dormakaba

Sustainability
ReportFinancial Year

2019/20

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Sustainability Report 2019/20

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Sustainability Report 2019/20

Introduction

Introduction
A vital element for dormakaba to achieve the ambition to become thetrusted industry leader is to offer innovative and sustainable products,
solutions and services.
2019/20 in brief• Sustainability governance organization strengthened, including new oversight by the
Board of Directors• 16,431 tCO2e saved through energy efficiency projects and green electricity
purchases• 37% of electricity purchased from renewable sources• 475 suppliers invited to participate in our supplier sustainability engagement
program• 13 Environmental Product Declarations and 45 Health Product Declarations
published or renewed• 80% participation across all job functions and locations in the internal employee
engagement survey “dormakaba dialogue”• Statement of Commitment on Human Rights published• Risk assessment on the potential vulnerability to human rights impacts of migrant
workers within our workforce completed• Assessment of our whistleblowing tool compared to the effectiveness criteria on
grievance mechanisms from the UN Guiding Principles on Human Rights completed• UN-backed “Uniting Business and Governments to Recover Better” statement
signedLetter from our Chairman and CEO
Dear stakeholders,With Covid-19, we are facing a global pandemic that has major negative impact on people
and their livelihoods, disrupting supply chains, accentuating potential inequalities andputting progress on the UN Sustainable Development Goals in question.
From the beginning of the Covid-19 outbreak, we have said that our focus lies on ensuring
the health and safety of our employees while at the same time making sure that the impact
on business operations and the supply chain is managed and limited as much as possible.
Many of our employees have worked under challenging conditions in production, logistics,
and services to maintain the supply chain to our customers, others have been working underunfamiliar circumstances in the field or in home office. This crisis illustrates how importantsustainability factors like healthy workplaces and social responsibility are for our company
and our communities.
At the same time, we continue to face a global climate challenge with severe impacts forpeople and all the natural systems that sustain us. In the face of these interconnectedchallenges, we cannot afford to tackle one or the other. Human health depends on planetary
health. We can – and must – tackle both. And as dormakaba is setting corporate emission
reduction targets in line with climate science through the Science Based Targets initiative,
we remain committed to do our part to achieve a resilient, zero-carbon economy.
This is why in May 2020 I have joined other business leaders around the globe in signing the
UN-led “Uniting Business and Governments to Recover Better” statement, urging
governments to align their Covid-19 economic aid and recovery efforts with the latest
climate science and the Paris Agreement. As leaders and as members of our communities,
we bear responsibility for our environment and for our colleagues worldwide.

Riet Cadonau, Chairman & CEO

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We must also acknowledge that sustainability cuts across a variety of topics, business
functions, and geographies, which brings its challenges. In order to succeed, we needeveryone to contribute in their own way, and we need a strong governance system behind it.
To acknowledge this, we have developed and brought into force a Sustainability Charter inthe financial year 2019/20, which strengthens the sustainability governance within ourcompany and clearly outlines the responsibilities and contributions expected from all levelsof the business, including of the Board of Directors. You can read more on this in theStrategy chapter.
We see sustainability as a tangible business opportunity that adds value to our company.
Green building activities are growing worldwide and are projected to have more than 10%
CAGR from 2018 to 2023, spurred by favorable government policies such as the European
Commission’s binding energy efficiency target. We can contribute to greener and safer
buildings with our offering. And, by providing more sustainable products, we can meet the
expectations of our customers. We have created a carbon emissions inventory detailing theenergy consumption and carbon footprint of all the products in our offering that consume
energy in their use phase. This is the first necessary step in developing more energy efficient
products for our customers in future, to support their ambitions to construct green
buildings.
I know I speak for our entire management team when I say that we are once again proud of
the progress we have made on sustainability, especially in the face of global challenges anddisruptions. Covid-19 has changed many aspects of our lives – in the way we work, we live,
how we interact with each other. I am sure we all agree that mastering the fallout of thiscrisis will be a marathon rather than a sprint. And through this marathon, we will remaincommitted to fostering sustainable development along our value chain in line with our
economic, environmental, and social responsibilities, and to the UN Sustainable Development
Goals. Thank you to all our colleagues who have contributed to our sustainability
achievements in the last year. I invite you to read more about our efforts in thissustainability report.
Sincerely yours,

Riet Cadonau
Chairman & CEO,dormakaba Group

Introduction

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About dormakaba
Worldwide presence

Our businessdormakaba makes access in life smart and secure. We are one of the leading companies in
the global access solutions market. With our comprehensive portfolio and strong brands, thecompany offers our customers products, solutions and services for anything related toaccess to buildings and rooms from a single source. dormakaba has distribution channels
and production facilities in all of the industries’ key markets and will accelerate global
expansion through a strengthened presence in Europe, the Americas and Asia Pacific.
dormakaba is a growth-oriented company with a strong pool shareholder group that will
ensure our long-term strategy. In order to grow profitably and to sustainably create value
for all our stakeholders, dormakaba focuses on a clearly defined strategy with the following
elements:• Providing a superior offering of products, along with services to meet the needs ofcustomers and their installations along the entire life cycle• Expanded presence in existing markets, vertical extension of these markets, andexpansion into new markets• Achieving enterprise excellence by improving processes and driving efficiency andcompetitiveness along the entire value chain• Leadership in innovation for superior customer value• Active management of the portfolio of business activities and disciplined pursuit ofoptions for corporate transactions (acquisitions, divestments, joint ventures)• Efficient deployment of employees: having “the right people in the right roles”
These strategic pillars are based on the two foundations of sustainability and enhancing the
global brand power.

Introduction

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Operating Model
dormakaba has divided the areas of business in which the company is globally active into
five segments. Access Solutions (AS), which comprises four segments, is structured byregion: AS AMER (North and South America), AS APAC (Asia Pacific), AS DACH (Germany,
Austria, and Switzerland), and AS EMEA (Europe, Middle East, and Africa). The segment Key& Wall Solutions is globally positioned and consists of the business units Key Systems andMovable Walls.

Our value chain

Introduction

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Our employees1 )Employees by region

Employees by contract type1)

Employees by employment type

Headcount as at 30 June 2020, without apprentices, trainees, interns and contract workers

The key performance indicators for the above human resources data and the fluctuation
figures available in the Employment chapter are based on 100% of dormakaba Group
employees as at 30 June 2020. The total workforce in this scope consisted of 15,472
employees, based on headcount. While the majority of our employees work full-time and on
the basis of permanent contracts, 6% have part-time engagements. Over 64% of theemployees in this scope are covered by collective bargaining agreements. In addition,
dormakaba developed nearly 200 apprentices, trainees and interns, and employed over 660
contract workers at the sites in scope.
The other social and all environmental key performance indicators found in this report
represent 92% of dormakaba employees as at 30 June 2020, which are located at the 102
sites in the reporting coverage (see Outro for a map of included sites).

Introduction

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Strategy
dormakaba defines sustainability as one of the key success factors tobeing recognized as the trusted industry leader. That is why
sustainability is one of the two foundations of the company’s businessstrategy.
dormakaba strives to promote sustainable development along the value chain as part of oureconomic, environmental and social responsibility toward current and future generations.
We commit to an open and transparent dialogue with stakeholders to define strategies andactions based on clear goals and continuous improvements. We adhere to the precautionary
principle as the foundation of sustainability. Negative impacts on the environment andhealth should be avoided in advance to the greatest extent possible by all employees in all
business activities. This approach is set out in our Code of Conduct that outlines our values,
principles, standards and norms of behavior.

Materiality
Our material topics were defined in the course of a comprehensive materiality assessment
and are valid for the years 2017–2021. They have been aligned to the four focus areas of oursustainability strategy: Transparency, Process & Production, People and Products. Fulldetails on the materiality process are found in the Outro.

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Our focus areas
Transparency – We are committed to being a socially responsible corporate citizen and to
upholding the principles of international conventions, laws and internal rules and regulations.
We also expect our suppliers and business partners to adhere to similar standards and rules.
Process & Production – We seek to reduce the environmental impact of production andadhere to environmental laws and regulations. We strive to ensure a healthy and safe
workplace and to safeguard our customers’ rights to privacy and security.
People – We offer fair working conditions in which our employees can leverage theirstrengths and build their skills. We foster an engaged workforce where we have the rightpeople in the right roles.
Products – We are dedicated to producing high-quality, reliable products and solutions, aswell as supporting the health and safety of end users through good practice in productdevelopment. We aim to reduce our customers’ environmental burdens by designing
material- and energy-efficient products.

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Strategic targets
In line with this strategic approach, dormakaba has committed to achieving sevenoverarching sustainability goals in our corporate strategy as follows:
TargetDeadline

Financial year 2019/20

Meet target submission
requirements as part ofthe commitment to the
Science Based Targets
initiative

September 2020

Scope 3 carbon inventories
developed; 92% Scope 1
and Scope 2 emissions
reported

Reduce Scope 1 and 2
carbon emissions by 5%
tCO2e (baseline 2017/18)

End of financial year
2020/21-15%*

Increase the share of ISO
14001 certified production
sites to >50% (baseline
2017/18)

End of financial year
2020/2136%

All manufacturing sites
maintain health & safety
management systems
based on ISO 45001 or
OHSAS 18001

End of financial year
2021/2273%

All manufacturing sites
maintain energy
management systems
based on ISO 50001

End of financial year
2021/22

21%

Increase the revenue shareof products withenvironmental and/or
health productdeclarations to >30%

End of financial year
2020/21

19%

Operationalize a supplieraudit system based onsustainability criteria

End of financial year
2020/21475 suppliers invited for
EcoVadis assessment;
Procedures for nonparticipation and noncompliance approved

Status* Of which 9 pp. are attributable to increased purchase of green electricity and energy
efficiency projects, and the rest due to various factors including the business impact of
Covid-19.

We are on track with several of our sustainability targets, particularly on our commitment to
reduce carbon emissions, and in operationalizing a supplier sustainability audit system. For
the latter, we have defined escalation processes for non-compliance of the Supplier Code of
Conduct and for non-participation in our supplier engagement program, which we will rollout in the financial year 2020/21. In addition, we have met the target submission
requirements of the Science Based Targets initiative (SBTi) as planned. We had also
expected to submit our long-term reduction targets for Scope 1, 2 and 3 carbon emissions by
September 2020, but the impact of the Covid-19 pandemic has posed challenges in terms ofbaseline setting. This has been discussed with the SBTi, and we do expect to have thereduction targets validated by them within the financial year 2020/21.
Of the further targets set to expire at the end of the financial year 2020/21, namely the aim
to increase the share of ISO 14001 certified production sites and the aim to increase revenue
share of products with environmental and/or health product declarations, we have seen
marginal improvements. However, with the implementation of the planned initiatives in thefinancial year 2020/21, we believe we will achieve or be near achievement of the targets.
For both remaining targets, expiring at the end of the financial year 2021/22, we continue tohave work to do. Based on current planning, achieving the target related to energy
management systems will be particularly challenging. This is due in part as many smaller
manufacturing facilities such as local distribution centers or local assembly centers lack thetechnical know-how and resources for setting up such management systems. In addition,some sites are focusing on other sustainability targets first.

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Sustainability governanceIn the financial year 2019/20, the sustainability governance and organization were defined ina formal Sustainability Charter, with the aim to improve strategy and resource planning aswell as monitoring of progress against targets and accountability across all levels of thecompany. The most fundamental changes include:• The Board of Directors is responsible for reviewing and approving the overallsustainability governance framework, and the Chairperson of the Board is explicitly
responsible for monitoring sustainability strategy implementation progress against
targets and for evaluating and monitoring sustainability risks and opportunities.
• A newly formed Group Sustainability Council is a cross-functional body of senior
management representatives of Group and segment business functions relevant tothe company’s material topics and is chaired by the Chief Executive Officer.
An overview of the dormakaba sustainability organization is found below. Further duties,
authorities and reporting channels for the various bodies are set in the Sustainability
Charter.

Sustainability organization

Regions / Sites

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Strategy & Approach

Board of Directors

Executive Committee

Approves the overall sustainability governanceApproves material topics and strategy. Monitors strategy

framework. Chairperson is responsible for monitoring

implementation and ensures appropriate resource

strategic progress and evaluating sustainability risks andallocation.

opportunities.

Group Sustainability Council

Corporate Sustainability

Chaired by the CEO. Recommends strategic priorities,

Monitors and coordinates the implementation of thetargets and objectives to the Executive Committee.

sustainability strategy across the organization. Advises on

Reviews annual sustainability action plans from Groupappropriate measures based on international standards

and segment level.

and external stakeholder expectations. Assesses theenvironmental and social risks in the value chain.

Sustainability Working Group

Segment Management Team

Develops concepts for sustainability initiatives andDevelops and reviews the segment’s sannual

operationalizes them as appropriate. Consists of thesustainability action plan. Ensures appropriate resource

Segment Sustainability Leads and representatives fromallocation. Sustainability is integrated in performanceother functions reflected in the Group Sustainability

management.

Council.

Segment Sustainability Lead

Segment Sustainability Network

Adjunct member of the segment management team.

Acts as an advisory body that supports local

Monitors implementation of strategy at segment level.

implementation through the development of guidelines

Advises on appropriate measures for achieving

and knowledge sharing. Recommends and develops

sustainability commitments.

concepts for sustainability initiatives and operationalizes
them as appropriate.

Regions/Sites
The so-called Site Head is responsible for local
implementation of annual strategic plans and reports on
progress to targets. Locations with over 100 employees
have a local sustainability team.

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Strategy & Approach

Stakeholder dialogue and partnerships
dormakaba attaches great importance to regular contact and ongoing dialogue with our
stakeholders at both the local and global level. We consider the close involvement of our
stakeholders to be an asset in our ongoing efforts and therefore pursue a goal of creating
better mutual understanding, based on trust, to enhance our partnerships and collaboration.
In order to identify and select stakeholder groups for dialogue, we held workshops withinternal experts in the financial year 2015/16. Specific target groups were selected
depending on the aims of the stakeholder engagement. As an example, a high-levelsegmentation of customer stakeholder groups was validated based on input from country
managers in the frame of our annual brand tracking survey. In another example,
stakeholders for the Human Rights dialogues held in the financial year 2018/19 were selectedbased on relevance of the job function, such as Health and Safety Managers or authors ofrelated policies such as the Supplier Code of Conduct.
In the financial year 2019/20, two sustainability elements were included in the brandtracking survey, namely as to the importance of taking care of the environment and acting
socially responsible. Of the nearly 2,280 respondents, 40% stated that it was very importantto them that access and security solutions suppliers take care of the environment, withanother 39% stating it was very important that they act socially responsible. For bothelements, another 30% stated it was somewhat important. The dormakaba brand was
associated more positively than other brands in 5 of our 8 product clusters for these twoelements.
Stakeholder

Key topics and concerns

Platforms

Grievance mechanisms

Employees

Employment practices
and benefits,
occupational health andsafety, sustainablebusiness practices,
environmentally safe
production processes

dormakaba dialogue
survey, bilateralmeetings with local
Human Resources
representative,
employee works councils
or trade unions, safetycommittees

Reporting channels
defined in the Code of
Conduct, open-door
policies, grievancemechanisms in place aspart of collective
bargaining agreements,
meetings with tradeunion representatives

Investors

Business performanceand strategy,
responsible businesspractices, ecoproducts,
transparent reporting,as well as quantifiableobjectives

Anchor Shareholders
Events, Capital Market
Day, roadshows, analyst
conferences, bilateralmeetings, ESG rating
questionnaires

Interviews with Investor
Relations and membersof the Executive
Committee uponrequestArchitects,
specifiers

Product offering,product design andquality, trustworthinessand reliability, price level,
innovation

Annual brand tracking
survey, trade shows &associations, customer
service hotlines

Customer complaint
process

Partners,
installers,
distributors,
customers andend users

Technical training andproduct specifications,product design andquality, trustworthinessand reliability, price level,sustainability demands
for green building
certifications

Partner Days
(conferences), in-houseproduct training, annual
brand tracking survey,
trade associations,direct e-mail requests

Customer complaint
process

Suppliers

Qualification process

Bilateral meetings,
surveys, on-site audits

3 rd party
whistleblowing hotline

Bilateral meetings

Direct contact

Employment, health,safety, andLocal government
environmental
compliance

Increasingly, customers,
partners and end users inthe building industry aredemanding environmentallyfriendly products, giving riseto new market
opportunities. At the sametime, responsible businesspractices are demanded bylegislators and investors aswell as employees.

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Partnerships

External acknowledgments
dormakaba has been awarded a gold medal for our sustainability
management by the assessment firm EcoVadis, placing thecompany in the top 5% of all assessed companies in the assigned
sector. Our company is especially strong in the areas of labor andhuman rights (top 7%) and ethics (top 7%) among other companies
in our industry.

dormakaba received an encouraging score of B for the 2019 Carbon
Disclosure Project (CDP) report. CDP requests thousands ofcompanies to report on climate change on behalf of over 800
investors with assets of USD 100 trillion. The B rating reflects thestrong progress dormakaba shows on climate change and carbon emissions management.
Our 2019 CDP score is higher than the average score in our assigned sector (C) as well as the
CDP worldwide average and the European program average (both C).

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The bigger picture
Mapping material topics to the UN Sustainable Development Goals
In 2015, the 193 countries of the United Nations General Assembly adopted the Agenda
2030, with 17 Sustainable Development Goals (SDGs) and 169 targets at its heart. These areambitious targets for people, planet and prosperity which require partnerships between
government, non-governmental organizations (NGOs), businesses and institutions of higher
learning to be able to achieve. If we are to achieve them, everyone should know them.
Because less than half of the global population has even heard of them (OECD, 2017 ),dormakaba aims to increase stakeholder awareness of the SDGs, especially within our
workforce, which we have done through our Enterprise Social Network. As a first step tocontribute to the SDGs, we have mapped our defined material topics to the targets of the
SDGs. While it is essential to achieve all 17 Global Goals, we can make a substantial
contribution to eight of the SDGs by addressing our material topics. We also see the SDGs
as a guide to new business opportunities.

Sustainable Development Goals

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Goal 3 – Good health and well-being

Goal 3. Ensure healthy lives and promote well-being for all at all ages
By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals
and air, water and soil pollution and contamination (Target 3.9).
Material Topic: Customer Health & Safety
How we are contributing
People spend more up to 90% of their time inside buildings and many indoor environments
have pollution levels two to five times higher than outdoor levels. It is therefore our
responsibility that our products do not contain hazardous materials that may harm people’s
health. We provide our customers with transparent product declarations on the materials
used, including those under the Health Product Declaration and Declare standards, as wellas those in accordance with related regulations such as REACH and RoHs. Several products
have qualified as testing for low emissions of volatile organic compounds or as “Red List
Free”. This means they are free from the worst-in-class materials prevalent in the building
industry, which pollute the environment, bioaccumulate to toxic levels in the food chain, and/or are harmful to construction and factory workers. Today, 19% of our products are coveredby a Health Product Declaration or similar standard, such as the Declare Label.
We continuously work to reduce the use of hazardous materials in our production processes,
and our filter systems ensure that potentially hazardous substances are not released
externally. Activities include the substitution of solvent-based paints for water-based paints,
using web-based systems that allow facilities to easily analyze the current hazardous
materials in order to prioritize for material substitution.

Goal 4 – Quality Education

Goal 4. Ensure inclusive and equitable quality education and promote lifelong
learning opportunities for all
By 2030, ensure equal access for all women and men to affordable and quality technical,
vocational and tertiary education, including university (Target 4.3).
By 2030, ensure that all learners acquire the knowledge and skills needed to promotesustainable development (Target 4.7).
By 2030, substantially increase the number of youth and adults who have relevant skills,
including technical and vocational skills, for employment, decent jobs and entrepreneurship(Target 4.4).
Material Topic: Training & Education
How we are contributing
We provide our employees with regular vocational training on topics such as leanmanagement, health and safety, and product offerings. We partner with local schools anduniversities by offering apprenticeships and internships as well as work-study programs. To
raise awareness about sustainable development, we regularly communicate oursustainability initiatives to employees through our social intranet. We have made good
progress in developing the skills of our workforce. For example, 80% (9,797 employees) havecompleted at least one eLearning module, compared to 60% in the previous financial year.
This positive development was also confirmed by dormakaba employees in the recent
employee survey “dormakaba dialogue”. The two items on employee development have seen
the most positive change compared to the previous internal survey in 2018, scoring
7 percentage points higher than before.

Sustainable Development Goals

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Goal 6 – Clean Water and Sanitation

Goal 6. Ensure availability and sustainable management of water and sanitation
for all
By 2030, improve water quality by reducing pollution, eliminating dumping and minimizing
release of hazardous chemicals and materials, halving the proportion of untreatedwastewater and substantially increasing recycling and safe reuse globally (Target 6.3).
By 2030, substantially increase water-use efficiency across all sectors and ensuresustainable withdrawals and supply of freshwater to address water scarcity andsubstantially reduce the number of people suffering from water scarcity (Target 6.4).
Material Topic: Water
How we are contributing
Our electroplating processes inherently require strong controls on wastewater treatment,
because we are working with metallic ions that need to be captured, consolidated anddisposed of properly before discharging the cleaned process water back into theenvironment. Our biggest challenge is how to most effectively separate the hazardous
material and concentrate it into a metals-rich sludge, so as to minimize total generated
mass. At our production facility in Taishan (China), for example, we achieved this throughthe installation of treatment system to filter out water from electroplating sludge, which isestimated to reduce sludge waste disposal from electroplating by 40%.
Further, we have mapped our facilities for the degree of water stress and scarcity in theircommunities, with a plan to focus our water reduction activities in those in areas of highwater stress. Other facilities have implemented water-use reduction projects, which include
installing grey water recycling systems, and drip irrigation systems.

Goal 7 – Affordable and Clean Energy

Goal 7. Ensure access to affordable, reliable, sustainable and modern energy forall
By 2030, increase substantially the share of renewable energy in the global energy mix(Target 7.2).
By 2030, double the global rate of improvement in energy efficiency (Target 7.3).
Material Topic: Energy
How we are contributing
We currently source renewable energy for 27% of the locations in the scope of this report(see map in the Outro) and we are focused on increasing our use of renewable energy as acentral component of our strategy to reduce our carbon emissions. This approach aligns withour commitment to the Science Based Targets initiative and the Paris Agreement. In thefinancial year 2019/20, energy saving initiatives were being implemented at ten sites in thereporting coverage. This work included retrofitting facilities to LED lighting systems;
upgrading equipment such as air compressors; the optimization of heating and coolingsystems (installation of rapid doors, heat recovery, renewal of circulation pumps, radiatorsand valves); and the procurement as well as on-site production of renewable electricity.

Sustainable Development Goals

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Goal 8 – Decent work and economic growth

Goal 8. Promote sustained, inclusive and sustainable economic growth, full andproductive employment and decent work for all
Protect labor rights and promote safe and secure working environments for all workers,
including migrant workers, in particular women migrants, and those in precarious
employment (Target 8.8).
Take immediate and effective measures to eradicate forced labor, end modern slavery andhuman trafficking and secure the prohibition and elimination of the worst forms of childlabor (Target 8.7).
By 2030, achieve full and productive employment and decent work for all women and men,
including for young people and persons with disabilities, and equal pay for work of equalvalue (Target 8.5).
Material Topics: Employment; Human Rights Assessment; Occupational Health & Safety;
Freedom of Association & Collective Bargaining
How we are contributing
We are committed to providing our nearly 16,000 employees with fair working conditions.
This entails fulfilling our duty of care for our employees in terms of healthy working
environments, fair compensation and full respect for the ILO core labor standards.
We therefore address not only the safe operation of machines, ergonomic workplaces or thehandling of hazardous substances, but also mental health issues including stress, depression
and emotional wellbeing and refrain from offering excessively low wages (i.e., wage
dumping). We are, however, also committed to further expanding our sphere of influence toour suppliers. This is why these principles are also enshrined in our Supplier Code of
Conduct and are part of our supplier risk assessments.

