2025 Sustainability Report

Sustainability Report I 2025

We build, connect, power and protect the world.

Ingenuity delivered.

A Letter from Wesco Chairman, President and CEO John Engel Innovation is the Key to Our Success

I am pleased to present Wesco’s 2025 Sustainability Report, which demonstrates our commitment to furthering sustainability, innovation and connection in a rapidly changing world. This report highlights how we continue to build a brighter future for our customers, supplier partners and the communities we serve.

In 2024, we continued to focus on execution while furthering our vision to become the best tech-enabled supply chain solutions company in the world. Our digital transformation is well underway. We’re more than halfway complete on our technology and capabilities build which, once deployed, will help us to do our jobs better, deliver new products and services for our customers and create added value for our supplier partners.

Our progress was driven by strong employee engagement, evidenced by our Wesco Listens survey results which showed improvements in trust and safety, surpassing industry and global benchmarks. These metrics reflect our commitment to operational excellence and our dedication to creating a trusted and safe workplace for all.

Wesco’s global capabilities, leading scale and expanded portfolio of services and solutions uniquely position us to address the world’s critical infrastructure needs, including enhanced power generation, electrical grid modernization, automation, connectivity, security, and supply chain resiliency. I am incredibly proud of our talented Wesco team, whose hard work and dedication drive our success.

This year, we saw momentum in four key areas:

Environmental Stewardship:

We continued to pursue our sustainability goals with substantial progress towards achieving our 2030 carbon reduction target. Our focus on renewable energy exhibits our dedication to reducing our environmental impacts.

Empowering Our People and Communities:

We believe that investing in our employees is crucial for our continued success and growth. In 2024, our employees collectively spent over 172,000 hours in training and development. This commitment to training not only enhances the skills and capabilities of our workforce but also fosters a culture of innovation and inclusiveness. We launched the Wesco Cares Scholarship Program to support the next generation of tradespeople and fortify our commitment to the electrical industry. The $200,000 in scholarships has been awarded to qualified and deserving students pursuing careers in specialized fields within the U.S. electrical industry.

Our Wesco team worked especially hard to help our communities in times of need and I am grateful for their dedication to our customers, supplier partners and one another. In addition to responding to storms and other natural disasters, together we made a positive impact through our Wesco Cares program. Wesco team members volunteered more than 3,000 hours of their time in 2024. We expanded our partnership with Habitat for Humanity, contributing to projects such as Home Equals and construction of sustainable homes in Chiapas, Mexico, along with support of the 2024 Jimmy & Rosalynn Carter Work Project in St. Paul, Minnesota. We joined The Red Cross’s Annual Disaster Giving Program to help them mobilize and respond to emergencies big and small at a moment’s notice.

Ethics and Governance:

Integrity remains at the core of Wesco’s operations. Our robust global compliance program continues to promote the highest ethical standards. We remain steadfast in our commitment to transparency and accountability.

Innovation for a Greener Tomorrow:

We offer a wide range of sustainable products and services that help our customers reach their own sustainability goals. From energy-efficiency and energy-management solutions to renewable energy, we are dedicated to environmental responsibility.

Wesco has developed programs, services and solutions that are designed to be scalable and adaptable, enabling us to meet the evolving needs of the industries we serve. This includes supporting residential, commercial and utility-scale solar projects through supply chain solutions, a broad product portfolio,

and expertise that adapts to consumer demands. Innovation remains a cornerstone of our success. We continue to expand our portfolio of sustainable solutions, providing customers with tools to achieve their own environmental goals.

Sustainability is a journey. As we look to 2025 and beyond, I am confident that the dedication of our teams, partners and stakeholders will continue to drive progress. From advancing renewable energy solutions to supporting our employees and communities, we remain steadfast in our vision for a better future for all.

Thank you for being part of this journey.

John Engel Chairman, President and Chief Executive Officer

About Wesco We Build, Connect, Power and Protect Your World

Headquartered in Pittsburgh, Pennsylvania, Wesco International (NYSE: WCC) is a FORTUNE 500® company with approximately $22 billion in annual sales in 2024 and a leading provider of business-to-business distribution, logistics services and supply chain solutions. Wesco offers a best-in-class product and services portfolio of Electrical & Electronic Solutions (EES), Communications & Security Solutions (CSS) and Utility & Broadband Solutions (UBS).

The Company employs approximately 20,000 people, partners with the industry’s premier suppliers and serves thousands of customers around the world. With millions of products, end-to-end supply chain services and leading digital capabilities, Wesco provides innovative solutions to meet customer needs across commercial and industrial businesses, contractors, educational institutions, government agencies, technology companies, telecommunications providers and utilities.

Wesco operates more than 700 sites, including distribution centers, fulfillment centers and sales offices in approximately 50 countries, providing a local presence for customers and a global network to serve multilocation businesses and global corporations.

In 2024, Wesco acquired several businesses —EntroCIM, SRX and Ascent—whose technologies and expertise further enhance our service offerings. EntroCIM, acquired in June, is an innovator in data center and building intelligence software; SRX, acquired in July, is an asset and inventory management software company; while Ascent, acquired in December, is a premier provider of data center facility management services. Wesco offers a range of capabilities for all stages of data center design, development, deployment, operations, maintenance and support. Wesco also completed the acquisition of Independent Electric Supply Inc., a full-line electrical distributor headquartered in Ontario, Canada in July 2024.

With a strong portfolio and a high-performance continuous improvement culture, Wesco develops solutions to satisfy the complex challenges our customers face every day.

As a leader in electrical, communications and utility distribution and supply chain services, Wesco is a onestop shop for the products and services needed to navigate business complexities and get the job done for the industries we serve.

Our skills, experience and insights enable us to work smarter and build innovative solutions that move our customers’ businesses forward.

Mission and Strategy

Our mission, vison and strategy are integrated throughout our business model and ensure alignment across Wesco’s business units. Our vision is clear: to be the best tech-enabled supply chain solutions provider while pursuing our mission to build, connect, power and protect the world. We believe that realizing this vision depends on the successful execution of our three-tiered strategy, which encompasses our Core5 values.

Extend our industry-leading scale and value proposition.

Further develop our team and culture of excellence. Digitalize and transform our B2B business.

These values define who we are at Wesco and drive how we approach our work. The three elements of our strategy touch every aspect of our business—from how we go to market with our strategic business units, to how we drive efficiency and build our high-performance culture across the organization.

We believe that the successful execution of these strategies, combined with our comprehensive product and service offerings, will provide cost-effective and innovative end-to-end supply chain solutions for our diverse set of customers across our end markets.

Wesco Business Segments

Wesco provides best-in-class products and innovative solutions to meet customer needs for commercial and industrial businesses, contractors, government agencies, institutions, telecommunications providers and utilities.

Electrical & Electronic Solutions (EES)

Communications & Security Solutions (CSS)

Utility & Broadband Solutions (UBS)

We have been a leader in distribution of electrical products for over a century. From electrical distribution equipment to automation and lighting to wire and cable, we have the products and solutions to meet our customers’ electrical needs. EES has approximately 6,700 employees serving customers in over 50 countries.

Key Solutions and Markets

• Electrical equipment and infrastructure

• Energy management solutions

• Lighting and renewables advisory services

• Industrial solutions

• Maintenance, repair and operations (MRO)

• Safety and Personal Protective Equipment (PPE)

• Wire and cable

• Automation and internet of things (IoT)

For more than 40 years, we have partnered with leading manufacturers to deliver comprehensive solutions and services that provide 24/7 connectivity and enable security and safety in commercial buildings, data centers and other facilities around the world. CSS has approximately 4,700 employees serving customers in over 50 countries.

Key Solutions and Markets

• Data center services (advisory, installation enhancement and project deployment)

• Network infrastructure

• Supply chain solutions and management platforms

• Security

• Professional Audio Visual

• Safety

• Connected Devices

/ IoT

For more than 60 years, we have been serving investor-owned utilities, public power companies, including municipalities, as well as global service providers, wireless providers, broadband operators and the contractors that service these customers. UBS has approximately 2,300 employees serving customers in the U.S. and Canada.

Key Solutions and Markets

• Supply chain services

• Infrastructure project services

• Power generation and utility scale renewables

• Safety and Maintenance, repair and operations (MRO) products

• Broadband and wireless networks

• Transmission, distribution and substations

• Wire and cable

Sustainability Approach and Goals We Are Committed to Operating Responsibly

Our Sustainability Approach

Wesco is recognized as a premier distribution and supply chain services company with a history of success in meeting our customer needs and integrating sustainability into our operations. Over the decades, we have been committed to operating responsibly with our customers, suppliers and the communities in which we operate. Our approach to sustainability is focused on reducing our own environmental impact and empowering our partners to make sustainable choices.

Our 2030 goals include reducing our greenhouse gas emissions (GHG) and reducing waste. We are continuously improving our data collection and aligning our efforts with the United Nations Sustainable Development Goals (UN SDGs), to help ensure our actions have a meaningful impact.

We conducted our first Climate Risk Assessment in 2022 and have since added this as a biannual exercise. This comprehensive assessment helps us understand the potential risks and opportunities associated with climate change.  We have expanded our alignment to the International Financial Reporting Standards (IFRS) S2, developed by the International Sustainability Standards Board (ISSB), to ensure transparency and accountability within our organization and for interested parties. IFRS S2 is the global standard for climate-related financial disclosures, providing consistent, comparable and decision-useful information to stakeholders. It fully incorporates the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), which officially disbanded in 2023, with the ISSB assuming responsibility for advancing its legacy. Our IFRS S2 Index (updated from TCFD) can be found at the back of this report. Our efforts in climate risk assessments and reporting exhibit continued alignment with recognized international standards and support the ISO standards our organization is registered for.

Lean process management and driving continual improvement are integral to Wesco’s corporate values. These principles are reinforced every day through daily management in our warehouses, to improvement of functional programs, to kaizen (a Japanese word for continuous improvement) events conducted by crossfunctional teams. The Lean principles contribute to our Wesco sustainability programs as employees practice continuous improvement. This applies to operations at our own facilities, to the products and services we offer to our customers in support of their sustainability efforts and to our supplier relationships as we support them in addressing their sustainability challenges and opportunities.

Our Goals for 2030

Reduce U.S., U.K, and Canada absolute scope 1 and scope 2 greenhouse gas emissions by 30% from a 2021 baseline by 2030.

2021 Baseline: 84,253 MTCO2e

Reduce landfill waste intensity by 15% across our U.S. and Canadian locations from a 2020 baseline by 2030.

2020 Baseline: 0.64

Achieve a 15% reduction in Total Recordable Incident Rate (TRIR) by 2030 from 2020 baseline.

2020 Baseline: 0.47

Provide 425,000 hours of safety training and development to our employees by 2030

This report includes content that is considered relevant to Wesco and our stakeholders, as well as information intended to meet disclosure requirements aligned with our ESG frameworks. The 2025 Wesco Sustainability Report references the Global Reporting Initiative’s (GRI) standards and the International Financial Reporting Standards (IFRS) Sustainability Disclosure Standards, including the Sustainability Accounting Standards Board (SASB) and IFRS S2 standards. We include in this report separate GRI, SASB and IFRS S2 indices. Our new IFRS S2 alignment incorporates the prior recommendations from the now decommissioned Task Force on ClimateRelated Financial Disclosures (TCFD). Senior leaders participated in the development and review of this report to help ensure the content is accurate, balanced and representative of our commitment to be transparent in reporting our economic sustainability involvement, environmental impact, governance practices and social initiatives. We gather data and information from various sources to identify the content and relevant topics for our sustainability reporting. For this report, we relied on the following inputs:

Significant Topics Reporting

• Disclosure frameworks such as GRI, SASB and IFRS S2 (incorporates TCFD)

• Employee surveys and other feedback mechanisms

• Priorities of industry associations in which we participate, such as the United Nations Global Compact and Institute of Supply Management

• Feedback from customers, employees, suppliers, nongovernmental organizations and other stakeholders on prior sustainability reports

• Topics evaluated by external ranking organizations, such as CDP, formerly known as the Carbon Disclosure Project and EcoVadis

• ESG ratings methodology information from MSCI and Sustainalytics to understand topics identified as material for our industry and therefore considered for our ESG rating

• Customer surveys of our sustainability progress

• Insight from our senior leaders

• Our enterprise risk management process

• Applicable government regulations

Environmental Continuous Improvement

Wesco is dedicated to meeting our 2030 goals by continuing our commitment to reduce environmental impact. We are working with customers and suppliers as well as the communities in which we operate to reassess and recalibrate certain programs and processes in order to advance us further towards achieving our goals.

To advance us towards our emissions goal, we now include energy efficiency requirements in new building leases. For the buildings we own, we implement various initiatives to improve our energy efficiency. These efforts plus investing in renewable energy solutions with our utility providers will improve our emissions. Wesco improved waste and recycling data accuracy in 2024 and addressed data gaps from 2023. Future efforts will focus on reducing waste to meet our 2030 goal.

Our Environmental Goals

Reduce absolute scope 1 and 2 GHG emissions 30% for our U.S., Canada and U.K. operations from a 2021 baseline by 2030.

Reduce landfill waste intensity by 15% across our U.S. and Canadian locations from a 2020 baseline by 2030.

To achieve this goal, we will: implement waste reduction initiatives at high-impact sites; expand employee training on sustainable practices; partner with vendors to optimize recycling streams; and continuously monitor and refine data for better insights.

Our Global Sustainability Policy sets the foundation for our efforts. Elements of the policy are aligned with key provisions of the ISO 14001:2015 environmental management standards. The policy outlines accountability, direct program responsibilities, key performance indicators and other metrics to track progress and is conducted by the sustainability and environmental compliance team, who report progress to senior management monthly. We implement the Plan-Do-Check-Act cycle to promote continuous improvement in our energy and environmental management efforts.

In 2024, Wesco’s landfill waste intensity increased by 20% from the 2020 baseline. While these results are below our expectations, there has been an increased focus on waste management and tracking, and a 44% increase in overall tons recycled. Target

UN Sustainable Development Goals

We act responsibly to utilize our resources in furtherance of our sustainability goals.

Wesco has reduced scope 1 and 2 emissions by 3% or 2,556 total MTCO2e from our 2021 baseline for our U.S., Canada and U.K. operations.

Greenhouse Gas (GHG) Emissions

Building on efforts initiated in 2023, Wesco has continued focus on global reporting of scope 1 and 2 emissions. Our 2021 baseline scope 1 and 2 inventory includes our U.S., Canada and U.K. businesses, which encompass over 92% of global Wesco carbon emissions in 2024. This boundary is the basis for our current target to reduce our emissions 30% by 2030. In the last two years, our GHG inventory has expanded to include all operationally controlled activities globally, spanning over 45 countries.

For 2024, primary data (e.g., electricity and fuel use) collection expanded to cover approximately 84% of scope 1 and 2 emissions, with industry standard estimations used to develop a comprehensive global inventory. With increasing coverage and accuracy in the Wesco footprint, data can be used to assess progress and strategies at the global and regional levels.

Scope 1 and 2

Emissions Intensity

Global  total scope 1 and 2 emissions intensity metrics

In addition to scope 1 and 2 efforts, Wesco has begun expanded internal monitoring of scope 3 supply and value chain emissions. Establishing a scope 3 inventory enhances our preparedness for future reporting and reduction efforts with our suppliers and customers.

Scope 1 and 2

Our scope 1 and 2 emissions come from three primary sources: electricity use, building fuel use and our transportation fleet – both owned and leased. Among these, the largest source of GHG emissions is the electricity and natural gas used by our facilities, which accounts for approximately two-thirds of our combined scope 1 and 2 emissions. Because of this, our decarbonization strategy is focused on initiatives targeting these emissions sources, such as renewable energy, energy efficiency improvements, heating, ventilation and air conditioning (HVAC) upgrades and electrification.

In 2024, Wesco prioritized renewable energy as a lever to reduce our GHG emissions, developing our renewable energy program and expanding our market-based scope 2 reporting. Our renewable energy program is detailed further in our Facility Energy section. Going forward, renewable energy is expected to remain an area of focus for us as we explore investments into in-region utility provider tariffs, community choice offerings and other local programs.

We have matured our scope 2 emissions calculations and report both location-based and market-based figures in line with the Greenhouse Gas Protocol (GHGP) recommendation. While location-based emissions reflect average regional electricity emissions, marketbased emissions account for our investments into renewable energy programs. Wesco’s electricity use is spread globally across hundreds of facilities and involves relationships with many utility providers. Reporting market-based figures helps us ensure we capture complexity beyond regional average electricity emissions.

There has also been a continued focus on capturing complete and accurate emissions data globally.

Wesco utilizes a number of tools and engages regularly with facilities to develop more accurate measures of the company carbon footprint. This year primary data has been captured for many international sites, spanning both scope 1 and 2 emission sources. Where primary data is not available, estimates are made using data from the U.S. Energy Information Administration’s (EIA) Commercial Buildings Energy Consumption Survey (CBECS).

As additional countries and data have been captured, our global carbon footprint has expanded (by 1%) since it was first reported last year for 2023. However, our initial investments in renewable energy, alongside other initiatives, have made a positive impact towards our targets. Since our baseline in 2021, our emissions per square foot of building space in U.S., U.K. and CAN has decreased by over 13%, demonstrating decreased emissions intensity while the business has grown. With business growth, we acknowledge the difficulty in maintaining reduced energy consumption and emissions, and are taking steps to focus on levers that balance energy use with growth, electrification and renewable adoption.

