SUSTAINABILIT Y REPORT 
2022
NON-FINANCIAL REPORT

TOPICS OVERVIEW

GOVERNANCE
page 125
* 	 Material topics according to GRI (Global Reporting Initiative) are energy, greenhouse gas emissions, raw materials, material use, waste, water, 
human rights and social standards, diversity and inclusion, health and safety, sustainability in the supply chain, compliance and anti-corruption. 
** 	 Concerns according to the Sustainability and Diversity Improvement Act (Nachhaltigkeits- und Diversitätsverbesserungsgesetz – NaDiVeG)
A brief portrait
Sustainability 
management
Energy
Greenhouse gas emissions
Raw materials
Material use
Waste
Water
Health 
and safety
Diversity and 
inclusion
Human rights and 
social standards
Sustainability in 
the supply chain*
Compliance 
and anti-corruption
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SOCIAL
page 98
ENVIRONMENT AND
CLIMATE PROTECTION
page 49
SEMPERIT
GROUP
page 6
**
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EN
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1

Statement in support of the UN Global Compact
3
Foreword from the Executive Board
4
SEMPERIT GROUP
6
A brief portrait
9
Sustainability Management
18
ESG risk management
37
Sustainability Strategy 2030
43
ENVIRONMENT AND 
CLIMATE PROTECTION
49
Climate-relevant information
55
Energy and emissions
72
Raw material selection and innovation
83
Material use and waste management
91
Water 
95
SOCIAL
98
Health protection and occupational safety
100
Diversity and inclusion
110
Human rights and social standards
118
GOVERNANCE
125
Compliance and anti-corruption
127
Sustainability in the supply chain
135
APPENDIX
141
About this report 
142
GRI Index
145
EU taxonomy tables
151
Footnotes 
154
Contact
155
Disclaimer
155
CONTENTS
SEMPERIT | SUSTAINABILIT Y REPORT 2022
2

Dear Secretary General,
dear stakeholders,
We are pleased to reconfirm that supporting the Ten 
Principles of the United Nations Global Compact in the 
areas of human rights, labour standards, environmental 
protection, and anti-corruption is a top priority for 
Semperit AG Holding. 
In our Sustainability Report 2022, we provide an over­
view of the various measures we have taken to continu­
ally improve the integration of the UN Global Compact 
and its principles into our business strategy, corporate 
culture, and day-to-day activities.
We look forward to sharing our work with you as 
together we drive the ten principles of the UNGC 
forward.
Yours faithfully,
STATEMENT IN 
SUPPORT OF THE UN 
GLOBAL COMPACT
Helmut Sorger 
CFO
Karl Haider
CEO
Kristian Brok
COO
SEMPERIT | SUSTAINABILIT Y REPORT 2022
3

Dear readers,
2022 was a challenging yet successful year for the 
Semperit Group for many reasons. The aftermath of the 
corona pandemic, the tense geopolitical situation as 
well as Russia-Ukraine conflict and the resulting sanc­
tions caused bottlenecks in the supply of energy and 
raw materials, significant price increases and high infla­
tion. In this extraordinary and difficult situation, the 
Semperit Group demonstrated its robustness and agility.
The signing of the divestment of Sempermed to HARPS 
GLOBAL PTE LTD at the end of December 2022 was an 
important milestone for our company, as it enables us 
to push ahead with our orientation as an industrial 
polymer specialist in addition to implementing the 
segment sale. As part of the ongoing transformation 
process, Semperit is not only striving for further organic 
and inorganic growth, but at the same time also for 
major steps in operational sustainability. We are aware 
that this will not be an easy undertaking for a rubber 
processing company in the chemical industry. Never­
theless, we are convinced that we can achieve the goal, 
with a transparent ESG portfolio that has a noticeable 
positive impact on all three areas: environmental, social 
and governance.
It was with pleasure and pride that we accepted the 
“Austria’s Leading Companies Award” in the category 
”Sustainability” in listed companies in Austria for 2022. 
The award in the area of sustainability was well 
deserved: we worked hard over the past five years to 
achieve this quality level in sustainability and the corre­
sponding reporting. We consciously and purposefully 
set the bar high in our reporting quality and will 
continue to make this demand on ourselves in the 
future in the highly complex regulatory environment. 
FOREWORD FROM THE 
EXECUTIVE BOARD
IT IS IMPORTANT TO 
ANCHOR SUSTAINABILITY 
NOT ONLY IN ALL AREAS 
OF THE COMPANY, BUT 
ALSO IN THE HEARTS AND 
MINDS OF OUR EMPLOYEES.
SEMPERIT | SUSTAINABILIT Y REPORT 2022
4

The coming months will be no less intense than the 
past year. External and internal factors such as the 
current supply chain and logistics issues, geopolitical 
tensions, but also the planned company growth will 
continue to keep us very busy. Change is and will remain 
our constant companion in 2023 and it will reshuffle the 
ESG cards. Based on the implementation of the Euro­
pean Union’s Corporate Sustainability Reporting Direc­
tive (CSRD), Semperit will take another big step towards 
even more sustainable processes, products and trans­
parency in reporting.
Changes are always challenging –- we see them as an 
opportunity to align the Semperit Group with the future 
and to consistently realise our visions and goals. In 
addition to occupational safety, innovation and digitali­
sation, we will focus on diversity and inclusion and 
vigorously pursue talent management. In accordance 
with our motto “Move hearts and minds”, it is important 
to anchor the multi-faceted aspects of sustainability 
not only in all areas of the company, but above all in the 
hearts and minds of our employees. We are convinced 
that only with the right mindset and a corresponding 
cultural change will we succeed in creating an honest, 
transparent and truly sustainable corporate orientation.
On the following pages, you will read about the develop­
ments we have observed in recent months, the topics 
we have defined as essential and the goals we have set 
ourselves for the next stages of our journey towards a 
sustainable future. We would be pleased to have you 
join us on this journey!
Vienna, 20 March 2023
The Executive Board
Karl Haider
Helmut Sorger 
Kristian Brok
SEMPERIT | SUSTAINABILIT Y REPORT 2022
5

A brief portrait 
9
Sustainability Management 
18
ESG risk management
37
Sustainability Strategy 2030
43
SEMPERIT 
GROUP
SEMPERIT | SUSTAINABILIT Y REPORT 2022
6

31
28
30
29
32
33
SEMPERMED
  
Vienna, AT
  
Wimpassing, AT
  
Waldböckelheim, DE
 
Neutraubling, DE
  
Levallois, FR
  
Budapest, HU
 
Sopron**, HU
  
Shanghai**, CN
  
Kamunting, MY
  
Nilai, MY
  
Singapore, SG
 
Brighton, New Jersey, US
 
Clearwater, Florida, US
 
Coppel, Texas, US
SEMPERFLEX
 
Wimpassing, AT
  
Waldböckelheim, DE
  
Odry, CZ
  
Shanghai**, CN
  
New Delhi, IN
  
Singapore, SG
  
Hat Yai, TH
 
Newnan, Georgia, US
SEMPERFORM
 
Wimpassing, AT
 
Sopron**, HU
 
Shanghai**, CN
 
Newnan, Georgia, US
SEMPERSEAL
  
Wimpassing, AT
  
Dalheim*, DE
 
Deggendorf, DE
  
Hückelhoven*, DE
 
Seligenstadt, DE
 
Shanghai**, CN
 
Newnan, Georgia, US
 
Dubai, AE
SEMPERTRANS
  
Vienna, AT
  
Wimpassing, AT
  
Moers, DE
 
Levallois, FR
  
Béthune, FR
  
Bełchatów, PL
  
Warschau, PL
  
Chennai, IN
  
Delhi, IN
  
Kolkata, IN
  
New Delhi, IN
  
Roha, IN
  
Jakarta, ID
 
Winnipeg, CA
 
Querétaro, MX
 
Newnan, Georgia, US
  
Thornton, AU
2
6
1
10
11
12
13
18
19
20
21
22
23
28
29
30
34
2
7
1
10
15
16
17
24
25
26
31
32
33
2
7
14
17
21
26
27
8
30
2
16
17
2
3
4
5
9
17
35
30
30
GLOBAL 
PRESENCE 
OF THE 
SEMPERIT 
GROUP
11
6
13
20
23
34
19
21
35
18
9
10
9
26
97
15
3
14
22
27
14
25
16
12
4
5
12
2
9
18
24
17
8
1
 Headquarters 
 
Semperit AG Holding
 
Medical 
 
production site
 
Medical 
 
sales office
 
Medical production 
 
and sales office
 
 
Industrial 
 
production
 
Industrial 
 
sales office
 
Industrial production 
 
and sales office
*  Merger of the Dalheim and Hückelhoven sites
**  Two separate production sites
Presentation includes continuing and discontinued operations of the Semperit Group as at 31.12.2022
SEMPERIT | SUSTAINABILIT Y REPORT 2022
Semperit Group
Social
Governance
Appendix
Environment and climate protection
8
7

SEMPERIT | SUSTAINABILIT Y REPORT 2022
9
Semperit Group
Environment and climate protection
Social
Governance
Appendix
The publicly listed company Semperit AG Holding is a 
global supplier of quality products made from natural 
and synthetic rubber or polymer materials. The interna­
tional group of companies produces and markets prod­
ucts in over 100 countries.
The roots of the Semperit Group date back to 1824. In 
2022, the Group employed 6,515 people. Semperit oper­
ated 16 production sites in the past financial year. The 
products were marketed in the B2B space through its 
own sales network in Europe, Asia, North and South 
America, and Australia. The most important product 
groups in the Industrial Sector are hydraulic and indus­
trial hoses, conveyor belts, escalator handrails, window 
and door profiles, cable car rings, ski foils and products 
for railway superstructures. The Medical Sector – which 
will be sold in the near future as part of the strategic 
realignment – sells examination and protective gloves 
as well as surgical gloves.
On December 16th, 2022 Semperit signed the contract 
to sell the Medical Sector to HARPS GLOBAL PTE. LTD.1

A BRIEF PORTRAIT
THE GROUP HAS 16 PRODUCTION 
SITES WORLDWIDE AND NUMEROUS 
SALES OFFICES IN EUROPE, ASIA , 
AUSTRALIA , AND THE AMERICAS. 
REVENUE SPLIT BY SEGMENT *
REVENUE SPLIT BY REGION **
2022
2021
2020
Europe 
68 % 
68 % 
69 %
Asia, Africa 
and other 
countries
19 %
22 %
14 %
North and South 
America
13 % 
10 % 
17 %
Semperflex 
31 % 20 % 20 %
Sempertrans 
14 % 9 % 12 %
Semperform 
11 % 8 % 9 %
Semperseal
13 % 10 % 10 %
Sempermed
31 % 53 % 48 %
2022
2021
2020
**	 Figures for 2022 and 2021 with regard to the revenue split by region 
refer exclusively to continuing operations.
*	 The segmentation by business unit is based on internal 
management and reporting and continues to include the 
Sempermed segment as a whole. The values refer to Segment 
reporting and show discontinued operations and continuing 
operations including group eliminations in total.

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Environment and climate protection
Social
Governance
Appendix
The shares of the Semperit Group are traded on the 
Vienna Stock Exchange. In 2022, the majority share­
holder, B&C Privatstiftung, indirectly held more than 
54%. The free float was slightly below 46% on the 
balance sheet date.
CORPORATE STRATEGY
At the beginning of 2020 as part of its strategic 
realignment, Semperit decided its future focus would 
be on the identifiable potential in the Industrial Sector 
and to complete the transformation into a specialist of 
engineered polymer solutions.
The restructuring steps already taken in the last years 
have strengthened the resilience of the Industrial Sector 
significantly and created a good basis for future growth. 
A significant increase in customer proximity, a 
market-oriented alignment of the overall organisation 
and a stronger focus on customer-oriented solutions 
are paramount for the existing Industrial segments. The 
goal is to serve existing and future markets faster, more 
effectively and more efficiently. In addition, there is the 
systematic and continuous improvement in all areas of 
the company, which is intended to further promote the 
competitiveness and sustainability of the Semperit 
Group. To achieve the defined key performance indica­
tors, the organic growth potential in the Industrial 
Sector is set to be coupled with a clearly defined M&A 
strategy. At the forefront of the strategic M&A activities 
is the objective to profit from key trends, improve the 
geographical footprint, expand the range of business of 
the Industrial Sector and press ahead with the topics of 
digitalisation and circular economy.
In terms of markets and cyclicity, a balanced and 
sustainable industrial portfolio with target revenue in 
excess of EUR 1 billion and an EBITDA margin of more 
than 13% is envisaged.
After achieving the temporary goal of benefiting as long 
and as comprehensively as possible from the attractive 
contributions to operating income provided by the 
industry-specific boom in medical protective gloves, 
the separation process was resumed in 2022 in line with 
the fundamental strategic decision. In December, the 
sale to the Southeast Asian glove manufacturer HARPS 
GLOBAL PTE. LTD. was agreed. The implementation of 
2022
2021
2020
Balance sheet total
842.9
958.6
764.4
Equity***
518.2
540.1
332.3
Equity ratio
61.5 %
56.3 %
43.5 %
Investments in tangible 
and intangible assets
50.1
56.4
28.5
Employees (at balance 
sheet date)****
6,515
6,948
6,943
BALANCE SHEET KEY FIGURES 
(EUR million) **
2022
2021
2020
Revenue*
1,058.2
1,182.2
927.6
EBITDA*
90.5
361.8
208.6
EBITDA margin*
8.6%
30.6%
22.5%
EBIT*
25.8
315
237.8
EBIT margin* 
2.4%
26.6%
25.6%
Earnings after tax
-5.6
247.5
194.6
Earnings per share**, in EUR
-0.27
12.0
9.1
Gross cash flow 
30.5
323.4
193.7
Return on equity***
-1.1%
45.7%
58.0%
KEY PERFORMANCE FIGURES 
(EUR million) *
* 	 In line with the annual report, the values refer to the discontinued 
operations (Sempermed segment) and the continuing operations 
incl. Group eliminations at revenue level in total (according to IFRS 5). 
** 	 Earnings per share are attributable to the shareholders of Semperit 
AG Holding (excluding remuneration from hybrid capital).
*** 	Attributable to the shareholders of Semperit AG Holding (excluding 
non-controlling interests).
****	The employee ratio in the Sustainability Report refers to the number 
of own employees in 2022 at all locations, including the Sempermed 
segment, excluding apprentices and interns, who are recorded as 
temporary workers (leased workers) according to GRI.
the transaction – subject to the approval of the compe­
tent authorities – will take place in two stages: the first 
step is planned for summer of 2023, the second in five 
years at the latest. For the 2023 financial year, the 
further refinement of the strategy, the pursuit of the 
growth targets and the next steps towards the transfor­
mation into an industrial polymer specialist are now on 
the management’s agenda.

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Semperit Group
Environment and climate protection
Social
Governance
Appendix
SEMPERFLEX
With its hose-only strategy, the Semperflex segment is one of the 
world’s largest and most successful manufacturers of hydraulic and 
industrial hoses. The application-oriented and high-quality hydraulic 
hoses are used for energy transmission in hydraulic systems, mainly in 
construction and agricultural industries as well as in the mining 
industry, and for high-pressure cleaning. The industrial hoses enable 
the safe transport of a wide variety of media and are mainly used in the 
construction and transport industries as well as in industrial and agri­
cultural mechanical engineering. All hoses are manufactured at the 
company’s production sites in Austria, the Czech Republic, China and 
Thailand according to the highest quality standards.
SEMPERIT SEGMENTS
SEMPERFLEX
Hydraulic and 
industrial hoses
SEMPERMED
Examination and 
surgical gloves
SEMPERTRANS
Conveyor belts
SEMPERFORM
Handrails, 
cable car rings, 
ski foils
SEMPERSEAL
Window profiles, 
elastomer sheeting
INDUSTRIAL
MEDICAL
In 2022, the operating activities of the Semperit Group were divided into 
the Industrial Sector with the Semperflex, Sempertrans, Semperform 
and Semperseal segments, and the Medical Sector with the 
Sempermed segment.

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Environment and climate protection
Social
Governance
Appendix
SEMPERTRANS
Innovation, experience and know-how have made Sempertrans one of 
the world’s leading suppliers in the conveyor belt industry. Production 
takes place at two locations: Poland and India. With standard products 
ranging from textile belts to steel cord belts with the highest breaking 
strength, the Sempertrans segment ensures safe, high-quality and 
highly efficient conveying even under extreme conditions. Conveyor 
belts are used in mining, in the steel industry, in the cement industry, in 
power plants as well as in bulk material handling terminals and many 
other areas. Thanks to their customised production, the solutions are 
highly versatile. In the process, customers are supported from concep­
tion and production to installation and maintenance.
SEMPERFORM
Semperform is a leading European manufacturer of moulded and 
extrusion products made of polymer and plastic. In the Smart Polymer 
Solutions division, the company develops customised solutions in 
close cooperation with its customers. The broad product range 
includes handrails, cable car rings, ski foils and engineered solutions 
(SES). As a competent partner for major original equipment manufac­
turers (OEMs), Semperform offers the development and production of 
specially designed, individualised solutions that often play a key role in 
specific applications. The proven products and special solutions are 
based on years of experience and mature know-how. The customised 
products are manufactured at production sites in Austria, Hungary and 
China. The Semperform segment operates mainly in Europe and has 
successfully positioned itself in market niches.
The Semperit Engineered Solutions business unit comprises custom­
er-specific moulded injection products with sealing or steaming func­
tions. Demand depends on the development of the construction and 
industrial industries as well as railway superstructures. 
The Handrail business unit produces handrails for escalators. Business 
performance is influenced in particular by infrastructure investments 
and urbanisation.
Cable car linings (cable car rings) as well as ski and snowboard foils are 
produced in the Special Applications business unit.

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Semperit Group
Environment and climate protection
Social
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Appendix
SEMPERSEAL
Semperseal is a leading European manufacturer of sealing profiles and 
elastomer sheeting. The broad product range includes elastomer and 
sealing profiles for windows, doors and façades as well as elastomer 
and wear-resistant sheeting. The customised products are manufac­
tured at production sites in Germany, Austria and the USA. Distribution 
is global. In recent years, Semperseal has successfully developed into 
an R&D partner for industry.
The Profiles business unit, Semperseal’s larger business area, is the 
market leader in Europe in the field of EPDM sealing profiles for window 
and façade construction as well as industry.
The Sheeting business unit produces elastomer and wear protection 
sheets. The elastomer sheets are mainly supplied to stamping 
companies and technical traders, who use them to produce all kinds 
of flat gaskets. Wear protection sheets are used for cladding, among 
other things.
SEMPERMED
With its two production sites and its global distribution network, 
Sempermed is one of the world’s leading manufacturers of examina­
tion and surgical gloves for the medical sector, and of protective 
gloves for industrial, commercial and private use. In Sempermed’s 
research centre, new products are continuously developed and tested 
in close cooperation with users and experts. Sempermed has produced 
top-quality gloves and set standards in quality and innovation for more 
than 100 years. Glove production takes place in Malaysia (examination 
and protective gloves) and Austria (surgical gloves).
As part of the Semperit Group’s new strategy, the fundamental decision 
was made in 2020 to divest the Medical Sector. After achieving the 
temporary goal of benefiting as long and as comprehensively as 
possible from the high contributions to earnings from the special boom 
in medical protective gloves, the separation process was resumed in 
2022 in line with the underlying strategic decision. In December, the 
sale to the Southeast Asian glove manufacturer HARPS GLOBAL PTE. 
LTD. was agreed. The implementation of the transaction – which is 
subject to the approval of the competent authorities – is to take place 
in two stages: the first step is expected in summer of 2023, the second 
in five years at the latest.

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Environment and climate protection
Social
Governance
Appendix
At the end of 2022, the Semperit Group had 6,515 
employees (full-time equivalent), approx. 3,400 in 
Europe, approx. 3,500 in Asia, and approx. 100 in the 
Americas (including the rest of the world). 23% of 
the employees were women and almost 250 contin­
gent workers.
Building a solid bond with existing employees is 
equally important as creating an interesting offer to 
attract new employees. In order to strengthen this 
bond, there are clear objectives, such as the zero-ac­
cident policy or increasing the number of manage­
ment vacancies filled internally.
Skilled workers can be developed, and positions filled 
internally through various initiatives such as the 
People Days, the Technical Development Path or the 
Talent Academy (see chapter “Diversity & Inclusion” 
on page 110) as well as the “Internal Job Exchange”, 
which informs existing employees about new vacan­
cies.
THE SEMPERIT GROUP 
COMPRISED 6,515 EMPLOYEES AT 
THE END OF 2022.
EMPLOYEES 
Employees are the crucial factor for securing a 
company’s long-term success. Social developments 
such as demographic change, economic and 
pandemic-related crises or the shortage of skilled 
workers are challenges that have an impact on the 
area of human resources. This is where Semperit 
focuses on a combination of expertise, commitment 
and integrity, and therefore strives to create an envi­
ronment that fosters these very key attributes. These 
efforts include health and safety activities as well as 
a wide range of training and development opportuni­
ties. The company-wide principles and goals relating 
to employees are publicly available and can be 
viewed in the „People Policy“2 on the website.

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Semperit Group
Environment and climate protection
Social
Governance
Appendix
2022
2021
2020
NUMBER OF EMPLOYEES AT YEAR-END (FTE)
6,515
6,949
6,943
EMPLOYEES BY REGION (FTE)
Female Europe
908 
895
795
Male Europe
2,476
2,470
2,272
Total Europe
3,384
3,365
3,067
Female Asia
550
636
685
Male Asia
2,484
2,861
3,127
Total Asia
3,034
3,497
3,812
Female Americas (including rest of the world)
37
33
25
Male Americas (including rest of the world)
60
54
39
Total Americas (including rest of the world)
97
87
64
PERCENTAGE OF EMPLOYEES BY GENDER
Female
23% 
23%
22%
Male
77%
77%
78%
EMPLOYEES BY AGE GROUPS (FTE)
< 30
1,685
2,157
2,419
30–50
3,618
3,630
3,455
> 50
1,212
1,163
1,069
EMPLOYEE INDICATORS
For more employee indicators see pages 114-116.

Note: Rounding of differences in the totalling of rounded amounts and percentages may arise from the automatic processing of data. 
The employee data is collected directly at the individual sites. 
The key figures include all employees from the fully consolidated companies of the Semperit Group.
In 2022, Semperit carried out preparatory work for the system recording of non-binary and non-published gender.
The activation and communication of this HR system setting to employees is planned for 2023.
FTE = full-time equivalent

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Semperit Group
Environment and climate protection
Social
Governance
Appendix
VALUE CHAIN 
Diverse customer needs and market requirements are 
the most important drivers for the strategic orientation 
of the Semperit Group and its activities. Semperit 
attaches great importance to close cooperation with 
existing customers and suppliers as well as the devel­
opment of new markets. Research and development 
work in the areas of materials, products and processes 
is based on the knowledge that Semperit generates 
through stakeholder dialogues and targeted market 
monitoring. The research and development (R&D) 
department of the Semperit Group develops the various 
formulations for rubber compounds, which form the 
starting point for all further steps. In addition to the 
continuous improvement of starting materials, the R&D 
work and strategic orientation of the company also 
focus on the new and continuous development of 
existing products and production processes as well as a 
corresponding range of services.
The centrally organised purchasing department is then 
responsible for the procurement of the most important 
starting materials for production, such as raw and 
secondary raw materials, process chemicals, energy, 
reinforcing and packaging materials, as well as the 
necessary infrastructure such as machines or vehicles. 
Purchasing is followed by storage, which has to be 
aligned with the required chemicals and raw materials. 
Production is roughly divided into three core activities: 
mixing, production, and packaging. In a first step, the 
starting product – the rubber compound – is produced. 
The composition of the respective compound depends 
on the future purpose of use. Depending on the 
segment, the compounds can then be processed into 
hoses, conveyor belts, window seals, or gloves. As far 
as possible, materials are recycled in mixing or in 
production. The finished products are packaged and 
delivered. Production works closely with the research 
and development department during every step. Knowl­
edge generated in this process is internally passed on 
directly and is an essential part of ongoing operational 
innovation management.

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Semperit Group
Environment and climate protection
Social
Governance
Appendix
After the packaging and shipping of the products comes 
the use phase. In this context, too, Semperit attaches 
great importance to close cooperation with its 
customers. At the end of the use phase, products and 
production waste are recycled, used thermally, or 
disposed of in accordance with the requirements, 
depending on their composition. Rubber products, for 
example, are processed into flooring or used as fillers in 
road construction or in the tyre industry.
TRANSPORTATION
STORAGE
MIXING
PRODUCTION
PACKAGING
AND TRANSPORT
MARKETING
AND SALES
USE PHASE
END OF LIFE
Recycling
Disposal
RECYCLED MATERIALS
CUSTOMERS
AND MARKET
RESEARCH AND 
DEVELOPMENT
DESIGN
Optimisation and
further development 
New development
PURCHASING

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MATERIALIT Y ANALYSIS 2022
The materiality analysis last carried out in 2020 serves 
Semperit as a basis for sustainability management as 
well as for determining the content of this report. The 
approach chosen – the materiality analysis – complies 
with the legal requirements of the Sustainability and 
Diversity Improvement Act and the standards of the 
Global Reporting Initiative (GRI) 2016 and involves the 
key stakeholders. In accordance with these standards, 
quantitative data and qualitative information must be 
disclosed on the topics identified.
SUSTAINABILIT Y 
MANAGEMENT 
In the course of this materiality analysis, Semperit 
identified and evaluated the various sustainability 
topics that arise along the entire value chain as a 
result of the Semperit Group’s business activities. 
Semperit’s impact on the environment and society in 
the context of these issues was taken into account, as 
was their significance for Semperit’s various stake­
holders. In addition to the social and ecological 
impacts, the economic significance of the topics for 
Semperit was also discussed. The inclusion of the 
various interests of the stakeholders served to obtain 
a comprehensive and as complete as possible picture 
in order to be able to set the right priorities in the area 
of sustainability as a company. The comprehensive 
process of materiality analysis is repeated every four 
years, while the topicality of the identified topics is 
reviewed continuously. The next reassessment of 
material topics is planned for 2023 and will be carried 
out in accordance with the GRI standards (GRI 1: Foun­
dation 2021 and GRI 3: Material Topics 2021).
The topicality of the material topics is reviewed annually 
and adjusted, if necessary, in order to respond to 
possible changes and trends in the business environ­
ment. In 2022, the topics of waste and water were also 
assessed as material as part of the update review by 
the Sustainability Council, and it was decided that the 
relevant information of the respective GRI standards 
would be disclosed in this report.

EVERY 4 YEARS
ANNUALLY
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STEP BY STEP TO MATERIALIT Y (PROCESS DESCRIPTION)
In a first step, the various social and ecological issues are identified 
along the entire value chain, taking into account global trends as well 
as thematic and legal requirements. This is based on the impacts that 
can occur directly through our business activities or indirectly in the 
upstream and downstream areas of the value chain or along the 
product life cycle. 
In a second step, the relevant topics identified in this way are 
subjected to a quantitative assessment by various experts and those 
responsible for the topics. In a joint workshop, the topics are assessed 
in terms of their impact on the environment, society and the economy. 
Following the impact assessment, qualitative interviews were held to 
gauge the importance of the topics from the perspective of Semperit’s 
most important external stakeholders. When selecting the stake­
holders, Semperit made sure to interview people with different 
professional backgrounds and perspectives in order to gain as compre­
hensive a picture as possible of which topics are important to the 
company’s stakeholders. Among others, the following stakeholder 
groups were interviewed: customers, suppliers, activists (NGOs), finan­
cial experts, media representatives, sustainability experts, students 
and universities of applied sciences, external consultants, the Supervi­
sory Board, the works council, and Semperit employees.
Based on the information obtained, the individual sustainability topics 
were correlated and weighted. The two key parameters for prioritisation 
were the extent of the identified impacts on the environment, society, 
and the economy as well as the respective significance for the stake­
holders (due to the changing standards, the process will be redesigned 
in the future to take into account double materiality). Based on this 
prioritisation, nine material topics were selected from the original 21 on 
which Semperit focuses in its sustainability management and sustaina­
bility reporting. It was also determined for each material topic where in 
the life cycle the primary impact occurs.
The list of material topics was presented to the Executive Board and 
the Supervisory Board and approved by both bodies. The Sustainability 
Council conducts an annual review to determine whether the material 
topics still meet the current challenges in terms of sustainability. In 
the course of this review, the topics of waste and water were classified 
as material in the reporting year 2022.
DETERMINATION 
OF RELEVANT 
(= POTENTIALLY 
MATERIAL) 
TOPICS
IMPACT 
ASSESSMENT
INTEGRATION 
OF STAKEHOLDER 
INTERESTS
PRIORITISATION 
AND 
BOUNDARIES
REVIEW AND 
VALIDATION

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MATERIAL TOPICS OF THE SEMPERIT GROUP IN 2022
SUSTAINABILITY IN 
THE SUPPLY CHAIN
ENERGY
GREENHOUSE GAS
EMISSIONS
COMPLIANCE
AND ANTI-
CORRUPTION
DIVERSITY AND
INCLUSION
HEALTH AND
SAFETY
RAW MATERIALS
HUMAN RIGHTS AND 
SOCIAL STANDARDS
WASTE
WATER
MATERIAL
USE
MATERIAL 
TOPICS

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MATERIAL 
TOPICS
SECTION
NADIVEG 
CONCERNS
GRI 
STANDARD
BOUNDARIES OF 
PRIMARY IMPACT
STAKEHOLDERS
Energy 
Energy and 
emissions
Environment
GRI 302
Within the 
company
Semperit, investors, 
employees, 
customers, authorities 
and politics
Greenhouse gas 
emissions
Energy and 
emissions
Environment
GRI 305
Within the 
company, 
upstream and 
downstream
Semperit, customers, 
suppliers, investors, 
employees, authorities 
and politics
Raw materials 
Selection of raw 
materials 
and innovation
Environment
GRI 301
Within the 
company, 
upstream
Semperit, customers, 
suppliers, employees, 
authorities and politics
Material use 
Material use and 
waste management
Environment
GRI 301
Within the 
company
Semperit, customers, 
suppliers, investors, 
employees
Waste 
Material use and 
waste management
Environment
GRI 306
Within the 
company, 
downstream
Semperit, employees, 
investors, authorities 
and politics
Water 
Water
Environment
GRI 303
Within the 
company
Semperit, neighbours 
and residents, 
authorities
Health and 
safety
Occupational health 
and safety
Employees
GRI 403
Within the 
company
Semperit, employees, 
investors, authorities
Diversity and 
inclusion
Diversity and 
inclusion
Employees
GRI 401 
GRI 405
Within the 
company
Semperit, suppliers, 
employees, customers
Human rights and 
social standards
Human rights and 
social standards
Respect for 
human rights, 
social concerns
GRI 412
Within the 
company, 
upstream
Semperit, employees, 
suppliers, customers, 
NGOs, media
Sustainability in the 
supply chain
Sustainability in the 
supply chain
Environment, 
social concerns
GRI 308
GRI 414
Upstream
Semperit, suppliers, 
customers, investors, 
NGOs
Compliance and 
anti-corruption
Compliance and 
anti-corruption
Social concerns, 
anti-corruption 
and anti-bribery
GRI 205
GRI 206
GRI 307
GRI 406
GRI 419
Within the 
company, 
upstream and 
downstream
Semperit, customers, 
suppliers, investors, 
employees
TABULAR OVERVIEW OF MATERIAL TOPICS IN 2022

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STAKEHOLDER INVOLVEMENT 
Stakeholders are individuals, institutions, or companies 
that have an interest in an organisation for personal or 
professional reasons because the actions of the organi­
sation may have an impact on them, or because they 
themselves can influence the development of the 
company concerned. For this reason, it is particularly 
important to Semperit to get to know the interests and 
needs of its stakeholders and to promote mutual 
dialogue. Ongoing exchange with stakeholders takes a 
variety of forms, such as face-to-face meetings, trade 
shows, workshops, surveys, expert discussions, training 
courses, and the participation in national and interna­
tional initiatives, and is part and parcel of the compa­
ny’s understanding of business. Semperit symbolises 
open and continuous dialogue. This means it is not only 
possible to create trust, but also to identify at an early 
stage which topics are relevant for Semperit in terms of 
sustainability or are likely to be in the future.
SEMPERIT AT TACHES PARTICULAR 
IMPORTANCE TO GET TING TO 
KNOW THE INTERESTS AND NEEDS 
OF ITS STAKEHOLDERS AND 
PROMOTING MUTUAL DIALOGUE.
The interaction between Semperit and the various 
stakeholders depends on the sector and topic and can 
take different forms. For example, communication with 
sensitive groups such as minorities is initiated by deputy 
representatives or NGOs. This is always done depending 
on the situation and the focus in order to achieve the 
best possible results and to meet all needs. The 
following table shows which topics are important to 
Semperit’s various stakeholder groups and which 
dialogue formats the company uses to communicate 
with them and involve them.

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STAKEHOLDER OVERVIEW
STAKEHOLDER GROUPS
TOPICS
FREQUENCY
INTEGRATION AND DIALOGUE FORMATS
Supervisory Board 
ESG risks, sustainable financial 
market, sustainability strategy and 
target setting, implementation of 
new laws and guidelines
Ongoing
Meetings, individual and group 
discussions, interviews
Capital market 
(shareholders, outside 
creditors, etc.)
ESG ratings, targets and risks in the 
area of sustainability, sustainable 
financing, greenhouse gas emis­
sions, future business alignment 
(Green Deal, green investments, etc.)
Ongoing
Individual and group discussions, 
conferences, information events, 
road shows, telephone calls, Annual 
General Meeting, annual press 
conference
Employees 
Social standards, diversity, attrac­
tive employer, waste, energy, green­
house gas emissions, etc.
Ongoing
Employee dialogues and survey, 
internal media, town hall meetings, 
management calls, employee 
events, staff meetings, mentoring 
programmes, group conferences
Customers 
Raw material selection, greenhouse 
gas emissions, certificates and 
audits, responsibilities, health and 
safety, water and waste
Ongoing
Customer meetings, customer survey, 
social media, trade shows, media
Suppliers, 
business partners
Raw material selection, energy, 
greenhouse gas emissions, 
certificates and audits, efficiency, 
market developments
Ongoing
Dialogues, events, trainings, talks, 
supplier surveys, audits
Civil society, NGOs 
Recycling economy and waste 
management, human rights and 
social standards, Green Deal
Ongoing
Dialogues, one-to-one meetings, 
specialist events, answers to 
enquiries, media
Local Stakeholders 
Health and safety, waste, water, 
corporate management, 
emissions, employee indicators
Ongoing
Personal conversations, factory 
tours, neighbourhood meetings, 
press conferences
Political decision makers
Greenhouse gas emissions, 
energy, innovative performance, 
employee indicators
Ongoing
Events, submissions
Science, research 
Recycling economy, raw material 
selection, smart technologies
Ongoing
Round tables, R&D cooperation, 
speeches, discussions
Media 
Future alignment of the company 
and the product portfolio, 
circular economy, effects caused 
by climate change
Ongoing
Press meetings, press releases and 
press conferences, trade shows, 
interviews, individual interviews, 
phone calls, informal exchange
Networks, associations 
Greenhouse gas emissions, 
circular economy, human rights, 
supply chain, material use, 
social standards
Ongoing
Participation of Executive Board 
members, managers or technical 
experts in initiatives, forums and 
events, memberships

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SEMPERIT AND THE GLOBAL 
SUSTAINABLE DEVELOPMENT GOALS 
(SDGS)
In 2015, the “Agenda 2030 for Sustainable Development” 
was adopted at the summit meeting of the United 
Nations (UN). All 193 member states of the United 
Nations committed themselves to work towards imple­
menting Agenda 2030 with its 17 Sustainable Develop­
ment Goals (SDGs) on a national, regional, and 
international level by 2030. Semperit has analysed the 
17 sustainable development goals in terms of their 
significance for its business activities. The goals on 
which Semperit has the greatest influence are 
presented in the chart on page 44 and assigned to the 
corresponding topic areas. The versatile business activ­
ities and the diverse product portfolio of the Semperit 
Group also have an impact on other SDGs that are not 
explicitly listed here. The reason is that the impact in 
terms of these goals is not seen as primary. Other SDGs 
are mentioned in the substantive part of the report.
SDG 3 GOOD HEALTH AND WELL-BEING
Semperit makes a significant contribution to SDG 
3 on a wide variety of levels. Health and safety of 
employees have top priority for the company. Semperit 
has implemented an ISO 45001-certified management 
system for occupational health and safety, which 
protects employees from potential hazards along all 
processes – from the storage of raw materials and the 
handling of hazardous substances and chemicals to the 
operation of machinery. Training courses, information 
offers, and a raft of other services and measures 
are designed to prevent accidents of any kind and 
ensure maximum safety for employees. In addition, by 
producing examination and surgical gloves, Semperit 
contributes directly to the supply of medical products 
and thus to the protection of society.

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SDG 5 GENDER EQUALIT Y
Diversity and equal opportunity are important compo­
nents of successful employee management. For 
Semperit, diversity and respect are integral and indis­
pensable components of the corporate culture, and are 
taken into account when filling all positions, among 
other things. Over the past three years, Semperit has 
made step-by-step progress towards its goal of steadily 
increasing the percentage of women. In addition to 
promoting diversity and equality, Semperit works hard 
to avoid all forms of discrimination. 
SDG 8 DECENT WORK AND 
ECONOMIC GROWTH
Through long-term investments and the appropriate 
innovative performance, the Semperit Group promotes 
the local economy and contributes to regional value 
creation, thus creating numerous secure jobs. The 
health and safety of employees and respect for human 
rights always have top priority. Semperit attaches great 
importance to issues such as future-oriented work, fair 
pay, development opportunities, and a diverse working 
environment and works continuously on these issues.
SDG 12 RESPONSIBLE CONSUMPTION 
AND PRODUCTION
Semperit attaches great importance to research and 
development and is characterised by its high level of 
innovation and high-quality standards. This not only 
satisfies customer needs, but also makes a significant 
contribution to issues such as resource efficiency, the 
circular economy, and long product life cycles. In addi­
tion, Semperit strives to optimise the use of secondary 
materials to keep material waste as low as possible and 
the internal recycling rate as high as possible within 
production.

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SDG 13 CLIMATE ACTION
The Semperit Group works continuously on optimizing 
its production processes. The associated activities aim 
at using resources more efficiently, promoting the use 
of clean and environmentally friendly technologies, and 
constantly promoting innovation. The focus here is on 
energy and emissions, material use, and avoidance of 
waste. The “Energy Excellence” programme imple­
mented in 2021 is dedicated exclusively to the topic of 
energy, with the aim of creating greater awareness and 
sustainably improving the energy efficiency of produc­
tion processes.
SDG 16 PEACE, JUSTICE AND 
STRONG INSTITUTIONS
Integrity and compliance are the prerequisite and basis 
for success and sustainable cooperation. Internal 
compliance mechanisms ensure that there is no place 
for corruption and bribery. Semperit is thus consoli­
dating its reputation as a fair and reliable business 
partner. In addition, Semperit constantly works to align 
its business relations with environmental and social 
criteria.

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SEMPERIT ’S COMMITMENT TO 
THE TEN PRINCIPLES OF 
THE UN GLOBAL COMPACT
The United Nations Global Compact (UNGC) is a global 
initiative for responsible corporate governance. The 
vision of the UNGC is an inclusive and sustainable global 
economy based on the ten universal principles. The 
goal of the worldwide movement of economy, politics, 
and civil society: to make globalisation more social and 
ecological. The central pillar of the UNGC is composed 
of the ten universal principles and support of the 17 
Sustainable Development Goals (SDGs).
In 2020, Semperit decided to join the network and 
contribute to the promotion of and compliance with 
the ten principles. This report provides an overview of 
the measures and activities undertaken in the relevant 
topic areas: human rights and working standards, 
environment and climate protection, as well as 
prevention of corruption. 
HUMAN 
RIGHTS
01 
Businesses should support 
and respect the protection 
of internationally 
proclaimed human rights.
02 
Businesses should make 
sure that they are not 
complicit in human 
rights abuses.
WORKING 
STANDARDS
03
Businesses should uphold 
the freedom of associa-
tion and the effective 
recognition of the right to 
collective bargaining.
04 
Businesses should uphold 
the elimination of all 
forms of forced and 
compulsory labour.
05
Businesses should uphold 
the effective abolition of 
child labour.
06 
Businesses should 
uphold the elimination of 
discrimination in respect 
of employment and  
occupation.
PROTECTION OF 
THE ENVIRONMENT
07 
Businesses should 
support a precautionary 
approach to environ-
mental challenges.
08 
Businesses should under-
take initiatives to promote 
greater environmental 
responsibility.
09 
Businesses should 
encourage the develop-
ment and diffusion of 
environmentally friendly 
technologies.
ANTI-
CORRUPTION
10
Businesses should work 
against corruption in all 
its forms, including extor-
tion and bribery.
THE TEN PRINCIPLES OF THE UN GLOBAL COMPACT

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EXTERNAL INITIATIVES; 
PARTNERSHIPS AND MEMBERSHIPS
Good cooperation with external stakeholders is essential 
for developing sustainable strategies and solutions. With 
this in mind, Semperit supports a number of initiatives for 
sustainable development and is committed to helping 
achieve the goals of these initiatives. Semperit is, for 
example, a participant in the UN Global Compact and a 
member of the amorfi BSCI and Together for Sustaina­
bility (TfS) organisations.
The company also maintains a partnership-based coop­
eration with various universities, technical colleges, 
other research institutes, and industry-relevant institu­
tions. Sustainability issues are not only the focus in 
research and development projects, but also in the asso­
ciations and interest groups of which Semperit is a 
member. The strategically most important initiatives, 
partnerships, and memberships are listed below.
EXTERNAL INITIATIVES 
AND MEMBERSHIPS
PARTNERSHIPS
	
→amfori BSCI – Business Social 
Compliance Initiative
	
→BVH – Bundesverband Hautschutz e.V. 
(Federal Association for Skin 
Protection)
	
→CIRA – Cercle Investor Relations 
Austria
	
→EcoVadis – 2021 Gold Standard 
(Semperit Group)
	
→International Rubber Study Group
	
→IV – Industriellenvereinigung 
(Federation of Austrian Industries)
	
→UN Global Compact – Network Austria
	
→TfS – Together for Sustainability
	
→WdF – Wirtschaftsforum der 
Führungskrafte (Austrian Managers 
Association)
	
→WDK – Wirtschaftsverband der 
Deutschen Kautschukindustrie e.V. 
(Association of German Rubber 
Manufacturing Industry)
	
→A.S.I. – Austrian Standards 
International
	
→CEN – European Committee 
for Standardization
	
→DIK – Deutsches Institut für 
Kautschuktechnologie e.V.
	
