Greiner AG
Annual and Sustainability Report 2023

Fight climate change. Increase
the proportion of women in leadership positions. Produce lesswaste. Speed up diversification.
Present environment performance statements for products.
Create comprehensive transparency. Increase average hoursof training ana development
Review suppliers’ sustainabilitn
performance. Do not allow any
waste to be sent to landfill. Generate sustainable growth. Use
100% electricity from renewableenergy sources. Continuously im
prove Ecovadis reporting. Reduce absolute Scope 3 emissions.
Promote innovation. Launch circular business models. Further

reduce occupational accidents.
Use more secondary materials.
Reduce emissions from logistics.
Achieve CDP A score. Integrate sustainable product design.
Promote physical and mental
health. Generate more electricity ourselves. Drive globalization.
Present net-zero plan. Improveenergy efficiency. Support local
communities. Establish environmental management systems.
Increase recyclability. Promote inclusion. Safeguard humanrights. Mitigate ESG risks. Close
loops. Strengthen the resilienceof supply chains. Break with oldpatterns of thought and behavior.

003
014

Nothing beats … Ambition!

Our company
016
022
024
026

030

002 — 003

Interview with the Executive Board
Letter from the Supervisory Board
Statement by the Family Council
Greiner at a glance

Our performance
032
034
038
040
046
052

058

Nothing beats …
Ambition!

Highlights 2023
Development of the Group
Development of the divisions—  Greiner Packaging: Do the innovation—  NEVEON: The Future of Foam—  Greiner Bio-One: Making a difference

Our sustainability
060

Sustainability management

148

Social

062
072
074
076
078
079
080
085
090

Sustainabilitymanagement structure
Greiner value chain
Stakeholders
Memberships & initiatives
UN Global Compact
Sustain­able Development Goals (SDGs)
Material topics
Sustainability strategy
Sustainability performance

150
155
163
172
177
186
188
191

Own workforce—  Working conditions & human rights—  Health & safety—  Training & further education—  Diversity, equity & inclusion
Workers in the value chain—  Working conditions & human rights—  Social commitment

Environment

198

Governance

092
094
096
108
115
122
124
130
138
144

Climate change—  Climate & emissions—  Energy—  TCFD-relevant information
Resource use & circular economy—  Materials—  Products—  Waste—  Water

200
202
214
216
222
224

Business conduct—  Corporate culture & compliance—  Anti-corruption and bribery—  Risk management
Sustainable supply chains—  Responsible sourcing

Driving change requires motivation and ambition. We arecontinuing our transformation into a circular, sustainableglobal player and are committed to our goals. We thinkin generations, not in quarters. Even in difficult times,
we look to the future. Of course, plans and ambitions
are only part of the solution. We need to turn our words
into action. We need to act now to overcome the major
challenges of our time. Our employees are always at
the heart of everything we do as only with them we
can take the action needed. Our drive and team spirit
are what open up new opportunities and help us growtogether. One thing is certain: Nothing beats ambition.

230

Appendix
232
247
254
256
260
262
263

Performance overview
GRI index
About this report
Group structure & organizational chart
External validation of the report
Glossary
Contact & imprint004 — 005

NOTHING BEATS … Strategy

As a family-owned
company, we thinkin generations.
Our aim is to be asustainable company –economically, socially,and environmentally.

It is up to us to drive our transformationand strengthen our position as a global
player. We have all the tools we need.
Nothing beats having the right strategy.
Annual and Sustainability Report 2023 / Greiner AG

Our employees are whatmake us. The entire teamis facing the challenges
ahead with drive, daring,and dedication.
006 — 007NOTHING BEATS …
Empowering People

We do everything we can to be an attractive
employer with numerous programs for safety,
diversity, equity & inclusion as well as training andeducation. We want to promote flexibility anddiversity. We hold one thing to be self-evident:
Nothing beats our employees.

Annual and Sustainability Report 2023 / Greiner AG

We use pilot projects to show what is possible.
Greiner Innoventures, our start-up hub, thinks
outside the box. As the Greiner Group, we look to
the future – to a circular future. One thing is clear:
Nothing beats innovation.
008 — 009

NOTHING BEATS … Innovation

Innovation is the
lifeblood of acompany and the
key to its long-term
survival. We rethink
our products to benew, different, moresustainable.

Annual and Sustainability Report 2023 / Greiner AG

NOTHING BEATS …
Circularity
The future is circular.
We have to think inloops. This begins
with the design of the
products and ends
with their disposal.
010 — 011

The use of recycled materials,
especially through our own recycling plant,
brings us closer to a closed loop. To continue on thispath, we all need to work together at every stage ofthe value chain. Nothing beats a circular economy.
Annual and Sustainability Report 2023 / Greiner AG

It’s five minutes
to midnight.
We all know that.
As a company, weare serious aboutclimate protection.
012 — 013

NOTHING BEATS …
Climate action

We have science-based climate targets todrastically reduce our emissions. It is now up
to us to achieve these goals through effective
measures. It will take the efforts of all our
employees and all our business partners.
Nothing beats climate protection.

Annual and Sustainability Report 2023 / Greiner AG

Our company
Greiner is a long-standing family business and a global
player with growth ambitions. With courage, drive,and flexibility, we are making our company fit for the
future. The past year was difficult for the economy as awhole. As a society, we are still facing major challenges:
This is precisely why we are forging ahead with ourtransformation into a circular, sustainable company. We
have a clear plan for achieving our goals and we know:
Nothing beats strategy, innovation, the circular economy,
climate protection or our employees.

014 — 015

Subcontents

016
022
024
026

Interview with the Executive Board
Letter from the Supervisory Board
Statement by the Family Council
Greiner at a glance

Annual and Sustainability Report 2023 / Greiner AG

“It was a yearof upheaval”

The 2023 financial year was characterized bydeclining sales and personnel changes. In thisinterview, the Executive Board explains why
the year was particularly challenging andhow the new Group strategy has set the rightcourse for the future.
016 — 017

Annual and Sustainability Report 2023 / Greiner AG

Our company / Interview with the Executive Board

We live in an era of multiple crises. There isn’t
a moment’s peace for the world. What cancompanies do to deal with these crises?

our customers’ warehouses were still well stocked with otherproducts. In addition, large pharmaceutical companies have
postponed or canceled their projects due to the challenging
economic situation. NEVEON also reported a decline in sales

Saori Dubourg: There is no doubt that the challenges facing
companies have increased significantly in recent years. Thereis also increasing societal pressure for change and a growing
need for transformation in response to increased energy costs,
inflation, climate crisis and weak demand. This obviously puts
many companies under pressure and creates uncertainty inthe economy and society. When crises come up, the first stepis to accept that they are part of life. At Greiner, our values are
our most important compass. Also, in times of difficulty, ourGreiner values give us guidance to find the right solutions. We
stand for openness, appreciation, reliability and excellence. For“As difficult as the past
year was for all divisions,
it has also shown that
our Group’s size makes us
more resilient overall andprovides security.”

after demand for foam-sector products fell to a record low,
especially in private consumption. NEVEON also underwent
a strategic change. At the end of the year, we sold the finished-product automotive business Perfoam to the Trèves
Group, a more strategically appropriate owner. As difficult
as the past year was for all divisions, it also showed that ourGroup’s size and diversity makes us more resilient overall
and provides security.

With all these challenges and upheavals, what
were the key successes of the past financial year?

us, openness means that we listen when customers are looking
for solutions, that we listen when employees have good ideas,
and it means that we are open to change when necessary.

Manfred Stanek
Chief Operating Officer of Greiner AG

Hannes Moser: The biggest highlight was that our newly
developed Group strategy put Greiner on the right track for the
future. This is the first time that we have developed an overarching, holistic strategy that brings the divisional strategies
together and sets the course for the coming years across theGroup. We also strategically realigned Greiner Innoventures,
our start-up hub and corporate business angel. Going forward,
it will focus even more strongly on circular business models

Saori Dubourg
Chief Executive Officer of Greiner AG

Courage and optimism are needed in times of change. The

and the associated issues facing our divisions and customers.

courage to come up with innovative ideas and approaches andLast but certainly not least, Beatrix Praeceptor’s appointment

optimism that we are stronger and more resilient than we think.

as the new CEO of Greiner Packaging means that we are now

Because the surest way to predict the future is to be the one

even better prepared for future challenges.

Hannes Moser
Chief Financial Officer of Greiner AG

who shapes it, and that’s exactly what we do every day.

In addition to creating uncertainty, how did thesecrises affect sales revenue and profits in the pastfinancial year?
Hannes Moser: We fell short of our own expectations for
economic performance in 2023. We had realistic goals, but themarket did not move in the direction that we expected. Our
sales revenue ended up falling 9.1 percent year-on-year. The
fall is attributable to many external factors such as declining
demand, inflation and high interest, and energy costs. Goingforward, we will have to work even harder to improve our
economic performance. We see 2023 as a year of upheaval inwhich we have learned a lot – Despite the difficult economic
situation, we continued to invest and remained committed toour sustainability strategy.

Let's take a look at the individual business units.
How did each of the three divisions perform in thepast financial year?

“In terms of themany new regulatory
challenges, we are now
benefiting from thefact that we raised oursustainability standards
years ago.”

What course does the new Group strategy set?
And what measures have already been taken?
Manfred Stanek: The four pillars of the Group strategy areglobalization, diversification, innovation, and sustainability.
This is the first time that sustainability has been strategicallyenshrined at the highest corporate level. To enable the strong,sustainable strategic and financial development of our Group,in the strategy process we simulated business activities up to2028 and defined specific growth targets for financial performance, circularity, people, and globalization. We have alreadyintroduced a synergy management system to support thisobjective. Synergies are more important than ever – especiallygiven today’s enormous cost pressures. In the “people” seg-

Manfred Stanek: It was a challenging year, with declining
sales in all three divisions. Our packaging business proved

Hannes Moser
Chief Financial Officer of Greiner AG

ment, we have intensified cross-divisional collaboration andadvanced “ONE!”, the Group-wide transformation program toextremely resilient, with the product mix shifting to products

harmonize, standardize, and digitalize our core processes. We

that are more affordable for consumers on supermarket

also want to further expand our global reach, focusing on the

shelves. For Greiner Bio-One, the year remained difficult. Sales

North American market.

of virus stabilization tubes slumped after the pandemic, while

018 — 019

Annual and Sustainability Report 2023 / Greiner AG

Our company / Interview with the Executive Board

the willingness of a wide range of stakeholders to cooperate.
At Greiner, we are open to rethinking processes together
with our customers and partners. Companies must also leavefamiliar paths in order to remain viable as employers in the

Finally, a question for all three Executive Board
members: What do you think will be particularly
important in the future? Please provide one sentence each.

Hannes Moser: Our employees will be crucial because they are
our most important success factor; nothing is possible withoutthem.
Manfred Stanek: Our cohesiveness as a Group is crucial – andfuture. Talented people want to know what a company stands
for, and whether they can be proud to work there. They want

Saori Dubourg: Our values are our stance, our employees are

our new Group strategy has put us on the right course as far as

to know whether they work for a company that has a hand in

our strength – a positive future will emerge if we create lastingthat is concerned.

shaping the future rather than just managing. And they want avalue for future generations now.

workplace where human appreciation goes hand in hand with amodern performance culture that is open to disruptive ideas.

There are a lot of things happening politicallythat affect Greiner as well. Regulatory requirements are tightening. How are you handling thisand what does it mean for Greiner?
Hannes Moser: A look at all the new regulatory requirements
will quickly reveal that regulators are focusing more on companies’ non-financial performance. We welcome this change.
Whether it’s the EU Taxonomy, the Corporate Sustainability
Reporting Directive (CSRD), or other due diligence obligations,
we are benefiting from the fact that Greiner raised its own
sustainability standards years ago. The new regulations may
be keeping us busy, but we are on the right track and fully
meet the reporting requirements. We also worked hard on
developments last year such as the Packaging and Packaging
Waste Regulation (PPWR) and the UN plastics agreement. Thisis another area where we expect policymakers to introduce
additional requirements that will not only challenge us but also
Manfred Stanek
Chief Operating Officer of Greiner AG

Companies remain under enormous pressure totransform. Linear business models are at a crossroads with corporate employers under pressure tochange. How can this be done?
Saori Dubourg: This transformation is about a structural evolution, not just efficiency improvements that allow the strategic
and sustainable generation of value added. Greiner has also
repeatedly reinvented itself in its long company history. We
firmly believe that a sustainable transformation process is necessary for our company to thrive in our industry. To achievethis, we need to combine social and environmental responsibility with economic success at the same level of responsibility.
To us, sustainability is not just lip service: It defines the way inwhich we take responsibility on the path to business success.

create a level playing field in the future.

“Talented people want toknow what a company stands
for, and whether they canbe proud to work there. They
want to know whether theywork for a company that has
a hand in shaping the future
rather than just managing.”

Transformation processes are still full of obstacles. In Europe
especially, we have to find an even smarter balance – one consisting not just of regulations, but also of inspiration to create

Saori Dubourg
Chief Executive Officer of Greiner AG

more positive incentives for sustainable business practices.
The success of the circular economy also depends heavily on

020 — 021

Annual and Sustainability Report 2023 / Greiner AG

Our company / Letter from the Supervisory Board

Paving the way forsustainable success

Last year, the Supervisory Board closely supported the
Executive Board in many decisions. Some of these werecrucial decisions to keep Greiner on track for long-term
success.
2023 entailed considerable upheaval for Greiner.

international experience, strong focus on innovation

This included management changes at Greiner AG,

and sustainability, and forward-looking approach.

Greiner Bio-One and Greiner Packaging, the new

Above all, however, Saori Dubourg won us over onGroup strategy and the sale of the OEM automotive

a human level with her charisma and personality,business of the NEVEON foam division, which waswhich align with the values of the company and theheld in the Perfoam Group. The Supervisory Board

family of owners.

fulfilled its obligations by getting involved in all ofthese decisions and supporting the Executive Board

There were personnel changes on the Supervisory

in an advisory and supervisory capacity.

Board, too: In the summer of 2023, long-term Chair
Erich Gebhardt took his well-deserved retirement.

One of the Supervisory Board’s central tasks is

Erich Gebhardt played a key role in shaping theto continually evaluate whether the company isSupervisory Board of Greiner AG for over 22 years,

implementing the strategy with the right man-most recently as chair (since 2015). We are deeply

agement team. We highlighted a need for action

grateful to him for his many years of dedicated ser-regarding the 2028 Group strategy. For this reason,

vice. Margret Suckale was newly appointed to thewe reached an amicable agreement with CEO

Board. Her experience includes supervisory board

Axel Kühner at the end of September 2023 thatmandates at far larger companies. She is a highly

he would step down as CEO at the end of 2023.

regarded manager who will support Greiner with her

Greiner has undergone an extraordinary successfulinternational industry expertise and vision.

development process in recent years. Axel Kühner
made a major contribution to this development andAfter an extremely economically challenging year,

professionally managed the company for 15 years.

the momentum provided by the staffing changes

In his time at Greiner, sales revenue doubled andand the clarity of the new Group strategy havethe company experienced the most economicallyfilled us with confidence. This strategy is built on

successful years in its history. On behalf of the Su-

bolstering profitability and so is the basis of further

pervisory Board and the owner family, Axel Kühner

growth.

deserves our tremendous thanks and recognition
for this. The new 2023–2028 Group strategy meant

On behalf of the Supervisory Board, I would likethat the time was right for a change in leadership.

to express my sincere gratitude to all of our employees and the Executive Board team for their

Photo of the Supervisory Board (from top left to bottom right): Dominik Greiner (Chair of the Supervisory Board), Dr. Andreas Ludwig (Deputy Chair of theSupervisory Board), Dr. Regine Hagen-Eck (member of the Supervisory Board), Dr. Nico Hansen (member of the Supervisory Board), Jakob A. Mosser (member of
the Supervisory Board), Christoph Greiner (member of the Supervisory Board), Gerald Schinagl (member of the Supervisory Board), Margret Suckale (member of
the Supervisory Board) and Mario Nussbaumer (employee representative), Georg Kofler (employee representative), Markus Rohrauer (employee representative)
and Ernst Zimmermann (employee representative)

022 — 023

Saori Dubourg is an excellent manager and strong

outstanding commitment. Our motivated employees

personality for the CEO role at Greiner. She will leadand team spirit are proof of Greiner’s strength, par-Greiner into a new era with her broad and deep

ticularly in tumultuous times.

Dominik Greiner Chair of the Greiner AG Supervisory Board

Annual and Sustainability Report 2023 / Greiner AG

Our company / Statement by the Family Council

Stability and foresight are essential in times of global upheaval. Those are the values
we embody as a family and as owners. Our company has weathered numerous crises
and, when needed, even reinvented itself in the course of its 155-year history. It started out in 1868 as a manufacturer of bottle stoppers. Today, Greiner is a leading global
player in plastics and foams. Thatʼs why we see change and upheaval as something
positive. Something that offers new opportunities. And something that has to be actively promoted from time to time.
We also believe that the change in management at the end of 2023 is a great opportunity for a breath of fresh air and sustainable growth. Moreover, the new Group strategy developed in the previous year provides a stable foundation for all the changes that
Greiner still has to weather.
One thing will definitely not change: Greiner is and will remain a family-owned company. As owners, we want to continue to shape the values guiding the Greiner Groupeven if we are not involved in the company’s operations. Our actions are based onfour key values: openness, appreciation, reliability, and striving for excellence. These
values reinforce the Group’s common identity. Our aim is to pass on these same basic
values to the up-and-coming sixth generation.
Our governance is unique among family-owned companies of this size. We know ofmany companies with significantly smaller family structures that do not function as
well. It is precisely this governance that is one of the biggest secrets of Greiner’s
success. Also, we think in generations, not in quarters or years.
The family’s planning horizon extends far beyond the end of the current strategy
period. We are focusing on 2050. This is around the time when the family sharehold-For sustainablesuccess – up to
2050 and beyond

ersʼ council is in the hands of the sixth generation.
We can already see that the sixth generation has even higher sustainability expectations. That’s why we welcome the fact that sustainability has been defined as a
strategic pillar of the new Group strategy. After all, sustainable – and, in our case,primarily circular – business models offer great opportunities for the future.
The circular economy, in other words, is an inevitability. That’s something that we
believe strongly as a family. We will not budge – even if we have to face growing
headwinds. We also owe it to our future generations to drive our transformation intoa circular company. Nothing beats sustainability.
We are proud of Greiner’s long success story, which we intend to continue in the

Family Council:(from top left to right)
Dominik Greiner
Barbara Mechtler-Habig
Peter Greiner
Christoph Greiner (sitting)future. And we are certainly aware that this success story was primarily made possible
by our employees. That is why we want to extend our heartfelt gratitude to them fortheir hard work, especially amid all the current upheaval.

Many things may have changed in theprevious year, but one thing has not:Greiner is a family-owned company.
Our paramount goal is to set the rightcourse for future generations.
024 — 025

0025 — 0025

Dominik Greiner

Barbara Mechtler-Habig

Peter Greiner

Christoph Greiner

Annual and Sustainability Report 2023 / Greiner AG

Our Company / Greiner at a Glance

Greiner at a glance
Portfolio

Overview of key figures

Three successful divisions

Greiner is one of the world’s leading suppliers of plastic andfoam solutions. The company is based in Kremsmünster(Austria). Our three operating divisions (Greiner Packaging,
NEVEON and Greiner Bio-One) produce and market innovative

Sales revenue, consolidated

Greiner Packaging

NEVEONis a leading expert in foam solutions for polyurethane flexible

2022

2023

manufactures innovative and sustainable plastic packaging for

2,331

2,119

customers around the world. The division’s solutions protect

and composite foams for a wide range of applications. The

a wide range of products in the food and non-food sectors –division has operations in 55 locations spread over 14 countries
and brings together all of the company’s foam competencies in

Cash flow

194

119

from yogurt to detergent. Greiner Packaging has two business

169

138

its two business units: Living & Care (mattresses, padded furni-

the packaging, furniture, and sports industries, as well as theInvestments

units – Packaging and Assistec. The Packaging business unit
produces cup packaging and packaging solutions, whileture, and medical applications), Mobility (aviation, railway, andmedical technology and life science sectors.

Employees

11,626

10,544

Assistec manufactures custom-made technical plastic parts

maritime) & Specialties (boiler insulation, acoustic solutions,

Sales revenue per employee

0.20

0.20

and complete plastic assemblies. The division has a presence

filter foams, sport applications, specialized packaging, andin 30 locations across 22 countries.

special applications).

solutions for a wide range of industries and sectors under theumbrella of Greiner AG. The majority of our customers are in

We are an unlisted stock corporation and have been family
owned for five generations. With a unique corporate culture
based on trust, responsibility, and mutual respect, Greiner
today offers secure jobs to more than 10,500 people in over
30 countries.
Greiner Innoventures, Greiner’s start-up hub, has been part of
the Group since 2021. As a corporate business angel, Greiner

ACTUAL figures in millions of euros/headcount (not including leased
personnel), joint ventures pro rata, calculation as of December 31, 2023
does not include employees of the sold Greiner Perfoam business units,
sales revenue consolidated including Greiner Perfoam.

Greiner Bio-One
develops and manufactures high-quality products for medical
and laboratory applications. It focuses on single-use plastic
products for in-vitro diagnostics, biotechnology, and the diag-

Sales revenue by region

Innoventures works with founding teams in the development

nostic and pharmaceutical industries. The company serves asa technology partner for hospitals, laboratories, universities,
research institutions, and players in the diagnostic, pharma-

75.8% Europeof ideas and technologies, with a focus on circular economy

ceutical, and biotech fields. Greiner Bio-One consists of three

12.0% North America

start-ups.

business units – Preanalytics, BioScience, and Mediscan – and7.8% Asia

has 29 locations in 22 countries.

3.1% South America
1.4% Rest of the world

Key figures – divisions
Greiner Packaging

NEVEON

Greiner Bio-One

Greiner Group
total

845

641

637

2,119

Employees

4,892

2,800

2,659

10,544

Locations

30

55

29

118

Sales revenue in millions of euros

EuropeGreiner
A long-standing family businessand a global player with clear
sustainability goals:
greiner.com

026 — 027

1,606.3(−9%)

North America

253.6(-15.3%)

Asia

164.7

(-4.6%)South America

65.6(+8.9%)

Rest of the world

29.1(-15.5%)ACTUAL 2023 figures in millions of euros/headcount (not including leased personnel), joint ventures
pro rata, calculation as of December 31, 2023 does not include employees of the sold Greiner Perfoam
business units, though sales revenue consolidated including Greiner Perfoam, including Greiner AG andGreiner Innoventures GmbH sites.

Share of sales revenue in 2023 in percent (rounded), ACTUAL
figures in 2023 in million euros and year-over-year change,
joint ventures pro rata, including Greiner Perfoam.
Annual and Sustainability Report 2023 / Greiner AG

Our Company / Greiner at a Glance

Serving customers
at 118 locations
aroundthe globe

2,119
millionin sales revenue [in euros]

Production and sales locations

028 — 029

33

incountries

10,544
employees [headcount]

Annual and Sustainability Report 2023 / Greiner AGOurperformance
We have had a turbulent economic year.
But we are optimistic about the future. We face major
challenges that we are tackling boldly, flexibly, andvigorously. After all, changes – whether they are due toexternal or internal factors – is always an opportunity.
It is up to all of us to continue our transformation andstrengthen our position as a global player. We have no
doubt: Nothing beats being determined and willing toembrace change.

030 — 031

Subcontents

032
034
038
040
046
052

Highlights 2023
Development of the Group
Development of the divisions— Greiner Packaging— NEVEON— Greiner Bio-One

Annual and Sustainability Report 2023 / Greiner AG

Our Performance / Highlights 2023

Highlights 23

OctoberStart of the implementation of the new
People & Culture strategy

AprilTechnical breakthroughin mattress recycling

May

Greiner uses internally processed r-PET flakes
from Greiner Recycling in its own products

July

Science-Based Targets Initiative confirms
Greiner’s climate targets

FebruaryFirst internal Future
Skills Summit with
“Learning” as its motto

DecemberStart of the pilot phase of the
ONE! digital transformation
programJanuary

June

Greiner SuccessFactors, the Group-wide
digital HR portal, goes live

Greiner Bio-One
subsidiary Mediscan
breaks ground on newsterilization facility

AugustNovemberStart of a Group-wide
working group on
artificial intelligence

Presentation of the GreinerGroup’s first group strategy

September

EcoVadis awards Gold status
to the Greiner Group for its
sustainability efforts

March

Greiner Climate Ambassadors
sustainability challenge in Vienna

Greiner
A long-standing family businessand a global player with clear
sustainability goals:
greiner.com

032 — 033

2023 was a year of strategic decisions. We made groundbreaking
decisions, laid foundations, and initiated concrete changes toactively shape our future. After all, nothing beats change andlooking to the future.
Annual and Sustainability Report 2023 / Greiner AG

Our Performance / Development of the Group

Developmentof the GroupThe year 2023 proved to be challenging for us andthe economy as a whole. After reaching 2,331 million
euros in sales revenue last year, we are looking
at total revenue of 2,119 million euros in 2023.
This corresponds to a decrease of 9.1 percent
compared to 2022.

euros or 7.25 percent of sales revenue. Our 2023 investments
focused on the modernization and expansion of machinery andequipment (58.3 million euros) as well as digitalization (4.2
million euros). The largest amount was invested in Europe (80.1
percent), followed by the USA (8 percent), Asia (7.9 percent),
South America (3.6 percent), and Africa (0.4 percent).

“Investing in new technologies
and products is a top priority
for us at Greiner, evenin economically challenging times.
In 2023, our investments
totaled approximately
138 million euros, 6.5 percent
of our sales revenue.”

138

million euros in total investment
6.5% of total sales revenue

Panzer took over from Manfred Stanek as divisional head of

Our financial
performance in 2023

division. NEVEON also underwent a strategic change. At the

Declining sales revenue in all divisions

Perfoam greater development potential. NEVEON is now fo-

Hannes Moser
CFO of Greiner AG

Greiner Bio-One on February 1, 2024. Greiner Innoventures, theindependent innovation hub, also welcomed a new managing
director, Roland Riepl, in June 2023.

end of 2023, the OEM automotive business Perfoam was soldto the Trèves Group, a more strategically appropriate owner

It was also decided in June 2023 to make changes to thewith extensive experience in the automotive sector that offers

Supervisory Board. After Erich Gebhardt resigned for age
reasons, family member Dominik Greiner assumed the position

The difficult global economic situation presented our three

cused on its vertically integrated core foam business in Living

Paving the way forward

divisions with the same set of challenges: High costs, rising& Care, Mobility, and a broad range of specialty foam applica-

We are constantly faced with new challenges because oura regular member of the Supervisory Board, succeeded him asinterest rates, changing demand, and volatile raw material andtions. In the Living & Care unit, NEVEON continued to struggle

environment and the external factors affecting us are in a

Deputy Chair of the Supervisory Board. Margret Suckale wasenergy prices made 2023 a thoroughly challenging year. Ourwith volatile demand in the mattress and furniture industry.

state of constant flux. We have chosen not to be paralyzed by

newly appointed to the Supervisory Board.

results were down year on year, and our sales revenue fell by

Aviation achieved a satisfactory result in 2023.

the uncertainty of these times but to look to the future. 2023

of Chair of the Supervisory Board. Andreas Ludwig, previously

opportunity, and we respond to current circumstances. We

Greiner Bio-One also recorded a decline in sales revenue in thedecisions, laid the foundation for future growth, and initiatedSustainability is an integral partof the new Greiner Group strategy

may not be able to influence external circumstances, but we2023 financial year and fell short of expectations. Sales rev-

concrete changes to actively shape our future.

For the first time in the company’s history, a global, overarch-

can mitigate some of the external developments by improving

enue decreased from 693 million euros in 2022 to 637 million

efficiency, restructuring, and cutting costs.

euros in 2023. This corresponds to a decrease of 8.1 percent.
As expected, demand for VACUETTE® virus stabilization tubes

Changes at the top of the company
Major decisions were made regarding both the strategic andGroup for the 2023 to 2028 period. It will support us in the

Greiner Packaging achieved sales revenue of 845 million euros(VST) continued to decline due to the end of the COVID-19

operational management of the Group in 2023. At the start ofGreiner Group in making even better use of the synergies inin 2023, a drop of seven percent compared to 2022 (909 mil-pandemic. Preanalytics thus fell short of the previous year’s

the year, Manfred Stanek joined the Executive Board – which

our existing business and in the development of new businesslion euros). Of the three divisions, Greiner Packaging recorded

results but recovered somewhat during the course of the year.

until then had consisted of the two Executive Board members

in adjacent markets and value chain stages. This strategy is

the smallest decline. Greiner Assistec, on the other hand,

Demand also declined in the BioScience business unit, reflect-Axel Kühner and Hannes Moser – as Chief Operating Officer,

based on the decision to continue seeing plastics as the coreexperienced a real slump in demand. It was generally felt thating earlier restocking and reduced research activities.

while CEO Axel Kühner resigned from his position at the end

and industrial base of our business. The strategic developmentof the year after almost 15 years with Greiner and left theguidelines we have been pursuing for more than a decade – tocompany. Saori Dubourg took over as CEO of Greiner AG on

globalize, diversify, and innovate – have been reaffirmed, andwas a year of strategic decisions. We made groundbreaking

9.1 percent overall. However, we see every challenge as anconsumers turned to private label products due to the sharp

ing corporate strategy was developed that, together with theindividual divisional strategies, sets the direction for the entire

price private label products and there was less demand for

Our investment volume

premium products from Greiner Packaging's premium products

The economic situation has us scrutinizing all our investments

March 1, 2024. There were also changes in the management

sustainability has now been added as a fourth long-term de-were less in demand.

even more closely than in the past. But that does not mean thatof the divisions’ operations. Beatrix Praeceptor took over thecision-making criterion at the highest corporate level. For the

we have stopped investing. Innovation and new technology

management of Greiner Packaging in May 2023, while Rainer

first time, the Group strategy also defines strategic priorities

NEVEON achieved sales revenue of 641 million euros inis essential to our business. Our 2023 investment volume

Perneker handed over his position as head of the Greinerthat will be taken into account in all tactical and operational

2023, down 12.5 percent from 2022 (732 million euros). Thiswas 6.5 percent of our sales revenue, or 138 million euros in

Bio-One division to Manfred Stanek, COO of Greiner AG, on

decisions during the strategy period that runs until 2028. Moredemonstrates that these are still challenging times for the foamabsolute terms. In 2022, our investment volume was 169 million

an interim basis in August 2023 and left the company. Ilke

precisely, this means aligning our strategic projects, initiatives,

034 — 035

Annual and Sustainability Report 2023 / Greiner AG

Our Performance / Development of the Group

activities. In concrete terms, this means positioning Greiner

harmonizing, standardizing and digitalizing core processes at

as an attractive employer that people are drawn to. We want

the Greiner Group within the ONE! framework. In the future,to achieve this by operating as a company with a long-term

these processes will be digitally supported in the SAP S/4HANA

strategy and a focus on sustainability, having a unique culture,system. Going forward, all of the Group’s units will use one

offering development opportunities for ambitious people, andcommon system instead of the previous four.

making the workplace attractive for everyone.

HR portal Greiner SuccessFactors
improves employee experience

Important milestones have already been reached this year:
In the set-up phase, the roles necessary for executing the
program were filled and a common understanding of the ONE!

Greiner SuccessFactors 2023, our specific SAP system forvision was developed. The prototype phase involved the

HR issues, was rolled out after extensive preparations anddefinition of the end-to-end business processes that will be

initial steps in the previous year. This digital portal centrally

supported by a Group-wide management and responsibility

combines all the Greiner Group’s personnel-related data

structure. Once the entire process map had been defined,

and processes, which were harmonized in the course of theemployees started using the new SAP S/4HANA system at the

project, and ensures uniform quality standards throughout thestart of the pilot phase. Upon completion of the ONE! program,company. It was rolled out in stages using modules. We started

we will be able to align and leverage our resources for synergy

with the employee portal, where all personal and professional

management more effectively, automate additional processes,

information can be managed confidentially and general details,

and have access to high-quality, real-time data that will allow

such as the organizational chart, can be viewed worldwide.

us to make strategic and operational decisions on the fly.

Next came the Performance & Goal Management module,
appraisal. The Recruiting module, a global job board and an

Artificial intelligence
opens up new possibilities

integrated applicant portal, was introduced in the middle of the

Artificial intelligence (AI) is a disruptive technology that has

year. This was also the go-live date for the Onboarding module,

already significantly affected how we do business and will con-which supports new employees when they join Greiner. The

tinue to do so in the future. At Greiner, we see AI as an oppor-

project will be completed in the middle of 2024 with the rollout

tunity and a tool that, under the right conditions, allows us toof the Compensation & Succession and Learning & Develop-

focus on the essentials and optimize our processes – and thus

ment modules. After less than a year in use, it is clear that the

make our company more efficient. A newly formed working

which is already being used this year for the annual employee

to specifically address financial performance, circularity,

Better synergy management
through structural adjustments

people, and globalization with a focus on North America. In

Our trajectory in the coming years will be guided not only by

HR portal is the key to integrated HR services, greater trans-

group has been anticipating and analyzing technological devel-

addition to organic growth from the strategic alignment of

the strategic pillars defined in the Group strategy but also

parency, efficiency, and an improved employee experience.

opments in artificial intelligence, evaluating the best possible

existing business, we will continue working through 2028 toby our clear commitment to integrated synergy management.

develop new business that advances the Group’s strategic

We believe that synergies across all of our divisions will help uspriorities and creates additional potential synergies.

realize the Group’s full potential, grow together, and improve

Milestones in the ONE! digitaltransformation program

our performance. This is why the company underwent structur-

ONE!, the largest digital transformation program in our compa-

al changes in 2023. In Manfred Stanek’s new Executive Board

ny’s history, was launched in 2022 with the aim of becoming an

department, a dedicated team has started work on synergy

industrial leader in digitalization. We see digital performance as

As part of the Group strategy process, the role of Greinerand performance management and has already started to

the key to business success, so the program focuses on two

Innoventures and the current project and investment portfolio

implement projects such as Group-wide energy purchasing. In

aspects: The first is to identify and develop the skills needed

were reviewed with the aim of realigning the innovation hub’s

addition, a review was conducted to determine which of thefor a successful future within the company. Secondly, we arefocus and strategy. Deliberately separated from traditional R&D

company’s central functions should be managed by the parent

within the company, Greiner Innoventures will continue to op-

company or the operating divisions in the future. Structural

erate independently as a start-up under the new management

realignments in the cross-functional areas of People & Culture,of Roland Riepl to develop compelling designs and innovative

Legal, Tax, and IT have been effected or are underway to makeideas for the challenges of the future. One of the central tasks

the best possible use of the expertise available within the com-of Greiner Innoventures is to take an entrepreneurial approachpany and to realize further synergies.

and departmental strategies at the Group and divisional levels

Greiner Innoventures increases its
focus on the circular economy

to topics and specific business ideas that are not yet part ofdeclared goal is to develop new, essential Greiner portfolio

Start of the implementation of
the new People & Culture strategy

components from investments and company buildings or,

Last year, we developed our first-ever Group-wide People

alternatively, to generate additional business from start-up& Culture (P&C) strategy as an integral part of the Group strat-

investments that are independent of the core business. Unlike

egy and a strategic priority until 2028. It is based on three pil-previous areas of investment – Beyond Plastic, Circularity, Last

lars: an internal focus on the reorganization of the P&C teams

Mile and Digital Care – projects will focus even more on circularin all divisions and at Greiner AG as well as the standardization

business models and related issues facing the divisions andand digitalization of HR processes. The third pillar of the P&C

their customers.

strategy, which actively promotes Greiner’s competitive edge

the core business but could be crucial for future success. Its

use for Greiner, making AI applications useful in the company,
and teaching proper use since last year. The goal is to exhaustthe full potential of existing and anticipated new solutions.

in the labor market, forms the core of P&C’s outward-facing

036 — 037

Annual and Sustainability Report 2023 / Greiner AG

Developmentof the divisions
038 — 039

Subcontents

040
046
052

— Greiner Packaging— NEVEON— Greiner Bio-One

Annual and Sustainability Report 2023 / Greiner AG

Our performance / Divisions / Greiner Packaging

The Packaging business unit → produces packaging forthe food market (milk and dairy products, salads, ready meals,
spreads, pet food), the non-food market (detergent, medical
products, cosmetics) and the reuse and multi-use market (babybottles, drinking bottles, reusable lids). The business unit also

Beatrix Praeceptor
CEO of Greiner Packaging International GmbHprovides barrier solutions that help to extend the shelf life offood and prevent food waste.

The Assistec business unit → produces technicalparts and assemblies made of plastic for various sectors andapplications, ranging from household appliances to the life
sciences, electronics, and automotive industries. The business
unit acts as a long-term partner to its customers and supports
them in achieving the desired product success with precisely
coordinated processes based on its extensive technologicalexpertise and innovative services.

Do theinnovation

Our performance in 2023: Solid
despite difficult market situation
The Europe-wide contraction in consumer spending is being
felt in both business units, although the effects are stronger in

Greiner Packaging boasts more than 60 years ofexperience in developing and manufacturing stable
plastic packaging and technical parts. It uses a hostof production, decoration, and barrier technologies.
The company serves its customers through its twobusiness units – Packaging and Assistec. The business
unit focuses on sustainability as part of its productdevelopment process. Greiner Packaging supplies
customers around the world with innovative andsustainable packaging solutions and plastic products
through its highly motivated global teams.
040 — 041

Assistec. Contrary to the Packaging unit whose products are in
demand in the fast-moving consumer goods industry, Assistec
currently sees less demand from customers because household appliances and many other products were purchased
during the pandemic, meaning that full inventories continue

Headquarters

Sattledt,
Austria

to reduce. Greiner Packaging also saw the trend shift towards
more private-label products on account of inflation, with lower
customer demand for premium products.

Sales revenue(change compared to the previous year)

In addition to lower demand, changes in raw material prices

Employees

4,892

also had an impact. Low pellet prices have a direct impact on

Locations30

Countries

22

sales prices through indexation. Prices in some product groups(such as cardboard-based products) have fallen but are still
nowhere near 2021 levels. Considerable increases in energy
and labor costs were already offset by price adjustments in
2022, ensuring good profitability in the past financial year. The
division is nevertheless confident that the market situation will
improve.

Core technologies→ Injection molding→ Injection stretch blow molding→ Extrusion

845 mn euros( − 7.0%)→ Extrusion blow molding→ Deep drawing→ Assembling

Annual and Sustainability Report 2023 / Greiner AG

Our performance / Divisions / Greiner Packaging

Change in leadership

Diepoldsau developed packaging that uses less plastic while

Use of r-PET flakes from Greiner Recycling

By processing and using our own recycled material, we are

A new strategic course was set when Beatrix Praeceptor took

maintaining the same level of product protection. What was

When Greiner Packaging acquired Greiner Recycling d.o.o. in

sending out another clear signal for a circular economy asrecycling keeps the material in the loop and avoids waste. In

over the division’s management in May 2023. She used theoriginally an economic motivation to develop a new productSerbia in September 2022, it set itself the goal of maximizing

first few months at the company primarily to get an idea ofhas created extensive environmental benefits.

the use of recycled materials in the production of its products.

addition to the numerous commercial benefits, the in-house

Greiner Recycling’s r-PET flakes are used successfully at

supply of recycled materials is an integral part of the business

K3® packaging consists of two components: a plastic cup and a
cardboard wrapping. The cardboard wrapping gives the plastic

the site in Slušovice, Czech Republic, and the Wartberg sitemodel for the future.

was her initial summary. She continued: “For me personally, it iscup stability so that the cup can be designed with particularly

integration.

especially important to develop an understanding for suppliers

thin walls. Using less plastic to produce a K3® also significantly

and customers so that we can jointly build a foundation for

reduces the carbon emissions caused by making the cups.

sustainable business.”

Cardboard-plastic combinations are also ideal for recycling. It

r-PET trays: Material from yellow recycling
bags is turned into beverage trays

For example, the cardboard wrapping can be made from up to
100 percent recycled material. But the plastic cup can also be

Greiner Packaging and its partners take a further step towards

made using recycled material – up to 100 percent r-PET.

the organization and its objectives. “I have been particularly
impressed by the fact that everyone at Greiner Packaging is
deeply determined to shape a sustainable future for packaging,”

in Austria now also benefits from this step towards verticalis also possible to use recycled material to produce the cups.

a circular economy. Moving forward, Rauch brand beverages
will also be presented in supermarkets in trays made from70 percent PCR (post-consumer recycled) r-PET material.

Berglandmilch, Austria’s largest dairy, is the first company
in Austria to use the self-separating K3® r100 cup. Greiner
Packaging received the WorldStar Award for this productA project has demonstrated that r-PET flakes can be produced

innovation: The World Packaging Organisation prize has beenfrom post-consumer material by careful pre- and post-sorting,awarded since 1970 and is one of the most important in thefollowed by shredding and washing. These flakes are thenpackaging sector. To be eligible, the packaging must have al-

extruded into PET film (70 percent recycled material), which

ready received a regional or national packaging award. Greiner

is subsequently thermoformed into r-PET trays by the Greiner

Packaging was awarded the Green Packaging Star Award in theAssistec business unit. The recycled trays are in no way inferior“environmentally friendly product” category.

in quality to beverage trays made from virgin material.
In the past, the separation of cardboard-plastic combinations

K3® celebrates its 40th anniversary, K3® r100
is successfully launched on the market

for optimal recycling was heavily dependent on the personalcommitment of the consumer. With the K3® r100, the two ma-

To celebrate the 40th anniversary of the K3® cardboard-plastic

terials separate on their own – right on the way to the recycling

Innovation projects
and product innovations

combination, Greiner Packaging launched its own anniversary

plant. That means the cardboard and plastic can be assigned

campaign at the start of 2023. The product was developed at
the beginning of the 1980s when the plastics industry was into the correct material streams during the first sorting process.
However, the K3® r100 retains the simple tear-off solution soa very difficult situation due to the oil crisis, which promptedthat consumers can continue to separate the packaging into its

Connected packaging app builds customer
loyaltya steep rise in oil prices. For this reason, the Swiss site inconstituent parts themselves.

At the Interpack trade fair, the connected packaging app waspresented – a customizable entertaining platform that also performs educational tasks. Using a QR code, it can be integrated
into all standard packaging decorations, from print, in-mold labeling and sleeves to cardboard-plastic combinations. The app

The r-PET flakes are an integral part of the businessmodel for the future and are already being used atseveral locations.

is designed to help build customer loyalty but also to educate
consumers about the sorting and recycling of items such as
cardboard-plastic combinations.
In terms of digital customer experience, Greiner Packaging is

The anniversary
campaign at
greiner-gpi.com

Greiner Packaging is one of 160 companies to be a member

also working on improving its packaging by adding a digitalof the HolyGrail 2.0 digital watermarks initiative. Driven bycomponent. The app is primarily aimed at the handling of reus-

AIM – European Brands Association, powered by the Alliance toable products.

End Plastic Waste. The aim of the joint project is to prove that
digital watermarking technologies can be used for accurate

The connected packaging app bridges the gap between thelarge-scale sorting of post-consumer packaging waste.

physical and digital worlds, creating a direct connection be-

042 — 043

tween the brand and the consumer.

The project is divided into three phases. The first phase in-

HolyGrail 2.0 enters the next roundThe second phase involved semi-industrial sampling and test-

volved developing a prototype watermark recognition system.

Invisible to the human eye yet containing a great deal ofing, which led to highly promising results. In the third phase of

information, digital watermarks will play an essential role

the initiative, Greiner Packaging is cooperating with ALDI SÜD

in the packaging market and in Europe’s sorting facilities inand ALDI Nord, among others. The goal is to demonstrate thethe years to come,especially when it comes to recyclability.

potential of digital watermarks under real market conditions.
Annual and Sustainability Report 2023 / Greiner AG

Our performance / Divisions / Greiner Packaging

Commercial products are being tested in three test markets:

The drinking cups are relatively clean so they can be efficiently

looking at the current year with a certain degree of caution

footprint (by reducing the volume of virgin materials or the use

Denmark, Germany, and France. The marked products areprocessed for recycling. In addition, the uniform material flow

given the current global economic and political situation.

of paper). Thus contributing to Group's Science Based Targets.

placed in warehouses around selected sorting equipment

achieved by collecting the disposable cups is ideal for recy-

and then measurements are conducted to see how many ofcling because there is no need for any time-consuming sortingAs regards sustainability, we want make the product portfolio

It will be crucial to maintain a balance between performance,

the items can be detected and correctly sorted using digitalprocesses. The disposal boxes were used for the first time atreusable and recyclable, using sustainable materials (with agrowth, and sustainability.

watermarks.

the Karpaty Festival in Slavičín, Czech republic. Three of four

focus on recycled materials). Our aim is to minimize the CO2

cups that were handed out were disposed of in the boxes proIf the HolyGrail 2.0 initiative succeeds in proving the feasibility

vided and are now ready for recycling.

of digital watermarking for accurate sorting, it will be a gamechanger for the global packaging value chain.

The sealing lid – an evergreen
experiences a revival
Plastic sealing lids have been an integral part of the Greiner
Packaging product portfolio for more than 20 years. Plastic lids
are not only resealable but – as part of mono-material packaging – perfectly recyclable, and the lid also eliminates the needfor an aluminum plate.
For a long time, heat contact processes – thermal sealing –were the main method used. However, since many customers
require high sealing speeds, ultrasonic sealing was identified
as an equivalent alternative and its feasibility was proven with
development partners. While thermal sealing has a relatively
long cycle time, the ultrasonic version can reduce sealing
times by a factor of six to seven – while maintaining maximum
precision. As a result, this type of seal is particularly suitable forvery high-volume applications.
Sealing lids are available in different formats, from 75 mm to
127 mm in diameter, from square to oval. The lid solution iscompatible with different cup decorations: printed, sleeve, K3®,
and IML cups can be combined with a sealing lid.

Closed loop for disposable
drinking cups at festivals
The Greiner Packaging Slušovice, Czech republic, site haslaunched a pilot project aiming to keep disposable cups in aclosed loop at festivals. Specially developed return containers
are set up at festivals. Their sole purpose is to dispose of the“As a global company inthe packaging industry, we
have the power to actively
shape the future – by treating
our employees with respect,
operating sustainably, andmaking an ambitious
contribution to climate
protection.”
Beatrix Praeceptor
CEO Greiner Packaging

Greiner reusable drinking cups
Quality, variety, and individuality
The reusable cups not only enhance the design of the events

There are three PP (polypropylene) cup sizes to choose from.

where they are used but also contribute to their sustainabili-

These materials are known for their durability and sustainability

ty. They are also dishwasher safe, which makes them easy toand ensure that the event remains environmentally friendly.

clean and ensures that they last a long time.
Available in 250 ml, 300 ml, 500 ml.
The product is offered in a variety of designs and sizes thatare perfect for high-energy rock concerts, thrilling festivals,

Digital cup: Customers who need more than just a normal cup

exciting sports games, and much more. The cup designs fit

can check logistics and wash cycles using the integrated RFID

seamlessly into the theme of each event and enhance thechip or an individual QR code.

overall ambiance. Special brands or logos can be custom
printed onto the cups – or applied using a high-quality in-moldlabeling design.

Outlook 2024: United throughturbulent times

disposable drinking cups; other waste does not belong in them.

Greiner Packaging has developed “WE r2028” as a strategic

This is made clear by the messages on the disposal box itself,

manifesto for future excellence that is rooted in a strong

but the cup chute also makes it clear that only drinking cups

team. We aim to achieve the highest standards in a circularshould be thrown in. The cup chutes also allow cups to beeconomy, corporate culture, product innovation, and businessstacked in the disposal box to save space, which ensures thatdevelopment. Building on a strong foundation of team spirit,

as many cups as possible can be returned.

the strategy sets out the most important guidelines for the next

Product advantages:

five years in order to execute the plans and make a significant
contribution to the company-wide vision and mission.

• Re-use instead of single-use• Optimized stacking

We expect the market environment to remain volatile in 2024,• Customized design

with costs rising and demand falling. Given the likelihood of• BPA freefurther high wage settlements and persistently high energy• Food and dishwasher safe

costs at the most important production sites, the division will

• Made using a single material

have to implement further price increases in 2024. Although• Shatterproof

many interesting new projects are being worked on, we are

044 — 045

Annual and Sustainability Report 2023 / Greiner AG

The Futureof FoamOur performance / Divisions / NEVEON

In the Mobility market segment → NEVEON is a reliable
partner for comfort and technical foams for passenger transportation. NEVEON markets its products through three productlines: .automotive (e.g. lightweight foam absorbers, seat cushions and headlining), .aviation (e.g. seat cushions, seat covers

Jürgen Kleinrath
CEO of NEVEON Holding GmbHand special products) and .railway (e.g. seat cushions and seatcovers).

For the Specialties market segment → NEVEON produces foams and hybrid materials for a wide range of productand industrial applications. NEVEON markets its products
through seven product lines: .insulation (e.g. hot water, boilers

NEVEON is a leading integrated provider of polyurethane
soft and composite foams. Its core business is the
production of around 300 standard and specialty foams
and using them to create semi-finished or finishedproducts. NEVEON’s foam solutions provide comfort,
safety, and improved energy efficiency. NEVEON
operates at 55 sites in 14 countries and serves threestrategic market segments – Living & Care, Mobility,
and Specialties – through two business units(Living & Care and Mobility & Specialties).

and heat pumps), .acoustics (e.g. industrial acoustics, room
acoustics and impact sound insulation), .construction (e.g.
impact sound and vibration insulation and structural protectionmats), .filtration & .sealing (e.g. filter foams for liquids andgases and as carrier materials, industrial seals), .consumables (e.g. discs and rollers for surface treatment, apparel andfootwear, household and natural sponges), .packaging (e.g.
reusable and disposable packaging, case solutions) and .sports(e.g. sports flooring, safety solutions and wearables).

For the Living & Care market segment → NEVEON
produces and processes comfort foams for optimal sleeping
and living comfort. NEVEON markets its products throughtwo product lines: .bedding (e.g. mattresses, toppers, pillows,
healthcare applications) and .upholstery (e.g. furniture upholstery and custom cuts). In the .bedding line, NEVEON focuses
on foam finishing, such as ready-to-use POS mattresses orbed-in-box products, in line with its strategic orientation.

Our performance in 2023:
Successful despite difficult
market situation
A very difficult market situation and the resulting decline indemand for foam volumes coupled with relatively high raw
material costs, strained supply chains, rising interest rates, andgalloping inflation presented NEVEON with major economic

Headquarters

Vienna,Austria

Sales revenue 1(change compared to the previous year)
Employees 2641 mn euros( - 12.5%)
2,800

challenges in 2023. The divisional company generated sales ofSites 155

641 million euros in the 2023 financial year. This corresponds

Countries 1

14

to a decrease of 12.5 percent compared to the previous year.
In the 2023 financial year, Living & Care faced a significant
drop in consumer spending on bedding and, in particular,
upholstered furniture due to high inflation. As a result, thebusiness unit experienced an all-time decline in volumes. Living& Care anticipates that the market in Europe will see relatively

Core technologies→ Block, molded, and composite foam production→ Assembly (including gluing,laminating, impregnating,flocking, and thermoforming)→ Converting (i.e. cutting,reticulation, shaping,milling, rotary andflatbed cutting)weak market growth in the years ahead as well. Despite thesechallenging market conditions, it was still possible to gain afoothold in new markets.

046 — 047

0047 — 0047

1 Including Greiner Perfoam GmbH 2 Not including Greiner Perfoam
business units sold on December 28, 2023.

Annual and Sustainability Report 2023 / Greiner AG

Our performance / Divisions / NEVEON

Projects

NEVEON Strategy

produced on an industrial scale, around 100 of these mattress-

The NEVEON Executive Committee and market segment man-es have already been delivered to BASF’s Hotel René Bohn in

the French Trèves Group. This measure was a structural

agers developed the NEVEON Strategy between December

Ludwigshafen, Germany.

adjustment to the company’s strategic focus and represents

2022 and March 2023. The strategy 2028 aims to transform

The key issue for the Mobility & Specialties business unit
was the sale of the OEM automotive business, Perfoam, to

NEVEON into an integrated foam company with a strong focus

New CFO for NEVEON

business. OEM stands for original equipment manufacturer.

Development and roll-out of the NEVEON
Purpose and the NEVEON Strategy 2028

on the business-to-business core business over the next five

Wolfgang Lang, NEVEON Director Controlling, BI & FinanceHowever, NEVEON will continue to be a strong partner for the

In 2023, NEVEON defined its purpose as “Rethinking

years. As a performance-oriented company, it concentrates

Transformation until the end of June 2023, took over the

automotive industry – for example, in rolled goods. The latter

Foam. Making Life Better,” which outlines the company’s

on attractive areas in which the division is strong in order toposition of Chief Financial Officer (CFO) from Manuela Fürst

was relatively stable in 2023, albeit with a slight decline infundamental direction and purpose. It provides guidancecover a large proportion of the value added there. The focus

on July 1, 2023. Wolfgang Lang is a finance executive withvolume. There were encouraging developments in the aviation

along economic, environmental, and social dimensions. As

is on Europe, where the company’s goal is to achieve a lead-many years of experience. In his role, he was already directly

sector. While it was still challenging for production to keep

different as NEVEON’s products and their applications may

ership position in the operating market segments. Its primary

involved in the financial agendas and was therefore able toup with rising market demand in 2022, the division was ablebe, they all have one thing in common: They offer added

objectives are to achieve profitable value creation and healthy

seamlessly take over the CFO position from Manuela Fürst.

to meet customer needs and further stabilize the segment invalue, improve the energy footprint in many contexts, andgrowth.