Energy

Most of the energy we use comes from electricity and natural gas for lighting, heating and cooling our distribution centers, fulfillment centers and sales offices in approximately 50 countries around the world. Our fleet of approximately 1,300 trucks and 1,800 cars used in our distribution and sales activities consume fuel that further contributes to our total energy consumption. Utilizing renewable energy and identifying new energy efficient practices is at the core of our energy use reduction strategy.

Our Facilities

Most of our facility portfolio is leased, which reduces our control over facility energy consumption and adds complexity to meeting our emissions reduction goal. Through business optimization efforts to better serve our customers, we consolidated locations, but we expanded our overall square footage at these locations to support business growth, which offset energy savings. To introduce renewable energy into our facility portfolio, we have implemented a renewable energy certificate program, with planned future evolution to encompass additional procurement strategies. Our initial focus is on verified local projects in the areas where Wesco consumes the most energy. Where possible, we also engage with the owners and agents of the buildings we lease to improve energy efficiency.

Our greatest opportunity to make an impact is during lease negotiations. We now include energy efficiency requirements in new building leases. For the buildings we own, we implement various initiatives to improve our energy efficiency. These include energy audits for buildings, upgrades to heating, ventilation and air conditioning (HVAC) systems, electrification initiatives and the adoption of renewable energy solutions.

To help inform our efforts, Wesco analyzes facility energy consumption data to determine outliers and areas for improvement. These efforts, along with investing in renewable energy solutions with our utility providers, will help us to reach our 2030 emissions goal.

Renewable Energy in Our Facilities:

• In 2024, Wesco began a renewable energy program to support renewable energy use in our facilities.

• Wesco focused on our top two states by electricity consumption – Illinois and Texas. Wesco invested in locallygenerated and Green-e certified renewable energy certificates in these two states. (19,191 MWh total renewable energy)

The company also participates in tax credit and community solar

Our Transportation Fleet

A secondary source of GHG emissions is from our truck and car fleet. Where possible, Wesco makes use of fuel-efficient vehicles and requires an evaluation of fuel-efficient models available when purchasing new vehicles. We also provide guidance to drivers on practices that can reduce fuel use within the truck and car fleets, such as using efficient routes and idling restrictions. Locations are urged to retire the leastefficient vehicles first and take steps to improve the efficiency of the remaining vehicles. Future actions are planned to investigate opportunities to upgrade existing fleet vehicles with available technologies to improve fuel efficiencies.

As of 2024, 198 of our distribution centers and fulfillment centers were using industry-leading route planning software to meet customer delivery dates and eliminate wasteful mileage. For employees who drive either a company truck or car, we provide training on ways to increase vehicle fuel efficiency. This includes accelerating gradually, maintaining proper tire pressure, conducting timely preventative maintenance and using more efficient routes.

Our idling policy requires an engine to be turned off unless necessary for work. Exceptions include engine warmup and during periods of extreme cold weather. Anti-idling technology is part of base vehicle specifications for our full fleet. We anticipate continued GHG reductions since this increased visibility will allow us to implement targeted training at locations where idling performance is poorest.

To reduce energy use and emissions in our car fleet, we are continuing a three-year transition to move from employee-owned to company-leased vehicles. Employees in the U.S. and Canada who log more than 7,500 miles in business travel annually can optionally use a leased vehicle rather than their personal cars. Leased vehicles give us more control over our fuel use. We continue to explore more efficient vehicles, including electric and alternative fuel cars, for this program.

In addition to our company operated fleet, Wesco works with third-party shipping partners around the world to support our business. The Wesco global transportation team holds regular reviews with our key shipping vendors to share progress of collective sustainability efforts.

In 2024, the transportation team launched an initiative to better expose sustainability impacts of different thirdparty transportation options for shipping. This effort highlights the numerous variables that can influence the sustainability impact of transportation - including shipping mode, service, consolidation and emissions. Launching this program allows internal representatives and customers to make more informed decisions when selecting shipping pathways.

Environmental Education:

Keeping our employees engaged and informed on our environmental practices at Wesco is crucial for fostering a culture of responsibility and empowers our employees to contribute to our environmental goals and drive change in their respective functions. To support this, Wesco’s sustainability team contributes content to our monthly newsletter. The content is designed to engage, educate and inform employees on sustainability initiatives and best practices, providing an easy and consistent way to share key information. In addition, the sustainability team developed an online learning course called the OUR (Operational Utility Reduction) Project. The course reviews the basics of GHG emissions, provides an overview of Wesco’s emissions footprint and shares tips on how to save energy and be more mindful in energy consumption while at work.

Climate Risks and Opportunities

At Wesco, we recognize the complexity of various risks and opportunities affecting our business and have implemented strategic measures to address them effectively. As we are now aligned with the International Financial Reporting Standards (IFRS) Sustainability Disclosure Standards (S2) which is built upon and fully incorporates the recommendations of the disbanded Task Force on Climate-Related Financial Disclosures (TCFD), our commitment extends beyond mere compliance. The IFRS S2 Index, featured at the end of this report, exemplifies our commitment to transparently disclosing our approach, evaluating risks, and identifying opportunities.

As the global community navigates complex environmental challenges, Wesco remains committed to advancing sustainable practices and innovative solutions that mitigate risks while unlocking opportunities for a more resilient and sustainable future. Every two years, Wesco’s enterprise risk management (ERM) team conducts a comprehensive review of potential risks, including those associated with environmental change. Wesco also conducted an updated scenario analysis for our operations in 2025.In addition to this report, further information on Wesco’s GHG emissions and climate risk management can be found in our annual CDP response. View our current and past reports.

Water

As a distributor and services provider, we are not a major consumer of water. Our facilities primarily use water for sanitation, cleaning and irrigation purposes. We track water usage in our locations and use the data to identify unusual consumption patterns that could indicate undetected leaks or excessive usage that requires intervention. We also use a third-party system to alert us of abnormally high-water usage to help ensure we are managing consumption responsibly.

To further assess our water-related exposure, we assessed our water withdrawals using the World Wildlife Fund’s (WWF) Water Risk Filter to determine where we may be operating in areas with water risks. We found that approximately 5% of our 2023 operational facilities are in areas of water scarcity. However, given our insignificant water usage, our impact in these regions remains low and water scarcity does not pose a substantive risk to our business. In 2024, we addressed water security in our CDP response for the third consecutive year and plan to respond annually to the CDP water module moving forward.

Waste

We transport millions of products around the world each year, resulting in a solid waste stream comprising primarily non-hazardous packaging-related material. Our locations stored a minimal amount of hazardous waste with no spills in 2024. Our top four waste streams are cardboard, wood pallets/reels, metal and plastic. We also have a minor waste stream produced by paper and batteries. We are committed to advancing circularity by reducing, reusing, and recycling materials wherever possible. Lean principles guide our efforts to minimize waste and maximize resource efficiency. Key initiatives include:

• Paper-based packaging: When making customer deliveries, we take back cardboard when possible and reuse boxes for deliveries. Cardboard that cannot be used is recycled.

• Pallets/wood: We reuse, recycle, sell, or return good pallets to our suppliers.

• Wood reels: Where feasible, we work with recycling and refurbishing partners so pallets and reels can be repaired or made into a new product. We also reuse our proprietary INSTA-REEL® reusable wood reels that are returned to us by customers.

We focus on finding and developing regional relationships with recycling vendors that recycle non-traditional waste streams, specifically metal and wood. Our locations also have access to lighting and electronic waste recycling services offered by third-party vendors. This waste includes lamps, batteries, ballasts, electronics and computer equipment. By continuously collaborating with local recyclers, we aim to integrate circularity into our operations and further reduce environmental impact.

Throughout 2024, Wesco has worked to increase data collection and accuracy for our waste and recycling streams across the U.S. and Canada, including rectifying incomplete data pooled previously for 2023. As the business has grown, we have seen an increase in our overall waste and recycling. To move us toward achieving our 2030 goal, we will implement waste reduction initiatives at high-impact sites; expand employee training on sustainable practices; partner with vendors to optimize recycling streams; and continuously monitor and refine data for better insights.

Forests and Biodiversity

Nature-related impacts are not considered highly significant sustainability topics for our company and no significant risks have been identified in our own operations, but these topics are monitored as part of our broader environmental sustainability program. Wesco purchases timber products from third-party suppliers primarily for packaging, such as reels and pallets, which make up an insignificant portion of our overall procurement. Whenever possible, we prioritize reuse and recycling of wooden packaging materials— functional pallets are returned to our suppliers and we work with recycling and refurbishing partners to repair damaged pallets for reuse. We also partner with regional recycling vendors that specialize in metal and wood recycling. Wood product purchases are reported as part of our CDP forest response. Wesco has assessed our operations for biodiversity-related impacts using the World Wildlife Fund’s (WWF) biodiversity risk filter to identify locations with higher risk. Wesco assessed our 2023 operational footprint using this filter and identified no material overlaps with legally protected areas or sites.

Social Our Commitment to People, Values and the Future

At Wesco, our people are at the heart of everything we do. We believe that our people and our highperformance culture are our greatest assets. We foster a culture that values and rewards employees based on merit. We also believe that making the most of the wealth of ideas, talents, skills, backgrounds and perspectives from our people helps us to be more –together. We take pride in our talented and diverse workforce and aspire to become the employer of choice in our industry.

Beyond the workplace, we encourage our employees to make a positive impact in their communities. Through volunteerism and charitable initiatives, we provide employees with opportunities to give back, supporting causes that resonate with their values and the needs of the regions in which they live and work.

Our People and Culture

Our culture at Wesco is dynamic, inclusive and driven by collaboration. It is a culture that thrives on innovation, empowerment and mutual respect. We understand that a diverse and engaged workforce is critical to our success, which is why we are focused on attracting and retaining individuals with various ideas, talents, skills, backgrounds and experiences.

We have intentionally built a culture where the development and well-being of our employees are at the forefront of our business strategy. This is reflected in our policies, programs and practices that promote work-life balance, learning opportunities and career advancement. As part of our ongoing effort to develop talent, we emphasize a collaborative work environment where employees can share ideas, challenge assumptions and work together to drive continuous improvement.

Through this commitment to people and culture, Wesco ensures that our employees are not just workers —they are partners in building the company’s future. Together, we are fostering a culture of trust, inclusion and shared purpose.

Human Rights

At Wesco, we believe that respect for human rights is non-negotiable. We are dedicated to ensuring that all employees are treated fairly, ethically and with dignity. In 2024, we reaffirmed our commitment to human rights by publishing our updated Global Human Rights Principles. These principles are aligned with internationally recognized frameworks, including the United Nations Global Compact, Universal Declaration of Human Rights and the International Labour Organization (ILO) Conventions. By embedding these principles into our operations and supply chain, we ensure that human rights are respected across every aspect of our business.

Our commitment to human rights is not just about compliance, it is about fostering an environment where every individual is respected and valued. We actively promote a culture of dignity, inclusion and respect, so that our employees feel safe, supported and empowered to speak up about issues affecting their well-being.

Our Human Rights Policies Include:

• Non-Discrimination: We believe in equal opportunities for all and work diligently to prevent any form of discrimination within our workforce.

• Workplace Safety: Promoting a safe working environment is a fundamental priority across all Wesco locations.

• Freedom of Association: We respect the right of employees to form or join trade unions and engage in collective bargaining, ensuring that workers’ voices are heard.

• Accommodations for Disabled Employees: We provide reasonable accommodations to support employees with disabilities, ensuring they can contribute fully to our organization.

• Harassment-Free Environment: We maintain a zero-tolerance policy for harassment of any kind. Our Anti-Retaliation Policy protects employees who report misconduct or raise concerns.

• No Child or Forced Labor: We strictly prohibit the use of child labor or forced labor within our operations and supply chain.

• Fair Wages and Working Conditions: We adhere to local wage and hour laws and fairly compensate employees for their work.

Wesco’s practices are designed to integrate respect for human rights across all our global operations. We recognize that upholding human rights is not only the right thing to do, but it also makes good business sense—it fosters loyalty, increases productivity and enhances our reputation as an employer of choice.

Our Commitment to Belonging

We aim to foster a sense of individual and group belonging by:

• Leveraging the unique experiences, backgrounds and perspectives of our talented workforce to support Wesco’s mission.

• Engaging employees and building an inclusive culture, and supporting the communities in which we operate.

We require that personnel actions are administered without any form of discrimination and in compliance with applicable laws.

We are committed to creating an environment where every employee feels valued, respected and empowered to contribute their best.

At Wesco, inclusion is a core value that drives our approach to talent management, community engagement and business strategy.

Employee Population by Country*

*Data reflects countries where Wesco has operations with employee populations over 50.

Employee Age Demographics

*Leaders are identified as those with positions of Director and above.

Global Employee Population by Gender

Revenue Generating Positions*

U.S. Employees by Race/Ethnicity*

*Disclosure of race, ethnicity and gender is voluntary. The final totals above reflect disclosed information only.

Our Business Resource Groups (BRGs)

Wesco’s BRGs exist to support a culture of inclusion where employees can thrive and strengthen our culture by offering different perspectives, styles, thoughts and ideas. These groups are offered globally and are open to all employees regardless of any aspect of their personal identity. BRG’s support the following:

• Building an inclusive culture and positively impacting employee engagement

• Assisting with the creation and maintenance of a pipeline of talent for the company

• Providing informal mentoring and professional development opportunities for Wesco employees

• Identifying opportunities for adding value and growing Wesco’s business through community engagement

• Creating an open forum for the exchange of ideas

• Engaging with suppliers, customers and industry groups to share best practices, partner on initiatives, advance the industry and to drive business growth

We continue to evolve our BRGs to support the goals of the company. Feedback from our BRGs provides valuable business insights, aiding our ongoing efforts to foster an inclusive and respectful workplace culture at Wesco.

• ABLE – Employees with disabilities and allies

• MOSAIC – Black, Latino, Indigenous, people of color, employees and allies

• PRIDE – Equitable empowerment of the LGBTQ+ community and allies and promotes a safe, friendly environment for all

• WIN – Women in our organization and allies

• VOLT – The engagement of employees serving in the military, veterans and allies

• SPARK – Employees in their early careers, allies and wider stakeholders that empower the expansion of professional horizons

Talent Acquisition

At Wesco, we believe that attracting the right talent is critical to our success. In 2024, we continued the evolution of our recruitment processes, partnerships and outreaches, focusing on attracting a workforce with a wealth of ideas, talents, skills, backgrounds and perspectives to our organization.

We automated and optimized processes to enhance the experience for all candidates with an emphasis on speed and communication. We enabled our hiring managers by continuing to improve our sourcing and screening processes to present the most qualified candidates from a range of sources. We continue to develop our talent acquisition team through a variety of internal and external training offerings to build their skills in sourcing and attracting candidates.

Key Talent Management Achievements in 2024

• Recruitment Process Optimization: We completed a variety of improvement initiatives to create standardization, consistency and efficiency across several recruitment processes including assessment usage, pay transparency in job postings, evergreen requisitions (a pool of candidates to fill multiple job openings), internal mobility, automated candidate correspondence and more.

• Interview and Selection Training Program: We launched a new interview and selection training course for hiring managers to enhance the knowledge and skills of this critical component of a manager’s responsibilities. The training program features an online component followed by a facilitator-led session to reinforce key concepts and to practice interviewing skills.

• Enhanced Analytics: We launched a new initiative to automate key talent acquisition reporting dashboards to enable real time access to data, improving our ability to monitor and act on critical steps in the hiring process.

• Improved Commitment to sourcing from multiple channels: Our talent acquisition team works with organizations like RecruitMilitary, Out & Equal, the Department of Defense SkillBridge Program and Military Spouse Employment Partnership to ensure we source candidates from multiple channels.

An Enhanced Onboarding Experience

The onboarding experience is a critical first step in an employee’s journey with Wesco. We are committed to ensuring that all new employees feel welcomed, supported and set up for success from day one.

We recognize that onboarding is more than just paperwork, it’s about immersing new hires into the Wesco way of working and giving them the tools they need to be successful. Over the last few years, we’ve invested in building and enhancing our onboarding programs to help new associates acclimate to our organization.

New Employee Orientation (NEO)

In 2023, we redesigned and launched our New Employee Orientation (NEO) program in North America to provide a more holistic and impactful onboarding experience. The NEO program serves as an official introduction to our company’s mission, culture, operations and resources.

In 2024, the NEO program was expanded to our international locations and delivered to all global employees who join Wesco. We have also been working towards digitalizing key onboarding tasks through our Human Capital Management (HCM) system to create a more seamless experience that allows new hires and managers to track their progress through the onboarding process.

Onboarding Focused on Sales

Recognizing the critical role that sales associates play in driving our business forward, we prioritized developing a dedicated onboarding program tailored to their specific needs in 2024. In July, we launched a new sales orientation program called Sales Essentials, designed to equip new sales associates with the foundational knowledge and skills to set them up for a successful career at Wesco. This program encompasses high-level overviews of our industry, business units, key products and solutions, pricing and profitability and communication skills training.

As we look forward to 2025, we will continue to expand on the foundation we’ve built and augment the program with supplemental sales training programs, courses and activities through the first 90 days on the job. By fostering robust and supportive onboarding experiences, we aim to set our sales team up for longterm success and high performance.

