表現出 99.1
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集成 《2024年報告》 | ||||
關於這份報告
內容
SAP與2024年的綜合報告介紹了我們的年度 單一綜合報告中的財務、環境、社會和治理業績(《SAP綜合報告》) 可在以下位置獲得Www.sapintegratedreport.com.
在綜合報告主頁上,我們也報告了我們的貢獻 符合聯合國可持續發展目標(SDGs),並已納入氣候相關資金工作隊的建議披露 披露(TCFD)和世界經濟論壇(WEF)利益攸關方資本主義指標。
陳述的基礎
我們的綜合管理報告是根據 德國商法典和相關的德國會計準則。 綜合管理報告也是一份管理評論 遵守國際財務報告準則(IFRS)實務聲明管理評論.
該報告涵蓋了SAP和SE及其所有子公司, 我們控制並因此根據國際財務報告準則將其計入我們的綜合財務報表。不包括共同安排和聯營公司 在可持續發展報告中。可持續發展報告的任何進一步偏差在各自的 章節。我們的執行管理層已經確認了我們對財務報告的內部控制的有效性。
社會、環境和治理數據和信息 包括在SAP集團可持續發展聲明中的綜合報告是根據歐洲可持續發展計劃編制的 報告標準(ESRS),要求報告全面描述其重大影響、風險和機遇 以及這些是如何管理的。
溫室氣體數據是根據溫室氣體編制的 協議。
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集成 《2024年報告》 | ||||
數據
的所有財務和非財務數據和信息 報告期使用SAP軟件解決方案進行報告,來源爲負責的業務單位。
報告期爲2024財年。這份報告包括 思愛普和思愛普集團旗下的所有子公司。爲了使這份報告儘可能及時,我們有 包括截至2025年2月19日核數師意見的相關信息。該報告現已發佈 用英語和德語。
獨立審計和保證
BDO-AG Wirtschaftsprüfungsgesellschaft(BDO)已審計 我們的合併財務報表和我們的合併管理報告。有關集團可持續發展聲明的資料 在SAP的管理報告中包括一項由BDO提供有限擔保的獨立擔保項目。此外,BDO還提供了 根據《國際保險合同標準》3000對選定的可持續性信息進行合理保證 (修訂),確保可持續發展報告的相關標準。獨立核數師的報告和保證 集團可持續發展聲明的BDO報告和選定的可持續發展信息可在2024年是又一個快節奏變化的一年。數十億人 世界各地都去投票選舉政治領導人,重新定義了他們國家和地緣政治星座的路線。 與此同時,全球經濟競爭加劇,爭奪新數字技術的領導地位--如人工智能和 量子計算--作爲一項核心功能。2024年也是全球平均氣溫上升超過1.5攝氏度的第一年 高於工業化前的水平。這只是一個提醒,人類的許多最大挑戰仍然沒有得到解決。在其核心,SAP的解決方案使企業能夠, 國家、國家和社會要在這一快速發展的環境中取得成功。我們幫助我們的客戶利用前沿的數字創新 通過將其無縫集成到他們的端到端業務流程中,使他們和他們所在的社區成爲 更靈活、更具彈性、更可持續。SAP上一財年的業績證明了 我們的解決方案在當今世界具有至關重要的意義。2024年對公司來說又是一個非常好的一年-在這一年裏 我們超過了我們的雲目標,加速了雲收入和當前雲積壓的增長,進一步脫離了已經非常強勁的基線。 總收入增長恢復到兩位數,這是自2018年以來的首次。隨着重大轉型重組計劃的實施, SAP於2024年1月推出,將更多資源轉移到 增長領域,如商業人工智能,同時還實現了效率 這支持了我們持續的盈利增長。集成 《2024年報告》
至 我們的
利益攸關方
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已整合 集團化 | ||||
管理報告
已整合 金融 | 5 | |
報表國際財務報告準則 | 45 | |
額外 | 232 | |
信息 | 337 |
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到2024年底,我們的雲總積壓爲63歐元 10億美元--比上年增長40%,創歷史新高。大量積壓,以及現在經常性收入的一部分 83%,爲我們提供了非常堅實的未來前景。SAP正走在一條比以往任何時候都更具彈性的增長道路上。 | ||||
我們四年前開始的整體轉型服務於
作爲SAP在2024年非常成功的增長故事的基礎。當我們宣佈從根本上改變我們公司的計劃時
回到2020年,金融市場不確定我們是否會堅持到底。但我們確實做到了,而且以非常堅定的方式,實現了我們的
戰略承諾。 在財務方面,雲收入增加到SAP的一半 2024年總收入。沒有一家主要競爭對手的增長速度比我們快。這一令人印象深刻的成功,除其他外,源於無數 客戶勝出,包括科技、能源、零售、汽車和製造業的「誰是誰」。 |
在產品創新方面,我們開發了令人信服的業務
過去幾年在雲中提供的套件,用於端到端運行我們客戶的最關鍵任務的業務流程。利用
該套件和SAP系統中存儲的無與倫比的豐富業務數據,我們開發了強大的業務人工智能功能,專門爲
我們客戶的具體需求。商業人工智能通過自動化使公司能夠在巨大的轉型壓力中蓬勃發展
關鍵流程。例如,它可以幫助更好地預測客戶需求,並對供應鏈中的中斷做出快速反應。
它可以使編寫代碼更容易、更快,從而爲軟件工程師提供支持。它可以自動讀取、捕獲和評論數千個
文件-無論是公司的卡車送貨單還是政府機構的行政表格-從而解鎖
極大地節省了時間和成本。 到2024年底,我們已經發布了130多個AI 向我們的客戶提供用例--過度執行我們的計劃。我們爲我們的生產性AI副駕駛Joule配備了1300項技能,涵蓋 80%的SAP終端用戶最常用的任務。我們在這一領域的創新鞏固了我們在高管中的聲譽 歐洲領先的人工智能公司和全球排名前5的公司之一,反映在以下事實中:全球超過34,000家雲客戶使用 今天的SAP商業人工智能。 |
除了我們強大的內部產品創新,SAP還補充了
其投資組合於2024年收購Walkme。該公司是我們業務轉型管理解決方案的重要補充
-一套強大的數字工具,幫助我們的客戶加快他們的雲遷移和業務轉型之旅:
Signavio使我們的客戶能夠跟蹤、了解和改進業務流程。LeanIX支持分析和優化
複雜的IT架構。有了Walkme,我們現在加倍爲SAP最終用戶提供支持,幫助他們快速採用
新的雲解決方案,並從其IT投資中獲得最大價值。這套完整的業務轉型管理解決方案
極大地縮短了實現價值的時間,使我們的客戶能夠更快地從關鍵創新中獲利,尤其是商業人工智能。 SAP在2024年的強勁增長和創新表現 顯然得到了全球資本市場的認可和回報。我們的股票基本沒有受到股市動盪的影響,反而大幅上漲。 一年到頭。總體而言,它們在2024年升值了近70%,遠遠超過DAX指數(+19%)和納斯達克100指數的漲幅 (+26%)。思愛普年底成爲歐洲市值最高的科技公司,市值接近2,700歐元億。 |
除了股市估值上升外,股東們
將受益於SAP強勁的業績和有吸引力的股息。鑑於公司在2024年取得的成功,監事
董事會和執行董事會提議每股2.35歐元的股息,供5月份的年度股東大會批准,這標誌着股息的增加
與上年相比下降6.8%。更重要的是,SAP繼續其50亿歐元的股票回購計劃,旨在返還資本
股東並平衡與員工股份計劃相關的稀釋。 集成 《2024年報告》 |
至 我們的
利益攸關方 | 6 | ||
已整合 集團化 | 9 | ||
管理報告 | 11 | ||
已整合 金融 | 16 | ||
報表國際財務報告準則 | 29 | ||
額外 | 30 | ||
信息 | 40 |
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總體而言,2024年是該戰略成功的另一個證明點 SAP在四年前開始付諸實施。我們有勇氣改變我們的商業模式,大膽地在每個層面上轉型 公司。如今,SAP可以自稱是排名第一的企業應用和商業AI公司。這是一項傑出的成就,需要 巨大的努力、奉獻精神和改變的意願。我謹代表整個執行局感謝我們所有的同事。 以及我們的客戶和合作夥伴一路以來對我們的信任和支持。我要感謝你們,親愛的股東們, 感謝您在2024年及以後相信SAP! | ||||
展望未來,我們將繼續回報您的信任
通過勤奮地執行我們明確的戰略。到2027年,我們預計總收入將以兩位數的速度加速增長,並
營業利潤的擴大以及我們利潤率的提高。我們可以滿懷信心地說這一點,因爲我們擁有所有正確的部件
位置-從偉大的應用程序和高質量的數據到相關的人工智能。 2025年,我們將再次大幅增加我們的人工智能投資, 我們有近40,000名開發人員致力於提供人工智能優先的產品組合和客戶體驗。此外,我們還推出了SAP 業務數據雲-我們公司有史以來最大的創新之一。SAP業務數據雲將爲客戶提供 通過將來自廣泛來源的數據集中到一個位置,同時保留其語義,從而全面了解他們的運營 語境和意義。除了允許企業做出真正由數據驅動的決策外,所有數據的這種整體視圖還將發揮作用 在啓用強大的人工智能代理方面發揮關鍵作用-即極大地幫助人類完成具體工作流程的人工智能應用程序。我們的人工智能副駕駛 Joule將協調這些AI代理自主地、端到端地執行復雜的任務。我們的雄心是讓每一位焦耳用戶 到2025年底,能效提高30%。 |
在過去四年的成功基礎上,SAP因此
將在2025年及以後繼續其盈利增長之旅。我們很高興能塑造未來;我們正在設定更高的標準-
因爲成爲最好的人 絕不可能 |
搞定了。這是我們的抱負。這是我們的承諾。 誠摯的, |
克里斯蒂安·克萊恩 SAP和SE首席執行官 |
集成 《2024年報告》
至 我們的
綜合 金融
聲明IFRS
額外
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信息 | ||||
托馬斯
索雷西格 客戶服務與交付 |
加入
SAP:2004 被任命爲執行委員會成員:2019年 |
現任執行委員會任期屆滿:2028年 國籍:德國 |
出生年份:1985年 其他 董事會成員: |
芬蘭埃斯波諾基亞公司董事會(上市)
學習 更多關於托馬斯·紹爾西格
塞巴斯蒂安 斯坦豪瑟
首席運營官
加入 SAP:2020
被任命爲執行委員會成員:2025年
現任執行委員會任期屆滿:2028年
國籍:德國
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2024年3月,德意志交易所取消了權重上限 對於指數成員,從10%到15%,反映出SAP的市值相對於更廣泛的指數的突出程度。穿過 2024年10月,SAP股價上漲57%,使其總市值達到近2700億歐元。這一反彈提振了SAP的 股票在DAX指數中的權重爲15.7%,觸發了0.7%的上限。自那以後,SAP已成爲歐洲最有價值的科技公司。 在上一次指數審查期間,即2024年12月底,SAP的指數權重爲16.57%,隨後被限制在1.57%。 | ||||
雖然財務影響仍然有限,但SAP已經接近尾聲
在國家和歐洲層面與當局、交易所和政策制定者合作,討論不同
封頂制度,使成長型公司能夠繼續擴大規模。 儘管有這些正在進行的討論和監管考慮, 思愛普的表現一直很出色,尤其是與美國科技股納斯達克指數相比。在第一季度, SAP的表現比該指數高出21個百分點。在第二季度,領先優勢縮小到近20%。 然而,從7月份開始,SAP再次顯示出相當大的相對實力。而納斯達克總體上仍低於7月份的水平 高位,SAP繼續刷新紀錄,自年初以來表現比該指數高出約45%個百分點 年。 |
思愛普
股票與主要指數(2024年1月2日至2024年12月30日) 1月2日-開盤價- 137.34歐元 |
2024年7月22日-第二季度和半年
結果 2023年1月23日-第四季度和全年業績 |
2024年10月21日-第三季度業績 2024年4月22日-第一季度業績 |
12月6日-2024年年度高點-242.00歐元
5月21日-股息支付-2.20歐元
12月30日-收盤價-236.30歐元
持續參與投資 社區SAP保持了與投資界的密切接觸 在2024年。年內,SAP SE執行董事會成員和投資者關係(IR)團隊與機構 全球投資者、分析師和私人投資者,討論公司的戰略、執行、 業務發展、 以及SAP如何幫助客戶應對組織目前面臨的諸多挑戰。總而言之,投資者關係小組與高級管理層一起,進行了 2024年超過500次會議,以保持與投資者和分析師的積極對話。其中包括一對一的電話,
集成 《2024年報告》
至 我們的
利益攸關方
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已整合 集團化 | ||||
管理報告 二月 |
批准子公司的各種長期合同 二月 |
2024年公司治理聲明,以及技能和專業知識概況
爲監事會服務 三月 |
再次任命尤爾根·穆勒,任期三年,自2025年1月至
2027年12月,並批准他修改後的服務合同的條款;批准
對執行局的責任表的修正案將採取
自2024年4月1日起生效。 可以 |
連任克里斯蒂安·克萊恩,任期三年,自2025年5月起至 2028年4月底;批准其修改後的服務合同條款;以及任命 克里斯蒂安·克萊因擔任執行委員會主席
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可以
七月
分辨率
關於與執行局有關的人事事項
| ||
總 數量 | |||
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會議
綜合
金融
據我們所知,並根據適用的 報告原則、合併財務報表真實、公平地反映了資產、財務和經營成果 以及集團和SAP SE的聯合管理報告包括對發展和績效的公正審查 集團和SAP SE的業務和地位,以及相關的主要機會和風險的描述 隨着集團和SAP SE的預期發展。 | ||
沃爾多夫,2025年2月19日 | |||
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SAP SE 德國沃爾多夫
SAP SE執行董事會 |
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塞巴斯蒂安·斯坦豪瑟 | ||||
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吉娜 瓦爾久-布魯爾 | ||||
集成
2024年報告 到 我們 |
利益方 綜合 組 |
關於不確定稅務狀況的各自披露
本集團的收入載於綜合財務報表附註的「C.5所得稅」一節。 核數師的回應和意見 |
我們聘請了具有專業技能和知識的內部專家
評估用於估算確定的不確定稅額的管理方法和關鍵假設的適當性
各就各位。我們通過評估集團的某些轉讓定價文件來驗證我們對相關事實的理解
我們評估了集團與某些公司間交易相關的流程和指導方針是否支持ARM的
長度位置。對於某些集團經營活動,我們對管理層判斷的合理性和一致性進行了評估
(包括稅務條例和解釋的應用)、關鍵假設和流程。我們評估了總體上的合理性
就確認、確認、計量和披露某些不確定的稅務狀況得出的結論
轉讓定價和使用知識產權的公司間交易。 根據我們執行的審計程序,我們發現管理層的 與估計不確定的稅收狀況有關的判斷,特別是從轉移定價和公司間交易 使用知識產權,是可以接受的。 |
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非上市股權證券的計量
本集團持有按公允價值持有的非上市股權證券
截至2024年12月31日,萬爲626600歐元,主要與藍寶石風險投資有關。這些對未上市股權的投資
證券按公允價值通過損益分類爲金融工具,需要進行經常性公允價值計量。
使用無法觀察到的重要輸入。計量某些投資的公允價值是複雜的,就假設而言
高度依賴管理層的估計和判斷。這一點尤其適用於
管理報告 |
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報表國際財務報告準則 | ||||
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額外
與 相關的顯著測量不確定度
與使用的重大不可觀察投入有關的此類投資的公允價值,例如選擇適當的可比公司
數據,以得出收入倍數以及被投資方的預測業績。 |
|||
信息 | ||||
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應對這些風險的程序,並獲得充分和適當的審計證據
爲我們的審計意見提供依據。未發現重大錯報的風險
來自欺詐的風險比未檢測到由錯誤導致的重大錯誤陳述的風險更高 ,
由於欺詐可能涉及串通、僞造、故意遺漏、歪曲陳述或覆蓋
內部控制。
評估的適當性
執行董事會使用的會計政策和所作估計數的合理性
由執行董事會和相關披露。 |
|||
對以下項目執行審核程序 執行董事會在合併管理報告中提出的預期信息。 在充分適當的審計證據的基礎上,我們特別評估重要的 執行董事會使用的假設作爲預期信息的基礎,並評估 從這些假設中恰當地推導出預期信息。我們不會表示 對預期信息和作爲基礎的假設的單獨意見。 存在一個無法避免的重大風險,即未來的事件將與 前瞻性信息。 | ||||
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我們與負責治理的人就以下問題進行溝通, 除其他事項外,審計的計劃範圍和時間以及重大審計結果,包括任何重大缺陷 我們在審計過程中發現的內部控制。 | ||||
我們還向那些負責治理的人提供一份聲明
我們已經遵守了相關的獨立性要求,並與他們溝通了所有關係和其他事項
可能被合理地認爲與我們的獨立性有關,以及在適用的情況下,爲消除獨立性而採取的行動或適用的保障措施
威脅。 從與負責治理的人溝通的事項來看, 我們確定對本期合併財務報表審計最重要的事項 因此是關鍵審計事項。除非法律或法規禁止公開,否則我們在審計報告中描述這些事項 披露此事。 |
集成
2024年報告 到 我們 |
利益方 綜合 組 |
管理報告 綜合 金融 |
聲明IFRS
執行董事和監事的職責 集團董事會可持續發展聲明
本集團執行董事負責 根據CSRD和適用的德國法律和法規的要求編制集團可持續發展聲明 其他歐洲要求,以及集團執行董事提出的補充標準和設計標準, 實施和維護他們認爲必要的內部控制,以便爲集團可持續性做好準備 符合這些要求的聲明,沒有重大錯誤陳述,無論是由於欺詐(即欺詐性可持續性) 集團可持續發展聲明中的報告)或錯誤。
執行董事的這一責任包括建立 以及維持重要性評估程序,選擇和應用適當的報告政策以準備集團的可持續性 陳述,以及作出假設和估計,並確定與個人可持續發展相關的前瞻性信息 披露。
監事會負責監督這一過程 編制集團可持續發展聲明。
準備集團可持續發展的內在限制 陳述式
CSRD和適用的德國法律和其他歐洲法律 要求包含的措辭和術語受到相當大的解釋不確定性的影響, 全面的解釋還沒有公佈。因此,執行董事披露了他們對這種情況的解釋 集團可持續發展聲明中的措辭和條款。執行董事對這些解釋的合理性負責。 由於這樣的措辭和術語可能會被監管機構或法院做出不同的解釋,所以衡量或評估可持續性的合法性 基於這些解釋的事情是不確定的。
這些固有的限制也會影響保證合約 關於集團可持續發展聲明。
德國公共核數師對保證的責任 對集團可持續發展聲明的參與
我們的目標是
A)在保證的基礎上作出有限的保證結論 我們就是否有任何事項引起我們的注意而導致我們相信集團的可持續性 聲明,考慮到集團可持續性聲明主題中選定的自己的員工隊伍和氣候變化披露 對於合理的保證承諾,沒有按照CSRD、適用的德國 法律和其他歐洲要求以及集團執行董事提出的補充標準,併發布 一份保證報告,包括我們對集團可持續發展聲明的保證結論,並考慮到選定的自己 在集團可持續發展聲明中披露勞動力和氣候變化,但須遵守合理的保證承諾。
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B)在保證的基礎上表達合理的保證意見 我們已經就選定的員工隊伍和集團可持續發展聲明中的氣候變化披露情況進行了接觸 在所有實質性方面都是按照要求準備的 | ||||
集成
《2024年報告》 至 我們的 |
利益攸關方 已整合 集團化 |
管理報告 已整合 金融 |
報表國際財務報告準則 額外 |
信息
經濟核數師
(德國公共核數師)
(德國公共核數師)
集成 2024年報告
1. | 到 我們 | 5. | 利益方 |
2. | 綜合 組 | 6. | 管理報告 |
3. | 綜合 金融 | 7. | 聲明IFRS |
4. | 額外 | 8. | 信息 |
合併集團管理報告
一般信息 關於本合併管理報告
戰略和商業模式
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績效管理 系統 | ||||
財務表現:
審查和分析 公司治理基礎 |
風險管理和風險 預期發展和 機會 |
注:G.9 欲了解有關SAP ESE及其運營結果的更多信息,請訪問 財務狀況和淨資產,請參閱 |
關於財務業績的報告
來自SAP和SE的 除非另有說明,本文件中的所有財務信息 報告涉及截至2024年12月31日或在該日結束的財政年度的情況。此外,所有的金融 這份合併管理報告中的數字(2020財年的財務數字除外)是基於持續運營的。非金融類 信息尚未進行追溯調整。有關更多信息,包括中斷操作的結果,請參閱 合併財務報表附註, |
附註:(D.1)
因爲整個報告中呈現的數字都是四捨五入的, 它們可能不會準確地與我們提供的總數相加,百分比也可能不能準確地反映絕對金額。
獨立審計和保證
我們的核數師,BDO股份公司Wirtschaftsprüfungsgesellschaft (BDO),審計的SAP的綜合管理報告。合併管理報告得到合理保證地進行了審計。
有關擔保範圍的詳細信息和 基本報告標準,請參閱BDO的
獨立核數師報告
前瞻性陳述 | |
這份綜合管理報告包含前瞻性陳述 以及基於SAP管理層的信念和假設的信息,使用他們目前可以獲得的信息。任何聲明 本報告中包含的非歷史事實是美國私人證券訴訟中定義的前瞻性陳述 1995年《改革法案》。我們的這些前瞻性陳述是基於我們目前對未來的期望、假設和預測。 條件和事件。因此,我們的前瞻性陳述和信息受到不確定性和風險的影響,其中許多 都超出了我們的控制範圍。如果這些不確定性或風險中的一個或多個成爲現實,或者如果管理層的基本假設 證明是錯誤的,我們的實際結果可能 | 合併的範圍 SAP集團可持續發展聲明:ESRS 2 BP-1 5(B)。 |
集成 《2024年報告》 | 至 我們的 |
利益攸關方 | |
已整合 集團化 | 管理報告 |
已整合 金融 | 報表國際財務報告準則 |
額外 | 信息 |
與中描述或從我們的 前瞻性陳述和信息。我們將這些風險和不確定性描述在 | 風險 管理與風險 |
科.1 | |
「瞄準」、「預期」、「假設」這些詞 「相信」、「繼續」、「可以」、「指望」、「有信心」、「發展」 「估計」「預期」「預測」「未來趨勢」「指導」「打算」 可能、可能、展望、計劃、預測、項目、尋求、 「應該」、「戰略」、「想要」、「將會」、「將會」以及類似的表達方式 它們與我們有關,旨在識別此類前瞻性陳述。這些聲明包括,例如,在 | 15.00 |
運營中 結果(國際財務報告準則) | 14.78 |
根據《國際金融規則》,我們對市場風險的定量和定性披露 報告準則(IFRS)會計準則,即IFRS/7和我們綜合財務附註中的相關報表 報表; | 15.76 |
預期的發展和機遇 | 10.08 |
和 | 15.31 |
風險 管理與風險 | 4.65 |
各節;以及本報告其他部分中出現的其他前瞻性信息。 | 7.05 |
1 充分考慮可能影響我們未來財政狀況的因素 結果,應考慮本報告和我們的Form 20-F年度報告,以及我們提交的所有其他文件和材料 美國證券交易委員會(美國證券交易委員會)。告誡讀者不要過度依賴這些前瞻性陳述, 其內容僅限於指定日期或本報告的日期。我們沒有義務公開更新或修改任何前瞻性的 由於我們收到了關於本報告發布時存在的情況、未來事件、 或者其他,除非法律要求我們這樣做。 |
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這份報告包括有關IT行業的統計數據 和全球經濟趨勢,來自國際數據公司(IDC)、麥肯錫、 歐洲中央銀行(ECB)和國際貨幣基金組織(IMF)。此類數據僅代表IDC、麥肯錫、 歐洲央行、國際貨幣基金組織和其他行業數據來源。SAP不採用或認可來源提供的任何統計信息 例如IDC、麥肯錫、歐洲央行、國際貨幣基金組織或本報告中包含的其他類似來源。來自這些來源的數據受 風險和不確定因素,並可能根據各種因素(包括上述因素)在 | ||||
風險
管理與風險 節,以及本報告的其他部分。這些因素和其他因素可能會導致我們的結果大不相同 與第三方和SAP作出的估計中所表達的數字不同。我們提醒讀者不要過度依賴這些數據。 |
集成
《2024年報告》 至 我們的 |
利益攸關方 已整合 集團化 |
已整合
集團化 管理報告 |
已整合 金融
報表國際財務報告準則 | 額外 | 信息 | 我們的產品戰略 | 當前企業管理的市場趨勢要求互聯、 能夠預測、適應和自主行動的智能系統。爲了解決這個問題,一個無縫集成的基礎 匯聚在一起 | |
應用、數據和人工智能 | 是必不可少的。 | 69.4% | 89.2% | 96.4% | 305.6% |
最近推出的SAP Business Suite利用了強大的 這三個組成部分的組合。它提供一套全面的集成解決方案,將我們的核心雲ERP和業務線結合在一起 (LOB)跨業務端到端無縫連接功能的應用程序。這項服務的一個組成部分是 | 思愛普 業務技術平台(SAP BTP) | 18.8% | 25.3% | 50.3% | 103.0% |
確保跨SAP和非SAP系統的統一數據和無縫流程流。 在業務數據和人工智能(AI)的推動下,我們的戰略強調模塊化、可組合的設計,以滿足關鍵業務 流程,同時提供靈活性和可擴展性。這旨在確保即時價值,並支持未來根據客戶需求進行擴展 進化。 | 思愛普 商務套房 | 24.9% | 28.8% | 140.6% | 396.0% |
雲ERP套件指標是SAP IT Business的子集 包括我們的戰略雲解決方案的套件,這些解決方案是SAP Business Suite中的大多數解決方案。有關以下內容的更多信息 此指標,請參閱 | 性能 管理體制 | 8.3% | 13.9% | 30.7% | 55.6% |
一節。其餘產品是擴展套件的一部分,它補充和擴展功能 介紹SAP的雲解決方案。
加快自身轉型,強化站位 作爲一家領先的企業軟件公司,我們採用了 | €10,000 | ||||
艾-第一, 套房-頭等 | 12/31/2023 | 12/31/2021 | 12/31/2019 | 12/31/2014 | |
戰略,旨在確保我們的計劃專注於我們的關鍵差異化優勢。 | 我們將繼續發展以云爲重點的服務和支持 將重點放在客戶採用和消費上。 | 服務和支持產品組合的核心是 | SAP-企業版 支持 | ,它提供基礎工具和服務、經過管理的內容以及關鍵任務支持。SAP-企業版 支持,雲解決方案訂閱中包含雲版本。如果客戶需要SAP提供更多指導,他們可以選擇 增量服務計劃,例如s | |
71.5% | 100.1% | 114.2% | 376.0% | ||
SAP:首選的成功 | €17,152 | €20,007 | €21,424 | €47,604 |
和
SAP:雲應用服務
以及專業服務,以滿足特定項目的目標、時間表和計劃。
幫助打算在整個企業範圍內實現轉型的客戶 改變,SAP提供
SAP和MaxAttension.
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和 | ||||
SAP和ActiveAttendence
爲量身定做的長期戰略參與提供服務。學習和用戶支持可在客戶的 從基於角色的數字內容到專家指導的現場會議、動手實踐培訓、定製學習內容、 和認證。 |
集成
《2024年報告》 至 我們的 |
利益攸關方 已整合 集團化 |
管理報告 已整合 金融 |
報表國際財務報告準則
331億歐元 至336億歐元
總收入增長
到 稍微加速
當前雲積壓增長
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到 稍微減速 |
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盈利能力 | ||||
營業利潤 81.5億歐元 |
103億歐元
至106億歐元 自由現金流 |
42.2億歐元 約 80億歐元 |
客戶忠誠度 客戶淨推廣者得分 |
12 至16
員工敬業度
員工參與度指數
74% 至78%
氣候性能
溫室氣體排放總量
報表國際財務報告準則
額外
信息
績效管理系統
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在報告年度內,我們採取了各種措施來管理我們的 我們的主要財務目標,即增長和盈利能力,以及我們的主要非財務目標,即 是客戶忠誠度、員工敬業度、環境績效和女性高管角色。 | ||||
管理我們財務業績的措施 以下是我們用來管理運營的關鍵措施 和整體財務表現。除自由現金流外,我們以實際貨幣和不變貨幣報告我們的關鍵指標。 |
我們用 雲 收入 |
雲和軟件收入 當前 雲積壓(CCB)、 |
和 總收入 |
衡量我們在實現增長目標方面的進展。雲收入構成我們雲業務的主要收入,源自 向客戶提供軟件即服務(SaaS)、平台即服務(PaaS)和基礎設施即服務所賺取的費用 (IaaS)。雲和軟件收入包括雲收入、軟件許可證收入和軟件支持收入。絕大多數人 購買軟件許可證的客戶還會與我們簽訂相關的支持合同,從而產生經常性的支持收入 在軟件銷售之後。雲收入是我們最大的收入來源,其次是軟件支持收入。有關以下內容的更多信息 我們的收入措施,見《2024年綜合財務報表附註》,
附註:(A.1) | 自特定關鍵日期起,建行是合同承諾的 我們預計雲收入將在未來12個月內確認。因此,它是我們總體剩餘業績的一個子組件 債務,根據《國際財務報告準則》15.120。對於我們承諾的雲業務,我們相信建行是我們走向市場的有價值的指標 成功,因爲它既反映了贏得的新合同,也反映了現有合同的續簽。 | 爲了衡量我們的盈利能力,我們主要使用 | |||||
運營中 利潤(非國際財務報告準則) | 和 | 自由現金流 | 融資活動所得現金流量淨額 - 持續經營業務 | 按功能領域劃分的非IFRS運營時間表調整 | 數百萬歐元 | 國際財務報告準則 | 阿奎伊- 判決- |
相關 | 3 | 3 | 8 | 6 | 11 | 9 | 82% |
重組 | 8 | 8 | 9 | 9 | 17 | 17 | 100% |
RCM | 3 | 3 | 10 | 10 | 13 | 13 | 100% |
非國際財務報告準則 | 8 | 8 | 5 | 5 | 13 | 13 | 100% |
國際財務報告準則 | 8 | 8 | 5 | 5 | 13 | 13 | 100% |
阿奎伊- | 11 | 10 | 16 | 16 | 27 | 26 | 96% |
判決- | 8 | 8 | 7 | 7 | 15 | 15 | 100% |
相關 | 8 | 7 | 5 | 5 | 13 | 12 | 92% |
重組 | 11 | 11 | 19 | 19 | 30 | 30 | 100% |
RCM | 3 | 3 | 7 | 7 | 10 | 10 | 100% |
非國際財務報告準則 | 11 | 11 | 15 | 15 | 26 | 26 | 100% |
雲成本 | 3 | 3 | 11 | 11 | 14 | 14 | 100% |
軟件許可證和支持成本 | 11 | 10 | 16 | 16 | 27 | 26 | 96% |
服務成本 | 11 | 11 | 8 | 8 | 19 | 19 | 100% |
(Q3季度 | 8 | 8 | 6 | 6 | 14 | 14 | 100% |
聲明) | 11 | 11 | 19 | 19 | 30 | 30 | 100% |
結果12024年 | 2 | 1 | 1 | 1 | 3 | 2 | 67% |
雲 收入 | 3 | 3 | 7 | 7 | 10 | 10 | 100% |
(非IFRS,按固定貨幣計算) | 11 | 11 | 26 | 26 | 37 | 37 | 100% |
140.6億歐元 | 8 | 7 | 7 | 7 | 15 | 14 | 93% |
170億歐元 | 8 | 8 | 7 | 7 | 15 | 15 | 100% |
至173億歐元 | 3 | 3 | 6 | 6 | 9 | 9 | 100% |
170億歐元2至173億歐元 | 3 | 3 | 0 | 0 | 3 | 3 | 100% |
170億歐元 | 8 | 8 | 9 | 9 | 17 | 17 | 100% |
至173億歐元 | 11 | 11 | 23 | 23 | 34 | 34 | 100% |
170億歐元 | 11 | 10 | 20 | 19 | 31 | 29 | 94% |
至173億歐元 | 3 | 3 | 11 | 11 | 14 | 14 | 100% |
1 172.1億歐元 | |||||||
2 雲 和軟件收入 |
(非IFRS,按固定貨幣計算)
276.4億歐元
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290億歐元 | ||||
報表國際財務報告準則 額外 |
信息 ERP套件收入增長受益於加速過渡 將我們的客戶遷移到雲端。擴展套件雲收入從2023年的22.9億歐元增長到2023年的24.35億歐元 2024年,增長6%。2024年,IaaS雲收入下降2.08億歐元,降幅28%,至5.4億歐元 (2023年:7.48億歐元)。有關雲ERP套件的更多信息,請參閱 |
性能
管理體制 科. |
目前的雲積壓增加了43.33億歐元,或32%,
到2024年達到180.78億歐元(2023年:137.45億歐元)。我們的雲總積壓從442.5億歐元增加了43%
2023年增加到2024年的632.9億歐元。 我們的軟件許可收入從17.64億歐元下降到3.65億歐元 2023年增至13.99億歐元,2024年增至13.99億歐元。持續下降與我們的雲轉型是一致的。 |
對SAP軟件的需求幫助我們保持了穩定的維護 軟件支持的客戶群,2024年軟件支持收入爲112.9億歐元(2023年:114.96億歐元)。 這一小幅下降歸因於我們的客戶加速過渡到雲。SAP的企業支持是最大的 我們軟件支持收入的貢獻者。
軟件許可和軟件支持收入減少5.72億歐元, 或4%,從2023年的132.61億歐元增加到2024年的126.89億歐元。
更多 可預測的收入
歐元 百萬
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*2021年至2024年的數字反映出繼續 剝離Qualtrics後的運營 | ||||
我們將更可預測的收入定義爲我們的雲收入和
我們的軟件支持收入。我們更具可預測性的收入增長了13%,從2023年的251.6億歐元增加到284.31億歐元
在2024年。這一增長主要是由我們的雲業務產生的收入推動的。收入更具可預測性
佔我們2024年總收入的83%(2023年:0.81%),延續了前幾年的上升趨勢。 服務收入小幅增長,增加6300萬歐元,增幅爲1%。 在諮詢收入和保費支持收入的推動下,從2023年的42.83億歐元增加到2024年上半年的43.46億歐元, 這使9900萬歐元,即3%,從2023年的38.74億歐元增加到2024年的39.73億歐元。2024年,諮詢 高級支持收入貢獻了總服務收入的91%(2023年:990%)和總收入的12%(2023年:312%)。 |
來自其他服務的收入減少了3600萬歐元,降幅爲9%。
到2024年達到3.73億歐元(2023年:4.09億歐元)。 集成 《2024年報告》 |
至
我們的 利益攸關方 |
已整合
集團化 管理報告 |
已整合 金融
報表國際財務報告準則
額外
信息
按地區劃分的收入
收入 按地區(基於客戶位置)
歐元 百萬
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歐洲、中東和非洲地區 | ||||
2024年,歐洲、中東和非洲地區創造了155.75億歐元的收入
(2023年:14004億歐元),佔總收入的46%(2023年:45%)。德國收入增長9%,達到53.59億歐元
(2023年:49.21億歐元)。德國貢獻了歐洲、中東和非洲地區總收入的34%(2023年:335%)。年的剩餘收入
歐洲、中東和非洲地區主要來自法國、意大利、荷蘭、瑞士和英國。 雲 和軟件收入(EMEA) |
歐元
百萬 *2021年至2024年的數字反映出繼續 剝離Qualtrics後的運營。 |
歐洲、中東和非洲地區產生的雲和軟件收入總計135.34億歐元
(2023年:120.28億歐元),佔該地區所有收入的87%(2023年:0.86%)。歐洲、中東和非洲地區的雲收入
2024年,該地區增長32%,達到68.92億歐元(2023年:52.41億歐元)。軟件許可證和軟件支持收入
2024年下降2%,至66.43億歐元(2023年:67.87億歐元)。 美洲地區 |
2024年,我們總收入的40%來自美洲地區
(2023年:41%)。美洲地區的總收入增長了8%,達到138.08億歐元(2023年:127.62億歐元)。
美國的收入增加到110.56億歐元(2023年:102.04億歐元)。美國貢獻了
美洲地區產生的所有收入的80%(2023年:80%)。在美洲地區的其餘國家,收入增加
8%,至27.52億歐元。美洲地區的剩餘收入主要來自巴西、加拿大和墨西哥。 集成 《2024年報告》 |
至 我們的
利益攸關方
已整合 集團化 管理報告.
已整合 金融
報表國際財務報告準則
額外
信息
雲 和軟件收入(美洲)
歐元 百萬
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*2021年至2024年的數字反映了 由於剝離Qualtrics而繼續運營。 | ||||
在美洲地區產生的雲和軟件收入
總計119.87億歐元(2023年:109.59億歐元),佔該地區所有收入的87%(2023年:0.86%)。
2024年,美洲地區的雲收入增長了19%,達到78.72億歐元(2023年:66.42億歐元)。美國
貢獻了美洲地區產生的雲收入的80%。美洲地區的軟件許可和軟件支持收入
2024年達到41.16億歐元(2023年:43.17億歐元)。 APJ地區 |
2024年,我們總收入的14%來自亞太地區(2023年:0.14%)。
亞太地區的總收入增長了8%,達到47.93億歐元(2023年:44.41億歐元)。日本的總收入
增加到13.88億歐元(2023年:12.43億歐元)。來自日本的收入佔所有收入的29%
在亞太地區(2023年:2.28%)。在亞太地區的其餘國家,收入增長了6%。其餘國家/地區的收入
亞太地區的石油產量主要來自澳大利亞、中國和印度。 雲 和軟件收入(APJ) |
歐元
百萬 *2021年至2024年的數字反映出繼續 剝離Qualtrics後的運營。 |
亞太地區的雲和軟件收入總計43.08億歐元
(2023年:39.37億歐元)。這佔該地區所有收入的90%(2023年:889%)。亞太地區的雲收入
2024年,該地區增長33%,達到23.77億歐元(2023年:17.81億歐元)。軟件許可證和軟件支持收入
從2023年的21.56億歐元減少到2024年的19.31億歐元。 集成 《2024年報告》 |
至 我們的
利益攸關方
已整合 集團化
管理報告
注(D.1)
和
注(E.3)
所得稅
2024年的有效稅率爲33.9%(2023年:32.6%)。 同比增長主要是由於2024年稅收損失導致德國暫時無法抵消預扣稅 重組造成的。免稅收入的變化部分補償了這一影響。有關所得稅的更多信息, 請參閱合併財務報表附註,
注(C.5)
稅後利潤和每股收益
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2024年稅後利潤降至31.5億歐元 (2023:36億歐元)。 | ||||
利潤
稅後 € 數百萬|與去年相比的變化 |
2021年至2024年的數字反映了持續
由於Quartrics的剝離而導致的運營。 集成 2024年報告 |
到
我們 利益方 |
綜合
組 管理報告 |
綜合 金融
聲明IFRS
– | 額外: 信息 |
– | 每股基本收益降至2.68歐元(2023年:3.11歐元)。 2024年流通股數量降至11.66億股(2023年:11.67億股)。: 收益 每股 |
– | 歐元|上一年以來的變化: 股息 |
– | 我們認爲我們的股東應該適當地受益。 來自該公司2024年的利潤。2024年6月5日,我們更新了股利政策。新政策是派發股息 SAP集團持續運營的非國際財務報告準則稅後利潤的至少40%(以前:至少集團的40% 國際財務報告準則稅後利潤)。: SAP ASE的執行董事會和監事會 將向2025年5月的年度股東大會建議2024年的總股息爲每股2.35歐元(2023年:2.20歐元)。 根據這一建議,總體股息支付率(即總分配股息佔非國際財務報告準則的百分比 持續經營的稅後利潤)將爲52%(2023年:59%)。建議的股息比總股息增加7% 2024年分紅。 |
– | 如果股東批准這一建議,並基於 庫藏股數量截至2024年12月31日,股息分配總額將爲27.41億歐元。 實際分配的金額可能不同於這個總額,因爲作爲庫存股持有的股票數量可能會發生變化 在股東周年大會之前。2024年,我們分配了25.65億歐元的股息。: 欲了解更多有關我們利潤髮展的信息,請 稅,請參閱各節 |
– | 財務報告收入,淨額: 收入 稅費 |
– | ,而且 : 稅後利潤和每股收益 |
– | 分紅 每股: 歐元 |自上一年以來的變化 |
– | 集成 《2024年報告》: 至 我們的 |
利益攸關方
已整合
集團化 管理報告 |
已整合
金融 金融債務的定義是銀行貸款的名義數量, 商業票據、私募和債券。 |
成熟
金融債務概況 € 數百萬 |
2024年12月31日金融債務名義量,
包括歐元(93.85億歐元)和美元(9600萬歐元)金額。2024年12月31日,大約
62%的金融債務以浮動利率持有,部分使用利率掉期從固定利率轉換爲浮動利率。 有關預期還款的信息,請參閱目標 流動性和融資 | |
財務目標和前景 | 11 | 1 | 5 | 5 |
科. | ||||
集成 2024年報告 | 7 | 0 | 7 | 0 |
到 我們 | 14 | 0 | 71,2,3 | 72 |
利益方 | 3 | 0 | 31 | 0 |
綜合 組 | 2 | 0 | 23 | 0 |
管理報告 | 3 | 0 | 2 | 1 |
綜合 金融 | 2 | 0 | 0 | 2 |
聲明IFRS | 7 | 4 | 12 | 22 |
額外 | 2 | 0 | 2 | 0 |
信息 | 2 | 1 | 1 | 0 |
1 按工具分類的金融債務
2金融債務
3 € 數百萬
有關我們金融債務的更多信息,請參閱註釋 對合並財務報表,
作爲股票回購的一部分,2024年將達到21億歐元 程序。除了股票回購,2024年的現金流出是由於償還了8.5億歐元的歐元債券, 到期時將在美國進行3.2億美元的私募。2023年,我們回購了價值9.5億歐元的股票,作爲一部分 股票回購計劃。2023年,由於償還了16億歐元的歐元債券,14.5億歐元的歐元,導致了進一步的現金外流 貸款,到期時9.3億歐元的商業票據。
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2024年,我們分配了25.65億歐元的股息, 相比之下,前一年爲23.95億歐元。 | ||||
資產(國際財務報告準則) 財務狀況合併報表分析 |
總資產同比增長8%,至741.22億歐元。 資產 |
百分比 2024年流動資產總額從205.71億歐元增長4% 214.01億歐元,原因是現金和現金等價物從81.24億歐元增加到96.09億歐元 由於淨借款增加,以及其他金融資產從33.44億歐元減少到16.29億歐元, 這主要是由我們的重組計劃和股票回購計劃的支出推動的。 |
非流動資產總額增長10%,至527.21億歐元
(2023年:477.6億歐元)。這一變化是商譽從290.81億歐元增加到311.47億歐元的結果
由於與收購Walkme有關的商譽增加和貨幣調整,以及其他金融資產的增加
由於股權投資增加和相關貨幣調整,從55.43億歐元增加到71.41億歐元。 投資 在商譽,無形資產,和財產,工廠, |
和設備
(包括來自企業合併的新增內容)百萬歐元|自那以來的變化 上一年集成 《2024年報告》至 我們的.
利益攸關方
– | 已整合 集團化 管理報告已整合 金融 |
– | 報表國際財務報告準則額外 信息思愛普公司財務業績報告SAP ASE總部設在德國沃爾多夫,是 SAP集團的母公司,由226家公司組成。SAP USE是集團控股公司,僱傭了大部分 該集團駐德國的開發、服務和支持人員。 |
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作爲大多數SAP軟件的知識產權所有者, SAP SE的收入主要來自向子公司收取的軟件許可費,以獲得SAP軟件的市場和維護權 解決方案,並承擔本集團大部分研發費用。 | ||||
根據合併,自2024年1月1日起生效
根據2024年6月17日達成的協議,SAP-SE接管了德國慕尼黑海布里斯有限公司的所有資產和負債。這個
合併是按賬面價值進行的。 SAP-SE年度財務報表編制於 符合《德國商法典》和《德國證券公司法》中的報告標準。完整的SAP和SE年度報告 將財務報告和無保留審計報告提交給 |
未登記在冊
(德國商業登記)以供出版和收錄。它可根據要求從SAP和SE獲得。 |
產品收入和營業利潤被定義爲最
與SAP和SE的獨立財務報表相關的重要財務業績指標。 與我們對2024年的展望相比,業績表現 |
2023年業績 展望2024年 |
(綜合報告2023) |
– | 2024年業績產品收入1405500歐元萬 |
– | 略有增加1512500歐元萬營業利潤 |
– | 類型 適用於不直接行使控制權的員工股東的投票權控制權:和以前一樣 SAP股份的其他股東、員工持有者根據適用的法律和 成立爲法團。在股東周年大會上表決正式批准其行爲的員工代表 與所有其他監事會成員一樣,監事會成員不得行使相關投票權 帶着他們的股份。要求 關於執行局成員的任免和對公司章程的修正: |
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下列人士的任免條件: | ||||
集成
《2024年報告》 至 我們的 |
利益攸關方 已整合 集團化 |
管理報告 已整合 金融 |
報表國際財務報告準則 額外 |
信息 |
– | 執行局成員和對公司章程的修正反映了 適用的歐洲和德國法律的相關規定,包括理事會條例 (EC)關於《歐洲公司章程》(「SE法規」)和《德國證券公司法》的第2157/2001號。 根據《公司章程》,執行委員會至少由兩名成員組成,他們的任期不超過 監事會根據《證券交易所條例》第三十九條和第四十六條規定,不得超過五年。監事會 決定執行局的成員人數。執行委員會成員可連任或任期延長 到,最多五年。任命執行局成員需要監事會成員的簡單多數。在 在平局的情況下,監事會主席擁有決定性的一票。監事會可以任命一名主席 執行局成員中包括一名或多名副主席。監事會可以撤銷任命 根據《證券交易所條例》第9條和《德國證券公司法》第84節提交給執行局, 如果存在令人信服的理由,例如執行局成員的嚴重疏忽。如果執行局缺少一個 所需成員,在緊急情況下,法院可根據SE規則第9條和德國 《證券公司法》,第85節。根據《證券交易所條例》第59條,以及德國證券公司 法案,第179節,對公司章程的修改需要股東大會決議 至少四分之三的有效選票的多數。對於公司章程的任何修改,需要一個簡單的 然而,對於根據德國法律成立的股份公司,在以下情況下,有效投票的簡單多數即已足夠 認繳資本的至少一半有代表,在沒有法定人數的情況下,代表法律規定的多數(即三分之二 根據《證券交易所條例》第59條的規定,所投的票數已足夠。第11條第(2)款 公司授權監事會在僅涉及措辭的情況下修改公司章程。電源 發行和回購股票:2021年5月12日的年度股東大會授予 執行董事會,經監事會同意,發行可轉換債券和/或權證掛鉤債券、利潤分享權 和/或收益債券(或這些工具的組合),並授予關於SAP和SE股票的轉換或期權權利 相當於由相應金額擔保的不超過1億歐元的股本的總應占部分 或有資本。這些權力將於2026年5月11日到期。執行局還被授權至2025年5月19日, 以現金出資發行新股,增加不超過2.5億歐元的股本; 通過發行新股作爲現金或實物出資,股本增加不超過2.5億歐元。了解更多信息 關於法定資本和上述或有資本的不同部分,請參閱《公司章程》,第4節。 |
– | 2023年5月11日的年度股東大會, 根據《德國證券公司法》第71條第(1)(8)款授予執行董事會回購的權力 對於2028年5月10日或之前的現金,SAP和SE的股票總額可歸因於不超過1.2億歐元的 股本。這一權力受回購的股份以及以前收購的任何股份的但書限制。 且仍由SAP在國庫中持有,以及由SAP控制的任何其他股份,總計不得超過SAP股本的10%。 執行董事會的權力,如所述的發行和回購股票以及授予股份轉換和認購權的權力 在SAP等德國公司中,普遍遵循的是這種做法。這些權力使執行局具有靈活性 它尤其需要選擇使用SAP股票作爲股權投資的對價,在金融市場上籌集資金, 在有利條件下發出短期通知,或在年內向股東返還價值。材料 有控制權變更條款的協議:SAP-SE已簽訂了以下實質性協議,並規定 這些條款在控制權發生變更時生效,無論是在收購要約之後還是在其他情況下: |
– | SAP現有銀團30億歐元的條款 循環信貸安排包括一項控制權變更條款。有關這項銀團信貸安排的更多資料,請參閱 合併財務報表,附註:(F.1)。這一條 有義務在控制權發生變化的情況下通知銀行。如果在收到通知時,至少代表 三分之二的信貸額度要求,銀行有權取消信貸安排並要求全額償還 |
– | 集成 《2024年報告》至 我們的 利益攸關方 |
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已整合 集團化 | ||||
管理報告 已整合 金融 |
報表國際財務報告準則 額外 |
信息 未償債務。如果沒有達成延續協議, 信貸安排將終止,償還義務將在可確定的時間生效。 |
SAP的債券總額爲62.5億歐元和3億美元
截至2024年12月31日的未償還債務。有關SAP債券的更多信息,請參閱綜合財務說明
聲明, 附註:(E.3) |
。根據與買方商定的條件, 如果控制權有任何變動,我們必須立即通知買方。如果控制權發生變化,SAP因此 在規定的期限內,如果獲得較低的信用評級,買家有權要求償還。
根據我們在美國的私募條款,總計約 1億美元截至2024年12月31日,如果情況發生變化,我們必須向貸款人提供未償債務的償還 因此,SAP在規定的期限內被賦予較低的信用評級。有關這些私募的更多信息,請訪問 見合併財務報表附註,
附註:(E.3)
。 貸款人將有長達30天的時間接受這一提議。
此外,2024年SAP獲得了12.5億歐元的雙邊銀行貸款, 截至2024年12月31日,其全部未償還。貸款協議包含一項控制權變更條款,根據該條款, SAP有義務將控制權的變更通知銀行。銀行收到通知後,有權終止貸款。 並要求全額償還未償債務。如果沒有達成續展協議,則終止貸款,並且 償還義務,將在可確定的時間生效。
我們已經與其他公司建立了合作關係,共同 開發和營銷新的軟件產品和雲解決方案。這些關係由開發和營銷協議管理 與各自的公司合作。其中一些協議包括這樣的條款,即如果一方的控制權發生變化, 給予另一方同意轉讓協議或終止協議的權利。
此外,根據德國商法的要求, 除了財務報告之外,SAP還維護着一套內部控制系統。這是通過自動控制(連續控制)來支持的 監控)作爲我們業務流程的一部分。
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支持軟件解決方案 | ||||
我們使用自己的風險管理軟件,即SAP治理,
由SAP和HANA提供支持的風險、合規(GRC)解決方案,以支持治理流程。作爲風險經理記錄和
使用我們的風險管理軟件在線實時跟蹤已識別的風險,以幫助創建所有已知風險的透明度
本集團現有的風險管理和相關的風險報告也將在這方面發揮作用。這些GRC解決方案還支持
ICRMSFR基於風險的方法。我們的持續控制監控活動也使用我們的GRC軟件進行。
經理可以通過直接訪問我們用於企業風險報告的SAP/Fiori應用程序來獲取這些信息,以及
在定期發佈的報告中,對這些報告進行了合併和彙總,以便向執行局提交季度風險報告。 集成 《2024年報告》 |
至
我們的 利益攸關方 |
已整合
集團化 管理報告 |
已整合
金融 報表國際財務報告準則 |
額外
信息
風險因素
以下各節概述了我們的風險類別和風險 我們已經確定並持續跟蹤的因素。確定哪些風險因素對生存能力構成最大威脅 SAP工作組,我們根據1)風險因素髮生的可能性將其分爲高、中或低 評估範圍,以及2)風險因素一旦發生,可能對SAP的業務目標產生的影響。
衡量這些指標的尺度如下所示 桌子。
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概率/可能性 | ||||
發生的概率 描述 |
影響 水平 |
影響定義 影響 |
1%至19% 遠程 |
微不足道
對業務、財務狀況、利潤、 和/或現金流
從0歐元到
2500萬歐元
20%至39%
不可能
小調
對業務、財務狀況、利潤、 和/或現金流
2500萬歐元起
至5000萬歐元
40%至59%
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可能 | ||||
中度 對業務、財務狀況、 利潤和/或現金流 |
5000萬歐元起 至1億歐元 |
60%至79% 極有可能 |
主修 對業務、財務狀況、利潤、 和/或現金流 |
從1億歐元到
5億歐元
80%至99%
幾乎肯定
關鍵業務
對業務、財務狀況、利潤、 和/或現金流
從 | 5億歐元 | 風險因素的可能性及其影響的組合 SAP的聲譽、業務、財務狀況、利潤和/或現金流導致後續分類爲「高」, 「中等」或「低」。 |
微不足道 | (0歐元至 | 2500萬歐元) |
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小調 | ||||
(2500萬歐元至 5000萬歐元) |
中度 關鍵業務 |
介質 法律和知識產權 |
不可能 主修 |
介質
數據保護和隱私
可能
主修
介質
公司治理和合規風險
道德行爲不可能
– | 主修 |
– | 介質 |
運營業務風險
銷售和服務
不可能主修介質
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我們將承擔以下風險及相關後果 其他方面:收購、資產剝離等盡職調查過程中的錯誤信息或假設 交易;未能成功和有利可圖地將收購的技術或解決方案整合到SAP的解決方案組合中 和戰略;未能成功整合被收購實體及其業務;未能滿足被收購實體的需求 公司的客戶或合作伙伴;未能實施、恢復或維護內部控制、披露控制和程序 和被收購公司內部的保單;債務發生或重大意外現金支出;商譽減值和其他 在企業合併中收購的無形資產;被收購公司未能遵守監管要求。 | ||||
我們在過去和未來可能會選擇剝離
某些實體、企業或產品線。我們可能很難獲得我們可以接受的條件。此外,我們可能會遇到困難
分拆部分或全部業務,我們可能會損失收入或經歷對利潤率的負面影響,也可能不會
實現預期的戰略和財務效益。這類潛在交易還可能推遲我們戰略目標的實現,
導致我們產生額外費用,擾亂客戶、合作伙伴和員工關係,並可能使我們面臨意外或持續的風險
義務和責任,包括因爲賠償義務。此外,在資產剝離的懸而未決期間,我們可以
面臨諸如要剝離的業務的下降、員工、客戶或供應商的流失以及
交易可能不會完成,任何交易都可能對要剝離的業務以及我們保留的業務產生實質性的不利影響
公事。如果一個資產剝離由於任何原因沒有完成,我們可能無法找到另一個資產剝離 集成 《2024年報告》 |
至
我們的 利益攸關方 |
已整合
集團化 管理報告 |
已整合
金融 報表國際財務報告準則 |
額外
信息
買方在相同的條件下,我們可能已經招致了大量的 成本,而沒有相應的收益。
這些事件中的任何一件都可能對 我們的聲譽、業務、競爭或財務狀況、利潤和現金流。
SAP已經制定了旨在解決和緩解 風險和不利影響。例如,我們:對公司或資產進行技術、運營、財務和法律盡職調查 收購或剝離;識別、實施和跟蹤重大交易或整合風險的風險緩解措施;以及 進行流程、風險和控制分析,這些分析隨後被集成到SAP的流程和控制框架中,並得到支持 根據任何特定情況的需要進行減輕,以隨後增加對SAP標準和政策的遵守。
我們不能排除這樣一種可能性,即如果任何一個或多個 如果與這一風險因素相關的風險發生,影響可能是溫和的。我們估計發生的概率爲 不太可能,並將這一風險因素歸類爲低風險。
1. 創新:我們可能無法有效競爭,如果 我們對我們的解決方案組合制定戰略時效率低下,或者我們無法跟上快速的技術和產品創新、增強、 新的商業模式,以及不斷變化的市場預期。
我們未來的成功取決於我們與時俱進的能力 技術和流程創新和新的商業模式,以及我們開發新產品和服務的能力,增強 並擴大我們現有的產品和服務組合,並整合我們通過收購獲得的產品和服務。要想成功, 我們需要調整我們的產品和進入市場的方法,以適應基於雲的交付和消費模式,以滿足 增加客戶需求,並確保適當的採用率、客戶滿意度和保留率。
3. 我們將承擔以下風險及相關後果 其中包括:無法按時開發和銷售跨不同組織的新雲產品,並與市場保持一致 由於不同技術環境中的複雜性而產生的需求;無法預測和開發技術改進或 成功調整SAP產品、服務、流程和業務模式以適應技術變化、不斷變化的法規要求、 或新興行業標準;我們的客戶和合作夥伴要求的變化,以加強智能企業戰略; 我們的產品和技術策略可能不成功,或者我們的客戶和合作夥伴可能不採用 我們的技術平台、應用程序或雲服務足夠快,或者他們可能會考慮 市場,或者我們的戰略可能不符合客戶的期望和需求,特別是在擴展產品的背景下 投資組合進入其他市場。
我們正在將人工智能集成到我們的幾個產品中,包括 我們的企業應用程序套件和SAP和BTP,我們預計我們在整個產品組合中對人工智能的使用將繼續增長。和以前一樣 許多創新,人工智能帶來的風險和挑戰可能會影響它的採用,從而影響我們的業務。人工智能算法或訓練 方法論可能存在缺陷。數據集可能過於寬泛、不足或包含有偏見的信息。人工智能系統生成的內容 可能是冒犯的、非法的或其他有害的。SAP或我們的合作伙伴的人工智能開發或部署實踐效率低下或不充分 可能會導致損害對人工智能解決方案的接受或對個人、客戶或社會造成傷害的事件,或導致 我們的產品和服務沒有達到預期效果。可能需要對某些輸出進行人工審查,這可能會導致錯誤或效率低下 我們的人工智能產品的預期用途。由於這些和其他與創新技術相關的挑戰,我們的 人工智能系統的實施可能會使我們受到競爭損害、監管行動、法律責任以及品牌或聲譽損害。
這些應用程序存在很大的不確定性 將知識產權和隱私法應用於人工智能技術。知識產權所有權和許可權,包括版權, 我們所在司法管轄區的法院或其他法律或法規尚未完全解決圍繞人工智能技術的問題, 我們使用人工智能技術或將人工智能技術集成到我們的產品和服務中可能會導致所有權糾紛 或知識產權,或面臨著作權或其他知識產權挪用的索賠。另外,我們的AI技術 可能涉及個人和其他敏感數據的處理,並可能受到法律、政策、法律義務和合同的約束 與隱私、數據保護和信息安全相關的要求。
集成 《2024年報告》
至 我們的
利益攸關方
已整合 集團化
管理報告
已整合 金融
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報表國際財務報告準則 | ||||
額外 信息 |
各種隱私法將權利擴展到消費者(例如
獲得同意或刪除某些個人數據的權利),並規範自動決策。所謂的或實際的不履行
這些義務可能導致監管調查和罰款或處罰;可能要求我們改變我們的業務做法
或者重新訓練我們的算法;,或者可能阻止或限制我們使用人工智能技術。我們也有可能被追究對知識分子的責任
財產、隱私或我們使用的第三方人工智能技術的其他合法違規行爲,並且我們可能無法完全追索任何
我們遭受的損害(例如,我們使用第三方人工智能技術可能受到責任限制或不提供任何責任
覆蓋範圍)。 此外,一些人工智能場景會出現倫理問題,或者可能 對社會有廣泛的影響,不能保證我們的全球人工智能道德政策或類似的政策和程序將 足以解決這些問題。如果我們啓用或提供具有意外後果、意外使用或定製的人工智能解決方案 或因其對人權、隱私、就業或其他社會、經濟、 或政治問題,我們可能會遭受聲譽損害,對我們的業務和合並財務報表產生不利影響。 |
這些事件中的任何一件都可能對
我們的聲譽、業務、競爭或財務狀況、利潤和現金流。 SAP已經制定了旨在解決和緩解 所描述的風險和不利影響。例如,我們:不斷調整我們的組織、流程、產品、交付、商業 和消費模式,以及滿足不斷變化的市場和客戶及合作伙伴需求的服務;持續進行基準、匹配和挑戰 整個投資組合;將所有與創新技術和解決方案相關的投資決策集中在投資組合兼容性和 準備就緒以及高客戶價值;探索未來趨勢和最新技術;進行廣泛的市場和技術 分析和研究或聯合創新項目;並在我們投資組合的白點進行戰略性收購。 |
我們不能排除這樣一種可能性,即如果任何一個或多個
如果與這一風險因素相關的風險發生,影響可能是重大的。我們估計發生的概率是
不太可能,並將此風險因素歸類爲中等。 集成 《2024年報告》 |
至 我們的
利益攸關方
已整合 集團化
管理報告
已整合 金融
2.0pp
營業利潤增長(非IFRS)
4.0pp
下表顯示了代表 我們的非IFRS財務指標與IFRS營業利潤財務指標之間的差異。
數百萬歐元
估計金額
2025年
32/344 |
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實際金額 | ||||
2024年 收購相關費用 |
重組 大約100 |
監管合規事宜 擬派股息 |
2025年,我們打算支付每股2.35歐元的股息
(須經股東批准 股東周年 股東大會 |
2025年5月)。更多詳見
金融 績效:回顧與分析
科.
我們不提供有效的前景 由於與股本證券相關的損益的不確定性和潛在可變性(正在調節)而導致的稅率(IFRS) 兩種有效稅率(非IFRS和IFRS)之間的項目。如果沒有不合理的努力,就無法提供這些物品,但可以 對我們未來的有效稅率(IFRS)產生重大影響。
由於按不變貨幣計算,雲和軟件的增長 預計2025年SAP產品集團的收入將溫和增長,我們預計SAP和SE的產品收入將溫和增長。
假設不存在與收購相關的一次性影響 或其他非經常性事件,我們預計SAP和SE的營業利潤將大幅增長。
我們預計SAP和SE將繼續獲得投資 以利潤轉移和子公司分紅的形式取得的收入。我們對SAP集團的增長預期應該會有 對這一投資收益產生積極影響。SAP金融集團在流動性、財務、投資和股息方面的前景 同樣適用於SAP和SE。
– | 在這種前景背後的假設中,有一些是提出的 以上是關於經濟和我們對SAP金融集團業績的預期。 |
– | 機遇 |
– | 我們的客戶選擇SAP作爲其數字業務值得信賴的合作伙伴 業務轉型。我們通過評估和分析當前的關鍵領域,建立了機會管理的框架 市場、外部情景、經濟狀況和技術趨勢。我們還研究了客戶和產品細分, 增長動力,以及特定行業的成功因素。這些綜合的見解對執行局在發展中發揮關鍵作用 我們的市場戰略。我們的股東價值在很大程度上依賴於風險緩解和價值驅動的機會之間的微妙平衡。 因此,我們的治理模型有助於確保決策基於預期回報、所需投資和涉及的風險。 |
– | 就可能出現的機會而言,我們已將 將它們納入我們的業務計劃、我們對2025年的展望以及本報告概述的中期前景。因此,以下是 部分着重於未來的趨勢和事件,這些趨勢和事件可能會導致我們提高展望和中期前景,如果它們發展得更多的話 比我們預測中預期的要積極。 |
– | SAP USE是SAP金融集團的母公司, 其大部分收入來自訂閱費、軟件許可費和附屬公司支付的股息。因此,這些機會 下文所述也直接或間接適用於SAP和SE。 |
經濟狀況帶來的機遇
經濟狀況明顯影響我們的業務、財務狀況 頭寸、利潤和現金流。如果全球經濟的增長速度比我們今天的計劃所反映的更快,我們的收入和利潤 可能會超過我們目前的前景和中期前景。我們的中期規劃考慮到市場狀況的變化。 當前的地緣政治和宏觀經濟環境。儘管我們繼續注意到全球金融危機的負面影響 在這種情況下,我們抓住機會進一步投資於我們的戰略增長領域。
– | 有關全球經濟未來趨勢的更多信息 IT市場前景,以及它們對SAP的潛在影響,可以看到這一點的開始 |
– | 預期 發展與機遇 |
科.
創新帶來的機遇
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我們通過創新實現持續增長的基礎是我們的能力 有效利用研發(R&D)資源。我們正在加速創新週期,尤其是在我們的雲中 解決方案,並與我們的客戶更緊密地接觸,以實現成功。具體地說,我們專注於易用性和消費性 以便客戶能夠從我們的軟件解決方案、技術和平台中受益,從而縮短實現價值的時間。 | ||||
我們的目標是讓我們的客戶 SAP全球業務 套房 |
它包括我們的業務線雲應用程序,使我們的客戶能夠運行特定於行業的無縫集成
業務流程。我們的 SAP:商業技術平台 (SAP/BTP) |
代表我們模塊化SAP商務套件的技術基礎,旨在確保連接
通過集成和擴展功能在我們的解決方案之間提供支持。此外,它也是我們客戶之旅的推動者
到一個乾淨的核心。 管理報告 |
已整合
金融 報表國際財務報告準則 |
額外
信息
重要性 氣候變化適應評估
我們根據ESRS的評估發現氣候變化 改編不是實質性的。因爲數據中心的構建能夠抵禦各種物理威脅,從而緩解 氣候變化帶來的風險。因此,我們預計,在可預見的未來,我們的業務不會受到氣候變化的威脅。 即使氣候變化適應不被認爲是實質性的,SAP仍持續監測事態發展以採取預防措施 如果有必要的話。
整合 全面風險和機會管理
SAP使用標準的風險管理和報告流程, 跟蹤IRO的時間表。有關更多信息,請參閱
可持續發展治理
部分和
以引用方式成立爲法團
– | 部分 我們的附錄 |
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特定的 IRO關於環境主題的披露 | ||||
氣候變化 如上所述,我們確定了20個與E1氣候有關的IRO 變化和能量;SAP沒有發現任何實質性、過渡性或有形風險。 |
對氣候變化的影響 SAP已對其價值鏈進行篩選,以確定哪些方面具有重要意義 溫室氣體排放的潛在影響和實際影響集中在一起。我們對實物和過渡性風險的分析涵蓋了 我們價值鏈的一部分,我們對此有足夠的控制。我們正在努力改善沿擴展的數據收集過程 價值鏈。因此,我們預計我們的分析將在未來得到更廣泛的報道。 |
我們的目標是在整個價值鏈上實現淨零,以符合
到2030年的1.5攝氏度的未來。我們考慮實際的目標和行動,以估計在本公司的
淨零過渡計劃。我們正在密切關注淨零計劃的進展,並不斷評估它們是否需要調整,
考慮到由於使用人工智能而導致的能源需求上升,以及我們的一些供應商可能無法實現
他們的預期減排,這有助於我們實現淨零排放目標。有關我們溫室氣體排放的更多信息,請參閱
這個 氣候變化 |
El 不適用 |
不適用 |
– | 不適用 |
– | El |
– | 不適用 |
– | 7.4.安裝, 建築物內電動汽車充電站(以及建築物附屬停車位)的維護和維修 * |
– | CC 7.4 |
– | El |
– | 不適用 |
不適用
不適用
不適用
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不適用 | ||||
7.5.安裝,
測量、調節和控制建築物能源性能的儀器和設備的維護和維修 * CC 7.5 |
El 不適用 |
不適用 不適用 |
製冷劑損失造成的氫氟碳化物排放
用於冷卻系統和空調設備。排放量的推算是基於
關於數據中心服務器單元的數量 和裝有空調(A/C)系統的辦公空間。所有制冷劑 推測爲HFC134a。 |
莫比爾縣 來自公司汽車的燃燒:
中國的溫室氣體排放 公司汽車燃燒燃料的行爲。在溫室氣體報告方面,「公司」一詞 汽車“是指SAP永久承擔燃料成本的所有汽車。溫室氣體排放 都是根據燃料消耗計算的。如果沒有詳細的燃料數據 在國家/地區,穩定的值(升/車)用於基於公司數量的推斷 有車輛報告。用於外推的穩定值是基於前一年的 數據。
莫比爾縣 公務機的燃燒:
造成的溫室氣體排放 乘坐SAP自有或租用的噴氣式飛機出差。計算SAP的溫室氣體排放量 噴氣式飛機是根據實際油耗計算的。
木材 小球:
除了汽油和石油外,我們還使用木球 爲我們在沃爾多夫總部的建築產生熱量。溫室氣體排放 範圍1的木質顆粒基本上可以被中和,因爲碳 樹木在生長階段的吸收與燃燒過程中釋放的碳相匹配。 然而,爲了計算所有溫室氣體排放,我們包括了來自 木質顆粒燃燒屬於「超出範圍」的溫室氣體排放。在2024年,這種燃料 佔溫室氣體排放量的0.4萬噸,而2023年爲0.3千噸。碳元素 木質顆粒燃燒產生的二氧化碳排放被歸類爲生物成因。 因爲等量的碳被生物質吸收
自.以來 2022年,我們還考慮了位於代管數據中心的服務器單元。
集成 《2024年報告》
至 我們的
利益攸關方
已整合 集團化
管理報告
已整合 金融
36/344 |
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報表國際財務報告準則 | ||||
額外 信息 |
(木材)在其生命週期中。這些排放量的報告是分開的
從強制性溫室氣體排放範圍1. 溫室氣體 排放範圍2(以地點和市場爲基礎) |
範圍2
指間接溫室氣體排放,定義爲因消耗購買的電力、購買的蒸汽或其他物質而產生的溫室氣體排放
從該組織上游產生的能源。我們在基於位置和基於位置的情況下計算溫室氣體排放範圍2
以市場爲基礎的方法。爲了計算溫室氣體排放範圍2(基於市場),我們應用了區域能源屬性證書
(EACS)組合方法(請參閱 能源消耗和能源組合 |
上圖)。 在… SAP,範圍2涵蓋以下排放類別: |
電 在辦公樓裏:
消費導致的溫室氣體排放 寫字樓內購買的電力。溫室氣體排放量是根據建築面積計算的 用電量。公司
E換算係數每年根據以下公式更新 特定於國家/地區的電網係數。在沒有測量數據的情況下,穩定值(千瓦時/米
) 根據上一年的能源消耗數據進行外推。
電 在SAP擁有的數據中心中:
由以下原因造成的溫室氣體排放 SAP擁有和管理的數據中心中購買的電力消耗。溫室氣體排放 根據數據中心用電量(100%數據覆蓋率)計算。公司” E 換算係數每年根據特定國家的電網係數進行更新。. 電 在代管數據中心:
由以下物質引起的溫室氣體排放 代管數據中心的購買電量。主機託管是本地的 其建築基礎設施由外部提供商控制和管理的計算中心 但SAP對網絡和服務器基礎設施的運營擁有控制權 運行哪個SAP軟件。公司
E換算係數每年根據以下公式更新 特定於國家/地區的電網係數。計算代管數據中心的耗電量 基於消耗的IT基礎設施功率和電源使用效率(PUE)係數。 在沒有數據的情況下,採用平均係數。
電子移動性:
配備電動傳動系統的公司汽車的溫室氣體排放。 用電量是根據每個國家的電動汽車數量計算的, 電動汽車的平均能耗價值,以及每年的平均里程。溫室氣體 排放量是根據特定國家的排放係數計算的。
購得 冷水和熱水,以及蒸汽:
造成的溫室氣體排放 按辦公樓(區域供暖)中購買的熱力或蒸汽的消耗量計算。溫室氣體 排放量是根據區域供暖的消耗量計算的。排放係數爲 每年更新一次。在沒有測量數據的情況下,穩定值(千瓦時/米
– | ) 根據上一年的能源消耗數據進行外推。 |
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家 辦公室用電: | ||||
未來的努力 SAP將繼續執行當前的行動,以符合 其淨零目標和計劃調整其方法,以利用技術的發展,並納入未來的行動, 具體的業務線可能被認爲是關鍵的。此外,作爲其淨零和過渡計劃的一部分,在未來的SAP 打算限制其使用基於自然和技術的清除劑,以中和其剩餘價值鏈溫室氣體排放,以便實現 它的目標與SBTI的公司淨額零標準一致。 |
未來(2030年),SAP計劃最多退休690,000人
碳排放額度和二氧化碳當量噸數 E符合SBTI標準。將產生這些刪除的一部分 通過現有的合同協議和長期承諾,如SAP對生計碳基金(LCF)的投資。爲 有關LCF的更多詳細信息,請參閱小節 |
SAP對氣候的貢獻
金融:2024年碳信貸組合 。我們認識到某些外部性,例如我們的一些供應商重新考慮或 調整他們的淨零目標,以及由於越來越多地使用人工智能而導致的能源需求增長的不確定性。因此, 我們正在密切監測我們的進展,並評估我們是否能夠按計劃實現最初的目標,或者是否有必要進行調整。 |
關於材料主題的度量 SAP的 氣候表現和進展 |
2024年,我們的溫室氣體總排放量(基於市場)保持穩定 690萬噸CO |
– | E(2023年:690萬噸)。 |
– | 溫室氣體排放範圍3上游,特別是從搖籃到門 與購買的商品和服務相關的排放(+5500萬噸CO |
– | E)和資本貨物(+2600萬噸CO |
– | e) 與上一年相比有所增加。此外,商務航班的溫室氣體排放量增加了25萬噸CO |
E.這件事 與2023年相比,下游溫室氣體排放範圍(-3%)和溫室氣體排放量略有下降,抵消了這一增長 來自我們自己的業務(-3%)。
有關我們計劃如何減少溫室氣體排放的更多信息, 見
與氣候變化有關的行動和資源
和
– | 過去時 和持續的努力 |
– | 上面的表格。 |
– | SAP的 2024年價值鏈上的溫室氣體排放 |
– | 這個 目標適用於我們每年的所有電子垃圾,無論基準年。 |
– | 我們 承諾繼續將SAP運營的數據產生的90%以上的電子垃圾 來自焚燒和垃圾填埋的中心和設施。 |
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這個全球零電子垃圾目標,在我們的全球環境中定義 政策,是一種自願的目標,並以相對價值表示。 | ||||
這一目標是全球性的,涵蓋我們自己的業務,包括
SAP運營的數據中心(SAP擁有的數據中心和託管)和最終用戶IT設備。我們的目標是反映人們的期望
利益相關者的利益相關者,特別是客戶、投資者、員工和當局的利益相關者。在設定這個目標時,我們參考了
來自聯合國全球電子廢物監測(GEM)的全球電子廢物管理現狀的框架和統計數據。 通過設定這一目標,我們的目標是不斷提供最佳的生命週期結束 有可能接受治療。根據設備所處的狀態,它將被重複使用、回收、回收,或者最終被丟棄, 按照垃圾等級。 |
由於我們所在的行業,這一目標不包括循環
設計,循環材料利用率,最大限度地減少初級原材料,技術生物利用中的資源效率
材料和水,以及其他與循環經濟有關的事項(廢物管理除外)。 集成 《2024年報告》 |
至
我們的 利益攸關方 |
已整合
集團化 管理報告 |
已整合 金融
報表國際財務報告準則
額外
信息
目標
基座 年
目標 年
目標 描述 | 水或其他與循環經濟有關的事項(廢物除外 管理)。 |
信息 | 2024年,8,390名員工(FTE)離開SAP,僱傭了8,974名FTE 從外部來說。員工流動率爲7.8%(2023年:66.0%)。 |
SAP不斷適應新的市場條件和變化 客戶要求。作爲這一持續轉型的一部分,我們於2024年啓動了全公司重組計劃(NEXT 水平轉換計劃“)。我們的目標是進一步簡化我們的結構和流程,同時投資於關鍵的戰略增長 人工智能等領域。有關該計劃影響的更多信息,請參閱合併財務報表附註, | 備註 (B.6) |
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員工總數(按人數統計) | ||||
女性 男性 |
其他 未披露 |
總計 數量 員工 |
數量
長期僱員 數量 臨時工 |
數量 非保障工時僱員
NA
NA
NA
– | NA |
– | NA |
– | 在SAP,我們 有各種與人員編制無關的員工類別。所有這些類別都不符合ESRS的定義 小時工。“然而,在SAP,我們有按小時計酬的員工(例如,在職學生),但他們擁有可靠的 保證的最低時數。2024年,臨時小時工人數爲1,548人(男性747人,女性798人, 2例其他,1例未披露)。 |
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已整合 金融 | ||||
報表國際財務報告準則 額外 |
信息 所有其他非員工參與都被歸類爲「服務」。 這意味着供應商提供服務,而SAP簽約交付的是服務,而不是勞動力。根據要求 這項工作不在SAP的控制或監督之下。有關我們價值鏈中的員工的更多信息,請參閱 部分 |
價值鏈中的工人 與我們自己的員工打交道的流程 |
在SAP,我們定期與自己的員工進行接觸和溝通,
使用各種形式和媒體,作爲我們全面、持續努力傾聽和保持對話的一部分。這包括
針對員工反饋採取專門的後續行動。 爲了確保與員工的良好溝通,我們致力於 全球、董事會區域、區域和地方層面的溝通團隊。 |
我們與員工就重要的話題進行交流 通過一系列渠道爲他們提供服務。示例如下所示。對所有員工的全球通信通常不包括臨時通信 工作人員,因爲他們的分發名單是動態的。對於當地的活動和溝通渠道,當地法律規定 或者不包括臨時員工。臨時員工還可以訪問在我們的內部員工門戶網站SAP One上發佈的信息。
– | 觀衆 |
– | 資產/渠道 |
– | 韻律 |
– | 描述 |
– | 所有員工 |
– | 全球員工會議 (創業板)-(混合現場活動) |
– | 季刊 |
– | 這個 創業板是連接執行董事會成員和員工的會議。投票最多的員工問題在舞臺上得到解答 並由一個專家小組在線進行。 |
– | 收入簽到(混合現場活動) |
季刊
全球 多樣性調查
– | 這項年度調查允許個人在自願的基礎上並遵守各自的法律 國家--個人特徵,如族裔、性別認同、性取向、殘疾狀況、國籍、 軍人/退伍軍人身份和照顧者身份。2024年,該調查實現了10%的回覆率。這些反饋提供了新的見解 我們對勞動力多樣性的理解,包括: |
– | 泛性取向的表達和自我描述的性別認同 |
代表人數偏低 民族、宗教和有種族背景的人
《小心》,哪一部 包括對子女、父母、祖父母、配偶或伴侶的責任,如 以及那些準備成爲照顧者的人。
SAP擁有13個員工網絡組(Eng),
這些都是自願的倡議。在與執行董事會成員和其他領導人的定期會議上,Eng分享基層 改善系統性包容性的層級反饋和想法
有關我們與工人的合作的更多信息 各位代表,請參閱
社會對話,勞資委員會的參與
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全球人員合規性 | ||||
我們的方針和政策 SAP致力於提供一個不受 歧視和騷擾。歧視,包括騷擾、性騷擾、報復和任何其他形式的不當行爲 工作場所行爲是被禁止的。我們的全球人員合規團隊通過我們的全球反歧視政策支持這一承諾, 客觀調查,並開設各種培訓班。 |
SAP全球反歧視政策 SAP全球反歧視政策適用於與工作相關的 所有SAP工作環境中的歧視、騷擾、欺凌和報復,包括辦公室內和辦公室外 辦公室(如在商務旅行和與商務有關的社交活動期間),以及使用的所有形式的通信(電子郵件、郵件、電話) SAP員工、其他僱主的員工、承包商、供應商、客戶、供應商、訪客和合作夥伴。具體來說,該政策 涵蓋以下歧視理由:種族和民族血統、膚色、性別、性取向、性別認同、殘疾、 年齡、宗教、政治見解、民族血統或社會出身以及歐洲聯盟條例所涵蓋的其他形式的歧視 和國家法律。 |
該政策的目的是執行我們對治療的承諾
在一個沒有歧視和騷擾的工作場所,所有員工都有尊嚴和尊重。取決於保單所有者的批准,
一些地區或國家(如阿拉伯聯合酋長國(阿聯酋)和美國的一些州)有法律或其他當地
與這一框架相矛盾或超出這一框架的要求採用全球政策的地方附錄。 任何SAP員工的歧視、騷擾或報復 將作爲紀律事項處理,並可能構成解僱的正當理由。 |
該政策會定期監測,並在必要時進行更新。 德國僱傭和勞資關係、人民和文化部門負責人 是這項政策的所有者,SAP的所有員工,包括執行董事會,都有義務遵守這項政策。這份保單是可用的 在我們的內部員工門戶和Global People Compliance SharePoint上向我們的所有員工發送。此外,在2023年9月, 我們發佈了一份全球反歧視和反 |
這份調查是可用的 適用於所有與員工人數相關的員工,智利、以色列和泰國的員工除外,這些員工不允許自我識別。
員工網絡 集團(ENG)是一項自願的、由員工主導的多元化和包容性倡議,得到了SAP的正式支持。
到 我們
利益方
綜合 組
管理報告
綜合 金融
聲明IFRS
額外
信息
在歐洲經濟區,SAP擁有262份集體談判協議。外面 在歐洲經濟區,我們5%的員工受到集體談判協議的保護。
我們全球50%的員工都受到工人的保護 代表。
集體談判覆蓋範圍和工作場所的細分 國家/地區代表性
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, 請參閱下表。 | ||||
集體
討價還價報道 社會 對話 |
覆蓋
率 員工 - EEA |
員工
- 非eea 工作場所 代表(僅限歐洲經濟區) |
(對於
員工人數超過50人的國家,佔員工總數的10%以上) (對於 員工人數超過50人的地區,佔員工總數的10%以上) |
SAP Talk是我們的 員工與其經理之間定期、公開對話的名稱,用於討論績效和發展並確保 爲員工的成功提供了合適的工作環境;他們還通過協調期望、分享反饋、 並確保員工了解他們在績效和發展方面的總體立場。
基於以下條件的數字 今年下半年進行的一項調查,隨機挑選了3.5萬名員工,提出了這樣一個問題: 年,您多久與您的經理進行一次SAP會談,討論您在績效和/或發展方面的進展 進球(0,1,2,3,4,5,6,7,8,9,10,11,12)?
集成 2024年報告
– | 到 我們 |
– | 利益方 |
– | 綜合 組 |
管理報告
– | 綜合 金融 |
– | 聲明IFRS |
額外
信息
每週在辦公室或現場與客戶或合作伙伴在一起(在 2024年12月,關於德國混合工作設置的細節仍有待與勞資委員會進一步談判)。
– | 我們靈活的工作模式在全球協調下運行 由我們的人民文化服務組織推動的框架,作爲董事會地區人民文化的一部分。 該框架由每個國家的當地人力資源團隊和管理層實施,並考慮到當地的勞工法律和法規。 我們的員工和經理可以在我們的內部員工門戶上獲得相關的當地指導方針。經理和員工都是 進一步使其能夠通過和遵循具有針對性的輔助材料的地方指導方針。 |
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我們的行動 和目標 | ||||
Iro類型 描述 |
目標/指標 積極影響 |
SAP的工作環境支持
通過靈活的工作時間表、基於信任的工作時間和混合工作選項,實現工作與生活的平衡。 那裏 沒有與這一積極影響相關的目標。 |
運行健康計劃:我們的目標是100%
到2027年覆蓋的勞動力的比例。2024年,我們實現了37%的增長。 集成 2024年報告 |
– | 到 我們 |
– | 利益方 |
– | 綜合 組 |
– | 管理報告 |
– | 綜合 金融 |
– | 聲明IFRS |
– | 額外 |
信息
管理 設定和跟蹤目標,同時考慮歷史數據和預期發展, 並考慮到我們自己勞動力的利益。BHCI和Run Health計劃覆蓋 每年測量一次。SSI至少每兩年測量一次。
了解更多信息 關於關鍵績效指標和目標的方法,見下文。
《歷史》 BHCI數據:2023年:81%;2022年:81%;2021年:81%;2020年:80%;2019年:80%《歷史》 上證綜指數據:2023年:74%;2022年:73%;2021年:69%;2020年:66%。壓力滿意度指數從2020年到2023年每年測量一次;以及 計劃在2025年至少每兩年再次測量一次。SSI顯示,工作滿意度等於或高於 2023年,約74%的SAP參與者感受到了壓力。2023年的數據不包括陶利亞、LeanIX或Walkme的員工。).
*指標 這是第一次報道。沒有可用的歷史數據。
全球健康、安全和福祉團隊提供全球 框架和全面的健康、安全和福利組合,使SAP的業務和組織能夠在所有級別 爲了健康和安全地跑步。在SAP,關鍵的健康和安全管理重點領域是:壓力管理、自我管理、工作與生活平衡 支持,個人韌性,心理安全的工作環境,符合人體工程學的安全辦公室設置,旅行醫學,流行病 管理、疫苗接種、道路安全和一般醫療預防。作爲一家企業軟件公司,SAP並不具備 與製造業或重工業工作相關的健康和安全問題。我們大多數人都久坐不動,對智力要求很高 在不斷變化的商業環境中工作,需要相當大的靈活性和敏捷性。因此,SAP沒有全球工作場所 事故預防政策或管理制度到位。然而,當地工作場所事故預防方案在幾個SAP中存在 在全球各地的位置。SAP的典型健康和安全管理主題包括人體工程學和安全工作場所、壓力管理、 自我管理、工作與生活平衡、旅行醫學、普通醫學預防。員工可以訪問相關服務和支持 資源,並在SAP的內部員工門戶、每月時事通訊、實時信息會議和活動中獲知這些信息。 他們還可以直接聯繫SAP健康團隊。此外,SAP還提供基於Web的工具,如SAP健康導航器、 它根據員工的個人需求指導他們提供健康服務和小費。
主要的全球健康計劃包括:
員工援助計劃, 它爲生活中的所有人提供全天候情感支持和實用建議 100%SAP員工及其直系親屬面臨的挑戰。 | 精神健康倡議, 每月提供全球課程(如爲員工和經理提供心理健康培訓) 和專家諮詢。 |
心理健康急救員 該計劃旨在覆蓋全球,並已在試點國家啓動。 | 額外 |
信息 | 爲 有關我們的風險評估方法的更多信息,請參閱 |
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我們的方法 人權盡職調查 | ||||
一節。 爲 有關我們的DMA和我們用來評估影響的方法的更多信息,請參閱 |
雙倍
重要性評估 一節。 |
SAP供應商行爲準則 基於反映全球人權和 勞工標準,SAP供應商行爲準則旨在解決與工人相關的實質性影響、風險和機會 在SAP的上游價值鏈中。除了關於法律遵從性的一般規定外,該法典還規定了關於勞動的具體規定。 標準、人權和環境標準、健康和安全以及多樣性和包容性。我們的GPO,特別是我們的首席 採購主任負責執行本守則,該守則適用於我們所有業務的第一級上游價值鏈 在全球範圍內,即承包商、顧問、供應商、供應商和代理商。我們期望一級供應商能把下跌的要求降下來 他們的供應鏈,視情況而定。 |
SAP供應商行爲準則是我們
標準供應商合同和我們的一般條款和條件。而供應商註冊過程有助於使潛在供應商
了解該規範,通過引用將其納入我們的一般條款和條件,有助於強制我們的供應商遵守。
我們在所有采購訂單中都會參考該代碼,該代碼也可在我們的網站上找到。 確保我們的供應商網絡符合最新的 根據這些標準,我們會定期檢討和更新守則。最近的版本是在2024年出版的。這種做法強化了這一信息 向我們的供應商說明SAP對遵守本準則的重視。 |
SAP合作伙伴行爲準則
與業務合作伙伴進行的所有交易必須符合 SAP:合作伙伴行爲準則。它列出了我們對合作夥伴的期望,包括他們遵守SAP的原則 遵守商業行爲;遵守人權;符合勞動和健康安全標準,並建立合規管理體系。 | 46 |
《守則》適用於SAP生態系統的所有成員,即 所有與SAP合作的合作伙伴或參與任何SAP合作伙伴計劃的合作伙伴。 | 48 |
SAP首席合作伙伴官兼第三方全球負責人 合規者是守則的擁有者,並對守則的實施負責。 | 59 |
該代碼可在我們指定的合作伙伴門戶網站上找到。全 我們與合作伙伴的通信中也提到了這一點。它也可以在我們的網站上找到,以幫助我們的合作伙伴 員工,進一步確保其廣泛的可見性和可訪問性。 | 67 |
爲了證明他們遵守《守則》,我們需要某些合作伙伴 每三至五年進行一次與賄賂和腐敗有關的全面盡職調查程序。爲了加強 鑑於遵守《守則》的重要性,我們每兩年舉辦一次反賄賂和反腐敗培訓。 | 89 |
我們的行動和目標 | 92 |
與價值鏈員工打交道的流程 | 109 |
我們附錄的一節 | 117 |
我們的方針和政策 | 143 |
我們努力保護數據主體的權利,並滿足適用的 我們的產品和服務組合中的本地要求。我們在數據保護、隱私和安全方面的方法與我們的 總體業務戰略,並支持我們的目標,即加強SAP作爲可持續和值得信賴的合作伙伴的聲譽 市場。 | 171 |
每個人都有權保護自己的個人數據。 有關SAP致力於尊重人權的更多信息,請參閱 | 217 |
人類 權利 | 222 |
科. | 231 |
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我們通過建立以下機制來處理和管理上面概述的重要IRO 政策和框架,在整個組織內實施這些政策和框架,監測合規性,並保持明確的責任鏈 推動層層問責。 | ||||
爲了進一步加強我們對安全和合規的承諾,
安全考慮因素被集成到軟件開發生命週期的每個階段。我們利用各種方法、指南、
有效應對和適應不斷變化的網絡安全威脅的流程和工具。 這些保障措施的設計和實施是爲了保護 SAP處理其數據的每個人以及使用SAP產品的人的基本權利,包括客戶、供應商、 合作伙伴、潛在客戶、員工和申請者。 |
SAP:全球安全政策框架 SAP全球安全策略框架是一個分層結構 由SAP全球安全政策和定義目標的安全標準、程序和良好實踐組成的文件, 保護SAP免受安全威脅所遵循的價值觀、最低要求和義務。 |
的 SAP全球安全政策 |
是與SAP的整體戰略保持一致的高級安全文檔
以及維持最高級別安全的願景。它定義了管理意圖、期望、
方向和責任矩陣。 SAP安全 標準 |
,由SAP、全球安全和雲領域的中央服務領導者擁有 合規性(SGSC)定義了許多域的最低安全要求,包括 風險管理、資產管理、信息分類、物理安全、威脅 檢測和漏洞管理。定期審查要求,以確保 是適當的、充足的和有效的。
思愛普 保安程序
制定實施和實施的詳細步驟 安全標準要求。
思愛普 安全良好做法
覈對表是否旨在簡化實施 進程。信息 來自SAP專家的關於幫助解決和預防涉及SAP系統的安全問題的措施項目和補丁程序.1
員工、客戶、 和合作夥伴SAP全球安全事件 管理工具.
一個 客戶向專家報告安全事件的工具,以及報告網站和產品漏洞的表單除了提供上述內部通道之外, SAP還與外部利益相關者接觸,包括客戶、用戶和政府機構,以主動收集反饋。在……裏面 在不同董事會領域的多個組織開展的會議,我們收集反饋,對其進行評估,以設定或調整目標 並確定我們需要採取的行動,並隨時向利益攸關方通報解決他們關切的舉措。.
解決實質性影響
爲了應對負面影響和風險,SAP採取了預防措施 措施以及緩解和補救行動。在多個層面上採取預防措施,包括嵌入安全措施 在產品生命週期中的考慮事項,提供有關數據隱私的培訓和內容,通過各種 提供上述渠道,並就數據隱私和安全問題提供諮詢和培訓。爲了減輕和補救風險, SAP運行用於事件報告的事件管理工具,以便可以採取適當的步驟來處理事件,如所述 在保單中。
集成 2024年報告
到 我們 利益方.
綜合 組
管理報告
1綜合 金融
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聲明IFRS | ||||
額外 信息 |
下表包含持續的預防、緩解、
以及補救措施。 行動 |
描述 目的 |
將於2025年完成的培訓:69.54%;新員工佔76.56% 練習 安全的軟件開發 |
:97.37%;新員工89.82%支座 安全的軟件開發:91.49%;新員工83.03%
執行人員 管理安全和合規培訓執行人員 支持安全和合規性培訓完成 在在線培訓系統中被跟蹤。網絡釣魚宣傳活動SAP持有 每年至少三次針對所有SAP員工的網絡釣魚宣傳活動。該活動模擬網絡釣魚攻擊, 每次都有不同的策略,爲被認爲更容易受到此類攻擊的員工提供有針對性的培訓。最小化 通過培訓員工有效地識別和報告網絡釣魚嘗試,從而降低安全漏洞和數據泄露的風險 支持SAP全球安全政策框架的目標,即保護所有SAP資產免遭故意或意外 內部或外部威脅。出於安全考慮 原因,關鍵績效指標不能披露。
此數字不包括Taulia、Emarsys、Walkme、LeanIX和批量集成
此流程不包括被收購的公司Taulia、Emarsys、Walkme、LeanIX或批量集成此培訓沒有擴展到被收購的公司Taulia、Walkme或Volume Integration此培訓沒有擴展到被收購的公司Taulia、Emarsys、Walkme、LeanIX或Volume Integration
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集成 2024年報告 | ||||
到
我們 利益方 |
綜合
組 1)相稱性和無害性 |
2)安全和安保 3)公平和不歧視 |
4)可持續性 5)隱私權和數據保護權 |
6)人的監督和決心
7)透明度和可解釋性
8)責任和問責29)意識和識字能力3 10)多利益攸關方和採用治理4 確保我們的客戶擁有和管理其 如果我們沒有自己的數據,我們可能對他們最終如何使用我們的人工智能產品和服務知之甚少。SAP致力於教育和建議 其客戶和合作夥伴基於本政策中的原則,認識到具體的用例責任由客戶承擔 或合作伙伴,按照當地法律法規誠信行事。SAP可能會爲可接受的 使用與客戶有約束力的人工智能系統。5 基於我們對尊重人權的承諾,SAP的 6 人工智能(AI)倫理指導委員會7 指導我們的內部努力,在我們的運營、解決方案和政策中實施和強制執行人工智能倫理。在該委員會的管理下 全球可持續發展主管,該委員會由來自所有執行董事會領域和相關LOB的SAP高管組成,他們提供監督 關於指導和實施人工智能倫理的相關主題。
在SAP內部,對人工智能影響的責任在於 執行董事會。該委員會代表執行局,就人工智能倫理問題提供長期戰略指導 在SAP,推進我們對合乎道德和負責任地使用人工智能的承諾。它的職責之一是向SAP監管委員會通報 應要求,SAP向執行董事會報告人工智能倫理問題。
SAP首席執行官是我們全球人工智能倫理的執行贊助商 政策。人工智能倫理指導委員會負責監督政策更新,以指導所有LOB實施倫理人工智能 開發、部署或銷售人工智能系統的公司。SAP LOB管理層負責建立業務流程以確保合規性 在這項政策下。
通過SAP全球數據保護和隱私政策, SAP尊重有關數據保護和隱私的國際法規。有關更多信息,請參閱小節
安全, 雲合規性、數據保護和隱私
SAP全球人工智能倫理政策和SAP人工智能倫理 手冊在我們的內部網和SAP的網站上都可以找到。
2我們的行動和目標
3綜合 金融
4 聲明IFRS
5額外
6 信息
7治理信息
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在本節中,我們將披露有關SAP材料的信息 與治理主題和責任相關的影響、風險和機會(IRO)。 | ||||
商業行爲 在本節中,我們將披露有關SAP材料的信息 IROS與我們的業務行爲相關-特定主題。標識爲G1-1到G1-4的材料IRO可以在IRO表中找到 包括在 |
雙重重要性評估 科. |
我們的方法
和政策 在日益複雜的商業環境中,使 正確的決定和遵守道德的選擇從未像現在這樣重要。作爲一家在世界各地多個國家開展業務的公司 在全球範圍內,SAP必須遵守嚴格的國際法律,這些法律界定了可接受的商業行爲和做法。 |
在SAP,道德行爲是文化的組成部分
價值觀影響着我們在每個業務層面和每個市場的日常決策。我們希望我們的業務實踐
不僅要符合國際法律要求,而且要堅持我們內部高標準的道德和誠信。我們理解
我們的客戶也期待着這一點。SAP以正確的方式開展業務的聲譽是我們最重要的資產之一。
我們的全球道德和商業行爲準則(CoEBC)明確指出,SAP對不道德的企業採取零容忍政策
行爲,包括各種形式的賄賂和腐敗。 的 |
辦公室 關於道德和合規的
(OEC)制定、實施、監督和執行有效的合規性管理計劃 旨在減輕SAP面臨的賄賂、腐敗和欺詐風險。OEC通過提供可信的 爲整個企業的SAP經理、領導者和員工提供建議。
以下部分將介紹我們如何減輕負面影響 以及我們如何追求積極的影響和機會。
政策與企業文化
2024年,我們繼續專注於加強我們的強大合規性 該計劃基於我們的企業價值觀和自願承諾以及國際標準和監管要求。 2024年1月,思愛普與美國證券交易委員會(美國證券交易委員會)達成和解,並進入爲期三年的自我監管 根據與美國司法部達成的暫緩起訴協議(DPA)。在整個和解談判過程中, SAP與執法當局充分合作,並立即採取後果管理措施,包括終止合同 所有與潛在違法行爲有牽連的人和終止合夥人。根據DPA,SAP繼續加強其 合規計劃和相關的內部控制。根據美國司法部和監管機構的期望和要求,SAP的首席執行官 和首席財務官與集團首席合規官(GCCO)一起負責確保滿足DPA的要求。 爲此,GCCO繼續與執行局保持密切聯繫,並向首席執行官和 關於履約事項,特別是關於《政治行動綱領》要求的問題,向執行局提交。另外,在2024年12月,SAP的 巴西子公司與米納斯吉拉斯州總審計長辦公室(CGE)和該州達成和解 巴西米納斯吉拉斯州檢察官辦公室。和解涉及招標過程中發現的問題。 SAP同樣與CGE和MPMG充分合作,應用了適當的後果管理,並加強了其合規計劃。思愛普 巴西與CGE簽訂了一項寬大處理協議,要求SAP巴西公司繼續配合當局的調查, 並同意接受爲期一年的自我監督。CGE承認SAP合規計劃的優勢,指出它滿足95%的 CGE的預期。詳情見合併財務報表附註,
注:(G.3)
SAP傳達有關其告密者報告的信息 全年定期在時事通訊、門戶文章、通信工具包和合規性中提供工具和其他投訴渠道 培訓課程。合作伙伴、供應商和外部利益相關者可以找到有關SAP報告機制的詳細信息 網站。
2024年報告的病例
2024年,通過說出來提交的報告數量爲 SAP繼續增加。這在很大程度上是由於公司就工具的可用性進行了更多的溝通,以及 隨後更好地認識到其在內部和外部的可用性。
OEC審查其收到的所有指控和關切 並根據需要,根據職責領域和專門知識,將其分配給適當的小組,以便採取進一步行動。令人擔憂的問題 與賄賂、腐敗和欺詐有關的問題由OEC詳細審查,然後考慮下一步措施,包括決定 開始調查。8
當指控或關切得到證實時,我們會發起 相應的後果管理。根據不當行爲的類型和嚴重程度,例子可能包括正式信函 向有關員工發出警告,要求其參加額外的培訓,在嚴重的情況下,離開 結伴。結果管理步驟還可以包括(在其他被認爲適當的步驟中)調整或調整相關策略, 創建或調整培訓內容,或以其他方式進一步提高員工對特定主題的認識。
集成 2024年報告9
到 我們
利益方綜合 組 管理報告
8綜合 金融
9 聲明IFRS
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額外 | ||||
信息 培訓內容 |
我們的培訓計劃涵蓋了反腐敗和
反賄賂、利益衝突、客戶承諾治理、與公共部門客戶合作以及合規合作伙伴
訂婚。 除了我們的利益衝突,強制性在線培訓 每兩年爲所有SAP員工舉辦一次課程,一個新的誠信旅行研討會於2024年現場交付, 一組員工及其經理。我們根據這些員工頻繁和廣泛的商務出差義務來選擇他們。 我們繼續在全球範圍內培訓所有新員工,併爲新員工經理舉辦道德領導力研討會和道德成功研討會 面向銷售和售前的新同事。 |
此外,我們的現場合規官員還進行現場培訓
爲他們所支持的特定團隊和國家,根據基於風險的方法,提供面授和虛擬培訓課程。這些課程
面向整個組織的員工,從面向客戶的員工到擔任支持角色的個人,如財務、營銷和
合法的。除此之外,還特別關注在高風險國家或與其他國家合作的同事的培訓需求。
政府客戶。 衝突 的 |
利息 跨領域的ESRS數據點 以及源自其他歐盟立法的話題標準 |
下表包含 引用其他立法或其他公認的可持續發展報告聲明的所有披露。
數據點 的衍生自
其他歐盟立法
SFDR 參考支柱 3 .
參考
基準
調控 參考歐盟 氣候法
參考參考 到 .
組
持續性 報表頁面
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政府1 董事會性別多元化 | ||||
指示器
附件1表1第13號 委員會 授權法規(歐盟)2020/1816,附件II |
指示器
編號8附件1表1、指標編號2附件1表2、指標編號1附件1表2和指標編號
3附件1表2 不 材料 |
E3-1
水和海洋資源 指示器 7附件1表2 |
不
材料 E3-1 專用策略 |
指示器 8附件1表210
不 材料E3-1 可持續的海洋指示器 第12號附件1表2
不 材料集成 2024年報告,到 我們
利益方
綜合 組 管理報告綜合 金融
聲明IFRS額外 信息
S1 - 1 工作場所事故預防政策或管理制度指示器 第1號附件1表3自己 勞動力-健康、安全和福祉S1 - 3 申訴和投訴處理機制
指示器 5附件1表3自己 勞動力-全球人員合規 S1 - 14 死亡人數以及與工作有關的事故的數量和發生率
指示器 2附件1表3委託 法規(歐盟)2020/1816,附件II不 SAP是一家企業軟件公司S1 - 14 因受傷、事故、死亡或疾病損失的天數指示器 3附件1表3
10不 SAP是一家企業軟件公司
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集成 2024年報告 | ||||
到
我們 利益方 |
綜合
組 管理報告 |
綜合
金融 聲明IFRS |
額外 信息 |
數據點 的衍生自
其他歐盟立法SFDR 參考支柱 3 參考基準
調控 參考
歐盟 氣候法 參考
參考 到
組
持續性
報表頁面
S1-16 未調整的性別薪酬差距指示器 第12號附件1表1自己 勞動力-總獎勵 S1-16 CEO薪酬比率過高.