Goal 9 – Industry, Innovation and Infrastructure

Goal 9. Build resilient infrastructure, promote inclusive and sustainableindustrialization and foster innovation
By 2030, upgrade infrastructure and retrofit industries to make them sustainable, withincreased resource-use efficiency and greater adoption of clean and environmentally soundtechnologies and industrial processes, with all countries taking action in accordance with
their respective capabilities, and specifically, reduce the CO2 emission per unit of value added(Target 9.4).
Material Topics: Emissions; Materials
How we are contributing
Further to our contributions to resource-use efficiencies in the production phase, which are
outlined under Goal 7, we also aim to increase the resource efficiency of our products. An
important first step was including a sustainable life cycle approach to product developmentin our Product Design Manual. We also invest in the development of life cycle assessments ofour products and currently have 38 Environmental Product Declarations (EPDs). To
supplement the existing EPDs, we have created a carbon inventory for over 300 productsthat consume energy in their use phase. We currently offer several products that bring ourcustomers energy efficiency gains, including the SafeRoute escape route system, the ST
FLEX Green sliding door and the FFT FLEX Green folding door.

Sustainable Development Goals

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Goal 12 – Responsible Consumption and Production

Goal 12. Ensure sustainable consumption and production patterns
By 2020, achieve the environmentally sound management of chemicals and all wastes
throughout their life cycle, in accordance with agreed international frameworks, andsignificantly reduce their release to air, water and soil in order to minimize their adverse
impacts on human health and the environment (Target 12.4).
By 2030, substantially reduce waste generation through prevention, reduction, recycling andreuse (Target 12.5).
By 2030, ensure that people everywhere have the relevant information and awareness forsustainable development and lifestyles in harmony with nature (Target 12.8).
Material Topic: Effluents & Waste
How we are contributing
The generation of different waste streams is an inevitable consequence of our operations.
We monitor our waste by treatment method and by waste type. Approximately 68% of thewaste stream was recycled, reused or recovered (including raw materials and energy
recovery) in the financial year 2019/20. To reduce packaging waste, our manufacturing
facility in Villingen-Schwenningen (Germany) switched various types of wrapping packages
to cardboard to reduce material need and saved around 200 kg of packaging foil. Ourcontributions to the environmentally sound management of chemicals and hazardous
materials are detailed under Goals 3 and 6.

Goal 13 – Climate Action

Goal 13. Take urgent action to combat climate change and its impacts
Strengthen resilience and adaptive capacity to climate-related hazards and natural
disasters in all countries (Target 13.1).
Improve education, awareness raising and human and institutional capacity on climatechange mitigation, adaptation, impact reduction and early warning (Target 13.3).
Material Topic: Emissions
How we are contributing
In addition to the initiatives mentioned under Goal 9 and our commitment to the Science
Based Targets initiative, we have conducted a climate change vulnerability mapping
exercise, based on climate change modelling up to the years 2036–2060. The mapping
revealed that 48 dormakaba locations are vulnerable to the physical impacts of climate
extremes and future changes in climate over the next decades, where climate extremes aredefined as extreme weather or climate events. Twenty-four of these sites were also
considered to be of higher relevance due to the number of employees, sales volume orinfrastructure values. For these sites, we aim to develop appropriate awareness-raisingmaterials in the near term, together with local management.

Sustainable Development Goals

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Transparency

Sustainability Report 2019/20

Focus Area Transparency
We are committed to being a socially responsible corporate citizen
and to upholding the principles of international conventions, laws andinternal rules and regulations. We also expect our suppliers andbusiness partners to adhere to similar standards and rules.

Fair competition andAnti-corruption

By standing up to and rejecting anticompetitive behavior and corruption in all
forms, we enhance our stakeholders’ trust
while securing the basis for future business.

Human Rights
Assessment

We acknowledge our responsibility torespect human rights as outlined in the
UN Guiding Principles on Business andHuman Rights.

Supplier
Sustainability
Assessment

We are committed to leveraging ourpurchasing power to benefit those partners
whose values and beliefs align most closelywith ours.

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Fair competition & Anti-corruption
By standing up to and rejecting anti-competitive behavior andcorruption in all forms, we enhance the trust our stakeholders place in
us while protecting our reputation and securing the basis for futurebusiness.
Why it matters
The dormakaba mission is to make access in life smart and secure. This can only be realized
if we work together and consistently apply a legal and ethical approach in all matters. Trustand credibility are built over many years but can be lost in a single moment. In particular,
corruption and anti-competitive behavior are unfair business practices that destroy society’s
trust in the economy and business community. By standing up to and rejecting anticompetitive behavior and corruption in all forms, we enhance the trust our stakeholders
place in us while protecting our reputation and securing the basis for future business.

Key activities
dormakaba aims to be a trusted global partner and believes our customers’ interests are
best served by focusing on our company value “Customer First” and strict adherence to allapplicable laws. Illegal business practices, such as corruption, subvert the rule of law anderode trust, while anti-competitive behavior distorts markets and produces inefficiencies.
Therefore, we emphasize integrity, governance and responsible business practices, andregard fair competition as the soundest basis for our growth and corporate success. As amember of the UN Global Compact, dormakaba has committed to not only avoid bribery,
extortion and other forms of corruption, but to develop related policies and specificprograms, both internally and within our supply chain.

dormakaba Code of Conduct & Directives
dormakaba sets a clear tone from the top regarding compliance by providing guiding
documents and training to all employees. Principles of antitrust regulations, anti-corruption
and ethical business dealings, for example, are part of our Code of Conduct (CoC). The
dormakaba CoC is binding for all our employees and management. It is each employee’s
responsibility to comply with laws and internal regulations as per the CoC. The respective
manager is responsible for ensuring that employees know regulations and understandexpectations. In the course of the recruitment and onboarding process, new employees
receive and acknowledge the dormakaba CoC.
Group Compliance publishes new Directives on compliance-relevant topics and manages
internal communication of any related publications and topics. Functional owners of the
Directives must ensure appropriate communication and training for the respective
addressees.
Group Compliance revised and published the Group Directive Antitrust which came into
effect during the financial year 2018/19. As part of the rollout program, the focus in thefinancial year 2019/20 was on internal communication and the global antitrust training
initiative (see below section on increasing awareness).

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Reporting misconduct & grievances
The CoC outlines the standard procedure for reporting grievances and/or breaches of law.
As a first step, any employee should ideally contact their direct manager. Subsequently, thematter may be escalated to the local HR function, Group Legal or Group Compliance.
Reporting channels

dormakaba strives to create a culture where employees speak up and are encouraged toaddress concerns as outlined in the above–mentioned process. On matters of transparency,
the respective manager is encouraged to contact Group Compliance directly. Group
Compliance carefully considers all notifications received and, depending on the matter,creates an action plan or sets up a project to solve any potential issues. The remediation
progress is tracked by Group Compliance and may include direct legal advice, theinvolvement of external experts, internal investigations, or the development of workshops or
customized training. If necessary, Group Legal and Group Compliance will involve the CEO
and/or other relevant members of the Executive Committee.
Although employees are encouraged to speak up, potential whistleblowers may want to stayanonymous for various reasons. Group Compliance implemented an integrity line
(whistleblowing tool) in the financial year 2018/19, allowing dormakaba employees and third
parties (e.g. customers or suppliers) to submit notifications about potential violations oflaws and threats to our reputation. The dormakaba whistleblowing tool is available globally
24/7 and is offered in various languages.

Identifying & addressing risks
Antitrust and corruption risks are identified top-down and bottom-up. Risks can beaddressed in the company’s risk model as part of the global risk management process whichis conducted every six months. Within our risk evaluation process, the segments can addressrisks, including any perceived gaps within the internal organization and processes. Segment
management can also address relevant issues to Group Internal Audit during regular audit
planning and on an ad hoc basis. The Audit Committee can make use of a top-down
approach by mandating audits (either by Group Internal Audit or through third-party
support) with a focus on bribery and corruption matters. Triggers include hints from
whistleblowers (received through anonymous letters, e-mails or further whistleblowing
reports), from the organization itself, from impressions during on-site visits, external
factors, or regional risk factors.
Regarding anti-corruption, Group Internal Audit integrates the Corruption Perceptions Index(CPI), an index developed by Transparency International as one criterion for developing its
internal audit plan. Procurement and Sales functions, as well as processes, are regularly
subjected to internal audits. In each standard audit engagement, Group Internal Audit
verifies whether the principle of segregation of duties is maintained. Furthermore, risks are
identified and addressed in the course of advising the business or in training sessions.

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Increasing awareness through training activities
dormakaba aims to ensure compliance with applicable laws by strengthening awarenessthrough employee training. Enabling employees to comply with legal requirements will help
avoid breaches of laws, negative financial impact to the company and safeguard our
reputation. Group Compliance develops training models and activities, e.g. on faircompetition and anti-corruption. Group Compliance liaises with segment management
about the training initiatives within their segments. The latter can then give feedback on the
training strategy or indicate whether training content should be adjusted based on the local
setting or local legislation.
Our goal is to train every employee on our Code of Conduct (CoC) and we haveaccomplished this for current employees in the 2017/18 and 2018/19 financial years. As thebasic rules of fair competition and anti-corruption are part of the CoC, almost all employees
have been introduced to these general principles. Dedicated antitrust and anti-corruption
training is provided to management and employees of relevant functions.
The Group-wide antitrust training initiative which began in the financial year 2018/19 wascontinued. The training concept includes an eLearning module and live training workshops toincrease internal awareness and knowledge on antitrust issues. The relevant target groupfor antitrust training (e.g., Sales, Procurement, General Management) was identified andthen assigned the eLearning module, which was made available in different languages. Morethan 1,000 employees worldwide have participated in the eLearning. In addition, more than
30 classroom trainings were conducted globally by Group Compliance, with participation of
more than 700 employees across all segments and various Group functions.
In preparation for the rollout of the new Group Directive Anti-Corruption, a global anticorruption training concept was developed and presented to the Executive Committee. This
included the development of an eLearning module in eight languages, and its pilot launch.
Face-to-face and/or virtual classroom trainings are also included in the training concept. The
target group will include management and employees from Sales and Procurement, among
others.

Our performance
Milestones of Group Compliance’s work in the financial year 2019/20 include the antitrust
training initiative, the development of the training concept and eLearning module for anticorruption and the rollout of the global whistleblowing system. It was the first year of
implementation of the whistleblowing tool, which allows employees and third parties todisclose possible misconduct globally and anonymously. Through all reporting channels,
including the whistleblowing tool, 19 incidents have been reported and thereafterinvestigated in the financial year 2019/20. This is twice as many as the previous financial
year. Whistleblowers using the online tool receive a first response within 2–3 days and areprovided with regular updates on their case, if a postbox allowing anonymous
communication has been set up. In around 75% of incidents reported, misconduct was
confirmed, and appropriate corrective action has been taken. Four incidents remain underinvestigation as at 30 June 2020.
An overview of activities is shared with the senior management, including in the annualCompliance Report, which is discussed with the Audit Committee in detail. The Board of
Directors then approves the Compliance Report based on the recommendation of the Audit
Committee. Additionally, the whistleblowing system was assessed compared to theeffectiveness criteria for grievance mechanisms provided by the UN Guiding Principles on
Business and Human Rights. The results of the assessment are found in the Human Rights
Assessment chapter.
With operations in over 50 countries, it is vital that dormakaba complies with all applicablelaws and regulations at the local, national and international level. Compliance with laws andregulations is a key factor for the sustainability of our business. We confirm that there wereno legal actions pending or completed for anti-competitive behavior in the financial year
2019/20 known to us. There were also no confirmed incidents of corruption in the financial
year 2019/20 known to us.

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OutlookIn the financial year 2020/21, dormakaba Group Compliance aims to roll out the Group
Directive Anti-Corruption and to launch the anti-corruption training initiative. The antitrust
training initiative will also continue with additional classroom trainings. Group Compliancewill continue to coordinate legal advice on antitrust and monitor the topic globally.

Building awareness of fair competition and anti-corruption initiatives
An interview with Ingo Spahr, Compliance Manager,
dormakaba
Raising awareness of compliance topics related to fair competition
and anti-corruption are critical to the success of the initiatives of
the Compliance team at dormakaba. How do you go about this?
Our dedicated awareness campaigns in both areas include trainings(eLearnings and live workshops). Our aim is to offer comprehensive
tailor-fit trainings to enable our colleagues to take appropriate
decisions themselves. We do not want to train every employee andthat is why identifying the right target group is very important for us. This is a task in whichGroup Compliance has always been strongly supported by our HR colleagues globally. In thefinancial year 2019/20 we were able to bring our international collaboration to the next levelby expanding the compliance network and formally appointing Compliance Ambassadors forall segments.
What kinds of things are Compliance Ambassadors responsible for?
Group Compliance supports management in complying with applicable laws wherever we dobusiness. Compliance Ambassadors are dedicated colleagues from the HR and Financedepartments that assist us with this task. Not only are these business functions wellconnected within their respective organizations, many compliance topics have a link to thesetwo departments – HR because we deal with individual behavior, and Finance when it comesto topics like corruption or fraud. However, the Compliance Ambassadors support Group
Compliance in all aspects of minimizing compliance risks for dormakaba and our employees.

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Human Rights Assessment
dormakaba acknowledges the responsibility to respect human rights
as outlined in the UN Guiding Principles on Business and Human Rights(UNGP).
Why it matters
In today’s ever more interconnected and globalized world, there is increasing public focus on
how companies are respecting human rights in their operations as well as through theirbusiness relationships across value chains. That means demonstrating that they are notharming the fundamental dignity and welfare of people as they go about their legitimate
work and generate the jobs, wealth and growth that benefit all communities. Human rights
are rights inherent to all human beings, irrespective of nationality, place of residence, sex,
national or ethnic origin, color, religion, language or any other status. Above all, human rights
are interrelated, interdependent and indivisible.
As a global company with highly complex supply chains, dormakaba is exposed to increased
risks of being directly or indirectly linked with human rights violations. We therefore treat
the respect of human rights as a priority and require our business partners to do the same.

Key activities
Our human rights commitment was published in the financial year 2019/20 in the form of
the dormakaba Statement of Commitment on Human Rights. It was elaborated based on a
gap assessment, stakeholder consultations and the salient issues identified (see details in
the following section) and approved by our Chairman and CEO, Riet Cadonau. In prioritizingthese salient issues, dormakaba recognizes that some groups may be at greater risk ofnegative human rights impacts due to their vulnerability or marginalization. We also
recognize that the evaluation of the severity of potential impacts may change and that
other issues may grow in importance over time. We will therefore regularly re-assess salientissues and human rights risks based on internal and external stakeholder feedback andexpert judgments.
In line with the “Protect, Respect, Remedy” Framework provided by the UN Guiding
Principles on Business and Human Rights (UNGP) and as outlined in the Statement ofCommitment on Human Rights, dormakaba recognizes the important role the company has
in respecting human rights. We are guided by international human rights frameworks, which
include but are not limited to the UNGPs, the Universal Declaration of Human Rights(UDHR), the International Covenant on Civil and Political Rights, the International Covenant
on Economic, Social and Cultural Rights, the Core Labor Conventions of the International
Labor Organization (ILO) and the OECD Guidelines for Multinational Enterprises
We are committed to fully respect the personal dignity, privacy and individual rights of ourcolleagues, customers, suppliers and other stakeholders. Our commitment to respect humanrights extends to all individuals throughout the value chain, and we use the relationships withco-manufacturers, independent suppliers, and other business partners to encourage andpromote the principles of the Statement of Commitment on Human Rights throughout our
network. We believe that we can influence others through leading by example and therefore
communicate proactively about our commitment.
Our aim is to conduct Human Rights Due Diligence (HRDD) throughout our business toproactively assess, identify, prevent and mitigate actual and potential adverse human rights
impacts on potentially affected rightsholders across the value chain. We also use HRDD to
identify where we can better support and promote individuals’ ability to live and exercise
their fundamental human rights.

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We have defined the following HRDD process and outlined it in the Statement ofCommitment on Human Rights to ensure dormakaba will be able to effectively implement
our commitment to respect human rights:
Process of Human Rights Due Diligence (HRDD)

dormakaba focused on the following areas in the financial year 2019/20:
1. Communicating our policy commitment
2. Assessing actual and potential impacts
3. Integrating findings and committing to appropriate action
4. Tracking and communicating performance
5. Supporting remediation of adverse impacts by providing access to grievance

Communicating our policy commitment
In the financial year 2019/20 we shared our policy commitment publicly on our corporatewebsite as well as on various local dormakaba websites. Internally, the document wasshared with all members of the Executive Committee and made available on our social
intranet. Further, we developed an eLearning video which was also distributed to employees
via our Intranet. The animated film takes the viewer through explanations of what saliency
means and why the exemplary topics of occupational health and safety, customer safety
and migrant workers issues were considered salient and prioritized for action.

Assessing actual and potential impacts
dormakaba does not attribute more importance to one human right over another. However,for the implementation of our human rights commitment, dormakaba prioritizes humanrights issues that are most salient to the business – identified via a formal human rights
saliency assessment conducted in the financial year 2018/19 in accordance with the UNGPs.
This included consultations with 20 key internal and external stakeholders including humanrights experts, customers and suppliers, which generated a focused list of salient humanrights issues for dormakaba and formed the basis for the company’s Statement ofCommitment on Human Rights, which came into effect in August 2019.
The stakeholder consultations were focused on the potential gross risk of human rights
impacts on rightsholders, as opposed to a standard risk assessment approach, which looks
at the risk to the company. The company’s current management of human rights-related
topics were not evaluated. In other words, saliency was defined based on the inherent
human rights risk, without reference to how well our company manages the topic already.
Thirteen issues appeared as most relevant, and these were further analyzed in terms of thecompany’s leverage and the potential severity of impact. Severity here is defined by thescale, scope and remediability of the potential human rights impacts on people.

The commitment to humanrights is further put into
effect by the human rightsrelated sections in both thedormakaba Code of
Conduct and the Supplier
Code of Conduct, which
establish the company’s
expectations on humanrights for employees andsuppliers.

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Among the broader human rights issues identified, dormakaba commits to focus on thesalient human rights issues (in alphabetical order) defined below:
Salient issue

Potential human rights impacts

Illustrative example in our value chain(not exhaustive)

Child labor

Rights on protection for the child;
Right to a family life;
Right to an education

Child labor used for cobalt andmica mining.

Contributing to conflict

Right to the security of theperson;Freedom from cruel, inhuman anddegrading treatment

Sourcing raw materials fromconflict zones and therefore
indirectly financing armed
conflicts.

Customer safety

Right to health

Door not stopping during
operation injuring someone or not
opening in case of fire leading toa fatality.

Environmental issues
impacting human rights

Right to safe and clean drinking
water and sanitation;
Bauxite mine polluting water used
Right to health;by local communities for drinking,Right to an adequate standard of washing and cooking.
livingMigrant workers (forcedlabor)

Right not to be subjected toslavery, servitude or forced labor;
Right to freedom of movement

Migrant workers in plants hired
through recruitment agencies atrisk of modern slavery / bonded
labor.

Outsourced services

Right to health;
Right to enjoy just and favorable
conditions of work

Outsourced /subcontracted
employees in plants facing health& safety risks (e.g. cleaning &security staff).

Occupational health &safetyRight to health;
Right to enjoy just and favorable
conditions of work;
Right to social security, including
social insurance

Staff installing products onbehalf of dormakaba facing injury
risks: lifting heavy equipment,
unsafe construction sites, roadaccidents, etc.

Given the challenges of limited transparency in the value chain, our salient issues will beanalyzed in more detail through human rights impact assessments in high-risk areas in orderto develop appropriate measures. In the financial year 2019/20, we committed to carryingout such a human rights impact assessment based on the phase model below.
Phases of a Human Rights Impact Assessment

To gain a better understanding of migrant workers’ risks and vulnerability at dormakaba, we
carried out a survey to examine where we employ migrant workers, what type of work they
were doing, which countries they came from and whether recruitment agencies were used in
the recruitment process. We then compared the results to a migrant workers risk index
provided by Verisk Maplecroft. We found that we employed around 600 foreign workers in
12 countries categorized as high or extreme risk for migrant workers by the index. In nine ofthese countries, migrants were employed for low-skilled jobs in production. This worker
profile is considered more vulnerable to exploitation than office workers. We also examinedthe countries of origin of the foreign workers, excluding migration patterns fromindustrialized nations to emerging nations from the analysis. In only three countries –Malaysia, Russia and Taiwan – we were using third-party recruitment agencies, which wasanother indicator of potential risk.

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Transparency

To round off the scoping for the HRIA (Phase 1 & 2), this data was supplemented byoccupational health and safety indicators such as whether hazardous materials or
production processes were used, as well as the types of potential human rights issues in the
supply chain that are linked to the materials used in the manufacturing of our products bylocation. Based on the analysis, the geographical scope for the HRIA was set for Malaysia
and Singapore.
To complete the preparation (Phase 3), we hosted kick-off meetings with local management
and relevant job functions for these locations and set up local coordinators to support the
project. Further, we consulted local sales and procurement teams to develop a businessstakeholder map and consulted with local NGOs to further develop our stakeholder map andto gain insight on local context.
We were unable to complete Phase 4 as planned in April 2020 due to the Covid-19 pandemic
but we aim to do so in the financial year 2020/21, should travel restrictions allow.

Integrate findings and take appropriate action
Based on the human rights-related risks and impacts identified, dormakaba will develop
prevention and mitigation measures integrated into company operations, training programs,
policies and management systems. This will be achieved through the implementation of ahuman rights roadmap which was established in the financial year 2018/19 and approved by
the Executive Committee in the context of the HRDD process development.
dormakaba is committed to a continued dialogue with internal and external stakeholders tocontinuously improve its HRDD. Where our ability to influence potential human rights issues
is limited, we strive to enhance leverage through (industry) collaboration and partnershipwith key stakeholders, including employees, suppliers, civil society organizations andbusinesses partners to prevent or mitigate negative human rights impacts.

Track and communicate performancedormakaba will track the effectiveness of our actions and influence to ensure human rights
are respected in the value chain through a system with concrete targets and key
performance indicators monitoring the implementation of the human rights roadmap.
Where possible, dormakaba will strive to measure the actual impacts of our actions on thehuman rights of potentially affected rightsholders.
Respect for human rights is an integral part of our global sustainability strategy andthrough the new Statement of Commitment on Human Rights, we commit to transparently
report on the progress of our efforts in our annual sustainability report as well as throughthe annual Modern Slavery Statement to publicly account for how human rights issues are
addressed.

Remediating adverse impacts
Access to grievanceIn the financial year 2019/20, the dormakaba whistleblowing system and tool were
evaluated by an external party for conformity to the effectiveness criteria for grievancemechanisms laid out by the UN Guiding Principles on Business and Human Rights. The
criteria are:• Legitimate• Accessible• Predictable• Equitable• Transparent• Rights-compatible• Source of Continuous Learning• Based on Engagement and Dialogue

In addition, dormakaba
issues an annual Modern
Slavery Statement
pursuant to Section 54,
Part 6 of the UK Modern
Slavery Act 2015. The
statement sets out thesteps dormakaba has taken
to ensure that slavery andhuman trafficking is nottaking place in the supply
chains or any part of thebusiness.

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Generally, the criteria of Legitimate, Predictable, Equitable and Rights-compatible were met
well. Considering that the whistleblowing system has been implemented recently, somecriteria such as Source of Continuous Learning (i.e., identifying lessons for improving themechanism) and Based on Engagement and Dialogue (i.e., a feedback mechanism for users
regarding the processes of the system itself) could not yet be fully assessed. For the target
group of dormakaba employees, the grievance mechanism also met the Accessibility criteria
well. A description of our reporting channels is included in the dormakaba Code of Conduct
and a communication campaign was launched, including print media (poster campaign) for
local implementation to reach production workers.
The assessment was also intended to be a source of continuous learning and for evaluatingareas for potential improvement, e.g. such as raising awareness of the system for otherintended users such as external business partners, suppliers, etc. Accessibility for external
users who are unable to read or have no internet access is by the very nature of a web-based
tool more challenging.
In the planned Human Rights Impact Assessment, we will evaluate if and how to prioritize
potentially vulnerable groups and identify potential measures to ensure the whistleblowing
system is effective and accessible for them. These groups may be related to our alreadyidentified salient human rights issues and could include, for example, outsourced workers,
migrant workers, employees in the supply chain, etc. To raise more awareness of thewhistleblowing system within the supply chain, informational materials on the Supplier Codeof Conduct will be amended to include it.
Access to remedy
When adverse human rights impacts are uncovered due to our business activities or fromlinkages to our operations, we are committed to taking timely and transparent action to
remediate in a fair and equitable manner in line with the UNGPs. Where we find impacts
linked to our business relationships, we will use our influence to encourage suppliers andbusiness partners to respect human rights.