A Strong Foundation for Operations

Our operations teams are essential to our success. We conducted a comprehensive review of our learning strategy to identify the best solutions and technologies to support our operations employees where they work. In 2024, we launched a micro-learning platform to provide multilingual, foundational onboarding programs designed for use across various business lines.

We also introduced mobile solutions in our larger warehouses, enabling employees to learn safely while on the warehouse floor and access hundreds of job aids whenever needed.

Investments in Our Future

Continuous learning and development are essential to building a high-performing workforce. In 2024, we invested in expanding our Learning and Development (L&D) solutions, introducing more than 5,800 new learning opportunities into our existing offerings. We also successfully delivered a total of 172,175 hours of training (including safety training) to employees across the globe, at an average rate of 8.4 training hours per employee. These efforts are designed to equip our employees with the knowledge, skills and experiences they need to excel in their roles and contribute to Wesco’s ongoing success. Our L&D initiatives are aligned with our broader business strategy, ensuring that employees at all levels are provided with opportunities for professional growth.

Key Focus Areas:

• Talent Development: Our seasoned L&D professionals have the deep expertise in adult learning and instructional design needed to create engaging, high-impact training experiences.

• Process Improvements: We continuously evaluate and evolve our ways of working to ensure quality, efficient and effective results.

• Technology Enhancements: We introduced new digital platforms and tools to support learning, making it easier for employees to access training programs and track their progress.

• Strategic Alignment: We aligned our L&D priorities with Wesco’s business goals, focusing on the following:

– Sales/commercial upskilling

– Digital transformation

– Operational excellence

– Leadership development

In addition to our internal training programs, we provide employees with access to external training resources through partnerships with organizations such as the National Association of Electrical Distributors (NAED). This allows employees to enhance their skills and knowledge by participating in industry-recognized training programs and certifications.

Leadership Development

Wesco is committed to building the next generation of leaders who will drive our company’s growth and success. The Wesco Leader Profile is a roadmap for employees who aspire to advance their careers and take on leadership roles. This profile outlines the key competencies, skills and behaviors that define successful leaders at Wesco.

Wesco facilitates two leadership development programs:

• Leading Others: Designed for leaders of individual contributors or employees who influence without direct authority, this program helps participants develop critical leadership skills. In 2024, over 400 of Wesco’s leaders participated in this program.

• Leading Managers: Tailored for managers who are transitioning to leading teams, this program focuses on strategic leadership, coaching and decision-making. Participating leaders conduct Wesco’s Leadership 360 assessment and receive peer coaching to review results. Approximately 300 managers participated in this program in 2024.

The leadership programs were recipients of two distinguished awards in 2024:

• Our overall “Leadership Essentials Program” suite was awarded Gold Level from the Brandon Hall Group.

• Our “Leading Others Program” won Gold Level from the U.S. Distance Learning Association.

Metrics for the programs are collected to fulfill Kirkpatrick’s 4 levels of evaluation, a globally recognized framework for assessing the effectiveness of educational programs. This ensures that our leadership development initiatives are delivering measurable results and preparing participants for the challenges of leadership.

Building on the Ignite Change campaign of 2023, Wesco has launched a hands-on change leadership training program targeting upper-level leadership. This initiative includes deep dives into change management topics, one-on-one coaching sessions and group discussions to improve program outcomes by better managing daily activities. The pilot program was launched to the finance senior leadership team in 2024 and has yielded promising results. The plan is to carry forward training across the enterprise in 2025.

Performance Management

Our myPerformance program is designed to foster a high-performance culture at Wesco. By encouraging ongoing feedback, goal setting and performance reviews, myPerformance ensures that employees are aligned with the company’s strategic objectives, are continuously meeting performance expectations and improving their skills.

Performance management is not just about yearend reviews, it’s about continuous dialogue between employees and their managers. We encourage regular check-ins, where employees can discuss their progress, receive feedback and identify areas for development.

Key Components of myPerformance:

• Goal Setting: At the beginning of each year, employees and managers work together to set clear, measurable goals that align with Wesco’s strategic priorities.

• Continuous Feedback (Check-ins): Employees receive real-time feedback from their managers and peers, allowing them to make immediate improvements and stay on track with their goals.

• Year-End Appraisals: At the end of each year, employees participate in formal appraisals where they discuss their accomplishments, receive feedback, and plan for future development.

Our performance management process is directly linked to Wesco’s compensation system, ensuring that high performers are rewarded for their contributions. This pay-for-performance model reinforces our commitment to recognizing and rewarding employees who deliver results.

Employee Engagement and Recognition

We understand that engaged employees are more productive, more innovative and more committed to the company’s success. In 2024, we launched an enhanced Employee Engagement Survey, with a 72% response rate globally and we saw improvement across 17 of our 18 measured dimensions.

The survey results provide us with valuable insights into what is working well and where there are opportunities for improvement. This feedback helps us shape our people strategies and creates an environment where employees feel valued, supported and motivated to give their best every day.

Key Highlights from the 2024 Survey:

• Ethical Conduct: 86% of respondents indicated that Wesco has a strong commitment to ethical business practices, which is 8% above the global average.

• Health and Safety: 85% of employees rated our workplace safety and physical working conditions as favorable, which is 9% above the global benchmark.

• Manager Effectiveness: 81% of employees reported having a positive relationship with their managers, with feedback indicating that managers are supportive, respectful and effective in their roles.

We track employee turnover rates as a key performance indicator of engagement. In 2024, our total turnover rate was 20.3% (excluding divestitures), reflecting our ongoing efforts to create a work environment where employees feel engaged and committed to their roles.

Wesco Outstanding Work (WOW)

At Wesco, we believe in celebrating the achievements and contributions of our employees. In 2022, we introduced the Wesco Outstanding Work (WOW) recognition program, which allows employees to recognize their peers for exceptional performance and behaviors that align with our core values. Since its inception, 58% of employees have enabled their accounts and have sent out approximately 30,000 meaningful recognitions (more than 12,000 in 2024) to show their appreciation for each other’s work.

The WOW program is designed to create a culture of appreciation, where employees feel acknowledged and valued for their contributions. Whether it’s a major project milestone or a simple act of kindness, WOW ensures that employees are recognized for going above and beyond.

In addition to the WOW program, we offer the annual Lean Awards, which celebrate teams and individuals who have successfully implemented Lean principles to achieve significant measurable results. The Lean Leadership Award was created in 2010 to promote leaders that demonstrated Lean best practices and to communicate their success stories. In 2014, the Lean Execution Award was added to honor teams that completed a Kaizen or Lean project resulting in significant and quantifiable business improvement. These awards highlight Wesco’s commitment to continuous improvement and operational excellence.

Coaching, Mentoring, and Succession Planning

Coaching is a critical practice embedded throughout our organization to support employees at all levels, to help develop skills, achieve goals and unlock their full potential.

In 2024, we increased our licensed internal facilitators to provide instructor-led coaching workshops, with curricula accredited by the International Coaching Federation (ICF). These instructors have enabled the workshops to scale digitally, reaching leaders across the enterprise.

Coaching is a key learning outcome in the company’s Leadership Development programs, with content curated by ICF certified coaches. Leaders are educated on embodying a coaching mindset, cultivating trust and safety, listening actively to communicate effectively, and translating learning and insight into action, promoting associate autonomy in the coaching process.

Upon graduating from the Leadership Development programs, alumni are invited to participate in future peer-to-peer coaching sessions to sustain the behaviors and build a community or practice.

Succession Planning and Leadership Review

Succession planning is essential to ensuring the longterm success of our organization. In 2024, we enhanced our Leadership and Organization Review (LOR) process to provide more robust insights into our talent pipeline and identify high-potential employees for future leadership roles.

The LOR process is conducted on an ongoing basis, with key milestones throughout the year:

• March: We assess organizational priorities and talent needs, identifying key positions that require succession planning.

• July: Each executive presents a talent review and succession plan to the CEO and CHRO, outlining the development plans for key individuals.

• September: The CEO and CHRO present a report on talent and organizational priorities to the Board of Directors.

• October: Executives meet to review and calibrate succession plans, ensuring that we have a strong pipeline of talent ready to step into leadership roles.

This structured approach to succession planning ensures that we are proactively developing our next generation of leaders and are well positioned to adapt.

Work-Life Balance

We believe that promoting work-life balance is essential to creating a sustainable and supportive workplace culture.

We also provide family leave policies, including paid parental leave, to support employees during important life events. Our family-friendly policies are designed to help employees take the time they need to care for their families, without sacrificing their careers.

In 2024, 82% of employees rated our work-life balance programs favorably, which is 3% above the global benchmark. This positive feedback reflects our ongoing efforts to create a work environment that promotes wellbeing and allows employees to thrive both personally and professionally.

Benefits and Compensation

At Wesco, we offer competitive benefits and compensation packages that are designed to support the health, well-being and financial security of our employees. In North America, employees have access to a range of health insurance plans, allowing them to choose the coverage that best meets their needs. In other regions, we offer statutory benefits that are tailored to local requirements.

In addition to health insurance, we provide employees with access to well-being programs, retirement savings plans and financial planning resources. These benefits are designed to help employees achieve their personal and financial goals, while also contributing to their overall quality of life.

We regularly review our compensation and benefits offerings to ensure that they remain competitive in the marketplace and align with our corporate strategy. Our goal is to provide benefits that meet the needs of our employees and support Wesco’s long-term success.

2024 Parental Leave Data

2024 Parental Leave Data

Building a Brighter Future Together

At Wesco, we believe that our success is rooted in our commitment to our people, our values and our vision for the future. By focusing on building talent, fostering culture, modeling integrity and encouraging innovation, we ensure that every employee can thrive and contribute to the company’s continued success.

Health and Safety

Keeping each other safe is one way we demonstrate our Core5 values.

Health and Safety Management System

Our health and safety policy outlines protocols for working in our facilities, at customer locations and in our corporate offices. The metrics we track provide valuable insights for the continuous improvement of our health and safety program. They include training completion statistics, injury rates and data from daily safety Gemba walks — a workplace walkthrough aiming to identify potential risks—as a routine function of their daily activity. Every employee contributes to the attainment of our enterprise-wide safety performance objectives, with individual contributions and actions being closely monitored.

Social Goals

Achieve a 15% reduction in Total Recordable Incident Rate (TRIR) by 2030 from a 2020 baseline.

Provide 425,000 hours of safety training and development to our employees by 2030.

Met in 2022 2024 TRIR was 0.84*

367,001 hours of safety training completed

*Data available by NAICS code for 2023 shows the industry average for the applicable industry in which Wesco falls was a TRIR of 1.0, meaning our 2024 TRIR of 0.84 is favorable to the latest data in our industry. (Source U.S. Bureau of Labor Statistics)

Health and Safety Management System Framework

Incident Investigation Processes

Establishes a process to be followed in the event of an accident or near miss.

Safety Committee Systems

Outlines the framework of a site safety committee, including the layout of an agenda, membership and method for taking minutes.

Monitoring and Improving Our Global Safety Program

The vigilance of our global corporate safety team is maintained through performance reviews with key leadership, daily interactions with operations leaders and routine KPI reviews. In 2023, Wesco relaunched our Safety Committee initiative featuring an updated charter and Safety Committee member training. Throughout 2024 we have continued the rollout of Safety Committees to our distribution centers and fulfillment centers and have established regional meetings to include smaller facilities.

The global Health and Safety (H&S) team facilitates communication of safety information through various channels, including toolbox talks, newsletters, weekly safety topics and safety alerts. Employees can report safety concerns directly via a dedicated H&S email address, fostering open and proactive communication.

Additionally, daily manager meetings incorporate a dedicated safety section to address and discuss any concerns or incidents, ensuring continuous attention to workplace safety. Given recent trends in our safety data, the business has placed increased focus and support for safety teams and projects.

While our safety record continues to out perform the industry average, we are seeing a rise in TRIR as a result of improved reporting, enhanced field engagement and focus on accountability in our locations. We have developed an updated strategy that will be deployed in 2025 with the goal of reduced serious injuries and fatalities, local accountability and world class technology to support.

Global Safety Performance - All Employees

Wesco safety record is consistently better than our industry.

Lost Time Incident Rate

Total Recordable Incident Rate*

*Data available by NAICS code for 2023 shows the

Risk and Incident Management

Our employees are encouraged to assess work areas for hazards or safety risks and when identified, promptly report them, enabling rapid rectification of potential risk or hazards by supervisors. All employees have the right to challenge any unsafe work situation and they can do so anonymously. When unsafe work conditions are reported, an evaluation is conducted and the employee is notified of the action taken to address the situation.

At each location, monthly safety inspections are conducted using a checklist of hazards and risks. This checklist is regularly updated to include new hazard awareness trends as they emerge. Meanwhile, managers are informally inspecting working activities for safety hazards on an ongoing basis. Lastly, an emergency action plan is reviewed and updated annually. The plan includes current contact information, logged drills and facility response. In the event of an incident—no matter how minor—we require that it be reported promptly to the frontline supervisor for investigation and evaluation.

Fulfillment and Distribution Center Safety

A large portion of Wesco employees work in fulfillment and distribution centers. Their primary duties are receiving, picking, packing and shipping materials. The higher-risk elements of our business identified through the analysis of historical safety data and internal risk assessments are forklift tasks, ergonomic risks from manual material handling, slips, trips and falls and lacerations from cutting equipment and other tools.

Wesco has improved our employee safety education systems, format and content to address these hazards going forward. All warehouse employees are trained to stop any unsafe practices or correct any unsafe conditions. To address risks associated with cutting equipment, the health and safety team collaborated with the learning and development team to create a training video focused on the proper use of cutting tools and the appropriate personal protective equipment (PPE).

Fleet Safety

Wesco places a high priority on fleet safety, with nearly 3,000 employees that operate vehicles. Wesco’s vehicle fleet consists of employees who travel more than 7,500 business miles annually. Before employees can drive for company business, the North American fleet team will conduct a risk assessment based on their motor vehicle record, updating driving scores quarterly. Counseling and/or training is provided for those with declining scores, and driving privileges may be revoked if necessary. All drivers receive quarterly online safety training.

For Wesco’s delivery truck drivers, North American Fleet will conduct a motor vehicle record (MVR) search and review driver qualification files. We then grade each driver based on his or her driving history for the prior 36 months, updating scores quarterly. All new truck drivers must participate in a ride-along with an experienced driver and go through on-site training that covers a broad range of topics, such as compliance, safety and accountability (CSA), safe loading, load securement, safe driving practices, winter driving, sleep apnea and more. Truck drivers must follow our extensive procedures governing truck use. These include personal protective equipment, liftgate use, lifting limitations (50-pound rule) and properly entering and exiting a vehicle.

In mid-2020, truck fleet vehicles began installing a safety system that uses artificial intelligence (AI) to monitor and notify the driver of distracted driving behaviors. A dual forward- and driver-facing camera system monitors driver behavior and signals with an audible beep when a driver is distracted. It also monitors speeding, cornering, harsh breaking and other similar events. In 2024, Wesco increased our deployment of AI safety devices by more than 70 fleet vehicles, meaning more than 50% of our truck fleet now utilize this safety system. Each month, our corporate fleet team reviews all car and delivery truck incidents and makes appropriate recommendations.

Fleet Safety

Health and Safety Training

In 2024, our global Wesco team completed approximately 75,000 hours of health and safety training.

Other training channels include daily safety huddles, safety alerts, safety stand-downs, where employees stop working and meet to discuss a safety concern to either prevent it from happening or a reoccurrence, and monthly safety talks focused on trends and relevant safety topics.

Operational leaders receive new training content each week via email or through a push notification on a newly launched mobile app for company communications called Wesco NOW, along with monthly compliance topics delivered through Passport, our online training system. With the help of our learning and development partners, we continue to develop our health and safety training programs by updating and adding content within Passport and the newly introduced Axonify, a learning platform offering daily learning assignments for operations employees. These platforms enable targeted training content for specific job categories, reinforcing our culture of safety.

Occupational Health Services

We use occupational health services to provide employee care and proactive injury and case management. These health services provide the services of qualified and accredited individuals.

We aim to provide our employees with access to occupational health services in the manner that is most convenient and suitable to them, including inperson assessment at their workplace, family doctor, or occupational health service provider’s premises, as well as a telephone consultation. Employees anywhere in our operating countries can access these services during working hours, conducted in their local language. We consult with external occupational health experts to guide us in hazard elimination, risk reduction, workplace adjustments and return-to-work planning in the case of long-term absences.

Personal data obtained from occupational health services is stored, processed and handled in accordance with our Data Privacy Notice and applicable data protection and privacy legislation. Per our Global Code of Business Conduct, we do not use employees’ personal health-related information or their participation in any such services or programs for any favorable or unfavorable treatment.

Supporting Employee Health and Wellbeing

Wesco is committed to supporting the overall health and wellbeing of our employees through comprehensive resources and programs. Employees have access to local Employee Assistance Programs (EAPs) which can offer advice on legal matters, counseling, health and fitness coaching, family issues and stress and financial matters privately and confidentially.

Additionally, employees have access to Passport, our online eLearning tool that offers a variety of wellbeing and lifestyle courses to support personal and professional growth. These resources are designed to promote a balanced and healthy lifestyle for all employees.

