SUSTAINABILITY REPORT 2022
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“THE WAY  
TO A  
SUSTAIN­ABLE 
FUTURE”

Wood: 3,001 t
	
Paper/cardboard packaging: 709 t
	
Plastic: 95 t
	
Steel: 55,955 t
	
Plastic: 4,279 t 
	
Other alloys: 1,425 t
	
Electronic/electrical components: 923 t
	
Other materials: 2,458 t
	
Steel: 3,272 t
	
Wood: 394 t
	
Plastic: 139 t
	
Hazardous waste: 58 t
	
Others: 423 t
4,268 t
3,805 t
65,040 t
79
79+1919+2+G
87+
87+7+2+1+3+G
54
54+4646+G
Electricity 
consumption:   
19.4 GWh
TOTAL ENERGY 
CONSUMPTION
33.5% SHARE  
OF RENEWABLE  
ENERGY
 
SCOPE 1  
GHG EMISSIONS: 
3,072.2 t CO₂e
SCOPE 2  
GHG EMISSIONS: 
5,284.5 t CO₂e
31.05 GWh
777+9+3+3+1+1010+G
        Scope 1 and 2 GHG emissions (“market-based”): 8,356.8 t CO₂e
“market-based”  
“location-based” 6,459.2 t CO₂e
Consumption of raw materials
Packaging material
Production waste
SCOPE 3  
GHG EMISSIONS:  
Not tracked in 2022
	
53.6% Electricity consumption:  
	
renewable: 10.4 GWh
      Of which self-generated 0.03 GWh
	
46.4% Electricity consumption:  
	
non-renewable: 9.0 GWh
67
67+333+G
ESG-IMPACTS  
2022 IN FIGURES

BOARD OF DIRECTORS 
(NUMBER OF  
MEMBERS): 6 
Nationality:
Switzerland: 1
Dual nationality 
Switzerland & Italy: 1
Italy: 1
Germany: 3
Men: 4
Women: 2	
GROUP MANAGEMENT  
(NUMBER OF MEMBERS): 7 
Men: 100%   Women: 0%	
86+
86+8+4+2+G
Total  
employees: 
 2,433
	
Full-time: 2,110
	
Temporary/agency workers: 211 
	
Part-time: 81
	
Trainees/interns: 41
 23%  
SHARE OF WOMEN 
IN MANAGEMENT 
POSITIONS
 39%  
OF NEW APPOINTMENTS TO 
MANAGEMENT POSITIONS  
WERE STAFFED INTERNALLY
DE
CH
IT
USA
CN
DE
DE
36 – 50
19 – 35
16 – 18
Over 65
Under 16
4
697
1,122
13
0
employees
2,433
Employees  
(As of 31 December 2022)
Years old
 35
LOCAL MANAGING 
DIRECTORS
different
nationalities
18
Men: 100%   Women: 0%	
50
50+5050+G
50%  
Men: 77%   	
Staffed externally: 61%    	
67
67+333+G
51 – 65
597
SHARE OF 
INDEPENDENT 
MEMBERS

THE WAY TO A  
SUSTAINABLE FUTURE
2
ABOUT INTERROLL
4
INTERROLL’S SUSTAINABLE      
DEVELOPMENT	

10
STAKEHOLDER DIALOG AND 	
    
MATERIALITY ANALYSIS
12
CONTRIBUTIONS TO  
THE SUSTAINABLE  
DEVELOPMENT GOALS
15
PRIORITY MATERIAL TOPICS	
15
ENSURING GOOD CORPORATE 
MANAGEMENT	

20
CORPORATE GOVERNANCE
20
CORPORATE COMPLIANCE
23
RISK MANAGEMENT
26
INFORMATION SECURITY
28
SECURING LONG-TERM SUCCESS
32
SUSTAINABLE GROWTH	

35
SUSTAINABLE PROCUREMENT	
39
PRODUCT RESPONSIBILITY	 
45
PROTECTING THE CLIMATE  
AND THE ENVIRONMENT	

48
CLIMATE PROTECTION	

50
ENVIRONMENTAL PROTECTION
55
FOCUS ON OUR EMPLOYEES
60
EMPLOYER OF CHOICE	
	
62
PEOPLE DEVELOPMENT	
	
67
OCCUPATIONAL HEALTH  
AND SAFETY	 
70
GRI CONTENT INDEX
75
ESG KEY FIGURES OVERVIEW 2022 82
CONTENTS

2
THE WAY TO A SUSTAINABLE FUTURE
Dear shareholders, valued customers,  
employees and business partners,
In these turbulent times, Interroll remains steadfast in 
its mission to provide demand-driven customer solu-
tions that are a cut above the competition. An unusual 
introduction to our first Sustainability Report, which 
we have prepared in accordance with the internation-
ally recognized GRI Sustainability Reporting Stand-
ards? On the contrary.
Loud and clear are the signals coming from our many 
stakeholders as they navigate a rapidly evolving, more 
socially responsible marketscape. We are witnessing a 
fundamental shift in the statutory and regulatory 
framework in favor of responsibility across the board. 
The financial markets now face the reality of natural 
resource overconsumption and the urgent need to cut 
harmful emissions. Customers now want information 
about your carbon footprint, talented young recruits 
are looking for purpose and meaning in their work, 
and legislators are tightening regulations. Interroll was 
and is prepared for this shift, because we develop inno-
vative, responsible solutions that will help propel our 
customers to new heights and success on the market 
going forward.
Of course we have our work cut out for us. A signifi-
cantly more holistic approach has to be taken to 
demand-driven solutions than was the case up until 
recently. What price do we have to include in our cal-
culations for environmental impacts throughout the 
value chain? How do decisions change when the total 
cost of ownership of machinery has to be taken into 
account to a greater extent in light of rising energy 
costs? How do we convey our advantages to the market 
even more transparently? How can we continue to 
attract the best employees? 
We are supremely confident in our ability to address 
these pressing questions concerning the future. For 
one, we have been working on these solutions for a 
long time, leveraging both the challenges and opportu-
nities presented to us along the way. And secondly, the 
debate on how to combine profitability with responsi-
bility is not only long overdue, but also provides us a 
glimpse of what progress can look like – for us and our 
society in the future. It is true that in the age of moving 
targets, it’s not where you’re going but how you get 
there. But we still believe that results count. It is impor-
tant to us how we manage our sustainable develop-
ment, and that is something we work on every day. We 
proudly present the fruits of that labor in this Report.
Our understanding of sustainable corporate develop-
ment is fundamentally shaped by our efforts to 
improve the group’s performance while taking into 
account our impact on social systems, on the well-be-
ing and prosperity of our employees, and on the envi-
ronment. We want to secure our success in the long 
term. To achieve this goal, we will not only meet our 
stakeholders’ expectations, we will also be pioneers and 
deliver excellent results. As always, the key to this is 
speed. And, as you know, speed is part of our DNA 
here at Interroll.
Ingo Steinkrüger, Chief Executive Officer.
THE WAY TO A 
SUSTAINABLE FUTURE
GRI 2-22

3
THE WAY TO A SUSTAINABLE FUTURE
We are already preparing for the sustainability mega-
trends of tomorrow in the full knowledge that trans-
formation, and not disruption, will be the order of the 
day. Who among us can claim that they have reached 
their company’s sustainable development goals? There 
is still much to achieve in terms of the conservation of 
resources, energy efficiency, more sustainable procure-
ment, environmentally friendly product innovations, 
occupational health and safety, respect for human 
rights and compliance with labor standards through-
out the value chain.  With our “proven” energy efficient 
products and solutions, we contribute to the net zero 
CO₂ targets of our customers. We are increasing the 
resiliency of our good corporate governance. This 
allows us to simultaneously optimize our solutions for 
future markets while continuing to meet the require-
ments international customers place on their partners. 
We underscored our firm commitment to the Ten 
Principles of the UN Global Compact by joining the 
UN Global Compact in 2016, and have once again 
reaffirmed our commitment to those principles. We 
have incorporated our sixth UNGC Communication 
of Progress (CoP), which covers fiscal year 2022, in its 
entirety in this Sustainability Report in accordance 
with the GRI Standards 2021. It is a testament to our 
holistic development. We also outline the various ways 
in which we contribute to the United Nation’s Sustain-
able Development Goals (SDGs), thereby underscor-
ing the enormous value we place on social responsibil-
ity in our business activities. We are also proud to 
announce that we have signed on to the UN Global 
Compact for a further year.
In the face of all the difficulties and fierce competition 
that the 2022 fiscal year had to offer, our company and 
our employees were always there for one another. This 
team spirit is what makes us such a highly attractive 
employer in the industry. Our goal is to enable both 
current and future employees to thrive in this environ-
ment. That is why we are focusing on and investing in 
their individual skills and careers over the long term. 
Our academy provides our employees with excellent 
training and professional development opportunities. 
We firmly believe that our corporate culture and regu-
lar specialist training courses are the basis for motivat-
ing our employees to work on their professional devel-
opment. 
The many crises we have faced – from the pandemic 
and supply bottlenecks through to the energy shortage 
and rising inflation resulting from the war in Ukraine 
– have not deterred us from pursuing our sustainable 
development objectives and helping to ensure supply 
security for billions of people around the globe, genu-
ine climate and environmental protection efforts and 
respect for inalienable human rights. Knowing that we 
can rely on a highly motivated team of proficient 
employees fills us with pride and joy. We would like to 
take this opportunity to thank them for always being 
on deck and so enthusiastic to work on new, cut-
ting-edge projects. 
We are and remain your dependable partner – a part-
ner that forges ahead reliably with sustainable innova-
tion based on its long-standing experience, execution 
and highly sophisticated technology. We would like to 
thank all of you for your trust and constructive collab-
oration. We hope that you find this Report inspiring 
and thought-provoking and look forward to your feed-
back and, in particular, to the progress we will achieve 
together.
Sant’Antonino, March 16, 2023
Ingo Steinkrüger 
Chief Executive Officer
Paul Zumbühl  
Active Chairman
Paul Zumbühl, Active Chairman.

4
ABOUT INTERROLL
The Interroll Group is the leading global provider of 
material handling solutions. The company was 
founded in 1959 and has been listed on the SIX Swiss 
Exchange since 1997. Interroll provides system inte-
grators and OEMs with a wide range of platform-based 
products and services in these categories: rollers, 
drives, conveyors & sorters, and pallet handling. Inter-
roll’s solutions are used in express and postal services, 
e-commerce, airports, the food and beverage industry, 
the fashion industry, the automotive industry, and 
many other manufacturing industries. Leading brands 
such as Amazon, Bosch, Coca-Cola, DHL, Nestlé, 
Procter & Gamble, Siemens, Walmart and Zalando are 
some of the company’s end users. Headquartered in 
Switzerland, Interroll has a global network of 35 com-
panies with sales of CHF 664.4 million and 2,500 
employees (average number of employees in 2022).
Global Centers of Excellence (CoEs)  
The nine Interroll Centers of Excellence are responsi-
ble worldwide for product development, strategic pur-
chasing, the development and application of produc-
tion technologies for selected product ranges. 
Furthermore, they produce and supply semi-finished 
goods to Group companies.
Regional Centers of Excellence (RCoEs)  
The regional Centers of Excellence produce for the 
EMEA, Americas and Asia-Pacific regions. These 
centers handle the full product range of the global 
Centers of Excellence and supply the regional sales and 
service subsidiaries with finished products and the 
assembly plants with semi-finished products.
Production companies and local assembly plants  
Guided by the production processes and production 
technologies of the global Centers of Excellence, local 
production companies manufacture and assemble spe-
cific products from the Interroll product portfolio. 
They also assemble semi-finished products for their 
local markets.
Sales and service companies 
The sales companies concentrate on specific market 
and customer segments, offering the full range of 
Interroll products and a 24-hour repair service.
Innovation 
The Innovation Projects and Development Center 
(IPDC) develops new products and platform concepts 
in close cooperation with the Sales Solution Directors 
and the Group Management. Moreover, the IPDC is in 
charge of managing Interroll’s patent activities and 
ensures the protection of its intellectual property.
Corporate structure
Interroll has to take a multitude of formal and concep-
tual requirements relating to good corporate govern-
ance into account and comply with them on a daily 
basis. This is reflected in our management structures 
and is essential for meeting the expectations of all our 
relevant stakeholders, such as investors, customers, 
and employees, on which our success depends:
	– As a company listed on the SIX Swiss Exchange,  
we have to comply with myriad legal and regulatory 
requirements.
	– We have to fulfill our obligations to our share­
holders as set out in our articles of association 
and the resolutions adopted by the annual general 
meeting. 
	– We are a reliable partner for all of our customers 
and users of our products and services and manage 
environmental and social risks.  
	– Last but not least, we are responsible for the actions 
of all our employees.  
GRI 2-6
ABOUT INTERROLL

5
ABOUT INTERROLL
Our business entities, which are included in our sus-
tainability reporting, are listed in the corporate govern-
ance section of our annual report starting on page 11. 
The tables include the function, company name, legal 
form, region and management of the entities.
Interroll is a company steeped in tradition and with a 
large global presence, covering markets, customers, 
and production and service locations across five conti-
nents and employees in well over two dozen countries. 
The headquarters are in Switzerland and Interroll is 
listed on the SIX Swiss Exchange. The diversity and 
complexity of the business model and value chain in 
the context of sustainability means two things: 
	– Firstly, due to the international nature of our 
business, we have to take into consideration a 
number of global aspects with regard to the origin 
raw materials and semi-finished products, our 
production units, markets and ultimately how our 
products are used – in some cases over a period of 
decades. Therefore, we reviewed the materiality of 
the sustainability topics for 2022 at length. 
	– Secondly, in managing the company at all  
levels – strategically, operationally, and in terms 
of our impact on people and the environment – 
we must devote the utmost attention to what we 
consider to be the key aspects of good corporate 
governance. This is also reflected by the associa-
tions and initiatives we have joined.
 
GRI 2-1 
GRI 2-2

FOUNDED
1959
HEADQUARTERS
IN SWITZERLAND
ABOUT INTERROLL
6
GRI 2-1 
GRI 2-6

EMPLOYEES
2,500
COMPANIES
35
MAIN FACTORIES
16
CUSTOMERS
28,000
ABOUT INTERROLL
7

8
ABOUT INTERROLL
MEMBERSHIP ASSOCIATIONS
	– Associação Brasileira da Indústria 
de Máquinas e Equipamentos  
(ABIMAQ), Brazil	
	– Associazione Industrie Ticinesi 
(AITI), Switzerland
	– Automated Material Handling  
System Association (AMHSA),  
United Kingdom  
	– Center for Corporate Reporting 
(CCR), Switzerland
	– China Federation of Logistics &  
Purchasing (CFLP), China
	– Chamber of Commerce and 
Industry, Germany
	– Chamber of Crafts, Germany
	– Deutsche Unternehmensinitiative 
Energieeffizienz e.V. (DENEFF), 
Germany
	– European Hygienic Engineering & 
Design Group (EHEDG), Germany
	– EHI Retail Institute e. V.,  
Germany
	– Food-Processing Initiative e.V., 
Germany
	– German Airport Technology &  
Equipment e.V., Germany
	– German-Norwegian Chamber of 
Commerce, Germany
	– Industrie-Pensions-Verein e.V., 
Germany
	– Japan Institute of Material Handling 
(JIMH), Japan
	– The Japan Machinery Federation 
(JMF), Japan
	– Mayor of Canon City Advisory  
Council, United States of America
	– Paulding Chambers of Commerce, 
United States of America
	– Procession & Packaging Machinery 
Association (PPMA), United Kingdom
	– Sindicato Nacional da Indústria de 
Máquinas (SINDIMAQ), Brazil
	– Singapore Business Federation 
(SBF), Singapore	
	– Singapore International Chamber  
of Commerce (SICC), Singapore
	– Società impiegati di commercio, 
Switzerland
	– Spanish Red Cross, Spain
	– Stichting EHEDG, Germany
	– Stiftung Logistik Schweiz, 
Switzerland
	– Swisscham, China	
	– 	Thai Business Association of  
Myanmar (TBAM), Thailand
	– United Nations Global Compact
	– Unternehmerverband Südwest E.V., 
Germany
	– Upper Arkansas Valley Workforce 
Board, United States of America
	– 	Wirtschaftsforum Sinsheim, 
Germany
GRI 2-28

NACHHALTIGKEITSBERICHT
9
INTERROLL’S SUSTAINABLE 
DEVELOPMENT
INTERROLL’S SUSTAINABLE DEVELOPMENT	

10
STAKEHOLDER DIALOG AND MATERIALITY ANALYSIS
12
CONTRIBUTIONS TO THE SUSTAINABLE DEVELOPMENT GOALS
15
PRIORITY MATERIAL TOPICS
15

10
INTERROLL’S SUSTAINABLE DEVELOPMENT
With its material handling solutions, Interroll contrib-
utes significantly to boosting the performance and fur-
ther development of global logistics, which is critical for 
creating prosperity in our society. Going forward, we 
want to contribute even more sustainably to this goal 
and promote the UN’s Sustainable Development Goals. 
We have discussed this at length with our employees, 
customers, suppliers, and investors, and remain in 
close contact with them on this important issue.
We hold ourselves to the highest standards. Accord-
ingly, we have prepared this Sustainability Report in 
accordance with the standards of the Global Reporting 
Initiative (GRI Standards 2021) for fiscal year 2022, in 
which we disclose our holistic strategic approach as 
well as the measures and results of Interroll’s sustaina-
ble development. At the same time, this is also our 
Communication on Progress (CoP), which we are 
required to prepare as a signatory of the UN Global 
Compact.  
Corporate social responsibility  
Interroll’s sustainability development principles are as 
follows:
	– We act sustainably and focus on long-term business 
success. In doing so, we seek to strike an appro-
priate balance between ecological action, social 
responsibility and economic success.
	– We require our business partners and suppliers to 
comply with minimum principles on respecting 
human rights, observing labor standards, pro-
moting environmental protection and fighting 
corruption.
	– We require our managers and employees to follow 
our Code of Conduct.
	– As we continue to refine our technology platform, 
we are constantly looking at where and how we can 
leverage alternative concepts, designs and materials 
to help conserve resources, reduce pollutants and 
save energy in our manufacturing and product 
operation processes.
These universal principles guide our strategies and 
activities. In addition, we strive to advance social 
causes and objectives. By joining the UN Global Com-
pact in November 2016, we underscored our global 
commitment for the first time and also pledged to 
transparently document our progress in the aforemen-
tioned areas. Our sixth Communication on Progress, 
which covers fiscal year 2022, demonstrates the key 
measures and achievements of our ongoing commit-
ment to comply with the Ten principles of the UN 
Global Compact. We also outline how we contribute to 
the United Nation’s 17 Sustainable Development Goals 
(SDGs), thereby underscoring the enormous value we 
place on social responsibility in our business activities. 
We are also proud to announce that we have signed on 
to the UN Global Compact for a further year.
Interroll’s conceptual development
Interroll’s sustainable development is in line with our 
values and business objectives. We support interna-
tionally recognized targets that address the priority 
material topics described below. Respect for human 
rights and the associated due diligence obligations 
must be explicitly mentioned in this regard, although 
they are by no means the only worthwhile objectives. 
We also continue to contribute to the ambitious plans 
of the UN’s Climate Change Conference in Paris to 
reduce greenhouse gas emissions and limit global 
warming to 1.5°C. We recognize and support universal 
agreements to cut the relevant emissions in half by 
2030 and to achieve climate neutrality by 2050. 
Our own ambitious environmental protection target is 
to help our customers contribute – with regard to  
the processes that we can influence – to meeting the  
climate neutrality goals by as early as 2030.
 
