate Environmental, Social and unlocking the potential of our sustainability strategy, including:
AT CELESTICA Governance factors into every aspect of our business—ensuring
• A strong environmental policy driving everything we do for environmental
A Letter from Robert Ellis we support our people, the planet, and the communities in which stewardship—from how we conduct our operations to the management
2020 Sustainability Highlights we live and work. practices we follow every day.
• Well-defined Business Conduct Governance (BCG) and a Compliance
United Nations SDGs and Ethics (C&E) program establishing our opposition to unethical
Our strategy is to drive innovation, inspire employees to incorporate
Celestica’s Aspirational behaviour, such as discrimination, corruption, and bribery to ensure
sustainability into their everyday actions, and work together to unlock ideas.
two-way communication and productive employment for all.
Our goals are to minimize the risks associated with climate change, support
the communities in which we operate, protect people and the planet, • Strong business continuity, ensuring we deliver on our commitments
External Sustainability Initiatives to our customers, suppliers, and employees, and that we live up to our
and create value for our stakeholders. We monitor environmental, social,
governance, and sustainability trends and issues to inform the development environmental stewardship commitments.
ENVIRONMENTAL
of this report. • Fostering a diverse and inclusive culture in which employees bring their
SOCIAL
best selves to work; contribute their ideas, experiences and talents; and
We take a value-chain approach to addressing our carbon emission
add value to their teams and to the company overall.
impacts by setting climate goals for our global operations, supply chain,
GOVERNANCE and product portfolios. • Investing in the communities where we operate.
• Training and development opportunities enabling long-term improvement
In setting our sustainability strategy, we secure the resources and
REPORT INDICES inside and outside the organization.
investments necessary to execute the plan over the long-term.
• Internship programs providing new entrants to the workforce with valuable
development opportunities through real-life work experiences, projects,
and networking with industry professionals.

ABOUT THIS REPORT
Our Planet
SUSTAINABILITY
AT CELESTICA • Minimize the impact of our operations and supply chain on the environment:
- Reduce our greenhouse gas emissions and water use according to climate science.
- Reduce, reuse and recycle products and materials to support a circular economy.
2020 Sustainability Highlights PLANET
- Expand the use of renewable energy through on-site generation, direct procurement
from electricity suppliers, and purchasing Energy Attribute Certificates.
United Nations SDGs
Celestica’s Aspirational Our Products and Services

Awards and Recognition • Enable our customers to improve their material efficiency, reduce waste, bring smart energy products
PRODUCTS & to market, and deliver more efficient products through our engineering and design expertise.
SERVICES
• Leverage our expertise and resources to drive and support sustainable initiatives throughout our
ENVIRONMENTAL value chain, focused on emissions and materials from logistics, and purchased goods and services.
SOCIAL
Our People
GOVERNANCE OUR PEOPLE • Foster a positive, educated and engaged workforce that empowers people to make a difference.
• Implement best-in-class business practices around diversity and inclusion, pay equity, and education.
REPORT INDICES
Our Communities
• Leverage our collective expertise and resources to drive positive change.
COMMUNITIES • Establish partnerships and empower our employees to volunteer in the communities in which we operate.

United Nations
ABOUT THIS REPORT Sustainable Development Goals
SUSTAINABILITY
AT CELESTICA
A Letter from Robert Ellis The United Nations Sustainable Development Goals, also known as the Global Goals,
2020 Sustainability Highlights are a universal call to action to address the world’s biggest challenges by 2030.
United Nations SDGs
The SDGs promote strategies to address global issues such as poverty, As a special initiative of the UN Secretary-General, the United Nations
inequality, climate change, environmental degradation, peace, and justice. Global Compact is a call to companies everywhere to align their operations
They inform our sustainability strategy and help us to focus on areas in and strategies with 10 universal principles in the areas of human rights, labour,
External Sustainability Initiatives which we can provide the largest positive impact. Our actions help build environment and anti-corruption, and to take action in support of UN goals.
a more sustainable, equitable future by moving forward together. With more than 12,000 companies and 3,000 non-business signatories based
ENVIRONMENTAL
in more than 160 countries, and 69 Local Networks, it is the largest corporate
We believe that one of the most effective ways to do our part is to adopt and
sustainability initiative in the world.
SOCIAL apply universally recognized standards within our business. Although all 17
SDGs are relevant to Celestica, our communities, and our stakeholders, we Since 2021, Celestica has been committed to the UN Global Compact
GOVERNANCE have prioritized ten goals we believe present opportunities for us to affect corporate responsibility initiative and its principles in the areas of human
the greatest change. We determine this annually through our materiality rights, labour, the environment, and anti-corruption.
REPORT INDICES assessment and during stakeholder conversations. Through this assessment
in 2020, we highlighted an additional six SDGs that we are focusing on
moving forward. We also address additional SDGs through our partnerships,
memberships, and community impact projects. Throughout this report,
we indicate where our company’s actions address the SDGs. For more information,
please visit the UNGC website.

Celestica’s
Alignment Celestica understands that our people are our core strength. They require opportunities to
NEW
to the SDGs learn, grow, and develop. We invest in helping our employees advance their education by
ABOUT THIS REPORT offering function-specific skills development and leadership training initiatives globally. We
also conducted surveys to understand their needs and prepare avenues for relevant learning
experiences. Through our Time Off to Volunteer (TOV) program we support and enable
SUSTAINABILITY
AT CELESTICA our local communities to have the resources to access and attain a quality education. We
SDG 4: Quality
will continue to deepen our relationships with local schools and organizations that allow
A Letter from Robert Ellis Education
our employees to offer their time, skills, and knowledge as resources to empower future
2020 Sustainability Highlights generations within their communities.
United Nations SDGs Celestica is committed to ensuring our company culture and programs reflect the importance
NEW
Celestica’s Aspirational of gender equality. Recognizing the imbalance of opportunities and compensation to women
and minority gender-identification groups, Celestica strives to correct this in the workplace
Awards and Recognition and the communities in which we operate. Through our Women in Action program, global
External Sustainability Initiatives International Women’s Day events, and public goals of board member representation, we
work to acknowledge the gaps in gender equality and identify strategies to accelerate equality.
ENVIRONMENTAL SDG 5: Gender
Management of equality is also grounded in Celestica’s policies and programs, through
Equality
flexible work policies, reproductive health programs, access to nursing areas, parental leave,
SOCIAL and a whistleblower policy that encourages people to speak up when inequality is identified
by any employee or external stakeholder. Celestica’s TOV program enables employees to
GOVERNANCE support organizations within their communities that seek to achieve gender equality such as,
STEM programs, mentorship, and education enablement.
REPORT INDICES

Celestica’s
Alignment Mitigating risks from water scarcity and quality issues are important for our employees,
NEW
to the SDGs suppliers, and customers. Sustainable management of water and sanitation, especially
ABOUT THIS REPORT in water-stressed areas, is critical to ensuring access to plentiful, clean water supplies.
Celestica is focused on reducing and eliminating water effluents and hazardous wastes,
reducing water usage, and ensuring that we adhere to local guidelines regarding water
SUSTAINABILITY
AT CELESTICA treatment and sanitation. We also monitor sites for water-related risks, impacts, and areas
SDG 6: Clean Water
of improvement for the sustainable management of this invaluable resource. Through our
A Letter from Robert Ellis and Sanitation
TOV program we are increasing our water stewardship efforts by encouraging employees
2020 Sustainability Highlights to volunteer to protect and restore local water-related ecosystems, increase community
Our Sustainability Strategy infrastructure and development, and work with others to address shared water challenges.
United Nations SDGs
Celestica’s Aspirational Celestica actively invests in energy-efficient solutions within our operations. We focus
NEW
on enhancing energy performance in our building infrastructure and process equipment.
Awards and Recognition We also support the transition to renewable energy sources across our global network.
External Sustainability Initiatives Through our Hardware Platform Solutions business, we promote a low carbon future
across our value chain by providing our customers with energy-efficient products.
ENVIRONMENTAL
SDG 7: Affordable
SOCIAL and Clean Energy
GOVERNANCE
Celestica’s diverse global employee base is our most important resource. We support
EXISTING
REPORT INDICES employees by providing safe jobs with competitive wages, strictly enforcing ethical labour
practices, preventing discrimination, and providing training and development opportunities.
We also empower our people through freedom of association and collective bargaining,
and provide a range of methods to express concerns or make complaints safely and
anonymously.
SDG 8: Decent
Work and
Economic Growth

Celestica’s
Alignment Celestica has a range of initiatives to make its infrastructure sustainable. Nine of our sites
EXISTING
to the SDGs were certified to the ISO 50001 energy management standard in 2019, driving energy
ABOUT THIS REPORT savings and effective management of our equipment. We also focus on increasing our use
of renewable energy around the world. In addition, our engineering and design expertise
enables our customers to improve their material efficiency, reduce waste, and bring smart
SUSTAINABILITY
AT CELESTICA energy products to market quickly and efficiently.
SDG 9: Industry,
A Letter from Robert Ellis Innovation, and
Infrastructure
United Nations SDGs

Celestica is a global company that spans more than 14 countries and the diverse make-up
NEW
Sustainability Goals of our employees is a source of enormous pride. Celestica is committed to equality of
Awards and Recognition opportunity and treatment for our employees. We hope that demonstrating such leadership
will expand our favourable impact into the outside community. It is just one of our many
programs and policies that establish our opposition to any form of discrimination based on
ENVIRONMENTAL gender, race, sexual orientation, disability, age, and religion. Celestica’s CEO Rob Mionis has
SDG 10: Reduced
signed the CEO Action for Diversity & Inclusion pledge, an important step to supporting SDG
Inequalities
SOCIAL 10 and reflecting our commitment to cultivating a healthy workplace environment.
GOVERNANCE Celestica’s manufacturing facilities have environmental management systems and regularly
EXISTING
track energy, water usage, and waste to ensure sustainable resource management. We are
REPORT INDICES committed to reducing our energy, water, and materials consumption. We aim to improve
our waste diversion rate, prevent leaks and spills, and avoid the use of hazardous wastes
and chemicals.
SDG 12:
Responsible
Consumption
and Production

Celestica’s
Alignment Celestica continually works to strengthen climate resilience across our global network.
NEW
to the SDGs We set science-based targets to reduce our absolute emissions and strive to improve energy
ABOUT THIS REPORT productivity in our operations. Celestica discloses its emissions and climate-related risks
to the Carbon Disclosure Project (CDP) to ensure transparency and awareness of climate-
SUSTAINABILITY related impacts for our business. We also embed natural hazard risks in our Business
AT CELESTICA Continuity Plan and Disaster Recovery Plan, enabling our business to adapt to extreme
SDG 13: Climate
circumstances.
A Letter from Robert Ellis Action
Our Sustainability Strategy Celestica works with external stakeholder groups such as customers and suppliers to
EXISTING
United Nations SDGs create partnerships that support our sustainability initiatives and community impact
Celestica’s Aspirational projects. Our strategic partnerships foster knowledge-sharing and technological
Sustainability Goals innovation that lead to energy and waste reductions. Through our TOV program,
Awards and Recognition thousands of our employees dedicate their time and skills to giving back to their
communities, affecting greater change beyond our own operations.
SDG 17:
Partnerships
ENVIRONMENTAL
for the Goals
SOCIAL
GOVERNANCE
REPORT INDICES

Celestica’s Aspirational Sustainability Goals
ABOUT THIS REPORT
In 2013, we set aspirational sustainability goals that are embedded into everything we do. We strive to make consistent progress every year,
SUSTAINABILITY and we completed those goals in 2020. Additionally, we set a science-based target in 2020 focused on our greenhouse gas emissions.
AT CELESTICA

Goal 2020 Year-End Result 3-Year Trend and Target Related SDGs

Greenhouse Gas Emissions Reductions Dashed line represents the target for each goal.
United Nations SDGs
Reduce our absolute -70% In 2020, Celestica achieved a 21.3% reduction from
greenhouse gas 2019 and 70% from 2012. We achieved these reductions SBT
emissions by 30% of through energy conservation, procurement of renewable 2018 184,024
Awards and Recognition 2012 levels by 2020. energy from utility providers, on-site solar panels, and
2019 78,125
the purchase of Energy Attribute Certificates.
2020 57,197
ENVIRONMENTAL
Reduce absolute -21.3% In 2020, Celestica achieved a reduction of 21.3%
Scope 1 and Scope 2 GHG from 2019 and 66.5% from 2018, achieving our 0 50,000 100,000 150,000 200,000
emissions 30% by 2025 science-based target.

SOCIAL from a 2018 base year
(science-based target).
GOVERNANCE Reduce absolute Scope 3 11.2% Celestica saw a decrease in Scope 3 emissions in 2020 2018 306,175
GHG emissions from fuel and from several categories, but a 11% increase compared
energy-related activities, to 2019 when totalling the four categories that are part 2019 306,798
REPORT INDICES purchased goods and services, of our science-based target. Although our upstream and
and upstream and downstream downstream emissions decreased, there was a large 2020 586,978
transportation and distribution increase in the associated emissions from our suppliers
10% by 2025 from a 2018 base within the purchased goods and services category. 0 200,000 400,000 600,000
year (science-based target).

Goal 2020 Year-End Result 3-Year Trend and Target Related SDGs
Waste Diversion Dashed line represents the target for each goal.
ABOUT THIS REPORT
Achieve 100% waste 92.5% Throughout 2020, Celestica diverted a total of 12,653 metric
2018 93.1%
diversion by 2020. tonnes of materials from landfill by reusing, recycling, or
SUSTAINABILITY
sending materials for waste-to-energy. All facilities continued
AT CELESTICA 2019 92.3%
to focus on waste diversion, especially due to the increase
in disposable personal protective equipment because of the
A Letter from Robert Ellis 2020 92.5%
COVID-19 pandemic and the changing waste streams. Since
2020 Sustainability Highlights we began waste diversion in 2013, we’ve improved this rate 0 20 40 60 80 100
by 7.6%.
United Nations SDGs
Employee Engagement
Awards and Recognition Have 100% of eligible employees 89.4% Through the online Sustainable Workspace program,
2018 71.2%

participate in the Sustainable over 18,300 employees have committed to at least eight
Workspace program by 2020. sustainable actions to improve both environmental and
2019 77.8%
social factors. Actions include turning off equipment to
ENVIRONMENTAL conserve energy, recycling, regular exercise, and carpooling.
2020 89.4%
The program is voluntary and reinforces to employees that
each of them plays a role in the sustainability of the earth
SOCIAL 0 20 40 60 80 100
inside and outside the workplace
GOVERNANCE
Community Giving
REPORT INDICES
Have 50% of our workforce take 20% The COVID-19 pandemic provided many challenges
2018 19.4%
time off to volunteer in their to our community engagement program in 2020
communities every year by 2020. including limitations to group volunteering efforts
2019 19.0%
and the cancellation of some events. Our workforce
volunteered more than 18,800 hours including activities
2020 20.0%
supporting the response to the COVID-19 pandemic,
such as sewing masks and making face shields. Employees 0 10 20 30 40 50
continued their efforts to support local communities

including donating blood, supporting special-needs
children, and partnering with youth organizations.

ABOUT THIS REPORT
SUSTAINABILITY
EcoVadis Assessment: Platinum Rating
AT CELESTICA
Celestica is proud to have received a Platinum rating from EcoVadis, one of the world’s most trusted provider of business
A Letter from Robert Ellis sustainability ratings for global supply chains. In 2021, Celestica maintained a score of 79/100. Celestica has been an
active participant in EcoVadis assessments, and is scored annually. Rating more than 75,000 companies, EcoVadis validates
corporate adherence to 21 recognized Corporate Social Responsibility (CSR) criteria which follow verifiable international
CSR standards (the Global Compact Principles, the International Labour Organization conventions, the Global Reporting
United Nations SDGs
Initiative standard, and the ISO 26000 standard).
Sustainability Goals Celestica ranked among the top 1% in all categories. In our industry, Celestica scored:
• Overall score: Top 1%
• Environment: Top 1%
ENVIRONMENTAL • Labour and Human Rights: Top 8%
• Sustainable Procurement: Top 2%
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• Ethics: Top 1%
GOVERNANCE
FIGURE 2.1: HISTORICAL ECOVADIS RATINGS

REPORT INDICES
74 79 79 To view the latest

69 73
67
EcoVadis assessment,
please visit our website.
2016 2017 2018 2019 2020 2021

Kimberly Clark Award, Best Work Environment
Fremont, California, U.S. Employer Award, Suzhou, China
Our Fremont site diverted more than The Suzhou Global Business Services (GBS),
ABOUT THIS REPORT
1,100 kg of used gloves and smocks from China team was presented with the Best
landfill in 2020 through a partnership with Work Environment Employer Award by the
SUSTAINABILITY Kimberly Clark Professional and the Rightcycle™ Greater Suzhou Best Employer Committee,
AT CELESTICA
program. Kimberley Clark collects the used which recognizes outstanding organizations
A Letter from Robert Ellis gloves and processes them into plastic pallets in the region.
2020 Sustainability Highlights and new consumer products, such as benches
and chairs.
United Nations SDGs In 2020, this activity earned the site a Certificate
Celestica’s Aspirational of Environmental Impact Achievement. Since
Sustainability Goals forming the partnership, more than 3,000 kg
Awards and Recognition of personal protective equipment has been
External Sustainability Initiatives diverted from landfill.
Supplier Excellence Award 2020,
ENVIRONMENTAL Johor-EMS, Malaysia
Celestica’s Johor-EMS, Malaysia team
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received Lam Research’s 2020 Supplier
of the Year Award. One of six award
GOVERNANCE recipients, Celestica won the Corporate
Social Responsibility award in recognition
REPORT INDICES of our exceptional support of Lam
Research’s sustainability initiatives.

ABOUT THIS REPORT
Clean16 - Robert Ellis, Senior Vice President, Sustainability
SUSTAINABILITY Clean50 - Decommissioning Celestica’s Headquarters and Chief Legal Officer
AT CELESTICA and Manufacturing Operations in Toronto, Canada Canada’s Clean50 2021 individual awards celebrate the accomplishments
A Letter from Robert Ellis of 50 sustainability leaders in 16 categories. The winners achieved
Canada’s Clean50 Top Project recognizes the best sustainability projects
measurable success in combating climate change in innovative ways,
2020 Sustainability Highlights completed in Canada over the last two years, based on their innovation
while helping Canada transition towards a lower-carbon economy.
Our Sustainability Strategy and ability to inform and inspire Canadians. This year, Anthony McDermott,
United Nations SDGs Celestica’s Environmental Manager, and his team received the award for the Robert Ellis has been named a recipient of Canada’s Clean50 Awards
sustainable decommissioning of our original headquarters and manufacturing and was also recognized as a Clean16 Award honouree as the overall
Sustainability Goals operations in Toronto. By reusing, redeploying, selling, and donating materials winner in the technology, telecom, and media category. Robert was
to local community organizations, or by recycling as a final option, Celestica recognized for his leadership in championing the adoption of Celestica’s
kept nearly 2.5 million kg of materials away from landfill, resulting in a 93% science-based targets that enabled Celestica to meet its 2020 targets
waste diversion rate. and for his contribution to improving Celestica’s waste diversion rate.
ENVIRONMENTAL
SOCIAL
GOVERNANCE 5 th
REPORT INDICES Canada’s Best 50 Corporate Citizens

Celestica has earned the 5th spot among Canada’s best corporate
citizens in 2021 by Corporate Knights, an organization dedicated to
encouraging responsible business practices. Corporate Knights annually
ranks 271 Canadian companies with revenue over $1 billion based on
24 ESG-focused key performance indicators, including: greenhouse
The Toronto, Canada facility solar panel manufacturing floor, before and after the gas emissions, water productivity and waste, clean revenue, supplier
decommissioning project. performance, and employee and financial management metrics.

External Sustainability Initiatives GRI 102-12
ABOUT THIS REPORT
SUSTAINABILITY
17.16
AT CELESTICA
9.5 17.17
2020 Sustainability Highlights In addition to the UN SDGs FIGURE 2.2: EXTERNAL INITIATIVES AND PROJECTS
Our Sustainability Strategy and Science-Based Targets

Group Description Date Joined Commitment
United Nations SDGs
initiative (SBTi), Celestica
Celestica’s Aspirational Sustainable Celestica is a member of SEAI’s large industry energy network (LIEN) subgroup. 2017 Voluntary
supports a number of external Energy Authority The goal of the organization is to work with homeowners, businesses,

initiatives that drive economic, of Ireland (SEAI) communities, and government to transform how we think about, generate,
and use energy.
environmental, and social
Ecology Forum, Celestica is a founding member of the Miyagi Ecology Forum, consisting 2017 Voluntary
charters and principles within Miyagi, Japan of government representatives and local companies. The purpose is to
ENVIRONMENTAL promote waste reduction and diversion efforts through partnerships and
and outside our operations.
sharing best practices.
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Laem Chabang Celestica’s Thailand site is a member of the LCB IEAT Group, which provides 1995 Voluntary
Industrial Estate opportunities for sharing, participation and involvement in a variety of activities
GOVERNANCE Authority of such as corporate social responsibility initiatives, water savings meetings,
Thailand Group, Environmental Health and Safety meetings, and public road consultations.
Thailand (LCB IEAT)
REPORT INDICES
Smart Commute, Smart Commute helps employers and commuters explore smart travel options 2018 Voluntary
Ontario, Canada such as walking, cycling, transit, carpooling, and teleworking. Our Newmarket,
Ontario operation joined Smart Commute to facilitate transportation services
for our employees and decrease emissions from employee travel.

