SUSTAINABILITY REPORT WI TH REFERENCE TO THE GR I STANDARDS 1
Stakeholder Letter we are excited to issue Beurer’s 3rd sustainability report. It was again prepared with reference to the standards of the Global Reporting Initiative. For the immediate future, we see many changes in the field of sustainability reporting, with the EU Corporate Sustainability Reporting Directive (CSRD) also applying to us from the financial year 2025/26 onwards. The new reporting directives mean a lot of additional workload to our team. But we see them also as an opportunity to install a new measurement mechanism for one of the biggest challenges of our times. Already now, we have started our preparations and are in the process of completing our materiality assessment. Exciting times are ahead! Despite the new reporting requirements, we have not at all lost focus in driving sustainability in our day-to-day business activities. We are continuing to expand our Green Planet range while also switching our packaging to use less plastic and recycled materials where possible. We take our role as a manufacturer and endconsumer brand with a focus on sustainability very seriously. Therefore, we are continuing to work on our ratings on various platforms, while also increasing the number of our suppliers on the platform Amfori. All listed suppliers on the platform are audited based on environmental and social criteria. Starting from the financial year 2023/24, we ask our suppliers to switch from the ISO 14001 standard to BEPI audits. We see the increased requirements in these audits as an opportunity to gain further insights into our supply chain and increase transparency, opening up the conversation for DEAR STAKEHOLDERS, Marco Buehler / CEO Beurer GmbH Marco Buehler / CEO GRI 2-22 opportunities for improvement in the environmental sphere. In the field of emissions, we are making big steps to improve our scope 1 & 2 footprints, for example by installing solar systems on all our big production and logistic sites. At the same time we are also focusing on improving our ability to calculate our scope 3 footprint. Several of our production sites have been set up with solar panels to decrease energy consumption related emissions. Regarding our indirect emissions of Scope 3 we will hand in our near-term targets to the Science Based Targets Initiative in the coming months. Various exciting projects are planned or still ongoing in this area, and we continue to look for newways to reduce our footprint. Our partnership with BaumInvest also remains strong, with 110.000 trees already planted and now growing every day. Looking back over our achievements in the field of sustainability over the past years, I am proud of how far we have come, also thanks to the team working tirelessly on the subject. Nevertheless, there is much left to do, with you, our stakeholders, relying on us to further improve our efforts. We are excited to see where the next several years will take us. I hope you enjoy reading about our sustainability journey. I promise to continue to pursue our endeavor to make Beurer more sustainable in the years to come with the utmost urgency. Stakeholder Letter 3 1.0 About Beurer 4 History + product world 5 Headquarter + Beurer Group 8 Number of employees and revenue growth 10 Our awards 10 The Beurer Values 11 2.0 Strategy and Goals 12 Sustainability Timeline 14 2.1 Our strategy and goals for sustainable development 16 2.2 Our most significant impacts 20 2.3 Our most significant stakeholder groups 22 3.0 Our Commitment to Sustainability 24 3.1 Protecting the climate 26 3.2 Our approach to circular economy 30 3.3 Our approach to sustainable packaging 32 3.4 Sustainable supply chain management 34 3.5 Health and wellbeing of our customers 38 3.5.1 The wellbeing of our customers 39 3.5.2 Our digital responsibility 39 3.6 Our people 40 3.7 Our social responsibility 42 4.0. Reading Guide 46 4.1 Scopes and indicators 48 4.2 Information about the methodological context 48 4.3 Definition of material topics 50 4.4 GRI content index 51 TABLE OF CONTENTS 3 2
ABOUT BEURER History + product world 5 Headquarter + Beurer Group 8 Number of employees and revenue growth 10 Our awards 10 The Beurer values 11 5 4
1. About Beurer Establishment of the Beurer company by Käthe and Eugen Beurer Range extension - Health & Wellbeing Establishment Beurer Hungaria, manufacturing plant Distribution & production of medical masks Medical Factory Hungary and new building at Ulm headquarters Range extension – glucose monitoring & introduction of Beurer medical GRI 2-1; 2-2; 2-7 1919 1988 1992 PRODUCT WORLD Introduction of heating underblankets 1952 BABYCARE WELLBEING MEDICAL FITNESS BABYCARE BEURER GMBH HISTORY In-house research, development and production of blood pressure monitors 1996 2007 2012 2013 2020 2021 Range extension - Beurer Beauty and opening logistics center in Uttenweiler Range extension - Beurer Connect PERSONAL CARE HOME BEAUTY 6 7
>1600 HEADQUARTER NUMBER OF EMPLOYEES Markets: Distribution in more than 100 countries BEURER GROUP Beurer company headquarter since 1919 Beurer Uttenweiler since 1963 Beurer logistics since 1983 Beurer Hungaria production since 1992 Beurer Italia since 2009 Beurer UK since 2011 Beurer France since 2011 Beurer Medical Italia SRL since 2012 Beurer Austria since 2014 Beurer Hungaria since 2015 Beurer Poland since 2019 Beurer Moldova since 2022 Beurer Benelux since 2023 Beurer Korea since 2023 Beurer Indonesia since 2024 Beurer UAE since 2024 Ulm, Germany 8 9
0 100 200 300 400 500 23/24 22/23 21/22 20/21 19/20 18/19 17/18 16/17 15/16 14/15 13/14 12/13 11/12 10/11 09/10 08/09 07/08 06/07 05/06 04/05 03/04 02/03 2000 2001 Mio. EUR GROUP REVENUE OUR AWARDS ETM TESTMAGAZIN Beurer HD 75 Nordic Grey Green Planet SEHR GUT 96,0 % Einzeltest Heizdecke 01|2024 ETM TESTMAGAZIN Beurer HK 123 XXL Cosy Grey Green Planet SEHR GUT 95,7 % Einzeltest Heizkissen 01|2024 ETM TESTMAGAZIN Beurer UB 60 Green Planet SEHR GUT 96,0 % Einzeltest Wärmeunterbett 01|2024 1. COMPANY PROFILE · We are a medium-sized, family-run, internationally active company based in Germany. · Our long-term thinking and ability to adapt quickly enables us to achieve a high level of customer satisfaction, profitable growth and, as a result, financial independence. 2. CORPORATE AIM / COMPANY PURPOSE · Beurer is synonymous with products that improve people’s health and well-being. 