With this in mind, Interroll continued its structured 
development process in 2022. We subsequently drew 
up an integrated “Sustainability and Compliance Strat-
egy” comprising specific objectives that has been 
adopted by both the Board of Directors and the Group 
Management. This element of our strategy is an inte-
grated part of the Group’s overall corporate strategy 
and thus holistically influences any and all decisions. It 
also helps guide the actions of the departments at the 
Group’s headquarters and those of the business units at 
the Group’s locations abroad. Overall responsibility for 
GRI 2-22
INTERROLL’S SUSTAINABLE 
DEVELOPMENT

11
implementation lies with the Group Management, 
which reports regularly to the Board of Directors. We 
have established a central “Sustainability & Compli-
ance” department. The implementation of the overall 
concept is the responsibility of the management teams 
of the individual companies. 
Our ambitious sustainability objectives are geared 
toward contributing to the overarching targets of 
international agreements and based on the systematic 
implementation of our holistic corporate development 
strategy. The central pillars are the economic, environ-
mental and social material areas as well as a modern 
and forward-looking understanding of good corporate 
governance. These four material areas are closely 
related to the development of an Integrated Manage-
ment System (IMS) in the areas of environmental and 
energy management, quality management, and occu-
pational health and safety management.
All of this is based on the corporate strategy and  
Interroll’s aforementioned principles and values. 
Sustainability policy and Group policies
As we developed our sustainability management con-
cept, we attached great importance to formulating spe-
cific, measurable targets and key performance indica-
tors (KPIs). We have documented these in written ESG 
policies, defined the respective operational framework 
and determined responsibilities as well as control, 
assessment and reporting cycles. Each ESG policy is 
signed by the Chairman of the Board of Directors, on 
behalf of the entire Board of Directors, and the Chief 
Executive Officer (CEO).
There are ESG policies for every material topic identi-
fied during the materiality analysis (GRI Standards 
2021). The process followed for this – in particular 
how stakeholders participate in this process – is 
explained in detail below. The twelve ESG policies in 
our four sustainability material areas are presented in 
the graphic. Furthermore, the specific references to the 
UNGC principles and the SDGs are specified in each 
policy. In this respect, the respect for human rights 
forms the basis of all our ESG policies and is some-
thing we consider to be non-negotiable. At the begin-
ning of each section describing the individual material 
areas we highlight the respective SDGs.
The ESG policies can be viewed online at https://www.
interroll.com/company/sustainability/esg-download-
center/ The ESG policies are mandatory and must be 
signed by every employee, who are also given further 
specific instructions regarding the ESG policies. The 
management teams of the local companies are respon-
sible for implementing specific training measures. We 
plan to complete this by 2030. Where we plan to com-
plete something sooner or later we have specified this 
in the respective ESG policies. 
GRI 2-23  
GRI 2-24 
OUR  
SUSTAINABILITY  
FRAMEWORK
ESG  
Ratings
Corporate Strategy
Reporting Frameworks
ESG  
Regulations
Purpose & Values
Global Compact & Sustainable Development Goals
INTERROLL’S SUSTAINABLE DEVELOPMENT
Environment
Governance
Social
Economic

12
INTERROLL’S SUSTAINABLE DEVELOPMENT
STAKEHOLDER DIALOG AND  
MATERIALITY ANALYSIS
Stakeholder engagement 
Interroll continuously seeks to engage with its core 
stakeholder groups: users, system integrators, suppli-
ers, employees, banks, insurance companies, investors, 
public authorities, policymakers, and the community 
at our locations. We regularly consult with our custom-
ers and suppliers regarding expectations and assess-
ments of future developments, certain supply chain 
expectations and product-specific solutions. Thanks to 
their work on various boards and committees and with 
different associations, management and department 
heads can tap extensive networks of experts. As a 
responsible employer and corporate partner, we main-
tain a structured dialog with our employees’ represent-
atives. 
Study on “Energy efficiency in material 
handling” published
According to an Interroll study in 2022 on increasing 
energy efficiency, the companies surveyed attach par-
ticular importance to high energy efficiency (81 per-
cent), cost savings in ongoing operation (80 percent), 
resource-­saving manufacturing (74 percent) and ease 
of operation (70 percent) when using new equipment 
in material handling. Corresponding investments in 
the area of material handling are planned for the next 
five years. 53 per cent of those surveyed have plans to 
do so, compared to only 43 per cent in production. 
This shows the need to catch up: 49 percent of German 
companies have already invested in energy efficiency 
in production, but only 36 percent in material  
handling.	 
We communicate with our investors as part of an insti-
tutionalized information process. We also remain in 
contact with local and regional representatives. These 
and other frequent discussions have shown us that the 
public’s and companies’ interest in and specific expec-
tations concerning sustainable development issues has 
increased significantly. After all, the discussion about 
the impact of our business activities and products is 
increasingly being shaped by sustainability issues.
In 2021, the Director Corporate Sustainability & Com-
pliance initiated an internal company process, which 
was continued in 2022 and which, in cooperation with 
the departments and with the involvement of external 
experts, enabled us to identify our current and poten-
tial impacts in the context of sustainability. Going for-
ward, we will continue the process so that we can 
remain proactive in a dynamically changing environ-
ment. 
GRI 2-29

13
INTERROLL’S SUSTAINABLE DEVELOPMENT
Process to determine material topics
➀  In accordance with the four-step process under 
the GRI Standards, our initial focus was on 
understanding the organization’s context with 
regard to the social, economic, ecological and 
human rights-related areas of action. Aspects for 
the dialog process were pre-selected on the basis 
of various frameworks. These include the ten 
principles of the UN Global Compact, the United 
Nations’ 17 Sustainability Development Goals 
(SDGs), the 20 criteria of the German Sustainabil-
ity Code, the industry-specific Sustainable 
Accounting Standards Board (SASB) standards 
and the requirements set out in the GRI Standards 
including sector-specific supplements.
➁  Interroll’s impact on the economy, environment 
and society was discussed at length in workshops 
attended by an interdisciplinary group of  repre-
sentatives, including the individual management 
teams of various regional Interroll companies. 
These include our production facilities in 
Germany (four), Switzerland, France, USA, 
Thailand and China, as well as the sales operation 
in Spain, and Brazil, where we maintain a local 
assembly and sales operation.
➂  The significance of our impact was recorded as 
part of a structured process in these workshops. 
With regard to relevance, pre-selected aspects and 
their impacts were first discussed in detail and 
then immediately evaluated on a scale of 1 (very 
low) to 6 (very high). In addition, we assessed the 
need to act in each case in order to record specific 
courses of action and to assign a valid ranking for 
the individual aspects. The aspects to be addressed 
as a matter of priority were classified based on the 
mean value of all scores, 3.42. All aspects above 
this threshold were also reviewed for materiality 
in terms of their content in consultation with the 
Group Management. 
➃  The results of the workshops were presented at 
one of the monthly Group Management meetings, 
and the management’s assessments were scored 
using the same method that was used in the 
workshops. The materiality analysis process was 
then continued and structured based on the 
results of the assessments of the impacts and 
taking into consideration the assessments  
of external stakeholders. We used questionnaires 
from various institutional sustainability perfor-
mance service providers such as EcoVadis and 
customers’ Self-Assessment Questionnaires for 
this purpose. We tested the prioritization together 
with experts, information users and external 
ratings agencies in order to arrive at a well-
founded list of Interroll’s material topics. As a 
result of the assessments of the impacts, we 
identified twelve material topics that cover the 
various related material aspects. For instance, the 
“Employer of choice” material topic covers the 
aspects “Employment” and “Diversity & equal 
opportunity”. The “Climate protection” material 
topic includes the “Energy” and “Emissions” 
aspects.
The results were presented to the Board of Directors  
as the highest-ranking supervisory body and were 
adopted by the Group Management as the highest-­
ranking management body. 
GRI 3-1
1
2
3
4
IDENTIFY AND ASSESS IMPACTS ON AN ONGOING BASIS
DETERMINE MATERIAL TOPICS FOR REPORTING
Engage with  
relevant stakeholders  
and experts
Test the material  
topics with experts and 
information users
Use the Sector 
Standards to 
understand the 
sectors’ context
Consider the topics and 
impacts described in the 
Sector Standards
Test the material topics 
against the topics in the 
Sector Standards
Understand the 
organization’s 
context
Identify actual  
and potential 
impacts
Prioritize the  
most significant 
impacts for  
reporting
Assess the 
significance of  
the impacts
MATERIAL TOPICS
1
2
3
4
Source: GRI Standards 2021

14
INTERROLL’S SUSTAINABLE DEVELOPMENT
LIST OF MATERIAL TOPICS 
	– Sustainable growth
	– Product responsibility
	– Sustainable procurement
	– Climate protection
	– Environmental protection
	– Employer of choice  
	– People development
	– Occupational health and safety
	– Corporate Governance
	– Corporate Compliance
	– Risk management
	– Information security
GRI 3-2

15
INTERROLL’S SUSTAINABLE DEVELOPMENT
CONTRIBUTIONS TO THE SUSTAINABLE 
DEVELOPMENT GOALS
Interroll contributes to the Sustainable Development 
Goals (SDGs) in a variety of ways. We outline our con-
tributions at the beginning of each section for the eco-
nomic (from p. 34), environment (from p. 49) and 
social material areas (from p. 61). 
However, it became quite clear during the analysis and 
development process described before that Interroll’s 
contributions to the 17 SDGs and their sub-goals vary 
in significance. The aforementioned assessment of our 
major and minor contributions formed the foundation 
for managing our sustainable development. 
The congruence of our major contributions to the 
SDGs and pressing global issues demonstrates to us 
that our corporate development is, at its core, strategi-
cally correct and in line with internationally agreed 
development goals. Interroll can and will make impor-
tant contributions to the sustainability agenda within 
its own defined business case. In connection with this, 
we continue to see great potential for optimizing our 
own actions and excellent opportunities in the market.
Major contributions
Interroll’s biggest contributions are to the SDGs 3, 8, 9 
and 13. For instance, through our direct product solu-
tions, we have a major impact on the health and 
well-being of people who depend on a fast and hygienic 
supply of goods, food and medical products. The 
demonstrably high energy efficiency of our applica-
tions contributes to climate action, our internal social 
standards and those in the supply chain are high, and 
our ingenuity in advancing and optimizing material 
handling solutions in intralogistics is part of Interroll’s 
success story.
Relevant contributions
We make relevant contributions to the other SDGs 
depicted in the graphic on page 16. As a conscientious 
present-day employer, we strive to increase the educa-
tional opportunities available in the communities 
where we are located. Moreover, we are an equal 
opportunity employer and do not tolerate any form of 
discrimination. We work to reduce social inequalities 
by paying fair wages. We take a holistic approach and 
examine both our own production processes and their 
ecological footprint as well as the entire value chain 
and its impact on habitats on land and underwater. We 
have a less pronounced, indirect influence on the SDGs 
depicted in the outer circle.
PRIORITY MATERIAL TOPICS
At Interroll, we have flat, agile management structures, 
and we encourage everyone to take responsibility in 
their respective areas at the local business units. Syste-
matically implementing specific targets at the local 
level is therefore key as this promotes development 
throughout the Group. In this context, we have assig-
ned particular priority to three of the twelve material 
topics that significantly determine our business 
development. 
For these reasons, we have placed the material topics 
“Sustainable growth”, “Climate protection” and “Occu-
pational health and safety” at the top of our sustainabi-
lity agenda. They are centrally linked to our business 
model and values. Of course, this does not mean that 
we will lose sight of the other topics – as is demonstra-
ted by our focus on supply chain issues and our own 
perception as an attractive employer in a competitive 
labor market. While we have also drawn up correspon-
ding plans and initiated concrete steps for these topics, 
the top 3 topics are being prioritized.

16
INTERROLL’S SUSTAINABLE DEVELOPMENT
HIGH IMPACT
MEDIUM IMPACT
LOW IMPACT
https://sdgs.un.org/goals

NACHHALTIGKEITSBERICHT
17
SUSTAINABLE  
GROWTH PRODUCT 
RESPONSIBILITY  
SUSTAINABLE  
PROCUREMENT  
CLIMATE PROTECTION 
ENVIRONMENTAL  
PROTECTION  
EMPLOYER OF CHOICE 
PEOPLE ­DEVELOPMENT  
OCCUPATIONAL HEALTH 
AND SAFETY 
CORPORATE GOVERN-
ANCE CORPORATE  
COMPLIANCE 
RISK MANAGEMENT 
INFORMATION  
SECURITY

18
INTERROLL’S SUSTAINABLE DEVELOPMENT

NACHHALTIGKEITSBERICHT
19
ENSURING GOOD  
CORPORATE MANAGEMENT
ENSURING GOOD CORPORATE MANAGEMENT
20
CORPORATE GOVERNANCE 
20
CORPORATE COMPLIANCE 
23
RISK MANAGEMENT	  
26
INFORMATION SECURITY
28

20
ENSURING GOOD CORPORATE MANAGEMENT
CORPORATE GOVERNANCE
Viewed from a holistic perspective, Interroll defines 
the following as the pillars of good corporate manage-
ment: corporate governance, corporate compliance, 
risk management and information security. This ena-
bles us to comply reliably with the relevant require-
ments and respond nimbly and specifically to any 
challenges which arise. On the following pages, we 
present these corporate management pillars in more 
detail. To avoid any redundancy with our financial 
reporting, we specifically address sustainability report-
ing requirements and the transparency mandated by 
GRI Standards. We meet the requirements for financial 
reporting by providing the corresponding content in 
the Corporate Governance chapter of the Annual 
Report 2022 starting on page 11.
CONTEXT
Corporate governance establishes an organizational 
framework based on the principles and rules of good 
corporate 
conduct. 
Our 
corporate 
governance 
approach defines the structure for our business activi-
ties, as well as the communication, assessment and 
checks and balances of the highest governing bodies at 
Interroll.
As part of our corporate management approach, we 
have introduced various ESG policies covering human 
rights, environmental awareness, ethical conduct, 
strategy, remuneration and risk management. By estab-
lishing a sustainability management system, we have 
committed to introducing policies on the following 
material topics: sustainable growth, product responsi-
bility, sustainable procurement, climate protection, 
environmental protection, employer of choice, people 
development, occupational health and safety, corpo-
rate governance, corporate compliance, risk manage-
ment and information security.
 
 
CONCEPT AND GOALS 
Our goal is to continuously improve the structure and 
integrity of our Board of Directors as the company’s 
highest governing body. To this end, we are developing 
a specific profile of skills for each board member and 
seeking to improve the transparency of the nomina-
tion process. To achieve this, we will establish all the 
relevant committees and clearly define their responsi-
bilities. Moreover, we will avoid creating a majority of 
dependent members on the Board of Directors. We 
will be communicating transparently on these activi-
ties in our annual sustainability reports.
It remains our goal to review our remuneration stand-
ards on a regular basis and adjust them if necessary. 
The Remuneration Committee, which will have an 
independent majority, will tie ESG performance tar-
gets to executive remuneration by 2024.
In order to further improve the performance of our 
Audit Committee, we will also be ensuring the inde-
pendence of the members, hold at least four meetings 
each year and initiate the rotation of the lead auditor at 
least every seven years.
GRI 3-3
GRI 3-3
ENSURING GOOD 
CORPORATE MANAGEMENT

21
ENSURING GOOD CORPORATE MANAGEMENT
STATUS, MEASURES, RESULTS
Management structure, role of the highest 
governance body and avoiding conflicts of 
interest  
Management structure and composition, the nomina-
tion and selection of members of the highest govern-
ance body, the role of that body and the procedure in 
the event of conflicts of interest are described in detail 
in the “Corporate Governance” chapter of the Annual 
Report 2022 (starting on page 11). 
Delegation of responsibilities, overseeing 
management and reporting
Responsibility for managing the impacts is delegated 
to the CEO and Group Management, which is also 
responsible for the implementation and further devel-
opment of the company’s strategy.
The Group Management members and the Director 
Corporate Sustainability & Compliance together make 
up the Sustainability Board, which continuously exam-
ines the company’s needs, applications from the com-
pany’s organizational units, proposals and information 
from stakeholders such as customers, investors and 
external auditors and monitors their implementation. 
GRI 2-9  
GRI 2-10  
GRI 2-11  
GRI 2-12  
GRI 2-15  
GRI 405-1 
GRI 2-13
LEGAL ENTITES & LOCAL FUNCTIONS
CEO
SUSTAINABILITY COMMITTEE - BOARD OF DIRECTORS
SUSTAINABILITY TEAM
SUSTAINABILITY BOARD
Director Corporate Sustainability & Compliance
Investor  
Relations
Interroll  
Production 
System
Corporate 
Business 
Applications
Facility  
Management
Customer 
Experience  
& Programs
Human  
Resources
Strategic  
Purchasing
System  
Innovation
Global Sales
People  
Development
SVP  
Corporate 
Marketing  
& People 
Development
EVP Products 
& Technology
EVP Americas
EVP  
Global Sales  
& Solutions
EVP 
Asia-Pacific
CFO
CEO = Chief Executive Officer, CFO = Chief Financial Officer, EVP = Executive Vice President, SVP = Senior Vice President
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We ensure the excellent  
performance of our Audit  
Committee and our processes.
The Audit Committee is made 
up of independent members.
Proportion of independent 
members in %
50%
At least four meetings of the 
Audit Committee each year 
Number of meetings
5
Rotation of lead auditor every 
seven years at least 
Current term of lead auditor  
4 years

22
ENSURING GOOD CORPORATE MANAGEMENT
The Sustainability Board and its members also main-
tain a dialog with selected stakeholders, the results of 
which are used in the further development of strategy 
or in defining courses of action.
The CEO reports several times a year – and on an ad 
hoc basis if necessary – to the Board of Directors (the 
entirety of which makes up the Sustainability Commit-
tee) on the status of implementation activities, the 
effectiveness of measures, the attainment of specific 
sustainable development goals and the outcome of 
special reviews. 
The Board of Directors acknowledges the interim 
results of operational measures and formally approves 
the annual Sustainability Report concerning the out-
come of transformation processes and the improve-
ment or reduction of negative impacts. 
Each member of the Board of Directors is required to 
act in the best interests of the company and must 
report conflicts of interest, in particular those that may 
arise due to an advisory function or position on the 
governing bodies of customers, suppliers, lenders or 
other third parties. Informing the Board of Directors 
about the communication of critical issues such as 
acute and severe negative impacts on people and the 
environment is the responsibility of the CEO, who also 
directly initiates or commissions the measures. 
Collective knowledge and assessment of  
the highest governance body in respect of 
sustainability issues
The collective knowledge of the highest governance 
body is enhanced by regular dialog with the Sustaina-
bility Board and its performance is assessed by analyz-
ing the pertinent results of external ratings. 
Remuneration policy, process to set  
remuneration, annual total remuneration ratio
The remuneration policy, the process to set remunera-
tion and the basis for calculating the annual total 
remuneration are described in the Remuneration 
Report contained in the Annual Report. 
The annual total remuneration ratio (annual total 
remuneration of the highest-paid member of the 
organization divided by the average annual total remu-
neration of all other employees excluding the highest 
total remuneration) is 18.5. The following were 
included in the calculation of the total remuneration 
ratio: the management, salaried full-time employees, 
salaried part-time employees (extrapolated to full-
time), excluding interns, temporary staff and trainees. 
GRI 2-14
GRI 2-15 
GRI 2-16 
GRI 2-17 
GRI 2-18 
GRI 2-19  
GRI 2-20

23
ENSURING GOOD CORPORATE MANAGEMENT
CORPORATE COMPLIANCE
CONTEXT
Comprehensive, well-managed and transparent corpo-
rate compliance is a key element in the performance of 
a publicly listed company. Through its vibrant corpo-
rate culture and effective compliance management, 
Interroll ensures that both management and employ-
ees observe applicable rules and regulations. Alongside 
laws and regulations, the Interroll Code of Conduct is 
the yardstick for ethical behavior.
CONCEPT AND GOALS  
Interroll has set itself the goal of continuing to develop 
its corporate compliance management so that it is able 
to satisfy its legal, regulatory and contractual obliga-
tions and its voluntary commitments to society. We 
must comply with all applicable laws and regulations 
in order to ensure that our business activities are con-
ducted in a socially, ecologically and economically 
responsible manner at all levels and by all the company’s 
organizational units. 
An important aspect here is our clearly formulated 
Code of Conduct, which is binding on all the compa-
ny’s employees. We will be updating this in 2023 and, 
following training, all employees will be required to 
sign the new Code of Conduct. The newly formulated 
policies on our material sustainability topics described 
in the “Corporate Governance” chapter will be com-
municated internally and externally to ensure that they 
are applied correctly.
Interroll’s reputation and the trust of our business 
partners, shareholders and the general public depend 
in large part on the responsible conduct of all employ-
ees. All management levels of the Interroll Group must 
demonstrate a high degree of ethical competence and 
leadership. Our managers are both role models and 
ambassadors for such conduct. This reflects our corpo-
rate culture, which is built on our common values and 
the observance of our compliance policies. 
What is the significance of 
compliance to our corporate 
social responsibility?
“We operate in an environment which 
is changing rapidly and dramatically. 
The core task of Compliance is to 
monitor regulatory requirements, 
evaluate what they mean for us  
and use them to define transparent  
business processes. Another aspect  
of our corporate social responsibility  
is providing guidance for our  
employees, enabling them to take 
decisions today that we can still  
subscribe to tomorrow.”
Katharina Bärwald, Compliance Manager,  
Interroll Engineering GmbH
We have a zero tolerance policy when it comes to child 
labor, forced labor, corruption, bribery and fraud and 
investigate any suspected cases, including those 
reported to us via our existing whistleblower system 
(see below). In this respect, the management teams of 
the individual business units are required to exercise 
care and investigate corruption risks. This also applies 
to data protection, which is implemented across every 
business unit.
GRI 2-27
GRI 3-3
GRI 3-3
GRI 408-1  
GRI 409-1  
GRI 205-1