2023. NEVEON was able to generate profits again, particularly

make life safer and more comfortable (Making Life Better).

at the .aviation site in Dallas, USA. In addition, a significant part

NEVEON thinks outside the box and is never satisfied with

Sale of the OEM automotive businessof the production relocation from Nýrsko, Czechia, to Valašské

the status quo. Curious and inquisitive, the division is shap-

Last year, NEVEON sold its OEM automotive business,Meziříči, Czechia, was successfully completed by the end ofing progress by actively trying new things and going the

Perfoam, to the French Trèves Group. The signing took place

2023. It was a very strong first half of 2023 for boiler insulation

extra mile (Rethinking Foam).

in August 2023, while the closing was at the end of 2023. The

NEVEONʼs complete exit from the direct OEM automotivein the Specialties market segment. However, the months ofspun-off division comprises Greiner Perfoam GmbH in Enns

uncertainty regarding funding policy in the amendment to theand Linz, Austria, Greiner Perfoam s.r.o. at the Tabor andGerman Building Energy Act (GEG) led to a drastic slump in the

Valašské Meziříči sites in Czechia, Greiner Perfoam Automotive

German market starting in late June. The division saw weakComponents, S. de R.L. de C.V. in Mexico, and the two joint

market demand for technical foams in the 2023 financial year.

ventures Shenyang Greiner Automotive Components Co, Ltd.

On a positive note, however, NEVEON received a solid number

and Tianjin Greiner Automotive Components in China. All 583

of orders in construction for its rubber and cork materials.

employees at these locations (266 in Austria, with in 113 in Linz
and 153 in Enns) were taken over by the new owner with all
rights and obligations.

Breakthrough in mattress recycling
BASF and NEVEON started collaborating in 2021 to close theloop in the life cycle of mattresses. A technical milestone
was reached in 2023: Using a newly developed recycling
process, BASF succeeded for the first time in producing tonsof repolyol obtained entirely from used mattresses. NEVEON
succeeded in using these polyols to produce high-quality foam
blocks with a recycled content of 80 percent in the polyol
component and producing high-quality mattresses from them.
NEVEON combined this repolyol foam without adhesives with
REDcert2-certified foam to create what is probably the world’s
most sustainable PU mattress. Even though they cannot yet be

NEVEON has definedits corporate purpose:“Rethinking Foam.
Making Life Better”.

048 — 049

Annual and Sustainability Report 2023 / Greiner AG

Our performance / Divisions / NEVEON

Outlook for 2024:
Implementation of the strategy
In the current financial year of 2024, NEVEON will focus on
implementing its strategy. Its number one goal remains totake forward-looking measures to mitigate flagging markets
and ensure that it is prepared for future challenges. NEVEON
is focusing on healthy growth in line with the new strategy. In“Our number one goal
is to grow healthily
and profitably because
this is the only way wewill be able to realize ourlong-term vision, create
added value, andultimately have apositive impact on
the world.”

A key focus is to manage the cost structure well and adapt it

When it comes to sustainability, a sustainable product design,

to market conditions, given the expected weak market demand

the promotion of circular business models, the reduction of

in 2024. In this context, NEVEON will continue to push ahead

emissions, and a healthy corporate culture are also part of thewith the ongoing fixed-cost reduction program and focus on

corporate standard and a key component of the corporate

implementing various measures from the transformation pro-strategy for 2028. Various sustainability initiatives have beengram that was adopted as part of the strategy. For example, alaunched to make good progress in this area as well, with inno-

focus is being placed on improving data quality and measuresvation focused on the circular economy.

are being launched to improve the market position in the areaof foam end processing (POS-ready mattress). In addition,
work processes are to be simplified, distances shortened andefficiency potential increased.

2024, greater attention will be paid to cash management andkeeping working capital at an ambitiously low level so that
NEVEON can respond appropriately to the current high-­interest
environment.

Jürgen Kleinrath
CEO of NEVEON

Probably the world’s mostsustainable PU mattress:
repolyol and mass balance
NEVEON has successfully produced foam witha higher recycled content than ever achieved
before in the polyol component (80 percent)and turned this into high-quality mattresses.

Product advantages:• Repolyol foam
80 percent recycled content in thepolyol component. This is atechnical breakthrough.
• Mass balance foam
REDcert2 certified foam, which
replaces a high share of fossil raw
materials with sustainable, certified
raw materials.
• Designed for recycling
Adhesive-free zipper design connects
different mattress foams. It does notcontain any foreign material and iseasy to take apart. Both of thesequalities make it easier to recycle.

050 — 051

Annual and Sustainability Report 2023 / Greiner AG

Our performance / Divisions / Greiner Bio-One

Preanalytics → develops and manufactures systems fortaking blood and urine samples from people and animals. It also
provides digital systems for pre-analytics. Indwelling venous

Ilke Panzer
CEO of Greiner Bio-One International GmbHsafety cannulas round out the portfolio. The innovative productsolutions from Preanalytics significantly improve the efficiency
and safety of daily routine tasks in a hospital, laboratory, or
clinical setting.

Mediscan → is one of Europe’s leading suppliers and service
providers in the sterilization of medical products, disinfecting
food packaging, and the use of ionizing radiation to improve
the functionality of plastics and semiconductors.

BioScience → is a strong technology partner for universities, research institutions, and players in the diagnostic,
pharmaceutical, and biotech fields. The business unit focuses
on developing and producing laboratory equipment, such as
containers for cultivating and analyzing cell cultures, as well as
microplates used for high throughput screening in biochemical,
genetic, and pharmacological tests.

Making adifference
Greiner Bio-One is a global player in high-quality plastic
products for in-vitro diagnostics, biotechnology and the
diagnostic and pharmaceutical industries. Its extensive
portfolio is sold in more than 100 countries worldwide.
Greiner Bio-One uses cutting edge technologies as
the basis for excellence in fundamental research,
pharmaceutical drug discovery, pre-analytics, anddiagnostics. The company has three business units:
Preanalytics, BioScience, and Mediscan.
052 — 053

Our performance in 2023:
Challenging market
situation affects results
Last year, Greiner Bio-One 637 million euros in sales revenue,a decline of 8.1 percent.
As the COVID-19 pandemic subsided and disrupted supply
chains were restored, customers across the industry built up

Headquarters

Kremsmünster,Austria

Sales revenue(change compared to the previous year)

637 mn euros( - 8.1%)

Employees

2,659

demand. The business unit is also challenged by high inflation

Locations29

and interest rates, which have significantly driven up produc-

Countries

22

massive inventories, which in turn led to a decline in current

tion costs at its main facilities.
Incoming orders in Preanalytics declined slightly but remained
at a high level. In the BioScience unit, Greiner Bio-One continued to feel the effects of the cost-cutting measures taken by
many research institutes: projects were postponed and fewer

Core technologies→ Highly automated assembly→ Injection molding→ Extrusion→ Surface coating→ Sterilization:e-beam technology,
gamma ray technology,
X-ray technology→ Software development

consumables were needed.

0053 — 0053

Annual and Sustainability Report 2023 / Greiner AG

Our performance / Divisions / Greiner Bio-One

Greiner Bio-One celebrates
its 60th anniversary

New warehouses and office buildingsfor Greiner Bio-One UK

In 1963, the Greiner Bio-One division (then Greiner Laboratory

A new warehouse and office building was built at the sales

Technology) was established to manufacture the first Petri dishbranch in the UK in 2023. The new building, located just 800

made of plastic. The company permanently shaped progress inmeters away from the previous site, has an area of 53,500

medicine with products such as the first evacuated blood col-square meters and boasts twice as much storage space aslection system made of plastic or the first 1536 well microplate

the old location. These new warehouse facilities and improvedin the world. Since its earliest days, the company has been in-incoming and outgoing goods processes ensure better logistics

strumental in the development of consumables in the medical,

management. In moving to the new building, Greiner Bio-One

diagnostics, and life sciences industries. With this innovativeis laying the foundations for further growth. The new site has

spirit, Greiner Bio-One is greatly supporting the successful

been fully operational since the start of 2024.

work and reliable results of its customers. The company continues to aim to make a difference to human health.
The development of
the first plastic Petri
dish in 1963 marked
the beginning of
the division.

Milestones

New VACUETTE® CAT serum fast
separator tube

Mediscan: Europe’s largest
sterilization plant by mid-2024

the speed of a plasma tube with the quality of serum in terms

Greiner Bio-One’s production volumes and demand for ster-of the red blood cells remaining after centrifugation. The

ilization service providers have increased since the last siteturn-around time (TAT; time between blood collection andexpansion in 2015. This is why an additional plant for sterilizing

obtaining the results) is significantly shortened by the new

medical products and food packaging and refining plastics

tube. Thanks to the short clotting time of just five minutes andand semiconductors is being built adjacent to the existing

the subsequent five-minute centrifugation, analysis can begin

plant in Kremsmünster. The plant technology meets the latest

after ten short minutes and treatment started more quickly.

standards, has been technologically enhanced compared to

The inside of the shatterproof tube is coated with a mixture of

the predecessor model and once again combines two different

blood-clotting activator and thrombin. After centrifugation, thetreatment technologies in a single plant that is scheduled to

added gel forms a stable barrier between the serum and the

go into operation in mid-2024. Its future capacity will make itsolid components. The thrombin in the additive accelerates theEurope’s largest sterilization facility.

clotting process.

The new VACUETTE® CAT serum fast separator tube combines

The time between blood collection andobtaining the results is significantly
shortened by the new VACUETTE® CAT
serum fast separator tube.

Management change atGreiner Bio-One International
In the summer of 2023, a decision was made to place thedivision’s management in new hands. Manfred Stanek, COO
of Greiner AG, also temporarily assumed the role of CEO of
Greiner Bio-One from the previous division manager, Rainer
Perneker.

Europe’s largest
sterilization facility will
open in mid-2024.

Ilke Panzer took over as the new division manager on February 1,
2024. She was born in Germany and has spent most of her
career in the USA. Most recently, she worked as a freelance
consultant in healthcare innovation. Having gained leadershipexperience at Assurance Laboratories LLC, BloodCenter Wisconsin, and Johnson & Johnson, she can contribute extensive
knowledge from the healthcare and pharmaceutical industries.
She began her career at General Electric, where her roles
included General Manager of the Global Ultrasound business.
Panzer studied engineering, computer and systems engineering at the University of Connecticut, USA, and at the National
Technological University in Fort Collins, Colorado. She has
been a member of the Supervisory Board of the German pharmaceutical and laboratory supplier Sartorius AG since 2017.

054 — 055

Annual and Sustainability Report 2023 / Greiner AG

Our performance / Divisions / Greiner Bio-One

ThinCERT® 96 well HTS insert(pore sizes of 3 µm and 8 µm)
The tried and proven ThinCert® cell culture inserts are successfully used worldwide for demanding cell and tissue culture

Outlook for 2024:
Profitable growth

applications. The current portfolio consists of individual mem-

Greiner Bio-One will continue to focus on profitable growthbrane-based cell culture inserts for 6, 12, or 24 well plates.

in the current year in order to be able to finance important

The new 96 well HTS variant allows for automation, increases

projects and investments. In the Preanalytics and BioSciencethroughput and thus saves time and costs compared to thebusiness units, Greiner Bio-One is building on its core products

single-insert solutions.

to further strengthen its position in the market. In addition toits home markets in Europe, the company sees great potential

The new ThinCert HTS insert product variants with pore sizesof 3 µm or 8 µm are particularly suitable for migration andfor further expansion of its global market share, particularly

invasion studies, which play a decisive role in physiological andnotwithstanding, we will complete the ongoing infrastructure

pathological processes such as the migration of immune cells,

investments in Brazil and Austria (Kremsmünster) as well as

wound healing processes, or the metastasis of tumor tissue.

the capacity expansions in individual product groups in both®

in Asia and the USA. The current challenging market situation

business units (TC tubes, roller bottles, HTS plates, and bloodtubes). These measures will help to support the expected
upturn in 2024.
Greiner Bio-One will continue to focus on equipping the company and its employees for the demands of the future and thus
The Greiner Bio-One ThinCert 96 well meansthat 96 tests can be carried out simultaneously.
®

The ThinCert® 96 well
HTS insert comprises
a membrane, receiverand cover plate. The
membrane allows forcell cultivation and theexchange of nutrients
to facilitate optimalcell growth.

for sustainable growth in 2024. In this context, Greiner Bio-One
also established a Sustainability Council to implement theGroup-wide topics and meet related customer needs, improve
product sustainability and reduce Scope 3 emissions.

“We want tocontribute toremarkable successes
in medicine andmake a real difference
for users
and patients.”

ThinCert® 96 well
HTS insert (3 m and 8 m)
High throughput made easy

Membrane performance: The porous membrane provides

Membrane-based cell culture inserts enable in vitro testing of

stable chemotactic gradients for successful motility studies.

specific tissue models and are used in basic research and drug

Optimal cell growth: The HTS membrane insert made of poly-

discovery as an alternative to animal testing. Our latest variant

carbonate is the ideal substrate for cell growth.

of the ThinCert® 96 well HTS inserts with a pore size of 3 and8 µm open the door to automation and enable efficient scalingof high-throughput cell motility studies.
The reduced use of cells, media and reagents achieved throughIlke Panzer
CEO of Greiner Bio-One

Product advantages:

miniaturization reduce the overall costs of assays compared toindividual insert solutions.

• Ideal for migration andGood microscopy for live cell monitoring: The special pore con-• 96 well system for

figuration guarantees high membrane transparency, meaning

high-throughput

invasion assaysthat living cells can be investigated at microscopic level.

applications• High level of transparency• Precise fit of membraneand receiver plate056 — 057

Annual and Sustainability Report 2023 / Greiner AGOursustainability
As a company in the plastics and foam sector, we realizethat sustainability must be the guiding principle of ourbusiness. To turn these words into action, we take our
responsibilities seriously and are already addressing
the challenges of the future. Our Blue Plan sustainability
strategy is the framework for this. Our objective is toclearly show where our sustainability efforts stand atpresent and where there is still room for improvement.
We will do our utmost to achieve our ambitious goals.
After all, one thing is clear: Nothing beats sustainability.

058 — 059

Subcontents

060
092
148
198

Sustainability management
Environment
SocialGovernance

Annual and Sustainability Report 2023 / Greiner AG

Subcontents

Sustainability
management060 — 061

062
072
074
076
078
079
080
085
090

Sustainability management structure
Greiner value chain
Stakeholders
Memberships & initiatives
UN Global Compact
Sustainable Development Goals (SDGs)
Material topics
Sustainability strategy
Sustainability performance

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Sustainability management structure

Sustainabilitymanagement
structure

Systematic sustainability management that is key figure driven
and given sufficient resources is essential for updating existingprocesses so that they comply with legal or market-specific

Entrenching sustainability
in the organization

ESG requirements and for creating a basis for strategic decision-making. Ultimately, these processes will ensure the

The The Chief Executive Officer (CEO) of Greiner AG hassustainability of the business model in the long term. We haveultimate official responsibility for sustainability. However, thean extensive sustainability management system that encom-

cross-sectional topic also affects the Chief Financial Officer's

passes all areas of the company. It aims to incorporate sustain-(CFO) and the Executive Board Member's (COO) areas ofability not only as an integral part of the company’s structures

responsibility. Consequently, the entire Executive Board isand processes but particularly in the thoughts and actions ofresponsible for sustainability matters and for setting strategicinternal and external stakeholders.

priorities and making all key ESG decisions. Depending on
the requirements and urgency, relevant matters and related

Key elements of our sustainability governance include thepotential risks and opportunities are analyzed at the Executive

various management and decision-making bodies that jointly

Board level and further steps are established. This means thatdrive the sustainability agendas based on internal and externalsustainability aspects are managed in a target-oriented mannerrequirements, ongoing activities, and the corresponding man-and taken into account in forward-looking decisions.

agement indicators. They do this on the basis of the Blue Plan(see pages 85–87) sustainability strategy and the overarching

The Executive Board reports to the Supervisory Board at least

corporate strategy that firmly enshrines sustainability as one

four times a year to inform it of the most important currentof four pillars (innovation, globalization, diversification, anddevelopments. The Supervisory Board oversees all significant

sustainability). Sustainability was incorporated in 2023 whenstrategic projects. In addition to monitoring and governancethe corporate strategy was revised and now reflects the grow-functions, it serves in an advisory capacity and takes on a

ing importance of this topic for both the environment and the

portion of the company’s responsibility. The Audit Committee,

company’s long-term success.

which consists of members of the Supervisory Board, also
deals with the annual and consolidated financial statements,

As part of the four-pillar corporate strategy, we also defined

the implementation of risk management, the internal audit

three key priorities for the 2023–2028 period: financial perfor-

reports, and the IT audit, among other things. Furthermore, amance, people, and circular economy. Aside from the strategic

decision was made in the 2023 reporting year that the Audit

pillars, these priorities form substantive and temporal frame-Committee will also handle the ESG risks and the annual andwork for giving projects a focus and making decisions.

sustainability report starting in the coming financial year.
The Personnel Committee, which deals with Executive Board

For example, circular economy can be promoted in a variety ofcontracts and Executive Board remuneration, was establishedways and thus contributes to several strategic pillars. At thein 2012 in addition to the Supervisory Board and Audit Commit-

same time, this ensures that there is a clear designation of thetee. The Personnel Committee is made up of four shareholder

issues that must be promptly addressed and that the various

representatives of the Supervisory Board (see Greiner AG

agendas and topics can be prioritized accordingly across theSupervisory Board table, page 65).

company. Based on this focus and, more importantly, for theselected priorities, we then develop and establish goals so that

This embedding of sustainability in the corporate governancewe can actually measure the various activities and efforts.

structure ensures that sustainability-related issues are considered when developing corporate strategies and during financial

As a global company in the plastics and foam sector,
we operate in an industry that is confronted with many
challenges due to its environmental impact and is viewed
critically by the public. We are aware of our responsibility
and face up to the tasks that we face in the ESG (Environ­m­ental, Social and Governance) context. Nothing beats
ambition: We will tap new market potential using key
figure-based and targeted sustainability management
and collaboration with stakeholders.
062 — 063

Our sustainability governance is structured in a way thatplanning, along with related annual budgeting and investment

integrates the various leadership and management levels, spe-decisions.

cialist departments and geographical regions. This allows foran understanding of the various needs and requirements andprovides access to a broad range of expertise. We consider
this to be crucial for the successful implementation and management of the sustainability strategy and all related agendas,
risks, and opportunities.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Sustainability management structure

Composition of the Executive Board, Supervisory
Board and relevant committees
Greiner AG Executive Board

064 — 065

Supervisory Board of Greiner AG

Name

Year of birth

Initialappointment

Term ofofficeFunction in the Executive
Board

Saori Dubourg

1971

March 1, 2024

February 28,
2027

Chief Executive Officer
of Greiner AG (CEO)Axel Kühner

1970

April 1, 2009

December 31,
2023

Chief Executive Officer
of Greiner AG (CEO)Hannes Moser

1968

August 1, 2011

December 31,
2026

Chief Financial Officer
of Greiner AG (CFO)

Manfred Stanek

1969

January 1, 2023

December 31,
2025

Chief Operating Officer
of Greiner AG (COO)

Name

Year of birth

Initialappointment

Term ofofficeSupervisory Board functions in other committees

Dominik Greiner

1981

June 22, 2020

AnnualGeneralMeeting 2025

Supervisory Board (Chair)
Audit Committee
Personnel Committee

Dr. Andreas Ludwig

1959

June 22, 2015

AnnualGeneralMeeting 2025

Supervisory Board (Deputy)
Audit Committee
Personnel Committee

Christoph Greiner

1969

June 22, 2015

AnnualGeneralMeeting 2025

Supervisory Board
Chair of the Audit
Committee
Personnel Committee

Dr. Nico Hansen

1968

June 22, 2020

AnnualGeneralMeeting 2025

Supervisory Board

Margret Suckale, MBA1956

September 26,
2023

AnnualGeneralMeeting 2025

Supervisory Board
Personnel Committee

Dr. Regine Hagen-Eck

1962

December 13,
2016

AnnualGeneralMeeting 2025

Supervisory Board

Jakob A. Mosser

1961

June 22, 2020

AnnualGeneralMeeting 2025

Supervisory Board

Gerald Schinagl

1963

June 25, 2012

AnnualGeneralMeeting 2025

Supervisory Board
Audit Committee

Markus Rohrauer

1984

2017

–

Supervisory Board(Employee Representatives
at Greiner AG),
Audit Committee

Georg Kofler

1970

2015

–

Supervisory Board(Employee Representatives
at Greiner Bio-One
International GmbH)

Ernst Zimmermann

1987

2016

–

Supervisory Board(Employee Representatives
at Greiner Packaging
International GmbH)

Florian Huemer

1984

2021

March 5, 2024

Supervisory Board(Employee Representatives
at NEVEON Holding GmbH),
Audit Committee

Mario Nussbaumer

1975

2024

–

Supervisory Board(Employee Representatives
at NEVEON Holding GmbH),
Audit Committee

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Sustainability management structure

Independence and nomination
process of board members

member. Key criteria for being selected for the Supervisory

Structure of the Sustainability Department

respective area managers bear responsibility and drive

Board are the sought-after professional expertise and the nec-

Established in 2017, the Greiner AG Sustainability Department

developments in accordance with the objectives. The Co-

Dominik Greiner has been Chair of the Supervisory Board sinceessary experience. The Greiner AG Supervisory Board boasts a

coordinates all Group-wide sustainability efforts and the asso-

Heads of Sustainability report to the Vice President People

June 2023. He is a member of the family that owns Greiner

very broad spectrum of expertise. The members of the Super-

ciated internal and external communication and representation.

& Sustainability, who in turn reports directly to the Greiner

AG and was not a member of the Executive Board or a senior

visory Board have professional profiles and international expe-

This department at Group headquarters also steers the collec-

Group CEO. This structure and clearly defined management

employee of the company or a subsidiary in the five years priorrience that complement each other. All members are under thetion of key figures, ESG risk management, materiality analysis,

reporting processes ensure that the Executive Board is wellto his appointment to the Supervisory Board. Margret Suckale

age of 75. This age was defined as the maximum limit for serv-

sustainability reporting, and the implementation and adjust-informed at all times and can ensure, in coordination with thehas been on the Supervisory Board and Personnel Committee

ing on the Supervisory Board of Greiner AG. The Supervisory

ment of the sustainability strategy. As part of the sustainability

divisions and relevant specialist departments, that the adopt-of Greiner AG since June 2023. She succeeded Erich Gebhardt,

Board is composed of Austrian and German citizens. There are

strategy, it is important to set appropriate targets and adjust

ed measures are implemented and the Group-wide targets

who stepped down from the Supervisory Board due to his age.

currently two women on the Supervisory Board of Greiner AG

existing ones – in line with internal and external requirements

achieved.

The Supervisory Board is made up of four employee represen-(this corresponds to 25 percent of shareholder representatives– and continuously monitor and communicate the degree totatives and eight shareholder representatives.

and 17 percent of Supervisory Board members).

which targets have been achieved. The collection of key fig-

Divisional-level sustainability coordinators are designated toures is particularly important here because the data collectedmaintain close contact with the divisional heads, the specialist

The Supervisory Board is appointed by the shareholders at

The Supervisory Board of Greiner AG is, by its own assess-through the Greiner Group is crucial for evaluating ongoingdepartments and the Group-wide Sustainability Department.

the Annual General Meeting for a selected period. The owners

ment, diverse and competent. This is illustrated by the compe-

activities and identifying appropriate measures where neces-

The task of the coordinators is to break down the Group-wide

tence matrix below:

sary. It is virtually impossible to manage sustainability agendas

sustainability targets at a divisional level. At the site level, they

without the right data landscape and robust data quality.

work with the managing directors and the local departments

manage the selection process for a new Supervisory Boardand experts to develop operational targets and measures that
Since November 2022, the leadership of the Sustainability De-

are intended to help achieve the Group and divisional targets.

l
ag
hin
Sc
ld
r
ra
se
Ge
os
k
.M
Ec
bA
nko
ge
Ja
Ha
A
ine
MB
eg
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.R
ka
Dr
uc
tS
re
rg
en
Ma
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Ha
ico
er
.N
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Dr
Gr
ph
ig
to
dw
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er

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Dr

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partment has been shared by two Co-Heads of Sustainability

einGr

who, thanks to their education and training and their many

For strategically important topics such as the circular economy,

years of professional experience in sustainability management

we have specialist departments that build up specific expertiseand reporting, boast a high level of professional expertise andand know-how and make it available to the entire Group. Thesesuitability for this management task. They act as an interface

specialist departments work closely with the divisional heads

between the decision-makers in the Group’s divisions, units,

who are responsible for the strategic orientation and manage-

and companies. With regard to the specialist areas, thement of the respective efforts and report directly to the entire
Greiner AG Executive Board.

Corporate governance and strategy development
Customer-specific perspectives
Technology and product development
International markets
Greiner AG Supervisory Board
Finance
Corporate and capital market law

Greiner AG Executive Board

Human resources
Vice President People & Sustainability Greiner AG

Employee-specific perspectives
Digitalization
Competence matrix
for the Supervisory
Board of Greiner AG

Greiner AG sustainability department

Sustainability and regulatory requirements
International experience and background

The members of the Greiner Group’s Executive Board are

The Supervisory Board has adopted the guidelines for inde-

recruited by the Supervisory Board.

pendence in accordance with Annex 1 of the Austrian Code ofCorporate Governance. All members of the Supervisory Board
have thus declared that they are independent of the company
and its Executive Board.

066 — 067

Our sustainability
governancestructure

CEO of Greiner Packaging
Sustainability Coordinator

CEO of NEVEON
Sustainability Coordinator

CEO of Greiner Bio-One
Sustainability Coordinator

Specialist departments

Specialist departments

Specialist departments

Sites

Sites

Sites

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Sustainability management structure

Skills portfolio of the
management bodies

Sustainability working committees
and decision-making bodies

In the 2023 reporting year, sustainability activities focused on

The Sustainability Council is the chief information and deci-(see page 80), the gradual expansion and improvement ofsion-making body for managing ESG-related impacts, risks,

data management and sustainability reporting, among otherand opportunities. It meets quarterly under the CEO’s leader-things. This was done in light of the fact that Greiner will fall

It takes a management team with diverse skills and expertise

ship. The meetings are attended by the divisional heads, theunder the scope of the Corporate Sustainability Reporting

to successfully manage and drive sustainability in the plastics

sustainability coordinators, the spokespeople of the working

Directive (CSRD) from 2025 onwards and will therefore have toand foam sector in an international environment. This is es-

groups (Environment & Resources; Supply Chain; Products;

prepare reports in accordance with the European Sustainability

pecially true for the Executive Board, whose members should

Diversity, Equity & Inclusion), and the heads and members

Reporting Standards (ESRS). The CEO was briefed on all de-cover as broad a spectrum of skills and abilities as possible.

of the Sustainability Department. Depending on the agenda,

velopments, including at meetings of the Sustainability Council,

They need to understand the interactions and interdependen-

subject-matter experts can also be called in as needed. The

and was involved in all key decisions. For example, the CEO

cies in connection with material sustainability topics such as

Sustainability Council provides cross-functional and cross-­

was involved in the materiality analysis process and ultimately

decarbonization, the circular economy, health & safety anddivisional information and coordination on the various aspects

reviewed and approved the organization’s material topics.

sustainability in supply chains. The members of Greiner AG’sof sustainability. It ensures that the decisions made at theThat means the Sustainability Council is also responsible for

Executive Board are qualified to manage these impacts andmeetings are implemented in business processes across thereviewing and approving the sustainability report. This is where

thus advance the company’s sustainable alignment by virtue ofGroup and in the upstream and downstream areas of our value

current developments, changes and other reporting topics are

their educational and professional backgrounds, their previous

chain. The Board defines our strategic framework and Group-

presented and discussed and then appropriate decisions madeexperience in the corporate environment and their careers towide goals based on the sustainability strategy and ensures

if necessary.

date at Greiner. The Board members’ active involvement in thethe redesign and implementation of the materiality analysis

various activities and topics leads to a continuous expansionthat processes and structures are put in place to provide a
firm foundation for sustainability initiatives around the world.

In preparation for further regulations, the sustainability com-of knowledge and expertise, particularly in sustainability. This

Women made up around 50 percent of the Sustainability

mittees addressed the requirements of the EU Taxonomy

is done partly through the strategy and the objectives andCouncil in 2023.

Regulation and, with regard to the Corporate Sustainability

measures embedded in it, and partly through the ongoing col-Due Diligence Directive (CS3D), the complex issue of ensur-

lection of key figures and reporting. The Executive Board of the

In addition to the Sustainability Council, there are fouring due diligence in supply chains. Other priorities were theGreiner Group is also deeply involved in various committees

cross-divisional working groups dedicated to Environment

continued implementation of the sustainability strategy andand initiatives and attends numerous professional events that

& Resources, Supply Chain, Products, and Diversity, Equity

the associated targets as well as the implementation of theinvariably address sustainability issues. We should emphasize& Inclusion. Experts from Greiner AG as well as sustainability

science-based targets (SBTs) adopted in spring 2023. There

that the CEO of the Greiner Group, Axel Kühner, has long beencoordinators and specialists from the divisions work in thesewere also in-depth discussions in the various committees

particularly active in initiatives and efforts related to plastics

These efforts are assisted by Executive Board member

groups to continue developing the sustainability agendas in theabout the changing market requirements, which are reflected

and the circular economy. He has actively promoted the topic

Manfred Stanek (COO), who can contribute his experience

individual areas. They develop cross-divisional measures thatin customers’ growing interest in product sustainability and thethrough his network. Thanks to the numerous ways in whichin synergy and efficiency. The decarbonization and circular

are implemented by sustainability coordinators in the divisions

Group’s sustainability performance.

the members of the Executive Board are involved and partici-

economy activities in product sustainability are based on theand at the sites. In addition, the working groups develop rec-pate in various sustainability committees within the company,

extensive experience, commitment, and comprehensive market

ommendations which the working group spokesperson or otherthey are very familiar with current developments and theknowledge held not only by the CEO but also by the COO, whoparticipants submit to the Sustainability Council for a decision.

impacts on and by Greiner and are thus able to expand theirheaded the Greiner Packaging division until May 2023 and has

expertise step by step.

gained deep insights into the industry and market requirements
over the years.

CEO Axel Kühner was responsible for the direction and further

Greiner AG sustainability department

068 — 069

The Executive Board members’ sustainability work focuses onsustainability strategy in the 2023 reporting year. This is done

corporate culture and human resources management in addi-

in close collaboration with the entire Executive Board andtion to environmental issues. Diversity and people development

in coordination with the Supervisory Board and the various

are key areas of responsibility for the CEO and are driven in

specialist departments and management levels. The circularcollaboration with the members of the Executive Board based

economy is at the forefront of business considerations foron their expertise. Health & safety is one of the COO’s main

the plastics and foam processing business model. Developing

domains. In his role, he and his team were dedicated to thedevelopment and implementation of Group-wide health

Sustainability Council

Working groups

Sustainability teams

and driving circular business models is critical to successfully→ CEO of Greiner AG→ Environment & Resources& safety policies. He also makes decisions regarding respon-→ Greiner AG sustainability
department→ Supply Chain→ Operating sustainability
teams in Greiner divisions

leading the company into a sustainable future. Pushing ahead
with Group-wide decarbonization measures is another import-

sible sourcing and brings relevant knowledge in sustainable

ant point in this context. The transition to alternative energy

supply chain management to the table.

→ Senior management
representatives fromall divisions→ Diversity, Equity & Inclusion→ Representatives fromworking groups
Our sustainability
bodiesdevelopment of the Group-wide corporate strategy and the→ Products

supply systems is an important factor that has primarily been
supported in recent years by Axel Kühner’s previous experiencein the automotive industry and the implementation of energy
optimization programs.

→ Sustainability coordinators→ Subject matter experts

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Sustainability management structure

Chief Financial Officer (CFO) Hannes Moser is responsible forAGʼs Executive Board members are in close contact and closethe development of sustainability reporting and the implemen-coordination with the Sustainability Committees as well as

tation of the relevant regulations in his capacity as CFO andmanagers and experts from a wide range of areas. The result

based on his previous knowledge and experience. In view ofis a transfer of knowledge within the company and a learning

the increasing integration of sustainability management and fi-

process across hierarchical levels and specialist areas that en-nance, he is in charge of sustainable finance and was therefore

ables us to meet current and future challenges. Saori Dubourg

also responsible for the sustainable ESG promissory note loan

took over from Axel Kühner as CEO in March 2024.

that was signed in 2022.
The Executive Board of Greiner AG is, by its own assessment,
The sustainable development of an international group of com-diverse and competent. This is illustrated by the competence

panies is a complex management task that requires not only

matrix below:

experience and qualifications but also lifelong learning. Greiner

d
fre
)
1,
r3

be

International markets
Finance
Corporate and capital market law
Human resources
Employee-specific perspectives
Digitalization
Competence matrix
for Greiner AG
Executive Board
members

070 — 071

Sustainability and regulatory requirements
International experience and background

)
23
20

)
24
20

Technology and product development

OO
(C

)

1,

Customer-specific perspectives

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(C

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rc

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ce
sin

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Corporate governance and strategy development

Pay incentives for management bodies

Greiner does not yet have a uniform Group-wide remuneration

The successful implementation of sustainability agendas canpolicy. The remuneration mechanisms are the responsibility

be effectively incentivized by integrating sustainability factorsof the individual divisions, Greiner AG and, in some cases,

into remuneration mechanisms. We have implemented these

the local organizations. However, the aim is to develop andaspects for the members of the Executive Board and selected

implement a Group-wide remuneration policy in the coming

managers such as the divisional heads. Depending on the man-financial year. Our plan for 2024 is to extend variable remu-

ager’s area of expertise, specific targets and their weighting

neration to a larger number of employees – not only to create

are agreed upon each year on the basis of the sustainability

broad awareness but also to provide incentives for sustainablestrategy. This means that the remuneration of the Executive

development across the Group. We already set the course

Board and other managers is linked not only to financial

for the implementation of sustainability criteria in individu-

performance criteria but also to non-financial sustainability

al performance appraisals during the reporting period. For

criteria (ESG) that promote the achievement of sustainability

example, we developed and analyzed various concepts aimed

targets. The combination of financial targets, such as earnings

at both employees with a variable remuneration component

and profitability targets with non-financial targets is in theand those who have not yet received any performance-related

interest of the owners and serves the sustainable, successful

variable remuneration. With this in mind, we decided in 2023

long-term performance of the Group. The managersʼ individual

to introduce a compulsory collective sustainability target insustainability performance is measured on the basis of annual

occupational health & safety for the entire Greiner Group for

non-financial key figures and activities, which are validated

all employees whose performance is assessed on the basisby external bodies. For example, in the 2023 financial year,of individual targets. We expect that we will be adding otherperformance-based pay components were linked to the follow-

sustainability goals, such as the reduction of greenhouse gas

ing sustainability targets: conducting Group-wide sustain-(GHG) emissions, in the coming years.

ability assessments, implementing sustainable supply chain
management processes, and increasing the share of women in
leadership positions.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Greiner value chain

Greinervalue chain

Greiner Packaging
NEVEON
Greiner Bio-One

Own activities

Raw material extraction,
manufacturing raw materials
and semi-finished products,
logistics & transport

Procurement, R&D, product development,
plastics and foam processing,logistics & transport

time, we acknowledge our responsibility to avoid possible neg-

provide jobs in 33 countries at our more than 118 production

ative effects related to our own activities – including upstream

and sales locations. We pay our employees fair wages and sal-and downstream activities that we can influence through ouraries and contribute to the funding of state, regional, and local

business relationships. There were no material changes in thegovernments by paying taxes and levies. We work closely withindustries in which we operate or in our upstream and down-

local and international business partners along the entire value

stream activities compared to the previous reporting period.

chain, indirectly creating jobs and adding value. At the same

Many stakeholders are involved in manufacturing our
products and there are numerous steps to the process:upstream, in our own operations, and downstream.
Our value chain shows our products’ journey fromstart to end, from extracting and manufacturing raw
materials to research and development, plastics andfoam processing, all the way through to product use anddisposal or, ideally, reuse and recycling. One thing isclear: Nothing beats successful collaboration.

Upstream activities

We create value for our stakeholders. As an employer, we

Downstream activities
Product use, disposal, reuse,
and recycling, logistics & transport

Greiner Packaging is a global company that produces plastic packaging
for the food, non-food, and multi-use
industries. Its best-known products
are yogurt cups and drinking bottles,
but it also produces technical plastic
parts for household appliances andgardening tools. The products inthis portfolio are made using plastic
granules made from polypropylene(PP), polystyrene (PS), polyethylene(PE), or polyethylene terephthalate(PET), for example. Almost all of these
granulates are delivered by truck fromlarge petrochemical companies. The
various types of packaging are mostly
manufactured using thermoforming
or injection-molding processes atover 20 production sites worldwide.
Upstream transportation is similar todownstream transportation, which
also largely takes place by truck. Afterbeing filled at a dairy or elsewhere, thepackaging products are distributed
to end customers by wholesalers andretailers. After the usage phase, thepackaging is either incinerated, sent
to a landfill, or recycled back into the
production cycle. The disposal method
is heavily dependent on the disposal
infrastructure available in the respective market.

NEVEON is an integrated foam groupwhose product range includes mattresses, upholstery, aircraft seats, andfoams used as thermal or acoustic
insulation. The diversity of its offering
is matched only by the wide variety
of materials that go into its products.
Foams are made from polyurethanes(PU). To optimize the properties of
its products for specific applications,
NEVEON also uses a large numberof additives such as vegetable oils,
activators, catalysts, fillers, adhesives,dyes, flame retardants, and antibacterial agents. It also uses steel for springcores, a variety of textiles, nonwoven
fabrics, decorative elements, andother necessary components. All
inbound and outbound deliveries
are handled by rail and road, withoverseas freight handled by container
ships. At the end of their long service
life, the products are usually either
incinerated or sent to a landfill. A
relatively small proportion is recycled.
In general, what happens to NEVEON’s
products at the end of their service life
is heavily dependent on the disposal
infrastructure available in the respective market.

Greiner Bio-One is a global medical
technology company. Its customers
include laboratories, hospitals, medical practices, blood banks, universities,
and companies in the health caresector. Plastic granulates are one of
the key raw materials involved in theinjection-molding or extrusion process
the company uses to manufacture
products like blood tubes, petri dishes,
pipettes, plates, and bottles. They are
made from polyethylene terephthalate(PET), a thermal plastic, and othermaterials, such as polystyrene (PS),and are processed by Greiner Bio-One.
Our manufacturing sites in the USA,
Brazil, Thailand, Austria, Germany, and
Hungary source products from petrochemical companies worldwide. Intercontinental shipments are transported
by container ship. We use trucks totransport materials that are deliveredby road or are purchased within the
EU. Greiner Bio-One uses the same
methods of transport to deliver its
products to customers. Most of Greiner
Bio-One’s products are used in medicine and research and so are legallyrequired to be incinerated after use.

Our value chain

072 — 073

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Stakeholders

Stakeholders and dialogue formats

Stakeholders
We aim to generate positive added value for all our
stakeholders. We respect our stakeholders’ diverse
perspectives, attitudes, and expectations and strive toachieve a fair balance of interests. We hold one thing
to be self-evident: Nothing beats staying in continuous
communication with the various stakeholders. This is why
we provide them with transparent information about
our business and strategic plans on a regular basis. The
choice of topics, the selected dialogue formats, andthe frequency of communication vary depending on thestakeholders.

We revised our materiality analysis in 2023 to obtain an ac-

and refining our sustainability strategy. The following table pro-curate picture of our stakeholders’ requirements and included

vides an overview of the most important stakeholder groups

both internal and external interest groups. The feedback we

identified during the materiality analysis and the formats we

received was an important step in determining the main topics

use to communicate with them.

074 — 075

Stakeholder interests

Dialogue format

Employees

→
→
→
→
→
→
→

Long-term job security
Fair pay and working conditions
Recognition of performance
Equal opportunity
Health & safety
Transparent communication
Education and training opportunities

Our dialogue formats vary depending on the topic. We use
various communication channels such as direct contact,physical/virtual town halls, the intranet, the global employee
magazine, and employee interviews.

Owners→ Long-term, sustainable increase in value→ Corporate values in line with the Greinerfamily values→ Reputation of the Greiner GroupThe Family Council meets at regular intervals and receives updates on business developments and sustainability initiatives.

Customers

→
→
→
→
→

We pursue approaches that differ in their frequency and patterns in our dialogue with customers. Direct points of contact
include our key account managers and our sustainability
coordinators.

Local communities→ Safeguarding jobs
→ Positive contribution to the local
community

We appreciate the cultural differences at each location andtrust our local employees to respond to location-specificneeds. We provide customized contributions and develop
solutions in partnership with the communities.

Suppliers & business
partners

→
→
→
→
→

Long-term business relationship
Equitable collaboration
Stable and reliable business partner
Transparent requirements
Responsible sourcing

We regularly share our expectations and goals with our suppliers and business partners and define common objectives.

Associations & platforms→ In-depth discussions→ Development of joint solutions to existing
challenges

We are active in various industry and sector associations andplatforms in almost all countries. We particularly value platforms that represent stakeholders along our entire value chain
who actively contribute (see Memberships & Initiatives).

Non-governmentalorganizations (NGOs)& science→ Compliance with legal regulations→ Reducing our negative impact on theenvironment→ Preserving an environment worth living in→ In-depth discussions→ Transparent communication

We engage in in-depth discussions and close collaborations
with universities and other scientific research institutions thatdevelop sustainable solutions as part of basic research (seeMemberships & Initiatives).

Politics & regulatory
authorities→ Compliance with legal regulations andstandards→ Safeguarding jobs
→ Payment of taxes and social security
benefits→ Encouraging climate protection and acircular economy

We intensified our discussions with political decision-makers
through direct talks and our involvement in industry associations. It is particularly important for us to be actively involved inthese debates amid evolving legislation on single-use plastic
products.

Media

Editorial team:→ Obtain information that is relevant for the
media’s target groups (readers, viewers,
etc.)→ Receive information ahead of other, competing media→ Prompt responses to inquiries and follow-up questions
Advertising Department:→ Revenue from paid media tie-ins (advertisements, advertorials)

We regularly invite selected representatives to press meetingsand conferences, send out press releases, organize interviews
and press trips, attend relevant trade fairs and events, andpromote informal exchanges with various representatives ofthe media industry.

Reliability
Quality & safety
Good customer relations
Good value
Product sustainability

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Memberships & initiatives

Memberships& initiatives

Dialogue and networking
We are involved in numerous cross-industry associations,

Business Coalition for a Global Plastics Treaty
We have been advocating for a global agreement against plastic waste pollution since 2020. In 2022, we joined the newly

organizations, and initiatives. Our strategically most important

founded Business Coalition For A Global Plastics Treaty, which

memberships in sustainability are the Ellen MacArthur Foun-

was initiated by the Ellen MacArthur Foundation and the WWF.

dation, the Business Coalition for a Global Plastics Treaty, theJoined by more than 150 members along the plastics value

Platform Packaging with a Future, and the Alliance to End

chain, financial institutions, and NGO partners, we are calling

Plastic Waste. Greiner Packaging is part of Forum Rezyklat, a

for an ambitious, global UN agreement.

recycling alliance that develops practical, consumer-oriented
solutions for recyclable packaging. We are also a member ofAlliance to End Plastic Waste

the respACT business platform, the Federation of Austrian

The Alliance to End Plastic Waste is fighting the plastic waste

Industries, and regional networks such as Business Upper

problem with over 90 member companies, supporters, andAustria. Other initiatives and projects that we support include

alliance partners along the entire plastics value chain. The

the UK Plastics Pact, the Circular Plastics Alliance, the LIT

Alliance supports projects such as the installation of garbage

Factory, HolyGrail2.0, PRE Plastics Recyclers Europe, SCS

barriers in rivers in Indonesia to prevent plastic waste from

Styrenics Circular Solutions, PET2PACK, and REC2PACK. Our

entering the sea. We joined the Alliance in 2020.

memberships, partnerships and sponsorships must conform to
our donation and sponsorship policies. No funding is available

Platform Packaging with a Future

for political parties or their activist organizations or for alterna-

Platform Packaging with a Future was launched in 2019 withtive religious movements or institutions.

Greiner as a founding member. The platform is an associationof companies along the value chain that play a key role in the

Common challenge –the circular economy

packaging and recycling industry. All members work together
to analyze existing solutions for challenges in the packaging
sector and translate them into holistic and widely applicable
solutions.

Establishing a circular economy is a complex challenge that
requires numerous stakeholders to collaborate across sectors.
Greiner belongs to organizations that are tackling this challenge and working on solutions for the future.

Ellen MacArthur Foundation& New Plastics Economy
The Ellen MacArthur Foundation aims to establish a circular
economy for plastics where plastic never can become waste
and harm the environment. In addition to our membership, we
have signed the New Plastics Economy Global Commitment, as
have more than 500 other organizations worldwide. It includes
a commitment to eliminate problematic and unnecessary

As we face complex challenges, such as the fight against
the climate crisis and the establishment of a circular
economy, we need to come up with joint solutions thatspan all countries, industries, and stages of the value
chain. This is why we have joined various organizations
and support initiatives in which a wide range ofcompanies, non-governmental organizations, andfinancial institutions are working to make our economy
more sustainable. Because nothing beats working
together as a strong team.
076 — 077

plastic packaging by the end of 2025. By signing the agreement, we have also committed ourselves to driving innovation.
Our goal at Greiner Packaging is to make 100 percent of our
packaging reusable, recyclable, or compostable and use ten
percent recycled plastics. Greiner documents the extent towhich we achieve this goal each year and the Ellen MacArthur
Foundation reviews it in a progress report.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / UN Global Compact

Our sustainability / Sustainability management / Sustainable Development Goals (SDGs)

Our contribution to the
Ten Principles of the
UN Global Compact

Sustainable Development
Goals (SDGs)

As a business partner and employer, we have been contribut-

The 2030 Agenda for Sustainable Development was adopted at

We support the implementation of the SDGs and pursue vari-ing to sustainable development in a variety of ways for morea United Nations (UN) summit in 2015. All 193 member statesous sustainability activities to make a significant contribution tothan 150 years. Our focus is on observing human and labor

Labor

rights as well as protecting the environment and complyingof the United Nations committed to implementing the 2030

achieving the goals. When we conducted the materiality anal-

Agenda with its 17 Sustainable Development Goals (SDGs) at aysis again in 2023, we looked at the SDGs that we affect thewith ethics standards. To underscore these efforts, we decid-

Principle 3: Businesses should uphold thenational, regional, and international level by 2030. The 17 SDGs

most with our business model and core business. Our efforts

ed in 2020 to join the UN Global Compact (UNGC), the world’s

freedom of association and the effective

and their 169 sub-goals shape the responsibilities of govern-

focus on SDGs 3, 5, 8, 12, and 13 along the entire value chain.

largest and most significant initiative for responsible corporate

recognition of the right to collective

ments, businesses, cities, and civil societies and define theIn addition, we address Greiner’s direct and indirect impact on

governance. The goal of the worldwide movement spanningbargaining;

economic, social, and environmental dimensions of sustainable

the other SDGs and we do our part to achieve these goals.

business, politics and civil society is to make globalization

development.

more pro-social and eco-friendly and thus contribute to an

Principle 4: the elimination of all forms

inclusive and sustainable global economy.

of forced and compulsory labor;

Greiner is committed to the ten universal principles of the

Principle 5: the effective abolition of child

UNGC in human rights, labor standards, the environment,labor; andand anti-corruption, which are based on various key United
Nations (UN) conventions. We actively contribute to promoting

Principle 6: the elimination of discrim-and complying with these principles and to implementing theination in respect of employment andUN’s 2030 Agenda with its 17 Sustainable Development Goals

occupation.

(SDGs). This report provides insights into the measures andactivities that we have implemented in the individual areas of
the UNGC to fulfill the SDGs during the reporting period.

Environmental protection
Principle 7: Businesses should support aprecautionary approach to environmental

SDG 3 Good health andwell-being

SDG 8 Decent work and economic
growthWe are a responsible company and make a significant contribution to
the health and occupational safety of our employees We contributeto everyone’s well-being by offering a wide range of training courses
and conducting numerous preventive measures and routine activities.
Our focus is on providing access to a comprehensive range of healthservices and avoiding negative health effects from actions such as
the use and processing of chemicals and hazardous substances or thecontamination of air, water, and soil. Last but not least, much of our
product portfolio is used in the medical sector, which enables us to

We have been striving for sustainable corporate growth that helps
build regional value and generates societal benefits ever since ourcompany was founded. As a responsible employer, we create decent
jobs and offer all employees the opportunity to participate equallyin economic life. We also promote respect for and compliance withhuman rights in our supply chains.

make a positive contribution to health promotion and research.

SDG 12 Responsible consumption
and production

SDG 5 Gender equality

We are committed to fostering sustainable consumption patterns thatconserve resources, and we contribute to this goal through targeted
product and technology innovations. Our efforts focus on the efficientuse of resources, clean production, and waste avoidance. At thesame time, we lay the groundwork for our products to be reused
several times and recycled at the end of their useful life. This enables
us to actively contribute to a comprehensive circular economy andsustainable consumption and production patterns.

challenges;
Principle 8: undertake initiatives to promote greater environmental responsibility;andPrinciple 9: encourage the development
and diffusion of environmentally friendly
technologies.

Human Rights
Principle 1: Businesses should support andrespect the protection of internationally

Combating corruption

proclaimed human rights; andPrinciple 10: Businesses should work

078 — 079

Principle 2: make sure that they are notagainst corruption in all its forms, including

complicit in human rights abuses.

extortion and bribery.

We are committed to diversity and equal opportunities and recognizethat these are important components of a respectful corporate culture
and an inclusive and positive work environment. Diversity and respect
are our top priorities. We constantly work to offer current and future
employees equal opportunities through appropriate awareness-raising activities, specific targets such as increasing the proportion of
women in leadership positions, and numerous measures to prevent
discrimination.

SDG 13 Climate action
Climate protection is one of the three pillars of our Blue Plan sustainability strategy, which makes it the number-one priority in oursustainability agenda. With the help of numerous measures, suchas gradually increasing the proportion of renewable energy andpromoting energy efficiency in production, we want to help reduce
global greenhouse gas emissions and achieve our Group-wide
climate targets, which were approved in 2023 by the Science Based
Targets initiative. The targets cover direct and indirect emissions fromall areas of the company.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Material topics

Material topics
During the reporting period, we conducted a newmateriality analysis based on the double materiality
principle and in line with current and future sustainability
reporting requirements. Materiality analysis is a key
process for keeping an organization focused on its mostimportant issues, considering the expectations of all
stakeholders, minimizing risks and thus ensuring thelong-term success of the company. Nothing beats anunderstanding of the material topics.

Our materiality analysis in 2023

The following description outlines the materiality analysis
process, which is coordinated and carried out by Greiner AG’s
Sustainability Department. The identified topics and their

Identifying and regularly updating material topics is the basis

assessed impacts are reviewed annually to ensure that they

for results-driven sustainability management at any company.

are complete and up to date. The entire materiality analysis

We carried out the materiality analysis for the first time in 2015

process, including the stakeholder survey, is completed every

before revising and updating it in 2020 in accordance with thethree years.

GRI standards. Due to the introduction of the new sustainability
reporting regulations, which will also be mandatory for us start-

Value chain and allocation of sustainability topics

ing with the financial year of 2025, we repeated the materiality

The new materiality analysis was prepared under the lead

analysis in 2023 with the support of an external consulting firm.

coordination of the Greiner sustainability team, with support

The chosen approach complies with both the requirementsfrom an external consulting firm. The project team began byof the GRI standards underlying this report and the future

identifying and listing all potentially material environmental,

requirements of the Corporate Sustainability Reporting Direc-

social, and governance topics along Greiner’s value chain. This

tive (CSRD) and European Sustainability Reporting Standards

longlist was based on the sustainability aspects listed in the(ESRS). The materiality analysis was carried out for the first

ESRS as topics, subtopics, and sub-subtopics. In addition,

time based on the double materiality principle. We therefore

the longlist takes account of the results of the last materiality

not only, evaluated the impact of our business activities on

analysis in 2020, current and future regulatory requirements,

people and the environment (inside-out perspective; impact

industry-specific trends, and other topics important to Greiner.

materiality) but also analyzed and assessed the dependencies

All potentially material sustainability aspects of this longlist

on natural, human, and social resources and the associatedwere grouped by topic in much the same way as therisks and opportunities for Greiner’s financial performance

topic-related ESRS.

(outside-in perspective; financial materiality). We took into
account the demands and expectations of our key stakeholder
groups by involving them in the process of determining thematerial topics.

Value chain

Phase 1: Materiality
analysis↓

List of topics↓↓

Impact & financial materiality

Dialogue withstakeholders

Identify topics

Assess impact

Determine material topics

The double
materiality
process

080 — 081

Impact on
people and theenvironment

Economic
impact on theorganization

Online survey

↓

↓

↓

Material topics↓

Phase 2: Reporting

Reporting

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Material topics

All of the topics on the longlist were then assigned to theand irreversibility on a scale of one to six. The probability of

individual divisions’ value chains in a joint workshop between

occurrence was also determined for each impact.