3. QUALITY POLICY · In our company, our policy is to continuously improve our processes and products. · We know what our customers expect from our products, and we make sure we meet those expectations. We think customer satisfaction is the most important indicator for success. · In our core ranges, we develop products that are highly competitive from a technical and design point of view. · The way we have optimised our entire supply chain, from the production stage all the way through to our marketing and customer service, helps us to stand out from the competition. · We fully comply with all regulatory requirements in the target markets. 4. EMPLOYEES · Performance-oriented and customer-focused employees, who see themselves as having a long-term bond with the company, are crucial to the company’s success. · Mutual trust is a fundamental value in managing employees. When dealing with people, open communication and integrity build trust, which in turn forms the basis for successful company-wide collaboration. · We believe in diversity and the power of international cooperation. Having varied backgrounds and perspectives enriches the company’s culture and encourages innovation. · We expect our managers and employees to exhibit responsibility, adaptability, courage and initiative in the pursuit of our common goals. 5. BRAND STRATEGY · The Beurer brand is at the very forefront of our international activities. · Our brand stands for reliability, quality, design and innovation. · The breadth and depth of our product range makes us the preferred brand for health and well-being. 6. MARKETS · We see our markets as being in Europe and, to an increasing extent, worldwide. Large export markets are preferably serviced by our own subsidiaries. · For our core product groups, in Europe we are striving for a market position of first or second place. 7. FLEXIBILITY AND INNOVATION · Demonstrating flexibility and innovation in all areas of the company is a key component in our corporate culture. Digitalisation of our processes, products and customer contact plays an especially important role in this. · It is the effectiveness and efficiency of our processes and the speed with which we develop marketable and innovative products that will secure our long-term success. 8. CORPORATE RESPONSIBILITY · We have a sense of duty to our sites and we make sure our actions serve the interests of the community. We abide by the guidelines for social responsibility and the legislation applicable to our sites. · Sustainable corporate governance determines our actions at all our sites, as well as during development and procurement, production and marketing of our products. · The Beurer Foundation uses our company profits to finance ongoing projects that support children, young people and women, as well as sustainability projects. Ulm, March 2024 COMPANY GUIDELINES German Design Award ETM Testmagazin Plus X Award Brand of the century reddot Award Deutsche Hochdruckliga 10 11
2.0 STRATEGY AND GOALS Sustainability timeline 14 2.1 Our strategy and goals for sustainable development 16 2.2 Our most significant impacts 20 2.3 Our most significant stakeholder groups 22 13 12
SUSTAINABILITY TIMELINE As a company focusing on health and wellbeing, we have a special responsibility towards our customers when it comes to sustainability. This is why we have been working towards a more sustainable way of business since 2021. 12 / 09 10 / 21 02 /22 12 /22 03 /23 04 /23 05 /23 08 /23 09 /23 12 /23 03 /24 10 /22 Joined Amfori, a platform to asess and audit suppliers. We have been steadily increasing the number of our suppliers on the platform since. Kick-off Meeting of the project “Sustainable Beurer”. In collaboration with the Terra Institute, our employees were presented with the hard facts around climate change and other challenges in the field of sustainability. Together we developed our first plan to face these challenges. First stakeholder assessment. Finalisation of the first sustainability strategy including detailed roadmaps for key topics. Committed to set near-term goals by joining the Science Based Targets initiative. Completed the first EcoVadis assessment. We are continuously working to improve our sustainability efforts and our rating. Publication of the first Beurer Sustainability Report with reference to the GRI standards. Signed the Charta of Diversity Became a member of the UN Global Compact, with regular reporting starting in 2024. Our new Green Planet range is presented to the public. Publication of the second Beurer Sustainability Report with reference to the GRI standards. Installation of solar power systems at two production sites. 2.0 STRATEGY AND GOALS 15 14
OUR CURRENT MAIN FOCUS TOPICS CONTINUE WORK TO ACHIEVE OUR CLIMATE AMBITION Hand in our near-term targets to SBTi by end of 2024 Reduce our emissions in line with our final science based target. CONTINUE WORK TO DECREASE OUR RESOURCE USE Recycled product design is applied to 50% of our new products by year 2027/28 The design for recycling guidelines are applied to 50% of our new products by year 2027/28 Increase the quality of data surrounding sustainable packaging and resource use 2.1 OUR STRATEGY AND GOALS FOR SUSTAINABLE DEVELOPMENT When preparing our sustainability strategy, we used the UN Sustainable Development Goals (SDGs) as a point of reference. Our purpose: to increase the health and wellbeing of our customers continuously. See chapter 3.5 for more information on how we handle customer safety. The Beurer Foundation focuses primarily on projects in the field of education. As a long-standing family-run company in Ulm, our roots are deep. By focusing on projects in Ulm and its surrounding area we want to make a positive impact where our roots lie. See chapter 3.7 for interesting insights into our exciting projects. As a profit-oriented company we are aiming to achieve sustainable growth. Sustainable growth not only means that we can reduce our footprint but also guarantees us the ability to continue supporting our customers in improving their health and wellbeing, as well as guaranteeing our employees a stable job in the future. The quality of our products is of the utmost importance to us. We aim to continuously improve our processes and products, in order to always deliver the best possible product to our customers. In doing so, we are flexible and innovative. For more information, see chapters 3.2, 3.3, and 3.5. The resource use connected to our products is responsible for a significant part of our scope 3 emissions. By focusing on the use of recycled materials and the recyclability of our products, we aim to decrease the overall footprint of our