BUILDINGSUSTAINABILITYSUSTAINABILITY REPORT 2021

ABOUT
PERI
Entrepreneurial thinking, reliability, and passion for our customers have made us
one of the world’s leading manufacturers and suppliers of formwork and ­scaffolding­systems. For over 50 years, we have been at home on construction sites all aroundthe world, helping to create residential and office buildings, high-rise buildings,­bridges, tunnels, and roads. Our diverse products and engineering services, individually tailored to each customer, make construction work more efficient, faster,and safer. “Best service for the customer” is the claim that drives us to develop
successful solutions every day.

FORMWORK

SCAFFOLDINGENGINEERING

Our project-specific formwork concepts individually address the different framework conditions for wall, slab, and column formwork.
In our modern lead plant for the production of
formwork systems in ­Weissenhorn, we set
the production and quality standards that aredecisive for all PERI plants. We owe this to
our efficient plant technology, state-of-the-art
welding processes, fully automatic ­welding
robots as well as the orientation of theentire production process according to value
streams.

Scaffolding technology has to fulfill a wide
range of different requirements. We offer
the right system for every requirement.
With the innovative concept of the PERI
­scaffolding construction kit, fewer than
500 system components are combined invarious ways to generate a multitude ofdifferent solutions.

For tunnel and bridge construction, we offer
you individual solutions that usually consistof a combination of shoring and individuallyadapted formwork. Practical, sophisticatedmodular construction systems are designed
to facilitate cost-effective solutions for the
majority of all requirements in civil engineering. Thereby, the focus is on rentablecore and system components that covera very wide range of applications used intunnel, bridge, and general civil engineering
projects.

1.6 billion

9,100

Represented in> 240

euros in turnover

employees> 65

offices, rental warehouses,
and sales offices

countries

CONTENTS

4FOREWORD FROM GROUP MANAGEMENT

6STRATEGY AND MANAGEMENT

14

PRODUCTS18ENVIRONMENT

24

SUPPLY CHAIN

28

PEOPLE38

ABOUT THIS REPORT39

GRI CONTENT INDEX

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PERI Sustainability Report 2021

2

SUSTAINABILITY AT PERISUSTAINABILITY
AT PERI
As a family business,
we shoulder responsibility.
Since PERI was founded over 50 years ago,
we have embraced the concept of sustainable
entrepreneurship and made it the basis of ourcorporate activities.
We are convinced that sustainability, as we
implement it at PERI, contributes to thefurther development and growth of the family-­owned company PERI and adds value forour customers. It will make a measurable­contribution to securing the future viabilityof the PERI family business.

Las Truchas Highway Bridge(Mexico)PERI Sustainability Report 2021

3

1

new school built
every year

Climate-neutral since

2021
20%

of our managers will be
female by 2030

> 26,000
training
days

–10%

CO2 emissions by 2025

80%

supplier ESG ratingby 2023

PERI Sustainability Report 2021

4

FOREWORD FROM GROUP MANAGEMENTFOREWORD FROMGROUP MANAGEMENT

From left to right:
Jürgen Voss, CFO
Leonhard Braig, Production & Supply Chain
Christian Schwörer, CEOCarl Heathcote, Sales & Engineering
Thomas Imbacher, Innovation & Marketing

PERI Sustainability Report 2021

5

FOREWORD FROM GROUP MANAGEMENT

DEAR READERS,
This is the PERI Group’s first sustainability report. On the following pages,
we will present to you how we approach the topic of sustainability at PERI andwhich initiatives and areas of activity we have planned for the coming years.
Above all, we will report openly and transparently on where we stand today, inwhich areas we can and must improve and which concrete sustainability goals
PERI has set itself for the medium and long term.
When reading this sustainability report we hope many of our long-standing business partners and customers will gain some new insights to PERI. Did you know,for example, that we have been a climate-neutral company since 2021? Or that,
we will have evaluated 80 percent of our suppliers for raw materials and trade
goods according to Environmental, Social and Governance (ESG) criteria by 2023?
Or that, each year we designate 20,000 sqm of company land at PERI sites to be
in harmony with nature in order to promote valuable biodiversity? Or that, every
year, we build a school in a developing country and have even developed our own
concrete block for its construction?
This is only a small selection of the sustainability topics that we are currently
working on at PERI and about which you can learn more on the following pages.
With everything that we have planned for the coming years, we will proceed ina way that befits PERI as a familyowned company. We work on clearly defined
topics with clear goals that are firmly anchored in our medium- and long-term
corporate strategy and consider all of our stakeholders.
For over 50 years since PERI was founded, we have embraced the concept ofsustainable entrepreneurship and made it the basis of our corporate activities
and our success. We would be pleased for you to continue to accompany PERI
on this path.
In this spirit, we hope you find PERI’s first sustainability report an interesting andinspiring read.
With best regards,

Christian Schwörer

Leonhard Braig

Thomas Imbacher

Jürgen VossCarl Heathcote

PERI Sustainability Report 2021

6

STRATEGY AND MANAGEMENTSTRATEGY AND
MANAGEMENT
Thinking sustainably and acting responsibly ispart of PERI’s entrepreneurial understanding.
In addition to economic interests, we systematically consider environmental, social, andsocietal aspects in our operational decisions
and processes. Economic success, integrity,and social responsibility are equally importantgoals for PERI – regardless of whether we areoperating in Germany, Europe, or other partsof the world.
As one of the world’s largest manufacturers offormwork and scaffolding systems, we offer
construction and scaffolding contractors of all
sizes overall solution competence for all formwork and scaffolding technology requirements
in construction, maintenance, and refurbishment. Innovative formwork and scaffolding

systems with customized logistics, service,
and engineering services ensure our customers cost-effectiveness, efficiency, and safety.
Infrastructure projects such as tunnels andbridges as well as residential and office buildings last for many years to come and shape ourliving spaces in the city and the countryside.
PERI works together with numerous partners
on construction sites around the world in orderto jointly set ever higher standards in termsof sustainability and resource conservation.
This concerns a wide range of topics alongthe ­value chain: starting with the planning anddevelopment phase, through transport anddisposal topics and occupational safety on construction sites, to building refurbishment andrecycling the used materials.

The Life Cycle of Building Projects

PROJECTDEVELOPMENTPERI Sustainability Report 2021

PLANNINGREALIZATION· Engineering Services· BIM Building­Information Modeling· Training Courses andSessions· Equipment Services· Wall Formwork· Column Formwork· Slab Formwork· Universal Formwork· Individual Formwork· Shoring· Working and Safety
Scaffolds· Climbing Technology· Civil Engineering
Systems

OPERATIONCONVERSION· Shoring· Working and Safety
Scaffolds· Climbing Technology· Engineering Services· BIM Building
Information Modeling

7

STRATEGY AND MANAGEMENT

External warehouse at the Weissenhorn site

PERI’s products and services play an essential
role in the construction phase of building pro­j­ects. Efficiency and resource conservation canbe taken into account as early as the planningstages of projects. Short transport routes for thescaffolding and formwork systems used, products that are produced in the most environmentally friendly way possible, reusable materials
and, last but not least, the safety of workers on
construction sites are essential topics in which
PERI demonstrates its sense of responsibility
as a decisive player. In doing so, we develop
and use innovative digital methods with whichconstruction processes can be planned andmanaged – from the initial idea to the actual
operation of buildings and the refurbishment or
deconstruction at the end of the life cycle.
SUSTAINABILITY STRATEGY
Responsible action and a clear strategic orientation form the compass for the further sustainable development of the PERI Group. PERI’s
vision is clearly defined: We strive to be theleading partner for all formwork and scaffolding
applications – worldwide. It is our task to be aservice provider for our customers and to makeconstruction more efficient, faster, and safer.
In order to strengthen our long-term economic
success and fulfill our social responsibility, we
integrate ecological and social issues into ourcore business.

We are a family-owned company with a grownsense of values: It is the reliability of the PERI
team through which we are able to justify thetrust of our customers. It is the openness of
our employees through which we learn fromeach other and grow internationally. And it is thepassion that makes us fight for the best solution until the end. We base our actions on these­values. Every single employee contributes to our
corporate success by bringing these values tolife every day, setting an example, and ­passing
them on to new colleagues.
Our sustainability claim was concretely specified in terms of content and systematicallystructured in 2021. Together with the ownerfamily and those responsible for sustainability,
PERI Group Management identified five fields ofaction in order to strategically a­ dvance the topic
of sustainability at PERI.
As part of a multistage process, we first­created a comprehensive catalog of ­topics
based on peer group analyses, industry-­
relevant aspects, legal requirements, and common frame­works for sustainability reporting in­order to d
­ etermine our key topics. After further­consolidation into overarching topics, the topics
were assessed in workshops by those responsible with regard to business relevance, impact,
and level of ambition.

PERI Sustainability Report 2021

8

STRATEGY AND MANAGEMENT

Sustainability Fields of Action

GOVERNANCE

PRODUCTSENVIRONMENTGood corporate management, responsibility
for products, the environment, people, and the­supply chain are the focus of our commitment
to sustainability. We take a strategic, holistic,
and integrated approach: In everything we do,
we work transparently and factually. We set

SUPPLY CHAINPEOPLE

clear targets against which we measure ourselves and report regularly on our sustainability
performance. We integrate sustainability into ourcore processes and systematically implement
clearly defined measures to achieve our goals.

Sustainability Goals
Topic

Goal

KPI

Time Frame

GOVERNANCE
We record our sustainability performance systematically and report transparently at regular intervals.
Controlling

Since 2021, we have been establishing andcontinuously developing a global controllingsystem for sustainability.

Continuous as of
2021

Management

By the end of 2022, we will establish an
overarching body (Sustainability Council) to
manage our sustainability strategy acrossthe Group.

2022

ESG Rating

By 2023, we aim to achieve a sustainability
rating from EcoVadis for our sustainability
performance.

Rating standard

2023

PRODUCTS
We promote solutions for the circular economy and sustainable construction through new products,
technologies, and life cycle analyses.
Circular Economy

By 2025, we will promote circular economy
approaches in the construction industry.

By 2025

Sustainable
Construction

By 2025, we will develop a portfolio ofsustainable building solutions.

By 2025

Life Cycle Assessment

By 2025, we will produce life cycle assessments for our most important products
and applications.

PERI Sustainability Report 2021

Proportion of productsthat were covered by
an LCA

By 2025

Status9

STRATEGY AND MANAGEMENT

Topic

Goal

KPI

Time Frame

StatusENVIRONMENT
We strive for climate neutrality and promote biodiversity on our company grounds.
Climate Neutrality

We have been a climate-neutral company
since 2021 and purchase 100% green
electricity.

Tons
CO2 emissions

Ongoing since2021

100% renewableenergy-­powered
electricity

Ongoing since2021

CO2 Emissions

By 2025, we will reduce our specific CO2
emissions by 10% (base year 2019).

–10% tons of CO2
per million euros ofturnover2025

Biodiversity

Since 2021, we have been landscaping
20,000 m² of our company grounds per
year to be close to nature.