Our material topics
Climate change

the external consulting firm and the Greiner sustainability team.
Each potentially material topic was assessed in the workshop

The Greiner project team and the external experts then jointly

as relevant or not relevant to the direct or indirect impact on

analyzed the effects and preliminary assessments of thepeople or the environment that could or does occur along thetwelve potentially material topics in greater depth in a work-value chain. Topics were only removed from the list if they

shop. This also involved evaluating the numerous subtopics

were classified as not relevant to all stages of the three divi-and sub-subtopics. The assessments were also carried out insions’ value chains. This process yielded a consolidated list ofline with the aforementioned methodology (scale, scope, irre-

twelve potentially material topics to which we assigned almost

versibility, probability of occurrence) and were included in the

100 subtopics and sub-subtopics.

overall assessment of the potentially material topics. The mean

Impact materiality

and the inclusion of the probability of occurrence ultimatelyof the three evaluation criteria (scale, scope, and irreversibility)

To assess impact materiality, the actual and potential positive

resulted in the sustainability impact materiality of the individual

and negative impacts of activities, products, and businesstopics.

relationships on people and the environment were compiled for

Resource use& circular economy

Business conduct

the twelve potentially material topics and subjected to an initial

Dialogue with stakeholders

preliminary assessment. This was done by the Greiner projectIn the course of conducting the materiality analysis, Greiner

team in close collaboration with the external consulting firm.

invited representatives of key internal and external stakeholder

The potential positive and negative impacts were consideredgroups to complete a survey so that they could participate inover short, medium, and long-term horizons (up to 2030) andprioritizing future sustainability topics. In total, online survey

subjected to a joint assessment. For example, the experts frominvitations were sent to more than 4,000 people from various

the external consulting firm incorporated relevant CO2 datastakeholder groups – employees, customers, suppliers andto determine and assess the environmental impact as well as

business partners, owners, the capital market, local communi-internationally recognized social impact indicators (such as

ties, associations and platforms, NGOs, science and research,

the Corruption Perception Index, Global Rights Index). The

the press, elected and unelected government officials.

impact was assessed by scoring the criteria of scale, scope,

Equal treatment& opportunities for all

Health & safety(own workforce)(own workforce)

Working conditions& human rights

The survey was based on the twelve potentially material topics

Workers in the value chain(own workforce)

previously identified as part of the impact materiality assessment. Two of the twelve topics (water and marine resources
as well as business conduct and supply chain management)
were split to provide a more specific picture by allowing stakeholders to rate them separately. In the first part of the online
survey, stakeholders rated each of these 14 potentially material
topics on a scale from one to six. Next, the top five topics had
to be selected from the overall list.
In total, over 700 stakeholders took part in the survey. All
stakeholder groups were given equal weighting in the evaluation. The number of mentions for the top five topics wasconverted proportionally to a scale from one to six. This value

Financial materialityof its potential financial impact and probability of occurrence.

was then combined with the results of the topic evaluations in

To assess financial materiality, the project team first drew

Opportunities and risks were assessed on a gross basis – thata 50:50 weighting.

up an inventory of opportunities and risks. This process alsois, without taking into account planned or implemented mea-

involved the experts responsible for the Group-wide risk man-sures. Finally, individual ratings were aggregated by topic. The

agement process at Greiner. The inventory identified potential

mean of the two evaluation criteria (scale and probability ofand actual environmental, social, and regulatory risks and op-

occurrence) resulted in the financial materiality of the individual

portunities that could have a financial impact on the company’s

topics.

development and financial position in the short, medium, andlong term (up to 2030), broken down by ESRS topic, subtopic,

Our material topics

and sub-subtopic. It also included actual and potential risks

The quantitative assessment of impact materiality and financial

and opportunities identified in the ESG risk analysis.

materiality essentially determined which of the potentially

All opportunities and risks were assessed in a workshop held

The project team determined that a topic must have a score ofby the Greiner project team, the risk management specialists,

at least 3.6 (60 percent of the maximum score of six points) forand the experts from the external consulting firm. Each oppor-

either impact materiality or financial materiality.

material topics made it onto the list of actual material topics.

tunity and risk was scored on a scale from one to five in terms

082 — 083

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Material topics

Our sustainability / Sustainability management / Sustainability strategy

As a multinational company with a global supplier and customer→ Climate change

network, we want to ensure and continue to disclose that we→ Resource use & circular economy

and our business partners comply with all applicable laws, reg-

→ Working conditions & human rights (own workforce)

ulations, and other requirements. We will therefore also report→ Equal treatment & opportunities for all (own workforce)on business conduct even though its scores fell below thequantitative threshold of 3.6. The following topics were thus

→ Health & safety (own workforce)

defined as material:→ Workers in the value chain→ Business conduct

Subject area

Material topic

Strategic pillar

GRI

ESRS

Reference

Environment

Climate change

Climate201, 302,
305

E1Page 94

Resource use & circular
economyCircular economy

301, 303,306

E5Page 122

Working conditions & humanrights (own workforce)

People401, 404

S1

Page 150

Health & safety(own workforce)

403

S1

Page 163

Equal treatment & opportunities for all (own workforce)

405, 406

S1

Page 177

Working conditions & humanrights in the value chain

408

S2

Page 188

205, 206,
308, 406,
414

G1

Page 202

SocialAssignment ofmaterial topics

GovernanceBusiness conduct

Circular economy,
peopleThe Greiner Sustainability Council is the information and“Diversity, equal opportunity & non-discrimination” wasdecision-making body for the management of ESG impacts,

renamed “Equal treatment & opportunities for all (own work-

opportunities, and risks, and is therefore also responsible forforce),” and “Occupational health & safety” was renamed

reviewing and approving the reported information, including“Health & safety (own workforce)”. “Attraction & retention of

the organization’s material topics. The materiality analysis pro-talent” and “Training and further education” were combined

cess and the material topics identified in it were presented at

into “Working conditions & human rights (own workforce)” andthe last Sustainability Council meeting in 2023. The presented“Responsible procurement along the value chain” and “Ethics &results were jointly discussed and approved.

compliance” were combined into “Business conduct”. “Workers& human rights in the value chain” is a new topic. “Water use”,

Changes in our material topics“Environmental compliance & biodiversity”, “Local communi-

The list of material topics has changed and is shorter than inty”, “Research & development”, “Customer satisfaction” andthe 2020 materiality analysis. “Climate change & greenhouse“Product quality, health & safety” were removed from the list ofgas emissions” was renamed “Climate change”, “Circularmaterial topics due to the low impact associated with them.

The Blue Plan –our contribution
to a better future
The Blue Plan has been Greiner’s overarching Group-wide
sustainability strategy since 2020. It provides the strategic
framework for our activities and is centered around threematerial pillars: climate, circular economy, and people.
Blue Plan and our divisions’ strategies complement andreinforce each other. After all, nothing beats having a
joint-foundation basis for the company’s sustainable
development.

economy” was renamed “Resource use & circular economy”,

084 — 085

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Sustainability strategy

Sustainable action is becoming a categorical imperative amid

necessary transformation. The Blue Plan aims to successively

the growing climate crisis and increasing social injustice. Com-

optimize existing processes, products, and services in order topanies have a responsibility to make effective contributions

largely avoid or at least minimize negative environmental andto sustainable development. The realization that individual

social impacts. However, the Blue Plan also sets out a general

selective measures are not enough to turn the tide is rooted indirection based on the Group-wide corporate strategy andscientific studies and is gradually gaining ground in politics andthe fourth strategic “sustainability” pillar encapsulated in it. It

business. It is therefore incumbent on companies to develop

shows which areas we should focus on and where we need to

strategies that yield effective, vigorous action and produce

develop new concepts and tap into new markets in the future.

sustainable impacts. The Greiner sustainability strategy ad-

In the short term, the sustainability strategy should produce

dresses global challenges in areas such as environmental andoptimizations in the existing business and lay the groundwork

climate protection. It helps to steer our wide-ranging activities

for the company’s long-term sustainable trajectory.

We are committed toclimate protection and to limiting
global warming to 1.5 °C.

Create acircularbusinessfor developing sustainable solutions and concepts in the right
direction. Sustainability has always been an essential part of

The Blue Plan is regularly reviewed and updated if necessary.

our business, and we are aware that this topic will continue to

We evaluate target achievement during this process and define

increase in strategic importance.

new measures if necessary. However, the evaluation may also

The three pillarsof the Blue Plan

Fight climatechangeEmpowerpeopleWe want to be a fully
circular business by 2030.

prompt us to integrate new material topics and associated
Our sustainability strategy launched in 2020 is based on thegoals into the strategy. After all, we as a company and orga-material sustainability issues and takes current megatrends

nization are characterized by increasingly rapid change that isand market developments into account. It consists of the

dynamically changing our market and political environment andthree pillars of climate, circular economy, and people andplacing new demands on the business model. To keep up withencompasses all areas of the company as well as the entire

these developments, it is essential that we constantly review

upstream and downstream value chain. These strategic pillars

our sustainability strategy to ensure that it is effective andare closely interconnected and cannot be viewed in isolation

current. Any changes and additions are introduced throughfrom one another: Without a circular economy, there can be nosustainability governance and decided by the Sustainability

climate protection, and without motivated and properly trained

Council under the auspices of the CEO of Greiner AG.

We want all our employees to beprepared for the challenges of the
future by 2030.

We want to be a fully
circular business by 2030.

employees, we as a company will not be able to achieve theWe want all our employees tobe prepared for the challengesof the future by 2030.

We want to close loops. This is especially true for our products, which we

We are committed to climate
protection and to limiting
global warming to 1.5 °C.

We are committed to developing andwant to design and produce in such anurturing our employees’ talents andway that they can be managed in loops.

skills. That is why we have put training

However, our vision of a comprehensive

and education at the heart of what wecircular economy also applies to ourdo. As a company with a unique corpo-

overall use of resources. By tracking andrate culture, we also place a great deal

actively improving the environmentalof emphasis on our employees’ phys-

footprint of our products, we ensure

ical and mental health. A workplacethat we will only be manufacturing

at Greiner should be characterized by

We want to slash our absolute emis-

circular products in the long term. We

respect, openness, trust, and reliability.

sions. Our climate targets have been

have set ourselves the goal of making

We want to support employees who

verified by the Science Based Targets

100 percent of our packaging (Greiner

have the ambition to hone their talents

initiative. We have set ourselves the

Packaging) reusable, recyclable orand skills. We have therefore set our-goal of reducing our absolute Scope 1

compostable by 2025. We also strive toselves the goal of increasing the numberand 2 carbon emissions by 60 percent

replace primary materials with second-of training hours per employee to an

by 2030 (base year 2021). We are also

ary materials. We also aim to recycle

average of 16 hours by 2025. Because

committed to reducing absolute Scope 3

75 percent of our waste by 2030, send

health is paramount, we are committed

GHG carbon emissions from fuel- andzero waste to landfills, and significantly

to bringing down the accident frequency

energy-related activities, upstream andreduce our water consumption. We

rate by 50 percent by 2025 and offering

downstream transportation and distribu-

have also committed to working only

more health & safety measures. Intion, as well as the end-of-life treatment

with suppliers who have a proven track

addition, we want women to account forof sold products by 25 percent by 2030.

record of sustainability and an EcoVadis

50 percent of non-production personnel

In addition, we want 80 percent of ourscore of at least 50 points. We aim toby 2025 and 40 percent of leadership

suppliers to also have science-basedachieve this by 2030.

positions by 2030.

targets (SBTs) by 2027, as measured
by the emissions from the goods andservices we purchase from them.

086 — 087

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Sustainability strategy

ent
m
e s
ag temna s
M sy

The Greiner
Blue Plan

Emiss
ion
s

2030 60% reduction in absolute Scope 1
and 2 emissions (base year 2021)

Fight climatechange2030 25% reduction in absolute Scope 3

downstream transportation and distribution (3.4 and
3.9), end-of-life treatment of sold products (3.12)

Energ
y

emissions (base year 2021)
fuel- and energy-related activities (3.3), upstream andSuppliers

2027 80% of Scope 3.1 emissions
by suppliers with science-based targets
2024 CDP climate: A rating

ISO 9001 or equivalent, ISO 14001, and ISO 50001

2030 100% renewable electricity
2030 2.5% self-produced renewableelectricity

We want to be a fully
circular business by 2030.

2030 Greiner Packaging:
7.5% improvement in energy intensity(base year 2021)

15% improvement in energy intensity(base year 2021)

inTra

2025 100% FSC-certified(or equivalent) paper forsecondary and tertiary packaging
Increase in secondary materials

&

ed

ue e
g
y
o
l
lo
D i a mp
he
w it

es

uc

at
io

2030 Increase in general or collective bargaining agreementsnHea
lth & safety

088 — 089

2030 75% of waste recycled2025 Greiner Packaging:in g

per year2025 0 t waste sent to landfill in Europe

recyclable or compostable

We want all our employees to beprepared for the challenges of the
future by 2030.

(base year 2018)2025 Average of 16 training hours per employee

2030 0 t waste sent to landfill worldwide

10% sustainable plastics

10% improvement in energy intensity

2025 50% women outside of production

have achieved the EcoVadis minimum score100% of plastic packaging is reusable,

2030 Greiner Bio-One:

2030 40% women in leadership positions

2030 99% of suppliers (> 500 thousand euros)

2025 Greiner Packaging:Empowerpeople

Diver
sit y

2030 NEVEON:

80% of purchasing volume covered byGreiner Code of Conduct (or equivalent)Materials

Create acircularbusiness

Increase number of management systems

te
as
W

We are committed toclimate protection and to limiting
global warming to 1.5 °C.

(purchased goods and services) are covered

2030 Carry out regular employee surveys
2025 50% reduction in accident frequency of major accidents (base year 2018)
Increase number of ISO 45001 certified sites
Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Sustainability management / Sustainability performance2021w

Overview of 2023
sustainability performance

0 t waste sent to landfill in Europe

0 t waste sent to landfill worldwide

1,751 t3,004 t2022

1,743 t

2023

2024

2025

2026

2027

2028

2029

867 t
0t

3,339 t2,345 t0t

75% of waste recycled
60% reduction in absolute Scope 1 and Scope 2
emissions-34%(Base year 2021)

25% reduction in absolute Scope 3 emissions-1.4%(Base year 2021)
fuel- and energy-related activities (3.3), upstream and downstream
transportation and distribution (3.4 and 3.9), end-of-life treatment of soldproducts (3.12)

2024

2025

2026

2027

-32%

2028

2029

2030

-3.8%
WATER

80%

A-

58%

50%

100% renewable electricity 1

36%
2.5% self-produced renewable electricity 1

100%
80%
1.5%

0.13%

2.5%

0.19% 0.44%

Greiner Packaging: 7.5% improvement in energy
intensity 2

9%

87%

95

11%
4%
100%

85%

Greiner Packaging: 10% sustainable plastics 7

3.0%

100%
76%

1 Based on total electricity consumption (purchased and self-produced) 2 Electricity consumption (kWh) / amount of finished products (kg) 3 energy consumption(whole year) / gross margin (EUR) 4 Electricity and gas consumption (kWh) / plastics used (kg) 5 Share of secondary materials (raw materials, consumables, supplies
and packaging) used in total material consumption 6 85% of our plastic packaging is "designed for recycling" according to the definition of the Ellen MacArthur
Foundation's Global Commitment. 7 Proportion of sustainable plastic raw materials used (recycled or bio based) in all plastic raw materials used

090 — 091

77%

99%

100%

-16%

-27%

-41%

10

15

33%

29%

30%

80% of employees have annual performance reviews

65%

58%

69%

Increase in general or collective bargaining
agreements

50%

54%

55%

26.6%

26.3%

43.0%

43.8%

43.8%

15 h

15 h

-50%

6
>5 health-related measures per site 9

Carry out regular employee surveys

40% women in leadership positions 10

10%

PEOPLE

MATERIALS

2.9%
100% FSC-certified paper (or equivalent) for
secondary and tertiary packaging

HEALTH & SAFETY108
DIALOGUE WITH EMPLOYEESGreiner Packaging: 100% of plastic packaging isreusable, recyclable or compostable 6

88

TRAINING& FURTHEREDUCATION DIVERSITY

ENERGYMANAGEMENTSYSTEMS

CLIMATE(ISO 9001 or equivalent, ISO 14001 and ISO 50001)

Increase in secondary materials 5

CIRCULAR ECONOMY

+10%

77%

> 36%

(Base year 2018)+15%(Base year 2018)

Increase number of management systems

63%

Increase number of ISO 45001 certified sites

Greiner Bio-One: 10% improvement inenergy intensity 4

75%

75%

100% of employees involved with purchasing
attended training

50% reduction in ccident frequency rate
(per 1 mio. hours worked) 8

NEVEON: 15% improvement in energy intensity 3(Base year 2021)

50%

> 10%

+7.5%

(Base year 2021)

42%

67%

99% of suppliers (> 500 thousand euros) haveachieved the EcoVadis minimum number of points

SUPPLIERS

B

43%

Record water savings potential in water-stressed
areas

80% of purchasing volume covered by Greiner Codeof Conduct (or equivalent)

8.0%
B

44%
Develop a Water Policy for all Greiner sites

-60%

-25%

80% of Scope 3.1 emissions (purchased goods
and services) are covered by suppliers with
science-based targets
CDP climate: A rating

2023

CIRCULAR ECONOMYEMISSIONS(Science-based targets)

2022

WASTE

2021

w

2030

50% women outside of production

Average of 16 hours per employee per year

27.5%

35%

40%

50%

16 h

11 h

8 The accident frequency rate refers to major accidents per 1 mio. hours worked 9 Locations with 1–50 employees = 5 measures; 51–100 employees = 7
measures; 101–299 employees = 9 measures; > 300 employees = 11 measures 10 Managers = people who have responsibility for staff

Annual and Sustainability Report 2023 / Greiner AG

Subcontents

Environment
092 — 093

094
096
108
115
122
124
130
138
144

Climate change— Climate & emissions—  Energy—  TCFD-relevant information

Resource use & circular economy—  Materials—  Products—  Waste—  Water

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change

Actual & potential impacts
Positive→ Direct CO2 emissions are reduced through the increasinguse of non-petroleum-based energy sources and targeted energy efficiency measures→ Upstream and downstream CO2 emissions are reduced
through the establishment of sustainable sourcing andthe use of lower-emission materials along the entire
value chain→ Development of sustainable product solutions increases
the range of climate-friendly alternatives for customers

Negative→ The use of fossil fuels leads to greenhouse gas emissions
along the entire value chain→ Our processing and manufacturing processes are energy
and emission intensive→ Processing petroleum-based plastics produces upstream
greenhouse gas emissions→ Most of our products are incinerated after the use phase,
which has a negative downstream impact on the environment and climate→ CO2 emissions are reduced along the entire value chain
through collaborations and cross-sector projects→ Our science-based targets for suppliers encourage themto reduce their CO2 emissions and thus make a positive
contribution themselves→ We contribute to raising awareness on a broad scalewith targeted communication measures and competencebuilding

Implemented measures & policies→ We introduced absolute science-based climate targets
for Scopes 1, 2 and 3

Management approach
Climate change→ We created a Renewable Electricity Guideline and developed a Group-wide energy sourcing strategy to drive thegradual expansion of renewable electricity as a share of
total power consumption→ We conducted ongoing potential analysis and increased
the share of photovoltaic generated power→ We developed division-specific energy targets to in-→ We provided transparency by participating in CDP’s
climate change program and achieving an A- rating→ We calculated product carbon footprints and developed
CO2 reduction solutions→ We broadened in-house knowledge of sustainableproduct development through the development andimplementation of training courses→ We constantly expand ISO 14001 and ISO 50001
certifications

crease energy efficiency and reduce energy consumption

Targets
The effects of climate change are already clearly notice-reassessed our greenhouse gas emissions (Scope 1, 2 & 3) inable. Companies need to systematically address the climate

2023 and established Group-wide science-based targets thatcrisis and take effective measures to support climate change

were approved by the relevant internationally recognized body.

mitigation and adaptation. We analyze the resulting risks

In 2023, we received an “A-” rating from Carbon Disclosure

and opportunities for our Group in accordance with the

Project (CDP) for the detail and transparency of our reporting

recommendations of the Task Force on Climate-related

on climate data, climate protection targets, and progress. We

Financial Disclosures (TCFD). We plan to regularly repeat theare determined to do our part in driving the transformation toservices) are covered by suppliers with science-based→ Increase number of management systems 5comprehensive analysis of climate and other ESG risks anda sustainable future in which climate protection and economic

targets by 2027

integrate it into company-wide risk management routines. We

success go hand in hand.

→ CDP climate: A rating by 2024

→ 60% reduction in absolute Scope 1 and Scope 2
emissions by 2030 (base year 2021)→ 25% reduction in absolute Scope 3 emissions by 2030
(base year 2021) 1→ 80% of Scope 3.1 emissions (purchased goods and

094 — 095

upstream processes

own processes→ Improvement in energy intensity by 2030
Greiner Packaging: 7.5% improvement (base year 2021) 2
NEVEON: 15% improvement (base year 2021) 3
Greiner Bio-One: 10% improvement (base year 2018) 4→ 2.5% self-produced renewable electricity by 2030

Performance & target achievement

Our impact inthe value chain:→ 100% renewable electricity by 2030

downstream processes→ See Overview of 2023 sustainability performance

1 Fuel- and energy-related activities (3.3), upstream and downstream transportation and distribution (3.4 and 3.9), end-of-life treatment of sold products(3.12) 2 Electricity consumption (kWh) / amount of finished products (kg) 3 Energy consumption (whole year) / gross margin (EUR) 4 Electricity and gas
consumption (kWh) / plastics used (kg) 5 ISO 9001 or equivalent, ISO 14001 and ISO 50001

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Climate & emissions

Climate & emissions

Our corporatecarbon footprint

Scope 1

The annual calculation of our corporate carbon footprint tells

from combustion processes.

us where we stand in terms of implementing our sustainability
strategy for climate change mitigation. The corporate carbon

includes direct emissions from sources our organization owns or controls – for example, emissions

Scope 2

footprint shows us whether our activities are effective, andit helps us to keep a close eye on our performance in therelates to indirect emissions from purchased

individual action areas. In line with Greenhouse Gas Protocol

electricity, steam, cooling or heating outside

guidance, we consider Scopes 1, 2 and 3 when calculating ourour company.

CO2 emissions.

Scope 3

In 2018, we started our carbon accounting process and initiallyonly calculated our company’s Scope 1 and Scope 2 emissions.

includes all other indirect emissions arising from

Since 2020, we have progressively included more and more

activities outside the company, such as the manu-

Scope 3 categories in our reporting and continuously worked

facture and transportation of purchased goods andto improve the data situation. By gradually expanding theservices or the use and disposal of our products.

system boundaries, we have been able to gain an increasingly
accurate picture of our direct and indirect greenhouse gas
emissions along the entire value chain in recent years.
We use 2021 as the base year for our climate objectives, as
this was when we first performed a full Scope 3 screening, andwe have covered all relevant sources of emissions since then.
In this screening, we precisely analyzed all 15 Scope 3 catego-

Scope 1, 2 1 & 3 emissions [in t CO2e]

ries and defined those to be regarded as significant based on
their respective relevance. Since 2021, we have been calculating the following Scope 3 categories: (3.1) purchased goods

Nothing beats protecting the climate and lowering
emissions. We have set ourselves science-based targets toprotect the climate and limit global warming. Our focus ison the significant and sustainable reduction of our direct
and indirect emissions. To achieve this, we collaborateclosely with stakeholders along the entire value chain.

waste, (3.6) business travel, (3.7) employee commuting, (3.9)
downstream transportation and distribution, (3.12) end-of-life
treatment of sold products and (3.15) investments. In 2023, we
also included category (3.13) leased assets in our calculations.

stream in our value chain and throughout the life cycle of ourage annual emissions of 329,054 Europeans. To help mitigate

products. Examples of these include the emissions due to theclimate change, we are committed to dramatically reducing ourmanufacture of purchased goods and services, or emissions

greenhouse gas emissions. As a manufacturing company, wefrom the disposal of our products. Most of our total emissions

cause direct emissions through our own economic activities,

come from upstream activities, as the materials we process

such as burning fossil fuels to generate heat or operating ouralready have a considerable environmental impact when theyvehicle fleet. However, we also have responsibility for indirect

are extracted, processed and transported.

096 — 097

2022

2023

percent) compared to 2022, mainly as a result of reduced procurement of goods and services. Scope 3 emissions accounted
for 96 percent of total emissions in 2023. Total Scope 1 andof green electricity in overall electricity consumption.

greenhouse gas emissions that occur upstream and down-

2021

Total Scope 3 emissions declined by 283,821 tons of CO2e (tencent) compared to 2022. This is mainly due to the lower sharetons of CO2e (all Scopes), which roughly equates to the aver-

2,566,618

2,487,842

activities, (3.4) upstream transportation and distribution, (3.5)

Scope 2 emissions increased by 3,232 tons of CO2e (3.5 per-In 2023, our emissions as a Group totaled around 2.6 million

2,847,206

and services, (3.2) capital goods, (3.3) fuel and energy-related

2021  22022  22023

Scope 1emissions

39,79527,27325,075

Scope 2emissions

98,56564,216

69,647

Scope 3emissions

2,349,482

2,755,717

2,471,896

Greiner total

2,487,842

2,847,206

2,566,618

1 Scope 2 location-based emissions amount to 167,342 t CO2e in
2023 (184,440 t CO2e in 2022) 2 Data has been corrected sinceprevious publication.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Climate & emissions

Calculation methodology

We also continued to work on improving data quality. Primaryof Scope 1 or Scope 2 emissions. In 2023, Scope 1 emissions

However, Scope 2 emissions rose by 8.5 percent compared to

Emissions are calculated based on our activity and consump-data and product carbon footprints of our suppliers were usedwere 25,075 tons of CO2e. Market-based Scope 2 emissions

2022 on account of the relatively lower purchasing of green

tion data, which we gather in the software that we use tofor the first time in 2023 to calculate emissions in the Scope 3

were 69,647 tons of CO2e in 2023, which is 58 percent below

electricity. In order to reduce these emissions moving ahead,collect non-financial key figures. These are converted into

category 1 “purchased goods and services” for 2,784 tons of

the location-based Scope 2 emissions of 167,342 tons of CO2e.

we will increasingly rely on renewable and self-produced

greenhouse gas emissions using emission factors from bothpurchased materials. Our goal in 2024 is to work even more

Scope 1 emissions are down by 8.1 percent as against 2022.

energy.

primary and secondary data, which is provided by suppliers orclosely with our suppliers in this area to increase the use ofscientific life cycle assessment databases. Taking into accountprimary data.

→ Read more under: Environment / Climate change / Energy

the geographic, temporal and technological references, Ecoinvent 3.9 was the preferred database for calculating the green-

We do not generate biogenic emissions in any categories. In

house gas emissions of our purchased goods and services. In

addition to carbon dioxide (CO2), the calculations include theparticular, the GaBi and DEFRA databases are used to calculate

six other greenhouse gases covered by the Kyoto Protocol:

greenhouse gas emissions from our energy consumption.

methane (CH4), nitrous oxide (N2O), sulfur hexafluoride (SF6),

Where no suitable factors are available in this regard, emissionhydrofluorocarbons (FCs and HFCs) and nitrogen trifluoride

factors from scientific studies or derived emission factors are(NF3). They are converted to the climate impact of CO2 andused.

reported as CO2 equivalents (CO2e). This does not include the

Detailed breakdown of our CO2 emissions  3 [in t CO2e]

1,880,090

emission values reported on electricity bills for determining
Product or supplier-specific factors were included in thethe market-based Scope 2, which in most cases is reported

calculation for electricity emissions and some district heatingby electricity suppliers only in CO2 emissions. For the Scope 3

emissions. If market-based factors are not available for the

Scope 3category “fuel- and energy-related activities” not included in

Scope 2 emissions calculation, the appropriate residual mix

Scopes 1 and 2, no data was available to us from the electricity[emissions
indirect]or location-based emission factor is used. This calculation

suppliers, which is why we used location-based emission

methodology follows the guidelines of the Greenhouse Gas

factors.

(2,156,359)(GHG) Protocol for market-based Scope 2 calculations. More-

591,806

over, in line with the recommendations of the GHG Protocol,

The operational control approach was used as the consolida-

Scope 2 emissions are reported twice to show the differencetion approach for calculating emissions because this is most(599,358)

between location-based and market-based emissions fromconsistent with our corporate structure. Under this approach,

Scope 3energy production (“dual reporting” with market-based andemissions from joint ventures in which we hold an equity sharelocation-based emissions).

1,644,466(1,843,111)of less than 50 percent and so do not have operational control

Purchased goods
and services

are allocated to the Scope 3.15 category “investments”.

Scope 1, 2, & 3 emissions by division

69,647[emissions
indirect](64,216)

Scope 2[emissions
indirect]

51,026(118,635)[in t CO2e]

Capital goods

33,447(38,997)

1,168,803

25,075

Fuel and energyrelated emissions

922,793(27,273)
Scope 1End-of-life
treatmentof sold products[emissions
direct]98,221(103,545)

472,107573,267(580,972)

Transportationand distribution

Greiner
Packaging

NEVEON

Greiner
Bio-OneScope 1emissions

6,619

15,7482,670

Scope 2emissions35,157

Scope 3emissions

881,016

Total

922,793

17,403
1,135,653
1,168,803

16,967452,470
472,107

23,009(22.766)
4,165(3,551)emissions that are released by us directly. This category
includes emissions from refrigerants, our own vehicle fleet,and process-related emissions from foam production. Indirectemissions resulting from the generation of electricity, steam,heat, or cooling that we purchase from third parties are includ-

3 Numbers inbrackets are datafor 2022. Data has
been corrected
since previous
publication.

25,756(25,754)
Employeecommuting2023

UpstreamTransportationand distribution

45
Foam production

Business travel

The Scope 1 emissions category covers all greenhouse gas

ed in Scope 2. No biogenic emissions were generated as part098 — 099

Refrigerants

Waste generated
in operations

Direct emissions (Scope 1) and indirect emissions
from purchased energy (Scope 2)

17,413(17,152)

Emissions fromthe generation ofenergy purchasedfor own use

Own fleet
Production

Leasedassets

1,081(1,234)

Investments

Downstream

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Climate & emissions

Emissions from purchased goods
and services (Scope 3.1)

Emissions from our upstream transportationand distribution (Scope 3.4)

Our purchased goods and services led to emissions of

Politicians, the general public, our business partners, and our

1,644,466 tons of CO2e in 2023, accounting for 67 percent ofcustomers all attach great importance to sustainable logistics

our Scope 3 emissions. The two largest sources of emissions

concepts that take into account not only environmental as-

are the plastic raw materials used in Greiner Packaging as wellpects but also social aspects. In our Environmental Policy, we

as the chemicals used in NEVEON’s foam production. Regu-

commit to focusing more on short transportation routes, envi-

latory requirements, such as quality and safety standards forronmentally friendly and resource-saving means of transport,

medical products, limit the use of recycled materials – whichroute-optimized transport planning, and innovative transportoften have a better GHG performance than virgin materials –solutions. We also want to work on sustainable logistics solu-

in our product portfolio.

Emissions caused by upstream
transportation & distribution [in t CO2e]
120,127
103,545

98,221

tions in our partnerships with our suppliers and customers. Upstream, our products are largely transported on the roads by

We have started to collect supplier-specific emission factors totruck. We primarily use container shipping to exchange goods

evaluate and compare the environmental impact of purchased

and materials with Asia and America. For individual products,

products. We used these factors for 2,784 tons of purchased

we also turn to air and rail freight. We can reduce emissions

goods. In keeping with our targets, which have been verified

by pooling transport and switching to low-emission modes ofby the Science Based Targets initiative, we are increasingly

transport.

asking our suppliers to reduce their emissions, thereby reducing emissions upstream in our supply chain. To support thisWe source our goods and services locally wherever possible.

goal, we trained our buyers in sustainable sourcing in 2023.

This helps to keep transport distances short. If local procure-2021 52022

2023

ment is not possible, we look for the most sustainable mode of→ Read more in the section on Governance / Sustainablesupply chainstransport, taking into account the urgency of the delivery. Our

Downstream transportation& distribution 2023 [in t km]

upstream transportation and distribution includes the transportation and distribution of purchased goods between suppliers(tier 1) and our company and between our own sites in vehicles

196,836,082

that do not belong to us and are not operated by us.
A total of 1,002 million ton kilometers (t km) was transported in

80,748,448

our upstream logistics channels in 2023 – by air, water, roadand rail. Our upstream transportation and distribution generated a total of 98,221 tons of CO2e in 2023, around five percent

Emissions from purchased goods
and services [in t CO2e]less than in 2022.

Emissions from our downstream transportationand distribution (Scope 3.9)
products between our company and customers in vehicles

220,591

that do not belong to us and are not operated by us. A totalof 278 million ton kilometers was achieved in 2023 on our

Greiner Bio-One

downstream logistics routes, equivalent to 17,413 tons of CO2e.

667,268

Greiner Packaging

2023

shipping weights and origin and destination points. Incoterms
were also used to estimate outbound logistics. Data from theprevious year was used if no Incoterms data was available

481,870,167

463,312,425

4 Contains emissions by
Greiner AG.

Road

Water

Greiner total

277,682,170
2023

Emissions caused by downstream
transportation & distribution [in t CO2e]

for the current financial year. We are constantly working on
improving data quality in this area as well.

25,971is to reduce emissions generated in our upstream and down-

26,023
Air
Greiner total

stream transportation operations. That is why we are working

56,733,602
Rail

17,152

with our customers and suppliers to analyze the current

Road

1,001,942,217
2023

100 — 101

Rail

As part of our science-based targets, one of our commitments

Greiner total4

2023

Air

The underlying data is recorded centrally in our system using

Upstream transportation& distribution 2023 [in t km]

NEVEON

1,644,4660

The data provided regarding downstream transportationand distribution takes into account the distribution of sold755,667

97,640Water

17,413situation and develop climate-friendly solutions. For example,
we reduce our transport emissions by developing lighter andspace-saving products and by optimizing the packaging of thegoods transported.

5 Data has been corrected since previous publication.

2021 52022 52023

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Climate & emissions

1860 cm

Reducing emissions byincreasing efficiency
Last year, Greiner Bio-One reduced transportation and logistics
emissions by optimizing the packaging of its safety bloodcollection sets. Since there was wasted space on the sides of
the cartons when stacked on Euro and industrial pallets, as well

800 cm1200 cmas a lot of wasted space inside the cartons, the strategic purproject team consisting of people from Product Management
and Research & Development was able to analyze the volumes

CO2e from reduced cardboard consumption alone.

800 cm620 cmEmissions due to the end-of-life treatment of sold products

the Group and divisional level during the year. These activi-

amounted to 573,267 tons of CO2e in 2023. This is equivalentties were carried out in the field of climate-friendly mobility,

to 22 percent of our total emissions and, after purchased

for example, which is a key factor in advancing the energy

We implemented additional climate protection measures atgoods and services, is our second-largest source of Scope 3

transition and raising awareness. That’s why we are offering

emissions. A comparison of the divisions shows that more thanall employees at our Austrian sites the opportunity to lease

50 percent of these emissions were attributable to NEVEON in

and insure a bicycle or e-bike through the company. They are2023.

available at reduced rates and can be used for both work andAs part of our science-based targets, one of our commitments

and optimize the packaging. This resulted in supply chain-efficiencies and a reduction of approximately 170 metric tons of

Other climate protection measuresleisure. Some 192 of these job bikes were already in use in1860 cmchasing department developed a new packaging design. A joint

Emissions due to end-of-life treatmentof sold products (Scope 3.12)1200 cm
1100 cm

2023. Furthermore, we have set up a pilot shuttle service to

is to reduce emissions generated due to the end-of-life treat-

drive our employees from Kremsmünster train station to nearby

ment of sold products. In 2023, for example, NEVEON success-sites. This allows a convenient journey with public transport.

fully produced high-quality mattresses with a recycled content

The Greiner Climate Ambassadors project was continued asof 80 percent in the polyol component. They are made from awell. In this project, employees are taught the skills they need

repolyol that is 100 percent derived from old mattresses using

to better understand the current climate crisis and to be activea recycling process developed by BASF. In addition to reducing

climate ambassadors within the company.

the emissions that arise when our products reach the end-oflife phase, these developments also make a key contribution to

Intensity of greenhouse gas emissions

a circular economy.

In addition to the key figures we need to meet our science-based targets, we also report our specific Scope 1 and→ Read more under: Our Performance / Divisions / NEVEON

Scope 2 emissions as a percentage of annual sales revenue.
They were 39 kilogram CO2e per thousand EUR sales revenue
in 2022 and 45 kilogram CO2e per thousand EUR sales revenue
in 2023. This corresponds to an increase of 14 percent andrelates to the lower total sales revenues and higher Scope 2
emissions.

6 Contains emissions by Greiner AG.
7 Data has been corrected since previous publication.

Waste emissions (Scope 3.5)

Waste emissions [in t CO2e]

Emissions due to end-of-life
treatment of sold products [in t CO2e]

Emissions from our operational waste totaled 23,009 tons ofCO2e in 2023. Emissions rose by one percent compared to

24,0012022. We calculate our waste emissions using the “cut-off
by classification” method to ensure accurate reporting of

22,76623,009different waste emission categories. As a result, we allocate all

550,083

580,972

573,267

emissions generated by the recycling of waste to the down-

Specific CO2 emissions[in kg CO2e per thousand EUR in sales revenue]

stream value chain. Indirect emissions from recycled waste are
therefore not included in our corporate carbon footprint. If no61

information is provided on the disposal method, we apply theconservative approach and assume the most emission-inten-

2021

sive scenario for the respective waste type. We used Ecoinvent

2022

2021

2023

2022

2023

emission factors for the disposal scenarios.
As part of our work on our Group-wide waste management
approach, last year we focused on improving the quality of
the waste data collected by developing Group-wide, standardized definitions of waste streams and giving specialist
presentations.
→ Read more under: Environment / Resource use& circular economy / Waste

102 — 103

2021  72022  72023

Greiner
Packaging

4,066

2,998

5,865

NEVEON

17,05815,088Greiner
Bio-One

2,859

4,670

Greiner total 6

24,001

22,7662021  72022  72023

Greiner
Packaging

95,770103,453

110,011

13,818NEVEON

344,768

366,294

318,042

3,301

Greiner
Bio-One109,545

111,225

145,214

Greiner total

550,083

23,0092021 7580,972

39

45

2022

2023

573,267

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Climate & emissions

Other significant air emissions
Certain printing processes at Greiner Packaging cause emis-

Science-based targets

sions in the form of volatile organic compounds (VOCs). In

We set new, more ambitious climate targets for 2023. We areprinting, these emissions can come from various sources suchcommitted to protecting the climate and limiting global warm-

as offset printing or the use of coating materials. Offset print-

ing to 1.5 °C. The Science Based Targets initiative has verified

ing uses organic solvent-based inks and coatings that releaseand endorsed the climate targets we submitted in 2023. This

VOCs as they dry. Ethyl acetate is a solvent commonly used in

makes us one of 39 companies in Austria (as of March 2024)

these materials that evaporates during the printing and drying

with confirmed science-based targets. The approval waslargely attributable to the fact that the defined targets demon-

process and contributes to VOC emissions.

strably contribute to achieving the Paris Agreement and thus
The following table shows changes in VOC emissions over thelimiting global warming.

last few years. Given the data available at present, it is not yet
possible to calculate the greenhouse gas potential of our VOC

Specifically, we are committed to reducing all absoluteemissions. However, we are working on improving data so as

Scope 1 and Scope 2 emissions by 60 percent from the baseto provide this information in the future.

year of 2021 by 2030.
We are also committed to reducing selected absolute Scope
3 emissions by 25 percent from the base year of 2021 by
2030. These selected categories include emissions from the
upstream and downstream value chain in the categories (3.3)
fuel- and energy-related activities, (3.4) upstream transportation and distribution, (3.9) downstream transportation andOur science-based targets [in t CO2e]

distribution and (3.12) end-of-life treatment of products sold.
In addition, we have set a goal for 80 percent of our suppli--34%

ers (as measured by emissions from purchased goods and

-32%
-60%

services) to have science-based targets by 2027. Initial talks
were held with suppliers in 2023 and there are plans to further
intensify these efforts in 2024.

Absolute significant air emissions[in kg VOC]

VOC emissions

2021

2022

2023

21,88821,30037,459Compared to 2021, our Scope 1 and Scope 2 emissions

Scope 1 and Scope 2 emissions

2021 82022 82023

have already decreased by 32 percent. In selected Scope 3

Scope 139,79527,27325,075categories, they decreased by 3.8 percent. In addition, eight

Scope 2

98,56564,216

69,647purchased goods and services) have made a commitment to

Total

138,361

91,48994,722

55,344science-based targets.

Development as against 2021

-34%

-32%

-60%

percent of our suppliers (as measured by emissions from

-1.4%

2030

-3.8%

8 Data has beencorrected sinceprevious publication.

-25.0%

Supplier commitment status [in %]Share of suppliers (as measured by emissions from purchased goods and services)that have made a commitment to science-based targets.

8

2023

80

Selected Scope 3 emissions

2021 82022 82023(3.3) Fuel- and energy-related emissions

55,02038,99733,447(3.4) Upstream transportation and distribution

120,127

103,545

98,221(3.9) Downstream transportation and distribution

25,971

17,152

17,413(3.12) End-of-life treatment of sold products

550,083

580,972

573,267

Total

751,200

740,666

722,348

563,400

-1.4%

-3.8%

-25.0%Development as against 2021

2030

(target value) 2027

104 — 105

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Climate & emissions

Monitoring and reporting

Data collection and data quality
Both the submission of our emissions data to the Science

Reporting emissions transparently

Based Target initiative and the ongoing improvements in data

Outlook: Emissions

energy enhancement activities, investment in new and innova-

We are committed to continually reduce our greenhouse

along our value chain. The continuous monitoring of ourtive technologies, process optimization and better cooperation

We place great emphasis on transparency – including when it

quality resulted in some corrections to previous emissions

gas emissions and thus our environmental impact. In our

progress and the holistic analysis of our processes allow us tocomes to our emissions. We therefore report our data to CDP

calculations. As a result of the updates, some of the emissions

science-based targets, we have defined binding targets andensure that we will achieve our emissions targets. We will also

every year. In 2022, we began publishing this information on

data published in this integrated report differs slightly from thea clear mandate to reduce our corporate carbon footprint on

involve all our relevant stakeholders moving forward. After all,the CDP platform, where it can be viewed by our investors

data in the 2022 integrated report.

an ongoing basis. We wish to achieve this by deriving andwe can only achieve our climate protection goals by working

implementing specific measures. In addition to promoting

together.

registered with CDP. With regard to the climate, we report cli-

For example, Greiner Extrusion’s emissions were removed

sustainable forms of energy, for example, this also includes

mate-relevant information on our governance structures, risks

from the base year as the company was sold in 2022. In ad-

and customers and transparently shared with all companies

and opportunities as well as our greenhouse gas emissions, ourdition, Greiner AG data in the “purchased goods and services”

strategy, our objectives and specific initiatives and measures.

category was added and 100 percent of emissions from joint

For the first time, we received an “A-” rating from CDP for theventures were allocated to the respective divisions as soon

detail and transparency of our reporting in 2023. We haveas the equity share exceeded 49 percent. The remaining joint

therefore already achieved our goal of an A score by 2024.

ventures were allocated to Scope 3 category 15 “investments”.

Nevertheless, we are already planning the next steps, namely

The proportion of Scope 1 and Scope 2 emissions included in

the integration of climate-related risks and opportunities into

the investments category is based on the equity share. This

our strategy and management processes, as well as the analy-

includes seven NEVEON joint ventures and one Greiner Pack-sis of climate-related risks and scenarios.

aging joint venture.

→ Read more under: Environment / Climate change/
TCFD-relevant information

2021, 2022

2023 Report

28,70727,273ence-based targets were submitted in that the Greiner

Scope 2 emissions 999,852

98,56562,87864,216

Scope 3 emissions

2,384,565

2,349,482

2,738,849

2,755,717

Purchased goods andservices

1,439,194

1,419,645

1,830,561

1,843,111

Capital goods

131,503

131,510

118,627

118,635

Fuel- and energy-related
emissions55,44355,02038,38538,997

Upstream transportationand distribution

119,292

120,127

103,545

103,545

Waste

24,37424,001

22,37822,766

Business travel

1,913

1,809

3,483

3,551

Employee commuting

21,576

20,32325,19425,754

Downstream transportationand distribution

33,52325,971

17,152

17,152End-of-life treatment ofsold products

557,201

550,083

577,568

580,972

546

994

1,956

1,234

Investments

B

2022 Report

39,795base year recalculation policy, we are aiming to carry out thisA–

2023 Report

40,884

recalculation in 2024.

2023

2022 Report
Scope 1 emissions

adjustments to our emissions data and in accordance with ourA2022 emissions

2021 emissions

There has been another structural change since our sciPerfoam sites were sold in 2023. Owing to other necessary

Our CDP climate score

Overview of corrected emissions data [in t CO2e]

B–
C
C–
D
D–

106 — 107

9 The correct location-based Scope 2 emissions
are 191,214 for 2021 and 184,440 tons of CO2e for2022 (in 2022 report: 208,906 for 2021 and 200,373
tons of CO2e for 2022).

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Energy

EnergyProduction sites with certified
environmental and energy
management systems 1

Energy consumption within
the Greiner GroupElectricity accounts for the bulk of our energy consumption

Using energy efficiently and switching to renewable energy
sources will make a significant contribution to achieving
the Paris climate goals. Industrial companies play a vitalrole on the road to a low-emission economy. The GreinerGroup obtains more than 83 percent of the energy it usesfrom electricity. We committed to using only renewableelectricity by 2030, an important step in the energy
transition. After all, as a company that processes plastics,
we have highly energy-intense processing and production
processes. Nothing beats the sustainable use of energy.

due to the production processes within the Greiner Group.

2021

2022

2023

ISO 14001

18

20

21

ISO 50001

478ISO 14001

17

15

15

ISO 50001

544After electricity, fuel consumption – primarily natural gas used

Greiner Packaging

to generate heat – accounts for the second-largest share of
total energy use. Other fuels, such as the fuels used in thevehicle fleet and purchased heating and cooling energy, account for a relatively small share. Our fuel consumption derives
almost exclusively from non-renewable sources.
Our total energy consumption in 2023 was 503 gigawatt hours,with Greiner Packaging having the highest energy consumption

NEVEON

within the Greiner Group due to its more electricity-intensive

Greiner Bio-One

production processes. Our total energy consumption was

ISO 14001

1

11

almost unchanged from the previous year, down three per-ISO 50001

1

1

1

Greiner total

46

48

50

cent. This reduction is due primarily to low electricity and fuelconsumption.

1 Changes compared to previous years are due
to continued improvements in data quality.

2 purchased

Our energy consumption in focus

Total energy consumption [in GWh]

Management systems

569

Effective management systems provide a framework for

519

Total energy consumption
per division [in GWh]503

2controlling and optimizing operational processes. This is why

Greiner AG

98

we are pressing ahead with the expansion of management
systems at production sites. Due to market, customer, andGreiner Bio-One

sector requirements, we stopped pursuing a strict hierarchy
in 2022. The companies decide what management systems to

2021

2022

2023

implement at the individual locations based on their needs.

326

78

Greiner Packaging

2023

NEVEONIn the 2023 reporting year, 37 of our global production sites
had an environmental management system certified to ISO
14001, while 13 production sites had an energy management

2022

2023

Electricity
consumption

427

427

418

system certified to ISO 50001. Management systems help establish systems and processes that are required to improve our

Fuels

126

78

70

Heatingenergy15

1213

or 50001 have developed an environmental and energy policy,

Coolingenergy 2

1

1

2

defined strategic and operational goals, and drawn up action

Steam 2

–

0

0

569

519

503

environmental and energy performance (including environmental aspects), resource and energy efficiency, as well as energy
use and consumption. The sites that are certified to ISO 14001

plans to achieve these goals.

108 — 109

2021

Greiner total

Greiner total

503
2023

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Energy

We continued to drive the expansion of photovoltaic systems
in 2023. As a result, we were able to more than double theExpansion of photovolatic
equipment within the GreinerGroupshare of self-produced renewable electricity in total electricity

In August 2022, we began installing photovoltaic

expanding photovoltaic systems.

Electricity consumption [in GWh]
and share of renewable electricity [in %]Share of renewable electricity

consumption from 0.19 percent to 0.44 percent. Despite theinstallation of additional photovoltaic systems, our high elec-

427

tricity consumption means we still have a long way to go to427

reach our goal of 1.5 percent in 2025 and 2.5 percent by 2030.

418

58%3

We will only be able to reach these goals by systematically

50%

36%

systems at eight Greiner locations. Six new systems
were connected to the grid in 2023. We use most of thegenerated electricity ourselves and export any excess

2021

2022 32023

to the public grid. The last system to go into operation
was the one at NEVEON in Linz in June 2023. All pho-

3 Slight differences in key figures in 2022 are due to improved data
quality.

tovoltaic systems generate around 2.7 gigawatt hoursof electricity per year, equivalent to the consumptionof around 900 households. For Greiner, this means thatthe new photovoltaic systems can provide about four
percent of the electricity needed in Austria.

Photovoltaic systems
at the Kremsmünster site

Group-wide
energy sourcing:

Energy consumption [in GWh]
2021

2022

2023

Coordinated risk management approach

Greiner
Packaging

288

297

292

Previously, energy sourcing was handled locally and was coor-

NEVEON

39

38

37

Greiner Bio-One

92

91

88

Greiner total

427

427

418

dinated individually by the various sites. In 2023, we decided
to take a fresh look at the strategic direction of our energy
sourcing and develop a more centralized approach. Groupwide energy sourcing is currently focused on the purchase ofelectricity as electricity accounts for the largest share. The

Electricity consumption

transition grants us greater transparency and allows us to use
In addition to purchasing EACs, we continue to pursue thea coordinated risk management approach. The newly defined

Greiner uses hardly any fossil fuels in the production process

medium-term goal of entering into long-term electricity supply

principles will optimize the procurement process and synergies

because it has few high-temperature processes. Almost allcontracts directly with operators of solar or wind farms. These

will be leveraged more efficiently throughout the Group. Bothproduction systems are powered by electricity. That is why thepower purchase agreements (PPAs) will therefore play anof these will help us to achieve the company’s goals for energy

share of electricity in total energy consumption is as high as it

important role in the new energy sourcing strategy. From a

procurement. The signing of the ESG promissory note loan in

is. Using electricity efficiently and gradually reducing electricity

sustainability perspective, they have the potential to drive the2022 has created a commitment and financial motivation to

consumption is not just a cost factor; it is also very important

expansion of renewable energy in the long term, even more so

implement a Group-wide switch to renewable electricity byfor sustainability.

than other tools such as green power rate structures. Due to2030. This is made possible by centralized control, improved

the complex structure and far-reaching financial consequenc-

coordination, and more efficient monitoring.

We need various tools to achieve our goal of sourcing 100 per-es, we will rely in the long term on a combination of self-gener-cent of our electricity requirements from renewable sources byated electricity, the purchase of bundled and unbundled EACs

2030. Firstly, we plan to expand our own electricity production

and power purchase agreements.

using photovoltaic systems. Secondly, we will continue to relyon the purchase of Energy Attribute Certificates (EACs). In the

Our electricity consumption in 2023 was almost unchanged on

past, we primarily purchased them under the electricity supply

the previous year, declining by two percent to 418 gigawatt

contract as part of a green power rate structure (“bundled”).

hours. All three divisions experienced this slight decrease,

Switching to centralized sourcing will allow us to purchasewhich was highest (albeit still minor overall) at Greiner Bio-

EACs independently of the electricity contract in the future

One. Measured by total electricity consumption, the share of(“unbundled”). This should make it easier to manage quality re-electricity from renewable sources fell from 58 percent to 50

Share of renewable electricity [in %]
2021

2022

2023

Greiner
Packaging

28

64

58

NEVEON

47

33

21

Greiner
Bio-One

52

51

32

Greiner total

36

58

50

Self-produced renewable electricity 4 [in %]

2021

2022

2023

Greiner
Packaging

0.03

0.03

0.04

NEVEON

0.00

0.00

3.63

quirements for EACs (such as the age of the plant or the type

percent. This reduction is due to strategic considerations. Inof electricity production) for the entire Group and make theconnection with our ESG promissory note loan, we have an-entire sourcing process more transparent. This also improves

nually defined targets that will gradually bring us closer to ourGreiner Bio-One

0.09

0.39

0.10

internal non-financial reporting as it makes it easier to assessgoal of obtaining 100 percent of our electricity from renewable

Greiner total

0.13

0.19

0.44

when and how much renewable energy is purchased, forsources by 2030. We achieved our obligation for 2023 accord-

example, when electricity contracts are changed or switched

ing to these targets.

during the year.