products and packaging. Read more in chapters 3.2 and 3.3. Our climate ambition is a significant aspect of our sustainability strategy. Many of our measures influence our performance in the field of climate change. For more information see chapter 3.1. Only together can we really face the many crises of our time. By regularly engaging with our suppliers, customers and many other stakeholders, we aim to increase transparency and gain deeper insights and valuable information on various issues, in order to steer our sustainability measures in the desired direction. The Beurer Foundation represents a reliable partner for many ambitious projects. For more information see chapters 2.3, 3.4, 3.6, and 3.7. OUR MATERIAL SDGS AND THEIR MEANING TO BEURER GRI 2–12, 2–13, 2–23, 2–29, 3–1, 3–2, 3–3 INCREASE THE NUMBER OF SUPPLIERS ON AMFORI 95% of suppliers (excl. those from our production sites) are certified by BSCI and BEPI or equivalent 95% of high and medium risk suppliers on amfori have either a SA 8000 certification or have been audited in line with BSCI. 16 17
HOW WE ORGANIZE SUSTAINABILITY WITHIN BEURER: At Beurer, we firmly believe that sustainability affects us all. That is why we have established a dedicated Sustainability Committee consisting of representatives from all relevant business units. By the full support of our executive board who is responsible for sustainability at Beurer and the Supervisory Board, we integrate sustainability into every aspect of our operations. Through collaboration and the engagement of all stakeholders we believe that we can progress towards a sustainable future. SUSTAINABILITY COMMITTEE SUSTAINABILITY MANAGERS SUPPORTED BY ALL EMPLOYEES EXECUTIVE BOARD SUPERVISORY BOARD 19 18
2.2 OUR MOST SIGNIFICANT IMPACTS Beurer impacts the environment and other stakeholders in various ways along the entire life-cycle of its products and in its day-to-day business activities. In order to get a better understanding of which issues to focus our attention on, we conducted an impact analysis along our value chain. This was followed-up with intensive stakeholder involvement. In case of recycling TRANSPORT TO PROCESSING LOCATION TRANSPORT TO SUBSIDIARY / RETAILER IN CASE OF ONLINE PURCHASE: SHIPPING OF MATERIALS TRANSPORT TO WASTE MANAGEMENT COMPANY EXTRACTION OF RAW MATERIALS • Potential human rights issues in the supply chain (intransparent supply-chain) • Resource use • Potential effects of extraction on the environment PROCESSING OF GOODS (IN VARIOUS STEPS AT VARIOUS LOCATIONS) • Emissions from processing • Resources used in processing • Waste at the processing site • Governance issues SALE OF GOODS • Energy consumption at the sales location • Travel of employees at the sales location • Employee wellbeing • Governance issues CONSUMER USE-PHASE • Emissions from the energy consumption of products • Protection of consumer data WASTE PROCESSING / RECYCLING • Resource use (if materials could have been recycled) • Emissions from waste processing THOUGHT-OUT DESIGN OF PRODUCTS AND EFFICIENT MANUFACTURING PROCESSES Emissions from transport Emissions from transport Emissions from transport Emissions from transport GRI 2-6 20 21
2.3 OUR MOST SIGNIFICANT STAKEHOLDER GROUPS Subsidiaries Employees Supervisory Board Shareholder € € € Banks, Distributors Production Plants Fair Wages Supporting local, regional and national economic development through steering Circular Economy Sustainable Productpackaging Climate protection Human rights & environmental standards in the supply chain Promoting the health and well-being of clients Safe and healthy workplaces Wellbeing of the employees Product safety Dataprotection and digital responsibility Promotion of education Sustainability communication Freedom of Association & Collective Bargaining Water and Sewage Corruption low Relevance for companies high low Relevance for Stakeholder high We work with a range of stakeholders every day. Some, like our employees and customers, give us regular feedback, which we are happy to receive. Others, such as the environment, cannot do so. In order to get a rounded view of the most important aspects of sustainability which Beurer should focus on, we actively engage with our stakeholders on a regular basis. Currently, we are working to perform our materiality assessment on the basis of the double materiality as demanded by the CSRD, which Beurer will be required to comply with in its reporting from the year 2025/26 onwards. We are looking forward to gaining valuable insights into our company and the up- and downstream value chain, while taking the necessary steps to perform the next materiality assessment in line with the requirements. THE RESULT OF OUR MATERIALITY ASSESSMENT AND OUR MATERIAL TOPICS : EXTERNAL INTERNAL OUR MOST SIGNIFICANT STAKEHOLDER GROUPS: 22 23
3.0 OUR COMMITMENT TO SUSTAINABILITY 3.1 Protecting the climate 26 3.2 Our approach to a circular economy 30 3.3 Our approach to sustainable packaging 32 3.4 Sustainable supply chain management 34 3.5 Health and wellbeing of our customers 39 3.6 Our people 40 3.7 Our social responsibility 42 24 25
GRI 3-3, 302-1, 305-1, 305-2 & 305-3, 2023/24 Management approach for 302-1, 305-1, 305-2 & 305-3 Various factors play into the issue of climate protection. Which is why it is a central issue to us. Our main challenge lies in uniting the growth we want to continue to achieve as a company with the reduction in emissions we have to achieve to minimize our impact on the climate and align with the 1,5° C goal. With our resource-use being a central driver of our impact on the climate, the topic is closely linked with the ambition to move towards principles of circularity in the design and production of our products and the focus on more sustainable packaging. Additionally, the issue has an indirect impact on various human rights issues. Beurer, as a company focused on health and wellbeing, also faces opportunities in connection with the topic of climate change and adaptation. Our product range covers everything from heated blankets to fans, sea-air simulators and air humidifiers, offering opportunities for growth. We are currently in the process of defining a science based target for the reduction of our emissions. We aim to achieve this reduction by installing solar panels at various of our locations. Two of our production sites were in the process of installing or activating their solar systems at the end of the financial year 2023/24. One has since started using the renewable energy generated by the solar panels, while the other plans to do so by the end of the year. Various options for the further expansion of renewable energy sources are being assessed when opportunities arise. In addition to our focus on renewable energy sources, we are slowly increasing the number of hybrid vehicles in order to reduce our consumption of fuels. Currently, at our location in Ulm, more than 50 % of our vehicles are either fully electric or hybrid vehicles. We are also continuing to improve the availability of data in order to be able to publish more exact information on emissions and better assess potentials for improvement. This is why we now differentiate between different types of plastic in our corporate carbon footprint. * We have improved the way we calculate our emissions. Due to this, the reported emissions are not comparable to those reported in past sustainability reports. 