Square meters ofnear-natural designed
landscape at PERI sites

Continuous as of
2021

SUPPLY CHAIN
We are committed to high social and environmental standards in our supply chain andpromote environmentally friendly logistics.
Green Logistics

By 2025, we will improve the transparencyof Scope 3 emissions in our supply chain.

Level of Scope 3
emissions from thearea of logistics

By 2025

Sustainable Supply
ChainsBy 2023, we will systematically integratesustainability into our global suppliermanagement.

80% of our global­suppliers for raw materials and merchandiseare rated according to
ESG criteria

By 2023PEOPLEWe want to be an attractive and long-term employer that promotes diversity and is committed to society.
Diversity

We support our female employees by
increasing the proportion of women in
our workforce and management positions
at PERI.

We are increasing the proportion of­female employees who take part in our
PERI Talent Program.

Training and­Qualification

Proportion of female
employees at PERI:
30%

2030

Proportion of female
managers: 20%

2030

Female participants inthe talent program> 25%

From 2022

From 2022, we will have an annual“Global Diversity Day.”

From 2022

By 2025, we will launch an international
employee exchange program.

By 2025

We support our employees in lifelong
learning.

> 2 further training days
per employees per year

Ongoing

Corporate
Volunteering

From 2023, PERI employees worldwide will participate in one Corporate­Volunteering Day per year.

Number of employees
who participated in the
Corporate VolunteeringDay

From 2023

SocialCommitment

Starting in 2022, we will build one school
in developing countries each year.

1 school per year

From 2022

completed

under constructionin planning

PERI Sustainability Report 2021

New construction of vitamin A plant, BASF (Germany)

For further
information onenergy andemissions,see page 20

For further­information on
raw materials
and biodiversity,see page 23

SUSTAINABLE DEVELOPMENT GOALS
As a multinational company, we are committed
to the United Nations Sustainable Development
Goals (SDGs), which came into force at the
beginning of 2016. The SDGs include 17 concretetargets for politics, civil society, and business tomake the world fairer and more equitable by 2030.
Our actions have an impact on the environmentand society along our value chain in a wide rangeof ways. From our suppliers to the production,transport, and use of products, we can contributeto achieving the SDGs – especially SDGs 4, 5, 7, 9,
12, and 13.
For example, we promote SDG 4 “Quality
education” through the continuous qualificationand further training of our employees within theframework of the PERI Academy and our various
talent programs. We are also committed to theconstruction of schools in developing countries
and aim to build one educational institution inthese locations each year. We have also placed
our focus on SDG 5 “Gender equality”. We aim toincrease the proportion of women in the workforce and in management positions over the next
few years through a program to promote theproportion of women.

PERI Sustainability Report 2021

As part of our production and transport processes, we consume fossil fuels and generate CO2
emissions. We are responding to these adverse
effects on SDG 7 “Affordable and clean energy”
and SDG 13 “Climate action” by gradually switching to renewable energy sources and continuously
reducing our carbon footprint. PERI has been
climate-neutral since 2021 and uses 100 percent
green electricity.
With our forward-looking products and technologies, we are already supporting SDG 9 “Industry,
innovation, and infrastructure” today. Throughthis, PERI always observes the highest standards
for new construction at its sites worldwide. In
addition, we want to develop a portfolio of solutions for sustainable construction by 2025. With
our long-established rental model, we also makean important contribution to SDG 12 “Responsible consumption and production.” In addition,
PERI i­tself uses sustainable alternatives to raw­materials as well as recycled raw materials. Our
goal is to promote circular economy approaches in
the construction industry by 2023. Likewise, we
are fostering biodiversity at our sites.

11

STRATEGY AND MANAGEMENTSUSTAINABLE DEVELOPMENT GOALSQUALITY EDUCATIONGENDER EQUALITY

Education is given high priority at PERI. We therefore offer
our employees extensive opportunities for training andfurther education. We have already received several awards
for our commitment. Outside the company, we support the­construction of schools in developing countries.

Equal opportunities for men and women are of great importance to us. Therefore, we encourage women at PERI throughour Diversity & Inclusion Program. The program is aimed atincreasing the proportion of women and to raise awarenessof the topic of gender equality among all PERI employees.

Subgoals

Subgoals
4.3

B y 2030, ensure equal access for all women and men
to affordable and quality technical, vocational, andtertiary education [...]
4.3.1 P articipation rate of youth and adults in formal andnon-formal education and training [...]
4.aB
 uild and upgrade education facilities that are child,disability, and gender sensitive and provide safe,­non-violent, inclusive, and effective learning environments for all

5.1	E
 nd all forms of discrimination against women andgirls everywhere
5.5E nsure women’s full and effective participation andequal opportunities for leadership at all levels of­decision-making in political, economic, and public life

AFFORDABLE AND CLEAN ENERGY

INDUSTRY, INNOVATION, AND INFRASTRUCTURE

PERI continuously increases the energy efficiency of its­operational processes. This includes, among other things,
the continuous expansion of photovoltaic plants at our sites,in order to further reduce the need for non-regenerative
energy sources.

PERI offers its innovative products, services, and solutions forthe construction and expansion of infrastructure around theworld. We are constantly modernizing our production facilities
and pay attention to the highest sustainability standards for
new buildings. Along our value chain, we rely on various
recycling models.

Subgoals

Subgoals
7.1.2
7.2
7.3

9.1

Proportionof population with primary reliance on
clean fuels and technologyB y 2030, increase substantially the share of
renewable energy in the global energy mix
B y 2030, double the global rate of improvement
in energy efficiency

9.4

9.a

D
 evelop quality, reliable, sustainable, and resilient
infrastructure, including regional and transborderinfrastructure [...]B y 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased­resource-use efficiency and greater adoption of clean
and environmentally sound technologies and industrial
processesF acilitate sustainable and resilient infrastructure­development in developing countries through enhanced
financial, technological, and technical support [...]RESPONSIBLE CONSUMPTION AND PRODUCTION

CLIMATE ACTION

Responsible and careful use of resources is important to
PERI. With our rental model, we are pioneering a circular
economy in our industry. In addition, we rely on sustainable
alternatives of raw materials as well as the use of recycled
raw materials in production. Disposing of our waste in an­environmentally friendly manner is a natural part of our­operations. We promote biodiversity at our sites through­ecological compensation areas and renaturation measures.

PERI causes CO2e emissions in its operational processes
and along the value chain. In order to reduce our emissions,
we are continuously growing the renewable energy generation at our own sites. Compensating for unavoidable CO2eemissions is a matter of course for us.

Subgoals

Subgoals
12.2
12.5

B
 y 2030, achieve the sustainable management andefficient use of natural resourcesB y 2030, substantially reduce waste generation
through prevention, reduction, recycling, and reuse

13.2

Integrate climate change measures into national­policies, strategies, and planning
13.2.2 Total greenhouse gas emissions per year

PERI Sustainability Report 2021

12

STRATEGY AND MANAGEMENTSUSTAINABILITY MANAGEMENTPERI is committed to responsible corporate
governance based on fundamental ethical values.
The Board of Directors of PERI SE bears theoverall responsibility and ensures that sustainability is anchored in our strategy, management,
and operations. The operational managementof the cross-sectional topic of sustainability is
the responsibility of the central function “GroupHSEQ & Sustainability”. This is divided into theareas of “Health, Safety, Environment, Quality,
and Sustainability.” The task of the sustainability team is to manage the strategic alignmentand coordination of the specialist departments
involved in achieving the objectives. The GroupHSEQ & Sustainability team reports directly to
the Board member responsible for “Productionand Supply Chain.” Regular coordination meetings ensure a constant exchange and underline
the high importance of the topic for the management of the PERI Group.
Responsible persons from a variety of departments have been appointed for all of the PERI
Group’s sustainability goals. In coordination withand with the support of Group HSEQ & Sustainability, they implement the individual measuresand monitor the achievement of the goals. In
addition, we are establishing an overarching body
(Sustainability Council) at PERI in 2022.

GOVERNANCE AND COMPLIANCE
Governance and compliance are an essential
part of PERI’s corporate culture and are firmly
anchored in our daily activities. We are convincedthat a company cannot be sustainably successful without binding guidelines, rule-compliant
behavior, and integrity. PERI expects compliancewith applicable laws as well as internal regulations, respect for fundamental ethical values andsustainable actions from its own employees aswell as contracted business partners. The basis forthis is the PERI Code of Conduct and our Group
guidelines. Behavior that is in breach of the rules
is not only incompatible with our values, but it canalso lead to major financial damage and jeopardize
our reputation.
We achieve compliance through an open andtrusting working environment and throughan ­efficient compliance management system

PERI Sustainability Report 2021t­ ailored to our needs, including complianceofficers in our subsidiaries and a whistleblower
system that can also be used anonymously.
­External parties and all employees have accessto our compliance hotline and compliance help
desk. ­Using the hotline, they can report violations or their justified suspicion of a violation of
the PERI Code of Conduct, legal regulations, orinternal rules in an uncomplicated and confidential manner. The help desk serves as a competent point of contact for all questions regarding
compliance. Topics include, for example, corruption prevention, competition law, human rights,
labor and ­social standards, conflicts of interest,
fraud, breach of trust, embezzlement, as well as
trade control and data protection.
Organization
To ensure compliance with all laws and internal
guidelines, we have established a functional
compliance organization. The Chief Compliance
Officer (Head of Group Legal and Compliance)is also Chairman of the Compliance Committee.
They report directly to the CEO, CFO (disciplinary
authority), and the Administrative Board on the
progress of compliance activities and importantcompliance matters at PERI.
The Compliance Committee determines important topics for strengthening compliance in
the Group and is responsible for promoting andmonitoring compliance activities at PERI.
The central, higher-level organization is ­supported
by regional compliance organizations in the subsidiaries. There is close cooperation and coordination with key central interfaces such as employee
representation, controlling, the Legal department,
or risk management.
Internal Guidelines
We implement compliance in day-to-day business through internal guidelines and procedures.
They include, for example, requirements relating
to antitrust and competition law, data protection,
export controls, and dealings with business
partners.
The basis for our responsible corporate governance is the PERI Code of Conduct. This summarizes the key values, principles, and standards

13that serve as a guideline for all ­employees. Key
topics are business relationships and fair competition, data protection, safety, social responsi­bility,and environmental protection. Every employee isfamiliarized with the Code of Conduct when they
are hired. The zero-tolerance principle applies toviolations.
We also expect our suppliers to commit to ourvalues and rules and to ensure responsible conduct. The Supplier Code of Conduct is an integral
part of our cooperation with suppliers.
Our training courses teach our workforce theimportance of compliance, ethics, and integrity
for a sustainably successful corporate culture.
These mandatory training courses are conductedin the form of classroom events, workshops,
web-based modules, and video units.
STAKEHOLDER DIALOG
We attach great importance to partnership-based
exchange and dialog with all of PERI’s stakeholder
groups. Our most important stakeholders include
our employees, management and the founding
family, our customers, suppliers as well as business partners, the local communities at our sites,
universities and research institutes with whom wecooperate, and society and its concerns. For us,
trust and continuity are decisive success factors
for sustainably successful relationship management. For us, this also includes active participation
in working groups, for example, with the German
Mechanical Engineering Industry Association(VDMA), or in expert groups such as BEFIVE, acentral innovation and digitization platform for thesustainable construction and operation of buildings
and infrastructures from UnternehmerTUM GmbH.
Equally important is our participation in trade fairs
or events around the world, where we seek dialog
with our stakeholders.

