Bekaert Integrated Annual Report 2023

Bekaert's Integrated Annual Report 2023 provides material information on Bekaert for the year ending 31 December 2023. It offers a comprehensive view on how we create value for our stakeholders through the progress we make on financial and non-financial performance indicators.

The report is produced in accordance with IFRS and GRI standards, the obligations applicable to issuers of financial instruments admitted for trading on a regulated market, and guidelines of the Non-Financial (NFRD) and Corporate Sustainability Reporting Directive (CSRD).

While CSRD will take effect as of fiscal year 2024, we have already adopted some new disclosure standards in this 2023 report, such as the Double Materiality assessment and the update of several key performance indicators in accordance with the definitions included in the European Sustainable Reporting Standards. Moreover, we have further extended the scope of third-party assurance.

Our approach puts the value and impact we create, as a company, in a broader perspective:

beyond reporting, beyond financials, beyond tomorrow.

PART I: Strategy and performance	6
Message from the Chairman and the CEO	6
Bekaert at a glance	8
About us	9
Global scale and achievements	10
Creating value for our stakeholders	12
Strategy	13
Four business units	18
Our leadership	20
Our stakeholders	30
Double materiality	32
Value reporting model	36
Our performance in 2023	38
Financial performance	39
Value chain	45
Knowledge	58
Planet	51
People	66
Communities	73
PART II: Statements	78
Corporate governance statement	79
Board of Directors	81
Committees of the Board of Directors	83
Evaluation	84
Executive Management	85
Diversity	86
Conduct policies	87
Remuneration report	89
Shares	104
Control and ERM	110

Financial statements	123
Consolidated financial statements	123
Consolidated income statement	124
Consolidated statement of comprehensive income	125
Consolidated balance sheet	126
Consolidated statement of changes in equity	127
Consolidated cash flow statement	129
Notes to the consolidated financial statements	130
1. General information	130
2. Summary of principal accounting policies	130
2.1 Statement of compliance	130
2.2. General principles	131
2.3. Balance sheet items	131
2.4. Income statement items	137
2.5. Statement of comprehensive income and statement of changes in equity	137
2.6. Alternative performance measures	138
2.7. Miscellaneous	138
3. Significant accounting judgments and key sources of estimation uncertainty	139
3.1. Significant judgments in applying the entity's accounting policies	139
3.2. Key sources of estimation uncertainty	140
3.3. Impact of macro-economic environment, climate and Russia	140
4. Segment reporting	142
4.1. Key data by reporting segment	143
4.2. Revenue by country	147
5. Income statement items	147
5.1. Net sales	147
5.2. Operating result (EBIT) by function	148
5.3. Operating result (EBIT) by nature	153
5.4. Interest income and expense	153
5.5. Other financial income and expenses	154
5.6. Income taxes	154

5.7. Share in the results of joint ventures and associates	155
5.8. Earnings per share	155
6. Balance sheet items	157
6.1. Intangible assets	157
6.2. Goodwill	159
6.3. Property, plant and equipment	164
6.4. Right-of-use (RoU) property, plant and equipment	166
6.5. Investments in joint ventures and associates	169
6.6. Other non-current assets	171
6.7. Deferred tax assets and liabilities	171
6.8. Operating working capital	177
6.9. Other receivables	179
6.10. Cash & cash equivalents and short-term deposits	180
6.11. Other current assets	180
6.12. Assets classified as held for sale and liabilities associated with those assets	180
6.13. Ordinary shares, treasury shares and equity-settled share-based payments	181
6.14. Retained earnings and other group reserves	185
6.15. Non-controlling interests	187
6.16. Employee benefit obligations	190
6.17. Provisions	198
6.18. Interest-bearing debt	199
6.19. Other non-current liabilities	202
6.20. Other current liabilities	202
6.21. Tax positions	202
7. Miscellaneous items	203
7.1. Notes to the cash flow statement	203
7.2 Effect of business combinations and business disposals	206
7.3. Financial risk management and financial instruments	208
7.4. Contingencies, commitments, secured liabilities and assets pledged as security	219
7.5. Related parties	220
7.6. Events after the balance sheet date	221
7.7. Services provided by the statutory auditor and related persons	221
7.8. Subsidiaries, joint ventures and associates	222

Parent company information	228
Annual report of the Board of Directors and financial statements of NV Bekaert SA	228
Proposed appropriation of NV Bekaert SA 2023 result	231
Appointments pursuant to the Articles of Association	231
Alternative performance measures	232
Auditors report	236
Environmental statements	243
Energy	244
Green House Gas emissions	248
EU Taxonomy	257
Water	268
Recycled input material	271
Waste	271
Chemical management	272
Social statements	273
Health & safety	274
Communicating with and engaging our employees	280
Highest ethical standards	282
Embracing diversity	284
New hires	288
Turnover	289
Performance management	290
Social contributions & other community engagement programs	292
Auditors report

PART III: About this report 300

Reporting principles	301
Sustainability standards	302
GRI content index	303

Statement from the responsible persons	309

Strategy & Performance

Message from the Chairman and the CEO

CEO Chairman

Yves Kerstens Jürgen Tinggren

Dear Shareholder, Dear Reader,

For 2023, we are pleased to report another good year of commercial, operational, and financial results. Despite the many and varied global challenges, we have made good progress developing our strategic growth platforms, increasing underlying EBIT margins, and further integrating innovation and sustainability across our businesses.

Building our presence in the growing markets of energy transition, lifting and mooring, and construction decarbonization, remains a high priority. Our investments in innovation, manufacturing capacity and strategic partnerships are driving our transformation to become a more resilient, higher growth, and higher margin business.

We continue to integrate sustainability fully into our strategy, both in terms of our new product and market focus, as well as improving our own operations and processes. We have made good progress on GHG emission reductions in 2023 and are on track to reach our SBTi-validated targets. In terms of circularity, we are setting the industry standards for recycled steel content used in tire reinforcement products.

From a financial perspective, we delivered sales of € 4.3 billion in 2023, managing well the reversal of raw material cost inflation, lower volumes, and the normalization of energy surcharges. Underlying EBIT margin improved to 9.0% and reached € 388 million. The improved resilience is a result of better pricing discipline, cost efficiencies and improved business mix. Our continued focus on working capital and cash flow, resulted in a net debt to underlying EBITDA ratio of 0.5x at year-end 2023, reinforcing our strong financial position.

Based on the good results, we are pleased to announce that the Board of Directors will propose to the Annual General Meeting of Shareholders in May 2024 a gross dividend of € 1.80 per share, representing an increase of 9% versus the previous year.

Moving forward, Bekaert has a clear strategy to continue its transformation and further enhance Bekaert's increasingly attractive financial profile. Aligned with this strategy, the group has raised its medium-term targets to achieve more than 5% annual sales growth, underlying EBIT margin exceeding 10%, and the percentage of sales from sustainable solutions reaching 65%. Commercially 2024 has started well and management expects further progress in the year towards these targets.

We continue to be very grateful to our customers, business partners, and shareholders for their continued trust and support and we would like to thank all our employees for their contribution, energy, and better together spirit.

Yves Kerstens Jürgen Tinggren

GRI 2-22

Chief Executive Officer Chairman of the Board of Directors

Bekaert at a glance

About us

Bekaert's ambition is to be the leading partner for shaping the way we live and move, and to always do this in a way that is safe, smart, and sustainable. As a global market and technology leader in material science of steel wire transformation and coating technologies, Bekaert also applies its expertise to create new solutions with innovative materials and services for markets related to the energy transition, new mobility, advanced lifting and mooring, and the decarbonization of the construction industry.

Founded in 1880, with its headquarters in Belgium, Bekaert (Euronext Brussels, BEKB) is a global company whose 24 000 employees worldwide together helped generate € 5.3 billion in combined* revenue in 2023.

Information about our subsidiaries, joint ventures and associates is available in Part II: Statements - note 7.8 of the Financial Statements. GRI 2-1, GRI 2-2, GRI 2-4, GRI 2-6

Note: In this report, all sales and income statement items for 2023 exclude any contribution from the disposed Steel Wire Solutions businesses in Chile and Peru. In line with IFRS 5, the 2022 comparative data have been restated on the same basis enabling a like-for-like comparison between 2022 and 2023 numbers. The same approach has been applied for the non-financial data.

* Consolidated revenue (excluding joint ventures) reached € 4.3 billion and employment in consolidated entities totaled ~21 000.

Transforming steel wire and applying proprietary coating technologies form our core business. Depending on our customers' requirements, we draw wire in different diameters and strengths, even as thin as ultrafine fibers of one micron. We group the wires into cords, ropes and strands, weave or knit them into fabric, or process them into an end product. The coatings we apply enhance properties such as reduced friction, improved corrosion resistance, or increased adhesion with other materials.

We also pioneer with innovations beyond steel into new materials, new markets, services, and solutions. These exciting new applications and technologies will in particular help us achieve our ambitions in promising growth markets. GRI 2-1

Who we are What we do How we work

From making a positive impact with sustainable solutions and practices, to building a diverse and inclusive future, Bekaert is determined to improve life and create value for all stakeholders. We are convinced that the integrity, trust, agility, and boldness that bring our employees worldwide together as one team create the fundamentals of successful partnerships wherever we do business.

Bekaert delivers on its sustainability strategy by developing and offering sustainable solutions, using materials and energy responsibly, conducting the highest business ethics standards, enhancing health and safety at the workplace, and engaging employees and business partners throughout the supply chain, always 'better together'. GRI 2-1

Global scale and achievements

Subsidiaries: 21 044 employees - 60 production sites - 10 research and engineering sites Joint ventures in Latin America: 2 915 employees - 9 production sites Combined: 23 959 employees - 69 production sites - 10 research and engineering sites

Creating value for our stakeholders

Our strategy

Our shared ambition is to be the leading partner for shaping the way we live and move - safe, smart, sustainable. We want to be the partner of choice for our customers by addressing the critical challenges and opportunities they face and by responding to society's emerging aspirations, conscious of our role and responsibilities. Our pioneering spirit enables us to explore, develop, and drive innovations that make a positive difference in people's lives. All of this is reflected in our purpose: establishing the new possible.

We use the analogy of a compass as our guide to stay on course and move forward toward our goals. Bekaert's Compass is double-sided as it guides us in both our strategy and our culture.

The strategy compass aligns toward our purpose and ambition to make a positive difference for our stakeholders. It contains the facets of our strategy to create successful outcomes. We want to strengthen our core and at the same time we unleash our creativity beyond steel to grow into new materials, new markets, services, and solutions. A set of measurable key performance indicators has been defined for each of the goals we have set ourselves. They are aimed toward higher performance in customer experience, portfolio optimization through innovation and sustainable solutions, digital technologies, and financial delivery to generate shareholder returns.

The culture compass guides us to be an employer of choice for our current and future team members and to become the leading partner for our stakeholders. It is focused on building a high-performance organization and culture, with inspired and engaged people who deliver results and unlock the full potential of our company. Our values bring us together as one global team: 'better together' with integrity, trust, agility, and boldness. They are the foundation of our culture and way of working.

Bekaert's choices

Where to play

We have made clear choices about where to play. We have identified our priorities in the large and growing end-markets of tire reinforcement, energy transition, advanced lifting and mooring, and construction decarbonization.

We have a strong presence in those markets, both with established and advancing technologies. With this foundation, we can grow from the core and focus on the sustainability trends in those markets:

Changing requirements from electrification and circularity create growth perspectives in tire reinforcement and steel wire solutions;
Decarbonization, electrification, and the production, storage, and distribution of renewable energy sources drive the growth in the energy transition market;
Advanced mooring and lifting applications are set to grow in target markets supporting decarbonization and urbanization trends;
And the fast-growing construction and infrastructure market increasingly prioritizes construction decarbonization and innovation. GRI 2-22

¹Estimated addressable market by 2028

Positioned for growth in sustainable markets globally

Bekaert takes a leading role in driving the technology shifts arising from the megatrends. We are expanding our scale and capabilities to seize opportunities in markets with promising growth prospects. More information about Currento® for green hydrogen production, Dramix® fibers for low-carbon concrete, ultra-tensile steel cord for EV tires, Ampact™ for EV engine stators, integrated mooring systems for floating offshore wind turbines, and other solutions, are described in the Chapter 'Our performance in 2023 – Knowledge'.

Next to our sectoral focus and on top of the geographies where we have established strong positions, we are expanding our presence in regions with significant growth prospects, such as the US, the Middle East, Southeast Asia, and India. This will enable us to maintain our leading market positions globally.

In 2023 Bekaert celebrated the 25th anniversary of its operations in India and held a groundbreaking ceremony at the start of a new phase in its tire cord expansion program.

Solid economic growth in UAE, Saudi Arabia, and other countries in the region, creates growth prospects for our business. In 2023 we recorded sales growth for Armofor® thermoplastic pipe reinforcement and Dramix® steel fibers for concrete flooring. Additional opportunities are being explored. Our 'Establishing the New Possible' event in Dubai served as the pinnacle of Bekaert's executive visit to the Middle East, and our participation to COP28 shed more light on the energy transition investments in the region and on decarbonization trends globally.

At the same time we are constantly reviewing our current portfolio and footprint for competitiveness and future opportunities. As part of our transformative portfolio review, Bekaert has divested, in 2023, the steel wire solutions activities in Chile and Peru, to reduce the company's exposure to more cyclical and commoditized markets. The Bekaert stake has been sold to the local partners, who co-owned the business from the start. In addition, we have closed the small steel wire solutions entity in Pune (India) and the rubber reinforcement plant in Chongqing (China) and we are phasing out manufacturing in the lower-margin steel wire business facility in Karawang (Indonesia).

How to win

We have determined how to win in the chosen priority markets. Backed by our global scale of operations and technology leadership, we are further developing and extending our differentiated offering of products, solutions, and brands.

Bekaert's key technologies in materials transformation, coating, and testing create opportunities for sustainability-driven innovation and growth.

42% of Bekaert's 2023 consolidated revenue is generated from sales related to sustainable solutions. Our goal is to further increase this share to 50% by 2026 and to 65% by 2030. More information is included in Part II – Environmental Statements: EU Taxonomy, 'aligned turnover'. GRI 2-22

Anchoring our leadership in floating offshore wind

Bekaert's mooring solutions are used in 12 floating offshore wind demonstrator projects across the globe. This illustrates our strong position in a market that is set to grow significantly. We extend our offering through innovation – in-house and through acquisitions and partnerships – and provide fully integrated mooring solutions, anchoring the turbine installations from the seabed to the floater.

Bekaert synthetic MoorLine rope equipped with Applied Fiber termination sockets, TFI Marine SeaSpring, and Flintstone connectors and tensioners: a reliable and effective total mooring solution.

The capabilities we develop

Bekaert's strategic choices start from a deep understanding of the customer needs and market trends, so that we focus on the right priorities and develop the vital capabilities to be the partner of choice for our customers worldwide.

These capabilities include customer-centric product and service innovations, seamless account management, operational and commercial excellence, and customer proximity in a robust global supply chain.

Our go-to-market strategies aim to create and build strong global technology brands that differentiate and enhance Bekaert's brand and reputation, further underpinning our ambition and purpose.

To accelerate our innovation and leverage the benefits of collaboration between technology leaders, we are building key positions in specific business ecosystems. Active participation in technology-driven consortia and investments in venture capital funds have further enhanced our presence and capabilities and we have also established several new business partnerships in 2023.

This 'go-to-partner' approach expands our capabilities, creates synergies, and builds our brand strength.

We have developed a large scale of operations. True to our pioneering spirit, we leverage this strength to support our growth platforms around the world. GRI 2-22

Bekaert brand design wins prestigious award

End of 2023 the new Bekaert brand design won the Red Dot Design award, exactly one year after the launch. 'Bold New Bekaert' unites our heritage with a new boldness in visual identity and communication style. We are proud of our brand and of this award.

Building key positions in business ecosystems

Bekaert connects a wide area of expertise in green hydrogen technologies through participation in industry consortia, collaboration with research institutes, and investing in business partnerships with technology leaders. The most recent partnerships include an investment in Ionomr Innovations, a leader in advanced proton and anion exchange membranes, and a strategic cooperation agreement with Toshiba Energy Systems and Solutions Corporation. This partnership will couple Toshiba's iridium-saving MEA (Membrane Electrode Assemblies) technology with Bekaert's leading expertise in PTL (Porous Transport Layers) for electrolyzers.

Construction decarbonization is another growth area with vast opportunities. Our Dramix® steel fibers make us a reference partner in the sector. We engage with end-users, co-create innovations with industry leaders, invest in ventures, and set the construction and infrastructure standards for the future. More information on recent investments and partnerships is included in the Chapter 'Our performance in 2023 – Knowledge'.

We deliver on our commitments

Bekaert has been consistently improving its performance over the past years, and there is more to achieve. We have committed to ambitious targets and are building a high-performance organization to deliver on them.

These targets are reflected in Business Unit-specific actions and objectives and we constantly monitor our progress on these commitments.

Our track record of performance is clear in the results achieved in 2023. We delivered strong profitability and cash conversion and maintained a robust financial position with a very strong balance sheet. This enables us to invest for growth, commit to increased shareholder returns, and create value for all stakeholders.

We have also made progress on our sustainability targets and continue to implement systems and measures that enhance our performance on each of the environmental, social, and governance targets we have set.

Our 2023 delivery summarized in a celebration movie

Four Business Units

Rubber Reinforcement (RR)

Bekaert's RR business develops, manufactures, and supplies steel cord and bead wire solutions for the tire sector.

The business unit serves all top 30 and other tire customers, backed by a global presence of manufacturing plants in EMEA, US, India, Southeast Asia, China, and Brazil.

Value drivers and strategic focus

Market leadership through innovation
- Strong market share in the global tire cord market
- Joint development programs and long-term supply agreements
Solutions provider to new mobility and sustainability transformation
Safer, lighter, and sustainable materials
Increased recycled steel content
Selective growth and mix optimization
- Agility and resilience to changing market dynamics with selective growth in target regions
- Mix and footprint optimization in China
Resilience and efficiency
- Drive cash generation and margin performance
- Cost focus and pricing discipline

BU performance FY2023¹

€ 1.88 billion in consolidated sales • € 2.07 billion in combined sales² 9.6% EBITu margin • 14.0% EBITDAu margin • 17.0% ROCEu GRI 2-6

Steel Wire Solutions (SWS)

Bekaert's SWS business unit develops, manufactures, and supplies a broad range of steel wire products and solutions for customers in sectors including energy & utilities, mining, construction, agriculture, automotive, and medical and consumer goods. The business unit has a global presence with manufacturing plants in EMEA, US, Latin America, and Asia, and a sales and distribution network worldwide.

Value drivers and strategic focus

Transformational portfolio management
- Focus on target industries including energy & utilities, e-mobility, and medical solutions to drive margin expansion
- Move beyond commodity markets by divesting from lower performing, cyclical business areas
Enhance margin improvement and cash conversion
- Strong pricing discipline supported by AI
- Operational excellence and asset-light operations
- Footprint optimization
Accelerate innovation
- Double the sales from innovations
- Scale up incubation projects

BU performance FY2023¹

€ 1.17 billion in consolidated sales • € 2.01 billion in combined sales² 7.5% EBITu margin • 10.2% EBITDAu margin • 21.8% ROCEu

¹ Detailed segment reports are included in Part II (Financial Statements - 4.1 Key data by segment) of this report. All margin indicators relate to underlying (u) consolidated results. 2 Combined sales are sales of fully consolidated companies plus 100% of sales of joint ventures and associates after intercompany elimination. For RR and SWS, this mainly adds the JVs in Brazil.

Specialty Businesses (SB)

The business unit Specialty Businesses comprises several sub-segments that have a high-end portfolio of advanced technologies, lightweight solutions, and environmentally friendly applications in common.

The sub-segment Building Products is focused on the decarbonization of construction markets and develops and manufactures sustainable products that reinforce concrete, masonry, plaster, and asphalt. The sub-segments hose and belt reinforcement, fiber technologies, heating technologies, ultrafine wire, and hydrogen, serve markets related to the energy transition.

Value drivers and strategic focus

Growth in construction decarbonization with Dramix® steel fibers, Synmix® synthetic fibers, and SigmaSlabTM for concrete reinforcement and a wide range of other products and services, all enabling:
- Safe installation conditions
- Reduction of CO2 emissions due to less steel and less concrete
- Lower total cost of ownership by using less materials, labor, and time • Higher asset durability
Growth and innovation in energy transition with a product and service offering for the production, transmission and distribution, and end use of green energy solutions
- Currento® porous transport layers for hydrogen electrolysis
- Low and zero-emission gas burners and heat exchangers
- Hose reinforcement for wind blade pitching, ammonia bunkering and hydrogen fueling
- Ultra-fine wire for solar photovoltaic wafer production
- Green molecule filtration

BU performance FY2023¹

€ 677 million in consolidated sales

16.2% EBITu margin • 19.6% EBITDAu margin • 32.5% ROCEu GRI 2-6

Bridon-Bekaert Ropes Group (BBRG)

BBRG is committed to be the leading innovator and supplier of the best performing ropes and advanced cords (A-Cords) for its customers worldwide. BBRG-ropes has a leading position in a very wide range of sectors, including surface and underground mining, offshore and onshore energy, crane & industrial, fishing & marine, and structures. The A-Cords business of BBRG develops and supplies fine steel cords for elevator and timing belts used in construction and equipment markets respectively, window regulator and heating cords for the automotive sector, and Armofor® thermoplastic tapes for light-weight flexible pipes in energy markets.

Value drivers and strategic focus

Advanced lifting solutions for the elevator industry with elevator hoisting cord, belt and Flexisteel®
Advanced digital services based on superior VisionTek optical measurement technology for predictive critical rope performance
Decarbonization of the energy mix:
- Lifting ropes and slings for offshore wind
- Steel and synthetic mooring ropes for floating offshore wind (FOW)
- FOW innovative mooring solutions with TFI SeaSpring and Flintstone connectors and tensioners
- Significant CO2 emission reduction with Armofor® reinforced flexible pipes as an alternative to steel pipes
- Re-engineering Armofor® for hydrogen and hydrogen derivates
Successful turnaround driven by footprint and business-mix optimization

BU performance FY2023¹

€ 589 million in consolidated sales

12.3% EBITu margin • 17.4% EBITDAu margin • 14.5% ROCEu

Our leadership

Board of Directors

The main tasks of the Board of Directors are to determine the Group's strategy and general policy, and to monitor Bekaert's operations. This includes the Group's sustainability strategy and progress monitoring. The Board of Directors is the company's prime decision-making body except for matters reserved by law or by the articles of association to the General Meeting of Shareholders. The Board of Directors currently consists of ten members. Their professional profiles cover different areas of expertise, such as law, business, industrial operations, finance & investment banking, HR, consultancy, ESG, innovation and compliance.

All information about the Board of Directors (nomination & selection, committees, remuneration) is available in Part II: Corporate Governance Statements of this report. GRI 2-9, GRI 2-10, GRI 2-11, GRI 2-12, GRI 2-15, GRI 2-16, GRI 2-17, GRI 2-18, GRI 2-19, GRI 2-20

Count Paul Buysse, Chairman of the Board from 2000 till 2014 and Honorary Chairman since 2014, passed away on 30 December 2023. We are grateful for his unwavering commitment to the company during his 14 years of chairmanship.

Composition of the Board of Directors

Jürgen Tinggren, Chairman¹
Yves Kerstens, CEO
Henriette Fenger Ellekrog¹
Christophe Jacobs van Merlen
Maxime Parmentier
Eriikka Söderström¹
Caroline Storme
Emilie van de Walle de Ghelcke
Henri Jean Velge
Mei Ye¹

Independent Directors

Changes in 2023

Yves Kerstens, Chief Executive Officer of Bekaert since 1 September 2023, was coopted by the Board of Directors as Director until the Annual General Meeting of Shareholders to be held in May 2024.

Oswald Schmid, former Chief Executive Officer and Director, stepped down as CEO and Director of the Board on 31 August 2023.

Gregory Dalle stepped down as Director of the Board on 31 July 2023, following his appointment as Managing Director at Citi with associated duties and obligations.

As a result of these changes, the number of Directors decreased from eleven to ten in 2023.

Jürgen Tinggren

CHAIRMAN OF THE BOARD Independent Director Swedish, °1958

FIRST APPOINTED May 2019

EDUCATION

Stockholm School of Economics New York University Leonard N Stern School of Business

EXPERIENCE

Jürgen Tinggren was appointed independent Director and Chairman of the Board of Directors of Bekaert on 8 May 2019.

He started his career in 1981 as Senior Associate with Booz Allen Hamilton and joined Sika AG in 1985 to take on various managerial and executive functions of increasingly broader scope and responsibility. In 1997, Jürgen Tinggren joined the Executive Committee of Schindler Holding AG. In 2007, he was appointed Chief Executive Officer and President of the Group Executive Committee of Schindler. He became a member of the Board of Directors in 2014.

OTHER MANDATES

Member of the Board of Johnson Controls, Inc.

EXPIRATION OF BEKAERT MANDATE

Annual General Meeting of 2027

COMMITTEES

Chairman of the Nomination & Remuneration Committee Member of the Audit, Risk & Finance Committee

Yves Kerstens

CHIEF EXECUTIVE OFFICER MEMBER OF THE BOARD Belgian, °1966

FIRST APPOINTED September 2023

EDUCATION

Engineering - Industrial Management Catholic University of Louvain INSEAD Business School of Paris

EXPERIENCE

Yves Kerstens started his career in supply chain roles in the manufacturing industry before he moved to Ernst & Young (1996) and later Capgemini (2001) as an advisor to the trade & industry sector.

In 2005, he joined Bridgestone Corporation where he took on executive functions of increasingly broader scope and responsibility in EMEA and Asia Pacific, as well as global corporate governance roles as Vice President & Senior Officer of Bridgestone Corporation and Chairman of the global digital solutions and supply chain committee. In 2018, Yves joined Axalta Coating Systems, where he most recently held the role of Vice President Axalta and President EMEA. Annual General Meeting of 2024 Age Diversity

Yves Kerstens joined Bekaert on 1 April 2021 as Divisional CEO Specialty Businesses and COO. He became CEO of Bekaert on 1 September 2023.

EXPIRATION OF BEKAERT MANDATE

Non-native: nationality other than the country where the registered office of the Company is located, i.e. Belgium

Henriette Fenger Ellekrog

MEMBER OF THE BOARD

Independent Director Danish, °1966

FIRST APPOINTED May 2020

EDUCATION

Copenhagen Business School, INSEAD, London Business School, and Wharton Business School

EXPERIENCE

Henriette Fenger Ellekrog is Chief Human Resources Officer at Ørsted.

She started her career at Peptech A/S where she became Director of Administration and Personnel. Next, she took up several consultancy and management functions at Mercuri Urval A/S. Henriette Fenger Ellekrog continued her career at TDC in several executive HR roles before moving to SAS AB as Executive VP HR. More recently, she headed the HR office at Danske Bank A/S.

OTHER MANDATES

Member of several advisory boards and committees

EXPIRATION OF BEKAERT MANDATE Annual General Meeting of 2025

COMMITTEES

Member of the Nomination & Remuneration Committee

MEMBER OF THE BOARD Belgian, °1978

FIRST APPOINTED May 2016

EDUCATION

Free University of Brussels Ecole Centrale Lille (Ingénieur Généraliste)

EXPERIENCE

Christophe Jacobs van Merlen is currently Managing Director at Bain Capital Europe and member of the Leadership team and member of different board, audit, operating and M&A committees. He plays a leading role in a variety of investments at Bain Capital.

He joined Bain Capital Europe, LLP (London) in 2004. Christophe Jacobs van Merlen was previously a Consultant at Bain & Company in Brussels, Amsterdam, and Boston, where he provided strategic and operational advice to private equity, business services, industrial, and financial services clients.

Maxime Parmentier

MEMBER OF THE BOARD Belgian, °1982

FIRST APPOINTED May 2022

EDUCATION

Catholic University of Louvain Esade-CEMS Business School of Barcelona Columbia University of New York

EXPERIENCE

Maxime Parmentier is founder and CEO of Birdie Care Services Ltd, a London-based health technology scale-up aimed at improving the lives and care for the elderly.

He started his career in 2008 with McKinsey & Company before joining Riaktr. In 2013, Maxime Parmentier moved to The Global Fund to fight AIDS, tuberculosis and malaria, where he took roles of increasing responsibility. Before establishing Birdie in 2017, he founded and headed Wambo, a health emarketplace, and he worked for Kamet Ventures (AXA).

EXPIRATION OF BEKAERT MANDATE

Annual General Meeting of 2024

COMMITTEES

Member of the Nomination & Remuneration Committee

EXPIRATION OF BEKAERT MANDATE Annual General Meeting of 2027

Eriikka Söderström

MEMBER OF THE BOARD CHAIR OF THE AUDIT, RISK AND FINANCE COMMITTEE Independent Director Finnish, °1968

FIRST APPOINTED May 2020

EDUCATION University of Vaasa

EXPERIENCE

Eriikka Söderström is an independent Director with a strong finance background having worked in many internationally operating corporations.

She started her career in Nokia where she spent 14 years in different finance roles in Nokia Networks. Her last positions there were as the interim CFO of Nokia Networks and Corporate Controller of Nokia Siemens Networks. Eriikka Söderström also worked as the CFO of Oy Nautor Ab, Vacon Plc and Kone Corporation, and was the CFO of F-Secure, a cyber security company, from 2017 until September 2021.

OTHER MANDATES

Member of the Board of Directors and Chair of the Audit Committee of Valmet, member of the Board of Directors and Chair of the Audit Committee of Kempower, member of the Board of Directors of Amadeus IT Group.

EXPIRATION OF BEKAERT MANDATE

Annual General Meeting of 2025

COMMITTEES

Chair of the Audit, Risk & Finance Committee

Caroline Storme

MEMBER OF THE BOARD Belgian,°1977

FIRST APPOINTED May 2019

EDUCATION

Solvay Management School, Free University of Brussels, and INSEAD France and Singapore

EXPERIENCE

Caroline Storme holds the position of R&D Finance Lead Neurology at UCB in Belgium.

She started her career with Deloitte Consulting in 2000 in Belgium. Caroline Storme worked at Bekaert as financial controller from 2004-2006 before she moved to Amtech, IGW based in Suzhou, China where she was appointed CFO. She joined UCB in 2012, first in controlling functions before heading Asian global business services, based in Shanghai, China, and since 2017 in various R&D financial functions at UCB Headquarters in Brussels, Belgium.

Emilie van de Walle de Ghelcke

MEMBER OF THE BOARD Belgian, °1981

FIRST APPOINTED May 2016

EDUCATION

Catholic University of Louvain, Free University of Brussels, and London School of Economics

EXPERIENCE

Emilie van de Walle de Ghelcke is Head of Legal at Sofina, a family-controlled investment company listed on Euronext Brussels (BEL20 and BEL ESG indices).

Before joining Sofina, Emilie was a member of the Brussels Bar since 2005. She joined the corporate and finance practice of Freshfields Bruckhaus Deringer in 2009 where she advised Belgian and international clients on domestic and cross-border public and private M&A transactions, corporate governance matters, corporate restructurings, joint ventures, and financial law advisory. Emilie van de Walle de Ghelcke joined Sofina in 2016. As Head of Legal and Compliance Officer, her practice mainly covers M&A transactions, advice on corporate governance and listed company matters, group compliance and legal matters as well as external communication. She is also part of the core team leading the implementation of Sofina's ESG strategy.

EXPIRATION OF BEKAERT MANDATE Annual General Meeting of 2027

EXPIRATION OF BEKAERT MANDATE

Annual General Meeting of 2024

Henri Jean Velge

MEMBER OF THE BOARD Belgian, °1956

FIRST APPOINTED May 2016

EDUCATION Catholic University of Louvain and IMD

EXPERIENCE

Henri Jean Velge started his career in 1981 at Shell (The Netherlands) as well-site petroleum Engineer. He moved to Brunei in 1982 as Operations Manager and resigned from Shell in 1985 to obtain an MBA degree.

In 1987 Henri Jean Velge joined Bekaert as Executive Director of Industrias Chilenas de Alambre (Chile). In 1991 he moved to the United States and became Corporate Vice President Wire Americas in June 1994. In 2001 he was appointed Executive Vice President and became member of the Bekaert Group Executive, responsible for the global wire activities. From 2013 till mid 2014 he was responsible for all the business platforms.

OTHER MANDATES

Chairman of Stichting Administratiekantoor Bekaert, representing the interests of the reference shareholder of Bekaert.

EXPIRATION OF BEKAERT MANDATE

Annual General Meeting of 2024

COMMITTEES Member of the Audit, Risk & Finance Committee

Mei Ye

MEMBER OF THE BOARD Independent Director US citizen, °1966

Fudan University in Shanghai

University of North Carolina at Chapel Hill

Eurazeo, a French investment company.

Mei Ye is an independent Corporate Director and international business advisor, based in Shanghai. She serves on the Board of Jamieson Wellness, a Canadian public company, and of China Reinsurance Group Company. She also was a senior advisor to

Mei served on the Board of Shenwan Hongyuan Group in China (2015 to 2021), after serving on the Board of Shenyin & Wanguo (2012 to 2014). She was a senior advisor to McKinsey & Company (2013 to 2022), and a senior expert and consultant with the firm (2003 to 2013). Mei started her career as strategy manager and analyst for various companies in the US, including E*TRADE Financial (now a subsidiary of Morgan Stanley), Gartner Group, and

Independent Director of the Board of Jamieson Wellness Inc and of China Reinsurance Group Company. Advisor to Rhodes Trust of Oxford University and final selection committee of Global

EXPIRATION OF BEKAERT MANDATE Annual General Meeting of 2024

FIRST APPOINTED

May 2014

EDUCATION

EXPERIENCE

SPR Associates.

OTHER MANDATES

Rhodes Scholars.

Bekaert Integrated Annual Report 2023 − 24 −

Bekaert Group Executive

The Bekaert Group Executive (BGE) assumes the operational responsibility for the Company's activities and acts under the supervision of the Board of Directors. The BGE is chaired by Yves Kerstens, Chief Executive Officer. GRI 2-9, GRI 2-13

Organizational structure

The composition of the Bekaert Group Executive reflects the organizational structure with four Business Units and five Global Functional Domains. In 2023, the Business Units and Global Functions were led by the following Executives.

Business Units

Annie Xu-Huhmann, Divisional CEO Rubber Reinforcement
François Desné, Divisional CEO Steel Wire Solutions and Bridon-Bekaert Ropes Group
Yves Kerstens, CEO, continued to lead the Specialty Businesses Division

The Business Units have global P&L accountability for strategy and delivery in their distinct areas, with dedicated production facilities and commercial and technology teams. This helps them develop a customer-centric approach aligned with the specific needs and dynamics of their markets. GRI 2-13

Global Functions

Taoufiq Boussaid, Chief Financial Officer
Kerstin Artenberg, Chief Human Resources Officer
Juan Carlos Alonso, Chief Strategy Officer
Barry Snyder, Chief Operations Officer
Gunter Van Craen, Chief Digital and Information Officer

The Functions take a role as strategic business partners, providing specific expertise and services across the Group, and ensuring the business has the right capability to deliver on short- and long-term goals. GRI 2-13

Changes during 2023

On 1 September 2023, Yves Kerstens took the helm of the company as Chief Executive Officer, replacing Oswald Schmid who left the company on 31 August 2023.

François Desné, Divisional CEO Steel Wire Solutions, took on the additional responsibility as Divisional CEO Bridon-Bekaert Ropes Group.

On 1 July 2023, Barry Snyder joined Bekaert as Chief Operations Officer and became a member of the Bekaert Group Executive.

On 1 March 2023, Annie Xu-Huhmann joined Bekaert as Divisional CEO Rubber Reinforcement and became a member of the Bekaert Group Executive, succeeding Arnaud Lesschaeve who left the company.

Farewell reception Oswald Schmid at Bekaert Headquarters

From left to right: Taoufiq Boussaid, François Desné, Juan Carlos Alonso, Barry Snyder, Annie Xu-Huhmann, Yves Kerstens, Kerstin Artenberg, Gunter Van Craen

Yves Kerstens

CHIEF EXECUTIVE OFFICER Belgian, °1966

JOINED BEKAERT 2021

EDUCATION

Engineering - Industrial Management Catholic University of Louvain INSEAD Business School of Paris

EXPERIENCE

Yves Kerstens started his career in supply chain roles in the manufacturing industry before he moved to Ernst & Young (1996) and later Capgemini (2001) as an advisor to the trade & industry sector.

Yves Kerstens joined Bekaert on 1 April 2021 as Divisional CEO Specialty Businesses and COO. He became CEO of Bekaert on 1 September 2023.

Taoufiq Boussaid

CHIEF FINANCIAL OFFICER French and Moroccan, °1971

JOINED BEKAERT

2019

EDUCATION

Mathematics & Economics - Finance French College of Rabat Institut Supérieur de Gestion of Paris

EXPERIENCE

Taoufiq Boussaid started his career in international finance with an initial 10-year period as Audit Manager with Ernst & Young in France and The Coca-Cola Company in the US. From 2004 to 2007, he held several finance roles with United Technologies Corporation, first as Corporate Controller EMEA and subsequently as CFO for their Carrier Heating Systems business in Europe.

In 2007, Taoufiq joined Bombardier Transportation, where he progressively moved up through the finance organization in different geographies to his most recent position of Vice President Finance for EMEA and Asia Pacific. He has also held operational responsibilities, running the French and North African businesses of Bombardier Transportation.

Age Diversity

Non-native: nationality other than the country where the registered office of the Company is located, i.e. Belgium

Juan Carlos Alonso

CHIEF STRATEGY OFFICER Mexican, °1974

EDUCATION

Engineering - MBA Universidad Panamericana of Mexico City Stanford Graduate School of Business

EXPERIENCE

Juan Carlos Alonso began his career in 1998 with the Boston Consulting Group. In 2006, he joined CEMEX to become Global Corporate Strategic Planning Manager, based in Spain. He moved to the Comex Group in 2010 as Vice President of Sales & Operations for the US Western Region, before joining Lhoist Group where he held various business development and strategy leadership positions with increasing responsibility and scope.

In 2017, Juan Carlos moved to the Imerys Group as Head of the Americas and development regions for the Monolithic Refractories division and, in parallel, as Global Head of Strategy, Business Development and Marketing for the High Temperature Solutions business.

Kerstin Artenberg

CHIEF HUMAN RESOURCES OFFICER German, °1972

JOINED BEKAERT 2021

EDUCATION

East Asian Economics - Strategic HR Management University of Duisburg-Essen University of Applied Sciences of Zürich

EXPERIENCE

Kerstin Artenberg began her career in communication and marketing roles, holding several leadership positions at Körber AG and Daimler AG.

In 2007, Kerstin joined Borealis in Austria as External Communications Manager and soon after assumed the role of Director Communications. From 2010 onwards, she gradually expanded her responsibilities towards HR functions and in 2016, she took on the role of Vice President Human Resources & Communications. In 2020, she joined the newly established Executive Committee.

Throughout her career, Kerstin has driven cultural transformations with a focus on developing organizations which provide purpose and deep development opportunities for their employees.

François Desné

DIVISIONAL CEO STEEL WIRE SOLUTIONS AND BRIDON-BEKAERT ROPES GROUP French, °1971

JOINED BEKAERT 2022

EDUCATION

Physics - MBA - International Studies University of Paris VII, The Wharton School and The Lauder Institute at the University of Pennsylvania

EXPERIENCE

François Desné started his career in 1996 at RHODIA where he held management roles in quality and development. In 2003, he moved to BASF where he took on several regional and global leadership positions across Europe and Asia with increasingly broader scope and responsibility as SVP of Global Business units.

In 2016, François Desné joined Recticel as Group General Manager of Recticel Engineered Foams and member of the Recticel Group Executive Committee.

Barry Snyder

CHIEF OPERATIONS OFFICER American, °1962

JOINED BEKAERT 2023

EDUCATION

Master of Science and PhD in Chemistry – MBA Emory University of Atlanta Harvard University in Cambridge Temple University in Philadelphia

EXPERIENCE

Barry Snyder has a strong track record of global executive leadership with extensive industry experience in specialty chemicals and materials.

Barry began his career in 1990 with Rohm and Haas Company where he held roles of increasing responsibility in marketing and research, across different geographies. From 2007 to 2014 he took on technology and innovation leadership positions at Celanese Corporation and HB Fuller Company (US) and at Orion Engineered Carbons (Germany). In 2015, Barry Snyder joined Axalta Coating Systems in the US, first as Chief Technology Officer and subsequently as Chief Operations and Supply Chain Officer. He also held operational responsibilities at Axalta as Regional Leader EMEA, based in Switzerland.

Gunter Van Craen

CHIEF DIGITAL AND INFORMATION OFFICER Belgian, °1970

JOINED BEKAERT 2020

EDUCATION

Commercial Engineering - Accountancy and Auditing - Computer Auditing Catholic University of Louvain University of Antwerp

EXPERIENCE

Gunter Van Craen started his career in internal auditing at KBC. In 2003, he joined Johnson & Johnson where he took on several IT and finance management functions of increasingly broader scope and responsibility.

Initially in finance roles, Gunter moved to global IT functions and became CIO for the integration of Crucell into Janssen Pharmaceutica and subsequently global VP IT Pharma R&D. His last position before joining Bekaert was SVP IT for technology services at J&J, covering all IT related services across EMEA, Latin America and Asia.

Annie Xu-Huhmann

DIVISIONAL CEO RUBBER REINFORCEMENT Chinese, °1975

JOINED BEKAERT 2023

EDUCATION

MBA and Business Informatics - Aeronautic Engineering Erasmus University Beijing University of Aeronautics and Astronautics INSEAD

EXPERIENCE

Annie Xu-Huhmann held multiple global and regional P&L responsibilities in Europe and China, with a highperformance record of profitable growth and margin improvement.

Annie joined Bekaert from ThyssenKrupp Elevator where she held the position of CEO for China. Annie spent much of her career within the energy sector, including with General Electric, Siemens and Schneider Electric. While working at Schneider, she led the creation of "Smart Cities", combining Traffic Management, Smart Grid, Smart Home, and Water Management solutions, before moving to the role of CEO of the company's Energy Business in China. She also worked at Linde AG and SMS Group as EVP and regional CEO.

Our stakeholders

Bekaert creates value for its stakeholders by delivering on the company's strategy and objectives, both in terms of financial performance and in addressing society's environmental and social opportunities and challenges.

As a publicly listed company (Euronext Brussels, BEKB) with a global business scope and footprint, we interact with many parties who have an interest in our organization based on the outcomes of our actions. We believe this interdependency is mutually beneficial for longterm, positive progress for all. GRI 2-26, GRI 2-29

Our partners

Bekaert supports economic development and employment through the business relations and activities with suppliers worldwide. We work together with key suppliers in new product and service development projects that help us expand our offering of sustainable and digital solutions. We require a formal commitment of our suppliers to comply with human rights and ethical business conduct standards.

Bekaert works together with business partners in joint ventures and in consolidated entities coowned with minority shareholders. With or without partners, Bekaert adopts the same high standards in business ethics, health and safety at the workplace, and high-performance teams and culture.

Bekaert collaborates with technology partners to drive innovations in target markets. Several forms of cooperation exist: as a member of hydrogen power and new mobility consortia, through business partnerships with industry leaders and associations, by investing in companies that scale up promising new technologies, and by collaborating with research and academic institutes. GRI 2-6, GRI 2-29

24 000 Bekaert employees work together as one global team to deliver quality products and services and step up our performance in safety, digital, sustainability, and innovation.

United through our values of integrity, trust, agility, and boldness, we work better together to grow the business, to inspire and engage, and to deliver results. These form the key enablers of our Culture Compass. More information is included in the Strategy Chapter of this report.

As a company and as individuals, we act with integrity and commit to the highest standards of ethics. We promote equal opportunity, foster diversity & inclusion, and create a caring and safe working environment across our organization.

This way, we engage our people to dare to go beyond in unlocking their full potential, have an impact on the company's performance, and in establishing the new possible.

This employer value proposition is not only relevant to our current employees: it also aims to inspire future talents to join us in our purpose and ambition. GRI 2-7, GRI 2-23, GRI 2-29

Bekaert has a wide international customer base in established and emerging markets. We serve global and local customers with a rich portfolio of value adding products and services. Our global footprint helps building a customer-centric approach and it shortens the supply chains.

Our investments in research & innovation, and in digital and sustainable solutions, lead to advanced technologies that enable our customers to meet their most stringent demands and ambitions, and hence create customer value.

Bekaert is a trusted partner in offering quality products and solutions, and demonstrates a high degree of agility in all possible circumstances.

Our higher ambition is to be the leading partner for shaping the way we live and move. Driven by the megatrends, we want to be the partner of choice to customers developing solutions in new mobility, low carbon construction, green energy, and advanced lifting and mooring. Together, we can drive and accelerate the shift toward sustainable solutions in the end markets. GRI 2-6, GRI 2-29

Bekaert is committed to provide clear, timely and accurate information on the company's strategy, performance, and business outlook to all of our financial stakeholders.

Those financial stakeholders include shareholders, institutional and retail investors, and equity research analysts. They have access to information about Bekaert via our website, frequent press releases, presentations and webcasts, and individual and group meetings.

In 2023, these meetings included live and virtual roadshows, investor conferences, analyst presentations, the annual General Meeting of Shareholders and the Capital Markets Day held in London in December.

Currently, six banks publish equity research reports on Bekaert. GRI 2-29

We do not support political institutions and adopt a neutral position in political issues. We do condemn any act of violence and aggression against people and any breach of human rights.

We are committed to minimize the environmental impact of our activities. We invest in green energy sources and other emission-saving measures to decarbonize the impact of our operations.

We stimulate the economic activity and employment in the locations where we are active. Our tax payments contribute to the development of communities worldwide.

We advocate and fund initiatives that help improve the social and environmental conditions in communities all around the world. We support community engagement initiatives and disaster relief programs that make a difference to people's lives. GRI 2-23, GRI 2-29

More information on our stakeholders and how Bekaert creates value for them is available in the 2023 Performance chapters (Part I of this report) and in the detailed Statements (Part II).

Double materiality

Bekaert conducts materiality assessments in line with reporting regulations and considers the voice of stakeholders, crucial to identify and understand the topics that matter most to them.

The double materiality process is a formal process aimed at identifying and assessing environmental, social and governance topics (ESG or Sustainability Topics) which matter most to a company's internal and external stakeholders and which have an impact on the environment and people or present a risk or opportunity for the business performance. Through this process, material impacts, risks and opportunities are identified (IROs).

In 2023, Bekaert performed a double materiality assessment, assisted by an external advisor, in line with the guidelines of the newly adopted Corporate Sustainability Reporting Directive (CSRD), as well as in accordance with the European Sustainability Reporting Standards (ESRSs)¹ .

The double materiality assessment takes two perspectives into account:

Impact materiality: perspective of the (positive or negative, actual and potential) impact that Bekaert has on the environment and society.
Financial materiality: perspective of the potential financial effects (risks and/or opportunities) on Bekaert of a sustainability topic.

Our methodology and process for materiality assessment

A tailored approach was used to perform the double materiality assessment, based on the ESRS guidelines. GRI 3-1

The double materiality assessment was conducted following a structured 5 step approach:

In Phase 1, based on a good understanding of the business context, we defined the purpose and scope of the assessment. This included mapping Bekaert's value chain, key affected stakeholders, and the activities performed throughout the value chain. Furthermore, a stakeholder engagement approach for this double materiality exercise was defined.

The entire value chain of Bekaert (see Part I – 'Creating value for our stakeholders: our stakeholders' – and 'Our performance in 2023: Value Chain' in this report) was considered during the double materiality assessment and was delineated at the Bekaert Group level as well as in upstream and downstream processes.

In Phase 2 we identified the Sustainability Topics and their related impacts, risks, and opportunities (IROs) through stakeholder consultation and supporting documentation analysis.

Bekaert engaged with affected stakeholders, or stakeholders who can inform on the interests of affected stakeholders during the double materiality assessment process via interviews.

More than 60 internal and external stakeholders were interviewed with the assistance of our external advisor.

Internal stakeholders consisted of Bekaert professionals having business and/or subject matter expertise on specific ESG topics and who have a thorough understanding of the wider sustainability agenda at Bekaert and the link to the Bekaert strategy.

External stakeholders included suppliers, customers, financial institutions, and sector organizations, where the emphasis was put on value chain impacts, risks and opportunities, and on potential synergies to capitalize on sustainability in a collaborative manner.

During the process, internal and external documents were analyzed (policies, strategy documents, sector reports, reports from peers, customer questionnaires, supplier information, outcome of the ERM² exercise, analyst and rating reports, and investor questions).

¹ Adopted by the European Commission and the European Parliament on 31 July 2023 and expected to be adopted in Belgium by early July 2024. 2 The Enterprise Risk Management (ERM) assessment 2023 is included in Part II – Statements: Corporate Governance Statements.

Bekaert assessed the materiality of all Sustainability Topics covered by the sector-agnostic ESRS³ . To facilitate the IRO identification, several ESRS (sub)topics were clustered into a tailored list of Sustainability Topics relevant for Bekaert's business activities and stakeholders. The overview of the Sustainability Topics included in the double materiality exercise is presented below.

Environmental	Social	Governance
1 Climate change adaptation	8 Own workforce	13 Business ethics
2 Climate change mitigation	9 Workers in value chain and human rights
3 Pollution	10 Local communities
4 Hazardous substances and materials	11 Cyber and data security
5 Water	12 Product stewardship
6 Biodiversity
7 Circular economy

In Phase 3 we assessed the IROs associated with each of these 13 Sustainability Topics in detail to determine the impact and financial materiality and, subsequently, which IROs and which Sustainability Topics are considered material.

As required by ESRS, we used the following criteria:

Impact materiality: severity (scale, scope and remediability) and likelihood
Financial materiality: magnitude of financial effect and likelihood

The descriptions of the materiality criteria were tailored to Bekaert's business operations. Magnitude of financial effect and likelihood were aligned with Bekaert's ERM methodology.

Evaluation criteria for impact materiality

Different ranges⁴ were defined to classify the magnitude of scale (from minimal to absolute), scope (from limited to global), remediability (easy to remediate on short-term to non-remediable) and likelihood (from very low to very high, in line with ERM).

Evaluation criteria for financial materiality

Financial materiality assessment criteria were based on Bekaert's ERM methodology to align with existing business processes on risk management. Several enterprise risks and enterprise opportunities therein are linked to Sustainability Topics and were considered in this double materiality assessment.

Finally, a materiality calculation approach and materiality thresholds were defined as put forward by the European Financial Reporting Advisory Group (EFRAG):

Impact materiality: scoring from 0 to 15 (<5 minimal impact, ≥5 to <8: informative, ≥8 to <10: important, ≥10 to <12: significant, ≥12: critical). Topics scored 8 and above were considered material.
Financial materiality; scoring ranges from 0 to 5 (<1: non-existent, ≥1 to <2: minimal, ≥2 to <3: informative, ≥3 to <4: significant and ≥4: critical). Topics scored 3 and above were considered material.

A longlist of IROs was prepared by the Bekaert core team and the external consultant, which resulted in a shortlist based on the outcome of the interviews, scoring as per the set evaluation criteria, and review and validation by the core team, the consulted subject matter experts, and the Steering Committee.

In Phase 4 we validated the double materiality outcome and discussed the next steps with the Steering Committee, the Bekaert Group Executive team (BGE), and the Board of Directors.

In Phase 5 we drafted a final double materiality assessment report.

Outcome

Overall, the double materiality process resulted in 8 material Sustainability Topics, either because of the impact materiality perspective or the financial materiality perspective, or both.

The outcome serves as a solid foundation to further fuel Bekaert's sustainability agenda and the overall strategy of the company and will be included in the 2030 Strategic Planning process, as agreed with the Bekaert Group Executive and the Board.

Below we have listed these 8 material topics⁵ and relating impacts, risks, and opportunities for Bekaert.

GRI 201-2

³ ESRS Application Requirement 16

⁴ These ranges were determined based on inputs from stakeholders as well as the draft implementation guidance for materiality assessment issued by the European Financial Advisory Reporting Group (EFRAG)

⁵ Reference to the corresponding ESRS disclosure requirements is included in the GRI Content Index (Part III of this report)

Environmental topics

Climate change mitigation
- Offering sustainable solutions to our customers
- Decarbonizing our operations and supply chain
- Financial impacts as a result of decarbonizing our operations and supply chain and of prevailing regulations
Hazardous substances and materials
- Regulations impacting the use of substances and chemicals in our production processes worldwide
- As a result of these, bans on certain substances could arise
Water
- Water management in production processes with increased focus on water-stressed areas
Circular economy
- Co-developing sustainable solutions across the value chain
- Waste management and use of recycled materials throughout the supply chain

Social topics

Own workforce
- Putting people first by creating a diverse and inclusive culture and fostering talent
- Creating safe working conditions and a no-harm-to-anyone environment
Workers in the value chain and human rights
- Respect for human rights across the value chain
Cyber and data security
- Protecting data security and privacy

Governance topics

Business ethics
- Embedding ethical business practices in everything we do

The following topics were assessed as non-material as they did not reach the materiality thresholds set for impact materiality and/or financial materiality: Climate change adaptation, Pollution, Biodiversity, Local communities, and Product stewardship.

This assessment does not imply that these topics are considered irrelevant by the company.

We consider the double materiality assessment as a dynamic exercise because of an evolving business context and will review and update it when significant changes occur.

Double Materiality Assessment matrix

GRI 2-23, GRI 2-24, GRI 2-25, GRI 3-1, GRI 3-2, GRI 3-3

Value reporting model¹

Sustainability is an integral part of the Bekaert strategy. We are committed to create value for all our stakeholders by delivering on both financial and nonfinancial objectives. In this report we describe how we convert, through the implementation of our strategy, the resources we invest ('inputs') into sustainable value ('outputs & impact') for our shareholders, customers, employees, communities, and other stakeholders.

The resources we invest

Strong cash generation over the past years has enabled us to free up cash for value-creating investments. In 2023 we invested € 188 million in property, plant & equipment (PP&E) and more than € 11 million in investments driving the digital transformation. Bekaert's gross research and development expenses amounted to € 73 million (before deduction of grants, tax credits, and the effect of capitalized projects).

We sourced materials and services from 14 500 suppliers and employ ~21 000 people in our consolidated entities (24 000 including joint ventures) in 43 countries in the world, including manufacturing sites in 23 countries and sales and distribution facilities in 20 more countries.

We invested in developing sustainable solutions and digital manufacturing systems and are delivering on our sustainability ambitions and targets in line with the transition to a low-carbon society. We continued to invest in health & safety and learning & development, and we extended our digital capabilities to improve data insights and customer services.

We serve 13 500 customers in more than 130 countries in the world.

We delivered solid results in 2023. Our margins (gross profit (17.2%), EBITu (9.0%), and EBITDAu (13.0%)) all increased versus last year despite the challenging market conditions. EPS from continued operations reached € 4.75, +5.5% higher than in 2022 (€ 4.50).

Bekaert has returned more than € 400 million over the past two years under the form of share buyback programs and significant dividend increases. Based on the results of 2023, the Board of Directors proposes to distribute a dividend of € 1.80 per share (up +9% from 2022).

We added 30 first patent filings in 2023, which resulted in a portfolio of patents and patent applications of more than 2 100. 85 partnerships with academic and research institutes and business partners help accelerate our innovation efforts.

We actively implement measures to reduce our carbon footprint. GHG emissions Scope 1 and 2 reduced by -4.6% compared to 2022 and by -15.1% compared to base year 2019. GHG emissions Scope 3 from purchased wire rod

reduced by -5.1% compared to 2022 and by -3.1% compared to base year 2019 (consolidated figures). Bekaert's revenue share of sustainable solutions, 'aligned' according to EU taxonomy, increased to 42% in 2023.

100% of steel-based scrap returns to the steel mills for recycling and we set the standard in industry with respect to high recycled steel content in reinforcement products for tires.

€ 62 million in income taxes were paid globally and our social engagement and disaster relief contributions amounted to more than € 620 000 in 2023.

After five consecutive years of great progress, our safety results weakened. More actions are being put in place to return to a high safety performance level.

All managers and salaried professionals sign off the Code of Conduct annually. Our focus on diversity & inclusion, training and development, and other employee engagement initiatives drive the strong delivery and engagement of our teams worldwide.

¹ Based on the framework 'Guidelines of Value Reporting Foundation' (now consolidated into the IFRS Foundation)

-

Our performance in 2023

Financial performance

Financial highlights FY2023¹

Consolidated sales of € 4.3 billion (-13.5%) and combined sales² of € 5.3 billion (-13.9%)
Underlying gross profit remained stable despite lower sales (€ 745 million versus € 749 million)
Strong operating result and margin performance, driven by ongoing business mix improvements including the contribution of higher margin growth applications
- Underlying EBITDA³ of € 561 million (-5.1%), delivering a margin on sales of 13.0% (versus 11.8%)
- Underlying EBIT³ of € 388 million (-5.3%), resulting in a margin of 9.0% (versus 8.2%)
EPS from continued operations of € 4.75 (up +5.5% versus € 4.50⁴ )
Strong cash conversion, despite lower sales
- Free Cash Flow³ (FCF) of € 267 million, up +40% compared to € 191 million in 2022, benefiting from further improved working capital management
- Net debt of € 254 million (versus € 380 million in 2022), including proceeds of the disposal of Steel Wire Solutions businesses in Chile and Peru, resulting in net debt to EBITDAu of 0.5x
Proposed dividend of € 1.80 per share (+9%) GRI 2-4

¹ All comparisons made are relative to the fiscal year 2022 (restated for the disposal effect of the businesses in Chile and Peru)

² Combined sales are sales of fully consolidated companies plus 100% of sales of joint ventures and associates after intercompany elimination

³ Underlying EBIT, underlying EBITDA and FCF are defined Alternative Performance Measures (APMs). The full list of all APMs can be found at the end of Part II: Financial Statements.

⁴ Comparing 2023 EPS with 2022 EPS from continued operations in order to have a like-for-like comparison, excluding disposed businesses.

€ 2.2 billion shareholders' equity
€ 245 million operating FCF (+55%)
€ 632 million cash on hand
€ 254 million net debt

€ 388 million EBITu (9.0%)

€ 267 million FCF (+40%)

€ 4.75 EPS (+5.5%)

€ 1.80/share dividend proposal

Bekaert delivers strong cash generation and improved margins

Bekaert delivered a resilient financial performance in 2023, further improving profit margins (EBITu margin at 9.0%, up 80bps vs FY2022) and delivering strong cash flows (Free Cash Flow of € 267 million, up +40% yearon-year). Despite lower volumes and weaker conditions in many of its end markets, the business continues to benefit from the successful execution of Bekaert's strategy, maintaining pricing discipline, enhancing the mix of higher margin products, and driving cost efficiencies. Looking ahead, the repositioning to target new growth opportunities linked to the energy transition and decarbonization trends continues and supports the company's ambitious financial targets for 2026.

Bekaert's consolidated sales reached € 4 328 million in 2023, -13.5% lower than last year. The single biggest impact was the effect of the passed-on lower raw material costs due to a reversal of the 2022 inflation (-8.7%), which was partly offset by an improved product mix and pricing (+2.0%). Volumes had an impact of -3.7% and unfavorable currency impacts, mainly in China, US and India, reduced the top line by another -3.0%.

The sales in Bekaert's joint ventures in Brazil amounted to € 1 019 million, -16.5% lower than last year. The main impact was the combined effect of lower input costs and price mix (-13.0%) and to a lesser extent lower volumes (-4.3%). Currency effects added +0.8% to the top line. Including joint ventures, combined sales⁵ decreased by -13.9%, reaching € 5 347 million.

⁵ Combined sales are sales of fully consolidated companies plus 100% of sales of joint ventures and associates after intercompany elimination.

Financial review

All sales and income statement items exclude any contribution from the disposed Steel Wire Solutions businesses in Chile and Peru. In line with IFRS 5, the 2022 comparative data has been restated on the same basis enabling a like-for-like comparison. The 2022 balance sheet data has not been restated and also the 2022 cash flow statement was not adjusted for the disposed entities. The 2023 balance sheet no longer contains the disposed net assets.

For 2022, net debt, working capital and most ratios have been restated to provide a like-for-like comparison. Ratios that relate to equity do not fully exclude the businesses under disposal.

The underlying gross profit of the Group remained stable at € 745 million despite lower sales volumes, higher cash conversion costs and adverse foreign exchange effects. It demonstrates Bekaert's ability to offset the impact of a -13.5% decrease in sales by delivering on cost saving programs, strong pricing, and positive mix effects both from higher added value products and end markets served.

Bekaert achieved an operating result (underlying EBIT) of € 388 million (versus € 410 million last year). This resulted in an underlying EBIT margin on sales of 9.0% (versus 8.2% in 2022). The decrease in absolute amount is almost entirely due to € -20 million lower underlying other operating revenues. In 2022, these other operating revenues were positively impacted by a one-time effect of € +11.5 million for sale of land in the United Kingdom.

The year-on-year comparison of overhead expenses is influenced to some degree by the capitalization of € 7.3 million development expenses for 2023. Consistent with current accounting policies, and based on more mature R&D project and portfolio management processes, the criteria for capitalizing expenditure on development activities have now been met for certain development projects. As there is no change in accounting policies, there is no impact on 2022 numbers. In total, the underlying overhead expenses (€ 365 million) remained just below the level of last year (€ 368 million), with cost increases driven primarily by labor inflation being more than compensated by the capitalization of development expenses. As a percentage on sales, overheads were 8.4% (versus 7.3% in 2022).

The one-off items amounted to € -54 million. Restructuring one-off costs were € -45 million and these included costs for closing and restructuring in China (€ -22 million), in India and Indonesia (€ -10 million), and in Belgium and the Netherlands (€ -6 million). Other one-off costs related to loss of disposals (€ -3 million), environmental provisions (€ -3 million) and other (€ -3 million). Including one-off items, reported EBIT was € 334 million,

representing an EBIT margin on sales of 7.7% (versus € 317 million or 6.3% in 2022). Underlying EBITDA was € 561 million (13.0% margin) compared with € 591 million (11.8%) and reported EBITDA reached € 523 million, or a margin on sales of 12.1% (versus 11.3%).

Interest income and expenses were € -27 million, down from € -30 million in 2022, because of lower gross debt and despite higher interest rates. Other financial income and expenses amounted to € -39 million (€ -10 million in 2022). The delta stemmed from negative exchange rate translation effects and increased bank charges.

Income taxes decreased further from € -74 million last year to € -62 million in 2023. The overall effective tax rate dropped from 27% to 23%. The key driver is stronger profitability in legal entities that were historically loss making, resulting in the utilization of previously unrecognized tax attributes.

The share in the result of joint ventures and associated companies was € +47 million (versus € +54 million last year). The Steel Wire Solutions joint venture in Brazil performed well with stable volumes and a stable margin percentage while the much smaller Rubber Reinforcement joint venture suffered from lower demand and higher imports.

The result for the period from continuing operations thus totaled € +253 million, compared with € +258 million in 2022. The result attributable to non-controlling interests was € -2 million. After noncontrolling interests, the result for the period attributable to equity holders of Bekaert was € +255 million. Earnings per share amounted to € +4.75, up from € +4.50 last year in a like-for-like comparison based on continuing operations. Earnings per share on an underlying basis and from continued operations totaled € +5.76 versus € +6.15 last year.

1 Dividend for 2023 will be proposed to the Annual General Meeting in May 2024 2 Payout ratio is the dividend in % versus the result for the period attributable to shareholders

Balance Sheet

On 31 December 2023, equity represented 53.1% of total assets, up from 46.2% at year-end 2022. The gearing ratio (net debt to equity) was 11.7% compared to 21.8% at the close of 2022, driven by lower net debt. As these ratios relate to equity, 2022 data points still include the Steel Wire Solutions businesses in Chile and Peru.

Working capital amounted to € 641 million, down from € 676 million last year and contributing to the cash flow. Both numbers are excluding the disposed entities in Chile and Peru. The decrease was impacted by currency effects as well as organic decreases. Inventories decreased sharply as well as accounts payable. Accounts receivable declined to a lesser degree. Off balance sheet factoring decreased from € 268 million in 2022 to € 232 million in 2023. The average working capital on sales in 2023 was 15.2%, an increase from 12.0% for 2022, due to 2022 sales that were inflated by higher input costs and the exceptionally low working capital position at the start of 2022.

Cash on hand was € 632 million at the end of the period, a decrease of € -96 million compared with € 701 million⁶ at the close of 2022. Main elements were the repayment of part of the Schuldschein loans (€ -189 million), cash-out for the share buyback program (€ -113 million) and dividend payments (€ -94 million), offset by a substantial increase in Free Cash Flow and the net cash proceeds from the disposal of investments in Chile and Peru (€ +105 million)⁷ .

Net debt amounted to € 254 million, another € -126 million down from € 380 million⁶ at the close of 2022 driven by good working capital and cash management. This resulted in net debt on underlying EBITDA of 0.45 versus 0.64⁶ at the end of 2022.

Cash Flow

Cash flows from operating activities amounted to € 440 million, compared with € 340 million in 2022, mainly through better working capital and lower income taxes, which more than offset the € 49 million contribution still included in the cash flow from 2022 from the now disposed entities in Chile and Peru.

The Free Cash Flow⁸ (FCF) amounted to € 267 million versus € 191 million in 2022. The improved working capital and lower income taxes added significantly to the increase in FCF, while the cash-out for investments to

support the future growth of the Group increased by € 25 million versus last year.

Cash flows attributable to investing activities amounted to € -41 million (versus € -125 million in 2022). Cash-out for investments in plant and equipment increased, but this was more than offset by the proceeds from the disposal of investments (€ +109 million, mainly related to the investments in Chile and Peru) on the other hand.

Cash flows from financing activities totaled € -482 million, compared with € -174 million last year. The biggest financing cash-out related to the repayment of part of the Schuldschein loans and other debt for more than € -250 million. Next to that, there were dividend payments (€ -94 million) and share buyback and other treasury share transactions (€ -99 million).

More details on Bekaert's 2023 financial performance are included in Part II: Financial Statements, and in the FY2023 press release that was published on 1 March 2024.

Shareholder returns

The Board of Directors is committed to maintaining a strategic capital allocation policy, balancing investment in future growth and innovation with maintaining a strong balance sheet and growing shareholder returns over time. Over the last two years Bekaert has successfully returned more than € 400 million, through share buyback programs of approximately € 240 million and a significantly increased dividend, up 50% in 2022, and a further 10% increase in 2023.

The continued successful execution of the strategic plan in recent years has strengthened Bekaert's financial performance, operational resilience and consistency, balance sheet position, cash generation potential, and the returns to shareholders.

Whilst this strategic plan remains clear and unchanged, the arrival of the new CEO, Yves Kerstens, in September 2023, has been a catalyst for the Board to review capital allocation priorities. Building on the strong foundations of business and financial improvements in recent years, the Board has concluded that it is now the right time to accelerate this plan and Bekaert's transformational agenda, to take advantage of growth opportunities. Therefore, the Board intends to prioritize investment in the business in the next 12-24 months, both organically and inorganically, and has taken the decision to pause the share buyback program.

⁶ The 2022 number is adjusted to exclude the disposed entities in Chile and Peru.

⁷ Net cash proceeds is the net from incoming cash related to the sales price (€ 132 million) and outgoing cash (bank position, € 27 million).

⁸ FCF is calculated from the Cash Flow Statement as Net Cash Flow from Operations minus Capex (Property, Plant and Equipment and Intangible Assets) minus net interest plus dividends received.

The group intends to maintain its policy of progressively growing the dividend year-on-year and therefore announced a gross dividend of € 1.80 per share (an increase of 9% year-on-year), to be proposed by the Board at the Annual General Meeting of Shareholders in May 2024.

Strategic and investment updates

Bekaert continues its strategic transformation with an increased focus on innovation and sustainability to improve our technology and market access in growing industries, as laid out in the Strategy and Knowledge - Intellectual Capital chapters.

At the Capital Markets Day in December 2023, Bekaert outlined its strategy and presented an update on what has been achieved in recent years combined with its plans and ambitious targets for the future. These included:

Clearly defined roles for the divisions, with the core businesses of Rubber Reinforcement and Steel Wire Solutions (SWS) continuing to lead their markets with premium and more sustainable solutions and focusing on margin improvement and cash conversion, while the growth platforms delivering into energy transition, construction decarbonization and advanced lifting and mooring industries are focused on capturing growth opportunities.
Within the core businesses, this is illustrated with actions in 2023 on footprint, cost saving programs, and mix improvements from higher adoption of stronger tensile tire cords and a higher weight of deliveries to energy and utility customers.
In the growth platforms, there is continued growth in the adoption of steel fiber reinforced concrete and of Currento® sales for green hydrogen generation.

The Group continues to invest in the organic growth of the company:

€ 188 million in property, plant and equipment, compared to € 157 million last year, supporting future growth in the core segments and increasingly also in the growth platforms. The largest growth investments in 2023 were done in Vietnam and India for Rubber Reinforcement, in the US for energy and utility applications in BBRG and Steel Wire Solutions, and for hydrogen, building products, and advanced cords applications
€ 73 million in R&D and Innovation activities (before the capitalization of some R&D projects and before deduction of grants and other R&D incentives), up € 3 million from last year
€ 19 million in intangible investments that relate mainly to investments in digital transformation projects and to € 7 million capitalization of R&D projects.

Consolidated financial statements

Income statement

in millions of €	2022	2023	Delta
Sales	5 004	4 328	-13.5%
EBIT	317	334	+5.5%
EBIT-underlying	410	388	-5.3%
Interests and other financial results	-39	-66	+67.1%
Income taxes	-74	-62	-16.2%
Group share joint ventures	54	47	-14.0%
Result for the period	289	253	-12.6%
attributable to equity holders of Bekaert	269	255	-5.3%
attributable to non-controlling interests	20	-2	-108.5%
EBITDA-underlying	591	561	-5.1%
Depreciation PP&E	189	178	-5.9%
Amortization and impairment	58	11	-81 %

Bekaert Capital Markets Day in London - December 2023

Balance sheet

in millions of €	2022	2023	Delta
Equity	2 230	2 166	-2.8%
Non-current assets	1 975	1 886	-4.5%
Capital expenditure (PP&E)	157	188	+19.6%
Balance sheet total	4 829	4 081	-15.5%
Net debt	380	254	-33.2%
Capital employed	2 133	2 115	-0.8%
Working capital	676	641	-5.2%
Employees as per 31 December	21 612	21 044	-2.6%

Joint ventures and associates

in millions of €	2022	2023	Delta
Sales1	1 208	1 019	-15.6%
Operating result	172	135	-21.5%
Net result	134	115	-14.1%
Capital expenditure (PP&E)	36	31	-13.9%
Depreciation	17	21	+25.2%
Employees as per 31 December	3 365	2 915	-13.4%
Group's share net result	54	47	-13.0%
Group's share equity	222	224	+0.8%

Sales joint ventures = € 1 220 million from the Brazilian joint ventures after addition of revenue from small joint ventures and elimination of intercompany transactions.

Combined key figures

in millions of €	2022	2023	Delta
Sales	6 212	5 347	-13.9%
Capital expenditure (PP&E)	193	219	+13.5%
Employees as per 31 December	24 977	23 959	-4.1%

More details on the financial results are included in Part II: Financial Statements of this report. Other marketplace related data such as direct economic value generated and distributed and financial assistance received from government are available in the Financial Statements §5.1, §5.2, §5.3, §5.4, §5.6, §6.13.

Ratios

	2022	2023
EBITDA on sales	11.3%	12.1%
Underlying EBITDA on sales	11.8%	13.0%
EBIT on sales	6.3%	7.7%
Underlying EBIT on sales	8.2%	9.0%
EBIT interest coverage	11.0	13.1
ROCE-underlying	19.8%	18.2%
ROE	13.4%	11.5%
Financial autonomy	46.2%	53.1%
Gearing (net debt on equity)	21.8%	11.7%
Net debt on EBITDA-underlying	0.64	0.45

Value chain

We believe in lasting relationships with our customers, suppliers, and other stakeholders, and are committed to delivering long-term value to all of them.
We promote and apply responsible and sustainable business practices in all our business and community relationships, consistent with internationally accepted ethical standards.
We comply with the regulations applicable to the responsible sourcing and handling of chemicals, lubricants, and other materials.
We cooperate with customers and suppliers to enhance sustainability throughout the value chain.
We develop, digitalize, and monitor manufacturing processes to ensure consistent quality and continuously enhance process and energy efficiency.

69 manufacturing plants¹

~2.5 million tons of wire rod purchased¹

€ 207 million in CAPEX consolidated (€ 238 million combined¹ )

100 LCAs in 2023

14 500 active suppliers

94% commitment to Bekaert Supplier Code of Conduct²

13 500 customers

High global NPS of 63

Bekaert recycled steel content standard

2.5 million ton carbon emission savings by ST/UT tire cords¹

1 joint ventures included 2 percentage relative to Bekaert supplier spend

Our operations

Bekaert operates 69 production plants (including subsidiaries and joint ventures) in 23 different countries in EMEA, North America, Latin America and Asia-Pacific. In 2023, they consumed and processed 2.5 million tons of wire rod, the company's main raw material. GRI 2-1, GRI 301-1

Total capital investment in 2023 was € 207 million, of which € 188.0 million in property, plant & equipment (PP&E), € 7.3 million in R&D projects, and € 11.4 million in investments driving the digital transformation. About € 21 million of the PP&E investments was allocated to sustainability programs that reduce energy intensity and CO2 emissions. Bekaert also invests in operational excellence programs, as part of the group-wide Bekaert Manufacturing System, which drives standardization, process and energy efficiency, product quality, digital modeling and monitoring, and waste prevention and reduction.

Better together with our suppliers

Our Supply Chain

Steel wire rod is the main raw material used for the manufacturing of steel wire products. Bekaert purchases different grades of wire rod from steel mills from around the world and transforms them into steel wire products by using mechanical and heat treatment processes, as well as by applying unique coating technologies.

We also increasingly develop and produce products based on other metals and materials, beyond steel.

The products manufactured by Bekaert are shipped to industrial customers who then further process our materials into half or end products; or to end customers, directly or via distribution channels. GRI 2-6

Steel wire rod represents more than half of our total purchase spend and is ordered from vendors all over the world. The purchasing function manages the supply process. GRI 301-1

In sourcing raw materials and other supply needs, Bekaert sources locally (i.e., in the same region as where the materials are being processed) unless the sourcing options are inadequate in terms of quality, quantity or cost. In 2023, 93% of our purchases were sourced locally, a small increase on the previous year.

Bekaert purchases from different sources, in line with the product quality requirements and the sourcing options available. During 2023 we worked with around 14 500 suppliers¹ in total, 52% of whom delivered into EMEA, 8% into Latin America, 10% into North America and 32% into Asia Pacific. GRI 2-6, GRI 204-1

Responsible sourcing of minerals

Bekaert recognizes the importance of responsible sourcing. In 2023, all suppliers covered by the Responsible Minerals Initiative (RMI) signed the Bekaert Supplier Code of Conduct (or delivered proof of following its principles), 100% signed the Bekaert Policy on Conflict Minerals, and 100% of our tin and tungsten suppliers completed a Conflict Minerals Reporting Template (CMRT), sharing details on the smelters used upstream. Based on an improved digital approach for monitoring suppliers in scope, we are currently in the process of having suppliers agree to our updated Responsible Minerals Sourcing policy and providing the latest CMRT version via our e-procurement platform.

RMI is an initiative of the Responsible Business Alliance (RBA) and the Global e-Sustainability Initiative (GeSi), which helps companies from a range of industries to address conflict mineral issues in their supply chain. GRI 3-3

Supplier monitoring and commitment

Bekaert's procurement department continued its engagement with suppliers to enhance sustainability awareness and control in the upstream value chain. The Bekaert Supplier Code of Conduct outlines environmental, labor, and governance related requirements that suppliers must comply with. At the end of 2023, this supplier commitment represented 94% of our spend.

In 2023 the procurement department implemented an improved supplier sustainability due diligence process, to ensure that the conduct of new suppliers is aligned with our values and to monitor existing suppliers' adherence to Bekaert's Supplier Code of Conduct. Additional third-party data which considers structured and unstructured input across environmental,

social, and governance topics is used alongside already gathered data (e.g. CSR audit results and EcoVadis assessments) to assess the potential risks and to highlight where mitigation actions are required. Bekaert collaborated with Altares Dun & Bradstreet to expand the respective analysis and monitoring scope.

At the end of 2023 Bekaert signed an agreement to join SEDEX, a leading platform for supply chain sustainability data sharing, in preparation of thirdparty on-site supplier audits according to the SMETA² framework.

¹ Joint ventures excluded - Some suppliers deliver into multiple regions, which clarifies a total above 100%.

