Sustainability Report
Sustainability Report
Sustainability Report
SUSTAINABILITY REPORT
Enabling the Electronics Revolution
Table of Contents
A Message from Adam Norwitt ........................................................... 3
Appendix A
GRI Content Index ........................................................................... 32
Appendix B
SASB Alignment ............................................................................... 35
Appendix C
ESG Metrics ...................................................................................... 36
Appendix D
TCFD Disclosure ................................................................................ 39
Appendix E
Tier 1 Direct Supplier Geographies ................................................. 44
Throughout 2022, our Amphenol team achieved our goals and made further progress on our sustainability
efforts. I am pleased to report that we have achieved all eight of the sustainability goals we set in alignment
with the United Nations (UN) Sustainable Development Goals (SDGs) in our 2019 and 2021 reports. As a
result, in this report, we are setting eight new goals with target dates of either 2025 or 2030. In support
of these goals, we continue to make meaningful advances in energy management through our increased
use of renewable energy sources and the acquisition of renewable energy credits. We have also made
improvements to our manufacturing facilities to decrease our water intensity. I am proud of our significant
progress in 2022 as we work to manage and mitigate our environmental impact and look forward to
sharing our progress toward our new goals in future reports.
At Amphenol, our entrepreneurial culture and our exceptional people remain the foundation of our
long-term success. A key hallmark of our Amphenolian culture is that our people around the world hold
themselves accountable for how their actions impact others, including our customers and suppliers, their
fellow Amphenolians and the communities in which we operate. This culture is at the heart of our ESG
strategy. Each Amphenol general manager is empowered to make the right decisions for the long-term
sustainability of their business each and every day.
R. Adam Norwitt
President and Chief Executive Officer
Our Values
$12.6B 2022 SALES
Amphenol’s high-performance culture is united by our
shared values.
Ethical
91,000 EMPLOYEES
We do the right thing, always. Maintaining our integrity
and reputation will always be our priority.
Diverse
Diversity of our markets, products, geographies and
MANUFACTURING IN
40
workforce is a key pillar of our continued success. We
COUNTRIES
encourage and embrace diverse perspectives as they
lead to better long-term outcomes for our business.
70
Empowered
SALES ACROSS COUNTRIES Our culture of ownership and accountability empowers
6
our people to achieve industry-leading results.
IN CONTINENTS Innovative
We are curious, focused and agile. These traits enable
us to discover new solutions that solve our customers’
diverse needs.
Sustainable
Sustainable business practices are at the core of how
we conduct our operations. We believe that adopting
sustainable business practices is not just the right thing to
do as a global company, it is simply good business.
LONGER
CYCLE Industrial
25%
Commercial
Aerospace
3%
Military
9% Automotive
21%
Broadband
5%
Mobile
Networks
5% Mobile
Devices
11%
IT Datacom SHORTER
21% CYCLE
North
North America
America 26%
37%
Asia Asia
42% 57%
Europe
16%
External
Materials Sourcing
Business Ethics
Level of Importance: Critical to high level of importance Moderate level of importance Modest level of importance
We are committed to reducing the energy consumption SDG 7.2 Affordable and Clean Energy
in our facilities and lowering our own GHG emissions. In 2022, we purchased 54,000 megawatt
During 2022, our absolute level of energy consumption hours (MWh) of Green Energy Certificates,
increased as we ramped up production to meet a five-fold increase in purchased renewable
higher customer demand, including by adding 14 new energy compared to 2019. These purchases of EACs,
manufacturing facilities to our global footprint. We believe along with our organic energy reduction efforts and on-
revenue-normalized metrics are a more accurate reflection site solar panel installations helped us achieve our goal
of our progress because we add a number of facilities to of increasing our sourcing of renewable energy for the
our footprint each year primarily through acquisitions. electric power used in our facilities. We plan to further
In 2022, our application of lean production processes, expand our use of renewable energy in our facilities and
on-site solar panels and investments in energy-saving have developed a new goal to support SDG 7.2 Affordable
equipment allowed us to reduce our energy intensity to and Clean Energy. By the end of 2030, Amphenol will
72.5, a 9% decrease from 2021 despite the additional increase our use of renewable energy to 50% for energy
demand and facilities. Since we began collecting our used at our facilities.
energy consumption data in 2017, our energy intensity
Over the past five years, we have made good progress
has fallen by 20%, resulting in a compound annual
reducing our GHG emissions. Our Scope 1 GHG emissions
reduction of 4% over this five-year period.
are currently low, representing just over 10% of our
combined Scope 1 and Scope 2 GHG emissions. In 2022,
our Scope 1 GHG emissions increased by 15% compared
to 2021 as we increased fuel usage to support a 19%
increase in sales in constant currency. At the same time,
86.0 our market-based Scope 2 GHG emissions decreased
79.9
72.5
by 14% in 2022 versus 2021 levels. As a result, in 2022,
our overall Scope 1 and market-based Scope 2 GHG
emissions intensity declined to 28.2, a 24% decrease
versus 2021.
2020 2021 2022
Energy Intensity
(MWh / $M revenue)
37.0
28.2
An important component of our GHG emissions reduction
strategy is increasing the use of renewable sources in our 2021 2022
purchased energy. In 2022, 20% of our purchased electricity
Greenhouse Gas Emissions Intensity (market-based)
came from renewable sources, up from 14% in 2021. (metric tons CO2 equivalent / $M revenue)
SDG 13.1 Climate Action – Our renewable and stable source of energy for these facilities.
energy strategy and GHG reduction efforts Combined, these installations have begun to
led to a 19% decrease in our revenue- produce almost 600 MWh of energy, with significant
normalized Scope 1 and 2 (location-based) increases expected in 2023, which will be their first
emissions compared to 2018, despite the addition of 74 full year of operation. In addition, these successful
manufacturing facilities during this same period. These solar installments have inspired other Amphenol
actions allowed us to meet our goal of reducing our facilities to consider increasing their renewable
revenue-normalized Scope 1 and 2 GHG emissions by energy consumption, with more sites planning to
0.38
0.34
0.30
4%
Reuse
Meeting Our Goals
8% Recycling SDG 12.2 Responsible Consumption
Other Recovery and Production – By the end of
16%
Incineration without
2022, we increased the amount of
50% Energy Recovery metal-bearing plating sludge recycled
10% Incineration with Energy by 115% compared to our 2019 baseline. This
Recovery allowed us to achieve our goal of increasing the
2% 10% Landfill amount of metal-bearing plating sludge we recycled
Other Disposal by 15% globally.