Memberships and Affiliations GRI 102-13
ABOUT THIS REPORT
SUSTAINABILITY 17.16
9.5 17.17
AT CELESTICA

Celestica has established FIGURE 2.3: MEMBERSHIPS AND AFFILIATIONS

strategic affiliations with a Organization Participation
United Nations SDGs

number of organizations that Responsible Business Alliance (RBA) and Regular Member
address both global citizenship Responsible Minerals Initiative (RMI) Validated Assessment Program (VAP) Working Group
Sustainability Goals and environmental concerns. The CSR Board Member
Awards and Recognition High Density Packaging Users Group Board of Directors
External Sustainability Initiatives Lead free Board Materials Phase Six, Researcher
Lead free Harsh Use Environment Development, Researcher
ENVIRONMENTAL International Electronics Manufacturing Initiative (iNEMI) Characterization of Alternate Pb-Free Alloys, Researcher
Open Compute Project Foundation Member

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Green Industry, Ministry of Industry, Thailand Green Industry Level 3 Certification
WSPS Workplace Safety & Prevention Services, Canada Member

GOVERNANCE
Industry Mentor Network (IMN), Singapore Member
REPORT INDICES Junior Achievement Canada Supporting Partner
City of Toronto Circular Economy Working Group, Canada Member
Energy Conservation Center, Miyagi, Japan Member
Fire Prevention Monthly Conference Group, Miyagi, Japan Member

FIGURE 2.3: MEMBERSHIPS AND AFFILIATIONS CONTINUED
Organization Participation
Safety and Hazardous Material Monthly Conference Group, Miyagi, Japan Member
ABOUT THIS REPORT
Laem Chabang Provincial Electricity Authority Group, Thailand Member
SUSTAINABILITY Siam Safety, Thailand Member

AT CELESTICA
Telecom Infra Project Member
A Letter from Robert Ellis Open Compute Project Member
Consortium for On Board Optics Member
Quad Small Form Factor Double Density Member
United Nations SDGs
Open Networking Foundation Collaborator
ENVIRONMENTAL
SOCIAL
GOVERNANCE
REPORT INDICES

CDP Climate Change
and Water Security Responses
ABOUT THIS REPORT
SUSTAINABILITY
AT CELESTICA 6.2 12.2
6.3 8.4 12.6

Over the last decade, Celestica has developed a sustainability
strategy that aligns with industry-leading environmental
United Nations SDGs reporting such as global environmental non-profit CDP.
Celestica’s Aspirational Celestica’s continuous commitment to grow its sustainability
Sustainability Goals program has garnered an A- score on the CDP 2020 Climate
Awards and Recognition Change Questionnaire and a C on the Water Security
External Sustainability Initiatives Questionnaire. Achieving an A- ranks us in the “Leadership”
category amongst all respondents, indicating that we are
ENVIRONMENTAL implementing current best practices. It validates the progress
and strides we’ve made in our sustainability program, and
SOCIAL continues to drive us towards taking environmental action.
Celestica continually works to reduce our water footprint.

GOVERNANCE
We are developing plans to implement effective and focused
strategies that minimize our water use and build resilient
REPORT INDICES water sources.
Learn more about our environmental management

practices, performance, and our responses.

ABOUT THIS REPORT
Environmental
SUSTAINABILITY
AT CELESTICA
We are committed to being a responsible partner in the
ENVIRONMENTAL communities in which we operate by ensuring we have
Greenhouse Gas Emissions safe, efficient, and environmentally conscious operating
Energy and manufacturing processes. In addition, we leverage
Waste our expertise to support our customers’ environmental
Water sustainability programs and goals.
Key Impacts and Risks
Environmental Compliance
Please see the KPI Summary for data in reference
Our Products and Services to this section.
SOCIAL
GOVERNANCE
REPORT INDICES

Greenhouse Gas Emissions GRI 102-56, 305-1, 305-2, 305-3
ABOUT THIS REPORT
SUSTAINABILITY
12.2 13.1
AT CELESTICA
7.2 8.4 9.4 12.4 13.3
ENVIRONMENTAL
Greenhouse Gas Emissions The United Nations has called climate change a “crisis multiplier” that has profound implications
Energy
for international peace and stability. Reducing greenhouse gas emissions will help mitigate climate
Waste
change. Businesses around the world are stepping up to meet global climate targets in alignment with
Water
the Paris Agreement, the latest science from the Intergovernmental Panel on Climate Change (IPCC),
and the UN SDGs.
Our Products and Services
As a global company, we understand that we play a critical role in protecting the climate and our planet. In 2013,
SOCIAL
we committed to reducing our absolute Scope 1 and Scope 2 GHG emissions 30% by 2020 from a 2012 base year.
This goal focused on direct (Scope 1) and indirect (Scope 2) emissions from our operations. As of December 31, 2020,
GOVERNANCE we are pleased to announce that we reduced our emissions by 70% compared to 2012.
REPORT INDICES Building on that success, in 2020 Celestica set a new GHG emissions reduction target in alignment with the Science-
Based Targets initiative (SBTi). We commit to reduce absolute Scope 1 and Scope 2 GHG emissions 30% by 2025 from
a 2018 base year. Celestica also commits to reduce absolute Scope 3 GHG emissions from fuel and energy-related
activities, purchased goods and services, and upstream and downstream transportation and distribution 10% by 2025
from a 2018 base year.
Celestica ensures transparent and consistent reporting by tracking emissions at our facilities using carbon accounting
software, ensuring accuracy through third-party verification, and reporting to the CDP. Our environmental management
systems set the foundation for progressing towards our emissions reduction goals, and our actions are detailed in the
next sections.

Emissions From Our Operations (Scope 1 and Scope 2)
At Celestica, we monitor our GHG emissions at a facility level which enables us to identify the largest FIGURE 3.1: GHG EMISSIONS AND 2020 TARGET
ABOUT THIS REPORT sources of emissions and drive more sustainable practices in areas that have the greatest environmental
impact. In 2020, we tracked emissions from 99% of the facilities over which we have operational control.
SUSTAINABILITY Target
Celestica’s combined Scope 1 and 2 emissions decreased by 21.3% year-over-year due to energy reduction
AT CELESTICA 128,817
initiatives in our facilities, renewable energy usage, and impacts from the COVID-19 pandemic that
included reduced production and more employees working from home.
ENVIRONMENTAL
Our Scope 1 direct emissions derived from natural gas and liquid fuels (such as diesel) used for heating,
Greenhouse Gas Emissions
cooking in cafeterias, and powering back-up generators. In 2020, our Scope 1 emissions increased by
Energy
51.6% compared to 2019 levels largely due to one of our sites commencing operation of a generator
Waste to power its facility.
Water
Our Scope 2 indirect emissions derived from electricity used in our operations primarily for lighting;
heating, ventilation, air conditioning systems (HVAC); and manufacturing equipment. In 2020, our
Scope 2 emissions decreased by 27.2% year-over-year. This significant reduction is attributed to the
Our Products and Services use of on-site solar energy generation, procurement of renewable energy from utilities, purchase
of EACs, implementation of energy efficiency projects, and reduced occupancy of our facilities as
SOCIAL
more employees worked remotely.
2018 2019 2020
GOVERNANCE In addition to GHG emissions, Celestica tracks normalized emissions to revenue. Our normalized emissions
decreased by 19.3% compared to 2019. This was driven by the reduction of our Scope 1 and 2 emissions, Scope 1 (mt CO2e) Scope 2 (mt CO2e)
REPORT INDICES resulting in 10.7 metric tonnes (mt) of CO2e per million dollars of revenue, down from 13.3 in 2019.
We will continue to identify methods to reduce our Scope 1 and 2 GHG emissions through the
implementation of additional energy-efficient projects and renewable energy sources from on-site
generation and procurement of renewable energy from utilities.
See our KPI Summary for more information about our GHG emissions.

Other Indirect Emissions (Scope 3) GRI 305-3
Celestica’s other indirect GHG emissions are generated from our operations and supply chain. We track
ABOUT THIS REPORT and report on 10 Scope 3 categories from the Greenhouse Gas Protocol Corporate Value Chain (Scope 3)
Accounting and Reporting Standard, including business travel, upstream and downstream transportation,
SUSTAINABILITY employee commuting, and capital purchases, among others. In 2020, our Scope 3 emissions decreased
AT CELESTICA by 55.6% year-over-year. Of the 10 Scope 3 categories that Celestica reports on, the emissions from seven
categories decreased in 2020. Although there was significant growth in the Hardware Platform Solutions
ENVIRONMENTAL business, the proportion of the business that contributes to Category 11: Use of Sold Products, significantly
decreased. Furthermore, the COVID-19 pandemic drove a significant reduction for Category 6: Corporate Additional Air Emissions
Air Travel and Category 7: Commuting, due to lockdown measures and employees working from home
Energy and not travelling. To strengthen our ability to mitigate the impacts of
Waste climate change, we have enhanced our emissions
Although we saw a decrease in our Scope 3 emissions from reduced employee commuting in 2020 due to
inventory to track criteria air contaminants (CACs),
Water work-from-home measures and temporary office shutdowns, we are aware that we are not measuring the
hazardous air pollutants (HAPs), and persistent
Key Impacts and Risks emissions arising from home offices to the extent that our employees are working remotely. Further, we
organic pollutants (POPs) emissions released from
Environmental Compliance cannot measure the increased demands on cloud-based storage from the additional need for email, instant
our facilities and process operations that are not
messaging, and video conferencing; nor are we aware of additional emissions that the pandemic may have
Our Products and Services included in our total emissions calculations. This
caused within our supply chains.
includes volatile organic compounds (VOCs),
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In 2020, Celestica set a target in alignment with the SBTi to reduce Scope 3 GHG emissions 10% by 2025 particulate matter (PM), nitrogen oxides (NOx),
from a 2018 base year from fuel and energy-related activities, purchased goods and services, and upstream methane (CH4), sulphur oxides (SOx), lead (Pb),
GOVERNANCE and downstream transportation and distribution. In 2020 we had an 11% increase in these categories non-methane hydrocarbons (NMHC), hazardous
compared to 2019, due to a 20% increase in the associated emissions from Category 1: Purchased Goods air pollutants (HAPs), and tin (Sn). In 2020, we
REPORT INDICES and Services and Category 3: Fuel and Energy-Related Activities. This category is calculated based on the released approximately 10 metric tonnes of these
emissions of our suppliers, indicating an increase in their reported emissions. air emissions from 31% of our square footage.
urther Scope 3 emissions details are provided in our

F ore information about additional
M
CDP Climate Change Questionnaire and within the KPI Summary. air emissions can be found in the
KPI Summary.

Energy GRI 302-1, 302-3, 302-4
SITE SUCCESS STORY: PORTLAND, OREGON, U.S. –
BUILDING AUTOMATION SYSTEM (BAS) UPGRADE
ABOUT THIS REPORT
7.1 12.2
SUSTAINABILITY 7.2 9.4 12.4 13.1 Celestica’s Portland, Oregon, U.S. site commenced an upgrade to its
AT CELESTICA 7.3 8.4 9.5 12.8 13.3 Building Automation System (BAS) in 2020. Many of the sensors from
the previous BAS had failed over the years, resulting in some units
ENVIRONMENTAL operating independently of the system and consequently creating an
Energy is critical to Celestica’s operations and can generate significant greenhouse
unreliable control system. As a result, the HVAC equipment operated
Greenhouse Gas Emissions gas emissions. We procure renewable energy and conserve energy throughout our
inefficiently, consuming excessive energy. With the new BAS system,
Energy sites to reduce demand on the grid. Our sites continue to develop energy reduction
the site is able to control and maintain set points to ensure energy
Waste
initiatives through the ongoing implementation of efficient technologies and
savings, including scheduling its HVAC equipment to match site
equipment, sharing of best practices, and education.
Water occupancy and capitalizing on ambient conditions by monitoring
Key Impacts and Risks In 2020, Celestica consumed 209 gigajoules (GJ) of energy per million USD of outdoor air temperature with a central sensor. Portland’s BAS upgrade
Environmental Compliance revenue, a 7.1% reduction year-over-year. To reduce our energy consumption, is estimated to save 1,784 GJ of natural gas and 302.3 megawatt
our facilities implemented energy efficiency projects that account for savings of hours (MWh) of electricity annually.
more than 12,000 GJ.
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Representatives across our operations meet bi-monthly to share ideas, projects,
SITE SUCCESS STORY: HONG KONG, CHINA –
and solutions. Globally, 52 energy projects were implemented in our facilities
GOVERNANCE
ranging from building energy management systems; installation of cooling
ELECTRICITY REDUCTION STRATEGIES
technology; refurbishment and replacement of HVAC systems; upgrading lighting
REPORT INDICES and compressed air equipment; performance management of chillers and boilers;
Celestica’s Hong Kong, China site implemented a site-level target to
integration of automation; and implementing other energy-efficient systems.
reduce 2% of its total electricity consumption in 2020 compared to 2019.
Currently nine sites have obtained ISO 50001 certifications, representing 74% of our To meet its target, the site executed several electricity reduction initiatives
total consumed electricity for the year, with seven sites certified under the latest including the replacement of T8 tube lights with LED lights, saving an
ISO 50001:2018 version. Moving forward, we will regularly reassess whether we can estimated 14 MWh annually; removal of inessential light bulbs in areas with
increase the number of certified sites and update certifications to the latest ISO version. excessive lighting; and improving processes to power down equipment
when inactive or during unoccupied hours. The site surpassed its goal,
We continue to invest in the latest best practices for energy management that achieving a 2.6% reduction in electricity consumption year-over-year.
enable us to reduce our energy consumption, emissions, and costs.

SITE SUCCESS STORY: LAEM CHABANG, THAILAND –
ENERGY EFFICIENT IMPROVEMENTS
ABOUT THIS REPORT

Celestica’s Laem Chabang, Thailand site executed a range of energy-efficient projects in 2020
that saved approximately 2,500 MWh. They included:
SUSTAINABILITY
AT CELESTICA
DARREN HARRIS
• Lowering of diffuser and installation of a suspended ceiling to reduce load on HVAC systems. FACILITIES SERVICES, MANAGER
• Replacement of a precision air conditioning unit with existing operational air handling unit PORTLAND, OREGON, U.S.
ENVIRONMENTAL
to minimize energy usage.
• Replacement of two air dryers with zero purge loss air dryers. A sustainability powerhouse, Darren has
Energy
• Lowering of pressure from 120 pounds per square inch (psi) to 100 psi on compressed air spearheaded a host of initiatives that are
Waste helping to create a better world. He was
to reduce load on equipment.
Water
• Installation of variable speed drive motors in three chilled water pumps. the driving force behind Portland’s switch
Key Impacts and Risks to sourcing 100% of its energy from wind
• Installation of management software to optimize the number of chillers operating power, which will prevent nearly 1,000 mt
based on cooling load in a given water chiller system. CO2e annually.
• Utilizing an existing HVAC system instead of a split-type air conditioner in a localized area
to conserve electricity. He also led Portland’s partnership with
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local charity Cans for Kids, which donates
the proceeds from recycled drinking cans
GOVERNANCE
and bottles to Mi Casa, an orphanage in El
The Laem Chabang, Thailand facility’s electricity consumption reduced by 13.2% Salvador that provides valuable assistance to
REPORT INDICES disadvantaged children. Darren also led the
compared to 2019, equivalent to nearly 5,900 mt of CO2e.
upgrade of the site’s Building Automation
System—saving 1,784 GJ of natural gas
and 302.3 MWh of electricity annually. “I’ve
always been attracted to living off the grid.
It just makes sense to be a good steward of
the planet,” he says.

Renewable Energy
ABOUT THIS REPORT

At Celestica, we are committed to increasing the use of renewable energy sources in our operations.
SUSTAINABILITY
We currently use 64.4% renewable energy as part of our total electricity consumption,
AT CELESTICA through the use of on-site solar panels, procurement through utilities, and the purchase
of Energy Attribute Certificates.
ENVIRONMENTAL

In mid-2020 we celebrated the fact that our Portland, Celestica also purchased 155,348 MWh of EACs to
Energy
Oregon, U.S. site and Oradea, Romania sites switched cover an additional 54.1% of our GHG emissions.
Waste to sourcing 100% renewable electricity through their These certificates were purchased from wind and
Water local utility for one of their buildings. These saved small hydro projects in Thailand, China, Mexico, Spain,
Key Impacts and Risks approximately 4,000 metric tonnes of CO2e from Vietnam, and the United States. All certificates are
entering the atmosphere in 2020 and will continue recognized by external bodies, such as the Renewable
to reduce approximately 5,600 mt CO2e annually. Energy Certificates (REC) Standard, the International
Renewable Energy Certificates (i-REC) Standard,
Our Laem Chabang, Thailand site continues to
SOCIAL or Guarantees of Origin (GO). We are constantly
generate renewable energy through its 3.5 megawatts
investigating new sources of on-site renewable energy
of solar panels. Since the panel installation began in
GOVERNANCE
capabilities for our facilities but are currently employing
2016, it has saved an estimated 66,208 mt of CO2e.
the purchase of EACs to promote the development of
Our Galway, Ireland and Valencia, Spain facilities derive renewable energy off-site. The emissions tracking of
REPORT INDICES
100% of their electricity from renewable energy. Together, these certificates follows the RE100 Technical Criteria.
these two sites prevented approximately 2,200 mt of
CO2e from entering the atmosphere in 2020.
Our Fremont, California, U.S. site continued its Together, these renewable energy projects averted an estimated 10,000 metric
partnership with the East Bay Community Energy
tonnes of CO2e emissions in 2020 and nearly 26,700 metric tonnes over the
Bright Choice Plan, which enabled the procurement
of 85% carbon-free power. The combined impact past five years.
of this program diverted more than 1,700 mt of CO2e.

Building Blocks for Sustainable Solutions
ABOUT THIS REPORT

Celestica’s Industrial and Smart Energy business is proud to support customers that are
SUSTAINABILITY
helping to deliver solutions that make the world healthier, greener, and more productive.
AT CELESTICA
As a leader in high-reliability design, manufacturing and supply chain solutions, we help our customers
ENVIRONMENTAL
launch innovative and scalable industrial and smart energy products that drive performance improvements
Greenhouse Gas Emissions and help power a more sustainable future.
Energy
We facilitate a wide range of energy and smart city applications through gas and electric smart meters,
Waste
high-efficiency generation controls, power converters, energy storage, and solar trackers. Celestica
Water enabled more than 6,000 MW of solar energy with one customer in 2020.
We partnered with a leading original equipment manufacturer (OEM) in the production of high-power
electric vehicle (EV) charging stations designed with cutting-edge technology used in commercial and
industrial applications where charge time is limited. Celestica not only manufactures components Enabling Reliable Uninterrupted
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of these chargers, but also provides design services to ensure optimal performance. We supported Power Solutions
nearly 2,000 power modules for use in fast-charge DC applications for electric vehicle charging stations
and built integrated cabinets and charging stations servicing the car, bus and truck EV markets. In 2020, In 2020 we partnered with a customer leading in
GOVERNANCE energy generation technology solutions that are
Celestica supplied equipment to support more than 100 MW worth of EV charging stations.
paving the way for the future grid to help meet the
REPORT INDICES Partnerships such as these are helping to grow the electric vehicle industry through intelligent design growing demand for clean and efficient energy.
and enable our customers to deliver innovative, smart products. These high-power energy generation solutions
will provide flexibility, uninterrupted power, and
lower costs.
Learn more about the Industrial and Smart Energy business.

Waste GRI 306-2
ABOUT THIS REPORT

12.2 FIGURE 3.2: WASTE DISPOSAL METHODS, HISTORICAL
12.3 BREAKDOWN AS A PERCENTAGE OF TOTAL
SUSTAINABILITY 12.4
AT CELESTICA 12.5
6.3 8.4 9.4 12.8 17.17 100%
ENVIRONMENTAL
Celestica is committed to sustainable consumption through the efficient use of materials within our 80%
operations. Our facilities follow a robust waste and recycling management system to reduce, reuse, repurpose,
Energy
refurbish, and recycle materials. We track our data using dedicated sustainability software and share best
Waste
practices among our sites by hosting bi-monthly meetings and through online community platforms.
Water
60%
In 2020, temporary shutdowns and reduced production due to the COVID-19 pandemic generated a large
reduction of material disposal of more than 6,000 mt. However, COVID-19 also had negative impacts,
such as an increase in single-use and disposable items of personal protective equipment. Currently, our 40%
Fremont, California, U.S. site utilizes a program to recycle most models of nitrile gloves and smocks used
on-site as a Celestica best practice. We are continuing to analyze how to roll-out this program to other
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sites, and find other opportunities to recycle PPE.
20%
GOVERNANCE In 2013, we set an aspirational goal to divert 100% of our waste from landfill by 2020. Given the complexity
of our waste streams and the availability of local recycling options in each of our global locations, we
REPORT INDICES were unable to reach that target on a global level; however many of our individual sites did achieve 95% 0
or higher waste diversion rates. We closed the year with 92.5% of our waste diverted from landfill. In 2021, 2018 2019 2020
Celestica will continue to encourage sites to minimize materials from entering landfills and look to focus Incineration Compost Reuse
on reducing material usage.
Recycle Landfill
Packaging materials comprise a significant portion of our total waste—in 2020, paper, wood, plastics,
and cardboard made up 58% of our waste material. We have taken a variety of steps to reduce and recycle
these materials such as material consolidation, packaging reuse, and improved material segregation.
We are working to further reduce packaging by strengthening our internal procurement, supplier, and Further waste disposition details
are provided in the KPI Summary.

customer relationships. By finding opportunities to minimize packaging and use more recyclable materials
we can protect the earth and minimize the impact those materials cause.
We have made great strides in reducing our waste around the world. In Japan, our Hino and Miyagi sites
ABOUT THIS REPORT transitioned all landfill waste to waste-to-energy. Collectively, the sites diverted 15.4 mt of material from REUNGYOS CHOTIKO
landfill using this method. In Canada, our Mississauga and Newmarket sites sourced a waste-to-energy EHS SITE MANAGER
SUSTAINABILITY vendor, diverting more than 125 mt of waste from the landfill. This equates to approximately 67,700 kWh LAEM CHABANG, THAILAND
AT CELESTICA
of energy produced, creating enough energy to charge nearly 6 million cellphones.
ENVIRONMENTAL Collectively, although some sites did see a year-over-year increase in their landfill waste, 33.6 mt of landfill
Reungyos and the EHS team are committed
material was reduced in some sites. This can be attributed to multiple factors, including reduced operations
to providing innovative waste management
from COVID-19, transitioning to waste-to-energy vendors, and variability in customers and their production
services within Celestica and for our
Energy demands. Throughout 2020, our Thailand and Eastern Asia sites incurred larger amounts of waste disposal
customers. Their goal: Prevent material
Waste due to local droughts. Toilet paper waste that would be managed through governmental water treatment
from ending up in landfills. During 2020
Water systems was transferred to landfill waste to help alleviate the usage of water. Our Savannakhet, Laos site
they worked closely with the site’s
gave new life to production scraps by using materials such as iron and used pallets to build a guardhouse
Key Impacts and Risks packaging manufacturer which recycles
on-site. This avoided the use of raw and repurposed materials that would have otherwise been destined for
Environmental Compliance all of the Thailand site’s cardboard to
landfills or recycling.
Our Products and Services identify advanced processes to minimize
Following the closure of Celestica’s Leixlip, Ireland site in 2020, Celestica’s employees properly disposed and manage packaging waste. They also
SOCIAL of materials to avoid landfill including identifying, tagging, and disposing of hazardous waste properly; established an on-site center to champion
destroying and recycling IT equipment through approved electronic waste vendors; and transferring internal materials reuse. “In many cases,
GOVERNANCE items for use such as tables, chairs, and white boards to our Galway, Ireland site. materials with no further use by one
department can be reused by another—
In total, we diverted more than 67,500 kg from the landfill, including: substantially reducing both costs and waste,”
REPORT INDICES
he says. The team is proud of the role they
• 53,785 kg of metal recycled
play in educating employees about the
• 4,890 kg of waste converted to energy importance of driving waste reduction at
• 4,820 kg of cardboard recycled work and in the community.
• 2,140 kg of wood and pallets recycled
• 1,497 kg of electronic waste
• 350 kg of chemicals recycled