Our performance
As regards our approach towards human rights, our biggest achievement in the financial
year 2019/20 were the migrant workers’ risk assessment, as part of our Human Rights
Impact Assessment scoping phase, and becoming a member of the Responsible Labor
Initiative.
However, the biggest challenge of limited leverage and limited transparency in the upstream
and downstream value chain remains. This is especially true at the mineral extraction stage
or in terms of improper use of our products by end users. This is why we have planned to
conduct a supply chain traceability project in the financial year 2020/21.

OutlookIn the financial year 2020/21, we will focus on completing the Human Rights Impact
Assessment, should travel restrictions allow. A key focus will be to further assess the salientissues of conflict and child labor through the supply chain traceability project mentioned
above. We will also integrate sustainability and human rights objectives in performance
management for main contributors to these strategies in line with the newly defined
Sustainability Charter. In addition, we will also start developing a Zero Recruitment Fees
policy.

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Supplier Social and Environmental
Assessment
To further develop partnerships in the supply chain based on
responsible business behavior, we are engaging our suppliers andtrading partners in our endeavor to foster sustainable development.
Why it matters
We believe sustainable supply chains ensure the well-being of the people and environments
they procure from, while seeking to grow the business through ethical and legal businesspractices. dormakaba is therefore committed to leveraging our purchasing power – where
we have it – to benefit those partners whose values align most closely with ours.

Key activities
The rise of supply chain transparency legislation points to the increasing mandate that acompany must be aware of the economic, environmental and social dimensions of its supply
chain, and that it must proactively monitor and manage those dimensions. Our global supply
chain is large and complex, which poses a challenge in this regard. Global purchasing
volumes with external vendors correspond to approximately 48% of total sales, making thecompany’s procurement strategy highly relevant to achieving our financial and sustainability
targets. The number of active suppliers for goods and services is approximately 26,500
focused in Europe (50%), North America (20%), and Asia (13%).
The dormakaba Supplier Code of Conduct (SCoC) outlines our requirements with regard tohuman rights, fair working conditions, environmental responsibility and business ethics,
among others. It is integrated in our online bidding system and is further part of ourstandard supplier contracts.
To ensure our suppliers contribute to social and environmental well-being, dormakaba
focuses on three areas:
1. Identifying supply chain risks
2. Supplier off-site assessments
3. Supplier on-site audits

Identifying supply chain risks
dormakaba has defined a target group for sustainability assessment based on identified
sustainability risk factors – such as origin country and the material content of the goods
purchased. The latter refers to material compliance topics that are included in the European
Union’s REACH regulations and RoHS Directive. Suppliers over a certain procurement
threshold were taken into consideration as part of the categorization work.
To determine sustainability risk factors on a country level, the impact assessment andhotspot analysis we conducted in the financial year 2017/18 were used as a baseline. The
hotspot analysis identified the following sustainability topics as being of highest relevance inthe supply chain: (1) Energy and Emissions; (2) Effluents and Waste; (3) Occupational Healthand Safety; (4) Materials; (5) Training and Education; (6) Freedom of Association; (7) Human
Rights. For these high-impact topics, any supplier from countries listed as high-risk was
included in the sustainability target group for assessment. This list will be reviewed in theregular course of future impact and materiality assessments in our sustainability
management.

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Supplier categorization for sustainability assessment

Supplier off-site assessments
As a further step in assessing the sustainability performance of our suppliers, dormakaba
has partnered with a leading provider for monitoring sustainability in global supply chains
called EcoVadis to reduce supplier risk and support supplier development. The assessment
covers 21 sustainability criteria across four themes (environment, labor and human rights,
ethics, sustainable procurement).
We apply a comprehensive self-assessment for all potential new suppliers as part of the
supplier qualification process. This general self-assessment includes basic sustainability
elements, such as management practice related to social benefits, formal employee
suggestion programs, and environmental management systems. The self-assessment
questions related to sustainability will be regularly assessed and improved based on changes
in our sustainability strategy and regulatory trends.

Supplier on-site audits
To examine our suppliers’ situation on-site, we developed a standard audit questionnairethat contains topics related to quality system management. Among these, sustainability
topics such as internal Code of Conducts (CoCs), the dormakaba SCoC, and labor, healthand safety and environmental standards are checked. Auditors are asked to checkdocumentation on-site related to:• Workers’ ages and identity records• Receipt of wages• Training and communication on internal CoC• Signature of the dormakaba SCoC
• Hazardous materials storage and worker training on safe handling• Injury rates• Development of water, energy and waste metrics over recent years.
As on-site audits require immense effort and cost, we have introduced a risk assessment
process that takes into account the potential risk from specific locations, products andperformance. This risk assessment results in a score ranking, indicating the frequency ofauditing required for the relevant supplier. In the financial year 2019/20, we conducted onsite audits for 65 suppliers in China, Malaysia and India. As regards sustainability criteria, themain gap identified was a lack of energy use reduction strategies.

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Our performance
In the financial year 2019/20, we made significant progress in our supplier sustainability
engagement strategy in three key areas:• Scaling up supplier off-site assessments in collaboration with EcoVadis• Development of procedures in case of non-participation or non-compliance• Training of procurement employees on sustainability and the processes related tooff-site assessments.
Scaling up off-site supplier assessments
The financial year 2019/20 was the first year of collaboration with EcoVadis on supplier offsite assessments. We were able to scale up our efforts and increased the number of invited
suppliers substantially versus the prior financial year, having invited 475 suppliers to join theassessment in a series of three waves. Prior to the launch of each wave, a kick-off was held
to explain the process in detail to all local buyers with invited suppliers.
Unfortunately, 218 suppliers did not participate, either not responding to the invitation at allor refusing to participate, mainly due to the assessment fee. As at 30 June 2020, 171
suppliers were still under assessment, as we had extended deadlines in light of the Covid-19
pandemic.
Of the 86 assessed suppliers, eleven were identified as having significant actual andpotential negative environmental impacts, and three were identified as having significant
actual and potential negative social impacts in terms of labor and human rights. Overall,
35% of assessed suppliers achieved a bronze, silver or gold rating by EcoVadis, considered asmoderate or advanced performance. However, the majority of assessed suppliers (62%) had
only partial performance, with an additional 3% considered to have insufficientperformance. Improvement plans were not agreed upon yet for any of these suppliers as aresult of the assessment, nor were any business relationships terminated. The experiences
and lessons learned, particularly on supplier’s reasons for refusing to be assessed, wereconsidered in the development of procedures for non-participation and non-compliance.
Overall score distribution

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Procedures in case of non-participation or non-complianceIn the financial year 2019/20, we developed procedures and process flows for auditing rules
and corrective action plans in terms of sustainability performance of suppliers, which havebeen approved by Management. At its core is the integration of a sustainable development
clause in contracts for new suppliers and for existing suppliers in the course of contract
renewals. The sustainable development clause establishes and describes the suppliers’
obligation to participate in and pay for off-site assessments and/or on-site audits, and tocommit to and implement an improvement plan if performance is below our definedbenchmarks.
At the beginning of the supplier relationship, the supplier is presented with the dormakaba
SCoC for signature. Suppliers refusing to sign the SCoC or who do not have their own ofequal quality are blocked.
If a supplier is invited to participate in the EcoVadis off-site assessment, further actions are
determined by their assessment score. For suppliers with bronze, silver or gold level, further
reassessments are required in three to five years. For suppliers with partial performance, anannual reassessment is required, and an improvement plan is defined within the EcoVadis
system.
Refusal to participate in an off-site assessment qualifies a supplier for an on-site audit.
Likewise, suppliers’ whose off-site assessment score is insufficient are shortlisted for on-site
audit. A corrective action plan is defined in the course of the on-site audit, with a one-year
implementation deadline. Suppliers are blocked or in active elimination for lack ofimplementation.
Additionally, a Responsible Procurement Steering Committee will be formed to takedecisions on a case-by-case basis for special circumstances, such as when dealing withmonopoly suppliers, quality checks of suppliers’ internal CoCs, acceptance of sustainability
assessments by providers other than EcoVadis, and monitoring and evaluation of suppliers
listed as blocked or in active elimination due to sustainability performance.
Training of procurement employees
To raise more awareness of the process and sustainability in general across the procurement
organization, a dedicated procurement training manager developed a training in a twopronged approach. One training module was to raise general sustainability awareness(sustainability context, sustainability at dormakaba, sustainability in procurement), andanother module was specifically focused on the supplier sustainability assessments(sustainability procurement targets, risk categorization of suppliers, EcoVadis assessment
process). Participation in the latter was mandatory for our procurement organization, andfor the first module employees from HR, operations, product development, controlling, sales
and marketing were also invited to participate on a voluntary basis.
As at 30 June 2020, over 400 employees participated in the general sustainability training,
including 65% of the procurement organization. Of those participants giving feedback, 91%
said the training did an excellent or very good job at improving their understanding ofsustainability and 59% were very likely to recommend the module to others.
In addition, 53% of the procurement organization took part in the supplier assessment
module. Of those giving feedback, 48% felt the training was extremely useful in preparing toface any objections from suppliers who refuse to participate in the EcoVadis assessments.
Participants also expressed the need for greater understanding of the consequences for
suppliers for non-participation, which we will address in the upcoming financial year throughthe rollout of the abovementioned procedures.

Outlook
We plan to continue our collaboration with EcoVadis in the financial year 2020/21, aiming tocomplete the assessments launched in the financial year 2019/20 and to invite around 500
suppliers to be assessed. We will also roll out the abovementioned procedures in case of nonparticipation or non-compliance and continue the training initiatives.

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Why supplier sustainability engagement fails without internal training
Interview with Thiri Kay Khine, Procurement Development
and Training Manager, dormakaba GroupYou have recently launched a sustainability training program foryour procurement colleagues and quickly invited people from otherfunctions to join in. Tell us a little about how you got into the topic
and what you had to consider in the development of the training
modules.
I was initially asked to develop a training around the EcoVadis Supplier Assessment programfor our procurement colleagues. After further discussions, we felt a need to develop moreawareness on the topic of sustainability itself as a general overview of our strategy and how
sustainability plays an integral part of our business foundation.
Sustainability touches every aspect of our business and covers a wide spectrum of topics, so
the toughest consideration for me was to develop a general overview that has sufficient
breath on the Why (context, risk and benefits) and What (strategy framework) while adding
extra depth on the How (procurement process).
I reflected on the flow to engage the Heart (emotional), Head (rational analytical) andHands (practical) of the learner. Creating the module captivated me, as I was reallymotivated to make a difference on this topic, which I feel so strongly about, and to share
this topic with my colleagues in a compelling and authentic way.
Why do you think training internal procurement colleagues on sustainability is so important?
Procurement has a large impact on sustainability as we have a substantial spend volume,
and what we procure from our suppliers impact our own operations and final product. Our
procurement colleagues are our frontline with our suppliers, therefore training would provide
them with the understanding, knowledge and vocabulary to convince and collaborate with
suppliers to make the best choice for dormakaba, and all our stakeholders.
I believe if you were the owner of this business, you would be very attentive to sustainability
and you would want to protect your business for the current and future generations.
We employees are the heart of our business, likewise, we are the custodians of our planet.
The individual choices we make collectively impact the business and our planet. Therefore,
training is critical to empower our colleagues, to help people understand that what happensin the greater organization lies in the hands of every one of us.
The decisions that my colleagues and I make each day impacts the business and the world ina profound way. Training, if effective, will inspire us and will help us realize that the choices
lie in our hands and that we have a great sense of responsibility towards our business andour stakeholders.
What was some of the feedback you received after the training sessions?
Virtual training has the key advantage to touch many employees simultaneously and createa sense of bonding, especially in this time of the Covid-19 pandemic, to reflect on how we
can continue to build a resilient sustainable business model. It is very heartwarming toreceive feedback from many colleagues who mention how happy they are to learn that ourcompany shares the same values as them on saving and protecting our planet.
What’s next for you in your sustainability engagement?
Continue to deliver training and for our colleagues and even expand to our supplier network.
Sustainability covers a lot of topics, so we could break it down into different competenceareas and find ways to share the information in small chunks with the right audience. In
procurement, we have a tracking tool to evaluate our Procurement KPIs for cost savings andcost avoidance, so I hope to contribute to developing Procurement KPIs also forsustainability.

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Focus Area Process and Production
We seek to reduce the environmental impact of production andadhere to environmental laws and regulations. We strive to ensure ahealthy and safe workplace and to safeguard our customers’ rights to
privacy and security.

Environmental
Management

We focus on improving our management ofenvironmentally related processes andreducing our carbon emissions, energy andwater consumption.

Occupational
Health & Safety

The protection of the physical and mental
integrity and well-being of employees is acore responsibility of dormakaba.

CustomerPrivacy

As a technology-oriented company, we place
great importance on safeguarding ourcustomers’ right to privacy and security.

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Process & Production

Good practice in 2019/20

Colombia

BrazilENERGY – Upgrade to the air compressor lines so that a

WASTE – Launch of a Zero Plastic Waste campaign, whichsmaller-capacity air dryer could be used for shorter shifts;

encouraged employees to eliminate plastic drinking cups and

OCCUPATIONAL HEALTH & SAFETY – Safety awarenessdisposable coffee cups to nurture a culture of environmental

and training programs focused on hand care, heavy weightawareness.

handling, and emergency response including first aid andfirefighting.

Southeast Asia

Australia

ENERGY – Installation of a new control system for the air

ENERGY – Retrofitting lighting systems with LED;

handling unit of the chiller in Singapore; OCCUPATIONAL

OCCUPATIONAL HEALTH & SAFETY – Installation of new

HEALTH & SAFETY – All employees were trained by an

dust extraction units to eliminate airborne dust pollution.

external safety professional as part of the ongoing ISO
45001 certification process in Senai (Malaysia).

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Process & Production

China

India

ENERGY – Retrofitting lighting systems with LED in Taiwan;

ENERGY – Retrofitting of lighting systems to LED; motion

Installation of a new air compressor and retrofitting lighting

sensors for the lighting systems; improved control systems

systems with LED in China.

for the air conditioning; WATER – Installation of sewage
treatment plant and use of grey water for landscaping;
WASTE – Replacement of wooden packing crates withcarton boxes, which has eliminated about 80 tons of wood
consumption.

Germany

Italy

ENERGY– Retrofitting lighting systems to LED in Bühl and

ENERGY – Upgrade to the HVAC system with a more

Ennepetal; WASTE – Switching of wrapping packages toefficient model, saving around 30% of energy consumption.

cardboard, resulting in saving 200 kg of packaging foil in
Villingen-Schwenningen; ALL – Certification of a newly
constructed building to Gold standard by the German Green
Building Council (Deutsche Gesellschaft für Nachhaltiges
Bauen).

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Process & Production

USA

CanadaENERGY – Repair of leaks in the air compressor system,

ENERGY – Retrofitting of lighting systems with LED;

installation of new boiler for the heating system in

OCCUPATIONAL HEALTH & SAFETY – Training provided for

Indianapolis; Retrofitting of lighting systems with LED in

lift truck operators and first aid personnel.

Dyersville, Indianapolis, and Huntsville; Setup of a newprocedure to shut down machinery overnight in Mesquite.
WATER – Overhaul of parking lot and loading areas, toinclude a redesigned storm drain system that redirects
runoff to an adjacent grassy field in Dyersville, increasing
infiltration and retention and reducing runoff; Installation of
piping to utilize groundwater for cooling brass in place of themunicipal water supply in Rocky Mount. This helps to reduce
chemicals and electricity that the municipal water
treatment plant would otherwise use to supply us withtreated water, which is unnecessary for the cooling process.
WASTE – Elimination of Styrofoam take-away containers
and a new process set up to launder personal protective
equipment rather than purchasing disposable variants in
Indianapolis; Implementation of a recycling program in
Kansas City, which has reduced landfill waste by at least
30%; Installation of a filtered water system to eliminate
disposable water use in Mesquite. OCCUPATIONAL HEALTH& SAFETY – EHS weekly toolbox talks, safety improvement
cards, employee suggestion box, sharing of near missreporting in monthly meetings; and recognition program for
employees that go beyond their normal job tasks to maketheir workplace safe in Indianapolis; Training on the newLazersafe systems, which were installed on all press brakemachines as an improved guarding system in Phoenix;
Overhaul of the Behavioral-Based Safety (BSS) System tohave more interactive root-cause analysis and develop
problem-solving techniques together with employees inDyersville. The program generates engagement in the formof actionable hazard identifications each business day.

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Environmental Management
dormakaba seeks to reduce the environmental impact of production
and to adhere to environmental laws and regulations.
Why it matters
Every business, government and individual has a role to play in meeting the goals of the Paris
Agreement. For our part, dormakaba aims to reduce our energy consumption and related
emissions. We use the latest scientific knowledge to guide a sound management approach.
Our energy-intensive processes include melting, and aluminum and zinc die casting. We use
these materials to manufacture numerous products including hotel and high-security locks,
door closers, fittings and door handles.

Key activities
dormakaba seeks to reduce the environmental impact of production and to adhere toenvironmental laws and regulations. We focus on improving our management ofenvironmentally related processes and on monitoring and reducing our energy consumption,
carbon emissions, water consumption and effluents, as well as monitoring our waste
disposal and recycling rates.
Environmental management is embedded at both the Group and local levels of our various
production locations. Several locations have environmental officers, while others haveincorporated environmental management into their quality assurance processes.
Our environmental management covers the following aspects:
1. Energy and emissions
2. Water and effluents
3. Waste

Energy and emissions
The emission of greenhouse gases, which are generated through the use of fossil fuels, is oneof today’s biggest challenges. dormakaba has signed a commitment letter to the Science
Based Targets initiative to set a science-based, Group-wide carbon emissions reduction
target by September 2020.
The company has signed a commitment letter to the Science Based Targets initiative (SBTi)
to set a science-based, Group-wide carbon emissions reduction target, and we have worked
since the financial year 2017/18 to meet their target submission requirements. This included
carrying out a screening and carbon inventory development of Scope 3 emissions, as well as
expanding the coverage of our Scope 1 and Scope 2 emissions to an additional 31 sites, withtotal Scope 1 and 2 emissions representing over 92% of employees. It was agreed with the
SBTi that our Scope 1, 2 and 3 reduction targets will be validated in the course of thefinancial year 2020/21. dormakaba continues to be committed to long-term carbon
emissions reductions, as evidenced by our support of the UN-backed, CEO-led climate
advocacy effort in May 2020 urging governments around the world to align their Covid-19
economic aid and recovery efforts with the latest climate science.
As a further commitment, we have set an interim carbon emissions reduction target of –5%
tonnes of carbon dioxide equivalent (tCO2e) by the end of the financial year 2020/21 for thereporting scope and baseline of the financial year 2017/18. The company has reduced over
15% so far, with approximately 9 percentage points stemming from increased purchase ofrenewable energy and energy efficiency projects. Other reductions in emissions are explainedby decreased production due to the business impact of Covid-19 (as detailed in the Annual
Report 2019/20), consolidation of production facilities in the USA, improvements in data
quality and changes in seasonal weather patterns.

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Energy consumption
Total energy consumption was over 245,000 MWh in the financial year 2019/20. Electricity
and fuels for heating or manufacturing both play a crucial role in our production processes,
constituting nearly 79% of total energy consumption. The remainder is associated with thefuel consumption of our vehicle fleet.
Many components used to create our products are manufactured in-house, and purchased
parts require further processing, both of which impact total energy demand. As a result, we
focus many of our energy saving initiatives in this area.
In the financial year 2019/20, energy saving initiatives were being implemented at various
sites in the reporting coverage. This work included retrofitting facilities to LED lighting
systems; upgrading equipment such as air compressors, as well as milling and key bitingmachines; the optimization of heating and cooling systems (installation of air curtains, heatrecovery, renewal of circulation pumps, radiators and valves); and the procurement as wellas on-site production of renewable electricity.
As a result, we realized total quantifiable annual energy savings of approximately 4,300
MWh for the sites covered in the scope of this report. In addition, over 46,000 MWh (37%) of
the electricity that dormakaba consumed came from renewable sources. In our Access
Solutions (AS) EMEA segment, this share already reached over 64%. All other segments
showed a percentage of electricity consumption from renewable resources ranging from 32–
39%.
Besides the examples highlighted in the Good Practices map, further energy reduction
activities in the financial year 2019/20 included:• The AS AMER manufacturing facility in Phoenix (USA), which uses water chillers forthe resistance welding equipment in a closed-loop system, installed new chillers thatare 50% more efficient.
• AS APAC identified leaks of the air pipes below ground of the manufacturing facility
in Taishan (China). Replacing the pipes resulted in energy savings of 756,000 kWh/afor the air compressors. Further, the facility eliminated the use of kerosene as aheating fuel in the die casting processes by installing electrically powered machinery
instead.
• In Australia, the fleet management team has developed a strategy to procure moreenvironmentally friendly vehicles for management, sales and service teams. They
have already begun switching around 100 vehicles to hybrid models, with expectedfuel cost savings of 27% and carbon emissions reductions of 33% compared to theoutgoing models once the project is complete in 2023.
• AS EMEA refurbished its heating system at the Villingen-Schwenningen (Germany)
manufacturing facility with a new ventilation system including a combined heat andpower plant to reduce energy consumption. The heat recovery is 75%, the equivalentof a reduction of 400 tCO2e on an annual basis.
• For the Key & Wall Solutions segment, the Key Systems business unit’s facility in
Rocky Mount (USA) replaced its extrusion press oven with a new efficient oven,resulting in a reduction of natural gas use by the equivalent of 194 tCO2e on anannual basis.

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in MWh2019/20

Energy consumption

245,042

Electricity

125,327

District heating

1,489

Heating fuels total

66,694

Heating oil, kerosene and diesel for backup generators

7,128

Natural gas

58,179LPG/propane

1,388

Vehicle fuels total

51,531

Diesel

39,668Gasoline

10,505

LPG/propane

1,280

Other vehicle fuels

79

Energy use

Purchased electricity by source(in MWh)(in %)

Energy use by segment (in MWh)

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Purchased electricity by segment (in MWh) ** Including own generation

Percentage of purchased electricity from renewable sources by segment (in %) ** Including own generation

Greenhouse gas emissions
In the financial year 2019/20, our total greenhouse gas emissions (GHG) amounted to nearly
73,000 tCO2e. Around 60% were emitted as a consequence of electricity consumption,
followed by heating and vehicle fuel consumption, and volatile as well as process gas
emissions. Climate-related initiatives implemented during the reporting year resulted in total
annual savings of approximately 16,400 tCO2e (over 20% of our total footprint).
Due to the implementation of energy saving initiatives outlined above, we expect to reduce
our annual GHG emissions by approximately 2,300 tCO2e. We also worked diligently tosource renewable electricity or generate own renewable energy wherever feasible, leading toan annual emissions avoidance of approximately 14,100 tCO2e.
Examples of GHG reduction activities in the financial year 2019/20 included:• Our AS AMER facility in Indianapolis (USA) switched to green electricity in early
2020, saving approximately 4,600 tCO2e per year. This switch is expected to reduce
6% of our global carbon footprint, greatly contributing to the achievement of ouremissions reduction target of –5% tCO2e by the end of the financial year 2020/21.
• Our Key Systems facility based in Senai (Malaysia) has installed a solar power planton its roof, reducing carbon emissions by about 40% and with an expected return on
investment in 3.5 years.

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Greenhouse gas emissions by source (inScope 1 and Scope 2 emissions

tCO2e)(in tCO2e)1

1)

Greenhouse gas inventory calculated in accordance with the WRI/WBCSD Greenhouse Gas Protocol.
Emission factor sources: UK Defra (2019), US EPA eGRID (2018), IEA (2019), AIB (2018).

2) Scope 1: direct greenhouse gas emissions from sources owned or controlled by dormakaba.
3) Scope 2: indirect greenhouse gas emissions from sources owned or controlled by another entity, as aconsequence of the company’s activities.
4) The greenhouse gas emissions associated with electricity consumption are reported according to the“market-based approach”, as defined in the Greenhouse Gas Protocol Scope 2 Guidance. Whenreported according to the “location-based approach”, the emissions totaled 60,370 tCO2e.