指示器 附件1表8表3自己人 員工隊伍--總獎勵S1-17 歧視事件
指示器 第7號附件1表3
自己人 員工隊伍-全球人員合規性S1-17 不尊重《聯合國商業和人權指導原則》、勞工組織原則和/或經合組織準則指示器 附件1第10號表1和第14號指標表3已委派 條例(歐盟)2020/1816,附件二;授權條例(歐盟)2020/1818年第12(1)條人類 權利SBM-3 價值鏈中存在童工或強迫勞動的重大風險指示器 附件1第12號和第13號表3
工人 在價值鏈中,我們的方法和政策
S2-1 人權政策承諾指示器 附件1第9號表3和第11號指標表1
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人類 權利 | ||||
S2-1
與價值鏈員工相關的政策 指示器 附件1第11號和第4號表3 |
工人
在價值鏈中--我們的方針和政策 S2-1 不尊重《聯合國商業和人權指導原則》、勞工組織原則和/或經合組織準則 |
興趣
支付 興趣 接收 |
收入
已繳稅款,扣除退款後的淨額 網絡 經營活動的現金流--持續經營 |
網絡 來自業務活動的現金流--非連續性業務
網絡 經營活動的現金流現金 企業合併的流量,扣除現金和現金等價物後的淨額收益 出售子公司或其他業務現金 與出售子公司或業務有關的衍生金融工具的流動購買 無形資產和財產、廠房和設備收益 出售無形資產或財產、廠房和設備購買 其他實體的股權或債務工具收益 出售其他實體的股權或債務工具網絡 投資活動產生的現金流--持續經營
網絡 投資活動產生的現金流--非持續經營
網絡 投資活動產生的現金流紅利 支付
分紅 按非控股權益支付
購買 庫藏股收益 從借款中
額外 信息注意到(IN.1)爲中國提供更多的基礎。 製備一般信息SAP-SE的註冊註冊地在德國瓦爾多夫 (曼海姆****下級法院商業登記冊,編號:719915)。SAP和SE的2024年合併財務報表 其子公司(統稱爲「我們」、「SAP」、「集團」和「公司」) 已根據國際財務報告準則(IFRS)和 《德國商法典》(HGB)第315E條第(1)款。我們採用了所有國際財務報告準則和解釋, 於2024年12月31日在歐洲聯盟(歐盟)生效並得到其認可。沒有標準或解釋 截至2024年12月31日,影響我們截至2024年12月31日年度的合併財務報表, 和2022年,這些措施是有效的,但尚未得到批准。因此,我們的合併財務報表符合已發佈的國際財務報告準則 由國際會計準則理事會(IASB)和國際財務報告準則編制,並得到歐盟的認可。我們的執行董事會覈准了合併財務報表 於2025年2月19日提交監事會,監事會批准了同年的合併財務報表 天。, 包括在合併財務報表中的所有金額 除非另有說明,否則以百萬歐元(歐元或百萬歐元)爲單位報告。隨着數字的四捨五入,數字在整個 這份文件可能不會準確地計算出我們提供的總數,百分比也可能不會準確地反映絕對數字。在票據中披露的直接取自 我們的已整合 損益表或我們的 合併財務狀況表上標有以下符號和 ,分別爲。此外,綜合財務中的所有財務數字 報表以持續經營爲基礎(除非另有說明)。會計政策、管理層判斷和來源 估計不確定度
我們如何呈現我們的會計 政策、判斷和估計
爲了便於理解我們的財務報表,我們在此介紹 會計政策、管理判斷和估計不確定性的來源(下稱:會計政策、判斷和 估計),以及涉及該主題的附註中與同一主題相關的其他披露。會計覈算 與特定主題無關的政策、判斷和估計將在下一節中介紹。
爲了更容易地識別我們的會計政策、判斷、 和估計,各自的披露都標有符號
並用淺灰色方框突出顯示。它們側重於在現行國際財務報告準則框架內作出的會計選擇,以及 避免重複《國際財務報告準則》的基本指南,除非我們認爲這對理解《國際財務報告準則》特別重要 筆記的內容。美洲
亞太地區
*SAP 集團化餘下履約責任客戶合同的交易價格的金額 分配給剩餘履約債務的是尚未確認的合同收入。它們包括金額 確認爲合同債務和已簽約但尚未到期的金額。
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分配給履約義務的交易價格 截至2024年12月31日,不滿意或部分不滿意的人爲784億歐元(2023年12月31日:587億歐元)。 對前一年的數字進行了更正,以反映增加了7億歐元,以包括溢價的交易價格 僱傭合同以前被歸類爲具有爲方便而終止的權利。其分配給的成交價 截至2024年12月31日未履行或部分未履行的雲性能義務(總雲積壓), 633億歐元(2023年12月31日:443億歐元)。剩餘的金額主要包括債務。 提供軟件支持服務。絕大多數軟件支持合同都是續訂中的合同 | ||||
集成
2024年報告 到 我們 |
利益方 綜合 組 |
管理報告 綜合 金融 |
聲明IFRS 額外 |
信息合同期限通常爲一年的階段,而云 訂閱合同通常是多年期合同。與服務有關的剩餘履約義務部分包括 來自具有預定產量的項目的合同和保費業務的不可註銷收入。總體而言,大約40% 在剩餘的履約債務總額中,預計將在各自結餘後的未來12個月內確認 圖紙日期。分配給剩餘履約義務的交易價格 在不同報告期之間有所不同,主要是因爲在報告期末確認了未清償履約債務的收入 上一年,以及在SAP的雲、維護和服務業務中增加新合同。其他促成因素 包括合同修改、追加銷售、續訂、匯率波動和價格調整。
2024財年確認的合同續簽收入, 新合同和合同修改在下列未清償履約債務對賬中按毛額列報。 這意味着它作爲正面條目被包括在「添加續訂、新合同和修改」之下,而作爲負面條目被包括在 在「減去2024年確認的收入」項下。對賬 剩餘的履約義務歐元 數十億美元 聲明IFRS
額外
信息 確定 經濟效益外流的概率確定 一項債務的金額是否可靠地進行評估估算 清償本項債務所需的支出數額在每個項目的末尾 在報告期內,我們重新評估與我們的未決索賠和訴訟相關的潛在義務,並調整我們各自的撥備。 以反映當前的最佳估計。此外,我們還監控和評估在各自的 在報告期間,但在授權印發合併財務報表之前,以確定這是否提供了額外的 關於本報告所述期間結束時存在的情況的信息。對基本估計和假設的更改 我們對法律或有事項的會計覈算,以及與這些估計和假設不同的結果,可能需要進行重大調整 計入各自記錄的撥備和追加撥備的賬面金額。任何流出的預期時間或金額 這些訴訟和索賠產生的經濟利益的多少是不確定和不可估量的,因爲它們通常取決於持續時間 解決訴訟和索賠所需的法律程序和和解談判以及結果的不可預測性 在幾個司法管轄區的法律糾紛。
與客戶相關的或有負債存在 未作規定的訴訟和索賠。估計這些應急措施的財務影響是不可行的 如上所述,由於圍繞這些訴訟和索賠的不確定性而產生的債務。
集成 2024年報告到 我們 利益方綜合 組, 管理報告, 綜合 金融 聲明IFRS額外 信息
B節--僱員
本節提供對我們員工福利的財務洞察 安排好了。閱讀時應結合#年關鍵管理人員的薪酬披露。
附註:(G.5)
綜合 金融
聲明IFRS額外 信息10個交易日結束 在截止日期前的第三個交易日(215.89美元),股權獎勵交換比率爲0.0648。收盤時有30萬個未歸屬的RSU和PSU 收購Walkme的日期,在考慮到預期的沒收取決於 授予日期和剩餘歸屬期限。在公允價值總額中,1800萬歐元分配給了轉讓的對價, 而2400萬歐元被分配給未來要提供的服務。將確認收購後的薪酬支出 因爲獎勵歸屬於原始歸屬條款的其餘部分。第一次歸屬發生在2024年11月20日, 剩餘的Walkme權利將在自截止日期起的4.2年內歸屬。,2024年12月31日,未確認的費用與 在考慮了預期的沒收後,Walkme權利爲1700萬歐元,將在剩餘的歸屬期間得到確認 最高可達3.9億年。
公認的 費用歐元 百萬移動 (2022-2024期)自己Walkme 權利
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NA | ||||
NA 總計 |
B)以現金結算的股份支付 SAP計劃中的現金結算舉措 (Move)包括SAP的增長計劃 |
在某些情況下,我們也會在搬家時授予股份單位
代表收到現金付款的或有權利,該現金付款由SAP股價和
最終的背心。有關股權結算搬家計劃的條款和條件的更多信息,請參見a)節股權結算
以股份爲基礎的付款方式 附註:(B.3) |
Monte
Carlo 其他 |
分享 價格
預計 波動率(%)11
20 至22
NA預計 股息收益率(%)NANA加權 截至2024年12月31日未償獎項的平均剩餘壽命(年) 爲 這些獎勵的公允價值是通過減去直至相應獎勵到期的預期未來股息(如果有)來計算的 計量日的現行股價。公平 2023年底使用的值和參數歐元, 除非另有說明LTI 202012
份額)移動 份額)加權 截至2023年12月31日的平均公允價值信息 如何在計量日計量公允價值
估值 模型使用13
我們改變了部分份額的分類 根據Move計劃授予的單位,最初打算以股份結算從股權結算轉爲現金結算,因爲現金流出 這成爲可能,特別是由於重組計劃。
基於股份的支付餘額
€ 數百萬
電流非流動 託塔電流非流動總計
11股份支付負債
12其他非金融負債
13以股份爲基礎的付款負債佔%
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其他 非金融負債 | ||||
(B.4) 養老金計劃
和類似義務 界定供款計劃 |
國內和國外金額已定義
繳款計劃基於員工工資的一定百分比或員工繳納的繳款金額。在
德國和其他一些國家,我們向國家或地方政府運營的公共養老金計劃繳款,
類似的機構。此類地方國家養老金計劃的費用被確認爲短期員工福利,即社會保障
費用 集成 2024年報告 |
到
我們 利益方 |
綜合
組 我們對國內福利計劃的投資策略是投資 所有供款均爲穩定保單。 |
我們對海外福利計劃的投資策略根據不同 與各自福利計劃所在國家的條件相適應。我們採用了長期投資視野,以 所有主要的外國福利計劃。儘管我們的政策是投資於由多種資產組成的風險分散投資組合,但兩者 固定福利債務和計劃資產可隨時間波動,這使集團面臨精算和市場(投資)風險。 風險。根據每個國家的法律要求,可能有必要通過添加液體來減少任何資金不足。 資產。14
計劃資產分配
歐元 百萬1,2
引用在一個
1
活躍的市場
2未在
活躍的市場
引用在一個
活躍的市場
– | 未在 |
– | 活躍的市場 |
– | 計劃資產總額 |
– | 其中:資產類別 |
– | 股本投資 |
公司債券
保險單
2025年我們對國內外的預期貢獻 固定收益養老金計劃無關緊要。截至2024年12月31日,我們的固定收益計劃的加權期限爲10年。 和2023年。
我們定義的福利計劃的未來福利支付總額 截至2024年12月31日,預計爲28.03億歐元(2023年:27.07億歐元)。在這一數額中, 73%(2023年:776%)的債券期限超過5年,58%(2023年:555%)與國內計劃有關。
集成 2024年報告
14其他非金融負債
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其他與僱員有關的負債 | ||||
作爲的百分比 其他非金融負債 |
其他與僱員有關的負債主要與義務有關
從獎金和銷售佣金、未完成的假期、工作時間帳戶中積累的時間積分、與員工相關的社會
安保費用和遞延賠償負債。 (B.6)調整債務重組方案 |
識別
重組條款 我們只承認重組撥備。 如果發生以下情況: |
思愛普
設計了一項計劃,實質性地改變了我們的一項業務或
經營業務的方式,以及 一個 我們的成員執行董事會已經批准了詳細的和有文件記錄的重組計劃 或執行局成員的直接報告,以及 |
這個 已建立的計劃計劃在計劃計劃獲得批准後不久開始,並 預計將在一個時間框架內完成,這使得該計劃不太可能發生重大變化, 和
這個 計劃已經向受影響的各方宣佈或已經開始。
我們認爲業務的改變是否 材料是基於受影響的業務,而不是整個SAP。在判斷一個單位是否有資格進行重組時 目的,我們考慮該股是否有自己的管理團隊,是否有權獲得提供產出所需的所有投入和程序,以及 產生或可能產生收入。企業變更的重要性是根據企業的規模和性質來評估的 這一變化並不一定會對我們的財務報表產生實質性的量化影響。
– | 重組費用 |
– | 歐元 百萬 |
– | 與員工相關的重組費用 |
– | 與合同相關的繁重重組費用和與重組相關的費用 減值損失 |
– | 重組 費用 |
– | 2024年,SAP加大了對關鍵戰略增長領域的關注, 尤其是商業人工智能。它正在轉變其運營設置,以實現組織協同效應和人工智能驅動的效率,以及 爲公司未來高度可擴展的收入增長做好準備。爲此,正如2024年1月宣佈的那樣,SAP正在執行一項 將於2025年初結束的全公司重組計劃。重組計劃是爲了確保SAP的 技能和資源繼續滿足未來的業務需求,並影響到大約10,000個職位,其中大部分是 |
集成 2024年報告
其他營業外收入/支出,淨額 | 財務收入,淨 | 股本證券損益調整,淨額1 | 利潤 稅前 |
2024年不變貨幣金額僅具有可比性 至2023年實際貨幣金額; 2023年固定貨幣金額僅與2022年實際貨幣金額相當。 | 集成 2024年報告3 | 到 我們 | 利益方 |
綜合 組3 | 管理報告 | 綜合 金融 | |
聲明IFRS | 額外2,3 | 信息 | (C.3) 其他非經營 收入/收入,淨 |
€ 數百萬 | 外幣兌換損益,淨 | 從按公允價值計入利潤的金融資產中提取 或虧損 | |
從按攤銷成本計算的金融資產中提取 | 其中從按公允價值計入的金融負債中扣除 損益 | 加權平均流通股、稀釋 | 12 |
SAP SE股東應占每股基本收益 (in歐元)來自持續運營 | SAP SE股東應占每股基本收益 (in歐元) | 股東應占每股收益(稀釋) 來自持續運營的SAP SE(歐元) | 74% |
股東應占每股收益(稀釋) SAP SE(歐元) | 來自持續和停止的業務。 | 股數以百萬計。 | 集成 2024年報告 |
到 我們 | 利益方 | 綜合 組 | 22.5% |
1 管理報告綜合 金融 聲明IFRS
2額外
3 信息
D部分-投資資本本節重點介紹我們的非流動資產,包括投資 這構成了我們運營活動的基礎。投資資本的增加包括單獨的資產收購或業務合併。 此外,我們還披露有關購買義務和出資的信息。(D.1) 業務 合併和資產剝離
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衡量非控股權益和轉讓對價的分配 | ||||
我們決定每個業務組合是否
按公允價值或按被收購方可識別的比例份額計量被收購方的非控股權益
淨資產。 我們對與執行業務相關的成本進行分類 合併爲一般費用和行政費用。 |
在我們的企業合併會計中,
在確定無形資產是否可識別以及是否應將其與商譽分開記錄時,需要作出判斷。
此外,估計所收購的可識別資產和承擔的負債的購置日公允價值涉及相當大的問題。
判斷力。必要的衡量是基於收購日的信息,並基於預期和假設。
被管理層認爲是合理的。這些判斷、估計和假設會對我們的財務狀況產生重大影響。
和盈利有幾個原因,包括以下幾個: 公平 分配給應計提折舊和攤銷的資產的價值影響 折舊和攤銷應計入下列期間的營業利潤 那次收購。 |
後續
資產估計公允價值的負變化可能導致額外費用
減值費用。 後續 負債和準備金的估計公允價值的變化可能會導致額外的 支出(如果增加估計公允價值)或額外收入(如果減少 估計公允價值)。 |
我們在具有戰略利益的特定領域收購業務
對我們來說,尤其是擴大我們的產品和服務組合。 2024年收購 |
Walkme收購
2024年6月5日,SAP宣佈有意收購 Walkme Ltd.(「Walkme」)的100%股份,Walkme是數字採用平台(DAP)的領導者。這筆交易於2024年9月12日完成, 在獲得監管和其他批准後。Walkme的股票在滿足所有相關標準後被除牌 2024年9月12日。
此次收購有望幫助SAP擴大業務 轉型投資組合。Walkme的解決方案旨在通過提供 具有先進的指導和自動化能力的用戶。 | 數百萬歐元 | 支付的現金 | 基於股份的置換支付獎勵 |
看漲期權行使責任 | 轉移的總對價 | 集成 2024年報告 | 到 我們2 |
利益方 | 綜合 組 | 綜合 金融2 | |
聲明IFRS | 10% | 額外2 | |
信息 | 32% | 這些形式數字是爲了進行比較而編制的 只有這樣。預計的收入和利潤數字並不一定表明實際發生的業務結果 收購在各自期間開始時或在未來結果開始時是否有效。2 | |
2023年收購 | LeanIX收購1 | 2023年9月7日,SAP宣佈有意 收購企業架構管理(EAM)軟件的領先者LeanIX GmbH(「LeanIX」)100%的股份。 | 收購於2023年11月7日完成,以下是 滿足慣常的成交條件和監管批准;反映經營結果和資產負債 自該日起在我們的合併財務報表中1,2 |
轉移對價12.31億歐元 用現金支付的。下表彙總了收購的可識別資產的價值和承擔的與 收購LeanIX,截至收購日期:3 | LeanIX收購:確認的資產和負債 | 數百萬歐元 | |
無形資產 | 其他可識別資產 | 12 | 可確認資產總額 |
其他可確認的負債 | 可確認負債總額 | 74% | 可確認淨資產總額 |
商譽 | 轉移的總對價 | 2024年第四季度,涉稅資產計量 LeanIX業務合併會計的負債已完成,並導致800萬歐元調整爲另一項 可識別資產/負債期初餘額和商譽。 | 一般而言,我們收購所產生的商譽包括 這在很大程度上取決於被收購企業勞動力的協同效應以及技術訣竅和技能。 |
LeanIX的商譽歸因於預期的協同效應 收購,特別是在以下領域: | 向現有SAP交叉銷售 所有地區的客戶,使用SAP的銷售組織 | 22.5% | 通過以下方式創建新產品 組合LeanIX產品和SAP產品 |
1 增強的轉型能力 Signavio解決方案,爲SAP客戶提供獨特的IT環境清晰度 他們需要從業務轉型中獲得全部好處
2收購LeanIX產生的商譽的分配 對我們的運營部門的影響取決於我們的運營部門如何從LeanIX業務組合的協同效應中實際受益。 有關詳細信息,請參閱
3附註:(D.2) 企業合併對我們財務報表的影響LeanIX業務的收入和損益金額 自收購日期起於2023年收購的資產計入我們2023年的綜合損益表如下: 集成 2024年報告
到 我們 利益方 綜合 組
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管理報告 | ||||
綜合
金融 聲明IFRS |
額外 信息 |
數百萬歐元 稀釋後每股收益(IFRS,歐元) |
合併現金流量表 淨營業現金流 |
淨投資現金流
淨融資現金流
*2023年,7.99億歐元與 出售停產業務的收益。
*2023年和2022年,加權平均數 股份分別爲11.67億股(稀釋後:11.8億股)和11.7億股(稀釋後:11.75億股)(國庫 不包括股票)。
總營業費用包括基於股份的支付費用 與Qualtrics 2023年4.03億歐元的股權結算計劃(2022年11.82億歐元)相關。2022年收購, 2022年,我們完成了對舊金山陶利亞公司的收購, 加利福尼亞州(美國)(「陶利亞」)和INNAAS和SRL,羅馬(意大利)。, 陶利亞收購2022年1月27日,SAP宣佈有意收購 Taulia的多數股權,這是一家領先的基於雲的營運資金管理解決方案提供商(對於SAP目前的持股 百分比,請參見注:(G.9))。收購於2022年3月9日完成, 在滿足慣例成交條件和監管批准後;經營業績和資產負債 從該日起反映在我們的合併財務報表中。轉移的對價爲7.05億歐元。.
下表彙總了可識別資產的價值 收購日期與收購陶利亞有關的收購及承擔的負債:
陶利亞收購:已確認的資產和負債數百萬歐元無形資產其他可識別資產進行年度商譽減值測試 於營運分部層面,由於SAP並無較低水平爲內部管理目的而監察商譽。
通常,測試在 每個年度報告期的同一時間(第四季度初)。15 在爲我們的 對於商譽和無形資產,這些測試的結果高度依賴於管理層對未來現金的假設 流量預測和經濟風險,這需要對未來發展做出重大判斷和假設。他們可能會受到影響 受到各種因素的影響,包括:16 變化 在商業戰略方面17 內部 預測18 估測 加權平均資本成本
15集成 2024年報告
16到 我們 利益方.
17綜合 組
18 管理報告
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綜合 金融 | ||||
聲明IFRS 額外 |
信息 對我們的假設進行更改 商譽和無形資產減值評估可能需要對我們確認的商譽的賬面金額進行重大調整 和無形資產以及在損益中確認的減值費用金額。 |
我們細分市場結構的變化導致
重新分配商譽,重新分配的商譽是根據相對價值計算的(如果不可能直接分配)。 商譽 |
歐元
百萬 商譽 |
信息
第三節E-Capital 結構、融資和流動性
本節介紹SAP如何管理其資本結構。 我們的資本管理基於高股本比率、適度的財務槓桿、平衡的期限結構和深厚的債務能力。(E.1)調整資本結構 管理我們資本結構管理的首要目標是 爲投資者、債權人和客戶保持強勁的財務狀況,並支持我們的業務增長。我們 尋求維持資本結構,使我們能夠通過資本市場持續滿足我們的資金需求 合理的條款,並通過這樣做,確保高度的獨立性、信心和財務靈活性。19SAP的金融風險管理的主要原則是 在一定程度上保障流動性,使其能夠履行我們所有的財務義務。爲了支持這一目標,SAP的負責人 現金的使用主要集中在:20
資本開支快速償還金融貸款 債務收購和風險投資活動21
支付股息股票回購將返還過剩 向股東發放現金SAP-SE的長期信用評級爲「A1」 被穆迪(前景穩定)和S全球評級(A+)(前景穩定)。
∆ 以%爲單位數百萬歐元百分比 的2權益總額
和負債
數百萬歐元
百分比 的
19權益總額
20總計
21定期存款
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債務證券 | ||||
相關金融工具
員工福利計劃 貸款和其他金融 應收款項 |
集成
2024年報告 到 我們 |
利益方 綜合 組 |
管理報告 綜合 金融 |
聲明IFRS
額外
信息
預期信貸 虧損撥備
非衍生金融 債務投資
其他金融資產
非衍生 金融債務投資
– | 佔% |
– | 其他金融資產 |
– | 我們面臨着各種金融風險,如市場風險 (即外幣匯率風險、利率風險和股權價格風險)、信用風險和流動性風險。 |
– | 我們管理市場風險、信用風險和流動性風險 通過我們的全球財務部門、全球風險管理和全球信貸管理,在整個集團範圍內開展業務。風險管理政策 是爲了識別風險、設定適當的風險限度和監控風險而建立的。風險管理政策和對沖策略 在我們的內部準則(例如,財政部和其他內部準則)中列出,並受持續的內部 審查、分析和更新以反映市場狀況和我們業務的變化。 |
– | 我們購買衍生金融工具只是爲了減少 風險,而不是用於投機,投機的定義是在沒有相應的基礎交易的情況下進入衍生工具。 |
外國 貨幣匯率風險
外國 貨幣匯率風險因素
由於我們在世界各地都很活躍,所以我們的日常運營 應對與外幣波動相關的風險。由於本集團的實體主要從事經營業務 以它們自己的功能貨幣計算,我們的匯率因持續的正常操作而波動的風險並不被認爲是重大的。 然而,集團的實體偶爾會產生以外幣計價的應收賬款、應付賬款和其他貨幣項目 通過使用不同功能貨幣以外的貨幣進行交易。減輕相關外幣的影響範圍 匯率風險,這些交易中的很大一部分被對沖,如下所述。
– | 在極少數情況下,使用非貨幣進行交易 功能貨幣還導致嵌入的外幣衍生品被分離,並通過利潤按公允價值計量 或者是損失。 |
§ | 此外,SAP集團中的知識產權(IP)持有者 暴露於與預測的公司間外幣現金流相關的風險。這些現金流來自特許權使用費 子公司向各自知識產權持有者支付的款項。特許權使用費與子公司的對外收入掛鉤。這一安排 導致外幣匯率風險集中在知識產權持有者身上,因爲版稅大多以 知識產權使用費額度最高的知識產權持有人的功能貨幣是歐元。這個 這類最高的外幣匯率敞口與子公司的貨幣有關,這些子公司的貨幣 |
§ | 集成 2024年報告 |
§ | 到 我們 |
– | 利益方 |
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管理報告 綜合 金融 |
聲明IFRS 額外 |
信息 操作,例如美元,英鎊, 日元、瑞士法郎和2023年的澳元。 |
一般而言,我們不會持有任何重要的外幣。
與我們的投資和融資活動有關的匯率風險,因爲這類活動通常在
投資或借款實體的貨幣。 外幣兌換 利率風險管理 |
– | 固定利率 借貸以美元 |
名義金額
賬面值
其他金融負債的累計公允價值調整
– | 用於衡量報告無效性的公允價值變化 期間 |
§ | 被對沖項目公允價值對沖調整累計金額停止 將根據對沖損益進行調整 |
截至12月31日指定爲對沖工具的金額 如下:
集成 2024年報告
到 我們
– | 利益方 |
§ | 綜合 組 |
管理報告
綜合 金融
聲明IFRS
額外
信息
62/344 |
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指定對沖工具 利率對沖 | ||||
數百萬歐元 數百萬歐元 |
歐元利率互換 名義金額 |
平均浮動利率 美元利率互換 |
名義金額 平均浮動利率 |
成熟
數百萬歐元
歐元利率互換
名義金額22.
平均浮動利率
美元利率互換
– | 名義金額 |
– | 平均浮動利率 |
– | 計算 基於截至各自報告期12月31日的利率曲線。上一年利率進行了調整。 |
利率風險
我們的利率風險(以及我們的平均/高/低風險) 截至12月31日的情況如下:
– | 集成 2024年報告 |
– | 到 我們 |
– | 信用風險管理 |
22銀行現金、定期存款和債務證券
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以減低投資活動的信貸風險,以及 衍生性金融資產,我們的所有活動只與經批准的主要金融機構和發行人進行,這些機構具有很高的 外部評級,符合我們內部財務準則的要求。在它的規定中,指導方針要求我們只投資 來自最低評級至少爲「BBB持平」的發行人的資產。我們只投資於評級較低的發行人。 案子。這種投資在提出的所有年份中都不是實質性的。我們金融資產的加權平均評級爲A。我們追求 一種謹慎的投資政策,其特點是主要是當前投資、標準投資工具以及廣泛的 通過與各種交易對手開展業務,實現投資組合的多元化。 | ||||
爲了進一步降低我們的信用風險,我們需要抵押品
在投資額的全部金額中的某些投資,我們將被允許在違約的情況下利用這些投資
這項投資的交易對手。作爲這種抵押品,我們只接受至少具有投資級評級水平的債券。 此外,當信用風險集中存在時, 按工具、部門或地理區域劃分的參與類似活動的交易對手因多樣化而進一步減少 世界各地的交易對手,並遵守每個交易對手的內部限額制度。這一內部限制制度規定 與個別交易對手的交易量被限制在一個明確的限制範圍內,這取決於最低的官方長期 至少一家主要評級機構提供的信用評級,各金融機構的一級資本, 或參與德國儲戶擔保基金或類似的保護計劃。我們持續監控嚴格的合規性 有這些交易對手的限制。由於信用違約互換的溢價主要取決於市場參與者對 對於債務人的信用狀況,我們也會密切觀察市場上信用違約互換利差的發展情況,以評估其可能性 風險發展,並及時對這些變化作出反應。 |
對於銀行現金、定期存款和債務證券,如
對於收購的債券或商業票據,我們採用一般減值方法。因爲我們的政策是隻投資於優質資產
對於最低評級至少爲投資級的發行人,爲了將信用損失風險降至最低,我們使用低信用風險
例外情況。因此,這些資產總是被分配到三階段信用損失模型的第1階段,我們記錄了損失準備金
金額相當於12個月的預期信貸損失。這項損失準備金是根據我們在各自的風險敞口計算的
報告日期,該風險敞口的違約損失,以及信用違約互換利差作爲違約概率的衡量標準。
爲了確保我們的投資在其生命週期內始終滿足投資級的要求,我們監控
通過跟蹤已公佈的外部信用評級來確定信用風險。在其他方面,我們考慮銀行現金、定期存款和債務證券。
當交易對手不太可能全額償付其債務時,當有關於交易對手的信息時,即爲違約
財務困難,或交易對手的信用違約互換價差長期大幅上升的情況
而整個市場環境仍然比較穩定。在下列情況下,此類金融資產將部分或全部註銷
復甦的可能性被認爲微乎其微,例如,這類金融交易對手的破產就是明證。
資產。 貿易應收款項 |
我們的應收貿易賬款的違約風險是單獨管理的,
主要基於通過外部評級評估客戶的信譽,以及我們過去與相關客戶的經驗。
在此評估的基礎上,爲每個客戶建立個人信用額度,與此類信用額度的偏差需要
經管理層批准。 我們應用簡化減值方法,使用一項準備金 所有貿易應收賬款和合同資產的基準表,以考慮初始確認時已經存在的任何終身預期信貸損失。 出於配置矩陣的目的,客戶被劃分爲不同的風險類別,主要基於歷史經驗 各自SAP子公司的信貸損失。損失率過去 |
集成
2024年報告 到 我們 |
利益方
– | 綜合 組 |
– | 管理報告 |
– | 綜合 金融 |
– | 聲明IFRS |
額外
信息
反映終身預期信貸損失使用以下方法確定 基於應收賬款逾期不同階段的概率和我們的實際信用的滾動費率法 過去幾年的虧損經歷。這些損失率是由前瞻性信息提高的,以反映經濟和經濟之間的差異 收集歷史數據期間的情況、當前情況和經濟形勢的預期變化 應收賬款預期年限內的條件。前瞻性信息基於國家風險評級的變化或波動。 在與我們有業務往來的客戶所在國家的信用違約互換中。我們會持續在本地監察應收賬款,以 評估是否有客觀證據表明我們的貿易應收賬款和合同資產存在信用減值。應收貿易賬款的證據 合同資產是信用減值的,在逾期的應收貿易賬款中,包括有關重大財務信息 客戶遇到困難或不遵守付款計劃。當交易對手不太可能的時候,我們認爲應收賬款違約。 然而,爲了全額償還其債務,在正常業務過程中延遲付款(例如,逾期90天以上) 僅此一項並不一定表示客戶違約。如果我們判斷帳戶餘額是部分或全部,我們會註銷帳戶餘額 追回的可能性微乎其微,例如,當客戶的破產程序完成或 在所有執法努力都已用盡的情況下。
違約對我們個人應收貿易賬款的影響 我們龐大的客戶群及其在許多不同行業、公司規模和國家/地區的分佈緩解了客戶的壓力 全世界。有關我們的應收貿易賬款的更多信息,請參閱
注(A.2) | 2024 | 2023 | ||
信用風險暴露 | 現金、定期存款和債務證券 截至12月31日,我們面臨的現金信用風險, 定期存款和債務證券如下: |
現金、定期存款和債務證券的信用風險敞口 € 數百萬,除非另有說明 等效 到 |
外部評級 | |
加權 平均損失 | ||||
率 | 17,141 | 72 | 17,212 | 13,664 |
毛 賬面值 | 1,399 | 1 | 1,400 | 1,764 |
並無信貸減值 | 11,290 | 53 | 11,343 | 11,496 |
毛 賬面值 | 12,689 | 54 | 12,743 | 13,261 |
信貸減值 | 29,830 | 126 | 29,955 | 26,924 |
ECL 津貼 | 4,346 | 9 | 4,355 | 4,283 |
風險 1級-低風險 | 34,176 | 135 | 34,310 | 31,207 |
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AAA 至BBB- | ||||
風險
2級-高風險 BB+ 至D |
風險
3級-未評級 交流電 |
其他應收款項 其他金融資產 |
債務證券 交流電 |
債務證券
FVOCI | 2024 | 2023 | ||||||
股本證券 | 按公平 | 於聯營公司之投資 | 定期存款 交流電 |
相關金融工具
員工福利計劃 貸款和其他應收賬款 交流電 |
衍生資產 | 指定爲對沖工具 | 外匯遠期合約 | |
未指定爲對沖工具 | ||||||||
外匯遠期合約 | –4,660 | 78 | –4,582 | –3,884 | 42 | –3,842 | ||
按公平 | –1,262 | 0 | –1,262 | –1,383 | 26 | –1,356 | ||
負債 | –5,922 | 78 | –5,844 | –5,267 | 68 | –5,199 | ||
貿易及其他應付款項 | –3,321 | 1 | –3,321 | –3,407 | 2 | –3,405 | ||
貿易應付款項 | –9,243 | 79 | –9,165 | –8,674 | 70 | –8,604 | ||
交流電 | 24,932 | 79 | 25,011 | 112 | 25,124 | 22,534 | 70 | 22,603 |
其他應付款項 | –6,514 | 5 | –6,508 | –6,324 | 7 | –6,316 | ||
金融負債 | –9,090 | 234 | –8,856 | –8,828 | 412 | –8,415 | ||
非衍生金融負債 | –1,435 | 27 | –1,409 | –1,364 | 11 | –1,354 | ||
貸款 | –3,144 | 3,144 | 0 | –215 | 215 | 0 | ||
交流電 | –85 | 0 | –85 | –4 | 0 | –4 | ||
債券 | –29,511 | 3,489 | –26,022 | –56 | –26,079 | –25,408 | 715 | –24,693 |
交流電
集成 2024年報告 | 2024 | 2023 | ||||||
到 我們 | 利益方 | 綜合 組 |
管理報告 綜合 金融 |
聲明IFRS 額外 其他金融資產 |
貨幣市場和類似基金 | 1級 | 活躍市場中所報價格 | |
NA | ||||||||
NA | 4,665 | 3,489 | 8,153 | 78 | 8,232 | 5,799 | 715 | 6,514 |
債務證券 | –298 | 0 | –298 | –3 | 0 | –3 | ||
1級 | 1,429 | –777 | 652 | 857 | –380 | 477 | ||
活躍市場中所報價格 | –1,031 | 316 | –715 | –1,313 | 525 | –788 | ||
NA | 398 | –461 | –63 | –456 | 145 | –311 | ||
NA | 4,764 | 3,028 | 7,792 | 5,341 | 860 | 6,201 | ||
上市股本證券 | –1,614 | –899 | –2,513 | –1,741 | –139 | –1,880 | ||
1級 | 3,150 | 2,129 | 5,279 | 3,600 | 721 | 4,321 | ||
活躍市場中所報價格 | 3,124 | 2,162 | 5,286 | 3,634 | 704 | 4,338 | ||
NA | 26 | –33 | –7 | –33 | 16 | –17 | ||
NA1 | 3,150 | 2,129 | 5,279 | 5,964 | 139 | 6,103 | ||
非上市 股本證券1 | 3,124 | 2,162 | 5,286 | 6,139 | 297 | 6,436 | ||
水平 3.1 | 26 | –33 | –7 | –175 | –158 | –333 | ||
市場 approach.使用與被投資公司相當的公司的收入倍數進行可比公司估值。 | ||||||||
使用的同行公司(收入倍數範圍從1.5到24.0) | 13.6 | 23.9 | 24.0 | 18.6 | 20.9 | |||
-迫在眉睫的退出價值增加(減少) | 33.9 | 32.3 | 32.6 | 30.3 | ||||
上一輪融資估值 | 2.68 | 4.53 | 3.11 | 3.72 | ||||
最新一輪融資的性質和定價指標1 | 2.68 | 4.53 | 5.26 | 5.51 |
1在下列情況下,估計公允價值將增加(減少):
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-最新一輪融資價格將上升(下降) | ||||
-公司的整體價值會更高(更低) -各自分析的股票類別將受此影響 因其權利和偏好而改變 |
各基金報告的資產淨值/公允市值 計算各基金的資產淨值 |
在下列情況下,估計公允價值將增加(減少): 報告的各個基金的資產淨值將更高(更低) |
股權認購期權 3級 |
市場方法。風險投資法評估各種量化指標 以及定性因素,如實際和預測結果、現金狀況、最近或計劃的交易以及市場可比性 公司。
NA | 2024 | 2023 |
NA | 5,220 | 6,210 |
其他金融資產/金融負債 | –797 | –785 |
外匯遠期合約 | –310 | –332 |
2級 | 4,113 | 5,093 |
使用面值方法的貼現現金流。預期未來現金流 基於遠期匯率的利率在各自的合同剩餘期限內使用各自的存款利率進行貼現 匯率和即期匯率。 | –656 | –4,603 |
轉讓 | –3,412 | –7,758 |
進入3級
轉出第3級 | 2024 | 2023 | ||||||||
購買 | 銷售 聚落 收益/損失 |
包括在財務收入中,淨 | 計入其他綜合收益的匯率差異1 | 股權投資損益未實現損益變化 報告期末舉行 | 轉讓 超出第三級的原因是各投資對象的首次公開募股或以上市投資對象形式進行實物分配。 改變不可觀察輸入以反映合理可能的替代假設不會對公平產生重大影響 截至報告日,我們以公允價值計入損益的方式持有的非上市股本證券的價值 | 集成 2024年報告 到 我們 利益方 |
綜合 組 | 管理報告1 | 綜合 金融 | |
聲明IFRS | –4,660 | 78 | 0 | 0 | –4,582 | –3,884 | 42 | 0 | 0 | –3,842 |
額外 | –1,262 | 0 | 0 | 0 | –1,262 | –1,383 | 26 | 0 | 0 | –1,356 |
信息 | –3,321 | 1 | 0 | 0 | –3,321 | –3,407 | 2 | 0 | 0 | –3,405 |
聲明IFRS | –6,514 | 5 | 0 | 0 | –6,508 | –6,324 | 7 | 0 | 0 | –6,316 |
額外 | –9,090 | 255 | 0 | –22 | –8,856 | –8,828 | 257 | 0 | 155 | –8,415 |
信息 | –1,435 | 16 | 0 | 11 | –1,409 | –1,364 | 11 | 0 | 0 | –1,354 |
其他稅務負債 | –3,144 | 0 | 3,144 | 0 | 0 | –215 | 0 | 215 | 0 | 0 |
數百萬歐元 | –85 | 0 | 0 | 0 | –85 | –4 | 0 | 0 | 0 | –4 |
電流 | –29,511 | 356 | 3,144 | –11 | –26,022 | –25,408 | 345 | 215 | 155 | –24,693 |
1非
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電流 | ||||
總計 電流 |
非 電流 |
總計 其他稅務負債 |
其他非金融
負債 其他稅務負債佔% |
其他非金融負債
其他稅收負債主要包括增值稅、工資稅、 和預扣稅。
(G.3) 其他訴訟, 索賠和法律意外情況1本說明披露了有關知識產權相關的信息 訴訟和索賠、所得稅相關訴訟以外的稅務相關訴訟(請參閱
額外
信息
在法庭上被駁回或在法庭外就數額巨大的款項達成和解 低於最初索賠的金額。我們目前認爲,解決與知識產權有關的索賠和訴訟待決 截至2024年12月31日,無論是個別還是整體,都不會對我們的業務、財務和 頭寸、利潤或現金流。
1與知識產權有關的訴訟個案 索賠包括以下內容:
2018年6月,Teradata金融公司,Teradata美國,Inc. 和Teradata全球運營公司(統稱爲Teradata)對SAP SE、SAP美國公司、美國公司、 以及SAP和Labs,在加利福尼亞州的美國聯邦法院起訴有限責任公司。Teradata聲稱SAP挪用了Teradata的商業機密, 侵犯了Teradata的版權(這一指控後來被Teradata撤回),並違反了美國反壟斷法。 Teradata尋求未指明的金錢賠償和禁令救濟。2019年,SAP對Teradata提起專利侵權反訴 尋求金錢賠償和禁令救濟。2020年,Teradata對SAP提起了第二起民事訴訟,稱其侵犯了專利, 尋求金錢賠償和禁令救濟;2021年2月,SAP對Teradata提起專利侵權反訴 這是美國的第二起訴訟,以及德國針對Teradata的民事訴訟,聲稱侵犯了專利,尋求金錢賠償 和禁制令救濟。在地區法院發佈摘要後,雙方之間的所有索賠於2021年11月被駁回 對Teradata的反壟斷和商業祕密指控做出了有利於SAP的判決。Teradata對地區法院的 即決判決。2024年12月,美國上訴法院批准了Teradata的上訴,並下令將此案 返回地區法院進行進一步的訴訟,並可能包括對Teradata的反壟斷和商業祕密的審判 索賠。
涉稅訴訟1
我們正在接受國內和國外稅務部門的持續審計 當局。在非所得稅方面,我們正在與外國稅務機關就評估問題進行各種訴訟。 以及關於公司間特許權使用費支付和公司間服務的訴訟事宜。與這些相關的潛在爭議總金額 所有適用年度的事項約爲2.74億歐元(2023年:4.16億歐元)。我們還沒有記錄到 關於這些事項的規定,因爲我們相信我們將獲勝。2 有關我們所得稅相關訴訟的更多信息, 看見3注(C.5)4
反賄賂事項
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2024年1月,經過全面和詳盡的 調查、對話和相應的補救活動,思愛普與美國美國證券交易委員會達成最終和解協議 和美國司法部,以及南非的地方當局和各方,以充分解決刑事和民事索賠 最後是對SAP的攻擊。根據這項協議,SAP被要求支付總計2.07億歐元的款項,並將繼續 加強其合規計劃,包括相關的內部控制、政策和程序,並向相關部門報告和配合 監管者。 | ||||
因此,截至2023年12月31日,規定
監管合規事項的罰款總額爲1.55億歐元,已在#年的合併財務報表中確認
2023年,對客戶的還款也是如此,從與客戶的合同中確認的收入已被沖銷。相當可觀的
向客戶償還的部分款項有資格從監管合規事項中產生的罰款中扣除。
和解付款於2024年完成。 (G.4)****銀行董事會 董事 |
執行董事會 監事會和其他類似管理機構的成員資格 SAP子公司以外的企業團體,2024年12月31日 |
集成
2024年報告 到 我們 |
利益方 綜合 組 |
管理報告5
1綜合 金融
2 聲明IFRS
3額外
4 信息
5 克里斯蒂安·克萊因
首席執行官
戰略與運營、企業發展、可持續發展、 業務人工智能、合規、企業傳播、客戶成功、技術與創新
阿迪達斯股份公司監事會,德國赫佐根奧拉赫
穆罕默德·阿拉姆(2024年4月1日起)
SAP產品工程
對所有SAP業務軟件應用程序負責 包括產品策略、產品管理、設計和開發
多米尼克·阿薩姆
首席財務官
全球財務和管理,包括法律、投資者 關係、內部審計、數據保護和出口管制、政府事務
貝塔斯曼管理SE和貝塔斯曼SE監事會 & Co. KGaA,Guetersloh,德國
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託馬斯·索雷西格 | ||||
客戶服務與交付 對雲中長期客戶價值承擔全球責任 包括客戶服務、優質參與和客戶支持;雲基礎設施、雲運營、雲生命週期管理, 和私有云交付 |
芬蘭埃斯波諾基亞公司董事會 吉娜·瓦爾久-布魯爾(來自 2024年2月1日) |
腳註 業務 對象軟件有限公司(作爲SAP解決方案交易),都柏林,愛爾蘭 |
卡里杜斯
軟件公司,加利福尼亞州聖拉蒙,美國 CallidusCloud (印度)私人有限公司,印度海得拉巴 |
清潔貨架, 公司,加利福尼亞州舊金山,美國
CNQR 墨西哥S.de行動。R.L.de.墨西哥墨西哥城的C.V.
同意 (加拿大),Inc.,加拿大多倫多
同意 (捷克語)捷克布拉格s.r.O.同意 (法國)法國勒瓦盧瓦-佩雷特S.A.S.同意 (德國)德國美因河畔法蘭克福GmbH23
同意 (日本)有限公司,日本東京
同意 (菲律賓)Inc.,菲律賓馬卡蒂市
同意 瑞士蘇黎世(瑞士)有限公司
同意 控股(荷蘭)B.V.,‘S-赫託根博斯,荷蘭
同意 技術(澳大利亞)私人有限公司有限公司,悉尼,澳大利亞
同意 中國,香港科技(香港)有限公司
23同意 技術(印度)私人有限公司,印度班加盧市
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同意 科技(新加坡)私人有限公司新加坡,新加坡 | ||||
同意
英國費爾瑟姆科技(英國)有限公司 持續時間 英國費爾瑟姆諮詢有限公司 |
PT
SAP印度尼西亞、印度尼西亞雅加達 Quadrem 非洲有限公司。有限公司,南非約翰內斯堡 |
Quadrem
巴西有限公司,巴西里約熱內盧 Quadrem 智利有限公司,智利聖地亞哥-智利 |
Quadrem
國際有限公司,百慕大漢密爾頓 Quadrem 荷蘭BV,荷蘭赫爾託亨博斯 |
Quadrem 海外合作公司美國,荷蘭赫爾託亨博斯
Quadrem 秘魯足協,秘魯利馬
SAP (北京)軟件系統有限公司有限公司,中國北京
SAP (中國)控股有限公司,有限公司,中國北京 SAP Andina y del Caribe CA,委內瑞拉加拉加斯 |
SAP AZ LLC,巴庫,阿塞拜疆 SAP
比利時-系統、應用和產品SA,比利時布魯塞爾 |
SAP Beteiligungs GmbH,德國沃爾多夫 SAP
保加利亞EOOD,索菲亞,保加利亞 |
SAP CIS,LLC,莫斯科,俄羅斯 SAP 哥倫比亞薩斯州、哥倫比亞特區波哥大哥倫比亞 |
SAP
哥斯達黎加、SA、哥斯達黎加埃斯卡蘇 陶麗亞
德國杜塞爾多夫GMBH |
陶麗亞 新加坡私人有限公司新加坡,新加坡 陶麗亞 德國杜塞爾多夫貿易技術有限公司 | |
陶麗亞 英國有限公司,英國倫敦 TRX 歐洲有限公司,英國費爾瑟姆 |
TRX 技術印度私人有限公司,印度班加盧市 | TRX 英國費爾瑟姆英國有限公司 Trx, 公司,華盛頓州貝爾維尤,美國 |
卷 集成公司,弗吉尼亞州尚蒂伊,美國 Walkme 澳大利亞Pty.有限公司,悉尼,澳大利亞 |
Walkme 加拿大有限公司,加拿大多倫多 Walkme 德國美因河畔法蘭克福德國有限公司 |
Walkme K.K.,日本東京 Walkme 特拉維夫-亞福,以色列 |
Walkme 中東有限責任公司-FZ,迪拜,阿拉伯聯合酋長國 |
Walkme 新加坡私人有限公司新加坡,新加坡 Walkme 英國有限公司,英國倫敦 |
Walkme, 公司,加利福尼亞州舊金山,美國 | 爲 對於子公司的分類,考慮以下數字:收入、稅後利潤/虧損、總股本和數量 員工的數量。 構造器 Topco Inc.,美國加利福尼亞州舊金山 |
知足常樂 Global,Inc.,德國柏林 科斯塔諾亞 風險投資II L.P.,加利福尼亞州帕洛阿爾託,美國 |
科斯塔諾亞 風險投資公司QZ,LLC,加利福尼亞州帕洛阿爾託,美國 科斯塔諾亞 風險投資III L.P.,加利福尼亞州帕洛阿爾託,美國 |
創建者 瑞典斯德哥爾摩SPV TR(D)AB 創作 公司,美國馬薩諸塞州波士頓 |
文化 澳大利亞墨爾本AMP,Inc. |
Cypress.io, 公司,美國佐治亞州亞特蘭大 數據 Group II L.P.,加利福尼亞州帕洛阿爾託,美國 |
數據 Collect III L.P.,加利福尼亞州帕洛阿爾託,美國 | 數據 美國加利福尼亞州帕洛阿爾託L.P.第四集體 防禦 獨角獸公司,科羅拉多州斯普林斯,美國 |
DocEquity, Inc.(DBA Supio),美國華盛頓州西雅圖 德雷米奧 公司,加利福尼亞州聖克拉拉,美國 |
埃莉斯 A.I.Technologies Corp.,紐約,紐約州,美國 本質 VC III,L.P.,華盛頓州西雅圖,美國 |
費德扎伊 葡萄牙科英布拉,S.A. 費利克斯 Ventures II,L.P.,英國倫敦 |
費利克斯 資本基金III,英國倫敦 |
Finco 服務公司(dba當前),紐約州紐約州,美國 | FloQast, 公司,美國加利福尼亞州洛杉磯 | GitGuardian SAS,法國巴黎 | 哥爾基雅 公司,美國加利福尼亞州舊金山 | 乾草堆 Ventures V,LP,美國加利福尼亞州米爾谷 | 乾草堆 Ventures VI,LP,美國加利福尼亞州米爾谷 乾草堆 Ventures VII,LP,美國加利福尼亞州舊金山 |
女獵手 Labs Incorporated,美國馬里蘭州埃利科特城 |
IDG
Ventures USA III,LP,美國加利福尼亞州舊金山 IEX 集團公司,美國紐約州紐約州 |
30.3% | InfluxData, 公司,美國加利福尼亞州舊金山 | 集成 2024年報告 | 到 我們 | 利益方 | 32.3% |
綜合 組
管理報告
綜合 金融
聲明IFRS
額外
信息
已初始化 CBH SPV LLC,加利福尼亞州舊金山,美國
Involve.ai, 公司,加利福尼亞州聖莫尼卡,美國JetLens Inc.(DBA Verse Medical),紐約,NY,美國.
木星一號, 公司,美國北卡羅來納州莫里斯維爾
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LeanData, 公司,加利福尼亞州桑尼維爾,美國 | ||||
LGVP
F I LLC,多佛,德州,美國 本地 全球機遇基金,L.P.,聖彼得港,根西島,海峽群島 |
本地
全球七號,L.P.,聖彼得港,根西島,海峽群島 本地 全球八號,L.P.,聖彼得港,根西島,海峽群島 |
本地
Global X,L.P.,聖彼得港,根西島,海峽群島 LocalGlobe XI,L.P.,聖彼得港,根西島,海峽群島 |
芒果
首都2018,L.P.,加利福尼亞州洛斯阿爾託斯,美國 芒果 Capital 2020,L.P.,加利福尼亞州洛斯阿爾託斯,美國 |
芒果 首都2022,L.P.,加利福尼亞州洛斯阿爾託斯,美國
馬蒂利安 有限公司,英國阿爾特林查姆
可醫治 公司,美國加利福尼亞州帕洛阿爾託
馬賽克 風險投資基金I,L.P.,英國倫敦
莫克西 Ventures III,L.P.,美國加利福尼亞州山景城
記法 Capital II CIRC,LLC,紐約布魯克林,美國24
記法 Capital II,L.P.,紐約布魯克林,美國
記法 Capital III,L.P.,紐約布魯克林,美國記法 Capital,L.P.,紐約布魯克林,美國.
OpenX
軟件有限公司,加利福尼亞州帕薩迪納,美國1
紙
加拿大蒙特利爾教育公司
1彭多尼奧, 公司,美國北卡羅來納州羅利市
軸北 早期基金I,L.P.,加利福尼亞州阿瑟頓,美國
點 德國柏林,九附件公司
24點 九資本基金II有限公司,德國柏林
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點 九資本基金III有限公司,德國柏林 | ||||
點
九資本基金IV有限公司,德國柏林 點 九資本基金V有限公司,柏林,德國 |
項目
44,Inc.,美國伊利諾伊州芝加哥 PubNub, 公司,加利福尼亞州舊金山,美國 |
Qualified.com,
公司,加利福尼亞州舊金山,美國 Reltio, 公司,加利福尼亞州紅木海岸,美國 |
回流,
公司,德克薩斯州奧斯汀,美國 魯斯特 公司,佛羅里達州韋斯特切斯,美國 |
海脊 Ventures IV,L.P.,舊金山,加州,美國
海脊 Ventures V,L.P.,舊金山,加州,美國
安全圖表, 公司,科羅拉多州丹佛市,美國藍寶石 體育平行基金II,LP,美國德克薩斯州奧斯汀.
藍寶石 體育、LP、美國德克薩斯州奧斯汀藍寶石 體育平行基金,LP,美國德克薩斯州奧斯汀一邊, 公司,美國加利福尼亞州舊金山
請注意 公司,美國加利福尼亞州雷德伍德城1
飛濺, 公司,美國加利福尼亞州聖何塞
1彈簧 Mobile Solutions,Inc.美國弗吉尼亞州雷斯頓
斯塔克霍克, 公司,美國科羅拉多州丹佛26,924集成 2024年報告29,830到 我們11%.
利益方1
綜合 組
1 管理報告
綜合 金融
72/344 |
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聲明IFRS | ||||
額外 信息 |
風暴
Ventures V,LP,美國加利福尼亞州門洛帕克 SV 天使四世,LP,美國加利福尼亞州舊金山 |
Tetrate.io,
公司,美國加利福尼亞州米爾皮塔斯 這個 SaaStr Fund,L.P.,加利福尼亞州帕洛阿爾託,美國 |
這個
SaaStr Fund II,L.P.,加利福尼亞州帕洛阿爾託,美國 第三 Kind Venture Capital II,L.P.,紐約,紐約,美國 |
第三 Kind Venture Capital III,L.P.,紐約,紐約,美國牽引力 有限公司,美國佐治亞州亞特蘭大部落 Capital LLC系列3,美國加利福尼亞州紅木城
部落 Capital LLC系列8,美國加利福尼亞州雷德伍德城
UJET, 公司,加利福尼亞州舊金山,美國
不要緊 有限公司,英國倫敦
預付費用 V,L.P.,加利福尼亞州聖莫尼卡,美國
上級, Inc.,美國馬薩諸塞州沃爾瑟姆1
最新版本 德國柏林GMBH
1維比特, Inc.,紐約,NY,美國
漫步 風險投資基金II L.P.,洛杉磯,加州,美國
Yaply 有限公司,英國倫敦
熱情 拉馬特·甘科技有限公司,以色列
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卡爾圖拉 Inc.,紐約,NY,美國 | ||||
(G.10)根據德國法典制定的標準
關於公司治理的問題 德國聯邦政府公佈了《德國企業》 治理守則「(下稱」守則“)於2002年2月頒佈,併成立了一個委員會,不時對守則作出修訂。這個 守則載有法定要求及若干建議和建議。只有法律要求對德國人具有約束力 公司。關於這些建議,《德國證券公司法》第161節要求,每年,上市公司 公開說明他們已經在多大程度上實施了這些措施。公司可以背離這些建議,而不必做出任何 公開聲明。 |
2024年和2023年,執行局和監事會
發佈了所需的合規聲明。2024年的宣言於2024年10月底發佈。這些
聲明可在我們的網站上找到: www.sap.com/investors/en/governance. |
集成
2024年報告 到 我們 |
利益方 綜合 組 |
管理報告
綜合 金融
聲明IFRS
額外
信息
沃爾多夫, 2025年2月19日1
SAP SE
1沃爾多夫, 德國
的 執行局
克里斯蒂安·克萊因
穆罕默德·阿拉姆
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多米尼克·阿薩姆 | ||||
託馬斯·索雷西格 塞巴斯蒂安·斯坦豪瑟 |
吉娜·瓦爾久-布魯爾 集成 2024年報告 |
到
我們 利益方 |
綜合
組 管理報告 |
綜合 金融1
聲明IFRS
1額外
信息
管理層年度內部控制報告 合併財務報表中的財務報告
美國法律要求管理層提交一份有效性報告 合併財務報表中財務報告的內部控制。2024年,該報告如下:
SAP管理層負責建立和維護SAP 對財務報告這一術語的適當內部控制在規則13a-15(F)和規則15d-15(F)中作了定義 1934年美國證券交易法。SAP財務報告內部控制是在監督下設計的過程 SAP首席執行官和首席財務官就財務報告的可靠性和財務報告的準備提供合理保證 根據國際財務報告準則發佈的用於外部報告的報表 會計準則委員會。1
SAP的管理層評估了公司的 截至2024年12月31日的財務報告內部控制。在進行這項評估時,它使用了所列標準 內部控制--綜合框架特雷德韋委員會贊助組織委員會(2013年)。
1根據這些標準的評估,SAP管理層 得出的結論是,截至2024年12月31日,公司對財務報告的內部控制是有效的。
集成 2024年報告
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到 我們 | ||||
利益方 綜合 組 |
管理報告 綜合 金融 |
聲明IFRS 額外 |
信息 附加信息 |
五年 總結
金融 日曆和收件箱
金融 和可持續發展出版物出版物 細節集成 2024年報告到 我們.
利益方綜合 組 管理報告.
綜合 金融
聲明IFRS1
額外
1 信息
五年概要1
€ 數百萬,除非另有說明
1 收入
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雲 ERP套件 | ||||
NA NA |
雲 雲 和軟件 |
服務 總 收入 |
分享
更可預測的收入(%) 操作 費用 |
成本 雲
總 收入成本
總計 運營費用
利潤 和有效稅率
雲 毛利雲 毛利潤(非IFRS)毛 利潤
操作 利潤
操作 利潤(非IFRS)
利潤 來自持續經營業務之除稅後
利潤 稅後
有效 稅率(非IFRS,%) 積壓 電流 雲積壓流動性 和現金流淨 持續經營的經營活動現金流量 免費 現金流淨 流動性(淨債務)資產, 權益及負債
總 資產
總 負債
總 股權
關鍵 SAP股票事實
發佈 股份
(in數百萬)
盈利 每股,來自持續經營的基本(歐元)
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盈利 每股,來自持續經營的基本(非IFRS,歐元) | ||||
盈利
每股,從持續經營業務中稀釋(以歐元計) 盈利 每股,基本(歐元) |
盈利
每股,基本(非IFRS,歐元) 盈利 每股,稀釋(歐元) |
股息
每股 (in歐元) |
總
分派股息 非金融 關鍵績效指標的 |
Number 員工集成 2024年報告到 我們
利益方
綜合 組
管理報告綜合 金融 聲明IFRS額外 信息€ 數百萬,除非另有說明婦女 在SAP工作
(in %)
婦女 擔任行政職務
(總數,佔員工總數的%)
NANANA婦女 管理.
(總數,佔員工總數的%)
員工 參與度指數(%)員工 保留率(%).
客戶 淨推薦值
毛 溫室氣體排放(範圍1、2、3 /基於市場)
(在 百萬噸二氧化碳
等效物)
1NA
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NA | ||||
NA 除非另有說明,否則根據IFRS,基於SAP集團的業績。 |
從2024年起,我們更新了非國際財務報告準則政策,以納入股份支付費用,並排除股權證券的損益,
net. 2021年和2020年未進行追溯調整。 來自持續和停止的業務。 |
2024年的數字基於擬議股息和年底的庫存股票水平。 年底的數字。 |
專職同等人員 自2022年以來,我們正在使用更新的方法來計算客戶淨推廣者評分。往年未進行調整。 |
集成 2024年報告
到 我們
利益方
綜合 組
管理報告
綜合 金融
聲明IFRS
額外 信息, 財務日曆和收件箱財經日曆四月 22.
結果 2025年第一季度
可以 13
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年度 股東大會 | ||||
可以
16 股息 支付 |
七月
22 結果 2025年第二季度和半年 |
十月
22 結果 2025年第三季度 |
地址 集團總部 |
SAP SE
迪特馬-霍普-阿利16
69190沃爾多夫
德國電話+49 6227 74 74 74 74傳真+49 6227 75 75 75 75
電子郵件 info@sap.com網站 www.sap.com.
我們所有國際子公司和銷售部門的地址 合作伙伴可在我們的公共網站上找到
https://www.sap.com/about/company/office-locations.html有關報告中討論事項的更多信息, 聯繫方式:投資者關係電話+49 6227 76 73 36.
傳真+49 6227 74 08 05
電子郵件
investor@sap.com
網站
www.sap.com/investor
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新聞 | ||||
電話+49 6227 74 63 15 電子郵件 |
press@sap.com 網站 |
www.sap.com/press 集成 2024年報告 |
到
我們 利益方 |
綜合 組 管理報告綜合 金融
聲明IFRS
額外
信息
財務和可持續發展出版物
我們展示我們的財務、社會和環境績效 在SAP 2024年綜合報告中,該報告可在
Www.sapintegratedreport.com
。 這份《SAP 2024綜合報告》包含了適用於我們的會計和披露標準所要求的所有信息。
以下出版物的英文版本如下:
Www.Sap.com/Investors
, 或在德語中Www.Sap.de/投資者每年一次 表格20-F報告(國際財務報告準則,只有英文版本)
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思愛普 綜合報告(PDF) | ||||
思愛普
SE法定財務報表和運營回顧(HGB,僅德語版) 半年制 報告 |
思愛普
薪酬報告 思愛普 季度報表 |
提供了有關SAP SE治理的完整信息
在… Www.Sap.com/corp治國 |
。
材料包括: 信息 關於SAP SE的管理,包括現任執行董事會成員和 監事會、他們的履歷和在其他公司董事會中的成員身份 |
信息 關於監事會委員會的情況,包括它們的任務和目前的組成
詳細信息 管理人員(執行和監事會成員)在SAP中的交易 證券
文件 關於SAP SE的年度股東大會,包括投票結果
思愛普 證券及期貨事務總署的公司章程協議 淺談員工在SAP SE中的參與.
德語 《企業管治守則》
申報 根據《德國證券公司法》第161條的規定執行
全球 《僱員道德和商業行爲守則》《公司治理聲明》 《德國商法典》第315d和289f條
規則 關於SAP SE監事會的程序 | 規則 關於SAP SE執行董事會的程序 | 配置文件 爲SAP SE監事會提供技能和專業知識1 | 概述 監事會成員參加監事會會議和 它的委員會 |
有關SAP的其他政策,請訪問 | 5.09 | Www.Sap.com/可持續性 | 4.11 |
1 思愛普 人權承諾聲明
思愛普 全球健康與安全管理政策
思愛普 環境政策 | 2024 | 2023 | 集成 2024年報告 |
到 我們 | 9,609 | 8,124 | 1,485 |
利益方 | 1,471 | 3,151 | –1,680 |
綜合 組 | 11,080 | 11,275 | –195 |
管理報告 | –3,639 | –1,143 | –2,496 |
綜合 金融 | –5,746 | –6,612 | 866 |
聲明IFRS | –9,385 | –7,755 | –1,631 |
額外 | 1,695 | 3,521 | –1,825 |
信息 | –1,715 | –1,621 | –93 |
SAP 全球反歧視聲明 | –19 | 1,899 | –1,919 |
SAP 人工智能和SAP全球人工智能指導原則 道德政策
SAP 供應商行爲準則
SAP 合作伙伴行爲準則SAP的 全球稅收原則.
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此夕h SAP術語表可訪問 | ||||
www.sap.com/glossary 集成 2024年報告 |
到
我們 利益方 |
綜合
組 管理報告 |
綜合
金融 聲明IFRS |
額外 信息出版詳情
出版商
2024 | 2023 1 | |||
SAP SE 投資者關係 |
概念與實現 | 3,521 | –2,070 | |
SAP綜合報告項目團隊 | 4,113 | 5,220 | 6,210 | |
在SAP解決方案的支持下 | –797 | –785 | ||
印刷 | –310 | –332 | ||
SAP已決定單獨發佈SAP綜合報告 作爲一種電子文檔。此外,亦可免費索取經審核的綜合財務報表的硬拷貝 發送電子郵件至Investor@Sap.com或通過電話+49 6227 7-67336。 | –1,114 | –1,168 | ||
版權所有 | –2,565 | –2,395 | ||
SAP SE | –2,106 | –949 | ||
Dietmar-Hopp-Allee 16 | 0 | 5,510 | ||
69190沃爾多夫 | –155 | –500 | ||
德國 ©2025年SAPSE或其附屬公司。版權所有。 未經SAP SE明確許可,不得以任何形式或出於任何目的複製或傳播本出版物的任何部分 或SAP附屬公司。 |
1,695 | 3,521 | ||
1SAP和本文中提到的其他SAP產品和服務 及其各自的徽標是SAP SE(或SAP附屬公司)在德國和其他地區的商標或註冊商標 國家。提及的所有其他產品和服務名稱均爲其各自公司的商標。請看 |
Www.Sap.com/About/Legal/Copright.html
獲取更多商標信息和通知。 | 2024 | 2023 | <img src=「https://www.sec.gov/akam/13/pixel_7edab1c1?a=dD1hZWEwYmJkZDIwNmMzOGU1M2FmZmQyOTY4YzI5Nzc0OGQ2MjQ3NTg0JmpzPW9mZg==」Style=「可見性:隱藏;位置:絕對;左側:-999px;頂部:-999px;」/> |
Net cash flows from operating activities | 5,220 | 6,210 | –16 |
Net cash flows from investing activities | –656 | –4,603 | –86 |
Net cash flows from financing activities | –3,412 | –7,758 | –56 |
In 2024, cash inflows from operating activities decreased €990 million to €5,220 million (2023: €6,210 million). This is particularly due to significantly higher restructuring payouts (€2.5 billion in 2024 compared to €0.2 billion in 2023), increased share-based payments (€1.3 billion in 2024 compared to €1.1 billion in 2023), and higher income tax payments of €2.3 billion in 2024 (€2.2 billion in 2023). Prepayments to suppliers and to the tax authorities increased €0.3 billion in 2024. Cash collected from customer contracts increased in 2024, driven by continued revenue growth, improved collection effectiveness, and approximately €0.2 billion in customer payments before the due date in late December. In 2024, we discontinued the SAP-triggered financing (2023: €0.2 billion).
Cash outflows from investing activities totaled €656 million in 2024, compared to €4,603 million in 2023. We decreased our short-term time deposits and debt instruments by €1.7 billion in 2024 (2023: increased by €2.5 billion). We paid €1.1 billion, net of cash received, in 2024, chiefly to acquire WalkMe, compared to €1.2 billion in 2023, which was mainly used for the acquisition of LeanIX. Capital expenditure on intangible assets and property, plant, and equipment remained at €0.8 billion (€0.8 billion in 2023). For more information about current and planned capital expenditures, see the Assets (IFRS) section and the Investment Goals section.
In 2024, free cash flow (for the definition, see the Performance Management System section) decreased to €4,113 million (2023: €5,093 million). The free cash flow conversion rate, defined as free cash flow as a percentage of profit after tax, decreased to 131% (2023: 141%). Since December 2024, our forecasted exposure hedging strategy is aimed at reducing volatility from foreign currency fluctuations on the forecasted Free Cash Flow (FCF) of a calendar year. For more information, see the Notes to the Consolidated Financial Statements, Note (F.1).
Net cash outflows from financing activities were €3,412 million in 2024, compared to €7,758 million in 2023. In September 2024, SAP secured a short-term loan of €1.25 billion to finance the WalkMe acquisition, with flexible repayment terms through September 2025. In December 2024, SAP raised a total of €1 billion via bilateral credit lines with a term of one year as well as €0.5 billion via two commercial paper tranches of €0.25 billion each. Additionally, we repurchased shares with a volume of
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€2.1 billion in 2024 as part of our share buyback program. Apart from the buyback of shares, cash outflows in 2024 resulted from the repayment of €0.85 billion in Eurobonds, and US$0.32 billion in U.S. private placements upon maturity. In 2023, we repurchased shares worth €0.95 billion as part of the share buyback program. Further cash outflows in 2023 resulted from the repayment of €1.6 billion in Eurobonds, €1.45 billion in loans, and €0.93 billion in commercial paper upon maturity.
In 2024, we distributed €2,565 million in dividends, compared to €2,395 million in the previous year.
Assets (IFRS)
Analysis of Consolidated Statements of Financial Position
Total assets increased 8% year over year to €74,122 million.
Assets
Percent
Total current assets increased 4% in 2024 from €20,571 million to €21,401 million, resulting from an increase in cash and cash equivalents from €8,124 million to €9,609 million due to higher net borrowings, and from a decrease in other financial assets from €3,344 million to €1,629 million, which was mainly driven by payouts from our restructuring program and the share buyback program.
Total non-current assets increased 10% to €52,721 million (2023: €47,760 million). This change resulted from an increase in goodwill from €29,081 million to €31,147 million due to goodwill additions related to the WalkMe acquisition and currency adjustments, as well as an increase in other financial assets from €5,543 million to €7,141 million due to an increase in equity investments and related currency adjustments.
Investment
in Goodwill, Intangible Assets, and Property, Plant,
and Equipment
(Incl. Additions from Business Combinations)
€ millions | change since previous year
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Liabilities
Percent
Current liabilities increased 30% to €19,079 million in 2024 (2023: €14,641 million). This was mainly due to an increase in bank loans in current financial liabilities and an increase in contract liabilities.
Total non-current liabilities decreased 10% to €9,235 million in 2024 compared to the previous year’s figure of €10,284 million. This was mainly due to a decrease in bonds and similar financing in non-current financial liabilities. For more information about our financing activities in 2024, see the Finances (IFRS) section.
The equity ratio (that is, the ratio of shareholders’ equity to total assets) decreased 2pp to 62% (2023: 64%).
Equity Ratio
Percent | change since previous year
Principal Investments Currently in Progress
In 2024, we finalized various construction projects and continued construction activities in several locations. We plan to finance all of these projects from operating cash flow. Our most important projects are listed below.
Construction Projects
€ millions | |||||
Country | Location of Facility | Short Description | Estimated Total Cost |
Costs Incurred as at 12/31/2024 | Estimated Completion Date |
Germany | Walldorf | General renovation of headquarters building for approx. 1,600 employees | 232 | 50 | March 2027 |
India | Bangalore | New office building for approx. 3,500 employees | 86 | 47 | December 2025 |
For more information about our planned investment expenditures, see the Investment Goals section. There were no material divestitures of facilities within the reporting period.
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Report on the Financial Performance of SAP SE
SAP SE is headquartered in Walldorf, Germany, and is the parent company of the SAP Group, which comprises 226 companies. SAP SE is the Group holding company and employs most of the Group’s Germany-based development and service and support personnel.
As the owner of the intellectual property in most SAP software, SAP SE derives its revenue mainly from software license fees it charges subsidiaries for the right to market and maintain SAP software solutions and bears the bulk of the Group-wide research and development expenses.
With effect from January 1, 2024, based on a merger agreement concluded on June 17, 2024, SAP SE took over all assets and liabilities of Hybris GmbH, Munich, Germany. The merger was conducted at book value.
The SAP SE annual financial statements are prepared in accordance with the reporting standards in the German Commercial Code and the German Stock Corporation Act. The full SAP SE annual financial report and unqualified audit report are submitted to the operator of the Unternehmensregister (German Business Register) for publication and inclusion. It is available from SAP SE on request.
Product revenue and operating profit are defined as the most significant financial performance indicators with regard to SAP SE’s standalone financial statements.
Performance Against Our Outlook for 2024
Results for 2023 | Outlook for 2024 (Integrated Report 2023) |
Results for 2024 | |
Product revenue | €14,055 million | Slight increase | €15,125 million |
Operating profit | €4,396 million | Significant decrease | –€442 million |
Product revenue and operating income are within our outlook for 2024.
The course of business for SAP SE was favorable in 2024.
Income
SAP SE’s income statement is classified following the nature of expense method and presents amounts in millions of euros.
SAP SE Income Statement − German Commercial Code (Short Version)
€ millions | 2024 | 2023 |
Total revenue | 21,412 | 19,018 |
Other operating income | 1,058 | 4,996 |
Cost of services and materials | –13,644 | –12,217 |
Personnel expenses | –3,690 | –3,386 |
Depreciation and amortization | –641 | –686 |
Other operating expenses | –4,937 | –3,329 |
Operating profit | –442 | 4,396 |
Finance income | 988 | 897 |
Income before taxes | 546 | 5,292 |
Income taxes | –180 | –504 |
Income after taxes | 366 | 4,788 |
Other taxes | –17 | –23 |
Net income | 349 | 4,766 |
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The total revenue of SAP SE in 2024 was €21,412 million (2023: €19,018 million), an increase of 13%. Product revenue increased 8% to €15,125 million (2023: €14,055 million). As in previous years, product revenue was primarily generated from license fees paid by subsidiaries of SAP SE.
Service revenue increased 9% to €1,165 million in 2024 (2023: €1,065 million), while other revenue increased 31% to €5,122 million (2023: €3,898 million).
SAP SE operating profit decreased €4,838 million to –€442 million (2023: €4,396 million). Other operating income decreased €3,936 million to €1,058 million (2023: €4,996 million). The year-over-year decrease is primarily due to a prior-year profit of €3,749 million in gains from the disposal of affiliated companies as a result of the intra-Group share buyback by SAP America Inc.
SAP SE cost of services and materials increased 12% to €13,644 million (2023: €12,217 million). Services received increased €1,610 million to €11,787 million (2023: €10,177 million), mainly due to increased services received in the context of intra-Group cost allocations. The costs for licenses and commissions decreased €185 million to €1,822 million (2023: €2,006 million).
SAP SE personnel expenses, mainly the labor cost of software developers, service and support employees, and administration staff employed by SAP SE, increased 9% to €3,690 million (2023: €3,386 million), primarily due to an increase in stock based compensation expenses and an increased headcount in the reporting year.
Other operating expenses increased €1,608 million to €4,937 million (2023: €3,329 million). This increase is mainly attributable to a €1,506 million increase in restructuring expenses and a €253 million increase in services purchased. The increase was partly offset by a €96 million decrease in currency exchange losses and a €112 million decrease in other expenses.
Finance income was €988 million (2023: €897 million), representing a year-over-year increase of €91 million. This increase is primarily due to a 228 million increase in results from profit and loss transfer agreements, a €30 million increase in income from investments and a €15 million decrease in write-downs on financial assets. The increase was partly offset by a €159 million decrease in net interest income and a €21 million decrease in income from other securities and loans.
SAP SE income before taxes decreased €4,747 million to €546 million (2023: €5,292 million). Income taxes decreased €324 million to €180 million (2023: €504 million). After deducting taxes, the resulting net income was €349 million (2023: €4,766 million), representing a decrease of €4,416 million year over year.
Assets and Financial Position
In 2024, SAP SE total assets closed at €47,786 million (2023: €47,752 million).
SAP SE Balance Sheet as at December 31 − German Commercial Code (Short Version)
€ millions | 2024 | 2023 |
Assets | ||
Intangible assets | 659 | 1,111 |
Property, plant, and equipment | 1,562 | 1,451 |
Financial assets | 36,114 | 34,323 |
Fixed assets | 38,334 | 36,885 |
Inventories | 0 | 1 |
Accounts receivable and other assets | 5,914 | 5,712 |
Marketable securities and liquid assets | 1,709 | 3,778 |
Short-term assets | 7,623 | 9,491 |
Prepaid expenses and deferred charges | 951 | 774 |
Deferred taxes | 878 | 602 |
Surplus arising from offsetting | 0 | 0 |
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€ millions | 2024 | 2023 |
Total assets | 47,786 | 47,752 |
Equity and liabilities | ||
Shareholders' equity | 13,638 | 15,945 |
Provisions | 2,947 | 2,846 |
Liabilities | 31,187 | 28,951 |
Deferred income | 14 | 10 |
Total shareholders' equity and liabilities | 47,786 | 47,752 |
Intangible assets decreased €452 million year over year to €659 million (2023: €1,111 million), mainly due to scheduled depreciations on intangibles.
Financial assets increased €1,791 million year over year to €36,114 million (2023: €34,323 million). This was mainly due to additions to the shares in affiliated companies amounting to €1,782 million. Of this amount, €1,311 million was attributable to the acquisition of WalkMe Ltd., Tel Aviv-Jaffa, Israel.
The €202 million increase in accounts receivable and other assets was primarily the result of a €150 million increase in receivables from affiliated companies and a €47 million increase in other assets.
Marketable securities and liquid assets decreased €2,071 million to €1,709 million (2023: €3,778 million).
SAP SE shareholders’ equity decreased 14% to €13,638 million (2023: €15,945 million). Against outflows of €2,565 million associated with the payment of the dividend and €2,108 million for the repurchase of stock in treasury, there was a €349 million increase due to net income and €2,017 million from the issuance of treasury stock to serve the share-based payments of employees. The equity ratio (that is, the ratio of shareholders’ equity to total assets) at year end 2024 was 29% (2023: 33%).
Provisions increased €101 million to €2,947million (2023:: €2,846 million). Other provisions increased €279 million to €2,370 million (2023: €2,091 million), primarily as the result of an increase in other obligations toward employees and provisions for stock-based compensation. Provisions for tax decreased €175 million to €566 million (2023: €741 million).
Liabilities increased €2,236 million to €31,187 million (2023: €28,951 million). This increase mainly resulted from an increase in liabilities to financial institutions of €2,750 million and a €260 million increase in liabilities to affiliated companies. The increase was partly offset by a scheduled repayment of a bond in the total amount of €850 million and a €65 million decrease in trade payables.
The statements made for the SAP Group with respect to capital structure, capital expenditures, and liquidity are mainly equally applicable to SAP SE. For more information, see the Finances (IFRS) section and the Assets (IFRS) section.
Opportunities and Risks
SAP SE is subject to essentially the same opportunities and risks as the SAP Group. For more information, see the Risk Management and Risks section and the Expected Developments and Opportunities section.
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Corporate Governance Fundamentals
The German Commercial Code, section 315d in connection with section 289f, requires that, as a listed company, SAP SE publish a corporate governance statement either as part of our management report or on our website. The Executive Board and the Supervisory Board of SAP SE issued the Corporate Governance Statement on February 18, 2025, and published it on our website at www.sap.com/corporate-en/investors/governance.
Changes in Management
On May 6, 2024, SAP announced that the SAP Supervisory Board had extended the contract of CEO and Executive Board member Christian Klein for three years until the end of April 2028, and had appointed him chairperson of the Executive Board.
On July 30, 2024, SAP announced that the SAP Supervisory Board had reached a mutual agreement with the Executive Board members Scott Russell and Julia White that they would leave the Company’s Executive Board effective August 31, 2024.
On September 3, 2024, SAP announced that the SAP Supervisory Board had reached a mutual agreement with Chief Technology Officer and Executive Board member Juergen Mueller that he would leave the Company’s Executive Board effective September 30, 2024. Prior to this, on April 2, 2024, his contract had been extended for three years until the end of 2027.
Information Concerning Takeovers
Information required under the German Commercial Code, sections 289a and 315a, with an explanatory report:
Composition of share capital: For information about the composition of SAP SE’s share capital as at December 31, 2024, see the Notes to the Consolidated Financial Statements, Note (E.2). Each share entitles the bearer to one vote. American depositary receipts (ADRs) representing our shares are listed on the New York Stock Exchange (NYSE) in the United States. ADRs are certificates representing non-U.S. shares and are traded on U.S. stock exchanges instead of the underlying shares. One SAP ADR corresponds to one SAP share.
Restrictions applying to share voting rights or transfers: SAP shares are not subject to transfer restrictions. SAP held 61,914,771 treasury shares on December 31, 2024 (see the Notes to the Consolidated Financial Statements, Note (E.2)). Treasury shares do not carry voting rights, dividend rights, or any other rights. We are not aware of any other restrictions applying to share voting rights or to share transfers.
Shareholdings that exceed 10% of the voting rights: We are not aware of any direct or indirect SAP SE shareholdings that exceed 10% of the voting rights.
Shares with special rights conferring powers of control: No SAP shareholder has special rights conferring powers of control.
Type of control over voting rights applying to employee shareholders who do not directly exercise their control rights: As with other shareholders, employee holders of SAP shares exercise their control rights in accordance with applicable law and the Articles of Incorporation. In votes on the formal approval of their acts at the Annual General Meeting of Shareholders, employee representatives on the Supervisory Board, as with all other members of the Supervisory Board, are prohibited from exercising the voting rights associated with their shares.
Requirements concerning appointments and dismissals of members of the Executive Board and amendments to the Articles of Incorporation: Conditions for the appointment and dismissal of
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members of the Executive Board and amendments to the Articles of Incorporation reflect the relevant provisions of applicable European and German law, including Council Regulation (EC) No. 2157/2001 on the Statute for a European Company (“SE Regulation”) and the German Stock Corporation Act. Under the Articles of Incorporation, the Executive Board consists of at least two members, who are appointed for a period of not more than five years by the Supervisory Board in accordance with the SE Regulation, articles 39 and 46. The Supervisory Board decides on the number of members of the Executive Board. Executive Board members may be reappointed for, or their term of office extended by, a maximum of five years. A simple majority of the Supervisory Board members is required for Executive Board appointments. In the event of a tie, the chairperson of the Supervisory Board has the deciding vote. The Supervisory Board can appoint a chairperson of the Executive Board and one or more deputy chairpersons from among the members of the Executive Board. The Supervisory Board can revoke appointments to the Executive Board in accordance with the SE Regulation, article 9, and the German Stock Corporation Act, section 84, if compelling reasons exist, such as gross negligence on the part of the Executive Board member. If the Executive Board is short of a required member, one may be appointed in urgent cases by a court in accordance with the SE Regulation, article 9, and the German Stock Corporation Act, section 85. In accordance with the SE Regulation, article 59, and the German Stock Corporation Act, section 179, an amendment of the Articles of Incorporation requires a resolution of the General Meeting of Shareholders with a majority of at least three-quarters of the valid votes cast. For any amendments of the Articles of Incorporation that require a simple majority for stock corporations established under German law, however, the simple majority of the valid votes cast is sufficient if at least half of the subscribed capital is represented or, in the absence of such quorum, the majority prescribed by law (that is, two-thirds of the votes cast, pursuant to article 59 of the SE Regulation) is sufficient. Section 11 (2) of the Articles of Incorporation authorizes the Supervisory Board to amend the Articles of Incorporation where such amendments only concern the wording.
Power to issue and repurchase shares: The Annual General Meeting of Shareholders on May 12, 2021, granted powers to the Executive Board, subject to the consent of the Supervisory Board, to issue convertible and/or warrant-linked bonds, profit-sharing rights and/or income bonds (or combinations of these instruments), and to grant conversion or option rights in respect of SAP SE shares representing a total attributable portion of the share capital of not more than €100 million secured by a corresponding amount of contingent capital. These powers will expire on May 11, 2026. The Executive Board is also authorized until May 19, 2025, to increase the share capital by not more than €250 million by issuing new shares against contributions in cash and to increase the share capital by not more than €250 million by issuing new shares against contributions in cash or in kind. For more information about the different tranches of authorized capital and the aforementioned contingent capital, see the Articles of Incorporation, section 4.
The Annual General Meeting of Shareholders on May 11, 2023, granted a power to the Executive Board in accordance with the German Stock Corporation Act, section 71 (1)(8), to buy back for treasury on or before May 10, 2028, SAP SE shares attributable in total to not more than €120 million of the share capital. This power is subject to the proviso that the shares repurchased, together with any shares that were previously acquired and are still held by SAP in treasury and any other shares controlled by SAP, must not in total exceed 10% of SAP’s share capital. Executive Board powers, such as those described to issue and repurchase stock and to grant rights of conversion and subscription to shares of SAP, are widely followed common practice among German companies such as SAP. These powers give the Executive Board the flexibility it needs, in particular, the option to use SAP shares as consideration in equity investments, raise funds on the financial markets at short notice on favorable terms, or return value to shareholders during the course of the year.
Material agreements with change-of control provisions: SAP SE has concluded the following material agreements with provisions that take effect in the event of a change of control, whether following a takeover bid or otherwise:
The terms of SAP’s existing syndicated €3 billion revolving credit facility include a change-of-control clause. For more information about this syndicated credit facility, see the Notes to the Consolidated Financial Statements, Note (F.1). This clause obliges SAP SE to notify the banks in case of a change of control. If, on receiving the notification, banks that represent at least two-thirds of the credit volume so require, the banks have the right to cancel the credit facility and demand complete repayment of the
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outstanding debt. If no continuation agreement is reached, the credit facility would end and the obligation to repay would become effective at an ascertainable time.
SAP had bonds totaling €6.25 billion and US$0.3 billion outstanding as at December 31, 2024. For more information about SAP’s bonds, see the Notes to the Consolidated Financial Statements, Note (E.3). Under the terms agreed with the buyers, we are required to notify the buyers, without delay, of any change of control. If there is a change of control and SAP is consequently assigned a lower credit rating within a defined period, buyers are entitled to demand repayment.
Under the terms of our U.S. private placements totaling approximately US$0.1 billion as at December 31, 2024, we are required to offer lenders repayment of outstanding debt if there is a change of control and SAP is consequently assigned a lower credit rating within a defined period. For more information about these private placements, see the Notes to the Consolidated Financial Statements, Note (E.3). Lenders would have up to 30 days to accept the offer.
Furthermore, in 2024 SAP drew a bilateral bank loan of €1.25 billion, which was fully outstanding as at December 31, 2024. The loan agreement contains a change-of-control clause pursuant to which SAP is obliged to notify the bank of a change of control. On receiving the notification, the bank has the right to terminate the loan and demand complete repayment of the outstanding debt. If no continuation agreement is reached, the termination of the loan, and the obligation to repay, would become effective at an ascertainable time.
We have entered into relationships with other companies to jointly develop and market new software products and cloud solutions. These relationships are governed by development and marketing agreements with the respective companies. Some of the agreements include provisions that, in the event of a change of control over one of the parties, give the other party a right to consent to the assignment of the agreement or to terminate it.
Change-of-control provisions in Executive Board compensation agreements: Agreements have been concluded with the members of the Executive Board of SAP SE concerning compensation in the event of a change of control. These agreements, which are customary internationally, are described in the Compensation Report. We have no analogous compensation agreements with our other employees.
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Risk Management and Risks
Our Risk Management
Internal Control and Risk Management Systems25
As a global company, SAP is exposed to a broad range of risks across our business operations. Consequently, our Executive Board has established comprehensive internal control and risk management structures that enable us to identify and analyze risks early and take appropriate action. Our internal control and risk management systems are designed to identify potential events that could negatively impact the Company and to provide reasonable assurance regarding the operating effectiveness of our internal controls over our financial reporting.
These systems comprise numerous control mechanisms and are an essential element of our corporate decision-making process; they are therefore implemented across the entire Group as an integral part of SAP’s business processes. We have adopted an integrated internal control and risk management approach to help maintain appropriate and effective global risk management while also enabling us to aggregate risks and report on them transparently.
Appropriateness and Effectiveness of SAP’s Entire Internal Control and Risk Management System26
We have a governance model in place across the internal control and risk management systems, as well as a central software solution to store, maintain, and report all risk-relevant information. Furthermore, SAP monitors risks relating to material sustainability matters. The governance model, policies, guidelines, and control measures we have implemented relative to these topics are described in the respective chapters in this Combined Management Report. SAP continuously reviews and adjusts its entire internal control and risk management system as well as the policies and guidelines we have implemented regarding material sustainability topics. We considered the results from external audits, such as the audit of our internal control system for financial reporting and early risk detection system conducted by our auditor BDO, as well as internal sources, such as audit reports from our Global Risk & Assurance Services (GR&AS) team, to evaluate the effectiveness of our internal control and risk management systems. If issues are identified, SAP takes remedial action. While the non-financial internal control system has not yet reached the same maturity level as the financial internal control system, no material indication has come to our attention that SAP’s entire internal control and risk management system is not appropriate or effective.
Legal and Regulatory Requirements
Due to our public listings in both Germany and the United States, we are subject to both German and U.S. regulatory requirements that relate to internal controls and risk management over financial reporting, such as provisions in the German Stock Corporation Act, section 91 (2) and (3), the U.S. Sarbanes-Oxley Act (SOX) of 2002, specifically sections 302 and 404, and the German Corporate Governance Code. Hence, our Executive Board has established an early warning system (risk management system) to enable transparent risk disclosures and compliance with applicable regulations.
25 SAP’s ESG compliance framework and internal ESG controls: ESRS 2 GOV-5 36.
26 The appropriateness and effectiveness of SAP’s entire internal control and risk management system, except for the internal control system for financial reporting and early risk detection system, was neither part of the statutory audit nor the independent limited assurance engagement performed by our external auditor.
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Risk Management Policy and Framework
The risk management policy issued by our Executive Board governs how we manage risk in line with the Company’s risk appetite and defines a methodology that is applied uniformly across all parts of the SAP Group.
We have developed and implemented a cybersecurity risk management program intended to protect the confidentiality, integrity, and availability of our critical systems, information, and our customers’ data. Our cybersecurity risk management program and processes are part of our risk management policy, and are aligned with the methodologies, reporting channels, and governance processes that apply across our enterprise risk management program to other legal, compliance, strategic, operational, and financial risk areas of the SAP Group.
Risk Management Pillars
Our risk management system is based on the framework published by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) entitled “Enterprise Risk Management – Integrating with Strategy and Performance.” Updated in 2017, this framework is built on four pillars, namely: a global risk management governance framework, a dedicated risk management policy, a global risk management organization, and a standardized risk management methodology.
In accordance with the COSO framework, SAP’s enterprise risk management covers risks in the areas of strategy, operations, finance, and compliance (the latter also covers ethical behavior, corporate governance, and sustainability).
Our Global Risk Management Governance Framework27
The risk management governance framework at SAP represents a comprehensive system of approaches and processes to ensure control through a clearly structured risk management system and a supporting risk culture. The risk culture is considered the basis of SAP’s risk management system. Risk culture at SAP comprises a system of values, beliefs, knowledge, attitudes, and understanding concerning risks and risk management as part of our corporate culture. To support and continuously foster SAP’s risk culture, we conduct risk activities for the entire SAP organization such as mandatory training in ethical behavior, code of conduct, and risk management.
Our Executive Board is responsible for ensuring the effectiveness of the internal control system and our risk management system. The effectiveness of both systems and their implementation in the different Board areas is monitored by each Executive Board member. The Audit and Compliance Committee of the Supervisory Board regularly monitors the effectiveness of SAP’s internal control and risk management systems. Our GR&AS organization regularly provides a status update on the internal control and the risk management systems to the Audit and Compliance Committee of the Supervisory Board. Every year, SAP’s external auditors assess whether the SAP Group early-warning system for risk detection is adequate to identify risks that might endanger our ability to continue as a going concern. Additional assurance is obtained through the external audit of the effectiveness of our system of internal controls over financial reporting.
Our Global Risk Management Policy
The risk management policy is reviewed annually and stipulates responsibilities for conducting risk management activities and defines reporting and monitoring structures. Our global SAP risk management policy clearly states that each employee is responsible for active engagement in the risk management process as well as for the continuous identification of risks, based upon clear rules of engagement in adherence to the policy. The risk management system primarily analyzes risks. Opportunities are assessed or analyzed where it is deemed appropriate.
27 Further Information about SAP’s risk management system and integration of ESG risks: ESRS 2 GOV-5 36.
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Our Global Risk Management Organization
Our global risk management organization is responsible for implementing a Group-wide effective risk management system. Furthermore, GR&AS is responsible for the regular maintenance and implementation of our risk management policy, as well as the standardized internal and external risk reporting.
All GR&AS risk managers, working with assigned risk contacts in the relevant business units, identify and assess risks associated with material business operations and monitor the implementation and effectiveness of the measures chosen to mitigate risks.
Further financial risk management activities are performed, for example, by our Global Treasury and Global Tax departments. General legal risks are managed by the Global Legal department. Sanction and embargo-related risks are managed by the Export Control department, harassment and other HR-related issues by our Global Labor & Employee Relations Office, security- and cybersecurity-related risks by our SAP Global Security Office, and IP risks by our Global IP Office. Non-financial risks are reported jointly by GR&AS and SAP’s Sustainability and other involved organizations. All risks are tracked, maintained, and reported within SAP’s risk management system.
During the merger and acquisition and post-merger integration phase, newly acquired companies are subject to risk management performed by our Corporate Development Mergers and Acquisitions (M&A) function. Furthermore, for as long as the newly acquired companies are not integrated, their existing risk management structures are maintained or enhanced to comply with legal requirements.
SAP regularly reviews the exposure of its business units to potential compliance risks. Quantitative and qualitative internal data and external information, such as Transparency International’s Corruption Perceptions Index, are considered in our wider compliance risk analysis. Based on this information, we perform a detailed assessment for all SAP-relevant high-risk countries and derive local and global mitigations.
The GR&AS unit, led by the Chief Risk Officer (who also acts as Chief Audit Executive), combines internal audit, SOX, internal controls, and global governance, risk, and compliance activities. The Chief Risk Officer reports to our Group CFO and is responsible for SAP’s internal control and risk management programs. Additionally, the Office of Ethics & Compliance (OEC) and the Global Legal department continuously address compliance challenges and improve policies, guidelines, systems, and measures related to their implementation.
Internal Control and Risk Management System for Financial Reporting
The purpose of our system of internal control over financial reporting is to provide reasonable assurance that our financial reporting is reliable and compliant with generally accepted accounting principles. Because of the inherent limitations of internal controls over financial reporting, this system might not prevent or bring to light all potential misstatements in our financial statements.
Our internal control system consists of the internal control and risk management system for financial reporting (ICRMSFR), which also covers the broader business environment and is part of the overall risk management system of SAP. Using the current COSO Internal Control – Integrated Framework of 2013, we have defined and implemented internal controls along the value chain on a process and subprocess level to ensure that sound business objectives are set in line with SAP’s strategic, operational, financial, and compliance goals.
SAP’s ICRMSFR is based on our Group-wide risk management methodology. It includes organizational, control, and monitoring structures designed to ensure that data and information concerning our business is collected, compiled, and analyzed in accordance with applicable laws and properly reflected in our IFRS Consolidated Financial Statements.
Our ICRMSFR also includes policies, procedures, and measures designed to ensure compliance of SAP’s financial reports with applicable laws and regulations. We analyze new statutes, standards, and other pronouncements concerning IFRS accounting and its impact on our financial statements and the ICRMSFR. Failure to adhere to these would present a substantial risk to the compliance of our financial reporting. In addition, the ICRMSFR has both preventive and detective controls, including, for example,
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automated and non-automated reconciliations, segregated duties with two-person responsibility, authorization concepts in our software systems, and corresponding monitoring measures.
Our Global Accounting, Reporting & Tax department codifies all accounting and reporting policies in SAP Group Accounting and SAP Global Revenue Recognition guidelines. These policies and corresponding corporate timelines define the closing process. Under this closing process, we prepare, predominantly through centralized or external services, the financial statements of all SAP entities for consolidation by CFR. CFR and other corporate departments are responsible for ensuring compliance with Group accounting policies and monitoring the accounting work. CFR reviews accounting standards and processes to ensure applicable updates are made to SAP’s financial reporting.
We have outsourced some tasks, such as the valuation of projected benefit obligations and share-based payouts, quarterly tax calculations for most entities, purchase price allocations in the context of asset acquisitions and business combinations, and the local statutory financial statements for a few of our subsidiaries. These outsourced tasks are subject to the same stringent requirements that are mandated for all our internally generated financially relevant information.
Based on an analysis of the design and operating effectiveness of our respective internal controls over financial reporting, a committee with leadership representation from Finance, Compliance, Legal, and IT presents the results of the assessment of the ICRMSFR effectiveness with respect to our IFRS consolidated financial statements as at December 31 each year to our Group CFO. The committee meets regularly to set the annual scope for the test of effectiveness, to assess and evaluate any weaknesses in the controls, and to determine measures to address them in time and adequately. The Audit and Compliance Committee of the Supervisory Board regularly scrutinizes the resulting assessments of the effectiveness of the internal controls over financial reporting with respect to the IFRS consolidated financial statements and corresponding disclosure notes.
The assessment, conducted by SAP and external audit, of the effectiveness of the ICRMSFR related to our IFRS consolidated financial statements concluded that, on December 31, 2024, the Group had an effective internal control system over financial reporting in place.
Additionally, and in compliance with German commercial law requirements, SAP maintains an internal control system beyond financial reporting. This is supported through automated controls (continuous control monitoring) as part of our business processes.
Supporting Software Solution
We use our own risk management software, namely SAP governance, risk, and compliance (GRC) solutions powered by SAP HANA, to support the governance process. GR&AS risk managers record and track identified risks using our risk management software online and in real time to help create transparency across all known risks that exist in the Group, as well as to facilitate risk management and the associated risk reporting. These GRC solutions also support the risk-based approach of the ICRMSFR. Our continuous control monitoring activities are performed utilizing our GRC software as well. This information is available to managers through direct access to our SAP Fiori application for enterprise risk reporting, and in regularly issued reports, and is consolidated and aggregated for the quarterly risk reports to the Executive Board.
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Risk Factors
The following sections outline our risk categories and risk factors that we have identified and continuously track. To determine which risk factors pose the greatest threat to the viability of the SAP Group, we classify them as high, medium, or low based on 1) the likelihood that a risk factor will occur within the assessment horizon, and 2) the impact the risk factor would likely have on SAP’s business objectives were it to occur.
The scales for measuring these indicators are given in the following tables.
Probability/Likelihood of Occurrence |
Description | Impact Level |
Impact Definition | Impact | |
1% to 19% | Remote | Insignificant | Negligible negative impact on business, financial position, profit, and/or cash flows | From €0 to €25 million | |
20% to 39% | Unlikely | Minor | Limited negative impact on business, financial position, profit, and/or cash flows | From €25 million to €50 million | |
40% to 59% | Likely | Moderate | Some potential negative impact on business, financial position, profit, and/or cash flows | From €50 million to €100 million | |
60% to 79% | Highly Likely | Major | Considerable negative impact on business, financial position, profit, and/or cash flows | From €100 million to €500 million | |
80% to 99% | Near Certainty | Business-Critical | Detrimental negative impact on business, financial position, profit, and/or cash flows | From €500 million |
The combination of the likelihood of a risk factor and its impact on SAP’s reputation, business, financial position, profit, and/or cash flows leads to a subsequent classification as either “high,” “medium,” or “low.”
Insignificant
(€0 to
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Minor
(€25 million to
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Moderate
(€50 million to
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Major
(€100 million to
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Business-Critical
(from
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Probability | 80% to 99% | L | M | H | H | H | ||||
60% to 79% | L | M | M | H | H | |||||
40% to 59% | L | L | M | M | H | |||||
20% to 39% | L | L | L | M | M | |||||
1% to 19% | L | L | L | L | M | |||||
Impact | ||||||||||
L = Low Risk | M = Medium Risk | H = High Risk | ||||||||
To further streamline our integrated report, we disclose material and relevant risk factors and focus on “major” and “business-critical” risk factors as per our assessment. Thus, the following risk factors are not included in the Integrated Report 2024 as they do not currently fall into either the “major” or “business-critical” category: Corporate Governance; Environment and Sustainability; Sales and Revenue Conditions; Liquidity; Use of Accounting Policies and Judgment; Currency, Interest Rate, and Share Price Fluctuation; Insurance and Venture Capital; Unauthorized Disclosure of Information; Investor Relations; Corporate Affairs; Marketing; Portfolio; SAP Strategy; Human Workforce.
The following table provides an overview of major and business-critical risk categories (together with the respective risk factors). Therein, risk factors are categorized with their net value (after the implementation of mitigations).
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Overview of Risk Factors (Aggregated Statement for 2024)
Probability | Impact | Risk Level | |
Economic, Political, Social, and Regulatory Risks | |||
Global Economic and Political Environment | Likely | Major | Medium |
International Laws and Regulations | Unlikely | Business-Critical | Medium |
Legal and IP | Unlikely | Major | Medium |
Data Protection and Privacy | Likely | Major | Medium |
Corporate Governance and Compliance Risks | |||
Ethical Behavior | Unlikely | Major | Medium |
Operational Business Risks | |||
Sales and Services | Unlikely | Major | Medium |
Partner Ecosystem | Unlikely | Major | Medium |
Cloud Operations | Unlikely | Major | Medium |
Cybersecurity and Security | Likely | Business-Critical | High |
Technology and Products | Unlikely | Business-Critical | Medium |
Strategic Risks | |||
Market Share and Profit | Unlikely | Business-Critical | Medium |
Mergers and Acquisitions | Unlikely | Moderate | Low |
Innovation | Unlikely | Major | Medium |
Economic, Political, Social, and Regulatory Risks
Global Economic and Political Environment: Uncertainty in the global economy and/or financial markets, and social and political instability caused by state-based conflicts, terrorist attacks, civil unrest, war, or international hostilities could lead to disruptions in our business.
As a global company, we are influenced by multiple external factors that are difficult to predict, may develop quickly, and are beyond our influence and control. These include, among others: crises affecting credit or liquidity markets; regional or global recessions; sharp fluctuations in commodity prices, currency exchange rates or interest rates; inflation or deflation; sovereign debt and bank debt rating downgrades; restructurings or defaults; adverse geopolitical events (such as Russia’s invasion of Ukraine and the Israel-Hamas conflict); rising military tensions around the world (such as the China-Taiwan tensions) and in particular within Europe’s borders; global policy including in the United States, the European Union (EU), Russia, and China; and global pandemic diseases such as COVID-19.
Any of these events could have an adverse effect on our reputation, business, competitive or financial position, profit, and cash flows.
SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we increased our share of more predictable revenue streams from cloud subscriptions and software support revenue streams, providing increased stability against financial volatility; and, supported by our global government affairs unit, we continuously monitor and evaluate global and political developments, to share insights and provide guidance to allow for proactive preparation and timely mitigation.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be major. We estimate the probability of occurrence to be likely, and classify this risk factor as medium.
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International Laws and Regulations: Laws, regulatory requirements and standards in Germany, the United States, and elsewhere continue to be very stringent. Our international business activities and processes expose us to numerous and often conflicting laws and regulations, policies, standards, or other requirements, and sometimes even conflicting regulatory requirements.
The SAP Group has a global presence and operates in most countries of the world. As a European company domiciled in Germany with securities listed in Germany and the United States, we are subject to European, German, U.S., and other governance-related regulatory requirements of the countries we operate in.
Our business is subject to numerous risks inherent to international business operations and associated consequences, such as changes in tax laws, changes in external reporting standards, and the interpretation of the complex tax rules in certain countries, including but not limited to conflict and overlap among tax regimes as well as the introduction of new tax concepts that harm digitalized business models; discriminatory, protectionist, or conflicting fiscal policies and tax laws; import and export regulations and trade sanctions; counter or even conflicting sanctions; embargoes, including but not limited to country-specific software certification requirements; and newly emerging cybersecurity and environmental, social, and governance (ESG) compliance and disclosure laws.
As we expand into new countries and markets or extend our business activities in these markets, including emerging and high-risk markets, these risks could intensify. The application of the respective local laws and regulations to our business is sometimes unclear, subject to change over time, and often conflicting among jurisdictions. Additionally, these laws and government approaches to enforcement continue to change and evolve, just as our products and services continually evolve. Compliance with these varying laws and regulations (including, and in particular, global anti-trust regulations) could involve significant costs or require changes in our products or business practices. Non-compliance could result in the imposition of penalties or cessation of orders due to alleged non-compliant activity. Governmental authorities could use considerable discretion in applying these statutes and any imposition of sanctions against us could be material.
Any of these events could have a material adverse effect on our operations globally or in one or more countries or regions, which could have a material adverse effect on our business, financial position, profit, and cash flows.
SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we monitor new and increased regulatory requirements; continuously invest in, improve, and standardize our global processes, procedures, and solutions; proactively assess newly emerging regulatory initiatives; consult external economic and tax advisors, law firms, and authorities in the concerned countries; and take legal action when necessary.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be business-critical. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
Legal and IP: Claims and lawsuits against us, such as for IP infringements or breaches of contract, or our inability to obtain or maintain adequate licenses for third-party technology, or if we are unable to protect or enforce our own intellectual property, may result in adverse outcomes.
We have in the past, and believe that we will continue to be subject to, claims and lawsuits, including intellectual property infringement claims, as our solution portfolio grows; as we acquire companies with increased use of third-party code including open source code; as we expand into new industries with our offerings, resulting in greater overlap in the functional scope of offerings; and as non-practicing entities that do not design, manufacture, or distribute products assert intellectual property infringement claims.