Circularity by Design
ABOUT THIS REPORT

Celestica provides services that focus on designs with full DESIGN
lifecycle circularity, closed-loop systems, and after-market ING ED
FER FO
SUSTAINABILITY F RE
O FF
AT CELESTICA services. Offering products as a service is a tenet of the circular KET C LE R&D IC
Y IE
AR C N
economy because it transforms the concept of ownership and M UP
CY
R-
ENVIRONMENTAL
encourages manufacturers to rethink how a product is used
,P
TE
Ecosystem
Redistribution
ER
AF
Partnership &
& Remarketing
over its lifetime. Shifting mindsets from manufacturing products
FO
Innovation
TE
RM
PLE
Energy to delivering customer outcomes is growing the circular
DE
AN
SE
COM
economy model.
S IG
CE &
Waste
RE U
N
Water
REUSE
Test/Automation Advanced Design
Key Impacts and Risks Solutions, Repair & & Engineering
Celestica works with customers to develop a circular model to manage Remanufacturing End-to-End Expertise
products through design, usage, maintenance, reuse, remanufacture, and Lifecycle
recycling. Measures include implementing take-back programs, keeping Solutions
H AI N
SOCIAL useful materials out of landfills or recycling streams, and screening and
Product Licensing, Global,
repairing products to be distributed back to customers. Within our Asset Extended Warranty Regional &
C
U SE
& Field Local
Recovery Services, we have been able to create this circular model and
LY
GOVERNANCE Support
PP
properly recycle any residual materials.
SU
Global Logistics Manufacturing &
REPORT INDICES
IN
E
Services Engineering
ID
DU
Services
G
W
RY LO IN
ST
D
-L GIS U R RL
E TIC A CT O
AD
IN
S MANU F
T YW
LI
GQ
S IBI
UAL
IT Y & 2 C T VI
4/ 7 P R O D U

Hardware Platform Solutions Business
In recent years, we have pursued growth in designing leading-edge hardware for

ABOUT THIS REPORT
datacenter, networking, and edge deployments. Celestica’s Hardware Platform Solutions
business works with our designers, technology partners, and customers to deliver
SUSTAINABILITY
AT CELESTICA off-the-shelf and customized solutions for their products. Two key projects in 2020
supported circularity of the business and an overall reduction in wasted materials.
ENVIRONMENTAL
Greenhouse Gas Emissions In order to manage internal tracking of components and inventory, customer product components
Energy are all defined with unique part numbers. Throughout 2020, our HPS business consolidated the same
Waste components, eliminating more than 1,300 internal part numbers and avoiding the creation of another
Water 1,300. By reducing multiple part numbers for the same manufacturing component, Celestica reduced
not only the number of shipments and their associated packaging and emissions from logistics, but also
created a shared inventory. When engineering changes or upgrades to products are released, Celestica
now has visibility to these components which facilitates redeployment and reduces the need to recycle
and discard unused materials.
SOCIAL In HPS’s product design sector, Celestica has integrated a part commonality framework, producing
designs that use the same components across multiple products. Celestica focuses on circular design
GOVERNANCE and incorporates a fit, form, and function interchangeability framework for products and their components.
By creating a more concise library of components to select from during the design stage, Celestica is
REPORT INDICES able to reduce excess inventory, potentially wasted material, and packaging for shipment of components.
Focusing on four key commodities, Celestica was able to reduce our resistor and inductor product library
by more than 95%, multilayer ceramic capacitors (MLCC) by more than 90%, and integrated circuits (IC)
by more than 85%.
For more information, please see the

Sustainability Built Into Our Hardware Platform Solutions Business section.

After-Market Services Business
Celestica’s After-Market Services (CAMS) business offers a range of customer solutions, including repair and end-of-
life product management. Servicing multiple customers over nine sites, Celestica supports the circular economy by
ABOUT THIS REPORT
disassembling products and facilitating the reuse of mined and processed materials, which enables value to be
recaptured and reduces materials from entering landfills. In 2020, Celestica diverted more than 2 million products
SUSTAINABILITY and nearly 3.7 million kg of material from landfill through redeployment, recovery, and recycling activities.
AT CELESTICA
Apart from our CAMS business, Celestica provides upgrades and redeployment of products when possible, through
ENVIRONMENTAL our Return Material Authorization Process. We are currently reviewing how to globally measure and track these
efforts in order to understand the volume of materials diverted from landfill.
Energy
Waste Supply Chain Procurement Consolidation

Water
Beginning in late 2018, Celestica’s global Supply Chain Management process and applications team began dissecting
Key Impacts and Risks common, low-spend components that were shipped at high-frequency. To reduce the workload of creating and
Environmental Compliance submitting purchase orders (POs), receiving shipments, and tracking of inventory, the team analyzed part numbers
Our Products and Services and established “classes” which defined the frequency of shipment for components, based on present and future
demands. In addition to reducing overall employee workload, there were sustainability benefits. While reducing POs,
SOCIAL this implemented process also effectively reduced the number of shipments being placed, reducing logistics emissions
as well as packaging usage and disposal.
GOVERNANCE
In October 2018, a new classification (class D) was implemented, changing part numbers from class C (which were
ordered monthly) to class D (ordered every six months). Once implemented, this activity was effective in reducing
REPORT INDICES
annual global PO line items by more than 60, for all direct components. Due to the complexity of the program, such
as fluctuation in number of shipments per PO, the turnover of part classification, minimum ordering quantities and
fluctuation in business, the exact benefits of packaging reduction and logistics reduction are unknown.

Global Waste Reduction Week
ABOUT THIS REPORT Waste Reduction Week Results

In 2020, Celestica hosted its sixth annual Global Waste Reduction
SUSTAINABILITY
Week, an event that engages and empowers employees to reduce
waste within our operations and in their daily lives.
AT CELESTICA
1,535 kg
ENVIRONMENTAL of clothing and books were donated
by employees to local charities.
Greenhouse Gas Emissions Despite the global pandemic, our sites were able to continue this yearly
Energy initiative by creating interactive, online experiences and hosting activities in
Waste
small, socially distanced groups that complied with local pandemic safety
guidelines. Employees at 25 of our sites participated in this year’s event,
50 kg
Water
and globally we diverted approximately 2,500 kg of material from landfills. of electronics were collected for proper recycling
Key Impacts and Risks or reuse, including adapters and used batteries.
Environmental Compliance Two global activities were also held, including an online waste trivia game
designed to test and educate employees on sustainability and waste-related
facts. Nearly 1,000 employees participated. In addition, a video tutorial
SOCIAL demonstrating the Furoshiki sustainable gift-wrapping technique was shared 860 kg
with employees worldwide. Furoshiki uses reusable fabric, eliminating the of material was repurposed including
GOVERNANCE need for single-use paper, plastic bows, and other single-use materials to wood, plastic, and packaging material.
wrap gifts.
REPORT INDICES

Building a Culture of Repair Electronics Recycling A New Purpose
(Toronto, Canada and Valencia, Spain) (Hong Kong; Kulim, Malaysia; (Asan and Incheon, South Korea; Kulim,
ABOUT THIS REPORT
Recognizing the need to reduce raw material Oradea, Romania) Malaysia; Suzhou, China; Laem Chabang,
use and the amount of waste in our landfills, Approximately 50 kg of Thailand; Valencia, Spain)
SUSTAINABILITY
AT CELESTICA guest speakers were invited to promote a unused electronics and Sites creatively repurposed waste materials
culture of repair to fix broken items such as electronic waste including to create desks, work tables, and outdoor
ENVIRONMENTAL appliances, jewelry, and small electronics, and adapters and batteries benches. Approximately 860 kg of waste
to share resources and opportunities to get were diverted from landfills was diverted from landfill.
involved in the local community. Employees by being properly recycled.
Energy also performed repairs on broken items found
Waste on-site.
Water

Empowering Through Education Donation Drives
Our Products and Services (Alburtis, Pennsylvania; Ontario, California and Portland, (Portland, Oregon, U.S.; Hong Kong, Shanghai,
Oregon, U.S.; Johor-AMS and Johor-EMS, Malaysia; Shanghai, Songshan Lake and Suzhou GBS, China;
SOCIAL Songshan Lake and Suzhou GBS, China; Laem Chabang, Laem Chabang, Thailand; Oradea, Romania)
Thailand; Oradea, Romania; Valencia, Spain) Our employees generously contributed to
GOVERNANCE
Employees promoted waste reduction with informative posters, donation drives across the globe to reduce
presentations, quizzes, and activities including waste-sorting and overall waste and help in-need communities.
REPORT INDICES recycling competitions. Sites also hosted Do-It-Yourself (DIY) Sites collected 1,535 kg of goods including
tutorials demonstrating how to upcycle items to create useful winter clothing, books, food, toys and more,
DIY tutorial on how to create an objects such as apartment composters using recycled totes; and distributed them to orphanages, shelters,
apartment composter using recycled pet furniture using pallets, crates, and old carpets; and more. schools, and other local communities and
totes (Portland, Oregon, U.S.). organizations.

Water GRI 303-1, 303-2, 306-1
ABOUT THIS REPORT

6.1
SUSTAINABILITY 6.2
6.3 12.2
AT CELESTICA
6.4 8.4 12.4
ENVIRONMENTAL
working from home, due to the COVID-19 pandemic. Areas such as
Greenhouse Gas Emissions Celestica recognizes the importance of responsible water washrooms, drinking fountains, and cafeterias are the greatest sources of
water consumption, meaning that consumption is highly dependent on the
Energy management and is committed to reducing our impact on
Waste
number of employees working within our sites. Our manufacturing processes
fresh water systems, especially in water-stressed regions. account for the second largest percentage of our water usage. Several of
Water
our sites have mitigated this usage through the installation of circular water
systems such as collecting rainwater to water gardens; however, these
Environmental Compliance volumes are not currently tracked.
The World Resources Institute’s Aquaduct tool indicates that seven of
Celestica’s facilities operate in water-stressed areas. We are working to
Our existing water management approaches, policies, and standards work
integrate evidence-based industry best practices into our tracking and
SOCIAL to minimize impacts of our effluents on water sources, protected areas, or
environmental management systems. Actions include strengthening our
biodiversity. Celestica acknowledges risks that can come from water misuse
reporting capabilities to provide greater transparency and encouraging our
GOVERNANCE and scarcity, including polluted waters, biodiversity loss, reduced river flows,
supply chain to disclose their water management practices. We are increasing
and political conflicts. Potential impacts of water misuse may include increased
our alignment to SDG 6: Clean Water and Sanitation by actively seeking
REPORT INDICES supply and treatment costs, intermittent supply and other adverse effects to
opportunities to improve, invest in, and strengthen Celestica’s infrastructure in
our supply chain, employees, and operations. We are committed to finding
water-stressed communities and development in the near- and long-term.
innovative solutions to minimize our use of water in processes and day-to-day
In 2020, Celestica withdrew approximately 1,233 megalitres (ML) from employee water usage, such as efficient fixtures in food services and sanitation.
third-party municipal water supply systems and local water sources for the
sites in which we have operational control and measurement capabilities. For more information, please refer to our
This represents an 11% decrease from 2019 levels, primarily due to shifts in CDP Water Security Questionnaire.
production at multiple sites, and an increase in the number of employees

Boiler Water Consumption Reduction,
Johor-AMS, Malaysia
Employees at the Johor-AMS, Malaysia site
ABOUT THIS REPORT
conducted a data analysis of water consumption
and liquid petroleum gas (LPG) usage within
SUSTAINABILITY the facility’s water boilers. One result was the
AT CELESTICA
implementation of a wastewater recycling flow
in the boilers. Steam energy was recycled and
ENVIRONMENTAL
reused in the boiler process, thus reducing the
Greenhouse Gas Emissions amount of water utilized. This improvement
Energy
reduced the total water consumption by 70%,
from 794,000 L to 238,000 L. Additionally,
Waste
the warm recycled wastewater is used to spray
Water
the LPG container surface to optimize the
Key Impacts and Risks amount of LPG fuel required.
SOCIAL
GOVERNANCE
REPORT INDICES

ABOUT THIS REPORT
We understand the potential risks from climate change and take a precautionary approach to proactively manage them
SUSTAINABILITY
Financial through our Environmental Management Systems (EMS) policies and practices. These efforts require our Board of Directors,
AT CELESTICA
Implications Due executives, functional teams, and operational employees to work together to help identify or manage our climate risk
exposure and potential opportunities. In 2020, we enhanced board leadership on ESG matters through the inclusion of
ENVIRONMENTAL to Climate Change ESG within the Nominating and Corporate Governance Committee mandate. See the Corporate Governance page for
more information.
Greenhouse Gas Emissions GRI 102-11, 102-15, 201-2
Energy Within our annual materiality assessment, we provide internal stakeholders with a platform to discuss their priorities and
Waste objectives, guide strategies, strengthen alignments, and spark new conversations. We also stay up-to-date with the latest
Water
climate science, climate change models, industry trends and external stakeholder priorities. Using these research and
collaborative processes, we are able to identify and assess transitional and physical climate-related risks and opportunities,
Key Impacts and Risks 13.1 including their size, scope, and potential impacts on our business and stakeholders.
13.3
Our Products and Services Additionally, effective systems within our operations such as our internal audit team’s annual global risk assessments,
Business Continuity Plans (BCP), and Disaster Recovery Plans (DRP) ensure that proactive protocols are followed to
SOCIAL minimize business disruptions and foster sustainable solutions. Overall, these collective approaches ensure that climate-
Celestica’s goal is to foster
related risks and opportunities are embedded into our strategies, plans, and conversations to outline Celestica’s role and
a company-wide culture of responsibilities for driving climate action and water security.
GOVERNANCE
sustainability in which we
Through our annual assessments and CDP responses, we have identified and assessed the potential impact on our
REPORT INDICES minimize the risks associated
business and stakeholders of transitional risks such as acute and chronic physical climate risks, technological changes,
with climate change, current and emerging regulations, insurance programs, and legal implications. We also found that there are climate-
empower the communities related opportunities by inspiring proactive measures, innovation, and future partnerships with Celestica. There may also
in which we operate, and be business opportunities from shifting markets and product diversification that place us in a better competitive position
due to our response to changing consumer and investor preferences. Further details and impacts on climate-related risk
reduce our impact on
and opportunity types are outlined in our CDP Climate Change and Water Security Responses.
people and the planet.
For more information, please refer to our CDP Climate Change Questionnaire
and CDP Water Security Questionnaire.

Managing Risks
Celestica’s Business Continuity Plans (BCP) take
ABOUT THIS REPORT into consideration a range of scenarios and risks
including environmental, socio-political and man-
SUSTAINABILITY made threats, logistics and supply changes and
AT CELESTICA contagions, among others. An annual schedule is
established to test the preparedness and response
ENVIRONMENTAL to custom scenarios per site. These are called
Tabletop Exercises, which are facilitated by
corporate resources and each site is scored on
Energy its performance. Sites are to provide responses
Waste to any deficiencies noted so they can update
Water their plans accordingly.
In 2020, this process was tested and utilized for
Environmental Compliance our response to the COVID-19 pandemic. Our
Our Products and Services BCPs were applied to the societal and supply chain
impacts from the pandemic. Due to this proactive
SOCIAL approach, we were able to minimize impacts to
our supply chains, continue manufacturing for our
GOVERNANCE customers, and ensure the safety and well-being
of our employees. The pandemic demonstrated
REPORT INDICES Celestica’s resilience and ability to react quickly
to a global emergency, similar to other potential
climate change impacts such as natural disasters.

Environmental Compliance GRI 307-1
ABOUT THIS REPORT
6.1 12.2 17.16

SUSTAINABILITY 6.2 7.1 12.6 17.17
AT CELESTICA 6.3 7.2 12.8 13.1 17.19
ENVIRONMENTAL
Celestica’s Global Environmental Policy communicates our commitment to environmental regulatory compliance
Greenhouse Gas Emissions and to being a good environmental citizen in the jurisdictions in which we operate. As part of our global
Energy Environmental Management System, we closely monitor compliance activities and identify and control risks.
Waste
Water

61% of our manufacturing locations have ISO 14001-certified environmental
management systems
SOCIAL
GOVERNANCE
Our proactive approach to mitigating and controlling risk is outlined in our top-level Environmental, Health,
and Safety (EHS) manual. It includes risk assessments for identifying operational impacts. Each site has one
or more persons tasked with managing environmental compliance and reporting site status to the global
REPORT INDICES
EHS team and/or Sustainability team.
Both site and global EHS teams ensure regulations are integrated into the site’s management systems
and daily operations. In 2020, Celestica did not identify any significant non-compliance issues with
environmental laws or regulations.
For more information, please refer to the Global Environmental Policy.

ABOUT THIS REPORT
ZOHRI MOHD TAIB
12.2 NPI ENGINEERING
SUSTAINABILITY 12.4 CONSULTANT, GLOBAL
AT CELESTICA 12.5
7.2 12.6 BUSINESS SERVICES,
7.3 8.4 12.8 17.17 PENANG, MALAYSIA
ENVIRONMENTAL

Zohri works to ensure our vast network of
Energy Supply Chain GRI 102-9, CM global suppliers adhere to the Responsible
Waste Business Alliance (RBA) Code of Conduct—
The Compliance Engineering Team, within Celestica’s Global Business Services organization ensures that
Water making certain that unethical practices
our suppliers are compliant with industry standards to ensure that working conditions are safe, workers
Key Impacts and Risks such as forced labour or withholding wages
are treated with respect and dignity, and manufacturing processes are environmentally responsible.
as penalties are not tolerated. “My role is
Celestica has a global network of more than 4,500 active direct suppliers, and our preferred suppliers are to educate and inform,” says Zohri.
generally located in close proximity to our operations, when possible. This alignment increases the speed “I work closely with suppliers to ensure
SOCIAL and flexibility of our supply chain and provides the shortest overall lead times for our customers. Direct they understand the RBA Code and have
materials are sourced globally, with most indirect materials originating in close proximity to the majority the proper procedures and policies in place
GOVERNANCE of our manufacturing locations, resulting in reduced GHG emissions. to protect their workers.” Annual supplier
surveys identify areas of possible concern
and verification visits to supplier factories
REPORT INDICES Our supplier requirements, conflict minerals policy, reporting template, and our alignment to
industry standards can be found on our website - Supplier Requirements, Compliance & Ethics are held to confirm suppliers’ compliance
to the RBA Code. “Usually when we identify
and Our Products and Services.
non-compliance, it’s because they just aren’t
aware of the RBA Code. It makes me proud
to know I’m helping them comply—which
is improving the lives of workers around
the world.”

Supplier Assessments GRI 308-1, 414-1
Celestica is an electronics manufacturing services company that builds products for original equipment
ABOUT THIS REPORT manufacturer customers in accordance to their specifications. Many of our suppliers are screened,
selected, and controlled by the customers we work with and therefore are out of scope for much of SHEMAIAH OKAMOTO
GLOBAL BUSINESS CUSTOMER
SUSTAINABILITY Celestica’s own assessment and qualification process.
UNIT MANAGER, AFTER
AT CELESTICA
We do have control over a select group of suppliers defined as key players in our business. This group is MARKET SERVICES,
known as our Major Supplier List (MSL). Through supplier self-assessments and verification visits conducted HINO, TOKYO, JAPAN
ENVIRONMENTAL
by our employees or through the RBA, Celestica annually analyzes and scores our MSL suppliers on social,
Greenhouse Gas Emissions ethical, and environmental actions across their operations. Celestica works with suppliers to improve their
Shemaiah’s leadership is helping a key
Energy scoring and close out any corrective actions that are identified, in a timely manner.
customer to achieve an ambitious
Waste We leverage key supply chain groups by focusing on reducing emissions from our logistical footprint, sustainability goal—to reuse or recycle
Water such as through consolidating shipments, reducing part numbers and empty spaces in shipments, and 99% of its products. Our refurbishment
Key Impacts and Risks optimizing transportation methods and packaging. and asset recovery services divert millions
of pounds of materials from ending up
Celestica’s global commodity management team evaluates MSL suppliers quarterly. This scoring can affect in landfill. Our customer’s end-of-lease
Our Products and Services the amount of business awarded to the supplier, and if deficiences are not satisfactorily addressed, the products are sent to our Hino site to
supplier may be removed from the MSL. In 2020, our supplier scorecards were enhanced to incorporate a undergo rigorous processes including
SOCIAL
range of new requirements—including new environmental and social performance criteria. These criteria product data input, asset and function
will be reviewed on an as-needed basis to align with Celestica sustainability strategy and global trends. verification tests, data sanitization and final
GOVERNANCE
In 2020, Celestica completed more than 160 supplier facility Self-Assessment Questionnaires. Thirteen grading. The sheer scope of the project
suppliers were reduced from medium risk down to low risk in 2020, and no suppliers were identified as is breathtaking—1,600 units a day can be
REPORT INDICES
high risk suppliers. A total of 37 RBA supplier audits were completed for supplier facilities, 22 initial audits processed. “The main challenge is allocating
and 15 closure audits. Throughout 2020, we had 76 corrective actions open with our suppliers and we resources in a very dynamic market while
managed to close 31 of them by the end of 2020, taking into account that some audits have as long as delivering the quality required by the
two years to be completed. With a focus on our MSL, over 185 unique suppliers were assessed on a customer,” he says. “We couldn’t achieve
combination of environmental and social sustainability. On top of our RBA supplier assessments and this without our incredible Hino team.”
audits, and our supplier scorecards, Celestica will continue to improve risk management in our supply Their efforts are helping to sustain
chain through integrated software. the environment for future generations.

ABOUT THIS REPORT
SUSTAINABILITY Sustainability Built Into Our Hardware

AT CELESTICA
Platform Solutions Business
ENVIRONMENTAL
Celestica’s Hardware Platform Solutions (HPS) business (formerly Joint
Greenhouse Gas Emissions Design and Manufacturing) has invested in leading-edge product roadmaps,
Energy
design capabilities, and hardware innovations aligned with market standards
and emerging technology trends. Our focus is to ensure environmental
Waste
compliance throughout the product lifecycle, from sourcing of materials to
Water
product disposal. Processes and products are designed with circularity in mind,
Key Impacts and Risks ensuring recovered materials are used in manufacturing and that the materials
Environmental Compliance have a high-level of recoverability, through either reuse, remanufacturing or
Our Products and Services recycling. Please see the Circularity By Design section for more information.
SOCIAL We are also designing and manufacturing more energy-efficient products.