Tech-Enabled Safety Advancements

• Wesco NOW – Launched in 2024, Wesco NOW (News of Wesco) is a communication platform that enables employees to receive important updates like weather related facility closures, weekly safety topics, safety alerts, system outages, cyber-incidents and other helpful information directly to their inbox or to an app on their mobile phone. Wesco NOW not only allows us to provide information to employees, but it also allows employees in areas experiencing inclement weather or natural disasters to let us know that they are safe during emergencies. In 2024, it was used to check in and ensure our employees were safe during hurricanes Francine, Helene and Milton in the U.S. and Typhoon Kong-Rey and Krathon in Taiwan during mandatory evacuations.

• Pilot of AI camera vision –An AI camera vision system was piloted in our Alsip and Houston facilities.

• Enhanced Analytics – Wesco developed a Power BI dashboard to enhance visibility into global incidents and facilitate trend analysis. This dashboard compiles data from global incident reports and calculates key safety metrics such as the Total Recordable Incident Rate (TRIR) and Days Away, Restricted or Transferred (DART).

Our Wesco Cares Philanthropic Program

Giving back to our communities is an essential part of who we are. That commitment is the inspiration behind Wesco Cares. The corporate philanthropic program allows Wesco to make a positive and lasting impact within the communities where our employees work and reside.

WESCO CARES INITIATIVES

Corporate Giving

In support of organizations whose missions address affordable housing, humanitarian aid and education with a STEM/STEAM focus.

Employee Gift Matching

Matching of donations up to $1,000 per employee per year.

Employee Volunteering

With all employees receiving eight hours of paid volunteer time off per year.

Employee Assistance

Providing one-time grants to employees suffering catastrophic loss to help them get back on their feet.

Every year, we are humbled by our employees’ generosity. Many of our locations also support local groups and causes that matter to them. Their acts of kindness have included donating stuffed animals to pediatric hospital patients, supporting domestic violence shelters and more.

We’re grateful for the charitable work of our team members and encourage others to follow suit.

Wesco Cares Corporate Partnerships

Habitat for Humanity International

Our annual pledge to Habitat for Humanity International helps families around the globe attain affordable housing while achieving the strength, stability and self-reliance they need to build better lives for themselves.

This year, Wesco contributed approximately $300,000 to support worldwide projects including Habitat’s Home Equals five-year global advocacy campaign, as well as fund the construction of homes in Monte de Sion, Chiapas, Mexico. The homes will be built with recycled materials and include energy efficient features including a biodigester, solar heating, bathrooms with a rainwater collector and an energy-saving wood stove. Wesco contributed approximately $200,000 towards team builds in the United States and Canada and sponsorship of the 2024 Jimmy and Rosalynn Carter Work Project.

Since 2022, Wesco has participated in the completion of nearly 125 home build projects with Habitat for Humanity. Wesco employees participated in projects including new home construction, home repairs and rehab projects with local affiliates within the communities where they work and reside. The company’s work alongside Habitat has ranged from a community renovations project in São Paulo, Brazil, to a roof wind mitigation project in Orlando, Florida, as well as supporting projects in England, Mexico and New Zealand and the Carter Work Project for the last two years.

Chicagoland Habitat for Humanity

Wesco became the inaugural sponsor of Chicagoland Habitat for Humanity’s Regional Repair Collaborative in 2023. This partnership is having a profound impact on homeowners in need, fostering stronger and more resilient communities across the region.

The Regional Repair Collaborative, initiated by Chicagoland Habitat, is focused on addressing critical repairs and improvements for homes in neighborhoods served by the seven Habitat affiliate locations in the six-county area.

As the inaugural sponsor, Wesco provides financial resources and employee volunteers to enhance the reach and impact of the Repair Collaborative. Our dedication to promoting safe and sustainable living spaces aligns perfectly with Habitat for Humanity’s vision of a world where everyone has a decent place to live. In 2024, Wesco contributed $250,000 to Chicagoland Habitat for Humanity and the Regional Repair Collaborative.

We are proud to expand our partnership with Habitat for Humanity. Wesco’s mission is to build, connect, power and protect our world and contributing to Habitat’s worldwide projects is part of our ongoing commitment to supporting the communities where we live and work.

John Engel, Chairman, President and Chief Executive Officer of Wesco

Wesco Cares Corporate Partnerships

American Red Cross

The American Red Cross recognized Wesco for its pledge of $500,000 to the Annual Disaster Giving Program (ADGP). By donating to Red Cross Disaster Relief, Wesco helps ensure the organization can quickly respond to disasters big and small across the U.S. and help people in need at a moment’s notice.

ADGP members, along with their employees and customers, pledge financial and in-kind donations in advance of disasters to power the Red Cross with the infrastructure, volunteers, technology and resources to provide relief in times of crisis. These donations enable the Red Cross to respond to disasters at a moment’s notice — offering a safe place to sleep, a nutritious meal, emotional support and supplies to aid in recovery — while also helping prepare people and communities for future disasters.

In partnership with the American Red Cross, Wesco hosted American Red Cross First Aid Kit Builds at 10 of our sites across the country during our annual Day of Caring, providing needed supplies for the Red Cross’s shelter care. Wesco also hosted a MapSwipe event with employees globally, improving the Red Cross’s ability to respond to disasters.

We at Wesco are honored to join other ADGP members in empowering the Red Cross to deliver its lifesaving mission.

John Engel, Chairman, President and Chief Executive Officer of Wesco

United Way of Calgary

Wesco is a foundational partner in United Way of Calgary’s approach to digital equality. Wesco is investing in United Way’s first initiatives for youth and digital transformation of the social sector and is supplying 75 Calgary-area students with the tech tools needed for high school completion through the Better Back to School Program.

Wesco also invests in United Way’s Community Impact Fund, contributing to an integrated, innovative and cross-sectoral response to Calgary’s most pressing needs and narrowing the digital divide for all equitydeserving groups.

Pittsburgh Penguins

Wesco partners with the Pittsburgh Penguins on the following STEM and STEAM initiatives:

STEAM LENDING LIBRARY

The STEAM Lending Library allows schools in 22 counties across Western Pennsylvania to provide students with access to technological education. Each participating intermediate unit will house a library of learning tools and STEAM-focused toys available to teachers.

STICKS AND STEM AND SCIENCE AT PLAY

Wesco is a participating partner for two in-arena STEM events. Science at Play is a summertime science fair that brings fans to the arena to learn from experts in STEM by participating in hands-on workshops. There is an inseason version of this event, Sticks and STEM, that has similar workshops on the concourse but is followed by a Penguins game where students can see science at play in the game of hockey.

Wesco Cares Scholarship Program

The Wesco Cares Scholarship Program supports the next generation of tradespeople and fortifies our commitment to the electrical industry.

Wesco has partnered with Independent Electrical Contractors Foundation (IECF) as well as ELECTRI International, an electrical construction foundation established by the National Electrical Contractors Association (NECA), to establish a new scholarship program for future electrical workers. The $200,000 in scholarships will be awarded to qualified and deserving students pursuing careers in specialized fields within the U.S. electrical industry. To date, Wesco’s support of the 2023-2024 IEC Foundation Scholarship Fund has supported nearly 175 scholarships awarded across over 25 chapters in the U.S.

Additionally, recently ELECTRI announced ten new ELECTRI Project Management apprentices as part of the scholarship program under Wesco Cares. Through the ELECTRI Project Management Apprenticeship, Wesco Cares funds a contractor’s ability to take on a project management apprentice and will provide comprehensive training, hands-on experience and mentorship, equipping participants with essential skills to excel in the industry. This apprenticeship plans to welcome new cohorts of ELECTRI apprentices from across the nation every six to eight weeks. ELECTRI aims to have 200 apprentices by next year.

By creating these scholarships, we’re doing our part in getting people more interested in joining the trades.

Nelson Squires, Executive Vice President and General Manager of Electrical and Electronic Solutions

Wesco Cares Champion of the Year Award

In 2024, the company created its Wesco Cares Champion of the Year award which aims to spotlight colleagues who have demonstrated a commitment to making a positive impact beyond the workplace.

Wesco Cares received many nominations sharing the incredible impact our team members are making around the globe. On the Day of Caring, we announced Dipal Pater, Senior Strategic Account Manager from Wesco’s Carol Stream, Illinois facility, as the inaugural Wesco Cares Champion of the Year Award recipient.

Dipal is an active volunteer with the Girl Scouts of Northern Illinois, the Electrical Association of Chicago – Women’s Division, the Electric Golf Club, Feed My Starving Children and Habitat for Humanity. The Electrical Association of Chicago holds a special place in her heart. As the Wesco Cares Champion of the Year Award recipient, Dipal received a $2,500 award to donate to an eligible charity of her choice. Dipal donated the award to the Electrical Association of Chicago for an education foundation scholarship.

We are thrilled to recognize Dipal as our inaugural Wesco Cares Champion of the Year. Her unwavering dedication and countless hours of volunteer work have truly made a difference and inspire us all to give back. The Day of Caring is a testament to our company’s commitment to making a positive impact in the communities where we live and work.

Chris Wolf, Executive Vice President, Chief Human Resources Officer and Wesco Cares Executive Sponsor

Wesco Cares Employee Assistance Fund

The Wesco Cares Employee Assistance Fund (EAF) offers grants to help employees facing significant hardships or emergencies, such as natural disasters, the sudden loss of a family member, crime or other unexpected crises that can cause financial strain. The fund aims to provide financial relief, allowing our colleagues to focus on recovery and rebuilding their lives during challenging times.

Impacting the Communities Where We Operate

In 2024, Wesco team members donated over $250,000, including Wesco Cares matches and more than 3,000 hours of their time. Volunteer activities include stuffing backpacks for local students in need, preparing meals with food pantries, fundraising for those impacted by devastating storms and floods and many other causes near to our employees’ hearts.

Our Global Day of Caring

Our Business Resource Groups in Our Communities

Our business resource groups dedicate much of their time to giving back. Some of their projects have involved fundraising in support of our troops, global food banks, helping to build homes through Habitat for Humanity, packing lunches for the homeless, raising funds for breast cancer research, and making fleece blankets for former and current military members.

Annually, Wesco hosts a Day of Caring around the company’s anniversary date in June, to encourage employees to give back to the community and learn about local opportunities to do so.

Events are hosted at numerous sites around the globe. Employees learn more about the company’s matching gifts and paid volunteer time off programs, as well as corporate giving support of the American Red Cross, Habitat for Humanity and other local charitable organizations.

During Day of Caring in 2024, nearly 4,000 employees and more than 50 nonprofit community partners came together to celebrate. Through Wesco Cares, employees logged close to 1,500 hours and donated more than $87,000, including company matches, through the week of the event.

Products, Innovation and Supply Chain Designed for a Dynamic Market

We Offer Sustainable Products and Services

We offer a wide range of sustainable products from the world’s leading manufacturers and help our customers determine the best solution to meet their sustainability goals. Key categories include:

• Energy-efficient products: Advances in lighting, motors, drives, transformers and our other mechanical products increase the ROI value proposition to install energy-efficient products, which continue to benefit our customers through reduced lifetime energy costs.

• Energy-management solutions: Our smart building solutions give better visibility and control of energy consumption and storage. These range from lighting and HVAC controls to advanced building automation and AI-driven monitoring equipment.

• Renewable energy products: We offer renewable energy solutions that include solar, electric vehicle (EV) charging infrastructure, energy storage solutions and micro-turbine wind.

• Sustainable maintenance, repair and operations (MRO) products: We have a broad range of sustainable MRO products to support green procurement goals.

• Workplace safety products: We offer a full range of products and equipment designed to help keep people safe in the workplace.

Wesco Energy Solutions

The Wesco Energy Solutions team is focused on turnkey LED lighting and controls upgrades to assist customers in realizing cost savings and sustainability goal achievement. The end-to-end service offering includes audit, design, procurement, project management, installation, rebate, commissioning and post-installation warranty support.

For each project, we leverage our technology and supplier relationships while considering price, performance, aesthetics, cost of maintenance, warranty, product availability and manufacturer reliability and stability. Wesco Energy Solutions serves as a single point of contact throughout the lighting renovation and retrofit process, allowing our customers to easily implement energy-efficient solutions. Following a preliminary assessment, the team conducts an onsite investmentgrade audit of the facility being considered for an energy efficiency upgrade. Our detailed analysis of the audit’s findings results in energy- and cost-efficient designs and recommendations.

In addition to project implementation costs, we provide insights that enable our customers to make the optimal decisions in support of their business’s sustainability, branding and financial goals and objectives.

This includes:

• A detailed financial analysis, including cost savings and payback periods.

• Energy reduction in kilowatt-hours saved, the equivalent greenhouse gas emissions eliminated, and the emissions-reduction equivalent in terms of trees planted and cars removed from the road.

• A line-by-line energy analysis of each proposed lighting fixture.

• Available utility rebates.

• Financing options.

Once a project is approved, we provide turnkey installation coupled with project life-cycle management services. This includes selecting and managing our installation partner(s), staging and storage of material, coordinating and securing rebates, recycling of the replaced fixtures and more.

Wesco 2024 Energy Solutions Projects Summary

Projects completed: 2,745

Area of Energy Efficiency Audits: 43M sq. ft.

Rebates Back to Customers: $3M

Potential Customer Energy Savings: 74M kWh

Potential CO2 Emissions Avoided1: 47,394 MTCO2e

Estimated Client Energy and Maintenance Savings: $10M

1Potential carbon emission avoidance metrics for Wesco’s Energy Solutions segment are derived based on manufacturer-published or assumed annual electricity needs for Wesco supplied products versus existing or alternative products, comparatively. Emissions metrics are calculated assuming average US electric grid emissions intensity sourced from the most recent U.S. EPA eGRID emission factor publications and the U.S. EPA Greenhouse Gas Equivalencies Calculator. Emission avoidance values represent potential annual reduction estimates limited to use phase energy emissions and full life cycle variability based on manufacturing, grid region, usage patterns, or other factors is possible. Totaled metrics for the year represent metrics related to all relevant projects executed within the reporting period.

Wesco Renewables

The renewables market continues to experience increased demand due to the need for diversification of energy sources, rapidly developing technologies, overall cost-effectiveness and economic incentives to implement these solutions. Solar photo-voltaic (PV) alone is projected to account for 80% of the growth in global renewable capacity between now and 2030. To support this growing market, Wesco has developed programs, services and solutions that are designed to be scalable and adaptable, enabling us to meet the evolving needs of the industries we serve. This includes supporting residential, commercial and utility-scale solar projects through supply chain solutions, a broad product portfolio and expertise that adapts to market demands.

Recognizing the complexities of selling and installing solar energy systems, Wesco established the Solar Center of Excellence (COE) in 2022. The COE serves as a centralized resource, providing technical support, training, strategic sales guidance, project management and business development. This team evolves alongside the market, offering engineering and design services tailored to end-user needs, including complete rooftop commercial design and utility string collection.

Wesco’s expertise encompasses the full project life cycle, including business development, preconstruction logistics, construction and installation, and operations and maintenance. Materials management services, such as vendor-managed inventory, staging, on-site storage, kitting, cable management, code compliance, and safety solutions, are offered alongside customized combiner boxes and PV assembly solutions to reduce operating costs.

Wesco partners with leading manufacturers of renewable energy products, such as photovoltaic modules, inverters, racking, electrical balance of system, energy storage, and EV chargers. To further support our customers, we offer financing solutions as an additional value-added service. These partnerships combined with Wesco’s global reach and distribution network, provide customers with the ability to expand their renewable energy projects across diverse geographic regions, enabling flexibility and scalability to meet changing demands.

In 2024, Wesco contributed to the installation of solar products capable of generating more than 181 million kilowatt-hours of renewable energy in the U.S. The avoided greenhouse gas emissions are equivalent to 121,605 MTCO2e , or:

• 13,683,467 gallons of gasoline consumed

• 135,080,614 pounds of coal burned

2Potential carbon emission avoidance metrics for Wesco’s Renewable segment are derived based on manufacturer-published or assumed power ratings for sold solar systems, converted to energy produced assuming five hours of sunlight and energy production daily. Emissions avoidance and equivalency metrics are shown for one full year of use for energy generation (365 days). Emissions avoidance and equivalency metrics are calculated assuming sold renewable solutions are used to avoid average U.S. electric grid emissions intensity, sourced from the most recent U.S. EPA eGRID emission factor publications, and the U.S. EPA Greenhouse Gas Equivalencies Calculator. Emission avoidance and equivalency values represent potential annual reduction estimates limited to energy generation and line transmission emissions avoidance, and full life cycle variability based on manufacturing, grid region, sun exposure, or other factors is possible. Totaled metrics for the year represent metrics related to all relevant projects executed within the reporting period.

Sustainability in Our Supply Chain

Our supply chain mission statement prioritizes safety, sustainability and supplier transparency. It is a business imperative that Wesco remains a supplier of choice for our customers. Our Executive Vice President of Global Supply Chain and Operations provides quarterly updates to our Board of Directors on supply chain and operations matters. We purchase products from a diverse group of suppliers, most of whom are headquartered in North America and manufacture products around the world.

Responsible Sourcing

Wesco is committed to protecting human rights, safeguarding health and safety standards and promoting environmental responsibility across our supply chain. To this end, we require our suppliers to maintain safe and fair working environments for their workers, meet the requirements of the Wesco Supplier Code of Conduct and comply with all applicable laws.