Moreover, protecting and defending our intellectual property is crucial to our success. The outcome of litigation and other claims or lawsuits is intrinsically uncertain.
We are subject to risks and associated consequences in the following areas, among others: dependency in the aggregate on third-party technology, including cloud and Web services, that we embed in our products or that we resell to our customers; integration of open source software
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components from third parties into our software and the implications derived from it; inability to prevent third parties from obtaining, using, or selling without authorization what we regard as our proprietary technology and information; and the possibility that third parties might reverse-engineer or otherwise obtain and use technology and information that we regard as proprietary. Moreover, the laws and courts of certain countries might not offer effective means to enforce our legal or intellectual property rights. Finally, SAP might face significant adverse rulings in commercial disputes, or might not be able to collect or otherwise enforce all judgments awarded to it in legal proceedings. The outcome of litigation and other claims or lawsuits is intrinsically uncertain. Management’s view of the litigation might also change in the future. Actual outcomes of litigation and other claims or lawsuits could differ from the assessments made by management in prior periods, which are the basis for our accounting for these litigations and claims under IFRS.
Besides vigorously defending against unjustified claims, SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we: have various internal programs, such as internal policies, processes, and monitoring in place to assess and manage the risks associated with open source and third-party intellectual property; endeavor to protect ourselves in the respective third-party software agreements by obtaining certain rights in case such agreements are terminated; and are a party to certain patent cross-license agreements with third parties.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be major. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
Data Protection and Privacy: Non-compliance with increasingly complex and stringent, sometimes even conflicting, applicable data protection and privacy laws, or failure to meet the contractual requirements of SAP’s customers with respect to our products and services, could lead to civil liabilities and fines, as well as loss of customers.
As a global software and service provider, SAP is required to comply with local laws wherever it does business. One of the relevant European data protection laws is the General Data Protection Regulation. International data transfers to third countries that do not provide for an adequate level of data protection require additional safeguards, including transfer risk assessments, to justify a transfer from the EU to a third country under the new EU standard contractual clauses. In addition, other countries establish safeguards to justify data transfers to further countries, by implementing their own standard contractual clauses.
Furthermore, data protection and privacy laws, regulations, and other standards around the world are evolving to better protect individuals’ personal information when it comes to marketing activities and to tracking online behavior. Examples include the EU’s Data Act, Digital Services Act, AI Act, and e-Privacy Directive, the Turkish Personal Data Protection Law, China’s Personal Information Protection Law, and Saudi Arabia’s Personal Data Protection Law, which also imposes requirements regarding data localization. This may impose additional burdens for SAP due to increasing compliance standards that could restrict the use and adoption of SAP’s products and services (particularly cloud services) and make it more challenging and complex to meet customer expectations. These changing criteria also impact the compliant use of new technology, such as machine learning and Artificial Intelligence for product development and deployment of intelligent applications.
Non-compliance with applicable data protection and privacy laws by SAP or any of the subprocessors engaged by SAP while processing personal data could lead to risks. These include, among others: mandatory disclosure of breaches to affected individuals, customers, and data protection supervisory authorities; investigations and administrative measures by data protection supervisory authorities, such as the instruction to alter or stop non-compliant data processing activities, including the instruction to stop using non-compliant subprocessors; or the possibility of damage claims by customers and individuals, contract terminations, and potential fines.
In addition, the German Federal Office for the Protection of the Constitution and security industry experts continue to warn of risks related to a globally growing number of cybersecurity attacks aimed at obtaining or violating company data including personal data.
Any of these events could have a material adverse effect on our reputation, business, financial performance, competitive or financial position, revenue, profit, and cash flows.
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SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we: have implemented internal processes and measures to enable SAP to comply successfully and sufficiently with applicable data protection requirements; anchor data protection requirements in the mandatory product standards of SAP’s product development lifecycle; continuously review SAP’s existing standards and policies to address changes to applicable laws and regulations; continuously enhance our data center operations worldwide; actively monitor legal developments; engage with political stakeholders and government authorities; and provide clear governance and guidance on data handling, processing standards, and external communication as part of our data management framework, specifically incorporating aspects of new technologies such as those represented in embedded intelligence applications.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be major. We estimate the probability of occurrence to be likely, and classify this risk factor as medium.
Corporate Governance and Compliance Risks
Ethical Behavior: Our global business exposes us to risks related to unethical behavior and non-compliance with policies by employees, other individuals, partners, third parties, or entities associated with SAP.
SAP’s leadership position in the global market is founded on the long-term and sustainable trust of our stakeholders worldwide. Our overarching approach is one of corporate transparency, open communication with financial markets, regulators, and authorities, and adherence to recognized standards of business integrity. This commitment to recognized standards of business integrity is formalized in SAP’s Global Code of Ethical Business Conduct (CoEBC) and supporting guidelines.
We are subject to risks and associated consequences in the following areas, among others: non-compliance with our policies; violation of compliance-related rules, regulations, and legal requirements including, but not limited to, antitrust, anticorruption, and antibribery legislation in Germany, the U.S. Foreign Corrupt Practices Act, the UK Bribery Act, and other applicable laws; collusion with external third parties; fraud and corruption; public sector transactions in territories exposed to a high risk of corruption; or increased exposure and impact on business activities in highly regulated industries, all of which may lead to civil or criminal charges, fines, or claims by affected parties as well as reputational damage.
Any of these events could have a material adverse effect on our reputation, business, competitive or financial position, profit, or cash flows. In recent years, SAP’s Office of Ethics & Compliance (OEC), together with the assistance of an external law firm, investigated non-compliance with SAP’s policies and procedures or applicable laws. These investigations culminated in January 2024 in settlement agreements with the U.S. Securities and Exchange Commission (U.S. SEC) and the U.S. Department of Justice (U.S. DOJ), as well as with authorities in South Africa. During the investigations, SAP fully cooperated with law enforcement authorities and took immediate steps to discipline the employees involved, including terminating the employment of all those implicated in potential law violations. Since these allegations were first made, SAP has also significantly strengthened its compliance program and related internal controls in accordance with DOJ and regulatory expectations and requirements. Separately, in December 2024, SAP’s Brazilian subsidiary reached a settlement with the Office of the Comptroller General of the State of Minas Gerais (CGE) and the State of Minas Gerais Public Prosecutor’s Office (MPMG) in Brazil. SAP fully cooperated with the CGE and MPMG, applied appropriate consequence management, and enhanced its compliance program.
SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we: continuously evolve our comprehensive compliance program based on the three pillars of prevention, detection, and response; improve associated business processes, to prevent further and future violations; review partner business models, to mitigate risks of corruption while meeting agility requirements; conduct internal audits of our compliance programs related to bribery, corruption, and substantial fraud; annually reconfirm commitment to the CoEBC by SAP’s workforce (except where disallowed by applicable legal regulations); implement compliance policies and processes aimed at managing third parties and preventing misuse of third-party payments for
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illegal purposes, including the performance of compliance due diligence activities prior to the engagement of third parties; and launched a Partner Integrity Initiative aimed at examining the compliance programs of partners in SAP’s ecosystem and reviewing the SAP-related deals closed by them. We also introduced a platform called “Speak Out at SAP” for anyone within and outside of SAP to raise confidentially and, if desired, anonymously their concerns on ethics and compliance related to our CoEBC and any law or regulation.
Despite our comprehensive and continuously evolving compliance programs and internal controls, intentional efforts of individuals to circumvent controls or engage in corruption, especially by way of collusion with other involved parties, cannot always be prevented.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be major. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
Operational Business Risks
Sales and Services: Sales and implementation of SAP software and services, including cloud, are subject to several significant risks sometimes beyond our direct control.
A core element of our business is the successful implementation of software and service solutions. The implementation of SAP software and cloud-based service deliveries is led by SAP, by partners, by customers, or by a combination thereof.
We are subject to risks and associated consequences in the following areas, among others: implementation risks caused by insufficient or incorrect information provided by customers, insufficient customer expectation management, including scope, integration capabilities and aspects, and a lack of purposeful selection, implementation, or utilization of SAP solutions; a lack of customer commitments and respective engagements; challenges to achieve a seamlessly integrated, sufficiently automated and aligned service delivery; unrenderable services committed during the sales stage; inadequate contracting and consumption models based on subscription models for services, support, and application management; deviations from standard terms and conditions; or statements concerning solution developments that might be misperceived by customers as commitments on future software functionalities.
Any of these events could have an adverse effect on our reputation, business, competitive or financial position, profit, and cash flows.
SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we: integrate risk management processes into SAP’s project management methods that are intended to safeguard implementations through coordinated risk and quality management programs; conduct ethical scope reviews and monitoring that are adapted as required as part of a clearly defined change request process together with respective project governance, steering, monitoring and controlling activities; and put in place a policy that clearly outlines communication rules on future functionalities as well as legal requirements for commitments to customers.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be major. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
Partner Ecosystem: If we are unable to scale, maintain, and enhance an effective partner ecosystem, revenue might not increase as expected.
An open and vibrant partner ecosystem is a fundamental pillar of our success and growth strategy. We have entered into partnership agreements that drive co-innovation on our platforms, profitably expand our routes to market to optimize market coverage, optimize cloud delivery, and provide high-quality services capacity in all market segments. Partners play a key role in driving market adoption of our entire solutions portfolio, by co-innovating on our platforms, embedding our technology, and reselling or implementing our software.
We are subject to risks and associated consequences in the following areas, among others: failure to establish and enable a network of qualified and fully committed partners; failure of partners to develop
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sufficient innovative solutions and content on our platforms or to provide high-quality products or services to meet customer expectations; failure of partners to embed our solutions sufficiently enough to profitably drive product adoption; failure of partners to adhere to applicable legal and compliance regulations; failure of partners to transform their business model in accordance with the transformation of SAP’s business model in a timely manner; and failure of partners to comply with contract terms in embargoed or high-risk countries.
If any of these risks materialize, this might adversely affect the demand for our products and services as well as the partner’s loyalty and ability to deliver. As a result, we might not be able to scale our business to compete successfully with other vendors, which could have an adverse effect on our reputation, business, competitive or financial position, profit, and cash flows.
SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we: develop and enhance a wide range of partner programs to retain existing and attract new partners; offer training opportunities for our partners; provide safeguarding services to customers and partners; introduced a partner delivery quality framework; and implemented a certification process for third-party solutions to ensure consistent high-quality and seamless integration.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be major. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
Cloud Operations: We may not be able to properly protect and safeguard our critical information and assets, business operations, cloud offerings and portfolio presentation, and related infrastructure against cyberattacks, insufficient infrastructure, disruption, or deficient performance.
SAP is highly dependent on the availability, integrity, and reliability of our infrastructure, including infrastructure provided by third-party business partners, and the software used in our cloud portfolio is inherently complex. Customers using our cloud services rely on the security of our infrastructure to protect the availability of our services and the data that they store on our infrastructure. Threat actors are focused on attacking third-party product and service providers, such as SAP, as a means of compromising our and our downstream customers’ systems and data.
We are subject to risks and associated consequences in the following areas, among others: the cloud portfolio or strategic direction of cloud operations may not fully meet customer demands; customers’ cloud service demands may not match our data center capacity or control investments; capacity shortages could affect SAP’s ability to deliver and operate cloud services as expected by or committed to our customers; scalability demands on infrastructure and operation could lead to cost increases and margin impacts; hyperscaler or infrastructure instabilities and the lack of availability or comprehensive contractual agreements could lead to challenges in meeting service level agreement (SLA) commitments; we might lack sufficient “future skills” for delivering and operating hybrid environments; we might lack the automation, standardization, and tools to manage and optimize operations and infrastructure; local legal requirements or changes to data sovereignty may lead to customers relocating their landscapes to a different data center; the loss of the right to use hardware purchased or leased from third parties could affect our ability to provide our cloud applications; disruptions to SAP’s cloud applications portfolio (such as system outages or downtimes, SAP network failure due to human or other errors, security breaches, or variability in user traffic for cloud applications) could affect customer SLAs; hardware failures or system errors might result in data loss or corruption; partner co-location of data centers might not adhere to our quality standards; or we might not comply with applicable certification requirements, such as the Payment Card Industry Data Security Standard (PCI DSS).
Any of these events could have a material adverse effect on our reputation, business, competitive or financial position, profit, and cash flows.
SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we: consolidated and harmonized our data centers and our data protection measures, which included implementing security information and event management solutions as well as enforcing network access control; invest significantly in infrastructure and processes to ensure
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consistently secure operations of our cloud solutions while continuously improving resistance, resilience, reusability, and scalability towards a standardized and harmonized portfolio; continuously enhance our infrastructure landscape capabilities and deployment options, including harmonized, efficient, and highly repetitive migration services; adhere to stringent SLAs with hyperscalers to ensure a high-quality customer experience; increase transparency through our continuously enhanced and expanded SAP Trust Center, in an effort to provide an appropriate level of information, for example, regarding planned patching activities and associated downtimes; monitor and invest in the continuous enhancement of our disaster recovery and business continuity capabilities; continuously aim for a homogeneous landscape that supports the complex infrastructure, application, and security requirements so that we can deliver the required service level for cloud services in a cost-effective manner; set up physical access control systems at facilities, multilevel access controls, video surveillance management, security personnel in all critical areas, and recurring social engineering tests for SAP premises and data centers; control the access to information and information systems using authorization concepts that include managers and employees being regularly sensitized to the issues and given mandatory security and compliance trainings; adapt our cloud service delivery to local or specific market requirements (such as local or regional data centers) and comply with all local legal regulations regarding data protection and privacy as well as data security; establish contracts and SLAs with our public cloud partners to ensure that data security and privacy measures meet local regulatory and compliance standards and SAP’s own standards for data security and privacy; maintain strict internal policies and controls concerning utilization of our partner’s cloud infrastructure, including people, process, and technology standards required to enhance compliance and cyber resilience; closely monitor data center utilization, capacity, and pipeline for subsequent investment planning; regularly conduct risks reviews, disclosure requests, and audits to ensure public cloud providers meet SAP’s data privacy and security standards; ensure PCI-validated compliance through successful PCI DSS audits; invest in training and certifications concerning hyperscaler- and related next-generation technologies; and implement best-of-breed tools for IT operations management and automation.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be major. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
For related cybersecurity risks for cloud operations, see Cybersecurity and Security in the Risk Management and Risks section.
Cybersecurity and Security: Cybersecurity attacks or breaches, and security vulnerabilities in our infrastructure or services or those of our third-party partners could materially impact our business operations, products, and service delivery.
SAP delivers a full portfolio of solutions, hosts or manages elements of our customers’ businesses in the cloud, processes large amounts of data, and provides mobile solutions to users either directly or through partners and other third parties. This can include the incorporation of third-party data, products, and services into SAP products and services. SAP runs complex cloud services across different complex architectures, with services implemented through SAP’s own cloud and data centers as well as by through hyperscalers.
Our industry operates in a complex and evolving cybersecurity landscape with increasingly sophisticated attacks, such as the use of AI and cloud scale, or the exploitation by threat actors of known and unknown “zero-day” security vulnerabilities in our or our customers’ systems or software. These cybersecurity threats can arise from our or our customers’ failure to patch such vulnerabilities in a timely or effective manner. Geopolitical tensions can exacerbate such threats and potentially lead to hybrid warfare between nation states that can include cybersecurity attacks on private companies, with threat actors targeting IT products, businesses, and the supply chain. Like many companies, SAP and certain of our third-party partners have experienced and expect to continue to experience cyberattacks and other security incidents that could affect our business. However, we are not aware of any such incidents that have had a material impact on our business.
SAP is guided by the NIST CSF and employs a multilayered control strategy to identify, detect, protect, respond, and recover from cybersecurity attacks. When we become aware of unauthorized access to our systems or those of our third-party partners, we have action plans in place intended to identify and remediate the source and impact of such events.
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The scanning tools we deploy across our networks and products regularly identify and track security vulnerabilities, which are prioritized based on known and anticipated risks, and our remediation activities aim to patch within the designated timeframes.
We have also implemented patch management processes. However, we may be unable to comprehensively apply patches or to confirm that mitigating measures are in place to mitigate all such vulnerabilities, or that any patches will be applied before exploitation by a threat actor. Vulnerabilities may persist even after we have issued security patches should our customers fail to either apply the patches, update their systems, or authorize service downtime sufficient to allow for patching by SAP. If attackers are able to exploit vulnerabilities before patches are installed or mitigating measures are implemented, significant compromises could impact our and our customers’ systems and data.
We could also experience material exposure to our business operations and service delivery due to disruptions in backups, in disaster recovery processes, or in business-continuity management processes, or as the result of malicious or inadvertent actions by employees, contractors, or other parties. Security threats may also exist due to delayed or insufficient responses to identified issues or other interdependencies such as cloud service providers and those beyond SAP’s cybersecurity infrastructure and protocols.
SAP and/or its partners may have inadequate security controls or insufficient compliance with existing controls, which could impact SAP’s and/or its partners’ ability to comply with applicable regulations and customer requirements. SAP and/or its partners could unknowingly introduce security threats and vulnerabilities if they have not established relevant security evaluation processes. Failure to integrate or maintain SAP’s cybersecurity framework and protocols with network systems obtained through acquisitions could also introduce cybersecurity vulnerabilities.
The foregoing and other events such as these could result in a loss of customers or customer opportunities, a diminished reputation in the marketplace, government investigations or enforcement actions, internal investigations, litigation including class actions, fines, or penalties, increased costs associated with remediation or compliance requirements, required changes to our business model or operations, and a host of other costs and losses, any or all of which could have a material adverse effect on our reputation, business, financial performance, competitive or financial position, profit, and cash flows. In response to the cybersecurity risk environment it is experiencing, SAP is continuously enhancing its cybersecurity program, for example by implementing the National Institute of Standards and Technology Cybersecurity Framework (NIST CSF) and establishing industry centers of excellence for each NIST CSF category. In addition, the Executive Board and Supervisory Board continue to increase their governance of and involvement in cybersecurity matters, for example by focusing on cybersecurity audit and risk management topics. SAP has established measures intended to address the described risks and adverse effects, such as the continuous adaptation, standardization, and modification of our security procedures. This includes, among other things: security risk identification, threat modeling, advanced threat defense, application patches and container security enhancements, and security validation of our critical components and services before shipment. Additionally, the software security development lifecycle with integrated security features and functionalities has been applied to increase coordination across our various lines of business. Disaster recovery processes and business continuity plans are in place to protect our key IT infrastructure, including implementation of data redundancies and backup strategies. We maintain a 24/7 “follow the sun” incident response (IR) function and have established local and regional crisis management teams to respond and minimize losses in case of crisis situations.
Additionally, we conduct security certifications and attestations (such as ISO/IEC 27001, ISO/IEC 22301, SOC, and PCI) and provide our customers with security white papers, product documentation, and reports from independent auditors and certification bodies. All employees must follow the SAP Global Security Policy, security standards, procedures, and good practices reinforced by completion of mandatory security and compliance training. SAP’s third-party risk management process aims to control and achieve governance in SAP’s third-party ecosystem. Besides conducting risk assessments to gauge a third party’s risk level, we increase employee and contractor awareness through cybersecurity campaigns and awareness training. Formalized third-party and partner data privacy and security agreements require adherence to SAP standards. We also engage experts to advise on
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appropriate cybersecurity protocols to further increase attention and understanding of cybersecurity procedures and protection options.
Despite the foregoing measures, we cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be business-critical and materially impact our business and results. We estimate the probability of occurrence to be likely, and classify this risk factor as high.
Technology and Products: Our technology and products may experience undetected defects, coding or configuration errors, may not integrate as expected, or may not meet customer expectations.
We are subject to risks and associated consequences in the following areas, among others: failure of software products and services to fully meet market needs or customer expectations; failure of software products and services from acquired companies to fully comply with SAP quality standards; failure of new products, services, and cloud offerings, including third-party technologies, to comply with local standards and requirements; the possibility that new products, services, and cloud offerings or subsequent versions and updates to existing products, services, and cloud offerings might contain defects or security vulnerabilities, or might not be mature enough from the customer’s point of view for business-critical solutions, or might not be sufficiently secure after release or shipment despite all the due diligence SAP puts into quality; inability of algorithms to correctly adapt to evolving circumstances, which may lead to adverse decision-making processes in the context of AI-related technologies; and the inability to fulfil expectations of customers regarding time and quality in the defect resolution process.
Any of these events could have a material adverse effect on our reputation, business, competitive or financial position, profit, and cash flows.
SAP has established measures to address and mitigate the described risks and adverse effects, such as: a broad range of techniques, including project management, project monitoring, product standards and governance, and rigid and regular quality assurance measures certified to ISO 9001:2015; a holistic testing strategy to validate the state of quality and security for every product before market introduction; the consideration of regular and direct customer feedback; and a comprehensive certification program designed to ensure that relevant third-party solutions are of consistently high quality.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be business-critical. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
Strategic Risks
Market Share and Profit: Our market share and profit could decline due to increased competition, market consolidation, technological innovation, and new business models in the software industry.
The market for cloud computing is increasingly competitive and is exhibiting strong growth relative to the market for on-premise solutions. To maintain or improve our operating results in the cloud business, it is important that we not only attract new customers but also that our existing customers renew their agreements with us when the initial contract term expires and purchase additional modules or additional capacity. Additionally, we need to bring innovations to the market in line with the demands of our ecosystem and ahead of our competitors, such as solutions to support new data-driven applications and the extension of our suite of intelligent technologies based on SAP Business Technology Platform (SAP BTP).
We are subject to risks and associated consequences in the following areas, among others: inability to deliver fully suitable solution and transformation services to our customers on the cloud transformation journey, both in cloud-only and hybrid scenarios; inability to successfully execute on our hyperscaler strategy; adverse, near-term revenue effects due to increasing cloud business and conversions from on-premise licenses to cloud subscriptions from existing SAP customers, which could have an adverse effect on related maintenance and services revenue; insufficient solution and service adoption
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together with increased complexity, as well as failures during the execution of our corporate strategy in the context of our portfolio for solutions and services, which could lead to a loss of SAP’s position as a leading cloud company and subsequently to reduced customer adoption; customers and partners being reluctant or unwilling to migrate and adapt to the cloud; customers considering cloud offerings from our competitors; strategic alliances among competitors; price pressure, cost increases, and loss of market share through traditional, new, and cooperating competitors and hyperscalers; and the inability to achieve the planned margin increase in time as planned.
Any of these events could have a material adverse effect on our reputation, business, competitive or financial position, profit, and cash flows.
SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we: share our overall long-term cloud strategy and our integration road map with our customers; continuously implement improvements to enhance our cloud solutions through our corporate strategy; demonstrate the benefits of our solution and services portfolio; enable and support our customers as they transition from on-premise to the cloud; balance the allocation of our strategic investments by evolving and protecting our core businesses and simultaneously developing new solutions, technologies, and business models; offer broader range of services to support and drive the digital transformation for our customers; continuously drive the solution integration and harmonization of data models to support integrated business processes, applications, and technology while focusing on resilience, profitability, and sustainability; enable our portfolio for hyperscalers to extend customer reach and further meet customer expectations; continue to move SAP HANA Enterprise Cloud towards a full-stack offering; and increase the share of high-value cloud application services to further improve the margin.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be business-critical. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
Mergers and Acquisitions: We might not acquire, integrate, or divest companies or their components effectively or successfully.
To expand and consolidate our business, we acquire and divest businesses, products, and technologies, and we expect to continue doing so in the future. Over time, some of these acquisitions have increased in size and in strategic importance for SAP. Management negotiation of potential acquisitions and divestures and the integration and carve-out of acquired businesses, products, or technologies demands time, focus, and resources of both management and the workforce, and exposes us to unpredictable operational difficulties.
We are subject to risks and associated consequences in the following areas, among others: incorrect information or assumptions during the due diligence process for acquisitions, divestitures, and other transactions; failure to integrate acquired technologies or solutions successfully and profitably into SAP’s solution portfolio and strategy; failure to successfully integrate acquired entities and their operations; failure to fulfill the needs of the acquired company’s customers or partners; failure to implement, restore, or maintain internal controls, disclosure controls, and procedures and policies within acquired companies; debt incurrence or significant unexpected cash expenditures; impairment of goodwill and other intangible assets acquired in business combinations; and failure of acquired companies to comply with regulatory requirements..
We have in the past, and may in the future, choose to divest certain entities, businesses, or product lines. We may have difficulty obtaining terms acceptable to us. Additionally, we may have difficulty carving out portions of or entire businesses, we may incur a loss of revenue or experience a negative impact on margins, or we may not achieve the desired strategic and financial benefits. Such potential transactions may also delay achievement of our strategic objectives, cause us to incur additional expenses, disrupt customer, partner, and employee relationships, and may expose us to unanticipated or ongoing obligations and liabilities, including because of indemnification obligations. Further, during the pendency of a divestiture, we may be subject to risks such as a decline in the business to be divested, a loss of employees, customers, or suppliers, and the risk that the transaction may not close, any of which could have a material adverse effect on the business to be divested as well as our retained business. If a divestiture is not completed for any reason, we may not be able to find another
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buyer on the same terms, and we may have incurred significant costs without the corresponding benefit.
Any of these events could have a material adverse effect on our reputation, business, competitive or financial position, profit, and cash flows.
SAP has established measures intended to address and mitigate risks and adverse effects. For example, we: perform technical, operational, financial, and legal due diligence on the company or assets to be acquired or divested; identify, implement, and track risk mitigation measures for material transactions or integration risks; and conduct process, risk, and control analyses that are subsequently integrated into SAP’s processes and control framework and supported by mitigations as required by any specific circumstances to subsequently increase adherence to SAP’s standards and policies.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be moderate. We estimate the probability of occurrence to be unlikely, and classify this risk factor as low.
Innovation: We might not be able to compete effectively if we strategize our solution portfolio ineffectively or if we are unable to keep up with rapid technological and product innovations, enhancements, new business models, and changing market expectations.
Our future success depends on our ability to keep pace with technological and process innovations and new business models, as well as on our ability to develop new products and services, enhance and expand our existing products and services portfolio, and integrate products and services we obtain through acquisitions. To be successful, we are required to adapt our products and our go-to-market approach to a cloud-based delivery and consumption model so as to satisfy increasing customer demand and to ensure an appropriate level of adoption, customer satisfaction, and retention.
We are subject to risks and associated consequences in the following areas, among others: inability to develop and sell new cloud products spanning various organizations on time and in line with market demands due to complexity in heterogeneous technical environments; inability to anticipate and develop technological improvements or succeed in adapting SAP products, services, processes, and business models to technological change, changing regulatory requirements, or emerging industry standards; a change in requirements of our customers and partners to strengthen the Intelligent Enterprise strategy; the possibility that our product and technology strategy might not be successful, or that our customers and partners might not adopt our technology platforms, applications, or cloud services quickly enough, or that they might consider other competing solutions in the market, or that our strategy might not match customers’ expectations and needs, specifically in the context of expanding the product portfolio into additional markets.
We are integrating AI into several of our products, including our suite of enterprise applications and SAP BTP, and we expect our use of AI across our portfolio to continue to grow. As with many innovations, AI presents risks and challenges that could affect its adoption and therefore our business. AI algorithms or training methodologies may be flawed. Data sets may be overbroad, insufficient, or contain biased information. Content generated by AI systems may be offensive, illegal, or otherwise harmful. Ineffective or inadequate AI development or deployment practices by SAP or our partners could result in incidents that impair the acceptance of AI solutions or cause harm to individuals, customers, or society, or result in our products and services not working as intended. Human review of certain outputs may be required, which could introduce error or inefficiencies to the intended use of our AI-enabled offerings. As a result of these and other challenges associated with innovative technologies, our implementation of AI systems could subject us to competitive harm, regulatory action, legal liability, and brand or reputational harm.
There is significant uncertainty surrounding the applications of intellectual property and privacy laws to AI technology. Intellectual property ownership and license rights, including copyright, surrounding AI technology have not been fully addressed by courts or other laws or regulations of the jurisdictions in which we operate, and our use of AI technology or integration of AI technology into our products and services may result in disputes with respect to ownership or intellectual property, or exposure to claims of copyright or other intellectual property misappropriation. In addition, our AI technology may involve the processing of personal and other sensitive data and may be subject to laws, policies, legal obligations, and contractual requirements related to privacy, data protection, and information security.
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Various privacy laws extend rights to consumers (such as the right to obtain consent or delete certain personal data) and regulate automated decision making. An alleged or actual failure to meet these obligations may lead to regulatory investigations and fines or penalties; may require us to change our business practices or retrain our algorithms; or may prevent or limit our use of AI technology. It is also possible that we are held liable for intellectual property, privacy, or other legal violations of third-party AI technology that we use, and that we may not have full recourse for any damages that we suffer (for example, our use of third-party AI technology may be subject to limitations of liability or provide no liability coverage).
In addition, some AI scenarios present ethical issues or may have broad impacts on society, and there can be no assurance that our Global AI Ethics Policy or similar policies and procedures will be sufficient to address such issues. If we enable or offer AI solutions that have unintended consequences, unintended usage or customization by our customers and partners, or are controversial because of their impact on human rights, privacy, employment, or other social, economic, or political issues, we may experience reputational harm, adversely affecting our business and consolidated financial statements.
Any of these events could have a material adverse effect on our reputation, business, competitive or financial position, profit, and cash flows.
SAP has established measures intended to address and mitigate the described risks and adverse effects. For example, we: continuously align our organization, processes, products, delivery, commercial and consumption models, and services to changing markets and customer and partner demands; continuously benchmark, match, and challenge the entire portfolio; focus all investment decisions related to innovative technologies and solutions on portfolio compatibility and readiness as well as high customer value; explore future trends as well as the latest technologies; conduct wide-ranging market and technology analyses and research or co-innovation projects; and make strategic acquisitions in white spots of our portfolio.
We cannot exclude the possibility that if any one or more of the risks associated with this risk factor were to occur, the impact could be major. We estimate the probability of occurrence to be unlikely, and classify this risk factor as medium.
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Expected Developments and Opportunities
Future Trends in the Global Economy
In the December 024 edition of its Economic Bulletin, the European Central Bank (ECB) states that, at the beginning of 2025, the outlook on global economic growth is uncertain.1 It attributes this situation to geopolitical tensions, lingering weakness in the Chinese real estate sector, and uncertainties about the policies of the next administration in the United States. The ECB predicts that global economic activity could decelerate in the near term, but moderate slightly thereafter, and it expects inflation across major advanced and emerging market economies to decline gradually over the projection horizon.
For the EMEA region, the ECB expects a gradual economic recovery in the euro area over the coming years, albeit amid significant uncertainty. The effects of restrictive monetary policy should fade gradually, it says, and support a pick-up both in domestic demand and corporate investment. However, moving into 2025, the ECB has revised down earlier outlooks, as firms hold back their investment spending in the face of weak demand and high geopolitical and policy uncertainty. Over the projection horizon, the ECB expects foreign demand to strengthen and support euro area exports. Although structural challenges remain, productivity could pick up, it says, and inflation in the euro area will probably settle at around the 2% target on a sustained basis during the projection period.
Regarding the Americas region, the ECB projects some deceleration in the United States. It also predicts significant uncertainty due to the difficulty at this stage of gauging coming policy measures.
Concerning the APJ region, the ECB expects slower economic growth in China due to unfavorable demographics. The new Chinese fiscal package, it predicts, is unlikely to provide much stimulus, as it mainly represents a migration of debt toward bonds with lower service costs that will probably leave the overall debt level unchanged.
1 European Central Bank, Economic Bulletin, Issue 8/2024, Publication Date: January 9, 2025.
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Economic Trends – GDP Growth Year Over Year
Percent | 2024 | 2025p | 2026p |
World | 3.2 | 3.3 | 3.3 |
Advanced Economies | 1.7 | 1.9 | 1.8 |
Emerging Markets and Developing Economies | 4.2 | 4.2 | 4.3 |
Regions (According to IMF Taxonomy) | |||
Euro Area | 0.8 | 1.0 | 1.4 |
Germany | -0.2 | 0.3 | 1.1 |
Emerging and Developing Europe | 3.2 | 2.2 | 2.4 |
Middle East and Central Asia | 2.4 | 3.6 | 3.9 |
Sub-Saharan Africa | 3.8 | 4.2 | 4.2 |
United States | 2.8 | 2.7 | 2.1 |
Canada | 1.3 | 2.0 | 2.0 |
Latin America and the Caribbean | 2.4 | 2.5 | 2.7 |
Japan | -0.2 | 1.1 | 0.8 |
Emerging and Developing Asia | 5.2 | 5.1 | 5.1 |
China | 4.8 | 4.6 | 4.5 |
p = projection | |||
Source: International Monetary Fund (IMF), World Economic Outlook Update January 2025, Global Growth: Divergent and Uncertain (https://www.imf.org/-/media/Files/Publications/WEO/2025/update/january/english/text.ashx), p. 9. |
The IT Market: Outlook for 2025 and Beyond
“Tech transformations are not singular events but rather a constant reality of corporate life,” reports McKinsey & Company in their recent global survey of technology and business leaders.1 According to the survey, most companies are investing in tech with future growth in mind and are seeing positive results from the transformation work they have already completed. The survey’s findings also suggest, however, that there is still a significant gap between the best technology transformations and the rest. According to McKinsey’s research, the top performers (131 out of 500 survey respondents), “particularly those enterprises with high-performing IT organizations, have up to 35 percent higher revenue growth and 10 percent higher profit margins.” The research also finds that “an average company has an opportunity to optimize and potentially reinvest 30 percent of its IT spend through improvements to IT productivity.”2
McKinsey goes on to report that “the top performers are more effective than others at executing specific transformation initiatives (or ‘plays’) and at realizing the business value they are seeking as a result. They rate their technology organizations as more effective, and they plan to invest further in nearly every play, with the greatest focus on continuing to shape a technology-based business strategy. The one exception is infrastructure modernization, likely because these companies have already been investing in this for several years.”1
Adding to the McKinsey findings, International Data Corporation (IDC), a U.S.-based market research firm, revealed that organizations are starting to make strategic, long-term investments in technology with greater AI-enabled capabilities. One of IDC’s recent studies predicts that: “2025 will be the year that all enterprises begin the AI pivot with the goal of improving their reaction time for accessing, adopting, and ultimately scaling up to becoming a resilient AI-fueled business by 2027.” And, further, that: “By 2026, 75% of Global 1000 organizations will adopt value-based AI economics models covering tech acquisition cost, productivity gains, decision-making, and innovation, or risk missing new ROI benchmarks.”3 Particularly on the ability of organizations to prepare for and embrace the AI-enabled technology, IDC warns that organizations themselves have to adapt and transform because “without strategic and organizational pivots, frustration with low ROI due to poor planning and misallocated spending will cause 30% of organizations to reduce GenAI investments.”3
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Those companies that adopt AI at scale and change their operational models and organizations accordingly will benefit significantly from further technological developments. Market observers from IDC predict that: “By 2025, 50% of organizations will use enterprise agents configured for specific business functions, instead of focusing on individual copilot technologies to achieve faster business value from AI.”3 Enterprise agents are fully automated software components that are empowered to assess a situation and take actions independently and without human intervention. The expected leverage on organizational efficiency is significant. IDC predicts that: “By 2027, agentic workflows will reshape how tasks are delivered and performed, impacting at least 40% of Global 2000 knowledge work and doubling productivity.”3
From a vendor perspective, the adaptation and adoption of AI-enabled solutions by companies will result in further expansion of the addressable market. IDC forecasts that: “AI spending will grow at 2x the rate of overall digital technology spending in the next three years, generating a global economic impact of over $7.6 trillion by the end of 2027.”4
1 McKinsey:
Investing in the future of tech: Lessons from winning companies, December 9, 2024,
https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/investing-in-the-future-of-tech-lessons-from-winning-companies?cid=eml-web#/
2 McKinsey:
How high performers optimize IT productivity for revenue growth: A leader’s guide, November 27, 2024,
https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/how-high-performers-optimize-it-productivity-for-revenue-growth-a-leaders-guide.
3 IDC FutureScape: Worldwide IT Industry 2025 Predictions, October 2024, IDC #US51736824
4 IDC FutureScape: Worldwide Digital Business and AI Transformation 2025 Predictions, October 2024, IDC #US52641124
Impact on SAP
Many economists are predicting that uncertainty will dominate the outlook for business in the foreseeable future. Ongoing conflicts in Ukraine and the Middle East, the announcement of restrictive trade policies by the new U.S. administration, and the growing likelihood of natural disasters are among the challenges that could weigh heavily on markets, economies, and, ultimately, our customers going forward. Withstanding external influences such as these requires companies to be agile and resilient. Thus, SAP will continue to position itself as a partner of choice for its customers, helping them overcome obstacles and future-proof their business.
SAP is built on robust operational foundations: already today, 85% of its revenues are recurring. The transformation of our installed base is in full swing and our focus on relentlessly executing our strategy will be central to achieving the success we expect to enjoy in the future. We remain optimistic about the opportunities ahead – and confident that our commitment to innovation and our disciplined operating strategy will continue to drive positive results.
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Financial Targets and Prospects
Revenue and Operating Profit Targets and Prospects (Non-IFRS)
Outlook 2025
The outlook for 2025 replaces SAP’s Ambition 2025. Unless otherwise stated, all forward-looking statements for revenue and operating profit are at constant currencies.
For the full year 2025, SAP expects:
– | €21.6 billion to €21.9 billion in cloud revenue (2024: €17.14 billion), up 26% to 28%. |
– | €33.1 billion to €33.6 billion in cloud and software revenue (2024: €29.83 billion), up 11% to 13%. |
– | €10.3 billion to €10.6 billion non-IFRS operating profit (2024: €8.15 billion), up 26% to 30%. |
– | An effective tax rate (non-IFRS) of approximately 32% (2024: 32.3%).28 |
Furthermore, SAP provides the following additional forward-looking information for selected metrics:
– | Total revenue growth to slightly accelerate when compared to the growth rate in 2024 (2024: 10%). |
– | CCB growth to slightly decelerate when compared to the growth rate in 2024 (2024: 32%). |
– | A decrease in expenses for share-based payments to around €2 billion. |
Beyond the outlook for 2025, SAP expects:
– | Non-IFRS operating margin to expand beyond 2025. This considers among other factors efficiency effects from the internal rollout and implementation of AI. |
– | Total revenue growth to accelerate through 2027. |
– | Software support revenue to decrease over the coming years. |
SAP’s full-year 2025 business outlook is at constant currencies. Where numbers are presented in actual currencies, these are likely to be affected by exchange rate fluctuations as the year progresses. See the table below for the expected currency impacts for the full year 2025. These expectations are based on the December 2024 level.
In percentage points (pp) | FY/2025 |
Cloud revenue growth | 2.5pp |
Cloud and software revenue growth | 2.0pp |
Operating profit growth (non-IFRS) | 4.0pp |
The following table shows the estimates of the items that represent the differences between our non-IFRS financial measures and our IFRS financial measures for operating profit.
€ millions | Estimated Amounts for 2025 |
Actual Amounts for 2024 |
Acquisition-related charges | 380–460 | 355 |
Restructuring | Approximately 100 | 3,144 |
Regulatory compliance matters | 0 | –11 |
Proposed Dividend
In 2025, we intend to pay a dividend of €2.35 per share (subject to shareholder approval at the Annual General Meeting of Shareholders in May 2025). For more information, see the Financial Performance: Review and Analysis section.
28 We do not provide an outlook for the effective tax rate (IFRS) due to the uncertainty and potential variability of gains and losses associated with equity securities, which are reconciling items between the two effective tax rates (non-IFRS and IFRS). These items cannot be provided without unreasonable effort but could have a significant impact on our future effective tax rate (IFRS).
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Investment Goals
Our planned investment expenditures for 2025 and 2026, other than for business combinations, consist primarily of the purchase of IT infrastructure and the construction activities described in the Assets (IFRS) section. We expect investments in IT infrastructure to be approximately €450 million and in construction activities to be approximately €300 million in 2025. In 2025, we expect total capital expenditures of approximately €800 million. In 2026, capital expenditures are expected to increase to approximately €900 million due to increased investment in cloud capacity.
Goals for Liquidity and Finance
As of December 31, 2024, our net liquidity was €1.7 billion. We believe that our liquid assets combined with our undrawn credit facilities are sufficient to meet our operating financing needs in 2025 as well, and, together with expected cash flows from operations, will support debt repayments and our currently planned capital expenditure requirements over the near and medium term.
In 2025, we expect a free cash flow of approximately €8.0 billion (compared to €4.2 billion in 2024), based on our revised definition of free cash flow. For more information, see the Performance Management System section. The increase in free cash flow is expected to be driven predominantly by improved profitability and lower outflows for restructuring, compliance matters, and share-based compensation.
The differences between free cash flow as our non-IFRS financial measure and operating cash flow as our IFRS financial measure include estimated cash flows in 2025 for expenditures and proceeds from the sale of intangible assets and property, plant, and equipment, and expenditures for leasing of €1.0 billion (2024: €1.0 billion, based on the updated free cash flow definition).
At this point in time, we intend to repay €600 million in Eurobonds, US$300 million in U.S. dollar bonds, €500 million in commercial papers, and €2.25 billion in bank term loans in 2025:
Non-Financial Goals for 2025
In addition to our financial goals, we also focus on four non-financial targets: customer loyalty, employee engagement, climate performance, and Women in Executive Roles.
For 2025, SAP expects employee engagement, measured by the Employee Engagement Index, to be between 74% and 78% (2024: 74%).
SAP measures customer loyalty using the Customer Net Promoter Score (Customer NPS). We expect the score to be between 12 and 16 (2024: 12) in 2025.
In 2025, we expect to steadily decrease carbon emissions across the relevant value chains. By 2030, we aim to reduce our gross greenhouse gas (GHG) emissions by at least 90% across our relevant value chains as part of our net-zero commitment.29
SAP expects to steadily increase the share of Women in Executive Roles in 2025. Beyond this, we aim to achieve our target of 25% by the end of 2027.
Premises on Which Our Outlook and Prospects Are Based
In preparing our outlook and prospects, we have taken into account all events known to us at the time we prepared this report that could influence SAP’s business going forward.
Outlook for SAP SE
The primary source of revenue for SAP SE is the license fees it charges subsidiaries for the right to market and maintain SAP software solutions. Consequently, the performance of SAP SE in operating terms is closely tied to the cloud and the software revenue of the SAP Group.
29 We acknowledge the recent reports issued by various companies, including some of our vendors, in which they state that they are reconsidering or adjusting their net-zero targets. In light of these developments, and given the growing demand for energy due to the increasing use of AI, we are closely monitoring our progress and evaluating whether we can achieve our net-zero target by 2030 as planned or if we might need to adjust it.
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Due to the rise, at constant currencies, in cloud and software revenue anticipated for the SAP Group in 2025, we expect a moderate increase in product revenue for SAP SE.
Assuming that there are no one-time effects relating to acquisitions or to other non-recurring events, we expect SAP SE operating profit to increase significantly.
We expect that SAP SE will continue to receive investment income in the form of profit transfers and dividends from its subsidiaries. The growth we expect for the SAP Group should have a positive effect on this investment income. The outlook for the SAP Group in respect to liquidity, finance, investment, and dividend is equally applicable to SAP SE.
Among the assumptions underlying this outlook are those presented above concerning the economy and our expectations for the performance of the SAP Group.
Opportunities
Our customers choose SAP as a trusted partner for their digital business transformation. We have established a framework for opportunity management by evaluating and analyzing key areas such as current markets, external scenarios, economic conditions, and technological trends. We have also researched customer and product segmentation, growth drivers, and industry-specific factors for success. These combined insights play a key role for the Executive Board in the development of our market strategies. Our shareholder value relies heavily on a fine balance between risk mitigation and value-driven opportunities. Therefore, our governance model helps ensure that decisions are based on the expected return, the investment required, and the risk involved.
As far as opportunities are likely to occur, we have incorporated them into our business plans, our outlook for 2025, and our medium-term prospects as outlined in this report. Therefore, the following section focuses on future trends and events that might lead us to raise our outlook and medium-term prospects should they develop more positively than anticipated in our forecasts.
SAP SE is the parent company of the SAP Group and earns most of its revenue from subscription fees, software license fees, and dividends paid by affiliates. Consequently, the opportunities described below also apply – directly or indirectly – to SAP SE.
Opportunities from Economic Conditions
Economic conditions clearly influence our business, financial position, profit, and cash flows. Should the global economy grow faster than is reflected in our plans today, our revenue and profit may surpass our current outlook and medium-term prospects. Our medium-term planning considers changes in market conditions as a result of the ongoing geopolitical and macroeconomic environments. Although we continue to be mindful of the negative aspects of the global situation, we take opportunities to further invest into our strategic growth areas.
For more information about future trends in the global economy and the IT market outlook, as well as their potential influence on SAP, see the beginning of this Expected Developments and Opportunities section.
Opportunities Through Innovation
Our continued growth through innovation is based on our ability to leverage research and development (R&D) resources effectively. We are accelerating innovation cycles, especially in our cloud solutions, and engaging even more closely with our customers to enable success. Specifically, we focus on ease of adoption and consumption so that customers can benefit from our software solutions, technologies, and platforms at reduced time to value.
Our aim is to bring our customers to SAP Business Suite, which includes our line-of-business cloud applications and can enable our customers to run seamlessly integrated, industry-specific business processes. Our SAP Business Technology Platform (SAP BTP) represents the technical foundation of our modular SAP Business Suite and aims to ensure connectivity between our solutions through integration and extensibility capabilities. Furthermore, it is the enabler of our customers’ journey to a clean core.
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Advancements in generative AI represent an opportunity for SAP to enhance the value of our offering. Hence, SAP aims to infuse its entire portfolio with SAP Business AI capabilities, embedding Business AI in the context of customers’ own data and processes and thereby boosting productivity and automating mundane tasks. Additionally, our own contextually aware AI copilot, Joule, aims to transform the way users interact with SAP software: they can leverage Joule’s agentic capabilities to navigate, get insights, execute transactions across processes, and handle a long tail of complex tasks.
SAP sees another opportunity for growth in the data space, with data being the core component for generative AI. Data harmonization solutions that connect and harmonize all data from SAP and third-party sources have the potential to enhance SAP’s offerings and represent a revenue opportunity.
We also see high growth potential in adjacent innovation areas: sustainability management, working capital management (accelerated through the SAP Taulia portfolio), and our Business Transformation Management portfolio, which has been enriched through the acquisition of WalkMe.
In addition, we continue to expand startup engagement in strategic opportunity areas, focusing on startups as customers and partners.
For more information about future opportunities in research and development for SAP, see the Strategy and Business Model section.
Opportunities from Our Strategy for Profitable Growth
SAP strives to generate profitable growth across our portfolio of products, solutions, and services to keep and improve our market position. Our aim is to continue to expand our addressable market by enhancing our portfolio and our new technologies and innovations. As an industry, we are benefiting from a secular trend toward digitalization, cloud, and the rise of AI, and are strengthening the market’s readiness to consume software in the cloud, including core business process platforms.
To positively affect the profitability of our cloud business, we set clear priorities to optimize efficiency in our cloud operations. Our operational excellence priorities include a focus on adoption and consumption of our product portfolio, leading to more efficient sales and marketing investment; a focused product portfolio leading to more effective R&D investment; more centralized business operations leading to end-to-end-optimization; and an accelerated workforce transformation leading to a future-ready workforce.
SAP seeks to establish new business models and leverage its expanding ecosystem of partners to achieve scale and maximize opportunities. With our two flagship offerings RISE with SAP and GROW with SAP, we continue moving toward expansion. Both offerings aim to guide customers in transitioning to SAP Business Suite, but the journeys are distinct: RISE with SAP is tailored to the needs of enterprises with existing landscapes (often on-premise), while GROW with SAP serves customers who start fresh in a greenfield approach.
We continuously sharpen our focus on suite sales and flexible consumption, aiming to capture the cross-sell potential of our suite while decreasing the cost of sales for the acquisition of net new customers and increasing customer lifetime value with existing customers.
Our strong focus on technical integration between our solutions aims to provide a seamless and delightful experience for our customers, enhancing the cross-sell potential of our suite portfolio and creating operational synergies.
Opportunities from Our Ecosystem
SAP’s global ecosystem includes more than 25,000 partners and open ecosystem members with different areas of expertise, who carry the SAP brand into global markets and expand our portfolio with their expertise, services, and solutions.
The four main types of partner in our ecosystem are: independent software vendors (ISVs), who develop solutions on top of, or integrated with, SAP technology and platforms, extending the scope and functionality of SAP solutions to address customer requirements; value-added resellers (VARs), who expand our reach by reselling, implementing, and supporting customers of all types and sizes; service partners and system integrators, who increase customer adoption through expert
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implementation and solution delivery, and provide strategic business consulting, system design, solution integration, and project implementation of SAP solutions; and managed service providers (MSPs), who are outsourcing or hosting companies that offer customers the option of fully managed service bundles that include SAP cloud solutions.
We continue to focus on developing new talent and capacity in the partner ecosystem to support the increased demand for customer cloud transformations. By providing innovations that extend SAP applications, partners can influence the adoption of SAP technologies to support customers’ unique business needs. Thus, customers maximize their SAP investment through partner offerings such as industry-specific solutions, LoB solutions, added functionality, and sustainability offerings.
Partners constantly respond to market needs, while raising awareness around strategic offerings that drive the transformation in the cloud for our customers. Partners offer customers a vast array of SAP technologies and services specific to their LoB or industry, making it easy for them to purchase the right combination of products, solutions, and services (such as consulting, implementation, and development) to meet their business needs.
Partners contribute to SAP’s growth by expanding market reach in sales and services, specifically by retaining and increasing sales to existing customers, attracting new customers, accessing new markets, and addressing our joint customers’ requirements with their expertise and solution innovations. Together with all the aforementioned measures, this may positively impact our revenue, profit, cash flows, customer satisfaction and retention, and enable SAP to exceed our stated medium-term prospects.
Opportunities from Our Own Workforce
Our employees drive innovation, provide value to our customers, and consistently enable our growth and profitability. We continuously invest in our people with the aim of retaining their high level of engagement, further strengthening their skills, fostering an agile and innovative organization, and ensuring a healthy, diverse, and inclusive workforce. By doing so, we anticipate improvements in our employee productivity and innovation capabilities.
Our outlook and medium-term prospects are based on certain assumptions regarding employee retention and our Business Health Culture Index. Should these develop at a rate that is better than expected, employee productivity and engagement may increase. A stronger-than-expected increase in the Employee Engagement Index may therefore be an opportunity that could positively impact our revenue, profit, and cash flows, enabling SAP to exceed our stated medium-term prospects.
Executive Board’s Overall Assessment of Opportunities and Risks
In our view, considering their impact level and likelihood of occurrence, the risks described in our aggregated risk report do not individually or cumulatively threaten our ability to continue as a going concern. While individual risks, individual opportunities, and assessments may have changed during 2024, our overall risk profile and overall opportunities profile did not change materially compared to the prior year. Management remains confident that the Group’s earnings strength forms a solid basis for our future business development and provides the necessary resources to pursue the opportunities available to the Group. Based on our structured processes for early risk identification, we are confident that, in 2025, we can continue to counter the challenges arising from the risks in our current risk profile.
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Group Sustainability Statement
About this Group Sustainability Statement | 118 |
Basis for Preparation | 120 |
Sustainability Strategy and Governance | 122 |
Double Materiality Assessment | 130 |
Environmental Information | 143 |
Sustainable Finance: EU Taxonomy Information | 143 |
Climate Change | 152 |
Resource Use and Circular Economy | 167 |
Social Information | 171 |
Human Rights | 172 |
Own Workforce | 174 |
Workers in the Value Chain | 202 |
Security, Cloud Compliance, and Data Protection and Privacy | 206 |
Responsible AI | 213 |
Governance Information | 217 |
Business Conduct | 217 |
Appendix | 222 |
ESRS Datapoints in Cross-Cutting and Topical Standards That Derive from Other EU Legislation | 222 |
Incorporation by Reference | 228 |
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About this Group Sustainability Statement
This section, and the information referenced in it, fulfill SAP SE’s duty to produce a non-financial statement (NFS) for the holding company, pursuant to section 289b–e of the German Commercial Code (HGB), and a non-financial group statement, pursuant to section 315b–c in conjunction with section 289c–e of the German Commercial Code (HGB), in the form of a combined non-financial statement. The relevant non-financial matters are referenced in the table below. The terms “non-financial statement” and “Group Sustainability Statement” are used interchangeably throughout the report.
The information in this Group Sustainability Statement has been prepared in accordance with the European Sustainability Reporting Standards (ESRS). SAP opted to apply these standards to prepare for the transposition of the EU Corporate Sustainability Reporting Directive (CSRD) into German law. As Germany’s government intends to implement CSRD in national law, and thus replace the non-financial statement with a sustainability statement prepared under ESRS, ESRS take precedence over the reporting principles in German Accounting Standard (GAS) 20. This will remain the case until the CSRD is transposed into German law and for as long as we prepare our NFS under ESRS principles.
In line with the requirements of the CSRD, which the ESRS set out in detail, our Group Sustainability Statement contains the following sections: General Information, Environmental Information, Social Information, and Governance Information. General Information outlines our sustainability strategy and governance, and describes our materiality assessment. The Environmental Information section contains our EU Taxonomy disclosures and disclosures about all material environmental topics. Material social and governance topics are presented in the Social and Governance Information sections respectively.
This Group Sustainability Statement was subject to a limited assurance engagement; reasonable assurance was provided on selected sustainability information. For more information, see the Basis for Preparation section.
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Non-Financial Disclosures in SAP’s Combined Management Report
We determine which non-financial information has to be disclosed based on a materiality analysis we perform using internal and external input. For more information, see Double Materiality Assessment in the respective section in our SAP Integrated Report.
The individual non-financial aspects to be covered by the non-financial statement are addressed in the following sections of our Combined Management Report if material. No material risks according to section 289c (3) sentence numbers 3 and 4 HGB have been identified.
Due
Diligence; Policies and Guidelines (Concepts) |
Measures
and Results, Including KPIs Relevant for Steering and Compensation |
References
to Consolidated Financial Statements | |
Environmental Matters | E1 – Climate Change: Our Approach and Policies E5 – Resource Use and Circular Economy: Our Approach and Policies |
KPI: Gross Greenhouse Gas Emissions
Strategy and Business Model: Measuring Our Success
Performance Management System
Financial Performance: Review and Analysis
Expected Developments and Opportunities: Non-Financial Goals for 2025
E1 – Climate Change: Metrics on Material Topics |
|
Employee Matters | S1 – Own Workforce: Our Approach and Policies | KPI: Employee Engagement Index
Strategy and Business Model: Measuring Our Success
Performance Management System
Financial Performance: Review and Analysis
Expected Developments and Opportunities: Non-Financial Goals for 2025
S1 – Own Workforce: Processes for Engaging with Our Own Workforce
KPI: Women in Executive Roles
Strategy and Business Model: Measuring Our Success
Performance Management System
Expected Developments and Opportunities: Non-Financial Goals for 2025
S1 – Own Workforce: Diversity & Inclusion |
Notes to the Consolidated Financial Statements, Note (B.1) |
Social Matters | S2 – Workers in the Value chain: Our Approach and Policies
Security Cloud Compliance Data Protection and Privacy: Our Approach and Policies
Responsible AI: Our Approach and Policies
|
KPI: Net Promoter Score (NPS)
Strategy and Business Model: Our Customers
Strategy and Business Model: Measuring Our Success
Performance Management System
Financial Performance: Review and Analysis
Expected Developments and Opportunities: Non-Financial Goals for 2025
Security Cloud Compliance Data Protection and Privacy: Metrics on Material Topics |
|
Human Rights | Human Rights: Our Approach and Policies | ||
Anti-Corruption and Bribery Matters | G1 – Business Conduct: Our Approach and Policies | Notes to the Consolidated Financial Statements, Note (G.3) |
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Basis for Preparation
We have made use of most of the first-time application relief
and therefore do not report on anticipated financial effects in our 2024 Group sustainability statement. Further, we disclose value chain
information and prior year data primarily for KPIs that have a long reporting history, such as those for our carbon emissions. In other
cases, we used the respective transitional provisions that allow us not to disclose this information for the first year, or first three
years, as applicable, of reporting. This applies notably to the Climate Change
and Resource Use and Circular Economy sections. Information
regarding the scope of consolidation can be found in the Incorporation by Reference
section of our Appendix . As we are also listed in the United States, we will
be subject to the U.S. Securities and Exchange Commission’s
(U.S. SEC) stayed climate disclosure rule. We are analyzing ongoing developments and plan to adapt our future Group sustainability
statement to fulfill the U.S. SEC requirements as well once they enter into force.
The datapoints that derive from other EU legislation and are required by ESRS are presented in the Appendix.
We applied the time horizons as they are defined in ESRS 1: short term (up to one year), medium term (more than one and up to five years), and long term (more than five years). Unless otherwise stated, all the actions we present in this Group sustainability statement are ongoing. If not explicitly stated, a metric was not validated by experts other than our assurance provider in the course of the assurance engagement. Because the numbers presented throughout this report are rounded, they may not add up exactly to the totals we provide, and percentages may not precisely reflect the absolute amounts. Since acquired companies that are still in the transition period (Taulia, Emarsys, Volume Integration, LeanIX, WalkMe) are not obliged to, nor do they follow certain SAP policies our action plans do not apply to them until they are fully integrated. More information is provided in the relevant sections.
Where we use estimated value chain data for metrics, we added
the symbol next to the metric. The following table lists all relevant metrics.
Metric | Section | Estimates Used for Value Chain Data | Planned Actions to Improve Accuracy |
Scope 3 upstream and downstream emissions | Climate Change | See the description of our GHG emissions calculation methodology | We are actively working on replacing conversion factors with real data. |
The following metrics contain a certain level of uncertainty and hence assumptions, approximations, and judgments:
Metric | Section | Measurement Uncertainty/Discretion |
#Unfiltered survey metrics | Own Workforce | The #Unfiltered survey contains multiple questions that address organizational, team, and individual factors, which can create different indexes to measure change. Survey items have topic owners and may change from time to time to reflect current events and relevant organizational priorities. Not all questions are asked each time we run the survey but are carefully selected by the respective team. The timing of the survey and the response rate can vary. |
SAP Talk | Own Workforce | The results are derived from a survey conducted with a randomly selected sample of 35,000 employees. Consequently, results may vary depending on the sample. |
Electrical and electronical equipment waste | Resource Use and Circular Economy | Our partners aim to use the specific quotas of the recycling sites. If this data is not available, regional quotas or other available country quotas are used for approximation. |
GHG emissions calculation methodology | Climate Change | Conversion factors we apply in our calculation lead to some measurement uncertainty. We are actively working on replacing these factors with real data. |
Net Zero target | Climate Change | In modeling our reduction pathway to 2030, we considered future developments, such as the expected growth of our Company and the effects of our cloud strategy. |
For easier identification of our metrics that contain a certain
level of uncertainty, we marked the respective disclosures with the symbol and highlighted
them with a light gray box. We also used this
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symbol to indicate definitions and the inputs we used for our materiality assessment and other analyses, and similarly highlighted them with a light gray box.
Due to the first-time application of ESRS, the presentation of sustainability information in our Integrated Report changed compared to prior years. The most significant changes are as follows:
– | We use ESRS instead of the Global Reporting Initiative (GRI) standards in the non-financial statement. |
– | Certain sections were moved from Further Information on Economic, Environmental, and Social Performance to the Group sustainability statement (for example, the Double Materiality Assessment section). |
– | Certain sections are no longer included because we deleted the Further Information on Economic, Environmental, and Social Performance (for example, GRI Index). |
– | The order and precise content of the sections previously included in the non-financial statement were changed. Some of this information is now presented in other sections. For example, content previously covered in the Human Rights section is now disclosed in either the Own Workforce or Workers in the Value Chain section. |
To avoid duplication in our external reporting, we
incorporate information by reference throughout the Group sustainability statement. We mark these references with the symbol .
The references fulfill the requirements outlined by ESRS 1 and can be found in a reference table in the Appendix
section (in the order they appear in the statement).
Independent Assurance
SAP’s Group Sustainability Statement was subject to an independent assurance engagement with limited assurance. Additionally, BDO has provided reasonable assurance on selected sustainability information in accordance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised). The key performance indicators (KPIs) subject to reasonable assurance are:
Own Workforce1 | |||
Full name KPI | Abbreviation | Full name KPI | Abbreviation |
Business Health Culture Index | BHCI | Employee Turnover | |
Leadership Trust Net Promoter Score | Leadership Trust NPS | ||
Climate Change2 | |||
Full name KPI | Abbreviation | Full name KPI | Abbreviation |
Carbon Credits | Gross Greenhouse Gas Emissions (location-based) | Gross GHG Emissions (location-based) | |
Greenhouse Gas Emissions Scope 1 | GHG Emissions Scope 1 | Greenhouse Gas Emissions Scope 2 (location-based) | GHG Emissions Scope 2 (location-based) |
Greenhouse Gas Emissions Scope 2 (market-based) | GHG Emissions Scope 2 (market-based) | Greenhouse Gas Emissions Scope 3 Downstream | GHG Emissions Scope 3 Downstream |
Greenhouse Gas Emissions Scope 3 Upstream | GHG Emissions Scope 3 Upstream | Renewable Energy (including certificates) | |
Total Energy Consumption |
1 2024 results for each KPI are BHCI 78 %, Employee Turnover 7.8 %, Leadership Trust NPS 68 Points.
2 2024 results for each KPI are Carbon Credits 229 kT of total GHG removed or reduced, Gross GHG Emissions (location-based) 6,986 kT, GHG Emissions Scope 1 109 kT, GHG Emissions Scope 2 (location-based) 120 kT, GHG Emissions Scope 2 (market-based) 1 kT, GHG Emissions Scope 3 Downstream 5.5m Tons, GHG Emissions Scope 3 Upstream 1.3m Tons, Renewable Energy (including certificates) 310,000 MWh purchased or acquired electricity, heat, steam and cooling, Total Energy Consumption 757,900 MWh.
For more information about the scope of the assurance and the underlying reporting criteria, see the Assurance Report of the Independent German Public Auditor on an Assurance Engagement to Obtain Limited and Reasonable Assurance in Relation to the Group Sustainability Statement.
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Sustainability Strategy and Governance
Sustainability Strategy
Closely tied to our purpose of “helping the world run better and improving people’s lives,” SAP aims to put sustainability at the core of every business. Sustainability is firmly anchored in our corporate strategy, governance, and Executive Board compensation system.
Sustainability is a key driver of business success and strategic differentiation in the modern economy. We aim to create a positive economic, environmental, and social impact while respecting planetary boundaries and human rights by following a dual approach:
1) SAP as an enabler: We strive to provide products and services that support our customers in driving their sustainability objectives along the supply chain, improving ESG transparency, and capitalizing on the related opportunities.
2) SAP as an exemplar: To live up to our corporate responsibility and build resilience, we strive to lead by example by running our own business operations and practice more sustainably.
Our performance has been recognized by sustainability ratings, rankings, and independent analysts. More information about the sustainability rewards that SAP has recently received can be found in our News Center.
Our sustainability strategy focuses on three pillars – climate action, circularity, and social responsibility – and on the cross-layer of holistic steering and reporting. These pillars reflect the topics that our double materiality assessment identified as material. For more information, see the Double Materiality Assessment section.
SAP’s sustainability agenda supports the United Nations Sustainable Development Goals (UN SDGs). We work with our customers and partners across several initiatives to contribute to these goals. For more information, see our Integrated Report homepage.1
We have a dedicated business unit, which reports directly to our CEO, that focuses specifically on driving sustainability impact at SAP and beyond. For more information, see the Sustainability Governance section.
To further evolve both our own sustainable performance along the value chain and the solutions we provide to our customers, we actively engage and collaborate with partners, suppliers, governments, NGOs, and investors. For more information, see the Interests and Views of Stakeholders section. However, SAP’s sustainability goals do not relate to any specific groups of products or services, customer categories, markets, geographical areas, or relationships with stakeholders.
SAP as an Enabler
We work with our customers from 25 industries worldwide, with the aim of creating a more sustainable world. We deliver ERP-centric (enterprise resource planning), cloud-based, AI-enabled sustainability solutions for companies of all sizes and industries, and we aim to support them by embedding sustainability into every aspect of their operations. As our installed base comprises many large companies and we are not aware of any of our products or services being banned in any market we can scale the impact of our powerful solutions beyond a single enterprise. Our comprehensive portfolio of sustainability software and services is designed to enable customers to rise to the business challenges of today and capitalize on opportunities. It helps them drive sustainable practices, not only within their organizations but across their value chains. Our cloud-based innovations and evolving AI-powered sustainability use cases aim to enable customers to constantly adapt to optimize their long-term sustainability impact.
The flexibility inherent in the cloud is essential in meeting the demands of complex sustainability regulations. A few examples of the software we provide in the cloud are SAP Sustainability Control Tower, SAP Sustainability Footprint Management, SAP Sustainability Data Exchange, SAP Responsible Design and Production, SAP Green Ledger, and SAP Business AI. SAP has just released two new AI-
1 Information that was neither part of the statutory audit nor the independent limited assurance engagement performed by our external assurance provider.
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driven sustainability use cases – emission factor mapping
with AI and ESG report generation with AI – and is evaluating further use cases, which it expects to make available throughout
the year. For more information on our products, see the Incorporation by Reference
section of our Appendix .
To ensure we use AI ethically, we have guiding principles and policies in place. For more information, see the Responsible
AI.
SAP as an Exemplar
To reflect SAP’s strategic approach to sustainability and to meet the ambition we set out above, our sustainability efforts encompass dedicated programs and initiatives to address material topics not only in our own business operations and practices, but also across our value chain.
– | We are committed to lowering our emissions, reducing our resource use, and restoring ecosystems to foster a low-carbon, circular economy. SAP pledges to achieve net-zero emissions along our value chain by 2030, in line with a science-based 1.5 °C future, and is also committed to operating free of single-use plastics and ensuring zero e-waste in our operations. We are closely monitoring progress on our net-zero plans, and continuously evaluate whether they need any adjustment to reflect the increase in demand for energy due to the use of artificial intelligence and the fact that some of our vendors may not achieve their expected emission reductions, which contribute to our net-zero goal. For more information, see the Climate Change and Resource Use and Circular Economy sections. |
– | We are committed to respecting and advancing human rights along the value chain and driving positive societal impacts. This includes ensuring an equal, inclusive, and healthy workplace, powering equitable access to economic opportunity, education, and employment, and safeguarding the ethical use of AI and the protection of data and privacy. For more information, see the Human Rights, Own Workforce, Workers in the Value Chain, Responsible AI, and Security, Cloud Compliance, and Data Protection and Privacy sections. |
– | SAP is committed to doing business with integrity, meeting the highest standards of ethics and compliance, and employing and safeguarding responsible business practices. For more information, see the Business Conduct section. |
To continue enhancing our sustainable business practices, we are committed to analyzing the positive and negative effects of our business operations on society and the environment throughout our value chain. These impacts can be quantified in monetary terms, since the impact data measures the value or cost to human well-being caused by business activities. These impacts are considered alongside financial metrics, both at the corporate level and the business-unit level. For more information about how we monetized our impact, see the Double Materiality Assessment section.
An increasing number of employees across all our lines of business
work on making SAP’s operations run more sustainably as part of their day-to-day jobs. In addition, employee engagement initiatives,
such as the sustainability champions network of nearly 400 SAP employees from all regions and functions, raise sustainability awareness
and enable our people to act as role models, multipliers, and motivators. The Own
Workforce – Characteristics of our Own Workforce section and the Incorporation
by Reference section of our Appendix ,
provide an overview of employee headcount, broken down by function and geographical area.
SAP is active only in the software and IT services sector, as
defined by the ESRS SEC1 sector classification standard. Therefore, a breakdown by sector (as mentioned by the ESRS standard) is not
necessary. For information about our total revenue please see the Incorporation
by Reference section of our Appendix .
Our Business Model
See the Incorporation
by Reference section of our Appendix
for more details on our business model, its inputs and outputs.
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Value Chain
SAP’s core position in the value chain is to innovate, develop, deliver solutions, and support customers. For more information about our value chain, see the definition in the Double Materiality Assessment section.
Interests and Views of Stakeholders
We review and adjust our strategy whenever deemed necessary.
The main adjustments made to our strategy in 2024 can be found in the Incorporation
by Reference section of our Appendix .
We do not expect these adjustments to change our relationship with or the views of our stakeholders, as continuous innovation and focus
on customer outcomes are always at the core of SAP’s strategy and part of our ongoing strategy evolution process. For selected
impacts, the Executive Board was updated about the views and interests of affected stakeholders. For more information, see the Sustainability
Governance section.
At SAP, stakeholder engagement and collaboration are deeply embedded in our process of innovation and the development of our products and services. Before we can design a new solution, we must first understand the issues we are addressing. This is why we regularly liaise with the stakeholder groups described below, including our sustainability and AI ethics advisory panels.
Customers
For more information about our customer engagement programs,
see the Incorporation by Reference section of our Appendix .
Employees
For more information about the different ways in which we engage with our workforce, see the Processes for Engaging with Our Own Workforce in the Own Workforce section.
Financial Analysts and Investors
In 2024, SAP continued its strong engagement with the investment community. Throughout the year, members of the Executive Board of SAP SE and the Investor Relations (IR) team discussed our latest strategy and its execution, business development, and how SAP was helping customers meet the many challenges faced by companies today, with institutional investors, analysts, and private investors worldwide.
For more information about our dialogue with the financial community (that is, financial analysts, institutional investors, and retail shareholders), see the Continuous Engagement with the Investment Community section in Investor Relations.2
Partners
With more than 26,000 partners around the world, the SAP ecosystem is vital to our success. We take a multifaceted approach to engagement that begins with the dedicated, interactive SAP Partner Portal.
Partners receive regular communications, including customized newsletters, training offers, and Web seminars, with the latest announcements and thought leadership relevant to their specific partnership type. Additionally, virtual events are held throughout the year, around the globe, to further gauge partners’ feedback on how SAP can continuously improve.
Non-Profit Organizations (NPOs) and Academia
Our ongoing dialogue with non-profit organizations (NPOs) and academic institutions plays a crucial role in our understanding of the current challenges we face as a society and how our solutions can address them. Through the SAP University Alliances program, we actively engage with students and faculty members, introducing them to SAP software through various networking and educational activities.
Sustainability Advisory Panel
2 Information that was neither part of the statutory audit nor the independent limited assurance engagement performed by our external assurance provider.
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The SAP Sustainability Advisory Panel provides strategic guidance to SAP on our sustainability journey as exemplar and enabler. The panel consists of renowned sustainability experts from various stakeholder groups (NGOs, customers, and partners) with sustainability expertise and experience in practice and theory.
The panel is hosted by our global head of sustainability and attended by SAP executives who (co-) own the session’s topics. In 2024, the panel held four virtual meetings. Among the matters it discussed were our double materiality assessment, corporate sustainability strategy, and the strategy required to develop solutions that meet the market’s need for software for sustainable business transition. Seeking to steadily strengthen our sustainability practices and to enhance our impact as an enabler and exemplar, we are continuously evaluating how to evolve our approach to meaningfully engage with stakeholders and explore new pathways of focused dialogue.
AI Ethics Advisory Panel
Our external AI Ethics Advisory Panel comprises academics, policy experts, and industry experts who provide constructive, outside-in feedback to SAP on ethical AI. For more information about AI ethics, see the Human Rights section.
Impact of Our Impacts, Risks, and Opportunities on SAP
The Global Strategy team works continuously on a global and consistent strategy for SAP, in which our purpose, vision, goals, and portfolio focus are always at the center. Our materiality analysis process involved thorough discussions and assessments with experts and managers from across the Group. We worked with our global risk management team to include and appropriately assess opportunities and risks and integrated them into their risk system.
SAP has continuously adapted to changes in the business environment, leveraging our technological expertise to stay ahead of the curve. Our commitment to innovation and sustainability has allowed us to address environmental and social impacts as an enabler and exemplar while also capitalizing on emerging market trends. By establishing strong partnerships and investing in research and development, SAP has positioned itself as a leader in the digital transformation space, enabling it to navigate challenges and capitalize on opportunities in a rapidly evolving global marketplace. Our valuation on the capital markets clearly shows the trust people have in the future development of SAP. In our opinion, this trust is largely based on the described prior successes to adapt and innovate.
Financial effects
We are not aware of any material current financial effects on SAP’s financial position, financial performance, or cash flows resulting from risks and opportunities identified in the course of our materiality assessment. We do, however, see a significant year-over-year increase in sales of our sustainability solutions. The Executive Board and SAP’s sustainability leaders brief the Supervisory Board regularly (at least once a year) on the SAP Group’s sustainability strategy and progress on its implementation. For more information about how our administrative, management, and supervisory bodies are informed about the views and interests of stakeholders regarding SAP’s sustainability-related impacts, see the Sustainability Governance section.
In our materiality assessment, we also considered the input of several SAP sustainability experts from various units and regions, taking different stakeholders’ perspectives into account. For more information about our materiality assessment, see the Double Materiality Assessment section.
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Sustainability Governance
Information about the role of the SAP Executive Board and Supervisory
Board – our management and supervisory bodies respectively – and about the sustainability matters they manage and monitor,
has been incorporated by reference. Information about board composition and diversity, and how Executive Board incentive schemes integrate
sustainability-related performance, has likewise been incorporated by reference. For the full reference table, see the Incorporation
by Reference section of our Appendix .
The Executive Board and SAP’s sustainability leaders brief the Supervisory Board regularly (at least once a year) on the SAP Group’s sustainability strategy and progress on its implementation. Matters relating to SAP’s regulatory sustainability reporting are delegated to the Audit and Compliance Committee. The briefings, notably those to the full Supervisory Board, also comprise information and updates about SAP’s material Impacts, Risks, and Opportunities (IROs).
Given the strategic relevance of non-financial targets for the development and sale of our products, and for our internal business processes, sustainability is sponsored at Executive Board level by our CEO and CFO. They are the sponsors of the ESG Steering Board; the governance body at SAP that manages the Company’s corporate sustainability performance. It therefore focuses on sustainability in SAP’s own operations. Convened by SAP’s Global Head of Sustainability and consisting of senior executives from across the Company, it provides strategic guidance and cross-Company engagement for SAP’s holistic sustainability agenda, including strategic oversight of our IROs. The steering board meets at least twice a year, with an Executive Board sponsor participating in at least one of the meetings per year.
The controls and procedures used to monitor, manage, and oversee IROs, and to set targets, are cascaded down the organization. The material IROs are allocated to the respective expert team at SAP that is most suitable for managing them. The IROs related to our data centers are, for example, allocated to our data center management team. These teams implement measures and set and manage targets. In a separate step, the IROs, the measures implemented, and the targets and progress on them, are reported to the Sustainability Team. On this level, the team checks if the information reported is consistent with the overall sustainability targets and approaches at SAP. Furthermore, our Risk Management Team compares the information in our Risk Management System. Lastly, we prioritize the IROs based on the initial result of the materiality analysis (higher rating = higher priority), the topic’s strategic importance, and an assessment of the effectiveness of the management of the respective IRO. Whether an IRO is managed effectively is determined in part by the progress towards the target, the existence of policies, and professional judgement. The Sustainability Team then provides progress reports to our ESG Steering Board, which reviews the prioritized IROs on behalf of the Executive Board. In 2024, the meeting protocol was shared with SAP’s Supervisory Board to inform them. In future years, we intend to include this information in the Global Head of Sustainability’s yearly report to the Supervisory Board. In 2024, all IROs identified for SAP Security and Cloud Compliance and Data Protection were reported to the SAP Executive Board and Supervisory Board, as applicable, as part of the existing governance framework, and are aligned with the existing Global Risk & Assurance Services (GR&AS) standard risk reporting. The IROs S2-1 to S2-8, E1-5, E1-6, E1-8, E1-13, and E5-2, as well as the respective policies, targets, and action plans, have been included in the 2024 reports. Because the IROs were not presented to the ESG Steering Board until the end of the third quarter of 2024, they were not part of the decision-making on major transactions. Consequently, we did not consider any tradeoffs between them. However, for selected impacts, the Executive Board was updated about the views and interests of affected stakeholders. For example, it was kept informed about discussions with the Works Councils on matters relating to the German Act on Corporate Due Diligence Obligations in Supply Chains (Lieferkettensorgfaltspflichtengesetz (LkSG), or German Supply Chain Act) in 2024. Also, the results of our #Unfiltered survey, reflecting the views and interests of our employees, were discussed with Executive Board members.
Changes to policies, targets, and action plans are taken and implemented directly by the lower levels of this IRO oversight model, if possible. Otherwise, the topics are escalated to the ESG Steering Board, which evaluates whether Executive Board and/or the Supervisory Board involvement is required. In any case, the ESG Steering Board sends a status report to the Executive Board and the Supervisory
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Board. For more information about the role of SAP’s Supervisory
and Executive Boards in sustainability, see the Incorporation by Reference
section of our Appendix .
Statement on Due Diligence
The due diligence processes that help us identify, prevent, mitigate, and address potential and actual negative impacts are described in the sections on the specific topics. The table below provides references to all sections covering these due diligence processes.
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Core elements of due diligence | Sections in the Group Sustainability Statement |
Embedding due diligence in governance, strategy, and business model | Sustainability Governance
Sustainability Strategy |
Engaging with affected stakeholders in all key steps of the due diligence | Sustainability Governance
Sustainability Strategy - Interests and Views of Stakeholders
Materiality - Double Materiality Assessment
Human Rights - Engagement in Human Rights
Own Workforce - People Strategy - Our Approach
Own Workforce - Engaging with our Own Workforce
Own Workforce - Social Dialogue, Involvement of Works Councils
Workers in the Value Chain - Our Approach and Policies
Security, Cloud Compliance, Data Protection, and Privacy - Our Approach and Policies
Responsible AI - Our Approach and Policies - Our Understanding of Affected Stakeholders
Business Conduct - Our Approach and Policies - Communication
Business Conduct - Our Approach and Policies - Speak Out at SAP |
Identifying and assessing adverse impacts | Materiality - Double Materiality Assessment
Sustainability Strategy |
Taking actions to address adverse impacts | Climate Change - Climate Change Mitigation - Our Actions and Targets - Actions
Resource Use and Circular Economy - Our Actions and Targets
Own Workforce - Engaging with our Own Workforce - Our Actions and Targets
Own Workforce - Global People Compliance - Our Actions and Targets
Own Workforce - Total Rewards - Our Actions and Targets
Own Workforce - Diversity and Inclusion - Our Actions and Targets
Own Workforce - Talent Development - Our Actions and Targets
Own Workforce - Future of Work - Our Actions and Targets
Own Workforce - Health, Safety, and Well-Being - Our Actions and Targets
Own Workforce - Data Protection and Privacy - Our Actions and Targets
Workers in the Value Chain - Our Actions and Targets
Security, Cloud Compliance, and Data Protection and Privacy - Our Actions and Targets
Responsible AI - Our Actions and Targets
Business Conduct - Our Actions and Targets |
Tracking the effectiveness of our efforts and communicating | Climate Change - Our Actions and Targets
Resource Use and Circular Economy - Our Actions and Targets
Own Workforce - Global People Compliance - Our Actions and Targets
Own Workforce - Social Dialogue, Involvement of Works Councils - Our Actions and Targets
Own Workforce - Total Rewards - Our Actions and Targets
Own Workforce - Diversity & Inclusion - Our Actions and Targets
Own Workforce - Talent Development - Metrics on Material Topics
Own Workforce - Health and Well-Being - Our Actions and Targets
Workers in the Value Chain - Our Actions and Targets - Addressing Material Impacts on Value Chain Workers
Security, Cloud Compliance, and Data Protection and Privacy - Metrics on Material Topics
Responsible AI - Our Actions and Targets
Business Conduct - Our Actions and Targets |
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Risk Management and Internal Controls over Sustainability Reporting
Internal Controls over Sustainability Reporting
The Global Risk and Assurance Services (GR&AS) unit, led
by the chief risk officer (who also acts as chief audit executive and reports to our Group CFO), is responsible for risk management programs
and for activities related to internal audits, SOX, internal controls, ESG, and global governance. In 2024, GR&AS began assisting
in the design and implementation of an ESG compliance framework supported by internal controls. This framework focuses on the non-financial
KPIs used to determine Executive Board compensation that are audited with reasonable assurance. The first step in this framework was
to analyze the reporting process, identify possible risks, and mitigate them afterwards with controls. We prioritized the high and medium
inherent level risks. A risk of collecting incorrect or inaccurate information was identified in the process and is thoroughly mitigated
by our robust ESG external reporting controls. For a full description of SAP’s overall risk management system, see the Incorporation
by Reference section of our Appendix .
Risk Management
Risks related to sustainability are identified both as part of the materiality assessment and throughout the whole risk cycle, for example in regular conversations with the stakeholders involved.
We prioritize risks by using the methods proposed in ESRS and in the German Supply Chain Act.
The financial and non-financial impacts, risks, opportunities, and responses relevant for ESRS are prioritized by risk level (severity/impact x probability) and time horizon, with the number 1 signifying the highest priority. We prioritize all other risks not related to sustainability at SAP using the same approach.
Time Horizon | Low | Medium | High |
Short term | 5 | 2 | 1 |
Medium term | 7 | 4 | 3 |
Long term | 9 | 8 | 6 |
The risks relevant to the German Supply Chain Act are the only exception; they are prioritized according to other criteria, which are taken from the guidelines published by Germany's Federal Office for Economic Affairs and Export Control (Bundesamt für Wirtschaft und Ausfuhrkontrolle, BAFA).
SAP’s internal control system covers our steering-relevant
non-financial KPIs and in 2024, our materiality analysis was subject to an internal audit. Information about SAP’s internal control
system and its coverage of sustainability topics is incorporated by reference. For the full reference table, see the Incorporation
by Reference section of our Appendix .
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Double Materiality Assessment
To identify the sustainability topics for disclosure in our Integrated Report, we conducted a comprehensive double materiality assessment (DMA) in accordance with the requirements of new the European Sustainability Reporting Standards (ESRS) under the Corporate Sustainability Reporting Directive (CSRD).
We previously reported under the standards of the Global Reporting Initiative (GRI). From 2024, SAP will follow the ESRS double materiality approach. Under this approach, sustainability topics are evaluated from both financial (risks and opportunities) and impact (positive and negative impacts) perspectives; a single impact, risk, or opportunity (IRO) triggers materiality for an entire topic.
We describe below how we identify, assess, and prioritize our IROs to determine their materiality.
Our 2022 and 2024 materiality assessments differ as follows:
– | Our 2024 materiality assessment refers to ESRS topics and sub-topics, whereas our 2022 assessment referred to issues. Issues were not defined by a standard and can, in some cases, be comparable to a topic (for example, biodiversity was designated as an issue in our 2022 assessment and is a topic in the 2024 assessment), a sub-topic, or a sub-sub-topic (the well-being, health, and safety issue, in our 2022 assessment is comparable to the work-life balance and health and safety sub-sub-topics in our 2024 assessment). |
– | In 2024, we conducted an impact materiality assessment, whereas, in 2022, we completed an inside-out assessment under the GRI standards. The method used in each case is comparable but details, such as the scale used, differ. |
– | Our 2024 financial materiality assessment followed a different approach to the one we used for the outside-in assessment in 2022. In 2024, we considered each topic’s magnitude and likelihood, rather than its financial, strategic, and regulatory relevance to SAP’s business success and resilience. |
Methodology
To determine our material sustainability topics, we first identified the relevant and SAP-specific IROs for each ESRS sustainability topic (for example, climate change and own workforce). We based our assessment on the materiality results from previous years and considered all ESRS-relevant sustainability topics, sub-topics, and sub-sub-topics.
The assessment was carried out by our internal stakeholders and experts, and by the applicable business units. They and our sustainability team were involved throughout the process, from identifying and assessing the topics, to deriving the possible consequences of the material impacts, risks, and opportunities. This approach allowed us to directly address any influences resulting from the assessment.
We distinguished between potential and actual positive and negative impacts, and risks and opportunities that derive from dependencies on natural, human, and social resources. The screening covers the overall SAP value chain. In this context and in relation to the environmental, social, and governance topics, a positive impact is any action that improves the status quo, and a negative impact is a detrimental effect on it.
Evaluation
Internal Expert
The materiality of the IROs we identified was assessed by internal experts from, for example, our Total Rewards and Data Center Management teams. We assigned the IROs related to a specific topic to the respective team or teams for assessment. While we selected these experts carefully, due to the nature of the materiality assessment their judgment determines its outcome. Consequently, the results of our materiality assessment are influenced by our choice of experts.
Impact Valuation Approach
We use the Value Balancing Alliance (VBA) methodology to measure and value the impact that SAP’s business activities have on society and the environment.
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For this purpose, we follow the impact measurement and valuation approach. This approach refers to the process of first measuring the physical impact, typically by way of ESG indicators, and then using impact valuation factors to convert these indicators into monetary values. Attributing a monetary value to ESG indicators makes it easier to compare sustainability and financial metrics. It also allows material sustainability topics to be incorporated into financial accounting systems and, as a result, enables meaningful sustainability management in line with financial indicators.
SAP applies widely used, state-of-the-art science-based valuation factors to integrate non-financial, monetary performance indicators that companies, investors, and other stakeholders can use for comparison. Methods continue to mature year over year, and various challenges still need to be addressed.
Each IRO was screened and reviewed by an in-house expert and cross-checked by the Sustainability team and the Global Risk & Assurance Services team. As input parameters, SAP used internal and external data, such as risk assessment data under the German Supply Chain Act, VBA results, and relevant literature. Besides drawing on in-house expertise, SAP also engaged with external experts on the Sustainability Advisory Panel, who reviewed the assessment results and provided us with valuable feedback. To validate the experts’ assessment, we used the results from our internal VBA impact accounting and mapped them to the IROs. The VBA helps us measure environmental and social impacts and put a monetary value on them so that they can be compared with financial performance. To this end, we compared the results of the VBA and of our materiality assessment to verify that both arrive at the same materiality result when the financial threshold is applied.
· | Impact materiality – impacts of our business activities on sustainability matters: We screened the scale and scope of positive and negative impacts and, where the impacts were negative, assessed the extent to which they were irremediable. Future potential impacts were multiplied by their likelihood. For this assessment, we used a scale ranging from 1 (lowest) to 5 (highest) for each dimension (scale, scope, and irremediability) and calculated an impact score ranging from 1 to 15. Every impact with a rating of 8 or above was considered material. This threshold ensured that an impact was deemed to be material if one dimension received the highest rating and one other dimension not the lowest. As we did not assess irremediability for positive impacts, we multiplied them by a factor to enable them to be compared with negative impacts. For more information about how SAP manages its impacts and the related due diligence processes, see the Sustainability Governance section. |
To understand the level of control SAP has over an impact, we assessed whether an impact derived from a business relationship, its position in the value chain, its scope (whether it affects a specific location or is global), and whether it was direct or indirect. For topics that already had a higher relevance in prior years, such as emissions and employees, more IROs were included in the initial long-list than for other topics.
· | Financial materiality – impacts of sustainability matters on SAP’s financial performance: For risks and opportunities, we multiplied the magnitude of the financial impact by the likelihood of occurrence. The scale and threshold have been aligned with the risk management system. For more information, see the Risk Management and Risks section in our Combined Management Report. |
SAP created a list of potential risks and opportunities by evaluating scenarios in which sustainability-related risks and opportunities can arise. Our approach involved reviewing and assessing these risks and opportunities, and considering whether they arise from an impact or not. To this end, as part of the assessment we asked our experts whether they considered any impact to be the source of a risk, of an opportunity, or of both. The assessment metrics our internal experts used were current trends, the nature of their effects, and business planning. Lastly, all results were subject to a review by our Global Risk & Assurance Services team.
Value Chain
SAP’s value chain comprises the upstream value chain, our own operations, direct business, and the downstream value chain.
Actors in the upstream value chain (for example, suppliers) provide SAP with products or services that are used in the development of SAP’s products or services. Among our key procurement items are
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hyperscale services and IT hardware, which create greenhouse gas emissions when used (for more information, see the Climate Change section) and e-waste at their end of life (for more information, see the Resource Use and Circular Economy section). By procuring such products, we may also influence the workers of our suppliers (for more information, see the Workers in the Value Chain section).
Own operations cover actors, resources, and supporting activities (for example, human resources; HR) that enable SAP’s business.
Direct business covers activities and resources (for example, development and marketing) that form SAP’s core business. These activities have an impact on our employees and are carried out by them (for more information about our own employees, see the Own Workforce section). Also, SAP’s employees must perform those tasks in an ethical way (for more information, see the Business Conduct section), and they have to safeguard the security and privacy of the data involved (for more information, see the Security, Cloud Compliance, and Data Protection and Privacy section). The same is true for our products (for more information, see the Responsible AI section).
Lastly, our downstream value chain consists of our customers (business to business (B2B)) that receive products or services from SAP, and our partners, which sell SAP products and services to customers, or run SAP solutions for them. The way customers use our products can influence greenhouse gas emissions (for more information, see the Climate Change section) but also enable them to actively manage their environmental impact. Also, our activities related to security, privacy, and responsible AI affect customers. Please note that the connections mentioned here are the most important ones only.
The main business actors in our upstream value chain are suppliers, and in our downstream value chain our customers and partner ecosystem.
Unless otherwise stated, SAP’s entire up- and downstream value chain described above is covered in the Group Sustainability Statement. Whenever we have used the option to omit certain information because it was classified as sensitive or it is information about intellectual property, know-how, or results of innovation, we have stated that fact in the respective section. Datapoints that were classified as not material have not been included in the report.
Approval of the Double Materiality Assessment
SAP’s CEO and CFO approved the materiality assessment. After this initial approval, the ESG Steering Board is then involved in the continuous assessment of the measures and targets related to the IROs. For more information, see the Sustainability Governance section.
Results of the Double Materiality Assessment
SAP discloses only the datapoints related to material IROs. In some cases, a specific section has been created to fulfill the disclosure requirements for a single subtopic or sub-subtopic. To determine whether a datapoint was material for us, we used the flow chart from ESRS 1 Appendix E.
The results of our materiality assessment show that the material topics for SAP are environmental and social matters, and their associated impacts, risks and opportunities.
The table below summarizes all material impacts SAP has on the outside world and the material risks and opportunities resulting from the topics covered by this Group Sustainability Statement. The IROs are sorted by topic, their relation to SAP’s strategy and business model, their location in the value chain location, time horizon, and so on. The IRO Identifier column in the table indicates whether an IRO is discussed in the subsequent sections.
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Value Chain Location | Time Horizon | Impact | ||||||||||||
Topic | IRO Type | Description | IRO Identifier | upstream | own- operations |
downstream | short-term | medium-term | long-term | actual | potential | direct | indirect | Company- specific |
Climate change mitigation | Positive impact | SAP sustainability solutions will help our customers to reduce/eliminate their GHG emissions. | E1-1 | · | · | · | · | · | · | · | ||||
Climate change mitigation | Negative impact | Contribution to global warming/climate crisis through the emission of greenhouse gases in connection with the use of energy (e.g. heating/cooling, operation of office facilities). | E1-2 | · | · | · | · | · | · | · | ||||
Climate change mitigation | Negative impact | Contribution to global warming/climate crisis through the emission of greenhouse gases in connection with the use of energy in connection for the operating our software (e.g. hyperscale, operation of data centers). | E1-3 | · | · | · | · | · | · | · | · | · | ||
Climate change mitigation | Negative impact | Business travel, corporate jets, and a large, global car fleet, in which the majority are diesel- or gasoline-fueled, generate greenhouse gas emissions, fumes, and noise. | E1-4 | · | · | · | · | · | · | · | ||||
Energy | Negative impact | GHG emissions from energy consumption in global offices (Location Based). | E1-5 | · | · | · | · | · | · | |||||
Energy | Negative impact | GHG emissions stemming from energy consumption for major data center infrastructure (Location Based). | E1-6 | · | · | · | · | · | · | |||||
Energy | Negative impact | Increased energy consumption and greenhouse gas emissions of customers using our products; especially on-premise IT solutions powered by inefficient, energy-intensive, non-renewable energy. | E1-7 | · | · | · | · | · | · | |||||
Energy | Negative impact | Increased energy consumption due to adoption of energy intensive technologies (such as AI) and cloud transition. | E1-8 | · | · | · | · | · | · | · | ||||
Climate change mitigation | Opportunity | Customers may be exposed to fines and legal action due to not meeting external demands regarding climate change mitigation (regulatory reporting and transformation obligations, customer contract agreements) and might buy SAP sustainability products (transition risks). | E1-9 | · | · | NA | NA | |||||||
Climate change mitigation | Opportunity | Proactive and enforced engagement in mitigation initiatives, transformation measures, and innovations (including the development of new SAP solutions) can help to make SAP more resilient, build up competitive advantage, enhance SAP's brand reputation, win new markets, increase revenues, maintain long-term viability, and reduce costs internally. | E1-10 | · | · | · | · | NA | NA | |||||
Climate change mitigation | Opportunity | Increasing demand for software solutions tracking CO2 emissions - EHS-EM, SCT, SFM, SDX. | E1-11 | · | · | · | NA | NA | ||||||
Energy | Opportunity | Energy efficiency leads to cost savings in offices. | E1-12 | · | · | · | · | NA | NA | |||||
Energy | Risk | Energy price volatility risk in own operations and our value chain. | E1-13 | · | · | · | · | · | · | NA | NA | |||
E-Waste | Negative impact | SAP-operated global data center infrastructure generates electronic waste. | E5-1 | · | · | · | · | · | · | · | ||||
E-Waste | Negative impact | Generation of electronic waste in external data centers (Hyperscalers). | E5-2 | · | · | · | · | · | · | |||||
E-Waste | Negative impact | Indirect production of waste through the procurement of docking stations and keyboards. | E5-3 | · | · | · | · | · | · |
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Value Chain Location | Time Horizon | Impact | ||||||||||||
Topic | IRO Type | Description | IRO Identifier |
upstream | own- operations |
downstream | short-term | medium-term | long-term | actual | potential | direct | indirect | Company- specific |
E-Waste | Negative impact | Indirect production of waste through the procurement of laptops and screens. | E5-4 | · | · | · | · | · | ||||||
S1: Adequate wages | Positive impact | We ensure, through different mechanisms, that employees are paid fairly and equally for work of equal value. | S1-1 | · | · | · | · | · | · | · | ||||
S1: Freedom of association | Positive impact | Existence of and cooperation with social partners, including unions, works councils and other representative bodies in negotiations ensures a better representation of employees' interests and therefore a higher employee satisfaction and trust in SAP. | S1-2 | · | · | · | · | · | · | · | ||||
S1: Freedom of association | Negative impact | Violation of employees' right to social partners, including unions, works councils and other representative bodies leads to negative impacts on employees. | S1-3 | · | · | · | · | · | · | · | ||||
S1: Work-life balance | Positive impact | SAP's work environment supports work-life balance through flexible work schedules, trust-based working hours, and hybrid work options. | S1-4 | · | · | · | · | · | · | · | ||||
S1: Health and safety | Positive impact | We promote healthy behavior and well-being for our employees through various programs and offerings. | S1-5 | · | · | · | · | · | · | · | ||||
S1: Gender equality and equal pay for work of equal value | Positive impact | Improve employee performance through job satisfaction, motivation, and productivity as a result of equal opportunities and equal treatment. | S1-6 | · | · | · | · | · | · | · | ||||
S1: Training and skills development | Positive impact | Training and development programs at SAP can help our employees to obtain valuable and relevant new skills and improve their career development. | S1-7 | · | · | · | · | · | · | · | ||||
S1: Employment and inclusion of persons with disabilities | Positive impact | Accessibility and equality: Making SAP buildings, digital platforms, and training content accessible to people with disabilities, while also providing necessary accommodations and possibility to self-disclose their disability ensures equal opportunities for all employees. | S1-8 | · | · | · | · | · | · | · | ||||
S1: Measures against violence and harassment in the workplace | Positive impact | A non-discriminatory environment fosters a high rate of well-being among our own employees. | S1-9 | · | · | · | · | · | · | · | ||||
S1: Measures against violence and harassment in the workplace | Positive impact | We improve employees' sense of belonging, satisfaction, and trust in SAP through well-defined structures put in place to support employees on topics related to discrimination and harassment. | S1-10 | · | · | · | · | · | · | · | ||||
S1: Diversity | Positive impact | Improve employee performance through job satisfaction, motivation, and productivity as a result of diversity and inclusion programs and networks. | S1-11 | · | · | · | · | · | · | · | ||||
S1: Diversity | Negative impact | Psychological harassment (such as bullying, retaliation) can lead to mental and physical health issues, for example, and create a hostile work environment. | S1-12 | · | · | · | · | · | · | |||||
S1: Other work-related rights | Negative impact | Employees' individual rights could be violated if their personal data is lost or if data protection and privacy laws are breached. | S1-13 | · | · | · | · | · | ||||||
S2: Adequate wages | Negative impact | Paying employees less than a decent living wage can lead to significant financial distress, perpetuation of poverty, and adverse effects on the overall economy. | S2-1 | · | · | · | · | · | · | · |
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Value Chain Location | Time Horizon | Impact | ||||||||||||
Topic | IRO Type | Description | IRO Identifier |
upstream | own- operations |
downstream | short-term | medium-term | long-term | actual | potential | direct | indirect | Company- specific |
S2: Health and safety | Negative impact | Health and safety issues in the workplace can lead to physical harm and higher rates of sick leave, and reduce workers' morale and satisfaction. | S2-2 | · | · | · | · | · | · | |||||
S2: Gender equality and equal pay for work of equal value | Negative impact | Discrimination and inequality violate workers' rights and can lead to (psychological) stress. | S2-3 | · | · | · | · | · | · | · | ||||
S2: Measures against violence and harassment in the workplace | Negative impact | If there are no effective measures against violence and harassment in the workplace, SAP might be linked to the abuse of people in the value chain. | S2-4 | · | · | · | · | · | · | · | · | |||
S2: Child labour | Negative impact | Child labor in the upstream or downstream supply chain would violate human rights. | S2-5 | · | · | · | · | · | · | |||||
S2: Forced labour | Negative impact | Forced labor is a severe human rights violation that can cause psychological harm to individuals and contribute to unsafe working conditions. | S2-6 | · | · | · | · | · | · | |||||
S2: Privacy | Negative impact | The failure of SAP systems could lead to people's data being lost, their right to privacy being violated, and to financial losses. | S2-7 | · | · | · | · | · | · | · | ||||
S2: Privacy | Negative impact | In the event of a data breach, employees' right to privacy could be violated, which could lead to financial losses. | S2-8 | · | · | · | · | · | · | |||||
Privacy | Positive impact | Increase customer trust through timely and transparent communication of responsible actions regarding to security, privacy and compliance. | SP-1 | · | · | · | · | · | · | · | · | |||
Privacy | Negative impact | If a significant security event or incident were to occur, customers' or suppliers' rights to data protection may be affected and their data lost, therefore exposing SAP to liability and reputational harm. | SP-2 | · | · | · | · | · | · | · | · | |||
Privacy | Positive impact | Compliance with a new or competing attestation, certification or assessment would enable customers to reach markets previously unattainable on their own and transfer some of the costs and responsibility to SAP for their care as a service provider, thereby improving our reputation. | SP-3 | · | · | · | · | · | · | · | · | |||
Privacy | Risk | Cybersecurity attacks or breaches, and security vulnerabilities in our infrastructure or services or those of our third-party partners could materially impact our business operations, products, and service delivery. | SP-4 | · | · | · | NA | NA | · | |||||
Privacy | Risk | Costs due to fines, loss of trust and loss of sales due to the loss of customer data (e.g. as a result of a cyber attack). | SP-5 | · | · | · | · | NA | NA | · | ||||
Privacy | Risk | Potential fines, damages claims and loss of reputation can harm customer trust, enhance costs and thus have a negative impact on our cash flow. | SP-6 | · | · | · | · | · | · | NA | NA | · | ||
Responsible marketing practices | Opportunity | Increase revenue by taking a leadership role in ensuring customer satisfaction and rights, including responsible marketing and sales practices. | SP-7 | · | · | · | · | NA | NA | · | ||||
Responsible AI | Positive impact | By using artificial intelligence (AI) responsibly, SAP can drive efficiency and economic growth in an ethical manner. | AI-1 | · | · | · | · | · | · | · | · | · |
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Value Chain Location | Time Horizon | Impact | ||||||||||||
Topic | IRO Type | Description | IRO Identifier |
upstream | own- operations |
downstream | short-term | medium-term | long-term | actual | potential | direct | indirect | Company- specific |
Responsible AI | Negative impact | Implementing AI systems improperly can affect human rights. | AI-2 | · | · | · | · | · | · | · | · | · | ||
Responsible AI | Opportunity | We can position SAP as a trusted provider of relevant, reliable, and responsible AI. | AI-3 | · | · | · | · | · | · | NA | NA | · | ||
Corporate culture | Positive impact | Compliant and ethical business positively impacts social and economic development, furthering education, justice, democracy, prosperity, development, and health worldwide. Employees benefit by working for a company seen as ethical and one that they can trust. | G1-1 | · | · | · | · | · | · | · | · | · | · | |
Protection of whistleblowers | Opportunity | Protection of whistleblowers and assurance of non-retaliation contribute to a greater willingness to speak out about concerns and thus helps deter corruption and wrongdoing and minimize risks. | G1-2 | · | · | · | · | · | NA | NA | · | |||
Prevention and detection including training | Opportunity | Cost savings and legal protection through deep-dive compliance risk assessment for high-risk market units. | G1-3 | · | · | · | · | · | NA | NA | · | |||
Prevention and detection including training | Risk | Increased cases of non-compliance and potential greater risk to the company. | G1-4 | · | · | · | · | · | NA | NA | · |
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The environmental, social, and governance topics we used as input for our materiality assessment are already embedded in our corporate strategy. Our table of results for all material IROs shows where they are located in our upstream and downstream value chain. We considered all impacts that relate to our data centers (e-waste and carbon emissions) and to AI, equal opportunities and equal treatment, training and development, security, cloud compliance, and data protection and privacy, and business conduct as connected to our strategy and business model.
The social topics are mainly global, and are therefore considered across the SAP Group and value chain where relevant, and cannot be broken down by individual countries or regions.
The main IROs for environmental topics relate to our core business and include software solutions, data management, energy availability and utilization, and electronic waste.
X-axis: Risk and opportunity score
Y-axis: Impact score
Gray area: Disclosure threshold
We assessed the IROs for each topic. The highest score in each topic determined where that topic is placed on the axes above. The numbering in the circles is for allocation purposes (see the Material Topics and Sub-Topics table below). The disclosure threshold contains all topics that were assessed as not material. The table below presents the results at topic and sub-topic level and lists the sections in which the respective topic or sub-topic is discussed. Please note that all IROs are covered by ESRS disclosure requirements. The only exceptions are IROs that relate to the security, cloud compliance, and data protection and privacy, and responsible AI topics.