In 2020, more than 80% of HPS projects switched from using platinum to
GOVERNANCE titanium within the power supply unit, as titanium is much more energy
efficient. In addition, Celestica has achieved the previously set target of
96% power efficiency for all of our HPS product designs.
REPORT INDICES
To learn more about the HPS business, please visit our website.

ABOUT THIS REPORT
Social
SUSTAINABILITY
AT CELESTICA
At Celestica, we strive to create an environment that fosters
ENVIRONMENTAL innovation, empowers people, and leverages individual expertise.
SOCIAL Please see KPI Summary for data in reference to this section.
Occupational Health and Safety
Learning and Development
Diversity and Inclusion
Employee Wellness
Employee Engagement
Sustainable Workspace
Our Communities
GOVERNANCE
REPORT INDICES

Occupational Health Our continued focus on safety through
extensive training, hazard identification,
and risk assessment contributes to our
ABOUT THIS REPORT and Safety GRI 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-9
low incident rates. In 2020, there were
no work-related fatalities.
SUSTAINABILITY We are committed to keeping our 20,550
AT CELESTICA
employees worldwide informed about
health and safety standards, policies, and
ENVIRONMENTAL local legal requirements.
8.8
SOCIAL In 2020, we completed:
Occupational Health and Safety We believe that every employee has a right to a healthy and safe workplace. Celestica’s Environmental • 1,300 EHS-focused workplace inspections
Health and Safety (EHS) organization has oversight of policies and operational controls of environmental, of our manufacturing facilities.
Occupational Health and Safety (OH&S), and social risks. Each site has one or more persons tasked • 350 Gemba walks focused on ensuring
with managing OH&S activities and reporting site status to the global EHS team. In 2020, our OH&S and improving the safety of our employees
Employee Wellness
representatives had an unprecedented year and we appreciate the enormous contributions they in our facilities.
Employee Engagement made in maintaining a healthy and safe workplace during the COVID-19 pandemic.
• EHS-dedicated weeks or days to promote
Our site level OH&S management systems are implemented in accordance with local legal requirements safety and environmental awareness.
Our Communities
and are aligned with internationally recognized standards and codes such as ISO 45001 and the RBA. • More than 200 health and safety
GOVERNANCE Our top level Global OH&S Policy defines our commitment to employee well-being and prevention of committee meetings.
employee injury and ill health, with a focus on proactive hazard recognition and effective risk management.
• EHS-focused Kaizen activities, resulting
REPORT INDICES Celestica uses a variety of methods and tools to ensure we are continually monitoring and improving in more than 100 improvements across
the performance of our OH&S management system, including both internal and external auditing the network.
programs and EHS-focused Kaizen activities. It also includes monthly key process indicator reporting • Targeted minimum of four hours of EHS-
by all sites that includes both leading and lagging indicators such as close calls reported and workplace focused training for direct labour employees.
inspections completed.
Hazard identification and assessment is integral to our ability to provide a healthy and safe workplace. For more information,
When reviewing new equipment, processes, and chemicals or conducting incident investigations, refer to the Global Occupational
we focus on applying the hazard hierarchy with preference given to elimination, substitution, and Health and Safety Policy.
engineering controls to mitigate risks.

Learning and Development GRI 404-1, 404-2
ABOUT THIS REPORT
SUSTAINABILITY 4.3 8.2

AT CELESTICA 4.4 8.6 9.5
ENVIRONMENTAL
Celestica creates its global learning and development programs to attract, retain, and develop
SOCIAL employees. We also encourage employees to manage their careers, expand their knowledge and
skills, and foster personal growth by engaging in new projects and initiatives or taking on new roles
Occupational Health and Safety Íand responsibilities. Across all of our global teams, we logged approximately 1,500,000 training hours
Learning and Development and provided more than 300 internship positions in 2020.
We offer a blended learning approach by incorporating comprehensive e-learning experiences and
Employee Wellness instructor-led learning sessions. In support of employee growth, we promote the importance of
Employee Engagement continuous learning through participation in informal development opportunities, and function-
Sustainable Workspace specific and global programs.
Our Communities
Our Learning Management System offers various courses, and resources covering a wide range of
GOVERNANCE topics and skills. Due to the ongoing COVID-19 pandemic-related challenges in deploying live face-
to-face learning, we have converted some of our core training programs to be delivered virtually
while maintaining interactive components and relevant content to drive optimal learning outcomes.
REPORT INDICES
To enhance leadership effectiveness and career growth across the organization this year, we launched
the Customer Focused Team (CFT) Academy virtually to more than 160 operations leaders and
employees across all three regions. This comprehensive, interactive development program is designed
to strengthen the overall business acumen and customer relationship management skills of those
responsible for the successful execution of our customer programs. In 2021 we will expand and tailor
the program for other customer-facing employees.

Celestica’s ‘Your Voice’ Engagement survey ensures we understand employee
sentiment in specific areas such as performance enablement, employee
experience, and leadership. Based on the survey results, we drive improvements
ABOUT THIS REPORT at the team, site, function, and overall company levels to ensure Celestica
remains a great place to work. Since our 2018 survey, we have created new
and enhanced learning and development opportunities such as leadership
SUSTAINABILITY
AT CELESTICA and functional skills training, increased accessibility to robust online learning,
greater visibility to career paths, and opportunities to drive meaningful career
ENVIRONMENTAL growth while strengthening capabilities and the employee experience.
We also continued with the roll-out of our People Leadership Development

SOCIAL Program to new, emerging, and existing people leaders in 2020.
Occupational Health and Safety To accelerate the growth and development of women we reinvigorated the
Learning and Development Women in Action program including a formal mentorship program which
Diversity and Inclusion will be expanded to other groups in 2021.
Employee Wellness
Employee Engagement
Our Communities
GOVERNANCE
REPORT INDICES

ABOUT THIS REPORT
SHANNON SMITH
SENIOR MANAGER,
SUSTAINABILITY 4.3 IT SOLUTIONS, ANALYTICS
AT CELESTICA 4.5 5.1 10.2
4.7 5.5 8.5 10.3 17.18 CENTER OF EXCELLENCE,
TORONTO, CANADA
ENVIRONMENTAL
SOCIAL Shannon is helping to build a pathway to

Celestica’s future. The child of Caribbean
immigrants, she identifies as a member of
Learning and Development the Black community and is playing a key
Celestica is committed to fostering a diverse and inclusive culture in which employees
Diversity and Inclusion role on Celestica’s Diversity and Inclusion
bring their best selves to work; contribute their ideas, experiences and talents; and add (D&I) committee. As the leader of Celestica’s
Employee Wellness
value to their team and to the company overall. Data Analytics team, Shannon’s work on
Employee Engagement
the D&I program is a natural fit for her
skills. Together with the D&I committee,
Our Communities
she is examining employee demographics
We recognize that our workforce has a variety of backgrounds, experiences, and perspectives. Celestica
GOVERNANCE to understand where we are today and
believes that the diversity of our talented workforce is a competitive advantage, and we continue to focus
where we can go in the future. Her goal:
on Diversity and Inclusion in our people practices. Celestica embraces diversity of gender, race, age,
To determine the best way to bring more
REPORT INDICES ethnicity, religious or cultural background, disability, marital or family status, sexual orientation, gender
people with differing backgrounds and
identity, education, experiences, perspectives, language, and other areas of potential differences.
perspectives into Celestica. “I’m excited to
We are committed to providing a work environment in which everyone feels accepted and valued by
apply my skills to help improve the mix of
being treated fairly and with dignity and respect across the organization.
people working in all positions throughout
the company—encouraging diversity of
thought and building D&I into the fabric
of our culture,” she says.

To further cultivate a diverse and inclusive environment in 2020, Celestica:
• Appointed a D&I Leader to drive Celestica’s D&I strategy. • Launched a global D&I survey, which enabled employees to anonymously
• Established a D&I Steering Committee comprised of five members of provide their perspectives on diversity and inclusion at Celestica, providing
ABOUT THIS REPORT a baseline to measure future progress. We have reviewed the survey data,
senior management and co-chaired by the Chief Executive Officer
and Chief Human Resources Officer. The committee ensures that best and identified key focus areas to enhance Celestica’s Diversity and Inclusion
SUSTAINABILITY Policy and practices.
AT CELESTICA practices are incorporated into Celestica’s culture, workplace, and
talent practices. • Celestica’s Board of Directors adopted a Board Diversity Policy intended
• Formed a D&I Committee for the purpose of developing and promoting to diversify the Board’s own expertise and experiences. In 2020, the Board
ENVIRONMENTAL
diversity. Comprised of members from across Celestica’s global network, created a goal to achieve a board composition in which at least 30% of the
the committee examined all aspects of D&I at Celestica and made Board are women by 2023.
SOCIAL
recommendations for how we can improve.
• Our CEO signed the CEO Action for Diversity & Inclusion Pledge,
a CEO-driven business initiative for advancing diversity and inclusion
Diversity and Inclusion within all organizations.
Employee Wellness
• Updated our Diversity and Inclusion Policy and explored opportunities to
Employee Engagement improve all of our employee policies and practices, including recruitment
Sustainable Workspace and development.
Our Communities • Developed initiatives to support a diverse and inclusive work environment
at Celestica with a mandate to achieve specific and actionable objectives.
GOVERNANCE
• Monitored and tracked the progress of D&I goals and measures and ensured
organizational culture and internal processes are aligned with and promote
REPORT INDICES
Celestica’s D&I commitment.
• Regularly communicated with employees about ongoing progress
on D&I matters.
• Developed a D&I training strategy to build all employees’ understanding
and awareness, and ensure long-term cultural adoption.

Gender Equality
ABOUT THIS REPORT

4.3
4.5 5.1 10.2
SUSTAINABILITY 4.7 5.5 10.3
AT CELESTICA
ENVIRONMENTAL At Celestica, we recognize that diversity expands beyond gender, but we also
remain focused on hiring, developing, and promoting women into senior
SOCIAL leadership roles.
Occupational Health and Safety Our goal is to increase the number of women on the Board and ensure that
Learning and Development the candidate list for new board members is comprised of 50% women, where
Diversity and Inclusion feasible. When the Board seeks to identify new directors, typically a committee
Employee Wellness
is created to conduct reviews. The committee develops a preferred candidate
profile based on qualifications, experience, diversity, and expertise to identify
Employee Engagement
skill gaps and achieve D&I goals. As of December 31, 2020, there were two
women on the Board, one of whom chairs the Audit Committee.
Our Communities
We are committed to being an equal opportunity employer and prohibit
GOVERNANCE discrimination based on gender, race, ethnicity, religion, or disability status.
Celestica bases its hiring decisions on skill, qualifications, and level of
REPORT INDICES experience. We also embrace a pay-for-performance culture, irrespective
of employee gender, race, ethnicity, religion, or disability.
Celestica supports a range of initiatives promoting the advancement of women,

including the Women in Action program which addresses the unique
challenges women face in business environments.In 2020, it was revitalized
to include coaching, peer discussions, guest speakers, networking events,
and volunteering opportunities throughout the year. In 2021 we are expanding
the program to foster greater networking, visibility, and development
opportunities to all women across the Celestica network.

Employee Wellness EW
ABOUT THIS REPORT
SUSTAINABILITY 8.5
AT CELESTICA 8.8
ENVIRONMENTAL
Celestica Spirit Week In Shanghai, 40 employees formed a badminton
SOCIAL Promoting the health and wellness club that met weekly. The site also provided
Each year Celestica dedicates a week to yoga sessions for employees during Spirit Week.
of our employees is a crucial element acknowledge all the hard work of our employees
of our sustainability strategy, and we and to give thanks–known as Spirit Week. In Woodlands, Singapore, a small group of
are committed to providing a healthy, employees formed a social bubble to bake
Diversity and Inclusion The theme for Spirit Week in 2020 was “Take Care of together, making sure to follow social
Employee Wellness supportive, and safe workplace. Yourself, Take Care of Your Colleagues”. Employees distancing protocols.
Employee Engagement were encouraged to film a video, post a comment,
or share a photo on our internal communication Many other employees shared personal
platform, Celestica Connects, showcasing how experiences of self-care through Celestica
Our Communities Employees at each site actively contribute to
they have been taking care of themselves and their Connects. Sharing recipes, hobbies, and
Celestica’s wellness programs. Many sites offer
GOVERNANCE colleagues. Prizes and acknowledgements were moments of reflection provided new ideas and
wellness initiatives each year, including annual
awarded for these posts. Here is a snapshot of perspectives to ensure we take care of ourselves
voluntary health checks, medical centres for
some of the activities held around the world: and one another, especially given the mental
REPORT INDICES employees, and wellness policies. In addition,
health implications from the COVID-19 pandemic.
we offer sick leave programs, paid time-off, Spirit Week kicked-off in Toronto, Canada with a
and other benefits on a regional or site level virtual mindfulness and meditation session hosted
to support employees when they become ill. by an employee. A self-care activity encouraged
employees to complete wellness actions to be
This year, healthy living and the act of caring
entered into a draw.
was highlighted in many site activities hosted
by and for our employees.

COVID-19 Mental Health Support Wellness Initiatives
Globally, Celestica’s sites offer guidance or programs to employees to Employees at the Johor-AMS and Johor-EMS, Malaysia sites came together
ensure there are tools available for counselling and support for multiple to create an on-site herb garden, which created a small ecosystem for plants,
ABOUT THIS REPORT
topics. Resources and health care providers available to employees birds, and insects. They organized and planted 80 herbs on the site property,
globally vary depending on their location. Health care providers include: and used recycled wooden pallets and used tires as design elements and to
SUSTAINABILITY Non-Governmental Organizations, local health authorities, and employee segregate areas in the garden. Employees are now able to collect and take
AT CELESTICA
assistance programs. herbs home to their families.
ENVIRONMENTAL At our Mexico sites, each employee receives a mental health risk assessment In celebration of the 50th anniversary of Earth Day, employees at the Suzhou
every two years and anyone with an identified risk receives custom GBS, China site built an on-site garden. Employees were encouraged to donate
SOCIAL recommendations and an action plan, provided by an on-site doctor. plants and spare flowerpots. Employees had the opportunity to share knowledge
about sustainability and encourage actions to benefit the planet and the mental
Occupational Health and Safety In Canada, Celestica partners with MindBeacon, which provides free
health of fellow employees, especially during the COVID-19 pandemic.
confidential virtual mental health support for people experiencing depression,
anxiety, and other mental health concerns. We also regularly host webinars with When employees were required to work from home, our Oradea, Romania site
doctors and other speakers to discuss coping mechanisms for stress and anxiety. created the Celestica Romania Virtual Community to provide a platform for
Employee Wellness
Additionally, Canadian employees have access to an Employee and Family site employees to interact and reconnect. Employees are encouraged to share
Employee Engagement Assistance Program to promote a healthy work-life balance. how they are staying healthy during these times of isolation and to spark ideas
Sustainable Workspace with colleagues. Almost 200 employees have joined the community and it is
Our Communities still being used today as a platform to share site activities surrounding wellness.
GOVERNANCE Employees at the Shanghai, China, site are invited to meet bi-weekly to join in
creative activities to engage their bodies and minds. Following social distancing
REPORT INDICES protocols, activities included exercise sessions and e-learning training courses,
enabling them to make meaningful connections with their colleagues.
Johor, Malaysia employees creating

an on-site herb garden.

ABOUT THIS REPORT
SUSTAINABILITY
AT CELESTICA
ENVIRONMENTAL
Working Hours WH
Celestica is committed to protecting the well-being of our employees.
SOCIAL We partner with customers and suppliers to avoid excessive overtime
hours and limit consecutive workdays through our Hours of Work Policy,
which complies with the Responsible Business Alliance Code of Conduct.
Working hour targets are set for each operations site on an annual basis.
Diversity and Inclusion Metrics are reviewed and presented on a monthly basis to Human Resources
Employee Wellness site leads, Human Resources directors, and the Chief Operating Officer.
Employee Engagement
In 2020, the RBA released a COVID-19 Working Hour Advisory, which allowed
for exemptions to working hour requirements as the pandemic was considered
Our Communities a global emergency. Considering this, 99% of employees complied with
maximum working hour requirements, and 95.5% complied with continuous
GOVERNANCE
working day requirements. We are proud of our efforts to cross-train
employees to manage workload distribution in order to maintain compliance
REPORT INDICES and keep our operations running.

Employee Engagement
ABOUT THIS REPORT
SUSTAINABILITY
AT CELESTICA Rewards and Recognition
Celestica’s rewards and recognition programs acknowledge employees
ENVIRONMENTAL
who are achieving business results by living our brand and values,
and embracing the characteristics of our Leadership Imperatives.
SOCIAL
Recognition takes place every day across Celestica. We encourage
business and people leaders to acknowledge individual and team
Learning and Development success in quarterly town halls, and in more formal ways through
Diversity and Inclusion our Bravo! and Ignition Awards programs.
Employee Wellness
Employee Engagement
Our Communities 26,400 Bravo! Awards

GOVERNANCE were given out to recognize employees in 2020.
Celestica’s Bravo! Program encourages employees
REPORT INDICES to recognize others.

SparkChange Ignition Award Winners
Americas: 844-1150 Decommission Team, Asia: Decades on Ecosystem Restoration, Europe: SparkChange Team,
ABOUT THIS REPORT Toronto, Canada Kulim, Malaysia Oradea, Romania
Challenged with decommissioning and clearing The Kulim site focused its 2019 SparkChange This team focused on fostering the best
SUSTAINABILITY Celestica’s former Toronto location by April 1, efforts on saving energy, volunteering, and its work environment, promoting community
AT CELESTICA 2019, this team drove the sale, reuse, recycling, transformation into a smoke-free facility. The engagement and sustainability. Conservation
and redeployment of items across 1 million square team’s energy-savings initiatives resulted in a efforts and technology upgrades reduced
ENVIRONMENTAL feet of building space. Donations were made reduction of approximately 1,500 metric tonnes energy consumption and waste.
to local schools, libraries, and charities such as of CO2e, equaling a 12% reduction year-over-year.
The team also supported employee health and
SOCIAL Habitat for Humanity and The Neighbourhood The team exceeded the previous year’s Time Off
wellness activities and Time Off to Volunteer
Organization. Innovative strategies to minimize to Volunteer program participation by achieving
Occupational Health and Safety programs, including tree planting. Educational
waste—such as auctions, employee sales, and 51% employee participation. Activities included
support and youth initiatives included donating
Learning and Development providing warehouse pallets to small businesses planting 500 mangrove seedlings in support of
back-to-school supplies, participating in the
Diversity and Inclusion and farmers—ultimately diverted nearly local wildlife and partnering with Rumah Amal
education festival (EDU Fest 2019), and promoting
Employee Wellness 2.5 million kg of material from landfill. Kulim, a training centre for people with disabilities
integrated student learning with 830 students
Employee Engagement
and children with special needs. The team also
To read about the Clean50 Award, please see participating in 25 events.
worked to transform the site into a smoke-free
Sustainable Workspace the Awards and Recognition section.
environment—the first of its kind in the region
Our Communities
certified by the World Health Organization’s
Blue Ribbon campaign.
GOVERNANCE
REPORT INDICES
Celestica’s Ignition Awards program celebrates individuals and teams driving change in the organization.
In 2020, there were 336 nominations recognizing 1,800 employees globally. The SparkChange Award
honours those who drive significant sustainability improvements in their sites and communities.
This category consists of three awards recognizing individuals or team contributions in the Americas,
Asia, and Europe in 2019.

Operations Central Best of Best
ABOUT THIS REPORT
9.1
SUSTAINABILITY 9.4
AT CELESTICA
ENVIRONMENTAL 2020 Winners, Sustainability Category

Across Celestica, our employees drive
SOCIAL The “Best of Best: Sustainability” Award is given to solutions that make a significant impact by reducing
continuous improvement practices energy or water consumption, or increase the reuse or recycling of materials to reduce the amount of
Occupational Health and Safety every day. All employees are waste that goes to landfills.
Learning and Development encouraged to submit their
Compressor Heat Recovery, Newmarket, Canada
Diversity and Inclusion projects to be considered
Employees at the Newmarket, Canada site identified an opportunity to reclaim wasted heat from three
Employee Wellness for our “Best of Best” air compressors employed at the site. The heat was reclaimed and redeployed to heat and dehumidify
Employee Engagement
Operations Central Awards. the facility. This led to a significant reduction in gas consumption, saving an estimated 75,300 cubic
Sustainable Workspace meters per year.
Our Communities
High Voltage Calibration Station Combination, Laem Chabang, Thailand
GOVERNANCE A team at Celestica’s Laem Chabang, Thailand site determined how to double the number of test
stations with limited floor space. The team challenged the manufacturer of the stations and designed
REPORT INDICES a new chamber that could test two products instead of one—reducing energy consumption of the
testers by 39.4 kWh annually. The amount of floor space was also reduced from 50 square meters to
34 square meters.
Compressor Air Waste Elimination, Kulim, Malaysia

The Kulim, Malaysia site completed an energy audit and looked for equipment with significant energy use.
The team discovered opportunities within air compressors and analyzed the opportunities to reduce the
system pressure settings. Working with various operational employees throughout the site, the pressure
settings were modified, leading to significant electricity reductions.

ABOUT THIS REPORT
SUSTAINABILITY
AT CELESTICA 40% The Sustainable Workspace online platform is a vital forum for
employees to share information on community engagement and
employees*
ENVIRONMENTAL volunteering events, waste and electricity reductions initiatives,
and other sustainability-related topics. With more than 40% of
SOCIAL employees* participating, it is Celestica’s largest global interactive
Occupational Health and Safety communication platform.
Employee Wellness
Within the platform, employees are encouraged to complete the Sustainable Workspace Pledge,
Employee Engagement
a call-to-action to help promote a more sustainable lifestyle at work and at home. The pledge
Sustainable Workspace requires employees to select a minimum of eight actions, ranging from energy and waste reduction,
Our Communities to community engagement and wellness, in order to receive their certificate of completion. By the
end of 2020, more than 89% of employees had successfully completed the pledge.
GOVERNANCE
Over 15,500 employees pledged to eating meatless meal options at least once a week. This equates
REPORT INDICES to saving emissions from powering approximately 310 homes with electricity in one year. Additionally,
more than 12,200 employees committed to carpool, ride a bike, take public transit, or take a Celestica
organized bus to work at least once a week. If employees shared a car ride at least one day a week, it’s
estimated that approximately 6,130 mt of CO2e would be saved annually. This is equivalent to saving
enough electricity to charge more than 745 million cell phones.
* Calculated based on total of employees with access to the platform.

