General information

Standard / Refernce	Description	Implementation
2-BP1	General principles for the preparation of sustainability statements - Scope of consolidation	The sustainability declaration is prepared on a consolidated basis. The same consolidation is used as in the financial statements, with no subsidiaries are excluded.
2-BP1	General principles for the preparation of sustainability statements - Coverage of the value chain	The sustainability statement covers the entire value chain, including suppliers, partners, customers, and end users. By incorporating external stakeholder perspectives, which are represented internally in the double materiality analysis, and engaging in ongoing dialogue with stakeholders, Böllhoff ensures that their interests are incorporated into the sustainability strategies. The aim is to take a holistic approach and promote sustainable practices to fulfil environmental and social responsibilities fully.
2-BP1	General principles for the preparation of sustainability statements - Omitted information	The main contents of the sustainability declaration have been customised for the target group and are presented on the website. This means that precise references, static KPIs and extensive qualitative data descriptions have been omitted. The aim is to present the key reporting aspects in a clear, easy-to-understand format.
2-GOV4	Declaration on due diligence - Responsibility of the sustainability declaration	The 'Sustainability' team in the 'Corporate Management Systems' (CMS) department is responsible for all sustainability matters. The head of the CMS department reports directly to the Executive Board, who then inform the Advisory Board.
2-GOV5	Risk management and internal controls of sustainability reporting	Various data quality risks were identified during the risk management process, including non-collectability, incorrect data, and discrepancies in data collection between legal entities. Organisational, technical and personnel measures have been implemented to minimise these risks. These include standardising data points and aggregating data, creating an integrated reporting manual with defined KPIs and providing online training courses and videos. Plausibility checks verify the entered values, and a clear profile of roles and responsibilities improves the quality of the reports.
2-GOV5	Risk management and internal controls of sustainability reporting - Key risks and mitigation strategies	‘The relevant reporting risks and mitigation strategies include: Inconsistencies due to different interpretations of sustainability data. Documentation: A detailed definition of data points, calculation methods and interpretation questions should be included in the reporting manual and centralised data collection tool. Training: Comprehensive training by the project core team that is recorded and made available internationally, with participation tracking. Credibility compromised by insufficient or poor-quality data: Role and responsibility model: Clear definition of responsibilities to ensure data quality. Control processes: Ongoing plausibility checks throughout the reporting process. The risk of incomplete or incorrect reports due to reduced time: Early planning: Detailed planning of the reporting process to ensure sufficient time windows for data collection, analysis and report preparation. Resource allocation: Ensuring sufficient human and financial resources for an efficient and timely reporting process.
2-SBM1	Strategy, business model and value chain - Description of the business model and value chain	As a competence leader in 360° joining technology, we optimise our customers' value chains by providing innovative, sustainable and economical solutions. We understand the needs of our customers needs and find the connections that best suit their requirements. Thanks to our extensive range of products and own brands, we can always offer the best possible solution, backed by technical advice from our application technology department. This improves the efficiency and quality in our customers' processes and products. Investors benefit from our sustainable growth and innovative strength, made possible by our strong market position and continuous product and service development. Stakeholders such as suppliers and partners, also benefit from stable and long-term business relationships. Our upstream value chain comprises a large number of key economic players, including our suppliers of raw materials, semi-finished products, and finished goods. These close supplier relationships enable us to consistenly provide high-quality materials for our products. These long-term partnerships with our suppliers are a key factor in ensuring the security of our supply and our ability to respond quickly to customer requirements. Our downstream value chain comprises various distribution channels and end users. Close cooperation with our distribution partners and the continuous improvement of our logistics processes contribute to high customer satisfaction. In summary, our stable trading relationships and the high quality of our products result in high level of customer satisfaction. These factors are crucial for our long-term success and the sustainable development of our company.
2-SBM2	Interests and viewpoints of stakeholders	The most important stakeholders are the following: Employees, Advisory Board, entrepreneurial family, top management, customers, suppliers and service providers, Public, media, neighbours at locations, universities, applicants, State, authorities, municipalities, banks, insurance companies, NGOs, associations, competitors
2-IRO1	Procedure for the identification and assessment of material impacts, risks and opportunities - methods and assumptions applied	Böllhoff carried out a double materiality analysis for the first time in 2024. External experts were brought in to provide support, and a structured process was established. To prepare for identifying the company's relevant IROs, internal representatives were selected to represent the relevant stakeholder groups. This ensured that the perspectives of these groups were integrated into the process. The scope of consolidation and the company's value chain were also defined as part of the preparation for the materiality analysis. Finally, the IROs relevant to Böllhoff were identified and evaluated by the responsible project team and the stakeholder representatives in workshops. A brainstorming approach was used for this. The results of the analysis were then reviewed and approved by the management.
2-IRO1	Procedure for identifying and assessing the material impacts, risks and opportunities - description of the procedure	The procedure for identifying, assessing and prioritising potential and actual impacts is a systematic process. Internal experts are asked about the company's impact on specific areas. These experts then assess and prioritise the extent, scope, recoverability and likelihood of these impacts. All actual and potential impacts are generally considered, with topics over which the company has no influence excluded in advance for good reason.
2-IRO1	Procedure for determining and assessing the material impacts, risks and opportunities - Description of the procedure for determining negative and positive impacts	The negative impacts identified in the above workshops are each rated on a scale in terms of their extent, scope, remediability and probability. An overall value is calculated from these ratings to represent the assessment of the respective impact; a higher value is associated with a higher priority. Positive impacts are assessed on a scale in terms of their extent, scope and probability. An overall value calculated from these represents the assessment of the respective impact, whereby a higher value is associated with a higher priority. Threshold values determine the point at which a certain topic is considered material, and therefore significantly influence the overall result of the material topics.
2-IRO1	Procedure for the identification and assessment of material impacts, risks and opportunities - Description of the procedure for determining risks and opportunities	Identifying and assessing risks and opportunities in terms of their extent and probability took place within the same framework as identifying and assessing impacts. Internal experts and stakeholder representatives were interviewed, after which the individual impacts were assessed in terms of their extent and probability using rating scales. The resulting score was then used to determine materiality.
2-IRO2	List of disclosure requirements followed in the preparation of the sustainability statement	As previously mentioned, the sustainability declaration has been adapted and simplified for specific target groups. Data collection is based on the following disclosure requirements: BP-1; GOV: 1-5 IRO: 1-2 SBM: 1-3 E1: 1-9; GOV3; IRO-1; SBM-3 E3: 1-5; IRO-1 E5: 1.6; IRO-1 S1: 1-17; SBM-2-3 S2: 1-6; SBM-2-3 G1: 1-2; 6; GOV-1; IRO-1
2-IRO2	Identification of material information and use of thresholds	Key information was obtained from a combination of internal and external sources. An external consultancy familiar with our market provided input and valuable insights and recommendations. They helped us define and apply the relevant thresholds and valuation criteria. Our internal experts were also involved in the process. They have in-depth knowledge and experience in their respective fields, enabling them to contribute significantly to the identification and evaluation of the key information. Appropriate internet research was also carried out to identify current market trends, legal requirements, and best practices, which were then incorporated into our analysis. This comprehensive approach ensured that all relevant aspects were considered and the key information identified accurately and comprehensively.