² SMETA (SEDEX Members Ethical Trade Audit) is the proprietary auditing framework of SEDEX (Supplier Ethical Data Exchange) and is considered a leading supply chain sustainability audit methodology.

Bekaert engages strategic suppliers, suppliers in the upper three segments of our supplier segmentation (see below), in its sustainability agenda via EcoVadis. Strategic suppliers are expected to reac an EcoVadis score above 45 based on an assessment completed within the past 3 years. 41% of our 2023 strategic supplier spend was with suppliers meeting these expectations. The platform provides visibility on the sustainability performance of our important suppliers and on the areas for improvement. EcoVadis assessments are embedded into our procurement processes. EcoVadis rating information is requested during new supplier onboarding via our digital procurement platform – eBuy. Assessment results are considered in the annual evaluation of supplier performance and assessment levels are incorporated into our Supplier Relationship Management (SRM) framework, being a key enabler for improved collaboration with potential and existing preferred suppliers and partners.

Suppliers of critical materials and services are formally evaluated on a yearly basis, and corrective action plans are put in place when the minimum required levels have not been reached. These action plans are closely monitored to keep the focus on improvement high.

At Bekaert, we closely monitor the compliance of our activities with the EU REACH chemicals regulation, and we ask our suppliers to verify their REACH compliance regarding their supply of raw materials.

We conducted 69 supplier audits in 2023 compared with 41 in 2022. Supplier audits are scheduled and prioritized based on quality assurance, changes to or expansions of critical supplier processes, and risk of not meeting the applicable target criteria.

Concluding Key Supplier Agreements remains very important for the purchase of wire rod and other supply categories as they enable us to build effective partnerships in which sustainability, supply chain integration, and innovation are explicit building blocks.

GRI 3-3, GRI 308-1, GRI 308-2, GRI 407-1, GRI 408-1, GRI 409-1, GRI 414-1, GRI 414-2

Co-development / Supplier-led innovation

We partner with a select group of high potential suppliers to jointly innovate and make breakthroughs for the sustainable future of our industry.

Sustainability performance improvement

We engage our strategic suppliers on sustainability through our EcoVadis program. Supplier sustainability performance is evaluated as part of supplier performance reviews and is a key factor in becoming a Bekaert preferred supplier.

Supply chain due diligence

We ensure that suppliers committing to our supplier code of conduct act according to its principles. By proactively monitoring the ESG risk of all Bekaert suppliers with a data-driven approach, we are quickly able to identify and mitigate risks.

Note: Bekaert considers Partners, Preferred and Monitored segments as 'strategic' suppliers

Be the leading partner for our customers

Quality as a top priority

Quality is essential for good customer relations. Our customers have a choice, and we strive to be their best choice. We support our customers by adding value to the products and solutions we provide. It is key to meet our customers' quality expectations, both in terms of product specifications, service levels, and current and future development needs. It is the basis of creating customer value and a reflection of the Bekaert brand.

Recommended by our customers

Bekaert has conducted a Net Promotor Score (NPS) survey across all businesses and geographies in the period November 2022 (Rubber Reinforcement globally and Steel Wire Solutions Latin America) – April 2023 (all other business units and regions). The survey gauged the loyalty of customer relationships by measuring the likelihood that customers would recommend Bekaert to other companies, colleagues, or business partners. The survey tool was integrated within the Bekaert CRM platform.

The NPS survey led to a very strong score of 63, exceeding the previous global survey of 2020 (55) and significantly outperforming the average NPS of international B2B manufacturing companies (between 20 and 30). Quality and technical support were the main promotion drivers across the board. We use the outcome and full analysis to determine which strengths are valued most by our customers and in which areas we can and must further improve.

Tire reinforcement with third-party certified, high recycled steel content

In the spirit of creating a better tomorrow, Bekaert has been setting the industry standard for tire reinforcement with high recycled content. Our respective portfolio offers a minimum recycled content of 50% for tire cord and 70% for bead wire, which reduces the CO2 footprint of our product by about 50% and hence contributes to a circular economy.

As a milestone on our sustainability journey, Bekaert has obtained thirdparty certification for tire reinforcement with high recycled content. Such certification helps meet the rising demand of our customers and addresses a critical challenge in the industry.

Third-party certification of both Bekaert and our wire rod suppliers enables us to provide our customers with a guarantee of recycled content based on traceability and on recognized industry standards. This certification then allows customers to confidently include the recycled content of Bekaert products in the tally of recycled content in their tires. Rigorous processes at our wire rod supplier's factory and at the Bekaert steel cord plant allow Bekaert to track the composition and recycled content throughout production, storage, and transport. As a result, it can be guaranteed that the steel cord and bead wire supplied to our customers contain the declared amount of recycled steel.

Bekaert has supplied in 2023 the first batches of third-party certified tire reinforcement with high recycled content to customers. The offering is gradually made available to our customers across the globe. To support the industry in overcoming the lack of common definitions around recycled content, Bekaert has published its normative standard, thereby setting a new industry standard for tire reinforcement.

Life Cycle Assessments (LCAs) and Environmental Product Declarations (EPDs)

At Bekaert, LCA is a crucial analytical tool that we use to drive our business and sustainability strategy. We conduct LCAs for transparency, to quantify our impact and to demonstrate the sustainability of our products to our customers, using an AI driven tool for maximum scalability.

We furthermore integrate LCAs/EPDs into our business strategy discussions and decision-making processes. As a result, we engage in meaningful conversations with our customers regarding new product developments or partnerships and utilize LCAs as a compass to identify initiatives that contribute to our short- and long-term business strategy.

LCAs are also integrated into our technology & innovation process, ensuring that every new product, service, or technology that we develop, contributes to sustainability.

Our commitment to sustainability continued in 2023 as we conducted over 100 LCAs, which gave us valuable insights into the environmental impact of our products, spanning their entire lifecycle. Additionally, we received thirdparty verification for more than 45 LCAs, meeting the strict criteria as laid out in the EU Taxonomy.

We are also actively pursuing EPDs for our products to enhance transparency on our sustainable solutions. For instance, in 2021 we obtained an EPD for our Dramix® steel fibers for concrete reinforcement production in Petrovice (Czech Republic), demonstrating its excellent sustainability credentials. Thanks to this EPD, anyone involved in the construction industry – from architects to developers – is able to compare Dramix® with traditional concrete reinforcement solutions for numerous projects, helping them to choose the most sustainable and durable solution for the entire lifecycle of their constructions.

In addition to this, we have obtained EPDs for our road (Mesh Track® and Fortifix®) and masonry (Murfor® Compact) reinforcement solutions, as well as for steel strands for cable stayed bridges, produced in Hlohovec (Slovakia). As another crucial step toward promoting transparency, we acquired an EPD for our galvanized wires manufactured in Bohumín (Czech Republic) in 2023.

We also invest in continuous learning and development. In 2023, we hosted an internal webinar, training over 300 employees on the significance of LCAs and EPDs for value creation. The session showcased how we can harness these tools to propel Bekaert toward a more sustainable future. For us, LCAs and EPDs are not merely metrics; they serve as the guiding compass in our commitment to sustainability.

Bekaert Dramix® obtains Solar Impulse Foundation label

In early 2023 Bekaert became a partner of the Solar Impulse Foundation, a key non-profit foundation established by Bertrand Piccard, dedicated to promoting sustainable and profitable solutions. Dramix® steel fiber for lowcarbon concrete reinforcement is the first Bekaert solution to receive the Solar Impulse Foundation Label.

Bertrand Piccard, initiator and chairman of Solar Impulse Foundation, met with Bekaert team members to hand over the Solar Impulse Foundation Label for our Dramix® steel fibers.

Planet

At Bekaert, we believe it is our responsibility to create a better tomorrow.

We are committed to substantially reducing our carbon footprint and our emission reduction targets have been validated by the Science Based Targets initiative (SBTi).
We continually improve energy efficiency so that we reduce the energy that we consume in our operations.
We increase the share of renewables in the energy that we use, wherever possible.
We avoid the discharge of untreated effluent from our production processes.
We work to reduce waste and to limit our water consumption, especially in water-stressed regions.
We promote a circular economy by optimizing the amount of recycled input materials in our manufacturing processes and by recycling 100% of our steel scrap.
We develop sustainable solutions which contribute to a cleaner environment, and which aim to reduce the environmental footprint of our products over their entire life cycle.

41% of electricity used is from renewable sources¹

20% of wire rod purchased is from recycled steel¹

900+ individual projects in our decarbonization roadmap

520+ ideas identified so far in 'You know Watt' program

SBTI-approved targets for GHG emission reduction

Scope 1 & 2 GHG emissions: reduced by 15%² Scope 3 GHG emissions from purchased wire rod: reduced by 3%²

Water withdrawal¹ : reduced by 20%²

EU Taxonomy alignment 2023 revenue = 42%

1 joint ventures included ²versus 2019 baseline

Our strategy and ambitions

We create value through sustainability.

In 2023 we further stepped up our activities in order to make substantial progress towards achieving our environmental ambitions and targets.

In line with the Paris Agreement to limit the global temperature rise to 1.5°C, we have set a target to reduce our Scope 1 & 2 Greenhouse Gas Emissions¹ the majority of which comes from gas used within our factories and from the electricity we purchase - by 46.2% by 2030 (compared to 2019) and to reach Carbon Net Zero by 2050.

We have also set a target to reduce our Scope 3 emissions associated with purchased goods and services by 19.7% by 2035 (compared to 2019).

By committing to these targets, we are taking bold steps, thinking beyond tomorrow, enabling improvements through innovation, and basing our initiatives on the latest science that will help create a sustainable future in the longer term.

We are determined to improve life and create value for all our stakeholders by making a positive impact with our sustainable solutions and through sustainable operations.

With this in mind, we have established an ambitious plan that addresses the most pressing sustainability-related challenges and, at the same time, presents a wide range of opportunities, for Bekaert and for the environment. GRI 2-22, GRI 3-3

¹ Scope 1 (direct GHG emissions): GHG emissions from sources that are owned or controlled by an organization. (e.g. GHG emissions from fuel and gas combustion) Scope 2 (energy related indirect GHG emissions): GHG emissions that result from the generation of purchased or acquired electricity, heating, cooling, and steam consumed by an organization Scope 3 (other indirect GHG emissions): indirect GHG emissions not included in Scope 2 (energy related indirect) GHG emissions that occur outside of the organization, including both upstream and downstream emissions (e.g. transport)

Decarbonization roadmap: scope 1 & 2 emissions reduced by -15.1% compared to baseline

We joined the Business Ambition for 1.5°C campaign, which is an urgent call to action from a global coalition to limit global warming, in 2022, and our ambitious science-based GHG reduction targets were subsequently independently validated by the Science Based Targets initiative (SBTi). By signing up and committing to science-based targets, we became part of the UN Climate Champions' Race to Zero and through this we aim to make a significant impact in the fight against climate change.

We have developed a clear roadmap to achieve our decarbonization targets and can demonstrate tangible progress.

In 2023, Bekaert's consolidated scope 1 & 2 GHG emissions reduced by -4.6% compared to 2022 and by -15.1% compared to baseline year 2019, on track toward reaching our target of -46.2% by 2030 versus the baseline. GRI 3-3

In addition, our consolidated scope 3 GHG emissions from purchased wire rod reduced by -5.1% compared to 2022 and by -3.1% compared to 2019.

Our decarbonization roadmap currently comprises more than 900 individual projects covering a range of decarbonization levers such as energy efficiency, on-site renewables, renewable energy purchase, and other solutions.

In order to move toward net zero in 2050, we will further improve our energy efficiency, use more renewable energy, optimize our production processes, and for our currently gas-fired processes, we will investigate electrification, the use of biofuels, and/or green hydrogen.

Using and investing in renewable energy sources

One of our key enablers to reduce greenhouse gas emissions is the use of renewable electricity, where available. In total, 41% of the electricity we consumed came from renewable energy sources in 2023 (including JVs). In Brazil, Colombia, Ecuador, Venezuela, Romania, and the US, most of Bekaert's electricity already comes from renewable energy sources.

When it comes to renewable power generation, we are focusing on solar and wind energy. As shown in the table below, we consider investment opportunities in solar and wind farms and enable our plants to source an increasing share of renewable energy. In recent years we have invested in a solar farm at our manufacturing site in Burgos, Spain, and in (v)PPAs in the US and in India, efforts which will drastically reduce the emissions of our manufacturing footprint in those countries. We have plans for additional onsite renewable energy generation and PPAs in 2024 and beyond. GRI 3-3

Lever	Description
	On-site renewable energy investments Solar field (ground-mounted) in Burgos, Spain (16 GWh/ year, installed in 2023)
	Wind turbines in Zwevegem, Belgium (13 GWh/year, installed in 2019)
	Roof-mounted solar panels in Aalter, Belgium (1 GWh/ year, installed in 2020)
	Future solar field (ground-mounted) in Italy (11 GWh/ year, projected to be installed in 2024)
	Third-party financed solar farm in several of our Jiangyin plants, China (completion in 2024)
Power Purchase Agreements	(V)PPAs:
	Kings Plain, US (wind farm, 125 GWh/year, from 2020)
	P1&2, India (solar farm, 54 GWh/year, from 2021)
	P3, India (solar farm, 14 GWh/year, from 2023)
	Rockhound, US (solar farm, 75 GWh/year, projected from 2025)

² More details on Bekaert's 2023 environmental performance and targets are included in Part II: Environmental Statements of this report.

On-site solar farm in Burgos, Spain

As a major milestone in our sustainability strategy, Bekaert has installed a solar farm on the grounds of its plant Industrias del Ubierna SA (Ubisa) in Burgos.

The solar farm installation is fully operational and is one of the largest facilities of its type built in Spain to date. The new solar park covers an area of 8 hectares, equivalent to 10 soccer fields, and includes 18 300 bifacial solar panels. The park has a total capacity of 12 MWp and will produce a total of 16 000 MWh/year of electricity for Bekaert's consumption. This amount is equivalent to cover 15% of the plant's electricity needs and makes Ubisa the tire reinforcement plant with the lowest CO2 footprint globally, thanks to solar energy combined with Spain's green grid, plus our power purchase agreements and use of biomass.

Developing and installing eco-friendlier production processes in our plants worldwide

We develop and implement standard solutions and initiatives that aim to reduce energy consumption and greenhouse gas emissions. The Bekaert Manufacturing System (BMS), a longstanding improvement program focused on manufacturing excellence, is centered around energy and emission reduction measures.

As outlined earlier, we are investigating different options to fully decarbonize our use of thermal energy (primarily gas) by 2050. One initiative is about exploring the possibility of electrifying our heat treatment processes. In Burgos (Spain) we are running a pilot project on a small production line. GRI 3-3

EU Taxonomy: our aligned revenue increased from 1% in 2022 to 42% in 2023

Another domain is related to EU Taxonomy, which aims to channel capital towards sustainable activities, with the end-goal of financing sustainable growth and achieving the EU objective of becoming climate neutral by 2050.

In 2021, we mapped all the manufacturing activities, investments, and applicable expenses of the Bekaert consolidated entities and matched them with the activities described in the two environmental objectives of EU

Taxonomy, climate change mitigation and climate change adaptation, to analyze their eligibility, i.e. their potential to be environmentally sustainable.

In 2022, we assessed the alignment of these activities, i.e. their compliance with the EU Taxonomy criteria to be considered 'green' (Substantial Contribution Criteria – Do No Significant Harm – Minimum Safeguards).

Building further on the outcome of 2022, in 2023 we expanded the scope from two to all six environmental objectives of the EU Taxonomy, taking into consideration further amendments and recommendations from the European Commission. The outcome of this analysis is included in the detailed environmental statements in Part II of this report.

Contributing to a circular economy

True sustainability can only be achieved through circularity. That is why we are increasing our contribution to a circular economy across the lifecycle of our products and our value chain.

Bekaert has a validated SBTi Scope 3 target to reduce purchased goods and services emissions by 19.7% by 2035. A key focus is on the wire rod we purchase, as this represents more than 90% of the related emissions. Recycled content in wire rod is an essential contributor to reach the target. Scope 3 emissions from wire rod decreased by -5.1% compared with 2022. This was primarily due to a reduction in volume consumed, rather than by an increased share of recycled steel content. In 2023, we also doubled the share of wire rod suppliers providing direct data on the full scope of their emissions, which is helpful in better aligning our future purchasing decisions. More information on our Scope 3 emissions is available in Part II - Environmental Statements of this report. GRI 3-3

In calculating the share of recycled steel in the wire rod we purchase, we focus on collecting granular data directly from our suppliers, supplementing where necessary with internationally renowned databases and estimated values based on the steel making technology used. Data quality is important and therefore we are working closely with our strategic suppliers and international organizations to pave the way for more standardized and certified reporting. To increase the content of recycled raw materials, we adopt techniques in our product and process design that support the use of scrap-based steel wire rod. Applying the ISO 14021 definition, the total of pre-consumer and post-consumer recycled content in wire rod was 20% in 2023. This represents a drop compared with 2022 because of supplydemand imbalances in the recycled steel market and an increase in direct, more accurate recycled content information obtained from the wire rod mills. In line with our scope 3 roadmap, we will continue to engage our suppliers on making progress on technical trials with more sustainable materials and technologies, and a further improvement in data quality and availability. This should help accelerate material circularity and decarbonization as from 2026.

Business units are taking initiatives to increase the amount of recycled content in their products, driven by market and customer needs. A great example of this is the recently published press release for our highest revenue product group, tire reinforcement: Bekaert delivers first batch of tire reinforcement with third-party certified recycled steel content to Bridgestone Corporation. More information thereon is included in the previous chapter: 'Our Performance in 2023: Value Chain'.

Zinc and copper are also key raw materials for Bekaert with around 20 000 tons and 2 500 tons purchased respectively per year. In 2023 we gathered recycled content information, based on the ISO 14021 definition, directly from suppliers for 90% of the zinc volume and almost 100% of the copper volume. The resulting total recycled content of zinc for 2023 equals 28% and 5% for copper. By analyzing the obtained data, we will identify opportunities to increase the recycled content in 2024 and beyond. GRI 301-1, GRI 301-2

The procurement department has also been working on material sustainability topics related to packaging, focusing on reuse, recycled content, and reduction. Spools are an important type of packaging for Bekaert, as most of our products are wound on spools to be delivered to our customers. In 2023, we achieved high spool reuse with 98.4% of tire cord spools being reused. 100 % of the tire cord cardboard boxes we purchase and use in China, India, and Indonesia are made from recycled paper. Additionally, initiatives have been undertaken to reduce the amount of packaging used, with one initiative reducing cardboard layers resulting in 1.3 kg/box-saving or an annual impact of 104 tons. Similarly, a pilot has been undertaken to reduce the thickness of plastic bags by 20% and increase their recycled content by 30%. GRI 3-3, GRI 301-2

We design for high durability, less material use, recyclability, easy disassembly, and adaptability of the products we manufacture. Our sustainable solutions ensure extended lifetime or achieve the same lifetime with less material, both of which substantially reduce the overall GHG emissions compared to the mainstream alternatives in the market. Additionally, we aim for leaner processing, not only in our own manufacturing processes but also for those of our customers. We assist our customers in increasing the processing efficiency of our products and decreasing waste generation.

We invest in waste management that prioritizes recycling over disposal. For instance, in addition to reducing our freshwater intake, we recycle and reuse water many times until it cannot be further recycled.

Additionally, we partner with local recycling companies to recycle our waste. 100% of all steel scrap is returned to the steel industry for recycling. We also support local circular economy initiatives beyond the products that we supply.

To reduce water consumption, especially but not exclusively in waterstressed areas, we focus on:

Infrastructure-related consumption (e.g. water leakage management, control of evaporation losses, steam condensate reuse);
Process water use (e.g. conductivity-controlled rinsing, wastewater recovery); and
Sanitary water controls (e.g. water saving faucets in bathrooms).

KPI	2021	2022	2023
Number of water saving projects implemented*	6	22	30
Water saved (m3 /ton end product)*	0.11	0.25	0.26

For waste, we focus on three main categories which together account for ~80% of total hazardous waste produced:

Hydrochloric acid
Sludge from wastewater treatment
Lubricants

KPI	2022	2023
Number of waste reduction projects implemented*	4	12
Reduction in hazardous waste (kg/ton end product)*	2.20	3.90

* cumulative figures (2021 +) 2022 + 2023

By innovating, using materials and energy that don't cost the earth, we contribute to a low-carbon society and preserve our natural resources. GRI 3-3, GRI 306-2

Focus on energy consumption and on prevention & risk management

Given our ambition to reduce our carbon footprint and the importance that energy consumption will play going forward, the energy intensity approach within the Bekaert Management System program has been elevated through a program called 'You Know Watt'.

You Know Watt

Recognizing the significant carbon and wider environmental footprint associated with producing our products and solutions, our global program, 'You Know Watt' aims to further reduce our energy use, water consumption, and waste generation in a structured way.

We believe in the power of learning by doing. Therefore, based on several pilot projects, we have designed and implemented a dedicated and comprehensive improvement program covering energy, water and waste, which moves from plant to plant, following a structured process at each site over a two-to-three-month period. We bring You Know Watt to local teams, evaluating findings, implementing efficiency improvements, and sharing improvement ideas and best practice across the company.

'You Know Watt' focuses on:

Measuring energy/water consumption and waste generation
Building awareness of the importance of energy efficiency, water conservation and waste reduction
Identifying potential improvement opportunities
Evaluating each opportunity
Implementing those which are technically and economically feasible, using standard solutions where possible

As shown in the table, we have further rolled out our You Know Watt energy efficiency program across Bekaert's major manufacturing plants in 2023. So far, all plants that have completed their You Know Watt wave have identified more than 15% potential energy savings on average, based on projects with a reasonable financial payback. GRI 3-3, GRI 306-2

KPI	2021	2022	2023
Number of manufacturing sites covered	1	6	9
Number of employees covered by awareness training	530	5 988	4 241
Number of new energy saving initiatives identified	30	418	527
Additional new identified energy savings (GWh)	25	249	190
Number of energy saving initiatives implemented	111	128	246
CO2 savings (kt CO2)	20	14	36

Furthermore, the key energy efficiency levers identified through You Know Watt are summarized in the table below.

Key energy efficiency levers	Description
Motor replacement	(1) Replacing old and inefficient motors with new high-efficiency motors (2) Rightsizing motors and drives to match the required duty and load
Heat recovery and recuperation	Recovery and reuse of waste heat from different production areas, including furnaces, molten metal baths, and compressor rooms
Process rerouting	Reducing the energy intensity of certain processes by moving from larger, slower-turning machines to latest generation lower energy consuming machines through process routing optimization
Optimized torsion on cabling and bunching machines	Upgrade of torsion disks with the latest Bekaert technology to lower the air friction in cabling and bunching machines

Prevention and risk management

Prevention is better than mitigation. Our prevention and risk managementrelated activities include, amongst other initiatives:

Programs to reduce our water consumption, especially but not exclusively in water-stressed areas. Total water withdrawal in 2023 was -20.6% below the baseline year 2019 and -13.7% lower than in 2022.
Steel scrap reduced by -15% compared to 2019 and by -1% compared to 2022.
Protection against soil and groundwater contamination with physical primary and secondary containment as well as condition monitoring and preventative maintenance.
At the end of 2023, based on the number of Bekaert manufacturing plants, 96% have ISO9001 certification (quality) and 84% have ISO14001 certification (environment), both under the umbrella of a corporate integrated management system.
As a recognized supplier to the automotive industry, Bekaert chose to have its relevant manufacturing plants certified against IATF 16949 quality management requirements. At the end of 2023, 22 sites (+10%) were certified across our business units and were subject to a corporate audit scheme. In addition, 11 (+37%) sites are ISO50001 certified, which demonstrates to stakeholders the ambition of Bekaert to be more energy efficient.
We comply with the EU regulations on hazardous substances (RoHS) in products.
In addition, a comprehensive assessment of physical climate change risks and related mitigating actions has been undertaken. More information is available in Part II: Control and ERM in the Corporate Governance Statement of this report.

GRI 2-27, GRI 3-3, GRI 303-1, GRI 303-2

Sustainable products and solutions

We offer products and solutions that embed sustainable practices across their lifecycle and our value chain, contributing to making the world more sustainable. Read all about our products and solutions that contribute to a cleaner environment in the 'Knowledge' section included hereafter. GRI 302-5

Along with the fight against climate change, the preservation of biodiversity is an important environmental challenge for the planet. At the current rate, half of all living species could disappear a century from now.

In response to this concern, we are in the process of assessing the potential impact of our operations on biodiversity. We have screened all our sites in relation to their proximity to, and their potential impact on, designated protected areas and/or areas of high biodiversity value.

Whilst the vast majority (~97%) of Bekaert sites are located in industrial zones, 2 out of the 69 production plants (including JVs) are located close to protected or high biodiversity areas, but there is no evidence of any environmental impact from Bekaert operations on these protected areas. Even though biodiversity was not considered a 'material topic' for Bekaert in the 2023 double materiality assessment, we will obviously continue to ensure adequate prevention and protection measures. GRI 304-1

Knowledge

Our research and innovation activities are aimed at creating value for our customers, for our business, and for all our stakeholders to prosper in the long term.
We co-create with customers and suppliers around the globe to develop, implement, upgrade, and protect both current and future technologies.
We listen to our customers to understand their innovation and processing needs.
Knowing how our products function within their production processes and products is key to developing value-creating solutions.
We accelerate our innovation agenda and upgrade the innovation pipeline. We deploy Industrial IoT in our manufacturing and modeling innovations.
We extend the scope of our innovation activities beyond steel to grow into new materials, new markets, services, and solutions.
We build key positions in specific business ecosystems to accelerate our innovation progress and leverage the benefits of collaboration between technology leaders.

€ 73 million in gross R&D spend € 9 million R&D grants received 508 R&I staff and 356 Engineering staff € 19 million investments in digital assets

30 first patent filings in 2023 2100+ patent rights in portfolio 2000+ trademarks and trademark applications +84% of our plants are digitalized

Highlights in 2023

Innovation is one of the key focus areas of the Bekaert business strategy. 2023 was a pivotal year for us with great progress made in the execution of the innovation pipeline and the research for new innovative solutions in key markets. The Technology and Innovation (T&I) pipeline is well aligned with the priorities Bekaert has set for its growth platforms, by expanding the product portfolio of sustainable solutions in the large and growing endmarkets of construction decarbonization, energy transition, advanced lifting and mooring, and e-mobility.

In 2023, the gross R&D expenses, before deduction of grants, tax credits, and capitalized spend, amounted to € 73 million, compared to € 70 million in 2022. The increase¹ reflects our focus on portfolio development, customercentric co-creation, as well as capability building.

To accelerate innovation, we also shifted our innovation portfolio toward a more differentiated solutions offering. We ensure a good balance with Bekaert's other transformational priorities - digital and sustainability - by prioritizing innovation projects that enable value-creating services to our customers.

In our main technology center in Deerlijk (Belgium) we established a new R&D laboratory with dedicated equipment and experts for the development and testing of new green hydrogen electrolysis technologies. We also invested in new pilot lines for designing and testing the production processes of product innovations. These investments underpin Bekaert's commitment to raise its offering of sustainable solutions.

In 2023, we further implemented the sustainability design criteria such as Life Cycle Analysis and we ran company-wide ideation campaigns with regards to circularity of existing and new products.

We also elevated the processes and standards we use to run our innovation quality system. By investing in the team's capabilities and implementing agile ways of working, we are well set for mastering our process innovations and bringing new solutions to the market quickly and successfully.

¹ Grants, tax credits, and the capitalization effect of R&D spend amounted to more than € 16 million in 2023, resulting in net research and development expenses of € 57 million in the 2023 consolidated income statement, compared to € 62 million in 2022. The consolidated income statement is included in Part II – Financial Statements of this report.

Bekaert Group Executives and Board Members visit BARDEC

Bekaert develops advanced innovative solutions addressing the needs of customers globally, all while considering the local market needs. At BARDEC, our R&D Center in Jiangyin (China), Bekaert Executives and Board Members had the opportunity to get a glimpse into the work of the R&D team who gave an update on process developments, testing services, and product innovations, such as the new range of ultra tensile (UT) steel cord products developed and launched.

Designing for a sustainable future

'The best way to predict the future is to create it', one of Peter Drucker's famous quotes, inspires us to take the lead in developing sustainable products and processes that accelerate the innovation progress in emobility, construction decarbonization, advanced lifting and mooring, and the energy transition.

More than 85% of Bekaert's global portfolio of R&D projects is targeting distinct sustainability benefits. We design and develop products, processes, and services that embed sustainable practices across our value chain. These include, among others, the following innovations:

• Extension of the super- (ST) and ultra-tensile (UT) tire cord range with ever thinner and stronger filaments and cord designs that allow tire

makers to produce tires with lower weight, thinner plies, and lower rolling resistance. This improves the battery life of electric vehicles and reduces the CO2 emissions of conventional fuel vehicles by up to 5%. Based on actual data, generally accepted conversion models, and test results, the CO2 savings attributable to Bekaert ST/UT cords amounted to at least 2.5 million tons in 2023.

Moreover, our process innovations in rubber reinforcement create significant benefits related to circularity and the responsible use of materials in general. Examples thereof are the higher share of recycled content in the steel wire rod used for tire cord and bead wire, and TAWI®, our ternary alloy wire coating on tire cord filaments, which allows tire makers to remove cobalt from their rubber compounds.
Ampact™, our PEEK-coated copper wire for the next generation electric engine stators, is in process of homologation.
Currento®, Bekaert's porous transport layers, increase the performance and durability of electrochemical devices used in hydrogen production. We continue to innovate in-house from our newly established hydrogen lab in Deerlijk (Belgium) and further expand our expertise by building a strong position in the entire hydrogen ecosystem, among which through partnerships with other leading innovators.
- In 2023 we invested in Ionomr Innovations. Headquartered in Vancouver, Canada, Ionomr is a leader in the development and commercialization of advanced proton- and anion exchange membranes in electrolyzers for green hydrogen production. There has been extensive collaboration between us, primarily focused on the development of AEM electrolyzer components.
- Moreover, Bekaert and Toshiba concluded a strategic agreement to commercialize a key component for proton exchange membrane (PEM) electrolyzers for green hydrogen production. The agreement will combine Bekaert's leading expertise in the scale manufacture of Porous Transport Layers (PTL) with the Toshiba-developed Alternating Catalyst Layer System (ACLS) to create a new generation of Membrane-Electrode Assemblies (MEA). The combination of technologies will enable a significant reduction in the use of iridium in the manufacture of PEM electrolyzers by over 90%, which is a winning solution seen the scarcity and cost of this precious metal.
Bekaert further extended the range of steel and synthetic mooring rope solutions for offshore floating windfarms and offers fully integrated solutions for mooring turbines from the seabed to the floater. The 2023 majority participation in Flintstone Technology Ltd enriched our offering with connectors and tensioners.

• Bridon-Bekaert Ropes Group supplies Armofor® thermoplastic tapes for light-weight, non-metallic pipes in energy markets. These pipes save a significant amount of CO2 due to their anti-corrosion characteristics, which ensures a much longer durability compared with traditional carbon steel pipes, and they are much easier and faster to install. While initially developed and used as water injection pipes for oil extraction, they are being redesigned by Bekaert for use in a broader range of applications like the transportation of CO2 and of hydrogen and hydrogen derivatives.

Scaling up engineering services, open innovation, and customer development collaboration aimed at construction decarbonization

In 2023 Bekaert established Falconix, an in-house Design Engineering office in Germany, to support customers in structural engineering applications like rafts (building foundations).

We also invested in Zacua Ventures, a venture capital organization focused on investments in the built environment at a global scale. Zacua Ventures drives value and growth for its partners and entrepreneurs by providing them access to innovative, sustainable construction technologies, insights into emerging trends, and scalability through a network of industry leaders.

An example of co-developing with customers is the partnership concluded with Holcim, a global leader in innovative and sustainable building solutions, to develop new fiber types for their ultra-high performance concrete product line. GRI 2-6, GRI 3-3, GRI 302-5

Engineering

Bekaert's in-house engineering department takes up a leading role in equipment technology development. To do that, we further increased the collaboration with other technology departments and external partners. At the same time, we are creating an ecosystem of knowledge clusters in engineering solutions and services with the purpose to support the plants in their journey toward world class manufacturing.

Engineering has aligned its roadmaps with the overall Bekaert ambition. Significant steps have been taken to address the growth plans of Bekaert in new or fast-growing business areas. To name one, we enable the capacity expansion of the manufacturing activities that produce Currento® porous transport layers used in electrolyzer stacks for green hydrogen power. Our proximity to customers and to Bekaert production plants, combined with extensive market knowledge, allow us to investigate opportunities quickly and be ready for capacity needs driven by demand.

Bekaert Engineering intensified its focus on safety, sustainability, digitalization, and automation efforts. We make our machines more energy efficient by developing and deploying standard technical solutions, while exploring new concepts for process and equipment breakthroughs. By adding intelligence to our machines and processes, we gain more insight into the performance of our machines and increase efficiency and quality. More automation also further increases the ease of running and monitoring our operations.

Engineered for safety

Our heritage implies that several generations of equipment are being used in our manufacturing plants. The engineering and safety, health and environment teams have joined forces to upgrade old machines to the newest safety standards and make them less prone to human errors. The underlying principle is that human behavior, such as distraction for whatever reason, should not cause life-altering injuries to anyone. As such, it represents an important facet in our 'no-harm-toanyone' safety ambition.

Intellectual property

The Intellectual Property department of Bekaert takes care of patents, utility models, designs, trademarks, domain names and trade secrets for the whole Bekaert Group, including the joint ventures in Brazil. It also advises on IP clauses in various agreements such as joint development agreements and licenses. Furthermore, it ensures intellectual property rights are respected both through enforcement of Bekaert's rights and by checks concerning third parties' rights, which leads to a strong stance in the market and secures an excellent track record with no infringement actions brought to court against Bekaert for years.

At the end of 2023, the Bekaert Group had a portfolio of more than 2 100 patents and patent applications and more than 2 000 trademarks and trademark applications. The Bekaert Group has thereby renewed its focus on innovation and taken a more holistic approach to the protection of its intellectual property regarding new product and process technology developments, including digital assets and sustainable solutions.

This has led to a significant increase of filings for intellectual property rights in 2023 with 30 new first filings for patents, utility models and designs. GRI 2-27, GRI 3-3, GRI 418-1

Securing our digital assets

Cyber risks can affect intellectual property protection and data privacy. Therefore, information security - securing our company's and customers' data, assets, and privacy - is critical, especially with many of our team members working remotely. Our employees are our strongest link, and the most effective protection is their awareness of information security risks and cyber threats. Our Information Security Rules explain the actions we can take to defend against cybercriminals and ensure that our information remains protected. GRI 3-3

Digital@Bekaert

We leverage data engineering excellence and intelligence platforms to optimize our work methods and create value for our customers.

Our main areas of focus are Digital@Operations, Digital@Customer, Digital@Enterprise Process, and Digital@Sustainability. Data, AI, Automation, IoT, Cloud and other enablers help us optimize our processes and ensure a secure structure for delivering value.

Driving productivity and efficiency

We brought digitalization to seven additional Bekaert plants in 2023 and further upgraded the functionalities across 58 digitalized plants globally. We applied advanced analytics such as AI/Machine Learning as well as Internet of Things (IoT) to develop real-time process dashboards that led to increased cost efficiency.

Bringing value to our customers

We further built on the Dramix® Customer Engagement Platform (CEP) in 2023, which is a new digital go-to-market channel. The site provides seamless customer experience with innovative features, easy access to tailored content and useful information that deepens the understanding about how to build safer, smarter, and in a more sustainable way.

In August 2023, BBRG New Zealand launched www.cookes.co.nz, a website that showcases our digital transformation journey, serving both B2B and B2C markets. It offers features like order tracking, invoice status, rope certification, and more. The site reflects our commitment to improving customer experience and business operations.

Cracking the code of efficiency with Generative AI

2023 would not have been complete without GenAI. We embraced this truly revolutionary technology and launched ChatBKT to our employees. This Bekaert-customized version of ChatGPT was designed to significantly boost employee productivity. It has been a game changer for our colleagues, allowing us to confidently navigate the ever-evolving digital landscape and stay ahead of the curve.

Powering sustainability with digital

Digital@Sustainability brings value to the business by unlocking sustainability data. Four of our core sustainability KPIs are now automatically tracked and measured via the Sustainability Dashboard.

In line with our ongoing commitments to Bekaert's sustainability targets, we have taken significant steps to reduce the carbon footprint of our IT operations. This includes the closure of our Data Centers and migration to the (Azure) Cloud, resulting in a reduction of CO2 emissions from 4.2 tCO2 to 0.015 tCO2.

Enabling innovation with digital

Digital technologies have played a crucial role in driving innovation beyond traditional steel wire products and solutions across various domains.

We have embarked on a pilot project to explore the potential of Digital Twin technology in the Steel Fiber Reinforced Concrete (SFRC) domain. A digital twin for concrete is a virtual model that closely mimics the behavior and characteristics of a specific concrete structure or material. It is created by integrating real-time data from sensors, historical information, and simulation models.

The digital twin allows us to predict how the SFRC will perform under various conditions. By analyzing the digital twin, we can optimize the concrete mix to achieve the best balance between cost and performance. It helps ensure that the actual concrete structure meets the desired quality standards. Furthermore, with accurate predictions, we can reduce or eliminate the need for expensive and time-consuming tests (such as ITT tests).

The digital twin is built using data integration from various sources, including material properties, environmental conditions, and structural design. It incorporates machine learning models trained on historical data to predict behavior.

It can be visualized through 3D models, dashboards, or other interfaces.

We know that only focusing on mapping and leveraging cutting edge technologies for our employees and customers is not enough. That is why we also put emphasis on building connection points and capabilities in our teams when it comes to digital. In 2023, we delivered 20+ webinars and workshops for our employees on digital practices. We also introduced the Wisdom of the Crowd program, that leverages technology for tapping into the collective knowledge of our employees, increasing the number of ideas and solutions around specific topics, and fueling greater innovation.

All eyes on ropes: VisionTek

Our VisionTek optical measurement technology for predictive critical rope performance attracted the interest of ABB with whom we concluded a partnership in 2023. We will jointly explore service capabilities for mine hoist systems located in ABB customer sites worldwide. There are more than 600 active production and service mine hoists within ABB's global installed base and now there is an opportunity for us to serve these customers together. The services will include innovative approaches towards safety, availability, productivity, risk reduction and sustainability. Combining the best-in-class practices for preventative maintenance will be further enhanced by the integration of inspections, audits, and spare parts inventory optimization, for the complete hoisting system. BBRG's VisionTek condition monitoring solution for ropes and ABB's digital solution suite for mine hoist monitoring and optimization, ABB Ability™ Smart Hoisting, will be combined to provide asset health and condition performance monitoring platforms and services to mine hoist operations.

Open innovation

To build a strong ecosystem that supports our innovation portfolio differentiation, we continued to tap into opportunities for cooperation with strategic customers, suppliers and academic research institutes or universities. In 2023, we invested in early-stage companies and explored the set-up of new ventures to create new attractive business models adjacent to Bekaert's current field-of-play.

With the challenges that sustainability and digital transformation bring, it is key to maintain our network in the domains of metallurgy and modeling with an extension of our UTC University Technology Center in University College Dublin, and with PhDs of Imperial College London, Zagreb University, UGent, University of Lille, University of Oxford and other universities. In 2023, we also strengthened our research partnerships in the domain of sustainable metallurgy and sustainable metal processing.

Memberships & associations

Bekaert has numerous corporate memberships, including relevant bilateral chambers of commerce and general industry associations, such as Agoria and VOKA in Belgium, Wire Association International, and cross-industry associations such as the Conference Board. Bekaert is also a member of national employer associations in all countries where Bekaert is active. GRI 2-28

Acknowledgement

We wish to thank the Flemish government's Flanders Innovation & Entrepreneurship (VLAIO) agency, as well as the Belgian federal government. Their subsidies and incentives for R&D projects involving highly educated scientific staff and researchers in Flanders are essential for maintaining a foothold for R&D activities in Belgium.

We also want to express our sincere appreciation for the support of the Irish Research Council and I-Form, the SFI Research Centre for Advanced Manufacturing. Furthermore, we want to thank the Research & Innovation department of the European Commission for supporting innovation with project grants.

Research & innovation partnerships

Our vision is to build partnerships within our ecosystems as a key pillar for Bekaert to:

Develop a sustainable business portfolio
Explore and design new sustainable solutions with best-in-class science and innovation partners
Anticipate trends and be a key player in climate change, energy transition and societal challenges
Create value for our stakeholders

Today at Bekaert we are working with more than 85 partners including academics, research institutes, universities, engineering schools, SMEs, and large industrial players to deploy our vision. Herewith are examples of academic and research partners in various areas of technological and digital developments:

Partners

National Renewable Energy Laboratory (NREL), US IMEC, Belgium Umwelt Campus Birkenfeld, Germany UGent, Belgium Université Paris-Saclay, France Deutsches Zentrum für Luft- und Raumfahrt -DLR, Stuttgart, Germany Technical University of Denmark (DTU)

University College Dublin, Ireland Imperial College, London University of Lille, France University of Maine, US Norwegian University of Science and technology KU Leuven, Belgium Sintef, Norway TNO, The Netherlands University of Trento, Italy University of New South Wales, Sydney, Australia Qingdao University of Technology, China

Flanders Make

GRI 2-28

People

'Dare to go beyond' is our employer value proposition to current employees and future talents.
The leadership principles the behaviors we expect from every member of our team – guide us in achieving our ambitious goals. These principles are: grow the business – inspire and engage – deliver results.
We believe in working together to achieve better performance. That is why 'better together' is at the heart of our Culture Compass.
As a truly global company, we embrace diversity across all levels in the organization, which is a major source of strength for our company.
We nurture talent through career development and life-long learning. We attach great importance to providing challenging career and personal development opportunities for our employees.
Our global safety approach aims to create a no-harm, risk-free working environment for all our employees and for anyone working at or visiting our premises. We believe that taking care of people is fundamental to the success of the business.
We are committed to providing equal opportunity in employment and respect the rights and dignity of each employee.
Bekaert is firmly committed to complying with national legislations and collective labor agreements.

23 959¹ employees from 74 nationalities

1 374 new hires in 2023

41 average training hours per employee

Committed to increase gender equality ratio to 40% by 2030

78% participation rate in global engagement survey 2023

100% of PC users formally commit to the Code of Conduct annually

Safety focus revitalized

Employee retention rate of 96%

Our values

Our employees are the driving force behind our global success. The true strength of our company lies at the heart of every Bekaert employee's passion to go the extra mile in realizing our ambition, and to do that in a way that reflects our company values and the highest standards of business ethics.

Our values bring us together as one global team: better together. They are the foundation of our culture and way of working. Our values form an essential part of Bekaert's Culture Compass and guide us to 'Dare to go beyond'.

Integrity

We are authentic, honest, and respectful. We protect the planet and care for our employees and communities. We always do what is right and speak up if we see something wrong.

Trust

We believe in the ability, reliability, and strength of our colleagues, customers and partners. We build relationships with mutual understanding, openness, and respect.

Agility

We embrace change and adapt with speed, enthusiasm, and resilience. We keep it simple and effective, with the customer at the center of our decisionmaking.

Boldness

We are curious, creative, and courageous. We think outside of the box to establish the new possible. We empower each other to try new things, and accept that learning from failure is part of daring to go beyond. We take ownership, make decisions, and take action. GRI 2-23

¹21 044 in consolidated entities + 2 915 in joint ventures = 23 959 combined

Engagement Survey 2023: Unlock Your Full Potential

We conducted a global engagement survey in 2023 to gauge employee engagement across all levels and locations of the organization. All employees were invited to complete the survey and let their voices be heard. The questions related to 4 main engagement drivers: employee engagement, experience versus expectations, inclusion, and well-being.

The 2023 survey led to a very high participation rate of 78% and overall positive results on most engagement drivers. We score high on questions around collaboration, safety, training opportunities, wellbeing, and inclusion. The results and comments suggest higher expectations on career goals and clarity of roles, and on the survey follow-up. We continue the dialogue to learn how employees experience working with us, where we are making progress, and where we can do better. We actively use the dashboard of the 2023 survey in identifying our improvement goals and in implementing initiatives that help our employees unlock their full potential.

Respecting human rights

Bekaert is firmly committed to complying with national legislation and collective labor agreements. Bekaert is committed to all principles and rights included in the fundamental conventions identified in the Declaration of the International Labor Organization on Fundamental Principles and Rights at Work, the OECD Guidelines, and the International Bill of Human Rights.

We respect the rights and dignity of each employee. We promote equal opportunity and do not discriminate against any employee or applicant for employment based on age, race, nationality, social or ethnic descent, gender, physical disability, sexual preference, religion, political preference, or union membership. We foster diversity and inclusion and recognize and respect the cultural identity of our teams in all the countries in which we operate and do business.

The recruitment, remuneration, application of employment conditions, training, promotion, and career development of our employees are based on professional qualifications only. GRI 2-23, GRI 2-27

The Bekaert Code of Conduct describes how we put our Bekaert values into practice and which leadership principles or behaviors we expect from every Bekaert employee. Our Code of Conduct covers, among other elements, key areas regarding human rights, child labor and forced labor, and anti-bribery and anti-corruption policy and principles. All Bekaert policies related to responsible business conduct are available on the Bekaert website. GRI 2-23, GRI 2-24, GRI 3-3, GRI 205-1, GRI 205-2, GRI 407-1 GRI 408-1, GRI 409-1

Learning & development

We nurture talent through career development and life-long learning. We attach great importance to providing challenging career and personal development opportunities to our employees. Training programs not only include technical and job-specific training, but also leadership modules that help our people develop and cooperate in a global business environment.

On average, each employee received 41 hours of training in 2023, a significant increase compared to 2022 (34 hours). GRI 3-3, GRI 404-1, GRI 404-2

Sustainability Academy

We are investing in continuous learning to integrate sustainability in everything we do. In early 2023 we established the Bekaert Sustainability Academy. Through the academy we provide information and materials for employees to build a common language on sustainability and on our sustainability ambitions.

Our training provision covers more than 30 sustainability topics, ranging from environment, to social and governance, with more than 47 courses.
More than 1 500 of our managers have completed the sustainability competencies and skills training via e-learning.
For more in-depth knowledge, we typically hold 10 or more workshops and webinars each year on topics such as LCAs, EPDs, and Circular Economy.

In addition, building on our previous successful collaboration with the University of Cambridge Institute for Sustainability Leadership, whereby 60 of our senior leaders completed a comprehensive sustainability leadership program, in 2023 Bekaert partnered with Chapter Zero Brussels (the Belgian chapter of the Climate Governance initiative in collaboration with the World Economic Forum). Through this partnership, we exchange best practices with other member companies and, as the climate journey of every company starts in the boardroom, we participated in Climate Zero Brussels' Director Climate Journey, which aims to help board members understand the risks and opportunities of climate change.

More details about learning & development in Bekaert are included in Part II: Social Statements of this report.

Health & safety

Bekaert's global safety approach aims to create a no-harm, risk-free working environment for all our employees and for anyone working at or visiting our premises. We believe that taking care of people is fundamental to the success of the business. To achieve this, we operate with a set of standards, based on internal and external principles and compliance rules, while encouraging a culture of leadership and accountability. GRI 3-3, GRI 403-1

After five consecutive years of improvement, the safety-related key performance indicators LTIFR and TRIR declined. 2023 data showed an increase in LTIFR (+0.58), TRIR (+0.89), and SI rate (+0.05). The number of serious incidents leading to life-altering injuries increased from six² in 2022 to nine in 2023. All of these were related to hand and finger injuries. Bekaert is reinforcing its safety program through awareness campaigns, training, performance evaluations and dedicated investments to secure safe working conditions for all people.

GRI 2-4, GRI 403-9

TRIR: Total Recordable Incident Rate (all recorded incidents per million worked hours) LTIFR: Lost Time Incident Frequency Rate (Number of lost time incidents per million worked hours) SI: Serious Injury (incident leading to life-altering injuries)

The safety data we report include both Bekaert employees and contractors on our sites, in consolidated entities as well as in joint ventures.

More details about Bekaert's safety performance (consolidated and combined) are included in Part II: Social Statements of this report.

Safety champions

In 2023, 17 plants achieved 1 year without any recordable safety incidents. 16 plants were 2 years incident-free. 2 plants achieved 5 years without recordable safety incidents, and 3 plants have been incident-free for 10 or more years. They are Bekaert's safety champions and lead the way toward a no-harm, risk-free working environment for all.

BeCare Pro: a safety and compliance learning journey

In 2023 we continued the roll-out of the BeCare Pro development program for site managers, regional operations leaders, and other roles in operations. This safety, health & environmental training aims at building awareness, knowledge and understanding about SH&E-related compliance and liabilities. The program is structured in four streams aligned with the BeCare Safety program: Leadership, Governance, People & Environment at Risk, and People Take Risks.

During the training, participants learn to manage SH&E compliance in their plants while they become familiar with the tools that support them. In each online module, participants tackle a specific topic and bring a local SH&E challenge to the table to discuss it with their peers. This focus on action learning makes the theory tangible and lets leaders implement improvements immediately after the training. As a conclusion to the training, the participants gather for a very practical three-day workshop to further deepen their knowledge and work on concrete cases.

A further expansion of the BeCare Pro program is planned in 2024 focusing on measuring the safety culture and the upgrading of the behavioral-based safety observation process.

GRI 3-3, GRI 403-2, GRI 403-5

² 2022 data have been restated due to the divestment of the Steel Wire Solution business activities in Chile and Peru.

Health & Safety Week 2023: Creating a strong safety reporting culture

Every year, we organize a global Health & Safety Week for all our employees. In 2023, we built it around the creation of a good safety reporting culture, with a focus on the proactive reporting of unsafe situations in a psychologically safe environment.

Establishing the new possible, Bekaert's purpose, reflects very well what safety ambition we want to achieve. Creating a psychologically safe environment means ensuring everyone feels safe to speak up, raise their concerns, and dare to disagree with team members and leaders openly. All of this without fear for negative repercussions. This allows everyone to report incidents or unusual situations with confidence and without hesitation. This is key to creating a good safety reporting culture, and a noharm-to-anyone work environment.

To make it tangible, experts in creating psychological safety shared their experiences during several sessions in different parts of the world with hundreds of live attendees in each regional session.

All sorts of events were organized during our Health & Safety Week 2023, and all were aimed at enhancing transparent safety reporting and increased focus on the reporting of hazardous situations to reduce the likelihood of severe incidents. Apart from global webinars, our employees across the globe ran local events, such as a hunting game on the shop floor in search of potential risks from machines, unsafe behaviors, CPR (cardiopulmonary resuscitation) or other emergency preparedness training, health promotion initiatives, and hearing loss prevention. GRI 403-5

Diversity & Inclusion

We want Bekaert to be a great place to work. A place that inspires and ignites creativity and where everyone feels safe and welcome. We want our employees to actively take part in building an inclusive workplace for all. With the support of the Bekaert Group Executive (BGE) and the Diversity & Inclusion (D&I) Council, employees are encouraged to form affinity groups and collaborate in generating inspiring ideas and creating positive change.

Female leadership in China

To support Bekaert's Diversity & Inclusion strategy, the team in China launched the Steel Rose Club, a self-managing community open to every female colleague in China. The objective is to facilitate collaboration and support amongst women across China and provide a space for women at Bekaert to build on their talents and achieve their potential.

In relation to gender diversity, 28.3% of the managers and salaried professionals of the Bekaert subsidiaries are female (as per year-end 2023). We are committed to increasing this share in support of gender equality. Our target is to achieve a ratio of 40% by 2030. This target has also been added in the short-term incentives targets for the management.

Bekaert is a truly international organization and embraces the very rich cultural diversity within our team. We employ people from 74 nationalities in 43 countries in the world.

More details on diversity are included in the Leadership section of this report and in Part II: Corporate Governance and Social Statements. GRI 3-3

Communities

Taking care of people is fundamental to the success of our business.
We support and develop initiatives that help improve the social and environmental conditions in the communities where we are active.
We engage and support external stakeholders in our health & safety, diversity, and environmental programs.
We believe that education is the backbone of society and therefore stimulate support programs that enhance access to school education or that develop the skills and empowerment of people living in underprivileged communities.
Our attention for diversity & inclusion extends beyond our role and responsibility as an employer: we support programs that help break down the social and economic barriers of girls, women, people with a disability, and underserved population groups.
United by our values, we support humanitarian initiatives that provide emergency relief to people in need.

80+ programs in support of local communities and disaster relief Stimulating employment and development in 43 countries

€62 miljoen in income tax payments relative to 2023 consolidated result

€620 000 funding for disaster relief and social and environmental support programs

Our commitment toward society

Bekaert strives to be a loyal and responsible partner in the communities where the company is active.

Our teams in more than 40 countries are proud to give back to the community. Our activities target improvement programs that enhance education, social conditions, and the environment, particularly in the communities where we are active.

Supporting education and social development

In 2023 Bekaert teams have organized various support programs that benefit the local communities. To name a few, our team in India provided PCs and a water purifier to a school in a rural area and sponsored sports uniforms for the children.

Our building products team in Europe supported students participating to the 4L Trophy, an annual humanitarian rally across the Moroccan desert. The mission of the organization is to support schools in the region. The edition of February 2024 that we sponsored, gained even more attention and importance after the devastating earthquake in the region in September 2023.

Teams all over the world participated in sports and other events to support programs that benefit people with a physical or mental disability or in financial need. Various entities engaged local stakeholders in safety programs during the Bekaert Health & Safety week.

We believe that everybody has the right to education and to social and financial safety – regardless of background, gender, or physical or mental ability. That is why many of our support programs have a focus on diversity and inclusion.

GRI 3-3, GRI 413-1

Stimulating creativity in the Floating Wind Challenge

Bekaert supported the 2023 Floating Wind Challenge of OffshoreWind4Kids, a non-profit organization whose goal is three-fold: inspire children about engineering, technology, and renewable energy; stimulate innovation in offshore wind technologies; and spread awareness about offshore wind benefits to the general public.

The annual Floating Wind Challenge stimulates young engineers to design and build the best floating wind support structure. The 2023 event took place on 12 May at the beach of Scheveningen beach in the Netherlands.

Bekaert co-funded the event and delegated two managers of the Bridon-Bekaert Ropes Group team as coaches and jury members of the event.

Pontis Foundation Slovakia

Bekaert's Slovak entities have a long-term partnership with the Pontis Foundation that supports social innovation, philanthropy, and responsible entrepreneurship. Bekaert supported 54 projects of the foundation in 2023, mainly related to education support to local schools and kindergartens, and social help for people with a disability.

Christmas market at Bekaert Headquarters

On 21 December 2023 Bekaert colleagues organized a Christmas market in the garden of the group's headquarters in Zwevegem, Belgium. The proceeds of the event totaled € 10 077 and were donated to ALLEZ EDDY, a project focusing on sports activities, socialization, skills training, and identity formation of vulnerable children and adolescents.

Community engagement benefiting the environment

Another focus area in our community engagement programs is about creating a clean and green environment. In such programs we work together with various stakeholders in our communities and engage them to participate in the events we organize. GRI 3-3, GRI 413-1

Combating climate change on World Tree Day

Our teams in Karawang, Indonesia, planted 500 mangroves on World Tree Day, along the shores of Tangkolak Beach (Karawang) and Bahagia Beach (Bekasi). The trees form a natural barrier, protecting the local communities and coastal ecosystems from the erosive forces of the sea.

With this initiative our teams combat the negative impact of climate change, promote biodiversity, and contribute to carbon reduction.

GRI 303-1

Water is life

Bekaert is a supporting partner of River Cleanup, a non-profit organization that organizes river clean-up events, develops technology for permanent and mobile plastic removal from rivers, and educates and creates awareness to stop plastics from entering the ecosystems. GRI 303-1

Disaster relief

After the devastating earthquakes early February 2023 in Turkey and Syria, teams from our Turkish plants immediately volunteered in rescue operations together with local disaster relief organizations.

Bekaert donated € 150 000 to a local humanitarian organization in support of first-aid actions in the affected areas. GRI 3-3, GRI 413-1

Other contributions in 2023

Apart from the disaster relief donation in Turkey, Bekaert has contributed approximately € 470 000 in 2023 to a wide variety of community support and engagement programs worldwide. Some of these initiatives are steered and coordinated at the Group level, like River Cleanup and the Floating Offshore Wind Challenge, while most of them are initiated and managed locally, and often form a combination of monetary support and donations inkind. More details are reported in Part II: Social Statements.

Politically neutral position

Being active in many countries all over the world, we recognize and appreciate the existence of different values and cultural standards in the countries where we operate.

We interact with the local governments in a transparent, constructive way.

We do not support political institutions and adopt a neutral position with respect to political issues. We do not offer donations or other forms of contributions to political parties, political campaigns and events, or organizations associated with political institutions.

We do condemn any act of violence and aggression against people. GRI 415-1

Updated Community Engagement Policy

Bekaert has updated and implemented its Group Community Engagement Policy in 2023 and organized trainings with all sites so that engagement initiatives are stimulated and aligned with the priority areas determined.

Statements

Corporate governance statement

On 1 January 2020, the 2020 Belgian Code on Corporate Governance (the "Code 2020") and the new Belgian Code on Companies and Associations (the "BCCA") entered into force and became applicable to Bekaert. The Bekaert Corporate Governance Charter and the Articles of Association of the Company were amended to bring both in line with the Code 2020 and the BCCA.

Bekaert complies with the provisions of the Code 2020, except with provision 7.6.

Contrary to provision 7.6 of the Code 2020 according to which non-executive Directors should receive part of their remuneration in the form of shares in the Company and these shares should be held until at least one year after the non-executive Director leaves the Board and at least three years after the moment of award, non-executive Directors are recommended (but not required):

to build up a personal shareholding of one annual fixed Board fee during the period of their tenure; and
to maintain this until at least one year after the non-executive Director leaves the Board and at least three years after the moment of award.

Despite the non-mandatory character of this shareholding principle, the Company believes that the long-term view of shareholders is fairly represented at the Board considering that the Chairman is remunerated in Bekaert shares subject to a three-year lock-up; and that the non-executive Directors who are nominated by the reference shareholder already hold Bekaert shares (or certificates relating thereto).

The Code 2020 is available at www.corporategovernancecommittee.be. The Bekaert Corporate Governance Charter is available at www.bekaert.com.

Board of Directors

The Company has adopted the one-tier governance structure: the primary decision-making body is the Board of Directors. The Board of Directors is authorized to carry out all actions that are necessary or useful to achieve the Company's purpose, except for those for which the General Meeting of Shareholders is authorized by law or by the Articles of Association.

The members of the Board of Directors are appointed by the General Meeting of Shareholders. At the beginning of 2023, the Board consisted of eleven Directors, six of whom were appointed from among candidates nominated by the principal shareholder.

On 31 July 2023, Gregory Dalle stepped down from his position as Director following his appointment as Managing Director at Citi with associated duties and obligations. The vacancy has not yet been filled. Therefore, the Board of Directors currently consists of ten members, five of whom were appointed from among candidates nominated by the principal shareholder.

On 31 August 2023, Oswald Schmid, former Chief Executive Officer and member of the Board of Directors, handed over to Yves Kerstens, who was appointed as the new Chief Executive Officer and was coopted as a Director, effective 1 September 2023.

All Directors are selected and nominated based upon a Board skills matrix. The purpose of the matrix is to ensure that the Board has meaningful diversity, skills, and experience to meet the current and future challenges of Bekaert, and to identify any gaps which potentially can be filled by future Directors. The skills matrix covers following areas: experience from other public companies, global CEO/C-suite experience, financial expertise, leadership/people expertise, information technology/digital expertise, sustainability/ESG expertise, M&A experience, manufacturing/industry experience. A Board education program is available to the Directors, which focuses on Director effectiveness, sustainability/ESG leadership, and cybersecurity oversight.

The Chairman and the Chief Executive Officer are never the same individual. The Chief Executive Officer is the only Board member with an executive function. All other members are non-executive Directors. Four of the Directors are independent in accordance with the criteria of Article 7:87, §1 of the BCCA and provision 3.5 of the Code 2020: Henriette Fenger Ellekrog (first appointed in 2020), Eriikka Söderström (first appointed in 2020),

Jürgen Tinggren (first appointed in 2019) and Mei Ye (first appointed in 2014).

The Board of Directors met on nine occasions in 2023 (seven regular meetings, one extraordinary meeting and one non-mandatory Board visit to China). In addition to its statutory powers and powers under the Articles of Association and the Bekaert Corporate Governance Charter, the Board of Directors discussed the following matters, among others, in 2023:

the corporate strategy and strategic projects;
the IT and digital strategy, including cybersecurity;
the innovation strategy;
sustainability and ESG;
governance, risk and compliance;
the objectives of the principal shareholder of the Company;
the budget for 2023 and 2024;
the succession planning at the Board and Executive Management levels;
the remuneration and the short-term and long-term incentives for the Chief Executive Officer and the other members of the Executive Management;
the share buyback program and the liquidity agreement with Kepler Cheuvreux;
continuous monitoring of the debt and liquidity situation of the Group.

The oversight responsibility with respect to sustainability/ESG and cybersecurity has been integrated into the existing Board and Board Committees structure. The overall responsibility rests with the Board of Directors, supported by specific responsibilities assigned to the Audit, Risk and Finance Committee (process and controls; audits and expert assurance; disclosures) and the Nomination and Remuneration Committee (Board education; leadership organization and skills; accountability and link to executive pay; talent and culture).

(1)

		End of (current)		Number of regular/ extraordinary meetings
Name	First appointed	Board term	Principal occupation²	attended
Chairman
Jürgen Tinggren¹	May 2019	May 2027	NV Bekaert SA	9
Chief Executive Officer
Yves Kerstens	September 2023	May 2024	NV Bekaert SA	3
Oswald Schmid	May 2020	August 2023	NV Bekaert SA	6
Members nominated by the principal shareholder
Gregory Dalle	May 2015	July 2023	Managing Director at Credit Suisse, in the division of Investment Banking and Capital Markets (UK)	6
Christophe Jacobs van Merlen	May 2016	May 2024	Managing Director, Bain Capital Europe, LLP (UK)	9
Maxime Parmentier	May 2022	May 2027	Chief Executive Officer, Birdie Care Services Ltd (UK)	9
Caroline Storme	May 2019	May 2027	R&D Finance Lead Neurology, UCB (Belgium)	9
Emilie van de Walle de Ghelcke	May 2016	May 2024	Head of Legal at Sofina (Belgium)	9
Henri Jean Velge	May 2016	May 2024	Director of Companies	9
Independent Directors
Henriette Fenger Ellekrog	May 2020	May 2025	Chief Human Resources Officer, Ørsted (Denmark)	9
Eriikka Söderström	May 2020	May 2025	Independent Director of companies	9
Mei Ye	May 2014	May 2024	Independent Director of and advisor to companies	9

1 Jürgen Tinggren is an independent Director.

2 The detailed résumés of the Board members are available in Part I: Leadership of this report.

Committees of the Board of Directors

Since 1 January 2020, the Board of Directors has two advisory Committees.

Audit, Risk and Finance Committee

The Audit, Risk and Finance Committee is composed in accordance with Article 7:99 of the BCCA and provision 4.3 of the Code 2020. All its members are non-executive Directors and two of its members, Eriikka Söderström and Jürgen Tinggren, are independent. The Chairperson of the Committee, Eriikka Söderström, was appointed by the members of the Committee. Eriikka Söderström's competence in accounting and auditing is demonstrated by her former position as Chief Financial Officer of F-Secure Corporation, Kone Corporation, and Vacon Plc, all stock-listed on Nasdaq Helsinki. Additionally, she holds audit committee chair experience from mandates at Valmet, Kempower, and Comptel. The members of the Committee have a collective expertise relevant to the sector in which the Company is operating.

The Chief Executive Officer and the Chief Financial Officer are invited to attend the Committee meetings as a guest, without being a member. This arrangement guarantees the essential interaction between the Board of Directors and the Executive Management.

On 31 July 2023, Gregory Dalle resigned from his role as Director, which led to a decrease in the number of Committee members from four to three.

The Committee had four regular meetings in 2023. The Statutory Auditor attended all of them. In addition to its statutory powers and its powers under the Bekaert Corporate Governance Charter, the Committee discussed the following main subjects:

the financing structure of the Group;
the debt and liquidity situation;
the share buyback program and the liquidity agreement with Kepler Cheuvreux;
the activity reports of the internal audit department;
the reappointment of the Statutory Auditor;
the reports of the Statutory Auditor;
investor relations;
Sustainability reporting and the related governance framework, data control framework and independent assurance;
governance, risk and compliance and review of the major risks and the related mitigation plans under Bekaert's enterprise risk management program;
internal control and risks.

Name	End of (current) Board term	Number of meetings attended
Eriikka Söderström	2025	4
Gregory Dalle¹	2023	3
Jürgen Tinggren	2027	4
Henri Jean Velge	2024	4

¹ Until 31 July 2023.

Nomination and Remuneration Committee

The Nomination and Remuneration Committee is composed as required by Article 7:100 of the BCCA and provision 4.3 of the Code 2020: all its three members are non-executive Directors, and the majority of the members is independent. It is chaired by the Chairman of the Board. The Committee's competence in the field of remuneration policy is demonstrated by the relevant experience of its members.

Name	Expiry of current Board term	Number of meetings attended
Jürgen Tinggren	2027	6
Henriette Fenger Ellekrog	2025	6
Christophe Jacobs van Merlen	2024	6

One of the Directors nominated by the principal shareholder, the Chief Executive Officer, and the Chief Human Resources Officer are invited to attend the Committee meetings as a guest, without being a member.

The Committee had five regular meetings and one extraordinary meeting in 2023. In addition to its statutory powers and its powers under the Bekaert Corporate Governance Charter, the Committee discussed the following main subjects:

leadership and talent development;
succession planning at Board and Executive Management levels;
the remuneration report 2022;
the remuneration for the Chief Executive Officer and the other members of the Executive Management;
the short-term and long-term incentive targets for the Group, the Chief Executive Officer and the other members of the Executive Management;
diversity and inclusion.

Evaluation

The main features of the process for evaluating the Board of Directors, its Committees and the individual Directors, are described in this section and in paragraph II.3.4 of the Bekaert Corporate Governance Charter.

The Board of Directors, under the lead of the Chairman, assesses at least every three years its own performance and its interaction with the Executive Management, as well as its size, composition, functioning and that of its Committees. The evaluation is conducted using a formal process, which may be facilitated externally and follows a methodology approved by the Board.

Prior to the end of each Board member's term, the Nomination and Remuneration Committee, under the lead of the Chairman, evaluates the Board member's presence at the Board or Board Committee meetings, and his or her commitment and constructive involvement in discussions and decision-making, in accordance with a pre-established and transparent procedure. The Nomination and Remuneration Committee also assesses whether the contribution of each Board member is adapted to changing circumstances.

The Board acts on the results of the performance evaluation. Where appropriate, this involves proposing new Board members for appointment, proposing not to re-appoint existing Board members or taking any measure deemed appropriate for the effective operation of the Board.

The Chairman always remains available to consider suggestions for improvement of the functioning of the Board or the Board Committees.

The non-executive Directors meet at least once per year in the absence of the Chief Executive Officer to assess their interaction with Executive Management.

In 2023, the Board of Directors did a self-assessment, focusing on the role and responsibility of the Board, the progress on action points from the 2022 Board self-assessment and the overall Board effectiveness.

Executive Management

The Board of Directors has delegated special operational powers to the Bekaert Group Executive (BGE), under the leadership of the Chief Executive Officer. The BGE has sub-delegated certain of these operational powers to individuals within their functional or operational responsibility.

The BGE is composed of members who represent the global Business Units and the global functions.

Oswald Schmid, former Chief Executive Officer, stepped down on 31 August 2023. Yves Kerstens was appointed as his successor, effective 1 September 2023.

On 1 March 2023, Annie Xu-Huhmann joined Bekaert and took over as Divisional CEO Rubber Reinforcement following Arnaud Lesschaeve's departure.

On 1 July 2023, Barry Snyder joined Bekaert as Chief Operations Officer, succeeding Yves Kerstens.

On 1 September 2023, François Desné, who was already the Divisional CEO Steel Wire Solutions, took on the additional role of Divisional CEO Bridon-Bekaert Ropes Group.

Name	Position	Appointed as BGE member
Yves Kerstens1	Chief Executive Officer	2021
Oswald Schmid2	Chief Executive Officer	2019
Gunter Van Craen	Chief Digital and Information Officer	2022
Taoufiq Boussaid	Chief Financial Officer	2019
Kerstin Artenberg	Chief Human Resources Officer	2021
Barry Snyder3	Chief Operations Officer	2023
Juan Carlos Alonso	Chief Strategy Officer	2019
Annie Xu-Huhmann4	Divisional CEO Rubber Reinforcement	2023
Arnaud Lesschaeve5	Divisional CEO Rubber Reinforcement	2019
François Desné	Divisional CEO Steel Wire Solutions and Bridon Bekaert Ropes Group6	2022

¹ As of 1 September 2023. ² Until 31 August 2023. ³ As of 1 July 2023. ⁴ As of 1 March 2023. ⁵Until 1 March 2023. 6 As of 1 September 2023.

The China Advisory Board, which was established early 2022 and acted as informal body of experts providing advice to management and the Board of Directors with respect to the Chinese environment in which the Bekaert group is operating, met four times in 2023. The China Advisory Board was dissolved at the end of 2023.

Diversity

As a truly global company, Bekaert embraces diversity across all levels in the organization, which is considered a major source of strength. This applies to diversity in terms of nationality, cultural background, age, and gender, but also in terms of capabilities, business experience, insights, and views.

Bekaert employs people of 74 different nationalities in 43 countries around the world. This diversity is mirrored in all levels of the organization, as well as in the composition of the Board of Directors and the BGE.

31 December 2023	# people	# natio nalities	# non native¹	% non native
Board of Directors	10	5	4	40 %
BGE	8	7	6	75 %

¹ Non-native = nationality other than the country where the registered office of the Company is located, i.e. Belgium.

The Company is compliant with the legal requirement that at least one third of the members of the Board of Directors are of the opposite gender.

Bekaert adopts a recruitment and promotion policy that aims to gradually generate more diversity, including gender diversity. The targets in support of gender diversity are included in Part I: Our performance in 2023: People, and in Part II: Social Statements of this report.

31 December 2023	# people	% male	% female
Board of Directors	10	50%	50%
BGE	8	75%	25%

31 December 2023	# people	30-50 years old	over 50 years old
Board of Directors	10	40%	60%
BGE	8	25%	75%

Conduct policies

Statutory conflicts of interest in the Board of Directors

In accordance with Article 7:96 of the BCCA, a member of the Board of Directors should give the other members prior notice of any agenda items in respect of which he/she has a direct or indirect conflict of interest of a financial nature with the Company and should refrain from participating in the discussion of and voting on those items. A conflict of interest arose on one occasion in 2023. The provisions of Article 7:96 of the BCCA were complied with.

On 28 February 2023, Oswald Schmid had a conflict of interest when the Board discussed and had to vote on his short-term variable remuneration on account of his 2022 performance as Chief Executive Officer (€ 297 000) and the increase of his annual base salary.

Excerpt from the minutes:

RESOLUTION

On the motion of the Nomination and Remuneration Committee, the Board:

• approves the proposed short-term variable remuneration payable to the Chief Executive Officer on account of his 2022 performance; and
• ratifies the annual base salary increase for the Chief Executive Officer from € 825 000 to € 858 000 as from 1 January 2023.

Other transactions with Directors and Executive Management

The Bekaert Corporate Governance Charter contains conduct guidelines with respect to direct and indirect conflicts of interest of the members of the Board of Directors and the BGE that fall outside the scope of Article 7:96 of the BCCA. Those members are deemed to be related parties to Bekaert and must report their direct or indirect transactions with Bekaert or its subsidiaries.

Bekaert is not aware of any potential conflict of interest concerning such transactions occurring in 2023 (cf. Note 7.5 to the consolidated financial statements).

Code of Conduct

The Board of Directors has approved the Bekaert Code of Conduct, which was first issued on 1 December 2004 and last updated in December 2023.

The Bekaert Code of Conduct describes how the Bekaert values are put into practice. It provides principles to follow when confronted with ethical choices and compliance matters.

Bekaert requires all employees, Executive Managers, and Directors to comply with the Code of Conduct. Bekaert's contractors, suppliers, and other business partners are expected to uphold the same standards.

The Bekaert Code of Conduct is included in its entirety in the Bekaert Corporate Governance Charter as Appendix 3.

Market abuse

The Board of Directors has adopted the Bekaert Dealing Code on 28 July 2016, which became effective on 3 July 2016. The Bekaert Dealing Code is included in its entirety in the Bekaert Corporate Governance Charter as Appendix 4.

The Bekaert Dealing Code restricts transactions in Bekaert financial instruments by members of the Board of Directors, the BGE, senior management and certain other persons during closed and prohibited periods. The Code also contains rules concerning the disclosure of executed transactions by leading managers and their closely associated persons through a notification to the Company and to the Belgian Financial Services and Markets Authority (FSMA). The Company Secretary is the Dealing Code Officer for purposes of the Bekaert Dealing Code.

Remuneration report

Description of the procedure used in 2023 for (i) developing a remuneration policy for the non-executive Directors and Executive Management and (ii) setting the remuneration of the individual Directors and Executive Managers

In accordance with article 7:89/1 of the Belgian Code on companies and associations, the Remuneration Policy for the members of the Board of Directors and the Executive Management (members of the Bekaert Group Executive, ("BGE")) was submitted to the vote of its shareholders at the General Meeting of Shareholders on 12 May 2021.

The Remuneration Policy is applicable as of 1 January 2021 and will be submitted to vote by the General Meeting of Shareholders at every material change and in any case at least every 4 years.

In accordance with the Remuneration Policy, the 2023 remuneration for the non-executive Directors has been determined by General Meeting of Shareholders on 10 May 2023, acting upon motion of the Board of Directors. The remuneration of the Chairman of the Board of Directors for the performance of all his duties in the Company for the period June 2023 - May 2027 is a fixed amount of € 650 000 per year (for the period June - May).

In accordance with the Remuneration Policy, the remuneration for the Chief Executive Officer has been determined by the Board of Directors, acting upon proposals from the Nomination and Remuneration Committee (NRC). The Chief Executive Officer is absent from this process and does not take part in the voting nor the deliberations in this regard. The NRC ensures that the Chief Executive Officer's contract with the Company reflects the remuneration policy. A copy of the Chief Executive Officer's contract is available to any Director upon request to the Chairman.

In accordance with the Remuneration Policy, the remuneration for the members of the BGE other than the Chief Executive Officer has been determined by the Board of Directors acting upon proposals from the NRC. The Chief Executive Officer has an advisory role in this process. The NRC ensures that the contract of each BGE member with the Company reflects the remuneration policy. A copy of each such contract is available to any Director upon request to the Chairman.

2. Statement of the remuneration policy used in 2023 for the Board of Directors and members of the BGE

Board of Directors

Purpose and link to strategy

Remuneration is set at a level that is sufficient to attract non-executive Directors with competences required to match the Company's international ambition. They are set to reward non-executive Directors for their role as Board member and specific role as Chairman of the Board, or Chair or member of the Board Committees, as well as their resulting responsibilities and commitments in time.

Operation

Chairman of the Board of Directors

The remuneration of the Chairman is determined at the beginning of his term of office and is in principle set for the duration of such term.
The remuneration of the Chairman is determined by the General Meeting of Shareholders on the motion of the Board of Directors, acting upon proposals from the NRC.
Fees can be paid partly in cash and partly in Company shares, subject to a three-year holding period from grant date.

Other non-executive Directors

The remuneration of the other non-executive Directors is determined for the running financial year.
The remuneration of the other non-executive Directors is determined by the General Meeting of Shareholders on the motion of the Board of Directors, acting upon proposals from the NRC.
Fees are paid in cash, but with the option each year to receive part (0%, 25% or 50%) in Company shares.

The remuneration of the Chairman and of the other non-executive Directors is regularly benchmarked with a selected panel of relevant publicly traded industrial Belgian and international companies of similar size and complexity.

Executive Director

Without prejudice to his remuneration in his capacity as Executive Manager, the Chief Executive Officer is not entitled to receive remuneration for his mandate as executive Director.

Fee structure

A modular fee structure is applied for non-executive Directors to ensure that the remuneration fairly reflects their role as Board member and specific role as Chairman of the Board of Directors, or Chair or member of the Board Committees, as well as their resulting responsibilities and commitment in time.

The remuneration of the Chairman of the Board of Directors is set as follows:

• a fixed amount of € 650 000 per year converted into a number of Company shares.

The remuneration of each non-executive Director, except the Chairman, is set as follows:

a fixed amount of € 70 000 for the performance of the duties as a member of the Board;
a fixed amount of € 20 000 for the performance of the duties as member or Chair of a Board Committee, and an additional fixed amount of € 5 000 for the Chair of the Audit, Risk and Finance Committee.
The fixed amounts for Board Committee membership or Board Committee chairing are paid on top of the fixed amount for performance of duties as a member of the Board.