Our Communities
ABOUT THIS REPORT

AT CELESTICA 4.7 10.2 12.8 17.17
ENVIRONMENTAL
SOCIAL Celestica is committed to supporting the communities in which we work and live.
Throughout 2020, we stepped up to support our local communities to help those

impacted by COVID-19. We volunteered our skills, time, and creativity to make a
Diversity and Inclusion difference in a host of ways—creating personal protective equipment, donating
Employees arranged shipments of essential healthcare
Employee Wellness laptops to disadvantaged students, supporting local charities, and much more. supplies to local hospitals (Malaysia).
Employee Engagement
Our Communities
Safety and Healthcare Worker Support
GOVERNANCE
Celestica’s Malaysia sites came together throughout 2020 to collect and donate urgently needed
healthcare supplies, including gloves, hand sanitizer, and shoe covers. More than 19,000 pieces of
REPORT INDICES
PPE were provided to hospitals in Kulim, Johor, and Kota Kinabalu.
To ensure face masks fit students properly, employees in Malaysia volunteered their time to sew
face mask extenders on site, allowing students to return to school safely. Employees created nearly
1,600 extenders and donated them to students from three local schools, along with 30 boxes of
face masks and hand sanitizer. Employees organized donations of hand sanitizers, face
masks, and custom-made face mask extenders for students
returning to school (Kulim, Malaysia).

In Laem Chabang, Thailand,
Celestica employees volunteered
to collect, make, and donate a range
ABOUT THIS REPORT of urgently needed PPE to medical
staff at Siriraj Hospital. Employees
also came together to teach others
SUSTAINABILITY
AT CELESTICA how to make face shields. More
than 2,000 were donated to three
ENVIRONMENTAL local hospitals.
The site also donated 500 reusable

SOCIAL face masks and 50 bottles of
hand sanitizer gel to the Pattaya
Redemptorist School for the Blind
during the first urgent months of
Diversity and Inclusion the outbreak.
Employee Wellness
An employee delivers surgical face masks to a customer that manufactures portable
Employee Engagement ultrasound devices that assist in the diagnosis of COVID-19 (Seattle, Washington, U.S.).
Our Communities A member of Celestica’s remote sales team recognized that a customer was
falling short of PPE supplies for its employees, which could have impacted their
GOVERNANCE production and operations. As a manufacturer of ultrasound machines that
are used to diagnose COVID-19, it was vital for the customer’s operations to
REPORT INDICES continue. Celestica sprang into action, offering PPE to ensure the customer’s
team was safe and could continue the release of products.
Employees preparing to send their handmade face shields to local hospital staff
(Laem Chabang, Thailand).

Our Hong Kong site provided a
range of support to Against Child
Abuse (ACA). The site held an
ABOUT THIS REPORT online auction raising HK$5,000
in donations. Celestica volunteers
gathered supplies with the funds
SUSTAINABILITY SHLOMO BIBAS
AT CELESTICA raised and created 70 PPE and gift
CHIEF INFORMATION OFFICER,
sets for children supported by ACA.
TORONTO, CANADA
ENVIRONMENTAL
Employees donating gift sets to families and children of the Against Child
Abuse (ACA) organization (Hong Kong).
SOCIAL For years, Shlomo has been a passionate
advocate of developing vibrant First Nations-
owned enterprises. He has served on the
Learning and Development Boards of two indigenous companies—
An employee in our Mississauga, Canada site took quick action
Diversity and Inclusion to help local hospitals deal with a critical shortage of PPE. He and six years with Indigena Solutions in
Employee Wellness his wife sewed more than 70 cotton masks, transforming their British Columbia; and currently with
Employee Engagement kitchen into a mask-making manufacturing zone. Local hospital Cayuse Technologies, based in Oregon.
staff benefited from these generous donations. “In light of the challenges faced by the
First Nations people, it’s a privilege to
Our Communities
leverage my experience to help tribal-
GOVERNANCE owned companies develop their strategy
Celestica’s Valencia, Spain site recognized a gap in accessibility and grow their business,” says Shlomo.
with local community members. Those with hearing impairments “It’s wonderful to positively impact local
REPORT INDICES
have recently been at a disadvantage with face and mask communities by helping drive economic
coverings for communication, specifically lip-reading. With growth and development of the First Nations
a volunteer staff of 20 employees, the site was able to create workforce—while also driving value and
and donate more than 300 masks with transparent windows, creating a profitable enterprise.” Thanks
providing the ability to lip-read while still maintaining the in part to his efforts, companies like
protection of a mask. Cayuse Technologies are helping the
indigenous community prepare their
people for the future.

Access to Technology
The Valencia, Spain site collaborated with the Polytechnic University of Valencia, the Biomechanics Institute of Valencia,
ABOUT THIS REPORT and the technical institute AIDIMME to support the development of a new mechanical ventilator design for local
hospitals. Due to its simplicity in design, the device could be manufactured and quickly deployed to those in need.
SUSTAINABILITY The Valencia site’s Engineering and Supply Chain teams provided early stage product development support on the
AT CELESTICA design of the ventilator’s external enclosure, and consulted on design and component selection to ensure that the
product could be manufactured at higher volumes.
ENVIRONMENTAL
The Valencia site helped overcome roadblocks faced by many children and families during the pandemic, such as social
exclusion and access to education. Through a partnership with the local Santiago Apóstol School, the site’s employees
SOCIAL
reprogrammed and redistributed old laptops to students who had limited or no access to online learning.
Diversity and Inclusion The Oradea, Romania site partnered

Employee Wellness with the Solidarity Circle Project
Employee Engagement to help provide rural students
with access to education when
schools were shut down. Celestica
Our Communities
donated computers, monitors,
GOVERNANCE keyboards, and other IT equipment
from reconditioned items available
REPORT INDICES on site. One family with several
children received a laptop, tablet,
and backpacks filled with school
supplies and treats.
A family receives backpacks filled with essential school supplies to allow the students
to easily access and transition to online learning.

COVID-19 Relief Funding
Celestica launched a global donations matching program called Celestica Cares. Celestica matched every dollar
ABOUT THIS REPORT donated by a Celestica employee to support organizations such as the Red Cross and UNICEF, among others. In
addition, Celestica established a fund to support employees who spent personal time developing unique programs
to help people in need around the world. In total, including both employee donations and company matching funds,
SUSTAINABILITY
AT CELESTICA $160,000 CAD was donated to support relief efforts.
ENVIRONMENTAL
SOCIAL
The first project funded through Celestica Cares supported a team in During this time of need, the $160,000 CAD
Toronto, Canada that partnered with a 3D printing company to design Oradea, Romania site donated
and manufacture reusable face shields for doctors, nurses and other $37,000 CAD to Community was donated by
hospital personnel treating COVID-19 patients. In the early weeks of Foundation to support local Celestica Cares to
the pandemic, the team mobilized to produce and deliver more than hospitals’ actions against support relief efforts.
Diversity and Inclusion 1,200 face shields to local hospitals. COVID-19. The funds were
Employee Wellness collected to purchase three
Celestica’s Oradea, Romania
Employee Engagement ventilators that were then
site donated
Sustainable Workspace donated to the Gavril Curteanu
Hospital, a local hospital in need.
Our Communities $37,000 CAD
GOVERNANCE to Community Foundation
to support local hospitals’
REPORT INDICES actions against COVID-19.
Employees showcase reusable 3D printed face shields (Toronto, Canada).

Celestica’s Time Off to Volunteer Program
ABOUT THIS REPORT

Celestica’s Time Off to Volunteer (TOV) program encourages all eligible
SUSTAINABILITY
employees to volunteer their time and skills in their communities.
AT CELESTICA
EVA MARIA
BRISA BELTRAN
ENVIRONMENTAL
Celestica provides up to 16 paid hours per Environmental Activities PRODUCTION TECHNICAL
calendar year for employees to use for OPERATOR, VALENCIA, SPAIN
volunteering, either individually or as a group Tree Planting
SOCIAL
with other employees. The pandemic created Employees from the Savannakhet, Laos site
Occupational Health and Safety challenges when it came to holding traditional celebrated Lao National Tree Planting Day on A lifelong volunteer, Eva didn’t let the global
group activities, but employees managed to June 1, by working with the Special Economic pandemic stop her from helping others—
form social distanced events and found creative, Zone Authorization (SEZA) and several other she just got creative. Using social media,
virtual ways to volunteer. companies to plant trees in the special zone area. Eva performed live shows, telling stories
Employee Wellness and singing songs, to entertain children
More than 100 volunteers, including government
Employee Engagement Throughout 2020, 20% of employees volunteered officers and employees from companies around stuck in lock-down. “It was one of the best
nearly 18,800 hours of volunteering through the the area, planted 30 trees to support the future experiences of my life,” she says. Eva has
TOV program. Here are a few examples of how of Lao forests. also sewn masks for the deaf and, prior to
Our Communities
our employees supported their communities. the pandemic and volunteered at a nursing
GOVERNANCE home. Eva credits Celestica’s TOV program
for providing her with two full days to
REPORT INDICES volunteer. “TOV has absolutely contributed
to my personal growth,” she says. “It is
wonderful to do something for others,
without expecting anything in return.”
Employees
Eva’s example inspired several colleagues
volunteering
to plant trees
to also volunteer at the nursing home.
in celebration We celebrate her dedication and passion.
of Lao National
Tree Planting Day
(Savannakhet, Laos).

Climate Change
The Hong Kong site organized a Vegetarian Day to help raise awareness about
how meat production and consumption contributes to climate change. More
ABOUT THIS REPORT than half of the site employees participated, providing a donation in exchange
for a vegetarian lunch provided by the site. The donations supported The
SUSTAINABILITY Community Chest of Hong Kong’s Green Low Carbon Day which supports
AT CELESTICA a range of sustainable food initiatives.
Waste Reduction
ENVIRONMENTAL
During Lunar New Year in February, Celestica’s two Singapore sites partnered
SOCIAL with local banks and a recycling organization to support the recycling of
Hong Bao (funds provided in red packets as gifts during Lunar New Year).
Occupational Health and Safety The sites created a collection drive, inviting all employees to bring in their
Learning and Development used Hong Bao for proper disposal. More than 250 employees participated
Diversity and Inclusion and 62 kg of Hong Bao were collected and recycled to make other paper
Employee Wellness
products, including corrugated cardboard boxes and toilet paper.
Employee Engagement During Waste Reduction Week in 2020, the Laem Chabang, Thailand site
Sustainable Workspace encouraged employees to use their volunteer hours to participate in a group
Our Communities beach clean-up. More than 15 employees volunteered to clean the local
beach and removed approximately 200 kg of garbage from the beach.
GOVERNANCE
Employees volunteering to clean the local beach (Laem Chabang, Thailand).
REPORT INDICES

Social Activities
The Galway, Ireland site partnered with the Galway A Savannakhet, Laos employee noticed a
Simon Community organization to help provide bridge located outside the main town with
ABOUT THIS REPORT
holiday joy to the homeless. Those supported by no lighting that made travelling during the
the organization were invited to request small evenings unsafe. The employee donated
SUSTAINABILITY gifts on pieces of paper that were strung on the two solar panel street lights and, with the
AT CELESTICA
Galway site Christmas tree. Celestica employees help of colleagues, installed them on top
were encouraged to purchase a gift to be donated of the bridge. Members of the community
ENVIRONMENTAL
back to the Simon Community. In total, more than can now travel across the bridge safely
120 wishes were fulfilled. and with confidence.
SOCIAL
Employees preparing to install solar panel street lights
Occupational Health and Safety on a bridge with no lighting (Savannakhet, Laos).
Employee Wellness During Engineering Week, the Mississauga, Canada site hosted a food drive,
Employee Engagement setting up food bank bins around the departments. The non-perishable food
Sustainable Workspace was donated to Eden Food for Change.
Our Communities
GOVERNANCE
The Newmarket, Canada site created an

REPORT INDICES
innovative food bank activity called the
Design to Donate Challenge. Three teams
went head-to-head to design and execute
a structure using donated, non-perishable
food items and present to a group of judges.
Once the competition was completed,
more than 480 kg of food was donated Participants of Celestica’s Design to Donate Challenge
Gifts purchased by Celestica employees were donated to the local Newmarket Pantry. showcase their Super Mario inspired design (Newmarket,
to the Simon Community (Galway, Ireland). Canada).

The Shanghai, China site hosted
a book donation and exchange.
Employees were encouraged to
ABOUT THIS REPORT bring in books to exchange with
their colleagues to learn new
skills, encourage one another,
SUSTAINABILITY
AT CELESTICA and practice the art of continual
learning. More than 100 unclaimed
ENVIRONMENTAL books were then given to Mutian,
an online donation platform.
SOCIAL

Celestica’s Laem Chabang, Thailand
Diversity and Inclusion site provided its annual donation to Employees donated expired desk calendars to produce Braille-printed materials for a school
for the blind (Laem Chabang, Thailand).
Employee Wellness the Pattaya Redemptorist School
Employee Engagement for the Blind. Employees donated
expired desk calendars which are
used to produce Braille-printed
Our Communities
instructional materials for the blind.
GOVERNANCE
Each year, the site also coordinates
quarterly blood donations with the
REPORT INDICES Thai Red Cross. This year, blood
was in higher demand due to
the spread of COVID-19. In total,
561 Thailand employees donated
enough blood over the course of
the year to potentially save more
than 1,400 lives. An employee volunteer donated
blood to the Thai Red Cross
Employees donated blood to the Thai Red Cross (Laem Chabang, Thailand). (Laem Chabang, Thailand).

Fundraising Activities
ABOUT THIS REPORT For the past 24 years, Celestica’s Canadian locations have supported
the efforts of the United Way through an annual fundraiser.
SUSTAINABILITY
AT CELESTICA
ENVIRONMENTAL
In 2020, employees took part in Get Up!—a virtual physical challenge. Participants received donations for
SOCIAL
committing to physical activities such as running, walking, lifting, stretching and, cycling for at least 280
minutes in support of people and families experiencing poverty. In total, 105 employees participated in
Occupational Health and Safety the two week Get Up! challenge, logging over 29,400 minutes (490 hours) of physical activity.
Employees also supported the United Way through Celestica’s Days of Caring activity, which encouraged
employees to reach out and support their community. Employees took part in a variety of ways: writing
Employee Wellness notes to isolated seniors and frontline workers; conducting online mock interviews with newcomers and
Employee Engagement job seekers; participating in mentoring and coaching sessions to provide feedback on resumes; and more.
Sustainable Workspace A total of 119 employees participated in these remote volunteering events. Employees also held auctions,
Our Communities raffles, bake sales, and fundraisers. At the end of the fundraiser, $375,000 CAD (including funds from the
Celestica matching program) was donated to the United Way Greater Toronto. This brings Celestica’s
GOVERNANCE lifetime giving amount to $11.9 million CAD!
REPORT INDICES
Together with The Spot, a non-governmental youth organization, the Celestica Oradea, Romania site
organized a fundraiser to provide children from disadvantaged backgrounds with a variety of support. Gifts were donated to youth of The Spot organization
They donated more than 125 items of personal hygiene products, clothes, shoes, phones, and tablets. by Celestica employees (Oradea, Romania).
As well, employees participated in The Spot’s online Holiday Club for a series of educational workshops
for children, with costs for the activities covered by Celestica. Both activities improved access to
education for those children.

Cancer Support
ABOUT THIS REPORT

Employees at Celestica’s Laem Chabang,
Thailand site volunteer on an annual basis
SUSTAINABILITY at the Chonburi Cancer Hospital.
AT CELESTICA
ENVIRONMENTAL
Over the course of the year, 37 volunteers
supported sewing projects including one to
SOCIAL
create specially designed bras for breast cancer
Occupational Health and Safety patients to make them feel more comfortable
Learning and Development and confident. A total of 108 bras were donated.
Diversity and Inclusion During the first quarter of 2020, 32 Thailand
Employee Wellness employees and 12 of their daughters donated
Employee Engagement their hair to make wigs for cancer patients who
Sustainable Workspace had experienced hair loss after chemotherapy
treatments. Approximately 9 kg of hair was
Our Communities
donated to the patients.
GOVERNANCE
Celestica’s Corporate Supply Chain team in
Toronto, Canada rallied to support employees
REPORT INDICES who have been impacted by cancer. They
participated in “Colour to Conquer Cancer”, a
fundraising event in which employees received
donations for dying their hair vibrant colours. An employee displays hand-made specially designed bras to Employees donated their hand-made bras and other items
support breast cancer patients (Laem Chabang, Thailand). to Choburi Cancer Hospital (Laem Chabang, Thailand).

ABOUT THIS REPORT
SUSTAINABILITY
AT CELESTICA
Governance
ENVIRONMENTAL
We are committed to the highest standards of corporate
SOCIAL
governance. Our strong business ethics create an environment
of trust in all of our business relationships, and we ensure all
GOVERNANCE employees understand the importance of ethical behaviour
when conducting business on behalf of Celestica.
Sustainability Governance
Compliance and Ethics
About This Report
REPORT INDICES

Sustainability Governance GRI 102-18, 102-19, 102-20, 102-21, 102-23, 102-26, 102-31, 102-32
ABOUT THIS REPORT

As the impact of climate-related events becomes increasingly apparent, the Celestica Board of Directors’
SUSTAINABILITY Our Environmental, Social and Nominating and Corporate Governance committee increased its focus on our ESG practices. Celestica’s
AT CELESTICA Governance (ESG) strategy is integrated Senior Vice President, Sustainability and Chief Legal Officer (CLO) provides an in-depth report to the Board
into every aspect of our business. annually on our ESG and performance, and provides quarterly reporting on key risks.
ENVIRONMENTAL
Everyone at Celestica—from our Board This position formally reviews the Sustainability Report to ensure that the sustainability strategy is aligned
of Directors and executives, to our with and integrated into our overall corporate strategy. Their annual compensation includes a metric
SOCIAL
that relates to achieving sustainability targets. This position reports directly to the Chief Financial Officer.
functional teams, and global sites—
GOVERNANCE recognizes that sustainability is the key Celestica’s Chief Executive Officer (CEO), Chief Operations Officer (COO), and Chief Financial Officer
to unlocking the potential of the future. (CFO) receive quarterly sustainability updates. Discussions focus on our sustainability strategy and the
progress we are making on our metrics. Input received in these meetings is used to shape Celestica’s
sustainability strategy and ensure it aligns with business priorities. Company performance on sustainability
About This Report goals is tracked and progress is linked to annual and long-term objectives within the CEO’s strategy, and
compensation. Through our objective setting processes, these objectives cascade down throughout our
REPORT INDICES
organization and are part of our overall management systems.

The Corporate Sustainability team directs the design, development, and
deployment of our ESG strategies and programs. The team manages the FIGURE 5.1: SUSTAINABILITY GOVERNANCE STRUCTURE
collaboration and integration of operational and functional teams that
ABOUT THIS REPORT execute and report on yearly sustainability plans and initiatives. In addition,
the team engages with external stakeholders, completes disclosure reports,
and conducts necessary reviews, assessments, and research. The team ensures Board responsible for
SUSTAINABILITY
that there is support for an ethical and sustainable electronics supply chain overseeing strategy
AT CELESTICA
through environmental and social efforts, while mitigating risks along the way.
Board of Executive Functions responsible
ENVIRONMENTAL The Corporate Sustainability team is responsible for: Directors Leadership Team for overseeing strategy
(CEO, CFO, COO)
• Monitoring ESG and sustainability trends and issues. Functions responsible for
SOCIAL oversight, governance and
• Developing short-, medium-, and long-term sustainability strategies controls for sustainability
GOVERNANCE for the company.
Functions responsible for
• Driving investments that support sustainable business practices. implementing initiatives
Compliance and Ethics • Coordinating all sustainability-related reporting, such as this report,
About This Report
the CDP, EcoVadis, and Institutional Shareholder Services Inc. (ISS).
SVP, Operations
• Collaborating and creating alignment on ESG matters and goals with Sustainability and Supply
REPORT INDICES customers and suppliers. and CLO Chain
• Engaging with external stakeholders such as communities, academics, and third-

party advisors to support the United Nations Sustainable Development Goals.
• Fostering a diverse and inclusive culture in which all team members are
able to contribute fully and share their talents and innovative ideas.
The SparkChange program is a key component of our sustainability initiatives.

Corporate Business Functions Employees and
The program aims to drive innovation, inspire employees to incorporate Sustainability SparkChange
and Cross-
sustainability into strategic conversations, and encourages them to work Team Functional Teams Ambassadors
together to unlock ideas. Located at our operational sites, our SparkChange
Ambassadors engage with employees to grow the sustainability program.
They also play a key role in educating employees about Celestica’s contribution
to achieving sustainable solutions.

ABOUT THIS REPORT
SUSTAINABILITY 8.5
8.7
AT CELESTICA 8.8
ENVIRONMENTAL
Ethics Program GRI 102-16, 102-17, 412-2, WH, CM
SOCIAL
Celestica is committed to ensuring that our company culture is free from discrimination and harassment
GOVERNANCE based on race, colour, religion, gender, gender identity, citizenship and/or origin, age, disability, sexual
orientation, marital status, education, experiences, perspectives, languages, or other factors.
Open communication is a critical component of Celestica’s culture. We encourage our employees to
speak with their managers, a member of management, or Human Resources should they have concerns
About This Report
or questions on legal or ethical matters.
REPORT INDICES In 2020, our global workforce completed approximately 20,550 hours of compliance training. All new
employees, regardless of job role or function, receive Business Conduct Governance (BCG) training
within 30 days of joining Celestica. This commitment to BCG compliance is renewed by all regular
employees annually.
o learn more about additional aspects of our Compliance Program, such as compliance training,
T
the BCG, and assessing risk areas, as well as aspects of our ethical labour practices, such as
prohibiting child labour, forced and compulsory labour, compliance with migrant worker
standards, and working hours, please visit the Celestica website.