For further­information on
supply chain,see page 24

This regular exchange enables us to incorporate
the requirements of each individual stakeholder
into our work. In this way, intensive dialog with­customers enables us to adapt our products evenbetter to their wishes and needs – also with regard
to sustainability – and to identify industry trends
at an early stage. We also target young talent andexperienced employees, who are often the firstto join us. Internally, open exchange within theworkforce ensures a positive working atmosphere.
Surveys of employees in various functions at oursites around the world help us to focus on theissues that are relevant to them.

PERI Sustainability Report 2021

15

PRODUCTSPERI accompanies large and small construction projects around the world with more than
2,000 sales engineers in direct sales. With our
know-how and experience, we contribute to theefficient, resource-saving, and safe constructionof buildings on every continent. Our aim is to
give customers a technical and economic edge
through the use of our systems, products, andservices. This includes offering comprehensive
solutions from a single source that are optimallycoordinated and fit into each other in the mannerof a modular system. The products themselves
are designed sustainably by PERI, whereby we
pay attention to essential criteria such as durability, material efficiency, and recyclability. Decisivefor us is, among other things, the use of environmentally friendly materials and components. In
addition, the idea of a circular economy is very
important to us and, for example, we support thesustainable use of our products in cooperation
with our customers through rental models.
At PERI, we also look to the future and are interested in how people will shape their environment
in the coming decades. For us, this includes questions about future building materials and technologies as well as the way of construction itself.
We attach great importance to the quality of our
products and services. Therefore, we have established a quality management system at PERI andare certified according to ISO 9001 at a numberof our locations. In addition to the corporate
Headquarters and production in Weissenhorn(Germany), it includes our German subsidiary andall our production plants. Our national companies
in Italy, Great Britain, Colombia, and Canada,
among others, are also certified.
RESEARCH AND DEVELOPMENTPERI is constantly researching innovative solutions and technologies with which construction
can be made even more economical, resource-­
conserving, and safe. In addition, we work on
the further development and improvement of ourexisting products. Our research and development
is located at the PERI Group headquarters inWeissenhorn (Germany), supported by R & D hubs
in Italy and India. In total, we employ more than
150 people in this area.

A new, innovative way of building: 3D Construction Printing

The aspect of sustainability has been part ofresearch and development at PERI for a long time
now. In the process, we consider the topic onseveral levels, which, in addition to the careful useof resources, also include safety and the efficient use of materials. It is therefore our goal toestablish the circular economy comprehensively
in our business areas. By 2025, we aim to havecarried out life cycle analyses for our most impor­tant products, components, and usage situations.
The aim is to assess their environmental impact
over their entire life cycle. Some of the influencing
factors here include the areas of production, transport, use, energy consumption, conservation, and­potential recycling at the end of the product life.
One of the highlights of research and development at PERI is 3D construction printing. PERI
is the world leader in this completely new typeof construction, in which residential buildings are
created in a 3D concrete printer. PERI 2021 wasawarded the “German Innovation Award” in the“Building & Elements” category by the German
Design Council for the first residential building
to be printed from the 3D concrete printer in­Germany – in Beckum. In the same category, we
also won the award for our “TwistBlock Moulds”
formwork system, which we developed together
with the non-profit start-up “Start Somewhere”.
This innovative system, specially designed forbuilding in slums, allows the manual production of
the hollow concrete blocks in small m­ anufactories.
In addition, their design facilitates subsequentinstallation, as this is done as a plug-in system.

For further­information, seechapter Peopleon page 28

PERI Sustainability Report 2021

16

PRODUCTS

probe to determine the water-cement ratio, we
achieve significant material savings comparedto the traditional method. Indirectly, we also
contribute to CO2 reduction in this way, as the
production of cement is currently responsible
for eight percent of CO2 emissions worldwide,
and any reduction in consumption reduces thisamount. The sensors used for pressure andcompaction measurement from the PERI InSite
Construction portfolio are an essential contribution
to using lower-cement formulations for concreteor even being able to work safely and efficiently
with recycled materials.
Logistics employees

ENVIRONMENTAL ASPECTS
Service Portfolio
For further­information,
see chapter­Environment
on page 18
For further­information,
see chapter
Supply Chainon page 24

PERI offers its customers a comprehensive­service portfolio. This includes engineering,preassembly, 3D design, and software solutions.
Hand in hand with our customers, we develop
technical solutions that optimize material consumption and the construction process, therefore
contributing to greater sustainability. Digitalization
is proving to be a key factor here, greatly improving not just the planning processes but also materials management. For example, the QuickSolveand PERIpath solutions we have developed allow
the individual construction phases, including therequired use of materials and labor, to be plannedin advance in a targeted manner and adjusted
as needed during the ongoing process. Afterthe floor plan has been designed, for example,
QuickSolve is used to calculate the cycle times.
Subsequently, the formwork is automaticallyplaced before the entire construction is checkedin 3D. In this way, the entire process is designed­efficiently, resulting in time and resources being
saved.
The development of our entire digital services
portfolio at PERI is organized in the Digital­Products & Services department. The 25 employees there continuously work on advancing
our ­integrated digital solutions and creating evenmore added value for our customers. In addition
to more efficient and predictive planning as wellas improved material management, this alsoentails productivity increases in the concreting
process. For example, by using the SONO WZPERI Sustainability Report 2021

Sustainable Construction and Circular Economy
We also give high priority to promoting the circular
economy. This includes recyclable materials andrental models.
In production, PERI uses materials such as steel
and aluminum for which we already achieve a
recycling rate of almost 100 percent. We mainly
use plywood and sawn timber from suppliers whobear the PEFC or FSC seal and therefore guarantee sustainable forestry. We also recycle wood
waste directly in our combined heat and power
plant. This also means that we use plastic scraps
from our own production for our DUO formwork,for example. And even after the operational
phase, our DUO formwork is almost completely
recyclable.
Circular Economy
PERI sees the increased use of rental models as
an especially important aspect of the responsible
use of resources. This enables both us and ourcustomers to reduce our ecological footprint. In
our rental park, we have extensive formwork andscaffolding material of consistently high quality sothat we can cover our customers’ needs, even forlarge required quantities or unusual orders. Our
stocks are distributed over more than 160 warehouse locations globally. An organized exchange
between the locations ensures that the required
quantity of material is available at the right placeon time.
An ecological advantage of using rental solutions
can be seen on several levels. For example, more
frequent and longer use of formwork and scaffolding solutions reduces the overall resource require-

17

PRODUCTS~100%
Recycling rate
DUO formwork~100%
Recycling rate
steel and aluminum

Recycled granulate from DUO universal formwork frames

ments in production. We ensure the longevity ofthe material through proper care and maintenance.
As we often have the right equipment available
close to our customers thanks to our numerous
warehouse locations, transport distances are also
shortened. The result being a reduction in emissions from transport.
In addition to the rental models, PERI attaches
significant importance to recycling on the way toa more sustainable future. The focus here lies on
recycling of the lightweight formwork DUO. Here,customers return their old material to one of ouroffices and we ensure that almost completely
new products are created from it. This is madepossible by the reusable materials we use. The
DUO ­recycling process is already established inEurope. The first recycled material for this camefrom our European rental parks. More material canbe expected in the future, since the service life of
our DUO panels is ten years and the system has
only been on the market since 2016. In addition toEurope, DUO recycling is already in operation inIndia. There is currently also interest in setting up asimilar system in other countries.
SAFETY IN CONSTRUCTION
The topic of safety in construction has i­ncreasingly
come into focus internationally in recent years.
This is down to the dangers and unpredictablesituations on many construction sites in many
world regions taking their toll. PERI products
increase the safety for the application on thecustomer side. One guiding principle constantly
accompanies us during development: We do notcompromise on any aspect of safety and occupational health. For example, integrated “mounted-ahead” guardrails ensure greater safety whenworking on the scaffold. And our claim also comesto fruition in the area of health protection. For
example, the weight of the components, which
has been reduced by around 20 percent, makes
assembly and dismantling considerably easier forthe scaffolders.
The decisive factor in PERI’s approach is theinteraction between formwork and scaffolding.
This makes the use of our systems easier forusers and increases safety through the precisely
fitting connection. During the assembly of theslab formwork, our SKY ties and fall arrest nets
– or hammocks – provide protection. The SKY tie
serves as an attachment point for personal protective equipment against falls from a height andis nevertheless easy to move thanks to its low
weight. PERI’s SKYMAX also covers an important
aspect in the topic of security. This slab formwork
is a flexible and lightweight system that can besuspended from a safe position from the lower
working area. In this way, it ensures greater safety
through fatigue-free working with a lower levelof effort required. These two aspects are also
the focus of our RCS MAX Rail Climbing System.
The climbing unit consisting of formwork andwork platform can be moved from floor to floor
along rails and always remains connected to thestructure. An a­ dditional safety benefit is provided
by the absence of open edges, which further
reduces the risk of injury when working on thescaffold.

PERI Sustainability Report 2021

19

ENVIRONMENT

As a manufacturing company with over 240 ­offices,
rental warehouses, and sales offices on every
continent, PERI is aware of its responsi­bility forenvironmental and climate protection. Therefore, we are constantly working on ­reducing theenvironmental impact of our business activities inorder to keep our influence on the environment
as low as possible. Our focus lies primarily on
climate protection and resource conservation. In
terms of climate protection, we focus on implementing energy-saving measures and reducing
emissions at our sites and in logistics. For example, we have been a climate-neutral c­ ompany
since 2021 and purchase 100 percent green
electricity. We aim to reduce our specific CO2
emissions by ten percent by 2025. As part of ourefforts to conserve resources, we are focusing
on water consumption, waste management, andbiodiversity. Therefore, we landscape 20,000 m²
of our company grounds per year to be close tonature. In addition to the measures already implemented at our sites worldwide, we will continue
to systematically pursue the goals we have set
ourselves.
MANAGEMENT APPROACH –­ORGANIZING ENVIRONMENTAL AND
CLIMATE PROTECTION
Environmental protection measures at the individual PERI sites are coordinated and ­promoted
as well as implemented together with local
managers from our corporate headquarters in­Weissenhorn. At the same time, environmental
protection activities also take place in response to
local initiatives such as the installation of photo­voltaic systems on our sites. Property Management is responsible for the central planningof environmentally relevant measures at theindividual sites and the awarding of contracts.
One example of this is the construction of the
new office building for the German sales subsidiary in Weissenhorn. All planned changes are­coordinated with the respective site managers,
with the involvement of the people locally responsible for environmental protection. Group HSEQ &­Sustainability is also involved in all steps.
Our environmental management systems at
the sites in Italy, the United Kingdom, Sweden,
Poland, and the United Arab Emirates are certified to ISO 14001, underlining our high standards
for internal environmental management and its
continuous improvement. At our sales offices inGermany and our production sites in Weissenhorn
and Guenzburg, energy management is centrally

managed and controlled in accordance with the
ISO 50001 standard. At our corporate head­quarters, environmental management continues
to be coordinated by a dedicated organizationalunit.
Our corporate responsibility is also expressedin our Group-wide standards and directives,
which enable employees at the individual sites
to navigate the topic of environmental protection and energy management. These include,
among others, guidelines for emission protection,
emergency management, and our PERI Building
Specifications, which are our global standard for
all construction projects within the PERI Group.
Employees are made aware of the need to comply with the guidelines through regular training
courses. Responsible persons at each site ensurecompliance with the standards and directives.