Our Supplier Code of Conduct and contractual terms set our expectations for human rights, health and safety, environmental responsibility and business ethics and integrity. We expect our suppliers to adhere to our standards in their operations. Our Business Integrity Line is available for employees, suppliers and outside parties to report any unethical conduct in our supply chain.

To help us evaluate supplier performance against our expectations and better understand the sustainability and risks in our supply chain, we conduct a supplier sustainability survey biennially. The survey questions cover conflict minerals, environmental performance, human rights and employee and supplier information.

Wesco’s Approach to Supplier Engagement and Continuous Improvement

We follow a risk-based approach whereby we proactively identify and evaluate the risks within our supply chain. Based on changes in the risks, we adopt appropriate criteria and standards for supplier selection, including contractual obligations and performance metrics.

Communicating Our Expectations

We have high expectations of corporate responsibility and environmental sustainability performance. To ensure our suppliers understand what we require, suppliers are expected to review and commit to the Wesco Supplier Code of Conduct.

Responsible Sourcing Assessments

We evaluate supplier compliance, human rights and environmental sustainability performance in various ways, including surveys, self-assessments, site visits and third-party audits. In December 2023, we launched a campaign to survey our top suppliers in terms of human rights and environmental sustainability performance.

Responsible Sourcing Audits

In 2024, we worked with UL Solutions, an independent, third-party auditor, to perform 38 sourcing reviews at 20 facilities around the world that manufacture products for our private label offerings. Responsible sourcing audits focus on the following topics:

Labor Practices:

• Abuse, Coercion, Harassment, Disciplinary Action

• Benefits

• Child Labor, Young Workers, Apprentices/Trainees

• Discrimination

• Forced, Bonded, Indentured, Slave, Prison Labor

• Freedom of Association and Collective Bargaining

• Hiring and Termination

• Remuneration

• Working Hours

Health and Safety:

• Accidents

• Chemicals and Hazardous Materials

• Electrical

• Emergency

• Equipment Safety

• First Aid

• Personal Protective Equipment (PPE)

Other Topics:

• Facility Supply Chain Profile

• Ethics and Business Integrity

• Management Systems for Grievance

Corrective Action and Preventative Action Plans

Following these responsible sourcing audits, 20 facilities were required to implement a corrective action and preventative action plan (“CAPA”) to address noncompliances. Steps to remediation may include simple actions (such as clearing a blocked exit path) or more complex requirements (such as implementing new company procedures or building new health and safety infrastructure). We require suppliers to address critical or high-risk findings promptly. Depending on the severity, we will stop purchasing from the supplier unless the issue is resolved. Through our CAPA process, we strive to ensure that our suppliers continuously improve their performance, as we work towards building a more responsible and sustainable supply chain.

Continuous Improvement

Wesco is committed to continuous improvement in our approach to responsible sourcing, as we look to deploy new strategies and technologies to expand the scope and depth of our responsible sourcing program. Please also see our Ethics and Compliance section for a list of policies relevant to our suppliers, including our Supplier Code of Conduct, along with the Data Privacy and Cybersecurity section for more information on supplier data protection.

Electronic Data Interchange

In 2024, we engaged with supplier partners and customers through electronic data interchange (EDI). Using EDI with our suppliers and customers allows us to streamline and automate manual documents in the order-to-cash and procure-to-pay business cycles. This results in improved efficiency and lower costs for our business partners.

We expect to continue to add new cloud-based solutions to increase our options for integrating with our supply chain partners and to meet our customers and suppliers where they are in their digital journey.

Lean Quality Management System

The Wesco Lean Quality Management System (LQMS) provides global support to all business divisions and segments through a variety of services by the global quality team. The system covers operational locations globally; this fluctuates depending on organizational strategy and real estate consolidations.

A commitment to continuously improving our processes and maintaining quality practices underlines our focus on being the key player in the market as well as meeting or exceeding our customers’ expectations. The following is a list of tools and offerings that support our LQMS:

• Global quality manual

• Quality procedures

• Standard operating procedures

• New business and on-site customer audit support

• Global on-site training and support for LQMS functions

• Continuous employee education in LQMS best practices

Wesco and its subsidiaries maintain specific ISO certifications in strategic locations throughout our global organization. These customer-driven standards support our digital value chain and inform our approach to cybersecurity. They enhance current partnerships and grow market share through new business.

• ISO 9001:2015

Lean Quality Management System

• ISO 27001:2013

Information Security Management System

• ISO 14001:2015 Environmental Management System

• AS9100/9120

Aerospace Management System

The focus areas for these audits cover the following: safety, operational and sales process adherence, policy compliance, inventory controls and accuracy, continuous improvement methodology and customer satisfaction.

Wesco continues to expand our certification and standard network, proving our commitment to be a trusted strategic partner.

Governance Board of Directors

Bobby J. Griffin Former President, International Operations, Ryder System, Inc.

Sundaram Nagarajan President and Chief Executive Officer, Nordson Corporation

Easwaran Sundaram Operating Executive, Tailwind Capital

Steven A. Raymund Former Chairman and Chief Executive Officer, Tech Data Corporation

Laura K. Thompson Former Executive Vice President and Chief Financial Officer, The Goodyear Tire & Rubber Company

Board of Directors Demographic Highlights:

Diverse directors in terms of gender, race or ethnicity: 60%

Female directors: 30%

Directors with diversity in terms of race: 40%

Audit, Compensation and Nominating and Governance Committee Independence: 100%

Glynis A. Bryan Former Chief Financial Officer, Insight Enterprises, Inc.

Anne M. Cooney Former President, Process Industries and Drives Division, Siemens Industry, Inc.

Matthew J. Espe Director, Advisor and Investor

John J. Engel Chairman, President, and Chief Executive Officer Wesco International

James L. Singleton Chairman, CGH, LLC

ESG Oversight by the Wesco Board of Directors

The Board of Directors oversees the Company’s efforts to conduct its business in a principled, transparent and accountable manner. The Board of Directors believes that its effective oversight of environmental, social and governance matters is central to its risk oversight function. The Nominating and Governance Committee is responsible for oversight of significant matters in these areas and the Audit and Compensation Committees are delegated responsibility for oversight of specific topics. However, the Board of Directors receives regular updates from each of the Committees and retains ultimate oversight responsibility for these matters.

70% of Directors have environmental, climate and sustainability experience. Defined by experience or expertise working within or overseeing the sustainability function of an organization, or having educational training on relevant environmental, social and governance-related topics.

70% of Directors have human capital and talent experience. Defined by experience working within or overseeing the human resources function of an organization, addressing compensation, benefits, talent and culture topics.

Wesco’s Governance Committees

The Wesco Board of Directors receives regular updates from each of the Committees and retains ultimate oversight responsibility for ESG matters.

Audit

Responsible for:

• Regulatory Compliance

• Legal Compliance

Also responsible for oversight of relevant impacts on our financial reporting and the verification of data in our disclosures.

Compensation

Responsible for:

• Human Capital Management

• Talent

• Human Rights

• Labor Standards

• Inclusion and Respect

Also responsible for programs and policies related to the foregoing topics.

Nominating and Governance

Responsible for:

• Shareholder Rights

• Board Structure

• Material Sustainability Matters

Also responsible for oversight of material environmental, social and governance matters not delegated to another Committee.

ESG Management Teams work with senior leaders to set strategy and develop goals to embed sustainability and ESG objectives across our organization.

Our Commitment to Ethics and Compliance

Wesco is firmly committed to operating with the highest levels of ethics and integrity. This commitment is reflected in our global ethics and compliance program, built on four pillars: (i) continuous risk assessments to address ethical and compliance risks, (ii) written standards that set out expected behaviors for employees, managers and other stakeholders, (iii) training and communications to convey expected behaviors and (iv) monitoring through the use of internal reporting channels, investigations and audits.

Our ethics and compliance program operates under the leadership of the Chief Ethics and Compliance Officer (CCO). The work of the CCO is directly supported by Regional Compliance Officers worldwide. The Executive Compliance Committee, chaired by the CCO and comprised of Wesco’s Chief Executive Officer, Chief Financial Officer, Chief Human Resources Officer, General Counsel and Vice President of Internal Audit, provides high-level oversight of the program. The CCO also provides regular program updates to the Audit Committee of Wesco’s Board of Directors during its regular meetings.

The Wesco Code of Business Conduct (the Code) is the foundation of our ethics and compliance program, setting forth standards and guidance for conducting business with the highest degree of honesty and integrity. It defines the basis for decisions and actions across a range of matters, including preventing corrupt business practices, avoiding conflicts of interest, fostering non-harassment and non-discrimination and protecting personal and corporate data and information. It applies to everyone associated with Wesco – all directors, officers and employees of its subsidiaries – helping us all comply with the laws and ethical principles governing our business. In many cases, the Code requires higher standards of ethical conduct than is required by law.

We reinforce the principles articulated in the Code to our employees through training and regular communications in local languages. All Wesco employees are annually required to complete Code training and certify that they have read, understand, and agree to comply with the Code.

Additional compliance training is also provided to employees based on risks identified in their job roles on topics such as anti-bribery and anti-corruption, conflicts of interest, preventing counterfeit products in our supply chain and protection of human rights and prevention of modern slavery and human trafficking.

Acting on our principles and speaking up about potential violations of our Code, related company policies and the law is required of all employees. Our Business Conduct and Duty to Report Policy describes how employees can report legal or ethical concerns and the measures we take to investigate and address such reports. Our Anti-retaliation Policy establishes our promise that those who report issues or concerns will be protected from retaliation.

Wesco provides multiple channels for employees to seek advice and help on ethics and compliance issues. They are encouraged to discuss the issues with a member of management or human resources. Wesco also provides an option for around-the-clock anonymous reporting through the Wesco Business Integrity Line (unless prohibited by local law), which is available globally. We maintain an active communication campaign to reinforce our employees’ awareness of the Business Integrity Line website and anonymous reporting option.

As we continue to grow and develop our business, we are committed to continuously evaluating and improving our ethics and compliance program. The ethics and compliance office leads an annual review of the Code and related policies to ensure we effectively address and communicate our standards to internal and external stakeholders. Changes are made to the program periodically based on new or updates to existing, applicable laws, emerging and shifting risks and compliance-related trends.

Cybersecurity and Data Protection are Enterprise Priorities

Cybersecurity and data protection is an enterprisewide priority and is reflected in engagements with our customers and suppliers. Our comprehensive approach to securing our data and business systems from attack, compromise, or loss includes a combination of leading technologies, policies and procedures and a 24/7 cybersecurity operations team monitoring our environment for signs of attack and responding in real time.

We conduct mandatory information security awareness training for our employees at least annually and enhanced training for specialized personnel. We have instituted regular attack or malicious activity simulations for employees to enhance awareness and responsiveness to such possible threats and we also employ third parties to perform penetration and vulnerability tests.

Our security policies are evaluated and updated annually to address changes in the regulatory and threat landscapes and evolving best practices. We identify potential cybersecurity risks using internal measures and external resources. Identified risks are captured and prioritized on our risk register. Results are regularly reported back to a cross-functional, executive cybersecurity risk committee which then validates risks. While we focus heavily on prevention and detection, response and recovery plans, service agreements and partner engagements are in place should there be a need for us to respond to an attack. We have adopted a security incident response plan that provides controls and procedures for timely and accurate reporting of material cybersecurity incidents. We also maintain cyber liability insurance coverage.

To more effectively prevent, detect and respond to information security threats, we have a dedicated Chief Information Security Officer whose team is responsible for leading enterprise-wide information security strategy, policy, standards, architecture and processes. As part of its oversight of cybersecurity risk, the Audit Committee of our Board of Directors meets at least quarterly with our Chief Information Security Officer, Chief Information and Digital Officer and other senior leaders to receive updates on cybersecurity risks and threats, the status of initiatives to strengthen our information security systems and management’s assessments of our security program. Wesco has achieved ISO 27001 and ISO 20000 certifications at the Pittsburgh, PA and Glenview, IL facilities for its Integrated Management System.

Wesco engages external customers only in the event of significant outages, providing timely updates on the issue, expected resolution and follow-up actions to prevent recurrence. Internal engagement occurs throughout several stages, including intake for business alignment, architecture review for design evaluation, change management during implementation and postproduction feedback to leadership to ensure alignment with organizational goals.

With these security measures in place, we did not experience any material data breaches in 2024. We also finalized our planned three-year infrastructure and security integration between Wesco and Anixter, making significant progress in Zero Trust configuration and data loss prevention implementation.

ETHICS AND COMPLIANCE PROGRAM ELEMENTS

The following list provides an overview of our key ethics and compliance program elements and additional information can be found in the linked policies and on Wesco.com. Ethics and compliance issues that may be out of the scope of our normal operations that are not covered by a specific policy or program are addressed on an individual basis. When appropriate, we create a new policy, training program, or other proactive measure to address the issue.

Overview Policy

Code of Business Conduct

Global Anti-Bribery and Corruption Policy

Defines the basis for decisions and actions across a range of matters, including preventing corrupt business practices, avoiding conflicts of interest, fostering non-harassment and non-discrimination and protecting personal and corporate data and information. It applies to everyone associated with Wesco - all directors, officers and employees of its subsidiaries – helping us all comply with the laws and ethical principles governing our business. In many cases, the Code requires higher standards of ethical conduct than is required by law.

Global ethics and compliance policy that articulates Wesco’s zero-tolerance approach to corrupt business practices. It establishes a framework to prevent and combat bribery and corruption by promoting integrity, transparency and ethical business practices within Wesco. Overseen by Board of Directors through Audit Committee and Chief Ethics and Compliance Officer, who reports to the General Counsel.

Human Rights Policy

Internal Audit Program

Articulates Wesco’s commitment to adhering to business practices aligned with the principles outlined by the United Nations Global Compact, Universal Declaration of Human Rights, U.N. Declaration on the Rights of Indigenous Peoples (UNDRIP) and the OECD Guidelines for Multinational Enterprises.

Wesco’s internal audit department performs periodic assessments of location sites including distribution centers, fulfillment centers and enterprise-level processes and controls to ensure compliance with our policies. In 2024, 110 operational audits were conducted with satisfactory results. Management implemented internal audit’s recommendations where appropriate. The internal audit group is also directly involved with the Chief Compliance Officer (CCO) in reviewing reported or suspected unethical behavior. It also assists the CCO in conducting special investigations to help enforce the Code of Business Conduct.

Business Conduct and Duty to Report Policy

Anti-Retaliation (Whistleblower) Policy

Our ethics and compliance policy states that all Wesco directors, officers and employees are expected to follow high standards of business and personal ethics while carrying out their job responsibilities. It requires all employees to disclose violations of the Code, related policies, or the misappropriation of Wesco funds or assets. It also provides clear instructions on how to use the numerous channels for reporting issues or concerns.

Policy designed to create a safe and transparent work environment where employees feel comfortable reporting concerns or participating in internal investigations without fear of reprisal.

Overview Policy

Anti-Fraud Program

Supplier Code of Conduct

Business Partner Anticorruption Policy

Fraud in any form is not tolerated at Wesco. We fully investigate any suspected acts of fraud, misappropriation, or other similar irregularities regardless of a person’s position, title, length of service or relationship with the company. Anti-fraud guidelines are included in both our Code of Business Conduct and Supplier Code of Conduct. Wesco maintains a robust internal control environment to prevent and detect fraud. Local management serves as the first line of defense in the company against fraud. Senior management, including corporate controllership, quality assurance, the Vice President, Corporate Ethics and Compliance and others, formulate a second line of defense to prevent and detect fraud. Finally, internal audit, reporting independently to the Audit Committee of the Board of Directors, conducts audits and other reviews of controls and business processes with an obligation to use its expertise to identify trends and patterns that might suggest fraud.

The Supplier Code of Conduct clarifies Wesco’s expectations of ethical and responsible corporate business practices for its suppliers. It requires suppliers to conduct their business in compliance with all applicable laws, including those related to employment, protection of human rights, data privacy, health and safety, environmental protection, anti-corruption, anti-trust and trade sanctions. It also requires suppliers to adopt management systems, policies, procedures and training to uphold the ethical and legal standards and expectations outlined in it within their business operations.

Wesco policy that applies to all suppliers of products or services to Wesco. It extends Wesco’s zero-tolerance for corrupt business practices to its supply chain by strictly prohibiting anyone acting on behalf of Wesco, whether directly or indirectly, from making or receiving improper payments, or engaging in any form of corrupt business practices.

About This Report

Unless otherwise stated, this report covers activities, data and initiatives from our fiscal year 2024.

ESG Disclosure and Framework Alignment

The topics covered in this report include those that we have determined to be material for our business and stakeholders as noted on page 10. Wesco aligns with several ESG frameworks and disclosures in support of our commitment to transparency and our fulfillment of stakeholder needs and expectations. We leverage the following frameworks and standards to provide robust ESG information disclosure:

• Global Reporting Initiative (GRI): GRI offers a list of global standards and guidelines around sustainability reporting.

• Sustainability Accounting Standards Board (SASB): SASB provides a comprehensive set of industry-specific disclosure topics and guidelines.

• International Financial Reporting Standards (Climate-related disclosures, IFRS S2) which incorporates the now decommissioned Task Force on Climate-Related Financial Disclosures (TCFD): IFRS provides disclosure recommendations on thematic ESG topics such as governance, strategy, risk management, metrics and targets to provide stakeholders with fuller information surrounding climate risks.