24
ENSURING GOOD CORPORATE MANAGEMENT
STATUS, MEASURES, RESULTS 
Complaints mechanisms and  
whistleblower policy
Interroll has a whistleblower policy that can be 
accessed at any time at https://interroll.integrityline.
com. The goal is to encourage Interroll’s employees, 
customers, suppliers, partners, shareholders and stake-
holder groups in general to report any conduct which 
gives rise to the reasonable assumption that it breaches 
applicable laws, regulations, internal control principles, 
company policies, instructions and rules such as the 
Code of Conduct or the anti-bribery and anti-corrup-
tion policy or other professional standards. The policy 
also defines the reporting process.
The principles of this policy do not affect or restrict 
reporting obligations vis-à-vis the relevant justice, 
supervisory or regulatory authorities in the countries 
in which Interroll companies operate nor the reporting 
obligations vis-à-vis established control bodies.
The conduct covered by the whistleblower 
policy includes:
	– Crimes or breaches of the law;
	– Accounting matters;
	– Health and safety risks;
	– Environmental damage;
	– Fraud or corruption;
	– Other unethical conduct;
	– Loss of personal data;
	– Network and information system risks;
	– Conflicts of interest. 
Interroll has decided to implement an EQS Integrity 
Line as its digital whistleblower system, enabling whis-
tleblowers to submit reports (including attachments) 
anonymously and in confidence. The EQS Integrity 
Line can be accessed via the company’s website and via 
the intranet (SharePoint). It meets the requirement to 
provide reporting channels for the submission of writ-
ten or oral reports – including by phone or other 
means of voice transmission – and, at the request of 
the whistleblower, agree a face-to-face meeting within 
an appropriate period of time.
GRI 2-25  
GRI 2-26  
GRI 205-1 
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We have defined a system of 
business ethics, which has 
been implemented across  
the organization.
All employees will have  
received training on and  
signed our Code of Conduct.  
The number of employees  
who have received training  
and signed the Code of  
Conduct in %
100%
We comply in full with laws  
and regulations, internal 
policies and Group and local 
company instructions.
No breaches of laws and 
regulations, internal policies 
and Group and local company 
instructions
Number of breaches
0
We have a zero tolerance  
policy regarding bribery,  
corruption and fraud.
No cases of bribery, corruption 
and fraud
Number of known cases 
0
We maintain an efficient and 
effective system for reporting 
breaches.
All alleged cases reported 
in the EQS Integrity Line are 
investigated.
Number of cases reported  
and investigated  
6 cases, 5 closed with 
no relevant findings, 
1 under investigation
We ensure that employees  
are familiar with policies, have  
received training and have 
signed the policies. 
Employees are familiar with 
policies, have received training 
and have signed the policies. 
Number of employees who 
have received training on  
the policies in %
78%
GRI 205-2
GRI 205-3

25
ENSURING GOOD CORPORATE MANAGEMENT
Interroll investigates every report made via the EQS 
case management platform. The platform also facili-
tates communication with whistleblowers, even those 
who choose to remain anonymous. The case managers 
are the regional compliance coordinators appointed by 
the Group Compliance Officer. It is ensured that they 
are well trained for their job and act independently. 
They report directly to the Head of Group Internal 
Audit and the Group Compliance Officer in relation to 
their role as case managers.
2022, a total of six notices were given via the EQS 
Integrity Line. In the reporting period ending 31 
December 2022, 5 cases were closed and one case was 
still under investigation at that time.
What happens when someone 
reports something via the 
whistleblowing platform?
“Every tip that we receive via the EQS 
system or other channels is taken  
very seriously and examined in detail. 
Whistleblower protection is our top 
priority. The further investigation 
follows a standardized process that 
includes, for example, personal  
interviews with employees, in which 
applicable standards are always  
taken into account.”
Kristijan Šagud, Head of Internal Audit, Interroll 
Holding GmbH
Compliance with laws and regulations  
Interroll is committed to complying with all applicable 
laws and regulations. No cases of corruption, anti-com-
petitive behavior, violations of environmental law 
requirements, non-compliance with laws or any signif-
icant cases related to social, media and data protection 
laws were reported during the reporting period. 
In one case that already occurred in 2019, which was 
assessed as minor by SIX Group AG, we were late in 
publishing our annual report. Interroll took steps to 
ensure the future compliance of its processes with the 
requirements specified by SIX. The penalty of CHF 
100,000 was only imposed in 2022 and thus in the 
reporting period.
GRI 2-27
GRI 205-3
GRI 206-1
GRI 308-2
GRI 414-2
GRI 416-1
GRI 417-2

26
ENSURING GOOD CORPORATE MANAGEMENT
RISK MANAGEMENT 
CONTEXT
In our view, good risk management means protecting 
our business model, its material and non-material ser-
vices/benefits, and the relationships with our stake-
holders. It includes identifying the various risks, 
understanding their potential impact and managing 
known risks or – if possible – transferring them to the 
financial markets. 
CONCEPT AND GOALS 
Interroll’s goal is to identify and manage risks in the 
interests of all stakeholders. A well-designed and func-
tioning risk management system enables us to increase 
our company’s resilience by identifying and managing 
those risks we can control ourselves, reacting promptly 
to systemic risks, seeking support and reducing eco-
nomic and reputational impacts. For this reason, we 
regularly review our business risk inventory in order to 
identify any significant environmental risks and the 
risks of management failure, corruption and human 
rights violations.
At Group level, risk management serves to support the 
strategic decision-making process. Operational and 
strategic risk management coordinates and monitors 
the risks associated with the business. Each year, man-
agement systematically analyzes the operational risks.
Complementing existing processes, we will look more 
closely at capturing environmental, governance and 
human rights risks – particularly in the supply chain 
– by 2024.
GRI 3-3
GRI 2-25 
GRI 3-3 
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We constantly assess our  
processes and identify, assess 
and manage our business 
risks. 
We constantly assess our  
processes and identify, assess 
and manage our business 
risks. 
Number of risks identified
118
We constantly assess our  
processes and identify, assess 
and manage our ESG risks. 
All business units determine 
the risks connected with  
environmental aspects.
Risks identified in connection 
with environmental aspects 
5
All business units determine 
the risks connected with  
governance and corruption.
Risks identified in connection 
with governance and corruption
4
All business units determine 
the risks connected with social 
aspects.
Risks identified in connection 
with social aspects
9
We continually manage our 
financial and capital risks. 
Long-term equity ratio >50%. 
Equity ratio
72.2%
Return on equity
22.4%
The usual payout ratio is 
around one third of net profits. 
Payout ratio per registered 
share
33.0%

27
ENSURING GOOD CORPORATE MANAGEMENT
STATUS, MEASURES, RESULTS
Each year, management performs a systematic opera-
tional risk analysis. The risks identified are examined, 
analyzed and discussed at an annual strategy meeting. 
The Board of Directors receives regular reports in a 
uniform format detailing the type, extent and assess-
ment of operational and strategic risks, as well as the 
countermeasures taken.
This risk analysis considers external and internal risks 
in the following categories:
GRI 201-2
EXTERNAL RISKS
Financial
Macroeconomic
Legislation
Competition
Supply chain
Customers
Environment
Procurement
Production
Geopolitics
Government failure
Political instability
Society
Demographic trends
Social instability
Infectious diseases
Technology	
Disruptive technologies
Collapse of information infrastructures
Cyber attacks
Data fraud and theft
INTERNAL RISKS
Strategy
Mid-term planning
Social responsibility
Product development
Market trends
Business activity
Employees
Organization
Technology
Processes
Projects
Products
Investor relations
Finance
Liquidity
Creditworthiness
Investments
Exchange rates
Interest rate trends
The results of the risk analysis and the “risk map” gene-
rated from it are presented to and approved by the 
Board of Directors on an annual basis.

28
ENSURING GOOD CORPORATE MANAGEMENT
INFORMATION SECURITY 
CONTEXT
We are advancing digitalization through the use of 
evolving software, intranet and internet solutions. The 
added value for Interroll and its business partners is 
derived from being able to connect, analyze and make 
available large quantities of data in order to optimize 
business processes. At the same time, exchanging and 
processing business-relevant data has implications for 
the significance and effectiveness of information secu-
rity. 
CONCEPT AND GOALS 
Interroll has been managing information security con-
tinuously and consistently for many years. Our goals 
are to protect relevant business data and the corre-
sponding IT infrastructure and to raise employee 
awareness for the issues. In order to anchor the princi-
ples and necessary level of information security within 
our organization, we have implemented policies which 
ensure our employees’ support in protecting informa-
tion and the associated technology. 
In terms of managing information security and pro-
tecting our information infrastructure, an important 
ongoing task for Interroll is to identify critical security 
requirements at the strategic level. The company has 
established a central function, the Interroll Security 
Board (“ISB”) to coordinate these activities. Security 
requirements must be formulated in such a way that 
they meet the business process needs of the Interroll 
Group, its local companies and its business partners. At 
the same time, physical and software-based security 
mechanisms must be implemented and security hier-
archies defined covering data access for the people 
involved and document classification levels. Manage-
ment provides adequate resources for the technical 
implementation and maintenance of security aspects.
GRI 3-3
GRI 3-3
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We consistently manage our 
information security.
All business units have 
implemented the information 
security policies. 
Proportion of business units 
which have implemented  
the policy in %
79%
We protect our IT infrastructure.
All employees have received 
training in information security.
Proportion of employees  
trained in aspects of  
information security in %
89%

29
ENSURING GOOD CORPORATE MANAGEMENT
STATUS, MEASURES, RESULTS
In 2022, we engaged an external consultant to work 
with us on a cyber security project; in November 2022, 
we provided our local companies with a concrete pol-
icy for implementation. This covers the development 
of a response plan for application in the event of a data 
leak and business continuity measures to ensure the 
continuation of our business operations and provide 
defense against external attack. It also includes a 
refined definition of our most sensitive and important 
data and describes the optimization of the relevant 
access hierarchies and protective measures.
The central function provides an e-learning platform 
for training purposes. For many years, this has been 
used for information campaigns on subjects such as 
phishing, password management and using the inter-
net. Data stewards have been appointed by local com-
pany management to initiate and document local 
training and further development measures. They 
focus particularly on the human factor of security, 
which is often the weak point of any security infra-
structure due to a lack of awareness or knowledge. 
Proximity has proved to be a major advantage in com-
municating individual requirements at local level.
Two employee training campaigns took place in June 
and October 2022, covering all Interroll’s business 
units. In June 1,034 and in October 1,146 eLearnigns 
have been carried out.
We did not become aware of any relevant cases of cus-
tomer data loss or leaks during the reporting period. 
We protected our operations against external attacks.
GRI 418-1
2,180 eLEARNINGS 
CARRIED OUT
IN CYBER SECURITY

30
ENSURING GOOD CORPORATE MANAGEMENT

NACHHALTIGKEITSBERICHT
31
SECURING LONG-TERM SUCCESS
32
SUSTAINABLE GROWTH
35
SUSTAINABLE PROCUREMENT
39
PRODUCT RESPONSIBILITY
45
SECURING  
LONG-TERM SUCCESS

32
SECURING LONG-TERM SUCCESS
We are seeking to optimally leverage current and 
future growth drivers. To this end, we are taking a 
long-term approach. As we grow dynamically, we are 
conscious of our responsibility to our customers, 
shareholders, business partners, many other stake-
holders and society to exercise the necessary care. This 
applies to our corporate development, to the purchase 
of goods, products and services and, especially, to our 
own products and services. Our goal is always to 
develop our business in such a way that we have the 
necessary financial headroom to invest in our innova-
tive technology platform, our production capacities, 
our employee development measures, long-term cus-
tomer trust and thus in our future. In this way, we are 
continuously improving our competitiveness and 
remaining attractive to our customers, employees and 
investors.
Our activities revolve around foresight, fairness and a 
responsible range of products and services and factor 
in the risks and opportunities of digitalization in par-
ticular. Our actions are primarily guided by the princi-
ples of the UN Global Compact. Respecting human 
rights, complying with labor standards and fighting 
corruption are of particular importance in our 
upstream value chains.
SECURING  
LONG-TERM SUCCESS
 HUMAN RIGHTS AND ANTI-CORRUPTION
Principle 1
Businesses should support and 
respect the protection of  
internationally proclaimed  
human rights.
Principle 2
Businesses should make sure that 
they are not complicit in human 
rights abuses.
Principle 10
Businesses should work against 
corruption in all its forms, 
including extortion and bribery.
UN GLOBAL COMPACT IN CONTEXT

33
SECURING LONG-TERM SUCCESS
Our commitment
As a signatory to the UN Global Compact (UNGC), we 
are committed to complying with its principles and 
promoting sustainable development in our own coun-
try and worldwide. The management approaches to the 
material topics in the material area of “Long-term suc-
cess” are related to UNGC Principles 1, 2, and 10 con-
cerning human rights and anti-corruption. It goes 
without saying that labor and environmental stand-
ards must be complied with. This is something we 
address specifically in our material areas.
Interroll respects human rights and does not tolerate 
any form of discrimination, harassment, or unfair 
treatment on the basis of gender, race, disability, ethnic 
or cultural background, religion, ideology, age or sex-
ual orientation. In the Interroll Code of Conduct, we 
and our employees commit to respecting human rights 
and the related laws, to not being involved in human 
rights abuses and to actively raising awareness of 
human rights aspects. With our Supplier Code of Con-
duct, we have extended this approach to our supply 
chain. Interroll’s good reputation and the trust placed 
in Interroll by customers, suppliers, business partners, 
shareholders and the general public depend heavily on 
the responsible conduct of all its employees.
Interroll expects all its suppliers and their subcontrac-
tors to comply with these principles, which reflect 
Interroll's corporate values and are an important 
aspect in selecting and assessing suppliers. We also 
expect our suppliers to implement these standards in 
their own supply chains.
The guidelines contained in the Supplier Code of Con-
duct are intended to ensure compliance with all appli-
cable laws, regulations and ordinances and to ensure 
that the processes along the Interroll supply chain 
meet social, environmental and economic require-
ments. 
Anti-corruption  
Bribery is defined as offering, promising, granting, 
accepting or promoting an advantage in return for an 
illegal act or breach of trust. It includes accepting gra-
tuities of material value in exchange for a commercial, 
contractual, governmental or personal benefit. In 
accordance with our Code of Conduct, we conduct our 
business honestly and ethically. We have a zero-toler-
ance policy regarding bribery and corruption. We are 
committed to acting professionally, fairly and with 
integrity at all times in all our business relationships 
and to implementing, applying and enforcing effective 
anti-bribery mechanisms.
Measures in 2022
	– Establishing the Interroll Group’s sustainability 
development management system.
	– Conducting a stakeholder dialog and a materiality 
analysis in accordance with the GRI Standards 2021 
and defining the material topics of “Sustainable 
growth”, “Sustainable procurement” and “Product 
stewardship” in the “Economy” material area. 
	– Developing management approaches and imple-
menting and publishing Group-wide policies.
	– Formulating management approaches with defined 
qualitative and quantitative objectives as well as 
measurable key performance indicators (KPIs). 
	– Preparing sustainability reports on relevant and 
existing KPIs.
Measuring the results
In accordance with GRI Standards 2021, the manage-
ment approaches, including the measures taken and 
their results, are presented in detail in this section for 
each material topic.
GRI 2-23

34
SECURING LONG-TERM SUCCESS
SDGs IN CONTEXT 
Our management approach in the “Economy” material 
area helps work toward achieving the following United 
Nations Sustainable Development Goals (SDGs):
NO POVERTY
We ensure both a decent living for our 
employees and fair wages in our supply 
chain through our business dealings. 
Interroll is part of a value chain that 
helps the many communities we operate in throughout 
the world to prosper.
GOOD HEALTH AND DECENT WORK  
In relation to decent working conditions, 
our Supplier Code of Conduct sets bind-
ing standards which reflect our own prac-
tices and international conventions. Our 
safe products boost occupational health 
and safety at our customers and plant 
operators. We believe in the fair treatment 
of all and in the importance of reducing 
social inequalities and therefore ensure 
that all our employees have equal access 
to our training and professional develop-
ment programs and earn a fair pay.
INDUSTRY, INNOVATION AND 
INFRASTRUCTURE
A functioning infrastructure is the basis 
for ensuring healthy lives and a produc-
tive economy and industry. Infrastruc-
ture is not just about roads, bridges, rail-
way lines, the internet, electricity, water and public 
transportation. To a similar extent, companies depend 
on a functioning internal infrastructure (material han-
dling), which is Interroll’s core business. A highly effi-
cient infrastructure safeguards supplies to people 
around the world and, given the growing global popu-
lation and the constantly increasing flows of goods, is 
dependent on a large commitment to innovation and 
research for reliable solutions. Whether in distribution 
centers, the supply of medicines or the provision of 
healthy foodstuffs – Interroll contributes to ensuring 
the function of complex supply chains worldwide.
RESPONSIBLE CONSUMPTION AND 
PRODUCTION
At Interroll, taking a responsible 
approach to intralogistics products is a 
key issue and the foundation for our 
market success. The use of base products 
that have been sourced responsibly and efficiently is 
key to meeting our customers’ high quality require-
ments and already reduces their ecological footprint in 
purchasing and efficient operation. Interroll’s goal is to 
optimize cost and environmental aspects for its cus-
tomers. 
CLIMATE ACTION
Interroll is developing insights into how 
it can achieve carbon neutrality in its 
own production operations. Aspects 
include optimized supply chains to 
ensure the consideration of environmental aspects 
when selecting our suppliers. We also look at the pro-
curement of materials and energy in order to keep the 
ecological backpack of our solutions for customers as 
light as possible.
LIFE BELOW WATER AND LIFE ON LAND
Healthy living and sustainable develop-
ment depend on intact ecosystems. The 
consequences of destroying marine and 
terrestrial ecosystems are severe. At 
Interroll, we are committed to protect-
ing, conserving and restoring biodiver-
sity through efforts to conserve natural 
resources, increase material efficiency 
and reduce waste in the supply chain. 
PEACE, JUSTICE AND STRONG INSTITUTIONS
In light of our international operations, 
we are involved in many bodies and ini-
tiatives promoting fairness, the balance 
of interests and international under-
standing between diverse people.