→DIN – Deutsches Institut für 
Normung e.V.
	
→DKG – Deutsche Kautschuk 
Gesellschaft e.V. (German 
Rubber Society)
	
→University of Applied Sciences 
Wiener Neustadt
	
→FMM – Federation of 
Malaysian Manufacturers
	
→GKFP – RAL-Gütegemeinschaft 
Kunststoff-Fensterprofil­
systeme e.V.
	
→ift Rosenheim – Institut für 
Fenstertechnik e.V.
	
→Joanneum Research Weiz
	
→MARGMA – Malaysian Rubber 
Glove Manufacturers 
Association
	
→Montan University Leoben
	
→MRC – Malaysian Rubber 
Council
	
→MSOSH – Malaysian Society 
for Occupational Safety and 
Health
	
→OFI – Österreichisches 
Forschungsinstitut für 
Chemie und Technik
	
→PCCL – Polymer Competence 
Center Leoben GmbH
	
→Graz University of Technology
	
→Technische Universität Wien 
(Vienna University of 
Technology)

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MANAGEMENT STRUCTURE 
AND COMPOSITION
The Austrian Corporate Governance Code is a regulatory 
framework for the management and monitoring of 
Austrian joint-stock companies. This code contains 
common international standards and significant related 
regulations in this context, stipulated in the Austrian 
Stock Corporation, Stock Exchange and Capital Market 
Acts and is based on the EU recommendations on the 
tasks of supervisory board members and on the remu­
neration of directors as well as on the principles set out 
in the OECD Guidelines for Corporate Governance. The 
code is aimed at ensuring responsible management 
and supervision of individual companies and groups, 
with the goal of creating sustainable and long-lasting 
value. The code seeks to create a high level of transpar­
ency for all company stakeholders.
Companies voluntarily commit to compliance with the 
guidelines set out in the current version of the Austrian 
Corporate Governance Code as amended. The version of 
the Corporate Governance Code that is applicable to the 
2022 financial year was published in January 2021 and 
can be found online at www.corporate-governance.at.
Semperit AG Holding, as a publicly listed company that 
operates globally, is obliged to follow the Austrian 
Corporate Governance Code and also intends to follow 
the code in the future and justify any behaviour to the 
contrary. Semperit AG Holding complies with all legally 
binding L-Rules (legal requirements). Unless otherwise 
declared, the C-Rules (comply or explain) will be 
observed by the relevant bodies and the company.
COMPOSITION AND FUNCTION OF 
THE EXECUTIVE BOARD
At the end of the financial year 2022, the Management 
Board consisted of three members - CEO Dr. Karl Haider, 
CFO Dr. Helmut Sorger and COO Kristian Brok, MSc. At 
the end of the 2022 financial year, the Executive Board 
consisted of three members – CEO Karl Haider, CFO 
Helmut Sorger and COO Kristian Brok. The Board has full 
responsibility for managing the company for the benefit 
of the business while considering the interests of share­
holders and employees as well as the public interest. 
The Executive Board’s internal rules of procedure regu­
late the allocation of business responsibilities and the 
principles of cooperation between members of the 
Executive Board. Decisions of primary importance are 
taken by the Board as a whole. The Executive Board is 
solely responsible for all communications that have a 
significant impact on how the company is perceived by 
its stakeholders. Legally binding regulations, the Arti­
cles of Association, and the internal rules of procedure 
for the Executive Board and Supervisory Board laid down 
by the Supervisory Board form the basis for corporate 
management.
KARL HAIDER
Chief Executive Officer (CEO) since 11 January 2022; 
term of office ends on 31 March 2025.
Karl Haider, born in 1965, started his career as a 
chemical lab technician. He went on to study Tech­
nical Chemistry and Economics, eventually going on 
to complete his doctorate in Technical Chemistry at 
the Johannes Kepler University Linz in Austria. He 
initially worked in sales and project management at 
the Dutch chemical group DSM before advancing to 
become a member of the Executive Board of the 
Stainless Steel Division of voestalpine. Most recently, 
Karl Haider held the position of Chief Commercial 
Officer at Tata Steel Europe, one of the world’s largest 
steelmaking companies. His achievements at Tata 
Steel, where he started off as Director Operations 
Downstream, included major mergers and acquisi­
tions. A highly regarded industry expert and highly 
qualified manager, Karl Haider has gained extensive 
experience at major international industrial corpora­
tions throughout his career.
In his previous functions at voestalpine and Tata 
Steel, Karl Haider held numerous seats on Supervi­
sory Boards at group subsidiaries. However, he does 
not currently hold any Supervisory Board mandates in 
other companies that are not included in the consoli­
dated financial statements pursuant to C-Rule 16 of 
the Austrian Corporate Governance Code.

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HELMUT SORGER
Member of the Executive Board since 1 October 2022, 
Chief Financial Officer (CFO), term of office ends on 
31 December 2025.
Helmut Sorger, born in 1978, holds a doctorate in social 
sciences and economics. He began his career as a 
research assistant and university lecturer at the depart­
ment for Quantitative Management at the Vienna 
University of Economics and Business Administration. In 
2007 he joined Wienerberger in the Corporate Controlling 
Department. In the same year, Helmut Sorger took over 
as Head of Financial Reporting. In the summer of 2010, 
he moved to the US and served as Director Finance and 
IT of General Shale Brick Inc. In 2013 he returned to 
Vienna taking on the responsibility as Head of Corporate 
Reporting of Wienerberger AG. In the beginning of 2015, 
Helmut Sorger became CFO of the North America region 
and thus Head of the finance division of Wienerberger 
AG for the following seven years, where he supported 
the strategic reorientation and growth of the division 
through acquisitions and their rapid integration into the 
existing organization.
Pursuant to C-Rule 16 of the Austrian Corporate Govern­
ance Code, Helmut Sorger does not hold any Supervi­
sory Board mandates in other companies that are not 
included in the consolidated financial statements.
KRISTIAN BROK
Member of the Executive Board since 1 January 2020; 
Chief Operating Officer (COO); term of office ends on 
31 December 2025.
Kristian Brok, born in 1965, studied Engineering at the 
Technical University of Denmark and pursued further 
education in innovation, product portfolio management 
and business insight at MIT in the USA and INSEAD in 
France. He has more than 20 years of managerial expe­
rience within the field of highly specialised manufac­
turing and engineering. Before joining Semperit, he 
spent ten years at Trelleborg Sealing Solutions (a divi­
sion of Trelleborg AB) in several senior leadership posi­
tions, most recently spending nine years as a Member 
of the Divisional Board and President of the Global Oper­
ations Elastomers Business Unit. In parallel, he headed 
up legal entities in the USA, Mexico, China and India, as 
well as several legal entities in Europe. 
He does not hold Supervisory Board mandates in other 
companies that are not included in the consolidated 
financial statements pursuant to C Rule 16 of the 
Austrian Corporate Governance Code.

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PETRA PREINING 
Member of the Executive Board since 17 May 2021 
initially on a temporary basis before being officially 
appointed on 29 September 2021); Chief Financial 
Officer (CFO); term of office ends on 31 December 2022.
Petra Preining was born in 1973 and studied Business 
Administration at the Vienna University of Economics 
and Business. After graduating, she worked for 
Unilever (Austria Frost GmbH) and Kraft Jacobs 
Suchard in various finance positions before joining 
Wyeth in 2001. During her nine years at Wyeth, she held 
the positions of Finance Manager ECE/CIS/MEA and 
CFO Russia. From 2010 to 2013, she was Finance 
Director at TRC Ltd/Tiller JLT and served as CFO at 
Austrian Kurdish Oilfield Services LLC from 2013 to 
2015. From 2016, Ms Preining was employed at B & C 
Industrieholding GmbH. From February 2017 she was 
Managing Director of B & C Innovation Investments 
GmbH and from September 2018 Senior Finance Expert 
at B & C Industrieholding GmbH. In parallel, she was a 
member of the Supervisory Board and the Audit 
Committee of Semperit AG Holding from May 2017. She 
has also been a member of the Supervisory Board of 
Frequentis AG since September 2019. Petra Preining’s 
Supervisory Board duties at Semperit AG Holding were 
temporarily suspended on 17 May, before she finally 
left the Supervisory Board on 29 September 2021.
Petra Preining resigned from the Executive Board 
prematurely as of 30 September 2022, as she 
accepted a new professional challenge.
COMPETENCE PORTFOLIO IN 
SUSTAINABILIT Y MANAGEMENT
Apart from strategic foresight, managing sustainability 
performance also requires a variety of interdisciplinary 
skills. Semperit therefore relies on a broad and diverse 
portfolio of competencies at the Executive Board level. 
This covers the management of key topics such as 
energy, material use, waste management, health and 
safety as well as the management of sustainable supply 
chains, and also includes previous experience in stra­
tegic sustainability management.
The shift to alternative energy supply systems is driven 
by the Executive Board team’s prior experience in imple­
menting energy optimisation programmes. All Executive 
Board members used to be leaders in this area in their 
previous roles.
Health and safety were one of the core areas of CEO Karl 
Haider. In his function as Director of Operations Down­
stream, he was dedicated to the development and imple­
mentation of safety concepts for 18 sites. In addition, he 
was a decision-maker in responsible sourcing and there­
fore brings relevant knowledge from sustainable supply 
chain management. In addition, Karl Haider has been 
involved in the topics of “Green Steel”, carbon storage, 
capture and utilisation, CO2-low steel production and 
hydrogen in his previous work in the steel industry.
CFO Helmut Sorger was entrusted with the development 
of sustainability reporting in his function as Head of 
Corporate Reporting as early as 2013. As sustainability 
management is increasingly intertwined with finance, he 
is expanding the core competencies to include a capital 
market perspective.
All board members also have experience in the specialist 
field of managing material use and waste management. 
However, this is especially true for COO Kristian Brok, 
whose experience in operationalising of reuse and recy­
cling standards for polymers and end-of-life products 
complements the industry-specific know-how.
In his roles as Head of Operations and General Manager, 
he has been committed to continuous improvement of 
environmental and occupational safety issues.
Due to the extensive topics covered by sustainability 
management, clear competence potentials are 
recognisable, which are being exploited bit by bit 
through a continuous learning process. In addition, 
an intensive transfer of knowledge is ensured through 
close exchange with those responsible and the 
Sustainability Council.

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Environment and climate protection
Social
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Appendix
COOPERATION BETWEEN 
THE EXECUTIVE BOARD AND 
SUPERVISORY BOARD 
Under Austrian law, stock corporations must have an 
institutional separation of management and control. 
Accordingly, the Executive Board of Semperit acts as 
the supreme management body and the Supervisory 
Board serves as the controlling body. The Executive 
Board and the Supervisory Board are committed to 
responsible and sustainable corporate governance, 
which takes place in an environment of constant open 
exchange and is continuously developed. The rules of 
procedure of the Executive Board regulate, among other 
things, the ongoing reporting of the Executive Board to 
the Supervisory Board as well as a catalogue of those 
transactions and measures that require the explicit 
approval of the Supervisory Board in addition to the 
statutory provisions. The Supervisory Board appoints, 
monitors and supports the Executive Board in the 
management of the company, especially in decisions of 
fundamental importance.
FUNCTION AND COMPOSITION OF 
THE SUPERVISORY BOARD
At the end of 2022, the Supervisory Board consisted of 
six shareholder representatives and four employee 
representatives and has resolved to establish the 
following committees consisting of its own members to 
carry out specific functions: Audit Committee, Nomi­
nating and Remuneration Committee and Committee 
for Urgent Issues. The authority to make decisions and 
pass resolutions rests primarily in the hands of the 
entire Supervisory Board.
COMPOSITION OF THE SUPERVISORY BOARD 1
SHAREHOLDER REPRESENTATIVES
Year of birth
First appointed to the 
Supervisory  Board
Current term of office2
Supervisory board positions 
in other listed companies
Stefan Fida3,4
Deputy Chairman until 
26.12.2022, Chairman since 
27.12.2022
1979
29.04.2014
Until the Annual General 
Meeting, resolving upon 
the 2024 financial year
Lenzing AG
Birgit Noggler3
Member since 26.12.2022, 
Deputy Chairwoman since 
27.12.2022
1974
08.05.2019
Until the Annual General 
Meeting, resolving upon 
the 2024 financial year
Raiffeisen Bank 
International AG
Stephan Büttner3
Member
1973
27.04.2022
Until the Annual General 
Meeting, resolving upon 
the 2023 financial year
Executive Board member of 
AGRANA Beteiligungs-AG
Klaus Friedrich Erkes3,5
Member
1958
23.05.2017
Until the Annual General 
Meeting, resolving upon 
the 2022 financial year
Chairman of the Supervisory 
Board of Simona AG (based in 
Kirn, Germany); Member 
of the Supervisory Board of 
PRÄZI-Flachstahl AG (based 
in Everswinkel, Germany) 
since 1 January 2022
Claus Möhlenkamp3,4
Member
1965
22.07.2020
Until the Annual General 
Meeting, resolving upon 
the 2022 financial year
–
Astrid Skala-Kuhmann3
Member
1953
29.04.2014
Until the Annual General 
Meeting, resolving upon 
the 2023 financial year
Lenzing AG
1 	 As of 31 December 2022.
2 	 According to regulations, each year at least two members of the Supervisory Board resign from their positions at the end of the Annual General Meeting.
3 	 Have declared their independence to the Supervisory Board in accordance with C-Rule 53 of the Austrian Corporate Governance Code.
4 	 In 2022, the Chairman of the Supervisory Board was Herbert Ortner. On 27 December 2022, he resigned from his position as Chairman of the 
Supervisory Board and left the Supervisory Board. Stefan Fida, Deputy Chairman of the Supervisory Board, took over as Chairman of the 
Supervisory Board, Birgit Noggler as Deputy Chairman of the Supervisory Board from 27 December 2022. 
5 	 No representation by a shareholder over 10% (C-Rule 54 of the Austrian Corporate Governance Code).

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Social
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Appendix
EMPLOYEE REPRESENTATIVES
Year of birth
First appointed 
to the Supervisory  
Board
Current term 
of office2
Works council function
Herbert Ofner 
1966
27.04.2021
–
Deputy Chairman of the Works Council 
for white-collar workers, Wimpassing
Monika Müller
1964
27.04.2021
Chairwoman of the Works Council for 
white-collar workers, Vienna
Michael Schwiegelhofer
1975
08.03.2017
–
Deputy Chairman of the Central Works 
Council of Semperit AG Holding, Chairman 
of the Works Council for blue-collar 
workers, Wimpassing, Chairman of the 
European Works Council
Markus Stocker
1979
01.01.2017
–
Chairman of the Central Works Council of 
Semperit AG Holding, Deputy Chairman 
of the European Works Council, 
Chairman of the Works Council for white-
collar workers, Wimpassing
RESIGNED MEMBERS OF THE SUPERVISORY BOARD
Shareholder representative
Year of birth
First appointed to the 
Supervisory Board
Current term of office
Dipl.-Ing. Herbert Ortner 
Chairman
1968
22.07.2020
Resigned from office as of 27.12.2022
MEETINGS OF THE SUPERVISORY 
BOARD AND ITS COMMITTEES 
IN 2022
The Supervisory Board convened for nine meetings. In 
2022, no member of the Supervisory Board attended 
less than 50% of the meetings. In 2022, Herbert Ortner 
was the Chairman of the Supervisory Board until 26 
December. As in the previous year, Stefan Fida was the 
Deputy Chairman of the Supervisory Board. Following 
Herbert Ortner, Stefan Fida has served as Chairman 
and Birgit Noggler as Deputy Chairman of the Supervi­
sory Board since 27 December 2022.
The Audit Committee led by finance expert Birgit 
Noggler performs its duties in accordance with Article 
92 Section 4a of the Austrian Stock Corporation Act and 
Rule 40 of the Austrian Corporate Governance Code. The 
Audit Committee held three meetings, focusing particu­
larly on the preparation of the adoption of the annual 
and consolidated financial statements for 2021, on risk 
management, the internal control system, internal 
auditing, the compliance organisation, IT security 
(cybersecurity), and the preparation of the annual and 
consolidated financial statements for 2022. 
In eight meetings, the Nominating and Remuneration 
Committee, chaired by Herbert Ortner until 27 December 
2022 and then by Stefan Fida, focused on the perfor­
mance assessment and agreement of targets for the 
members of the Executive Board as well as the remuner­
ation policy for members of the Executive Board and the 
Supervisory Board, which was adjusted in 2022 and 
subsequently approved at the Annual General Meeting. In 
addition, the committee dealt with the termination 
agreement with Petra Preining. This committee most 
notably also dealt with the appointment of a new CFO 
and CEO and the nomination of Supervisory Board 
members. In addition, potential and succession issues on 
the second management level as well as in greater detail 
talent management in the company were discussed with 
the Executive Board, as well as the results of the 
employee survey.
The Committee for Urgent Issues, headed by Herbert 
Ortner until 27 December 2022 and then Stefan Fida, did 
not hold any meetings. In 2022, the Supervisory Board 
started an extensive self-evaluation based on qualitative 
and quantitative assessment in accordance with C-Rule 
36 of the Austrian Corporate Governance Code. Discus­
sion of results was started in the beginning of 2023. 
Based on these discussions, measures to increase the 
efficiency of the activities of the Supervisory Board will 
be derived and defined, and then implemented.

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Appendix
MANAGERS’ TRANSACTIONS
There were no managers’ transactions in the financial 
year 2022. In general, transactions in shares or debt 
instruments of the company or related derivatives or 
financial instruments carried out by members of the 
Executive Board and the Supervisory Board are 
published online in accordance with Article 19 of the 
Market Abuse Regulation: https://issuerinfo.oekb.at.
EQUAL OPPORTUNITIES AND DIVERSITY 
Respect, diversity, and inclusion are integral and indis­
pensable elements of the corporate culture of Semperit 
AG Holding and are always considered when filling 
vacancies. When proposals are made to the Annual 
General Meeting for filling Supervisory Board mandates 
and when nominating Executive Board members, 
special importance is attached to expertise and diver­
sity because this contributes significantly to the level of 
professionalism and efficiency delivered through the 
work of the Supervisory and Executive Boards. In addi­
tion to professional and personal qualifications, aspects 
such as age, ethnic origin, gender, education, and expe­
rience are factored in. The written version of a diversity 
concept was adopted on 1 February 2018 and updated in 
the 2021 financial year.
ADVANCEMENT OF WOMEN
Semperit is committed to equal opportunities for all 
employees – regardless of age, gender, nationality, 
religion, skin colour, or sexual orientation. A person’s 
skills and potential are what counts. Using flexible 
working models such as flexitime and part-time work, 
as well as special parental part-time arrangements, 
the Group is aiming to continuously increase the 
proportion of female employees. As a traditional 
industrial company with a technical focus, the share of 
women was 23% across the Group in 2022 (compared 
to 23% in 2021), 27% throughout Europe (compared to 
26% in 2021) and 38% in USA and rest of the world 
(compared to 38% in 2021). Since May 2017, Semperit 
AG Holding has met the 30% quota for women on the 
Supervisory Board, which has been required by law 
since 2018. There was one woman on the Executive 
Board until Petra Preining resigned from office in 
autumn. Overall, the share of women in management 
(Executive Board, Management Forum, department 
heads) was around 13% (compared to 10% in 2021).
COMPOSITION OF THE COMMITTEES 
OF THE SUPERVISORY BOARD
Committee
Members
Committee for Urgent Issues 
Stefan Fida (Chairman)2
Birgit Noggler2
Markus Stocker
Nominating and 
Remuneration Committee
Stefan Fida (Chairman)2
Birgit Noggler2
Markus Stocker
Audit Committee
Birgit Noggler (Chairwoman)
Stephan Büttner3
Michael Schwiegelhofer
Markus Stocker
1 	 As of 31 December 2022. 
2 	 On 26 December 2022, Herbert Ortner resigned from his position 
as Chairman of the Supervisory Board and all committee positions 
(Chairman of the Committee for Urgent Issues and the Nominating 
and Remuneration Committee, member of the Audit Committee) 
with immediate effect and left the Supervisory Board. Stefan Fida, 
Deputy Chairman of the Supervisory Board, took over as Chairman 
of the Supervisory Board and Birgit Noggler as Deputy Chairwoman 
of the Supervisory Board as of 27 December 2022. Stefan Fida was 
also appointed Chairman of the Nominating and Remuneration 
Committee and the Committee for Urgent Issues as of 27 December 
2022 (previously a simple member). Birgit Noggler was also elected to 
the Nominating and Remuneration Committee and the Committee for 
Urgent Issues with effect from 27 December 2022.
3 	 Since 27 April 2022. 
GUIDELINES FOR THE 
INDEPENDENCE OF SUPERVISORY 
BOARD MEMBERS 
The Supervisory Board adopted the guidelines for inde­
pendence as per Appendix 1 of the Austrian Corporate 
Governance Code. According to this, all members of 
the Supervisory Board declared their independence 
from the company and its Executive Board. In addition, 
pursuant to C-Rule 54 of the Austrian Corporate 
Governance Code, the members Stephan Büttner and 
Claus Möhlenkamp were not shareholders of the 
company with an investment of more than 10% each 
nor did they represent the interests of such share­
holders in 2022. There is D&O insurance for the Super­
visory Board, with the associated expenses being 
borne by the company.

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Environment and climate protection
Social
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Appendix
REMUNERATION POLICY
The remuneration policy4 defines the principles which are 
used for determining the remuneration of the Executive 
Board and the Supervisory Board of Semperit AG Holding 
and can be fully accessed on the website. Basically, the 
remuneration system implements the statutory require­
ments of the Austrian Stock Corporations Act (Section 78 
et seq. AktG) and the recommendations of the Austrian 
Code of Corporate Governance (ÖCGK) in order to promote 
long-term and sustainable business development. 
In the remuneration policy most recently adopted by 
the 2022 Annual General Meeting, sustainability targets 
were incorporated into the remuneration model for the 
first time. The performance-based remuneration for the 
achievement of sustainability targets was integrated 
into the long-term incentive (LTI). The LTI is granted on a 
rolling basis, i.e., in annual tranches with three-year 
assessment periods each. This allows the sustainability 
targets to be regularly adjusted to the corporate envi­
ronment of the Semperit Group, and different priorities 
can be set for each year.
Since the performance criteria to which the LTI is 
linked relate to the average of a three-year assess­
ment period, a board member can be incentivised by 
the LTI even if he or she has already left the Executive 
Board. This is the case if the company’s performance 
is consistently good and the values leading to the 
payment of the LTI are thus achieved. In this way, 
board members have an incentive to continue to make 
effective long-term decisions and investments in the 
company at the end of their term of office. Further­
more, the effects of cyclical fluctuations in results on 
the LTI are smoothed out.
The performance assessment of the Executive Board 
members is carried out annually by the Nomination 
and Remuneration Committee of the Supervisory 
Board, which decides on the remuneration based on 
this assessment.
The following table shows the ratio of the total annual 
compensation of the top earner at Semperit to the 
median annual income of all other employees. In 
contrast to the “Fat Cat Day Survey” of the Vienna 
Chamber of Labour (factor 80 in 2021), Semperit calcu­
lates this factor on the basis of the total annual 
income including any special payments that are paid 
out, for example, when employees leave the company. 
A detailed description of the remuneration system and 
an overview of the remuneration owed and received by 
current and former members of the Executive Board 
and the Supervisory Board during the course of a finan­
cial year, including all benefits in any form, is provided 
in the remuneration report5. This can be accessed on 
the website for further information.
ORGANISATIONAL ANCHORING OF 
SUSTAINABILIT Y
Since sustainability management requires a holistic 
approach to all business activities, it is the responsi­
bility of the entire Executive Board. In disciplinary 
terms, sustainability management is assigned to the 
Chief Operating Officer. The Executive Board is 
informed by the Sustainability Council on a regular 
basis about current issues and developments and, as 
the highest decision-maker, bears ultimate responsi­
bility for the sustainable orientation of the company. 
The Sustainability Council, in consultation with the 
Group Head of ESG, is responsible for defining the focal 
points of operational sustainability management and 
driving the implementation of appropriate measures 
within the company. 
Coordinating sustainability agendas is the responsi­
bility of the Group Head of ESG or the ESG expert, who 
handle all tasks in the context of ESG (Environment, 
Social and Governance). The Group Head of ESG 
reports to the Director HSEQ & ESG (Health, Safety, 
Environment, Quality & Environment, Social, Govern­
ance), who reports to the COO.
2022
2021
2020
57
182
80
ANNUAL TOTAL REMUNERATION FACTOR 
(COMPARISON OF THE TOTAL 
REMUNERATION OF THE BEST EARNER 
TO THE MEDIAN TOTAL REMUNERATION 
OF ALL OTHER EMPLOYEES)
The remuneration of Semperit’s best earner in 2022 
was 57 times higher than the median income of all 
others. Compared to the two previous years, the factor 
shows a decrease. 2021 was characterised by several 
changes in the Executive Board, which were associ­
ated with special payouts under stock corporation law.

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Appendix
The Executive Board approves the list of major topics 
for the Semperit Group and regularly informs the 
Supervisory Board about current developments and 
the progress of sustainability activities. The topic of 
sustainability is a fixed item on the agenda of the 
Supervisory Board meeting and the Audit Committee, 
where current topics and trends are specifically 
addressed and discussed by the entire Board in order 
to take essential steps for the sustainable develop­
ment of the Group. In addition, there are occasional 
exchanges between Semperit and its sister compa­
nies, as well as other companies and industry and 
sector associations. This allows potential synergies to 
be identified and utilised. The exchange with core 
shareholders and all other shareholders of the 
Semperit Group is also regularly sought in order to 
align the sustainability agenda of the Semperit Group 
with their expectations and to involve them. Therefore, 
there are numerous functions within the Semperit 
Group that deal with specific sustainability topics. At 
plant and thus at national level, there are further posi­
tions that deal with specific issues and the operational 
implementation of ESG measures relating to topics 
such as energy, waste or water, compliance, and HR 
management.
In the 2022 reporting year, the focus of sustainability 
activities continued to be on the incorporation of the 
requirements of the EU Taxonomy Regulation, the 
improvement of data management and the diverse 
activities in connection with the “Together for Sustain­
ability” initiative, which deals with sustainable supply 
chain management. The preparation for future regula­
tions and the anchoring of the sustainability strategy 
and the associated goals were also essential compo­
nents of the sustainability work. The Sustainability 
Council focused on tasks related to ongoing data 
management, human rights due diligence and regula­
tory developments. The slowly changing market 
requirements with regard to sustainability, which are 
becoming noticeable mainly due to increasing 
customer demand and affect a wide variety of areas 
within the Semperit Group, are another that was topic 
increasingly discussed in the various committees.
COO
DIRECTOR OF HSEQ & ESG
GROUP HEAD OF ESG
ESG expert
SUSTAINABILITY COUNCIL
Permanent Members
COO, Segment Heads, Group Accounting, Group Brand Management, 
Compliance, Group Human Resources, Group Procurement, Group 
R&DGroup Procurement, Group R&D
SUSTAINABILITY 
WORK STREAMS
CORPORATE 
FUNCTIONS
BUSINESS 
SEGMENTS
ORGANISATION OF SUSTAINABILIT Y MANAGEMENT

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Appendix
In addition to anchoring the sustainability strategy, 
advancing Group-wide goals in this context and 
preparing the company for future challenges, the 
annual reassessment of ESG risks is an important 
component of the Semperit Group’s sustainability 
work. In the course of the ESG risk process, internal 
and external developments and impacts in the area of 
ESG (environment, social and governance) are identi­
fied and assessed so that they can be taken into 
account at management level going forward. Semperit 
looks in particular at environmental and social issues 
and challenges here. In order to respond promptly to 
developments, Semperit carries out an annual ESG 
Risk & Opportunity Assessment. The main risks are 
identified and assessed by Group Sustainability 
Management in conjunction with Group Risk Manage­
ment in a comprehensive process that is time-inde­
pendent of the traditional risk process. In addition to 
potential risks, opportunities and the relevant meas­
ures to mitigate risk and utilise opportunities are 
discussed and documented.
ESG RISK 
MANAGEMENT
THE AIM OF THE ESG RISK PROCESS 
IS TO IDENTIFY DEVELOPMENTS 
AND IMPACTS IN THE AREA OF ESG 
IN ORDER TO DERIVE POTENTIAL 
OPPORTUNITIES AND RISKS AS WELL 
AS THE CORRESPONDING ACTIVITIES.
The impact of the Semperit Group on non-financial 
concerns (environment, social, employees, respect for 
human rights and combating corruption) is analysed as 
part of the risk assessment. Conversely, ESG and risk 
management also analyses how the company’s own 
performance or external developments in these areas 
might financially impact Semperit. This is in line with the 
requirements of the Sustainability and Diversity 
Improvement Act and the principle of dual materiality. 
This approach illustrates the interaction between the 
company and its external environment as well as the 
interaction between its sustainability and profitability. 
All relevant activities and developments that occur 
along the company’s entire value chain, from the supply 
chain and production to waste disposal and recycling, 
are taken into account.

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Firstly, the existing ESG risk catalogue is revised in terms of its topi­
cality and supplemented accordingly. This involves all relevant areas of 
the company, such as Human Resources, Health and Safety, Produc­
tion and Innovation as well as the various Semperit sites. In addition to 
the risks emanating from the company, external developments, such 
as the effects of climate change on Semperit, are also included. The 
allocation of risks by category corresponds to the structure of the 
already established internal Group-wide risk management.
Next, the risks that have been gathered are individually assessed by 
internal experts and at the same time possible opportunities and 
countermeasures are garnered. The assessment system used for 
this purpose is based on the internal risk management system, 
which has been expanded according to internal and legal require­
ments. The assessment must estimate the severity of the impact 
and the probability of occurrence.
The results of the individual assessments are subsequently combined 
and serve as the basis for the ESG risks and opportunities workshop. 
Workshop attendees discuss the results of the first two steps and 
jointly define and evaluate the material risks. Material risks are 
defined as those risks whose impact and probability of occurrence 
exceed a predefined limit according to the criteria of Group-wide risk 
management. Risks in the area of human rights violations, which can 
be classified as high risks even without a high probability of occur­
rence, are excluded.
Subsequently, the material ESG risks and opportunities are presented 
to the Executive Board and the Sustainability Council for approval. The 
risks are then incorporated into the Group-wide risk database and at 
the same time, the appropriate countermeasures, responsibilities, and 
time frames are recorded.
PROCESS DESCRIPTION
IDENTIFICATION AND 
GATHERING OF RISKS
EVALUATION OF THE 
SIGNIFICANCE OF 
THE RISKS IDENTIFIED 
(INDIVIDUAL 
ASSESSMENT BY 
EXPERTS)
ESG RISKS AND 
OPPORTUNITIES 
WORKSHOP
PRESENTATION OF 
MATERIAL RISKS 
AND INCLUSION IN 
THE GROUP-WIDE 
MANAGEMENT 
SYSTEM

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The following table lists the material ESG risks identified 
by Semperit in 2022 that could have a potentially high 
negative impact on non-financial concerns in accord­
ance with NaDiVeG or on Semperit’s business activities 
and profitability. The overview also lists countermeas­
ures and possible opportunities. Further information, 
such as accident and health risks or corruption risks, 
can be found in the Risk Management section of 
Semperit’s Group Management Report. These risks are 
part of Group-wide risk management and have been 
assessed as having a low probability of occurrence due 
to the countermeasures already in place in the 
company. Climate-relevant risks as understood by the 
Task Force on Climate-Related Financial Disclosures 
(TCFD) and the requirements for reporting climate-rele­
vant information are discussed in more detail in the 
section “Climate-relevant information”.
OVERVIEW OF ESG RISKS IN 2022
ESG risks are identified along the entire value chain of 
the Semperit Group and are assigned to the various 
corporate areas in accordance with classic risk 
management. 
In the area of corporate management and strategic 
orientation, there is a risk that sustainability aspects 
are not sufficiently taken into account in the corporate 
and innovation strategy. This includes all ESG-relevant 
topics, such as the integration of decarbonisation 
efforts, the promotion of a circular economy, and 
aspects such as diversity or the creation of a sustain­
able and resilient supply chain.
A lack of commitment and dedication to achieving the 
Group-wide sustainability goals on the part of managers 
and employees represents another relevant risk that 
would affect all NaDiVeG concerns. In addition, the 
impact of geopolitical unrest, which intensified particu­
larly in 2022 – not least due to the war in Ukraine – was 
discussed and also classified as a risk from a sustaina­
bility perspective. Measures to reduce the future risk 
and mitigate the effects have been and are being imple­
mented. These include, for example, the reduction of 
supplier dependencies and the gradual switch to alter­
native energy supply systems.
In the area of products, the main focus of the annual 
survey is on the selection of raw materials and the 
associated ecological effects, such as the loss of biodi­
versity, the promotion of raw material scarcity or 
forestry aspects in the use of natural rubber, as well as 
the carbon-based extraction of raw materials in the 
area of chemicals. This goes hand in hand with 
constantly changing customer requirements, to which 
Semperit must, and does, react accordingly. Other rele­
vant risks identified and discussed in the area of 
production include rising costs in connection with regu­
latory requirements, for example in waste management 
and climate protection. Competitive disadvantages 
could also result from the different levels of ambition of 
countries and regions to combat the climate crisis – for 
example through the introduction of a CO2 tax.
The noticeable change in the prevailing zeitgeist on the 
financial and sales markets, as well as the associated 
regulatory requirements, are also increasing the pres­
sure on the Semperit Group. This development must be 
increasingly integrated into the planning of the various 
activities and next steps.
The main risks in social affairs are the loss of existing 
employees, especially in key functions, as well as a lack 
of attractiveness for new employees. Semperit counters 
this risk with numerous measures to strengthen the 
employer brand and increase Semperit’s attractiveness 
as an employer. Another point to be taken into account 
at all times and along the entire value chain is respect 
for and protection of human rights. In accordance with 
its corporate due diligence, Semperit prevents the risk 
of human rights violations not only at its own locations, 
but also in connection with activities in the supply chain 
and Semperit’s business relationships with suppliers, 
customers and other business partners. In order to 
counteract potential human rights violations in a timely 
manner, Semperit uses a variety of tools and measures 
such as the introduction of business partner checks or 
increased cooperation with suppliers.

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Social
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Appendix
MATERIAL RISKS
MEASURES
OPPORTUNITIES
PRIMARY 
SPHERE OF 
ACTION
NADIVEG 
CONCERNS 
Little consideration of 
sustainability aspects in 
corporate and innovation 
strategy (transition risks)
	
→Linking sustainability strategy 
with corporate and innovation 
strategy; 
	
→consideration and integration of 
ESG aspects into R&D activities; 
	
→focus on current trends and 
requirements in the fields of 
decarbonisation and circular 
economy
	
→Environment and 
climate protection;
	
→image 
enhancement; 
	
→improvement of 
market position;
	
→responsible 
business partner
	
→All
	
→All NaDiVeG 
concerns
Lack of commitment and 
dedication to achieving the 
Group-wide sustainability 
goals
	
→Integration of objectives into 
the bonus system; 
	
→clear targets; 
	
→consideration of objectives in 
investment decisions; 
	
→training and education; 
	
→increased employee 
communication
	
→Environment and 
climate protection; 
	
→employee retention;
	
→image 
enhancement; 
	
→improvement of 
market position
	
→All
	
→All NaDiVeG 
concerns
Little consideration 
of the potential impact of 
geopolitical unrest 
on ESG-relevant issues
	
→Continuous switch to 
alternative energy supply 
systems;
	
→business partner checks;
	
→supplier checks; 
	
→switch to alternative delivery 
options
	
→Security of energy 
supply;
	
→image 
enhancement; 
	
→stable and long-
term supplier 
relationships;
	
→responsible 
business partner
	
→All
	
→All NaDiVeG 
concerns
Lack of consideration of 
ecological criteria, such as 
climate-related impact, 
when selecting raw materials 
	
→Definition of sustainability 
criteria in purchasing; 
	
→awareness raising; 
	
→increased R&D activities; 
	
→establishment of ecological 
criteria in product design; 
	
→cooperation with suppliers, 
customers and other organisa­
tions
	
→Environmental 
protection;
	
→competitive 
advantage; 
	
→attractiveness for 
financial market;
	
→expansion of 
product range
	
→All
	
→Environ­
mental 
concerns; 
	
→social 
concerns; 
employee 
concerns
Increase in regulatory 
requirements in the context 
of waste and emissions
	
→Continuous improvement of data 
collection and management;
	
→increase in efficiency;
	
→concentration of R&D work on 
circular economy opportunities
	
→Environmental and 
climate protection;
	
→cost benefit;
	
→image 
enhancement; 
	
→improvement of 
market position
	
→Within the 
company
	
→Environ­
mental 
concerns
Employees are required to act with integrity and to 
comply with the values and guidelines defined in the 
Group-wide Code of Conduct. In order to prevent the 
risk of violations of the Code of Conduct, Semperit 
relies on a trusting corporate culture as well as on 
appropriate tools and methods to report any miscon­
duct anonymously and to take appropriate remedial 
action if necessary.

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Environment and climate protection
Social
Governance
Appendix
MATERIAL RISKS
MEASURES
OPPORTUNITIES
PRIMARY 
SPHERE OF 
ACTION
NADIVEG 
CONCERNS 
Loss of competitive advantage 
due to carbon-cutting 
measures such as CO2 tax
	
→Increasing efficiency; 
	
→setting climate targets; 
	
→promoting decarbonisation;
	
→switching to alternative energy 
systems; 
	
→R&D
	
→Climate protection;
	
→employee 
retention;
	
→image 
enhancement; 
	
→improvement of 
market position; 
	
→cost benefit
	
→Within the 
company
	
→Environ­
mental 
concerns
Changes in customer 
demand and preferences 
towards sustainable 
production and a green 
product portfolio (
transition risk)
	
→Definition of sustainability 
criteria in R&D; 
	
→awareness raising; 
	
→cooperation with research 
institutions, customers and 
suppliers; 
	
→expansion of the product 
portfolio
	
→Competitive 
advantage; 
	
→attractiveness for 
financial market;
	
→expansion of 
product range; 
	
→opening up of new 
markets
	
→All
	
→Environ­
mental 
concerns
Lack of attractiveness
for the sustainable financial 
market (transition risks)
	
→Implementation of requirements 
under the EU taxonomy; 
	
→awareness raising; 
	
→efficiency in production; 
	
→measures to achieve Group-
wide sustainability goals; 
	
→ESG ratings; 
	
→certifications
	
→Access to 
sustainably oriented 
finance flows; 
	
→competitive 
advantage; 
	
→image 
enhancement
	
→Within the 
company
	
→All NaDiVeG 
concerns
Climate-relevant external 
effects such as new 
regulations and changing 
market requirements in the 
context of combating 
climate change (transition 
risks)
	
→Projects to increase efficiency 
and effectiveness; 
	
→calculation of corporate carbon 
footprint; 
	
→efficiency in material use; 
	
→raw material selection; 
	
→sustainable waste 
management system; 
	
→ISO 14001; 
	
→ISO 9001; 
	
→ISO 50001; 
	
→instruction and awareness 
training 
	
→Environmental and 
climate protection;
	
→cost benefit; 
	
→employee retention
	
→All
	
→Environ­
mental 
concerns; 
	
→social 
concerns; 
	
→employee 
concerns
Lack of attractiveness for 
key personnel due to lack of 
sustainable corporate 
orientation (transition risk)
	
→Clear positioning of the 
company in the area of ESG; 
	
→development of non-financial 
compensation opportunities 
and offerings; 
	
→diversity & inclusion strategy
	
→Image 
enhancement in 
the labour market; 
	
→employee 
retention; 
	
→increased 
attractiveness for 
skilled workers; 
	
→competence 
development; 
	
→talent 
development
	
→Within the 
company
	
→Social 
concerns; 
	
→employee 
concerns

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Environment and climate protection
Social
Governance
Appendix
MATERIAL RISKS
MEASURES
OPPORTUNITIES
PRIMARY 
SPHERE OF 
ACTION
NADIVEG 
CONCERNS 
Lack of activities to promote 
a trusting corporate culture 
and lack of protection for 
whistleblowers
	
→Increase in internal 
communication efforts; 
	
→establishment of various, also 
secured anonymous complaint 
mechanisms (SemperLine); 
	
→Code of Conduct, People Policy; 
	
→supplier guideline; 
	
→improvement of the Compliance 
Management Systems; 
	
→transparent communication; 
training and education 
	
→Image enhance­
ment in the labour 
market; 
	
→improvement of 
market position; 
	
→responsible 
business partner
	
→Within the 
company
	
→Social 
concerns, 
	
→employee 
concerns
Violation of human rights 
along the entire value chain
	
→Code of Conduct, People Policy; 
	
→supplier guideline; 
	
→internal and external audits;
	
→increased cooperation with 
suppliers and customers;
	
→internal instruction and 
training; 
	
→creation of transparency; 
	
→increased employee 
communication; 
	
→employee survey, establishment 
and monitoring of various 
complaints mechanisms such 
as SemperLine
	
→Respect for human 
rights and improve­
ment of the living 
conditions of 
vulnerable groups; 
	
→image 
enhancement; 
	
→improvement of 
market position; 
	
→responsible 
business partner; 
	
→employee retention
	
→Upstream;
	
→within the 
company
	
→Respect for 
human 
rights; 
	
→social 
concerns; 
	
→employee 
concerns
FURTHER RISKS
MEASURES
OPPORTUNITIES
PRIMARY 
SPHERE OF 
ACTION
NADIVEG 
CONCERNS 
Accident and health risks
	
→HSEQ Policy; 
	
→ISO 45001; 
	
→ISO 9001; 
	
→personal protective equipment; 
	
→broad provision of training and 
information; 
	
→raising employee awareness
	
→Attractive and 
responsible 
employer; 
	
→employee 
motivation; 
	
→low turnover; 
	
→image 
enhancement
	
→Within the 
company
	
→Environ­
mental 
concerns; 
	
→employee 
concerns; 
	
→social 
concerns
Corruption and 
non-compliance with laws
	
→Code of Conduct; 
	
→Compliance Management 
System; 
	
→capital market compliance; 
Compliance Board; 
	
→whistleblower hotline; 
	
→policies; 
	
→training and instruction; 
	
→value system
	
→Industry role 
model;
	
→image enhance­
ment; 
	
→responsible 
business partner; 
	
→competitive 
advantage
	
→All
	
→Fight against 
corruption

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Semperit Group
Environment and climate protection
Social
Governance
Appendix
SOCIAL (S)
ENVIRONMENT (E)
GOVERNANCE (G)
MOVE 
 
HEARTS
 
AND MINDS
We advocate a healthy and 
safe work environment, an 
inclusive culture, and respect 
for human rights.
We consistently seek to 
improve our climate 
protection and 
environmental activities.
We adhere to the principles 
of business ethics and 
sustainable supply chain 
management.
As part of its “Move Hearts and Minds” sustainability 
strategy, Semperit focuses on improving existing 
processes in its current business model to prevent or at 
least minimise negative environmental and social 
impacts. The basis for this is the targeted raising of 
awareness for sustainable development and the crea­
tion of a broad commitment to the sustainability goals 
that Semperit aims to achieve by 2030. Successful 
implementation can only be achieved if internal and 
external stakeholders are involved and pull together. 
Semperit’s sustainability strategy is based on the three 
core areas of ESG management: environment, social 
affairs and governance.
COMMUNICATION ON THE PROGRESS 
OF SEMPERIT’S SUSTAINABILITY 
STRATEGY 2030
Based on the key topics and taking into account current 
megatrends and market developments, the Semperit 
Group has defined six key topics and has set specific 
goals for them.
SUCCESSFUL IMPLEMENTATION OF 
THE GOALS CAN ONLY BE ACHIEVED 
IF INTERNAL AND EXTERNAL 
STAKEHOLDERS ARE FULLY 
INVOLVED AND PULL TOGETHER .