• CDP: Formerly the Carbon Disclosure Project, CDP is an international organization that helps companies and cities measure and disclose important environmental impact information through an annual questionnaire and rating system.

• United Nations Global Compact (UNGC): UNGC is an initiative that aims to help businesses align their strategies and work toward the U.N.’s Sustainable Development Goals.

• United Nations Sustainable Development Goals (UN SDGs): U.N. SDGs provide a shared set of 17 goals toward peace and prosperity for people and planet goals and create a call to action by all countries in a global partnership

We also regularly engage with our investors, employees, customers, regulators, ratings agencies and others on ESG and business issues. Additional information about Wesco can be found in our public financial filings— including our annual report and proxy filings—as well as on the Security and Exchange Commission’s website at www.sec.gov or on the Investors page of our website at Wesco.com.

Wesco plans to continue to report annually as we monitor, measure and deepen our ESG initiatives and disclosures.

Wesco endorses the United Nations Sustainable Development Goals (SDGs), which are a call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity. We have prioritized the following five goals:

More information about our SDG aligned initiatives is included throughout this report.

Assurance

We did not seek third-party assurance for this report; however, we will consider doing so for future reporting. The information and data contained in this report was vetted by internal subject matter experts on the various ESG topics included in this report.

Contact Us

We welcome feedback on our ESG initiatives and reporting. We invite you to contact us directly via email at Sustainability@Wescodist.com.

2024 Awards, Recognitions and Certifications

Corporate Industry Leadership:

2024 Gartner Marketing and Communications Awards (Finalist)

City and State Pennsylvania – The 2024 PA Power 100 – John Engel CEO

CMO Alliance – CMO’s to Watch 2024 (Kim Warne)

Corning Distributor Marketing Excellence Award (EMEA)

Drucker Institute/Wall Street Journal: Top 250 Best Managed Companies: #209

Electrical Wholesaling 2024 100 Largest Electrical Distributors: #1

Electronic Sourcing Top 50 Distributors in North America: #7

Fortune 500: #183 of 500

Fortune Sector Leaders: #9 of 10 Wholesalers

Fortune’s World’s Most Admired Companies: #2 in Diversified Wholesalers

Great Place to Work in the U.S.

Industrial Distribution: Big 50 List #11

Pittsburgh Business Times – Pittsburgh Power 100 –John Engel CEO

Sustainable Pittsburgh Workplaces – Gold Level Award

USA TODAY - America’s Climate Leaders 2024

United States Distance Learning Association (USDLA) – Gold Level Awards: Best Leadership Development Program; Excellence in Distance Learning

Innovation:

2024 Excellence in Product Innovation, Recurring Revenue Potential

AV Awards – Distributor of the Year (finalist)

Belden Innovation Partner 2023 – Wesco Anixter (EMEA)

CSO Awards – Clean Room (John Sander/IT)

Innovation Continued:

Digital Watchdog 2023 Top Dog Award

The 2024 SDM 100 Top Technology Partners

Security InfoWatch – Security Innovators Award – Anita Brunet

Supply Chain Excellence:

ISM Supply Chain Trailblazer Award, Advanced Technology Digital Impact

MDM Top Distributors: Electrical/Data/Security: #1; Safety: #6; Industrial Supplies : #18

Supply Chain Excellence Awards: The People Operations Award (EMEA); Supply Chain Strategy & Design Award (EMEA) – Finalist

Supply & Demand Chain Executive: Pros to Know, Lifetime Achievement (Hemant Porwal)

Supply & Demand Chain Executive: Top Supply Chain Projects

Supplier Partnership:

ABB #1 Distributor in Mexico

Axis Communications Distributor of the Year (Wesco Anixter Middle East and Wesco Anixter Security Locations in Australia)

Cooper Lighting Solutions National Channel Partner of the Year

Johnson Controls Agility & Supply Chain Continuity Supplier Leadership Award

Ledvance Partner Award – Wesco Anixter (CALA)

Milestone Systems – Distributor of the Year – Saudi Arabia; Middle East

Panduit Distributor of the Year – Wesco Anixter Middle East - Dubai

Powershield Distributor Excellence Award 2024 – Wesco Anixter Security Locations Australia (APAC)

Vertiv 2023 North America Specialty Distribution Partner of the Year

Global Reporting Initiative (GRI)

Content Index

Organizational details

Entities included in the organization’s sustainability reporting

Reporting period, frequency and contact point

Restatements of information

External assurance

Name of the organization: WESCO International, Inc. Location of headquarters: Pittsburgh, Pennsylvania, USA

Ownership and legal form: Wesco International is a publicly traded (NYSE: WCC) Fortune 500 holding company Location of operations: Branch Locator

See About Wesco on page 4 and About This Report on page 54

Reporting period: 2024 Frequency: Annual Contact: Sustainability@wescodist.com

Wesco has updated previously stated values for 2023 Waste Recycled and Waste to Landfill, see page 18. Previous statements indicated we had met a landfill waste reduction goal, though this is not yet the case, and we will continue working towards this 2030 target.

Wesco has updated previously stated values for employees who returned to work after parental leave in 2023, see page 32.

We did not seek third-party assurance for this report. The information and data contained in this report have been vetted by internal audit personnel with subject matter expertise on the topics on which we have reported. Below are the material topics for our reporting. Additional information about impacts and boundaries can be found in the respective sections.

2-6

Activities, value chain and other business relationships

Employees

Workers who are not employees

Governance structure and composition

See Wesco Business Segments on page 6

See Supply Chain on page 46

Automation Electrical Maintenance Repair and Operations, Broadband Communications, Electronics, Renewables, Data Communications, Lighting, Safety, Security, Wire, Cable and Conduit

Sustainable Products and Services:

• Energy efficient products

• Energy management products

• Renewable energy products

• Sustainable MRO products

• Workplace safety products

Significant changes to previous reporting period - No

See People on pages 22-25

See Employees by Type on page 23

See Governance on page 48

See Proxy Statement on pages 5-19 Directors and Officers Board Committees

2-10

2-11

Nomination and selection of the highest governance body

Chair of the highest governance body

2-12

Role of the highest governance body in overseeing the management of impacts

Nominating and Governance Committee

See 2025 Proxy Statement on pages 5-19

See 2025 Proxy Statement on page 5 and 8

See Corporate Governance on page 48

The process of consultation is delegated from the Board of Directors to senior management, which annually reviews the results with the Board. The Board of Directors conducts an annual strategy review, which includes updating the organization’s purpose, value, mission and goals related to economic, environmental and social topics. As delegated to them by the Board, management is responsible for identifying and managing economic risks and opportunities that affect the enterprise. The Board delegates the management of these risks to senior management. As delegated to them by the Board, management is responsible for reviewing the effectiveness of the risk management process, which includes reviewing risks related to economic and environmental processes. Our ESG management teams report to the Board annually on the status of our ESG programs and sustainability goals progress.

2-13

Delegation of responsibility for managing impacts

2-14

2-15

Role of the highest governance body in sustainability reporting

Conflicts of interest

Communication of critical concerns

Collective knowledge of the highest governance body

Evaluation of the performance of the highest governance body

Remuneration policies

Process to determine remuneration

Annual total compensation ratio

Statement on sustainable development strategy

See Governance on page 48

See 2025 Proxy Statement page 18

The Board of Directors has delegated authority to members of senior management for economic, environmental and social topics. Our Executive Vice President of Global Supply Chain and Operations and our Executive Vice President of Human Resources report to our Chairman and CEO.

The chairman of the board reviews the sustainability report.

Code of Business Conduct

Contact Our Board

Corporate Governance Guidelines

Corporate Governance Guidelines

See 2025 Proxy Statement on pages 25-26; 33-64

See 2025 Proxy Statement on pages 33-64

See 2025 Proxy Statement on page 60

See CEO Letter on pages 2-3

Policy commitments

Embedding policy commitments

Processes to remediate negative impacts

We evaluate environmental impact in our decision-making processes and have embraced the Precautionary Principle. Wesco Guidelines, Charters and Policies

See Policy Reference within Ethics and Compliance on page 52

See Governance on page 48

See Code of Business Conduct

2-27

Mechanisms for seeking advice and raising concerns

Compliance with laws and regulations

Membership of associations

Approach to stakeholder engagement

See Ethics and Compliance on page 52

See 2024 Annual Report, Item 3

We are members of several industry groups to share our knowledge and expertise and learn from our peers and ensure that we are present and participating in the communities in which we live. We are members of the following organizations:

• Allegheny Conference on Community Development

• Electric Utility Industry Sustainable Supply Chain Alliance

• Institute of Supply Management

• National Association of Electrical Distributors

• National Association of Manufacturers

• National Association of Wholesaler-Distributors

• United Nations Global Compact

• Security Industry Association

See Reporting on page 10

See 2025 Proxy on pages 19-20

Employees Customers

Suppliers

Stockholders

Communities

Collective bargaining agreements

3-1

Process to determine material topics

3% of our employees were covered by a collective bargaining agreement in 2023

See Reporting on page 10

For this report, we relied on the following inputs:

• Customer surveys of our sustainability progress

• Employee surveys and other feedback mechanisms

• Feedback from customers, employees, suppliers, nongovernmental organizations and other stakeholders on prior sustainability reports

• Topics evaluated by external ranking organizations, such as CDP and EcoVadis

• Insight from our senior leaders

• Our enterprise risk management process

• Applicable government regulations

• Priorities of industry associations in which we participate

See Reporting on page 10

List of material topics

Supply Chain, Energy, Waste, Emissions, Health and Safety

Material Topics

Direct economic value generated and distributed

Financial implications and other risks and opportunities due to climate change

See 2024 Annual Report page 48

See IFRS S2 Index

Proportion of spending on local suppliers

Communication and training about anti-corruption policies and procedures

Not applicable. We work with more than 35,000 suppliers located around the world that provide products to our more than 700 sites.

Energy consumption within the organization

Energy intensity

Reduction of energy consumption

See Ethics and Compliance on page 52

Reductions in energy requirements of products and services

See Energy on pages 14-16

See Energy on pages 14-16

See Energy on pages 14-16

See Sustainable Products and Services on pages 44-47

Energy-efficient products: Advances in lighting, motors, drives, transformers and other mechanical products that we sell make it affordable and cost-effective to install energy efficient products. Energy-management solutions: Our smart building solutions give better visibility and control of energy consumption. These range from simple and costeffective lighting and HVAC controls to advanced building automation and monitoring equipment. Renewable energy products: We offer turnkey renewable energy solutions that include solar and micro-turbine wind. Sustainable MRO products: We have a broad range of sustainable maintenance, repair and operating products to support green procurement goals. Workplace safety products: We offer a full range of products and equipment designed to help keep people safe in the workplace.

GRI

GRI

GRI

Material Topics

Interactions with water as a shared resource

Water withdrawal

Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas

See Water on page 17

Wesco annual CDP response

Wesco annual CDP response

See Forests and Biodiversity on page 18

Wesco annual CDP response

Direct (scope 1) Greenhouse Gas (GHG) emissions

Energy indirect (scope 2) GHG emissions

GHG emissions intensity

305-5

Reduction of GHG emissions

See Emissions and Energy on pages 12-19

In addition to reported scope 1 emissions, Wesco reports 133 MTCO2e of biogenic carbon emissions for 2024, related to use of biofuels.

See Emissions and Energy on pages 12-16

See Emissions and Energy on pages 12-16

See Emissions and Energy on pages 12-16

Waste generation and significant waste related impacts

Management of significant wasterelated impacts

Waste generated

Waste diverted from disposal

Waste directed to disposal

See Waste on page 18

See Waste on page 18

See Waste on page 18

See Waste on page 18

See Waste on page 18

GRI 303: Water and Effluents 2018

GRI 305: Emissions 2016

GRI 304: Biodiversity 2016

GRI 306: Waste 2020

Benefits provided to full-time employees that are not provided to temporary or part-time employees

Parental leave

See Benefits and Compensation on page 31

See Parental Leave Data on page 32

Occupational health and safety management system

Hazard identification, risk assessment, and incident investigation

Occupational health services

Worker participation, consultation and communication on occupational health and safety

Worker training on occupational health and safety

Promotion of worker health

Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

Workers covered by an occupational health and safety management system

Work-related injuries

Work-related ill health

See Health and Safety on page 33

See Health and Safety on page 33

See Health and Safety on page 33

See Health and Safety on page 33

See Health and Safety on page 33

See Health and Safety on page 33

See Health and Safety on page 33

See Health and Safety on page 33

The Occupational Health and Safety System covers all employees, contractors and others working on behalf of Wesco

See Health and Safety on page 33

See Health and Safety on page 33

GRI 403: Occupational Health and Safety 2018 GRI 401: Employment 2016

Average hours of training per year per employee

Programs for upgrading employee skills and transition assistance programs

Percentage of employees receiving regular performance and career development reviews

An average of 8.4 hours per employee

See People and Culture on pages 20-31

100% receive performance reviews.

97% participated in the 2024 Performance cycle

Diversity of governance bodies and employees

See People data on pages 22-25 and Board of Directors on page 48

GRI

Diversity and Equal Opportunity 2016

Sustainability Accounting Standards Board (SASB) Content Index

Accounting

CG-MR130a.1

(1) Total energy consumed (2) percentage grid electricity (3) percentage renewable

CG-MR230a.1

CG-MR230a.2

Description of approach to identifying and addressing data security risks

(1) Number of data breaches, (2) percentage involving personally identifiable information (PII), (3) number of customers affected

CG-MR310a.1

CG-MR310a.2

CG-MR310a.3

(1) Average hourly wage and (2) percentage of in-store employees earning minimum wage, by region

(1) Voluntary and (2) involuntary turnover rate for in-store employees

Total amount of monetary losses as a result of legal proceedings associated with labor law violations

Quantitative: Gigajoules (GJ), Percentage (%)

CG-MR330a.1

CG-MR330a.2

Percentage of gender and racial/ethnic group representation for (1) management and (2) all other employees

Total amount of monetary losses as a result of legal proceedings associated with employment discrimination

Discussion and Analysis

(1) 1,381,835 (2) 27% (3) 5%

See Cybersecurity and Data Protection on page 51

Quantitative: Number, Percentage (%)

(1) 0 (2) 0% (3) 0

Quantitative: Reporting Currency, Percentage (%)

Wesco does not disclose this information

Quantitative: Reporting Currency Quantitative: Rate

Legal proceedings are reported in our 2024 Annual Report, Item 3 (1) 14.1% (2) 6.2%

Quantitative: Percentage (%)

(1) (2) See 2024 Employee Demographic Data on pages 22-25

Quantitative: Reporting currency

Legal proceedings are reported in our 2024 Annual Report, Item 3

Product Sourcing, Packaging and Marketing

G-MR 410a.1

Revenue from products third-party certified to environmental and/or social sustainability standards

Quantitative: Reporting Currency

Wesco does not disclose this information

The Chemical Safety program establishes procedures to ensure chemical hazards are properly evaluated and communicated such that facility personnel can work with minimal or no risk to health.

Management and Supervisory Responsibilities Management provides overall support and resources for the program. Supervisors must ensure employees are properly trained and the program is implemented at the facility.

Employees HSE Responsibilities Employees must follow the outlined procedures for chemical management and inform management of any changes or concerns. Chemical Inventory A chemical inventory is available for hazardous materials handled on-site. Chemical hazard information may be grouped to aid in effective communication of hazard and control information.

CG-MR 410a.2

Discussion of processes to assess and manage risks and/or hazards associated with chemicals in products

Discussion and Analysis

Chemical Hazard Evaluation The use of individual chemical hazards should be evaluated for routine functions to assess potential exposures. Tasks which are unusual or non-routine are to be evaluated by a supervisor prior to work being performed to ensure proper controls are provided.

Labeling Systems All chemical containers are to be labeled in accordance with the Global Harmonization System (GHS) and are marked as to what they contain and the respective hazards.

Safety Data Sheets Data sheets for each chemical used onsite are obtained from the manufacturer or distributor and made available to all employees.

Training Employees are trained upon initial assignment and on a periodic basis thereafter regarding the chemicals used in the workplace.

CG-MR 410a.3

Activity Metrics

CG-MR 000.A

CG-MR 000.

Discussion of strategies to reduce the environmental impact of packaging

Discussion and Analysis

Wesco reduces waste by capitalizing on opportunities to reduce, reuse and recycle.

Wesco uses packaging products that have anywhere from 10-80% recycled content built into the base material. Many of these materials are also biodegradable.

At Wesco, most of all items such as corrugated, polybags, tapes, etc. are recyclable. We source sustainable materials such as dunnage, reels and boxes from paper/paperboard and wood. Many locations have cardboard balers and compactors to reduce the impacts in a landfill waste environment.

With the training of employees on recycling, we encourage using the minimal packaging necessary to protect and safeguard our products so as not to over tax the landfills.

Shipment Consolidation successfully used third-party transportation partners to collect, consolidate and ship products from the U.S. to Wesco and customer locations around the world. By leveraging multimodal transportation to consolidate supplier shipments, Wesco reduces operating expenses, increases material visibility and lowers carbon emissions.