Greenhouse gas emissions by segment (in tCO2e)

As part of our commitment to the Science Based Targets initiative, we carried out ascreening and carbon inventory development of Scope 3 emissions. The screening showedthat the largest sources of Scope 3 emissions stem from purchased goods and services(75%) and use phase of sold products (11%). We also learned that Scope 3 emissions
constituted around 90% of our combined Scope 1, 2 and 3 carbon emissions, highlighting theimportance of Scope 3 emissions on our climate strategy. In a second phase, we therefore
developed carbon inventories for these categories of purchased goods and services and ofuse phase of products. For the latter, we calculated the footprint of the 334 products that
consume energy after installation, including those that are battery-operated. Due to theimpacts of Covid-19, the sales and purchase volumes from the financial year 2018/19 wereused in the calculations.

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Scope 3 emissions: Purchased goods andScope 3 emissions: Use phase ofservices (in tCO2e)1,2

products (in tCO2e)31)

Calculated via direct material weight. Emission factor sources: UK Defra (2019), US EPA eGRID(2018), IEA (2019), AIB (2018).

2) Calculated via spend volume.
3) Calculated via energy consumption during the use phase. Emission factor sources: UK Defra (2019),
US EPA eGRID (2018), IEA (2019), AIB (2018).

Water and effluentsIn the financial year 2019/20, dormakaba reassessed the water stress levels for all our sites,
including those beyond the regular scope of this report. The new analysis revealed thatapproximately 40% of sites have the potential for high to extreme water stress, defined as a“water demand to supply ratio of 40% or greater for the respective municipality”. The datastems from a geographical analysis of water stress at catchment level for the year 2020 for
dormakaba sites. The water stress analysis is based on the two databases Aqueduct Water
Risk Atlas by the World Resources Institute and AQUASTAT by the Food and Agriculture
Organization. Results of the updated risk assessment will be shared with those sites having(1.) high or extreme water stress, and (2.) high water consumption relative to other sites fordevelopment of mitigation plans.
Water stress level by sites** Based on all locations, including those beyond the regular scope of this report.

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The majority of our total water consumption is municipal water used for cooling,
manufacturing processes, and for sanitation purposes. Wastewater is mainly discharged via
the local municipal sewerage system, in compliance with local requirements and treated bythird-party companies where necessary.
Besides those shown in the Good Practice map, examples of water savings activities andgood practice in effluents management in the financial year 2019/20 included:• AS APAC identified and replaced rusted underground water pipes in the
manufacturing facility in Taishan (China) saving 3,500 m3 of water per year. The
subsidiary in Taiwan installed processes to reuse 1,220 m3 of grey water, and the
manufacturing facility in Chennai (India) installed drip irrigation to water theirgardens, reducing around 10% of overall water consumption.
• AS DACH installed a coolant emulsion recovery system to reuse the separated waterand distilled emulsion at the manufacturing facility in Suzhou (China) and
implemented a daily water usage monitoring system to quickly detect leaks orchanges in consumption pattern at the manufacturing facility in Melaka (Malaysia).
• Key & Wall Solutions made improvements to its wastewater treatment system in
Rocky Mount (USA), reducing water use and risk of polluting the local water supply
through the effluent. This included replacing an aging copper analyzer with a new,multi-metal analyzer for copper and nickel. The analyzer will be to detect metallevels at the final stage of treatment and redirect the effluent to a holding tank forfurther processing if levels are too high, before the effluent is transferred to themunicipal water treatment plant. The EHS team also installed a new pH meter thatallows for adjusting the pH levels to pull the nickel out of the effluent more easily
and swapped to a more environmentally friendly soap for cleaning the burnisher,among other improvements.
Water consumption

Wastewater discharge

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Waste
Next to water consumption and effluents, waste management is of key importance during
the electroplating, surface finishing and painting processes. Our filter systems ensure that
potentially hazardous substances are not released externally.
Toxic waste arising from painting and electroplating is disposed of as special waste. In
addition, scraps from turning and milling or punching are recycled, and returned, forexample, to the suppliers of the raw materials. Certified disposal companies arecommissioned to dispose of industrial waste and chemicals, and to recycle materials.
The generation of different waste streams is an inevitable consequence of our operations.
We monitor our waste by treatment method and by waste type. Approximately 68% of thewaste stream was recycled, reused or recovered (including raw materials and energy
recovery) in financial year 2019/20. At about 76% by weight, the largest proportion of waste
is scrap metal.
Besides the examples shown in the Good Practice map, examples of waste activities infinancial year 2019/20 included:• AS AMER rolled out a program to replace oil mats with new absorbent, reusable
ones for the shop floor, which were used to recover the oil and avoid 5000 lbs. of oil
waste for the Indianapolis (USA) facility. The oil is now captured and recycled.
• AS APAC’s manufacturing facility in Taishan (China) completed the installation oftreatment system to filter out water from electroplating sludge, which is estimatedto reduce sludge waste disposal from electroplating by 40% (around 300 tons peryear).
• AS DACH’s manufacturing facility in Suzhou (China) invested in a recovery system
for separating paint thinner from paint mixes. The recovered paint thinner is reused
to clean the paint system pipes and equipment.
• In AS EMEA, new customers of dormakaba locking systems in Switzerland weretraditionally sent a security ID card and information brochure for registration andreordering additional or replacement keys. Over 60,000 plastic security cards andbrochures were distributed every year. To reduce paper and plastic waste, a new
system was developed for sending one sheet of FSC-certified paper, with printed
security cards and a QR code directing customers to digital information brochures.
This action will save 3 tons of paper and 300 kg of plastic per year.

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Non-hazardous waste by type

Hazardous waste(in metric tons)

by type (in metric tons)

Waste by treatment path

Our performance
To ensure our environmental management is state-of-the-art, we refer to international
standards for environmental management (ISO 14001) and energy management (ISO
50001). All manufacturing sites that have more than 100 employees, and non-negligible
hazardous materials in use, are expected to maintain an environmental management
system based on ISO 14001. Those with production process that could potentially seriously
harm the environment are required to certify their environmental management system.
These processes include plating, anodizing, polishing, galvanizing, painting and casting.

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Today, 36% of the manufacturing sites based on our reporting scope in 2017/18 alreadybenefit from environmental standards set forth by ISO 14001 (or similar) certification. We
aim to increase this total to over 50% by the end of the financial year 2020/21 (baselinefinancial year 2017/18).
In the financial year 2019/20, our manufacturing facilities in Senai (Malaysia), Westerstede(Germany) and in Taiwan, for example, became ISO 14001 certified and handle
environmental issues according to the international standard.
Further, all manufacturing sites are expected to maintain an energy management system
based on ISO 50001 by the end of the financial year 2021/22. Currently 21% ofmanufacturing sites do so. In order to raise awareness and clarify expectations, a checklist
on Group standards for energy management systems was developed and shared with all
manufacturing sites in the financial year 2019/20.
MaintainISO 14001 Environmental
Certificate Management
SystemSegment

Maintain
ISO 50001
EnergyCertificate Management
SystemAS AMER

3

13

AS APAC

4

5

1

4

1
3

4

AS DACH

6

7

AS EMEA

10

13

KWS

2

7

Total

25

45

4

15

% locations covered inreporting scope*

24%

44%

4%

15%

% employees covered (basedon FTEs)

60%

64%

15%

35%

4
2

* Including offices

There have been no incidents of non-compliance with environmental laws or regulations in
the financial year 2019/20.

OutlookDespite the uncertainties brought by Covid-19, we will continue our efforts to achieve ourenvironmental targets and to advance our global environmental activities. For example, we
aim to set water use reduction targets together with the local management for those sites
having (1.) high or extreme water stress, and (2.) high water consumption relative to othersites, in order to develop appropriate action plans. This also is part of our human rights
roadmap in view of the right to clean water and sanitation. A large variety of other activities
are planned including:• AS AMER plans investment in more efficient heating system, a sustainable building
certification for a new facility retrofitting to LED lighting and water savings
mechanisms in sanitation areas.
• AS APAC will improve an air compressor control system and will implement arooftop leasing project with a solar energy provider.
• AS DACH will establish LED lighting as a standard across the segment. In Germany,
improvements will be made to HVAC system including installing more efficientwater pumps and boilers, shutting off the air conditioning on the weekends, andequipping more energy-efficient air compressors with a heat recovery system that
feeds into the general heating system.
• AS EMEA will continue its multi-year project to install a more efficient heating
system for the manufacturing facility in Wetzikon (Switzerland), which will reduce
their carbon emissions by 60%. A harmonized ISO 14001 management system will
be implemented within the next two financial years for four large manufacturing
facilities across the segment.
• Key & Wall Solutions expects to achieve five ISO 50001 and two ISO 14001
certifications across various facilities. Specific projects include the installation of:
new solar panel systems at two facilities and an expansion of an existing solar panel

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system at another facility; evaporators to reduce liquid hazardous waste comingfrom nickeling and milling processes; new boilers and more efficient air compressors;
and a heat recovery system for air compressors to reduce warming needs in thewinter.

Moving from energy consumer to energy producer
An interview with William Lee, Senior Manager Operations,dormakaba Movable Walls APAC
With your solar power plant installation in Senai (Malaysia), you are
the third manufacturing facility in dormakaba to make the shift
from energy consumer to energy producer. What motivated you andyour management team to do this?
In line with our commitment towards sustainable development, ourteam at Senai set increased focus on environmental projects for thefinancial year 2019/20. We landed on the idea of a solar powersystem because the positive impact on the environment is great interms of carbon emissions reduction, and at the same time reduces our electricity bill. We
also realized that we were eligible for some local government programs that support thiskind of investment with tax incentives.
What were the most surprising or challenging things that you had to consider in the panel
selection, installation and maintenance process?
Everything was a challenge! This was because we had to learn everything about how such
systems work, from top to bottom. It was very new for everyone, and very technical. We set
up a project committee and conducted a study on the different types of panels available,
ran cost comparisons and scenarios on system reliability. During the installation phase, thechallenging part was ensuring the safety of the installers because we were ten meters up on
our roof.
How have you set up the system? For example, are you still connected to the local power
grid and are you able to sell your surplus electricity to the local utility company for credits?
Is the system reliable even on cloudy or rainy days?
This system has a dual meter, meaning we can sell the excess energy back to the utility
company. The monthly electricity bill has the import & export figures. The system still
produces energy on rainy and cloudy days but just not as much as on sunny days. We canmonitor the system 24/7 via a mobile app, which shows the energy produced and whether
there are any technical faults.
Looking forward, what is the one biggest piece of advice that you would like to share withothers that are considering similar installations?
I would highly recommend this system to all our EHS colleagues and other companies. This
project brings enormous benefits, both for the environment and for our profitability, with an
expected return on investment in three and a half years. We have already seen a 45% drop in
our electricity bills, too. This system can be used for 25 years – the main maintenance work iscleaning the PV Module, which we contract out for a very minimal annual fee. We evennegotiated to have this done free of charge for three years. I do not see any reason not to
install one.

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The rooftop solar panel installation in Senai, Malaysia

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Occupational Health & Safety
Throughout our business and most especially in our manufacturing
sites worldwide, the health and safety of our employees is a priority.
Why it matters
The protection of the physical and mental integrity and well-being of employees is a core
responsibility of dormakaba. Accidents and work-related illnesses can be of a long-term
nature and entail costs to society and the company. We can only be successful in the longterm if we help ensure our employees remain healthy. Occupational health and safety (OHS)
addresses not only the safe operation of machines, ergonomic workplaces or the handling of
hazardous substances, but also mental health issues including stress, depression andemotional well-being. We strive to simultaneously create optimal working conditions for our
employees and to ensure operational efficiencies.

Key activities
Throughout our business and particularly at our manufacturing sites worldwide, the healthand safety of our employees is a priority. We want to provide a safe workplace, thoughmany injuries are still occurring in and around our facilities: including cuts, stumbles,
commuting accidents, burns in smelting operations, heavy lifting or exposure to toxic fumes
in galvanization processes. Currently, dormakaba has only location-specific systems in place
to align with national regulations and standards.
It is our goal that, by the end of financial year 2021/22, all dormakaba manufacturing sites
will maintain an occupational health and safety management system based on the rigorous
standards set forth by ISO 45001 or OHSAS 18001. 73% of our manufacturing sites havealready achieved this. These sites have designated safety personnel, safety committees,
regular safety training, and they collaborate with external partners to ensure that healthand safety standards are integrated in prevailing production processes at dormakaba.
In addition, 21% of the manufacturing sites covered in this report benefit from the ISO
45001 or OHSAS 18001 certification. Our facility in Vittorio Veneto (Italy), for example,
achieved ISO 45001 certification in the 2019/20 financial year.
To ensure our employees remain healthy, dormakaba focuses on three areas:
1. Employee engagement and training
2. Reducing hazardous materials
3. Designated safety personnel and safety committees

Employee engagement and training
To identify and address our health and safety risks, employee engagement is crucial. Our
employees are encouraged to report challenges and near misses in order to address theserisks. Several segments, for example, regularly train employees to report near miss incidents
that have a potential for injury or property damage in an effort to be proactive. This
program helps employees recognize hazards or unsafe acts and to correct them
immediately or to ask for support to correct the issue. Near miss reports are treated thesame as injury reports, and the respective supervisor follows up with the near miss to ensure
it is corrected.
Besides those listed activities shown in our Good Practices map, examples of our employee
engagement and training in the financial year 2019/20 included:• AS AMER has 13 sites that are implementing and maintaining health and safety
management systems. Each has set up facility-specific plans and policies anddocumented them for the internal audit team to evaluate conformance with rollout
plans. AS AMER targeted five Environmental, Health & Safety (EHS) areas of focus
for the financial year 2019/20 included emergency action plans, machine guarding,ergonomics, hazard risk and EHS Lean, which encompassed standardized floor

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markings throughout all facilities. Each key topic had detailed activities along withdeliverables to show progress toward the end goal.
• Service employees in AS AMER also participated in online Risk Control training
modules and are reminded monthly on the best safety practices and procedures.
Risk analyses are conducted prior to preforming service duties for certain projects,
and we shared information on any injuries or safety issues within the company
regardless if the instances occurred within their region.
• AS DACH offers a special hotline for all employees in Germany to give them andtheir direct relatives independent and anonymous advice on a wide range of wellbeing issues, such as health, work-life balance or family relationship issues. The
hotline provider Talingo EAP has many consultants with appropriate expertise,including psychologists, psychotherapists, doctors, family, couple and parenting
counselors, management coaches and crisis intervention experts.
• Key & Wall Solutions implemented an online safety training system that includes
built-in training matrices and record keeping in Rocky Mount (USA). Additionally,hazard reporting and near miss reporting were the focus of awareness training andsafety focus for injury and risk reduction. In Vittorio Veneto (Italy), a retraining
program has been completed by all 377 employees at the manufacturing facility,
including management, office workers and production employees.

Reducing hazardous materials
The potential impact on employees’ health of working with hazardous materials is of special
concern. Hazardous materials are used as cooling lubricants, oils in machining and for the
cutting of raw materials. As well, in the electroplating area some hazardous materials areused to protect materials from corrosion.
Examples of our activities to reduce hazardous materials in the financial year 2019/20
included:• AS AMER eliminated the use of hazardous material such as acetone in the cleaning
process of parts prior to coating in Montreal (Canada). We also conducted air
quality testing in many production and office sectors and made improvements tothe ventilation where required. The Indianapolis manufacturing facility eliminatedaerosol can usage by 25% by converting to spray bottles. Additionally, themanufacturing facility in Reamstown (USA) reduced the use of a hazardous
degreaser by 28% by switching to a non-hazardous substitute.
• The AS DACH manufacturing facility in Suzhou (China) began renovations to thepainting system in order to switch over from solvent-based to water-based
application. Similar renovations were completed in the AS APAC manufacturing
facility in Taishan (China), where 15 tons of oil-based paint was switched to waterbased paint. Around 50% of all paint used is now more environmentally friendly.
• Key & Wall Solutions installed a new dust control system over the batching line alongwith an upgraded bag filter to reduce dross and brass metal dust in Rocky Mount(USA). Similarly, air quality was the key focus in Senai (Malaysia), where we installeda centralized woodworking dust extraction system connected to all machinery. In
Vittorio Veneto (Italy), a general review of hazardous substances uses and newinternal criteria for procurement resulted in the elimination of 91 hazardous
substances.

Designated safety personnel and safety committees
dormakaba employs designated safety personnel and safety committees in order to ensurethat workers comply with company policies and government regulations. These forums also
facilitate communication and cooperation between management and personnel.
Examples of our safety personnel and safety committee activities in the financial year
2019/20 include:• Each AS AMER manufacturing site has established an EHS Committee comprised ofvarious employees from different departments and shifts. For example, inIndianapolis (USA) first responders receive training every two years on first aid/CPR
and the use of Automated External Defibrillator, and they attend quarterly
meetings to go over best practices and lessons learned. An ergonomics team wasProcess & Production

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newly established, and members received extensive training on ergonomics and how
to evaluate risks in the building.
• AS APAC already had established safety committees or designated safety personnel
in India and Australia and has now formed an EHS committee in Taishan (China) as
well. In addition, the subsidiary in Taiwan conducted an external safety audit, whichhighlighted safety concerns that have since been corrected.
• Similarly, AS DACH has dedicated safety experts in Germany, who ensure that
accidents are analyzed with a so-called STOP (Substitution, Technical,
Organizational, Personnel) system. STOP activities have been shared more widely
than previously – at any accident site, a description of the accident and thecorrective actions are visualized in roll-up displays to help all employees remain
vigilant. The AS DACH manufacturing facilities in Asia also have dedicated EHS
engineers and/or safety officers in place. Safety concerns are addressed in the dailyline-up meetings.
• AS EMEA has a QEHS manager in each manufacturing facility with responsibility formonitoring workplace safety activities, developing programs and providing ororganizing safety trainings. First responders are assigned, and the first aid supplies
are maintained. In Velbert (Germany) the health and safety system has been
optimized by installing a HSE software.
• Key & Wall Solution continues to have a designated EHS manager and maintains asafety committee which is focusing on safety campaigns for awareness, safety
audits, hazard recognition and employee occupational health in Rocky Mount (USA),and the manufacturing facility in Dyersville (USA) has recently recruited an EHS
manager. The manufacturing facility in Bogota (Colombia) has reorganized thesafety committee, whereas a new committee was established in Greater Noida(India).

Our performance
Among all our reporting sites – including offices – 22% had a health and safety management
system certified to OHSAS 18001, ISO 45001 or the equivalent local standard; and 63%
maintain a health and safety management system. For these sites, health and safety
training goes beyond the mandatory requirements to include emergency and risk prevention.
For example, assessments of repetitive movement and heavy load-lifting, to prevent workrelated illnesses, take place at various sites.
OHSAS 18001
Certificate orsimilarly
certified

Maintain OHSManagement
SystemAS AMER

3

19

AS APAC

3

15

AS DACH

4

7

AS EMEA

11

16

Segment

KWS

1

8

Total

22

65

% locations covered in reporting scope*

22%

63%

% employees covered (versus Group-wide FTEs)

40%

76%

*

Including offices

OHS In the financial year 2019/20, 231 occupational injury cases were registered (1.7 per 100
full-time employees), compared to 259 in the previous reporting year. Regionally,
occupational injury cases were reported as follows: 1 in Switzerland (0.1), 47 in Germany(1.8), 43 in the rest of Europe, Middle East and Africa (1.4), 98 (3.3) in the Americas, and42 (1.1) in Asia Pacific. There were no fatalities as a result of work-related injuries in thefinancial year 2019/20.

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Outlook
We will continue our efforts to ensure our employees remain safe and healthy. Planned
projects and initiatives include:• AS AMER will develop a concept for the creation of an EHS orientation video for all
visitors, contractors and vendors to watch before they perform work on-site or visit
the manufacturing facility in Indianapolis (USA). The facility will also pursue the ISO
45001 certification, as will the manufacturing facility in Nogales (Mexico).
Additionally, the safety team in Nogales will improve the machine guard system,
installing curtain guards and two-hands activation as well as implement a safety
awareness and training program. The manufacturing facilities in Mesquite (USA)and Sao Paulo (Brazil) plans to launch wellness programs.
• AS APAC will strengthen the EHS team in Taishan (China) with a safety engineer. In
Hallam (Australia), a new site layout and workflow changes are planned to address
safety issues and safety officers will be appointed for all main sites to oversee
management system adherence, incident investigation and return-to-workprocedures.
• AS EMEA will continue the ongoing implementation of harmonized health & safety
management systems based on ISO 45001 for the four largest manufacturing
facilities currently without a certification. For three of these, safety risk assessments
of production areas and offices will take place, as well as the defining of required
personal protective equipment.
• Key & Wall Solutions will implement a more formal job safety analysis program to
identify potential risks in Rocky Mount (USA). Additionally, a wellness program will
be rolled out in Bogota (Colombia), the EHS team will reduce the manual handlingof loads and weight through layout changes and mechanical aids. In Montreal, theEHS team will implement a project focused on reducing work-related injuries
stemming from the manual manipulation of panels. The EHS team in Senai(Malaysia) will focus on reducing health and safety risks for and by external parties
who work on our site, including control of work permits of external contractors.

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Keeping employees safe during the Covid-19 pandemic
Working with human resources teams across dormakaba, ourEnvironment, Health and Safety managers were vital in developing
contingency and communication plans during the pandemic. These
plans outlined key responsibilities and action plans for each
escalating alert level. The crisis management organization was
structured on a country level, with the HR and Operations Leads
from every segment taking part in the Group Crisis Taskforce. A
variety of actions across the Group was implemented, including:
Provision of essential business operational guidelines: these guidelines address key topics
including social distancing requirements, facility cleaning, non-essential travel, internal
communication, remote working and return-to-facility requirements, and site visitations.
Contractors, visitors and staff were screened upon arriving on site, with some locations
conducting daily temperature monitoring of employees at the gate. Employees were asked
to stay home if feeling sick and all possible Covid-19 cases were evaluated by the seniorleadership for appropriate actions to include shift or facility shutdowns for deep cleaningfrom outside contractors.
Provision of personal protective equipment and hygienic facilities: stocks of personal
protective equipment (PPE) including masks, gloves and hand sanitizers were prepared anddistributed. Hand washing facilities were installed in service vehicles in some countries, anddisinfectant fogging in high-traffic areas took place on the daily basis in others.
Changes to the production lines: many of the manufacturing site process lines werereconfigured to allow for proper social distancing and installation of plexiglass dividers. Shift
splitting was introduced as well as start, break and lunch times were staggered to minimizesocial contact. The sharing of equipment in the production halls was reduced, and social
distancing at washrooms and the canteen was also enforced. High-traffic manual doors
have been refurbished with our automatic operators (ED 100/250) for a touchless entry andexit in some locations, and truck drivers were not allowed to enter the logistics area inothers.
Regular communication: digital and physical bulletin boards, poster campaigns, e-mails andin some locations SMS text alert systems were used to keep employees updated on
precautionary measures and guidelines. Tips on personal hygiene were shared via online
sessions, videos, and WhatsApp.
You can read more about ways that we managed the health and safety of employees during
the pandemic in the Employment chapter.

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Customer Privacy
As a technology-oriented company, we place great importance on
safeguarding our customers’ rights to privacy and security.
Why it matters
Customers and business partners place a great deal of trust in dormakaba as a premium
partner for access and security solutions. dormakaba takes the protection of data andinformation very seriously. Abuse and misuse of data and information can lead to major
tangible and intangible damage due to, for example, relevant information being unavailable,
rendered unusable or incorrect, or – in the worst-case scenario – made available oraccessible to a malicious third party.

Key activities
Safeguarding our customers’ rights to data protection and privacy includes obtaining databy lawful and fair means, protecting the personal data of customers by adequate
information security safeguards and using customer data in sales responsibly. dormakaba
also considers the proliferation of new technologies and security risks because weunderstand we have a responsibility to protect sensitive information against unauthorizedaccess, loss or falsification. We place a strong focus on:• Customer data
• Operating and business data
• IT systems• Financial data
• Employee data
Considering all information and data available within dormakaba, we pursue the following
security aims:• Confidentiality: confirmation that access to information is limited to persons
entitled to see it.
• Availability: entitled persons can access information during defined periods andfrom defined locations.
• Integrity: warranty that information is correct and complete.
The dormakaba Group Data Protection Officer, in cooperation with the Group Information
Security Manager, oversees our approach to customer privacy.