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Environment and climate protection
Social
Governance
Appendix
SEMPERIT ’S COMMITMENT 2030 – OVERVIEW OF TARGETS
* 	 For employees and sites that are characterised by a relevant risk
The current degree of target achievement is continuously reviewed and communicated internally to ensure that control measures can be taken in a 
timely manner. In addition, the targets are regularly reviewed with regard to new scientific findings or political requirements and adjusted if necessary. 
As soon as a common understanding has been created and the first successes are visible and tangible, Semperit intends to take further steps towards 
a transformation to a carbon-free economy, in which materials are recycled as much as possible. This step-by-step approach is intended to gradually 
pave the way for the post-2030 phase.
ENVIRONMENT (E)

ENERGY AND EMISSIONS 
	30% less energy 
	30% lower emissions
(Scope 1 & 2)

Page 72 ff.

WASTE AND WATER
	30% less water
	30% less waste 

Page 91 ff.
SOCIAL (S)
HEALTH AND SAFET Y
	8% annual improvement in the 
accident rate
	Zero accidents

Page 100 ff.

DIVERSIT Y AND INCLUSION
	Adapt age distribution to relevant 
labour markets
	Adapt gender distribution to 
relevant labour markets
	Adapt proportion of people with 
disabilities to relevant labour 
markets
	Improve intercultural 
cooperation and presence in 
local communities

Page 110 ff.

RESPECT FOR HUMAN 
RIGHTS
	100% training*
	100% external audits*
	Zero violations

Page 118 ff.

GOVERNANCE (G)

SUPPLY CHAIN MANAGEMENT
	Ongoing evaluation of suppliers 
(80% of expenditure for direct 
materials – raw materials, pack­
aging materials and trade goods) 
	Setting up of a supplier coopera­
tion programme

Page 127 ff.

BUSINESS ETHICS
	Establishment and maintenance 
of compliance programme 
	Comprehensive range of training 
courses
	Promoting a culture of trust 
through communication and 
awareness raising
	Zero violations

Page 135 ff.

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Environment and climate protection
Social
Governance
Appendix
SUSTAINABILIT Y STRATEGY 2030 “MOVE HEARTS AND MINDS”
100% external audits**
100% training**
Zero violations
8% annual improvement
in the accident rate
Zero accidents
BU
SIN
ES
S E
TH
IC
S
SU
PP
LY 
CH
AIN
 M
AN
AG
EM
EN
T
WA
ST
E A
ND
 W
AT
ER
We c
ons
iste
ntly
 se
ek t
o im
pro
ve o
ur c
lim
ate 
prot
ecti
on a
nd e
nvir
onm
ent
al a
ctiv
itie
s.
We a
dhe
re t
o th
e pr
inci
ples
 of 
bus
ine
ss e
thic
s an
d su
stai
nab
le s
upp
ly c
hain
 ma
nag
eme
nt.
We 
adv
oca
te a
 he
alth
y an
d sa
fe w
ork 
env
iron
men
t, a
n in
clus
ive 
cult
ure,
 an
d re
spe
ct f
or h
um
an r
ight
s.
“30
 BY
 20
30”
HE
AL
TH
 A
ND
SA
FE
TY
RE
SP
EC
T F
OR
DIV
ER
SIT
Y A
ND
 IN
CL
US
IO
N
HU
MA
N R
IG
HT
S
Ongoing evaluation
of suppliers
(80% of expenditure
for direct materials)
Increased supplier
cooperation
EN
ER
GY
 A
ND
 E
MIS
SIO
NS
30% less energy
30% lower emissions
30% less water
30% less waste
Establishment and 
maintenance of
compliance programme
Promoting a 
culture of trust
Comprehensive range 
of training courses
Zero violations
Age distribution*
Gender 
distribution*
Proportion of 
people with 
disabilities*
Intercultural 
cooperation and 
presence in 
local communities
* 
for employees and sites that are characterised by a relevant risk
** 
distribution according to relevant labour markets
 
SOCIAL
ENVIRONMENT
GOVERNANCE
MOVE  
HEARTS  
AND MINDS

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Environment and climate protection
Social
Governance
Appendix
More details on the objectives as well as the related measures can be found in the respective chapters.
MOVE HEARTS AND MIND DASHBOARD: OVERVIEW OF TARGETS ACHIEVED IN 2022
(MEASURED AGAINST 2019 BASELINE)
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
ENERGY 
0 %
0 %
0 %
0 %
0 %
5 %
2,5 %
7,5 %
10 %
10 %
10 %
10 %
5 %
5 %
5 %
5 %
15 %
15 %
15 %
15 %
20 %
20 %
40 %
20 %
20 %
20 %
25 %
60 %
25 %
25 %
25 %
10 %
30 %
80 %
30 %
30 %
30 %
EMISSIONS
WASTE
WATER
HEALTH AND 
SAFETY
DIVERSITY AND 
INCLUSION
RESPECT FOR 
HUMAN RIGHTS
BUSINESS ETHICS
SUPPLY CHAIN 
MANAGEMENT
Target reduction
Actual reduction
Target reduction
Actual reduction
Target reduction
Actual reduction
Target reduction
Actual reduction
People with 
disabilities
Proportion of 
women
Employees trained
Supplier 
assessment 
(direct expenses)
Employees trained 
Sites audited*
Focal points of 
communication 
Improvement rate
Development 
compared 
to previous year
Violations
Violations
Accident rate
2,7 %
0
23 %
1 %
0
>90 %
16
70 %
–40 %
70 %
100 %
0
23 %
1 %
0
>80 %
11
65 %
+22%
98 %
100 %
3,3 %
9 %
10 %
4 %
21 %
11 %
1 %
13 %
8 %
* 	 For employees and locations characterised by a relevant risk
39 %
56 %
Target
Actual

48
47
OVERVIEW: VALUE CHAIN OF SEMPERIT AND RELEVANT TOPICS AND GOALS FOR 2030
ENVIRONMENT (E)
SOCIAL (S)
GOVERNANCE (G)
 100% training**
 100% external audits**
 Zero violations
RESPECT FOR HUMAN RIGHTS
 30% less water
 30% less waste 
“30 by 2030”
WASTE AND WATER
 30% less energy
 30% lower emissions
(Scope 1 & 2)
“30 by 2030”
ENERGY AND EMISSIONS
 Ongoing evaluation of suppliers 
(80% of expenditure for direct 
materials)
 Increased supplier cooperation
SUPPLY CHAIN MANAGEMENT
 Establishment and maintenance of 
compliance programme
 Comprehensive range of training 
courses
 Promoting a culture of trust through 
communication and awareness raising
 Zero violations
BUSINESS ETHICS
 Age distribution*
 Gender distribution*
 Proportion of people with disabilities*
 Improve intercultural cooperation and 
presence in local communities
DIVERSITY AND INCLUSION
 8% annual improvement in the 
accident rate
 Zero accidents
HEALTH AND SAFETY
UPSTREAM
DOWNSTREAM
INTERNAL
** for employees and sites that are characterised 
by a relevant risk
* distribution according to relevant labour markets
SEMPERIT | SUSTAINABILIT Y REPORT 2022
Semperit Group
Environment and climate protection
Social
Governance
Appendix

CO2
ENVIRONMENT 
AND CLIMATE 
PROTECTION
Climate-relevant information
55
Energy and emissions
72
Selection of raw materials and innovation
83
Material use and waste management
91
Water 
95
49
SEMPERIT | SUSTAINABILIT Y REPORT 2022
49

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Social
Governance
Appendix
Environment and climate protection
In 2022, there were again several climate change-related disasters, 
which reassure Semperit in vigorously pursuing its environmental and 
climate protection goals. The European Union is facing up to the chal­
lenges of climate change by taking regulatory action to reduce the 
extent and impact as far as possible and to drive necessary adjust­
ments to the infrastructure. Companies must also contribute to their 
share, and Semperit is diligently fulfilling this obligation. The Russia-
Ukraine war promptly showed that dependence on fossil energy is 
highly problematic not only in terms of climate change mitigation, but 
also for security of supply reasons. Semperit has been striving for 
energy efficiency for years, and these efforts have become even more 
urgent given the current energy shortage. The existing energy-saving 
programme has been intensified and expanded, bringing Semperit a 
big step closer to its goal of saving 30% energy by 2030. 
Handling resources carefully, preventing waste and 
scrap, optimising energy use and gradually substi­
tuting critical substances are important environmental 
and climate-relevant objectives in production. Activi­
ties in this area actively contribute to environmental 
protection while at the same time bringing an 
economic benefit. Thus, new opportunities in global 
rubber markets are realised, and the expansion of the 
product range is targeted. In addition, the risks associ­
ated with climate change, such as dependence on gas 
or the effects of a possible blackout, are minimised. 
HANDLING RESOURCES CAREFULLY, 
PREVENTING WASTE AND SCRAP, 
OPTIMISING ENERGY USE AND 
GRADUALLY SUBSTITUTING CRITICAL 
SUBSTANCES ARE IMPORTANT 
ENVIRONMENTAL AND 
CLIMATE-RELEVANT OBJECTIVES 
IN PRODUCTION.

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Semperit Group
Social
Governance
Appendix
Environment and climate protection
According to the current state of knowledge, it can be 
assumed that governments and regulatory authorities 
will increasingly take measures to curb carbon dioxide 
emissions. The EU, for example, aims to become climate 
neutral by 2050 and has set ambitious emission reduc­
tion targets in the EU Climate Change Act. Since many 
experts consider a CO2 tax to be the most effective and 
direct way to combat climate change, it is to be 
expected that more and more countries will make use of 
this instrument. In addition, climate protection is also 
becoming increasingly important on the market. More 
and more customers, suppliers, investors and other 
stakeholders demand action and expect progress in 
climate protection. Transparency and accountability 
regarding climate protection performance and objec­
tives increasingly become a requirement that is trans­
ferred to more and more market participants. These 
dynamic changes, which are already being felt today 
and will have an even greater impact on the business 
activities of the Semperit Group in the future, are classi­
fied as so-called transition risks.
All Semperit employees are encouraged to proactively 
work on sustainable improvements. Every suggestion for 
improvement is reviewed for relevance and feasibility 
and implemented quickly if necessary. By further devel­
oping processes, products and services, Semperit 
ensures that they contribute to a long-term and holistic 
improvement. 
Product development focuses on the entire life cycle. 
This means that from production and use to disposal, 
attention is paid to conserving resources and keeping 
the potential impact of emissions as low as possible. The 
Semperit Group strives to keep the effects of odour, 
noise and other emissions on employees, neighbours 
and the ecosystem as low as possible at all times.
In order to avoid environmentally relevant incidents, 
Semperit relies on an established prevention and emer­
gency system consisting of a superordinate crisis team 
with prescribed reporting channels and communication 
structures. This ensures that all emergencies and opera­
tional disruptions are reported as quickly as possible and 
that adequate countermeasures can be taken. To this 
end, Semperit relies in part on professional company fire 
brigades and also trains employees in precautionary 
measures. In addition, certain departments also have 
more extensive emergency and precautionary plans, in 
which the respective employees are instructed and for 
which practical exercises are sometimes carried out.
In addition to employee training and developing appro­
priate measures, the ongoing analysis of potential risks 
and weaknesses is an essential element of environ­
mental management. Production sites that have imple­
mented an environmental management system certified 
in accordance with ISO 14001 regularly perform environ­
mental impact analyses. This applies to all consolidated 
production sites of the Semperit Group with the excep­
tion of the sites in Nilai, Malaysia, and Hückelhoven, 
Germany. In the scope of these analyses, potentially 
environmentally relevant risks and weaknesses, as well 
as any associated impacts, are identified and evaluated. 
Based on this data, measures are developed to minimise 
potential negative impacts. In order to ensure a consist­
ently high standard in all plants, internal and external 
audits are carried out, addressing in particular the topics 
of environment, environmental standards and employee 
training.

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Semperit Group
Social
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Appendix
Environment and climate protection
COMBINED MANAGEMENT SYSTEM
Structural implementation is essential for putting the 
strategically defined ESG goals into practice. This is 
ensured by the Semperit Group’s Combined Management 
System, which makes monitoring and controlling indi­
vidual management and production processes along the 
entire value chain possible. A Group-wide environmental 
management system, continuous further development of 
technological and organisational activities, training and 
the active involvement of all parties concerned help to 
achieve a steady improvement in sustainability perfor­
mance. The underlying principles are set out in the Group-
wide “Health, Safety, Environment, Energy and Quality” 
policy (HSEQ policy) and in the “Management of 
Resources” quality guidelines and are publicly available 
on the Semperit Group website. The Group-wide policy 
was audited for the first time in 2020 and recertified 
across all departments in 2022.
The policy is available in the most common Semperit 
languages as a poster display at the locations or on the 
Semperit website and intranet. The ISO 14001 certified 
environmental management system is integrated into the 
Group-wide “Semperit Combined Management System”, 
which defines the relevant processes, responsibilities, 
and detailed procedures for implementing internal guide­
lines. The management systems certified according to 
ISO 9001, ISO 13485, and ISO 45001 are also available there. 
The management systems certified according to the ISO 
standards include all employees, processes, and activi­
ties at the affected sites. The effectiveness of the 
management system is checked regularly through 
internal and external audits. If necessary, measures are 
implemented to improve the management approach.
COMPANY
SITE
ISO 
9001
ISO 
13485*
ISO 
14001
ISO 
45001
ISO 
50001
Semperit Technische Produkte 
Gesellschaft m.b.H.
Austria
●
●
●
●
Semperit (Shanghai) Rubber & Plastic 
Products Co. Ltd.
China
●
●
●
Semperflex Shanghai Ltd.
China
●
●
●
Semperit Profiles Deggendorf GmbH
Germany
●
●
●
●
Semperit Profiles Leeser GmbH
Germany
●
—
—
●
Semperflex Rivalit GmbH
Germany
●
●
●
M+R Dichtungstechnik GmbH
Germany
●
●
—
—
Sempertrans India Private Limited
India
●
●
●
Latexx Partners Berhad
Malaysia
●
●
●
●
FormTech Engineering (M) Sdn. Bhd.
Malaysia
—
—
—
—
Sempertrans Bełchatów Sp. z o.o.
Poland
●
●
●
Semperform Kft.
Hungary
●
●
●
Sempermed Kft.
Hungary
●
●
●
●
Semperit Industrial Products Inc. 
USA
●
—
—
—
—
Semperflex Asia Corporation Ltd.
Thailand
●
●
●
Semperflex Optimit s.r.o.
Czech Republic
●
●
●
Further information on data consolidation scope in the area of environment can be found on page 53.
* 	 9001 certification includes service of handrails. Semperform profiles are currently not yet included in the scope.

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Semperit Group
Social
Governance
Appendix
Environment and climate protection
ADDITIONAL INFORMATION ON THE SCOPE 
OF CONSOLIDATION IN THE ENVIRONMENT 
SECTOR  
The preceding list includes all Semperit Group produc­
tion companies. The companies in grey are not included 
in the consolidated environmental data:
	
→Semperflex Rivalit GmbH, Germany is not shown as a 
production site but as a sales site due to the 
processes performed there and its small size. Since 
this site is ISO certified, it appears in the overview for 
the sake of completeness.
	
→The newly consolidated site in the USA went into 
operation in 2022. Full integration into the scope of 
the environment data sector is planned in 2023.
	
→	A share of 51% in the M+R Dichtungstechnik site was 
acquired by the Semperit Group in 2021. To make this 
transition as efficient as possible, Semperit is gradu­
ally integrating the company into the Group struc­
ture until the remaining shares are acquired at the 
end of 2025. This means that M+R Dichtungstechnik 
GmbH will only be fully included in the Group-wide 
sustainability reporting in the coming years. 

More information on the scope of reporting can be 
found in the chapter entitles “About this report” on 
page 141.
This chapter covers the topics classified as essential.
Energy
Greenhouse gas emissions
Raw materials
Material use
Waste 
Water 
The description of management approaches and perfor­
mance in connection with the essential environmental 
issues refers to the production sites. Sales locations 
and the Group headquarters are not included in the 
environmental indicators due to their low relevance. The 
US American site Newnan and the M+R Dichtungs­
technik site in Germany are gradually integrated into 
the scope due to their size and are not yet fully included 
in all key figures. In 2023, the full integration of these 
sites into the scope will be worked on.

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Semperit Group
Social
Governance
Appendix
Environment and climate protection
YOUR CONTRIBUTION COUNTS – 
„30 BY 2030“
The successful implementation of the Group-wide 
sustainability strategy “Move Hearts and Minds” can 
only succeed if internal and external stakeholders are 
involved in the best possible way and pull together. The 
first step towards achieving the set goals is the active 
involvement of all employees. Only through shared 
understanding and awareness, and subsequently 
through joint action, can sustainability be anchored in 
the Semperit Group and beyond in the long term.
Goals of the “30 by 2030” initiative
	
→30% less energy
	
→30% lower emissions from Scope 1 and Scope 2
	
→30% less waste
	
→30% less water
Every employee, whether they work in the office or in 
production, is encouraged to contribute. This can be 
as simple as using energy and water sparingly in the 
workplace. Employees are also invited to contribute 
their ideas for increasing efficiency and conserving 
resources. This is supported by a corresponding 
communication campaign, which was designed in 2021 
as part of the adoption of the sustainability strategy 
and continued in 2022.
In order to achieve the Goup-wide annual savings target 
of 3% (based on 2019) all production sites are to reduce 
energy, water, waste and emissions equally.
30% 
less 
energy
30% 
less 
CO2
30% 
less 
waste
30% 
less 
water
Your contribution 
counts!

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CLIMATE-RELEVANT 
INFORMATION 
The European Union’s efforts to create the necessary 
framework conditions for a sustainable future for the 
economy with the “Green Deal” also led to the develop­
ment of various regulations and action plans at the EU 
level in 2022, which are now gradually becoming 
binding and having an impact on companies. In order to 
take this development into account, Semperit is step­
ping up its own efforts to make corporate decisions in 
favour of ecological and social impacts. Clear goals are 
necessary to minimise negative impacts as much as 
possible. Viable strategies are also needed to permit 
further development of business models in such a way 
that they are resilient, sustainable and thus fit for the 
future.
Companies must not only consistently reduce their own 
greenhouse gas emissions, but also systematically 
address and manage the climate crisis and its impact 
on their business activities. Risks and opportunities can 
be derived from this – for the business model as a whole 
or, for example, with regard to individual materials and 
goods produced. In this context, the physical impacts 
directly related to climate change, such as the increase 
in extreme weather events or rising sea levels, must be 
considered, as well as market and regulatory impacts, 
such as changing customer and market requirements.
THE MAJOR OBJECTIVE OF MAKING 
EUROPE THE FIRST CLIMATE-
NEUTRAL CONTINENT BY 2050 IS TO 
BE ACHIEVED GRADUALLY 
USING VARIOUS MEASURES AND 
ACTION PLANS AT EUROPEAN LEVEL .
CO2

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The impact analysis of climate change and its conse­
quences distinguishes between two main approaches: 
effects that act from the outside in (from the outside 
world to the company) and from the inside out (from the 
company to the outside world). This approach is the 
basis of a materiality analysis according to the principle 
of double materiality and includes interactions between 
corporate activities and climate change:
	
→Effects that the company has on the climate and 
climate change, for example through its consump­
tion of resources and greenhouse gas emissions = 
from the company to the outside world (from the 
inside to the outside); 
	
→Effects that climate change and its consequences 
can have on the company = from the outside world 
to the company (from the outside to the inside); 
these include: 

a. Acute or chronic, physical risks such as 
increasing extreme weather events, rising global 
temperatures or intense heat waves and droughts,

b.	Transition risks such as rising costs, stricter 
limits or special market requirements which arise 
due to structural change on the market side across 
the sectors or on the regulatory level on the path to 
a climate-friendly economy. These so-called transi­
tion risks include changes in climate policy, tech­
nology and the direct market environment, which 
can have a direct impact on the positioning of the 
Semperit brand and thus also on the financial sector 
with its stakeholders as well. 
DOUBLE MATERIALIT Y
CLIMATE
NEGATIVE 
IMPACTS 
on climate
OPPORTUNITIES
for companies, 
climate, 
and society
NEGATIVE 
IMPACTS
on the company
(transition risks, 
physical risks)
COMPANY

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INFORMATION ACCORDING TO THE 
TASK FORCE ON CLIMATE-RELATED 
FINANCIAL DISCLOSURES (TCFD)
Climate-related information in this report is disclosed 
according to the recommendations of the Task Force on 
Climate-related Financial Disclosures (TCFD). The 
content is divided into four main areas: governance, 
strategy, risk management and metrics and targets. 
The following table shows where the relevant informa­
tion on the key points according to the TFCD can be 
found in the report. The implementation of the recom­
mended scenario analyses is planned for 2023 and 
therefore cannot be reported on yet.
AREA 
TCFD-RELEVANT DETAIL INFORMATION
PAGE
Responsibilities and 
governance
	
→Management (governance) of climate-related risks and opportunities
	
→Management role for evaluating and managing climate-related risks 
and opportunities
	
→58
	
→58
Strategy
	
→Climate-related risks and opportunities (short, medium and long term)
	
→Impact of climate-related risks and opportunities on business, strategy, 
and financial planning
	
→Resilience of business strategy considering various climate-related 
scenarios, including a 2°C scenario or less
	
→59
	
→59
	
→Semperit currently 
does not have a 
dedicated scenario 
analysis
Climate-relevant risk 
management
	
→Process description for identifying and assessing climate-related risks
	
→Management of climate-related risks
	
→Linking the identification, assessment, and management of climate-
related risks with traditional corporate risk management
	
→60 ff.
	
→60 ff.
	
→60 ff.
Metrics and targets
	
→Metrics used to assess climate-related risks and opportunities.
	
→Scope 1, Scope 2, and, where applicable, Scope 3 greenhouse gas (GHG) 
emissions and associated risks
	
→Metrics used to measure the impact of climate-related risks and 
opportunities in relation to associated objectives
	
→62
	
→62
	
→62

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1.	RESPONSIBILITIES AND GOVERNANCE
The Chief Operating Officer (COO) of the Semperit Group 
is primarily responsible for climate-related issues. 
During Executive Board meetings, relevant topics 
surrounding sustainability and the potential risks and 
opportunities associated with them are discussed. 
Thus, Semperit ensures that these topics are managed 
and considered in forward-looking decisions. The Exec­
utive Board subsequently reports to the Supervisory 
Board about current developments in environmental 
and climate protection, as well as in social affairs and 
governance, and about Semperit’s goals and perfor­
mance in the context of the ESG. Regular information 
enables the Supervisory Board to monitor and promote 
progress in the individual areas.
Sustainability management is part of the HSEQ & ESG 
department and deals with the Group-wide coordination 
of all sustainability agendas and the related internal 
and external communication and representation. The 
Head of ESG acts as an interface between the deci­
sion-makers in production and those in other relevant 
areas, such as the innovation, purchasing, or risk 
departments, and Semperit’s Executive Board. The 
respective department heads are responsible within the 
departments and promote the corresponding topics.
On the production side, the Chief Operating Officer (COO) 
has the highest authority and is, in regard to climate 
aspects, currently primarily responsible for increasing 
efficiency in the areas of energy, materials, and waste. 
Together with the CEO and CFO, he also deals with ques­
tions regarding the future orientation of the product 
portfolio, production, and innovation performance, and 
develops appropriate solutions with the Executive 
Board. The Directors of Operation report to the Chief 
Operating Officer and coordinate the segment-wide 
management of relevant production parameters. Jointly 
with the site managers, they are responsible for setting 
goals in energy efficiency and material use and for 
ensuring that the necessary measures are implemented 
to achieve the goals. The segment managers are 
responsible for the strategic orientation of the 
segments in cooperation with the technical managers 
and the innovation department.
On the product side, responsibility lies with the segment 
managers as well with the research and innovation 
department, which promotes new and further develop­
ments at the product level. Semperit maintains close 
cooperation with customers, suppliers, and research 
institutions to develop and offer needs-based and inno­
vative products and solutions.

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2.	STRATEGY
The global economic environment in which Semperit 
operates is characterised by volatility, uncertainty, 
complexity and ambiguity. In its sustainability manage­
ment, Semperit therefore pursues a risk-avoiding, 
precautionary approach without, however, neglecting 
the opportunities and potential arising as a result. The 
risk and opportunity management therefore also forms 
the basis of Semperit’s strategic orientation to combat 
climate change. Based on the regular analysis of new 
climatic developments, findings and forecasts, as well 
as the effects of and on Semperit, we have identified 
the following risks for the group of companies: 
	
→The risk that the use of fossil raw materials will 
become increasingly limited or expensive, and that 
access to alternative raw materials from renewable 
sources, recycled raw materials, or secondary raw 
materials must be secured in a timely manner,
	
→The risk that energy from fossil sources will no 
longer be available, or only to a very limited extent, 
and that the energy supply and the associated 
plants and processes will have to be converted 
accordingly, 
	
→The risk of production losses at various sites 
because they are in areas affected by flooding (due 
to increasing heavy rainfall or gradual rise in sea 
level) or extreme drought, or also due to population 
migration because of excessively high tempera­
tures, droughts, etc.
In order to counteract the risks in a timely manner, a 
long-term vision, resilient strategy and smart targets 
are needed in addition to the goals that can be imple­
mented and verified in the medium term. In this 
context, the process for developing the Group-wide 
Semperit Sustainability Strategy 2030 was launched in 
2020 and successfully completed in 2021. The Sustaina­
bility Strategy 2030 and, in particular, the “30 by 2030” 
initiative it encompasses represent further important 
steps for environment and climate protection in the 
Semperit Group and form the basis for further activities.
The fields of action of the sustainability strategy are 
also considered in the Group and innovation strategy 
and in aligning the individual divisions. This includes, for 
example, expanding the sustainable product range, 
optimising and continuously improving production 
processes to minimise climate-relevant risks, and 
considering sustainability aspects in evaluating poten­
tial future markets. In 2023, Semperit will launch a 
Group-wide strategy process that will set the economic 
and sustainable framework for the long-term orienta­
tion and the transformation of the Semperit Group 
required for this purpose.
Current and future actions
a.	 Energy and emissions  

Increasing energy efficiency, reducing Scope 1 and 2 
emissions, continuous expansion of the survey of Scope 
3 emissions, and expanding the share of energy 
demand that comes from renewable energy sources
b.	 Aspects of the recycling economy 

Selecting raw materials, efficiency in using materials, 
increased use of secondary raw materials, optimising 
waste management, recycling of production waste, 
analysing recycling potential of Semperit products, effi­
cient handling and low consumption of water
c.	 Expansion of the sustainable product range

Anchoring sustainability aspects in the corporate 
strategy is an essential tool at a higher level to success­
fully promote change as well as to ensure the success of 
the business model in the long term.

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3.	CLIMATE-RELEVANT RISK MANAGEMENT
As already described, risk and opportunity management 
must be considered as the basis for any strategic initia­
tive. Therefore, Semperit integrated the ESG risk 
management required by the Sustainability and Diver­
sity Improvement Act (NaDiVeG) into its existing Group-
wide risk management. Since then, during the annual 
ESG risk assessment (see page 61 ff.), relevant risks and 
opportunities in the areas of environment, social affairs 
and governance (ESG) have been collected, discussed 
and evaluated. The last few years have shown that 
climate-related risks and opportunities are increasing in 
importance and tend to affect all areas of the company. 
The decisive factor for climate-relevant risks is that 
emerging issues and the associated opportunities are 
already known but will only have an impact in the 
medium and long term from a business perspective and 
according to current knowledge.
 
Physical risks
The term physical risks include the direct effects of 
climate change. They are usually referred to as short-
term risks, since – depending on the region – they may 
already be noticeable. A distinction is made:
	
→Direct physical risks: acute events (storms and 
heavy rainfall) and chronic changes (rising sea 
levels). The consequences to the economy range 
from storm damage to buildings and temporary 
interruption of global supply chains to the loss of 
coastal locations. 
	
→Indirect physical risks: for example, production 
losses due to a shortage of water supply because of 
prolonged droughts 

The European locations of the Semperit Group are 
increasingly exposed to heavy rain events. Remaining 
physical risks such as systemic water shortages or 
other weather events currently play a subordinate role. 
However, as this may change in the coming years, phys­
ical risks are continuously monitored in terms of their 
probability of occurrence and potential impact.
Transition risks
The physical risks are offset by climate-relevant transi­
tion risks, which from a business perspective could 
have a greater impact on the activities of the Semperit 
Group in the short to medium term. Transition risks arise 
primarily due to regulatory and political requirements, 
such as the introduction of a CO2 tax or the expansion 
and tightening of emissions trading, as well as because 
of market-specific and socially motivated develop­
ments in decarbonisation and the recycling economy, 
which can lead to rising company costs, as well as due 
to the changing needs of customers. These risks can 
affect the business model of entire sectors or the use of 
certain technologies and changes in customer behav­
iour.
Adapting to these effects may require extensive invest­
ments and primarily affect innovation, production, and 
logistics. The main risks regarding corporate orientation 
are the lack of integration of sustainability aspects into 
the corporate strategy and the associated lack of 
attractiveness for an increasingly sustainable financial 
market. Both aspects have a medium or long-term 
effect and may lead to a weakening of brand positioning 
as well as market share loss. Conversely, appropriate 
countermeasures can lead to an image gain and thus to 
a competitive advantage and increased employee 
loyalty. The following table lists the transition risks iden­
tified during the ESG risk assessment.

OVERVIEW OF THE MOST IMPORTANT CLIMATE-RELEVANT RISKS AND 
OPPORTUNITIES FROM THE ESG RISK PROCESS 2022
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RISK
AREAS OF THE COMPANY
POSSIBLE CONSEQUENCES
POSSIBLE OPPORTUNITIES
Little consideration of 
sustainability aspects in 
corporate and innovation 
strategies
Strategy 
and innovation
Weakening of brand 
positioning and loss of market 
share; lack of attractiveness 
for investors and customers
Environmental and climate 
protection; image 
enhancement; competitive 
advantage
Lack of commitment and 
dedication to achieving the 
Group-wide sustainability 
goals
Strategy 
and innovation
Weakening of brand 
positioning and loss of market 
shares; lack of attractiveness 
for investors and customers; 
image loss
Environmental and climate 
protection; employee 
retention; image 
enhancement; competitive 
advantage
Little consideration of the 
potential impact of 
geopolitical unrest on 
ESG-relevant issues 
Strategy 
and innovation
Increasing costs; weakening 
of brand positioning; image 
loss; dependence
Security of energy supply; 
image enhancement; stable 
and long-term supplier 
relationships; responsible 
business partner
No consideration of 
ecological criteria, such as 
climate-related impacts, in 
the selection of raw 
materials
Strategy 
and innovation
Image loss; weakening of 
brand positioning; lack of 
attractiveness for investors; 
cost disadvantage
Competitive advantage; 
attractiveness for financial 
market; expansion of product 
range; development of new 
markets
Increase in regulatory 
requirements in the context 
of waste and emissions
Production 
Increasing costs; weakening 
of brand positioning; image 
loss
Environmental and climate 
protection; cost saving; image 
enhancement; improvement 
of market position
Loss of competitive 
advantage due to carbon-
cutting measures (such as 
CO2 tax)
Environment
Increasing costs; image loss
Climate protection; employee 
retention; image enhancement; 
improvement of market 
position; cost saving
Changes in customer 
demand and preferences 
towards sustainable 
production and a green 
product portfolio
Sales
Loss of customers; image 
loss; weakening of brand 
positioning; lack of 
attractiveness for investors
Environmental protection; 
competitive advantage; 
attractiveness for financial 
market; expansion of product 
range
Lack of attractiveness for 
the sustainable financial 
market
Finances
More difficult access to the 
financial market
Access to sustainably 
oriented financial streams; 
competitive advantage; 
image enhancement
Climate-relevant external 
effects such as new 
regulations and changing 
market requirements in 
connection with combating 
climate change
Environment
Increasing costs; image loss
Environmental and climate 
protection; cost advantage; 
employee retention

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4.	METRICS AND TARGETS
Clear and smart goals and corresponding measures are 
intended to minimise climate-relevant risks and serve 
to exploit possible opportunities in good time – such as 
the goal of adaptation (Climate Change Adaptation) to 
already prevailing climatic changes or the goal of 
avoiding climate consequences in the longer term by 
reducing or neutralising greenhouse gas emissions 
(Climate Change Mitigation).
Semperit Group focus points
a. Increase efficiency and reduce resources and 
energy consumption as well as waste by 30% by 2030 
through process optimisation (base year 2019)

The “30 by 2030” initiative of the Sustainability Strategy 
2030 bundles and accelerates all previous activities 
relating to efficiency and thus makes a significant 
contribution to climate protection. The focus is on 
continuously improving energy efficiency in production 
as well as in building management and reducing the 
volume of scrap and waste and the use of water. In 
addition, further measures to reduce CO2 emissions are 
to be developed and implemented, such as installing 
photovoltaic systems.
In order to successfully advance the Group-wide 
targets, but also make them tangible, objectives were 
defined at the site level (3% reduction per site per year) 
and all participants were involved in the best possible 
way. Furthermore, since 2021, corresponding processes 
and tools have been implemented for tracking the 
status quo of achieved goals. In this context, all 
projects as well as specific information for continuously 
improving production factors must be entered into the 
database provided for this purpose to allow for Group-
wide control. This is done using regular system status 
reports and in the course of internal coordination meet­
ings. An annual review is performed at the Group level to 
determine whether the key figures, including green­
house gas emissions, are within the planning corridor. If 
this is not the case, further measures must be agreed 
on. More information about target achievements in the 
2022 reporting year can be found in the corresponding 
chapters (Energy and Emissions, Material Use and 
Waste Management, and Water).
b. Further activities to protect the environment and 
climate

In addition to optimizing production processes, further 
steps are being taken to initiate the path for long-term 
change. In addition to the ongoing balancing of green­
house gas emissions and the successive expansion of 
the survey of Scope 3 emissions, the focus is on 
exploring possible material-specific measures such as 
product recycling or the use of secondary raw mate­
rials. In the materials sector in particular, various 
approaches are emerging that must be evaluated in a 
timely manner in the coming years in terms of their 
technical and economic possibilities and their climate 
effect. Currently, the possibilities to recycle rubber are 
still limited because of often intensive energy and 
chemical processes.
On the customer and market side, the aim is to identify 
future trends and potentials through close cooperation 
with customers and create products with sustainable 
added value. This is supported, among other things, by 
promoting scientific research and innovation in the field 
of new materials, technologies, and products. In 
summary, all activities are intended to secure and 
further strengthen the market position of the Semperit 
Group in the long term and at the same time make it 
more attractive for sustainable investors, for example 
by gradually improving the ESG rating results.

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INFORMATION ACCORDING TO THE 
TAXONOMY REGULATION
The publication of the European Green Deal 2019 
signalled the sustainable transformation of the entire 
European Economic Area. A central component of the 
plan is to make Europe a climate-neutral continent by 
2050, i.e., to reduce net emissions of greenhouse gases 
to zero. To achieve this and to support the financing of 
the Green Deal, private sector financial flows are also be 
redirected to “environmentally sustainable” activities. 
The EU taxonomy, a uniform and transparent classifica­
tion system of environmentally sustainable business 
activities, was developed for this purpose. According to 
the provisions of the EU Taxonomy Regulation, compa­
nies that fall within the scope of the regulation must 
disclose their proportion of revenues, the capital 
expenditures (capex), and the operational expenditures 
(opex) related to “environmentally sustainable” activi­
ties. The disclosure of the relevant data is intended to 
establish a link between financial and non-financial 
issues in the longer term. Taxonomy-aligned revenues 
indicate how “environmentally sustainable” a company 
with its products and services already is. Taxono­
my-aligned and -eligible capital expenditures should 
index the extent to which a company is preparing for a 
decarbonised economy in 2050. 
The following disclosure of information on the EU 
taxonomy is based on the Taxonomy Regulation (EU) 
2020/852, the delegated acts on the two environmental 
objectives 1 and 2, on the delegated act Art. 8 as well as 
the announcement on the application of the Taxonomy 
Regulation on 19 December 2022. Accordingly, the 
report contains information on the proportion of 
Semperit’s business activities covered by the taxonomy 
(taxonomy eligible and taxonomy aligned) as well as the 
required qualitative information. The first two environ­
mental objectives of the EU taxonomy, “climate change 
mitigation” and “climate change adaptation”, were used 
to determine the key figures (revenue, capex, and opex) 
relating to business activities. The Semperit Group 
activities that correspond to the taxonomy can primarily 
be assigned to the environmental objective “climate 
change mitigation”.
THE SIX ENVIRONMENTAL 
OBJECTIVES OF THE EU 
TAXONOMY
SUSTAINABLE USE AND 
PROTECTION OF WATER AND 
MARINE RESOURCES
TRANSITION TO A 
CIRCULAR ECONOMY
POLLUTION PREVENTION 
AND CONTROL
PROTECTION AND RESTORATION OF 
BIODIVERSITY AND ECOSYSTEMS
CLIMATE CHANGE MITIGATION
CLIMATE CHANGE 
ADAPTATION

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THE PRINCIPLES OF THE 
EU TAXONOMY
According to the EU taxonomy, business activities are 
considered “environmentally sustainable” if they: 
	
→1. Substantially contribute to climate change mitiga­
tion or climate change adaptation, which can be 
demonstrated through compliance with certain 
technical screening criteria;
	
→2. Do not have a considerable negative impact on 
attaining the five other EU environmental objectives 
(do no significant harm; DNSH), which is also speci­
fied in the subordinate delegated acts; and
	
→3. Comply with the Minimum Safeguards for occupa­
tional safety and human rights
AD 1.
SIGNIFICANT CONTRIBUTION TO AN EU 
ENVIRONMENTAL OBJECTIVE
The EU taxonomy-relevant business activities of the 
Semperit Group relating to significant capital and oper­
ating expenditures make a contribution to the first envi­
ronmental objective “climate change mitigation” and 
can be divided into the following four major topics:
	
→	Construction of photovoltaic systems (activities  
4.1. Electricity generation using solar photovoltaic 
technology; 7.6. Installation, maintenance and 
repair of renewable energy technologies on-site)
	
→Optimisation of water use and treatment (activity 
5.2. Renewal of water collection, treatment and 
supply systems)
	
→Transport – acquisition, financing, renting, leasing, 
and operating e-vehicles (activities  6.5. Transport 
by motorbikes, passenger cars and light commercial 
vehicles; 7.4 Installation, maintenance and repair of 
charging stations for electric vehicles in buildings 
and parking spaces attached to buildings)
	
→Building management (activities 7.1 Construction of 
new buildings, 7.2. Renovation of existing buildings; 
7.3. Installation, maintenance and repair of energy 
efficiency equipment; 7.5. Installation, maintenance 
and repair of instruments and devices for meas­
uring, regulation and controlling energy perfor­
mance of buildings; 7.6. Installation, maintenance 
and repair of renewable energy technologies 
on-site; 7.7. Acquisition and ownership of buildings)
AD 2. 
NO SIGNIFICANT NEGATIVE IMPACT ON THE 
OTHER EU ENVIRONMENTAL OBJECTIVES (DNSH)
In addition to the significant contribution to environ­
mental protection, it must be ensured that the selected 
activity does not have a significant negative impact on 
the five other environmental objectives (climate change 
adaptation, water quality, recycling economy, environ­
mental pollution, and biodiversity). This is also referred 
to as the “Do No Significant Harm” (DNSH) principle, 
which, however, has only been fully published since the 
2022 financial year and therefore could not yet be fully 
integrated into the quality management of the Semperit 
Group. The requirements set by the EU are mainly legal 
and regulatory provisions as well as minimum technical 
requirements. In order to meet the DNSH criteria for 
“climate change mitigation”, in 2022 the course was set 
for the preparation of EPDs (Environmental Product 
Declarations) for the Semperseal profiles and for the 
preparation of climate scenario analyses in 2022. The 
DNSH criteria for the environmental goals “Sustainable 
use and protection of water and marine resources” and 
“Prevention and reduction of air, water and soil pollu­
+
+
SIGNIFICANT CONTRIBUTION 
TO AT LEAST ONE 
ENVIRONMENTAL OBJECTIVE
NO SIGNIFICANT NEGATIVE 
IMPACT ON THE 
OTHER EU ENVIRONMENTAL 
OBJECTIVES
MINIMUM SAFEGUARDS FOR 
OCCUPATIONAL SAFETY AND 
HUMAN RIGHTS

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tion” are essentially based on compliance with regional 
legal framework conditions. A review process is 
underway, accompanied by the collection of relevant 
documentation. For the fulfilment of the requirements 
of the DNSH criteria for “Protection and restoration of 
biodiversity and health of ecosystems” and “Transition 
to the circular economy, including waste prevention and 
recycling”, the necessary measures, such as the imple­
mentation of environmental impact assessments for all 
relevant sites, are being examined. 
AD 3. 
MINIMUM SAFEGUARDS FOR OCCUPATIONAL 
SAFETY AND HUMAN RIGHTS
According to the taxonomy regulation criteria, minimum 
social requirements must also be met for activities to 
be classified as “ecologically sustainable”. Compliance 
with social standards, in the areas of labour and human 
rights or health and safety, is ensured at Group level for 
all companies and sites with the help of various tools 
and activities as well as a diverse range of services and 
training. Information on the Group-wide guidelines, the 
human rights due diligence processes, as well as the 
measures taken, and achievements can be found in the 
respective chapters on pages 66 ff. and 118 ff. The corre­
sponding key figures show Semperit’s continuous 
improvement in these areas.
COMPLIANCE WITH SOCIAL 
STANDARDS, IN THE AREAS OF 
LABOUR AND HUMAN RIGHTS 
OR HEALTH AND SAFETY, IS ENSURED 
AT THE GROUP LEVEL FOR ALL 
COMPANIES AND SITES WITH THE 
HELP OF VARIOUS TOOLS AND 
ACTIVITIES AS WELL AS A DIVERSE 
RANGE OF SERVICES AND TRAINING.
ADDITIONAL INFORMATION
The EU-wide requirements (classification) based on 
which economic activities are considered “environmen­
tally sustainable” are intended to create transparency 
as well as security for investors. At the same time, 
companies can use the requirements as a guideline to 
align future decisions and activities accordingly. The 
following section lists the taxonomy-relevant products 
and activities of the Semperit Group that contribute to 
the environmental goal of “climate change mitigation” 
in accordance with the regulation.
REVENUE-RELEVANT PRODUCTS 
AND ACTIVITIES
Based on the currently published information and the 
description of activities, only the thermal-insulating 
products (door and window profiles) from the segment 
Semperseal and activities related to their production 
can initially be designated as taxonomy-eligible. Other 
product groups from the Semperit portfolio are 
currently not mentioned in the classification system. 
However, this may change in subsequent years 
because of possible expansion of the categories and 
activities. In the area of manufacturing, the EU 
Commission emphasises that only a part of the 
economic activities in this sector have currently found 
their way into the taxonomy. The basis for the EU’s

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selection was greenhouse gas emissions at the sector 
level. According to the EU Commission, areas that are 
not currently covered cause lower greenhouse gas 
emissions compared to the areas included (e.g., 
production of cement, aluminium, iron and steel, 
hydrogen, carbon black, etc.) and will only be inte­
grated later, if at all. The window and door profiles 
product group provides a positive contribution to the 
reduction of greenhouse gas emissions in the build­
ings sector due to its thermal insulation and sealing 
properties. Because of the significant reduction of 
greenhouse gas emissions in the buildings sector, 
Semperseal products can be assigned to the activity 
“production of other low-carbon technologies”.
	