Performance measures

The Chairman and the other non-executive Directors do not receive any performance-related remuneration that is directly related to the results of the Company. They are not entitled to participate in any of the Company's incentive plans and do not receive stock options or pension benefits.

Shareholding

to build up a personal shareholding of one annual fixed Board fee during the period of their tenure; and
to maintain this until at least one year after the non-executive Director leaves the Board and at least three years after the moment of award.

Other items

Expenses that are reasonably incurred in the performance of their duties are reimbursed to Directors, upon submission of suitable justification. In making such expenses, the Directors should take into account the Board Member Expense Policy.

Members of the BGE

Purpose and link to strategy

The Company offers competitive total remuneration packages with the objective to attract and retain the best executive and management talent in every part of the world in which the Group is operating. Remuneration is set to reward Executive Managers for performance that creates positive shortterm and long-term business results and value creation for the Company.

Executive remuneration consists out of fixed pay, benefits and allowance, short-term incentives and long-term incentives. In addition, Executive Managers are required to build and retain a minimum personal holding in Company shares.

Fixed pay is the fixed remuneration paid to an Executive Manager for responsibilities of the job. The Company aims to ensure fixed pay is competitive compared with median market practice. The Executive Manager's potential for further growth, as well as sustained past performance, drive how fixed pay evolves over time.
Short-term incentives aim to motivate Executive Managers to support and drive the Company's short-term goals considering a one-year performance horizon. Company overall performance, business unit performance (for Divisional CEOs) and individual performance drive the ultimate outcome.
Long-term incentives reward Executive Managers for contributing to the achievement of the Company's long-term strategy considering a threeyear performance horizon. Performance metrics are objective metrics aligned with the Company strategy.
Benefits and allowances are aligned with local practice and local policies; they are designed to be competitive and cost effective. This includes pension benefits aiming to support Executive Managers in their retirement planning.
A minimum personal shareholding requirement aims to align the interest of the Executive Managers with those of the long-term shareholders by creating a link between their personal wealth and the Company's longterm performance. This is facilitated by a voluntary share-matching program.

The remuneration of the Executive Management is benchmarked periodically, but not annually, with a selected panel of relevant publicly traded industrial European companies.

Executive remuneration is aligned with the remuneration policy of the Group.

Operation

The remuneration of both the Chief Executive Officer (in his capacity as Executive Manager) and the other BGE members is determined by the Board of Directors acting on a reasoned recommendation from the NRC.

Fixed pay

Fixed pay is set by the Board on the recommendation of the NRC with reference to a selected peer group.
Annual increases are decided by the Board on the recommendation of the NRC and are generally aligned with the average salary increases applying to the broader employee population unless there were significant changes to an individual's role and/or responsibilities during the year.

Short-term incentives (STI)

STI for Executive Managers are fully aligned with the Bekaert Variable Pay Plan for all managers worldwide.
STI is earned by reference to performance from 1 January to 31 December and is paid after the year-end of the financial year to which it relates.
Objectives are set by the Board of Directors at the beginning of the year upon the recommendation of the NRC. Those objectives include Group, business unit (for Divisional CEOs) and individual targets, both financial and non-financial, which are relevant in evaluating the annual performance of the Group and progress achieved against the agreed strategic objectives. They are evaluated annually by the Board of Directors, upon recommendation of the NRC.

Long-term incentives (LTI)

Executive Managers participate in the Bekaert Performance Share Plan for all senior managers worldwide.
Performance share units are granted each year and represent a conditional Company share that vest after three years upon achievement of pre-set performance conditions.
At the beginning of each three-year performance period, the NRC recommends a set of performance criteria based on objective metrics derived from the long-term business plan. Those three-year performance criteria are documented and submitted by the NRC to the full Board of Directors for approval.
The precise vesting level of the performance share units will depend upon the actual achievement level of the vesting criterion, with no vesting at all if the actual performance is below the defined minimum threshold. Upon achievement of said threshold, there will be a minimum vesting of 50% of the granted performance share units; full achievement of the agreed vesting criterion will lead to a par vesting of 100% of the granted performance share units, whereas there will be a maximum vesting of 300% of the granted performance share units in case of exceptional performance.
Vested performance share units are delivered in the financial year following the performance period. In Europe, this is delivered in Company shares whereas in the rest of the world this is paid in cash.
Upon vesting, the beneficiaries will also receive the value of the dividends relating to the previous three years with respect to such (amount of) performance shares to which the effectively vested performance share units relate.

Performance measures

Short-term incentives (STI)

Company performance driving STI in 2023 is based on the below metrics:

Business Objective Bekaert Group	Weight	Threshold	Target	Maximum	Actual Performance
Gross Profit	20 %	14.2 %	15.2 %	16.2 %	17.2 %
Underlying EBITDA	50 %	€ 534 mln	€ 594 mln	€ 653 mln	€ 561 mln
Working Capital as % of Sales	20 %	15.1 %	14.2 %	13.2 %	14.8 %
Gender Diversity	10 %	27.5 %	27.8 %	28.1 %	28.3 %
Overall assessment					109.5 %

The Board, acting upon recommendation of the NRC, assessed the overall company performance at 109.5%.

For 2024 the same set of metrics namely gross profit, underlying EBITDA, working capital and ESG gender diversity (% female in white collar workers and manager population) will apply. This is combined with specific business unit and individualized objectives. Given the commercial sensitivity of our short-term goals, the performance goals will be disclosed in the 2024 remuneration report.

Long-term incentives (LTI)

The vesting criteria regarding to the performance share units issued in 2021, in relation to the 2021-2023 performance horizon, have reached the maximum level. Therefore, 300% of the performance share units granted in 2021 have vested related to this performance period for all members of the BGE.

The vesting criteria and outcome with regard to the performance share units issued in 2021 in relation to the 2021-2023 performance horizon for members of the BGE were as follows:

Business Objective Bekaert Group	Weight	Threshold	Target	Maximum	Actual Performance
Underlying EBITDA growth	50 %	€ 70 mln	€ 105 mln	€ 120 mln	€ 136 mln
Cumulative operational Cash Flow1	50 %	€ 700 mln	€ 800 mln	€ 850 mln	€ 1 067 mln
Overall assessment					300 %

¹ Defined as EBITDA-Underlying + impact provisions - Capex in PP&E and intangible assets + disposal impact for PP&E and intangible assets +/- Cash Flows Working Capital.

Aligned with the grant for the performance period 2023-2025, for the performance period 2024-2026, specific company financials have been selected, more in particular Underlying EBITDA as percentage of Sales, Cumulative operational Cash Flow and Total Shareholder Return (TSR) related to peer index. In addition, an ESG basket applies (CO2 reduction, sustainable solutions as a % of sales and a safety target). Given the commercial sensitivity of our long-term goals, the 2024-2026 performance goals will be disclosed at the conclusion of the three-year performance period.

Opportunity

The target value of the STI of the Chief Executive Officer is 75% of fixed pay, and 60% of fixed pay for the other members of the BGE. The maximum opportunity is 200% of this target.
The target value of the LTI of the Chief Executive Officer is 85% of fixed pay, and 65% of fixed pay for the other members of the BGE. The maximum vesting is 300% of the target.

At par level, the value of the variable remuneration elements of the Chief Executive Officer and the other members of the BGE exceeds 25% of their total remuneration. More than half of this variable remuneration is based on criteria over a period of three years.

Minimum shareholding requirement

The Chief Executive Officer and the other members of the BGE are required to build a personal shareholding in Company shares within five years from the time of appointment, and to maintain this level for the full period of appointment.

To facilitate this, the Company offers a voluntary share-matching plan. The Company matches a personal investment in Company shares each year (up to a maximum 15% of actual gross STI) with a direct grant of Company shares in the third calendar year following this investment, provided the Executive Manager holds on the personal shares.

In case the BGE member leaves the Company before the end of the holding period, the Company will match 1/3rd per started calendar year. No matching occurs in case of resignation or termination for cause.

The retention period for matching shares expires three years after granting these shares in so far the minimum shareholding requirement has been met.

3. Remuneration of the non-executive Directors in respect of 2023

The amount of the remuneration granted directly or indirectly to the non-executive Directors, by the Company or its subsidiaries, in respect of 2023 is set forth on an individual basis below. The non-executive Directors only receive fixed remuneration, partially paid out in cash and partially in shares (cfr. section 4).

		Fixed amount for performance of duties as a member of the	Fixed amount for Board Committee membership
in €	Period covering fixed amount	Board	and/or chairing	Total
Jürgen Tinggren1, 5	01.01.2023 - 31.12.2023	650 000	n.a.	650 000
Mei Ye	01.01.2023 - 31.12.2023	70 000		70 000
Gregory Dalle2,6	01.01.2023 - 31.07.2023	40 833	11 667	52 500
Emilie van de Walle de Ghelcke	01.01.2023 - 31.12.2023	70 000		70 000
Christophe Jacobs van Merlen4	01.01.2023 - 31.12.2023	70 000	20 000	90 000
Henri Jean Velge2	01.01.2023 - 31.12.2023	70 000	20 000	90 000
Caroline Storme	01.01.2023 - 31.12.2023	70 000		70 000
Henriette Fenger Ellekrog4	01.01.2023 - 31.12.2023	70 000	20 000	90 000
Eriikka Söderström2, 3	01.01.2023 - 31.12.2023	70 000	25 000	95 000
Maxime Parmentier	01.01.2023 - 31.12.2023	70 000		70 000
Total Directors' Remuneration				1 347 500

¹ Chairman, Chairman of the Nomination and Remuneration Committee, member of the Audit, Risk and Finance Committee.

² Member of the Audit, Risk and Finance Committee.

³ Chair of the Audit, Risk and Finance Committee.

⁴ Member of the Nomination and Remuneration Committee.

5 Share grant of € 650 000 on 31 May 2023 relating to the period June 2023 - May 2024.

6 Resigned on 31 July 2023.

4. Share-based remuneration for non-executive Directors

The fixed fee of the Chairman is paid 100% in Company shares, subject to a three-year holding period from grant date.

For the other non-executive Directors, the fixed fee for performance of duties as a member of the Board are paid in cash, but with the option each year to receive part of the fixed fee for duties as a member of the Board (0%, 25% or 50%) in Company shares. Fixed fees for performance of duties as member or Chair of a Board Committee are paid in cash.

Set out below are the number of Company shares granted to non-executive Directors in 2023. For the avoidance of doubt, the below amounts are included in the remuneration overview of the non-executive Directors in section 3.

Non-executive director	Percentage shares	Gross amount in €	Number of shares after taxes	End retention period
Chairman
Jürgen Tinggren¹	100%	650 000	7 809	31/5/2025
Non-executive Directors nominated by the principal shareholder
Gregory Dalle	50%	35 000	473	n.a.
Christophe Jacobs van Merlen	50%	35 000	479	n.a.
Maxime Parmentier	25%	17 500	220	n.a.
Caroline Storme	50%	35 000	435	n.a.
Emilie van de Walle de Ghelcke	50%	35 000	435	n.a.
Henri Jean Velge	50%	35 000	435	n.a.
Independent non-executive Directors
Henriette Fenger Ellekrog	25%	17 500	237	n.a.
Eriikka Söderström	50%	35 000	472	n.a.
Mei Ye	25%	17 500	207	n.a.
Total		912 500	11 202

¹ The share grant of € 650 000 covers the period June 2023 - May 2024.

5. Remuneration of the Chief Executive Officer in respect of 2023 in his capacity as executive Director

Without prejudice to the remuneration in the capacity as Executive Manager, the Chief Executive Officer did not receive remuneration for the mandate as executive Director.

6. Remuneration of the Chief Executive Officer in respect of 2023

The amount of the remuneration and other benefits granted directly or indirectly to the Chief Executive Officer, by the Company or its subsidiaries, in respect of 2023 for his role as Chief Executive Officer is set forth below:

	Former Chief Executive Officer	Chief Executive Officer Comments
	Oswald Schmid	Yves Kerstens
Period	01.01.2023-31.08.2023	01.09.2023-31.12.2023
Fixed pay	572 000		290 000 Includes base remuneration and foreign director fees
STI	643 500		238 163 Annual variable remuneration, based on 2023 CEO performance
LTI	2 846 406		899 179 Value of vested performance share units (performance period 2021-2023)
Pension	138 875		72 500 Defined-Contribution
Share-matching	94 110		0 2023 Company matching of 2021 personal investment in Company shares
Other remuneration elements	81 657		27 443 Includes company car, risk insurances and housing allowance
Total remuneration	4 376 548	1 527 285
Variable remuneration expressed as % of total	82 %		74 % Sum of STI, LTI and Share-Matching
Fixed remuneration expressed as % of total	18 %		26 % Sum of Fixed Pay, Pension and Other

The evaluation of STI performance criteria over 2023 leads to a payout of 100% versus target for the former CEO Oswald Schmid and to a payout of 109.5% for CEO Yves Kerstens.

There has been an LTI vesting at 300% versus target for the performance share units issued on 15 January 2021 covering performance period 2021-2023.

The Remuneration Policy stipulates that the target LTI is 85% of fixed pay for the CEO. In March 2023, performance share units have been granted with respect to performance period 2023-2025 considering a 85% LTI target.

There has been a Company matching in 2023 of the personal investment of shares done in 2021 in accordance with the Personal Shareholding Requirement Plan for the former CEO Oswald Schmid.

7. Remuneration of the other members of the BGE in respect of 2023

The amount of the remuneration and other benefits granted directly or indirectly to the BGE members other than the Chief Executive Officer, by the Company or its subsidiaries, in respect of 2023 is set forth below on a global basis. The remuneration includes pro rata remuneration of Annie Xu-Huhmann (as of 1 March 2023), Barry Snyder (as of 1 July 2023), Yves Kerstens (up to his promotion to CEO on 1 September 2023), and of Arnaud Lesschaeve, who left on 1 March 2023.

	Remuneration Comments
Fixed pay		3 119 941 Includes base remuneration as well as foreign director fees
STI		1 795 795 Annual variable remuneration, based on 2023 performance
LTI		5 870 075 Value of vested performance share units (performance period 2021-2023)
Pension		701 197 Defined-Contribution and Cash Balance pension
Share-matching		108 472 2023 Company matching of 2021 personal investment in Company shares
Other remuneration elements		533 419 Includes company car, risk insurances and school fees
Total remuneration	12 128 899
Variable remuneration expressed as % of total		64 % Sum of STI, LTI and Share-Matching
Fixed remuneration expressed as % of total		36 % Sum of Fixed Pay, Pension and Other

The evaluation of STI performance criteria over 2023 leads to a payout of 109.5 % (weighted average) versus target. The STI for Annie Xu-Huhmann and Barry Snyder was pro-rated in accordance with their start date. The STI for Yves Kerstens was pro-rated based on his appointment date. For Arnaud Lesschaeve no STI has been paid for 2023 following his departure.

The vesting criterion with regard to the performance share units issued in 2021, in relation to the 2021-2023 performance horizon, has reached the maximum level. As a consequence, 300% of the performance share units granted in 2021 have vested in 2023 for the qualifying BGE members (we refer to section 8).

The pension expense captures a combination of several pension arrangements in place in the different work locations of the BGE members; being Belgium and France. The amount mentioned in the above table represents the annual employer contribution for the relevant defined-contributions plans, the accrued pay credit for the relevant cash balance plan and the employer contribution into the mandatory second pillar arrangements.

8. Share-based remuneration for members of the BGE

As of 2018, the long-term incentives are delivered solely through performance share units granted under the 2018- 2020 Performance Share Plan proposed by the Board of Directors and approved by the Annual General Meeting on 9 May 2018.

On the recommendation of the Board of Directors, the Annual General Meeting of Shareholders has approved on 12 May 2021 the Remuneration Policy. Based on this Policy, a Performance Share Plan was issued under which performance share grants have and will occur as of 2022 up to and including 2025.

Up to 2017 long-term incentives have been based on a combination of stock options (or, outside of Europe, stock appreciations rights) and performance share units.

There are no outstanding stock options nor stock appreciation rights (or movements done in 2023) in relation to BGE members.

The Chief Executive Officer and the other members of the BGE participate in a voluntary share-matching plan.

Performance Share Units

Performance share units related to the performance period 2023-2025 have been granted to the Executive Management on 10 March 2023. Following the start of Barry Snyder on 1 July 2023, performance share units have been granted on 22 August 2023.

Company financials retained as performance targets covering the 2023-2025 performance period are EBITDA Underlying growth, elements of cumulative cash flow and TSR relative to peer index. The peer group is a selection of 19 listed industrial companies, European based with global reach, similar in size, employees and market cap. An ESG metric namely energy efficiency improvement (expressed as MWh per ton product) has been added.

The tables below set forth the overview of share-based remuneration granted to BGE members, including the main characteristics of each plan.

Plan name	Perfor mance period	Performance measures	Grant Date	Vesting Date	Number of PSU granted	Number of unvested PSU start	of year Granted	Forfeited/ Expired	Vested (300%)	Number of unvested PSU end of year
Oswald Schmid – former Chief Executive Officer
PSP 2018-2020	2021-2023	EBITDA-U & Cum. CF	15/01/2021	31/12/2023	10 179	10 179			30 537	0
PSP 2018-2020	2021-2023	EBITDA-U & Cum. CF	09/09/2021	31/12/2023	7 966	7 966			23 898	0
PSP 2022-2024	2022-2024	EBITDA-U, Cum. CF & TSR	04/03/2022	31/12/2024	18 532	18 532				18 532
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG	10/03/2023	31/12/2025	19 989		19 989	6 663		13 326
					TOTAL	36 677	19 989		6 663 54 435	31 858
Taoufiq Boussaid - Chief Financial Officer
PSP 2018-2020	2021-2023	EBITDA-U & Cum. CF	15/01/2021	31/12/2023	10 762	10 762			32 286	0
PSP 2022-2024	2022-2024	EBITDA-U & Cum. CF & TSR	04/03/2022	31/12/2024	6 949	6 949				6 949
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG	10/03/2023	31/12/2025	7 944		7 944			7 944
					TOTAL	17 711	7 944	0	32 286	14 893
Kerstin Artenberg - Chief Human Resources Officer
PSP 2018-2020	2021-2023	EBITDA-U & Cum. CF	19/08/2021	31/12/2023	5 683	5 683			17 049	0
PSP 2022-2024	2022-2024	EBITDA-U & Cum. CF & TSR	04/03/2022	31/12/2024	6 314	6 314				6 314

Plan name	Perfor mance period	Performance measures	Grant Date	Vesting Date	Number of PSU granted	Number of unvested PSU start	of year Granted	Forfeited/ Expired	Vested (300%)	Number of unvested PSU end of year
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG	10/03/2023	31/12/2025	7 296		7 296			7 296
					TOTAL	11 997	7 296	0	17 049	13 610
Juan Carlos Alonso - Chief Strategy Officer
PSP 2018-2020	2021-2023	EBITDA-U & Cum. CF	15/01/2021	31/12/2023	8 007	8 007			24 021	0
PSP 2022-2024	2022-2024	EBITDA-U & Cum. CF & TSR	04/03/2022	31/12/2024	5 956	5 956				5 956
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG	10/03/2023	31/12/2025	6 887		6 887			6 887
					TOTAL	13 963	6 887	0	24 021	12 843
Yves Kerstens - Chief Executive Officer and former Div. CEO SB and Chief Operations Officer
PSP 2018-2020	2021-2023	EBITDA-U & Cum. CF	19/08/2021	31/12/2023	5 732	5 732			17 196	0
PSP 2022-2024	2022-2024	EBITDA-U & Cum. CF & TSR	04/03/2022	31/12/2024	7 783	7 783				7 783
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG	10/03/2023	31/12/2025	8 988		8 988			8 988
					TOTAL	13 515	8 988	0	17 196	16 771
Arnaud Lesschaeve - former Div. CEO RR
PSP 2018-2020	2021-2023	EBITDA-U & Cum. CF	15/01/2021	31/12/2023	10 043	10 043			30 129	0
PSP 2022-2024	2022-2024	EBITDA-U & Cum. CF & TSR	04/03/2022	31/12/2024	6 678	6 678		2 226		4 452
					TOTAL	16 721	0	2 226	30 129	4 452
François Desné - Div. CEO SWS and BBRG
PSP 2022-2024	2022-2024	EBITDA-U, Cum. CF & TSR	26/09/2022	31/12/2024	12 864	12 864			0	0
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG	10/03/2023	31/12/2025	7 967		7 967			7 967
					TOTAL	12 864	7 967	0	0	7 967
Gunter Van Craen - Chief Digital and Information Officer
PSP 2018-2020	2021-2023	EBITDA-U & Cum. CF	15/01/2021	31/12/2023	2925	2 925			8 775	0
PSP 2022-2024	2022-2024	EBITDA-U, Cum. CF & TSR	04/03/2022	31/12/2024	2379	2 379			0	2 379
PSP 2022-2024	2022-2024	EBITDA-U, Cum. CF & TSR	25/08/2022	31/12/2024	1926	1 926				1 926
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG	10/03/2023	31/12/2025	6115		6 115			6 115
					TOTAL	7 230	6 115	0	8 775	10 420
Annie Xu-Huhmann - Div. CEO RR
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG	10/03/2023	31/12/2025	9264		9264			9264
					TOTAL	0	9 264	0	0	9 264
Barry Snyder - Chief Operations Officer
PSP 2023-2025	2023-2025	EBITDA-U, Cum. CF, TSR & ESG 22/08/2023		31/12/2025	3495		3495			3495
					TOTAL	0	3 495	0	0	3 495

Share-matching Plan

The table below sets forth the number of shares matched by the Company for BGE members. There has been a Company Share Matching in 2023 relating to the personal investment in shares on 31 March 2021 following the three-year retention period.

	Date personal investment	End holding period	Number of acquired shares	Acquired in 2023	Matched in 2023	Forfeited for matching
Oswald Schmid – former Chief Executive Officer
	31/3/2021	31/12/2023	2 096		2 096
	31/3/2022	31/12/2024	4 910
	31/3/2023	31/12/2025		1 068		356
Taoufiq Boussaid - Chief Financial Officer
	31/3/2021	31/12/2023	838		838
	31/3/2022	31/12/2024	2 054
	31/3/2023	31/12/2025		611
Kerstin Artenberg - Chief Human Resources Officer
	31/3/2022	31/12/2024	1 711
	31/3/2023	31/12/2025		561
Juan Carlos Alonso - Chief Strategy Officer
	31/3/2021	31/12/2023	922		922
	31/3/2022	31/12/2024	1 760
	31/3/2023	31/12/2025		529
Yves Kerstens - Chief Executive Officer and former Div. CEO SB and Chief Operations Officer
	31/3/2022	31/12/2024	1 725
	31/3/2023	31/12/2025		1 476
Arnaud Lesschaeve - Former Div. CEO RR
	31/3/2021	31/12/2023	698		698
François Desné - Div. CEO SWS and BBRG
	31/3/2023	31/12/2025		154
Gunter Van Craen - Chief Digital & Information Officer
	31/3/2023	31/12/2025		343
Annie Xu-Huhmann - Div. CEO RR
None
Barry Snyder - Chief Operations Officer
None

9. Departure of Executive Managers

Within the context of the CEO change which happened on 1 September 2023, Oswald Schmid stepped down as CEO to hand over to Yves Kerstens. The CEO service agreement with Oswald Schmid which contractually runs until 30 June 2024 has been honored.

Arnaud Lesschaeve, Divisional CEO Rubber Reinforcement, has been a BGE member until 1 March 2023 and left Bekaert afterwards. In accordance with the contractual agreement, a severance arrangement based on twelve months of remuneration has been agreed.

10. Company's right of reclaim

The Board of Directors has the discretion to adjust (malus) or reclaim (claw back) some or all of the value of awards of performance related payments to the Executive Management in the event of

significant downward restatement of the financial results of Bekaert,
material breach of the Bekaert Code of Conduct or any other Bekaert compliance policies,
breach of restrictive covenants by which the individual has agreed to be bound,
fraud, gross misconduct or gross negligence by the individual, which results into significant losses or serious reputation damage to Bekaert.

The Board did not make use of this right in 2023.

11. Executive remuneration in a wider context

The main difference in remuneration policy between the Executive Management and employees in general, is the balance between fixed and performance-related remuneration such as short-term and long-term incentives. Overall, the percentage of performance related remuneration, in particular longer-term incentives, is greater for the Executive Management. This reflects that Executive Managers have greater freedom to act and that the consequences of their decisions are likely to have a broader and more far-reaching time span of effect.

The remuneration for Executive Managers is however aligned with the remuneration structures of the broader group of employees:

The Group's managers share the same scorecard as the Executive Management for measuring the Group and business unit performance with an impact on their STI.
In addition, around 100 of the Group's senior managers receive performance share awards on terms that are similar to the conditions that apply to the members of the BGE.

The ratio of the Chief Executive Officer to the lowest remuneration of the employees of NV Bekaert SA in Belgium is 122:1.

The table below sets forth the average remuneration of the members of the Board of Directors and the Executive Management, the average remuneration of other employees (on a full-time equivalent basis) and some key financial Company metrics over the last 5 calendar years.

	2019	2020	2021	2022	2023
Company remuneration
Non-executive Directors
Average remuneration (€)	121 629	104 000	111 458	132 273	140 609
Year-on-year difference (%)	+27.0%	-14,5%	+7.2%	+18.7%	+6.3%
CEO
Average remuneration (€)	1 787 480	1 225 527		2 356 337 2 911 964 5 903 833
Year-on-year difference (%)	+57.5%	-31,4%	+92.3%	+23.6%	+102.7%
Other BGE members
Average remuneration (€)	748 023	839 736		1 611 657 1 288 128	1 692 404
Year-on-year difference (%)	+22.7%	+12,3%	+91,9%	-20.1%	+31.4%
Other employees
Average remuneration (€)	77 757	79 859	87 727	88 402	98 471
Year-on-year difference (%)	+2.2%	+2,7%	+9.9%	+0.8%	+11.4%
Key Company metrics
EBITDA-underlying1
Amount in million (€)	468	479	686	591	561
Year-on-year difference (%)	+9.9%	+2,4%	+43.2%	-13.8%	-5.1 %
Sales1
Amount in million (€)	4 322	3 772	4 840	5 004	4 328
Year-on-year difference (%)	+0.4%	-12,7%	+28.3%	+3.4%	-13.5 %
Working Capital1
Amount in million (€)	699	535	678	676	641
Year-on-year difference (%)	-20.1%	-23,5%	+26,6%	-0.3%	-5.2 %
Company share price (as at 31 December)
Share price (€)	26.50	27.16	39.14	36.28	46.52

1 The 2022 and 2023 data have been restated due to the divestment of the Steel Wire Solutions business activities in Chile and Peru

The total remuneration of the non-executive Directors is described in detail in section 3 of this remuneration report. It is set as a fixed amount for the performance of the duties for the Chairman and for a member of the board, and as a fixed amount for the performance of the duties as a member or Chair of a Board Committee. The board fees did not change in the past 2 years, therefore, changes from one year to another are explained by board composition.

The remuneration of the CEO and other BGE members include the compensation elements of the remuneration tables in section 6 and 7 of this remuneration report. The variations from year to year are mainly influenced by the annual variable remuneration as well as by the vesting performance share units which are linked to company performance and share price of a vested performance share unit.

The average remuneration of the other employees of the company is based on the average gross annual income of all employees of NV Bekaert SA in Belgium, excluding BGE members and senior management. This gross annual income includes the base salary, variable pay, benefits and performance share units for the qualifying managers. Changes from one year to another are explained by employee population composition and is influenced by annual variable remuneration as well by the vesting performance share units which are linked to company performance and share price of a vested performance share unit.

12. Derogations from the procedures for implementing the remuneration policy

No derogations from the procedure for implementing the remuneration policy occurred in 2023.

The Bekaert share in 2023

The Bekaert share outperformed the reference index, Euronext Brussels BEL Mid, by 17.88% in 2023 and gained 28.22% comparing to the year-end closing price of 2022.

Share identification

The Bekaert share is listed on Euronext Brussels as ISIN BE0974258874 (BEKB) and was first listed in December 1972. The ICB sector code is 2727 Diversified Industrials.

Share performance

	2015	2016	2017	2018	2019	2020	2021	2022	2023
Price as at 31 December (in €)	28.38	38.48	36.45	21.06	26.50	27.16	39.14	36.28	46.52
Price high (in €)	30.00	42.45	49.92	40.90	28.26	28.50	42.56	45.60	46.72
Price low (in €)	22.58	26.56	33.50	17.41	19.38	13.61	27.34	24.84	36.32
Price average closing (in €)	26.12	37.06	42.05	28.21	23.96	19.95	36.33	34.02	41.56
Daily volume	120 991	123 268	121 686	154 726	96 683	72 995	68 749	69 296	49 812
Daily turnover (in millions of €)	3.1	4.5	5.0	4.4	2.3	1.5	2.5	2.4	2.1
Annual turnover (in millions of €)	804	1 147	1 279	1 121	592	386	641	615	528
Velocity (% annual)	52	53	51	65	41	31	29	30	22
Velocity (% adjusted free float)	86	88	86	109	68	52	49	50	34
Free float (%)	56.7	59.2	59.6	59.3	59.3	59.5	58.7	55.6	60.3

Share trading

The average daily trading volume was about 50 000 shares in 2023. The volume peaked on 1 March, when 190 201 shares were traded.

On 31 December 2023, Bekaert had a market capitalization of € 2.5 billion and a free float market capitalization of € 1.5 billion. The free float was 60.3% and the free float band 65%.

The liquidity agreement that Bekaert made with Kepler Cheuvreux on 2 September 2021, was renewed in September 2022 for an additional oneyear period. Bekaert decided to pause the agreement with Kepler Cheuvreux, effective 28 July 2023. It expired on 1 September 2023. This agreement provided for the purchase and sale by Kepler Cheuvreux of Bekaert shares on the regulated market of Euronext Brussels, for which Bekaert made 100 000 treasury shares available to Kepler Cheuvreux. The purpose of this liquidity contract was to support the liquidity of the Bekaert shares.

Bekaert decided in 2023 to prolong its share buyback program that was launched in March 2022. The purpose of this program was to decrease the Company's issued share capital. All shares repurchased through this program were annulled. More information is included below.

Shareholding and notifications

In connection with the entry into force of the Act of 2 May 2007 on the disclosure of significant participations (the Transparency Act) Bekaert has, in its Articles of Association, set the thresholds of 3% and 7.50% in addition to the legal thresholds of 5% and each multiple of 5%. An overview of the notifications of participations of 3% or more, if any, can be found in the Parent Company Information section of this Annual Report (Interests in share capital).

On 8 December 2007, Stichting Administratiekantoor Bekaert disclosed in accordance with Article 74 of the Act of 1 April 2007 on public takeover bids that it was holding individually more than 30% of the securities with voting rights of the Company on 1 September 2007.

Based on recent shareholder identification analysis, transparency notifications and treasury share movements, as per 31 December 2023, the Stichting Administratiekantoor Bekaert and parties acting in concert owned 36% of the shares of Bekaert and treasury shares represented 4%. The remaining free float of approximately 60% was held by a combination of institutional investors and private investors.

Capital structure

Per 31 December 2023, the capital of the Company amounted to € 161 145 000 and is represented by 54 750 174 shares without par value. The shares are in registered or non-material form. All shares have the same rights.

Authorized capital

The Board of Directors has been authorized by the General Meeting of Shareholders of 13 May 2020 to increase the capital, in one or more times, with a maximum amount of € 177 793 000 (exclusive of the issue premium). The Board of Directors may use this authorization until 23 June 2025.

Treasury shares, stock option plans, performance share plan and share-matching plan

On 31 December 2022, the Company held 4 380 475 own shares. Between 1 January 2023 and 31 December 2023, a total of 413 581 treasury shares were transferred to (former) employees following the exercise of stock options under SOP 2010-2014 and SOP 2015-2017. Bekaert sold 4 742 shares to members of the BGE in the framework of the Bekaert personal shareholding requirement and transferred 3 496 shares to members of the BGE under the share-matching plan. A total of 11 202 shares were granted to the Chairman and other non-executive Directors as part of their remuneration for the performance of their duties. A total of 213 317 shares were disposed of following the vesting of 213 317 performance share units under the performance share plan. Between 1 January 2023 and 31 December 2023, Bekaert bought back 2 712 858 shares in total and cancelled 4 279 078 shares (see below). Including the transactions exercised under the liquidity agreement with Kepler Cheuvreux which expired in September 2023, the balance of own shares held by the Company on 31 December 2023 was 2 156 137 (3.94% of the total share capital).

A grant of 139 141 equity settled performance share units was made on 10 March 2023. In addition, a mid-year grant of 4 843 equity settled performance share units in aggregate was made on 22 August 2023. Each performance share unit entitles the beneficiary to acquire one performance share subject to the conditions of the underlying Performance Share Plan.

These performance share units will vest following a vesting period of three years, conditional to the achievement of preset performance targets. The precise vesting level of the performance share units depends on the actual achievement level of the vesting criterion, with no vesting at all if the actual performance is below the defined minimum threshold. Upon achievement of said threshold, there will be a minimum vesting of 50% of the granted performance share units; full achievement of the agreed vesting criterion will lead to a par vesting of 100% of the granted performance share units, whereas there will be a maximum vesting of 300% of the granted performance share units in case of exceptional performance.

Detailed information about capital, shares, stock option plans and performance share plans is given in the Financial Statements (Note 6.13 to the consolidated financial statements).

Share buyback

On 25 February 2022, Bekaert announced that its Board approved a share buyback program for a total amount up to € 120 million over a period up to twelve months under the authorization granted by the Extraordinary General Meeting of Shareholders of 13 May 2020. The purpose of the program was to reduce the issued share capital of the Company. The program, split over four equal tranches, was launched on 18 March 2022 and completed on 13 February 2023. On 1 March 2023, Bekaert announced the continuation of the program for an additional total amount up to € 120 million over an additional period of up to 12 months. The fifth tranche of the program began on 3 March 2023 and ended on 3 May 2023, during which the Company repurchased 725 443 shares for an aggregate amount of € 30 million. The sixth tranche began on 10 May 2023 and ended on 21 July 2023, during which the Company repurchased 609 016 shares for an aggregate amount of € 25.5 million. The seventh tranche began on 28 July 2023 and ended on 11 October 2023, during which the Company repurchased 699 463 shares for an aggregate amount of € 30 million. The eighth tranche began on 17

November 2023 and ended on 23 February 2024. During the eighth tranche, the Company repurchased 669 409 shares for an aggregate amount of € 30 million. In total, Bekaert repurchased 6 191 675 shares for an aggregate consideration of € 232.8 million since the start of the program in 2022. Of these repurchased shares, Bekaert already canceled 5 728 487 shares in total and the capital was reduced accordingly. The balance will be canceled in 2024. In 2023, Bekaert canceled 4 279 078 shares leading to a capital decrease of € 12 593 327. After each capital decrease, the capital was rounded up through a small capital increase without the issue of new shares (by € 1 327 in total and within the framework of the authorized capital). On 1 March 2024 the Board decided to pause the share buyback program in view of the intention to prioritize investment in the business, both organically and inorganically.

Dividend distribution

The Board of Directors will propose that the Annual General Meeting to be held on 8 May 2024 approve the distribution of a gross dividend of € 1.80 per share.

The board of Directors reconfirms the Dividend Policy which, subject to profit generation, targets a growing dividend while maintaining a prudent balance sheet and an adequate level of cash flow in the company for investment to support growth. Over the long term, the company is aiming for a pay-out ratio of around 40% of the result for the period attributable to equity holders of Bekaert.

in €	2016	2017	2018	2019	2020	2021	2022	2023
Total gross dividend	1.100	1.100	0.700	0.350	1.000	1.500	1.650	1.8001
Net dividend²	0.770	0.770	0.490	0.245	0.700	1.050	1.155	1.260
Coupon number	8	9	10	11	12	13	14	15

¹ The dividend is subject to approval by the Annual General Meeting of Shareholders 2024.

² Subject to the applicable tax legislation.

General Meeting of Shareholders 2023

The Annual General Meeting was held on 10 May 2023.

The resolutions of the meetings are available at www.bekaert.com.

Investor Relations

Bekaert is committed to provide clear, timely, and accurate information to all of its financial stakeholders.

Bekaert's Investor Relations team is available to share information and updates on the company's strategy, business outlook, financial performance, and sustainability progress. Key information can be found in the Investor Relations section of the website

Elements pertinent to a takeover bid

Restrictions on the transfer of securities

The Articles of Association contain no restrictions on the transfer of Company shares, except in the case of a change of control, for which the prior approval of the Board of Directors must be requested in accordance with Article 9 of the Articles of Association.

Subject to the foregoing, the shares are freely transferable.

The Board of Directors is not aware of any restrictions imposed by law on the transfer of shares by any shareholder.

Restrictions on the exercise of voting rights

According to the Articles of Association, each share entitles the holder to one vote. The Articles of Association contain no restrictions on the voting rights, and each shareholder can exercise his voting rights if he was validly admitted to the General Meeting and his rights had not been suspended. The admission rules to the General Meeting are laid down in the BCCA and in the Articles of Association. Pursuant to the Articles of Association, the Company is entitled to suspend the exercise of rights attaching to securities belonging to several owners.

No person can vote at a General Meeting of Shareholders using voting rights attached to securities that had not been timely reported in accordance with the law.

The Board of Directors is not aware of any other restrictions imposed by law on the exercise of voting rights.

Agreements among shareholders

The Board of Directors is not aware of any agreements among shareholders that may result in restrictions on the transfer of securities or the exercise of voting rights, except those disclosed in the notifications referred to in the Parent Company Information section (interests in share capital).

Appointment and replacement of Directors

The Articles of Association and the Bekaert Corporate Governance Charter contain specific rules concerning the (re)appointment, induction and evaluation of Directors.

Directors are appointed for a term not exceeding four years by the General Meeting of Shareholders, which can also dismiss them at any time. An appointment or dismissal requires a simple majority of votes. The candidates for the office of Director who have not previously held that position in the Company must inform the Board of Directors of their candidacy at least two months before the Annual General Meeting.

Only when a position of Director prematurely becomes vacant, can the remaining Directors appoint (co-opt) a new Director. In such a case, the next General Meeting will make the definitive appointment.

The appointment process for Directors is led by the Nomination and Remuneration Committee, which submits a reasoned recommendation to the full Board of Directors. Based on such recommendation, the Board of Directors decides which candidates will be nominated to the General Meeting for appointment. Directors can, as a rule, be reappointed for an indefinite number of terms, provided they are at least 30 and at most 66 years of age at the time of their initial appointment. They retire in the year in which they reach the age of 69.

Amendments to the Articles of Association

The Articles of Association can be amended by an Extraordinary General Meeting in accordance with the BCCA. Each amendment to the Articles requires a quorum of at least 50% of the capital (if the quorum is not met, a second meeting with the same agenda should be called, for which no quorum requirement applies) and a qualified majority of 75% of the votes cast at the meeting (a majority of 80% applies for changes to the corporate purpose and the transformation of the legal form of the company).

Authority of the Board of Directors to issue, acquire and transfer shares

The Board of Directors is authorized by Article 41 of the Articles of Association to increase the capital in one or more times with a maximum amount of € 177 793 000. The authority is valid for five years from 23 June 2020 but can be extended by the General Meeting.

The Company may acquire and accept in pledge its own shares or certificates relating thereto in compliance with the applicable conditions prescribed by law. The Board of Directors is authorized by Article 10 of the Articles of Association to acquire and accept in pledge its own shares or certificates relating thereto in compliance with the applicable conditions prescribed by law, without the total number of own shares or certificates relating thereto held or accepted in pledge by the Company pursuant to this authorization exceeding 20% of the total number of shares, at a price ranging between minimum € 1.00 and maximum 30% above the arithmetic average of the closing price of the Company's share during the last thirty trading days preceding the Board of Directors' resolution to acquire or to accept in pledge. This authorization is granted for a period of five years beginning on 23 June 2020.

The authorization set forth above does not affect the possibilities, pursuant to the applicable legal provisions, for the Board of Directors to acquire or accept in pledge own shares and certificates relating thereto if no authorization in the Articles of Association or authorization of the General Meeting is required.

The Board of Directors is authorized by Article 10 of the Articles of Association to cancel all or part of the acquired own shares or certificates relating thereto.

The Company may transfer its own shares, profit-sharing bonds or certificates relating thereto only in compliance with the applicable conditions prescribed by law.

The Board of Directors is authorized by Article 11 of the Articles of Association to transfer own shares, profit-sharing bonds or certificates relating thereto to one or more specified persons other than personnel, in compliance with the applicable conditions prescribed by law.

The authorizations set forth above do not affect the possibilities, pursuant to the applicable legal provisions, for the Board of Directors to transfer own shares, profit-sharing bonds and certificates relating thereto, if no authorization in the Articles of Association or authorization of the General Meeting is required.

The powers of the Board of Directors are more fully described in the applicable legal provisions, the Articles of Association and the Bekaert Corporate Governance Charter.

Change of control

The Company is a party to several significant agreements that take effect, alter or terminate upon a change of control of the Company following a public takeover bid or otherwise.

To the extent that those agreements grant rights to third parties that significantly affect the assets of the Company or that give rise to a significant debt or obligation of the Company, those rights were granted by the Special General Meetings held on 13 April 2006, 16 April 2008, 15 April 2009, 14 April 2010 and 7 April 2011 and by the Annual General Meetings held on 9 May 2012, 8 May 2013, 14 May 2014, 13 May 2015, 11 May 2016, 10 May 2017, 9 May 2018, 8 May 2019, 13 May 2020, 12 May 2021 and 10 May 2023 in accordance with Article 7:151 of the BCCA; the minutes of those meetings were filed with the Registry of the Commercial Court of Gent, division Kortrijk on 14 April 2006, 18 April 2008, 17 April 2009, 16 April 2010, 15 April 2011, 30 May 2012, 23 May 2013, 20 June 2014, 19 May 2015, 18 May 2016, 2 June 2017, 7 February 2019, 23 May 2019, 23 June 2020, 24 June 2021 and 20 February 2024 respectively and are available at www.bekaert.com.

Most agreements are joint venture contracts (describing the relationship between the parties in the context of a joint venture company), contracts whereby financial institutions, retail investors or other investors commit funds to the Company or one of its subsidiaries, and contracts for the supply of products or services by or to the Company. Each of those contracts contains clauses that, in the case of a change of control of the Company, entitle the other party, in certain cases and under certain conditions, to terminate the contract prematurely and, in the case of financial contracts, also to demand early repayment of the loan funds. The joint venture contracts provide that, in the case of a change of control of the Company,

the other party can acquire the Company's shareholding in the joint venture (except for the Chinese joint ventures, where the parties have to agree whether one of them will continue the joint venture on its own, whereupon that party has to purchase the other party's shareholding), whereby the value for the transfer of the shareholding is determined in accordance with contractual formulas that aim to ensure a transfer at an arm's length price.

Other elements

The Company has not issued securities with special control rights.
The control rights attaching to the shares acquired by employees pursuant to the long-term incentive plans are exercised directly by the employees.
No agreements have been concluded between the Company and its Directors or employees providing for compensation if, because of a takeover bid, the Directors resign or are made redundant without valid reason or if the employment of the employees is terminated.

Control and ERM

Internal control and risk management systems in relation to the preparation of the consolidated financial statements

The following description of Bekaert's internal control and risk management systems is based on the Internal Control Integrated Framework (1992) and the Enterprise Risk Management Framework (2004) published by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).

The Board of Directors has approved a framework of internal control and risk management for the Company and the Group set up by the BGE and monitors the implementation thereof. The Audit, Risk and Finance Committee monitors the effectiveness of the internal control and risk management systems, with a view to ensuring that the main risks are properly identified, managed and disclosed according to the framework adopted by the Board of Directors. The Audit, Risk and Finance Committee also makes recommendations to the Board of Directors in this respect.

Control environment

In 2022, the new Finance Operating Model has been implemented enforcing the accounting and control organization. Under this new model (i) a Financial Controller is responsible inter alia for legal entity financial statements, (ii) Operations Finance's primary focus is on operating cost, inventory, asset utilization and all domains of Manufacturing Excellence, (iii) Commercial Finance focuses on revenue and gross margin with related analysis of pricing and sales force effectiveness, (iv) Financial Planning and Analysis (FP&A) focuses on business results, forward looking budgets and forecasts, (v) shared service centers are incorporated in the overarching Global Business Services (GBS), aiming at bringing their performance to the next

level, and (vi) the Group Finance Department is responsible for the final review of the financial information of the different legal entities and for the preparation of the consolidated financial statements

Next to the structured controls outlined above, the Internal Audit Department conducts a risk-based audit program to validate the internal control effectiveness in the different processes at legal entity, regional and group level to assure a reliable financial reporting.

Bekaert's consolidated financial statements are prepared in accordance with the International Financial Reporting Standards (IFRS), which have been endorsed by the European Union. These financial statements are also in compliance with the IFRS as issued by the International Accounting Standards Board.

All IFRS accounting principles, guidelines and interpretations, to be applied by all legal entities, are grouped in the Bekaert Accounting Manual, which is available on the Bekaert intranet to all employees involved in financial reporting. Such manual is regularly updated by Group Finance in the case of relevant changes in IFRS, or interpretations thereof, and the users are informed of any such changes. IFRS trainings take place in the different regions when deemed necessary or appropriate.

Most of the Group companies use Bekaert's global enterprise resource planning (ERP) system, and the accounting transactions are registered in a common operating chart of accounts, whereby accounting manuals describe the standard way of booking of the most relevant transactions. Such accounting manuals are explained to the users during training sessions and are available on the Bekaert intranet.

All Group companies use the same software to report the financial data for consolidation and external reporting purposes. A reporting manual is available on the Bekaert intranet and trainings take place when deemed necessary or appropriate.

Risk assessment

Appropriate measures are taken to assure a timely and qualitative reporting and to reduce the potential risks related to the financial reporting process, including: (i) proper coordination between the Sustainable Finance team and Group Finance, (ii) careful planning of all activities, including owners and timings, (iii) guidelines which are distributed by Group Finance to the owners prior to the quarterly reporting, including relevant points of attention, and (iv) follow-up and feedback of the timeliness, quality and lessons learned in order to strive for continuous improvement.

Material changes to the IFRS accounting principles are coordinated by Group Finance, reviewed by the Statutory Auditor, reported to the Audit, Risk and Finance Committee, and acknowledged by the Board of Directors of the Company.

Material changes to the statutory accounting principles of a Group company are approved by its Board of Directors.

Control activities

The proper application by the legal entities of the accounting principles as described in the Bekaert Accounting Manual, as well as the accuracy, consistency and completeness of the reported information, is reviewed on an ongoing basis by the finance organization (as described above).

In addition, all relevant entities are controlled by the Internal Audit Department on a periodic basis. Policies and procedures are in place for the most important underlying processes (sales, procurement, investments, treasury, etc.).

A close monitoring of potential segregation of duties conflicts in the ERP system is carried out.

Information and communication

Bekaert has deployed in most of the Group companies a global ERP system platform to support the efficient processing of business transactions and provide its management with transparent and reliable management information to monitor, control and direct its business operations.

The provision of information technology services to run, maintain and develop those systems is to large extent outsourced to professional IT service delivery organizations, which are directed and controlled through appropriate IT governance structures and monitored on their delivery performance through comprehensive service level agreements.

Together with its IT providers, Bekaert has implemented adequate management processes to assure that appropriate measures are taken daily to sustain the performance, availability and integrity of its IT systems. At regular intervals the adequacy of those procedures is reviewed and audited and where needed further optimized.

Proper assignment of responsibilities, and coordination between the pertinent departments, assures an efficient and timely communication process of periodic financial information to the market. In the first and third quarters, a trading update is released, whereas at mid-year and year-end all relevant financial information is disclosed. Prior to the external reporting, the sales and financial information is subject to (i) the appropriate controls by the above-mentioned control organization, (ii) review by the Audit, Risk and Finance Committee, and (iii) approval by the Board of Directors of the Company.

Monitoring

Any significant change of the IFRS accounting principles as applied by Bekaert is subject to review by the Audit, Risk and Finance Committee and approval by the Company's Board of Directors.

On a periodic basis, the members of the Board of Directors are updated on the evolution and important changes in the underlying IFRS standards. All relevant financial information is presented to the Audit, Risk and Finance Committee and the Board of Directors to enable them to analyze the financial statements. All related press releases are approved prior to communication to the market.

Relevant findings by the Internal Audit Department and/or the Statutory Auditor on the application of the accounting principles, as well as the adequacy of the policies and procedures, and segregation of duties, are reported to the Audit, Risk and Finance Committee.

In addition, a periodic treasury update is submitted to the Audit, Risk and Finance Committee.

A procedure is in place to convene the appropriate governing body of the Company on short notice when circumstances so dictate.

General internal control and ERM

The Board of Directors has approved the Bekaert Code of Conduct, which was first issued on 1 December 2004 and last updated in December 2023. The Code of Conduct sets forth the Bekaert mission and values as well as the basic principles of how Bekaert wants to do business.

Implementation of the Code of Conduct is mandatory for all subsidiaries of the Group and all managerial and salaried employees renew their commitment annually. The Raising Integrity Concern (whistleblowing) procedure enforces and underpins its implementation. The Code of Conduct is included in the Bekaert Corporate Governance Charter as Appendix 3 and available at www.bekaert.com.

In addition, higher management plus specific functional teams follow a governance training and are required to report potential concerns about the integrity of the company's financial and ESG statement, as a subcertification step to the 'statement from the responsible persons' in the integrated annual report.

More detailed policies and guidelines are developed as considered necessary to ensure consistent implementation of the Code of Conduct throughout the Group.

Bekaert's internal control framework consists of a set of group policies for the main business processes and applies Group wide. Bekaert has different tools in place to constantly monitor the effectiveness and efficiency of the design and the operation of the internal control framework.

The Internal Audit and Risk Management Department monitors the internal control performance and risks based on the global framework and reports to the Audit, Risk and Finance Committee at each of its meetings. The Compliance Department reports to the Audit, Risk and Finance Committee at each of its meetings on compliance matters.

The BGE regularly evaluates the Group's exposure to risk, the potential financial impact thereof and the actions to monitor, mitigate and control the exposure.

At the request of the Board of Directors and the Audit, Risk and Finance Committee, management has developed a permanent global enterprise risk management (ERM) framework.

A global approach

Bekaert's Enterprise Risk Management (ERM) approach is integrated within the company's strategy and the resulting decisions and activities that drive its implementation.

This permanent ERM framework helps managing uncertainty in Bekaert's value creation model. It also contributes to achieving the company's objectives, both financial and non-financial, and complying with laws and regulations as well as with the Bekaert Code of Conduct.

The framework consists of the identification, assessment and prioritization of the major risks confronting Bekaert, and of the continuous reporting and monitoring of those major risks, including the development and implementation of risk mitigation plans.

The risks are identified in seven risk categories: strategic, people/ organization, operational, legal/compliance, financial, corporate and geopolitical/country risks.

The identified risks are classified on two axes: probability and impact or consequence. To assess impact and probability, we use the following heatmap.

Risks in red are considered very high; in orange: high; and in yellow: medium.

Decisions are made and action plans defined to mitigate the identified risks. Also, the risk sensitivity evolution (decreasing, increasing, stable) is evaluated.

	Probability		Financial Impact	Non-financial Impact
Very low	• Extremely remote • Not expected to occur but may do so in very exceptional circumstances	Rare	None	• No negative publicity • No loss of confidence by key stakeholders • No injury to individual(s)
Low	• Extremely remote • Not expected to occur but may do so in exceptional circumstances	Unlikely	Below € 1 mln	• Negligible/insignificant negative publicity • Minor loss of confidence by key stakeholders • Minor injury to individual(s), non-life altering, no Significant Injury or Fatality (SIF)
Medium	• There is a low exposure to the risk • Little probability of event occurring	Possible	Between € 1 mln - € 10 mln	• Low level of sustained negative publicity • Moderate loss of confidence by key stakeholders • Significant injury / life altering to one individual, no fatality
High	• There is a moderate exposure to the risk • Reasonable to expect event to occur	Likely		• Moderate to significant level of sustained negative publicity (e.g. one region)
Very High	• There is a high exposure to the risk • Indication of imminent occurrence	Very likely	Above € 10 mln	• Moderate to significant loss of confidence by key stakeholders • Fatality to one or more individuals and/or significant injury / life altering to more than one individual

Below are the main risks included in Bekaert's 2023 ERM report, as reported to the Audit, Risk and Finance Committee and the Board of Directors.

	Risk definition	Mitigating actions	Trend	Risk before mitigation	Risk after mitigation
	Bekaert is exposed to risks arising from potential technology shifts
Strategic risks	Impactful technology changes can affect sectors that are relevant to Bekaert, such as tire markets, energy and utility markets, and the mining, construction & infrastructure sectors. The drive for sustainable energy sources and eco-friendly materials may affect the perspectives of oil & gas and mining industries in the future.	Building Scouting and Technology Intelligence Networks Define and deploy strategic technology partnerships Monitor evolutions in our markets e.g. digital new business models	Stable	Very high	High
	Expansion investments are exposed to risks of delivery on anticipated returns
	Organic expansion investments are subject to risks of delay and cost overruns due to unforeseen roadblocks and as such the anticipated return of such projects might not be reached within the intended timeframe. Potential M&A projects, larger in scope and hence with a higher risk potential if the anticipated returns are not achieved, entail the additional risk of acquiring or merging businesses that are not a strategic fit with Bekaert. The assumptions used for organic and inorganic business cases (market conditions, competitor moves, ) may change and affect the return on the investments made. Major investments with a delay in generating the anticipated returns may affect the cash position and funding cost of the company.	Bekaert has established a robust framework for managing capital allocation and M&A projects. This framework includes strict criteria and close governance, which ensures high-quality defense measures in the preparation, execution, and monitoring of growth projects. Additionally, the Industrial Projects team provides support and oversight for technical preparation, optimization, and execution of investment projects, while an experienced and multi-disciplinary M&A team handles M&A projects.	Stable	High	High
	Bekaert is exposed to certain labor market risks
People / Organization	A competitive labor market can lead to shortages of specific talent capabilities, especially in markets where the talent pool is scarce and where our offices and/or factories are in remote places. This could drive cost inflation or affect the business continuity.	Bekaert has developed a framework of strategic talent pools and has performed a skill gap analysis versus the main capabilities the company wants to develop. A compensation & benefits benchmark study has been done for the critical job families. Talent acquisition and leadership programs are high on the agenda. Diversity & Inclusion initiatives and targets are put in place to structurally enhance this performance.	Stable	High	High
	Source dependency might impact Bekaert's business activities and profitability
Operational risks	Bekaert is subject to the risks from continuous changes in trade policy worldwide, and by trade tensions between specific countries and regions. Bekaert is also subject to disruptions in supply chains due to shortages of raw materials and of logistics services. Increased source dependency might have an impact on Bekaert's business continuity in certain locations and on profitability, due to increased costs and duties.	Bekaert's global presence reduces the risk of source dependency and a lack of alternatives to continue its business activities, should one source fail to deliver or become too expensive. Bekaert's pro-active supplier risk management approach reduces the probability and impact of the risk. Early assessment of impact of changed regulation and prepare action plan for example green deal, sustainability requirements. As part of the Group's focus on pricing discipline, passing on cost inflation through selling prices is a priority area to safeguard the profitability.	Stable	Very high	High

	Risk definition	Mitigating actions	Trend	Risk before mitigation	Risk after mitigation
	Bekaert is subject to stringent environmental laws
	Bekaert is subject to environmental laws & regulations, which become more stringent all over the world. Changes in policies could increase the environmental liabilities of the company.	Prevention and risk management play an important role in Bekaert's environmental policy. This includes measures against soil and ground water contamination, responsible use of water and worldwide ISO14001 certification. Bekaert's global procedure to ensure precautionary measures against soil and ground water contamination (ProSoil) is continuously monitored in relation to regulations, ISO certification, best practices, and actual implementation. The company also maps upcoming or changing legislation to define potential gaps and implements roadmaps to address the gaps.	Stable	High	Medium
	Bekaert is subject to cyber-security risks
	Many operational activities of Bekaert depend on IT-systems that are developed and maintained by internal and external experts. Home office work has expanded the number of end-point devices and connection channels. A cyber-attack affecting critical IT- systems could interrupt Bekaert's business continuity and affect profitability. It may also lead to risks associated with data privacy and confidentiality.	Bekaert has implemented a comprehensive cybersecurity roadmap over the past year to mitigate risk and ensure the safety of our assets and data. This includes the establishment of a robust security governance model, continuous enhancements to our cybersecurity solutions, and a focus on improving our response and recovery capabilities. We have also invested in next-generation threat management to stay ahead of the evolving cybersecurity landscape. These efforts serve to ensure the ongoing protection of our company and our stakeholders.	Stable	Very high	Very High
mpliance risks Legal / Co	Bekaert is exposed to regulatory and compliance risks
	As a global company, Bekaert is subject to many laws and regulations across all countries where it is active or does business. Such laws and regulations are becoming more complex, more stringent and change faster and more frequently than before. These numerous laws and regulations include, among others, data privacy requirements (such as the European General Data Protection Regulation and California Consumer Privacy Act), intellectual property laws, labor relation laws, tax laws, anti-competition regulations, import and trade restrictions (for example the trade policies in the US and the EU), exchange laws, anti-bribery and anti-corruption regulations, health and safety regulations. Compliance actions may require additional costs or capital expenditures, which could negatively impact the profit performance of the group. In addition, given the high level of complexity of these laws, there is a risk that Bekaert may inadvertently not (timely) comply. Violations could result in fines, criminal sanctions, cessation of business activities, and a reputation risk.	The Bekaert Code of Conduct has a whistleblowing procedure, and all managers and other salaried professionals worldwide annually commit to the Code after a mandatory test. The company also has anti-bribery and anti-corruption, sanction, anti-trust, equipment safety standard policies in place. The company regularly organizes trainings on anti-bribery, anti-trust, safety and other legal awareness matters. Bekaert steers compliance with laws and regulations through a Compliance Committee that monitors and manages the actions that are needed to ensure compliance. Safety compliance process improvement implemented. In addition, more than 160 managers (higher management plus specific functional teams) are required to report potential concerns about the integrity of the company's financial and ESG statements, as a sub-certification step to the 'statement from the responsible persons' in the integrated annual report.	Stable	Very high	Medium
	Failure to adequately protect Bekaert's intellectual property could harm its business and operating result
	Intellectual property leakages can harm Bekaert and help the competition, both in terms of product development, process innovation and machine engineering. Bekaert cannot assure that its intellectual property will not be objected to, infringed upon or circumvented by third parties. Furthermore, Bekaert may fail to successfully obtain patent authorization, complete patent registration or protect such patents, which may materially and adversely affect our business position.	At year-end 2023, Bekaert had approximately 2 100 patents and patent applications and more than 2 000 trademarks and trademark applications. Bekaert also initiates patent infringement proceedings against competitors when such cases are observed or reported. In addition Bekaert has an IP policy in place and organizes training.	Increasing	Very High	Very High

	Risk definition	Mitigating actions	Trend	Risk before mitigation	Risk after mitigation
	Bekaert is exposed to a currency exchange risk which could impact its results and financial position
	Bekaert's assets, income, earnings and cash flows are influenced by movements in exchange rates of several currencies. The Group's currency risk can be split into two categories: translational and transactional currency risk. A translational currency risk arises when the financial data of foreign subsidiaries are converted into the Group's consolidation currency, the euro. The Group is also exposed to transactional currency risks resulting from its investing, financing, sales and operating activities.	Bekaert has a hedging policy in place to limit the impact of currency exchange risks.	Stable	Very high	Very High
	Bekaert is exposed to a credit risk on its contractual and trading counterparties
	Bekaert is subject to the risk that commercial counterparties delay or do not pay their liabilities. While Bekaert has a credit policy in place that considers the risk profiles of the customers and the markets to which they belong, this policy cannot fully exclude the credit risk. This risk may impact the cash position and the profitability of the Group. Bekaert has a credit insurance program in place to limit such risks. Bekaert has not been confronted in the past years with increased bad debt provisions.	Bekaert has credit management processes and risk transfer solutions in place to monitor overdue and exposure and limit credit risks. The group has also strengthened its credit procedures, reporting and IT-tools.	Stable	Very high	High
Bekaert is exposed to increased funding costs in adverse macro conditions
	Increasing interest rates might lead to higher financing cost and/or (more) restrictive covenants and/or more securities (pledges, collaterals). Lack of funding availability could hamper the realization of M&A projects	Reduce Net Debt by: Reducing working capital (Accounts Receivable, Inventory), Controlling Capex, Controlling Expenses	Stable	Very high	High
	Adverse business performances or changes in underlying economic climate may result in an impairment of assets
	In accordance with the International Accounting Standards regarding the impairment of assets (i.e., IAS36), an asset must not be carried in a company's financial statements at more than the highest recoverable amount (i.e., by selling or using the asset). In the event the carrying amount (i.e., book value) exceeds the recoverable amount, the asset is impaired. For further information on Bekaert's goodwill on the balance sheet (and impairment losses relating thereto), we refer to note 6.2 (Goodwill) in the Financial Statements of this report.	Bekaert regularly examines its groups of assets that do not generate cash flows individually (i.e., Cash Generating Units (CGUs)) and more specifically CGUs to which goodwill is allocated. Apart from the 2022 impairment of the Russian assets which was maintained in 2023, the company has not identified additional risks in the fiscal year 2023.	Stable	High	High
	Risk of events or losses that are uninsurable, not insured or not fully insured
	Insurance coverage restrictions and insurance premium cost adjustment are applicable for most risks, which creates a risk of uninsured losses and higher costs.	Bekaert focuses on operational risk management to reduce the risks and is continuously looking for new and alternative insurance solutions to reduce the impact.	Stable	High	High

Financial risks

	Risk definition	Mitigating actions	Trend	Risk before mitigation	Risk after mitigation
	Wire rod price volatility and other cost inflation may result in margin erosion
	Wire rod, Bekaert's main raw material, is purchased from steel mills from all over the world. Wire rod represents about 40% of the cost of sales. If Bekaert is unsuccessful in passing on cost increases to customers in due time, this may negatively influence the profit margins of Bekaert. Also, the opposite price trend entails profit risks: if raw materials prices drop significantly and Bekaert has higher priced material in stock, then the profitability may be hit by (non-cash) inventory valuation corrections at the balance sheet date of a reporting period. Bekaert is unsuccessful in passing on cost increases to customers in due time.	In principle, price movements are passed on in the selling prices as soon as possible, through contractually agreed pricing mechanisms or through individual negotiation. Bekaert also has new tools in place to mitigate the risk. This includes pricing tools and capital allocation tools.	Stable	Very high	High
	Bekaert is exposed to tax risks
	The international nature of Bekaert's activities and the rapidly changing international tax environment encompass some tax risks. Bekaert is subject to different tax laws in many countries. Bekaert seeks to structure its operations in a tax-efficient manner, while complying with the applicable tax laws and regulations. This does not exclude the risk that a subsidiary of Bekaert may incur higher than anticipated tax liabilities, which could adversely affect the effective tax rate, results of operations and financial position. Bekaert subsidiaries can be subject to government-mandated tax investigations. Such investigations have in recent years become more regular and may result in increased advisory costs and additional liabilities.	Although supported by tax consultants and specialists, Bekaert cannot guarantee that changes in tax laws, varying interpretations and inconsistent enforcement, will not adversely affect Bekaert's effective tax rate, results of operations and financial condition. It is Bekaert's practice to recognize provisions (per entity) for potential tax liabilities.	Stable	High	High
	Underperformance on sustainability targets
Corporate	Underperformance on sustainability targets can also cause reputational damage and affect Bekaert's position as a preferred partner to customers and investors	Bekaert has established an ambitious sustainability strategy and a clear roadmap, including investment plan to execute the strategy. The strategy will be reviewed to ensure that the stakeholder interests and outcome of double materiality assessment are fully embedded. A robust data framework and stringent governance measures have been established to ensure high quality data and to enable us to closely monitor the progress of the sustainability performance.	Stable	Very high	High
	Bekaert is exposed to risks arising from demand impacts and inflationary cost pressures from economic crises
Geopolitical / Country risks	Impactful demand changes can affect sectors that are relevant to Bekaert. A crisis or recession can lead to a significant demand decline driven by weak consumer confidence and postponed investments. The resulting upstream and downstream overcapacity can lead to price erosion across the supply chain.	To mitigate these risks, Bekaert implements measures to be cost competitive, to flex costs, and to pass on cost inflation. The company's focus moves beyond the traditional markets to less cyclical sectors with strong growth potential, including new mobility, renewable energy, and markets focused on decarbonization and recycling trends. The company's efforts in research and innovation also address the anticipated technology shifts toward more sustainable solutions. Strategically, Bekaert's presence in different sectors and geographies inherently makes the company more resilient to country or sector specific trends.	Stable	Very high	Very high

Risk definition	Mitigating actions	Trend	Risk before mitigation	Risk after mitigation
Bekaert is exposed to certain country risks with political and economic instability
Bekaert is also present in countries with political and economic risks, including China, Venezuela, Russia and Turkey. In case a major political, social, or asset damage incident would occur, then an impact on the profit is possible	As part of a business continuity plan, Bekaert performs scenario analyses and has measures in place to reduce this risk through back up scenarios and delivery approvals from other locations. Apart from the 2022 impairment of the Russian assets which was maintained in 2023, the company has not identified additional risks in the fiscal year 2023.	Stable	Very high	High
Risk of physical damage, business interruption and/or supply chain disruption caused by climate change
Damage caused by climate change impact (heavy rains/flooding, drought/ water shortages, heat-stress, fire weather, extreme storms/wind damage) may affect the continuity of Bekaert's activities in affected locations.	Bekaert is assessing the possible impact of climate change and implements adaptation measures such as adequate water run-off and/ or collection, flood defenses, provision of adequate firefighting facilities, water management programs, and employee working condition provisions in the event of extreme high temperatures. As part of Bekaert's climate risk management strategy, an in-depth climate risk study has been conducted to assess the possible impact of physical climate change on Bekaert's global assets and operations. The summary of the conclusions of this study are included in the next section of this report.	Increasing	Very high	High

An effective internal control and ERM framework is necessary to reach a reasonable level of assurance related to Bekaert's financial reports and to prevent fraud. Internal control on financial reporting cannot prevent or trace all errors due to limits peculiar for control, such as possible human errors, misleading or circumventing controls, or fraud. That is why an effective internal control only generates reasonable assurance for the preparation and the fair presentation of the financial information. Failure to pick up an error due to human errors, misleading or circumventing controls, or fraud could negatively impact Bekaert's reputation and financial results. This may also result in Bekaert failing to comply with its ongoing disclosure obligations.

Physical Climate Risk Assessment Study

Scope

As part of Bekaert's climate risk management strategy, an in-depth climate risk study was done, starting in 2022 together with WTW (former Willis Towers Watson) to assess the possible impact of physical climate change on Bekaert's global assets and operations. In 2023, Bekaert further finetuned this study focusing on adaptation solutions, mitigation plans and mapping of main exposures of key suppliers.

The assessment focused on identifying potential future vulnerabilities, consequences and risk adaptation measures to Bekaert's operations associated with physical climate change exposures.

Three climate change scenarios (representative concentration pathways 2.6, 4.5 and 8.5) were considered based on the IPCC (Intergovernmental Panel on Climate Change) Fifth Assessment Report (AR5), which are mapped to the latest IPCC Sixth Assessment Report's (AR6) Shared Social Economic Pathways (SSPs).

The scenarios consider global warming increases of 1.5°C, 2°C-3°C and > 4°C increase in the global average surface temperature by 2100 (see figure published by the IPCC).

For each location, the changes to material acute and chronic physical climate change hazards were assessed for each pathway and key time horizons with focus on the current and near-term "base risk" as well as a medium-term future time horizon towards the mid-century (2040-2050).

Temperature change	IPCC scenario	Present day	2030	2050
1.5°C	RCP 2.6	v	v	v
2-3°C	RCP 4.5	v	v	v
>4°C	RCP 8.5	v	v	v

Global surface temperature change relative to 1850–1900 (from the Climate Change 2021 report by IPCC)

The following climate hazard exposures and potential risks were assessed as material to Bekaert's physical assets and operations.

Acute hazard	River flood	Coastal flood	Windstorm
	Probability and extent of inundation from potential severe river floods	Probability and extent of inundation from potential severe coastal flooding and sea level rise	Damaging wind gusts from severe windstorms
Chronic hazard	Heat stress	Drought stress	Precipitation	Fire Weather
	Annual number of heat wave days with sustained high temperatures over 30°C	Annual number of prolonged drought periods (months)	Annual number of days with heavy rainfall of more than 30mm	Areas exposed to meteorological fire conditions and duration of the fire season (months)

Methodology

WTW collaborated closely with Bekaert and key stakeholders to validate the underlying assumptions of the assessment, which ranged from a more highlevel diagnostic of future climate hazard exposures (e.g. whether assets are located in zones exposed to climate hazards) to a review of potential vulnerabilities and subsequent quantification of the potential financial value at risk associated with these potential vulnerabilities utilizing insurance market recognized climate risk models for severe, low-likelihood events associated to acute climate hazards (such as flood and windstorm).

The methodology used for the wider climate exposure and vulnerability assessment included an asset-by-asset analysis for a range of climate hazard exposures at the present day as well as for future projections under the selected scenarios where data was available. This was further supplemented by a value-at-risk analysis that was based on the potential vulnerabilities identified, including direct physical damage and business interruption from extreme events like flood and windstorm and chronic hazards such as heat stress and drought.

Data used for this analysis included state-of-the-art climate models and databases that are used within the insurance industry for the pricing of risk as well as published research and information from the (IPCC). The climate risks were derived from a number of data sources including WTW's own tools Global Peril Diagnostic and Climate Diagnostic, data from Munich Re hazard databases and research findings from the IPCC.

In 2023, Bekaert rolled-out an exposure analysis and self-assessment tool to all production plants to raise awareness on climate change and collect insights on readiness and feasibility of mitigation plans. The outcome of this assessment will be used to feed the adaptation approach and plan.

Key findings

A summary of the potential climate hazard exposures to Bekaert's physical assets and operations together with responses on current and future adaptation and mitigation are presented below. Overall, as indicated elsewhere in this report, the potential impact on Bekaert of physical climate risk has been assessed as very high on a mid to longer term horizon.

Bekaert's adaptation approach will be further developed considering specific targeted measures and local insights (following the self-assessment performed), as well as overarching measures working across wider range of plausible identified risks, following the core 'do no significant harm' principles in line with the EU Taxonomy guidelines.

Additional to the summarized responses below, potential vulnerabilities identified are being reviewed in more detail to validate and/or further adapt key exposed operations and strengthen their resilience. Design standards and operational thresholds are being adjusted to address climate change. As outlined in the table, Bekaert is already taking action to mitigate current and future physical climate risks, but at this stage we are unable to quantify the overall response/mitigation cost.

It is plausible that severe, low-likelihood events could also impact the wider regional infrastructures not owned by Bekaert and Bekaert will continue working closely with local authorities and where necessary will further align its emergency response and operational continuity planning procedures with those of the local authorities and their emergency response planning, before, during and after an event has occurred.

	Current climate risk	Climate risks for 2050 under the high emission scenario (RCP8.5)	Response / Adaptation
Drought
	Currently some of Bekaert's operations are in high drought stress environment with over 4 months of drought on average every year. Such conditions are corelated with water scarcity problems for the regions and in some areas with disruption of the supply of electricity from hydropower sources. At present this has not resulted in material or unexpected impacts to the business.	The existing drought stress would be further exacerbated in this scenario with longer droughts and new regions and facilities becoming exposed to the conditions. This can lead to water shortages and potentially disrupt operations at facilities with water dependent processes. Hydropower reliability could be further impacted.	Bekaert already takes actions today to minimize fresh water use in production that would help reduce the future potential risks. Further plans are developed with regards to building internal reserves and optimization to further increase water and power supply resilience.
Heat-Stress
	Part of the global operations is already in moderate and high heat stressed areas. This creates a risk of some minor loss of productivity during heatwave periods and increased air conditioning / energy consumption at sites with strict air quality requirements. No material impacts happened in 2023.	The number of heat wave days and the geographical spread of heat zones increases impacting additional operations and would likely increase the risk for existing ones.	Bekaert is already implementing heat stress adaptation measures in their operations with regards to ventilation and cooling solutions targeting areas of product quality, and health and safety. Consideration is given to increasing energy consumption and impact on green KPIs. Additional measures will be explored to bring further efficiencies in HVAC systems, new technologies and automation.
Precipitation
	Parts of the global operations are in areas of heavy rainfall already. This creates a risk of localized flooding and ponding around manufacturing facilities and potential for leaking roofs. The impacts could include damage to surrounding infrastructure such as access roads, equipment and materials as well as disruption to operation essential utilities. No material impacts happened to our production sites in 2023.	The number of days with heavy rainfall increases, which creates conditions for more frequent impacts.	Bekaert already has a level of protection embedded in the design of their facilities and maintenance regimes of roofs and drainage system. Further steps will be considered to increase the resilience to this peril by additional evaluations of site vulnerabilities to strengthen or enhance the level of protection where relevant.
Fire weather
	Moderate fire weather conditions are relevant to a small portion of all assets. This could create some risk of property damage and disruption to utility supply from localized fires. At present, no incidents have happened.	Unfavorable conditions increase and the number of sites moving into moderate conditions and a longer fire season doubles.	Bekaert already takes actions to maintain a good level of fire protection for their operations. It is reasonable to assume that existing fire control and prevention measures would reduce the likelihood of severe impacts in the future.
Flooding
	Some Bekaert operations are located in zones where severe flooding could occur, though the likelihood is low. The impacts to those assets could include damage to infrastructure, equipment, and materials as well as disruption to operation essential utilities. No material flooding events happened in 2023.	No substantial changes in exposure to coastal or river flooding, but exposure is already very high at some locations.	A level of prevention and protection is already in place for exposed areas. Where needed, Bekaert will be taking additional steps to increase the resilience and mitigation of the risk

Current climate risk		Climate risks for 2050 under the high emission scenario (RCP8.5)	Response / Adaptation
Windstorm
	Some of Bekaert's operations see moderate levels of windstorm activity, while the majority of their assets are not materially exposed. There is a risk of wind damage to exposed sites and disruption of operation-essential utilities.	No substantial changes in windstorm exposure.	Existing facilities already include severe wind consideration in engineering design. It is reasonable to assume that good maintenance and inspection regime of sites today, as well as following best practice wind design specifications, Emergency Response and Business Continuity Plans would prevent and minimize significant impacts to operations.

Financial statements

Consolidated income statement

in thousands of € - Year ended 31 December Notes 2022¹ 2023

statements

Consolidated financial

Research and development expenses	5.2	-62 315	-56 587
Other operating revenues	5.2	46 895	35 151
Other operating expenses	5.2	-23 071	-30 814
Operating result (EBIT)	5.2	317 094	334 412
of which
EBIT - Underlying	5.2 / 5.3	409 904	388 328
One-off items	5.2	-92 810	-53 917
Interest income	5.4	4 421	12 983
Interest expense	5.4	-34 044	-40 092
Other financial income and expenses	5.5	-9 867	-38 879
Result before taxes		277 604	268 424
Income taxes	5.6	-74 159	-62 167
Result after taxes (consolidated companies)		203 446	206 257

Share in the results of joint ventures and associates	5.7	54 211	46 623

RESULT FOR THE PERIOD FROM CONTINUED OPERATIONS		257 656	252 881

in thousands of € - Year ended 31 December	Notes	2022¹	2023
Discontinued operations of the Group
Result for the period from discontinued operations		31 660	—

RESULT FOR THE PERIOD		289 316	252 881
Attributable to
equity holders of Bekaert		268 859	254 619
non-controlling interests	6.15	20 457	-1 738
Earnings per share
in € per share	5.8		2023
Result for the period attributable to equity holders of Bekaert
Basic		4.784	4.754
Basic from continued operations		4.503	4.754
Diluted		4.745	4.725

¹ 2022 amounts have been restated for the disposal of the Steel Wire Businesses in Chile and Peru (see note 7.2. 'Effect of business combinations and business disposals') The accompanying notes are an integral part of this income statement

Diluted from continued operations 4.465 4.725

Consolidated statement of comprehensive income

in thousands of € - Year ended 31 December	Notes	2022	2023
Result for the period		289 316	252 881
Other comprehensive income (OCI)	6.14

Other comprehensive income reclassifiable to income statement in subsequent periods
Exchange differences
Exchange differences arising during the year on subsidiaries		30 527	-49 308
Exchange differences arising during the year on joint ventures and associates		18 916	9 925
Reclassification adjustments relating to entity disposals or step acquisitions		-555	8 570
OCI reclassifiable to income statement in subsequent periods, after tax		48 888	-30 813

Other comprehensive income non-reclassifiable to income statement in subsequent periods
Remeasurement gains and losses on defined-benefit plans		3 393	-15 000
Net fair value gain (+) / loss (-) on investments in equity instruments designated as at fair value through OCI		-2 367	-2 822
Share of non-reclassifiable OCI of joint ventures and associates		27	-85
Deferred taxes relating to non-reclassifiable OCI	6.7	-4 874	3 948
OCI non-reclassifiable to income statement in subsequent periods, after tax		-3 821	-13 960

Other comprehensive income for the period		45 067	-44 773

TOTAL COMPREHENSIVE INCOME FOR THE PERIOD		334 383	208 108
Attributable to
equity holders of Bekaert		308 741	210 046
non-controlling interests	6.15	25 642	-1 938

The accompanying notes are an integral part of this statement of comprehensive income.