35
SECURING LONG-TERM SUCCESS
SUSTAINABLE GROWTH
Our management approach to “Sustainable growth” helps work toward achieving the following  
United Nations Sustainable Development Goals (SDGs): 
CONTEXT
The Interroll Group is the leading global provider of 
material handling solutions. The company was founded 
in 1959 and has been listed on the SIX Swiss Exchange 
since 1997. Interroll is pursuing a course of profitable 
growth. In the past eight years, our profitability was con-
sistently in the double-digit percentage range. This pro-
vides crucial added value to our customers and the users 
of our products. Wherever they are, they can be certain 
of being able to fully leverage the performance and eco-
nomic benefits of our innovative solutions, both now 
and in the future. In the past five years, Interroll’s sales 
grew by an average of 8.1%/p.a.
We seek to place our customer promise of “Quality, 
Speed, Simplicity” at the heart of everything we do, 
which is also reflected in our values:
PASSIONATE ABOUT CUSTOMERS 
COMMITTED TO EXCELLENCE 
LONG-TERM THINKING AND  
ALWAYS RESPECTFUL
 
That is why the key success factors in our growth are 
quality and innovations that make the work of our cus-
tomers and users simpler, more efficient and more 
profitable. Energy efficiency is becoming increasingly 
important in this respect, which applies equally to our 
products and services. Innovative, high-quality solu-
tions deliver benefits in terms of higher productivity, 
availability and return on investment. Thanks to our 
modular platform strategy with products that have 
been proven in use millions of times worldwide, we 
ensure maximum flexibility, technical reliability and 
fast delivery times. Interroll’s innovative strength is 
evident in the high proportion of sales generated by 
recent product solutions that came to market in the 
last three years. Around two percent of Interroll’s sales 
are already accounted for by these products. This is 
remarkable because our customers focus on the great-
est functionality and reliability of the systems, mean-
ing that product innovations require a corresponding 
start-up time in the market.
The more successful our company is, the more positive 
our contribution to the environment and society as a 
whole. A positive operating result enables us to invest 
more in the sustainable development of our company 
and solutions, thus contributing to social and ecologi-
cal change.
GRI 3-3
Our customer promise and our values can be summed 
up in one word:
PROVEN

36
SECURING LONG-TERM SUCCESS
CONCEPT AND GOALS  
Our goal is to consistently expand our international 
leadership position as a sustainable provider of material 
flow solutions. That is why Interroll systematically 
focuses on its customers, is committed to excellence and 
long-term thinking and always treats employees and 
partners respectfully. We concentrate on quality and 
innovation and strive for perfection when it comes to 
achieving the highest customer value and customer trust 
in the industry. We couple this approach with our stated 
principles of sustainable development as the basis for the 
success of our business and sustainable growth. It is 
important to us to achieve transparency, which is why 
we aim to always satisfy our stakeholders’ expectations 
in external ratings by selected providers.
Sustainability is both an opportunity and an obliga-
tion. It provides us with business opportunities and 
obliges us to continue investing in a decarbonized 
economy. Our goal is always to integrate a sustainable 
mindset and conduct in the structure of our business 
processes in order to ensure our competitiveness for 
the future and to safeguard and increase the company’s 
long-term profitability. To achieve this, we will invest 
5% of our EBITDA in operational sustainability meas-
ures. We will not only be investing in the infrastructure 
of our sites but also in boosting the sustainability per-
formance of our products.
Open dialog with our stakeholders is the key to suc-
cessfully managing customer expectations and dynam-
ically growing an attractive product innovation pipe-
line. Our main stakeholders are our direct customers 
as system integrators, plant operators, our sharehold-
ers, employees, business partners in the supply chain, 
banks, rating agencies, the Swiss stock exchange and 
the neighboring communities at our sites. Interroll 
maintains a continuous and structured dialog with 
these stakeholders. 
As a market leader, we not only assume responsibility 
for the energy efficiency and life cycle performance of 
our products and services but also seek to contribute 
to societal well-being, both global and local. That is 
why we are committed to supporting the success of the 
communities close to our sites.
GRI 3-3
GRI 2-29
GRI 203-2
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We facilitate sustainable 
growth by significantly 
increasing our sustainability 
performance. To this end,  
we invest a defined proportion 
of our financial profitability 
each year.
We invest 5% of EBITDA 
Percentage of EBITDA invested
25.1%
We are growing sustainably by 
involving selected stakeholders 
in a continuous dialog.
We maintain a continuous 
dialog with all relevant  
stakeholder groups.  
Percentage of stakeholder 
groups with a continuous dialog
100%
We continuously develop new 
products and innovations with 
long-term growth potential.
By 2024, 5% of our annual 
sales will come from product 
innovations of the last three 
years.
Proportion of sales from  
product innovations in %  
2%
We assume social responsibility 
and invest in our local commu-
nities.
All Interroll locations con-
tribute to local community 
projects. 
Number of locations which 
contribute to local community 
projects
15
GRI 201-1
GRI 413-1

37
SECURING LONG-TERM SUCCESS
STATUS, MEASURES, RESULTS
Following the changes seen worldwide as a result of 
the COVID-19 pandemic, the war in Ukraine has been 
a further watershed with far-reaching consequences 
for the global economy and society. Interroll’s eco-
nomic performance was also massively impacted by 
these effects in the 2022 financial year, with supply 
chains remaining under severe stress and plant opera-
tors realigning their investment plans.
Economic value generated and distributed
Interroll ended fiscal year 2022 with Group earnings 
before interest and taxes (EBIT) of CHF 105.2 million 
(2021: CHF 99.3 million). The company’s economic 
value generated of CHF 668.3 million (2021: CHF 
643.3 million) is the sum of sales of CHF 664.4 million 
(2021: CHF 640.1 million) and other operating income 
of CHF 3.9 million (2021: CHF 3.2 million).
On the other side is the economic value distributed of 
CHF 585.5 million (2021: CHF 562.8 million), consist-
ing of the following items:
material costs (44.2%), personnel costs (25.0%), depre-
ciation (3.0%) of intangible assets and property, plant 
and equipment, other operating expenses (11.8%), 
taxes (3.3%) and amortization (0.6%). The difference 
between the economic value generated and distributed 
corresponds to the net profit for the year of CHF 82.8 
million (2021: CHF 80.6 million).
The earnings before interest, taxes, depreciation and 
amortization (EBITDA) is another key indicator. In 
the past fiscal year, the operating result amounted to 
CHF 129.3 million (2021: CHF 122.5 million). In 2022, 
the cash flow from operating activities was CHF 71.4 
million (2021: CHF 47.3 million). Free cash flow 
amounted to CHF 49.0 million (2021: CHF -0.8 mil-
lion).
Process management and digitalization
In order to leverage further process efficiencies and 
retain its ability to respond flexibly to customer require-
ments, Interroll is making systematic investments in 
digitalization and its production-related software envi-
ronment. The use of company software and the associ-
ated services are centrally controlled by internal 
resources. The Group-wide digitalization strategy is 
based on local lighthouse projects which are piloted at 
one site before being rolled out to others. Each project 
has a roadmap tailored to the needs of the sites.
In 2022, we began the global switch from SAP ECC 6.0 
to SAP S4/HANA, which we believe will deliver major 
efficiencies and speed as well as harmonizing and stand-
ardizing data. This major project with the internal name 
“#one4hana” will also foster global dialog and collabora-
tion under the motto of “One Interroll”. Site-specific 
manufacturing execution systems (MES) are deployed 
in production. The company’s largest production site at 
Wermelskirchen in Germany has a dedicated commis-
sioning team that manages process transitions and 
ensures performance. In this way, we are increasing our 
competitiveness and innovation capability.
Why is #one4hana important 
to Interroll’s sustainable 
growth?
“SAP S/4HANA not only supports the 
efficient management of the company’s 
resources but also integrates sustaina-
bility data into the core processes 
along the entire value chain. In addi-
tion, it accelerates innovation thanks to 
native integration with a portfolio of 
applications focused on climate protec-
tion, the circular economy and social 
responsibility.”
Juri D’Arcangelo, Project & Integration Manager 
#one4Hana, Interroll Management SA
GRI 201-1

38
SECURING LONG-TERM SUCCESS
Innovation Projects and  
Development Center (IPDC) 
The Innovation Projects and Development Center 
(IPDC) in Germany is the Interroll Group’s center for 
managing and implementing innovations. Anchored 
in the innovation culture which encompasses all parts 
of the company, it collaborates with external partners 
on interdisciplinary research and development pro-
jects and works on general engineering tasks. Today, 
many of these innovations are protected worldwide by 
international patents and other property rights.
The engineers at the IPDC manage and coordinate 
global innovation projects, support the cross-depart-
mental product development activities of the Interroll 
Group’s global Centers of Excellence (CoE) and evalu-
ate the performance and reliability of technical solu-
tions in a state-of-the-art test environment. A high-­
performance quality management system ensures the 
recognized and certified quality of the solutions devel-
oped. This optimally satisfies existing legal require-
ments and systematically anticipates future product 
development requirements.
At the same time, the IPDC implements and accompa-
nies research projects and maintains partnerships with 
leading universities such as RWTH Aachen University 
and the Technical University of Munich, other insti-
tutes such as the European Hygienic Engineering & 
Design Group (EHEDG) and leading companies in 
various technological fields.
Social commitment
Interroll supports more than 39 initiatives at its sites 
with an investment of CHF 83,000. To date, the com-
pany’s donations to local communities has not been 
fully evaluated. However, initial data shows a volume 
of around CHF 111,000. In 2022, financial support or 
volunteering was provided in the communities close 
to 15 sites, representing 39.5% of our sites. We will be 
systematically increasing this commitment in the 
future.
Aid delivery for Ukraine refugees
Quick help: The Interroll Show Truck was used at 
short notice in 2022 to bring important foodstuffs and 
necessary goods to Poland for distribution to Ukrain-
ian refugees. A team of volunteers, their relatives and 
employees of the trading partner Metro Düsseldorf 
managed, with great personal commitment, to make 
the relief goods available to the Polish Red Cross 
directly on site for further distribution.
In Denmark, Interroll Joki A/S was recognized for its 
sustainability-related commitment when it was nomi-
nated for the local sustainability prize of the town of 
Hvidovre. This was based on the following criteria: 
	– You have demonstrated social responsibility and 
local commitment.
	– You have found innovative new ways to develop 
your company.
	– You have contributed to the positive development 
of the business community in Hvidovre.
	– You have addressed sustainability, climate  
challenges or the green transition. 
GRI 203-1 
GRI 413-1

39
SECURING LONG-TERM SUCCESS
SUSTAINABLE PROCUREMENT
CONTEXT
There are already 8 billion people in the world, and that 
figure is set to rise to some 10 billion by 2050. A key 
challenge is to provide people and businesses the 
goods and food they need while at the same time con-
serving resources. This is particularly true of the mate-
rial handling industry, which will grow in social signif-
icance and perception in terms of speed, efficiency 
gains, networking and individualization, but also when 
it comes to resource conservation, environmental 
friendliness and food safety.
Material handling solutions for the food and 
pharmaceuticals industry 
Based on the advantages offered by Interroll’s globally 
successful technology platforms, the Modular Hygienic 
Platform (MHP) is a flexible modular solution based 
on the principles of Hygienic Product Design. This 
makes it possible to significantly improve food safety 
and shelf life – while at the same time optimizing 
energy and operational efficiency. The conveyor plat-
form includes the Special Hygienic Conveyor (SHC) 
and the Ultra Hygienic Transfer (UHT).
The Special Hygienic Conveyor (SHC), for example, 
makes the added customer value offered by the glob-
ally popular Modular Conveyor Platform (MCP) avail-
able to system integrators and users who have to 
implement particularly demanding hygiene require-
ments. In this way, highly efficient, zero-pressure accu-
mulation material flows can be implemented in food 
processing work processes, which until now have usu-
ally only been used in modern parcel centers or other 
distribution facilities. The decentralized drive concept 
used in the Special Hygienic Conveyor (SHC) saves up 
to 50 percent energy in start-stop operation alone 
compared to centralized drive solutions that run con-
tinuously. At the same time, this results in a noise level 
that provides an improved working environment and 
reduced wear when conveying E2 standard crates, 
where hygienic impairments are reduced.
In addition to the SHC, Interroll has also launched the 
Ultra Hygienic Transfer (UHT), an automation solu-
tion specifically suited for use in plants dedicated to 
chicken processing. This is a disruptive innovation 
solution that makes a key process step in the cutting of 
chicken meat significantly more hygienic and can thus 
help to enable a longer shelf life for chicken products. 
Our customer and users have expectations of products 
with bona fide ethical and ecological credentials, and 
this is a critical factor for us at Interroll. Moreover, 
companies face increasingly strict statutory obliga-
tions to perform supply chain due diligence. Our 
ambitions are to increase transparency and reduce 
negative environmental and social impacts in the sup-
ply chain. We address these aspects both from head-
quarters and in our local procurement activities. 
GRI 3-3
GRI 3-3

40
SECURING LONG-TERM SUCCESS
Our “Sustainable procurement” management approach helps work towards achieving the following 
United Nations Sustainable Development Goals (SDGs): 
CONCEPT AND GOALS 
The best way to live up to our responsibility for sustain-
able supply chain management is by implementing it 
centrally at headquarters and through our local pur-
chasing locations worldwide. By doing so, we will not 
just enhance our procurement performance but also 
credibly improve our compliance with sustainability 
requirements. At Interroll, we are committed to protect-
ing the environment, strengthening labor practices, 
upholding human rights and promoting business ethics 
across our entire supply chain. In doing so, our procure-
ment practices create value for society. Our systematic 
materiality assessment and the stakeholder dialog for 
our sustainability strategy and ESG policy confirmed 
the considerable impact and priority of sustainable pro-
curement practices throughout Interroll’s entire supply 
chain. This is also reflected in the contractual frame-
work for our relationship with suppliers: the Supplier 
Code of Conduct. Our goal is for all system suppliers to 
be bound by our Code of Conduct or to ensure that they 
abide by a similar code. 
How does strategic purchasing 
contribute to sustainability?
“In Strategic Purchasing, we are taking 
specific action to reduce the negative 
impacts of our business operations on 
the environment and society, such as 
by using local or regional suppliers, 
consolidating deliveries, or purchasing 
more environmentally friendly 
products.”
Aipi Kabenla, Strategic Purchasing Manager,  
Interroll Atlanta LLC
All new suppliers are screened for social and environ-
mental risks. Our procurement activities are global, 
and as such it makes sense for us to give preference to 
the respective regional and/or national markets in pur-
chasing, where permitted by price, quality aspects and 
delivery capacity. Procurement expertise is greater at 
the regional level, and for that reason our aim is to 
source 95% of external purchasing value from regional 
suppliers so as to balance risks in the supply chain.
Going forward, we will increase transparency by man-
aging ESG risks in the supply chain in a more struc-
tured way. We will assess suppliers based on their ISO 
environmental or occupational health and safety man-
agement systems (ISO 14001/ISO 45001), and select 
new partners (as we have already begun to) on a struc-
tured basis in line with environmental aspects, labor 
standards and human rights. For this purpose, we are 
establishing a corresponding Sustainable Supply Chain 
Management (SSCM) system. 
GRI 3-3 
GRI 2-29

41
SECURING LONG-TERM SUCCESS
STATUS, MEASURES, RESULTS
Interroll attaches great importance to a stable and fair 
relationship with its suppliers as key business partners. 
Given the extremely specialized nature of the goods 
purchased, a high degree of expertise must be available 
on both sides. Many items are custom-made for Inter-
roll and there is little flexibility to procure them else-
where. Interroll is working to diversify its risks in this 
regard, however the global challenges posed by supply 
chain disruptions affect us too. 
We know our suppliers very well. The level of continu-
ous dialog and production sites we are actually familiar 
with is high, although it is not possible to make a quan-
titative disclosure at present. We will optimize this 
going forward and introduce a quantitative supplier 
evaluation that regularly assesses logistics, quality, 
technological and commercial criteria.
Worldwide, Interroll sources products on a decentral-
ized basis from roughly 4,700 suppliers and invests 
some CHF 240.3 million. Of that figure, approximately 
89% (CHF 214.0 million) is spent on products from 
local suppliers. The underlying concept is “in the 
region for the region” and it enables us to avoid long 
maritime transport routes, for example from Asia to 
Europe. In the context of Interroll, we define local sup-
pliers as those operating in the same economic region 
as the Interroll production site. The regions are defined 
as follows: Europe/Middle East/Africa (EMEA), Amer-
icas (North and South America) and Asia/Pacific 
including Oceania (APAC).
GRI 204-1
CHF 240 MILLION
PURCHASING VOLUME.   
CHF 214 MILLION  
(89%) FROM LOCAL 
SUPPLIERS 
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
ESG as an integral part of our 
business relationship and the 
contractual framework
All suppliers to have signed 
the Interroll Supplier Code 
of Conduct or have their own 
code of conduct of similar 
quality
Percentage of Interroll  
suppliers who have signed  
the Code of Conduct
26%
Balanced ESG risks in the 
supply chain
95% of purchasing value to 
be sourced from regional 
suppliers
Percentage of purchasing value 
sourced from regional suppliers
89%
High level of transparency 
about our business partners’ 
ESG performance
All suppliers of production  
material to be assessed  
pursuant to ESG criteria
Percentage of suppliers  
assessed pursuant to ESG 
criteria
63%
Reduced climate impact and 
more effective environmental 
protection throughout the 
supply chain
80% of "A" suppliers of  
production materials to  
be ISO 14001-certified
Number of ISO 14001-certified 
"A" suppliers
134
All suppliers to be screened 
for environmental risks 
Number of suppliers screened 
for environmental risks 
90
Highest occupational health 
and safety standards in the 
supply chain
80% of "A" suppliers of  
production materials to  
be ISO 45001-certified
Number of ISO 45001-certified 
"A" suppliers
7
Application of international 
labor standards and safe­
guarding human rights in  
the supply chain
All suppliers to be screened 
for social risks 
Number of suppliers screened 
for social risks 
90
GRI 204-1
GRI 308-1
GRI 414-1

42
SECURING LONG-TERM SUCCESS
54  
Very
low
938  
Low
1,195 
Medium low
630  
Medium high
124  
High
1  
Very 
high
Overall distribution of sustainability risk
2,942
partners
161
industries
OVERVIEW  
SUPPLIER 
PANEL

43
SECURING LONG-TERM SUCCESS
38
countries

44
SECURING LONG-TERM SUCCESS
A core element of sustainable procurement is our Sup-
plier Code of Conduct. The first version was signed by 
26% of our suppliers worldwide. It will be fundamen-
tally reworked again in 2023 to not only emphasize the 
importance of sustainability topics but also to reflect 
changes in the law, in particular the German Act on 
Corporate Due Diligence Obligations in Supply Chains 
(Lieferkettensorgfaltspflichtengesetz).
Supply chain sustainability assessment
In 2022, Interroll partnered with France-based sus-
tainability ratings specialist EcoVadis to address the 
burgeoning significance of environmental issues, labor 
and human rights, business practices and sustainable 
supply chains.
 
In cooperation with EcoVadis, we have now conducted 
a risk assessment for 2,942 suppliers. The first step is to 
determine the industries and country in which the 
supplier operates. The suppliers included in the assess-
ment were distributed among 161 industries in 38 
countries. 
For 2023, we will refine our risk management and not 
just examine the industry and country in which the 
supplier is active, but prioritize the evaluation of our 
suppliers and their specific sustainability activities 
directly on the basis of the latest risk assessment.
In 2022, we audited 90 suppliers using environmental 
and social criteria. Of those suppliers, two had poten-
tial negative effects on the environment, labor and 
human rights, and business practices, and five others 
had potential negative effects on the sustainable supply 
chain. All seven (100%) of the suppliers in question 
presented action plans to address the potential and 
actual negative effects. If these persist in the follow-up 
assessment for 2023, we will look into terminating the 
business relationship.
GRI 3-3  
GRI 308-1  
GRI 414-1 
GRI 308-2 
GRI 414-2 
Source: EcoVadis, Company brochure as of 27.01.2023
 
 
Since its founding in 2007, EcoVadis has become the 
world’s largest and most trusted provider of corporate 
sustainability assessments, building an international 
network of more than 100,000 assessed companies. 
EcoVadis is a purpose-driven company with a mission 
to provide the world’s most reliable corporate sustaina-
bility scores. Its actionable scorecards, benchmarks, car-
bon action tools and insights help improve environ-
mental, social and ethical practices across 200 industry 
categories and 175 countries. EcoVadis assesses compa-
nies’ sustainability performance based on their policies, 
actions and results, as well as data from external specia-
lists and sources. Companies are required to submit 
evidence, which is reviewed to ensure that the docu-
ments are valid and their content is accurate. 
The methodology is based on a framework of 21 sustai-
nability criteria that correspond to global standards and 
is guided by an international scientific committee.