→Semperseal products are part of the following 
activity based on the definition in the implementa­
tion regulations: production of other low-carbon 
technologies (activity 3.6.)
An economic activity in this category is an eligible 
activity in the sense of Article 10(1)(i) of Regulation (EU) 
2020/852 if it meets the technical assessment criteria 
determined in this section.
TAXONOMY-ELIGIBLE AND 
TAXONOMY-ALIGNED  
The EU classification system distinguishes between 
taxonomy-eligible and taxonomy-aligned business 
activities. A business is taxonomy-eligible when it 
corresponds to the activity descriptions in the corre­
sponding annex to the environmental objectives. 
Taxonomy alignment, on the other hand, can only be 
shown if all DNSH criteria, the requirements of the 
Minimum Social Safeguards and the technical screening 
criteria are clearly met.
ADDITIONAL INFORMATION AND OUTLOOK 
(REVENUE)
Regarding the revenue-relevant information, which 
currently relates exclusively to the Semperseal segment, 
it should be noted that from a sustainability perspective, 
a distinction can be made between products that are 
considered sustainable according to the requirements of 
the EU taxonomy and those that have a positive ecolog­
ical added value due to their properties or production 
method (see Product innovations p. 89 ff).
Products that fall under the taxonomy must also fulfil the 
“technical screening criteria”. These criteria and require­
ments of the EU taxonomy at product level are very 
specific in the area of rubber processing and relate 
primarily to the “product carbon footprint” (PCF), which 
must be significantly better than that of comparable 
products on the market. In addition, the life cycle GHG 
emissions analysis must be verified by an independent 
third party. Since data in this area is not yet available for 
most products, comparability is currently not given, 
which is why the criterion would not yet be applicable. 
Accordingly, it will be necessary in the coming years to 
collect the product carbon footprint and work on its opti­
misation.
RELEVANT TOPICS IN RELATION TO TAXONOMY-
ELIGIBLE CAPEX/OPEX EXPENSES 
Activities and thus the associated capital and operating 
expenditures (capex/opex), which can currently be 
designated as taxonomy-eligible, relate primarily to the 
following broad topics:
	
→Energy (activities 4.1. Electricity generation using 
solar photovoltaic technology; 7.6. Installation, 
maintenance and repair of renewable energy tech­
nologies on-site)
	
→Water supply, waste water and waste disposal, 
and elimination of environmental pollution 
(activity 5.2. Renewal of water collection, treatment 
and supply systems)
	
→Transport (activities 6.5. Transport by motorbikes, 
passenger cars and light commercial vehicles; 7.4 
Installation, maintenance and repair of charging 
stations for electric vehicles in buildings and 
parking spaces attached to buildings)
	
→Construction and real estate (activities 7.1 
Construction of new buildings; 7.2. Renovation of 
existing buildings; 7.3. Installation, maintenance and 
repair of energy efficiency equipment; 7.5. Installa­
tion, maintenance and repair of instruments and 
devices for measuring, regulation and controlling 
energy performance of buildings; 7.6. Installation, 
maintenance and repair of renewable energy tech­
nologies on-site; 7.7. Acquisition and ownership of 
buildings)

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Based on the activities listed by the EU, the activities 
relevant for Semperit in 2022 were checked for 
completeness. Subsequently, the associated expenses 
(capex/opex) that can be reported as taxonomy-eligible 
in the reporting year were collected. 
ADDITIONAL INFORMATION AND OUTLOOK 
(CAPEX/OPEX)
When interpreting the disclosed information and 
data related to capital and operating expenditures, 
it should be considered that activities that are not 
listed in the taxonomy and are thus not reported as 
“environmentally sustainable” within the meaning of 
the classification are not by definition unsustainable 
or not fit for the future. Numerous corporate activities 
and the associated expenditures that serve to improve 
the environmental and social performance or also the 
achievement of the company’s sustainability goals 
are currently not considered by the EU taxonomy and 
thus do not appear in the key figures. This applies, for 
example, to investments in process and production 
optimisation, which, according to EU taxonomy, may 
only be included if they serve the production of a 
taxonomy-eligible product, but not if they are assigned 
to the production of another product.
It will be necessary to fulfil the “technical screening 
criteria” in the area of taxonomy-eligible activities 
and the corresponding expenses (capex/opex) to be 
taxonomy-aligned. The associated requirements 
are narrowly defined, depending on the topic, and 
compliance will pose certain challenges. These criteria 
and requirements of the EU taxonomy at the product 
level are very specific in rubber and plastic processing 
and primarily relate to the product carbon footprint 
(PCF), which must be significantly better than that of 
comparable products on the market. In addition, the 
life cycle GHG emissions analysis must be verified by 
an independent third party. Since carbon footprint 
calculations are not yet available for most products, 
comparability is currently not provided, and the criterion 
is not yet applicable. Semperit aims to focusing more on 
the footprint of its products and optimising them in the 
coming years. The targeted optimisation is in line with 
the Group’s efforts to promote a circular economy.
EXPLANATIONS ON THE PROCEDURE 
FOR COLLECTING KEY FIGURES
The EU taxonomy currently primarily includes informa­
tion on economic sectors and economic activities that 
can make a significant contribution to climate change 
mitigation or climate change adaptation. Together with 
an external expert and based on the company’s NACE 
code, the first step after setting up the project manage­
ment was to evaluate whether the Semperit Group’s 
business activities fall into these sectors and are there­
fore subject to reporting requirements. Based on this 
information, the activities specified by the taxonomy 
that are relevant for Semperit were selected in a second 
step and evaluated in relation to the required descrip­
tion of activities. Subsequently, the key figures were 
collected, and existing processes and systems were 
analysed regarding its optimisation potential for future 
compliance with the EU taxonomy requirements. 
Measures were taken to avoid double counting when 
reporting EU taxonomy values. Semperit refrained from 
using any materiality threshold for opex expenses. 
Following EU taxonomy KPIs relate to continuing opera­
tions (excluding discontinued operations as defined by 
IFRS 5, also see notes to the consolidated financial state­
ments). Due to the low amount, the figures related to 
discontinued operations had no material impact on the 
EU taxonomy KPIs as of December 31, 2022. No taxono­
my-relevant activities were associated with discontinued 
operations.
Compared to the previous year, several process changes 
were implemented. Taxonomy figures were collected on 
a system basis by responsible experts at local sites of the 
Semperit Group and consolidated and reviewed centrally 
by Group Accounting and Group ESG. Changes between 
the years 2021 and 2022 are attributable also to this 
system-based collection method. Furthermore, Semperit 
has revised the list of relevant activities in 2022 and addi­
tionally included categories "7.1. construction of new 
buildings" and "7.7. acquisition and ownership of build­
ings" in the reporting.

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OVERVIEW OF THE MOST 
IMPORTANT STEPS
1.	PROJECT MANAGEMENT 
	
→Project lead: Group ESG Management
	
→External project support: PWC Austria
	
→Participating areas: Group Controlling, Group 
Accounting, Group Maintenance & Engineering, 
Operations, Group HSEQ
	
→Tasks: Project organisation, internal and external 
communication
	
→Objectives: Creating a uniform understanding of the 
taxonomy criteria and reporting obligations as well 
as involvement of internal stakeholders
2. SELECTING AND ANALYSING BUSINESS 
ACTIVITIES COVERED BY THE TAXONOMY
	
→Selection and re-evaluation of the relevant 
economic activities according to NACE code 
	
→Theoretical and practical training of experts in the 
respective local capex/opex project and finance 
departments at the Semperit Group’s locations
	
→Content-related assessment of the taxonomy eligi­
bility of the respective capex- and opex-relevant 
projects based on individual interviews with the 
respective experts (e.g., from the areas of produc­
tion, infrastructure, energy, and environmental 
protection) to prepare key figures
	
→Appreciation of significant contribution to the envi­
ronmental objective and of the “Do No Significant 
Harm” requirement in relation to the other environ­
mental objectives (based on basic compliance with 
legal requirements)
	
→Reviewing compliance with minimum social stand­
ards at Group level
3. SYSTEM IMPLEMENTATION AND ANALYSIS 
OF POTENTIAL OPTIMISATION STEPS  
	
→Analysing the various reporting processes that 
contribute to collecting the relevant data
	
→Implementing the relevant activity classification in 
existing capex and opex and accounting system 
solutions
	
→Analysing possible system adjustments to optimally 
provide the necessary data based on the EU 
Taxonomy Regulation in the future
	
→Test and trial phase in the third quarter of 2022
	
→Collecting revenue, capex and opex for the “environ­
mentally sustainable” activities in 2022 by the 
persons responsible for finance at the sites as well 
as the supporting documents and evidence for the 
external audit
The following table shows an excerpt of key figures, full 
information required to comply with the EU Taxonomy 
Regulation is placed in the Appendix of this report, 
chapter “EU Taxonomy Reporting Template”.

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DETAILED INFORMATION ON REVENUE 2022 (SEMPERSEAL)
ECONOMIC ACTIVITIES
CODE
REVENUE 
EUR million
REVENUE 
%
ENABLING 
ACTIVITY
TRANSI­
TIONAL 
ACTIVITY
2022
2021
2022
2021
A. TAXONOMY-ELIGIBLE ACTIVITIES
Production of other low-carbon technolo­
gies
3.6
142.1
–
18.2
10
●
Sales taxonomy-eligible (A)
142.1
–
18.2
10
B.  TAXONOMY-NON-ELIGIBLE ACTIVITIES
Sales taxonomy-non-eligible 
activities (B)
637.7
–
81.8
90
TOTAL (A + B)
779.9
–
100%
100%
REVENUE 
According to the classification of Semperit products 
based on the EU taxonomy data, only the products from 
the Semperseal segment are taxonomy-eligible. 
Excluded from this are merchandise and services, 
which have a comparatively low share of revenue. Thus, 
the percentage of “eligible” revenue makes about 18% 
for the 2022 financial year (compared to 10% in the 
previous year). The specified percentage and informa­
tion result from the denominator, which corresponds to 
the revenue of the Semperit Group in the IFRS consoli­
dated financial statements of EUR 779.9 million. In 
contrast, the numerator – revenue of EUR 142.1 million 
for the Semperseal segment (see section "Performance 
of Sectors and Segments" in the Consolidated Financial 
Statement of the Group) – is limited to the products that 
make a significant contribution to reducing greenhouse 
gas emissions based on the EU taxonomy information.  
The percentage of eligible revenue published in the 
previous year was calculated including discontinued 
operations and should not be compared to 2022. 
However, the impact on the 2021 KPIs (according to IFRS 
5, see Notes in the consolidated financial statements) is 
not material.
In order to report taxonomy-aligned sales in the 
Semperseal area in the future, but also in the interest of 
efficient production and promoting a circular economy, 
Semperit plans to take a close look at the carbon foot­
print (PCF) of its products in the coming years and 
implement measures that are appropriate to reduce the 
PCF, contribute to efficient production, and promote a 
circular economy. In this way, the requirements of the 
EU taxonomy are fulfilled and, by the targeted selection 
of raw materials used and creating a range of 
low-carbon products, a positive impact in environment 
and climate is created at the same time.

CAPEX DETAILED INFORMATION 2022
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ECONOMIC ACTIVITIES
CODE
CAPEX
EUR million
CAPEX
 %
ENABLING 
ACTIVITY
TRANSI­
TIONAL 
ACTIVITY
2022
2021
2022
2021
A. TAXONOMY-ELIBIGLE ACTIVITIES
Production of other low-carbon technologies
3.6
2.7
–
6.5
5
●
Power generation through photovoltaics
4.1
0.7
1.8
Transport by motorbikes, passenger cars 
and light commercial vehicles
6.5
1.5
3.6
Installation, maintenance, and repair of 
energy efficient devices
7.3
2.2
–
5.3
2
Further activities (<1% capex share)
5.2; 7.1; 
7.2; 7.4; 
7.5; 7.6; 7.7
0.5
–
1.3
1.8
●
Share taxonomy-eligible (A)
7.6
–
18.5
8.9
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Share taxonomy-non-eligible activities (B)
33.4
–
81.5
91.1
TOTAL (A + B)
41.0
–
100%
100%
CAPITAL EXPENDITURES
The percentage of taxonomy-eligible capital expendi­
tures (capex) results from the denominator – the sum 
of additions to property, plant and equipment (incl. 
IFRS 16) and intangible assets totals EUR 41.0 million 
(compared to EUR 74.2 million in the previous year, see 
additions to property, plant and equipment and intan­
gible assets according to Segment reporting in the 
consolidated financial statement plus EUR 3.4 million 
additions to IFRS 16 for 2022). This is compared to the 
numerator of EUR 7.6 million, which is made up of the 
taxonomy-eligible activities and the related capital 
expenditures in the various subject areas as described 
in the table (capex details). Percentage of eligible 
capex published in the previous year was calculated 
including discontinued operations and should not be 
compared to 2022. However, the impact on the 2021 
KPIs (according to IFRS 5, see Notes in the consoli­
dated financial statement) is not material. In connec­
tion with the sales-related capex activities 
(Semperseal activities) the focus is on improving the 
production processes for manufacturing the taxono­
my-eligible products (Semperseal). This refers to the 
use and exchange of machinery as well as the optimi­
sation of existing processes.
In this context, a significant share resulted from the 
construction of the new production site in the USA in 
the reporting year, where two new Semperseal produc­
tion lines were commissioned in 2022. Another factor 
was the continued expansion of photovoltaic plants at 
the Wimpassing and Shanghai sites.
Further capex activities are collected in relation to 
various ancillary activities in the EU taxonomy areas of 
energy, transport and real estate. These investments 
in this context were primarily in the area of infrastruc­
ture installation to improve building management and 
optimise energy use. Semperit also invests in the 
expansion of energy measurement systems to be able 
to specifically measure consumption and generate 
further measures based on these results. The focus in 
transport is on purchasing or leasing vehicles and 
small vehicles relating to e-mobility or compliance 
with maximum emission limits. Accordingly, Semperit 
published a new vehicle policy in autumn 2021 which 
promotes the change to lower CO2 emissions as well 
as the conscious decision to switch to e-mobility.

OPEX DETAILED INFORMATION 2022
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OPERATING EXPENSES 
The percentage of taxonomy-eligible operating expenses 
(opex) results from the denominator – the sum of oper­
ating expenses from direct non-capitalised costs for 
research and development expenses, IT services, 
building renovation measures, short-term leasing, main­
tenance, and repair expenses – including directly attrib­
utable personnel costs –and amounts to EUR 32.1 million 
(compared to EUR 11.2 million in the previous year, the 
difference is mainly caused by the consideration of main­
tenance costs in the cost of materials and directly attrib­
utable personnel costs in the reporting year 2022). This is 
compared to the numerator of EUR 2.4 million, made up 
of the taxonomy-eligible activities and the corresponding 
operating expenses in the various subject areas as 
described in the table (opex details). Percentage of 
eligible opex published in the previous year was calcu­
lated including discontinued operations and should not 
be compared to 2022. However, the impact on the 2021 
KPIs (according to IFRS 5, see Notes in the consolidated 
financial statement) is not material. 
In connection with sales-related opex activities, the 
focus is on improving the production processes for 
manufacturing taxonomy-eligible products. This refers to 
the maintenance of production machinery as well as 
other process improvement work. Another important 
factor of expenditures from the EU taxonomy’s perspec­
tive in 2022 was investments in the improvement and 
maintenance of electric vehicles and charging stations. 
Other opex-relevant expenditures regarding ancillary 
activities are made in connection with building renova­
tions and maintenance projects, such as the renewal and 
conversion of lighting systems to LED or work during 
building insulation. The key figures on expenditures and 
investments are directly related to the overall objectives 
of the Semperit Group, which are included in the Sustain­
ability Strategy 2030 and in particular in the “30 by 2030” 
initiative and are planned for the future.
OUTLOOK
In order to guarantee the best possible reporting quality, 
further steps will be taken towards automation, stand­
ardisation and document storage optimisation in the 
following months. At this point in time, it can be 
assumed that even in the following years, the key 
figures for taxonomy-eligible activities and taxono­
my-aligned activities will change continuously due to 
various parameters. On the one hand, this effect results 
from the ongoing expansion of the taxonomy and the 
potential expansion of Semperit’s business activities 
and product portfolio through organic and inorganic 
growth, and thus on the basis of the inclusion of new 
activities in the taxonomy. On the other hand, the appli­
cation of the technical screening criteria will also have 
a dynamic influence on the valuation of the activities. It 
is assumed that lower ratios will result for taxono­
my-aligned activities than for taxonomy-eligible activi­
ties, as the activities must fulfil all the specified criteria 
(technical screening criteria) to be considered taxono­
my-aligned. Yet, the percentage of taxonomy-aligned 
activities could increase in the future.
ECONOMIC ACTIVITIES
CODE
OPEX
EUR million
OPEX
 %
ENABLING 
ACTIVITY
TRANSI­
TIONAL 
ACTIVITY
2022
2021
2022
2021
A. TAXONOMY-ELIBIGLE ACTIVITIES
Production of other low-carbon technologies 3.6
1.7
–
5.4
8.4
●
Transport by motorbikes, passenger cars 
and light commercial vehicles
6.5
0.4
–
1.3
3.1
●
Further activities (<1% opex share)
4.1; 5.2; 
7.1; 7.2; 
7.3; 7.4; 
7.5; 7.6; 7.7
0.2
–
0.7
0.4
Share taxonomy-eligible (A)
2.4
–
7.4
13.9
B. TAXONOMY- NON-ELIGIBLE ACTIVITIES
Share taxonomy-non-eligible activities (B)
29.7
–
92.6
86.1
TOTAL (A + B)
32.1
–
100%
100%

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ENERGY AND 
EMISSIONS
Industrial companies like the Semperit Group can make an 
effective contribution to climate and environmental 
protection by making production processes as efficient as 
possible. Decisive factors include energy use and 
consumption, as well as the associated greenhouse gas 
emissions. In this regard, Semperit is focusing on 
employee training and participation to promote develop­
ments and initiate a long-term change in thinking. 
Building knowledge along the entire supply chain, consid­
ering the total cost of ownership (TCO), and raising aware­
ness are the foundation for initiating the necessary 
decarbonisation in the company.
TO SUCCESSFULLY PROMOTE 
DEVELOPMENTS AND ACHIEVE A 
LONG-TERM CHANGE IN THINKING, 
SEMPERIT IS INCREASINGLY 
FOCUSING ON EMPLOYEE TRAINING 
AND PARTICIPATION.
ENERGY 
ENERGY EXCELLENCE
Every manufacturing company strives for efficiency. 
Semperit has implemented a wide range of measures 
and activities throughout the Group to increase the effi­
ciency of production processes and reduce energy 
consumption. For example, the Group-wide “Energy 
Excellence” programme was continued in 2022, 
focusing on employee training, implementing energy 
efficiency projects in the manufacturing process, and 
measures for energy conversion or expanding renew­
able energy sources such as photovoltaic systems. As 
part of the programme, each site has the option of 
receiving energy advice provided by an independent 
consultant as well as by appropriate specialised 
companies acting as general contractors. As part of this 
programme, the “Think.Act.Save” initiative was 
launched in 2022 to raise employee awareness of ener­
gy-saving measures and projects, and to encourage 
suggestions for cost-effective and quickly imple­
mentable energy-saving measures. 
!

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As part of the training and expertise focus, 13 energy 
managers from the production sites were trained in 18 
different topics in 2022. In addition to the training 
sessions, there were numerous virtual meetings to 
share successfully implemented improvements with 
the other sites for the purpose of “best practice 
sharing”, and to learn from each other. Other examples 
include the introduction to useful energy management 
tools, such as seminars on energy management with 
software from external service providers. For the 
programme, regular discussions were held with the 
energy managers at the sites and the energy experts 
responsible for research and development to ensure 
smooth communication and a mutual flow of informa­
tion on the respective activities.
The Energy Excellence programme supports the sites 
in implementing the “30 by 2030” goals through 
targeted advice to the sites, developing technical 
projects, transferring knowledge in a structured way 
and monitoring consumption. As part of the “30 by 
2030” initiative, Semperit has set itself the goal of 
reducing energy consumption in relation to production 
volume by 30% by 2030. To achieve this goal, the 
production sites are required to increase their energy 
efficiency by 3% annually. The necessary Group-wide 
measures and activities are supported by the “Energy 
Excellence” programme.
ENERGY EXCELLENCE PROGRAMME
-3 % LESS ENERGY INTENSIT Y P.A. PER SITE
ANALY TICS & 
REPORTING
KNOWLEDGE
HUB
PROJECT 
TRACKING & 
ENERGY SAVING 
ANALYTICS
TRAINING
& EXPERTISE
INTERNAL
CONSULTANCY

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Employees’ suggestions for improvement and ideas 
for measures to increase energy efficiency are 
collected, analysed, and implemented where 
possible. The ISO 14001-certified environmental 
management system and, in particular, the ISO 
50001-certified energy management system and the 
associated Plan-Do-Check-Act cycle provide the 
scope for systematically addressing issues related to 
increasing energy efficiency. Optimisations can take 
place at various levels such as at individual 
machines, entire processes, or at the industrial 
building. The following focal points have been defined 
for this:
	
→	Efficiency enhancement through maintenance 
and repair measures
	
→Reduction of energy loss (leakages)
	
→Stabilisation of existing production processes
	
→Improvement of machine efficiencies
	
→Optimisation of production planning with few 
downtimes
Some of the activities related to these focal points, 
such as increasing efficiency in building management 
through appropriate maintenance and renovation 
measures, are considered as part of the EU taxonomy 
(see page 63 ff.).
Not least because of the current energy crisis, the 
reduction of energy consumption is consistently 
pursued. Targeted energy-saving projects were initi­
ated during the reporting period. In addition, the 
“Think.Act.Save” initiative was launched to raise 
awareness and inform employees in order to 
encourage their participation in Group-wide ener­
gy-saving measures. The Group’s HSEQ team focuses 
on promoting and supporting energy-saving projects, 
with an emphasis on immediate, low-cost measures. 
In this context, a project structure is being developed 
with the Group’s HSEQ team acting as facilitator. This 
includes creating a project overview, tracking project 
progress, holding meetings and providing advice and 
guidance on project implementation.
OVERVIEW ENERGY MIX AT THE 
SEMPERIT GROUP
Gas & 
heating 
81.04 % 
Fuel
0.24 %  
Oil
1.33 %
Electricity
17.38 %

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To correctly interpret the development of the Semperit 
Group’s total consumption, a wide variety of aspects 
must be considered. In addition to production and the 
production of the rubber compounds as the starting 
point, other factors such as test runs in material and 
product innovation, procedure and process adjustments, 
starting up the machines after shutdowns, as well as 
lighting and heating or cooling of the buildings also have 
an influence on total energy consumption. In addition, 
the product portfolio is becoming broader and the prod­
ucts themselves are becoming increasingly complex, 
which is also reflected in energy consumption. Possible 
location-specific factors or events along the value chain 
must also be considered. For example, effects such as 
pre-production or product range changes at individual 
sites may also have an impact on the Group-wide energy 
consumption.
2022
2021
2020
1,198,525
1,443,484 
1,574,923 
TOTAL ENERGY USE OF THE 
SEMPERIT GROUP (MWh)
Viewed in terms of processes, glove production in the 
Sempermed plant in Kamunting consumes the most 
energy. In total, only four plants of the Semperit Group 
are responsible for more than 94% of energy consump­
tion: those at the Kamunting, Wimpassing, Odry and 
Bełchatów sites. The other plants account for the 
remaining 6%.
VIEWED IN TERMS OF PROCESSES, 
GLOVE PRODUCTION IN THE 
SEMPERMED PLANT IN KAMUNTING 
CONSUMES THE MOST ENERGY.
Source
2022
2021
2020
Natural gas
921,276 
1,158,308
1,293,635
Liquid natural gas 
(LNG)
0
0
n.a.
Oil
15,845
6,778
7,625
Fuel consumption of 
vehicles (gasoline)
656
1,063
n.a. 
Fuel consumption of 
vehicles (diesel)
2,278
2,677 
n.a.
Fuel consumption of 
vehicles (total)*
2,934
3,740
3,982
Liquid nitrogen
1,293
1,270
1,081
Other sources 
(propane gas, etc.)
517
799
n.a.
Electricity 
consumption from 
external sources
207,571
226,083
223,098
Electricity 
consumption from 
own photovoltaic 
systems
495
n.a.
n.a.
Heating energy 
(district heating)
9,058
10,339
10,822
Steam
39,465
36,532
34,680
Heating sold
72
114
168
ENERGY CONSUMPTION OF THE 
SEMPERIT GROUP BY SOURCE (MWh)
n.a. = not applicable
*	 The values for fuel consumption by diesel and gasoline are not 
available until 2021 with the exception of the site in Nilai, Malaysia, for 
which no data is available.

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“30 BY 2030” – THE ENVIRONMENTAL 
OBJECTIVES OF THE SUSTAINABILITY 
STRATEGY 2030
The “30 by 2030” initiative of the Semperit Sustainability 
Strategy 2030 includes the objectives of decreasing the 
intensity of energy consumption, greenhouse gas emis­
sions (Scope 1 and Scope 2 emissions), waste genera­
tion and water consumption by 30% by 2030. The 
targets always refer to consumption or volume in rela­
tion to the respective production volume. For the indus­
trial segments Semperflex, Semperform, Semperseal 
and Sempertrans, the indicator refers to kilograms or 
meters of produced goods, for the medical segment 
Sempermed to the number of gloves produced.
To track the current status of targets achieved, the rele­
vant key figures for calculating targets are continuously 
collected and evaluated at the site level. This is how we 
ensure that the site-specific parameters are considered 
and, if necessary, more measures are taken. Consolida­
tion at the Group level is performed by weighting the 
respective sites, for example, according to their share 
of total energy consumption or total waste generation. 
This approach allows for a joint consolidation of the 
sites despite different units in the intensity calculation 
as well as the consideration of site-specific characteris­
tics. The Semperit sites are characterised by a high 
degree of heterogeneity. They differ greatly in size, core 
processes, and product portfolio. It can therefore be 
assumed that some sites will easily achieve the reduc­
tion goal at the beginning and then must successively 
expand their innovation performance to achieve the 
targeted reductions in subsequent years. Other sites 
will have a more difficult time, as they are already effi­
ciently aligned. For this reason, a Group-wide target 
was established to consider the site-specific factors as 
much as possible in consolidation at Group level. 
“30 BY 2030” – ENERGY
As in the first year, the Semperit Group was again able to 
exceed the reduction target of 3% in energy intensity 
per year (energy consumption per production volume 
compared to the base year 2019) in the second year: 
specific energy consumption fell by 10%4 in 2022. The 
success is based on the measures described above as 
well as the groundwork in the Energy Efficiency 
Programme.
In 2022, Semperit further improved the existing systems 
and project management tools in order to track planned 
and ongoing activities and their contribution to target 
achievement across the Group. Focused project 
management makes it possible to determine the 
current status of measures, as well as a preview of 
planned initiatives and the associated savings poten­
tial. Since 2021, Semperit has expanded the continuous 
improvement platform “Move” in such a way that it can 
also be used to record projects and activities that make 
a positive ecological contribution in the context of the 
“30 by 2030” targets – i.e., in the areas of energy, emis­
sions, waste and water. An expansion of the capex-opex 
system is currently underway to also track smaller 
projects with environmental impacts. In the tool 
“Track”, additional amendments have been made to the 
accident list for “Energy Unfriendly Act/Energy 
Unfriendly Condition” in order to also offer the possibility 
of recording energy-related observations of all 
employees. In addition, work is being done to merge 
this existing project information without redundancy to 
obtain a uniform picture of ongoing and planned 
projects across the Group.
10% 
IN 2022
OF 30% BY 2030
(kWh/production unit)

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PHOTOVOLTAIC (PV)
Around 17% of the Group’s total energy consumption is 
accounted for by the demand for electrical energy. 
Semperit intends to produce electricity – to a certain 
extent – in the future and plans to generate 2% of its 
requirements with its own PV systems, the share being 
0.24% in 2022. In 2020, the project to build a 1MWp 
photovoltaic plant for the Semperit headquarters in 
Wimpassing, Austria, laid the foundation for a signifi­
cant supply of electricity from the company’s own 
production. The 408 kWp plant installed at one of the 
Chinese sites in 2021 began generating electricity in 
2022. Consequently, the second Chinese site was also 
equipped with a photovoltaic system at the end of 2022 
and supplied with self-produced energy. The DH5 
production hall to be constructed at the Odry site in the 
Czech Republic starting in 2023 will be equipped with a 
photovoltaic system of up to 2.3 MWp. Hose production 
in this new manufacturing facility will be powered exclu­
sively by green energy, largely from the company’s own 
photovoltaic system. The installation of photovoltaic 
systems is also being considered at other Semperit 
locations. Many are in the preliminary planning phase of 
examining the stability of the roofs and other technical 
and economic aspects.
“ENERGY EXCELLENCE” 
EXAMPLE PROJECTS
At the Bełchatow site in Poland, all single screw 
extruders were replaced by twin screw extruders in 
recent years. These machines are being used for the first 
time in rubber processing. In addition, an annual energy 
saving of up to 719,710 kWh can be achieved by using 
them. The energy demand for mixing equipment is high 
compared to the other production steps, therefore it is 
crucial to invest in new energy-saving solutions.
At the Roha site in India, the existing cooling tower 
was relocated over the last year to achieve energy 
savings. This was done to bring the tower closer to the 
cooling units and other facilities, thereby reducing the 
high energy consumption for water supply and return 
to the cooling tower. The pumps used to run the plant 
were monobloc pumps with low energy-efficiency and 
high failure rates, resulting in high maintenance 
costs. The proposed system included a cooling tower 
relocated close to the cooling unit and other equip­
ment so that the supply and return of water from the 
cooling unit to the cooling tower could be achieved 
with a single new and highly efficient pump, which will 
result in a projected saving of 20% of the cooling 
tower’s Kwh demand. 
Another simple, yet effective conversion as part of 
the Energy Excellence programme was the switch 
from old, high-consumption lights to LED lighting in 
both production and office spaces at many Semperit 
Group locations.

79
78
CH4
HFCs
SF6
NF3
N2O
PFCs
CO2
Production site
Company vehicles
Electricity, steam, heat
SCOPE 1
DIRECT
UPSTREAM ACTIVITIES
DOWNSTREAM ACTIVITIES
INTERNAL COMPANY
ACTIVITIES
SCOPE 2
INDIRECT
SCOPE 3
INDIRECT
SCOPE 3
INDIRECT
Purchased goods and 
services 
Transport and distribution
(downstream)
Capital goods 
Fuel and energy-related 
emissions (not included in 
Scope 1 or 2)
Use of sold products 
Handling of sold products at 
the end of their life cycle 
Leased or rented 
property, plant and 
equipment 
Franchise
Investments
Transport and distribution 
(upstream)
Waste
Business travel
Employee 
commuting 
Leased or rented property, 
plant and equipment 
Processing of 
sold products 
OVERVIEW SCOPE 1, SCOPE 2, AND SCOPE 3
Semperit Group
Social
Governance
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GREENHOUSE GAS EMISSIONS
By 2030, the Semperit Group aims to save 30% of Scope 
1 and Scope 2 greenhouse gas emissions relative to 
production volume. In the 2022 reporting year, the 
Semperit Group was able to achieve a saving of 21%, 
thus exceeding the planned target of 3% annually (base 
year 2019) for the second year. The emissions and the 
savings target are directly related to the efficiency of 
the energy use and the energy mix.
“30 BY 2030” – EMISSIONS
In addition to clearly defined targets and corre­
sponding monitoring, Semperit must take further steps 
in emissions, which relate to Scope 3 activities. 
Semperit is continuously working on expanding the 
calculation of the product carbon footprint (PCF) to the 
entire portfolio with its own PCF calculation model in 
order to come closer to capturing the corporate 
carbon footprint. In doing so, the company gains 
knowledge that can be used to further reduce green­
house gas emissions.
SCOPE 1 AND SCOPE 2 EMISSIONS 

DIRECT EMISSIONS AND INDIRECT EMISSIONS 
FROM ENERGY PROVISION BY THIRD PARTIES
Scope 1 emissions result from a company’s direct activi­
ties, such as the combustion of fuels and combustibles. 
At Semperit, the level of Scope 1 emissions correlates 
closely with the production-specific consumption of 
primary energy. The calculation of Scope 1 emissions 
includes all greenhouse gas emissions from Semperit 
plants that are released during the combustion of 
natural gas, heating oil, coal, diesel, fuel, and liquefied 
petroleum gas. In addition, emissions caused by refrig­
erant losses from air conditioning systems are also 
included. Process emissions are insignificant and are 
therefore not included in the greenhouse gas balance.5
Scope 2 emissions arise from the consumption of 
secondary energy such as electricity, district heating, or 
steam. This energy is usually purchased from energy 
supply companies. Semperit records Scope 2 emissions 
according to the requirements of the Global Reporting 
Initiative (GRI) using two methods: location-based 
(country-specific) and market-based (provider-specific). 
National emission factors are used for sites that do not 
have country-specific information available.
SCOPE 3 

OTHER INDIRECT EMISSIONS
Scope 3 emissions are indirect emissions (Scope 3 – 
fuel- and energy-related activities proportionately) that 
occur during the extraction, production, and processing 
of the energy sources used, and emissions resulting 
from activities in upstream and downstream areas of 
the value chain. According to the GHG Protocol (Green­
house Gas Protocol), these activities are divided into 15 
categories (see table below).
The currently available data on Scope -3 emissions 
include fuel- and energy-related emissions (not included 
in Scope 1 or 2), business travel, and “transport and distri­
bution (upstream as well as downstream)”.
Emissions from the logistics sector occur upstream when 
materials are transported to the production sites, within 
the company between the sites, and downstream to the 
customer. Most transports take place via truck or rail. 
Semperit consistently works with customers and partners 
to optimise its logistics services. Data analysis provides 
additional information related to this.
21% 
IN 2022 
OF 30% BY 2030
(Scope 1 & 2/production unit)

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OVERVIEW OF THE SCOPE 3 CATEGORIES
UPSTREAM ACTIVITIES
Purchased goods and 
services 
Production or extraction, processing, and transport of purchased goods and services
Capital goods 
Production or extraction, processing, and transport of purchased capital goods (as far as 
not included in other categories)
Fuel- and energy-related 
emissions 
(not included in Scope 1 or 2)
	
→Dismantling, production, and transport of purchased energy sources and fuels 
	
→Dismantling, production, and transport of purchased energy sources and fuels used for 
generating purchased electricity and steam, as well as purchased heating and cooling. 
	
→Transmission losses during transport and distribution of purchased energy 
	
→Generating energy that is first purchased and then resold by the company concerned
Transport and distribution 
(upstream)
	
→Transport and distribution of purchased goods between suppliers (Tier 1) and company or 
between company locations in vehicles not owned or operated by the company 
	
→All transport and distribution services purchased by the company (note: inbound and 
outbound)
Waste
Handling and disposal of waste resulting from operations (at facilities not owned or 
controlled by the reporting entity)
Business travel
Business travel by employees in vehicles not owned or operated by the company
Employee commuting 
Commuting of employees between place of residence and place of work in vehicles not 
operated by the company
Leased or 
rented property, plant and 
equipment 
Operation of property, plant and equipment leased or rented by the company for business 
operations (as far as not included in Scope 1 and 2)
DOWNSTREAM ACTIVITIES
Transport and distribution
(downstream)
Transport and distribution of sold products between own facilities and customers in vehi­
cles not owned or operated by company (note: only downstream if company does not pay 
for it, otherwise upstream).
Processing of 
sold products 
Further processing of sold intermediate products by other companies
Use of sold products 
Use of the company’s sold products by end consumers
Handling of sold products at 
the end of their life cycle 
Disposal and handling of sold products (in the reporting year) at the end of their life cycle
Leased or rented property, 
plant and equipment 
Operation of buildings, machinery, and vehicles belonging to the company but leased or 
rented to external companies (as far as not included in Scope 1 and 2)
Franchise
Operation of franchise business activities in which the company acts as franchisor (as far as 
not included in Scope 1 and 2)
Investments
Business activities of investments made by company (as far as not included in Scope 1 and 2)

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PRODUCT CARBON FOOTPRINT
Semperit increasingly addresses greenhouse gas emis­
sions which are caused by individual manufactured prod­
ucts along their life cycle – the so-called product carbon 
footprint (PCF). The PCF is the most common method for 
estimating the climate impact of products along their 
value chain. It assesses emissions that occur during 
extracting and processing raw materials and during 
manufacturing intermediate products, auxiliary and 
operating materials and packaging material. In addition 
to the company’s own direct emissions, there are also 
emissions that may occur during the use phase and 
those that occur at the end of the product life cycle.
The Semperit calculation model makes it possible to 
assess the PCF either from product creation to delivery 
(“cradle to gate”) or throughout the entire life cycle. In 
2022, carbon footprints of two window seal types were 
created as a pilot project. This project was carried out by 
the Central Process Development department in the 
Research and Development division. With the support of 
external experts, the entire life cycle was modelled, from 
raw materials and mixing, moulding and vulcanisation to 
packaging. Even the so-called “end of life”, which is 
disposal after use of the product, can be depicted in the 
model. Based on this model, PCFs for Semperit products 
will be created for internal and external use in the future.
EMISSIONS FROM DUST AND 
MICROPARTICLES
Among other things, Semperit collects and evaluates 
environmental aspects that arise in the production 
process. Based on this, appropriate measures are 
taken to minimise possible negative impacts. This 
evaluation includes surveying and assessing possible 
emissions into the atmosphere, soil and water. In addi­
tion to the Group-wide objective of reducing CO2, 
complying with legal requirements and preventing 
additional emissions are indispensable and manda­
tory. Dust and other particles emitted along the 
production processes are collected, filtered and prop­
erly disposed of. Compliance with local legal require­
ments and all required limit values is monitored at site 
level internally and externally on a regular basis. The 
sites are required to report potential deviations as 
environmental incidents and must immediately initiate 
appropriate countermeasures. Corresponding internal 
guidelines regulate the uniform procedure.
2022
2021
2020
Scope 1
205,215
259,674
277,684
Scope 2**
122,948
154,785
158,587
Scope 3 (fuel and 
energy-related 
activities)
98,727
82,971
92,638
Scope 3*** 
(business travels)
5,890
1,188
2,773
Scope 3 (logistics)
83,132
82,442
80,626
GREENHOUSE GAS EMISSIONS SCOPE 
1, 2 & 3 (CO 2 eq in t)* *
The emission values of the Semperit Group were recalculated in 2022 
compared with previous years. More details can be found in the chapter 
"About the report" in the notes.
* 	 Scope 2 includes emissions for electricity according to the market-
based approach. For sites for which no corresponding conversion 
values were available, location-based factors were used according 
to the GHG protocol. The Scope 2 values according to the location-
based approach are as follows: 2020: 179,850; 2021: 183,794; 2022: 
162,893.
** 	 Scope 3 (fuel and energy-related activities): The 2022 value also 
includes the emissions from supply chain and network losses 
compared to previous years.
*** 	Scope 3 (business travels): The 2022 value includes all countries of 
the Semperit Group (except Australia) and includes air, rail, bus as 
well as car travel that did not take place with company cars. Due to 
the change in travel behaviour as a result of COVID-19, the values in 
2020 and 2021 are lower than in the previous year. The 2020 value 
includes business travel from Europe, China, the Americas, and India 
and refers to air, rail, and bus travel.
Proportion within 
the company
11% 
13%
10%
Upstream 
proportion 
41% 
42% 
47%
Downstream 
proportion
48%
45%
44%
LOCATION OF EMISSIONS CAUSED BY 
LOGISTICS SERVICES ( %)
2022
2021
2020

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RAW MATERIAL SELECTION 
AND INNOVATION
In order to ease the burden on the environment, Semperit is 
increasingly focusing on the ecological properties of the 
raw materials in its selection of raw materials and product 
development. The aim is to manufacture products of the 
highest quality while keeping the environmental impact as 
low as possible along the entire product life cycle. Semperit 
develops innovative and sustainable solutions using 
targeted efforts in research and development as well as 
close cooperation with manufacturers, suppliers and 
customers.
Semperit uses various raw materials to manufacture its 
elastomer products such as belts, hoses, gloves, and 
seals. The main components are natural and synthetic 
rubber, latex, fillers (e.g., carbon blacks), chemicals, 
and various materials to increase strength (steel, 
textile, etc.). Many of the products manufactured by 
Semperit are therefore composites which, in addition to 
the elastomer, also contain reinforcing materials such 
2022
2021
2020
Non-renewable 
materials	
194,190 
221,394 
218,324
Renewable 
materials
18,858
16,464
16,024
Total
213,048
237,858
234,348
MATERIAL USE IN THE SEMPERIT 
GROUP (t) (RAW MATERIALS AND 
REINFORCING MATERIALS)
as steel cables or wires, yarns, or fabrics. As the propor­
tion of process and packaging materials is relatively low 
in comparison to product materials, Semperit limits its 
reporting to the consumption of raw materials and rein­
forcement materials. Rubber/polymer and fillers (carbon 
blacks or light-coloured fillers) account for the largest 
share in terms of volume.