High Speed
• 5G capable and beyond
• Increased bandwidth
Increased Complexity
• Multiple connections
• Next-generation applications
Harsh Environment
• Ruggedized
• Extreme vibration, temperature, pressure
We are committed to partnering with suppliers whose tools and services to support our responsible and ethical
values and standards of conducting business align with our labor programs. Amphenol also continues to adhere to a “no
own culture and values. Our expectations of our suppliers fees” recruitment program whereby recruitment costs are
include compulsory understanding and alignment with the borne by the Company, not our employees. This program
following policies: also extends to Amphenol’s Tier 1 Direct suppliers.
Our responsible minerals program is aligned with the engagement strategy three years ahead of schedule.
Affected and High-Risk Areas. Although Amphenol has and engage with our most at-risk Tier 1 Direct
determined that its European operations are not directly suppliers through a targeted, geographical
in-scope for the European Union (EU) Conflict Minerals risk-based outreach campaign to ensure our
Regulation and its conflict-affected and high-risk areas standards are met. To further support our supplier
(CAHRAs) purview, we annually assess our status and align engagement strategy, we have established a
our business operations with responsible sourcing guidance new goal to support SDG 8.7 Decent Work and
while continuing to support our customers who are in- Economic Growth. By the end of 2025, Amphenol
scope. Amphenol is also a member of the Responsible will enhance ESG elements in existing supplier
Minerals Initiative (RMI), which promotes the common auditing programs and conduct audits for suppliers
goal of understanding and contributing to mitigating the in the highest ESG risk category.
Community Outreach
Our facilities actively engage with their local communities Times Fiber Communication – Chatham, Virginia
because we realize how critical the health and vitality We continue to support our local communities impacted
of these communities are to our own employees and by natural disasters and take pride in our ability to
to our business. Our community outreach is conducted support customers through uncertain times. Before
locally at the facility level, which helps ensure that Hurricane Ian made landfall in Florida, our team in
our efforts are directly supporting the communities Chatham, Virginia began manufacturing and preparing
where our employees live and work. Some of these to deliver replacement aerial cable which is most often
activities include sponsoring and partnering with local damaged by hurricane-force wind and rain. Soon after
charitable organizations to provide food for homeless the storm hit, one of our customers needed buried cable
shelters, donating school supplies to needy children and that had been washed out in the severe flooding, which
we quickly manufactured. As a result of our foresight,
sponsoring gift drives during the holidays.
our team was able to manufacture over 800,000 feet
Amphenol Advanced Sensors – Tijuana, Mexico of broadband cable within the first 24 hours of the
In April 2022, we started a campaign called “Banco storm’s landfall. In total, we delivered one million feet
de Tapitas” at two of our facilities in Mexico to collect of cable, allowing customers to continue to provide
plastic bottle caps to raise funds for the Children’s communications despite the catastrophic storm.
Anticancer Alliance. The Alliance helps pay for
chemotherapy treatment for children with cancer at
a local hospital in Baja, California. Bottle caps were
collected on-site in heart-shaped containers and sent
to a recycling center to be processed. Since the start
of Banco de Tapitas, the program has collected and
recycled approximately 0.5 tons of plastic bottle caps
and raised enough funds for the Children’s Anticancer
Alliance to provide a child with pediatric cancer Support for Ukraine
treatments in 2022. Our employees care deeply about supporting our
communities in times of turmoil. During 2022, many of
our teams mobilized to provide support for the many
Ukrainians dislocated by Russia’s attack on their country.
Our Tuchel business in Germany procured food and
supplies which were then delivered to the Red Cross to
support refugees and front-line responders. Our
El Cab business in Poland collected medicine and basic
necessities for Ukrainian soldiers and citizens which
were then transported to the Polish-Ukrainian border.
Our Procom business in the United Kingdom also
collected donations to support families in Ukraine. We
also employ many Ukrainians throughout Eastern Europe.
Amphenol’s Board of Directors from left to right: Rita S. Lane, David P. Falck (Presiding Director), Anne Clarke Wolff, Martin H. Loeffler (Chairman),
R. Adam Norwitt (Chief Executive Officer), Nancy Altobello, Edward G. Jepsen, Robert A. Livingston and Prahlad Singh. (not pictured: Stanley L. Clark)
Board of Directors
The mission of our Board of Directors is to represent the The Board has adopted governance structures and policies
interests of shareholders in the long-term performance of that it believes promote Board independence and the
the Company. The Board is elected annually by shareholders interests of shareholders. These structures and policies
to oversee and provide guidance on our business and is the include, among others:
ultimate decision-making body of the Company, except for
those matters specifically reserved to shareholders. • Annual election of all directors
• Presiding Director empowered with clearly
Our Board is committed to sound corporate governance
delineated duties
structures and policies that enable us to operate our
• A supermajority of independent directors
business responsibly and with integrity, and to position
us to compete more effectively, sustain our success and • Regular executive sessions at Board meetings without
build long-term shareholder value. In January 2023, we management present
announced the appointment of Prahlad Singh to our Board • Key Board committees composed exclusively of
of Directors. Mr. Singh brings more than twenty-five years independent directors
of global leadership experience to the Amphenol board. • Directors’ unrestricted access to management and
independent advisors
Our Board is currently comprised of ten directors. Stanley
L. Clark will be retiring from the Board at the conclusion of • Active shareholder engagement
his current term in May 2023, bringing our Board to nine • Proxy access for shareholders
directors. We would like to thank Stan for all of his many • Shareholder right to call special meetings
contributions to the Amphenol Board and wish him well in
• One-share, one-vote standard
his retirement.
In addition, the Company’s By-Laws and Corporate
Over the past five years, we have undertaken a significant
Governance Principles provide for majority voting in
effort to refresh our board with the election of five new
uncontested director elections, combined with a requirement
directors, including three women. The Board believes it
that the Board nominate only director candidates who
functions most effectively when comprised of a diverse
tender advance, irrevocable resignations that will become
set of members, including a healthy mix of short-, mid-
effective upon the occurrence of both (i) the failure to
and long-serving members. Our Board also believes that
receive the required majority vote for re-election and (ii)
diversity includes diversity in terms of background, skills, age,
acceptance by the Board. The Company has a plurality
experience and expertise, as well as gender, race and ethnicity.
voting standard for contested director elections.