Consolidated balance sheet

Assets as at 31 December

in thousands of €	Notes	2022	2023
Intangible assets	6.1	62 149	68 669
Goodwill	6.2	152 567	152 072
Property, plant and equipment	6.3	1 238 041	1 118 063
RoU Property, plant and equipment	6.4	130 750	134 910
Investments in joint ventures and associates	6.5	221 886	223 623
Other non-current assets	6.6	65 314	68 202
Deferred tax assets	6.7	104 372	120 779
Non-current assets		1 975 079	1 886 317
Inventories	6.8	1 143 096	788 506
Bills of exchange received	6.8	39 764	55 507
Trade receivables	6.8	730 786	552 989
Other receivables	6.9 / 6.21	151 426	103 089
Short-term deposits	6.10	4 766	1 238
Cash and cash equivalents	6.10	728 095	631 687
Other current assets	6.11	55 541	49 553
Assets classified as held for sale	6.12	760	12 337
Current assets		2 854 234	2 194 907
Total		4 829 313	4 081 224

Equity and liabilities as at 31 December

in thousands of €	Notes	2022	2023
Share capital	6.13	173 737	161 145
Share premium		39 519	39 517
Retained earnings	6.14	2 115 216	2 131 937
Treasury shares	6.14	-139 314	-76 896
Other Group reserves	6.14	-96 451	-142 838
Equity attributable to equity holders of Bekaert		2 092 706	2 112 865
Non-controlling interests	6.15	136 850	53 164
Equity		2 229 556	2 166 029
Employee benefit obligations	6.16	68 037	57 050
Provisions	6.17	27 925	25 795
Interest-bearing debt	6.18	735 408	646 652
Other non-current liabilities	6.19	150	1 876
Deferred tax liabilities	6.7	44 018	35 618
Non-current liabilities		875 537	766 991
Interest-bearing debt	6.18	500 588	252 283
Trade payables	6.8	921 113	632 950
Employee benefit obligations	6.8 / 6.16	142 068	140 325
Provisions	6.17	6 154	4 344
Income taxes payable	6.21	66 180	57 780
Other current liabilities	6.20	88 118	60 523
Liabilities associated with assets classified as held for sale	6.12	—	—
Current liabilities		1 724 220	1 148 204
Total		4 829 313	4 081 224

The accompanying notes are an integral part of this balance sheet.

Consolidated statement of changes in equity

200

Attributable to equity holders of Bekaert ¹
in thousands of €	Share capital	Share premium	Retained earnings	Treasury shares	Cumulative translation adjust ments	Revaluation reserve for non-consoli dated equity invest-ments	Remea surement reserve for DB plans	Deferred tax reserve	Total	Non controlling interests ²	Total equity
Balance as at 1 January 2022	177 923	38 850	1 984 791	-95 517	-137 183	-5 986	-16 790	23 464	1 969 551	130 971	2 100 522
Adoption of IFRIC guidance on IAS 19 and IAS 38	—	—	-2 915	—	56	—	—	—	-2 859	—	-2 859
1 January 2022 (restated)	177 923	38 850	1 981 876	-95 517	-137 127	-5 986	-16 790	23 464	1 966 692	130 971	2 097 663
Result for the period	—	—	268 859	—	—	—	—	—	268 859	20 457	289 316
Other comprehensive income	—	—	—	—	43 307	-2 367	4 024	-5 083	39 882	5 185	45 067
Reclassifications	—	—	-107	—	—	—	107	—	—	—	—
Equity-settled share-based payment plans	—	—	-6 813	—	—	—	—	—	-6 813	—	-6 813
Creation of new shares	80	668	—	—	—	—	—	—	748	—	748
Treasury shares transactions	-4 266	—	-42 136	-43 797	—	—	—	—	-90 199	—	-90 199
Dividends	—	—	-86 463	—	—	—	—	—	-86 463	-19 763	-106 226
Balance as at 31 December 2022	173 737	39 519	2 115 216	-139 314	-93 820	-8 353	-12 659	18 381	2 092 706		136 850 2 229 556

¹ See note 6.14. 'Retained earnings and other Group reserves'.

² See note 6.15. 'Non-controlling interests'.

						Attributable to equity holders of Bekaert ¹
in thousands of €	Share capital	Share premium	Retained earnings	Treasury shares	Cumulative translation adjust ments	Revaluation reserve for non-consoli dated equity invest-ments	Remea surement reserve for DB plans	Deferred tax reserve	Other revaluatio n reserves	Total	Non controlling interests ²	Total equity
Balance as at 1 January 2023	173 737	39 519	2 115 216	-139 314	-93 820	-8 353	-12 659	18 381	-1	2 092 706		136 850 2 229 556
Result for the period			254 619							254 619	-1 738	252 881
Other comprehensive income			-1		-30 713	-2 822	-15 038	4 000		-44 574	-199	-44 773
Reclassifications			123				-123			—		—
Effect of other changes in Group structure ³									-1 691	-1 691	-76 995	-78 686
Equity-settled share-based payment plans			-8 919							-8 919		-8 919
Creation of new shares	1	-1	—							—		—
Treasury shares transactions	-12 593		-140 536	62 418						-90 712		-90 712
Dividends			-88 564							-88 564	-4 754	-93 318
Balance as at 31 December 2023	161 145	39 517	2 131 937	-76 897	-124 533	-11 175	-27 820	22 381	-1 692	2 112 865	53 164	2 166 029

¹ See note 6.14. 'Retained earnings and other Group reserves'.

² See note 6.15. 'Non-controlling interests'.

3 See note 7.2. 'Effect of business combinations and business disposals'.

Consolidated cash flow statement

in thousands of € - Year ended 31 December	Notes	2022	2023

Operating activities
Operating result (EBIT) from continued operations	5.2 / 5.3	317 094	334 412
Operating result (EBIT) from discontinued operations		48 660	—
Operating result (EBIT)		365 754	334 412
Non-cash items included in operating result	7.1	296 053	217 046
Investing items included in operating result	7.1	-11 381	-4 114
Amounts used on provisions and employee benefit obligations	7.1	-27 947	-36 872
Income taxes paid	5.6 / 7.1	-117 289	-79 155
Gross cash flows from operating activities		505 189	431 316
Change in operating working capital	6.8	-178 697	12 147
Other operating cash flows	7.1	13 800	-3 628
Cash flows from operating activities		340 292	439 834

Investing activities
New business combinations	7.3	-2 384	-5 864
Other portfolio investments	7.1	-8 613	-8 843
Proceeds from disposals of investments	7.2	94	109 294
Dividends received	6.5	67 944	59 886
Purchase of intangible assets	6.1	-14 937	-18 750
Purchase of property, plant and equipment	6.3	-170 195	-191 260
Purchase of RoU Land	6.4	-6	—
Proceeds from disposals of fixed assets	7.1	3 141	15 003
Cash flows from investing activities		-124 956	-40 534

in thousands of € - Year ended 31 December	Notes	2022	2023
Financing activities
Interest received	5.4	4 848	12 539
Interest paid	5.4	-37 428	-35 360
Gross dividend paid to shareholders of NV Bekaert SA		-86 463	-88 564
Gross dividend paid to non-controlling interests		-18 496	-5 678
Proceeds from long-term interest-bearing debt	6.18	12 050	25
Repayment of long-term interest-bearing debt	6.18	-87 627	-217 428
Cash flows from / to (-) short-term interest bearing debt	6.18	67 349	-36 918
Treasury shares transactions	6.13	-97 104	-99 373
Sales and purchases of NCI	7.1	—	—
Other financing cash flows	7.1	68 473	-11 357
Cash flows from financing activities		-174 398	-482 113

Net increase or decrease (-) in cash and cash equivalents		40 937	-82 813

Cash and cash equivalents at the beginning of the period		677 270	728 095
Effect of exchange rate fluctuations		9 888	-13 596
Cash and cash equivalents at the end of the period		728 095	631 687

The accompanying notes are an integral part of this cash flow statement.

Notes to the consolidated financial statements

1. General information

NV Bekaert SA (the 'Company') is a company incorporated and domiciled in Belgium and a world market and technology leader in steel wire transformation and coating technologies. The Company's consolidated financial statements include those of the Company and its subsidiaries (together referred to as the 'Group' or 'Bekaert') and the Group's interest in joint ventures and associates accounted for using the equity method. The consolidated financial statements were authorized for issue by the Board of Directors of the Company on 20 March 2024.

2. Summary of principal accounting policies

2.1. Statement of compliance

The consolidated financial statements have been prepared in accordance with and comply with the International Financial Reporting Standards (IFRS) which have been endorsed by the European Union.

New and amended standards and interpretations

Standards, interpretations and amendments effective in 2023

In the current year, the Group has applied the below amendments to IFRS standards and Interpretations issued by the Board that are effective for an annual period that begins on or after 1 January 2023. Their adoption has not had any material impact on the disclosures or on the amounts reported in these financial statements.

Amendments to IFRS 17 'Insurance contracts; initial application of IFRS 17 and IFRS 9 - Comparative information', effective 1 January 2023.
Amendments to IAS 1 'Presentation of Financial Statements' Disclosure of Accounting policies, effective 1 January 2023.
Amendments to IAS 8 'Accounting policies, changes in accounting estimates and errors' - Definition of Accounting estimates, effective 1 January 2023.
Amendments to IAS 12 'Income taxes' Deferred taxes related to assets and liabilities arising from a single transaction., effective 1 January 2023.
Amendments to IAS 12 'Income taxes' International Tax Reform Pillar Two Model Rules, effective 1 January 2023.

These amendments had no impact on the consolidated financial statements of the Group.

Standards, amendments and interpretations that are not yet effective in 2023 and have not been early adopted

The Group has not early adopted any other standards, interpretations or amendments that have been issued but are not yet effective in 2023. These new, and amendments to, standards and interpretations effective after 2023 are not expected to have a material impact on the financial statements.

Amendments to IAS 1 'Presentation of Financial Statements' Classification of Liabilities as Current or Non-Current, effective 1 January 2024.
Amendments to IAS 16 'Leases Lease liability in a Sale and Leaseback, effective on 1 January 2024.
Amendments to IAS 7 'Statement of cash flows' and IFRS 7 'Financial instruments' - Supplier Finance Arrangements, effective on 1 January 2024.
Amendments to IAS 21 'The effects of changes in foreign exchange rates' Lack of exchangeability, effective on 1 January 2025.

The Group will adopt these standards and interpretations, if applicable, when they come effective.

2.2. General principles

Basis of preparation

The consolidated financial statements are presented in thousands of euro (unless otherwise stated), under the historical cost convention, except for derivatives, financial assets at Stock and financial assets at FVTPL, which are stated at their fair value. Financial assets which do not have a quoted price in an active market or the fair value of which cannot be reliably measured are carried at cost. Unless explicitly stated, the accounting policies are applied consistently with the previous year. The Group has prepared the financial statements on the basis that it will continue to operate as a going concern.

Principles of consolidation

Subsidiaries

All subsidiaries are following the calendar year as accounting year, except for the Indian companies (from April to March) and Scheldestroom NV (from October to September). The latter do report to the Group according the calendar year. The subsidiaries apply the same accounting policies as the Group.

Joint arrangements and associates

The financial statements of joint ventures are prepared according to the accounting and valuation principles of the Group and for the same reporting period as the Group. Currently Bekaert does not have shareholdings in entities to be considered as associates.

Foreign currency translation

Items included in the financial statements of each of the Group's entities are measured using the currency of the primary economic environment in which the entity operates ('the functional currency'). The consolidated financial statements are presented in euro, which is the Company's functional and the Group's presentation currency. Financial statements of foreign entities are translated as follows:

assets and liabilities are translated at the closing exchange rate of the European Central Bank;
income, expenses and cash flows are translated at the average exchange rate for the year;
shareholders' equity is translated at historical exchange rates.

2.3. Balance sheet items

Intangible assets

Intangible assets acquired in a business combination are initially measured at fair value; intangible assets acquired separately are initially measured at cost. After initial recognition, intangible assets are measured at cost or fair value less accumulated amortization and any accumulated impairment losses. Intangible assets are amortized on a straight-line basis over the best estimate of their useful lives. The amortization period and method are reviewed at each financial year-end. A change in the useful life of an intangible asset is accounted for prospectively as a change in estimate.

Licenses, patents and similar rights

Expenditure on acquired licenses, patents, trademarks and similar rights is capitalized and amortized on a straight-line basis over the contractual period, if any, or the estimated useful life, which is normally considered not to be longer than ten years.

Computer software on-premises

Purchased on-premises software is installed and runs on computers on the premises of the company using the software, rather than at a remote facility such as a server farm or cloud. Generally, such costs are directly associated with the acquisition and implementation of acquired ERP software and are recognized as intangible assets and amortized over five years on a straightline basis. External (relating to third party providers and consultants) and internal (relating to Bekaert personnel) implementation costs are eligible for capitalization.

Website development

An intangible asset should be recognized for website development costs if and only if, it meets the general recognition requirements in IAS 38 and the six conditions for recognition as development costs. Most important of these is the requirement to demonstrate how the website will generate probable future economic benefits. Costs linked to website development solely or primarily for promoting and advertising own products and services will be expensed as incurred. When the website is used directly or indirectly in the income generating process, the costs are eligible for capitalization.

Cloud computing arrangements

In a cloud computing arrangement, a customer pays a fee to a vendor in exchange for access to software over the internet. The software is hosted by the vendor on the vendor's computing infrastructure. Examples of cloud computing arrangements are Software-as-a-Service (SaaS), platform as a service, infrastructure as a service. This differs from an 'on-premise' arrangement where a company licenses or purchases a copy of the software from a vendor and operates the software on its own computing infrastructure. Up-front costs are often incurred in cloud computing arrangements to implement the software. To be eligible for capitalization as an intangible asset, the Group determines if the company is in control of the software or is in control of the configuration or implementation itself. The Group distinguishes the following types of cloud computing arrangements:

private cloud arrangements: these are in nature comparable to on-premise arrangements and are accounted for equally;
public cloud arrangements: configuration or implementation expenses linked to these arrangements are only eligible for capitalization if the Group is in control of the configuration or implementation itself.

Commercial assets

Commercial assets mainly include customer lists, customer contracts and brand names, mostly acquired in a business combination, with useful lives ranging between 8 and 15 years.

Emission rights

In the absence of any IASB standard or interpretation regulating the accounting treatment of CO2 emission rights, the Group has applied the 'net approach', according to which:

the allowances are recognized as intangible assets and measured at cost (the cost of allowances issued free of charge being therefore zero); and
any short position is recognized as a liability at the fair value of the allowances required to cover the shortfall at the balance sheet date.

Research and development

Expenditure on research activities undertaken with the prospect of gaining new scientific or technological knowledge and understanding is recognized in the income statement as an expense when it is incurred.

Expenditure on development activities where research findings are applied to a plan or design for the production of new or substantially improved

products and processes prior to commercial production or use is capitalized if, and only if, all of the recognition criteria set out below are met:

project passed the concept freeze; which means that the requirements as well as the concept on how to realize these requirements are clear and fixed. In practice, this confirms both the technical feasibility of completing the intangible asset so that it will be available for use of sale as well as the intention to complete the intangible asset.
the development expenditure is more than 100k EUR;
the assets are expected to generate future economic benefits (e.g. a potential market exists for the product or, if for internal use, its usefulness is demonstrated), and the estimated future benefits are longer than 1 year; and
adequate technical, financial and other resources required for completion of the project are available.

Capitalized development costs are amortized from the commencement of commercial production of the product on a straight-line basis over the period during which benefits are expected to accrue. Capitalized development is amortized using a straight-line method over the period of their expected benefit, in general five years. An in-process research and development project acquired in a business combination is recognized as an asset separately from goodwill if its fair value can be measured reliably.

Goodwill and business combinations

Acquisitions of businesses are accounted for using the acquisition method. The consideration transferred in a business combination is measured at fair value, which is calculated as the sum of the acquisition-date fair values of the assets transferred by the Group, liabilities incurred by the Group to the former owners of the acquiree and the equity interests issued by the Group in exchange for control of the acquiree. Acquisition-related costs are recognized in profit or loss as incurred. The identifiable assets acquired and the liabilities assumed are recognized at their fair value at the acquisition date.

Non-controlling interests are initially measured either at fair value or at their proportionate share of the recognized amounts of the acquiree's identifiable net assets. The choice of measurement basis is made on a transaction-bytransaction basis. When the consideration transferred by the Group in a business combination includes assets or liabilities resulting from a contingent consideration arrangement, the contingent consideration is measured at its acquisition-date fair value and included as part of the consideration transferred in a business combination. Subsequent changes in the fair value of the contingent consideration are recognized in profit or loss.

When a business combination is achieved in stages, the Group's previously held equity interest in the acquiree is remeasured to fair value at the acquisition date (i.e. the date when the Group obtains control) and any resulting gain or loss is recognized in profit or loss. Amounts arising from interests in the acquiree prior to the acquisition date that have previously been recognized in other comprehensive income are reclassified to profit or loss where such treatment would be appropriate if that interest was disposed of.

Impairment of goodwill

For the purpose of impairment testing, goodwill is allocated to each of the Group's cash-generating units that are expected to benefit from the synergies of the combination. Cash-generating units to which goodwill has been allocated are tested for impairment annually, or more frequently when there is an indication that the unit's value may be impaired. If the recoverable amount of the cash-generating unit is less than the carrying amount of the unit, the impairment loss is allocated first to reduce the carrying amount of any goodwill allocated to the unit and then to the other assets of the unit in proportion to the carrying amount of each asset in the unit. An impairment loss recognized for goodwill is not reversed in a subsequent period.

Property, plant and equipment

The Group has opted for the historical cost model and not for the revaluation model. When significant parts of plant and equipment are required to be replaced at intervals, the Group depreciates them separately based on their specific useful lives. Likewise, when a major inspection is performed, its cost is recognized in the carrying amount of the property, plant and equipment as a replacement if the recognition criteria are satisfied. All other repairs and maintenance costs are recognized in profit or loss as incurred.

Depreciation is provided over the estimated useful lives of the various classes of property, plant and equipment on a straight-line basis. The useful life and depreciation method are reviewed at least at each financial year-end. Unless revised due to specific changes in the estimated economic useful life, annual depreciation rates are as follows:

land: 0%
buildings: 5%
plant, machinery & equipment: 8%-25%
R&D testing equipment: 16.7%-25%
furniture and vehicles: 20%
computer hardware: 20%

The residual values, useful lives and methods of depreciation of property, plant and equipment are reviewed at each financial year-end and adjusted prospectively, if appropriate.

Right-of-Use (RoU) property, plant & equipment

The Group as lessee

The Group assesses whether a contract is or contains a lease, at inception of the contract. The Group recognizes a right-of-use asset and a corresponding lease liability with respect to all lease arrangements in which it is the lessee, except for short-term leases (defined as leases with a lease term of 12 months or less) and leases of low value assets (such as printers, copiers and small office equipment). For these leases, the Group recognizes the lease payments as an operating expense on a straight-line basis over the term of the lease.

Right-of-use assets are depreciated over the shorter period of the lease term and the useful life of the underlying asset. If a lease transfers ownership of the underlying asset, or the cost of the right-of-use asset reflects that the Group expects to exercise a purchase option, the related right-of-use asset is depreciated over the useful life of the underlying asset. Rights to use land are amortized over the contractual period which can vary between 30 and 100 years, but is in most cases 50 years. The depreciation starts at the commencement date of the lease.

The right-of-use assets are presented as a separate line in the consolidated statement of financial position. The Group applies IAS 36 to determine whether a right-of-use asset is impaired.

Variable rents that do not depend on an index or rate are not included in the measurement of the lease liability and the right-of-use asset. The related payments are recognized as an expense in the period in which the event or condition that triggers those payments occurs. As a practical expedient, IFRS 16 permits a lessee not to separate non-lease components, and instead accounts for any lease and associated non-lease components as a single arrangement. The Group applies this practical expedient on contracts for company cars and industrial vehicles, where non-lease components such as maintenance and replacement of tires are not separated but included in the lease component.

Financial assets

The Group classifies its financial assets in the following categories: measured at amortized cost, at fair value through profit or loss (FVTPL) or at fair value through other comprehensive income (FVTOCI). The classification

Bekaert Integrated Annual Report 2023 − 134 −

depends on the contractual characteristics of the financial assets and the business model under which they are held. Management determines the classification of its financial assets at initial recognition.

Financial assets at amortized cost

Financial assets are classified at amortized cost when the contract has the characteristics of a basic lending arrangement and they are held with the intention of collecting the contractual cash flows until their maturity. The Group's financial assets at amortized cost comprises, unless stated otherwise, trade and other receivables, bills of exchange received, shortterm deposits and cash and cash equivalents in the balance sheet. They are measured at amortized cost using the effective interest method, less any impairment.

A financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is primarily derecognized (i.e., removed from the Group's consolidated statement of financial position) when:

the rights to receive cash flows from the asset have expired
the Group has transferred its rights to receive cash flows from the asset or has assumed an obligation to pay the received cash flows in full without material delay to a third party under a 'pass-through arrangement'; and either (a) the Group has transferred substantially all the risks and rewards of the asset, or (b) the Group has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred control of the asset.

When the Group has transferred its rights to receive cash flows from an asset or has entered into a pass-through arrangement, it evaluates if, and to what extend, it has retained the risks and rewards of ownership. When it has neither transferred nor retained substantially all of the risks and rewards of the asset, nor transferred control of the asset, the Group continues to recognize the transferred asset to the extend of its continuing involvement. in that case, the Group also recognizes an associated liability. The transferred asset and the associated liability are measured on a basis that reflects the rights and obligations that the Group has retained.

Continuing involvement that takes the form of a guarantee over the transferred asset is measured at the lower of the original carrying amount of the asset and the maximum amount of consideration that the Group could be required to repay.

Financial assets at fair value

Other debt instruments and all equity investments are measured at fair value. In principle, Bekaert will carry its main non-consolidated strategic equity investments at FVTOCI. Derivatives are categorized as at FVTPL unless they are designated and effective as hedges.

Bills of exchange received

Payment by means of bills of exchange (bank acceptance drafts) is a widespread practice in China. Bills of exchange received are either settled at maturity date, discounted before the maturity date or transferred to a creditor to settle a liability. Discounting is done either with or without recourse. With recourse means that the discounting bank can claim reimbursement of the amount paid in case the issuer defaults. When a bill is discounted with recourse, the amount received is not deducted from the outstanding bills of exchange received, but a liability is recognized in 'current interest-bearing debt' until the maturity date of that bill.

There may be an exception when the bill of exchange with recourse, that is provided by a trust worthy financial institution, is being endorsed by a vendor, meaning the vendor upon acceptance takes over all the risks and rewards linked to that bill of exchange – in that case upon consideration and agreement on transfer of risks and rewards, trade receivables can be derecognized upon endorsement by the vendor

Impairment of financial assets

Financial assets that are debt instruments, other than those measured at FVTPL, are tested for impairment using the expected credit loss model ('ECL'). The amount of expected credit losses is updated at each reporting date to reflect changes in credit risk since initial recognition of the respective financial instrument. When determining whether the credit risk of a financial asset has increased significantly since initial recognition and when estimating ECLs, Bekaert considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis, based on the Group's historical experience and informed credit assessment and including forward-looking information. The Group always recognizes lifetime ECL for trade receivables.

At each reporting date, Bekaert measures the impairment loss for financial assets measured at amortized cost (e.g. trade receivables and bills of exchange received) as the present value of the expected cash shortfalls (discounted at the original effective interest rate). Amounts deemed

uncollectible are written off against the corresponding allowance account at each balance sheet date. In assessing collective impairment, the Group uses historical information on the amount of loss incurred, and made an adjustment if current economic and credit conditions were such that the actual losses were likely to be greater or lesser than suggested by historical trends. Additions to and recoveries from the bad debt allowance account related to trade receivables are reported under 'selling expenses' in the income statement.

Inventories

Inventories are valued at the lower of cost and net realizable value. Cost is determined by the first-in, first-out (FIFO) method. For processed inventories, cost means full cost including all direct and indirect production costs required to bring the inventory items to the stage of completion at the balance sheet date. Net realizable value is the estimated selling price in the ordinary course of business, less the costs of completion and costs necessary to make the sale.

Share capital

When shares are repurchased, the amount of the consideration paid, including directly attributable costs, is recognized as a change in equity. Repurchased shares (treasury shares) are presented in the balance sheet as a deduction from equity. The result on the disposal of treasury shares sold or cancelled is recognized in retained earnings.

Provisions

Provisions are recognized in the balance sheet when the Group has a present obligation (legal or constructive) as a result of a past event, which is expected to result in an outflow of resources embodying economic benefits which can be reliably estimated. Each provision is based on the best estimate of the expenditure required to settle the present obligation at the balance sheet date. When appropriate, provisions are measured on a discounted basis.

Restructuring

A provision for restructuring is only recognized when the Group has approved a detailed and formal restructuring plan, and the restructuring has either commenced or has been announced publicly before the balance sheet date. Restructuring provisions only include the direct expenditure arising

from the restructuring which is necessarily incurred on the restructuring and is not associated with the ongoing activities of the entity.

Site remediation

A provision for site remediation in respect of contaminated land is recognized in accordance with the Group's published environmental policy and applicable legal requirements.

Claims

A provision for claims related to product warranty programs, or related various product quality claims is recognized in accordance with the Group's published policy.

Employee benefit obligations

The parent company and several of its subsidiaries have pension, death benefit and health care benefit plans covering a substantial part of their workforce.

Defined-benefit plans

In the income statement, current and past service cost, including gains or losses from settlements, are included in the operating result (EBIT), and the net interest on the net defined-benefit liability (asset) is included in interest expense, under interest on interest-bearing provisions. Pre-retirement pensions in Belgium and plans for medical care in the United States are also treated as defined-benefit plans.

Defined-contribution plans

By law, defined-contribution pension plans in Belgium are subject to minimum guaranteed rates of return. Before 2015, the defined-contribution plans in Belgium were basically accounted for as defined-contribution plans. New legislation dated December 2015 however triggered the qualification. As a consequence, the defined-contribution plans are reported as definedbenefit obligations, whereby as from year end 2016 an actuarial valuation was performed.

Share-based payment plans

The Group issues equity-settled and cash-settled share-based payments to certain employees. Equity-settled plans allow Group employees to acquire shares of NV Bekaert SA, and include stock option plans ('SOP'), performance share plans ('PSP'), personal shareholding requirement plans ('PSR') and stock grants, all of which are operated in Belgium. Cash-settled plans entitle Group employees to receive payment of cash bonuses based on the price of the Bekaert share on the Euronext stock exchange, and include share appreciation rights ('SAR') and performance share unit plans ('PSU'), all of which are operated outside Belgium.

Equity-settled share-based payments are recognized at fair value (excluding the effect of non-market-based vesting conditions) at the date of grant. The fair value determined at the grant date of the equity-settled share-based payments is expensed, with a corresponding increase in equity, on a straight-line basis over the vesting period, based on the Group's estimate of the number of equity instruments granted that will eventually vest and adjusted for the effect of non market-based vesting conditions.

Cash-settled share-based payments are recognized as liabilities over the vesting period at fair value, which is remeasured at each reporting date and at the date of settlement. Changes in fair value are recognized in the income statement over the vesting period, taking into account the number of units or rights expected to vest.

The Group uses binomial models or Monte Carlo simulations to determine the fair value of the share-based payment plans.

Interest-bearing debt

Lease liabilities

The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement date, discounted by using the rate implicit in the lease. If this rate cannot be readily determined, the Group uses its incremental borrowing rate.

The Group remeasures the lease liability (and makes a corresponding adjustment to the related right-of-use asset) whenever:

• The lease term has changed or there is a significant event or change in circumstances resulting in a change in assessment of exercise of a purchase option, in which case the lease liability is remeasured by discounting the revised lease payments using a revised discount rate.

• The lease payments change due to changes in an index or rate or a change in expected payment under a guaranteed residual value, in which cases the lease liability is remeasured by discounting the revised lease payments using an unchanged discount rate.

• A lease contract is modified and the lease modification is not accounted for as a separate lease, in which case the lease liability is remeasured based on the lease term of the modified lease by discounting the revised lease payments using a revised discount rate at the effective date of the modification.

Trade payables and other current liabilities

Trade payables and other current liabilities, except derivatives, are initially measured at cost, which is the fair value of the consideration payable, and subsequently carried at amortized cost. The Group recognizes a liability to pay a dividend when the distribution is authorized, and the distribution is no longer at the discretion of the Company.

Income taxes

In evaluating the potential income tax liabilities, the Group assumes that the tax authorities will examine amounts they have a right to examine and have full knowledge of all related information when making those examinations. The Group takes into account both the assessments, decisions and verdicts received from tax audits and other kinds of information sources as well as the potential sources of challenge from tax authorities. The Group recognizes a liability when the Group assesses it is not probable for the tax authorities to accept the position that the Group takes regarding the tax treatment in question. The Group measures the income tax liability according to the most likely amount of the potential economic outflow. However, Bekaert continues to believe that its positions on all these audits are robust.

In assessing the recoverability of deferred tax assets, the Group relies on the forecast assumptions used elsewhere in the financial statements and in other management reports. Deferred tax on temporary differences arising on investments in subsidiaries, associates and joint ventures is provided for, except where the Group is able to control the timing of the reversal of the temporary difference and it is probable that the temporary difference will not be reversed in the foreseeable future.

Derivatives, hedging and hedging reserves

The Group uses derivatives to hedge its exposure to foreign-exchange and interest-rate risks arising from operating, financing and investing activities. The net exposure of all subsidiaries is managed on a centralized basis by Group Treasury in accordance with the aims and principles laid down by general management. As a policy, the Group does not engage in speculative or leveraged transactions.

Derivatives are initially and subsequently measured and carried at fair value. The fair value of traded derivatives is equal to their market value. If no market value is available, the fair value is calculated using standard financial valuation models, based upon the relevant market rates at the reporting date.

The Group may apply hedge accounting in accordance with IFRS 9 to reduce income statement volatility. Depending on the nature of the hedged risk, a distinction is made between fair value hedges, cash flow hedges and hedges of a net investment in a foreign entity.

The Group uses derivatives that do not satisfy the hedge accounting criteria of IFRS 9 but provide effective economic hedges under the Group's risk management policies. Changes in the fair value of any such derivatives are recognized immediately in the income statement.

Derivatives embedded in non-derivative host contracts that are not financial assets are treated as separate derivatives when they meet the definition of a derivative, their risks and characteristics are not closely related to those of the host contract and the host contract is not measured at fair value through profit or loss. The Group identified such embedded derivatives in the virtual power purchase agreements (VPPA).

Virtual Power Purchase Agreements (VPPA)

The embedded derivative is a component of a financial instrument that modifies the cash flows of a host contract in a way similar to a standalone derivative according to a specified interest rate, index of prices or rates, credit rating or credit index, or other variable, provided in the case of a nonfinancial variable that the variable is not specific to a party to the contract. The valuation of the embedded derivative in the VPPA's is based on a valuation model using a Monte Carlo simulation with Geometric Brownian Motion simulating production output and power prices throughout the term of the VPPA. The valuation technique includes all material inputs that are consistent with the characteristics of the VPPA and that market participants would take into account in setting a transaction price for the embedded derivative in an orderly market transaction. These VPPA contracts include the delivery of Renewable Energy Credits (RECs) for which the valuation is included in the valuation model of the embedded derivative. The RECs received are not accounted for as individual financial assets as the Group applies the 'own use' exemption.

2.4. Income statement items

Revenue recognition

The Group recognizes revenue mainly from the sale of products. Revenue is measured based on the consideration to which the Group expects to be entitled in a contract with a customer and excludes amounts collected on behalf of third parties. The Group recognizes revenue from the sale of products when it transfers control over the corresponding product to a customer. Revenue from the sale of products is recognized at a point in time. Sales are recognized net of sales taxes and discounts. Interest is recognized on a time-proportional basis that reflects the effective yield on the asset. The Group recognizes revenue for a sales-based or usage-based royalty only when (or as) the later of the following events occurs: the subsequent sale or usage occurs; and the performance obligation to which some or all of the sales-based or usage-based royalties has been allocated has been satisfied. Royalties are recognized on an accrual basis in accordance with the terms of agreements and are linked to technology and management support. Dividends are recognized when the shareholder's right to receive payment is established.

2.5. Statement of comprehensive income and statement of changes in equity

The statement of comprehensive income presents an overview of all income and expenses recognized both in the income statement and in equity. In accordance with IAS 1 'Presentation of Financial Statements', an entity can elect to present either a single statement of comprehensive income or two statements, i.e. an income statement immediately followed by a comprehensive income statement. The Group elected to do the latter. A further consequence of presenting a statement of comprehensive income is that the content of the statement of changes in equity is confined to ownerrelated changes only.

2.6. Alternative performance measures

To analyze the financial performance of the Group, Bekaert consistently uses various non-GAAP metrics or Alternative Performance Measures (APMs) as defined in the European Securities and Markets Authority's (ESMA) Guidelines on Alternative Performance Measures. In accordance with these ESMA Guidelines, the definition and reason for use of each of the APMs as well as reconciliation tables are provided in the 'Alternative performance measures' section of the Financial Statements. The main APMs used in the Financial Statements relate to underlying performance measures.

Underlying performance measures

Operating income and expenses that are related to restructuring programs, impairment losses, the initial accounting for business combinations, business disposals, environmental provisions or other events and transactions that have a one-off effect are excluded from Underlying EBIT(DA) measures.

Restructuring programs mainly include lay-off costs, gains and losses on disposal, and impairment losses of assets involved in a shut-down, major reorganization or relocation of operations. When not related to restructuring programs, only impairment losses resulting from testing cash-generating units qualify as one-off effects.

One-off effects from business combinations mainly include: acquisitionrelated expenses, negative goodwill, gains and losses on step acquisition, and recycling of CTA on the interest previously held. One-off effects from business disposals include gains and losses on the sale of businesses that do not qualify as discontinued operations. These disposed businesses may consist of integral, or parts (disposal groups) of subsidiaries, joint ventures and associates.

Besides environmental provisions, other events or transactions that are not inherent to the business and have a one-off effect mainly include disasters and sales of investment property.

2.7. Miscellaneous

Non-current assets held for sale and discontinued operations

A non-current asset or disposal group is classified as held for sale if its carrying amount will be recovered principally through a sale transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset (or disposal group) is available for immediate sale in its present condition. A discontinued operation is a component of an entity which the entity has disposed of or which is classified as held for sale, which represents a separate major line of business or geographical area of operations and which can be distinguished operationally and for financial reporting purposes.

For a sale to be highly probable, the entity should be committed to a plan to sell the asset (or disposal group), an active program to locate a buyer and complete the plan should be initiated, and the asset (or disposal group) should be actively marketed at a price which is reasonable in relation to its current fair value, and the sale should be expected to be completed within one year from the date of classification. Assets classified as held for sale are measured at the lower of their carrying amount and fair value less costs necessary to make the sale. Any excess of the carrying amount over the fair value less costs to sell is included as an impairment loss. Depreciation of such assets is discontinued as from their classification as held for sale. Comparative balance sheet information for prior periods is not restated to reflect the new classification in the balance sheet.

3. Significant accounting judgements and key sources of estimation uncertainty

In the application of the Group's accounting policies, management is required to make judgments, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. These judgments, estimates and assumptions are reviewed on an ongoing basis.

3.1. Significant judgements in applying the entity's accounting policies

The following are the significant judgements made by management, apart from those involving estimations (see note 3.2. 'Key sources of estimation uncertainty' below), that have a significant effect on the amounts reported in the consolidated financial statements.

Management concluded that the criteria for capitalization of development expenditure were met for several projects and capitalized a total of € 7.3 million in 2023 (2022: none). The research and development expenditure for which the criteria were not met, were recognized through profit or loss.
When management incurs implementation and customization costs when entering into cloud computing arrangements, management makes judgments to determine which costs can be recognized as intangible asset. Management first assess if the arrangement provides a resource it can control. When making this judgment, it considers the IFRS Interpretation Committee (IFRIC) agenda decision of March 2019 on Customer's Right to Receive Access to the Supplier's Software Hosted on the Cloud. Thereafter, it assess which fees and implementation costs can be capitalized, Management considered the IFRS Interpretation Committee (IFRIC) agenda decision of April 2021 on the clarification of accounting in relation to these costs.
Management makes judgments in defining the functional currency of Group entities based on economic substance of the transactions relevant to these entities. By default the functional currency is the one of the country in which the entity is operating. See note 7.8. 'Subsidiaries, joint ventures and associates' for a comprehensive list of entities and their functional currency.
Management assessed that it is controlling the Venezuelan subsidiaries. In spite of the political and monetary instability, management was able to keep the company operational and hence concluded that it is in control. The US dollar is the functional currency and as from May 2019, banks can act as intermediaries in foreign currency transactions through 'exchange tables', a measure that makes the exchange control that operated since 2003 and that gave the State a monopoly in currency management, more flexible. At year-end 2023, the cumulative translation adjustments ('CTA') amount to € -59.6 million, which - in case of loss of control - would be recycled to income statement. Apart from the CTA, the contribution of the Venezuelan operations to the consolidated accounts is immaterial.
Deferred tax assets were recognized to the extent that it was probable that future taxable profits would be available, taking into account all evidence, both positive and negative. This assessment was done using prudent estimates based on the business plan for the entity concerned, typically using a five year time horizon. In some countries, deferred tax assets on capital losses, trade losses and tax credits were recognized to the extent of uncertain tax provisions recognized, in order to reflect that some tax audit adjustments would result in an adjustment of the amount of tax losses rather than in a tax cash-out for the entity concerned.
As Belgium enacted the law of 19 December 2023 implementing a minimum taxation (at an effective minimum tax rate of 15%) for multinational groups as from 1 January 2024, NV Bekaert and its subsidiaries are in scope of the OECD Pillar 2 model rules. Because the Pillar 2 legislation was not applicable with respect to financial year 2023, the Bekaert Group has no related current tax exposure. In May 2023, the IASB published amendments to IAS 12 that, provide a temporary exception to the requirements regarding deferred tax assets and liabilities related to legislation that is enacted to implement the OECD's Pillar 2 model rules, and introduce additional disclosure requirements. Bekaert has applied the exception to recognizing and disclosing information about deferred tax assets and liabilities related to Pillar 2 income taxes. Bekaert has performed a qualitative and quantitative preliminary assessment of the Group's potential exposure to Pillar 2 top-up taxes. Based on the 2022 country-by-country reporting, most of the jurisdictions are expected to be eligible for transitional safe harbor relief. The main jurisdiction with a potential top-up tax exposure will be Belgium, the jurisdiction of the ultimate parent entity. Based on the actual assessment, a material impact of the Pillar 2 legislation is not to be expected for 2024 but will be monitored continuously.

3.2. Key sources of estimation uncertainty

The following are the key assumptions concerning the future, and the other key sources of estimation uncertainty at the end of the reporting period that have a risk of causing material adjustments to the carrying amounts of assets and liabilities within the next financial year.

Management performed the annual impairment test on the goodwill related to BBRG on the basis of the latest business plan. Following the realized turnaround performance of the business in 2020, headroom has become very solid, reducing the likelihood of an impairment loss (see note 6.2. 'Goodwill').
Impairment analyses are based upon assumptions such as market evolution, margin evolution and discount rates. The ability of an entity to pass on changes in raw material prices to its customers (either through contractual arrangements or through commercial negotiations) is included in the margin evolution assumption. Sensitivity analyses for reasonable changes in these assumptions are presented as part of note 6.2. 'Goodwill'.
Given its global presence, Bekaert is exposed to tax risks in many jurisdictions. On the one hand, the application of tax law in the different jurisdictions can be complex and requires judgement to assess risk and estimate outcomes, which is a major source of uncertainty. On the other hand, tax authorities of the jurisdictions conduct regular tax audits that may reveal potential tax issues. As the tax audits can take many years to resolve, this further adds to the uncertainty. While the outcome of such tax audits is not certain, Bekaert has considered the merits of its filing positions of the matters subject to each tax audit in an overall evaluation of potential tax liabilities, and concludes that the Group has adequate liabilities recorded in its consolidated financial statements for exposures on these matters. Accordingly, Bekaert considers it unlikely that potential tax exposures over and above the amounts currently recorded as liabilities in the consolidated financial statements will be material to its financial condition. Both the timing and the position taken by the tax authorities in the different jurisdictions give rise to uncertainty and can result in an adjustment to the carrying amounts of income tax payable related to uncertain tax positions within the next financial year. At year-end 2023 Bekaert has uncertain tax positions recognized as income taxes payable amounting to € 42.7 million (2022: € 43.8 million). See note 6.21. 'Tax positions'.

3.3. Impact of macro-economic environment and climate

Impact of the macroeconomic environment

The evolution in the macroeconomic environment has affected businesses all over the world. The Group has identified the risks linked to these evolutions and has implemented mitigating actions, as described in the Corporate Governance Statements - chapter 'Control and ERM' of this report.

Increasing risks arising from demand impact and inflationary cost pressure from economic crises as well as impacts on discount rates

Impactful demand changes can affect sectors that are relevant to Bekaert. A crisis, recession or changing demand trends can lead to a demand decline driven by weak consumer confidence and postponed investments. The resulting upstream and downstream overcapacity can lead to price erosion across the supply chain. To mitigate these risks, Bekaert is re-positioning its businesses towards segments with higher value propositions that are much less impacted by cyclicality. The Group also implements measures to be cost-competitive, to flex costs, and to pass on cost inflation.

The re-positioning is clear when looking at the weight of profitability that is contributed by higher growth, higher margin and less cyclical platforms. The business units of Specialty Businesses and Bridon-Bekaert Ropes Group contribute 60% of the total underlying EBIT of the 4 business units versus 23% in 2019. Measures to flex costs and mitigate volume reductions as well as footprint rationalizations are reflected in the 2023 financials. The underlying gross profit in absolute numbers is almost flat versus 2022 and the underlying EBIT bridge demonstrates that the positive price and mix impact, driven by further business-mix improvements and strong pricing discipline, entirely offsets the adverse effects of lower sales volumes and higher conversion cash costs. (see note 5.2. Operating result (EBIT) by function and press release related to the 2023 Full Year financial statements).

In the valuation of the Group's defined-benefit plans, the principal actuarial assumptions are also influenced by the macroeconomic evolution. The details of those valuations are included in note 6.16. 'Employee benefit obligations'. Changes recognized in equity amounted in 2023 to € 15 million and were driven by € 5.3 million gain on plan assets reflecting positive asset return, offset by € 20.3 million losses in defined benefit obligation. The latter can be broken down into € 7.9 million loss due to changes in financial assumptions reflecting decreased discount rates, € 0.3 million gain due to

changes in demographic assumptions and € 12.7 million loss in liabilities due to experience adjustments.

Impact of climate changes and environmental footprint

In order to further support the market and technology positioning in green energy markets, Bekaert has concluded investments and partnerships in 2023 that are improving market access and technology positions in high growth sectors (see note 6.6. Other non-current assets). These included:

a partnership agreement with Toshiba to commercialize Proton Exchange Membrane (PEM) Membrane Electrode Assemblies (MEA) technology for green hydrogen production, which will support the green hydrogen industry to scale and further improve cost competitiveness
expanding manufacturing and research capacity in Porous Transport Layers for electrolysis technologies
a further investment in electrolysis technologies for green hydrogen production in Ionomr Innovations, a leader in proton- and anion exchange membrane technologies
a partnership with ABB to deliver peace of mind to mine hoist system operators by improving predictive maintenance services offering to enhance efficiency and reduce downtime.

The Group has also signed Virtual Power Purchase Agreements (see note 7.3. Financial risk management and financial instruments) in the US and India and installed a solar park in Burgos, Spain, to help reduce and offset its carbon greenhouse emissions.

The Group also invested in capital expenditure in 2023 supporting environmental sustainable activities (see note 6.3. Property, plant and equipment as well as the chapter 'EU Taxonomy Key Performance Indicators' in the Environmental Statements). The Group doesn't expect that climate change will impact the valuation or useful life of current fixed assets.

4. Segment reporting

Transforming steel wire and applying unique coating technologies form our core business. Depending on our customers' requirements, we draw wire in different diameters and strengths, even as thin as ultrafine fibers of one micron. We group the wires into cords, ropes and strands, weave or knit them into fabric, or process them into an end product. The coatings we apply reduce friction, improve corrosion resistance, or enhance adhesion with other materials. We also develop products and solutions that are made of other metals and materials. This is part of our strategy to drive creativity beyond steel.

Bekaert uses a business segmentation to evaluate the nature and financial performance of the business as a whole, in line with the way financial performance is reported to the chief operating decision maker (Bekaert Group Executive (BGE)). The Group's business units (BU) are characterized by BU-specific product and market profiles, industry trends, cost drivers, and technology needs tailored to specific industry requirements. More information on the segments can be found in the part 'About us' of this report.

The following four business units are presented: ¹

1. Rubber Reinforcement (RR): 43% of consolidated third party sales (2022: 44%)
1. Steel Wire Solutions (SWS): 27% of consolidated third party sales (2022: 29%)
1. Specialty Businesses (SB): 16% of consolidated third party sales (2022: 15%)
1. Bridon-Bekaert Ropes Group (BBRG): 14% of consolidated third party sales (2022: 12%)

¹ 2022: excluding Steel Wire Solutions businesses in Chile and Peru. No segments have been aggregated.

43% 27% 16% 14%

Rubber	Steel Wire	Specialty
Reinforcement	Solutions	Businesses

Bridon-Bekaert Ropes Group

4.1. Key data by reporting segment

Capital employed elements (intangible assets, goodwill, property, plant and equipment, RoU property, plant and equipment and the elements of the operating working capital) are allocated to the various segments. All other assets and liabilities are reported as unallocated assets or liabilities. 'Group' mainly consists of the functional units innovation & technology, engineering and unallocated expenses for group management and services; it does not constitute a reportable segment in itself. Any sales between segments are transacted at prices which reflect the arm's length principle. Intersegment mainly includes eliminations of receivables and payables, of sales and of margin on transfers of inventory items and of PP&E and related adjustments to depreciation and amortization.

No other material reporting items then the ones mentioned below are provided to the chief operating decision maker.

2022 as reported
in thousands of €	Rubber Reinforcement	Steel Wire Solutions	Specialty Businesses	BBRG	Group	Intersegment	Consolidated
Consolidated third party sales	2 197 607	2 081 592	766 472	584 702	21 417	—	5 651 790
Consolidated sales	2 228 682	2 137 571	788 242	588 819	118 857	-210 380	5 651 790
Operating result (EBIT)	110 776	146 563	130 986	38 744	-67 234	5 918	365 754
EBIT - Underlying	178 665	148 083	131 766	60 418	-61 552	1 183	458 563
Depreciation and amortization ¹	91 038	48 666	22 171	42 745	7 881	-9 706	202 795
Impairment losses	59 050	830	120	2 669	—	-4 735	57 934
EBITDA	260 865	196 059	153 277	84 158	-59 353	-8 522	626 483
Segment assets	1 495 373	1 114 525	470 005	628 577	-54 894	-141 886	3 511 700
Unallocated assets							1 317 613
Total assets							4 829 313
Segment liabilities	376 208	387 217	142 568	137 694	109 613	-74 980	1 078 320
Unallocated liabilities							1 521 437
Total liabilities							2 599 757
Capital employed	1 119 165	727 308	327 437	490 883	-164 508	-66 906	2 433 380
Weighted average capital employed	1 146 926	675 960	295 100	467 986	-161 860	-69 776	2 354 337
Return on weighted average capital employed (ROCE)	9.7%	21.7%	44.4%	8.3%	—	—	15.5%
Capital expenditure – PP&E	74 823	45 714	23 648	33 740	3 171	-10 493	170 603
Capital expenditure – intangible assets	397	128	459	4	14 260	-311	14 937
Share in the results of joint ventures and associates	-217	54 481	—	—	-7	—	54 257
Investments in joint ventures and associates	54 880	167 749	—	—	-744	—	221 886
Number of employees (year-end) ²	11 491	6 310	2 133	2 421	1 196	—	23 551

2022 excluding Steel Wire businesses in Chile and Peru

	Rubber Reinforcement	Steel Wire Solutions	Specialty Businesses	BBRG	Group	Intersegment	Consolidated
in thousands of €
Consolidated third party sales	2 197 656	1 426 936	772 162	585 205	22 010	—	5 003 969
Consolidated sales	2 228 682	1 467 187	788 242	588 819	118 857	-187 817	5 003 969
Operating result (EBIT)	110 776	98 092	130 986	38 744	-67 191	5 687	317 094
EBIT - Underlying	178 665	99 611	131 766	60 418	-61 509	953	409 904
Depreciation and amortization ¹	91 038	34 792	22 171	42 745	7 881	-9 580	189 047
Impairment losses	59 050	830	120	2 669	—	-4 735	57 934
EBITDA	260 865	133 714	153 277	84 158	-59 310	-8 627	564 076
Segment assets	1 495 373	716 614	470 005	628 577	-54 894	-137 080	3 118 595
Unallocated assets							1 710 717
Total assets							4 829 313
Segment liabilities	376 208	290 214	142 568	137 694	109 608	-70 894	985 398
Unallocated liabilities							1 614 359
Total liabilities							2 599 757
Capital employed	1 119 165	426 399	327 437	490 883	-164 502	-66 185	2 133 197
Weighted average capital employed	1 146 926	390 933	295 100	467 986	-161 855	-69 063	2 070 028
Return on weighted average capital employed (ROCE)	9.7%	25.1%	44.4%	8.3%	—%	—%	15.3%
Capital expenditure – PP&E	74 823	32 304	23 648	33 740	3 171	-10 493	157 193
Capital expenditure – intangible assets	397	—	459	4	14 260	-311	14 809
Share in the results of joint ventures and associates	-217	54 435	—	—	-7	—	54 211
Investments in joint ventures and associates	54 880	167 754	—	—	-744	—	221 891
Number of employees (year-end) ²	11 491	4 308	2 132	2 421	1 196	—	21 548

in thousands of €	Rubber Reinforcement	Steel Wire Solutions	Specialty Businesses	BBRG	Group	Intersegment	Consolidated
Consolidated third party sales	1 881 453	1 168 645	677 171	588 625	11 997	—	4 327 892
Consolidated sales	1 904 868	1 197 893	690 272	590 204	119 677	-175 023	4 327 892
Operating result (EBIT)	155 546	74 954	103 939	72 405	-70 236	-2 196	334 412
EBIT - Underlying	183 591	90 261	111 941	72 770	-68 038	-2 196	388 328
Depreciation and amortization ¹	88 846	34 494	24 597	26 698	13 100	-9 804	177 932
Impairment losses	4 764	3 541	2 640	—	-131	—	10 814
EBITDA	249 156	112 990	131 176	99 103	-57 267	-12 001	523 157
Segment assets	1 332 908	605 057	462 622	634 263	-5 701	-129 721	2 899 428
Unallocated assets							1 181 796
Total assets							4 081 224
Segment liabilities	302 430	204 519	101 344	121 813	115 922	-61 475	784 554
Unallocated liabilities							1 130 641
Total liabilities							1 915 195
Capital employed	1 030 478	400 538	361 278	512 450	-121 623	-68 247	2 114 874
Weighted average capital employed	1 077 321	414 446	344 364	500 503	-141 818	-66 218	2 128 598
Return on weighted average capital employed (ROCE)	14.4%	18.1%	30.2%	14.5%	—	—	15.7%
Capital expenditure – PP&E	81 856	33 125	40 457	37 084	8 292	-12 862	187 950
Capital expenditure – intangible assets	731	127	35	5 622	12 898	-662	18 750
Share in the results of joint ventures and associates	-4 026	50 660	—	—	-11	—	46 623
Investments in joint ventures and associates	51 894	171 729	—	—	—	—	223 623
Number of employees (year-end) ²	10 378	4 126	2 098	2 417	1 314	—	20 332

¹ Depreciation and amortization included write-downs / (reversals of write-downs) on inventories and trade receivables.

² Number of employees: full-time equivalents on Bekaert payroll (excluding contingent workers) - consolidated entities.

4.2. Revenue by country

The table below shows the relative importance of Belgium (i.e. the country of domicile), China, India, the USA and Slovakia for Bekaert in terms of revenues and selected non-current assets (i.e. intangible assets; goodwill; property, plant and equipment; RoU property, plant and equipment; investments in joint ventures and associates).

in thousands of €	2022	% of total	2023	% of total
Consolidated third party sales ¹
from Belgium	502 642	10 %	413 693	9 %
from China	849 151	17 %	823 291	19 %
from India	232 028	5 %	204 581	5 %
from USA	1 032 090	20 %	866 132	20 %
from Slovakia	541 153	11 %	425 590	10 %
from other countries	1 846 905	37 %	1 594 606	37 %
Total third party consolidated sales	5 003 969	100 %	4 327 892	100 %
Selected non-current assets ¹
in Belgium	126 717	7 %	155 829	9 %
in China	300 300	18 %	274 478	16 %
in India	58 748	3 %	59 613	4 %
in USA	166 967	10 %	166 253	10 %
in Slovakia	126 725	8 %	134 264	8 %
in other countries	899 927	54 %	906 901	53 %
Total selected non-current assets	1 679 383	100 %	1 697 336	100 %

Bekaert's top-5 customers together represented 23% (2022: 24%) of the Group's total consolidated sales, while the next 5 customers represented another 6% (2022: 5%) of the Group's total consolidated sales. No individual customer contributed 10% to consolidated sales.

¹ 2022: excluding Steel Wire Solutions businesses in Chile and Peru.

5. Income statement items

5.1. Net sales

The Group recognizes revenue from the following sources: delivery of products and, to a lesser extent, of services and projects. Bekaert assessed that the delivery of products represents the main performance obligation. The Group recognizes revenue at a point in time when it transfers control over a product to a customer. Customers obtain control when the products are delivered (based on the related inco terms in place). The amount of revenue recognized is adjusted for variable compensation such as volume discounts. No adjustment is made for returns nor for warranty as the impact is deemed immaterial based on historical information.

Disaggregating revenue by timing of revenue recognition, i.e. at a point in time vs over time (as is customary for engineering activities) does not add much value, as sales of machines to third parties contribute very little to total sales.

in thousands of €	2022¹	% of total	2023	% of total
Sales of products	4 993 291	99.8 %	4 323 497	99.9 %
Sales of machines by engineering	10 202	0.2 %	4 181	0.1 %
Other sales	476	0.0 %	213	0.0 %
Net sales	5 003 969	100.0 %	4 327 892	100.0 %

¹ See note 7.2. Effect of business combinations and business disposals'

In the following table, net sales is disaggregated by industry including a reconciliation of the net sales by industry with the Group's operating segments (see note 4.1. 'Key data by reporting segment').

2022¹ ²

in thousands of €	RR	SWS	SB	BBRG	Group	Consolid ated
Industry
Tire & Automotive	2 195 386	135 559	39 238	9 825		— 2 380 008
Energy & Utilities	—	340 293	30 960	111 467	—	482 720
Construction	—	314 895	462 657	76 464	—	854 016
Consumer Goods	—	109 604	4 176	—	—	113 780
Agriculture	—	288 443	—	42 209	—	330 652
Equipment	2 270	116 104	136 678	163 371	22 010	440 433
Basic Materials	—	122 038	98 453	181 869	—	402 360
Total		2 197 656 1 426 936	772 162	585 205		22 010 5 003 969

1 See note 7.2 'Effect of business combinations and business disposals'

2023²

in thousands of €	RR	SWS	SB	BBRG	Group	Consolid ated
Industry
Tire & Automotive	1 879 494	122 952	36 188	9 445		— 2 048 079
Energy & Utilities	—	274 155	31 889	115 142	—	421 186
Construction	—	248 533	408 441	77 383	—	734 357
Consumer Goods	—	79 871	3 145	—	—	83 016
Agriculture	—	238 751	—	34 491	—	273 242
Equipment	1 959	94 700	106 585	153 168	11 997	368 409
Basic Materials	—	109 683	90 923	198 997	—	399 603
Total		1 881 453 1 168 645	677 171	588 626		11 997 4 327 892

2 RR = Rubber Reinforcement; SWS = Steel Wire Solutions; SB = Specialty Businesses; BBRG = Bridon-Bekaert Ropes Group

5.2. Operating result (EBIT) by function

Sales and gross profit

in thousands of €	2022¹	2023	variance (%)
Sales	5 003 969	4 327 892	-13.5%
Cost of sales	-4 338 917	-3 623 289	-16.5%
Gross profit	665 052	704 602	5.9%
Gross profit in % of sales	13.3%	16.3%

¹ See note 7.2. 'Effect of business combinations and business disposals'

Bekaert achieved consolidated sales of € 4.3 billion in 2023, a decrease of -13.5% compared to 2022, driven primarily by passed-on lower raw material costs, lower volumes and an unfavorable impact from exchange rate movements. The organic sales decrease (-10.5%) was driven by the negative impact from the passed-on cost inflation (-8.7%) and decreased volumes (-3.7%), partially offset by positive price-mix effects (+2.0%), The currency movements were -3% negative (mainly related to movements in US dollar and Chinese renminbi).

Gross profit of the Group increased by € 39.5 million in absolute terms (+5.9%), resulting in a margin of 16.3% (2022: 13.3%). The increase was driven by cost savings programs, strong pricing and positive mix effects both from higher added value products and end markets served, offsetting the impact of lower sales.

Overheads

in thousands of €	2022¹	2023	variance (%)
Selling expenses	-159 678	-159 907	0.1%
Administrative expenses	-149 788	-158 034	5.5%
Research and development expenses	-62 315	-56 587	-9.2%
Total	-371 782	-374 527	0.7%

¹ See note 7.2. 'Effect of business combinations and business disposals'

The overhead expenses increased by € 2.7 million to € 374.5 million (8.7% on sales). The increase in absolute value was mainly linked to the increase of the one-off impact from restructuring programs on overheads (€ 7.5 million in 2023; € 3.6 million in 2022) and other one-off acquisition related expenses (€ 1.9 million in 2023; € 0.5 million in 2022). The increase was offset by a positive foreign exchange impact of € 5.7 million (mainly related to positive exchange effects in US dollar and Chinese renminbi). There was

also a decrease of the R&D expenses, mainly due to the capitalization of costs (€ -6.6 million), but offset with increased labor costs (€ 10.4 million). In 2023, selling expenses included bad debt allowances recognized (excluding one-offs) for € -2.0 million (2022: € -3.6 million) and reversal of bad debt allowances (excluding one-offs) for amounts used and not used for € 5.1 million (2022: € 6.6 million).

Other operating revenues

in thousands of €	2022¹	2023	variance
Royalties received	18 949	14 651	-4 297
Gains on disposal of PP&E and intangible assets	12 316	740	-11 576
Tax rebates	26	—	-26
Government grants	2 631	1 569	-1 062
Compensations received for claims	2 345	2 019	-326
Restructuring²	1 515	4 456	2 941
Environmental	100	—	-100
Gains on business disposals (portion sold)	—	5 958	5 958
Other revenues	9 013	5 758	-3 255
Total	46 895	35 151	-11 744

¹ See note 7.2. 'Effect of business combinations and business disposals' ² Mainly related to the disposal of PP&E

The royalty income decreased by -23% due to lower sales. Government grants mainly related to subsidies in China. There are no indications that the conditions attached to those grants will not be complied with in the future and therefore it is not expected that subsidies may have to be refunded.

In 2022, the gain on the disposal of PP&E and intangible assets contained the revenues from the sale of assets not included in restructuring programs, primarily in the UK.

Other operating expenses
in thousands of €	2022¹	2023	variance
Royalties paid	-942	-951	-9
Losses on disposal of PP&E and intangible assets	-740	-1 446	-706
Amortization of intangible assets	-1 500	-1 500	—
Bank charges	-2 518	-2 279	239
Tax related expenses (other than income taxes)	-3 841	-3 823	18
Impairment losses	-857	-320	537
Restructuring	-5 932	-1 573	4 359
Environmental	-1 225	-3 273	-2 048
Losses on business disposals	-210	-9 325	-9 115
Other expenses	-5 307	-6 324	-1 017
Total	-23 071	-30 814	-7 743

¹ See note 7.2. 'Effect of business combinations and business disposals'

In 2023 'Restructuring - revenues' mainly consists of the gain from the closure of Figline (Italy) and the reversal of the provision of a claim for customs and VAT in Lonand (India). 'Restructuring - expenses' on the other hand includes part of the cost (lay-off costs) related to restructuring programs and plant closures.

In 2022 'Restructuring - revenues' mainly consisted of the gain from the sales of land and buildings following plant closures due to restructuring. 'Restructuring - expenses' on the other hand included lay-off costs related to restructuring programs and plant closures.

The total loss of € -2.1 million (gain of € 5.9 million and CTA loss of € -8.1 million) on business disposals is related to the sale of the Steel Wire Solution businesses in Chile and Peru to the partners. There was also the sale of Agro-Bekaert Colombia SAS and Agro-Bekaert Springs which generated a loss of € -1.3 million.

The environmental costs in 2023 are mainly related to environmental provisions for the closure of the Figline plant (Italy).

The following tables reconcile reported and underlying results and present an analysis of one-off items by category (as defined in note 2.6. 'Alternative performance measures'), operating segment and income statement line item.

EBIT Reported and Underlying		2022¹		2023
in thousands of €	reported	of which underlying	of which one-offs	reported	of which underlying	of which one-offs
Sales	5 003 969	5 003 969	—	4 327 892	4 327 892	—
Cost of sales	-4 338 917	-4 254 936	-83 981	-3 623 289	-3 582 853	-40 437
Gross profit	665 052	749 033	-83 981	704 602	745 039	-40 437
Selling expenses	-159 678	-158 598	-1 080	-159 907	-157 076	-2 831
Administrative expenses	-149 788	-146 729	-3 059	-158 034	-152 709	-5 325
Research and development expenses	-62 315	-62 139	-176	-56 587	-55 375	-1 212
Other operating revenues	46 895	44 251	2 643	35 151	24 663	10 488
Other operating expenses	-23 071	-15 914	-7 157	-30 814	-16 214	-14 600
Operating result (EBIT)	317 094	409 904	-92 810	334 412	388 328	-53 917

¹ See note 7.2. 'Effect of business combinations and business disposals'

One-off items 2022

in thousands of €	Cost of Sales	Selling expenses	Administrative expenses	R&D	Other operating revenues	Other operating expenses	Total
Restructuring programs by segment
Rubber Reinforcement 1	-4 489	-208	-644	—	—	-2 413	-7 753
Steel Wire Solutions 2	-1 506	57	-246	—	199	-23	-1 519
Specialty Businesses 3	-267	—	-165	-85	—	-195	-712
Bridon-Bekaert Ropes Group (BBRG) 4	-22 421	-262	-80	-15	758	-127	-22 148
Group 5	-673	-458	-1 415	-77	558	-3 174	-5 239
Total restructuring programs	-29 356	-870	-2 551	-176	1 515	-5 932	-37 371
Impairment losses/(reversals of impairment losses) other than restructuring
Rubber Reinforcement 6	-59 035	—	—	—	—	—	-59 035
Specialty Businesses 6	-324	—	—	—	—	—	-324
Intersegment 6	4 735	—	—	—	—	—	4 735
Total other impairment losses/(reversals)	-54 624	—	—	—	—	—	-54 624
Business disposals
Group 7	—	-210	—	—	—	—	-210
Total business disposals	—	-210	—	—	—	—	-210
Environmental provisions/(reversals of provisions)
Rubber Reinforcement 1	—	—	—	—	—	-1 100	-1 100
Group	—	—	—	—	100	-125	-25
Total environmental provisions/(reversals)	—	—	—	—	100	-1 225	-1 125
Other events and transactions
Specialty Businesses	—	—	—	—	256	—	256
Bridon-Bekaert Ropes Group (BBRG) ⁸	—	—	—	—	474	—	474
Group	—	—	-507	—	298	—	-209
Total other events and transactions	—	—	-508	—	1 028	—	521
Total	-83 981	-1 080	-3 059	-176	2 643	-7 157	-92 810

¹ Related mainly to the closure of the Figline plant (Italy) and the building remediation project in Rome (US); environmental provisions related to the closure of the Figline plant (Italy).

² Related mainly to lay-off costs in Latin America.

³ Related mainly to lay-off costs in Bekaert Combustion Technology BV (Netherlands).

⁴ Related mainly to the restructuring in Germany.

5 Related mainly to the restructuring in Belgium.

6 Related to the plant in Russia.

7 Contractual liability indemnification related to previous divestments.

8 Gain on step acquisition: VisionTek Egineering Srl (Italy).

One-off items 2023

in thousands of €	Cost of Sales	Selling expenses	Administrative expenses	R&D	Other operating revenues	Other operating expenses	Total
Restructuring programs by segment
Rubber Reinforcement 1	-23 478	-853	-754	-307	1 629	-973	-24 736
Steel Wire Solutions 2	-10 597	-736	-145	—	—	-106	-11 584
Specialty Businesses 3	-5 993	-752	—	-904	2	-327	-7 974
Bridon-Bekaert Ropes Group (BBRG) 4	128	-490	—	—	-1	-2	-365
Group 5	-160	—	-2 523	—	2 825	-165	-22
Total restructuring programs	-40 100	-2 831	-3 422	-1 212	4 456	-1 573	-44 682
Business disposals
Steel Wire Solutions 6	—	—	—	—	5 958	-9 325	-3 368
Total business disposals	—	—	—	—	5 958	-9 325	-3 368
Environmental provisions/(reversals of provisions)
Rubber Reinforcement 1	—	—	—	—	—	-3 000	-3 000
Group	—	—	—	—	—	-273	-273
Total environmental provisions/(reversals)	—	—	—	—	—	-3 273	-3 273
Other events and transactions
Rubber Reinforcement 7	-310	—	—	—	—	—	-310
Steel Wire Solutions 8	—	—	—	—	74	-429	-355
Specialty Businesses	-27	—	—	—	—	—	-27
Group 9	—	—	-1 903	—	—	—	-1 903
Total other events and transactions	-337	—	-1 903	—	74	-429	-2 595
Total	-40 437	-2 831	-5 325	-1 212	10 488	-14 600	-53 917

¹ Related mainly to closure and lay-off costs in China, lay-off costs in Indonesia and the building remediation project in Rome (US); environmental provisions related to the closure of the Figline plant (Italy).

² Related mainly to closure costs in Indonesia and lay-off costs in Belgium and China.

³ Related mainly to lay-off costs in the Netherlands and restructuring in China.

⁴ Related to the restructuring in the UK and the closure of the plant in Germany.

5 Related mainly to the reversal of a customs/VAT provision in India and lay-off costs in China and Belgium.

6 Related to the sale of the Steel Wire businesses in Chile and Peru and the sale of Agro-Bekaert Colombia SAS and Agro - Bekaert Springs, SL.

7 Related to the plant in Russia.

8 Related to the liquidation of Bekaert Shah Alam Sdn Bhd in Malaysia

9 Acquisition-related expenses.

5.3. Operating result (EBIT) by nature

The table below provides information on the major items contributing to the operating result (EBIT), categorized by nature.

in thousands of €	2022¹	% on sales	2023	% on sales
Sales	5 003 969	100%	4 327 892	100%
Other operating revenues	46 895	—	35 151	—
Total operating revenues	5 050 864	—	4 363 043	—
Own construction of PP&E	47 172	0.9%	68 033	1.6%
Raw materials	-2 190 641	-43.8%	-1 604 328	-37.1%
Semi-finished products and goods for resale	-249 668	-5.0%	-185 499	-4.3%
Change in work-in-progress and finished goods	49 787	1.0%	-97 568	-2.3%
Staff costs	-826 127	-16.5%	-858 594	-19.8%
Depreciation and amortization	-189 021	-3.8%	-177 924	-4.1%
Impairment losses	-57 934	-1.2%	-10 814	-0.2%
Transport and handling of finished goods	-289 104	-5.8%	-193 878	-4.5%
Consumables and spare parts	-305 836	-6.1%	-295 661	-6.8%
Utilities	-343 641	-6.9%	-314 937	-7.3%
Maintenance and repairs	-70 778	-1.4%	-62 317	-1.4%
Lease and related expenses	-35 925	-0.7%	-40 747	-0.9%
Commissions in selling expenses	-5 602	-0.1%	-4 287	-0.1%
Export VAT and export customs duty	-16 350	-0.3%	-12 452	-0.3%
ICT costs	-59 165	-1.2%	-63 096	-1.5%
Advertising and sales promotion	-6 578	-0.1%	-7 715	-0.2%
Travel, restaurant & hotel	-14 827	-0.3%	-18 383	-0.4%
Consulting and other fees	-39 241	-0.8%	-39 637	-0.9%
Office supplies and equipment	-10 022	-0.2%	-9 591	-0.2%
Venture capital funds R&D	-1 297	0.0%	—	0.0%
Temporary or external labor	-37 157	-0.7%	-33 025	-0.8%
Insurance expenses	-15 650	-0.3%	-14 394	-0.3%
Miscellaneous	-66 163	-1.3%	-51 816	-1.2%
Total operating expenses	-4 733 769	-94.6%	-4 028 631	-93.1%
Operating result (EBIT)	317 094	6.3%	334 412	7.7%

Due to the decreased wire rod prices and lower purchased quantities, the total raw material costs have decreased in 2023 compared to 2022.

The impairment losses of 2023 mainly related to the impairment of PP&E in China and Indonesia. For 2022 the losses are related to impairment of PP&E in Russia. The depreciation and amortization included write-downs / (reversals of write-downs) on inventories and trade receivables.

5.4. Interest income and expense

in thousands of €	2022¹	2023
Interest income on financial assets not measured at FVTPL	4 421	12 983
Interest income	4 421	12 983
Interest expense on interest-bearing debt not measured at FVTPL	-29 837	-37 386
Other debt-related interest expense	-3 391	-1 109
Debt-related interest expense	-33 228	-38 495
Interest element of discounted provisions	-815	-1 596
Interest expense	-34 044	-40 092
Total	-29 622	-27 108

¹ See note 7.2. 'Effect of business combinations and business disposals'

The interest income and expenses increased compared to the expenses and revenues of 2022, due to the increased interest rates. The interest income increase is also related to the interest received from interest rate swaps in 2023.

Interest expense on interest-bearing debt, not classified as at fair value through profit or loss (FVTPL), relates to all debt instruments of the Group, other than interest-rate risk mitigating derivatives entered into as economic hedges.

The interest element of discounted provisions related for € -1.6 million (2022: € -0.8 million) to defined-benefit liabilities (see note 6.16. 'Employee benefit obligations'). There are no interest costs in 2023 related to other provisions (2022: nil) (see note 6.17. 'Provisions').

¹ See note 7.2. 'Effect of business combinations and business disposals'

5.5. Other financial income and expenses

in thousands of €	2022¹	2023
Value adjustments to derivatives	7 085	-3 620
Exchange results on hedged items	-13 854	-7 475
Net impact of derivatives and hedged items	-6 769	-11 095
Other exchange results	31	-14 814
Gains and losses on disposal of financial assets	19	—
Dividends from non-consolidated equity investments	2 666	908
Bank charges and taxes on financial transactions	-8 563	-16 501
Impairments of other receivables	1 265	304
Other	1 484	2 318
Total	-9 867	-38 879

¹ See note 7.2. 'Effect of business combinations and business disposals'

Value adjustments include changes in the fair value of all derivatives, other than those designated as cash flow hedges. Exchange results on hedged items also relate to economic hedges only. The net impact of derivatives and hedged items presented here does not include any impacts recognized in other income statement elements, such as interest expense, cost of sales or other operating revenues and expenses.

In 2023 value adjustments to derivatives included a fair value loss of € 8.3 million, offset with gain related to Virtual Power Purchase Agreement (VPPA) of € 4.7 million. In 2022 value adjustments to derivatives included a fair value gain of € 13.7 million, however partially offset with a loss of € -6.6 million, related to a Virtual Power Purchase Agreement (VPPA) For more details on the impact of derivatives and hedged items, see note 7.3. Financial risk management and financial derivatives'.

Other exchange results in 2023 amounted to € -14.8 million and were mainly related to the devaluation of the Turkish lira, the Russian ruble and Venezuelan bolívar, resulting in unrealized and realized FX results on working capital items and intercompany loans. The bank charges and taxes on financial transactions include charges linked to the factoring programs (€ 16.5 million).

In 2023, other elements related mainly to a gain of € 2.3 million (€ 1.5 million in 2022) from the net settlements out of the VPPA.

All dividends from non-consolidated equity investments related to interests still held at reporting date as no shares were sold during the year.

5.6. Income taxes

in thousands of €	2022¹	2023
Current income taxes - current year	-76 846	-72 594
Current income taxes - prior periods	5 874	-8 062
Deferred taxes - due to changes in temporary differences	-48 858	-20 924
Deferred taxes - due to changes in tax rates	-1 039	-1 079
Deferred taxes - adjustments to tax losses of prior periods	-3 046	-891
Deferred taxes - utilization of deferred tax assets not previously recognized	49 756	41 383
Total tax expense	-74 159	-62 167

¹ See note 7.2. 'Effect of business combinations and business disposals'

Relationship between tax expense and accounting profit

In the table below, accounting profit is defined as the result before taxes.

in thousands of €	2022¹	2023
Result before taxes	277 604	268 424
Tax expense at the theoretical domestic rates applicable to results of taxable entities in the countries concerned	-73 046	-67 429
Theoretical tax rate 2	-26.3%	-25.1%
Tax effect of:
Non-deductible items	-5 740	-8 848
Other tax rates, tax credits and special tax regimes 3	11 109	7 107
Non-recognition of deferred tax assets 4	-39 242	-11 518
Utilization or recognition of deferred tax assets not previously recognized 5	49 756	41 383
Deferred tax due to change in tax rates	-1 039	-1 079
Tax relating to prior periods 6	2 828	-8 953
Exempted income	291	—
Withholding taxes on dividends, royalties, interests & services	-15 448	-7 695
Other	-3 627	-5 135
Total tax expense	-74 159	-62 167
Effective tax rate	-26.7%	-23.2%

¹ See note 7.2. 'Effect of business combinations and business disposals'

2 The theoretical tax rate is computed as a weighted average taking into account the results before taxes in different countries at different rates.

3 In 2023, the special tax regimes and tax credits mainly related to tax incentives in Belgium, similar as in 2022.
4 In 2023, the non-recognition of deferred tax assets mainly related to losses in plants in Asia of which the closure was announced, while in 2022, it mainly related to the impairment of Russian fixed assets, the German restructuring and losses carried forward in China and the US.
5 In 2023, the movement was mainly triggered by the recognition in Belgium and the US of deferred tax assets previously not recognized as well as by the usage of losses carried forward.
6 In 2023, the prior year tax adjustments mainly related to the settlement of a tax audit in China , while in 2022 the prior year tax adjustments mainly related to the release of the uncertain tax provision in Indonesia further to the conclusion of an Advance Pricing Agreement (APA) between the competent Authorities of Belgium and Indonesia.

5.7. Share in the results of joint ventures and associates

In 2023, the share in the result of joint ventures and associates reflected the performance decline of both the Steel Wire Solutions and Rubber Reinforcement businesses in Brazil compared to the strong performance in 2022. There was no significant impact from currency movements between the Brazilian real and the euro.