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To meet market and customer requirements, elas­
tomer materials are continuously being further devel­
oped, and new raw materials are used in addition to 
those that are already known and approved. Close 
cooperation between the purchasing, research and 
development and production departments is essential 
in procuring and testing new raw materials and inte­
grating them into production. Changing the scope as 
well as new findings must be passed on in a timely 
manner to ensure predictability along the entire value 
chain, from selecting raw materials to availability and 
materials use. In addition to many other aspects that 
need to be considered, environmental and climate 
protection issues are increasingly coming into focus.
Semperit processes a large amount of non-renewable, 
predominantly petroleum-based materials every year. 
These materials must increasingly be recycled or 
replaced by renewable and environmentally friendly 
alternatives. Many companies, especially in the chem­
ical industry, are faced with this challenge. The use of 
recycled rubber or carbon black and the recycling of 
chemicals or reinforcement materials are at the fore­
front of current discussions at Semperit. Semperit also 
uses recycled materials in the plastics sector. In 2022, 
Semperit successfully increased the shares of 
reclaimed rubber, recovered carbon black and rubber 
powder in Semperform and Semperseal products as 
part of several test projects.
The extraction of natural rubber can in turn lead to 
negative environmental impacts, such as the promotion 
of monocultures or a loss of biodiversity by using 
synthetic chemical pesticides. When purchasing these 
raw materials, Semperit ensures that the concerned 
suppliers follow the highest ecological and social 
standards. Thus, the largest share comes from small 
rubber farms or is purchased through reliable interme­
diaries.
CLOSE COOPERATION BETWEEN 
THE PURCHASING, RESEARCH AND 
DEVELOPMENT AND PRODUCTION 
DEPARTMENTS IS ESSENTIAL 
IN PROCURING AND TESTING NEW 
RAW MATERIALS AND INTEGRATING 
THEM INTO PRODUCTION.
PRODUCTION
RESEARCH AND 
DEVELOPMENT
PURCHASING

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USE OF RECYCLED MATERIALS
In principle, secondary raw materials can be used if 
allowed by the desired material and product properties 
of the end product. However, not every raw material of 
the rubber compound can be substituted by a 
secondary raw material since a change in the formula­
tion quickly affects process-related properties. 
Furnace carbon black, for example, is subject to 
standardisation. Therefore, a carbon black type from 
manufacturer A can be replaced relatively easily by 
the same type from manufacturer B without signifi­
cantly changing the process properties. For raw mate­
rials that do not comply with any standard (such as 
recycled carbon black), all subsequent process steps 
(formulations, parameters such as temperature and 
pressure, as well as machine settings) must be 
brought into line with the respective material proper­
ties. Thus, the use of secondary raw materials is still 
limited.
OVERVIEW OF SECONDARY RAW MATERIALS
 
Another challenge is the availability of secondary raw 
materials. Although the market for recycled carbon 
black has developed in recent years, it is still manage­
able and consists largely of start-ups. Another impor­
tant aspect to consider when using secondary raw 
materials is whether their use is in fact more environ­
mentally and climate friendly. Often, the processes for 
extracting the materials in question are energy-inten­
sive and additionally involve using high levels of 
chemicals. However, it is to be expected that the 
processes and technologies will become significantly 
more efficient in the coming years and that the 
eco-balance of these materials will thus also improve. 
The Semperit Group monitors these developments, 
regularly tests newly available recyclates and tries to 
build a stable supplier network as well as improve the 
technical possibilities through research and develop­
ment together with cooperation partners. 
OVERVIEW OF SECONDARY 
RAW MATERIALS
	
→Recovered carbon black (from 
pyrolysis of tyres)
	
→Reclaimed rubber (obtained 
by de-vulcanisation from old 
tyres)
	
→Reprocessed rubber 
(processed waste from 
synthetic rubber production) 
	
→Rubber powder 
	
→Zinc oxide from zinc waste
	
→Recycled polyamide
	
→Hose wire made of steel scrap

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RESEARCH AND DEVELOPMENT
The Research and Development (R&D) team of the 
Semperit Group continuously works on developing 
innovative materials and products as well as improving 
manufacturing processes. The innovation manage­
ment system implemented throughout the Group is at 
the heart of all R&D activities and includes systemati­
cally identifying potential, selecting appropriate ideas, 
risk analysis regarding the impact of products on the 
environment and people, as well as targeted project 
management. The R&D team is divided into a central 
and several decentralised units. The central unit, 
which is partly located in the R&D centre in 
Wimpassing, deals not only with basic projects, but 
also with material development and central process 
development and acts as the control function of 
Group-wide activities. The decentralised part at the 
segment level works specifically on product and 
process optimisations – often in close cooperation with 
customers – and is formed by the product and process 
development teams of the various business units. In 
addition to the headquarters in Wimpassing, Semperit 
operates seven other research sites. In addition, most 
of the production sites are accompanied by on-site 
laboratories, which on the one hand carry out the daily 
quality assurance processes and on the other hand are 
also involved in R&D activities. In addition to integrated 
and structured processes, communication between 
the various departments as well as key stakeholders 
such as customers and university research institutions 
is important.
CENTRALISED
DECENTRALISED
Basic research 
on materials
Specialisation in the product 
development
Overlap in the area of 
core processes
Communication and exchange on horizontal and vertical levels
MATERIAL DEVELOPMENT
PROCESS DEVELOPMENT
PRODUCT DEVELOPMENT
ORGANISATION OF THE RESEARCH AND DEVELOPMENT DEPARTMENT

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Further details on the strategy as well as the various 
guidelines and specifications relating to the topic of 
innovation can be found in the “Semperit Sustainability 
Innovation Policy”6, which is publicly available on the 
Semperit website.
In addition to optimising production processes, the core 
of the Semperit Group’s research and development work 
is the further and new development of products. The 
topic of resource and energy efficiency was also 
focused on in 2022. In addition to intensive work on the 
product carbon footprint model, the R&D team initiated 
a cross-departmental workshop to systematically 
develop ideas for more effective and efficient use of 
resources and to test them for their feasibility. The most 
promising approaches proposed and discussed at the 
workshop will be further elaborated and implemented.
 
Semperit relies on close cooperation with customers in 
research and development to be able to respond 
promptly to their requests and requirements in the best 
possible way and in a timely manner. In addition, the 
company is continuously working on expanding the 
product portfolio to offer environmentally friendly and 
useful products to customers. Ecological advantages 
include low materials consumption in production and 
therefore a lower weight in the application and a reduc­
tion in energy consumption in operation.
The Group is also pushing developments in the field of 
bio-based elastomers. The use of classic natural 
rubber and an artificially produced bio-based polymer 
as a substitute for the petroleum-based raw material 
is worth highlighting in this regard. But the avoidance 
or replacement of ecologically questionable or harmful 
additives is also an area of research for the Semperit 
Group. For two years, two Semperit products in the 
field of sealing profiles have been evaluated according 
to the criteria of the material health category in the 
Cradle to Cradle Certified™ product standard and 
awarded a Gold Level Material Health Certificate by the 
Cradle to Cradle Products Innovation Institute. Impor­
tant topics such as pollutant-free materials in housing 
and house construction as well as medical and indus­
trial gloves are continuously being worked on.
SEMPERIT RELIES ON CLOSE 
COOPERATION WITH CUSTOMERS IN 
RESEARCH AND DEVELOPMENT 
TO BE ABLE TO RESPOND 
PROMPTLY TO THEIR REQUESTS AND 
REQUIREMENTS IN THE BEST POSSIBLE 
WAY AND IN A TIMELY MANNER.
2022
2021
2020
> 225
> 230
> 220
EMPLOYEES IN R&D (FULL-TIME 
EQUIVALENTS)
2022
2021
2020
R&D expenses 
(EUR million)*
> 17.7
> 15.7
> 14.7
Total volume 
participation basic 
research projects 
(EUR million)
> 1.5
> 1.0
> 1.6
OVERVIEW OF MAJOR KEY FACTORS
* 	 The value of R&D expenses in 2021 was corrected from >16.1 to >15.7 
million in 2022.

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However, not only the safety and health considerations 
of the products play a role in their use, but also the 
ecological effects that may arise during the use phase 
can be reduced to some extent. These are not as 
serious with Semperit products, for example, because 
there is no significant abrasion during use, as with 
vehicle tyres. Nevertheless, as a manufacturer, 
Semperit can also adjust the environmentally friendly 
use of its products. For example, certain material prop­
erties, such as low weight, low rolling resistance, or 
high strength, can contribute to environmentally 
friendly operation or low impact in the use phase of the 
products. The “Silent Pad”, which is used in the railway 
superstructure, contributes to a reduction in noise 
emissions of approx. 3 dB when driving over the 
sleepers, thus increasing the quality of life of the local 
residents. Product durability is another decisive factor, 
which is also determined by material properties. 
Semperit relies on technologies to extend the life cycle. 
Thus, by using integrated sensors, specific data can be 
collected and used for operational optimisation. 
Extending the life cycle of medical gloves is often a 
challenge due to hygiene requirements. The product 
is classified as a disposable product, and in the 
scope of product use the focus is primarily on health 
aspects. The patients and wearers of the gloves 
should be protected from infections. But allergens 
(proteins from the natural rubber latex or fragments 
of classical accelerators) also play an important role. 
The new cross-linking system for the “Green Glove” 
does not contain any allergens and achieves similar 
results in alcohol resistance as a standard glove. 
Ensuring product safety along all processes is essen­
tial, from product development to production and 
distribution to the customer. Semperit is mindful in 
keeping the ecological impact of its products as low 
as possible. For this reason, environmentally relevant 
aspects are increasingly incorporated into research 
and development work.
CORPORATE INNOVATION 
In addition to traditional research and development work, 
Semperit increasingly focuses on implementing stand­
ardised Group-wide innovation processes and tools for 
producing ideas. The Group-wide innovation platform 
launched in 2021 was continued in 2022, filled with 
suggestions and improved. With the platform, ideas can 
be reported in the initial phase and their development 
can be monitored further down the line. This ensures that 
ideas are systematically recorded and, conversely, their 
potential is analysed and evaluated in a structured 
manner. The ideas are then evaluated and prioritised 
based on various parameters such as field of application, 
novelty, implementation timeline, and financial potential, 
as well as their contribution to Semperit’s sustainability 
goals as well as the UN Sustainable Development Goals. 
The Group Innovation Manager supports those respon­
sible in the preparation for the internal presentation 
before the Innovation Council. In this way, future activi­
ties of the Semperit Group can be explored in a targeted 
manner and the innovative strength of the company 
systematically strengthened.

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SEMPERIT PRODUCT AND PROCESS HIGHLIGHTS
PRODUCT
ECOLOGICAL OR 
SOCIAL VALUE ADDED
SEGMENT
Lead oxide reduction
Reduction of the lead oxide content in special heat-resistant belts by 50%. 
The long-term goal is to reduce the proportion of lead oxide to zero.
Circular economy
	
→Material efficiency and 
material health
Sempercord belts with increased tensile strength
Development of a special core rubber compound, characterised by 
increased resistance to mechanical tearing to extend product life in areas 
with extreme mechanical requirements.
Circular economy
	
→Service life extension
Flame retardant AS-S belts (Australian standard)
Optimisation of conveyor belts for Australian underground mines in terms 
of weight and rolling resistance. Using this combination, the energy 
requirement in the application – when transporting material – can be 
significantly reduced.
Decarbonisation
	
→Energy saving during operation
New generation of chemical hoses (industry)
The new generation of chemical hoses is designed for higher perfor­
mance and impresses with a longer service life and increased robust­
ness and flexibility. The hoses with braided inserts also meet high 
performance and safety standards as well as the step towards digitali­
sation (link to the Hose Wiki app via QR code).
Circular economy 
	
→Service life extension
	
→Digitalisation
Pore stability sponge rubber
By developing new production methods, pore stability of sponge rubber 
profiles can be decisively improved.
Optimisation of 
product properties
Climate-neutral glove for trade
The Semperit Green Glove has also been available as a “climate-neutral” 
glove for end consumers since 2021. With ClimatePartner the CO2 foot­
print of the gloves was calculated with the aim of offsetting it through 
selected projects. The Semperit Green Glove was chosen for this project 
because this type of glove is produced with reduced water consumption, 
lower CO2 emissions, and entirely without chlorine due to the production 
technology used.
Decarbonisation
Digital distribution
Distribution of digital delivery information to our customers upon delivery. 
This fully automated solution transmits all relevant product, order, and 
delivery data to the respective customer before Semperit products arrive. 
This provides a better overview with a higher level of detail information 
about the deliveries, which enables a quicker receiving process and 
improved process capability and traceability of all Semperit data. In addi­
tion, the automated transfer of information reduces process costs along 
the supply chain. Likewise, waste is reduced when cutting the hoses, as the 
individual hose lengths per bundle can be recorded in the customer’s ERP 
so that the optimal bundle length for the line requirement can be selected 
by the customer.
Digitalisation
	
→Material efficiency

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PRODUCT
ECOLOGICAL OR 
SOCIAL VALUE ADDED
SEGMENT
EDI – Electronic Data Interface
Digital connection from the ERP of large customers to Semperit. This 
results in significantly simplified processes and reduced paperwork.
Digitalisation
	
→Material efficiency
Paperless manufacturing
While revising internal processes and at the same time intensifying the 
implementation of lean thinking, the internal communication of entire 
production lines was successfully converted, and the segments 
consistently continued to pursue this goal. By digitalising the 
processes, the error rate was reduced, the speed of communication 
increased, a ”single point of truth“ was created, and at the same time 
the amount of paperwork was reduced. This measure makes a signifi­
cant contribution to quality assurance.
Digitalisation
	
→Quality assurance and 
conservation of resources
Recycling
In-house production of hose marking tape from waste used PP mandrels 
instead of buying from third party suppliers.
Circular economy
	
→Material efficiency
Photovoltaic plant
Installation of a 400 kWp photovoltaic system at the Semperit production 
site in Shanghai, China.
Decarbonisation
Optimisation of profile extrusion
Through flow simulations and new injection head technologies, it was 
possible to significantly increase the output in profile extrusion and 
reduce the specific energy input for product manufacturing.
Circular economy
	
→Material efficiency
	
→Energy efficiency
Board thickness stability
Through the intelligent application of raw material properties measured 
during compound production, a significant improvement in thickness 
variations could be achieved.
Circular economy
	
→Material efficiency
3D printers and 3D printer technology
The use of 3D printer technology has improved the flow design of the manu­
facturing tools, allowing new material combinations to be used efficiently.
Circular economy
	
→Material efficiency
Handrail automation
By automating the handrail assembly machines, a significant contribution 
could be made in resource efficiency.
Circular economy
	
→Material efficiency
Semperit Engineering Solutions digitalisation
By using digitalisation in the manufacturing process, energy efficiency 
was improved around shaping processes in product manufacturing.
Decarbonisation 
	
→Energy efficiency
Efficient waste management
By using waste compactors, the transport routes for waste disposal and 
recycling could be significantly reduced.
Decarbonisation
	
→Reduction of transport routes
In addition, Semperit implements administrative “quick 
win” improvements, such as the electronic signature of 
internal, external and inter-company contracts intro­
duced throughout the Group. By using an electronic 
instead of a physical signature, it has been possible to 
reduce not only paper consumption, but also the 
printing and mailing costs of 814 documents have been 
reduced since January 2022. The process was made 
significantly more efficient without losing security and 
legal abidingness.

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MATERIAL USE AND 
WASTE MANAGEMENT
The most efficient use of materials 
along the value chain and targeted 
waste and scrap prevention are impor­
tant control variables for sustainable 
production. In the scope of the circular 
economy, it is important to optimise 
material flows inside and outside the 
company and to recycle materials and 
products where possible and sensible. 
Systematic waste management and 
careful separation and documentation 
of the various residual and waste 
materials are a condition for this and a 
matter of course for Semperit. The 
company is tackling material use and 
waste management in several areas in 
order to move steadily towards its 
vision of “zero waste”.
Site managers, technical segment managers, and the 
Chief Operating Officer are responsible for the control of 
various production parameters. Various programmes 
and activities are used to optimise the use of materials 
and to reduce waste and scrap. Product design is 
crucial for efficient material use. However, care must be 
taken to ensure that the material and product proper­
ties (strength, load-bearing capacity, dimension, etc.) 
as well as the technological requirements of the manu­
facturing processes can be met. For years, Semperit 
has worked successively on optimising its product 
design with the aim of using less material while main­
taining the same functionality. It is important to push 
the manufacturing processes technologically to such 
an extent that as little scrap and waste as possible are 
produced, with upright manufacturing process stability 
being the basis of product quality.
IN THE SCOPE OF THE CIRCULAR 
ECONOMY, IT IS IMPORTANT TO 
OPTIMISE MATERIAL FLOWS INSIDE 
AND OUTSIDE THE COMPANY AND TO 
RECYCLE MATERIALS AND PRODUCTS 
WHERE POSSIBLE AND SENSIBLE.

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(INTERNAL) RECYCLING AND 
PRODUCT RECYCLING 
Materials that are produced as waste or scrap during 
production are internally recycled as far as technically 
possible. In the field of rubber, reuse is possible when 
no vulcanisation has taken place yet. The proportion of 
recycled volume depends on the various internal 
processes and varies accordingly. On the other hand, 
vulcanised materials are difficult to reuse due to their 
material properties. This fact distinguishes rubber 
from other materials such as steel, glass, paper, or 
cardboard, for which recycling rates are already signif­
icantly higher.
From a sustainability point of view, recycling rubber is 
desirable. Semperit therefore uses so-called 
reclaimed rubber whenever possible. The recycling of 
unvulcanised sections into the basic compound – i.e., 
internal recycling – has been established and is 
presented in more detail than in previous years in the 
waste reporting.
The research and development work of the Semperit 
Group with regard to circular economy focuses not only 
on production waste, but also on the recyclability of 
products after the use phase. Current challenges 
include the business-to-business model without direct 
contact to end consumers, product-return logistics, 
and product design and further processing of products. 
The structural deck of conveyor belts, for example, can 
be retreated in a similar way to tyres thus extending 
their service life. This is usually done on site and by 
customers themselves, as dismantling and trans­
porting the product back to the manufacturer would 
often be too costly and not environmentally friendly.
Regarding the possible recycling of products, product 
design also plays a major role. In addition to the 
rubber compound, many of the Semperit Group’s 
rubber products also contain reinforcing materials 
such as ropes, wires, fabrics and yarns. Separating 
these fractions after product use is desirable but 
challenging. In principle, it is also necessary to 
consider the logistical challenges for the environ­
ment in recirculating discarded rubber products. 
Semperit considers it necessary to develop new recy­
cling service models in order to meet the require­
ments of the circular economy.
2022
2021
2020
2.5
3.1
2.9
PERCENTAGE OF RECYCLED SOURCE 
MATERIALS (RAW MATERIALS AND 
REINFORCING MATERIALS)

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WASTE MANAGEMENT
Waste management is part of the Group-wide environ­
mental management system, which is certified 
according to ISO 14001 and is an important element of 
the issue-specific due diligence process. All relevant 
waste and scrap key figures are continuously collected 
and are reflected in monthly production reports. The 
decision-makers analyse the data and derive improve­
ment measures. This also includes waste generated, 
for example, by test runs during the development of 
new materials or products. All waste leaving the 
factory premises is collected by certified and approved 
waste disposal companies and properly recycled. The 
waste reporting system existing since 2021 has been 
detailed, and the frequency of data collection has 
been increased. Now monthly collection and filing of 
waste data are the norm. In 2022, another focus was 
on ensuring data quality and the systematic exchange 
of information with the production sites. This made it 
possible to identify trends in the waste data and derive 
optimisation measures.
The production sites Rivalit (Germany), Sempertrans 
Maintenance France Nord (France), Newnan (USA) and 
M+R Dichtungstechnik (Germany), which are not yet 
fully integrated into the environmental data manage­
ment scope, will gradually be integrated into waste 
reporting starting in 2023 (for further information on 
the consolidation framework in the area of environ­
ment, see page 53 ff. and Appendix).
2022
2021
2020
Chemicals 
310
77
–
Hazardous rubber 
waste
301
394
–
Other hazardous 
waste (oil, liquids, 
etc.)
3,609
3,240
–
Total hazardous 
waste
4,220
3,711
4,227
Non-hazardous 
rubber waste – 
disposed
7,422
7,010
–
Non-hazardous 
rubber waste – 
recycled
3,951
3,852
–
Paper and cardboard 
– disposed
85
147
–
Paper and cardboard 
– recycled
892
747
–
Plastics and foils – 
disposed
595
783
–
Plastic and foils – 
recycled
1,105
980
–
Metal – disposed 
39
31
–
Metal – recycled 
1,189
962
–
Wood – disposed 
26
38
–
Wood – recycled 
1,206
1,238
–
Residual waste – 
disposed
767
1,364
–
Residual waste – 
recycled
473
90
–
Other non-hazardous 
waste – disposed
2,198
2,697
–
Other non-hazardous 
waste – recycled
142
32
–
Total non-
hazardous waste
20,090
19,971
19,146
Waste due to one-off 
incidents
231
15
1,024
Total hazardous 
waste – recycled
0 
0%
0 
0%
–
Total hazardous 
waste – disposed
4,220
100%
3,711 
100%
–
Total non-hazardous 
waste – recycled
8,958
45%
7,901 
40%
–
Total non-hazardous 
waste – disposed
11,132 
55% 
12,085 
60%
–
TOTAL VOLUME OF WASTE (t) *
*	 No data is available for the Nilai, Malaysia site for 2020. Data 
collection first started in 2021 and only includes residual waste for 
the time being. In 2022, all waste categories were reported.

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The more detailed waste reporting system is also 
intended to make the internal recycling of rubber 
waste visible and to initiate an internal knowledge 
transfer. In the 2022 reporting year, a first pilot 
project was launched to systematically exchange 
best practices regarding waste management 
between sites. Practical results included the switch 
from containers to waste compactors or the new 
waste separation in two departments at the 
Bełchatów site. The pilot project will continue in 2023 
and serve as a best practice example within the 
production network.
Semperit also tries to find new solutions for product 
and transport packaging together with its customers. 
Customers’ specifications regarding packaging size 
and type are challenging. Semperit tries to use as 
little and as environmentally friendly packaging as 
possible. Semperit can only exert a limited influence 
on packaging that is produced during raw material 
delivery, but it is in any case separated, collected and 
disposed of properly.
1% 
IN 2022 
OF 30% BY 2030
(t/production unit)
„30 BY 2030“ – WASTE
By 2030, the Group aims to save 30% of waste per 
production volume. In the 2022 reporting year, the 
Semperit Group was not able to achieve the annual 
objective of 3% savings with regard to waste. Although 
savings of 4.7% were achieved in the first half of the 
year, the annual objective was missed by 3.9% in 2022 
due to decreasing production output in the second half 
of the year, which was caused by the sharp decline in 
demand in the Sempermed segment. As production 
output decreases, the volume of waste usually 
increases. The measures that are taken to achieve the 
goals vary from segment to segment and are accompa­
nied by process adjustments and quality criteria as well 
as a corresponding innovation performance. The moni­
toring of waste reduction targets will be further devel­
oped in the 2023 reporting year, with a focus on 
establishing the reporting and information system.

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In view of the importance of water for life on earth, 
Semperit is committed to the careful use of this valuable 
resource. Access to safe and clean drinking water is essen­
tial for human well-being and is considered a fundamental 
human right by the United Nations. However, global fresh­
water reserves are under pressure. Careful and economical 
use of water is urgently required. Semperit lives up to this 
responsibility by recycling water wherever possible and 
thus using it efficiently. In 2022, this important future topic 
was classified as material for Semperit, and the first 
preparatory steps for the expansion of reporting according 
to GRI 303 were taken.
WATER
CAREFUL AND ECONOMICAL USE 
OF WATER IS URGENTLY REQUIRED. 
SEMPERIT LIVES UP TO THIS 
RESPONSIBILITY BY RECYCLING WATER 
WHEREVER POSSIBLE AND THUS USING 
IT EFFICIENTLY.
Particularly in the production process, but also at the 
non-production sites, attention is paid to efficient and 
economical water use. Water procurement is in line with 
the respective local legal requirements. Most of 
Semperit’s production processes use comparatively 
little water because it is not a component of the prod­
ucts. Water use in production is limited to cleaning 
products in the production process, cleaning machinery 
and equipment, and supplying and removing process 
energy (process heating and cooling).

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The highest specific water consumption by segment is 
recorded by Sempermed (discontinued operations). 
Glove production uses water to flush out proteins and 
chemicals to prevent allergic reactions among other 
things. The waste water produced during glove 
production is treated in Semperit’s own waste water 
treatment plants according to local regulations while 
the relevant limit values are consistently checked 
using laboratory analyses. 
Waste water generated at Semperit sites is treated in 
accordance with local legal requirements or discharged 
directly into the public sewer system. Semperit has 
developed Group-wide action plans to prevent and 
remedy incidents that could lead to exceeding limit 
value in the wastewater sector. The action plans take 
into account local legal requirements for waste water 
management and monitoring. In addition, a Group-wide 
internal reporting system is used to also report and 
document water- and waste water-related environ­
mental incidents. Within the framework of HSE manage­
ment, a systematic determination of causes and the 
correction of deficiencies is ensured.
Best practices are shared and synergies in action 
plans are achieved through exchange on preventive 
measures across sites. To minimise the likelihood of 
an environmental incident, SOPs (standard operating 
procedures) have been developed to define the safe 
and reliable operation of the production and water 
treatment facilities. Internal quality management 
ensures that these documents are kept up to date, 
reviewed and audited.
Semperit only uses fresh water. The fresh water with­
drawal is measured with meters and continuously 
monitored. No areas characterised by water stress 
are currently affected by water withdrawal. In 
connection with climate change, this could change in 
the medium to long term and the water supply from 
surface waters and groundwater could become more 
difficult. This makes it all the more important for 
Semperit to take further measures to save water and 
use it most efficiently.
2022
2021
2020
  Ground water
2.9
38.0 %
3.0
34.7 %
3.0
 29.9 %
  Surface water
0.1
0.7 %
0.1
0.6 %
0.0
0.4 %
  Water from 
third-party providers
4.7
61.3 %
5.5
 64.7 %
6.9
69.7 %
Total water with­
drawal (m3 million)
7.7
8.6
9.9
WATER WITHDRAWAL BY SOURCE (%)
34.7 %
64.7 %
0.6 %
2021
38.0 %
61.3 %
0.7 %
29.9 %
69.7 %
0.4 %
2020
2022

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In the expansion of one of the world’s largest production 
facilities for industrial and hydraulic hoses in Odry 
planned for the coming years, Semperit is paying 
particular attention to sustainability criteria and a high 
degree of automation. Optimised flows of goods will 
enable shorter throughput times. Total water consump­
tion in Odry will fall by around 30% after the new hall 
goes into operation in 2025 – regardless of the capacity 
expansion – and will contribute to the achievement of 
the Semperit Group’s water target.
„30 BY 2030“ – WATER
 
In the 2022 reporting year, the Semperit Group was 
able to achieve a reduction of 8% in water withdrawal 
per production volume, thus exceeding the annual 
savings target of 3% (base year 2019).
The measures taken to achieve the goals vary from 
segment to segment and are accompanied by process 
adjustments as well as corresponding innovation 
performance. The largest water withdrawal in the 
Semperit Group in 2022 took place at the largest 
production sites (Kamunting in Malaysia 59%, 
Wimpassing in Austria 32%, Odry in the Czech Republic 
3%, Bełchatów in Poland 1%), with the Medical Sector 
being the most water-intensive area. The remaining 
sites accounted for the remaining 5% of Semperit-wide 
water withdrawal. 
8% 
IN 2022
OF 30% BY 2030
(m3/production unit)
Currently, not enough information is available on water 
discharge and thus on the calculation of the actual 
water consumption. Water consumption is the amount 
of water withdrawn minus the water returned. Water 
withdrawal is the amount of water withdrawn by 
Semperit from various sources. Semperit plans to 
deepen data management and reporting with regard to 
actual water consumption in 2023 in order to be able 
to place a further focus on actual water consumption 
within production in addition to water withdrawal. An 
in-depth study of water consumption at the 
Sempermed site in Kamunting was carried out for the 
2022 reporting year, making it possible to break down 
water consumption and draw up a plan for reduction. 
Initial projects to reduce water losses are planned for 
2023, although these will be revised next year due to 
the sale of the medical segment.

€
Health protection and occupational safety
100
Diversity and inclusion
110
Human rights and social standards
118
SOCIAL 
98
98
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The past years – impacted as they were by the COVID-19 pandemic, 
global economic policy uncertainties, turmoil in financial markets and 
supply chains around the world – have shown the importance of 
social cohesion as well as that of the corresponding structures that 
support this cohesion. Activities and measures involving issues like 
inclusion, health protection, securing jobs, and flexible work are 
creating both individual benefits and social value. Semperit takes 
care to create a safe environment that fosters respect and sustain­
able relationships between employees and with stakeholders. This 
strengthens social capital – an important intangible asset for any 
company.
Semperit looks back on a long corporate history and 
employs more than 6,500 people. With each new 
employee who begins working at Semperit, the respon­
sibility of Semperit as an employer grows. The company 
must ensure that employees can do their jobs in a 
healthy and safe way at all times during the workday. 
This includes consistent accident prevention, providing 
personal protective equipment, and having the option 
of working from home. Active efforts for diversity in the 
workforce, inclusion of people with disabilities, and 
safeguarding high social standards are of value to 
society and also enhance the attractiveness of 
Semperit as an employer for existing and future skilled 
employees. Voluntary social benefits and development 
opportunities also help to ensure that employees 
remain loyal to the company and that new employees 
can be attracted.
Together with the clear targets contained in the 
Sustainability Strategy 2030, values and binding poli­
cies form the basis for fulfilling the company’s social 
and societal responsibility. The Semperit Code of 
Conduct was updated and newly communicated in 
2022 with this in mind. The Code of Conduct is available 
to the public on the Semperit website and on the 
intranet and is a part of the onboarding process. The 
content is also taught in online training courses.

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HEALTH PROTECTION AND 
OCCUPATIONAL SAFETY
A key responsibility of the Semperit Group is to create a 
working environment that preserves the individual health 
and working capacity of everyone who works in Semperit's 
operations or on its premises. In this context, the preven­
tion of occupational accidents is particularly important. 
In order to fulfil this responsibility, Semperit has imple­
mented a health and safety management system in 
accordance with ISO 45001 (health and safety at work), 
which is continuously being further developed. The 
topics of health protection and occupational safety 
are consolidated organisationally with environment 
and quality within HSEQ (Health, Safety, Environment & 
Quality). The HSEQ Policy, which is publicly available on 
the Semperit website, sets out the Group-wide expec­
tations and principles related to these topics. Respon­
sibility for health and safety is defined at each 
location. These persons serve as contacts for local 
and Group-wide interested parties and make a valu­
able contribution to ensuring compliance with regard 
to local legislation, occupational health and safety 
standards (ISO 45001) and Group-wide guidelines. The 
local HSE officers report to the Director of HSEQ, who in 
turn reports to the Executive Board at monthly meet­
ings. This ensures that the effectiveness of the 
management system and that of the associated 
processes and measures are continuously monitored 
and safeguarded from the highest level. To ensure 
long-term support for occupational safety and health 
protection, HSEQ key figures are recorded, and target 
agreements are reached with management. This 
procedure was started in 2020, further expanded in 
2021 and can be considered established for the 
reporting year 2022.
In accordance with the Austrian Employee Protection 
Act (ArbeitnehmerInnenschutzgesetz), there is an occu­
pational health and safety organisation at all Austrian 
locations, which is staffed by members of the works 
council, employer representatives, company physi­
cians, and specialists for occupational safety as well as 
safety officers. These organisations are involved in the 
further development and evaluation of the manage­
ment system through regular consultation meetings. 
Semperit has also set up adequate occupational health 
and safety organisations at its locations outside of 
Austria that comply with the relevant regulations.

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Company fire brigades are operated at the production 
sites in Wimpassing, Kamunting, Odry and Bełchatów. 
The firefighters perform their duties both on a voluntary 
and full-time basis. The commitment is appreciated and 
supported by the local management.
Successful health and safety cannot be prescribed and 
therefore employee participation and involvement are 
crucial to successfully anchor measures in day-to-day 
business. Communicating and visualising progress and 
measuring participation rates in the various 
programmes and activities support high levels of 
employee involvement.
The COVID-19 pandemic continues to influence the 
operations of the Semperit Group. In 2022, the third 
pandemic year, Semperit continued its risk-averse 
pandemic strategy for the time being in order to avoid 
infection at the workplace and to maintain operations. 
In the course of the year, some of our location coun­
tries in Europe and the USA significantly relaxed the 
COVID-19 measures. However, Semperit has main­
tained preventive measures in these countries as well, 
such as vaccination campaigns, options for remote 
work and testing recommendations prior to company 
events and meetings.
GROUP-WIDE 
MANAGEMENT SYSTEM
The health and safety management system, which is 
certified in accordance with ISO 45001, is incorporated 
into the integrated management system (Semperit 
Combined Management System) and maps the Group-
wide goals, processes and work instructions for health 
and safety topics. This system covers the entire group of 
companies. Only the Newnan (USA),  (Germany), Seligen­
stadt (Germany) and Sempertrans France Maintenance 
Nord (France) sites are still in the integration phase.
The safety management system covers not only 
employees and temporary workers, but also all external 
companies (including subcontractors) that work at 
Semperit locations and over whose work and workplace 
Semperit exercises sole or joint control with other 
organisations. As part of the Group-wide management 
system, potential hazards and risks are systematically 
collected and regularly evaluated (due diligence). All 
Semperit Group locations integrated into the Combined 
Management System are reviewed to determine 
whether the standards of the respective implemented 
management systems are being met and the associ­
ated targets and objectives are being achieved.
COO
DIRECTOR OF HSEQ
Reports monthly to the Executive Board
LOCAL HSE MANAGER
LOCAL HSE MANAGER
LOCAL HSE MANAGER
OVERVIEW OF EMBEDDING OF HSEQ TOPICS

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HAZARD IDENTIFICATION AND 
RISK ASSESSMENT
To minimise occupational accidents and diseases, all 
sites are obliged to conduct continuous risk identification 
and assessment. The method is based on those stand­
ards that are defined in the Group-wide quality procedure 
and correspond to the local legal requirements. 
All relevant and affected employees (staff, temporary 
workers and contractors) are involved in hazard identi­
fication, risk assessment and the definition of meas­
ures in order to enable comprehensive risk and 
measure identification.
Risk assessment at the workplace is carried out by 
prevention specialists, i.e., the safety specialist and 
the company doctor, and an evaluation of the work­
place is made jointly. The doctor’s assessment is 
given special weight in the ergonomic design of the 
workplace, in repetitive work processes or in work­
places with increased stress. Together with the 
department, the measures to avoid hazards are 
agreed upon in order to take into account the pyramid 
of measures on the one hand and to adequately 
involve the employees on the other hand.
In addition to the standardised and regularly 
performed hazard and risk evaluation, there are many 
ways to report unsafe conditions or actions. As a 
general rule, all employees can and should be aware 
of unsafe acts at any time and in any place and leave 
the danger zone. When an unknown source of danger 
is identified in the workplace – this may be through 
observation of an unsafe condition or unsafe action – 
the emerging risk must be assessed by an assessment 
team and the risk assessment must be updated. This 
can be done directly by reporting to the respective 
supervisor(s) or as part of shift handovers. However, 
reports can also be filed directly via Semperit’s own 
Track database. Semperit also offers the option of 
submitting anonymous reports. This can be done via 
the SemperLine whistleblower platform, or a whistle­
blower mailbox set up specifically for this purpose. All 
reports received are reviewed and processed in a 
structured manner by the HSE team at the site level 
with the support of the Group HSE team, if required.
	
→Definition of “unsafe condition“: “Unsafe condi­
tion" refers to the physical condition of the worksta­
tion (building, machinery, process) that could 
potentially cause injury to workers or property 
damage. This includes, for example, defective 
plants, machinery, tools, equipment and vehicles or 
the malfunction of safety protection devices.
	
→Definition of “unsafe action“: An "unsafe action" is 
the performance of a task or activity in a manner 
that may endanger the health and safety of persons 
or result in property damage. This includes, for 
example, operating equipment without qualification 
or authorisation, failing to use or improperly using 
personal protective equipment, or failing to follow 
defined safe work procedures. 
Classification and documentation of occupational 
accidents are carried out according to a Group-wide 
system. The degree of injury, the body part and the 
associated treatment measures are recorded and 
documented. The most frequent injuries within the 
Semperit Group involve puncture wounds and cut inju­
ries to the hands. These are caused by the numerous 
cutting operations and the use of manual cutting tools 
in Semperit’s production area. In order to increase the 
safety level of operations and reduce the hazards of 
work activities when using various machines and tools, 
each location has developed a plant-specific 
programme. In 2022, the efforts from the previous year 
were continued and supplemented with a focus on 
technical machine safety, cut-resistant work clothing 
and standardisation of knives and gloves.

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SUBCONTRACTORS
In order to ensure that employees of external compa­
nies working at Semperit’s plant premises also perform 
their work safely, they are integrated into the occupa­
tional safety management system. All safety-related 
information, requirements and approvals are commu­
nicated to employees of external companies both 
verbally and in writing before they begin their work. As 
part of audits (Gemba, PPSA) and plant tours, health 
and safety aspects relevant to the agreed activities 
are analysed and checked. If deviations are identified, 
it is important for Semperit to discuss these in a safety 
meeting and implement measures to reduce or elimi­
nate the risk. In 2022, a focus was also placed on the 
work approval processes and contractor supervision, 
which led to an improvement in safety standards and 
quality of the service provided. In addition, coordina­
tion between contractor activities and internal produc­
tion processes was improved, reducing risks of failure 
and downtime costs.
AWARENESS, TRAINING AND 
DOCUMENTATION 
Training and workshops as well as visibly labelling 
potential sources of danger are important measures to 
prevent accidents and injuries. In order to reach all 
employees as fully as possible and to ensure good 
understanding of what is being communicated, 
employee instructions and operational procedures on 
health and safety are offered in various languages – in 
line with the diversity of languages spoken by 
employees. At some plants, training is held in specially 
equipped rooms (Dojo/Safety Centre). Practical exer­
cises take place there with the active involvement of 
the employees.
In addition to various measures for accident and injury 
prevention, it is important to ensure complete docu­
mentation of all incidents (accidents, near-accidents 
and unsafe actions and conditions). With the help of 
knowledge transfer, awareness raising, documentation 
and analysis of accidents as well as the dissemination 
of the lessons learned, a change in thinking and thus a 
longer-term change in behaviour can be achieved.
Along with general training and instructions for 
employees relating to equipment, operating specific 
programmes and machines, and other measures to 
minimise health risks at work, Semperit offers a range 
of other services to promote health and safety:
	
→Noise: Employees whose workstation is located in 
designated noise areas undergo special suitability 
and follow-up examinations. These regular exami­
nations are performed annually and in addition are 
supported by direct examinations at the workstation 
by supervisors. The workstation as such is also eval­
uated in order to implement targeted technical opti­
misations and to optimise the work environment.
	