Of our ten current directors, three were born outside of
the United States and two identify as under-represented
minorities (Black or African American, Hispanic or Latinx,
Asian, Native American or Alaska Native, Native Hawaiian
or Pacific Islander, or two or more Races or Ethnicities).
One identifies as LGBTQ+ and three of our directors
are women.
Ethical Culture
Compliance is a top priority to ensure we are operating Amphenol uses a number of strategies in order to promote and
ethically, efficiently and responsibly across our value chain. enhance an effective risk culture throughout our organization.
One of our key values is that we do the right thing, always. During each of our monthly management operation reviews
Maintaining our integrity and reputation will always be our CEO, CFO and Corporate Controller provide feedback
our priority. on risk management practices to our operating management
teams. Our operating management is required to consider risks
Amphenol’s Code of Business Conduct and Ethics
and risk mitigation strategies as part of their annual budget
provides employees with a standard approach to managing
processes and strategic planning processes and to include
ethical situations, information on available resources
specific mitigation strategies. Risk management performance
and policy guidance on common ethical issues. It also
is also considered in the process used to determine annual
provides employees direction on anti-corruption and
compensation for our senior executives, general managers
anti-competitive behavior as well as a number of other
and controllers. Our corporate policies encourage employees
important topics. All of our employees are held to and
to report possible violations of our policies or any other illegal,
covered by this Code, which is a core document that our
unethical or risky behavior to either the employee’s manager,
global management team receives training on and digitally
the Amphenol Legal Department, the Audit Committee of the
acknowledges each year. This is further supported by
Board of Directors or the Amphenol Ethics Hotline. Any such
a robust ethics and compliance program, including an
reporting is reviewed with the Audit Committee of the Board
independent internal audit function, and a whistleblower and
of Directors on a regular basis.
investigation process with a strict policy prohibiting retaliation.
Human Capital Management and Culture Oversight
Risk Oversight
Our Board is actively involved in overseeing the Company’s
Our Board is actively involved in overseeing risk
employee-related strategies and practices as well as the
management for the Company. This oversight is conducted
Company’s culture. This oversight is conducted both directly
both directly and through the committees of the Board.
and through certain of the Board’s committees. At each of its
At each regularly scheduled quarterly meeting, the entire
regularly scheduled quarterly meetings, the Board reviews
Board reviews various risks facing the Company. Each of
changes in key personnel and, multiple times a year, meets
the Board committees is responsible for oversight of risk
with management to discuss various human resources related
management practices for categories of risks relevant to
topics, including talent development, succession planning and
its functions. Each committee has a written charter setting
culture. We believe the Company’s culture has been a critical
forth its purpose, authority and duties. The committees
component of the Company’s success and reinforcing that
enhance the Board’s oversight of areas that are critical to
culture is a key responsibility of our executive management.
the Company’s corporate responsibility and sustainability
efforts, including among other things: transparent and The Board has primary responsibility for succession planning
reliable financial reporting, cybersecurity, ethics, pay-for- for the CEO and for our other executive management. The
performance, climate-related matters, diversity, equity and Compensation Committee has primary responsibility for
inclusion (DEI), Board succession planning, shareholder executive and company-wide compensation policies and
proposals and nominations and corporate governance. programs, as well as the Company’s DEI initiatives.
Sustainability Oversight
Amphenol’s sustainability initiatives are governed by At a management level, our senior leadership team is
a structure of leadership, oversight and goals that responsible for managing our sustainability programs.
encompass our entire company. These initiatives are In particular, Amphenol’s VP of Environmental, Health,
governed by a number of policies which outline our Safety and Sustainability is tasked with managing our
principles including in particular our: company-wide sustainability efforts. In addition, our
• Code of Business Conduct and Ethics Sustainability Steering Committee includes cross-functional
and cross-organizational representatives who meet
• Diversity, Equity and Inclusion Policy
formally on at least a semi-annual basis. This Committee
• Environmental Policy evaluates company-wide sustainability data, recommends
• Global Human Rights Policy appropriate goals to our executive team and coordinates
• Health and Safety Policy sustainability activities across the Company. Consistent
with Amphenol’s broader culture of empowerment
• Responsible Minerals Policy
and accountability, our local management teams are
• Supplier Code of Conduct responsible for executing our sustainability programs and
• Supplier Responsible Labor Policy achieving our sustainability goals.
the Board in fulfilling its oversight responsibility for security of the personal data of our employees, customers,
the “Environmental” portion of ESG, which includes (1) suppliers and other business contacts. Safeguarding
periodic reviews of the Company’s climate-change related personal data is a top priority. Amphenol’s privacy
strategies, policies, disclosures, goals, performance and compliance program is managed by a core team of
measurement, including with respect to greenhouse gas compliance professionals, with both Board and executive
emissions, energy and water usage and (2) monitoring management oversight.
the effectiveness of Company systems necessary to As part of our commitment to data privacy, we maintain
ensure compliance with applicable legislation, regulatory a compliance program designed to provide consistent
requirements, industry standards and Company policies, safeguards of personal data and compliance with applicable
programs and practices relevant to climate-change related privacy and data protection laws. We have detailed policies
matters. The Compensation Committee is responsible for and procedures for the protection and handling of personal
assisting the Board in fulfilling its oversight responsibility data, which we update regularly. In addition, we train
for the “Social” portion of ESG, which includes a periodic relevant employees on data privacy topics. In 2022, we
review of the Company’s DEI programs and performance. did not receive any complaints from regulatory bodies or
The Nominating/Corporate Governance Committee outside parties concerning breaches of customer privacy.
continues to be responsible for assisting the Board in
fulfilling its oversight responsibility for the “Governance”
portion of ESG.