Labour and Ethics Management GRI 102-16
At Celestica, we strive to create a safe work environment and treat our
ABOUT THIS REPORT employees with dignity and respect. To fulfill this mandate, we have established
a Labour and Ethics Management system. This system ensures compliance
SUSTAINABILITY with applicable laws, regulations, and customer requirements related to our
AT CELESTICA operations and products, including adherence to Celestica’s BCG Policy and
the RBA Code of Conduct. Each site has a governing document that includes
ENVIRONMENTAL any global policies and procedures, as well as local governing practices and
regulations that are implemented at the site.
SOCIAL
To ensure compliance to the RBA, Celestica assesses its manufacturing
operations sites every two years, through a combination of internal and
GOVERNANCE external audits.* Annual self-assessments, internal risk assessments,
and improvement objectives are also recorded and actioned for each
manufacturing site.
About This Report Within the development of commercial relationships with suppliers, Celestica
ensures adherence to the RBA code and all labour standards, including freely
REPORT INDICES chosen employment, child labour, discrimination, and harassment.
To learn more about Celestica’s Labour and Ethics Management,

including the RBA Code, please visit the Celestica website.
* Subject to emergency or unusal situations.

About This Report GRI 102-51, 102-52
ABOUT THIS REPORT

Since 2009, Celestica has published annual reports documenting our FIGURE 5.2: MATERIALITY MATRIX
SUSTAINABILITY corporate social responsibility programs and environmental sustainability
AT CELESTICA initiatives. We are committed to reporting our GHG emissions annually Environmental Aspects Social Aspects Economic Aspects
and began including third-party assurance of our GHG emissions in 2013.
ENVIRONMENTAL We published our previous report in September 2020, which contained
results from the 2019 calendar year. This report contains results from the
SOCIAL 2020 calendar year.
Occupational
Health &
Effluents & Waste Energy Emissions Safety
GRI 306 GRI 302 GRI 305 GRI 403
GOVERNANCE
Importance to Our Stakeholders

Materiality GRI 102-43, 102-46, 102-47
Compliance and Ethics As we progress towards our sustainability goals, elements we consider Human
Rights
Water & Effluents
About This Report essential are continuously evolving. We monitor these changes, analyze GRI 303 Assessments
GRI 412
environmental and social impacts, and assess the implications to our business. Environmental
Compliance Employment
Conflict
REPORT INDICES Minerals CM
GRI 307 GRI 401
Supplier Social Anti-corruption
We hold annual discussions with our internal and external stakeholders Assessments Working GRI 205
GRI 414 Hours WH
on 30 Global Reporting Index® (GRI®) Standards and three industry-specific Forced
Local Compulsory
topics (Conflict Minerals, Working Hours, and Employee Wellness). We then Communities Non- Labour
GRI 413 discrimination GRI 409
create the materiality matrix based on the potential impact on our business. Supplier
GRI 406
Environmental
Figure 5.2 illustrates the priority topics for our company and stakeholders, Assessment
GRI 308
with the highest priority given to those pictured in the top right-hand quadrant. Diversity & Equal
Opportunity
Freedom of GRI 405
Training &
Unless otherwise stated, the boundary for our material issues will represent Education
GRI 404
Association &
Collective
Child Labour Bargaining
100% of Celestica’s footprint. GRI 408 GRI 407
Employee
Wellness EW
To view previous sustainability reports,

please visit the Celestica website.
Importance to Celestica

Stakeholder Engagement GRI 102-40, 102-42, 102-43, 102-44
ABOUT THIS REPORT
17.16
AT CELESTICA
ENVIRONMENTAL We regularly engage with our stakeholders to determine our focus areas and create our materiality matrix. Our stakeholder groups are those that have an impact
on our business or have the potential to be affected by our business, and also include external organizations that have expertise in the areas we consider to be
SOCIAL material. We engage with our stakeholder groups in various ways, listed in Figure 5.3. The frequency of engagement is dependent on the approach used and is
determined on an as-needed basis.
GOVERNANCE
FIGURE 5.3: STAKEHOLDER ENGAGEMENT TABLE

STAKEHOLDER ENGAGEMENT APPROACH TOPICS ACTION
About This Report GROUP
Employees • Town hall meetings • Energy • Ensure SparkChange Ambassadors inform employees of status towards
REPORT INDICES
• Leadership meetings • Emissions aspirational goals
• Employee surveys • Water • Facilitate Time Off to Volunteer events in local communities
• Sustainable Workspace program • Waste • Discuss topics on the Sustainable Workspace
• Sustainability Report • Wellness • Connect employees to subject matter experts on areas of specific interest
• Annual risk assessment • Recognition • Increase capacity within leadership to talk about sustainability
• Internal communication • Training • Create and share the annual Sustainability Report
• Communities • Inform employees of Celestica’s Hours of Work Policy
• Working hours

STAKEHOLDER ENGAGEMENT TABLE CONTINUED

GROUP
ABOUT THIS REPORT
Customers • Teleconferences • Energy • Share strategy to align resources on mutually beneficial projects
• Voluntary reporting • Emissions • Share environmental and social best practices
SUSTAINABILITY
AT CELESTICA • Surveys • Health and safety • Share conflict minerals data
• Audits • Supply chain product compliance • Provide training on topics of interest
• Scorecards • Working hours • Communicate updates on audit findings and necessary corrective actions
ENVIRONMENTAL • Collaboration projects • Transparency • Collaborate with customers to ensure supplier compliance
• Foreign migrant workers • Respond to customer-led surveys
SOCIAL • Forced or compulsory labour • Participate in sustainable supply chain conferences
• Conflict minerals • Respond to CDP Climate Change and Water Security Questionnaires
• Respond to EcoVadis Assessment
GOVERNANCE
• Create and share the annual Sustainability Report
• Participate in industry associations (i.e. RBA)
Compliance and Ethics Suppliers • Emails • Health and safety • Ensure the completion of RBA Self-Assessment Questionnaires
• Teleconferences • Human rights • Ensure participation in the RBA Validated Assessment Program
About This Report
• Questionnaires • Environmental compliance • Conduct Verification Visits
• Facility assessments • Business conduct • Assess suppliers using supplier scorecards
REPORT INDICES
• Scorecards • Conflict minerals • Participate in sustainable supply chain conferences
• Anti-corruption • Create partnerships and engage in programs, where appropriate
Consortia • RBA meetings • Working hours • Perform RBA site audits
• RBA working groups • Energy • Supplier assessments
• Seminars • Emissions • Collaborate on RBA-sponsored projects
• Webinars • Supply chain • Complete additional reporting
• Conflict minerals
• Foreign migrant workers
• Labour and ethics
Government • Local government regulations • Energy • Monitor local regulations and update standards to maintain compliance
• Site inspections • Emissions • Provide legally required test results
• Site audits • Water • Update and maintain health and safety programs according to local regulations
• Waste • Properly handle and dispose of waste and effluents
• Human resources • Monitor air and water quality where applicable
• Health and safety • Active engagement regarding pandemic related requirements
• Permit compliance

STAKEHOLDER ENGAGEMENT TABLE CONTINUED

GROUP
ABOUT THIS REPORT
Investors • Investor surveys • Economic performance • C
oordinate corporate-wide response to surveys (i.e. Institutional
• Securities filings (quarterly and • Governance (Board structure, Shareholder Services and Environment and Social Assessments)
SUSTAINABILITY annually) compensation, audit and risk oversight) • Monitor investor surveys for emerging topics
AT CELESTICA
• Analyst calls • Emissions • Educate leadership on emerging ESG trends
• Sustainability Report • Energy • Create gap analyses and strategies to respond to surveys
ENVIRONMENTAL • Water • Expand capabilities for investor-led reporting, such as SASB and the TCFD
• Waste
SOCIAL • Product safety and quality
• Stakeholders and society
• Labour relations
GOVERNANCE • Employee and shareholder rights
Sustainability Governance Non- • Meetings • Energy • Increase energy literacy

Governmental • Teleconferences • Water • Increase waste productivity
Compliance and Ethics Organizations • On-site tours • Labour relations • Participate in or implement community engagement activities
About This Report • Collaboration projects • Communities • Discuss sustainability and ESG trends
• Create partnerships and engage in programs, where appropriate
REPORT INDICES • Participate in sustainable supply chain conferences
Academia • Emails • Energy • Participate in presentations and panel conversations for students
• Presentations • Waste • Attend networking events with students
• Events • Emissions • Create partnerships and engage in programs, where appropriate
• Working hours
• Communities

ABOUT THIS REPORT
SUSTAINABILITY
AT CELESTICA
Report Indices
ENVIRONMENTAL
SOCIAL
GOVERNANCE
REPORT INDICES
KPI Summary
GRI Index
SASB Disclosure
TCFD Disclosure

KPI Summary
ABOUT THIS REPORT
The Key Performance Indicator (KPI) Technical Notes About Data GRI 102-56
SUSTAINABILITY
AT CELESTICA Summary provides an overview of our The greenhouse gases included in the calculation of our Scope 1, 2 and 3 emissions are carbon dioxide
performance over time. (CO2), nitrous oxide (N2O) and methane (CH4). Greenhouse gas emissions are calculated based on
ENVIRONMENTAL the requirements of the WRI/WBCSD GHG Corporate Accounting and Reporting Standard (Revised)
and the GHG Protocol Scope 2 Guidance – Amendment to the GHG Protocol Corporate Standard.
SOCIAL Our source for global warming potentials (GWPs) is the IPCC Second Assessment Report (SAR; 100
year). Our Scope 1 and 2 emissions and Scope 3 business (air) travel emissions are verified through a
GOVERNANCE third-party in accordance with ISO 14064-3:2006, and emissions factors and GWPs used are located
within our CDP submission.
REPORT INDICES No energy is sold by Celestica, nor are heat, steam or cooling purchased for consumption. Celestica
KPI Summary
has no fuel consumption from renewable sources such as biogas or biomass. These are generated
from other sources of energy. There are no biogenic emissions generated from our operations.
GRI Index
We do not track sources of potential fugitive emissions, such as from fire extinguishers, or
SASB Disclosure
refrigerants from air conditioning units.
TCFD Disclosure
We began tracking our GHG emissions on a monthly basis using sustainability management software
in 2012, and our waste and water in 2013. Square footage covered within the data below is indicated
within the tables, representing the manufacturing sites over which we have operational control and
measurement. Between 2020 and our 2012 and 2018 base years, we have not passed our significance
threshold of a 10% change in square footage to require a baseline recalculation, as per our internal
policy and the GHG Protocol. We will work to increase the amount of square footage covered by our
reporting in the future.

About Celestica Environmental
CELESTICA’S MAJOR OPERATIONS’ SQUARE FOOTAGE BY DIRECT AND INDIRECT GREENHOUSE GAS EMISSIONS (METRIC TONNES CO2E)
ABOUT THIS REPORT REGION | GRI 102-4, TC-ES-000.B GRI 305-1, 305-2, 305-3, 305-4, 305-5, SDG 7.2, 8.4, 9.4, 12.2, 12.4, 12.8, 13.1, 13.3
Region Facilities Square Footage Year Base Year 2012 SBTi Base Year 2019 2020
SUSTAINABILITY (in Thousands) 2018
AT CELESTICA Asia China* 4,421 Square Footage Covered (%) 98% 97% 99% 99%
Malaysia*
Direct Emissions (Scope 1) 7,829 8,867 5,888 8,925
Thailand*
ENVIRONMENTAL Singapore* Indirect Emissions (Scope 2, Location-based) 197,055 174,505 162,279 140,762
South Korea*
Indirect Emissions (Scope 2, Market-based) – 175,157 72,359 52,687
Japan*
SOCIAL Laos Indirect Emissions (Scope 3)* – 474,829 1,513,622 671,586
North America Canada* 1,647 Category 1: Purchased Goods and Services – 189,788 169,602 463,296
United States* Category 2: Capital Goods – 50,315 43,955 28,780
GOVERNANCE Mexico*
Category 3: Fuel- and Energy-Related Activities Not Included in – 33,808 26,950 37,938
Europe Ireland* 451 Category 1 or Category 2
REPORT INDICES Spain Category 4: Upstream Transportation and Distribution** – 53,065 71,168 57,263
Romania
Category 5: Waste Generated in Operations – 100 112 380
KPI Summary
Category 6: Business (Air) Travel – 5,084 4,957 545
GRI Index *Represents multiple locations.
Category 7: Employee Commuting – 34,870 33,215 26,198
SASB Disclosure Category 9: Downstream Transportation and Distribution** – 29,514 39,078 28,481
TCFD Disclosure Category 10: Processing of Sold Products – 29,393 28,583 24,320
Category 11: Use of Sold Products – 29,003 1,096,002 4,385
*Categories from the Greenhouse Gas Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard.
** We use a distance-based method of calculating the upstream transportation and distribution emissions.

ENVIRONMENTAL CONTINUED
GREENHOUSE GAS EMISSIONS TYPES (METRIC TONNES CO2E), 2020* | GRI 305-2 ENERGY INTENSITY* | GRI 302-3
Gas Type CO2 CH4 N2O Total Year 2018 2019 2020
ABOUT THIS REPORT
Scope 1 - Diesel 520.72 0.05 6.91 527.68 MWh/million US$ revenue 61.7 63.1 50.0
Scope 1 - Ethanol E10 Transport 0.00 0.00 0.00 2.14 mt CO2e/million US$ revenue 27.7 13.3 10.7
SUSTAINABILITY
Scope 1 - Fuel Oil 15.86 0.02 0.04 15.92
AT CELESTICA
Scope 1 - Kerosene 179.16 0.44 0.45 180.05
Scope 1 - Liquid Petroleum Gas 615.06 0.45 0.39 615.90 ADDITIONAL AIR EMISSIONS [MT] | GRI 305-7
ENVIRONMENTAL
Scope 1 - Natural Gas 7,569.41 10.16 4.01 7,583.58 Year 2019 2020
Scope 2 - Electricity 139,930.68 188.82 651.48 140,762.43 Square Footage Covered (%) 45% 31%
SOCIAL
Volatile Organic Compounds (VOCs) 15.53 4.01
Particulate Matter (PM) 0.80 2.41
GOVERNANCE PM 2.5 0.23 0.02
ENERGY [GJ]* | GRI 302-1, 302-3, 302-4, SDG 7.1, 7.2, 8.4, 9.4, 9.5, 12.2, 12.4, 12.8, 13.1, 13.3
PM 10 0.60 0.02
Year 2018 2019 2020
REPORT INDICES Nitrogen Oxides (NOx) 2.84 2.21
Total Electricity 1,256,595 1,151,763 927,107
Methane (CH4) 2.38 0.00
Total Renewable Energy Sources 45,469 64,891 106,893
KPI Summary Sulphur Oxides (SOx) 0.00 0.47
On-Site Renewable Energy 15,246 17,276 15,903
GRI Index Lead (Pb) 1.08 0.00018
Renewable Energy Through Utilities 30,223 47,615 90,989 Non-Methane Hydrocarbons (NMHC) 1.12 0.85
SASB Disclosure
Total Fuel (Non-Renewable Sources) 171,332 109,943 169,208 Hazardous Air Pollutants 0.04 0.00
TCFD Disclosure Natural Gas 149,986 89,976 148,480 Tin 0.00 0.00063
Liquefied Propane Gas 11,308 11,157 10,338 Total 24.62 9.99
Diesel Fuel 6,925 5,631 7,729
Kerosene 2,830 2,884 2,628
Ethanol E-10 283 295 34
Total Energy Consumption 1,473,396 1,326,597 1,203,208
Total Energy Attribute Certificates 0 629,309 559,254
*Square footage found in the Direct and Indirect Greenhouse Gas Emissions table.

ENVIRONMENTAL CONTINUED
EFFLUENTS AND WASTE | GRI 306-2, 306-3, SDG 8.4, 9.4, 12.2, 12.3, 12.4, 12.5, 12.8, 17.16, 17.17, SASB TC-ES-150A.1 WATER | GRI 303-3, 303-4, 303-5, 306-1, SDG 6.1, 6.2, 6.4, 8.4, 12.2, 12.4, SASB TC-ES-140A.1
Year 2018 2019 2020 Year 2018 2019 2020
ABOUT THIS REPORT
Square Footage Covered (%) 87% 89% 87% Square Footage Covered (%) 87% 89% 89%
Waste by Disposal Method Water Withdrawal in High or Extremely High – – 96
SUSTAINABILITY Baseline Water Stress (ML)
Non-Hazardous Waste [mt]
AT CELESTICA Total Water Withdrawal [ML] 1,369 1,391 1,233
Reuse 228 2,343 10
Recycling 11,948 12,169 9,488
ENVIRONMENTAL
Composting 495 470 424
Incineration 342 749 592
SOCIAL
Landfill 1,004 1,126 851
Total Non-Hazardous 14,017 16,857 11,365
GOVERNANCE Hazardous Waste [mt]
Reuse 0 0 0
REPORT INDICES Recycled 2,692 2,536 2,139
Landfill Treatment 305 306 182
KPI Summary
Total Hazardous 2,997 2,842 2,321
GRI Index
Waste Commodity Breakdown [mt]
SASB Disclosure Cardboard 4,832 4,786 3,946
TCFD Disclosure Plastic 2,831 2,738 2,329
Recycled Hazardous Waste 2,162 1,973 1,743
Metal 2,066 2,693 1,434
Wood 2,046 3,768 1,492
Landfill 913 1,055 709
Organics 586 536 566
eWaste 529 562 396
Hazardous Waste 305 306 182
Waste-to-Energy 342 749 592
Construction Waste 171 233 80
Paper 231 298 217
Total 17,014 19,697 13,686
Waste Diversion Rate 92.3% 92.7% 92.5%

Supply Chain
ABOUT THIS REPORT SUPPLY CHAIN | GRI- 308-1, 414-1, CM, SDG 7.2, 8.4, 12.2, 12.6, 17.17
Year 2018 2019 2020
Number of Suppliers Screened Using Environmental Criteria 168 216 146
SUSTAINABILITY
AT CELESTICA Number of Suppliers Screened Using Social Criteria 168 216 174
ENVIRONMENTAL
AFTER-MARKET SERVICES | SDG 12.4, 12.5, SASB TC-ES-410A.1
SOCIAL Year 2020

Number of Units Repaired 2,173,354
Estimated Weight of Materials Diverted from Landfill [mt] 3.974
GOVERNANCE
REPORT INDICES
KPI Summary Social

GRI Index
SASB Disclosure
EMPLOYEE TYPE BREAKDOWN, 2020 | GRI 102-8, SASB TC-ES-000.C
TCFD Disclosure
Regular (Permanent) 18,226 89%
Temporary (Contract) 1,102 5%
Third-Party Contractors 1,222 6%
Total 20,550 100%
WORKFORCE DISTRIBUTION BY REGION (INCLUDES REGULAR, CONTRACT AND THIRD-PARTY CONTRACTORS), 2020* | GRI 102-8
Year 2018 2019 2020
Asia 69% 65% 66%
North America 21% 22% 23%
Europe 10% 13% 11%
*Number of employees found in the Employee Breakdown table.

SOCIAL CONTINUED
GENDER, REGION, AND EMPLOYEE TYPE, 2020* | GRI 102-8

Region Asia North America Europe Global
ABOUT THIS REPORT
Employee Type Contract Regular Total Contract Regular Total Contract Regular Total Total
Female 2% 54% 56% 5% 31% 36% 1% 49% 50% 51%
SUSTAINABILITY
Male 2% 42% 44% 7% 57% 64% 2% 48% 50% 49%
AT CELESTICA
Total 4% 96% 100% 12% 88% 100% 3% 97% 100% 100%
ENVIRONMENTAL
GENDER, EMPLOYEE TYPE, AND AGE, 2020* | GRI 102-8

SOCIAL
Employee Type Regular Employees Contract Employees Global
Employee Gender Female Male Total Female Male Total Total
GOVERNANCE
Under 30 Years 15% 11% 26% 22% 35% 57% 28%
30 - 50 Years 30% 30% 60% 14% 14% 28% 58%
REPORT INDICES Over 50 Years 5% 9% 14% 9% 6% 15% 14%
Total 50% 50% 100% 45% 55% 100% 100%
KPI Summary
GRI Index
*Number of employees covered found in the Employee Breakdown table.
SASB Disclosure
TCFD Disclosure

SOCIAL CONTINUED
NEW HIRES AT CELESTICA | GRI 401-1 SDG 4.4, 5.5, 8.5, 8.6 GLOBAL TURNOVER* | GRI 401-1
New Hire New Hire New Hire Total Turnover Turnover Turnover Total Employee
ABOUT THIS REPORT Rate 2018 Rate 2019 Rate 2020 Employee Rate 2018 Rate 2019 Rate 2020 Turnover 2020
New Hires 2020 Total 34% 6,960
SUSTAINABILITY Total 17% 3,465
Region
AT CELESTICA Region
Asia 74% 75% 67% 4,645
Asia 69% 66% 56% 1,939
North America 21% 21% 25% 1,769
ENVIRONMENTAL North America 21% 26% 42% 1,442
Europe 5% 4% 8% 546
Europe 10% 8% 2% 84
Age
SOCIAL Age
Under 30 Years 58% 58% 47% 3,270
Under 30 Years 60% 62% 58% 2,007
30-50 Years 32% 37% 43% 3,014
30-50 Years 28% 32% 37% 1,267
GOVERNANCE Over 50 Years 10% 5% 10% 676
Over 50 Years 12% 6% 6% 191
Gender
Gender
Female 55% 56% 54% 3,784
REPORT INDICES
Female 55% 55% 47% 1,612
Male 45% 44% 46% 3,176
KPI Summary Male 45% 45% 53% 1,853
GRI Index *This breakdown is based on voluntary and involuntary turnover.
SASB Disclosure
TCFD Disclosure

SOCIAL CONTINUED
EMPLOYEE TRAINING HOURS BY GENDER, 2020 | GRI 404-1 SDG 4.3, 4.7 EMPLOYEES PROTECTED BY COLLECTIVE BARGAINING AGREEMENTS, BY
Male Female Undetermined Total LOCATION, 2020 | GRI 407-1
ABOUT THIS REPORT Asia 960
479,443 1,011,193 1,310 1,491,946
North America 781
SUSTAINABILITY Europe 2,129
AT CELESTICA
Total 3,870
ETHICS HOTLINE REPORTING | GRI 406-1, SDG 8.5, 8.7, 8.8
Category 2018 2019 2020
ENVIRONMENTAL
Harassment 7 10 16
Fraud 5 3 1 EMPLOYEE TIME OFF TO VOLUNTEER PARTICIPATION RATE, BY REGION |
SOCIAL SDG 12.8, 17.16, 17.17
Conflicts of Interest 6 14 4
Year 2018 2019 2020
Discrimination* 19 11 9
GOVERNANCE Violation of Policy 18 10 2
Employees Covered (%) 98% 98% 99%
Global 19% 22% 20%
Misconduct 57 37 35
Asia 19% 27% 26%
REPORT INDICES Other 18 6 14
North America 15% 7% 5%
KPI Summary Europe 21% 18% 8%
*All nine incidents were investigated by Celestica and two were found to have merit, appropriate actions
GRI Index were taken, and all are now closed.
SASB Disclosure
OCCUPATIONAL HEALTH AND SAFETY | GRI 403-9, SDG 8.8, SASB TC-ES-320A.1
TCFD Disclosure
Year 2018 2019 2020
Lost-Time Incident Rate† 0.05 0.05 0.05
Lost-Days Rate†† 0.91 0.84 1.25
Total Recordable Incident Rate† 0.32 0.26 0.30
Work-Related Fatalities 0 0 0
Near Miss Frequency Rate††† Not reported Not reported 5
†
The lost-time incident rate represents the number of lost-time incidents for every 200,000 person hours worked.
††
The lost-days rate is the number of days lost due to incidents for every 200,000 person hours worked.
†††
This is the first year that we are reporting on our near miss frequency rate. This rate is the number of near misses for every
200,000 person hours worked. However, this metric also includes events that are opportunities for improvement, so this
number is likely overreported.