→Stress: Stress levels are part of the broad-based 
evaluation of hazards. At the Wimpassing and 
Vienna sites, employees can take advantage of 
psychosocial services in the form of a hotline and 
attend virtual lectures on mental health and stress 
resilience.
TRAINING AND WORKSHOPS AS WELL 
AS VISIBLY LABELLING POTENTIAL 
SOURCES OF DANGER ARE 
IMPORTANT MEASURES TO PREVENT 
ACCIDENTS AND INJURIES.
!

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→Knowledge transfer: If employees have any health 
questions or problems, they can contact company 
doctors at any time. In addition, Semperit offers 
courses and other services that help promote the 
health of employees and enable them to learn 
more about health and occupational safety and to 
be able to perform their work in a safer and 
healthier way over the long term. After the restric­
tive COVID-19 prevention measures only allowed 
limited access to personal knowledge transfer and 
exchange in the previous two years, relaxed regu­
lations made it possible to resume large parts of 
this transfer in 2022.

The benefits described above are aimed at both white-
collar and blue-collar employees and are specifically 
tailored to the job and area of work. Employee partici­
pation and information was also an important topic in 
the reporting year 2022. Custom-tailored campaigns 
with suitable targets and actions were developed for the 
largest locations. The increasing recording of near-acci­
dents and unsafe conditions and actions is an indicator 
that the initiatives are working and that awareness and 
active participation of employees in preventing acci­
dents has increased.
Optimising accident reporting and disseminating 
lessons learned requires an adequate infrastructure. 
The TRACK database introduced in 2018 can be consid­
ered established in 2022. With the help of this database, 
activities and measures can be reported, controlled, 
shared, and tracked in a structured manner. In addition, 
internal communication was intensified across all 
organisational areas, from the Executive Board to risk 
management. Communication across all areas achieves 
broad participation and ensures that the necessary 
measures are implemented and scalable to other sites.
HEALTH PROTECTION 
The prevention specialists report to the Director of 
HSEQ & ESG on technical matters. Depending on the 
local organisation, the exchange of content and 
framework takes place via the HSE coordinator 
network. In terms of discipline, the prevention special­
ists report to the local managing directors, whereby 
the organisation depends on the size of the site, the 
number of employees and the legal framework.
The activities and scope are usually coordinated with 
and supported by the local management. Care is taken 
to ensure that all employees have access to the 
corporate medical service.
It goes without saying that Semperit communicates 
occupational and health risks and mitigation meas­
ures, offers regular health check-ups, and complies 
with the prescribed rest periods and legal require­
ments, especially with regard to shift work. It is also a 
matter of course for Semperit to ensure that the facili­
ties, machines, equipment and tools which its 
employees use every day are safe. Where personal 
protective equipment is required, it is made available 
to employees and they are encouraged to use it.
In 2022, the Wimpassing site focused on ergonomic work 
in Mixing and piloted the use of exoskeletons. At the 
Wimpassing and Bełchatów sites, Semperit also gained 
initial experience with the use of upper body stabilising 
belts. The experiences were initially disseminated within 
Mixing and attempts were made to apply similar solu­
tions. Subsequently, the findings were passed on to all 
sites as part of technical communication.
Technical improvements to machinery, equipment and 
processes were continued in order to reduce the expo­
sure of employees to harmful emissions. 
Semperit’s concern for the health of its own employees 
and temporary workers is also reflected in the wide 
range of health-oriented services offered, including 
ergonomics, nutrition and psychosocial health care.

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In recent years, company doctors have primarily dealt 
with the issue of COVID-19, although the extent is slowly 
decreasing. For this reason, they are now increasingly 
focussing on prevention issues again. The results are 
discussed either in the respective health and safety 
committee meetings or in their equivalents, to which 
the employees are invited.
COVID-19-RELATED RISK MANAGEMENT 
& SITUATION MONITORING
Semperit continued its “Better safe than sorry” informa­
tion and vaccination campaign in 2022 to raise aware­
ness for this issue among employees. It can be 
observed that in many countries infections and 
illnesses have reached a manageable level even with 
relaxed or largely lifted measures. Semperit continues 
to observe this development and, in accordance with 
the principle of “Better safe than sorry”, continues to 
take a number of measures that have been introduced 
to protect employees and maintain operations. Remote 
work, working from home, psychological counselling 
and certain health and hygiene measures have estab­
lished themselves as a sensible standard even in the 
absence of acute danger.
Semperit’s risk management is carried out at Group 
level and also includes health and safety risks. In recent 
years, the COVID-19 pandemic in particular has posed 
significant risks. Semperit has adopted a risk-averse, 
preventive approach in this regard in order to protect its 
employees and ensure smooth operations. The greatest 
risk in connection with the COVID-19 pandemic 
continues to be the officially imposed shutdown of 
operations, but also the reduction of production 
capacity due to labour shortages (quarantine or sick 
leave). As the official requirements for combating the 
pandemic already varied greatly in the countries where 
Semperit operates locations, the responsibility for 
Semperit’s operational COVID-19 management was 
largely transferred to the individual locations. The HSEQ 
team manages and coordinates the remaining Group-
wide measures and the accompanying communication 
and supports the locations with expert knowledge. Situ­
ation monitoring is carried out at Group level. It includes 
the tracking of medical progress, governmental 
COVID-19 measures in the site countries as well as quar­
antine and sickness reports at the sites.
Work from anywhere/remote work & leave of absence: 
Employees whose job duties permit them to work from 
home still have the option to do so. Employees with cold 
symptoms or asymptomatic COVID-19 infections are 
asked to work from home. Employees with a positive 
COVID-19 test result are asked not to enter Semperit 
locations. If this makes it impossible for them to 
perform their work, Semperit voluntarily offers them 
leave of absence. Employees with a positive COVID-19 
test result are asked not to enter the Semperit sites.
Protective equipment: Semperit has always focused on 
the wearing of personal protective equipment 
depending on the activity and workplace. This require­
ment remains in place, while FFP2 masks will continue 
to be provided on request.
Implementation of information campaigns – “Better 
safe than sorry”: To ensure safe interaction, it is impor­
tant not only to define appropriate rules but also to 
communicate them to the specific target groups. This 
was successfully achieved with the help of numerous 
communication measures, including virtual information 
meetings, digital mailings, videos, or notices in the 
offices and production sites. In addition, the lock screen 
of the computers was adapted in Q1 to promote aware­
ness of this initiative. The content of the campaigns was 
based on regional and thematic urgencies and included 
topics such as hygiene measures, protective vaccina­
tions, and travel activities.
Shutdowns: In 2022, plant operations at two Semperit 
plants in China had to be temporarily shut down due to 
national requirements. 
Vaccination programme: To achieve the highest 
possible COVID-19 vaccination rate in the workforce, 
Semperit continued to carry out educational efforts 
and create a low-barrier offer of protective vaccina­
tions in 2022.
Psychological counselling service: The COVID-19 crisis 
has also been a psychological strain for many people. 
Employees of Semperit in Austria can anonymously 
contact an external psychological counselling service 
when needed. The costs are paid by the company.

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FIRE PROTECTION
The work tasks of the fire protection department are 
divided between the Maintenance & Engineering depart­
ment, which is responsible for fire prevention at plants 
and buildings, and the Operational Risk Management 
department, which takes care of the contact with the 
insurance companies. The topic of fire protection is of 
high importance for occupational health and safety and 
for other areas with which there are points of contact, 
where the HSEQ department supports with its expertise.
ZERO-ACCIDENT POLICY
Semperit has pursued the goal of a zero-accident policy 
for some years now and has already achieved signifi­
cant progress. In recent years, the number of acci­
dent-related days of absence has been held at a 
consistently low level. In addition, there have been no 
fatal occupational accidents for several years. In 2022, 
there was one serious accident. The accident investiga­
tion was carried out properly and the result was 
published within the Group. The accident is related to 
the operation of a testing machine. The Group HSEQ 
team, together with the machine manufacturer, the 
in-house technician and the local HSE team, analysed 
the circumstances and cause of the accident in detail 
and developed a systemic solution to minimise the risk 
of another such accident.
2022
2021
2020
Rate of work-related 
accidents
3.3
2.7
4.6
TOTAL OCCUPATIONAL ACCIDENT RATE
(EMPLOYEES AND CONTINGENT 
WORKERS IN%)
EXIT
DEVELOPMENT OF THE 
ACCIDENT RATE  ( %)
2017
5%
0%
10%
2018
2019
2020
2021
2022
The rate of occupational accidents includes serious accidents, lost time 
accidents, accidents with medical treatment and refers to 1,000,000 
working hours. Based on 200,000 hours, the occupational accident rate 
is: 2022: 0.7, 2021: 0.5, 2020: 0.9.

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2022
2021
2020
Number of fatalities due to 
occupational accidents
0
0
0
Number of serious 
work-related Injuries 
(without deaths)
1
1
0
Number of accidents
with sick leave
14
20
23
OVERVIEW OF KEY FIGURES FOR 
EMPLOYEES
2022
2021
2020
Number of fatalities due to 
occupational accidents
0
0
0
Number of serious 
work-related Injuries 
(without deaths)
0
1
0
Number of accidents
with sick leave
2
1
2
OVERVIEW OF KEY FIGURES FOR 
CONTINGENT WORKERS
2022
2021
2020
Number of fatalities due to 
occupational accidents
0
0
0
Number of serious 
work-related Injuries 
(without deaths)
0
0
0
Number of accidents
with sick leave
0
2
1
OVERVIEW OF KEY FIGURES FOR 
THIRD-PARTY PROVIDERS AND SIMILAR
2022
2021
2020
Rate of accidents at work 
with severe work-related 
injuries (without fatalities)
0.2
0.1
0
Number of working hours 
(million hours)
16.8
17.5
17.9
Rate of the recorded
work-related injuries 
(based on million hours)
3.3
2.7
4.6
TOTAL OCCUPATIONAL ACCIDENT RATE 
(EMPLOYEES AND CONTINGENT WORKERS)
2022
2021
2020
EMPLOYEES
Rate of accidents at work 
with severe work-related 
injuries (without fatalities)
0.1
0.1
0
Number of working hours 
(million hours)
15.1
16.8
17.2
Rate of the recorded
work-related injuries 
(based on million hours)
3.2
2.6
4.4
CONTINGENT WORKERS
Rate of accidents at work 
with severe work-related 
injuries (without fatalities)
0
1.2
0
Number of working hours 
(million hours)***
1.7
0.9
0.7 
Rate of the recorded
work-related injuries 
(based on million hours)
4.7
5.8
10.0 
RATES OF WORK-RELATED 
ACCIDENTS BY EMPLOYEE CATEGORY
Documentation of accidents: All accidents are documented – including 
those occurring during travel to and from work or during business 
trips – regardless of whether they involve a permanent employee 
of the company or a contingent worker. The relevant factor for the 
documentation of the accident is whether it occurred within Semperit’s 
sphere of influence. Accidents are classified into the following types: 
fatal accident, serious accident (injuries that result in a hospital stay 
of more than 24 hours of treatment), occupational accident with sick 
leave, first aid administered (excluding sick leave), near-accident, 
unsafe condition, and unsafe action.
2022
2021
2020
Total number of accidents
58
50
83
Number of fatal accidents
0
0
0
Number of serious 
accidents
1
2
0
Number of accidents 
with sick leave
16
23
26
Number of medical
treatments
41
25
57
Total working days lost**
655
1,261
818
Number of near accidents
501
511
469
Unsafe conditions
17,170
18,709
16,254
Unsafe actions
26,877
26,486
25,251
OVERVIEW OF KEY FIGURES

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“HEALTH AND SAFET Y ” TARGET 
IN THE CONTEXT OF THE 
SUSTAINABILIT Y STRATEGY 2030 
The Sustainability Strategy 2030, which was introduced 
in 2021, includes the quantitative target in the area of 
health and safety of reducing the Group-wide incident 
rate by 8% annually. This is to be achieved by consist­
ently continuing the activities described above. This is 
an ambitious target, as Semperit’s accident rate is 
already well below the industry average. In 2022, the 
agreed targets were achieved. In the 2022 reporting 
year, the occupational accident rate deteriorated by 
22% due to the increase in accidents with medical 
treatment. Semperit will gradually increase its focus on 
the zero-accident policy and preventive measures in 
2023 in order to improve workplace safety again.
CAREER PLANNING 
A wide range of development opportunities and struc­
tured career planning enables employees to pursue 
their individual career paths within the company. Within 
the framework of the annual employee performance 
reviews, the focal points for personal development and 
training, in addition to the annual targets, are discussed 
and evaluated in retrospect together with the supervisor 
and set for the next year. These agreements are 
recorded using the HR (human resources) software 
SuccessFactors. Semperit strives to create a working 
environment that supports employees in taking charge 
of their own issues and continuously improving their 
skills in order to perform well and achieve their indi­
vidual short- and long-term career goals.
The annual employee performance reviews between 
managers and employees aim, among other things, at 
identifying and jointly planning the next possible career 
steps. These range from improving skills to a different 
attractive position and an optional transfer to another 
country within the Semperit Group. In addition, Semperit 
offers various development opportunities and 
programmes for specialists, managers and newcomers 
from all age groups. The annual performance review of 
employees also takes place as part of the employee 
appraisal process. The following instruments support 
the career development processes.
22% 
Deterioration of the incident rate
People Days: During the People Days, performance 
appraisals are calibrated across divisions and depart­
ments, and possible development measures and career 
steps for employees are discussed and agreed upon. In 
addition, there are discussions on which internal candi­
dates are suitable for key positions or specific project 
tasks and how they can best be prepared for them.
Technical development pathway: This programme 
aims to broaden the expertise of technical experts by 
giving them the opportunity to move to another 
specialist field for a specific project and for a specific 
period of time.
Graduate Trainee Programme: In this programme, 
Semperit offers young university graduates the opportu­
nity to get to know the company in the first two years 
after graduation through various tasks in different 
departments before they finally take on the designated 
target position.

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Talent Academy: The Talent Academy programme, 
which takes place every two years, aims to prepare 
Semperit talents for future management tasks and thus 
create the basis for filling key internal positions within 
the Semperit Group. All Semperit employees can apply. 
Some of them are invited to participate on the basis of a 
structured selection process based on the competen­
cies that are most important to Semperit. The Talent 
Academy consists of several modules in which partici­
pants receive training and become aware of their 
strengths, development areas and career goals. In addi­
tion, the participants of the Talent Academy work on 
practical projects that are of benefit to the company 
and address current issues from various areas, 
including sustainability. The next Talent Academy is 
planned for 2023.
TRAINING AND DEVELOPMENT 
Semperit offers its employees a wide range of training 
opportunities that include both personal and profes­
sional development. This ranges from languages and 
compliance issues to project management and facili­
tating as well as to specialist areas such as health and 
safety and is always geared to the respective employ­
ee’s field of work as well as their overarching career 
plans. Most internal as well as external training is 
provided via Semperit’s SuccessFactors digital learning 
platform. The individual training plans and numerous 
e-learning courses are available there and can be indi­
vidually assigned to the employees and evaluated.
	
→	85% of all white-collar employees (85% of all female 
white-collar workers and 84% of all male white-
collar workers) participated in standardised perfor­
mance and career development reviews in 2022. 
There is no Group-wide performance review for blue-
collar employees. 
	
→60% of all employees received career- or skill-re­
lated training in 2022. Globally, 75% of all female 
employees and employees and 55% of all male 
employees were trained, which is a total of 100% of 
all white-collar workers and 44% of all blue-collar 
workers.
Executive mentoring: This programme is aimed at 
managers with five to ten years of professional experi­
ence and serves to prepare them for future manage­
ment positions with the help of mentors at the 
management or Executive Board level. The programme 
facilitates dialogue regarding personal development 
and leadership topics. The participants and mentors 
agree at the beginning on two to three topics on which 
they want to work together. Then they meet regularly to 
exchange ideas and develop solutions to the specific 
problems and tasks.
Leadership Journey: Since 2019, Semperit has run a 
learning and exchange platform – the Leadership 
Journey – for roughly 250 managers from all companies 
of the Semperit Group. Underlying the platform is an 
ongoing development programme that includes various 
formats. In the Master Classes, which are 90-minute 
webinars, relevant topics such as change management 
or virtual leadership are covered. The Master Classes 
also serve as an internal communication channel for 
managers to discuss strategic issues. Interactive bar 
camps are also held as part of the Leadership Journey. 
This format is used for personal reflection and collegial 
dialogue among managers. The programme is designed 
as an agile development format so that the content and 
formats can be adapted as needed.
Leadership Essentials: In 2022, Semperit introduced a 
development programme for new managers to support 
them in their new role and strengthen their leadership 
skills. This programme is based on Semperit’s value 
principles and focuses on learning simple but effective 
leadership tools that can be used in everyday life, as 
well as networking and exchange with other colleagues 
in similar situations.

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DIVERSIT Y AND 
INCLUSION
Diversity and equal opportunity are preconditions for a 
workplace atmosphere that is productive and based on 
respect, and therefore are important components of 
successful employee management. The high importance 
Semperit places on having a diverse and inclusive work­
force is reflected in the values of the Group. By creating 
appropriate framework conditions such as flexible struc­
tures and working hours or remote work, employees are 
given space to adapt their work to their respective life situ­
ations. This enables the company to make an active contri­
bution to inclusion.
Semperit competes for skilled workers and managers. 
To attract the most qualified and suitable employees 
and to retain existing employees, we must offer them 
an attractive work environment. Semperit uses several 
building blocks to achieve this: The company has a 
wide-ranging programme of training and development 
and attractive career opportunities, for example. The 
Mobile Working Policy introduced in 2021 includes a 
framework for more flexible work organisation and – 
where possible – working from home. Semperit also 
voluntarily offers its employees numerous social bene­
fits such as a range of exercise options and additional 
medical services.
PEOPLE FROM 64 NATIONS CURRENTLY 
WORK AT SEMPERIT. THIS SHOWS 
THAT DIVERSITY IS NOT ONLY 
A NORMATIVE REQUIREMENT, BUT 
REALITY THAT SEMPERIT ALSO 
ADDRESSES AT THE STRATEGIC LEVEL.

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Another essential component that not only makes the 
company more attractive but also represents a social 
value is the fostering of diversity and inclusion of 
disadvantaged groups of people. Diversity, inclusion 
and mutual respect are part of the corporate culture. 
Semperit upholds these values – in the existing work­
force as well as when recruiting and hiring new 
employees. In addition to professional and personal 
qualifications, aspects such as age, ethnic origin, 
gender, education, and background of experience are 
included.
People from 64 nations currently work at Semperit. 
This shows that diversity is not only a normative 
requirement, but also a reality that Semperit also 
addresses at the strategic level. One important pillar 
of the HR Strategy 2024 is the diversity and inclusion 
strategy developed in 2022, which, like the Semperit 
Sustainability Strategy 2030, provides for the following 
four diversity categories: 
	
→Gender
	
→Age
	
→	People with disabilitiesKultur 
	
→Culture
ADVANCEMENT OF WOMEN 
A diversity concept of the Supervisory Board of Semperit 
AG Holding was concluded in writing on 1 February 2018 
and updated in 2021. The Supervisory Board of Semperit 
AG Holding has been meeting the women’s quota of 
30%, which became a legal requirement in 2018, since 
May 2017. At the Executive Board level, the proportion of 
women has increased over the last two years. In spring 
2020, a female Chief Financial Officer took over the 
position for the first time, which was filled by a male 
successor in 2022.
The successive increase in the percentage of women in 
the Semperit Group – which, as is typical in industrial 
companies, is lower in comparison to other sectors – is 
a central aim in the area of Human Resources. Flexible 
working time models in the form of flexible and part-
time work as well as special agreements for parents 
working part-time are intended to help continuously 
increase the percentage of women. 
2022
2021
2020
Austria
19%
19%
20%
Europe
27%
26%
26%
Semperit Group
23%
23%
22%
DEVELOPMENT OF THE PERCENTAGE OF 
WOMEN AT SEMPERIT IN YEAR-ON-YEAR 
COMPARISON (%)

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IMPLEMENTATION OF DIVERSIT Y 
AND INCLUSION AT SEMPERIT: 
VISION 2040
Promoting diversity and inclusion (D&I) is an essential 
part of Semperit’s sustainability strategy.
The vision for diversity and inclusion 2040 is to 
promote an interconnected and inclusive work culture 
in which all employees feel valued, have a sense of 
belonging, feel comfortable living their authentic 
selves and are respected as individuals. The intention 
is to ensure fairness in all aspects and towards all 
employees. Semperit wants to reduce unconscious 
prejudices and use the great diversity in the workforce 
to its advantage in order to benefit from the experi­
ences and perspectives of people with different 
cultural imprints and other backgrounds.
In order to develop concrete goals in this regard, a 
separate working group was set up in 2021, which, under 
the leadership of Group HR, developed the strategic 
objectives and fields of action in 2030 together with the 
Executive Board (D&I strategy). During various work­
shops, four dimensions were defined that are crucial for 
Semperit in the area of D&I: age, gender, people with 
disabilities and intercultural competence. Based on 
this, so-called “D&I Councils” were established for each 
dimension at the beginning of 2022, to which a number 
of colleagues from various corporate divisions, different 
locations, age groups and hierarchy levels were 
appointed to act as ambassadors and change agents 
for the respective dimension. The D&I Councils also 
work as think-tank platforms where members analyse 
collected data, share ideas and design initiatives to 
drive diversity and inclusion in the workforce together 
with the Executive Board and HR.
The focal points of the D&I Councils are:
	
→Act as a change agent for the organisation, 
challenge the status quo and advocate for D&I 
	
→Set and pursue D&I goals
	
→Develop and implement new initiatives to promote 
D&I in line with the Group-wide D&I strategy
	
→Communicate D&I initiatives, news, best practices 
and successes to employees
	
→Identify and address new social developments in the 
market that may impact D&I culture
In 2022, one of the tasks of the D&I Councils was to 
define a qualitative or quantitative improvement target 
for each area for the next few years, based on industry 
benchmarks and Semperit-specific requirements. These 
improvement targets were formulated at the end of 
2022 and approved by the Executive Board: 
Age: By the end of 2025, Semperit will ensure equal 
treatment of all age groups in policies and company 
practices in recruitment, promotion and development. 
This will be achieved through a change in corporate 
culture by implementing at least 5 defined initiatives 
with a focus on removing systematic barriers and preju­
dices against all age groups.

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Gender: In a step-by-step process, Semperit will take 
the following path towards gender balance at all hierar­
chical levels of the Group as of 2023. Starting in 2023, 
each Semperit location will implement a local action 
plan with at least 2 defined initiatives to eliminate rele­
vant local gender barriers. In addition, Group HR will 
report on the current gender ratio in senior Semperit 
management on an ongoing basis starting in 2023. 
Subsequently, the Executive Board members commit to 
develop and track a progress plan for gender balance in 
senior management in the second half of 2023.
People with disabilities: By the end of 2023, initiatives 
will be implemented at all Semperit locations based on 
the model of the pilot project carried out in Austria in 
2022; these initiatives will more closely identify and 
analyse the needs of employees with disabilities and 
implement improvements. The approach is based on 
the identification of local system barriers at the site and 
their targeted elimination (examples from the pilot 
project: introduction of barrier-free parking spaces and 
toilets, awareness-raising measures).
Intercultural competence: By the end of 2025, 
Semperit will have strengthened the intercultural 
competence of all employees with continuous aware­
ness-raising communication measures and will ensure 
that all white- and blue-collar workers complete aware­
ness training to eliminate prejudices in the areas of 
culture, origin and inclusion.
VISION 2040: WE ARE A ROLE MODEL 
FOR DIVERSITY AND INCLUSIVE 
EXCELLENCE. WE ARE PROUD TO 
BE AMONG THE MOST DIVERSE, 
EQUITABLE AND INCLUSIVE EMPLOYERS 
IN OUR INDUSTRY.
CHARIT Y MILES 
In 2021, Semperit decided to launch Charity Miles, a 
Group-wide charity programme that supports charitable 
projects while also promoting the health and fitness of 
employees as well as team-building across all office 
and national borders. In the first nine months of 2022, 
every step and every kilometre actively travelled by 
Semperit employees contributed to a charitable cause. 
All activities are recorded using the Charity Miles app. 
Based on the collectively achieved result, a monthly 
donation amount was raised to support various projects 
worldwide. The initiatives and projects were selected in 
consultation with the decision-makers at the Semperit 
locations along the “Move hearts and minds” roadmap. 
This allowed specific social problems in the respective 
regions to be addressed and enhanced the motivation of 
employees to participate in Charity Miles. A total of over 
207,000 kilometres was collected in the twelve months 
and donations were made to the following initiatives in 
the areas of biodiversity, environmental protection, 
reforestation of rainforests, access to clean water in 
third countries, protection of human rights, equal rights, 
combating the causes and consequences of hunger, 
children’s education and humanitarian aid for Ukraine:
The development of the defined measures and their 
contribution to achieving the goals are regularly 
reported both internally at Semperit and to the Supervi­
sory Board. Working on these goals will help achieve the 
vision for diversity and inclusion 2040.

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EMPLOYEES BY CONTRACT TYPE (FTE)
2022
2021
2020
CONTRACT EMPLOYEES
Europe
48
47
25
of which female
22
25
12
of which male
26
21
13
Asia
29
31
34
of which female
1
1
3
of which male
28
30
31
Americas 
(incl. rest of the world)
0
0
0
of which female
0
0
0
of which male
0
0
0
Total
77
78
59
PERMANENT EMLOYEES
Europe
3,337
3,319
3,042
of which female
886
870
783
of which male
2,450
2,449
2,259
Asia
3,005
3,466
3,778
of which female
549
635
682
of which male
2,456
2,831
3,096
Americas
(incl. rest of the world)
97
87
64
of which female
37
33
25
of which male
60
54
39
Total
6,439
6,872
6,884
EMPLOYEES BY EMPLOYMENT RELATIONSHIP (FTE)
2022
2021
2020
FULL-TIME
Female
1,418
1,490
1,435
Male
4,992
5,360
5,408
Europe
3,282
3,268
2,971
of which female
832
822
726
of which male
2,450
2,446
2,245
Asia
3,031
3,495
3,808
of which female
549
635
684
of which male
2,482
2,860
3,124
Americas 
(incl. rest of the world)
97
87
64
of which female
37
33
25
of which male
60
54
39
Total
6,410
6,850
6,843
PART-TIME
Female
77
74
70
Male
28
25
29
Europe
102
97
96
of which female
76
73
69
of which male
26
24
27
Asia
3
2
4
of which female
1
1
1
of which male
2
1
3
Americas 
(incl. rest of the world)
0
0
0
of which female
0
0
0
of which male
0
0
0
Total
105
99
100
KEY FIGURES FOR EMPLOYEES

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NEW EMPLOYEES (HC AND %)
2022
2021
2020
Female 
391 | 24%
453 | 28%
515 | 33%
Male
764 | 15%
1,006 | 18%
910 | 17%
Europe 
510 | 15%
560 | 17%
320 | 8%
Asia 
605 | 18%
865 | 24%
1,102 | 35%
Americas 
40 | 42%
34 | 43%
3 | 5%
< 30
625 | 32%
901 | 39%
999 | 41%
30-50
458 | 12%
479 | 42%
382 | 11%
> 50
72 | 6%
79 | 2%
44 | 4%
Total
1,155 | 17%
1,459 | 21%
1,425 | 20%
TURNOVER RATE (HC AND %)
2022
2021
2020
< 30
881 | 45%
890 | 38%
700 | 29%
30-50
561 | 15%
441 | 39%
457 | 13%
> 50
126 | 10%
112 | 3%
143 | 13%
Female Europe
147 | 15%
95 | 10%
133 | 16%
Male Europe
262 | 10%
200 | 8%
257 | 11%
Female Asia
278 | 45%
306 | 46%
251 | 37%
Male Asia
840 | 31%
830 | 28%
655 | 21%
Female Americas (incl. rest of the world)
12 | 33%
2 | 7%
2 | 8%
Male Americas (incl. rest of the world)
29 | 50%
10 | 20%
2 | 5%
Female
437 | 27%
403 | 25%
386 | 25%
Male
1,131 | 22%
1,040 | 19%
914 | 17%
Total of turnover
1,568 | 23%
1,443 | 20%
1,300 | 19%
*	 The turnover rate includes employee turnover (voluntary terminations) as well as terminations by the company, expirations of fixed-term 
contracts, and retirements.
CONTINGENT WORKERS (FTE AND %)
2022
2021
2020
Europe
235 | 94%
288 | 71%
184 | 92%
of which female
57 | 24%
84 | 29%
64 | 35%
of which male
178 | 76%
204 | 71%
120 | 65%
Asia
3 | 1%
114 | 28%
4 | 2%
of which female
0 | 0%
25 | 22%
1 | 25%
of which male
3 | 100%
89 | 78%
3 | 75%
Americas (incl. rest of the world)
12 | 5%
2 | 1%
13 | 6%
of which female
2 | 17%
0 | 0%
1 | 8%
of which male
10 | 83%
2 | 100%
12 | 92%
Total
250
404
201

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DIVERSITY (%)
2022
2021
2020
Percentage of female members in the management bodies
(Executive Board and Forum)
6%
15%
15%
Percentage of male members in the management bodies
(Executive Board and Forum)
94%
85%
85%
Percentage of female members in the management bodies 
< 30 (Executive Board and Forum)
0%
0%
0%
Percentage of female members in the management bodies 
30-50 (Executive Board and Forum)
47%
50%
59%
Percentage of female members in the management bodies 
> 50 (Executive Board and Forum)
53%
50%
41%
Percentage of male blue-collar employees
82%
82%
83%
Percentage of male white-collar employees
64%
62%
64%
Percentage of female blue-collar employees
18%
18%
17%
Percentage of female white-collar employees
36%
38%
36%
Percentage of blue-collar employees < 30
31%
34%
40%
Percentage of white-collar employees < 30
12%
15%
18%
Percentage of blue-collar employees 30-50
52%
48%
46%
Percentage of white-collar employees 30-50
66%
63%
63%
Percentage of blue-collar employees > 50
18%
18%
14%
Percentage of white-collar employees > 50
21%
21%
19%
Nationalities (total)
64
65
57
People with disabilities (in %)
1%
1%
1%
Employees covered by collective pay-scale agreements (%)
44%
40%
35%
Note: Rounding differences in the totalling of rounded amounts and percentages may arise from the use of automatic data processing.
FTE = full-time equivalent; HC = headcount
The key figures for 2020 to 2021 include all employees from the fully consolidated companies of the Semperit Group. The employee data is collected 
directly at the individual locations.
Definition of “contract employees”: employees with a limited contract period including apprentices and trainees. There are no other significant 
categories in the area of diversity within the Semperit Group (GRI 405-1).
The key figures for the number of employees at year-end, the employees by region, and the percentage of employees by gender include all 
employees from the fully consolidated companies of the Semperit Group.

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“MY VOICE 2022” EMPLOYEE SURVEY
The “myVoice” employee survey, which takes place at 
regular intervals, is an important tool for Semperit’s 
human resources management to interactively 
exchange information on working conditions and 
employee satisfaction. The anonymous survey is a seis­
mograph for the mood among the workforces. It shows 
what employees see positively and what they view criti­
cally. Semperit derives targeted measures for a good 
working atmosphere and productive working conditions 
from the employees’ feedback and, in particular, from 
their ideas and suggestions. 
In 2022, 59% of employees across the Group took part in 
the survey and gave their views on various topics. The 
survey was made available to employees online and to 
workers in paper form or via a “kiosk” application. In 
order to maintain anonymity and confidentiality of the 
survey, the results are only visible to the respective 
manager if at least five people from the respective team 
have answered quantitative questions and at least 15 
people from the respective team have answered quali­
tative questions. 
MYVOICE BECOMES WEACT
After evaluating the results at different management, 
location, segment and functional levels, it was time to 
take action. Managers and team leaders, together with 
their teams, defined one or two relevant measures per 
department that should lead to visible improvements in 
the organisation. The implementation of actions and 
their impact on employee satisfaction will be assessed 
in the next employee survey in 2024.
TOTAL RESPONSE RATE
59%
ONLINE RESPONSE RATE 
(WHITE-COLLAR)
82%
PAPER & KIOSK RESPONSE 
RATE (BLUE COLLAR)
52%

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The principles and internal guidelines of the Semperit 
Group for respecting human rights and for interacting 
with one another as well as the applicable social stand­
ards are defined in the Code of Conduct as well as in the 
People Policy and the Supplier Policy, which are publicly 
available on the Semperit website7. The Semperit Code 
of Conduct must be signed by members of manage­
ment. By signing, they confirm that they have under­
stood and acknowledge the Code and that they will duly 
report all possible incidents. In addition, the Semperit 
Group has published an annual Modern Slavery Act 
Statement since 2019 in accordance with the UK Modern 
Slavery Act. The UK Modern Slavery Act, which came 
into force on 29 October 2015, aims to support laws and 
policies against modern slavery and human trafficking, 
while calling on all major companies to publish an 
annual statement on their contribution to preventing 
modern slavery and human trafficking. This statement 
includes the most important principles as well as the 
company’s activities in the relevant financial year and 
can be found on the Semperit website9. 
HUMAN RIGHTS AND 
SOCIAL STANDARDS
Without exception, Semperit opposes child and forced 
labour and stands for fair wages as well as freedom of 
assembly and freedom of expression. There is zero toler­
ance for discrimination, harassment, and violations of 
corporate principles, regardless of where in the value 
chain they occur. Information, training, and corrective 
actions will be used to ensure that high social standards 
are maintained everywhere and that human rights are 
respected at all times.
INFORMATION, TRAINING, AND 
CORRECTIVE ACTIONS WILL BE 
USED TO ENSURE THAT HIGH SOCIAL 
STANDARDS ARE MAINTAINED 
EVERYWHERE AND THAT HUMAN 
RIGHTS ARE RESPECTED AT ALL TIMES.

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The principles and guidelines of the Semperit Group 
apply not only to employees but also to suppliers and 
other business partners. They are a precondition for 
establishing and continuing business relationships. 
All business activities must be conducted in accord­
ance with the UN Guiding Principles on Business and 
Human Rights and the core labour standards of the 
International Labour Organisation (ILO), as well as in 
strict compliance with local laws. Detailed informa­
tion, for example on the ILO conventions applied, is 
set out in the Code of Conduct, which can be 
accessed on the website10.
THE SEMPERIT PRINCIPLES
Discrimination of employees is 
not tolerated. Semperit provides 
equal opportunities.
Care is taken to ensure 
appropriate and fair 
remuneration under 
consideration of local 
market conditions.
Local laws regarding 
maximum acceptable 
working hours are observed.
Child labour and other forms of 
exploitation of human 
beings are not tolerated.
Employees are hired based 
on written employment 
contracts and documented 
employment relationships in 
accordance with the law.
The employees’ right of free 
formation of opinion 
and expression is respected.
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CORE ELEMENTS OF HUMAN 
RIGHTS DUE DILIGENCE
A systematic approach is required to fulfil the corpo­
rate duty of due diligence to respect and uphold 
human rights. The OECD Due Diligence Guidance for 
Responsible Business Conduct11 recommends the 
following six steps. In line with this recommendation, 
the Semperit Group is taking measures to prevent 
violations and is developing appropriate activities to 
raise awareness and transfer information. The 
specific measures taken by Semperit in connection 
with the individual steps are listed in bold.
1.	 	EMBEDDING AND PUBLIC COMMITMENT 
Definition and anchoring of the relevant principles in 
the corporate policy (Code of Conduct, policies, 
Modern Slavery Act Statement, confirmation of 
compliance with the UNGC Principles, etc.) and the 
management systems
2.	 IDENTIFICATION AND ASSESSMENT 
Actual or potential negative impacts from direct or 
indirect business activities are identified and 
assessed (part of the annual ESG risk process as 
well as traditional risk management).
3.	 INTEGRATION, ELIMINATION, AVOIDANCE 
OR MITIGATION 
The findings of impact assessments are incorpo­
rated into all relevant business processes and 
appropriate action is taken according to involve­
ment in the impacts (provision of information, 
training, whistleblower hotline, etc.).
4.	 MONITORING 
Effectiveness of measures and procedures to 
address negative impacts is tracked (internal and 
external audits (BSCI), rating by EcoVadis, etc.) 
5.	 COMMUNICATION 
regarding measures taken and their impact 
(Modern Slavery Act Statement, Sustainability 
Report, progress report within the context of the 
UNGC, internal and external communication 
measures, etc.) 
6.	 TAKING RESPONSIBILITY
Development or participation in remedial actions 
where needed (cooperating with relevant organi­
sations and initiatives such as Together for 
Sustainability)
1.
EMBEDDING AND 
PUBLIC 
COMMITMENT
4.
MONITORING
2.
CO-DETERMINATION 
AND
EVALUATION 
6.
TAKING 
RESPONSIBILITY 
3.
INTEGRATION, 
ELIMINATION, 
AVOIDANCE, 
OR MITIGATION
5.
COMMUNICATION

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EXTERNAL AUDITING
To ensure compliance with Group-wide social standards 
as well as the efficacy of the measures taken in the 
context of the due diligence process described above, 
Semperit has relied on external audits of its production 
sites in accordance with the principles of the amfori 
Business Social Compliance Initiative (BSCI) for many 
years. This primarily relates to the Kamunting and 
Sopron sites from the medical segment, to which the 
largest plant of the Semperit Group belongs. The focus 
of the BSCI audits is on promoting fair working condi­
tions and respect for human rights.
	
→The Sopron site achieved the top “A” rating again in 
2021, which extended the validity of the certification 
to two years. 
	
→	The site in Kamunting, Malaysia, was improved to an 
“A” rating in the annual audit in December 2022. The 
top grade was achieved primarily through success­
fully implemented measures in the area of health 
and safety in the workplace. 
With the external audit, about 31% of the Semperit 
employees were externally audited in accordance with 
the requirements of the amfori BSCI in 2022.
SOCIAL STANDARDS
Semperit stands for the protection of human rights and 
for compliance with the highest social standards. This is 
not only the core of the corporate culture but also an 
important component when it comes to retaining 
existing employees and attracting new ones. Everything 
is subject to change – including the requirements of 
employees. Factors (high remuneration, hierarchical 
position) that may have been decisive in choosing an 
employer in the past are no longer necessarily para­
mount today. Instead, other aspects such as flexibility 
and a sustainable corporate strategic focus are gaining 
in importance.
SOCIAL DIALOGUE – FREEDOM OF ASSOCIATION, 
DIALOGUE AND CODETERMINATION
Semperit uses stakeholder dialogue and codetermina­
tion to strengthen employee loyalty while also taking 
into account the needs of all stakeholders in the best 
way possible. The exchange of information as well as 
mutual interests and requirements takes place at 
various levels. In addition to the company’s regular staff 
meetings, regional committees, and other voluntary 
initiatives, Semperit naturally complies with all regula­
tory requirements that serve to represent the interests 
of employees and give them a say in matters. Works 
councils can be elected by the workforce in all Semperit 
companies, and the right to freedom of assembly and 
association is fully guaranteed. In all production 
companies and many sales companies, the interests of 
the employees are represented by a works council or a 
company trade union. These are active in line with 
national laws and regulations. There is also a European 
Works Council at Semperit.

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China: There is a trade union at the Chinese sites, which 
is led by the local government union. In addition, 
Semperit proactively fosters a local feedback culture 
with a wide range of communication tools. These range 
from staff meetings, plant tours, and selected contacts 
from the HR department to the Semperbox or town 
halls, which are aimed at all employees and serve to 
disseminate information widely and answer questions 
from the workforce.
Germany: All major sites in Germany have elected 
works councils that represent the rights of employees in 
daily operations in accordance with local labour law. 
The Hückelhoven and Deggendorf sites have a works 
council and an external collective agreement. 
France: Employees in France are covered and repre­
sented by a local collective agreement and – due to the 
small size – by an advisory employee committee.
India: In accordance with the provisions of the Trade 
Union Act, employees are represented by a trade union 
(internal union) which interacts with management 
through monthly meetings. 
Malaysia: There is an active works council in Malaysia, 
which meets every month with management, including 
the managing director. Proposals, complaints, griev­
ances, and suggestions for improvement from the 
employees are discussed in the course of these meet­
ings. In addition, there are several additional feedback 
options such as the Semperbox, which can be used to 
submit suggestions in writing.
Austria: There is a works council for both white-collar 
and blue-collar employees, with which the local 
management cooperates closely and regularly. This 
contact has been intensified since the outbreak of the 
COVID-19 pandemic and converted into weekly meet­
ings, which are valued by all parties. In addition, quar­
terly meetings are held with representatives of the 
Executive Board and local site management to provide 
information on ongoing business issues and discuss 
them together.
Poland: There are two trade unions in the Polish organi­
sation, which cover different groups of workers. Due to 
the good relationship with these unions, the Polish 
employees are covered by a voluntary collective agree­
ment that governs important issues.
Czech Republic: The workers and employees at the 
Czech site are represented by a works council that 
works together regularly and closely with local manage­
ment. In connection with this, quarterly meetings are 
held with representatives of the HR department and 
local management.
!