Our Board of Directors maintains oversight responsibility The Company prohibits the use of corporate funds to
relating to our information security and cybersecurity make contributions to political parties or candidates,
program, with assistance from the Audit Committee of whether federal, state or local as stated in our Political
the Board. At least annually, our senior leadership team Activity Statement. Consistent with this approach,
(including the leaders of our information technology Amphenol’s policy is not to direct corporate funds to
and internal audit teams) provides an overview of our political organizations (that is, organizations organized
information security and cybersecurity programs to the full under Section 527 of the Internal Revenue Code) or
Board. In an effort to reduce the likelihood and severity of for communications to support or oppose specific
cyber intrusions, the Company has a comprehensive and political candidates (such as through electioneering
evolving cybersecurity program designed to protect and communications or other corporate independent
preserve the confidentiality, integrity and availability of our expenditures). Amphenol does not have a company-
data and systems. We regularly perform risk assessments sponsored Political Action Committee. In 2022, we did
and penetration tests relating to cybersecurity and not contribute any money to political campaigns, political
technology risks. We also conduct regular workforce organizations or organizations engaged to lobby directly on
training to instruct employees how to better identify behalf of the Company.
cybersecurity concerns and to avoid actions that might
Executive Compensation
inadvertently allow outsiders to access our systems. Our
greatest asset in combatting information security and Our executive compensation philosophy is designed to
cyber-related risks remains the Company’s decentralized align the interests of management with the interests of
information technology infrastructure, where each shareholders to drive long-term shareholder value through
business unit maintains a separate and distinct information performance. Our Board’s Compensation Committee
technology system. oversees our overall compensation and benefits
programs, including for our senior executives. In 2022,
Anti-Competitive Practices
our annual incentive bonus plan was amended to add
We seek competitive advantages through superior both sustainability and risk management performance as
performance, rather than through unethical or illegal discretionary factors in assessing an employee’s overall
business practices, as outlined in our Code of Business bonus payout. A comprehensive discussion of executive
Conduct and Ethics. Stealing proprietary information, compensation can be found in our definitive
possessing trade secret information that was obtained proxy statement.
without the owner’s consent or inducing such disclosures
by past or present employees of other companies is strictly
prohibited. Each employee is expected to deal fairly with
the Company’s customers, suppliers, competitors, officers
and employees. We are proud that our business has never
incurred any government fines or settlements related to
anticompetitive practices, corruption or bribery.
Note that Disclosure 2-30 Collective bargaining agreements under GRI 2: General Disclosures 2021 was omitted as we
do not report this due to unavailable information or confidentiality constraints.
This 2022 Sustainability Report and the data included within has not been externally verified at the time of publication of
this report. We have initiated the process of having our 2022 energy and Scope 1 and 2 GHG emissions data externally
verified for the purposes of our CDP submission in 2023.
Disclosure
Disclosure Title Location
Number
GRI 2: General Disclosures 2021
2-1 Organizational details About Amphenol (p. 4); 2022 10-K Report
Entities included in the organization’s sustainability 2022 10-K Report; About Amphenol (p. 4-5); Our Sustainability Approach
2-2
reporting and Progress (p. 6); Appendix C: ESG Metrics
2022 10-K Report; About Amphenol (p. 4-5); Our Sustainability Approach
2-3 Reporting period, frequency and contact point
and Progress (p. 6); Appendix C: ESG Metrics; back cover
The reporting boundary of our 2021 Sustainability Report was disclosed
as "all manufacturing facilities." We have since updated this definition to
clarify that our reporting boundary extends to all manufacturing facilities
and owned facilities.
2-4 Restatements of information
We began calculating our market-based Scope 2 GHG emissions in 2021.
As a result, historical location- and market-based Scope 2 GHG emissions
intensity figures remain unchanged, but are now reported separately to
clarify this distinction.
2-6 Activities, value chain and other business relationships 2022 10-K Report
2-7 Employees About Amphenol (p. 4-5); Our Team (p. 23-26); Appendix C: ESG Metrics
2-8 Workers who are not employees Our Team (p. 23-24); Appendix C: ESG Metrics
2-9 Governance structure and composition 2022 10-K Report; 2023 Proxy Statement; Responsible Business (p. 28)
2-10 Nomination and selection of the highest governance body 2022 10-K Report; 2023 Proxy Statement; Responsible Business (p. 28)
2-11 Chair of the highest governance body 2022 10-K Report; 2023 Proxy Statement; Responsible Business (p. 28)
2-13 Delegation of responsibility for managing impacts 2022 10-K Report; 2023 Proxy Statement; Responsible Business (p. 28-31)
2-16 Communication of critical concerns 2021 10-K Report; 2023 Proxy Statement; Responsible Business (p. 29)
2-17 Collective knowledge of the highest governance body 2022 10-K Report; 2023 Proxy Statement
2-20 Process to determine remuneration 2022 10-K Report; 2023 Proxy Statement
A Message from Adam Norwitt (p. 3); Our Sustainability Approach and
2-22 Statement on sustainable development strategy
Progress (p. 6); Stakeholder Engagement (p. 8)
A Message from Adam Norwitt (p. 3); About Amphenol (p. 4-5); Our
2-23 Policy commitments Sustainability Approach and Progress (p. 6); Our Sustainability Goals (p. 7);
Supply Chain (p. 19); Responsible Business (p. 28-31)
About Amphenol (p. 4-5); Our Sustainability Approach and Progress (p. 6);
2-24 Embedding policy commitments Our Sustainability Goals (p. 7); Supply Chain (p. 19); Responsible Business (p.