SOCIAL CONTINUED
EMPLOYEE BENEFITS SUMMARY, 2020 | GRI 401-2, 401-3, SDG 8.5, 8.8 PERCENTAGE OF EMPLOYEES WORKING MORE THAN
6 CONSECUTIVE DAYS | SDG 8.5, 8.6
Benefits Type Canada, U.S., Europe, Mexico Laos
ABOUT THIS REPORT Asia (Excluding Laos) Year 2019† 2020
Life Insurance Yes Yes No Employees Covered (%) 95% 99%††
SUSTAINABILITY Healthcare Yes Yes No Global 7.32% 4.50%†††
AT CELESTICA
Disability and Invalidity Coverage Yes No No
Data covers July 1-December 31, 2019.
†
Parental Leave (Any Type) Yes Yes Yes ††

Employees included in this calculation are based on RBA definition covering
ENVIRONMENTAL
15,856 employees.
Retiree Benefits Yes No No
†††
The

RBA allows for certain exemptions to working hours requirements in
SOCIAL the case of emergency or other unusual situations. China was recognized as
eligible for exemption on February 9 and all regions globally were recognized
on March 18 until YE 2020. Celestica has followed the RBA Working Hour
FOREIGN MIGRANT WORKERS, 2020 | SDG 8.8 Advisory guidance for definitions of conformance during these time periods.
GOVERNANCE
Asia Region 1,572
REPORT INDICES
KPI Summary PERCENTAGE OF EMPLOYEES WORKING MORE THAN 60 HOURS PER WEEK | WH, SDG 8.5, 8.6
GRI Index 2018 2019 2020

Employees Covered (%) 98% 95% 99%*
SASB Disclosure
Global 3% 2% 1%**
TCFD Disclosure
*
Employees included in this calculation are based on RBA definition, covering 15,856 employees.
**
The RBA allows for certain exemptions to working hours requirements in the case of emergency or other unusual situations. China was
recognized as eligible for exemption on February 9 and all regions globally were recognized on March 18 until YE 2020. Celestica has
followed the RBA Working Hour Advisory guidance for definitions of conformance during these time periods.

Global Reporting Initiative Index
®
ABOUT THIS REPORT
The Global Reporting Initiative (GRI) drives sustainability reporting by all organizations. GRI produces a
SUSTAINABILITY
AT CELESTICA comprehensive sustainability reporting framework that is widely used around the world to enable greater
organizational transparency. The framework, including the reporting guidelines, sets out the principles and
ENVIRONMENTAL indicators that organizations can use to report their economic, environmental, and social performance.
SOCIAL
DISCLOSURE
DISCLOSURE TITLE REFERENCE/RESPONSE
GOVERNANCE NUMBER
Organizational Profile
102-1 Name of the organization Celestica Inc.
REPORT INDICES
102-2 Activities, brands, products, and services 2020 20-F Form
KPI Summary
102-3 Location of headquarters Toronto. Ontario, Canada
GRI Index
102-4 Location of operations 2020 20-F Form
SASB Disclosure Locations
KPI Summary
TCFD Disclosure
102-5 Ownership and legal form 2020 20-F Form
102-6 Markets served 2020 20-F Form

Markets Overview
102-7 Scale of the organization 2020 20-F Form
102-8 Information on employees and 2020 20-F Form

other workers KPI Summary
102-9 Supply chain 2020 20-F Form
Our Products and Services - Supply Chain
102-10 Significant changes to the 2020 20-F Form
organization and its supply chain

GLOBAL REPORTING INITIATIVE INDEX
DISCLOSURE
NUMBER
ABOUT THIS REPORT Organizational Profile Continued
102-11 Precautionary principle or approach Key Impacts and Risks
SUSTAINABILITY 102-12 External initiatives External Sustainability Initiatives
AT CELESTICA 102-13 Membership of associations Memberships and Affiliations
Strategy
ENVIRONMENTAL 102-14 Statement from senior decision-maker A Letter from Rob Mionis
102-15 Key impacts, risks, and opportunities 2020 20-F Form
SOCIAL Key Impacts and Risks
2021 CDP Climate Change Questionnaire
Ethics and Integrity
GOVERNANCE
102-16 Values, principles, standards, and Brand and Values
norms of behavior Ethics Program
REPORT INDICES Labour and Ethics Management
KPI Summary 102-17 Mechanisms for advice and Ethics Program
concerns about ethics Labour and Ethics Management
GRI Index
SASB Disclosure Whistleblowing and Reporting Infractions
TCFD Disclosure Governance
102-18 Governance structure Sustainability Governance
Corporate Governance
102-19 Delegating authority Sustainability Governance
Nominating and Corporate Governance Committee Mandate
2020 20-F Form
102-20 Executive-level responsibility for economic, Sustainability Governance
environmental, and social topics
102-21 Consulting stakeholders on economic, Sustainability Governance
environmental, and social topics

DISCLOSURE
NUMBER
ABOUT THIS REPORT Governance Continued
102-22 Composition of the highest governance 2020 20-F Form
SUSTAINABILITY body and its committees
AT CELESTICA 102-23 Chair of the highest governance body Sustainability Governance
2020 20-F Form
102-26 Role of highest governance body in setting Sustainability Governance
ENVIRONMENTAL purpose, values, and strategy
102-30 Effectiveness of risk management processes Sustainability Governance
SOCIAL 2020 20-F Form
102-31 Review of economic, environmental, Sustainability Governance
and social topics
GOVERNANCE 102-32 Highest governance body’s role in Sustainability Governance
sustainability reporting
Stakeholder Engagement
REPORT INDICES
102-40 List of stakeholder groups Stakeholder Engagement
KPI Summary 102-41 Collective bargaining agreements 2020 20-F Form
GRI Index 102-42 Identifying and selecting stakeholders Stakeholder Engagement
SASB Disclosure 102-43 Approach to stakeholder engagement Materiality

Stakeholder Engagement
TCFD Disclosure
102-44 Key topics and concerns raised Stakeholder Engagement

DISCLOSURE
NUMBER
ABOUT THIS REPORT Reporting Practice
102-45 Entities included in the consolidated 2020 20-F Form
SUSTAINABILITY financial statements
AT CELESTICA 102-46 Defining report content and topic boundaries Materiality
102-47 List of material topics Materiality
ENVIRONMENTAL 102-48 Restatements of information In 2019, water was under reported by 22ML and has been re-stated.
In 2019, emissions were overstated by 196 t CO2e for Scope 1, 930 t CO2e for Scope 2 (location-based),
and 13 t CO2e for Scope 2 (market-based). This emissions data has been re-verified.
SOCIAL In 2019, we incorrectly wrote that EACs covered production of renewable electricity in Norway, however,
the production occurred in Spain.
Due to an increase in visibility of logistics data, the values for Scope 3 upstream and downstream transportation
GOVERNANCE and distribution in 2019 and 2018 have been restated.
102-49 Changes in reporting Within our materiality assessment, ‘Conflict Minerals’ has increased in importance to stakeholders, and the topics
‘Water and Effluents’, ‘Working Hours’, ‘Diversity and Equal Opportunity’, and ‘Employment’ have increased in
REPORT INDICES importance to Celestica.
102-50 Reporting period January 1, 2020 - December 31, 2020
KPI Summary
102-51 Date of most recent report September 17, 2020
GRI Index About this Report
SASB Disclosure 102-52 Reporting cycle Annual
About this Report
TCFD Disclosure
102-53 Contact point for questions regarding sustainability@celestica.com
the report
102-54 Claims of reporting in accordance This report is prepared in accordance with the Global Reporting Initiative Standards: Core Option.
with the GRI Standards
102-55 GRI content index Global Reporting Initiative Index
102-56 External assurance Technical Notes About Data
Third-party assurance of GHG emissions began in 2013, and the certificate is located within our
2021 CDP Climate Change Questionnaire.

DISCLOSURE
DISCLOSURE TITLE REFERENCE/RESPONSE OMISSIONS
NUMBER
ABOUT THIS REPORT Economic Performance
201-2 Financial implications and other risks and Financial Implications Due to Climate Change
SUSTAINABILITY opportunities due to climate change 2021 CDP Climate Change Questionnaire
AT CELESTICA Anti-Corruption, Anti-Competitive Behaviour
103 Management Approach Business Ethics
ENVIRONMENTAL 205-1 Operations assessed for risks Celestica is committed to reducing any risks to our business that stem from bribery or fraud. Celestica provides anti-
related to corruption bribery training and has a global anti-bribery policy. The highest level of executive oversight for Celestica’s anti-bribery
and anti-corruption policy rests with the Senior Vice President, Sustainability and Chief Legal Officer. We receive requests
SOCIAL on occasion from key customers to confirm our commitment to upholding bribery laws in our business dealings.
All Celestica’s operations and global functions are assessed for risks related to corruption and no significant risks have
been identified.
GOVERNANCE 205-2 Communication and training about Ethics Program
anti-corruption policies and procedures
205-3 Confirmed incidents of corruption In 2020, Celestica was not involved in any legal actions against it related to anticompetitive behaviours nor identified in
REPORT INDICES and actions taken any legal actions against it for violations of antitrust, bribery, corruption, or monopoly legislation.
206-1 Legal actions for anti-competitive behavior, In 2020, Celestica was not involved in any legal actions against it related to anticompetitive behaviours nor identified in
KPI Summary
antitrust, and monopoly practices any legal actions against it for violations of antitrust, bribery, corruption, or monopoly legislation.
GRI Index
SASB Disclosure
TCFD Disclosure

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Energy
103 Management Approach Environmental Sustainability
SUSTAINABILITY 302-1 Overall energy consumption within the Energy
AT CELESTICA organization KPI Summary
ENVIRONMENTAL 302-2 Overall energy consumption outside KPI Summary We report on the upstream and
the organizaiton 2021 CDP Climate Change Questionnaire downstream emissions outside of
the organization, but not the energy
SOCIAL consumption.
302-3 Energy intensity Energy
KPI Summary
GOVERNANCE 2021 CDP Climate Change Questionnaire
302-4 Reduction of energy consumption Energy
REPORT INDICES KPI Summary
KPI Summary Water
GRI Index 103 Management Approach Environmental Sustainability

303-1 Interactions with water as a shared resource Water
SASB Disclosure
KPI Summary
TCFD Disclosure 2021 CDP Water Questionnaire
303-2 Management of water Water
discharge-related impacts KPI Summary
2021 CDP Water Questionnaire
303-3 Water withdrawal 2021 CDP Climate Change Questionnaire
KPI Summary
303-4 Water discharge 2021 CDP Water Questionnaire
KPI Summary
303-5 Water consumption 2021 CDP Water Questionnaire
KPI Summary

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Emissions
SUSTAINABILITY 305-1 Reporting direct (Scope 1) GHG emissions Greenhouse Gas Emissions
AT CELESTICA Emissions From Our Operations
KPI Summary
ENVIRONMENTAL 2021 CDP Climate Change Questionnaire
305-2 Reporting indirect (Scope 2) GHG emissions Greenhouse Gas Emissions
Emissions From Our Operations
SOCIAL KPI Summary
GOVERNANCE 305-3 Reporting indirect (Scope 3) GHG emissions Greenhouse Gas Emissions
Other Indirect Emissions (Scope 3)
KPI Summary
REPORT INDICES 2021 CDP Climate Change Questionnaire
305-4 Emission intensity (absolute GHG emissions/ Emissions From Our Operations
KPI Summary organizational specific metric) KPI Summary
GRI Index
305-5 Reduction of GHG emissions Emissions From Our Operations
SASB Disclosure (result of reduction initiatives) 2021 CDP Climate Change Questionnaire
TCFD Disclosure 305-7 Nitrogen oxides,sulphur oxides, and other KPI Summary
significant air emissions 2021 CDP Climate Change Questionnaire
Additional air emissions are calculated based on the direct measurements and reporting emissions from sites.
Effluents and Waste
306-1 Water that has been discharged - Water
categorized by quality and destination 2021 CDP Water Questionnaire
KPI Summary
306-2 Waste categorized by disposal method Waste
KPI Summary

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Effluents and Waste Continued
306-3 If there was a significant spill and details KPI Summary
SUSTAINABILITY (location, volume, substance etc.)
AT CELESTICA 306-4 Transportation of hazardous waste Each site must comply with local and governmental laws governing We do not measure the weight of
waste and recycling, as well as programs offered by the community transported hazardous waste.
and Celestica.
ENVIRONMENTAL 306-5 Water bodies affected by water discharge Discharges are made from facilities in compliance with local legal requirements, Discharges are made from facilities
and/or runoff which vary by jurisdiction. in compliance with local legal
requirements which vary by
SOCIAL jurisdiction.
GOVERNANCE 103 Management Approach Environmental Sustainability
307-1 Non-compliance with environmental laws In 2020, Celestica did not identify any significant non-compliance issues
and regulations with environmental laws and/or regulations.
REPORT INDICES
KPI Summary
GRI Index
SASB Disclosure
TCFD Disclosure

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Supplier Environmental Assessment
103 Management Approach Compliance and Ethics
SUSTAINABILITY 308-1 New suppliers that were screened using KPI Summary We provide the number of
AT CELESTICA environmental criteria Supplier Assessments suppliers that were screened using
environmental criteria, rather than
the percentage of suppliers. The total
ENVIRONMENTAL number of suppliers is not disclosed.
Employment
SOCIAL 103 Management Approach Employment Practices
401-1 New employee hires and employee turnover KPI Summary
In 2020, Celestica's voluntary turnover was 3,746 employees, a rate of 18%.
GOVERNANCE
401-2 Benefits provided to full-time employees that KPI Summary We ensure that statutory requirements
are not provided to temporary or part-time are met for our part-time employees.
employees However, specific benefits may vary
REPORT INDICES between employees depending on
their enrollment choices. Certain
KPI Summary locations may also provide mental
health and supplemental support. We
GRI Index
inform employees on available mental
SASB Disclosure health awareness and group benefits,
and provide a benefits overview to
TCFD Disclosure ensure they can make informed
decisions for themselves and their
families. Many of our sites provide
employees with wellness programs,
including webinars, informational
campaigns and events.
401-3 Parental leave KPI Summary We report on the locations that offer
parental leave, but we do not report
on further details on our parental leave
population, including the total number
of employees that returned to work
and the retention rates of employees
that took parental leave.

DISCLOSURE
NUMBER
ABOUT THIS REPORT
103 Management Approach Employment Practices
SUSTAINABILITY 403-1 Occupational health and At Celestica, our Occupational Health and Safety (OH&S) management system has been implemented in accordance with local
AT CELESTICA safety management system legal requirements and is aligned with internationally recognized standards e.g. ISO 45001/OHSAS 18001. Our top level Global
Health and Safety Policy demonstrates our commitment to OH&S and our alignment to internationally recognized standards and
codes. The OH&S management system is structured on prevention of worker injury and illness, with a focus on proactive hazard
ENVIRONMENTAL recognition. Celestica utilizes both on-site EHS representatives, third-party consulting firms, and partners with global registrars
and regulators to ensure our activities are both safe and healthy, with a focus on employee wellbeing. Ongoing improvements to
our management system are based on a Plan-Do-Check-Act model and the iterative activities of management reviews, auditing,
SOCIAL and EHS focused Kaizen activities. The OH&S management system, as described by our top level policy, includes all employees,
contractors, and persons undertaking business at our locations.
403-2 Hazard identification, risk assessment, Work-related hazard assessments are conducted to assess risks and ensure mitigating controls are adequate. Hazard assessments
GOVERNANCE and incident investigation are an iterative process and are re-evaluated when incidents occur or new processes, chemicals or, equipment are introduced or
modified. The Global Risk and Hazard assessment process is aligned with industry practices and focuses on the reduction of risk
based on the hazard hierarchy. This is well aligned with RBA requirements and ISO 45001 Standard.
REPORT INDICES I - Risk assessments are conducted by site EHS personnel, who are trained in occupational safety and occur in partnership with
engineering teams and employees who are responsible for executing the tasks.
KPI Summary II - Results of risk assessments are used to continually improve safety as the objective is to bring the risk to a tolerable level. Note,
in our operations, although hazards are effectively mitigated through elimination, substitution, engineering, administrative controls,
GRI Index
training, standard operating procedures, etc., the least effective means of worker protection, personal protective equipment, is still
SASB Disclosure widely utilized. Risk assessments are shared through the network as required, revisited when incidents occur, and reviewed when
changes occur to ensure no new hazards have been introduced, including during the corrective action process.
TCFD Disclosure
Workers are able to report work-related hazards–whether unsafe conditions or acts–at any time through their manager, supervisor,
EHS representative, safety committee, site leader, Global EHS or through the confidential ethics reporting hotline. Other tools
include suggestion boxes and near miss reporting programs.
Workers who have safety concerns are encouraged to report to the persons listed above to seek immediate action. Employees are
empowered to ensure they flag any unsafe conditions or acts that represent a risk to themselves or others. Celestica’s BCG provides
assurance there is no retaliation for the good faith reporting of hazards and risks, and employees are trained on BCG annually.
Workplace incidents are investigated and documented. Corrective actions for incidents are to focus on the hazard hierarchy with
a preference and focus on elimination, substitution and engineering controls. The Global Incident/Corrective Action Process is
aligned with 8D whereby the following are assessed: define the problem; establish a team; describe the problem; develop interim
containment; define and verify root cause; choose permanent corrective action; implement corrective action; prevent recurrence.
For incidents that involve days away cases, or other incidents of serious concern, there are global safety alerts sent out to all sites
such that incident sharing and response are reviewed and sites then review their own operations for possible similar hazards or
risks. If there is a need to engage with third-party expertise e.g. electrical, structural, equipment safety consultants, we do so.

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Occupational Health and Safety Continued
403-3 Occupational health services Where Celesica provides occupational health services to employees and for workers who are not
SUSTAINABILITY employees they are performed by recognized occupational health care professionals e.g. industrial nurses,
AT CELESTICA third-party contracted doctors.
Health services may include induction medical surveillance and periodic medical surveillance for specific or
general health as it relates to work environment, work exposures, and local legal requirements. Examples
ENVIRONMENTAL of health checks can include audiometric testing and blood sampling for persons working with chemicals.
The records of the health checks are kept in accordance with local legal requirements and are kept with
the medical professionals or the Human Resources department, depending on the local requirements.
SOCIAL Where there are no on-site health practitioners, any surveillance testing is undertaken by third-party
medical clinics that Celestica partners with. Workers would participate in surveillance testing and/or
follow-up as per defined schedules during work hours and results are made available to the workers.
GOVERNANCE Where surveillance testing such as audiometric testing is conducted by a third-party professional, the
results of such testing would be reviewed to ensure that any identified work place exposures are addressed.
403-4 Worker participation, consultation, and All significant operational locations are represented by formal health and safety committees consisting We do not report on the level at which
REPORT INDICES communication on occupational health of both management and employee representatives. In total, 95% of employees are represented by these each formal joint management-worker
and safety committees. At Celestica, we have union employees in all regions and health and safety is a key priority health and safety committee typically
KPI Summary which is represented in our employee policies and procedures. Our workplaces engage employees in operates within the organization. Not
occupational health and safety such as continual improvement events, training, near miss reporting, all Celestica sites with unions cover
GRI Index risk assessments and standard operating procedure reviews, and inclusion in both internal and external health and safety topics as a part of their
audit activities. Decision making is a partnership between management and workers with a focus on collective agreements or within their trade
SASB Disclosure
workplace safety. union. The percentage to which various
TCFD Disclosure Workers receive communications regarding occupational health and safety in several ways, including: health and safety topics are covered by
training activities, site communications, site Safety Day activities, emergency response and preparedness these agreements is not tracked. However,
drills, and line-side safety talks. health and safety is covered at these sites
Where formal joint management-worker health and safety committees do exist, the committees’ oversight through employee rules to ensure we
can include a variety of activities, including: incident review and investigations, workplace inspections, abide by local laws.
review of relevant/new local legal requirements, review of new equipment, processes, and procedures.
403-5 Worker training on occupational health Celestica provides training for employees and third-party contractors such as:
and safety • Onboarding training for health and safety, including workplace safety rules, incident reporting,
PPE to be worn, equipment safety, etc.
• Job specific training for tasks and specific hazards related to assigned tasks such as equipment
safety/guarding, chemicals, heights, powered industrial vehicles, physically demanding work,
lock out tag out, and PPE.
• Re-training post incidents.

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Occupational Health and Safety Continued
403-6 Promotion of worker health Workers are provided with non-occupational medical and healthcare services depending on location.
SUSTAINABILITY Such access includes topics such as smoking cessation, healthy eating, weight management, and
AT CELESTICA additional relevant health care services. These services and activities would be provided by on-site
exhibits by third-parties, or as part of site engagement and wellness programs.
403-7 Prevention and mitigation of occupational Celestica focuses on providing a safe and healthy workplace that is free from occupational exposures,
ENVIRONMENTAL health and safety impacts directly linked conditions or acts that could negatively impact employee health, safety or wellbeing. Our OH&S
by business relationships management systems focus on identifying hazards and implementing controls to eliminate or reduce
risk. We are a responsible neighbour in the communities in which we operate and extend our community
SOCIAL focused approach to assist those in need. The products and services we provide are manufactured in
accordance with legal requirements.
403-8 Workers covered by an occupational All employees are covered by an Occupational Health and Safety management system.
GOVERNANCE health and safety management system
403-9 Work-related injuries KPI Summary We do not disclose the work-related
hazards that pose a risk of high-
REPORT INDICES consequence injury.
403-10 Work-related ill health N/A We track total recordable incidents,
KPI Summary
including injuries and illnesses. However,
GRI Index this metric is unable to be separated to
measure just occupational illness.
SASB Disclosure
Training and Education
TCFD Disclosure 103 Management Approach Employment Practices
404-1 Average hours of training per year per employee Learning and Development We do not track the average hours of
training broken down by gender or
employee category.
404-2 Programs for upgrading employee skills Learning and Development We do not offer assistance programs
for voluntary retirees to facilitate the
management of career endings.
404-3 Performance and career development reviews Performance objectives occur with all permanent, full-time Celestica employees and align to strategic
focus areas. The goals for broader functions and teams are established annually, providing an opportunity
for a cohesive and valuable partnership between employees and people leaders.
All permanent, full-time employees at and above the manager level are included in our global talent
and succession reviews. Talent reviews below the manager level are also completed at the discretion
of each business leader with a consistent approach. Through our enhanced 2020 Global Talent Review
cycle, we provided greater visibility to talent pool capabilities by leveraging a digital talent and succession
management system. In 2021, we will continue to expand targeted leadership development programs for
managers, directors and high performers to build future capabilities to maintain a competitive advantage,
ensure individuals are in the right roles to help deliver on our business strategy, and support employees’
career aspirations and growth.