Number of: (1) retail locations and (2) distribution centers

Total area of: (1) retail space and (2) distribution centers

Quantitative: Number

Quantitative: Square meters (m²) (1) 0 (2) 726 (operationally controlled) (1) 0 (2) 2,392,063 (operationally controlled)

IFRS S2 Index: Fully incorporates and aligned with recommendations of now decommissioned TCFD

Oversight of climate-related risks and opportunities

6(a)i

6(a)ii

How responsibilities for climate-related risks and opportunities are reflected in terms of reference, mandates, role descriptions and other related policies applicable to the board How the board determines whether appropriate skills and competencies are available or will be developed to oversee strategies designed to respond to climate-related risks and opportunities

Our Board of Directors oversees the integration of ESG principles throughout our enterprise. This includes oversight of enterprise risk. The Board of Directors receives a report on material ESG topics, including climate-related risks and opportunities, at least on an annual basis and monitors risks that have been delegated to its three standing committees. The Nominating and Governance Committee provides oversight on ESG strategy and risks, including the review of climate-related strategies, risks and opportunities and progress against emissions reduction targets.

70% of our Board of Directors have environmental, climate and sustainability experience. This is defined by experience or expertise working within or overseeing the sustainability function of an organization, or having educational training on relevant environmental, social and governance related topics.

In accordance with our Corporate Governance Guidelines, the Nominating and Governance Committee annually reviews prospective and incumbent board members ensuring relevant experience, expertise and competencies are maintained.

6(a)iii

6(a)iv

How and how often the board is informed about climaterelated risks and opportunities

How the board takes into account climate-related risks and opportunities when overseeing the entity’s strategy, its decisions on major transactions and its risk management processes and related policies, including whether the board has considered trade-offs associated with those risks and opportunities

The Nominating and Governance Committee provides oversight on ESG strategy and risks. This oversight includes reviewing climate-related strategies, risks and opportunities and progress against emissions reduction targets. The Committee meets at least twice a year and reports out to the full board at each regular meeting.

The Board is committed to supporting the company’s efforts to conduct its business in a principled, transparent and accountable manner. The Board believes that its effective oversight of ESG matters is central to its risk oversight function. The Nominating and Governance Committee is responsible for oversight of significant ESG matters and the Audit and Compensation Committees are delegated responsibility for oversight of specific ESG topics. The Board receives regular updates from each of the Committees and retains ultimate oversight responsibility for ESG matters.

The Board considers and weighs multiple factors, including climaterelated and other risk factors as reported by committees and as appropriate for the situation, when making decisions and guiding the business.

Governance

Governance

Oversight of climate-related risks and opportunities

6(a)v

How the board oversees the setting of targets related to climate-related risks and opportunities and monitors progress towards those targets, including whether and how related performance metrics are included in remuneration policies

Board oversight includes reviewing climate-related strategies, risks and opportunities and progress against emissions reductions targets. Climaterelated strategies are a regular topic in board and committee meetings, including topics such as climate regulation preparedness, market position and target standing and progress. The Board provides input to steer the direction of the business climate strategy.

Emissions reduction strategy development and emissions reduction thresholds are incorporated into broader annual goals set for operations management. Bonuses are offered as part of management level renumeration for employees and teams who have achieved their assigned goals, including climate-related goals.

Describe management’s role in assessing and managing climate-related risks and opportunities

6(b)i

6(b)ii

Whether the role is delegated to a specific management-level position or management-level committee and how oversight is exercised over that position or committee

Whether management uses controls and procedures to support the oversight of climate-related risks and opportunities and, if so, how these controls and procedures are integrated with other internal functions

The CEO reviews our climate and sustainability programs, goals and progress on at least an annual basis. Our climate change strategy is managed by the sustainability team, which reports to the Executive Vice President - Supply Chain & Operations who is a direct report to the CEO and serves as the liaison with executive officers regarding sustainability initiatives. The management team is responsible for annual reports to the Board of Directors on the status of Wesco’s ESG programs and progress against sustainability goals, including climate-related considerations. The Director - Global Sustainability and Environmental Compliance, in collaboration with relevant business units, provides the daily management of climate change initiatives against Wesco’s stated goals.

We have a management team that oversees the Enterprise Risk Management (ERM) process and is led by the Senior Vice President, Treasurer and the Vice President of Internal Audit. It includes at least 15 members representing business units and functional groups throughout the organization. Team members rotate every two years to ensure a variety of risks and perspectives are considered in the process. Climaterelated risks are included in the ERM process and evaluated on an ongoing basis along with other enterprise risks. Further, management provides an annual in-depth review of the ERM process and top risks to the Board.

Climate-Related Risks and Opportunities

10(a)

10(b)

How the board oversees the setting of targets related to climate-related risks and opportunities and monitors progress towards those targets, including whether and how related performance metrics are included in remuneration policies

Identifying and evaluating ESG risks, specifically climate-related risks, is incorporated into our ERM process and is evaluated at a regular cadence. In addition, climate risk assessments are performed to identify substantive climate-related risks and opportunities. All substantiative risks, including climate-related risks, are outlined in the Risk Factors section of the Form 10-K.

Physical climate-related risks may be acute or chronic in nature. Acute climate-related risks are caused by extreme weather events, which may be intensified by climate change. Identified acute physical risks include disruptions to our own operations of global supply chain due to the impact of severe weather or natural disasters, including those occurring as a result of climate change, such as tropical storms, severe winter weather, flooding, drought or wildfires. These risks may have effects in the short-, medium- or long-term time horizons, with the likelihood and magnitude of the impacts potentially increasing over time.

10(c)

Explain for each climaterelated risk whether the entity considers the risk to be a physical or transition risk

Specify for each risk and opportunity over which time horizons the effects could reasonably be expected to occur

Chronic climate-related risks result from the impact of long-term, climatedriven events. These events could disrupt operations, cause supply chain interruptions and increase operational costs. Risks such as rising sea levels and shifting precipitation patterns may have an effect on land usage and energy costs. We may be impacted by increased costs to adapt facilities and processes that can be attributed to climate change.

Due to the global nature of our organization, weather events could have an impact on our IT operations, distribution centers, our supply chain and transportation partners, Wesco employees and the power grids our facilities depend on. This could result in temporary or prolonged interruptions to our operations, increase our operations costs and capital expenditures and reduce revenue. These impacts could become more severe in the long-term as the frequency and intensity of natural disasters and other severe weather events potentially increases due to climate change.

Transition risks refer to the financial and operational challenges that arise as the world moves toward a low-carbon economy. These risks include the rising costs of compliance with evolving global climate laws and regulations, which may differ across regions and lack consistent standards. Regulatory uncertainty, particularly around how to report climate-related risks, can increase the complexity of compliance. Additionally, mechanisms like a regulatory price on carbon could significantly raise operating expenditures and supply chain manufacturing costs.

These risks could impact our business through increased operational costs driven by heightened expectations and regulatory requirements related to ESG performance and reporting. This may translate into higher capital expenditures, operating expenses and cost of goods sold. Furthermore, as certain customers adopt net-zero emissions targets, we may face pressure to further reduce our emissions to support their goals. Failure to meet these expectations could jeopardize key customer relationships and result in lost business opportunities.

We see strong opportunities to expand our offerings in energy-efficient and renewable energy products. As demand continues to grow for climate mitigation solutions, we believe we are well-positioned to support our customers with technologies that enable greater energy efficiency and facilitate the transition to renewable energy.

10(d)

13(b)

Explain how the entity defines short, medium and long-term and how these definitions are linked to the planning horizons used by the entity for strategic decision-making

Risks are analyzed along short, medium and long-term time horizons, generally assessed as 0-1 years, 1-5 years and 5+ years, respectively. Many climate-related risks are assessed as emerging to Wesco and are more likely to have potential long-term impacts rather than an immediate impact on the company.

14(a)i

Description of where in the entity’s business model and value chain climate-related risks and opportunities are concentrated (for example, geographical areas, facilities and types of assets)

We’ve conducted sustainability surveys among our top suppliers and the insights we’ve gathered continue to shape our supplier engagement strategy. Our global supply chain is intentionally diverse, which allows us to pivot to alternate vendors when disruptions occur and we’re actively working to further strengthen our supply chain resiliency.

We regularly evaluate the supplier market to expand our product offerings and ensure we can meet the fit, form and function requirements of our customers. This part of our operating model also provides an additional layer of redundancy, helping us support customers in the face of disruption.

Because of the built-in redundancy across our supply chain, the numerous options of our supplier base, our extensive facility network and the flexibility of our business model, we don’t currently see climate-related risks as being materially concentrated in any one area of our value chain.

Current and anticipated changes to the entity’s business model, including its resource allocation, to address climate-related risks and opportunities

To address climate-related risks and opportunities, we commit time and resources to advancing our ESG efforts in ways that align with our values and support the long-term strength of our business. Our business model is designed to be flexible and adaptable, enabling us to respond effectively to changing environmental conditions and market dynamics. This adaptability positions us to manage climate-related risks while capitalizing on new opportunities as they emerge.

We’re actively working to build customer awareness around energy efficiency and renewable energy technologies. We provide our sales teams with the training and tools they need to support these solutions and we collaborate with suppliers to spotlight energy-efficient and renewable products through direct marketing and industry events.

Internally, we’re evaluating the energy performance of our facilities and identifying opportunities to improve efficiency and share best practices across our network. Where it makes sense, we retrofit our buildings with energyefficient technologies and continue to explore site-specific renewable energy projects and potential expansion of our electric vehicle fleet. We also track, disclose and work to reduce our greenhouse gas emissions. These efforts help us identify opportunities to use energy and resources more efficiently and inform strategies that can reduce our environmental footprint while delivering value to our customers and stakeholders

Business Model and Value Chain

Strategy Strategy and Decision-Making

14(a)ii

14(a)iii

Current and anticipated direct mitigation and adaptation efforts

Our direct mitigation and adaptation efforts are rooted in our commitment to resilient operations and uninterrupted service. We’ve built a global network of distribution centers, fulfillment centers and sales offices that give us the flexibility to shift resources and reroute logistics in the face of disruptions, including those driven by climate-related events. This redundancy across our network is a core part of how we manage operational risk and ensure continuity for our customers.

We continue to invest in automation and integrated information systems that enable real-time visibility across our supply chain. These tools support proactive decision-making and allow us to adapt quickly to changing conditions, whether environmental or logistical. At the same time, we’re actively working to improve energy efficiency across our facilities and exploring renewable energy installations and electric vehicle adoption where feasible. These efforts not only reduce our environmental footprint but also strengthen our ability to operate reliably in a low-carbon economy.

14(a)iv

Current and anticipated indirect mitigation and adaptation efforts

Any climate-related transition plan the entity has, including information about key assumptions used in developing its transition plan and dependencies on which the entity’s transition plan relies

We assist our customers with emergency preparedness and response, including to climate-related natural disasters. We work with our customers to enhance their resiliency and ability to respond to catastrophic events by building up replenishment resources and preparing contingency plans. Wesco constantly adapts, learning from past events and implementing changes to its emergency management protocol.

We are in the process of developing a climate transition plan that aligns with our broader ESG strategy and long-term business objectives. Our focus is on creating a realistic and actionable approach grounded in product and service sustainability, supply chain resilience and environmental management. This plan will support our ability to manage climate-related risks while identifying opportunities to innovate and grow in a changing operating environment.

As we shape the plan, we are considering a range of evolving regulatory, market and customer expectations. Key elements under review include the integration of low-carbon technologies, supplier engagement around emissions reductions and energy efficiency across our operations. While the transition plan is still in development, it remains a priority and is subject to regular review as part of our commitment to continuous improvement and sustainable value creation.

14(a)v

14(b)

How the entity plans to achieve any climate-related targets, including GHG targets

Wesco’s climate-related target is to reduce our absolute scope 1 and 2 GHG emissions 30% for our U.S., Canada and U.K. operations from a 2021 baseline by 2030. Our 2021 baseline scope 1 and 2 inventory includes our U.S., Canada and U.K. businesses, which encompass over 92% of global Wesco carbon emissions in 2024.

To date, we have achieved a 3% reduction (2,556 MTCO2e) from our baseline. To achieve these targets, our emissions reduction strategy focuses on our key emissions sources – electricity and natural gas usage at our facilities –which account for approximately two-thirds of our combined scope 1 and 2 emissions. Renewable energy initiatives and energy efficiency measures are key decarbonization levers we are employing to reduce our electricity and natural gas use. We have prioritized renewable energy procurement and expanded our market-based scope 2 reporting to reflect investments in renewable energy programs. This includes pursuing utility provider tariffs, community choice offerings and local renewable programs. We have also implemented energy efficiency improvements, including HVAC upgrades and electrification projects, to reduce building fuel use and electricity consumption.

14(c)

Information about how the entity is resourcing and plans to resource, activities disclosed above

16(a)

Quantitative and qualitative information about the progress of plans disclosed in previous reporting periods in line with the above in previous reporting periods in line with the above

Wesco’s central sustainability team works cross-functionally with leadership, FP&A, operations, real estate management and fleet management to drive scope 1 and 2 decarbonization in the context of Wesco’s other goals and priorities. The sustainability team aids in emissions reduction estimates for planned projects, which are measured against any added expenses and cost benefits. Key projects and focus areas are identified where emissions reduction can be maximized balanced against financial impacts and savings opportunities.

How climate-related risks and opportunities have affected its financial position, financial performance and cash flows for the reporting period

Progress against GHG reduction target: Wesco has reduced scope 1 and 2 emissions by 3% or 2,556 total MTCO2e from our 2021 baseline for our U.S., Canada and U.K. operations.

Climate-related risks and opportunities have not materially impacted our financial position, financial performance, or cash flows in 2024. While our business has experienced climate-related impacts, our resilient supply chains and ability to re-route business to other hubs meant this did not have a financially material impact on our business.

16(b)

16(c) & (d)

The climate-related risks and opportunities identified above for which there is a significant risk of a material adjustment within the next annual reporting period to the carrying amounts of assets and liabilities reported in the related financial statements

We do not currently anticipate any climate-related risks or opportunities that would result in a significant risk of material adjustment to the carrying amounts of assets or liabilities within the next annual reporting period. Our business model is intentionally designed to be resilient and adaptable, allowing us to maintain uninterrupted service even in the face of changing environmental or regulatory conditions. This includes a diverse global supply chain, a broad facility network and flexible operational capabilities that mitigate potential financial impacts from localized disruptions.

While we are not expecting material adjustments in the near term, we continue to evaluate climate-related opportunities across the business. These assessments are integrated into our ongoing strategy reviews at both the corporate and business unit levels, with particular focus on energy efficiency, renewable energy solutions and low-carbon technologies. This forward-looking approach allows us to remain agile and prepared to act on opportunities that support both customer needs and long-term value creation.

We anticipate maintaining a strong financial position across the short, medium and long term as we continue integrating climate considerations into our broader strategy. Our approach emphasizes operational flexibility and having a large scope of supply chain options, which support stability in the face of environmental and regulatory shifts.

22(a)i

How the entity expects its financial position to change over the short, medium and long term given its strategy to manage climate-related risks and opportunities?

Over time, we expect targeted investments in areas such as facility energy efficiency, renewable energy integration and product innovation to create new sources of value. These initiatives are being assessed within core business functions and are designed to align with evolving customer needs and market trends—without compromising service reliability or financial performance.

Wesco balances climate-related risks and opportunities as it does all risks and opportunities and will continue to manage them with the goal of maintaining a financial position consistent with Wesco’s broader organizational aspirations.

Implication of the climate resiliency assessment for entity’s strategy and business model, including how the entity would need to respond to the effect identified in the climaterelated scenario analysis

In 2024–2025, we updated our climate risk assessment—both quantitative and qualitative—building on our initial 2022 scenario analysis to inform how we manage climate-related risks. The updated scenario analysis confirmed a high degree of climate resiliency across our business, with limited material physical risks identified in our critical business units. It also highlighted meaningful transition-related opportunities.

Given the strength of our existing operations and risk mitigation strategies, we do not see an immediate need to implement new responses based on the findings. Our current business model—designed for flexibility, redundancy and adaptability—positions us to continue delivering uninterrupted service while remaining well-prepared to act on future developments as climaterelated risks and opportunities evolve.

Climate Resilience

22(a)ii

Significant areas of uncertainty in the entity’s assessment of its climate resilience

All physical risk analysis carries inherent uncertainty due to limitations and margins of error in climate models, particularly for localized and complex hazards such as wildfire or chronic heat.

Transition-related risks and opportunities also involve significant uncertainty due to evolving and unpredictable regulatory environments, technological breakthroughs, market disruptions and shifts in market and customer expectations. Variables such as the pace of decarbonization, implementation of new policy frameworks and development of low-carbon technologies could impact Wesco’s long-term climate exposure in unpredictable ways, despite best practices employed in the climate scenario analysis.

22(a)iii

Entity’s capacity to adjust or adapt its strategy and business model to climate change over the short, medium and long term, including:

-Availability of and flexibility in existing financial resources to respond to the effects identified in the climate-related scenario analysis

-Ability to redeploy, repurpose, upgrade or decommission existing assets

-Effect of the current and planned investments in climate-related mitigation, adaptation and opportunities for climate resilience

Although Wesco’s facilities are likely to face some adverse physical climate events, we assessed our operations to have a high level of resiliency to current and future climate-related impacts. Climate risk is integrated into our enterprise-wide risk management strategy, allowing us to fare well through historic climate-related events and providing a range of adaptation measures against future events. As an organization, Wesco is in various ways resilient to the effects of climate change and weather hazards, as well as to the socioeconomic implications of a transition to a low-carbon economy.