Information Security Management System at the core
To meet our security aims, senior management introduced an Information Security
Management System (ISMS) in line with best practice in the industry. Our Chief Technology
Officer (CTO) also acts as the Chief Information Security Officer (CISO) within the ISMS.
This management system is based on the international ISO/IEC standard 27001:2013, themost recognized standard in the field. Certification to the standard was achieved in thefinancial year 2019/20. As outlined in the Group Directive Information Security, the goal of
the ISMS is to achieve and maintain an adequate security level by leveraging risk
management methods, continuous improvement and best practices – all adjusted to ourneeds. The risk management included in the ISMS is used to identify, assess and treat risks
adequately.
Reporting to the CISO, the Group Information Security Manager is responsible for
anticipating and assessing new threats related to information security risks. They are also
responsible for implementing the necessary security levels for dormakaba, as defined by the
Security Board in accordance to its Charter. Additionally, Information Security Coordinators(ISC) are responsible for the implementation of the ISMS within an assigned segment orGroup function, and for providing support during security audits.

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EU General Data Protection Regulation (GDPR)
Our internal compliance processes are aligned with the EU General Data Protection
Regulation (GDPR). The GDPR aims primarily to give control to citizens and residents overtheir personal data, bringing with it a new set of "digital rights" for EU citizens at a time
when the digital economy places increasing economic value on personal data.
We have set ourselves three objectives:• Compliance with requirements: the legal and contractual requirements for theprotection of personal data are adequately implemented and complied with at all
times.
• Embedding in the organization: the protection of personal data is a centralcomponent of all projects, activities and processes in which this data is processed.
• Continuous improvement: guidelines, procedures, measures and structures for theprotection of personal data follow uniform principles and are continuously further
developed and adapted to changing conditions.

Raising employee awarenessWe are aware that technological advances in IT security cannot always guarantee thesecurity of the entire business environment, as human behavior can affect information
security and the associated risks. Phishing and other social engineering techniques use thehuman risk factor. In the financial year 2019/20, the trend has continued for such attacks,
and we are seeing an increase in ransomware in society. Attackers are even using
technologies such as artificial intelligence to develop their attack scenarios and makefraudulent e-mails and messages appear more real to the victim.
However, people can learn to deal with risks in a professional and smart way. Raising
employee awareness of information security risks is a continuous process that, if done
correctly, turns the root of the problem into part of the solution. With our information
security training programs, in which all our employees must participate, we not only train our
employees to recognize suspicious messages, phone calls, and other social engineering
tactics; we are also building a culture of cyber security that enables us to manage our risks ina targeted and effective way. The training series is made up of four modules: Information
Security; Phishing; Social Engineering; and Cyber Security.

Our performance
We have achieved ISO 27001 certification in the financial year 2019/20 as planned. The
scope of the certification covers Group IT, and dormakaba digital and digital-based productdevelopment such as for the Electronic Access & Data and Safe Locks product clusters in thescope of the certification.
We have continued the mitigation of information security risks through Group-wide security
training in order to strengthen employee awareness. A new eLearning for data protection,
which is available in five languages, was completed by around 2600 employees in thefinancial year 2019/20.
As part of the GDPR implementation project, we have established a Data Protection
Management System (DPMS), a manual and a document library to serve all employees. A
new process was developed whereby project managers must carry out GDPR assessments
prior to any project being activated. This also applies to the development of new products orapps. Product managers are provided with a guideline of GDPR requirements, including of
the legal requirement of applying Privacy by Design and Privacy by Default in thedevelopment process.
There have been no reported incidents nor substantiated complaints concerning breaches ofcustomer privacy or losses of customer data within the financial year 2019/20.

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Outlook
We will be publishing four new Directives setting out the internal rules and regulations fordata protection early in the financial year 2020/21 and expand the data privacy organizationin Norway and Switzerland. A reporting process with corresponding key performanceindicators (KPIs) is currently being developed in order to provide standardized reports. The
KPIs will be used to manage, monitor and improve the data protection organization and theDPMS. We also plan to expand the scope of our ISO 27001 certification and perform
penetration tests to assess potential vulnerabilities in our infrastructure.

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PeopleSustainability Report 2019/20

Focus Area People
We offer fair working conditions in which our employees can leverage
their strengths and build their skills. We foster an engaged workforce
where we have the right people in the right roles.

Employment

We strive to create an engaging working
environment in order to be an employer ofchoice for current and prospective employees.

Training &Education

Employee development is vital tomaintaining and improving the skills of
our workforce and the quality of our
products.

Freedom of
Association &Collective Bargaining

dormakaba respects the right of all workers
to form and join a trade union without fear of
intimidation or reprisal, in accordance withnational laws.

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Employment
dormakaba offers fair working conditions in which our employees canleverage on their strengths and build their skills. We foster an engaged
workforce where we strive to have the right people in the right roles.
Why it matters
Our success is based on the performance of our employees. It is their dedication that helps
us maintain and further develop our global competitive position, which is why we have astrong people focus in our corporate strategy. As a company with employees in over 50
countries, we must ensure an engaging working environment in order to be an employer ofchoice for current and prospective employees. We must also ensure that we treat employees
fairly and with respect in accordance with our company values, and that we provide themwith equal opportunities and fair remuneration.

Key activities
A key element of our corporate strategy is that we continuously shape a productive andequitable working environment and foster an atmosphere of trust. As we strive to have theright people in the right roles, dormakaba offers fair working conditions in which our
employees can leverage their strengths and build their skills. This leads to an engaged
workforce and helps to avoid risks, such as loss of know-how and personnel shortages. Our
approach toward our employees is governed primarily by our Code of Conduct as well as bycountry-based labor regulations and the local employee handbook, where available.
Our Human Resources (HR) management team is spread globally – in addition to Group HR,
there are HR professionals at the segment level and HR representatives at the local market
level in larger countries. Group HR bundles strategic issues based on our corporate strategy
and develops best practice programs accordingly. These programs can then be customized
and implemented in each segment and region to respond to local market requirements andconditions. The local HR representatives also develop and implement individual initiatives
and programs suited to the needs of their employees, helping to react to the different local
customers and markets as effectively as possible. We continue to invest in technology andbusiness applications that allow us to more effectively deliver services to our employees,
including a Group-wide Learning Management System.
Due to the local nature of employment practices, our segments, regions and countries
develop employment policies according to local requirements. Labor regulations andbusiness needs have to be taken into consideration to find the best and most sensible
solutions on a local level. For the sake of transparency, however, an overview of best practice
policies across the Group is found below.

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Sustainability Report 2019/20

Policies and benefitsin %Policies(additional to Code of Conduct)% employees
covered(Group-wide
FTE)

Health and Safety Policy

91%

Employee Counselling and Discipline Policy

78%

Equal Opportunity Employment Policy

68%

Non-Harrassment/Non-Discrimination Policy

67%

Equal pay for equal work Policy

65%

Drug free/Alcohol free Workplace Policy

59%

Training and Professional Development Policy

50%

Whistleblower Policy

48%

Open Door Policy

27%

Anti-bullying Policy

23%

Flexible Working/Home Office Policy

20%

Benefits

Vacation and holidays*% employees
covered(Group-wide
FTE)
64%

Incentive/bonus scheme

63%

Health Insurance benefits for employees

59%

Other special leave offerings*

55%

Health Insurance benefits for employees’ families/dependants

51%

Pension plan*

48%

Financial contribution to external training

44%

New employee referral bonus

41%

Disability benefits*

30%

On-site fitness classes or gym discounts

21%

Maternity, paternity or parental leave*

16%

Measures

Provision of protective equipment to all impacted employees% ofcountries
implementing**
77%

Regular assessment of individual performance

72%

Provision of skills development training

64%

Training of relevant employees on health & safety

60%

Recognition program

49%

Annual medical exams

47%

Employee representatives or employee representative body (e.g. works council)

40%

Flexible organization of working time

38%

Working time reduction measures

34%

Official measures to anticipate or reduce layoffs and associated negative impacts

34%

Communication on freedom of association and the right to collective bargaining

32%

Equal pay for equal work audit

28%

Employee Assistance Program (counselling)25%

Awareness training to prevent discrimination/harassment

19%

Training on freedom of association and the right to collective bargaining

19%

Dependent care support

13%

Measures to promote gender and/or minority inclusion

13%*

Beyond legal requirements** Even if not country-wide

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Sustainability Report 2019/20

People

The above data stem from the policies, benefits and measures survey and data collection
from the financial year 2018/19. An update was postponed to the financial year 2020/21 tosupport our HR colleagues focus on crisis management during the Covid-19 pandemic and its
fallout.

To provide employees with a working environment in which they can thrive, we focus ouractivities on the following four areas:
1. Engaging our employees
2. Creating an inclusive and diverse workforce with equal opportunities
3. Fair remuneration and benefits
4. Employee attraction and retention

Engaging our employees
High employee engagement has been proven to lead to increased productivity, decreases inworkplace accidents and improved customer satisfaction. A key method to support
employee engagement is to ensure a culture of open dialogue across the organization.
In the financial year 2017/18, dormakaba launched the first Group-wide employee survey,
called dormakaba dialogue. In February 2020, all dormakaba employees around the globe
were invited to participate in the second round of dormakaba dialogue, which was available
in 19 languages. The aim of the survey was to gauge employee engagement andperformance enablement. The latter focuses on, for example, whether employees feel they
have the required skills, tools and information they need to do their jobs effectively.
The high response rate of 80% shows that a vast majority of dormakaba employees used
the opportunity to provide feedback – a substantial increase compared to the already strong
participation rate of the survey conducted two years ago (72%). The global results show apositive development across all 25 survey items that were included in the previous survey.
According to the external partner who facilitates the survey program, such a consistentimprovement is rarely seen with global companies.
Employee
Engagement
Index
(%)

Performance
Enablement
Index
(%)

dormakaba dialogue 2020

70

73

dormakaba dialogue 2018

67

68

IBM Global Norm*

71

74

*

The IBM global norm is a composite of employee responses from 400 companies across organizations
from all industries and all geographies. It provides comparative results that represent the averagescores across all organizations in the IBM norm database running employee surveys for multiple years.

The survey revealed both strengths as well as room for improvement on a global level. One
key strength continues to be that managers and employees show a high level of orientation
toward the dormakaba values in their ways of working, especially regarding trust between
managers and employees. Compared to the previous results, employees feel more
appreciated for doing a good job and experience a stronger sense of being “one company”.
The latter has a high impact on employee engagement.
On a global level, the Executive Committee has identified the following focus topics:• The level of priority given to the dormakaba value Customer First in our day-to-day
decisions should increase even further.
• Although there was strong progress and improvement, the quality of teamwork andcollaboration between departments at dormakaba continues to have further scopefor development.
• While the results show that significantly more praise and recognition for doing agood job is being given, we want to continue to consciously drive activities that
support such practice.

Read also about theimportance we place on
Training & Education here.

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Just as in the first round of the program in 2018, each team is once again asked to discuss
their results in a team session and jointly develop a few meaningful actions to improve theirdirect work environment. And, while developing action plans is important, following up onthem is key for success. Therefore, follow-up communication materials, such as posters,
stickers and PowerPoint templates for cascading results and defining and following up on
team actions have been made available again. Stickers with the slogan “I am a result of
dormakaba dialogue” were designed for items specifically purchased or put in place as aresult of the employee engagement survey.
In addition to the global employee survey, segments and regions have local solutions togather employee feedback and to address employee concerns and grievances, and toencourage employee engagement.
Examples of such activities in the financial year 2019/20 included:• In Southeast Asia, a group of employees has been nominated to connect with therest of the staff in defining and implementing diversity, entertainment, recreation,
welfare, and well-being initiatives at the workplace. Some of these have included a
Safety Day, yoga sessions, celebrations of local festivals, and a sports tournament.
In Singapore, an Employee Assistance program offering employees free counselling
was launched.
• The manufacturing facility in Ennepetal (Germany) underwent a transformation
program, including a new organizational setup and management team. To reachand support all colleagues through this change, a comprehensive communication
package was provided explaining the market development and competitiveenvironment and describing the vision, targets, strategy and measures based oncorresponding values and behavior.
• In addition to dormakaba dialogue, Key & Wall Solutions installed suggestion boxes
in Vittorio Veneto (Italy) and Montreal (Canada) to allow opportunity for further
and more frequent feedback from employees. There are Employee of the Month orTeam of the Month programs in Australia, Colombia, India, Malaysia and Peru.

Creating an inclusive and diverse workforce with equal opportunities
Our global presence and operations in various markets mirror our commitment to promote adiverse and inclusive workforce. As our Code of Conduct states, we respect the equality ofpeople and cultures. In the financial year 2019/20, female employees represented 29% of thetotal workforce. At 55%, the majority of employees represented in this report are between
30 and 50 years of age.
The topic of diversity and equal opportunity is driven by local activities. Examples of activities
in the financial year 2019/20 included:• In Taiwan, AS APAC has invested in improving the living conditions and safety
standards of the foreign workers’ dormitory, as part of a renovation to make thefacility more earthquake-resilient. The renovations to the dormitory included a 25point environment and safety assessment by an external agency. Foreign workers
were included in the renovation plans and were able to give feedback to their needs,
which resulted in additional electrical systems being installed.
• In Germany, AS DACH has continued to support the #moveforward campaign, led
by dormakaba employee Tobias Röll, to raise awareness of accessibility barriers inpublic and private spaces and to confront inaccessibility as a form of discrimination.
More than 200 people with disabilities are employed in Germany.
• AS EMEA launched a gender diversity program, with the aim to promote more
women from within the own ranks, especially in commercial and generalmanagement positions. An internal survey assessing the current status of gender
diversity showed that there are a number of unconscious biases prevalent in various
areas of the business that should be addressed. A series of interventions to start
addressing the diversity challenges is now being developed, including a review ofrecruitment processes to remove gender biases in job ads and interviews, increased
focus on female talents in career progression and development, actions tostrengthen the self-affirmation of our female talents, a Workplace Allies scheme,
and female peer networks, conferences and events.

People64dormakaba

Sustainability Report 2019/20• Key & Wall Solutions celebrated cultural diversity by observing national and religious
holidays and organizing Family Days. In Malaysia and Australia, team lunches areheld at various times through the year where employees bring a dish that isrepresentative of their cultural heritage to share with other members of the teamand to reflect on different customs. On Family Days in Germany and the USA, allemployees can show their children and relatives where they work and what they doin their role.
Employees

Board of Directors

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Sustainability Report 2019/20

Executive Committee

Fair remuneration and benefits
dormakaba aims to establish fair compensation that is determined based on the job
function and relevant local market benchmarks. It is not influenced by personal attributes
such as age, nationality or gender. The global grading system ensures that functions areevaluated in a consistent manner across the organization. In addition, we provide locallyspecific benefits and welfare programs. As stipulated in the Group Directive Compensation,
we refrain from offering excessively low wages (i.e., wage dumping).
Examples of our fair remuneration and benefits activities in the financial year 2019/20
included:• AS AMER harmonized management bonus program and sales incentive programs
for all operations in the USA and Canada. “Equal pay for equal work” policies are inplace, according to national legislation in Brazil and Mexico, which address situations
in which men and women have the same job type. In Canada, the Pay Equity Act is
expected to come into force in 2020. dormakaba has begun to establish a pay equity
plan accordingly.
• In Singapore, AS APAC has voluntarily pledged to the Fair@Work Promise started
by the Tripartite Alliance. This is a commitment to fair employment practices basedon the five principles of merit-based and non-discriminatory recruitment, respect for
employees, fair opportunity for training and development, and fair rewards andincentives, and adherence to labor law.
• Key & Wall Solutions conducted an internal assessment on the employment
conditions of migrant workers in Malaysia to ensure that benefits are the same asother employees. Across the segment, an analysis of job grades and related
benchmarks was performed. Similar positions are compared to ensure horizontal
equality.

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Employee attraction and retention
We provide our employees with long-term professional development opportunities in order
to attract and retain a qualified workforce. This is vital to the company’s success. Whenfilling open positions, promoting from within our own workforce is preferred.
Examples of recruiting and career opportunity activities in the financial year 2019/20
included:• In Latin America, AS AMER implemented an Internal Opportunities Program, a way
to encourage the offer of open positions preferably for internal candidates, with aview to further develop our talents. Across the segment, we also implemented yearsof service recognition, where employees receive a gift of their choice when they
complete 5, 10, 15, 20 or more years with the company. It is a way of rewarding
employees for their dedication to the company and encouraging other employees tostay with us.
• In Germany, AS DACH has established a new role to manage and strengthen theapprenticeship program, and to encourage best practice sharing across the various
sites in the country. We currently have apprentices at six locations in Germany. In
recent years, we have hired between 20 and 30 apprentices each year, with around
95% being offered a permanent role once the apprenticeship was completed.
• Key & Wall Solutions achieved their goal of starting a “Bring a Friend” campaign inGermany. Employees can advertise job vacancies to friends or close acquaintances.
Employees receive a financial incentive if a recruitment is successful. Key & Wall
Solutions also offers a mentoring program by senior leadership for recently
nominated managers, to support them in their new roles.
Fluctuation

Overall fluctuation (in percentage and headcount), calculated withpermanent staff

In financial year 2019/20, a total of 1,545 employees joined the company and 1,835 left in thereporting scope. This corresponds with rates of 10% and 12%, respectively, which was ahigher leaver rate than joiner rate. The leaver rate is higher compared to the previous
financial year (financial year 2018/19: 10%), whereas the joiner rate is lower (financial year
2018/19: 12%).
To address the ongoing Covid-19 pandemic related business impact, dormakaba has
initiated a Group-wide cost savings and restructuring program in the fourth quarter of thefinancial year 2019/20 to adjust capacities and cost. Measures are wide-ranging and include
using up overtime and vacation balances, a significant reduction in temporary staff, awidespread hiring freeze, and the use of short-time work. As a company, we have madeextensive efforts to forestall immediate job cuts where possible. Yet despite our efforts, we
ultimately also had to include a sizeable reduction of headcount in these measures.
We did not take this step lightly, and we have aimed to treat our outgoing colleagues with
dignity and respect throughout this process. For example, we have offered severance
packages, prolonged notice periods and offered outplacement support to help employees
through the transition in line with or beyond local labor laws. These have been difficult

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decisions, but also necessary for securing the sustainable, long-term success of our company– and ultimately aiming at job security for our remaining employees.

Fluctuation by region (in percentage and headcount of permanent staff)

Employee fluctuation in Asia and the Americas was higher than in other regions. This is
attributed to restructuring measures related to the Covid-19 pandemic, and consolidation of
manufacturing activities in the Americas. In a normal year, the higher fluctuation in Asia
Pacific is to be expected based on regional workforce trends.
In addition, in China, employees are usually appointed on the basis of fixed-term labor
contracts before being eligible for an indefinite contract. This results in a temporal shift of
the fluctuation rates for Asia Pacific and to a certain extent overall, since employees withpermanent contracts joining and leaving dormakaba are counted only after their contracts
have been converted (usually after the completion of two consecutive fixed-term contracts,
in accordance with Chinese Labor Contract Law).

Fluctuation by age and gender (in percentage and headcount of permanent staff)

The workforce aged under 30 years shows higher joining and leaving rates compared to theother age groups. This is consistent across all regions, and congruent with findings from astudy on general workforce turnover trends periodically conducted by human resources
consulting firm Mercer.

Our performance
Human Resources representatives across the globe have been an integral part of local,
segment- and Group-level crisis management during the Covid-19 pandemic. They have beenat the forefront, helping to define guidelines and specific measures such as strengthened
safety precautions in the production environment and for sales staff and service technicians,
transition to home office, travel restrictions, providing employees with informational
material on safety precautions and safe behavior to avoid the spread of the virus, tracking
the health and well-being of employees, and continuously communicating updates to related
measures, stay-at-home policies or lockdowns set by local governments. The Covid-19

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pandemic has slowed regular human resources processes and plans for the second half ofthe financial year 2019/20, and we expect to continue to feel the impact on our plans andstrategies well into the financial year 2020/21.
Nonetheless, we still made progress in several areas. We conducted the second round of
dormakaba dialogue, as outlined above. We continued the rollout of our Employer Branding
strategy with various measures, including the campaign “Faces of dormakaba”. The
campaign, which launched in May 2019, gave all employees the opportunity to participate ina video contest for a chance to be selected as one of the Faces of dormakaba and torepresent the company in recruitment marketing material. Over 140 employees from across
23 countries joined the contest. Throughout the financial year 2019/20, the marketing
material and internal branding material were published, and a relaunch of the dormakaba
career website was completed.
We had also planned to roll out a uniform orientation process across all countries andsegments. This has been achieved for all new employees of Key & Wall Solutions, and in the
Pacific region within the AS APAC segment.
AS DACH has successfully rolled out an eRecruiting system in Germany to automate andoptimize the recruiting process in order to be more transparent and efficient. A similar
rollout was carried out for AS AMER and Key & Wall Solutions in Canada and the USA andremains under consideration for other regions and countries.

OutlookIn the financial year 2020/21, we expect a continued impact of the Covid-19 pandemic on ourbusiness activities, though we have low visibility on the future development. We will continue
to use a wide range of tools for managing the impact on our workforce, including using up
overtime and vacation balances, a widespread hiring freeze, and short-time work. In
addition, we will finalize the announced headcount reduction (as outlined in the Annual
Report), while simultaneously monitoring demand, capacities and increasing the workforce if
and where needed.
We will also work to maintain the integrity of core management processes to provide
stability and orientation for our employees. This includes continued focus on dormakaba
dialogue, succession planning, leadership development programs, performance
management, and prioritizing constructive and collaborative behavior in our culture.
The experiences of remote working during the Covid-19 pandemic showed us that there aredifferent ways to work successfully, including from a home office. AS AMER therefore aims
to implement an official Flex Workplace Policy, to give employees more flexible options forworking both in the office and from home as well. Similarly, a new project “NewWork@dormakaba” is being setup in Switzerland, where a step-by-step approach to theworld of Work 4.0 will be made, addressing topics like annual working time and more flexible
forms of work, etc.
Gender diversity initiatives planned in AS EMEA include flexible working policies, raisingawareness of unconscious biases and fostering helpful norms, an additional calibration
session for female talents that will focus on development and support of individualized
career paths. Further improvements to the technician recruitment process are also plannedin AS EMEA, in order to refine the technical aspects (theory and practical) within theinterview process and the recruitment of apprentices. In Switzerland, an equal­pay analysis
and audit will be carried out in line with new revisions to the Swiss Gender Equality Act.
Key & Wall Solutions plans to integrate migrant workers as permanent employees in
Malaysia and to continue the assessment of talents who are internal candidates for
succession into senior leadership roles, offering coaching, mentoring and other development
initiatives.

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Going the extra mile for our employees during the Covid-19 pandemic
Interview with Mirja Becker, Senior Vice President Group
Human Resources, dormakaba
Covid-19 has changed many aspects of our lives – in the way wework, we live, how we interact with each other. Since the onset ofthe pandemic, protecting the well-being of our employees and theirfamilies has been paramount. “Our primary concern and focus has
been first on ensuring the health and safety of our employees andsecond on keeping the impact on our business and customers as limited as possible,” Riet
Cadonau, Chairman and CEO, has said.
We sat down with Mirja Becker, SVP Group Human Resources to hear about how thecompany has worked to protect the health of our colleagues around the world.
Can you tell us about how the crisis organization was set up and the role of humanresources?
Due to the dynamic situation in this crisis, with largely different local impacts, humanresources representatives on country levels have played a critical role, helping to define early
and thorough guidelines and precautionary measures to protect our employees. The HR
Leads were appointed as single points of contact for all Covid-19 related matters within
their segments. The HR and Operations Leads from every segment took part in the Group
Crisis Taskforce (lead by the General Counsel) and held weekly alignment calls as theprimary coordinating body, also exchanging best practice.
What kind of measures were put in place?
We issued global guidance for instance on travel restriction, provided employees withinformational material on safety precautions and posters to remind everyone on hygiene
and social distancing rules to avoid the spread of the virus. Masks were distributed and insome locations body temperature was checked. Protective shields and personal protective
equipment for employees in the production lines, plus adaptations to shift plans, teamsplitting and procedures to minimize personal contact were put into place. Our efforts paid
off in that we had a relatively low number of infected employees worldwide so far, and wecontinue along this path.
In addition, “Tables for one” was the theme in our canteens, and there was frequent cleaning
with disinfectant throughout the buildings. And, for example, when our large manufacturing
facility in China was ramping up again as public transport was still not running – wearranged a “door-to-door” bus transfer for around 50 employees and their families fromtheir hometowns.
How did the pandemic affect training and employee engagement initiatives?
On-site training shifted to webinars via our Learning Management System. To support thetransition to home office, a toolbox was provided with a set of guidelines and suggestions
on, for example, how to stay connected to your team, leading in a crisis, and information on
IT infrastructure, hardware and software.
Transparent and frequent communication on related measures, stay-at-home policies or
updates on local government responses was important to reassure and minimize fear. This
open communication was appreciated, and it was not long before colleagues around theworld started sharing pictures of their new work environment on our internal social media
channel under the hashtag #onedormakaba – whether on-site in the production lines with
plexiglass shields between stations or on-call providing customer service wearing personal
protective equipment or in home office with the family pet in the background. The posts
brought a sense of support, encouragement and community in these challenging times.