45
PRODUCT RESPONSIBILITY
Our management approach for "Product responsibility" helps work towards achieving  
the following United Nations Sustainable Development Goals (SDGs): 
CONTEXT
One of the key factors for our success is customer sat-
isfaction, and this is directly linked to the experience 
customers and users have with our products and ser-
vices. When it comes to product responsibility, our 
efforts focus on customer safety and product and ser-
vice quality.
In a world marked by unrelenting economic competi-
tion, products known for performance, quality and 
safety stand apart from the rest. Our first priority is to 
ensure user safety, and as such we provide the required 
certifications and safety information for all products. 
Product and service quality must go hand-in-hand 
with customer and user requirements and expecta-
tions. This revolves around where our customers’ and 
users’ priorities lie. Environmental and safety aspects 
are playing an ever-greater role.
CONCEPT AND GOALS 
The overriding goals of product responsibility are the 
safety of our products and a guarantee of minimal 
plant down time for the customers who use our com-
ponents. Interroll has an excellent reputation in the 
industry on both counts, and this is reflected in cus-
tomer surveys and documented in accident reports for 
our systems (no incidents in the reporting period). 
Encouraging as that is, we have set our sights even 
higher and are working towards ISO 9001 certification 
(quality management) at all of our production sites. 
The safety-related information for our products always 
complies with the applicable local safety requirements. 
A key goal is to offer our customers the highest prod-
uct and service quality, and we make it our mission to 
avoid product defects wherever they might arise. We 
keep track of complaints about product defects and 
work systematically towards reducing these each year. 
We measure customer service by how reliable we are in 
delivering our products and the time it takes our ser-
vice team to respond to customer inquiries. We aim to 
respond to all inquiries or provide feedback within an 
appropriate time.
GRI 3-3
GRI 3-3 
GRI 416-1 
7 OF 17 
PRODUCTION SITES
ISO 9001
CERTIFIED
SECURING LONG-TERM SUCCESS

46
SECURING LONG-TERM SUCCESS
STATUS, MEASURES, RESULTS
Of the 17 Interroll production sites, seven have an ISO 
9001-certified quality management system in place. 
Work has begun to ensure the uniform development of 
all production sites as we establish an integrated man-
agement system. Interroll products have a reputation 
for quality, both among our customers and on the mar-
ket. A total of 16,030 service inquiries were docu-
mented with a ticket. Of that number, 10,469 (65%) 
received a qualified response from Interroll within 48 
hours. We are not aware of any work-related accidents 
or injuries in the reporting period resulting from the 
use of our products. All requisite customer and safety 
information was available. 
The total cost of complaints was less than 0.24% of 
sales. Due to relevant delays in the supply chain, we 
were unfortunately unable to achieve our usual high 
delivery punctuality in the reporting period. This was 
88.5% in the reporting period.
How does product quality  
tie in with sustainability?
“Our efforts to deliver customers the 
highest-quality products mean we  
can avoid scrappage, extra deliveries, 
follow-up work and service calls. It’s 
our way of helping the company cut 
unnecessary emissions. By providing 
high-quality products with long work-
ing lives, we can save our customers 
the resources needed to buy new 
ones.”
Quality Team, Interroll Automation GmbH
COST OF POOR QUALITY
BELOW  
0.24% OF TURNOVER
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We attach the greatest  
significance to our customers’ 
safety.
No health and safety incidents 
resulting from the use of our 
products
Number of health and safety  
incidents caused by our  
products
None 
Requisite safety data sheet to 
be available for each relevant 
product 
Percentage of relevant products 
with safety data sheet
100%
All products to comply  
with the mandatory safety  
requirements
Percentage of relevant products 
without mandatory safety 
requirements
0%
We offer our customers  
the highest product and  
service quality.
No product defects
Cost of poor quality (CoPQ) in % 
of revenue
0,24%
95% on-time deliveries
Percentage ODP
88,5%
We are implementing an 
externally certified quality 
management system at all 
manufacturing units.
All production sites to be ISO 
9001-certified (2027) 
Number of ISO 9001-certified 
sites
7
GRI 416-2
GRI 417-1

NACHHALTIGKEITSBERICHT
47
PRODUKTVERANTWORTUNG
PROTECTING THE CLIMATE 
AND THE ENVIRONMENT
PROTECTING THE CLIMATE AND THE ENVIRONMENT
48
CLIMATE PROTECTION
50
ENVIRONMENTAL PROTECTION 
55

48
As a signatory to the UN Global Compact (UNGC), we 
are committed to complying worldwide with the 
UNGC’s ten principles and promoting sustainable 
development in the countries in which we operate. The 
management approaches to climate protection and 
environmental protection relate to the UNGC’s envi-
ronment principles (7, 8 and 9).
Our commitment
Using resources responsibly and protecting the envi-
ronment and the climate are core issues of social 
responsibility, and they constitute a material area for 
our strategy at Interroll. Businesses can use our prod-
ucts and solutions to boost their productivity, but they 
can also rely on Interroll for solutions that focus firmly 
on conserving resources, protecting the environment, 
ensuring a safe and accident-free workplace and guar-
anteeing food safety. They reduce their environmental 
footprint and at the same time support sustainable 
growth. At Interroll, we also attach the greatest impor-
tance to our own resource efficiency. Using resources 
and energy properly is the key prerequisite for main-
taining our market leading position in technology and 
innovation. That benefits our customers too.
Measures in 2022
–	
Establishing the Interroll Group’s sustainability 
development management system.
–	
Conducting a stakeholder dialog and a materiality 
analysis in accordance with the GRI Standards 
2021 and defining the environment-related 
material topics of “Climate protection” and 
“Environmental protection”. 
–	
Developing management approaches and 
implementing and publishing Group-wide 
policies.
–	
Formulating management approaches with 
defined qualitative and quantitative objectives as 
well as measurable and management-related key 
performance indicators (KPIs). 
–	
Preparing sustainability reports on relevant and 
existing KPIs.
Measuring the results
In accordance with GRI Standards 2021, the manage-
ment approaches, including the measures taken and 
their results, are presented in detail in this section for 
each material topic.
GRI 2-23
PROTECTING THE CLIMATE AND THE ENVIRONMENT
UN GLOBAL COMPACT IN CONTEXT
PROTECTING THE CLIMATE 
AND THE ENVIRONMENT
ENVIRONMENT AND CLIMATE
Principle 7
Support a precautionary approach 
to environmental challenges.
Principle 8
Undertake initiatives to promote 
greater environmental responsi­
bility.
Principle 9
Encourage the development and 
diffusion of environmentally 
friendly technologies.

49
SDGs IN CONTEXT 
 
The forward-thinking nature of our work to protect 
the climate and environment has become our template 
for decision-making. We must produce ideas and find 
solutions, take action and motivate others to do their 
part to protect the environment. At Interroll, we have 
taken specific steps to refine our individual customer 
solutions and products. The purpose – in line with the 
UN development goals – is to ensure that we are as 
environmentally friendly as possible when procuring 
the necessary materials and resources within the sup-
ply chain, to achieve optimal efficiency in our own pro-
duction operations, and to offer customers resource- 
and energy-efficient solutions in the application of our 
products.
Synchronous Drum Motors with very high 
efficiency
Interroll’s Drum Motors are an example of maximum 
energy efficiency. They have been specially designed 
for use in belt conveyors. The synchronous drum 
motors are particularly economical with the energy 
supplied: They achieve an overall efficiency of over 
90%. Compared to gear motors with worm gears, they 
require about 40 percent less energy.
Due to their better efficiency, synchronous motors also 
remain cooler than the still widely used asynchronous 
motors, since a smaller proportion of the electrical 
energy supplied is converted into heat. At the same 
time, this increases their suitability for use in tempera-
ture-critical applications – such as food processing, 
where products must be processed cool for microbio-
logical reasons. As a direct consequence of the lower 
operating temperatures, the synchronous motor type is 
characterized by an extremely long service life and its 
suitability for a wider range of applications.
Our management approach in the “Environment” 
material area helps work towards achieving the follow-
ing United Nations Sustainable Development Goals 
(SDGs):
 
AFFORDABLE AND CLEAN ENERGY
The supply of affordable and clean 
energy has long been a major challenge 
of critical importance for almost every 
society. The Ukraine crisis has led to a 
drastic increase in the price of energy. Whether it’s 
jobs, security, climate change, food production, or eco-
nomic development, the importance of access to and 
  
consumption of clean energy is something that has 
been made abundantly clear to us all. It is therefore of 
great concern for us to offer our customers product  
solutions featuring high energy efficiency that enhance 
the economic and environmental productivity of their 
material handling systems. 
RESPONSIBLE CONSUMPTION AND 
PRODUCTION
At Interroll, taking a responsible 
approach to products is a key issue and 
the foundation for our market success. 
The use of base products that have been 
sourced responsibly and in a way that conserves 
resources is key to meeting our customers’ demands 
for high quality, and already reduces their environ-
mental footprint in purchasing and efficient operation. 
Our goal is to optimize cost and environmental aspects 
for our customers, secure a leading market position in 
terms of total cost of ownership over the entire prod-
uct life cycle, and to be a partner of choice for innova-
tion leadership.
CLIMATE ACTION
Interroll is developing insights into how 
it can achieve carbon neutrality in its 
own production operations. Firstly, this 
means reducing the amount of energy 
we consume and using electricity and heat generated 
from renewable sources. Once that has been achieved, 
the second step is to offset emissions we cannot cut. We 
also factor in the purchase of materials and energy as 
well as the use of our energy-efficient product solu-
tions.
LIFE BELOW WATER AND LIFE ON LAND
Healthy living and sustainable develop-
ment depend on intact ecosystems. The 
consequences of destroying marine and 
terrestrial ecosystems are severe. At 
Interroll, we are committed to protect-
ing, conserving and restoring biodiver-
sity through efforts to conserve natural 
resources, increase material efficiency 
and reduce waste. 
PROTECTING THE CLIMATE AND THE ENVIRONMENT

50
PROTECTING THE CLIMATE AND THE ENVIRONMENT
TOTAL ENERGY
CONSUMPTION:  
31.05 GWH
CERTIFICATION OF
ENERGY MANAGEMENT 
ACCORDING TO ISO 50001
CONCRETE GOAL
CLIMATE PROTECTION 
Our management approach for “Climate protection” helps work towards achieving the following 
United Nations Sustainable Development Goals (SDGs): 
 
CONTEXT
Climate change represents one of the greatest chal-
lenges of our time, posing an existential threat to soci-
ety and businesses. Around the world, there is still too 
little being achieved to limit global warming to 1.5°C. 
Energy-related greenhouse gas emissions are responsi-
ble for many of the detrimental impacts on the envi-
ronment that are caused by our own production and 
management activities as well as the activities of others 
along the entire value chain. With energy consumption 
totaling 31.05 GWh and CO₂ emissions of 8,356.8 t of 
CO₂eq (scope 1 and 2), Interroll is also responsible for 
this development. Our sustainability activities there-
fore center on energy management, with its twofold 
goals of protecting the climate and reducing costs.
At Interroll, the responsible use of energy and our role 
in protecting the climate are fundamental principles 
that have gained a new urgency since the war in 
Ukraine and energy resources have been subject to 
shortages and price increases. The energy-efficient 
value added for our customers – or to be more specific, 
the users of our products – is a crucial competitive fac-
tor because energy is the one thing that intralogistics 
needs most of all. The energy-efficient solutions offered 
by Interroll thus have a direct impact in the form of 
cost-reducing climate protection for users. 
CONCEPT AND GOALS 
One element of our Group-wide sustainability strategy 
is to position ourselves as the leading provider of 
bespoke, energy-efficient material handling solutions 
through our product portfolio. We aim to achieve cli-
mate-neutral production (scope 1 and 2) and going 
forward we will provide information via formal envi-
ronmental product declarations (EPDs) on key prod-
uct modules. Environmentally friendly product design 
uses solutions rooted in the circular economy.
Our sustainable development objectives focus on 
becoming more energy-efficient, reducing harmful 
emissions and using environmentally friendly renewa-
ble energy. A Group-wide corporate policy on “Climate 
protection” is in place to provide qualitative and quanti-
tative goals for our management approach, and to 
ensure measurable and management-related key per-
formance indicators (KPIs).
The transition to a low-carbon economy is something 
we work towards at every link in our value chain, which 
primarily comprises our upstream supply chain, our 
own sites and the life cycle of our products after they are 
delivered to users. By joining the UN Global Compact in 
2016, we undertook to observe the precautionary 
approach to environmental challenges and thus to 
reduce harmful emissions. By introducing targeted solu-
tions to enhance our systems’ energy efficiency, we aim 
to meet the objectives and expectations of our stake-
holders.
GRI 3-3
GRI 3-3

51
PROTECTING THE CLIMATE AND THE ENVIRONMENT
53.6% ELECTRICITY 
FROM RE­NEWABLE 
SOURCES
0.15% WAS  
SELF-GENERATED  
ELECTRICITY
Interroll tracks and analyzes its own energy use in 
order to gain a transparent picture of its consumption 
patterns and – where relevant – to systematically 
reduce consumption. We are increasing the use of 
renewable energy at our sites, on the one hand by pro-
curing “green” energy where available, on the other by 
generating our own energy with a target share of 20% 
of our overall energy requirements. A specific goal for 
our sites with high energy consumption is to introduce 
a recognized and certifiable energy management sys-
tem in accordance with ISO 50001 in the coming years.
To further reduce our emissions impact, we are sys-
tematically refining our energy management and regu-
larly calculate our carbon footprint at Group level. 
Updates on progress made in this area will be pub-
lished in subsequent annual sustainability reports. 
STATUS, MEASURES, RESULTS
Energy consumption
Interroll’s total energy consumption across all produc-
tion and management sites in 2022 was 31.05 GWh. 
For reasons of timely data provision and due to the 
extended billing processes at local utilities, the energy 
consumption figures for the last quarter/last months of 
2022 were calculated using projections based on cur-
rent and past annual consumption figures. The pri-
mary component was electricity (19.40 GWh), of 
which 10.39 GWh or 53.6% was sourced from renewa-
bles. That constitutes 33.5% of total energy consump-
tion. As such, we are already making a relevant contri-
bution to reducing the carbon footprint for our 
customers. This was significantly expanded by con-
tracting activities for the German sites (valid from Jan-
uary 1, 2023 onwards). The graphic below presents a 
breakdown of energy consumption by source. Approx-
imately 30,000 kWh (0.15%) was self-generated elec-
tricity from an existing photovoltaic system. We will be 
expanding these capacities significantly.
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We are optimizing and  
reducing our energy  
consumption and using 
renewable energy
20% increase in energy 
efficiency
Energy intensity in terms 
of sales: MWh/CHF million 
sales  
46.73  
MWh/CHF million
80% share of renewables
Quantity/share of renewa-
bles in the energy mix
10.4 GWh 
33.5% 
Increase in own generation 
of renewables to up to 20% 
of own energy requirements 
kWh/share of self-generated 
renewable energy
30.000 kWh 
0.15%
We are helping our  
customers achieve  
their net-zero goals
Reduction in greenhouse 
gas (GHG) emissions in line 
with the Science Based 
Targets initiative (SBTi)
Greenhouse gas emissions  
(Scope 1 t CO₂eq)
3,072.2 t CO₂eq
Greenhouse gas emissions  
(Scope 2 t CO₂eq), market- 
based
5,284.5 t CO₂eq

52
PROTECTING THE CLIMATE AND THE ENVIRONMENT
Energy intensity 
Given the large number of extremely diverse products 
and components to be considered, energy intensity can 
be expressed most meaningfully in terms of total 
energy consumption per unit of sales. The figure for 
2022 was 46.73 MWh/CHF million.
Energy efficiency in intralogistics
In a first step towards laying a foundation for structu-
red development in the area of climate protection, in 
2021 we carried out an online survey of 266 decision-
makers in the logistics industry from eight European 
countries. The fundamental question of interest to us 
was “What do medium-sized businesses in the produc-
tion, consumer goods and food industries in selected 
European countries think about the issue of energy 
efficiency?”
Market expectations are not just part of our stakehol-
der dialog, they are a guide to future product develop-
ments. This is because the useful lives of our products 
– in other words the energy consumption and indi-
rectly the Scope 3 emissions when installed at users – 
are a relevant part of our carbon footprint throughout 
the entire value chain.
In the coming years, we will work hard to make our 
footprint transparent, particularly with regard to the 
Scope 3 emissions, and map out our journey towards 
net-zero using the Science Based Targets initiative 
(SBTi) methodologies.
Conveyor system reduces energy  
consumption by 50%
Plant modernization in France: By installing a decen-
tralized drive concept based on the EC 5000 Roller-
Drive and the ZoneControl control system from Inter-
roll, Triumph in Obernai was able to reduce energy 
consumption by around 50 percent compared to the 
existing conveyor solution. At the same time, the per-
formance and availability of the material flow process 
was increased and the maintenance effort minimized. 
In addition, the low noise level created a more pleasant 
working environment and increased occupational 
safety.
 
GRI 302-3
GRI 302-2
Energy consumption in kWh
Total consumption of renewable electricity
kWh
10,391,407
Total consumption of non-renewable electricity
kWh
9,006,939
Oil consumption (heating)
kWh
465,381
Gas consumption (heating)
kWh
8,011,652
Fuel consumption for own or leased vehicles
kWh
2,356,193
Other: district heating, liquefied gas (LPG)
kWh
161,155
Total energy consumption
kWh
31,050,392
GRI 302-1
Energy consumption by physical units
Purchased electricity
kWh
10,361,407
Oil consumption (heating)
l
46,819
Gas consumption (heating)
m³
820,026
Fuel consumption for own or leased vehicles
l
237,999
District heating
kWh
112,522
Liquefied gas (LPG) consumption
kg
3,459

53
PROTECTING THE CLIMATE AND THE ENVIRONMENT
Self-generated solar power 
At many production sites, photovoltaic systems – solar 
power – are a practical way to generate renewable 
energy using existing rooftop space. The system 
brought online in November 2022 at the production 
site and headquarters in Ticino (Switzerland) has gen-
erated roughly 30,000 kWh in electricity. 
We have begun looking into the feasibility of installing 
photovoltaic systems elsewhere, and the buildings at 
some sites already meet the technical requirements. 
Action to reduce energy consumption
Given the universal spike in energy costs and efforts to 
safeguard energy supply in Europe, all Interroll sites 
drew up their own concepts in the reporting period 
with the goal of reducing energy use by 20%. These 
plans were used to develop a priority agenda, and the 
Group’s energy efficiency roadmap will be refined in 
2023. Progress was made at our Center of Excellence in 
Sant’Antonino and at corporate headquarters in the 
reporting period, with upgraded window insulation 
and a photovoltaic system installed that enables 15% of 
electricity demand to be generated on site.
Reductions in energy requirements of  
products and services
A particularly relevant aspect of our action on climate 
change is to increase the energy efficiency of our prod-
ucts and services. Interroll’s solutions have a reputation 
on the market for energy efficiency. Analysis overseen 
by a renowned external auditor at our customer Tri-
umph in France identified energy savings of more than 
50% as against comparable services. As part of our 
energy efficiency roadmap, from 2023 onwards the 
product development process will include our custom 
“energy” model. This will be applied in all new product 
developments to achieve further energy performance 
gains on a systematic basis throughout the product life 
cycle.
Emissions
Our emissions are tracked and classified into three cat-
egories in accordance with the principles of the Green-
house Gas Protocol (GHG Protocol). Scope 1: direct 
emissions from owned or controlled sources; Scope 2: 
indirect emissions from the generation of purchased 
electricity, steam, heating and cooling consumed by 
the reporting company; Scope 3: all other indirect 
GRI 302-1
GRI 302-4 
GRI 302-5 
GRI 302-5
Photovoltaic (PV) system at the Headquarters in Canton Ticino
8,103 t CO2e
TOTAL EMISSIONS  
SCOPE 1 + 2
12.58 t CO2e/MIO. CHF 
EMISSIONS  
INTENSITY

54
PROTECTING THE CLIMATE AND THE ENVIRONMENT
emissions generated by third parties – primarily in the 
supply chain and in users’ operation of our products. 
In a departure from the GHG Protocol, all figures refer 
to the quantity of CO₂ and not to CO₂ equivalents. 
Energy consumption is calculated based on the period 
from January 1 to December 31, 2022.
Scope 1  
Scope 1 includes the CO₂ emissions from gas con-
sumption at the production plants, e.g., the powder 
coating system in Mosback (DE), heating at all sites, 
and the CO₂ emissions from fuel consumption by the 
vehicle fleet. The Scope 1 emissions were calculated 
using GEMIS 5.0, and amounted to 3,072.2 t CO₂eq in 
2022.
Scope 2 
Scope 2 includes the CO₂ emissions from electricity 
consumption at the production and management sites, 
and CO₂ emissions from the consumption of electric-
ity purchased via fuel cards for Interroll’s electric  
vehicles. Scope 2 also includes the CO₂ emissions from 
district heating. The Scope 2 emissions were calculated 
using GEMIS 5.0, and in 2022 amounted to 6,459.2  
t CO₂eq (location-based) and 5,284.5 t CO₂eq (mar-
ket-based). 
Scope 3 
Scope 3 includes all other emissions related to the 
manufacturing and transport of raw materials and 
semi-finished products in the company’s upstream 
supply chain and the emissions attributable to custom-
ers’ downstream deployment of products. As can be 
inferred from comparable plant engineering sectors, 
these likely account for the majority of harmful emis-
sions. However, Interroll does not currently have any 
specific information on these two sources. In 2023, a 
pilot scheme is being launched at the Sinsheim site to 
record and calculate CO₂ emissions along the entire 
value chain at a specific site. Furthermore, the Interroll 
Group will begin capturing and assessing the requisite 
upstream and downstream data in 2023 to subse-
quently enable valid disclosures to be made about our 
Scope 3 emissions.
Emissions intensity  
The total Scope 1 and Scope 2 emissions amount to 
8,356.8 t CO₂eq (market-based, in other words the 
electricity mix specifically chosen at the sites). The 
emissions intensity per CHF 1 million amounts to 
12.58 t CO₂/CHF million.
Reduction of greenhouse gas emissions
In 2022, a budget and resources were earmarked for fis-
cal year 2023 to reduce energy consumption and 
achieve the climate protection effects as described 
above. The new product development process is being 
modified in 2023 to harness the potential for further 
energy efficiency over the life cycle of our new prod-
ucts. Assuming a conversion factor of 627 g of CO₂ per 
kWh, generating 30,000 kWh of renewable electricity 
from the photovoltaic system in Sant’Antonino in the 
period from November to December 2022 meant that 
we could cut roughly 18.8 t in CO₂ emissions. 
GRI 305-1
GRI 305-2 
GRI 305-3
GRI 305-4 
GRI 305-5
PV SYSTEM IN TICINO
AVOIDED AROUND 18.8 
T OF CO₂ 
EMISSIONS WITHIN 
TWO MONTHS IN 2022