110 — 111

4 Own consumption

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Energy

Fuel consumption[in MWh]

125,872

Efficient energy management

The implemented optimization measures include various

Lowering energy consumption

production processes.

activities relating to buildings and infrastructure andAs well as a gradual switch to an energy supply from renewable sources, greater energy efficiency and lower energy
usage are powerful levers for reaching our climate protection

78,42670,075targets. Our production, administration, and cutting plants
implemented 83 energy-saving measures during the reporting
period. Savings amounted to 5,033 megawatt hours in total(equivalent to around one percent of total energy consumption
in 2022) or 877 tons of CO2e (equivalent to around one percent

Fuel consumption

2021

2022

2023

Fuel accounts for 14 percent of our total energy consumptionof the total corrected Scope 1 and Scope 2 emissions in 2022)
in 2023. This is down compared to 2022, when energy savings
amounted to 6,555 megawatt hours or 1,025 tons of CO2e.

and are sourced almost exclusively from non-renewable sourc-

Around 68 percent of the energy-saving measures implement-

Heating energy

ed related to electricity. The remaining 32 percent of measures[in MWh]es (99.6 percent). Fossil fuels are also used primarily for thevehicle fleet, as well as for our internal logistics. Fuel for the
fleet accounts for a relatively low share of total fuel consump-

related to savings in the energy sources of heating, gas, andheating oil. Carbon savings were calculated using the DEFRA

14,722
13,19912,384tion (27 percent).

and MLC databases (previously GaBi) and electricity emissions
determined based on the site figures also used in Scope 2

tion and production areas→ Optimizing ventilation and heat supply systems by increasing automation, using residual heat, and upgrading
existing cooling systems→ Optimizing and replacing of lighting systems→ Reducing compressed air consumption and improving

Significant action in the field of production
processes:→ Purchasing new equipment and machinery→ Increasing process efficiency and using automatedshut-down processes

calculations.

Heating and cooling energy and steam→ Adjusting and reducing room temperatures in administra-

leakage management

and was 70 gigawatt hours in the reporting period. The fuels
used are mainly natural gas (63 percent) for heat generation

Significant action in the field of buildings andbuilding infrastructure:→ Optimizing engines and drives→ Improved leakage management

Purchased and self-generated heating energy, as well as cooling energy and steam – makes up just three percent of our totalenergy consumption. Nevertheless, this figure increased year
on year as a result of higher demand for heating and coolingenergy during the reporting period. Steam is used exclusively

2021

2022

2023

for the chemical production of a product component at one of
our company sites and has increased compared to 2023 due to
new production that had not yet fully begun in 2022.

Cooling energy

5 The difference between the total and the total of the threedivisions is due to Greiner AG not being reported separately inthe two images.

[in MWh]

1,507

Energy savings 5 [in MWh]

Energy savings 5 [in t CO2e]

980

941

1,117

8,064

1,025

6,555

877

5,033
2021

Steam

2022

2023
2021

2022

2023

2021

2022

2021

2022

2023

2021

2022

2023

6,042

3,329

2,569

Greiner Packaging

464

501

314

NEVEON

838

1,883

1,673

NEVEON

537

347

435

Greiner Bio-One

1,184

1,278

785

Greiner Bio-One

116

177

128

Greiner total

8,064

6,555

5,033

Greiner total

1,117

1,025

877

2023

[in MWh]

291

Greiner Packaging

17

2022

112 — 113

2023

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / Energy

Energy intensity

Greiner Packaging calculates energy intensity as total electricity

We show the change in energy use by energy intensity, aconsumption per kilogram of plastics. This calculation relates

metric we have defined as total energy consumption per

exclusively to products deemed to be in perfect condition thatrevenue (in kWh per 1,000 euros) since 2018. We had set our-are tracked in the ERP systems. There is good reason to focus

selves the goal of reducing energy intensity by 20 percent by

on electricity as the only energy source since our electricity-

2030 (base year 2018). Thanks to a wide range of measures,

intensive production processes require electricity to be thewe were able to reach it as early as 2022. At the same time,

primary energy source. Its goal for 2030 is a reduction of

however, it has also become clear that various factors, such

7.5 percent compared to the base year 2021.

as rising energy prices and inflation, have had a disproportionate impact on sales revenue and that the key figure in relation

NEVEON defines energy intensity as total energy consumption

to energy savings does not have the desired significance. In

in relation to gross margin, which applies to all locations andview of this, we restarted the process of defining key figures

includes all energy sources. Its goal for 2030 is a reduction of

in 2023.

15 percent compared to the base year 2021.

As a result, each division developed a specific key figure for

To measure energy intensity, Greiner Bio-One uses a key figure

energy intensity in 2023 in order to obtain a more reliable andthat measures electricity and gas consumption in relation toresilient metric. These specific intensity indicators result fromraw materials used. Its goal for 2030 is a reduction of ten

the different requirements in the production processes of eachpercent compared to the base year 2018.

division. There is no universally “correct” key figure as numerous factors have an influence on energy intensity. Such factors

An annual review is carried out to monitor progress in achiev-

include the product portfolio, capacity utilization, base load,

ing the new division-specific energy intensity goals. Thechanges to the product portfolio, and tests of new innovations.

results of this review are communicated in the annual report toThis is why three individual energy intensity targets were set

ensure that the defined goals are being met accordingly.

TCFD-relevant
information

with target values for 2030. These targets are also part of

The increase in extreme weather events, such as storms,
heavy rains, droughts and heat waves, illustrates theimmediate threat posed by climate change. It has an
impact not only on people but also on companies’
business processes. For this reason, we identify and assessclimate risks and opportunities for our company and forour upstream and downstream value chain. Because
nothing beats measures that promote resilience. Theselay the foundation for environmentally and economicallysustainable business development.

Greiner’s Blue Plan sustainability strategy and replace theoriginal group wide energy intensity target.

Specific energy intensity targets

Greiner Packaging

NEVEON

Greiner Bio-One

Electricity consumption(kWh)/ quantity offinished products (kg)

Energy consumption / grossmargin (EUR)

Electricity and gas
consumption (kWh)/plastics used (kg)

Target in 2023

-7.5%

-15%

-10%

Base year

2021

2021

2018

KPI

Outlook: Energy

Increased frequency of extreme weather events can adversely

In addition to the introduction of ambitious climate andaffect our operations, cause property damage, and harm ourenvironment targets and the continuous improvement ofbusiness performance. Also, capital market access will becomeGroup-wide data management, the reporting system must also

increasingly difficult for companies that cannot manage thebe expanded further. To accomplish this, we publish climate-­risks associated with the climate crisis. However, a systematic

related information in accordance with the recommendations

the ESG promissory note loan. We plan to meet these targets

analysis of climate scenarios and associated risks also pro-of the Task Force on Climate-related Financial Disclosuresby managing the largest electricity supply contracts centrally

vides companies with an opportunity to take a critical look at(TCFD). The climate change-related risks (and opportunities)
were identified and assessed as part of the ESG risk analysis.

As electricity accounts for the largest share of our energy use,and by implementing a Group-wide electricity decarbonization

the risks and opportunities. It refocuses our attention, redirects

our primary goal is to source 100 percent of our electricity

strategy. We will also evaluate the scope for further photo-action and financial flows to new fields and, in the end, leads

from renewable sources by 2030. As well as supporting thevoltaic projects – in particular outside Austria. The more infor-

to innovations that not only make the companies more resilient

Scope 2 goals of our science-based targets, this will also help

mative energy intensity targets should also help us establish

in structural terms, but also more successful in their businessus achieve our green energy roadmap established as part ofeffective measures for reducing our energy requirements.

activities.

114 — 115

→ Read more under: Governance / Business conduct / Risk
management

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / TCFD-relevant information

The table below shows where the report contains relevant

recommended by the TCFD across the Group in line with the

Our Sustainability Department is responsible for the Group-

For example, sustainability aspects are integrated into theinformation on the four subject areas as set out by the TCFD.

standards. This is planned for 2024.

wide coordination of all sustainability agendas and the related

research and development processes of product develop-

In 2023, we were not able to implement the scenario analyses

Subject area

Detailed TCFD-relevant Information

Reference

Responsibilities andgovernance

Governance of climate-related risks and opportunities

pp 64, 116,
219

Strategy

Climate-related risk
management

Key figures and targets

internal and external communication and representation. Since

ment, while production processes are optimized. For us, aNovember 2022, the leadership of the Sustainability Depart-climate-friendly energy mix is important. We also consider

ment has been shared by two Co-Heads of Sustainability, whosustainability when evaluating potential future markets anddivide their responsibilities for the area by topic. They act asaligning our business model.

Group-wide coordinators and, as such, as interfaces between
the decision-makers in the divisions and other relevant

We assess climate-related risks and opportunities and theirhigh-level areas such as Risk and Compliance. In the specialist

impact on our company on an annual basis to obtain for-areas, the area managers bear responsibility and drive specificward-looking information on the effects of climate change andManagement role in the assessment and governance ofclimate-related risks and opportunities

pp 64, 116,
219

Climate-related risks and opportunities(short, medium, and long term)

p 117

turn reports directly to the Greiner CEO. This structure makes

Impact of climate-related risks and opportunities on business,strategy, and financial planningp 117

tion at any time with regard to the various sustainability agen-due to climate change can lead to rising costs for energy,

das and for the divisions and specialist departments to receiveenergy infrastructure, and energy certificates. In addition,

Resilience of the corporate strategy considering various
climate-related scenarios, including a scenario featuring atemperature increase of 2 °C or below

plannedfor 2024

the best possible support for jointly pursuing Group-wide goals

climate change can increase the energy needed for cool-

Process description for identifying and assessing
climate-related risks

p 118Management of climate-related risks

p 118

matters according to their skills. The Co-Heads of Sustainabil-incorporate this information into our work. Potential climate-­

ity report to the Vice President People & Sustainability, who in

related risks could include:

it possible for the Executive Board to obtain targeted informa-→ Energy and emissions: Changes in the energy market

and requirements. At the divisional level, the sustainability

ing in the summer months, which can create more emis-

coordinators have responsibility for sustainability matters and,sions. In addition, rising prices for emission allowances

therefore, for climate issues. The coordinators maintain close

can lead to higher costs.

contact with the divisional heads, the specialist departments,

Linking the collection, assessment, and management ofclimate-related risks with classic business risk management

p 118

Metrics used to assess climate-related risks and opportunities

p 121

Scope 1, Scope 2 and (where applicable) Scope 3 emissions
and the associated risks

pp 97, 121

Metrics used to measure the impact of climate-related risks
and opportunities in relation to the associated targets

pp 121, 219

and the Group-wide Sustainability Department. The Sustain-→ Materials: The risk that the use of fossil raw materials

ability Council is the chief information and decision-making

will become increasingly limited or expensive or that the

body for managing ESG-related impacts, risks, and opportuni-

use of secondary materials will become mandatory andties. It meets on a quarterly basis under the CEO’s leadership.

that companies will therefore have to secure access to

These meetings are attended by the divisional heads, thealternative raw materials made from renewable sources,

sustainability coordinators, the spokespeople of the relevant

recycled input materials, or secondary raw materials.

working groups, and the Sustainability Department itself. De-

Regulatory requirements in the packaging, plastics, andpending on the focus and topics of a meeting, subject matterfoam processing industries are tightening, as are mar-experts are also called in as needed.

ket-specific requirements in our sales markets. This risk
can become a market opportunity for innovative pioneers.

→ Read more under: Sustainability management / Sustainability management structure→ Future viability (transformation): The failure to execute
future-oriented goals properly or at all can cause reputational damage and associated financial consequenc-

Our strategy and climate-related risks

es. A company can also lose financial strength if it fails

Our Blue Plan sustainability strategy is reviewed on an ongoingto adapt its business model to global trends in a timely

basis to ensure that it remains up to date and, if necessary, ismanner.

Responsibilities and governancedirectors and local departments and experts. They are respon-

adapted or expanded. The topics covered by the sustainability

Responsibility for climate-related issues lies primarily with thesible for supporting and implementing Group-wide targets at a

strategy and the associated targets are also taken into accountChief Executive Officer (CEO) of Greiner AG. Together with thelocal level through targeted measures. Depending on the mainin the Group Strategy, as well as in the strategic alignment ofaffected by flooding (due to increasing heavy rainfall

entire Executive Board, the CEO is responsible for sustainabili-

topic in question, there are also high-level departments thatthe individual divisions and specialist departments, such as

events or a gradual rise in sea level), extreme drought,

Research and Innovation, Purchasing, and Human Resources.

or population migration due to excessively high tempera-

ty matters and thus for all climate-related decisions. The Exec-are dedicated to the topic of circular economy, among others,

utive Board discusses potential climate-related opportunities

and specifically build up competence and expertise for theand risks and initiates further action as necessary. Greiner thus

entire Group.

→ Physical risks: The risk of production losses at sites

tures, drought, et cetera.

ensures that sustainability aspects are managed in a focusedmanner and taken into account in forward-looking decisions.

On the product side, responsibility lies with the respective

The Executive Board then reports to the Supervisory Board,divisions and their relevant departments, especially the re-which is thereby kept informed of material current develop-

search and innovation departments, which drive both productments. The Audit Committee is also informed on appropriate

inventions and product enhancements. We work closely withissues as needed. At the highest divisional level, the divisioncustomers, partners, suppliers, and research institutions to de-heads are responsible for the strategic direction and man-velop innovative products and solutions in response to market

agement of the sustainability agenda and report to the entire

needs and emerging plastics and foam processing require-

Executive Board. The division-wide specialist departments

ments. The individual divisions are also in regular contact so

in turn report directly to the divisional heads. At the site level,that they can exploit synergies and jointly address overarching

the issues are the responsibility of the respective managing

issues.

116 — 117

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / TCFD-relevant information

Current and futureareas of action

Climate-related risk management

Physical risks

in regions where physical risks, such as water shortages or

As a plastics and foam processor, our company is exposed toPhysical risks are the direct effects of climate change. A dis-

extreme weather events, currently play a minor role. However,various risks and opportunities related to climate change. Cap-tinction is made between:

as this may change in the coming years, physical risks are con-

Greiner’s greenhouse gas emissions represent a material

gating risks and possibly even turning them into opportunities.

→ Direct physical risks: These can include acute eventsand potential impact. In the next few years, we also intend toenvironmental impact, which is why our sustainability agendas

Our Group-wide Risk Department uses a structured approach(storms and heavy rain events) and chronic changes

conduct the climate scenario analysis required by the TCFD.

focus on decarbonization and the circular economy. Over 90

to progressively expand the risk survey and implement it(sea level rise). The consequences for companies canturing and classifying them systematically is essential for miti-

tinuously assessed in terms of their probability of occurrence

percent of our emissions fall within Scope 3, which is closely

across the Group. That is why we expanded our traditional risk

range from storm damage to buildings and the temporary

linked to the materials we source and the production condi-

survey to include ESG risks in the 2023 reporting year. We also

disruption of global supply chains through to the loss ofTransition risks(transformation risks, regulatory risks)tions of our suppliers. In addition to strengthening our commit-

continued to develop our risk management system with ex-coastal locations.

In addition to physical risks, there are also climate-related

ment to suppliers, we are paying special attention to upstream

ternal support. We take into account all relevant activities andand downstream logistics and the disposal of our products

developments across our entire value chain, from the supply

after use. It is essential to take targeted measures to prevent

chain through to production, waste disposal, and recycling.

and dispose of waste and to use materials efficiently. We are
simultaneously increasing our focus on processing secondary

Identifying non-financial risks is a material component of

raw materials, which will further reduce our emissions.

sustainability management. This is in addition to implementing

transition risks that could affect business activities in the short→ Indirect physical risks: These can include losses into medium term. Transition risks arise primarily as a result of

production due to a shortage of water in water-stressed

regulatory and political requirements such as the introduction

areas as a result of prolonged dry periods or heat waves.

of a carbon tax, the expansion and tightening of emissions

Indirect physical risks can also arise in connection withtrading, the Packaging and Packaging Waste Regulation

an increase in required investments in facility manage-(PPWR), or the ban on single-use solutions. However, they also

the sustainability strategy and various activities to advancement. This can occur, for example, when rising outsidearise as a result of market-specific and socially motivated de-the strategic goals. This process was carried out for the first

temperatures require technical and structural measuresvelopments related to decarbonization and the circular econ-

Increasing the amount of electricity we produce fromtime across the Group in 2023 by the Risk Department withto cool buildings.

omy. This leads to rising costs for companies and changing

renewable sources, reducing the amount of fossil fu-

the Sustainability Department and the involvement of theel-based electricity we purchase to zero percent by 2030,

Executive Board. The integration of ESG risks into risk manage-a. Energy and emissions

expectations among customers. In terms of plastics and foam,
As it stands, only a few of our sites are currently affected bythis primarily relates to national and European legislation where

optimizing energy efficiency in production, developing

ment, which started as a pilot project in 2023, will be rolled out

physical risks resulting from climate change. With the help

the focus is usually on the use of secondary raw materials andmeasures to achieve our science-based targets, develop-

across the Group in the coming years. In addition to the Group-of an external partner, we carried out an initial evaluation of

the recyclability of products.

ing a supplier engagement strategy

wide risk process, we also document local and topic-specificphysical risks at a site level back in 2021. This analysis wasb. Aspects of the circular economy

risks and opportunities as part of our various management

updated in 2022 and expanded to include all of our sites

systems (such as ISO 14001 and ISO 50001) at the sites, whereacross the world. The majority of production sites are locatedSelecting raw materials according to regulatory andthe results are incorporated into the local processes, activities,

market requirements, using materials efficiently, in-and objectives.

creasing the use of secondary raw materials, analyzing
recycling potential, using alternative materials, developing products to optimize their recyclability at the end of
their useful life, collaborations, gradually improving waste→ Read more under: Governance / Business conduct / Risk
management

management (increasing the share of recycled waste

Developments in recent years have shown that climate-related

and reducing landfill waste), using and consuming water

risks and opportunities in particular are becoming increasingly

sparingly and efficiently, closing loops to become a fully

important, but that they have an impact at different levels

circular company by 2030

and therefore on various areas of the company. The impact ofclimate-related risks and opportunities on a company is notc. Alignment of the business model
Anchoring sustainability aspects in the corporate strategy

usually apparent in the short term but rather over the medium
to long term. This makes it all the more important for us toas an essential higher-level tool in order to successfully

identify critical factors in time to align our strategic decisions

drive change, address global trends and requirements,

and activities.

and ensure the continued success of the business modeland therefore of the company

118 — 119

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Climate change / TCFD-relevant information

Adjusting to these effects may entail extensive investments orsustainable ESG promissory note loan in 2022 and verifying ourTargets and indicators

emissions account for more than 90 percent of our emis-

may also have an impact on corporate strategy and, depending

science-based targets in 2023.

Having an overview of our material ESG risks and opportunitiessions, which is why we are committed to reducing ouris not enough to transform Greiner into a viable, sustainable

absolute Scope 3 emissions in relevant categories (fuel-lated to this is the increasing orientation of the financial market

The following table lists the transition risks identified in thecompany and create a positive impact. What is needed is intel-

and energy-related activities, upstream and downstream

toward sustainability, which must be taken into account. We

course of the ESG risk assessment.

ligent risk management and the creation of the right conditionstransportation and distribution, as well as the end-of-life

to seize opportunities.

treatment of products sold) by 25 percent by 2030.

on the circumstances, on future mergers and acquisitions. Re-

have already set the right course for the future by signing a

The measures and targets set in this context can be used in

Overview of the main
climate-related risks and opportunities→ Supplier involvement

relation to the adaptation to climate changes already prevalent

We need to work closely with our suppliers to reduce(climate change adaptation) or to the longer-term avoidance ofemissions upstream in the supply chain. That is why weclimate-related consequences through the reduction of green-

have set a goal for 80 percent of our suppliers to havehouse gas emissions (climate change mitigation).

science-based targets by 2027, as measured by the

Overview of our climate focus areas:

emissions from purchased goods and services. By working constructively with our suppliers, we can not onlytransparently monitor and reduce these emissions but→ 100-percent renewable electricity by 2030

Risk

Countermeasures

Opportunities

Rising costs for energy, energy
infrastructure, and energy
certificates

Projects to improve efficiency andeffectiveness, development of aGroup-wide purchasing strategy
for renewable electricity, increasein the proportion of self-generated
electricity, awareness-raising at
the sites in combination with clear
targets

Cost benefits and image boost
from driving decarbonization as
well as protecting the environment and climate

Knowledge development, productdesign, collaborations, research,and development measures focusing on materials

Competitive and cost advantage
through comprehensive circular
economyInsufficient consideration of ESG
aspects in the innovation strategy
and product development(inside-out & outside-in risk)

Objectives in product sustainability, targeted research and development measures, product design

Promotion of a comprehensive
circular economy, decarbonization, environmental and climate
protection, image boost, opening
up of new markets

Financial risks or loss of market
share due to non-compliancewith new legal or customer requirements for existing products,
particularly in connection with
the PPWR, EU directives and EU
TaxonomyCompliance with legal requirements, development of internal
guidelines to meet requirements,
targeted research and development measures, product design

Promotion of a comprehensive
circular economy, decarbonization, environmental and climate
protection, image boost, opening
up of new markets

Limited access to outside financing due to lack of ESG considerations in Greiner’s strategy andbusiness model

Targeted measures to achieve theGroup-wide targets, drive circular
economy and decarbonization efforts, implement the requirementsof the EU Taxonomy, awareness-raising and control

Environmental and climate
protection, image boost, easieraccess to outside financing

Loss of image and customers due
to stagnation in the achievementof ESG targets and lack of governance structureGroup-wide monitoring of target
achievement, establishmentof a governance structure andclear assignment of responsibilities, implementation of regularmeetings, management of target
achievement through targetedmechanisms such as incentives
and target agreements, awareness-raising and sensitization

Environmental and climate protection, promotion of diversity,
image boost, opening up of newmarkets, retaining and attracting
employees

Limited availability and risingcosts of secondary or bio-based
raw materials

120 — 121

also encourage the development of sustainable supply

Our major climate goal is to source all of the electricity

chains, accelerating the transition to green businesswe purchase from sustainable sources by 2030. To thatpractices. This is why we encourage our suppliers toend, we have created a roadmap that defines and tracks

report their sustainability information to us through thethe annual steps. With the help of the Group-wide data

CDP or EcoVadis systems.

collection software, we gather information at our sites
each year and can use this to evaluate target achievement and plan further steps as needed.

→ Circular economy
We want to be a fully circular company by 2030. Together with our partners, we are working step by step toward→ Increase in the share of self-produced renewable elec-

our vision of optimizing and closing loops by disclosing

tricity to 2.5 percent by 2030

and actively improving the environmental performance ofWe have set ourselves the goal of continuously increas-

our products, increasing the use of secondary materials,

ing our share of self-produced renewable electricity and,

employing smart waste management, and protecting

where technically feasible, installing the photovoltaic

water resources. The focus of our efforts is primarilysystems. In order to do this, we will need to conduct

on material-specific measures and activities in terms offeasibility studies to determine not only the potential but

recycling, reusability, and even the use of secondary

also the necessary investment capital. At the same time,

raw materials. In relation to materials in particular, there

we are working to reduce our energy consumption.

are many different approaches that we want to evaluatewith regard to technical and economic possibilities. For→ Limiting global warming to 1.5 °C

example, we want to analyze the mechanical or chemical

We want to slash our absolute emissions. By gradually

recycling of materials and the use of bio-based raw

increasing the share of purchased and self-produced

materials and find out under what circumstances this canrenewable electricity, we are moving closer to our goal of

reduce the impact on the climate. At this point, we would

cutting 60 percent of our Scope 1 and Scope 2 emissions

like to mention our participation in high-level committees,by 2023 compared to the base year of 2021. To reachwhere we work with other stakeholders to find answers

our conservation goals, we need to identify possible

to important questions. By working closely with custom-

supplementary activities such as PPAs (power purchaseers and other stakeholders – for example, by integrating

agreements), internal CO2 pricing, the conversion ofcustomer feedback into our innovation processes andthe vehicle fleet, and making changes to mobility. Our

co-developing products and solutions – we are able toemissions in the value chain, both upstream and down-

identify future market trends and opportunities and drive

stream, are an important source of leverage. Our Scope 3

innovation.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy

Actual & potential impacts
Positive→ Closing material loops conserves natural resources→ The development of reusable products reduces the environmental impact at the end of the product’s life cycle→ Increasing resource efficiency and using a larger proportion of secondary materials reduces the use of primary
raw materials→ Using sustainable plastics reduces waste and CO2
emissions→ Innovations in product development enable the development of more sustainable products→ Cooperation and cross-sector collaboration help to build
and share knowledge

Negative→ Dependencies on collection systems and infrastructure
make it difficult to close material loops→ Increasing the share of secondary materials can impair
quality in certain plastic and foam products→ The use of composite plastics often makes collection,
separation and processing technically challenging andimpairs recyclability and recycling efficiency→ Strict regulatory requirements make it difficult to recycle
products→ The lack of uniform international standards creates different approaches along the value chain→ Recycling and downstream processing can be moreenergy intensive than conventional production processes,
which can cause CO2 emissions and other environmental
impacts depending on the energy source.

Management approach
Resource use& circular economy

Implemented measures & policies→ We made the circular economy an integral part of thestrategic alignments of the divisions and the GreinerGroup→ We purchased a recycling plant in Serbia and use
self-produced r-PET in Greiner products→ We developed a “design for recycling” strategy at Greiner
Packaging→ We broadened in-house knowledge of sustainableproduct development through the development andimplementation of training courses

tainable circular economy. To do this, we enshrined the circular

products made from sustainable plastics. All these activities

economy both in the Group’s strategy and in the divisions’

reduce waste volumes and the negative environmental impact

strategies. We therefore acquired a recycling plant in Serbia

of waste. In addition, design for recycling and the definitionin 2022 and set yet another milestone in our circular economyof eco-design requirements in the area of sustainable producttrajectory: the first-ever use of r-PET produced in-house. We

design are of essential importance. We use product carbon→ Greiner Packaging: 10% sustainable plastics 2 by 2025

pursue multi-level approaches to closing material loops. In

footprints and life-cycle assessments to drill down deeper into

addition to increasing our share of secondary materials, we are

our products’ actual and potential environmental impact and→ 100% FSC-certified or equivalent paper for secondary andfocusing on improving resource efficiency and extending thethen incorporate these findings into our product-development

product life cycle by developing reusable packaging.

processes.

→ Increase in secondary materials 1→ Greiner Packaging: 100% of plastic packaging is reusable,
recyclable or compostable by 2025

tertiary packaging by 2025
→ We calculated product carbon footprints for all material
product groups until 2024

Performance & target achievement

122 — 123

own processes

downstream processes→ Increasing the share of secondary materials or using biobased plastics generates new product innovations→ We improved data quality in the collection of waste
information by developing Group-wide, standardized
definitions of waste streams and giving specialist
presentations→ We developed and defined a Group-wide approach toregulate the procedure for classifying water risk or water

Targets

In recent years, we have also been working hard on developing

upstream processes

prints and life cycle assessments

stress at production sites

Our goal is to evolve from a linear economic system into a sus-

Our impact inthe value chain:→ We developed tools to calculate product carbon foot-→ We carried out life cycle analysis for all material productgroups until 2025
→ 0 t waste sent to landfill in Europe by 2025 and worldwide by 2030
→ 75% of waste recycled by 2030
→ Analysis of potential water savings in water-stressed
areas by 2023
→ Develop a Water Policy for all Greiner sites by 2023

→ See Overview of 2023 sustainability performance

1 Share of secondary materials (raw materials, consumables, supplies, and packaging) used in total material consumption 2 Proportion of sustainable plastic
raw materials used (recycled or bio-based) in all plastic raw materials used.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Materials

Materials

An overview of our materials

accelerators or, for high-density products, by radio­active

As defined in our Blue Plan sustainability strategy, we haveregulated by the Radiation Protection Act and the Radiation

decay of cobalt-60. The use of ionizing radiation in Austria is

set ourselves the goal of becoming a completely circularProtection Regulation, with the authorities ensuring compliancecompany. This is why key elements of our business practicewith these regulations through regular inspections.

are the efficient use of materials, the ongoing optimization of
our production processes, and the use of the latest production

Our total materials include all raw materials, supplies, operating

technologies.

materials, semi-finished products, and packaging. Our total

About 70 percent of our total purchasing volume compris-

tons in the reporting period, a decrease of 3.4 percent.

material consumption fell from 587,829 tons in 2022 to 567,786
es materials and raw materials. In addition to raw materials,
we also purchase semi-finished and finished products. We

The share of renewable materials 2 in total material consump-

generally separate these into five material groups. The mosttion declined to 13 percent last year. In 2022, this share wasimportant material groups are plastics 1, chemicals, and fibers.

22 percent. The renewable materials that we use include paper,

Based on the purchasing volume in euros, plastics are still the

cardboard, natural cork, and wood, for example. These mate-largest material group among the purchased raw materials at

rials are primarily used as packaging materials but also as raw
materials, for example, for decorating K3® cups.

53 percent in 2023. Chemicals make up 37 percent and fibers
six percent of total raw material purchases.

Changes compared to the previous year are particularly strikThe use of chemicals is subject to strict regulations. This in-ing when considering the table below and the material quan-cludes, for example, the REACH Regulation, which governs thetities used in our divisions. This is true both of renewable andregistration, evaluation, authorization, and restriction of chem-

non-renewable materials. We are working hard on improving

icals. Since the protection of human health is our top priority,

current material data collection and calculation processes. For

we use chemicals only in strict compliance with the applicable

this reason, changes compared to previous year figures are

regulations. In Austria, we deploy ionized radiation to sterilize

primarily the result of the ever-improving quality of underlying

our medical products. This is generated either by electron

calculations.

Purchasing volume
by material group[in %, based on raw material purchases in euros]

4

6

Other materials

Fibers37

Chemicals

We are particularly committed to the efficient use of ourresources and rigorously advocate for the progressive
implementation of closed material loops. This not only
cuts costs but also reduces negative impacts on people
and the environment along the entire value chain.
Our primary goal is to promote the use of sustainable
raw materials and continuously increase the share ofsecondary materials. Nothing will beat sustainable
materials in the future.
124 — 125

2023

6

5

Other materials

Fibers40

Chemicals

2022

4

47

49

Plastics

3

Other materials

FibersChemicals

53

Plastics

2021

47

Plastics

1 The plastics purchasing data includes granulates and films.
2 Renewable materials are materials derived from abundant resources thatcan be rapidly renewed through ecological cycles or agricultural processes
so that the services provided by those resources or other related resources
are not at risk and are available for the next generation.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Materials

Materials used [in t]
Greiner total

2021

2022

2023

Renewable materials

38,175

128,21275,965

Non-renewable materials

367,397459,617491,821

Total

405,572

587,829567,786
The r-PET flakes from ourrecycling plant in Serbia
were used in Greiner
Packaging’s production
for the first time in 2023.

Greiner Packaging
Renewable materials

31,438

115,575

31,523

Non-renewable materials

177,278

254,802225,292

Total

208,716

370,377

256,815

2,069

9,440

5,772

Non-renewable materials

155,895

163,369

191,743

Total

157,964

172,809

197,515

NEVEON
Renewable materials

Greiner Bio-One

currently limited due to the strict requirements in the medical

the definition of the Ellen MacArthur Foundation Global Com-

industry. We are working on this issue in pilot projects such as

mitment, 84.6 percent of our plastic packaging was alreadythe “Rack Back Initiative” for the reuse and recycling of pipettedesigned for recycling in 2022. The share of plastic packaging

tip racks. Where standards permit, such as in packaging mate-that is actually recyclable is 8.2 percent 3. Moreover, we haverials, Greiner Bio-One uses recycled materials and already ob-

set ourselves the goal of sourcing ten percent of our plastic

Renewable materials

4,668

3,197

38,669Non-renewable materials

34,224

41,44674,785tains 85 percent of its secondary and tertiary packaging frommaterials from sustainable plastics by 2025 4. According to

113,454

FSC or equivalent certified paper sources. At NEVEON, we are

the definition of the Ellen MacArthur Foundation Global Com-also actively looking for ways to increase the share of second-

mitment, three percent of the plastic materials we used cameary materials. For example, NEVEON is collaborating with BASF

from post-consumer recycled materials in 2022 5.

Total

38,89144,643on solutions in chemical recycling. In 2023, we successfully

The total material consumption includes all purchased raw materials, supplies, and packaging directly used or
consumed in production. Changes compared to previous years are due to continued improvements in data quality.

produced high-quality mattresses with a recycled content of

We will need to make progress in the development of plastic

80 percent in the polyol component.

waste sorting if we want to obtain high-quality and clearly
separated recycled materials. The heterogeneous development

Secondary materials
The reuse of secondary materials reduces the need for primary→ Read more under: Our Performance / Divisions

Share of secondary materials
in total material consumption [in %]of the infrastructure in various countries poses significant
challenges for global companies like us. This means that weGreiner Packaging is navigating a changing regulatory envi-

can only recycle effectively if companies along the entire value

raw materials, which leads to the conservation of naturalronment. There are strict product safety rules for packaging

chain work together and invest jointly in modernizing the circu-

resources and replaces the often more energy-intensive ex-that come into contact with food. Meanwhile, the industry is

lar economy.

traction of new raw materials. In addition, returning secondary

undergoing radical change since the revision of the EU’s Pack-materials to the production processes can reduce the amount

2021

2022

2023

aging and Packaging Waste Directive will set new standards.

of waste and the environmental impact associated with each

Greiner Packaging

10

15

7

This directive, which is currently being developed at the EU

disposal method (landfill, incineration).

NEVEON840level and is expected to be published as a new regulation, aims

We aim to steadily increase the proportion of secondary ma-

Greiner Bio-One

4

4

3

terials used. The decline from eleven percent in 2022 to four

Greiner total

9

11

4

percent in 2023 is due to an increase in the quality of data

ships and initiatives

to reduce the amount of packaging waste and defines binding
requirements for the design of packaging as well as recycling
targets. Greiner Packaging sees the recyclability of a productas an integral part of the design process, enabling it to meetcollection and calculation.

To calculate the proportion of secondary materials, all secondary
materials used (raw materials, supplies and operating materials,
and packaging) are compared against all of the materials used.

Challenges and milestones in
the use of recycled materials
The year of 2023 was characterized by high inflation, risinginterest, and energy costs as well as shortages of primary andGreiner Packaging’s production. We are determined to further

secondary materials. To strengthen the company’s resilience,

expand the use of internally produced r-PET in our products

the Greiner Group’s first recycling plant was acquired in Serbia

and will therefore continue to resolutely pursue this visionary

back in 2022. It is essential to ensure that access to secondarypath.

materials is guaranteed both in the short and long term. We
achieved another milestone in this respect last year: For the

The use of recycled materials varies within our different divi-

first time ever, we used r-PET flakes from our recycling plant insions and product categories. At Greiner Bio-One, its use is

126 — 127

→ Read more under: Sustainability management / Member-changing legal requirements. This is why Greiner Packaging have has set the goal of making all plastic packaging
reusable, recyclable, or compostable by 2025. According to

3 The figures for 2023 were not yet available at the editorial deadline. The
calculation method used was changed in 2020. Up until that point, we
had been using a local approach (i.e. calculating on a country-by-country
basis). Since 2020, we have been using a global approach where all ofour packaging is measured using the threshold values for a recycling rateof 30 percent per 400 million people. Based on this methodology, there
is no sufficient recycling infrastructure available for PP rigids, PS rigids
and PET non-bottles in Europe. In comparison with 2020 (34 percent)therefore, the logic behind the calculation has changed. 4 Proportion ofsustainable plastic raw materials used (recycled or bio-based) in all plastic
raw materials used. 5 The figures for 2023 were not yet available at theeditorial deadline.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Materials

Use of renewable raw materials

An example of the use of renewable resources can be seen at

Paper from certified forests

NEVEON where castor oil is used as a bio-based raw material

We mainly use paper in the form of cardboard boxes, trays,

CDP forests score
We are rated annually by the CDP in the categories of climate,

Alternatives to conventional plastics and foams can be foundin the production of the EMC Verde line of cold-foam mattress-

interlayers in cardboard boxes and on pallets, labels, or paper

water, and forests. In the interest of maximum transparency,

in bio-based variants. Even with bio-based raw materials,

es. Castor oil is not used as a foodstuff, making it a justifiable

adhesive tape for the packaging of our products. Paper con-

we have also made the CDP forests score publicly available

however, it is crucial to analyze the environmental impact com-

raw material both ethically and in terms of food safety. Greiner

sumption accounted for 21 percent of total material consump-on the CDP Disclosure Platform since 2022. We received aprehensively and carefully. For food safety reasons, only input

Packaging is also constantly advancing the use of sustainabletion in both 2023 and 2022.

C score in 2023, as in the previous two years. We primarily

materials should be used that neither compete with foodstuffs

plastics. For example, by integrating the Bornewables™ portfo-

nor could have a negative impact on the environment or soci-lio from Borealis, Greiner Packaging has introduced renewable

Last year, we took a big step toward our goal of sourcing

cess small amounts of rubber, leather, and textiles and do not

ety due to their cultivation method. Compared to conventional

resources into the production of food cups made of poly-

all of our secondary and tertiary packaging paper from FSC

process soy, natural rubber, or seeds. For this reason, certain

fossil-based plastics, which release more climate-impacting

propylene (PP) with in-mold labeling (IML) as the decoration

or equivalent certified paper sources by 2025. In 2023, 76

topics, such as dispossession and evictions, are of only minor

CO2, the environmental footprint of bio-based plastics is often

technology. Our subsidiary Greiner Zeroplast is also working

percent of secondary and tertiary packaging used came fromrelevance to Greiner.

reflected in an increased potential for acidification and eutro-

intensively on the development of sustainable alternative plas-

forestry-certified paper sources. We will continue to work as

phication as well as the amount of land required. These effects

tics for industrial injection-molding series production.

process plastics from the petrochemical industry. We only pro-hard as we have been doing and so are convinced that we willreach the goal we have set for ourselves.

are attributable to the agricultural production of raw materials.
With the help of product carbon footprints (PCFs) and life
cycle assessments (LCAs), we can estimate the potential andactual environmental impact of our products over their entire

Our CDP forests scorelife cycle.
→ Read more under: Environment / Resource use & circular
economy / Products

A

Paper for secondary and tertiary
packagingfrom certified forestryA–
B[in %]

B–

84

85

2021, 2022, 2023

C
C–

70

D
D–

Greiner total

76
2023

Greiner Packaging: Using
renewable raw materials forfood packaging
By integrating the Bornewables™ portfolio from Borealis,
Greiner Packaging has for the first time introduced re-2023

Greiner Packaging
NEVEON
Greiner Bio-One
With Borealis’s Bornewables™ product,
Greiner Packaging has integrated renewable
resources into its food cups.
This reduces the product carbon
footprint by up to 120 percent.

Outlook: Materials
The acquisition of the Greiner recycling plant and the useof r-PET from our plant in Greiner products means that wenewable resources into the production of food cups madehave taken more successful steps in the secondary materialsof polypropylene (PP) with in-mold labeling (IML) as thedomain. We will continue to focus on driving the integration of

decoration technology. Bornewables materials offer the

intra-Group recycling options in the future. The EU-wide Pack-same properties as virgin polyolefin but their product carbon

aging and Packaging Waste Regulation will present us and thefootprint is up to 120 percent lower than fossil fuel-based

entire packaging industry with new challenges over the next

PP. The ISCC+ certification of numerous Greiner Packaging

few years. As a company, we are following the developments

sites ensures that this IML cup can be produced at variousof this packaging regulation very closely and are already set-

Greiner Packaging sites.

ting ourselves up to act in accordance with the future requirements. We will also actively pursue our ambitions in the use ofsustainable materials in product innovations and collaborations
along the value chain.

128 — 129

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Products

Products

Product quality
is paramount
We see our products everywhere in our daily lives: the yogurt
cup from the supermarket, the blood collection tube at thedoctor’s office, or the mattress we sleep on every night. The
Greiner product universe is incredibly varied. We faced numerous product quality and safety requirements across the entire
product portfolio. Medical devices and food packaging are
subject to particularly strict regulatory requirements to ensurethat our products are safe for consumers. It goes without
saying that we meet these regulatory standards because ourcustomers and consumers trust that our products are safe.
58 of our production sites are certified to ISO 9001 or an equivalent standard. These certifications ensure that product development processes are defined and implemented. In addition,
we use a comprehensive range of other management system
certifications within the Group to ensure the quality and safetyof our products. The management systems we have introduced
are continuously being improved through regular internal andexternal audits. This allows for regular verification of compliance with product quality requirements. If nonconformities are
identified, appropriate actions and activities are initiated immediately and their effective implementation is monitored.

Ensuring product quality
In addition to the far-reaching ISO 9001 standard, the BRC
Global Food Safety Standard plays a central role in the foodand food packaging industry. It is the world’s leading foodsafety standard and has been developed to provide clear
safety, quality, and operational criteria for food manufacturers. These criteria are designed to ensure that all legal andconsumer protection requirements are met. We are required to

The demands on our products may be diverse and differ
by sector, but nothing beats our common goal: We wantto make our products as sustainable as possible. This
includes reducing the use of materials, promoting reusable
solutions, integrating recyclability, using sustainable
plastics, and increasing the use of secondary materials.
After all, there is no alternative to creating a circular
economy.

130 — 131

follow the standard in connection with the manufacture of foodIn the foam sector, ISO 9001 forms the basis for producing

packaging, and it serves as a guideline for the safe production

safe and compliant products. Similar to the packaging sector,of our products.

compliance with the REACH Regulation, which regulates

In the medical devices sector, in addition to ISO 9001, ISO

chemicals, is a basic prerequisite for the production of safe,

13485 certification forms the basis for manufacturing prod-

high-quality products. Depending on the particular industry

ucts that meet the highest standards of quality and safety.

in the foam sector, compliance with a wide variety of norms

the registration, evaluation, authorization, and restriction of

ISO 13485 focuses on product safety and contains detailed

and standards is a must, from the IATF 16949 standard (in therequirements for product design, manufacture, and marketing.

automotive industry) to the EN 9100 standard (for organiza-

In addition to these standards, there are specific requirements

tions in the aerospace industry). In addition, other product andfor products that are listed by the FDA (US Food and Drugmanagement system certifications such as CertiPur (a testing,

Administration) or that have to meet European requirements

analysis and certification program for the environmental, health& safety properties of polyurethane foam), OEKO-TEX® STAN-

under the MDR (European Medical Device Regulation) or
IVDR (In Vitro Diagnostic Device Regulation). The stringent

DARD 100 (label for textiles tested for harmful substances) or

regulatory requirements mean that medical devices need to be

OEKO-TEX® STeP are proof that product quality and consumer

risk-­assessed according to ISO 14971.

safety are our top priorities.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Products

Pushing for a circular economy

Developing sustainableproducts

set ourselves the goal of calculating carbon footprints for all

We want to move away from a linear throwaway economy

in the future: closing these material loops and reusing previ-

major product groups in all three divisions by the end of 2024.

and instead push for a sustainable circular economy. In a linear

ously used materials to make new products.

Sustainable products typically have very little or, at best, no

Division-specific tools to independently calculate the carbon

system, a product is produced, used, and then thrown away.

negative environmental impact throughout the product’s entire

footprint of our products were developed in the 2023 reporting

To become a circular company, we need to think of our prod-

To be successful in these efforts, we need to pay more at-life cycle. In other words, a sustainable product design mini-

period. The results can be used to calculate carbon reduction

ucts in a circular way. In addition to the recycling and reusetention to the end of the product life cycle. Except as part ofmizes the product’s environmental footprint at all stages of thepotential, which can then be incorporated into future productof products, there are other options such as extending the life

pilot products, we do not currently have any active productvalue chain. This means using materials as efficiently as possi-

innovations.

of products and switching from single-use to reusable prod-

return systems in place. This means that to achieve a circular
economy, we need to think beyond corporate boundaries andvalue chain.

we have calculated a product carbon footprint for many ofour products. To take a more integrated approach, we haveble along the entire value chain, maximizing energy efficiency,
minimizing emissions and other environmental impacts as well

However, we want to not only determine the carbon emitted byucts. Some of our products, like the classic yogurt cup or
VACUETTE® tube, have very short useful lives and are usuallyas avoiding waste by using secondary materials, increasing

our products but also prepare life cycle assessments (LCAs).

used only once. By contrast, soundproofing products or mat-recyclability, or promoting re-use solutions.

With the help of these assessments, we can analyze a number

tresses, for example, have multi-year lifespans. Whether shortof potential environmental impacts that our products have overor long lived, all these products have one thing in common:

That is the reason why we are increasingly focusing on producttheir entire life cycle. We started calculating the first life cycle

design. The decisions we make at this stage can have a signif-

assessments in 2023. We intend to gradually expand these

icant impact on the environment down the road, whether they

analyses and have set ourselves the goal of conducting life

involve the efficient use of materials and energy or the use

cycle analyses for all major product groups in all three divisionsof secondary or bio-based raw materials. All these decisions

by the end of 2025. The knowledge gained from these analy-

affect the carbon footprint of each product and ultimately

ses will then inform our product development processes.

They must be disposed of at the end of their useful life, often
through incineration. And this is exactly where we want to go

collaborate and cooperate across sectors and along the entire

that of the Greiner Group as a whole. Over the past few years,

Life cycle analysis for
Greiner Bio-One multi-use
transport boxes

Greiner Innoventures focuseson the circular economy
Greiner Innoventures is Greiner’s corporate business angel andplays an important strategic role in developing new businessWe are deeply committed to promoting reuse because it gives

areas. In the future, there will be an even greater focus on

us great leverage to reduce our environmental impact. For

identifying and developing innovations and business models

example, a life cycle analysis has shown that the reusable

for a functioning circular economy. Some examples of circulartransport boxes produced by the Greiner Bio-One division havestart-ups where investments have already been made include

a significant environmental advantage over single-use trans-

MATR (mattress solutions for the hotel industry) and Hemp-

port bags. The analysis covered several impact categories,

static (noise insulation panels made from industrial hemp).

including climate and ozone depletion.
→ More information: Our performance / Developmentof the Group

Greiner Bio-One multi-use transport boxes such as the VACUETTE®
transport box (VTB) for 40 tubes pictured here have a significant
environmental advantage.

132 — 133

The construction and building sector is responsible for almost 40 percent
of global CO2 emissions. The start-up Hempstatic uses agricultural
hemp industry residues to produce CO2-absorbing, recyclable indoor
soundproofing systems.

133 — 133

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Products

Projects and measures

Use of reusable drinking cups

We work hard to make the vision of sustainable products

taken another major step towards a circular economy. The

and closed material loops a reality, whether by reducing theuse of RFID chips also makes it possible to accurately countamount of material, switching to reusable solutions, increasing

the number of cycles and optimize the underlying logistics

By developing reusable drinking cups, Greiner Packaging has

recyclability, incorporating more secondary materials, or using

processes. Reusable cups can be re-used up to 150 times

sustainable plastics. A sampling of our many projects andwithout degrading and can be more environmentally friendly

initiatives underscores our efforts:

than single-use cups after as few as five cycles. These help
protect our environment by conserving valuable resources andeliminating plastic waste.

New steps in the Holy Grail 2.0 project
Digital watermarks are invisible to the human eye and containa great deal of information. They will play an important rolein product recyclability in the packaging market and sorting
facilities. Greiner Packaging and over 160 other companies
are members of the HolyGrail 2.0 digital watermarks initiative.
Driven by AIM – European Brands Association, powered by the
Alliance to End Plastic Waste. This project explores how digitalwatermarks can be used on a large scale. In what is now thethird phase of the initiative, digital watermarks are demonstrating their potential under real market conditions.

Greiner Packaging’s reusable drinking cups stand out
thanks to their high quality and impressive lifespan.

From yellow recycling bags to beverage trays
Greiner Packaging and its partners took a further step towards
The Holy Grail 2.0 project explores how
digital watermarks can be used on alarge scale.

a circular economy in 2023. Moving forward, Rauch brand beverages will also be presented in supermarkets in trays madefrom 70 percent PCR (post-consumer recycled) r-PET material.
Recycled trays are made from waste collected in the yellow
recycling bag. This tray-to-tray recycling reduces dependence
on the PET bottle flow.

Greiner Packaging’s capsules are
made of a compostable polymer.

Certification for compostablecoffee capsules

GPOil project optimizes chemical
recycling at Greiner Packaging

Greiner Packaging developed a compostable polymer solution

The research project aims to convert non-recyclable plastic

to improve the environmental footprint of capsule packaging.

waste, currently used as refuse-derived fuel (RDF), into valu-

Used capsules can simply be discarded in the garden compost.

able raw materials that can be chemically synthesized into

The capsules were certified by TÜV AUSTRIA BELGIUM nv in

new plastics. State-of-the-art pyrolysis technologies were2023. Tests confirmed that Greiner Packaging capsules meetused to generate oil from a variety of materials such as films,

the high requirements of the “OK Home Compost” certificate.

RDF fractions, and even coffee capsules from a collection that

The certificate is only awarded to products that can be com-

is currently being set up at the plant. This process harbors

posted at low temperatures such as those found in backyard

tremendous potential, as underscored by a yield of 60 to 80

compost heaps.

percent pyrolysis oil, depending on the materials used. The

Greiner Packaging

GPOil project, which is well advanced and scheduled to run
until 2024, is now focusing on the detailed characterization ofMore details and other exciting

the oil produced. Special attention is paid to the purity of the

projects can be found on Greinerhydrocarbon compounds to optimize the quality of the oil for

Packaging’s website.

the industrial cracking plants (production of raw materials forgreiner-gpi.com

plastics).

134 — 135

Greiner Packaging’s recycled trays for the Rauchbrand are made of 70 percent r-PET.

→ More information: Our Performance / Divisions /Greiner Packaging

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Products

Pioneering the industry with
REDcert2 certification

Greiner Bio-One’s rack-back project shows that steps
can also be taken to create a more circular economy
in the medical technology sector.

NEVEON was successfully audited and has been REDcert2 certified since April 2023, making it an industry pioneer. REDcert2
is an initiative of leading associations and organizations of theGerman agricultural and biofuel industry. The REDcert2 system
for the certification of sustainable material flows in the chemical industry sets additional requirements for sustainability certification that go beyond the legal requirements of the REDcert2
EU certification. NEVEON contributes to the decarbonization of
PU value chains by using the REDcert2 mass balance approach.

NEVEON received its REDcert2
certification in 2023.

Rack back: reuse of pipette tip racks
The rack-back initiative was launched at the Greiner Bio-One

Milestones in mattress recyclingsite in Mosonmagyaróvár, Hungary, in March 2022. Clean,empty pipette tip racks are taken back, cleaned, and offered to

In 2023, NEVEON succeeded in producing high-quality foam

customers to be re-used or recycled externally. The racks areblocks with a recycled content of 80 percent in the polyol

collected when the regular deliveries are made to customers.

component and transforming them into high-quality mattresses.

Collected racks are made available to customers for reuse free

They are made from a repolyol that is 100 percent derived fromof charge and while supplies last. When racks are recycled, an

old mattresses using a recycling process developed by BASF.

external partner recycles the materials. Through the rack-back

Another milestone was also reached in the year 2023: Even

project, Greiner Bio-One is showing how pipette tip racks canthough they cannot yet be produced on an industrial scale,

be reused and recycled, as well as how steps can be taken

they were used for the first time at BASF’s Hotel René Bohn.

to create a more circular economy in the medical technology

Greiner Bio-One
More details and other exciting

sector.

projects can be found on Greiner
Bio-One’s website.
gbo.com
BASF and NEVEON provide hotels with recycled mattresses

The rack-back initiative involves re-using or recycling
Greiner Bio-One racks.

→ More information: Our Performance / Divisions / NEVEON

Outlook: Products
NEVEONNEVEON produces high-quality foam blocks witha recycled content of 80 percent in the polyol
component and uses them to make high-quality
mattresses.

We will continue to focus on developing sustainable products.

to press ahead with this issue in the coming year. In addition

This is why we will calculate product carbon footprints for all

to internal adjustments, the end of the product life cycle willmaterial product groups in 2024 and incorporate the findings

continue to be a key aspect of sustainable product develop-

projects can be found on NEVEON’s

into our product development processes. We will continue toment. We will continue to develop products, work on ongoing

website.

refine the tools that we have developed to calculate productprojects, and actively look for start-ups in the circular economy

neveon.com

carbon footprints and will also seek ISO 14067 certification in

space. With our innovative spirit and expertise, we will continue

2024. Increasing importance is also being given to life cycle

our journey towards circularity with strong partners.

More details and other exciting

assessment calculations and the associated considerationof multiple impact categories. That is why we will continue

136 — 137

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Waste

Waste

Waste in a global context

are critical for a global company like Greiner when it comes to

The growing volume of waste around the world poses a signif-

and platforms, we try to promote standardization and thereby

icant challenge since much of it is still improperly dumped or

improve waste systems.

closing material loops. As a member of various organizations

disposed of in landfills or incinerators. Inadequate or improper
waste management negatively impacts not only the environ-

In addition, in preparation for the new EU Corporate Sustain-

ment but also human health and society as a whole. It alsoability Reporting Directive (CSRD), we conducted an in-depth

entails the loss of valuable materials. Transitioning to a circularGroup-wide gap analysis of our environmental standards

economy of reduction, reuse and recycling continues to require

during the reporting period and adapted our reporting process

considerable effort.

to meet the new reporting requirements.