3.1 PROTECTING THE CLIMATE THE CHALLENGE OUR PROGRESS OUR CURRENT EMISSIONS GOAL TIMEFRAME Approval of our goals by the Science Based Targets Initiative by the end of 2024 Short-term Steadily increase the number of hybrid cars in our company Medium-term Reduce our scope 1 and 2 emissions in line with our final science based target. Long-term Improve and standardize processes surrounding the collection of data for the calculation of our emissions and the tracking of the effectiveness of measures related to climate change. Continuously CATEGORY CO2e (t) Scope 1 388 Scope 2 (market-based) 1.477 3.1 Purchased goods & services 64.369 3.3 Fuel- and energy-related activities (excl. those in scope 1 and 2) 549 3.4 Upstream transportation and distribution 2.113 3.5Waste generated in operations 75 3.6 Business travel 454 3.7 Employee commuting 490 3.9 Downstream transportation and distribution 2.000 Total 71.915 OUR GOALS “We want to reduce the emissions we generate directly at all our sites as far as possible (Scope 1), reduce emissions resulting from the purchase of energy at all our sites as far as possible (Scope 2), and reduce emissions in our supply chains where possible (Scope 3). In addition, we want to reduce the total amount of waste we generate.” 26 27
SPOTLIGHT ON: THE FORESTATION PROJECT BY BAUMINVEST AG While we aim to reduce our emissions as much as possible, we have also chosen to support an afforestation project, which allows us to compensate a fraction of our emissions. The GoldStandard certified project covers an area of 200 hectares of woods which we like to call the “Beurer Woods”. We are excited to watch our about 110.000 mixed forest seedlings grow. We have not yet retired nor have we earmarked any certificates for retirement in the future. In addition to the compensation aspect, the project also supports the biodiversity of the local area, offering various species a place to roam. 29 28
Metal parts Wiring Cables Other electronic components Other metal components ABS Polyester PVC PP Other plastics GRI 3-3, 301-1 Management approach for 301-1, 306-1, 306-2, 306-3, 306-4 & 306-5 THE CHALLENGE The topic of circular economy touches upon various other sustainability issues. It affects our emissions as well as our waste management, and can have an impact on the challenges we face in our supply chain. The main challenge lies in moving all of our processes towards circular principles while maintaining the high level of quality we promise our customers and expect from ourselves. OUR PROGRESS We have developed two guidelines which describe what options should be considered while designing a product to 1. make it more easily recyclable and/or 2. decrease the use of resources in the production of the product, for example by using recycled materials. These guidelines ensure we consider more sustainable design practices at the very start of the life-cycle of our products. Our trained product & development 3.2 OUR APPROACH TO A CIRCULAR ECONOMY MATERIAL QUANTITY IN T PLASTIC GOAL TIMEFRAME Apply the recycled product design to 50% of our new products by 2027/28. Medium-term Apply the design for recycling guidelines to 50% of our new products by 2027/28. Medium-term Expansion of the products in our Green Planet range Continuously Improve and standardize processes surrounding the collection of data for the calculation of our resource use Continuously OUR GOALS “We want to develop products made from materials with an optimal carbon footprint (e.g. minimising the amount of materials used, using the highest possible percentage of recycled materials, renewable raw materials or materials that can be recycled); with the longest possible service life and designed so that customers can reuse them over the longest possible period; which can be repaired and separated at the end of their service life, and with components that can be recycled or reused.” teams assess, in which situation which approach is the best, while ensuring the quality of the product is not compromised. In the future, we aim to steadily increase the number of products designed in line with these guidelines. Additionally, as briefly mentioned in chapter 3.1 we have successfully increased the data quality of our resource use, particularly of the use of materials in our products. We can now assess the use of different types of plastic as well as various other components. 09 05 03 1.624 331 263 688 6 29 684 499 3.160 276 44 1.627 3.980 813 1.372 84 441 725 2.425 Paper Glass Textiles Ceramics Batteries Other materials Cotton Other textiles 30 31
Each of our sold products must be packaged and prepared for transport to the retailer or end-consumer. Herein lies a significant use of resources, not only in the transport of the products but also in their packaging. Our challenge is to reduce the overall amount of wasOur biggest goal in the field of packaging is to create a reliable basis for calculating future improvements. To do so, we need to complete the currently available data and define processes, to allow for the tracking of the packaging used. Management approach for 301-1 GRI 3-3 & 301-1 THE CHALLENGE OUR GOALS 3.3 OUR APPROACH TO SUSTAINABLE PACKAGING “We want to make all of the packaging types we use, such as sales packaging, outer packaging and transport packaging, more environmentally friendly by using fewer materials. We also want to make it more sustainable by using recyclable materials where possible and alternatively sustainable virgin fibres, e.g. FSC standard. The packaging should be as small as possible and the available transport options should be utilised to the greatest possible extent.” We are currently implementing a