Additional information relating to the Brazilian joint ventures is provided under note 6.5. 'Investments in joint ventures and associates'.

in thousands of €		2022	2023
Joint ventures
Agro-Bekaert Colombia SAS	Colombia	-1 135	-263
Agro - Bekaert Springs, SL	Spain	-7	-11
Belgo Bekaert Arames Ltda¹	Brazil	55 522	50 885
BMB-Belgo Mineira Bekaert Artefatos de Arame Ltda	Brazil	-217	-4 026
Servicios Ideal AGF Inttegra Cía Ltda	Ecuador	48	37
Total		54 211	46 623

¹ See note 7.2. 'Effect of business combinations and business disposals'

5.8. Earnings per share

2022		Number
Weighted average number of ordinary shares (basic)		56 194 711
Dilution effect of share-based payment arrangements		468 231
Weighted average number of ordinary shares (diluted)		56 662 942

in thousands of €	Basic	Diluted
Result for the period attributable to ordinary shareholders	268 859	268 859
Result from discontinued operations attributable to ordinary shareholders	15 832	15 832
Earnings from continued operations	253 027	253 027
Earnings per share (in €)	4.784	4.745
Earnings per share (in €) from continued operations	4.503	4.465

2023		Number
Weighted average number of ordinary shares (basic)		53 559 847
Dilution effect of share-based payment arrangements		330 248
Weighted average number of ordinary shares (diluted)		53 890 095

in thousands of €	Basic	Diluted
Result for the period attributable to ordinary shareholders	254 619	254 619
Earnings	254 619	254 619
Earnings per share (in €)	4.754	4.725

Earnings per share (EPS) is the amount of post-tax profit attributable to each share. Basic EPS is calculated as the result for the period attributable to equity holders of Bekaert divided by the weighted average number of shares outstanding during the year. Diluted EPS reflects any commitments of the Group to issue shares in the future. These comprise shares to be issued for equity-settled share-based payment plans (subscription rights, options, performance shares and matching shares, see note 6.13. 'Ordinary shares, treasury shares and equity-settled share-based payments'). Subscription rights, options and other share-based payment arrangements are only dilutive to the extent that their issue price is lower than the average closing price of the period, in which the issue price includes the fair value of any services to be rendered during the remainder of the vesting period. Contingently issuable shares (e.g. performance shares) are only dilutive if the conditions are satisfied at the balance sheet date. The dilution effect of share-based payment arrangements is limited to the weighted average number of shares to be used in the denominator of the EPS ratio; there is no effect on the earnings to be used in the numerator of the EPS ratio.

To calculate the dilution impact, it is assumed that all dilutive potential shares are issued at the beginning of the period, or, if the instruments were granted during the period, at the grant date. This resulted in a total dilution effect of € -0.03 per share (2022: € -0.04).

The average closing price during 2023 was € 41.56 per share (2022: € 34.02 per share). There are no anti-dilutive instruments for the period presented.

The EPS from continued operations, excluding the impact of the result linked to the discontinued operations in Chile and Peru, was added for 2022.

6. Balance sheet items

6.1. Intangible assets

Cost
in thousands of €	Licenses, patents & similar rights	Computer software	Commercial assets	Other	Total
As at 1 January 2022	27 306	93 275	58 717	14 752	194 050
Expenditure	2	14 933	—	3	14 937
Disposals and retirements	—	-34	—	—	-34
Transfers ¹	—	-691	—	734	43
New consolidations	36	—	—	1 760	1 796
Exchange gains and losses (-)	-180	799	-2 118	-869	-2 368
As at 31 December 2022	27 163	108 282	56 599	16 380	208 424
As at 1 January 2023	27 163	108 282	56 599	16 380	208 424
Expenditure	—	11 436	—	7 315	18 750
Disposals and retirements	-156	-809	—	—	-964
Transfers ¹	—	301	—	—	301
New consolidations	520	—	—	—	520
Deconsolidations		-4 883	—	-310	-5 192
Exchange gains and losses (-)	56	-1 076	520	-1 196	-1 696
As at 31 December 2023	27 584	113 251	57 119	22 189	220 143

¹ Total transfers equal zero when aggregating the balances of 'Intangible assets' and 'Property, plant and equipment' (see note 6.3. 'Property, plant and equipment' and 6.4. 'Right-of-use (RoU) property, plant and equipment').

The software expenditure related to the extensive implementation of the digital roadmap in various domains (commercial, supply chain, manufacturing, procurement, finance, HR, etc.) and included € 2.9 million internally developed software while the remainder was externally purchased. The newly acquired intangible assets related to investments in private cloud arrangements for accounting, consolidation and intelligent processes and costs linked to the development of websites used (in)directly in the income generating process. The other intangible expenditure related to capitalized R&D expenditures in Belgium and the UK, while the deconsolidated intangibles related to the disposal of the Steel Wire Solutions businesses in Chile and Peru in 2023. See also note 7.2. 'Effect of business combinations and business disposals'.

No intangible assets have been identified as having an indefinite useful life at the balance sheet date.

Accumulated amortization and impairment
in thousands of €	Licenses, patents & similar rights	Computer software	Commercial assets	Other	Total
As at 1 January 2022	19 341	77 116	25 514	14 752	136 723
Charge for the year	1 989	3 722	4 162	409	10 282
Impairment losses	—	214	—	—	214
Disposals and retirements	—	-50	—	—	-50
Transfers ¹	—	-32	—	—	-32
Exchange gains (-) and losses	-26	711	-796	-752	-863
As at 31 December 2022	21 303	81 681	28 880	14 409	146 274
As at 1 January 2023	21 303	81 681	28 880	14 409	146 274
Charge for the year	1 913	6 044	4 021	307	12 285
Impairment losses	—	1	—	—	1
Disposals and retirements	-124	-809	—	—	-932
Deconsolidations	—	-4 139	—	-250	-4 389
Exchange gains (-) and losses	-10	-1 013	75	-817	-1 766
As at 31 December 2023	23 082	81 765	32 976	13 649	151 473
Carry amount as at 31 December 2022	5 860	26 601	27 718	1 971	62 150
Carry amount as at 31 December 2023	4 502	31 486	24 142	8 540	68 670

6.2. Goodwill

This note mainly relates to goodwill on acquisition of subsidiaries. Goodwill in respect of joint ventures and associates is disclosed in note 6.5. 'Investments in joint ventures and associates'.

Cost

in thousands of €	2022	2023
As at 1 January	155 970	157 901
New consolidations	1 376	2 259
Deconsolidation	—	-1 822
Exchange gains and losses (-)	556	-1 021
As at 31 December	157 901	157 318

Impairment losses

in thousands of €	2022	2023
As at 1 January	5 295	5 334
Exchange gains (-) and losses	39	-88
As at 31 December	5 334	5 246

Carrying amount as at 31 December	152 567	152 072

Goodwill by cash-generating unit (CGU)

Goodwill acquired in a business combination is allocated on acquisition to the cash-generating units (CGU) that are expected to benefit from that business combination. The carrying amount of goodwill allocated and any related movements of the period are as follows:

2022

in thousands of €	Group of cash-generating units	Carrying amount 1 January	Increases	Disposals	Exchange differences	Carrying amount 31 December
Subsidiaries
SWS	Bekaert Bradford UK Ltd	2 664	—	—	-140	2 523
SB	Combustion - heating EMEA	3 027	—	—	—	3 027
SB	Building Products	71	—	—	—	71
RR	Rubber Reinforcement	4 255	—	—	—	4 255
SWS	Orrville plant (USA)	10 357	—	—	641	10 998
SWS	Inchalam group	657	—	—	42	699
SWS	Bekaert Ideal SL companies	1 437	490	—	67	1 994
SWS	Bekaert (Qingdao) Wire Products Co Ltd	385	—	—	—	385
SWS	Bekaert Jiangyin Wire Products Co Ltd	47	—	—	—	47
SWS	Grating Peru SAC	—	—	—	—	—
BBRG	BBRG	127 774	886	—	-93	128 567
Subtotal		150 674	1 376	—	517	152 567
Joint ventures and associates
SWS	Belgo Bekaert Arames Ltda	2 382	—	—	284	2 666
RR	BMB-Belgo Mineira Bekaert Artefatos de Arame Ltda	1 456	—	—	173	1 630
Subtotal		3 838	—	—	457	4 295
Total		154 513	1 376	—	974	156 862

2023
in thousands of €	Group of cash-generating units	Carrying amount 1 January	Increases	Disposals	Exchange differences	Carrying amount 31 December
Subsidiaries
SWS	Bekaert Bradford UK Ltd	2 523	—	—	52	2 575
SB	Combustion - heating EMEA	3 027	—	—	—	3 027
SB	Building Products	71	—	—	—	71
RR	Rubber Reinforcement	4 255	—	—	—	4 255
SWS	Orrville plant (USA)	10 998	—	—	-382	10 616
SWS	Inchalam group	699	—	-699	—	—
SWS	Bekaert Ideal SL companies	1 994	—	-1 123	—	871
SWS	Bekaert (Qingdao) Wire Products Co Ltd	385	—	—	—	385
SWS	Bekaert Jiangyin Wire Products Co Ltd	47	—	—	—	47
BBRG	Flintstone Technology Ltd	—	2 259	—	46	2 306
BBRG	BBRG	128 567	—	—	-649	127 918
Subtotal		152 567	2 259	-1 822	-933	152 072
Joint ventures and associates
SWS	Belgo Bekaert Arames Ltda	2 666	—	—	138	2 803
RR	BMB-Belgo Mineira Bekaert Artefatos de Arame Ltda	1 630	—	—	84	1 714
Subtotal		4 295	—	—	222	4 517
Total		156 862	2 259	-1 822	-711	156 589

The increase in goodwill related to the acquisition of Flintstone Technology Ltd. The decrease in goodwill related to the disposal of the businesses in Chile and Peru.

The discount factor for all impairment tests is based on a (long-term) posttax cost of capital, the risks being implicit in the cash flows. A weighted average cost of capital (WACC) is determined for euro, US dollar and Chinese renminbi regions. For countries or businesses with a higher perceived risk, the WACC is raised with a country or business specific risk factor. The WACC is post-tax based, since relevant cash flows are also posttax based. In determining the weight of the cost of debt vs the cost of equity, a target gearing (net debt relative to equity) of 50% is used. For cash flow models stated in real terms (without inflation), the nominal WACC is adjusted for the expected inflation rate. For cash flow models in nominal terms, the nominal WACC is used. All parameters used for the calculation of the discount factors are reviewed at least annually.

In relation to the impairment testing of goodwill arising from the BBRG business combination, the following model characteristics have been used:

a 5-year forecast timeframe of cash flows based on the latest business plan, followed by a terminal value assumption based on a nominal perpetual growth rate of 2% (in 2022: 2%), which mainly is based on a conservative industrial GDP evolution assumption;
the cash flows reflect the evolution taking into account agreed action plans and are based on the assets in their current condition, without including the impacts of future restructuring not yet committed;
only capital expenditure required to maintain the assets in good working order are included; future capital expenditures improving or enhancing the assets in excess of their originally assessed standard of performance are not considered;
no cost structure improvements are taken into account unless they can be substantiated; and
the cash outflows relating to working capital are calculated as a percentage of incremental sales based on the past performance of BBRG.

The headroom for impairment, i.e., the excess of the recoverable amount over the carrying amount of the BBRG CGU is estimated at € 615.6 million (2022: € 200.1 million). The increase is the combined result of a strong updated business plan despite increased discount rates (€ +412.8 million) and by a small decrease of the capital employed of the business (€ -2.8 million).

The following scenario's illustrate the sensitivity of this headroom to changes in the key assumptions of the business plan:

If the underlying EBITDA would be € 5.0 million short from the forecasted level in all periods of the business plan, then headroom would be € 47.5 million lower (remaining € 568.1 million);
If the percentage underlying EBITDA on sales would be 1% short from the forecasted level in all periods of the business plan, then headroom would be € 82.1 million lower (remaining € 533.5 million);
If the sales level would be 10% lower in all periods of the business plan, then headroom would be € 143.3 million lower (remaining € 472.3 million);
If the discount factor would be 1% higher, then headroom would be € 129.9 million lower (remaining € 485.7 million);
The combined effect of a lower sales level by 10% and a lower underlying EBITDA margin by 1%, in all periods of the business plan would result in a drop of € 217.2 million in headroom (remaining € 398.4 million);
The combined effect of a lower sales level by 10%, a lower underlying EBITDA margin by 1% in all periods of the business plan and a higher discount factor with 1% would result in a drop of € 324.6 million in headroom (remaining € 291.0 million).

Based on current knowledge, reasonable changes in key assumptions (including discount rate, sales and margin evolution) would not generate impairments for any of the cash-generating units for which goodwill has been allocated.

Discount rates for impairment testing
2022		EUR region	USD region	CNY region
Group target ratios
Gearing: net debt / equity	50 %
% debt	33.3 %
% equity	66.7 %
% LT debt	75 %
% ST debt	25 %
Cost of Bekaert debt		1.2 %	3.6 %	4.8 %
Long term interest rate		1.5 %	3.9 %	4.9 %
Short term interest rate		0.3 %	2.5 %	4.4 %
Cost of Bekaert equity (post tax)	= Rf + b * Em + S	12.3 %	13.4 %	14.5 %
Risk free rate = Rf		2.7 %	3.8 %	4.9 %
Beta = b	1.3
Market equity risk premium = Em	6.3 %
Size premium = S	1.4 %
Corporate tax rate	27 %
Cost of Bekaert equity		16.8 %	18.4 %	19.9 %
Bekaert WACC - nominal		8.5 %	9.8 %	10.8 %
Expected inflation		2.0 %	2.1 %	2.3 %
Bekaert WACC in real terms		6.5 %	7.7 %	8.5 %

Discount rates for impairment testing
2023		EUR region	USD region	CNY region
Group target ratios
Gearing: net debt / equity	50%
% debt	33.0%
% equity	67.0%
% LT debt	75%
% ST debt	25%
Cost of Bekaert debt		2.7%	3.9%	4.8%
Long term interest rate		3.1%	4.2%	4.9%
Short term interest rate		1.6%	3.2%	4.4%
Cost of Bekaert equity (post tax) = Rf + b * Em + S		13.5%	14.7%	15.2%
Risk free rate = Rf		3.3%	4.5%	4.9%
Beta = b	1.3
Market equity risk premium = Em	6.8 %
Size premium = S	1.4 %
Corporate tax rate	27 %
Cost of Bekaert equity		18.5%	20.2%	20.8%
Bekaert WACC - nominal		9.7%	10.8%	11.3%
Expected inflation		2.0%	2.0%	2.3%
Bekaert WACC in real terms		7.7%	8.8%	9.0%

6.3. Property, plant and equipment

Cost	Land and	Plant, machinery and equipment	Furniture and vehicles	Other PP&E	Assets under construction	Total
in thousands of €	buildings
As at 1 January 2022	1 219 328	2 953 008	115 937	15 968	151 091	4 455 332
Expenditure	39 662	97 378	4 517	1 779	26 524	169 860
Disposals and retirements	-4 028	-18 481	-4 393	-508	-1	-27 410
New consolidations	440	210	18	3	81	752
Transfers ¹	4 655	77	21	—	-43	4 711
Reclassification to (-) / from held for sale ²	—	278	—	451	274	1 003
Exchange gains and losses (-)	10 781	8 833	407	-82	6 184	26 124
As at 31 December 2022	1 270 838	3 041 305	116 506	17 611	184 110	4 630 371
As at 1 January 2023	1 270 838	3 041 305	116 506	17 611	184 110	4 630 371
Expenditure	50 559	114 594	6 497	262	16 039	187 950
Disposals and retirements	-1 722	-43 827	-4 960	-97	-2 348	-52 954
New consolidations	—	151	1	—	—	153
Deconsolidations	-95 825	-95 560	-10 487	-319	-13 628	-215 820
Transfers ¹	—	—	—	—	-301	-301
Reclassification to (-) / from held for sale ²	-22 097	-70	-521	-376	—	-23 064
Exchange gains and losses (-)	-39 586	-107 321	-3 158	-1	-3 446	-153 512
As at 31 December 2023	1 162 167	2 909 272	103 879	17 079	180 427	4 372 824

¹ Total transfers equal zero when aggregating the balances of 'Intangible assets' (see note 6.1. 'Intangible assets') and 'Right-of-use property, plant and equipment' (see note 6.4. 'Rights-of-use (RoU) property, plant and equipment) and 'Property, plant and equipment'.

² In 2022, the reclassification to held for sale mainly related to the plant, machinery and equipment of the Ingelmunster (Belgium) site and the property received as payment by customers in Ecuador; in 2023 this related to the Ingelmunster site and part of the Deerlijk (Belgium) site as well as land and buildings in Germany and Italy (see note 6.12. 'Assets classified as held for sale and liabilities associated with those assets').

Accumulated depreciation and impairment	Land and	Plant, machinery and equipment	Furniture and		Assets under construction
in thousands of €	buildings		vehicles	Other PP&E		Total
As at 1 January 2022	693 833	2 395 662	100 479	5 798	—	3 195 772
Charge for the year	44 719	102 714	7 067	789	—	155 289
Impairment losses	9 541	48 346	119	—	—	58 006
Reversal impairment losses and depreciations	—	-231	—	—	—	-231
Disposals and retirements	-3 240	-18 005	-4 267	-115	—	-25 627
Transfers ¹	—	63	21	—	—	84
Reclassification to (-) / from held for sale ²	—	148	—	89	—	237
Exchange gains (-) and losses	3 218	336	263	-30	—	3 786
As at 31 December 2022	748 070	2 529 033	103 682	6 531	—	3 387 317
As at 1 January 2023	748 070	2 529 033	103 682	6 531	—	3 387 317
Charge for the year	41 043	86 762	4 992	852	—	133 649
Impairment losses	1 304	9 672	88	—	—	11 063
Disposals and retirements	-317	-43 263	-4 911	-98	—	-48 590
Deconsolidations	-27 618	-60 898	-7 765	-319	—	-96 599
Reclassification to (-) / from held for sale ²	-10 820	-63	-491	-103	—	-11 477
Exchange gains (-) and losses	-27 612	-94 343	-2 821	-20	—	-124 796
As at 31 December 2023	724 050	2 426 900	92 774	6 844	—	3 250 568

² In 2022, the reclassification to held for sale mainly related to the Ingelmunster (Belgium) site, while in 2023 this related to the Ingelmunster site and part of the Deerlijk (Belgium) site (see note 6.20 'Other current liabilities') as well as buildings in Germany and Italy (see note 6.12. 'Assets classified as held for sale and liabilities associated with those assets').

Cost
in thousands of €	Land and buildings	Plant, machinery and equipment	Furniture and vehicles	Other PP&E	Assets under construction	Total
Carrying amount as at 31 December 2022 before investment grants	522 768	512 272	12 824	11 079	184 110	1 243 054
Net investment grants	-4 218	-794	—	—	—	-5 012
Carry amount as at 31 December 2022	518 550	511 478	12 824	11 079	184 110	1 238 041
Carrying amount as at 31 December 2023 before investment grants	438 117	482 373	11 105	10 234	180 427	1 122 256
Net investment grants	-3 526	-667	—	—	—	-4 193
Carry amount as at 31 December 2023	434 591	481 707	11 105	10 234	180 427	1 118 063

Capital expenditure included capacity expansions and equipment upgrades across the group, but particularly in Rubber Reinforcement (in its plants in EMEA and China, as well as the start-up of its green field in Vietnam). Capital expenditure in the Steel Wire Solutions business was mainly in Central Europe and the US, and to a lesser extent also in Latin America and China.

In the Specialty Businesses segment, expansion capital expenditure was in Central Europe (Building Products and Hose and Conveyor Belt Solutions) and in China (Fiber Technologies), while improvement capital expenditure was in the European plants of Combustion Technologies, Building Products and Fiber Technologies.

Finally, capital expenditure in BBRG was mainly in its UK- and US-based Ropes entities and in Advanced Cords plants.

The ending balance of Assets under Construction per year-end 2023 related to a few big expansion projects (such as the plant in Vietnam, the expansions in the Rubber Reinforcement plants in China, in the Steel Wire Solutions and Rubber Reinforcement plants in Central Europe, and the expansion in Advanced Cords) but predominantly to a series of smaller capital expenditure projects not yet completed in various Bekaert entities.

In 2022, impairment losses have been recorded in Rubber Reinforcement (Russia), BBRG (Germany) and Specialty Businesses (Building Products Russia). Following the situation in Russia, management has performed an impairment analysis using updated business plans and a discount factor adjusted for the increased country and activity risk. Based on the outcome of this analysis an impairment of € 54 million has been recorded on Property, Plant and Equipment.

In 2023, due to plant closures impairment losses have been recorded in

Rubber Reinforcement (China), Steel Wire Solutions (Indonesia) and Specialty Businesses (Combustion Technologies China and Netherlands).

The deconsolidated property, plant and equipment in 2023 related to the disposal of the Steel Wire Solutions businesses in Chile and Peru. See also note 7.2. 'Effect of business combinations and business disposals'.

No items of PP&E were pledged as securities.

6.4. Right-of-use (RoU) property, plant and equipment

This note provides information for leases where the group is a lessee. In principal, the Group does not act as a lessor.

The balance sheet showed the following roll-forward during the year relating to right-of-use assets:

Cost	RoU land	RoU buildings	RoU plant, machinery and	RoU industrial	RoU company	RoU office	RoU other PP&E
in thousands of €			equipment	vehicles	cars	equipment		Total
As at 1 January 2022	77 945	79 661	3 943	22 009	22 798	2 249	523	209 129
New leases / extensions	6	16 532	465	8 481	6 845	725	686	33 740
Ending contracts / reductions in contract term	-21	-16 644	-394	-4 513	-6 007	-201	-178	-27 957
Transfers ¹	—	-4 655	-77	—	-21	—	—	-4 753
Exchange gains and losses (-)	-34	-1 211	117	454	80	38	-36	-592
As at 31 December 2022	77 896	73 684	4 053	26 431	23 696	2 811	995	209 566
As at 1 January 2023	77 896	73 684	4 053	26 431	23 696	2 811	995	209 566
New leases / extensions	—	10 478	10 512	6 847	13 457	654	23	41 971
Ending contracts / reductions in contract term	—	-9 138	-211	-5 253	-7 669	-464	-30	-22 765
Deconsolidations	—	-4 677	-691	-2 085	-36	-851	—	-8 341
Exchange gains and losses (-)	-4 306	-1 206	-49	-326	-353	-63	-2	-6 306
As at 31 December 2023	73 590	69 141	13 614	25 613	29 095	2 086	986	214 126

Accumulated depreciation and impairment	RoU land	RoU buildings	RoU plant, machinery and	RoU industrial vehicles	RoU company cars	RoU office equipment	RoU other PP&E	Total
in thousands of €			equipment
As at 1 January 2022	20 277	31 077	1 971	9 836	12 585	1 072	238	77 056
Charge for the year	1 494	11 033	1 031	6 627	5 984	554	126	26 849
Impairment losses	—	—	—	—	112	—	—	112
Reversal impairment losses and depreciations	—	-161	—	—	—	—	—	-161
Ending contracts	-14	-14 264	-394	-4 252	-5 431	-201	-132	-24 688
Transfers ¹	—	—	-31	—	-21	—	—	-53
Exchange gains (-) and losses	-273	-311	52	180	42	16	-6	-300
As at 31 December 2022	21 484	27 374	2 628	12 392	13 270	1 440	227	78 816
As at 1 January 2023	21 484	27 374	2 628	12 392	13 270	1 440	227	78 816
Charge for the year	1 396	10 535	1 646	6 211	6 658	466	106	27 017
Ending contracts	—	-7 750	-211	-3 994	-7 163	-367	-13	-19 499
Deconsolidations	—	-2 500	-497	-1 165	-26	-504	—	-4 693
Exchange gains (-) and losses	-1 298	-693	-18	-158	-220	-27	-10	-2 425
As at 31 December 2023	21 582	26 965	3 548	13 286	12 519	1 008	309	79 216

¹ Total transfers equal zero when aggregating the balances of 'Intangible assets' (see note 6.1. 'Intangible assets') and 'Property, plant and equipment' (see note 6.3. 'Property, plant and equipment') and 'Right-of-use property, plant and equipment'.

in thousands of €	RoU land	RoU buildings	RoU plant, machinery and equipment	RoU industrial	vehicles RoU company cars	RoU office equipment	RoU other PP&E	Total
Carrying amount as at 31 December 2022	56 412	46 309	1 425	14 039	10 425	1 371	768	130 750
Carrying amount as at 31 December 2023	52 008	42 176	10 066	12 328	16 576	1 079	677	134 910

The Group leases various plants, offices, warehouses, equipment, industrial vehicles, company cars, servers and small office equipment like printers and computers. Contracts may contain both lease and non-lease components. The Group allocates the consideration in the contract to the lease and nonlease components based on their relative stand-alone prices. However, for leases of company cars and industrial vehicles for which the Group is a lessee, it has elected not to separate lease and non-lease components and instead account for these as a single lease component. The main non-lease components included in the lease component relate to costs for maintenance and for replacement of tires. The Group applied the practical expedient for low value assets to leases of printers, computers and other small office equipment. The Group also applied the practical expedient for short term leases (defined as leases with a lease term of 12 months or less). There were no contracts with dismantling costs, residual value guarantees or initial direct costs, nor contracts with variable lease expenses other than those linked to an index or rate.

Lease contracts related to company cars and industrial vehicles do not contain any extension options.

In general, contracts related to buildings do also not include any extension options.

There were no future cash outflows arising from extension and termination options.

Additions to RoU buildings included new contracts for factories and warehouses, mainly in China and the the United States. Some contracts were ended, mainly in Turkey and China.

The increase in RoU Plant, machinery and equipment mainly related to the new solar park in Industrias del Ubierna, SA (Spain).

Most new contracts for company cars were concluded in Belgium.

The average lease term for the RoU assets (excluding the RoU land) was 9.4 years (2022: 9.3 years). RoU buildings had an average lease term of 13 years (2022: 13 years) and the other categories of PP&E (excluding land) had an average lease term between 4 and 6 years.

RoU land relates to land use rights that were paid in advance and had an average useful live of 54 years.

The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily determined, which is generally the case for leases in the Group, the lessee's incremental borrowing rate is used to discount the future lease payments. The incremental borrowing rate is the rate that the individual lessee would have to pay to borrow the funds necessary to obtain an asset of similar value to the right-of-use asset in a similar economic environment with similar terms, security and conditions.

The incremental borrowing rate is determined by Group Treasury, taking into account the market rate per currency for different relevant time buckets and

the credit margin for each individual company based on its credit rating. The incremental borrowing rate is calculated as the total of both elements. The weighted average discount rate at the end of 2023 was 4.48% (2022: 4.39%).

The finance cost is charged to profit or loss over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. For further information on the lease liability, we refer to note 6.18. 'Interest-bearing debt'.

The Group is exposed to potential future increases in variable lease payments, based on an index or rate, which are not included in the lease liability until they take effect. When adjustments to lease payments based on an index or rate take effect, the lease liability is reassessed and adjusted against the right-of-use asset.

Right-of-use assets were generally depreciated over the shorter of the asset's useful life and the lease term on a straight-line basis.

The income statement showed the following amounts relating to leases:

2022
in thousands of €	RoU land RoU buildings	RoU plant, machinery and equipment	RoU industrial vehicles	RoU company cars	RoU office equipment	RoU other PP&E	Total
Depreciation charge of right-of-use assets -1 494	-11 033	-1 031	-6 627	-5 984	-554	-126	-26 849
Interest expense (included in finance cost)							-3 269
Expense relating to short-term leases							-1 054
Expense relating to low-value leases							-1 021
Total							-32 193

2023
in thousands of €		RoU land RoU buildings	RoU plant, machinery and equipment	RoU industrial vehicles	RoU company cars	RoU office equipment	RoU other PP&E	Total
Depreciation charge of right-of-use assets	-1 396	-10 535	-1 646	-6 211	-6 658	-466	-106	-27 017
Interest expense (included in finance cost)								-3 748
Expense relating to short-term leases								-2 113
Expense relating to low-value leases								-1 587
Total								-34 465

The remaining operating lease expenses in the operating result mainly related to costs linked to leased assets such as fuel for company cars, nondeductible VAT on company car contracts and property taxes on buildings.

The total cash outflow for leases in 2023 was € 31.1 million (2022: € 33.6 million).

6.5. Investments in joint ventures and associates

In 2023 and 2022, the Group had no investments in entities qualified as associates.

Investments excluding related goodwill

Carrying amount

in thousands of €	2022	2023
As at 1 January	184 823	217 590
Capital increases and decreases	-144	2 346
Result for the year	54 257	46 623
Dividends	-39 558	-57 152
Discontinued equity method consolidations	—	-1 179
Exchange gains and losses	18 186	10 963
Other comprehensive income	27	-85
As at 31 December	217 590	219 106

For an analysis of the result for the year, please refer to note 5.7. 'Share in the results of joint ventures and associates'.

Exchange gains and losses related mainly to the evolution of the Brazilian real versus the euro. In 2023, the Brazilian real slightly increased in value against the euro (5.4 BRL/EUR end 2023) while it increased significantly in value against the euro in 2022 (5.6 BRL/EUR end 2022 vs 6.3 BRL/EUR end 2021).

In 2023, capital increases related to Agro - Bekaert Springs, SL and Agro-Bekaert Colombia SAS in Spain and Colombia. While while the discontinued equity method consolidations related to the sale of the Group's share in those same companies.,

Related goodwill

Cost

in thousands of €	2022	2023
As at 1 January	3 838	4 295
Exchange gains and losses	457	222
As at 31 December	4 295	4 517
Carrying amount of related goodwill as at 31 December	4 295	4 517
Total carrying amount of investments in joint ventures as at 31 December	221 886	223 623

See note 6.2 'Goodwill' for details per entity.

The Group's share in the equity of joint ventures is analyzed as follows:

in thousands of €		2022	2023
Joint ventures
Agro-Bekaert Colombia SAS	Colombia	-284	—
Agro - Bekaert Springs, SL	Spain	-744	—
Belgo Bekaert Arames Ltda	Brazil	165 312	168 835
BMB-Belgo Mineira Bekaert Artefatos de Arame Ltda	Brazil	53 250	50 180
Servicios Ideal AGF Inttegra Cía Ltda	Ecuador	56	91
Total for joint ventures excluding related goodwill		217 590	219 106
Carrying amount of related goodwill		4 295	4 517
Total for joint ventures including related goodwill		221 886	223 623

In accordance with IFRS 12 'Disclosures of Interests in Other Entities', following information is provided on material joint ventures. The two Brazilian joint ventures have been aggregated in order to emphasize the predominance of the partnership with ArcelorMittal when analyzing the relative importance of the joint ventures.

Proportion of ownership interest (and voting rights) held by the Group at year-end

Name of joint venture

in thousands of €	Country	2022	2023
Belgo Bekaert Arames Ltda	Brazil	45.0% (50.0%) 45.0% (50.0%)
BMB-Belgo Mineira Bekaert Artefatos de Arame Ltda	Brazil	44.5% (50.0%) 44.5% (50.0%)

Belgo Bekaert Arames Ltda manufactures and sells a wide variety of steel wire products for various sectors, and BMB manufactures and sells steel cord and bead wire for the reinforcement of tires.

Brazilian joint ventures: income statement

in thousands of €	2022	2023
Sales	1 240 955	1 034 383
Operating result (EBIT)	173 274	135 324
Interest income	13 135	9 774
Interest expense	-13 762	-11 453
Other financial income and expenses	-4 089	-3 882
Income taxes	-31 991	-14 323
Result for the period	136 567	115 439
Other comprehensive income for the period	57	-85
Total comprehensive income for the period	136 624	115 354
Depreciation and amortization	19 547	20 657
EBITDA	192 821	155 981
Dividends received from the entities	39 558	57 152

Brazilian joint ventures: balance sheet

in thousands of €	2022	2023
Current assets	420 218	352 935
Non-current assets	316 079	393 529
Current liabilities	-158 025	-125 648
Non-current liabilities	-94 806	-136 815
Net assets	483 466	484 001

Brazilian joint ventures: net debt elements

in thousands of €	2022	2023
Non-current interest-bearing debt	51 371	97 496
Current interest-bearing debt	19 680	19 868
Total financial debt	71 051	117 363
Non-current financial receivables and cash guarantees	-62 532	-108 311
Cash and cash equivalents	-22 154	-22 647
Net debt	-13 635	-13 595

The Brazilian joint ventures have been facing claims relating to indirect tax credits (ICMS) totaling € 7.6 million (2022: € 5.3 million). Several other tax claims, most of which date back several years, were filed for a total nominal amount of € 28.3 million (2022: € 22.0 million). Evidently, any potential gains and losses resulting from the above mentioned contingencies would only affect the Group to the extent of their interest in the joint ventures involved (i.e. 45%).

Unrecognized commitments to acquire property, plant and equipment amounted to € 6.1 million (2022: € 8.6 million), including € 2.6 million (2022: € 4.2 million) from other Bekaert companies. Furthermore, the Brazilian joint ventures have unrecognized commitments to purchase electricity over the next five years for an aggregate amount of € 14.2 million (2022: € 13.6 million).

There were no restrictions to transfer funds in the form of cash and dividends. Bekaert had no commitments or contingent liabilities versus its Brazilian joint ventures.

Brazilian joint ventures: reconciliation with carrying amount

in thousands of €	2022	2023
Net assets of Belgo Bekaert Arames Ltda	366 385	373 874
Proportion of the Group's ownership interest	45.0%	45.0%
Proportionate net assets	164 873	168 243
Consolidation adjustments	438	592
Carrying amount of the Group's interest in Belgo Bekaert Arames Ltda	165 312	168 835
Net assets of BMB-Belgo Mineira Bekaert Artefatos de Arame Ltda	117 081	110 126
Proportion of the Group's ownership interest	44.5%	44.5%
Proportionate net assets	52 101	49 006
Consolidation adjustments	1 149	1 174
Carrying amount of the Group's interest in BMB-Belgo Mineira Bekaert Artefatos de Arame Ltda	53 250	50 180
Carrying amount of the Group's interest in the Brazilian joint ventures	218 562	219 016

The following table reflects aggregate information for the other joint ventures which were not deemed material in this context.

Aggregate information of the other joint ventures

in thousands of €	2022	2023
The Group's share in the result from continuing operations	-1 095	-236
The Group's share of other comprehensive income	1	—
The Group's share of total comprehensive income	-1 093	-237
Aggregate carrying amount of the Group's interests in these joint ventures	-972	91

6.6. Other non-current assets

in thousands of €	2022	2023
Non-current financial receivables and cash guarantees	9 665	10 005
Reimbursement rights and other non-current amounts receivable	2 705	948
Derivatives (cf. note 7.3.)	14 678	15 169
Overfunded employee benefit plans - non-current	12 243	11 019
Equity investments at FVTOCI	26 023	31 060
Total other non-current assets	65 314	68 202

The overfunded employee benefit plans related to the UK and Belgian pension plans (see note 6.16. 'Employee benefit obligations').The surplus of assets can be used to offset future contributions or there is an option to have the surplus returned to the company.

Equity investments at FVTOCI

Carrying amount

in thousands of €	2022	2023
As at 1 January	20 081	26 023
Expenditure	8 613	8 843
Disposals	-76	—
Fair value changes	-2 595	-3 081
Deconsolidations	—	-725
As at 31 December	26 023	31 060

The equity investments designated as at fair value through OCI (FVTOCI) in accordance with IFRS 9 'Financial Instruments' mainly consisted of:

• Shougang Concord Century Holdings Ltd, a Hong Kong Stock Exchange listed company (€ 5.3 million). On this investment, a decrease in fair value of € 1.3 million was recognized through OCI (2022: decrease of € 3.2 million).

Bekaert Xinyu Metal Products Co Ltd (€ 5.8 million). On this investment, a decrease in fair value of € 0.7 million was recognized through OCI (2022: an decrease of € 1.5 million).
Pajarito Powder LLC (€ 3.8 million), an investment held by Bekaert Corporation (US).
Zacua Ventures Builders Fund I, LP (€ 1.0 million), a new investment held by Bekaert Corporation (US).
Moreda-Rivière Trefilerias SA, an investment held by Bekaert Ibérica Holding SL (€ 1.2 million);
Ionomr Innovations Inc, a new investment held by NV Bekaert SA (€ 4.6 Million);

Due to the sale of Acma SA and Prodalam SA (Chile), the group no longer holds an equity investment in Transportes Puelche Ltda (€ -0.7 million).

The Group decided to value its equity investments at fair value through OCI as these are strategic investments, not held for trading. For more information on the revaluation reserve for investments designated as at fair value through equity, see note 6.14. 'Retained earnings and other Group reserves'.

6.7. Deferred tax assets and liabilities

Carrying amount	Assets Liabilities
in thousands of €	2022	2023	2022	2023
As at 1 January	119 244	104 372	52 059	44 018
Increase or decrease via income statement	-618	22 249	886	3 759
Increase or decrease via OCI	1 175	2 648	6 049	-1 300
New consolidations	66	1 002	478	—
Deconsolidations	—	-9 992	—	-13 966
Exchange gains and losses	1 384	-3 726	1 425	-1 118
Change in set-off of assets and liabilities	-16 880	4 226	-16 880	4 226
As at 31 December	104 372	120 779	44 018	35 618

Recognized deferred tax assets and liabilities

Deferred tax assets and liabilities were attributable to the following items:

	Assets		Liabilities		Net assets
in thousands of €	2022	2023	2022	2023	2022	2023
Intangible assets	27 602	22 564	12 242	12 350	15 361	10 214
Property, plant and equipment	41 134	43 008	55 369	43 872	-14 234	-864
Financial assets	102	64	31 778	25 601	-31 676	-25 537
Inventories	11 925	8 247	14 756	12 911	-2 831	-4 664
Receivables	4 282	1 348	719	3 228	3 563	-1 881
Other current assets	1 246	537	3 049	3 312	-1 802	-2 775
Employee benefit obligations	20 175	19 519	280	799	19 894	18 720
Other provisions	3 393	2 830	198	5 134	3 195	-2 303
Other liabilities	40 566	36 344	9 514	8 071	31 052	28 273
Tax deductible losses carried forward, tax credits and recoverable income taxes	37 832	65 979	—	—	37 832	65 979
Tax assets / liabilities	188 258	200 439	127 904	115 278	60 355	85 161
Set-off of assets and liabilities	-83 886	-79 660	-83 886	-79 660	—	—
Net tax assets / liabilities	104 372	120 779	44 018	35 618	60 355	85 161

The deferred taxes on property, plant and equipment mainly related to differences in depreciation method between IFRS and tax books, whereas the deferred taxes on intangible assets were mainly generated by intercompany gains which have been eliminated in the consolidated statements. The deferred taxes on employee benefit obligations were mainly generated by temporary differences arising from recognition of liabilities in accordance with IAS 19 'Employee Benefits'. The deferred tax liabilities on financial assets mainly related to temporary differences arising from undistributed profits from subsidiaries and joint ventures.

Bekaert Integrated Annual Report 2023 − 172 −

The increase in deferred tax assets linked to tax deductible losses mainly related to the recognition of older previously unrecognized off balance sheet losses in Belgium and US. These losses are deemed recoverable given the improvement of future taxable income.

Movements in deferred tax assets and liabilities arose from the following:

2022
in thousands of €	As at 1 January	Recognized via income statement	Recognized via OCI	Acquisitions and disposals	Exchange gains and losses	As at 31 December
Temporary differences
Intangible assets	5 000	10 397	—	-478	442	15 361
Property, plant and equipment	-9 490	-3 661	—	—	-1 084	-14 234
Financial assets	-31 940	6 351	-6 005	—	-82	-31 676
Inventories	2 413	-4 725	—	—	-518	-2 831
Receivables	4 027	-558	—	—	94	3 563
Other current assets	-991	-921	—	—	110	-1 802
Employee benefit obligations	20 206	-2 112	1 192	—	608	19 894
Other provisions	1 934	1 324	-61	—	-2	3 195
Other liabilities	30 319	634	—	—	99	31 052
Tax deductible losses carried forward, tax credits and recoverable income taxes	45 707	-8 234	—	66	292	37 832
Total	67 186	-1 505	-4 874	-412	-40	60 355

2023

in thousands of €	As at 1 January	Recognized via income statement	Recognized via OCI	Acquisitions and disposals	Exchange gains and losses	As at 31 December
Temporary differences
Intangible assets	15 361	-4 946	—	31	-232	10 214
Property, plant and equipment	-14 234	1 884	—	12 494	-1 007	-864
Financial assets	-31 676	2 998	1 516	1 570	55	-25 537
Inventories	-2 831	1 627		-3 774	313	-4 664
Receivables	3 563	-3 936		-1 565	58	-1 881
Other current assets	-1 802	-840		43	-175	-2 775
Employee benefit obligations	19 894	582	2 411	-3 579	-589	18 720
Other provisions	3 195	-5 465	21	-6	-48	-2 303
Other liabilities	31 052	-1 307		-1 051	-422	28 273
Tax deductible losses carried forward, tax credits and recoverable income taxes	37 832	27 894		813	-560	65 979
Total	60 355	18 490	3 948	4 976	-2 607	85 161

Deferred taxes related to other comprehensive income (OCI)

2022

in thousands of €	Before tax	Tax impact	After tax
Exchange differences	48 888	—	48 888
Net fair value gain (+) / loss (-) on investments in equity instruments designated as at fair value through OCI	-2 367	—	-2 367
Remeasurement gains and losses on defined benefit plans	3 393	-4 874	-1 481
Share of OCI of joint ventures and associates	40	-13	27
Total	49 954	-4 887	45 067

2023

in thousands of €	Before tax	Tax impact	After tax
Exchange differences	-30 813	—	-30 813
Net fair value gain (+) / loss (-) on investments in equity instruments designated as at fair value through OCI	-2 822	—	-2 822
Remeasurement gains and losses on defined benefit plans	-15 000	3 948	-11 052
Share of OCI of joint ventures and associates	-129	44	-85
Total	-48 765	3 992	-44 773

Unrecognized deferred tax assets

Deferred tax assets, related to deductible temporary differences, have not been recognized for a gross amount of € 174.0 million

(2022: € 208.2 million). The unrecognized deferred tax assets in respect of tax losses and tax credits are presented in the table by expiry date below.

Capital losses, trade losses and tax credits by expiry date

The following table presents the gross amounts of the tax losses and tax credits generating deferred tax assets of which some were unrecognized.

2022
in thousands of €		Expiring within 1 year	Expiring between 1 and 5 years	Expiring after more than 5 years	Not expiring	Total
Capital losses	Gross value	—	—	17 401	24 175	41 576
	Allowance	—	—	-17 401	-24 175	-41 576
	Net balance	—	—	—	—	—
Trade losses	Gross value	37 027	61 189	181 512	591 736	871 464
	Allowance	-36 670	-47 760	-135 417	-510 784	-730 631
	Net balance	357	13 429	46 094	80 952	140 833
Tax credits	Gross value	—	—	325	12 523	12 848
	Allowance	—	—	-325	-3 178	-3 503
	Net balance	—	—	—	9 346	9 346
Total	Gross value	37 027	61 189	199 237	628 435	925 888
	Allowance	-36 670	-47 760	-153 143	-538 137	-775 709
	Net balance	357	13 429	46 094	90 298	150 179

2023

in thousands of €		Expiring within 1 year	Expiring between 1 and 5 years	Expiring after more than 5 years	Not expiring	Total
Capital losses	Gross value	—	—	—	63 216	63 216
	Allowance	—	—	—	-63 216	-63 216
	Net balance	—	—	—	—	—
Trade losses	Gross value	26 371	79 299	37 148	707 849	850 667
	Allowance	-25 215	-78 337	-36 658	-433 166	-573 376
	Net balance	1 156	962	490	274 683	277 291
Tax credits	Gross value	—	—	—	12 785	12 785
	Allowance	—	—	—	-2 941	-2 941
	Net balance	—	—	—	9 844	9 844
Total	Gross value	26 371	79 299	37 148	783 850	926 668
	Allowance	-25 215	-78 337	-36 658	-499 322	-639 532
	Net balance	1 156	962	490	284 528	287 136

The net deferred tax assets corresponding to these base amounts were € 66.0 million in 2023 (2022: € 37.8 million).

Deferred tax assets were recognized only to the extent that it was probable that future taxable profits would be available, taking into account all evidence, both positive and negative. This assessment was done using prudent estimates based on the business plan for the entity concerned, typically using a five year time horizon.

In some countries, deferred tax assets on capital losses, trade losses and tax credits were recognized to the extent of uncertain tax provisions recognized, in order to reflect that some tax audit adjustments would result in an adjustment of the amount of tax losses rather than in a tax cash-out for the entity concerned.

Capital losses, trade losses and tax credits by country

2023

in thousands of €	Capital losses	Trade losses	Tax credits	Total
Australia	2 984	—	30	3 014
Belgium	—	295 060	—	295 060
Brazil	—	11 668	—	11 668
Canada	—	39 896	—	39 896
Chile	—	10 519	—	10 519
China	—	84 422	—	84 422
Costa Rica	—	4 242	—	4 242
Germany	—	114 813	—	114 813
Guatemala	—	152	—	152
Hong Kong	—	1 728	—	1 728
India	—	1 711	—	1 711
Indonesia	—	3 116	—	3 116
Italy	—	23 707	—	23 707
Malaysia	18 548	5 823	2 941	27 311
New Zealand	—	650	—	650
Norway	—	19 065	—	19 065
Spain	—	44 474	—	44 474
Turkey	—	1 156	—	1 156
United Kingdom	11 246	78 093	9 815	99 154
United States	30 438	94 496	—	124 934
Venezuela	—	691	—	691
Vietnam	—	15 183	—	15 183
Total	63 216	850 667	12 785	926 668

6.8. Operating working capital

್ನಾಟ

2022
in thousands of €	As at 1 January	Organic increase or decrease ¹	Write-downs and write-down reversals	New consolidations	Exchange gains and losses	Other	As at 31 December
Raw materials	245 259	-35 496	-1 086	12	5 978	4	214 673
Consumables and spare parts	93 170	26 995	-1 258	74	714	2	119 696
Work in progress	178 159	3 906	-1 961	—	1 645	85	181 834
Finished goods	362 173	-13 120	-3 421	36	5 451	327	351 445
Goods purchased for resale	242 458	29 785	-5 289	27	8 884	-418	275 448
Inventories	1 121 219	12 070	-13 014	149	22 672	—	1 143 096
Trade receivables	750 666	-28 033	2 044	171	5 938	—	730 786
Bills of exchange received	41 274	-1 213	—	—	-297	—	39 764
Advances paid	19 988	-5 848	—	—	407	—	14 547
Trade payables	-1 062 185	163 526	—	-448	-22 005	—	-921 113
Advances received	-24 354	28	—	—	229	—	-24 097
Remuneration and social security payables	-160 699	40 220	—	-68	-1 773	20	-122 300
Employment-related taxes	-8 389	-2 462	—	-2	43	—	-10 810
Operating working capital	677 519	178 288	-10 970	-199	5 214	20	849 872

¹ The organic increase or decrease represents the cash movements of the working capital, which are adjusted in the cash flow statement against purchase of intangible assets and property, plant and equipment for the variation of outstanding trade payables at year-end related to capital expenditure (2023: decrease of outstanding payables by € 3.3 million (2022: increase of outstanding payables by € 0.4 million)).

in thousands of €	As at 1 January	Organic increase or decrease ¹	Write-downs and write-down reversals	New consolidations	Deconsolidations	Exchange gains and losses	Other	As at 31 December
Raw materials	214 673	-53 052	-719	—	-43 626	-2 210	388	115 453
Consumables and spare parts	119 696	-2 067	-4 534	—	-6 107	-3 487	—	103 502
Work in progress	181 834	-18 603	-1 537	—	-6 540	-3 969	—	151 185
Finished goods	351 445	-28 449	-645	—	-19 899	-6 459	-388	295 606
Goods purchased for resale	275 448	-50 357	567	—	-100 017	-2 882		122 760
Inventories	1 143 096	-152 528	-6 868	—	-176 188	-19 006	—	788 506
Trade receivables	730 786	-74 554	1 673	78	-84 625	-20 368	—	552 989
Bills of exchange received	39 764	23 967	—	—	-5 477	-2 747	—	55 507
Advances paid	14 547	15 611	-102	—	-799	-545	—	28 712
Trade payables	-921 113	184 483	—	-568	84 151	20 096	—	-632 950
Advances received	-24 097	4 631	—	—	1 205	326	—	-17 935
Remuneration and social security payables	-122 300	-12 226	—	-32	7 490	2 275		-124 793
Employment-related taxes	-10 810	1 778	—	—	76	80	—	-8 876
Operating working capital	849 872	-8 837	-5 296	-522	-174 168	-19 888	—	641 161

The average working capital, weighted by the number of periods that an entity has contributed to the consolidated result, represented 15.2% of sales (2022: 13.5%).

• Inventories

The inventories decreased significantly (€ -354.6 million from year-end last year of which € -176.2 million due to the sale of the Steel Wire Solutions in Chile and Peru, the rest was due to organic decreases and currency effects). The cost of sales included expenses related to transport and handling of finished goods amounting to € 193.9 million (2022: € 303.5 million), which have never been capitalized in inventories. Movements in inventories in 2023 included write-downs of € -42.4 million (2022: € -46.8 million) and reversals of write-downs of € 35.5 million (2022: € 33.7 million). Similar as in 2022, in 2023, no inventories were pledged as security for liabilities.

• Trade receivables and bills of exchange received

The trade receivables and bills of exchange received decreased by € -162.1 million from year-end last year of which € -90.1 million due to the sale of the Steel Wire Solutions in Chile and Peru. The carrying amount of the trade receivables involved in the factoring program amounted to € 231.5 million (2022: € 267.5 million). The rest of the decrease related to organic decreases and currency effects.

The following table presents the movements in the allowance for bad debt on trade receivables. No allowance was posted for bills of exchange received.

Trade receivables and bills of exchange received

in thousands of €	2022	2023
Gross amount	810 441	638 165
Allowance for bad debts (impaired)	-39 891	-29 669
specific allowance for bad debts	-36 034	-26 882
ECL allowance IFRS 9 for bad debts	-3 857	-2 787
Net carrying amount	770 550	608 497

More information about allowances of receivables is provided in the following table:

Allowance for bad debt

in thousands of €	2022	2023
As at 1 January	-41 899	-39 891
Losses recognized in current year	-6 029	-3 570
Losses recognized in prior years - amounts used	1 138	1 359
Losses recognized in prior years - reversal of amounts not used	6 935	3 884
Deconsolidations	—	7 052
Exchange gains and losses (-)	-36	1 498
As at 31 December	-39 891	-29 669

In accordance with the IFRS 9 'expected credit loss' model for financial assets, a ECL allowance IFRS 9 is made for trade receivables to cover the unknown bad debt risk at each reporting date. This ECL allowance IFRS 9 constitutes of a percentage on outstanding trade receivables at each reporting date. The percentages are taking into account historical information on losses on trade receivables and are reviewed year-on-year. For more information on credit enhancement techniques, see note 7.3. 'Financial risk management and financial derivatives'.

Trade payables decreased significantly (€ -288.2 million), mainly as a result of the organic evolution and the disposal of the Steel Wire solutions in Chile and Peru (€ -84.2 million).

As part of the Company's ongoing efforts to improve its working capital position, it continuously negotiates with its customers and suppliers on pricing, payment conditions and other terms. The purchase conditions that are agreed upon, are obtained in function of the Group's presence in the market, the Group's weight as a customer and its competitive position. In

general, the Group's trade payables have a wide range of maturities depending on the type of material, the geographical area in which the purchase transaction occurs and the various contractual agreements. The invoice amounts arise from good and services in the normal cash operating cycle of the Group and are therefore an integral part of the working capital.

The Group offers for selected suppliers to participate in different supply chain finance models. This involves giving suppliers the option to receive early payment by selling their receivables to a financial institution at a discount. The Group pays at the time the invoice under the reverse factoring agreement is due. At year-end 2023, the outstanding trade payables linked to supply chain finance models amounted to € 50.7 million. The payments are presented in the cash flows from operating activities because they are considered a part of the Group's ordinary operating cycle and continue to be elements of its operating costs.

6.9. Other receivables

Carrying amount
-----------------	--

in thousands of €	2022	2023
As at 1 January	157 005	151 426
Increase or decrease	-11 312	-13 007
Write-downs (-) and write-down reversals	1 134	-1
New consolidations	197	103
Deconsolidations	—	-38 179
Exchange gains and losses	4 402	2 747
As at 31 December	151 426	103 089

Other receivables mainly related to income taxes (€ 37.8 million (2022: € 59.8 million)), VAT and other taxes (€ 56.4 million (2022: € 75.0 million)), loans to employees (€ 1.7 million (2022: € 3.3 million)) and dividends from joint ventures (€ 4.3 million (2022: € 5.9 million)). See also note 6.21. 'Tax positions'. Write-downs of other receivables are included in note 5.5. 'Other financial income and expense'. The deconsolidated other receivables in 2023 related to the disposal of the Steel Wire Solutions businesses in Chile and Peru. See also note 7.2 'Effect of business combinations and business disposals'.

6.10. Cash & cash equivalents and short term deposits

Carrying amount

in thousands of €	2022	2023
Cash & cash equivalents	728 095	631 687
Short-term deposits	4 766	1 238

The cash balance within the Russian entity amounts to € 4.6 million and is primarily used within the day to day cash flow and treasury activities in the local operational activities, and need to comply with local Russian legislation in case the cash would be used in cross border transactions.

For the changes in cash & cash equivalents, please refer to the consolidated cash flow statement and to note 7.1. 'Notes to the cash flow statement'.

Cash equivalents and short-term deposits did not include any listed securities or equity instruments at the balance sheet date.

6.11. Other current assets

Carrying amount

in thousands of €	2022	2023
Financial receivables and cash guarantees	6 352	1 575
Advances paid	14 547	28 712
Derivatives (cf.note 7.3.)	5 694	1 034
Deferred charges and accrued income	28 948	18 231
As at 31 December	55 541	49 553

The financial receivables and cash guarantees of 2022 included a receivable related to the disposal of the majority stake in the rubber reinforcement plant Sumaré (Brazil) in 2017 (€ 3.8 million) which was settled in 2023 (see note 7.2. Effect of business combinations and business disposals). The accrued interest revenues amounted to € 1.0 million (2022: €0.6 million). The cash guarantees amounted to € 0.6 million (2022: € 1.1 million).

The main increase of advances paid in the context of large capex projects and advance payments for deliveries of wire rod could be found in the UK and Belgium.

The deferred charges and accrued income of 2022 included the sale of idle land in Doncaster (UK).

6.12. Assets classified as held for sale and liabilities associated with those assets

Carrying amount (net)

in thousands of €	2022	2023
As at 1 January	1 803	760
Increases and decreases (-)	-1 063	11 586
Exchange gains and losses	20	-9
As at 31 December	760	12 337

in thousands of €	2022	2023
Property, plant and equipment	760	12 337
Total assets classified as held for sale	760	12 337
Total liabilities associated with assets classified as held for sale	—	—

The change in assets classified as held for sale included the removal from held for sale of the property in Ingelmunster (Belgium) due to ongoing litigation (€ -0.5 million) and the classification as held for sale of 2 properties in Deerlijk (Belgium) due to imminent sale (€ 3.0 million) (see also note 6.20 Other current liabilities), together with the building and land of Bridon International GmbH (Germany) (€ 4.1 million) and the building of Bekaert Figline SpA (Italy) (€ 5.0 million).

At half year 2023 in the press release the Steel Wire Solutions businesses in Chile and Peru were still classified as held for sale. However, at 31 December 2023 this is no longer the case as the businesses have been disposed in the second half of the year. See also note 7.2. 'Effect of business combinations and business disposals'.

As at 31 December 2023, fair value less costs to sell of the assets held for sale did not fall below the carrying value, hence no write-downs to the carrying amount of the assets was required.

6.13. Ordinary shares, treasury shares and equity-settled share-based payments

Issued capital in thousands of €		2022		2023
		Nominal value	Number of shares	Nominal value	Number of shares
1	As at 1 January	177 922	60 452 261	173 737	59 029 252
	Movements in the year
	Issue of new shares	80	26 400	—	—
	Cancellation of shares	-4 266	-1 449 409	-12 592	-4 279 078
	As at 31 December	173 737	59 029 252	161 145	54 750 174
2	Structure
2.1	Classes of ordinary shares
	Ordinary shares without par value	173 737	59 029 252	161 145	54 750 174
2.2	Registered shares		22 870 686		22 256 305
	Dematerialized shares		36 158 566		32 493 869
	Authorized capital not issued	177 793		177 792

On 31 December 2022, the Company held 4 380 475 own shares. Between 1 January 2023 and 31 December 2023, a total of 413 581 shares were exercised under Stock Option Plan 2010-2014 and Stock Option Plan 2015-2017. Bekaert sold 4 742 shares to members of the BGE in the framework of the Bekaert personal shareholding requirement and transferred 3 496 shares to members of the BGE under the share-matching plan. A total of 11 202 shares were granted to the Chairman and other non-executive Directors as part of their remuneration for the performance of their duties. A total of 213 317 shares were disposed of following the vesting of 213 317 performance share units under the performance share plan.

Between 1 January 2023 and 31 December 2023, Bekaert bought back 2 712 858 shares in total and cancelled 4 279 078 shares leading to a capital decrease of € 12 593 327. After each capital decrease, the capital was rounded up through a small capital increase without the issue of new shares (by € 1 327 in total and within the framework of the authorized capital). Including the transactions under the liquidity agreement with Kepler Cheuvreux which expired in September 2023, the balance of own shares held by the Company on 31 December 2023 was 2 156 137 (3.94% of the total share capital).

Stock option plans (SOP)

Details of the stock option plans which showed an outstanding balance either at the balance sheet date or at the previous balance sheet date, are as follows:

Date offered	Date granted			Number of options				Last exercise
		Exercise price (in €)	Granted	Exercised	Forfeited	Outstanding	period	period
29.03.2013	28.05.2013	21.450	260 000	260 000	—	—	End Feb. - 09.04.2017	End Feb. - 28.03.2023
19.12.2013	17.02.2014	25.380	373 450	371 050	2 400	—	End Feb. - 09.04.2017	Mid Nov. - 18.12.2023
18.12.2014	16.02.2015	26.055	349 810	329 200	18 510	2 100	End Feb. - 08.04.2018	Mid Nov. - 17.12.2024
			983 260	960 250	20 910	2 100

Overview of SOP 2010-2014 Stock Option Plan

	Overview of SOP 2015-2017 Stock Option Plan
Date	Date granted		Number of options				First exercise	Last exercise
offered		Exercise price (in €)	Granted	Exercised	Forfeited	Outstanding	period	period
17.12.2015	15.02.2016	26.375	227 250	173 750	28 250	25 250	End Feb. - 07.04.2019	Mid Nov. - 16.12.2025
15.12.2016	13.02.2017	39.426	273 325	94 775	54 125	124 425	End Feb. - 12.04.2020	Mid Nov. - 14.12.2026
21.12.2017	20.02.2018	34.600	225 475	150 750	8 375	66 350	End Feb. - 11.04.2021	Mid Nov. - 20.12.2027
			726 050	419 275	90 750	216 025

	2022		2023
SOP 2005-2009 Stock Option Plan	Number of subscription rights	Weighted average exercise price (in €)	Number of subscription rights	Weighted average exercise price (in €)
Outstanding as at 1 January	26 400	28.335	—	—
Exercised during the year	-26 400	28.335	—	—
Outstanding as at 31 December	—	28.335	—	—

	2022		2023
SOP 2010-2014 Stock Option Plan	Number of options	Weighted average exercise price (in €)	Number of options	Weighted average exercise price (in €)
Outstanding as at 1 January	300 600	24.300	191 800	24.300
Exercised during the year	-108 800	22.548	-189 700	25.285
Outstanding as at 31 December	191 800	24.300	2 100	26.055

	2022		2023
SOP 2015-2017 Stock Option Plan	Number of options	Weighted average exercise price (in €)	Number of options	Weighted average exercise price (in €)
Outstanding as at 1 January	469 156	35.198	447 656	35.198
Exercised during the year	-21 500	26.375	-224 631	34.738
Outstanding as at 31 December	447 656	35.198	216 025	36.418

Weighted average remaining contractual life

in years	2022	2023
SOP 2010-2014	1.5	1.0
SOP 2015-2017	4.1	3.2

The weighted average share price at the date of exercise in 2023 was € 25.29 for the SOP 2010-2014 options (2022: € 22.55), € 34.74 for the SOP 2015-2017 options (2022: € 26.38) and none for the SOP 2005-2009 subscription rights (2022: € 28.34). The exercise price of the subscription rights and options is equal to the lower of (i) the average closing price of the Company's share during the thirty days preceding the date of the offer, and (ii) the last closing price preceding the date of the offer. When subscription rights are exercised under the SOP 2005-2009 plan, equity is increased by the amount of the proceeds received. Under the terms of the SOP2 plan any subscription rights or options granted through 2004 were vested immediately.

Under the terms of the SOP 2010-2014 stock option plan, options to acquire existing Company shares have been offered to the members of the Bekaert Group Executive, the Senior Vice Presidents and senior executive personnel during the period 2010-2014. The grant dates of each offering were scheduled in the period 2011-2015. The exercise price of the SOP 2010-2014 options was determined in the same manner as in the previous plans. The vesting conditions of the SOP 2010-2014 grants, as well as of the SOP 2005-2009 grants and of the SOP2 grants beginning in 2006, are such that the subscription rights or options will be fully vested on 1 January of the fourth year after the date of the offer. In accordance with the Economic Recovery Act of 27 March 2009, the exercise period of the SOP2 options and SOP 2005-2009 subscription rights granted in 2006, 2007 and 2008 was extended by five years in favor of the persons who were plan beneficiaries and subject to Belgian income tax at the time such extension was offered.

The options granted under SOP2, SOP 2010-2014 and SOP 2015-2017 and the subscription rights granted under SOP 2005- 2009 are recognized at fair value at grant date in accordance with IFRS 2 (see note 6.14. 'Retained earnings and other Group reserves'). The fair value of the options is determined using a binomial pricing model.

During 2023, no options (2022: no options) were granted under SOP 2015-2017. No expense against equity has been recorded in 2023 (2022: none).

Performance Share Plan (PSP)

The members of the Bekaert Group Executive, the senior management and a limited number of management staff members of the Company and a number of its subsidiaries received Performance Share Units: during 2019, 2020 and 2021 under the conditions of the Performance Share Plan 2018-2020 and in 2022 and 2023 under the conditions of the Performance Share Plan 2022-2024. These Performance Share Units will vest following a vesting period of three years, conditional to the achievement of a pre-set performance target. The performance target was set by the Board of Directors, in line with the Company strategy. The vesting percentage can vary from 0% to 300%. At granting date, the assumption is taken that the grant will vest at a vesting percentage of 100%, the vesting percentage is reassessed for the expected performance at each balance sheet date, if needed the vesting percentage is adjusted based on that assessment. For more information we refer to the 'Remuneration Report' in the 'Corporate Governance Statements' section of this report.

Overview of Performance Share Plan		Number of units
Date granted	Granted	Delivered	Forfeited	Outstanding	Expiry date
15.02.2019	178 233	136 023	42 210	—	31.12.2021
26.07.2019	35 663	31 778	3 885	—	31.12.2021
21.01.2020	182 900	118 316	64 584	—	31.12.2022
17.08.2020	12 580	11 867	713	—	31.12.2022
15.01.2021	144 708	—	34 057	110 651	31.12.2023
19.08.2021	15 101	—	2 039	13 062	31.12.2023
09.09.2021	7 966	—	—	7 966	31.12.2023
04.03.2022	131 407	—	25 537	105 870	31.12.2024
25.08.2022	3 209	—	238	2 971	31.12.2024
26.09.2022	12 864	—	—	12 864	31.12.2024
10.03.2023	139 141	—	10 226	128 915	31.12.2025
22.08.2023	4 843	—	—	4 843	31.12.2025
	868 615	297 984	183 489	387 142

The Performance Share Units granted under these plans are recognized at fair value at grant date in accordance with IFRS 2 (see note 6.14. 'Retained earnings and other Group reserves'). The fair value is determined as the share price at the transaction date.

In 2023, on 10 March an offer of 139 141 equity settled performance share units and on 22 August an offer of 4 843 equity settled performance share units were made under the terms of the PSP 2022-2024 (2022: on 4 March an offer of 131 407 equity settled performance share units, on 25 August an offer of 3 209 equity settled performance share units and on 26 September an offer of 12 864 equity settled performance share units were made under the terms of the PSP 2022-2024). The fair value of the Performance Share Units under the terms of the PSP plan is determined using a binomial pricing model (10 March 2023: € 51.81 and 22 August 2023: € 55.30 (4 March 2022: € 39.97, 25 August 2022: € 34.60 and 26 September 2022: € 27.27 (restated due to updated valuation))), since the performance conditions are both market conditions (TSR) and non-market conditions (underlying EBITDA and operational cash flow). The grant in 2023 represented a fair value of € 7.5 million (2022: € 5.7 million (restated due to updated valuation)). The Group has recorded an expense against equity of € 7.1 million in 2023 (2022: € 9.2 million).

	2022		2023
PSP	Number of units	Weighted average exercise price (in €)	Number of units	Weighted average exercise price (in €)
Outstanding as at 1 January	473 006	26.251	389 620	29.360
Granted during the year	147 480	33.057	143 984	42.584
Delivered during the year	-167 801	23.794	-130 183	24.391
Forfeited during the year	-63 065	29.456	-16 278	39.739
Outstanding as at 31 December	389 620	29.360	387 143	35.512

Personal Shareholding Requirement Plan (PSR)

In March 2016, the Company introduced a Personal Shareholding Requirement Plan for the Chief Executive Officer and the other members of the Bekaert Group Executive (BGE), pursuant to which they can build and maintain a personal shareholding in Company shares and whereby the acquisition of the number of Company shares is supported by a so-called Company matching mechanism. The Company matching mechanism provides that the Company will match the BGE member's investment in Company shares in year x, with a direct grant of a similar number of Company shares as acquired by the BGE member (such grant to be made at the end of year x + 2). These PSR units will vest following a vesting period of three years, conditional to a service condition subject to bad or good leaver conditions. For more information we refer to the 'Remuneration Report' in the 'Corporate Governance Statements' section of this report.

Overview of Personal Shareholding Requirement Plan

Date acquired	Number of units
	Acquired	Matched	Forfeited	Outstanding	Expiry date
31.03.2020	10 766	3 489	7 277	—	31.12.2022
31.03.2021	9 112	4 554	4 558	—	31.12.2023
31.03.2022	13 757	—	1 597	12 160	31.12.2024
31.03.2023	4 742	—	—	4 742	31.12.2025
	38 377	8 043	13 432	16 902

The matching shares to be granted under the Personal Shareholding Requirement Plan 2016 are recognized at fair value at start date in accordance with IFRS 2 (see note 6.14. 'Retained earnings and other Group reserves'). The fair value of the matching shares is determined using a binomial pricing model. Inputs and outcome of this pricing model are detailed below:

	To be matched in December 2023	To be matched in December 2024	To be matched in December 2025
Pricing model details - Personal Shareholding Requirement plan	Start date March 2021	Start date March 2022	Start date March 2023
Inputs to the model
Share price at start date (in €)	35.68	35.48	41.60
Expected volatility	36%	37.37%	0%
Expected dividend yield	3.00%	4.89%	4.17%
Vesting period (years)	2.75	2.75	2.75
Employee exit rate	0 %	0 %	0 %
Risk-free interest rate	-0.47%	1.27%	3.19%
Outcome of the model
Fair value (in €)	32.99	6.48	37.02
Outstanding PSR Units	—	12 160	4 742

The matching shares to be granted represented a fair value of € 0.2 million (2022: € 0.1 million). The Group has recorded an expense against equity of € 0.2 million (2022: € 0.2 million) for the matching shares to be granted, based on their fair value and vesting period.

Number of units - PSR	2022	2023
Outstanding as at 1 January	18 878	17 342
Matched during the year	-3 489	-4 554
Forfeited during the year	-11 804	-628
Acquired during the year	13 757	4 742
Outstanding as at 31 December	17 342	16 902

Stock grant Board members

The fixed fee of the Chairman of the Board is paid in Company shares, subject to a three-year holding period from grant date. For the other nonexecutive Directors, the fixed fee for performance of duties as a member of the Board are paid in cash, but with the option each year to receive part (0%, 25% or 50%) in Company shares. In accordance with IFRS 2 this is treated

as a share-based payment award with a cash alternative. The fair value of the stock grant are equal to the share price at grant date, being 31 May 2023 (€ 40.02) (being 31 May 2022: € 37.58). This stock grant vested immediately and represented a fair value of € 0.4 million (2022: € 0.5 million). The Group has recorded an expense against equity of € 0.4 million (2022: € 0.5 million).

6.14. Retained earnings and other group reserves

Carrying amount

in thousands of €	2022	2023
Revaluation reserve for non-consolidated equity investments	-8 353	-11 175
Remeasurement reserve for defined-benefit plans	-12 660	-27 820
NCI put option reserve	—	-1 691
Deferred tax reserve	18 381	22 381
Other reserves	-2 631	-18 305
Cumulative translation adjustments	-93 820	-124 533
Total other Group reserves	-96 451	-142 838
Treasury shares	-139 314	-76 896
Retained earnings	2 115 216	2 131 937

In the following sections of this disclosure, the movements in the Group reserves and in retained earnings are presented and commented.

Revaluation reserve for non-consolidated equity investments

in thousands of €	2022	2023
As at 1 January	-5 986	-8 353
Fair value changes	-2 367	-2 822
As at 31 December	-8 353	-11 175
Of which
Investment in Shougang Concord Century Holdings Ltd	-9 228	-10 541
Other investments	876	-634

The revaluation of the investment in Shougang Concord Century Holdings Ltd is based on the closing price of the share on the Hong Kong Stock Exchange. See also note 6.6. 'Other non-current assets'.

Remeasurement reserve for defined-benefit plans

in thousands of €	2022	2023
As at 1 January	-16 790	-12 660
Remeasurements of the period	4 024	-15 038
Equity reclassification	107	-123
As at 31 December	-12 660	-27 820

The remeasurements originate from using different actuarial assumptions in calculating the defined-benefit obligation, from differences with actual returns on plan assets at the balance sheet date and any changes in unrecognized assets due to the asset ceiling principle (see note 6.16. 'Employee benefit obligations').

NCI put option reserve

The 'NCI put option reserve' consists of a liability of € 1.7 million that has been set up at fair value versus equity, which represents the put option granted to the remaining shareholders of Flintstone Technology Ltd on their remaining non-controlling interests in that same entity. Any subsequent changes in fair value of this financial liability are recognized through income statement in accordance with IFRS.

Deferred tax reserve

in thousands of €	2022	2023
As at 1 January	23 464	18 381
Deferred taxes relating to other comprehensive income	-5 083	4 000
As at 31 December	18 381	22 381

Deferred taxes relating to other comprehensive income are also recognized in OCI (see note 6.7. 'Deferred tax assets and liabilities').

Cumulative translation adjustments
in thousands of €	2022	2023
As at 1 January	-137 127	-93 820
Exchange differences on dividends declared	13 250	-2 328
Recycled to income statement - relating to disposed entities or liquidations	—	8 570
Movements arising from exchange rate fluctuations	30 057	-36 955
As at 31 December	-93 820	-124 533
Of which relating to entities with following functional currencies
Chinese renminbi	133 695	97 682
US dollar	54 214	31 605
Brazilian real	-191 871	-178 881
Chilean peso	-22 760	-8 540
Venezuelan bolivar soberano ¹	-59 691	-59 691
Indian rupee	-10 725	-13 679
Czech koruna	12 711	11 456
British pound	-9 931	-5 664
Russian ruble	-208	5 231
Romenian leu	-4 002	-4 249
Other currencies	4 748	197

¹ As a consequence of the functional currency switch to the US dollar on 1 January 2019, the value related to Venezuelan bolivar soberano remains frozen.

The volatility in CTA reflected both the exchange rate evolution and the relative importance of the net assets denominated in the presented currencies.

Treasury shares

in thousands of €	2022	2023
As at 1 January	-95 517	-139 314
Shares purchased	-125 905	-120 552
Shares sold	35 707	29 840
Price difference on shares sold	-5 172	-6 824
Cancellations	51 573	159 953
As at 31 December	-139 314	-76 896

The number of shares on hand were sufficient, both to anticipate any dilution and to hedge the cash flow risk on share-based payment plans. In 2023 a total of 2 888 601 additional shares were bought back including the

transactions exercised under the liquidity agreement with Kepler Cheuvreux (2022: 3 749 238). A total of 4 279 078 were cancelled. A total of 833 861 treasury shares were sold to the beneficiaries of the share-based payment plans of the Group and under the liquidity agreement with Kepler Cheuvreux (2022: 1 064 800). Treasury shares are accounted for using the FIFO principle (first-in, first-out). Gains and losses on disposals of treasury shares are directly recognized through retained earnings (see movements in retained earnings below). See also note 6.13. 'Ordinary shares, treasury shares and equity-settled share-based payments'.

Retained earnings

in thousands of €	Notes	2022	2023
As at 1 January (as reported)		1 981 876	2 115 216
Equity-settled share-based payments	—	-6 813	-8 919
Result for the period attributable to equity holders of Bekaert		268 859	254 619
Dividends		-86 463	-88 564
Equity reclassification		-107	122
Treasury shares transactions	6.13	-42 136	-140 536
As at 31 December		2 115 216	2 131 937

Treasury shares transactions (€ -140.5 million vs € -42.1 million in 2022) represented the difference between the proceeds and the FIFO book value of the shares that were sold and cancelled.

6.15. Non-controlling interests

Carrying amount

in thousands of €	2022	2023
As at 1 January	130 971	136 850
Changes in Group structure	—	-76 995
Share of the result for the period	20 457	-1 738
Share of other comprehensive income excluding CTA	-396	-99
Dividend pay-out	-19 763	-4 754
Exchange gains and losses (-)	5 581	-100
As at 31 December	136 850	53 164

The changes in Group structure mainly related to the disposal of the Steel Wire Solutions businesses in Chile and Peru in 2023. See also note 7.2. 'Effect of business combinations and business disposals'. And to a much lesser extend also the disposal of the Group's share in Agro-Bekaert Colombia and Agro - Bekaert Springs in Spain, offset in part by the minority interest related to the acquisition of Flintstone Technology Ltd (UK) .

The share in the result of the period for entities in which NCI are held, declined significantly. The main contributing entities were located in China.

In accordance with IFRS 12 'Disclosures of Interests in Other Entities', following information is provided on subsidiaries that have non-controlling interests that are material to the Group. The objective of IFRS 12 is to require an entity to disclose information that enables users of its financial statements to evaluate (a) the nature and risks associated with its interests in other entities, and (b) the effects of those interests on its financial position, financial performance and cash flows. Bekaert has several partnerships across the world, most entities of which would not individually meet any reasonable materiality criterion. Therefore, the Group has identified two non-wholly owned groups of entities which are interconnected through their line of business and shareholder structure: (1) the Steel Wire Solutions entities (SWS entities) in Chile and Peru, which were divested in 2023 and where the non-controlling interests were mainly held by the Chilean partners, and (2) the SWS entities in the 'Andina' (Andean) region, where the non-controlling interests are mainly held by the Ecuadorian Kohn family and ArcelorMittal. In presenting aggregated information for these entity groups, only intercompany effects within each entity group have been eliminated, while all other entities of the Group have been treated as third parties.

		Proportion of NCI at year-end
Entities included in material NCI disclosure	Country	2022	2023
SWS entities Chile and Peru
Acma SA	Chile	48.0%	0.0%
Acmanet SA	Chile	48.0%	0.0%
Industrias Acmanet Ltda	Chile	48.0%	0.0%
Industrias Chilenas de Alambre - Inchalam SA	Chile	48.0%	0.0%
Sujetar del Peru SAC	Peru	62.5%	0.0%
Procercos SA	Chile	48.0%	0.0%
Prodalam SA	Chile	48.0%	0.0%
Prodicom Selva SAC	Peru	62.5%	0.0%
Prodimin SAC	Peru	62.5%	0.0%
Prodac Contrata SAC	Peru	62.5%	0.0%
Productos de Acero Cassadó SA	Peru	62.5%	0.0%
SWS entities Andina region
Agro-Bekaert Colombia SAS	Colombia	60.0%	0.0%
Agro - Bekaert Springs, SL	Spain	60.0%	0.0%
Bekaert Ideal SL	Spain	20.0%	20.0%
Bekaert Guatemala SA	Guatemala	41.6%	41.6%
Servicios Ideal AGF Inttegra Cia. Ltda	Ecuador	70.8%	70.8%
BIA Alambres Costa Rica SA	Costa Rica	41.6%	41.6%
Ideal Alambrec SA	Ecuador	41.6%	41.6%
InverVicson SA	Venezuela	20.0%	20.0%
Productora de Alambres Colombianos Proalco SAS	Colombia	60.0%	60.0%
Vicson SA	Venezuela	20.0%	20.0%

The principal activity of the main entities listed above is manufacturing and selling steel wire and steel wire products, mainly for the local market. Following entities are essentially holdings, having interests in one or more of the other entities listed above: Industrias Acmanet Ltda, Procercos SA, Bekaert Ideal SL and Agro - Bekaert Springs SL. The following table shows the relative importance of the entity groups with material NCI in terms of results and equity attributable to NCI.

