General information

Standard / Reference	Description	Implementation
2-BP1	General principles for the preparation of sustainability statements - Scope of consolidation	The sustainability statement is prepared on a consolidated basis. The same consolidation scope is used as in the financial statements, 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 statement have been customised to meet the expectations of the target group and are presented on the website. This means that precise references, some 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 for the sustainability statement	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 Management Board, who then inform the Advisory Council.
2-GOV5	Risk management and internal control mechanisms of sustainability reporting	Various data quality risks were identified during the risk management process, including non-collectable data, 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 data quality in reporting.
2-GOV5	Risk management and internal control mechanisms of sustainability reporting - Key risks and mitigation strategies	The relevant reporting risks and mitigation strategies include: Inconsistencies due to different interpretations of sustainability data. Mitigation strategies: Documentation: A detailed definition of data points, calculation methods and interpretations are 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. Mitigation strategies: 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 lack of time. Mitigation strategies: 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 chain with innovative, sustainable, and value-driven solutions. We seek to understand the needs of our customers and deliver solutions to fit their requirements. Thanks to our extensive range of factored and proprietary products, we can always offer our customers 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 further development of our products and services. Other stakeholders, such as suppliers and partners, also benefit from stable, 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. Close supplier relationships enable us to consistently 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 a 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 council, owner 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 identifying and assessing the 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 impacts, risks, and opportunities (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 in workshops by the responsible project team and the stakeholder representatives. 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. In this process, internal experts are interviewed on the company's impact on specific areas. These experts then assess and prioritise the extent, scope, remediability and probability of these impacts. All actual and potential impacts are generally considered, while topics on which the company has no influence are excluded in advance.
2-IRO1	Procedure for identifying and assessing the material impacts, risks and opportunities - Description of the procedure for determining negative and positive impacts	The negative impacts identified in 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 is calculated to represent the assessment of the respective impact; 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 identifying and assessing the 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 the 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	The sustainability statement 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 threshold values	Material 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 threshold values and evaluation 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 material 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 material information was identified accurately and comprehensively.