Product Infrastructure Management System, which will also contain data on the packaging of each product. This is the first step towards a reliable tracking of our packaging data. Next to optimizing the data surrounding our packaging, we have been working on minimizing the use of plastics. This is reflected, for example, in the switch of the coa- *Data refers to the materials used in the packaging of our products including the cardboard for shipping. It does not cover foil used in the shipping process or packaging of products that are not processed by Beurer GmbH. The data is comparable to past reported data. We have increase the completeness of our data and added the amount of wrapping film used in our logistics center in Germany for this years reporting. OUR PROGRESS MATERIAL USED IN PACKAGING (T)* 84 3.685 112 Plastic Wrapping film Cardboard 0 500 1000 1500 2000 2500 3000 3500 4000 ting of our packaging from plastic laminate to varnish and the removal of Polybags from some of our products. Additionally, we have switched further packages to recycled materials. An example of this is the packaging of our insect bite healer, BR 60. By optimizing the data surrounding packaging, we will be able to better quantify our efforts in the future. GOAL TIMEFRAME No more EPS and PS in our packaging Short-term Increase data availability in the field of packaging Medium-term Use recycled material instead of virgin material, where possible Continuously Avoid the use of plastics. Where plastic is necessary, prioritize the use of LDPE and HDPE due to the recyclability of the material in Germany Continuously te packaging that must be disposed of while aiming to switch to monomaterials - which can be easily separated for disposal, or recycled materials, where packaging is necessary for the safety of the product. Our other goals are currently not quantifiable, and therefore slightly inconcrete. Once the data availability is improved, we aim to define measurable targets in the field of packaging. 32 33
GRI 3-3, 308-1, 308-2, 414-1 & 414-2 Management approach for 308-1, 308-2, 414-1 & 414-2 THE CHALLENGE 3.4 SUSTAINABLE SUPPLY CHAIN MANAGEMENT The activities along our supply chain influence various aspects of sustainability. These cover environmental as well as social issues. Additionally, the materials we receive from our suppliers can significantly influence the quality of our products. Our challenge lies in using the influence we have to ensure human rights are respected in all of our direct and indirect business relationships. OUR PROGRESS Starting from the year 2024 onwards we have requested all our suppliers on the Amfori Platform to switch from SA 8000 and ISO 14001 certifications to Amfori BEPI and BSCI. We believe that these certifications allow for a better understanding of our suppliers and where their central challenges and risks in the environmental and social sphere lie. In 2023/24 we assessed 73 suppliers for environmental impacts, that is an increase of 33% compared to the past year. Additionally, we assessed 91 suppliers for social impacts, of which 2 actual or potential negative impacts were identified. Where these impacts were determined, measures were put in place to improve conditions immediately. At the time of writing, both suppliers had already passed the re-audit. OUR GOALS “We want human rights to be protected and environmental standards to be respected in our global supply chain. Therefore, we strive for comprehensive transparency in these supply chains, and assess and monitor fair working conditions, human rights and environmental standards when our products are produced. To this end, we use the European framework on due diligence.“ GOAL TIMEFRAME 95 % of the suppliers on amfori with high or medium risk classification have an Amfori BSCI or SA 8000 certificate by the end of 2024 Short-term 95% of suppliers in the amfori platform have a BSCI & BEPI certificate audit or equivalent by the end of the financial year 2024/25 Short-term Gain a better understanding of our supply chain (n-tier suppliers) Continuously a. Number of suppliers assessed for social impacts. a. Number of suppliers assessed for environmental impacts. b. Number of suppliers identified as having significant actual & potential negative social impacts. b. Number of suppliers identified as having significant actual & potential negative environmental impacts. 2 91 0 73 SUPPLIERS ASSESSED FOR SOCIAL IMPACTS SUPPLIERS ASSESSED FOR ENVIRONMENTAL IMPACTS 34 35
SPOTLIGHT ON: AMFORI , OUR SUPPLIER PLATFORM Amfori is the leading business association for sustainable trade. The amfori platformoffers aplace for us to perform and track our supplier due diligence measures. This includes collecting data on suppliers, assessing suppliers in various forms and tracking performance in various areas. Amfori BSCI provides us with a framework, within which we can track the social and human rights impact of our suppliers, amongst other things through self-assessment questionnaires and audits. Additionally, amfori BEPI, which focuses on the environmental aspects of sustainability, gives us a deeper insight into the environmental risks and performance of our suppliers . 36 37
GRI 3-3, 416-2, 418-1 Management approach for 416-2, 418-1 THE CHALLENGE 3.5 HEALTH & WELLBEING OF OUR CUSTOMERS Health and wellbeing is our business. We pride ourselves in contributing to our customers´ day every day. To ensure that we continue to have a positive impact on our customers, we collaborate with various bodies, such as physicians and medical professionals, universities and associations. Our challenge is nothing less than to continue to offer the best products at the best quality and with the highest level of safety possible. OUR PROGRESS OUR PROGRESS 3.5.1 THE WELL-BEING OF OUR CUSTOMERS 3.5.2 OUR DIGITAL RESPONSIBILITY In the reporting period no incidents of non-compliance with regulations resulting in recalls or warning were reported. We successfully maintained our certifications by the MDC for medical devices and the EN ISO 9001 , EN ISO 13485 for our quality management system. With the regular audit of our systems, we receive valuable feedback which allows us to continuously improve our processes. During the reporting period, there were 30 instances in which non-compliance with voluntary codes was identified. These did not lead to any recalls or warnings. Any incidents leading to even slight physical consequences to our customers are documented in our post market surveillance database (PEA) and are carefully processed