2025 Annual Sustainability Report

A letter from our CEO

As we continue to shape the future direction of our firm, we aim to embed sustainability considerations into our governance, risk management, and strategic planning processes as we navigate an increasingly complex world. Our approach is grounded in long-term value creation. Sustainability and innovation, guided by strong ethical leadership, informs how we make decisions, where we direct investment, and how we engage with clients and communities.

By staying focused on what matters most to our clients, our people, and our communities, we are reinforcing the foundations that will support BDO’s growth and impact over the long term. Our sustainability-related priorities, including governance practices, risk oversight, and internal data management, remain central to this direction. Over the past year, we continued to refine our internal approach to climate-related planning by improving the collection and management of greenhouse gas (GHG) emissions data used for internal reporting. As described later in the report, we have established a long-term objective to work toward net-zero greenhouse gas emissions by 2050 across our value chain. This aspiration is informed by our Science Based Targets initiative–validated targets and is subject to assumptions, evolving methodologies, data availability, changes in business structure such as divestitures or acquisitions, and the development of future interim milestones.

We also continued to advance inclusion, accessibility, and governance initiatives across the firm, with a clear focus on consistent measurement and accountability. In parallel, we accelerated responsible innovation by introducing BDO’s Responsible AI Policy and AI Code of Conduct, establishing clear principles to guide how the growth of AI is developed and used across the firm. Through mandatory training and ongoing skill-building, we are equipping our people to use AI appropriately to enhance quality and scalability of service to our clients and communities while maintaining human oversight and confidentiality.

Looking ahead, we recognize that today’s challenges, from climate uncertainty and social inequity to accelerating technological change, demand bold and adaptive leadership. Transformation is no longer optional; it is essential to sustain relevance and impact. We are investing in our people, so they are prepared to lead this change, building a firm of professionals who can apply AI thoughtfully and responsibly to transform innovative ideas into solutions that deliver meaningful value for clients and communities. Our commitment is to act responsibly and continue evolving as the world around us changes.

We thank our partners and collaborators as we work to implement BDO’s sustainability initiatives focused on governance, risk management, and operational planning to strengthen long-term business resilience and continuity.

Bruno Suppa
Chief Executive Officer

A message from our Sustainability Program Leader

Over the past year, BDO’s sustainability program has continued to evolve with greater clarity and purpose. Together, we have strengthened governance, improved data discipline, and advanced the priorities explored in this report. This work reflects the dedication of our people and our shared commitment to building a resilient, responsible firm prepared for a rapidly changing world.

BDO’s emissions reduction targets have been validated by the Science Based Targets initiative (SBTi). This means SBTi has assessed our targets against its criteria and determined that they align with recognized climate target-setting methods. We aim to reduce absolute Scope 1 and Scope 2 emissions by 50% by 2030 and 90% by 2050, from a 2023 base year. In 2025, we took steps to strengthen environmental management and oversight, including piloting waste reduction initiatives, enhancing internal data collection, and deepening our climate change risk analysis to better inform enterprise risk management and strategic decision-making.

Alongside our environmental efforts, we continue to maintain momentum across our social and governance priorities. We advanced initiatives related to Truth and Reconciliation (T&R) and diversity, equity, inclusion, and accessibility (DEIA), with a focus on consistent measurement, accountability, and leadership engagement. Guided by a National Advisory Council whose focus areas include learning and awareness, mentorship and sponsorship, and representation and inclusion, we continued to create opportunities for meaningful dialogue, development, and connection across the firm. In 2025, participation in our group mentoring sessions increased significantly, fostering community, open and honest conversations, and safe spaces where colleagues could learn from one another and build stronger relationships across perspectives. Psychological safety remained a key enabler, reinforcing our efforts to create an environment where people feel respected, supported, and empowered to contribute fully. These efforts are central to building a workplace where every individual feels valued, respected, and equipped to thrive.

As regulatory requirements, technological change, and workforce expectations accelerate, we see an opportunity to further embed sustainability into governance, accountability, and innovation. Responding to the challenges of our time requires steady, practical action supported by transparency and continuous improvement.

Looking ahead, we will continue refining our approach and internal capabilities, while remaining clear about the assumptions and limitations that shape our work. Sustainability is an ongoing journey, and our commitment is to move forward with intention and integrity, supporting our clients, our people, and the communities we serve.

Glory Keong
Director, Sustainability

Building future-ready leaders and talent

Our people strategy is centered on building self-awareness, leadership capability, and future-ready skills across all career stages. Through assessments, feedback, coaching, development planning, and curated learning experiences, we support individuals in understanding their strengths, identifying growth opportunities, and taking ownership of their development.

We proactively invest in the leadership pipeline by identifying future leaders early and providing meaningful stretch opportunities to build critical thinking, judgment, and influence. We also strengthen manager effectiveness through practical training in coaching, mentoring, communication, and performance leadership, while building business development capability through programs focused on client relationships and service excellence.

Across these efforts, technological literacy and AI fluency are embedded into learning experiences to help our people use emerging tools responsibly and effectively in support of productivity, quality, and innovation.

Key focus areas:

• Self-awareness and targeted development
• Partner pipeline and succession management
• Manager capability
• Talent development
• Business development capability
• Technological literacy and AI fluency

Together, these integrated learning experiences ensure our workforce is equipped with the critical thinking, people, and technical skills needed to lead with confidence, navigate change, build meaningful relationships, and contribute to sustainable success for the firm and our clients.