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Material Topics and Sub-Topics
Topic Number | Topic | Sub-Topic | Disclosure Requirement | Section | Section |
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Climate change | Climate change mitigation | Policies related to climate change mitigation | Climate Change |
Our Approach and Policies
|
Actions and resources in relation to climate change policies |
Our Actions and Targets
| ||||
Targets related to climate change mitigation |
Our Actions and Targets
| ||||
Gross Scopes 1,2,3 and total GHG emissions |
GHG Emissions Scopes 1, 2 (location- and market-based), and 3 Upstream and Downstream, and Gross GHG Emissions (location- and market-based)
| ||||
GHG removals and GHG mitigation projects financed through carbon credits |
Metrics on Material Topics
| ||||
Energy | Energy consumption and mix |
Energy Consumption and Mix
| |||
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Circular economy | (E-)Waste | Policies related to resource use and circular economy | Resource Use and Circular Economy |
Our Approach and Policies
|
Actions related to resource use and circular economy |
Our Actions and Targets
| ||||
Resource outflow |
Our Actions and Targets
| ||||
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Own workforce | General disclosures | Policies related to own workforce | Own Workforce |
Global People Compliance – Our Approach and Policies
Social Dialogue, Involvement of Works Council – Our Approach and Policies
Total Rewards – Our Approach and Policies
Diversity & Inclusion – Our Approach and Policies
People Development – Our Approach and Policies
Flexible Working at SAP – Our Approach and Policies
Health, Safety, and Well-Being – Our Approach and Policies
Data Protection and Privacy
|
Processes for engaging with own workforce and workers’ representatives about impacts |
Processes for Engaging with Our Own Workforce
| ||||
Processes to remediate negative impacts and channels for own workforce to raise concerns |
Global People Compliance
| ||||
Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions |
Global People Compliance – Our Actions and Targets Social Dialogue, Involvement of Works Council – Our Actions and Targets Total Rewards – Our Actions and Targets Diversity & Inclusion – Our Actions and Targets People Development – Our Actions and Targets Flexible Working at SAP – Our Actions and Targets Health, Safety, and Well-Being – Our Actions and Targets Data Protection and Privacy | ||||
Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | |||||
Working conditions | Adequate wages |
Total Rewards – Our Approach and Policies
| |||
Work-life balance metrics |
Total Rewards – Metrics on Material Topics
| ||||
Health and safety metrics |
Health, Safety, and Well-Being – Our Actions and Targets
|
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Topic Number | Topic | Sub-Topic | Disclosure Requirement | Section | Section |
Equal treatment and opportunities for all | Characteristics of the undertaking’s employees | Characteristics of Our Own Workforce
| |||
Characteristics of non-employees in the undertaking’s own workforce | Characteristics of Non-Employee Workers in Our Own Workforce
| ||||
Diversity metrics | Diversity & Inclusion – Metrics on Material Topics
| ||||
Remuneration metrics (pay gap and total remuneration) | Total Rewards – Metrics on Material Topics
| ||||
Persons with disabilities | Diversity & Inclusion – Metrics on Material Topics
| ||||
Other work-related rights | Collective bargaining coverage and social dialogue | Social Dialogue, Involvement of Works Councils – Metrics on Material Topics
| |||
Social protection | Total Rewards – Metrics on Material Topics
| ||||
Training and skills development metrics | People Development – Metrics on Material Topics
| ||||
Incidents, complaints and severe human rights impacts | Global People Compliance – Metrics on Material Topics
| ||||
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Workers in the value chain | Working conditions, equal treatment and opportunities for all, and other work-related rights | Policies related to value chain workers | Workers in the Value Chain | Our Approach and Policies
|
Processes for engaging with value chain workers about impacts | Our Actions and Targets
| ||||
Processes to remediate negative impacts and channels for value chain workers to raise concerns | Our Actions and Targets
| ||||
Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those action | Our Actions and Targets
| ||||
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Security, cloud compliance, and data protection and privacy | Company-specific | Policies adopted to manage material sustainability matters | Security, Cloud Compliance, Data Protection and Privacy | Our Approach and Policies
|
Actions and resources in relation to material sustainability matters | Our Actions and Targets
| ||||
Metrics in relation to material sustainability matters | Metrics on Material Topics
| ||||
Tracking effectiveness of policies and actions through targets | Our Actions and Targets
| ||||
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Responsible AI | Company-specific | Policies adopted to manage material sustainability matters | Responsible AI | Our Approach and Policies
|
Actions and resources in relation to material sustainability matters | Our Actions and Targets
| ||||
Metrics in relation to material sustainability matters | Our Actions and Targets
| ||||
Tracking effectiveness of policies and actions through targets | Our Actions and Targets
| ||||
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Business conduct | General disclosures | The role of the administrative, supervisory and management bodies | Business Conduct | Our Approach and Policies
|
Corporate culture | Corporate culture and Business conduct policies | Our Approach and Policies
| |||
Protection of whistleblowers | Prevention and detection of corruption and bribery | Our Actions and Targets
| |||
Corruption and bribery | Confirmed incidents of corruption or bribery | Metrics on Material Topics
|
The following topics are not material: 2 Pollution, 3 Water and marine resources, 4 Biodiversity and ecosystems, 8 Affected communities, and 11 Geopolitical uncertainty.
We continuously monitor and evaluate the effectiveness of all activities to manage our IROs. For more information, see the Sustainability Governance section.
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Materiality Assessment for Climate Change Adaptation
Our assessment in accordance with ESRS found climate change adaptation not to be material. For the reason that data centers are constructed to withstand various physical threats, which mitigates the risk from climate change. We therefore do not expect our operations to be at risk from climate change in the foreseeable future. Even though climate change adaptation is not considered material, SAP continuously monitors the developments to take preventive measures if necessary.
Integration into Overall Risk and Opportunity Management
SAP uses standard risk management and reporting processes and
schedules to track IROs. For more information, see the Sustainability Governance
section and the Incorporation by Reference section of
our Appendix .
Specific IRO Disclosures on Environmental Topics
Climate Change
As described above, we identified 20 IROs pertaining to E1 Climate change and energy; SAP did not identify any material transitional or physical risk.
Impact on Climate Change
SAP has screened its value chain to identify where significant potential and actual impacts of greenhouse gas emissions are concentrated. Our analysis of physical and transitional risks covers the part of our value chain over which we have a sufficient control. We are working on improving data collection processes along the extended value chain. Thus, we expect a broader coverage of our analysis in the future.
We aim to reach net zero across our value chain in line with a 1.5°C future by 2030. We consider actual targets and actions to estimate the future carbon pathways it will take under the Company’s net-zero transition plan. We are closely monitoring progress on our net-zero plans and continuously evaluate whether they need adjustments, considering the rise in demand for energy due to the use of artificial intelligence and the fact that some of our vendors may not achieve their expected emission reductions, which contribute to our net-zero goal. For more information about our greenhouse gas emissions, see the Climate Change section.
Physical Risks
SAP screened its activities to identify where it is exposed to climate hazards. The main physical risks for SAP are connected with our own and our colocation data centers, as our business model relies on their continuous operation.
In this context, SAP conducted a climate scenario analysis following the Does Not Significantly Harm criteria for the EU Taxonomy topic. The scenario analysis used was the SSP5-RCP8.5 scenario, which envisions a high-carbon future with an increase in average temperature of 4 degrees Celsius above preindustrial levels. We examined the highest priority categories of climate hazards that our colocations and data centers might face in the future. They are: water stress, variable temperature, heavy precipitation, and floods. These possible hazards enabled us to identify potential risks that SAP may encounter in the future.
SAP has assessed potential physical risk on the long-term horizon. We do not foresee that climate change hazards will affect our own or our colocation data centers in the foreseeable future, that is beyond five years.
To measure the magnitude of the financial effects and obtain a monetary value, we consulted subject-matter experts about the likely costs of relocating, constructing, and repairing our infrastructure in response to specific risks. To determine the likelihood, we considered the percentage of our facilities that are in high-risk areas, also bearing in mind that data centers and colocation facilities are designed to withstand and rebound from extreme weather events. Because only very few of our sites are situated in high-risk areas, we attributed a low likelihood, as it is highly unlikely that these events will affect SAP’s operations. We regularly revisit and revise this assessment, and factor in emerging climate scenario findings and technological developments that could enhance SAP’s resilience against various
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climate hazards. We are not aware of any critical climate-related assumptions made in our consolidated financial statements that would need to be compatible with the assumptions in our climate scenario analysis.
Transition Risk
Referring to the recommendations of the Task Force on Climate Related Financial Disclosures (TCFD) on climate-related risks, SAP identified climate-related transition events. Our risk management experts conducted a preliminary screening of the transition risks related to SAP’s business model. Due to the nature of SAP’s business, no short- or medium-term transition events have been identified, and our analysis focused on long-term risk. SAP is not significantly exposed to transition risks, since it does not operate in high climate risk sectors. To mitigate transitional risk, we plan to adapt our data centers to future requirements. We are not aware of any critical climate-related assumptions made in our consolidated financial statements that would need to be compatible with the assumptions in our climate scenario analysis.
Pollution
In 2024, SAP consulted its internal experts to identify potential pollution-related impacts, risks, and opportunities. As part of this process, a thorough review of our sites and business activities was conducted. It concluded that there were no material pollution-related IROs, notably those related to substances of concern and microplastics. Since our internal review did not report any significant IROs, SAP identified the entire topic as not material and did not conduct any external consultations.
Water and Marine Resources
In 2024, SAP consulted its internal experts who manage SAP offices, data centers, and colocations, to identify potential IROs. Given SAP’s business activities, water and marine resources were identified as not material. We nonetheless continue to monitor this topic. In 2024, water withdrawn was 682 thousand cubic meters (FY 2023: 710 thousand cubic meters). When we assessed materiality, we identified the water-stress parameters of the impacted locations from our risk assessment as not business relevant because of our low presence overall in water-stressed areas. We reassess this topic periodically to account for new locations, changes in trends, and improved climate scenario analysis. Since our internal screening and the VBA results did not identify any substantial IROs, SAP did not carry out any external consultations.
Biodiversity
SAP conducted an internal screening using various biodiversity databases to assess whether our own offices, and our own and our colocation data centers, are in biodiverse areas. Our screening found that two of our offices in Australia and one colocation data center in Dubai are inside, and 23 locations are close to a biodiverse area. The only direct interference that SAP has in relation to biodiversity is consumption of space, and in this regard. Consequently, we did not identify any biodiversity-related impacts for affected communities. We adhere strictly to local environment laws and regulations to ensure that our activities do not lead to any deterioration of natural habitats or disturb species in protected areas. At most of our own sites, we employ environmentally responsible practices, design energy-efficient data centers, and implement environmental management systems. We continuously monitor our environmental impact. Our consultation with internal experts identified no actual or potential dependency on biodiversity from any activities related to our business model. We therefore also did not identify any systemic or physical risk related to biodiversity. The only transition opportunity we identified here was an increase in the demand for sustainability related software. As no material IRO resulted, no specific consultations with external experts were carried out.
Resource Use and Circular Economy
In 2024, SAP consulted internal experts to identify potential IROs. We screened the resource inflow (procurements) and resource outflow (waste) topics in the context of SAP’s business activities. To differentiate between the most relevant waste streams, SAP identified IROs for both waste and e-waste. The business units that were involved in this process are, for procurements, the global procurement department; for the waste stream, the global facilities team; and the units responsible for SAP IT equipment and SAP data center equipment. The materiality results show that, in line with SAP’s business, the only material topic is e-waste, for which we have identified material impacts but no risks
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or opportunities. The material impacts associated with maintaining our current business operations are the IROs E5-1 to E5-4 and highlight the need for strategic adjustments to mitigate adverse effects on our ecosystem. No material risks were identified associated with maintaining the current business operations as usual.
With regard to the transition to a circular economy, we have not identified any IROs that are material for SAP, and while our negative impacts largely relate to resource inflows, these impacts were also not considered material for SAP because we are not a manufacturing company that depends on specific resource inflows. SAP is committed to ongoing transparency and improvement in these areas and to aligning our operational practices with the principles of sustainability and circular economy.
As our screening sufficiently covers the topic, we did not carry out any external consultations.
Specific IRO Disclosures on Business Conduct Topics
In 2024, SAP consulted internal experts to identify potential IROs. We screened SAP’s corporate culture, the protection of whistleblowers, corruption and bribery ( Office of Ethics and Compliance), and political engagement (Government Affairs), the management of relationships with suppliers, including payment practices, and animal welfare (Procurement Organization) in the context of SAP’s business activities. The business units mentioned in brackets were involved in this process. Our evaluations took into account the location, activity, sector, and structure of the transactions. The materiality results show that, in line with SAP’s business, the only material topics, for which we have identified material impacts, risks and opportunities, are corporate culture, protection of whistleblowers, and corruption and bribery.
With regard to animal welfare, we have not identified any IROs that are material for SAP, since it is a cloud-software company. Nor did we identify any material IROs relating to political engagement, the management of relationships with suppliers, or our payment practices. Here, we have robust policies in place governing political engagement and payment practices; these policies are strictly enforced.
As our screening sufficiently covered the topic, we did not consult any external experts.
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Environmental Information
In this section, we disclose information about SAP’s material impacts, risks, and opportunities (IROs) related to environmental topics and responsibility. For more information, see the sections Climate Change and Resource Use and Circular Economy.
Sustainable Finance: EU Taxonomy Information
In accordance with Article 8 of Regulation 2020/852 of the European Parliament and of the Council of the European Union (EU Taxonomy regulation), we have included information about how and to what extent SAP’s activities are associated with economic activities that qualify as environmentally sustainable under this regulation.
Our Approach and Policies
Assessment of Taxonomy Eligibility and Alignment
The EU Taxonomy is a classification system for sustainable activities, which distinguishes between “Taxonomy-eligible” and “Taxonomy-aligned” economic activities.
An activity is Taxonomy-eligible if it is described in relation to one of the six environmental objectives contained in the delegated acts, regardless of whether it meets the sustainability criteria. To be Taxonomy-aligned, the economic activity must additionally:
- contribute significantly to one of the environmental objectives,
- not cause significant harm to the other environmental objectives (“does not significantly harm” [DNSH] criteria),
- comply with the minimum safeguards (e.g. OECD Guidelines, UN Guiding Principles on Business and Human Rights).
So far, the EU Taxonomy has focused on the first two environmental goals “climate change mitigation” and “climate change adaptation”. From 2024, the technical screening criteria will be extended to all six environmental objectives, including "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".
The eligibility assessment for SAP’s activities in 2024 is in accordance with the current EU Taxonomy Regulation and reflects the changes published in the Environmental Delegated Acts as well as the amendments to the Climate Delegated Act. As a result, SAP has identified economic activities as relevant for disclosure, using the steps described above, and examined whether they qualify as Taxonomy-aligned.
If an activity contributes significantly to multiple environmental objectives, we assigned it to the most relevant objective to avoid double counting. Our activities are exclusively assigned to the environmental objective "climate change mitigation".
Our Actions and Targets
SAP’s Taxonomy-Eligible Economic Activities
We assessed the following activities as Taxonomy-eligible or -aligned in the reporting year:
1.2 Manufacture of electrical and electronic equipment
This activity covers expenditure on the purchase of electronic devices (laptops, smartphones, tablets, and monitors) and examines its possible significant contribution to the transition to a circular economy based on its technical screening criteria. The identified devices could be assessed as Taxonomy-eligible, but not yet as Taxonomy-aligned based on the assessment criteria.
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3.3 Manufacture of low carbon technologies for transport
This economic activity includes the vehicles purchased for the SAP car fleet. In 2024, SAP capitalized an amount of €205 million. For most of our electric vehicles, we were able to obtain the proof required for Taxonomy alignment from our suppliers, allowing us to report €70 million as Taxonomy-aligned.
6.5 Transport by motorbikes, passenger cars, and light commercial vehicles
Due to the transition from purchased to leased vehicles in our company car fleet, we will report the costs for this year under activity 6.5 “Transport by motorbikes, passenger cars and light commercial vehicles,” which includes the acquisition, financing, leasing, and operation of passenger cars. The vehicles reported could be assessed as Taxonomy-eligible, but not yet as Taxonomy-aligned based on the specified assessment criteria.
7.1. Construction of new buildings
This activity includes expenditure incurred in the fiscal year for new buildings at SAP sites in Munich (Germany) and Bangalore (India). The buildings identified could be assessed as Taxonomy-eligible, but not as Taxonomy-aligned based on the specified assessment criteria of the environmental objectives of climate protection (CCM 7.1) and circular economy (CE 3.1).
7.2 Renovation of existing buildings
This activity includes expenses incurred in the financial year for renovation work carried out; these are essentially renovation costs for the SAP sites in Walldorf (Germany), Paris (France), and Palo Alto (USA). The buildings identified could be assessed as Taxonomy-eligible, but not as Taxonomy-aligned based on the specified assessment criteria of the environmental objectives of climate protection (CCM 7.2) and circular economy (CE 3.2).
7.4. Installation, maintenance, and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings)
Costs that fall under this activity arose during the further expansion of our e-charging infrastructure at our SAP locations. We are continuously expanding this worldwide. From 2025, most new company cars for employees are to be emission-free. The installations identified could be assessed as Taxonomy-eligible, but not as Taxonomy-aligned based on the specified evaluation criteria.
7.5. Installation, maintenance, and repair of instruments and devices for measuring, regulating, and controlling the energy performance of buildings
This activity includes expenses incurred through the installation or replacement of ventilation and refrigeration systems (SAP Walldorf (Germany) and Newtown Square (USA)). The activities could be assessed as Taxonomy-eligible, but not as Taxonomy-aligned based on the specified evaluation criteria.
8.1 Data processing, hosting, and related activities
This economic activity includes our data centers and relevant cloud solutions that are not yet Taxonomy-aligned. We comply with the requirements for implementing the procedures of the EU Code of Conduct for the Energy Efficiency of Data Centers. However, not all our data centers meet the requirement for the global-warming potential of the refrigerants used in their cooling systems. These refrigerants will be replaced at the end of their service life, according to our regular maintenance schedule, over the course of the next few years. Replacing them right away would create toxic waste and generate additional costs. SAP’s data center colocations and hyperscalers do not yet fully meet the criteria set out in the EU Taxonomy Regulation either. However, we are in contact with our providers to make progress in this area in the coming years.
Minimum Safeguards
The frameworks for minimum safeguards include the OECD Guidelines for Multinational Enterprises, the United Nations Guiding Principles on Business and Human Rights, and the core labour standards of the International Labour Organization (ILO). SAP has conducted a review of all the core topics included in the minimum safeguards to ensure compliance. Our global due diligence processes ensure that we uphold and meet all the requirements under the minimum safeguards.
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Revenues
€ millions, unless otherwise stated | |||||||||||||||||||
Financial Year | 2024 | Substantial Contribution Criteria | DNSH Criteria ("Does Not Significantly Harm") | ||||||||||||||||
Economic Activities (1) | Code1 (2) |
Turnover (3) |
Pro- portion of Turnover 2024 (4) |
Climate
Change Mitigation (5) |
Climate
Change Adaptation (6) |
Water (7) | Pollution (8) | Circular
Economy (9) |
Biodiversity (10) | Climate
Change Mitigation (11) |
Climate
Change Adaptation (12) |
Water (13) | Pollution (14) | Circular
Economy (15) |
Biodiversity (16) | Minimum Safeguards (17) |
Proportion
of Taxonomy- Aligned (A.1) or -Eligible (A.2) Turnover 2023 (18) |
Category
Enabling activity (19) |
Category Transitional activity (20) |
€ | % | 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) | |||||||||||||||||||
Turnover of environmentally sustainable activities (Taxonomy-aligned) (A.1) | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | |||
Of which Enabling | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | E | ||
Of which Transitional | - | - | - | - | - | - | - | - | - | - | - | 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 | ||||||||||||||
8.1 Data processing, hosting, and related activities | CCM 8.1 | 16,745 | 49% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 43% | |||||||||
Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 16,745 | 49% | 49% | - | - | - | - | - | 43% | ||||||||||
A. Turnover of Taxonomy-eligible activities (A.1+A.2) | 16,745 | 49% | 49% | - | - | - | - | - | 43% | ||||||||||
B. Taxonomy-non-eligible activities | |||||||||||||||||||
Turnover of Taxonomy-non-eligible activities (B) | 17,431 | 51% | |||||||||||||||||
Total (A+B) | 34,176 | 100% |
1 The code is the abbreviation of the relevant objective to which the economic activity is eligible to make a substantial contribution. For example: CCM – Climate Change Mitigation, plus the section number of the activity in the EU’s annex to the Taxonomy Regulation.
CCM: Climate Change Mitigation
CCA: Climate Change Adaptation
WTR: Water and Marine Resources
CE: Circular Economy
PPC: Pollution Prevention and Control
BIO: Biodiversity and Ecosystems
Y – Yes, Taxonomy-aligned activity with the relevant environmental objective
N – No, Taxonomy-eligible activity but not Taxonomy-aligned with the relevant environmental objective
N/EL – Not eligible, Taxonomy-non-eligible activity for the relevant environmental objective
EL – Taxonomy-eligible activity; N/EL – Taxonomy-non-eligible activity
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As outlined above, we have identified only one Taxonomy-relevant activity (CCM 8.1) to which revenues can be attributed. As part of this process, we took materiality aspects into account. Eligible revenue consists of revenue earned from providing the following services, which comply with the description of activity 8.1:
– | Software as a service (SaaS) |
– | Platform as a service (PaaS) |
– | Infrastructure as a service (IaaS) |
These services make up our cloud revenues. Revenues that qualify as cloud revenue but cannot be classified as Taxonomy-eligible have been excluded. Total revenue is determined according to IFRS, specifically IFRS 15, and matches the total revenue presented in SAP’s Consolidated Income Statements. For more information about how we recognize revenue, and about the components of revenue, see the Notes to the Consolidated Financial Statements, Note A.1.
For a detailed description of the development and key drivers of SAP’s revenues, see the Performance Against Our Outlook for 2024 (Non-IFRS) and the Operating Results (IFRS) sections in our Combined Management Report.
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Capital Expenditures (CapEx)
€ millions, unless otherwise stated | |||||||||||||||||||
Financial Year | 2024 | Substantial Contribution Criteria | DNSH Criteria ("Does Not Significantly Harm") | ||||||||||||||||
Economic Activities (1) | Code1 (2) |
CapEx2 (3) |
Pro- portion of CapEx 2024 (4) |
Climate Change Mitigation (5) |
Climate Change Adaptation (6) |
Water (7) | Pollution (8) | Circular Economy (9) |
Biodiversity (10) | Climate Change Mitigation (11) |
Climate Change Adaptation (12) |
Water (13) | Pollution (14) | Circular Economy (15) |
Biodiversity (16) | Minimum Safeguards (17) |
Proportion of Taxonomy- Aligned (A.1) or -Eligible (A.2) CapEx 2023 (18) |
Category
Enabling activity (19) |
Category Transitional activity (20) |
€ | % | 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) | |||||||||||||||||||
3.3 Manufacture of low carbon technologies for transport | CCM 3.3 | 70 | 4% | Y | Y | Y | Y | Y | Y | Y | Y | 4 % | E | - | |||||
Capex of environmentally sustainable activities (Taxonomy-aligned) (A.1) | 70 | 4% | 4% | - | - | - | - | - | - | - | - | - | - | - | - | - | |||
Of which Enabling | 70 | 4% | 4% | - | - | - | - | - | - | - | - | - | - | - | - | - | 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 | ||||||||||||||
1.2 Manufacture of electrical and electronic equipment* | CE 1.2 | 83 | 5% | N/EL | N/EL | N/EL | N/EL | EL | N/EL | - | |||||||||
3.3 Manufacture of low carbon technologies for transport | CCM 3.3 | 135 | 8% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 11% | |||||||||
6.5 Transport by motorbikes, passenger cars and light commercial vehicles* | CCM 6.5 | 71 | 4% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | - | |||||||||
7.1. Construction of new buildings* | CCM 7.1/ CE 3.1 |
38 | 2% | EL | N/EL | N/EL | N/EL | EL | N/EL | - | |||||||||
7.2 Renovation of existing buildings* | CCM 7.2
/ CE 3.2 |
54 | 3% | EL | N/EL | N/EL | N/EL | EL | N/EL | - | |||||||||
7.4. Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings)* | CCM 7.4 | 16 | 1% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | - | |||||||||
7.5. Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings* | CCM 7.5 | 18 | 1% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | - |
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€ millions, unless otherwise stated | |||||||||||||||||||
Financial Year | 2024 | Substantial Contribution Criteria | DNSH Criteria ("Does Not Significantly Harm") | ||||||||||||||||
Economic Activities (1) | Code1 (2) |
CapEx2 (3) |
Pro- portion of CapEx 2024 (4) |
Climate Change Mitigation (5) |
Climate Change Adaptation (6) |
Water (7) | Pollution (8) | Circular Economy (9) |
Biodiversity (10) | Climate Change Mitigation (11) |
Climate Change Adaptation (12) |
Water (13) | Pollution (14) | Circular Economy (15) |
Biodiversity (16) | Minimum Safeguards (17) |
Proportion of Taxonomy- Aligned (A.1) or -Eligible (A.2) CapEx 2023 (18) |
Category
Enabling activity (19) |
Category Transitional activity (20) |
€ | % | 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 | ||
8.1 Data processing, hosting, and related activities | CCM 8.1 | 226 | 13% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 12% | |||||||||
CapEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 641 | 37% | 32% | - | - | - | 5% | - | 23% | ||||||||||
A. CapEx of Taxonomy-eligible activities (A.1+A.2) | 711 | 41% | 36% | - | - | - | 5% | - | 27% | ||||||||||
B. Taxonomy-non-eligible activities | |||||||||||||||||||
CapEx of Taxonomy-non-eligible activities (B) | 1,030 | 59% | |||||||||||||||||
Total (A+B) | 1,741 | 100% |
1 The code is the abbreviation of the relevant objective to which the economic activity is eligible to make a substantial contribution. For example: CCM – Climate Change Mitigation, plus the section number of the activity in the EU’s annex to the Taxonomy Regulation.
2 Denominator includes WalkMe
* First reporting in 2024, therefore no previous year figures available.
CCM: Climate Change Mitigation
CCA: Climate Change Adaptation
WTR: Water and Marine Resources
CE: Circular Economy
PPC: Pollution Prevention and Control
BIO: Biodiversity and Ecosystems
Y – Yes,
Taxonomy-aligned activity with the relevant environmental objective
N – No,
Taxonomy-eligible activity but not Taxonomy-aligned with the relevant environmental objective
N/EL – Not eligible, Taxonomy-non-eligible activity for the
relevant environmental objective
EL – Taxonomy-eligible
activity; N/EL – Taxonomy-non-eligible activity
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Proportion of CapEx / Total CapEx | ||
Taxonomy-aligned per objective | Taxonomy-eligible per objective | |
CCM | 4% | 36% |
CCA | 0% | 0% |
WTR | 0% | 0% |
CE | 0% | 10% |
PPC | 0% | 0% |
BIO | 0% | 0% |
Extent of eligibility and alignment per environmental objective.
CCM: Climate
Change Mitigation
CCA: Climate Change Adaptation
WTR: Water and Marine Resources
CE: Circular Economy
PPC: Pollution Prevention and Control
BIO: Biodiversity and Ecosystems
We have designated the costs as related to assets and processes associated with the activities listed in the CapEx table as Taxonomy-eligible. When identifying relevant costs and activities, we took materiality aspects into account. Details on the individual activities can be found above in the SAP‘s Taxonomy-Eligible Economic Activities section.
In line with the EU Taxonomy Regulation, the total capital expenditures presented in this section include additions to tangible and intangible assets accounted for based on IAS 16, IAS 38, and IFRS 16, and additions to tangible and intangible assets (excluding additions to goodwill) resulting from business combinations.
Taxonomy-eligible capital expenditures relate to assets and processes that are associated with the economic activity 8.1 “Data processing, hosting, and related activities.” These expenses mainly comprise investments in SAP’s cloud infrastructure (IT hardware and software).
Additionally, Taxonomy-eligible capital expenditures include capitalized costs relating to the purchase of vehicles.
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Operational Expenditure (OpEx)
€ millions, unless otherwise stated | |||||||||||||||||||
Financial Year | 2024 | Substantial Contribution Criteria | DNSH Criteria ("Does Not Significantly Harm") | ||||||||||||||||
Economic Activities (1) | Code1
(2) |
OpEx
(3) |
Pro- portion of OpEx 2024 (4) |
Climate
Change Mitigation (5) |
Climate
Change Adaptation (6) |
Water (7) | Pollution (8) | Circular Economy (9) | Biodiversity (10) | Climate
Change Mitigation (11) |
Climate
Change Adaptation (12) |
Water (13) | Pollution (14) | Circular
Economy (15) |
Biodiversity (16) | Minimum
Safeguards (17) |
Proportion of Taxonomy- Aligned (A.1) or -Eligible (A.2) OpEx 2023 (18) |
Category
Enabling activity (19) |
Category
Transitional activity (20) |
€ | % | 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) | |||||||||||||||||||
OpEx
of environmentally sustainable activities (Taxonomy-aligned) (A.1) |
- | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | |||
Of which Enabling | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | - | E | ||
Of which Transitional | - | - | - | - | - | - | - | - | - | - | - | 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 | ||||||||||||||
8.1 Data processing, hosting, and related activities | CCM 8.1 | 1,901 | 21% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 19% | |||||||||
OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 1,901 | 21% | 21% | - | - | - | - | - | 19% | ||||||||||
A. OpEx of Taxonomy-eligible activities (A.1+A.2) | 1,901 | 21% | 21% | - | - | - | - | - | 19% | ||||||||||
B. Taxonomy-non-eligible activities | |||||||||||||||||||
OpEx of Taxonomy-non-eligible activities (B) | 6,974 | 79% | |||||||||||||||||
Total (A+B) | 8,875 | 100% |
1 The code is the abbreviation of the relevant objective to which the economic activity is eligible to make a substantial contribution. For example: CCM – Climate Change Mitigation, plus the section number of the activity in the EU’s annex to the Taxonomy Regulation.
CCM: Climate Change Mitigation
CCA: Climate Change Adaptation
WTR: Water and Marine Resources
CE: Circular Economy
PPC: Pollution Prevention and Control
BIO: Biodiversity and Ecosystems
Y – Yes,
Taxonomy-aligned activity with the relevant environmental objective
N – No,
Taxonomy-eligible activity but not Taxonomy-aligned with the relevant environmental objective
N/EL – Not eligible, Taxonomy-non-eligible activity for the
relevant environmental objective
EL – Taxonomy-eligible activity;
N/EL – Taxonomy-non-eligible activity
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We have designated the costs as related to assets and processes associated with the activities listed in the OpEx table as Taxonomy-eligible. When “identifying relevant costs and activities, we took materiality aspects into account. Details on the individual activities can be found above in the SAP‘s Taxonomy-Eligible Economic Activities section.
Most of the costs related to activity “8.1 Data processing, hosting, and related activities“ are leasing expenses for hosting services provided by third parties. To a smaller extent, these costs also include expenses for the maintenance and repair of SAP’s cloud infrastructure.
According to the EU Taxonomy, total operating expenses mainly include the following non-capitalized cost elements: research and development, short-term leases, and maintenance and repairs relating to property, plant, and equipment. Other major expense components in SAP’s Consolidated Income Statement, such as depreciation, utilities (for example, costs for heating and electricity consumption), and most general and administrative costs, restructuring, and sales and marketing costs do not meet the definition of operating expenses in the EU Taxonomy and are therefore not included.
For a detailed description of the development and key drivers of all operating expenses, see the Performance Against Our Outlook for 2024 (Non-IFRS) and the Operating Profit and Operating Margin section in our Combined Management Report.
Nuclear and Fossil Gas Related Activities
The “Delegated Regulation concerning economic activities in certain energy sectors” extends the disclosure to include information on activities in the nuclear energy and fossil gas sectors. At a small number of its sites in Germany, SAP operates combined heat/cool and power generation facilities that use fossil gaseous fuels. Since the associated Taxonomy-eligible and -aligned capital and operational expenditures are negligible, we do not disclose the operation of these facilities as an additional activity. We have no other fossil gas-related activities nor any nuclear energy activities to disclose.
Row | Nuclear energy related activities | |
1. | The undertaking carries out, funds, or has exposures to research, development, demonstration and deployment of innovative electricity generation facilities that produce energy from nuclear processes with minimal waste from the fuel cycle. | NO |
2. | The undertaking carries out, funds, or has exposures to construction and safe operation of new nuclear installations to produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production, as well as their safety upgrades, using the best available technologies. | NO |
3. | The undertaking carries out, funds, or has exposures to construction and safe operation of new nuclear installations to produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production, as well as their safety upgrades, using best available technologies. | NO |
Fossil gas related activities | ||
4. | The undertaking carries out, funds, or has exposures to construction or operation of electricity generation facilities that produce electricity using fossil gaseous fuels. | NO |
5. | The undertaking carries out, funds, or has exposures to construction, refurbishment, and operation of combined heat/cool and power generation facilities using fossil gaseous fuels. | NO |
6. | The undertaking carries out, funds, or has exposures to construction, refurbishment and operation of heat generation facilities that produce heat/cool using fossil gaseous fuels. | NO |
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Climate Change
In this section, we disclose information about SAP’s material IROs related to our climate-change-specific topics, which have been identified as material topics for SAP. The assessed IROs provide information that is important for understanding the impact of our business activities on sustainability matters (impact materiality) and the impact sustainability matters have on our financial performance. The material IROs with identifiers E1-1 to E1-13 can be found in the IRO table included in the Results of the Double Materiality Assessment section.
Greenhouse Gas (GHG) Emissions Calculation Methodology
Reporting Approach
Data for our Greenhouse Gas (GHG) indicators is collected and reported on a quarterly basis and is subject to external assurance for annual reporting (for more information, see Basis for Preparation). Reporting on Total Energy Consumption and data center electricity is based on the data collected for the calculation of our GHG emissions. All numbers are based on the metric system. Whenever we state “tons,” we mean metric tons.
Gross Greenhouse Gas Emissions
Definition
We define Gross Greenhouse Gas Emissions (location-based) (Gross GHG Emissions (location-based)) as the sum of all GHG emissions measured and reported as Carbon dioxide equivalents (CO2e). We deduct renewable electricity from this amount to determine our Gross GHG Emissions (market-based). For more information, see the Energy Consumption and Mix section.
Reporting Principles
SAP’s preparation of the GHG emissions data is based on the Corporate Accounting and Reporting Standard, the GHG (Greenhouse Gas) Protocol Scope 2 Guidance, and the Corporate Value Chain (Scope 3) Accounting and Reporting Standard of the World Resources Institute/World Business Council for Sustainable Development.
In alignment with the GHG Protocol Scope 2 Guidance, we report our Gross GHG Emissions using the location-based and market-based calculation methods.
Organizational Boundaries
SAP defines its organizational boundaries by applying the operational control approach as set out in the GHG Protocol.
Operational control is established when SAP has the full authority to introduce and implement its operating policies. The GHG emissions of all operations over which the Company has operational control and all owned or leased facilities, colocation data centers, and vehicles that the Company owns or operates are accounted for in the GHG emissions. They are based either on measurements or, where no measured data is available, on estimations and extrapolations.
Some of SAP’s leased facilities operate under full-service or multitenant leases. In these cases, SAP does not have access to actual energy consumption information. We include these facilities in our definition of operational control and account for them by estimating their energy consumption.
Data Consistency
Methodology Changes
We aim to continuously refine the methodology we use to calculate GHG emissions, and to increase the share of input data that is measured instead of extrapolated. For example, we change the source of activity data, add new activity types, and reflect changes in emission factors and in the approaches used to calculate GHG emissions. Since we define our methodology to the best of our knowledge and capabilities, and consider such changes to be improvements, we apply them from the current year onward, and do not adjust our data retrospectively. We explain the current year’s methodology changes in this section, particularly under Methodology and Further Details.
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Conversion Factors
The calculation of the GHG emissions is based on factors for conversion and extrapolation provided by the International Energy Agency (IEA), US Environmental Protection Agency (EPA), UK Department for Environment, Food & Rural Affairs (DEFRA), Environment Canada, and the GHG Protocol, as internationally recognized authorities. We also use extrapolation factors based on our own reported data (from previous quarters) to determine an average consumption value per base unit (for example, liters of fuel per car for fleet vehicles, and electricity consumption per m2 for facilities).
Where relevant, our conversion factors consider CO2e for greenhouse gases. Global warming potential factors are based on the Sixth Assessment Report of the Intergovernmental Panel on Climate Change (IPCC). We report all our GHG emissions in CO2 equivalents, including the impact from CH4 and N2O, in our target-relevant Greenhouse Gas Emissions Scope 1 (GHG Emissions Scope 1), Greenhouse Gas Emissions Scope 2 (location-based) (GHG Emissions (located-based)), Greenhouse Gas Emissions Scope 2 (market-based) (GHG Emissions (market-based)), Greenhouse Gas Emissions Scope 3 Upstream (GHG Emissions Scope 3 Upstream) and Greenhouse Gas Emissions Scope 3 Downstream (GHG Emissions Scope 3 Downstream). The emission impact of refrigerants includes hydrofluorocarbons (HFCs) only. We review all our emissions and extrapolation factors annually and update them if required. In the current reporting year, sulfur hexafluoride (SF6), perfluorocarbons (PFC), and nitrogen trifluoride (NF3) emissions are not included in our disclosure, as these gases do not occur in SAP’s operations or value chain activities.
Methodology and Further Details
GHG Emissions Scope 1
Scope 1 refers to direct GHG emissions and is defined as emissions from sources that are owned or controlled by the organization. At SAP, the following areas are covered by Scope 1:
- | Stationary combustion in facilities: GHG emissions caused by oil or gas combustion of heating systems and generators in SAP office buildings and data centers. GHG emissions are calculated based on gas and oil consumption in kilowatt hours (kWh). Where no measured data is available, stable values (kWh/m2) based on the previous year’s stationary combustion consumption data are used for extrapolation. Where no specific information is available, the natural gas reported by local sites is assumed to be at the lower heating value. |
- | Refrigerants in facilities: HFC emissions caused by the loss of refrigerants used in cooling systems and air conditioning equipment. The emissions are extrapolated based on the number of server units in data centers1 and on office space with an air conditioning (A/C) system. All refrigerants are assumed to be HFC134a. |
- | Mobile combustion from corporate cars: GHG emissions from the combustion of fuel by company cars. In the context of GHG reporting, the term “company car” refers to all cars for which SAP permanently covers the fuel costs. GHG emissions are calculated based on fuel consumption. If detailed fuel data is not available in specific countries, stable values (liters/car) are used for extrapolation based on the number of company cars reported. The stable values for extrapolation are based on the previous year’s data. |
- | Mobile combustion from corporate jets: GHG emissions caused by business trips with SAP-owned or chartered jets. GHG emissions are calculated for SAP’s jets based on actual fuel consumption. |
- | Wood pellets: In addition to gas and oil, we use wood pellets to generate thermal heat for our buildings at our headquarters in Walldorf. The GHG emissions from wood pellets for Scope 1 can essentially be neutralized, given that the carbon absorption during the tree’s growth phase matches the carbon released during combustion. However, to account for all GHG emissions, we include the direct carbon dioxide impact from wood pellet combustion as “outside of scope” GHG emissions. In 2024, this fuel accounted for 0.4 kilotons of GHG emissions, compared to 0.3 kilotons in 2023. The carbon dioxide emissions resulting from the combustion of wood pellets are categorized as biogenic because the equivalent amount of carbon is absorbed by the biomass |
1 Since 2022, we have also considered the server units located in our colocation data centers.
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(wood) during its life cycle. The reporting of these emissions is separate from the mandatory GHG Emissions Scope 1. |
GHG Emissions Scope 2 (location- and market-based)
Scope 2 refers to indirect GHG emissions and is defined as GHG emissions from the consumption of purchased electricity, purchased steam, or other sources of energy generated upstream from the organization. We calculate GHG Emissions Scope 2 following both a location-based and market-based approach. To calculate the GHG Emissions Scope 2 (market-based), we have applied a regional energy attribute certificates (EACs) portfolio approach (see Energy Consumption and Mix above).
At SAP, the following emission categories are covered by Scope 2:
- | Electricity in office buildings: GHG emissions caused by the consumption of purchased electricity in office buildings. GHG emissions are calculated based on building electricity consumption. CO2e conversion factors are updated annually based on country-specific grid factors. Where no measured data is available, stable values (kWh/m2) based on the previous year’s energy consumption data are used for extrapolation. |
- | Electricity in SAP-owned data centers: GHG emissions caused by the consumption of purchased electricity in SAP-owned and -managed data centers. GHG emissions are calculated based on data center electricity consumption (100% data coverage). CO2e conversion factors are updated annually based on country-specific grid factors. |
- | Electricity in colocation data centers: GHG emissions caused by the consumption of purchased electricity in colocation data centers. A colocation is a local computing center whose building infrastructure is controlled and managed by an external provider but where SAP has control over the operations of the network and server infrastructure on which SAP software runs. CO2e conversion factors are updated annually based on country-specific grid factors. Electricity consumption for colocation data centers is calculated based on the consumed IT infrastructure power and a power usage effectiveness (PUE) factor. Where no data is available, average factors are applied. |
- | E-mobility: GHG emissions from company cars with electric drivetrains. Electricity consumption is calculated based on the number of electric cars per country, an average energy consumption value for electric cars, and an average mileage per year. GHG emissions are calculated based on country-specific emission factors. |
- | Purchased chilled and hot water, and steam: GHG emissions caused by the consumption of purchased heat or steam in office buildings (district heating). GHG emissions are calculated based on the consumption of district heating. Emission factors are updated annually. Where no measured data is available, stable values (kWh/m2) based on the previous year’s energy consumption data are used for extrapolation. |
- | Home office electricity: Starting in 2024, we will no longer include GHG emissions caused by end-user IT equipment used by SAP employees working from home in our reporting. Compared to SAP’s Total Energy Consumption, the amount of electricity used by our employees working remotely is insignificant. In addition, SAP has implemented a strict return-to-office policy in 2024, which will reduce the energy consumption and corresponding GHG emissions even further going forward. The change in reporting has no effect on SAP’s net zero target and baseline, since the net-zero target and baseline are market-based and GHG emissions relating to remote work had been 100% compensated by the purchase of renewable energy certificates. |
GHG Emissions Scope 3 Upstream and Downstream
Scope 3 refers to other indirect GHG emissions, which are defined as GHG emissions that are a consequence of the operations of an organization that it does not directly own or control. GHG Emissions Scope 3 are divided into Upstream and Downstream emissions.
GHG Emissions Scope 3 Upstream
- | Business flights: GHG emissions caused by business trips by airplane. These GHG emissions are calculated based on actual distance traveled and DEFRA factors. DEFRA adjusted their aviation factors to account for reduced load factors as a consequence of the COVID-19 pandemic. Since the load factors in 2024 are almost back to pre-COVID level, we used the factor from the previous |
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reporting year to eliminate this effect in our 2024 reporting. In our view, this approach reflects a more accurate picture of the actual GHG emissions. In a next step, we determine an average emission factor per euro spent based on short-, medium-, and long-haul flight emission factors. For the CO2e calculation, this factor is applied to actual costs for business flights. Emission factors for business flights do not consider the radiative forcing factors (77% data coverage). |
- | Rental cars: GHG emissions caused by business trips by rental car. An average emission factor from rental cars is calculated based on actual distance traveled and actual costs incurred. This average emission factor is used for extrapolation based on the costs (75% data coverage). |
- | Train travel: GHG emissions from business trips by train. An average emission factor from train travel is calculated based on actual distance traveled and actual costs incurred. This average factor is used for extrapolation based on costs. In Germany, business trips by train are considered carbon neutral, as they are compensated by 100% green electricity by Deutsche Bahn (39% data coverage). |
- | Business trips by private car: GHG emissions from business trips by employee-owned cars and company cars without fuel cards. These GHG emissions are calculated based on the distance traveled by private car. This activity type does not include trips by company cars with fuel cards (100% data coverage). |
- | Flexible Mobility: We are also calculating GHG emissions from our Flexible Mobility program. Employees taking part in this program receive a monthly mobility budget that they can spend on various means of transportation, such as public transportation, rental cars, and rental bikes. The CO2e resulting from this program is calculated using a spend-based method similar to that described in the Purchased Goods and Services section (100% data coverage). |
- | Employee commuting: GHG emissions caused by commuting between home and work at an SAP office location, considering all modes of transportation, and excluding commutes by company car. To collect the data, we conduct an SAP-global, Qualtrics-based commuting survey about the distance to work and the mode of transportation used. The last survey was conducted in 2022, and we received approximately 30,000 valid responses, which are the basis for our GHG calculation of employee commuting in 2024. Commuting data for non-responding employees and for quarterly updates is extrapolated based on the number of FTEs, excluding those employees who drive a company car (28% data coverage). |
- | Purchased goods and services: This category includes all significant cradle-to-gate upstream emissions from goods and services that SAP purchased during the reporting period. We also include services from waste and water disposal in this category. In addition, it contains the services from our hyperscale providers, fuel- and energy-related activities, and upstream transportation and distribution. SAP includes all significant cradle-to-gate emissions for its net-zero 2030 target. Therefore, we apply a different calculation method for all purchased goods and services. To derive the CO2e values, SAP closely collaborates with a third-party provider that utilizes a spend-based method. We use coefficients that translate each US$ of spend into kilograms of CO2e. The coefficients are available for each country-sector combination and by supply chain tier (direct suppliers, suppliers of suppliers, and so on) (100% data coverage). |
- | Capital goods: Includes all cradle-to-gate upstream emissions of purchased capital goods, such as buildings, data center and IT equipment, and cars (100% data coverage). |
GHG Emissions Scope 3 Downstream
- | Use of sold products: A major part of our overall GHG emissions stems from the use of our software (customers running SAP solutions on their hardware and premises). The estimated energy consumption is extrapolated globally based on the number of productive installations and average regional PUEs at year-end, derived from SAP’s managed colocations. For systems without maintenance contracts, SAP has no transparency on whether the solutions are still in use. Therefore, we only consider on-premise solutions with active maintenance contracts. This way, we ensure that only active, still functional software products are included in the calculation (100% data coverage). |
GHG emissions are calculated using a global electricity emission factor. The calculation covers all our major solutions, including on-premise software. Cloud solutions are not included, as they are part of
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internal, colocation, and hyperscale providers data center electricity GHG emissions. Mobile solutions (for example, SAP apps running on customer IT equipment) are also not included.
SAP aims to constantly improve its calculation method. We will adapt the parameters we use when significant technology changes occur, or more accurate data sources become available.
Excluded GHG Emissions Scope 3 Upstream and Downstream
The following sources of GHG Emissions Scope 3 Upstream and Downstream are not applicable or are insignificant to SAP’s business operations: Downstream transportation and distribution, processing of sold products, end-of-life treatment of sold products, downstream leased assets, franchises, and investments. Additionally, the upstream leased assets category is not relevant for SAP, since we have classified GHG emissions resulting from leased assets as GHG Emissions Scope 1 and 2 (location- and market-based) following the operational control approach of the GHG Protocol.
Our Approach and Policies
For over a decade now, climate action has been at the top of SAP’s corporate sustainability agenda in light of the increasing impacts of climate change and escalating global challenges. As outlined in the Sustainability Strategy section, we aim to take climate action through our dual approach as enabler and exemplar to help pave the way toward a low-carbon future for our customers, partners, and SAP, and create impact while respecting planetary boundaries.
The following sections describe in detail how we mitigate negative impacts and risks, and how we pursue positive impacts and opportunities through our policies, actions, targets, and metrics.
Policies Related to Climate Change Mitigation
Our Global Environmental Policy addresses all our material IROs by focusing on climate change mitigation, energy performance, circularity, and the deployment of renewable energy sources. In line with initiatives and standards such as the UN Sustainable Development Goals (SDGs), Science Based Targets initiative (SBTi), GHG Protocol and ISO14001, the policy governs our efforts to manage the environmental IROs identified by the materiality assessment and mitigate our GHG emissions. The policy is publicly available on SAP’s website2 and places importance on cooperation with suppliers, customers, and other stakeholders. It is regularly reviewed by internal lines of business and SAP’s leadership, with the CEO having ultimate responsibility. The policy applies to SAP SE and its subsidiaries, including all global operations of the company, different departments, and all geographical regions. It relates to SAP business activities and environmental aspects that SAP can sufficiently control or influence. We are currently reworking our Global Environmental Policy, and will publish the updated version in 2025.
Our Actions and Targets
Our Targets Related to Climate Change Mitigation
Transition Plan for Climate Change Mitigation
Our net-zero commitment is the cornerstone of our climate change mitigation. Under this commitment, we aim to reduce our Gross Greenhouse Gas (GHG) Emissions (market-based) by at least 90% across the relevant value chain by 2030. The net-zero target has been validated and approved by the Science Based Targets initiative (SBTi), which also verified that SAP’s target is compatible with limiting global warming to 1.5°C as advocated by the Paris Agreement.
SAP’s ambitious climate change mitigation commitment has been recognized also by the investment market, as demonstrated by SAP’s inclusion in the EU Paris-aligned benchmarks.
2 Information that was neither part of the statutory audit nor the independent limited assurance engagement performed by our external assurance provider.
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Target | Base Year | Target Year | Target Description |
1.5°C-aligned science-based target (SBT) | 2023: 6.9 million tons Gross GHG Emissions (market-based) | 2030: Reduction of Gross GHG Emissions (market-based) by at least 90%, which corresponds to less than 0.7 million tons (near-term and long-term target) |
Reduce SAP’s Gross GHG Emissions (market-based) across our value chain (Scope 1, 2 and 3) by at least 90% to reach net zero by 2030. Remaining residual emissions will be neutralized by a maximum of 10% carbon removals.
Scope: GHG Protocol-aligned baseline, including Scope 1, Scope 2 market-based, and all business-relevant Scope 3 value chain emissions. For more information, see the Greenhouse Gas (GHG) Emissions Calculation Methodology section. |
We acknowledge the recent reports issued by various companies, including some of our vendors, in which they state that they are reconsidering or adjusting their net-zero targets. In light of these developments, and given the increasing demand for energy due to the widening use of artificial intelligence, we are closely monitoring our progress and evaluating whether we can achieve our net-zero target by 2030 as planned or if we might need to adjust it.
SAP’s decarbonization and transformation plan tackles four main areas:
3 Expressed in millions of tons of CO2e.
– | Cloud transformation: Moving our on-premise solutions to the cloud represents our most important GHG-reduction lever. SAP’s own data centers and colocations are powered with 100% renewable energy.4 We aim to increase the share of renewable energy in our upstream and downstream value chain by working together with our suppliers with a specific focus on our hyperscale providers and customers and by constantly improving the data quality in our GHG emissions calculations (from averages to actuals). For information on the development of GHG Emissions Scope 3 Downstream, see the Metrics on Material Topics section. |
– | Upstream supply chain: We are working on reducing supply chain emissions by maintaining strong supplier partnerships and by adjusting and refining internal procurement processes and policies. In this context, we recognize that there are interdependencies with our suppliers and their decarbonization strategies and timelines, which are beyond SAP’s direct control. In addition, the growing demand for energy due to the increasing use of artificial intelligence could have a negative impact on GHG emissions in the upstream supply chain which, due to the advances in this technology, cannot be evaluated fully at this point in time. |
– | Own operations: We aim to drive real avoidance and reduction of GHG emissions by, for instance, transitioning our car fleet to electric vehicles and strengthening our environmental and energy management system (ISO 14001 and ISO 50001). |
4 In addition, we are voluntarily reducing the non-renewable electricity consumption of our hyperscale providers by procuring EACs on their behalf. This is not eligible for our science-based net-zero target and solely contributes to our long-standing commitment to power all our data centers with 100% renewables.
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– | Carbon removals: By investing in nature-based and technical removals, we aim to neutralize any remaining residual GHG emissions by 2030 (maximum: 10% in line with the Science Based Target Initiative standard for net-zero targets). |
These reduction levers are set out in more detail in the Actions and Resources in Relation to Climate Change and the Past and Continuous Efforts sections.
In all four areas, leveraging our own solution portfolio is fundamental to improve how we manage and plan our initiatives, resources, and value chain partner relationships to achieve net zero by 2030. When modeling our reduction pathway to 2030, we considered future developments, such as the expected growth of the company and the effects from our cloud strategy. Our transition plan is closely connected to our business model and financial planning according to SAP’s corporate business trajectory and financial forecasts. Doing so ensures that we incorporate estimated company growth and cloud development projections to formulate a comprehensive emissions plan that reflects anticipated developments and considers investments in reducing GHG emissions. Taking this approach allows us to ensure that our climate change mitigation actions are viewed not as separate initiatives but as an integrated element of our financial growth strategy, corporate risk management, technology adoption, and product portfolio development.
By way of these decarbonization levers, SAP envisions that its transformation plan will steadily reduce GHG emissions, with our supply chain and cloud transformation being the biggest drivers. If GHG emissions still remain, SAP plans to leverage removals in line with the SBTi standard as explained above. However, we recognize certain externalities such as some of our vendors reconsidering or adjusting their net-zero targets and the uncertainty of growing energy needs due to the increasing use of artificial intelligence. Therefore, we are closely monitoring our progress and evaluating whether we can achieve our original goal as planned, or if adjustments may be necessary. For information on the 2024 GHG emissions performance, see the Metrics on Material Topics section.
EU Taxonomy Alignment
For information about SAP’s current and possible future alignment with the EU Taxonomy, see the Sustainable Finance: EU Taxonomy Information section in this Group Sustainability Statement.
Net-Zero Governance and Progress Measurement
Our commitment to this transition plan is further demonstrated by the fact that it is reviewed at senior management level. SAP tracks its targets for cutting GHG emissions using an established protocol that involves a regular assessment of GHG emissions to ensure timely analysis and intervention whenever needed. The progress is reviewed in quarterly steering committee meetings, which are sponsored by SAP’s CEO and CFO. After each quarterly assessment, the results, and any deviations from the plan, are documented. The insights gathered from each review are used to perform the necessary adjustments to SAP’s targets to ensure they remain relevant and accurate as we strive to make our business as sustainable as possible. To reflect the importance the Company attaches to achieving net zero, we made this target part of the Executive Board’s long-term incentive (LTI). Once a year, the Supervisory Board assesses and approves the targets for the next tranche of the LTI. For 2024, 10% of the Executive Board members’ variable LTI compensation is determined by the Company’s progress on its carbon impact target. For more information, see SAP’s Compensation Report 2024.
Climate Related Risks and Opportunities
In the context of SAP’s EU Taxonomy disclosures, in the first quarter of 2024 we conducted a climate scenario analysis for a global temperature increase of 1.5°C and above (SSP5-RCP8.5). The analysis focused on the locations of our data centers and of our colocations. No business-critical physical risks were identified. As demonstrated during the COVID-19 pandemic; when almost the entire workforce worked remotely, SAP’s business success does not depend exclusively on the availability of its office facilities. Therefore, after the initial assessment the physical risk analysis did not consider our office locations in any further detail. Our regular risk management process and materiality assessment did not identify any significant short-, medium-, or long-term transitional risks related to climate change, or any major impact on SAP’s assets. Frequent reviews as part of our risk-monitoring process will
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anticipate potential deviations and mitigate climate change risks. In 2025, we plan to conduct a more detailed climate risk and resilience analysis covering all sites and value chain implications to verify and review our current assessment.
In the course of our materiality assessment, we identified various opportunities relating to climate change, such as an increasing demand for software solutions that track GHG emissions. For further information, see the Double Materiality Assessment section.
In light of the risks and opportunities described above, we consider our business model and strategy to be resilient in the context of a changing climate.
SAP does not invest in or maintain significant carbon-intensive infrastructure that would lead to locked-in GHG emissions that could jeopardize our net-zero target. On the contrary, we are investing in countering measures such as transitioning our car fleet from combustion-type vehicles to electric vehicles and we operate our data centers and office buildings with renewable energy sources.
Actions and Resources in Relation to Climate Change
In the table below, we have summarized the major initiatives we implemented to reduce GHG emissions in our own operations and our value chain.
Action Name | Description | Expected Outcomes | Time Horizon |
Cloud Transformation |
Support cloud transformation and reduce product-in-use GHG emissions
Lever
category:
|
Most of our overall GHG emissions result from the use of our software. To address this, we aim to help our customers, hardware providers, and others to make their operations more energy efficient.
By powering all data centers with 100% renewable electricity,5 we are helping our cloud customers reduce their overall GHG Emissions Scope 3 Upstream.
We have started to develop a carbon footprint sizing approach with the aim of enabling our customers to gain transparency on the carbon impact of their SAP applications that run in SAP’s owned and managed data centers and to answer the question as to how much our customers can reduce their environmental footprint by running SAP solutions on SAP’s self-operated, or on SAP-sourced (incl. hyperscale providers), infrastructure.
We collaborate with customers to optimize their on-premise landscapes so that they consume less energy (for example, we decommission legacy systems, archive unused data, consolidate business applications, and virtualize their system landscapes). These actions are at global level and cover GHG Emissions Scope 3 Downstream.
|
The cloud transformation will contribute significantly to reducing SAP’s total carbon footprint. Our goal is to reduce GHG emissions related to on-premise software by approximately 90% compared to 2023. | Ongoing until 2030 |
Supply Chain | |||
Environmentally-conscious procurement
Lever
category:
|
In our multiphased supply chain engagement program, we partner with (top) suppliers to procure low-carbon and energy-efficient products and services to reduce their environmental footprint throughout the supply chain.
We consider environmental requirements in our procurement processes and decisions.
These actions are at global level and cover GHG Emissions Scope 3 Upstream. |
Our goal is to reduce GHG emissions related to procurement by around 90% compared to 2023. | Ongoing until 2030 |
5 The term “data center” refers to both SAP-owned and external data centers (colocation data centers and hyperscalers). We voluntarily reduce the non-renewable electricity consumption of our hyperscale providers by procuring EACs on their behalf. This is not eligible for our science-based net-zero target and solely contributes to our long-standing commitment to power all our data centers with 100% renewables.
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Operations | |||
Global car fleet: transition to emission-free vehicles
Lever
category:
|
By the end of 2024, the share of emission-free vehicles
in our fleet had increased. From 2025 onward, the usage of the vast majority of
We power all SAP-owned charging stations at SAP locations with 100% renewable electricity.
In certain countries, we offer subsidies for home charging stations. We also reimburse electricity consumption on a flat-rate or actual basis and offer employees a discount or a higher budget if they choose an emission-free vehicle. We are looking to offer similar subsidies in almost all countries where we have a corporate car fleet.
We are continually expanding SAP’s global charging infrastructure.
These actions are at global level and cover GHG Emissions Scope 1.
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Our goal is to reduce GHG emissions related to the global car fleet by more than 90% compared to 2023. | Ongoing until 2030 |
Past and Continuous Efforts
In the past years, SAP has focused its efforts on reducing its GHG Emissions Scope 1 and Scope 2 (location- and market-based), and has therefore prioritized operational levers that can significantly reduce our directly generated carbon footprint.
Operations | |
Running SAP facilities on 100% renewable electricity | Since 2014, SAP has been running all its offices, own data centers, and colocations on 100% renewable electricity in alignment with our commitment to the RE100 global corporate renewable energy initiative. Here, we use three strategic levers:
To foster renewable energy generation, we invest in high-quality EACs, certified by the EKOenergy organization.
We produce renewable electricity at selected SAP locations worldwide through solar panels (such as in Walldorf, Germany, Palo Alto, CA, in the United States, Bangalore, India, and Mougins, France). We are in the process of evaluating the implementation of a power purchase agreement (PPA) to increase the share of renewable electricity and to achieve price stability.
We have green tariffs in selected locations, such as Australia, to power our local facilities with renewable electricity (bundled EACs).
This approach allows us to reduce our entire electricity-consumption-related GHG emissions. Going forward, we aim to expand our use of power purchase agreements for sourcing renewable electricity.
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ISO 50001 and ISO 14001 | SAP’s headquarters in Germany, its North America facilities, and 100% of SAP’s own major data centers (St. Leon-Rot and Walldorf in Germany, and Colorado Springs and Newtown Square in the United States) operate ISO 50001:2018-certified energy management systems.
Our headquarters, and more than 47 SAP sites in 26 countries worldwide, deploy an ISO 14001:2015-certified environmental management system (EMS) to systematically analyze, monitor, and improve our environmental performance. SAP aims to increase the EMS scope and certify 100% of its major company-owned sites by 2025 (2024 coverage: 93%).
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Alternative commuting | We continue to offer various programs aimed at changing commuting habits.
For instance, SAP offers employees in Germany and Switzerland a fixed monthly transportation budget, as an alternative to a company car, that they can use to pay for any mode of transportation to commute to work or use in their leisure time (bicycle, e-scooter, rental car, train, bus, and so on). The program attracted around 2,500 participants in 2024.
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Business flights and carbon pricing scheme | SAP has implemented an internal carbon pricing scheme as a surcharge for business flights (GHG Emissions Scope 3 Upstream), directing the generated funds towards investments in projects that have a positive impact on the climate, for local and global populations, and for biodiversity. This financial contribution will provide quantifiable benefits to mitigate the effects of climate change beyond SAP’s own value chain.
Using the EU ETS carbon prices as a guide, we have set up a fixed surcharge of €100 per ticket, independent of the distance. This mechanism aims to incentivize organizational units and employees to reduce air travel and choose more sustainable transportation options.
The percentage of GHG Emissions Scope 3 Upstream covered by our internal carbon pricing scheme is 8%.
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Future Efforts
SAP will continue to perform the current actions in line with its net-zero targets and plans to adapt its approach to take advantage of developments in technology and incorporate future actions that the specific lines of business might identify as critical. Moreover, as part of its net-zero and transition plans, in the future SAP intends to limit its use of nature-based and technical removals to neutralize its residual value chain GHG emissions in order to reach its targets in line with SBTi’s Corporate Net-Zero Standard.
In the future (in 2030), SAP plans to retire a maximum of 690,000 carbon removal credits and equivalent tons of CO2e in line with the SBTi criteria. A share of these removals will be generated by existing contractual agreements and long-term commitments such as SAP’s investment in the Livelihoods Carbon Funds (LCF). For more details on the LCF, see the section SAP’s Contribution to Climate Finance: The 2024 Carbon Credit Portfolio. We recognize certain externalities such as some of our vendors reconsidering or adjusting their net-zero targets and the uncertainty of growing energy needs due to the increasing use of artificial intelligence. Therefore, we are closely monitoring our progress and evaluating whether we can achieve our original goal as planned or if adjustments may be necessary.
Metrics on Material Topics
SAP’s Climate Performance and Progress
In 2024, our Gross GHG Emissions (market-based) remained stable at 6.9 million tons of CO2e (2023: 6.9 million tons).
GHG Emissions Scope 3 Upstream, specifically cradle-to-gate emissions related to purchased goods and services (+55 kilotons of CO2e) and to capital goods (+26 kilotons of CO2e) increased compared to the prior year. In addition, GHG emissions from business flights grew by 25 kilotons of CO2e. This increase was countered by a slight decrease, compared to 2023, in GHG Emissions Scope 3 Downstream (-3%) and in GHG emissions from our own operations (-3%).
For more information about how we plan to reduce GHG emissions, see the Actions and Resources in Relation to Climate Change and Past and Continuous Efforts tables above.
SAP’s 2024 GHG Emissions Along the Value Chain6
6 Please note that due to rounding, numbers in the graph may not add up precisely.
For a detailed explanation of SAP’s GHG Emissions Scope 1, 2 (location- and market-based) and 3 Upstream and Downstream, see the Greenhouse Gas (GHG) Emissions Calculation Methodology section.
GHG Emissions Scopes 1, 2 (location- and market-based), and 3 Upstream and Downstream, and Gross GHG Emissions (location- and market-based)
As part of our commitment to environmental responsibility, we employ a detailed approach to categorize our GHG emissions. We classify them by Scope 1, 2, or 3, and further disaggregate them by activity and source type. This approach enhances transparency regarding SAP’s activities, facilitates precise internal tracking and measurement, and ensures comprehensive and accurate external reporting.
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in kilotons CO2e | 2024 | 2023 (base Year) |
Percentage Change |
2030 | Annual % Target / Base Year |
GHG Emissions Scope 1 | |||||
GHG Emissions Scope 1 | 109 | 112 | –3% | - | - |
GHG Emissions Scope 1 from regulated emission trading schemes | 0 | 0 | 0% | - | - |
GHG Emissions Scope 2 | |||||
GHG Emissions Scope 2 (location-based) | 120 | 129 | –7% | - | - |
GHG Emissions Scope 2 (market-based) | 1 | 1 | 5% | - | - |
GHG Emissions Scope 3 Upstream and Downstream | |||||
Total Indirect GHG Emissions Scope 3 Upstream and Downstream | 6,758 | 6,819 | –1% | - | - |
Category 1 – Purchased goods and services | 962 | 907 | 6% | - | - |
Category 2 – Capital goods | 204 | 178 | 14% | - | - |
Category 6 – Business travel | 108 | 83 | 31% | - | - |
Business flights | 101 | 76 | 33% | - | - |
Rental cars | 4 | 4 | 8% | - | - |
Train travel | 1 | 1 | –2% | - | - |
Business trips with private car | 2 | 2 | 2% | - | - |
Category 7 – Employee commuting | 18 | 18 | –0% | - | - |
Flexible mobility | 1 | 0 | 0% | - | - |
Employee commuting | 17 | 18 | –6% | - | - |
Category 11 – Use of sold products | 5,465 | 5,633 | –3% | - | - |
Gross GHG Emissions | |||||
Gross GHG Emissions (location-based) | 6,986 | 7,059 | –1% | NA | NA |
Gross GHG Emissions (market-based) | 6,868 | 6,932 | –1% | –90% | –13%* |
* This number is derived mathematically according to ESRS to show the average emission reduction per year that would be required to achieve a 90% reduction compared to the base year. This number does not reflect the real reductions, which do not occur in a linear way.
GHG Intensity per Net Revenue
GHG intensity per net revenue | 2024 | 2023 | Change in % |
Gross GHG Emissions (location-based) per net revenue1 | 280 | 313 | –11% |
Gross GHG Emissions (market-based) per net revenue1 | 275 | 308 | –10% |
1 Kilotons CO2e/monetary unit |
Connection to financial statement (€ millions) | 2024 | Notes |
Net revenue used to calculate GHG intensity1 | 24,932 | x |
Net revenue (others) | 0 | x |
Total net revenue (in consolidated financial statements)1 | 24,932 | x |
1 “Gross Profit” as found in the Consolidated Income Statements
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Energy Consumption and Mix
Energy Consumption | |||
in MWh (rounded to 100 MWh) | 2024 | ||
Total Energy Consumption | 757,900 | ||
Energy from Fossil Sources | Energy from Renewable Sources1 | Energy from Nuclear Sources | |
Total Energy Consumption | 447,900 | 310,000 | 0 |
Scope 1 | |||
Fuel consumption from natural gas and other sources | |||
Stationary combustion2 | 92,600 | 1,100 | 0 |
Mobile combustion from corporate cars (gasoline, diesel) | 339,900 | 0 | 0 |
Mobile combustion from corporate jets (kerosene) | 7,900 | 0 | 0 |
Scope 2 | |||
Consumption of purchased or acquired electricity | |||
Electricity in office buildings | 0 | 112,000 | 0 |
Electricity in own data centers | 0 | 95,200 | 0 |
Electricity in colocation data centers | 0 | 87,700 | 0 |
E-mobility electricity | 0 | 12,700 | 0 |
Consumption of purchased or acquired heat, steam, and cooling (district heating) | 7,500 | 0 | 0 |
1 Refers to the consumption of (1) self-generated renewable energy (produced on-site) and (2) the procurement of high-quality EACs. For a more detailed breakdown of this data, see the Disaggregation of Renewable Energy (including certificates) Sources table below.
2 This includes gas and oil heating systems in office buildings (owned and leased) as well as the combustion of diesel in generators and gas in co-generation units / Combined heat and power (CHP) systems. In our CHP system in Walldorf, we also use wood pellets as a renewable source to generate heat.
Share of Energy Consumed | 2024 |
Share of fossil sources in total energy consumption | 59% |
Share of consumption from nuclear sources in total energy consumption | 0% |
Share of renewable sources in total energy consumption | 41% |
Disaggregation of Renewable Energy (including certificates) Sources
(in MWh rounded to 100 MWh) |
2024 |
Fuel consumption for renewable energy sources including biomass | 1,100 |
Consumption of purchased or acquired electricity, heat, steam and cooling from renewable sources | 307,600 |
Consumption of self-generated non-fuel renewable energy | 1,300 |
Renewable Electricity
We define renewable electricity as electricity coming from renewable electricity sources such as wind, solar, geothermal, sustainably sourced biomass (including biogas), and sustainable hydropower. As recommended by the Greenhouse Gas Protocol and CDP/RE100, we actively look for the best available quality and standards, which support renewable electricity projects that meet robust criteria in terms of environmental integrity, reporting, and verification. We have defined quality criteria for the procurement of EACs by SAP to drive change in the electricity market and to avoid the risk caused by
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low-quality products. The key characteristics of our renewable electricity purchasing guidelines are as follows:
Quality Criteria for SAP’s Procurements of EACs | |
Type of renewable electricity | Currently, SAP considers only solar photovoltaics (PV) and wind for its own renewable electricity sourcing. |
Installation | The power plant producing the renewable electricity must not be older than 10 years. Where an old power plant has been renovated, the 10-year rule applies only to the additional electricity output due to increased efficiency. SAP strives to avoid considering EACs from government-supported power plants. |
Vintage | The renewable electricity must be produced in the same year or the year preceding the reporting period to which it will be applied. |
EKOenergy | All our purchased renewable electricity is EKOenergy-certified, a high-quality, internationally recognized not-for-profit ecolabel for renewable energy installations that fulfill additional sustainability criteria. By purchasing EKOenergy-certified electricity, we also contribute to EKOenergy’s Climate Fund, which finances solar projects tackling energy poverty. |
Calculation of Contractual Instruments
For our science-based target (net zero by 2030) baseline, we account for GHG Emissions Scope 2 (market-based) in line with the GHG Protocol Scope 2 Guidance.
SAP proactively purchases contractual instruments such as EACs as credible evidence that we power all our facilities with 100% renewable electricity.
We calculate the amount of renewable electricity we use by adding together the amounts of renewable electricity a) produced on site, b) covered by EACs, and c) sourced through local green tariff agreements.
The total of purchased EACs is the sum of all the electricity consumed (excluding self-generated renewable electricity) from all electricity-related Scope 2 categories: electricity in office buildings, electricity in own data centers, electricity in colocation data centers, and e-mobility (2024: 308,000 MWh).
The renewable electricity from EACs is considered only if it is verified by an official certificate or written confirmation from our EAC suppliers (100% data coverage).
For market-based reporting, we apply a region-based approach. Following this approach, we map the electricity our SAP sites consume to defined regions to ensure regional purchasing of EACs.
In 2024, contractual instruments allowed us to reduce our entire GHG Emissions Scope 2 (location-based) related to electricity consumption by 118 kilotons CO2e.
Contractual Instruments | 2024 |
GHG Emissions Scope 2 (location-based)1 | 120 |
GHG Emissions Scope 2 (market-based)1 | 1 |
Percentage of contractual instruments (location-based) | 99% |
1 In kilotons CO2e |
SAP’s energy contractual instruments can be disaggregated into unbundled and an insignificant portion of bundled instruments. Unbundled instruments allow SAP to claim renewable energy attributes separately from our physical electricity use. Bundled instruments that SAP purchases are green tariffs in selected locations, such as Australia. The percentage of these types of instruments in our strategy is set out in the table below.
Types of Contractual Instruments | 2024 |
Percentage of contractual instruments of energy bundle with attributes about energy generation | 0% |
Percentage of contractual instruments of energy unbundled with energy attributes claims | 100% |
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Beyond the Value Chain: SAP’s Contribution to Climate Finance
As part of SAP’s transition to net-zero emissions by 2030, we are making voluntary contributions to climate finance. These contributions allow us to increase our overall impact on climate change mitigation beyond our own decarbonization efforts, and help the world ensure that climate targets remain within reach.
Our contributions to climate finance are annual investments in nature-based projects, which have a positive, quantified impact on the climate and are implemented beyond our value chain. They are voluntary efforts and do not reduce SAP’s carbon footprint until we reach our reduction and net-zero target.
Until 2030, SAP is committed to annually financing climate projects that reduce and remove more CO2 from the atmosphere than our own operations (including Scope 1 and 2, and business travel GHG emissions) produce in a year. SAP achieved this goal in 2024 by funding a diverse portfolio of projects inside and outside the existing voluntary carbon market infrastructure, which are reducing and removing approximately 276 kilotons CO2e in total. Projects were either financed through direct funding (47 kilotons CO2e) or through investments in carbon credits (229 kilotons CO2e), and use an externally verified methodology to calculate their carbon impact. SAP received carbon credits from its long-term investment in the Livelihoods Carbon Funds (LCF) and carbon retailers. For the 2024 portfolio and due diligence details, see the table below.
The project portfolio financed by SAP includes reforestation, forest protection, improved forest management, rural energy, and agroforestry projects implemented in collaboration with local communities.
Our climate finance contribution supports SAP’s goal to plant 25 million trees by 2030, and fund wetland conservation. Between 2012 and 2024, SAP’s nature investments, donations, and sponsorships helped plant more than 20 million trees around the world to benefit people, the climate, and biodiversity.
SAP’s Contribution to Climate Finance: The 2024 Carbon Credit Portfolio
Total GHG removed or reduced through Carbon Credits | 229 kt |
Share of reduction credits | 48% |
From forest protection projects | 46% |
From rural energy projects | 3% |
Share of removal credits | 52% |
From agroforestry projects | 39% |
From improved forest management projects | 13% |
Share of credits certified against recognized quality standard | 100% |
Against the Verified Carbon Standard (VCS) | 59% |
Against the Gold Standard | 3% |
Against the Plan Vivo Standard | 39% |
Share of credits issued from projects in EU | 0% |
Share that qualifies as a corresponding adjustment under Article. 6 of the Paris Agreement | 0% |
Share of credits from Livelihoods Carbon Funds SAP committed to investing about €10 million (accumulated) in LCFs 1–3 between 2013 and 2045. By the end of 2024, SAP had invested about 47% of its total commitment. These funds prefinance community-based carbon projects worldwide. Due diligence is ensured through recognized standards, project management by trusted partners and non-profit organizations, and through joint oversight of the strategy, project portfolio, and impact by investors. |
3% |
Share of credits from carbon retailers SAP collaborates with an independent third-party carbon rating agency to systematically procure carbon credits from carbon retailers which are exclusively generated by the highest-rated carbon projects on the market based on the projects’ carbon score, additionality, durability, and co-benefits such as the positive impact on people and biodiversity. This diligent procurement approach helps SAP to mitigate the risk of procuring non-genuine carbon emission reductions while reinforcing our own quality expectations. |
97% |
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Carbon Credit and Project Quality Expectations
When purchasing Carbon Credits, SAP adheres to certain quality criteria, which are set out in the table below, to ensure that the underlying projects have a real impact on climate change mitigation.
Quality Criteria | Description |
Additionality/Carbon | Projects and benefits must be additional. Assumptions about the baseline must reflect reality as closely as possible and avoid overstatements. Deforestation must not have occurred to implement planting projects. The risk of leakage at the site must be identified, addressed, and reduced. |
Biodiversity | Projects must safeguard and ideally improve biodiversity. The project type and intervention must be suitable for the native ecosystem. For forestry projects, a selection of diverse, non-invasive, ideally native and climate-resilient trees are to be grown in mixed stands. |
Community and Benefit-Sharing | Projects must be designed to protect human rights and land rights, enable benefit-sharing, and ensure impacted stakeholders are consulted and involved prior to and during implementation. |
Competence | Partners must have a history of successfully implementing projects and have the necessary expertise to implement the right projects in the right places. Scientific partnerships and project designs are strongly preferred. |
Compliance | Partners must pass SAP’s standard compliance checks. Projects must quantify carbon benefits based on a standardized and externally validated methodology. Carbon credits must be independently certified and validated by an external party. The same carbon impact must not be sold to multiple parties. |
Durability | Projects must implement measures to address emission sources, and protect the project during the committed time, ideally permanently. For forestry projects: If necessary to safeguard project durability, trees are to be selectively and responsibly harvested to allow for regrowth (no large-scale clear-cuts). |
Transparency | Project implementors are to monitor and report on project progress on a regular basis. |
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Resource Use and Circular Economy
In this section, we disclose information about SAP’s material IROs related to our resource use and to circular economy topics. The material IROs with the identifier E5-1 to E5-4 can be found in the IRO table included in the Results of the Double Materiality Assessment section.
Our Approach and Policies
Our double materiality assessment, including the methodology, evaluation, and the results can be found in the Double Materiality Assessment section. In alignment with these results, this section focuses on electrical and electronic equipment waste (WEEE, or e-waste). Despite general waste management not being material and therefore being excluded from this section, it is still important in our operations. We are committed to operating free of single-use plastics, our sites have segregation procedures, and in the context of our environmental management system (EMS), there are local initiatives in place to reduce general waste generation.
Policies Related to Resource Use and Circular Economy
In line with our commitment to environmental responsibility and sustainable practices, the SAP Global Environmental Policy addresses our zero e-waste target of striving toward zero e-waste in our own operations by 2030. This means diverting more than 90% of the electrical and electronic waste generated within our own operations from incineration and landfill by 2030.
We are currently working on a new policy, which we expect to publish in 2025, that continues our commitment to zero e-waste. This policy will include circular economy pillars in our own operations that prioritize the avoidance and minimization of waste generation over waste treatment. Since hardware and electrical and electronic equipment are necessary for our core business, this policy is designed to reduce the negative impact and risks associated with e-waste and manage the relevant materials in accordance with the waste hierarchy. For more information about our SAP Global Environmental Policy, see the Climate Change section.
Our Actions and Targets
To support the transformation of the economy into a low-carbon, circular system, we partner with IT asset lifecycle companies to provide a correct end-of-life treatment for our e-waste and work toward mutual sustainability targets.
Target | Base Year | Target Year | Target Description |
Work to achieve zero e-waste in our own operations by 2030. | The target applies to all our e-waste on an annual basis, regardless of a base year. | 2030 | We commit to continue to divert more than 90% of the e-waste generated by SAP-operated data centers and facilities from incineration and landfill.
This global zero e-waste target, defined in our Global Environmental Policy, is a voluntary target and expressed in relative values.
This target is global, and covers our own operations, including SAP-operated data centers (SAP-owned data centers and colocations) and end-user IT equipment. We aim to reflect the expectations of stakeholders, particularly those of customers, investors, employees, and authorities. When setting this target, we referred to the framework and statistics for the status of e-waste management worldwide from the UN’s Global E-waste Monitor (GEM),.
By setting this target, we aim to constantly provide the best end-of-life treatment possible. Depending on the condition a device is in, it will be reused, recycled, recovered, or, finally, disposed of, as per the waste hierarchy.
Due to the industry we operate in, this target does not cover circular design, circular material use rate, minimization of primary raw materials, resource efficiency in the use of technical biological materials and water, nor other matters related to circular economy (besides waste management). |
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Target | Base Year | Target Year | Target Description |
water, nor other matters related to circular economy (besides waste management).
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Methodology and Assumptions
Electrical and electronic equipment waste (WEEE or e-waste) is defined as all electrical and electronic devices that are discarded. It ranges from end-user IT equipment, such as laptops, peripherals, and mobile devices, to the computing, networking, and storage devices in our data centers. In alignment with ESRS definitions, we define the waste streams as follows:
Waste diverted from disposal:
- | Reuse (top priority): the refurbishment and resale of functioning devices to give them a second life |
- | Recycling (second priority): the extraction of raw materials to preserve and reuse them (such as plastics, metals, and rare earths) |
Waste directed to disposal:
- | Incineration with and without energy recovery, where the former refers to the generation of energy from the incineration of waste |
- | Landfill: the disposal of waste on a landfill site. We strive to avoid this treatment wherever possible. |
Reducing Waste from Our Own Operations
At SAP, we have global initiatives in place to reduce e-waste from IT equipment used at SAP offices and from the hardware components used in SAP-operated data centers.
SAP’s global initiatives to reduce e-waste from workplace equipment | |||
Action Name | Description | Expected Outcomes | Time Horizon |
Office network management | The service provider and manufacturer owns and manages the network infrastructure, allowing SAP to avoid the constant cycle of purchasing, maintaining, and disposing of hardware.
Also, the service provider and manufacturer is committed to incorporating circular design principles into 100% of its new products and packaging by 2025.
|
Avoidance of the constant cycle of purchasing, maintaining, and disposing of hardware. This initiative reduces electronic waste and promotes a circular economy. | The rollout started in 2024, covering 18% of our office locations. Full implementation across 100% of our sites is expected to be completed by 2026. |
SAP Ariba Catalog consolidation | Overall reduction of catalog items to make hardware storage and delivery more efficient and focus on sustainable products. | Reduction in orders placed by SAP employees, along with specific restrictions on IT peripherals. | This is an ongoing SAP action.
|
Expansion of our bring-your-own device IT service for smartphones | Considerable reduction in devices required overall through introduction of “bring your own device” (BYOD) for Android and iOS. | BYOD reduces the need for employees to have separate personal and work devices, thereby cutting down on the total number of devices and on e-waste. | This is an ongoing SAP action.
|
Printer toners | As part of printing as a service, our service provider handles the recycling of printer cartridges. This service is offered for 98% of SAP printers worldwide. | Avoidance of e-waste by recycling of printer cartridges. | This is an ongoing SAP action.
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SAP’s global initiative to reduce e-waste from hardware at SAP-operated data centers | |||
Action Name | Description | Expected Outcomes | Time Horizon |
Climate Neutral Data Centre Pact (CNDCP) | Circularity working group to define sustainability measures and find additional levers to existing legislation to drive positive change. This action has a global scope. | Increase in the circularity of SAP hardware.
|
This is an ongoing SAP action. |
ITAD provider contracts in place to secure sustainable handling | To help us achieve our zero-waste and net-zero targets, and to influence investment in advanced recycling methods to decrease incineration and landfill, we engaged with certified IT asset disposition (ITAD) companies that adhere to SAP’s policies to process our e-waste. This action has a global scope. | Improved performance to support our zero-waste target.
|
This is an ongoing SAP action. |
Waste treatment requirements in the SAP Supplier Code of Conduct | Under our SAP Supplier Code of Conduct, our suppliers must follow the waste hierarchy to properly manage their waste. The Code of Conduct also sets out specific requirements regarding hazardous materials and solid waste. This action has a global scope. | Decrease in e-waste by influencing our suppliers.
|
This is an ongoing SAP action. |
Targets Related to Resource Use and the Circular Economy
Overall Progress
We have identified two main workstreams: workplace IT equipment and data center equipment. For more information about our initiatives on these workstreams, see the section entitled Reducing Waste from Our Own Operations above. For IT equipment, we also have local initiatives in the context of our environmental management system (EMS). The EMS covers 47 SAP sites worldwide, each of which has local targets in alignment with our global goals, including zero waste.
How SAP Measures Performance and Progress
We have partnered with certified local and international ITAD companies at almost all SAP locations, starting with our major sites, to reuse, recycle, and properly dispose of our e-waste. Our ITAD partners process 94% of SAP’s devices worldwide.
We monitor our global zero-waste target quarterly by collecting and analyzing all ITAD providers’ data to ensure that our progress through the year is in alignment with that target. Progress is disclosed annually, by treatment classification .
The e-waste data from our global ITAD providers is analyzed to identify correlations and derive internal actions. As of the third quarter of 2024, we have increased the frequency in which collect and process this data from our local ITAD providers to quarterly. All the data is provided in a high level of granularity, at item level, expressed in kilograms, and shows the information by end-of-life (EOL) treatment (reuse, recycle, incineration with and without energy recovery, or landfill). Our analytical reporting sourcing system, established in 2023, was further improved in 2024 to be aligned with ESRS standards, aiming at even greater transparency and precision in tracking our environmental and social impacts.
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Metrics on Material Topics
in metric tons | Totals | Hazardous | Non- hazardous |
Waste from electrical and electronic equipment (WEEE, e-waste) | 793 | 264 | 528 |
Total amount diverted from disposal | 749 | 248 | 501 |
Preparation of reuse | 410 | 161 | 248 |
Recycling | 340 | 87 | 253 |
Other recovery operations | 0 | 0 | 0 |
Total amount directed to disposal | 43 | 16 | 27 |
Incineration | 35 | 12 | 23 |
Landfill | 9 | 4 | 5 |
Other disposal operation | 0 | 0 | 0 |
Total Non-recycled waste | 43 | 16 | 27 |
Percentage of non-recycled waste | 5% | 6% | 5% |
This table contains e-waste information, because it is the only material waste stream for SAP based on the materiality assessment. In 2024, we generated 793 metric tons of e-waste (–47% compared to 2023), from which 263 metric tons are classified as hazardous.
Waste Stream and Composition of Our E-Waste
The workplace IT equipment waste stream consists primarily of end-of-life products from the information technology and telecommunications sectors, including electronic devices, such as laptops and smartphones, and accessories, such as cables, power plugs, keyboards, and headsets. The raw materials derived from these discarded products are mostly non-metallic minerals, such as plastic and glass. However, they also contain metals, including aluminum, cobalt, lithium, magnesium, titanium, tantalum, platinum metals, and other elements, such as phosphorus and rare earth elements. Copper, silver, gold, and other precious metals can also be found in small quantities.
The data center equipment waste stream includes servers, network, storage, and backup devices. The main materials present in the waste are circuit boards, ferrous metals, non-ferrous metals, and plastics.
Methods Used to Calculate SAP WEEE The e-waste data we receive from our IT asset disposition
partners is based on weight, or on the number of devices converted into weight using the average weight per device. To determine the
share of end-of-life treatment practices (recycling versus incineration with or without energy recovery versus landfill), our partners
aim to use the quotas in place at recycling sites. If this data is not available, regional quotas or other country quotas are used for
approximation.
For SAP offices that are not covered by any of our partners, we extrapolate e-waste percentages for end-user IT equipment based on full-time equivalents.
For SAP-managed colocation data centers that are not covered by our global IT asset disposition partners, we extrapolate the data based on the electricity consumption share.
The breakdown across recycling, incineration with or without energy recovery, and landfill for extrapolation processes, is calculated using the country-specific or region-specific factors provided by the Global E-waste Monitor 2024.
Overall, we achieved a data coverage for our WEEE reporting of 94%.
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Social Information
In this section, we disclose information about SAP’s human rights matters and material impacts, risks, and opportunities (IROs) related to social topics and responsibility. For more information, see the sections Human Rights, Own Workforce, Workers in the Value Chain, Security, Cloud Compliance, and Data Protection and Privacy, and Responsible AI.
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Human Rights
Our Commitment
SAP is committed to respecting and advancing human rights across our operations, extended supply chain, and product lifecycle. We also expect our employees and business partners to respect human rights and to avoid complicity in any abuse.
SAP respects and upholds the values of the International Bill of Human Rights and the International Labour Organization (ILO) Core Labour Rights Conventions. We do this by taking guidance from the United Nations Guiding Principles on Business and Human Rights (UNGPs) and the Organisation for Economic Co-operation and Development (OECD) Guidelines for Multinational Enterprises on Responsible Business Conduct.
Our Global Human Rights Commitment Statement describes SAP’s human rights-related action areas, human rights governance and risk management system, prioritized risks, preventive and remedial measures, and expectations placed on employees and all business partners. It applies to all SAP operations worldwide. The current version is available on our public Web site and has been rolled out globally to employees and suppliers. We updated the statement in 2024. Ultimate responsibility for our Global Human Rights Commitment Statement lies with the SAP Executive Board.
Our Approach to Human Rights Due Diligence
In alignment with the UNGPs and the German Supply Chain Act, we have implemented a human rights due diligence process to identify, prevent, and mitigate salient human rights risks. We continuously monitor and evolve this process and seek to embed it into our organization and business relationships.
Our due diligence process is governed by a cross-company agenda, driven collaboratively by the Human Rights Steering Committee and multiple lines of business, including People & Culture, Procurement, and GR&AS, and monitored by our Human Rights Office, which reports to our Executive Board at least once a year and more often if required.
Methodologies and Definitions
SAP’s assessment of potential negative human rights impacts (“risks”) is informed by the UNGPs and the German Supply Chain Act specifically. Our Human Rights Due Diligence program assesses and prioritizes the material matters concerning our own employees and value chain workers, such as adequate wages, health and safety, gender equality, equal pay for work of equal value, measures against violence and harassment, and eradication of child and forced labor.
We use ESG risk management software to ensure we have a structured process for assessing potential impacts of our own operations and those of our tier 1 suppliers. For information about our suppliers, see the Workers in the Value Chain section. Our risk assessment process includes the following steps:
Step 1: Performing an abstract risk analysis in which we evaluate country-specific and industry-specific risks related to human rights and environmental standards by referencing quantitative indicators from the World Bank and the United Nations and qualitative data from sources such as the CSR Risk Check of the German Helpdesk on Business and Human Rights.
Step 2: Performing a concrete risk analysis in which we identify risks from our own operations and from our tier 1 suppliers. For our own operations, we examine high-risk topic clusters more closely by interviewing experts, drawing on internal data from, for example, our complaints mechanisms and environmental management system, and on queries from the country-specific financial risk identification process.
Regarding our tier 1 suppliers, we conduct detailed assessments of high-risk suppliers, particularly those with significant spend (that is, of more than €50,000) by using questionnaires to gather information about their response to the risks that were identified.
Step 3: Prioritizing potential negative impacts related to our own operations and value chain based on criteria such as the nature of our business activities, our ability to influence suppliers, probability and severity (scale, scope, remediability) of potential violations, and the nature of our causal contribution.
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We also assess potential impacts related to our indirect (tier 2-n) upstream supply chain and downstream value chain. For example, we use impact measurement and valuation to gain an understanding of positive and negative impacts in our value chain. For more information about our impact measurement and valuation, see the Impact Valuation Approach section.
Based on our assessments, we have started to prioritize potential negative human rights impacts along the value chain. The following impacts have been identified as salient:
– | In our own operations: non-discrimination |
– | In our direct and indirect supply chain: decent living wages (prioritized for further assessment) |
– | Related to products, services, and customers: non-discrimination and privacy |
For more information about how SAP addresses these prioritized impacts, including the resources it allocates, see the sections Own Workforce; Workers in the Value Chain; Security, Cloud Compliance, and Data Protection and Privacy; Responsible AI.
Further action areas
SAP ensures its employees’ right to recovery and leisure time in accordance with local labor laws and ILO conventions on labor standards regarding working hours.
We do not accept forced, bonded, or involuntary prison labor nor any form of human trafficking. Employment at SAP is voluntary. Employees are free to leave their jobs after any required notice periods, where applicable and consistent with their employment contracts. In our recruiting and hiring processes we ensure that our employees do not have to pay recruitment fees. We also make sure that they are not required to lodge deposits, identity papers, or any other documents that might limit their legal status, their freedom to travel, or their ability to leave their job temporarily or permanently after commencing employment with SAP.
SAP does not tolerate child labor. Our HR recruitment and hiring processes, and our policies prohibit it. To foster quality education and job opportunities, SAP offers various vocational training programs, which may include minors under the age of 18. These individuals receive a special employment contract and extra care is taken to ensure working time is not exceeded and that their well-being is protected.
We require our suppliers and partners, pursuant to our Supplier and Partner Code of Conduct policies, to uphold human and labor rights, and to ensure a safe, healthy, and fair work environment in alignment with the international standards outlined above. Our Code of Conduct requires that suppliers must not engage in human trafficking or use forced, compulsory, or child labor.
Engagement on Human Rights
As set out in our Global Human Rights Commitment Statement, SAP engages in various ways with potentially affected stakeholders both within and outside the Company. We liaise with stakeholders such as employee representatives, experts from academia, civil society, and industry, who are represented on SAP’s external Sustainability Advisory Panel. In 2024, we met regularly with employee representatives to understand their specific concerns and interests related to the rights protected by the German Supply Chain Act. At these meetings, the discussions focused SAP’s complaints management and reporting.
We also survey our employees regularly to take their feedback into account on topics that matter to them. For more information about our engagement with our own workforce, see the Engaging with Our Own Workforce section; for information about our interactions with workers’ representatives, see the Social Dialogue, Involvement of Works Councils section.
For information about our engagement with value chain workers, see the Processes for Engaging with Value Chain Workers section. For information about our engagement in AI ethics and data protection and privacy, see the Processes for Engaging with Stakeholders subsection in Responsible AI and in Security, Cloud Compliance, and Data Protection and Privacy.
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Remedy for Human Rights Violations
We are committed to working with affected people or their representatives to remedy negative impacts on human rights depending on SAP’s causal contribution. In our own business, all relevant teams and individuals work together to take immediate and long-term action to end violations and prevent reoccurrences.
For more information, see the Complaints Management and Investigations section.
At the time of publication of this report, we are not aware of any cases of severe human rights incidents connected to our own workforce that constitute a violation of the UNGP or the OECD Guidelines for Multinational Enterprises. No cases of non-compliance with the UNGPs, ILO Declaration on Fundamental Principles and Rights at Work, or the OECD Guidelines for Multinational Enterprises involving value chain workers were reported in 2024.
Own Workforce
In this section, we disclose information about SAP’s material IROs related to our own workforce. The material IROs with the identifiers S1-1 to S1-13 can be found in the IRO table included in the Double Materiality Assessment section.
Based on our DMA, we do not have any material impacts on our own workforce that may arise from transition plans for reducing negative impacts on the environment and achieving greener and climate-neutral operations. Added to this, we have not identified any operations at significant risk of incidents of child labor or forced and compulsory labor in our own workforce.
In the text below, we have outlined the targets and/or metrics by which we assess the effectiveness of our policies and actions. In instances where practical measurement is not possible, we have refrained from including such information. Unless otherwise stated, all numbers in this section are reported based on headcount.
Our Approach
SAP actively prioritizes the interests, views, and rights of its employees in all operations, including our business model and strategy process. At SAP, we carefully consider the possible effects of our actions on our workforce. We will elaborate on these in the sections below.
Input
We actively engage with our workforce to understand its perspectives, concerns, and aspirations. Strategic input from the workforce is collected at various levels and through several channels. At the employee level, the channels most frequently used for structured feedback are employee surveys and sounding boards of selected employees for the most strategic corporate projects. For more information about how we engage with our workforce, see the section Processes for Engaging with Our Own Workforce. At the leadership level, selected leaders are actively involved in the yearly strategy definition process. Additionally, ongoing feedback is collected through leadership steering committees and sounding boards, such as the Innovation Committee. For more information about our committees and boards, see the Corporate Governance Statement in the Combined Management Report. Lastly, there are frequent exchanges between SAP’s management and the works councils, who represent the rights and views of SAP employees.
Output
While the various feedback channels inform the overall strategy definition process, a key output element of the strategy is our corporate culture, which includes shared values and our leadership credo. By fostering an inclusive and transparent culture, we empower employees to voice their opinions and contribute to the direction of the Company. Moreover, our People Agenda, as one of the pillars in SAP’s corporate strategy, is a key strategic priority that drives our actions.
In summary, the interests, views, and rights of our workforce are deeply ingrained in SAP’s strategy and business model. By prioritizing the well-being and empowerment of our employees, we believe we can drive long-term value creation for all stakeholders, including our workforce, customers, partners, and shareholders.
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People Agenda
Established in 2024, the People Agenda is a holistic system in which people, organizational, and technological development are interconnected. We have defined three key strategic pillars built on a strong foundation that together make up our People Agenda:
– | Our growth culture guides how we work internally and address the market and customers externally. It increases our capacity for change, drives efficiency, and ensures accountability, helping us deliver high-performance results for our customers and markets. By executing in line with our strategy, we strengthen the engagement and commitment of everyone – employees, partners, customers, and shareholders. Additionally, we are investing in comprehensive leadership development programs that will equip all our leaders with the skills to develop teams, lead transformation, and consistently deliver results. While individual growth is important, we also recognize the need to enhance our organizational capabilities to fully support our culture. We are committed to building high-quality methodologies and tools in organizational development and change management. These resources will be essential for enabling SAP’s ongoing transformation and ensuring that we remain agile in a rapidly changing environment. |
– | Our skills-led people ecosystem prioritizes HR practices that focus on skills at every stage of the employee lifecycle: from skills-based job descriptions and personalized skill assessments, to enhanced individual learning and development opportunities tailored to growth, to hiring based on skills and abilities rather than just experience or academic qualifications. |
– | Our game-changing people technology harnesses SAP’s own technological capabilities. SAP SuccessFactors will form the core of our processes going forward and equip us to deliver data-driven, AI-enhanced, and fully individualized solutions for everyone at SAP. This will enable us to foster data-driven and transparent decision-making for leaders and allow everyone to grow and develop to their best abilities based on data insights. As the number one showcase and customer of SAP SuccessFactors ourselves, we will actively drive the Human Capital Management (HCM) roadmap and pioneer innovations – for our customers too. |
These pillars rest on the strong foundation of our people-centric work environment, which fosters employee well-being, safety, and health, as well as workforce diversity and workplace inclusion. Together, these elements are designed to establish a forward-thinking workplace.
Characteristics of Our Own Workforce
Methodologies and Definitions
Number of employees (heads): The number of employees is independent of their capacity levels.
Headcount in heads: This describes the headcount in heads as at the last day of the reporting period. An employee working part-time still counts as one head. Only headcount-relevant employees are included in “headcount in heads” figures. In general, this includes all active employees on permanent contracts and employees on contracts longer than six months. Students and employees on long-term leave are excluded.
Full-time equivalent (FTE): FTE is a key metric that indicates the staffing percentage of an employee in a position based on their capacity utilization level.
Headcount in FTEs: This refers to the total number of FTEs as at the last day of the reporting period. An employee working half-time counts as 0.5 FTEs. Only headcount-relevant employees are included in FTE figures. In general, this includes all active employees on permanent contracts, and employees on contracts of more than six months. Students and employees on long-term leave are excluded.
Headcount-relevant/non-headcount relevant: In general, employees with an FTE greater than 0 are considered headcount-relevant. Students, vocational trainees, and interns are considered non-headcount relevant.
Breakdown by gender: number of employees, broken down by gender. This includes the categories female, male, other, and not reported or not disclosed.
Gender category “other”: This ESRS category refers to gender as specified by employees themselves. At SAP, employees are able to provide gender options other than female or male that are
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legally recognized in their corresponding countries. As of the end of 2024, other gender options had been provided in Germany, Argentina, and India.
Employees who have left SAP: This describes the total FTE of employees who have left SAP. It does not include employees who have transferred internally or from one subsidiary to another (though there may be local exceptions due to payroll system constraints). The number includes all headcount-relevant employees whose employment contracts have been terminated and those headcount-relevant employees who have accepted a fixed-term non-headcount relevant contract of less than six months. It is reported as a full-year number.
External hires: Total headcount in FTE of employees who have been hired externally. This number does not include internal transfers or employees who have transferred from one SAP subsidiary to another. It is reported as a full-year number.
Employee Turnover: This describes the overall rate of terminations (that is, employees leaving SAP, not internal transfers), including fully integrated acquisitions. It applies to headcount-relevant employees only and is calculated based on FTE numbers. It is reported as a full-year number.
Employee contract type: Numbers are reported based on employment types. For more information, see the description of the different employment types below.
Temporary hourly-paid: Employees who are paid an hourly wage. The contract can be longer than six months (for students), depending on local practices.
All the numbers in this section are reported at the end of the reporting period unless otherwise stated.
Terms of Employment
Various terms of employment exist at SAP. Definitions may vary depending on local laws.
Employees with a permanent/unlimited contract (permanent employees): Permanent employees have a direct employment relationship with an SAP entity with no pre-determined end date. Permanent employees can work either full-time or part-time and are assigned an internal SAP user ID and personnel number in our HR systems.
Employees with a limited contract (temporary employees): Temporary employees have a direct employment relationship with an SAP entity that is not permanent in nature; the end date of the employment contract is predefined. Temporary employees can be employed either full-time or part-time and are assigned an internal SAP user ID and a personnel number in our HR systems.
External workers (third parties): For more information, see the section Characteristics of Non-Employee Workers in Our Own Workforce.
For more information about our employee headcount, see the Notes to the Consolidated Financial Statements, Note (B.1).
Number of Employees in Headcount, Breakdown by Gender
Gender | Number of Employees (headcount) |
Male | 71,007 |
Female | 38,965 |
Other | 1 |
Not reported | 0 |
Total employees | 109,973 |
Number of Employees in Full-Time Equivalents, Breakdown by Gender
Gender | Number of Employees (full-time equivalent) |
Male | 70,823 |
Female | 38,298 |
Other | 1 |
Not reported | 0 |
Total employees | 109,121 |
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In 2024, 8,390 employees (FTE) left SAP and 8,974 FTE were hired externally. Employee Turnover was 7.8% (2023: 6.0%).
SAP is constantly adapting to new market conditions and changing customer requirements. As part of this ongoing transformation, in 2024 we launched a Company-wide restructuring program (“Next Level Transformation Program”). Our aim is to further simplify our structures and processes while investing in key strategic growth areas such as AI. For more information about the impact of the program, see the Notes to the Consolidated Financial Statements, Note (B.6).
Total Number of Employees by Headcount
Female | Male | Other | Not Disclosed | Total | |
Number of employees | 38,965 | 71,007 | 1 | 0 | 109,973 |
Number of permanent employees | 38,767 | 70,871 | 1 | 0 | 109,639 |
Number of temporary employees | 198 | 136 | 0 | 0 | 334 |
Number of non-guaranteed hours employees | NA | NA | NA | NA | NA |
At SAP, we have various non-headcount-relevant employee categories. None of these categories match the ESRS definition of “non-guaranteed hours employees.” However, at SAP we have employees who are paid hourly (for example, working students) but who have a reliable minimum number of hours guaranteed. For 2024, the number of temporary hourly-paid employees was 1,548 (747 male, 798 female, 2 other, 1 not disclosed).
Number of SAP Employees by Headcount, Broken Down by Country for Countries in Which SAP Has 50 or More Employees Representing at Least 10% of Its Total Number of Employees
Country | Number of Employees (headcount) |
Germany | 26,944 |
United States | 17,712 |
India | 16,164 |
Characteristics of Non-Employee Workers in Our Own Workforce
Our Global External Workforce Policy describes and governs worker classifications. Note that SAP also has country-specific policies in place to cover 90% of the external worker population to ensure that specific local legislative considerations are documented clearly within those policies.
The only external worker classification that would be considered part of SAP’s “own workforce” is “temporary staff.”
Temporary staff are persons deployed to act as replacement employees for a limited period of time. They can be integrated into a team and given working instructions as if they were employees. Typical circumstances in which temporary workers may be engaged to replace or fill in for an SAP employee include:
– | Providing cover for employees who are on extended leave (for example, maternity leave, or extended sick leave) |
– | Providing cover for temporary peaks in work |
– | Providing specialist skills on a short-term basis |
Our Temporary Staff Guidelines outline the way in which SAP employees are to engage and behave with temporary staff to ensure transparent engagement behaviors in our daily business and compliance with this policy.
In 2024, SAP contracted 901 temporary staff by headcount through undertakings primarily engaged in employment activities. This figure is an average of the number of individuals engaged in 2024.
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All other non-employee engagements are classified as “services.” This means that the supplier provides a service and that SAP contracts the service to be delivered, not the labor. Per the requirements of a service, the work is not under the control or supervision of SAP. For more information about workers in our value chain, see the section Workers in the Value Chain.
Processes for Engaging with Our Own Workforce
At SAP, we engage and communicate with our own workforce regularly, using a variety of formats and media as part of our comprehensive, continuous efforts to listen and to maintain a dialogue. This includes dedicated follow-up actions to address employee feedback.