and followed-up internally. In the reporting year, no substantiated complaints concerning breaches of customer privacy, leaks, theft or loss of customer data were identified. As provider of health services in the digital environment, we are aware of the sensitivity of the data handled using our products. Additionally, we ensure our employees take part in regular data training, in order to limit the chance of any issues arising. GOAL TIMEFRAME Maintain our EN ISO 9001 certification Continuously Maintain our EN ISO 13485 certification Continuously No incidents of non-compliance with regulations resulting in recalls or warnings Continuously OUR GOALS “We want our products to make customers feel better and healthier and increase their life expectancy. In linewith the precautionary principle, we systematically strive to ensure the safety of our products. When developing our products, we focus on the protection and safety of our customers. We exploit the opportunities afforded by digitalisation to improve our products, and we guarantee data protection for our customers. This includes systematic efforts to mitigate risks related to information security (e.g. cybercrime or loss of customer data).” Beurer is a member of the german „Hochdruckliga“. Through our membership we continue to emphasize the importance of raising awareness for regular checks of blood pressure. Many of our blood pressure monitors also have the Hockdruckliga‘s seal of approval, confirming the accuracy of their measurements. 38 39
3.6 OUR PEOPLE GRI 3-3, 401-1, 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-8, 403-9 & 405-1 Management approach for 401-1, 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-8, 403-9 & 405-1 OUR CHALLENGE There is no Beurer without our employees. Our top priorities are to preserve and protect human and employee rights, and ensuring our employees are safe and leave the workplace as healthy as they arrived there. We aim to provide opportunities for a good work-life balance, aiming to particularly support those balancing work and life as parents. Our code of conduct emphasizes the importance of mutual respect in the workplace. We aim to promote equality and equal opportunities in our daily doings. Our culture of mutual respect and empathy is also reflected in our goal of creating an environment, in which errors are an opportunity for growth. We support the professional development of our employees and see it as an opportunity to make them and the company better. Our central challenge is obtaining and retaining the best people for our exciting missions of making the world a healthier place. We are continuously working to improve the processes surrounding our HR management as well as expanding the employee benefits we offer. With our recently introduced “Townhall Meetings” we aim to increase the transparency and communication amongst our management and all employees. In these meetings, the management provides information about the development of the company over the past months OUR PROGRESS OUR EMPLOYEE BENEFITS OUR EMPLOYEES IN DATA* PERMANENT VS TEMPORARY EMPLOYEES OUR EMPLOYEES BY GENDER as well as giving an overview of big future projects. We also value the communication between employees and their direct managers, which is why we ensure our employees have an annual meeting with their manager to discuss their progress and goals for the upcoming months and years. In the future, we want to implement a tool with which these development talks can be documented digitally. * This data does not include working students and interns Temporary Employees 134 1462 Permanent Employees 0 200 400 600 800 1000 1200 1400 1600 GOAL TIMEFRAME Implement a tool for the digitalization of the annual development talks Short-term Implement a learning management system Short-term Reimagine the employee development process Short-term Continue the digitalization of HR-processes Continuously Expand our offers in the field of health and wellbeing Continuously Optimization of recruitment processes Continuously OUR GOALS “We want employees to work in a safe and healthy work environment where they feel comfortable. We want to promote their satisfaction and motivation, ensure equal opportunities and create the basis for a good work/life balance.“ Work-life balance → Financial support for parents of children attending day- care (German: KITA) → Flexible working hours → Additional vacation days starting from 2 years of employment with the company (max. 34 days) Transport → Job Bike → Jobticket (allows for cheaper travel around Germany with regional services) Fitness and Wellbeing → Wellpass → Subsidies for gym member- ships not included in Wellpass → Group running → Safety Equipment (glasses for those working on the computer, safety shoes, etc.) → Sponsorship for various runs (Einstein Marathon, etc.) → Subsidized lunches Other discounts and benefits → Corporate benefits → Company supported pension scheme → Company supported occupa- tional disability insurance → Discounted tickets for local sporting events and attractions → Bonus for the recruitment of new employees Women 64 % Men 36 % 40 41
3.7 OUR SOCIAL RESPONSIBILITY GRI 3-3, 403-3, 403-4, 403-5 THE BEURER FOUNDATION AND ITS MANAGEMENT As a family-owned company we have always considered it particularly important to give back to society and to people – at our locations and globally. In 2015, the Beurer Foundation was founded, which promotes education and aims to support disadvantaged children, young people and women, as well as preserving the environment. The Management of the Beurer Foundation lies within the responsibility of its foundation board and the project management team. The Board of Trustees acts as independent decision-making body and Being a non-profit organization, the Beurer Foundation aims to use each Euro as efficiently as possible. Additionally, it aims to act as a reliable and long-term partner for its supported projects. This allows for longterm planning of projects and the project management to focus on the impact of the initiatives rather than having to invest resources into the search for the next year of funding. In the coming years, the Board of Trustees has also decided to add projects in the environmental sphere as an additional focus. “We have experienced the dangers of climate change first hand, for OUR GOAL oversees the project results, while the German authorities act as an additional supervising party. The Beurer Foundation is a nonprofit organization and mainly funded by profits distributed