In our Blue Plan sustainability strategy, we set ourselves the

Corporate waste management

goal of becoming a circular economy company by 2030. At the

We are a company that processes plastics and foam andsame time, we aim to send zero waste to landfills in Europe

produces waste during processing. Clean rejects are recycled

by 2025 and globally by 2030. At the same time, we aim to

directly into the production process through internal recycling

increase the share of recycled waste in the total volume ofprocesses and reintegrated into the production processwaste to 50 percent by 2025 and 75 percent by 2030. Greiner

wherever technically feasible. Rejects that we cannot process

Packaging also plans to make all of its packaging recyclable,

directly are sorted, collected and then disposed of or recycled

reusable, or compostable by 2025. This measure is intended toby external companies specializing in this field. Plastic waste is

reduce waste along our value chain.

the Greiner Group’s largest waste fraction by weight.

We use awareness-raising measures both in product design

Many of our production sites employ waste management

and at waste-generating points in order to drive improvements

concepts to achieve continuous improvements. Environmental

in waste reduction. We also seek and maintain partnerships

management systems also help to optimize waste streams andand memberships that not only support our transformation to

the collection and shipment of waste. A total of 36 sites havea circular company but also fundamentally contribute to a sus-

been certified to ISO 14001.

tainable future. Since 2019, for example, Greiner Packaging has
been helping to remove plastic waste from the oceans near thePhilippines through a joint project with Plastic Bank (see Social
Commitment chapter). We are also strongly in favor of a global
UN agreement to combat plastic pollution. Another way wecan work toward a circular future is through collaborations andmemberships.

Nothing beats switching from a linear to a circular
economic system. This requires a radically different
approach to how we use our resources. Raw materials
must be extracted in an environmentally sound manner.
The products made from them must be manufactured
in a way that conserves resources and minimizes waste.
We improved our waste management system in 2023 byconducting a thorough analysis of our waste generationand collaborating across the value chain. A number ofwaste reduction projects were also implemented.
138 — 139

Best practice survey in waste
data collection

Our waste management is guided by the five-stage waste hier-

We took a closer look at the challenges of waste dataarchy of the EU Waste Framework Directive. Waste should becollection at the various locations as part of a academ-

prevented, reused, recycled, and then disposed of to reduce

ic thesis paper in order to gain a more detailed insightenvironmental impacts. The variety of collection systems andinto the processes involved. Interviews were con-waste management laws at all our locations makes it difficult

ducted with data collectors at selected sites to gain a

to take a uniform approach. Waste management regulations

better understanding of current challenges and obtainconcrete suggestions for improving future waste reporting. The results have revealed a need for additional support in the data collection process. This includes
increasing the frequency of communication with datacollectors and the number of reporting cycles as wellas providing customized support materials for data
documentation. This feedback is used to improve reporting. The first consequence was a reduction in datacollection frequency for waste metrics from one year
to one quarter.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Waste

Waste generated [in t]
2021

20221

2023

PE foam waste

432

263

122

Solid hazardous waste

75

288

285

Metal waste

1,145

665

Liquid hazardous waste

899

783

Group-wide waste quantities rose slightly to 25,227 tons in the

Measured by total volume of waste, most of our waste in 2023

2023 reporting period. This is five percent higher than in thewas incinerated (44 percent) or recycled (42 percent). Our

previous year. By defining by-products and waste more pre-medium-term Blue Plan target is to recycle 50 percent of ourcisely and providing a more detailed breakdown of by-prod-

waste by 2025. Given that we are already at 42 percent, weucts, the quantity of PE foam waste halved and PU foam

are confident that we will achieve this target. Moreover, only

waste reduced by a third. The sharp year-on-year rise in liquidnine percent of our waste was sent to landfill, an impressive

800

hazardous waste is striking (47 percent). This is because one

decline of nearly 1,000 tons on the previous year. This marks aproduction site had to dispose of cleaning water contaminatedreduction of 30 percent based on the total volume of our land-

1,151with oil as liquid hazardous waste. In absolute terms, plastics

fill waste. This is thanks to gradual process optimization andwaste and non-recyclable waste saw the greatest increases.

the successful pilot project at the Nyrsko (NEVEON) production

Wood waste

1,020

1,064

1,153

PU foam waste

1,578

1,682

1,140

Waste disposal and recycling

Other waste

3,484

2,254

2,535

With a waste volume of over 25,000 tons, it is essential that weby 2030. Nevertheless, 2,345 tons of our total waste was still

understand how to treat the materials we no longer need. We

sent to landfill globally in the reporting period.

site. This brings us far closer to achieving our Blue Plan goal ofsending zero waste to landfills in Europe by 2025 and globally

Paper and cardboard waste

3,975

3,788

3,834

Residual waste

5,673

5,613

6,100

sites, which are responsible for recycling and disposal. Pro-

Plastic waste

10,424

7,543

8,106

cesses vary on account of different, division-specific materials

Greiner total

28,70423,94325,227comply with the national legal requirements at our company

and local waste management systems.

In 2022, we began keeping track of by-products as well as

The majority of the “Hazardous waste” category consists of oil

waste quantities. Tracking by-products and waste is a chal-

waste from production and laboratory waste generated in thelenging task since legal definitions are not always clearly inter-production of additives and other production processes. These

preted in practice. This is why we are in regular communication

substances are always sent to specialized waste managementwith experts in this field in order to make annual adjustments

companies.

Supplier collaboration andproduct changes to reduce
waste

where necessary. To further improve documentation of all
by-products in production processes that were previously notstrictly reported, we expanded and refined by-product tracking
in 2023. As a result, the total quantity of by-products reported

We carried out a comprehensive analysis of the largest

Waste generated by Division [in t]

waste streams as part of a pilot project at the Czech site

increased by about ten-fold. Thanks to this more precise data

in Nyrkso (NEVEON). These findings were used to de-Waste sent to landfill 3 [in t]collection, a clearer definition of waste was established andvelop a detailed 2024 action plan aimed at reducing theamount of waste sent to landfills. The plan employs prod-

by-products that were not reported in previous years or incorrectly recorded as waste were presented more accurately.

Greiner Packaging

2021

2022 1

2023

Most of the waste produced by the Greiner Group consists of

Non-hazardous
waste

9,661

7,639

8,986

Hazardous waste

122

270

309

plastic waste from our production processes. This explains
the high share (94 percent) of non-hazardous waste. Alongwith plastic and foam waste, the Greiner Group also generates
non-recyclable waste, paper and cardboard, wood, metal, andother waste fractions (such as biogenic waste). Our waste is
exclusively handled by external recyclers that have the necessary waste recycling concessions or infrastructure in place.

2021

2022

2023

Global

3,004

3,339

2,345

Europe

1,751

1,743

867

Non-hazardous
waste

11,826

9,945

10,167

Hazardous waste

260

346

566

One particularly noteworthy measure concerns a change
in the production of insulation for hot water storage tanks.
resulting in offcuts that were not recycled but sent toTotal waste by disposal
and recovery process [in %]landfills instead. To eliminate this problem, we switched
to non-glued plates as part of a pilot project. Following a
successful test phase in which the high quality standards
were maintained, the switch makes it possible to dispose

Non-hazardous
waste

5,075

Hazardous waste

592

5,282
455

2021

2022 1

2023

Incineration

39

39

44

Landfilling

10

14

9

Recycling

44

43

42

other or unknown
disposal

7

4

4

4,629
560

Greiner total 2

140 — 141

to develop innovative approaches to waste prevention.

Previously, it involved glueing two materials together,

NEVEON

Greiner Bio-One

1 Slight differences in key figures in 2022 are due to improved data quality.
2 Contains waste volumes of Greiner AG 3 Differences in key figures comparedto the last publication are due to improved data quality.

uct modifications and closer partnerships with suppliers

Non-hazardous
waste

27,73022,87223,800

Hazardous waste

974

1,071

1,436

of the two materials separately. Both materials can now
be pressed and returned to the supplier, who reuses themin various applications, including in our own products inthe case of nonwoven fabrics.
Overall, this product change – combined with other measures such as the return of textiles, packaging film andcardboard and more precise sorting – has reduced on-site
landfill waste by around 70 percent (250 tons).

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Waste

Waste directed to recovery or disposal [in t]

Greiner total 4

2021

2022

2023

605

549

779

12,070

9,777

9,898

Waste diverted from disposal
Recycled hazardous waste
Greiner Packaging

2021

2022

Recycled non-hazardous waste

2023

Hazardous waste directed to disposal

Waste diverted from disposal
Recycled hazardous waste
Recycled non-hazardous waste

72

111

126

Incineration

154

329

482

7,253

5,665

6,101

Landfilling

18

44

34

Other or unknown disposal

198

148

140

Hazardous waste directed to disposal

Non-hazardous waste directed to disposal

Incineration

13

41

113

Landfilling

0

6

1

Incineration

10,942

8,976

10,656

Other or unknown disposal

37

112

69

Landfilling

2,986

3,295

2,311

Other or unknown disposal

1,732

824

927

Recycling

12,675

10,326

10,677

Incineration

11,096

9,306

11,138Landfilling

3,004

3,339

2,345

Other or unknown disposal

1,930

972

1,068

Non-hazardous waste directed to disposal
Incineration

607

870

2,174

Landfilling

1,078

1,038

634

Other or unknown disposal

723

66

77

NEVEON
Waste diverted from disposal
Recycled hazardous waste

21

48

222

1,422

1,993

1,879

Incineration

96

270

325

Landfilling

0

0

3

142

28

15

Incineration

8,894

6,565

7,156

Landfilling

734

808

342

Other or unknown disposal

777

578

790

Recycled non-hazardous waste

4 Contains waste
volumes from
Greiner AG
Differences in key
figures comparedto the last
publication are
due to improved
data quality.

Total waste by disposal method

Hazardous waste directed to disposal

Other or unknown disposal
Non-hazardous waste directed to disposal

the share of our waste generated with unknown or other treatment processes is still four percent, which is almost the same

Greiner Bio-One

proportionally as in the previous year. To increase the trans-

Waste diverted from disposal
Recycled hazardous waste

511

390

431

2,491

2,119

1,915

Incineration

45

19

44

Landfilling

18

38

30

Recycled non-hazardous waste

parency of our waste, it is essentially that we further reduce
the quantity of waste with unknown treatment processes.

Hazardous waste directed to disposal

Other or unknown disposal

18

8

56

1,296

1,541

1,322

Outlook: Waste
In the upcoming reporting period, we will build on our waste
analysis findings to develop targeted waste reduction measures. At the same time, we will focus more and more on our

Non-hazardous waste directed to disposal
Incineration

142 — 143

goals for 2025: to send no more waste to landfills in Europe

Landfilling

1,089

1,448

1,335

Other or unknown disposal

200

175

48

In some countries, accurately recording our waste treatment

and to recycle at least half of our waste. Given the differences

processes is still a challenge. One of the main reasons for thisin national legislation and the lack of internationally stan-is that waste management companies do not clearly communi-

dardized definitions in waste management, it is important tocate information on treatment processes for company-specificcreate consistent standards and further improve data quality.

waste and national legal requirements vary greatly. However,In addition, we are focused on carefully applying the EU Cor-current and future regulatory conditions make us confident

porate Sustainability Reporting Directive to ensure its phasedthat this situation will improve in the coming years. At present,

implementation.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Water

Water
Water is a vital resource for people and the environment
and must be used carefully. We primarily use water inclosed cooling circuits for production and cooling purposes
and to operate sanitation facilities. We use and consume
much less water than companies in other industries. Water
was no longer considered material in our most recent
materiality analysis. However, we are voluntarily reportingon water this year to provide transparency into the steps
that we have taken and show how seriously we take thecareful use of resources. Nothing beats transparency.

Complying with regulations
and minimizing risks

The process of using the Water Risk Filter begins with using

The use of water is subject to extensive local, regional, andusing the operational risk method. This second assessment isnational regulations and requirements. Although we do notmuch more specific to the site’s circumstances and provides aoperate any wastewater treatment plants, top priority is given

more comprehensive and realistic picture of the actual on-site

the basin risk method each year to determine whether a site is
to be classified as a water-risk 1 or water-stressed area 2. If asite falls into either category, it is analyzed again in more detailto strict compliance with all obligations at water-using sites. In

risks. If this in-depth analysis shows that the site should still be

addition to national laws and local regulations, certain Greiner

considered a water-stressed or water-risk site, the results ofproduction sites require the testing of returned water andthe assessment must be implemented at the site via the exist-

the measurement of specific threshold values or substances

ing management systems or corresponding processes. The siteof concern. We prevent environmental violations through ourmust interpret the results accordingly, assess their relevance,

standardized processes and systems and by working closely

document them, and identify suitable responses.

with the relevant authorities and bodies. There were no such
violations in the last reporting period.

In line with our multi-stage process, water stress and waterrisk were first determined according to the basin risk method

In addition, we assess the regulatory, physical, and reputation-in 2023. Following this initial classification, which was based

al risks for all Greiner production sites annually using the WWF

on purely statistical data according to geographical location

Water Risk Filter. We comply with all the regulations imposed

and industry, four locations with water stress and 18 locations

on us in order to minimize regulatory risk. This includes thewith water risk were identified. As per our defined procedure,

mandatory inspection, compliance, and documentation of

the next step will be to calculate the operational risk for thethreshold values at certain locations before used water islocations in question. Primary data has been collected from thereturned. Physical risks, such as water shortages or flooding,respective sites and analyzed in order to calculate the opera-

can occur due to geographical locations. Thanks to our im-

tional risk. Based on the results of this primary data collection,

plemented and certified management systems and processes,

the defined thresholds were not reached and therefore there

the appropriate structures are already in place to enable us tois no operational risk for our locations in the regions subject toidentify suitable measures and optimally protect our operations

water stress and water risk. The water withdrawal, discharge

and the environment and prevent damage. The careful andand consumption quantities from water-stressed areas are

responsible management of our physical and regulatory risks

shown in the overview of key figures on page 236.

ultimately forms the basis for minimizing reputational risk. Thisapproach enables us to minimize all risks and possible adverse

Outside of this centralized approach that applies to all our pro-effects, thereby ensuring our contribution to protecting theduction sites, twelve production sites conducted their own on-

environment.

site risk assessment in 2023 and eight production sites defined

Clearly defined approach

their own water policies, and three of our four water-stressed
locations have identified water savings potential.

We conducted an extensive water management evaluationback in 2022. Since then, we have been identifying sites inboth water-risk areas and water-stressed areas. We use the
WWF Water Risk Filter and apply both the basin risk and theoperational risk method. In the 2023 reporting year, we refined
this approach and made further progress with the technicalsoftware integration for collecting all non-financial key figures.
Due to these necessary adjustments, the Water Policy for all
Greiner sites will be completed in 2024.

1 A site is considered a water-risk site if the overall risk is equal to or higher
than factor 3. 2 In order to classify a site as being located in a waterstressed area or not, a threshold value of factor 3 or higher will be used, but
only for the subcategory water scarcity.

144 — 145

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Environment / Resource use & circular economy / Water

Water in numbers
We collect data on our water consumption using site-based
water meter readings, invoices, or estimates. Our sites collect

Water withdrawal [in Ml]

We worked closely in the previous reporting year on improving

After earning a ‘C’ rating in 2022, we were rated B- in 2023.

overall data quality. As a result of the improved data quality,

Although water is no longer considered a material topic atminor corrections were also made to water withdrawal, dis-Greiner, we will continue to work on improving our CDP

charge, and consumption quantities for 2021 and 2022.

rating in the future.

non-financial data directly in our software and aggregate itat the Group level. Groundwater is the most commonly used

1,688

1,641

water source at Greiner. About 47 percent of the water we use

1,276

comes from groundwater sources. Almost all of it is returned to

We have been reporting water security data using the CDP
disclosure since 2018. We also make our performance publicly
available to interested stakeholders. Over the last two years,

groundwater sources. Surface water accounts for 36 percent

we have stepped up our efforts to improve overall water man-of water use, while only around 17 percent is sourced fromagement at Greiner and satisfy the increasing requirements
and changes to the CDP platform.

third parties. The total amount of water withdrawn but also
discharged increased slightly year on year.
Once again, our production sites implemented numerous water
efficiency measures last year. The number of implemented

2021

2022

2023

2021

2022

2023

measures increased by 50 percent from 2022 to twelve. The

Surface water

11

648

602

measures range from smaller actions, such as improved

Groundwater

1,085

818

790

Third-party
water

181

176

296

Greiner total

1,276

1,641

1,688

irrigation systems, automatic shut-off valves in showers, newflushing systems for toilets, or the installation of faucets withhandwashing timers, to larger investments such as the installation of a water withdrawal measuring system, new water

Our CDP water security scorefilters and various process improvements to reduce water
consumption.
A

There was a slight increase in total water consumption during
the last reporting period. Our total water consumption isA–

Water discharge [in Ml]

2021

calculated as the difference between water withdrawal and

1,657

1,613

water discharge and amounted to 31 megaliters in 2023. Thisis equivalent to an increase of around eleven percent year on

B–

2022

1,239

year and mainly relates to the continuous improvement in data

2023

B

C–

quality. Water storage has no notable effluent or process waterDeffects at Greiner.

D–

Total water consumption [in Ml]
38
28

2021

146 — 147

C

2022

31

2021

2022

2023

2021

2022

2023

Surface water

15

668

636

Groundwater

1,052

779

737

Third-party
water

171

166

284

Greiner total

1,239

1,613

1,657

Outlook: Water

efforts over the next few years will focus on material sustain-

We have conducted a comprehensive evaluation of ourability issues. This means that the revision of the water target

approach over the past two years and made numerous ad-communicated in the last report to reduce water consumption

justments to our water management practices as a result. In

in water-risk areas by 2030 is no longer one of our objectives.

2024, we will incorporate the defined procedures into the2023

Water Policy that applies to all Greiner locations and roll them

Although water is no longer considered material and so weout across the entire Group. We also need to further integrate

will no longer be setting targets, we will continue to regularly

the WWF Water Risk Filter in our software for the collection

update the assessments of our production sites moving aheadof non-financial key figures. We are confident that the imple-

and, in the event of changing classifications, act in accordance

mentation of these steps is the most effective and appropriate

with the defined procedure. We will continue to work on our

approach for effectively managing this issue. Based on ourwater management performance and have this assessed by

new materiality analysis conducted in 2023, our sustainability

CDP in the future.

Annual and Sustainability Report 2023 / Greiner AG

Subcontents

Social148 — 149

150
155
163
172
177
186
188
191

Own workforce— Working conditions & human rights— Health & safety—  Training & further education— Diversity, equity & inclusion

Workes in the value chain— Working conditions & human rights

Social commitment

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce

Actual & potential impacts
Positive→ The creation of an attractive and inclusive work environment improves our productivity, competitiveness andimage→ The promotion of diversity, equity & inclusion boosts
innovative strength and thus builds resilience→ A comprehensive training and continuing education
program helps us retain employees and sharpens ourcompetitive edge
→ Clear policies regarding our values and principles improve working conditions and business practices along
the entire value chain→ We build our corporate brand as a responsible company,
securing long-term business relationships and our
success as a company→ Community involvement improves our image andstrengthens local relationships

Negative→ Employee dissatisfaction leads to greater employee
turnover→ Failure to address diversity, equity & inclusion causes
reputational risks and a competitive disadvantage→ Non-compliance with occupational health & safety
standards creates health & safety risks→ Lack of preventive health measures has a negative
impact on employees’ physical and mental health→ Lack of innovation potential weakens our market position,
hurting employees’ career and success prospects due toan absence of training and further education programs→ Failure to involve business partners in social concerns
leads to non-compliance with labor and human rights
along the value chain→ Lack of community involvement causes reputational
damageImplemented measures & policies→ We developed a Group-wide “People & Culture” strategy→ We created the necessary structures for close, improved
cooperation throughout the Group regarding People& Culture

Management approach
Own workforce
The people behind Greiner make us what we are – unique.

As a family business with a company tradition dating back

They inspire us every day and constantly drive us forward as

more than 150 years, we have always remained true to oura company. This is why we focus specifically on the demands

values and our culture of appreciation, trust, and reliability

at tomorrow’s workplace and are committed to continuing

toward our 11,275 employees. We encourage people to act

to create excellent conditions for our employees, thereby

independently and use their own initiative, and we promotelaying the foundation for Greiner’s successful and sustainablecross-divisional and cross-cultural collaboration. We are com-development.

mitted to equal opportunities at all levels and encourage every-→ We implemented the Greiner SuccessFactors HR
management system to standardize and improve HR
processes→ We introduced the Diversity, Equity & Inclusion Policy
and intensified awareness-raising efforts→ We improved Group-wide collaboration in occupationalsafety by defining new responsibilities and standardizing
reporting and monitoring→ We expanded the training and further education programfor employees

Targets→ 50% reduction in accident frequency 1 rate by 2025(base year 2018)→ Carry out regular employee surveys by 2030
→ 40% women in leadership positions 3 by 2030

→ Increase number of ISO 45001 certified sites→ 50% women outside of production by 2025

→ > 5 health-related measures per site by 2023 2→ Average of 16 training hours per employee per year

→ 80% of employees have annual performance reviewsby 2025

by 2023→ Increase in general or collective bargaining agreements
by 2030

Performance & target achievement→ See Overview of 2023 sustainability performance

one to work together to implement our sustainability strategy
and contribute to the transformation of our company.

Our impact inthe value chain:
150 — 151

upstream processes

own processes

downstream processes

1 The accident frequency rate refers to major accidents (accidents that result in more than eight hours of lost working time) per 1 mio. hours worked
2 Locations with 1–50 employees = 5 measures; 51–100 employees = 7 measures; 101–299 employees = 9 measures; > 300 employees = 11 measures
3 Women in leadership positions = persons with personnel responsibility

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce

Our employee key figures 4 at a glance

Employees by gender [in headcount]

2021

2022

2023

Part-time employees by gender [in headcount]

Women

4,813

4,639

4,481

Men

7,879

7,009

6,777

–

19

17

12,692

11,667

11,275

Unknown or other
Greiner total

2021

2022

2023

Women

607

476

472

Men

373

225

205

–

0

3

980

701

680

955

685

670

Unknown or other
Greiner total
Part-time employees by continent [in headcount]

Employees by age [in headcount]under 30 years

2,359

1,950

1,796

Europe30–50 years old

7,294

6,890

6,433

North America

2

10

9

over 50 years old

3,039

2,828

3,046

Asia

23

6

1

Greiner total

12,692

11,667

11,275South America

0

0

0

Africa

0

0

0

980

701

680

Employees by continent [in headcount]
EuropeGreiner total

10,837

9,626

9,461

North America

848

1,021

869

Employees by employment contract and gender [in headcount]

Asia

638

648

582

Women

4,287

4,203

4,092

South America

226

262

257

Men

7,135

6,508

6,301

Africa

143

111

106

Unknown or other

–

19

14

12,692

11,667

11,275

11,422

10,73010,407

Women

526

436

389

Men

744

501

476

–

0

3

Total temporary employees

1,270

937

868

Greiner total

12,692

11,667

11,275

9,654

8,703

8,604

North America

792

1,020

867

Asia

607

635

573

South America

226

262

257

Africa

143

111

106

Total permanent employees

11,422

10,73010,407

Europe

1,183

923

857

North America

56

1

2

Asia

31

13

9

South America

0

0

0

Africa000

Total temporary employees

1,270

937

868

Greiner total

12,692

11,667

11,275Greiner total
Employees by employment relationship [in headcount]
Full-time

11,712

10,966

10,595Part-time

980

701

680

12,692

11,667

11,275Greiner total

Total permanent employees

Unknown or other

Full-time employees by gender [in headcount]
Women

4,205

4,168

4,009

Men

7,507

6,784

6,572

–

19

14

11,712

10,966

10,595

Unknown or other
Greiner total
Full-time employees by continent [in headcount]
Europe

9,882

8,941

8,791

North America

846

1,011

860

Asia

615

642

581

South America

226

262

257

Africa

143

111

106

11,712

10,966

10,595Greiner total

4 Deviations from the reported employee figures in the chapters “Our company” and “Our development” result in particular from the sale of business units ofGreiner Perfoam as of 28 December 2023. Further differences result from the ongoing harmonization of the different financial and personnel reporting systems.

152 — 153

Employees by employment contract by continent [in headcount]
EuropeAnnual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce

Our sustainability / Social / Own workforce / Working conditions & human rights

Hiring rate by gender [in %]

2021

2022

2023

Women

23.5

20.1

20.5

Men

23.3

17.2

18.6

–

–

–

23.4

18.4

19.3

under 30 years

47.9

39.0

51.1

30–50 years old

20.4

15.8

16.0

over 50 years old

11.6

10.5

7.6

Greiner total

23.4

18.4

19.3

Europe

19.9

16.1

18.1

North America

56.8

43.9

22.0

Asia

38.4

8.6

28.5

South America

40.3

34.0

41.6

Africa

6.0

5.4

4.7

Greiner total

23.4

18.4

19.3

Women

20.8

23.2

31.2

Men

19.8

22.5

28.3

–

–

–

20.2

22.9

29.5

under 30 years

34.9

46.7

53.9

30–50 years old

17.0

19.0

26.0

over 50 years old

16.3

15.9

22.5

Greiner total

20.2

22.9

29.5

Europe

18.6

18.6

29.1

North America

46.2

66.6

37.7

Asia

11.6

12.9

18.9

South America

32.3

38.5

47.1

2.1

12.6

8.5

20.2

22.9

29.5

Unknown or other 2
Greiner total

Working conditions& human rights

Hiring rate by age [in %]Hiring rate by continent [in %]Turnover rate by gender [in %]Unknown or other 5
Greiner total
Turnover rate by age [in %]Turnover rate by continent [in %]AfricaGreiner total

Nothing is possible without our employees. We can only
continue to attract and retain highly skilled people if we
continually strive to provide the best working conditions
in a fair and inclusive environment. We have set out the
key elements of our corporate culture in our values andprinciples, Code of Conduct, and Diversity, Equity& Inclusion Policy. Compliance with social standards andhuman rights is a top priority for us and is ensured througha wide range of measures.

5 Too little data is available for the “unknown or other” gender hiring/turnover rate to give representative averages.

154 — 155

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Working conditions & human rights

Values and principles

and expression. Discrimination, harassment, and breaches ofour company policies are not tolerated. In order to comply with

Our corporate values – openness, appreciation, reliability, andthese principles, we rely on education and regular training, andstriving for excellence – as well as compliance with social stan-

we offer a whistleblowing platform (tell-greiner.com).

Living Wage Employer
certification

dards and respect for human rights are the framework for ourFreedom of association, dialogue,
and employee participation
Extensive opportunities for participation and institutionalized
dialogue serve to involve stakeholders and identify their needs
and interests. They are essential to employee satisfaction,

everyday work. Greiner operates in numerous countries aroundAll of the above measures contribute to the fulfillment of our

Our Greiner Bio-One UK business unit has been athe world. We work with a large network of business partners

corporate due diligence obligations. In developing our due dili-certified Living Wage Employer since 2023. By signing

and want them to see us as a responsible partner and industry

gence procedures, we will continue to align with the OECD Due

the Living Wage Foundation’s initiative, the company

role model.

Diligence Guidance for Responsible Business Conduct. This

commits to pay all direct and indirect employees a

topics at different levels. Our regular formats include employee

also allows us to prepare for future legislation such as thefair wage based on the real cost of living, not justappraisals, regional committees, and cooperating in voluntary

We have anchored the principles and guidelines that ensure

Corporate Sustainability Due Diligence Directive (CS3D)

the national minimum wage.

we deal with one another fairly in the corporate values, theplanned by the EU Commission.

Greiner Code of Conduct and the Greiner Code of Conduct
aware of them through training and information events. In

Due Diligence Guidance for
Responsible Business Conduct

cooperation with our suppliers and business partners, we makeThe (OECD Due Diligence Guidance for Responsible Businesssure that this takes place in accordance with the UN Guiding

Conduct) consists of six steps. It plays a key role in helping us

Principles on Business and Human Rights and the Core Labor

promote responsible and sustainable business practices.

for Suppliers and Business Partners. We make our employees

guidelines are available to the public on our website.

We make sure that information is exchanged on a variety of

initiatives and interest groups. For example, Greiner has had
a Group Works Council in Austria for many years. In addition,
a European Works Council (EWC) for all Greiner locations in
Europe was established in May 2023. The local and international aim of both employee representative bodies is to influ-

All certified companies participating in this exemplary
initiative can be found at livingwage.org.uk.

ence business planning and decision-making to reflect
employees’ best interests.
We obviously also meet regulatory requirements for employee

Standards as set out by the International Labor Organization(ILO) and in strict compliance with local laws. All relevant

motivation, and long-term retention.

representation and participation such as works council elec-→ Read more under: Our sustainability / Social / Workers intions and freedom of assembly and association. In many com-the value chain / Working conditions & human rights

panies of the Greiner Group, the interests of the employees

We oppose child labor and forced labor without exception.

are represented by works councils or company unions, which

We also oppose the withholding of personal documents.

operate in accordance with national laws and regulations.

Greiner supports fair pay as well as freedom of assembly

Fair pay and collective bargaining agreements

Employees per continent [in headcount]

As a family-owned company steeped in tradition, we support
fair remuneration for all employees. The wages paid are based

12,692on the standard market remuneration for a comparable position

11,667

11,275in the relevant field. This includes the application of collective
bargaining agreements: In 2023, 55 percent of our employees
worldwide were covered by a general and/or collective bargaining agreement (2022: 54 percent).
In addition, there are variable compensation components that
relate to individually agreed targets. The principles of bonus

2021

2022

2023

compensation are regulated at the divisional or site level andapply to employees above a certain grade. Employees notcovered by this policy are subject to local bonus and incentive

2021

2022

2023

Europe10,837

9,626

9,461

North
America

848

1,021

869

Asia

638

648

582

South
America

226

262

257

Africa

143

111

106

12,692

11,667

11,275Greiner total
156 — 157

programs, which vary by country, field of work, and position.
Fair pay is also a top priority at Greiner regardless of any
collective bargaining agreements. In 2022, for example, westarted to introduce a job grading system starting on ourAustrian companies. It entails a coordinated evaluation of jobs
and salary bands in various business units, thereby creating auniform and transparent framework for staff and organizational
development measures. Additional measures are in place inother business units, such as the Living Wage Employer certification at Greiner Bio-One UK.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Working conditions & human rights

Our strategy for
tomorrow’s workplace

Performanceand approachsustainability performance since 2020. We have deliberately

Our Group-wide People & Culture strategy was developed andIn 2023, we took further steps to embed targets more firmly

extended to other management levels. Gradually integratingpresented to the Supervisory Board in 2023. Its objectives

in the company. We have also made considerable progresssustainability criteria into the variable remuneration system

include the creation of more attractive working conditions andwith the digitalization of our HR processes and the associatedcreates financial incentives to ensure that the associatedgreater use of synergies within the Greiner Group. Implementa-

availability of electronic data. The Group-wide launch of ourtargets are met. We will take an important step in this direction

tion started in the second half of 2023 and is scheduled to run

digital HR management system Greiner SuccessFactors – theas early as 2024. For the first time, there will be a collective

until 2028. The People & Culture strategy is divided into three

implementation of SAP SuccessFactors specific to Greiner –health & safety target for all Greiner Group employees whoseparts:

helps us make even sounder decisions.

performance is assessed on the basis of individual targets.

Greiner senior management has been measured against ourchosen a top-down approach to achieve the greatest possible leverage. In the coming years, this initiative will also be

Target agreements withmanagers and employees
Our sustainability strategy comes with enormous challenges. In
order to overcome these, there needs to be a lively exchange,
but also clear objectives.

New organizational model
The introduction of a People & Culture
matrix organization will lead to the formation of increasingly heterogeneous andinterdisciplinary teams comprising people

Nine identified trends

from various Greiner divisions and sites.
The cross-divisional People & Culture competence centers established in 2023 for

Sustainability:
Environmentally conscious employees are
increasingly scrutinizing non-linear businessmodels.

this purpose will help us to use resources
more efficiently and create synergies in allareas of HR.
Diversity, equity & inclusion:
Diversity, equity & inclusion are key
factors in employer appeal.

Digitalization:
Makes work more efficient, but canalso lead to uncertainty among
employees.

Excellence in implementation
Standardizing and digitalizing HR process-

The new People & Culture strategy and our Group-wide

es throughout the company enables us tocorporate strategy process, which we completed in 2023,

create synergies and increase our effec-

demonstrate the importance of people at Greiner. The priority

tiveness and efficiency. This is done byof sustainability, which includes a focus on people, has been

taking actions such as using an electronic

added to the Greiner Group’s existing strategic priorities of

database to enable evidence-based deci-

globalization, diversification and innovation.

sions and systematic goal tracking.

Expectation of values:
Expectations of work havechanged, not just for Gen Z.
Employee loyalty:
The employer market
has become an employee market.

Responding to global labor market trends

Key trends that affectour People & Culture strategy

Like all global companies, we have to deal with a variety of
global crises and their impacts, including the ongoing after-

Factors that set us apartas an employer

math of the coronavirus pandemic, wars and conflicts in vari-

New demands on senior managers:
Conventional management style
under pressure – new leadershipskills needed.

ous regions of the world, unstable global supply chains, and agenerally challenging economy. This dynamic is also reflectedin labor markets around the world.

As part of our joint People & Culture
strategy, we will focus on the three factors

The much-cited skilled labor shortage has now become athat set us apart as an employer: Ourgeneral labor shortage. Employees’ needs and values are

unique corporate culture, development

constantly evolving and change is becoming the status quo inopportunities for all and attractive working

a highly complex and dynamic world. Our new People & Culture

conditions for everyone.

strategy responds to nine key trends identified during thestrategy development process.

158 — 159

VUCA/BANI world:
Rapid change is becoming the norm,
creating challenges for employees andorganizations.
Labor shortage:
Dynamic labor markets are presenting
challenges for companies around theworld.

Information society:
Success based on knowledge – aresource possessed by employees.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Working conditions & human rights

Attracting and retaining talent

Dialogue and discussion with employees

Flexible working arrangements

Employee turnover

While talent recruitment was previously managed individually

To promote the development and thus the satisfaction of our

We want to offer our employees a working environment with a

The turnover rate describes how many employees left thecompany in relation to the total workforce over the course of

by each division, we began to create standardized and trans-

employees, we have intensified constructive dialogue andhigh degree of personal responsibility in shaping their working

parent processes across the Group in 2023 with the introduc-

discussion with them in recent years. This includes regularconditions and schedules – thereby promoting flexible working

the year. At the end of 2023, the Group-wide turnover ratetion of the recruitment module of Greiner SuccessFactors, ourperformance reviews in which managers and employees givearrangements. We will be taking further action in this domain

was 30 percent (2022: 23 percent). The increase in the turn-

HR management system. The ongoing realignment of People

mutual feedback and, where necessary, target agreements

as part of our “Great Workplace” initiative. It covers not only

over rate is due chiefly to the sale of an entire business unit

& Culture will also promote cross-divisional careers and thus

and individual development wishes can be discussed, agreed

the physical workplace but also working conditions more

and another business unit in our foam division. Excluding thesecontribute to employee retention.

and documented.

broadly.

changes, the turnover rate in the reporting period was around23 percent.

We try to make the job descriptions in our advertisements

Good and constructive performance reviews rely on both par-We already offer flexible telecommuting in many divisions

as detailed and transparent as possible. When interviewing

ties being well prepared. Greiner SuccessFactors, our digital

where this is feasible from an organizational perspective. One

In addition to the sale of parts of our foam division, a signifi-

candidates, we try to accommodate individual needs as much

HR management system, contributes to a standardization of

example is the Home Office and Mobile Working Guideline ofcant share of this turnover is due to necessary cost savings

as possible. At the same time, we are transparent about our

this process as well. Since 2023, it has been possible to per-Greiner AG, which allows up to 80 percent of employees toand the associated downsizing. Some turnover also relates to

expectations and corporate culture.

form standardized preparation, evaluation, and documentation

work remotely from home and other locations in Germany.

employee resignations, voluntary departures and departures

for most employees within the system.

before the end of limited-term contracts. Overall, all age

We actively look for talent using established channels such asgroups, not just Gen Z, have become more willing to change

advertisements, recruitment agencies and, increasingly, social

We strive to continuously increase the number of performancejobs. This is an additional challenge in today’s highly dynamic

media. In addition, Greiner AG and some of the divisions havereviews across all business units and job functions. While 58

economic environment.

an employee referral program where employees can recom-

percent of employees had feedback discussions with theirmend potential applicants for a vacant position. If an applicant

managers in 2022, this figure stood at 69 percent in 2023. We

is hired and stays with the company for a certain amount of

attribute this positive development primarily to the introduction

time, the person who recommended them can claim an incen-of Greiner SuccessFactors. Our target is 80 percent.

Dialogue for the future – oursustainability conference

tive. These usually consist of a one-off payment or extra paid
time off.

All on board

Turnover rate by gender 3 [in %]Greiner has long provided new employees with detailed
onboarding plans that can be individually modified by their
manager to ensure a successful start at the company.

The goal of the annual sustainability conference is

By implementing our HR management system Greiner Success-to educate our employees on various sustainability

Factors, we are now making further strides in standardization

aspects. At the 2023 conference, themed “Everything

to further professionalize the induction process.

Performance review rate1 2 [in %]world participated in online discussions with experts
on environmental, social and governance (ESG) issues.

Share of employees with performance reviews

start a new job or return to work after an extended break.
For example, Greiner AG launched the #GetOnBoard buddy
program where new and returning employees are partnered

This was followed by the first-ever live discussion with
100

100

68

69

with a colleague – a buddy – who supports them during theirfirst year. Other business units also have similar programs withthe entire Executive Board team. This open approach to

2021

2022

2021

2022

2023

Women

20.8

23.2

31.2 4

Men

19.8

22.5

28.3 4

Unknown orother 5---Greiner total

20.2

22.9

29.5 4sharing views and ideas demonstrates the transparent

employees.
Talking to colleagues around the world about sustainability
Women

160 — 161

Men

2023

dialogue we maintain regarding sustainability.

different characteristics, such as the “welcome days” for new

1 To calculate the performance review rate, all assessments
and evaluations were compared with the number of
employees.
2 Performance review rates broken down by field of work
can be found in the overview of key figures at the end of thisreport.

22.9

20.2

is connected,” hundreds of employees from around the,There are also a number of initiatives that make it easier to

29.52

2023

2021

2021

2023

Women

67

57

68

Men

64

59

69

Greiner total

65

58

69

3 To calculate this turnover rate, the resignations of men andwomen were compared with the number of male and female
employees. 4 This turnover rate for 2023 includes the sale ofan entire business unit and another business unit in our foam
division. 5 Too little data is available for the “unknown orother” gender turnover rate to give representative averages.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Working conditions & human rights

Greiner SuccessFactors, our HR management system, has

Our sustainability / Social / Own workforce / Health & safety

provided us with a much-improved database on employee

Breakdown of reasons for leaving

turnover across all our business units since February 2023. In[in %]

addition to quantitative data, we now have qualitative data thatwill help us develop appropriate measures to reduce the turnover rate. The breakdown of the turnover rate in the reporting

17

24

Others 7

Restructuring 6

period based on this data is shown in the figure adjacent.
When employees leave a business unit, we make every effort
to provide them with appropriate opportunities in other unitsof the company wherever such opportunities are available.
We also offer outplacement services on a case-by-case basis

32

2023

12

End offixed-term contracts

Health & safety

Voluntary departure

15

Termination by employer

to help affected employees make the transition. In Austria
we also enter into semi-retirement agreements with our
employees.

6 Sale of business units and restructuring activities due
to challenging economic environment.
7 The introduction of our new digital HR management
system Greiner SuccessFactors means that not allreasons for leaving have yet been included for thereporting period.

We are committed totransparent and fair
processes throughout
the employee lifecycle.

Outlook: Working conditions& human rights

Going forward, the cross-divisional People & Culture competence centers established in 2023 will develop measures andinitiatives that cover all areas of the employee life cycle, fromrecruiting new talent to exit management. We will also try

We will continue to prioritize our attractiveness as an employer,harder to create and leverage synergies. The overarching goal

the recruitment of talent and the long-term retention of em-of all these activities is to strengthen our corporate culture toployees and expertise. This requires the best possible working

meet the challenges of a dynamic work environment.

conditions in a people-centric environment that offers continuous development opportunities. Our new Group-wide People& Culture strategy will provide the right framework for this overWe hold one thing to be self-evident: Nothing beats asafe and healthy working environment. Creating andcontinuously improving this environment is one of our top
priorities – not just to protect our workforce and ensure
our competitiveness, but also to reduce absenteeism andturnover and minimize associated costs. Occupationalsafety is particularly challenging for companies with ahigh proportion of employees working in production. This
is why we pay the utmost attention to this topic in our
everyday work.

the next few years.

162 — 163

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Health & safety

Managing
health & safety

workforce. To further improve our occupational health & safety

figures, current to-dos, particular incidents, and measures

key figures and introduce standardized processes, we plan totaken or to be taken are discussed in the meetings, among

implement ISO 45001 on occupational health & safety at other

other topics.

production sites in the future.
We work day in, day out to ensure the safety of our employ-

Due to the Group’s organizational structure, the reporting sys-

ees and protect their health. We are committed to ensuring

Even at sites that are not yet ISO 45001 certified, we consis-

tems and channels are different for accidents and near missesthat operating sites and the use of machinery, facilities andtently take responsibility for the protection of our own employ-

as well as hazardous and unsafe situations. Despite the differ-equipment are safe and that work processes are free from haz-ees and anyone else whose work or workplace is under ourent systems and reporting structures, we continually work on

ards. We provide our employees with appropriate protective

control. The Group-wide Health & Safety Policy in force since

improving our key figures and expanding reporting. Depending

clothing and equipment and offer a wide range of preventive

2021 provides an important basis for ensuring that this is done.

on the division, reporting on and enhancing occupational healthhealthcare.

It contains requirements and minimum standards that help har-& safety is always on the agenda of various managementmonize and further improve Group-wide occupational safetycommittees. At the Group level, health & safety key figures are

There is no way to prevent accidents and illnesses 100 per-management, thereby reducing the number of accidents, sickevaluated monthly by Greiner AG’s Executive Committee andcent, but we do our best to prevent accidents, illnesses, anddays, and employee turnover at all sites.

reported to the Sustainability Council. In individual businessparticularly personal injuries. By the end of 2023, Greiner hadunits, there are also management and employee representa-

installed an externally audited and certified ISO 45001 man-

The Health & Safety Policy applies to all persons employed byagement system at 15 locations (end of 2022: 10 locations).

or in an employment-like relationship with Greiner and, to theThis means that 2,852 employees (27 percent reduction of theextent applicable, also to external partners of Greiner. It re-

The mandatory safety training – which varies depending on

workforce) were covered by this internationally recognizedquires the appointment of an internal health & safety officer atthe business unit, workplace and machinery – applies to all

management system at the end of 2023. At the end of 2022,

each Greiner site. The representatives must be able to provide

permanent employees and temporary workers. External visitors

the number of employees was 1,550, or 14 percent of theproof of basic safety representative training. There are also

must also attend a safety briefing and are provided with themandatory courses for first aiders or fire safety officers. De-

corresponding safety gear when they enter production sites. In

pending on the site and business unit, health & safety officers

all our business units, we comply with local, state, and national

also have access to budgets for activities and purchases tolegal requirements, such as mandatory fire safety inspections

promote health & safety.

and drills, or having trained first aiders.

The policy also requires the creation, maintenance and on-

All employees are required to avoid dangerous situations

going development of a certifiable management system withand hazardous areas. If there is a threat of danger, they area focus on occupational health & safety (such as ISO 45001),

required to remove themselves from the area immediately.

the introduction of a reporting system for hazardous or unsafe

Employees do not have to fear reprisals after reporting work-­

situations or behavior and mandatory training and education

related hazards or extricating themselves from dangerous work

for all managers in employee and health protection.

situations; on the contrary, they can be sure that their actions

tives in the committees.

are in line with Greiner’s expectations.
Business units must regularly monitor compliance with our
Health & Safety Policy through actions such as site inspections

Reducing the frequency of accidents

by safety representatives or other authorized personnel.

The frequency of major accidents per one million hours worked

These inspections must be documented. In addition, we takehas decreased by 41 percent since 2018, but at 7.46, it still

preventive action for the early detection of defects: An annual

Safety measures and exchange formats

qualified employees from other Greiner plants – this gives us an

Every incident must be reported immediately to the appropri-

we put the wheels in motion in 2023 to further improve occu-

outside perspective of potential hazards. Greiner AG internallyate bodies. Also, the site of the accident or hazard must be

pational safety at Greiner and ensure that our targets are met.

audits the implementation of these control mechanisms atsecured, the injured person treated, and the unsafe situation

We started recording accident figures separately for direct andregular intervals.

flagged or corrected. An accident report must be written

indirect employees in 2022. This report provides this break-regarding how the accident occurred, and which documents

down for the first time.

rate by half by 2025 in comparison with 2018. Consequently,

In addition to meeting our internal requirements, we comply

the situation and any impacts on health that came about aswith local laws and regulations in every country in which wea result. The findings from the report are then discussed in

The cross-divisional Safety Working Group initiated in 2023,

operate. We work to improve workplace health & safety byvarious committees and empirical data and corresponding

which consists of the central health & safety coordinators

involving employees in the areas where they work. Anothermeasures shared in order to learn from one another and pre-of our divisions and is moderated by Greiner AG, plays an

initiative in this regard is the Greiner whistleblowing platform

vent similar accidents elsewhere. In addition, employees areimportant role in improving health & safety at Greiner. It devel-(tell-greiner.com), which gives both external and internalrequired to report near misses as well as dangerous and unsafe

ops Group-wide approaches to take advantage of synergies

stakeholders the opportunity to report incidents or violations

situations and to discuss them with the safety representatives

between the business units and learn from each other. An

in an easily accessible and anonymous manner. It covers allat their locations.

important step in this direction is the harmonization of safety
indicators and related definitions across all business units. The

topics and situations and can therefore also be used for health

164 — 165

exceeds the target set of reducing the accidents frequency

inspection is carried out in each plant with the participation of& safety in the workplace. In addition, all employees are en-

The formats for sharing and reporting vary by site and country.

frequency of reporting was increased in 2023. The production

couraged to work proactively on permanent improvements andMeetings may take place on a daily, weekly, or monthly basis

sites now report their accident figures to Greiner AG on ato get involved.

in a variety of committees. The safety-relevant status quo

monthly basis.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Health & safety

Ergonomic assessmentin production

Number of accidents 4 [in units]

Starting in 2024, all locations, including sales locations, will

We deeply regret that a fatal accident involving a forklift oc-report their accident figures to Greiner AG on a monthly basis.

curred in 2023 on the premises of a site in the Czech Republic.

In addition, we will have the entry of serious workplace injuries

The victim was an employee of an outside contractor respon-broken down into further subcategories to better understandsible for shredding waste at the site. Our immediate response

the severity of the accidents. Group-wide monitoring not only

was to share information on the course of the accident with

Greiner Bio-One conducted ergonomic assessments in all

creates transparency, it also enables us to develop overarching

all business units of Greiner AG and all relevant employees.

operational work areas in 2022 with the support of exter-

measures and simultaneously monitor their effectiveness. This

Our medium-term response was to define a uniform minimum

nal consulting firms. The improvement measures devel-also provides an opportunity to align all goals and efforts withtechnical standard for forklift safety equipment. In addition, we

oped in response to these assessments have been rolledindustry standards.

will further expand data collection starting in 2024. For the firstout. For example, maintenance ladders and platforms

time, minor and major accidents involving external individuals
One additional significant action to reduce the frequency rate

543

511

2021

on Greiner premises will be included in our KPI reporting.

510

2022

2023

were installed on numerous injection-molding machines in
2023. This measure ensures the safe maintenance of themachines and minimizes the potential risk of accidents.

of accidents in the long term is to further implement a standardized management system for occupational health & safety.

For 2024, we have also decided to introduce a compulsory

In the medium term, we want to introduce such a system at allcollective health & safety target for the entire Greiner Group

production sites and have it certified in accordance with ISO

for all employees whose performance is assessed on the basis45001. We intend to implement ISO 45001 for occupation-of individual targets. In addition, we have made occupational

al health & safety as soon as possible to further reduce thesafety the first item on the agenda of every meeting of both

number of accidents. It can therefore be pushed forward in

the Group-wide Executive Committee and the Executive Com-the gradual implementation of our management systems andmittees of the divisions. This helps to highlight and prioritize

management system certifications.

the issue.

The health & safety officers at our sites and the central health& safety coordinators in our divisions play an important role inanalyzing the regularly collected health & safety data. Through

2021

2022

2023

Minor
accidents 5

288

342

354

Major
accidents 6

223

201 8

156

Accidents on
the commuteto or fromwork 766

59

49

Greiner total

511

543 8

510

this analysis as well as workplace evaluations and safety
inspections, we can recognize risks early on and identify measures to boost occupational safety. Workplace risks include
sharp and falling objects, fall and trip hazards, collisions, burns,

Frequency of major accidents 
per one million hours worked 1,2

and mobility (on-site and commuting accidents). Personal protective equipment, such as hearing protection, safety goggles,
or safety shoes, may be available or required depending on the
job and business unit. Special fitness-for-duty and follow-up

12.74

examinations are required for employees whose workplaces

-16%

10.67

are located in designated noise areas.

-27%

9.31 3

-41%

7.46

2018

2021

2022

4 The total number of accidents includes both minor and major
accidents, but not commuting accidents. It refers to both direct andindirect employees. A breakdown of accident figures by direct andindirect employees can be found in the performance overview at theend of this report. 5 Minor accidents are those that result in less thaneight hours of lost working time. 6 Major accidents are those that
result in more than eight hours of lost working time. 7 Commuting
accidents are accidents outside of the company premises on the directcommute to or from the place of work. Commuting accidents were notincluded in the total number. 8 Data has been corrected since previous
publication.

2023

Production sites with ISO 45001 certified
management systems [in units]
1 A total of 20,900,881 hours were worked and 156
major accidents reported in the reporting period.
These figures and the frequency of accidents shown
above include both direct and indirect employees.
2 A breakdown of accident frequency and hours worked
by direct and indirect employees can be found in theperformance overview at the end of this report. We
define direct employees as all individuals who have a
direct employment relationship with Greiner. We define
indirect employees as temporary employees who work
primarily in production. 3 Data has been corrected
since previous publication.

166 — 167

15
10
6

2021

2022

2023

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Health & safety

Focus on employees’ healthToolbox Talks

Minimum health-related
measures per site

We want to maintain the health of our employees for as long as

When it comes to occupational safety, NEVEON does more

possible and prevent illnesses from occurring in the first place.

than just focus on digitalizing numerous processes; it also

We have taken comprehensive health promotion measures toplaces special emphasis on raising employee awareness ofachieve this. Many business units offer external occupational

occupational safety issues. To advance this goal, a compre-

medical services or company physicians in accordance with

2021

2022

from
2023

1 to 502

35Site size(employees)

hensive set of guidelines for training and awareness-raisinglocal legislation; however, we also employ a wide range of

51 to 100347activities was developed during the reporting period. Known

preventive health measures. They include measures relating to

as “Toolbox Talks”, they highlight numerous work processes,

nutrition, sports and exercise, mental health, medical check-101 to 299

4

5

9

such as the proper handling of pressurized gas cylinders in theups, and information campaigns on health issues.

≥ 300

5

8

11

laboratory, and will be made available to employees digitally
Depending on the size of the site, the target for the number ofalong with fact sheets. The company-wide implementation isscheduled for 2024. NEVEON’s goal is to create a sustainable

health measures to be implemented will rise to up to elevensafety culture through these holistic measures.

measures per site by the end of 2023. These measures aredeveloped and implemented by the sites themselves in accordance with local requirements. Greiner AG helps by sharing

Number of preventative
health measures

best practices and raising awareness.

47

Throughout the Group as a whole, 380 health-related activities

19

Other

were carried out in 2023, a substantial increase of 53 percent(2022: 248 health-related activities). Nevertheless, in thecurrent reporting period, we did not achieve our goal of having
at least five health measures available to employees at each
Greiner production site by the end of 2023 in all businessareas. We must step up our efforts in this area. We are planning to evaluate the targets set in the coming year, and then146

Medical careStress & mental health

39

2023

Nutrition

52

77

Information

Activity & sport

to adopt more targeted communication with the sites and the
responsible managers.

Digital accident reports

Number of production sites thatmet our targets for health measures

2021

2022

2023

Medical care

106

131 9

146

Activity & sport

24

33

77

Information

15

27

52

Nutrition

22

23

39

Stress & mental
health

6

14

19

Other

23

20

47

Greiner total

196

248 9

380

Greiner Packaging was deeply involved in the developmentof an internal digital solution for reporting accidents andhazardous situations in 2023. There are many benefits to

21

22

21

20

19

19

moving away from separate siloed solutions and paper forms.
Digitalization will make it possible to automate the process
and improve efficiency. Digital systems not only streamline thereporting and analysis process but also help standardize accident reporting across multiple sites and simplify data analysis
and visualization. Development and testing was completed in
2023, with a planned release date in 2024.