2021
PERI becomesclimate-neutral

CLIMATE PROTECTION
Climate change affects all of us and is therefore
one of the greatest challenges of our time. With
our climate protection strategy, we are pursuing
the goal of reducing our emissions in the longterm in order to avoid climate-related damage
and minimize risks. To achieve this, we rely on
various measures such as increasing energy
efficiency in our production or using renewableenergy sources. Sustainable logistics solutions
also contribute to making the transport of ourmaterial environmentally friendly.

Climate compensation project

PERI Sustainability Report 2021

20

ENVIRONMENTEmissions (in t CO2e)
2019

2020

2021

Scope 1 emissions

30,537

26,39728,099

Self-generated heat

8,574

10,141

10,906

Fuels for the vehicle
fleet

21,864

16,105

16,977

99

151

216

Scope 2 emissions1)

22,317

21,36023,265Purchased heat

644

409

1,087
22,178

Welding gases

Purchased electricity

21,673

20,951

Scope 3 emissions2)

39,682

28,742

37,207

Total emissions

92,53576,49988,5701) location-based2) includes: upstream emissions from heat, electricity and fuels,­commuter emissions, business travel, emissions from working
from home

Emissions Scope 1 and 2 (in kt CO2e)

35

31.4

31.8

31.8

30
25
20
15
10

With retroactive effect for 2020, we have offset
a total of 28,574 tons of CO2e via certificates.
We invest exclusively in high-quality VCS (Verified
Carbon Standard) certificates from ClimatePartner.
This way, we can be sure that the emissions wecause are offset again through qualified projects.
In 2021, we were able to support three different
projects, which we will continue to support in
2022. In addition to a forest conservation projectin Pacajá (Brazil) and a reforestation project in San
José (Nicaragua), there is a wind energy park in
Guyuan (China).
Greenhouse gases are also emitted in the production of electricity and heat (Scope 2), which wepurchase from external suppliers. We use threedifferent methods to avoid these emissions. First,
we are steadily expanding our own production ofelectricity from renewable sources. Second, weare turning green the electricity that we cannot yet
produce ourselves and therefore have to continue
to purchase by buying green electricity certificatesin accordance with the I-REC Standard. In thisway, we also operate climate-neutrally in Scope 2
and saved 20,842 tons of CO2 in the reportingyear. Last but not least, we offset emissions frompurchased heat by supporting climate protection
projects, as described above.

5
0

2019

2020

2021

Scope 1 and 2 emissions per turnover (t CO2e/€ million)
Scope 1 emissions
Scope 2 emissions

Climate Neutrality
PERI already operates as a climate-neutral company today. In order to achieve this status, we
compensate for all remaining direct and a portionof the indirect greenhouse gas emissions that wehave not yet been able to avoid through reduction measures at the sites. These include CO2eemissions generated at our sites through the
combustion of fossil fuels, the use of diesel andgasoline-consuming vehicles in our own fleet, andthe consumption of coolants (Scope 1), as wellas heat-related Scope 2 emissions and emissions
from business travel (Scope 3).

PERI Sustainability Report 2021

Even though we have already achieved climate
neutrality in terms of our balance, we nevertheless
aim to continue actively reducing our emissions.
We have set ourselves the target of reducing our
specific CO2 emissions by ten percent comparedwith 2019 by 2025.
Energy Management
Energy consumption has the largest direct
impact (Scope 1 and 2) on our greenhouse gas
emissions. The largest share is attributable toheating our buildings (gas and oil), purchasing
electricity for our production and sales facilities,
and operating our vehicle fleet (cars and forklifts).
Significant adjustments in these areas result
from the purchase and in-house generation ofenergy, as is done, for example, in our combined
heat and power plants and biomass cogeneration
plant. The purchase of an adsorption refrigerating
system also makes a significant contribution to
reducing energy requirements compared withconventional refrigeration systems. To reduce

21

ENVIRONMENT

energy consumption through the use of our vehicles, we are also focusing on the electrification of
our cars and forklifts.
Energy Consumption (in kWh)2019
Self-generated
electricity1)

2020

2021

–

–

412,448

Purchased electricity

53,571,178

47,530,652

53,148,574

Self-generated heat

117,410,355 95,269,754 106,218,698

Purchased heat

3,556,878

2,864,162

5,673,337

Fuels for thevehicle fleet

81,815,197

60,259,580

62,307,856

220,043

239,576

107,102

Welding gases2)

1) The amount of self-generated electricity has only been recorded forthe entire PERI Group since 2021.
2) Does not include all gases used; included are: acetylene, LPG,
propane

PERI is currently conducting energy efficiency
studies in the production plants and five subsidiaries together with an external partner. In orderto realize further substitutions and savings inenergy consumption, a comprehensive analysisof all significant sources of consumption is being
prepared. Based on the data collected, we wantto continue to develop proposals for substitution
and energy improvements in the medium term
and implement them.
For years, PERI has been pursuing the pathof generating renewable energy ourselves. At
our largest production site in Weissenhorn,
we already operate a biomass cogeneration
plant which generates more than 50 percentof the ­total energy requirement from renewable ­sources. In addition, we have our own
photo­voltaic plants at our sites in Guenzburgand ­Weissenhorn, and a further plant in Turkey
is currently being implemented. These plants
alone can achieve annual CO2 savings of around
1,360 tons. Solar plants have also already been
installed and commissioned in Perth, Sydney,
and Melbourne between November 2021 andApril 2022. Through them, PERI Australia generates about 240,000 kWh of regenerative electricity per year, which accounts for about 60 percentof the electricity required at the sites. Annual
CO2 emissions are therefore reduced by approxi­
mately 115 tons. At our sales subsidiary in
Estonia, construction of a photo­voltaic system isscheduled to begin in 2022. We have also initiatedthe in-house generation of electricity from renewable energy at other sites.

In our biomass power plant in Weissenhorn, we
process the wood waste from the productionof formwork beams into climate-friendly heat.
­Depending on the production volume, around
15,000 to 16,000 tons of wood waste can beutilized annually. As a backup power plant, oursystem is also integrated into the district heating
network of the city of Weissenhorn, so that PERI
can step in when the district’s waste-to-energy
plant cannot supply any or too little exhaust heat.
We already switched to climate-friendly district
heating at our Weissenhorn sales facility in 2019.
To achieve our climate target of reducing emissions by ten percent by 2025, we are implementing a wide range of energy efficiency measuresat our production sites. These measures include
procuring and repairing systems, renovatingbuildings, and innovative processes such as
cooling by heat. Specifically, for example, wehave ­completely switched the lighting at our
Turkish production plant to LEDs with automatic
control and equipped systems that consume
particularly large amounts of energy with highly
efficient electric motors. In addition, in 2022, westarted to build a new system for surface coatingsteel frame parts of formwork elements using
the ODC principle (“Organic Dip Coating”) at the
production plant in Weissenhorn. The plant will
provide improved, complete corrosion prevention
on the product surface and inside the frame. With

–10%

reduction ofemissions by 2025

Biomass power plant at the Weissenhorn site

PERI Sustainability Report 2021

22

ENVIRONMENT

significantly lower resource consumption andoverall significantly reduced environmental impact
compared to today’s galvanizing/powder coating,
we are taking a major step toward more environmentally friendly production at internationallycompetitive manufacturing costs.
The system technology, production plants, andlighting system in Guenzburg are also state-ofthe-art. The construction of charging stations forelectric cars is currently in planning here. Driverless, automated transport systems in production
are already a given.

For further
information,
see chapter
Supply Chainon page 24

Transport and Logistics
The area of transport and logistics is also
environmentally relevant for PERI. In addition
to its four production sites, PERI has morethan 240 rental warehouses and sales offices
worldwide. This comprehensive network andthe resulting proximity to customers enables
us to supply our customers directly over shortdistances. This is particularly advantageousin the context of the rental business, withwhich we are part of the “shared economy” or“circular economy” and therefore maintain a
responsible approach to resources. When transporting our products to customers, we focus on“green l­ogistics” and work on sustainable goods
manage­ment. Our focus is on the holistic optimization of our logistics processes and transport solutions. For example, we rely on a mix of­transport by rail and ship for our goods transport
from Weissenhorn and Guenzburg.
RESOURCE CONSERVATIONPERI is constantly working to conserve natural
resources. In addition to the use of sustainable
materials in our products, our rental businessalso makes a decisive contribution to this. We
were one of the first companies in our industry tooffer formwork and scaffolding materials for rent,
assuming a pioneering role in the market. The
material is delivered just-in-time from our rental
warehouses to the construction sites and cleaned
after completion of the project, repaired if necessary and used for the next project. In production,
we do our part to protect resources by reducing
our water consumption and avoiding waste.

PERI Sustainability Report 2021

Water
The main water consumption at PERI is a­ ccounted
for by the water treatment of the painting­systems, the parts cleaning in metal production,
as well as the sanitary facilities and canteens at
the respective sites. At the sales facilities, a largepart of the water consumption continues to begenerated by the cleaning of formwork elementswith high-pressure cleaners.
Water Consumption and Wastewater (in 1,000 m3)

400
350
300
250

213.6

234.6

200

193.2

150
100
50
0

2019

2020

2021

Water consumption per turnover (m³/€ million)
Water consumption
Wastewater

PERI has implemented water conservation andtreatment measures at all production sites. In
Guenzburg, for example, the pre-treatment basinsof the galvanizing plant are professionally treated
and disposed of. In Weissenhorn, we have had ourown wastewater treatment system since 1991
and have also installed a reverse osmosis systemfor process water from powder coating. The same
applies to our production site in Sakarya (Turkey).
This cleans the process water of contamination
and allows it to be added to the system again.
A water treatment system has also been set up in
Dubai (UAE). Here, wastewater from the cleaning
process of the formwork elements is returned tothe system. The system has reduced water consumption at the site by around 80 to 90 percent.
In the future, we will use these systems primarily
in regions where water is scarce.