28-31)
2-26 Mechanisms for seeking advice and raising concerns Responsible Business (p. 28-31)
Supply Chain (p. 19-21); Responsible Business (p. 28-31); Appendix C: ESG
2-27 Compliance with laws and regulations
Metrics
201-1 Direct economic value generated and distributed 2022 10K Report; 2023 Proxy Statement; Appendix C: ESG Metrics
201-3 Defined benefit plan obligations and other retirement plans 2022 10K Report
205-3 Confirmed incidents of corruption and actions taken Responsible Business (p. 28-31); Appendix B: SASB Alignment
302-3 Energy intensity Environmental Responsibility (p. 10-11); Appendix C: ESG Metrics
303-3 Water withdrawal Environmental Responsibility (p. 12); Appendix C: ESG Metrics
305-1 Direct (Scope 1) GHG emissions Environmental Responsibility (p. 10-11); Appendix C: ESG Metrics
305-2 Energy indirect (Scope 2) GHG emissions Environmental Responsibility (p. 10-11); Appendix C: ESG Metrics
305-3 Other indirect (Scope 3) GHG emissions Environmental Responsibility (p. 10-11); Appendix C: ESG Metrics
305-4 GHG emissions intensity Environmental Responsibility (p. 10-11); Appendix C: ESG Metrics
306-1 Waste generation and significant waste-related impacts Environmental Responsibility (p. 13); Appendix B: SASB Alignment
306-2 Management of significant waste-related impacts Environmental Responsibility (p. 13); Appendix B: SASB Alignment
Environmental Responsibility (p. 13); Appendix B: SASB Alignment; Appendix
306-3 Waste generated
C: ESG Metrics
306-4 Waste diverted from disposal Environmental Responsibility (p. 13); Appendix C: ESG Metrics
306-5 Waste directed to disposal Environmental Responsibility (p. 13); Appendix C: ESG Metrics
403-1 Occupational health and safety management system Our Team (p. 23); Appendix C: ESG Metrics
Our Sustainability Approach and Progress (p. 6); Our Team (p. 23); Appendix
403-5 Worker training on occupational health and safety
C: ESG Metrics
403-9 Work-related injuries Appendix C: ESG Metrics
404-1 Average hours of training per year per employee Appendix C: ESG Metrics
Programs for upgrading employee skills and transition
404-2 Our Team (p. 24)
assistance programs
405-1 Diversity of governance bodies and employees Our Team (p. 26); Responsible Business (p. 28-31)
415-1 Political contributions Responsible Business (p. 31); Appendix C: ESG Metrics
Energy Management
(1) Total energy consumed gigajoule 2,662,186 3,128,301 3,292,788
(2) Percentage grid electricity % 79% 79% 78%
(3) Percentage renewable % 0% 0% 6%
Discussion of accounting for energy management:
1.1 The scope of energy consumption includes energy from all sources, including energy purchased from sources external to
Amphenol and energy produced by Amphenol itself (self-generated).
RT-EE-130a.1 1.2 The scope of energy consumption includes only energy directly consumed by Amphenol during the identified reporting periods.
2.1 The percentage has been calculated as purchased grid electricity consumption divided by total energy consumption.
3.1 Renewable energy is defined as energy from sources that are replenished at a rate greater than or equal to their rate of
depletion, such as geothermal, wind, solar, hydro and biomass. Based on our facility calculations, we estimate our percent of
purchased renewables were 20%, 14% and 19% in 2022, 2021 and 2020, respectively, as noted in Appendix C.
3.2 The percentage has been calculated as renewable energy consumption divided by total energy consumption.
3.3 We purchased 54,000 MWh of EACs in 2022, of which 45,924 MWh was consumed in 2022 and reported herein.
The balance will be used and reported in 2023.
Hazardous Waste Management
(1) Amount of hazardous waste generated metric tons 5,155 6,732 6,680
(2) Number and aggregate quantity of reportable spills # 0 0 0
RT-EE-150a.1
Discussion of accounting for hazardous waste management:
Hazardous wastes are defined per the applicable legal or regulatory frameworks (i.e., U.S. Resources Conservation and
RT-EE-150a.2 Recovery Act (RCRA) or the EU Waste Framework Directive (Directive 2008/98/EC on waste, including its subsequent
amendments)) within the jurisdictions in which Amphenol operates. Reportable spills are defined by Amphenol as those that
incur costs of $50,000 or greater.
Product Lifecycle Management
Materials Sourcing
Business Ethics
Environmental Data
Energy Consumption
Fuel from non-renewable sources MWh 128,290 159,058 173,914
Production of renewable energy MWh 3,033 3,185 3,928
Renewable electricity produced/consumed on-site MWh - 273 604
Renewable heat produced/consumed on-site MWh - 2,912 3,325
Purchased electricity MWh 586,332 687,817 713,322
Non-renewable purchased electricity MWh 476,304 593,095 550,188
Renewable purchased electricity MWh 110,028 94,722 145,932
Purchased heat/steam1 MWh 21,842 18,913 23,500
Total energy consumed MWh 739,497 868,973 914,664
Energy intensity MWh/$M revenue 86.0 79.9 72.5
Total renewable energy used MWh 113,061 97,907 153,428
Percent renewable energy used (SDG 6) % 19% 14% 20%
Production of renewable for sale MWh - 6,104 5,386
Greenhouse Gas Emissions 2
Water Management
Groundwater intake megaliters 342 356 301
Water distribution system supply megaliters 2,949 3,267 3,459
Fresh surface water intake megaliters 2 22 8
Total withdrawal megaliters 3,293 3,644 3,768
Total discharged megaliters 2,871 3,082 3,230
Net water consumption megaliters 421 563 538
Water intensity megaliters/$M revenue 0.38 0.34 0.30
Waste Management
Total waste generated metric tons 34,184 43,032 50,744
Total waste diverted from disposal metric tons 19,400 27,733 32,128
Total waste directed to disposal metric tons 14,784 15,299 18,616
Total non-hazardous waste metric tons 29,030 36,309 44,064
Total hazardous waste metric tons 5,155 6,732 6,680
Total non-hazardous diverted from disposal metric tons 16,889 23,222 27, 872
Non-hazardous waste reused metric tons 441 742 2,125
Non-hazardous waste recycled metric tons 14,965 19,480 22,713
Non-hazardous waste otherwise recovered metric tons 1,484 2,999 3,034
Total non-hazardous waste directed to disposal metric tons 12,141 13,078 16,192
Non-hazardous waste incinerated with energy recovery metric tons 2,674 3,297 5,047
Non-hazardous waste incinerated without energy recovery metric tons 1,263 1,347 591
Non-hazardous waste landfilled off-site or permanent
metric tons 6,270 6,762 7,983
on-site holding
Non-hazardous waste otherwise disposed metric tons 1,933 1,672 2,572
Total hazardous waste diverted from disposal metric tons 2,511 4,511 4,256
Hazardous waste reused metric tons 33 86 52
Hazardous waste recycled metric tons 1,114 2,815 2,400
Hazardous waste otherwise recovered metric tons 1,364 1,610 1,805
Total hazardous waste directed to disposal metric tons 2,644 2,221 2,423
Hazardous waste incinerated with energy recovery metric tons 204 290 251
Hazardous waste incinerated without energy recovery metric tons 518 621 542
Hazardous waste landfilled off-site or permanent on-site holding metric tons 308 230 240
Hazardous waste otherwise disposed metric tons 1,614 1,079 1,391
Social Data
Employees in Scope
Amphenol employees number 59,460 65,162 70,645
Contract employees number 17,068 20,208 20,243
Interns number 723 218 364
Full-time workers number 75,375 84,621 89,743
Part-time workers number 1,153 1,061 1,335
Amphenol employees total hours worked hours 143,820,478 159,162,591 167,166,259
Contract employees total hours worked hours 42,836,553 55,733,441 57,066,156
Training
Total hours7 hours 1,377,022 1,825,061 2,027,545
Governance Data
Employees
Total employees worldwide at year-end, approximate number 80,000 90,000 91,000
Total percentage of female employees worldwide % 49% 48% 49%
Total percentage of women in core management % 29% 28% 27%
Revenue
Total $ in millions 8,599 10,876 12,623
Environmental Health and Safety Management
Facilities with ISO 14001 management systems number 98 112 121
Facilities with ISO 45001 management systems number 27 28 31
Political Contributions
Total spent on contributions to political campaigns, political
$ 0 0 0
organizations or lobbying
Footnotes:
1. Includes 1,847, 2,167 and 3,568 MWh of renewable purchased heat/steam for 2020, 2021 and 2022, respectively.
2. Metric tons CO2 equivalence were calculated using methodology as outlined by the World Resource Institute Greenhouse Gas Protocol. Some of the emission factors for
Scope 3 are only available as CO2 emissions, but are presented as CO2e.
3. Scope 1 emission factor sources include: 2006 IPCC Guidelines for National GHG Inventories, 2019 update, UK Government GHG Conversion Factors for Company
Reporting - Fuel Properties, DEFRA 2022 Government greenhouse gas conversion factors for company reporting: Methodology Paper for Conversion factors Final Report
(page 14), IEA Emissions Factors 2022, The Greenhouse Gas Protocol, California Air Resources Board, and the Climate Registry (Table 5.1).
4. Scope 2 location-based emission factor sources include purchased electricity emission factors from the EPA eGrid, IEA, as well as emission factors for heat, steam and
cooling from utility suppliers or DEFRA.
5. Scope 2 market-based emission factor sources include purchased electricity emission factors from the EPA eGrid, IEA, Green-e Residual Mix, the Associations of Issuing
Bodies (AIB), utility-specific emission factors, as well as emission factors for heat, steam and cooling from utility suppliers or DEFRA.
6. Categories 10, 14, 15 have been assessed and found to be not relevant. Categories 11 and 12 have not yet been assessed. Category 13 has been calculated but found to
be not relevant.
7. In 2022, training hours were approximately 22 hours per employee or worker.
Notes:
A. Years for which no data were collected are represented by a ‘ – ‘.
B. ‘Workers’ implies Amphenol, contractor and intern employees.
C. All periods noted are for their respective calendar year.
D. The boundaries of Amphenol’s emission assessment are in-scope manufacturing facilities under our operational control, and the gases included are CO2, CH4, N2O,
and certain refrigerants, which are all reported as CO2 equivalent.
E. The scope of the data for 2021 and 2022 is all manufacturing and owned facilities under Amphenol’s organizational control. For 2020, with the exception of governance data
for employees, revenue and political contributions, the scope was manufacturing facilities under Amphenol’s organizational control, which were greater than
1000 square meters.
Governance
a) Describe the Board’s oversight of Our Board of Directors, including through its various committees, oversees climate-related risks as
climate-related risks and opportunities. part of its broader risk management responsibilities. The Board’s risk management oversight takes
place throughout the year at each regularly scheduled meeting of the Board and its committees.
The responsibilities of the Audit Committee expressly include assisting the Board in fulfilling its
oversight responsibility for the “Environmental” portion of ESG, which shall include periodic review
of the Company’s climate-change related strategies, policies, disclosures, goals, performance and
measurement, including with respect to greenhouse gas (GHG) emissions, energy and water usage
and any other relevant subjects as determined by the Company, and to monitor the effectiveness of
Company systems necessary to ensure compliance with applicable legislation, regulatory requirements,
industry standards and Company policies, programs and practices relevant to climate-change related
matters. Certain members of the Company’s senior management provide regular updates to the Board
and appropriate committees on the Company’s ESG risks, opportunities, priorities, initiatives and
progress towards goals, including with respect to climate-related risks and opportunities.
b) Describe management’s role in Senior management is responsible for assessing and managing climate-related risks and opportunities.
assessing and managing climate- In particular, the Company’s Vice President of Environmental, Health, Safety and Sustainability is tasked
related risks and opportunities. with managing our company-wide sustainability efforts and keeps senior management apprised of
potential climate-related initiatives and opportunities. In addition, our Sustainability Steering Committee
includes cross-functional and cross-organizational representatives who meet formally on at least a
semi-annual basis. This Committee evaluates company-wide sustainability data, recommends appropriate
goals to our senior management and coordinates the Company’s sustainability activities across the
Company. The Company’s Chief Executive Officer, Chief Financial Officer, Senior Vice President,
Human Resources, and Vice President, Investor Relations, also provide valuable input identified through
engagement with shareholders, the investment community and other important stakeholders.
Additionally, senior management identifies and evaluates ESG risks (including climate-related risks in
alignment with TCFD) based on their potential financial materiality, the probability and magnitude of the
risk and the risk mitigation measures adopted by the Company. Senior management assesses a variety of
GHG emissions reduction opportunities that (1) align with the Company’s overall business strategy and
business model and (2) support the Company’s climate-related priorities and goals.
Strategy
Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s businesses, strategy and financial planning.
a) Describe the climate-related risks Amphenol evaluates its risks and opportunities with respect to business strategy on three separate time
and opportunities the organization has scales: Short-Term (1 to 3 years), Medium-Term (3 to 7 years), and Long-Term (7 to 15 years). We also
identified over the short, medium and recognize the longer-term time horizons that extend decades into the future with respect to climate
long term. change as an input to defining risks and opportunities. While current climate models predict significant
and varied impacts from climate change on a global scale, given the geographically dispersed nature of
our assets it is unlikely our direct operations will be materially impacted over the assessed time horizons.