10

9

2

6

8

7
2

2021
Greiner Packaging

6

10

7

3

2022
NEVEON

9 Data has been corrected since previous publication.

5
2023

Greiner Bio-One

Greiner total

16/49
2021

168 — 169

15/52

2022

15/50
2023

Our sustainability / Social / Own workforce / Health & safety

Preventive healthcare in action

Outlook: Health & safety

We care about our employees’ physical and mental health. Ourcommon goal is to prevent illnesses and improve the well-­In the coming year, we will continue to drive the achievement

being of our employees in the workplace. Our efforts towardof our health & safety objectives by taking actions such as

this goal include improving working conditions – such as re-strengthening Group-wide collaboration on these issues, ex-ducing odors, noise, and stress – as well as encouraging active

ploiting synergies, and further developing our health & safety

employee participation in the prevention and strengthening

management systems. We will continue to work towards ourof personal health skills. This is demonstrated by the actions

goal of developing and implementing at least five health mea-

taken at Greiner sites around the world.

Healthy leadershipsures at each Greiner production site.

Mental health is critical to how we live and cope with the

By incorporating occupational health & safety into our employ-challenges we face on a daily basis. This is why Greiner

ees’ personal target agreements in 2024, we will also signifi-

Bio-One has chosen to focus on the mental health as-

cantly strengthen our safety culture – envisioning a physicallypects of leadership in Austria in 2023. Sixty-six managers

and mentally healthy working environment for everyone.

took part in seven sessions in which they became awareof their responsibilities, learned about their own limits,and developed stress-management strategies that they
can apply on a daily basis. Specifically, they also learned
how the well-being and development of their employees
depend on their own ability to act and make decisions
with confidence.

Wings for Life World Run“Run for those who can’t.” This is the motto underwhich a total of 56 NEVEON employees took partin the “Wings for Life World Run” on May 7, 2023,
which inspired thousands of runners worldwide.
Proceeds from the tickets, which were financedby the company, benefited research into spinal
column and spinal cord injuries. By participating, we
not only contributed to the advancement of thisimportant research but strengthened our team spirit
and motivated our employees to exercise. Initiatives
like this show that meaningful projects can lead to
improvements on multiple levels.

Health Matters inNorthern Ireland
As part of a health check initiative at the Greiner Packaging site in Northern Ireland, 78 Greiner team members
received free occupational health checks in 2023. Moreover, in collaboration with the Health Matters health &safety organization, we organized mental health toolbox
talks where participants were able to learn ways to support and manage their own mental health. The response
was overwhelming: 133 people accepted the offer. Not
only did the participants benefit personally, but the entire
workforce at the site became more aware of mental
challenges.

170 — 171

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Training & further education

Training & further
education

Skills and knowledge
for the future

Average training hours bygender and function [in h]

There are many advantages to a broad and future-oriented
training and education program for employees. On the one

2021

2022

2023

Administration

18

19

20

Production

8

13

12

Men

11

16

16

Women

11

14

14

Unknown or other 1

-

-

-

Greiner total

11

15

15

hand, these advantages, are reflected in the workforce: well-

By function

trained employees and workers are productive, satisfied, motivated, and tend to remain loyal to the company. On the other
hand, training also benefits the company and its positioning:
Offering targeted courses can improve skills and so make thecompany even more innovative.
However, in times of changing workplace culture, training
programs must also be rethought. We are therefore constantly
evaluating our programs and adapting them to current circumstances and requirements. Training and education is an inte-

By gendergral part of our HR system. At the divisional level, training is the
responsibility of the HR managers; at Group level, it falls under
the responsibility of the Vice President People & Sustainabilityof Greiner AG.
1 Too little data on training hours is available forthe “unknown or other” gender turnover rate to give
representative averages.

The average number of training and education hours per employee in 2023 remained constant year on year at 15. However,
we are not concerned by this given the steep increase from2021 to 2022. The digitalization and standardization of ourlearning platforms – specifically, from 2024 onwards, we will
be managing learning opportunities via Greiner SuccessFactors, our Group-wide HR management system – will allow us
to evaluate the use of our training and education opportunities
even more precisely in the future.

Internal and external training programs are included in the calculations of training hours per employee, regardless of whether
they are free or are fully or partially financed by us. Examples
include internal training on topics such as compliance, occupational safety or sustainability, legally required training suchas fire safety and first aid courses, or participation in specialist
conferences such as the internal Greiner Sustainability Conference. They do not include trade fairs with a clear businessTraining hours per employee [in h]purpose, visits to other companies, coaching by supervisors,or any training or education hours of apprentices.

Transformation is impossible without bright minds. We
need highly trained and motivated employees to advanceour sustainability strategy and increase competitiveness.
To enable our employees to reach their full potential,
we offer them a wide range of attractive training andeducation opportunities. We encourage our employees toparticipate in internal and external training programs inorder to continuously develop their skills.
172 — 173

16

18

17

20
16

Internal training at the Greiner Academy
From “Body language and presentation techniques”, “Employment law for managers,” and “Excel Advanced” to “How to1110

effectively handle pressure and stress” – the in-house Greiner

10

Academy offers our employees a wide range of opportunities

7

to develop their skills in line with their needs and interests.

2021 2022 2023
Greiner Packaging

2021 2022 2023
NEVEON

2021 2022 2023
Greiner total

11

2021

15

2022

Established over 20 years ago, the Greiner Academy focuses
its training on topics such as business and promoting creativity,

Greiner Bio-One

15
2023

innovative thinking, and personal development. The Greiner
Academy’s extensive training catalog offers both online andon-site training courses. Around 700 participants took advantage of the Greiner Academy’s programs during the reporting
period.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Training & further education

Using a range of training courses available across divisions andIn countries without cooperative educational systems likecountries, we also provide our employees with insights into

those found in the German-speaking (DACH) world, the divi-other worlds and workplaces. This enables us to promote inter-sions offer various training programs for young workers. The

cultural dialogue between coworkers and support mutual learn-

Greiner Gold program at Greiner Packaging in Dungannon,

ing. We also offer a variety of courses in sustainability topics inNorthern Ireland, is particularly noteworthy. For over ten years,

order to further strengthen awareness of sustainability and the

young adults have been trained there in a four-year program

management of skills related to these areas.

that combines technical expertise with targeted vocational

Sustainable success with apprenticeship training

external training institutions, such as South West College, and

Our Greiner apprenticeships enable young people to startoffers participants excellent development opportunities fora successful career. Approximately 100 young people were

their professional and personal future. Ten people took part intrained in seven mainly technical professions during thethe program during the reporting period.

training. The program is run in collaboration with a number ofreporting period in Austria. We care deeply about apprenticevaluable contributions to product innovation. The modern

Supporting young andyoung-at-heart workers

apprentice training center at the company’s headquarters in

As a company, we actively contribute to ensuring high-qual-

ship training because technical specialists make particularly

Kremsmünster opened its doors in 2019 and features state-of-

ity training and further education. We give our employees

the-art machinery.

opportunities for continuous development and change in theirlifelong learning journey. This also ensures that we remain

An experienced team of trainers and numerous instructors

competitive and ready for whatever the future may hold. We

and peers enthusiastically support the apprentices and theirestablished several internal development programs, including

training. Training focuses on the holistic development of

the Greiner Professional Program (GPP), which covers various

the apprentices. It not only covers technical knowledge andtraining pathways and is aimed at career starters, young pro-practical skills but prioritizes personal development as well.

fessionals, and career changers.

Other key points include working with digital technologies andAn apprenticeship at Greiner offers young people
excellent career prospects.

Various business areas engage in other activities to promote
young talent. For example, the recurring “Active communi-

University graduates with a business, technical, or scientificconveying knowledge of the circular economy. Greiner offers acation” program at Greiner Bio-One in Austria is aimed atwide range of opportunities to find the right career path. At thebackground will find highly exciting career paths in our Inter-non-managerial employees. In the program, participants learn

end of their training, most of the apprentices are taken on as

national Business training pathway. The 18-month training

to take responsibility in challenging situations, use appropriate

permanent employees.

There were approximately 100 apprentices learning
seven different vocations at Greiner in 2023.

program focuses on cross-divisional and international job rota-

communication tools and help shape decision-making process-tion so that our trainees get to know different specialist areas

es. The training concludes with a development center whereacross different sites. Trainees gain more than knowledge

participants can apply what they have learned in simulated

during the program. They also build up a strong network withinconversations and receive direct feedback with recommenda-

the Group that they can draw on after graduation. Six trainees

tions for development.

took part during the reporting period.

Our ambassadors forclimate protection

Leadership training

Technology savants will find open doors in the “Digitization

Leadership training and intercultural leadership skills are key& IT”, “Information Security,” and “Enterprise Resource Planningsuccess factors for a global company like Greiner. We are(ERP)” pathways of the Greiner Professional Program whereconvinced that well-trained managers can play a key role inthey can grow into a sought-after expert role. These are

employee satisfaction. We therefore support and encourage

training programs for both new and experienced employees.

our managers on an ongoing basis. Greiner values diversity in

Seasoned staff can use the training as a starting point for an

two ways: We strive for diversity among our managers, and weinternal job change and embark on a new career path withinwant to offer our employees various ways to obtain and carrythe company. In total, 15 trainees attended IT training courses

out a management position.

during the reporting period.
Greiner Packaging, for example, supports these individual

Greiner launched a global project in 2022 that entered its

paths with the LEAD International and BRIDGE International

second round in 2023: As part of the Climate Ambassador

training programs. In LEAD, we give our managers the oppor-

Program, we are currently training another 15 employees fromtunity to reflect on their roles, tasks, and responsibilities as

different hierarchical levels, departments and backgrounds tomanagers. The goal is to come up with standards for innova-

become climate ambassadors. The participants meet virtually.

tive and efficient leadership and implement them in everyday

In addition to basic knowledge, extensive in-depth training

life. The BRIDGE program is aimed at experts whose expertisematerial allows participants to delve deep into Greiner’squalifies them to build bridges within the Group and, in this role,sustainability agenda. After completing the program, the par-drive cross-locational and cross-national topics and projects.

ticipants will promote sustainability even more in their business

LEAD and BRIDGE have been available for various management

units and raise internal awareness of climate protection andpositions in the company since 2022.

sustainability.

174 — 175

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Training & further education

Our podcast: Greiner Talks

Diversity, equity& inclusion

The Greiner Talks corporate podcast is all about sustainability
and transformation. After all, if we are to overcome the major
challenges of our time – be it the climate crisis, environmental pollution, or social inequality – we need to fundamentallychange the way we think and act. Alexander Berth, Social
Impact Manager at Greiner, talks to experts from around theworld about the prospects for sustainable change. The podcast gives interested employees an opportunity to learn about
the latest developments in sustainability.

Find out more about Greiner Talks at:talks.greiner.com

Alexander Berth talks to experts from all around theworld about sustainability and transformation.

Greiner Bio-One USA’s Leadership Academy is another exam-

Another important step in the further development and mod-ple. Our North Carolina site focused on “Bridging generational

ernization of our learning programs is the implementation ofdifferences” and diversity, equity & inclusion in its management

the Learning module of Greiner SuccessFactors, our digitaltraining in 2023. In other words, in addition to covering tradi-

HR management system. This means that starting in 2024, wetional content, the training also included topics of particularwill be offering a single Group-wide platform for modern andconcern to us in connection with employee recruitment and re-future-oriented learning at Greiner. Not only does this create

tention. Similar programs were offered in the Greiner Bio-One

synergies within the company, it also makes it easier to plandivisions in Austria and Hungary in 2023 as well.

learning and non-learning activities and conduct evaluations.
This allows us to provide learning opportunities that best meet
our employees’ personal and professional needs.

Outlook: Training& further education
We will continue to focus on innovative training and education.
Only then can we live up to our claim of being a sustainable,
responsible company. We will be focusing on two targets inparticular in the coming year: We intend to increase training
and education hours to an average of 16 hours per employee
and year by 2025. We also want to increase the appeal ofGreiner’s training programs by digitizing our courses and rollingout new learning approaches, for example, by incorporating
virtual reality (VR) in offerings such as the Greiner Climate
Ambassador Program. Starting in 2024, there will also be ane-learning course on sustainability at Greiner that will give our
employees in-depth instruction on the company’s environmen-

As a responsible family business, one thing is clear to us:
Nothing beats diversity, equity & inclusion. We want tooffer equal opportunities to all employees – regardless ofsocial and personal characteristics such as gender, age,origin, social status, sexual orientation, religion, or mental
and physical abilities. We see diversity as a great asset toour corporate culture, our competitiveness, and the qualityof our daily work together.

tal and social responsibilities.

176 — 177

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Diversity, equity & inclusion

Equal opportunities for all

few years will be to fill every aspect of the policy with life. The

We believe that it is the diversity of our workforce that makes

processes is of particular importance in this respect. It is a truly

Greiner successful, innovative, and strong. Our success comescross-cutting issue that will impact all areas of our new Group-from 11,275 people with diverse skills, experiences, perspec-

wide People & Culture strategy.

integration of diversity, equity & inclusion into all relevant HR

Diversity, Equity & Inclusion
Mission Statement
We provide equal opportunities for everyone and act as a rolemodel for creating an inclusive organization and society. This

tives, and attributes. We can only realize the full potential ofthis diversity by creating a fair and inclusive work environment

We expect our managers and leaders not only to adhere tois our vision for diversity, equity & inclusion. To make thisthat provides equal opportunities for all.

the principles of this policy but also to create an environment

vision a reality, we have formulated five guiding principles that

where diversity, equity & inclusion are valued at all times. That

guide our daily work.

We operate in 33 countries around the world. We know thegreiner.for.all

is why we will be offering ongoing awareness and other train-

power of diversity. A diverse environment helps companies

ing starting in 2024. In addition, decision-making bodies needinnovate and improve the quality of the decisions they make.

to be more diverse to create a work environment that allows

In addition, companies that embrace diversity, equity & inclu-

all employees to develop and succeed equally. We also aim tosion are more economically successful and resilient. They havepromote diversity in our supply chain by encouraging our busi-

more satisfied customers, are more likely to retain existingness partners to become active in this field as well.

employees and become more attractive to potential hires.

Our guiding principles

We recognize that only an inclusive society can ensure a sustainable and peaceful future. This is why we use our influence
as a global company to promote diversity, equity & inclusion in

Creating fair workplaces

and outside our organization. Providing equal opportunities is
not something that happens automatically or overnight. This is

Developing inclusive
products and services

something we have to work on every day, and we are doing so

It is our responsibility to address discrimination,with a number of initiatives, measures, and targets.

structural prejudice, and unconscious biases. By

When developing new products or services, we

educating colleagues, learning from each other, andstrive to consider aspects of diversity and inclusion

making the topic visible, we can identify, address,

that are relevant for our customers, users, andand mitigate inequalities.

other stakeholders.

Designing an inclusive
employee journeyEngaging our supply chain and partners

We are committed to ensuring that each employee

company. We actively encourage our suppliers, customers, and partners to contribute to theDiversity, Equity & Inclusion Policy
In the year under review, we took another important step
towards equal opportunities at Greiner by publishing ourGroup-wide Diversity, Equity & Inclusion Policy. This policy has
been in force since September 2023 and applies worldwide

Diversity, equity & inclusion go far beyond ourto all companies in which Greiner AG holds a direct or indirectinterest of more than 50 percent and sets out our minimum
requirements for diversity, equity & inclusion. They include

journey is filled with transparency and access tozero tolerance of discrimination, leadership by example, andequal opportunities. From employer branding andimplementation of our vision, mission, and guiding

the obligation to report any violations immediately.

recruiting to workforce retention, we want to be

principles to ultimately achieve an equitable society.

inclusive and fair.
The policy integrates our Diversity, Equity & Inclusion Mission

Empowering individual life choices

Statement and defines what we expect of all employees. It
forms the basis for further activities to reach the targets
that we have set, such as having 40 percent of women in
leadership positions by 2030. The main challenge in the next

Inclusive Communication
Guidelines

We want to provide both a rewarding career andfree time for a personal life. With this in mind, weseek to strike a balance between family life, education, and work at any stage of life.

How we communicate with each other has a significant impact on our work environment and corporate
culture. To strengthen respectful, appreciative, andDiversity, Equity & Inclusion Policy
and Mission Statement

non-discriminatory communication at Greiner, we
will provide all employees with a guide to inclusive
communication in 2024. People & Culture, Com-

Our Group-wide Diversity, Equity & Inclu-

munications and Marketing employees will receivesion Policy and our Mission Statement area more detailed version of this guide. The guide

publicly available and can be downloaded

complements the Group-wide Diversity, Equity

on our website in numerous languages.

& Inclusion Policy.

178 — 179

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Diversity, equity & inclusion

Lunch for all
Employees at our Greiner Bio-One site in Frickenhausen can
eat lunch at the Frickenhausen cafeteria at a reduced price.
What makes it special is that the cafeteria is an employer ofpeople with disabilities and part of the private association“Behinderten-Förderung-Linsenhofen.” Its mission is to promote
the inclusion of people with disabilities in the workforce. In addition to providing tasty and affordable meals for our employees, this collaboration raises awareness of disability inclusionand supports the nonprofit’s important mission.

Diversity, Equity & Inclusion Working GroupA global working group consisting of about ten employees fromThe Diversity, Equity & Inclusion Working Group has laid thefoundation for equal opportunities at Greiner.
At the Frickenhausen cafeteria, the inclusion ofpeople with disabilities can be seen in action every day.

all Greiner divisions and Greiner AG began its work as earlyas 2022. In a collaborative process, the vision, mission, andguiding principles were defined, providing the framework forestablishing next steps. Based on these principles, we worked
together in 2023 to develop a Group-wide diversity policy,
which was successfully rolled out at the end of 2023 (seeImplementation of measures to promote diversity

Diversity, Equity & Inclusion Policy on page 179).

We have already initiated many measures to strengthen diversity, equity & inclusion. They include our explicit commitment
to gender equality in job advertisements, offering flexible

As an international company, it is important to be aware of theregardless of size, will implement at least one diversity, equity

working group were involved in a number of other issues. They

working models, child daycare offers, job-sharing possibilities

diversity management challenges in different countries. We& inclusion measure per year starting in 2025. In the interest ofidentified and shared examples of best practices within theand respect for the safety and hygiene needs of our employ-

rely on a participatory process that involves stakeholders fromtransparency, we will include these measures in our sustain-

company, analyzed opportunities for Group-wide training onees. We made some progress in 2023 with the rollout of ourall divisions and levels in our hierarchy. It is also important forability reporting in the future. To support the sites, we createddiversity, equity & inclusion, developed plans for employee

Diversity, Equity & Inclusion Policy and accompanying internal

us to consider both global and local perspectives.

a best practice document that presents 16 measures that have

networks, and supported internal awareness-raising activities.

communications and awareness-raising activities.

In addition to working on this policy, the members of the

been successfully implemented in various business units.
For these reasons, we have introduced a new target for 2023
that requires individual commitment from all sites: All sites,

Greiner Female ForceOne of many local initiatives is Greiner Packaging’s “Greiner
Female Force” in Dungannon, Northern Ireland. This network
was initiated by female employees to strengthen each otherAround 50 employees
discussed female
empowerment at
the International
Management Meetingin 2023.

and promote gender equality. The program included expert
presentations as well as informal meetings and networking
events. To celebrate International Women’s Day in 2023, thenetwork decided to focus on building stronger relationships
among female co-workers. Themed “Connect Us,” the event
invited women to begin networking specifically with other
women in the company to support each other on their career
paths at Greiner.

180 — 181

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Diversity, equity & inclusion

Nursery in
Kremsmünster
With programs such as the Greiner nursery, we actively
champion the compatibility of work and family.

The company’s own nursery is located in Krems-

In 2023, the share of women in leadership positions was

We want to support our employees in balancing their profes-

approximately 28 percent. This is a slight increase of aroundsional and family responsibilities by offering flexible working

one percent compared to the previous year. In the coming

hours and telecommuting arrangements. At some sites – foryears, we will take further action to achieve our goals and thus

example, in Kremsmünster, Austria – we provide our employees

strengthen the position of women at Greiner. The diversity

with childcare facilities.

münster in the immediate vicinity of our Greiner AG,

of our governance bodies is described in the section on the

Greiner Packaging, NEVEON, and Greiner Bio-One

sustainability management structure (pages 62 to 72). Other

Our divisions employ different approaches to make the returnsites. It is available to children whose parents work

figures on the gender breakdown of our employees can be

to work easier. Greiner Packaging, for instance, gets in touchat one of the Greiner sites. It is also available tofound on page 184.

with its employees while they are still on parental leave. This

children of other working parents. The “Drehschei-makes it easier for both parties to plan and organize the return

be Kind” association provides high-quality childcare

Compatibility of work and family life

with healthy meals, age-appropriate activities, andAs a family-owned company, the compatibility of career andare informed of material changes before the return, and thesupervision by pedagogically trained staff. Year-family is of particular concern to us. We want to support par-company can prepare for the employee’s individual needs. This

round care is provided for children between theents of children requiring childcare to temporarily leave their

may include the need for a protected workplace for breast-ages of one and three. During the summer months,

job behind and return to their work more easily without any risk

feeding mothers or the need for free hygiene articles

there is flexible childcare for children up to theirof disadvantages. Depending on national laws and customs,

for women.

tenth birthday. We believe that parents are more

we allow fathers as well as mothers to take parental leave.

to work. Other advantages include the fact that employees

relaxed and engaged in our company when theyMore and more managers are doing their jobs part time andknow their children are in good hands.

as “shared” leaders. This also gives part-time employees theopportunity to take on leadership tasks. Job sharing requires
more agility, well-coordinated communication, and a solid
foundation of trust. The entire team usually benefits from this.
It also makes jobs and the company more attractive to people
in different life situations and phases.

Empowering women in the workplace
We set an example back in 2020 by supporting the UN Wom-

Raising awareness toprevent sexual harassment

en’s Empowerment Principles (WEPs). We are committed to the

Women in leadership positions 1 [in %]seven principles of corporate governance to empower womenin the workplace, the labor market, and the community. This
includes establishing an equal opportunity management cul-

30.6
26.0

ture, fair and equal treatment of all women and men, specific
Our Greiner Bio-One site in North Carolina, USA,measures for the advancement of women and zero tolerance

offers its employees e-learning courses on pre-for discrimination and sexual harassment at the workplace. The

venting sexual harassment and discrimination in the

WEPs are an initiative of UN Women and the UN Global Com-

workplace. The aim is for employees to learn how

pact and are based on international labor and human rights

to recognize discrimination, identify harassment,

standards.

and take action to prevent such incidents. After all,we know that creating and maintaining a positive

As a first step within the company to implement the principles,

work environment is critical to our business success

we set ourselves the goal of increasing the proportion ofand can only be achieved through proactive training

women both in leadership positions and in all areas of workand awareness-building to prevent misconduct. In

outside production. We want to reach a 50 percent share of2023, 199 employees at the site completed thiswomen in all non-production work areas by 2025 and a 35 per-training.

cent share of women in our leadership positions by 2025. We

21.9

23.9

23.6

24.1

2022

Greiner Packaging

2023

32.9

2022

2023

24.6

7

2021

32.1

7

2021

2022

NEVEON

2021

2023

Greiner Bio-One

Greiner total

26.6
2021

26.3
2022

27.5
2023

want to increase the share of women in leadership positions to
40 percent by 2030. We define women in leadership positions
as all female employees with personnel responsibility, regard-

1 Women in leadership positions = persons
with personnel responsibility.

less of hierarchical and functional level.

182 — 183

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Own workforce / Diversity, equity & inclusion

Equal pay for women and men
There are still significant gender-based pay gaps in many partsof the world. For example, according to Eurostat, the gender
pay gap across the Austrian labor market was 18.4 percent in
2021, well above the EU average of 12.7 percent.

Outlook: Diversity,
equity & inclusion

diversity efforts is the implementation of a comprehensive

We decided to change the governance structure in this area in

In addition, all sites will implement at least one diversity, equity

training program designed to educate our employees on respectful interactions and inclusive leadership.

2023 to further professionalize and strengthen our manage-& inclusion measure per year from 2025 (pages 180 to 181).

At Greiner, we have made a clear commitment to achieving fairment approach to diversity, equity & inclusion. The cross-di-

This goal established in 2023 will aid in the long-term transfor-

pay for all employees by signing the UN Women’s Empower-

visional and international Diversity, Equity & Inclusion Working

mation of our organizational culture.

ment Principles and establishing our internal Diversity, Equity

Group, which has made a valuable contribution and laid the& Inclusion Policy. Important steps have been taken in recent

groundwork for providing equal opportunities at Greiner, will be

We will also establish a Group-wide diversity network andyears with the introduction of job grading structures in various

replaced by an Advisory Board on Diversity, Equity & Inclusion

facilitate the creation of employee resource groups (ERGs).

business units and participation in the “100 Percent” project

as of 2024. This committee will be even broader, more inter-

ERGs, also known as affinity groups, are groups of employeesorganized by the Austrian Federal Ministry of Labor, Family andnational, and more strategic in scope. A member of Greiner’s

who come together on a voluntary basis or on the basis of aYouth.

Executive Board will also be on this committee, a clear signal ofcommon interest such as the empowerment of women in thethe topic’s priority. The newly established Advisory Board andcompany. We want to give all interested employees the oppor-

the Diversity Management team of Greiner AG will jointly set

tunity to learn more and get involved. We believe that equal

the course for ensuring equal opportunities at Greiner.

opportunities and an inclusive culture can only be achieved

The main challenge for the coming year will be to analyze ourdatabase in order to then evaluate a Group-wide breakdown of
A diverse workforce makes us a strong,innovative and resilient company.

gender pay ratios, which we have not yet been able to do dueto the incompleteness of our data. We are well positioned fortogether.
In addition to the new governance structure, the plan for 2024

this task after the digitalization of our HR management system

is to improve the measurability of diversity, equity & inclusion

with Greiner SuccessFactors in 2023. Following the evaluationand develop new objectives. Another core element of ourof the gender pay gap at Greiner in 2024, we will identify
Group-wide measures to improve pay equity between men andwomen in the company.

Whistleblowing platform and point of contact

Number of employees
by gender [headcount]

We have also established a whistleblowing platform to ensure
equal opportunities as best as possible and eliminate any
opportunities for discrimination, bullying, mobbing, or harassment. Incidents of any kind can be reported anonymously at

6,777

4,481

Men

tell-greiner.com by our employees, customers and business

Women

partners.

2023

17

→ Read more under: Governance / Business conduct /Unknown/Other

Corporate culture & compliance

Share of women by function [in %]100

How to have your say

38.1

In 2023, we set up the diversity@greiner.com mailbox as an additional communications channel. It isadministered by Greiner AG’s Group-wide Diversity

100

43.8
2023

Production

Administration

Management team. This is where we invite employees,
customers, and business partners to submit feedback,

2021

2022

2023

Production

35.8

38.1

38.1

Administration

43.0

43.8

43.8

questions, and ideas to help create a diverse, equitable,
and inclusive corporate culture at Greiner.

184 — 185

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Workers in the value chain

Actual & potential impacts
Positive→ We meet our due diligence obligations by complying withnational and international standards→ We make positive contributions to labor and human rights
conditions along the value chain→ We build greater awareness by modeling our values,

Negative→ Failure to comply with national and international standards has a negative impact on working and living
conditions→ Vulnerable social groups are discriminated against anddisadvantaged

setting clear requirements, and cultivating appropriate→ Valid policies and requirements are violated

values→ Disrespecting social standards damages our image and→ We hone our image and position ourselves in the market
as a responsible business partner→ We support local communities through targeted community involvement

reputation and repels business partners→ Negative incidents along the value chain result in lost
market share→ We lose attractiveness as an employer→ We build awareness in purchasing and sourcing

Implemented measures & policies→ Greiner Code of Conduct

Management approach
Workers in the value
chain→ Code of Conduct for Suppliers and Business Partners→ We rolled out a Group-wide Sustainable Sourcing Policy→ Sustainable Sourcing e-learning course for employees
involved with purchasing

We have established clear guidelines and policies that reflect

Similarly, we are aware that our social responsibility does not

our corporate values and apply to us and our business part-end at the gates to our factories, especially with regard toners. We try to make a substantial contribution to human rights

protecting and respecting international labor and human rights.

and supply chain resilience through targeted awareness-rais-

After all, the people who work along our value chain come froming measures, compliance with applicable national and inter-a wide variety of countries, cultures, and industries. It is ournational standards, and our Sustainable Sourcing Policy. Our

responsibility to make a positive contribution to their working

efforts in this area increasingly rely on training and internation-and living conditions wherever possible. We also honor our

ally recognized evaluation platforms.

platform→ We established the EcoVadis assessment platform for
suppliers→ We achieved EcoVadis Gold status for the Greiner Group

Targets→ 80% of purchasing volume covered by Greiner Code of
Conduct (or equivalent)

Performance & target achievement
Our employees are crucial to our success as a company.

→ We established the tell-greiner.com whistleblowing→ 99% of suppliers (> 500 thousand euros) have achieved
the EcoVadis minimum score by 2030

→ See Overview of 2023 sustainability performance

heritage and local roots in the regions where we do businessby supporting numerous projects and initiatives. This is how westrengthen local communities.

Our impact inthe value chain:
186 — 187

upstream processes

own processes

downstream processes

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Workers in the value chain / Working conditions & human rights

Working conditions& human rights

Respect for human rights

Strategic suppliers were entered in the risk assessment plat-

We are committed to respecting and upholding human rights inand progressively increase supplier commitment. In addition,

form EcoVadis IQ to address due diligence in the supply chain

our operations and along our value chain and reject all forms of

we actively encourage strategic suppliers to undergo an Eco-modern slavery and human trafficking. We also work proactive-

Vadis assessment, which covers labor and human rights. The

ly to identify and manage potential risks and take appropriate

The relevant employees in the Group were trained in this area

countermeasures as necessary.

in the reporting year. In the coming years, we want to address
the issue of due diligence at both an operational and a strate-

Our principles and standards for human rights are reflected

gic level and develop appropriate activities.

in all relevant Greiner policies and processes – for example, in
our Sustainable Sourcing Policy, our Greiner Code of Conduct,or the Code of Conduct for Suppliers and Business Partners.
These documents apply to the entire Group and are regularly
updated to reflect changes in legal and social requirements.
We have also committed to publicly disclosing the measures→ Read more under: Governance / Sustainable supply chains/ Responsible sourcing

Our commitment
We follow the OECD Due Diligence Guidance for Responsible

we take every year to keep our supply chains free from child

Business Conduct in order to meet our corporate due diligencelabor, modern slavery, and human trafficking. This statement

obligations when working with our suppliers and business part-and all the above-mentioned documents and declarations

ners. We also ensure that our actions conform to the UN Guid-are publicly available on our website and are updated on an

ing Principles on Business and Human Rights, the Core Labor

ongoing basis.

Standards as set out by the International Labour Organization(ILO), and local laws.

Greiner operates 118 locations (including production sites) in
33 countries. Some of them are located in countries with an

Our due diligence activities and measures are based on theincreased risk of human rights violations, modern slavery andOECD guidance.

human trafficking. We rely on training courses and role modeling to create transparency, generate trust, and establish social
standards. We have also established processes that employees and other stakeholders can use to report any misconduct
immediately. Reports can be submitted through HR, managers,
and local compliance officers and on our whistleblowing
platform, tell-greiner.com. Apart from focusing on our own
organizations, we also address working conditions and humanrights in our supply chain.

Responsible supplier management
Greiner has long had a stable supplier network withlong-standing relationships. We have also developed an escalation matrix to handle any non-compliance with Greiner’s purchasing requirements. This is part of our Sustainable Sourcing

Our responsibility begins well before the Greiner factory
gates and extends all the way to the end of our products’
life cycle. We speak out against child and forced labor at
all phases and organizations along the entire value chain,
without exception. Nothing beats upholding our highsocial standards and protecting human rights. This is why
we have set out our principles in writing and implemented
processes to ensure compliance with them.

188 — 189

Policy and sets out how we handle incidents. If there are any
violations of our values or policies, we work with our business
partners to determine what improvements are needed andverify their implementation and compliance. If this is not doneor the various steps are not taken, the business relationshipmay even be terminated.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Workers in the value chain / Working conditions & human rights

Our sustainability / Social / Social commitment

2

The OECD Due Diligence Guidance

Identification and assessment of potentially negative
impacts
Surveying and assessing possible risks and potential
adverse impacts along the value chain (risk management,
whistleblowing platform, risk analysis of suppliers, etc.).

Communication and reporting
Creation of transparency with regard
to the measures taken and their impact
through various forms and channels ofcommunication (annual Modern Slavery Act
Statement, publication of a sustainability
report, progress report with regard to the
UNGC, internal and external communication
measures on various topics, specialist events,
and internal exchange, etc.).

5

Social commitment
61

Embedding and public obligation
Definition and embedding of the relevant
principles and guidelines in company policy(for example Code of Conduct for Suppliers
and Business Partners, various policies, annual
Modern Slavery Act Statement, confirmation ofcompliance with the UNGC Principles, signingof the Diversity Charter, participation in the
UN WFP, etc.) and the implementation andcertification of relevant management systems.

4
Monitoring
Regular review of the effectiveness of measures andprocedures in order to minimize potential adverse
impacts (assessment by EcoVadis, conducting ofaudits (SEDEX, ISO certifications), development ofclear targets, and corresponding KPIs, etc.).

3

Take responsibility
If adverse impacts cannot be
prevented, it is important toparticipate in targeted remedial
measures in a timely manner(cooperation with appropriateorganizations to address thetarget group as well as theissue, etc.).

Prevention and mitigation
Counteracting and mitigating potential
risks and impacts by implementing
appropriate measures that address
the respective topic area as wellas the groups affected (education
and awareness, training, employee
discussions, etc.).

Stricter due diligence obligations
Current regulatory developments, such as the planned
Corporate Sustainability Due Diligence Directive (CS3D) of

Whistleblowing platformthe EU, make it necessary for us to enhance our processes forfulfilling due diligence obligations in our own operations and

The tell-greiner.com whistleblowing

in the supply chain. We have therefore decided to continue

platform enables internal and external

focusing on this task in the coming years in cross-divisional

stakeholders to report any incidents

working groups in order to develop relevant activities andand misconduct anonymously.

strategies.
→ Read more under: Governance / Business conduct

190 — 191

We are a global company committed to fully living up to
our social responsibilities. We are involved with numerous
different charitable projects at both a global and local
level. In addition to major, long-standing partnerships
with charitable organizations, we also support numerous
local projects around the world, make donations, andparticipate in sponsorship activities. After all, nothingbeats social commitment for us – not even in economicallychallenging times.
Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Social commitment

Donations and sponsorship

Make a difference with stability

MINTality Foundation

Greiner supports projects all over the world, also relating to

It is important to us to be a long-term partner, especially

twelve partner organizations from the worlds of business andeducation, environmental protection, climate protection, health,when it comes to strategic partnerships. Greiner AG and thepolitics, including Greiner AG. The vision of the Austria-wide

and social issues! In addition to making financial contributions,

headquarters of the three divisional organizations therefore

foundation is this: “Girls should finally be able to develop their

we also provide in-kind donations, expertise, and even ourmaintain medium- to long-term partnerships with charitablepotential where they can really help themselves, Austria, andtime. In 2023, for example, we contributed to equal opportuni-organizations. For example, Greiner AG has been partnering

the world: in STEM professions.” STEM stands for science,ties for socially disadvantaged students in Austria, supportedwith Teach For Austria since 2016, while Greiner Packaging

technology, engineering, and mathematics. The demand forearthquake victims in Turkey and Syria by donating mattresses,

has been working with Plastic Bank to combat marine pollution

workers in these professions is growing enormously, but theand personally planted trees to preserve biodiversity in thesince 2019. Since 2021, our NEVEON foam division has been

number of qualified workers is very low – mainly because these

Czech Republic.

working with Viva con Agua to provide clean drinking water in

professions are still attracting nowhere near enough women.

The MINTality Foundation was founded in 2022 by a total of

Malawi. Our Greiner Bio-One division has been supporting the
For Greiner AG’s donations and sponsorships, we have drawn“Geben für Leben – Leukämiehilfe Österreich” leukemia support

Foundation members cooperated directly with schools forup guidelines that set out the three principles of transpar-

association since 2021. We also launched a strategic sports

the first time in the 2022/23 school year. Greiner spent a year

ency, independence, and sustainability. We only consider

partnership: Greiner AG has been the leading partner of theworking with students in a class at Losenstein Middle School toapplications that have a positive social or environmental impact

Upper Austrian women’s soccer team LASK. This commitment

spark an interest in technology in a hands-on, non-intimidating

on society. Donations and sponsorships must be clearly andmakes a contribution to the professionalization of womenʼsway. Following the success of the first “Company School Year”

verifiably used for the intended purpose. Applications can besoccer and to increasing the visibility of women in sports andpilot project, we gave the official go-ahead for a continuation insubmitted through our website www.greiner.com.

society.

October 2023. Now, another class at Losenstein Middle School

Responsibility for donations and sponsorships made at divi-

Partnering organizations provide us with regular reports on thesional level or locally by Greiner sites lies with the respective

effectiveness of our support. We also monitor media coveragesubsidiaries. The Sustainability & Corporate Affairs team at

relating to organizations we support and diligently investigate

Jane Goodall Institute Austria

Greiner AG is on hand to support and advise them.

any criticism that may arise. Should one of the organizations

The Jane Goodall Institute Austria is a charity that is committed

that we support implement activities that we do not approveto improving the lives of people, animals, and the environment.

of, we will immediately seek an opportunity for dialogue andIn 2023, Greiner supported the Roots & Shoots youth network,

evaluate the cooperation.

which is part of the charity. The network aims to motivate andwill be mentored by trainers and female role models from ourtraining center for an entire school year.

support young people to shape their future and actively participate in world affairs. As part of the project “Wunder.Welt.Wald:
Forschen im Wood.Wide.Web,” children, young people, andeducators were made aware of the importance of the forest as

Greiner AG policy

a place for living and relaxing, but also as a key factor when it
comes to climate change. Additional activities were organizedfor our employees as part of the International Day of Forests.

Number of supported projects

356

The Greiner AG policy on

In addition to sharing facts and information, participants weresponsoring and donations

educated about the importance of and threats to our “green

can be viewed online:

lungs” and motivated to carry out their own forest conservation

greiner.com/en/press

projects.

sponsoring/

297

Greiner has also sponsored a chimpanzee infant named

179

Themba in Uganda through the Jane Goodall Institute Austria.
Our donations go directly to the project area and are used lo-

2021

2022

cally to feed and care for the chimpanzees and to maintain and2023

expand species-appropriate habitats within the sanctuary.

2021

2022

2023

Greiner AG

20

66

92

Projects we support
around the world

Greiner
Packaging

93

136

140

All supported projects – whether support comes from GroupNEVEON15

25

31

Greiner
Bio-One

51

70

93

Greiner total

179

297

356

192 — 193

headquarters, the divisions’ headquarters, or our local sites– are entered in our reporting software and then evaluatedcentrally. We supported a total of 356 projects worldwide in2023 (2022: 297 projects).
Greiner AG is a partner to the Jane Goodall Institute Austria.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Social commitment

Viva con Agua

Any healthy person between the ages of 17 and 45 can be

Viva con Agua is a charity that is committed to ensuring

tested using a cheek swab or blood sample to become aclean drinking water worldwide. NEVEON and Viva con Aguapotential donor worldwide. Greiner Bio-One also organizes tis-

Austria, along with implementation partner Welthungerhilfe,

sue-typing drives with employees at its sites in Upper Austria,

launched the Malawi WINS & Co (Malawi Wash In Schools

In addition to our larger and longer-term partnerships, whichin addition to funding these typings. Since the start of the col-& Communities) project in 2021 with the aim of permanently

are typically organized by the headquarters, we also care very

laboration, 2,263 tissue-type tests have been funded (875 ofand sustainably securing access to clean drinking water indeeply about commitments to our local communities. This

them in 2023) to find stem cell donors for people with leukemia

schools and villages in the Dedza district (central Malawi).

allows us to contribute, lead by example, and engage withlocal organizations and communities in the countries where weand other life-threatening diseases.

Plastic Bank

Axel Kühner (former CEO) during a Teach for Austria lesson

Teach For Austria
We share Teach For Austria’s vision that every child and young

Promotion of
local communities

determination of the tissue type of potential stem cell donors.

The first phase of the project, Malawi WINS & Co 1.0 (2021-

operate. Here is a list and description of some of our more than2023), ensured the drinking water supply of 22,000 people in

200 site-specific projects that were supported in 2023.

In the fight against plastic waste in the world’s oceans, Greinerrural Malawi. The second project phase, Malawi WINS & Co 2.0,

Packaging has been partnering with the Plastic Bank sinceaims to provide access to clean drinking water to an additional

2019, thereby contributing not only to the circular economy

30,000 people during the two-year project period from 2023 toSpecialized healthcare –Macmillan Cancer Support

but also to the fight against poverty. Plastic Bank is reducing

2025. Around 45,000 people are now benefiting from Malawi

At the Greiner Packaging site in Dungannon, Northern Ireland,

plastic pollution in the oceans with the help of collection com-

WINS & Co 2.0 with additional financial support provided froma charity committee has been actively involved in charitable

munities in places including Manila, Philippines. The initiative

the Austrian Development Agency over the well’s average life

causes for a number of years. In 2023, the committee decided

essentially turns plastic waste into currency: Collectors bringof ten years.

to back Macmillan Cancer Support, one of the UK’s largest

plastic waste to recycling stations where they can exchange it

charities. Macmillan Cancer Support provides specialized

for life-enhancing benefits such as electricity, tools, everyday

healthcare and financial assistance to people with cancer.

items, or services. All the exchange transactions are stored

The organization also addresses the social and psychologicalin a database and can be tracked and traced. The collectedmaterial is processed into Social Plastic® for reuse in products

impact of cancer and advocates for better overall cancer care.

and packaging. Since the collaboration began, more than 600

Packaging invited a representative of Macmillan Cancer Sup-

tons of plastic waste has been collected, which is equivalent toport to meet and talk. She emphasized the great benefits ofmore than 30.5 million plastic bottles. This means that plastic is

donations and gave employees a glimpse into all aspects ofrecycled and local quality of life is improved.

cancer care.

To celebrate the International Day of Charity in 2023, Greiner

person should have the chance for a good life, regardless of
the level of wealth or education of their parents. Through its
Fellow Program, Teach For Austria enables highly qualified
career changers to teach at challenging kindergartens, middle
schools, and vocational schools for up to two years. The goal
is to provide children and young people with new perspectives
and opportunities, motivate them by example and, obviously,
give them the skills they need to start and finish school successfully. Greiner has been supporting Teach for Austria for

Together with Plastic Bank, Greiner Packaging
fights against plastic waste in the world’s
oceans.

seven years and has been a Gold Partner since the 2019/20
school year. In 2023, our then-CEO Axel Kühner also visited aschool class in Upper Austria and gave them a glimpse into theworld of plastics and recycling as well as his work as CEO.

“Geben für Leben” – Austrian Leukemia Aid
As a global medical device company, Greiner Bio-One has
been working with the charity “Geben für Leben” since 2021.
For people with leukemia or other blood disorders, a stem cell
donation is often the last hope for a cure when treatment and

Our Greiner
Packaging site in
Dungannon hosted a
breakfast in support of
the Macmillan Cancer
Support charity in 2023.

chemotherapy have failed. This is precisely what the missionof “Geben für Leben” is about – to find life-saving stem cell
donors for people suffering from leukemia. Greiner Bio-One
provides support by funding tissue typing, which refers to the

194 — 195

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Social / Social commitment

Emergency relief for earthquake
victims in Turkey and Syria

Presenting the check to
the Forest Green Rovers
Community

We believe that it is our duty to help those who are most in
need of assistance. Deeply saddened and shocked by themassive destruction and suffering caused by the earthquake in
Turkey and Syria in February 2023, our divisional organization
NEVEON launched a very special initiative: To provide quick
support and urgently needed relief to the disaster victims, a
total of more than 3,000 mattresses were donated by various
NEVEON sites. In addition, Greiner AG supported the relief organization CARE Turkey with a financial donation. CARE Turkey
was one of several aid organizations that supplied the people
on the ground and used the donations to bring relief supplies
to the disaster area.

NEVEON donated over 3,000 mattresses tothe people affected by the earthquake in
Syria and Turkey.

Promoting biodiversity throughcollaborative landscape design

Forest Green Rovers Community –more than just a soccer club

For the third year in a row, the Greiner Packaging site in

The Forest Green Rovers Community is the charitable arm of

Slušovice, Czech Republic, has participated in the “Planting

the Forest Green Rovers sustainable football club. Working

Trees” project, which supports the planting of fruit trees in thewith schools, community organizations, and sports clubs inregion. In November 2023, the site’s employees planted a total

Gloucestershire and beyond, they use soccer to educate, mo-of 43 fruit trees in Neubuz, extending the existing tree-lined

tivate, and inspire – especially among young people from lessavenue to the Barborka lookout point. They had started toprivileged socio-economic backgrounds. Our Greiner Bio-One

plant the avenue the previous year. The non-profit organizationsite in Stonehouse, UK, supported the Forest Green Rovers

Sázíme stromy (“Let’s Plant Trees”) offers an opportunity to

Community in 2023 at a time of year that is financially chal-

get involved in planting fruit trees in public places. The aim oflenging for many families: the Christmas season. The donations

the project is the promotion of biodiversity, landscape design

helped cover the cost of the children’s Christmas gifts.

and social cohesion. Trees planted include apples, pears,
cherries, and plums. The trees are then maintained by the city
government.

Outlook:Social commitment
We will continue supporting and promoting larger, medium- tolong-term partnerships, and smaller local projects in 2024. Participating in social and environmental aid projects not only adds
value to society; it also promotes good neighborly relations
Our Czech counterparts
planted many fruit trees in
November 2023.

between Greiner and the surrounding community. Ultimately,
this helps us to strengthen our employer brand and actively
contribute to building a better community. In a best-practice
document, we describe specific examples of community involvement to inspire other Greiner employees and sites to planand implement similar projects.

196 — 197

Annual and Sustainability Report 2023 / Greiner AG

Subcontents

Governance
198 — 199

200
202
214
216
222
224

Business conduct— Corporate culture & compliance—  Anti-corruption & bribery—  Risk management

Sustainable supply chains—  Responsible sourcing

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct

Actual & potential impacts
Positive→ We comply with current regional, national andinternational rules and regulations→ We prevent damage to our image and reputation andcreate trust and transparency by complying withrequirements and policies→ We build transparency by introducing a whistleblowing
platform for reporting any misconduct and by protecting
whistleblowers→ We prevent bribery and other forms of corruption→ We prevent anti-competitive behavior and other

Negative→ Non-compliance with legal requirements, standards, andpolicies has negative social and environmental impacts→ Loss of customers and business partners→ High employee turnover due to an unsuitable corporate
culture→ Financial losses due to court proceedings and/or finesand by having to commit an increased amount of resources to remedy grievances or take action→ Loss of market share due to non-compliance withchanging legal product requirements

violations→ We project an image of a positive, responsible, andtrustworthy employer

Implemented measures & policies→ We defined Group-wide values and principles→ We instituted a comprehensive compliance management
system→ We revised the Group-wide supplier policy→ We revised the Group-wide Code of Conduct for
Suppliers and Business Partners→ We introduced compliance policies (anti-corruption, an-Management approach
Business conduct

titrust law, military and dual use, data privacy, business
partners, etc.)

We expect our employees and business partners to act inour employees, the society, and the environment. We base ouraccordance with our Group-wide Codes of Conduct, which

actions on clear ethical principles and guidelines with the goalmeet and exceed the minimum legal requirements. The Group-

to meet our stakeholders’ demands and maintain their trust.

wide compliance management system promotes ethical con-

These ground rules inform our daily work and decisions.

duct within a rule-based framework. We also create a culture

Greiner must ensure that they are communicated and followed.

of mutual trust and transparency with training and awarenessactivities.

awareness-raising measures→ We introduced a whistleblowing platform and defined aclear process for processing reports→ We introduced a Group-wide process to prevent
personal data breaches and data subject complaints→ Internal and external audits were performed to ensurecompliance with Group-wide standards, processes, andpolicies→ We introduced Group-wide policies on issues such as
occupational health & safety, environmental protection,
diversity, or sustainable purchasing

Targets→ Promote awareness and understanding of the Groupwide compliance structure and the underlying processes

As a global company, we bear a tremendous responsibility for→ We offered a wide range of training courses andand tools→ Comply with Group-wide requirements and standards
within the compliance management system→ No violations of the requirements set out in the Greiner
Code of Conduct for Suppliers and Business Partners→ Increase employee training→ Quickly respond to new laws and regulations at all times→ No violations, lawsuits, or fines under compliance-­
relevant laws and regulations

Performance & target achievement→ See Compliance training and Overview on pages 208,
211 & 213

Our impact inthe value chain:
200 — 201

upstream processes

own processes

downstream processes

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Corporate culture & complianceCorporate culture& complianceAn overview of ourvalues & principles

Striving for excellence→ We bring forward people’s own ideas, in our and inother divisions.
→ We set ourselves high goals which are not easy toachieve.

Openness→ We bring forward people’s own ideas, in our and inother divisions.
→ We support measures although they are more advantageous for the Group than for our own division.
→ We also provide critical feedback when things gowrong.
→ We give our employees feedback. By doing this,they know where they stand and how they
are being seen.
→ We try new approaches.
→ We don’t say, ”That’s how we’ve always done it.”→ We try to meet external/internal customers’ wishes
as well as possible.
→ We analyze mistakes we have made and try to learn
from them.
→ We celebrate goals we achieve.
→ We know how to celebrate successes.
→ We stand for profitable growth.
→ We fight for every customer.
→ We set ourselves benchmarks and work to exceedthem.
→ We don’t just measure ourselves against yesterday’s
success, but against the competition as well.

→ We don’t assume that what worked yesterday will
still work tomorrow.
→ We appreciate others’ suggestions, even when theyaffect our sphere.

For us, acting ethically means developing clear policies
and standards, communicating openly, making businessdecisions transparently and standing by them. By raisingawareness and setting clear rules, we want to ensure that
all managers and employees are guided by the Greiner
value system so that we are seen by our stakeholders as areliable, upright business partner. After all, nothing beatstransparency.

→ We listen to others and let each other speak.
→ We consider the opinion of others to be equitable.

Reliability→ We keep our promises.
→ We make consistent decisions in similar situations.
→ We check our performance on a regular basis.
→ We remain loyal to our company.
→ We represent the company in public life.
→ If we can’t keep a promise, we communicate this as
well.
→ We also place equal value on social, ecological, andAn appropriate corporate culture is the foundation for good

Greiner Group: openness, appreciation, reliability, and striving

corporate governance and ethical business practices. Ourfor excellence. They form the basis for how we work together

corporate culture is characterized by the four values of theand apply to all employees.

202 — 203

Appreciation

economic factors within company management.

→ We actively ask for opinions.
→ We try to combine the best of different cultures.
→ We see the cooperation of young and old as anopportunity.
→ We see cultural differences as a learning opportunity.
→ We consider all employees as equals.
→ We don’t put ourselves above colleagues or
employees.
→ We are courteous in our interactions with one
another.
→ We tolerate other opinions.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Corporate culture & compliance

Greiner has a 150-year-long history. Prudent and responsible

aware of their responsibility and role model function and act

requirements, developing and delivering compliance training,

The Group Compliance Officer reports to the Chief Financial

corporate governance has underpinned our past success andaccordingly. Eight management principles serve as a guideline

providing internal consulting and managing the publicly avail-

Officer (CFO) at regular meetings on current issues, tasks, andwill help ensure that we continue to thrive for generations toand form the framework for successful, ethical leadership andable whistleblowing platform. Our general corporate values

planned measures and is available to other members of thecome. That is why it is in the interests of all our stakeholders

collaboration throughout the Greiner Group.

and particularly our compliance principles provide a normative

Executive Board at any time. In addition, the CMS report, whichframework that is reflected in the Codes of Conduct for em-

contains further information on the compliance management

ployees and business partners.

system, is submitted to the Executive Board twice a year.

that the company is well managed – by managers who are

We communicate openly,
clearly, and proactively.

We respect and trust eachother.

Compliance: responsibility and organization

The Supervisory Board focuses on compliance management

The compliance organization reports to the Chief Financial

at one meeting per year. At the end of each fiscal year, theOfficer (CFO) and is led at the Group level by the Group Com-

Executive Board and Supervisory Board evaluate whether thepliance Officer. The Group Compliance Officer oversees thecompliance management system is still effective and appropri-

Division Compliance Officers (DCO) (assigned at the divisionate. If necessary, they decide on measures to further improvelevel), who in turn oversee one local Compliance Officer (LCO)

the management system.

per company at the local level. The local Compliance Officers

We are continuously learning
how to lead Greiner into the
future.

at each site are the first point of contact for local complianceissues. They communicate directly with the Division Compliance Officer and the Group Compliance Officer. The Compliance Board holds regular meetings to discuss current issues,
coordinate tasks, and set future priorities. These meetings
are attended by the Group Compliance Officer, the Division

We make decisions and standbehind them.

We serve as role models andcreate an appreciative work
environment.

Compliance Officer, and selected employees for specific

We pursue our goals withcourage and a sense of
responsibility.

topics. Key focus areas include ensuring compliance with laws
and regulations, particularly in anti-corruption, anti-bribery,
antitrust law, competition law, export controls, sanctions, anddata protection.

We put our customers at theheart of what we do.

Compliance organization

Management
principles

We foster personal growth andteamwork across departments
and cultures.