23

ENVIRONMENT

There are also two cooling wells on the­Weissenhorn site, which were commissioned
in 1994 and 2020. In this way, it is possible todispense with the use of tap water for coolingbuildings. Systems for rainwater infiltration are
also installed across the site at all German locations. In this way, surface water is not discharged
to the municipal sewage treatment plant, but it isreturned directly to nature.
Waste
The majority of our waste is generated during
production and when we dispose of old ­products
at the end of their life cycle on behalf of our­customers. Wood and steel waste account for
the largest quantities.
Waste (in t)
2019

2020

2021

Wood waste

10,052

8,981

10,154

Steel waste

11,215

15,87022,262

Aluminum waste

640

992

1,611

Plastic andrubber waste

420

803

1,019

Paper andcardboard waste

1,111

803

666

Residual waste
and other waste
Total waste

7,598

7,540

6,700

31,03634,99042,412At PERI, a large proportion of the waste ­generated
is recycled and returned to the material cycle. We
lay the foundation for this when designing our
products. Even at this early stage, we ­ensure thatat the end of their life, they can be broken down
into their basic materials in the simplest possible
way. In this way, we help to conserve resources
and already achieve a recycling rate of almost
100 percent for the raw materials we use within
production, such as steel and aluminum. For our
DUO formwork and packaging, we also recycle
plastic scraps generated in our production. Finally,wood waste is directly thermally and electricallyrecycled at the Weissenhorn site in our own combined heat and power plant.
Waste types for which special disposal routes
are in place are hazardous waste and are digitally
recorded. PERI is constantly striving to replace
hazardous waste with less hazardous substances.

Promoting Biodiversity
At PERI sites worldwide, we have a direct
influence on the quality, diversity, and protectionof the plant and animal habitats in these places.
Therefore, together with the Global Nature Fund,
we have developed guidelines and an implementation strategy for increased biodiversity on PERI’s
properties. In line with this, since 2021, our longterm goal has been to landscape 20,000 m² of ourcompany grounds per year to be close to naturein order to promote biodiversity. In the future, thesites are to meet the criteria of the EU project
LIFE BooGI-BOP for the biodiversity-oriented
design of company premises. The abbreviation
stands for the project “Boosting Green Infrastructure through Biodiversity-Oriented Design ofBusiness Premises,” which also works to improve
the quality of stay and well-being of employees in
the context of near-natural design.
The actions identified in our action plan are
multifaceted. Immediate measures include using
exclusively site-appropriate, native plants and the
avoiding of chemical fertilizers and pesticides. The
development measures that have been drawn
up are of a long-term nature and are primarily
applied to new buildings and renovation work.
These include, for example, not sealing employee
parking spaces, converting outdoor lighting to
insect-friendly LEDs, and planning green façades
for buildings.
The near-natural landscaping of the areas at our
Guenzburg (Germany) site was already completed
by the end of 2020. In addition to the benefits forflora and fauna, the green courtyard contributes tothe improved quality of life at work for our employees. As further pilot projects, our site in Brentwood (UK) and the canteen in Weissenhorn havebeen designed to promote biodiversity.
As part of our latest biodiversity project, wehave been redesigning the outdoor facilitiesof our ­rental warehouse in Weissenhorn to beclose to ­nature since spring 2022. Together withthe environmental association Global NatureFund, we have developed a concept to plantaround 20,000 m2 of green space with a variety of trees such as English oaks, linden trees,and sycamores, as well as numerous small andwild shrubs.

PERI Sustainability Report 2021

25

SUPPLY CHAIN

PERI takes responsibility for the value chain andstrives for development towards sustainable­cooperation with its suppliers. This includes theselection and evaluation of suppliers according tohigh environmental and social criteria, the sour­cing of more sustainable input materials and pro­ducts as well as regional purchasing to promotelocal value creation and reduce the impact on our
carbon footprint associated with long transportroutes. As a global company, respect for humanrights is a fundamental condition for our businessactivities. We are committed to internationalguidelines such as the ILO core labor standards
or the UN Guiding Principles for Business andHuman Rights and demand the same from our
suppliers.
For our production, we require aluminum andsteel as well as plywood and lumber from national
and international suppliers. Other key procurement items are accessories such as forged, cast,and plastic parts. In addition, there are ­machines
and tools, operating materials, packaging­materials, and various services. PERI procures the
majority of the required materials and products
from German-speaking Europe. This is followed,
at a considerable distance, by suppliers from
Eastern Europe, the rest of Europe, and increasingly from Turkey. A small part of the purchasing is­accounted for by suppliers from Asia.
In purchasing, we use sustainability certifications
to guide us. For example, all the wood required forour production comes from sustainable forestry,where the forests are replanted with a higher
volume after harvesting. The internationally recognized PEFC and FSC seals, which also guarantee
compliance with social and other ecological standards, serve as proof of this.
The coronavirus pandemic and political andeconomic uncertainties are increasingly making
transport and logistics a bigger challenge in global
purchasing. This is all the more true as flexibility
and delivery reliability to customers are top priorities for us. With our high proportion of suppliers
from Europe and corresponding sourcing strategies, we have positioned our supply chain in astable, secure, and reliable manner.

Our goal is to systematically integrate sustainability into our global supplier management by
2023. This means that 80 percent of our suppliers
should have an ESG rating by then.
PROCUREMENT AND PURCHASING
ORGANIZATION
We design our purchasing and procurement
process in such a way that we enter into long-termbusiness relationships with our suppliers basedon partnership and trust. The aim is to ­consistently
obtain the goods and services we require atcompetitive prices, in optimum quality, and at therequired time, taking into account our sustainability
requirements.
The organization of purchasing is handled differently according to the respective requirements­depending on the division and location. For all
offices and subsidiaries, the updating of andcompliance with the Group’s Group Directive“Purchasing” as well as selected areas within
the framework of the Functional Group Directive“Strategic Sourcing” are managed centrally at our
Weissenhorn location. Our subsidiaries are steeredby the Business Operations Excellence department. Other areas, such as slab business andIT purchasing, operate autonomously. In addition,
the procurement of machinery and systems is the
responsibility of the respective plants.
The most important strategic raw materials include
steel, wood, and aluminum. The increase in purchasing volumes compared to the previous year isdue to the catch-up effect in the market after thecoronavirus pandemic.
Material Consumption at PERI 1) (in t)
2019

2020

2021

Steel

51,61632,29350,525Wood

46,58941,06846,999

Aluminum

8,152

3,869

6,842

Packaging material

3,034

2,237

2,318

Plastic 2)

2,540

3,000

4,800

Merchandise

114,065

93,552

144,567

Miscellaneous

3,316

2,452

4,343

Overall material­consumption

229,314

178,472

260,3941) production plants and holding company
2) rounded figures

PERI Sustainability Report 2021

Aerial view of Weissenhorn site

ENSURING SUSTAINABILITY
IN THE SUPPLY CHAIN

For further­information,
see chapter­Environment
on page 18

Supplier Code of Conduct
PERI expects its suppliers to commit to thevalues and rules of our company and to ensure
responsible conduct. This includes an explicit
commitment to our Supplier Code of Conduct
as a fixed component of our cooperation. This
Code of Conduct covers our requirements forcompliance with applicable laws and guidelines,
the prohibition of corruption and bribery as well
as money laundering and terrorist financing, andrespect for employee rights and universal humanrights. In addition, our high standards in theareas of environment, health, and safety must becomplied with.
All our suppliers must sign the Supplier Code of
Conduct. This also applies to the suppliers of ouroffices and subsidiaries. They also undertake tobind their own suppliers to compliance with theCode of Conduct and to report any possible violations of the regulations and cooperate in theirclarification. We consistently pursue and punish
violations of the Supplier Code of Conduct. Our
approach is to help suppliers help themselves

PERI Sustainability Report 2021

and to offer them training and education. As theultimate sanction, we reserve the right to terminate the cooperation.
Supplier Self-Disclosure
We require self-disclosure from our suppliers
before entering into a business relationship. In
addition to general information about the company, it inquires about the persons responsible
for management and quality assurance. Further
information required relates to the quality systems of our suppliers. This includes the various
ISO certifications as well as PEFC/FSC certification for wood suppliers or other product-specificcertifications such as a CE mark and marks ofconformity.
For the first time, the supplier self-disclosuremust be completed by potential new suppliers
before the start of a business relationship. Thereafter, suppliers registered in our system will receive the supplier self-disclosure data sheet oncea year to update their information. For suppliers
who wish to participate in an invitation to tenderfrom us, the completed supplier self-disclosure
is a prerequisite for participation.

27

SUPPLY CHAIN

AuditsPERI checks the compliance and implementationof the agreements signed by the suppliers within
the scope of audits. In addition to the Supplier
Code of Conduct, environmental and occupational health and safety aspects are also part ofthese audits. Detailed information is requiredon quality management, compliance with legal
regulations such as the REACH regulation, andthe product groups processed by the supplier.
Additionally, there are questions about targets
for improvements in environmental protection,energy efficiency, and staff training related toenviron­mentally relevant topics. Handling external
environ­mental requirements and their recording
as well as the compliance with ethical guidelines at the supplier and its sub-suppliers arealso queried. PERI reserves the right to request
evidence of these aspects. Non-compliance withthe agreed requirements can be considered as
an exclusion criterion for the continuation of thebusiness relationship. In any case, however, we
demand that the supplier rectify the situation
within a reasonable period of time.
The regular audits are carried out by our Quality
Assurance departments at headquarters and the
production plants, as well as by external service
providers for global/central suppliers. In total, we
audited 18 suppliers in 2021. 14 of the audits werecarried out by our internal experts, four by external
auditors.

Arrival of PERI products
just-in-time on the­construction site

Risk-Based Supplier Assessment
With the introduction of the EcoVadis IQ digitalassessment tool, we analyze and illustrate theethical, social, and environmental risk profiles
along our supply chain. Alongside our audits, it is
the basis for the transparent and efficient assessment of our suppliers from the viewpoint ofsustainability. We first use the tool to assess thepotential social and environmental risk posed bya supplier. If a supplier is then deemed to pose arisk, the analysis will be followed in the future bya regular EcoVadis desktop audit. We will conduct
an update of the supplier assessment based on
EcoVadis IQ annually in the future. As a matterof principle, new suppliers are screened for theirsustainability risk via EcoVadis IQ and must present or carry out a sustainability assessment in theevent of risk liability.
We also use the internationally recognized EcoVadis rating as evidence for sustainably acting
suppliers and sub-suppliers. This provides PERI
with an overview of possible environmental,social, and human rights-related risks within the
supply chain and enables us to reduce these in atargeted manner. In order to continue the cooperation, participation in the assessment, with thecorresponding risk liability, is obligatory. In the
future, the results will be incorporated into our internal supplier assessment and selection process.
From 2022 onwards, we will also strive for ourown evaluation of the PERI Group by EcoVadis inorder to transparently present our sustainability
performance to our customers.