More specifically, as of December 31, 2022, Amphenol operated approximately 240 manufacturing
facilities across more than 40 countries, with no single operation representing a material portion of the
Company’s overall production. Amphenol is working on implementing a more focused climate-related
risk assessment that is aligned with the TCFD recommendations and will consider both upstream and
downstream climate-related impacts. Potential climate-related risks and opportunities to our direct
operations that have been identified as part of our assessment are categorized per the TCFD guidance below.
Applicability to Our Business: Physical risks, both acute and chronic, could damage our facilities,
equipment and other assets; increase expenses and hamper our ability to deliver for our customers;
cause potential impacts to our labor force; and affect our production capacity and that of our customers
and suppliers. In an effort to mitigate physical risks due to climate change, we have committed to
Sustainable Development Goal (SDG) 11.5 to provide that our highest valued facilities incorporate the
impact of risks due to climate change in their local business continuity plans. We plan to include impact
evaluations in our business continuity protocols and include mitigating measures as appropriate. Our
evaluation determined that flooding, extreme heat and water scarcity may pose risks such as damage to
assets and reduced reliability of power supply and may impact the health and safety of the workforce.
Our commitment to SDG 16.2 further mitigates this risk by delivering enhanced training on health and
safety by climate-related effects. For the facilities that are at high risk for multiple conditions (flooding,
extreme heat, and water scarcity), there are opportunities for mitigation such as energy or water
reduction initiatives, protection of assets and strong business continuity protocols. For the businesses
that rely on these facilities, each also operates in other locations which mitigates the risk of business
interruption. We will continue to monitor the potential business impacts of physical climate-related risks.
TRANSITION RISKS
Amphenol identifies climate-related transition risks as those driven by the market-based need
to transition to a lower-carbon economy, including the development of, and investment in,
new technologies and services that support this lower-carbon transition. This also includes the
accompanying range of legal, regulatory, policy, liability and reputational issues associated with a
transition to a lower-carbon economy.
Applicability to Our Business: Transition risks could increase Amphenol’s operating costs resulting from
compliance with policy-driven responses to climate change, such as those that mandate energy and
fuel efficiency, regulate GHG emissions or restrict or mandate specific energy sources. Decreased
availability and increased cost of raw materials due to climate-related factors could also pose a risk
to the Company’s supply chain resilience and business strategies. Given that Amphenol has locations
in regions where GHG emissions trading schemes are emerging or have been implemented, we will
continue to examine the applicability of these schemes to the business. In addition, Amphenol has
facilities in geographies that have committed to a Net-Zero target which may lead to a variety of cost
increases such as transportation of goods, energy and costs due to more frequent reporting. At the
same time, this is an opportunity for Amphenol to set GHG emissions reduction targets and as such we
have committed to SDGs 7.2 and 13.1.
OPPORTUNITIES
Amphenol utilizes the TCFD-recommended guidance to evaluate climate-related opportunities. This
includes actions we are taking around climate change mitigation aimed at supporting decarbonization,
as well as climate adaptation strategies that help us increase our resilience to changing conditions.
Applicability to Our Business: The transition to a lower-carbon economy creates enormous growth
opportunities for Amphenol. Through our broad product portfolio, Amphenol is enabling a cleaner, safer
and more sustainable world through our products. Our product solutions help generate renewable
energy, create a smarter and more efficient power grid, enable electric vehicles and related charging
infrastructure and connect people across the globe. Within our own operations, we also have the
opportunity to invest in more energy-efficient buildings and equipment to reduce operational costs and
to use lower-emission or renewable sources of electricity to help reduce future regulatory transition
risks. Some of our businesses have also transitioned or are in the process of transitioning to electric
or hybrid fleet vehicles for Company usage. We also recognize that Amphenol has the opportunity
to support the transition to a lower-carbon economy through our innovative products, and that our
reputation with respect to sustainability is important for our employees, customers, the communities in
which we operate and other stakeholders.
b) Describe the impact of climate- Amphenol has taken measures to integrate climate-related risks and opportunities into its business
related risks and opportunities on the strategy and financial planning. We have developed business continuity protocols and training, as well as
organization’s businesses, strategy and periodic assessments of the exposure of the Company’s physical assets, to help mitigate climate-related
financial planning. risks. Within each of our businesses we seek to reduce the environmental footprint of our products
by reducing their weight, optimizing their energy needs and limiting GHG emissions and waste related
to their manufacturing. We continue to assess the feasibility of reducing our environmental footprint
through partnerships with our suppliers which may include energy reduction targets or increased local
sourcing. In terms of our business strategy and financial planning, we are investing in a multitude of
products that enable a cleaner, safer and more sustainable world, including products that support the
growth in electric vehicles, decarbonization technologies, sustainable agriculture and clean energy
solutions. While our products are often advanced, highly engineered solutions, they are typically a small
component integrated into a larger system. As a result, our products generally represent only a fraction
of the energy consumption and overall GHG emissions of the larger system, yet they play an outsized
role in enabling end products and systems that contribute to a cleaner planet.
c) Describe the resilience of the Amphenol understands that climate-related physical and transition risks vary by geography, and that the
organization’s strategy, taking into magnitude of these risks also varies as a function of the rate of global warming. Amphenol’s approach
consideration different climate-related to assessing and managing climate-related risks accounts for these different global warming scenarios.
scenarios, including a 2°C or lower If no steps are taken to reduce GHG emissions then global temperatures are predicted to be well
scenario. above 2°C, and physical climate risks to us will be greater over the long term. Conversely, if the world
transitions rapidly to a lower-carbon economy and prevents warming above 2°C, then physical risks
to us are expected to decrease, however we will face greater transition risks under this scenario. Our
decentralized business strategy enables us to remain resilient both in our supply chain availability and in
our ability to maintain business continuity. We continue to expand our geographic footprint and market
diversity which further strengthens our resilience against the risk of financially material concerns in the
context of climate change.