Supervisory Board (Greiner AG)←↓

Group Compliance Officer (Greiner AG)

CMS report (twice a year)

↑

↓

DCO

DCO

(NEVEON)in 33 countries. We thus have to meet a wide and diverse

For example, Greiner is committed to complying with all tax

range of legal requirements in areas such as anti-corrup-

laws in the countries in which it operates and opposes ag-

tion, anti-trust and competition law, data protection, labor

gressive tax planning and structuring. We also recognize thatand social rights, environmental protection, and productnational competition laws may vary from country to country

liability. Complying with all local, national, and international

and that all applicable laws and regulations must be followed

laws and regulations is a fundamental part of our corporate

without exception.

responsibility. It is the responsibility of management to ensurecompliance with the law and with external and internal policies

Our Group-wide compliance management is responsible forand requirements. To ensure this, we have integrated these

activities such as drafting policies and manuals, creating andrequirements into our existing process landscape and thus in-maintaining documentation required to meet accountability ob-

corporated them into our daily activities. In addition to enjoying

ligations, ensuring timely compliance with regulatory reporting

Local lawyer (in the event of anincident)

legal compliance, we can seize opportunities, enhance positiveeffects, and minimize risks and negative effects.

We have 118 locations worldwide, which gives us a presence

204 — 205

DCO

(Greiner Bio-One)

Subsidiaries

←

A

LCO

D

LCO

G

LCO

B

LCO

E

LCO

H

LCO

C

LCO

F

LCO

I

LCO

…

LCO

…

LCO

…

LCO

←

Compliance management

Whistleblowing at Greiner

Division holding companies(Greiner Packaging)

Greiner AG
Executive Board

DCO = division compliance officer, LCO = local compliance officer

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Corporate culture & compliance

The Greiner Code of Conduct also includes anti-corruption

Modern Slavery Act Statement

rules and is given to all new employees, who must sign a

The Greiner Group publishes an annual Modern Slavery Act

statement confirming receipt of and compliance with the CodeStatement. In accordance with the UK Modern Slavery Act ofof Conduct on their first day of work. The Compliance Depart-

October 29, 2015, we set out the strategies and preventive

ment, Internal Audit and the Risk Management team regularly

measures that we as a corporate group use to prevent modern

monitor compliance. The Greiner Code of Conduct also applies

slavery and human trafficking in our sphere of influence, in-to all business partners acting on Greiner’s behalf. Suppliers

cluding our supply chains.

and business partners also have their own Code of Conduct(Code of Conduct for Suppliers and Business Partners), whichbecomes part of the contracts concluded with them. All compliance and legal policies are approved by the Executive Board.
Violations can be detected through compliance audits, internaland external audits, direct reports to responsible parties, or via

Modern Slavery Act Statement

the Greiner whistleblowing platform. The Greiner Group fully
and completely supports the adopted policies and expects all
employees and business partners to know and follow them.

The Modern Slavery Act Statement
is available on our website.
greiner.com

The Greiner Compliance Manual defines and describes the

Conduct. In the event of violations, we will take steps to pre-compliance management tasks and responsibilities as well asvent similar incidents in the future and provide compensation

associated internal processes such as regular risk analyses.

for any damage caused. Depending on the nature of the com-

The compliance risk analysis carried out for the first time inpliance violation, there may be consequences under applicable2016 is regularly revised and potential changes in risk prioriti-

employment laws or, in the case of business partners, contrac-

zation are taken into account when making adjustments to thetual consequences.

compliance management system (CMS). The overarching goal
is to prevent compliance violations. Where this is not possible

Company policies and Code of Conduct

in individual cases, it is important to detect and respond to

The Compliance Department of Greiner AG and the individual

violations at an early stage. This can minimize liability risks andspecialist departments are jointly responsible for creating

avoid reputational damage. Other compliance management

and updating Group-wide policies such as the Greiner Codetasks include advising and legally protecting Greiner’s man-of Conduct for employees, which is available in German andagement, executives, and employees and increasing the effec-

English at www.greiner.com. It defines the basic principles

tiveness of the management system by coordinating existingof how we work together and how we conduct ourselves.

compliance activities.

Other specific guidelines and policies cover areas such as
anti-corruption, anti-bribery, antitrust and competition law,

We had all Austrian companies certified to ISO 19600 and ONR

data protection, military & dual usage, environmental protec-

192050 back in 2017. This is an international standard and antion, occupational health & safety, purchasing and diversity.

Austrian guideline for the correct use of compliance manage-

Depending on the issue, they refer to relevant international

ment systems. In 2020, we had all the companies in the Groupframeworks such as the OECD Guidelines for Multinational

certified to ISO 19600. In 2021, the underlying standard wasEnterprises, the United Nations Guiding Principles on Business

replaced by ISO 37301. These changes and new certificationsand Human Rights, the International Bill of Human Rights,

led to further refinements and improvements in the complianceor the conventions and recommendations of the Interna-management system. ISO 37301 applies to all Greiner compa-

tional Labour Organization (ILO). They are available in thenies worldwide. Greiner’s compliance management system also

most common national languages of the Greiner Group. The

includes a modern anti-corruption management system, as

Greiner Compliance and Legal Policies and the Greiner Code

evidenced by our ISO 37001 certification, which was awardedof Conduct are applicable to all Greiner AG employees. The

for the first time in 2023.

above policies are subject to ongoing development, taking into
account internal and external developments and the resulting

We take a firm stand against discrimination, disregard forrisks and opportunities.

human rights and any violation of the Group-wide Code of

206 — 207

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Corporate culture & compliance

Awareness-raising and training“Compliance – Corruption Prevention,” and “Compliance – Fair

From the launch of the online learning management system in

All reports are treated confidentially. This is done in accor-

To do the right thing, people need to know what the rules andCompetition.” Depending on their job description, they are then2015 through the end of 2023, an average of 3,377 employees

dance with the legal requirements regardless of whether the

regulations are and how to apply them. Consequently, as partassigned further training and e-learning courses on the training

were trained in the three introductory compliance courses.

report is made by an internal or external stakeholder. Theof the rollout of new Group-wide policies, all employees areplatform, which they must complete within a certain period ofSince the launch of the online learning management system,

system received 24 reports in the 2023 reporting year.

given the opportunity to ask questions of the experts in thetime. Employees must certify in writing that they have complet-the number of employees in compliance-related areas has

appropriate specialist department. Greiner also offers a wide

ed the training and that the content has been communicated toremained around 3,400.

range of online and classroom training courses to help employ-them in an understandable manner. Every two years, they are

ees, particularly those working in compliance-sensitive areas,

required to retake the compliance courses (Refresher I-III) to

In addition to training, we regularly conduct awareness-rais-to understand the relevant requirements. The training format

refresh their knowledge and learn new material.

ing campaigns to communicate compliance requirements andobjectives to all employees. This allows us to show them how

depends on the topic and participants. The range of training
courses is regularly updated and expanded as necessary to

The number of completed courses is recorded in Greiner’s

they can personally contribute to meeting or exceeding thesereflect the latest developments and new priorities.

online learning management system. The following table lists

goals. In addition, posters advertising the Group-wide whis-compliance-focused online courses completed by employees

tleblowing platform are displayed at each site.

Employees who start working in compliance-sensitive areas

in compliance-related functions during the reporting period:

must complete the following introductory compliance courses

In the future, we will expand the content of our training

as a mandatory part of their onboarding: “Compliance – Basics”,

courses. We will also try to offer more languages to overcome

Multiple reports were submitted on the following topics:→ Violation of labor regulations→ Discrimination or mobbing→ Violations of the Code of Conduct
Single reports were submitted on the following topics:→ Fraud→ Corruption or bribery→ Anti-competitive behavior

language barriers and achieve a broad understanding of compliance throughout the Group.

Whistleblowing platform

Online course

Focus

Number of online courses
completed in 2023

Compliance - Basics

Compliance in the company and in everyday
life, consequences of violations, case studies

504 (92.0%) new employees incompliance-related areas 1

Compliance - Corruption
Prevention

Corruption worldwide, legal bases and consequences, public officials and the private
sector, benefits and gifts, consultants andintermediaries, case studies

505 (92.2%) new employees incompliance-related areas 1

Compliance - Fair
Competition

Refresher I

Refresher II

Refresher III
Overview ofcompliance training

Overview of antitrust law, overview of legal
principles and consequences; agreements
between competitors, agreements between
suppliers and customers, abuse of market
position

502 (91.6%) new employees incompliance-related areas 1

Consequences of violations, overview of antitrust law, corruption worldwide, case studies

9,658 employees who havebeen with Greiner for morethan two years since the introduction of the online learning
management system in 2023

Compliance in everyday life, benefits andgifts, legal bases and consequences, agreements between competitors, case studies

99 employees who have beenwith Greiner for more than four
years since the introduction of
the online learning management system in 2023

Compliance in everyday life, benefits andgifts, legal bases and consequences, agreements between competitors, case studies

96 employees who have beenwith Greiner for more than six
years since the introduction of
the online learning management system in 2023

Each report was the subject of appropriate action and did not
result in any proceedings or fines.

Back in 2017, we introduced the whistleblowing platform

Greiner stakeholders are encouraged to proactively raise any

tell-greiner.com to underline the seriousness and commitment

concerns or observations regarding violations of our Code ofof our corporate principles. It gives all employees, custom-

Conduct. In addition to the whistleblowing platform, it is also

ers, and business partners an opportunity to anonymously

possible to discuss issues with supervisors, HR / People

report any legal violations as well as any corporate or personal& Culture or the Compliance Officers.

misconduct. Reports can be made in person, by phone, orin writing. We feel it is very important that any suspicion be

Data compliancereported through an appropriate and safe channel, that every

We are required by law to protect and secure our own andreport and concern be taken seriously, and that whistleblow-

third-party personal information. We place data protection at

ers be protected at all times. Each incoming report is always

the forefront of our compliance management efforts to ensurerouted through the system to two specially selected Greiner

compliance with all legal requirements and to respect theemployees to maintain the dual-control principle. Together,privacy of our customers, business partners, and employees.

these two individuals then decide whether to investigate theSince 2023, data privacy has been part of the ISO 37301

report further and, if so, how to proceed. Greiner employees orcompliance management system certification.

outside advisors may be consulted depending on the contentsof the reports. The whistleblower or person(s) named in the

As a subset of compliance, data compliance is the responsibil-

report may also be heard. Where permitted and in possible

ity of the Group Compliance Officer, who reports to the Chief

within the scope of the investigation, the whistleblower will

Financial Officer (CFO). A team of data privacy experts at thealways be dated on the status of the investigation (while pro-holding company and the divisions provides support, monitors

tecting confidentiality). The report itself and the steps taken

legal developments, and develops standards across the Group.

are documented with the utmost confidentiality and archived

Established Division Privacy Managers (DPMs) report to thefor a specified period of time depending on the outcome of theGroup Compliance Officer at the divisional level and PriSec

investigation.

(Privacy and Security) Managers serve as local contacts.
All relevant departments work closely together and share
information.

1 The completion rate is approximately 90 percent since new employees in compliance-related areas are required to complete these courses within eightweeks; however, some of them leave the company during this period, or the eight-week period covers the end of one year and the beginning of the next year.

208 — 209

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Corporate culture & complianceIn addition, the PriSec Board holds quarterly interdisciplinary

information with key stakeholders from relevant specialist de-Given the large target group, we are increasingly using e-learn-

employee in the following courses for the 2023 reporting year

meetings on data protection and information security. This ispartments, IT, and information security. The goal is to identify

ing to train employees and raise awareness of data compliance.

(as of December 22, 2023).

a committee at the holding and divisional levels that reports

risks and opportunities at an early stage, develop appropriate

For example, all employees with a computer workstation muston progress, coordinates material privacy issues, and sharesmeasures, and review their effectiveness on an ongoing basis.

complete basic privacy training. It consists of three parts, is

From the launch of the data protection e-learning courses in

automatically assigned, easily accessible, and offered in all

October 2020 until the end of 2023, Greiner has trained a total

Greiner languages. There are also training courses tailored toof 5,012 employees (as of December 22, 2023), who havethe needs of specific target groups.

completed 8,689 training courses. Since the launch of theonline learning management system, the number of employees

Greinerʼs online learning management system makes it pos-in privacy-related areas has remained around 5,000.

sible to track the number of training courses completed per
Structure of data compliance

Supervisory Board (Greiner AG)*←

Greiner AG
Executive Board*←

PriSec Board↓←

Corporate
Information& Security
Officer *CMS report(twice a year)↓←

Group Compliance Officer (Greiner AG)*

↓

↓

DPM*

DPM*

(Greiner Bio-One)(NEVEON)

↓

↓

↓

←

DPM*

(Greiner Packaging)

Subsidiaries
PriSecD

PriSecG

PriSecB

PriSecE

PriSecH

PriSecCPriSecFPriSecI

PriSec…

PriSec…

PriSec…

PriSec←←AWhistleblowing at Greiner↓

Division holding companies

Local lawyer(in the event of an incident)

Focus

Privacy Basics I EU

Illustration of the terms personal data/information and sensitive data; explanation of thepotential consequences of data loss or theft;security measures that can be taken

399 (88.3%) new employees in
offices outside the EU with acomputer workstation 2

Privacy Basics I Non EU

Illustration of the terms personal data/information and sensitive data; explanation of thepotential consequences of data loss or theft;security measures that can be taken

180 (88.6%) new employees in
offices outside the EU with acomputer workstation 1

Privacy Basics II EU

Basics of data protection, framework forpermissible data processing, security measures that can be taken from an employee’s
perspective

403 (87.8%) new employees
in offices within the EU with acomputer workstation 2, 3

Privacy Basics II Non-EU

Basics of data protection, framework forpermissible data processing, security measures that can be taken from an employee’s
perspective

191 (92.7%) new employees in
offices outside the EU with acomputer workstation 2, 3

Privacy Basics III

Deeper awareness and renewed commitment
to protecting data confidentiality and trade
secrets

481 (103.9% 4) First launched in
December 2022

Data Privacy Manager (DP) (Greiner AG)*↓

Overview ofcompliancetraining 5

Number of online courses
completed in 2023

Online course* Member of the PriSec Board

An important cornerstone of the data protection management

subjects, the fulfillment of information obligations, and what tosystem at Greiner is the Data Protection Policy, which has

do in the event of loss or theft of personal data. The manage-

applied to all employees throughout the Group since 2020.

ment system also utilizes digitalization to increase support forThis policy also defines how personal data should be handled

inspection, documentation, and accountability obligations, as

throughout the data life cycle, from generation and storage towell as quality audits. This includes information security-relatedtransmission, sharing, retention, and deletion. It also governs

default settings as well as increased employee awareness andthe use of information technology in a privacy-compliant

training to address the human factor.

manner, the process for responding to requests from data

210 — 211

2 The completion rate is approximately 88 percent as new employees in compliance-related areas are required to complete these courses within five weeks;however, some of them leave the company during this period, or the five-week period covers the end of one year and the beginning of the next year.
3 Course is a follow-up course 4 Course was first introduced in December 2022. The percentage of courses completed in 2023 is over 100 percent since thecourses were completed very quickly and the open course completion deadline was not exhausted. 5 Due to the sale of most of the Greiner Perfoam division(at the end of 2023) and the removal of the affected employees from the online learning management system, the figures can no longer be updated after
December 22, 2023.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Corporate culture & compliance

No violations

The high standard of information security at Greiner protects

The complete documentation of compliance-related risks,

not only our own data, but also the data and information ofincidents, and violations is the basis for accountability andthird parties. All stakeholders can trust that their privacy andcontinuous improvement of the compliance management

trade secrets will be protected, and every employee is respon-system. This documentation, together with other informa-

sible for ensuring that Greiner lives up to this trust. As a result,

Activities & measures

No confirmed violations

Code of Conduct, training, anti-corruption
policy, Code of Conduct for Suppliers andBusiness Partners, ISO 37001 certification, risk
analysis

Anti-trust and monopoly
practices as well as conduct covered by competition law

No confirmed violations

ISO 37301 certification, Code of Conduct,
training, anti-trust policy, Code of Conduct for
Suppliers and Business Partners, risk analysis

Data protection (data loss
and theft)

No confirmed violations

Code of Conduct, training, risk analysis

icies also define how data should be handled in every stage

Environmental compliance

No confirmed violations

Environmental policyof the data life cycle, from generation and storage to trans-

Social compliance(discrimination) andhuman rights

No confirmed violations

Code of Conduct, Health & Safety Policy,
Diversity, Equity & Inclusion Policy,
Modern Slavery Act Statement

Compliance reports

24 reports submitted on thewhistleblowing platform(13 reports in 2022)

tell-greiner.com, Compliance department;
training

employees play an important role in the company’s security

reports prepared by internal specialists or external experts andstrategy. There has been a Group-wide policy for employees

submitted by the Group Compliance Officer to the memberson the use of information technology since 2017 and a Group-of the Executive Board and Supervisory Board. They include

wide policy on data protection since 2020. These policies

the semi-annual compliance management system report, theprovide guidance on the reliable, efficient, and secure use ofannual certification results, and various risk and audit reports.

information technologies, social media, and communication,

This ensures that key decision-makers and Supervisory Board

what to do in the event of data loss, data theft, or IT security

members are always fully informed about the compliance situ-

incidents and the personal use of online devices. These pol-No fines or non-monetary sanctions were imposed on Greiner

Reports and violationsin 2022 and 2023

Anti-corruption andanti-bribery

tion on the compliance management system, is part of theation and all have access to the same information.

Topic

mission, sharing, retention, and deletion. By following thesefor non-compliance with laws, regulations, or other require-policies, we can make better corporate use of information andments during the reporting period. There have also not beendata while also meeting all of our statutory and contractual

any court proceedings. No sites or suppliers were identified

obligations. Focused analysis of security indicators enables

that posed a significant child labor risk in the year under

us not only to comply with all applicable laws but also to guar-

review. During the reporting period, the company was notantee a high level of quality. Implemented measures are also

aware of any violations of laws and regulations in the social

assessed for effectiveness through regular internal audits.

Complianceoverview

and economic sphere and/or violations in connection with theimpact of products and services on health & safety, or of any
non-compliance with environmental laws and regulations.

Information security

We also try to take sustainability considerations into accountin information security by, for example, extending the life cycleof our IT infrastructure and minimizing our systems’ energy
consumption. This includes carefully selecting hardware that

Information security is a cornerstone of our business activities

offers a longer service life and software that helps employees

and aims to adequately protect information and the information

work efficiently and conserve resources.

and communication technologies required for its processing
and storage in the interests of all appropriate stakeholders.
Greiner’s CISO (Chief Information Security Officer) team, which
reports directly to the COO, has implemented innovative,
highly secure, and energy-efficient security technologies.
We recognize that information security goes beyond meretechnical aspects and requires a comprehensive culture of
security awareness. We continually invest in training programs
that enable our employees to identify security risks and takepreventive action. These training initiatives help us reduce theresources needed to resolve security incidents and strengthen
our resilience to cyber attacks. Ongoing analyses of security
indicators and regular internal audits ensure that systems andprocesses meet the highest security standards and are continuously improved. Greiner wants to be seen as a role model inthe industry and to actively contribute to the establishment ofindustry-specific standards for maximum information security.
We work in partnerships and collaborations to develop joint
solutions that strengthen information security in our company
and beyond.

212 — 213

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Anti-corruption & bribery

Anti-corruption
and bribery

Greiner has an anti-corruption management system certified

Various corruption risks have been identified including theto ISO 37001. We do not condone or participate in any busi-

purchase of goods at inflated prices, the payment of fictitious

ness actions, transactions, or activities that violate applicableinvoices or the design of tenders or specifications with theanti-corruption or bribery policies and standards. Incidents in

intention of favoring certain suppliers in order to gain anthese areas pose high business risks and can lead to signifi-

advantage for oneself. This is why all locations are subject tocant damage to the company’s image and reputation, including

regular on-site audits, with each location having to be audited

exclusion from public tenders or loss of customers. It is theat least once every four years. During the reporting period, theduty of Greiner’s Compliance organization to avoid these risks

Legal & Compliance team carried out 20 of these audits in theand raise awareness among managers and employees of how

Group, about 24 percent of the companies.

corruption and bribery can be prevented. We must constantly
ensure that all actions are done properly and uprightly if we

Also in 2023, all of our locations were reviewed for corruption

want to be valued as a responsible and reliable long-term busi-

risks in a risk analysis specifically geared towards corruption.

ness partner. A special responsibility is placed on managers

This review scrutinized the business conduct between Greiner

who serve as role models in the workforce and may be ex-

and business partners deemed to be risky. No actual or sus-

posed to an increased risk of bribery and corruption attempts.

pected cases of corruption or bribery were identified and so no

By setting out clear requirements and providing training, wemeasures had to be taken.

create a broad understanding of Greiner’s business conduct
and how employees and business partners have to comply

The ISO 37001 certification, which was granted for the firstwith them.

time in 2023, indicates that Greiner has a modern anti-corrup-

Greiner’s anti-corruption policy, which was rolled out through-effectively mitigate the risks of corruption and bribery at all lo-

out the Group in 2018, plays an important role in preventing

cations. Austrian Standards issued the certificate to us without

corruption. It covers and explains anti-corruption laws andany objections or recommendations.

tion management system that enables us as a company tocontains relevant instructions that are illustrated with examples. Sometimes, country-specific additions or modifications
are deemed necessary due to differences between the legal
systems of the countries in which we operate. These changes
are clarified with the Group Compliance Officer in advance andmust be approved by the Group Compliance Officer before
going into effect. The policy applies to all Greiner activities,
operations and employees. It aims to ensure compliance withapplicable anti-corruption laws worldwide. Examples include
relevant provisions of the Austrian Criminal Code, the United
Kingdom Bribery Act 2010, and the U.S. Foreign Corrupt Practices Act.
The policy defines bribery, corruption, and undue advantage. It,
together with the Group-wide Code of Conduct, defines what
is considered acceptable behavior and what is expressly prohibited. For example, special approval, based on country-specific limits on monetary value, is required in order to accept or
give gifts or to accept or pay for meals and entertainment.

We speak out against corruption and bribery without
exception and ensure that all companies in theGroup meet the applicable legal requirements inall 33 production and sales countries. Nothing beats
clear and strict rules, the role model function of managers,
and awareness-raising among the workforce.

214 — 215

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Risk management

Risk management

Risks and opportunities
in an ESG context

responsible and successful long-term governance. For ESG in

The focus on ESG risks is increasing, both generally and for us

ment. We have developed a structured procedure for the in-particular, it is critical to analyze how a company’s own business activities as well as activities upstream and downstream
in the value chain affect various stakeholders and the environ-

as a company. ESG stands for environment, social, and gover-tegrated analysis of risks and opportunities from an inside-out

nance. Risks associated with these areas should be considered

and outside-in perspective that we intend to gradually expand

from both an inside-out and an outside-in perspective. The

and implement in the Group.

inside-out approach involves analyzing the impacts, risks andopportunities of business activities along the value chain on

Managing risks successfully

the economy, the environment and people. In the outside-in

We implemented a Group-wide risk management system thatapproach, the aim is to assess and manage the risks – but also

records, analyzes, and evaluates relevant risks at regular

the opportunities – that exist for the company as a result ofintervals in 2016. Conventional risk assessment is a regular orexternal ESG developments. Building on this, our governanceevent-driven evaluation of operational, legal, strategic, andaims to ensure that negative social, environmental, and eco-reputational risks at the Group and divisional level and is car-nomic impacts are minimized or eliminated and that ESG risks

ried out by the Internal Audit & Risk Management Department.

and opportunities are specifically managed.

We use an internationally recognized four-step risk management process:

Risks need to be captured and classified in a structured way
in order to manage them and, ideally, turn them into opportunities. We view this approach as an important component ofFour-step risk
management process

2

Risk assessment
In the second step, identified risks are assessed in terms of theirpotential impact and probability of occurrence and includedin the Greiner risk matrix. This assessment is performed using
uniform Group-wide criteria that incorporates both financial
indicators and possible non-monetary damages.

3
As a global provider of plastics and foam solutions forvarious industries, we are exposed to a variety of financial,
operational, and strategic risks that need to be managed.
Our governance objectives are to minimize negativesocial, environmental and economic impacts and manage
ESG risks and opportunities. One thing is self-evident:
Nothing beats comprehensive risk management.

Risk identification
Risks from the Greiner Risk Universe are
identified periodically on the basis of
dialogue between management andvarious experts. This consists of nine
overarching risk categories and 38 detailed
risk areas, encompassing strategy,
market development, operating activities,
employee relations, and sustainability(ESG). This holistic approach ensures that
our assessments incorporate the potential
damage from environmental risks, natural
disasters, and reputational risks.

Risk management
The Greiner risk matrix defines
the situations in which measures
are required to minimize risk. In
collaboration with the risk manager
and experts, we define anddocument these measures, as wellas implementation schedules andresponsibilities in risk
management software.

Risk management1
4

216 — 217

Risk monitoring
Greiner prepares reports on the basis of risks that havebeen identified and assessed and the measures thathave been defined. Top risks are defined together withmanagement on an annual basis. Possible risks areevaluated on a regular basis along with risk minimization
measures.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Risk management

To give the company a holistic view of both financial andInternal audit

ESG risk management

non-financial risks, managers and various specialist depart-

Since 2023, internal audits have also been used to monitor

A Group-wide survey and analysis of impacts, risks, and op-

ments are involved in the risk management process. This

how well our individual sites are already managing their sus-

portunities related to sustainability was carried out for the firstprocess is managed by risk officers in each operating division,

tainability impacts, opportunities, and risks and whether theytime in 2023 with the involvement of the Executive Board ofwith the Greiner risk manager providing assistance across all

are capturing the necessary metrics for management and ESG

Greiner AG. This process was conducted jointly by the Risk anddivisions. The management and supervisory bodies (thereporting. Until this reporting year, the internal audit focused

Sustainability Departments and was an interim step towards

Supervisory Board’s Audit Committee) of the company are

primarily on traditional risks, processes, and the collection offull integration into the Group-wide risk management system,

provided with information about relevant risks and action

key figures for financial management. In the period from 2021

which is scheduled for 2024. The results of the 2023 analysis

plans on a regular basis or immediately as needed. We identify

to 2023, 29 companies in the Greiner Group were audited

were discussed and approved by the Sustainability Board andpossible opportunities during the risk identification processinternally. The priorities of the internal audits are selectedshared with the involved experts and management, including

and integrate them into the strategic work of the Group when-annually on a risk basis in collaboration with the Audit Com-

the Audit Committee of the Supervisory Board. This raised

ever possible. We continued to develop the risk management

mittee and management. To this end, global risk processes

awareness of the impacts, opportunities, and risks associatedsystem with external support during the reporting period. Thisare defined and their internal control systems are reviewed

with ESG at the highest management and control level and en-

included making adjustments to the Greiner Risk Universe,

at all audited sites. The results of the audits are documented

abled informed decision-making for the forward-looking man-carrying out a quantitative definition of risk appetite andin audit reports and discussed with the respective experts

agement of Greiner’s sustainability performance. In accordance

strengthening bottom-up risk identification. In addition, there

and managing directors. This involves discussing, defining

with the double materiality approach, interactions between theare plans for the introduction of a new ad hoc risk process

and subsequently reviewing possible measures and activities

company and the outside world were evaluated and shown inand new risk software in 2024. As part of the evolution of theto reduce or eliminate potential risks. Furthermore, the mostboth directions.

risk management system, ESG risks have been integrated toimportant findings are shared with the Executive Committee ofsystematically capture, assess, and manage the impacts, risks,

the Greiner Group and the Audit Committee of the Supervisoryand opportunities related to sustainability issues. The newly

Board. The audited companies are expected to take measuresdeveloped processes will be rolled out across the Group in

to improve the audit result and communicate the results. Since

2024. By taking this step, we are preparing ourselves for future

2023, follow-up audits have been conducted at selected sites

regulatory, market, and customer requirements and setting

to verify that the agreed-upon measures are achieving theanother milestone in corporate due diligence.

desired results. This ensures that the quality of our processes
is continuously improved.

Risks are captured, assessed, and managed not only as partof the Group-wide risk management system but also as a

We plan to place a special focus on non-financial topics in therequirement of other management systems, such as the ISOinternal audits in the 2024 financial year. Our focus will be on

14001 environmental management system. These assessments

reviewing and analyzing the various processes and measures

are done locally and may cover economic, environmental, andin the context of the sustainability agendas as well as review-social impacts, depending on the type of management system.

ing the key figures collected for Group-wide reporting. The

The results of these analyses are mostly incorporated into

goal is to gradually audit all production sites to support sus-

site-specific processes, activities, and objectives.

tainability agenda management and data collection. By taking

Description of the process of analyzing impacts,
opportunities and risks in the context of ESG

this step, we want to raise sustainability awareness and lay thefoundations for further improving ESG data quality.
←

1 Longlist: identification of possible risks
Potential risks along the value chain were identified with
the involvement of relevant specialist departments andexperts. In addition to the risks posed by the company(impact on people and/or the environment), we also
considered external developments, such as the effects
of climate change, emerging regulatory requirements,changing market and customer needs, and theassociated risks and opportunities.

←

The results of the individual assessments were combinedand evaluated at the divisional and Group level. Thisevaluation served as the basis for a joint workshop in which
the selected risks were assessed in terms of their severity
and probability of occurrence in order to identify the final
top risks.

218 — 219

Various internal experts carried out the initial assessmentof the collected risks and added other relevant risks andopportunities. The experts were selected and involvedin the process on the basis of their specialist knowledge,
experience and function.

←

3 Detailed assessment of the shortlist risks

2 Shortlist: initial assessment of identified risks

4 Presentation of the results of the material risks
The final top risks were presented to and approved by the
Sustainability Board and communicated to the participantsin the risk process, the management of the divisions, theExecutive Board, and the Audit Committee of Greiner AG.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Business conduct / Risk management

The following table shows the most significant ESG risks

For more information on health & safety or corruption risks,

identified in 2023 that could potentially have a major negativeplease refer to the corresponding sections of the report. For

impact on the environment and society or, conversely, on the

climate-related risks, please refer to the section on climate

company’s development, financial position, financial perfor-change. Our reporting in this regard follows the recommenda-

mance, cash flows, access to finance, or cost of capital.

tions of the Task Force on Climate-Related Financial Disclo-

These risks are shown in the table below along with measures

sures (TCFD).

ESG risksCountermeasures

Opportunities

Rising costs for energy, energy
infrastructure, and energy
certificates

Projects to improve efficiency and effectiveness, development of a Group-widepurchasing strategy for renewable electricity, increase in the proportion of self-generated electricity, awareness-raising at thelocations in combination with clear targets

Cost benefits and image
boost from driving decarbonization as well asprotecting the environmentand climate

Limited availability and risingcosts of secondary or biobased raw materials

Knowledge development, product design,collaborations, research and development
measures focusing on materials

Competitive and costadvantage through comprehensive circular economy

Insufficient consideration of
ESG aspects in the innovation
strategy and product development (inside-out& outside-in risk)

Objectives in product sustainability, targeted research and development measures,product design

Promotion of a comprehensive circular economy, decarbonization, environmental
and climate protection,
image boost, opening up of
new markets

Financial risks and/or lossof market share due tonon-compliance with newlegal or customer requirements for existing products,
particularly in connection with
the Packaging and Packaging
Waste Regulation (PPWR), EU
directives and EU Taxonomy

Compliance with legal requirements,
development of internal guidelines tomeet requirements, targeted research anddevelopment measures, product design

Promotion of a comprehensive circular economy, decarbonization, environmental
and climate protection,
image boost, opening up of
new markets

Impact on employees due toinadequate health & safety
initiatives (inside-out risk)

Introduction of ISO 45001, Group-wide
policies, clear objectives, education andtraining, awareness-raising and sensitization, clear responsibilities, personal
protective equipment

Attracting and retaining
employees, no accidents,
image boost

Reputational and financial
risks due to insufficient awareness of the principles of corporate ethics and complianceComprehensive training and education
program, continuous development andexternal certification of the compliancemanagement system, sensitization andawareness-raising, ongoing screening of
regulations, internal and external audits,
whistleblowing platform

Responsible corporate
culture, legal compliance, no
incidents, image boost

Limited access to externalfinancing due to lack of ESG
considerations in Greiner’s
strategy and business model

Targeted measures to achieve the Groupwide targets, drive circular economy anddecarbonization efforts, implement therequirements of the EU Taxonomy, awareness-raising and control

Environmental and climate
protection, image boost,easier access to outside
financing

Loss of image and customers
due to stagnation in theachievement of ESG targets
and lack of governancestructure

Group-wide monitoring of target achievement, establishment of a governancestructure and clear assignment of responsibilities, implementation of regular meetings, management of target achievement
through targeted mechanisms such as
incentives and target agreements, awareness-raising and sensitization

Environmental and climate
protection, promotion ofdiversity, image boost,
opening up of new markets,retaining and attracting
employees

we are taking to counteract them and exploit any opportunities.

Overviewof ESG risks

220 — 221

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Sustainable supply chains

Actual & potential impacts
Positive→ Resilient supplier network→ Engaging in active dialogue improves relationships with
suppliers→ Improved environmental and social performance by
suppliers

Negative→ Failure of suppliers or sub-suppliers to comply with legal
or other requirements (such as Codes of Conduct)→ Violation of human rights and negative social and environmental effects→ Corruption or bribery risks→ We cut CO2 emissions in the supply chain→ Reputational risk

→ Training purchasing employees builds up knowledge→ Supply chain instability

Implemented measures & policies→ Cross-divisional requirements regarding sustainablesupply chain management→ Employees’ knowledge and awareness is developed
through training→ Requirements and objectives are clearly defined and→ Suppliers are evaluated using independent sustainability
ratings (for example EcoVadis)→ Science-based targets are promoted in our supplier
network→ Greiner Group is certified by EcoVadis (Gold status)

communicated for the entire Greiner Group→ More suppliers sign the Greiner Code of Conduct or acomparable Code of Conduct

Management approach
Sustainable supply
chains
The sustainable alignment of our supply chains is part of ourvarious stakeholders along the value chain enables us to de-duty of care and an ongoing management responsibility.

velop a deeper understanding of existing and future challenges

Targets→ 99% of suppliers (> 500 thousand euros) have achieved
the EcoVadis minimum score by 2030

→ 100% of employees involved with purchasing attended
training in 2023

→ 80% of purchasing volume covered by Greiner Code of
Conduct (or equivalent)

Performance & target achievement→ See Overview of 2023 sustainability performanceand sets the stage for collaborative efforts to solve them.
Our activities focus on the continued refinement of our processes and ongoing dialogue with our suppliers and customers.

We employ binding Codes of Conduct, employee training, andThat way, we can ensure our compliance with both legal andexternal ratings, such as EcoVadis, to raise awareness of sus-

social requirements. Engaging in active dialogue with thetainable sourcing.

Our impact inthe value chain:
222 — 223

upstream processes

own processes

downstream processes

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Sustainable supply chains / Responsible sourcing

Responsible sourcing

Sustainability in
our supply chainsdress and advance sustainability issues in a number of areas.

We are a global company that sources raw materials, commod-

ability Department and representatives from the purchasing

ities, supplies and operating materials, packaging, other items,

organizations of all divisions.

Working groups have been successful in their efforts to adOur Supply Chain Working Group meets about every twomonths. It is made up of supply chain experts in The Sustain-

and services from a wide range of suppliers in various countries. Varying regulatory requirements and today’s geopolitical,

The working group’s goal is to discuss cross-divisional issues,

economic, and environmental crises are forcing us to take aaddress problems, develop solutions, and make decisions. In

hard look at our supply chains. It is important that we manage

2023, The Supply Chain Working Group focused on increasing

the sustainability impacts associated with the activities of our

supplier interactions as well as buyer and supplier knowledge

suppliers and sub-suppliers. We are working to reduce our de-of sustainable sourcing.

pendence on suppliers that we have identified as strategicallycritical and to strengthen the resilience of our supply chains

In the year ahead, we will focus on supplier assessments andthrough strategic diversification. Through a broad network

supply chain due diligence. This will include addressing theof suppliers, ongoing stakeholder dialogue, and mandatory

forthcoming requirements of the Corporate Sustainability

compliance with sustainability criteria, we can mitigate risks

Due Diligence Directive (CS3D) and continuing to develop ourand contribute to environmental and social improvements insupply chain management system.

the countries where our suppliers are located. To drive thevarious sustainability issues in our supply chains, we increased
our focus on dialogue and training for our buyers and suppliersInternal awareness-raisingand competence building

in 2023. We also actively promoted the external evaluation of

We focus on training relevant employees to deepen their

our suppliers by EcoVadis, optimized our internal supply chain

skills in purchasing departments and to increase awarenessmanagement processes, and further developed our supplierand knowledge of sustainable sourcing at all levels. For thisrequirements.

purpose, we developed online training courses and rolled themout across the Group during the reporting year. The training
content is based on various key topics such as the basics ofsustainable sourcing or supplier selection and management.

Structure of thepurchasing organization

The training program currently consists of six modules that can

The purchasing departments of our divisions are set up differ-

was first assigned to employees involved with purchasing

ently to meet their needs and specifications. In general, pur-during the year. Of this group, 100 percent completed thebe taken individually or expanded at any time to cover newcontent or requirements. In line with our objectives, the trainingchasing is organized at various levels. The first level consists

training in 2023. E-learning will be rolled out to other employ-of operational buyers who are responsible for local sourcing at

ees involved with purchasing in the years to come. In addition

the site level. The second level consists of strategic purchas-

to online training, purchasing teams participated in webinars

ing managers who are responsible for sourcing strategicallyfocused on systematically embedding sustainability in the pur-important product groups and services at the divisional level.

chasing process and building expertise in this area.

Both levels report to the Head of purchasing in each divison

The following is also true for our supply chains – nothingbeats sustainability. Step by step, we are aligning oursourcing activities to not only meet legal requirements
but also to be in line with the goals we have set forourselves. A variety of measures aimed at our suppliersand employees enable us to initiate and carry out thenecessary changes.

224 — 225

who has top-level responsibility. Further they are responsible

To strengthen the collaboration between Greiner AG’s Sustain-

for are responsible for all aspects related to sustainable supply

ability Department and the purchasing teams, we created thechain management. This includes defining criteria for supplierposition of “Expert Supply Chain Sustainability” in 2023. This

selection, defining and verifying minimum requirements, train-role acts as an interface between Sustainability and purchas-ing employees, and answering strategic and operational ques-ing and is involved in establishing EcoVadis as an assessment

tions. They report directly to C-level executives in the divisions.

platform, reviewing and processing legal requirements, anddeveloping training and information materials.

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Sustainable supply chains / Responsible sourcing

Principles of collaboration

Sourcing from risk countries

All new suppliers and business partners must sign the Greiner

Under the UK Modern Slavery Act, we are required to disclose

Code of Conduct or present their own equivalent version to

our actions to prevent modern slavery and human trafficking

The current discussions about a Europe-wide due diligenceus. Our Code of Conduct is based on the social, environmental,

within our own Group and in our supply chains. This “Modern

As we are an international company with locations in more thanlaw illustrate the increasing importance of taking a closer lookand ethical principles and guidelines set out in international

Slavery Act Statement” is updated annually and published on

30 countries and an extensive supplier network, it is almost in-at one’s supplier network and the sustainability performanceframeworks such as the UN Global Compact and the relevant

our website.

evitable that goods and services will also be sourced from riskof individual suppliers. While traditional assessment criteria

conventions of the International Labour Organization (ILO). The

countries. In this context, countries are ranked on six dimen-

and strategic considerations are being taken into account, theCode of Conduct is subject to periodic review.

sions (voice and accountability, political stability and absence

focus is shifting to diversifying the supply chain to reduce strategically problematic dependencies. The assessment considers

We want to have 80 percent of our total purchasing volume go

factors such as quality, as well as human rights and social

to suppliers that have signed the Greiner Code of Conduct forof violence, government effectiveness, regulatory quality, rule

Local sourcingof law, control of corruption). Globally, we have 35 sites in 13
risk countries.

and environmental aspects. To minimize the negative effects

Suppliers & Business Partners or a comparable Code of Con-

Buying our materials from local suppliers wherever possible isin these areas, we need to have clear requirements and work

duct. This share was 77 percent in the 2023 reporting year.

one of our procurement principles. In this context, local means

We are aware of the associated problems, such as child laborthat the suppliers should be located in the same country as theand forced labor, and carefully screen our suppliers from theseclosely with suppliers so that we can jointly promote positive
advancements.

The Sustainable Sourcing Policy, which was revised in 2022

company sites. In 2023, we placed 50 percent of the sourcing

countries to avoid any negative impact. In addition to external

and rolled out across the Group in 2023, is another importantbudgets at our key operating sites with local suppliers (49supplier assessments such as EcoVadis, we also rely on audits

component of sustainable supply chain management at Greiner.

percent in 2022). As around 80 percent of our sites are locatedto verify compliance with our requirements, which are set out
in the Code of Conduct for Suppliers & Business Partners andCode of Conduct for Suppliers & Business
Partners and Sustainable Sourcing Policy

This purchasing policy covers social, ethical, environmental,

in Europe, the term “key operating sites” refers to European

We outline the various requirements, expectations andand economic aspects as well as performance factors. It also

production sites.

minimum standards in the Group-wide Code of Conduct for

acts as a manual for our employees, encouraging them to lookour total purchasing volume from risk countries. In 2022, thisSuppliers and Business Partners to provide a clear guideline forfor sustainability criteria when purchasing goods and services.

figure was also 15 percent. We procure materials from theour collaboration with them. A key component of the Code of

It also outlines what we expect from our suppliers, similar tofollowing risk countries: Bahrain, Bosnia and Herzegovina,

Conduct is the escalation matrix, which describes the internal

the Code of Conduct for Suppliers & Business Partners. In thisBrazil, Bulgaria, China, India, Kosovo, Mexico, Moldova, North

process for dealing with suppliers who do not meet the mini-context, we also clearly state our opposition to any form of

Macedonia, Romania, Russia, Serbia, Sierra Leone, Southmum requirements of the Code of Conduct.

child, forced, or compulsory labor.

Africa, Syria, Thailand, Turkey and Ukraine.

in the purchasing policy. In 2023, we procured 15 percent of

Violations of our Codes of Conduct, policies, and rules ofShare of local purchasing
volume in Europe

The risk is classified based on amfori BSCI’s Countries’ Risk

any kind can be reported by name or anonymously on the[in %, by purchasing volume in euros]

Classification.

tell-greiner.com whistleblowing platform.
→ Read more under: Governance / Business conduct

Share of suppliers & business
partners with a Code of Conduct[in %, by purchasing volume in euros]

43

35

Share with signed
Greiner Code of Conduct

23

Share with signed
equivalent
Code of Conduct

2023

2021

2022

2023

Greiner
Packaging

52

59

59

NEVEON22

40

40

Greiner
Bio-One

48

36

36

Greiner total

41

49

50

Purchasing volume in r isk countries
and non-risk countries
Verteilung Einkaufsvolumen nach
[in %, by purchasing volume in euros]
Risikoländern & Nicht-Risikoländern

15

Share of purchasing
volume in risk countries

Share without signed
Code of Conduct

85

Share of purchasing
volume in non-risk countries

2023
2021

2022

2023

Signed Greiner
Code of Conduct

37

40

43

Signed equivalent
Code of Conduct

26

36

35

Total

63

77

77

Without a signed
Code of Conduct

37

23

23

226 — 227

Code of Conduct for Suppliers andBusiness Partners
Our Code of Conduct for Suppliers& Business Partners is available on our website:sustainability.greiner.com/en/suppliers

2021

2022

2023

Share of purchasing
volume in non-riskcountries

82

85

85

Share of purchasing
volume in risk
countries

18

15

15

Annual and Sustainability Report 2023 / Greiner AG

Our sustainability / Governance / Sustainable supply chains / Responsible sourcing

Supplier rating and dialogue

As part of an ESG promissory note loan signed in 2022, we

Supplier engagement

Our SEDEX rating

adopted a Group-wide target that 99 percent of our suppliers

It is important for us to create transparency and actively inform

Greiner Packaging reports non-financial data to SEDEX. SEDEX

with a purchasing volume of more than 500,000 euros will

and educate our suppliers about where we want to go in ouris a global data platform used to exchange information about

A systematic process for selecting and evaluating suppliers ashave a valid EcoVadis certificate by 2030. We developed asustainability journey in the supply chain. We know the oper-

ethically sustainable production in the supply chain. Many ofwell as close supplier collaboration ensures compliance withstep-by-step plan with annual targets to achieve this goalational side of our supply chains. Now, we want to know more

our business partners use the platform to find information

our non-negotiable minimum standards. At the same time, it

and monitor progress. Accordingly, our goal was to achieve

about where they stand and what their goals are in human andabout this division’s performance in the topics covered. In

helps to minimize risks in the supply chain and strengthen trust

a ten percent share of EcoVadis-rated suppliers in the 2023

labor rights, the circular economy, and decarbonization. That

2023, 18 of the 22 production sites of Greiner Packaging
shared their data on labor standards, health & safety, compli-

in the business relationship. We rely on our internal and ex-reporting year. This target increases to 18 percent in 2024 andis why we took various steps in 2023 to engage with them on

ternal supplier ratings to verify compliance with our principles.

38 percent in 2025. More than 36 percent of the suppliers withthese issues and set the stage for a successful relationship. As

ance, and the environment using the SEDEX self-assessment

External partners include EcoVadis and SEDEX.

the spend mentioned above had a valid EcoVadis scorecard

part of this effort, we created and sent informational materials

survey. We make the sustainability data from this assessmentin the reporting year. This means that we have achieved ourto selected suppliers. We also offered webinars for strategic

available to our customers on a site-by-site basis.

If suppliers do not meet our requirements, we will seek discus-

second interim target.

suppliers, which we organized together with experts fromplatforms such as EcoVadis and CDP. The goal was to inform

Our CDP ratingtions together. This is critical to us because we believe that

During the reporting year, our efforts were focused on the

our suppliers about our sustainability ambitions and, for the

In addition to the above ratings, the Greiner Group has also

progress can only be made on the basis of common under-

development and implementation of the Group-wide processes

webinars, to directly answer any questions that might arise.

been rated by CDP since 2017. CDP is a non-profit organization

standing. In keeping with this principle, we work with the rel-for contacting suppliers, the establishment of the EcoVadis

These communication formats have proven to be effective andthat assesses companies’ commitment to climate change, for-evant suppliers to develop and agree on measures to improve

platform, and the training of the purchasing teams. In coming

so will continue to be used to further intensify the dialogue andests, and water security. CDP’s assessment is based on a wide

performance. We may terminate the business relationship if

years, we will need to continue to motivate our suppliers tocollaboration with our suppliers on sustainability.

the measures do not lead to the desired result or if the supplier

be assessed and develop a strategic approach to achieve ourdoes not cooperate. This is done in a four-stage process that

supply chain management goals.

Our ratings

EcoVadis as an integral part ofthe supplier assessment process

In the reporting year, 27 percent of new suppliers were as-

We do not ask our suppliers to do anything that we cannot dosessed for compliance with social and environmental criteria.

ourselves. In order to highlight this, we are also rated by Eco-

We primarily use the EcoVadis platform to assess the sus-

37 percent of the existing suppliers were assessed for compli-

tainability performance of our economically most significant

ance with social and environmental criteria.

sions with them, address the problems, and try to find solu-

defines which decisions need to be made at which level.

range of quantitative and qualitative information about theGroup that we share on a platform.
→ Read more under: Environment / Climate change /Climate & emissions

Vadis, SEDEX, and CDP.

We have also been using CDP to obtain data and information

Our EcoVadis rating

2023. This is related to our science-based targets, whichfrom our suppliers about their greenhouse gas emissions since

The Greiner Packaging and Greiner Bio-One divisions were

were approved in 2023. Our goal is for the suppliers who

dimensions (Environment, Ethics, Labor and Human Rights, andIn addition to the EcoVadis rating, we expect our suppliers toassessed by EcoVadis for the first time in 2014 and 2022, re-generate 80 percent of our carbon emissions in the Scope 3.1

suppliers. The tool assesses suppliers in relation to four
Sustainable Procurement) and thus covers both social andachieve a minimum score. This minimum score will gradually

spectively. Greiner Packaging once again achieved Gold status

category (purchased goods and services) to have their own

environmental aspects. EcoVadis also assesses issues such asincrease over the years. For 2024, we will require suppliers toin the 2023 rating; Greiner Bio-One maintained its Silver status

science-based targets by 2027. We currently use the CDP

the use of child and forced labor.

score a minimum of 25 out of a possible 100 points.

as already in 2022.

data platform and its questionnaires to create a structured
and standardized process for collecting data and information

In 2023, the Greiner Group decided to obtain a sustainability

from selected suppliers. This process started in 2023. We haveassessment from EcoVadis for the first time in its history. The

worked with CDP to hold training sessions and webinars with

Greiner Group achieved Gold status in 2023 and is thus amongsuppliers to raise awareness of the correct collection of emis-

the best five percent of all companies rated by EcoVadis.

sions data and possible measures to reduce greenhouse gas
emissions. Engaging in dialogue with our suppliers will enable
us to gain greater insight into their activities and ambitions.
These efforts will need to be stepped up in the years to come.

Suppliers assessed by EcoVadis – our plan[with a purchasing volume > 500 thousand euros]

10 %
2023

18 % 38 %64 % 99 %

2024

2025

2026
2026
2026

2030

25

28

35

50

Minimum score

0

228 — 229

EcoVadis is the mostpopular platform forsustainability ratings.

Annual and Sustainability Report 2023 / Greiner AG

Subcontents

Appendix
230 — 231

232 Performance overview
247 GRI index
254 About this report
256 Group structure & organizational chart
260 External validation of the report
262 Glossary
263 Contact & imprint
Annual and Sustainability Report 2023 / Greiner AG

Appendix / Performance overview

Performance overview
The interpretations and more detailed explanations

Employees by employment relationship and gender

2021

2022

2023

Full-time employees

11,712

10,966

10,595

Women

4,205

4,168

4,009

Men

7,507

6,784

6,572

Unknown or otherof the key figures listed here are explained in thecorresponding chapters.