55
PROTECTING THE CLIMATE AND THE ENVIRONMENT
ENVIRONMENTAL PROTECTION
Our management approach for "Environmental protection" helps work towards achieving  
the following United Nations Sustainable Development Goals (SDGs):  
 
CONTEXT
Environmental protection is one of the core social 
concerns of our time, as a growing global population 
demanding quality of life and living space overwhelms 
the earth’s natural resources and ecosystems. The mate-
rial topic “Environmental protection” includes the 
aspects “use of materials and waste”, which have a rele-
vant environmental impact. “Water and effluents” and 
“biodiversity issues” were assessed firstly as less rele-
vant and secondly as less responsive to active manage-
ment. Supply chain aspects are addressed under the 
material topic “Responsible procurement”.
At Interroll, our aim is to supply our customers and 
users with products that are developed, manufactured 
and used with an eye on environmental protection. We 
are well aware of our responsibility within the supply 
chain when selecting materials. All the same, in 2022 
Interroll processed 55,955 t of steel, 1,425 t of other 
alloys, 4,279 t of polymers and 923 t of electrical and 
electronic components, such as motors, control units, 
printed circuit boards. 
Waste prevention is another important consideration. 
This affects that production waste which we are able to 
control, the useful lives of our products in customer 
applications, and finally the end of product life. The 
Interroll Group generates approximately 4,286 t of pro-
duction waste per year, primarily waste metal, plastics 
and wood, the latter mainly from shipping our products. 
The end-of-life recycling rate for metals used in plant 
products can be described as high and is incomparable 
with the recycling rates given in household waste statis-
tics. Waste metal is generally sold and recycled. However, 
we do not have access to this information since, in most 
cases, our customers – the “system integrators” – have a 
contractual relationship with the plant operator. 
The design of our products greatly influences our envi-
ronmental performance and the corresponding impact. 
Product quality, durability and the capability to 
exchange components flexibly translate to a high level 
of resource efficiency in the materials used. This is 
something we consider right from the product develop-
ment stage. We do what we can to reduce the negative 
environmental impact of our products by sourcing 
components responsibly, by considering ways to lever-
age the circular economy, and by implementing 
resource-efficient manufacturing processes. Another 
increasingly relevant environmental aspect of our sys-
tems is to keep their operation as quiet as possible. It is 
not uncommon for the plant operators’ sites to be sub-
ject to noise restrictions, and we factor in appropriate 
solutions to address this as early as the product develop-
ment phase.
GRI 3-3
USED MATERIALS
55,955 t STEEL
1,425 t OTHER METALS
4,279 t POLYMERS

56
PROTECTING THE CLIMATE AND THE ENVIRONMENT
CONCEPT AND GOALS 
At Interroll, our goal is to minimize as much as possi-
ble our ecological footprint and thus our adverse 
impact on the environment. Key considerations that 
essentially determine our ecological actions include 
the environmental impact of our products, the defini-
tion and use of responsible materials, and the recycla-
bility of those materials. As part of an integrated man-
agement system (IMS), we will be launching a 
Group-wide environmental management system in 
accordance with ISO 14001 or EMAS at all sites, with 
the production sites prioritized for implementation. 
Our development work likewise focuses on systemati-
cally reducing the operational noise emissions from 
our systems. A Group-wide corporate policy on envi-
ronmental protection is in place to provide qualitative 
and quantitative goals for our management approach, 
and to ensure measurable and management-related 
key performance indicators (KPIs).
We are helping protect the environment through our 
efficient use of materials and the increasing application 
of recycled materials. We will increase the share of 
recycled materials by 1.5% per year. We will reduce 
plastic packaging by 10% per year in relation to sales.
It is our goal to protect the environment by actively 
avoiding waste. Our quantitative target is to reduce 
production-related waste by 50% by 2030 compared to 
2022 figures. At the same time, we intend to separate 
waste systematically by material group, record the 
quantities and establish effective waste management at 
the sites. 
Our new product development processes will give 
even greater consideration to environmental impacts. 
We will provide our customers environmental product 
declarations (EPDs) with respect to relevant compo-
nents or system elements. 
And it goes without saying that we comply with all 
statutory and regulatory environmental requirements. 
We also intend to monitor their implementation 
within the supply chain and have expanded our Sup-
plier Code of Conduct accordingly. To assess our envi-
ronmental performance, we will submit to selected 
external ratings and meet the specific expectations 
within an appropriate timeframe.
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We are helping protect  
the environment through our 
efficient use of materials 
and greater use of recycled 
materials.
Increase use of recycled 
materials by 1.5% per year
Recycled materials as a % 
of all materials (currently 
measurable: plastics)
2%
Reduce plastic packaging 
by 10% per year in relation 
to sales
Packaging material (wood, 
paper, cardboard) in metric 
tons per CHF million sales
5.6 t/CHF million
Packaging material (plastics) 
in metric tons per CHF mil-
lion sales
0.1 t/CHF million
We are protecting the envi-
ronment by reducing waste.
Reduce production waste 
by 50% 
Production waste in metric 
tons, 2022 
4,286 t
GRI 3-3
UNTIL 2030 50%
REDUCTION OF
PRODUCTION-RELATED
WASTE QUANTITY

57
PROTECTING THE CLIMATE AND THE ENVIRONMENT
STATUS, MEASURES, RESULTS
Use of materials
With 65,138 t of materials processed in the reporting 
period, the use of resources in production is a material 
aspect of sustainable corporate development. Steel, 
electronic components, other alloys and plastics top 
the list of materials used. These all involve energy-in-
tensive raw-material extraction and processing, and as 
such a substantial proportion of the environmental 
impact can be attributed to their carbon footprint in 
the supply chain. However, we do not yet have any reli-
able data on their Scope 3 emissions (see climate pro-
tection). Structured measures to calculate valid figures 
are in the pipeline for 2023, and the results and pro-
gress will feature in the next sustainability report.
We intend to reduce the use of plastic packaging mate-
rials, and have already begun to record packaging 
material quantities. Interroll uses 3,001 t of wood 
packaging, which corresponds to wood packaging 
intensity in relation to sales of 4.5 t per CHF million 
sales. For cardboard boxes, the figure is 1.1 t per CHF 
million sales. The share of plastic packaging currently 
stands at 0.1 t per CHF million sales (absolute 95 t), 
and we want to reduce that figure by 10% per year. 
Interroll complies with all statutory and regulatory 
environmental requirements. All of the materials used 
comply with the requirements of the EU Regulation on 
the Registration, Evaluation, Authorization and 
Restriction of Chemicals (REACH). 
How do we comply with  
the REACH requirements?
“Our product safety does not just 
consider the potential mechanical and 
electrical risks of our products. We 
regularly follow updates to the list of 
substances of very high concern 
(SVHCs). Thanks to the REACH infor-
mation requirement, we ensure that 
our products do not pose a chemical-­
related hazard to people and the 
environment.”
Jörg Schiffler, Product Compliance Counsel, Interroll 
Engineering GmbH
Use of materials 
in t
Steel 
55,955
Other alloys
1,425 
Plastic
  4,279 
Electrical/electronic components
923 
Other production-related materials
2,458 
Recycled plastics 
98 
Total
            65,138 
Packaging
Plastic packaging
95
Wood packaging
3,001
Cardboard packaging
7,709
Administration
Paper/cardboard packaging
47
GRI 301-1
GRI 301-1

58
PROTECTING THE CLIMATE AND THE ENVIRONMENT
The use of recycled materials is also gaining in signifi-
cance as efforts continue to achieve a circular econ-
omy. Past pilot projects did not produce the desired 
quality needed for our products to be used in the long 
term. Where plastics are concerned, the current share 
of recycled materials is therefore very low, at roughly 
1%. Improved material properties being developed in 
the plastics industry based on mass balance approaches 
may present an interesting option, and we are keeping 
an eye on the developments. 
There are very few complaints about our products, and 
as such the packaging quantities required for this pur-
pose are irrelevant and not recorded. 
Water and effluents
Our water consumption of around 43,000 m³ and low 
environmental impact in terms of effluents are not clas-
sified as a significant consideration in the environmen-
tal context. We use water from the public supply net-
works without accessing our own wells. At Interroll, 
water is essentially used in the sanitary facilities and 
kitchens for our employees. Moreover, we use water in 
the production area only in closed cycles with secured 
disposal paths. 
Waste generation and waste-related impacts 
Group-wide, 4,286 t of production waste was gener-
ated in the reporting period. Significant quantities 
relate to metals (3,272 t) – in particular metal offcuts, 
plastics from injection molding (139 t), wood (394 t) 
and other waste (419 t). Since structured waste man-
agement is still under development, no valid data can 
yet be disclosed in relation to the waste mix on site. 
The recyclables are generally sold or transferred to a 
specialist waste handler, and thus the materials are 
reused. Waste disposal is the responsibility of the indi-
vidual sites in compliance with local laws. We are not 
aware of any violations. The Group as a whole gener-
ates 4 t of electronic waste and 58 t of hazardous waste, 
mainly motor oils, lubricants, batteries and waste 
materials from an in-house powder coating system, 
which are duly disposed of. 
GRI 301-2
GRI 303-5
GRI 306-1
GRI 306-2
GRI 306-3
GRI 306-4
4,286 t PRODUCTION WASTE 
3,272 t METALS 
139 t PLASTICS FROM  
INJECTION MOLDING
394 t WOOD 
419 t OTHER WASTES 
84+
84+3+6+2+4+1+G
Use of materials 
 
 
 1  Steel 
85.8%
 2  Other alloys
2.2%
 3  Plastic
6.6%
 4  Electrical/electronic components
1.4%
 5  Other production-related materials
3.8%
 6  Recycled plastics  
0.2%
GRI 301-1
1
2
3
4
5
6

NACHHALTIGKEITSBERICHT
59
PRODUKTVERANTWORTUNG
FOCUS ON  
OUR EMPLOYEES	
FOCUS ON OUR EMPLOYEES	
60
EMPLOYER OF CHOICE	

62
PEOPLE DEVELOPMENT	

67
OCCUPATIONAL HEALTH AND SAFETY 
70

60
UN GLOBAL COMPACT IN CONTEXT
As a signatory to the UN Global Compact (UNGC), 
we are committed to complying with the UNGC’s ten 
principles worldwide and promoting sustainable 
development in the countries in which we operate. 
The management approaches to the material area 
“Focus on our employees” relate to the UNGC’s labor 
principles (3, 4, 5 and 6).
Our commitment
Respect for human rights and the observance of fun-
damental, internationally recognized labor standards, 
such as the freedom of association, the elimination of 
forced and compulsory labor, and a zero tolerance pol-
icy on discrimination are enshrined in Interroll’s Code 
of Conduct, which applies all of the Group’s companies 
worldwide. Interroll and its suppliers do not tolerate 
any form of discrimination against our employees on 
the basis of their gender, race, disability, ethnic or cul-
tural background, religion, ideology, age, or sexual ori-
entation.
Measures in 2022
	– Establishing the Interroll Group’s sustainability 
development management system.
	– Conducting a stakeholder dialog and a materiality 
analysis in accordance with the GRI Standards 
2021. Defining the material topics “Employer of 
choice”, “People development”, and “Occupational 
health and safety” in the “Focus on our employees” 
material area. 
	– Developing management approaches and imple-
menting and publishing Group-wide policies.
	– Formulating management approaches with defined 
qualitative and quantitative objectives as well as 
measurable and management-related key perfor-
mance indicators (KPIs). 
	– Preparing sustainability reports on relevant and 
existing KPIs.
	– In 2022, we created and filled the role of “Director 
Human Resources” for the EMEA and Americas 
regions. The role for APAC has been created but not 
staffed.
Measuring the results
In accordance with GRI Standards 2021, the manage-
ment approaches, including the measures taken and 
their results, are presented in detail in this section for 
each material topic.
GRI 2-23
FOCUS ON OUR EMPLOYEES
FOCUS ON  
OUR EMPLOYEES
LABOR
Principle 3
The freedom of associa-
tion and the effective 
recognition of the right 
to collective bargaining.
Principle 4
The elimination all  
forms of forced and 
compulsory labor.
Principle 5
The effective abolition of 
child labor.
Principle 6
The elimination of 
discrimination in respect 
of employment and 
occupation.
GRI 409-1 
GRI 408-1 
GRI 405-1

61
SDGs IN CONTEXT 
The topics relating to the “Focus on our employees” 
material area are critical to Interroll’s success. In this 
regard, Interroll contributes to international develop-
ment goals, which are based on comprehensive frame-
works. In connection with its Decent Work Agenda, 
the International Labour Organization (ILO) has iden-
tified four fundamental aspects for ensuring that peo-
ple have access to decent work: creating more and bet-
ter employment opportunities, complying with 
fundamental labor standards, establishing and expand-
ing social security systems and promoting social dia-
log between employers and employees. In addition to 
these four aspects, our holistic corporate development 
and HR approach also takes gender equality and the 
good health and well-being of our employees into 
account.
Our management systems in the “Focus on our 
employees” material area help work towards achieving 
the following United Nations Sustainable Develop-
ment Goals (SDGs):
 
NO POVERTY
We ensure both a decent living for our 
employees and fair wages in our supply 
chain through our business dealings. 
Interroll is part of a value chain that 
helps the many communities we operate in throughout 
the world to prosper.
GOOD HEALTH AND WELL-BEING  
Interroll ensures reliability and high 
speed in the international flows of 
goods, in particular as this relates to the 
hygienic intralogistics of food products. 
In this way, our core business makes a significant con-
tribution to society. Our occupational health and 
safety management ensures the safety and well-being 
of Interroll’s employees by ensuring that they have 
humane working conditions. Our safe products boost 
occupational health and safety at our customers and 
plant operators. 
QUALITY EDUCATION
The regular training and professional 
development we offer our employees are 
a key reason why we are such an attrac-
tive employer. We offer internships and 
trainee positions, provide training ourselves and have 
partnered with local institutions of higher education. 
In addition, we make it possible for our talented 
employees to gain experience at other Group sites 
around the world. We promote a structured dialog 
between our managers and our employees, thus ensur-
ing that our staff can take advantage of individual pro-
fessional development opportunities.
GENDER EQUALITY AND REDUCED 
INEQUALITIES
We believe in the fair treatment of all 
and in the importance of reducing social 
inequalities and therefore ensure that all 
our employees have equal access to our 
training and professional development 
programs and earn a fair pay.
You have to take a holistic approach to 
human resources if you want to attract the very best 
talents in a fiercely competitive market. Inequalities as 
they pertain to working conditions are not just a prob-
lem in globalized value chains. The gender pay gap 
remains an issue in Europe. Interroll is committed to 
ensuring that all of our employees enjoy fair working 
conditions. We promote diversity, but not at the cost of 
decreasing levels of qualifications. Our aim is to sys-
tematically foster a culture of equal treatment across 
all of our teams.
DECENT WORK AND ECONOMIC GROWTH
We promote diversity, equal opportuni-
ties and inclusion, and respect human 
rights in every aspect. We subscribe to 
the International Labour Organization’s 
(ILO) Decent Work Agenda. This includes creating 
more and better employment opportunities, comply-
ing with fundamental labor standards, establishing 
and expanding social security systems and promoting 
social dialog between employers and employees. This 
is in line with our own values as they pertain to how we 
treat our employees and the requirements under inter-
national conventions. 
FOCUS ON OUR EMPLOYEES

62
EMPLOYER OF CHOICE
Our management approach to the “Employer of choice” material area helps work towards  
achieving the following United Nations Sustainable Development Goals (SDGs): 
Why is Interroll the employer 
of choice? 
“Innovation, product diversity and 
sound finances are the foundations for 
Interroll’s sustainable development, 
ensuring that we are capable and have 
the confidence to truly commit to 
excellence.  
 
With Group Management’s specific 
targets and long-term thinking guiding 
the way, we know who we are and 
where we want to go. We’ll always keep 
our eye on the prize and reach our 
goals. The working atmosphere at 
Interroll is congenial and the Centers 
of Excellence, Regional Centers of 
Excellence, and local assembly plants 
readily share information with one 
another. 
 
This is also true within the individual 
business units, and reflects what is, at 
the core, a culture of mutual respect. 
Lastly, Interroll always strives to do 
whatever it takes to treat our custom-
ers well. All this demonstrates how 
passionate we are about winning over 
our customers with on-time deliveries 
of platform-based, quality products 
and simple, easy-to-use solutions.”
Mike Zhang, Plant Manager & Deputy General  
Manager, Interroll Suzhou Co. Ltd
CONTEXT
Our employees are crucial to our success. Motivated, sat-
isfied, highly qualified and efficient employees are key. 
We can only achieve our goals and turn our dreams into 
reality by working together in unison as one dynamic 
team. 
We place great importance on being one of our indus-
try’s employers of choice, both for current and future 
employees. In order to ensure that this remains so well 
into the future and that we always retain the specialists 
we need in a fiercely contested labor market for skilled 
professionals, our approach to career development is 
both targeted and long term. It is important that our 
employees possess not only expertise but also mutual 
respect and good social skills.
That is why we offer motivated and reliable employees a 
range of interesting and diverse tasks in a wide range of 
areas. By systematically nurturing our employees, creat-
ing working conditions that keep them motivated, and 
offering them flexible working arrangements, we have a 
positive social impact that we can build on. Our focus is 
on high levels of employee satisfaction. We promote 
diversity, equal opportunities and inclusion, and respect 
human rights in every aspect. We offer our employees 
fair pay and individual and/or collective bargaining 
agreements that govern their working conditions and 
hours.
As of December 31, 2022, Interroll had 2,433 employees, 
which equals 2,325.44 Full Time Equivalents, of which 
1,838 are men and 595 women.
GRI 2-7
FOCUS ON OUR EMPLOYEES

63
CONCEPT AND GOALS
We aim to recruit qualified employees whose values 
align with ours and who envisage their future with us. 
The way we treat each other every day reflects this atti-
tude. We offer our employees the opportunity to 
develop, both professionally and personally. We aim to 
embody and foster this culture. With this in mind, we 
developed a “people strategy” that has its origins in  
the corporate strategy and is guided by the Employee  
Journey.
The general principle of the concept is to place our 
customers at the center of everything we do. This starts 
with the right human resources. The perfect mix of 
developing corporate concepts, defining roles, initiat-
ing strategic projects and harmonizing the flow of 
information between local and regional companies is 
key. The implementation centers on leveraging the 
global scalability of approaches while retaining the 
requisite flexibility at the local level and for the indi-
vidual implementation steps.
Therefore, we have defined four phases in the 
"Employee Journey" that we are structurally develop-
ing with specific measures (see “Interroll People Strat-
egy” graphic below). Examining the phases of the jour-
ney led us to develop a plan of action for the coming 
years that we have already started to implement in 
2023. In addition to ongoing employer branding 
efforts, the focus is particularly on personnel recruit-
ment and thus on contractual frameworks with remu-
neration and target definitions. 
ONBOARDING  
TALENT  
MANAGEMENT
ASSESSMENT  
MANAGEMENT  
EMPLOYER  
BRANDING 
RECRUITING
CONTRACTS
COMPENSATION  
& BENEFITS
EMPLOYEE  
POTENTIAL
INTERROLL 
PEOPLE 
STRATEGY 
ENGAGE & DEVELOP
PERFORMANCE
RELEASE
ATTRACT
FOCUS ON OUR EMPLOYEES