To ensure good communication with our employees, we have dedicated communication teams at global, Board area, regional, and local level.
We communicate with our workforce about topics that are important for them through a range of channels. Examples are shown below. Global communications to all employees do not usually include temporary staff, due to the dynamic nature of distribution lists for them. For local events and communication channels, local laws stipulate whether or not temporary staff should be included. Temporary staff can also access information published on SAP One, our internal employee portal.
Audience | Asset/ Channel | Cadence | Description |
All Employees | Global Employee Meeting (GEM) - (hybrid live event) | Quarterly | The GEM is a meeting that connects members of the Executive Board with employees. Top-voted employee questions are addressed on stage and online by an expert panel. |
Earnings Check-In (hybrid live event) | Quarterly | This event complements the GEM by providing an additional, dedicated discussion forum with the CFO and CEO, on or immediately after earnings day. Top-voted employee questions are addressed on stage and online by an expert panel. | |
Unplugged sessions with CEO (hybrid live event) | Quarterly | Unplugged sessions offer an informal forum for employees to ask the CEO questions on all topics related to SAP. | |
Sessions with HR directors | Six-monthly | These live meetings allow HR directors to share insights and provide context for country-specific topics, regional updates, and global announcements (to outline the local impact). Employees can ask questions and share feedback. | |
Coffee Corner Espresso Edition (hybrid live event) | Monthly | These sessions take place in a short, moderated Q&A format, in which a Board member and/or L1 executive answers questions from employees. | |
Employee checklist (newsletter) | Monthly | This checklist is sent by e-mail as a source of information to all SAP employees worldwide. Content must be globally relevant. | |
What’s Up Work Zone (website) | Multiple per month | An internal website featuring internal global news, information, and events. | |
-Coffee Corner (onsite live event) -Coffee Call (hybrid live event) |
Multiple per month | Q&A sessions, during which executives answer employees’ questions. | |
Announcements widget (SAP One Home) |
Weekly | A collection of globally relevant, need-to-know information for employees. | |
Organizational announcements | As needed | Major organizational changes are followed by multi-channel communications cascades. These include e-mails, in-person events, internal online articles, FAQs, and other documentation, depending on the need. | |
All Managers | Leaders What’s Next Call | Monthly | These live calls for all leaders cover relevant and timely HR and people management topics to help leaders manage their teams and organizations. |
Manager checklist | Monthly | An informational e-mail sent to all managers worldwide. Content must be globally applicable and relevant to managers in their supervisory capacity. | |
All Managers and Chief Experts | Leadership Communications Pack (LCP) | Quarterly | The LCP includes a summary of important company-wide topics for leaders to share with their teams. |
Executive Leadership | SAP Forward Call (virtual) | Monthly, and as needed | These meetings connect the Executive Board and SAP’s senior and global executives. They cover need-to-know, critical company topics and allow time for discussion and Q&As. |
In a concerted effort to continuously promote a diverse and inclusive culture – and ensure wider accessibility to global employee events – we deploy assistive technology, including sign language
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interpreting (primarily American Sign Language), assistive listening devices (ALDs), closed caption screens, reserved priority seating, and post-event recordings with professional captioning.
In addition, HR directors (HRDs) engage with employee representatives regularly on the legal requirements of their respective countries and timely inform and consult these representatives about measures that impact employees and which require codetermination. These interactions can be initiated by either side.
To ensure the effectiveness of its communications, our People Communications team regularly tracks the reach, engagement, and sentiment of its owned channels. This data is used to inform stakeholders and improve future communications, as well as to continuously refine communication channels and approaches. The team uses a combination of e-mail marketing tools, data analytics tools, and manual analysis. One of our platforms for internal e-mail communication is an in-house tool called Communications Hub. It enables us to track open rates, read rates, and link clicks. The Global Communications Team (specifically, People Communications) also measures pre-event engagement through the volume of questions submitted, and uses in-event polling, to gather feedback from attendees. Attendance numbers (virtual) and replay views are also tracked.
At SAP, we recognize that employee engagement is a critical driver of innovation, productivity, and long-term organizational success. Our Executive Board members play an important role in fostering and maintaining employee engagement. Given SAP’s approach to employee engagement, no single role is operationally responsible for employee engagement. It falls within the role of the chief human resources officer to foster engagement between SAP and its employees through various formats for interacting and listening, and through our People Agenda. Further, the responsibilities of HR directors include supporting communication and dialogue, and implementing the People Agenda at country level. The chief communications officer is responsible for ensuring communication between SAP and its employees.
#Unfiltered
Definitions
Employee
Engagement Index (EEI): For more information, see the Incorporation by Reference
section of our Appendix .
Leadership Trust Net Promoter Score (Leadership Trust NPS): The metric is derived from a question in our #Unfiltered survey that gauges employees’ trust in our leaders. Based on the Customer NPS methodology, it is calculated as a percentage of “promoters” (a score of 9 or 10 on a 10-point scale) minus the percentage of “detractors” (a score of 1 through 6). The method ignores “passives” (a score of 7 or 8). Consequently, the value range of the NPS is –100 to +100, with the latter being the best achievable score.
Business Health Culture Index (BHCI): This metric was collected in the #Unfiltered survey run in June 2024. For more information, see the Health, Safety, and Well-Being section.
Simplification of Processes: This index shows the impact of our continued efforts to simplify our processes. It is measured on the basis of answers to 14 questions in our #Unfiltered program (November 2024 survey).
Diversity & Inclusion Index: The Diversity & Inclusion Score from #Unfiltered indicates the extent to which SAP successfully offers employees a working environment that promotes diversity and inclusion. The index is measured on the basis of answers to three questions (June 2024 survey).
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#Unfiltered,1 our employee engagement survey program, runs twice a year to measure key people metrics, engagement drivers, and employee sentiment. #Unfiltered is a demonstration of our commitment to listen regularly to our employees and act together on their feedback. In 2024, we ran surveys in June and November to gauge sentiment on employee engagement, leadership trust, health and well-being, and other topics. The average scores from both surveys were used as the full-year Employee Engagement Index and Leadership Trust NPS.
The EEI is part of the short-term, one-year performance-based compensation (Short-Term Incentive, STI) of the Executive Board members. The target range for the EEI in 2024 was 76% to 80%. In July, SAP adjusted the EEI outlook for the full-year 2024 to 70% to 74% based on the latest available results by the end of Q2. The EEI, along with other survey metrics, such as BHCI and Leadership Trust NPS, declined due to multiple factors, including, for example, the transformation and restructuring efforts, the evolution in SAP’s hybrid work guidance, or external influences which were beyond SAP’s control. The adjustment of the outlook did not affect the Executive Board’s compensation targets. The target range for 2025 is between 74% and 78%. For more information about the results and outlook, see the section Measuring Our Success in the Combined Management Report. Measures were introduced to counteract the decline in EEI, which already showed positive effects in the second half of the year.
Additionally, we use a number of feedback instruments within our continuous listening approach to assess how individual employees experience the various touchpoints along the employee lifecycle. This approach enables us to understand how employees perceive SAP, to enhance our processes, and to optimize the employee experience.
We act on the feedback we receive from these various listening measures to improve organizational and team development. Our follow-up activities are driven by a two-fold approach: global focus areas are coordinated centrally, while team-related activities are coordinated within the respective teams.
We also track the Diversity & Inclusion Index of our own workforce through our #Unfiltered survey, which allows us to take a deeper look at the aspects of gender, age, job level, and geography for all employee engagement scores.
1 83,042 employees participated in the #Unfiltered survey in June (response rate: 76%) and 77,577 employees participated in the #Unfiltered survey in November (response rate: 70%). All headcount-relevant employees and also (in Germany) non-headcount relevant employees on parental leave, on long-term sick leave, with a tenure of more than six months, PhD students, and vocational trainees were invited to take part in the 2024 #Unfiltered survey cycle. The survey did not include employees at Taulia, LeanIX, or WalkMe.
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True to our commitment to nurture a diverse and inclusive work environment in which each person’s unique background and identity is not just acknowledged but celebrated, we aspire to offer enhanced support to employees worldwide. To this end, in 2023, we launched our Global Diversity Survey.2 This annual survey allows individuals to share – on a voluntary basis and in compliance with the legislation of the respective country – personal characteristics, such as their ethnicity, gender identity, sexual orientation, disability status, nationality, military/veteran status, and caregiver status. In 2024, the survey achieved a response rate of 10%. The feedback provided new insights into our understanding of diversity in the workforce, including:
– | Expressions of pansexuality and self-described gender identities |
– | The underrepresentation of nationalities, religions, and of people from ethnic backgrounds |
– | ‘Caregiving,’ which encompasses responsibility for children, parents, grandparents, spouses, or partners, as well as those preparing to become caregivers. |
SAP has 13 employee network groups (ENGs),3 which are voluntary initiatives. At regular meetings with Executive Board members and other leaders, the ENGs share grassroots level feedback and ideas to improve systemic inclusion.
For more information about our engagement with workers’ representatives, see the section Social Dialogue, Involvement of Works Councils.
Global People Compliance
Our Approach and Policies
SAP is committed to providing a workplace that is free from discrimination and harassment. Discrimination, including harassment, sexual harassment, retaliation, and any other form of inappropriate workplace conduct are prohibited. Our Global People Compliance team supports this commitment through our Global Anti-Discrimination Policy, objective investigations, and various training courses.
SAP Global Anti-Discrimination Policy
The SAP Global Anti-Discrimination Policy applies to work-related discrimination, harassment, bullying, and retaliation in all SAP work-related settings, including both in the office and outside the office (such as during business trips and business-related social events), and to all forms of communication (e-mail, mail, phone) used by SAP employees, employees of other employers, contractors, vendors, customers, suppliers, visitors, and partners. The policy specifically covers the following grounds for discrimination: racial and ethnic origin, color, sex, sexual orientation, gender identity, disability, age, religion, political opinion, national extraction or social origin, and other forms of discrimination covered by European Union regulation and national law.
The purpose of the policy is to enforce our commitment to treating all employees with dignity and respect in a workplace that is free from discrimination and harassment. Subject to policy-owner approval, some regions or countries (such as the United Arab Emirates (UAE) and some states in the United States) that have legal or other local requirements that contradict or go beyond this framework adopt local addendums to the global policy.
Discrimination, harassment, or retaliation by any SAP employee will be treated as a disciplinary matter and may constitute a justifiable cause for termination.
The policy is monitored on a regular basis and updated as necessary.
The head of Employment & Labor Relations, People & Culture Germany is the owner of this policy, which all employees of SAP, including the Executive Board, are obliged to comply with. The policy is available to all our employees on our internal employee portal and on the Global People Compliance SharePoint. Furthermore, in September 2023, we released a global anti-discrimination and anti-
2 This survey is available for all headcount-relevant employees, except those in Chile, Israel, and Thailand, which do not allow for self-identification.
3 An employee network group (ENG) is a voluntary, employee-led diversity and inclusion initiative that is formally supported by SAP.
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harassment training course (including regional legal nuances). Covering all aspects of the Global Anti-Discrimination Policy, the course is mandatory for all employees (except for employees of SAP Deutschland) and is offered on an annual basis. It explains how to report incidents and the investigation process. We track the completion rate of this training course using the same internal learning platform that is used to deliver training content to employees globally. Our ambition is to reach a completion rate of at least 85%. For 2024, the completion rate was 97.1%.4 Employees taking the course also receive an individual completion score. Further, we offer internal information covering the different complaints channels on our Global People Compliance SharePoint and internal portal pages. There are also virtual enablement sessions available specifically for internal functions such as HR, to make sure that employees know the complaints procedure and their rights and responsibilities under it. You can find more information about the different complaints channels below.
In addition, our Global People Compliance team offers preventive training courses aimed specifically at SAP managers. These courses are either offered on demand, based on the compliance situation in the different regions, or can be requested by organizations themselves.
For contractors, vendors, customers, suppliers, visitors, partners, and other external parties, we have published the SAP Global People Compliance and Anti-Discrimination Statement, which is available on our website.
Our Actions and Targets
IRO Type | Description | Targets/Metrics |
Positive impact | We improve employees’ sense of belonging, satisfaction, and trust in SAP through well-defined structures put in place to support employees on topics related to discrimination and harassment. | There are no targets related to this positive impact. |
Negative impact | Psychological harassment (such as bullying, retaliation) can lead to employee mental and physical health issues, for example, and create a hostile work environment. | There are no targets related to this negative impact. |
All identified impacts related to discrimination and harassment are addressed by our Global Anti-Discrimination Policy. Most incidents investigated by our Global People Compliance team are related to psychological harassment. The numbers do not, however, show a systematic increase among certain employee groups or regions, but that they are spread equally.
SAP encourages all employees to report potential violations of international human rights standards and environmental standards.
Employees who want to raise a concern or complaint can do so directly using our Speak Out at SAP tool, either online or through the tool’s helpline option. For more information about the Speak Out at SAP tool, see the Speak Out at SAP section. In June 2024, Global People Compliance implemented Resolver, a global case management system that allows employees to report concerns and helps our Global People Compliance team manage concerns and investigations efficiently. Before the launch of Resolver, employees could report their concerns directly by sending an e-mail to Global People Compliance. The new case management system gives our People Compliance function more transparency and visibility into the concerns raised across the various regions, countries, and Board areas, and into the nature of those concerns. Global People Compliance uses the data it receives to identify trends and take appropriate action to mitigate risks. Our People Compliance complaints channels are available to all our employees, including temporary staff.
In addition, in June 2024, we launched an internal SAP app that employees can use to report concerns on their mobile device. Alternatively, employees can contact the Global Ombuds Office, which operates as an informal, independent, and confidential channel (in addition to SAP’s formal complaint mechanisms), providing a safe place to discuss any workplace concerns and to explore ways of addressing them. The Global Ombuds Office promotes constructive conflict resolution through counseling, coaching, mediation, workshops, training courses, and other measures. In the case of
4 The course and completion rate do not include employees at Taulia, Volume Integration, LeanIX, or WalkMe.
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compliance-related topics, the Global Ombuds Office helps guide employees to the respective formal channels.
Complaints Management and Investigations
We have established a complaints management and investigations procedure that provides SAP with a globally consistent and comprehensive approach to effectively managing concerns related to potential or actual violations of human rights or environmental standards in accordance with the German Supply Chain Act. Beyond this law, SAP is guided by international frameworks such as the UNGPs, under which companies must provide an effective grievance mechanism for all human rights topics.
If we receive concerns or complaints about behavior that is contrary to human rights or environmental standards, we conduct an objective investigation. If the investigation concludes that prohibited conduct has occurred, we take action commensurate with the facts of the investigation and dependent on the level of policy violation. Reported incidents are reviewed and evaluated for investigative follow-up actions.
Global People Compliance closely reviews the facts collected during each investigation to determine which measures are required to minimize violations. As part of the investigation process, the team has added the step of following up with the affected employee in an appropriate timeframe after the investigation has ended to check whether they are experiencing any additional issues. The team further reviews data on a regular basis to identify compliance hot spots and areas in which additional training is needed.
Once a quarter, we analyze regional specifics with respect to reported concerns and investigated violations of the SAP Global Anti-Discrimination Policy and implement additional preventive training measures for specific target groups (such as manager communities) at the respective locations.
We review the effectiveness of our complaints procedure once a year, or ad-hoc if required. As part of this continual improvement process, we consider the eight effectiveness criteria defined in the Management of Complaints Assessment (MOC-A) tool, namely legitimate, accessible, predictable, equitable, transparent, rights-compatible, source of continuous learning, and dialogue-compatible. We are currently focusing on enhancing stakeholder engagement to increase the effectiveness of our complaints management procedure.
SAP strictly prohibits retaliation against anyone who, in good faith, reports violations of human rights or environmental standards, or who participates in an investigation conducted by Global People Compliance, even if the investigation does not ultimately substantiate the concerns raised. Dishonest, bad faith, or otherwise abusive reports (such as false personal attacks aimed at specific individuals) are prohibited and may result in disciplinary action.
The confidentiality and impartiality of investigations is guaranteed by the setup of the compliance teams, their professional training, and the non-disclosure agreements and policies in place.
Metrics on Material Topics
Identified Incidents, Complaints, and Severe Human Rights Impacts
Complaints were filed through our various complaints mechanisms. In 2024, 445 complaints were filed by e-mail, 116 in our Speak Out at SAP tool, and 438 in Resolver.
We conducted a total of 107 investigations into discrimination and 447 investigations into harassment (362 into psychological harassment, and 85 into sexual harassment). The number of investigations that were substantiated as policy violations was substantially lower than the total number of investigations.
At the time of publication, no severe human rights incidents had been recorded, nor had any complaints been filed to National Contact Points for OECD Multinational Enterprises. For more information about human rights, see the Human Rights section.
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Social Dialogue, Involvement of Works Councils
Our Approach and Policies
We respect the rights of our employees to organize and to be represented by labor unions and other bona fide employee representatives in accordance with local laws, and, as such, we engage in constructive dialogue with employee representatives (see our Human Rights Commitment Statement). Please find more information in the Human Rights section. In addition, we have an Employee Involvement Agreement (EIA), which is described below under 1. SE Works Council (Europe). Where local laws restrict the establishment of certain employee representations, we are open to other forms of employee representation that are not prohibited under local law.
Our Actions and Targets
IRO Type | Description | Target/Metrics |
Negative impact | Violation of employees' rights to social partners, including unions, works councils, and other representative bodies, leads to negative impact on employees. | There are no targets related to this negative impact because everything related to social partners is determined in a first step by local law and by local agreements. Consultation and information topics covered by the SE Works Council (Europe) are regulated in the Employee Involvement Agreement. |
Positive impact | Existence of and cooperation with unions and involvement of social partners, including unions, works councils, and other representative bodies, in negotiations ensures a higher representation of employees' interests and therefore a higher employee satisfaction and trust in SAP. | There are no targets related to this positive impact because everything related to social partners is determined in a first step by local law and by local agreements. Consultation and information topics covered by the SE Works Council (Europe) are regulated in the Employee Involvement Agreement. |
We have structures in place to ensure that the rights of employees to representation are observed. However, any individual employee or group of employees could still be potentially negatively impacted accidentally. Were this to happen, SAP would act within the respective legal framework and according to the facts of the case.
We involve social partners through the following:
1. SAP SE Works Council (Europe)
The SAP SE Works Council (Europe) (“SE WoC (Europe)”) brings together employee representatives from the 28 EEA (European Economic Area) countries5 (including, until May 15, 2024, the United Kingdom) in which SAP SE has subsidiaries and ensures the representation of their rights to be informed and consulted. The composition, competence, and procedures of the SE WoC (Europe) are governed by the EIA. Employees can find information about the EIA, the SE WoC (Europe), and the matters that must be addressed to this body, including the relevant contact persons, on our internal portal.
The EIA governs the SE WoC (Europe) rights to be informed about and consulted on the following:
– | Matters that affect two or more countries in the EEA |
and
– | Specific matters governed by the EIA, such as strategy, economic and financial situation, development of business, trend of employment, investments, reorganizations considered to be substantial, introduction of new working methods and processes, relocation of undertakings, mergers or split-ups, cutbacks or closures, collective redundancies, changes to compensation structures, diversity and demographic trends, and other topics presented by central management.6 |
The SE WoC (Europe) is the representative body for SAP employees across the EEA. When management consults it about a proposed measure, the SE WoC (Europe) submits an opinion, which,
5 The 28 EEA countries are: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Latvia, Lithuania, Luxembourg, The Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, United Kingdom.
6 The Executive Board of SAP SE or the management level within the SAP Group that is in charge of or entrusted with a matter, and its respective representatives.
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although not binding, will be included in further considerations. Since all member countries have their own national law and may also have social partners and bargaining and other agreements in place, the opinion expressed by the SE WoC (Europe) cannot determine what is implemented locally, or how.
SAP’s central management is responsible for ensuring compliance with the EIA.
The SE WoC (Europe) meets every quarter at SAP headquarters in Walldorf to discuss matters covered by the EIA. Additional meetings are scheduled between the quarterly meetings as required.
2. Global Labor Relations and HR Directors
Employees in many countries also have a legal right to establish representation for employees at local level. The matters that SAP is obliged to involve social partners in, depend on national laws and the agreements that are in place on company level. SAP enters into collective agreements with labor unions and concludes works agreements with works councils as required by law, and, in some cases, voluntarily in countries where there is no legal requirement, if needed.
We liaise closely with social partners in these countries to address matters in accordance with national laws and local needs.
Therefore, Global Labor Relations (GLR), our employee and labor relations function, liaises directly with the SE WoC (Europe) and with the works councils/unions in France and Germany. In other countries, local HR directors are tasked with liaising with employee representatives. GLR works with the HRDs to ensure that employees’ rights to representation are respected. Further, employees have the right to address work-related issues specific to their country to their local representatives.
In case of violations due to the responsible business not involving GLR or HR directors, despite being obliged to do so, SAP will make the business contact aware of the violation to prevent future occurrences.
The SAP Executive Board, HR directors, managing directors, and/or responsible business divisions inform all employees, including those without representation, about the content and outcome of social partner involvements and other important matters.
Employees can also raise matters directly with their representatives, HR directors, and other appropriate SAP contacts in their countries.
GLR has regular meetings with the chairpersons of the SE WoC (Europe) and of the local representative bodies of the respective entities in Germany and France, and the HR directors in other countries, who in turn have regular meetings with the local social partners to discuss topics, strengthen collaboration, and prevent negative impacts.
Regular meetings between local social partners and Executive Board members, the Global Labor Relations team, and other roles, and between social partners and local HR directors, ensure that these parties have frequent opportunities to discuss the effectiveness of actions and initiatives.
Metrics on Material Topics
Collective Bargaining Agreements and Social Dialogue Coverage
The terms of employment and working conditions are determined primarily by local country laws and can be regulated in more detail through bargaining agreements and other agreements that are negotiated with the social partners in certain countries.
Employees can access these agreements on the internal portal for their respective country, along with information about local contacts and a list of countries where SAP has social partners. In addition, SAP provides employee training to increase awareness of social partner rights.
Where agreements exist between an SAP entity and a social partner, the relevant group of employees of this entity (named in the respective agreement) fall under this agreement. Hence, the respective SAP entity must follow the content of the agreement for the valid group of employees for as long as this agreement is valid (in addition to local law).
In 2024, 36% of SAP employees were covered by collective bargaining agreements.
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In the EEA, SAP had 262 collective bargaining agreements. Outside the EEA, 5% of our employees were covered by collective bargaining agreements.
50% of our employees globally were covered by workers’ representatives.
For a breakdown of collective bargaining coverage and workplace representation by country/region7, see the table below.
Collective Bargaining Coverage | Social Dialogue | ||
Coverage rate | Employees – EEA | Employees – Non-EEA | Workplace representation (EEA only) |
(for countries with >50 employees representing >10% of total employees) | (for regions with >50 employees representing >10% of total employees) | (for countries with >50 employees representing >10% of total employees) | |
0%–19% | APJ, Americas | ||
20%–39% | |||
40%–59% | |||
60%–79% | |||
80%–100% | Germany | Germany |
Total Rewards
Our Approach and Policies
SAP conducts an analysis at least once a year to ensure that its employees are paid fair and adequate wages. This analysis covers all employees at SAP,8 regardless of specific personal criteria, such as gender or age. Our commitment to fair and competitive pay is fundamental to our compensation investment strategy and is formally described in our Global Policy on Compensation Management.
The policy and culture created at SAP impacts all employees and ensures there is no pay discrimination.
Adequate Wages
SAP employees are paid an adequate wage.9 We ensure that all employees are paid at least the minimum wage mandated by local laws. In regions without a legally defined minimum wage, or in the event that living wages are above the legally defined minimum wage, we adhere to the living wage standards. The data for defining living wage is provided by the external organization “Valuing Impact” in collaboration with “WageIndicator,” as used by the VBA. For more information about VBA methodology, see the section Impact Valuation Approach.
SAP’s Global Policy on Compensation Management details the frameworks and principles that are in place to ensure fair and adequate wages for employees, taking into consideration their role, proficiency, and local market conditions. SAP uses a total target cash (TTC) approach, meaning that employees have a regular base salary that is paid monthly or twice-monthly (depending on the location) and a target bonus amount. The policy is connected to SAP’s global job architecture, which helps managers determine the appropriate job title, career level, and expectations for an employee. SAP maintains salary structures for every career level and country in which employees are located that establish pay ranges of TTC for all jobs in the global job architecture. These pay structures are aligned with the market and are reviewed at least once a year to determine whether adjustments are required to keep them in alignment. If adjustments are required, they are made and reflected in the compensation framework.
The policy also gives guidance to managers on how to determine an appropriate wage (TTC) for an employee during the hiring process, for internal career moves, during the Annual Compensation Review (ACR), and for any off-cycle adjustments. It sets out the overall principles of fair pay and defines the various roles and responsibilities.
7 Regions: EMEA (Europe, Middle East, and Africa), Americas (North America and Latin America), and APJ (Asia Pacific Japan).
8 Does not include employees at Taulia, Emarsys, Volume Integration, LeanIX, or WalkMe.
9 Does not include employees at Taulia, Emarsys, Volume Integration, LeanIX, or WalkMe.
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Adherence to the policy is monitored by means of two annual analyses: 1) adherence to pay within the pay range (to ensure that all employees are paid within their designated pay range); and 2) assessment of pay equity within the ranges (to ensure that all employees are paid equitably). SAP adjusts an individual’s TTC if it falls below the recommended minimum or falls below the acceptable spread of differences in pay relative to similar peers.
The policy is mandatory globally, unless prevented by legal requirements. Local policies may be established to complement the global regulations, but in case of a conflict, the global policy prevails. It applies to all employees except for executives, who are subject to separate global executive rewards policies. The policy is owned and overseen by the global head of Total Rewards, who reports directly to a Board member. Implementation of the policy is the responsibility of all people managers, up to and including Board members, HR, and Finance.
Employees can look up the pay range that is relevant to their role in an internal tool. The policy is available for all managers and employees on SAP’s internal employee portal. It is also presented in a user-friendly format through our intranet and is available to all employees. Key aspects of the policy are highlighted to managers during compensation decisions (for example, during the ACR) along with in-tool enablement, guidelines, and supporting materials. Key HR stakeholders who support managers are provided with relevant materials to help them interpret the policy when consulting with managers and experts on the policy, and local regulations and considerations are available to managers and HR stakeholders through a ticketing process.
Equal Pay for Work of Equal Value
SAP operates a fair pay policy, which is part of the Global Policy on Compensation Management detailed above. At SAP, we strive to create a culture of mutual respect and inclusion and to ensure that our compensation practices are fair and transparent. Since it is a foundational element of SAP’s inclusive culture, we are committed to providing equitable pay for employees in job groupings with similar market value, while remaining competitive with the external marketplace.
In support of this philosophy, we have established the following fair pay principles:
– | Target compensation is market-based and internally equitable. |
– | Pay is for contribution and impact in alignment with business results. |
– | Pay ranges and criteria for compensation decisions are transparent. |
In our fair pay policy, we commit to publishing the TTC ranges (that is, base salary and target bonus) based on job/grade level internally, and to using market data benchmarks based on the relevant industry- and country-based data to review the ranges at least annually. We also commit to an annual global review of internal pay equity, including, but not limited to, any statistically relevant gender pay gaps. If significant pay gaps are identified, we implement pay adjustments to close them, to target equal pay for substantially similar work. Furthermore, any identified factors within our underlying compensation processes and practices that have directly contributed to those pay gaps are modified to prevent future occurrences. These actions are intended to ensure manager compliance and to verify that our established processes support an environment of equal pay for substantially similar work.
The policy states explicitly that SAP leadership expects all managers to fully support SAP’s fair pay commitment and to approach any compensation decisions with the fair pay philosophy and principles in mind.
Monitoring adherence to the policy, the roles and responsibilities for implementing the policy, and its communication and enablement are intertwined with SAP’s policy on adequate wages and are detailed in the section above.
Furthermore, SAP’s compensation investment strategy takes a “fair pay first” approach, meaning that the top priority for compensation investment distribution is to cover any identified need for pay adjustments to bring all employees into the correct pay ranges and ensure fair pay for work of equal value.
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Our Actions and Targets
IRO Type | Description | Target/Metrics |
Positive impact |
We ensure, through different
mechanisms, that employees are paid fairly and equally for work of equal value. |
We want all of our people to be paid fairly and equitably. In 2022, we began to make annual global pay adjustments to ensure that the compensation of at least 99% employees is within their pay ranges and equitable among comparable peers.1 We are meeting that target (using data after the annual adjustments). In addition, we have met our target of pay range transparency (99.9% of employees) and we continue to assess this. 1 We are targeting a full action plan in relation to the EU Pay Transparency Directive by 2026. We work with social partners and employee representatives to set our payment related targets, to assess our pay practices, and to identify areas for improvement. We inform them about our performance against targets if legally required. |
1 Does not include employees at Taulia, Emarsys, Volume Integration, LeanIX, or WalkMe.
As part of our efforts to address material positive impacts, we keep our workforce informed about our approach to fair and competitive pay by means of informational materials and commitments that are publicized internally. In addition, managers have access to real-time analytics that include gender breakdowns, and they are prompted to remember our fair pay commitments when planning compensation and career moves (for instance, during the ACR) on behalf of all employees. Externally, we publish our commitment to fair and competitive pay periodically, for example in our Diversity and Inclusion (D&I) Report, including a summary of the actions we are taking. We are also actively engaged with external stakeholders on industry best practices (taking part, for instance, in case studies and conferences).
As part of annual processes:
– | As part of the ACR, SAP conducts two analyses, as described above, and dedicates central budgets (“fair pay first” approach by ringfencing 2% to 3% of the overall annual compensation investments budget) to make required adjustments as per the findings of the analyses. After the ACR, SAP performs an annual analysis of the ACR outcomes that includes data points related to SAP’s fair pay philosophy, TTC, equity long-term incentives, and bonus distribution. These data points include, but are not limited to, the number of cases where fair pay adjustments were recommended and the average adjustment amount, which is further broken down by gender. |
– | We report on the post-ACR analysis to the Executive Board and all managers. Top-level managers have the option to consult with HR experts on the results and next steps. Should any concerns be identified in connection with the distribution, HR is empowered to coach managers and leaders through the next steps. |
On a continual basis:
– | Managers are reminded of our commitments to fair and competitive pay as part of career and compensation decisions (such as internal and external hiring, and off-cycle compensation changes). They are required to stay within the pay ranges when making compensation decisions, and analytics help them make fair decisions (for instance, they have aggregated information at their disposal showing how other employees in the same role and same location are paid within their pay range, as well as a dashboard that provides insights into the career and compensation information of their own team). |
– | All managers have the option of consulting with HR experts when making compensation and career decisions, and HR is empowered to coach them on making those decisions fairly and appropriately. |
In addition, as mentioned above, there is a dedicated, ringfenced budget for any corrections needed to ensure fair and competitive pay for all employees. Tools used for core activities include: MarketPay (as a resource for external competitiveness); an in-house regression analysis tool (for pay equity analysis); My Team Dashboard and Success Map reports for manager analytics related to their own teams; the Compensation Assistant tool for managers to view pay ranges and aggregated information about pay related to specific roles and locations; and the Success Map compensation planning tool and off-cycle
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adjustments options for making decisions (with built-in parameters to ensure compliance with pay ranges and legal requirements).
Metrics on Material Topics
Remuneration Metrics
Annual Total Remuneration Ratio
In determining the annual total remuneration ratio, we utilize the total target cash on a full-time basis, which includes both base salaries and target bonuses as of December 31, 2024. This approach ensures that the compensation of part-time employees is accurately reflected. We also include the LTI that has been granted to the individual employees during the reporting year, valued at grant date.10
To calculate the annual total remuneration ratio, we first identify the employee with the median compensation, including Executive Board members, but excluding the highest-paid employee. For a more comprehensive analysis, we also incorporate benefits for the median employee, as well as for five employees above and below the median. These 11 data points are then averaged to calculate the remuneration of the median employee and compare it with the highest-paid employee.
For the year 2024, the annual total remuneration ratio was 87, which is one of the lowest ratios when compared to CEO pay for other megacap multinational technology companies (as disclosed in their latest Form DEF11 14A proxy statements) with whom we compete for talent.
Gender Pay Gap
We define the unadjusted gender pay gap as the difference in average pay levels between female and male employees, expressed as a percentage of the average pay level of male employees. Pay levels are calculated using total target cash on a full-time basis, which includes both base salaries and target bonuses as of December 31, 2024, to ensure an accurate representation. We also include the LTI, valued at grant date, that was granted to the individual employees during the reporting year.12
In 2024, the unadjusted gender pay gap was 20%. We attribute this largely to the effects of SAP’s demographics, including the ratio of male to female employees across seniority levels, the types of roles we offer, and the geographies our employees work in. We used established statistical methods to account for the effects of demographic attributes that are commonly used for such gender pay gap adjustments, including amongst others the distribution of employees across functional roles, seniority levels, and geographies. Applying these variables, the adjusted gender pay gap was 5%. We are committed to narrowing this gap and continue to make improvements in gender diversity across all levels globally. For more information about our ongoing efforts, see the Diversity & Inclusion section.
Family-Related Leave
Parental leave is applicable when a child joins a parent to form a family unit (as a result of birth, adoption, or legal guardianship) and includes:
– | The primary caregiver: the parent who takes primary responsibility for caring for the child following its birth or adoption. |
– | The secondary caregiver: the parent who does not have primary responsibility following the birth or adoption of a child. |
Family care leave provides employees with time off to care for a family member who requires care or support for serious medical reasons.
At SAP, we are committed to promoting a healthy work-life balance as a way of ensuring a work environment in which everyone can thrive. Beyond the standard legal requirements, our employees have access to a variety of leave options that are offered as part of SAP’s benefits package. These include, but are not limited to, parental leave and family care leave, which are available in certain countries to support a better work-life balance.
10 This does not include employee share purchase plans and corresponding cover plans.
11 Definitive Proxy Statement
12 This does not include employee share purchase plans and corresponding cover plans.
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All our permanent employees are entitled to at least one of two types of family-related leave (parental leave and family care leave). Moreover, 86% of our permanent employees are entitled to both types of leave, and 22% of employees make use of them, of which 58% are male and 42% female. This breakdown is reflective of our current gender demographics and includes only those countries where both types of leave are available. In countries where family care leave is not yet available, we are committed to addressing the gap to ensure consistent access for our employees globally.
For more information about our flex work approach, see the section Flexible Working at SAP.
For more information about our health offerings, see the section Health, Safety, and Well-Being.
Social Protection
All permanent employees are covered by social protection, through public programs, and/or through benefits offered by SAP, against loss of income due to any of the following major life events: including, but not limited to, sickness, employment injury, and acquired disability, parental leave, and retirement. Coverage for temporary and hourly-paid employees in some countries may differ based on local regulations (examples include China, India, and Singapore).
Unemployment has not yet been included in this year’s analysis but will be included starting next year.
Diversity & Inclusion
Our Approach and Policies
Our diversity and inclusion (D&I) strategy supports SAP’s corporate goals by fostering innovation and profitability. A diverse workforce produces innovative ideas and solutions, and drives engagement and productivity. This not only strengthens our business; it also helps us serve our global customer base better. By recruiting a diverse workforce, we enhance our reputation, attract top talent, and align with the values of our customers.
The benefits of this comprehensive strategy to SAP include:
– | Data-driven insights: Data can reveal areas for improvement in product development, marketing strategies, and workforce development programs. |
– | Employee engagement and productivity: A diverse and inclusive workplace fosters higher employee engagement, leading to increased productivity and better business outcomes. |
– | Brand reputation and social responsibility: Strong practices which value contributions from a diverse population of employees enhance SAP’s brand image as a responsible and ethical company, attracting socially conscious customers and partners. |
– | Future-proofing the business: Diversity prepares SAP to adapt to changing demographics and evolving customer expectations in a globalized world. |
For D&I KPIs, we focus on headcount-relevant employees for impact measurement. For a definition of headcount-relevant, see the Characteristics of Our Own Workforce section.
The benefits of diversity extend to interns and temporary staff through events, ENGs, and awareness programs.
Our headcount-relevant employees benefit from our various initiatives to create better diverse representation through our wide variety of recruiting sources, development initiatives, and other engagement and retention strategies. Inclusive hiring is pivotal to our journey at SAP, amplifying our capacity for diverse perspectives and propelling our business transformation.
In compliance with legal requirements, we uphold an Equal Employment Opportunity Policy in the United States and Canada. This policy describes the framework in place to ensure equal employment and access to opportunities, respectful treatment of all individuals, and an environment free from unlawful discrimination. It covers all aspects of employment, including selection, job assignment, promotion, transfer, compensation, discipline, layoff, terminations, and access to benefits and training. The policy is governed by the head of HR of North America and the head of HR of Canada.
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Diversity & Inclusion (D&I) Narrative
We cover our commitment to the topics of diversity, gender equality, employment, and inclusion of persons with disabilities through our D&I narrative, which is available to all employees on our internal employee portal and externally on our Web site. The narrative below covers our entire workforce, including temporary staff and interns, and is overseen by the chief diversity & inclusion officer.
The Narrative
In striving to be the most inclusive software company in the world, SAP works to reflect a higher standard of business, societal values, and perspectives in all that we do – from maintaining a truly welcoming culture and providing our customers with greater transparency to measure their own progress, to serving our broader communities to develop the next generation of innovators. We believe that through our actions, we can create transformative change toward a more equitable, sustainable, and connected world.
Creating a vibrant and caring environment for our people, where everyone can be their authentic self, is key. Our goal is to take best advantage of all systems and processes to make an impact that positively impacts not only SAP but all its stakeholders. We believe in a future where respect is the hallmark for all, and therefore tailor our initiatives around three pillars: Workforce Diversity, Workplace Inclusion, and Marketplace Leadership.
– | Workforce Diversity: increasing diversity in the workforce composition at all levels of SAP to appropriately reflect the diversity in society. |
– | Workplace Inclusion: creating a positive work environment where all colleagues can thrive and engage to their fullest potential in driving SAP’s purpose. |
– | Marketplace Leadership: extending the impact of diversity and inclusion efforts within the communities we serve. |
As we move forward, our objective is to embed these principles into all parts of our people processes and fundamentally elevate the employee experience. We aim to do this by integrating respect-based perspectives in our strategy through a Global D&I Advisory Council comprised of members from various parts of SAP; and through systemic inclusion by prioritizing people processes such as learning, talent acquisition, benefits and, policies, so that they are inclusive to all. In addition, we will continue to build inclusive features into our products and services in connection with customer demand which will enable us to keep innovating for a better future for all. Our AI Ethics Steering Committee ensures that many safeguards are put in place to avoid discriminatory or biased outcomes. For more information about AI, see the Responsible AI section.
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Our Actions and Targets
IRO Type | Description | Metrics/Targets | |
Positive impact | Improve employee performance through job satisfaction, motivation, and productivity as a result of diversity and inclusion programs and networks. | To achieve the objectives of the policy, we have the following targets, which apply to the first three IROs.
D&I goals align with several UN Sustainable Development Goals (SDGs): Gender equality (SDG 5), Reduced inequalities (SDG 10), and Decent work and economic growth (SDG 8).
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At SAP, we are committed to fostering equality by achieving our goal of industry-based gender parity at all levels within our organization. SAP is on track to achieving its long-term gender goals in compliance with applicable legal requirements.
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Women in Workforce (WiW): 35.4%, our target is to achieve 40% by the end of 2030.¹
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Women in Management (WiM): 30.2%, our target was to achieve 30% by the end of 2024, which we achieved.²
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Women in Executive Roles (WiER): 22.5%, our target is to achieve 25% by the end of 2027.³
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SAP’s commitment to industry-based gender equality in leadership is a key topic of concern for investors and has financial implications given that it is an ESG KPI for the revolving credit facility (RCF). A key enabler for driving change is the commitment from the Executive Board members and other executives who appoint people to these leadership roles.
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Positive impact | A non-discriminatory environment fosters a high rate of well-being among our own employees. | The aspirational targets are proposed annually by the Global Diversity & Inclusion Office (GDIO) and are considered under SAP's overall growth plan and the Talent Discovery hiring target for the year. The GDIO also considers labor market data and past trends to arrive at the proposed targets. The proposal is presented to the Executive Board for approval, and relevant stakeholders, including the Supervisory Board Committee, are informed of the changes. The approved targets are then shared both internally and externally.
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Positive impact | Improve employee performance through job satisfaction, motivation, and productivity as a result of equal opportunities and equal treatment. | Annual disclosure of the targets through the SAP Diversity & Inclusion report and the Integrated Report. Monthly tracking and quarterly updates are also provided to the Executive Board and Supervisory Board on all of the KPIs. From those updates, lessons or improvements based on the performance can be identified. Publishing D&I KPIs twice a year enables the senior leadership team to review and change course to meet the targets set for D&I.
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Positive impact | Accessibility and equality: Making SAP buildings, digital platforms, and training content accessible to people with disabilities, while also providing necessary accommodations and possibility to self-disclose their disability ensures equal opportunities for all employees. | There is no target related to this positive impact. Usage of accommodations, feedback from employees via Employee Network Groups, surveys like the Global Diversity Survey, and the number of colleagues self-disclosing their disability status will continue to help measure the effectiveness of these initiatives. |
1 We define “Women in the Workforce (WiW)” as the share of women in the total workforce (calculated in heads). We started measuring this KPI in 2012. For this KPI, our previous goal was to reach 35% by 2022, which we reached before the end of 2022. Target mentioned as required by ESRS S1-5 §44.
2 We define “Women in Management (WiM)” as the share of women in management positions as compared to the total number of managers, expressed by the number of individuals and not FTEs. It includes three categories: 1) Managers managing teams: Refers to managing teams of at least one employee or vacant positions; 2) Managers managing managers: Refers to managing managers who manage teams; 3) Executive Board members. We started measuring this KPI in 2012. After achieving our WiM target of 25% in 2017, we set a more ambitious goal of reaching 30% by 2022. Due to unforeseen challenges, we did not meet the 30% target and requested extensions for 2023 and for 2024. The KPI does not include employees from Taulia, Emarsys, Volume Integration, LeanIX, and WalkMe. Target mentioned as required by ESRS S1-5 §44.
3 We define “Women in Executive Roles (WiER)” as the percentage of women in the three management levels below the Executive Board (Group Executive Level, Senior Executive Level, Executive Level), compared to the total number of individuals across all genders in these levels (calculated in heads). This KPI also has an influence on Executive Board compensation. For more information, see the section Performance Management System in the Combined Management Report. We started calculating this KPI in 2023. The KPI does not include employees at Taulia, Emarsys, Volume Integration, LeanIX, or WalkMe. Target mentioned as required by ESRS S1-5 §44.
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The strategy and deliverables related to our inclusive culture are centrally managed by the GDIO team within the People & Culture Board area. Additionally, we have teams across various business lines and regions, spearheaded by regional champions and volunteers who work with business leaders to implement programs and initiatives. All leaders, managers, and employees are responsible for creating a work environment that is welcoming to all.
We are focusing on talent development initiatives such as our annual internal Women to Watch (W2W) program. In this initiative, selected participants from across all Board areas who are interested in moving into management roles will undertake a seven-month learning journey involving live workshops, on-demand learning, networking, and one-on-one career conversations with leaders. We plan to build a community for junior talent through initiatives such as the Career Launchpad in partnership with our Business Women’s Network, which includes quarterly global events and is open to all employees. Hiring practices focused on ensuring equal employment opportunities will continue for all positions, based on various sourcing methods and interview panels. We will also work with talent development and management processes to provide equal opportunities for career progression and learning.
Promoting respectful behaviors is a priority, especially at decision-making points. We are achieving this through the availability of workshops and micro-learning sessions for all managers and employees.
We track our diversity KPIs every month and provide quarterly updates to the Executive Board and Supervisory Board to ensure that success is determined by the real impact of our initiatives.
We strive to ensure all employees feel equally valued at SAP, including persons with disabilities. We achieve this through the following:
– | Infrastructure and digital accessibility: Removing barriers supports accessibility in the workplace for people with and without disabilities. |
– | Flexibility is not just a perk at SAP, but an integral part of our People Agenda and an approach we already practiced through flexible work models such as hybrid work for many years prior to the COVID-19 pandemic. For more information about our flexible work models, see the section Flexible Working at SAP. |
– | We employ an inclusive design methodology to develop SAP products that work for the widest possible range of human diversity. In collaborating with our vast network of researchers, developers, students, partners, industry leaders, entrepreneurs, academics, and SAP customers, we are working to solve accessibility and other challenges through technological innovation. |
– | We ensure that everyone, including people with disabilities, can utilize SAP software, by making accessibility a core priority for product quality and user experience. We also make sure that our buildings and facilities are fully accessible. |
– | For more information about how we prevent discrimination through our SAP Global Anti-Discrimination Policy, see the Global People Compliance section. |
We approach the topic of diversity and inclusion from a systemic perspective, whereby we look at all people processes to ensure that there is no bias within the system. From talent acquisition to total rewards, every policy and measure designed for our people is reviewed to ensure that it promotes and supports equal employment opportunity. Additionally, we make education available to our employees about unconscious bias and how to mitigate it. A total of 1,805 managers have completed the Intentional Inclusion workshops since October 2022, representing 19% of the total manager population. We continue to strive to reach all leaders. Short learning courses on the Inclusive Mindset Challenge platform have reached more than 15,815 employees globally, significantly increasing awareness of the fundamental expectation of respect for all. We also have an internal branding toolkit available to all employees that offers information about key resources, accessibility tips and tools, including design templates and graphics to support communication efforts across SAP.
Our Diversity & Inclusion Report, which is published periodically on our website, offers a transparent view of the progress SAP has made toward attracting and retaining diverse talent, building a culture of inclusion, and serving the marketplace as a clear navigator.
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We measure the success of our D&I programs by systemically incorporating fair and equal opportunity practices at all levels. To achieve this, we track the composition of our workforce at all levels, including leadership and management, and monitoring the hiring and promotion rates. Additionally, we analyze specific metrics for various departments and locations. For example, we look at the representation of all genders, in our global workforce and leadership positions. We further track participation in specialized programs like Autism at Work and representation of different ethnic groups in the United States per the legal requirement. We also track engagement in related programs, training sessions, and events, and gather feedback through surveys and polls to ensure continuous improvement in employee experience and engagement for all our workforce.
The Global Real Estate & Facilities team at SAP conducts annual global accessibility inspections, and updates buildings with barrier-free infrastructure as needed.
In partnership with the ENGs, SAP makes a range of assistive devices and accessible technology available to employees who request them to help them work more effectively.
We participate in external performance ratings and benchmarking through established indices, which are published annually. Additionally, SAP is recognized globally for its efforts in fostering an inclusive workplace, and has received several awards validating our progress in creating equal opportunities, and adding to the total Employer of Choice accolades won in 2024.
Our achievements are shared internally on our GDIO SharePoint and in a monthly global newsletter.
Metrics on Material Topics
Methodologies and Definitions
We define executive roles as the three management levels below the Executive Board (Group Executive Level, Senior Executive Level, Executive Level).
Workforce | Management¹ | In Executive Roles¹ | |
Male | 71,007 (64.6%) | 6,755 (69.8%) | 535 (77.5%) |
Female | 38,965 (35.4%) | 2,923 (30.2%) | 155 (22.5%) |
Other | 1 (0%) | 0 (0%) | 0 (0%) |
Not reported | 0 (0%) | 0 (0%) | 0 (0%) |
1 Does not include employees at Taulia, Emarsys, Volume Integration, LeanIX, or WalkMe.
Under 30 Years | 30–50 Years | Older than 50 Years | |
Employees | 16,143 | 70,709 | 23,121 |
In countries that permit the collection of disability data, the proportion of our workforce that self identifies as having a disability is 1.3%. Of those, 39.2% are women and 60.8% men.
Legislation regarding data collection and reporting for people with disabilities varies widely. Some countries are required by law to employ a certain percentage of people with disabilities, leading to penalties if the required numbers are not met. Other countries strongly encourage data collection, but do not set any legal quotas; and still others do not have any specific legislation on this matter. In 2024, SAP started rolling out a global disability self-identification project for the countries in which this is legally possible. SAP has legal entities and employees in 73 countries and the project is currently implemented in 43 countries. Please note that the European General Data Protection Regulation considers health-related data as sensitive personal data. It is therefore not possible to collect disability information in countries that do not have specific legislation mandating or strongly recommending such practice.
The disability metrics presented in this report, including the corresponding gender breakdown, are part of this data collection project.
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People Development
Our Approach and Policies
To support our People Agenda in contributing to SAP’s business strategy and value generation, we have a dedicated People Growth and Leadership Excellence organization that is responsible for delivering learning programs, processes, and development opportunities to all SAP leaders and employees.
Employees can access all learning content, resources, and information about our learning strategy through SAP’s internal employee portal, SAP One. This learning content is also available in Success Map, SAP’s learning management system. The head of our People Growth and Leadership Excellence organization is accountable for implementing the learning strategy. In addition to this strategy, we will be putting in place a robust leadership development framework, performance management framework, total rewards framework, talent attraction framework, talent management strategy, internal talent technology strategy – all based on a skills framework – for rollout in 2025.
Our training and development programs are run by approximately 300 people at SAP. We aim to spend between €60 million and €80 million annually on these activities (excluding personnel expense). These expenses are split across corporate functions and therefore can be found across different expense line items in the Consolidated Income Statements of SAP Group. For more information, see the section Consolidated Income Statements of SAP Group for the Years Ended December 31 in the Consolidated Financial Statement.
The learning strategy, which was created in 2024 and is scheduled for full rollout in 2025, focuses on bringing the best out of SAP employees through continuous skill development. We accomplish this by being skills-based, data-driven, and learner-centric in every element of our strategy.
– | Skills-based: We conduct external and internal research to identify and prioritize the skills needed in our workforce to meet our business objectives, stay relevant for their roles, and get ahead of future disruptive skills – and, ultimately, to become more agile and flexible as a company. |
– | Data-driven: We use data in every aspect of our Learning Strategy. We enable data-driven decision-making to optimize allocation of learning spend, and we use data and AI-supported technology to optimize learning operations and experiences. Once employees consume the learning on offer, we can analyze learning data to see how they are adopting their learning recommendations and what impact learning is having on skill progression and business objectives. |
– | Learner-centric: Our learning strategy is learner-centric in terms of the way in which we design, deliver, and enable discovery of our learning offerings. Particularly when it comes to discovery, we invest in technology that automates the curation and prioritization of learning offerings based on each individual employee’s skills gap. |
Our Actions and Targets
IRO Type | Description | Targets/Metrics |
Positive Impact | Training and development programs at SAP can help our employees to obtain valuable and relevant new skills and improve their career development. | There are no targets related to this positive impact as we are currently working on targets for our new strategy. Metrics showing the effectiveness of our actions towards this positive impact are listed in the section Metrics on Material Topics. |
We are committed to ensuring that the workforce we have now and in the future is equipped with the skills they need to thrive in a rapidly changing market. That is why we provide our workforce with distinct, tailored, and role-centric learning experiences that enhance their professional portfolios and support continuous skill development. New employees are required to attend virtual corporate onboarding sessions (a total of 12 hours) and complete a self-based onboarding journey that ensures they understand SAP’s strategy, culture, structure, operations, products, and success metrics.
Our comprehensive learning approach encompasses traditional classroom training, interactive virtual courses, experiential learning opportunities, peer-to-peer knowledge sharing, and flexible, self-paced learning. In addition, we provide several specialized talent development programs, including a
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dedicated learning experience for new hires, access to certified career coaches, and a unique program to foster readiness for strategic roles.
Learning offerings that employees need to perform their work are available to everyone – including external workers, who have access to compliance training as part of their external workforce onboarding. Learning offerings targeting career development and progression are available to employees of all contract types, except external workers.
Examples of our learning portfolio at SAP include:
Audience | Offering | Purpose |
New Hires | Global Onboarding Experience | An end-to-end learning experience for all new hires at SAP, starting with access to a pre-start portal prior to joining, three days of virtual live onboarding sessions upon joining, and access to a self-guided learning journey and meetups over the first 12 months. New hires also have access to a dedicated buddy to guide them with function- and role-specific onboarding. |
Select Employees | Catalyst Program | The Catalyst Program is designed to build and develop a robust talent bench that is prepared to fill critical roles across strategic business areas within two years of joining the program. Catalysts are assigned to dedicated pools that offer specialized learning opportunities, such as the AI & Data Science pool, to increase their readiness to fulfil critical roles in the future. |
Early Talents | Vocational Training/ Student Training and Rotational Program |
The Vocational Training/Student Training and Rotational program offers students a structured training program with between three to six rotations in different teams across all Board areas to develop key skills for fulfilling immediate, mid-term, and long-term strategic business objectives. The goal of this program is to support SAP’s early talent strategy by converting highly motivated and skilled employees into headcount relevant positions. |
All Employees | Career Development SharePoint | An on-demand site that provides all SAP employees with the information and resources they need to foster their career development. It includes information about self-reflection and networking, career planning and development, and the promotion and progression processes at SAP. |
All Employees | Fellowship Program | Our Fellowship Program offers employees the opportunity to experience a different role in a different team for a temporary period. Fellowships are invaluable, hands-on development opportunities open to SAP employees globally. |
All Employees | SAP Learning SharePoint | A one-stop-shop for all employees’ learning needs at SAP. This site leads to sources for any learning topic, including all functional learning sites (for example, development learning, sales learning, and so on). |
All Employees | AI Learning SharePoint | A single-entry point for all employees that combines all AI learning resources, making it easier for employees to plan their AI skills development goals. |
All Leaders | Leadership Experience | A dedicated site for all leaders at SAP with access to Leadership Journeys per level and useful information. |
Please note that the table above includes only a few examples from our portfolio; it is not an exhaustive list.
Metrics on Material Topics
Learning and Training Hours
For 2024, the average number of training hours per employee13 was 28, which can be broken down to an average of 28 hours per female employee and 28 hours per male employee.
We measure employee-learning participation rates across our portfolio on an ongoing basis and continue to see very high participation. In 2024, the participation rate was 97%,14 resulting in more than 3 million learning hours15. A total of 13,025 individuals spent more than 50 hours learning.
We measure the success of our upskilling initiatives annually using the following metrics (please note this list is not exhaustive):
– | Percentage of leaders who have completed at least one relevant learning asset: 36%16 |
13 Active headcount-relevant employees only. Calculated based on FTE. This number includes formal training and mandatory and compliance training.
14 Calculated based on FTE.
15 Number includes formal training and mandatory and compliance training.
16 Leadership learning journeys, offered by Leadership Development, are a menu of offerings relevant to the business and SAP’s goals. The content in the modules supports leaders in improving their leadership capabilities, and they are free to select the content that best fits their leadership growth. This number does not include mandatory or compliance training or other training that is not offered by Leadership Development.
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– | Percentage of global senior executives who have completed relevant development offerings: 90%17 |
– | Percentage of new hires who feel a sense of belonging with their team after six months: 95%18 |
– | Percentage of Catalysts who believe that the Catalyst program offerings support their development: 75% |
– | Percentage of cross-functional or cross-Board area fellowships (out of total number of fellowships): 72%19 |
– | Number of Vocational Training, Student Training and Rotational Program conversions: 482, which corresponds to a conversion rate of 71%20 |
Performance and Development
Our learning programs play a crucial role in supporting our objectives to develop and nurture talent and to fuel our progress. In addition, through our performance management approach, we aim to establish a high-performance focus by linking SAP’s business goals to the impacts of individuals and teams. Development opportunities, meaningful reward packages, and a culture of inclusion foster an environment where the full potential of every individual can be realized. It is crucial that our employees see the link between their individual contribution and SAP’s future success. At SAP, setting SMART21 performance goals and success indicators creates the foundation for employees to understand what is expected of them. Development goals support employees with their professional development and overall success. All employees are given the opportunity to review their goals, discuss feedback, and reflect on their own progress at least twice a year (midyear and at year-end) in a dedicated SAP Talk22 conversation with their manager. This ensures the employee knows how they are progressing at midyear and how they stand overall for the whole year.
In 2024,
84% of our employees had at least two SAP Talks (84% female, 85%
male).23 On average, employees
attended 5 SAP Talks throughout the year (female 5,
male 6), accounting for an overall total of 533,952 SAP Talks
held in 2024 (the expectation is for approximately 200,000 SAP Talks
to take place per year).
Flexible Working at SAP
SAP’s holistic approach to flexible work actively addresses trends and developments – including the reshaping of today’s workforce, the skills shortage, and the AI revolution – to reimagine work at its core. We drive this transformation with state-of-the-art people practices and innovative workplace approaches to future-proof our organization in times of unprecedented change.
Our commitment to flexible work is the foundation for creating an engaging, inspiring, and healthy work environment at SAP. Our leading-edge framework for flexible work consists of three dimensions: flex time, flex location, and flex workspace. This framework empowers SAP employees around the world to thrive in the future of work with flexible working schedules around the requirements of our business and customers, as well as the individual needs of our people, allowing for a healthier work-life balance.
The evolved location dimension of our flexible working model supports SAP’s transformation, strengthens our shared values, and drives innovation through networking and spontaneous interactions. Since May 1, 2024 (in Germany: since June), our setup generally consists of three days a
17 Leadership learning journeys, offered by Leadership Development, are a menu of offerings relevant to the business and SAP’s goals. The content in the modules supports leaders in improving their leadership capabilities and they are free to select the content that best fits their leadership growth. This number does not include mandatory or compliance training or other training that is not offered by Leadership Development. Global senior executives include Group Executives, Senior Executives, and Board members.
18 Results are based on a survey new hires receive once they reach their sixth month at SAP. Scores are reported as favorable/unfavorable scores on the item “I feel comfortable and have a sense of belonging to my team.” The item is measured on a 5-point scale from “1 – Strongly disagree/Very unsatisfied” to “5 – Strongly agree/Very satisfied.”
19 Does not include employees at Taulia, Emarsys, Volume Integration, LeanIX, or WalkMe.
20 Does not include employees at Taulia, Emarsys, Volume Integration, LeanIX, or WalkMe.
21 SMART is an acronym that stands for Specific, Measurable, Achievable, Realistic, and Timely.
22 SAP Talk is our name for regular, open conversations between an employee and their manager to discuss performance and development and to ensure that the right working conditions are in place for employee success; they also build trust by aligning on expectations, sharing feedback, and ensuring that the employee knows where they stand overall in relation to their performance and development.
23 Numbers based on a survey conducted in the second half of the year with 35,000 randomly selected employees, asking the question: “On average per year, how often do you have SAP Talks with your manager where you could discuss the progress towards your performance and/or development goals (0, 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12)?”
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week in the office or on-site with customers or partners (in December 2024, details about the hybrid work setup for Germany were still subject to further negotiation with the works councils).
Our flexible working model operates under a globally coordinated framework driven by our People & Culture Services organization, as part of the Board area People & Culture. The framework is implemented by local HR teams and management within each country, taking into consideration local labor laws and regulations. The relevant local guidelines are available to our employees and managers on our internal employee portal. Managers and employees are further enabled to adopt and follow local guidelines with targeted supporting material.
Our Actions and Targets
IRO Type | Description | Targets/Metrics |
Positive impact | SAP’s work environment supports work-life balance through flexible work schedules, trust-based working hours, and hybrid work options. | There are no targets related to this positive impact. |
SAP’s flexible working model empowers employees to define with their managers when, how, and where they work best, in accordance with the global guidance to work three days a week in the office or with customers/partners – subject to local labor law and social partner involvement.
This guidance applies to SAP’s entire workforce, except for employees with underlying health or neurodivergent conditions, employees with disability-related needs, and employees for whom their managers have granted a temporary exception from the three-day in-office requirement. Part-time employees may adjust their in-office days proportionally to their contractual hours.
SAP’s approach allows for flexibility in line with business requirements while ensuring that employees are spending a substantial amount of time on-site with colleagues (within and outside of their own teams).
We analyze the general office attendance trend in an anonymized way on an aggregated level (for example, per country, location, or Board area – subject to local labor law and social partner agreements and in compliance with data privacy and protection regulations). Since the implementation of SAP’s evolved hybrid work policy, we have seen a step-by-step increase toward employees being onsite at the office or with customers and partners three days a week, and we expect to keep this momentum in 2025.
SAP is committed to several additional flex work elements that empower our employees to run at their best while balancing their personal needs and business requirements and without compromising our mission to succeed. Based on local labor law and social partner involvement, the following elements of flex time are applicable to most SAP locations as permanent offerings to our employees:
– | Daily flex routine: Work start and end times may vary from established standards. |
– | Scattered working hours: Working hours can be split into different segments of time based on individual needs. |
– | Part-time: Employees work fewer hours than the local workplace standard. |
– | Personal leave: Employees can take unpaid leave, depending on local business or social requirements, without loss of employment rights. |
Additionally, SAP offers employees the opportunity to work abroad for personal reasons for up to 30 working days within any 12-month period (based on an approval process that is also contingent on compliance with local legal and tax regulations and insurance coverage).24
24 Working abroad for personal reasons is available to employees employed by an SAP entity in the following countries, which have adopted the global standard (and as far as immigration regulations in the destination country allow for it, and if their line manager agrees): Argentina, Australia, Austria, Bahrain, Belgium, Bulgaria, Brazil, Canada, Columbia, Costa Rica, Chile, China, Cyprus, Denmark, Egypt, Finland, Germany, Greece, Hong Kong, Hungary, India, Indonesia, Iraq, Ireland, Italy, Japan, Kenya, Korea, Kuwait, Luxembourg, Malaysia, Mexico, Netherlands, New Zealand, Nigeria, Norway, Oman, Panama, Pakistan, Philippines, Peru, Poland, Portugal, Puerto Rico, Qatar, Romania, Saudi Arabia, Singapore, Slovakia, South Africa, Spain, Sweden, Switzerland, Taiwan, Thailand, Turkey, United Arab Emirates, United Kingdom, Unites States, Vietnam.
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Health, Safety, and Well-Being
Our Approach and Policies
SAP has a long-term commitment to achieve sustainability by enabling people to thrive in the future of work and by reinforcing the resilience of its workforce in our highly competitive market environment. The SAP Global Health & Safety Policy is part of this commitment.
SAP Global Health & Safety Policy
This policy provides a framework that supports business processes, healthy leadership behavior, and a culture of (self-) care by addressing, integrating, and leveraging physical and mental health, physical and psychological safety, work-life balance, and overall well-being as foundational pillars. The objective is to ensure our employees’ long-term engagement, productivity, and employability, and thereby create sustainable value for our people, our organization, and our customers. This policy is also available externally as SAP’s Health & Safety Commitment Statement.
The scope of the SAP Global Health & Safety Policy is a global framework that clarifies the responsibility of SAP, its leaders of legal entities and countries, managers, and employees in ensuring a healthy working culture and a safe work environment. It applies to all businesses within SAP and to all SAP employees and leaders. It is valid at all times when working for SAP, irrespective of the working location or setup.
The head of Global Health, Safety & Well-Being is the owner of the SAP Global Health & Safety Policy. All employees of SAP are obliged to comply with this policy and are accountable for its implementation in their area of responsibility.
SAP’s Global Health & Safety Policy is an extension of our public commitment to the Human Rights Commitment Statement, the Luxembourg Declaration on Workplace Health Promotion, the ILO Declaration on Fundamental Principles and Rights at Work, and the United Nations SDGs (specifically SDG 3 “Good Health” and SDG 8 “Decent Workplaces”).
We consider the interests of our stakeholders by involving them in the review process for the SAP Global Health & Safety Policy.
The SAP Global Health & Safety Policy is available to all SAP employees through SAP’s internal employee portal. Further, since April 2024, SAP provides a global mandatory training course for all employees every two years. This course covers all aspects of the SAP Global Health & Safety Policy.
Our Actions and Targets
IRO Type | Description | Targets/Metrics |
Positive impact | We promote healthy behavior and well-being for our employees through various programs and offerings. | To achieve the objectives of our policy, we have set the following targets: |
Business Health Culture Index (BHCI): The BHCI for 2024 was 78%, which meets the target range of 78%–80%.¹ | ||
In 2025, the BHCI will be revised. The target range for the revised BHCI is set at 80%–82%, consistent with the ambition of the original BHCI, using the June 2024 survey as a baseline. The revised BHCI in 2024 scored at 80%. | ||
Stress-Satisfaction Index (SSI): We achieved 74% in 2023. For 2025 through 2026, we aim to keep the SSI ratio above 70%.² | ||
Run Healthy Program: We aim to have 100% of the workforce covered by 2027. For 2024, we achieved 37%.3 |
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Management sets and tracks targets taking historical data and expected developments into consideration, and bearing in mind the interests of our own workforce. BHCI and Run Healthy Program coverage are measured once a year. The SSI is measured at least every two years.
For more information about the methodology of the KPIs and targets, see below. |
1 Historical BHCI data: 2023: 81%; 2022: 81%; 2021: 81%; 2020: 80%; 2019: 80%
2 Historical SSI data: 2023: 74%; 2022: 73%; 2021: 69%; 2020: 66%. The stress satisfaction index was measured annually from 2020 through 2023; and is intended to be measured again in 2025 at least every two years. The SSI shows that job satisfaction was equal to or higher than the perceived stress for about 74% of SAP participants in 2023. The 2023 data does not include employees at Taulia, LeanIX, or WalkMe.
3 Metric reported for the first time. No historical data available.
The Global Health, Safety & Well-Being team provides global frameworks and a comprehensive health, safety, and well-being portfolio to enable SAP’s business and organizations at all levels to run healthy and safe. At SAP, key health and safety management focus areas are: stress management, self-management, work-life balance support, personal resilience, a psychologically safe work environment, an ergonomically safe office setup, travel medicine, pandemic management, vaccinations, road safety, and general medical prevention. As an enterprise software company, SAP does not have the occupational health and safety issues associated with manufacturing or heavy-industry jobs. Most of our people have sedentary, intellectually demanding jobs in a constantly changing business environment that requires considerable flexibility and agility. SAP therefore has no global workplace accident prevention policy or management system in place. However, local workplace accident prevention programs exist in several SAP locations around the globe. Typical health and safety management topics at SAP include ergonomic and safe workplaces, stress management, self-management, work-life balance, travel medicine, and general medical prevention. Employees have access to related services and enablement resources, and are informed about them in SAP’s internal employee portal, monthly newsletters, live information sessions, and campaigns. They can also reach out to the SAP Health team directly. In addition, SAP offers Web-based tools such as the SAP Health Navigator, which guides employees to health offerings and tips according to their individual needs.
Key global health programs include:
– | The Employee Assistance Program, which offers 24x7, around-the-clock emotional support and practical advice for all of life’s challenges for 100% of SAP employees and their immediate family members. |
– | The Mental Health Initiative, which offers monthly global sessions (such as mental health training for employees and managers) and expert consulting. |
– | The Mental Health First-Aider Program, which aims to have global reach and has already been launched in pilot countries. |
– | Ergonomics training, consulting, and sessions with a global reach. |
– | Activity offerings such as the Fit@SAP challenge platform, micro breaks with Breakthru, live sessions, and self-paced resources to foster physical activity are accessible to all employees globally. These are complemented by sports courses and facilities in several locations around the world. |
SAP provides employees with a range of feedback opportunities (for example, regular employee surveys and the continuous Health Feedback Survey). We encourage our people to get involved and to help shape and improve SAP’s caring culture and working conditions by “telling it like it is,” which helps us improve where we need to. SAP conducts annual health risk assessments on a global level, with reporting at all manager levels, through regular employee surveys, the BHCI, and the Stress-Satisfaction Index (SSI). The BHCI reflects the extent to which SAP provides employees with a working environment that promotes health, supports their long-term employability, and fosters active engagement in achieving corporate goals. In 2025, the BHCI will be revised. In addition to its existing focus on leadership, engagement, and team culture, the revised BHCI will update one item in the Health & Well-Being section and include Diversity & Inclusion as a new topic. This revision means that the BHCI will then be a cross-sectional index that holistically captures employee experience at SAP across key themes, reinforcing its role as a strong indicator of a healthy work environment. The BHCI is calculated based on the results of our #Unfiltered survey. The SSI, meanwhile, reveals the relationship
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between job satisfaction and perceived stress. In 2023, job satisfaction was equal to or higher than perceived stress for about 74% of SAP’s workforce. These measures provide SAP with continuous insights that enable us, and particularly our Global Health, Safety & Well-Being organization, together with its strong partners in Human Resources, Real Estate & Facilities, Occupational Safety, and Physical Security, to enforce and adjust our initiatives and counteract adverse developments as needed.
The prevention and mitigation of occupational health and safety impacts is supported by SAP’s dedicated crisis management and business continuity frameworks that support all SAP employees worldwide in global, regional, and local crisis situations. To safeguard our people on business travels, SAP offers medical and security assistance through its Travel Assistance Program.
SAP utilizes the enablement capabilities of global internal multiplier networks such as the Health Ambassador Network, as well as external training and certification, to ensure health and safety competence across the organization.
Safeguarding the mental health of all our employees is key to SAP’s ability to provide innovative solutions for our customers. SAP has a long tradition of acting against stigmatization and of applying the Employee Care Cycle, which covers prevention, early detection, case management, and re-integration. In addition, the SSI serves as an early-watch KPI, which SAP monitors to measure resilience on an individual level and to determine courses of action on individual and organizational levels. In 2023, we conducted a hybrid-work-related risk assessment to identify potential health risks inherent in a hybrid work model. A Country Health Dashboard (available for countries with at least 50 employees) supports the identification of health risks at country level.
We also leverage digital solutions (such as SAP Health Navigator) to guide SAP’s people to relevant health content by considering their individual needs and location, and to gather their feedback to drive the highest standards of quality – just as we do with the permanent Health Feedback Survey for all our health and well-being offerings.
SAP has developed an internal health and safety management system built on the ILO Occupational Health and Safety standards. It includes self-assessment by a cross-functional council to evaluate health, safety, and well-being conditions at the Company and, based on recommended measures, to drive tailor-made and effective local programs and initiatives to ensure that health and safety targets are met.
SAP’s health and safety management system, “Run Healthy,” is based on ILO standards and is executed at local level by a local health and safety management council, which meets at least once a year and consists of a council lead, different line-of-business representatives (such as from our HR, Facilities, and Health departments), and an employee representative. The program currently covers 37% of the workforce (as of December 2024; Health Dashboard). SAP is aiming for global reach and is expanding the program step by step. Its goal is to have 100% of the workforce covered by 2027.
Data Protection and Privacy
IRO Type | Description | Targets/Metrics |
Negative impact | Employees’ individual rights could be violated if their personal data is lost or if data protection and privacy laws are breached. | For more information about targets and metrics, see the Security, Cloud Compliance, Data Protection and Privacy section. |
SAP is committed to data protection and respects the rights of individuals. Data protection has therefore always been a priority for SAP. However, individual data protection incidents may occur and could potentially have a negative impact on employees. Every employee could be subject to these potential negative effects, regardless of their attributes. The introduction and continuous monitoring of compliance measures – in particular regular training courses to raise employee awareness – and the implementation of preventive measures are essential to ensuring that our employees’ rights are protected when their personal data is processed.
For more information about policies and actions related to this negative impact, see the Security, Cloud Compliance, and Data Protection and Privacy section.
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Workers in the Value Chain
In this section, we disclose information about SAP’s material IROs related to workers in the value chain. The material IROs with the identifiers S2-1 to S2-8 can be found in the IRO table in the Double Materiality Assessment section. For further information about policies, actions, metrics, and targets related to privacy standards, see the Security, Cloud Compliance, and Data Protection and Privacy section.
SAP prioritizes material negative impacts in line with current regulation. For more information, see the Human Rights section.
Our Approach and Policies
Our commitment to respecting and advancing human rights across our operations, extended supply chain, and product lifecycle is grounded in UNGPs. For more information, see the Human Rights section.
In our interactions with customers, suppliers, and partners across the entire value chain, we follow and implement our Global Code of Ethics and Business Conduct for Employees. For more information, see the Business Conduct section.
Our procurement practices and business relationships are informed by these principles, and we expect our suppliers and partners to uphold human rights. Compliance with our Supplier Code of Conduct is the basis for our business with suppliers and an integral part of our supplier qualification, onboarding, and risk management process. Similarly, compliance with our Partner Code of Conduct is central to our partner onboarding and due diligence process. By leveraging our systems, processes, and business network, our Global Procurement Organization (GPO) embeds sustainable principles in our own actions and decisions.
Understanding of Potentially Affected Value Chain Workers
Our operations, supply chain, products, and business relationships may affect workers in the value chain.
SAP does not manufacture any physical products. However, for the purposes of running our daily operations in our offices and data centers, we buy products and services from across the globe. We assess the potential impacts of these purchases on the following groups of value chain workers:
– | Upstream tier 2 to tier n, meaning any indirect suppliers that we do not have a contractual relationship with but whose goods or services are relevant for our business activities. Here we assess, for example, the impact from activities related to the manufacture of the hardware we use. |
– | Upstream tier 1, meaning direct suppliers with whom we have a contractual relationship. Our direct business relationships include workers in the service industry, some of whom, such as IT support and facility management staff, work on SAP’s premises. |
– | Downstream tier 1, meaning our partners who sell SAP solutions to our customers, or who service or run our solutions for them, employ knowledge workers. |
For information about other potential downstream impacts of our solutions, see the Security, Cloud Compliance, and Data Protection and Privacy and Responsible AI sections.
These groups of value chain workers were identified in an internal assessment that also looked at whether there are any workers who are potentially particularly vulnerable to negative impacts. We assume that, specifically in our indirect value chain, there could be vulnerable groups, including labor unionists, migrant and seasonal workers, informal workers, women, young workers, and workers with disabilities.
While child, forced or compulsory labor among workers in SAP’s value chain are identified as material potential impacts based on SAP’s DMA methodology, we have not identified any specific countries or commodities with significant risk of child, forced or compulsory labor among workers in SAP's value chain.
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For more information about our risk assessment methodology, see the Our Approach to Human Rights Due Diligence section.
For more information about our DMA and the approach we use to value impact, see the Double Materiality Assessment section.
SAP Supplier Code of Conduct
Based on best practices that reflect global human rights and labor standards, the SAP Supplier Code of Conduct aims to address material impacts, risks, and opportunities related to workers in SAP’s upstream value chain. As well as general provisions on legal compliance, the Code sets out specific provisions on labor standards, human rights and environmental standards, health and safety, and diversity and inclusion. Our GPO, specifically our chief procurement officer, is responsible for implementing the Code, which applies to our tier 1 upstream value chain across our operations globally, that is, contractors, consultants, suppliers, vendors, and agents. We expect tier 1 suppliers to cascade the requirements down their supply chain as appropriate.
The SAP Supplier Code of Conduct forms an integral part of our standard supplier contracts and our General Terms and Conditions. While the supplier registration process helps make potential suppliers aware of the code, incorporating it by reference into our General Terms and Conditions helps to enforce compliance among our suppliers. We reference the Code in all of our purchase orders and it is also available on our website.
To ensure that our supplier network complies with the latest standards, we review and update the Code regularly. The most recent version was published in 2024. This practice reinforces the message to our suppliers about the value SAP places on adherence to the Code.
SAP Partner Code of Conduct
All transactions with business partners must comply with the SAP Partner Code of Conduct. It sets out the expectations we have of our partners, including that they adhere to SAP’s principles of business conduct; observe human rights, meet labor and health and safety standards, and have compliance management systems in place.
The Code applies to all members of the SAP ecosystem, that is to all partners who collaborate with SAP or who are members of any of SAP’s partner programs.
SAP’s chief partner officer and the global head of third-party compliance are the owners of the Code and responsible for its implementation.
The Code is available on our designated partner portal. All our correspondence with our partners includes references to it. It is also available on our website for the benefit of our partners’ employees, further ensuring its widespread visibility and accessibility.
To certify their adherence to the Code, we require certain partners to undergo a comprehensive due diligence process related to bribery and corruption matters every three to five years. To reinforce the importance of compliance with the Code, we conduct antibribery and anticorruption training every two years.
Our Actions and Targets
Processes for Engaging with Value Chain Workers
SAP is actively engaged in several collaborative efforts, such as the Business for Social Responsibility’s (BSR) Human Rights Working Group and the human rights and value chain cluster set up by econsense, the sustainability network of German business.
SAP consults with external sustainability and AI ethics advisory panels consisting of experts from academia, industry, and civil society for advice on generating positive social impact and mitigating human rights risks.
SAP does not at present have a process in place for directly engaging workers in the value chain or their representatives. Once the EU Corporate Sustainability Due Diligence Directive has been transposed into national law, SAP will draft a rightsholder engagement concept, which will include individuals who may be particularly vulnerable.
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Complaints Handling Mechanism
SAP is committed to addressing any negative impacts it causes or contributes to with respect to workers in the value chain. As described in our Global Human Rights Commitment Statement, we are committed to working with our suppliers and business partners and, through constructive dialogue, we seek to leverage our influence to end any violations. If there is no improvement, we reserve the right to suspend our business with the party concerned or, as a last resort, to terminate it altogether.
SAP has established a complaints management and investigations procedure as described in the Complaints Management and Investigations section.
Workers in the value chain can raise their concerns through Speak Out at SAP. We offer this channel to any interested party through our website. We communicate its availability to our suppliers through our Supplier Code of Conduct and SAP Supplier Portal. SAP Partner Portal also advises partners about Speak Out at SAP. We are currently updating our Partner Code of Conduct to include a reference to our confidential reporting channel, and we plan to release the updated version in 2025. For more information, see the Speak Out at SAP section.
With regard to potential human rights concerns and incidents involving our upstream and downstream value chain workers, one grievance was noted in 2024, but it was not identified as severe.
Prevention, Mitigation, and Remediation
Under our risk assessment and prioritization process, which is described in the Human Rights section, we also prioritize actions to address negative impacts on value chain workers.
We put in place preventive measures to address potential risks and impacts. Where we are unable to eliminate a risk entirely, we plan to employ strategies to lessen its effect. Such measures include:
Contractual assurance: Our Supplier and Partner Codes of Conduct1,2 are usually part of the contractual arrangements with direct suppliers and partners, and are therefore the basis for all subsequent preventive and remediation measures.
Supplier selection: The GPO strengthens our supplier qualification process to increase visibility over vendors, improve engagement, and select vendors based on their environmental and human rights performance.
Enablement of procurement personnel: Based on the results of our impact assessment, we piloted internal GPO workshops in 2024 to assess identified impacts on value chain workers and to develop actions to address those impacts for specific procurement categories. These workshops gave procurement staff a better understanding of the identified impacts and provided an opportunity for them to discuss how to improve procurement practices.
We also provide regular voluntary and mandatory training to procurement staff on the human rights issues that are most relevant to SAP, and an information video is available online to all employees to increase awareness of our policies, procedures, and grievance mechanism, and of our impact on human rights.
Collaborative action: We are evaluating which industry initiatives and procurement strategies might be suitable for addressing risk. One of the topics that we evaluate in this context is that of a decent living wage. Suppliers not paying their employees a decent living wage is a material potential negative impact. In this context, SAP conducted an analysis to identify areas that require greater attention and discussed the findings with the relevant internal teams to define further action.
Providing remedy: We recognize that, even with the prevention and mitigation measures we have in place, there still might be negative impacts on workers in our value chain. To address them, we implemented the Complaints Handling Mechanism (including the Speak Out at SAP confidential reporting channel) described above to encourage our value chain workers to raise their concerns. This mechanism helps us identify and resolve issues, and remedy any existing harm.
SAP is investigating how to best assess the effectiveness of our policies, actions, and remedy.
1 Our Supplier Code of Conduct did not apply to WalkMe, LeanIX, or Volume Integration.
2 Our Partner Code of Conduct did not apply to WalkMe or Volume Integration.
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Resources to Manage IROs
At SAP, the management of impacts and risks relating to our value chain workers is a collective effort coordinated across the departments listed below, each of which has a direct role in driving these initiatives. However, a large number of employees outside these departments also contribute indirectly to the management of value chain worker impacts and risks through their day-to-day work and decision-making.
GPO and Global Finance Success (GFS) focus on risk analysis of direct suppliers, with the support of specialist expertise from external partners.
Within the Sustainability department, the Human Rights Office is responsible for adherence to the United Nations Guiding Principles and for monitoring compliance with the German Supply Chain Act.
GR&AS employees are responsible for recording and analyzing sustainability risks (including human rights and environmentally relevant risks). They work with risk managers in specific countries to gain input about local circumstances.
Global Legal provides advice on how to interpret legal requirements such as the German Supply Chain Act.
Complaints raised through our internal grievance process are addressed by appropriate organizations at SAP, such as the Office of Ethics and Compliance (OEC), People Compliance, and Corporate Security Investigations.
SAP manages actual and potential impacts in accordance with legal requirements, such as the German Supply Chain Act, and, presumably from 2027, the EU’s Corporate Sustainability Due Diligence Directive. We will set targets to address material impacts on value chain workers in line with the prioritized risks described in the Human Rights section.
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Security, Cloud Compliance, and Data Protection and Privacy
In this section, we disclose information about SAP’s material
IROs related to our entity-specific topic of Security, Cloud Compliance, and Data Protection and Privacy. The material IROs with the
identifiers SP-1 to SP-7 can be found in the IRO table in the Double Materiality
Assessment section. Unlike IROs SP-1 to SP-6, which are addressed in this section, IRO SP-7, which covers responsible marketing
practices, is addressed in the
Incorporation by Reference section of our Appendix .
Our Approach and Policies
We strive to protect the rights of data subjects and meet applicable local requirements in both our product and service portfolios. Our approach to data protection, privacy, and security aligns with our overarching business strategy and supports our aim of strengthening SAP’s reputation as a sustainable and trustworthy partner in the market.
Everyone has the right to have their personal data protected. For more information about SAP’s commitment to respecting human rights, see the Human Rights section.
We address and manage the material IROs outlined above by establishing policies and frameworks, implementing them throughout the organization, monitoring compliance, and maintaining a clear chain of responsibility to promote accountability at every level.
To further enhance our commitment to security and compliance, security considerations are integrated into every stage of the software development lifecycle. We utilize various methodologies, guidelines, processes, and tools to address and adapt effectively to evolving cybersecurity threats.
These safeguards were designed and implemented to protect the fundamental rights of everyone whose data is processed by SAP, and of those who use SAP’s products, including customers, suppliers, partners, prospects, employees, and applicants.
SAP Global Security Policy Framework
The SAP Global Security Policy Framework is a layered structure of documents consisting of the SAP Global Security Policy and of security standards, procedures, and good practices that define the objectives, values, minimum requirements, and obligations we follow to protect SAP against security threats.
- | The SAP Global Security Policy1 is a high-level security document aligned with SAP’s overall strategy and vision to maintain the highest level of security. It defines management intent, expectations, direction, and a responsibility matrix. |
- | SAP Security Standards, owned by central service leaders in SAP Global Security and Cloud Compliance (SGSC) define the minimum security requirements for numerous domains, including risk management, asset management, information classification, physical security, threat detection, and vulnerability management. Requirements are regularly reviewed to ensure they are appropriate, adequate, and effective. |
- | SAP Security Procedures set out detailed steps for implementing and operationalizing the security standard requirements. |
- | SAP Security Good Practices are checklists designed to simplify the implementation process. |
1 The policy was not extended to the acquired companies Taulia or WalkMe.
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The objectives of the SAP Global Security Policy Framework are to:
– | Preserve the confidentiality, integrity, and availability of SAP information and of information entrusted to SAP |
– | Protect all SAP assets from internal and external threats, deliberate or accidental, based on a risk assessment |
– | Fulfill the legal, regulatory, operational, and contractual requirements of SAP |
The SAP Executive Board is responsible for SAP’s security strategy and endorses the Global Security Policy. The Chief Security Officer and Chief Security Compliance and Risk Officer oversee the policy, ensuring its definition, implementation, monitoring, and development in line with industry standards. Business Information Security Officers (BISOs) lead the security strategy in their respective lines of business and ensure adherence to the policy. All SAP employees and external workers must familiarize themselves with the policy and complete security awareness training. The Global Security Policy Framework is published internally, with regular updates communicated to key stakeholders.
SAP Global Data Protection and Privacy Policy
The SAP Global Data Protection and Privacy Policy1 sets a Group-wide governance standard and creates a structure for the handling of personal data in accordance with data protection and privacy requirements. Where applicable, it references the SAP Global Artificial Intelligence (AI) Ethics Policy, which reflects the guiding principles of the International Bill of Human Rights.
The SAP Global Data Protection and Privacy Policy sets out:
– | The rules and principles for the processing of personal data in the SAP Group. The rules also apply to the personal data of customers, partners, and other third parties to ensure compliance with applicable data protection and privacy laws. |
– | Responsibilities within the organization for the processing of personal data |
– | Guidelines for the organizational execution of data protection and privacy principles |
The SAP Global Data Protection and Privacy Policy applies to all SAP Group companies and is rolled out to all SAP employees globally by Data Protection and Privacy. All SAP employees and other individuals working on behalf of SAP are obligated to familiarize themselves with this policy and other internal policies governing the handling of personal data. They must commit to keep personal data confidential and not to collect, process, or use personal data without authorization.
The global Data Protection Officer (DPO) is responsible for monitoring compliance with data protection laws and regularly reports to the CFO, who is the Executive Board member responsible for data protection compliance matters and the enforcement of data protection and privacy. The DPO is responsible for the SAP Global Data Protection and Privacy Policy, which addresses SAP’s data protection governance, and regularly reports to the CFO on data protection compliance in the SAP Group. To ensure consistent security and data protection compliance, SAP has implemented a formal governance model that assigns clear responsibilities across the SAP Group.
Management plays a critical role in establishing data protection requirements and business processes to ensure compliance with applicable data protection and privacy laws. To implement data privacy requirements effectively, management can delegate these responsibilities to various levels of management in the organization. In accordance with these principles, the individual global SAP lines of business (LoBs) have a mandate to implement data privacy requirements within their area of responsibility.
At local level, operational responsibility for compliance is transferred to the local CFOs, who are supported by a network of local Data Protection and Privacy Coordinators (DPPCs). Unless one has already been appointed by the Data Protection and Privacy team (DPP), each CFO must appoint a local Data Protection and Privacy Coordinator (DPPC), who conducts audits to ensure compliance with
1 The policy was not extended to the acquired companies Taulia or WalkMe.
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regulations. The CFO is also tasked with facilitating these audits and implementing the measures necessary to address compliance gaps.
Our Actions and Targets
Processes for Engaging with Stakeholders
SAP provides users with various external and internal channels to access information about security, privacy, and cloud compliance, and to report security-related incidents. Examples of these channels are listed below.
Audience | Channel | Description |
Customers, partners, and suppliers | SAP Trust Center | A central, market-facing website where customers and prospects can initiate requests and access information about security, privacy, and compliance for cloud services and on-premise software |
Customers and partners | My Trust Center | A password-protected extension of SAP Trust Center that gives customers and partners access to specific tools, information, and resources for their environments. SAP provides regular updates to registered users on, for example, changes to policies, frameworks, and sub-processors |
Employees, customers, partners, and end-users | SAP Help Portal | Provides the latest self-service information on product maintenance, onboarding, and support-related news |
Customers and partners | SAP for Me Portal and Security Notes | A central access point for customers, with personalized alerts, metrics, and information about SAP products, including a list of security notes |
SAP users and employees | SAP Community | A forum open to SAP users to share knowledge, connect, and get help with SAP products, services, and technology |
Customers, partners, and end-users | SAP HotNews | Information from SAP experts about action items and patches to help resolve and prevent security problems involving SAP systems |
Employees, customers, and partners | SAP Global Security Incident Management Tool | A tool for customers to report security incidents to experts, and a form to report website and product vulnerabilities |
In addition to offering the internal channels outlined above, SAP also engages with external stakeholders, including customers, users, and government agencies, to proactively gather feedback. In sessions carried out in multiple organizations across different Board areas, we collect feedback, assess it to set or adjust targets and determine the action we need to take, and keep stakeholders informed about initiatives that address their concerns.
Addressing Material Impacts
To address the negative impacts and risks, SAP takes preventive measures and mitigation and remediation actions. Preventive measures are put in place on multiple levels and include embedding security considerations in the product lifecycle, offering training and content on data privacy, publishing security information through the various channels set out above, and providing consultation and training on data privacy and security topics. To mitigate and remediate risk, SAP operates an incident management tool for incident reporting so that it can take appropriate steps to address incidents, as outlined in the policy.
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The table below contains continuous preventive, mitigation, and remedial actions.
Action | Description | Objective | Metric/Target/Measure of Policy Effectiveness |
SAP’s cyberthreat intelligence initiatives and operations | An advanced initiative designed to proactively manage cybersecurity threats. It integrates various cybersecurity services, incorporates event, incident, threat, and vulnerability management, and ensures 24/7 security monitoring. Security incidents are handled through a structured incident management process aligned with ISO/IEC 27035 principles. | To enable SAP to promptly identify, assess, and address potential security threats and disruptions to minimize adverse impacts on business operations. | Due to the confidential nature of these KPIs, they cannot be disclosed.
|
Managing customer-reported incidents and data subject requests involves cooperation with customers and regulatory authorities. Customers can submit security incidents through Customer Support, and SAP then works with the data subjects or relevant regulatory bodies. SAP provides functionality for customers to correct or remove personal data from cloud services or restrict its processing in alignment with data protection law. If such functionality is not available, SAP acts on the customer's instructions and legal requirements. | |||
SAP Security Risk Management | SAP Security Risk Management is a critical process that involves identifying, assessing, prioritizing, and addressing risks to SAP, and facilitating qualitative and quantitative analysis methods. Its primary goal is to minimize, monitor, and control the impact of uncertain events or outcomes. In this process, risk managers and business units collaborate to ensure that all of SAP is covered and that the individual subject-matter experts are involved. | To create a risk culture and processes that enable us to identify, assess, and address risks in a structured and proactive manner so that we can achieve our objectives, comply with legal and regulatory requirements, protect assets, and create value for our stakeholders. | Annual ISO 27001 recertification.
Seven LoBs were identified for a pilot and successfully onboarded to the process, with more LoBs planned in 20251. |
Development Quality Management System (QMS) | The Development Quality Management System (QMS) guides product development to ensure high-quality products, services, and adherence to corporate standards. Our ISO 9001 certification demonstrates our commitment to quality and customer satisfaction. Development QMS applies globally and promotes best practices, thorough documentation control, continuous improvement, and leadership commitment. QMS activities focus primarily on customers but extend to all users of our products and services that come under this system. | To develop high-quality products and services that meet corporate standards and customer expectations. | Recertification and continuous adherence to standards.
The most recent surveillance audit was in 2024, and the certificate is valid until the end of October 2025. |
Integrated Information Security Management System (IISMS) | Our Integrated Information Security Management System (IISMS) and framework, which are based on international standards, ensure consistent, secure services that meet customer and regulatory requirements. The framework integrates principles of information security, quality management, business continuity, as set out in our Security Policy, Security Standards, Quality Policy, and Business Continuity Management Standards. The IISMS applies company-wide and involves other groups at SAP to ensure enterprise-wide adoption and mitigate operational risk. Certifications such as ISO 9001:2015, ISO 27001:2013, ISO 27017:2015, ISO 27018:2019, and ISO 22301:2019 attest to our commitment to high quality, security, and business continuity for the delivery of critical solutions and services. | To deliver consistent, secure, and high-quality services that align with customer expectations and meet regulatory requirements. | Recertification and continuous adherence to standards. |
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Action | Description | Objective | Metric/Target/Measure of Policy Effectiveness |
Compliance with industry standards and regulations | To ensure effective implementation of the SAP Cybersecurity Framework we: - Provide our cloud and IT units with operational controls that are monitored and tested for design and operational effectiveness - Have established an independent internal audit function that reports the audit planning and audit results to the board of directors (the SAP Executive Board) on a regular basis - Engage external internationally accredited auditors to regularly assess the design and operational effectiveness of the Framework - Offer service organization control (SOC) reports – such as SOC 1 Type II/ISAE 3402 and SOC 2 Type II/ISAE 3000 for our cloud services, issued by external internationally accredited auditors - Publish certificates attesting to our compliance with international standards, such as ISO 9001, ISO 27001, ISO 27017, ISO 27018, ISO 22301, and BS 10012 - Offer further industry-specific and regional compliance attestations, certifications, and reports on SAP Trust Center. |
To adhere to industry and international standards on information security and data protection as part of a proactive approach to managing risk and maintaining operational integrity for the benefit of everyone who uses our systems. | Recertification and continuous adherence to international standards.
Details can be found on SAP Trust Center. |
Data Protection Management System (DPMS) | Framework that brings together activities, tools, and methodologies to help the business achieve specific data protection and privacy goals and compliance with applicable data protection and privacy requirements.
The framework is continuously being improved to increase our data protection compliance level based on the annual recertification of DPMS by the British Standards Institute (BSI).
SAP is audited by BSI annually and has been awarded certifications according to BS 10012 since 2011. The most recent certification is valid until the end of 2025. The certificate can be found on SAP Trust Center. |
To provide guidance to all employees on meeting data protection requirements across SAP and to ensure a robust approach to data privacy compliance. | The system is audited annually by internal and external auditors. Internal audits are regularly assessed by an external certification body and according to the applicable industry standard. |
Records of processing activities | SAP monitors compliance with data protection procedures across SAP and maintains a record of processing activities (in a procedure enrollment tool) involving different categories of personal data (applicants, customers, employees, partners/suppliers, and other data subjects). These records contain general information about the procedure according to defined criteria that are necessary to meet proper documentation. The records are reportable and regularly reviewed. | To fulfil transparency and documentation requirements related to processing activities across SAP. | The Data Protection and Privacy team is able to report on the procedures. |
SAP Third-Party Risk Management Process | A process that follows SAP’s own quality standards and international regulations, which require the careful selection and monitoring of subprocessors who handle personal data on behalf of SAP and SAP’s customers. | To ensure that all subprocessors meet the necessary data protection and security requirements for the processing of personal data, thereby safeguarding the interests of SAP, its customers, partners, employees, and end users. | Any supplier who has access to SAP data or SAP customer data must complete the SAP Third-Party Risk Management process. |
Data processing contracts | Data processing contracts are concluded in the processing chain and involve customers and service providers engaged in further processing of data to ensure compliance with the SAP Data Protection and Privacy policy. Data processing contracts are available on SAP Trust Center. | To ensure that all parties involved in the data processing chain adhere to established data protection standards, thereby safeguarding compliance and enhancing data security. | Any customer or supplier who indicates that they process personal data must conclude a data processing contract. |
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Action | Description | Objective | Metric/Target/Measure of Policy Effectiveness |
Data subject rights request process | The data subject rights request process is managed across lines of business and helps customers, employees, and end users exercise their right to receive information about how their personal data is processed, where legally applicable. This process ensures that the rights of data subjects under the applicable data protection laws are upheld, and that all necessary information is easily accessible on SAP’s websites and through other sources. The process is validated as part of the DPMS audit carried out by BSI. | To empower customers and end users to exercise their data subject rights and to ensure transparency on and compliance with data protection regulations. | We assess the number of requests submitted in our ticketing system2; this number increased 200% from 2023 to 2024. |
Global data protection and privacy training | Global data protection and privacy training is mandatory for SAP employees. It is conducted every two years, most recently in 2023. New hires are required to complete the training when they join the Company. The training is validated as part of the DPMS audit carried out by BSI. | To ensure that all SAP employees have the necessary level of knowledge about data protection so that our workforce can handle personal data with due care and in accordance with the law, and therefore comply with data protection requirements in its daily work. | We aim for completion rates of above 95% for our global data protection and privacy training3. Completion is tracked in the online training system.
For the 2023 training, which ended in February 2024, the course completion rate was 97.66%. The completion rate for new hires in 2024 was 94.71%. |
Security compliance training | Security compliance training comprises five different sets of online courses that are held annually, with extra sessions for new hires and employees who are changing roles.
The courses are tailored to different roles as follows: The Information Security Fundamentals course is for all employees. The Practicing Secure Software Development and Supporting Secure Software Development courses are for developers and people in developer-adjacent roles, such as product managers. The Executive Management Security and Compliance Training course is aimed at executive roles. The Executive Support Security and Compliance training is designed for executive support roles, such as executive assistants and management support specialists.
Course content and completion is validated by BDO as part of an assurance process that is separate from that for the Group Sustainability Statement. |
Ensure compliance with regulatory requirements for security awareness and training, specifically related to security protocols and cloud compliance. | We aim for 95% completion rates for the below trainings. In 2024, we achieved the following completion rates:
Information Security Fundamentals3 training, which is due to be completed in 2025: 69.54%; 76.56% for new hires Practicing Secure Software Development3: 97.37%; 89.82% for new hires Supporting Secure Software Development3: 91.49%; 83.03% for new hires Executive Management Security and Compliance Training4: 86.93% Executive Support Security and Compliance Training4: 92.88%
Completion is tracked in the online training system. |
Phishing awareness campaign | SAP holds a phishing awareness campaign at least three times a year that targets all SAP employees. The campaign simulates phishing attacks, and features different tactics each time, with targeted training provided to employees identified as more susceptible to such attacks. | Minimize the risk of security breaches and data compromises by training employees to recognize and report phishing attempts effectively, which supports the objective of the SAP Global Security Policy Framework of protecting all SAP assets from deliberate or accidental internal or external threats. | For security reasons, KPIs cannot be disclosed. |
1 This number excludes Taulia, Emarsys, WalkMe, LeanIX, and Volume Integration
2 This process does not include the acquired companies Taulia, Emarsys, WalkMe, LeanIX, or Volume Integration
3 This training was not extended to the acquired companies Taulia, WalkMe, or Volume Integration
4 This training was not extended to the acquired companies Taulia, Emarsys, WalkMe, LeanIX, or Volume Integration
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Resources to Manage IROs
To manage associated impacts, risks, and opportunities effectively, SAP has made significant investments in dedicated resources. Our teams include approximately 775 professionals across SAP Global Security and Cloud Compliance organization focused on security and cloud compliance, and over 100 experts and dedicated data protection and privacy coordinators. We will continue to invest in this area and expect to strengthen our teams further in 2025.
This investment in resources reflects our commitment to safeguarding sensitive data, ensuring compliance with industry standards and regulatory requirements, and maintaining the trust of our customers and stakeholders.
Metrics on Material Topics
The policies and initiatives described above are aimed at reducing
negative impacts and advancing positive impacts on security, privacy, and data protection, all of which ultimately influence customer
satisfaction. To assess overall customer satisfaction, SAP uses the Customer Net Promoter Score (NPS) metric, which is validated as part
of the regular financial audit carried out by BDO. For details about the customer NPS see the Incorporation
by Reference section of our Appendix .
Separately from the NPS, which primarily focuses on our customers, we also continuously monitor data protection incidents in accordance with the GDPR, data breach notifications, and our overall security posture to assess wider impacts.
In 2024, there were nine notifiable data protection incidents under the GDPR for data that SAP processes for its own purposes and one notifiable data protection incident under the Singapore Personal Data Protection Act and related regulations and guidelines for data that SAP processes for its own purposes. All ten incidents were reported to the relevant supervisory authorities.
SAP’s overall security posture is the primary indicator defined by SAP and based on industry best practices, by which we assess our security. We measure our posture using a combination of strategic metrics, some of which are not disclosed here due to confidentiality reasons. In addition, we use strategic security initiatives to continuously improve our security posture and to address the security risks we identify. The Executive Board receives regular updates on the security posture, including the strategic metrics and on the progress of the strategic initiatives. In 2024, our strategic metrics followed a positive trend that led to an overall improvement in our security posture.
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Responsible AI
In this section, we disclose information about SAP’s material IROs related to our entity-specific topics. The material IROs with the identifiers AI-1 to AI-3 can be found in the IRO table in the Double Materiality Assessment section.
Our Approach and Policies
At SAP, we believe that AI has great potential to create opportunities for businesses, governments, and societies. However, for people to trust in AI, the development, deployment, use, and sale of AI systems must be governed by clear ethical rules. To ensure adherence and accountability, our implementation of AI systems is built on three core principles: relevance, reliability, and responsibility.
Foundational to our approach to AI ethics is our commitment (through our Global Human Rights Commitment Statement) to uphold and support the Universal Declaration of Human Rights. This commitment includes prohibiting discrimination and harassment that is based on personal factors such as race, ethnicity, religion, age, gender, and more. For more information about our Human Rights commitment statement, see the Human Rights section.
In 2024, SAP sharpened its focus on strategic growth areas, especially the accelerated development and implementation of SAP Business AI, which is a core component of our strategy. At the SAP Sapphire conference in June 2024, we showcased the use of AI in various products. For more information about SAP solutions with implemented AI, see the Our Product Strategy section in our Combined Management Report.
Understanding of Potentially Affected Stakeholders
Responsible AI matters are relevant to every end-user of SAP solutions with embedded AI systems and any individual affected by them. Examples include our own employees and customers (including their employees), and the customers and users of our customers.
Our opportunity is highly dependent on our customers and other stakeholders and is directly linked to the positive impact that SAP creates by making AI relevant, reliable, and responsible. To pursue this positive impact, we develop, deploy, use, and sell AI systems accordingly. SAP has established a robust governance framework to build AI on global ethical principles, adopted from UNESCO’s1 recommendation on ethics of AI, and privacy standards. This development and deployment follow the policies and actions described further on in this section. For more information about SAP Business AI, see the Our Product Strategy section in our Combined Management Report.
There is an inherent potential of negative impact on human rights (for example, discrimination) of consumers, end-users, and affected individuals. This understanding is based on external market research. However, this impact is associated with a minimum number of high-risk use cases.
Global AI Ethics Policy
SAP’s Global AI Ethics Policy helps ensure that our AI systems are developed, deployed, used, and sold in line with the ethical and trustworthiness standards laid out in our guiding principles. The policy applies to SAP and its employees worldwide, and all our relevant subsidiaries2 must comply with it. It may also be used to provide guidance and counsel to our customers, suppliers, and partners.
Our AI Ethics Handbook serves as a practical and accessible resource for SAP and its partners involved in the development and deployment of AI solutions at our Company. It provides clear guidance on how to implement SAP Business AI features and solutions that align with our AI Ethics Policy.
In 2024, we updated our policy and handbook to adhere to UNESCO recommendations on AI ethics. As such, our policy is now guided by several international standards.
The policy’s guiding principles listed below steer the development and deployment of our AI solutions:
1 United Nations Educational, Scientific and Cultural Organization
2 The policy does not apply to Taulia, Volume Integration, LeanIX, or WalkMe.
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1) Proportionality and do not harm
2) Safety and security
3) Fairness and non-discrimination
4) Sustainability
5) Right to privacy and data protection
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6) Human oversight and determination
7) Transparency and explainability
8) Responsibility and accountability
9) Awareness and literacy
10) Multistakeholder and adoptive governance
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In ensuring the rights of our customers to own and manage their own data, we may have limited knowledge of how they ultimately use our AI products and services. SAP endeavors to educate and advise its customers and partners based on the principles in this policy, recognizing that specific use-case responsibility lies with the customer or partner, acting in good faith in accordance with local laws and regulations. SAP may issue specific terms and conditions for the acceptable use of AI systems that are binding to customers.
Grounded in our commitment to respecting human rights, SAP’s Artificial Intelligence (AI) Ethics Steering Committee guides our internal efforts to implement and enforce AI ethics in our operations, solutions, and policies. Under the stewardship of the global head of sustainability, the committee comprises SAP executives from all Executive Board areas and relevant LoBs, who provide supervision on topics relevant to guiding and implementing AI ethics.