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Chartered bus transfer after the ease of lockdowns in China.

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Training & Education
Employee development is vital to maintaining and improving the skillsof our workforce and the quality of our offering.
Why it matters
Today’s dynamic and globalized world requires new competencies. At the same time, manyindustries face serious skills shortages, especially in the areas of information technology anddigitalization. Employee development is vital to maintaining and improving the skills of ourworkforce and the quality of our products. This is especially true for a technology-driven
company like dormakaba. We want to offer careers instead of jobs and to prepare our
employees for the fast-changing world. This improves their motivation, performance on the
job and increases their long-term employability. We will continue to invest in thedevelopment of both our employees and business leaders.

Key activities
Training and education are key to our business success. We consider a skilled workforce
integral to creating customer satisfaction and critical to driving employee engagement.
Overall, by developing our employees we aim to provide the dormakaba workforce with theskills they require to safely and efficiently perform their tasks and support their careeradvancement, while reducing employee turnover. We offer various training and development
programs for our employees. While we apply some of these programs on a consistent global
basis – particularly leadership development, others are developed at the segment or country
level to serve local needs.
Local training includes a range of vocational training and dual study programs, language andproject management courses, as well as opportunities for job rotation. With our Learning
Management System (LMS), we provide employees with worldwide access to a variety ofeLearning modules, ranging from product, sales and safety to leadership topics. Within the
LMS, we have continued to offer LinkedIn Learning, which has a library of more than 10,000
eLearning courses. Our LMS also allows us to roll out global learning initiatives such as
information security training, compliance training and antitrust training.
To provide staff with the competencies they require to safely and efficiently perform theirtasks and to support their career advancement, dormakaba focuses on three areas:
1. Leadership development
2. Individual development and career management
3. Vocational and technical training

Leadership development
We see leadership as the ability to move oneself and others toward a common goal.
Specifically, we want our leaders and managers to act according to our company values andto apply constructive leadership styles (e.g. working toward self-set goals, developing others,
resolving conflicts constructively, cooperating) while acting as strong role models for our
employees to follow. In line with our strategy and ambition, we want the best leaders in key
positions. We are aware that this requires clarity and support for potential leadership
candidates in their development.
We have therefore compiled a Leadership Toolbox, which is a unique set of methods andtools we want our leaders to understand and apply, e.g. constructive leadership behavior,
best practice facilitation skills, and further core leadership skills and tools. This toolbox also
serves as the basis for a globally consistent rollout of leadership training, e.g. our standard
manager training Leading for Success and the senior manager training Leading Leaders. We
have also established two management development programs – the Advanced
Management Program (AMP) and Talent Development Program (TDP) – to develop future
leaders of dormakaba. The AMP focuses on further strengthening the leadership andbusiness expertise of already successful managers, while the TDP focuses on high-potential

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employees. Both programs are co-facilitated by our Executive Committee members andsupported by faculty from external business schools.
Examples of our leadership programs in the financial year 2019/20 included:• A series of Leading for Success training sessions were conducted with around 100
managers from various segments. The trainings deal with central leadership topics
such as effective methods of leadership, performance management, and employee
developments. The Leading for Success program is usually a five-day classroom
training. During the Covid-19 pandemic, virtual modules were offered instead.
• The final modules of the second graduating class of the AMP and TDP took place inNovember 2019. The module was held in Shanghai (China) and was hosted incollaboration with the renowned China Europe International Business School(CEIBS). The cooperation with the CEIBS gave the participants a profound insight
into digital business in China and was a fitting addition to the course materials on
Artificial Intelligence and Lean Start-up.
• AS AMER held the biannual Leadership Strategy Conference which included allsenior managers and key contributors. The theme was “Customer First: Inside Out”.
Multiple workshops, training, networking, and teambuilding activities took place overthe course of this 4-day event. It culminated in the first-ever AS AMER Values
Awards ceremony for each of our five company values.
• In Ennepetal (Germany), a management assessment center was established andused during the appointment process of the new leadership team of the
manufacturing site.
• In AS EMEA, a special e-learning module on constructive leadership has beendeveloped and assigned to most managers. In addition, team workshops using theGroup Style Inventory (GSI) tool have been conducted for 71 participants across AS
EMEA including the senior management team. GSI provides a proven, valid andreliable measure of how people in groups interact with each other and work as ateam.
• The leadership styles of management teams across the Key & Wall Solutions
segment was individually assessed in Canada, India and the USA. Individual andteam results are discussed in various meetings and actions for development areplanned accordingly. Team results are examined for consistency against the businessstrategy. Follow-up actions included self- and peer mentoring, external coaching,and internal training.

Individual development and career management
Our combined performance and succession management process known as Perform & Grow
provides a common framework to measure and manage performance and potential. The
process also includes the documentation of individual development activities and related
development measures and training. Further, it provides criteria to identify high potentials
and creates the foundation for systematic succession management to ensure that eachleadership position has viable successors.
Examples of our career management initiatives in the financial year 2019/20 included:• We extended the number of users for Perform & Grow to 1,650 employees (around
twice as many compared to the previous financial year) and will continue withfurther rollouts in the coming years. To achieve this, we will continue to work
together to align Perform & Grow with local works councils wherever this is required.
• For the second year in a row, the AS AMER Operations management team inMontreal (Canada) held a joint, half-day Talent Review session to review strengths,
development areas, and Perform & Grow ratings for each employee reporting tothem. Feedback was shared and each manager could then provide insights to theirdirect employees.
• In a cross-segment collaboration between AS APAC and AS DACH in Asia, HR teams
worked to develop and implement a talent exchange and mentoring program. The
aim is to develop talents through cross-location on-the-job experience between thetwo segments.

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Sustainability Report 2019/20• In Switzerland, AS EMEA began development of a career path project for productdevelopment specialists to tackle retention issues caused by a perceived lack ofcareer opportunities. The goal was to create a framework that empowers
employees to take charge of their own career planning based on their strengths andinterests. A pilot launch across product development teams in the segment inAustria and Switzerland will begin in the financial year 2020/21.
• Key & Wall Solutions reorganized the business to support new growth strategies inAustralia and in doing so, filled key positions with internal staff and supported theirindividual career progression with on-the-job training and support. And in Germany,
annual dialogues between employees outside the current scope of Perform & Grow
and their supervisors were launched. Measures for further development are
discussed and both agreed and documented between the two parties.

Vocational and technical training
In today’s rapidly changing world of work, the importance of lifelong learning is steadily
increasing. For our business success, it is essential that our employees have the relevant skills
for their work. The training we provide covers topics such as lean management, health andsafety, and product offerings. Additionally, the increasing digitalization of our products andservices also requires new competencies – for example, on big data analytics and artificial
intelligence. To ensure that our employees have the relevant long-term skills, we continue toinvest in their vocational development and in promoting their talents.
Examples of our vocational and technical training in the financial year 2019/20 included:• AS AMER operations in Canada are obligated to invest 1% of total salaries intraining and development of employees. Our Montreal facility invested nearly double
the minimal government standard on their training initiatives. Training on Lean
Management, such as its philosophy and various tools, was a key focus and helped
them achieve the bronze level certification.
• In addition to the broad portfolio of standard trainings, AS DACH trained 382
employees through classroom and webinar sessions aimed to harmonize sales andservice processes.
• In January 2020, the AS EMEA Sales Academy was launched, which aims to develop
sales teams and managers by providing a progressive learning path spanning overthree years. The first pilot sessions were held in the Netherlands, South Africa, andFrance for service, projects and solutions sales streams, and in Norway for the sales
managers in the Scanbalt region.
• As required by ISO standards, Key & Wall Solutions runs an annual competenceassessment and related gap analysis as a basis for the annual training plans. Lean
management was a special focus, with various Kaizen events organized to enable all
employees to participate in process improvement initiatives. In Germany, we havestarted to give both new and existing white-collar employees the possibility to work
for a week on the shop floor. This strengthens product knowledge and harbors asense of solidarity between production employees and office workers.

Our performance
We have made good progress on developing the skills of our workforce. For example, 78% of
employees now have access to, and can participate in, our Learning Management System(LMS). Of these, 80% (9,797 employees) have completed at least one eLearning module,
compared to 60% in the previous financial year. This positive development was also
confirmed by dormakaba employees in the recent employee survey “dormakaba dialogue”.
The two items on employee development have seen the most positive change compared to2018, scoring 7 percentage points higher than before. The LMS is used for both global andlocal training, and the offering has been expanded. In the financial year 2019/20, 58 neweLearning modules have been added, and 131 classroom courses and 111 webinars have beenoffered on the platform. 45% of the new training courses provided are product-related,usually with a focus on sales or technical aspects.
Compliance-related training modules continue to have the highest participation in absoluteterms, including those on the Code of Conduct, antitrust and information security.
Combined, these had over 7,900 participants.

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In addition, training support for global programs such as dormakaba dialogue and Perform& Grow are offered regularly to managers through the LMS. The system was also used totrain IT employees on a new IT enterprise resource planning software and related processes.
As planned, we also made great strides in establishing agile project management methods
as an alternative to “waterfall” project management methods in dormakaba. These included
certified training courses on SCRUM Master, SCRUM Product Owner, and scaled agile(SAFe) methods such as Leading SAFe 5.0 and SAFe for Teams. These methods will help us
to develop faster and more customer-oriented products and services.
During the Covid-19 pandemic, on-site training shifted to webinars via the LMS. From April
to June 2020, 151 additional webinar sessions were provided. These were mainly productrelated. We also offered courses directly related with managing new work environments
during the pandemic, including the technical aspects of virtual conferencing tools, leading
virtual teams, self-management, and working from home. These webinars and othersupporting tools were made available in ten languages.
Extensive training has also been provided to the procurement organization, which was
reorganized in the financial year 2019/20. The aim was to support change management andto provide proper knowledge transfer on processes, tools, and regulations – and included
training on the supplier sustainability assessment process. Learning packages were geared
to specific target groups, even of other related business functions, across all segments andconsisted of 15 live webinars (227 sessions in total) or video recordings. More than 5,600
attendees have taken part in the webinars, with an average of 7 courses per person.
We continue to expand the scope of Group-wide reporting on training hours per employee
toward our goal of full reporting scope in the mid-term. For the financial year 2019/20, thesites already reporting this figure covered 87% of our workforce based on full-time
equivalent employees (versus 57% coverage in the financial year 2018/19). For these, theaverage number of training hours per employee was 17 hours per year, which was higher
than the previously reported figure in financial year 2018/19 (12 hours) and corresponds toour expectations.
Our segments and Group HR regularly gather and evaluate participant feedback after
training sessions in order to maintain and continually adapt the quality of our training andeducation programs. In addition, our training programs are regularly evaluated as part ofthe external audits for ISO 9001 certification. If a negative trend is identified through thisaudit process, management meets to review the root cause and determine any potentiallyrequired remediation, which may include increased communication and/or modifying thetraining program.

OutlookIn the financial year 2020/21, we will roll out a new training module on the topic of anticorruption. We will also continue to develop further tailored orientation training packages
for new employees based on their job function or country. The next packages are planned for
procurement teams and for employees based in the European Union.
We will also carry out technical improvements to the LMS to enable mobile functionality.
Based on the lessons learned from the abovementioned procurement training model, we will
support further Group functions to provide tailored online learning opportunities for theirprocesses, tools, and procedures, to ensure proper knowledge transfer to their target
audiences.
AS AMER will be implementing a multi-year project to develop a Sales Enablement Academy
with an integrated and holistic approach to how to sell and work with our customers.
Sponsors from sales, service, marketing and HR are working together to create the content.
Additionally, an early-career Sales Trainee Program will be established for new college
graduates to participate in the Academy as well. We will also adjust our compensation
system to fit the new career path model. AS APAC will similarly develop a Vertical Learning
Academy to enable the organization in achieving cross-selling and solution-selling indifferent vertical markets such as airports.

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AS DACH will continue to work on the development and implementation of a cross-country
standard onboarding process and the implementation of a workflow for individual training
requests in the LMS as well as a function-skill matrix to support tracking of completed
trainings.
As part of a new strategic workforce planning concept, a career path model in Switzerland
will be implemented, based on job mapping and the allocation of new job families. In themidterm, staffing levels and staffing requirements can be analyzed step by step, futuredeviations can be identified and necessary measures such as requirement or training can bederived. Further, gender pay equity analyses will be carried out in line with new Swiss
regulations.

Building a more resilient workforce
Interview with Nicole Claase, Deputy Vice President Learning& Development AS EMEA
You have recently launched a project to foster workforce resilience.
What is your definition of workforce resilience and why have you
chosen to focus on this?
Being resilient helps people to adapt and remain strong during timesof significant stress. Resilience is the ability to bounce back from adifficult situation. It can be learned and nurtured through training
and practice. Since a resilient workforce is essential for having a sustainable organization, it
was very clear that supporting employees with training on managing stress and building
resilience was extremely important.
What learning model have you used, and who has taken part?
The training is hosted virtually and includes best practices, self-reflection and sharing ofideas and concerns. Although the content part is important, great value lies in sharing anddiscussion amongst the participants.
The training focuses on understanding stress, understanding how each person responds tostress and then developing a personal stress management plan. Resilience is stronglyinterlinked with stress management and the training focuses on those elements which build
resilience, such as working towards a purpose.
So far, the participants have been management teams in the AS EMEA segment, as well as
customer service teams from the sales and service department in the Middle East and Africa
region. The training is available to all employees.
The Covid-19 pandemic has been a time of unprecedented uncertainty. What does this haveto do with workforce resilience?
Workforce resilience is especially important during these times of uncertainty. Developing
the ability to manage stress and to stay resilient will help to sustain a strong organizationthat can adapt in times of change and can maintain a positive and effective workforce.

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Freedom of Association &Collective Bargaining
As a member of the UN Global Compact, dormakaba respects theright of all workers to form and join a trade union without fear of
intimidation or reprisal, in accordance with national laws.
Why it matters
The right of employees to form or join trade unions and employee representative
organizations of their own choice fosters our constructive dialogue culture at all our
locations. For dormakaba, this also facilitates structured communication with our employees
on fair working conditions, reducing turnover and achieving high performance andengagement amongst members of our workforce. Our aim is to ensure that employees feel
comfortable in communicating openly with their leaders and managers.

Key activities
As a member of the UN Global Compact, dormakaba respects the right of all workers toform and join a trade union without fear of intimidation or reprisal, in accordance withnational laws. Furthermore, our employees are free to collectively bargain, if they so desire.
We work proactively with employee representative bodies to achieve positive results for both
employees and the company. Collective bargaining agreements are in effect in various
locations including Australia, Austria, Brazil, China, Colombia, France, Germany, Italy,
Mexico, New Zealand, Switzerland and the USA. In Poland, alternative employee
representation is in place which is also based on a transparent election process. However,the committee serves in a more consultative capacity.
To guarantee the right of all workers to form and join a trade union and to bargain
collectively, dormakaba focuses on two areas:
1. Identifying risks, fostering openness and transparency
2. Negotiating for mutual benefit and performance gains

Identifying risks, fostering openness and transparency
In the financial year 2017/18, we conducted a comprehensive impact assessment along ourvalue chain (see Outro) to identify which sustainability topics were most relevant in which
geographical areas and steps along the value chain. The sustainability impact assessment
revealed that some countries like China, Malaysia, the United Arab Emirates and the USA
present a higher risk when it comes to respecting the rights of freedom of association andcollective bargaining. Hence, dormakaba explicitly fosters and ensures that employees canengage in unions and works councils in all our operating regions and business segments.
Specifically, our actions in the financial year 2019/20 included:• AS APAC facility in Suzhou (China) has a trade union that supports many employee
initiatives and activities. Employees may engage in different committees such as the
Employee Welfare Committee and the Employee Food Committee. Regularmeetings were held with the trade union to countercheck and decide on proposals to
the welfare plan. Members regularly audit the food service at the manufacturing
facility for hygienic preparation and nutritional content.
• AS APAC subsidiary in Taiwan continues to explicitly forbid: (1) threatening,
disciplining, punishing, or firing workers because they exercise this right; (2) refusing
to hire a candidate because of their association with trade unions; and (3)blacklisting of union organizers by providing their names and details of theiractivities to other employers, or to employers’ associations.
• AS AMER has continued the wind-down of the Steeleville (USA) manufacturing
facility, working closely with the union throughout the process. We have been able topartner on several topics including negotiating their attendance bonus payout,

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training and knowledge transfer to other locations, and the timing of the final
closure.
• Key & Walls Solutions held regular, collaborative meetings with the workers council
to align company plans such as granting worktime flexibility and conflict prevention,
also in conjunction with measures related to the Covid-19 pandemic.

Negotiating for mutual benefit and performance gains
dormakaba regularly engages in negotiations of provisions in collective bargaining
agreements. These collective bargaining agreements allow dormakaba to improve its
business practices but also to offer improved employment provisions for staff. For thisreason, some local entities put works councils in place to ensure the representation of all
employees.
Examples of our collective bargaining agreements in the financial year 2019/20 included:• In Brazil, AS AMER negotiated on the company’s targets in the collective bargaining
agreement that cover topics such as profitability, quality and efficiency. Thesetargets are then used to determine the variable part of the compensation under aprofit-sharing program. In Germany, bargaining negotiations were conducted or are
still in process for the sites in Villingen-Schwenningen, Dreieich and Bühl. Various
agreements on technical improvements and process standardizations wereconcluded or implemented. One highlight is the provision for families, with either
small children or with care cases, and for employees working shifts to convert an
unconditional one-off payment granted to all employees into additional days off.
• AS DACH concluded negotiations for the collective bargaining agreement with thetrade union in Dreieich (Germany). With this completed, all employees in Germany
are covered under different collective bargaining agreements but with uniform tariffstandards. In Germany, an enterprise agreement was concluded that regulates theframework conditions for mobile work, including working in the home office. During
the Covid-19 pandemic, a solidarity collective bargaining agreement was reachedwith the trade unions to allow for mitigation measures. This included one-off tariff
payments which could be converted to days off toward dependent care or shorttime work agreements.
• In Austria, dormakaba is member of Metaltechnology Austria, which is the national
representation of all enterprises active in mechanical and plant engineering, steel
construction and metal ware production. Metaltechnology Austria has concluded acollective bargaining agreement with the trade unions which includes a mandatory
minimum remuneration scheme for all employees working in the respective industry.
• AS EMEA negotiated an additional five working days of annual leave above
statutory minimum in South Africa for the Bargaining Council (MEIBC) employees
after completion of five years of service.
• Key & Wall Solutions reached various agreements with trade unions in Italy
regarding overtime, the use of accrued holiday on a rotational basis, additional leavefor dependent care and social safety nets to mitigate impacts of the pandemic. A
new general collective bargaining agreement was also concluded for Germany.

Our performance
In the financial year 2019/20, 64% of our employees were covered by collective bargaining
agreements. This underscores the importance we place on fostering openness andtransparency with trade unions and works councils to negotiate for mutual benefit andimproved employment provisions. Our most significant achievement last year in securing andimproving core labor rights for employees is demonstrated in the examples above –specifically in Brazil, China, Italy, Germany, South Africa and the USA. However, our biggest
challenge remains in respecting the right to collectively bargain in countries where this is
factually or legally impeded.

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OutlookIn the financial year 2020/21, AS DACH will work to further harmonize the different works
council agreements in Germany, in order to offer equal benefits and job conditions for
employees in the country. The same applies to those in Austria. Planned negotiations withthe trade union in Suzhou (China) will focus on non-remuneration topics like work-lifebalance, employee events, and personal health.

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Focus Area Products
We are dedicated to producing high-quality, reliable products andsolutions, as well as integrating our customers’ health and safetyconcerns. We aim to reduce our customers’ environmental burdens bydesigning material- and energy-efficient products.

Product-related
Energy, Emissions,Effluents & Waste

We incorporate the latest product life cycle
approaches in our product development.

Materials

We focus on choosing materials that areboth safe and environmentally friendly.

Customer Health &SafetyEnd user health and safety is an inherent partof our business plans.

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Energy, Emissions, Effluents &Waste
We aim to reduce our customers’ environmental burdens by designing
material- and energy-efficient products.
Why it matters
In terms of primary energy consumption, the building sector is one of the largest energy
users in the world – as a result, their influence on climate change is enormous. As a leading
manufacturer, dormakaba is committed to incorporating the latest product life cycle
approaches and environmental technologies to continuously advance our productdevelopment and improve our as well as our customers’ sustainability performance. This not
only provides new opportunities for our design and manufacturing processes; it addresses
our customers’ expectations regarding environmentally friendly products.

Key activities
We aim to reduce our customers’ environmental impacts by designing material- and energyefficient products. We are dedicated to producing high-quality and reliable products andsolutions, while also integrating our customers’ desire for environmentally friendly options.
As a result, product design remains a core focus of our sustainability strategy, with anemphasis on energy consumption and carbon emissions during the product's use phase, andwaste management and recyclability at its end of life.
The trend toward sustainable design and ecodesign is here to stay. With an average lifespanof 40 to 50 years, buildings should ideally be constructed in a way that allows requiredmaterials and natural resources to be used efficiently. Green Building certification schemes –such as Leadership in Energy and Environmental Design (LEED) or the German Sustainable
Building Council (Deutsche Gesellschaft für Nachhaltiges Bauen, DGNB) – rate thesustainability of an entire building. The green building market is forecast to experience a
CAGR of more than 10% from 2018 to 2023. By developing sustainable products andproviding transparency on our sustainability performance, dormakaba secures our market
position and offers added value to customers seeking Green Building certifications.
To reduce product-related energy consumption, emissions, effluents and waste, dormakaba
focuses on three areas:
1. Product design with a life cycle approach
2. Greater transparency with Life Cycle Assessments and Environmental ProductDeclarations
3. Sustainability platforms for greater information sharing

Product design with a life cycle approach
Our sustainability commitment and life cycle approach is integrated into the company’s
Product Design Manual, which is binding for all new dormakaba-branded products in the
Access Solution segments. By integrating life cycle thinking in the Product Design Manual,
dormakaba is taking the first steps in integrating environmental impacts into our decisionmaking, as well as in product and process development. This product development anddesign process requires Aesthetic Design Approvals, so-called ADECO, to ensure our design
integrity. Each step in our design development stage requires close collaboration between
our engineers and producers. Final approval for preproduction is granted by Operations,
Product Development, Product Management and Product Design. The manual’s productdesign requirements are binding for all new dormakaba-branded products and productranges. The life cycle approach covers the complete value chain from resources, production
and distribution to use and waste/recycling:

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Greater transparency with Life Cycle Assessments and Environmental ProductDeclarations
Life Cycle Assessments (LCA) provide a reliable calculation of the environmental
performance of a product. This includes the systematic assessment of the environmental
impacts arising during the extraction of raw material through the production, distribution,and use phases which are quantified based on materials, energy consumption, transportroutes, emissions, and the lifespan of the products.
dormakaba uses two LCA approaches: cradle-to-gate and cradle-to-grave. The first
approach considers all production stage modules: raw material supply, transport, andmanufacturing. The latter one covers all life cycle modules, which means that in addition to
the cradle-to-gate stages, cradle-to-cradle analyzes the building construction process,product use stage and end of life, i.e., our upstream value chain. We mainly use cradle-togate “with options” so that we can select the relevant upstream life cycle module(s).
We quantify and disclose a product’s environmental impact through its entire life cycle in ourEnvironmental Product Declarations (EPDs), which are based on the international standards
ISO 14025, 14040, 14044 and the European Standard EN 15804. We have adopted them toensure that our environmental information is reliable and credible. Our goal is that by theend of the financial year 2020/21, products representing 30% of our total turnover have
EPDs and/or Health-related Product Declarations (HPDs). To provide this range of EPDs, we
are working with sustainability consultancies who help us in creating the LCAs.
In addition, dormakaba has become a partner in the “Live LCA” project hosted by KIC
InnoEnergy and the European Institute of Innovation and Technology. The project aims toquickly assess life cycle information by increasing the use of live data from production
monitoring systems. We support the project by providing manufacturer-specific data. In
addition to the LCA, product-specific live data on topics such as energy and material
consumption can be used to determine potentials in energy savings or waste reduction. A
key focus of the project in the 2019/20 financial year was on software development, which
resulted in the beta module “iPoint Product Sustainability”. The cloud-based web application
helps to identify hotspots along the life cycle where the biggest improvements can be made.
The user interface is tailored to the needs of the user’s role, whether engineers orsustainability managers, in such a way that even non-LCA experts can easily understandhow material choice, for example, affects the environmental impact during the product’s
lifetime. dormakaba tested and gave feedback to the system’s user interface as part of thecollaboration.