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Hungary: There is a works council representing all 
employees at each of the Hungarian production sites.
United States: Because the concept of works councils 
is not widespread in the United States, so-called “offi­
cially published employee handbooks” define common 
standards and rules for all employees. These hand­
books are in line with market practices in the US and 
ensure being a responsible and attractive employer.
Social dialogue and human rights due diligence are also 
exercised outside the company. For example, Semperit 
suppliers who are subject to EcoVadis certification must 
also be examined for risks to the right to freedom of 
association or collective bargaining at their own oper­
ating sites and audited by EcoVadis.
FAIR WAGES AND COLLECTIVE AGREEMENTS 
(PAY-SCALE AGREEMENTS)  
Semperit ensures remuneration in line with the market 
for all employees. The wages paid are based on the 
customary remuneration for a comparable position in 
the relevant environment. This includes the application 
of pay-scale/collective agreements at some locations 
(Austria, Germany, Czech Republic, Poland, France, and 
India). Approximately 44% of all Semperit employees 
are subject to a collective bargaining agreement. 
Furthermore, Semperit offers variable compensation 
components based on individually agreed targets or 
group targets. The Semperit bonus policy governs the 
principles of Group-wide bonus remuneration. The 
standardised Group-wide bonus scheme applies to all 
employees above a certain level (experts and above). 
Employees not covered by these rules are subject to 
local bonus schemes as well as incentive systems that 
vary by country, area of work, and position, such as:
China: The local bonus policy is aimed at all 
employees who are not covered by the Group bonus 
policy. China has an employee handbook for the 
management of employee performance. The perfor­
mance management policy is linked to the bonus 
policy to encourage high participation and provides for 
regular feedback meetings.
India: For employees, especially hourly workers who are 
not part of the Group-wide bonus scheme, the local 
bonus is based on the nationally applicable bonus law 
and the conditions set out in the collective agreement. 
In addition, there are specific guidelines and standards 
for employee instruction, which are used for evaluation. 
The Indian site also offers a quarterly production incen­
tive programme linked to company criteria (quality and 
output), thus linking company performance to 
employee performance.
Malaysia: The bonus takes into account the length of 
service with the company. Attendance is used as a 
measure of commitment and loyalty. The length of 
service with the company is intended to foster and 
reward employee loyalty. All work processes are speci­
fied by standard operating procedures (SOP). New 
employees are trained on the basis of the relevant SOPs 
and their learning efficiency is assessed. Regular 
reviews are conducted to assess performance levels 
and to support employees who fall behind through a 
wide range of training programmes.
AWARENESS-RAISING AND 
COMMUNICATION
The principles and rules of conduct in the area of 
human rights and social standards, to which Semperit is 
committed, are defined in multiple guidelines. To 
ensure that employees, suppliers, and other business 
partners comply with these requirements in daily work 
and cooperation, the rules must be clearly communi­
cated and made known to everyone. Semperit carries 
out the following information and training activities 
relating to this:  
	
→	Annual update of the Semperit Group’s Modern 
Slavery Act Statement
	
→Update and accompanying communication of the 
Group-wide Code of Conduct
	
→Online training on the Code of Conduct for all 
employees with a focus on the topic of human 
rights, particularly the forms and impacts of 
possible human rights violations along the supply 
chain

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→Integration of human rights and social standards as 
a point of focus in the regular meetings of the 
Sustainability CouncilVerstärkte Aufklärung und 
Bewusstseinsbildung intern durch die Bereiche 
Compliance und ESG
	
→Increased internal information and awareness-raising 
by the Compliance and ESG departments
	
→	Implementation of a Group-wide “Sustainable 
Procurement” online training programme with a 
focus on human rights and social standards along 
the supply chain
	
→Participation in stakeholder events to share experi­
ences and jointly plan possible further steps 
	
→	Special focus on the topic of human rights and 
further work in this regard in the course of the 
industry initiative “Together for Sustainability”, 
which will serve to further raise the industry 
standard in this area and minimise violations in 
the future
OVERVIEW OF THE OBJECTIVES 
OF “RESPECTING HUMAN RIGHTS” 
WITHIN THE FRAMEWORK OF THE 
SUSTAINABILIT Y STRATEGY 2030
Measures to safeguard and respect human rights can 
be as wide-ranging as the various aspects of human 
rights (30 articles in the Human Rights Charter) and 
can range from risk assessments to addressing the 
issue proactively with measures and cooperation with 
partners to solve specific tasks. Here, Semperit 
primarily focuses on training and monitoring. In the 
coming years, employees working in potentially 
sensitive areas of human rights will be trained 
through e-learning courses and workshops. Managers 
at the headquarters and in relevant management 
positions at the sites will also attend these training 
courses. In addition to employee training, there is 
also a need for appropriate monitoring. Sites with a 
higher risk of human rights violations due to local 
conditions should be regularly audited by external 
experts. This is intended to ensure and demonstrate 
that Semperit upholds human rights and other high 
social standards. Semperit furthermore plans to fulfil 
its human rights due diligence obligations in the 
supply chain more broadly and in-depth than previ­
ously. To this end, the company focuses on coopera­
tion with the members of the “Together for 
Sustainability” initiative. Especially in supply chains, 
it is advantageous to join forces in order to create a 
sustainable impact.
0 
violations
98% 
employees trained*
100% 
sites audited*
*	 Target achievement applies to all 
employees and sites characterised by a 
corresponding risk.

!
§
Compliance and anti-corruption
127
Sustainability in the supply chain
135
GOVERNANCE 
125
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In order to safeguard the interests of all stakeholders, a company 
must create a regulatory framework that defines which rules, regula­
tions, values and principles apply and how their compliance is organ­
ised and monitored by the company. This system, also known as 
corporate governance, should reflect the risks and opportunities 
associated with the company’s business activities on the one hand 
and those that arise for the company as a result of global develop­
ments on the other. It is important here to consider not only the inter­
ests of stakeholders, but also the ecological limits of the planet. 
Semperit contributes to sustainable development by 
developing appropriate guidelines, integrating them 
into the process landscape and adopting them in its 
daily activities. This allows opportunities to be realised, 
positive effects to be strengthened, and risks and nega­
tive effects to be minimised.
Good and sustainable management of an international 
company requires managers who fulfil their function as 
role models, and clear guidelines for employees and 
other stakeholders. Semperit refines these guidelines 
on an ongoing basis, taking account of developments 
both inside and outside the company, and the risks and 
opportunities arising from such developments. The 
focus is on topics such as the protection of human 
rights, compliance with laws and basic ethical rules, the 
fight against corruption, and the promotion of transpar­
ency and accountability. Semperit provides training for 
managers and employees to ensure that they are aware 
of the guidelines and know how to apply them in their 
daily business. In addition, awareness campaigns are 
conducted to make all employees aware of opportuni­
ties to contribute to the sustainability goals. By incorpo­
rating the goals into the remuneration system, there is 
an incentive to ensure that these goals are consistently 
pursued and jointly achieved. These coordinated meas­
ures form the basis of Semperit’s “good governance” 
and the sustainable orientation of the company. 
Should there nevertheless be deviations from laws, 
guidelines or unacceptable behaviour within the 
company, there is the possibility to report this anony­
mously via the “SemperLine” whistleblower hotline. 
Since corporate responsibility does not stop at the 
company’s own doorstep, but also encompasses the 
supply chain, Semperit ensures that high environmental 
and social standards are also met in the supply chain 
and negative impact is avoided.

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The corporate values of the Semperit Group are an inte­
gral part of the corporate culture and are based on the 
following principles: “We trust, we create, we own and 
we deliver.”
COMPLIANCE AND 
ANTI-CORRUPTION
Legal compliance is the foundation of corporate responsi­
bility. Compliance with competition law, the prevention of 
corruption and bribery are prerequisites for fair competi­
tion. It is the task of corporate governance to ensure legal 
compliance and beyond that guarantee compliance with 
other external guidelines and internal policies. Semperit’s 
compliance management uses various processes and 
tools for this purpose. These include training courses and 
low-threshold access to reporting systems in the event of 
violations. The general corporate values and in particular 
the compliance principles form the normative framework. 
Semperit’s compliance management is also supported 
by specific principles that apply to the whole Group:
THE SIX GROUP-WIDE COMPLIANCE PRINCIPLES
P
R
O
C
E
S
S
E
S
 
 
T
O
O
L
S
 
 
B
U
S
I
N
E
S
S
 
T
R
A
N
S
A
C
T
I
O
N
S
 
 
P
E
O
P
L
E
Compliance with domestic 
and international law
Respecting ethical, ecological, 
and social interests
Fostering a speak-up 
culture without any fear of 
retaliation
Dedication to a business free 
of corruption or any other 
criminal activity 
Promoting
fair competition
Protecting
human rights

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Compliance management aims to prevent potential 
misconduct, identify any violations and take measures 
to eliminate them and, if necessary, to mitigate or 
redress them. Various tools are used to do this, which 
deal with a wide range of compliance issues and follow 
three main approaches:
RESPONSIBILITY AND ORGANISATION 
The highest authority in the area of compliance and 
anti-corruption is the CFO of the Semperit Group; the 
Group Compliance Officer reports to the CFO. Semperit 
has also established a Compliance Board (Executive 
Board and Group Compliance Officer) to deal with 
specific issues. The main focus is on ensuring compli­
ance in the areas of anti-corruption, antitrust, export 
control and sanctions, and data protection. The local 
compliance officers at the individual sites act as the 
first point of contact for compliance issues on site. They 
communicate directly with the Group Senior Group 
Compliance Manager, who works centrally and reports 
to the Group Compliance Officer. The local Compliance 
Coordinators meet several times a year to discuss key 
topics and issues at Group and regional level. These 
meetings primarily serve the purpose of further training, 
the determination of future focal points and the joint 
exchange of information. 
PREVENTION
Knowledge sharing
and training of
employees to identify
and avoid pitfalls
MITIGATION
Recognition and
development of the
best possible
countermeasures
IDENTIFICATION
If violations have come 
to light, every individual 
is responsible for 
reporting these without 
undue delay
using the various
channels
SUPERVISORY BOARD
CFO
GROUP SENIOR COMPLIANCE MANAGER
LOCAL COMPLIANCE OFFICER
GROUP COMPLIANCE OFFICER
responsible for: anti-corruption, antitrust law, export control,
capital market compliance (representative), data protection
COMPLIANCE BOARD
Executive Board and Group
Compliance Officer
LOCAL COMPLIANCE OFFICER
LOCAL COMPLIANCE OFFICER

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COMPANY POLICIES AND CODE OF CONDUCT
In close cooperation with the respective departments of 
the divisions, the Compliance Department is respon­
sible for creating and updating certain Group-wide poli­
cies. The most important corporate guidelines in the 
area of sustainability include the HSEQ Policy, People 
Policy, Supplier Policy and the Modern Slavery Act 
Statement, which together with the Group-wide Code of 
Conduct reflect Semperit’s values and guidelines. In 
these policies, Semperit refers to and commits to the 
relevant international frameworks, such as the OECD 
Guidelines for Multinational Enterprises, the United 
Nations Guiding Principles on Business and Human 
Rights, the International Bill of Human Rights, the SDGs, 
the UNGC and the Paris climate protection goals.
The Code of Conduct was revised and expanded in 2022 
and provides a comprehensive overview of the regula­
tory framework consisting of principles, guidelines and 
instructions, and helps to ensure that employees 
behave ethically and in accordance with the company’s 
values and guidelines. Semperit’s Code of Conduct sets 
clear standards and expectations regarding how to act 
and react. In the 2022 update, the topics of responsi­
bility and accountability of employees, managers and 
business partners were defined more precisely. Human 
rights and sustainability issues were added, and IT and 
privacy statements expanded. The importance and 
promotion of whistleblowing are also described in more 
detail and emphasised more strongly than before.
The Code of Conduct is available in 13 languages. 
Communication and promotional materials developed 
to bring the Code of Conduct closer to the various target 
groups in the company in a practical way are also 
accessible in all relevant languages. These include, for 
example: online and offline whistleblowing promotional 
materials, topic-specific postcards, content stickers or 
posters. The materials and the topics and content they 
convey are geared to the specific work environment and 
needs of the employees and aim to raise their aware­
ness of these issues. The materials are disseminated 
locally by local Compliance Coordinators through Integ­
rity Booths (designated places where information on the 
topics is presented and explained), training and other 
awareness-raising activities. The regular support of the 
Senior Group Compliance Manager allows the continuity 
of the planned activities.
MODERN SLAVERY ACT STATEMENT 
The Modern Slavery Act Statement, which Semperit 
updates and publishes annually, sets out the compa­
ny’s strategies to prevent modern slavery and human 
trafficking. The Statement prepared in 2023 relating to 
2022 is available on the Semperit website. 
ISSUER COMPLIANCE DIRECTIVE 
In order to prevent the improper use or dissemination of 
insider information as defined by stock exchange law, 
Semperit AG Holding has issued an Issuer Compliance 
Directive to implement and ensure compliance with all 
relevant provisions of stock exchange law. This area is 
monitored and administered by an Issuer Compliance 
Officer, who reports directly to the entire Executive 
Board.

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COMPLIANCE TRAINING FOR EMPLOYEES 
In 2022, Group Compliance continued to update and 
improve the training offered in cooperation with several 
specialist departments and the locally responsible 
employees. Some existing courses were updated, while 
others such as “business in high-risk countries” were 
developed from scratch again. The trainings were rolled 
out and implemented according to need and frequency. 
The new catalogue of training courses includes courses 
on general compliance issues that are relevant to the 
whole Group as well as others that provide information 
on specific situations and problems. The training 
courses can be held either online or in the form of face-
to-face events. The training course format depends on 
the topic, and the circle of participants. Most of the 
courses on the list are available to Semperit employees 
online via the e-learning platform.
TRAINING FOCUS
TRAINED EMPLOYEES PER FOCUS AREA
2022
2021
2020
Corruption and bribery
402 (  238 |  164)
50
581
Competition law
269 (  152 |  117)
42
404
Identification and prevention of fraud
1,215 (  728 |  487)
316
1,279
Export control and due diligence of third parties
172 (  82 |  90)
–
145
Conflicts of interest
974 (  580 |  394)
1,398
148
Harassment and misconduct
1,576 (  942 |  634)
1,388
60
General compliance training
170 (  108 |  62)
227
243
Gifts, travel and entertainment
30 (  20 |  10)
56
510
Code of Conduct 
1,147 (  696 |  451)
1,167
41
Data protection
456 (  272 |  184)
1,136
4
Sustainable procurement 
(sustainability in the supply chain)
149 (  95 |  54)
14
–
Data security (cybersecurity)
637 (  375 |  262)
923
40
Protection of whistleblowers
784 (  461 |  323)
–
–
Integrity
765 (  456 |  309)
–
–
Total number of trained employees
1,418 (  864 |  554) 
1,448
1,398
 % of trained employees
81 (  84 |  79) 
–
–
OVERVIEW OF EMPLOYEES TRAINED BY TOPIC AREA
The type of training courses that employees are obliged 
to complete depends on their field of tasks and respon­
sibilities. Basic training courses are mandatory for all 
employees and are assigned to them via the Semperit 
training platform as soon as they join the company. 
Numerous training courses have to be completed each 
year as a regular refresher of the course content. The 
employees must confirm in writing that they have 
completed the respective obligatory training and that 
the contents have been brought to their attention in a 
comprehensible manner. Subsequently, the employees 
are assigned extended training and e-learning courses 
according to their activities. These must be completed 
within a certain period of time. The training programme 
focuses on the following main areas and subjects:

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→Anti-corruption and bribery 
	
→	Harassment and misconduct 
	
→	Sustainability in the supply chain
	
→	Antitrust law
	
→	Money laundering and fraud
	
→	Export controls
	
→	Confidential information and data protection
	
→	Insider rules and protection of company assets
The training provided will be continuously expanded in 
terms of topics, but also in terms of available 
languages. It is particularly important to overcome the 
language barrier in the area of compliance. Offering key 
content in the most common Semperit languages is 
crucial when it comes to conveying knowledge 
successfully. This is the only way to subsequently 
ensure compliance with the guidelines and values and 
achieve broad involvement.
In addition to the online training courses, Semperit is 
increasingly relying on “classroom training courses”. On 
the one hand, these serve employees whose languages 
are not yet included in the online training catalogue, 
and on the other hand, they can address those 
employees in particular who do not have access to the 
Group-wide e-learning platform. These training courses 
are delivered by local compliance coordinators and can 
be arranged individually and according to need. Class­
room training offers space for mutual interaction and 
questions and enables collaborative learning.
BUSINESS PARTNER CHECKS
These checks are used to screen and control business 
partners and are mandatory for companies located in 
risk countries. Business partners with an elevated risk 
profile based on other criteria can also be screened. The 
checks apply to suppliers, customers, distributors as 
well as other third parties and serve to identify risks in 
advance of a cooperation and allow risk mitigating 
measures to be taken where necessary. The measures 
may lead to the termination of the business relation­
ship. In recent years, work has been carried out 
successfully to decentralise these checks and extend 
them to the competent departments, such as the 
purchasing and customer service departments. This 
should ensure comprehensive screening and control. 
Due to recent export restrictions and economic sanc­
tions, additional measures have been taken to prevent 
the related risks.
NEEDS-BASED RISK SURVEYS AS PART 
OF THE DUE DILIGENCE PROCESS 
The risk survey is a regular or event-driven evaluation of 
operational, legal, strategic and reputational risks for the 
Semperit locations by the Group Risk Management & 
Assurance department. These are internal and external 
risks, including the topic of ESG.
In 2022, 14 reviews were carried out. The risk workshops 
required for this were primarily conducted online due to 
the COVID-19 pandemic.
!

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SEMPERLINE WHISTLEBLOWER HOTLINE 
SemperLine offers all internal and external stakeholders 
a facility to report violations and incidents anony­
mously. The Compliance Board is obliged to review each 
report received and determine appropriate measures. 
The “Speak up!” campaign launched in 2021 was 
continued in the reporting period. Employees were 
made aware of the established complaints process 
through various communication channels and informed 
about how to report allegedly incorrect behaviour. The 
central instrument for this is SemperLine, a communi­
cation platform operated by an external partner, which 
serves the secure and confidential transmission, 
recording and processing of reports regarding violations 
of the regulations applicable at Semperit. The reports 
can be submitted anonymously, and the whistleblowers 
are protected from retaliation. The Compliance Board is 
obliged to review each report received and determine 
appropriate measures. In 2022, two reports were 
received via SemperLine and duly investigated. Based 
on the SemperLine reports, no compliance violations 
were identified.
DATA PROTECTION 
The Semperit Data Protection Regulation was revised 
and updated in 2022. It informs stakeholders about 
data processing activities and the exchange of 
personal data in peer-to-peer and business communi­
cation. The Data Protection Regulation provides the 
cornerstone for the systematic recording of complaint 
requests from individuals affected by data misuse, 
which is followed up in a proper and timely manner. To 
this end, the Senior Group Compliance Manager and 
the Chief Information Security Officer raised awareness 
on the topic and developed the policy and procedures 
to support employees and their data security. In 2022, 
various e-learnings and on-site consultations were 
conducted by data protection coordinators to support 
employees in maintaining adequate data protection. In 
addition, local data protection coordinators meet 
regularly to discuss data protection issues at Group 
and regional level and to ensure continued compliance 
with legal requirements.
INFORMATION SECURITY
The objective of information security is to protect infor­
mation and the information and communication tech­
nologies required for its processing and storage 
appropriately in the interest of Semperit Group compa­
nies, employees, business partners and customers. 
The following protection goals are pursued:
	
→Confidentiality (protection against access by unau­
thorised persons)
	
→	Integrity (protection against unauthorised modifica­
tion) and
	
→	Availability (access on demand and protection 
against loss)
In order to reduce the risk of technical system failures 
and the associated additional expenses and loss of 
revenue, continuous measures are taken to increase 
the availability of IT (e.g., equipment of server rooms) 
and to increase the confidentiality (e.g., awareness 
training for employees) and integrity (e.g., back-ups) of 
data. In addition to the technical safeguards, the 
Group’s Chief Information Security Officer (CISO) is 
responsible for the uniform control and monitoring 
(security governance) of information security 
throughout the Group.
In 2022, the CISO was spun off from the IT organisation 
and now reports directly to the CFO to ensure inde­
pendence from acute concerns and a high level of 
management agility. Consistent security governance 
includes ongoing measures and checks to prevent 
damage – for example through malware – and to 
reduce identified risks.
The human factor is particularly important in informa­
tion security. Semperit strives to sensitise its 
employees to cybersecurity and to establish a proac­
tive error culture. To this end, a comprehensive and 
uniform Group-wide awareness concept with several 
components has been developed. The first compo­
nents were rolled out across the Group in the course of 
2022. These include, for example, e-learning, training 
with interactive components, mock e-mails and 
dynamic screensavers.

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TOPIC AREA
STATUS 2022
MEASURES AND TOOLS
Anti-corruption and bribery
No confirmed violations
Code of Conduct, online training and individual training 
according to position and field of work, SemperLine, Supplier 
Policy
Anti-trust compliance
No confirmed violations
Expansion of the Compliance Management System, estab­
lishment of a Compliance Board, business partner checks, 
risk assessment
Human rights
No confirmed violations
SemperLine, Code of Conduct, People Policy, Supplier Policy
Discrimination
No confirmed violations
SemperLine, Code of Conduct
Anti-competitive behaviour
2 current violations*
SemperLine, Code of Conduct, online training
Environmental compliance
No confirmed violations
Compliance with national limits and restrictions, HSEQ Policy
Compliance in the supply chain
No confirmed violations
Supplier Policy, supplier evaluation, Code of Conduct
Data protection
No confirmed violations
Process development, expansion and IT systems
Compliance cases
2 compliance cases**
SemperLine, Compliance Board, increased communication 
measures
COMPLIANCE IN THE SEMPERIT GROUP
* 	 One Group company is involved in a competition law case. The proceedings are currently at a stage where the outcome cannot be estimated with 
sufficient probability. The proceedings are being handled in coordination with local specialists before the authority. The subsidiary is cooperating 
with the authorities responsible for the case and assures its full support. The management of the Semperit Group anticipates that these 
proceedings will not result in any significant impairment of the Group’s assets, liabilities, financial position, and profit or loss. Provisions for the 
most probable amount according to the Semperit Group’s assessment have been set aside in accordance with IAS 37 to cover the expected costs 
and the corresponding risk. Any need for adjustment is reassessed periodically.
** 	 It is important to note that the number of reports is not indicative of their content or impact. Each report is taken up by the Compliance Board, 
followed up and appropriate measures are taken, depending on the nature of the incident.

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> 80% 
employees trained
11 
core areas of communication
0 
violations
OVERVIEW OF “BUSINESS ETHICS” 
TARGETS AS PART OF THE 
SUSTAINABILIT Y STRATEGY 2030
Compliance with all legal requirements is the founda­
tion of corporate responsibility and thus the basis of our 
actions. In order to give this principle weight in the 
Sustainability Strategy 2030, the topic of business 
ethics was included and relevant targets defined for the 
next few years:
	
→	Establishment and maintenance of the Compliance 
programme 
	
→	Offering a comprehensive range of training courses
	
→	Promoting a culture of trust through communication 
and awareness raising
	
→	Zero violations
With regard to compliance, the above-mentioned focus 
points were undertaken in recent years to build up the 
compliance programme, which will also gradually be 
continued in the coming years. Essentially, the aim is to 
define and flesh out the topic areas relevant to 
Semperit in terms of integrity and compliance, and to 
develop, implement and establish the corresponding 
tools to manage these areas. Activities in this regard 
include the drafting of appropriate guidelines, policies 
and processes, the provision of an adequate range of 
training courses, far-reaching communication meas­
ures and the expansion of reporting mechanisms.
As part of the systematic maintenance of the compli­
ance programme, a new Group-wide Code of Conduct 
was published at the beginning of 2021. In 2022, human 
rights and sustainability topics were added and new 
information and requirements on whistleblowing, cyber 
security and data protection were included. The 
compact presentation of the most important rules of 
conduct for our employees and business partners is 
intended to ensure compliance with the relevant legal 
requirements and the desired business ethics.
Ongoing employee training is an important focus, 
which not only enables the sharing of content, but also 
serves to raise awareness. The range of training courses 
is constantly reviewed and expanded in terms of topi­
cality of content and potential new topics. Each 
employee is assigned relevant training content that 
they must complete depending on their position and 
activity. In 2022, an integrity declaration was presented 
to all employees for electronic signature and, where 
relevant, a declaration of compliance with management 
rules. Some courses are mandatory for all employees. 
In addition, there are plans to focus on the internal 
training of the relevant experts (“Train the Trainers”) in 
2023. This initiative is aimed primarily at local compli­
ance and data protection (GDPR) coordinators and is 
intended to help them manage and communicate their 
focus in a targeted manner.
In addition to the overarching goal of “zero violations”, 
Semperit is working hard to create a culture of trust, 
which aims to facilitate the reporting of weaknesses or 
potential misconduct without fear of sanctions. Similar 
to health and safety, there must also be a possibility to 
openly address weaknesses or problems in the area of 
compliance in order to avoid “genuine” misconduct and 
at the same time expand the corresponding infrastruc­
ture in a targeted manner.

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The Group-wide Code of Conduct and the Supplier Policy 
of the Semperit Group set out the ethical, environ­
mental, and social principles that Semperit abides by 
when selecting suppliers and working with them. These 
guidelines are available on the company’s website12 and 
form the basis for long-standing trusted partnerships to 
which Semperit attaches great importance in its supply 
chain management. 
SUSTAINABILITY IN 
THE SUPPLY CHAIN
Supply chains have branched out around the world as a 
result of globalisation and the increasing division of labour. 
This has given rise to a responsibility on the part of compa­
nies to ensure social and environmental standards in their 
supply chain as well. The discussion surrounding an 
EU-wide supply chain act clearly shows that the subject is 
growing in importance and is increasingly subject to regu­
lation. In recent years, Semperit has developed manage­
ment tools such as the Supplier Policy, the Code of Conduct 
and the Business Partner Checks that contribute to 
sustainability in the supply chain. Operating successfully in 
this area requires a good network, close cooperation with 
suppliers, and a great deal of skill and feel for the market 
and culture in the countries where Semperit operates.
IN RECENT YEARS, SEMPERIT HAS 
DEVELOPED GUIDELINES SUCH 
AS THE SUPPLIER POLICY, 
THE SEMPERIT CODE OF CONDUCT 
AND BUSINESS PARTNER CHECKS 
AND HAS TAKEN MEASURES THAT 
CONTRIBUTE TO SUSTAINABILITY 
IN THE SUPPLY CHAIN.

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SUPPLY CHAIN MANAGEMENT
Purchasing is the remit of the COO (Chief Operating 
Officer) and is managed by the Director Group Supply 
Chain Management & Procurement. The purchasing 
team comprises 63 employees, who work worldwide. 
The dispatchers for the compound raw materials report 
to the central Supply Chain Management. The individual 
sites are responsible for local purchasing and storage 
management but are centrally managed and supported 
by Group Procurement & Logistics as far as possible.
Central purchasing is divided into five thematic groups:
	
→Raw materials
Rubber, latex, chemicals, carbon black, steel, 
textiles and packaging
	
→	Investment goods
Machines and vehicles
	
→Logistics 
Inbound and outbound logistics, warehousing
	
→	Indirect procurement 
Office supplies and service providers
	
→Energy 
Gas, heating oil, electricity and steam
A wide range of chemicals are needed for producing 
rubber products. Strict requirements must be observed 
and complied with when handling these chemicals, 
from transport and storage through to processing. In 
the EU, for example, the requirements of the REACH 
regulation (Registration, Evaluation, Authorisation and 
Restriction of Chemicals) must be monitored on an 
ongoing basis and complied with. Semperit complies 
with all legal requirements with regard to the avoidance 
and substitution of hazardous substances at European, 
national, and regional levels.
Following the principle of double materiality, Semperit 
focuses on material purchasing when it comes to 
sustainable supply chain management. This is because, 
on the one hand, the purchasing of materials has a 
direct impact on the company’s profitability due to the 
high proportion of material costs in the total product 
price; on the other hand, the procurement of materials 
is also potentially associated with the company’s 
greatest indirect environmental and social impact.
In 2022, the cost of materials was around EUR 402 
million and thus around 52% of revenue. This includes 
chemical raw materials, reinforcing materials, pack­
aging materials, and purchased gloves.
COO
DIRECTOR SUPPLY CHAIN MANAGEMENT & PROCUREMENT
LOCAL PROCUREMENT
LOCAL LOGISTICS
GROUP SUPPLY CHAIN MANAGEMENT
GROUP PROCUREMENT & LOGISTICS
GROUP DIRECT & INDIRECT 
MATERIALS, ENERGY, 
INVESTMENT GOODS, LOGISTICS
MIXING 
RESPONSIBLES

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The tense economic situation in 2022 caused a dynamic 
change in energy costs, from EUR 91 million in 2021 to 
EUR 89 million in 2022. Sea freight costs, and thus logis­
tics costs in general, rose considerably in connection 
with the so-called container crisis, but were already 
almost back to the long-term average level by the end 
of 2022. Land freight prices rose continuously in 2022 
due to significantly higher diesel costs, increased 
wages and improved social benefits. Similar to 
Semperit, the suppliers predominantly have cost struc­
tures that are essentially determined by raw materials 
and energy, less so by labour costs.
Semperit typically avoids intermediaries and seeks 
direct contact with suppliers. Thanks to close coopera­
tion with existing suppliers and the know-how of experi­
enced purchasers, the Semperit Group’s supplier 
network has been largely stable for years and is subject 
to only minor fluctuations. Semperit strives to have one 
supplier in the European region and another in the 
non-European region in its portfolio for all material 
groups in order to be able to react to regional develop­
ments with an alternative from another region. This 
reduces the risk of delivery failures or other problems in 
procurement, such as those occurring in the course of 
the COVID 19 crisis or more recently as a result of the 
Russia-Ukraine war and the associated geopolitical 
tensions and economic sanctions.
SUPPLIER EVALUATION
A systematic process for selecting and evaluating 
suppliers as well as close cooperation with suppliers 
ensure compliance with the standards defined by 
Semperit. Potential CSR risks in connection with the 
supply chains are identified as part of the annual ESG 
risk process, which is primarily aimed at upstream 
processes as part of supplier management. In addition, 
the selection of suppliers as part of the evaluation 
process is based on criteria such as procurement cate­
gory, geographical presence of the suppliers, and total 
expenditures. This risk mapping is performed prior to 
deciding whether to conduct evaluations or audits in 
order to select the suppliers that should be evaluated or 
audited as a matter of priority. The evaluation process 
involves different methods and ranges from cognisance 
of the Supplier Policy, self-disclosure, or an evaluation 
by EcoVadis to conducting audits.
In 2022, there were no new strategic suppliers that had 
to be reviewed with regard to their environmental and 
social performance, but Semperit did part ways with 
suppliers from the Russian and Belarusian regions, 
partly due to sanctions and partly voluntarily without 
binding sanctions. The evaluation of suppliers is gener­
ally carried out in the form of self-assessments based 
on Semperit’s Supplier Policy and on the basis of 
EcoVadis ratings. EcoVadis is an external platform for 
assessing sustainability. Due to the aftermath of the 
Covid 19 pandemic, Semperit will not start rolling out 
on-site supplier audits again until 2023.
2022
2021
2020
652.8
530.3
431.4
MONETARY VALUE OF EXPENSES PAID 
TO SUPPLIERS (EUR MILLION)
Region
2022
2021
2020
Europe
198
191
166
Asia
120
113
112
America 
(incl. rest of the world)
2
1
1
NUMBER OF SUPPLIERS (RAW MATERIALS, 
PACKAGING MATERIALS, AND TRADE 
GOODS WITH A PURCHASING VOLUME 
>EUR 50,000 PER ANNUM)
2022
2021
2020
Percentage of new
suppliers screened
against social,
ecological, and
ethical criteria
100%
No new 
suppliers
100%
SUPPLIERS SCREENED AGAINST 
SOCIAL, ECOLOGICAL AND ETHICAL 
CRITERIA (WITH PURCHASING VOLUME 
>EUR 50,000 PER ANNUM)
* 	 Semperit focuses on strategic suppliers in evaluating these criteria. 
Spot and C suppliers are not taken into account in this assessment.

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SUPPLIER POLICY AND BUSINESS 
PARTNER CHECK
The guidelines and standards regarding social, ethical, 
and ecological criteria are described in the Group-wide 
Supplier Policy and follow international guidelines such 
as the principles of the UN Global Compact, the Interna­
tional Chamber of Commerce (ICC) Charter for Long-term 
Sustainable Development and the relevant Conventions 
of the United Nations International Labour Organisation 
(ILO). Semperit expects its suppliers to comply with these 
standards and encourages them to take this responsi­
bility into their respective supply chains. The Supplier 
Policy is routinely sent to suppliers with a purchasing 
volume of over EUR 100,000 with a request for signature. 
In 2022, 48% of the Category A suppliers had signed the 
Supplier Policy. Category A suppliers are those suppliers 
who, ranked by size, together account for 80% of the 
Semperit Group’s purchasing volume. In addition, new 
and some existing suppliers are subjected to a Business 
Partner Check (see page 131) by the Compliance Depart­
ment in order to identify any risks in advance.
TOGETHER FOR SUSTAINABILITY (TFS)
SDG 17 “Partnerships for the Goals” makes it clear that 
in some areas it takes the combined effort and collabo­
ration of multiple stakeholders to make a big difference. 
With this in mind, Semperit joined the “Together for 
Sustainability” (TfS) initiative in 2021. More than 30 well-
known and internationally active chemical companies 
have joined forces in this initiative with the aim of 
making the global supply chains of the chemical 
industry more sustainable. Some of Semperit’s suppliers 
are also taking part in this initiative. TfS evaluates the 
sustainability performance of suppliers with the help of 
expert opinions and audits, the results of which are 
made available to all members. The TfS initiative follows 
the principles of the UN Global Compact and Respon­
sible Care and, in addition, seeks to continuously 
improve the ecological, social, and ethical orientation 
of suppliers. TfS is a global organisation supported by 
regional working groups in Asia and North and South 
America. As a unique, member-driven organisation, the 
TfS member companies are shaping the future of the 
chemical industry together. More information is avail­
able at www.tfs-initiative.com.
In order to proceed in the most structured and effi­
cient manner possible, TfS works closely with the 
EcoVadis supplier evaluation platform, which has 
gained importance across all industries in recent 
years. In addition to the supplier evaluations, TfS 
works with recognised auditing firms to conduct 
audits based on an audit standard developed espe­
cially for the chemical industry. All results, activities 
and developments are shared within the network with 
the aim of creating transparency, using synergies, 
and promoting sustainability at all levels.
Along with the EcoVadis evaluations and TfS audits, 
the close links between TfS members are at the fore­
front of the cooperation. In addition to the step-by-
step evaluation of suppliers, the aim is also to address 
various challenges, such as offsetting and reducing 
Scope 3 emissions or safeguarding human rights, and 
to develop solutions together. Each member is part of 
a topic-based working group. Regular meetings 
provide a vehicle for a professional exchange of views 
and ensure that the high standards of the TfS initiative 
are maintained and that work on the various remits 
proceeds consistently.
Consequently, being part of the TfS network not only 
means purposefully driving sustainability issues 
forward, but also being a pioneer in developing the 
highest standards that go way beyond the usual 
approaches and methods. TfS is not “only” a label 
that a company pays for, or where a company can be 
a passive observer; rather, the member company is 
also required to devote human resources to it and to 
make a considerable contribution in terms of work to 
the network. Semperit’s commitment to improving 
every year is also essential here, as impressively 
demonstrated by achieving Platinum Status in 
EcoVadis in 2022.

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Since 2021, a member of the purchasing team has 
been established as the interface between sustaina­
bility and purchasing, who also worked closely with 
the ESG team on rolling out the TfS assessments and 
preparing suppliers for audits in 2022. This person 
also serves as a contact point and representative for 
TfS in order to establish the product carbon footprint 
(PCF) in accordance with the new TfS PCF process 
from 2023. In addition, this employee is a point of 
contact for questions regarding existing and future 
regulatory requirements in supply chain manage­
ment.
In 2022, Semperit continued to train and raise aware­
ness among lead buyers in order to deepen the 
company’s knowledge of how to ensure sustainability 
in the supply chain and how to select suppliers and 
integrate them into the TfS assessment process. In 
2022, the purchasing team was trained through 
various internally and externally led events. The 
training focused on how to handle the EcoVadis plat­
form, but also trained them in the understanding of 
social and environmental issues as well as the ability 
to identify and avoid risks.
SUPPLIER COOPERATION
Semperit has set itself the goal of carrying out more 
supplier evaluations and working with suppliers in 
order to promote sustainability in the supply chain. 
By 2030, the company aims to generate 80% of its 
procurement volume from suppliers that have been 
screened against ESG criteria and meet Semperit’s 
high standards.
SUPPLIER EVALUATION BASED 
ON SELF-DISCLOSURE
Suppliers with which Semperit does business in 
excess of EUR 500,000 per annum and which are 
unwilling to undergo an EcoVadis evaluation can be 
evaluated using an online self-disclosure tool devel­
oped by Semperit. Each supplier receives the same 
questionnaire and is rated according to the results. In 
addition to key operating figures, the self-disclosure 
includes information on environmental performance, 
such as whether the supplier has implemented a 
certified environmental management system, for 
example in accordance with ISO 14001, or whether and 
how it ensures compliance with human rights and 
other social standards and working conditions with a 
focus on health and safety.
INTERNAL AWARENESS-RAISING 
AND SENSITISATION
Since 2021, Semperit has held an online employee 
training course dedicated exclusively to the various 
sustainability aspects along the supply chain. The 
ESG and Compliance departments were jointly 
responsible for selecting and developing the course 
content. The training course was initially assigned to 
selected positions within the Semperit Group. In 2022, 
the e-learning course was rolled out to all employees. 
In addition to the training and education that 
Semperit provides in order to incorporate sustaina­
bility into the procurement process, the Group-wide 
purchasing team is also increasingly concerned with 
international initiatives and benchmarks. Employees 
are involved for instance in activities organised by 
the German Rubber Manufacturers Association 
(Wirtschaftsverband der Deutschen Kautschukindus­
trie, WDK – www.wdk.de) or the International Rubber 
Study Group, Singapore (www.rubberstudy.com). They 
also engage in constant dialogue with suppliers in 
order to drive developments forward together with 
them. This applies in particular to innovations in the 
area of materials.

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OVERVIEW OF “SUSTAINABILIT Y 
IN THE SUPPLY CHAIN” TARGETS 
AS PASRT OF THE SUSTAINABILIT Y 
STRATEGY 2030
As part of the cooperation with TfS, Semperit is required to 
define annual quantitative goals that the company 
intends to achieve within one year. These goals include 
the number of suppliers evaluated via EcoVadis, the 
number of audits conducted, and the rate of improve­
ment achieved in the course of repeated evaluations.
In 2021, Semperit began inviting its most important 
suppliers to have their sustainability performance evalu­
ated using EcoVadis. In 2022, Semperit purchased 59% of 
its global purchasing volume for “direct materials” (raw 
materials, packaging materials and trade goods) from 
those 166 suppliers that already have an EcoVadis rating. 
Plans are to gradually increase this percentage over the 
next few years. Due to the pandemic, no audits could be 
conducted in 2022. Semperit will conduct its first TfS 
audits of suppliers in 2023.
The improvement rate in 2022 was 65%. This means that 
65% of suppliers managed to improve their EcoVadis 
rating during the reporting period. The annual survey of 
this indicator is intended to show whether and to what 
extent the sustainability performance of suppliers is 
improving over the long term. It is therefore an important 
indicator for Semperit’s Sustainability Strategy 2030, 
which does not aim for a one-time assessment regarding 
sustainability in the supply chain, but rather for contin­
uous cooperation with suppliers and their ongoing 
sustainable development.
Another important aspect considered in the evaluation 
system is the achievement of a predefined threshold 
to ensure that suppliers meet certain criteria. 
Suppliers who have not yet been able to achieve this 
minimum point score are designated for more inten­
sive development work going forward. In 2022, 34 
Semperit suppliers were rated with a score below 45. 
The company encourages these suppliers to take 
steps to improve their scores so that they can achieve 
a ranking above this threshold next time.
Semperit continues to focus on the implementation of 
a circular economy and the increased use of recycled 
materials and is in constant contact with the few 
suppliers of recovered carbon black and reclaimed 
rubber. However, both of these secondary raw mate­
rials are still only suitable for the production of 
Semperit products to a limited extent and remain a 
niche business with limited availability on the raw 
materials market. Nevertheless, Semperit is trying to 
strengthen these supplier relationships and jointly 
make the supply chain more robust in order to succes­
sively increase the use of recycled raw materials in 
Semperit products.
59 % 
of expenditures for direct materials 
certified by EcoVadis
65 % 
improvement rate in the EcoVadis 
performance of direct material 
suppliers year-on-year

1010 0 1 1 0 01 01 1 1 0 1 1 0 0 1 0 1 1 0 1 0 0 1 1 0 0 1 0 1 1 1 0 1 1 0 0 1 0 1
010 0 11 1 0 001 0 1 0 1 1 0 0 1 0 1 0 1 1 0 0 1 0 0 1 0 0 1 1 1 1 1 0 1 1 0 1 0
1010 0 1 1 0 01 01 1 1 0 1 1 0 0 1 0 1 1 0 1 0 0 1 1 0 0 1 0 1 1 1 0 1 1 0 0 1 0 1
010 0 11 1 0 001 0 1 0 1 1 0 0 1 0 1 0 1 1 0 0 1 0 0 1 0 0 1 1 1 1 1 0 1 1 0 1 0
1010 0 1 1 0 01 01 1 1 0 1 1 0 0 1 0 1 1 0 1 0 0 1 1 0 0 1 0 1 1 1 0 1 1 0 0 1 0 1
010 0 11 1 0 001 0 1 0 1 1 0 0 1 0 1 0 1 1 0 0 1 0 0 1 0 0 1 1 1 1 1 0 1 1 0 1 0
1010 0 1 1 0 01 01 1 1 0 1 1 0 0 1 0 1 1 0 1 0 0 1 1 0 0 1 0 1 1 1 0 1 1 0 0 1 0 1
010 0 11 1 0 001 0 1 0 1 1 0 0 1 0 1 0 1 1 0 0 1 0 0 1 0 0 1 1 1 1 1 0 1 1 0 1 0
1010 0 1 1 0 01 01 1 1 0 1 1 0 0 1 0 1 1 0 1 0 0 1 1 0 0 1 0 1 1 1 0 1 1 0 0 1 0 1
010 0 11 1 0 001 0 1 0 1 1 0 0 1 0 1 0 1 1 0 0 1 0 0 1 0 0 1 1 1 1 1 0 1 1 0 1 0
1010 0 1 1 0 01 01 1 1 0 1 1 0 0 1 0 1 1 0 1 0 0 1 1 0 0 1 0 1 1 1 0 1 1 0 0 1 0 1
010 0 11 1 0 001 0 1 0 1 1 0 0 1 0 1 0 1 1 0 0 1 0 0 1 0 0 1 1 1 1 1 0 1 1 0 1 0
About this report 
142
GRI - Content Index 
145
EU Taxonomy Reporting Template
151
Footnotes 
154
Contact 
155
Disclaimer
155
APPENDIX 
SEMPERIT | SUSTAINABILIT Y REPORT 2022
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ABOUT THIS 
REPORT
This is the Group-wide Sustainability Report of the 
Semperit Group. The reporting organisation is 
Semperit AG Holding. The report contains information 
and data regarding activities, achievements, and 
targets of the corporate group that are important in 
the context of sustainable development. It offers 
stakeholders comprehensive insight into Semperit’s 
business activities and, in particular, describes how 
the Group meets its economic, social, and environ­
mental responsibilities.
STANDARDS AND SPECIFICATIONS
The report was prepared in accordance with the GRI 
Standards (GRI 1: Foundation 2021). These standards are 
used and recognised worldwide as a framework for trans­
parent and comparable sustainability reporting. The GRI 
Content Index in the appendix provides a detailed over­
view regarding the GRI standards covered in the report 
and where the respective information can be found.
The Austrian Sustainability and Diversity Improvement 
Act (NaDiVeG) – the national implementation of the EU 
Directive 2014/95/EU (NFI Directive) on mandatory 
reporting of non-financial and diversity-related informa­
tion – has been in force in Austria since December 2016. 
This report fulfils the requirements of this law and is 
equivalent to a separate consolidated non-financial 
report pursuant to Section 267a of the Austrian Commer­
cial Code (UGB).
Semperit has participated in the UN Global Compact 
since the beginning of 2021. This initiative calls on 
companies all over the world to apply ten principles from 
the areas of human rights, labour standards, environ­
mental protection, and anti-corruption. This report docu­
ments the Group’s achievements in the context of these 
ten principles and thus serves as a Communication On 
Progress (COP).
The disclosure of information regarding the EU taxonomy 
included in the report complies with the Taxonomy Regu­
lation (EU) 2020/852 and the requirements published as 
an amendment to the Regulation on 4 June 2021 (tech­
nical criteria) and on 6 July 2021 (Article 8) as well as the 
announcement on the application of the Taxonomy Regu­
lation on 19 December 2022. 
REPORTING PERIOD AND CYCLE
The reporting period covers the 2022 financial year, 
which corresponds to the calendar year. To improve 
comparability and to make the development of the key 
figures visible over a longer period of time, the tables 
primarily show the last three financial years. Semperit 
publishes an annual Sustainability Report; the last one 
was issued in March 2022.
REPORT CONTENT 
The content of the report was determined while taking 
into account the reporting principles defined in the “GRI 
101: Foundation” standards. This report provides infor­
mation on the material topics identified on the basis of 
the materiality analysis conducted in 2020. The 2022 
review and validation of the topics by the Sustainability 
Council lead to Waste and Water being classified as 
material topics.
REPORTING BOUNDARY 
All data and information in the “Semperit Group”, “Social”, 
and “Governance” chapters refer to the entire Group. The 
reporting boundary therefore includes all companies 
within the scope of consolidation. There is a restriction of 
the reporting boundary for the environmental data in the 
“Environment and climate protection” chapter. It 
includes all production sites except the site in the USA 
(consolidation planned for 2023) and the German M+R 
Dichtungstechnik GmbH. 51% of M+R Dichtungstechnik 
were taken over by the Semperit Group in 2021. In order to 
make the transition as efficient as possible, Semperit 
relies on a gradual integration of the company into the 
Group structure, and complete consolidation of sustaina­
bility data until the acquisition of the remaining company 
shares at the end of 2025. Data from the sales locations 
will not be collected due to their low environmental rele­
vance. This restriction of the reporting boundary for envi­
ronmental data was based on the criteria of materiality 
and the Pareto principle: The environmental impact of 
these companies is comparatively low, and the effort 
required to collect the environmental data would be 
disproportionately high. In the case of individual devia­
tions from the report boundary, this is explicitly pointed 
out at the relevant point in the report. The site consists of 
two small production facilities which are evaluated as a 
single site due to their close proximity. A temporary devi­
ation may occur, for example, if Semperit acquires a 
company or establishes a new location.