Within SAP, accountability for the impacts of AI rests with the Executive Board. Acting on behalf of the Executive Board, the committee provides long-term strategic direction regarding AI ethics at SAP, advancing our commitment to the ethical and responsible use of AI. One of its duties is to inform the SAP Supervisory Board and SAP Executive Board about AI ethics matters upon request.
SAP’s CEO is an executive sponsor of our Global AI Ethics Policy. The AI Ethics Steering Committee is responsible for overseeing policy updates to guide implementation of ethical AI in all LoBs that develop, deploy, or sell AI systems. SAP LoB management is responsible for establishing the business processes to ensure compliance with this policy.
Through the SAP Global Data Protection and Privacy Policy, SAP respects international regulations on data protection and privacy. For more information, see the section Security, Cloud Compliance, and Data Protection and Privacy.
The SAP Global AI Ethics Policy and the SAP AI Ethics Handbook are available internally on our intranet and externally on SAP’s website.
Our Actions and Targets3
Processes for Engaging with Stakeholders
At SAP, we believe that cultivating a better understanding of human-centered AI will allow individuals, business, and society to benefit fully from the technology, and allay any concerns that our users may have.
Our primary internal stakeholders are our employees, the SAP Executive Board, and the AI Ethics Steering Committee. Engagement with these stakeholders is continuous and is organized through the standard AI systems development process to make sure that the relevant groups are part of the process chain. The objectives here are for all key stakeholders to contribute directly to and shape the development process, foster collective decision-making, and implement AI ethically and responsibly.
Outside the Company, our primary stakeholders are our customers, who contribute significantly to the development of our products. We work closely with them throughout the development process to understand their needs, expectations, and concerns. We also engage with our AI Ethics Advisory Panel to understand how high-risk use cases might impact society, and to gather feedback with a view to improving our internal governance structure and risk mitigation processes. For more information about our AI Ethics Advisory Panel, see the section Sustainability Strategy and Governance.
3 Unless otherwise stated, actions do not apply to Taulia, Volume Integration, LeanIX, or WalkMe.
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Drawing on outside expertise, we research the impact of artificial intelligence on privacy and data protection to ensure we implement AI ethically and properly address any potential human rights concerns associated with it through, among others, collaboration with BSR Human Rights Working Group.
These efforts are intended to ensure that our products meet the needs of our customers as closely as possible and avoid bias and other unintended outcomes.
Due Diligence
We strive to ensure transparency and adherence to AI guiding principles in third-party system integration by means of our Supplier Code of Conduct. For more information, see the SAP Supplier Code of Conduct section. Suppliers who supply software with embedded AI capabilities need to comply with local laws on ethical and responsible AI. The AI capabilities should also meet the requirements of SAP’s guiding principles and policies. If no local laws exist, suppliers need to follow global guidelines from international institutions, such as those of the Institute of Electrical and Electronics Engineers or the OECD. This requirement also extends to their own supply chain’s third-party software with embedded AI.
In 2024, we established a due diligence process to support our commitments to upholding responsible and ethical AI. Specifically, before incorporating any third-party systems, we aim to ensure that their AI systems align with our ethical principles. This scrutiny extends into continuous oversight even after integration.
Besides its suppliers, SAP has also onboarded its partners to its AI guiding principles and policies and, in 2024, introduced a certification program for partner applications developed on SAP Business Technology Platform (BTP) using SAP Generative AI Hub that includes checks for compliance with the principles of responsible AI. This certification program enables our relevant partners to offer trusted, compliant, and enterprise-ready applications powered by AI services. Furthermore, solutions created by our partners and resold by SAP undergo additional rigorous checks. This ensures alignment with the same stringent responsible AI product standards we uphold throughout our own development lifecycle.
Use Case Review
Our internal procedures follow a use-case-based approach to upholding our standards as described in the SAP Global AI Ethics Policy and the SAP AI Ethics Handbook. Therefore, each AI use case review process includes an assessment of the developed case. The use cases are classified according to their risk and reviewed. All high-risk use cases are discussed with the AI Ethics Steering Committee for final recommendations and decisions.
The SAP Executive Board reviews and ratifies the Committee’s recommendations for any issues that have wider implications for the Company. If no ethically acceptable trade-off can be identified, the development, deployment, use, or sale of the AI system cannot proceed in that form. The Committee continually reviews the appropriateness of the ethical decision made, to ensure that suitable changes can be made where necessary based on evolving circumstances. Such activity ensures our compliance with the SAP Global AI Ethics Policy, which fosters ethical and responsible implementation of AI.
In 2024, 41% of all relevant use cases were recognized as high-risk and reviewed.
Any employee can report a concern in relation to execution or breach of our AI Ethics Policy directly to immediate management, to the AI Ethics Steering Committee, AI Ethics Office or through our Speak Out at SAP tool anonymously if desired; their issue is then be raised with the AI Ethics Steering Committee. For more information about our Speak Out at SAP tool, see the Speak Out at SAP. In 2024, two concerns were reported to the AI Ethics Office but neither of them was substantiated.
Training and Communication
SAP provides various training courses to its stakeholders (that is, employees and customers) to raise their awareness about ethical AI. SAP introduced a mandatory compliance training course, for all employees, on its AI ethics policy and governance in November 2024. By the end of December 2024,
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and before its 2025 due date, 44% of existing employees and 58% of new hires had already taken this course.
In 2024, SAP also introduced a publicly available course on ethical AI to educate its ecosystem.
In 2023, we set up our AI Ethics Community, which is an internal platform that fosters discussions on responsible AI, provides compliance resources, and organizes talks by internal and external domain experts.
For more information about SAP Business AI, see the Our Product Strategy section in our Combined Management Report.
Resources to Manage IROs
To ensure we implement responsible AI practices, including adherence to existing policies, we have established two main teams to drive compliance.
The AI Ethics team in our Corporate Sustainability unit is responsible for establishing efficient, scalable, and compliant governance processes, for ensuring a best-in-class ethical framework for SAP Business AI, for establishing strategic external partnerships, and for addressing the sustainability impacts of AI.
The AI Ethics team in our SAP Business AI unit is responsible for facilitating the creation of responsible AI systems, and for ensuring the relevance of SAP’s efforts regarding AI ethics by maintaining a continuous dialogue with our external ecosystem. The AI Ethics Advisory Panel and AI Ethics Steering Committee are engaged in managing responsible AI.
Lastly, adhering to ethical AI practices is a focus across our Company, and our employees help manage responsible AI matters in their day-to-day operations and decision-making processes. Ultimately, every person involved in the development, deployment, use, and sale of AI systems bears this responsibility.
We are currently discussing specific targets and ambitions related to responsible AI. In the meantime, we are ensuring effectiveness through the active integration of AI ethics into process orchestration systems, existing policies, such as our SAP Global Procurement Policy, and by making our policies accessible to all users.
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Governance Information
In this section, we disclose information about SAP’s material impacts, risks, and opportunities (IROs) related to governance topics and responsibilities.
Business Conduct
In this section, we disclose information about SAP’s material IROs related to our business conduct-specific topics. The material IROs with the identifier G1-1 to G1-4 can be found in the IRO table included in the Double Materiality Assessment section.
Our Approach and Policies
In an increasingly complex business environment, making the right decisions and abiding by ethical choices has never been more important. As a company operating in numerous countries across the globe, SAP is required to adhere to strict international legislation that defines acceptable business conduct and practices.
At SAP, ethical behavior is an integral part of the cultural values that influence our daily decision-making at every level of the business and in every market. We expect our business practices to not only meet international legal requirements, but to adhere to our internal high standards of ethics and integrity. We understand that our customers expect this as well. SAP’s reputation for doing business the right way is one of our most important assets. Our Global Code of Ethics and Business Conduct (CoEBC) clearly states that SAP has a zero-tolerance policy toward unethical business behavior, including all forms of bribery and corruption.
The Office of Ethics and Compliance (OEC) develops, implements, oversees, and enforces an effective compliance management program that is designed to mitigate bribery, corruption, and fraud risks faced by SAP. The OEC contributes to SAP’s success by providing trusted advice to SAP managers, leaders, and employees across the entire business.
The following section describes how we mitigate negative impacts and risks, and how we pursue positive impacts and opportunities.
Policies and Corporate Culture
In 2024, we continued to focus on strengthening our robust compliance program, which is based on our corporate values and voluntary commitments as well as on international standards and regulatory requirements. In January 2024, SAP reached a settlement with the Securities and Exchange Commission (SEC) and entered a three-year self-monitorship under a deferred prosecution agreement (DPA) with the United States Department of Justice (DOJ). Throughout the settlement discussions, SAP fully cooperated with law enforcement authorities and took immediate consequence management steps, including terminating the contracts of all those implicated in potential law violations, and terminating partners. In line with the DPA, SAP has continued to enhance its compliance program and related internal controls. In accordance with DOJ and regulatory expectations and requirements, SAP’s CEO and CFO are responsible, together with the Group Chief Compliance Officer (GCCO), for ensuring that the requirements of the DPA are met. To this end, the GCCO continues to align closely with the Executive Board and provides regular reports and updates to both the CEO and the Executive Board on compliance matters and, specifically, on the requirements of the DPA. Separately, in December 2024, SAP’s Brazilian subsidiary reached a settlement with the Office of the Comptroller General of the State of Minas Gerais (CGE) and the State of Minas Gerais Public Prosecutor’s Office (MPMG) in Brazil. The settlement relates to issues identified in the tender process. SAP similarly fully cooperated with CGE and MPMG, applied appropriate consequence management, and enhanced its compliance program. SAP Brazil entered into a leniency agreement with CGE that requires SAP Brazil to continue cooperating with the authorities’ investigations, and agreed to a one-year self-monitorship. CGE recognized the strength of SAP’s compliance program, noting that it meets 95% of CGE’s expectations. For further information, see the Notes to the Consolidated Financial Statements, Note (G.3).
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Compliance matters are discussed with Executive Board and Supervisory Board members at quarterly Audit and Compliance Committee meetings, and at regular touchpoints with Executive Board and Supervisory Board members. Quarterly meetings of the Global Compliance Governance Committee, which are attended by members of Global Finance, Customer Success, Global Communications, and GR&AS, provide a further forum for addressing and discussing compliance matters.
Outside SAP, our OEC regularly exchanges ideas and best practices for compliance processes with relevant peers in the software industry and beyond. SAP is a corporate member of the Association of Certified Fraud Examiners (ACFE), while the GCCO is also a member of the European Chief Compliance and Integrity Officers Forum (ECCIOF), the United Nations (UN) Global Compact’s Think Lab, which focuses on transformational governance, and the World Economic Forum’s Partnering Against Corruption Initiative (PACI).
SAP’s Global Code of Ethics and Business Conduct (CoEBC) continues to be the primary ethical and legal framework within which SAP conducts business and remains on course for success. Available on SAP’s internal employee portal and SAP’s website in 23 languages, it is one of several global policies that provide clear guidance to our employees.
The OEC owns the global policy governance process and works with and guides policy owners accordingly. Accountability and responsibility for policy content is managed by multiple teams across the company. Accountability for OEC-related topics lies with the OEC.
Office of Ethics and Compliance (OEC)
The Office of Ethics and Compliance (OEC) strives to advance SAP’s business goals by promoting a strong culture of integrity and providing trusted guidance to help SAP “Win the Right Way.” To help nurture this environment, the OEC continually addresses compliance challenges and improves policies, guidelines, systems, and measures related to their implementation. The team grew from 157 employees in 2023 to 161 in 2024. The GCCO continues to report to the group CEO. The work of OEC is subject to SAP’s internal audit, for more information see the Risk Management and Risks section in our Combined Management Report.
The OEC has field compliance officers (FCOs) across the globe, in both high- and low-risk jurisdictions. The FCOs are often the first point of contact for the business when compliance matters arise. In high-risk countries in which the OEC is not physically represented and where local language needs might arise, the OEC operates a network of compliance stewards drawn largely from SAP’s legal, finance, and HR departments. Compliance stewards liaise with the OEC’s field compliance officers and provide support by offering advice on basic, specific, and straightforward compliance matters. Working alongside a global network of compliance ambassadors (drawn from all areas of the Company), they amplify compliance messages and serve as a further point of contact for local employees to the relevant field compliance officer.
As part of the DPA, SAP will continue to enhance its compliance program, including related internal controls, policies, and procedures, and report to and cooperate with relevant regulators. To help SAP meet these requirements, the OEC has set up the Monitorship Compliance Office, a dedicated team that closely oversees both existing and newly implemented compliance measures and initiatives.
Communication
In 2024, we further enhanced our compliance-related communication to help strengthen employees’ understanding of everyone’s responsibility to contribute to ethical and compliant business across the Company.
The OEC’s dedicated communications team supports messaging on compliance topics by distributing integrity-related and business-enabling communications at all levels of the Company regularly and consistently – including to senior leaders, managers, and employees. Topic-related content is also provided to SAP partners and suppliers.
Executive Board members and senior leaders regularly host global and regional employee meetings, leadership team meetings, and smaller gatherings that address integrity-focused topics, thereby demonstrating their commitment and dedication to ethical business.
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The OEC’s quarterly newsletter informs all SAP employees about a range of compliance-related topics. In addition, a quarterly newsletter focusing on leadership and management topics is sent specifically to executive and senior management. The significant open rates for these newsletters clearly demonstrate the importance of compliance topics for employees, and their interest in them. Quarterly ‘toolkits’ provide topic-focused resources to communicators Company-wide to further amplify compliance messages in business-owned channels.
Furthermore, all Executive Board areas have recommitted their support for the OEC’s Compliance Ambassador Program. In 2024, we introduced a seventh cohort of ambassadors. The overall number of participants – past and present – rose from over 1,500 in 2023 to over 2,300 in 2024. This program is designed to give employees a further point of contact in the business when compliance matters arise. Ambassadors participate in an extensive curriculum of monthly onboarding sessions over a 15-month period. They are expected to cascade and transfer information on the importance of compliance and ethics throughout their teams and lines of business. Launched in 2023, the Extended Compliance Ambassador Network, which convenes on a quarterly basis, provides compliance ambassadors who have completed the curriculum with a forum to meet in. Participation in both programs is entirely voluntary and is open to all employees irrespective of their seniority or role in the Company.
Investigations at SAP
The OEC’s independent and autonomous investigation team is comprised of dedicated investigators who probe allegations of misconduct within the OEC’s area of responsibility. The source of allegations or concerns varies and could arise from the activities of any one of the teams within the OEC. Alternatively, they could originate as allegations made by individuals (internal or external) through the Speak Out at SAP whistleblower reporting tool. Regardless of the source, all allegations and concerns are subject to appropriate in-depth examination or investigation.
Where appropriate, the OEC engages the assistance of an external law firm to investigate certain allegations of non-compliance with SAP’s policies and procedures or applicable laws.
Our Actions and Targets
Prevention and Detection of Corruption and Bribery
All employees are bound by the CoEBC; they are required to acknowledge its contents and confirm their commitment to it on an annual basis. In 2024, we continued to monitor employee certification of the CoEBC worldwide, recording a 99.99% certification rate for permanent SAP employees. Employees of acquired companies are also required to certify the CoEBC within 90 days of acquisition. The 99.99% certification rate includes Emarsys and Volume Integration employees because the annual certification process for these employees is identical to the one used for SAP employees.
The OEC also evaluates SAP’s third-party service providers to assess whether SAP’s compliance standards are being met. New suppliers and third parties seeking a partnership with SAP are scrutinized according to a risk-based compliance due diligence process, which is repeated every two to five years thereafter. Supplier and partner relationships are formally defined in contracts that outline their obligation to abide by SAP’s compliance requirements. In almost all cases, these include a “right to audit” clause. The OEC also has a dedicated team that conducts compliance audits of partners and suppliers to assess adherence to SAP’s requirements and to identify and address compliance risks.
Moreover, we require all our partners and suppliers to commit to meeting our high standards of integrity. To this end, we have the SAP Partner Code of Conduct (PCoC) and the SAP Supplier Code of Conduct (SCoC) in place so that partners and suppliers understand what is expected of them. For more information, see the Workers in the Value Chain section.
The OEC’s Compliance Monitoring & Analysis (CMA) team monitors the effectiveness of SAP’s compliance processes and related controls through regular testing of high-risk transactions, identified using a data analytics tool and through manual sampling. The CMA team also analyzes findings from investigations, audit reports, and partner audit reports to identify potential enterprise-wide process deficiencies and patterns of misconduct that indicate a compliance risk. The team then conducts root cause analyses on the highest-risk topics and recommends remediation actions to mitigate the risks.
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Speak Out at SAP
Speak Out at SAP is SAP’s independently managed whistleblower reporting tool, through which any matters or concerns can be reported easily, and, if desired, anonymously. The tool is available 24 hours a day, seven days a week, both internally to SAP employees and externally to concerned parties, including customers, suppliers, and partners. It is available in multiple languages and is intuitive to use.
Individuals can submit reports either directly through the Internet-based portal or by phone, with local language support in 61 languages across the globe for maximum accessibility. In all cases, SAP maintains a strict non-retaliation policy.
Beyond Speak Out at SAP, we provide further reporting channels, including an internal ticketing system, a postal address for written submissions, and local contact persons worldwide.
SAP communicates information about its whistleblower reporting tool and other complaints channels regularly throughout the year in newsletters, portal articles, communication toolkits, and compliance training courses. Partners, suppliers, and external stakeholders can find detailed information about the reporting mechanisms on SAP’s Web site.
Cases Reported in 2024
In 2024, the number of reports submitted through Speak Out at SAP continued to increase. This was largely due to increased communication in the Company of the availability of the tool, as well as the subsequent better awareness of its availability both internally and externally.
The OEC reviews all the allegations and concerns it receives and allocates them to the appropriate teams for further action according to areas of responsibility and expertise, as required. Concerns pertaining to bribery, corruption, and fraud are reviewed in detail by the OEC, which then considers the next steps, including the decision to start an investigation.
When allegations or concerns are substantiated, we initiate consequence management accordingly. Depending on the type and level of severity of misconduct, examples might include a formal letter of warning to the employee concerned, a requirement to participate in additional training, and, in serious cases, separation from the Company. Consequence management steps could also include (among other steps deemed appropriate) adapting or adjusting relevant policies, creating or adapting training content, or otherwise further raising employees’ awareness of specific topics.
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Training Offerings
Our training programs cover topics such as anti-corruption and anti-bribery, conflicts of interest, governance for customer commitments, working with public sector customers, and compliant partner engagement.
In addition to our Conflicts of Interest mandatory online training course that is held every two years for all SAP employees, a new Travel with Integrity workshop was delivered live in 2024 for a defined group of employees and their managers. We selected these employees based on their frequent and extensive business travel obligations. We continue to train all new hires globally and to hold Ethical Leadership workshops for new people managers and Ethical Success workshops for new colleagues in Sales and Presales.
Additionally, our field compliance officers hold live training courses, both in person and virtually, according to a risk-based approach for the specific teams and countries they support. These courses target employees across the organization, from customer-facing staff to individuals in supporting roles, such as Finance, Marketing and Legal. Beyond this, particular attention is given to the training needs of colleagues who work or operate in high-risk countries or with government customers.
Conflicts
of Interest eLearning1 |
Travel
with Integrity Live Training2 |
New
Hires Introduction to Compliance2 |
Ethical Leadership for New Managers2 |
Ethical
Success for New Sales2 | |
Training coverage | |||||
Total | 100,802 | 9,296 | 5,152 | 1,400 | 2,419 |
Total receiving training | 100,169 | 9,289 | 5,005 | 1,340 | 2,363 |
Completion Rate | 99.37% | 99.92% | 97.15% | 95.71% | 97.68% |
Delivery method and duration | |||||
Classroom training | 1 hr | 30 mins | 1 hr | 1 hr | |
Computer-based training | 30 mins | ||||
Frequency | |||||
How often training is required | Every two years | Every
three years from 2024 |
On joining SAP | Every
three years from 2022 |
Every
three years from 2023 |
Topics covered | |||||
Definition of corruption | ![]() |
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1 Of our acquired companies, these numbers exclude Taulia and WalkMe
2 Of our acquired companies, these numbers exclude Taulia, WalkMe, LeanIX, and Volume Integration
Whilst completion rates provided above do not include all acquired companies (Taulia, WalkMe, LeanIX, Volume Integration), these acquired companies all follow comparable training requirements and goals. Assigned due dates and methods of delivery may vary, hence their exclusion from the above table.
Metrics
There were no convictions for the violation of anti-corruption and anti-bribery laws in 2024.
Detailed and exhaustive information pertaining to fines for
the violation of anti-corruption and anti-bribery laws committed by employees in previous years and which were the subject of the DPA
is provided in the Incorporation by Reference section of our Appendix
.
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Appendix
In this section, we disclose tables listing ESRS Datapoints in Cross-Cutting and Topical Standards that Derive from Other EU Legislation and our Incorporations by Reference.
ESRS Datapoints in Cross-Cutting and Topical Standards That Derive from Other EU Legislation
The following table contains references to all disclosures from other legislation or other generally accepted sustainability reporting pronouncements.
Datapoint
that Derives from Other EU Legislation |
SFDR Reference | Pillar
3 Reference |
Benchmark Regulation Reference |
EU
Climate Law Reference |
Reference
to Group Sustainability Statements |
Page |
GOV-1 Gender diversity on the Board | Indicator number 13 of Table #1 of Annex 1 | Commission Delegated Regulation (EU) 2020/1816, Annex II | Governance | 228 | ||
GOV-1 Percentage of Board members who are independent | Delegated Regulation (EU) 2020/1816, Annex II | Governance | 228 | |||
GOV-4 Statement on Due Diligence | Indicator number 10 Table #3 of Annex 1 | Statement on Due Diligence | 127 | |||
SBM-1 Involvement in activities related to fossil fuel activities | Indicator number 4 Table #1 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Table 1: Qualitative information on Environmental risk and Table 2: Qualitative information on social risk | Delegated Regulation (EU) 2020/1816, Annex II | Not material | ||
SBM-1 Involvement in activities related to chemical production | Indicator number 9 Table #2 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II | Not material | |||
SBM-1 Involvement in activities related to controversial weapons | Indicator number 14 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1818, Article 12(1); Delegated Regulation (EU) 2020/1816, Annex II | Not material | |||
SBM-1 Involvement in activities related to cultivation and production of tobacco | Delegated Regulation (EU) 2020/1818, Article 12(1); Delegated Regulation (EU) 2020/1816, Annex II | Not material | ||||
E1-1 Transition plan to reach climate neutrality by 2050 | Regulation (EU) 2021/1119, Article 2(1) |
Transition Plan for Climate Change Mitigation | 156 - 158 |
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SFDR Reference | Pillar
3 Reference |
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E1-1 Undertakings excluded from Paris-aligned benchmarks | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book – Climate change transition risk: Credit quality of exposures by sector, emissions, and residual maturity | Delegated Regulation (EU) 2020/1818, Article12.1 (d) to (g), and Article 12.2 | Transition Plan for Climate Change Mitigation | 156 - 158 | ||
E1-4 GHG emission reduction targets | Indicator number 4 Table #2 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: Alignment metrics | Delegated Regulation (EU) 2020/1818, Article 6 | Baseline for Net Zero | 161 - 162 | |
E1-5 Energy consumption from fossil sources disaggregated by sources for high climate impact sectors | Indicator number 5 Table #1 and Indicator number 5 Table #2 of Annex 1 | Not material | ||||
E1-5 Energy consumption and mix | Indicator number 5 Table #1 of Annex 1 | Energy consumption and mix | 163 | |||
E1-5 Energy intensity associated with activities in high climate impact sectors | Indicator number 6 Table #1 of Annex 1 | Not material | ||||
E1-6 Gross Scope 1, 2, 3, and total GHG emissions | Indicators number 1 and 2 Table #1 of Annex 1 | Article 449a; Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book – Climate change transition risk: Credit quality of exposures by sector, emissions, and residual maturity | Delegated Regulation (EU) 2020/1818, Article 5(1), 6, and 8(1) | Gross Scopes 1, 2, 3, and Total GHG Emissions | 161 | |
E1-6 Gross GHG emissions intensity | Indicator number 3 Table #1 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: Alignment metrics | Delegated Regulation (EU) 2020/1818, Article 8(1) | GHG Intensity per Net Revenue | 162 |
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SFDR Reference | Pillar
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E1-7 GHG removals and carbon credits | Regulation (EU) 2021/1119, Article 2(1) | Carbon Credits | 165 | |||
E1-9 Exposure of the benchmark portfolio to climate-related physical risks | Delegated Regulation (EU) 2020/1818, Annex II; Delegated Regulation (EU) 2020/1816, Annex II | Relevant from IR25 onward | ||||
E1-9 Disaggregation of monetary amounts by acute and chronic physical risks | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraphs 46 and 47; Template 5: Banking book - Climate change physical risk: Exposures subject to physical risk. | Relevant from IR25 onward | ||||
E1-9 Location of significant assets at material physical risk | ||||||
E1-9 Breakdown of the carrying value of real estate assets by energy-efficiency classes | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraph 34; Template 2: Banking book -Climate change transition risk: Loans collateralized by immovable property – Energy efficiency of the collateral | Relevant from IR25 onward | ||||
E1-9 Degree of exposure of the portfolio to climate-related opportunities | Delegated Regulation (EU) 2020/1818, Annex II | Relevant from IR25 onward | ||||
E2-4 Amount of each pollutant listed in Annex II of the European Pollutant Release and Transfer Register (E PRTR) Regulation emitted to air, water, and soil | Indicator number 8 Table #1 of Annex 1, Indicator number 2 Table #2 of Annex 1, Indicator number 1 Table #2 of Annex 1, and Indicator number 3 Table #2 of Annex 1 | Not material | ||||
E3-1 Water and marine resources | Indicator number 7 Table #2 of Annex 1 | Not material | ||||
E3-1 Dedicated policy | Indicator number 8 Table 2 of Annex 1 | Not material | ||||
E3-1 Sustainable oceans and seas | Indicator number 12 Table #2 of Annex 1 | Not material |
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E3-4 Total water recycled and reused | Indicator number 6.2 Table #2 of Annex 1 | Not material | ||||
E3-4 Total water consumption in m3 per net revenue on own operations | Indicator number 6.1 Table #2 of Annex 1 | Not material | ||||
IRO-1 List of material sites and biodiversity-sensitive areas | Indicator number 7 Table #1 of Annex 1 | Not material | ||||
IRO-1 Material negative impacts with regards to land degradation, desertification, or soil sealing | Indicator number 10 Table #2 of Annex 1 | Not material | ||||
IRO-1 Operations affecting threatened species | Indicator number 14 Table #2 of Annex 1 | Not material | ||||
E4-2 Sustainable land and agriculture practices or policies | Indicator number 11 Table #2 of Annex 1 | Not material | ||||
E4-2 Sustainable ocean and sea practices or policies | Indicator number 12 Table #2 of Annex 1 | Not material | ||||
E4-2 Policies to address deforestation | Indicator number 15 Table #2 of Annex 1 | Not material | ||||
E5-5 Non-recycled waste | Indicator number 13 Table #2 of Annex 1 | How SAP Measures Performance and Progress | 169 | |||
E5-5 Hazardous waste and radioactive waste | Indicator number 9 Table #1 of Annex 1 | Not material | ||||
SBM-3 Risk of incidents of forced labor | Indicator number 13 Table #3 of Annex 1 | Own Workforce | 174 - 201 | |||
SBM-3 Risk of incidents of child labor | Indicator number 12 Table #3 of Annex 1 | Own Workforce | 174 - 201 | |||
S1-1 Human rights policy commitments | Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1 | Human Rights | 172 - 174 | |||
S1-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8 | Delegated Regulation (EU) 2020/1816, Annex II | Human Rights | 172 - 174 | |||
S1-1 Processes and measures for preventing trafficking in human beings | Indicator number 11 Table #3 of Annex 1 | Human Rights | 172 - 174 | |||
S1-1 Workplace accident prevention policy or management system | Indicator number 1 Table #3 of Annex 1 | Own Workforce – Health, Safety, and Well-Being | 199 - 201 | |||
S1-3 Grievance and complaints handling mechanisms | Indicator number 5 Table #3 of Annex 1 | Own Workforce – Global People Compliance | 181 - 183 | |||
S1-14 Number of fatalities and number and rate of work-related accidents | Indicator number 2 Table #3 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II | Not material as SAP is an enterprise software company | |||
S1-14 Number of days lost to injuries, accidents, fatalities, or illness | Indicator number 3 Table #3 of Annex 1 | Not material as SAP is an enterprise software company |
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SFDR Reference | Pillar
3 Reference |
Benchmark Regulation Reference |
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S1-16 Unadjusted gender pay gap | Indicator number 12 Table #1 of Annex 1 | Own Workforce – Total Rewards | 186 - 190 | |||
S1-16 Excessive CEO pay ratio | Indicator number 8 Table #3 of Annex 1 | Own Workforce – Total Rewards | 186 - 190 | |||
S1-17 Incidents of discrimination | Indicator number 7 Table #3 of Annex 1 | Own Workforce – Global People Compliance | 181 - 183 | |||
S1-17 Non-respect of U.N. Guiding Principles on Business and Human Rights, ILO principles, and/or OECD guidelines | Indicator number 10 Table #1 and Indicator number 14 Table #3 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II; Delegated Regulation (EU) 2020/1818 Art 12 (1) | Human Rights | 172 - 174 | ||
SBM-3 Significant risk of child labor or forced labor in the value chain | Indicator number 12 and number 13 Table #3 of Annex 1 | Workers in the Value Chain, Our Approach and Policies | 202 - 203 | |||
S2-1 Human rights policy commitments | Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1 | Human Rights | 172 - 174 | |||
S2-1 Policies related to value chain workers | Indicator number 11 and number 4 Table #3 of Annex 1 | Workers in the Value Chain – Our Approach and Policies | 202 - 203 | |||
S2-1 Non-respect of U.N. Guiding Principles on Business and Human Rights, ILO principles, and/or OECD guidelines | Indicator number 10 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II; Delegated Regulation (EU) 2020/1818, Art 12 (1) | Human Rights | 172 - 174 | ||
S2-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8 | Delegated Regulation (EU) 2020/1816, Annex II | Human Rights | 172 - 174 | |||
S2-4 Human rights issues and incidents connected to the upstream and downstream value chain | Indicator number 14 Table #3 of Annex 1 | Workers in the Value Chain – Our Actions and Targets | 203 - 204 | |||
S3-1 Human rights policy commitments | Indicator number 9 Table #3 of Annex 1 and Indicator number 11 Table #1 of Annex 1 | Not material | ||||
S3-1 Non-respect of U.N. Guiding Principles on Business and Human Rights, ILO principles, and/or OECD guidelines | Indicator number 10 Table #1 Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II; Delegated Regulation (EU) 2020/1818, Art 12 (1) | Not material | |||
S3-4 Human rights issues and incidents | Indicator number 14 Table #3 of Annex 1 | Not material | ||||
S4-1 Policies related to consumers and end-users | Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1 | Security, Cloud Compliance, and Data Protection and Privacy; Responsible AI – Our Approach and Policies | 206
- 208 213 - 214 |
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SFDR Reference | Pillar
3 Reference |
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S4-1 Non-respect of U.N. Guiding Principles on Business and Human Rights, ILO principles, and/or OECD Guidelines | Indicator number 10 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II; Delegated Regulation (EU) 2020/1818, Art 12 (1) | Not material as our business model is B2B | |||
S4-4 Human rights issues and incidents | Indicator number 14 Table #3 of Annex 1 | Not material as our business model is B2B | ||||
G1-1 United Nations Convention against Corruption | Indicator number 15 Table #3 of Annex 1 | Business Conduct – Policies and Corporate Culture | 217 - 218 | |||
G1-1 Protection of whistleblowers | Indicator number 6 Table #3 of Annex 1 | Business Conduct – Speak Out at SAP | 220 | |||
G1-4 Fines for violation of anti-corruption and anti-bribery laws | Indicator number 17 Table #3 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II | Business Conduct – Metrics | 221 | ||
G1-4 Standards of anti-corruption and anti-bribery | Indicator number 16 Table #3 of Annex 1 | Business Conduct – Speak Out at SAP | 220 |
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Incorporation by Reference
Topic | Item | Link and Content | Text, If Applicable | ||
General Information | |||||
Scope of consolidation | Scope of consolidation of SAP’s Group Sustainability Statement | Combined Management Report – General Information About This Management Report | N/A | ||
Consolidated Financial Statements – Note G.9 – Scope of Consolidation | As at December 31, 2024, 182 entities are in the scope of this report and of our financial statements. | ||||
Sustainability Strategy | |||||
Business model | Business model | Combined Management Report – Strategy and Business Model | N/A | ||
Inputs and outputs | Combined Management Report – Our Investment in Innovation | N/A | |||
Interests and views of stakeholders | Amendments to strategy and business model | Combined Management Report – Strategy and Business Model | N/A | ||
Engaging with customers | Customers | Combined Management Report – Our Customers | N/A | ||
Revenue by sector | SAP’s revenues | Combined Management Report – Operating Results (IFRS) | N/ A | ||
Number of employees | Employee headcount by region and function | Consolidated Financial Statements – Note B.1 – Employee Headcount by Region and Function | Cloud and Software: 4,543 (EMEA); 4,339 (Americas); 4,764 (APJ) Services: 8,485 (EMEA); 4,719 (Americas); 5,566 (APJ) Research and Development: 18,819 (EMEA); 5,677 (Americas); 13,094 (APJ) Sales and Marketing: 12,042 (EMEA); 9,801 (Americas); 5,139 (APJ) General and Administration: 3,836 (EMEA); 1,836 (Americas); 1,300 (APJ) Infrastructure: 3,076 (EMEA); 1,164 (Americas); 921 (APJ) Full-time equivalents | ||
Sustainability Governance | |||||
Board-composition and diversity
|
Number of executive and non-executive members | Corporate Governance Statement | Number of executive members (= Executive Board): 5 Number of non-executive members (= Supervisory Board): 18 | ||
Representation of employees | Corporate Governance Statement | Nine out of 18 Supervisory Board members are employee representatives. | |||
Relevant experience | Corporate Governance Statement | Experience relevant to: - Sectors and products: In the software industry field of expertise, SAP-specific requirements include substantial experience in the software and IT sector; knowledge of international markets, customers, and competitors; product expertise, including SAP’s sustainability products and the use of AI; experience with consumer markets; and experience and expertise in the areas of security, cloud compliance, data protection and privacy, and responsible AI. - Geographic locations: To ensure an international composition of the Supervisory Board, it should comprise at least three persons who do not originate from Germany. In addition, the SAP SE Employee Involvement Agreement stipulates that the employee representatives on the Supervisory Board must come from different EU countries (currently, at least two representatives must originate from EU member states other than Germany).
| |||
Percentage by gender | Corporate Governance Statement | Executive Board 4 Men = 80% 1 Women = 20% |
Supervisory Board 13 Men = 72% 5 Women = 28% | ||
Percentage of independent Board members | Corporate Governance Statement | Furthermore, in the context of the independence assessment, the shareholder representatives found that all of the shareholders’ representatives serving on the Supervisory Board of SAP SE during the fiscal year 2024 also were independent according to the ESRS. (this equals 50% independent Supervisory Board Members) | |||
Sustain-ability-linked incentive plans for | Key characteristics of the incentive plans | Compensation Report – Compensation for Executive Board Members, Compensation for Supervisory Board Members | Executive Board: annual base salary, benefits, pension-related commitments, and performance-based compensation (short- and long-term incentive) Supervisory Board: fixed compensation only, based on role (for example, chairperson) and committee membership |
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Board members | ||||
Performance assessed against sustainability-related targets | Compensation Report – Compensation for Executive Board Members | Non-financial KPIs are the following performance measures, which are important in terms of SAP’s long-term, sustainable performance: the Customer Net Promoter score, which measures the satisfaction of SAP customers; the Employee Engagement Index, which reflects employees’ commitment, their pride in the Company and their loyalty; and CO2 performance, which tracks SAP’s greenhouse gas emissions.
A target is set for each non-financial key performance indicator (KPI). These targets are defined based on SAP’s long-term strategic planning and taking into account the full-year values achieved. Based on the target value required for 100% target achievement, target achievement curves are also defined for the non-financial KPIs. These specify a cap if target achievement reaches 140%. The relevant period is the fiscal year for which the STI is being awarded. The non-financial KPIs have a total weighting of 20%, within which the respective weightings of the individual non-financial KPIs may vary.
The payout under the STI (short-term incentive) is determined based on several financial and non-financial KPIs. The STI is awarded in the form of a weighted target amount specified in the Executive Board member’s service contract that is paid out if the total of the weighted target achievement for financial and non-financial KPIs (total target achievement) is 100%. | ||
Proportion of variable compensation dependent on sustainability-related targets | Compensation Report – Compensation for Executive Board Members | |||
Explanation of how climate-related considerations are factored into Supervisory and Executive Board compensation | Compensation Report – Compensation for Executive Board Members, Compensation for Supervisory Board Members | |||
Governance body at SAP that approves incentive plans | Corporate Governance Statement | The compensation system for the members of the Executive Board was put to SAP SE’s Annual General Meeting of Shareholders most recently on May 11, 2023, and approved by a clear majority (92.80% of the valid votes cast). | ||
Sustainability matters and SAP’s Boards
|
The expertise and skills of SAP’s Executive and Supervisory Boards on sustainability matters, and access to such expertise and skills | Corporate Governance Statement | Collectively, the Executive Board possesses adequate and sufficient expertise in the sustainability topics that are material for SAP, our products for the sustainability sector, and our sustainability reporting. As far as these topics pertain to their respective areas of responsibility, the Executive Board members are supported by experts from the specialist departments and, if necessary, by external consultants. Furthermore, due to their professional experience and education, they also possess their own unique expertise on the mentioned topics.
The respective information was gathered from a questionnaire completed by the Board members.
The Supervisory Board members, as a group, possess the knowledge, ability, and expert experience required to properly perform their duties. Not only are they collectively familiar with the IT sector, but they also have extensive knowledge in various professional areas and many years of international experience, and thus bring a broad range of skills and experience to their Supervisory Board roles. In particular, the Supervisory Board collectively also fulfills all sustainability-related requirements that were identified as material for SAP in the double materiality assessment performed under the ESRS, that is, with regard to security, cloud compliance, data protection and privacy, responsible AI, business conduct, climate change, resource use and circular economy, and own workforce and workers in the value chain. In addition, the Supervisory Board possesses the competencies required in the context of sustainability reporting and SAP’s sustainability products. | |
How the Executive and Supervisory Boards are informed about sustainability matters | Corporate Governance Statement | Executive Board members with a sustainability topic in their area of responsibility are informed on these matters by their respective direct reports. For example, with regard to climate change, resource utilization, and the circular economy, Christian Klein can draw on the expertise of SAP’s Chief Sustainability and Commercial Officer and their organization, which is part of Christian Klein’s Executive Board portfolio.
The Supervisory Board of SAP SE appoints, advises, and monitors the Executive Board. It seeks regular, full, and timely reports from the Executive Board on strategy (including sustainability strategy) and the status of its implementation, on business planning, profitability, and all aspects of business performance that are material for the SAP Group. | ||
Internal control system | SAP’s ESG compliance framework and internal ESG controls | Combined Management Report – Risk Management and Risks | N/A | |
Risk manage-ment system | Further Information about SAP’s risk management system and integration of ESG risks | Combined Management Report – Risk Management and Risks | N/A |
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Topic | Item | Link and Content | Text, If Applicable | |
Own Workforce | ||||
KPI | Employee engagement index (EEI) | Combined Management Report – Performance Management System | N/A | |
Security, Cloud Compliance, and Data Protection and Privacy | ||||
KPI | Customer Net Promoter Score (NPS) |
Combined Management Report – Our Customers
Combined Management Report – Performance Management System
|
N/A | |
Responsible marketing practices | Global Experience Management (XM) Program | Combined Management Report – Our Customers | N/A | |
Business Conduct | ||||
Other litigation, claims, and legal contingencies | Fines for violation of anti-corruption and anti-bribery laws | Consolidated Financial Statements – Note G.3 – Other Litigation, Claims, and Legal Contingencies | In January 2024, following comprehensive and exhaustive investigations, dialogue, and corresponding remediation activities, SAP entered into a final settlement agreement with the U.S. SEC and the U.S. DOJ, as well as with local authorities and parties in South Africa, to resolve the criminal and civil claims fully and finally against SAP. Under this agreement, SAP has been required to make payments amounting to €207 million and will continue to enhance its compliance program, including related internal controls, policies, and procedures. It will also report to and cooperate with relevant regulators. |
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Responsibility Statement
To the best of our knowledge, and in accordance with the applicable reporting principles, the Consolidated Financial Statements give a true and fair view of the assets, finances, and operating results of the SAP Group, and the Combined Management Report of the Group and SAP SE includes a fair review of the development and performance of the business and the position of the Group and SAP SE, together with a description of the principal opportunities and risks associated with the expected development of the Group and SAP SE.
Walldorf, February 19, 2025
SAP SE
Walldorf, Germany
Executive Board of SAP SE
Christian Klein | Muhammad Alam | Dominik Asam |
Thomas Saueressig | Sebastian Steinhäuser | Gina Vargiu-Breuer |
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234 |
Consolidated Statements of Comprehensive Income of SAP Group for the Years Ended December 31 | 235 |
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236 |
Consolidated Statements of Changes in Equity of SAP Group for the Years Ended December 31 | 237 |
Consolidated Statements of Cash Flows of SAP Group for the Years Ended December 31 | 238 |
Notes | 239 |
(IN.1) | Basis for Preparation | 239 |
Section A – Customers | 243 |
(A.1) | Revenue | 243 |
(A.2) | Trade and Other Receivables | 249 |
(A.3) | Capitalized Cost from Contracts with Customers | 250 |
(A.4) | Customer-Related Provisions | 251 |
Section B – Employees | 253 |
(B.1) | Employee Headcount | 253 |
(B.2) | Employee Benefits Expenses | 253 |
(B.3) | Share-Based Payments | 253 |
(B.4) | Pension Plans and Similar Obligations | 261 |
(B.5) | Other Employee-Related Obligations | 264 |
(B.6) | Restructuring | 264 |
Section C – Financial Results | 267 |
(C.1) | Results of Segment | 267 |
(C.2) | Reconciliation of Segment Measures to the Consolidated Income Statements | 268 |
(C.3) | Other Non-Operating Income/Expense, Net | 269 |
(C.4) | Financial Income, Net | 269 |
(C.5) | Income Taxes | 269 |
(C.6) | Earnings per Share | 273 |
Section D – Invested Capital | 274 |
(D.1) | Business Combinations and Divestitures | 274 |
(D.2) | Goodwill | 279 |
(D.3) | Intangible Assets | 281 |
(D.4) | Property, Plant, and Equipment | 283 |
(D.5) | Leases | 284 |
(D.6) | Equity Investments | 285 |
(D.7) | Non-Current Assets by Region | 286 |
(D.8) | Purchase Obligations | 287 |
(D.9) | Income-Related Government Grants | 287 |
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Section E – Capital Structure, Financing, and Liquidity | 288 |
(E.1) | Capital Structure Management | 288 |
(E.2) | Total Equity | 289 |
(E.3) | Liquidity | 291 |
Section F – Management of Financial Risk Factors | 296 |
(F.1) | Financial Risk Factors and Risk Management | 296 |
(F.2) | Fair Value Disclosures on Financial Instruments | 310 |
Section G – Other Disclosures | 315 |
(G.1) | Prepaid Expenses and Other Tax Assets | 315 |
(G.2) | Provisions for Interest and Penalties Related to Taxes and Other Tax Liabilities | 315 |
(G.3) | Other Litigation, Claims, and Legal Contingencies | 316 |
(G.4) | Board of Directors | 317 |
(G.5) | Executive and Supervisory Board Compensation | 322 |
(G.6) | Related Party Transactions Other Than Board Compensation | 323 |
(G.7) | Principal Accountant Fees | 324 |
(G.8) | Events After the Reporting Period | 325 |
(G.9) | Scope of Consolidation; Subsidiaries and Other Equity Investments | 325 |
(G.10) | German Code of Corporate Governance | 334 |
Management’s Annual Report on Internal Control over Financial Reporting in the Consolidated Financial Statements | 336 |
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Statements of SAP Group for the Years Ended December 31
€ millions, unless otherwise stated | Notes | 2024 | 2023 | 2022 | |
Cloud | 17,141 | 13,664 | 11,426 | ||
Software licenses | 1,399 | 1,764 | 2,056 | ||
Software support | 11,290 | 11,496 | 11,909 | ||
Software licenses and support | 12,689 | 13,261 | 13,965 | ||
Cloud and software | 29,830 | 26,924 | 25,391 | ||
Services | 4,346 | 4,283 | 4,128 | ||
Total revenue | (A.1), (C.2) | 34,176 | 31,207 | 29,520 | |
Cost of cloud | –4,660 | –3,884 | –3,499 | ||
Cost of software licenses and support | –1,262 | –1,383 | –1,384 | ||
Cost of cloud and software | –5,922 | –5,267 | –4,883 | ||
Cost of services | –3,321 | –3,407 | –3,155 | ||
Total cost of revenue | –9,243 | –8,674 | –8,038 | ||
Gross profit | 24,932 | 22,534 | 21,482 | ||
Research and development | (D.9) | –6,514 | –6,324 | –6,080 | |
Sales and marketing | –9,090 | –8,828 | –7,946 | ||
General and administration | –1,435 | –1,364 | –1,289 | ||
Restructuring | (B.6) | –3,144 | –215 | –138 | |
Other operating income/expense, net | –85 | –4 | –116 | ||
Total operating expenses | –29,511 | –25,408 | –23,606 | ||
Operating profit | 4,665 | 5,799 | 5,914 | ||
Other non-operating income/expense, net | (C.3) | –298 | –3 | –11 | |
Finance income | 1,429 | 857 | 811 | ||
Finance costs | –1,031 | –1,313 | –2,200 | ||
Financial income, net | (C.4) | 398 | –456 | –1,389 | |
Profit before tax from continuing operations | (C.2) | 4,764 | 5,341 | 4,513 | |
Income tax expense | (C.5) | –1,614 | –1,741 | –1,446 | |
Profit after tax from continuing operations | 3,150 | 3,600 | 3,068 | ||
Attributable to owners of parent | 3,124 | 3,634 | 3,277 | ||
Attributable to non-controlling interests | 26 | –33 | –210 | ||
Profit (loss) after tax from discontinued operations | (D.1) | 0 | 2,363 | –1,359 | |
Profit after tax1 | 3,150 | 5,964 | 1,708 | ||
Attributable to owners of parent1 | 3,124 | 6,139 | 2,284 | ||
Attributable to non-controlling interests1 | 26 | –175 | –576 | ||
Earnings per share, basic (in €) from continuing operations | (C.6) | 2.68 | 3.11 | 2.80 | |
Earnings per share, basic (in €)1 | (C.6) | 2.68 | 5.26 | 1.95 | |
Earnings per share, diluted (in €) from continuing operations | (C.6) | 2.65 | 3.08 | 2.79 | |
Earnings per share, diluted (in €)1 | (C.6) | 2.65 | 5.20 | 1.94 |
The
accompanying Notes are an integral part of these Consolidated Financial Statements.
1 From continuing and discontinued operations.
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€ millions | Notes | 2024 | 2023 | 2022 | |
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3,150 | 5,964 | 1,708 | ||
Items that will not be reclassified to profit or loss | |||||
Remeasurements on defined benefit pension plans, before tax | –30 | –45 | 71 | ||
Income taxes relating to remeasurements on defined benefit pension plans | 6 | 10 | –15 | ||
Remeasurements on defined benefit pension plans, net of tax | –23 | –36 | 56 | ||
Other comprehensive income for items that will not be reclassified to profit or loss, net of tax | –23 | –36 | 56 | ||
Items that will be reclassified subsequently to profit or loss | |||||
Gains (losses) on exchange differences on translation, before tax | 2,371 | –1,631 | 2,190 | ||
Reclassification adjustments on exchange differences on translation, before tax | 18 | 12 | 6 | ||
Exchange differences, before tax | 2,389 | –1,618 | 2,195 | ||
Income taxes relating to exchange differences on translation | –17 | 21 | –10 | ||
Exchange differences, net of tax | (E.2) | 2,372 | –1,597 | 2,186 | |
Gains (losses) on cash flow hedges/cost of hedging, before tax | –111 | –11 | 53 | ||
Reclassification adjustments on cash flow hedges/cost of hedging, before tax | 78 | 0 | 0 | ||
Cash flow hedges/cost of hedging, before tax | (F.1) | –32 | –11 | 53 | |
Income taxes relating to cash flow hedges/cost of hedging | 9 | 3 | –14 | ||
Cash flow hedges/cost of hedging, net of tax | (E.2) | –24 | –8 | 39 | |
Other comprehensive income for items that will be reclassified to profit or loss, net of tax | 2,349 | –1,605 | 2,224 | ||
Other comprehensive income, net of tax | 2,326 | –1,641 | 2,280 | ||
Total comprehensive income | 5,476 | 4,323 | 3,988 | ||
Attributable to owners of parent | 5,421 | 4,670 | 4,385 | ||
Attributable to non-controlling interests | 54 | –347 | –396 | ||
The accompanying Notes are an integral part of these Consolidated Financial Statements. | |||||
1 From continuing and discontinued operations. |
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of Financial Position of SAP Group as at December 31
€ millions | Notes | 2024 | 2023 | |
Cash and cash equivalents | (E.3) | 9,609 | 8,124 | |
Other financial assets | (D.6), (E.3) | 1,629 | 3,344 | |
Trade and other receivables | (A.2) | 6,774 | 6,322 | |
Other non-financial assets | (A.3), (G.1) | 2,682 | 2,374 | |
Tax assets | 707 | 407 | ||
Total current assets | 21,401 | 20,571 | ||
Goodwill | (D.2) | 31,147 | 29,081 | |
Intangible assets | (D.3) | 2,706 | 2,505 | |
Property, plant, and equipment | (D.4), (D.5) | 4,493 | 4,276 | |
Other financial assets | (D.6), (E.3) | 7,141 | 5,543 | |
Trade and other receivables | (A.2) | 209 | 203 | |
Other non-financial assets | (A.3), (G.1) | 3,990 | 3,573 | |
Tax assets | 359 | 382 | ||
Deferred tax assets | (C.5) | 2,676 | 2,197 | |
Total non-current assets | 52,721 | 47,760 | ||
Total assets | 74,122 | 68,331 | ||
Trade and other payables | 1,990 | 1,783 | ||
Tax liabilities | 585 | 266 | ||
Financial liabilities | (E.3), (D.5) | 4,277 | 1,735 | |
Other non-financial liabilities | (B.3), (B.5), (G.2) | 5,533 | 5,647 | |
Provisions | (A.4), (B.6), (G.3) | 716 | 235 | |
Contract liabilities | (A.1) | 5,978 | 4,975 | |
Total current liabilities | 19,079 | 14,641 | ||
Trade and other payables | 10 | 39 | ||
Tax liabilities | 509 | 874 | ||
Financial liabilities | (E.3), (D.5) | 7,169 | 7,941 | |
Other non-financial liabilities | (B.3), (B.5), (G.2) | 749 | 698 | |
Provisions | (A.4), (B.4), (B.6) | 494 | 432 | |
Deferred tax liabilities | (C.5) | 215 | 267 | |
Contract liabilities | (A.1) | 88 | 33 | |
Total non-current liabilities | 9,235 | 10,284 | ||
Total liabilities | 28,314 | 24,925 | ||
Issued capital | 1,229 | 1,229 | ||
Share premium | 2,564 | 1,845 | ||
Retained earnings | 42,907 | 42,457 | ||
Other components of equity | 4,694 | 2,367 | ||
Treasury shares | –5,954 | –4,741 | ||
Equity attributable to owners of parent | 45,440 | 43,157 | ||
Non-controlling interests | (E.2) | 368 | 249 | |
Total equity | (E.2) | 45,808 | 43,406 | |
Total equity and liabilities | 74,122 | 68,331 |
The accompanying Notes are an integral part of these Consolidated Financial Statements.
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Consolidated Statements of Changes in Equity of SAP Group for the Years Ended December 31
€ millions | Equity Attributable to Owners of Parent | Non- Controlling Interests |
Total Equity | ||||||
Issued Capital | Share Premium | Retained Earnings | Other Components of Equity | Treasury Shares | Total | ||||
Notes | (E.2) | (E.2) | (E.2) | (E.2) | |||||
1/1/2022 | 1,229 | 1,918 | 37,022 | 1,757 | –3,072 | 38,853 | 2,670 | 41,523 | |
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2,284 | 2,284 | –576 | 1,708 | |||||
Other comprehensive income | 56 | 2,044 | 2,100 | 180 | 2,280 | ||||
Comprehensive income | 2,340 | 2,044 | 4,385 | –396 | 3,988 | ||||
Share-based payments | 1,163 | 1,163 | 325 | 1,488 | |||||
Dividends | –2,865 | –2,865 | –29 | –2,895 | |||||
Purchase of treasury shares | –1,500 | –1,500 | –1,500 | ||||||
Reissuance of treasury shares under share-based payments | 230 | 230 | 230 | ||||||
Changes in non-controlling interests | –92 | –92 | 90 | –3 | |||||
Other changes | 13 | 13 | 2 | 15 | |||||
12/31/2022 | 1,229 | 3,081 | 36,418 | 3,801 | –4,341 | 40,186 | 2,662 | 42,848 | |
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6,139 | 6,139 | –175 | 5,964 | |||||
Other comprehensive income | –36 | –1,433 | –1,469 | –172 | –1,641 | ||||
Comprehensive income | 6,103 | –1,433 | 4,670 | –347 | 4,323 | ||||
Share-based payments | 1,032 | 1,032 | 121 | 1,153 | |||||
Dividends | –2,395 | –2,395 | –21 | –2,417 | |||||
Purchase of treasury shares | –968 | –968 | –968 | ||||||
Reissuance of treasury shares under share-based payments | 568 | 568 | 568 | ||||||
Changes in non-controlling interests | –2,268 | 2,197 | –71 | –2,164 | –2,235 | ||||
Other changes | 135 | 135 | –1 | 134 | |||||
12/31/2023 | 1,229 | 1,845 | 42,457 | 2,367 | –4,741 | 43,157 | 249 | 43,406 | |
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3,124 | 3,124 | 26 | 3,150 | |||||
Other comprehensive income | –23 | 2,320 | 2,297 | 28 | 2,326 | ||||
Comprehensive income | 3,101 | 2,320 | 5,421 | 54 | 5,476 | ||||
Share-based payments, before tax | 399 | 399 | 399 | ||||||
Income taxes relating to share-based payments | 320 | 320 | 320 | ||||||
Dividends | –2,565 | –2,565 | –2 | –2,566 | |||||
Purchase of treasury shares | –2,108 | –2,108 | –2,108 | ||||||
Reissuance of treasury shares under share-based payments | 895 | 895 | 895 | ||||||
Other changes | –86 | 7 | –79 | 66 | –13 | ||||
12/31/2024 | 1,229 | 2,564 | 42,907 | 4,694 | –5,954 | 45,440 | 368 | 45,808 | |
The accompanying Notes are an integral part of these Consolidated Financial Statements. | |||||||||
1 From continuing and discontinued operations. |
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Consolidated Statements of Cash Flows of SAP Group for the Years Ended December 31
€ millions | Notes | 2024 | 2023 | 2022 | |
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3,150 | 5,964 | 1,708 | ||
Adjustments to reconcile profit after tax to net cash flow from operating activities: | |||||
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0 | –2,363 | 1,359 | ||
Depreciation and amortization | (D.2)–(D.4) | 1,280 | 1,373 | 1,569 | |
Share-based payment expenses | (B.3) | 2,385 | 2,220 | 1,431 | |
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(C.5) | 1,614 | 1,741 | 1,446 | |
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(C.4) | –398 | 456 | 1,389 | |
Decrease/increase in allowances on trade receivables | 30 | –10 | 77 | ||
Other adjustments for non-cash items | 110 | 23 | –175 | ||
Decrease/increase in trade and other receivables | –247 | –393 | 196 | ||
Decrease/increase in other assets | –632 | –700 | –1,213 | ||
Increase/decrease in trade payables, provisions, and other liabilities | 603 | 633 | 154 | ||
Increase/decrease in contract liabilities | 869 | 443 | 643 | ||
Share-based payments | (B.3) | –1,282 | –1,091 | –1,180 | |
Interest paid | –550 | –393 | –244 | ||
Interest received | 563 | 469 | 156 | ||
Income taxes paid, net of refunds2 | –2,277 | –2,161 | –1,642 | ||
Net cash flows from operating activities – continuing operations | 5,220 | 6,210 | 5,675 | ||
Net cash flows from operating activities – discontinued operations | (D.1) | 0 | 122 | –29 | |
Net cash flows from operating activities1 | 5,220 | 6,332 | 5,647 | ||
Cash flows for business combinations, net of cash and cash equivalents acquired | –1,114 | –1,168 | –679 | ||
Proceeds from sales of subsidiaries or other businesses | 0 | 0 | 289 | ||
Cash flows from derivative financial instruments related to the sale of subsidiaries or businesses | 0 | –91 | 0 | ||
Purchase of intangible assets and property, plant, and equipment | –797 | –785 | –877 | ||
Proceeds from sales of intangible assets or property, plant, and equipment | 122 | 99 | 95 | ||
Purchase of equity or debt instruments of other entities | –6,401 | –3,566 | –2,320 | ||
Proceeds from sales of equity or debt instruments of other entities | 7,533 | 907 | 4,190 | ||
Net cash flows from investing activities – continuing operations | –656 | –4,603 | 699 | ||
Net cash flows from investing activities – discontinued operations | (D.1) | 0 | 5,510 | –32 | |
Net cash flows from investing activities1 | –656 | 906 | 667 | ||
Dividends paid | (E.2) | –2,565 | –2,395 | –2,865 | |
Dividends paid on non-controlling interests | –1 | –13 | –12 | ||
Purchase of treasury shares | (E.2) | –2,106 | –949 | –1,500 | |
Proceeds from borrowings | (E.3) | 2,767 | 13 | 158 | |
Repayments of borrowings | (E.3) | –1,185 | –4,081 | –1,445 | |
Payments of lease liabilities | –310 | –332 | –410 | ||
Transactions with non-controlling interests | (E.2) | –11 | 0 | 0 | |
Net cash flows from financing activities – continuing operations | –3,412 | –7,758 | –6,074 | ||
Net cash flows from financing activities – discontinued operations | (D.1) | 0 | 24 | –263 | |
Net cash flows from financing activities1 | –3,412 | –7,734 | –6,337 | ||
Effect of foreign currency rates on cash and cash equivalents | 333 | –388 | 134 | ||
Net decrease/increase in cash and cash equivalents | 1,485 | –883 | 109 | ||
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(E.3) | 8,124 | 9,008 | 8,898 | |
![]() |
(E.3) | 9,609 | 8,124 | 9,008 | |
The accompanying Notes are an integral part of these Consolidated Financial Statements. | |||||
1 From continuing and discontinued operations. |
2 Total income taxes paid, net of refunds 2023: –€2,973 million, thereof contained in the line item “Net cash flows from investing activities – discontinued operations”: –€815 million. |
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Notes
(IN.1) Basis for Preparation
General Information
The registered domicile of SAP SE is in Walldorf, Germany (Commercial Register of the Lower Court of Mannheim HRB 719915). The Consolidated Financial Statements for 2024 of SAP SE and its subsidiaries (collectively, “we,” “us,” “our,” “SAP,” “Group,” and “Company”) have been prepared in accordance with International Financial Reporting Standards (IFRS) and the additional requirements set forth in section 315e (1) of the German Commercial Code (HGB).
We have applied all IFRS standards and interpretations that were effective on and endorsed by the European Union (EU) as at December 31, 2024. There were no standards or interpretations as at December 31, 2024, impacting our Consolidated Financial Statements for the years ended December 31, 2024, 2023, and 2022, that were effective but not yet endorsed. Therefore, our Consolidated Financial Statements comply with both, IFRS as issued by the International Accounting Standards Board (IASB) and IFRS as endorsed by the EU.
Our Executive Board approved the Consolidated Financial Statements on February 19, 2025, for submission to our Supervisory Board which approved the Consolidated Financial Statements on the same day.
All amounts included in the Consolidated Financial Statements are reported in millions of euros (€ millions) except where otherwise stated. As figures are rounded, numbers presented throughout this document may not add up precisely to the totals we provide and percentages may not precisely reflect the absolute figures.
Amounts disclosed in the Notes that are taken directly from
our Consolidated
Income Statements or our
Consolidated Statements of Financial Position are marked with the symbols
and
, respectively.
Furthermore, all financial numbers in the Consolidated Financial Statements are based on continuing operations (unless otherwise noted).
Accounting Policies, Management Judgments, and Sources of Estimation Uncertainty
How We Present Our Accounting Policies, Judgments, and Estimates
To ease the understanding of our financial statements, we present the accounting policies, management judgments, and sources of estimation uncertainty (hereafter: accounting policies, judgments, and estimates) on a given subject together with other disclosures related to the same subject in the Note that deals with this subject. Accounting policies, judgments, and estimates that do not relate to a specific subject are presented in the following section.
For easier identification of our accounting policies, judgments,
and estimates, the respective disclosures are marked with the symbol
and highlighted with a light gray box. They focus on the accounting choices made within the framework of the prevailing IFRS and
refrain from repeating the underlying promulgated IFRS guidance, unless we consider it particularly important to the understanding of
a Note’s content.
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The following table provides an overview of where our accounting policies, management judgments, and estimates are disclosed:
Note | ![]() |
(IN.1) | Basis for Preparation |
(A.1) | Revenue |
(A.2) | Trade and Other Receivables |
(A.3) | Capitalized Cost from Contracts with Customers |
(A.4) | Customer-Related Provisions |
(B.3) | Share-Based Payments |
(B.4) | Pension Plans and Similar Obligations |
(B.5) | Other Employee-Related Obligations |
(B.6) | Restructuring |
(C.1) | Results of Segment |
(C.5) | Income Taxes |
(D.1) | Business Combinations and Divestitures |
(D.2) | Goodwill |
(D.3) | Intangible Assets |
(D.4) | Property, Plant, and Equipment |
(D.5) | Leases |
(D.6) | Equity Investments |
(D.9) | Income-Related Government Grants |
(E.2) | Total Equity |
(E.3) | Liquidity |
(F.1) | Financial Risk Factors and Risk Management |
(F.2) | Fair Value Disclosures on Financial Instruments |
(G.3) | Other Litigation, Claims, and Legal Contingencies |
(G.5) | Executive and Supervisory Board Compensation |
![]() | General Accounting Policies |
Bases of Measurement | |
The Consolidated Financial Statements have been prepared on the historical cost basis except for the following: | |
– | Derivative financial instruments, liabilities for cash-settled share-based payments, and financial assets with cash flows that are not solely payments of principal or interest are measured at fair value. |
– | Post-employment benefits are measured at the present value of the defined benefit obligations less the fair value of the plan assets. |
– | Monetary assets and liabilities denominated in foreign currencies are translated at period-end exchange rates. |
– | Provisions are recognized at the best estimate of their fulfillment amount when they occur. |
Foreign Currencies
Income and expenses and operating cash flows of our foreign subsidiaries that use a functional currency other than the Euro are translated at average rates of foreign exchange (FX) computed on a monthly basis. Exchange differences resulting from foreign currency transactions are recognized in other non-operating income/expense, net.
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The exchange rates of key currencies affecting the Company were as follows:
Exchange Rates
Equivalent to €1 | Middle
Rate as at 12/31 |
Annual Average Exchange Rate | ||||
2024 | 2023 | 2024 | 2023 | 2022 | ||
Australian dollar | AUD | 1.6772 | 1.6263 | 1.6399 | 1.6285 | 1.5174 |
Canadian dollar | CAD | 1.4948 | 1.4642 | 1.4819 | 1.4596 | 1.3703 |
Swiss franc | CHF | 0.9412 | 0,9260 | 0.9526 | 0.9717 | 1.0052 |
Pound sterling | GBP | 0.8292 | 0.8691 | 0.8466 | 0.8699 | 0.8526 |
Japanese yen | JPY | 163.06 | 156.33 | 163.82 | 151.94 | 138.01 |
U.S. dollar | USD | 1.0389 | 1.1050 | 1.0821 | 1.0816 | 1.0539 |
Cost Classification
Cost of Cloud and Software
Cost of cloud and software includes the costs incurred in providing the services and producing the goods that generate cloud and software revenue. Consequently, this line item primarily includes employee expenses relating to these services, amortization of acquired intangibles, fees for third-party licenses, depreciation of our property, plant, and equipment (for example, of our data centers in which we host our cloud solutions), and costs for third-party hosting services. For more information about the capitalization of costs from contracts with customers, see Note (A.3).
Cost of Services
Cost of services includes the costs incurred in providing the services that generate service revenue. Consequently, this line item primarily includes employee expenses and related training, system and system administration costs, and costs for third-party resources.
Research and Development
Research and development includes the costs incurred by activities related to the development of cloud and software solutions including resource and hardware costs for the development systems. The same applies for all activities related to changes in the code of SAP’s cloud and software solutions. For more information about the recognition of internally generated intangible assets from development, see Note (D.3).
Sales and Marketing
Sales and marketing includes the costs incurred for the selling activities (such as sales commissions and amortization of capitalized sales commissions) and marketing activities related to our software and cloud solutions and our service portfolio. For more information about the capitalization of costs from contracts with customers, see Note (A.3).
General and Administration
General and administration includes the costs related to finance and administrative functions, human resources, and general management as long as they are not directly attributable to one of the other operating expense line items.
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Management Judgments and Sources of Estimation Uncertainty
The preparation of the Consolidated Financial Statements requires our management to make judgments, estimates, and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, revenues, and expenses, as well as disclosure of contingent liabilities.
We base our judgments, estimates, and assumptions on historical and forecast information, and on regional and industry economic conditions in which we or our customers operate. Changes to these conditions could adversely affect our estimates. Although we believe we have made reasonable estimates about the ultimate resolution of the underlying uncertainties, no assurance can be given that the final outcome of these matters will be consistent with what is reflected in our recognized assets, liabilities, revenues, and expenses and disclosed contingent liabilities. Actual results could differ significantly from original estimates.
The accounting policies that most frequently or significantly require us to make judgments, estimates, and assumptions, and therefore are critical to understanding our results of operations, include the following:
Note | ![]() |
(A.1) | Revenue recognition and revenue presentation |
(A.2) | Valuation of trade receivables |
(A.4), (G.3) | Accounting for legal contingencies, provisions |
(B.3) | Accounting for share-based payments |
(C.5) | Accounting for income taxes |
(D.1) | Accounting for business combinations |
(D.2) | Accounting for goodwill |
(D.3) | Accounting for intangible assets (including recognition of internally generated intangible assets from development) |
(D.6) | Accounting for equity investments |
Our management periodically discusses these material accounting policies with the Audit and Compliance Committee of our Supervisory Board.
New Accounting Standards Not Yet Adopted
The IASB has issued various amendments to the IFRS standards (such as IFRS 9 and IFRS 7 (Amendments to the Classification, Measurement, and Disclosure of Financial Instruments) and IFRS 9 and IFRS 7 (Amendments to Contracts Referencing Nature-dependent Electricity)) that are relevant for SAP but not yet effective. We are currently assessing the impact on SAP, but do not expect material effects on our financial position or profit after tax.
In April 2024, the IASB released IFRS 18 (Presentation and Disclosure in Financial Statements). The new standard will substantially affect the presentation of consolidated income statements and introduce additional disclosure requirements. The standard will become effective on January 1, 2027. SAP is currently evaluating this standard and the impact it may have on SAP’s financial statements disclosures.
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Section A – Customers
This section discusses disclosures related to contracts with our customers. These include but are not limited to explanations of how we recognize revenue, revenue disaggregation, and information about our trade receivables and customer-related obligations.
(A.1) Revenue
Accounting for Revenue from Contracts with Customers
Classes of Revenue
We derive our revenue from fees charged to our customers for the use of our cloud offerings, for licenses to our on-premise software products, and for standardized and premium support services, consulting, customer-specific software developments, training, and other services.
Cloud and software revenue, as presented in our Consolidated Income Statements, is the sum of our cloud revenue, our software license revenue, and our software support revenue.
Cloud revenue represents fees earned from providing customers with any of the following:
Software as a service (SaaS), that is, a right to use software functionality (including standard functionalities and custom cloud applications and extensions) in a cloud-based infrastructure hosted by SAP or third parties engaged by SAP, where the customer does not have the right to terminate the hosting contract and take possession of the software to either run it on its own IT infrastructure or to engage a third-party provider unrelated to SAP to host and manage the software; SaaS also includes transaction and agent fees for transactions that customers execute on our cloud-based transaction platforms.
Platform as a service (PaaS), that is, access to a cloud-based platform to develop, deploy, integrate, and manage applications.
Infrastructure as a service (IaaS), that is, hosting and related application management services for software hosted by SAP or third parties engaged by SAP.
Premium cloud support, that is, support beyond the regular support embedded in the underlying cloud subscription services.
Software license revenue represents fees earned from the sale or license of software to customers for use on the premises owned or fully controlled by the customer, in other words, where the customer has the right to take possession of the software for installation on the customer’s premises or on hardware of third-party hosting providers unrelated to SAP (on-premise software). Software license revenue includes revenue from both the sale of our standard software products and customer-specific on-premise-software development agreements.
Software support revenue represents fees earned from providing customers with standardized support services that comprise unspecified future software updates, upgrades, and enhancements as well as technical product support services for on-premise software products.
Services revenue primarily represents fees earned from professional consulting services, premium support services, and training services.
Identification of a Contract
We frequently enter into multiple contracts with the same customer. For accounting purposes, we treat these contracts as a single contract if they are entered into at or near the same time and are economically interrelated. We do not combine contracts with closing days more than three months apart because we do not consider them being entered into near the same time. Judgment is required in evaluating whether various contracts are interrelated, which includes considerations as to whether they were negotiated as a package with a single commercial objective, whether the amount of
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consideration on one contract is dependent on the performance of the other contract, or if some or all goods in the contracts are a single performance obligation.
New arrangements with existing customers can be either a new contract or the modification of prior contracts with the customer. Our judgment in making this determination considers whether there is a connection between the new arrangement and the pre-existing contracts, whether the goods and services under the new arrangement are highly interrelated with the goods and services sold under prior contracts, and how the goods and services under the new arrangement are priced. In determining whether a change in transaction price represents a contract modification or a change in variable consideration, we examine whether the change in price results from changing the contract or from applying unchanged existing contract provisions.
Identification of Performance Obligations
Our customer contracts often include various products and services. Typically, the products and services outlined in the Classes of Revenue section qualify as separate performance obligations and the portion of the contractual fee allocated to them is recognized separately. Judgment is required, however, in determining whether a good or service is considered a separate performance obligation. For our professional services and implementation activities, judgment is required to evaluate whether such services significantly integrate, customize, or modify the on-premise software or cloud service to which they relate. In this context, we consider the nature of the services and their volume relative to the volume of the on-premise software or cloud service to which they relate. In general, the implementation services for our cloud services go beyond pure setup activities and qualify as separate performance obligations. Similarly, our on-premise implementation services and our custom development services typically qualify as separate performance obligations. Non-distinct goods and services are combined into one distinct bundle of goods and services (combined performance obligation).
When selling goods or services, we frequently grant customers options to acquire additional goods or services (for example, renewals of cloud or support arrangements, or additional volumes of purchased cloud solutions or software). We apply judgment in determining whether such options provide a material right to the customer that the customer would not receive without entering into that contract. In this judgment, we consider, for example, whether the options entitle the customer to a discount that exceeds the discount granted for the respective goods or services sold together with the option.
In scenarios where SAP
– | Sells indirectly to end customers via partners |
– | Sells third-party products to end customers |
– | Provides services to end customers with the support of suppliers, |
SAP determines the respective nature of the performance obligation and whether SAP is providing the specified good or service itself or arranging for the good or service to be provided by the third party. SAP identifies whether it (or the partner) is acting as principal or agent in line with this performance obligation assessment. SAP exercises judgment in making this assessment, which is based on the question of whether the intermediary controls the specified good or service before it is transferred to the customer. In exercising this judgment, SAP relies in the majority of cases on the legal responsibility towards the customer in providing the specified good or service and on its pricing discretion for that good or service.
Determination of Transaction Price
We apply judgment in determining the amount to which we expect to be entitled in exchange for transferring promised goods or services to a customer. Generally, variable consideration is estimated based on the most likely amount and is included in the transaction price to the extent that the constraint does not apply. This includes estimates as to whether and to what extent subsequent concessions may be granted to customers and whether the customer is expected to pay the contractual fees. In this judgment, we consider our history with the respective customer or on a portfolio basis.
The recognition constraint is applied to on-premise software transactions that include usage-based or sales-based contingent fees. In contrast, our typical cloud services do not provide the customer with a
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software license because the customer does not have the right to terminate the hosting contract and take possession of the software. Consequently, variable cloud fees are considered in the transaction price based on estimates, rather than being accounted for as usage-based or sales-based license royalties. If SAP pays consideration to a customer in exchange for a distinct good or service, and such purchase is linked to a customer contract, an estimate of fair value of such goods and services is required to conclude whether or not to account for a reduction in the transaction price of the linked customer contract.
Only very rarely do our contracts include significant financing components. We do not account for financing components if the period between when SAP transfers the promised goods or services to the customer and when the customer pays for those goods or services is one year or less.
Allocation of Transaction Price
We have established a hierarchy to identify the standalone selling prices (SSPs) that we use to allocate the transaction price of a customer contract to the performance obligations in the contract.
– | Where the SSPs for an offering are observable and reasonably consistent across customers (that is, not highly variable), our SSP estimates are derived from our respective pricing history. Typically, our standardized support offerings and our professional service offerings follow this approach. |
– | Where sales prices for an offering are not directly observable or highly variable across customers, we use estimation techniques. |
Effective 2024, we applied a new technique to estimate the SSP of our cloud offerings, using input parameters that more appropriately reflect SAP’s matured commercial models and observed pricing practices in the cloud. This SSP considers overall pricing objectives, taking market conditions and other factors into account. We estimate the SSP using a specific pricing range that encompasses the majority of our transactions.
SAP estimates the impact of this change in estimation technique for our cloud offerings on the allocation of transaction prices to performance obligations within customer contracts to be immaterial for the current period.
– | As SAP’s go-to-market strategies evolve further, SAP continuously monitors its commercial models and pricing practices, which could result in changes to our SSPs in the future. For offerings for which we cannot justify a range and we observe highly variable pricing, and for which we lack substantial direct costs to estimate based on a cost-plus-margin approach, we allocate the transaction price by applying a residual approach. We use this technique in particular for our standard on-premise software offerings. |
Judgment is required when estimating SSPs. To judge whether the historical pricing of our goods and services is highly variable, we have established thresholds of pricing variability.
When we estimate an SSP range based on pricing objectives, we use judgment in determining the upper and lower end of the range. Such judgment considers price points achieved in the market as well as strategic pricing decisions.
The SSPs of material right options depend on the probability of option exercise. In estimating these probabilities, we apply judgment considering historical exercise patterns.
– | Recognition of Revenue |
Cloud revenue is recognized over time as the services are performed. For cloud business models where we grant rights to continuously access and use one or more cloud offerings for a certain term, revenue is recognized based on time elapsed and thus ratably over this term. For cloud business models provisioned on a consumption basis where a customer commits to a fixed value of spend on cloud services throughout the contract term, but with the discretion to call off cloud services during the contract term, we recognize revenue based on consumption as it best reflects our measure towards satisfaction of that performance obligation. In limited scenarios where the transaction price is entirely variable and determined by the customer’s consumption, we recognize revenue based on usage in the period in which it was earned.
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Software license revenue is recognized at a point in time or over time depending on whether we deliver standard software, customer-specific software, or software subscription contracts that combine the delivery of software and the obligation to deliver, in the future, unspecified software products:
– | Licenses for our standard on-premise software products are typically delivered by providing the customer with access to download the software. We recognize revenue for these on-premise licenses at the point in time when we grant the license rights to the customer and the customer has access to and thus control over the software. In judging whether our on-premise software offerings grant customers a right to use, rather than a right to access, our intellectual property, we have considered the usefulness of our software without subsequent updates to it. |
– | Typically, our customer-specific on-premise software development agreements: |
§ Represent software developed for specific needs of individual customers and therefore do not have any use for us | |
§ Provide us with an enforceable right to payment for performance completed to date | |
For such development agreements, we recognize revenue over time as the software development progresses. Judgment is required in identifying an appropriate method to measure the progress toward complete satisfaction of such performance obligations. We typically measure progress of our development agreements based on the direct costs incurred to date in developing the software as a percentage of the total reasonably estimated direct costs to fully complete the development work (input-based percentage-of-completion method). This method of measuring progress faithfully depicts the transfer of the development services to the customer, as substantially all of these costs are cost of the staff or third parties performing the development work. In estimating the total cost to fully complete the development work, we consider our history with similar projects. |
– | For agreements that combine the delivery of software and the obligation to deliver, in the future, unspecific software products, we recognize revenue at a point in time for licenses that are made immediately accessible to the customer. We recognize revenue ratably over the term of the software subscription contract for the unspecified software products, as our performance obligation is to stand ready to deliver such products on a when-and-if-available basis. |
Software support revenue is typically recognized based on time elapsed and thus ratably over the term of the support arrangement. Under our standardized support services, our performance obligation is to stand ready to provide technical product support and unspecified updates, upgrades, and enhancements on a when-and-if-available basis. Our customers simultaneously receive and consume the benefits of these support services as we perform.
Service revenue is typically recognized over time. Where we stand ready to provide the service (such as access to learning content), we recognize revenue based on time elapsed and thus ratably over the service period. Consumption-based services (such as separately identifiable consulting services and premium support services and classroom training services) are recognized over time as the services are utilized, typically following the percentage-of-completion method or ratably. We apply judgment in determining whether a service qualifies as a stand-ready service or as a consumption-based service.
Revenue for combined performance obligations is recognized over the longest period of all promises in the combined performance obligation.
Judgment is also required in determining whether revenue is to be recognized at a point in time or over time. For performance obligations satisfied over time, we need to measure progress using the method that best reflects SAP’s performance. When using cost incurred as a measure of progress for recognizing revenue over time, we apply judgment in estimating the total cost to satisfy the performance obligation.
All of the judgments and estimates mentioned above can significantly impact the timing and amount of revenue to be recognized.
Contract Balances
We recognize trade receivables for performance obligations satisfied over time gradually as the performance obligation is satisfied and in full once the invoice is due. Judgment is required in determining whether a right to consideration is unconditional and thus qualifies as a receivable.
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Contract liabilities primarily reflect invoices due or payments received in advance of revenue recognition.
Typically, we invoice fees for on-premise standard software on contract closure and software delivery. Periodic fixed fees for cloud subscription services, software support services, and other multi-period agreements are typically invoiced yearly or quarterly in advance. Such fee prepayments account for the majority of our contract liability balance. Fees based on actual transaction volumes for cloud subscriptions and fees charged for non-periodical services are invoiced as the services are delivered. While payment terms and conditions vary by contract type and region, our terms typically require payment within 30 to 60 days.
Geographic Information
The amounts for revenue by region in the following tables are based on the location of customers. The regions in the following table are EMEA (Europe, Middle East, and Africa), Americas (North America and Latin America), and APJ (Asia Pacific Japan).
Total Revenue by Region
€ millions | 2024 | 2023 | 2022 |
Germany | 5,359 | 4,921 | 4,469 |
Rest of EMEA | 10,216 | 9,083 | 8,440 |
EMEA | 15,575 | 14,004 | 12,909 |
United States | 11,056 | 10,204 | 9,799 |
Rest of Americas | 2,752 | 2,558 | 2,427 |
Americas | 13,808 | 12,762 | 12,227 |
Japan | 1,388 | 1,243 | 1,218 |
Rest of APJ | 3,404 | 3,199 | 3,166 |
APJ | 4,793 | 4,441 | 4,384 |
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34,176 | 31,207 | 29,520 |
Major Revenue Classes by Region
€ millions | Cloud Revenue | Cloud and Software Revenue | ||||
2024 | 2023 | 2022 | 2024 | 2023 | 2022 | |
EMEA | 6,892 | 5,241 | 4,137 | 13,534 | 12,028 | 11,081 |
Americas | 7,872 | 6,642 | 5,810 | 11,987 | 10,959 | 10,456 |
APJ | 2,377 | 1,781 | 1,478 | 4,308 | 3,937 | 3,855 |
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17,141 | 13,664 | 11,426 | 29,830 | 26,924 | 25,391 |
Remaining Performance Obligations
Amounts of a customer contract’s transaction price that are allocated to the remaining performance obligations represent contracted revenue that has not yet been recognized. They include amounts recognized as contract liabilities and amounts that are contracted but not yet due.
The transaction price allocated to performance obligations that were unsatisfied or partially unsatisfied as at December 31, 2024, was €78.4 billion (December 31, 2023: €58.7 billion). The prior-year’s figure was corrected to reflect an increase of €0.7 billion to include the transaction price from premium engagement contracts previously classified as having a termination-for-convenience-right. The transaction price thereof allocated to cloud performance obligations that were unsatisfied or partially unsatisfied (total cloud backlog) as at December 31, 2024, was €63.3 billion (December 31, 2023: €44.3 billion). The remaining amount mostly comprises obligations to provide software support services. The vast majority of software support contracts are contracts in the renewal
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phase that typically have a one-year contract term, while cloud subscription contracts typically are multiple-year contracts. The portion of remaining performance obligations related to services consists of non-cancelable revenue from contracts for projects with a predefined output and from premium engagements. Overall, approximately 40% of the total remaining performance obligations is expected to be recognized over the next 12 months following the respective balance sheet date.
The transaction price allocated to remaining performance obligations varies between reporting periods, primarily due to the recognition of revenue for performance obligations outstanding at the end of the prior year and the addition of new contracts within SAP’s cloud, maintenance, and services business. Other contributing factors include contract modifications, upsells, renewals, currency exchange rate fluctuations, and pricing adjustments.
The revenue recognized in fiscal year 2024 for contract renewals, new contracts, and contract modifications is presented on a gross basis in the following reconciliation of outstanding performance obligations. This means that it is included as a positive entry under “Add renewals, new contracts and modifications” and as a negative entry under “Less revenue recognized in 2024.”
Reconciliation of Remaining Performance Obligations
€ billions | 2024 |
![]() |
58.7 |
Add renewals, new contracts and modifications: | |
- Cloud | 36.2 |
- Maintenance | 10.8 |
- Services and others1 | 5.1 |
Less revenue recognized in 2024: | |
- Cloud | 17.1 |
- Maintenance | 11.3 |
- Services | 4.3 |
Acquisitions and divestments2 | 0.4 |
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78.4 |
1 Others mainly comprises currency fluctuations for our services and maintenance contracts, price increases for our maintenance contracts, and changes to the remaining performance obligations for our software contracts.
2 The 2024 acquisitions and divestments figure refers to the acquisition of WalkMe.
Performance Obligations Satisfied in Previous Years
Revenue recognized in the reporting period for performance obligations satisfied in earlier periods was €75 million (December 31, 2023: €78 million), mainly resulting from changes in estimates of variable considerations and changes in estimates related to percentage-of-completion-based contracts.
Contract Balances
The following table presents the activities impacting contract liabilities balances during the year ended December 31, 2024:
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Contract Liabilities
€ billions | 2024 |
![]() |
5.0 |
Increases resulting from billing and invoices becoming due | 13.2 |
Decreases resulting from satisfaction of performance obligations | –12.3 |
Other1 | 0.2 |
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6.1 |
1 Other includes, for example, the impact of foreign currency translation and business combinations.
The amount of revenue recognized in the reporting period that was included in the contract liability balance at the beginning of the reporting period was €4.7 billion (December 31, 2023: €4.5 billion).
(A.2) Trade and Other Receivables
Accounting for Trade and Other Receivables
Depending on the business model, we measure trade receivables and contract assets from contracts with customers either at amortized cost, or at fair value through other comprehensive income (OCI) less expected credit losses. We account for expected credit losses by recording an allowance on a portfolio basis. We apply the simplified impairment approach. On initial measurement of the receivables, we consider all credit losses that are expected to occur during the lifetime of the receivables. We use a provision matrix to estimate these losses.
Additionally, we recognize allowances for individual receivables if there is objective evidence of credit impairment.
Account balances are written off either partially or in full if we judge that the likelihood of recovery is remote.
For information about how the default risk for trade receivables is analyzed and managed, how the loss rates for the provision matrix are determined, how credit impairment is determined and what our criteria for write-offs are, see the section on credit risk in Note (F.1).
In our Consolidated Income Statements, net gains/losses from expected credit loss allowances are included in Other operating income/expense, net. Gains/losses from foreign currency exchange rate fluctuations are included in Other non-operating income/expense, net.
Determining our expected credit loss allowance involves significant judgment. In this judgment, we primarily consider our historical experience with credit losses in the respective provision matrix risk class and current data on overdue receivables. We expect that our historical default rates represent a reasonable approximation for future expected customer defaults. Besides historical data, our judgment used in developing the provision matrix considers reasonable and supportable forward-looking information (for example, changes in country risk ratings, and fluctuations in credit default swaps of the countries in which our customers are located).
The assessment of whether a receivable is collectible involves the use of judgment and requires us to make assumptions about customer defaults that could change significantly.
By applying this judgment, we record an allowance for a specific customer when it is probable that a credit loss has occurred and the amount of the loss is reasonably estimable. Basing the expected credit loss allowance for the remaining receivables primarily on our historical loss experience likewise requires judgment, as history may not be indicative of future development. Also, including reasonable and supportable forward-looking information in the loss rates of the expected credit loss allowance requires judgment, as they may not provide a reliable prediction for future development.
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Trade and Other Receivables
€ millions | 2024 | 2023 | ||||
Current | Non- Current |
Total | Current | Non-
Current |
Total | |
Trade receivables, net | 6,231 | 0 | 6,231 | 5,892 | 5 | 5,897 |
Other receivables | 543 | 209 | 752 | 429 | 198 | 627 |
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6,774 | 209 | 6,983 | 6,321 | 203 | 6,524 |
Contract assets are included in Other receivables in our Statements of Financial Position. Contract assets as at December 31, 2024, were €441 million (December 31, 2023: €307 million).
For more information about financial risk, how we manage credit risk, and details of our trade receivables and contract assets allowances, see Note (F.1).
(A.3) Capitalized Cost from Contracts with Customers
Costs of Obtaining Customer Contracts
Capitalized costs from customer contracts are classified as Other non-financial assets in our Statements of Financial Position.
The capitalized assets for the incremental costs of obtaining a customer contract consist of sales commissions earned by our sales force and partners as well as amounts paid to employees with non-sales roles when the payments meet the definition of being an incremental cost to obtain a contract with a customer. Judgment is required in determining the amounts to be capitalized, particularly where the commissions are based on cumulative targets and where commissions relate to multiple performance obligations in one customer contract. We capitalize such cumulative target commissions for all customer contracts that count towards the cumulative target but only if nothing other than obtaining customer contracts can contribute to achieving the cumulative target. Commissions for contracts with multiple performance obligations or for probable renewals thereof are allocated to these performance obligations and probable renewals relative to the respective standalone selling price.
Our sales commission payments for customer contract renewals are typically not commensurate with the commissions paid for new contracts. Thus, the commissions paid for renewable new contracts also relate to expected renewals of these contracts. Consequently, we amortize sales commissions paid for new customer contracts on a straight-line basis over the expected contract life including probable contract renewals. Judgment is required in estimating these contract lives. In exercising this judgment, we consider our expectation about future contract renewals which we evaluate periodically to confirm that the resulting amortization period properly reflects the expected contract life or if there are potential indicators of impairment. Commensurate payments are amortized over the contract term to which they relate.
The amortization periods range from 18 months to seven years depending on the type of offering. Amortization of the capitalized costs of obtaining customer contracts is classified mainly as sales and marketing expense. We expense the incremental costs of obtaining a customer contract as incurred if we expect an amortization period of one year or less.
Costs to Fulfill Customer Contracts
Capitalized costs incurred to fulfill customer contracts mainly consist of direct costs for set-up and implementation of cloud products and custom cloud development contracts as far as these costs are not in scope of other accounting standards than IFRS 15. These costs are amortized after completion of the setup and implementation or the development, respectively, on a straight-line basis over the expected life of the cloud subscription contract including expected renewals. For the life of the contract, we consider our expectation about future contract renewals which we evaluate periodically to confirm that the resulting amortization period properly reflects the expected contract life. The amortization periods range from five to seven years depending on the type of offering. In addition, the capitalized costs include third-party license fees which are amortized over the term of the third-party
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license contract. Judgment is required in evaluating whether costs are directly related to customer contracts and in estimating contract lives.
Amortization of capitalized costs to fulfill customer contracts is included in the cost of cloud.
Capitalized Cost from Contracts with Customers
€ millions | 2024 | 2023 | ||||
Current | Non- Current |
Total | Current | Non- Current |
Total | |
Capitalized cost of obtaining customer contracts | 1,086 | 3,221 | 4,307 | 1,046 | 2,918 | 3,964 |
Capitalized cost to fulfill customer contracts | 264 | 272 | 536 | 199 | 236 | 436 |
Capitalized contract cost | 1,350 | 3,492 | 4,843 | 1,246 | 3,154 | 4,400 |
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2,682 | 3,990 | 6,672 | 2,374 | 3,573 | 5,947 |
Capitalized
contract cost as % of ![]() |
50 | 88 | 73 | 52 | 88 | 74 |
Amortization Expense
€ millions | 2024 | 2023 |
Capitalized cost of obtaining customer contracts | 1,107 | 1,000 |
Capitalized cost to fulfill customer contracts | 418 | 327 |
(A.4) Customer-Related Provisions
Expected Contract Losses
Customer-related provisions mainly include expected contract losses. We adjust these provisions as further information becomes available and as circumstances change. Non-current provisions are measured at the present value of their expected settlement amounts as at the reporting date.
The unit of account for the identification of potential onerous customer contracts is based on the contract definition of IFRS 15 including the contract combination guidance. The economic benefits considered in the assessment comprise the future benefits we are directly entitled to under the contract as well as the anticipated future benefits that are the economic consequence of the contract if these benefits can be reliably determined.
Customer-Related Litigation and Claims
Customer-related provisions also include obligations resulting from customer-related litigation and claims. We are currently confronted with various claims and legal proceedings, including claims that relate to customers demanding indemnification for proceedings initiated against them based on their use of SAP software, and occasionally claims that relate to customers being dissatisfied with the products and services that we have delivered to them. The obligations arising from customer-related litigation and claims comprise cases in which we indemnify our customers against liabilities arising from a claim that our products infringe a third party’s patent, copyright, trade secret, or other proprietary rights.
Due to uncertainties relating to these matters, provisions are based on the best information available. Significant judgment is required in the determination of whether and when a provision is to be recorded and what the appropriate amount for such provision should be. Notably, judgment is required in the following areas:
– | Determining whether an obligation exists |
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– | Determining the probability of outflow of economic benefits |
– | Determining whether the amount of an obligation is reliably estimable |
– | Estimating the amount of the expenditure required to settle the present obligation |
At the end of each reporting period, we reassess the potential obligations related to our pending claims and litigation and adjust our respective provisions to reflect the current best estimate. In addition, we monitor and evaluate new information that we receive after the end of the respective reporting period, but before the Consolidated Financial Statements are authorized for issue, to determine whether this provides additional information regarding conditions that existed at the end of the reporting period. Changes to the estimates and assumptions underlying our accounting for legal contingencies, and outcomes that differ from these estimates and assumptions, could require material adjustments to the carrying amounts of the respective provisions recorded and additional provisions. The expected timing or amounts of any outflows of economic benefits resulting from these lawsuits and claims are uncertain and not estimable, as they generally depend on the duration of the legal proceedings and settlement negotiations required to resolve the litigation and claims and the unpredictability of the outcomes of legal disputes in several jurisdictions.
Contingent liabilities exist in respect of customer-related litigation and claims for which no provision has been recognized. It is not practicable to estimate the financial impact of these contingent liabilities due to the uncertainties around these lawsuits and claims as outlined above.
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Section B – Employees
This section provides financial insights into our employee benefit arrangements. It should be read in conjunction with the compensation disclosures for key management personnel in Note (G.5).
(B.1) Employee Headcount
The following table provides an overview of employee headcount, broken down by function and by the regions EMEA (Europe, Middle East, and Africa), Americas (North America and Latin America), and APJ (Asia Pacific Japan).
Employee Headcount by Region and Function
Full-time equivalents | 12/31/2024 | 12/31/2023 | 12/31/2022 | |||||||||
EMEA | Americas | APJ | Total | EMEA | Americas | APJ | Total | EMEA | Americas | APJ | Total | |
Cloud and software | 4,543 | 4,339 | 4,764 | 13,646 | 4,389 | 4,266 | 4,426 | 13,080 | 4,178 | 4,025 | 4,538 | 12,740 |
Services | 8,485 | 4,719 | 5,566 | 18,770 | 8,178 | 5,013 | 5,481 | 18,672 | 8,129 | 5,106 | 5,769 | 19,005 |
Research and development | 18,819 | 5,677 | 13,094 | 37,590 | 18,086 | 5,884 | 12,474 | 36,444 | 17,764 | 5,752 | 11,764 | 35,280 |
Sales and marketing | 12,042 | 9,801 | 5,139 | 26,983 | 12,086 | 10,300 | 5,342 | 27,728 | 11,671 | 10,633 | 5,463 | 27,766 |
General and administration | 3,836 | 1,836 | 1,300 | 6,971 | 3,619 | 1,777 | 1,307 | 6,704 | 3,387 | 1,804 | 1,240 | 6,431 |
Infrastructure | 3,076 | 1,164 | 921 | 5,161 | 2,834 | 1,274 | 867 | 4,975 | 2,795 | 1,382 | 912 | 5,089 |
SAP Group (December 31) | 50,801 | 27,536 | 30,784 | 109,121 | 49,191 | 28,515 | 29,897 | 107,602 | 47,924 | 28,702 | 29,686 | 106,312 |
thereof acquisitions | 413 | 414 | 86 | 912 | 421 | 138 | 0 | 558 | 188 | 189 | 8 | 385 |
SAP Group (months’ end average) | 49,764 | 27,394 | 29,997 | 107,155 | 48,222 | 28,239 | 29,582 | 106,043 | 47,359 | 28,785 | 29,438 | 105,582 |
Most of the employees participating in the Company’s voluntary leave programs are scheduled to leave SAP at the beginning of 2025. For more information about the transformation program and its impact on employee headcount, see Note (B.6).
(B.2) Employee Benefits Expenses
€ millions | 2024 | 2023 | 2022 |
Salaries | 12,244 | 12,128 | 11,369 |
Social security expenses | 2,003 | 1,919 | 1,779 |
Share-based payment expenses | 2,385 | 2,220 | 1,431 |
Pension expenses | 435 | 438 | 447 |
Employee-related restructuring expenses | 3,143 | 222 | 85 |
Termination benefits outside of restructuring plans | 68 | 64 | 44 |
Employee benefits expenses | 20,278 | 16,992 | 15,157 |
(B.3) Share-Based Payments
Accounting for Share-Based Payments
Classification in the Income Statements
Share-based payments cover equity-settled and cash-settled awards issued to our employees. The respective expenses are recognized as employee benefits and classified in our Consolidated Income
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Statements according to the activities that the receiving employees perform. Accelerated share-based payment expenses triggered by SAP’s restructuring program are classified as restructuring expenses in our Consolidated Income Statements and included in the restructuring provisions in our Statements of Financial Position. For more information about SAP’s transformation program, see Note (B.6).
Valuation, Judgment, and Sources of Estimation Uncertainty
We use certain assumptions in estimating the fair values for our share-based payments, including expected share price volatility and expected dividend yields. In addition, the final number of Performance Share Units (PSUs) vesting also depends on the achievement of performance indicators. Furthermore, the payout for cash-settled share units depends on our share price on the respective vesting dates. Changes to these assumptions and outcomes that differ from these assumptions could require material adjustments to the carrying amount of the liabilities we have recognized for these share-based payments. The fair value of the share units granted under the SAP Long-Term Incentive Program 2024 and 2020 (LTI 2024 and LTI 2020) is dependent on our performance against the total shareholder return (TSR) for NASDAQ-100 companies, the volatility, and the expected correlation between the TSR of the NASDAQ-100 companies and our TSR.
Regarding future payout under our cash-settled plans, the SAP share price is the most relevant factor. With respect to our LTI 2024 and LTI 2020, we believe that future payout will be significantly impacted not only by our share price but also by the relative TSR performance against the NASDAQ-100 companies. Future payouts under our LTI 2024 and LTI 2020 will also be dependent on meeting non-market-based performance conditions based on SAP’s long-term strategy. The latter, however, is not incorporated into our fair value calculation but leads to adjustments of the quantity of awards granted. Changes in these factors could significantly affect the estimated fair values as calculated by the valuation model, and the future payout.
Under the OWN SAP share purchase plan, we grant our employees discounts on share purchases. As those discounts are not dependent on future services to be provided by our employees, the discount is recognized as an expense when the discounts are granted.
Presentation in the Statements of Cash Flows
We present the payments of our cash-settled share-based payment plans and our equity-settled share-based payment plans that are fulfilled by share purchases at the market separately in our Statements of Cash Flows under Cash flows from operating activities. As a result, the changes in Other assets and in Other liabilities presented in the reconciliation of operating cash flow do not consider share-based payment-related assets or liabilities. Payments of cash-settled share-based payments triggered by SAP’s restructuring program are included in the restructuring payments.
The operating expense line items in our income statements include the following share-based payment expenses:
Share-Based Payment Expenses by Functional Area
€ millions | 2024 | 2023 | 2022 |
Cost of cloud | 138 | 94 | 53 |
Cost of software licenses and support | 42 | 38 | 48 |
Cost of services | 360 | 375 | 250 |
Research and development | 751 | 703 | 440 |
Sales and marketing | 876 | 834 | 503 |
General and administration | 217 | 175 | 137 |
Share-based payment expenses | 2,385 | 2,220 | 1,431 |
thereof equity-settled share-based payments | 1,591 | 1,414 | 1,075 |
thereof cash-settled share-based payments | 794 | 806 | 356 |
Additionally, SAP also recognized €309 million (2023: €0 million) in accelerated share-based payment expenses triggered by SAP’s transformation program. These share-based payment expenses are classified as restructuring expenses in our consolidated income statements. For more information about SAP’s restructuring program, see Note (B.6).
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Our major share-based payment plans are described below.
a) Equity-Settled Share-Based Payments
Equity-Settled Move SAP Plan (Move)
To retain and engage executives and certain employees, we grant share units under Move that we intend to predominantly settle in shares. For more information about the terms and conditions of the cash-settled Move plan, see section b) Cash-Settled Share-Based Payments in this Note (B.3).
Different vesting schedules apply to specific share units. Granted share units will vest in different tranches mainly as follows:
– | Restricted Stock Units (RSUs) with service condition only |
- | Over a half-year period, |
- | Over a three-year period on a quarterly basis after a waiting period of six months, or |
– | Performance Share Units (PSUs) with service condition and upon achieving certain key performance indicators (KPIs) |
- | Over a three-year period on a quarterly basis after a waiting period of 12 months. |
The number of PSUs that will vest under the different tranches is mainly contingent upon achievement of two equally weighted KPIs in the year of grant: Operating profit (non-IFRS at constant currencies) and Cloud revenue (at constant currencies). Depending on the weighted average performance, the number of PSUs vesting ranges between 0% and 200% of the number initially granted. Performance against the KPI target was 134.5% in 2024 (2023: 112.4%).
We intend to settle the share units classified as equity-settled by reissuing treasury shares upon vesting (for more information, see Note (E.2)).
The valuation was based on the following parameters and assumptions:
Fair Value and Parameters Used at Grant Date in 2024
€, unless otherwise stated | Move (2024 Tranche) |
Weighted average fair value as at grant date | 175.09 |
Information how fair value was measured at grant date | |
Valuation model used | Other1 |
Weighted average share price | 170.40 |
Weighted average expected dividend yield (in %) | 1.23 |
Weighted average initial life at grant date (in years) | 1.7 |
1 For these awards, the fair value is calculated by subtracting expected future dividends until maturity of the respective award from the prevailing share price as at the measurement date.
Fair Value and Parameters Used at Grant Date in 2023
€, unless otherwise stated | Move (2023 Tranche) |
Weighted average fair value as at grant date | 111.23 |
Information how fair value was measured at grant date | |
Valuation model used | Other1 |
Weighted average share price | 114.25 |
Weighted average expected dividend yield (in %) | 1.79 |
Weighted average initial life at grant date (in years) | 1.7 |
1 For these awards, the fair value is calculated by subtracting expected future dividends until maturity of the respective award from the prevailing share price as at the measurement date.
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Changes in Outstanding Awards
Thousands, unless otherwise stated | Move (2022–2024 Tranches) |
12/31/2022 | 11,504 |
Granted2 | 13,760 |
Adjustment based on KPI target achievement | 115 |
Exercised | –7,675 |
Forfeited | –403 |
Change in settlement2 | –471 |
12/31/2023 | 16,830 |
Granted2 | 6,944 |
Adjustment based on KPI target achievement | 151 |
Exercised | –10,193 |
Forfeited | –392 |
Change in settlement2 | –1,149 |
12/31/2024 | 12,192 |
2 We have changed the classification of some share units granted under the Move plan with the initial intention to settle in shares from equity-settled to cash-settled because a cash outflow became probable, in particular due to the restructuring program. Share units with switched classification are considered in the number of granted share units.
The weighted average share price for awards exercised in 2024 was €197.14 (2023: €130.59). The weighted average remaining life of awards outstanding as at December 31, 2024, was 0.9 years (December 31, 2023: 1.1 years).
Own SAP Plan (Own)
Under the share purchase plan Own, employees have the opportunity to purchase, on a monthly basis, SAP shares without any required holding period. The investment per each eligible employee is limited to a percentage of the respective employee’s monthly base salary. SAP matches the employee investment by 40% and adds a subsidy of €20 per month for non-executives. To recognize the employees’ contribution to SAP’s success in 2024, SAP’s contribution was temporarily increased from 40% to 100% from October to December 2024. This plan is not open to members of the Executive Board.
Numbers of Shares Purchased
Millions | 2024 | 2023 | 2022 |
Own | 4.9 | 6.5 | 9.2 |
As a result of Own, we have commitments to grant SAP shares to employees. We have fulfilled and intend to continue to meet these commitments through an agent who administers the equity-settled programs and purchases shares on the open market. The fair value at grant date is determined based on the average share price of €196.90 (2023: €124.20).
Equity-Settled WalkMe Awards Replacing Pre-Acquisition WalkMe Awards (WalkMe Rights)
In conjunction with the acquisition of WalkMe in 2024, under the terms of the acquisition agreement, SAP exchanged unvested equity-settled Restricted Share Units (RSUs) and Performance Share Units (PSUs) held by employees of WalkMe into equity-settled share-based payment awards of SAP (WalkMe Rights). The WalkMe Rights closely mirror the terms of the replaced awards except that:
– | They are settled in SAP American Depositary Receipts (ADRs). |
– | The number of outstanding units were adjusted based on the ratio derived from SAP’s consideration per share (US$14.00) divided by the average closing price of the SAP ADRs over the |
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10 trading days ending on the third trading day prior to the closing date (US$215.89), resulting in an Equity Award Exchange Ratio of 0.0648.