Disclose how the organization identifies, assesses and manages climate-related risks.
a) Describe the organization’s processes Currently, climate-related risks are reviewed and considered by the Board (including relevant Board
for identifying and assessing climate- committees) and senior management in the context of their broader risk management responsibilities.
related risks. When evaluating the materiality of climate-related risks in relation to other risks, the Board and senior
management consider (in no order of priority): (1) with respect to both transition and physical risks, (a)
the financial impact (considering insurance coverage and availability of capital, as applicable) and (b)
input from key stakeholders, and (2) with respect to physical risks, the extent of (a) potential damage and
any related repair activities and (b) any disruption to operations and ability to support our customers. In
2022, Amphenol implemented a more focused, climate-related risk assessment aligned with the TCFD
recommendations for the short-term, medium-term and long-term. With respect to physical risks, we
evaluated our operations with the highest potential loss for chronic and acute physical risks in areas
such as water scarcity, water quality, flooding, heat and other extreme weather events, utilizing global
datasets made publicly available by the World Wildlife Fund (WWF) Water Risk Filter. Each risk was
modeled independently, and selected risks were overlayed to provide additional precision in prioritizing
risks. Amphenol identified the impact of each of these risks, financial implications such as potential
property damage and business interruption, and practical opportunities to reduce exposure. As a result
of this effort, we concluded that these risks are not financially material. We understand that the risks
presently identified may increase in severity and frequency, and we will continue to develop a strategic
response to navigate these risks as appropriate. Regulatory and market transition risks were also
evaluated using publicly available tools. To date, Amphenol has not been materially impacted by climate-
related events. If a climate-related event were to impact a Company facility, the General Manager of such
facility would immediately contact senior management to communicate the impact of such a climate-
related event on the relevant operation. When identifying and assessing climate-related risks, members
of senior management also monitor and report on the expected financial implications of any regulatory
compliance or significant shift in sentiment from key stakeholders stemming from transition risks.
b) Describe the organization’s processes Amphenol’s resiliency efforts play a key role in managing physical risks. Through business continuity protocols
for managing climate-related risks. and training as well as periodic assessments of our physical footprint, we are able to reduce the extent of
our exposure to such risks. In addition, the geographically dispersed nature of our assets helps mitigate
the impact from any single climate-related event or series of climate-related events concentrated in one
geographic region, even if such events were to increase in frequency or severity. Where the measures
discussed above are not adequate to protect our assets, we obtain insurance coverage to offset a portion
of the cost of any resulting damage and subsequent repair costs. Where existing resiliency efforts,
geographically dispersed nature of assets and insurance coverage are insufficient to address all existing
physical risks, we continuously evaluate whether additional measures or the expansion of existing measures
would be prudent to further protect our operations. Amphenol has also implemented and explored various
measures to manage transition risks, which include procuring renewable energy for our facilities and making
a number of energy-efficient investments around the world. In 2022, 20% of our purchased electricity
came from renewable sources. To further advance this effort, we have established a new goal, SDG 7.2,
to increase our use of renewable energy to 50% by the end of 2030.
c) Describe how processes for As a result of the 2022 climate-related risk assessment, Amphenol improved our ability to quantify risks at
identifying, assessing and managing a more site-specific level, and thus enable the operations to locally mitigate the defined risks and increase
climate-related risks are integrated our overall resilience. Our goal, SDG 11.5, will enable a more defined risk-mitigation effort through the
into the organization’s overall risk use of business continuity protocols for our most exposed sites. Through our monthly operations reviews,
management. we will continue to assess chronic physical and transition climate-related risks and opportunities that may
arise in the longer term, across our own operations and value chain.
Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities.
a) Disclose the metrics used by the In 2022, Amphenol tracked the following metrics relevant to climate-related risks and opportunities:
organization to assess climate-related
risks and opportunities in line with its • Scope 1 GHG emissions;
strategy and risk management process.
• Scope 2 (location-based and market-based) GHG emissions;
• Partial Scope 3 GHG emissions (Categories 1, 2, 3, 4, 5, 6, 7, 8, 9 have been calculated; 10, 14 and
15 have been assessed and found to be not relevant; 11 and 12 have not yet been assessed; 13 has
been calculated but found to be not relevant);
• GHG emissions intensity (Scope 1 and 2 combined GHG emissions per unit of revenue);
• Energy consumption, including fuel, heat/cooling or steam, and generated or purchased electricity;
• Total waste (non-hazardous and hazardous) and by disposal type (landfill, reused, recycled,
incinerated, energy recovery, other);
c) Describe the targets used by the In 2022, Amphenol achieved the following four climate-related goals based on the United Nations SDGs
organization to manage climate-related as detailed in the Environmental Responsibility section of this report:
risks and opportunities and
performance against targets. 1. By the end of 2022, Amphenol will increase its sourcing of renewable energy for electric power
used at its facilities.
2. By the end of 2022, Amphenol will reduce its revenue-normalized Scope 1 and 2 GHG emissions by
10% versus 2018 levels.
3. By the end of 2022, Amphenol will set-up specific targets for its 15 highest process water intensive
facilities.
4. By the end of 2022, Amphenol will identify its facilities at high risk for potential disaster incidence
and strengthen current disaster response plans accordingly.
In 2023, Amphenol established five new climate-related goals based on the United Nations SDGs,
applicable to the facilities comprising the Sustainability Report scope as defined in Appendix C,
Footnotes D and E:
1. By the end of 2030, Amphenol will reduce total water withdrawal of our top 20 facilities by 15%
versus 2021 levels.
2. By the end of 2030, Amphenol will increase our use of renewable energy to 50% for energy used at
our facilities.
3. By the end of 2025, Amphenol will provide that our business continuity plans address issues related
to physical risks as per TCFD for our top 20 facilities.
4. By the end of 2025, Amphenol will conduct a detailed analysis of our cardboard and plastic
packaging use to support future packaging optimization efforts.
5. By the end of 2025, Amphenol will reduce revenue-normalized Scope 1 and 2 GHG emissions by
15% compared to our 2021 levels.
Amphenol defines its Tier 1 Direct suppliers as those who provide raw materials and goods for production and with
which we have direct transactional business.
Country
Australia Malta
Austria Mexico
Belarus Morocco
Belgium Netherlands Antilles
Brazil New Zealand
Bulgaria Norway
Cambodia Papua New Guinea
Canada Philippines
China Poland
Costa Rica Portugal
Croatia Romania
Czech Republic Russia
Denmark Serbia
Estonia Singapore
Finland Slovakia
France Slovenia
Germany South Africa
www.amphenol.com
www.amphenol.com/sustainability