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CHANGES IN THE ORGANISATION 
AND REPORTING 
In accordance with IFRS 5, the earnings and balance 
sheet indicators as well as KPIs of the EU taxonomy in 
this report relate only to continuing operations; all other 
data and information continue to represent continuing 
and discontinued operations. There were no significant 
changes in the size, structure or ownership of the 
organisation during the reporting period. Minor changes 
resulted from the commissioning of the production site 
Newnan in the USA. The environmental data does not 
yet encompass the German company M+R Dichtungs­
technik, which was newly included in the scope of 
consolidation, or the newly constructed American site 
in Newnan, which started operations in 2022.
DATABASE 
Compared to the previous Sustainability Report, the 
depth of key non-financial figures has been improved, 
the data collection process has been optimised, and 
the consolidation framework has been aligned where 
possible. As part of the ongoing development of data 
management, the values for some key figures for past 
years may differ slightly from those published in 
previous reports. 
	
→The commercial data and financial information 
correspond to that published in the Annual Report 
2022 and in the Consolidated Financial Statements 
according to IFRS contained therein.
	
→Data on employment structure is primarily based 
on the personnel data system SuccessFactors; 
additional data has been collected manually. Due 
to a standardisation of definitions and recording 
methods, which was completed in 2020, a consol­
idated presentation of all data is only possible as 
of 2020.
	
→Data on employment structure is primarily based 
on the personnel data system SuccessFactors; 
additional data has been collected manually. Due 
to a standardisation of definitions and recording 
methods, which was completed in 2020, a consol­
idated presentation of all data is only possible as 
of 2020.
	
→In the 2022 reporting year, the data on occupational 
safety and health protection originates from the 
company’s internal database and is collected at site 
level and consolidated at Group level. 
	
→In the 2022 reporting year, data on energy originates 
from the company’s internal database, is collected 
at site level and consolidated at Group level. For the 
key figure Energy Consumption of the Semperit 
Group by source (MWh) of 2020 and 2021, there was 
an adjustment in 2022.
	
→Data on greenhouse gas emissions has been deter­
mined for direct and indirect greenhouse gas emis­
sions (Scope 1 and Scope 2) since the 2017 reporting 
year. All 7 greenhouse gases regulated under the 
Kyoto Protocol were taken into account in the calcu­
lation of the corporate carbon footprint. This includes:
→ 	 Carbon dioxide (CO2)
→ 	 Methane (CH4)
→ 	 Nitrous oxide (N2O)
→ 	 Hydrofluorocarbons (HFCs)
→ 	 Perfluorocarbons (PFCs)
→ 	 Sulphurhexafluoride (SF6)
→ 	 Nitrogen trifluoride (NF3).
Scope 3 emissions presented since the 2020 report 
include the indirect shares of energy use (natural gas, 
heating oil, etc.), the purchased logistics services, 
and business trips. The calculation is based on the 
Greenhouse Gas Protocol Corporate Standard and 
includes the presentation of Scope 1 emissions (direct 
emissions) and Scope 2 emissions (indirect emis­
sions) due to energy purchases as well as Scope 3 
emissions. The allocation of the emissions of the 
energy sources (natural gas, oil, fuels, etc.) to the 
Scopes 1 and 3 originates from the Austrian Federal 
Environment Agency, 2022. The conversion factors 
from MJ, kWh, and litres to greenhouse gas emissions 
are derived for the direct emission sources (natural 
gas, LPG, heating oil, and the fuels diesel and petrol) 
and their indirect shares (Scope 3) from data from the 
Austrian Federal Environment Agency (as of 
November 2022) and are applied for all countries 
considered. The greenhouse gas emissions of the 
purchased electricity are taken from the ecoinvent 
database in the current version 3.9 (2022). The loca­
tion-based emission factors are included in the data­
base for all countries with Semperit production. The 
conversion factors for business trips correspond to 
the data of the Austrian Federal Environment Agency; 
those for logistics services are taken from the ecoin­
vent 3.9 database. Emissions from logistics services 
were divided into upstream and downstream as well 
as intra-company services. The aim in the future will 
be to successively develop the depth of data collec­
tion in the area of logistics and business travel and to 
continuously improve the completeness of the green­
house gas balance sheet.

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→	Supplier, material, innovation, and compliance data 
comes from the relevant departments and is subject 
to the data collection systems used there.
REFERNCE VALUE FOR SPECIFIC 
ENVIRONMENTAL DATA
Specific values in the “Environment and climate protec­
tion” chapter, such as energy intensity or greenhouse 
gas intensity, refer to the reference value “produced 
unit”. The values for the Semperflex, Semperform, and 
Sempertrans segments refer to the tonnes of produced 
goods, while the value for Sempermed refers to the 
number of produced gloves.
EXTERNAL AUDIT
This report was reviewed by an independent third party: 
Ernst & Young Wirtschaftsprüfungsgesellschaft m.b.H. 
The review was planned and performed in accordance 
with the International Standard on Assurance Engage­
ments (ISAE) 3000 (Revised) from the International 
Federation of Accountants. The assessment was made 
with limited assurance. Further information on the 
scope and result of the audit can be found in the audit 
report. The Executive Board instructed the responsible 
employees of the respective departments to make the 
documents and information necessary for the review 
available in a complete and correct form. The report 
lists risks in line with the requirements of the Sustaina­
bility and Diversity Improvement Act (see page 110 ff.). A 
comprehensive risk report can be found in the Group 
Management Report of the Semperit Group for 2022.

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GRI CONTENT INDEX
GRI 
STANDARD OR 
OTHER 
SOURCE
SPECIFICATION
PAGE 
REFERENCE
STATUS/
REASON FOR 
OMISSION
EXPLANATION ON 
OMISSION/OTHER 
INFORMATION
General Disclosures
1. The Organisation and Its Reporting Practices
GRI 2: General 
Disclosures 
2021
2-1 Organisational details
7-10
2-2 Entities included in the 
organisation’s sustainability reporting
142-143; AR
2-3 Reporting period, frequency and 
contact point
142, 152
2-4 Restatements of information
143
2-5 External assurance
144, 154-155
2. Activities and Workers
GRI 2: General 
Disclosures 
2021
2-6 Activities, value chain and other 
business relationships
9, 11-13, 
16-17, 
136-137, 143
2-7 Employees 
14-15, 114
4
The gender of the staff members has been 
collected according to the traditional 
categories so far. The data in the report is 
therefore only broken down by female and 
male employees. In 2022, Semperit carried 
out preparatory work for the system 
recording of non-binary and non-disclosed 
gender. The release and communication of 
this HR system setting to employees is 
planned for 2023.
2-8 Workers who are not employees
115
3. Governance
GRI 2: General 
Disclosures 
2021
2-9 Governance structure and 
composition
29-34
2-10 Nomination and selection of the 
highest governance body
33-34
2-11 Chair of the highest governance 
body
32
2-12 Role of the highest governance 
body in overseeing the management 
of impacts
35-36, 101, 
128, 136
2-13 Delegation of responsibility for 
managing impacts
35-36, 101, 
128, 136
Application note
Used GRI 1
Applicable GRI standard
Status/reason for omissions
Semperit AG Holding 
has reported in 
accordance with the 
GRI Standards for the 
period 1 January 2022 
to 31 December 2022
GRI 1: 
Grundlagen 2021
None applicable
	 Fully reported/no omission
	 Partially reported/omission of individual items of the disclosure
	 Not reported/omission of information
1 	 Not applicable  
2 	 Restrictions due to a duty of confidentiality     
3 	 Explicit legal prohibitions
4 	 No or not all information available

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GRI 
STANDARD OR 
OTHER 
SOURCE
SPECIFICATION
PAGE 
REFERENCE
STATUS/
REASON FOR 
OMISSION
EXPLANATION ON 
OMISSION/OTHER 
INFORMATION
2-14 Role of the highest governance 
body in sustainability reporting
19
The Supervisory Board relies on the 
auditor’s review of the accuracy and 
completeness of the content of the 
non-financial report.
2-15 Conflicts of interest
29-34; CoC
The regulations of the Austrian Corporate 
Governance Code are applied. Further 
information can also be found in the 
Semperit Code of Conduct starting on page 
14.
2-16 Communication of critical 
concerns
132; CoC 
2-17 Collective knowledge of the 
highest governance body
29-31
2-18 Evaluation of the performance of 
the highest governance body
33
4
The Supervisory Board conducts a self-
evaluation once a year to assess its own 
organisation and working methods.
2-19 Remuneration policies
35; RP 
2-20 Process to determine 
remuneration
35; RP 
2-21 Annual total compensation ratio
35
4. Strategy, Policies and Practices
GRI 2: General 
Disclosures 
2016
2-22 Statement on sustainable 
development strategy
4-5
2-23 Policy commitments
27, 52, 
100-101, 
118-119, 
127-129; 
CoC; RP; PP; 
HSEQ; MoR; 
GSP; SIP; 
MSA
2-24 Embedding policy commitments
52, 103, 
118-121, 
126-133
2-25 Processes to remediate negative 
impacts
4-5, 82, 96, 
102, 104, 
120, 128, 132
2-26 Mechanisms for seeking advice 
and raising concerns
132; CoC
Code of Conduct pages 8, 23
2-27 Compliance with laws and 
regulations
133
2-28 Membership associations
28
5. Stakeholder Engagement
GRI 2: General 
Disclosures 
2021
2-29 Approach to stakeholder 
engagement
22-23, 121
2-30 Collective bargaining 
agreements
123

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GRI 
STANDARD OR 
OTHER 
SOURCE
SPECIFICATION
PAGE 
REFERENCE
STATUS/
REASON FOR 
OMISSION
EXPLANATION ON 
OMISSION/OTHER 
INFORMATION
Material Topics
GRI 2: General 
Disclosures 
2016
102-46 Defining report content and 
topic boundaries
18-19, 21
102-47 List of material topics
20
Environment and Climate Protection
Raw Materials and Material Use
GRI 3: Material 
Topics 2016
3-3 Management of material topics
21, 37-42,  
50-52, 
83-85, 
91-92
GRI 301: 
Materials 2016
301-1 Materials used by weight or 
volume
83, >>
The reported data only includes materials 
that are part of the final products. These 
are, in particular: raw materials (e.g., 
polymers, chemicals, fillers) and 
reinforcing materials. The mass share of 
auxiliary and operating materials as well as 
packaging materials is comparatively low 
and is therefore not reported.
301-2 Recycled input materials used
92
Energy
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 
50-52, 72-77
GRI 302: 
Energy 2016
302-1 Energy consumption within the 
organisation
75
Water
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 
50-52, 
95-97
GRI 303: Water 
and effluents 
2018
303-1 Interactions with water as a 
shared resource
95-97
303-2 Management of water 
discharge-related impacts
95-97
303-3 Water withdrawal
96
Emissions	 	
	
	
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 
50-52, 
80-82

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Appendix
Environment and climate protection
GRI 
STANDARD OR 
OTHER 
SOURCE
SPECIFICATION
PAGE 
REFERENCE
STATUS/
REASON FOR 
OMISSION
EXPLANATION ON 
OMISSION/OTHER 
INFORMATION
GRI 305: 
Emissions 
2016
305-1 Direct (Scope 1) GHG emissions
80-82, 143
305-2 Indirect (Scope 2) 
GHG emissions
80-82, 143
305-3 Other indirect (Scope 3) 
GHG emissions
80-82, 143
4
The data set and system boundary 
underlying the calculation of the 
Corporate Carbon Footprint published in 
the report do not include all Scope 3 
emissions. A complete accounting is still 
being strived for.
Waste		
	
	
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 
50-52, 91-94
GRI 306: Waste 
2020
306-1 Waste generation and 
significant waste-related impacts
91-94
306-2 Management of significant 
waste-related impacts
91-94
306-3 Waste generated
91-94
306-4 Waste diverted from disposal
91-94
306-5 Waste directed to disposal
91-94
Social		
	
	
Health and Safety
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 99, 
100-109
GRI 401: 
Employment 
2016
403-1 Occupational health and safety 
management system
52, 101
403-2 Hazard identification, risk 
assessment, and incident 
investigation
102
403-3 Occupational health services
101-102, 
104-105
403-4 Worker participation, 
consultation, and communication on 
occupational health and safety
100-105
403-5 Worker training on occupational 
health and safety
103-104
403-6 Promotion of worker health
104-105
403-8 Workers covered by an 
occupational health and safety 
management system
101
403-9 Work-related injuries
106-107

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Social
Governance
Appendix
Environment and climate protection
GRI 
STANDARD OR 
OTHER 
SOURCE
SPECIFICATION
PAGE 
REFERENCE
STATUS/
REASON FOR 
OMISSION
EXPLANATION ON 
OMISSION/OTHER 
INFORMATION
Training and Education
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 99, 
110-113; PP
GRI 404: 
Training and 
Education 2016
404-2 Programs for upgrading 
employee skills and transition 
assistance programs
108-109
404-3 Percentage of employees 
receiving regular performance and 
career development reviews
109
Diversity and Inclusion
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 99, 
110-113; PP; 
CoC; MSA
GRI 401: 
Employment 
2016
401-1 New employee hires and 
employee turnover
115
Semperit does not record any seasonal 
fluctuations within the annual fluctuation 
rate.
GRI 405: 
Diversity and 
equal 
opportunity 
2016
405–1 Diversity of governance bodies 
and employees
32-33, 116
Human Rights and Social Standards
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 99, 
118-124; MSA
GRI 412: 
Human Rights 
Assessment 
2016
412–1 Operations that have been 
subject to human rights reviews or 
impact assessments
121
412–2 Training for white-collar 
employees on human rights policies 
and procedures
123, 130
Governance	
	
	
	
	
	
	
	
Compliance and Anti-corruption
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 126, 
127-134
GRI 205: Anti-
corruption 
2016
205–1 Operations assessed for risks 
related to corruption
131
205–3 Confirmed incidents of 
corruption and actions taken
133
GRI 206: Anti-
competitive 
Behaviour 2016
206–1 Legal actions for anti-
competitive behaviour, anti-trust and 
monopoly practices
133
GRI 406: 
Non-discrimi­
nation 2016
406–1 Incidents of discrimination and 
corrective actions taken
133

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Governance
Appendix
Environment and climate protection
GRI 
STANDARD OR 
OTHER 
SOURCE
SPECIFICATION
PAGE 
REFERENCE
STATUS/
REASON FOR 
OMISSION
EXPLANATION ON 
OMISSION/OTHER 
INFORMATION
Sustainability in the Supply Chain
GRI 3: Material 
Topics 2021
3-3 Management of material topics
21, 37-42, 
43-48, 99, 
135-140
GRI 308: 
Environmental 
assessment of 
suppliers
308–1 New suppliers that were 
screened using environmental criteria
 137
GRI 414: Social 
assessment of 
suppliers
414–1 New suppliers that were 
screened using social criteria
137
AR
Annual Report 2022: https://www.semperitgroup.com/investor-relations/reports-presentations/
CoC
Code of Conduct: https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/SemperitGroup/
Company/Compliance/CoC_EN_January2023.pdf
RP
Remuneration Policy 2022: https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/SemperitGroup/
Investor_relations/Presentations/Verguetungspolitik_Semperit__2022_EN.pdf
PP
People Policy: https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/SemperitGroup/
Company/Sustainability/mitarbeiter/People_policy_EN_v03_2022.pdf
HSEQ
Health, Safety, Environment & Quality Policy https://www.semperitgroup.com/fileadmin/user_upload/
MediaLibrary/SemperitGroup/Company/Sustainability/HSEQ/HSEQ_Policy_ENGLISH.pdf
MoR
Management of Resources, Processes, and Work Attitude Policy: https://www.semperitgroup.com/fileadmin/
user_upload/MediaLibrary/SemperitGroup/Company/Sustainability/HSEQ/Semperit_MoR_Policy_EN_v03_2022.pdf
GSP
Group Supplier Policy: https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/SemperitGroup/
Company/Sustainability/Lieferanten/Supplier_Policy_English_20220525.pdf
SIP
Sustainable Innovation Policy: https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/
SemperitGroup/Company/Sustainability/Innovation/Semperit_Innovation_Policy_EN_v03_2022.pdf
MSA
Modern Slavery Act Statement: https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/
SemperitGroup/Company/Compliance/Semperit_Modern_Slavery_Act_Statement_FY_2021.pdf
Legend

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Social
Governance
Appendix
Environment and climate protection
151
EU Taxonomy Reporting Template
Economic activity
Absolute turnover
Proportion 
of turnover
Climate 
change 
mitigation
Climate 
change 
adaptation
Water and 
marine 
resources
Circular 
economy
Pollution
Biodiversity 
and 
ecosystems
Climate 
change 
mitigation
Climate 
change 
adaptation
Water and 
marine 
resources
Circular 
economy
Pollution
Biodiversity 
and 
ecosystems
Minimum 
safeguards
Taxonomy-
aligned proportion 
of turnover year n
Taxonomy-
aligned proportion of 
turnover year n-1
Category 
(enabling 
activity)
Category 
(transitional 
activity)
EUR
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
3.6.Manufacture of other low carbon technologies
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
4.1. Electricity generation using solar photovoltaic technology
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
5.2. Renewal of water collection, treatment and supply systems
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
6.5. Transport by motorbikes, passenger cars and light commercial 
vehicles
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.1 Construction of new buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.2. Renovation of existing buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.3. Installation, maintenance and repair of energy efficiency 
equipment 
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.4 Installation, maintenance and repair of charging stations for 
electric vehicles in buildings (and parking spaces attached to 
buildings)
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.5. Installation, maintenance and repair of instruments and devices 
for measuring, regulation and controlling energy performance of 
buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.6. Installation, maintenance and repair of renewable energy 
technologies, on-site
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.7. Acquisition and ownership of buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
Turnover of environmentally sustainable activities (Taxonomy-
aligned (A.1)
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
A.2 Taxonomy-eligible but not environmentally sustainable 
acitivities (not Taxonomy-aligned activities)
3.6.Manufacture of other low carbon technologies
142,106,718.59
18.22%
4.1. Electricity generation using solar photovoltaic technology
0.00
0.00%
5.2. Renewal of water collection, treatment and supply systems
0.00
0.00%
6.5. Transport by motorbikes, passenger cars and light commercial 
vehicles
0.00
0.00%
7.1 Construction of new buildings
0.00
0.00%
7.2. Renovation of existing buildings
0.00
0.00%
7.3. Installation, maintenance and repair of energy efficiency 
equipment 
0.00
0.00%
7.4 Installation, maintenance and repair of charging stations for 
electric vehicles in buildings (and parking spaces attached to 
buildings)
0.00
0.00%
7.5. Installation, maintenance and repair of instruments and devices 
for measuring, regulation and controlling energy performance of 
buildings
0.00
0.00%
7.6. Installation, maintenance and repair of renewable energy 
technologies, on-site
0.00
0.00%
7.7. Acquisition and ownership of buildings
0.00
0.00%
Turnover of Taxonomy-eligible but not environmentally 
sustainable activities (not Taxonomy-aligned activitites (A.2)
142,106,718.59
18.22%
Total (A.1 + A.2)
142,106,718.59
18.22%
B. Non-eligible activities
Turnover of Taxonomy-non-eligible activities
637,741,774.56
81.78%
Total A+B
779,848,493.15
100.00%
Substantial contribution criteria
DNSH criteria (Do No Significant Harm)
EU TAXONOMIE 
REPORTING TEMPLATE

SEMPERIT | SUSTAINABILIT Y REPORT 2022
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Appendix
Environment and climate protection
152
Economic activity
Absolute CapEx
Proportion 
of CapEx
Climate 
change 
mitigation
Climate 
change 
adaptation
Water and 
marine 
resources
Circular 
economy
Pollution
Biodiversity 
and 
ecosystems
Climate 
change 
mitigation
Climate 
change 
adaptation
Water and 
marine 
resources
Circular 
economy
Pollution
Biodiversity 
and 
ecosystems
Minimum 
safeguards
Taxonomy-
aligned proportion 
of CapEx year n
Taxonomy-
aligned proportion of 
CapEx year n-1
Category 
(enabling 
activity)
Category 
(transitional 
activity)
EUR
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
3.6.Manufacture of other low carbon technologies
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
4.1. Electricity generation using solar photovoltaic technology
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
5.2. Renewal of water collection, treatment and supply systems
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
6.5. Transport by motorbikes, passenger cars and light commercial 
vehicles
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.1 Construction of new buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.2. Renovation of existing buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.3. Installation, maintenance and repair of energy efficiency 
equipment 
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.4 Installation, maintenance and repair of charging stations for 
electric vehicles in buildings (and parking spaces attached to 
buildings)
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.5. Installation, maintenance and repair of instruments and devices 
for measuring, regulation and controlling energy performance of 
buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.6. Installation, maintenance and repair of renewable energy 
technologies, on-site
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.7. Acquisition and ownership of buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
CapEx of environmentally sustainable activities (Taxonomy-
aligned (A.1)
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
A.2 Taxonomy-eligible but not environmentally sustainable 
acitivities (not Taxonomy-aligned activities)
3.6.Manufacture of other low carbon technologies
2,680,527.84
6.54%
4.1. Electricity generation using solar photovoltaic technology
721,376.09
1.76%
5.2. Renewal of water collection, treatment and supply systems
0.00
0.00%
6.5. Transport by motorbikes, passenger cars and light commercial 
vehicles
1,473,246.25
3.59%
7.1 Construction of new buildings
10,044.64
0.02%
7.2. Renovation of existing buildings
381,972.74
0.93%
7.3. Installation, maintenance and repair of energy efficiency 
equipment 
2,181,092.96
5.32%
7.4 Installation, maintenance and repair of charging stations for 
electric vehicles in buildings (and parking spaces attached to 
buildings)
0.00
0.00%
7.5. Installation, maintenance and repair of instruments and devices 
for measuring, regulation and controlling energy performance of 
buildings
51,808.40
0.13%
7.6. Installation, maintenance and repair of renewable energy 
technologies, on-site
77,273.93
0.19%
7.7. Acquisition and ownership of buildings
0.00
0.00%
CapEx of Taxonomy-eligible but not environmentally 
sustainable activities (not Taxonomy-aligned activitites) (A.2)
7,577,342.85
18.49%
Total (A.1 + A.2)
7,577,342.85
18.49%
B. Non-eligible activities
CapEx of Taxonomy-non-eligible activities
33,411,579.02
81.51%
Total A+B
40,988,921.87
100.00%
Substantial contribution criteria
DNSH criteria (Do No Significant Harm)

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Appendix
Environment and climate protection
153
Economic activity
Absolute OpEx
Proportion 
of OpEx
Climate 
change 
mitigation
Climate 
change 
adaptation
Water and 
marine 
resources
Circular 
economy
Pollution
Biodiversity 
and 
ecosystems
Climate 
change 
mitigation
Climate 
change 
adaptation
Water and 
marine 
resources
Circular 
economy
Pollution
Biodiversity 
and 
ecosystems
Minimum 
safeguards
Taxonomy-
aligned proportion 
of OpEx
year n
Taxonomy-
aligned proportion of 
OpEx 
year n-1
Category 
(enabling 
activity)
Category 
(transitional 
activity)
EUR
%
%
%
%
%
%
%
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
3.6.Manufacture of other low carbon technologies
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
4.1. Electricity generation using solar photovoltaic technology
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
5.2. Renewal of water collection, treatment and supply systems
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
6.5. Transport by motorbikes, passenger cars and light commercial 
vehicles
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.1 Construction of new buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.2. Renovation of existing buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.3. Installation, maintenance and repair of energy efficiency 
equipment 
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.4 Installation, maintenance and repair of charging stations for 
electric vehicles in buildings (and parking spaces attached to 
buildings)
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.5. Installation, maintenance and repair of instruments and devices 
for measuring, regulation and controlling energy performance of 
buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.6. Installation, maintenance and repair of renewable energy 
technologies, on-site
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
7.7. Acquisition and ownership of buildings
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
OpEx of environmentally sustainable activities (Taxonomy-
aligned (A.1)
0.00
0.00%
0.00%
0.00%
N
N
N
N
N
N
N
0.00%
0.00%
A.2 Taxonomy-eligible but not environmentally sustainable 
acitivities (not Taxonomy-aligned activities)
3.6.Manufacture of other low carbon technologies*
1,737,018.07
5.41%
4.1. Electricity generation using solar photovoltaic technology**
31,865.24
0.10%
5.2. Renewal of water collection, treatment and supply systems
0.00
0.00%
6.5. Transport by motorbikes, passenger cars and light commercial 
vehicles**
425,269.45
1.32%
7.1 Construction of new buildings**
0.00
0.00%
7.2. Renovation of existing buildings**
16,872.83
0.05%
7.3. Installation, maintenance and repair of energy efficiency 
equipment**
168,322.43
0.52%
7.4 Installation, maintenance and repair of charging stations for 
electric vehicles in buildings (and parking spaces attached to 
buildings)**
0.00
0.00%
7.5. Installation, maintenance and repair of instruments and devices 
for measuring, regulation and controlling energy performance of 
buildings**
2,288.53
0.01%
7.6. Installation, maintenance and repair of renewable energy 
technologies, on-site**
3,413.41
0.01%
7.7. Acquisition and ownership of buildings
0.00
0.00%
OpEx of Taxonomy-eligible but not environmentally 
sustainable activities (not Taxonomy-aligned activitites) (A.2)
2,385,049.95
7.43%
Total (A.1 + A.2)
2,385,049.95
7.43%
B. Non-eligible activities
OpEx of Taxonomy-non-eligible activities
29,721,631.45
92.57%
Total A+B
32,106,681.40
100.00%
Substantial contribution criteria
DNSH criteria (Do No Significant Harm)
* including Semperseal expenses for purchased services & Maintenance personnel costs
'** including anteilige maintenance personnel costs on CAPEX

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Social
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Appendix
Environment and climate protection
1  	 On December 16, 2022, the contract for the sale of the medical business was signed with HARPS GLOBAL PTE. LTD. 
Therefore, financial figures in this chapter are reported on continuing operations only as of Dec. 31, 2022, unless 
stated otherwise. All other KPI in the Sustainability Report 2022 relate to the entire Semperit Group, i.e. in total 
the continuing and discontinued operations. 
2	 https://www.semperitgroup.com/fileadmin/img/holding/pdf_dateien/Sustainability/people_policy/
People_Policy_1801217_DE.PDF
3	 The turnover rate includes employee turnover (voluntary terminations) as well as terminations by the company, 
expirations of fixed-term contracts, and retirements.
4	 The year 2019 was used as the reference year for the “30 by 2030” targets. Exceptions:
	
→	 Sempertrans site in Roha, India, with the reference year 2018
	
→	 Semperform site in Shanghai, China, with the reference year 2020
	
→	 Sempermed site in Nilai, Malaysia, which is not part of the “30 by 2030” targets
5	 In addition to the emissions from direct and indirect energy consumption, other emission sources with the corre­
sponding greenhouse gas potential must be captured in order to comprehensively map the carbon footprint of a 
company according to the Greenhouse Gas Protocol or ISO 14064. This includes, among other things, the use of 
cooling agents that have a greenhouse gas effect or the recording of other process-relevant emissions that do 
not result from the combustion of fossil fuels. According to the definition of ISO 14064, greenhouse gas sources 
with contributions not being relevant (<1%) for greenhouse gas emissions may be excluded. Semperit used 
site-specific surveys and conservative estimates in 2020 to determine the relevance of the corresponding 
sources, which are also valid in the current reporting year. “Process-relevant emissions” may therefore be 
neglected. Cooling agents often have a very high global warming potential, however, and are therefore to be 
viewed as climate-relevant. Although the greenhouse gas emissions of the cooling agent losses generated 
within the Semperit Group are low compared to the emissions of combustibles and fuels, they are nevertheless of 
a magnitude that may entail potential for improvement in the area of Scope 1 emissions. For this reason, cooling 
agent losses were also recorded Group-wide in 2021.
6	 https://www.semperitgroup.com/fileadmin/img/holding/pdf_dateien/Sustainability/
Semperit_Sustainability_Innovation_Policy.pdf
7	 https://www.semperitgroup.com/fileadmin/img/holding/pdf_dateien/HSEQ_policy/HSEQ_Policy_GERMAN.pdf
8	 www.semperitgroup.com/nachhaltigkeit/nachhaltigkeitsgrundsaetze/
9	 https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/SemperitGroup/Company/Compliance/
Semperit_Modern_Slavery_Act_Statement_FY_2021.pdf
10	https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/SemperitGroup/Company/Compliance/
CoC_DE_January2023.pdf
11	 https://www.ohchr.org/EN/Issues/Business/Pages/CorporateHRDueDiligence.aspx
12	https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/SemperitGroup/Company/Compliance/
CoC_DE_January2023.pdf

https://www.semperitgroup.com/fileadmin/user_upload/MediaLibrary/SemperitGroup/Company/Sustainability/
Lieferanten/Supplier_Policy_English_20220525.pdf
FOOTNOTES

SEMPERIT | SUSTAINABILIT Y REPORT 2022
155
Semperit Group
Social
Governance
Appendix
Environment and climate protection
CONTACT
Semperit Aktiengesellschaft Holding
Am Belvedere 10
1100 Vienna, Austria
Tel.: +43 1 79 777-0
www.semperitgroup.com
GROUP HSEQ & ESG
Katerina Machacova
Head of ESG 
+43 676 8715 8462
katerina.machacova@semperitgroup.com 
www.semperitgroup.com/nachhaltigkeit
GROUP BRAND MANAGEMENT 
& COMMUNICATIONS
Alexander Kleedorfer
Director Group Brand Management & Communications
+43 676 8715 8464
alexander.kleedorfer@semperitgroup.com
ADDRESS OF THE SEMPERIT GROUP
www.semperitgroup.com/de/kontakt
IMPRESSUM
OWNERSHIP AND PUBLISHER
Semperit Aktiengesellschaft Holding
Am Belvedere 10
1100 Vienna, Austria
CONSULTING
Dipl.-Ing. Harald Reisinger
www.harald-reisinger.at
AGENCY
Scholz & Friends Family GmbH
www.s-f.family
GRAPHICS AND LAYOUT
Nadine Werjant
www.werjant.com
DISCLAIMER
The terms “Semperit” or “Semperit Group” in this report 
refer to the Group; the terms “Semperit AG Holding” or 
“Semperit Aktiengesellschaft Holding” are used to refer 
to the parent company (individual company). We have 
prepared this report and verified the information it 
contains with the greatest possible care. In spite of this, 
errors in rounding, typesetting, and printing cannot be 
ruled out. Rounding of differences in the totalling of 
rounded amounts and percentages may arise from the 
automatic processing of data. The forecasts, plans, and 
forward-looking statements contained in this report are 
based on the knowledge and information available and 
the assessments made at the time that this report was 
prepared (editorial deadline: 22 March 2023). As is true 
of all forward-looking statements, they are subject to 
risk and uncertainties. As a result, actual events may 
deviate significantly from these expectations. No 
liability whatsoever is assumed for the accuracy of 
projections or for the achievement of planned targets or 
for any other forward-looking statements. These state­
ments are identifiable by terms such as “expect”, 
“want”, “anticipate”, “intend”, “plan”, “believe”, “strive”, 
“estimate”, “will” and “predict”, “contemplate”, or 
similar terms. Furthermore, no guarantee can be given 
for the completeness of the contents.
This report was published in March 2023 and has been 
produced in German and English. In case of doubt, the 
German version shall take precedence.

SEMPERIT | SUSTAINABILIT Y REPORT 2022
156
Semperit Group
Social
Governance
Appendix
Environment and climate protection
Kristian Brok, MSc
Dr. Helmut Sorger 
Dr. Karl Haider

TO THE MEMBERS OF THE EXECUTIVE BOARD OF 
SEMPERIT AG HOLDING, VIENNA
REPORT ON THE INDEPENDENT AUDIT 
OF THE CONSOLIDATED NON-FINANCIAL 
REPORT OF 2022
We have audited the consolidated non-financial report 
2022 (hereafter “reporting”) of Semperit Aktienge­
sellschaft Holding (hereafter “Semperit”), Vienna, to 
obtain limited assurance.
The consolidated non-financial reporting is based on 
the requirements according to Art. 267a UGB (Austrian 
Commercial Code UGB, Nachhaltigkeits- und Diversi­
tätsverbesserungsgesetz NaDiVeG), the legal require­
ments of the EU Taxonomy Regulation, and the GRI 
Standards (update 2021) as a separately prepared 
consolidated Sustainability Report 2022 of Semperit 
Aktiengesellschaft Holding.
RESPONSIBILITY OF LEGAL REPRESENTATIVES
The company’s legal representatives are responsible 
for the proper preparation of the consolidated non-
financial reporting 2022 in accordance with the legal 
requirements of Art. 267a UGB1, the legal requirements 
of the EU Taxonomy Regulation2 and the GRI Standards 
(update 2021)3.
We have included a declaration of completeness signed 
by the legal representatives in our files.
THE AUDITOR’S RESPONSIBILITY
Our responsibility is to express an opinion, based on our 
audit procedures, as to whether any matters have come 
to our attention that cause us to believe that the selected 
contents of the consolidated non-financial report 2022 
do not comply in all material respects with Art. 267a UGB, 
the legal requirements of the EU Taxonomy Regulation 
and the GRI Standards (update 2021). 
We have performed our reporting in accordance with the 
“International Federation of Accountants’ ISAE3000 
(Revised)” standard.
These standards require us to comply with our profes­
sional duties, including independence requirements, 
and to plan and perform the engagement with due 
regard to the principle of materiality in such a way that 
we can express our opinion with limited assurance.
According to the “General Conditions of Contract for the 
Public Accounting Professions” our liability is limited. 
According to that, an accountant is only liable for 
violating intentionally or by gross negligence the 
contractual duties and obligations entered into. In cases 
of gross negligence, the maximum liability towards the 
client and any third party totals EUR 726.730.
Our reporting procedures were taken to achieve limited 
reporting security as a basis for our assessment. The 
scope of the reporting procedures for obtaining 
reporting evidence is smaller than the scope for suffi­
cient reporting security (such as for annual reporting), 
so that a lower degree of reporting security is given.
The procedures selected depend on the auditor's judg­
ment, including particularly the following procedures:
	
→Obtaining an overview of the business activities as 
well as the company’s structural and process 
organisation
	
→Interviews with company managers to identify and 
understand relevant systems, processes and internal 
controls with regard to the audited report contents 
that support collecting information for reporting
	
→Review of relevant documents on Group, Executive 
Board and management level to assess awareness 
and priorities of the issues in consolidated non-
financial reporting and to understand how further 
development of processes and monitoring was 
implemented
1 	 https://www.ris.bka.gv.at/Dokumente/Bundesnormen/NOR40189009/NOR40189009.pdf
2 	 https://eur-lex.europa.eu/eli/reg/2020/852/  
3 	 https://www.globalreporting.org/standards

→Examination of risk management and governance 
processes related to sustainability and critical eval­
uation of the representation in the consolidated 
non-financial report
	
→Performing analytical procedures on Group level
	
→Virtual meetings with responsible persons at the 
sites in Vienna, Wimpassing and Deggendorf as 
well as a site visit in Kamunting to obtain evidence 
on key performance indicators. In addition, we 
conducted random data reviews on site level to 
test completeness, reliability, accuracy and 
current relevance of individual data in consolidated 
non-financial reporting.
	
→Review of data and processes on a random basis to 
test whether they had been collected, consolidated 
and reported appropriately at Group level. This 
included reviewing data samples to test whether the 
data had been reported in an accurate, reliable and 
complete manner.
	
→Review of the coverage of material issues raised in 
stakeholder dialogues, that were covered in media 
reports and to which significant competitors refer in 
their environmental and social reports
	
→Evaluation of the materiality analysis within the 
Group, including sector-specific megatrends and 
aspects of GRI
	
→Assessment as to whether the requirements were 
addressed appropriately according to Art. 267a UGB
	
→Assessment as to whether the requirements of 
the EU Taxonomy Regulation including all supple­
mentary delegated regulations were addressed 
appropriately
	
→Review on a random basis of statements on the 
audited report contents in the consolidated non-
financial reporting 2022 based on reporting principles 
of the GRI Standards, and
	
→Assessment as to whether the GRI Standards 
(update 2021) were consistently applied.
Subject of our engagement was neither a final audit nor 
the auditing of financial statements. The performance 
indicators and statements, as well as information 
from the Corporate Governance Report and the risk 
reporting, which were audited by us within the frame­
work of the annual audit, were not subject of auditing 
by us. We have reviewed the GRI-compliant presenta­
tion of this information in reporting. Equally, neither the 
detection and investigation of criminal offences, such 
as embezzlements or other malicious acts or regula­
tory offences, nor the assessment of effectiveness and 
efficiency of the management were subject of our 
mandate. Furthermore, the figures that were taken 
from external studies and forward-looking statements 
were not subject of our contract. The report reviewed 
the references listed in the GRI content index, but no 
(web) references going beyond this.
We provide this report on the basis of the contract 
concluded with you, which is also based on the “General 
Conditions of Contract for the Public Accounting Profes­
sions”4 with respect to third parties.
SUMMARISED ASSESSMENT
Based on our reporting procedures and the evidence we 
have obtained, nothing has come to our attention that 
causes us to believe that the consolidated non-finan­
cial report 2022 does not comply in all material respects 
with Art. 267a UGB (NaDiVeG) and the EU Taxonomy 
Regulation as well as the GRI Standards (update 2021).
Vienna, 20 March 2023
Ernst & Young Wirtschaftsprüfungsgesellschaft m.b.H.
Hans-Erich Sorli	
	
Susanna Gross
4	 Fassung vom 18. April 2018, herausgegeben von der Kammer der Wirtschaftstreuhänder, Kapitel 7, 
http://www.kwt.or.at/PortalData/1/Re-sources/aab/AAB_2018_de.pdf

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