Sustainability platforms for greater information sharing
Product information from EPDs, HPDs and Declare Labels can contribute to the Building
Information Modelling (BIM) and specifications or help attain the highest levels of green
building certification systems, such as Leadership in Energy and Environmental Design(LEED).

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dormakaba publishes the product information from such product declarations on
internationally recognized sustainability platforms such as the DGNB Navigator, mindful
MATERIALS, and the International Living Future Institute (ILFI). These databases provide
transparent environmental and health information for users and ensure easy access to
specific product data. By providing product information on such databases, we seek to lower
market entry barriers in the green building industry, making our inclusion in related bidding
processes possible. These databases serve slightly different purposes:• DGNB Navigator is an online database created for building products based on the
DGNB certification system. The online platform creates transparency and provides
manufacturers, architects, planners, craftsmen and auditors with fast, precise andfree valuable information on the product they are looking for and its characteristics– for example, information on environmental impacts, life cycle costs, energy
requirements or emission behavior. dormakaba received DGNB-Navigator Labels for
the TS 98 XEA slide channel door closer and the sensor barriers Argus 40, 60 and 80
in the financial year 2019/20.
• mindful MATERIALS is a free platform with aggregated information on
environmental impacts and human health for building products. dormakaba uses it
to meet international market requirements, which are mainly driven by the American
construction industry, and to keep abreast of new developments. Since this platform
is constantly being revised, a Content Working Group was set up, of whichdormakaba is a member. The aim of the Content Working Group is to coordinate asuitable approach for product manufacturers and to make suggestions for further
platform developments. dormakaba participates in bimonthly meetings withmembers of the Content Working Group such as architects, service providers,planners and manufacturers in order to agree on information requirements forvarious criteria that are included in the mindful MATERIALS Library.
• International Living Future Institute (ILFI) offers a publishing depository for Declare
Labels based on the toxnot platform for chemical management and hazard
assessment. dormakaba uses the toxnot platform to create and manage Declare
Labels in order to fulfill the American and international market demands for greatertransparency of hazard profiles. The aim of toxnot is to promote safe andenvironmentally friendly products. Our portfolio of seven Declare Labels was
renewed in the financial year 2019/20.

Our performance
The know-how we have acquired over the years enables dormakaba to set appropriate
priorities in a constantly changing international market environment with ever new demands
on sustainability issues. At the same time, this evolving marketplace remains our biggest
challenge. We constantly exchange knowledge with our colleagues worldwide in order toremain abreast of customer demands and to raise awareness on the importance ofachieving a comprehensive understanding of sustainability issues.
We have been publishing LCAs in the form of EPDs since 2011. The first EPD we offered tocustomers was for our main door closer TS 93. Since then, our EPD portfolio has steadily
expanded for our top-selling and tender-relevant products.
Our aim for the financial year 2019/20 was to publish 4 new EPDs. In fact, we published 13
EPDs, including for the full product lines of the room-partitioning systems of our Skyfold (3)and Modernfold (7) brands (Segment Key & Wall Solutions). EPDs were also published for
the TS 98 XEA door closer, its accessories and the Argus sensor barriers. Our further aim to
renew the EPD for the TS 93 was also achieved, and the renewal for the BTS 80/BTS 80
EMB/RTS 80 EMB door closers is expected in the financial year 2020/21.
These efforts contribute to achieving the dormakaba sustainability target of having EPDs
and/or HPDs for products representing 30% of total annual revenue by the end of thefinancial year 2020/21. Currently 19% of our products based on sales volumes are covered by
EPDs and/or HPDs. In order to achieve our target by the deadline, we have initiated aGroup-wide project to set up a LCA tool solution for semi-automated EPD generation, which
will give us the possibility to generate a larger number of EPDs in a more flexible and lessresource-intensive way.

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Outlook
We will continue the integration of further product clusters in the new LCA tool in thefinancial year 2020/21, which will enable us to develop EPDs for over 30 products. In parallel,
EPDs for another 11 products, which were already in the pipeline, will be developed outside of
the LCA tool. Additionally, four renewals for series of floor spring and transom door closers
are also expected in the financial year 2020/21.

Skyfold and Modernfold publish Environmental Product Declarations
for full product portfolios
To make sustainable decisions when building or renovating a space,architects, general contractors and business owners need to know
how the products or materials selected impact the naturalenvironment. The same goes for companies looking to expand on
their sustainability initiatives, such as Skyfold and Modernfold,brands within our Key & Wall Solutions segment, manufacturinghorizontally and vertically folding and acoustic automated movable
walls for flexible offices, educational facilities, hospitality venues
and convention centers worldwide. In their Environmental ProductDeclarations (EPDs), Skyfold and Modernfold share their products’environmental performance with the aim to not only provide specifiers with the resources
needed to facilitate green building certification, but also to provide themselves with a tool toreflect on their own environmental footprint.
EPDs communicate an unbiased and transparent view into how a product can impact theenvironment and to what extent, giving Skyfold and Modernfold a unique opportunity toassess the materials and procedures used to fabricate their movable walls, thetransportation methods used to deliver these walls to customers, and different end-of-life
possibilities. “What’s great about EPDs is that they provide us with a chance to reflect on
our processes and products and then evaluate where and how we can improve to makeSkyfold an even greener flexible space solution for our customers and our naturalenvironment,” explains Stephan Acolatse, Engineering Supervisor and head of the team ofengineers responsible for the EPD reports at Skyfold (pictured left). “It’s insightful for us asengineers and innovators, while demonstrating our commitment to be a responsible
business.”

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Materials
Knowing that healthier materials contribute to customer health andsafety, we focus on choosing materials that are both safe andenvironmentally friendly.
Why it matters
It has been well documented that healthier building materials have a positive impact onbuilding occupants’ well-being. We therefore focus on choosing product materials that areboth environmentally friendly and consumer safe to ensure we are simultaneously
addressing any impacts to the environment and to our customers’ health and safety.

Key activities
dormakaba products are manufactured around the world using different processes. The
most utilized non-renewable raw materials include metals such as steel, brass, aluminum,
nickel silver and zinc, as well as gypsum board, glass and plastics. Other important materials
are wood, paper and cardboard which are made from renewable resources. Metal parts areoften converted, for example, into door closers, cylinders, key blanks, hotel locks and glass
fittings. Glass, wood and gypsum board are primarily utilized in sliding and revolving door
systems and movable walls.
The potentially greatest environmental risks lie in the processes used for (1) electroplating
and surface finishing, (2) painting, (3) melting, and (4) zinc and aluminum die casting. These
manufacturing processes are used at 29 of the 102 locations covered in this report. To
reduce our environmental footprint, we focus on monitoring and mitigating theenvironmental impact of these operational steps. When it comes to optimizing our choice ofmaterials, we focus on complying with international material requirements; developing
environment- and health-related product declarations; and utilizing the life cycle approach
whenever possible. In addition, since the primary extraction of metals from ore and thesubsequent refining processes are resource-intensive, dormakaba uses metals with recycledcontent whenever possible. Further, we generally send scrap metal to recycling.
Knowing that healthier materials contribute to customer health and safety, and thatarchitects and building inhabitants wish to have more transparency on the content of
products, we highlight the possible health impacts of our products. We have developed
various Health Product Declarations (HPDs) and regularly perform tests – for example onvolatile organic compounds (VOCs) in a movable wall product or on hazardous substances inelectronic products. To reduce our environmental and customer impacts related to the
choice of materials, dormakaba focuses on three areas:
1. Complying with international material requirements
2. Health-related product declarations
3. Closing cycles

Complying with international material requirements
We manage compliance issues on both an ad hoc and strategic basis. Customer and internal
requests on used materials or training, for example, are addressed ad hoc; while liaising withexternal legal support is a more strategic endeavor in order to review changes to regulatory
requirements. Through our Supplier Code of Conduct, we also set clear expectations that
our suppliers should actively support ongoing efforts to manage and demonstrate productcompliance with the abovementioned regulations.
In the financial year 2018/2019, we were impacted by major changes to the EU Regulation
1907/2006 (REACH). Lead, which is used in a lot of metal alloys, has been classified as a
Substance of Very High Concern (SVHC) by the European Chemicals Agency (ECHA) in 2018and has been added to the REACH Candidate List for authorization. Candidate List
substances are deemed of significant risk to human health and the environment and might
eventually be added to the authorization list. Should this occur, users and sellers of thesesubstances may need to apply to ECHA for permission to sell and use these substances
within the EU. In addition, the ECHA is currently establishing a so-called SCIP Database for

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information on substances of concern established under the EU Waste Framework
Directive. Companies supplying articles containing SVHCs in a concentration above 0.1%
weight by weight (w/w) on the EU market must submit information on these articles to
ECHA, as from January 2021.
After assessing the potential impact of this change and seeing the need for a coordinatedapproach to material substitution research by product development teams, we haveformally defined a materials compliance network under the lead of our Chief Technology
Officer in the later part of the financial year 2019/20. The increasing information provisionobligations compounded with the complexity of our upstream and downstream supply chain
and of our products’ bill of materials demonstrates the need for a Group-wide strategic
approach.

Health-related product declarations
dormakaba offers various health-related product declarations which transparently accountfor the materials found in our products. These are in the form of HPDs, Building ProductDeclarations (BPDs) or Declare Labels, depending on local market requirements.
An HPD provides a detailed list of the materials and contents of a building product and theassociated effects on human health. The declaration is a common reporting format withwhich the required transparency can be guaranteed. BPDs are particularly relevant in the
Scandinavian market and are based on the standard from the Byggvarubedömningen(BVB), a business association of Sweden’s major property owners and building contractors.
The requirements have become more extensive in recent years. Information must be
provided on chemical content and life cycle assessment, in addition to other documents like
Material Compliance Statements or Safety Data Sheets.
In the financial year 2019/20, dormakaba updated 30 HPDs to the latest version of thestandard (2.1.1). Additionally, we published new BPDs for four door hardware products.
Overall, we have published BPDs for 24 global products.

Closing cycles
Several production sites focus on closed-loop systems in their material use, including inAustralia, Brazil, China, Italy, and the USA. The manufacturing facilities recycle most internal
scrap metal, either back into their own processes or by selling it to a local approved recycler.
Scrap material is also sent back to the original producer, who then uses it to make ourpurchased materials, resulting in a closed-loop system. For over five years, the production
facility in Vittorio Veneto (Italy) accomplished this with over 70% of produced scrap goingback into its closed-loop system. Even intracompany trade of scrap takes place, as in theexample of our facility in Bogota (Colombia) selling its brass scrap to our facility in Rocky
Mount (USA). And the AS APAC facility in Taishan (China) reuses zinc alloy scrap in the die
casting process, whereas in Melaka (Malaysia) aluminum chips are remelted in the foundry
for reprocessing.
The AS AMER manufacturing facility in Indianapolis (USA) conducts on-site oil reclamation
generated from the machining processes. The site utilizes a system whereby oil is spun off ofthe scrap metal and collected for reprocessing. Once the water content in the oil is
evaporated, the oil is reconditioned and supplied back to the equipment for use. In Dyersville(USA), the manufacturing facility is finalizing a program in which all inbound containers
servicing glass panel production will be sent back to the vendor for reuse, creating a closedloop system.
Also downstream material cycles are taken into consideration. In Germany, we launched atake-back program for sales and transport packaging. We report the annual packaging
volumes to a regulatory body as well as a third-party partner, who then takes back the
packaging from our customers and ensures it is properly recycled.

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Our performancedormakaba has made good progress in enhancing our products and their material
composition and origin, beyond the legal requirements. In addition to the new BPDs for fourdoor hardware products mentioned above, we published 12 new HPDs for the complete lines
of room-partitioning systems of the Dorma Hüppe, Modernfold and Skyfold brands of the
Key & Wall Solutions segment. Further, two HPDs were published for the Argus sensor
barrier and the TS 98 XEA slide channel door closer.
We have continued to improve on material compliance, but we have more work to do toadvance our agenda and performance. Early in the financial year 2019/20, we have reviewed
bills of material for electronic products and performed tests on selected products to ensurecompliance with the amendments to EU Directive 2011/65/EU (RoHS) that came into effectin July 2019 – including the addition of four new substances. Other markets such as Eurasia
and the United Arab Emirates are largely basing their own RoHS regulations on the EU
Directive. So, we have also assessed additional products for compliance according to the IEC
63000 standard and obtained laboratory tests, as required by UAE RoHS regulation.
There are however many challenges to tackle; for example, material compliance requires theextensive collection of data. Our supply chains are global and complex which makes it
difficult to conduct any necessary follow-up or investigation. And we have to ensure thatchanges in material composition do not impact product quality. In the financial year
2019/20, AS AMER collaborated with a third-party supply chain data management provider
to support product compliance with California Prop 65, but also REACH, RoHS and Conflict
Minerals requirements. This was an extension of the collaboration with the same provider
for product compliance support within the American operations of the Key & Wall Solutions
segment.
in metric tons 1)

2019/20

Non-renewable resources

61,853

Steel (incl. stainless steel)

32,167

Brass

8,872

Aluminium

8,587

Nickel silver

1,469

Zinc

4,330

Copper34

Gypsum Board

2,963

Glass

2,250

Plastics (parts and packaging material)

1,181

Renewable resources

12,708Wood (incl. packaging material)

8,362

Paper and cardboard (incl. packaging material)

4,3461) Not included are materials and volumes which can only be accounted for in pieces or monetary terms.

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Material use (in %)Sustainability Report 2019/20

Raw material use (in %)Outlook
We continue to stay well informed of the upcoming changes to relevant materials
regulations. With the European Commission currently discussing the extension of the Annex
III of the EU Directive 2011/65/EC (RoHS) with an additional seven substances, we will begin
to review our electronic products for potential impact. Further, the working groups underthe material compliance network will discuss lead substitution research including potentialchanges to machinery and impacts for assembly lines expected in the midterm. Additional
working streams will be the selection of a software solution for materials compliance andthe development of processes to ensure meeting the information provision obligation to the
SCIP database from the European Chemical Agency.
Similarly, we will stay abreast to changes in the BPD and HPD standards and revise ourexisting portfolio accordingly in the coming financial year.

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Leveraging business expertise to help people stay healthy during theCovid-19 pandemic
An interview with Bill Fabiszewski, Deputy Vice President
Marketing, dormakaba Key Systems North America
During the Covid-19 pandemic, Key Systems developed HandzOff, a“touchless” tool with a hook for turning door handles, a notch forengaging knobs and a probe for push buttons and digital touchsensitive screens. What was your motivation to do this?
The concept is not particularly new – there are similar tools
available. Some internal inquiries and research revealed that thebrass material we use to make keys has antimicrobial properties. It
was not difficult to see that a tool like this fit neatly into our production capabilities andthat it was a way that we could help make a positive difference. That was all it took to get
the team moving.
How long did it take you to get from concept to commercialization, what was involved andwhat were some challenges of retooling your production lines?
About five weeks.
This was truly a global team effort: design, design selection, prototyping, tool design andfirst article production took about three weeks. At the same time, marketing teams madepatent and trademark inquires, worked on branding, social media campaigns, packaging andbuilt a website. The sales teams across the globe worked on defining and creating the sales
channels. It was a global team effort, more complex than I can describe in a few words.
In parallel we were working on the most difficult element – the material. There is a specificrange of copper and copper alloys approved as antimicrobial. Our regular brass is an alloy of
about 60% copper and 40% zinc. It fit this range with one exception – the lead (Pb) content
was too high. Our biggest challenge was clearing one of our foundry casting lines of lead inorder to produce an approved lead-free copper alloy.
Can you tell us about the materials choice you made for the product?
The original choice was easy – we both produce and use flat brass strip for almost every key
we produce. Our brass is 100% recycled. When key blanks are punched from brass strip,
about 50% of the brass strip is returned to the foundry for reprocessing. Besides processing
the leftover brass from Rocky Mount, we process the scrap material from the Key Systems
factories in Colombia and Peru. This leftover material in this closed-loop material cycle issupplemented by brass and copper scrap sourced from building salvage companies, othermanufacturing operations and military bases.
As I mentioned before, the challenge was to eliminate the lead to produce the correct alloy.
The alloy we chose came from a list published by a US government agency and is nearly
identical to our normal alloy except for the lead content. By carefully choosing the type ofmaterial introduced into the first stages of the foundry process, we were ultimately able toproduce the correct lead-free brass.
The new alloy was recently tested and confirmed to meet the REACH limits for lead
exposure, and we are in the process of confirming that it will also meet the lead exposure
limits for California Prop 65. We hope to be able to use this same material for otherapplications where we can offer the advantage of the antimicrobial properties of brass.

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Customer Health & Safety
It is our aim to make access in our customers’ lives smart and secure.
End user health and safety is therefore a top priority and an inherent
part of our business plans.
Why it matters
For us as one of the top three global access control and security solutions companies,
customer health and safety is fundamental to our sense of product responsibility. By
identifying and minimizing all possible risks of our products – including those arising fromharmful materials or potentially endangering functional features – we ensure the safety of
our customers and end users.

Key activities
It is our aim to make access in our customers’ lives smart and secure. End user health andsafety is therefore a top priority and an inherent part of our business plans. Public buildings
must meet high standards in terms of public health and safety, as well as for our built-in
products and solutions. dormakaba meets these product and customer requirements withproduct certifications for internationally recognized standards such as from the European
Standard (EN), American National Standards Institute (ANSI) or Deutsches Institut für
Normung (DIN). We pay particular attention to the DIN 18040 standards, which apply tobarrier-free construction in public buildings. Furthermore, the ISO 9001 ensures that quality
management requirements are continuously monitored and improved.
Our product management team is responsible for this work, in close consultation with
Product Development, as required by the Group Directive Adaptive Innovation Methodology(AIM) and defined by Group Innovation Management. Our product quality assurance
process, which includes both internal and external resources, ensures that our products have
all necessary labels. No product can be installed in-field or released for production without
the appropriate certification in hand. This is a necessary step in the product development life
cycle, i.e., the product verification phase based on AIM. At a Group-level, the productmanagement team is responsible for customer health and safety, in close consultation with
Product Development. In our business units and at our production sites, ISO 9001 processes
are implemented locally and managed by local quality assurance managers.
To ensure product- and solution-specific customer health and safety, each dormakaba
segment develops adequate action plans:
1. Access Solutions segments
2. Key & Wall Solutions segment

Access Solutions segments
Our Access Solutions (AS) segments provide products such as escape routes, entrance
systems and hotel access systems. dormakaba works to address fire safety, electromagnetic
interference and hazardous substances, as well as the need to ensure emergency exits open
following a power failure. To ensure customer health and safety, our business addresses
these topics through the following activities:• Hazardous substances: products are designed to comply with the EU Directive on
the restriction of the use of certain hazardous substances in electrical and electronicequipment (RoHS directive 2011/65/EC and its amendment 2015/863/EC). Allcomponents and materials in dormakaba electronic products sold in the EU market
are determined to be RoHS-compliant before any product manufacturing begins.
• Fire testing: an example of a fire test requires the door assembly with locks beplaced in a door leaf and subjected to a temperature determined in the door leaf
specification for a period of three hours. Requirements are met if no flaming occurs
on the unexposed surface of a door assembly during the first 30 minutes of thetesting period, among other prerequisites; the fire test fails if flames are going
through the door leaf during the whole test time.

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Sustainability Report 2019/20• Electrostatic discharges: for various Electronic Access and Data products, we focus
on product certification. For example, the dormakaba Wireless Gateway 90 42 iscertified to EN 55024, which tests for immunity in cases of electrostatic discharges,
power surges and interruptions, or radio frequency interference. The product is also
certified to IEC 60950, which specifies requirements intended to reduce risks of fire,electric shock or injury for the service person, operator or end user who may come incontact with the product.
• Emergency exits and escape routes: automatic doors are subject to the highest
safety demands, in accordance with EN 16005. To meet these demands, selfmonitoring sensors are mandatory. Obstacle self-detection and automatic reversing
are also included in many products. For example, the KTV ATRIUM revolving door
systems feature a safety sensor system. Emergency exit and escape route doors areequipped with a redundant operator, an additional control unit for safety purposes
and a self-monitoring motion detector. The ES 200-2D door operator features
emergency opening following a power failure. Additionally, revolving doors require asafety risk assessment before installation, in accordance with DIN 18650. This isprovided by dormakaba at the building site before a sale is made.
• User testing: in some cases, new product launches require the product development
team to initiate an alpha (internal) and a beta (external) user testing. This is inaddition to product certification and performance testing. Beta testing is theprocess by which the first initial products released from the production line are
installed in a limited customer setting, and monitored closely by the technicalsupport, product management and engineering teams. During the beta testing, any
issues can be escalated to the team, to which an investigation is carried out andissues resolved prior to the full launch of the product in the field. This provides anextra layer of verification and validation to most of our product launches andfurther deployments.
In case of emerging risks and customer complaints, dormakaba has a Group-wide customer
complaint process in place based on the principles of ease of access, solution-driven
expertise, short response times, positivity and focus on our value “Customer First”.
The process follows five steps:
1. Acknowledge that the customer has an issue, ideally within 24 hours.
2. Assess the problem, prioritize and find a solution driver.
3. Resolve the issue.
4. Respond in a timely manner, keeping the customer informed of the status.
5. Conclude with a proper follow-up to assess the customer’s satisfaction andintegrate lessons learned.
Regulatory compliance falls at the top of the list of priorities for any development leads andrequires immediate action plans. An incident response plan is put in place to enable directaccess to the required resources as well.

Key & Wall Solutions segment
Our Key & Wall Solutions segment provides product categories such as automotive solutions,keys and space-dividing solutions. Both business units, Key Systems and Movable Walls, haveindividual approaches to customer health and safety that are product-specific:• The business unit Key Systems approaches customer health and safety as anelement of its ISO 9001 certifications and ensures compliance with both mandatory(such as the European CE Declaration of Conformity) and voluntary safety
standards. Over 16 product certifications apply. Each Key Systems product features:proper documentation, such as an owner’s manual; a Declaration of Compliance;
contact details for the manufacturer; quick guides and tutorials available on theweb; and training on demand or during product installation to provide the customer
with all the information relevant for proper product use and safety features.
Regional distributors are periodically trained on the same topics.
• The business unit Movable Walls has over ten active certifications, including thosefrom Underwriter’s Laboratory (UL) and the Canadian Standards Association(CSA). Product certification includes fire testing, smoke testing, ball-throwing tests,

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and weight bearing tests on suspension track systems, for example. The related
legal registers are regularly monitored and updated.
In addition to the Group-wide dormakaba customer complaint process, which is described in
the Access Solutions segments section above, the ISO 9001 quality system within Key
Systems includes a further grievance mechanism. Each production site implements its ISO
9001 processes locally. Quality assurance managers have ownership of the grievancemechanism and track any complaints from receipt to closure, including feedback to thecustomer. The steps are registering the complaint in the ticketing system, evaluation,
problem analysis and corrective actions, verification, lessons learned, and closure. The
intended users of the grievance mechanism are all the relevant stakeholders such as
customers, technical assistance, procurement, quality control, logistics, manufacturing,product development, and sales teams. Effectiveness of the grievance mechanism is basedon the number of open, accepted, refused and closed complaints per fiscal year. Additionally,at least once a year, a management review assessment evaluates related KPIs andperformance status.