Material and other NCI	NCI	Result attributable to	NCI	Equity attributable to
in thousands of €	2022	2023	2022	2023
SWS entities Chile and Peru	15 733	—	105 814	—
SWS entities Andina region	2 711	-243	22 421	22 451
Consolidation adjustments on material NCI	228	-176	-27 316	319
Contribution of material NCI to consolidated NCI	18 672	-419	100 919	22 770
Other NCI	1 785	-1 319	35 931	30 394
Total consolidated NCI	20 457	-1 738	136 850	53 164

The following tables show concise basic statements of the non-wholly owned groups of entities.

SWS entities Chile and Peru

in thousands of €	2022
Current assets	339 103
Non-current assets	130 920
Current liabilities	224 591
Non-current liabilities	42 767
Equity attributable to equity holders of Bekaert	96 852
Equity attributable to NCI	105 814

SWS entities Chile and Peru

in thousands of €	2022
Sales	681 733
Expenses	-650 307
Result for the period	31 426
Result for the period attributable to equity holders of Bekaert	15 693
Result for the period attributable to NCI	15 733
Other comprehensive income for the period	11 354
OCI attributable to equity holders of Bekaert	5 512
OCI attributable to NCI	5 842
Total comprehensive income for the period	42 780
Total comprehensive income attributable to equity holders of Bekaert	21 205
Total comprehensive income attributable to NCI	21 575
Dividends paid to NCI	-17 588
Net cash inflow (outflow) from operating activities	9 166
Net cash inflow (outflow) from investing activities	-13 344
Net cash inflow (outflow) from financing activities	-26 881
Net cash inflow (outflow)	-31 059

As the Steel Wire Solutions businesses in Chile and Peru were divested in 2023, they no longer contributed to the non-controlling interests at 31 December 2023. See also note 7.2. 'Effect of business combinations and business disposals'.

SWS entities Andina region

in thousands of €	2022	2023
Current assets	117 430	91 293
Non-current assets	51 291	53 205
Current liabilities	111 249	84 170
Non-current liabilities	10 028	9 572
Equity attributable to equity holders of Bekaert	25 023	28 304
Equity attributable to NCI	22 421	22 451

SWS entities Andina region in thousands of € 2022 2023 Sales 276 074 227 279 Expenses -270 266 -228 613 Result for the period 5 808 -1 334 Result for the period attributable to equity holders of Bekaert 3 098 -1 090 Result for the period attributable to NCI 2 711 -243 Other comprehensive income for the period 864 1 773 OCI attributable to equity holders of Bekaert 893 458 OCI attributable to NCI -29 1 315 Total comprehensive income for the period 6 673 439 Total comprehensive income attributable to equity holders of Bekaert 3 991 -632 Total comprehensive income attributable to NCI 2 682 1 072 Dividends paid to NCI -2 078 -1 646 Net cash inflow (outflow) from operating activities -32 320 22 351 Net cash inflow (outflow) from investing activities -5 829 -6 040 Net cash inflow (outflow) from financing activities 26 195 -18 124 Net cash inflow (outflow) -11 954 -1 813

Sales in 2023 were 17.7% lower compared to last year. Due to a smaller decrease in cost of sales, the underlying EBIT margin on sales deteriorated from 5.9% last year to 4.7% this year. Decreased net working capital partly offset by a decrease in EBITDA increased the cash flow from operating activities, resulting in a decrease of the net debt position.

The situation of Vicson SA (Venezuela) remains under control. The company manages to source an adequate amount of wire rod to keep its operations going, albeit at a subdued level. Furthermore, the access to US dollar has become more flexible in the country, enabling invoicing to customers in that currency. Its cash & cash equivalents and short-term deposits amounted to € 0.2 million at 31 December 2023 (compared to € 0.5 million at 31 December 2022).

6.16. Employee benefit obligations

The total net liabilities for employee benefit obligations, which amounted to € 186.4 million as at 31 December 2023 (€ 197.9 million as at year-end 2022), are as follows:

in thousands of €	2022	2023
Liabilities for
Post-employment defined-benefit plans	65 960	55 080
Other long-term employee benefits	4 783	5 696
Cash-settled share-based payment employee benefits	6 042	4 590
Short-term employee benefits	122 300	124 793
Termination benefits	11 019	7 216
Total liabilities in the balance sheet	210 104	197 375
of which
Non-current liabilities	68 037	57 107
Current liabilities	142 068	140 269
Assets for
Defined-benefit pension plans	-12 243	-11 019
Total assets in the balance sheet	-12 243	-11 019
Total net liabilities	197 862	186 356

Post-employment benefit plans

In accordance with IAS 19, 'Employee benefits', plans are classified as either defined-contribution plans or defined-benefit plans.

Defined-contribution plans

For defined-contribution plans, Bekaert pays contributions to publicly or privately administered pension funds or insurance companies. Once the contributions have been paid, the Group has no further payment obligation. These contributions constitute an expense for the year in which they are due.

The Belgian defined-contribution pension plans are by law subject to minimum guaranteed rates of return. Pension legislation defines the minimum guaranteed rate of return as a variable percentage linked to government bond yields observed in the market as from 1 January 2016 onwards. As of 2016 the minimum guaranteed rate of return became 1.75% on both employer contributions and employee contributions. The old rates (3.25% on employer contributions and 3.75% on employee contributions)

continue to apply to the accumulated past contributions in the group insurance as at 31 December 2015. As a consequence, the definedcontribution plans are reported as defined-benefit obligations at year-end, whereby an actuarial valuation was performed.

Bekaert participates in a multi-employer defined-benefit plan in the Netherlands funded through the Pensioenfonds Metaal & Techniek (PMT). This plan is treated as a defined-contribution plan because no sufficient information is available with respect to the plan assets attributable to Bekaert to apply defined-benefit accounting. Contributions for the plan amounted to € 1.0 million (2022: € 1.6 million). Employer contributions are set periodically by PMT, they are equal for all participating companies and are expressed as a percentage of pensionable salary. Bekaert's total contribution represents less than 0.1% of the overall PMT contribution. The financing rules specify that an employer is not obliged to pay any further contributions in respect of previously accrued benefits. The funded status of PMT was 105.5% at 31 December 2023 (2022: 106.8%). There is no obligation for participating companies to fund any deficit of PMT (nor to receive any surplus).

Defined-contribution plans

in thousands of €	2022	2023
Expenses recognized	15 417	15 599

Defined-benefit plans

Several Bekaert companies operate retirement benefit and other postemployment benefit plans. These plans generally cover all employees and provide benefits which are related to salary and length of service.

The latest actuarial valuations under IAS 19 were carried out as of 31 December 2023 for all significant post-employment defined-benefit plans by independent actuaries. The Group's largest defined-benefit obligations were in Belgium, the United States and the United Kingdom. They accounted for 89.2% (2022: 85.9%) of the Group's defined-benefit obligations and 99.4% (2022: 99.5%) of the Group's plan assets.

Plans in Belgium

The funded plans in Belgium mainly related to retirement plans representing a defined-benefit obligation of € 185.6 million (2022: € 173.5 million) and € 192.9 million assets (2022: € 182.9 million). This is including the related plans funded through a group insurance.

The traditional defined-benefit plans foresee in a lump sum payment upon retirement and in risk benefits in case of death or disability prior to retirement. The plans are externally funded through two self-administrated institutions for occupational retirement provision (IORP). On a regular basis, an Asset Liability Matching (ALM) study is performed in which the consequences of strategic investment policies are analyzed in terms of riskand-return profiles. Statement of investment principles and funding policy are derived from this study. The purpose is to have a well-diversified asset allocation to control the risk. Investment risk and liability risk are monitored on a quarterly basis. Funding policy targets to be at least fully funded in terms of the technical provision (this is a prudent estimate of the pension liabilities).

The unfunded plans at year-end 2023 included retirement farewell premiums representing a defined-benefit obligation of € 0.9 million (2022: € 6.3 million). The decrease versus last year is explained by the reclassification of provisions for pre-retirement from 'Post Employment' to 'Termination' considering the significant decrease in new pre-pensioners claiming this benefit. This has lead to a liability transfer of € 1.5 million out of 'Post-Employment' into 'Termination' linked with retirement pension in payment and a negative past service cost linked with reversal of € 3.8 million for active employees who did not yet sign the pre-retirement agreement.

Plans in the United States

The funded plans in the United States mainly related to pension plans representing a defined-benefit obligation of € 96.1 million (2022: € 102.8 million) and assets of € 87.3 million (2022: € 99.1 million). The plans provide for benefits for the life of the plan members but have been closed for new entrants. Plan assets are invested, in fixed-income funds and in equities. Funding policy targets to be sufficiently funded in terms of Pension Protection Act requirements and thus to avoid benefit restrictions or at-risk status of the plans. During 2023, terminated vested participants were offered a lump sum settlement option; leading to a settlement income of € 0.4 million (i.e. the difference between cash outflow of € 3.8 million and € 4.2 million reduction in liabilities).

Unfunded plans included medical care plans (defined-benefit obligation € 2.0 million (2022: € 2.0 million)).

Plans in the United Kingdom

The funded plan in the United Kingdom related to a pension scheme closed for new entrants and further accrual representing a defined-benefit obligation of € 55.4 million (2022: € 52.5 million) and assets of € 59.4 million (2022: € 59.9 million). The scheme is administrated by a

separate board of Trustees which is legally separate from the company. The Trustees are composed of representatives of both employer and employees. The Trustees are required by law to act in the interest of all relevant beneficiaries and are responsible for the investment policy with regard to the assets plus the day-to-day administration of the benefits.

The defined-benefit obligation solely includes benefits for deferred vested members (members whose employment has terminated and have not yet reached the eligible retirement age for drawing a pension) and pensioners (members who are already receiving pension as they have reached the eligible retirement age). Broadly, about 60% of the liabilities are attributable to deferred vested members and 40% to pensioners (2022: 28% pensioners).

There is uncertainty about whether the 16 June 2023 ruling in the Virgin Media vs NTL Pension Trustees Limited (and others) case will affect the defined benefit obligation of the scheme. The above judgement has been appealed to the Court of Appeal and the hearing is set for June 2024. The possible implications for the Scheme have not been fully investigated in detail at this stage considering the efforts to gather the relevant information and the uncertainty on the outcome of the appeal.

UK legislation requires that pension schemes are funded prudently. The funding valuation of the scheme carried out as at 31 December 2019 by a qualified actuary showed a surplus of € 7.4 million. As a consequence, the company is not required to pay contributions into the scheme. The funding valuation as at 31 December 2022 will be finalized in the first quarter of 2024.

Administration costs are reported separately from IAS 19.

The amounts recognized in the balance sheet are as follows:

in thousands of €	2022	2023
Belgium
Present value of funded obligations	173 519	185 581
Fair value of plan assets	-182 880	-192 972
Deficit / surplus (-) of funded obligations	-9 361	-7 391
Present value of unfunded obligations	6 264	963
Total deficit / surplus (-) of obligations	-3 097	-6 428
United States
Present value of funded obligations	102 803	96 065
Fair value of plan assets	-99 106	-87 268
Deficit / surplus (-) of funded obligations	3 697	8 797
Present value of unfunded obligations	6 207	6 089
Total deficit / surplus (-) of obligations	9 904	14 886
United Kingdom
Present value of funded obligations	52 464	55 369
Fair value of plan assets	-59 908	-59 471
Deficit / surplus (-) of funded obligations	-7 444	-4 102
Present value of unfunded obligations	—	—
Total deficit / surplus (-) of obligations	-7 444	-4 102
Other
Present value of funded obligations	3 103	3 644
Fair value of plan assets	-1 830	-2 089
Deficit / surplus (-) of funded obligations	1 273	1 555
Present value of unfunded obligations	53 081	38 150
Total deficit / surplus (-) of obligations	54 354	39 705
Total
Present value of funded obligations	331 889	340 659
Fair value of plan assets	-343 724	-341 800
Deficit / surplus (-) of funded obligations	-11 835	-1 141
Present value of unfunded obligations	65 552	45 202
Total deficit / surplus (-) of obligations	53 717	44 061

The movement in the defined-benefit obligation, plan assets, net liability and asset over the year were as follows.

in thousands of €	Defined benefit obligation	Plan assets	Net liability / asset (-)
As at 1 January 2022	502 737	-452 909	49 828
Current service cost	16 125	—	16 125
Past service cost	54	—	54
Gains (-) / losses from settlements	502	—	502
Interest expense / income (-)	9 822	-7 928	1 894
Net benefit expense / income (-) recognized in profit and loss	26 503	-7 928	18 575
Components recognized in EBIT			16 681
Components recognized in financial result			1 884

Remeasurements
Return on plan assets, excluding amounts included in interest expense / income (-)	—	97 349	97 349
Gain (-) / loss from change in demographic assumptions	1 903	—	1 903
Gain (-) / loss from change in financial assumptions	-119 037	—	-119 037
Experience gains (-) / losses	16 392	—	16 392
Changes recognized in equity	-100 742	97 349	-3 393

Contributions
Employer contributions / direct benefit payments	—	-11 933	-19 430
Employee contributions	130	-130	—
Payments from plans
Benefit payments	-35 786	35 786	—
Foreign-currency translation effect	4 599	-3 959	640
As at 31 December 2022	397 441	-343 724	53 717

in thousands of €	Defined benefit obligation	Plan assets	Net liability / asset (-)
As at 1 January 2023	397 441	-343 724	53 717
Current service cost	13 093	—	13 093
Past service cost	2 733	—	2 733
Gains (-) / losses from settlements	-8 589	6 339	-2 250
Interest expense / income (-)	16 694	-15 020	1 674
Net benefit expense / income (-) recognized in profit and loss	23 931	-8 681	15 250
Components recognized in EBIT			13 576
Components recognized in financial result			1 674
Remeasurements
Return on plan assets, excluding amounts included in interest expense / income (-)	—	-5 305	-5 305
Gain (-) / loss from change in demographic assumptions	-334	—	-334
Gain (-) / loss from change in financial assumptions	7 917	—	7 917
Experience gains (-) / losses	12 722	—	12 722
Changes recognized in equity	20 305	-5 305	15 000
Contributions
Employer contributions / direct benefit payments	—	-17 590	-17 590
Employee contributions	79	-79	—
Payments from plans
Benefit payments	-31 467	31 467	—
Reclassifications	-1 516	—	-1 516
Disposals	-15 107	—	-15 107
Foreign-currency translation effect	-7 805	2 112	-5 693
As at 31 December 2023	385 861	-341 800	44 061

The divestment of the Steel Wire Solutions business in Chile and Peru has led to a decrease of € 15.1 million in liabilities.

Gains and losses from settlements in 2023 mainly related to the lump sum offer for terminated vested participants in US, the early retirement wave in Turkey driven by less stringent eligibility requirements for state pension published in 2023 and settlement payments in Indonesia and India linked to restructurings.

Past service cost was driven by the restructuring in Indonesia leading to enhanced benefits, and the recognition of past service in Turkey upon permanent recruitment of temporary workforce and first time valuation of retirement farewell premium. This was offset by a negative past service cost in Belgium related to the reclassification of pre-retirement schemes from 'Post Employment' to 'Termination'.

In the income statement, current and past service cost, including gains or losses from settlements are included in the operating result (EBIT), and interest expense or income is included in interest expense, under interest element of interest-bearing provisions.

Changes recognized in equity amounted in 2023 to € 15 million and were driven by € 5.3 million gain on plan assets reflecting positive asset return, offset by € 20.3 million losses in defined benefit obligation. The latter can be broken down into € 7.9 million loss due to changes in financial assumptions reflecting decreased discount rates, € 0.3 million gain due to changes in demographic assumptions and € 12.7 million loss in liabilities due to experience adjustments.

Reimbursement rights arising from reinsurance contracts covering retirement pensions, death and disability benefits in Germany amounted to less than € 0.1 million (2022: less than € 0.1 million).

Estimated contributions and direct benefit payments for 2024 are as follows:

Estimated contributions and direct benefit payments

in thousands of €	2024
Pension plans	17 112

Fair values of plan assets at 31 December were as follows:

in thousands of €	2022	2023
Belgium
Bonds	53 018	57 563
Equity	69 047	75 714
Cash	3 000	2 463
Insurance contracts	57 815	57 232
Total Belgium	182 880	192 972
United States
Bonds
USD Long Duration Bonds	29 060	34 810
USD Fixed Income	4 817	15 065
USD Guaranteed Deposit	4 235	4 771
Equity
USD Equity	38 372	11 606
Non-USD Equity	17 970	7 296
Real estate	4 652	13 720
Total United States	99 106	87 268
United Kingdom
Bonds	16 009	12 622
Derivatives	37 015	40 213
Equity	5 677	6 208
Cash	1 207	428
Total United Kingdom	59 908	59 471
Other
Bonds	1 830	2 089
Total Other	1 830	2 089
Total	343 724	341 800

In the US, investments are primarily made through mutual fund investments and insurance company separate accounts, in quoted equity and debt instruments. In Belgium, the investments are made through mutual fund investments in quoted equity and debt instruments. Investments are welldiversified so that the failure of any single investment would not have a material impact on the overall level of assets. In UK a large proportion of assets is invested in liability driven investments and bonds.

The Group's plan assets include no direct positions in Bekaert shares or bonds, nor do they include any property used by a Bekaert entity.

The principal actuarial assumptions on the balance sheet date (weighted averages based on outstanding DBO) were:

Actuarial assumptions	2022	2023
Discount rate	4.7%	4.4%
Future salary increases	3.7%	3.9%
Underlying inflation rate	2.8%	2.9%
Health care cost increases (initial)	7.5%	7.3%
Health care cost increases (ultimate)	5.0%	5.0%
Health care (years to ultimate rate)	10	9

The discount rate for the UK, the US, and Belgium is reflective both of the current interest rate environment and the plan's distinct liability characteristics. The plan's projected cash flows are matched to spot rates, after which an associated present value is developed. A single equivalent discount rate is then determined that produces that same present value. The underlying yield curve for deriving spot rates is based on high quality AAcredit rated corporate bonds issues denominated in the currency of the applicable regional market.

This resulted into the following discount rates:

Discount rates	2022	2023
Belgium	3.8%	3.2%
United States	5.3%	5.0%
United Kingdom	5.0%	4.7%
Other	6.3%	8.0%

This resulted into the following inflation rates:

Inflation rates	2022	2023
Belgium	2.2%	2.2%
United States	N/A	N/A
United Kingdom	3.3%	3.2%
Other	4.8%	6.9%
Total	2.8%	2.9%

Assumptions regarding future mortality are based on actuarial advice in accordance with published statistics and experience in each territory. These assumptions translated into the following average life expectancy in years for a pensioner retiring at age 65.

	2022	2023
Life expectancy of a man aged 65 (years) at balance sheet date	20.2	20.2
Life expectancy of a woman aged 65 (years) at balance sheet date	22.7	22.8
Life expectancy of a man aged 65 (years) ten years after balance sheet date	20.9	20.9
Life expectancy of a woman aged 65 (years) ten years after balance sheet date	23.4	23.6

Sensitivity analyses show the following effects:

Sensitivity analysis

in thousands of €	Change in assumption	Impact on defined-benefit obligation
Discount rate	-0.50 %	Increase by	17 045	4.4 %
Salary growth rate	0.50 %	Increase by	3 879	1.0 %
Health care cost	0.50 %	Increase by	79	0.02 %
Life expectancy	1 year	Increase by	4 894	1.3 %

The above analyses were done on a mutually exclusive basis, while holding all other assumptions constant.

Through its defined-benefit plans, the Group is exposed to a number of risks, the most significant of which are detailed below:

Asset volatility	The plan liabilities are calculated using a discount rate set with reference to corporate bond yields; if plan assets underperform this yield, this will create a deficit.
Changes in bond yields	A decrease in corporate bond yields will increase plan liabilities, although this will be partially offset by an increase in the value of the plans' bond holdings.
Salary risk	The majority of the plans' benefit obligations are calculated by reference to the future salaries of plan members. As such, a salary increase of plan members higher than expected will lead to higher liabilities.
Longevity risk	Belgian pension plans provide for lump sum payments upon retirement. As such, there is limited or no longevity risk. Pension plans in the USA and UK provide for benefits for the life of the plan members, so increases in life expectancy will result in an increase in the plans' liabilities.

The weighted average durations of the defined-benefit obligations were as follows:

Weighted average durations of the DBO

in years	2022	2023
Belgium	10.0	11.2
United States	9.5	8.5
United Kingdom	16.5	15.4
Other	9.7	9.2
Total	10.7	10.9

Termination benefits

Termination benefits are cash and other services paid to employees when their employment has been terminated.

Other long-term employee benefits

The other long-term employee benefits related to service awards.

Cash-settled share-based payment employee benefits

Stock appreciation rights (SAR)

The Group issues stock appreciation rights (SARs) for certain management employees, granting them the right to receive the intrinsic value of the SARs at the date of exercise. These SARs are accounted for as cash-settled sharebased payments in accordance with IFRS 2. The fair value of each grant is recalculated at balance sheet date, using a binomial pricing model. Based on local regulations, the exercise price for any grant under the USA SAR plan is equal to the average closing price of the Company's share during the thirty days following the date of the offer. The exercise price for the other SAR plans is determined in the same way as for the equity-settled stock option plans: it is equal to the lower of (i) the average closing price of the Company's share during the thirty days preceding the date of the offer, and (ii) the last closing price preceding the date of the offer.

Following inputs to the model are used for all grants: share price at balance sheet date: € 46.52 (2022: € 36.28), expected volatility in a range between 21% and 34% (2022: 31%-37%), expected dividend yield in a range between 3.6% and 4.0% (2022: 4.3%-4.6%), vesting period of 3 years and a contractual life of 10 years. Inputs for risk-free interest rates vary by grant and are based on the return of Belgian OLO's (Obligation Linéaire / Lineaire Obligatie) with a term equal to the maturity of the SAR grant under consideration.

Exercise prices and fair values of outstanding SARs by grant are shown below:

USA SAR Plan details by grant

in €	Granted	Exercise price	Fair value as at 31 December 2022	Fair value as at 31 December 2023
Grant 2014	36 800	25.66	11.17	—
Grant 2015	40 200	25.45	11.68	21.07
Grant 2016	20 250	28.38	11.33	18.27
Grant 2017	26 375	38.86	7.35	10.79
Grant 2018	16 875	37.06	8.95	14.12

Other SAR Plans details by grant
in €	Granted	Exercise price	Fair value as at 31 December 2022	Fair value as at 31 December 2023
Grant 2014	54 800	25.38	11.39	—
Grant 2015	44 700	26.06	11.24	20.47
Grant 2016	38 500	26.38	12.42	20.15
Grant 2017	53 000	39.43	7.35	10.79
Grant 2018	37 500	34.60	9.74	15.39

At 31 December 2023, the total liability for the US SAR plan amounted to € 0.2 million (2022: € 0.3 million), while the total liability for the other SAR plans amounted to € 0.1 million (2022: € 0.5 million).

The Group recorded a total income of € 0.0 million (2022: income of € 0.1 million) during the year in respect of SARs.

Performance Share Units (PSU)

Certain management employees received cash-settled Performance Share Units (PSUs) entitling the beneficiary to receive the value of Performance Share Units: during 2019, 2020 and 2021 under the conditions of the Performance Share Plan 2018-2020 and during 2022 under the conditions of the Performance Share Plan 2022-2024. These Performance Share Units will vest following a vesting period of three years, conditional to the achievement of a pre-set performance target. The performance target was set by the Board of Directors, in line with the Company strategy, and can vary from 0% to 300%. At granting date, the assumption is taken that the grant will vest at a vesting percentage of 100%, the performance target is reassessed for the expected performance at each balance sheet date, if needed the vesting percentage is adjusted based on that assessment.

These Performance Share Units are accounted for as cash-settled sharebased payments in accordance with IFRS 2. The fair value of each grant is equal to the share price at balance sheet date for the grants with only nonmarket performance conditions (Underlying EBITDA and operational cash flow). The fair value of grants with market conditions (TSR) is recalculated at balance sheet data using the same binomial pricing model as for the equitysettled share-based payments (see note 6.12. 'Ordinary shares, treasury shares and equity settled share based payments').

Performance Share Units details by grant

in €	Granted	Fair value as at 31 December 2022	Fair value as at 31 December 2023
Grant 2021	4 567	36.28	46.52
Grant 2022	24 832	36.28	61.89
Grant 2023	32 511	—	58.61

At 31 December 2023, the total liability for the US PSUs amounted to € 1.2 million (2022: € 1.6 million), while the total liability for the other PSUs amounted to € 3.1 million (2022: € 3.7 million).

The Group recorded a total cost of € 2.8 million (2022: cost of € 2.2 million) during the year in respect of PSUs.

Short-term employee benefit obligations

Short-term employee benefit obligations relate to liabilities for remuneration and social security that are due within twelve months after the end of the period in which the employees render the related service.

6.17. Provisions

in thousands of €	Restructuring	Claims	Environment	Other	Total
As at 1 January 2022	703	3 062	21 053	2 884	27 703
Additional provisions	123	5 163	1 225	6 764	13 275
Unutilized amounts released	-117	-1 681	-539	-836	-3 173
Increase in present value	—	—	—	13	13
Charged to the income statement	6	3 482	686	5 941	10 116
Amounts utilized during the year	-680	-942	-1 718	-484	-3 824
Exchange gains (-) and losses	1	-37	32	89	85
As at 31 December 2022	30	5 565	20 053	8 430	34 079
Of which
current	30	2 345	415	3 364	6 154
non-current - between 1 and 5 years	—	3 221	8 228	4 398	15 847
non-current - more than 5 years	—	—	11 410	667	12 077

in thousands of €	Restructuring	Claims	Environment	Other	Total
As at 1 January 2023	30	5 565	20 053	8 430	34 079
Additional provisions	2 771	7 030	3 597	684	14 082
Unutilized amounts released	-775	-2 966	-744	-4 381	-8 866
Increase in present value	—	—	—	—	—
Charged to the income statement	1 996	4 064	2 853	-3 697	5 216
Amounts utilized during the year	-1 707	-3 482	-3 129	-672	-8 989
Deconsolidations	—	—	-24	—	-24
Exchange gains (-) and losses	—	-71	-21	-51	-143
As at 31 December 2023	319	6 077	19 733	4 010	30 138
Of which
current	—	3 356	704	283	4 344
non-current - between 1 and 5 years	319	2 721	8 128	3 651	14 818
non-current - more than 5 years	—	—	10 900	76	10 976

Provisions for claims mainly related to product warranty programs (in China) and various product quality claims in several entities, mainly in China, US and EMEA. The increase in 2023 is related to a higher amount of quality claims in US and China and 1 claim in Turkey regarding personnel related matters.

The environmental provisions mainly related to sites in EMEA. The expected soil sanitation costs are reviewed at each balance sheet date, based on external expert assessments. Timing of settlement is uncertain as it is often triggered by decisions on the destination of the premises. The increase in the environmental provisions mainly relate to a new provision linked to the disposal of the Figline plant, partially offset by the utilization and release of environmental provisions linked to sites in Italy, Belgium, and the UK.

The provision in Indonesia with regards to customs and VAT cases in 2022, has been released in 2023.

6.18. Interest-bearing debt

An analysis of the carrying amount of the Group's interest-bearing debt by contractual maturity is presented below:

2022

in thousands of €	Due within 1 year	Due between 1 and 5 years	Due after 5 years	Total
Interest-bearing debt
Lease liability	20 002	36 872	20 331	77 205
Cash guarantees received	—	144	66	210
Credit institutions	291 989	146 413	—	438 401
Schuldschein loans	188 598	131 582	—	320 179
Bonds	—	400 000	—	400 000
Convertible bonds	—	—	—	—
Total financial debt	500 588	715 011	20 397	1 235 996

2023

in thousands of €	Due within 1 year	Due between 1 and 5 years	Due after 5 years	Total
Interest-bearing debt
Lease liability	21 570	44 264	20 876	86 710
Cash guarantees received	—	146	15	160
Credit institutions	230 713	50 000	—	280 713
Schuldschein loans	—	131 352	—	131 352
Bonds	—	400 000	—	400 000
Total financial debt	252 283	625 761	20 890	898 934

The debt position of 2022 as shown above includes the Steel Wire Solution businesses in Chile and Peru.

An analysis of the undiscounted outflows relating to the Group's financial liabilities by contractual maturity is presented in note 7.3. 'Financial risk management and financial derivatives'. The financial debt due within one year decreased with € 248.3 million mainly due to repayments of the Schuldschein loans which took place in June 2023.

As a general principle, loans are entered into by Group companies in their local currency to avoid currency risk. If funding is in another currency without an offsetting position on the balance sheet, the companies hedge the currency risk through derivatives (cross-currency interest-rate swaps or forward exchange contracts). Bonds, commercial paper and debt towards credit institutions are unsecured, except for the factoring programs.

For further information on financial risk management, we refer to note 7.3. 'Financial risk management and financial derivatives'.

Net debt calculation

The net debt of 2022 contains the Steel Wire Solution businesses in Chile and Peru.

The following table summarizes the calculation of the net debt.

in thousands of €	2022	2023
Non-current interest-bearing debt	735 408	646 652
Current interest-bearing debt	500 588	252 283
Total financial debt	1 235 996	898 934
Non-current financial receivables and cash guarantees	-9 665	-10 005
Current financial receivables and cash guarantees	-6 352	-1 575
Short-term deposits	-4 766	-1 238
Cash and cash equivalents	-728 095	-631 687
Net debt	487 118	254 430

Changes in liabilities arising from financing activities

In accordance with the disclosure requirements of IAS 7 'Statement of Cash Flows', this section presents an overview of the changes in liabilities arising from financing activities. The qualification as long-term vs short-term debt is based on the initial maturity of the debt. In the consolidated cash flow statement, the cash flows from long-term interest-bearing debt are analyzed between proceeds and repayments.

Acquisitions and disposals in 2023 mainly relate to the disposal of the Steel Wire Solution businesses in Chile and Peru. Other changes in financial debt mainly related to the non-cash movements on the lease liability (€ 42.4 million) (see note 6.4. 'Right-of-use (RoU) property, plant and equipment'). The cash flows contains mainly the repayment of the Schuldschein loan which took place in June 2023. Derivatives held to hedge financial debt included swaps and options that provide (economic) hedges for interest-rate risk, see note 7.3. 'Financial risk management and financial derivatives'.

In 2022, other changes in financial debt mainly related to the non-cash movements on the lease liability (€ 33.5 million) (see also note 6.4. 'Right-ofuse (RoU) property, plant and equipment'). Derivatives held to hedge financial debt included swaps and options that provide (economic) hedges for interest-rate risk, see note 7.3. 'Financial risk management and financial derivatives'. The data of 2022 still include the Steel Wire Solutions businesses in Chile and Peru.

2022	Non-cash changes
in thousands of €	As at 1 January	Cash flows	Acquisitions & disposals	Cumulative translation adjustments	Fair value changes	Other changes	As at 31 December
Financial debt
Long-term interest-bearing debt ¹	993 114	-75 577	—	2 107	—	33 974	953 618
Cash guarantees received	204	11	—	-5	—	—	210
Lease liability	76 644	-31 704	—	-1 434	—	33 699	77 205
Credit institutions	196 361	-43 885	—	3 546	—	—	156 023
Schuldschein loans	319 905	—	—	—	—	275	320 179
Bonds	400 000	—	—	—	—	—	400 000
Convertible bonds	—	—	—	—	—	—	—
Short-term interest bearing debt	198 210	67 349	614	16 205	—	—	282 378
Total financial debt	1 191 324	-8 228	614	18 312	—	33 974	1 235 996
Derivatives held to hedge financial debt							—
Interest-rate swaps	118	—	—	—	-7 295	—	-7 178
Cross-currency interest-rate swaps	1 645	—	—	—	-4 290	—	-2 645
Other liabilities from financing activities							—
Conversion derivative	—	—	—	—	—	—	—
Total liabilities from financing activities	1 193 087	-8 228	614	18 312	-11 586	33 974	1 226 173

¹ Including the current portion of non-current interest-bearing debt of € 39.5 million as at 1 January and € 218.1 million as at 31 December.

2023			Non-cash changes
in thousands of €	As at 1 January	Cash flows	Acquisitions & disposals	Cumulative translation adjustments	Fair value changes	Other changes	As at 31 December
Financial debt
Long-term interest-bearing debt ¹	953 618	-217 332	-34 954	-644	—	42 534	743 221
Cash guarantees received	210	-38	—	-12	—	—	160
Lease liability	77 205	-28 294	-3 932	-631	—	42 362	86 710
Credit institutions	156 023	—	-31 023	—	—	—	125 000
Schuldschein loans	320 179	-189 000	—	—	—	172	131 352
Bonds	400 000	—	—	—	—	—	400 000
Convertible bonds	—	—	—	—	—	—	—
Short-term interest bearing debt	282 378	-36 918	-99 713	9 965	—	-1	155 713
Total financial debt	1 235 996	-254 250	-134 667	9 322	—	42 533	898 934
Derivatives held to hedge financial debt
Interest-rate swaps	-7 178	—	—	—	3 818	—	-3 359
Cross-currency interest-rate swaps	-2 645	—	—	—	2 063	—	-583
Other liabilities from financing activities
Put options of NCI	—	—	1 726	—	—	—	1 726
Total liabilities from financing activities	1 226 173	-254 250	-132 941	9 322	5 881	42 533	896 718

¹ Including the current portion of non-current interest-bearing debt of € 218.1 million as at 1 January and € 96.6 million as at 31 December.

6.19. Other non-current liabilities

Carrying amount

in thousands of €	2022	2023
Other non-current amounts payable	150	150
Derivatives (cf. note 7.3.)	—	—
Put options on NCI (cf. note 7.3.)	—	1 726
Total	150	1 876

The derivatives related to an interest-rate swap to hedge the variable interest in some of the Schuldschein loans were nil in 2023 (2022: nil). CCIRSs were also nil in 2023. (2022: nil) (see notes 6.18. 'Interest-bearing debt' and 7.3. 'Financial risk management and financial derivatives'). The put option (€ 1.7 million) is for a non-controlling interest in an investment.

6.20. Other current liabilities

Carrying amount

in thousands of €	2022	2023
Other amounts payable	14 362	3 839
Derivatives (cf. note 7.3.)	1 548	566
Advances received	24 097	17 935
Other taxes	36 940	29 574
Accruals and deferred income	11 171	8 609
Total	88 118	60 523

The decrease in 2023 of Other amounts payable was mainly due to lower outstanding dividend payable and payable relating to tax consolidation regime in Italy.

The derivatives included forward-exchange contracts (€ 0.5 million (2022: € 1.3 million)) and CCIRSs (€ 0.1 million (2022: € 0.2 million)).

The decrease in 2023 of Advances received mainly related to the project business of Bridon-Bekaert Ropes Group (BBRG) and advance payments from the Brazilian joint ventures on equipment orders at Engineering. The amount of 2023 also contained an advance received relating to the sale of an office building in Belgium. The decrease due to the sale of the Steel Wire Solutions businesses in Chile and Peru amounted to € -1.2 million.

Other taxes related to VAT payable (€ 12.3 million (2022: € 10.2 million)), employment-related taxes withheld (€ 8.9 million (2022: € 10.8 million)) and other non-income taxes payable (€ 8.4 million (2022: € 15.9 million))

6.21. Tax positions

The table below provides an overview of the tax receivables, tax payables and uncertain tax positions recognized at balance sheet closing date. The tax receivables and payables include both current income taxes, VAT and other taxes.

in thousands of €	2022	2023
Tax receivables	126 694	90 115
Certain tax liabilities	59 292	44 650
Uncertain tax positions	43 828	42 704

The certain tax liabilities include the balances of other taxes presented in the table of note '6.20. Other current liabilities'.

7. Miscellaneous items

7.1. Notes to the cash flow statement

Summary

in thousands of €	2022	2023
Operating result (EBIT)	365 754	334 412
Non-cash items added back to operating result (EBIT)	260 729	188 745
EBITDA	626 483	523 157
Other gross cash flows from operating activities	-121 294	-91 841
Gross cash flows from operating activities	505 189	431 316
Changes in operating working capital ¹	-174 467	12 147
Other operating cash flows	9 570	-3 628
Cash from operating activities	340 292	439 834
Cash from investing activities	-124 956	-40 534
Cash from financing activities	-174 398	-482 113
Net increase or decrease in cash and cash equivalents	40 937	-82 813

¹ For reconciliation of the changes in operating working capital with the organic variation of the working capital, see note 6.8. 'Operating working capital'.

The cash flow from operating activities is presented using the indirect method, whereas the direct method is used for the cash flows from other activities. The direct method focuses on classifying gross cash receipts and gross cash payments by category.

Cash from operating activities

Details of selected operating items

in thousands of €	2022	2023
Non-cash items included in operating result (EBIT)
Depreciation and amortization ¹	202 795	177 932
Impairment losses on assets	57 934	10 814
Non-cash items added back to operating result (EBIT)	260 729	188 745
Gains (-) and losses on business disposals (portion retained)	-474	—
Employee benefits: set-up / reversal (-) of amounts not used	26 158	14 772
Provisions: set-up / reversal (-) of amounts not used	10 102	5 216
CTA recycled on business disposals	-555	8 570
Equity-settled share-based payments	92	-258
Other non-cash items included in operating result (EBIT)	35 324	28 300
Total	296 053	217 046
Investing items included in operating result (EBIT)
Gains (-) and losses on business disposals (portion sold)	210	-4 773
Gains (-) and losses on disposals of intangible assets + PP&E	-11 591	660
Total	-11 381	-4 114
Amounts used on provisions and employee benefit obligations
Employee benefits: amounts used	-24 123	-27 883
Provisions: amounts used	-3 824	-8 989
Total	-27 947	-36 872
Income taxes paid
Current income tax expense	-79 593	-80 656
Increase or decrease (-) in net income taxes payable	-37 697	1 501
Total	-117 289	-79 155
Other operating cash flows
Movements in other receivables and payables	13 594	-3 728
Other	205	100
Total	13 800	-3 628

¹ Including € 5.3 million (2022: € 11.0 million) write-downs / (reversals of write-downs) on inventories and trade receivables (see note 6.8. Operating working capital').

Gross cash flows from operating activities decreased by € -73.9 million as a result of lower EBITDA (€ -103.3 million), a lower set-up of employee benefit obligations and provisions, a higher reversal and usage of employee benefits and provisions (€ -25.2 million), and a lower set-up for equity-settled sharebased payments (€ -0.4 million). This was partially offset with a lower cashout from income taxes paid (€ + 38.1 million), a lower adjustment for the accounting profit on investing items (€ +7.3 million) and a gain from the CTA recycling on the business disposal of SWS businesses in Chile and Peru (€ +9.1 million).

The decrease in working capital, driven by lower inventories and trade receivables, partly offset by lower trade payables, generated a cash-in for a total amount of € +12.1 million in 2023 (2022: cash-out of € -178.7 million) (see organic decrease in note 6.8. 'Operating working capital').

Other operating cash flows mainly related to swings in other receivables and payables not included in working capital and not arising from investing or financing activities.

In 2023, the cash-out from income taxes was € -79.2 million. Most taxes were paid in China (€ 33.1 million), Belgium (€ 12.5 million), India (€ 6.1 million), Indonesia (€ 1.4 million), Turkey (€ 4.1 million), Slovakia (€ 4.7 million), Chile (€ 2.7 million), and Ecuador (€ 1.7 million).

Cash from investing activities

The net consideration received for the disposal of the Steel Wire Solutions businesses in Chile and Peru is presented in 'Proceeds from disposals of investments (see note 7.2. 'Effect of business combinations and business disposals').

The following table presents more details on selected investing cash flows:

Details of selected investing items

in thousands of €	2022	2023
Other portfolio investments
New business combinations	-2 384	-5 864
Other investments	-8 613	-8 843
Total	-10 997	-14 707
Proceeds from disposals of fixed assets
Proceeds from disposals of intangible assets	127	32
Proceeds from disposals of property, plant and equipment	2 115	14 971
Proceeds from disposals of RoU Land	7	—
Proceeds from disposals of assets classified as held for sale	891	—
Total	3 141	15 003

The other investments in 2023 relate to the investments mainly in Ionomr Innovations Inc (€ 4.6 million), Zacua Ventures Builders Fund I, LP (€ 1.1 million) and TFI Marine Nominees Ltd (€ 2.0 million). New business combinations relate to the investments in new subsidiaries in 2023 (Flintstone Technology Ltd).

Cash-outs from capital expenditure for property, plant and equipment increased from € 170.2 million in 2022 to € 191.2 million in 2023.

The proceeds from sales of fixed assets in 2023 related to sales transactions in United Kingdom. The proceeds from sales of fixed assets in 2022 related mainly to sales transactions in Belgium.

Cash from financing activities

The following table presents more details about selected financing items:

Details of selected financing items

in thousands of €	2022	2023
Other financing cash flows
New shares issued following exercise of subscription rights	748	—
Increase (-) or decrease in current and non-current receivables	-763	-647
Increase (-) or decrease in current financial assets	75 552	3 462
Other financial income and expenses	-7 064	-14 171
Total	68 473	-11 357

New long-term debt issued was nearly nil in 2023 (2022: € 12.0 million). Repayments of long-term debt (€ -217.4 million) consists mainly of the repayment of the Schuldschein loan (€ 189.0 million) and repayment of current portion of the non-current lease liability (€ 27.4 million). Cash-outs from short-term debt amounted to € -36.9 million in 2023 (2022: cash-ins of € +67.3 million), mostly by repayment of short-term loans by the Latin American, Indonesian and Indian entities. For an overview of the movements in liabilities arising from financing activities, see note 6.18. 'Interest-bearing debt'.

In 2023 the impact of treasury share transactions amounted to € -99.4 million (2022: € -97.1 million) and mainly related to the share buyback program.

As for other financing cash flows, there were cash-outs related to a decrease from loans and receivables (€ -0.6 million vs € -0.8 million in 2022) and cash-ins from current financial assets, mainly short-term deposits (€ 3.4 million vs € 75.6 million in 2022). Other financial income and expenses mainly related to taxes and bank charges on financial transactions (€ -14.1 million vs € -7.1 million in 2022).

7.2 Effect of business combinations and business disposals

Business disposals: disposal of the SWS businesses in Chile and Peru

On 11 November 2023, Bekaert sold its Steel Wire Solutions businesses in Chile and Peru to the partners who co-owned the business. The deal closed retroactively as from 1 January 2023.

The transaction covered the production and distribution facilities of the Steel Wire Solutions activities in Chile and Peru. These facilities manufactured, sold, and distributed steel wire products primarily for construction, agricultural fencing, mining, and industrial applications. The completed transaction included the sale of the shares held by Bekaert in the following entities: Industrias Chilenas de Alambre-Inchalam SA in Talcahuano, Chile; and Prodalam SA in Santiago, Chile; along with their subsidiaries in Chile and Peru.

Bekaert has no entitlement to gains and losses from the operations of the segment since 1 January 2023, based on the terms of the SPA.

The proceeds of the other disposals related to the following transactions:

The sale of Agro-Bekaert Colombia SAS and Agro Bekaert Springs, SL on 4 July 2023
The settlement of the outstanding receivable from the disposal of the majority stake in the rubber reinforcement plant in Sumaré, Brazil (€ 4.6 million before taxes)

The next table presents the net assets disposed by balance sheet caption. It also clarifies the amount shown in the consolidated cash flow statement as 'Proceeds from disposals of investments'.

in thousands of €	Disposal SWS Chile & Peru	Other disposals	Total disposals
Intangible assets	2 626	—	2 626
Property, plant and equipment	120 999	—	120 999
Investments in joint ventures	—	1 184	1 184
Other non-current assets	2 668	—	2 668
Deferred tax assets	9 992	—	9 992
Inventories	176 188	—	176 188
Trade receivables	90 103	—	90 103
Advances paid	799	—	799
Other receivables	38 179	—	38 179
Short-term deposits	—	—	—
Cash and cash equivalents	27 014	—	27 014
Other current assets	454	—	454
Non-current employee benefit obligations	-11 972	—	-11 972
Provisions	-24	—	-24
Non-current interest-bearing debt	-23 660	—	-23 660
Deferred tax liabilities	-13 966	—	-13 966
Current financial liabilities	-111 007	—	-111 007
Trade payables	-84 151	—	-84 151
Advances received	-1 205	—	-1 205
Current employee benefit obligations	-10 969	–	-10 969
Current provisions	—	–	—
Income taxes payable	-4 197	–	-4 197
Other current liabilities	-4 752	–	-4 752
Total net assets disposed	203 119	1 184	204 303
Total gain or loss (-) on business disposals	-2 099	-1 184	-3 283
CTA recycled on disposal (non-cash)	8 061	—	8 061
Cash disposed	-27 014	—	-27 014
NCI disposed	-77 374	—	-77 374
Deferred proceeds from earlier business disposals		4 600	4 600
Proceeds from disposals of investments¹	104 694	4 600	109 294

1 Proceeds from disposal of business in Chile and Peru: the cash proceeds is the net from the incoming cash related to the sales price (€132 million) and outgoing cash (bank position, € 27 million).

The table below presents the impact of the discontinued operations on 2022 results.

(in thousands of €)	FY 2022 including	FY 2022 impact	FY 2022 excluding
Sales	5 652	648	5 004
Cost of sales	-4 879	-540	-4 339
Gross profit	772	107	665
Operating result (EBIT)	366	49	317
of which
EBIT - Underlying	459	49	410
One-off items	-93	—	-93
Result before taxes	316	39	278
Income taxes	-81	-7	-74
Result after taxes (consolidated companies)	235	32	203
Share in the results of joint ventures and associates	54	—	54
RESULT FOR THE PERIOD	289	32	258

The net cash flows incurred by the Steel Wire Solutions businesses in Chile and Peru in 2022 were as follows:

(in thousands of €)	FY 2022
Operating activities	9 166
Investing activities	-13 344
Financing activities	-27 157
Net cash (outflow)/inflow	-31 335

Business combinations: acquisition of Flintstone Technology Ltd

On 1 December, Bekaert announced the acquisition of 75% of shares in Flintstone Technology Ltd. The company, based in Dundee Scotland, provides mooring technology solutions, systems design and testing capabilities for the global offshore energy markets. It offers a range of products and services including connectors and tensioners for permanent mooring.

The accounting for the business combination resulted in a goodwill of € 2.3 million. The non-controlling interest (€ 0.4 million) arising on the acquiree has been measured at their share in the fair value of the net assets acquired (€ 1.2 million).

Bekaert Integrated Annual Report 2023 − 208 −

In addition to this, a liability of € 1.7 million has been recognized in consolidation in respect of the put option granted to the other shareholder to sell all its shares to Bekaert by 1 January 2026 at fair value. In accordance with IFRS 9 'Financial Instruments', the liability is initially recognized through equity, whereas subsequent changes in fair value are recognized through income statement.

7.3. Financial risk management and financial instruments

Principles of financial risk management

The Group is exposed to risks from movements in exchange rates, interest rates and market risks that affect its assets and liabilities. Financial risk management within the Group aims at reducing the impact of these market risks through ongoing operational and financing activities. Selected derivative hedging instruments are used depending on the assessment of risk involved. The Group mainly hedges the risks that affect the Group's cash flows. Derivatives are used exclusively as hedging instruments and not for trading or other speculative purposes. To reduce the credit risk, hedging transactions are generally only concluded with financial institutions whose long term credit rating is at least A according to Moody's Investors Service Inc., Fitch and S&P.

The guidelines and principles of the Bekaert financial risk policy are defined by the Audit, Risk and Finance Committee and overseen by the Board of the Group. Group Treasury is responsible for implementing the financial risk policy. This encompasses defining appropriate policies and setting up effective control and reporting procedures. The Audit, Risk and Finance Committee is regularly kept informed on the exposures.

Currency risk

The Group's currency risk can be split into two categories: translational and transactional currency risk.

Translational currency risk

A translational currency risk arises when the financial data of foreign subsidiaries are converted into the Group's presentation currency, the euro. The main currencies are Chinese renminbi, US dollar, Czech koruna, Brazilian real, Chilean peso, Russian ruble, Indian rupee and pound sterling. Since there is no impact on the cash flows, the Group usually does not hedge against such risk.

Transactional currency risk

The Group is exposed to transactional currency risks resulting from its operating, investing and financing activities.

Foreign currency risk in the area of operating activities arises from commercial activities with sales and purchases in foreign currencies, as well as payments and receipts of royalties. The Group uses forward-exchange contracts to limit the currency risk on the forecasted cash inflows and outflows for the coming three months. Significant exposures and firm commitments beyond that time frame may also be covered.

Foreign currency risk in the area of investment results from the acquisition and disposal of investments in foreign companies, and sometimes also from dividends receivable from foreign investments. If material, these risks are hedged by means of forward exchange contracts.

Foreign currency risk in the financing area results from financial liabilities in foreign currencies. In line with its policy, Group Treasury hedges these risks using cross-currency interest-rate swaps and forward exchange contracts to convert financial obligations denominated in foreign currencies into the entity's functional currency. At the reporting date, the foreign currency liabilities for which currency risks were hedged mainly consisted of intercompany loans in euro and US dollar.

Currency sensitivity analysis

Currency sensitivity relating to the operating, investing and financing activities

The following table summarizes the Group's net foreign currency positions of operating, investing and financing receivables and payables at the reporting date for the most important currency pairs. The net currency positions are presented before intercompany eliminations. Positive amounts indicate that the Group has a net future cash inflow in the first currency. In the table, the 'Total exposure' column represents the position on the balance sheet, while the 'Total derivatives' column includes all financial derivatives hedging those balance sheet positions as well as forecasted transactions.

Currency pair - 2022

in thousands of €	Total exposure	Total derivatives	Open position
AUD/EUR	540	-8 866	-8 326
BRL/EUR	18 504	—	18 504
CLP/EUR	5 696	—	5 696
CZK/EUR	23 458	572	24 030
EUR/CNY	-19 024	—	-19 024
EUR/GBP	-47 925	11 669	-36 256
EUR/INR	-13 018	—	-13 018
EUR/MYR	-13 114	—	-13 114
EUR/RON	-34 186	—	-34 186
EUR/RUB	-46 298	—	-46 298
IDR/USD	-20 872	—	-20 872
JPY/CNY	6 695	-2 285	4 410
USD/BRL	-7 319	—	-7 319
USD/CAD	14 569	-14 400	169
USD/CNY	43 243	—	43 243
USD/EUR	161 321	-126 037	35 284
USD/GBP	8 948	—	8 948
USD/INR	-50 110	—	-50 110
USD/MXN	-6 641	—	-6 641

in thousands of €	Total exposure	Total derivatives	Open position
AUD/EUR	-15 942	-6 807	-22 749
BRL/EUR	28 002	—	28 002
CLP/EUR	4 607	—	4 607
CAD/EUR	-4 364	—	-4 364
CZK/EUR	9 217	—	9 217
EUR/CNY	-25 507	—	-25 507
EUR/GBP	-51 202	11 162	-40 040
EUR/INR	-14 066	—	-14 066
EUR/MYR	-14 238	—	-14 238
EUR/RON	-25 030	—	-25 030
EUR/RUB	-40 022	—	-40 022
IDR/USD	-2 255	—	-2 255
JPY/CNY	3 725	—	3 725
USD/BRL	-6 424	—	-6 424
USD/CAD	17 754	17 195	34 949
USD/CNY	47 136	—	47 136
USD/EUR	74 666	-43 859	30 807
USD/GBP	5 243	—	5 243
USD/INR	-40 409	—	-40 409
USD/MXN	-4 554	855	-3 699

The reasonably possible changes used in this calculation were based on annualized volatility relating to the daily movement of the exchange rate of the reported year, with a 95% confidence interval.

If rates had weakened/strengthened by such changes with all other variables constant, the result for the period before taxes would have been € 12.4 million lower/higher (2022: € 39.7 million).

Currency sensitivity in relation to hedge accounting

At 31 December 2023 the Group does not apply hedge accounting (also none at 31 December 2022).

Interest rate risk

The Group is exposed to interest rate risk, mainly on debt denominated in US dollar, Chinese renminbi and euro. To minimize the effects of interest-rate fluctuations in these regions, the Group manages the interest rate risk for net debt denominated in the respective currencies of these countries separately. General guidelines are applied to cover interest-rate risk:

The target average life of long-term debt is four years.
The allocation of long-term debt between floating and fixed interest rates must remain within the defined limits approved by the Audit, Risk and Finance Committee.

Group Treasury uses interest-rate swaps and cross-currency interest-rate swaps to ensure that the floating and fixed portions of the long-term debt remain within the defined limits.

The following table summarizes the weighted average interest rates, excluding the effects of any swaps, at the balance sheet date.

	Long-term
2022	Fixed rate	Floating rate	Total	Short-term	Total
US dollar	4.21%	— %	4.21%	5.36%	5.25%
Chinese renminbi	— %	— %	— %	3.41%	3.41%
Euro	1.51%	3.95%	2.12%	— %	2.12%
Other	4.59%	— %	4.59%	7.23%	6.48%
Total	1.71%	3.95%	2.24%	5.68%	3.02%

2023	Long-term
	Fixed rate	Floating rate	Total	Short-term	Total
US dollar	— %	— %	— %	6.42%	6.42%
Chinese renminbi	— %	— %	— %	3.19%	3.19%
Euro	1.80%	5.53%	2.33%	6.99%	2.36%
Other	— %	- %	— %	12.77%	12.77%
Total	1.80%	5.53%	2.33%	5.82%	3.06%

Interest rate sensitivity analysis

Interest rate sensitivity of the financial debt

As disclosed in note 6.18. 'Interest-bearing debt', the total financial debt of the Group as of 31 December 2023 decreased to € 899 million (2022: € 1 236 million). The following table shows the currency and interest rate profile, i.e. the percentage distribution of the total financial debt by currency and by type of interest rate (fixed, floating), including the effect of any swaps.

2022	Long-term		Short-term
	Fixed rate	Floating rate	Floating rate	Total
US dollar	1.50%	— %	14.00%	15.50%
Chinese renminbi	— %	— %	2.40%	2.40%
Euro	55.10%	18.30%	— %	73.40%
Other	2.50%	— %	6.20%	8.70%
Total	59.10%	18.30%	22.60%	100.00%
2023	Long-term		Short-term
	Fixed rate	Floating rate	Floating rate	Total
US dollar	— %	— %	9.50%	9.50%

Chinese renminbi — % — % 8.50% 8.50% Euro 67.90% 11.40% 0.40% 79.70% Other — % — % 2.30% 2.30% Total 67.90% 11.40% 20.70% 100.00%

On the basis of the annualized daily volatility of the 3-month Interbank Offered Rate in 2023 and 2022, the reasonable estimates of possible interest rate changes, with a 95% confidence interval, are set out for the main currencies in the table below.

2022	Interest rate at 31 December	Reasonably possible changes (+/-)
Chinese renminbi ¹	2.16%	0.36%
Euro	2.22%	0.37%
US dollar	4.77%	3.20%

2023	Interest rate at 31 December	Reasonably possible changes (+/-)
Chinese renminbi ¹	2.01%	0.33%
Euro	4.03%	0.66%
US dollar	5.59%	0.70%

¹ For the Chinese renminbi, the interest rate is the PBOC benchmark interest rate for loans up to six months.

Applying the estimated possible changes in the interest rates to the floating rated debt, with all other variables constant, the result for the period before tax would have been € 0.2 million higher/lower (2022: € 4.6 million higher/ lower).

Interest-rate sensitivity in relation to hedge accounting

At 31 December 2023, the Group does not apply hedge accounting (2022: none) and no sensitivity analysis was required.

Credit risk

Credit risk is the risk that a counterparty will not meet its obligations under a financial instrument or customer contract, leading to a financial loss. The Group is exposed to credit risk from its operating activities and certain financing activities, including deposits with banks and financial institutions. In respect of its operating activities, the Group has a credit policy in place, which takes into account the risk profiles of the customers in terms of the market segment to which they belong. Based on activity platform, product sector and geographical area, a credit risk analysis is made of customers and a decision is taken regarding the covering of the credit risk. The exposure to credit risk is monitored on an ongoing basis and credit evaluations are made of all customers. In terms of the characteristics of some steel wire activities with a limited number of global customers, the

concentration risk is closely monitored and, in combination with the existing credit policy, appropriate action is taken when needed. In accordance with IFRS 8 §34, none of the specified disclosures on individual customers (or groups of customers under common control) are required, since none of the Group's customers accounts for more than 10% of its revenues. At 31 December 2023, 75.5% (2022: 64.4%) of the credit risk exposure was covered by credit insurance policies and by trade finance techniques such as letters of credit, cash against documents and bank guarantees. In respect of financing activities, transactions are normally concluded with counterparties that have at least an A credit rating. There are also limits allocated to each counterparty which depend on their rating. Due to this approach, the Group considers the risk of counterparty default to be limited in both operating and financing activities. In accordance with the IFRS 9 'expected credit loss' model for financial assets, a bad debt allowance is made for trade receivables to cover the unknown bad debt risk at each reporting date. This ECL allowance IFRS 9 constitutes of a percentage on outstanding trade receivables at each reporting date. The percentages reflect the probabilityweighted outcome, the time value of money and reasonable and supportable information that is available at reporting date about past events, current conditions and forecasts of future economic conditions and are reviewed year-on-year.

Liquidity risk

Liquidity risk is the risk that the Group will be unable to meet its obligations as they come due because of an inability to liquidate assets or obtain adequate funding. To ensure liquidity and financial flexibility at all times, the Group, in addition to its available cash, has several uncommitted short-term credit lines at its disposal in the major currencies and in amounts considered adequate for current and near-future financing needs. These facilities are generally of the mixed type and may be utilized, for example, for advances, overdrafts, acceptances and discounting. The Group also has committed credit facilities at its disposal up to a maximum equivalent of € 300 million (2022: € 200 million) at floating interest rates with fixed margins. At yearend, nothing was outstanding under these facilities (2022: nil). In addition, the Group has a commercial paper and medium-term note program available for a maximum of € 123.9 million (2022: € 123.9 million). At the end of 2023, no commercial paper notes were outstanding (2022: nil). At year-end, no external bank debt was subject to debt covenants (2022: nil). The Group has discounted outstanding receivables per 31 December 2023 for a total amount of € 231.5 million (2022: € 267.5 million) under its existing factoring agreements. Under these agreements, substantially all risks and rewards of ownership of the receivables are transferred to the factor. As a consequence, at the end of 2023, the factored receivables are derecognized.

The following table shows the Group's contractually agreed (undiscounted) outflows in relation to financial liabilities (including financial liabilities reclassified as liabilities associated with assets held for sale). Only net interest payments and principal repayments are included.

2022
in thousands of €	2023	2024	2025-2027	2028 and thereafter
Financial liabilities - principal
Trade payables	-921 113	—	—	—
Other payables	-14 362	-150	—	—
Interest-bearing debt	-500 588	-95 656	-619 407	-20 345
Derivatives - gross settled	-121 843	—	—	—
Financial liabilities - interests
Trade and other payables	—	—	—	—
Interest-bearing debt	-27 705	-19 501	-33 571	—
Derivatives - gross settled	-2 800	—	—	—
Total undiscounted cash flow	-1 588 410	-115 307	-652 978	-20 345

in thousands of €	2024	2025	2026-2028	2029 and thereafter
Financial liabilities - principal
Trade payables	-632 950	—	—	—
Other payables	-3 839	-150	-1 726	—
Interest-bearing debt	-252 283	-171 546	-454 230	-20 876
Derivatives - gross settled	-60 432	—	—	—
Financial liabilities - interests
Trade and other payables	—	—	—	—
Interest-bearing debt	-21 432	-14 287	-17 557	—
Derivatives - gross settled	-2 851	—	—	—
Total undiscounted cash flow	-973 787	-185 982	-473 514	-20 876

All instruments held at the reporting date and for which payments had been contractually agreed are included. Forecasted data relating to future, new liabilities have not been included. Amounts in foreign currencies have been translated at the closing rate at the reporting date. The variable interest payments arising from the financial instruments were calculated using the applicable forward interest rates.

Hedging

All financial derivatives the Group enters into, relate to an underlying transaction or forecasted exposure. In function of the expected impact on the income statement and if the stringent IFRS 9 criteria are met, the Group decides on a case-by-case basis whether hedge accounting will be applied. The following sections describe the transactions whereby hedge accounting is applied and transactions which do not qualify for hedge accounting but constitute an economic hedge.

Hedge accounting

The Group did not apply hedge accounting in 2023 (2022: none) so there were no fair value hedges nor cash flow hedges in 2023 (2022: none).

Economic hedging and other derivatives

The Group also uses financial instruments that represent an economic hedge but for which no hedge accounting is applied, either because the criteria to qualify for hedge accounting defined in IFRS 9 'Financial Instruments' are not met or because the Group has elected not to apply hedge accounting. These derivatives are treated as free-standing instruments held for trading.

The Group uses cross-currency interest-rate swaps and forwardexchange contracts to hedge the currency risk on intercompany loans involving two entities with different functional currencies. Until now, the Group has elected not to apply hedge accounting as defined in IFRS 9. Since nearly all cross-currency interest-rate swaps are floating-to-floating, the fair value gain or loss on the financial instruments is expected to offset the foreign-exchange result arising from the remeasurement of the intercompany loans. The major currencies involved are US dollar and British pound.
To manage its interest-rate exposure, the Group uses interest-rate swaps to convert its floating-rate debt to a fixed rate debt. The Group entered into interest-rate swaps for € 80.5 million to hedge the Schuldschein loans with floating interest rates (2022: € 196.5 million).
The Group uses forward exchange contracts to limit currency risks on its various operating and financing activities. For all forward exchange contracts, the fair value change is recorded immediately under other financial income and expenses.
In June 2019, the Group entered into a renewable energy Virtual Power Purchase Agreement (VPPA) for a wind generation facility located in the US. In July 2022 the group entered into an additional contract for a solar project located in Texas (US). The characteristics of the contracts are such that the VPPA constitutes a derivative in accordance with IFRS 9.

The fair value of the derivative amounted to € 11.8 million at 31 December 2023 (2022: € 7.5 million), as a result of which a gain of € 4.3 million was recognized in other financial costs.

• The put option relating to the 2023 business combination with Flintstone qualifies as a non-current financial liability measured at fair value through profit or loss.

Derivatives

The following table analyzes the notional amounts of the derivatives according to their maturity date. In the case that derivatives are designated for hedge accounting as set out in IFRS 9, a distinction will be made depending on whether these are part of a fair value hedge (FVH) or cash flow hedge (CFH). At 31 December 2023, Bekaert does not apply hedge accounting

2022

in thousands of €	Due within one year	Due between one and 5 years	Due after more than 5 years
Held for trading
Forward exchange contracts	65 493	—	—
Interest-rate swaps	116 000	80 500	—
Cross-currency interest-rate swaps	121 843	—	—
Total	303 336	80 500	—

2023

in thousands of €	Due within one year	Due between one and 5 years	Due after more than 5 years
Held for trading
Forward exchange contracts	37 526	—	—
Interest-rate swaps	—	80 500	—
Cross-currency interest-rate swaps	60 432	—	—
Total	97 958	80 500	—

The following table summarizes the fair values of the various derivatives carried. In the case that derivatives are designated for hedge accounting as set out in IFRS 9, a distinction will be made depending on whether these are part of a fair value hedge (FVH) or cash flow hedge (CFH). At 31 December 2023, Bekaert does not apply hedge accounting:

Fair value of current and non-current derivatives	Assets		Liabilities
in thousands of €	2022	2023	2022	2023
Financial instruments
Held for trading
Forward exchange contracts	2 833	359	1 333	473
Interest-rate swaps	7 178	3 359	—	—
Cross-currency interest rate swaps	2 860	675	215	93
Put options relating to non controlling interests	—	—	—	1 726
Other derivative financial assets	7 500	11 810	—	—
Total	20 372	16 203	1 548	2 292
Non-current	14 678	15 169	—	1 726
Current	5 694	1 034	1 548	566
Total	20 372	16 203	1 548	2 292

In 2023, the other derivative financial assets related to the VPPA derivatives for € 11.8 million (2022: € 7.5 million).

The Group has no financial assets and financial liabilities that are presented net in the balance sheet due to set-off in accordance with IAS 32. The Group enters into ISDA (International Swaps and Derivatives Association) master agreements with its counterparties for some of its derivatives, allowing the counterparties to net derivative assets with derivative liabilities when settling in case of default. Under these agreements, no collateral is being exchanged, neither in cash nor in securities.

The potential effect of the netting of derivative contracts is shown below:

Effect of enforceable netting agreements	Assets		Liabilities
in thousands of €	2022	2023	2022	2023
Total derivatives recognized in balance sheet	20 372	16 203	1 548	2 292
Enforceable netting	-215	-93	-215	-93
Net amounts	20 157	16 110	1 333	2 199

Additional disclosures on financial instruments by class and category

The following tables list the different classes of financial assets and liabilities with their carrying amounts and their respective fair values, analyzed by their measurement category in accordance with IFRS 9 'Financial Instruments'.

Cash and cash equivalents, short-term deposits, trade and other receivables, bills of exchange received, loans and receivables primarily have short terms to maturity; hence, their carrying amounts at the reporting date approximate the fair values. Trade and other payables also generally have short terms to maturity and, hence, their carrying amounts also approximate their fair values. The Group has no exposure to collateralized debt obligations (CDOs).

The following abbreviations are used for the IFRS 9 categories:

Abbreviation	Category in accordance with IFRS 9
AC	Financial assets or financial liabilities at amortized cost
FVTOCI/Eq	Equity instruments designated as at fair value through OCI
FVTPL/Mnd	Financial assets mandatorily measured at fair value through profit or loss
FVTPL	Financial liabilities measured as at fair value through profit or loss

Carrying amount vs fair value		31 December 2022		31 December 2023
in thousands of €	Category in accordance with IFRS 9	Carrying amount	Fair value	Carrying amount	Fair value
Assets
Non-current financial assets
- Financial & other receivables and cash guarantees	AC	12 211	12 211	10 799	10 799
- Equity investments	FVTOCI/Eq	26 023	26 023	31 060	31 060
- Derivatives
- Held for trading	FVTPL/Mnd	14 678	14 678	15 169	15 169
Current financial assets
- Financial receivables and cash guarantees	AC	6 352	6 352	1 575	1 575
- Cash and cash equivalents	AC	728 095	728 095	631 687	631 687
- Short term deposits	AC	4 766	4 766	1 238	1 239
- Trade receivables	AC	730 786	730 786	552 989	552 989
- Bills of exchange received	AC	39 764	39 764	55 507	55 507
- Other current assets
- Other receivables	AC	24 732	24 732	12 974	12 974
- Derivatives
- Held for trading	FVTPL/Mnd	5 694	5 694	1 034	1 034
Liabilities
Non-current interest-bearing debt
- Lease liabilities	AC	57 203	57 203	65 140	65 140
- Cash guarantees received	AC	210	210	160	160
- Credit institutions	AC	146 413	146 413	50 000	50 000
- Schuldschein loans	AC	131 582	131 582	131 352	131 352
- Bonds	AC	400 000	347 800	400 000	366 241
Current interest-bearing debt
- Lease liabilities	AC	20 002	20 002	21 570	21 570
- Credit institutions	AC	291 989	291 989	230 713	230 713
- Schuldschein loans	AC	188 598	188 598	—	—
- Bonds	AC	—	—	—	—
Other non-current liabilities
- Put option	FVTPL	—	—	1 726	1 726
- Other payables	AC	150	150	150	150
Trade payables	AC	921 113	921 113	632 950	632 950
Other current liabilities

Carrying amount vs fair value		31 December 2022		31 December 2023
in thousands of €	Category in accordance with IFRS 9	Carrying amount	Fair value	Carrying amount	Fair value
- Conversion option	FVTPL	—	—	—	—
- Other payables	AC	38 459	38 459	21 774	21 774
- Derivatives
- Held for trading	FVTPL	1 548	1 548	566	566
Aggregated by category in accordance with IFRS 9
Financial assets	AC	1 546 706	1 546 706	1 266 770	1 266 770
	FVTOCI/Eq	26 023	26 023	31 060	31 060
	FVTPL/Mnd	20 372	20 372	16 203	16 203
Financial liabilities	AC	2 195 718	2 143 518	1 553 808	1 520 049
	FVTPL	1 548	1 548	2 292	2 292

The fair value of all financial instruments measured at amortized cost in the balance sheet has been determined using level-2 fair value measurement techniques. For most financial instruments the carrying amount approximates the fair value.

Financial instruments by fair value measurement hierarchy

The fair value measurement of financial assets and financial liabilities can be characterized in one of the following ways:

'Level 1' fair value measurement: the fair values of financial assets and liabilities with standard terms and conditions and traded on active liquid markets are determined with reference to quoted market prices in these active markets for identical assets and liabilities. This mainly relates to financial assets at fair value through other comprehensive income such as the investment in Shougang Concord Century Holdings Ltd (see note 6.6. 'Other non-current assets').
'Level 2' fair value measurement: the fair values of other financial assets and financial liabilities are determined in accordance with generally accepted pricing models based on discounted cash flow analysis using prices from observable current market transactions and dealer quotes for similar instruments. This mainly relates to derivative financial instruments. Forward exchange contracts are measured using quoted forwardexchange rates and yield curves derived from quoted interest rates with matching maturities. Interest-rate swaps are measured at the present value of future cash flows estimated and discounted using the applicable yield curves derived from quoted interest rates. The fair value measurement of cross-currency interest-rate swaps is based on

discounted estimated cash flows using quoted forward-exchange rates, quoted interest rates and applicable yield curves derived therefrom.

• 'Level 3' fair value measurement: the fair value of the remaining financial assets and financial liabilities is derived from valuation techniques which include inputs that are not based on observable market data. At the end of 2023, Bekaert had three types of financial instruments, namely the VPPA agreement, the put option and several equity investments, for which the fair value measurement can be characterized as 'level 3'. The fair value of the VPPA contract is determined using a Monte Carlo valuation model. The main factors determining the fair value of the VPPA agreement are the discount rate (level 2), the estimated energy output based on wind or solar studies in the area and the off-peak/on-peak price volatility (level 3). The fair value of the main equity investment (Xinju Metal Products Co Ltd) is determined using a 5-year forecast timeframe of cash flows based on the latest business plan, followed by a terminal value assumption. The main factors determining the fair value are the discount rate and EBITDA. The fair value of the put option, relating to non-controlling interests has been based on discounted estimated earnouts.

31 December 2023

Weighted average of investment grade corporate bond curves

Estimated on peak/off peak price forecasts
Based on wind / solar studies in the area

11 810

31 December 2023

12.60%

The carrying amount (i.e. the fair value) of the level-3 liabilities/(assets) has evolved as follows:

Level-3 Financial liabilities / (assets)

in thousands of €	2022	2023
At 1 January	-23 561	-26 910
(Expenditure) / Disposal	-8 537	-8 117
(Gain) / loss in fair value through OCI	-555	1 767
(Gain) / loss in fair value through P&L	5 743	-4 309
At 31 December	-26 910	-37 569

Gains and losses in fair value are reported in other financial income and expenses (€ -4.3 million), except for the equity investments where fair value changes are carried through other comprehensive income (€ -15.2 million) (see note 6.6. 'Other non-current assets').

The following table shows the sensitivity of the fair value calculation to the most significant level-3 inputs of the VPPA agreement for King Plains and Rockhound.

Sensitivity analysis King

Plains

in thousands of €	Change	Impact on VPPA derivative
Discount Rate sensitivity	+1%	decreased by	45
	-1 %	increased by	-45
Production sensitivity	+5%	increased by	226
	-5 %	decreased by	-181

The following table shows the sensitivity of the fair value calculation to the most significant level-3 inputs of the VPPA agreement for Rockhound

Sensitivity analysis

Rockhound

in thousands of €	Change		Impact on VPPA derivative
Power forward sensitivity	+10%	increased by	2 624
	-10 %	decreased by	-2 715
Production sensitivity	+5%	increased by	1 267
	-5 %	decreased by	-1 357

Equity Investments	31 December 2023

Level 3 inputs
Discount Rate	Weighted average of cost of capital after tax
Result (cash flow projection)	EBITDA

The sensitivity of the fair value calculation of the equity investment in Xinju Metal Products Co Ltd (€ 5.8 million) is shown below:

If EBITDA would be CNY 4.0 million lower in all periods of the business plan, the fair value would be € 4.9 million;
If the discount factor would be 1% higher, the fair value would be € 5.4 million;
If EBITDA would be CNY 4.0 million lower in all years of the business plan and the discount factor would be 1% higher, the fair value would be € 4.6 million.

The following table provides an analysis of financial instruments measured at fair value in the balance sheet, in accordance with the fair value measurement hierarchy described above:

2022

in thousands of €	Level 1	Level 2	Level 3	Total
Financial assets mandatorily measured as at fair value through profit or loss
Derivative financial assets	—	12 872	7 500	20 372
Equity instruments designated as at fair value through OCI
Equity investments	6 614	—	19 410	26 023
Total assets	6 614	12 872	26 910	46 395
Financial liabilities held for trading
Other derivative financial liabilities	—	1 548	—	1 548
Total liabilities	—	1 548	—	1 548

2023

in thousands of €	Level 1	Level 2	Level 3	Total
Financial assets mandatorily measured as at fair value through profit or loss
Derivative financial assets	—	4 393	11 810	16 203
Equity instruments designated as at fair value through OCI
Equity investments	5 300	—	25 760	31 060
Total assets	5 300	4 393	37 569	47 263
Financial liabilities held for trading
Other derivative financial liabilities	—	566	—	566
Put option relating to non-controlling interests	—	—	1 726	1 726
Total liabilities	—	566	1 726	2 292

Capital risk management

The Group manages its capital to ensure that entities in the Group will be able to continue as a going concern while maximizing the return to shareholders through the optimization of the net debt and equity balance. The Group has not changed its strategy in this regard compared to 2022.

The capital structure of the Group consists of net debt, as defined in note 6.18. 'Interest-bearing debt', and equity (both attributable to equity holders of Bekaert and to non-controlling interests).

Gearing ratio

The Group's Audit, Risk and Finance Committee reviews the capital structure on a semi-annual basis. As part of this review, the committee assesses the

cost of capital and the risks associated with each class of capital. The Group has a target gearing ratio of 50% determined as the proportion of net debt to equity. To realize this target (excluding the impact of IFRS 16 'Leases'), the Group is following systematically a number of guidelines, a.o.

strict cost control to improve profitability;
managing working capital levels by:
- operational excellence;
- cash collection actions;
- aligned payment terms;
- optimized factoring usage;
strict control of capital expenditure;
active business portfolio management, including M&A and divestments.

The improvement of the gearing ratio in 2023 compared to 2022 is mainly due to the disposal of the Chile and Peru businesses.

Gearing¹

in thousands of €	2022	2023
Net debt	487 118	254 430
Equity	2 229 556	2 166 029
Net debt to equity ratio	21.8%	11.7%

¹ 2022 data including Steel Wire Solutions Chile and Peru

7.4. Contingencies, commitments, secured liabilities and assets pledged as security

As at 31 December, the important contingencies and commitments were:

in thousands of €	2022	2023
Contingent liabilities	6 840	6 083
Commitments to purchase fixed assets	67 935	52 732
Commitments to invest in venture capital funds	2 600	4 600

At year-end 2023, there were no outstanding bank guarantees linked to environmental obligations.

Apart from the leases, there are no restrictions to realize assets or settle liabilities. The lease liabilities are effectively secured as the rights to the leased assets recognized in the financial statements revert to the lessor in the event of default. The contingencies, commitments and assets pledged as security in joint ventures are disclosed in note 6.5.'Investments in joint ventures and associates'.

7.5. Related parties

Transactions between the Company and its subsidiaries, which are related parties, have been eliminated in the consolidation and are accordingly not disclosed in this note. Transactions with other related parties are disclosed below.

Transactions with joint ventures

2022 in thousands of €	2023
Sales of goods 21 951	9 542
Purchases of goods 21 152	15 647
Services rendered 64	43
Royalties and management fees received 18 374	14 220
Interest and similar income 6	20
Dividends received 42 508	57 412

Outstanding balances with joint ventures

in thousands of €	2022	2023
Trade receivables	6 592	3 664
Other current receivables	5 881	4 250
Trade payables	3 557	2 822
Other current payables	—	1

None of the related parties have entered into any other transactions with the Group that meet the requirements of IAS 24 'Related Party Disclosures'. The sales to and purchases from related parties are made on terms equivalent to those that prevail in arm's length transactions. Outstanding balances at the year-end are unsecured and interest free and settlement occurs in cash. Advances have been received for ongoing capex projects. More information on transactions with joint ventures are disclosed in note 6.5. 'Investments in joint ventures and associates'.