64
Employee satisfaction is a key management factor. We 
regularly measure employee satisfaction based on var-
ious factors and gauge their level of identification with 
Interroll as an employer. A new survey will be carried 
out in 2023 and we will report on the results. One key 
aspect is fair pay. Our goal is for all local companies to 
pay salaries at or above the level prevailing in the 
respective labor market. Furthermore, we offer all 
employees individual and/or collective agreements 
governing their working conditions and working 
hours. We aim to enter into a written agreement with 
each employee that specifies their fixed maximum 
working hours.
At the same time we promote diversity, equality and 
integration. Our performance will be measured by 
achieving equality in our management team with 30% 
of positions held by women. We are unwavering in our 
commitment to respecting human rights and uphold-
ing the associated International Labour Organization 
(ILO) conventions. To this end we avoid employing 
children under 16 and oppose forced labor, human 
trafficking and all forms of discrimination and harass-
ment.
EMPLOYER
BRANDING
RECRUITMENT
COMPENSATION 
& BENEFITS
CONTRACTS 
& LEGAL
ONBOARDING
ASSESSING
MANAGING & 
PERFORMING
DEVELOPING
HEALTH, SAFETY  
& WELL-BEING
DIVERSITY, EQUITY  
& INCLUSION
END OF  
ENGAGEMENT
Employee journey
FOCUS ON OUR EMPLOYEES
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We offer all employees 
individual and/or collective 
agreements governing  
their working conditions  
and working hours.
100% of employees with 
employment agreement and 
fixed maximum working 
hours
% of employees with  
agreements governing  
their working conditions  
and working hours
62%
% of employees covered  
by collective bargaining  
agreements
45%
We promote diversity,  
equality and integration.
Balanced management 
team with 30% of members 
women
% of management positions 
held by women
23%
5% of workforce with  
physical or mental  
disabilities
Employees with physical or 
mental disabilities
35
We are unwavering in our 
commitment to respecting 
human rights and upholding 
the associated ILO conven-
tions.
No employees under 16
Number of employees  
under 16
0
No discrimination and 
harassment 
Number of reported cases 
of discrimination and  
harassment 
0

65
STATUS, MEASURES, RESULTS 
Organizational measures
In 2022, we drafted a policy on the material topic of 
“Employer of choice”. Within the organization, we cre-
ated and filled the positions of “Regional Directors 
Human Resources” for the Europe (EMEA) and Amer-
icas regions in 2022. We therefore now have at our dis-
posal key regional coordinators with market experi-
ence who can act as a point of contact between 
headquarters and the local HR managers. The position 
for the Asia-Pacific (APAC) region in Singapore has 
been advertised since December 2022. Furthermore, 
recruitment and executive search activities for top 
management functions at local companies has been 
designated as a central function. This will optimize the 
quality of decision-making in coordination with local 
and/or regional management.
Employment
Despite what in many respects was a challenging fiscal 
year, staff could count on Interroll’s reliability as an 
employer. One place this is reflected is the headcount, 
which remained the same as in the record year of 2021 
when order intake was exceptional. Interroll employed 
2,433 staff as at the December 31, 2022 reporting date, 
of which 1,838 were men and 595 women. Of the 
apprentices and trainees at Interroll in the reporting 
period, there were 33 men and 8 women. Interroll uses 
agency and temporary workers on a seasonal basis to 
cover spikes in demand and absences due to vacation. 
Group-wide, we were aware of a total of 35 employees 
with physical or mental disabilities in 2022. A total of 
38 men and 23 women were on parental leave.
The management team comprised 203 people in 2022, 
of which 157 were men and 46 women (23% of man-
agement positions were held by women). Of the vacant 
management positions filled, 39% of those newly 
appointed were internal hires (six men and three 
women). Ten men and four women were brought in 
from outside the organization to fill management posi-
tions. Group Management and the management bod-
ies at the sites were all-male.
GRI 2-7 
GRI 2-8 
GRI 401-3 
42+2525+5050+2020+3+G
Breakdown of employees by age  
 
 
 1  Employees aged 16 and below
0
 2  Employees aged 16–18
4
 3  Employees aged 19–35
697
 4  Employees aged 36–50
1,122
 5  Employees aged 51–65
597
 6  Employees over 65 years old
13
2
3
5
6
2,433 EMPLOYEES 
1,838 MEN
595 WOMEN
203 MANAGEMENT  
POSITIONS
23% WOMEN
39% OF OPEN MANAGE­- 
MENT POSITIONS 
INTERNALLY STAFFED
FOCUS ON OUR EMPLOYEES

66
Collective bargaining agreements
In 2022, 1,100 employees at Interroll were covered by 
collective bargaining agreements. All employees are 
subject to the applicable provisions of labor law, inter-
national agreements that Interroll has committed to, 
and other social partnership agreements, some of 
which apply on an individual basis at the specific sites. 
The minimum notice period for operational changes 
complies with local regulations or is governed by social 
partnership agreements. 
In 2022, a general works council was elected for the 
first time from the seven independent companies in 
Germany. The 12-strong council brings together nom-
inated members from the seven existing works coun-
cils at the individual companies. This goes hand-in-
hand with the entry into force of a master works 
agreement covering all of the German sites, which 
replaces the various local arrangements under site-spe-
cific collective bargaining agreements, works agree-
ments, etc.
Diversity and equal opportunity
Interroll promotes diversity, equality and integration, 
and prohibits any and all forms of discrimination, rac-
ism, unequal treatment and marginalization. We pro-
mote an atmosphere of dignity and respect in which 
nobody is subjected to physical, verbal, sexual or psy-
chological harassment or abuse of any kind. These 
Interroll values form the basis for our approach to 
equal opportunities, which was fleshed out in greater 
detail in 2022. In 2023, we will be carrying out a 
regional information gathering and analysis exercise to 
gain a detailed insight into how things currently stand 
at the international level. On this basis we will launch 
projects, both at headquarters and regionally, to pro-
mote diversity in cases where candidates offer the same 
level of skills and qualifications. In that way, we are sys-
tematically promoting a culture of integration at all 
team levels and ensuring that employees with the same 
jobs, skills, qualifications and responsibilities are 
treated equally.
The Board of Directors comprises six members, four of 
whom are men and two are women.
In 2022, a total of six reports on potential violations of 
the Interroll Code of Conduct were submitted via EQS 
Integrity Line. These may also include incidents of dis-
crimination, however they are kept strictly confiden-
tial.  
GRI 2-30 
GRI 401-2
GRI 402-1 
GRI 405-1
GRI 406-1
FOCUS ON OUR EMPLOYEES

67
PEOPLE DEVELOPMENT
FOCUS ON OUR EMPLOYEES
Our management approach to the “People development” material topic helps work towards  
achieving the following United Nations Sustainable Development Goals (SDGs): 
CONTEXT
Our long-term success depends on our employees’ 
opportunities and development. Our efforts to unlock 
and develop employees’ potential are not just part of 
our people strategy. They represent an important and 
conscious business decision because we know that 
their expertise and motivation are among our key 
resources. 
In the fast-paced competition for talented individuals 
and the executives of tomorrow, we can only be suc-
cessful by being prepared to learn new skills and meet-
ing change head on. For this reason, employee educa-
tion and training are a core element of our people 
development concept. If we get that right, we will suc-
ceed in mastering the challenges that lie ahead – some-
thing that well-qualified and motivated employees are 
indispensable for. 
Well-mannered and constructive communication in 
people management is another key factor in honing 
individual skills and boosting efficient teamwork to 
achieve our targets. Our systematic development dia-
log comprises an annual development review and an 
open discussion that managers hold with their staff. 
This addresses topics such as experience, soft skills, 
and technical expertise, indications of potential, work 
performance and career development. We also partner 
with institutions of higher education to establish con-
tact with young talent early on. Our managers take 
part in a special training program so that we can work 
continually to improve our management skillset.
GRI 3-3
CONCEPT AND GOALS 
We firmly believe that regular good-quality training is 
the basis for a highly motivated workforce, and the 
Interroll Academy is a symbol of our absolute commit-
ment to employee training and education. The goal in 
education and training is to impart the specialist 
knowledge our employees need to partner with and 
support customers and users at all phases of the cus-
tomer relationship. We also conduct development 
reviews based on a global skills matrix, and measure 
the proportion of reviews that have been conducted. 
This is linked to a custom training and education pro-
gram. All production employees receive mandatory 
instruction and take part in technical training relevant 
to their function. 
The educational opportunities we offer young profes-
sionals is one factor that sets us apart from the compe-
tition. Going forward, we will ensure that each Inter-
roll company with more than 20 staff has a vocational 
training program in place.
Another goal of our people development work at 
Interroll is to harmonize the composition of our man-
agement in the long term. At the local level, our inten-
tion is to ensure that 60% of management functions 
are held by people promoted from within the organiza-
tion. At the Group level, we want 50% of top manage-
ment to be internal hires. This will enable us to safe-
guard valuable experience and market knowledge 
while at the same time creating opportunities to inte-
grate innovative management approaches from other 
businesses and industries. 
GRI 3-3

68
Why is People Development so important to Interroll?
“Take away the technology, take away the products and materials, and 
businesses are always run by people. The ability to create meaning,  
to make connections, human knowledge and relationships is crucial  
to building bridges.
At People Development, it is our mission to build bridges in order to 
achieve a more sustainable way of life for businesses and cities, to 
realize dreams and aspirations. People strategies should never stop at 
just enhancing productivity, performance, expertise and skills: the 
ultimate goal is to shape a better workplace, to build a society in which 
people want to live.”
Giulia Natale, People Development Business Partner, Interroll Group
FOCUS ON OUR EMPLOYEES
Qualitative goals
Quantitative goals
KPIs
KPIs 2022
We support our managers 
in making a structured and 
objective assessment of 
their employees’ soft skills 
and technical expertise. 
All office-based employ-
ees to undergo an annual 
development review using 
a structured global skills 
matrix that is based on 
Interroll’s research and 
requirements.
Number of employees  
who have taken part in  
a development review
1,589
45% 
We constantly expand 
our employees’ skills and 
abilities.
All employees to have an 
individual training and 
education program for their 
function 
Number of employees who 
have received training 
5,301 (incl.  
multiple  
participations)
Average hours of training 
5.4 hours
Training expenditure 
CHF 1.02 million
We believe it is important 
to train and develop young 
professionals.
All companies with more 
than 20 employees to have 
a continuing education/
apprenticeship/trainee 
program 
Number of apprenticeships/
traineeships 
41
We have an open-door policy 
when it comes to interaction 
between employees and 
managers, and value good 
communication. 
100% of our office-based 
employees receive an  
annual performance review 
from their line manager 
% of annual performance 
reviews completed  
65%
We are building a balanced 
management team in which 
internal hires are prioritized 
over external candidates. 
60% of management posi-
tions to be held by persons 
promoted from within the 
organization 
% of management positions 
filled with internal hires
39%
50% of the management 
positions within the Group 
to be held by persons 
promoted from within the 
organization
Ratio of external hires to 
internal hires when filling 
Group management  
positions (in %)
No new hires  
in 2022
GRI 404-3
GRI 404-1

69
STATUS, MEASURES, RESULTS
In 2022, we drafted a policy on the material topic of 
“People Development”. We also pressed forward with 
our conceptional work on people development. The 
focus points for implementation in 2023 are:
	– succession management for key positions
	– regular performance reviews based on clear and 
comprehensive factors
	– the High Potentials development initiative
	– general career planning for young professionals
Education and training
The regular training and professional development we 
offer our employees are a key reason why we are such 
an attractive employer. We offer internships and train-
eeships, provide training and education, maintain 
close partnerships with local universities and offer not 
only the mandatory training in production, but also an 
internal career development program for middle man-
agement. In addition, we make it possible for our tal-
ented employees to gain experience at other Group 
sites around the world.
The Interroll Academy is the heart of the company, 
when it comes to learning and knowledge transfer. 
Training and qualification measures are carried out on 
technologies, products, solutions and the market for 
employees, partners, customers and users. Through 
blended learning, i.e. integrated learning, the most var-
ied learning formats can be combined according to 
needs and target groups – from interactive e-learning 
to face-to-face training and training events.
 

Because many jobs at Interroll require highly special-
ized skills that are not widely taught in technical train-
ing courses or degree programs, we depend on our 
ability to pass on – and refine – this expertise inter-
nally. Training requirements are discussed at annual 
employee reviews.
Group-wide, we invested CHF 1.02 million in 
employee training in 2022. Men took part in 4,465 
training sessions, women 836. The same person can 
take part in multiple training sessions on different sub-
jects. A total of 19,820 hours of internal training was 
provided, with a further 12,170 hours of external train-
ing. Group-wide, 1,589 meetings were held with 
employees to discuss their performance or career plan-
ning. The training provided locally is not yet fully 
recorded and documented at all sites, and as such the 
information given here constitutes a minimum disclo-
sure. We are aware of the room for improvement, and 
we plan to address this with the people development 
activities we have in the pipeline.
GRI 404-2
GRI 404-1
GRI 404-3 
19,820 HOURS
INTERNAL TRAINING
12,170 HOURS
EXTERNAL TRAINING
FOCUS ON OUR EMPLOYEES

70
OCCUPATIONAL HEALTH  
AND SAFETY
Our management approach to the “Occupational health and safety” material topic helps work  
towards achieving the following United Nations Sustainable Development Goals (SDGs):  
CONTEXT
At Interroll, employee health and safety are a non-ne-
gotiable part of our value system and are woven into 
the fabric of our corporate culture. Our responsibility 
for the wellbeing of our workforce is rooted in our cor-
porate ethics and represents a top priority for us as a 
business, because we know that success is impossible 
without fit, healthy and committed people. 
The action we have taken is making an impact and we 
are confident that we are on the right path. There were 
no fatal accidents in 2022, and the ratio of 556 days lost 
on account of occupational accidents to 577,979 days 
worked is low by industry standards. This also applies 
to the 3.2% of days lost Group-wide on account of 
illness. 
 
Excellent occupational health and safety management 
strengthens and protects our reputation as an employer 
on the labor market for specialists, experts and young 
executives, which is currently highly competitive. This 
includes both our own employees and also all those 
who work on our behalf. 
We have implemented guidelines to that effect in the 
form of the Interroll Code of Conduct, which is based 
on generally accepted social, ethical and ecological 
standards, such as the Guidelines for Multinational 
Enterprises of the Organisation for Economic Co-op-
eration and Development (OECD) and the labor and 
social standards of the International Labour Organiza-
tion (ILO). A new pillar of the management approach 
is our corporate policy, which we describe in detail 
hereafter.
GRI 3-3
CONCEPT AND GOALS  
As part of our Group-wide sustainability strategy, one 
of our priority and primary objectives is to proactively 
manage health and safety risks in order to prevent 
occupational accidents, injuries and lost working days. 
A Group-wide corporate policy on “Occupational 
health and safety” is in place to provide qualitative and 
quantitative goals for our management approach, and 
to ensure measurable and management-related key 
performance indicators (KPIs). This applies to produc-
tion employees as well as to administrative staff – 
regardless of their contractual basis. 
Achieving this central objective in full is no mean feat 
in an environment of extensive production activity, 
and therefore requires daily effort in the management 
process. The goal is to implement uniform occupa-
tional health and safety management throughout the 
Group and to roll out ISO 45001 certification begin-
ning with the production sites. In conjunction with 
this, we promote health and safety aspects at every 
workplace and continue to raise awareness of these 
issues. Each workplace is reviewed for health and 
safety risks.  
GRI 3-3
GRI 403-1 
GRI 403-2
FOCUS ON OUR EMPLOYEES

71
By offering attractive and productive working condi-
tions, we achieve a secondary but nevertheless core 
management goal at Interroll. A fundamental factor 
for corporate success is to maintain complex produc-
tion processes for high-quality and flexible customer 
solutions and to enable Interroll to grow dynamically 
in its various markets and locations. This is directly 
linked to safe and healthy workplaces that ensure the 
wellbeing of our employees. 
STATUS, MEASURES, RESULTS
Occupational health and safety are embedded in our 
management processes. Despite local variations in 
some cases, they are subject to stringent regulatory 
requirements and are regularly included in audits. An 
occupational health and safety management system in 
accordance with ISO 45001 is in place in Spain, and 
our Center of Excellence in Sant’Antonino is currently 
undergoing certification.
GRI 403-8
Qualitative goal
Quantitative goal
KPIs
KPIs 2022
Occupational health and 
safety is our number one 
priority
No fatal occupational 
accidents
Number of fatal  
occupational accidents
None
No occupational accidents 
with at least one day lost
LTIR (occupational accidents 
with >=1 day lost per 
200,000/1 million hours 
worked) 
1.46 (per 0.2 
million hours)
7.3 (per 1 million 
hours)
We promote the health and 
safety of all employees
Sickness rate under 4%
Sickness rate in %
3.2%
We raise awareness of 
health and safety issues 
among all employees
All sites to have an  
occupational health and 
safety program
% of sites with occupational 
health and safety programs
39%
Number/share of employees 
trained
No new hires 
2022
All workplaces to be  
reviewed for health and 
safety risks annually
Number of workplaces 
reviewed
100%
GRI 403-8
GRI 403-2
FOCUS ON OUR EMPLOYEES

72
How does implementing ISO 45001 benefit our  
employees and customers?
“The benefit for the business is that ISO 45001 is a mark of health and 
safety excellence. And health is more important than ever these days.
For the team itself, certification highlights our efforts to strengthen the 
health and safety management system and to help reduce the number  
of occupational accidents. It also reflects the fact that interdisciplinary 
working groups within the team have helped boost productivity and thus 
the benefits for customers – both internal and external.
The key factors for our success in securing certification were a bespoke 
corporate policy, complying with legal obligations by promoting a culture 
based on preventative health and safety, and involving the entire team to 
play an active role. 
I want to stress that this certification is not an end in itself. It’s the 
starting point for achieving excellence through continuous improvement, 
greater awareness and fostering a culture of prevention within the team.”
Vanessa Calderon, HSE Responsible, Interroll (España) SA
We promote occupational health and safety at every 
workplace and are driven to identify room for 
health-related improvement, to the benefit of everyone 
working for us. We rigidly enforce the various legal 
requirements for occupational health and safety and 
workplace safety audits – either through in-house spe-
cialists or external service providers. The relevant com-
mittees discuss the efficiency and effectiveness of exist-
ing measures, any necessary statutory adjustments, 
and the findings of regular workplace inspections 
together with HR management, employee representa-
tives, our internal safety officers and our service pro-
viders, and initiate further steps as required. 
Throughout the Group, a total of 34 occupational acci-
dents resulting in more than one day of lost work were 
reported in 2022. The lost-time injury rate (LTIR) 
amounted to 1.46 (based on 200,000 hours worked) 
and 7.3 (based on 1,000,000 hours worked). 
The German sites employed a total of 1,075 staff in 
2022, accounting for 44% of the global workforce. In 
Germany, a total of 18 occupational accidents resulting 
in more than one day of lost work were reported. With 
a total of 1,766,294 hours worked, the lost-time injury 
rate (LTIR) amounted to 2.04 (based on 200,000 hours 
worked) and 10.2 (based on 1,000,000 hours worked). 
The figures at Interroll are therefore well below the 
industry average of 21.50 (based on 1 million hours) 
reported for 2021 by Berufsgenossenschaft Holz und 
Metall, Germany’s statutory accident insurer for wood 
and metal processing companies.
A total of 556 days were lost to occupational accidents 
in 2022. There were no fatal occupational accidents.
In addition, the following occupational safety-related 
matters are addressed: disaster prevention, incident 
and accident management, fire protection, handling of 
chemicals and hazardous substances, machine and 
plant safety, personal protective equipment, workplace 
ergonomics, first aid measures and medical care in 
emergencies. On-site risk assessments for work pro-
cesses and workplaces are carried out by local manage-
ment. Appropriate measures are put in place to mini-
mize risks.
GRI 403-3 
GRI 403-4 
GRI 403-9
GRI 403-9
GRI 403-6
FOCUS ON OUR EMPLOYEES

73
Managers are expected to lead by example. They 
assume responsibility for occupational health and 
safety. We involve our employees in decisions relating 
to occupational health and safety. Through regular 
updates and training, we promote the skills and aware-
ness of our employees in context and actively encour-
age them to help create safe working conditions 
throughout the company. In 2022, 1,535 employees 
throughout the Group received occupational health 
and safety training. 
With a total of 577,979 days worked throughout the 
Group, 18,354 days were lost to illness. The sickness 
rate was thus 3.2% and is low in comparison with other 
manufacturing sectors (average sickness rate reported 
by statutory health insurers across all industries in 
Germany: 4.3% in 2021). We employ technical and 
ergonomic measures to prevent occupational illness. 
The number of confirmed occupational illnesses and 
associated days lost is not currently recorded, as no 
particular problem has been identified to date. 
Preventative action of different types is used through-
out the Group. Wermelskirchen (Germany) has a 
detailed occupational health management system, and 
throughout Germany return-to-work initiatives sup-
port employees after extended periods of sick leave. In 
Thailand, employees take part in weekly jogging ses-
sions to keep fit and spend time together. 
For our partners and service providers, the same safety 
standards apply as for our employees. For instance, our 
Mosbach (Germany) site has a three-stage safety brief-
ing system. Among our own employees, we differenti-
ate between production and administrative staff. There 
is also a dedicated safety briefing for third-party staff 
in production operations, including provision of safety 
footwear and eyewear, ear protection and high-visibil-
ity vests.
GRI 403-4 
GRI 403-5 
GRI 
403-10 
GRI 403-6
GRI 403-7
FOCUS ON OUR EMPLOYEES