As Wesco primarily leases its facilities and holds a flexible inventory structure, we have the ability to rapidly redeploy or relocate assets in response to physical risk factors. Our limited exposure to long-lived physical assets enhances our ability to adapt our business model.

We continue to invest in climate mitigation and adaptation through enterprise GHG initiatives. In parallel, we are strategically investing in business units that enable customers to increase infrastructure resilience and advance the transition to a low-carbon economy. These efforts position Wesco to adjust its strategy over the short, medium and long term as climate-related risks and opportunities evolve.

22(b)i

Climate-related scenario analysis: information related to the scenarios

To assess physical climate-related risks, we used Representative Concentration Pathway (RCP) scenarios developed by the Intergovernmental Panel on Climate Change (IPCC). These scenarios reflect varying levels of greenhouse gas concentrations and associated warming outcomes. We evaluated RCP 8.5, a high-emissions, worst-case scenario that assumes emissions continue rising throughout the 21st century, resulting in an estimated 4°C global temperature increase by 2100. We also considered RCP 4.5, an intermediate scenario where emissions peak around 2040, leading to a 2°C increase and RCP 2.6, a stringent mitigation scenario aligned with the Paris Agreement that limits global warming to below 2°C by the end of the century. These scenarios helped us understand a range of potential physical impacts—such as extreme weather, flooding and heat events—on our global operations and supply chain.

For transition risk, we used scenarios from the Network for Greening the Financial System (NGFS), specifically the REMIND model, to evaluate the policy and economic implications of climate-related market shifts. The REMIND scenarios provide structured pathways for how global economies and energy systems may respond under different levels of climate ambition. The REMIND Net Zero 2050 scenario assumes immediate and aggressive climate action to limit warming to 1.5°C, leading to an orderly transition but requiring rapid decarbonization. The REMIND Delayed Transition scenario assumes limited action in the near term, followed by abrupt policy shifts later this decade, resulting in elevated transition risks. The REMIND Current Policies (Business as Usual) scenario assumes no significant changes to existing climate policy, which increases long-term physical and systemic risks. These scenarios support our understanding of how evolving policy and market dynamics could affect our operations and long-term strategy.

As per best industry practices and recommended scenario analysis, we considered science-based temperature thresholds and socio-economic models, with identified required data inputs from the IPCC and the NGFS scenario analysis frameworks. The analysis focused on a baseline year to 2020, with some analysis extending to 2100. However, model uncertainty often grew beyond useful levels when assessing beyond 2050.

22(b)ii Climate-related scenario analysis: key assumptions

We conducted our climate scenario analysis during the 2024 reporting period, building on our initial 2022 scenario analysis as part of an ongoing, iterative approach to evaluating climate-related risks and opportunities. This latest assessment focused on our primary markets—the U.S., EU, Latin America and Asia-Pacific—where our 39 critical sites are located. As part of our transition risk analysis, we evaluated the potential impact of evolving climate-related policies, including the introduction of carbon pricing and increased costs for certain raw materials due to climate-related taxes or tariffs. These assumptions were aligned with the NGFS Scenario’s.

We also considered broader macroeconomic trends, particularly supply chain pressures that could affect our industry. Rising costs for manufacturing inputs, transportation and raw materials may present financial and operational challenges over time.

For physical risk, we assessed both acute and chronic climate hazards across the 39 facilities. Chronic risks included changing weather patterns such as increased heatwaves and drought, while acute risks focused on more immediate threats like tropical storms, river flooding, sea level rise and wildfires—based on geographic exposure.

Energy usage was a key consideration within the transition risk analysis, particularly the potential impact of accelerated decarbonization efforts across our customer base. As more organizations adopt net-zero targets, we assessed the implications this could have on our operations and supply chain.

Finally, we considered technological developments and their dual role as a potential risk and opportunity. While adopting new low-carbon technologies may result in increased costs, we are also well-positioned to support the energy transition by sourcing and supplying components critical to grid modernization and decarbonization.

Risk Management

Processes and related policies the entity uses to identify, assess, prioritize and monitor climate-related risks

Our climate-related risk assessment process incorporates both internal and external data sources. For physical risk, we used geospatial and facilityspecific data aligned with the IPCC Representative Concentration Pathway (RCP) scenarios, covering 39 of our critical facilities across the U.S., EU, Latin America and Asia-Pacific. For transition risk, we applied the NGFS REMIND model and policy assumptions from the IEA Sustainable Development Scenario to reflect potential impacts from regulatory change, carbon pricing and market shifts in our key operating regions.

25(a)i, 25(a)iii, 25(a)v

25(a)ii

Inputs and parameters the entity uses (for example, information about data sources and the scope of operations covered in the processes); how the entity assesses the nature, likelihood and magnitude of the effects of those risks; and how the entity monitors climate-related risks

We assess the nature, likelihood and magnitude of climate-related risks through our ERM framework. Each risk is evaluated based on velocity, severity and probability and then plotted on a heat map. Mitigation availability is also factored into this assessment. Subject matter experts from across the company participate in this process to ensure a broad, cross-functional perspective.

We monitor climate-related risks on an ongoing basis through both formal and dynamic channels. Our ERM process includes a full review every two years, with interim updates in alternate years and department leaders are responsible for identifying and escalating risks in real time. When supply chain-related risks emerge, we deploy automated surveys to our supplier base to better understand their individual exposure. Based on supplier responses, we assign a relative risk score to help guide mitigation strategies.

We also track current and emerging climate and energy regulations in the markets where we operate. Our Corporate Sustainability team works closely with legal counsel and the Enterprise Risk Committee to evaluate regulatory developments and potential impacts. Reputational risks related to climate and sustainability are managed in collaboration with our legal, marketing and investor relations teams to ensure a coordinated and proactive approach.

25(a)iv

Whether and how the entity uses climate-related scenario analysis to inform its identification of climaterelated risks

Whether and how the entity prioritizes climate-related risks relative to other types of risk

We refresh our climate scenario analysis every two years to ensure it reflects current data and evolving risk conditions. Our ERM team is actively involved in this process to maintain alignment with our global risk management approach. The results of each scenario analysis are shared with both the ERM team and senior leadership and they are incorporated into our broader set of known risk factors.

Climate-related risk factors are monitored against other company risk factors through the organization’s central ERM, led by the Senior Vice President, Treasurer and the Vice President of Internal Audit. It includes at least 15 members representing business units and functional groups throughout the organization. Various team members rotate every two years to ensure a variety of risks and perspectives are considered in the process. The risk management process includes ranking and materiality assessments of each risk factor to determine which are deemed substantive.

Risk Management

Processes and related policies the entity uses to identify, assess, prioritize and monitor climate-related risks

25(a)vi

25(b)

Whether and how the entity has changed the processes it uses compared with the previous reporting period

25(c )

Processes the entity uses to identify, assess, prioritize and monitor climate-related opportunities, including information about whether and how the entity uses climate-related scenario analysis to inform its identification of climaterelated opportunities

Our climate-related risk management process has remained consistent during the reporting period, reflecting the strength of our existing framework. However, we’ve placed greater emphasis on transparency and alignment with internationally recognized disclosure frameworks. This reporting period also marked a scheduled refresh of our scenario analysis, carried out in accordance with our established approach to climate risk management.

Energy, water, waste and greenhouse gas emissions are reviewed on a quarterly basis as part of our broader effort to identify operational efficiencies and reduce environmental impact. This includes regular evaluation of our energy and sustainability programs. At the asset level, Branch Managers and Operations Managers receive training and support to identify opportunities for utility reduction and to improve the efficiency performance of our facilities and delivery fleet.

Collaboration with suppliers plays a key role in identifying innovative products and services that can improve energy efficiency and reduce emissions for our customers. Through regular engagement, including energy and sustainability discussions and the publication of a sustainable products guide, we help customers understand and adopt low-carbon solutions. These activities are also informed by ongoing assessments of potential technological or market limitations that may affect our business, our partners, or our customers.

Transition-related policy changes and broader decarbonization efforts present strategic opportunities for us to support customers in meeting their climate goals. Findings from our scenario analysis inform how we assess customer exposure to both physical and transition risks. Our sustainability team maintains a close partnership with our sales organization to surface and evaluate climate-related opportunities tied to our expanding portfolio of products and services.

The extent to which and how, the processes for identifying, prioritizing and monitoring climate-related risks and opportunities are integrated into and inform the entity’s overall risk management process

Our ERM process involves close collaboration with business leaders across key units to develop strategic plans for minimizing identified risks. For climatespecific risks, we take an asset-level approach—reviewing our sites through the lens of loss prevention, particularly related to severe weather events. This allows us to identify additional opportunities for targeted prevention and mitigation actions.

Contingency planning also accounts for risks that could impact global material availability. While a few exceptions exist for unique inventory types, we take specialized steps at locations identified as high risk due to exposure to natural disasters or critical transportation routes. These sites are supported by enhanced planning measures and carry higher levels of insurance coverage to ensure operational continuity in the event of a disruption.

Metrics and Targets

Climate-Related Metrics

29(a) iv(1-2), 29a(v)

29(a) vi(1)

Scope 1 and 2 Emissions

Scope 3 Emissions

29(a) iii(1-3)

Disclose approach used to measure GHG emissions

Global scope 1: 57,001 MTCO2e

Global scope 2 (location-based): 38,142 MT CO2e

Global scope 2 (market-based): 31,383 MTCO2e

Category 5 (Waste): 10,554 MTCO2e

Category 6 (Business Travel): 9,703 MTCO2e

We measure our greenhouse gas (GHG) emissions in accordance with the Greenhouse Gas Protocol (GHGP), the leading global framework for quantifying and managing GHG emissions. Specifically, we apply the GHGP Corporate Accounting and Reporting Standard to calculate and report emissions across scope 1, scope 2 and all upstream scope 3 categories.

We also measure our scope 2 emissions calculations and report both location-based and more accurate market-based figures. While locationbased emissions reflect average regional electricity emissions, market-based emissions account for our investments into renewable energy programs.

For scope 3 emissions, Wesco employs a number of calculation methods including spend-based, waste-type-specific and supplier-specific approaches.

29(b)

29(c)

Amount and percentage of assets or business activities vulnerable to climaterelated transition risks

29(d )

Amount and percentage of assets or business activities vulnerable to climaterelated physical risks

We have assessed that we have low exposure to climate-related transition risks, given our role as a partner to both traditional and low-carbon industries. As such, the proportion of assets vulnerable to transition risk is considered negligible. In addition, we have identified climate-related transition risks related to increased regulations and carbon taxes. These risks may affect our businesses; but they are not likely to materially impact our financial position.

We assessed climate-related physical risks across 39 critical locations. While several locations are exposed to acute and chronic physical hazards, the estimated value at risk for each location is below our financial materiality threshold. As a result, we have not identified any assets or business activities that are materially vulnerable to climate-related physical risks at this time.

Climate-Related Opportunities

29(e)

Capital Deployment

A portion of revenue comes from energy efficient products and renewables. This business line has the potential to expand should the market and demand for these products expand.

We have not yet isolated a discrete amount of capital expenditure or investment specifically allocated to climate-related risks and opportunities. While climate considerations are integrated into operational planning and risk mitigation strategies, as described above, associated expenditures have not represented a material portion of overall capital deployment to date. We will continue to quantify and disclose climate-related investment, particularly in support of long-term mitigation and resilience goals.

and

(industry specific) 33(a-b)

33(c )

33(d)

33(e )

33(f)

Internal carbon prices

Remuneration

33(g)

Industry-based metrics: Multiline and Specialty Retailers and Distributors

We do not employ an internal carbon price and do not plan to in the next two years. Internal pricing related to environmental externalities is not a current level being used to achieve Wesco sustainability goals.

Bonuses are offered as part of management level renumeration for employees and teams who have achieved their assigned goals, including climate-related goals.

Total energy consumed: 1,381,835 GJ

• % grid electricity: 27%

• % renewable: 5%

• # of retail locations: 0

• # of distribution centers: 726 (operationally controlled)

• Total area of retail space: 0

• Total area of distribution centers: 2,392,063 sqm (operationally controlled)

Metric used to set the target and objective

Part of the entity to which the target applies

Period over which the target applies

Base period from which progress is measured

Any milestones and interim targets

If target is quantitative, whether it is an absolute or intensity target

We have a 30% absolute reduction target for scopes 1 and 2 GHG emissions from a 2021 baseline with a target year of 2030.

US, Canada and UK operations (92% of Wesco footprint and boundary for current 30% emissions reduction target)

We do not have interim targets

Metrics and Targets

Climate-Related Targets

33(h)

36(a)

36(b)

36(c)

36(d)

How the latest international agreement on climate change including jurisdictional commitments that arise from that agreement has informed the target

Assessing international climate change agreements is one regular part of our sustainability governance. Our current emissions target is to reduce absolute scope 1 & 2 emissions for company operations in the US, UK and Canada by 30% by 2030 from a 2021 baseline. The UN Paris Agreement was in place when this target was adopted and has served as a significant influence in the market and landscape pertaining to climate targets. In this way, international agreements were a motivator to adopt a climate reduction target, alongside several other factors. Our adoption of an absolute emissions target aligns with the intention of the agreement’s focus on absolute emissions reduction and may evolve to include further alignment over time.

Approach to setting, reviewing and monitoring process against each target

36(e)

Performance against each climate-related target

Our GHG target is not a science-based target, but we anticipate setting one in the future.

Metrics used to monitor progress towards the target are scope 1 and 2 emissions (metric tons of CO2e) for GHG.

To date, we have achieved a 3% reduction (2,556 MTCO2e) from our baseline for US, UK, CAN target. As additional countries and emissions data has been captured, our global location-based footprint has expanded (by 1%) since it was first reported last year for 2024. However, our investments into renewable energy and other initiatives supporting our current reduction targets have made a significant impact in our global and regional market-based emissions, which is a more accurate portrayal of our carbon strategy. Since our baseline in 2021, our emissions per square foot of building space in US, UK and CAN has decreased by over 13%, demonstrating decreased emissions intensity while the business has grown.

Which GHG are covered

Whether Scope 1, 2, or 3 emissions are covered

Whether target is gross GHGe or net

Sectoral decarbonization approach

Entity’s planned use of carbon credits to offset GHGe to achieve any net GHGe target

Methane, Nitrous oxide, carbon dioxide, perfluorocarbons, hydrofluorocarbons, sulfur hexafluoride, nitrogen trifluoride

Scope 1 and 2

Gross

Target was not derived using a sectoral decarbonization approach

In accordance with the Greenhouse Gas Protocol, carbon offsets and credits are not included in Wesco’s scope 1, 2 and 3 carbon emissions totals. We do not currently use carbon credits or offsets for emissions reduction strategies and do not intend to do so in the future.

Glossary

CO2e: Carbon dioxide equivalents (CO2e) are a single measure of all greenhouse gas emissions in Wesco’s carbon inventory. In accordance with the Greenhouse Gas Protocol (GHGP), Wesco’s carbon inventory includes several greenhouse gases: carbon dioxide, methane, nitrous oxide, perfluorocarbons, hydrofluorocarbons, sulfur hexafluoride and nitrogen trifluoride. Each greenhouse gas is normalized to carbon dioxide equivalents (CO2e) based on the different global warming potentials (GWP) for each individual gas.

Greenhouse Gas (GHG): Greenhouse gases are gases that trap heat within the atmosphere. These gases are naturally occurring, though they are also released through various human activities, such as burning fossil fuels. Wesco’s carbon inventory includes several greenhouse gases: carbon dioxide, methane, nitrous oxide, perfluorocarbons, hydrofluorocarbons, sulfur hexafluoride and nitrogen trifluoride.

Inventory: Wesco’s carbon inventory is the company’s total greenhouse gas emissions for the year, measured and reported in accordance with the Greenhouse Gas Protocol (GHGP) Corporate Standard.

Location-based: A location-based calculation is a methodology for calculating Scope 2 greenhouse gas emissions, in accordance with the Greenhouse Gas Protocol (GHGP) Corporate Standard. Location-based calculations derive greenhouse gas emissions based on the energy or electricity consumed within a given region, paired with relevant gridaverage energy generation emission factors for that region.

Market-based: A market-based calculation is a methodology for calculating Scope 2 greenhouse gas emissions, in accordance with the Greenhouse Gas Protocol (GHGP) Corporate Standard. Market-based calculations derive greenhouse gas emissions based on the energy or electricity consumed in a given region, paired with relevant energy generation emission factors for that region, while incorporating energy generation emission factors from any renewable instruments purchased from the market.

Scope 1: Scope 1 greenhouse gas emissions are a subset of Wesco’s total carbon inventory according to the Greenhouse Gas Protocol (GHGP). Scope 1 emissions are direct greenhouse gas emissions that occur from sources that are operationally controlled by Wesco, including fuel use for building heating, company operated vehicles, and other building equipment.

Scope 2: Scope 2 greenhouse gas emissions are a subset of Wesco’s total carbon inventory according to the Greenhouse Gas Protocol (GHGP). Scope 2 emissions are indirect greenhouse gas emissions that occur from Wesco purchased energy use, including building electricity.

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