by the Beurer GmbH. Its main goal is to use the available funding as efficiently as possible, by creating a large impact with every Euro spent. Leadership positions are honorary and additional labor cost is kept low through part-time collaborations. In order to ensure that funds are used as intended, each project must The projects supported by the Beurer Foundation can be regional (located in Ulm and its neighboring towns), national (located in Germany) and international (throughout the world). The newly developed impact matrix can be applied to all social projects, allowing for an assessment of their impact. OUR PROGRESS OUR GOALS “Through the Beurer Foundation, we want to promote the education and training of disadvantaged children, young people and women.” report on the use of the funding and project details twice a year, which is then reviewed by the board of trustees at one of its regular meetings. example with recent floodings in the south of Germany. The ecological crisis is growing. Therefore we have decided that the time has come for the Beurer Foundation to expand its field of impact. Because the environmental issues we are currently facing, and those we will face in the future, are not something we can turn a blind eye to. At the same time, as a foundation that has been focusing on supporting women and children, who are among those most significantly impacted by climate change, we see it as our responsibility, to also focus on this issue.” – Alexandra Bühler, member of the board of the Beurer Foundation. BILD STIFTUNG? OUR DONATIONS BY PROJECTS OUR DONATIONS BY COUNTRY Hoffnungsträger Deutscher Kinderschutzbund Ulm/Neu-Ulm Project “Weihnachtsverkauf” Concordia Sozialprojekte, Stuttgart GoldenHearts Ulm, Eigenprojekt Beurer-Stiftung In Via, jmd Ulm Adept e.V. Frauendorf Umoja Regionale Lerntherapien GoldenHearts uG, Pforzheim Café Canapé Ulm menschlichkeit-Ulm e.V. terre des hommes Caritas Ulm Für Sierra Leone e.V. Small regional projects Uppahar e.V. Germany Moldava Uganda Kenya Vietnam Sierra Leone India 72 % 10 % 6 % 6 % 2 % 1 % 13 % 12 % 12 % 10 % 9 % 8 % 6 % 6 % 5 % 4 % 4 % 3 % 3 % 2 % 2 % 1 % 1 % 3 % 42 43
An ongoing local project is the support of the child protection association Ulm-Neu-Ulm, partially funded by the Beurer Foundation since 2018. The association acts as an accessible counseling service surrounding various topics affecting children and/or parents. The Beurer Foundation’s funds support the project “Enabling education – overcoming trauma” (German: “Bildung ermöglichen – Trauma überwinden”). The project covers counselling for children growing up in difficult conditions and often as a result of this showing behavioral issues such as aggressiveness, difficulty studying, or shyness. In play sessions the children can talk about their experiences and process their trauma in a safe environment supported by therapists. At the same time, the parents are given advice on how best to support their child. The successes achieved by the children with the help of the child protection association and its staff lead to new opportunities for the children, often allowing them to start attending school or kindergarten and to start learning and studying as well as socializing with other children. SPOTLIGHT ON: TWO SUPPORTED PROJECTS UMOJA IN KENIA Since 2021, the Beurer Foundation has been supporting the women’s-town of Umoja. The town, located in the Samburu-region of Kenya, was founded in the 1990s and offers the women living there as well as their children safety from violence, oppression and genital mutilation. The Beurer foundation funds the school busses, which transport local children from the surrounding area to the town’s own school. Whether the children in the area attend school often depends, not only on the safety of the way to school, but also on the accessibility of these schools. By funding the school vans, safer and accessible ways of getting to school are created. Furthermore. because the transport is free of charge, the hurdles facing poor families who want to send their children to school are lowered. THE CHILD PROTECTION ASSOCIATION ULM-NEU-ULM 44 45
4.0 READING GUIDE 4.1 Scopes and indicators 48 4.2 Information about the methodological context 48 4.3 Definition of material topics 50 4.4 GRI content index 51 46 47
GRI 2-2, GRI 2-14 4.1 SCOPE & INDICATORS 4.0 READING GUIDE This document has been prepared with reference to the GRI standards and has been approved by Marco Bühler on 18.09.2024. The GRI Content Index contains a full list of all reported GRI disclosures. A description of the stakeholder involvement in the reporting process can be found in chapter 2.3. Unless otherwise stated, all data and information reported refer to Beurer GmbH and its subsidiaries as of 31st March of the reporting period. The subsidiaries are: Beurer Italia S.r.l., Beurer France S.A.S., Beurer Austria GmbH, Beurer Schweiz AG, Beurer Benelux B.V., Beurer Polska Sp., Beurer Hungaria KFT, Beurer UK Limited, Beurer India Private Ltd., Beurer 4.2 INFORMATION ABOUT THE METHODOLOGICAL CONTEXT 3.1 Protecting the climate Emissions data covers Beurer GmbH and subsidiaries. Data was collected for locations with more than 10 employees. These locations cover 96 % of all employees. In a small number of cases, data had to be extrapolated to cover all subsidiaries, as data on quantities was not tracked. Calculations were performed in line with the Greenhouse Gas Protocol. Our carbon footprint calculation does not cover the following GHG protocol categories: 2 – Capital goods 8 – Upstream leased assets: not material 10 – Processing of sold products: not applicable to our products 11 – Use of sold products: significant uncertainty surrounds this data, therefore it was omitted from this report 12 – End-of-life treatment of sold products 13 – Downstream leased assets: not material 14 – Franchises: not applicable to Beurer 15 – Investments Category 1 – purchased goods and services covers the materials used for our products. Office supplies as well as services were deemed to not be material, based on an assessment of spending in these categories. For more information on category 1 – purchased goods and services, also see the notes on chapter 3.2 below. The quantities of materials used are extrapolations based on one product in each group of products. One product from each parts group was disassembled and the materials that make up the product were weighed. These weights were then multiplied by sales figures for 2023/24. This data was also used for the carbon footprint calculation of purchased goods. Emissions factors were sourced from publicly available (government) databases where possible, as well as from ecocockpit, which compiles data from various sources. 