18

suppliers wereaudited in 2021

29

PEOPLE

Our approximately 9,100 employees worldwide
are our most valuable resource. Their competence, motivation, loyalty, and dedication enable
us to be successful on the market in the longterm and to grow steadily. Our corporate culture
focuses on people and the equal development
and fulfillment of their potential. We attach great
importance to the professional development of
our employees and support them with numerous
initiatives and programs – from cooperation withschools and universities to special talent and personnel development programs. We also create anappreciative, attractive, safe, and health-promoting
working environment.
HUMAN RESOURCE MANAGEMENT
Systematic Human Resource Management (HR)is the basis for us to increase our employees’
identification with PERI as an attractive employer
and, in addition, to address and attract the best
workers and talents on the market. The Group HR
department is responsible for the overall personnel management in the PERI Group and reports
directly to the CEO of PERI SE. It assumes central
control tasks and develops concepts for our HR
strategy and work. The implementation of our HR
strategy is carried out by the HR managers in therespective subsidiaries and national companies,
who are supported by a set of guidelines, procedural instructions, and ­company agreements.

we believe that every person grows and changes
with their tasks. That is why we also offer development opportunities alongside our clearly definedcareer paths for specialists and managers.

PERI – AN ATTRACTIVE EMPLOYER
The world of work is changing. In concrete terms,
this means that work today is more networked,
faster, and more complex. Topics such as digitaltransformation, work-life balance, and Industry 4.0
are omnipresent at PERI. Despite rapidly advancing
digitalization, flexible working time models, andworking from home, our production plants, rental
warehouses, and offices remain an essential partof our workforce’s professional lives. We offer
our employees an attractive and modern working
environment, creating the conditions for facingchanging tasks with enthusiasm and commitment,
finding new solutions, and implementing themsuccessfully.

Apprenticeship/Dual Studies/Recruiting
PERI considers excellently trained specialists
and skilled workers to be a crucial success factor
and has always consistently relied on its own
up-and-coming talent. Therefore, we offer a wide
range of commercial and industrial-­technicalapprenticeships. In our training concept, we­pursue an action-oriented approach and place
great importance on a high degree of practicalrelevance. For this reason, in addition to theconventional, basic technical know-how, our curriculum also includes the topics of automation,
sensor technology, big data, and networked production. In this context, the new training centerat our headquarters in Weissenhorn, which was
opened in 2019, sets standards with its modern,
networked, and digitalized machinery and opens
up every possibility for “Apprenticeship 4.0”
for our apprentices. In our Cyber Physical Lab,
apprentices benefit from training at the manufacturing cell without interfering with ongoingproduction. And in our training room for control
and electrical engineering, simulation units for
servomotors and electric motors are available. In
the year under review, the PERI Group employeda total of 89 apprentices.

In our eyes, a successful and fulfilling professional
life means that each and every employee has theopportunity to develop according to their own
abilities, knowledge, and interests. ­Individual­advancement is also important to us here because

PERI also promotes practical training within
the framework of dual studies. We currently
have ten dual study programs on offer. Together with the Baden-Wuerttemberg Cooperative
State University and the Ulm University of

PERI Sustainability Report 2021

30

95%

takeover rate forour apprentices
in 2021

PEOPLE

Applied S­ ciences, we offer study places in digitalbusiness management, mechanical engineering,
civil engineering, and digital production, among
others. In the reporting year, 48 people studied
dual at PERI. Eight of the eleven (72 percent)graduates in the reporting year were taken on as
employees after their studies. For our apprentices, the takeover rate was over 95 percent
in 2021.
In 2021, PERI achieved top marks for the fifth
time in the study on the vocational training
situation in Germany conducted by the businessmagazine “Capital” and the talent platform“­Ausbildung.de.” This means that we are once
again one of the best trainers in Germany in thearea of both vocational training and dual studies.
An essential part of our strategy is to find potential talent and to inspire them to join us at PERI.
For this purpose, we participate in numerous
events at schools, forums, education fairs, anduniversities throughout the year. In 2021, theselargely took place online due to the coronavirus

pandemic. We also maintain long-term partnerships and collaborations with various universities
and schools. For example, we are a member ofthe proTHU alumni and supporters’ associationof the TH Ulm and the partner association of the
University of Mannheim. In addition – t­ ogether
with two other companies from the region –we participate in the “construction l­ogistics”­endowed professorship at the Biberach ­Universityof Applied Sciences. Since 2017, we have also
been supporting a research assistant position at
the University of Stuttgart.
Lifelong Learning/Talent Program
PERI sees the operational learning and competence development of its employees as a decisiveand long-term value-creating factor. Therefore,
we attach great importance to offering the widest
possible range of measures for further training
and talent development with which we prepare
our workforce for the challenges of today andtomorrow.
Lifelong Learning
With our global onboarding, qualification, andtraining program, we have created a framework
in recent years in which lifelong learning is partof everyday working life for our employees. In
doing so, it was PERI’s goal, together with our
subsidiaries, to create a worldwide cooperationand standardization in the area of further trainingthat focuses on employees themselves and theirindividual needs. The global programs follow
a function-specific approach. In addition, open
training catalogs offer a comprehensive range ofcourses that are freely accessible to all employees on an individual basis. For example, a sales
engineer automatically receives further training
offers based on their job profile that cover all of
the required competence areas (product know­
ledge, basic technical knowledge, PERI-specificsales competencies, etc.).
Since 2018, the PERI Academy has been thecentral point of contact for onboarding, training,
and learning at PERI worldwide. Through this, weensure global, scalable availability of training and

PERI Sustainability Report 2021

31

PEOPLEPERI Academy – Use Cases

01

02

03

TRAINING
COURSESGUIDED LEARNING/
LEARNING CHANNELSSELF-DIRECTEDLEARNING

Training courses that are obligatory
for all employees

For PERI-specific topics or target groups,
internal and external content will be prepared and­specifically made available

Providing our employees with a more diverse
range of learning opportunities, independentof time and place, in addition to the already­established training programs

ExamplesExampleExampleCompliance training, IT security training,or PERI-specific content for
defined groups of employees, e.g.,basic engineering ­qualification

Learning channels for Leadership,
Sales, IT, Finance

Employees should have the opportunity
to select learning content that is beneficial
for their career pathdefine and standardize global training ­processes.
Our culture of lifelong learning is based on
three pillars in which our employees can findthemselves:· Mandatory training is obligatory for all employees and covers classic training on topics such ascompliance, occupational safety, and IT security,
or training for specific employee groups, forexample, qualifications in line with our Group
guidelines for Application Engineers.
· Learning paths are tailored to specific ­employee
groups, including, for example, ­managers, employees in order processing, or sales. We offer
them topic-specific courses.
· We promote self-directed learning throughthe global provision of various learning opportunities, independent of location and time, suchas external offerings from LinkedIn Learning or
getAbstract, as well as PERI-specific topics fromour PERI Academy Studio. Here, employees canchoose for themselves which learning content isbeneficial for their professional career.

In our PERI Academy, we rely on internal and external offerings that we are constantly ­expanding.
The portfolio includes both face-to-face events
as well as various online formats such as video
tutorials, webcasts, webinars, e-learning sessions,and virtual seminars. Our employees already haveaccess to over 200 e-learning units alone andwell over 400 hours of virtual seminars each year.
In 2019, we set up our own video studio for ourinternal online offerings, where we produce film
and audio recordings for our tutorials and e-learning lessons and broadcast our virtual seminars.
The learning offerings have been well received
by our employees, as reflected by the well over
1,000 clicks per month on our training catalog.
During the coronavirus pandemic in particular,
the PERI Academy Studio allowed us to continue
to maintain and expand our extensive training­offering as well as reach all of our employees
across the world. One-third of our employees
worldwide participated in training and qualification ­courses during the reporting year. A totalof 26,000 training days were held. In 2019, the­number of training days was 96,100. In addition

PERI Sustainability Report 2021

32

PEOPLE

Learning at PERI

to the coronavirus pandemic, one of the reasonsfor the decline is that the focus is increasingly on
short, digital learning units that can be integrated
into everyday working life, rather than on classroom seminars lasting several days. The online
format provides many advantages: independenceof time and location, integration into everyday
working life, equal opportunities, since all employees have access regardless of time and costbudgets, and environmental friendliness, since
employees do not have to travel when using theonline format.
Talent Program
With our international talent program, we wantto support our employees and enable them totake on key positions in the PERI Group in the
short to medium term. Within the framework ofsystematic personnel development conferences,
we identify our internal high-potential employees(“talents”), discuss their career opportunities,
and jointly determine the next steps within theframework of individual development plans. As
part of the talent program, around 80 international
high-potential employees are supported in eachgeneration through targeted measures such as
training, coaching, mentoring, and project work.
The program also serves to promote international
networking and the exchange of talent with top
management. Through this, we retain qualified
employees and increase our attractiveness as an
employer.

PERI Sustainability Report 2021

Talent Development and Appointment of Key Positions(in %)
100
80
60
40
20
0

2019

2020

2021

Further development of talents in key positions(Key positions are, for example, management
positions or positions for technical experts)
Appointment rate for key positions in top management
by internal high-potential employees

At PERI, important key positions are primarily
filled by internal employees. For this purpose, we
identify talents within the company and continuously support them within the framework of
our talent program as well as through individual
development opportunities. Over the last three
years, we have been able to steadily increase our
promotion rate (see figure above).
Our global talent program provides for two different career paths. The “yellow program” is aimed
at employees who aspire to a position in lower or
middle management or in an expert position. The“red program” is aimed at employees who wantto move from the lower or middle-level management position they have already achieved to a
top-level position.

33

PEOPLEInternational Talent Program

RED PROGRAM
Preparation for L1/L2

YELLOW PROGRAM
Preparation for L3

Managers in
key positions
Level 1 and 2

Managers in
key positions
Level 3

Employees without
or only little
management experience

Regular staff development and feedback meetings
for all employees are part of PERI’s corporate cul­ture. They promote job satisfaction, help to reflect
on the target progress of one’s own further de­velopment, and serve as a transparent benchmark
for performance appraisals. We use the feedback
discussions to help guide and jointly shape our
employees’ development.
Work-Life Balance
PERI enables its employees to balance their workand private life. As part of a healthy work-lifebalance, we offer many of our employees flexible
working hours and the option of mobile working.
In this way, they can better adapt their work totheir daily routine – such as childcare or caring for
relatives.
In our corporate culture, we focus on trust andpersonal responsibility and allow our employees,
wherever possible and sensible, flexibility in their
daily work routine. The most popular alternative tothe office is working from home. We also offer theclassic part-time working model supplemented

by the option of part-time working in combination
with educational leave. This gives employees, forexample, who would like to complete an honorary
position in addition to their work, the freedom
they need.

280

At PERI Germany, 280 employees used one of thepart-time models we offer in 2021. This corre­
sponds to a proportion of around 11 percent of ouremployees in Germany.

employees used
one of the parttime models

Diversity
At PERI, we promote diversity and equal
treatment regardless of ethnic or social origin,gender, skin color, religion, sexual orientation,
disability, or age of our employees. A diverse andinclusive workforce represents a great opportuni­
ty for us, as we are convinced that diverse teams
achieve better and more innovative work results.
The different perspectives our employees bringto their work every day are therefore particularly
important to finding the best solutions for ourcustomers and retaining our status as an innova­
tion leader.