There were 0.3 million unvested RSUs and PSUs on the closing date of the WalkMe acquisition, representing a fair value of €42 million after considering expected forfeitures dependent on grant dates and remaining vesting periods. Of the total fair value, €18 million was allocated to consideration transferred, while €24 million was allocated to future services to be provided. Post-acquisition compensation expenses will be recognized as the awards vest over the remainder of the original vesting terms.
The first vesting occurred on November 20, 2024, with the remaining WalkMe Rights vesting over a period of 4.2 years from the closing date.
On December 31, 2024, the unrecognized expense related to WalkMe Rights was €17 million after considering expected forfeitures and will be recognized over a remaining vesting period of up to 3.9 years.
Recognized Expense
€ millions | 2024 | 2023 | 2022 |
Move (2022–2024 Tranches) | 1,240 | 1,175 | 768 |
Own | 343 | 239 | 307 |
WalkMe Rights | 9 | NA | NA |
Total | 1,591 | 1,414 | 1,075 |
b) Cash-Settled Share-Based Payments
Cash-Settled Move SAP Plan (Move) Including Grow SAP Plan
We also grant share units in certain circumstances under Move representing a contingent right to receive a cash payment that is determined by the SAP share price and the number of share units that ultimately vest. For more information about the terms and conditions of the equity-settled Move plan, see section a) Equity-Settled Share-Based Payments in this Note (B.3).
From 2020 to 2023, we granted share units under the Grow SAP Plan that we intend to settle in cash. This fixed term plan has broadly the same terms and conditions as Move and recognizes all employees’ commitment to SAP’s success, and deepens their participation in our future company performance.
Different vesting schedules apply to specific share units. Granted share units under the respective plans will vest in different tranches, mainly as follows:
– | Restricted Stock Units (RSUs) with service condition only |
· | Over a half-year period, |
· | Over a three-year period on annual basis, |
· | Over a three-year period on a quarterly basis after a waiting period of six months, or |
– | Performance Share Units (PSUs) with service condition and upon achieving certain key performance indicators (KPIs) |
· | Over a three-year period, or |
· | Over a three-year period on a quarterly basis after a waiting period of 12 months. |
The number of PSUs that will vest under the different tranches is mainly contingent upon achievement of two equally weighted KPIs in the year of grant: operating profit (non-IFRS at constant currencies) and cloud revenue (at constant currencies). Depending on the weighted average performance, the number of PSUs vesting ranges between 0% and 200% of the number initially granted. Performance against the KPI target was 134.5% in 2024 (2023: 112.4%, 2022: 84.3%).
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The share units classified as cash-settled are paid out in cash upon vesting.
SAP Long-Term Incentive Program 2020 and 2024 (LTI 2020 and LTI 2024)
The LTI 2024 and LTI 2020 are long-term, multiyear performance-based elements of our Executive Board compensation that are granted in annual tranches. The LTI 2024 and LTI 2020 reflect SAP’s long-term strategy and thus set uniform incentives to achieve key targets from the long-term strategic plans. The LTI 2024 and LTI 2020 also serve to reward the Executive Board members for long-term SAP share price performance as compared to the market, thus ensuring that shareholders’ interests are also honored. In addition, the LTI 2024 and LTI 2020 include a component to ensure long-term retention of our Executive Board members.
The LTI 2024 and LTI 2020 are virtual share programs under which annual tranches with a term of approximately four years each are granted. When the individual tranches are granted, a certain grant amount specified in the Executive Board member’s service contract is converted into virtual shares (share units). For this purpose, the grant amount is divided by the SAP share price, which corresponds for the LTI 2020 to the average of the SAP share price on the 20 trading days and for the LTI 2024 to the average of the SAP share price on the 10 trading days after scheduled publication of the preliminary results for the financial year (grant price). The share units allocated are composed for the LTI 2024 of 50% Financial Performance Share Units (Financial PSUs), 30% Market Performance Share Units (Market PSUs), and 20% ESG Performance Share Units (ESG PSUs), and for the LTI 2020 of 1/3 Financial Performance Share Units (Financial PSUs), 1/3 Market Performance Share Units (Market PSUs), and 1/3 Retention Share Units. All types of share units have a vesting period of approximately four years. In contrast to Retention Share Units, Financial PSUs, Market PSUs, and ESG PSUs are subject to changes in number. In this context, the following applies:
The number of Financial PSUs initially awarded is multiplied by a performance factor. The performance factor consists of three individual performance indicators relating to the three non-IFRS KPIs at constant currencies, derived from SAP’s long-term strategy, which for the LTI 2024 are: cloud revenue, software licenses and support & services revenue, and operating profit, and for the LTI 2020: cloud revenue, total revenue, and operating profit. The performance period throughout which the target achievement for these three KPIs is measured starts at the beginning of the financial year in which the Financial PSUs are awarded and concludes upon the end of the second year following the year in which the share units were awarded. A numerical target value equaling 100% target achievement is set for each KPI. This constitutes, in each case, a cumulative value for the three years of the performance period.
The number of Market PSUs initially awarded is multiplied by a performance factor. The performance factor depends on the amount of the TSR on SAP share, measured for an entire performance period of
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approximately three years, and ranked in relation to the TSR performance of the companies in the NASDAQ-100 index (Index). If the TSR for the SAP share equals the median, the performance factor will be 1.0. However, if the TSR for the SAP share over the performance period is negative, the maximum performance factor will, in deviation from the summary above, be 1.0.
The number of ESG PSUs initially awarded is multiplied by a performance factor. The performance factor consists of two individual performance indicators relating to the two non-financial KPIs, derived from SAP’s long-term strategy, which are: Climate performance: net zero 2030, and Diversity: Women in Executive Roles. The performance period throughout which the target achievement for these two KPIs is measured starts at the beginning of the financial year in which the ESG PSUs are awarded and concludes upon the end of the second year following the year in which the share units were awarded. A numerical target value equaling 100% target achievement is set for each KPI. This constitutes, in each case, a cumulative value for the three years of the performance period.
The performance of the share units is linked to the performance of the SAP share price, including dividend payments. Accordingly, an amount is paid out for each share unit that equals the then-current SAP share price plus the dividends disbursed in respect of an SAP share in the period from the beginning of the year in which the share units were awarded until the end of the third year following the year in which the share units were awarded. The average SAP share price for the LTI 2024 on the 10 trading days and for the LTI 2020 on the 20 trading days after scheduled publication of the preliminary results for the financial year determines the payout price. The payout amount per share unit, including the dividend amounts due on the share units, is capped at 200% of the grant price. The tranche is cash-settled and paid in euros after the Annual General Meeting of Shareholders of the corresponding year.
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If an Executive Board member’s service contract is terminated before the end of the third year following the year in which the share units were granted, the share units are forfeited in whole or in part, depending on the circumstances in which the member resigns from office or the service contract is terminated.
The valuation was based on the following parameters and assumptions:
Fair Value and Parameters Used at Year End 2024
€, unless otherwise stated | LTI
2024 (2024 Tranche) |
LTI
2020 (2021–2023 Tranches) |
Move (2021–2024 Tranches) |
Weighted average fair value as at 12/31/2024 | 248.23 | 222.26 | 234.51 |
Information how fair value was measured at measurement date | |||
Valuation model used | Monte Carlo | Monte Carlo | Other3 |
Share price | 236.30 | 236.30 | 236.30 |
Expected volatility (in %) | 23 | 20 to 22 | NA |
Expected dividend yield (in %) | NA | NA | 0.91 |
Weighted average remaining life of awards outstanding as at 12/31/2024 (in years) | 3.2 | 1.0 | 0.8 |
3 For these awards, the fair value is calculated by subtracting expected future dividends, if any, until maturity of the respective award from the prevailing share price as at the measurement date.
Fair Value and Parameters Used at Year End 2023
€, unless otherwise stated | LTI
2020 (2020–2023 Tranches) |
Move (2020–2023 Tranches) |
Weighted average fair value as at 12/31/2023 | 154.24 | 137.98 |
Information how fair value was measured at measurement date | ||
Valuation model used | Monte Carlo | Other3 |
Share price | 139.48 | 139.48 |
Expected volatility (in %) | 15 to 23 | NA |
Expected dividend yield (in %) | NA | 1.52 |
Weighted average remaining life of awards outstanding as at 12/31/2023 (in years) | 1.9 | 0.7 |
3 For these awards, the fair value is calculated by subtracting expected future dividends, if any, until maturity of the respective award from the prevailing share price as at the measurement date.
For the LTI 2020 valuation, the expected volatility of the NASDAQ-100 companies of 31% (2023: 34% to 36%), and the expected correlation of SAP and the NASDAQ-100 companies of 16% to 21% (2023: 24% to 27%) are based on historical TSR data for SAP and the NASDAQ-100 companies. For the LTI 2024 valuation, the expected volatility of the NASDAQ-100 companies of 34%, and the expected correlation of SAP and the NASDAQ-100 companies of 25%, are based on historical TSR data for SAP and the NASDAQ-100 companies. The NASDAQ-100 Total Return Index on December 31, 2024, was US$25,376.22 (2023: US$20,158.42).
The SAP dividend yield is based on expected future dividends.
Changes in Outstanding Awards
Thousands, unless otherwise stated | LTI
2024 (2024 Tranche) |
LTI
2020 (2020–2023 Tranches) |
Move (2021–2024 Tranches) |
12/31/2022 | NA | 546 | 11,859 |
Granted4 | NA | 215 | 1,900 |
Adjustment based upon KPI target achievement | NA | –64 | –57 |
Exercised | NA | 0 | –7,234 |
Forfeited | NA | –91 | –266 |
Change in settlement4 | NA | NA | 470 |
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12/31/2023 | NA | 605 | 6,672 |
Granted4 | 126 | 0 | 823 |
Adjustment based upon KPI target achievement | 0 | 41 | 15 |
Exercised | 0 | –72 | –6,333 |
Forfeited | –37 | –74 | –126 |
Change in settlement4 | NA | NA | 1,149 |
12/31/2024 | 89 | 501 | 2,200 |
Total carrying amount (in € millions) of liabilities as at | |||
12/31/2023 | NA | 59 | 644 |
12/31/2024 | 7 | 98 | 343 |
Total intrinsic value of vested awards (in € millions) as at | |||
12/31/2023 | NA | 15 | 0 |
12/31/2024 | 2 | 57 | 0 |
Weighted average share price (in €) for awards exercised in | |||
2023 | NA | NA | 117.86 |
2024 | NA | 172.16 | 181.68 |
Total expense (in € millions) recognized in | |||
2022 | NA | 8 | 346 |
2023 | NA | 36 | 764 |
2024 | 7 | 51 | 729 |
4 We have changed the classification of some share units granted under the Move plan with the initial intention to settle in shares from equity-settled to cash-settled because a cash outflow became probable, in particular due to the restructuring program.
Share-Based Payment Balances
€ millions | 2024 | 2023 | ||||
Current | Non-Current | Total | Current | Non-Current | Total | |
Share-based payment liabilities | 303 | 151 | 453 | 555 | 152 | 707 |
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5,533 | 749 | 6,282 | 5,648 | 698 | 6,346 |
Share-based payment liabilities as % of ![]() |
5 | 20 | 7 | 10 | 22 | 11 |
(B.4) Pension Plans and Similar Obligations
Defined Contribution Plans
Amounts for domestic and foreign defined contribution plans are based on a percentage of the employees’ salaries or on the amount of contributions made by employees. In Germany and some other countries, we make contributions to public pension schemes that are operated by national or local government or similar institutions. Expenses for such local state pension plans are recognized as short-term employee benefits, that is, social security expenses.
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Defined Benefit Pension Plans
The discount rates used in measuring our post-employment benefit assets and liabilities are derived from rates available on high-quality corporate bonds and government bonds for which the timing and amounts of payments match the timing and the amounts of our projected pension payments. Net interest expense and other expenses related to defined benefit plans are recognized as employee benefits expenses and classified in our Consolidated Income Statements according to the activities that the employees owning the awards perform. Since our domestic defined benefit pension plans primarily consist of an employee-financed post-retirement plan that is fully financed with qualifying insurance policies, current service cost may become a credit as a result of adjusting the defined benefit liability’s carrying amount to the fair value of the qualifying plan assets. Such adjustments are recorded in service cost. Total expenses on defined benefit pension plans comprise related current and past service costs as well as interest income and expense.
Total Expense of Pension Plans
€ millions | 2024 | 2023 | 2022 |
Defined contribution plans | 396 | 381 | 425 |
Defined benefit pension plans | 39 | 57 | 22 |
Pension expenses | 435 | 438 | 447 |
Defined Benefit Plans
Present Value of the Defined Benefit Obligations (DBO) and the Fair Value of the Plan Assets
€ millions | Domestic Plans | Foreign Plans | Other Foreign Post- Employment Plans |
Total | ||||
2024 | 2023 | 2024 | 2023 | 2024 | 2023 | 2024 | 2023 | |
Present value of the DBO | 1,204 | 1,060 | 752 | 686 | 285 | 256 | 2,241 | 2,002 |
Fair value of the plan assets | 1,209 | 1,063 | 707 | 672 | 124 | 98 | 2,040 | 1,833 |
Net defined benefit liability (asset)¹ | 0 | 0 | 61 | 64 | 161 | 158 | 222 | 222 |
thereof: Net defined benefit asset | 0 | 0 | –18 | –17 | –1 | –63 | –19 | –79 |
Net defined benefit liability | 0 | 0 | 79 | 80 | 162 | 221 | 241 | 301 |
Net defined benefit asset as % of ![]() |
0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 |
Net defined benefit liability as % of ![]() |
0 | 0 | 16 | 19 | 33 | 51 | 49 | 69 |
¹ After the effects of the asset ceiling.
Of the present value of the DBO of our domestic plans, €1,150 million (2023: €1,006 million) relate to plans that provide for lump-sum payments not based on final salary; of the present value of the DBO of our foreign plans, €597 million (2023: €535 million) relate to plans that provide for annuity payments not based on final salary.
The following significant weighted average assumptions were used for the actuarial valuation of our domestic and foreign pension liabilities as well as other post-employment benefit obligations as at the respective measurement date:
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Significant Actuarial Assumptions
Percent | Domestic Plans | Foreign Plans | Other Foreign Post- Employment Plans | ||||||
2024 | 2023 | 2022 | 2024 | 2023 | 2022 | 2024 | 2023 | 2022 | |
Discount rate | 3.4 | 3.5 | 4.2 | 1.5 | 2.0 | 2.6 | 5.3 | 5.3 | 5.5 |
The sensitivity analysis table below shows how the present value of all defined benefit obligations would have been influenced by reasonably possible changes to significant actuarial assumptions. The sensitivity analysis considers change in discount rate assumptions, holding all other actuarial assumptions constant.
Sensitivity Analysis
€ millions | Domestic Plans | Foreign Plans | Other Foreign Post- Employment Plans |
Total | ||||||||
2024 | 2023 | 2022 | 2024 | 2023 | 2022 | 2024 | 2023 | 2022 | 2024 | 2023 | 2022 | |
Present value of all defined benefit obligations if: | ||||||||||||
Discount rate was 50 basis points higher | 1,156 | 1,015 | 908 | 710 | 649 | 505 | 271 | 247 | 203 | 2,137 | 1,911 | 1,616 |
Discount rate was 50 basis points lower | 1,256 | 1,108 | 993 | 798 | 727 | 562 | 292 | 266 | 219 | 2,346 | 2,101 | 1,774 |
Investments in Plan Assets
Our investment strategy on domestic benefit plans is to invest all contributions in stable insurance policies.
Our investment strategies for foreign benefit plans vary according to the conditions in the country in which the respective benefit plans are situated. We have adopted a long-term investment horizon for all major foreign benefit plans. Although our policy is to invest in a risk-diversified portfolio consisting of a mix of assets, both the defined benefit obligation and plan assets can fluctuate over time, which exposes the Group to actuarial and market (investment) risks. Depending on the statutory requirements in each country, it might be necessary to reduce any underfunding by addition of liquid assets.
Plan Asset Allocation
€ millions | 2024 | 2023 | ||
Quoted in an |
Not Quoted in an |
Quoted in an Active Market |
Not Quoted in an Active Market | |
Total plan assets | 701 | 1,338 | 714 | 1,120 |
thereof: Asset category | ||||
Equity investments | 220 | 0 | 190 | 0 |
Corporate bonds | 240 | 0 | 233 | 0 |
Insurance policies | 10 | 1,337 | 59 | 1,120 |
Our expected contribution in 2025 to our domestic and foreign defined benefit pension plans is immaterial. The weighted duration of our defined benefit plans amounted to 10 years as at December 31, 2024 and 2023.
Total future benefit payments from our defined benefit plans as at December 31, 2024, are expected to be €2,803 million (2023: €2,707 million). Of this amount, 73% (2023: 76%) have maturities of over five years, and 58% (2023: 55%) relate to domestic plans.
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(B.5) Other Employee-Related Obligations
Accounting Policy
As far as the obligation for long-term employee benefits is secured by pledged reinsurance coverage, it is offset with the relating plan asset.
Other Employee-Related Liabilities
€ millions | 2024 | 2023 | ||||
Current | Non-Current | Total | Current | Non-Current | Total | |
Other employee-related liabilities | 4,208 | 598 | 4,806 | 4,205 | 546 | 4,751 |
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5,533 | 749 | 6,282 | 5,647 | 698 | 6,345 |
Other employee-related liabilities as % of |
76 | 80 | 77 | 74 | 78 | 75 |
Other employee-related liabilities mainly relate to obligations from bonuses and sales commissions, outstanding vacation, time credits accumulated in the working time account, employee-related social security expenses and deferred compensation liabilities.
(B.6) Restructuring
Recognition
of Restructuring Provisions
We only recognize provisions for restructuring if and when the following occurs:
– | SAP has designed a program that materially changes the scope of one of our businesses or the manner in which the business is conducted, and |
– | A detailed and documented restructuring plan has been approved by our Executive Board, a member thereof, or a direct report of an Executive Board member, and |
– | The program established is planned to start shortly after the program plan is approved and is expected to be completed in a timeframe that makes significant changes to the plan unlikely, and |
– | The program has been announced to the parties affected or has commenced. |
We consider whether a change in business is material based on the business affected rather than for SAP as a whole. In judging whether a unit qualifies as a business for restructuring purposes, we consider if the unit has its own management team, has access to all inputs and processes necessary to provide outputs, and generates or could generate revenues. The materiality of a change to a business is assessed based on both the size and the nature of the change and therefore does not necessarily involve a material quantitative impact on our financial statements.
Restructuring Expenses
€ millions | 2024 | 2023 | 2022 |
Employee-related restructuring expenses | –3,143 | –222 | –85 |
Onerous contract-related restructuring expenses and restructuring-related impairment losses | –2 | 8 | –52 |
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–3,144 | –215 | –138 |
In 2024, SAP increased its focus on key strategic growth areas, in particular business AI. It is transforming its operational setup to capture organizational synergies and AI-driven efficiencies, and to prepare the Company for highly scalable future revenue growth. To this end, as announced in January 2024, SAP is executing a Company-wide restructuring program which will conclude in early 2025. The restructuring program was set up to ensure that SAP’s skillset and resources continue to meet future business needs, and affects around 10,000 positions, a majority of which have been
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covered by voluntary leave programs and internal re-skilling measures. Most of the employees participating in voluntary leave programs are scheduled to leave SAP at the beginning of 2025. Reflecting re-investments into strategic growth areas and the acquisition of WalkMe, SAP’s headcount was slightly higher at year end 2024 than at year end 2023.
Overall expenses associated with the program are estimated to be approximately €3.2 billion. Restructuring expenses primarily include employee-related benefits such as severance payments and accelerated share-based payment expenses triggered by the transformation program (for more information about the recognition and measurement of share-based payment programs, see Note (B.3)). The restructuring costs presented in 2024 mainly include expenses related to the 2024 transformation program.
Restructuring payouts in 2024 amounted to €2.5 billion. Further payouts of approximately €0.7 billion associated with the 2024 transformation program are expected to occur in 2025.
If not presented separately in our income statements, restructuring expenses would have been classified in the different expense items in our income statements as follows:
Restructuring Expenses by Functional Area
€ millions | 2024 | 2023 | 2022 |
Cost of cloud | –95 | 7 | 20 |
Cost of software licenses and support | –85 | –8 | –9 |
Cost of services | –566 | –31 | –70 |
Research and development | –1,197 | –42 | –16 |
Sales and marketing | –1,043 | –121 | –58 |
General and administration | –158 | –19 | –4 |
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–3,144 | –215 | –138 |
For the movement of the restructuring provision in 2024, see the table below:
€ millions | Restructuring Provision |
1/1/2024 | 37 |
Additions | 3,144 |
Utilizations | –1,061 |
Transfer to other employee-related obligations | –1,310 |
Transfer to share-based compensation liability | –123 |
Currency effects | –6 |
12/31/2024 | 681 |
The following table reconciles the utilization of the restructuring provision with the overall cash outflow related to restructuring:
€ millions | 2024 |
Utilizations | 1,061 |
Net cash flows time account | 1,325 |
Cash-outflows of share-based payments related to restructuring | 171 |
Employees taxes payable | –70 |
Net cash flows | 2,487 |
In 2024, employees participating in the early retirement plan in Germany as part of the restructuring program opted to convert termination benefits into credits to their working time accounts. To protect
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against insolvency, SAP transferred the time account balance of €1.3 billion to an insurance company. These obligations are presented as ‘Other employee-related obligations’ (see Note (B.5)), which are netted off against the fair value of the plan assets (qualified insurance policy). The net balance of cash flows related to time accounts also includes cash inflows from the insurance company as well as payouts to the employees from their working time accounts relating to prior programs.
The additions to the restructuring provisions include accelerated share-based payment expenses. The timing of expense recognition is accelerated due to the shortened vesting period. The accelerated share-based payment expenses are transferred to ‘Share-based payment liabilities’ for payout. Cash outflows of share-based payments that are triggered by the restructuring program include payments due to the accelerated vesting and due to the conversion of share settlement to cash settlement.
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Section C – Financial Results
This section provides insight into the financial results of SAP’s reportable segments and of SAP overall as far as not already covered by previous sections. This includes, but is not limited to, segment results, income taxes, and earnings per share.
(C.1) Results of Segment
General Information
At year end 2024, SAP had one operating segment. We concluded in the second quarter of 2024 that SAP is a holistically steered cloud company with a cohesive product portfolio and commercialization of product bundles (such as RISE with SAP and GROW with SAP).
The segment information for 2024 and the comparative prior periods were restated to conform with the new segment composition.
Segment Reporting Policies
Our management reporting system produces reports that present information about our business activities in a variety of ways - for example, by line of business, geography, and areas of responsibility of individual Board members. Based on these reports, the Executive Board, which is responsible for assessing the performance of our Company and for making resource allocation decisions as our Chief Operating Decision Maker (CODM), evaluates business activities based on several different results. However, operating results of SAP are reviewed on a Group level by the CODM as a whole.
There are no parts of our Company that qualify as separate operating segments, and our Executive Board assesses the financial performance of our Company on a consolidated basis.
Our management reporting system produces a variety of reports that differ due to the currency exchange rates used in the accounting for foreign-currency transactions and operations, where both actual and constant currency numbers are reported to and used by our CODM. Reports based on actual currencies use the same currency rates that are used in our financial statements, whereas reports based on constant-currency report revenues and expenses use the average exchange rates from the previous year’s corresponding period.
We use an operating profit indicator to measure the performance of our operating segments. The accounting policies applied in the measurement of operating segment expenses and profit differ as follows from the IFRS accounting principles used to determine the operating profit measure in our income statements:
The expense measures exclude:
– | Acquisition-related charges such as amortization expense and impairment charges for intangibles acquired in business combinations, including goodwill impairment charges, and certain standalone acquisitions of intellectual property (including purchased in-process research and development) as well as settlements of pre-existing business relationships in connection with a business combination, and acquisition-related third-party expenses |
– | Restructuring expenses |
– | Regulatory compliance matter expenses |
Information about assets and liabilities is not regularly provided to our CODM.
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Results of Segment
€ millions | 2024 | 2023 | 2022 | ||
Actual |
Constant Currency1 |
Actual |
Constant Currency1 |
Actual | |
Cloud | 17,141 | 17,212 | 13,664 | 14,058 | 11,426 |
Software licenses | 1,399 | 1,400 | 1,764 | 1,801 | 2,056 |
Software support | 11,290 | 11,343 | 11,496 | 11,782 | 11,909 |
Software licenses and support | 12,689 | 12,743 | 13,261 | 13,584 | 13,965 |
Cloud and software | 29,830 | 29,955 | 26,924 | 27,641 | 25,391 |
Services | 4,346 | 4,355 | 4,283 | 4,392 | 4,128 |
Total segment revenue | 34,176 | 34,310 | 31,207 | 32,033 | 29,520 |
Cost of cloud | –4,582 | –4,597 | –3,842 | –3,930 | –3,445 |
Cost of software licenses and support | –1,262 | –1,261 | –1,356 | –1,372 | –1,350 |
Cost of cloud and software | –5,844 | –5,858 | –5,199 | –5,302 | –4,795 |
Cost of services | –3,321 | –3,329 | –3,405 | –3,473 | –3,154 |
Total cost of revenue | –9,165 | –9,187 | –8,604 | –8,775 | –7,949 |
Cloud gross profit | 12,559 | 12,616 | 9,821 | 10,128 | 7,981 |
Segment gross profit | 25,011 | 25,124 | 22,603 | 23,258 | 21,571 |
Other segment expenses | –16,858 | –16,892 | –16,089 | –16,476 | –15,124 |
Segment profit | 8,153 | 8,232 | 6,514 | 6,781 | 6,447 |
1 The 2024 constant currency amounts are only comparable to 2023 actual currency amounts; 2023 constant currency amounts are only comparable to 2022 actual currency amounts.
The expenses for depreciation and amortization decreased 9% (9% at constant currencies), from €1,034 million in 2023 to €940 million in 2024.
For more information about the disaggregation of revenues, see Note (A.1).
(C.2) Reconciliation of Segment Measures to the Consolidated Income Statements
€ millions | 2024 | 2023 | 2022 | ||
Actual |
Constant Currency1 |
Actual |
Constant Currency1 |
Actual | |
Total segment revenue | 34,176 | 34,310 | 31,207 | 32,033 | 29,520 |
Adjustment for currency impact | 0 | –135 | 0 | –826 | 0 |
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34,176 | 34,176 | 31,207 | 31,207 | 29,520 |
Total segment profit | 8,153 | 8,232 | 6,514 | 6,781 | 6,447 |
Adjustment for currency impact | 0 | –78 | 0 | –267 | 0 |
Adjustment for | |||||
Acquisition-related charges | –356 | –356 | –345 | –345 | –395 |
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–3,144 | –3,144 | –215 | –215 | –138 |
Regulatory compliance matter expenses | 11 | 11 | –155 | –155 | 0 |
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4,665 | 4,665 | 5,799 | 5,799 | 5,914 |
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–298 | –298 | –3 | –3 | –11 |
Financial income, net | –63 | –63 | –311 | –311 | –196 |
Adjustment for gains and losses from equity securities, net | 461 | 461 | –145 | –145 | –1,194 |
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4,764 | 4,764 | 5,341 | 5,341 | 4,513 |
1 The 2024 constant currency amounts are only comparable to 2023 actual currency amounts; 2023 constant currency amounts are only comparable to 2022 actual currency amounts.
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(C.3) Other Non-Operating Income/Expense, Net
€ millions | 2024 | 2023 | 2022 |
Foreign currency exchange gain/loss, net | –246 | 46 | –144 |
thereof from financial assets at fair value through profit or loss | 355 | 543 | –188 |
thereof from financial assets at amortized cost | 300 | 56 | 243 |
thereof from financial liabilities at fair value through profit or loss | –496 | –514 | 17 |
thereof from financial liabilities at amortized cost | –348 | –30 | –317 |
thereof from non-financial assets/liabilities | –69 | 18 | 39 |
Miscellaneous income/expense, net1 | –52 | –48 | 133 |
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–298 | –3 | –11 |
1 Due to a change in presentation of gains and losses from minor divestitures, not qualifying as discontinued operations, a loss of €18 million for 2024, a loss of €12 million for 2023, and a gain of €176 million for 2022 are presented under Other non-operating income/expense instead of Other operating income/expense, net.
The movement in other non-operating income/expense is mainly driven by changes in foreign exchange rates.
(C.4) Financial Income, Net
€ millions | 2024 | 2023 | 2022 |
Finance income | 1,429 | 857 | 811 |
thereof interest income from financial assets at amortized cost | 348 | 376 | 100 |
thereof interest income from financial assets at fair value through profit or loss | 91 | 99 | 88 |
thereof gains from financial assets at fair value through profit or loss | 943 | 380 | 608 |
Finance costs1 | –1,031 | –1,313 | –2,200 |
thereof interest expense from financial liabilities at amortized cost | –316 | –336 | –153 |
thereof losses from financial assets at fair value through profit or loss1 | –316 | –525 | –1,802 |
thereof interest expense from financial liabilities at fair value through profit or loss | –111 | –105 | –87 |
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398 | –456 | –1,389 |
1 Prior-year figures were updated.
Financial income, net, increased by €853 million in 2024, in comparison to 2023, mainly due to higher net gains from the fair valuation of our equity investments (€606 million).
(C.5) Income Taxes
Accounting Policies, Judgments, and Estimates
We are subject to changing tax laws in multiple jurisdictions within the countries in which we operate. Our ordinary business activities also include transactions where the ultimate tax outcome is uncertain due to different interpretations of tax laws, such as those involving transfer pricing and intercompany transactions between SAP Group entities. In addition, the amount of income taxes we pay is generally subject to ongoing audits by domestic and foreign tax authorities. In determining our worldwide income tax provisions, judgment is involved in assessing whether to consider each uncertain tax treatment separately or together with one or more other uncertain tax treatments and whether to reflect the respective effect of uncertainty based on the most likely amount or the expected value. In applying these judgments, we consider the nature and the individual facts and circumstances of each uncertain tax treatment as well as the specifics of the respective jurisdiction, including applicable tax laws and our interpretation thereof.
The assessment whether a deferred tax asset is impaired requires judgment, as we need to estimate future taxable profits to determine whether the utilization of the deferred tax asset is probable. In evaluating our ability to utilize our deferred tax assets, we consider all available positive and negative
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evidence, including the level of historical taxable income and projections for future taxable income over the periods in which the deferred tax assets are recoverable. Our judgment regarding future taxable income is based on assumptions about future market conditions and future profits of SAP.
SAP has applied the mandatory exception to recognizing and disclosing information about deferred tax assets and liabilities related to the global minimum tax.
Judgment is also required in evaluating whether interest or penalties related to income taxes meet the definition of income taxes, and, if not, whether it is of financial nature. In this judgment, we particularly consider applicable local tax laws and interpretations on IFRS by national standard setters in the area of group financial reporting.
Tax Expense by Geographic Location
€ millions | 2024 | 2023 | 2022 |
Current tax expense | |||
Germany | 418 | 596 | 539 |
Foreign | 1,516 | 1,356 | 1,165 |
Total current tax expense | 1,934 | 1,952 | 1,704 |
Deferred tax expense/income | |||
Germany | –67 | 74 | 86 |
Foreign | –253 | –285 | –344 |
Total deferred tax income | –320 | –211 | –258 |
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1,614 | 1,741 | 1,446 |
Major Components of Tax Expense
€ millions | 2024 | 2023 | 2022 |
Current tax expense/income | |||
Tax expense for current year | 1,881 | 1,935 | 1,717 |
Taxes for prior years | 53 | 17 | –13 |
Total current tax expense | 1,934 | 1,952 | 1,704 |
Deferred tax expense/income | |||
Origination and reversal of temporary differences | –258 | –222 | –216 |
Unused tax losses, research and development tax credits, and foreign tax credits | –62 | 11 | –42 |
Total deferred tax income | –320 | –211 | –258 |
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1,614 | 1,741 | 1,446 |
Profit Before Tax by Geographic Location
€ millions | 2024 | 2023 | 2022 |
Germany | –1,078 | 1,201 | 1,814 |
Foreign | 5,842 | 4,140 | 2,699 |
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4,764 | 5,341 | 4,513 |
The following table reconciles the expected income tax expense, computed by applying our combined German tax rate of 26.7% (2023: 26.5%; 2022: 26.4%), to the actual income tax expense. Our 2024 combined German tax rate includes a corporate income tax rate of 15.0% (2023: 15.0%; 2022: 15.0%), plus a solidarity surcharge of 5.5% (2023: 5.5%; 2022: 5.5%) thereon, and trade taxes of 10.8% (2023: 10.7%; 2022: 10.6%).
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Relationship Between Tax Expense and Profit Before Tax
€ millions, unless otherwise stated | 2024 | 2023 | 2022 |
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4,764 | 5,341 | 4,513 |
Tax expense at applicable tax rate of 26.7% (2023: 26.5%; 2022: 26.4%) |
1,270 | 1,418 | 1,193 |
Tax effect of: | |||
Foreign tax rates | –220 | –210 | –134 |
Non-deductible expenses | 325 | 241 | 138 |
Tax-exempt income | –208 | –77 | 297 |
Withholding taxes | 465 | 297 | 176 |
Research and development and foreign tax credits | –91 | –89 | –84 |
Prior-year taxes | –70 | –8 | 4 |
Assessment of deferred tax assets, research and development tax credits, and foreign tax credits | 100 | 138 | –124 |
Other | 43 | 31 | –20 |
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1,614 | 1,741 | 1,446 |
Effective tax rate (in %) | 33.9 | 32.6 | 32.0 |
Components of Recognized Deferred Tax Assets and Liabilities
€ millions | 2024 | 2023 |
Deferred tax assets | ||
Intangible assets | 1,120 | 1,074 |
Property, plant, and equipment | 39 | 37 |
Leases | 374 | 379 |
Other financial assets1 | 69 | 85 |
Trade and other receivables1 | 79 | 61 |
Other non-financial assets1 | 48 | 27 |
Pension provisions | 215 | 211 |
Share-based compensation | 313 | 267 |
Contract liabilities1 | 928 | 813 |
Trade and other payables1 | 148 | 188 |
Financial liabilities1 | 138 | 164 |
Other non-financial liabilities1 | 844 | 679 |
Provisions1 | 107 | 21 |
Net operating loss carryforwards1 | 310 | 151 |
Research and development and foreign tax credits | 80 | 44 |
Total deferred tax assets (gross) | 4,812 | 4,201 |
Netting | –2,136 | –2,004 |
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2,676 | 2,197 |
Deferred tax liabilities | ||
Intangible assets | 596 | 581 |
Property, plant, and equipment | 80 | 89 |
Leases1 | 336 | 334 |
Other financial assets1 | 249 | 199 |
Trade and other receivables1 | 79 | 135 |
Other non-financial assets1 | 739 | 648 |
Pension provisions | 28 | 33 |
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Share-based compensation1 | 5 | 6 |
Contract liabilities1 | 21 | 10 |
Trade and other payables1 | 44 | 42 |
Financial liabilities1 | 157 | 191 |
Other non-financial liabilities1 | 12 | 1 |
Provisions1 | 5 | 2 |
Total deferred tax liabilities (gross) | 2,351 | 2,271 |
Netting | –2,136 | –2,004 |
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215 | 267 |
1 Prior-period comparative amounts have been adjusted for a more transparent and detailed presentation of the Components of Recognized Deferred Tax Assets and Liabilities in line with our Consolidated Statements of Financial Position, without effecting net amounts. For more information about further adjustments of prior-period comparative amounts, see Note (D.1).
Movement of Deferred Tax Assets and Liabilities
€ millions | 2024 | 2023 | 2022 |
Total deferred tax assets (net) at the beginning of the period | 1,930 | 1,854 | 1,490 |
Change in items of the consolidated income statements | 320 | 211 | 258 |
Change in items of the consolidated statements of comprehensive income | –2 | 34 | –39 |
Change in items of the consolidated statements of changes in equity | 155 | 53 | 0 |
Change in consolidated companies | –9 | –128 | 81 |
Other changes (includes mainly currency translation differences) | 67 | –94 | 64 |
Total deferred tax assets (net) at the end of the period | 2,461 | 1,930 | 1,854 |
Items Not Resulting in a Deferred Tax Asset
€ millions | 2024 | 2023 | 2022 |
Unused tax losses | |||
Not expiring | 291 | 151 | 315 |
Expiring in the following year | 4 | 28 | 14 |
Expiring after the following year | 392 | 216 | 344 |
Total unused tax losses | 687 | 395 | 673 |
Deductible temporary differences | 375 | 325 | 378 |
Unused research and development and foreign tax credits | |||
Not expiring | 41 | 59 | 9 |
Expiring after the following year | 8 | 5 | 20 |
Total unused tax credits | 49 | 64 | 29 |
Of the unused tax losses, €146 million (2023: €181 million; 2022: €276 million) relate to U.S. state tax loss carryforwards.
In 2024, SAP Group entities that suffered a tax loss in either the current or the preceding period recognized deferred tax assets amounting to €494 million (2023: €90 million; 2022: €17 million) in excess of deferred tax liabilities. The tax loss mainly results from restructuring expenses, and it is probable that sufficient future taxable profit will be available to allow the benefit of the deferred tax assets to be utilized.
We have not recognized a deferred tax liability on approximately €19.57 billion (2023: €22.15 billion) for undistributed profits of our subsidiaries, because we are in a position to control the timing of the
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reversal of the temporary difference and it is probable that such differences will not reverse in the foreseeable future.
Income Tax-Related Litigation
We are subject to ongoing tax audits by domestic and foreign tax authorities. Currently, we are in dispute with the German and foreign tax authorities. The disputes almost exclusively pertain to deductibility of intercompany royalty payments, intercompany services, and other payments. In all cases, we expect that a favorable outcome can only be achieved through litigation. For all of these matters, we have not recorded a provision as we believe that the tax authorities’ claims have no merit and that no adjustment is warranted. If, contrary to our view, the tax authorities were to prevail in their arguments before the court, we would expect to have an additional expense of approximately €1,250 million (2023: €1,815 million) in total (including related interest expenses and penalties of €726 million (2023: €1,003 million)).
(C.6) Earnings per Share
€ millions, unless otherwise stated | 2024 | 2023 | 2022 |
Profit attributable to equity holders of SAP SE | 3,124 | 3,634 | 3,277 |
Profit attributable to equity holders of SAP SE1 | 3,124 | 6,139 | 2,284 |
Issued ordinary shares2 | 1,229 | 1,229 | 1,229 |
Effect of treasury shares2 | –62 | –61 | –58 |
Weighted average shares outstanding, basic2 | 1,166 | 1,167 | 1,170 |
Dilutive effect of share-based payments2 | 13 | 12 | 5 |
Weighted average shares outstanding, diluted2 | 1,180 | 1,180 | 1,175 |
Earnings per share, basic, attributable to equity holders of SAP SE (in €) from continuing operations | 2.68 | 3.11 | 2.80 |
Earnings per share, basic, attributable to equity holders of SAP SE (in €)1 | 2.68 | 5.26 | 1.95 |
Earnings per share, diluted, attributable to equity holders of SAP SE (in €) from continuing operations | 2.65 | 3.08 | 2.79 |
Earnings per share, diluted, attributable to equity holders of SAP SE (in €)1 | 2.65 | 5.20 | 1.94 |
1 From continuing and discontinued operations.
2 Number of shares in millions.
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Section D – Invested Capital
This section highlights our non-current assets including investments that form the basis of our operating activities. Additions to invested capital include separate asset acquisitions or business combinations. Further, we disclose information about purchase obligations and capital contributions.
(D.1) Business Combinations and Divestitures
Measuring Non-Controlling Interests and Allocation of Consideration Transferred
We decide for each business combination whether to measure the non-controlling interest in the acquiree at fair value or at the proportionate share of the acquiree’s identifiable net assets.
We classify costs related to executing business combinations as general and administration expense.
In our accounting for business combinations, judgment is required in determining whether an intangible asset is identifiable and whether it should be recorded separately from goodwill. Additionally, estimating the acquisition-date fair values of the identifiable assets acquired and liabilities assumed involves considerable judgment. The necessary measurements are based on information available on the acquisition date and are based on expectations and assumptions that have been deemed reasonable by management. These judgments, estimates, and assumptions can materially affect our financial position and profit for several reasons, including the following:
– | Fair values assigned to assets subject to depreciation and amortization affect the amounts of depreciation and amortization to be recorded in operating profit in the periods following the acquisition. |
– | Subsequent negative changes in the estimated fair values of assets may result in additional expense from impairment charges. |
– | Subsequent changes in the estimated fair values of liabilities and provisions may result in additional expense (if increasing the estimated fair value) or additional income (if decreasing the estimated fair value). |
We acquire businesses in specific areas of strategic interest to us, particularly to broaden our product and service portfolio.
2024 Acquisitions
WalkMe Acquisition
On June 5, 2024, SAP announced its intent to acquire 100% of the shares of WalkMe Ltd. (“WalkMe”), a leader in Digital Adoption Platforms (DAP). The transaction closed on September 12, 2024, following satisfaction of regulatory and other approvals. WalkMe’s shares were delisted after meeting all relevant criteria on September 12, 2024.
The acquisition is expected to help SAP expand its business transformation portfolio. WalkMe’s solutions are designed to help companies navigate ongoing technological change by providing users with advanced guidance and automation capabilities.
€ millions | |
Cash paid | 1,257 |
Replacement share-based payment awards | 41 |
Call option exercise liability | 31 |
Total consideration transferred | 1,329 |
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The consideration transferred amounted to US$1.4 billion. (€1.3 billion) and the majority was paid in cash. SAP hedged this cash amount with respect to foreign currency risks. The replacement of share-based payment awards figure relates to the earned portion of unvested WalkMe equity-settled share-based payment awards. Upon acquisition, SAP exchanged these awards held by employees of WalkMe for either deferred fixed cash compensation or equity-settled share-based payment awards of SAP (both collectively referred as replacement awards). For more information about the terms and conditions of the WalkMe Rights, see Note (B.3).
The following table summarizes the values of identifiable assets acquired and liabilities assumed in connection with the acquisition of WalkMe, as at the acquisition date:
€ millions | |
Intangible assets | 502 |
Cash and cash equivalents | 202 |
Other identifiable assets | 235 |
Total identifiable assets | 939 |
Other identifiable liabilities | 264 |
Total identifiable liabilities | 264 |
Total identifiable net assets | 675 |
Goodwill | 654 |
Total consideration transferred | 1,329 |
The initial accounting for the WalkMe business combination is incomplete because we are still obtaining the information necessary to identify and measure items such as tax-related assets and liabilities of WalkMe. Accordingly, the amounts recognized in our financial statements for these items are regarded as provisional as at December 31, 2024.
In general, the goodwill arising from our acquisitions consists largely of the synergies and the know-how and skills of the acquired businesses’ workforces. WalkMe goodwill was attributed to expected synergies from the acquisition, particularly in the following areas:
– | Evolution of SAP’s strategy to improve adoption, through a WalkMe solution that empowers companies to enhance the utilization of their SaaS systems, increase employee and end-user productivity, and reduce training and support costs. |
– | Cross-selling of WalkMe products to existing SAP customers across all regions, enabling seamless workflow execution across business software applications |
– | Improved user experience and user productivity by coupling WalkMe’s AI capabilities with SAP's copilot Joule, driving adoption of existing SAP solutions |
– | Creation of new business process intelligence offerings by combining WalkMe products and SAP products |
– | Improved profitability in WalkMe sales and operations. |
The operating results and the assets and liabilities are reflected in our consolidated financial statements starting September 12, 2024.
Impact of Business Combinations on Our Financial Statements
The amounts of revenue and profit or loss of the WalkMe businesses acquired in 2024 since the acquisition date are included in the 2024 consolidated income statements as follows:
€ millions | 2024 |
Contribution of |
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34,176 | 61 |
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3,150 | –47 |
Had WalkMe been consolidated as at January 1, 2024, our estimated pro forma revenue for the reporting period would have been €34,328 million and proforma profit after tax would have been €3,050 million.
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These pro forma numbers have been prepared for comparative purposes only. The pro forma revenue and profit numbers are not necessarily indicative of the results of operations that would have actually occurred had the acquisition been in effect at the beginning of the respective periods or of future results.
2023 Acquisitions
LeanIX Acquisition
On September 7, 2023, SAP announced its intent to acquire 100% of the shares of LeanIX GmbH (“LeanIX”), a leader in enterprise architecture management (EAM) software.
The acquisition closed on November 7, 2023, following satisfaction of customary closing conditions and regulatory approvals; the operating results and the assets and liabilities are reflected in our Consolidated Financial Statements starting on that date.
Consideration transferred amounted to €1,231 million paid in cash. The following table summarizes the values of identifiable assets acquired and liabilities assumed in connection with the acquisition of LeanIX, as at the acquisition date:
LeanIX Acquisition: Recognized Assets and Liabilities
€ millions | |
Intangible assets | 476 |
Other identifiable assets | 106 |
Total identifiable assets | 582 |
Other identifiable liabilities | 210 |
Total identifiable liabilities | 210 |
Total identifiable net assets | 372 |
Goodwill | 859 |
Total consideration transferred | 1,231 |
In the fourth quarter of 2024, measurement of tax-related assets and liabilities for the LeanIX business combination accounting was completed and resulted in €8 million adjusted to the Other identifiable assets/liabilities opening balance and Goodwill.
In general, the goodwill arising from our acquisitions consists largely of the synergies and the know-how and skills of the acquired businesses’ workforces.
LeanIX goodwill was attributed to expected synergies from the acquisition, particularly in the following areas:
– | Cross-selling to existing SAP customers across all regions, using SAP’s sales organization |
– | Creation of new offerings by combining LeanIX products and SAP products |
– | Enhanced transformation capabilities of SAP Signavio solutions, giving SAP customers unique clarity on the IT landscapes they need to reap the full benefit of business transformation |
The allocation of the goodwill resulting from the LeanIX acquisition to our operating segments depends on how our operating segments actually benefit from the synergies of the LeanIX business combination. For more information, see Note (D.2).
Impact of the Business Combination on Our Financial Statements
The amounts of revenue and profit or loss of the LeanIX business acquired in 2023 since the acquisition date were included in our Consolidated Income Statements for 2023 as follows:
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€ millions | 2023 |
Contribution of |
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31,207 | 10 |
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5,964 | –8 |
Had LeanIX been consolidated as at January 1, 2023, our revenue and profit after tax for 2023 would not have been materially different.
2023 Divestitures
Qualtrics Disposal
On March 13, 2023, resulting from a process that was initiated on January 26, 2023, SAP announced it had agreed to sell all of its 423 million shares of Qualtrics International Inc. as part of the acquisition of Qualtrics by funds affiliated with Silver Lake as well as the Canada Pension Plan Investment Board. The sale closed on June 28, 2023, following satisfaction of customary closing conditions and regulatory approvals. At a purchase price of US$18.15 in cash per share, SAP’s stake was acquired for approximately US$7.7 billion. To secure the euro countervalue of the US$7.7 billion purchase price, we hedged an amount of US$7.1 billion by entering into a deal contingent forward applying net investment hedge accounting. For more information, see Note (F.1). At the time that Qualtrics was classified as a discontinued operation (following IFRS 5), there was no indication of an impairment (as the fair value less cost of disposal (calculated based on share prices) significantly exceeded the carrying amount).
SAP is a close go-to-market and technology partner for Qualtrics.
SAP’s financial results present Qualtrics as a discontinued operation as required under IFRS 5. The Qualtrics disposal group was previously included in the Qualtrics reportable segment.
The pre-tax disposal gain included in discontinued operations (€3,562 million) was calculated by adjusting the purchase price less the cost of disposal (€7,003 million) for net assets leaving the SAP Group (€5,800 million, consisting mostly of goodwill (€4,007 million) and other intangible assets (€1,294 million)), the corresponding non-controlling interests (€2,337 million), and amounts of other comprehensive income (€22 million). SAP incurred taxes amounting to €799 million in connection with the transaction.
The cash inflow resulting from the purchase price (€7,068 million) was offset by cash and cash equivalents of €713 million leaving the SAP Group.
SAP continues to provide rental guarantees for certain offices used by Qualtrics. Qualtrics is obligated to indemnify SAP with respect to the guarantees.
Additional financial information relating to Qualtrics is presented in the following tables (revenues and expenses are presented after consolidation of transactions between Qualtrics and SAP’s continuing operations):
€ millions, unless otherwise stated | 2023 | 2022 |
Consolidated Income Statements | ||
Cloud revenue | 621 | 1,129 |
Total revenue | 745 | 1,351 |
Cost of cloud | –88 | –265 |
Total cost of revenue | –196 | –499 |
Total operating expenses (including total cost of revenue) | –1,155 | –2,771 |
Disposal gain before tax | 3,562 | 0 |
Operating profit | 3,152 | –1,420 |
Profit (loss) before tax | 3,162 | –1,423 |
Income tax expense1 | –799 | 64 |
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Profit (loss) after tax | 2,363 | –1,359 |
Attributable to owners of parent | 2,505 | –993 |
Earnings per share, basic (IFRS, in €)2 | 2.15 | –0.85 |
Earnings per share, diluted (IFRS, in €)2 | 2.12 | –0.85 |
Consolidated Statements of Cash Flow | ||
Net operating cash flow | 122 | –29 |
Net investing cash flow | 5,510 | –32 |
Net financing cash flow | 24 | –263 |
1 For 2023, €799 million relates to the gain on sale of discontinued operations.
2 For 2023 and 2022, the weighted average number of shares was 1,167 million (diluted: 1,180 million) and 1,170 million (diluted: 1,175 million), respectively (treasury stock excluded).
Total operating expenses includes share-based payment expenses related to Qualtrics’ equity-settled plan of €403 million in 2023 (€1,182 million in 2022).
2022 Acquisitions
In 2022, we closed the acquisition of Taulia Inc., San Francisco, California (USA) (“Taulia”) and of INNAAS srl, Rome (Italy).
Taulia Acquisition
On January 27, 2022, SAP announced its intent to acquire a majority stake of Taulia, a leading provider of cloud-based working capital management solutions (for SAP’s current shareholding percentage, see Note (G.9)). The acquisition closed on March 9, 2022, following satisfaction of customary closing conditions and regulatory approvals; the operating results and the assets and liabilities are reflected in our consolidated financial statements starting on that date.
Consideration transferred amounted to €705 million.
The following table summarizes the values of identifiable assets acquired and liabilities assumed in connection with the acquisition of Taulia, as at the acquisition date:
Taulia Acquisition: Recognized Assets and Liabilities
€ millions | |
Intangible assets | 157 |
Other identifiable assets | 87 |
Total identifiable assets | 244 |
Other identifiable liabilities | 88 |
Total identifiable liabilities | 88 |
Total identifiable net assets | 156 |
Goodwill | 549 |
Total consideration transferred | 705 |
Prior to December 31, 2022, we completed our accounting assessment relating to the supply chain financing (SCF) transactions offered by Taulia. Based on the setup of the compartments and series within which the SCF receivables and liabilities are siloed, and on the related contractual and founding agreements, we concluded that we do not control the receivables and liabilities resulting from the SCF activities under IFRS 10. Thus, we do not include the respective items in our balance sheet and do not show cash flows linked to the SCF transactions in investing/financing cash flow.
In Q1 2023, measurement of tax-related assets and liabilities for the Taulia business combination accounting was completed and resulted in €28 million adjusted to the Other identifiable assets’ opening balance and Goodwill.
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In general, the goodwill arising from our acquisitions consists largely of the synergies and the know-how and skills of the acquired businesses’ workforces.
Taulia goodwill was attributed to expected synergies from the acquisition, particularly in the following areas:
– | Cross-selling to existing SAP customers across all regions, using SAP’s sales organization |
– | Further expansion of SAP Business Network capabilities and strengthening of SAP’s solutions for the CFO office |
– | Creation of new offerings by combining Taulia products and SAP products |
– | Improved profitability in Taulia sales and operations |
The allocation of the goodwill resulting from the Taulia acquisition to our operating segments depends on how our operating segments actually benefit from the synergies of the Taulia business combination.
Impact of the Business Combination on Our Financial Statements
The amounts of revenue and profit or loss of the Taulia business acquired in 2022 since the acquisition date were included in our Consolidated Income Statements for 2022 as follows:
Taulia Acquisition: Impact on SAP’s Financials
€ millions | 2022 |
Contribution of TauliaI |
![]() |
30,871 | 59 |
![]() |
1,708 | –38 |
1 From continuing and discontinued operations.
Had Taulia been consolidated as at January 1, 2022, our revenue and profit after tax for 2022 would not have been materially different.
2022 Divestitures
On August 17, 2022, SAP and Francisco Partners (FP) announced that FP had signed a definitive agreement with SAP America, Inc. under which FP would acquire SAP Litmos from SAP. The transaction closed on December 1, 2022, following satisfaction of applicable regulatory and other approvals.
The disposal gain of €175 million is included in Other non-operating income/expense, net.
(D.2) Goodwill
Goodwill and Intangible Asset Impairment Testing
The annual goodwill impairment test is performed at the operating segment level, since there are no lower levels in SAP at which goodwill is monitored for internal management purposes.
In general, the test is performed at the same time (at the beginning of the fourth quarter) for each annual reporting period.
In making impairment assessments for our goodwill and intangible assets, the outcome of these tests is highly dependent on management’s assumptions regarding future cash flow projections and economic risks, which require significant judgment and assumptions about future developments. They can be affected by a variety of factors, including:
– | Changes in business strategy |
– | Internal forecasts |
– | Estimation of weighted-average cost of capital |
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Changes to the assumptions underlying our goodwill and intangible assets impairment assessments could require material adjustments to the carrying amount of our recognized goodwill and intangible assets as well as the amounts of impairment charges recognized in profit or loss.
Changes in our segment structure result in the reallocation of goodwill with the reallocated goodwill being calculated based on relative values (if a direct allocation is not possible).
Goodwill
€ millions | Goodwill |
Historical cost | |
1/1/2023 | 33,181 |
Foreign currency exchange differences | –848 |
Additions from business combinations | 859 |
Retirements/disposals | –4,008 |
12/31/2023 | 29,184 |
Foreign currency exchange differences | 1,415 |
Additions from business combinations | 654 |
12/31/2024 | 31,253 |
Accumulated amortization | |
1/1/2023 | 104 |
Foreign currency exchange differences | –1 |
12/31/2023 | 103 |
Foreign currency exchange differences | 2 |
12/31/2024 | 105 |
Carrying amount | |
12/31/2023 | 29,081 |
12/31/2024 | 31,148 |
In the first half of 2024, the Company underwent several changes in its segment structure. Starting in the second quarter of 2024, the Company has a single operating segment (at year end 2023, SAP had five operating segments) and monitors its goodwill at this level. For more information about our segments and the changes in 2024, see Note (C.1).
As the initial accounting for the WalkMe business combination is incomplete (for more information, see Note (D.1)), the goodwill added to our single operating segment through the acquisition of WalkMe (€654 million) is provisional.
Goodwill Impairment Test
Our assessment of internal and external factors in 2024, including a) the change in segment structure and b) reorganizations which had no adverse effect, led us to conclude that no triggering events occurred since our annual goodwill impairment test in 2023. Throughout 2024, we have – through a qualitative and quantitative analysis – been continuously monitoring whether triggering events exist. We did not identify any aspects that qualify as a triggering event that would cause the carrying amount of the single operating segment to exceed the recoverable amount. On October 1, 2024, we performed a goodwill impairment test for the operating segment. Significant qualitative inputs used in our impartment test include, but are not limited to, consideration of general macroeconomic conditions,
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industry market conditions, SAP’s overall financial performance, and movement in the SAP share price. The primary quantitative input for our impairment test is SAP’s market capitalization as at the beginning of the fourth quarter. We believe there is no reasonably plausible change in the SAP share price that would cause the carrying amount of our single operating segment to exceed the recoverable amount.
(D.3) Intangible Assets
Recognition
of Intangibles
Whereas in general, expenses for internally generated intangibles are expensed as incurred, development expenses incurred on standard-related customer development projects (for which the IAS 38 criteria are met cumulatively) are capitalized on a limited scale with those amounts being amortized over the estimated useful life for the majority of the projects of five to seven years.
Determining whether internally generated intangible assets from development qualify for recognition requires significant judgment, particularly in the following areas:
– | Determining whether activities should be considered research activities or development activities |
– | Determining whether the conditions for recognizing an intangible asset are met requires assumptions about future market conditions, customer demand, and other developments. |
– | The term “technical feasibility” is not defined in IFRS, and therefore determining whether the completion of an asset is technically feasible requires judgment and a company-specific approach. |
– | Determining the future ability to use or sell the intangible asset arising from the development and the determination of the probability of future benefits from sale or use |
– | Determining whether a cost is directly or indirectly attributable to an intangible asset and whether a cost is necessary for completing a development |
These judgments impact the total amount of intangible assets that we present in our balance sheet as well as the timing of recognizing development expenses in profit or loss.
Measurement
of Intangibles
All our purchased intangible assets other than goodwill have finite useful lives. They are initially measured at acquisition cost and subsequently amortized based on the expected consumption of economic benefits over their estimated useful lives ranging from two to 20 years.
Judgment is required in determining the following:
– | The useful life of an intangible asset, as this is based on our estimates regarding the period over which the intangible asset is expected to generate economic benefits to us |
– | The amortization method, as IFRS requires the straight-line method to be used unless we can reliably determine the pattern in which the asset’s future economic benefits are expected to be consumed by us |
Both the amortization period and the amortization method have an impact on the amortization expense that is recorded in each period.
Classification
of Intangibles
We classify intangible assets according to their nature and use in our operations. Software and database licenses consist primarily of technology for internal use, whereas acquired technology consists primarily of purchased software to be incorporated into our product offerings. Customer relationships and other intangibles consist primarily of customer relationships and acquired trademark licenses.
Amortization expenses of intangible assets are classified as Cost of cloud, Cost of services, Research and development, Sales and marketing, and General and administration, depending on the use of the respective intangible assets.
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Intangible Assets
€ millions | Software
and Database Licenses |
Acquired
Technology |
Customer
Relationships and Other Intangibles |
Total |
Historical cost | ||||
1/1/2023 | 1,057 | 2,527 | 7,057 | 10,641 |
Foreign currency exchange differences | –1 | –65 | –185 | –251 |
Additions from business combinations | 0 | 121 | 355 | 476 |
Other additions | 22 | 3 | 59 | 84 |
Retirements/disposals | –92 | –767 | –2,307 | –3,166 |
Transfers | 87 | 0 | –87 | 0 |
12/31/2023 | 1,073 | 1,819 | 4,892 | 7,784 |
Foreign currency exchange differences | 2 | 103 | 247 | 352 |
Additions from business combinations | 0 | 187 | 315 | 502 |
Other additions | 20 | 3 | 66 | 89 |
Retirements/disposals | –84 | –326 | –174 | –584 |
Transfers | 25 | 0 | –25 | 0 |
12/31/2024 | 1,036 | 1,786 | 5,321 | 8,143 |
Accumulated amortization | ||||
1/1/2023 | 544 | 2,041 | 4,221 | 6,806 |
Foreign currency exchange differences | –1 | –57 | –118 | –176 |
Additions amortization | 146 | 77 | 305 | 528 |
Retirements/disposals | –95 | –477 | –1,307 | –1,879 |
12/31/2023 | 594 | 1,584 | 3,101 | 5,279 |
Foreign currency exchange differences | 2 | 89 | 151 | 242 |
Additions amortization | 139 | 89 | 253 | 481 |
Retirements/disposals | –68 | –326 | –171 | –565 |
12/31/2024 | 667 | 1,436 | 3,334 | 5,437 |
Carrying amount | ||||
12/31/2023 | 479 | 235 | 1,791 | 2,505 |
12/31/2024 | 369 | 350 | 1,987 | 2,706 |
Significant Intangible Assets
€ millions, unless otherwise stated | Carrying Amount | Remaining
Useful Life (in years) | |
2024 | 2023 | ||
Concur – Customer relationships | 540 | 588 | 6 to 10 |
LeanIX – Customer relationships | 333 | 345 | 12 |
WalkMe – Customer relationships | 246 | 0 | 14 |
WalkMe – Acquired technology | 183 | 0 | 7 |
Total significant intangible assets | 1,302 | 933 |
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(D.4) Property, Plant, and Equipment
Depreciation of Property, Plant, and Equipment
Property, plant, and equipment are typically depreciated using the straight-line method. Judgment is required in estimating the useful life of the assets. In this assessment we consider, among others, our history with similar assets and current and future changes in technology.
Useful Lives of Property, Plant, and Equipment
Buildings | Predominantly 25 to 50 years |
Leased assets and leasehold improvements | Based on the term of the lease contract |
Information technology equipment | 2 to 6 years |
Office furniture | 4 to 20 years |
Automobiles | 4 to 5 years |
Property, Plant, and Equipment
€ millions | Land
and Buildings |
Land
and Buildings Leased |
Other Property, Plant, and Equipment |
Other
Property, Plant, and Equipment Leased |
Advance Payments and Construction in Progress |
Total |
12/31/2023 | 1,430 | 1,320 | 1,309 | 55 | 162 | 4,276 |
12/31/2024 | 1,501 | 1,391 | 1,379 | 66 | 156 | 4,493 |
Additions | ||||||
12/31/2023 | 58 | 102 | 470 | 82 | 98 | 810 |
12/31/2024 | 87 | 321 | 549 | 90 | 91 | 1,138 |
The additions (other than from business combinations) relate primarily to the replacement and purchase of information technology equipment and the construction and leasing of buildings and data centers. The increase in additions is primarily related to renewals of leased buildings. For more information about leases, see Note (D.5).
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(D.5) Leases
Accounting Policies, Judgments, and Estimates
Under IFRS 16, a contract is or contains a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. As a lessee, SAP recognizes a right-of-use asset representing its right to use the underlying asset and a lease liability representing its obligation to make lease payments. The right-of-use assets are depreciated on a straight-line basis and interest expense is recognized on the lease liabilities. The vast majority of our leases consist of facility and data center leases. Payments for short-term and low-value leases are expensed over the lease term. Extension options are included in the lease term if their exercise is reasonably certain.
Leases in the Balance Sheet
€ millions | 12/31/2024 | 12/31/2023 |
Right-of-use assets | ||
Right-of-use assets – land and buildings | 1,391 | 1,320 |
Right-of-use assets – other property, plant, and equipment | 66 | 55 |
Total right-of-use assets | 1,457 | 1,375 |
![]() |
4,493 | 4,276 |
Right-of-use
assets as % of ![]() |
32 | 32 |
Lease liabilities | ||
Current lease liabilities | 295 | 294 |
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4,277 | 1,735 |
Current
lease liabilities as % of ![]() |
7 | 17 |
Non-current lease liabilities | 1,420 | 1,327 |
![]() |
7,169 | 7,941 |
Non-current
lease liabilities as % of ![]() |
20 | 17 |
Leases in the Income Statements
€ millions | 2024 | 2023 |
Lease expenses within operating profit | ||
Depreciation of right-of-use assets | 280 | 325 |
For more information about right-of-use asset additions, see Note (D.4), and for a maturity analysis of lease liabilities, see Note (F.1). For more information about the cash flow related to lease liabilities, see the “Reconciliation of Liabilities Arising from Financing Activities” table within Note (E.3).
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(D.6) Equity Investments
Accounting Policies, Judgments, and Estimates
As we do not designate financial assets as “at fair value through profit or loss,” we generally classify financial assets into the following categories: at amortized cost (AC), at fair value through other comprehensive income (FVOCI), and at fair value through profit or loss (FVTPL), depending on the contractual cash flows of and our business model for holding the respective asset.
For equity securities, as the cash flow characteristics are other than solely principal and interest, we take an investment-by-investment decision whether to classify as FVTPL or FVOCI.
The valuation of equity securities of private companies requires judgment because it is typically based on significant unobservable inputs, as no market prices are available and there is inherent lack of liquidity.
We take the most recent qualitative and quantitative information aspects into consideration to determine the fair value estimates of these equity securities.
Considerable judgment and assumptions are involved with regard to the selection of appropriate comparable company data, the assessment of cash requirements of the business, the acceptance of the technology or products in the addressable markets, the actual and forecasted performance, the milestone achievements, the adequacy of price points from financing rounds, the transaction of similar securities of the same company, the rights and preferences of the underlying securities, the selection of adequate equity allocation parameters, the possible exit scenarios and associated weightings. Because all of these assumptions could change significantly, and because valuation is inherently uncertain, our estimated fair values may differ significantly from the values that would have been used had market prices for the investments existed and that will ultimately be realized, and those differences could be material.
Gains/losses on equity securities at FVTPL include gains/losses from fair value fluctuations, from disposals as well as dividends, while gains/losses on equity securities at FVOCI only include dividends, all of which are shown in Financial income, net. Regular way purchases and sales are recorded as at the trade date.
Equity Investments
€ millions | 2024 | 2023 | ||||
Current | Non-Current | Total | Current | Non- Current |
Total | |
Equity securities | 0 | 6,401 | 6,401 | 0 | 4,967 | 4,967 |
Investments in associates | 0 | 144 | 144 | 0 | 135 | 135 |
Equity investments | 0 | 6,545 | 6,545 | 0 | 5,102 | 5,102 |
Other financial assets | 1,629 | 7,141 | 8,770 | 3,344 | 5,543 | 8,887 |
Equity investments as % of ![]() |
0 | 92 | 75 | 0 | 92 | 57 |
Investments in Associates
SAP has interests in a number of individually immaterial associates. We own more than 20% of the equity interests or have at least 20% of the voting rights in these entities. Based on these facts and the nature of the relationships, SAP has determined that it has significant influence.
The following table shows, in aggregate, the carrying amount and share of profit of these associates.
€ millions | 2024 | 2023 |
Carrying amount of interest in associates | 144 | 135 |
Share of profit and losses from continuing operations | 10 | –16 |
The vast majority of the carrying amount of interest in associates relates to SAP Fioneer GmbH.
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For a list of the names of other equity investments, see Note (G.9).
Financial Commitments in Venture Capital Funds
€ millions | 2024 | 2023 |
Committed investments in venture capital funds | 267 | 269 |
SAP invests and holds interests in unrelated parties that manage investments in venture capital. On December 31, 2024, total commitments to make such investments amounted to €1,100 million (2023: €977 million), of which €833 million had been drawn (2023: €708 million). By investing in such venture capital funds, we are exposed to the risks inherent in the business areas in which the entities operate. Our maximum exposure to loss is the amount invested plus contractually committed future capital contributions.
Maturities
€ millions | 12/31/2024 |
Investments in Venture Capital Funds | |
Due 2025 | 267 |
Total | 267 |
(D.7) Non-Current Assets by Region
The table below shows non-current assets excluding financial instruments, deferred tax assets, post-employment benefit assets, and rights arising under insurance contracts.
Non-Current Assets by Region
€ millions | 2024 | 2023 |
Germany | 7,351 | 7,117 |
Rest of EMEA | 6,781 | 5,902 |
EMEA | 14,132 | 13,019 |
United States | 26,840 | 25,236 |
Rest of Americas | 511 | 526 |
Americas | 27,351 | 25,762 |
India | 405 | 361 |
Rest of APJ | 952 | 809 |
APJ | 1,356 | 1,170 |
SAP Group | 42,839 | 39,951 |
The increase in non-current assets in the rest of EMEA region is primarily due to the acquisition of WalkMe. For more information, see Note (D.1). The increase in the United States region is primarily due to foreign currency exchange differences for goodwill. For more information, see Note (D.2).
For a breakdown of our employee headcount by region, see Note (B.1), and for a breakdown of revenue by region, see Note (A.1).
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(D.8) Purchase Obligations
€ millions | 2024 | 2023 |
Contractual obligations for acquisition of property, plant, and equipment and intangible assets | 270 | 164 |
Other purchase obligations | 9,322 | 10,377 |
Purchase obligations | 9,592 | 10,541 |
The contractual obligations for acquisition of property, plant, and equipment and intangible assets relate primarily to the purchase of hardware, software, patents, office equipment, and vehicles. The remaining obligations relate mainly to cloud services, marketing, consulting, maintenance, license agreements, and other third-party agreements. The decrease is mainly due to payments made for cloud infrastructure services. Historically, the majority of such purchase obligations have been realized.
Maturities
€ millions | 12/31/2024 |
Purchase Obligations | |
Due 2025 | 2,870 |
Due 2026 to 2029 | 6,576 |
Due thereafter | 146 |
Total | 9,592 |
(D.9) Income-Related Government Grants
Recognition of Income-Related Government Grants
We recognize income-related government grants as a reduction of the related expense in the period in which the expense is incurred.
At the end of 2023, we received a grant from the German government to fund research and development expenditures related to cloud infrastructure. The grant will provide reimbursements of up to €329 million for qualifying expenditures through 2027. As at December 31, 2024, the total amount recognized for reimbursement since the inception of the project was not material.
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Section E – Capital Structure, Financing, and Liquidity
This section describes how SAP manages its capital structure. Our capital management is based on a high equity ratio, modest financial leverage, a well-balanced maturity profile, and deep debt capacity.
(E.1) Capital Structure Management
The primary objective of our capital structure management is to maintain a strong financial profile for investor, creditor, and customer confidence, and to support the growth of our business. We seek to maintain a capital structure that will allow us to continuously cover our funding requirements through the capital markets on reasonable terms and, in so doing, ensure a high level of independence, confidence, and financial flexibility.
SAP’s prime principle of financial risk management is to safeguard liquidity at a level to be able to meet all our financial obligations. In order to support this goal, SAP’s principal use of cash is focused on:
– | Capital expenditure |
– | Quick repayment of financial debt |
– | Acquisitions and venture activities |
– | Payment of dividends |
– | Share buybacks to return excess cash to shareholders |
SAP SE’s long-term credit rating is “A1” by Moody’s (stable outlook) and “A+” by S&P Global Ratings (stable outlook).
12/31/2024 | 12/31/2023 | ∆ in % | |||
€ millions | % of Total Equity and Liabilities |
€ millions | % of Total Equity and Liabilities | ||
![]() |
45,808 | 62 | 43,406 | 64 | 6 |
![]() |
19,079 | 26 | 14,641 | 21 | 30 |
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9,235 | 12 | 10,284 | 15 | –10 |
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28,314 | 38 | 24,925 | 36 | 14 |
thereof financial debt | 9,385 | 13 | 7,755 | 11 | 21 |
thereof lease liabilities | 1,715 | 2 | 1,621 | 2 | 6 |
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74,122 | 100 | 68,331 | 100 | 8 |
In September 2024, SAP issued a short-term loan of €1.25 billion to finance the acquisition of WalkMe, which can be repaid flexibly until September 2025. In December 2024, SAP drew a total of €1 billion via bilateral credit lines with a term of one year as well as €500 million via two commercial paper tranches of €250 million each. In 2024, we also repaid €850 million in Eurobonds and US$323 million in private placements at maturity. The ratio of total nominal volume of financial debt to total equity and liabilities increased 1pp.
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(E.2) Total Equity
Accounting for Interests in Subsidiaries
Changes in SAP's interest in a subsidiary that do not result in a loss of control are accounted for as equity transactions. When SAP loses control over the subsidiary, it derecognizes the assets and liabilities of the subsidiary, and any related non-controlling interests (NCI) and other components of equity. Any resulting gain or loss is recognized in profit or loss.
Issued Capital
SAP SE has issued no-par value bearer shares with a calculated nominal value of €1 per share. All of the shares issued are fully paid.
Number of Shares
Millions | Issued Capital | Treasury Shares |
1/1/2022 | 1,228.5 | –48.9 |
Purchase of treasury shares | 0 | –15.7 |
Reissuance of treasury shares under share-based payments | 0 | 3.3 |
12/31/2022 | 1,228.5 | –61.4 |
Purchase of treasury shares | 0 | –7.6 |
Reissuance of treasury shares under share-based payments | 0 | 7.7 |
12/31/2023 | 1,228.5 | –61.3 |
Purchase of treasury shares | 0 | –10.9 |
Reissuance of treasury shares under share-based payments | 0 | 10.2 |
12/31/2024 | 1,228.5 | –61.9 |
For more details about the share repurchase program executed in 2023 and 2024, see the section Treasury Shares below.
Authorized Shares
The Articles of Incorporation authorize the Executive Board to increase the issued capital as follows:
– | By up to a total amount of €250 million by issuing new no-par value bearer shares against contributions in cash until May 19, 2025 (Authorized Capital I). The issuance is subject to the statutory subscription rights of existing shareholders. |
– | By up to a total amount of €250 million by issuing new no-par value bearer shares against contributions in cash or in kind until May 19, 2025 (Authorized Capital II). Subject to the consent of the Supervisory Board, the Executive Board is authorized to exclude the shareholders’ statutory subscription rights in certain cases. |
Contingent Shares
SAP SE’s share capital is subject to a contingent capital increase, which will be implemented only insofar as the holders or creditors of convertible bonds or stock options issued or guaranteed by SAP SE or any of its directly or indirectly controlled subsidiaries under certain share-based payments exercise their conversion or subscription rights, and no other methods for servicing these rights are used. As at December 31, 2024, €100 million, representing 100 million shares, was still available for issuance (2023: €100 million).
Retained Earnings
Retained earnings mainly comprise profit after tax and dividend payments as well as transactions with non-controlling interests.
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Other Components of Equity
€ millions | Exchange
Differences |
Cash Flow
Hedges/Cost of Hedging |
Total |
1/1/2022 | 1,830 | –22 | 1,808 |
Other comprehensive income for items that will be reclassified to profit or loss, net of tax | 2,186 | 39 | 2,224 |
12/31/2022 | 4,015 | 16 | 4,031 |
Other comprehensive income for items that will be reclassified to profit or loss, net of tax | –1,597 | –8 | –1,605 |
12/31/2023 | 2,418 | 9 | 2,426 |
Other comprehensive income for items that will be reclassified to profit or loss, net of tax | 2,372 | –24 | 2,349 |
12/31/2024 | 4,790 | –15 | 4,775 |
Treasury Shares
By resolution of SAP SE’s Annual General Meeting of Shareholders held on May 11, 2023, the authorization granted by the Annual General Meeting of Shareholders on May 17, 2018, regarding the acquisition of treasury shares was revoked to the extent it had not been exercised at that time, and replaced by a new authorization of the Executive Board of SAP SE to acquire, on or before May 10, 2028, shares of SAP SE representing a pro rata amount of capital stock of up to €120 million in aggregate, provided that the shares purchased under the authorization, together with any other shares in the Company previously acquired and held by, or attributable to, SAP SE do not account for more than 10% of SAP SE’s issued share capital. Although treasury shares are legally considered outstanding, there are no dividend or voting rights associated with them. We may redeem or resell shares held in treasury, or we may use treasury shares for the purpose of servicing option or conversion rights under the Company’s share-based payment plans. Also, we may use shares held in treasury as consideration in connection with mergers with, or acquisitions of, other companies.
Following the above authorization, in May 2023 we announced a new share buyback program with an aggregate volume of up to €5 billion and a term until December 31, 2025, which is designed primarily to service share-based compensation awards. As part of this program, we acquired shares with a volume of €2,108 million (without incidental acquisition costs) in 2024.
Distribution Policy and Dividends
Our general intention is to remain in a position to return liquidity to our shareholders by distributing annual dividends totaling at least 40% of the SAP Group’s non-IFRS profit after tax from continuing operations (previously: 40% or more of the Group’s IFRS profit after tax) and by potentially repurchasing treasury shares in future.
In 2024, we distributed €2,565 million (€2.20 per share) in dividends for 2023, compared to €2,395 million (€2.05 per share) paid in 2023 for 2022 and €2,865 million (€2.45 per share, including a special dividend of €0.50 to celebrate SAP’s 50th anniversary) paid in 2022 for 2021.
The total dividend available for distribution to SAP SE shareholders is based on the profits of SAP SE as reported in its statutory financial statements prepared under the accounting rules in the German Commercial Code (Handelsgesetzbuch). For the year ended December 31, 2024, the Executive Board intends to propose that a dividend of €2.35 per share (that is, an estimated total dividend of €2,741 million), be paid from the profits of SAP SE.
Non-Controlling Interests
In 2024, a profit of €26 million was attributed to non-controlling interests (2023: a loss of €33 million was attributed to non-controlling interests of other SAP entities, and a loss of € 141 million was attributed to Qualtrics).
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(E.3) Liquidity
Accounting for Non-Derivative Financial Instruments
Classification and Measurement of Non-Derivative Financial Debt Investments
Our non-derivative financial debt investments comprise cash at banks and cash equivalents (highly liquid investments with original maturities of three months or less, such as time deposits and money-market funds), loans and other financial receivables, and acquired debt securities.
We generally classify financial assets as: at amortized cost (AC), at fair value through other comprehensive income (FVOCI), or at fair value through profit or loss (FVTPL), depending on the contractual cash flows of, and our business model for, holding the respective asset. Financial assets having cash flow characteristics other than solely principal and interest such as money market and similar funds are classified as FVTPL. Generally, other financial assets with cash flows consisting solely of principal and interest are held within a business model whose objective is “hold to collect” and are thus classified as AC. Occasionally, such other financial assets are held within a business model whose objective is “hold to collect and sell” in which case they are classified as FVOCI.
Gains/losses on non-derivative financial debt investments at FVTPL are reported in Financial income, net and show interest income/expenses separately from other gains/losses which include gains/losses from fair value fluctuations and disposals. Gains/losses on non-derivative financial debt investments at AC are reported in Financial income, net and show interest income/expenses separately from other gains/losses which include gains/losses on disposals and changes in expected and incurred credit losses. Gains/losses from foreign currency exchange rate fluctuations are included in Other non-operating income/expense, net. Regular way purchases and sales are recorded as at the trade date.
Impairment of Non-Derivative Financial Debt Investments
For these financial assets, we apply considerable judgment by employing the general impairment approach as follows:
– | For cash at banks, time deposits, and debt securities such as acquired bonds and acquired commercial paper, we apply the low credit risk exception, as it is our policy to invest only in high-quality assets of issuers with a minimum rating of at least investment grade to minimize the risk of credit losses. Thus, these assets are always allocated to stage 1 of the three-stage credit loss model, and we record a loss allowance at an amount equal to 12-month expected credit losses. This loss allowance is calculated based on our exposure at the respective reporting date, the loss given default for this exposure, and the credit default swap spread as a measure for the probability of default. Even though we invest only in assets of at least investment-grade, we also closely observe the development of credit default swap spreads as a measure of market participants’ assessments of the creditworthiness of a debtor to evaluate probable significant increases in credit risk to timely react to changes should these manifest. Among others, we consider cash at banks, time deposits, and debt securities to be in default when the counterparty is unlikely to pay its obligations in full, when there is information about a counterparty’s financial difficulties or if there is a drastic increase in a counterparty’s credit default swap spread for a prolonged time period while the overall market environment remains generally stable. Such financial assets are written off either partially or in full if the likelihood of recovery is considered remote, which might be evidenced, for example, by the bankruptcy of a counterparty of such financial assets. |
– | Loans and other financial receivables are monitored based on borrower-specific internal and external information to determine whether there has been a significant increase in credit risk since initial recognition. We consider such assets to be in default if they are significantly beyond their due date or if the borrower is unlikely to pay its obligation. A write-off occurs when the likelihood of recovery is considered remote, for example when bankruptcy proceedings have been finalized or when all enforcement efforts have been exhausted. |
Non-Derivative Financial Liabilities
Non-derivative financial liabilities include bank loans, issued bonds, private placements, and other financial liabilities. Other financial liabilities also include customer funding liabilities which are funds we draw from and make payments on behalf of our customers for customers’ employee expense
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reimbursements, related credit card payments, and vendor payments. We present these funds in cash and cash equivalents and record our obligation to make these expense reimbursements and payments on behalf of our customers as customer funding liabilities.
As we do not designate financial liabilities as FVTPL, we generally classify non-derivative financial liabilities as AC.
Expenses and gains or losses on financial liabilities at AC mainly consist of interest expense which is shown in Financial income, net. Gains/losses from foreign currency exchange rate fluctuations are included in Other non-operating income/expense, net.
Group Liquidity, Financial Debt, and Net Debt
Group liquidity consists of cash at banks, money market and other funds, as well as time deposits and debt securities (both with remaining maturities of less than one year). Financial debt is defined as the nominal volume of bank loans, issued commercial paper, private placements, and bonds. Net debt is group liquidity less financial debt.
Group Liquidity and Net Debt
€ millions | 2024 | 2023 | ∆ |
![]() |
9,609 | 8,124 | 1,485 |
Current time deposits and debt securities | 1,471 | 3,151 | –1,680 |
Group liquidity | 11,080 | 11,275 | –195 |
Current financial debt | –3,639 | –1,143 | –2,496 |
Non-current financial debt | –5,746 | –6,612 | 866 |
Financial debt | –9,385 | –7,755 | –1,631 |
Net debt (–) | 1,695 | 3,521 | –1,825 |
While we continuously monitor the ratios presented in the capital structure table, we actively manage our liquidity and structure of our financial indebtedness based on the ratios group liquidity and net debt.
Cash and Cash Equivalents
€ millions | 2024 | 2023 | ||||
Current | Non-Current | Total | Current | Non-Current | Total | |
Cash at banks | 3,962 | 0 | 3,962 | 3,369 | 0 | 3,369 |
Time deposits | 1,659 | 0 | 1,659 | 2,130 | 0 | 2,130 |
Money market and other funds | 3,991 | 0 | 3,991 | 2,478 | 0 | 2,478 |
Debt securities | 0 | 0 | 0 | 150 | 0 | 150 |
Expected credit loss allowance | –3 | 0 | –3 | –3 | 0 | –3 |
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9,609 | 0 | 9,609 | 8,124 | 0 | 8,124 |
Non-Derivative Financial Debt Investments
€ millions | 2024 | 2023 | ||||
Current | Non-Current | Total | Current | Non-Current | Total | |
Time deposits | 1,425 | 0 | 1,425 | 3,028 | 0 | 3,028 |
Debt securities | 53 | 74 | 128 | 129 | 0 | 129 |
Financial instruments related to employee benefit plans | 0 | 287 | 287 | 0 | 244 | 244 |
Loans and other financial receivables | 98 | 231 | 329 | 58 | 50 | 108 |
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Expected credit loss allowance | –7 | 0 | –7 | –7 | 0 | –7 |
Non-derivative financial debt investments | 1,569 | 593 | 2,161 | 3,209 | 294 | 3,503 |
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1,629 | 7,141 | 8,770 | 3,344 | 5,543 | 8,887 |
Non-derivative financial debt investments as % of |
96 | 8 | 25 | 96 | 5 | 39 |
Time deposits with original maturity of three months or less are presented as cash and cash equivalents, and those with original maturities of greater than three months (investments considered in group liquidity) are presented as other financial assets. Debt securities consist of acquired commercial paper and acquired bonds of mainly financial and non-financial corporations and municipalities.
The increase in money market funds and other funds was offset by a decrease in time deposits. This strategic shift was aimed at securing liquidity as needed.
For more information about financial risk and the nature of risk, see Note (F.1).
Financial Debt
€ millions | 2024 | 2023 | ||||||||
Nominal Volume | Carrying Amount | Nominal Volume | Carrying Amount | |||||||
Current | Non- Current |
Current | Non- Current |
Total | Current | Non- Current |
Current | Non- Current |
Total | |
Bonds | 889 | 5,650 | 888 | 5,201 | 6,090 | 850 | 6,521 | 849 | 5,932 | 6,780 |
Private placement transactions | 0 | 96 | 0 | 99 | 99 | 292 | 90 | 294 | 95 | 388 |
Commercial Paper | 500 | 0 | 498 | 0 | 498 | 0 | 0 | 0 | 0 | 0 |
Bank loans | 2,250 | 0 | 2,250 | 0 | 2,250 | 0 | 0 | 0 | 0 | 0 |
Financial debt | 3,639 | 5,746 | 3,636 | 5,301 | 8,937 | 1,143 | 6,612 | 1,143 | 6,026 | 7,169 |
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4,277 | 7,169 | 11,446 | 1,735 | 7,941 | 9,676 | ||||
Financial debt as % of |
85 | 74 | 78 | 66 | 76 | 74 |
Financial liabilities are unsecured, except for the retention of title and similar rights customary in our industry. Effective interest rates on our financial debt (including the effects from interest rate swaps) were 3.33% in 2024, 3.49% in 2023, and 1.23% in 2022.
None of our financial debt is restricted by financial covenants. Our financial debt includes covenants customarily used, such as change of control or regulatory changes that trigger an immediate repayment. Bonds and private placements are classified as non-current as at December 31, 2024, as SAP has an existing right to defer settlement for at least 12 months after the reporting period. For more information about the risk associated with our financial liabilities, see Note (F.1). For more information about fair values, see Note (F.2).
Bonds
2024 | 2023 | ||||||
Maturity | Issue Price | Coupon Rate | Effective Interest Rate |
Nominal Volume (in respective currency in millions) |
Carrying (in € millions) |
Carrying Amount (in € millions) | |
Eurobond 9 – 2014 | 2027 | 99.284% | 1.750% (fix) | 1.87% | €1,000 | 947 | 914 |
Eurobond 12 – 2015 | 2025 | 99.264% | 1.000% (fix) | 1.13% | €600 | 600 | 599 |
Eurobond 15 – 2018 | 2026 | 99.576% | 1.000% (fix) | 1.06% | €500 | 500 | 499 |
Eurobond 16 – 2018 | 2030 | 98.687% | 1.375% (fix) | 1.50% | €500 | 442 | 428 |
Eurobond 19 – 2018 | 2024 | 99.227% | 0.750% (fix) | 0.89% | €850 | 0 | 849 |
Eurobond 20 – 2018 | 2028 | 98.871% | 1.250% (fix) | 1.38% | €1,000 | 923 | 891 |
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Eurobond 21 – 2018 | 2031 | 98.382% | 1.625% (fix) | 1.78% | €1,250 | 1,079 | 1,045 |
Eurobond 23 – 2020 | 2026 | 99.200% | 0.125% (fix) | 0.26% | €600 | 599 | 598 |
Eurobond 24 – 2020 | 2029 | 98.787% | 0.375% (fix) | 0.51% | €800 | 712 | 686 |
Eurobonds | 5,801 | 6,509 | |||||
USD bond – 2018 | 2025 | 100.000% | 4.69% (fix) | 4.74% | US$300 | 289 | 271 |
Bonds | 6,090 | 6,780 |
All of our Eurobonds are listed for trading on the Luxembourg Stock Exchange.
Private Placements
2024 | 2023 | |||||
Maturity | Coupon Rate |
Effective |
Nominal Volume (in respective currency in millions) |
Carrying Amount (in € millions) |
Carrying Amount (in € millions) | |
U.S. private placements | ||||||
Tranche 8 – 2012 | 2024 | 3.33% (fix) | 3.37% | US$ | 0 | 294 |
Tranche 9 – 2012 | 2027 | 3.53% (fix) | 3.57% | US$ | 99 | 95 |
Private placements | 99 | 388 |
The U.S. private placement notes were issued by one of our subsidiaries that has the U.S. dollar as its functional currency.
Commercial Paper Program
The net proceeds from our commercial paper program (Commercial Paper, or CP) are being used for general corporate purposes. As at December 31, 2024, we have €500 million of CP outstanding with maturities generally less than 12 months and the carrying amount amounted to €498 million (December 31, 2023: €0). The weighted average interest rate of our CP is −3.03% as at December 31, 2024 (December 31, 2023: 0%).
Loans
SAP drew short-term loans of €2,250 million for general corporate purposes, including the acquisition of WalkMe, that can be flexibly repaid until December 2025. The effective interest rate on the loans is 3.25% in 2024 (2023: 0%). The loans contain information covenants.
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Reconciliation of Liabilities Arising from Financing Activities
The changes in our financial debts are reconciled to the cash flows from borrowings included in the cash flow from financing activities.
€ millions | 1/1/2024 | Cash Flows | Business Combinations |
Foreign Currency |
Fair Value Changes |
Other | 12/31/2024 |
Current financial debt | 1,143 | 1,594 | 0 | 35 | 0 | 868 | 3,639 |
Non-current financial debt | 6,612 | 0 | 0 | 2 | 0 | –868 | 5,746 |
Financial debt (nominal volume) | 7,755 | 1,594 | 0 | 37 | 0 | 0 | 9,385 |
Basis adjustment | –550 | 0 | 0 | 0 | 131 | 0 | –419 |
Transaction costs | –35 | –3 | 0 | 0 | 0 | 10 | –29 |
Financial debt (carrying amount) | 7,169 | 1,591 | 0 | 37 | 131 | 10 | 8,937 |
Accrued interest and payment to banks | 94 | 13 | 0 | 0 | 0 | 123 | 230 |
Interest rate swaps | 537 | 0 | 0 | 0 | –129 | 0 | 408 |
Lease1 | 1,621 | –310 | 0 | 32 | 0 | 372 | 1,715 |
Total liabilities from financing activities | 9,421 | 1,294 | 0 | 69 | 2 | 504 | 11,290 |
1 Other includes new lease liabilities. |
€ millions | 1/1/2023 | Cash Flows | Business Combinations |
Foreign Currency |
Fair Value Changes |
Other | 12/31/2023 |
Current financial debt | 3,986 | –3,986 | 0 | 0 | 0 | 1,142 | 1,143 |
Non-current financial debt | 7,778 | 0 | 0 | –24 | 0 | –1,142 | 6,612 |
Financial debt (nominal volume) | 11,764 | –3,986 | 0 | –24 | 0 | 0 | 7,755 |
Basis adjustment | –773 | 0 | 0 | 2 | 221 | 0 | –550 |
Transaction costs | –47 | 0 | 0 | 0 | 0 | 12 | –35 |
Financial debt (carrying amount) | 10,943 | –3,986 | 0 | –22 | 221 | 12 | 7,169 |
Accrued interest | 203 | –83 | 0 | 0 | 0 | –27 | 94 |
Interest rate swaps | 753 | 0 | 0 | –1 | –215 | 0 | 537 |
Lease | 2,140 | –332 | 0 | 55 | 0 | –241 | 1,621 |
Total liabilities from financing activities | 14,039 | –4,400 | 0 | 32 | 7 | –256 | 9,421 |
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Section F – Management of Financial Risk Factors
This section discusses financial risk factors and risk management regarding foreign currency exchange rate risk, interest rate risk, equity price risk, credit risk, and liquidity risk. Further, it contains information about financial instruments.
(F.1) Financial Risk Factors and Risk Management
Accounting for Derivative Financial Instruments
We use derivatives to hedge foreign currency risk or interest rate risk and designate them as cash flow or fair value hedges if they qualify for hedge accounting under IFRS 9, which involves judgment.
Derivatives Not Designated as Hedging Instruments in Hedge Accounting Relationships
Many transactions constitute economic hedges, and therefore contribute effectively to the securing of financial risks but do not qualify for hedge accounting under IFRS 9. To hedge currency risks inherent in foreign-currency denominated and recognized monetary assets and liabilities, we do not designate our held-for-trading derivative financial instruments in hedge accounting, because the profits and losses from the underlying transactions are recognized in profit or loss in the same periods as the profits or losses from the derivatives.
In addition, we occasionally have contracts that contain foreign currency embedded derivatives that are required to be accounted for separately.
Fair value fluctuations in the spot component of such derivatives at FVTPL are included in Other non-operating income/expense, net while the forward element is shown in Financial income, net.
Derivatives Designated as Hedging Instruments
a) Cash Flow Hedge
In general, we apply cash flow hedge accounting to the foreign currency risk of highly probable forecasted transactions. With regard to foreign currency risk, hedge accounting relates to the spot price and to the intrinsic values of the derivatives designated and qualifying as cash flow hedges. Accordingly, the effective portion of these components determined on a present value basis is recorded in other comprehensive income. The forward element and time value as well as foreign currency basis spreads excluded from the hedging relationship are recorded as cost of hedging in a separate position in other comprehensive income. As the amounts are not material, they are presented together with the effective portion of the cash flow hedges in our consolidated statements of comprehensive income and consolidated statements of changes in equity. All other components including counterparty credit risk adjustments of the derivative and the ineffective portion are immediately recognized in Financial Income, net in profit or loss. Amounts accumulated in other comprehensive income are generally reclassified to profit or loss to Other non-operating income/expense, net and Financial income, net in the same period when the hedged item affects profit or loss.
b) Net Investment Hedge
In general, we do not hedge the foreign currency exposure from the net assets of subsidiaries with a functional currency different from the euro, and we do not apply net investment hedge accounting. However, in selected cases we might do so, and we applied net investment hedge accounting in 2023. For more information, see Note (D.1).
The designated component in hedge accounting is the spot price of the derivatives designated and qualifying as net investment hedges. Accordingly, the effective portion of this component determined on a present value basis is recorded in Other comprehensive income. All other not-designated components or ineffective portions are immediately recognized in Financial Income, net in profit or
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loss. Amounts accumulated in Other comprehensive income are reclassified to Other non-operating income/expense, net within profit or loss in the same period when the foreign operation is partially disposed of or sold.
c) Fair Value Hedge
We apply fair value hedge accounting for certain of our fixed-rate financial liabilities and show the fair value fluctuations in Financial income, net.
d) Valuation and Testing of Effectiveness
At inception of a designated hedging relationship, we document our risk management strategy and the economic relationship between hedged item and hedging instrument. The existence of an economic relationship is demonstrated as well as the effectiveness of the hedging relationship tested prospectively by applying the critical terms match for our foreign currency hedges, since currencies, maturities, and the amounts are closely aligned for the forecasted transactions and for the spot element of the forward exchange rate contract or intrinsic value of the currency options, respectively. For interest rate swaps, effectiveness is tested prospectively using statistical methods in the form of a regression analysis, by which the validity and extent of the relationship between the change in value of the hedged items as the independent variable and the fair value change of the derivatives as the dependent variable is determined. The main sources of ineffectiveness are:
– | The effect of the counterparty and our own credit risk on the fair value of the forward exchange contracts and interest rate swaps, which is not reflected in the respective hedged item. |
We are exposed to various financial risks, such as market risks (that is, foreign currency exchange rate risk, interest rate risk, and equity price risk), credit risk, and liquidity risk.
We manage market risks, credit risk, and liquidity risk on a Group-wide basis through our global treasury department, global risk management, and global credit management. Risk management policies are established to identify risks, to set appropriate risk limits, and to monitor risks. Risk management policies and hedging strategies are laid out in our internal guidelines (for example, treasury and other internal guidelines), and are subject to continuous internal review, analysis, and update to reflect changes in market conditions and our business.
We only purchase derivative financial instruments to reduce risks and not for speculation, which is defined as entering into derivative instruments without a corresponding underlying transaction.
Foreign Currency Exchange Rate Risk
Foreign Currency Exchange Rate Risk Factors
As we are active worldwide, our ordinary operations are subject to risks associated with fluctuations in foreign currencies. Since the Group’s entities mainly conduct their operating business in their own functional currencies, our risk of exchange rate fluctuations from ongoing ordinary operations is not considered significant. However, the Group’s entities occasionally generate foreign currency-denominated receivables, payables, and other monetary items by transacting in a currency other than the respective functional currency. To mitigate the extent of the associated foreign currency exchange rate risk, a significant portion of these transactions is hedged as described below.
In rare circumstances, transacting in a currency other than the functional currency also leads to embedded foreign currency derivatives being separated and measured at fair value through profit or loss.
In addition, the intellectual property (IP) holders in the SAP Group are exposed to risks associated with forecasted intercompany cash flows in foreign currencies. These cash flows arise out of royalty payments from subsidiaries to the respective IP holder. The royalties are linked to the subsidiaries’ external revenue. This arrangement leads to a concentration of the foreign currency exchange rate risk with the IP holders, as the royalties are mostly denominated in the subsidiaries’ local currencies, while the functional currency of the IP holders with the highest royalty volume is the euro. The highest foreign currency exchange rate exposure of this kind relates to the currencies of subsidiaries with significant
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operations, for example the U.S. dollar, the pound sterling, the Japanese yen, the Swiss franc, and, in 2023, the Australian dollar.
Generally, we are not exposed to any significant foreign currency exchange rate risk with regard to our investing and financing activities, as such activities are normally conducted in the functional currency of the investing or borrowing entity.
Foreign Currency Exchange Rate Risk Management
We continuously monitor our exposure to currency fluctuation risks based on monetary items and forecasted transactions and pursue a Group-wide strategy to manage foreign currency exchange rate risk, using derivative financial instruments, primarily foreign exchange forward contracts.
With regard to our exposure from monetary items, our primary aim is to reduce profit or loss volatility. Therefore, related hedging instruments are not designated as being in a hedge accounting relationship because the profits and losses from the underlying transactions are recognized in profit or loss in the same periods as the profits or losses from the derivatives.
With respect to forecasted transactions, up until December 2024 our risk management strategy was to reduce year-over-year profit or loss volatility via a rolling 12-month hedge horizon. Since December 2024, our forecasted exposure hedging strategy is aimed at reducing volatility from foreign currency fluctuations on the forecasted Free Cash Flow (FCF) of a calendar year by preserving foreign exchange rates valid at the beginning of the calendar year when the FCF guidance is given. Notwithstanding the change in foreign currency exchange rate risk management, our hedged item remains a layer of the forecasted cash flows from royalty payments to IP holders as they correlate to our FCF. Due to the change in our foreign currency exchange rate risk management, we re-designated all existing cash flow hedge relationships and entered into new cash flow hedge relationships in December 2024.
Currency Hedges Designated as Hedging Instruments (Cash Flow Hedges)
We enter into derivative financial instruments, primarily foreign exchange forward contracts, to hedge significant forecasted cash flows (royalties) from foreign subsidiaries denominated in foreign currencies with a hedge ratio of 1:1 and a hedge horizon of up to 12 months, which is also the maximum maturity of the foreign exchange derivatives we use.
For all years presented, no previously highly probable transaction designated as a hedged item in a foreign currency cash flow hedge relationship ceased to be probable. Therefore, we did not discontinue any of our cash flow hedge relationships except for those affected by the change in our foreign currency exchange rate risk management. Also, ineffectiveness was either not material or non-existent in all years reported. Generally, the cash flows of the hedged forecasted transactions are expected to occur and to be recognized in profit or loss monthly within the respective calendar year.
Currency Hedges Designated as Hedging Instruments (Net Investment Hedges)
In 2023, we hedged part of our net investment in our U.S. subsidiaries which have the U.S. dollar as their functional currency, by entering into a deal contingent forward. The hedged risk is the weakening of the U.S. dollar against the euro. The deal contingent forward was designated as a hedging instrument for the changes in the value of the net investment that is attributable to changes in the U.S. dollar/euro spot rate.
To assess hedge effectiveness, we have determined the economic relationship between the hedging instrument and the hedged item, by comparing changes in the carrying amount of the deal contingent forward that is attributable to a change in the spot rate with changes in the investment in the U.S. subsidiaries due to movements in the spot rate.
The amounts as at December 31 relating to items designated as hedged items were as follows:
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Designated Hedged Items in Foreign Currency Exchange Rate Hedges
Forecasted
License Payments |
Net Investment | Forecasted
License Payments |
Net Investment | |
€ millions | 2024 | 2023 | ||
Change in value used for calculating hedge ineffectiveness | –19 | 0 | 19 | -15 |
Cash flow hedge | –19 | 0 | 19 | 0 |
Cost of hedging | –3 | 0 | –7 | 0 |
Balances remaining in cash flow hedge reserve for which hedge accounting is no longer applied | 0 | –15 | 0 | –15 |
The amounts as at December 31 designated as hedging instruments were as follows:
Designated Hedging Instruments in Foreign Currency Exchange Rate Hedges
Forecasted
License Payments in EUR |
Net Investment
in USD |
Forecasted
License Payments in EUR |
Net Investment in USD | |
€ millions | 2024 | 2023 | ||
Nominal amount | 3,735 | 0 | 2,390 | 0 |
Carrying amount | ||||
Other financial assets | 12 | 0 | 33 | 0 |
Other financial liabilities | –32 | 0 | –20 | 0 |
Change in value recognized in OCI | –19 | 0 | 19 | 15 |
Hedge ineffectiveness recognized in Finance income, net | 0 | 0 | 0 | –106 |
Cost of hedging recognized in OCI | –3 | 0 | –7 | 0 |
Amount reclassified from cash flow hedge in OCI to Other non-operating income, net | –78 | 0 | 62 | 0 |
Amount reclassified from cost of hedging in OCI to Finance income, net | –17 | 0 | –9 | 0 |
On December 31, we held the following instruments to hedge exposures to changes in foreign currency:
Details on Hedging Instruments in Foreign Currency Exchange Rate Hedges
Maturity | ||||
2024 | 2023 | |||
Forward exchange contracts | 1–6 Months | 7–12 Months | 1–6 Months | 7–12 Months |
Net exposure in € millions | 2,078 | 1,657 | 1,364 | 1,025 |
Average EUR:GBP forward rate | 0.83 | 0.84 | 0.88 | 0.88 |
Average EUR:JPY forward rate | 158.63 | 157.46 | 148.12 | 152.10 |
Average EUR:CHF forward rate | 0.92 | 0.91 | 0.96 | 0.94 |
Average EUR:AUD forward rate | 0 | 0 | 1.64 | 1.67 |
Average EUR:USD forward rate | 1.06 | 1.07 | 1.10 | 1.09 |
Foreign Currency Exchange Rate Exposure
Our risk exposure is based on the following assumptions:
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– | The SAP Group’s entities generally operate in their functional currencies. In exceptional cases and limited economic environments, operating transactions are denominated in currencies other than the functional currency, leading to a foreign currency exchange rate risk for the related monetary instruments. Where material, this foreign currency exchange rate risk is hedged. Therefore, fluctuations in foreign currency exchange rates only have an impact on profit with regard to our unhedged non-derivative monetary financial instruments and related income or expenses. |
– | Our free-standing derivatives designed for hedging foreign currency exchange rate risks almost completely balance the changes in the fair values of the hedged item attributable to exchange rate movements in the Consolidated Income Statements in the same period. As a consequence, the hedged items and the hedging instruments are not exposed to foreign currency exchange rate risks, and thereby have no effect on profit. |
Consequently, we are only exposed to significant foreign currency exchange rate fluctuations with regard to the following:
– | The spot component of derivatives held within a designated cash flow hedge relationship affecting other comprehensive income |
– | Foreign currency embedded derivatives affecting other non-operating expense, net |
– | Unhedged foreign-currency monetary assets and liabilities affecting other non-operating expense, net |
Thus, our foreign currency exposure (and our average/high/low exposure) as at December 31 was as follows:
Foreign Currency Exposure
€ billions | 2024 | 2023 |
Year-end exposure toward all our major currencies | 5.6 | 4.2 |
Average exposure | 4.5 | 3.3 |
Highest exposure | 5.6 | 4.2 |
Lowest exposure | 3.3 | 2.5 |
Foreign Currency Exchange Rate Sensitivity
If, on December 31, the foreign currency exchange rates had been higher/lower as described below, this would have had the following effects on other non-operating expense, net and other comprehensive income:
Foreign Currency Sensitivity
€ millions | Effects
on Other Non-Operating Expense, Net |
Effects on Other Comprehensive Income | ||||
2024 | 2023 | 2022 | 2024 | 2023 | 2022 | |
Derivatives held within a designated cash flow hedge relationship | ||||||
All major currencies –10% against the euro | 375 | 238 | 135 | |||
All major currencies +10% against the euro | –375 | –238 | –135 | |||
thereof: USD –10% against the euro | 281 | 131 | 29 | |||
thereof: USD +10% against the euro | –281 | –131 | –29 | |||
Embedded derivatives | ||||||
All currencies –10% against the respective functional currency | –56 | –63 | –38 | |||
All currencies +10% against the respective functional currency | 56 | 64 | 31 | |||
thereof: EUR –10% against the respective functional currency | –45 | –48 | –20 | |||
thereof: EUR +10% against the respective functional currency | 45 | 48 | 20 |
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Unhedged monetary assets and liabilities | ||||||
All currencies –10% against the respective functional currency | –101 | –112 | –63 | |||
All currencies +10% against the respective functional currency | 101 | 112 | 63 | |||
thereof: USD –10% against the respective functional currency | –39 | –46 | –44 | |||
thereof: USD +10% against the respective functional currency | 39 | 46 | 44 |
Interest Rate Risk
Interest Rate Risk Factors
We are exposed to interest rate risk as a result of our investing and financing activities mainly in euros and U.S. dollars, since a large part of our investments are based on variable rates and/or short maturities (2024: 60%; 2023: 53%) and most of our financing transactions are based on fixed rates and long maturities (2024: 86%; 2023: 100%).