3.3 Opting for sustainable packaging The packaging data for each product and the quantities of materials used for the packaging are stored in our ERP system. We multiplied this packaging data by the amount of incoming goods for the financial year 23/24 to calculate the total amount of packaging materials used. Some data is not yet stored in our ERP system. The packaging quantities for some products sold in China and the USA and the packaging quantities for spare parts are not yet included in the data. This year, the amount of wrapping film used in our warehouse is reported for the first time. We aim to continue to provide more complete data in the coming years. 3.4 Sustainable supply chain management Thanks to our membership of amfori, we have access to the amfori sustainability platform. This platform allows us to connect with a large part of our suppliers and easily exchange data. We can also use it to assess our suppliers and track the sustainability of our supply chain. For instance, we can see how many of our suppliers have been audited for sustainability and where negative social or environmental impacts have been identified. The platform keeps the data updated and easily accessible at all times. We aim to increase the fraction of suppliers registered on the platform on a regular basis. 3.5 Health & wellbeing of our customers Incidents that occurwhile using our products are processed and recorded in our process management tool as soon as they are reported. 3.6 Our people The number of employees at each location is centrally managed and updated monthly by the Human Resources department at our headquarters in Ulm. Additionally, annually detailed demographic data on employees is collected for the sustainability report and further internal use. This enables us to easily monitor global changes in our workforce. Data on the occupational safety system at Beurer GmbH is collected both by an external provider and by our own trained personnel, who keep us updated on any new developments at each location and provide us with the latest information. The Beurer subsidiaries have their own health- and safety policies, based on local regulations. The data regarding occupational health and safety in this report covers Beurer GmbH. 3.7 Our social responsibility Every project funded by the Beurer Foundation submits a report to the foundation twice a year. These reports include the project duration, project costs and the number of people reached by the project. The data in the report is collected and evaluated at regular intervals when the Board of Trustees meets. The data reported here covers the projects supported by the Beurer Foundation in the financial year 2023/24. If you have any questions regarding Beurer’s sustainability strategy or this report, you can contact us at: esg@beurer.de. North America L.P., Beurer Far East Ltd, Beurer Medical Italia S.r.l., Beurer MLD S.R.L., Beurer Medical Hungary Kft. and Dongguan DaMei Appliances Ltd. For detailed information on calculation methods and assumptions used, see chapter 4.2. 48 49
3.1 Protecting the climate GRI 302-1 GRI 305-1 GRI 305-2 GRI 305-3 “We want to reduce the emissions we generate directly at all our sites as far as possible (Scope 1), reduce emissions resulting from the purchase of energy at all our sites as far as possible (Scope 2), and reduce emissions in our supply chains where possible (Scope 3). In addition, we want to reduce the total amount of waste we generate.” 3.2 Our approach to the circular economy GRI 301-1 GRI 306-1 GRI 306-2 GRI 306-3 GRI 306-4 GRI 306-5 “We want to develop products made from materials with an optimal carbon footprint (e.g. minimising the amount of materials used, using the highest possible percentage of recycled materials, renewable raw materials or materials that can be recycled); with the longest possible service life and designed so that customers can reuse them over the longest possible period; which can be repaired and separated at the end of their service life, and with components that can be recycled or reused. ” 3.3 Opting for sustainable packaging GRI 301-1 “We want to make all of the packaging types we use, such as sales packaging, outer packaging and transport packaging, more environmentally friendly by using fewer materials. We also want to make it more sustainable by, for example, using sustainable virgin fibres, e.g. FSC standard or recycled materials and by using more recyclable materials wherever possible. The packaging should be as small as possible and the available transport options should be utilised to the greatest possible extent.” 3.4 Sustainable supply chain management GRI 308-1 GRI 308-2 GRI 414-1 GRI 414-2 “We want human rights to be protected and environmental standards to be respected in our global supply chain. Therefore, we strive for comprehensive transparency in these supply chains, and assess and monitor fair working conditions, human rights and environmental standards when our products are produced. To this end, we use the European framework on due diligence.” 3.5 Health & wellbeing of our customers GRI 416-2 GRI 418-1 “We want our products to make customers feel better and healthier and increase their life expectancy. In line with the precautionary principle, we systematically strive to ensure the safety of our products. When developing our products, we focus on the protection and safety of our customers. We exploit the opportunities afforded by digitalisation to improve our products and we guarantee data protection for our customers. This includes systematic efforts to mitigate risks related to information security (e.g. cybercrime or loss of customer data).” 4.4 GRI CONTENT INDEX Click to view the GRI Content Index 4.3 DEFINITION OF MATERIAL TOPICS 3.6 Our people GRI 401-1 GRI 403-1 GRI 403-2 GRI 403-3 GRI 403-4 GRI 403-5 GRI 403-6 GRI 403-8 GRI 403-9 GRI 405-1 “We want employees to work in a safe and healthy work environment where they feel comfortable. We want to promote their satisfaction and motivation, ensure equal opportunities and create the basis for a good work/life balance.” 3.7 Our social responsibility - “Through the Beurer Foundation, we want to promote the education and training of disadvantaged children, young people and women.” Online Link 50 51
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