Key management remuneration
in thousands of €	2022	2023
Number of persons	32	33
Short-term employee benefits
Basic remuneration	8 368	9 135
Variable remuneration	6 314	2 337
Remuneration as directors of subsidiaries	513	473
Post-employment benefits
Defined-benefit pension plans	190	96
Defined-contribution pension plans	1 594	1 583
Share-based payment benefits	6 467	5 820
Total gross remuneration	23 446	19 444
Average gross remuneration per person	733	589
Number of performance share units granted (cash-settled and equity-settled)	111 135	111 109
Number of matching share units to be granted	13 757	4 742
Number of shares granted	12 080	11 202

Key management includes the CEO, the members of the Bekaert Group Executive (BGE) and the Senior Vice Presidents. In addition to this, also the members of the Board of Directors are considered 'Related Parties'.

The disclosures relating to the Belgian Corporate Governance Code are included in the Corporate Governance Statement of this annual report.

7.6. Events after the balance sheet date

Since 1 January 2024, a total of 19 100 treasury shares have been disposed of following the exercise of stock options under the stock option plans SOP 2010-2014 and SOP 2015-2017 and a total of 220 965 treasury shares following the vesting of performance share units under the Performance Share Plan.
On 1 March 2024, Bekaert announced to pause its share buyback program.
A grant of 107 463 equity settled performance share units was made on 8 March 2024 under the terms of the Performance Share Plan. The granted performance share units represented a fair value of € 5.5 million.
A grant of 27 481 cash-settled performance share units was made on 8 March 2024 under the terms of the PSU A&L and PSU US Performance Share Plan. The granted performance share units represented a fair value of € 1.4 million.

7.7. Services provided by the statutory auditor and related persons

During 2023, the statutory auditor and persons professionally related to him performed additional services for fees amounting to € 413 471.

These fees essentially relate to further assurance services. The additional services were approved by the Audit, Risk and Finance Committee.

The audit fees for NV Bekaert SA and its subsidiaries amounted to € 2 404 251.

7.8. Subsidiaries, joint ventures and associates

Companies forming part of the Group as at 31 December 2023

Subsidiaries

Industrial companies	Address	FC ¹	% ²
EMEA
Bekaert Advanced Cords Aalter NV	Aalter, Belgium	EUR	100
Bekaert Bohumín sro	Bohumín, Czech Republic	CZK	100
Bekaert Bradford UK Ltd	Bradford, United Kingdom	GBP	100
Bekaert Combustion Technology BV	Assen, Netherlands	EUR	100
Bekaert Heating Romania SRL	Negoiesti, Brazi Commune, Romania	RON	100
Bekaert Hlohovec as	Hlohovec, Slovakia	EUR	100
Bekaert Izmit Çelik Kord Sanayi ve Ticaret AS	Izmit, Turkey	EUR	100
Bekaert Kartepe Çelik Kord Sanayi ve Ticaret AS	Kartepe, Turkey	EUR	100
Bekaert Petrovice sro	Petrovice, Czech Republic	CZK	100
Bekaert Portugal SA	Porto, Portugal	EUR	100
Bekaert Sardegna SpA	Assemini, Italy	EUR	100
Bekaert Slatina SRL	Slatina, Romania	RON	100
Bekaert Slovakia sro	Sládkovičovo, Slovakia	EUR	100
Bekintex NV	Wetteren, Belgium	EUR	100
Bridon International GmbH	Gelsenkirchen, Germany	EUR	100
Bridon International Ltd	Doncaster, United Kingdom	GBP	100
Industrias del Ubierna SA	Burgos, Spain	EUR	100
OOO Bekaert Lipetsk	Gryazi, Russian Federation	RUB	100
VisionTek Engineering Srl	Rovereto, Italy	EUR	100
North America
Bekaert Corporation	Wilmington (Delaware), United States	USD	100
Bridon-American Corporation	New York, United States	USD	100
Latin America
BBRG - Osasco Cabos Ltda	São Paulo, Brazil	BRL	100
BIA Alambres Costa Rica SA	San José-Santa Ana, Costa Rica	USD	58
Ideal Alambrec SA	Quito, Ecuador	USD	58
Prodinsa SA	Maipú, Chile	CLP	100
Productora de Alambres Colombianos Proalco SAS	Bogotá, Colombia	COP	40

Industrial companies	Address	FC ¹	% ²
Vicson SA	Valencia, Venezuela	USD	80
Asia Pacific
Bekaert Applied Material Technology (Shanghai) Co Ltd	Shanghai, China	CNY	100
Bekaert Binjiang Steel Cord Co Ltd	Jiangyin (Jiangsu province), China	CNY	90
Bekaert (China) Technology Research and Development Co Ltd	Jiangyin (Jiangsu province), China	CNY	100
Bekaert (Chongqing) Steel Cord Co Ltd	Chongqing, China	CNY	100
Bekaert Industries Pvt Ltd	Taluka Shirur, District Pune, India	INR	100
Bekaert (Jiangsu) Advanced Cords Co Ltd	Jiangyin, Wuxi (Jiangsu province), China	CNY	100
Bekaert Jiangyin Wire Products Co Ltd	Jiangyin (Jiangsu province), China	CNY	100
Bekaert (Jining) Steel Cord Co Ltd	Jining, Yanzhou district (Shandong province), China	CNY	60
Bekaert Mukand Wire Industries Pvt Ltd	Pune, India	INR	100
Bekaert New Materials (Suzhou) Co Ltd	Suzhou (Jiangsu province), China	CNY	100
Bekaert (Qingdao) Wire Products Co Ltd	Qingdao (Shandong province), China	CNY	100
Bekaert (Shandong) Tire Cord Co Ltd	Weihai (Shandong province), China	CNY	100
Bekaert (Shenyang) Advanced Cords Co Ltd	Shenyang (Liaoning province), China	CNY	100
Bekaert Shenyang Advanced Products Co Ltd	Shenyang (Liaoning province), China	CNY	100
Bekaert Toko Metal Fiber Co Ltd	Tokyo, Japan	JPY	70
Bekaert Vietnam Co Ltd	Son Tinh District, Quang Ngai Province, Vietnam	USD	100
Bekaert Wire Ropes Pty Ltd	Mayfield East, Australia	AUD	100
Bridon (Hangzhou) Ropes Co Ltd	Hangzhou (Zhejiang province), China	CNY	100
China Bekaert Steel Cord Co Ltd	Jiangyin (Jiangsu province), China	CNY	90
PT Bekaert Indonesia	Karawang, Indonesia	USD	100
PT Bekaert Wire Indonesia	Karawang, Indonesia	USD	100
PT Bridon	Bekasi, West Java, Indonesia	USD	100

¹ Functional currency

² Financial interest percentage

Sales offices, warehouses and others	Address	FC ¹	% ²
EMEA
Bekaert Emirates LLC	Dubai, United Arab Emirates	AED	49
Bekaert Figline SpA	Milano, Italy	EUR	100
Bekaert France SAS	Lille, France	EUR	100
Bekaert Gesellschaft mbH	Vienna, Austria	EUR	100
Bekaert GmbH	Neu-Anspach, Germany	EUR	100
Bekaert Middle East LLC	Dubai, United Arab Emirates	AED	49
Bekaert Norge AS	Oslo, Norway	NOK	100
Bekaert Poland Sp z oo	Warsaw, Poland	PLN	100
Bekaert (Schweiz) AG	Baden, Switzerland	CHF	100
Bekaert Svenska AB	Gothenburg, Sweden	SEK	100
Bridon Middle East FZE	Sharjah, United Arab Emirates	AED	100
Bridon Scheme Trustees Ltd	Doncaster, United Kingdom	GBP	100
British Ropes Ltd	Doncaster, United Kingdom	GBP	100
Flintstone Technology Ltd	Dundee, United Kingdom	GBP	75
Leon Bekaert SpA	Milano, Italy	EUR	100
OOO Bekaert Wire	Moscow, Russian Federation	RUB	100
Rylands-Whitecross Ltd	Bradford, United Kingdom	GBP	100
Scheldestroom NV	Zwevegem, Belgium	EUR	100
Twil Company	Bradford, United Kingdom	GBP	100
North America
Wire Rope Industries Ltd/Industries de Câbles d'Acier Ltée	Montréal, Canada	CAD	100
Latin America
Bekaert Guatemala SA	Ciudad de Guatemala, Guatemala	GTQ	58
Bekaert Specialty Films de Mexico SA de CV	Monterrey, Mexico	MXN	100
Bekaert Trade Mexico S de RL de CV	Mexico City, Mexico	MXN	100
Procables SA	Cercado de Lima, Peru	PEN	96
Specialty Films de Services Company SA de CV	Monterrey, Mexico	MXN	100
Asia Pacific
Bekaert Japan Co Ltd	Tokyo, Japan	JPY	100
Bekaert Korea Ltd	Seoul, South-Korea	KRW	100
Bekaert Malaysia Sdn Bhd	Kuala Lumpur, Malaysia	MYR	100
Bekaert Management (Shanghai) Co Ltd	Shanghai, China	CNY	100
Bekaert New Materials Trading (Suzhou) Co Ltd	Suzhou (Jiangsu province), China	CNY	100
Bekaert Singapore Pte Ltd	Singapore	SGD	100

Sales offices, warehouses and others	Address	FC ¹	% ²
Bekaert Taiwan Co Ltd	Taipei City	TWD	100
Bekaert (Thailand) Co Ltd	Rayong,Thailand	USD	100
BOSFA Pty Ltd	Mayfield East, Australia	AUD	100
Bridon Hong Kong Ltd	Hong Kong, China	HKD	100
Bridon New Zealand Ltd	Aukland, New Zealand	NZD	100
Bridon Singapore (Pte) Ltd	Singapore	SGD	100
Bridon (South East Asia) Ltd	Hong Kong, China	HKD	100
PT Bekaert Trade Indonesia	Karawang, Indonesia	USD	100

¹ Functional currency

² Financial interest percentage

Financial companies	Address	FC ¹	% ²
Acma Inversiones SA	Santiago, Chile	CLP	100
BBRG Finance (UK) Ltd	Doncaster, United Kingdom	EUR	100
Becare DAC	Dublin, Ireland	EUR	100
Bekaert Building Products Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Carding Solutions Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Coördinatiecentrum NV	Zwevegem, Belgium	EUR	100
Bekaert do Brasil Ltda	Contagem, Brazil	BRL	100
Bekaert Holding Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Ibérica Holding SL	Burgos, Spain	EUR	100
Bekaert Ideal SL	Burgos, Spain	EUR	80
Bekaert Investments NV	Zwevegem, Belgium	EUR	100
Bekaert Investments Italia SpA	Milano, Italy	EUR	100
Bekaert North America Management Corporation	Wilmington (Delaware), United States	USD	100
Bekaert Services Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Singapore Holding Pte Ltd	Singapore	SGD	100
Bekaert Specialty Wire Products Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Stainless Products Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Steel Cord Products Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Strategic Partnerships Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Wire Products Hong Kong Ltd	Hong Kong, China	EUR	100
Bekaert Wire Rope Industry NV	Zwevegem, Belgium	EUR	100
Bridon-Bekaert Ropes Group Ltd	Doncaster, United Kingdom	EUR	100
Bridon Holdings Ltd	Doncaster, United Kingdom	GBP	100
Bridon Ltd	Doncaster, United Kingdom	GBP	100
InverVicson SA	Valencia, Venezuela	USD	80

Joint ventures

Industrial companies	Address	FC ¹	% ²
Latin America
Belgo Bekaert Arames Ltda	Contagem, Brazil	BRL	45
BMB-Belgo Mineira Bekaert Artefatos de Arame Ltda	Vespasiano, Brazil	BRL	45
Servicios Ideal AGF Inttegra Cia Ltda	Quito, Ecuador	USD	29

Sales offices, warehouses and others	Address	FC ¹	% ²
EMEA
Netlon Sentinel Ltd	Blackburn, United Kingdom	GBP	50
Asia Pacific
Bekaert Engineering (India) Pvt Ltd	New Delhi, India	INR	40

¹ Functional currency

² Financial interest percentage

Changes in 2023

1. New companies

Subsidiaries	Address	% ¹
Bekaert (Jiangsu) Advanced Cords Ltd	Jiangyin, Wuxi (Jiangsu province), China	100
Bekaert New Materials Trading (Suzhou) Co Ltd	Suzhou (Jiangsu province), China	100
Bekaert Portugal SA	Porto, Portugal	100

2. Acquired through business combinations

Subsidiaries	Address	% ¹
Flintstone Technology Ltd	Dundee, United Kingdom	75

3. Mergers

Subsidiaries	Merged into
Bridon-Bekaert ScanRope AS	Bekaert Norge AS

4. Disposals

Subsidiaries	Address	% ¹
Acma SA	Santiago, Chile	52
Acmanet SA	Talcahuano, Chile	52
Industrias Acmanet Ltda	Talcahuano, Chile	52
Industrias Chilenas de Alambre - Inchalam SA	Talcahuano, Chile	52
Procercos SA	Talcahuano, Chile	52
Prodac Contrata SAC	Callao, Peru	38
Prodalam SA	Santiago, Chile	52
Prodicom Selva SAC	Ucayali, Peru	38
Prodimin SAC	Lima, Peru	38
Productos de Acero Cassadó SA	Calloa, Peru	38

Joint ventures	Address	% ¹
Agro-Bekaert Colombia SAS	Malambo - Atlántico, Colombia	40
Agro - Bekaert Springs SL	Burgos, Spain	40

5. Liquidated

Companies	Address
Bekaert Shah Alam Sdn Bhd	Kuala Lupur, Malaysia

In accordance with Belgian legislation, the table below lists the registered numbers of the Belgian companies.

Companies	Company number
Bekaert Advanced Cords Aalter NV	BTW BE 0645.654.071 RPR Gent, division Gent
Bekaert Coördinatiecentrum NV	BTW BE 0426.824.150 RPR Gent, division Kortrijk
Bekaert Investments NV	BTW BE 0406.207.096 RPR Gent, division Kortrijk
Bekaert Wire Rope Industry NV	BTW BE 0550.983.358 RPR Gent, division Kortrijk
Bekintex NV	BTW BE 0452.746.609 RPR Gent, division Dendermonde
NV Bekaert SA	BTW BE 0405.388.536 RPR Gent, division Kortrijk
Scheldestroom NV	BTW BE 0403.676.188 RPR Gent, division Kortrijk

¹ Financial interest percentage

Parent company information

Annual report of the Board of Directors and financial statements of NV Bekaert SA

The report of the Board of Directors and the financial statements of the parent company, NV Bekaert SA (the 'Company'), are presented below in a condensed form.

The report of the Board of Directors ex Article 3:6 of the Belgian Companies Code is not included in full in the report ex Article 3:32.

Copies of the full Directors' report and of the full financial statements of the Company are available free of charge upon request:

NV Bekaert SA Bekaertstraat 2 BE-8550 Zwevegem Belgium

www.bekaert.com

The statutory auditor has issued an unqualified report on the financial statements of the Company.

The Directors' report and financial statements of the Company, together with the statutory auditor's report, will be deposited with the National Bank of Belgium as provided by law.

Condensed income statement

in thousands of € - Year ended 31 December	2022	2023
Sales	587 208	488 429
Operating result before non-recurring items	95 724	25 515
Non-recurring operational items	-546	-583
Operating result after non-recurring items	95 178	24 932
Financial result before non-recurring items	392 597	136 395
Non-recurring financial items	-2 523	124 958
Financial result after non-recurring items	390 074	261 353
Profit before income taxes	485 252	286 284
Income taxes	2 346	387
Result for the period	487 598	286 671

Condensed balance sheet after profit appropriation

in thousands of € - 31 December	2022	2023
Fixed assets	2 010 406	2 017 295
Intangible fixed assets	79 425	85 807
Tangible fixed assets	31 106	41 565
Financial fixed assets	1 899 875	1 889 923
Current assets	579 856	374 957
Total assets	2 590 262	2 392 252

Shareholders' equity	1 359 133	1 392 092
Share capital	173 737	161 145
Share premium	39 519	39 517
Revaluation surplus	1 995	1 995
Statutory reserve	17 792	17 792
Unavailable reserve	139 317	76 899
Reserves available for distribution, retained earnings	986 773	1 094 744
Provisions	54 535	37 855
Creditors	1 176 594	962 305
Amounts payable after one year	656 650	581 650
Amounts payable within one year	519 944	380 655
Total equity and liabilities	2 590 262	2 392 252

Valuation principles

Valuation and foreign currency translation principles applied in the parent company's financial statements are based on Belgian accounting legislation.

Summary of the annual report of the Board of Directors

The Belgium-based entity's sales amounted to € 488.4 million, a decrease of -17% compared to 2022. The operating profit before non-recurring items was € 25.5 million, compared to € 95.7 million last year. The decrease of the operating result was a combined effect of lower sales, margins and royalties and less reversal of provisions.

Non-recurring items included in the operating result amounted to € -0.6 million in 2023 (mainly realization of tangible fixed assets), compared to € -0.5 million last year.

The financial result before non-recurring items was € 136.4 million, compared to € 392.6 million last year. The lower dividend income in 2023 was the main element explaining this evolution.

The non-recurring financial items amounted to € +125.0 million, compared to € -2.5 million in the previous year. The increase mainly related to the sale of investments.

The income taxes amounted to € 0.4 million (€ 2.3 million in previous year). The change mainly related to tax on the sale of investments. This led to a result for the period of € 286.7 million compared with € 487.6 million in 2022.

Environmental programs

The provisions for environmental programs slightly decreased to € 15.7 million (2022: € 15.9 million).

Information on research and development

Information on the company's research and development activities can be found in the 'Knowledge' section in the 'Strategy and performance' chapter.

Interests in share capital

In connection with the entry into force of the Act of 2 May 2007 on the disclosure of significant participations (the Transparency Act), the Company has in its Articles of Association set the thresholds of 3% and 7.50% in addition to the legal thresholds of 5% and each multiple of 5%. In 2023, the Company received following transparency notifications. On 31 December 2023, the total number of securities conferring voting rights was 54 750 174. The voting rights attached to the treasury shares held by the Company are suspended. On 31 December 2023, the Company held 2 156 137 treasury shares.

Person(s) subject to notification requirement	Reason for notification	Threshold crossed	Date on which threshold is crossed	Denominator	Total number of voting rights	Total % of voting rights
Stichting Administratiekantoor Bekaert and NV Bekaert SA	Acquisition or disposal of voting securities or voting rights	NV Bekaert SA 7.5%	6/1/2023	59 029 252	4 428 814	7.5 %
Stichting Administratiekantoor Bekaert and NV Bekaert SA	Passive crossing of a threshold Acquisition or disposal of voting securities or voting rights	Together 40% NV Bekaert SA 5%	24/2/2023	56 990 317	Together 21 196 121 NV Bekaert SA 2 703 354	Together 37.19% NV Bekaert SA 4.74%
Stichting Administratiekantoor Bekaert Individual controlling Aliundé Ltd and P2 Cap Aliundé Ltd Individual controlling Velge ID srl Velge ID srl Individual controlling Dabest Capital Dabest Capital Individual controlling Berfin sa Berfin sa Four individuals controlling Genefin sa Genefin sa Individual controlling Charisa sa Charisa sa Individual controlling CPA sa CPA sa P2 Cap Individual holding less than 1% Individual holding less than 1%	Notification by persons acting in concert	Together 35%	24/2/2023	56 990 317	20 307 147	35.63 %
David Booth Rex Sinquefield Dimensional Holdings Inc. Dimensional Fund Advisors LP	Passive crossing of a threshold	3 %	24/2/2023	56 990 317	1 748 293	3.07 %
Stichting Administratiekantoor Bekaert NV Bekaert SA	Acquisition or disposal of voting securities or voting rights	NV Bekaert SA 5%	5/4/2023	56 990 317	2 856 323	5.01 %
Stichting Administratiekantoor Bekaert NV Bekaert SA	Passive crossing of a threshold	NV Bekaert SA 5%	30/6/2023	55 877 772	2 308 142	4.13 %
Stichting Administratiekantoor Bekaert NV Bekaert SA	Acquisition or disposal of voting securities or voting rights	NV Bekaert SA 5%	4/9/2023	55 877 772	2 800 090	5.01 %
Stichting Administratiekantoor Bekaert NV Bekaert SA	Passive crossing of a threshold	NV Bekaert SA 5%	19/12/2023	54 750 174	2 141 862	3.91 %

Detailed information can be found on: https://www.bekaert.com/en/investors/our-shareholders/shareholder-structure/transparency-disclosures

Proposed appropriation of NV Bekaert SA 2023 result

The after-tax result for the year was € 286 671 406 compared with € 487 597 943 for the previous year.

The Board of Directors has proposed that the Annual General Meeting to be held on 8 May 2024 appropriate the above result as follows:

	in €
Result of the year to be appropriated	286 671 406
Transfer to other reserves	-192 913 346
Profit for distribution	93 758 060

The Board of Directors has proposed that the Annual General Meeting approve the distribution of a gross dividend of € 1.80 per share (2022 € 1.65 per share).

The dividend will be payable in euro on 14 May 2024 by the following banks:

BNP Paribas Fortis, ING Belgium, Bank Degroof Petercam, KBC Bank, Belfius Bank in Belgium;
Société Générale in France;
ABN AMRO Bank in The Netherlands;
UBS in Switzerland.

Appointments pursuant to the Articles of Association

The term of office of the Directors Christophe Jacobs van Merlen, Yves Kerstens, Emilie van de Walle de Ghelcke and Henri Jean Velge and of the independent Director Mei Ye will expire at the close of the Annual General Meeting of 8 May 2024. Mei Ye does not seek reelection.

The Board of Directors has proposed that the General Meeting:

reappoint Christophe Jacobs van Merlen as Director for a term of four years, up to and including the Annual General Meeting to be held in 2028:
reappoint Yves Kerstens as Director for a term of four years, up to and including the Annual General Meeting to be held in 2028;
reappoint Emilie van de Walle de Ghelcke as Director for a term of four years, up to and including the Annual General Meeting to be held in 2028;
re-appoint Henri Jean Velge as Director for a term of four years, up to and including the Annual General Meeting to be held in 2028.

Alternative performance measures

Metric	Definition	Reason for use
Capital employed (CE)	Working capital + net intangible assets + net goodwill + net property, plant and equipment + net RoU Property, plant and equipment. The weighted average CE is weighted by the number of periods that an entity has contributed to the consolidated result.	Capital employed consists of the main balance sheet items that operating management can actively and effectively control to optimize its financial performance, and serves as the denominator of ROCE.
Capital ratio (financial autonomy)	Equity relative to total assets.	This ratio provides a measure of the extent to which the Group is equity-financed.
Current ratio	Current assets to Current liabilities.	This ratio provides a measure for the liquidity of the company. It measures whether a company has enough resources to meet it short-term obligations.
Combined figures	Sum of consolidated companies + 100% of joint ventures and associates after elimination of intercompany transactions (if any). Examples: sales, capital expenditure, number of employees.	In addition to Consolidated figures, which only comprise controlled companies, combined figures provide useful insights of the actual size and performance of the Group including its joint ventures and associates.
EBIT	Operating result (earnings before interest and taxation).	EBIT consists of the main income statement items that operating management can actively and effectively control to optimize its profitability, and a.o. serves as the numerator of ROCE and EBIT interest coverage.
EBIT – underlying (EBITu)	EBIT before operating income and expenses that are related to restructuring programs, impairment losses, business combinations, business disposals, environmental provisions or other events and transactions that have a material one-off effect that is not inherent to the business.	EBIT – underlying is presented to assist the reader's understanding of the operating profitability before one-off items, as it provides a better basis for comparison and extrapolation.
EBITDA	Operating result (EBIT) + depreciation, amortization and impairment of assets + negative goodwill.	EBITDA provides a measure of operating profitability before non-cash effects of past investment decisions and working capital assets.
EBITDA – underlying (EBITDAu)	EBITDA before operating income and expenses that are related to restructuring programs, impairment losses, business combinations, business disposals, environmental provisions or other events and transactions that have a material one-off effect that is not inherent to the business.	EBITDA – underlying is presented to assist the reader's understanding of the operating profitability before one-off items and non-cash effects of past investment decisions and working capital assets, as it provides a better basis for comparison and extrapolation.
EBIT interest coverage	Operating result (EBIT) divided by net interest expense.	The EBIT interest coverage provides a measure of the Group's capability to service its debt through its operating profitability.
Free Cash Flow (FCF)	Cash flows from Operating activities - capex + dividends received - net interest paid	Free cash flow (FCF) represents the cash available for the company to repay financial debt or pay dividends to investors.
Gearing	Net debt relative to equity.	Gearing is a measure of the Group's financial leverage and shows the extent to which its operations are funded by lenders versus shareholders.
Margin on sales	EBIT, EBIT-underlying, EBITDA and EBITDA-underlying on sales.	Each of these ratios provides a specific measure of operating profitability expressed as a percentage on sales.
Net capitalization	Net debt + equity.	Net capitalization is a measure of the Group's total financing from both lenders and shareholders.
Net debt	Interest-bearing debt after deducting non-current and current financial receivables and cash guarantees, short-term deposits, cash and cash equivalents.	Net debt is a measure of debt after deduction of financial assets that can be deployed to repay the gross debt.
Net debt on EBITDA	Net debt divided by EBITDA.	Net debt on EBITDA provides a measure of the Group's capability (expressed as a number of years) to repay its debt through its operating profitability.
Operating free cash flow	Cash flows from Operating activities - capex (net of disposals of fixed assets)	Operating cash flow measures the net cash required to support the business (working capital and capital expenditure needs).

Metric	Definition	Reason for use
Return on capital employed (ROCE)	Operating result (EBIT) relative to the weighted average capital employed.	ROCE provides a measure of the Group's operating profitability relative to the capital resources deployed and managed by operating management.
Return on equity (ROE)	Result for the period relative to average equity.	ROE provides a measure of the Group's net profitability relative to the capital resources provided by its shareholders.
Underlying EPS	(EBITu + interest income - interest expense +/- other financial income and expense - income tax + share in the result of JVs and associates - result attributable to non-controlling interests) divided by the weighted average nr of ordinary shares (excluding treasury shares).	Underlying earnings per share or underlying EPS or EPSu is presented to assist the reader's understanding of the earnings per share before one-off items, as it provides a clearer basis for comparison and extrapolation.
WACC	Cost of debt and cost of equity weighted with a target gearing of 50% (net debt/ equity structure) after tax.	WACC is used to assess an investor's return on an investment in the Company.
Operating Working capital	Inventories + trade receivables + bills of exchange received + advanced paid - trade payables - advances received - remuneration and social security payables - employment-related taxes. The weighted average WC is weighted by the number of periods that an entity has contributed to the consolidated result.	Working capital includes all current assets and liabilities that operating management can actively and effectively control to optimize its financial performance. It represents the current component of capital employed.
Internal Bekaert Management Reporting	Focusing on the operational performance of the industrial companies of the Group, leaving out financial companies and other non-industrial companies, in a flash approach and as such not including all consolidation entries reflected in the full hard-close consolidation on which the annual report is based.	The pragmatic approach enables a short follow-up process regarding the operational performance of the business throughout the year.

For 2022 all ratio's have been restated excluding the Steel Wire Solutions Businesses of Chile and Peru, unless otherwise indicated.

in millions of €	Note annual report
Net Debt		2022	2023
Non-current interest-bearing debt		655	582
L/T Lease Liability - non-current		57	65
Current interest-bearing debt		371	231
L/T Lease Liability - current		18	22
Total financial debt	6.18	1 101	899
Non-current financial receivables and cash guarantees		-10	-10
Current financial receivables and cash guarantees		-6	-2
Short-term deposits		-5	-1
Cash and cash equivalents		-701	-632
Net debt	6.18	380	254

Capital Employed		2022	2023
Intangible assets		61	69
Goodwill		150	152
Property, plant and equipment		1 119	1 118
RoU Property plant and equipment		127	135
Working capital (operating)	6.8	676	641
Capital employed		2 133	2 115
Weighted average capital employed		2 070	2 129

Working capital (operating)		2022	2023
Inventories		967	789
Trade receivables		646	553
Bills of exchange received		34	56
Advances paid		14	29
Trade payables		-837	-633
Advances received		-23	-18
Remuneration and social security payables		-115	-125
Employment-related taxes		-11	-9
Working capital (operating)	6.8	676	641
Weighted average working capital (operating)		600	658

ROCE	2022	2023
EBIT	317	334
Weighted average capital employed	2 070	2 129
ROCE	15.3%	15.7%

EBIT interest coverage		2022	2023
EBIT		317	334
(Interest income)	5.4	-4	-13
Interest expense	5.4	34	40
(interest element of discounted provisions)	5.4	-1	-2
Net interest expense		29	26
EBIT interest coverage		11.0	13.1

ROE (return on equity)	2022	2023
Result for the period - excluding discontinued operations	258	253
Result for the period including discontinued operations	289	253
Average equity (period-weighted)	2 164	2 198
ROE¹	13.4%	11.5%

¹ 2022: including SWS Chile and Peru

Capital ratio (Financial autonomy)	2022	2023
Equity	2 230	2 166
Total assets	4 829	4 081
Financial autonomy	46.2%	53.1%

Gearing (net debt on equity)		2022	2023
Net debt - excluding discontinued operations		380	254
Net debt - including discontinued operations		487	254
Equity		2 230	2 166
Gearing (net debt on equity)¹	7.3	21.8%	11.7%

¹ 2022: including SWS Chile and Peru

Net debt on EBITDA	2022	2023
Net debt	380	254
EBITDA	564	523
Net debt on EBITDA	0.7	0.5

EBIT Underlying to EBIT 5.2

EBITDA	2022	2023
EBIT	317	334
Amortization intangible assets	10	12
Depreciation property, plant & equipment	144	133
Depreciation RoU property, plant & equipment	25	27
Write-downs/(reversals of write-downs) on inventories and receivables	10	5
Impairment losses/ (reversals of depreciation and impairment losses) on fixed assets	58	11
EBITDA	564	523

EBITDA - Underlying	2022	2023
EBIT - Underlying	410	388
Amortization intangible assets	10	12
Depreciation property, plant & equipment	143	130
Depreciation RoU property, plant & equipment	25	27

EBITDA - Underlying 591	561
Impairment losses/ (reversals of impairment losses) on fixed assets	1 10
Write-downs/(reversals of write-downs) on inventories and receivables	2 -7
Depreciation RoU property, plant & equipment 25	27

Net debt on EBITDA-underlying	2022	2023
Net debt	380	254
EBITDA-Underlying	591	561
Net debt on EBITDA-underlying	0.6	0.5

Current Ratio	2022	2023
Current Assets	2 854	2 195
Current liabilities	1 724	1 148
Current Ratio	1.7	1.9

Operating free cash flow	2022	2023
Cash flows from operating activities	340	440
Purchase of intangible assets	-15	-19
Purchase of PP&E	-170	-191
Purchase of RoU Land	—	—
Proceeds from disposals of fixed assets	3	15
Operating free cash flow	158	245

Free Cash Flow	2022	2023
Cash flows from operating activities	340	440
Purchase of intangible assets	-15	-19
Purchase of property, plant and equipment	-170	-191
Purchase of RoU Land	—	—
Dividends received	68	60
Interest received	5	13
Interest paid	-37	-35
Free Cash Flow	191	267

Underlying earnings per share (EPSu)	2022	2023
EBITu	410	388
Interest income	4	13
(Interest expense)	-34	-40
Other financial income/(expense)	-10	-39
(Income tax)	-74	-62
Share in result of JVs and associates	54	47
(Result attributable to non-controlling interests)	-5	2
Underlying earnings for the period attributable to shareholders of Bekaert	346	309
Basic Underlying earnings per share	6.15	5.76
Diluted Underlying earnings per share	6.10	5.73

Auditor's Report

-

Environmental statements

Energy

Our ambition is to reduce our combined Scope 1 and Scope 2 GHG emissions by -46.2% by 2030, compared to 2019, in line with science-based targets. We also aim to reach net-zero emissions by 2050 (scope 1 & 2). As outlined earlier, a key initiative to reduce our CO2e emissions is to improve the energy efficiency of our operations by installing energy-efficient infrastructure and equipment in our new plants and plant extensions, in addition to upgrading our existing facilities.

Total energy consumption = 4 545 GWh (including JVs) of which:

Electrical energy (including cooling) = 2 782 GWh
Thermal energy (heat) = 24 GWh
Thermal energy (steam) = 188 GWh
Natural gas (including LPG) = 1 521 GWh
Fuel = 30 GWh

GRI 302-1

Total energy Intensity ratio per ton = 1 646 kWh/ton (including JVs) of which:

Electrical energy (including cooling) = 1 007 kWh/ton
Thermal energy (heat) = 9 kWh/ton
Thermal energy (steam) = 68 kWh/ton
Natural gas (including LPG) = 551 kWh/ton
Fuel = 11 kWh/ton

Total energy Intensity ratio per net revenue = 850 MWh/net revenue (including JVs) of which:

Electrical energy (including cooling) = 520 MWh/net revenue (mln €)
Thermal energy (heat) = 4 MWh/net revenue (mln €)
Thermal energy (steam) = 35 MWh/net revenue (mln €)
Natural gas (including LPG) = 285 MWh/net revenue (mln €)
Fuel = 6 MWh/net revenue (mln €)

Energy intensity ratios: the energy (electricity, thermal, gas and fuel) used expressed per ton end product produced and expressed per net revenue. GRI 302-3

Renewable Electricity: 41% of our electricity needs came from renewable energy sources in 2023(including JVs). GRI 302-1

Our methodology to calculate the % of electricity needs that came from renewable sources, we deduct the green electricity what we produce ourselves from the consumption baseline. The consumption that is left comes from the grid and we estimate the amount of renewable electricity it contains based on average country-specific numbers published in 2023 by 'Our world in data'.The energy consumption (and CO2e emissions) by fuel is an estimated value. We have collected the detailed invoices for a Bekaert representative plant in 2022 and 2023 and extrapolated the number to all other plants and years before 2022 weighted on the energy consumption in each plant in the corresponding year. The energy and CO2e data include the following contributors: the Bekaert production sites, the headquarters in Belgium, the technology center in Belgium, and company cars. It does not include the small offices and warehouses of Bekaert. GRI 2-4

Data restatements: as a consequence of the sale of the steel wire solutions plants in Chile and Peru, we restated our energy and CO2e data (from 2019 onwards).

This resulted in a 2% decrease of total energy consumption (including JVs) compared to the values reported before. GRI 2-4

Actual energy consumption in GWh			Excluding JVs			Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Total energy consumption	4 487	4 112	4 437	4 202	4 025	5 101	4 692	5 106	4 793	4 545
from renewable sources	1 049	821	893	905	901	1 367	1 122	1 230	1 206	1 153
from non-renewable sources	3 438	3 291	3 544	3 297	3 124	3 733	3 570	3 876	3 587	3 392
Electrical energy (including cooling)	2 736	2 468	2 720	2 584	2 486	3 118	2 823	3 118	2 941	2 782
from renewable sources	1 029	797	873	881	883	1 347	1 098	1 210	1 182	1 135
from non-renewable sources	1 707	1 671	1 847	1 703	1 604	1 771	1 725	1 908	1 759	1 647
Thermal energy heat	28	29	27	30	24	28	29	27	30	24
from renewable sources	20	24	20	24	18	20	24	20	24	18
from non-renewable sources	8	6	7	7	5	8	6	7	7	5
Thermal energy steam	221	221	231	192	188	221	221	231	192	188
from renewable sources	0	0	0	0	0	0	0	0	0	0
from non-renewable sources	221	221	231	192	188	221	221	231	192	188
Natural gas & LPG	1 472	1 364	1 429	1 366	1 299	1 701	1 587	1 697	1 599	1 521
natural gas	1 328	1 229	1 275	1 300	1 222	1 558	1 444	1 513	1 499	1 400
LPG	143	135	154	66	77	143	143	184	100	121
Fuel	31	29	30	29	28	33	31	33	31	30

GRI 302-1, GRI 302-4

Energy intensity ratio in kWh per ton			Excluding JVs		Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Total energy intensity	1 813	1 838	1 792	1 834	1 846	1 638	1 629	1 603	1 657	1 646
Electrical energy (including cooling)	1 106	1 103	1 099	1 128	1 140	1 001	980	979	1 017	1 007
Thermal energy heat	11	13	11	13	11	9	10	8	10	9
Thermal energy steam	89	99	93	84	86	71	77	73	66	68
Natural gas (including LPG)	595	610	577	596	596	546	551	533	553	551
Fuel	12	13	12	13	13	11	11	10	11	11

GRI 302-3

Energy intensity ratio in MWh per net revenue (mln €)			Excluding JVs			Including JVs
	2019	2020	2021	2022	2023	2019 2020 2021 2022 2023
Total energy intensity	1 169	1 227	1 064	840	930	1 097	1 168	985	772	850
Electrical energy (including cooling)	713	736	652	516	574	670	703	601	473	520
Thermal energy heat	7	9	6	6	5	6	7	5	5	4
Thermal energy steam	57	66	55	38	43	47	55	45	31	35
Natural gas (including LPG)	383	407	343	273	300	366	395	327	257	285
Fuel	8	9	7	6	6	7	8	6	5	6

GRI 302-3

% of electricity needs that came from renewable sources			Excluding JVs			Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
	38 %	32 %	32 %	34 %	36 %	43 %	39 %	39 %	40 %	41 %

GRI 302-1

Actual energy consumption in GWh per significant location of operation (> 1000 employees: payroll + contingent workers)	2019	2020	2021	2022	2023
Belgium	245	221	236	206	183
Electricity	83	67	73	66	59
Natural gas & LPG	147	139	148	125	111
Purchased heat & steam	0	0	0	0	0
Fuel	15	15	15	14	12
China	1 851	1 748	1 793	1 650	1 701
Electricity	1 223	1 170	1 197	1 096	1 147
Natural gas & LPG	414	375	375	356	358
Purchased heat & steam	208	197	215	192	188
Fuel	7	6	6	6	7
India	137	133	180	182	177
Electricity	112	108	148	148	144
Natural gas & LPG	24	25	31	33	32
Purchased heat & steam	0	0	0	0	0
Fuel	0	0	1	1	1
Indonesia	305	281	308	273	271
Electricity	213	193	215	186	187
Natural gas & LPG	91	87	92	86	83
Purchased heat & steam	0	0	0	0	0
Fuel	1	1	1	1	1
Slovakia	445	409	460	451	395
Electricity	226	195	224	222	188
Natural gas & LPG	216	213	234	227	206
Purchased heat & steam	1	0	0	0	0
Fuel	2	1	2	2	2
US	475	382	390	414	360
Electricity	242	181	196	217	187
Natural gas & LPG	231	200	192	196	172
Purchased heat & steam	0	0	0	0	0
Fuel	2	1	1	1	1

GRI 302-1

Green House Gas emissions

We aim for carbon neutrality, as we believe this is the only way to take conscious and bold actions in reducing our carbon footprint.

In line with this, we have committed to join the Business Ambition for 1.5°C. Companies committed to the Business Ambition for 1.5°C receive independent validation of their targets from the Science Based Targets initiative (SBTi) and become part of the UN Climate Champions' Race to Zero.

Total Scope 1, 2 & 3 GHG emissions (including JVs) = 6 919 556 ton CO2e
Total Scope 1 & 2 GHG emissions (including JVs) = 1 471 912 ton CO2e
Total Scope 1 & 2 GHG emissions intensity ratio per ton (including JVs) = 533 kg CO2e /ton
Total Scope 1 & 2 GHG emissions intensity ratio on net revenue (including JVs) = 275 ton CO2e/net revenue (mln €)

Total Scope 1 & 2 GHG
emissions in ton CO2e	Excluding JVs					Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Scope 1 & 2 GHG emissions	1 657 650	1 512 509	1 638 326	1 475 411	1 407 394	1 741 292	1 589 536	1 742 274	1 546 095	1 471 912

GRI 305-1, GRI 305-2

Our Scope 1 & 2 emissions (excluding JVs) reduced by -4.6% in 2023 compared to 2022 and were -15.1% lower than our reference baseline 2019.

Our Scope 1 & 2 emissions (including JVs) reduced by -4.8% in 2023 compared to 2022 and were -15.5% lower than our reference baseline 2019. GRI 305-5

Total Scope 1 & 2 GHG
intensity ratio in kg CO2e/ton			Excluding JVs		Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Total GHG intensity ratio	670	676	662	644	646	559	552	547	535	533
Total Scope 1 & 2 GHG intensity ratio in ton CO2e/ net revenue (mln €)			Excluding JVs					Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Total GHG intensity ratio	432	451	393	295	325	374	396	336	249	275

GRI 305-4

Scope 1 & 2 calculation methodology

Our methodology to calculate CO2e related figures (such as absolute CO2e emissions and CO2e intensity) is developed with reference to the GHG protocol. For natural gas, LPG, and fuel (Scope 1) emissions, we use the emission factors that are published each year by DEFRA. For purchased steam and heat (Scope 2) emissions, we derived the emission factor from the one applicable to natural gas. For electricity (Scope 2) emissions, we use the emission factors that are published yearly by IEA with the latest available information, which includes revised numbers. These emission factors are published with 2.5 years of delay. Therefore, we use the latest available figures in our calculations of today and we update the numbers once IEA publishes the official emission factor for the corresponding year. This implies that some changes in our figures can be observed after publication. The reported Scope 2 electricity emissions are calculated based on the grey electricity (IEA emission factor) and green electricity, purchased from the grid or self-generated, which is considered to have a zero emission factor (market-based approach).

GRI 2-4

CO2 equivalent gases

Bekaert is aware of two GHG emissions other than CO2: gas transmission leakages and cooling fluid gas leakages. The first covers natural gas leakages during transmission via piping. We estimate this loss based on a Dutch study by Royal HaskoningDHV on greenhouse gas emissions from natural gas chains (reference: BI4005IBRP001F01; published 05/01/2022). The second covers the loss of cooling fluid gasses (used in cooling machines), which are based on an inhouse cooling machine study. Both CO2 equivalent gases have been added for all years.

The GHG quantification is subject to inherent uncertainty because of incomplete scientific knowledge to determine exact emission factors.

Some figures for the last months of the year 2023 have been estimated (< 1% of data) as some utility invoices come with delay. The published 2023 Energy and CO2e data is based on all the utility invoices that were available by 5 February 2024.

Data restatements: total Scope 1 & 2 GHG emissions are restated mainly driven by the exclusion of the sold plants in Chile and Peru and the addition of CO2 equivalent gases. Consequently, the Scope 1 & 2 intensity ratios have been updated as well.

Our 2023 Scope 1 & 2 GHG emissions including joint ventures and 2023 Scope 3 GHG emissions (all categories) have been externally validated by EY. Their auditor's report is included at the end of the 'Social Statements' in this report. GRI 2-4

Scope 1

Scope 1 emissions are direct greenhouse gas (GHG) emissions that are related to our operations.

Natural gas, LPG and fuel

Scope 1 GHG emissions (including JVs) = 304 839 ton CO2e
Scope 1 GHG intensity ratio (including JVs) = 111 kg CO2e /ton
Scope 1 GHG intensity ratio (including JVs) = 57 ton CO2e/net revenue (mln €)

GRI 305-1, GRI 305-4

Scope 1 GHG emissions natural			Excluding JVs		Including JVs
gas, LPG, other GHG emissions and fuel (in ton CO2e)	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
GHG emission natural gas & LPG	274 974	254 940	266 574	251 497	239 594	317 187	296 193	316 535	295 084	281 574
GHG emission natural gas	244 202	225 948	233 446	237 351	222 976	286 415	265 471	277 084	273 545	255 643
GHG emission LPG	30 772	28 992	33 128	14 146	16 618	30 772	30 723	39 451	21 539	25 931
Other GHGs emission	18 285	16 301	17 924	16 321	15 634	18 285	16 301	17 924	16 321	15 634
GHG emission fuel	7 769	7 377	7 698	7 320	7 091	8 328	7 906	8 309	7 860	7 631

GRI 305-1

Scope 1 GHG intensity ratio in kg			Excluding JVs			Including JVs
CO2e/ton	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
GHG intensity ratio natural gas & LPG	111	114	108	110	110	102	103	99	102	102
Other GHGs intensity ratio	7	7	7	7	7	6	6	6	6	6
GHG intensity ratio fuel	3	3	3	3	3	3	3	3	3	3

GRI 305-4

					Including JVs
2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
									53
5	5	4	3	4	4	4	3	3	3
2	2	2		2		2	2	1	1
	72	76	Excluding JVs 64	50 1	55	68 2	74	61	48

GRI 305-4

Global Scope 1 emissions from natural gas, LPG, other GHG emissions and fuel in ton CO2e per
significant location of operation (> 1000 employees: payroll + contingent workers)	2019	2020	2021	2022	2023
Belgium	49 220	45 657	48 994	42 825	39 079
China	77 715	70 612	70 292	66 423	67 160
India	5 373	5 468	6 891	7 256	7 050
Indonesia	19 747	18 969	20 035	15 941	15 403
Slovakia	40 159	39 461	43 305	41 899	37 966
US	42 924	37 054	35 487	36 074	31 714

GRI 305-1

Global Scope 1 emissions from natural gas, LPG, other GHG emissions and fuel in ton CO2e per business unit			Excluding JVs					Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Rubber Reinforcement	156 159	141 957	152 732	139 883	135 379	165 672	151 168	166 284	153 741	146 739
Steel Wire Solutions	103 401	97 601	99 584	99 973	90 524	136 660	130 172	136 605	130 242	121 684
Bridon-Bekaert Ropes Group	17 295	16 759	15 939	14 535	17 161	17 295	16 759	15 939	14 535	17 161
Speciality Businesses	720	985	1 027	831	611	720	985	1 027	831	611
Corporate	23 453	21 317	22 913	19 915	18 644	23 453	21 317	22 913	19 915	18 644

GRI 305-1

Scope 2

GHG emissions from purchased electricity and other types of energy (including JVs):

Electrical energy (including cooling) = 1 122 381 ton CO2e
Thermal energy (purchased heat) = 4 292 ton CO2e
Thermal energy (purchased steam) = 40 401 ton CO2e GRI 305-2

GHG Intensity Ratio (per ton) (including JVs):

Electrical energy (including cooling) = 406 kg CO2e/ton
Thermal energy (purchased heat) = 2 kg CO2e/ton
Thermal energy (purchased steam) = 15 kg CO2e/ton

GHG Intensity Ratio (per net revenue) (including JVs):

Electrical energy (including cooling) = 210 ton CO2e/net revenue (mln €)
Thermal energy (purchased heat) = 1 ton CO2e/net revenue (mln €)
Thermal energy (purchased steam) = 8 ton CO2e/net revenue (mln €) GRI 305-4

Scope 2 GHG emissions from purchased electricity and other types of energy in ton CO2e			Excluding JVs					Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Electrical energy (including cooling)	1 303 762	1 180 674	1 291 409	1 153 483	1 100 383	1 344 632	1 215 919	1 344 784	1 180 040	1 122 381
Thermal energy purchased heat	5 163	5 416	4 893	5 510	4 292	5 163	5 416	4 893	5 510	4 292
Thermal energy purchased steam	47 698	47 800	49 829	41 279	40 401	47 698	47 800	49 829	41 279	40 401

GRI 305-2

Scope 2 GHG intensity ratio in kg CO2e/ton Excluding JVs Including JVs 2019 2020 2021 2022 2023 2019 2020 2021 2022 2023 Electrical energy (including cooling) 527 528 522 503 505 432 422 422 408 406 Thermal energy purchased heat 2 2 2 2 2 2 2 2 2 2 Thermal energy purchased steam 19 21 20 18 19 15 17 16 14 15

Scope 2 GHG intensity ratio in ton CO2e/net revenue (mln €)			Excluding JVs			Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Electrical energy (including cooling)	340	352	310	231	254	289	303	259	190	210
Thermal energy purchased heat	1	2	1	1	1	1	1	1	1	1
Thermal energy purchased steam	12	14	12	8	9	10	12	10	7	8

GRI 305-4

Global Scope 2 emissions in ton CO2e per significant location of operation (> 1000 employees: payroll
+ contingent workers)	2019	2020	2021	2022	2023
Belgium	1 0	8 382	8 103	7 862	6 531
China	806 172	761 162	775 311	692 547	709 449
India	79 101	74 331	104 602	78 635	50 574
Indonesia	161 813	148 426	167 060	142 731	143 341
Slovakia	163	25 270	30 493	25 060	21 179
US	92 640	59 109	72 207	41 529	27 075

¹zero in 2019 because in Belgium we a had contract for a green electricity tariff until and including 2019

GRI 305-2

Global Scope 2 emissions in ton
CO2e per business unit		Excluding JVs					Including JVs
	2019	2020	2021	2022	2023	2019	2020	2021	2022	2023
Rubber Reinforcement	123 642	1 098 446	1 193 157	1 050 071	1 009 126	1 254 194	1 115 674	1 221 399	1 064 644	1 019 536
Steel Wire Solutions	72 451	81 490	88 779	86 907	78 141	91 768	99 507	113 913	98 891	89 728
Bridon-Bekaert Ropes Group	17 405	21 585	22 417	22 277	18 984	17 405	21 585	22 417	22 277	18 984
Speciality Businesses	30 820	29 412	38 339	37 904	35 907	30 820	29 412	39 339	37 904	35 907
Corporate	3 306	2 958	3 438	3 113	2 918	3 306	2 958	3 438	3 113	2 918

GRI 305-2

Scope 3

Scope 3 emissions in ton CO2e	20191	2021	2022	2023
Scope 3 emissions excluding JVs
Purchased goods & services	4 564 331	5 338 698	4 972 721	4 583 329
Capital goods	55 749	88 437	98 471	117 813
Fuel & energy related activities (not included in Scope 1 or 2)	57 189	56 895	53 547	51 085
Upstream transportation & distribution	100 158	120 408	128 215	116 969
Waste generated in operations	31 006	28 789	30 561	24 924
Business travel	2 740	1 000	2 100	5 500
Employee commuting	17 354	16 329	16 329	15 430
Upstream leased assets	0	0	0	0
Downstream transportation & distribution2	47 230	66 941	116 899	101 601
Processing of sold products	192 979	154 930	158 939	168 232
Use of sold products	62 175	62 175	62 175	62 175
End of life treatment of sold products	3 685	3 670	3 423	3 295
Downstream Leased Assets	0	0	0	0
Franchises	0	0	0	0
Scope 3 emissions JVs
Total JVs	141 195	94 478	186 985	197 291
Total Scope 3 emissions	5 275 791	6 032 752	5 830 365	5 447 644

¹2019 is the reference year for SBTi-calculation

2 Our scope of calculating emissions from transport has been extended over the past years, which explains the increase.

GRI 305-3

Methodology used:

Methodology developed with reference to the GHG Protocol.
The GHG Protocol defines Scope 3 emissions as all indirect emissions (not included in Scope 2) that occur in the value chain of the reporting company, including both upstream and downstream emissions.
Scope 3 emissions estimation tools generally provide information on CO² equivalent emissions (CO2e).
Quantification of GHG emissions is subject to inherent uncertainty because of incomplete scientific and methodological knowledge used to determine emission factors and the values needed to combine emissions of different gases.
Purchased goods & services: calculation based on tons of wire rod purchased and tCO2/t steel data provided by suppliers plus a calculation via the Makersite estimation tool based on raw materials spend excluding wire rod. Emissions associated with the purchase of spools, dies, wire, IT services, packaging & corporate services were excluded in previous reports, but are included now for all years.
Capital goods: calculation via the Makersite estimation tool based on Capex spend on tangible fixed assets, split between machinery (66.7%) and electrical equipment (33.3%).
Fuel & energy related activities (not included in Scope 1 or 2): calculation via the Makersite estimation tool based on Scope 1 & Scope 2 emissions.
Upstream transportation and distribution: calculation by the Makersite estimation tool based on tons shipped from suppliers to Bekaert sites plus relevant emission factors.
Waste generated in operations: calculation via the Makersite estimation tool based on waste produced.
Business travel: emissions from air travel only emissions from company cars/buses are included in Scope 1 emissions. Data provided by Egencia, based on journeys undertaken by Bekaert employees.
Employee commuting: calculation via the Makersite estimation tool based on number of employees plus contingent workers.
Upstream leased assets: none in Bekaert.
Downstream transportation and distribution: calculation based on sea, air, and road freight journeys (see below for more detail). For sea freight, the emissions are based on the MSC carbon calculator. Volumes shipped are considered as gross tons shipped, distances are per port-port pair and emission factors are taken from the MSC calculator. For road freight, the methodology applied is compliant with the GLEC framework, and uses Transporeon Carbon Visibility, with a combination of calculation methods

using fuel based primary data, route-based modelling and/or industry standard modelling. For air freight, emissions are based on input from Bekaert's main suppliers who all use the EcoTransIT emissions calculator.

Processing of sold products: calculation via the Makersite estimation tool based on estimated processing costs and tonnages for the two largest categories of products sold.
Use of sold products: calculation via the Makersite estimation tool based on products sold for internal combustion engine vehicle drive train applications (as per SBTi advice regarding qualifying products and direct/ indirect Scope 3 emissions).
End of life treatment of sold products: calculation via the Makersite estimation tool based on tons sold.
Downstream leased assets: none in Bekaert.
Franchises: none in Bekaert.
Total JVs: calculation via the Makersite estimation tool based on financial value of JVs.
As explained above, some of the emission estimates included in our Scope 3 inventory are based on emission factors related to spend or financial value via the Makersite estimation tool. As a result, these estimates do not necessarily reflect real changes in emissions. In future years we will investigate improved methodologies that better reflect the actual situation.

Restatements:

The Scope 3 emissions inventory presented in this report is different to that presented in previous reports for a number of reasons:

(1) The SBTi-recommended emissions estimation tool was taken out of service in late 2022. As a result, we now use estimation tools provided by Makersite. Using Makersite for our 2023 inventory, we also recalculated our prior years' inventories using the same Makersite models in order to ensure comparability.

(2) As a result of the divestments of SWS in Chile and Peru, we restated, where applicable, our input data for 2019, 2021 & 2022 and used these in the Makersite models.

(3) As reported last year, this year we expanded the coverage of the purchased goods & services category for 2023 and prior years to include Scope 3 emissions associated with dies, spools, packaging, IT/ telecommunication, corporate services, steel wire and rope specifics in addition to wire rod and raw materials.

(4) We improved the methodology, accuracy and coverage of emission estimates for a number of other categories. GRI 2-4

Scope 3 emissions from transport are from Bekaert consolidated entities (excluding joint ventures).

GHG emissions from outbound logistics:

Global sea freight: 27 754 ton CO2e
Road transport: 70 610 ton CO2e
Air freight: 3 237 ton CO2e

GHG intensity ratio from outbound logistics:

Global sea freight: 8.5 grams of CO2e emitted required to transport 1 ton of goods over 1 km
Road transport: 85.2 grams of CO2e emitted required to transport 1 ton of goods over 1 km
Air freight: 685.0 grams of CO2e emitted required to transport 1 ton of goods over 1 km

GRI 305-3

Scope 3 GHG emissions from outbound logistics in ton CO2e	20191	20201	20211	20222	20232
Global sea freight	18 578	22 603	31 137	29 263	27 754
Road freight	9 284	8 249	10 562	82 854	70 610
Air freight	800	803	4 118	4 782	3 237

1 Road freight 2019, 2020 and 2021 is limited to road freight for Rubber Reinforcement EMEA only.

²Road freight 2022 and 2023 includes emissions for all four business units and for both EMEA and North America.

GRI 305-3

Scope 3 GHG intensity ratio from outbound logistics (in g CO2e WtW/
t-km)	2021	2022	2023
Global sea freight	8.5	8.2	8.5
Road freight	44.0	86.5	85.2
Air freight	n.a.	697.0	685.0

GRI 305-4

GHG emissions intensity of company cars, personnel bus services and air travel:

GHG emissions from company cars & buses: 3 504 ton CO2e/year
GHG emissions from business travel (air): 5 500 ton CO2e (without radiative forcing (RF))

GHG emissions from company cars, personnel, bus services
and air travel	2019	2020	2021	2022	2023
GHG emissions from company cars & buses in ton CO2e/year	n.a.	3 606	3 508	3 497	3 504
GHG emissions from business travel (air) in ton CO2e (without radiative forcing (RF))	2 740	1 700	1 000	2 100	5 500

GRI 305-3

Purchased goods

Scope 3 emissions from purchased goods

Our Scope 3 GHG emissions from purchased wire rod were -5.1% in 2023 compared to 2022 and -3.1% compared to 2019 (excluding JVs).

Scope 3 emissions from purchased goods (in ton
CO2e)	20191	2021	2022	2023
Scope 3 emissions from purchased wire rod2	4 072 701	4 696 879	4 159 349	3 945 573
Scope 3 emissions from other purchased goods3	491 630	641 819	813 371	673 756

¹2019 is the reference year for SBTi-calculation

²Calculation based on tons of wire rod purchased and average tCO2/t steel data obtained from wire rod supplier or based on CRU dataset if no supplier data are available.

³Calculation based on emission factors related to spend via the Makersite estimation tool. As a result, these estimates do not necessarily reflect real changes in emissions. In future years we will investigate improved methodologies that better reflect the actual situation (see above for more details).

GRI 305-3

EU Taxonomy

This section covers the key performance indicators and accompanying information required under the EU Taxonomy (Regulation EU 2020/852¹ and the related Delegated Acts² ).

The EU Taxonomy aims to channel capital towards sustainable activities, with the end-goal of financing sustainable growth and achieving the EU objective of becoming climate neutral by 2050.

Reporting on our contribution to the environment through the EU Taxonomy is in line with Bekaert's ambition to create sustainable value for all stakeholders and become an industry leader in sustainability.

In line with the requirements for EU Taxonomy reporting, we reported on eligibility in 2021 and alignment on the two of the EU Taxonomy objectives, Climate Change Mitigation and Climate Change Adaptation, in 2022. With the publication of the delegated act pertaining to the remaining four environmental objectives³ , this year's analysis considers all the six environmental objectives of EU Taxonomy as well as the further amendments and recommendations from the European Commission. Certain aspects of the EU Taxonomy regulation are complex and open to interpretation at this point in time. As we await further guidance from the European Commission, Bekaert has prepared its EU Taxonomy reporting for fiscal year 2023 on a best effort basis, assessing compliance with the Taxonomy criteria using the latest guidance available and making assumptions or estimates where required. Bekaert's approach in determining eligibility and alignment with the EU Taxonomy regulation is further explained in the sections below.

Below we report on our EU Taxonomy eligibility and alignment for 2023, expressed through three key performance indicators: our share of eligible/ aligned, eligible/non-aligned and non-eligible activities in the Bekaert consolidated sales of 2023, capital expenditure additions and 'applicable' operating expenditures.

Note: consolidated sales is the terminology used in the Bekaert income statement. It has the same definition as 'net turnover' as used in the EU Taxonomy. We refer to note 2.4 in Part II – Financial Statements of this report for more detailed information on our revenue recognition principles.

¹ Regulation EU 2020/852 of the European Parliament and of the Council, published in the Official Journal of the European Union on the 22 06 2020.

² The Climate Delegated Act (Commission Delegated Regulation (EU) 2021/2139 of 4 June 2021) and the Disclosure Delegated Act (Commission Delegated Regulation (EU) 2021/2178 of 6 July 2021). 3 The Commission Delegated Regulation (EU) 2023/2486 of 21 November 2023 with respect to four environmental objectives: Sustainable use and protection of water and marine resources", "transition to a circular economy", "pollution prevention and control" and "protection and restoration of biodiversity and ecosystems".

EU Taxonomy eligibility assessment process

An 'eligible economic activity' is one that is described in the EU Taxonomy, regardless of whether it meets all the technical screening criteria laid out for that activity. To evaluate our EU Taxonomy eligibility, we have mapped all products manufactured by Bekaert subsidiaries, the applicable expenses incurred and investments made, and matched them with the activities described in the EU Taxonomy.

To facilitate this exercise, the EU Taxonomy includes a reference to NACE codes (Revision 2) on each activity. However, such reference is only indicative and does not prevail over the specific definition provided in the text of the Climate Delegated Act. Therefore, we first mapped the eligibility of our products and expenses in relation to the descriptions in such Delegated Act, and only using NACE codes (Revision 2) and other reference classifications provided by the Sustainable Finance Platform as a further guide. For instance:

For solutions that are listed under climate change mitigation environmental objective, activity 3.1 'Manufacture of renewable technologies', TRBC Classification provided by the Sustainable Finance Platform refers to 5020101011 - Wind Systems & Equipment, 5020101013 – Photovoltaic Solar Systems & Equipment, 5210204013 – Turbine Manufacturing; BICS Classification refers to 131110111111 – Wind Turbine components, 1311101115 – Other Renewable Energy Equipment, 1710121413 – Wire & Cable; S&P Classification refers to 33299C – Other fabricated metal manufacturing, 332600 – Spring and wire product manufacturing and 331200 - Steel product manufacturing from purchased steel. Following this guidance, we found our solutions that enable the manufacturing of renewable technologies such as the mooring lines for floating offshore wind turbines or ultra-fine wires that are used to cut wafers for solar photovoltaic panels as Taxonomy-eligible.
The same principle also applies to solutions that are listed under climate change mitigation environmental objective, activity 3.2 'Manufacture of equipment for the production and use of hydrogen' where our products explicitly match the reference S&P Classification such as 33299C – Other fabricated metal manufacturing, 331200- Steel product manufacturing from purchased steel and 332600 - Spring and wire product manufacturing. Regarding activity 3.5 'Manufacture of energy efficiency equipment for buildings, not only our solutions meet S&P Classification for 331200- Steel product manufacturing from purchased steel and RBICS Classification for 451510102510 – General Metal Parts and Components Makers, their eligibility is further reinforced with substantial contribution criteria referring to manufacturing of one or more of products and their

key components such as space heating and domestic hot water systems as is the case with our burners and heat exchangers.

For climate change mitigation environmental objective, activity 3.6. 'Manufacture of low carbon technologies', Bekaert is required to demonstrate that its product/technology provides substantial life-cycle greenhouse gas (GHG) emission savings compared to the best performing alternative technology/product/solution available on the market:
- Substantial life cycle GHG emission savings: for each product considered under this activity, Bekaert carried out a Life Cycle Analysis (LCA) calculation. We consider life cycle GHG emission savings substantial where the total life cycle emissions of the Bekaert product are below the ones of the best performing alternative. To determine compliance with the criteria listed in the EU Taxonomy, two digital LCA tools were used.
- Best performing alternative technology/product/solution: this is defined as the dominant, most-used product/technology on the market with the same core functionalities as the Bekaert product considered under this activity. Considering the fact that the publicly available information for alternative products is limited, we mostly chose a representative example from our product portfolio for comparative LCAs, and where no representative example was available, we modeled the competitor products based on certain assumptions.
- In the 2022 analysis, the required third-party verifications per LCA conducted were still in progress. Hence, we did not claim alignment for activity 3.6 in 2022. In 2023, we received third-party verification for the most material product groups. In 2024, we will continue with our efforts to obtain third-party verification for the remaining product groups listed as eligible under activity 3.6. This is consistent with our commitment to communicate the environmental sustainability of our products in a credible manner.

More information about our sustainable products and solutions is disclosed in Part I of this report: 'Our performance in 2023 - Knowledge'.

We assessed our eligibility by collaborating with and involving each of our four business units in performing the mapping exercise as referred to above. In our calculation of the key performance indicators we considered values of only those products that are specifically made for the eligible activities. We took into consideration each of the elements included in the activity description in the delegated acts, and when in doubt we referred to the technical screening criteria and the TEG Final Report – Technical Annex for further information on which products manufactured by Bekaert could be assessed as eligible or not. As mentioned above, certain aspects of the EU Taxonomy regulation are complex and open to interpretation. Therefore, we determined the eligibility of our products on a best effort basis using the latest guidance available and keeping in mind the philosophy of EU Taxonomy that is re-orienting capital towards sustainable activities that are required for the net-zero future, where key component suppliers such as Bekaert play a significant role. If a strict interpretation of the European Commission (i.e., FAQ 37 on the Commission Draft notice) would have been applied, it would have impacted the value of all three key performance indicators of Bekaert between 3-14%. EU Taxonomy Regulation may evolve in the future and different interpretations can occur. As a result, in the interpretation currently used by Bekaert, certain judgments have been used for some activities. In case of any change in the interpretation of the EU Taxonomy, updates to the figures disclosed might be needed.

EU Taxonomy alignment assessment process

The alignment of a product goes beyond its mere eligibility as it means that the activity complies with specific technical screening criteria related to the six EU environmental objectives and minimum social safeguards. In order to achieve alignment, several factors must be taken into consideration:

Substantial Contribution (SC): the activity/product needs to be considered as having a significant positive impact to one of the six environmental objectives, as defined by Technical Screening Criteria.
Do No Significant Harm (DNSH): the activity must meet minimum requirements of causing no significant harm to the five other environmental objectives by complying with certain thresholds, requirements or existing laws and regulations.
Minimum Social Safeguards (MSS): a company needs to respect minimum requirements concerning key social topics: human rights including workers' rights, due diligence and risk assessment process, grievance mechanisms, bribery/corruption, taxation and fair competition.

A. Substantial contribution & scope

Bekaert's sustainability strategy and SBTi-approved targets reflect a holistic approach that aligns with the EU Taxonomy (find more information in section 'Planet' in Part I of this report). The eligibility assessment determined that Bekaert's current activities contribute solely to the climate change mitigation objective of the EU Taxonomy. As the EU Taxonomy evolves, we remain committed to staying informed and gaining a deeper understanding of its developments, in order to explore new opportunities to make further contributions towards its other environmental objectives as well.

Given the complexity of the EU Taxonomy regulation, some criteria require additional clarification and interpretation. In the following section, we highlight a number of key considerations in Bekaert's EU Taxonomy assessment:

Substantial contribution to 3.1. 'Manufacture of renewable technologies': Bekaert produces key components for the manufacturing of renewable energy technologies. The substantial contribution criteria for this activity align with the activity description. Hence, if a product is deemed Taxonomy-eligible under activity 3.1, we determined that the 'substantial contribution' criterion was satisfied.
Substantial contribution to activity 3.2. 'Manufacture of products for the use of hydrogen': Bekaert produces components that enable the production of green hydrogen. Following the prudence principle and also

based on the low output of green hydrogen production in the world today, Bekaert will confirm the alignment of its hydrogen products in upcoming years. Bekaert has been at the forefront of developing innovative solutions for green hydrogen production for over 20 years and therefore, it is probable the current assessment is an underestimation of our green activities.

Substantial contribution to 3.5. 'Manufacture of energy efficiency equipment for buildings': Bekaert is the world's leading supplier of innovative burners and heat exchangers for hydrogen-ready gas boilers. The substantial contribution criteria for this activity refers to space heating and domestic hot water systems rated in the highest two populated classes of energy efficiency in accordance with Regulation (EU) 2017/1369 and delegated acts adopted under that Regulation. To assess our compliance with this criterion, we referred to relevant guidance from the latest Q&A of the Commission in December 2022 and the website for EPREL - European Product Registry for Energy Labelling. According to our knowledge, the gas burners that use our solutions are at the highest rating possible for gas burners, i.e., rating A. Improving the rating is possible only by combining it with other environmentally friendly technologies such as hybrid or hydrogen ready boilers. A certain proportion of our solutions are already implemented in hybrid boilers but we lack traceability due to being far from the end-product in the value chain. Hence, following the prudence approach, we don't claim any alignment for this activity in 2023, which could be considered as an underestimation of our green activities. However, we have several initiatives ongoing to improve traceability for hybrid boilers, as well as leveraging our existing technology and know-how in developments meeting substantial contribution criteria of EU Taxonomy.
Substantial contribution to activity 9.1. 'Close to market research, development and innovation': Bekaert actively researches product innovations that reduce, remove or avoid GHG emissions along the life cycle of products. The expenditures related to technologies in this field that have been demonstrated in an industrially relevant environment., i.e. TRL6 level, are reported under activity 9.1, which is a small percentage of all sustainable product innovation efforts that are taking place at Bekaert due to not meeting the criteria of TRL6. To demonstrate GHG savings, same approach as mentioned above for substantial contribution of activity 3.6 was applied where possible. In cases where publicly available information is limited, we made assumptions to estimate if potential GHG emission savings would occur.

B. Do No Significant Harm

As most of the eligible activities considered by Bekaert (3.1, 3.2, 3.5 and 3.6) require complying with the same Do No Significant Harm (DNSH) requirements, Bekaert has developed a systematic approach in assessing the compliance with these requirements:

Generic criteria for DNSH to pollution prevention and control regarding use and presence of chemicals: As a global manufacturing company, Bekaert is subject to multiple regulations concerning the use and presence of chemicals and follows local regulations accordingly. A study was performed to determine and ensure compliance of key manufacturing locations with the criteria set out by the EU Taxonomy Climate Delegated Act Appendix C. Key manufacturing locations were selected based on turnover representing, in total, approximately 80% of our aligned revenue.
Generic criteria for DNSH to climate change adaptation: An in-depth climate risk study was conducted, starting in 2022, to assess the impact of physical climate change risks on Bekaert's all global assets and operations. In 2023, Bekaert further continued to fine-tune this study focusing on adaptation solutions, and mapping of main exposures of key suppliers. More information is available in the 'Corporate Governance statement' section in Part II of this report.
Criteria for the transition to a circular economy: Bekaert is committed to continuously improving the circularity of its products, including design for high durability, recyclability, reuse and use of secondary raw materials, and waste management. We assessed the feasibility of the EU Taxonomy circular economy criteria for our eligible and aligned products and adopted relevant techniques where possible. As part of our efforts to establish a systematic approach to take our circular economy initiatives to the next level, we continuously conduct workshops and initiate projects. We are actively working toward making our company more circular in the future. Additional details can be found in the section 'Planet' in Part I of this report.

For products that are listed as Taxonomy-eligible under activity 9.1, a separate assessment of DNSH requirements have been carried out as listed in EU Taxonomy regulation and no potential risks have been found. Our assessment is largely based on the fact that similar materials and processes are used in the development of these new innovative products.

C. Minimum Social Safeguards

Bekaert adheres to the OECD Guidelines for Multinational Enterprises, the United Nations Guiding Principles on Business and Human Rights, the Fundamental Conventions of the International Labour Organisation (ILO), the International Bill of Human Rights, and Article 18 of the EU Taxonomy regulation. We further assessed compliance with Minimum Social Safeguards in line with the final report of the Platform on Sustainable Finance on Minimum Social Safeguards, focusing on four core topics: human rights including workers' rights, due diligence and risk assessment process, grievance mechanisms, bribery/corruption, taxation and fair competition.

Among other initiatives, we have a Supplier Code of Conduct and regular CSR audits, which allow us to further verify the respect of human/labor rights throughout our value chain. In 2023, we approved our updated Code of Conduct which reflects our bold new vision and strengthens our stance on key topics, including sustainability, diversity, equity, and inclusion, as well as fair competition. We are also intensifying our efforts to promote human rights by introducing a new cross-functional, global program for due diligence. More information on Social Safeguards and related risks throughout the Bekaert value chain is included in the 'Value Chain' section in Part I of this report and 'Corporate Governance statement' section in Part II.

EU Taxonomy Key Performance Indicators

1. Consolidated sales

Financial year 2023		Substantial contribution criteria										(Does Not Significantly Harm)
Economic activities	Code	Turnover	Proportion of turnover	mate change mitigation Cli	mate change adaptation Cli	Water	Pollution	my Circular econo	Biodiversity	mate change mitigation Cli	mate change adaptation Cli	Water	Pollution	my Circular econo	Biodiversity	m safeguards mu Mini	(A.2) turnover, year 2022 my aligned (A.1) or eligible Proportion of Taxono	enabling activity Category	transitional activity Category
		thousands of €	%	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y/N	Y/N	Y/N	Y/N	Y/N	Y/N	Y/N	%	E	T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
Manufacture of renewable energy technologies	CCM 3.1	40 342	1 %	Y	N/EL	N/EL	N/EL	N/EL	N/EL		Y	Y	Y	Y	Y	Y	1 %	E
Manufacture of other low carbon technologies	CCM 3.6	1 779 959	41 %	Y	N/EL	N/EL	N/EL	N/EL	N/EL		Y	Y	Y	Y	Y	Y	0 % E
Close to market research, development and innovation	CCM 9.1	122	0 %	Y	N/EL	N/EL	N/EL	N/EL	N/EL		Y	Y	Y	Y	Y	Y	0 % E
Turnover of environmentally sustainable activities (Taxonomy-aligned (A.1)		1 820 423		42 % 100%	0 %	0 %	0 %	0 %	0 %		Y	Y	Y	Y	Y	Y	1 %
Of which Enabling		1 820 423		42 % 100%	0 %	0 %	0 %	0 %	0 %		Y	Y	Y	Y	Y	Y	1 % E
Of which Transitional			0 %	0%													0 %		T
A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)				EL; N/ EL	EL; N/ EL	EL; N/ EL	EL; N/ EL	EL; N/ EL	EL; N/ EL
Manufacture of equipment for the production and use of hydrogen	CCM 3.2	27 288	1 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								0.3 %
Manufacture of energy efficiency equipment for buildings	CCM 3.5	62 056	1 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								2 %
Manufacture of other low carbon technologies	CCM 3.6	154 611	4 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								44 %
Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)		243 955	6 %	100 %	0 %	0 %	0 %	0 %	0 %								46 %
A. Turnover of Taxonomy eligible activities (A.1 + A.2)		2 064 378	48 %	100 %	0 %	0 %	0 %	0 %	0 %								47 %
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Turnover of Taxonomy-non-eligible activities (B)		2 263 514	52 %
TOTAL		4 327 892	100 %

Y - Yes: Taxonomy-eligible and Taxonomy-aligned activity with the relevant environmental objective, N - No: Taxonomy-eligible but not Taxonomyaligned activity with the relevant environmental objective, N/EL: not eligible, Taxonomy non-eligible activity for the relevant environmental objective, EL: Taxonomy eligible activity for the relevant objective.

Decimal used only for below 1%.

Numerator

The numerator is comprised of the Bekaert 2023 consolidated sales that are related to the economic activities listed in the table above (the numbers refer to the section in Annex I of the Climate Delegated Act that corresponds to such activity). We consider only the revenues generated from specific products and customers related to the EU Taxonomy activity.

All of the activities above are considered as enabling activities, as referred to in Article 10(1) point (i) of Regulation (EU) 2020/852.

Each business unit performed the eligibility analysis separately, for the products manufactured within the business unit. To avoid double counting, this information was then aggregated and validated by Group Finance, following the same principles as for the consolidated financial reporting.

Examples of eligible and aligned products and solutions can be found in Part I of this report: Our performance in 2023 - 'Knowledge' section.

Bekaert's commitment is to create and deliver long-term value to all its stakeholders and to create green and sustainable solutions. This sustainable value is also translated into the extended lifespan of our products, energy efficiency offered by our products, the reduced carbon footprint from their use, as well as the utilization of alternative low carbon materials and innovative technologies in its manufacturing processes.

Denominator

The denominator is comprised of consolidated sales as disclosed in Part II of this report: 'Financial Statements'.

The proportion of the Taxonomy aligned (A.1) and eligible (A.2) consolidated sales has, in line with the financial statements, been restated for the year 2022 as a result of the sale of the Steel Wire Solutions businesses in Chile and Peru.

2. Capital Expenditure (Capex)

Financial year 2023						Substantial contribution criteria			(Does Not Significantly Harm)
Economic activities	Code	CapEx	Proportion of CapEx	mate change mitigation Cli	mate change adaption Cli	Water	Pollution	my Circular econo	Biodiversity	mate change mitigation Cli	mate change adaption Cli	Water	Pollution	my Circular econo	Biodiversity	m safeguards mu Mini	my (A.2) CapEx, year 2022 aligned (A.1) or eligible Proportion of Taxono	enabling activity Category	transitional activity Category
		thousands of €	%	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL		Y/N	Y/N	Y/N	Y/N	Y/N	Y/N	%	E	T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
Manufacture of renewable energy technologies	CCM 3.1	8 340	4 %	Y	N/EL	N/EL	N/EL	N/EL	N/EL		Y	Y	Y	Y	Y	Y	0.3 % E
Manufacture of other low carbon technologies	CCM 3.6	64 942	31 %	Y	N/EL	N/EL	N/EL	N/EL	N/EL		Y	Y	Y	Y	Y	Y	0 % E
Close to market research, development and innovation	CCM 9.1	6 699	3 %	Y	N/EL	N/EL	N/EL	N/EL	N/EL		Y	Y	Y	Y	Y	Y	1 % E
CapEx of environmentally sustainable activities (Taxonomy-aligned (A.1)		79 981	39 %	100 %	0 %	0 %	0 %	0 %	0 %		Y	Y	Y	Y	Y	Y	2 %
Of which Enabling		79 981	39 %	100 %	0 %	0 %	0 %	0 %	0 %		Y	Y	Y	Y	Y	Y	2 % E
Of which Transitional		0	0 %	0 %													0 %		T
A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
				EL; N/ EL	EL; N/ EL	EL; N/ EL	EL; N/ EL	EL; N/ EL	EL; N/ EL
Manufacture of equipment for the production and use of hydrogen	CCM 3.2	14 570	7 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								3 %
Manufacture of energy efficiency equipment for buildings	CCM 3.5	3 002	1 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								2 %
Manufacture of other low carbon technologies	CCM 3.6	3 155	2 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								33 %
Electricity generation using solar photovoltaic technology	CCM 4.1	533	0.3 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								0 %
Renewal of water collection, treatment and supply systems	CCM 5.2	23	0 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								0.2 %
Construction, extension and operation of waste water collection and treatment	CCM 5.3	1 018	0.5 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								1 %
Renewal of waste water collection and treatment	CCM 5.4	225	0.1 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								0 %
Operation of personal mobility devices, cycle logistics	CCM 6.4	12	0 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								0 %
Infrastructure for personal mobility, cycle logistics	CCM 6.13	610	0.3 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								0 %
Renovation of existing buildings	CCM 7.2	6 912	3 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL								0.8 %

Financial year 2023					Substantial contribution criteria
Installation, maintenance and repair of energy efficiency equipment	CCM 7.3	8 380	4 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL	2 %
Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings	CCM 7.5	1 182	1 %	EL	N/EL	N/EL	N/EL	N/EL	N/EL	0.3 %
CapEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)		39 622	19 %	100 %	0 %	0 %	0 %	0 %	0 %	43 %
CapEx of Taxonomy eligible activities (A.1 + A.2)		119 603	58 %	100 %	0 %	0 %	0 %	0 %	0 %	45 %
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
CapEx of Taxonomy-non-eligible activities (B)		87 098	42 %
Total		206 701	100 %

Y - Yes: Taxonomy-eligible and Taxonomy-aligned activity with the relevant environmental objective, N - No: Taxonomy-eligible but not Taxonomy-aligned activity with the relevant environmental objective, N/EL: not eligible, Taxonomy non-eligible activity for the relevant environmental objective, EL: Taxonomy eligible activity for the relevant objective.