74
FOCUS ON OUR EMPLOYEES

75
GRI CONTENT INDEX
GRI CONTENT INDEX
 
GRI Service Statement
For the Content Index – Essentials Service, GRI Ser-
vices reviewed that the GRI content index is clearly 
presented, in a manner consistent with the Standards, 
and that the references for disclosures 2–1 to 2–5, 3–1 
and 3–2 are aligned with the appropriate sections in 
the body of the report.
The Global Reporting Initiative (GRI) is a leading 
organization in global sustainability reporting. GRI 
promotes the use of sustainability reporting as a way 
for organizations to become more sustainable and con-
tribute to sustainable development. Interroll continues 
to support GRI’s core mission to increase both the 
quantity and quality of reporting, which, in turn, 
enhances critical market transparency. This is Inter-
roll’s first report written in accordance with the GRI 
Standards 2021.
Interroll Holding AG has reported in accordance with 
the GRI Standards for the period January 1, 2022 to 
December 31, 2022

76
GRI CONTENT INDEX
GRI Standards
No
Disclosures
Page 
Comments
GRI 1: Foundation 2021
1
Foundation
88
GRI 2: General Disclosures 2021
ABOUT INTERROLL
The organisation and its  
reporting practices
2-1
Organisational details 
5, 6, 
88
2-2
Entities included in the organisation’s sustainability 
reporting
5
2-3
Reporting period, frequency and contact point
88
2-4
Restatements of information 
88
2-5
External assurance
88
Activities and workers
2-6
Activities, value chain and other business 
relationships 
4, 6
2-7
Employees 
62, 65
2-8
Workers who are not employees
65
Governance
2-9
Governance structure and composition
21
2-10
Nomination and selection of the highest governance 
body 
21
2-11
Chair of the highest governance body 
21
2-12
Role of the highest governance body in overseeing 
the management of impacts
21
2-13
Delegation of responsibility for managing impacts 
21
2-14
Role of the highest governance body in sustainability 
reporting 
22
2-15
Conflicts of interest 
21, 22
2-16
Communication of critical concerns 
22
2-17
Collective knowledge of the highest governance 
body 
22
2-18
Evaluation of the performance of the highest 
governance body 
22
2-19
Remuneration policies 
22
2-20
Process to determine remuneration 
22
2-21
Annual total compensation ratio 
22

77
GRI CONTENT INDEX
GRI Standards
No
Disclosures
Page 
Comments
Strategy, policies and practices
2-22
Statement on sustainable development strategy 
2, 10
2-23
Policy commitments 
11, 33, 48, 
60
2-24
Embedding policy commitments 
11
2-25
Processes to remediate negative impacts 
24, 26
2-26
Mechanisms for seeking advice and raising 
concerns 
24
2-27
Compliance with laws and regulations 
23, 25
2-28
Membership associations 
8
Stakeholder engagement 
2-29
Approach to stakeholder engagement 
12, 36, 40
2-30
Collective bargaining agreements
66
GRI 3:  Material Topics 2021, broken down by focal points of our work
GRI 3: Material Topics 2021
3-1
Process to determine material topics
13
3-2
List of material topics
14
FOCAL POINT OF OUR WORK: ENSURING GOOD CORPORATE MANAGEMENT	
	
	
Corporate Governance
GRI 3: Material Topics 2021
3-3
Management of material topics 
20
GRI 405: Diversity and Equal 
Opportunity 2016
405-1 
Diversity of governance bodies and employees
21, 60
Corporate Compliance
GRI 3: Material Topics 2021
3-3
Management of material topics 
23 All
GRI 205: Anti-corruption 2016
205-1
Operations assessed for risks related to corruption
23, 24
205-2
Communication and training about anti-corruption 
policies and procedures
24 None
205-3
Confirmed incidents of corruption and actions taken
24, 25 None
GRI 206: Anti-competitive  
Behavior 2016
206-1
Legal actions for anti-competitive behavior,  
anti-trust, and monopoly practices
25
GRI 308: Supplier Environmental 
Assessment 2016
308-2
Negative environmental impacts in the supply chain 
and actions taken
25
GRI 408: Child Labor 2016
408-1
Operations and suppliers at significant risk for 
incidents of child labor
23, 60
GRI 409: Forced or Compulsory 
Labor 2016
409-1
Operations and suppliers at significant risk for 
incidents of forced or compulsory labor
23, 60

78
GRI CONTENT INDEX
GRI Standards
No
Disclosures
Page 
Comments
GRI 414: Supplier Social 
Assessment 2016
414-2
Negative social impacts in the supply chain and 
actions taken
25
GRI 416: Customer Health  
and Safety 2016
416-1
Assessment of the health and safety impacts of 
product and service categories
25
GRI 417: Marketing and  
Labeling 2016
417-1
Requirements for product and service information 
and labeling
45
417-2
Incidents of non-compliance concerning product 
and service information and labeling
25
Risk management	 	
	
	
GRI 3: Material Topics 2021 
3-3
Management of material topics 
26
GRI 201: Economic Performance 
2016
201-2
Financial implications and other risks and 
opportunities due to climate change
27
Information security	
	
	
	
GRI 3: Material Topics 2021
3-3
Management of material topics 
28
GRI 418: Customer Privacy 2016
418-1
Substantiated complaints concerning breaches of 
customer privacy and losses of customer data
29 None
FOCAL POINT OF OUR WORK: SECURING LONG-TERM SUCCESS
Sustainable growth		
	
	
GRI 3: Material Topics 2021
3-3
Management of material topics 
35, 36
GRI 201: Economic Performance 
2016
201-1
Direct economic value generated and distributed
36, 37
201-4
Financial assistance received from government
Takes place in part at 
site level, has not been 
surveyed for the initial 
report
GRI 203: Indirect Economic 
Impacts 2016
203-1
Infrastructure investments and services supported
38
203-2
Significant indirect economic impacts
36
GRI 413: Local Communities 2016
413-1
Operations with local community engagement, 
impact assessments, and development programs
36, 38
Sustainable procurement	
	
	
	
GRI 3: Material Topics 2021
3-3
Management of material topics 
39, 40, 44
GRI 204: Procurement Practices 
2016
204-1
Proportion of spending on local suppliers
41
GRI 308: Supplier Environmental 
Assessment 2016
308-1
New suppliers that were screened using 
environmental criteria
41, 44
308-2
Negative environmental impacts in the supply chain 
and actions taken
44

79
GRI CONTENT INDEX
GRI Standards
No
Disclosures
Page 
Comments
GRI 414: Supplier Social 
Assessment 2016
414-1
New suppliers that were screened using social 
criteria
44
414-2
Negative social impacts in the supply chain and 
actions taken
44
Product responsibility	
	
	
	
GRI 3: Material Topics 2021
3-3
Management of material topics 
45
GRI 416: Customer Health and 
Safety 2016
416-1
Assessment of the health and safety impacts of 
product and service categories
45
416-2
Incidents of non-compliance concerning the health 
and safety impacts of products and services
46 None
GRI 417: Marketing and Labeling 
2016
417-1
Requirements for product and service information 
and labeling
46
FOCAL POINT OF OUR WORK: PROTECTING THE CLIMATE AND THE ENVIRONMENT	
	
Climate protection	 	
	
	
GRI 3: Material Topics 2021 
3-3
Management of material topics 
50
GRI 302: Energy 2016
302-1
Energy consumption within the organization
52, 53
302-2
Energy consumption outside of the organization
52
302-3
Energy intensity
52
302-4
Reduction of energy consumption
53
302-5
Reductions in energy requirements of products and 
services
53
GRI 305: Emissions 2016
305-1
Direct (Scope 1) GHG emissions
53
305-2
Energy indirect (Scope 2) GHG emissions
54
305-3
Other indirect (Scope 3) GHG emissions
54 Planned, but not 
covered in initial report
305-4
GHG emissions intensity
54
305-5
Reduction of GHG emissions
54
Environmental protection	
	
	
	
GRI 3: Material Topics 2021 
3-3
Management of material topics 
55, 56
GRI 301 Materials 2016
301-1
Materials used by weight or volume
57, 58
301-2
Recycled input materials used
58
GRI 303: Water and Effluents 2018
303-5
Water consumption
58

80
GRI CONTENT INDEX
GRI Standards
No
Disclosures
Page 
Comments
GRI 306 Waste 2020
306-1
Waste generation and significant waste-related 
impacts
58
306-2
Management of significant waste-related impacts
58
306-3
Waste generated
58
306-4
Waste diverted from disposal
58
FOCAL POINT OF OUR WORK: FOCUS ON OUR EMPLOYEES	 	
	
	
Employer of choice 		
	
	
GRI 3: Material Topics 2021
3-3
Management of material topics 
63
GRI 401 Employment 2016
401-1
New employee hires and employee turnover
Due to Covid 
fluctuation data was 
not tracked
401-2
Benefits provided to full-time employees that are 
not provided to temporary or part-time employees
66
401-3
Parental leave
65
GRI 402: Labor/Management 
Relations 2016
402-1
Minimum notice periods regarding operational 
changes 
66
GRI 405 Diversity and Equal 
Opportunity 2016
405-1
Diversity of governance bodies and employees
60, 66
GRI 406 Non-discrimination 2016
406-1
Incidents of discrimination and corrective actions 
taken
66
People development	
	
	
	
GRI 3: Material Topics 2021
3-3
Management of material topics 
67
GRI 404 Training and Education 
2016
404-1
Average hours of training per year per employee
68, 69
404-2
Programs for upgrading employee skills and 
transition assistance programs
68
404-3
Percentage of employees receiving regular 
performance and career development reviews
68, 69
Occupational health and safety	
	
	
	
GRI 3: Material Topics 2021
3-3
Management of material topics 
70
GRI 403 Occupational Health and 
Safety 2018
403-1
Occupational health and safety management system
70
403-2
Hazard identification, risk assessment, and incident 
investigation
70, 71
403-3
Occupational health services
72
403-4
Worker participation, consultation, and 
communication on occupational health and safety
72, 73
403-5
Worker training on occupational health and safety
72
403-6
Promotion of worker health
72, 73

81
GRI CONTENT INDEX
GRI Standards
No
Disclosures
Page 
Comments
403-7
Prevention and mitigation of occupational health 
and safety impacts directly linked by business 
relationships
73
403-8
Workers covered by an occupational health and 
safety management system
71
403-9
Work-related injuries
72
403-10
Work-related ill health
73

82
ESG KEY FIGURES OVERVIEW 2022
Key figures at a glance
Unit
Value 2022
GRI-Index
Material area: Ensuring good corporate management
Members on Board of Directors 
Number
6
GRI 2-9
Nationalities represented on Board of Directors 
Number
3
GRI 2-9
Share of independent members on Board of Directors    
in %
50
GRI 2-10
Share of women on Board of Directors 
in %
33.3
GRI 405-1
Audit Committee meetings 
 
Number
5
Interroll disclosure
Current term of lead auditor 
Years
4
Interroll disclosure
Members in Group Management 
Number
7
GRI 2-9
Nationalities represented in Group Management
Number
5
GRI 2-9
Number of women in Group Management
Number
None
GRI 2-9
Legal entities
Number
43
GRI 2-6
Operational legal entities
Number
35
GRI 2-6
Data stewards  appointed
Number
21
GRI 2-23
Compliance managers/coordinators
Number
21
GRI 2-23
Staff trained in cyber security
in %
89
GRI 2-23
Implementation of Interroll Code of Conduct at locations
in %
100
GRI 2-23
Confirmed cases of bribery, corruption or fraud
Number
None
GRI 205-3
Legal actions for anti-competitive behavior
Number
None
GRI 206-1
Incidents of non-compliance concerning product and service 
information
Number
None
GRI 417-2
Total compensation ratio
Key indicator
18.5
GRI 2-21
Material area: Securing long-term success
Order intake 
CHF million
572.6
GRI 201-1
Sales 
CHF million
664.4
GRI 201-1
EBITDA  
CHF million
129.0
GRI 201-1
ESG KEY FIGURES OVERVIEW 2022

83
ESG KEY FIGURES OVERVIEW 2022
Key figures at a glance
Unit
Value 2022
GRI-Index
EBITDA  
% of sales
19.5
GRI 201-1
EBIT 
CHF million
105
Interroll disclosure
EBIT 
% of sales
15.8
GRI 201-1
Net profit/net loss for the year
CHF million
82.8
GRI 201-1
Net profit/net loss for the year
% of sales
12.5
GRI 201-1
Cash flows from operating activities
CHF million
71.4
GRI 201-1
Cash flows from operating activities
% of sales
10.7
GRI 201-1
Free cash flow
CHF million
40.9
GRI 201-1
Free cash flow
% of sales
7.4
GRI 201-1
Equity
CHF million
394
GRI 201-1
Equity ratio
in %
72.2
GRI 201-1
Return on equity
in %
22.4
GRI 201-1
Payout ratio
in %
33.0
GRI 201-1
Product innovations (introduction less than/equal to 3 years)
Share of sales in %
2
GRI 201-1
Investments
% of EBITDA
25.1
Interroll disclosure
Interroll suppliers who have signed the Code of Conduct
in %
26
GRI 2-23
Purchasing volume
CHF million
240.3
Interroll disclosure
Spending on local suppliers
CHF million
214.0
Interroll disclosure
Proportion of spending on local suppliers
in %
89
204-1
Suppliers that were screened using environmental criteria
Number 
90
308-1
Suppliers that were screened using social criteria
Number 
90
414-1
ISO 14001-certified "A" suppliers
Number 
134
Interroll disclosure
ISO 45001-certified "A" suppliers
Number 
7
Interroll disclosure
Suppliers of production materials assessed pursuant to ESG criteria  
Number 
2,942
Interroll disclosure
Suppliers of production materials assessed pursuant to ESG criteria  
in %
63
Interroll disclosure
Health and safety incidents caused by our products
Number 
None
GRI 416-2
On-time deliveries (ODP)
in %
88.5
Interroll disclosure
Cost of poor quality (CoPQ)
% of sales
0.24
Interroll disclosure

84
ESG KEY FIGURES OVERVIEW 2022
Key figures at a glance
Unit
Value 2022
GRI-Index
ISO 9001-certified locations
Number
7
Interroll disclosure
Locations which contribute to local community projects
Number
15
GRI 413-1
Donations
CHF
111,000
GRI 413-1
Material area: Protecting the climate and the environment
Total energy consumption
GWh
31.05
GRI 302-1
Consumption of renewable energy
GWh
10.39
GRI 302-1
Share of renewable energy
in %
33.5
GRI 302-2
Electricity consumption
GWh
19.4
GRI 302-1
Of which from renewable sources
GWh
10.39
GRI 302-1
Of which from renewable sources
in %
53.6
GRI 302-1
Of which renewable and self-generated
MWh
0.03
GRI 302-4
Of which renewable and self-generated
in %
0.15
GRI 302-4
Scope 1 GHG emissions
t CO₂e
3,072.2
GRI 305-1
Scope 2 GHG emissions, location-based
t CO₂e
6,459.2
GRI 305-2
Scope 2 GHG emissions, market-based
t CO₂e
5,284.5
GRI 305-2
Scope 1 and 2 GHG emissions, market-based
t CO₂e
8,356.8 
GRI 305-2
Energy intensity
MWh/CHF million
46.73
GRI 302-3
Emissions intensity (Scope 1 and 2)
t CO₂e/CHF million
12.58
GRI 305-4
Total production materials
t
65,138
GRI 301-1
Steel 
t
55,955
GRI 301-1
Other alloys
t
1,425
GRI 301-1
Plastics
t
4,279
GRI 301-1
Electrical/electronic components
t
923
GRI 301-1
Other production-related materials
t
2,458
GRI 301-1
Recycled plastics 
t
98
GRI 301-2
Packaging material (plastic)
t
95
GRI 301-1
Packaging material (wood)
t
3,001
Interroll disclosure
Packaging material (cardboard packaging)
t
709
GRI 301-1

85
ESG KEY FIGURES OVERVIEW 2022
Key figures at a glance
Unit
Value 2022
GRI-Index
Production waste
t
4,286
GRI 306-3
Water consumption 
m³
43,000
GRI 303-5
Material area: Focus on our employees
Total number of employees
HC
2,433
GRI 2-7
Total number of employees
FTE
2,325.44
GRI 2-7
Under 16 years old
Number
0
GRI 2-7
16–18 years old
Number
4
GRI 2-7
19-35 years old
Number
697
GRI 2-7
36-50 years old
Number
1,122
GRI 2-7
51-65 years old
Number
597
GRI 2-7
Over 65 years old
Number
13
GRI 2-7
Temporary/agency workers
Number
211
GRI 2-8
Temporary/agency workers
%
9
GRI 2-8
Part-time
Number
81
GRI 2-7
Part-time
%
3
GRI 2-7
Trainees/interns
Number
41
GRI 2-7
Management positions held by women
%
23
GRI 405-1
Fatal occupational accidents
Number
None
GRI 403-9
Occupational accidents resulting in one or more  
days of lost work (LTIR)
Key indicator 
200,000 h
1.46
GRI 403-9
Occupational accidents resulting in one or more  
days of lost work (LTIR)
Key indicator 
1,000,000 h
7.3
GRI 403-9
Days lost due to occupational accidents 
Number
556
GRI 403-9
Sickness rate
%
3.2
GRI 403-10
Employee turnover
%
Not tracked
GRI 401-1
Changes in Group Management
Number
None
Interroll disclosure
Recent hires for management positions were staffed internally
%
39
Interroll disclosure
Training for employees
Persons in training 
sessions
5,301
GRI 404-2

86
ESG KEY FIGURES OVERVIEW 2022
Key figures at a glance
Unit
Value 2022
GRI-Index
Average training session 
Hours per employee 5.4
GRI 404-1
Internal training 
Hours
19,820
GRI 404-2
External training
Hours
12,170 
GRI 404-2
Training expenditure
CHF million
1.02
GRI 404-2
Number of reported cases of discrimination and harassment 
Number
None
GRI 406-1
Employees with physical or mental disabilities
Number
35
GRI 405-1

87
ESG KEY FIGURES OVERVIEW 2022

88
PUBLICATION DETAILS 
Published by
Interroll Holding AG 
Via Gorelle 3 6592 Sant’Antonino, Switzerland
Tel.: +41 91 8502525 
Fax: +41 91 8502505 
www.interroll.com 
If you have any general questions about the company 
or would like to be added to subscribe to company 
publications, please contact the Investor Relations 
team at  
investor.relations@interroll.com
Contact person for sustainability matters
Patrick Wedewardt
Director Corporate Sustainability & Compliance
Tel.: +49 6262 9277240 
E-Mail: sustainability@interroll.com 
The online version of this report can be found at
https://www.interroll.com/annual-report/en/home.
html
Concept and text
Interroll Holding AG, Sant’Antonino
CONNEXIS AG, Basel
www.connexis.ch
Kugelfisch Kommunikation GmbH, Essen
www.kugelfisch.ruhr
Photography and artwork
Artwork: Interroll Holding AG
Concept/Design/Realisation
Linkgroup AG, Zurich
www.linkgroup.ch
Print
Printlink AG, Zurich 
www.printlink.ch 
GRI 2-1
GRI 2-3
Notes
This Sustainability Report was prepared in accordance 
with the GRI Standards 2021. This is Interroll Holding 
AG’s first annual Sustainability Report. Please see  
pages 75 et seq. for an overview of the relevant GRI  
disclosures (GRI content index). 
The English text is a translation of the Sustainability 
Report issued in German language, whereas the  
German text is authoritative.
The period under review is the 2022 fiscal year. Unless 
explicitly stated otherwise, all information pertains to 
the period from January 1, 2022 to December 31, 2022. 
This report was also prepared in accordance with the 
reporting requirements of the UN Global Compact, 
including the Communication on Progress (CoP)  
policy.
External assurance
The report was not subject to third-party audit. 
Editorial notes
The copy deadline for this report was February 3, 2023. 
In some cases, individual data that were not yet availa-
ble for the full twelve months at the end of the year 
were extrapolated on the basis of the data available for 
January to November 2022. 
((redundant in English))
System limitations
The financial figures are based on the consolidated 
group of Interroll Holding AG. 
GRI 2-3 
GRI 2-4 
GRI 1
GRI 2-5
GRI 1
CONTACT AND PUBLICATION DETAILS

­Interroll Holding AG
Via Gorelle 3 | 6592 Sant᾽Antonino | Switzerland
www.interroll.com
© ­Interroll Holding AG