For further­information,
see chapter
Strategy andManagementon page 6

PERI Sustainability Report 2021

34

PEOPLE

Employee Structure2021
Number of employees

9,104

Number of employees by gender
Women

1,830

Men

7,265

Non-binary employees

9

Number of employees by age
1,434< 30 years old1)
30 to 50 years old

5,717> 50 years old1)

1,955

1)

Number of employees by location
Weissenhorn main site, productions sites,
subsidiaries (except sales facilities)
Market Unit Asia-Pacific

2,195
729

Market Unit Central & Northern Europe

1,943Market Unit Eastern Europe

1,829Market Unit Latin America

671

Market Unit Middle East & Africa

634

Market Unit North America

679

Market Unit Southern & Western Europe

424

Fluctuation rate2)

5.3%

1) N
 o data was available for the subsidiaries in Russia, Belarus, USA,
Australia, Israel, Kazakhstan, Vietnam, and Indonesia; the Groupaverage was applied there.
2) PERI companies in Germany

For further­information,
see chapter­Supply Chainon page 24

In the reporting year 2021, we launched a global
mentoring pilot program for female junior managers. The concept was developed by our Group
headquarters together with other international
offices. As part of our “Diversity & Inclusion”
initiative, we support in particular the recruitment,
retention, and advancement of women. The
initiative is based on four categories (goal setting
and transparency; recruiting; development andretention; awareness and employee engagement)
and includes various targets and measures. For
example, we have set targets to increase the proportion of applications from women to selected
advertised vacancies by 20 percent in the firststage, to increase the proportion of women in
our talent program from 20 to 25 percent, and toachieve a proportion of women in the workforce
of at least 30 percent by 2030. Measures among
these targets range from the introduction ofdiversity reporting to more diverse composition of
selection committees for management positions.

PERI Sustainability Report 2021

OCCUPATIONAL HEALTH AND
SAFETY MANAGEMENT
We want to steadily drive the anchoring ofsustainable health and safety awareness in our
corporate culture. For this reason, safe working
conditions and the physical integrity of employees
have the highest priority for PERI. Here, we take
into account the health concerns of those who
primarily perform physically demanding activities,
as well as those who primarily work in the office.
Occupational Safety
Our goal is to create a working environment forour employees in which the highest standardof occupational safety is guaranteed. The Groupcentral function “HSEQ & Sustainability” isresponsible for controlling in this area and reports
directly to the Board Member responsible for
Production & Supply Chain. In 2020, uniform
occupational safety indicators were defined for
the PERI Group to further centralize the topic anda monthly recording and evaluation using a digital
tool was introduced. Additional persons responsible for occupational health and safety have been
appointed at each individual site to support theteam at headquarters in the local implementationof training and measures.
The basis for ensuring occupational safety at PERI
is the Group Directive “Occupational Health &Safety Management.” It defines our requirements
for labor protection and is binding for the entire
Group. This guideline is based on the ISO 45001
international standard and is intended to support
us in constantly improving our occupational healthand safety management and continuously reducing the number of occupational accidents.
In 2021, the number of occupational accidents
resulting in more than one day’s absence fromwork Group-wide was 265 (see table on p. 35).
This resulted in a rate for occupational accidents
resulting in more than one day’s absence fromwork per million hours worked (LTI frequency rate)of 15.4. In the case of accidents resulting in lessthan one day’s absence from work, we recorded a
total of 169 cases. Here, the rate per million hours
worked was 9.8. The average number of days
lost per occupational accident (LTI severity rate)
was 11.0.

35

PEOPLE

Data on Occupational Accidents
2019

2020

2021

Lost time injuries (LTI) 1)

151

294

265

LTI frequency rate 2)

15.9

12.3

15.4

LTI severity rate 3)

13.0

9.0

11.0

Minor injuries

118

183

169

12.5

7.6

9.8

4)

Minor injury
frequency rate 5)1) Number of accidents with at least one day lost2) Number of accidents with at least one day lost per 1 million hours
worked3) Average days’ absence per accident4) Number of accidents and first-aid treatments that have no influenceon the performance of (work) activity5) Number of accidents and first-aid treatments that have no influenceon the performance of the (work) activity per 1 million hours worked

HEALTH MANAGEMENTWith our health management, we want to maintain the health and motivation of our employees,
increase well-being and appreciation, and raise thelevel of knowledge and performance. Therefore,
PERI pursues the goal of raising health awarenessand promoting it through concrete measures
within the framework of corporate health management and a health-promoting PERI (management)
culture.

In order to further improve occupational safety
in the PERI Group, we employ a three-tiered
approach:
1. Responsibilitiesand processes for ensuring
employee health and safety are standardized
across the Group.
2. E
 mployees in management roles act as rolemodels and all employees receive safety
training as well as training on how to deal with
job-specific hazards.
3. P
 ERI’s employees are actively involved in
improving overall health and safety, and all
occupational accidents and near misses arereported and investigated.

To achieve these targets, PERI provides digitallearning content on occupational safety for all
employees as part of our global training concept.
Start for specific target groups was in March
2022. Furthermore, a digital software solution forreporting occupational accidents in the company
was integrated in April 2022. However, within the
PERI Group, regular instruction and training on
the topic of occupational safety was already held
before this by internal specialists and external
service providers. The training courses range frommonthly department-specific instructions to annual safety briefings that are documented in writing.

At the vast majority of PERI sites worldwide,
there are local and regional sports and health­offers for employees. We focus on four key­topics here: stress management, ergonomics,
sleep health, and nutrition. In 2022, as part ofthese topics, we want to offer our employees­various digital offerings such as webinars while
also implementing needs-based measures onsite. Among other things, resilience and mindfulness seminars or further training offers on
healthy workplace configuration are planned.
Since October 2021, the “qualitrain” sports
offer has been available to all employees at theGerman sites as an employee offer subsidized by
PERI. Our employees have the opportunity to get
active in over 5,000 sports and health facilities aspart of their membership. In addition, numerous
digital offers are available to them for at-homefitness programs.

PERI Sustainability Report 2021

36

PEOPLE

Donation Volume (in %)AID
ORGANIZATIONS10EDUCATION

SPORTS15

CULTURE%

30

15

HUMANITARIAN

30“TwistBlock Moulds” formwork system

1schoolper year

CORPORATE CITIZENSHIP
Taking social responsibility is an important partof PERI’s corporate identity. As a good corporate
citizen, we want to make a contribution to social,
cultural, and ecological coexistence, especially inthe countries and at the sites where we are active
ourselves. Donations and sponsoring represent
one part of this commitment. We support institutions and projects that are not only in our own
interest but also in the interest of society. For thisreason, we have set ourselves the goal, among
others, of supporting the construction of one
school per year. We are implementing this projectwith the participation of the non-profit start-up“Start Somewhere”, which works to improve living
conditions in slums around the world.
The criteria for deciding which projects and facilities to support are set out in our Group Directiveon donations and sponsorship. This includes
criteria for selecting donation recipients andpartners as well as general rules and conditions
on the ­subject of donations and sponsorship at
our company. Among other things, we have also
defined our key areas for funding here: education,

PERI Sustainability Report 2021

humanitarian, culture, sports, and aid organizations. The funding volume for the entire Group isdetermined by Group management as part of the
management planning for the respective subsequent year.
At the end of 2021, we received the German­Innovation Award in the “Building & Elements”
category for one of our funding projects. Since
2017, we have have been working with thenon-profit start-up “Start Somewhere” on a
product for the simplest construction methods,
specifically designed for use in slums. The resultof this collaboration is a cost-effective and flexible
construction system for houses, to which PERI
contributed the “TwistBlock Moulds” formwork
system. With this innovative system, hollow
concrete blocks can be produced by hand with thesimplest means. The shape of the blocks allows
house walls to be constructed using a simple
plug-in system. At the same time, there is also asocio-economic advantage to building with TwistBlock Moulds. The hollow concrete blocks can beproduced by the people living in the slums themselves in small local manufactories. This creates

37

PEOPLEjobs and a construction industry directly on site.
The value added therefore remains entirely withthe people living in the slum. “Start Somewhere”
and PERI’s first successfully completed construction project was realized in the Kibera slum in Nairobi (Kenya). Here, a school, the “Oloo’s Children
Centre,” was built using the new technology.
A project explicitly aimed at our employees andtheir families is the PERI Hardship Fund. The
fund’s resources are used to support employeesof the PERI Group who, in special cases, havefound themselves in economic hardship throughno fault of their own. All persons employed by
PERI worldwide have the option to apply forsupport. The application is then reviewed by acommittee. This consists of a member of the
PERI owner family, the heads of the CSR andGroup HR departments, and, especially for applications from Germany, a delegated person fromthe Group Works Council.

Oloo‘s Children Centre in Nairobi (Kenya)

PERI Sustainability Report 2021

38

ABOUT THIS REPORTABOUT THISREPORT
This report is the PERI Group’s first sustainability report. In preparing this report, wefollowed the standards of the internationallyrecognized Global Reporting Initiative in thelatest version (2021). This applies to the descriptions of the management approaches aswell as the general and specific information
provided. We also observed general reporting
principles: accuracy, balance, comprehensibil­
ity, comparability, reliability, and timeliness.

The reporting period corresponds to the fiscal
year from January 1, 2021, to December 31,
2021. The information generally relates to theentire PERI Group with its business areas. If
information and illustrations within the individual chapters refer to different units, this isindicated accordingly.
The editorial deadline for this report was
July 21, 2022. This report will be updated
every two years.