Decimal used only for below 1%.

Numerator

The numerator is comprised of (i) capex related to Taxonomy-eligible and -aligned solutions of Bekaert and (ii) capex related to other Taxonomy-eligible economic activities that are not directly linked to Taxonomy-eligible solutions of Bekaert (in both cases, we refer to capex invested during the fiscal year 2023), as described in Section 1.1.2.2 of Annex I of the Disclosure Delegated Act. The total EU Taxonomy-eligible and aligned capex is calculated from the following economic activities listed in the table above.

From the activities above, activities 3.1, 3.2, 3.5, 3.6, 6.13, 7 .3. 7.5 and 9.1 are considered as (eligible to-be) enabling activities, as referred to in Article 10(1) point (i) of Regulation (EU) 2020/852, while activity 7.2 is considered as an (eligible to-be) transitional activity as referred to in Article 10(2) of Regulation (EU) 2020/852. In certain scenarios where asset investments are used to manufacture both eligible and non-eligible products, we have applied an allocation rule based on the eligible revenue percentage of products manufactured in the specific production plant that capex project was implemented, in order to calculate the eligible capex. A similar approach was followed for aligned and non-aligned products.

Each business unit separately identified their capital expenditures related to eligible/aligned products manufactured by Bekaert (literal (a) of Section 1.1.2.2 of Annex I of the Disclosure Delegated Act). In a second stage, each business unit further screened the capex that was left out from the previous step to identify the capex related to the purchase of output from Taxonomy-eligible economic activities (literal (c) from the referred Section 1.1.2.2). Separately, the Group Finance department identified the capex related to other Taxonomy-eligible economic activities, which was not registered in the accounts of the business units.

Denominator

The denominator is comprised of Bekaert's total capex invested in the financial year 2023 as disclosed in Part II of this report – 'Financial Statements', covering additions to tangible and intangible assets considered before depreciation, amortization and any re-measurements that may apply.

The proportion of the Taxonomy aligned (A.1) and eligible (A.2) capex has, in line with the financial statements, been restated for the year 2022 as a result of the sale of the Steel Wire Solutions businesses in Chile and Peru.

3. Operational excellence expenses (opex)

Financial year 2023					DNSH criteria Substantial contribution criteria (Does Not Significantly Harm)
Economic activities	Code	OpEx	Proportion of OpEx	mate change mitigation Cli	mate change adaption Cli	Water	Pollution	my Circular econo	Biodiversity	mate change mitigation Cli	mate change adaptation Cli	Water	Pollution	my Circular econo	Biodiversity	m safeguards mu Mini	my aligned (A.1) or eligible (A.2) OpEx, year 2022 Proportion of Taxono	enabling activity Category	transitional activity Category
		thousands of €	%	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL	Y; N; N/EL		Y/N	Y/N	Y/N	Y/N	Y/N	Y/N	%	E	T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
Manufacture of renewable energy technologies	CCM 3.1	1 448	1 %	Y			N/EL N/EL N/EL N/EL N/EL				Y	Y	Y	Y	Y	Y	1%	E
Manufacture of other low carbon technologies	CCM 3.6	60 854	32 %	Y			N/EL N/EL N/EL N/EL N/EL				Y	Y	Y	Y	Y	Y	0 %	E
Transport by motorbikes, passenger cars and commercial vehicles	CCM 6.5	1 847	1 %	Y			N/EL N/EL N/EL N/EL N/EL				Y	Y	Y	Y	Y	Y	0.3 %		T
Close to market research, development and innovation	CCM 9.1	2 203	1 %	Y			N/EL N/EL N/EL N/EL N/EL				Y	Y	Y	Y	Y	Y	3%	E
OpEx of environmentally sustainable activities (Taxonomy-aligned (A.1)		66 351		35 % 100 %	0 %	0 %	0 %	0 %	0 %								4%
Of which Enabling		64 504		34 % 97 %	0 %	0 %	0 %	0 %	0 %								4 %	E
Of which Transitional		1 847	1 %	3 %	0 %	0 %	0 %	0 %	0 %								0.3 %		T
A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Manufacture of equipment for the production and use of hydrogen	CCM 3.2	4 520		2 % EL			N/EL N/EL N/EL N/EL N/EL										0.4 %
Manufacture of energy efficiency equipment for buildings	CCM 3.5	3 494		2 % EL			N/EL N/EL N/EL N/EL N/EL										2 %
Manufacture of other low carbon technologies	CCM 3.6	3 641		2 % EL			N/EL N/EL N/EL N/EL N/EL										34 %
Transport by motorbikes, passenger cars and commercial vehicles	CCM 6.5	8 729		5 % EL			N/EL N/EL N/EL N/EL N/EL										3 %
OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)		20 383		11 % 100 %	0 %	0 %	0 %	0 %	0 %								39 %
OpEx of Taxonomy eligible activities (A.1 + A.2)		86 734		46 % 100 %	0 %	0 %	0 %	0 %	0 %								43 %
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
OpEx of Taxonomy-non-eligible activities		102 973	54 %
Total		189 706	100 %

Decimal used only for below 1%.

Numerator

The concept of opex under the EU Taxonomy is not equal to one line item in the Income Statement. The EU Taxonomy has a specified scope for operational expenses to be reported (described in the Denominator section below), therefore, we refer to this reduced concept as 'applicable' opex to clearly differentiate it from the Income Statement lines reported by Bekaert.

The numerator is comprised of (i) 'applicable' opex related to Taxonomy-eligible and aligned activities and (ii) 'applicable' opex related to other Taxonomyeligible and aligned economic activities, as described in Section 1.1.3.2 of Annex I of the Disclosure Delegated Act. The total EU Taxonomy-eligible and aligned 'applicable' opex is calculated from the economic activities referenced in above table.

All of the activities above are considered as (eligible to-be) enabling activities, as referred to in Article 10(1) point (i) of Regulation (EU) 2020/852, except for activity 6.5 'Transport by motorbikes, passenger cars and light commercial vehicles'.

In certain scenarios where it is impossible to allocate opex to individual product lines, we have applied an allocation rule based on the eligible revenue percentage of products manufactured within the business unit or segment, in order to calculate the eligible R&D expenses, building renovation measures, and maintenance and repair expenses.

Each business unit extracted separately the opex meeting the definition of the EU Taxonomy related to the eligible and aligned products. Separately, our central purchasing department identified the 'applicable' opex related to the purchase of other Taxonomy-eligible economic activities, which was not registered in the accounts of the business units. Likewise, our central Technology and Innovation department identified the R&D expenses related to the eligible and aligned products, which was not registered in the accounts of the business units. To avoid double counting, this information was then aggregated and validated by Group Finance, following the same principles as for the consolidated financial reporting.

Denominator

Opex is defined in the Disclosure Delegated Act as direct non-capitalized costs that relate to research and development, building renovation measures, shortterm leases, maintenance and repair, and any other direct expenditures relating to day-to-day servicing of assets of property, plant and equipment. The denominator comprises of expenses that fit within this definition of opex.

Each business unit obtained the maintenance and repair costs (which include non-capitalized expenses for building renovation measures) from internal reporting systems.

The proportion of the Taxonomy aligned (A.1) and eligible (A.2) opex has, in line with the financial statements, been recalculated for the year 2022 as a result of the sale of the Steel Wire Solutions businesses in Chile and Peru.

We use water in our production processes, and we want to save every unnecessary drop. We are taking a close look at our water consumption and are implementing programs to reduce our water usage, especially, but not exclusively, in water stressed areas. Our ambition is to reduce our relative¹ freshwater intake in water stressed areas by -15% by 2030 compared to 2019.

After use and reuse many times over, water that cannot be further recycled is treated and cleaned before it leaves our premises.

All water data are combined data (consolidated entities + joint ventures). All comparative water data have been restated due to the divestment of the Steel Wire Solutions business activities in Chile and Peru. GRI 2-4, GRI 303-1

Water withdrawal

Total water withdrawal was 7 097 megaliter (ML) of which 3 052 ML from areas with water stress.

Freshwater withdrawal by source:

Surface water: 456 ML of which 447 ML from areas with water stress
Groundwater: 2 053 ML of which 737 ML from areas with water stress
Third party water: 4 588 ML of which 1 868 ML from areas with water stress:
4 037 ML from surface water of which 1 687 ML from areas with water stress
551 ML from groundwater of which 181 ML from areas with water stress

All data are provided by the respective plants.

Water stress: in areas with water stress, the ratio of total annual water withdrawal to total available annual renewable water supply is high (40-80%) or extremely high (>80%)

1 megaliter (ML) = 1 000 000 liter

Water withdrawal (in ML)	2019 (baseline)	2021	2022	2023
Total water withdrawal	8 933	8 667	8 227	7 097
from areas with water stress	3 512	3 555	3 337	3 052

Freshwater withdrawal by source (in ML)	2019 (baseline)	2021	2022	2023
Surface water	761	626	583	456
from areas with water stress	559	605	546	447
Groundwater	2 285	2 497	2 447	2 053
from areas with water stress	741	813	791	737
Total third-party water	5 887	5 544	5 197	4 588
from areas with water stress	2 212	2 137	2 000	1 868

Third-party water by source (in ML)	2019 (baseline)	2021	2022	2023
Third-party water from surface water	5 347	4 735	4 305	4 037
from areas with water stress	1 955	1 783	1 687	1 687
Third-party water from ground water	540	809	892	551
from areas with water stress	257	354	313	181

GRI 2-4, GRI 303-3

Water discharge

Total water discharge is 3 408 ML in 2021 of which 1 416 ML to areas with water stress.

Water discharge by destination:

Surface water: 1 172 ML of which 5 ML freshwater and 1 167 ML other water
Groundwater: 0 ML
Sea water: 26 ML of which 0 ML freshwater and 26 ML other water
Third party water: 2 210 ML of which 11 ML freshwater and 2 199 ML other water

Water discharge to areas with water stress was 1 416 ML of which 10 ML freshwater and 1 406 ML other water.

Our water discharge is filtered at our own premises.

All data are provided by the respective plants.

Water stress: in areas with water stress, the ratio of total annual water withdrawal to total available annual renewable water supply is high (40-80%) or extremely high (>80%)

1 megaliter (ML) = 1 000 000 liter

2021	2022	2023
4 033	3 727	3 408
1 984	1 591	1 416

2021	2022	2023
1 466	1 421	1 172
502	2	5
964	1 419	1 167

0	0	0
45	16	26
0	0	0
45	16	26
2 522	2 290	2 210
46	16	11
2 476	2 274	2 199
1 984	1 591	1 416
509	4	10

GRI 2-4, GRI 303-2, GRI 303-4

Water consumption

Water consumption = total water withdrawal - total water discharge.

Total water consumption was 3 689 ML of which 1 636 ML from areas with water stress

All data are provided by the respective plants.

Water stress: in areas with water stress, the ratio of total annual water withdrawal to total available annual renewable water supply is high (40-80%) or extremely high (>80%) 1 megaliter (ML) = 1 000 000 liter

Water consumption (in ML)	2021	2022	2023
Total water consumption	4 634	4 500	3 689
From areas with water stress	1 571	1 746	1 636

GRI 2-4, GRI 303-5

Recycled input material

Recycled input material (consolidated,
excluding JVs)	2021	2022*	2023
% Recycled content in wire rod (purchased by the
steel mills)	26	26	20
% Recycled content in purchased zinc			28
% Recycled content in purchased copper			5

• 2022 data have been restated due to the divestment of the Steel Wire Solutions business activities in Chile and Peru. GRI 2-4, GRI 301-2

Waste

Our ambition is to reduce our relative ¹ waste volume by 25% by 2030 compared to 2019. All steel scrap is returned to the steel mills for recycling.

Waste data are combined data (consolidated entities + joint ventures).

All waste data have been restated due to the divestment of the Steel Wire Solutions business activities in Chile and Peru.

Steel scrap in ton	2019	2021	2022	2023
Preparation for re-use	0	0	0	0
Recycling	115 538	106 496	99 257	98 278
Other recovery operations	0	0	0	0

Steel scrap = steel wire scrap, end-of-life spools and machine spare parts, other steel-based scrap. GRI 2-4, GRI 306-4

1 measured against ton of final product produced

Chemical management

We have a product stewardship framework and related capability building in place. The framework covers:

standardized chemical management,
environmental compliance of both raw materials and finished products, and
related customer expectations.

We have a global chemical management standard and a global tool in place that allows efficient implementation of the standard, strict governance process and more proactive product compliance.

In line with the ISO 14001 requirements, a company-wide process for lifecycle management has been deployed. The process aims to identify potentially significant environmental impacts in the entire supply chain and considering all the stages of the lifecycle of our finished products and how to address them in an appropriate way.

At Bekaert, we closely monitor the EU REACH regulation to confirm compliance in a proactive way related both to the raw materials we are using and to our finished products. We are in contact with our suppliers to verify their REACH compliance in the supply process of raw materials. Furthermore, we identify substances of concern and start proactive phaseout programs. In case we identify important regional differences in hazard classification and exposure limits, we are committed to applying our own company-specific hazard classification and exposure limits which are mandatory if no stricter regulations apply. GRI 403-7

Social statements

Bekaert Integrated Annual Report 2023 − 273 −

Health & safety

Safety programs

The Bekaert safety programs guide all employees toward the same safety mindset and behaviors worldwide.

BeCare: no harm to anyone @Bekaert

It is our goal to create a no-harm-to-anyone working environment at Bekaert. We commit to do whatever is necessary to eliminate accidents in the workplace.

BeCare, the Bekaert global safety program, launched in 2016, is our way to do this. It focuses on creating an interdependent safety culture, promoting strong risk awareness, removing risk tolerance, and investing in the necessary tools and equipment to create a safer working environment. BeCare has changed the behavior in our plants and offices and in our meetings with business partners.

Bekaert also launched a development program for site managers and regional operations leaders that builds awareness, knowledge and understanding about SH&E-related compliance and liabilities. More information on BeCare Pro can be found in Part I of this report: 'Our performance in 2023: People'. GRI 403-2

Safety procedures

Bekaert has developed several safety procedures and standards that apply to all our plants worldwide. They aim for a coherent and standardized approach to processes and actions across the group. GRI 403-2

Special attention was given to the following standards during 2023: Permit to work; Working @ Height; Lock out, Tag out, Try out (LoToTo) and Electrical safety.

In line with our BeCare safety program, and to put more emphasis on safety in specific situations, our employees must follow the Life-Saving Rules. The rules are simple dos and don'ts in 10 hazardous situations that have the highest potential to cause a fatality. They apply to everyone: employees, contractors and visitors. Moreover, they are not only applicable at the workplace but also highly recommended on the road, at home and in other situations.

Abiding by these rules is a condition of employment at and access to our sites. Following these rules and helping others to do so will save lives. That is why consequence management applies to those who do not follow the Life-Saving Rules.

GRI 403-2, GRI 403-7

Apart from the behavioral component, we realize that equipment safety is also key in our efforts to improve our safety performance. To meet this need, we have an equipment safety standard in place that describes the requirements to which all new and existing equipment should comply. Our Engineering departments start their design process from this standard when they develop a new machine. Existing machinery is evaluated on its safetyrelated risks via a risk assessment method. The method prioritizes the risks that could have the most severe impact and are most likely to happen.

Bekaert has approved a safety investment program that is being rolled out between 2022 and 2025 as another enabler to create a safe environment for all people at the workplace. GRI 403-2

A healthy workplace

In addition to the BeCare and safety investment initiatives aimed at eliminating safety risks, we also want to create and maintain a healthy workplace for our employees.

Workplace conditions

We monitor workplace conditions such as noise, dust, ergonomics, and temperature, and are defining and implementing a roadmap to make further improvements. Our new investments consider strict standards concerning all working conditions. GRI 403-3

All employees and subcontractors working in the Bekaert plants worldwide wear the safety and health equipment provided to avoid the risks of injuries and health impacts. This includes uniforms, dust filters, eye and ear protection, and grippers and hoists to lift and handle spools, coils, and pallets in an ergonomic way.

Bekaert will not purchase or renew the lease contract of diesel-powered forklifts and other internal trucks in the plants, unless there is no alternative, to eliminate the CO2 emissions. GRI 403-3

Handling and storing chemicals

Throughout the company, we pay special attention to the safe handling and storage of chemicals. A database records all chemicals used in our plants and strict health and safety guidelines apply to our employees. Employees who are exposed to potentially hazardous materials go through a medical check-up every six months. We are developing and optimizing techniques and processes that eliminate the need for hazardous chemicals during heat treatment processes. GRI 403-2, GRI 403-3, GRI 403-7

Mental health

77% of the employees in the Bekaert subsidiaries (compared to 68% in 2022¹ ) have access to a globally deployed employee assistance program that focuses on mental health. In addition, other specific mental health programs run in various entities.

GRI 403-3, GRI 403-6

More information on the standards we comply with regarding the handling of chemicals and other substances that may cause potential environmental and health risks, is included in Part II: 'Environmental Statements' of this report.

¹ The 2022 number has been restated due to the divestment of the Steel Wire Solutions business activities in Chile and Peru.

Safety data

The Total Recordable Incident Rate increased by +0.89 compared to 2022.
The Lost-Time Incident Frequency Rate was +0.58 higher than last year, driven by an increase in incidents that led to lost time.
The number of incidents leading to life-altering injuries increased from six cases in 2022 to nine in 2023.
11% of all incidents either led or could potentially have led to a life-altering injury, up from 10% in 2022.
The number of incidents that happened in high-risk situations (but not necessarily resulting in a serious injury) remained the same in 2023 compared to 2022.
No fatal accidents occurred on our premises in 2023 (employees on the payroll, contingent workers, or subcontractors).
No fatal accidents occurred on the way to and from work in 2023.

47% of the injuries that happen at Bekaert involve hands and fingers. Despite all safety measures, nine of these incidents in 2023 were lifealtering, compared to six in 2022. In safety procedures and during safety training, special attention is given to the prevention of hand and finger injuries. Other body parts injured were head and neck (19%), upper limbs (14%), lower limbs (9%), feet and toes (6%) and torso, back and organs (6%). GRI 403-9

In 2023 Bekaert expanded, as intended, its certifications against international management system standards for safety. Bekaert has a corporate integrated management system. This centrally governed management system is the basis of ISO 45001 certification (safety) of 30 sites (43% of the manufacturing plants). Increased certification to ISO45001 is an ongoing goal. GRI 403-1, GRI 403-8

On average, each Bekaert employee received 9 hours of safety-related training in 2023 (compared to 7 hours in 2022). GRI 403-5

Key safety performance indicators Bekaert
consolidated	2020	2021	2022*	2023
TRIR	4.30	3.93	3.88	4.84
LTIFR	2.94	2.27	2.46	3.01
SI rate	0.02	0.10	0.12	0.14

Key safety performance indicators Bekaert combined (consolidated plants + joint ventures)	2020	2021	2022*	2023
TRIR	4.02	3.67	3.4	4.29
LTIFR	2.65	2.08	2.09	2.67
SI rate	0.02	0.12	0.1	0.15

*2022 data have been restated due to the divestment of the Steel Wire Solution business activities in Chile and Peru and several corrections after an internal audit on the application of tightened definitions. The 2020-2021 data have not been restated. GRI 2-4

The Group's 2023 and restated 2022 safety metrics are affected by the carve-out of the discontinued operations in Chile and Peru. This is the result of deducting a relatively low number of incidents (nominator) and a very high number of working hours (denominator) from the total. Steel Wire Solutions Chile has relatively strong safety metrics due to a large sales and distribution activity, which overall is a safer working environment than a manufacturing activity.

Bekaert Integrated Annual Report 2023 − 278 −

All safety metrics of 2022 have been thoroughly analyzed and audited in 2023 according to tightened definitions, which led to some additional restatements. The disclosures of 2023 have been audited by Internal Audit and by EY, whose audit report is attached at the end of the Chapter 'Social Statements' in this report.

GRI 403-9

Incident rates per gender

Group data by gender (payroll employees)	Male		Female
	2022*	2023	2022*	2023
LTIFR1	2.36	3.08	2.31	3.33
SI rate2	0.07	0.17	0.17	0.00
TRIR3	3.97	4.91	3.49	4.73

*2022 data have been restated due to the divestment of the Steel Wire Solution business activities in Chile and Peru and due to certain corrections as a consequence of tightened definitions.

¹ LTIFR: Lost Time Incident Frequency Rate: number of lost time incidents per million worked hours.

² SI: real Serious Injuries per million worked hours.

³ TRIR: Total Recordable Incident Rate: all recorded incidents per million worked hours.

GRI 2-4, GRI 403-9

Incident rates per region

Group data per region 2021		EMEA Latin America	North America	Asia Pacific	JVs	Bekaert Consolidated	Bekaert Combined
LTIFR1
All (Bekaert payroll employees + contractors)	5.88	1.71	1.48	0.62	0.95	2.27	2.08
Bekaert own workforce (payroll + contingent workers)	6.06	1.82	1.64	0.71	1.31	2.59	2.42
Contractors	4.34	1.34	0	0.38	0	1.08	0.89
SI rate1
All (Bekaert payroll employees + contractors)	0.32	0	0.30	0	0.21	0.10	0.12
Bekaert own workforce (payroll + contingent workers)	0.29	0	0.33	0	0.29	0.11	0.13
Contractors	0.62	0	0	0	0	0.08	0.07
TRIR1
All (Bekaert payroll employees + contractors)	7.23	1.71	18.91	1.14	2.10	3.93	3.67
Bekaert own workforce (payroll + contingent workers)	7.28	1.82	19.97	1.23	2.63	4.44	4.20
Contractors	6.82	1.34	9.11	0.089	0.75	2.00	1.77

Group data per region 2022*		EMEA Latin America	North America	Asia Pacific	JVs	Bekaert Consolidated	Bekaert Combined
LTIFR1
All (Bekaert payroll employees + contractors)	5.74	2.17	1.59	0.82	0.00	2.46	2.09
Bekaert own workforce (payroll + contingent workers)	5.98	1.57	1.79	0.93	0.00	2.76	2.39
Contractors	3.72	4.08	0.00	0.52	0.00	1.31	1.05
SI rate1
All (Bekaert payroll employees + contractors)	0.13	0.48	0.27	0.04	0.00	0.12	0.10
Bekaert own workforce (payroll + contingent workers)	0.14	0.63	0.00	0.00	0.00	0.10	0.08
Contractors	0.00	0.00	2.46	0.13	0.00	0.19	0.15
TRIR1
All (Bekaert payroll employees + contractors)	7.04	3.37	11.68	1.17	0.66	3.88	3.40
Bekaert own workforce (payroll + contingent workers)	7.35	3.15	11.90	1.32	0.93	4.38	3.91
Contractors	4.34	4.08	9.83	0.78	0.00	1.97	1.57

*2022 data have been restated due to the divestment of the Steel Wire Solution business activities in Chile and Peru and due to certain corrections as a consequence of more accurate definitions

Group data per region 2023		EMEA Latin America	North America	Asia Pacific	JVs in Brazil and Colombia	Bekaert Consolidated	Bekaert Combined
LTIFR1
All (Bekaert payroll employees + contractors)	7.80	3.75	3.19	0.55	0.60	3.01	2.67
Bekaert own workforce (payroll + contingent workers)	8.10	4.74	3.46	0.52	0.51	3.49	3.11
Contractors	5.07	0.96	0.00	0.63	0.79	1.22	1.14
SI rate1
All (Bekaert payroll employees + contractors)	0.14	0.25	0.29	0.10	0.24	0.14	0.15
Bekaert own workforce (payroll + contingent workers)	0.16	0.34	0.31	0.09	0.17	0.15	0.15
Contractors	0.00	0	0	0.13	0.40	0.09	0.15
TRIR1
All (Bekaert payroll employees + contractors)	9.63	5.51	15.39	1.17	0.95	4.84	4.29
Bekaert own workforce (payroll + contingent workers)	9.66	7.10	15.72	1.13	1.02	5.45	4.89
Contractors	9.42	0.96	11.40	1.25	0.79	2.53	2.20

1 Contractor: employee of a supplier who performs predefined tasks on a regular basis on our premises. This includes but is not limited to employees of cleaning services, security services, temporary employment agencies (interim workers).

GRI 2-4, GRI 403-9

Communicating with and engaging our employees

People engagement and empowerment have always been important at Bekaert. We empower our teams with responsibility, authority and accountability, and count on the engagement of every Bekaert employee in driving a higher-level performance.

The Bekaert Intranet is a place where employees can share and obtain knowledge, find relevant information fast, connect with colleagues, collaborate with team members on common development programs, and actively contribute to impactful communications across the company. Moreover, the company's internal social media platform Yammer and video platform Stream are intensively used tools to share best practices, celebrations and ideas. Our employees regularly receive internal news bulletins with corporate messages and business updates.
Every quarter, Bekaert's CEO and CFO invite all managers and salaried professionals worldwide to join an internal webcast at the occasion of the financial news releases. They share information on Bekaert's performance and the actions to be taken and answer the questions raised. The sessions are recorded and can be replayed afterwards via our internal online video platform.
Next to the quarterly financial updates, employees are also invited to Communication Town Halls, hosted by the CEO and the members of the Bekaert Group Executive. They share insights on market developments, decisions made, and strategies established and implemented. These sessions engage active interaction with all participants.
Bekaert has its own employee podcast, Bekaert Bits & Bytes. The podcast shares stories from colleagues across the globe sharing inspiring ideas and discussions on highly relevant themes.

GRI 2-23, GRI 2-24, GRI 2-26, GRI 2-29

Learning & development

On average, each employee received 41 hours of training in 2023.

Average hours of training	2021			2022*		2023
per employee per region	Male	Female	Male	Female	Male	Female
EMEA
Blue collars	37	37	41	32	57	36
Salaried professionals	25	26	37	26	32	30
Management	17	20	18	22	29	44
Latin America
Blue collars	39	150	72	105	75	52
Salaried professionals	23	21	28	33	51	51
Management	34	43	42	33	49	86
North America
Blue collars	22	14	71	100	20	21
Salaried professionals	17	9	7	6	19	16
Management	20	19	14	11	23	22
Asia Pacific
Blue collars	37	58	23	29	36	63
Salaried professionals	24	16	25	22	28	25
Management	39	27	25	22	33	34

*2022 data has been restated due to the divestment of the Steel Wire Solution business activities in Chile and Peru.

GRI 2-4, GRI 404-1

On average, each employee received 7 hours of mandatory training in 2023. GRI 404-1

On average each employee received 9 hours of safety training in 2023. GRI 403-5, GRI 404-1

On average each employee received 1 hour of well-being training in 2023. GRI 403-6, GRI 404-1

Labor unions and collective bargaining agreements

Communication also includes the information exchange and negotiations with labor unions. We recognize the right of any employee to join or to refrain from joining a labor union. 80% of our employees worldwide are covered by collective bargaining agreements.

Agreements with trade unions are locally concluded and include the following elements:

Personal protective equipment
Right to refuse unsafe work
Joint management-employee health and safety committees
Participation of worker representatives in health and safety matters
Inspections, audits, and accident investigations
Training and education
Complaints mechanism

• Periodic inspections

GRI 2-29, GRI 2-30, GRI 407-1

Health and safety committees

Our integral workforce is represented in formal joint management-worker health and safety committees. They help monitor and formulate advice on occupational health and safety programs. GRI 2-29, GRI 403-4

Highest ethical standards

Integrity

Bekaert's commitment to integrity, ethics and compliance starts with its Board of Directors (Board) and the Bekaert Group Executive (BGE). The Board's Audit, Risk and Finance Committee (ARFC) meets quarterly to review and evaluate Bekaert's compliance program in relation to the Code of Conduct. Bekaert reports integrity case statistics twice a year to the BGE and ARFC. Bekaert's CEO and other senior leaders regularly communicate with employees about the importance of compliance. Through town hall meetings, staff meetings, messages cascaded through their direct reports, and in e-mail communications to employees, senior leadership emphasizes the importance of integrity and compliance and every employee's responsibility to do the right thing.

In December 2023 Bekaert issued its new Code of Conduct which was approved by the Board. The updated Code reflects our revitalized values, ambition, purpose, our new brand identity, and covers new and updated risk areas and topics such as sustainability, antitrust, diversity, equity, and inclusion.

Our hiring policy states that every new employee receives a copy of our Code of Conduct and every year, all salaried professionals and managers worldwide are required to read the Bekaert Code of Conduct, and to renew their commitment to the principles of the Code and the Bekaert values. GRI 2-24

100% of the managers and 100% of the salaried professionals renewed their commitment to the Code of Conduct in 2023. Operators obtain training on the Code of Conduct and are required to recertify every three years.

Bekaert provides extensive compliance trainings to employees on a number of key topics including but not limited to anti-bribery and -corruption, antitrust, data privacy, compliance awareness, speak up culture and trade compliance (economic sanctions). Bekaert's training program includes a combination of classroom style/live training and online training modules. We use a risk-based approach and tailor training to selected groups of employees based on the risks associated with their role. Bekaert modifies its training plan throughout the year to address compliance trends and lessons learned from internal investigations.

In 2023, we re-deployed a mandatory anti-bribery and anti-corruption course to all managers at Bekaert and to salaried professionals employed in departments that have frequent contacts with third parties. All managers and salaried professionals completed a mandatory Privacy course. 100% of the addressees completed the training and passed the test. A dedicated training on anti-trust was assigned to a specific target audience of managers, based on Hay classification level and function. 100% of the addressees completed the training and passed the test. Regional compliance e-training was also deployed using a risk-based approach e.g. on the topics of conflict of Interest, anti-harassment.

Live training on selected Compliance risks and policies are also provided to specific functional groups. In addition, the Group Internal Audit department regularly audits adherence to the respective policies and procedures and recommends corrective actions where necessary. All policies are available on the Bekaert Intranet. GRI 2-25, GRI 205-1, GRI 205-2, GRI 408-1, GRI 409-1

In 2023, Bekaert implemented a new central case reporting and investigation management tool. The tool, which allows all employees and also third parties to report concerns or raise questions, is one of several communication vehicles for asking questions or raising concerns. The tool allows for confidential two-way communication between Group Ethics and Compliance and any anonymous reporter as well as with those who shared their identity in the issued report. Employees are encouraged to speak up and raise concerns by whichever method they feel most comfortable. They may alternatively reach out to their HR representative, to Group Legal or Group Ethics and Compliance, to Internal Audit or to their direct manager or supervisor. Our Investigation Protocol ensures the quality and consistency of our investigations and their respective reporting requirements.

In 2023, 109 integrity allegations were reported through our integrity reporting channels. None of the allegations constituted a violation by Bekaert employees of integrity breaches related to discrimination, bribery, or corruption. Each allegation case was thoroughly investigated. Remedial measures were taken as necessary for all substantiated cases and for those cases where improvement areas were revealed. All incoming reports are handled with the highest level of confidentiality. Bekaert takes all necessary measures to protect employees against any form of retaliation when reporting a concern. GRI 2-25, GRI 205-3, GRI 406-1

In 2023, Bekaert inaugurated 5 active Regional Compliance Committees in EMEA and India, North Asia, Southeast Asia, North America, and Latin America. The Committees are comprised of crossfunctional leaders in Procurement, Finance, Human Resources, Legal, Operations, and Commercial and meet on a quarterly basis. In these quarterly meetings the leaders are briefed on compliance initiatives, policies, procedures, and lessons learned from recent investigations. In addition, these leaders receive training and messages to cascade further to their teams and discuss the compliance procedures in their areas of the business.

Embracing diversity

All diversity data apply to Bekaert subsidiaries (excluding joint ventures).

Nationality diversity

Throughout our organization, 314 employees have another nationality than that of the country they work in. The countries where we have the largest foreign employee workforce are Belgium (98 foreign employees or 7% of the Belgian workforce) and Slovakia (65 foreign employees or 3% of the Slovakian workforce).

GRI 2-7

Nationality diversity - 31 December 2023		# People # Nationalities
Blue collars	14 995	44
Salaried professionals	3 743	48
Management 1	1 653	54
Total Bekaert employees	20 391	74

¹ B7 and above (Hay classification reference)

Our 2022 employee diversity data have been restated due to the divestment of the Steel Wire Solutions business activities in Chile and Peru. GRI 2-4

Nationality diversity - 31 December 2022
restated		# People # Nationalities
Blue collars	16 013	42
Salaried professionals	3 959	47
Management 1	1 640	54
Total Bekaert employees	21 612	70

Nationality diversity in the Board of Directors and in the Leadership Team of Bekaert:

Nationality diversity -
31 December 2023		# People # Nationalities	# Non-native ¹	% Non-native
Board of Directors	10	5	4	40 %
Bekaert Group Executive (BGE)	8	7	6	75 %
Senior Vice Presidents (B16-B18) ²	15	6	6	40 %
Next leadership level (B13-B15) ²	81	18	45	56 %
Total leadership team	114	363	61	54 %

Nationality diversity - 31 December 2022
restated		# People # Nationalities	# Non-native ¹	% Non-native
Board of Directors	11	7	6	55 %
Bekaert Group Executive (BGE)	8	6	6	75 %
Senior Vice Presidents (B16-B18) ²	12	5	5	42 %
Next leadership level (B13-B15) ²	88	16	48	55 %

¹ Non-native = nationality other than the one of the mother company's social seat (i.e. Belgium) ² Hay classification reference

Total leadership team 119 34³ 65 55 %

³ Sum of nationalities across leadership team

All nationality diversity data take into account employees on the Bekaert payroll in consolidated entities. GRI 405-1

Gender diversity

Gender diversity - 31 December 2023	% Male	% Female
Blue collars	92%	8%
Salaried professionals	69%	31%
Management	77%	23%
Total Bekaert employees	87%	13%

GRI 2-7

Our 2022 employee diversity data have been restated due to the divestment of the Steel Wire Solutions business activities in Chile and Peru. GRI 2-4

Gender diversity - 31 December 2022 restated	% Male	% Female
Blue collars	97%	8%
Salaried professionals	70%	30%
Management	78%	22%
Total Bekaert employees	87%	13%

The manufacturing character of Bekaert's operations explains the predominantly male population among operators.

Bekaert adopts a recruitment and promotion policy that aims to gradually generate more diversity, including gender diversity. This fits within the Diversity & Inclusion program of the company. 28.3% of the managers and salaried professionals of the Bekaert subsidiaries are female (as per yearend 2023). We are committed to increase this share in support of gender equality. Our target is to achieve a ratio of 40% by 2030. This target has also been added in the short-term incentives targets for the management and Executives. The ratio at year end 2022 excluding the divested SWS entities in Chile and Peru was 27.4% . GRI 2-7

Gender diversity in the Board of Directors and in the Leadership Team of Bekaert:

Gender diversity - 31 December 2023	# People	% Male	% Female
Board of Directors	10	50%	50%
Bekaert Group Executive (BGE)	8	75%	25%
Senior Vice Presidents (B16-B18)	15	87%	13%
Next leadership level (B13-B15)	81	80%	20%
Total leadership team	114	78%	22%
Gender diversity - 31 December 2022 restated	# People	% Male	% Female
Board of Directors	11	55 %	45 %
Bekaert Group Executive (BGE)	8	87 %	13 %
Senior Vice Presidents (B16-B18)	12	92 %	8 %
Next leadership level (B13-B15)	88	81 %	19 %
Total leadership team	119	80 %	20 %

More information about gender diversity in the Board of Directors can be found in Part I: Leadership, and in Part II: Governance Statements of this report.

All gender diversity data take into account employees on the Bekaert payroll in consolidated entities. GRI 405-1

Age diversity

Age diversity - 31 December 2023	% Under 30 years old	% 30-50 Years old	% Over 50 years old
Blue collars	15%	70%	15%
Salaried professionals	11%	69%	20%
Management	2%	68%	29%
Total Bekaert employees	13%	69%	17%

GRI 2-7

Our 2022 employee diversity data have been restated due to the divestment of the Steel Wire Solutions business activities in Chile and Peru. GRI 2-4

Age diversity - 31 December 2022 restated	% Under 30 years old	% 30-50 Years old	% Over 50 years old
Blue collars	17 %	69 %	14 %
Salaried professionals	11 %	71 %	18 %
Management	3 %	68 %	29 %
Total Bekaert employees	15 %	69 %	16 %

Age diversity in Bekaert's highest governance bodies:

Age diversity - 31 December 2023	# People	% 30-50 Years old	% Over 50 years old
Board of Directors	10	40%	60%
Bekaert Group Executive (BGE)	8	25%	75%
Senior Vice Presidents (B16-B18)	15	33%	67%
Next leadership level (B13-B15)	81	42%	58%
Total leadership team	114	39%	61%

Age diversity - 31 December 2022 restated	# People	% 30-50 Years old	% Over 50 years old
Board of Directors	11	45 %	55 %
Bekaert Group Executive (BGE)	8	13 %	87 %
Senior Vice Presidents (B16-B18)	12	33 %	67 %
Next leadership level (B13-B15)	88	45 %	55 %
Total leadership team	119	42 %	58 %

All age diversity data take into account employees on the Bekaert payroll in consolidated entities. GRI 405-1

Employment data:

Region - 31 December		North	Latin
2023	EMEA	America		America Asia Pacific	TOTAL
Blue Collars	5 699	1 160	919	7 217	14 995
Male	4 850	1 084	883	6 988	13 805
Female	849	76	36	229	1 190
Salaried professionals	1 386	262	435	1 660	3 743
Male	897	162	294	1 238	2 591
Female	489	100	141	422	1 152
Management	795	158	69	631	1 653
Male	619	124	48	488	1 279
Female	176	34	21	143	374
Total Male	6 366	1 370	1 225	8 714	17 675
Total Female	1 514	210	198	794	2 716
Grand total	7 880	1 580	1 423	9 508	20 391

GRI 2-7

Countries with > 1000 employees 2023

(excluding contingent

workers)	China	Slovakia	Belgium	US	Indonesia
Blue Collars	5 333	1 703	729	1 160	1 126
Male	5 127	1 339	639	1 084	1 121
Female	206	364	90	76	5
Salaried professionals	1 002	407	382	259	173
Male	710	227	259	162	150
Female	292	180	123	97	23
Management	447	93	392	153	36
Male	301	71	301	120	33
Female	146	22	91	33	3
Total Male	6 138	1 637	1 199	1 366	1 304
Total Female	644	566	304	206	31
Grand total	6 782	2 203	1 503	1 572	1 335

GRI 2-7

Region - 31 December 2022 restated*	EMEA	North America	Latin	America Asia Pacific	TOTAL
Blue Collars	5 984	1 208	924	7 897	16 013
Male	5 127	1 138	886	7 649	14 800
Female	857	70	38	248	1 213
Salaried professionals	1 424	256	445	1 834	3 959
Male	923	154	306	1 401	2 784
Female	501	102	139	433	1 175
Management	779	158	69	634	1 640
Male	620	123	48	491	1 282
Female	159	35	21	143	358
Total Male	6 670	1 415	1 240	9 541	18 866
Total Female	1 517	207	198	824	2 746
Grand total	8 187	1 622	1 438	10 365	21 612

89% of people employed by Bekaert have a permanent contract, 11% has a temporary contract. Employees with a temporary contract are usually on the payroll of external organizations and agencies (Special Economic Zones, employment agencies) and are hence not included in the Bekaert payroll numbers in these analyses.

99% of the Bekaert employees work full-time.

Workers who are not employees
(contingent workers) - 31 December 2023	EMEA	North America	Latin	America Asia Pacific	TOTAL
Blue Collars	153	1	1	424	579
Male	92	1	1	379	473
Female	61	0	0	45	106
Salaried professionals	15	4	14	30	63
Male	5	1	7	23	36
Female	10	3	7	7	27
Management	8	0	0	3	11
Male	5	0	0	1	6
Female	3	0	0	2	5
Total Male	102	2	8	403	515
Total Female	74	3	7	54	138
Grand total	176	5	15	457	653

GRI 2-4, GRI 2-8

Workers who are not

employees

(contingent workers) -

31 December 2022 restated	EMEA	North America	Latin	America Asia Pacific	TOTAL
Blue Collars	180	7	1	387	575
Male	111	7	1	358	477
Female	69	0	0	29	98
Salaried professionals	15	1	20	33	69
Male	7	0	11	26	44
Female	8	1	9	7	25
Management	14	0	0	1	15
Male	7	0	0	0	7
Female	7	0	0	1	8
Total Male	125	7	12	384	528
Total Female	84	1	9	37	131
Grand total	209	8	21	421	659

Contingent workers are workers who are not on our payroll. They provide temporary services mostly through agencies or consulting firms.

99% of the contingent workers work full-time. GRI 2-4, GRI 2-8

New hires

Bekaert consolidated entities

New hires in 2023	Total	Male	Female
number of new hires	1 374	1 100	274
% new hires on total number of employees	7%	6%	10%
% new hires on total number of new hires		80%	20%

GRI 2-7, GRI 401-1

New hires in 2023 per region	EMEA	Latin America	North	America Asia Pacific
number of new hires	440	126	217	591
% new hires on total number of employees	6%	9%	14%	6%
% new hires on total number of new hires	32%	9%	16%	43%

GRI 2-7, GRI 401-1

New hires in 2023 per employee category	Blue collar	Salaried professional	Management
% new hires on total number of employees	7%	7%	7%
% new hires on total number of new hires	72%	20%	8%

GRI 2-7, GRI 401-1

Number of vacancies in 2023
# vacancies	922
% vacancies filled within 90 days	80%
% vacancies open longer than 90 days	20%

Turnover

Bekaert consolidated entities excluding employees with a contract of definite duration and excluding collective dismissals:

Employee turnover in 2023	Total	Male	Female
turnover (number) taking into account voluntary leave	719	615	104
turnover (number) taking into account all personnel exits (voluntary leave – dismissal – retirement – death in service)	1 470	1 283	187
turnover (%) taking into account voluntary leave	4%	4%	4%
turnover (%) taking into account all personnel exits (voluntary leave – dismissal – retirement –death in service)	8%	8%	8%

GRI 2-7, GRI 401-1

Employee turnover in 2023 per region	EMEA	Latin America	North	America Asia Pacific
turnover (number) taking into account voluntary leave	314	63	158	184
turnover (number) taking into account all personnel exits (voluntary leave – dismissal – retirement – death in service)	683	138	255	394
turnover (%) taking into account voluntary leave	4%	4%	10%	3%
turnover (%) taking into account all personnel exits (voluntary leave – dismissal – retirement – death in service)	9%	10%	16%	5%

GRI 2-7, GRI 401-1

Employee turnover in 2023 per employee category	Blue collar	Salaried professional	Management
turnover (number) taking into account voluntary leave	455	182	82
turnover (number) taking into account all personnel exits (voluntary leave – dismissal – retirement – death in service)	1 017	302	151
turnover (%) taking into account voluntary leave	3%	5%	5%
turnover (%) taking into account all personnel exits (voluntary leave – dismissal – retirement – death in service)	8%	9%	10%

GRI 2-7, GRI 401-1

Employee turnover in 2023 per age category	Under 30 years old	30-50 years old	Over 50 years old
turnover (number) taking into account voluntary leave	185	446	88
turnover (number) taking into account all personnel exits (voluntary leave – dismissal – retirement – death in service)	303	808	359
turnover (%) taking into account voluntary leave	7 %	4 %	3 %
turnover (%) taking into account all personnel exits (voluntary leave – dismissal – retirement – death in service)	11 %	6 %	13 %

GRI 2-7, GRI 401-1

Performance management

Performance reviews

To stimulate high performance, commitment, and the continuous development of all employees, the group targets are deployed into team and personal targets for everyone.

Bekaert has developed and deployed a People Performance Management (PPM) program. PPM is our way of looking at people performance and how we can better achieve our goals in the future. As such, PPM is part of a larger effort to become a much more performance-driven organization.

The performance management process includes two-way personal development reviews, transparency, feedforward and leadership behavior.

Enablers for the people performance management practice are a clear alignment of team and individual goals with business priorities; frequent performance steering and coaching; fair recognition in line with the achieved performance; and better supporting tools that allow employees to keep track of their performance and feedforward actions throughout the year.

Percentage of employees who received a performance review in 2023¹

Employee category	Percentage
Managers	99%
Salaried professionals	96%

¹ Excluding joint ventures GRI 404-3

Remuneration & benefits

We offer competitive salaries and benefits designed to enhance the financial, physical and overall well-being of our employees and their families. Our offerings differ from country to country and are often adapted to local social security policies. We provide a wide range of employee benefits that may include retirement benefits, healthcare plans, service awards, labor accident disability coverage and paid leave. For detailed information on employee benefits, we refer to Part II Financial Statements section 6.15.

Benefits provided to payroll employees in significant locations of operation

Benefit	Belgium		China Indonesia	Slovakia	US
Life insurance	Yes	Yes	Yes	Yes	Yes
Health care	Yes	Yes	Yes	No	Yes
Disability coverage	Yes	Yes	Yes	Yes	Yes
Parental leave	Yes	Yes	Yes	Yes	Yes
Retirement provision	Yes	Yes	Yes	Yes	Yes
Stock ownership	No	No	No	No	No

These benefits are applicable to payroll employees - not to contingent staff. Significant locations are locations with > 1 000 employees on the payroll (part-time, full-time, definite, indefinite). GRI 401-2

Representation of females in salary bands

Blue collar wages are set in accordance with local collective labor agreements, in general they are driven by numbers of hours worked, experience and skills of the incumbent.

Salary levels for salaried professionals and managers are based on a job classification system.

Jobs with similar scope, required knowledge, levels of accountability and leadership requirements are clustered in so-called salary bands. Job classifications are determined independent from the incumbent and are as a consequence gender neutral.

The table below shows the representation of females in each of those salary bands, indicating female representation is higher in lower salary bands.

Proportion of female employees per salary band

Broadband	% Female	% Male
Bekaert Group Executive	24	75
Senior Vice Presidents	13	87
Senior Management	20	80
Mid Level Management	19	81
Junior Management	24	76
Salaried Professionals	31	69
Total	28	72

Per salary band a midpoint is determined in reference with the competitive marketplace. Actual base salaries are in general positioned within 25% above or below such midpoint. The so-called compa-ratio measures the distance between actual base salary and said midpoint; this is calculated as the ratio of actual base salary to the midpoint of the relevant salary band.

The gender pay gap has been calculated as the difference between median compa-ratio for females versus median compa-ratio for males; this method allows for meaningful comparisons across countries and across salary bands.

Blue collar wages are set in accordance with local collective labor agreements. In general they are driven by numbers of hours worked, experience and skills of the incumbent.

The table below plots the difference in median compa-ratio for females and males:

Region	Gender pay gap (%)
EMEA	-2.80
Latin America	-3.20
North America	-4.19
Asia Pacific	-5.50
Total	-2.40

GRI 405-2

The global Gender Pay Gap at Bekaert is -2.40%, with differences between countries and a significant number of countries without pay gap. Overall, measures are in place to avoid this pay gap and an active plan is in place to close the gap in a short time period. Measures implemented in 2023 led to a significant reduction in pay gap versus the previous year (-4.3%).

Annual total compensation ratio

Information on the annual total compensation ratio is available in Part II - 11. Executive remuneration in a wider context of the Corporate Governance Statement of this report. GRI 2-21

Termination & severance

Bekaert has restructured and closed several sites in 2023. The management only implements such measures when other options to restore the performance in view of securing a sustainable, profitable future, have failed or are non-existent.

In implementing such measures, the management aims at mitigating the social impact for the affected employees by considering re-industrialization, re-employment help and a fair severance package. GRI 404-2

Social contributions & other community engagement programs

Contributions in 2023 in €
Contributions to political parties, campaigns, events	0
Contributions to disaster relief	150 000
Estimated total of other contributions funded by the company	~471 000
Total number of support programs	84

GRI 415-1

Main programs supported in 2023	Total
Disaster relief donation earthquakes in Turkey	150 000
Recycling program on Galapagos Islands in partnership with Chaide	19 171
Pontis Foundation Slovakia	172 998
Lifeline mental health support Australia	3 278
Mangrove Tree Rehabilitation at Tangkolak Beach Karawang	4 411
Students sponsoring 4L Trophy in Moroccan desert	8 000
Contract garden maintenance with local social shelter Belgium	85 000
Sourcing contract with HMP Kilmarnock prison, Scotland	13 712
Donation in support of international children's day China	2 875
Donation of laptops to schools in Belgium, Poland, Slovakia and Indonesia	38 784
River CleanUp	30 250
United Way of Rogers (US)	2 876
Scholarships University of Burgos	47 000
Floating wind challenge	5 500
Christmas market Bekaert HQ for local association that supports vulnerable children and adolescents	10 077
Jiangyin Charity Foundation	21 563
Other	5 566
TOTAL	621 061
Total contribution to society, of which	621 061
monetary donations	480 900

service contracts with social shelters and other institutions aiming at labor market integration
donations in kind	41 448

Auditor's Report

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About this report

Reporting principles

Reporting scope

This report covers the consolidated performance indicators for all subsidiaries of the Bekaert Group. Consolidated data apply to the wholly and majority owned subsidiaries of NV Bekaert SA. When specified, the (combined) disclosures in this report include in addition the performance metrics of the joint ventures considered at 100% ownership. GRI 2-2

Reporting period

This report covers the activities between 1 January 2023 and 31 December 2023, unless stated differently and if relevant for the report.

Bekaert reports its financial results twice per year (half-year results and fullyear results). Bekaert reports annually on its sustainability performance. GRI 2-3

Process for defining reporting content

The content of this report has been defined considering the most significant indicators of our activities, the impact of and commitment to the company's interest groups, the efforts in enhancing sustainability and the level of detail established by the GRI Standards and the current NFRD (Non-Financial Reporting Directive) as well as guidelines of CSRD (Corporate Sustainability Reporting Directive).

This report complies with iXBRL/ESEF regulations and includes the outcome of the EU Taxonomy eligibility and alignment disclosure requirements. The structure and content of this integrated annual report are based on the framework Guidelines of Value Reporting Foundation (now consolidated into the IFRS Foundation).

The consolidated financial statements have been prepared in accordance with and comply with the International Financial Reporting Standards (IFRS) which have been endorsed by the European Union.

Our interest groups are the Bekaert employees, suppliers, customers, shareholders, partners, local governments, and the communities in which we are active.

Sustainability standards

This report has been prepared in accordance with the GRI Standards. Global Reporting Initiative (GRI) is a non-profit organization that promotes economic, environmental, and social sustainability.

Bekaert's responsible performance in 2023 has been recognized by its inclusion in the ISS ESG Screened Developed Markets Small Cap Index, the Solactive ISS ESG Screened Europe Small Cap Index, the ISS ESG Screened Paris Aligned Developed Markets Small Cap Index and the ISS SDG Aligned Global Markets All Cap Index - a reference benchmark for top performers in terms of corporate social responsibility based on Vigeo - Eiris' research - as well as in Kempen SRI.

In 2023 rating agencies MSCI and ISS-ESG have analyzed the Environment, Social and Governance performance of our company, based on our publicly available information. Their reports are used by institutional investors and financial service companies. Bekaert received a rating of 'AA' in the MSCI ESG Ratings assessment (above average) and 'C' rating in the ISS-ESG rating (on a scale from D- to A+), which is on average within the sector.

Bekaert received a silver level in the EthiFinance 2023 campaign, based on its 2022 data disclosures. EthiFinance is an independent financial and nonfinancial rating, research and consulting agency.

In consideration of Bekaert's medium exposure and strong management, Morningstar Sustainalytics rated Bekaert to be at medium risk of material financial impacts driven by ESG factors. Morningstar Sustainalytics provides high-quality, analytical environmental, social and governance (ESG) research, ratings and data to institutional investors and companies.

Bekaert has, as per the publication date of this report, not yet received a score update from EcoVadis related to Bekaert's 2022 disclosures. Last year, we obtained a gold recognition level from EcoVadis, based on our 2021 disclosures.

In response to growing interest throughout the supply chain to report on the carbon footprint of operations and logistics, Bekaert also participates in the Climate Change and Supply Chain questionnaires of CDP. Bekaert received a B level for the Climate Change listing based on 2022 data disclosures. Bekaert received an 'A' score in CDP's Supplier Engagement Rating (SER), and is therewith a 'CDP Supplier Engagement Leader'. The Supplier

Engagement Rating evaluates the companies' engagement on climate issues in their value chain, both with suppliers and with customers. Bekaert received a 'B' score for CDP's Water questionnaire, a high score for our first participation.

GRI Content Index

For the Content Index –Advanced Service, GRI Services reviewed that the GRI content index has been presented in a way consistent with the requirements for reporting in accordance with the GRI Standards, and that the information in the index is clearly presented and accessible to the stakeholders.

This service was performed on the English version of the report.

Statement of use	Bekaert has reported in accordance with the GRI standards for the period 01 January 2023 - 31 December 2023.
GRI 1 used	GRI 1: Foundation 2021
Applicable GRI sector	Not applicable

GRI Standard	GRI disclosures and requirements	ESRS disclosure requirements	Page number

General disclosures
GRI 2: General disclosures 2021	2-1 Organizational details	See requirements of Directive 2013/34/EU	9, 46, 310
	2-2 Entities included in the organization's sustainability reporting	ESRS 1 5.1; ESRS 2 BP-1 §5 (a) and (b) i	9, 301, 311
	2-3 Reporting period, frequency and contact point	ESRS 1 §73	301, 309
	2-4 Restatements of information	ESRS 2 BP-2 §13, §14 (a) to (b)	9, 39, 70, 244, 249, 255, 268-271, 273, 277-279, 281, 283, 284-288
	2-5 External assurance	See external assurance requirements of Directive (EU) 2022/2464	309
	2-6 Activities, value chain and other business relationships	ESRS 2 SBM-1 §40 (a) i to (a) ii, (b) to (c), §42 (c)	9, 18, 19, 30, 31, 46, 47, 61
	2-7 Employees	ESRS 2 SBM-1 §40 (a) iii; ESRS S1 S1-6 §50 (a) to (b) and (d) to (e), §51 to §52	30, 284-289
	2-8 Workers who are not employees	ESRS S1 S1-7 §55 to §56	287, 288
	2-9 Governance structure and composition	ESRS 2 GOV-1 §21, §22 (a), §23; ESRS G1 §5 (b) See also corporate governance statement requirements of Directive 2013/34/EU for public interest entities	20, 25
	2-10 Nomination and selection of the highest governance body		20
	2-11 Chair of the highest governance body		20
	2-12 Role of the highest governance body in overseeing the management of impacts	ESRS 2 GOV-1 §22 (c); GOV-2 §26 (a) to (b); SBM-2 §45 (d); ESRS G1 §5 (a)	20
	2-13 Delegation of responsibility for managing impacts	ESRS 2 GOV-1 §22 (c) i; GOV-2 §26 (a); ESRS G1 G1-3 §18 (c)	25
	2-14 Role of the highest governance body in sustainability reporting	ESRS 2 GOV-5 §36; IRO-1 §53 (d)	309
	2-15 Conflicts of interest		20

GRI disclosures and requirements	ESRS disclosure requirements	Page number
2-16 Communication of critical concerns	ESRS 2 GOV-2 §26 (a); ESRS G1 G1-1 AR 1 (a); G1-3 §18 (c)	20
2-17 Collective knowledge of the highest governance body	ESRS 2 GOV-1 §23	20
2-18 Evaluation of the performance of the highest governance body		20
2-19 Remuneration policies	ESRS 2 GOV-3 §29 (a) to (c); ESRS E1 §13 See also remuneration report requirements of Directive (EU) 2017/828 for listed undertakings	20
2-20 Process to determine remuneration	ESRS 2 GOV-3 §29 (e) See also remuneration report requirements of Directive (EU) 2017/828 for listed undertakings	20
2-21 Annual total compensation ratio	ESRS S1 S1-16 §97 (b) to (c)	293
2-22 Statement on sustainable development strategy	ESRS 2 SBM-1 §40 (g)	7, 14, 16, 52
2-23 Policy commitments	ESRS 2 GOV-4; MDR-P §65 (b) to (c) and (f); ESRS S1 S1-1 §19 to §21, and §AR 14; ESRS S2 S2-1 §16 to §17, §19, and §AR 16; ESRS S3 S3-1 §14, §16 to §17 and §AR 11; ESRS S4 S4-1 §15 to §17, and §AR 13; ESRS G1 G1-1 §7 and §AR 1 (b)	30, 31, 35, 67, 68, 71, 280
2-24 Embedding policy commitments	ESRS 2 GOV-2 §26 (b); MDR-P §65 (c); ESRS S1 S1-4 §AR 35; ESRS S2 S2-4 §AR 30; ESRS S3 S3-4 §AR 27; ESRS S4 S4-4 §AR 27; ESRS G1 G1-1 §9 and §10 (g)	35, 68, 280, 282
2-25 Processes to remediate negative impacts	ESRS S1 S1-1 §20 (c); S1-3 §32 (a), (b) and (e), §AR 31; ESRS S2 S2-1 §17 (c); S2-3 §27 (a), (b) and (e), §AR 26; S2-4 §33 (c); ESRS S3 S3-1 §16 (c); S3-3 §27 (a), (b) and (e), §AR 23; S3-4 §33 (c); ESRS S4 S4-1 §16 (c); S4-3 §25 (a), (b) and (e), §AR 23; S4-4 §32 (c)	35, 282, 283
2-26 Mechanisms for seeking advice and raising concerns	ESRS S1 S1-3 §AR 32 (d); ESRS S2 S2-3 §AR 27 (d); ESRS S3 S3- 3 §AR 24 (d); ESRS S4 S4-3 §AR 24 (d); ESRS G1 G1-1 §10 (a); G1-3 §18 (a)	30, 280
2-27 Compliance with laws and regulations	ESRS 2 SMB-3 §48 (d); ESRS E2 E2-4 §AR 25 (b); ESRS S1 S1-17 §103 (c) to (d) and §104 (b); ESRS G1 G1-4 §24 (a)	57, 62, 68
2-28 Membership associations	Political engagement' is a sustainability matter for G1 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR-T, and/or as an entityspecific metric to be disclosed according to ESRS 1 §11 and pursuant to MDR-M.	65
2-29 Approach to stakeholder engagement	ESRS 2 SMB-2 §45 (a) i to (a) iv; ESRS S1 S1-1 §20 (b); S1-2 §25, §27 (e) and §28; ESRS S2 S2-1 §17 (b); S2-2 §20, §22 (e) and §23; ESRS S3 S3-1 §16 (b); S3-2 §19, §21 (d) and §22; ESRS S4 S4-1 §16 (b); S4-2 §18, §20 (d) and §21	30, 31, 280-281
2-30 Collective bargaining agreements	ESRS S1 S1-8 §60 (a) and §61	281

GRI Standard	GRI disclosures and requirements	ESRS disclosure requirements	Page number
Material topics
GRI 3: Material topics 2021	3-1 Process to determine material topics	ESRS 2 BP-1 §AR 1 (a); IRO-1 §53 (b) ii to (b) iv	32, 35
	3-2 List of material topics	ESRS 2 SBM-3 §48 (a) and (g)	35
Material topic: Climate change mitigation
GRI 3: Material topics 2021	3-3 Management of material topics	ESRS E1 E1-2 §25 (c) to (d); E1-3 §26; E1-4 §33	35, 36, 47, 48, 52-57, 61, 62, 68, 69, 70, 72, 74, 76
	GRI 201: Economic Performance 2016 201-2 Financial implications and other risks and opportunities due to climate change	ESRS 2 SBM-3 §48 (a), and (d) to (e); ESRS E1 §18; E1-3 §26; E1-9 §64	33
GRI 302: Energy 2016	302-1 Energy consumption within the organization	ESRS E1 E1-5 §37; §38; §AR 32 (a), (c), (e) and (f)	244-247
	302-3 Energy intensity	ESRS E1 E1-5 §40 to §42	244-247
	302-4 Reduction of energy consumption	Energy' is a sustainability matter for E1 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR T, and/or as an entityspecific metric to be disclosed (2a)according to ESRS 1 §11 and pursuant to MDR-M.	245
	302-5 Reductions in energy requirements of products and services	Energy' is a sustainability matter for E1 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR T, and/or as an entityspecific metric to be disclosed according to ESRS 1 §11 and pursuant to MDR-M.	57, 61
GRI 305: Emissions 2016	305-1 Direct (Scope 1) GHG emissions	ESRS E1 E1-4 §34 (c); E1-6 §44 (a); §46; §50; §AR 25 (b) and (c); §AR 39 (a) to (d); §AR 40; AR §43 (c) to (d)	248, 250, 251
	305-2 Energy indirect (Scope 2) GHG emissions	ESRS E1 E1-4 §34 (c); E1-6 §44 (b); §46; §49; §50; §AR 25 (b) and (c); §AR 39 (a) to (d); §AR 40; §AR 45 (a), (c), (d), and (f)	248, 252, 257
	305-3 Other indirect (Scope 3) GHG emissions	ESRS E1 E1-4 §34 (c); E1-6 §44 (c); §51; §AR 25 (b) and (c); §AR 39 (a) to (d); §AR 46 (a) (i) to (k)	254-256
	305-4 GHG emissions intensity	ESRS E1 E1-6 §53; §54; §AR 39 (c); §AR 53 (a)	248, 250, 252-255
	305-5 Reduction of GHG emissions	ESRS E1 E1-3 §29 (b); E1-4 §34 (c); §AR 25 (b) and (c); E1-7 §56	248
Material topic: Water
GRI 3: Material topics 2021	3-3 Management of material topics	ESRS E2 §AR 9 (b); E2-1 §12; E2-2 §16 and §19; E2-3 §20; ESRS E3 E3-1 §9; E3-2 §15, §17 to §18; E3-3 §20	35, 36, 47, 48, 52-57, 61, 62, 68, 69, 70, 72, 74, 76

GRI Standard	GRI disclosures and requirements	ESRS disclosure requirements	Page number
GRI 303: Water and Effluents 2018	303-1 Interactions with water as a shared resource	ESRS 2 SBM-3 §48 (a); MDR-T §80 (f); ESRS E3 §8 (a); §AR 15 (a); E3-2 §15, §AR 20	57, 76, 268
	303-2 Management of water discharge related impacts	ESRS E2 E2-3 §24	57, 269
	303-3 Water withdrawal	Water withdrawals' is a sustainability matter for E3 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR-T, and/or as an entityspecific metric to be disclosed according to ESRS 1 §11 and pursuant to MDR-M.	268
	303-4 Water discharge	Water discharges' is a sustainability matter for E3 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR T, and/or as an entityspecific metric to be disclosed according to ESRS 1 §11 and pursuant to MDR-M.	269
	303-5 Water consumption	ESRS E3 E3-4 §28 (a), (b), (d) and (e)	270
Material topic: Circular economy/Hazardous substances & materials
GRI 3: Material topics 2021	3-3 Management of material topics	ESRS E5 §AR 7 (a); E5-1 §12; E5-2 §17; E5-3 §21	35, 36, 47, 48, 52-57, 61, 62, 68, 69, 70, 72, 74, 76
GRI 301: Materials 2016	301-1 Materials used by weight or volume	ESRS E5 E5-4 §31 (a)	46, 55
	301-2 Recycled input materials used	ESRS E5 E5-4 §31 (c)	55, 271
GRI 306: Waste 2020	306-2 Management of significant waste related impacts	ESRS E5 E5-2 §17 and §20 (e) and (f); E5-5 §40 and §AR 33 (c)	55, 56
	306-4 Waste diverted from disposal	ESRS E5 E5-5 §37 (b), §38 and §40	271
Material topic: Cyber & data security
GRI 3: Material topics 2021	3-3 Management of material topics	ESRS S4 §10 (b); S4-1 §13 and §16 (c); S4-2 §20; S4-4 §31, §32 (a) and (b), §35, §AR 30, §AR 33 (a); S4-5 §38, §41 (b) and (c)	35, 36, 47, 48, 52-57, 61, 62, 68, 69, 70, 72, 74, 76
GRI 418: Customer Privacy 2016	418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data	ESRS S4 S4-3 §AR 23; S4-4 §35	62
Material topic: Own workforce
GRI 3: Material topics 2021	3-3 Management of material topics	ESRS S1 S1-1 §17; §20 (c); S1-2 §27; S1-4 §38; §39; §AR 40 (a); S1-5 §44; §47 (b) and (c); ESRS S2 §11 (c); S2-1 §14; §17 (c); S2- 2 §22; S2-4 §32; §33 (a) and (b); §36; §AR 33; §AR 36 (a); S2-5 §39, §42 (b) and (c)	35, 36, 47, 48, 52-57, 61, 62, 68, 69, 70, 72, 74, 76

GRI Standard	GRI disclosures and requirements	ESRS disclosure requirements	Page number
GRI 403: Occupational Health and Safety 2018	403-1 Occupational health and safety management system	ESRS S1 S1-1 §23	71, 277
	403-2 Hazard identification, risk assessment, and incident investigation	ESRS S1 S1-3 §32 (b) and §33	70, 274-276
	403-3 Occupational health services	Health and safety' and 'Training and skills development' are sustainability matters for S1 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR T, and/or as an entityspecific metric to be disclosed according to ESRS 1 §11 and pursuant to MDR-M.	276
	403-4 Worker participation, consultation, and communication on occupational health and safety		281
	403-5 Worker training on occupational health and safety		70, 71, 277, 281
	403-6 Promotion of worker health	Social protection' is a sustainability matter for S1 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR T, and/or as an entityspecific metric to be disclosed according to ESRS 1 §11 and pursuant to MDR-M.	278, 281
	403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships	ESRS S2 S2-4 §32 (a)	272, 275, 276
	403-8 Workers covered by an occupational health and safety management system ESRS S1 S1-14 §88 (a); §90		277
	403-9 Work-related injuries	ESRS S1 S1-4, §38 (a); S1-14 §88 (b) and (c); §AR 82	70, 277-279
GRI 401: Employment 2016	401-1 New employee hires and employee turnover	ESRS S1 S1-6 §50 (c)	288, 289
	401-2 Benefits provided to full-time employees that are not provided to temporary or parttime employees	ESRS S1 S1-11 §74; §75; §AR 75	290
	GRI 404: Training and Education 2016 404-1 Average hours of training per year per employee	ESRS S1 S1-13 §83 (b) and §84	68, 281
	404-2 Programs for upgrading employee skills and transition assistance programs ESRS S1 S1-1 §AR 17 (h)		68, 291
	404-3 Percentage of employees receiving regular performance and career development reviews	ESRS S1 S1-13 §83 (a) and §84	290
GRI 405: Diversity and Equal Opportunity 2016	405-1 Diversity of governance bodies and employees	ESRS 2 GOV-1 §21 (d); ESRS S1 S1-6 §50 (a); S1-9 §66 (a) to (b); S1-12 §79	284-286
	405-2 Ratio of basic salary and remuneration of women to men	ESRS S1 S1-16 §97 and §98	291
GRI 407: Freedom of Association and Collective Bargaining 2016	407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk	Freedom of association' and 'Collective bargaining' are sustainability matters for S1 and S2 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR-T, and/or as an entityspecific metric to be disclosed according to ESRS 1 §11 and pursuant to MDR-M.	48, 68, 283
Material topic: Workers in the value chain & Human rights
GRI 3: Material topics 2021	3-3 Management of material topics	ESRS S1 S1-1 §17; §20 (c); §22; S1-2 §27; S1-4 §38; §39; §AR 40 (a); S1-5 §44; §47 (b) and (c); ESRS S2 §11 (c); S2-1 §14; §17 (c); §18; S2-2 §22; S2-4 §32; §33 (a) and (b); §36; §AR 33; §AR 36 (a); S2-5 §39, §42 (b) and (c)	35, 36, 47, 48, 52-57, 61, 62, 68, 69, 70, 72, 74, 76

GRI Standard	GRI disclosures and requirements	ESRS disclosure requirements	Page number
	GRI 204: Procurement Practices 2016 204-1: Proportion of spending on local suppliers	Communities' economic, social and cultural rights' is a sustainability matter for S3 covered by ESRS 1 §AR 16. Hence this GRI disclosure is covered by MDR-P, MDR-A, MDR-T, and/or as an entityspecific metric to be disclosed (2b)according to ESRS 1 §11 and pursuant to MDR-M.	47
GRI 308: Supplier Environmental Assessment 2016	308-1 New suppliers that were screened using environmental criteria	ESRS G1 G1-2 §15 (b)	48
	308-2 Negative environmental impacts in the supply chain and actions taken	ESRS 2 SBM-3 §48 (c) i and iv	48
GRI 408: Child Labor 2016	408-1 Operations and suppliers at significant risk for incidents of child labor	ESRS S1 §14 (g); S1-1 §22 ESRS S2 §11 (b); S2-1 §18	48, 68, 282
GRI 409: Forced or Compulsory Labor 2016	409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor	ESRS S1 §14 (f); S1-1 §22 ESRS S2 §11 (b); S2-1 §18	48, 68, 282
GRI 414: Supplier Social Assessment 2016	414-1 suppliers that were screened using social criteria	ESRS G1 G1-2 §15 (b)	48
	414-2 Negative social impacts in the supply chain and actions taken	ESRS 2 SBM-3 §48 (c) i and iv	48
Material topic: Business ethics
GRI 3: Material topics 2021	3-3 Management of material topics	ESRS G1 G1-1 §7; G1-3 §16 and §18 (a) and §24 (b)	35, 36, 47, 48, 52-57, 61, 62, 68, 69, 70, 72, 74, 76
GRI 205: Anti-corruption 2016	205-1 Operations assessed for risks related to corruption	ESRS G1 G1-3 §AR 5	68, 282
	205-2 Communication and training about anti-corruption policies and procedures	ESRS G1 G1-3 §20, §21 (b) and (c) and §AR 7 and 8	68, 282
	205-3 Confirmed incidents of corruption and actions taken	ESRS G1 G1-4 §25	283
GRI 406: Non-discrimination 2016	406-1 Incidents of discrimination and corrective actions taken	ESRS S1 S1-17 §97, §103 (a), §AR 103	283
Non-material topic: Local communities
GRI 203: Indirect Economic Impacts 2016	203-2 Significant indirect economic impacts	ESRS S1 S1-4 §AR 41; ESRS S2 S2-4 §AR 37; ESRS S3 S3-4 §AR 36	297
GRI 413: Local Communities 2016	413-1 Operations with local community engagement, impact assessments, and development programs	ESRS S3 S3-2 §19; S3-3 §25; S3-4 §AR 34 (c)	74, 76, 78
GRI 415: Public Policy 2016	415-1 Political contributions	ESRS G1 G1-5 §29 (b)	76, 292
Non-material topic: Biodiversity
GRI 304: Biodiversity 2016	304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas	ESRS E4 §16 (a) i; §19 (a); E4-5 §35	57

Statement from the responsible persons

The undersigned persons state that, to the best of their knowledge:

the consolidated financial statements of NV Bekaert SA and its subsidiaries as of 31 December 2023 have been prepared in accordance with the International Financial Reporting Standards, and give a true and fair view of the assets and liabilities, financial position and results of the whole of the companies included in the consolidation; and
the annual report on the consolidated financial statements gives a fair overview of the development and the results of the business and of the position of the whole of the companies included in the consolidation, as well as a description of the principal risks and uncertainties faced by them; and
the 2023 non-financial statements of NV Bekaert SA, its subsidiaries and, where applicable, the joint ventures, have been prepared in accordance with the GRI Standards and the current NFRD (Non-Financial Reporting Directive) as well as a number of guidelines of the new CSRD (Corporate Sustainability Reporting Directive).

GRI 2-14

On behalf of the Board of Directors:

Yves Kerstens Jürgen Tinggren

Chief Executive Officer Chairman of the Board of Directors

Company Secretary

Isabelle Vander Vekens

Auditors

EY

The Auditor's Report on financial disclosures is included in the Financial Statements of this annual report.

The Auditor's Report on non-financial disclosures (limited assurance) is included in Part II: Social Statements. It refers to the audits performed on the following disclosures:

Double Materiality Assessment
Scope 1 & 2 GHG emissions (in ton CO2e) and Scope 3 GHG emissions (in ton CO2e)
Water withdrawal, water discharge and water consumption
EU Taxonomy
Safety data and disclosures GRI 2-5

Editor & coordination

Katelijn Bohez, VP Sustainable Finance & Public Affairs GRI 2-3

Design & Production

Katrien Strobbe - Strobbe Design Eduardo Chaves - Bekaert KentieDesign

Disclaimer

This report may contain forward-looking statements. Such statements reflect the current views of management regarding future events, and involve known and unknown risks, uncertainties and other factors that may cause actual results to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements. Bekaert is providing the information in this report as of this date and does not undertake any obligation to update any forward-looking statements contained in this report in light of new information, future events or otherwise. Bekaert disclaims any liability for statements made or published by third parties and does not undertake any obligation to correct inaccurate data, information, conclusions or opinions published by third parties in relation to this or any other report or press release issued by Bekaert.

Contact

bekaert.com [email protected] T +32 56 76 61 00 GRI 2-1

The integrated annual report for the year 2023 is available in English and Dutch on annualreport.bekaert.com

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Bekaert NV

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Bekaert Integrated Annual Report 2023

Table of Contents

PART III: About this report 300

Strategy & Performance

Message from the Chairman and the CEO

Bekaert at a glance

About us

Who we are What we do How we work

Global scale and achievements

Creating value for our stakeholders

Our strategy

Bekaert's choices

Where to play

Positioned for growth in sustainable markets globally

How to win

Anchoring our leadership in floating offshore wind

The capabilities we develop

Bekaert brand design wins prestigious award

Building key positions in business ecosystems

We deliver on our commitments

Four Business Units

Rubber Reinforcement (RR)

Value drivers and strategic focus

BU performance FY20231

Steel Wire Solutions (SWS)

Value drivers and strategic focus

BU performance FY20231

Specialty Businesses (SB)

Value drivers and strategic focus

BU performance FY20231

Bridon-Bekaert Ropes Group (BBRG)

Value drivers and strategic focus

BU performance FY20231

Our leadership

Board of Directors

Composition of the Board of Directors

Changes in 2023

Jürgen Tinggren

EDUCATION

EXPERIENCE

OTHER MANDATES

COMMITTEES

Yves Kerstens

EDUCATION

EXPERIENCE

EXPIRATION OF BEKAERT MANDATE

Henriette Fenger Ellekrog

MEMBER OF THE BOARD

FIRST APPOINTED May 2020

EDUCATION

EXPERIENCE

OTHER MANDATES

COMMITTEES

EDUCATION

EXPERIENCE

Maxime Parmentier

EDUCATION

EXPERIENCE

COMMITTEES

Eriikka Söderström

EXPERIENCE

OTHER MANDATES

EXPIRATION OF BEKAERT MANDATE

COMMITTEES

EDUCATION

EXPERIENCE

EDUCATION

EXPERIENCE

EXPIRATION OF BEKAERT MANDATE Annual General Meeting of 2027

Henri Jean Velge

FIRST APPOINTED May 2016

EXPERIENCE

OTHER MANDATES

EXPIRATION OF BEKAERT MANDATE

Bekaert Group Executive

Organizational structure

Business Units

BU performance FY2023¹

BU performance FY2023¹

BU performance FY2023¹

BU performance FY2023¹

Value reporting model¹

Financial highlights FY2023¹