-

19

14

Part-time employees

980

701

680

Women

607

476

472

Men

373

225

205

-

0

3

12,692

11,667

11,275

Unknown or other

2021

2022

2023

10,837

9,626

9,461

Full-time employees

11,712

10,966

10,595

North America

848

1,021

869

Europe

9,882

8,941

8,791

Asia

638

648

582

North America

846

1,011

860

South America

226

262

257

Asia

615

642

581

Africa

143

111

106

South America

226

262

257

12,692

11,667

11,275Africa

143

111

106

Part-time employees

980

701

680

4,481

Europe

955

685

670

North America

2

10

9

Asia

23

6

1

GRI 2-7 Employees

Greiner total

Employees by continent
EuropeGreiner total

Employees by employment relationship and continent

Employees by gender
Women
Men
Unknown or other
Greiner total

4,813

4,639

7,879

7,009

6,777

-

19

17

12,692

11,667

11,275

Employees by employment contract and genderSouth America

0

0

0

Africa00012,692

11,667

11,275Greiner total

Permanent employees

11,422

10,73010,407

Women

4,287

4,203

4,092

Men

7,135

6,508

6,301

-

19

14

1,270

937

868

Women

526

436

389

Men

744

501

476

-

0

3

12,692

11,667

11,275

Permanent employees

11,422

10,73010,407

Europe

9,654

8,703

8,604

North America

792

1,020

867

Asia

607

635

573

South America

226

262

257

Africa

143

111

106

Temporary employees

1,270

937

868

Europe

1,183

923

857

North America

56

1

2

Asia

31

13

9

Local purchasing volume in Europe [in %]Unknown or other
Temporary employees

Unknown or other
Greiner total

GRI 2-8 Workers who are not employees
Workers who are not employees by continent [in FTE]
1,128

751

509

North America

Europe

22

89

77

Asia

44

53

37

South America

0

0

0

0

169

138

1,194

1,063

761

AfricaGreiner total

232 — 233

GRI 2-30 Collective bargaining agreements

GRI 2

Employees covered by collective bargaining agreements [in %]Greiner Packaging

43

47

48

NEVEON

54

63

60

Greiner Bio-One

67

52

57

Greiner total

50

54

55

52

59

59

GRI 204-1 Proportion of spending on local suppliersSouth America

0

0

0

Greiner Packaging

Africa0

0

0

NEVEON

2240

40

12,692

11,667

11,275Greiner Bio-One

48

36

36

Greiner total

41

49

50

Greiner total

GRI 204

GRI 2

Employees by employment contract and continent

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Performance overview

GRI 301-1 Materials used by weight or volume

2021

2022

2023

Total material consumption [in t]
non-renewable

367,397459,617491,821

renewable

38,175

128,21275,965Greiner total

405,572

587,829567,786

2021

2022

2023

Greiner Packaging

7,108

5,884

5,496

NEVEON

3,522

3,358

4,963

Greiner Bio-One

3,198

2,386

1,994

Greiner total

14,722

12,384

13,199Greiner Packaging

878

966

1,237

NEVEON63

02

Greiner Bio-One

0

15

268

941

980

1,507

Cooling consumption [in MWh]

Total material consumption [in t]
Greiner Packaging

208,716

370,377

256,815

non-renewable

177,278

254,802225,292

renewable

31,438

115,575

31,523NEVEON

157,964

172,809

197,515

non-renewable

155,895

163,369

191,743

Greiner total
Steam consumption [in MWh]renewable

2,069

9,440

5,772

Greiner Packaging

-

0

0

Greiner Bio-One

38,89144,643

113,454

NEVEON-00

non-renewable

34,224

41,44674,785Greiner Bio-One

-

17

291

Greiner total

-

17

291

Greiner Packaging

11

11

27

NEVEON0018

renewable

4,668

3,197

38,669Greiner total

405,572

587,829567,786

Electricity sold [in MWh]

GRI 301-2 Recycled input materials used
Share of secondary materials in total material consumption [in %]GRI 301

Heating consumption [in MWh]

Greiner Packaging

10

15

7

NEVEON840Greiner Bio-One

4

4

3

Greiner total

9

11

4

Greiner Bio-One

15

64

128

Greiner total

26

84

189

Greiner Packaging

359,292

330,529

325,505

NEVEON

97,447

86,66877,970Greiner Bio-One

98,934

99,723

97,953Greiner total

568,754518,900

503,217

Greiner Packaging

465

364

388

NEVEON

133

118

122

Total energy consumption [in MWh]

GRI 302-1 Energy consumption within the organization
Fuel consumption [in MWh]non-renewable

125,872

78,426

69,82400252

125,872

78,42670,075Greiner Packaging

63,42926,903

26,782Greiner Bio-One

142

144

154

non-renewable

63,42926,903

26,782Greiner total

250

223

237

Fuel

-

863

814

Electricity

-

4,766

3,428

Heating

-

926

742

8,064

6,555

5,033

renewable
Greiner total

GRI 302-3 Energy intensity
Energy intensity [Total energy consumption in kWh/TEUR sales revenue]

Fuel consumption [in MWh]

0

0

0

NEVEON

55,06745,41535,608

non-renewable

55,06745,41535,35600252

Greiner Bio-One

3,995

5,884

7,551

non-renewable

3,995

5,884

7,551

0

0

0

125,872

78,42670,075Greiner Packaging

287,877

296,777

291,991

NEVEON

38,79437,89637,397

renewable

renewable
Greiner total

GRI 302-4 Reduction of energy consumption
Energy savings by type of energy [in MWh]

GRI 302

renewable

Greiner total

GRI 302

Electricity consumption [in MWh]

234 — 235

Greiner Bio-One

91,741

91,422

87,849Greiner gesamt

427,218

427,093

418,144

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Performance overview

2021

2022

2023

Greiner Packaging

6,042

3,329

2,569

Fuel

-

250

567

Electricity

-

2,729

2,002

Heating-

250

0

NEVEON

838

1,883

1,673

Fuel

-

586

297

Electricity

-

731

634

Heating

-

566

742

1,184

1,278

785

GRI 302

Greiner Bio-One
Fuel

-

27

0

Electricity

-

1,250

785

Heating-00Greiner total

8,064

6,555

Change in water storage [in Ml]
GRI
303

Energy savings by type of energy [in MWh]602

Groundwater

1,085

818

790

Produced water

0

0

0

Third-party water

181

176

296

1,276

1,641

1,688

Greiner production sites

11

1

0

Groundwater

31

1

0

Produced water

0

0

0

Third-party water

74

21

19

Greiner production sites

115

22

19

2

Greiner Packaging

14,239

6,803

6,619

NEVEON

23,181

18,22015,748Greiner Bio-One

2,261

2,181

2,670

Greiner total

39,79527,27325,075Greiner Packaging

78,441

38,04935,157NEVEON

7,490

15,961

17,403Greiner Bio-One

12,56810,084

16,967

Greiner total

98,56564,216

69,647

Upstream emissions

1,772,434

2,156,359

1,880,090

Purchased goods and services

Scope 2 emissions [in t CO2e]

GRI 305-3 Sother indirect (Scope 3) GHG emissions
Scope 3 emissions [in t CO2e]

Water withdrawal from areas with water stress [in Ml]
Surface water-

GRI 305-2 Energy indirect (Scope 2) GHG emissions

Water withdrawal by source [in Ml]
648

-

2023

Scope 1 emissions [in t CO2e]

GRI 303-3 Water withdrawal

11

2022

GRI 305-1 Direct (Scope 1) GHG emissions

5,033

Surface water

Greiner production sites

2021

1,419,645

1,843,111

1,644,466

Capital goods

131,510

118,635

51,026

Fuel- and energy-related activities

55,02038,99733,447

Upstream transportation and distribution

120,127

103,545

98,221

Waste generated in operations

24,001

22,76623,009Business travel

1,809

3,551

4,165

Employee commuting

20,32325,75425,756

Downstream emissions

577,048599,358

591,806

Downstream transportation and distribution

GRI 303-4 Water discharge

End-of-life treatment of sold products
Downstream leased assets

Water discharge [in Ml]

25,971

17,152

17,413550,083

580,972

573,267

0

0

45

636

Investments

994

1,234

1,081

Greiner total

2,349,482

2,755,717

2,471,896

Scope 139,79527,27325,075

Water discharge to areas with water stress [in Ml]

Scope 2 (market-based)

98,56564,216

69,647

191,214

184,440

167,342

Surface water
Groundwater
Third-party water
Greiner production sites

15

668

1,052

779

737

171

166

284

1,239

1,613

1,657

Total emissions [in t CO2e]

Surface water

14

0

0

Scope 2 (location-based)

Groundwater

3

0

0

Scope 3

2,349,482

2,755,717

2,471,896

Third-party water

76

20

16

Greiner total (market-based)

2,487,842

2,847,206

2,566,618

Greiner production sites

93

21

16

60

39

45

GRI 305-4 GHG emissions intensity
GRI 305

GRI 303-5 Water consumption

GRI 303

Water consumption [in Ml]

236 — 237

Greiner production sites

38

28

31

thereof from areas with water stress

22

1

3

Specific emissions [Scope 1 & 2 in kg CO2e / TEUR sales revenue]
Greiner total

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Performance overview

GRI 305-5 Reduction of GHG emissions

2021

2022

2023

GRI 306-5 Waste directed to disposal

Energy savings [in t CO2e]

GRI 3052023

Greiner Packaging

464

501

314

Hazardous waste directed to disposal

369

522

657

Incineration

154

329

482

NEVEON

537

347

435

Greiner Bio-One

116

177

128

Landfilling

18

44

34

Greiner total

1,117

1,025

877

Other or unknown disposal

198

148

140

Nicht Hazardous waste directed to disposal

15,66013,094

13,903

Incineration

10,942

8,976

10,656

Landfilling

2,986

3,295

2,311

Other or unknown disposal

1,732

824

927

Greiner total

16,02913,616

14,559

2,458

2,133

3,069

Hazardous waste directed to disposal

50

159

183

Incineration

13

41

113

Landfilling

0

6

1

Other or unknown disposal

37

112

69

2,408

1,974

2,885

VOC emissions [in kg VOC]
Greiner total

21,88821,30037,459

GRI 306-3 Waste generated

Waste directed to disposal [in t]
Greiner Packaging

Waste generated by composition [in t]
Non-hazardous waste

27,73022,872

23,791

Plastic waste

10,424

7,543

8,106

PE foam waste

432

263

122

PU foam waste

1,578

1,682

1,140

Paper and cardboard waste

3,975

3,788

3,834

Metal waste

1,145

665

800

Wood waste

1,020

1,064

1,153

Residual waste

5,673

5,613

6,100

Other waste

3,484

2,254

2,535

Hazardous waste

974

1,071

1,436

Solid hazardous waste

75

288

285

Liquid hazardous waste

899

783

1,151

28,70423,94325,227

Nicht Hazardous waste directed to disposal
Incineration

607

870

2,174

Landfilling

1,078

1,038

634

Other or unknown disposal

723

66

77

NEVEON

10,643

8,249

8,631

Hazardous waste directed to disposal

238

298

343

Incineration

96

270

325

Landfilling

0

0

3

142

28

15

Nicht Hazardous waste directed to disposal

10,405

7,951

8,287

GRI 306-4 Waste diverted from disposal

Incineration

8,894

6,565

7,156

Landfilling

734

808

342

Waste diverted from disposal [in t]

Other or unknown disposal

777

578

790

2,665

3,227

2,844

64

130

Greiner total

Recycled hazardous waste

Other or unknown disposal

605

549

779

Recycled non-hazardous waste

12,070

9,777

9,898

Hazardous waste directed to disposal

80

Greiner total

12,675

10,326

10,677

Incineration

45

19

44

Landfilling

18

38

30

Other or unknown disposal

18

8

56

2,585

3,163

2,715

Greiner Bio-One

Waste diverted from disposal [in t]
Recycled hazardous waste
Recycled non-hazardous waste
NEVEON

7,325

5,776

6,227

72

111

126

Nicht Hazardous waste directed to disposal

7,253

5,665

6,101

Incineration

1,296

1,541

1,322

Landfilling

1,089

1,448

1,335

Other or unknown disposal

200

175

48

16,02913,616

14,559

1,443

2,041

2,102

21

48

222

Recycled non-hazardous waste

1,422

1,993

1,879

Greiner Bio-One

3,002

2,510

2,345

511

390

431

Recycled non-hazardous waste

2,491

2,119

1,915

Greiner total

12,675

10,326

10,677

Recycled hazardous waste

Recycled hazardous waste

GRI 306

Greiner Packaging

GRI 306

2022

Waste directed to disposal [in t]

GRI 305-7 Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions

238 — 239

2021

Greiner total

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Performance overview

GRI 401-1 New employee hires and employee turnover

2021

2022

2023

Hires by age
under 30 years

1,130

761

917

30 - 50 years

1,487

1,092

1,032

over 50 years

353

299

232

Greiner total

2,970

2,150

2,181

48

39

51

30 - 50 years

20

16

16

over 50 years

12

11

8

Greiner total

23

18

19

Women

1,132

935

919

Men

1,838

1,204

1,261

-

11

1

2,970

2,150

2,181

Women

24

20

21

Men

23

17

19

-

58

6

23

18

19

47

54

30 - 50 years

17

19

26

over 50 years

16

16

23

Greiner total

20

23

30

999

1,078

1,396

1,560

1,578

1,918

-

16

9

2,559

2,672

3,323

Women

21

23

31

Men

20

23

28

-

84

53

20

23

30

Europe

2,017

1,794

2,756

North America

392

680

328

Greiner total
Turnover rate by gender [in %]Unknown or other
Greiner total
Turnover by continent

Europe

2,144

1,552

1,713

North America

482

448

191

Asia

245

55

166

South America

91

89

107

Africa

8

6

5

2,970

2,150

2,181

Europe20

16

18

North America

57

44

22

Asia

74

84

110

South America

73

101

121

Africa

3

14

9

2,559

2,672

3,323

Europe19

19

29

Greiner total

Hires by continent

Turnover rate by continent [in %]GRI 401

Greiner total

35

Men

Hiring rate by gender [in %]Greiner total

under 30 years

Unknown or other

Hires by gender

Unknown or other

2023

Women

under 30 years

Greiner total

2022

Turnover by gender

Hiring rate by age [in %]Unknown or other2021

Turnover rate by age [in %]North America

46

67

38

Asia

12

13

19

South America

32

39

47

Africa2

13

8

Greiner total

20

23

30

951

1,550

2,852

7

13

25

Hiring rate by continent [in %]

38

9

29

South America

40

34

42

Africa6

5

5Greiner total

23

18

19

under 30 years

824

910

968

30 - 50 years

1,239

1,312

1,669

Employees, who are covered by a certified
occupational health & safety management system
GRI 403

Asia

GRI 403-8 Workers covered by an occupational
health & safety management system

Greiner totalin %GRI 401

Turnover by age

240 — 241over 50 years

496

451

686

Greiner total

2,559

2,672

3,323

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Performance overview

2021

2022

2023

Accidents of employees

511

504

477

Minor accidents

288

325

334

Major accidents

223

179

143

Accidents of workers who are not employees

-

39

33

Minor accidents

-

17

20

GRI 403-9 Work-related injuries

GRI 404-3 Percentage of employees receiving regularperformance and career development reviews

Accidents

Total number of hours worked of workers who are not employees
Greiner total

Women

67

57

68

Men

64

59

69

-

-

47

65

58

69

Unknown or other
Greiner total

-

22

13

Performance review rate by function [in %]

543

510

Administration

72

79

87

Production

69

49

64

Greiner total

65

58

69

-

19,689,409

19,481,560-

1,889,936

1,419,321

20,900,173

21,579,344

20,900,881

GRI 405-1 Diversity of governance bodies and employees

Accident frequency [in major accidents per 1 mio. hours worked]

Supervisory board of Greiner AG by gender [in %]Accident frequency of employees

-

9,09

7,34

Women

8

8

17

Accident frequency of worked workers who are not employees

-

11,64

9,16

Men

92

92

83

10,67

9,31

7,46

Unknown or other

0

0

0

under 30 years

0

0

0

30 - 50 years

33

33

33

over 50 years

66

66

66

Women

43

44

44

Men

57

56

56

Unknown or other

0

0

0

Women

36

38

38

Men

64

62

62

Unknown or other

0

0

0

Women

27

26

28

Men

73

74

72

Unknown or other

0

0

0

under 30 years

19

17

16

30 - 50 years

57

59

57

over 50 years

24

24

27

Greiner total

Supervisory board of Greiner AG by age [in %]GRI 403-10 Work-related ill health
Number of preventative health measures

GRI 403

2023

511

Total number of hours worked [in h]
Total number of hours worked of employees

2022

Performance review rate by gender [in %]GRI 404

Major accidents
Greiner total

2021

Medical care

106

131

146

Activity & sport

24

33

77

Information

15

27

52

Nutrition

22

23

39

Stress & mental health

6

14

19

Other

23

20

47

Greiner total

196

248

380

Employees by function and gender [in %]Administration

Production

GRI 404-1 Average hours of training per year per employee
Average training hours per employee [in h]Greiner Packaging

11

16

17

NEVEON71010Greiner Bio-One

18

20

16

Greiner total

11

15

15

Women

11

14

14

Men

11

16

16

-

-

11

15

15

18

19

20

Leadership positions by gender [in %]Average training hours per employee by gender [in h]

Unknown or other
Greiner total

GRI 405

Employees by age [in %]Average training hours per employee by function [in h]
GRI 404

Administration

242 — 243

Production

8

13

12

Greiner total

11

15

15

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Performance overview

GRI 408-1 Operations and suppliers at
significant risk forincidents of child labor

2021

2022

2023

Locations in risk countries
Greiner Packaging

9

10

10

NEVEON18

18

18

Greiner Bio-One

7

7

7

Greiner total

34

35

35

2021

2022

2023

Greiner Packaging

0,03

0,03

0,04

NEVEON

0,00

0,00

3,63

Greiner Bio-One

0,09

0,39

0,10

Greiner total

0,13

0,19

0,44

-

67

75

1,078

1,045

635

Assessment of water saving potential in areas with water stress [in %]Greiner production sites

Purchasing volume in risk countries [in %, based on the purchasing volume in euros]
GRI 408

Share of self-produced renewable electricity
consumption on total electricity consumption [in %]Risk countries

18

15

15

Landfilled waste globally [in t]

Non-risk countries

82

85

85

Greiner Packaging
NEVEON

734

808

345

Greiner Bio-One

1,106

1,486

1,365

Greiner total

3,004

3,339

2,345

Greiner Packaging

967

909

561

NEVEON

652

786

291

Greiner Bio-One

46

48

16

1,751

1,743

867

Recycling

44

43

42

Incineration

39

39

44

Landfilling

10

14

9

Other or unknown disposal

7

4

4

Recycling

75

73

67

Incineration

6

12

25

Landfilling

11

13

7

Other or unknown disposal

8

2

2

Landfilled waste in Europe [in t]

Greiner total
Greiner key figures

2021

2022

2023

Disposal and recovery types of our waste [in %]Purchasing volume of suppliers with a signed Code of Conduct [in %]Greiner Code of Conduct signed

37

40

43

Equivalent Code of Conduct signed

26

36

35

No Code of Conduct signed

37

23

23

Greiner total (Greiner Code of Conduct or equivalent)

63

77

77

Disposal and recovery types of our waste [in %]Greiner Packaging

Suppliers (>500 TEUR) with EcoVadis minimum score [in %]Greiner total

-

12

36

67

67

75

-

-

-

NEVEON

Greiner Bio-One

-

60

68

Recycling

12

20

20

Greiner total

-

-

73

Incineration

74

66

70

Landfilling

6

8

3

Other or unknown disposal

8

6

7

Recycling

53

44

45

EcoVadis Score
Greiner Packaging
NEVEON

Scope 3.1 emissionen covered by suppliers with
Science Based Targets [in %]Greiner total

-

-

8

Greiner Bio-One

244 — 245

Greiner Packaging

-

-

70

Incineration

24

27

26

NEVEON--84

Landfilling

20

26

26

Greiner Bio-One

-

-

85

Other or unknown disposal

4

3

2

Greiner total

-

-

76

Greiner Packaging

21

22

22

Share of green electricity consumption on total
electricity consumption [in %]Greiner Packaging

28

64

58

NEVEON

47

33

21

Greiner Bio-One

52

51

32

Greiner total

36

58

50

GREINER KEY FIGURES

GREINER KEY FIGURES

Share of FSC certified packaging [in %, based on the purchasing volume in euros]

Sites with ISO 9001 (or equivalent) certificate
NEVEON

14

16

26

Greiner Bio-One

7

9

10

Greiner production and processing sites

42

47

58

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Performance overview

2021

2022

2023

Greiner Packaging

22

27

29

ISO 14001

18

20

21

ISO 50001

47

8Certified management systems for environment and energy

NEVEON22

19

19

ISO 14001

17

15

15

ISO 50001

544Greiner Bio-One

2

2

2

ISO 14001

1

1

1

ISO 50001

1

1

1

46

48

50

Greiner Packaging

3

7

12

NEVEON3

3

3

Greiner Bio-One

0

0

0

Greiner production and processing sites

6

10

15

Greiner production and processing sites
Sites with ISO 45001 certificate

This present annual and sustainability report of Greiner AG is

calendar year 2023; all non-financial key figures coverprepared in accordance with the applicable GRI Standards.

the calendar years 2021, 2022 and 2023 (January 1, 2021

The reporting period for financial reporting covers theto December 31, 2023).

GRI Standard

Disclosure

GRI 1:
Foundation
2021

Omission incl. explanation/
Information on disclosure

GRI 1 used

Applicable GRI Sector Standard(s)none applicable			

General Disclosures
1. The organization and its reporting practices

10

9

14

NEVEON32

35

37

Greiner Bio-One

89

60

50

Greiner production sites

33

29

30

GRI 2:
GeneralDisclosures2021

2-1 Organizational details

pp. 26, 28-29

2-2 Entities included in the organization’s sustainability reporting

pp. 255,257-259

2-3 Reporting period, frequency andcontact point

pp. 254, 263

2-4 Restatements of information

pp. 106-107,
125-126,140-141,
146-147, 255

2-5 External assurance

pp. 255,
260-261

Number of supported projects (social engagement)
GREINER KEY FIGURES

Reference

Foundation

Share of production sites who have achieved
our targets for health measures [in %]Greiner Packaging

GRI index

Greiner AG

20

66

92

Greiner Packaging

93

136

140

NEVEON15

25

31

Greiner Bio-One

51

70

93

2. Activities and workers

Greiner total

179

297

356

GRI 2:
GeneralDisclosures2021

2-6 Activities, value chain and otherbusiness relationships

S. 26-27,
72-73

2-7 Employees

pp. 153-154

Omission: 2-7 b. iii; Reason for omission: Information
not available/incomplete; Further justification: The
number of employees with non-guaranteed working hours is not recorded Group-wide, as Greiner
only concludes such employment contracts for very
few cases. We plan to collect the data in the next
2-3 years.

2-8 Workers who are not employees

pp. 166, 233

Omission: 2-8 c.; Reason for omission: Information
not available/incomplete; Further justification: Thedata is collected as at the reporting date. Fluctuations in the figures during the year are not currently
collected. We plan to collect the data in the next
2-3 years.

2-9 Governance structure
and composition

pp. 64-65,
68-70, >>Supplementary information: During the reporting
period, the Executive Board was composed exclusively of men. Underrepresented social groups were
not represented on the Executive Board.

3. Governance
GRI 2:
GeneralDisclosures2021

246 — 247

Annual and Sustainability Report 2023 / Greiner AG

Appendix / GRI index

GRI 2:
Allgemeine
Angaben 2021

2-10 Nomination and selection of thehighest governance body

p. 66

2-11 Chair of the highest governancebody

Omission: 2-11 (entire specification); Reason foromission: Not applicable; Further justification: Under
Austrian corporate law, the Chairman of the Supervisory Board may not have an operational functionin the company.

GRI 3:
Material
Topics 2021

3-1 Process to determine material topics

pp. 80-84

3-2 List of material topics

p. 84

GRI 3:
Material
Topics 2021

3-3 Management of material topics

pp. 85-91,
94-95,
96-107,108-114,115-121

GRI 201:
Economic
Performance2016

201-2 Financial implications and otherrisks and opportunities due to climatechangepp. 115, 117-120

GRI 302: Energy
2016302-1 Energy consumption within theorganization

pp. 109-112,247

302-3 Energy intensity

p. 114302-4 Reduction of energy consumption

pp. 113, 247

305-1 Direct (Scope 1) GHG emissions

pp. 97-99

305-2 Energy indirect (Scope 2) GHG
emissionspp. 97-99

Environment
Climate change

2-12 Role of the highest governancebody in overseeing the management of
impacts

pp. 63, 67-68,
204-205

2-13 Delegation of responsibility for
managing impacts

pp. 63, 67-70

2-14 Role of the highest governancebody in sustainability reporting

pp. 68, 84

2-15 Conflicts of interest

pp. 66, 184

2-16 Communication of critical concerns

pp. 209, 212

2-17 Collective knowledge of thehighest governance body

pp. 66, 69-70

2-18 Evaluation of the performance ofthe highest governance body

pp. 63, 66, 71

2-19 Remuneration policies

p. 71, >>Information: No Group-wide remuneration
policy in place.

2-20 Process to determine remuneration>>

Information: No Group-wide procedure fordetermining remuneration in place.

2-21 Annual total compensation ratio

Omission: 2-21 (entire specification); Reason foromission: Information not available/incomplete;
Further explanation: The required data has not yet
been collected by Greiner across the Group. We
plan to collect the data in the next 2-3 years.

4. Strategy, policies and practices
GRI 2:
GeneralDisclosures
2021

Material topics

GRI 305:
Emissions2016

2-22 Statement on sustainable development strategy

pp. 18-21

2-23 Policy commitments

pp.204-207;
CoCE; CoCS;
DEI; SSP

305-3 Other indirect (Scope 3) GHG
emissionspp. 97-103

305-4 GHG emissions intensity

p. 1032-24 Embedding policy commitments

pp. 204-209

305-5 Reduction of GHG emissions

p. 1132-25 Processes to remediate negative
impacts

pp. 77, 184,204-206, 219

2-26 Mechanisms for seeking advice
and raising concerns

pp. 208-211

2-27 Compliance with laws andregulations

pp. 212-213

2-28 Membership associations

pp. 76-77

305-6 Emissions of ozone-depleting
substances (ODS)

248 — 249

2-29 Approach to stakeholder
engagement

pp. 74-75

2-30 Collective bargaining agreements

p. 157305-7 Nitrogen oxides (NOx), sulfur
oxides (SOx), and other significant air
emissions

Omission: 302-3 a.; Reason for omission: Information
not available/incomplete; Further explanation:
Different denominators are used to calculateenergy intensity in the three divisions. A Group-wide
aggregated energy intensity ratio can therefore not
be shown. We plan to collect the data in the next
2-3 years.

Further information: The reduction in greenhouse gas emissions relates to Scope 1 and Scope 2
emissions.
Omission: 305-6 (entire specification); Reason foromission: Information not available/incomplete; Reason for omission: A limited number of our
production sites produce minor ozone-depleting
substances that are immediately destroyed byapproved technologies. We will determine whether
relevant impacts could be associated with this in
the course of a detailed analysis in 2024.

5. Stakeholder engagement
GRI 2:
GeneralDisclosures
2021

Omission: 201-2 iii. and v.; Reason for omission:
Information not available/incomplete; Further explanation: The financial impact of climate changerisks and opportunities and the costs of measures
to manage climate-related risks and opportunities
have not yet been quantified. Climate risk andclimate scenario analyses will be carried out in 2024.
Based on this, we will collect the data for quantifying the financial impact.

p. 104Omission: 305-7 (entire specification, except a. iv.);
Reason for omission: Information not available/
incomplete; Further explanation: The data is notavailable across the Group. We will determine
whether further significant air emissions exist andwhether relevant impacts could occur in the courseof a detailed analysis in 2024.

Annual and Sustainability Report 2023 / Greiner AG

Appendix / GRI index

SocialResource use and circular economy
GRI 3:
Material
Topics 2021

3-3 Management of material topics

GRI 301:
Materials 2016

301-1 Materials used by weight orvolumepp. 125-126

301-2 Recycled input materials used

p. 126301-3 Reclaimed products and theirpackaging materials

p. 133303-1 Interactions with water as ashared resource

pp. 144-147

303-2 Management of water dischargerelated impacts

pp. 144-147

303-3 Water withdrawal

pp. 145-146,
236

Additional information: Greiner draws its water
exclusively from freshwater sources.

303-4 Water discharge

pp. 145-146,
236

Additional information: Only fresh water is recycled.

303-5 Water consumption

p. 146306-1 Waste generation and significant
waste-related impacts

pp. 138-139

306-2 Management of significant waste-related impacts

pp. 138-143

306-3 Waste generated

pp. 140-141

306-4 Waste diverted from disposal

pp. 142-143

306-5 Waste directed to disposal

pp. 142-143

GRI 303:
Water andEffluents 2018

GRI 306:
Waste 2020

250 — 251

pp. 85-91,
122-123,
124-129,130-137,
138-143,
144-147

Working conditions and human rights (own workforce)GRI 3:
Material Topics
2021

3-3 Management of material topics

pp. 85-91, 150151, 152, 156162, 172-176

GRI 401:
Employment2016

401-1 New employee hires and employee turnoverp. 155

GRI 404:
Training and
Education 2016

Omission: 401-1 a. and b.; Reason for omission:
Information not available/incomplete; Further explanation: Hiring rates and turnover rates (in %) are
reported, but totals (in head count) are missing. We
will publish this data in the next report.

401-2 Benefits provided to full-time
employees that are not provided totemporary or part-time employees

Omission: 401-2 (entire specification); Reason foromission: Information not available/incomplete;
Further explanation: This information is only partially available at Group level. We plan to collect thedata in the next 2-3 years.

401-3 Parental leave

Omission: 401-3 (entire specification); Reason foromission: Information not available/incomplete;
Further explanation: Data has not yet been integrated into the system globally. We will be able toimplement this in the next 2-3 years.

404-1 Average hours of training per year
per employee

p. 173404-2 Programs for upgrading employee skills and transition assistanceprograms

pp. 162,
173-175404-3 Percentage of employees receiving regular performance and careerdevelopment reviews

pp. 160, 243

Health & safety (own workforce)GRI 3:
Material
Topics 2021

3-3 Management of material topics

pp. 85-91,
150-151,
163-171

GRI 403:
Occupational
health & safety2018403-1 Occupational health & safety
management system

pp. 164-165

403-2 Hazard identification, risk assessment, and incident investigation

pp. 164-168

403-3 Occupational health services

pp. 164-165

403-4 Worker participation,
consultation, and communication
on occupational health & safety

pp. 165, 168

403-5 Worker training on occupational
health & safety

pp. 165, 168

403-6 Promotion of worker healthpp. 169-170

403-7 Prevention and mitigation ofoccupational health & safety impacts
directly linked by business relationships

p. 169403-8 Workers covered by an occupational health & safety management
systempp. 164-165

403-9 Work-related injuries

pp. 165-167,
242

Omission: 403-9 a. i and b. i;
Reason for omission: Information not available/incomplete;
Further justification: Data collection here will continue to be successively improved. The key figures will
be supplemented over the next 2-3 years.

Annual and Sustainability Report 2023 / Greiner AG

Appendix / GRI index

403-10 Work-related ill health

Omission: 403-10 (entire specification); Reason foromission: Information not available/incomplete;
Detailed explanation: So far, this data could not beprovided due to different national circumstancesand lack of recording systems. We plan to collectthe data in the next 2-3 years.

GovernanceBusiness conduct
GRI 3:
Material
Topics 2021

3-3 Management of material topics

pp. 85-91,
200-201,202-213,214-215, 216221, 222-223,
224-229

GRI 205:
Anticorruption 2016

205-1 Operations assessed for risks related to corruption

p. 215Equal treatment and opportunities for all (own workforce)GRI 3:
Material
Topics 2021

3-3 Management von wesentlichen
Themenpp. 85-91,
150-151,
177-185

GRI 405:
Diversityand Equal
Opportunity
2016

405-1 Diversity of governance bodies
and employees

pp. 64-66,
153, 182-184,
243

GRI 406:
Nondiscrimination
2016

Further information: In the reporting period, theExecutive Board was composed exclusively of men.
All members of the Executive Board were over 50
years old.
Omission: 405-2 (entire specification); Reason foromission: Information not available/incomplete;
Further explanation: The database was createdin 2023. The gender pay gap will be determinedGroup-wide in the next 2-3 years.

405-2 Ratio of basic salary andremuneration of women to men

406-1 Incidents of discrimination andcorrective actions taken

Omission: 406-1 (entire specification); Reason foromission: Restrictions due to duty of confidentiality;
Further explanation: In 2023, incidents of discrimination and harassment were received via thewhistleblowing platform. Further information on thenumber and status of reported incidents and therelated actions taken are not disclosed.

Workers in the value chain
GRI 3:
Material
Topics 2021

3-3 Management of material topics

GRI 408:
Child
Labor 2016408-1 Operations and suppliers at significant risk for incidents of child labor

pp. 85-91,
186-187,
188-190
Omission: 408-1 (complete information); Reason
for omission: Information not available/incomplete;
Further explanation: There is no comprehensive
evaluation of suppliers with regard to the risk ofchild labour incidents. The review is carried out on
the basis of Ecovadis. This is to be deepened in thenext 2-3 years.

GRI 206:
Anticompetitive Behavior 2016205-2 Communication and training
about anti-corruption policies andprocedures

Omission: 205-2 (entire specification); Reason foromission: Information not available/incomplete;
Further explanation: Data was not recorded in
the system in such a differentiated manner (e.g.
differentiation by employee category). We plan tocollect the data in the next 2-3 years.

205-3 Confirmed incidents of corruption
and actions taken

pp. 213, 215

206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly
practicespp. 212-213

Sustainable supply chains
GRI 308:
Supplier
Environmental
Assessment
2016308-1 New suppliers that were screenedusing environmental criteria

p. 228308-2 Negative environmental impacts
in the supply chain and actions taken

p. 228

GRI 414:
Supplier
SocialAssessment
2016414-1 New suppliers that were screenedusing social criteria

p. 228414-2 Negative social impacts in the
supply chain and actions taken

p. 228

Legend252 — 253

Omission: 308-2 b. to e.; Reason for omission:
Information not available/incomplete; Further explanation: Suppliers need to sign the Greiner Codeof Conduct for Suppliers and Business Partners. Further they are checked using the EcoVadis platform.
A more detailed audit, which would be necessary todisclose the missing data, has not yet been carriedout, but will be gradually built up over the next 3-5
years.

Omission: 414-2 b. to e.; Reason for omission:
Information not available/incomplete; Further explanation: Suppliers need to sign the Greiner Codeof Conduct for Suppliers and Business Partners. Further they are checked using the EcoVadis platform.
A more detailed audit, which would be necessary todisclose the missing data, has not yet been carriedout, but will be gradually built up over the next 3-5
years.

Source>>Information on this disclosure can be found directly in the GRI content index

CoCE

Code of Conduct for Greiner employees

https://www.greiner.com/fileadmin/user_upload/Downloads_
Dokumente/8_2020_Code-of-Conduct_EN_web.pdf

CoCS

Code of Conduct for Suppliers and Business Partners

https://sustainability.greiner.com/en/suppliers/

DEI

Diversity, Equity & Inclusion Policy

https://sustainability.greiner.com/en/dei-policy/

SSP

Sustainable Sourcing Policy

https://sustainability.greiner.com/en/sustainable-sourcing/Annual and Sustainability Report 2023 / Greiner AG

Appendix / About this report

About thisreportData collection and reporting scopecollection meets the highest standards. The introduction

The financial and sustainability information covers all Greinerof a workflow management system has led to a significant

AG companies included in the scope of consolidation forimprovement in the documentation of approval processes. We

the consolidated financial statements as well as the threealso implemented an improved data validation process. Furt-

operating Greiner divisions, including equity joint ventures

hermore, we collected quarterly data from our production sites

on a proportionate basis. Commercial rounding may result

for the first time in 2023 and will continue quarterly reportingin minor calculation differences. The actual development ofin the future. We have also expanded centralized data imports

forward-looking statements may differ from the expectations

from upstream systems for employee data and accident sta-presented.

tistics. The conversion factors used in the reporting software
were verified by consultants in the course of the software

The only exception in the scope of consolidation is the informa-

This Annual and Sustainability Report 2023 is aimed
at all our stakeholders and provides comprehensive
and transparent information on how Greiner assume
responsibility in society. The report contains all thepertinent information on our management approaches,
activities, performance, and targets. The content relates
to Greiner AG’s three operating divisions. The key figures
stated for the Group include the key figures of the Greiner
AG headquarters in all cases.

due to its materiality.

2023 saw the sale of NEVEON Bosnia, which is why this was
only included on a pro rata basis. In total, three partially consolidated sites and 97 fully consolidated sites were included in→ Read more under: Appendix / Group structure

the data collection for 2023.

& organizational chart

External audit
The non-financial reporting (on pages 58 to 259) in this Annual

All of Greiner’s greenhouse gas emissions relate to all sites
under Greiner’s operational control, including joint ventures,

Report and Sustainability Report prepared by Greiner has been

and are reported at 100% in this report.

audited. The CEO of Greiner AG engaged KPMG Austria GmbH

Changes and improvements
to non-financial reporting

capacity as an independent certification company, to review

Most conversion factors between physical units (e.g. from

reporting published by the Global Reporting Initiative (GRI).

Wirtschaftsprüfungs- und Steuerberatungsgesellschaft in its
this report for compliance with the standards for sustainability

joules to kWh) are stored in the reporting software. Specificconversion factors that are required, for example, to convert
the consumption of an energy source, which is recorded inStandards, content, reporting
period, and frequency

The reporting period for financial reporting is the same as

Greiner on the basis of manufacturer specifications or recogni-that for sustainability reporting. The reporting period is thezed data sources (e.g. Austrian Federal Environment Agency).

This integrated report was prepared in accordance with the2023 financial year, which extends from January 1, 2023 to

We implemented new software to collect non-financial key

Sustainability Reporting Standards of the Global Reporting

December 31, 2023 for Greiner AG and all in-scope subsi-

figures across the Group in 2022. After collecting the first set

Initiative (GRI). The GRI Standards are a globally recognizeddiaries and joint ventures. Greiner’s Annual and Sustainabilityof data, we carried out a comprehensive evaluation for theframework for transparent and comparable sustainability

Report 2023, which covers the 2023 fiscal year, will be publis-

last reporting period using the new software. This involved

reporting. The GRI content index provides a detailed overview

hed on May 7, 2024. Greiner’s previous annual and sustainabi-

all levels of responsibility for non-financial reporting in orderof which GRI standards were used in the report and where thelity report covered the 2022 fiscal year and was published in

to identify areas for improvement and ensure that our data

relevant information can be found (page 248). The basis for

May 2023. The next financial and non-financial key figures will
be published in the 2024 Annual and Sustainability Report inanalysis carried out in 2023 in which we considered financial

spring 2025. This report is published each year in German andmateriality as well as the environmental and social materiality

English and is also available at greiner.com/report/2023.

→ Read more under: Appendix / External validation of thereportmass or volume units, into energy units are determined bydetermining the report content is a comprehensive materiality

implementation.

tion on water, which is only collected for the production plants(impact materiality) that is central to the GRI. The material
topics were thus identified and prioritized according to the
double materiality principle.

Included locations
sustainability reports→ Read more under: Sustainability management /Material topics

Annual and Sustainability
Report 2023

2021

2022

2023

Locations included
Sustainability KPIs

90

97

100

Locations included
Greenhouse gas emissions

96 1

108

110

Available online at:greiner.com/report/2023
1 This value differs from the value published in the 2022 report (2021: 98 locations), as there was a double count and an incorrect allocation. The value has
therefore been corrected.
254 — 255

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Group structure & organizational chart

Group structure& organizational chart

Greiner AG
Headquarters:
Kremsmünster, Austria

Greiner Packaging
International GmbHNEVEON
Holding GmbH

Greiner Bio-One
International GmbH

Plastic packaging for foodand consumer goods,
technical parts

Foams for comfort, sport,
and technical applications,aircraft seat components,
insulation for containers, interiors, and sound insulation forautomobiles

Medical technology,
diagnostics, life science

Business Units
Living & Care,
Mobility & Specialties

Headquarters
Kremsmünster, Austria

Business Units
Packaging, Assistec
Headquarters
Sattledt, Austria
Division Head:
Beatrix Praeceptor(since May 1, 2023)(Manfred Stanek until
April 30, 2023)

Group structureof the GreinerGroup

256 — 257

Executive Board:
Saori Dubourg (since March 1, 2024)
Axel Kühner (until December 31, 2023)
Hannes Moser
Manfred Stanek

Headquarters
Vienna, Austria
Division Head:
Jürgen KleinrathBusiness Units
BioScience, Preanalytics, OEM,
MediscanDivision Head:Ilke Panzer(since February 1, 2024)(Rainer Perneker, until
August 28, 2023)

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Group structure & organizational chart

Greiner AG(AT)

As of 12/31/2023

Greiner Packaging
International GmbH (AT)

100%

Greiner Packaging GmbH (AT)

100%

greiner packaging slusovice s.r.o. (CZ)

100%

greiner packaging s.r.o. (CZ)

NEVEON Holding GmbH (AT)
NEVEON Austria GmbH (AT)

100%

100%

Greiner Renewable Energy GmbH (AT)

100%

100%

Greiner Bio-One GmbH (AT)

100%

Greiner Zeroplast GmbH (AT)

100%

Greiner Bio-One Hungary Kft. (HU)

100%

Liquibot GmbH (AT)

100%

100%

Greiner Bio-One North America, Inc. (US)

100%

temprify GmbH (AT)

15%

NEVEON Poland Sp. z o.o. (PL)

100%

Greiner Bio-One North America Sales Corp. (US)

100%

Circularful GmbH (AT)

12%

Caria Sp. z o.o. (PL)

51%

Greiner Bio-One France S.A.S. (FR)

100%

Hempstatic GmbH (AT)

14,4%Greiner Real Estate s.r.o. (CZ)

99%

Greiner Real Estate Sp. z o.o. (PL)

100%

Greiner Real Estate Vermietung St. Gallen GmbH (AT)

99.2%

OOO Greiner Real Estate (RU)

100%

Greiner GmbH (DE)

100%

Greiner Group Services s.r.o. (CZ)

100%

EUROFOAM Bohemia s.r.o. (CZ)

40.09%

59.91%

GREINER PACKAGING Sp. z o.o. (PL)

37.7%

62.3%

Greiner Packaging Limited (GB)

100%

Greiner Packaging Kft. (HU)

56.1%

43.9%

PPHiU „Kerko“ Sp. z o.o. (PL)

51.72%

Greiner Packaging S.R.L. (RO)

> 99.99%< 0.01%NEVEON Kaliningrad LLC (RU)

100%

Greiner Assistec S.R.L. (RO)

> 99.99%

NEVEON Romania S.R.L. (RO)

100%

NEVEON Hungary Kft. (HU)

100%

THRACE GREINER PACKAGING S.R.L. (RO)

50%

LIMITED LIABILITY COMPANY „NEVEON UKRAINE“ (UA)

95%

AS Greiner Packaging (EE)

100%

NEVEON Foam d.o.o. (RS)

100%

OOO „Greiner Packaging System“ (RU)

99.99%NEVEON Slovakia s. r. o (SK)

100%

0.01%

Greiner Bio-One Brasil Produtos Medicos
Hospitalares Ltda. (BR)

51%

TOV Greiner Packaging (UA)

100%

TOV Greiner Real Estate (UA)

100%

Greiner Real Estate Vermietung St. Gallen GmbH (AT)

0.8%

GREINER PACKAGING CORP. (US)

100%

Greiner Packaging Vertriebs GmbH (DE)

100%

Cardbox Greiner Packaging GmbH (AT)

49%

Cardbox Packaging s.r.o. (CZ)

100%

Cardbox Packaging Inc. (US)

100%

Greiner Packaging B.V. (NL)

100%

Greiner Packaging Distribution SARL (FR)

100%

Greiner Packaging GmbH (DE)
Greiner Ambalaj San. ve Ticaret A.S. (TR)

100%
100%

Greiner Packaging India Private Limited (IN)

>99.99%Greiner Recycling d.o.o. Nova Gajdobra (RS)

100%

Greiner Packaging d.o.o. (SI)

100%

Greiner i JP Packaging d.o.o. (RS)
Greiner Packaging d.o.o. (RS)
greiner assistec s.r.o. (CZ)

100%

Greiner Assistec, S.A. de C.V. (MX)

99.88%

Greiner Packaging Italia SRL (IT) 

100%

258 — 259

< 0.01%51%

10%51.37%

SINFO, spol s.r.o. (CZ)

51%

EUROFOAM TP spol. s.r.o. (CZ)

80%

NEVEON Czech Republic spol. s.r.o. (CZ)

100%

NEVEON aerospace Czech Republic spol. s.r.o. (CZ)

100%

Greiner MULTIfoam SP. z.o.o. (PL)

100%

NEVEON Bulgaria EOOD (BG) 

100%

Greiner Bio-One Brasil Service Tech Sistemas,
Produtos E Servicos para saude Ltda. (BR)

< 0.01%Greiner Bio-One VACUETTE Schweiz GmbH (CH)

100%

Greiner Bio-One (Thailand) Ltd. (TH)

100%

Greiner Bio-One Suns Co., Ltd. (CN)

100%

90%

100%

Greiner Bio-One Shanghai, Co.Ltd. (CN)

100%

Greiner Bio-One India Private Limited (IN) 

99.99%

Greiner Bio-One Turkey LaboratuvarÜrünleri Limited Sirketi (TR) 

100%

Greiner Bio-One Italia S.R.L. (IT)

100%

GREINER BIO-ONE ESPANA S.A. (ES)

100%

Vigmed AB (SE)

100%

Greiner Perfoam s r.o. (CZ) [sold as of Dec. 28, 2023]

100%

Greiner Bio-One Singapore Pte. Ltd. (SGP)

100%

Greiner Perfoam GmbH (Wangen / DE)100%

Tracie Healthcare Solutions GmbH (DE) 

81.9%

Greiner Perfoam GmbH (DE ) [in liquidation]

100%

Greiner Bio-One MEA FZ-LLC (AE)

100%

SA-Greiner Perfoam Automotive Comp., 
S. de R.L de C.V. (MX) [sold as of Dec. 28, 2023]

99.99%

Shenyang Greiner Automotive Components Co., Ltd. (CN)
[sold as of Dec. 28, 2023]

49%

Tianjin Greiner Automotive Components Co., Ltd. (CN)
[sold as of Dec. 28, 2023]

49%

NEVEON Holding South Africa (Pty) Ltd. (SA)

100%

NEVEON South Africa (Pty) Ltd. (SA)

100%

NEVEON Singapore Pte. Ltd. (SGP)

100%

NEVEON Nürtigen GmbH (DE)

100%

NEVEON USA Inc. (US)

100%

NEVEON foam (Shanghai) Co., Ltd. (CN)

100%

aerospace GmbH [in liquidiation] (DE)

100%

NEVEON Bosnia d.o.o. (BA) [sold as of March 8, 2023]

100%< 0.01%< 0.01%VACUETTE PORTUGAL Importacao e Exportacaode Material Hospitalar S.A. (PT)
100%

Greiner Perfoam GmbH (AT) [sold as of Dec. 28, 2023]100%

100%

greiner packaging ag (CH)

BPP spol.s.r.o. (CZ)

99.99%

99.99%

Beijing GBO Suns Medical Devices Co., Ltd. (CN)

OOO Greiner Packaging (RU)

100%

100%

NEVEON Germany GmbH (DE)

< 0.01%Greiner Innoventures GmbH (AT)

Greiner Bio-One
International GmbH (AT)

0.01%

Greiner Bio-One GmbH (DE)

100%

Greiner Bio-One Ltd. (UK)

100%

1%

-0.8%

Greiner Bio-One Co. Ltd. (JP)

100%

Greiner Bio-One B.V. (NL)

100%

Greiner Bio-One nv/sa (BE)

100%

Mediscan GmbH (AT)

100%

Mediscan GmbH & Co. KG (AT)

100%

0.12%

Annual and Sustainability Report 2023 / Greiner AG

Appendix / External validation of the report

Greiner AG, Kremsmünster
Translation of the local Independent Assurance Reporton the Non-financial Report as of 31 December 2023

This English language independent assurance report is a translation provided for information purposes only. The original German text shall prevail in theevent of any discrepancies between the English translation and the German
original. We do not accept any liability for the use of, or reliance on, theEnglish translation nor for any errors or misunderstandings that may derivefrom the translation.

External validationof the report

An independent assurance engagement with the purpose

The procedures that we performed do not constitute an audit

of expressing a conclusion with limited assurance (“limited

or a review. Our engagement did not focus on revealing andassurance engagement”) is substantially less in scope than an

clarifying of illegal acts (such as fraud), nor did it focus on

independent assurance engagement with the purpose of ex-

assessing the efficiency of management. Furthermore, it is notpressing a conclusion with reasonable assurance (“reasonable

part of our engagement to audit future- related disclosu-

assurance engagement”), thus providing reduced assurance.

res, prior year figures, statements from external sources ofDespite diligent engagement planning and execution, it cannot

information, expert opinions or references to more extensive

be ruled out that material misstatements, illegal acts or irregu-

external reporting formats of the Company

larities within the non-financial report will remain undetected.

Because our report will be prepared solely on behalf of and forincluded the following procedures in particular:

the benefit of the principal, its contents may not be relied uponby any third party, and consequently, we shall not be liable for• Inquiries of personnel at the group level, who are re-rance certificate and NFI report. However, publication may only

understanding of the processes for determining material

be performed in its entirety and as a version has been certified

sustainability topics and respective reporting threshholds ofby us.

• A risk assessment, including a media analysis, on relevant
The Company’s management is responsible for the selection
and application of appropriate methods for non-financial

any third party claims. We agree to the publication of our assu-

sponsible for the materiality analysis, in order to gain an

the Company;

Independent Assurance Report on
the Non-financial Reporting

Restriction on use

The procedures selected depend on the auditor’s judgment andGeneral Conditions of Contract

information on the Company’s sustainability performance in

Our responsibility and liability towards the Company and any

the reporting period;

third party is subject to paragraph 7 of the General Conditions• Evaluation of the design and implementation of the systems

reporting (especially the selection of significant matters) as

and processes for the collection, processing and monitoring

well as the use of appropriate assumptions and estimates forof disclosures on environmental, social and employeesof Contract for the Public Accounting Professions.

We have performed an independent limited assurance engage-

individual non-financial disclosures, given the circumstances.

matters, respect for human rights, anti-corruption as well as

Linz

ment on the consolidated non-financial report (“NFI report”) for

Furthermore, their responsibilities include the design, imple-

bribery and also includes the consolidation of data;

8 April 2024

the financial year 2023, which has been published as Annual

mentation and maintenance of systems, processes and internal• Inquiries of personnel at the group level, who are responsi-

andSustainability Report (pgs. 58 – 259) ofcontrols that are relevant for the preparation of the sustaina-

ble for providing, consolidating and implementing internalbility report in a way that is free of material misstatements –control procedures relating to the disclosure of concepts,

Greiner AG,
Kremsmünster(referred to as “Greiner” or “the Company”).

whether due to fraud or error.

Auditors’ Responsibility

risks, due diligence processes, results and performanceindicators;• Inspection of selected internal and external documents, in

Our responsibility is to state whether, based on our procedures

order to determine whether qualitative and quantitative in-signed by:

performed and the evidence we have obtained, anything hasformation is supported by sufficient evidence and presented

Mag. Michael Ahammer

Conclusion

come to our attention that causes us to believe that theBased on the procedures performed and the evidence we have

Company’s NFI report is not in accordance with the sustainabi-in an accurate and balanced manner;• Assessment of the processes for local data collection, vali-

obtained, nothing has come to our attention that causes us

lity reporting guidelines of the Global Reporting Initiative

to believe that the NFI report of the Company is not in accor-(GRI Standards) Option “in accordance with” in all material

data through a (remotely conducted) survey performed on adance with the sustainability reporting guidelines of the Global

respects.

sample basis at six sites

Reporting Initiative (GRI Standards) Option “in accordance with”
in all material respects.

Management’s Responsibility• Analytical evaluation of the data and trend of quantitative
Our engagement was conducted in conformity with the Inter-disclosures regarding the GRI Standards listed in the GRI-­

national Standard on Assurance Engagements (ISAE 3000) ap-

Index, submitted by all locations for consolidation at theplicable to such engagements. These standards require us togroup level;comply with our professional requirements including indepen-• Evaluation of the consistency of the GRI Standards, Option

preparation of the NFI report in accordance with the reporting

dence requirements, and to plan and perform the engagement“in accordance with” to disclosures and indicators of the NFI

criteria. The Company applies the sustainability reporting

to enable us to express a conclusion with limited assurance,

guidelines of the Global Reporting Initiative (GRI Standards)

takinginto account materiality.

260 — 261

Wirtschaftsprüfer(Austrian Chartered Accountant)dation and reporting, as well as the reliability of the reported

The Company’s management is responsible for the proper

Option “in accordance with” as reporting criteria.

KPMG Austria GmbH
Wirtschaftsprüfungs- und Steuerberatungsgesellschaft

report, which apply to the Company;• Evaluation of the overall presentation of the disclosures by
critically reading the NFI report.

This report is a translation of theoriginal report in German, which is solely valid.

Annual and Sustainability Report 2023 / Greiner AG

Appendix / Contact & imprint

Glossary

Contact& imprint
Responsibility
for the content

Editorial team:Greiner AG

Greiner AG

Professional advice
and editorial support:

Greinerstraße 70

Harald Reisinger, Sustainability

4550 Kremsmünster

management & reporting

Austria

www.harald-reisinger.at

T: +43 50541-60301
mediahouse@greiner.com

Layout and Design:

www.greiner.com

FONDA – Interaktive Medien und
Kommunikation GmbH, Vienna

Commercial register court: SteyrCommercial register no.: FN 174160v

Layout:Data processing register (DVR) no.: 0597490

SIRENE – design studio collective

VAT ID no.: ATU 45442604

run by Clara Berlinski, Jana Frantaland Maria Kanzler, Vienna

Printing:
Gutenberg-Werbering GmbH

Images:Adobe Stock Images, Christian Huber FOTO­
CSRD: Corporate Sustainability Report-

IPCC: Intergovernmental Panel on

TCFD (Task Force on Climate-related

GRAFIE&Film, Getty Images Deutschland GmbH,ing Directive – new EU requirement for

Climate Change. Its main task is toFinancial Disclosures): TCFD is an

Greiner AG, Greiner Bio-One International GmbH,

non-financial reporting by companies.

analyze the scientific basis and the

independent, voluntary coalition of theGreiner Packaging International GmbH,state of global research on the effects

Financial Stability Board (Michael R.

Jane Goodall Institute Austria, NEVEON Holding

ESG: Environmental-Social-Governance,of global warming and its risks, as well

Bloomberg) and the Bank of EnglandGmbH, Silvia Wittmann – sil-via photographie

abbreviation for the three pillars of sus-

as mitigation and adaptation strategies,(Mark Carney). The aim of the initiative

menschen.kunst.zeitgeist, Shutterstock Inc.,

tainability. The term is increasingly used

and to evaluate them from a scientificis to set standards for assessing the

Unsplash Inc.

instead of corporate responsibility (CR)perspective.

opportunities and risks arising fromfor sustainable business.
SDG (Sustainable Development Goals):

global warming for companies’ businessContact:

models.

Stefan Grafenhorst,
Vice President People & Sustainability

GRI: Global Reporting Initiative – interna-

17 Sustainable Development Goals withtional reporting standards according to

169 subgoals, which are part of the

GHG (greenhouse gases): Greenhouse

which the presentation of non-financial

United Nations 2030 Agenda. All coun-gases are gases that contribute to thereporting is structured.

tries of the United Nations have com-

Earth’s greenhouse effect and canmitted to achieve those goals by 2023.

be of both natural and human origin.

General EHS (Environmental, Health

Therefore, those goals are used as a

These lead to an increase in the Earth’sand Safety) Guidelines: The Environ-framework for nations, governments,

average mean temperature due to theirmental, Health, and Safety Guidelines

and businesses.

increased concentration in the Earth’s

are a technical reference document of

atmosphere. Greenhouse gases include

the World Bank’s International Financecarbon dioxide, methane, nitrous oxide,

Corporation (IFC) that provides generalhydrofluorocarbons, perfluorocarbons,and industry-specific examples of goodand sulfur hexafluorides.

international industry practice.

262 — 263

stefan.grafenhorst@greiner.com, Greiner AG

ClimatePartner.com/53401-2404-1005

Annual and Sustainability Report 2023 / Greiner AG

greiner.com/report/2023