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Diversity and Equal Opportunity
103 Management Approach Employment Practices
SUSTAINABILITY 405-1 Diversity of governance bodies and employees Gender Equality We report on gender and age in our overall
AT CELESTICA KPI Summary workforce, within our new hires population
2020 20-F Form and within our annual population of
People employees who were promoted. We do
ENVIRONMENTAL not report on other vulnerable or minority
groups.
405-2 Ratio of basic salary and remuneration Gender Equality We do not track basic salary and
SOCIAL of women to men remuneration of women to men.
Non-Discrimination
GOVERNANCE 103 Management Approach Compliance and Ethics
406-1 Incidents of discrimination and corrective actions taken KPI Summary
REPORT INDICES Child Labour

103 Management Approach Ethical Labour
KPI Summary
408-1 Operations and suppliers at significant risk Child Labour Prevention Policy
GRI Index for incidents of child labor Celestica has effectively taken measures for the abolition of child labour in our operations and in our supply
chain through our Child Labour Prevention Policy and our membership/alignment to the RBA. We consider
SASB Disclosure all operations to have significant risk for incidents of child labour and young workers exposed to hazardous
TCFD Disclosure work. In alignment with RBA best practices, Celestica audits and assesses high risk suppliers to validate
child labour is not used in any stage of manufacturing, and that work is not provided to young workers that
will jeopardize their health and safety, and proper training and support is provided. We assume proper due
dilligence on child labour practices has been conducted on all customer-driven supplier selections. Celestica
analyzes risks of Celestica-chosen suppliers, and those identified as having significant risks are further audited
and assessed in more detail.
Forced or Compulsory Labour
409-1 Operations and suppliers at significant risk for Slavery and Human Trafficking Policy Statement
incidents of forced or compulsory labour We strictly prohibit and have implemented local labour policies and practices to prevent the use of slavery,
forced labour and human trafficking. Our policies specify that all who apply for employment at Celestica do
so on a voluntary basis, and that all employees are legally entitled to leave upon reasonable notice without
penalty.

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Human Rights Assessment
SUSTAINABILITY 412-1 Operations that have been subject to human rights Every two years, an internal or external audit is conducted at each of Celestica’s manufacturing sites to
AT CELESTICA reviews or impact assessments ensure that we do not have any operations at significant risk of being exposed to slavery, human trafficking
or child labour.
412-2 Employee training on human rights policies or Ethics Program
ENVIRONMENTAL
procedures
Supplier Social Assessment
SOCIAL 103 Management Approach Compliance and Ethics
414-1 New suppliers that were screened using KPI Summary We provide the number of suppliers that
social criteria Supplier Assessments were screened using social criteria, rather
GOVERNANCE
than the percentage of suppliers. The total
number of suppliers is not disclosed.
REPORT INDICES Political contributions

415-1 Total monetary value of financial and in-kind Community Giving Guidelines Celestica did not make any contributions
KPI Summary political contributions to political campaigns, political
organizations, lobbyists or lobbying
GRI Index organizations, trade associations, or
other tax-exempt groups.
SASB Disclosure
Customer Privacy
TCFD Disclosure
103 Management Approach Business Ethics
418-1 Substantiated complaints concerning In 2020, there were no substantiated complaints by regulatory bodies or other parties of breaches of our
breaches of customer privacy and losses privacy obligations. We identified no leaks, thefts or losses of customer or other business partners’ data
of customer data during this time.
Socioeconomic Compliance
419-1 Non-compliance with laws and regulations in the social Compliance and Ethics
and economic area Our annual risk assessment program comprises part of our Compliance and Ethics program. All Compliance
department members complete formal compliance and ethics training and become Certified Compliance and
Ethics Professionals (CCEPs). This training promotes employee awareness of current topics and best practices
in the industry. It also promotes information-sharing and resolutions to key challenges. Due to these rigorous
processes, Celestica has not faced any significant fines or non-monetary sanctions for non-compliance with
economic or social laws or regulations.

DISCLOSURE
NUMBER
ABOUT THIS REPORT
Conflict Minerals
SUSTAINABILITY CM Adhering to ethical practices and compliance Supply Chain
AT CELESTICA with laws and regulations regarding conflict minerals Compliance and Ethics
Employee Wellness
ENVIRONMENTAL 103 Management Approach Employee Wellness
Employment Practices
EW Practices regarding employee health and wellness Employee Wellness
SOCIAL
Working Hours
GOVERNANCE
WH Alignment to the RBA best practices on working hours Working Hours
REPORT INDICES
KPI Summary
GRI Index
SASB Disclosure
TCFD Disclosure

SASB Disclosure
ABOUT THIS REPORT
The Sustainability Accounting Standards Board (SASB) connects businesses and investors on the financial impacts of sustainability.
SUSTAINABILITY
AT CELESTICA An independent, standard-setting organization, SASB’s mission is to help businesses around the world identify, manage, and report
on sustainability factors that matter to investors. SASB standards are industry-specific. Celestica is reporting on the “Electronic
ENVIRONMENTAL Manufacturing Services & Original Design Manufacturing” standards within the “Technology and Communications” sector.
SOCIAL
SUSTAINABILITY DISCLOSURE TOPICS & ACCOUNTING METRICS
GOVERNANCE TOPIC ACCOUNTING METRIC UNIT OF MEASURE CODE REFERENCE/RESPONSE
Water Management Total water withdrawn, percentage of each in regions Thousand cubic TC-ES-140a.1 2021 CDP Water Security Questionnaire
with high or extremely high baseline water stress meters (m³), KPI Summary
REPORT INDICES
Percentage (%)
KPI Summary Total water consumed, percentage of each in regions Thousand cubic TC-ES-140a.1 2021 CDP Water Security Questionnaire
with high or extremely high baseline water stress meters (m³),
GRI Index Percentage (%)
SASB Disclosure Waste Management Amount of hazardous waste from manufacturing, Metric tons (t), TC-ES-150a.1 KPI Summary
percentage recycled Percentage (%)
TCFD Disclosure
Labour Practices Number of work stoppages Number TC-ES-310a.1 There were no work stoppages due to strikes or lockouts, however
this excludes any stoppages due to the COVID-19 pandemic.
Total days idle Days idle TC-ES-310a.1 There were no days idle due to strike or lockouts, however this
excludes any stoppages due to the COVID-19 pandemic.

SUSTAINABILITY DISCLOSURE TOPICS & ACCOUNTING METRICS CONTINUED
TOPIC ACCOUNTING METRIC UNIT OF MEASURE CODE REFERENCE/RESPONSE
Labour Conditions Total recordable incident rate (TRIR) for (a) direct Rate TC-ES-320a.1 KPI Summary
ABOUT THIS REPORT employees and (b) contract employees
Near miss frequency rate (NMFR) for (a) direct employees and (b) Rate TC-ES-320a.1 KPI Summary
contract employees
SUSTAINABILITY
AT CELESTICA Percentage of (1) entity’s facilities and (2) Tier 1 supplier facilities Percentage (%) TC-ES-320a.2 1. a) 30.30%
audited in the RBA Validated Audit Process (VAP) 1. b) N/A
or equivalent, by (a) all facilities and (b) high-risk facilities 2. a) 9.72%
ENVIRONMENTAL
2. b) N/A
Celestica conducts facility RBA VAP audits upon request from customers as well
as schedules internal self-audits and peer audits, mirroring the RBA VAP audit,
SOCIAL
at a regular cadence. Due to the unforseen circumstances of the COVID-19
pandemic, most of the internal peer audits were desktop audits to ensure
maxiumum safety.
GOVERNANCE
Due to the nature of our business, much of our supplier selection is decided
and controlled by the customers we work with. Due to this reason and the list
of over 9,000 suppliers used globally, Celestica has limited our tier 1 suppliers
REPORT INDICES
to only direct suppliers that account for 80% of our supplier spending, omitting
distributors, customers, and competitors.
KPI Summary Both initial and closure audits are considered for these company facility and
GRI Index supplier facility calculations.
No facilities or suppliers were identified as high risk through the RBA Self-
SASB Disclosure Assessment Questionnaire process.
TCFD Disclosure

TOPIC ACCOUNTING METRIC UNIT OF MEASURE CODE REFERENCE/RESPONSE
Labour Conditions (1) Non-conformance rate with the RBA Validated Audit Process (VAP) Rate TC-ES-320a.3 1.a.i) N/A - No priority findings were identified in 2020 Celestica manufacturing
ABOUT THIS REPORT Continued or equivalent and (2) associated corrective action rate for (a) priority site audits
non-conformances and (b) other nonconformances, broken down 1.a.ii) 7.69%
for (i) the entity’s facilities and (ii) the entity’s Tier 1 supplier facilities 1.b.i) 90.00%
SUSTAINABILITY
1.b.ii) 342.31%
AT CELESTICA
2.a.i) N/A - No priority findings were identified in 2020 Celestica manufacturing
site audits
ENVIRONMENTAL 2.a.ii) 100.00%
2.b.i) 100.00%
2.b.ii) 100.00%
SOCIAL Celestica conducts facility RBA VAP audits upon request from customers as well
as schedules internal self-audits and peer audits, mirroring the RBA VAP audit,
at a regular cadence. Due to the unforeseen circumstances of the COVID-19
GOVERNANCE pandemic, most of the internal peer audits were desktop audits to ensure
maximum safety.
Due to the nature of our business, much of our supplier selection is decided
REPORT INDICES in by which the customers we work work with. Celestica has limited our tier 1
suppliers to only direct suppliers that account for 80% of our supplier spending,
KPI Summary omitting distributors, customers, and competitors for these reasons.
Both initial and closure audits are considered for these company facility and
GRI Index supplier facility calculations.
SASB Disclosure Product Weight of end-of-life products and e-waste recovered, Metric tons (t), TC-ES-410a.1 Celestica does not track the weight of end-of-life products and e-waste
Lifecycle percentage recycled Percentage (%) recovered.
TCFD Disclosure
Management Celestica delivers innovative supply chain solutions globally to customers.
Our business model consists of a comprehensive offering of product
manufacturing and related supply chain services. Our teams will look to
expand on these metrics in the short term for products related to our
Hardware Platform Solutions business.
Materials Description of the management of risks associated TC-ES-440a.1 Compliance and Ethics
Sourcing with the use of critical materials Supply Chain

ACTIVITY METRIC UNIT OF MEASURE CODE REFERENCE/RESPONSE
Number of manufacturing facilities Number TC-ES-000.A 2020 20-F Form

ABOUT THIS REPORT
Area of manufacturing facilities Square feet (ft²) TC-ES-000.B KPI Summary
2020 20-F Form
SUSTAINABILITY Number of employees Number TC-ES-000.C KPI Summary
AT CELESTICA 2020 20-F Form
ENVIRONMENTAL
SOCIAL
GOVERNANCE
REPORT INDICES
KPI Summary
GRI Index
SASB Disclosure
TCFD Disclosure

TCFD Disclosure
ABOUT THIS REPORT
The Task Force on Climate-related Financial Disclosures (TCFD) publishes climate-related financial disclosure recommendations designed
SUSTAINABILITY
AT CELESTICA to help companies provide better information to support informed capital allocation. The disclosure recommendations are structured
around four thematic areas: governance, strategy, risk management, and metrics and targets.
ENVIRONMENTAL
TOPIC DISCLOSURE FOCUS AREA DISCLOSURE CELESTICA RESPONSE

SOCIAL
Governance Disclose the organization's a) Describe the Board's oversight of climate-related risks and 2021 CDP Climate Change Questionnaire C1.1, 1.1a, 1.1b
governance around climate- opportunities. Sustainability Governance
GOVERNANCE related risk and opportunities Nominating and Corporate Governance Committee Mandate
2020 20-F Form
REPORT INDICES
KPI Summary
b) Describe managements role in assessing and managing 2021 CDP Climate Change Questionnaire C1.2, C1.2a, C2.2, C2.2a
GRI Index climate-related risks and opportunities. Sustainability Governance
2020 20-F Form
SASB Disclosure
Strategy Disclose the actual and a) Describe the climate-related risks and opportunities the 2021 CDP Climate Change Questionnaire C2.1, 2.1a, 2.3, 2.3a, 2.4, 2.4a
TCFD Disclosure potential impacts of climate- organization has identified over the short-, medium-, and Financial Implications Due to Climate Change
related risks and opportunities long-term.
on the organizations'
businesses, strategy and
financial planning
b) Describe the impact of climate-related risks and 2021 CDP Climate Change Questionnaire C2.1, 2.3a, 2.4a, 3.1, 3.3, 3.4, 3.4a
opportunities on the organization’s businesses, strategy, and Financial Implications Due to Climate Change
financial planning. 2020 20-F Form
c) Describe the resilience of the organization’s strategy, 2021 CDP Climate Change Questionnaire C2.1, 3.2
taking into consideration different climate-related scenarios,
including a 2°C or lower scenario.

TCFD DISCLOSURE CONTINUED
TOPIC DISCLOSURE FOCUS AREA DISCLOSURE CELESTICA RESPONSE
Risk Management Disclose how the organization a) Describe the organization’s processes for identifying and 2021 CDP Climate Change Questionnaire C2.1, 2.1b, 2.2, 2.2a
ABOUT THIS REPORT identifies, assesses and assessing climate-related risks. Materiality
manages climate-related risks
SUSTAINABILITY b) Describe the organization’s processes for managing 2021 CDP Climate Change Questionnaire C2.1, 2.2, 3.1, 4.3c
AT CELESTICA climate-related risks. Sustainability Governance
Celestica's Management Approaches
ENVIRONMENTAL c) Describe how processes for identifying, assessing, and 2021 CDP Climate Change Questionnaire C2.1, 2.1b, 2.2, 3.1
managing climate-related risks are integrated into the Sustainability Governance
organization’s overall risk management.
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Metrics and targets Disclose the metrics and a) Disclose the metrics used by the organization to assess 2021 CDP Climate Change Questionnaire C4.2, 4.2b, 9.1
targets used to assess and climate-related risks and opportunities in line with its strategy 2021 CDP Water Security Questionnaire W1.2b, 1.2d, 1.2h
GOVERNANCE manage relevant climate- and risk management process. Change in Scope 1 & Scope 2 year-over-year - CDP C7.9, 7.9a, (supporting information - 7.9b)
related risks and opportunities Energy consumption - CDP C8.2a
Fuel consumption - CDP C8.2c
Renewable energy generation - CDP C8.2d
REPORT INDICES
Renewable energy consumption - CDP C8.2e
Number of energy-reduction projects - CDP C4.3a
KPI Summary Supplier Assessments - KPI Summary
Water - KPI Summary and Water
GRI Index
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 2021 CDP Climate Change Questionnaire C6.1, 6.3, 6.5, 7.1, 7.1a, 7.2, 7.3b, 7.5, 7.6, 7.6b, (supporting
SASB Disclosure
greenhouse gas (GHG) emissions, and the related risks. information in C5.1, 5.2, 5.2a, 6.2, 6.4, 6.4a, 6.7, 7.9b)
TCFD Disclosure Greenhouse Gas Emissions
KPI Table
c) Describe the targets used by the organization to manage 22021 CDP Climate Change Questionnaire C4.1, 4.1a, 4.2, 4.2b, 9.1
climate-related risks and opportunities and performance Celestica’s Aspirational Sustainability Goals
against targets. Greenhouse Gas Emissions
Waste

Cautionary Note Regarding Forward-Looking Statements
This report contains forward-looking statements, including, without limitation, those related to our sustainability and ESG initiatives, strategies, areas of focus, targets, goals,
ABOUT THIS REPORT commitments, objectives, aspirations, programs, future plans, and financial and operational priorities. Such forward-looking statements may, without limitation, be preceded
by, followed by, or include words such as “believes,” “expects,” “anticipates,” “estimates,” “intends,” “plans,” “continues,” “project,” “potential,” “possible,” “contemplate,” “seek”
or similar expressions, or may employ such future or conditional verbs as “may,” “might,” “will,” “could,” “should” or “would,” or may otherwise be indicated as forward-looking
SUSTAINABILITY
AT CELESTICA statements by grammatical construction, phrasing or context. For those statements, we claim the protection of the safe harbour for forward-looking statements contained in
the U.S. Private Securities Litigation Reform Act of 1995 and applicable Canadian securities laws.
ENVIRONMENTAL The forward-looking statements contained herein are provided to assist readers in understanding management’s current expectations and plans regarding our sustainability
and ESG initiatives and objectives and financial and operational priorities. Readers are cautioned that such information may not be appropriate for other purposes. Forward-
SOCIAL looking statements are not guarantees of future performance, and are based on management’s current expectations, forecasts and assumptions, which are subject to risks,
uncertainties and other factors (many of which are beyond our control) that could cause actual outcomes and results (including the achievement of our sustainability and/
GOVERNANCE or ESG targets, goals, objectives, commitments and/or the implementation of our sustainability and/or ESG initiatives) to differ materially from those expressed or implied
in such statements, including, among others, risks related to employee, stakeholder, customer, supplier and/or NGO engagement and commitment to sustainability and/or
ESG initiatives, the cost of implementing our sustainability and/or ESG initiatives, our ability to execute our sustainability and/or ESG initiatives as planned, the effectiveness
REPORT INDICES
and impact of intended actions; the impact of changing legislation, regulatory initiatives, and social responsibility and sustainability initiatives generally, as well as risks related
to our operational and financial performance (which may impact our ability to achieve such targets, goals, objectives and/or commitments or implement our sustainability
and/or ESG initiatives as anticipated). For identification and discussion of risks, uncertainties and assumptions related to our operational and financial performance, as well
as further information concerning forward-looking statements, please refer to our public filings, which can be accessed at www.sedar.com and www.sec.gov, including
our most recent MD&A, our most recent Annual Report on Form 20-F filed with, and subsequent reports on Form 6-K furnished to, the U.S. Securities and Exchange
Commission, and as applicable, the Canadian Securities Administrators (including the “Risk Factors” section of such Form 20-F and the Cautionary Note Regarding Forward-
looking Statements therein and in our other pubic filings).
The forward-looking statements contained herein are based on various assumptions, many of which involve factors that are beyond our control. Our material assumptions
include those related to our ability to: successfully implement our sustainability and ESG initiatives as intended; further invest in renewable energy; enhance cross-
functional collaboration on sustainable solutions and ESG initiatives; and engage our full value chain on sustainability and ESG practices, as well as assumptions related
to the effectiveness and impact of such planned actions and science-based targets. Although management believes its assumptions to be reasonable under the current
circumstances, they may prove to be inaccurate, which could cause actual results to differ materially (and adversely) from those that would have been achieved had such
assumptions been accurate.
The forward-looking statements herein speak only as of the date made, and we assume no obligation to update any forward-looking statements, whether as a result of new
information, future events or otherwise, except as required by applicable law. All forward-looking statements herein are expressly qualified by these cautionary statements.
CELESTICA SUSTAINABILITY REPORT 2020

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FORWARD TOGETHER

Sustainability Report 2020

A Letter from Rob Mionis

Celestica’s Response This year’s report summarizes our sustainability

CELESTICA SUSTAINABILITY REPORT 2020 2

ABOUT THIS REPORT

CELESTICA SUSTAINABILITY REPORT 2020 3

Celestica’s Response We are establishing updated short-, medium-, and long-term

CELESTICA SUSTAINABILITY REPORT 2020 4

ABOUT THIS REPORT

We welcome your feedback on our activities

CELESTICA SUSTAINABILITY REPORT 2020 5

CELESTICA SUSTAINABILITY REPORT 2020 6

A Letter from Rob Mionis

CELESTICA SUSTAINABILITY REPORT 2020 7

2020 Sustainability Highlights

CELESTICA SUSTAINABILITY REPORT 2020 8

ABOUT THIS REPORT

SUSTAINABILITY Sustainability is vital to Celestica and our stakeholders, and we

2020 Sustainability Highlights

Our Sustainability Strategy

CELESTICA SUSTAINABILITY REPORT 2020 9

External Sustainability Initiatives

CELESTICA SUSTAINABILITY REPORT 2020 10

A Letter from Robert Ellis

Our Sustainability Strategy

United Nations SDGs through RENEWABLE ENERGY PROJECTS IN 2020.

Awards and Recognition

18,800+ working hours

CELESTICA SUSTAINABILITY REPORT 2020 11

CELESTICA SUSTAINABILITY REPORT 2020 12

Celestica’s Aspirational Our Products and Services

CELESTICA SUSTAINABILITY REPORT 2020 13

United Nations SDGs

CELESTICA SUSTAINABILITY REPORT 2020 14

CELESTICA SUSTAINABILITY REPORT 2020 15

CELESTICA SUSTAINABILITY REPORT 2020 16

United Nations SDGs

CELESTICA SUSTAINABILITY REPORT 2020 17

CELESTICA SUSTAINABILITY REPORT 2020 18

A Letter from Robert Ellis

Our Sustainability Strategy

United Nations SDGs

emissions 30% by 2025 science-based target.

year (science-based target).

CELESTICA SUSTAINABILITY REPORT 2020 19

United Nations SDGs

External Sustainability Initiatives

inside and outside the workplace

continued their efforts to support local communities

CELESTICA SUSTAINABILITY REPORT 2020 20

FIGURE 2.1: HISTORICAL ECOVADIS RATINGS

74 79 79 To view the latest

2016 2017 2018 2019 2020 2021

CELESTICA SUSTAINABILITY REPORT 2020 21

CELESTICA SUSTAINABILITY REPORT 2020 22

REPORT INDICES Canada’s Best 50 Corporate Citizens

CELESTICA SUSTAINABILITY REPORT 2020 23

ABOUT THIS REPORT

Our Sustainability Strategy and Science-Based Targets

Learn more about our environmental management

urther Scope 3 emissions details are provided in our