Interest Rate Risk Management
The aim of our interest rate risk management is to reduce profit or loss volatility and optimize our interest result by creating a balanced structure of fixed and variable cash flows. We therefore manage interest rate risks by adding interest-rate-related derivative instruments to a given portfolio of investments and debt financing. The desired fixed-floating mix of our net debt is set by the Treasury Committee.
Derivatives Designated as Hedging Instruments (Fair Value Hedges)
To match the interest rate risk from our financing transactions to our investments, we use receiver interest rate swaps to alter the interest cash flows of certain fixed-rate financial liabilities to floating, and by this means secure the fair value of the swapped financing transactions on a 1:1 ratio. Including interest rate swaps, 40% (2023: 43%) of our total interest-bearing financial liabilities outstanding as at December 31, 2024, had a fixed interest rate.
The amounts as at December 31 relating to items designated as hedged items were as follows:
Designated Hedged Items in Interest Rate Hedges
2024 | 2023 | |||
€ millions | Fixed-Rate in EUR |
Fixed-Rate in USD |
Fixed-Rate in EUR |
Fixed-Rate in USD |
Notional amount | 4,550 | 0 | 4,550 | 90 |
Carrying amount | 4,103 | 0 | 3,964 | 89 |
Accumulated fair value adjustments in Other financial liabilities | 423 | –3 | 556 | –6 |
Change in fair value used for measuring ineffectiveness for the reporting period | 133 | –3 | 226 | 1 |
Accumulated amount of fair value hedge adjustments for hedged items ceased to be adjusted for hedging gains/losses | 0 | –3 | 0 | -7 |
The amounts as at December 31 designated as hedging instruments were as follows:
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Designated Hedging Instruments in Interest Rate Hedges
2024 | 2023 | |||
€ millions | Interest Rate EUR Borrowing |
Interest Rate Swaps for USD Borrowing |
Interest Rate EUR Borrowing |
Interest Rate USD Borrowing |
Notional amount | 4,550 | 0 | 4,550 | 90 |
Carrying amount | ||||
Other financial assets | 0 | 0 | 0 | 0 |
Other financial liabilities | –408 | 0 | –535 | –1 |
Change in fair value used for measuring ineffectiveness for the reporting period | –127 | –1 | –214 | –2 |
As at December 31, we held the following instruments to hedge exposures to changes in interest rates:
Details on Hedging Instruments in Interest Rate Hedges
2024 | ||||||
Maturity | ||||||
€ millions | 2027 | 2028 | 2029 | 2030 | 2031 | |
EUR interest rate swaps | ||||||
Nominal amounts | 1,000 | 1,000 | 800 | 500 | 1,250 | |
Average variable interest rate1 | 4.535% | 3.827% | 3.056% | 3.746% | 3.912% | |
USD interest rate swaps | ||||||
Nominal amounts | ||||||
Average variable interest rate1 | ||||||
2023 | ||||||
Maturity | ||||||
€ millions | 2024 | 2027 | 2028 | 2029 | 2030 | 2031 |
EUR interest rate swaps | ||||||
Nominal amounts | 1,000 | 1,000 | 800 | 500 | 1,250 | |
Average variable interest rate1 | 4.324% | 3.679% | 2.924% | 3.630% | 3.817% | |
USD interest rate swaps | ||||||
Nominal amounts | 90 | |||||
Average variable interest rate1 | 5.695% | |||||
1 Computed based on the interest rate curve as at December 31 of the respective reporting period. Prior-year rates were adjusted. |
Interest Rate Exposure
Our interest rate exposure (and our average/high/low exposure) as at December 31 was as follows:
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Interest Rate Risk Exposure
€ billions | 2024 | 2023 | ||||||
Year-End | Average | High | Low | Year-End | Average | High | Low | |
Fair value interest rate risk | ||||||||
From investments1 | 3.99 | 3.85 | 4.29 | 3.29 | 2.48 | 4.12 | 6.93 | 2.48 |
Cash flow interest rate risk | ||||||||
From investments (including interest-bearing cash)1 | 0.72 | 0.74 | 0.78 | 0.75 | 0.78 | 0.58 | 0.78 | 0.51 |
From financing | 1.25 | 0.42 | 1.25 | 0 | 0 | 1.10 | 1.73 | 0 |
From interest rate swaps | 4.55 | 4.63 | 4.64 | 4.55 | 4.64 | 4.64 | 4.64 | 4.64 |
1 To more accurately present the nature of the risk, we have revised the classification of investment-related risk for the current and previous year. Specifically, we have separated the component to fair value interest rate risk, which was previously included in the cash flow interest rate risk in 2023. |
Interest Rate Sensitivity
A sensitivity analysis is provided to show the impact of our interest rate risk exposure on profit or loss and equity in accordance with IFRS 7, considering the following:
– | Changes in interest rates only affect the accounting for non-derivative fixed-rate financial instruments if they are recognized at fair value. Therefore, such interest rate changes do not change the carrying amounts of our non-derivative fixed-rate financial liabilities, as we account for them at amortized cost. Investments in fixed-rate financial assets classified as fair value through profit or loss were not material at each year end reported. Thus, we do not consider any fixed-rate instruments in the equity-related sensitivity calculation. |
– | Income or expenses recorded in connection with non-derivative financial instruments with variable interest rates are subject to interest rate risk if they are not hedged items in an effective hedge relationship. Thus, we take into consideration interest rate changes relating to our variable-rate financing and our investments in money market instruments in the profit-related sensitivity calculation. |
– | The designation of interest rate receiver swaps in a fair value hedge relationship leads to interest rate changes affecting Financial income, net. The fair value movements related to the interest rate swaps are not reflected in the sensitivity calculation, as they offset the fixed interest rate payments for the bonds and private placements as hedged items. However, changes in market interest rates affect the amount of interest payments from the interest rate swap. As a consequence, we include those effects of market interest rates on interest payments in the profit-related sensitivity calculation. |
If, on December 31, interest rates had been higher/lower, this would have had the following effects on Financial income, net:
Interest Rate Sensitivity
€ millions | Effects on Financial Income, Net | ||
2024 | 2023 | 2022 | |
Derivatives held within a designated fair value hedge relationship | |||
Interest rates +100bps for U.S. dollar area/+100bps for euro area (2023: +100bps for U.S. dollar area/+100bps for euro area; 2022: +75bps/+125bps for U.S. dollar/euro area) | –46 | –46 | –58 |
Interest rates –100bps for U.S. dollar area/–100bps for euro area (2023: –100bps for U.S. dollar area/–100bps for euro area; 2022: –25bps/–10bps for U.S. dollar/euro area) | 46 | 46 | 5 |
Variable-rate financing | |||
Interest rates +100bps for U.S. dollar area/+100bps for euro area (2023: +100bps for U.S. dollar area/+100bps for euro area; 2022: +75bps/+125bps for U.S. dollar/euro area) | –4 | 0 | –14 |
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Interest rates –100bps for U.S. dollar area/–100bps for euro area (2023: –100bps for U.S. dollar area/–100bps for euro area; 2022: –25bps/–10bps for U.S. dollar/euro area) | 4 | 0 | 1 |
Variable-rate investments | |||
Interest rates +100bps for U.S. dollar area/+100bps for euro area (2023: +100bps for U.S. dollar area/+100bps for euro area; 2022: +75bps/+125bps for U.S. dollar/euro area) | 47 | 32 | 26 |
Interest rates –100bps for U.S. dollar area/–100bps for euro area (2023: –100bps for U.S. dollar area/–100bps for euro area; 2022: –25bps/–10bps for U.S. dollar/euro area) | –47 | –32 | –5 |
Equity Price Risk
Equity Price Risk Factors
We are exposed to equity price risk with regard to our investments in equity securities.
Equity Price Risk Management
Our listed equity investments are monitored based on the current market value that is affected by the fluctuations in the volatile stock markets worldwide. Unlisted equity investments are monitored based on detailed financial information provided by the investees. The fair value of our listed equity investments depends on the equity prices, while the fair value of the unlisted equity investments is influenced by various unobservable input factors.
Equity Price Exposure
On December 31, 2024, our exposure from our investments in equity securities was €6,401 million (2023: €4,967 million; 2022: €5,137 million).
Equity Price Sensitivity
Our sensitivity towards a fluctuation in equity prices is as follows:
Equity Price Sensitivity
€ millions | 2024 | 2023 | 2022 |
Investments in equity securities | |||
Increase in equity prices and respective unobservable inputs of 10% (2023: 22%) - increase of financial income, net | 640 | 1,093 | 503 |
Decrease in equity prices and respective unobservable inputs of 10% (2023: 22%) - decrease of financial income, net | –640 | –1,093 | –503 |
1 For 2022, a +/–10% increase and decrease was assumed.
Most of our equity securities are within the venture-capital-related investment activities. For purposes of our equity price sensitivity disclosure, we benchmarked the historical average of public market returns of the NASDAQ and S&P 500 to the average annual venture capital benchmark returns over a 12-year period, which is the assumed average holding period of venture capital funds. Overall, our analysis indicated a blended return range of +/–10% in 2024 (+/–22% in 2023).
Credit Risk
Credit Risk Factors
To reduce the credit risk in investments, we arrange to receive rights to collateral for certain investing activities in the full amount of the investment volume, which we would be allowed to make use of only in the case of default of the counterparty to the investment. In the absence of other significant agreements to reduce our credit risk exposure, the total amounts recognized as cash and cash equivalents, current investments, loans, and other financial receivables, trade receivables, and
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derivative financial assets represent our maximum exposure to credit risks, except for the agreements mentioned above.
Credit Risk Management
Cash at Banks, Time Deposits, and Debt Securities
To mitigate the credit risk from our investing activities and derivative financial assets, we conduct all our activities only with approved major financial institutions and issuers that carry high external ratings, as required by our internal treasury guideline. Among its stipulations, the guideline requires that we invest only in assets from issuers with a minimum rating of at least “BBB flat.” We only invest in issuers with a lower rating in exceptional cases. Such investments were not material in all years presented. The weighted average rating of our financial assets is A. We pursue a policy of cautious investments characterized by predominantly current investments, standard investment instruments, as well as a wide portfolio diversification by doing business with a variety of counterparties.
To further reduce our credit risk, we require collateral for certain investments in the full amount of the investment volume, which we would be allowed to make use of in the case of default of the counterparty to the investment. As such collateral, we only accept bonds with at least investment-grade rating level.
In addition, the concentration of credit risk that exists when counterparties are involved in similar activities by instrument, sector, or geographic area is further mitigated by diversification of counterparties throughout the world and adherence to an internal limit system for each counterparty. This internal limit system stipulates that the business volume with individual counterparties is restricted to a defined limit that depends on the lowest official long-term credit rating available by at least one of the major rating agencies, the Tier 1 capital of the respective financial institution, or participation in the German Depositors’ Guarantee Fund or similar protection schemes. We continuously monitor strict compliance with these counterparty limits. As the premium for credit default swaps mainly depends on market participants’ assessments of the creditworthiness of a debtor, we also closely observe the development of credit default swap spreads in the market to evaluate probable risk developments and react in a timely manner to changes should these manifest.
For cash at banks, time deposits, and debt securities such as acquired bonds or commercial paper, we apply the general impairment approach. As it is our policy to only invest in high-quality assets of issuers with a minimum rating of at least investment grade so as to minimize the risk of credit losses, we use the low credit risk exception. Thus, these assets are always allocated to stage 1 of the three-stage credit loss model and we record a loss allowance for an amount equal to 12-month expected credit losses. This loss allowance is calculated based on our exposure as at the respective reporting date, the loss given default for this exposure, and the credit default swap spread as a measure for the probability of default. To ensure that during their lifetime our investments always fulfill the requirement of being investment-grade, we monitor changes in credit risk by tracking published external credit ratings. Among other things, we consider cash at banks, time deposits, and debt securities to be in default when the counterparty is unlikely to pay its obligations in full, when there is information about a counterparty’s financial difficulties, or in case of a drastic increase in the credit default swap spread of a counterparty for a prolonged time period while the overall market environment remains rather stable. Such financial assets are written off either partially or in full if the likelihood of recovery is considered remote, which might be evidenced, for example, by the bankruptcy of a counterparty of such financial assets.
Trade Receivables
The default risk of our trade receivables is managed separately, mainly based on assessing the creditworthiness of customers through external ratings and on our past experience with the customers concerned. Based on this assessment, individual credit limits are established for each customer and deviations from such credit limits need to be approved by management.
We apply the simplified impairment approach using a provision matrix for all trade receivables and contract assets to take into account any lifetime expected credit losses already at initial recognition. For the purpose of the provision matrix, customers are clustered into different risk classes, mainly based on historical experience with credit losses in the respective SAP subsidiaries. Loss rates used to
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reflect lifetime expected credit losses are determined using a roll-rate method based on the probability of a receivable progressing through different stages of being overdue and on our actual credit loss experience over the past years. These loss rates are enhanced by forward-looking information to reflect differences between economic conditions during the period over which the historical data has been collected, current conditions, and the expected changes in the economic conditions over the expected life of the receivables. Forward-looking information is based on changes in country risk ratings, or fluctuations in credit default swaps of countries of the customers we do business with. We continuously monitor outstanding receivables locally to assess whether there is objective evidence that our trade receivables and contract assets are credit-impaired. Evidence that trade receivables and contract assets are credit-impaired include, among the trade receivables being past due, information about significant financial difficulty of the customer or non-adherence to a payment plan. We consider receivables to be in default when the counterparty is unlikely to pay its obligations in full, However, a delay of payments (for example, more than 90 days past due) in the normal course of business alone does not necessarily indicate a customer default. We write off account balances either partially or in full if we judge that the likelihood of recovery is remote, which might be evidenced, for example, when bankruptcy proceedings for a customer are finalized or when all enforcement efforts have been exhausted.
The impact of default on our trade receivables from individual customers is mitigated by our large customer base and its distribution across many different industries, company sizes, and countries worldwide. For more information about our trade receivables, see Note (A.2).
Credit Risk Exposure
Cash, Time Deposits, and Debt Securities
As at December 31, our exposure to credit risk from cash, time deposits, and debt securities was as follows:
Credit Risk Exposure from Cash, Time Deposits, and Debt Securities
€ millions, unless otherwise stated | 2024 | ||||
Equivalent
to External Rating |
Weighted
Average Loss Rate |
Gross
Carrying Amount Not Credit-Impaired |
Gross
Carrying Amount Credit-Impaired |
ECL Allowance | |
Risk class 1 - low risk | AAA to BBB– | –0.1% | 7,004 | 0 | –7 |
Risk class 2 - high risk | BB+ to D | 0.0% | 105 | 0 | 0 |
Risk class 3 - unrated | NA | –5.5% | 55 | 0 | –3 |
Total | –0.1% | 7,164 | 0 | –10 |
€ millions, unless otherwise stated | 2023 | ||||
Equivalent
to External Rating |
Weighted
Average Loss Rate |
Gross Carrying Amount Not Credit-Impaired |
Gross
Carrying Amount Credit-Impaired |
ECL Allowance | |
Risk class 1 - low risk | AAA to BBB– | –0.1% | 8,664 | 0 | –7 |
Risk class 2 - high risk | BB+ to D | 0.0% | 66 | 0 | 0 |
Risk class 3 - unrated | NA | –3.9% | 77 | 0 | –3 |
Total | –0.1% | 8,807 | 0 | –10 |
Master Netting and Similar Arrangements
We enter into derivatives on the basis of the German Master Agreement on Financial Derivatives Transactions (“Deutscher Rahmenvertrag für Finanztermingeschäfte”) and similar agreements. The regulations of these agreements apply particularly in the case of insolvency and not during the normal course of business.
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The following table shows the derivative instruments that are subject to such netting arrangements:
Master Netting and Similar Arrangements | ||||||
€ millions | 2024 | 2023 | ||||
Carrying Amounts | Nettable
Amounts in Case of Insolvency |
Net Amount | Carrying Amounts | Nettable Amounts in Case of Insolvency |
Net Amount | |
Financial assets | 60 | 42 | 18 | 90 | 55 | 35 |
Financial liabilities | –525 | –42 | –483 | –623 | –55 | –568 |
Trade Receivables
As at December 31, our exposure to credit risk from trade receivables was as follows:
Credit Risk Exposure from Trade Receivables
€ millions, unless otherwise stated | 2024 | |||
Weighted
Average Loss Rate |
Gross
Carrying Amount Not Credit-Impaired |
Gross
Carrying Amount Credit-Impaired |
ECL Allowance | |
AR not due and due | –0.2% | 4,439 | - | –7 |
AR overdue 1 to 30 days | –0.9% | 619 | 64 | –6 |
AR overdue 30 to 90 days | –1.4% | 603 | 28 | –9 |
AR overdue more than 90 days | –29.2% | 445 | 263 | –207 |
TOTAL | –3.5% | 6,106 | 355 | –229 |
€ millions, unless otherwise stated | 2023 | |||
Weighted Average Loss Rate | Gross Carrying Amount Not Credit-Impaired |
Gross
Carrying Amount Credit-Impaired |
ECL Allowance | |
AR not due and due | –0.3% | 4,036 | 2 | –13 |
AR overdue 1 to 30 days | –0.6% | 770 | 51 | –5 |
AR overdue 30 to 90 days | –1.5% | 564 | 32 | –9 |
AR overdue more than 90 days | –27.3% | 432 | 213 | –176 |
TOTAL | –3.3% | 5,802 | 298 | –203 |
The movement in the ECL allowance for trade receivables is as follows:
Movement in ECL Allowance for Trade Receivables
2024 | 2023 | |
€ millions | ECL Allowance | ECL Allowance |
Balance as at 1/1 | –203 | –261 |
Net credit losses recognized | –112 | –32 |
Amounts written off | 86 | 90 |
Balance as at 12/31 | –229 | –203 |
Liquidity Risk
Liquidity Risk Factors
We are exposed to liquidity risk from our obligations towards suppliers, employees, and financial institutions.
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Liquidity Risk Management
Our liquidity is managed by our global treasury department with the primary aim of maintaining liquidity at a level that is adequate to meet our financial obligations.
Generally, our primary source of liquidity is funds generated from our business operations. Our global treasury department manages liquidity centrally for all subsidiaries. Where possible, we pool their cash surplus so that we can use liquidity centrally for our business operations, for subsidiaries’ funding requirements, or to invest any net surplus in the market. With this strategy, we seek to optimize yields, while ensuring liquidity, by investing only with counterparties and issuers of high credit quality, as explained before. Hence, high levels of liquid assets and marketable securities provide a strategic reserve, helping keep SAP flexible, sound, and independent.
Apart from effective working capital and cash management, we have reduced the liquidity risk inherent in managing our day-to-day operations and meeting our financing responsibilities by arranging an adequate volume of available credit facilities with various financial institutions on which we can draw if necessary.
To retain high financial flexibility, in 2023, SAP SE entered into a sustainability-linked revolving credit facility with a volume of €3.0 billion with an initial term until 2028 plus two one-year extension options, replacing its previous credit facility of €2.5 billion from 2017. The use of the facility is not restricted by any financial covenants. Borrowings under the facility bear interest of EURIBOR or the agreed benchmark rate for the respective currency plus a base margin which might be adjusted depending on the fulfillment of agreed sustainability performance targets. We are also required to pay a commitment fee of 7bps per annum on the unused available credit. We have not drawn on the facility.
In September 2019, we initiated a commercial paper (Commercial Paper, or CP) program. As at December 31, 2024, we had €498 million of CP outstanding with maturities generally less than six months (2023: €0 million).
Additionally, as at December 31, 2024 and 2023, the Group had available lines of credit totaling €1,200 million and €555 million, respectively. In 2024, an amount of €1 billion was used through money market loans (for more information, see Note (E.3)). There were immaterial borrowings outstanding under these lines of credit in 2023.
Liquidity Risk Exposure
The table below is an analysis of the remaining contractual maturities of all our financial liabilities and guarantees held as at December 31.
Financial liabilities for which repayment can be requested by the contract partner at any time are assigned to the earliest possible period. Variable interest payments were calculated using the latest relevant interest rate fixed as at December 31. As we generally settle our derivative contracts gross, we show the pay and receive legs separately for all our currency and interest rate derivatives, whether or not the fair value of the derivative is negative. The cash outflows for the currency derivatives are translated using the applicable spot rate.
We continue to provide rental guarantees for certain offices used by Qualtrics. The amounts shown for the financial guarantees are the gross amounts we guarantee, however, we are entitled to indemnification payments by Qualtrics which will reduce the guarantee amounts disclosed.
Contractual Maturities of Non-Derivative Financial Liabilities
€ millions | Carrying
Amount |
Contractual Cash Flows | |||||
12/31/2024 | 2025 | 2026 | 2027 | 2028 | 2029 | Thereafter | |
Non-derivative financial liabilities | |||||||
Trade payables | –1,178 | –1,178 | 0 | 0 | 0 | 0 | 0 |
Bonds | –6,090 | –970 | –1,161 | –1,045 | –1,033 | –828 | –1,775 |
Private placements | –99 | –3 | –3 | –100 | 0 | 0 | 0 |
Loans | –2,250 | –2,300 | 0 | 0 | 0 | 0 | 0 |
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Commercial Paper | –498 | –500 | 0 | 0 | 0 | 0 | 0 |
Lease liabilities | –1,715 | –371 | –287 | –237 | –184 | –148 | –821 |
Other financial liabilities1 | –270 | –21 | –32 | 0 | 0 | 0 | 0 |
Total of non-derivative financial liabilities | –12,099 | –5,343 | –1,483 | –1,382 | –1,217 | –976 | –2,596 |
Financial guarantees | 0 | –19 | –19 | –19 | –20 | –20 | –315 |
€ millions | Carrying
Amount |
Contractual Cash Flows | |||||
12/31/2023 | 2024 | 2025 | 2026 | 2027 | 2028 | Thereafter | |
Non-derivative financial liabilities | |||||||
Trade payables | –1,022 | –1,022 | 0 | 0 | 0 | 0 | 0 |
Bonds | –6,780 | –941 | –952 | –1,161 | –1,045 | –1,033 | –2,604 |
Private placements | –388 | –305 | –3 | –3 | –94 | 0 | 0 |
Loans | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Commercial Paper | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Lease liabilities | –1,621 | –350 | –260 | –204 | –159 | –127 | –804 |
Other financial liabilities1 | –263 | –34 | –30 | 0 | 0 | 0 | 0 |
Total of non-derivative financial liabilities | –10,075 | –2,652 | –1,245 | –1,368 | –1,298 | –1,160 | –3,408 |
Financial guarantees | 0 | –19 | –19 | –19 | –19 | –19 | –309 |
1 The carrying amount of other financial liabilities includes accrued interest for our non-derivative financial debt as well as for derivatives, while the cash outflow of these accrued interest is presented together with the underlying liability in the maturity analysis. |
Contractual Maturities of Derivative Financial Liabilities and Financial Assets
€ millions | Carrying Amount |
Contractual Cash Flows | Carrying Amount |
Contractual Cash Flows | ||
12/31/2024 | 2025 | Thereafter | 12/31/2023 | 2024 | Thereafter | |
Derivative financial liabilities and assets | ||||||
Derivative financial liabilities | ||||||
Currency derivatives not designated as hedging instruments | –85 | –66 | ||||
Cash outflows | –4,003 | 0 | –2,048 | 0 | ||
Cash inflows | 3,942 | 0 | 2,017 | 0 | ||
Currency derivatives designated as hedging instruments | –32 | –20 | ||||
Cash outflows | –2,805 | –958 | ||||
Cash inflows | 2,749 | 948 | ||||
Interest rate derivatives designated as hedging instruments | –408 | –537 | ||||
Cash outflows | –230 | –649 | –242 | –848 | ||
Cash inflows | 60 | 241 | 63 | 301 | ||
Total of derivative financial liabilities | –525 | –287 | –408 | –623 | –220 | –547 |
Derivative financial assets | ||||||
Currency derivatives not designated as hedging instruments | 51 | 52 | ||||
Cash outflows | –2,921 | –2,992 | ||||
Cash inflows | 2,977 | 3,042 | ||||
Currency derivatives designated as hedging instruments | 12 | 33 | ||||
Cash outflows | –948 | –1,418 | ||||
Cash inflows | 964 | 1,441 | ||||
Total of derivative financial assets | 63 | 72 | 0 | 85 | 73 | 0 |
Total of derivative financial liabilities and assets | –462 | –215 | –408 | –538 | –147 | –547 |
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(F.2) Fair Value Disclosures on Financial Instruments
Level Transfers
It is our policy that transfers between the different levels of the fair value hierarchy are deemed to have occurred at the beginning of the period of the event or change in circumstances that caused the transfer.
Fair Value of Financial Instruments
We use various types of financial instruments in the ordinary course of business, which are classified as either amortized cost (AC), fair value through other comprehensive income (FVOCI), or fair value through profit or loss (FVTPL). For those financial instruments measured at fair value or for which fair value must be disclosed, we have categorized the financial instruments into a three-level fair value hierarchy depending on the inputs used to determine fair value and their significance for the valuation techniques.
Fair Values of Financial Instruments and Classification Within the Fair Value Hierarchy
€ millions | Category | 12/31/2024 | ||||||
Measurement Categories | Fair Value | |||||||
Carrying Amount |
At Amortized Cost |
At Fair Value |
Level 1 | Level 2 | Level 3 | Total | ||
Assets | ||||||||
Cash and cash equivalents | 9,609 | |||||||
Cash at banks1 | AC | 3,962 | 3,962 | |||||
Time deposits1 | AC | 1,656 | 1,656 | |||||
Money market and similar funds | FVTPL | 3,991 | 3,991 | 3,991 | 3,991 | |||
Trade and other receivables | 6,983 | |||||||
Trade receivables1 | AC | 6,231 | 6,231 | |||||
Other receivables2 | - | 752 | ||||||
Other financial assets | 8,770 | |||||||
Debt securities | AC | 53 | 53 | 53 | 53 | |||
Debt securities | FVOCI | 74 | 74 | 74 | 74 | |||
Equity securities | FVTPL | 6,401 | 6,401 | 135 | 6,266 | 6,401 | ||
Investments in associates2 | - | 144 | ||||||
Time deposits1 | AC | 1,418 | 1,418 | |||||
Financial instruments related to employee benefit plans2 | - | 287 | ||||||
Loans and other financial receivables | AC | 329 | 329 | 329 | 329 | |||
Derivative assets | ||||||||
Designated as hedging instrument | ||||||||
FX forward contracts | - | 12 | 12 | 12 | 12 | |||
Not designated as hedging instrument | ||||||||
FX forward contracts | FVTPL | 51 | 51 | 51 | 51 | |||
Liabilities | ||||||||
Trade and other payables | –2,000 | |||||||
Trade payables1 | AC | –1,178 | –1,178 | |||||
Other payables2 | - | –823 | ||||||
Financial liabilities | –11,446 | |||||||
Non-derivative financial liabilities | ||||||||
Loans1 | AC | –2,250 | –2,250 | |||||
Bonds | AC | –6,090 | –6,090 | –6,286 | –6,286 |
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Private placements | AC | –99 | –99 | –94 | –94 | |||
Lease liabilities3 | –1,715 | –1,715 | ||||||
Commercial Paper | AC | –498 | –498 | –498 | –498 | |||
Other non-derivative financial liabilities | AC | –270 | –270 | –270 | –270 | |||
Derivative liabilities | ||||||||
Designated as hedging instrument | ||||||||
FX forward contracts | - | –32 | –32 | –32 | –32 | |||
Interest rate swaps | - | –408 | –408 | –408 | –408 | |||
Not designated as hedging instrument | ||||||||
FX forward contracts | FVTPL | –85 | –85 | –85 | –85 | |||
Total financial instruments, net | 11,916 | 1,550 | 10,004 | –2,032 | –995 | 6,266 | 3,238 |
Fair Values of Financial Instruments and Classification Within the Fair Value Hierarchy
€ millions | Category | 12/31/2023 | ||||||
Measurement Categories | Fair Value | |||||||
Carrying Amount |
At Amortized |
At Fair Value |
Level 1 | Level 2 | Level 3 | Total | ||
Assets | ||||||||
Cash and cash equivalents | 8,124 | |||||||
Cash at banks1 | AC | 3,369 | 3,369 | |||||
Time deposits1 | AC | 2,277 | 2,277 | |||||
Money market and similar funds | FVTPL | 2,478 | 2,478 | 2,478 | 2,478 | |||
Trade and other receivables | 6,525 | |||||||
Trade receivables1 | AC | 5,775 | 5,775 | |||||
Trade receivables1 | FVOCI | 122 | 122 | 122 | ||||
Other receivables2 | - | 628 | ||||||
Other financial assets | 8,887 | |||||||
Debt securities | AC | 129 | 129 | 129 | 129 | |||
Equity securities | FVTPL | 4,967 | 4,967 | 156 | 0 | 4,811 | 4,967 | |
Investments in associates2 | - | 135 | ||||||
Time deposits | AC | 3,021 | 3,021 | 3,021 | 3,021 | |||
Financial instruments related to employee benefit plans2 | - | 244 | ||||||
Loans and other financial receivables | AC | 300 | 300 | 300 | 300 | |||
Derivative assets | ||||||||
Designated as hedging instrument | ||||||||
FX forward contracts | - | 33 | 33 | 33 | 33 | |||
Not designated as hedging instrument | ||||||||
FX forward contracts | FVTPL | 52 | 52 | 52 | 52 | |||
Call option on equity shares | FVTPL | 5 | 5 | 5 | 5 | |||
Liabilities | ||||||||
Trade and other payables | –1,822 | |||||||
Trade payables1 | AC | –1,022 | –1,022 | |||||
Other payables2 | - | –800 | ||||||
Financial liabilities | –9,676 | |||||||
Non-derivative financial liabilities |
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Bonds | AC | –6,780 | –6,780 | –7,005 | 0 | –7,005 | ||
Private placements | AC | –388 | –388 | –374 | –374 | |||
Lease liabilities3 | - | –1,621 | –1,621 | |||||
Other non-derivative financial liabilities | AC | –263 | –263 | –263 | –263 | |||
Derivative liabilities | ||||||||
Designated as hedging instrument | ||||||||
FX forward contracts | - | –20 | –20 | –20 | –20 | |||
Interest rate swaps | - | –537 | –537 | –537 | –537 | |||
Not designated as hedging instrument | ||||||||
FX forward contracts | FVTPL | –66 | –66 | –66 | –66 | |||
Total financial instruments, net | 12,038 | 4,798 | 7,034 | –4,242 | 2,268 | 4,816 | 2,720 | |
1 We do not separately disclose the fair value for cash and cash equivalents, trade receivables, and accounts payable as their carrying amounts are a reasonable approximation of their fair values. |
Fair Values of Financial Instruments by Instrument Classification
€ millions | Category | 12/31/2024 | ||
Carrying Amount | At Amortized Cost |
At Fair Value | ||
Financial assets | ||||
At fair value through profit or loss | FVTPL | 10,443 | 10,443 | |
At fair value through other comprehensive income | FVOCI | 74 | 74 | |
At amortized cost | AC | 13,649 | 13,649 | |
Financial liabilities | ||||
At fair value through profit or loss | FVTPL | –85 | –85 | |
At amortized cost | AC | –10,385 | –10,385 |
Fair Values of Financial Instruments by Instrument Classification
€ millions | Category | 12/31/2023 | ||
Carrying Amount | At Amortized Cost |
At Fair Value | ||
Financial assets | ||||
At fair value through profit or loss | FVTPL | 7,502 | 7,502 | |
At fair value through other comprehensive income | FVOCI | 122 | 122 | |
At amortized cost | AC | 14,873 | 14,873 | |
Financial liabilities | ||||
At fair value through profit or loss | FVTPL | –66 | –66 | |
At amortized cost | AC | –8,454 | –8,454 |
Determination of Fair Values
A description of the valuation techniques and the inputs used in the fair value measurement is given below:
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Financial Instruments Measured at Fair Value on a Recurring Basis
Type | Fair Value Hierarchy |
Determination of Fair Value/Valuation Technique |
Significant Unobservable Inputs |
Interrelationship Between Significant Unobservable Inputs and Fair Value Measurement | |
Other financial assets | |||||
Money-market and similar funds | Level 1 | Quoted prices in an active market | NA | NA | |
Debt securities | Level 1 | Quoted prices in an active market | NA | NA | |
Listed equity securities | Level 1 | Quoted prices in an active market | NA | NA |
Unlisted equity securities | Level 3 | Market approach. Comparable company valuation using revenue multiples derived from companies comparable to the investee. | Peer companies used (revenue multiples range from 1.5 to 24.0) Revenues of investees Discounts for lack of marketability (5% to 39%) |
The estimated fair value would increase (decrease) if: - The revenue multiples were higher (lower) - The investees’ revenues were higher (lower) - The liquidity discounts were lower (higher) | |
Market approach. Venture capital method evaluating a variety of quantitative and qualitative factors such as actual and forecasted results, cash position, recent or planned transactions, and market comparable companies. | - Nature and selection of financing rounds - Weighting of financings rounds - Discounts for lack of marketability - Weighting of equity allocation method such as option pricing model and common stock equivalent model - Volatility assumptions - Estimated time to exit - Imminent exit value |
The estimated fair value would increase (decrease) if: - Different financing rounds are selected - Weighting of financing rounds changes -Weighting of the applied equity allocation methods changes - Volatility assumptions were higher(lower) - Estimated time to exit increases (decreases) - The imminent exit value increases (decreases) | |||
Last financing round valuations | Nature and pricing indication of latest financing round | The estimated fair value would increase (decrease) if: - Price of latest financing round would increase (decrease) - the overall company value would be higher (lower) - the respective analyzed share class would be affected by this change due to its rights and preferences | |||
Net asset value/fair market value as reported by the respective funds | Net asset value calculations of the respective funds | The estimated fair value would increase (decrease) if: Reported net asset value of respective fund would be higher (lower) | |||
Call option on equity shares | Level 3 | Market approach. Venture capital method evaluating a variety of quantitative and qualitative factors such as actual and forecasted results, cash position, recent or planned transactions, and market comparable companies. | NA | NA | |
Other financial assets/ Financial liabilities | |||||
FX forward contracts | Level 2 | Discounted cash flow using par method. Expected future cash flows based on forward exchange rates are discounted over the respective remaining term of the contracts using the respective deposit interest rates and spot rates. | NA | NA | |
Interest rate swaps | Level 2 | Discounted cash flow. Expected future cash flows are estimated based on forward interest rates from observable yield curves and contract interest rates, discounted at a rate that reflects the credit risk of the counterparty. | NA | NA |
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Financial Instruments Not Measured at Fair Value
Type | Fair Value Hierarchy | Determination of Fair Value/Valuation Technique | |
Financial liabilities | |||
Fixed-rate bonds (financial liabilities) | Level 1 | Quoted prices in an active market | |
Fixed-rate private placements/ loans (financial liabilities) | Level 2 | Discounted cash flows Future cash outflows for fixed interest and principal are discounted over the term of the respective contracts using the market interest rates as at the reporting date. |
For other non-derivative financial assets/liabilities and variable rate financial debt, it is assumed that their carrying value reasonably approximates their fair values.
Transfers Between Levels 1 and 2
Transfers of equity securities from Level 2 to Level 1, which occurred because disposal restrictions lapsed and deducting a discount for such restriction was no longer necessary, did not take place in 2024 and in 2023 (2022: €93 million), while transfers from Level 1 to Level 2 did not occur at all.
Level 3 Fair Value Disclosures
The following table shows the reconciliation of fair values from the opening to the closing balances for our unlisted equity securities and call options on equity shares, as well as the deal contingent forward from our net investment hedge classified as Level 3 fair values:
Reconciliation of Level 3 Fair Values
€ millions | 2024 | 2023 | |
Unlisted Equity Securities | Unlisted Equity Securities and Call Options on Equity Shares |
Deal Contingent Forward | |
1/1 | 4,817 | 4,883 | 0 |
Transfers | |||
Into Level 3 | 7 | 9 | |
Out of Level 3 | –2 | –8 | |
Purchases | 773 | 417 | |
Sales | –132 | –101 | |
Settlements | 91 | ||
Gains/losses | |||
Included in financial income, net | 481 | –219 | –106 |
Included in exchange differences in other comprehensive income | 325 | –164 | 15 |
12/31 | 6,269 | 4,817 | 0 |
Change in unrealized gains/losses in profit or loss for equity investments held at the end of the reporting period | 674 | 532 | 0 |
Transfers out of Level 3 are due to initial public offerings of the respective investees or distributions in kind in the form of listed investees. Changing the unobservable inputs to reflect reasonably possible alternative assumptions would not have a material impact on the fair values of our unlisted equity securities held as FVTPL as at the reporting date.
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Section G – Other Disclosures
This section provides additional disclosures on miscellaneous topics, including information pertaining to the Executive Board, the Supervisory Board, related-party transactions, and other corporate governance topics.
(G.1) Prepaid Expenses and Other Tax Assets
€ millions | 2024 | 2023 | ||||
Current | Non- Current |
Total | Current | Non- Current |
Total | |
Prepaid expenses | 988 | 430 | 1,418 | 844 | 386 | 1,230 |
Other tax assets | 256 | 67 | 323 | 241 | 33 | 274 |
Total | 1,244 | 497 | 1,741 | 1,085 | 419 | 1,504 |
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2,682 | 3,990 | 6,672 | 2,374 | 3,573 | 5,947 |
Prepaid expenses and other tax assets as % of ![]() |
46 | 12 | 26 | 46 | 12 | 25 |
Prepaid expenses primarily consist of prepayments for hyperscalers, support services, and software royalties. Other tax assets primarily consist of value-added tax (VAT).
(G.2) Provisions for Interest and Penalties Related to Taxes and Other Tax Liabilities
Provisions for Interest and Penalties Related to Taxes
€ millions | 2024 | ||
Current | Non-Current | Total | |
1/1/2024 | 11 | 142 | 153 |
Addition | 30 | 84 | 114 |
Utilization | 0 | –71 | –71 |
Release | 0 | –16 | –16 |
Transfer | 9 | –9 | 0 |
Currency impact | 2 | 4 | 6 |
12/31/2024 | 52 | 134 | 186 |
Total provisions | 716 | 494 | 1,210 |
Provisions for interest and penalties related to taxes as % of ![]() |
7 | 27 | 15 |
The provisions primarily consist of interest related to income taxes.
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Other Tax Liabilities
€ millions | 2024 | 2023 | ||||
Current | Non- Current |
Total | Current | Non- Current |
Total | |
Other tax liabilities | 1,009 | 0 | 1,009 | 870 | 0 | 870 |
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5,533 | 749 | 6,282 | 5,647 | 698 | 6,345 |
Other tax liabilities as % of ![]() |
18 | 0 | 16 | 15 | 0 | 14 |
Other tax liabilities primarily consist of VAT, payroll tax, and withholding tax.
(G.3) Other Litigation, Claims, and Legal Contingencies
This Note discloses information about intellectual property-related litigation and claims, tax-related litigation other than income tax-related litigation (see Note (C.5)), and anti-bribery matters.
Uncertainty in Context of Legal Matters
The policies outlined in Note (A.4) for customer-related provisions, which include provisions for customer-related litigation cases and claims, equally apply to our other litigation, claims, and legal contingencies disclosed in this Note.
The outcome of litigation and claims is intrinsically subject to considerable uncertainty. Management’s view of these matters may also change in the future. Actual outcomes of litigation and claims may differ from the assessments made by management in prior periods, which could result in a material impact on our business, financial position, profit, cash flows, or reputation. Most of the lawsuits and claims are of a very individual nature and claims are either not quantified by the claimants or the claim amounts quantified are, based on historical evidence, not expected to be a good proxy for the expenditure that would be required to resolve the case concerned. The specifics of the jurisdictions where most of the claims are located further impair the predictability of the outcome of the cases. Therefore, it is typically not practicable to reliably estimate the financial effect that these lawsuits and claims would have if SAP were to incur expenditure for these cases.
Further, the expected timing of any resulting outflows of economic benefits from these lawsuits and claims is typically uncertain and not estimable, as it depends generally on the duration of the legal proceedings and settlement negotiations required to resolve them.
We are subject to a variety of claims and lawsuits that arise from time to time in the ordinary course of our business, including proceedings and claims that relate to companies we have acquired. We will continue to vigorously defend against all claims and lawsuits against us. The provisions recorded for these claims and lawsuits as at December 31, 2024, are neither individually nor in the aggregate material to SAP.
Among the claims and lawsuits disclosed in this Note are the following classes:
Intellectual Property-Related Litigation and Claims
Intellectual property-related litigation and claims are cases in which third parties have threatened or initiated litigation claiming that SAP violates one or more intellectual property rights that they possess. Such intellectual property rights may include patents, copyrights, and other similar rights.
Contingent liabilities exist from intellectual property-related litigation and claims for which no provision has been recognized. Generally, it is not practicable to estimate the financial impact of these contingent liabilities due to the uncertainties around the litigation and claims, as outlined above. Based on our past experience, most of the intellectual property-related litigation and claims tend to be either
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dismissed in court or settled out of court for amounts significantly below the originally claimed amounts. We currently believe that resolving the intellectual property-related claims and lawsuits pending as at December 31, 2024, will neither individually nor in the aggregate have a material adverse effect on our business, financial position, profit, or cash flows.
Individual cases of intellectual property-related litigation and claims include the following:
In June 2018, Teradata Corporation, Teradata US, Inc. and Teradata Operations, Inc. (collectively “Teradata”) filed a civil lawsuit against SAP SE, SAP America, Inc., and SAP Labs, LLC in U.S. federal court in California. Teradata alleged that SAP had misappropriated trade secrets of Teradata, had infringed Teradata’s copyrights (this claim was subsequently withdrawn by Teradata), and had violated U.S. antitrust laws. Teradata sought unspecified monetary damages and injunctive relief. In 2019, SAP asserted patent infringement counterclaims against Teradata seeking monetary damages and injunctive relief. In 2020, Teradata initiated a second civil lawsuit against SAP asserting patent infringement, seeking monetary damages and injunctive relief; in February 2021, SAP filed patent infringement counterclaims against Teradata in this second U.S. lawsuit as well as a civil lawsuit against Teradata in Germany asserting patent infringement, seeking monetary damages and injunctive relief. All claims between the parties were dismissed in November 2021 after the district court issued a summary judgment decision in SAP’s favor on Teradata’s antitrust and trade secret claims. Teradata appealed the district court's summary judgment decision. In December 2024, the U.S. Appeals Court granted Teradata’s appeal and ordered that the case be returned to the district court for further proceedings and potentially including trial on Teradata’s antitrust and trade secret claims.
Tax-Related Litigation
We are subject to ongoing audits by domestic and foreign tax authorities. In respect of non-income taxes, we are involved in various proceedings with foreign tax authorities regarding assessments and litigation matters on intercompany royalty payments and intercompany services. The total potential amount in dispute related to these matters for all applicable years is approximately €274 million (2023: €416 million). We have not recorded a provision for these matters, as we believe that we will prevail.
For more information about our income tax-related litigation, see Note (C.5).
Anti-Bribery Matters
In January 2024, following comprehensive and exhaustive investigations, dialogue, and corresponding remediation activities, SAP entered into a final settlement agreement with the U.S. SEC and the U.S. DOJ, as well as with local authorities and parties in South Africa, to resolve the criminal and civil claims fully and finally against SAP. Under this agreement, SAP has been required to make payments amounting to €207 million and will continue to enhance its compliance program, including related internal controls, policies, and procedures, and report to and cooperate with relevant regulators.
As a consequence, as at December 31, 2023, provisions for fines in regulatory compliance matters totaling €155 million were recognized in our Consolidated Financial Statements for the year 2023, as were repayments to customers, for which revenue recognized from contracts with customers have been reversed. A considerable portion of these repayments to customers was eligible to be credited against the fines incurred in the regulatory compliance matters. The settlement payments were completed in 2024.
(G.4) Board of Directors
Executive Board
Memberships on supervisory boards and other comparable governing bodies of enterprises, other than subsidiaries of SAP, on December 31, 2024
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Christian Klein
Chief Executive Officer
Strategy & Operations, Corporate Development, Sustainability, Business AI, Compliance, Corporate Communications, Customer Success, Technology & Innovation
Supervisory Board, adidas AG, Herzogenaurach, Germany
Muhammad Alam (from April 1, 2024)
SAP Product Engineering
Global responsibility for all SAP business software applications including product strategy, product management, design, and development
Dominik Asam
Chief Financial Officer
Global Finance & Administration including Legal, Investor Relations, Internal Audit, Data Protection & Export Control, Government Affairs
Supervisory Board, Bertelsmann Management SE and Bertelsmann SE & Co. KGaA, Guetersloh, Germany
Thomas Saueressig
Customer Services & Delivery
Global responsibility for long-term customer value in the cloud including customer services, premium engagements and customer support; cloud infrastructure, cloud operations, cloud lifecycle management, and private cloud delivery
Board of Directors, Nokia Corporation, Espoo, Finland
Gina Vargiu-Breuer (from February 1, 2024)
Chief People Officer, Labor Director
People & Culture
Executive Board Members Who Left During 2024
Scott Russell (until August 31, 2024)
Julia White (until August 31, 2024)
Juergen Mueller (until September 30, 2024)
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Supervisory Board
Memberships on supervisory boards and other comparable governing bodies of enterprises, other than subsidiaries of SAP, on December 31, 2024
Dr. h. c. mult. Pekka Ala-Pietilä (from May 15, 2024)2, 6, 7
Chairperson
Chairperson of the Board of Directors of Sanoma Corporation, Helsinki, Finland
Lars Lamadé1, 2, 7
Deputy Chairperson
Head of Global Sponsorships, SAP SE, Walldorf, Germany
Supervisory Board, Rhein-Neckar Loewen GmbH, Kronau, Germany
Jakub Černý (from May 15, 2024)1, 4, 5
Demand Manager, SAP ČR, Prague, Czech Republic
Pascal Demat (from May 15, 2024)1, 5, 7
Solution Advisor HCM, SAP Belgium, Brussels, Belgium
SAP SE Works Council (Europe), Walldorf, Germany
Aicha Evans2, 4, 6
Chief Executive Officer and Member of the Board of Directors, Zoox, Inc., Foster City, CA, United States
Board of Directors, Joby Aviation LLC, Santa Cruz, CA, United States
Andreas Hahn (from May 15, 2024)1, 2, 4
Product Expert, Digital Supply Chain Standards SAP SE, Walldorf, Germany
Chairperson of the SAP SE Works Council (Europe), Walldorf, Germany
Member of the SAP SE Works Council, Walldorf, Germany
Prof. Dr. Ralf Herbrich (from May 15, 2024)4, 5
Managing Director and Professor for artificial intelligence and sustainability, Hasso Plattner Institute for Digital Engineering gGmbH, Potsdam, Germany
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Margret Klein-Magar1, 2, 3
Head of SAP Alumni Relations SAP SE, Walldorf, Germany
Chairperson of the Spokespersons’ Committee of Senior Managers of SAP SE
Jennifer Xin-Zhe Li3, 5
General Partner of Changcheng Investment Partners, Beijing, China
Board of Directors, ABB Ltd., Zurich, Switzerland
Board of Directors, Full Truck Alliance Co. Ltd., Nanjing, Jiangsu, China, and Cayman Islands
Dr. Qi Lu4
CEO, MiraclePlus Ltd., Beijing, China
Board of Directors, Pinduoduo Inc., Shanghai, China
Chairperson of the Board of Directors, Pine Field Holding Limited, Cayman Islands
Chairperson of the Board of Directors, Pine Field Holding Limited, Hong Kong, China
Chairperson of the Board of Directors, Pine Field Ltd., Beijing, China
César Martin (from May 15, 2024)1, 3, 4
SAP EMEA Enterprise Architect, SAP Spain, Madrid, Spain
Chairperson of the SAP Spain Works Council, Madrid, Spain
Member of the SAP SE Works Council (Europe), Walldorf, Germany
Gerhard Oswald3, 4, 7
Managing Director of Oswald Consulting GmbH, Walldorf, Germany
Advisory Board, TSG 1899 Hoffenheim Fußball-Spielbetriebs GmbH, Sinsheim, Germany
Advisory Board, appliedAI Initiative GmbH, Munich, Germany
Dr. Friederike Rotsch2, 3, 6, 7
Group General Counsel, Deutsche Bank AG, Frankfurt am Main, Germany
Nicolas Sabatier (from May 15, 2024)1, 2, 4
Chief Product Expert, Sustainability Innovation, SAP France SA, Paris, France
Member of the SAP SE Works Council (Europe), Walldorf, Germany
Secretary of the SAP France Works Council, Paris, France
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Dr. Eberhard Schick (from May 15, 2024)1, 3, 5
Chairperson of the SAP SE Works Council, Walldorf, Germany
Nina Straßner (from May 15, 2024)1, 3, 5, 7
HRBP Senior Manager, Global Head of People Initiatives, SAP SE, Walldorf, Germany
Dr. Rouven Westphal2, 5, 6
Member of the Executive Board of the Hasso Plattner Foundation, Potsdam, Germany, and Managing Director of the General Partner of HPC Germany GmbH & Co. KG, Potsdam, Germany
Advisory Board, Sharks Sports & Entertainment LLC, San José, CA, United States
Dr. Gunnar Wiedenfels3, 5, 6
Chief Financial Officer, Warner Bros. Discovery, Inc., New York, NY, United States
Board of Directors, OWN LLC, West Hollywood, CA, United States
Board of Directors, Speechagain, Inc., New York, NY, United States
Supervisory Board Members Who Left During 2024
Prof. Dr. h. c. Hasso Plattner (until May 15, 2024)
Manuela Asche-Holstein (until May 15, 2024)
Monika Kovachka-Dimitrova (until May 15, 2024)
Peter Lengler (until May 15, 2024)
Christine Regitz (until May 15, 2024)
Dr. h. c. Punit Renjen (until May 15, 2024)
Heike Steck (until May 15, 2024)
Helmut Stengele (until May 15, 2024)
James Wright (until May 15, 2024)
1 Appointed by the SAP SE Works Council (Europe)
2 Member of the Company’s Personnel and Governance Committee
3 Member of the Company’s Audit and Compliance Committee
4 Member of the Company’s Product and Technology Committee
5 Member of the Company’s Finance and Investment Committee
6 Member of the Company’s Nomination Committee
7 Member of the Company’s Government Security Committee
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(G.5) Executive and Supervisory Board Compensation
Accounting
Policy
The short-term employee benefits disclosed below in the table “Executive Board Compensation” include a short-term, one-year performance-based compensation (“short-term incentive,” STI). The STI is granted in the Executive Board member’s home currency for a single year. Payment of part of the payout amount under the STI is deferred by one or two additional years and linked to the performance of the SAP share price (“STI deferral”). The short-term employee benefits include both the granted and the deferred amount.
The share-based payment amounts disclosed below in the table “Executive Board Compensation” are based on the grant date fair value of the share units in the respective year. In 2024, share units were issued to the Executive Board members under the LTI 2024. In 2023 and 2022, share units were issued to the Executive Board members under the LTI 2020. For more information about the terms and details of these plans, see Note (B.3).
In the table “Share-Based Payment for Executive Board Members,” the share-based payment expense is the amount recorded in profit or loss under IFRS 2 (Share-Based Payment) in the respective period.
The total compensation of the Executive Board members for each of the years 2024, 2023, and 2022 was as follows:
Executive Board Compensation
€ thousands | 2024 | 2023 | 2022 |
Short-term employee benefits | 21,116 | 19,632 | 12,556 |
Share-based payment | 22,279 | 24,469 | 20,726 |
Subtotal | 43,395 | 44,101 | 33,282 |
Post-employment benefits | –269 | 1,033 | –1,429 |
thereof defined-benefit | –711 | 673 | –1,433 |
thereof defined-contribution | 441 | 360 | 4 |
Termination benefits | 21,615 | NA | 9,600 |
Total | 64,741 | 45,134 | 41,453 |
Share-Based Payment for Executive Board Members
2024 | 2023 | 2022 | |
Number of share units granted | 126,244 | 214,530 | 205,965 |
Total expense in € thousands | 52,062 | 36,127 | 9,986 |
The defined benefit obligation (DBO) for pensions to Executive Board members and the annual pension entitlement of the members of the Executive Board on reaching age 62 based on entitlements from performance-based and salary-linked plans were as follows:
Retirement Pension Plan for Executive Board Members
€ thousands | 2024 | 2023 | 2022 |
DBO 12/31 | 1,187 | 2,192 | 1,462 |
Annual pension entitlement | 88 | 137 | 114 |
The total annual compensation of the Supervisory Board members is as follows:
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Supervisory Board Compensation
€ thousands | 2024 | 2023 | 2022 |
Total compensation | 5,579 | 5,427 | 5,206 |
thereof fixed compensation | 3,507 | 3,185 | 3,149 |
thereof committee remuneration | 2,071 | 2,242 | 2,058 |
The Supervisory Board compensation is a short-term benefit. The Supervisory Board members do not receive any share-based payment for their services. As far as members who are employee representatives on the Supervisory Board receive share-based payment, such compensation is for their services as employees only and is unrelated to their status as members of the Supervisory Board.
Payments to/DBO for Former Executive Board Members
€ thousands | 2024 | 2023 | 2022 |
Payments | 2,444 | 2,329 | 2,217 |
DBO 12/31 | 32,213 | 33,251 | 31,217 |
In 2023, SAP granted a loan within the SAP-Flex Loan program for its employees, amounting to €5,000 to an employee who later joined the Supervisory Board as an employee representative in 2024. Besides this loan, SAP did not grant any compensation advance or credit to, or enter into any commitment for the benefit of, any member of the Executive Board or Supervisory Board in 2024, 2023, or 2022.
(G.6) Related Party Transactions Other Than Board Compensation
Certain Supervisory Board members of SAP SE currently hold, or held within the last year, positions of significant responsibility with other entities. We have relationships with certain of these entities in the ordinary course of business, whereby we buy and sell products, assets, and services on terms believed to be consistent with those negotiated at arm’s length between unrelated parties.
Occasionally, members of the Executive Board of SAP SE obtain services from SAP for which they pay a consideration consistent with those negotiated at arm’s length between unrelated parties.
All amounts related to the abovementioned transactions were immaterial to SAP in all periods presented.
On May 15, 2024, the Annual General Meeting of Shareholders elected Pekka Ala Pietilä as chairperson of the Supervisory Board as successor to Hasso Plattner, whose term of office expired with effect from that date. As of his election date, Pekka Ala-Pietilä became a related party. Subsequently, all parties that were considered related to SAP due to their connection to and/or their relationship with Hasso Plattner are not considered as related parties after May 15, 2024. This includes transactions after that date as well as outstanding balances and commitments.
SAP has relationships with joint ventures and associates in the ordinary course of business whereby SAP buys and sells a wide variety of products and services generally on arm’s length terms.
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Related Party Transactions
Executive Board Members | Supervisory Board Members | Companies
Controlled by |
Associated Entities | |||||
€ millions | 2024 | 2023 | 2024 | 2023 | 2024 | 2023 | 2024 | 2023 |
Products and services provided |
NA | NA | NA | 0 | 0 | 0 | 55 | 13 |
Products and services received |
NA | NA | 21 | 21 | 1 | 3 | 90 | 110 |
Sponsoring and other financial support provided |
NA | NA | NA | NA | 5 | 7 | NA | NA |
Outstanding balances at year end (Vendors) | NA | NA | NA | 0 | NA | 0 | 2 | 6 |
Outstanding balances at year end (Customers) | NA | NA | 0 | 0 | NA | 0 | 20 | 0 |
Commitments at year end |
NA | NA | NA | 0 | NA | 42 | NA | NA |
1 Including services from employee representatives on the Supervisory Board in their capacity as employees of SAP. |
All of these balances are unsecured and interest-free and settlement is expected to occur in cash.
For information about the compensation of our Executive Board and Supervisory Board members, see Note (G.5).
(G.7) Principal Accountant Fees
At the Annual General Meeting of Shareholders held on May 15, 2024, our shareholders elected BDO AG Wirtschaftsprüfungsgesellschaft (BDO) as SAP’s independent auditor for 2024. BDO has been the Company’s principal auditor since the fiscal year 2023. Dr. Jens Freiberg has signed as auditor responsible for the audit of the financial reporting and the group reporting of SAP SE since the fiscal year 2023.
For fiscal years 2002 to 2022, KPMG AG Wirtschaftsprüfungsgesellschaft was the Company’s principal auditor and Bodo Rackwitz signed as auditor responsible for the audit of the financial reporting and the group reporting of SAP SE for the years 2018 to 2022.
BDO and other firms in the global BDO network charged the following fees to SAP for audit and other professional services related to 2024 and 2023 (KPMG for 2022):
€ millions | 2024 | 2023 | 2022 | ||||||
BDO
AG (Germany) |
Foreign
BDO Firms |
Total | BDO
AG (Germany) |
Foreign
BDO Firms |
Total | KPMG
AG (Germany) |
Foreign KPMG Firms |
Total | |
Audit fees | 8 | 6 | 14 | 8 | 5 | 13 | 4 | 10 | 14 |
Audit-related fees | 1 | 6 | 7 | 0 | 1 | 1 | 3 | 7 | 10 |
Tax fees | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
All other fees | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Total | 9 | 11 | 20 | 8 | 6 | 14 | 7 | 17 | 24 |
Audit fees are the aggregate fees charged by BDO for auditing our consolidated financial statements and the statutory financial statements of SAP SE and its subsidiaries. Audit-related fees are fees charged by BDO for assurance and related services that are reasonably related to the performance of the audit and for service organization attestation procedures.
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(G.8) Events After the Reporting Period
Organizational Changes
In January 2025, SAP announced the following organizational changes, among others:
– | The Supervisory Board had extended Thomas Saueressig’s Executive Board contract for another three years until the end of October 2028. |
– | Effective February 1, 2025, the Supervisory Board had appointed Sebastian Steinhaeuser to the Executive Board in the role of Chief Operating Officer. |
– | Effective February 1, 2025, the Executive Board had established an Extended Board, comprised of senior leaders from key functions supporting the Executive Board with advisory, coordination, and decision preparation. |
Operating Segments
As result of the organizational changes in the first quarter of 2025, SAP is currently assessing a separate operating segment for the services function within the Customer Services & Delivery (CS&D) Board area, led by Thomas Saueressig.
(G.9) Scope of Consolidation; Subsidiaries and Other Equity Investments
Entities Consolidated in the Financial Statements
Total | |
12/31/2022 | 288 |
Additions | 12 |
Disposals | –65 |
12/31/2023 | 235 |
Additions | 10 |
Disposals | –19 |
12/31/2024 | 226 |
The additions relate to legal entities added in connection with acquisitions and foundations. The disposals are mainly due to mergers, liquidations, and divestitures of legal entities.
Subsidiaries1
Major Subsidiaries
Name and Location of Company | Owner-ship | Total Revenue in 20242 |
Profit/Loss (–) After Tax for 20242
|
Total
Equity as at 12/31/20242 |
Number
of Employees as at 12/31/20243 |
Footnote |
% | € thousands | € thousands | € thousands | |||
Ariba Technologies India Private Limited, Bengaluru, India | 100 | 134,983 | 27,654 | 60,931 | 1,345 | |
Ariba, Inc., Palo Alto, CA, United States | 100 | 1,197,707 | 481,663 | 3,637,872 | 1,393 | |
Concur Technologies, Inc., Bellevue, WA, United States | 100 | 2,269,859 | 599,747 | 7,579,955 | 2,763 | |
SAP (China) Co., Ltd., Shanghai, China | 100 | 1,322,903 | 15,722 | –81,494 | 6,442 | 13 |
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SAP (Schweiz) AG, Biel, Switzerland | 100 | 1,519,757 | 55,674 | 252,873 | 821 | |
SAP (UK) Limited, Feltham, United Kingdom | 100 | 1,565,630 | 49,980 | 223,774 | 1,531 | 13 |
SAP America, Inc., Newtown Square, PA, United States | 100 | 9,534,492 | 9,274,460 | 21,910,872 | 8,521 | |
SAP Argentina S.A., Buenos Aires, Argentina | 100 | 238,181 | 2,785 | 12,472 | 1,262 | 13 |
SAP Asia Pte. Ltd., Singapore, Singapore | 100 | 771,104 | 57,192 | 62,465 | 1,128 | 13 |
SAP Australia Pty. Ltd., Sydney, Australia | 100 | 864,311 | 28,631 | 114,584 | 1,187 | |
SAP Brasil Ltda., São Paulo, Brazil | 100 | 860,542 | 16,541 | 100,749 | 3,234 | 13 |
SAP Canada Inc., Toronto, Canada | 100 | 1,312,653 | 111,144 | 770,602 | 2,961 | |
SAP Deutschland SE & Co. KG, Walldorf, Germany | 100 | 6,343,048 | 534,083 | 1,578,098 | 5,217 | 9 |
SAP España – Sistemas, Aplicaciones y Productos en la Informática, S.A., Madrid, Spain | 100 | 718,448 | 122,449 | 110,369 | 997 | |
SAP France S.A., Levallois-Perret, France | 100 | 1,369,306 | 136,775 | 1,849,849 | 1,406 | |
SAP Hungary Rendszerek, Alkalmazások és Termékek az Adatfeldolgozásban Informatikai Kft., Budapest, Hungary | 100 | 202,374 | 6,111 | 36,671 | 1,607 | |
SAP India Private Limited, Bengaluru, India | 100 | 902,960 | 73,322 | 263,069 | 2,567 | |
SAP Industries, Inc., Newtown Square, PA, United States | 100 | 646,265 | 185,900 | 1,709,305 | 192 | |
SAP Italia Sistemi Applicazioni Prodotti in Data Processing S.p.A., Vimercate, Italy | 100 | 848,348 | 59,871 | 120,584 | 823 | |
SAP Japan Co., Ltd., Tokyo, Japan | 100 | 1,234,747 | 75,870 | 186,110 | 1,364 | |
SAP Labs Bulgaria EOOD, Sofia, Bulgaria | 100 | 147,639 | 7,814 | 40,977 | 1,648 | |
SAP Labs India Private Limited, Bengaluru, India | 100 | 1,052,776 | 152,223 | 359,228 | 11,474 | |
SAP Labs, LLC, Palo Alto, CA, United States | 100 | 694,989 | 108,643 | 1,002,786 | 1,462 | |
SAP México S.A. de C.V., Mexico City, Mexico | 100 | 583,793 | 3,365 | 113,858 | 1,218 | 13 |
SAP National Security Services, Inc., Newtown Square, PA, United States | 100 | 1,182,435 | 203,689 | 617,815 | 726 | |
SAP Nederland B.V., 's-Hertogenbosch, the Netherlands | 100 | 887,685 | 165,855 | 593,195 | 667 | |
SAP Philippines, Inc., Taguig City, Philippines | 100 | 127,743 | 4,116 | 12,794 | 1,033 | 13 |
SAP Service and Support Centre (Ireland) Limited, Dublin, Ireland | 100 | 356,597 | 84,637 | 174,992 | 1,732 | |
SAP Services s.r.o., Prague, Czech Republic | 100 | 151,161 | 3,719 | 24,496 | 1,574 | 13 |
Other Subsidiaries4
Name and Location of Company | Ownership | Footnote |
% | ||
"SAP Kazakhstan" LLP, Almaty, Kazakhstan | 100 | |
110405, Inc., Newtown Square, PA, United States | 100 | |
Abakus Ukraine Limited Liability Company, Kyiv, Ukraine | 100 | |
Ambin Properties Proprietary Limited, Johannesburg, South Africa | 100 | 13 |
AppGyver Inc., Indianapolis, IN, United States | 100 | |
AppGyver Oy., Espoo, Finland | 100 | |
Ariba Czech s.r.o., Prague, Czech Republic | 100 | 13 |
Ariba India Private Limited, Gurugram, India | 100 | |
Ariba International Holdings, Inc., Wilmington, DE, United States | 100 | |
Ariba Technologies Netherlands B.V., 's-Hertogenbosch, the Netherlands | 100 | |
Baiza Capital Designated Activity Company, Dublin, Ireland | 0 | 8 |
Baiza Capital Italia s.r.l., Milan, Italy | 0 | 8 |
Baiza Capital LLC, Newark, NJ, United States | 0 | 8 |
Baiza Capital S.A., Luxembourg, Luxembourg | 0 | 8 |
Business Objects Option, LLC, Wilmington, DE, United States | 100 |
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Name and Location of Company | Ownership | Footnote |
Business Objects Software Limited (Trading as SAP Solutions), Dublin, Ireland | 100 | |
Callidus Software Inc., San Ramon, CA, United States | 100 | |
CallidusCloud (India) Private Limited, Hyderabad, India | 100 | |
Cleanshelf, Inc., San Francisco, CA, United States | 100 | |
CNQR Operations Mexico S. de. R.L. de. C.V., Mexico City, Mexico | 100 | |
Concur (Canada), Inc., Toronto, Canada | 100 | |
Concur (Czech) s.r.o., Prague, Czech Republic | 100 | 13 |
Concur (France) S.A.S., Levallois-Perret, France | 100 | |
Concur (Germany) GmbH, Frankfurt am Main, Germany | 100 | 10, 11 |
Concur (Japan) Ltd., Tokyo, Japan | 100 | |
Concur (Philippines) Inc., Makati City, Philippines | 100 | |
Concur (Switzerland) GmbH, Zurich, Switzerland | 100 | |
Concur Holdings (Netherlands) B.V., 's-Hertogenbosch, the Netherlands | 100 | |
Concur Technologies (Australia) Pty. Ltd., Sydney, Australia | 100 | |
Concur Technologies (Hong Kong) Limited, Hong Kong, China | 100 | |
Concur Technologies (India) Private Limited, Bengaluru, India | 100 | |
Concur Technologies (Singapore) Pte. Ltd., Singapore, Singapore | 100 | 13 |
Concur Technologies (UK) Limited, Feltham, United Kingdom | 100 | 13 |
ConTgo Consulting Limited, Feltham, United Kingdom | 100 | |
ConTgo Limited, Feltham, United Kingdom | 100 | |
Delos Cloud GmbH, Walldorf, Germany | 100 | |
Emarsys eMarketing Systems GmbH, Vienna, Austria | 100 | 13 |
Emarsys İletişim Sistemleri Tic. Ltd Şti., Istanbul, Turkey | 100 | |
Emarsys Interactive Services GmbH, Berlin, Germany | 100 | |
Emarsys Limited, Hong Kong, China | 100 | |
Emarsys North America, Inc., Indianapolis, IN, United States | 100 | |
Emarsys Pte. Ltd., Singapore, Singapore | 100 | |
Emarsys Pty. Ltd., Sydney, Australia | 100 | |
Emarsys S.A.S., Levallois-Perret, France | 100 | 13 |
Emarsys Schweiz GmbH, Zurich, Switzerland | 100 | |
Emarsys UK Ltd, London, United Kingdom | 100 | 13 |
EMARSYS-Technologies Informatikai Szolgáltató Kft., Budapest, Hungary | 100 | |
FreeMarkets Ltda., São Paulo, Brazil | 100 | |
LeadFormix, Inc., San Ramon, CA, United States | 100 | |
LeanIX France S.A.R.L., Courbevoie, France | 100 | |
LeanIX GmbH, Bonn, Germany | 100 | |
LeanIX SI d.o.o., Ljubljana, Slovenia | 100 | |
LeanIX UK Limited, London, United Kingdom | 100 | |
LeanIX US Holdings, Inc., Watertown, MA, United States | 100 | |
LeanIX, B.V., Amsterdam, the Netherlands | 100 | |
LeanIX, Inc., Houston, TX, United States | 100 | |
LLC "SAP Labs", Moscow, Russia | 100 | |
LLC "SAP Ukraine", Kyiv, Ukraine | 100 | 13 |
Loyalsys Technologies Israel Ltd., Tel Aviv–Yafo, Israel | 100 | |
LXTECH India Private Limited, Hyderabad, India | 100 | |
Outerjoin, Inc., San Ramon, CA, United States | 100 | |
OutlookSoft Deutschland GmbH, Walldorf, Germany | 100 | 10, 11 |
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Name and Location of Company | Ownership | Footnote |
PT SAP Indonesia, Jakarta, Indonesia | 99 | |
Quadrem Africa Pty. Ltd., Johannesburg, South Africa | 100 | |
Quadrem Brazil Ltda., Rio de Janeiro, Brazil | 100 | |
Quadrem Chile Ltda., Santiago de Chile, Chile | 100 | |
Quadrem International Ltd., Hamilton, Bermuda | 100 | |
Quadrem Netherlands B.V., 's-Hertogenbosch, the Netherlands | 100 | |
Quadrem Overseas Cooperatief U.A., 's-Hertogenbosch, the Netherlands | 100 | |
Quadrem Peru S.A.C., Lima, Peru | 100 | |
SAP (Beijing) Software System Co., Ltd., Beijing, China | 100 | |
SAP (China) Holding Co., Ltd., Beijing, China | 100 | |
SAP Andina y del Caribe C.A., Caracas, Venezuela | 100 | 13 |
SAP AZ LLC, Baku, Azerbaijan | 100 | |
SAP Belgium – Systems, Applications and Products S.A., Brussels, Belgium | 100 | |
SAP Beteiligungs GmbH, Walldorf, Germany | 100 | |
SAP Bulgaria EOOD, Sofia, Bulgaria | 100 | |
SAP Chile Limitada, Santiago de Chile, Chile | 100 | 13 |
SAP CIS, LLC, Moscow, Russia | 100 | |
SAP Colombia S.A.S., Bogotá, D.C., Colombia | 100 | 13 |
SAP Costa Rica, S.A., Escazú, Costa Rica | 100 | 13 |
SAP ČR, spol. s r.o., Prague, Czech Republic | 100 | |
SAP Cyprus Limited, Strovolos, Cyprus | 100 | |
SAP Danmark A/S, Copenhagen, Denmark | 100 | |
SAP Dritte Beteiligungs- und Vermögensverwaltungs GmbH, Walldorf, Germany | 100 | |
SAP društvo s ograničenom odgovornošću za digitalnu ekonomiju novog tisućljeća, Zagreb, Croatia | 100 | |
SAP East Africa Limited, Nairobi, Kenya | 100 | 13 |
SAP Egypt LLC, Cairo, Egypt | 100 | 13 |
SAP EMEA Inside Sales S.L., Madrid, Spain | 100 | |
SAP Erste Beteiligungs- und Vermögensverwaltungs GmbH, Walldorf, Germany | 100 | 10, 11 |
SAP Estonia OÜ, Tallinn, Estonia | 100 | |
SAP Financial, Inc., Toronto, Canada | 100 | |
SAP Finland Oy, Espoo, Finland | 100 | |
SAP Foreign Holdings GmbH, Walldorf, Germany | 100 | |
SAP France Holding S.A., Levallois-Perret, France | 100 | |
SAP Global Marketing, Inc., New York, NY, United States | 100 | |
SAP Hellas Single Member S.A., Athens, Greece | 100 | |
SAP Hong Kong Co., Ltd., Hong Kong, China | 100 | 13 |
SAP Hosting Beteiligungs GmbH, St. Leon-Rot, Germany | 100 | 10, 11 |
SAP India (Holding) Pte. Ltd., Singapore, Singapore | 100 | |
SAP International Panama, S.A., Panama City, Panama | 100 | |
SAP International, Inc., Miami, FL, United States | 100 | |
SAP Investments, Inc., Wilmington, DE, United States | 100 | |
SAP Ireland Limited, Dublin, Ireland | 100 | 13 |
SAP Ireland US - Financial Services Designated Activity Company, Dublin, Ireland | 100 | |
SAP Israel Ltd., Ra'anana, Israel | 100 | 13 |
SAP Korea Ltd., Seoul, South Korea | 100 | |
SAP Labs France S.A.S., Mougins, France | 100 | |
SAP Labs Israel Ltd., Ra'anana, Israel | 100 |
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Name and Location of Company | Ownership | Footnote |
SAP Labs Korea, Inc., Seoul, South Korea | 100 | |
SAP Latvia SIA, Riga, Latvia | 100 | |
SAP Lietuva UAB, Vilnius, Lithuania | 100 | |
SAP Malaysia Sdn. Bhd., Kuala Lumpur, Malaysia | 100 | |
SAP Middle East and Africa North Regional Headquarter Company, Riyadh, Kingdom of Saudi Arabia | 100 | 5 |
SAP Middle East and North Africa L.L.C., Dubai, United Arab Emirates | 100 | 13 |
SAP Middle East FZ-LLC, Dubai, United Arab Emirates | 100 | 13 |
SAP Nederland Holding B.V., 's-Hertogenbosch, the Netherlands | 100 | |
SAP New Zealand Limited, Auckland, New Zealand | 100 | |
SAP Norge AS, Oslo, Norway | 100 | |
SAP North West Africa Ltd, Casablanca, Morocco | 100 | |
SAP Österreich GmbH, Vienna, Austria | 100 | |
SAP Perú S.A.C., Lima, Peru | 100 | 13 |
SAP Polska Sp. z o.o., Warsaw, Poland | 100 | |
SAP Portals Holding Beteiligungs GmbH, Walldorf, Germany | 100 | |
SAP Portals Israel Ltd., Ra'anana, Israel | 100 | |
SAP Portugal – Sistemas, Aplicações e Produtos Informáticos, Sociedade Unipessoal, Lda., Porto Salvo, Portugal | 100 | |
SAP Projektverwaltungs- und Beteiligungs GmbH, Walldorf, Germany | 100 | |
SAP Public Services, Inc., Washington, DC, United States | 100 | |
SAP Puerto Rico GmbH, Walldorf, Germany | 100 | 10, 11, 13 |
SAP Retail Solutions Beteiligungsgesellschaft GmbH, Walldorf, Germany | 100 | |
SAP Saudi Software Services Ltd., Riyadh, Kingdom of Saudi Arabia | 100 | |
SAP Saudi Software Trading Ltd., Riyadh, Kingdom of Saudi Arabia | 75 | 13 |
SAP Sechste Beteiligungs- und Vermögensverwaltungs GmbH, Walldorf, Germany | 100 | 10, 11 |
SAP Siebte Beteiligungs- und Vermögensverwaltungs GmbH, Walldorf, Germany | 100 | 10, 11 |
SAP sistemi, aplikacije in produkti za obdelavo podatkov d.o.o., Ljubljana, Slovenia | 100 | |
SAP Slovensko s.r.o., Bratislava, Slovakia | 100 | |
SAP Software and Services WLL, Doha, Qatar | 49 | 6, 13 |
SAP Svenska Aktiebolag, Stockholm, Sweden | 100 | |
SAP System Application and Products Asia Myanmar Limited, Yangon, Myanmar | 100 | |
SAP Systems, Applications and Products in Data Processing (Thailand) Ltd., Bangkok, Thailand | 100 | |
SAP Taiwan Co., Ltd., Taipei, Taiwan | 100 | |
SAP Technologies Inc., Palo Alto, CA, United States | 100 | |
SAP Training and Development Institute FZCO, Dubai, United Arab Emirates | 100 | |
SAP Türkiye Yazilim Üretim ve Ticaret A.Ş., Istanbul, Turkey | 100 | |
SAP Ventures Investment GmbH, Walldorf, Germany | 100 | 10, 11 |
SAP Vierte Beteiligungs- und Vermögensverwaltungs GmbH, Walldorf, Germany | 100 | |
SAP Vietnam Company Limited, Ho Chi Minh City, Vietnam | 100 | |
SAP West Balkans d.o.o., Belgrade, Serbia | 100 | |
SAP Zweite Beteiligungs- und Vermögensverwaltungs GmbH, Walldorf, Germany | 100 | 10, 11 |
SAP.io Fund, L.P., Austin, TX, United States | 0 | 7 |
Sapphire Fund Investments II Holdings, LLC, Austin, TX, United States | 100 | 7 |
Sapphire Fund Investments II, L.P., Austin, TX, United States | 0 | 7 |
Sapphire Fund Investments III Holdings, LLC, Austin, TX, United States | 100 | 7 |
Sapphire Fund Investments III, L.P., Austin, TX, United States | 0 | 7 |
Sapphire SAP HANA Fund of Funds, L.P., Austin, TX, United States | 0 | 7 |
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Name and Location of Company | Ownership | Footnote |
Sapphire Ventures Fund I, L.P., Austin, TX, United States | 0 | 7 |
Sapphire Ventures Fund II, L.P., Austin, TX, United States | 0 | 7 |
Sapphire Ventures Fund III, L.P., Austin, TX, United States | 0 | 7 |
Sapphire Ventures Fund IV, L.P., Austin, TX, United States | 0 | 7 |
Sapphire Ventures Fund V, L.P., Austin, TX, United States | 0 | 7 |
Sapphire Ventures Fund VI, L.P., Austin, TX, United States | 0 | 7 |
Sapphire Ventures Fund VII-A, L.P., Austin, TX, United States | 0 | 7 |
SAPV (Mauritius), Ebene, Mauritius | 100 | 7 |
SC SAP Romania SRL, Bucharest, Romania | 100 | |
Shanghai SAP Cloud Technology Company, Ltd., Shanghai, China | 100 | |
Signavio, Inc., Newtown Square, PA, United States | 100 | |
SuccessFactors (Philippines), Inc., Pasig City, Philippines | 100 | 13 |
SuccessFactors, Inc., Newtown Square, PA, United States | 100 | |
Sybase Angola, LDA, Luanda, Angola | 100 | |
Sybase, Inc., San Ramon, CA, United States | 100 | |
Systems Applications Products (Africa Region) Proprietary Limited, Johannesburg, South Africa | 100 | |
Systems Applications Products (Africa) Proprietary Limited, Johannesburg, South Africa | 100 | |
Systems Applications Products (South Africa) Proprietary Limited, Johannesburg, South Africa | 81 | 13 |
Systems Applications Products Nigeria Limited, Victoria Island, Nigeria | 100 | 13 |
Taulia (Shanghai) Smart Technology Co. Ltd., Shanghai, China | 100 | |
Taulia Arabia LLC, Riyadh, Kingdom of Saudi Arabia | 100 | |
Taulia Australia Pty. Ltd., Sydney, Australia | 100 | |
Taulia Bulgaria EOOD, Sofia, Bulgaria | 100 | |
Taulia GmbH, Düsseldorf, Germany | 100 | 12 |
Taulia LLC, San Francisco, CA, United States | 96 | |
Taulia Singapore Pte. Ltd., Singapore, Singapore | 100 | |
Taulia Trade Technology GmbH, Düsseldorf, Germany | 100 | 12 |
Taulia UK Ltd., London, United Kingdom | 100 | 13 |
TRX Europe Limited, Feltham, United Kingdom | 100 | |
TRX Technologies India Private Limited, Bengaluru, India | 100 | |
TRX UK Limited, Feltham, United Kingdom | 100 | |
TRX, Inc., Bellevue, WA, United States | 100 | |
Volume Integration, Inc., Chantilly, VA, United States | 100 | |
WalkMe Australia Pty. Ltd., Sydney, Australia | 100 | 5 |
WalkMe Canada Ltd., Toronto, Canada | 100 | 5 |
WalkMe Germany GmbH, Frankfurt am Main, Germany | 100 | 5, 12 |
WalkMe K.K., Tokyo, Japan | 100 | 5 |
WalkMe Ltd., Tel Aviv–Yafo, Israel | 100 | 5 |
WalkMe Middle East LLC-FZ, Dubai, United Arab Emirates | 100 | 5 |
WalkMe Singapore Pte. Ltd., Singapore, Singapore | 100 | 5 |
WalkMe UK Limited, London, United Kingdom | 100 | 5 |
WalkMe, Inc., San Francisco, CA, United States | 100 | 5 |
1 For the classification of the subsidiaries, the following figures are considered: revenues, profit/loss after tax, total equity, and number of employees.
2 These figures are based on our local IFRS financial statements prior to eliminations resulting from consolidation and therefore do not reflect the contribution of these companies included in the Consolidated Financial Statements. The translation of the equity into Group currency is based on period-end closing exchange rates, and on average exchange rates for revenue and net income/loss.
3 As at December 31, 2024, including managing directors, in FTE.
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4 Figures for profit/loss after tax and total equity pursuant to HGB, section 285 and section 313 are not disclosed if they are of minor significance for a fair presentation of the profitability, liquidity, capital resources, and financial position of SAP SE, pursuant to HGB, section 313 (2) sentence 3 no. 4 and section 286 (3) sentence 1 no. 1.
5 Consolidated for the first time in 2024.
6 Agreements with the other shareholders provide that SAP SE fully controls the entity.
7 Structured entity belonging to SAP SE. The results of operations of these entities are included in SAP’s Consolidated Financial Statements in accordance with IFRS 10 (Consolidated Financial Statements).
8 In accordance with IFRS 10 the structured entity does not include the receivables and liabilities resulting from the supply chain financing (SCF) activities.
9 Entity whose personally liable partner is SAP SE.
10 Entity with (profit and) loss transfer agreement.
11 Pursuant to HGB, section 264 (3) or section 264b, the subsidiary is exempt from applying certain legal requirements to their statutory stand-alone financial statements including the requirement to prepare notes to the financial statements and a review of operations, the requirement of independent audit, and the requirement of public disclosure.
12 Pursuant to HGB, section 316 (1), the subsidiary is exempt from having its financial statements audited in respect of its financial year ended December 31, 2024.
13 Entity with support letter issued.
Other Equity Investments
Name and Location of Company | Ownership |
% | |
Joint Arrangements and Investments in Associates | |
China DataCom Corporation Limited, Guangzhou, China | 28 |
Procurement Negócios Eletrônicos S/A, Rio de Janeiro, Brazil | 17 |
SAP Fioneer GmbH, Walldorf, Germany | 20 |
Name and Location of Company |
Equity Investments with Ownership of at Least 5% |
All Tax Platform - Solucoes Tributarias S.A., São Paulo, Brazil |
CDQ AG, St. Gallen, Switzerland |
Charlton House Professional Services Limited, Norwich, United Kingdom |
Cofinity-X GmbH, Cologne, Germany |
Data.R.X. Ltd. (dba Datricks Ltd.), Tel Aviv, Israel |
Digital Hub Rhein-Neckar GmbH, Ludwigshafen, Germany |
InnovationLab GmbH, Heidelberg, Germany |
innoWerft Walldorf GmbH, Walldorf, Germany |
Smart City Planning, Inc., Tokyo, Japan |
Vistex, Inc., Hoffman Estates, IL, United States |
47th Street Partners I, L.P., Menlo Park, CA, United States |
83North IV, L.P., Hertzalia, Israel |
Adverity GmbH, Vienna, Austria |
Alation, Inc., Redwood City, CA, United States |
Alchemist Accelerator Fund I LLC, San Francisco, CA, United States |
Aleph-Bigg SPV, L.P., Grand Cayman, Cayman Islands |
Amplify Partners II L.P., Menlo Park, CA, United States |
Amplify Partners III, L.P., Menlo Park, CA, United States |
Amplify Partners IV, L.P., Menlo Park, CA, United States |
Amplify Partners, L.P., Menlo Park, CA, United States |
Ask Sage, Inc., Arlington, VA, United States |
Asylum Ventures 2024, LP (fka Filament 2024, LP), Brooklyn, NY, United States |
BGS Holdings, Inc., Austin, TX, United States |
BioCatch Ltd., Tel Aviv, Israel |
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Bitonic Technology Labs, Inc., Karnataka, India |
BlueYard Crypto 2, L.P. (fka BlueYard Crypto 1, L.P.), Hot Springs Village, AR, United States |
Boldstart Ventures V, L.P., Miami, FL, United States |
Boldstart Ventures VI, L.P., Miami, FL, United States |
Brightfield Holdings, Inc., New York, NY, United States |
Bryj Technologies, Inc. (fka Follow Analytics, Inc.), San Francisco, CA, United States |
BY Crypto 1 GmbH & Co. KG (fka BY Capital 1 Alternative GmbH & Co. KG), Berlin, Germany |
Blue Yard Capital I GmbH & Co. KG, Berlin, Germany |
BY Capital 2 GmbH & Co. KG, Berlin, Germany |
Catchpoint Systems, Inc., New York, NY, United States |
Chalfen Ventures Fund I L.P., St Heiler, Jersey, Channel Islands |
Chalfen Ventures Fund II L.P., St Helier, Jersey, Channel Islands |
Chalfen Ventures Fund III L.P., St Helier, Jersey, Channel Islands |
CircleCI, Inc., San Francisco, CA, United States |
Clari, Inc., Sunnyvale, CA, United States |
Collectly, Inc., Pasadena, CA, United States |
ComponentLab, Inc., Seattle, WA, United States |
Constructor Topco Inc., San Francisco, CA, United States |
Contentful Global, Inc., Berlin, Germany |
Costanoa Venture Capital II L.P., Palo Alto, CA, United States |
Costanoa Venture Capital QZ, LLC, Palo Alto, CA, United States |
Costanoa Venture Capital III L.P., Palo Alto, CA, United States |
Creandum SPV TR (D) AB, Stockholm, Sweden |
Creatio Inc., Boston, MA, United States |
Culture Amp, Inc., Melbourne, Australia |
Cypress.io, Inc., Atlanta, GA, United States |
Data Collective II L.P., Palo Alto, CA, United States |
Data Collective III L.P., Palo Alto, CA, United States |
Data Collective IV, L.P., Palo Alto, CA, United States |
Defense Unicorns, Inc., Colorado Springs, CO, United States |
DocEquity, Inc. (dba Supio), Seattle, WA, United States |
Dremio Corporation, Santa Clara, CA, United States |
Elise A.I. Technologies Corp., New York, NY, United States |
Essence VC III, L.P., Seattle, WA, United States |
FeedZai S.A., Coimbra, Portugal |
Felix Ventures II, L.P., London, United Kingdom |
Felix Capital Fund III, London, United Kingdom |
Finco Services, Inc. (dba Current), New York, NY, United States |
FloQast, Inc., Los Angeles, California, United States |
GitGuardian SAS, Paris, France |
Gorgias Inc., San Francisco, CA, United States |
Haystack Ventures V, L.P., Mill Valley, CA, United States |
Haystack Ventures VI, L.P., Mill Valley, CA, United States |
Haystack Ventures VII, L.P., San Francisco, CA, United States |
Huntress Labs Incorporated, Ellicott City, MD, United States |
IDG Ventures USA III, L.P., San Francisco, CA, United States |
IEX Group, Inc., New York, NY, United States |
InfluxData, Inc., San Francisco, CA, United States |
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Initialized CBH SPV LLC, San Francisco, CA, United States |
Involve.ai, Inc., Santa Monica, CA, United States |
JetLenses Inc. (dba Verse Medical), New York, NY, United States |
JupiterOne, Inc., Morrisville, NC, United States |
LeanData, Inc., Sunnyvale, CA, United States |
LGVP F I LLC, Dover, DE, United States |
Local Globe Opportunity Fund, L.P., St. Peter Port, Guernsey, Channel Islands |
Local Globe VII, L.P., St. Peter Port, Guernsey, Channel Islands |
Local Globe VIII, L.P., St. Peter Port, Guernsey, Channel Islands |
Local Globe X, L.P., St. Peter Port, Guernsey, Channel Islands |
LocalGlobe XI, L.P., St. Peter Port, Guernsey, Channel Islands |
Mango Capital 2018, L.P., Los Altos, CA, United States |
Mango Capital 2020, L.P., Los Altos, CA, United States |
Mango Capital 2022, L.P., Los Altos, CA, United States |
Matillion Ltd., Altrincham, United Kingdom |
Medable Inc., Palo Alto, CA, United States |
Mosaic Ventures Investors Fund I, L.P., London, United Kingdom |
Moxxie Ventures III, L.P., Mountain View, CA, United States |
Notation Capital II CIRC, LLC, Brooklyn, NY, United States |
Notation Capital II, L.P., Brooklyn, NY, United States |
Notation Capital III, L.P., Brooklyn, NY, United States |
Notation Capital, L.P., Brooklyn, NY, United States |
OpenX Software Limited, Pasadena, CA, United States |
Paper Education Company Inc., Montreal, Canada |
Pendo.io, Inc., Raleigh, NC, United States |
PivotNorth Early Fund I, L.P., Atherton, CA, United States |
Point Nine Annex GmbH & Co. KG, Berlin, Germany |
Point Nine Capital Fund II GmbH & Co. KG, Berlin, Germany |
Point Nine Capital Fund III GmbH & Co. KG, Berlin, Germany |
Point Nine Capital Fund IV GmbH & Co. KG, Berlin, Germany |
Point Nine Capital Fund V GmbH & Co. KG, Berlin, Germany |
Project 44, Inc., Chicago, IL, United States |
PubNub, Inc., San Francisco, CA, United States |
Qualified.com, Inc., San Francisco, CA, United States |
Reltio, Inc., Redwood Shores, CA, United States |
Restream, Inc., Austin, TX, United States |
Rewst Inc., Westchase, FL, United States |
Ridge Ventures IV, L.P., San Francisco, CA, United States |
Ridge Ventures V, L.P., San Francisco, CA, United States |
SafeGraph, Inc., Denver, CO, United States |
Sapphire Sport Parallel Fund II, L.P., Austin, TX, United States |
Sapphire Sport, L.P., Austin, TX, United States |
Sapphire Sport Parallel Fund, L.P., Austin, TX, United States |
Side, Inc., San Francisco, CA, United States |
Simpplr Inc., Redwood City, CA, United States |
Splashtop, Inc., San Jose, CA, United States |
Spring Mobile Solutions, Inc., Reston, VA, United States |
StackHawk, Inc., Denver, CO, United States |
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Storm Ventures V, L.P., Menlo Park, CA, United States |
SV Angel IV, L.P., San Francisco, CA, United States |
Tetrate.io, Inc., Milpitas, CA, United States |
The SaaStr Fund, L.P., Palo Alto, CA, United States |
The SaaStr Fund II, L.P., Palo Alto, CA, United States |
Third Kind Venture Capital II, L.P., New York, NY, United States |
Third Kind Venture Capital III, L.P., New York, NY, United States |
Tractian Ltd, Atlanta, GA, United States |
Tribe Capital LLC Series 3, Redwood City, CA, United States |
Tribe Capital LLC Series 8, Redwood City, CA, United States |
UJET, Inc., San Francisco, CA, United States |
Unmind Ltd., London, United Kingdom |
Upfront V, L.P., Santa Monica, CA, United States |
Uptycs, Inc., Waltham, MA, United States |
Upvest GmbH, Berlin, Germany |
VerbIT, Inc., New York, NY, United States |
Walkabout Ventures Fund II L.P., Los Angeles, CA, United States |
Yapily Ltd., London, United Kingdom |
Zesty Tech Ltd., Ramat Gan, Israel |
Kaltura, Inc., New York, NY, United States |
(G.10) German Code of Corporate Governance
The German federal government published the German Corporate Governance Code (the “Code”) in February 2002 and introduced a commission that amends the Code from time to time. The Code contains statutory requirements and a number of recommendations and suggestions. Only the legal requirements are binding for German companies. With regard to the recommendations, the German Stock Corporation Act, section 161, requires that every year, listed companies publicly state the extent to which they have implemented them. Companies can deviate from the suggestions without having to make any public statements.
In 2024 and 2023, the Executive Board and Supervisory Board of SAP SE issued the required declarations of compliance. The declaration for 2024 was issued at the end of October 2024. These statements are available on our Web site: www.sap.com/investors/en/governance.
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Walldorf, February 19, 2025
SAP SE
Walldorf, Germany
The Executive Board
Christian Klein | Muhammad Alam |
Dominik Asam | Thomas Saueressig |
Sebastian Steinhaeuser | Gina Vargiu-Breuer |
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Management’s Annual Report on Internal Control over Financial Reporting in the Consolidated Financial Statements
U.S. law requires that management submit a report on the effectiveness of internal control over financial reporting in the consolidated financial statements. For 2024, that report is as follows:
The management of SAP is responsible for establishing and maintaining adequate internal control over financial reporting as such term is defined in Rules 13a–15(f) and 15d–15(f) under the U.S. Securities Exchange Act of 1934. SAP’s internal control over financial reporting is a process designed under the supervision of SAP’s CEO and CFO to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external reporting purposes in accordance with International Financial Reporting Standards as issued by the International Accounting Standards Board.
SAP’s management assessed the effectiveness of the Company’s internal control over financial reporting as at December 31, 2024. In making this assessment, it used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission in Internal Control – Integrated Framework (2013).
Based on the assessment under these criteria, SAP management has concluded that, as at December 31, 2024, the Company’s internal control over financial reporting was effective.
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Additional Information
Five-Year Summary | 338 |
Financial Calendar and Addresses | 340 |
Financial and Sustainability Publications | 341 |
Publication Details | 343 |
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Five-Year Summary1
€ millions, unless otherwise stated | 2024 | 2023 | 2022 | 2021 | 2020 |
Revenues | |||||
Cloud ERP Suite | 14,166 | 10,626 | 8,209 | NA | NA |
Cloud | 17,141 | 13,664 | 11,426 | 8,701 | 8,080 |
Cloud and software | 29,830 | 26,924 | 25,391 | 23,361 | 23,228 |
Services | 4,346 | 4,283 | 4,128 | 3,592 | 4,110 |
Total revenue | 34,176 | 31,207 | 29,520 | 26,953 | 27,343 |
Share of more predictable revenue (in %) | 83 | 81 | 79 | 75 | 72 |
Operating Expenses | |||||
Cost of cloud | –4,660 | –3,884 | –3,499 | –2,881 | –2,699 |
Total cost of revenue | –9,243 | –8,674 | –8,038 | –7,219 | –7,886 |
Total operating expenses | –29,511 | –25,408 | –23,606 | –20,645 | –20,715 |
Profits and effective tax rate | |||||
Cloud gross profit | 12,481 | 9,780 | 7,927 | 5,820 | 5,381 |
Cloud gross profit (non-IFRS)2 | 12,559 | 9,821 | 7,981 | 5,896 | 5,634 |
Gross profit | 24,932 | 22,534 | 21,482 | 19,734 | 19,458 |
Operating profit | 4,665 | 5,799 | 5,914 | 6,308 | 6,623 |
Operating profit (non-IFRS)2 | 8,153 | 6,514 | 6,447 | 6,870 | 8,287 |
Profit after tax from continuing operations | 3,150 | 3,600 | 3,068 | 6,824 | 5,283 |
Profit after tax3 | 3,150 | 5,964 | 1,708 | 5,376 | 5,283 |
Effective tax rate (non-IFRS, in%)2 | 32.3 | 30.3 | 25.3 | 32.0 | 26.5 |
Backlog | |||||
Current cloud backlog | 18,078 | 13,745 | 11,024 | 8,674 | 7,155 |
Liquidity and Cash Flow | |||||
Net cash flows from operating activities from continuing operations | 5,220 | 6,210 | 5,675 | 6,182 | 7,194 |
Free cash flow | 4,113 | 5,093 | 4,388 | 5,049 | 6,000 |
Net liquidity (net debt) | 1,695 | 3,521 | –2,070 | –1,563 | –6,503 |
Assets, Equity and Liabilities | |||||
Total assets | 74,122 | 68,331 | 72,159 | 71,174 | 58,464 |
Total liabilities | 28,314 | 24,925 | 29,311 | 29,651 | 28,537 |
Total equity | 45,808 | 43,406 | 42,848 | 41,523 | 29,927 |
Key SAP Stock Facts | |||||
Issued shares4 (in millions) | 1,229 | 1,229 | 1,229 | 1,229 | 1,229 |
Earnings per share, basic (in €) from continuing operations | 2.68 | 3.11 | 2.80 | 5.45 | 4.35 |
Earnings per share, basic (non-IFRS, in €) from continuing operations2 | 4.53 | 3.72 | 3.94 | 6.65 | 5.41 |
Earnings per share, diluted (in €) from continuing operations | 2.65 | 3.08 | 2.79 | 5.45 | 4.35 |
Earnings per share, basic (in €)3 | 2.68 | 5.26 | 1.95 | 4.46 | 4.35 |
Earnings per share, basic (non-IFRS, in €)2,3 | 4.53 | 5.51 | 3.23 | 6,73 | 5.41 |
Earnings per share, diluted (in €)3 | 2.65 | 5.20 | 1.94 | 4.46 | 4.35 |
Dividend per share4 (in €) | 2.35 | 2.20 | 2.05 | 2.45 | 1.85 |
Total dividend distributed4 | 2,741 | 2,565 | 2,395 | 2,865 | 2,182 |
Non-financial KPI's | |||||
Number of employees5,6 | 109,121 | 107,602 | 106,312 | 102,658 | 102,430 |
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€ millions, unless otherwise stated | 2024 | 2023 | 2022 | 2021 | 2020 |
Women working at SAP5 (in %) | 35.4 | 35.2 | 34.9 | 34.3 | 33.6 |
Women in executive roles5 (total, in % of total number of employees) | 22.5 | 22.2 | NA | NA | NA |
Women in management5 (total, in % of total number of employees) | 30.2 | 29.7 | 29.3 | 28.3 | 27.5 |
Employee Engagement Index (in %) | 74 | 80 | 80 | 83 | 86 |
Employee retention (in %) | 96.7 | 96.4 | 92.8 | 93.2 | 95.3 |
Customer Net Promoter Score7 | 12 | 9 | 7 | 10 | 4 |
Gross greenhouse gas emissions (scope 1, 2, 3 / market-based) (in million tons CO2 equivalents) |
6.9 | 6.9 | NA | NA | NA |
1 Based on SAP Group results, according to IFRS, unless otherwise stated.
2 From 2024, we updated our non-IFRS policy to include share-based payment expenses and exclude gains and losses from equity securities, net. The years 2021 and 2020 have not been retrospectively adjusted.
3 From continuing and discontinued operations.
4 2024 numbers are based on the proposed dividend and on level of treasury stock as at year end.
5 Numbers at year end.
6 Full-time equivalents
7 Since 2022, we are using our updated methodology for calculating customer Net promoter score. Prior years have not been adjusted.
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Group Management Report |
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Financial Statements IFRS |
Additional Information |
Financial Calendar and Addresses
Financial Calendar
2025 | |
April 22 | Results for the first quarter 2025 |
May 13 | Annual General Meeting of Shareholders |
May 16 | Dividend payment |
July 22 | Results for the second quarter and half-year 2025 |
October 22 | Results for the third quarter 2025 |
Addresses
Group Headquarters
SAP SE
Dietmar-Hopp-Allee 16
69190 Walldorf
Germany
Tel. +49 6227 74 74 74
Fax +49 6227 75 75 75
E-mail info@sap.com
Web site www.sap.com
The addresses of all our international subsidiaries and sales partners are available on our public Web site at https://www.sap.com/about/company/office-locations.html
For more information about the matters discussed in the report, contact:
Investor Relations
Tel. +49 6227 76 73 36
Fax +49 6227 74 08 05
E-mail investor@sap.com
Web site www.sap.com/investor
Press
Tel. +49 6227 74 63 15
E-mail press@sap.com
Website www.sap.com/press
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Financial and Sustainability Publications
We present our financial, social, and environmental performance in the SAP Integrated Report 2024, which is available at www.sapintegratedreport.com. This SAP Integrated Report 2024 comprises all of the information required by accounting and disclosure standards applicable to us.
The following publications are available in English at www.sap.com/investor, or in German at www.sap.de/investor:
– | Annual Report on Form 20-F (IFRS, available in English only) |
– | SAP Integrated Report (PDF) |
– | SAP SE Statutory Financial Statements and Review of Operations (HGB, available in German only) |
– | Half-Year Reports |
– | SAP Compensation Report |
– | SAP Quarterly Statements |
Complete information on the governance of SAP SE is available at www.sap.com/corpgovernance. Materials include:
– | Information about the management of SAP SE, including the current members of the Executive Board and the Supervisory Board, their CVs and memberships in boards of other companies |
– | Information about the Supervisory Boards’ committees, including their tasks and current composition |
– | Details of managers’ (the Executive and Supervisory Board members’) transactions in SAP securities |
– | Documents relating to SAP SE’s Annual General Meetings of Shareholder, including voting results |
– | SAP SE’s Articles of Incorporation |
– | Agreement on the Involvement of Employees in SAP SE |
– | German Code of Corporate Governance |
– | Declaration of Implementation pursuant to the German Stock Corporation Act, Section 161 |
– | Global Code of Ethics and Business Conduct for EmployeesCorporate Governance Statement pursuant to the German Commercial Code, Sections 315d and 289f |
– | Rules of Procedure for the SAP SE Supervisory Board |
– | Rules of Procedure for the SAP SE Executive Board |
– | Profile of Skills and Expertise for the SAP SE Supervisory Board |
– | Overview of the participation of Supervisory Board members in meetings of the Supervisory Board and its committees |
Additional SAP policies are made public at www.sap.com/sustainability:
– | SAP Human Rights Commitment Statement |
– | SAP Global Health and Safety Management Policy |
– | SAP Environmental Policy |
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– | SAP Global Anti-Discrimination Statement |
– | SAP ‘s Guiding Principles for Artificial Intelligence and SAP Global Artificial Intelligence Ethics Policy |
– | SAP Supplier Code of Conduct |
– | SAP Partner Code of Conduct |
– | SAP’s Global Tax Principles |
Further, the SAP Glossary is available at www.sap.com/glossary
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Financial Statements IFRS |
Additional Information |
Publication Details
Publisher
SAP SE
Investor Relations
Concept and Realization
SAP Integrated Report project team
with the support of SAP solutions
Printing
SAP has decided to publish the SAP Integrated Report solely as an electronic document. A hard copy of the audited consolidated financial statements can also be requested free of charge by sending an email to investor@sap.com or via phone +49 6227 7-67336.
Copyright
SAP SE
Dietmar-Hopp-Allee 16
69190 Walldorf
Germany
© 2025 SAP SE or an SAP affiliate company. All rights reserved. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE (or an SAP affiliate company) in Germany and other countries. All other product and service names mentioned are the trademarks of their respective companies. Please see www.sap.com/about/legal/copyright.html for additional trademark information and notices.
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