Allocation of Material Topics to GRI Standards
Material TopicGRI Standard/Management Approach

Controlling

415 Public Policy 2016

Compliance

205 Anti-corruption 2016
406 Non-discrimination 2016
408 Child Labor 2016
409 Forced or Compulsory Labor 2016
412 Human Rights Assessment 2016

PRODUCTS
Circular Economy

Management approach, p. 15

Sustainable Construction

416 Customer Health and Safety 2016

ENVIRONMENT
Climate Neutrality

302 Energy 2016

CO2 Emissions

305 Emissions 2016

Biodiversity

304 Biodiversity 2016

SUPPLY CHAIN
Green Logistics

Management approach, p. 26

Sustainable Supply Chain

301 Materials 2016308 Supplier Environmental Assessment 2016
414 Supplier Social Assessment 2016

PEOPLE
Attractive Employer

401 Employment 2016
403 Occupational Health and Safety 2018
404 Training and Education 2016
406 Non-discrimination 2016

Diversity

405 Diversity and Equal Opportunity 2016

Corporate Volunteering

Management approach, p. 29

Social Commitment

203 Indirect Economic Impacts 2016

PERI Sustainability Report 2021

39

GRI CONTENT INDEXGRICONTENT INDEX
Disclosures

Page

Comment

GRI 1: FOUNDATION 2021
GRI 2: GENERAL DISCLOSURES 2021
The Organization and Its Reporting Practices
GRI 2-1

Organizational details

PERI SE
Rudolf-Diesel-Straße 1989264 Weissenhorn
Germany
PERI SE locations:www.peri.com/en/company/locations.html

GRI 2-2

Entities included in the organization’s sustainability
reportingUnless otherwise indicated, sustainability reporting
includes Group companies that are also included in theannual financial statement.
www.peri.com/en/company/locations.html

GRI 2-3

Reporting period, frequency, and contact point

The reporting period is January 2021 to December 2021.
This report is due to be published in July 2022. The nextreport is planned for 2024.
Contact in case of questions about the report:
Andreas Mayer,
Head of Group HSEQ & Sustainability,
andreas.mayer2@peri.de

GRI 2-4

Restatements of information

Not relevant, as this is the first report

GRI 2-5External assurance

Not relevant, as this is the first report

Activities and Workers
GRI 2-6

Activities, value chain, and other business­relationships

p. 6 –7

GRI 2-7

Employees

p. 34

www.peri.com/en/business-segments.html

Governance
GRI 2-9

Governance structure and compositionwww.peri.com/en/company/profile.html

GRI 2-11

Chair of the highest governance body

Chairman of the Administrative Board: Prof. Rainer Kögel

GRI 2-12

Role of the highest governance body in overseeing
the management of impacts

p. 5, 12

GRI 2-13

Delegation of responsibility for managing impacts

p. 12

In PERI SE, an Administrative Board assumes the management and supervisory function. Among other things, theAdministrative Board is also responsible for the strategicorientation of the company.

Strategy, Policies, and Practices
GRI 2-22

Statement on sustainable development strategy

p. 5

GRI 2-23

Policy commitments

p. 12–13

Code of Conduct:www.peri.com/en/company/code-of-conduct.html
Supplier Code of Conduct:www.peri.com/de/brochures/jcr:b6e7f34e-9e08-4ab2-ba0ac3e91d5fa906/Code-of-Conduct-fuer-Lieferanten-DeutschEnglisch-Stand-16-12-2019.pdf

GRI 2-24

Embedding policy commitments

p. 12–13

PERI Sustainability Report 2021

40

GRI CONTENT INDEX

Disclosures

Page

Comment

GRI 2-26

Mechanisms for seeking advice and raising­concerns

p. 12

GRI 2-27

Compliance with laws and regulations

p. 12–13

There was one environment-related incident in 2021.
In Sweden, excessive levels of zinc and copper were­detected in a wastewater sample at a warehouse inSkogås. We are working on a solution.
At one of our sites, there was a complaint from the­adjacent neighborhood regarding noise pollution.
The problem has been rectified.

GRI 2-28

Membership associations

p. 30

www.peri.com/en/company/profile.html

Stakeholder Engagement
GRI 2-29

Approach to stakeholder engagement

GRI 2-30

Collective bargaining agreementsp. 13
At the German sites, two-thirds of the employees arecovered by collective bargaining agreements.

GRI 3: DISCLOSURES ON MATERIAL TOPICS 2021
GRI 3-1

Process to determine material topics

p. 7

GRI 3-2

List of material topics

p. 8–9Material Topics
GRI 201

Economic Performance 2016

GRI 3-3Management approach

Group Management Report

GRI 201-1

Direct economic value generated and distributed

www.peri.com/en/company/profile.html

GRI 201-4

Financial assistance received from government

In the reporting year, PERI received project supportof 20,000 euros for the “TwistBlock Moulds” project(see page 36–37).

GRI 203

Indirect Economic Impacts 2016

GRI 3-3Management approachp. 36–37

GRI 203-1

Infrastructure investments and services supported

p. 36–37

GRI 205

Anti-corruption 2016

GRI 3-3Management approach

GRI 205-2

Communication and training about anti-corruption
policies and procedures

GRI 301

Materials 2016

GRI 3-3Management approachp. 15, 25

GRI 301-1

Materials used by weight or volume

p. 25

GRI 302

Energy 2016

GRI 3-3Management approach

p. 19

GRI 302-1

Energy consumption within the organization

p. 21

GRI 303

Water 2018

GRI 3-3Management approachp. 22

GRI 303-1

Interactions with water as a shared resource

p. 22

GRI 303-4

Water discharge

p. 22–23

GRI 303-5

Water consumption

p. 22–23

GRI 304

Biodiversity 2016

GRI 3-3Management approachp. 23

GRI 304-3

Habitats protected or restored

p. 23

GRI 305

Emissions 2016

GRI 3-3Management approachp. 19 –20

GRI 305-1

Direct (Scope 1) GHG emissions

p. 20

PERI Sustainability Report 2021

p. 12–13
In the reporting year, 7,000 (76.9%) employees took partin compliance training.

Wastewater treatment systems were installed at thesites of 20 subsidiaries. Mainly used are: filtration,­sedimentation, and oil-water separation plants.

41

GRI CONTENT INDEX

DisclosuresPage

GRI 305-2

Energy indirect (Scope 2) GHG emissions

p. 20

GRI 305-3

Other indirect (Scope 3) GHG emissions

p. 20

GRI 305-4

GHG emissions intensity

p. 20

GRI 305-5

Reduction of GHG emissions

p. 20

GRI 306

Waste 2020

GRI 3-3Management approachp. 23

GRI 306-2

Management of significant waste-related impacts

p. 23

GRI 306-3

Waste generated

p. 23

GRI 308

Supplier Environmental Assessment 2016

GRI 3-3Management approachp. 25

GRI 308-1

New suppliers that were screened using environmental criteria

p. 26–27

GRI 401

Employment 2016

GRI 3-3Management approachp. 29

GRI 401-1

New employee hires and employee turnover

p. 34

GRI 401-2

Benefits provided to full-time employees that are
not provided to temporary or part-time employees

p. 29, 33

GRI 403

Occupational Health and Safety 2018

GRI 3-3Management approachp. 34–35

GRI 403-1

Occupational health and safety management
systemp. 34

GRI 403-4

Worker participation, consultation, and communication on occupational health and safety

p. 35

GRI 403-5

Worker training on occupational health and safety

p. 35

GRI 403-6

Promotion of worker healthp. 35

GRI 403-9

Work-related injuries

p. 35

GRI 404

Training and Education 2016

Comment

100% of the suppliers of the main site and the production network were assessed for social and environ­mental impacts through a risk analysis based on
country ratings. 97.9% of the suppliers managed by theCentral Purchasing department have also signed the­Supplier Code of ­Conduct.

GRI 3-3Management approachp. 29–31

GRI 404-1

Average hours of training per year per employee

p. 31–32

GRI 404-2

Programs for upgrading employee skills and transition assistance programs

p. 30–33

GRI 404-3

Percentage of employees receiving regular performance and career development reviews

GRI 405

Diversity and Equal opportunity 2016

GRI 3-3Management approachp. 33–34

GRI 405-1

Diversity of governance bodies and employeesp. 34

www.peri.com/en/company/profile.html

GRI 406

Non-discrimination 2016

GRI 3-3Management approachp. 12–13

www.peri.com/en/company/code-of-conduct.html

GRI 406-1

Incidents of discrimination and corrective actions
taken

GRI 408

Child Labor 2016

GRI 3-3Management approach

GRI 408-1

Operations and suppliers at significant risk forincidents of child labor

Performance appraisal systems are established at all PERI
sites. Key figures can currently only be provided for theGerman sites (except for the Guenzburg plant). Here, theimplementation rate in the reporting year was 90%. Worldwide collection of key figures is planned from next year.

We have not received any reports or other indications of
discrimination incidents for the 2021 fiscal year.

p. 12–13, 26–27

www.peri.com/en/company/code-of-conduct.html
As part of our Code of Conduct and our Supplier Codeof Conduct, we demand compliance with human rights.
Among other things, this prohibits the use of child, forced,
or compulsory labor.

PERI Sustainability Report 2021

42

GRI CONTENT INDEX

Disclosures
GRI 409

Forced or Compulsory Labor 2016

GRI 3-3Management approach

GRI 409-1

Operations and suppliers at significant risk forincidents of forced or compulsory labor

GRI 412

Human Rights Assessment 2016

GRI 3-3Management approach

Page

Comment

p. 12–13, 26–27

www.peri.com/en/company/code-of-conduct.html
As part of our Code of Conduct and our Supplier Codeof Conduct, we demand compliance with human rights.
Among other things, this prohibits the use of child, forced,
or compulsory labor.

p. 26 –27

Code of Conduct:www.peri.com/en/company/code-of-conduct.html
Supplier Code of Conduct:www.peri.com/en/brochures/jcr:41c47205-25c7-4cd39409-37ca5ac3df3a/Code-of-Conduct-for-SuppliersGerman-Englisch-status-12-16-2019.pdf

GRI 412-1

Operations that have been subject to human rights
reviews or impact assessments

GRI 414

Supplier Social Assessment 2016

GRI 3-3Management approach

GRI 414-1

New suppliers that were screened using social
criteria

GRI 415

Public Policy 2016

GRI 3-3Management approach

PERI does not give financial support to parties and politicalgroups.

GRI 415-1

Political contributions

PERI does not give financial support to parties and politicalgroups.

GRI 416

Customer Health and Safety 2016

GRI 3-3Management approach

GRI 416-2

Incidents of non-compliance concerning the healthand safety impacts of products and services

GRI 417

Marketing and Labeling 2016

GRI 3-3Management approach

GRI 417-3

Incidents of non-compliance concerning marketing
communications

PERI Sustainability Report 2021

In 2021, five operating sites were audited internally.

p. 26–27
100% of the suppliers of the main site and the production network were assessed for social and environ­mental impacts through a risk analysis based on
country ratings. 97.9% of the suppliers managed by theCentral Purchasing department have also signed the­Supplier Code of ­Conduct.

p. 15, 17
We have no reports or other indications of violations­related to the health and safety impacts of our products
and services for the 2021 fiscal year.

We have not received any reports or other indications
regarding violations of marketing and communication
regulations for the 2021 fiscal year.

43

IMPRINTIMPRINT
Publisher
PERI SE
Formwork Scaffolding Engineering
Rudolf-Diesel-Strasse 1989264 Weissenhorn
Germany
Phone +49 (0)7309.950-0
info@peri.com
www.peri.com
ContactAndreas Mayer
Head of Group HSEQ & Sustainability
andreas.mayer2@peri.com
Design and Realization
Kirchhoff Consult AG, Hamburg, Germany
Paper
Recyclingpapier Circle Offset Premium white
Printing
BEISNER DRUCK GmbH & Co. KG, Buchholz i. d. Nordheide, Germany
Photography
PERI SEThis report is also available in German.
The German and English versions can be found online under:
www.peri.com/en/company/sustainability.html
www.peri.com/de/unternehmen/nachhaltigkeit.html

ID-No. 22120514

PERI Sustainability Report 2021

PERI SE
Formwork Scaffolding Engineering
Rudolf-Diesel-Strasse 1989264 Weissenhorn
Germany
Phone +49 (0)7309.950-0
Fax +49 (0)7309.951-0
info@peri.com
www.peri.com