Our performance
To ensure we are on the right track, we internally and externally verify customer health andsafety through various certification programs (including ISO 9001), testing, and stakeholder
feedback. For example, 51% of reporting sites have achieved ISO 9001 certification.
Examples of contributions to customer health and safety in the financial year 2019/20
included:• AS AMER launched an extensive process to properly manage the replacement of
products with outdated features across some of our lodging, multi-housing andcommercial products. A dedicated product manager coordinated with various
internal teams to inform customers in multiple waves of communications, withrobust tracking and ongoing engagement to ensure product replacement.
• AS APAC ran a virtual “Customer Connect” program in all markets to raiseawareness on touch-free, barrier-free and hospital solutions, in addition to otherproduct features and specifications. Combined, over 800 external stakeholders suchas distributors, architects and property owners participated. Fire testing for six
product series was also completed for various regional markets.
• AS DACH offered assembly videos and/or technical films as well as on-site training
workshops to support a safe and correct assembly and installation of products aspart of new product launches. And when a firmware error in one of the door drives
was discovered to pose a risk of injury, we promptly communicated this tocustomers via letter and established countermeasures and processes to update thefirmware on-site.
• AS EMEA is investing in research and development to monitor and optimize battery
use in digital door cylinders, to reduce the need for battery replacement and disposalof their toxic substances. Work on using energy harvesting technology to eliminate
batteries use altogether is in its early stages. The segment also launched acollaboration with a technical university in Austria to study materials that could
substitute lead in our metal alloys.
• Key & Wall Solutions segment has begun research and development on possible
substitution of nickel-plating material on keys. Nickel has been classified as adangerous material by the European Chemical Agency, and although the restrictionsof its use are for products that come into direct and prolonged contact with humanskin, such as jewelry, we are proactively assessing whether a substitution could bemade.
In the financial year 2019/20, there have been no incidents of non-compliance withregulations or voluntary codes concerning the health and safety impacts of products andservices, which have resulted either in a fine, penalty or written warning.

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OutlookBecause of the Covid-19 pandemic, demand in the access and security market has shifted totouch-free solutions. The protection of the health of staff and visitors to buildings andhospitals, and prevention of the spread of contagions is more important than ever.
The Access Solutions segments can contribute, for example, by developing and providing
automated entrances which act equally as automated physical health checkpoints, such as
by using infrared temperature sensors or facial recognition. Solutions can manage accessover multiple entrance situations and changing alert levels without compromising security
options. We will continue to expand our touch-free solutions across our extended productportfolio in order to serve many customer types and applications. Also, we will expand ourantimicrobial finish options across several product lines.
We will continue scouting new lead- and nickel-free materials and less hazardous materials
in the market. Our goal is to integrate these materials into existing production infrastructurewith minimal modifications to the machinery, and if possible, without a cost increase of our
products. We aim to develop a prototype of a battery-free electronic access system as well.
Key & Wall Solutions segment will obtain certifications for relevant products according to
IEC/EN 62368-1, the new international safety standard of electrical and electronicequipment. Beta testing will be carried out for a new key cutting machine in partnershipwith one of the largest distributors of key cutting machines in Europe. The partner company
will invite end users to test the new product in their labs to gather field data and feedback.

Offering safe product service during the Covid-19 pandemic
Interview with Christian Bauszus, Global Business Owner
Services, dormakaba
Service colleagues around the world have been working on-site
during the Covid-19 pandemic to keep our access and security
solutions maintained for our customers. How did you handle this?
Early during the pandemic, we issued a global guidance for the service organization toensure that neither our employees nor our customers are exposed to any undue risk ofcontagion. The guidance included best practices for hygiene as well as further
recommendations directly related to services and installation work. One example is inphysically demarcating allowed “touch points” on building property or construction sites. This
included, for example, push plates, handrails, locking points, door handles and tablets or
documents and pens. Hands-off everywhere else.
Other guidance included best practice examples of hygiene and hand-washing techniques,as well as Personal Protective Equipment, on bringing food from home rather than stoppingat busy restaurants for lunch, daily updates on outbreaks and no-go areas, andrecommendations to conduct service work outside of the customers’ regular business hours,
etc. We also offered video conferencing and deployed augmented reality to enhance remotesupport services.
What kinds of customer service and communication processes did you set up?
This was managed based on the various local governmental regulations. We recommended
local service teams to call the customer to understand special routines or measures on
expected behavior before arrival. The guidance also included raising awareness of the safety
guidelines for any subcontractors.
And we sought to support our customers not only with our services but also with oursolutions, e.g., with upgrades of manual doors to touch-free automatic doors with respective
sensor technology, wherever feasible, to give end users a better and more hygienic
experience.
In Australia we also developed special checklists and procedures for field managers andservice technicians for so-called Category 1 Sites, which included supermarkets, airports,

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hospitals and medical centers. And in the USA, we worked closely with our industry
associations to deploy health and safety tips to our customers and provided direction on
how to procure Personal Protective Equipment during the Covid-19 pandemic.

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Outro
About this report
This is the dormakaba Holding AG (“dormakaba”) Sustainability Report 2019/20, whichhighlights our sustainability commitment, strategic approach and progress and is geared toall stakeholders. This is the company’s fifth sustainability report. This report has been
prepared in accordance with the GRI Standards: Core option. The report covers the financial
year 2019/20 from 1 July 2019 to 30 June 2020. dormakaba reports on an annual cycle andpublished the previous report in September 2019. While external assurance of the
Sustainability Report 2019/20 was not performed, the compensation of the Board of
Directors and the Executive Committee, as well as the financial statements, were audited by
an external auditor. Due to improvements in data quality and validation processes, arestatement of the previously reported carbon footprint data from the financial year
2017/18 is necessary. The restated figure is 70,733 tCO2e for combined Scope 1 and 2
emissions (market-based approach), as opposed to the previously reported figure of 75,541
tCO2e.

Significant changes to the organization and its supply chain
In the financial year 2019/20, dormakaba appointed Steve Bewick as Chief Operating
Officer of the AS EMEA segment and thus a Member of the Executive Committee as of
1 January 2020. Steve Bewick (53) was previously Senior Vice President UK, Ireland andBenelux and a member of the Segment Management Team of AS EMEA.
The company announced in March 2020 that both Michael Kincaid (58), Chief Operating
Officer AS AMER, and Jörg Lichtenberg (55), Chief Manufacturing Officer, were to step
down from their respective positions and as members of the Executive Committee as of
30 June 2020 at the latest. As successor of Michael Kincaid, the Board of Directors has
appointed Alex Housten (39). He joined dormakaba as of 1 April 2020 and after an
onboarding period will assume responsibility as COO AS AMER and joining the Executive
Committee on 1 July 2020.
With Jörg Lichtenberg leaving the company, it was decided to discontinue the Chief
Manufacturing Officer role. Over four years after the merger, the company’s new operating
model is well established which allows Management to reassign the Chief Manufacturing
Officer’s respective responsibilities within the organization.
Further, dormakaba completed the acquisition of Alvarado Manufacturing Co. Inc., based in
Chino (CA/USA). Alvarado is a leading manufacturer of physical access solutions in North
America such as speed gates, turnstiles and other admission devices with a focus on office,commercial and government buildings, as well as sports, leisure and entertainment facilities.
This business was not in scope in this or previous sustainability reports in terms ofenvironmental or human resources figures.
Event after the balance sheet date
On 9 July 2020, dormakaba has announced that the Board of Directors has appointed
Sabrina Soussan as the new CEO of dormakaba effective 1 April 2021. Sabrina Soussan has
been Co-CEO of Siemens Mobility, a leading supplier of transport solutions, since 2017, andheld several leadership positions in Siemens’ mobility, building technologies and automotive
businesses over the past 20 years. Riet Cadonau, CEO of dormakaba Group since 2011, will
hand over his CEO responsibilities at the end of March 2021 and focus on his role as
Chairman, following his re-election at the upcoming Annual General Meeting.

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Reporting coverage and processes
The data presented covers 95% of dormakaba employees in 102 locations worldwide, as
represented by the blue dots in the below map. These are locations with more than 20
employees and include all manufacturing facilities. Environmental data including energy,
water, waste and materials consumption is collected via an internal Business Intelligencereporting platform. Each location has a dedicated reporter. For all except materials use,internal reporting deadlines are set at the 6th, 10th and 12th month of the financial year.
Materials use is reported at financial-year end. Human Resources data pertaining to GRI 100
such as fluctuation and workforce composition is gathered through the Group-wide Human
Resources Information Platform of SAP SuccessFactors. Figures on corruption cases,
collective bargaining, health and safety and training hours are gathered on an annual basis
by HR for all reporting units in scope via Excel spreadsheets. Data quality controls andconsolidation for all data are provided after financial-year end by an external consultant.
This report was reviewed and approved by the Chief Executive Officer and Chief Finanial
Officer.

Sites covered

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Materiality process in detail
In the financial year 2017/18, dormakaba invested in a comprehensive materiality
reassessment to be aligned to the GRI Standards. The latter have clarified the inside-out
nature of the term “impacts” in their latest materiality definition.

Impact assessment
As part of the materiality process, we focused our efforts on a study-based impact
assessment of sustainability topics along our value chain. The aim was to focus efforts
where dormakaba can have the most impact on sustainable development. The analysis
included dormakaba data from procurement, sales, production and human resources. Thiswas overlaid with over 50 risk indicators from social hotspot databases, the World Bank andthe Organisation for Economic Co-operation and Development (OECD).
The approach provided a structured qualitative analysis of environmental, social andeconomic indicators for the countries and industries dormakaba is involved in throughout thevalue chain.
dormakaba value chain

For ease of modelling, the company’s value chain was simplified into four steps in the sustainability
impact assessment: 1.) Raw materials & sourced goods; 2.) Transportation; 3.) Own activities; and 4.)Distribution, use and end-of-life.

The basis for the long-list of 26 topics taken up into the assessment were:• The material aspects as defined in the financial years 2015/16 and 2016/17,• Topics based on the sustainability context of the industries in our value chain, and• Ongoing sustainability initiatives in the company.
Overall, the assessment process has not only helped to identify hotspots along the value
chain, it has generated internal momentum and sharpened understanding of such impacts.
This will serve as a basis for informed decision-making as the company manages its
sustainability efforts going forward.

Stakeholder dialogue
The second dimension in the materiality reassessment was focused on the relevance of thesustainability topics for our stakeholders, both internal and external. The stakeholder
dialogue which had taken place in the financial year 2015/16 was thorough and validated in arobust, multi-stage process. This included an online survey of around 100 employees
including the Executive Committee, the Senior Management and employees who regularly
deal with sustainability matters in their day-to-day work. Additionally, bilateral discussions
with external representatives such as investors, customers, suppliers, partners, and local
government were conducted. The results were therefore taken as a basis for this dimension
in the current materiality reassessment. For further details, refer to the 2016/17
Sustainability Report.

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Outro

Threshold-setting and validation
The results of the impact assessment and stakeholder dialogue were quantified in thedormakaba materiality matrix. The threshold for material topics was defined in a workshop
with the international dormakaba Sustainability Working Group, including representatives
from a range of global and segmental functions within the Supply Chain, Procurement,
Human Resources, Compliance, Operations, Quality Control, Material Compliance andCommunications departments. After intensive discussion on a third and final dimension –i.e., importance of the individual topics to the company strategy and values, as well as
possible risks and opportunities – the materiality threshold was agreed.
All topics where dormakaba was shown to have a medium to high impact on sustainable
development were taken up as material. These were topics where dormakaba either makes
a positive contribution to sustainable development – for example through job creation ortraining – or topics whereby our own operations or those of business partners and suppliers
could have a negative impact, for example, energy consumption and greenhouse gas
emissions resulting from the manufacturing process. Areas of highest interest to
stakeholders were also considered. Most topics with a medium to high relevance to ourstakeholders were defined as material.
In a final step, the proposed material topics were discussed with the Executive Committee,
which then approved them. In addition, the Executive Committee defined the topics ofCustomer Health and Safety and Customer Privacy as material, highlighting our company
value “Customer First”.

Changes in material topics
Many topics which had been previously defined as material were reconfirmed through thereassessment process, which indicated that the company was on track in its sustainability
management. In addition, six topics have been newly added as material, as seen in the below
table. Some topics which had been previously defined as material were shown to be of lessrelevance to stakeholders or of less potential impact on sustainable development for thecompany. While these topics are less material in the sustainability strategy, ourcommitment to the principles related to forced labor and non-discrimination continues as amember of the UN Global Compact.
New material topics

Previously defined as material

Materials

Socioeconomic ComplianceFreedom of Association and Collective
Bargaining

Forced Labor

Customer Privacy

Diversity and Equal Opportunity

Customer Health and Safety

Economic Performance

Supplier Environmental Assessment

Product and Service Labelling

Supplier Social Assessment

Reporting Frameworks
This report has been
prepared in accordancewith the GRI Standards:
Core option.
dormakaba also reports to
the Carbon Disclosure
Project annually. Last year,
dormakaba achieved a B
score for its report.
dormakaba is a member of
the UN Global Compact
and publishes its annual“Communication on
Progress” on the UN Global
Compact website.

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dormakaba Materiality Matrix 2017–2021
The dormakaba Materiality Matrix below highlights the 17 material topics we plan tomonitor and report on through the year 2021, while tracking any emerging global issues orrisk for future consideration. An interactive version is available in the web-version of thisreport. For each topic, the topic boundaries are defined as per impacts along the dormakaba
value chain as seen in the subsequent charts. We prioritize these issues according to thedegree of potential impact.

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Anti-competitive Behavior
Definition: Prevention of any form of anti-competitive behavior, extortion, collusion, conflictsof interest, price fixing. Anti-trust and monopoly practices, whistleblowing procedures.
Potential Impact per Value Chain Step

Anti-corruption
Definition: Prevention of any form of corruption and bribery in the supply chain, logistics andoperations. Policy regarding payments to authorities and whistleblowing procedures.
Potential Impact per Value Chain Step

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Customer health and safety
Definition: Assurance of the health and safety of customers, consumers and other users.
Potential Impact per Value Chain Step

Customer privacy
Definition: Safeguarding of customer's rights of data protection and privacy; e.g. obtaining
data by lawful and fair means, protection of personal data of customers by adequate
information security safeguards, responsible use of customer data in sales, proliferation of
new technologies and security risks / liabilities, cyber security.
Potential Impact per Value Chain Step

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Effluents and Waste
Definition: Pollution in the supply chain, logistics and operations; e.g. emissions of toxic orhazardous substances from manufacturing to soil or water, responsible use, storage anddisposal of potential pollutants, preventing chemical spills, wastewater treatment; waste
generation, recycling of generated waste.
Potential Impact per Value Chain Step

EmissionsDefinition: Greenhouse gas (GHG) emissions and air pollutants in the supply chain, logistics
and operations; e.g. CO2, NOx, SOx, volatile organic compounds (VOCs), fine dust emissions,ozone-depleting substances, reduction of the risks of related human health impacts.
Potential Impact per Value Chain Step

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Employment
Definition: Employment and job creation by the organization and along the value chain; e.g.
employment practices, wages, working conditions, hiring and retention of employees, social
dialogue, employee-management relations.
Potential Impact per Value Chain Step

EnergyDefinition: Energy consumption and use of renewable energy in the supply chain, logistics,
operations and products, e.g. energy efficiency, use of local and renewable energy, energy
efficiency of products.
Potential Impact per Value Chain Step

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Environmental Compliance
Definition: Compliance with environmental laws and regulations along the value chain (e.g.
reduction of financial risks through fines and negative impacts on reputation, avoidance ofclean-up obligations or other costly environmental liabilities).
Potential Impact per Value Chain Step

Freedom of Association and Collective Bargaining
Definition: Risk and non-compliance with the freedom of association and collective
bargaining in the supply chain, logistics and operations.
Potential Impact per Value Chain Step

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Human rights assessment
Definition: Respecting human rights along the value chain; e.g. obligation and training of
employees and business partners to adhere to human rights, provision of grievancemechanisms, human rights due diligence. Human rights include e.g. freedom of religion, rightto life, protection from discrimination, freedom from slavery and forced labor.
Potential Impact per Value Chain Step

Materials
Definition: Efficient use of materials in production and in the supply chain, e.g. optimizationof the production process, responsible sourcing of conflict minerals and wood, ensuring
material traceability, responsible use, recycling and reuse of materials and product recovery,
responsible use of scarce materials.
Potential Impact per Value Chain Step

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Occupational health and safety
Definition: Accidents, injuries and wellbeing of people involved in activities along the value
chain; e.g. workers' exposure to risks and hazardous substances, (personal) protective
equipment, health and safety training, health checks, case management, ergonomic work
areas.
Potential Impact per Value Chain Step

Supplier environmental assessment
Definition: Reduction of negative environmental impacts in the supply chain and of business
partners, i.e. supplier screening, due diligence processes, prevention, mitigation andremediation of negative impacts. Sustainable sourcing of raw materials, e.g. impacts ofextraction (including conflict minerals), procurement from politically unstable regions.
Potential Impact per Value Chain Step

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Supplier social assessment
Definition: Requirement of social standards for suppliers and business partners, i.e. code of
conduct, certifications, audits in the supply chain. Sustainable sourcing of raw materials, e.g.
impacts of extraction (including conflict minerals), procurement from politically unstableregions.
Potential Impact per Value Chain Step

Training and education
Definition: Enhancement of employee and talent development along the value chain; e.g.
vocational training, development planning, performance evaluation, promotion of skills,
employee training and education, promotion of lifelong learning opportunities, facilitation ofcontinued employability.
Potential Impact per Value Chain Step

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Water
Definition: Water consumption in the supply chain, logistics and operations and impact onwater availability and pollution; e.g. water withdrawal and affected sources; measures toensure availability and sustainable management of water and sanitation; adaptation towater scarcity, water saving measures.
Potential Impact per Value Chain Step

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GRI Content Index
GRI 100 Foundation 2016
GRI 102: General Disclosures
2016

Organizational profile
102 – 1 Name of theorganization

About this report

102 – 2 Activities, brands,
products, and services

About dormakaba

102 – 3 Location of
headquarters

About this report

102 – 4 Location ofoperations

Sites covered

102 – 5 Ownership and legal
Corporate Governanceform
102 – 6 Markets served

About dormakaba

102 – 7 Scale of theorganization

About dormakaba
Key Figures

102 – 8 Information on
employees and otherworkers

About dormakaba

102 – 9 Supply chain

Supplier Social and Environmental Assessment

102 – 10 Significant
changes to the
About this reportorganization and its supply
chain
102 – 11 Precautionary
Principle or approach

Strategy and Approach

102 – 12 External initiatives

Strategy and Approach

102 – 13 Membership ofassociations

dormakaba is a member of various industry associations andorganizations. The focus thereby lies on organizations concerned withdoor hardware, the security industry, building, locks and fittings, aswell as metal and glass hardware, with memberships varying acrosscountries and markets. These memberships include but are notlimited to: Builders Hardware Manufacturers Association (USA),
Swissmem (Switzerland), Association of Swiss Locks and Builders
Hardware Manufacturers, European Locksmith Association, Security
Industry Association (USA), The American Institute of Architects,
United States Green Building Council, Door and Hardware Federation(UK), Singapore Manufacturing Federation, German Sustainable
Building Council, Construction Specifiers Institute (USA), Glassassociation of North America, Canadian Security Association,
American Association of Automatic Door Manufacturers, China
Construction Metal Structure Association, Hong Kong Fire Protection
Association, Japan Lock Manufacturer’s Association, Japan Security
Systems Association, National Fire & Civil Emergency Preparedness
Council (Singapore), Architectural Door Hardware Association(Australia).

Strategy
102 – 14 Statement fromsenior decision-maker

Letter from our Chairman and CEO

Ethics and integrity
102 – 16 Values, principles,standards, and norms of
behavior

Our Code of Conduct outlines our values, principles, standards andnorms of behavior.

Governance
102 – 18 Governancestructure
Stakeholder engagement

Board of Directors
Strategy and Approach

GRI Content Index109dormakaba

Sustainability Report 2019/20

102 – 40 List of stakeholder
Strategy and Approachgroups102 – 41 Collective
bargaining agreements

Freedom of Association and Collective Bargaining

102 – 42 Identifying andselecting stakeholders

Strategy and Approach

102 – 43 Approach to
stakeholder engagement

Strategy and Approach

102 – 44 Key topics andconcerns raised

Strategy and Approach

Reporting practice
102 – 45 Entities included in
the consolidated financial
About this reportstatements
102 – 46 Defining reportcontent and topic
Boundaries

Strategy and Approach

102 – 47 List of material
topicsStrategy and Approach

About this report

About this report

102 – 48 Restatements of
information

About this report

102 – 49 Changes inreporting

30 new reporting locations

102 – 50 Reporting period

About this report

102 – 51 Date of mostrecent report

About this report

102 – 52 Reporting cycle

About this report

102 – 53 Contact point forquestions regarding thereportAbout this report

102 – 54 Claims ofreporting in accordancewith the GRI Standards

About this report

102 – 55 GRI content index

GRI Content Index

102 – 56 External assurance About this report

GRI 200 Economic
GRI Standard

Disclosure

GRI 103: Management Approach 2016
Materiality Matrix
103 – 1 Explanation of the material
Fair competition and antitopic and its Boundary
corruption

Anti-corruption

103 – 2 The management
approach and its components

Fair competition and anticorruption

103 – 3 Evaluation of the
management approach

Fair competition and anticorruption

GRI 205: Anti-corruption 2016
205 – 3 Confirmed incidents ofcorruption and actions taken

Fair competition and anticorruption

GRI 103: Management Approach 2016
Materiality Matrix
103 – 1 Explanation of the material
Fair competition and antitopic and its Boundary
corruption
103 – 2 The management
approach and its components
Anti-competitive Behavior 103 – 3 Evaluation of the
management approach

Fair competition and anticorruption
Fair competition and anticorruption

GRI 206: Anti-competitive Behavior 2016
206 – 1 Legal actions for anticompetitive behavior, anti-trust,and monopoly practices

Fair competition and anticorruption

GRI Content Index

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GRI 300 Environment
GRI Standard

Disclosure

GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Materials

Materials

103 – 2 The management
approach and its components

Materials

103 – 3 Evaluation of the
management approach

Materials

GRI 301: Materials 2016
301 – 1 Materials used by weight orMaterials
volumeGRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Environmental Management

Energy103 – 2 The management
approach and its components

Environmental Management

103 – 3 Evaluation of the
management approach

Environmental Management

GRI 302: Energy 2016
302 – 1 Energy consumption within
Environmental Management
the organization
GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Environmental Management

Water

103 – 2 The management
approach and its components

Environmental Management

103 – 3 Evaluation of the
management approach

Environmental Management

GRI 303: Water 2016
303 – 1 Water withdrawal bysourceEnvironmental Management

GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Environmental Management

Emissions

103 – 2 The management
approach and its components

Environmental Management

103 – 3 Evaluation of the
management approach

Environmental Management

GRI 305: Emissions 2016
305 – 1 Direct (Scope 1) GHG
emissions

Environmental Management

305 – 2 Energy indirect (Scope 2)
GHG emissions

Environmental Management

GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Environmental Management

Effluents and Waste

103 – 2 The management
approach and its components

Environmental Management

103 – 3 Evaluation of the
management approach

Environmental Management

GRI 306: Effluents and Waste 2016
306 – 2 Waste by type anddisposal method

Environmental Management

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GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Environmental Management

Environmental
Compliance

103 – 2 The management
approach and its components

Environmental Management

103 – 3 Evaluation of the
management approach

Environmental Management

GRI 307: Environmental Compliance 2016
307 – 1 Non-compliance withenvironmental laws andregulations

Environmental Management

GRI 103: Management Approach 2016
Materiality Matrix
103 – 1 Explanation of the material
Supplier Social andtopic and its Boundary
Environmental Assessment

Supplier Environmental
Assessment

103 – 2 The management
approach and its components

Supplier Social andEnvironmental Assessment

103 – 3 Evaluation of the
management approach

Supplier Social andEnvironmental Assessment

GRI 308: Supplier Environmental Assessment 2016
308 – 2 Negative environmental
impacts in the supply chain andactions taken

Supplier Social andEnvironmental Assessment

GRI 400 Social
GRI Standard

Disclosure

GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Employment

Employment

103 – 2 The management
approach and its components

Employment

103 – 3 Evaluation of the
management approach

Employment

GRI 401: Employment 2016
401 – 1 New employee hires andemployee turnover

Employment

GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Occupational Health and Safety

Occupational Health and
Safety103 – 2 The management
approach and its components

Occupational Health and Safety

103 – 3 Evaluation of the
management approach

Occupational Health and Safety

GRI 403: Occupational Health and Safety 2016
403 – 2 Types of injury and rates
of injury, occupational diseases,
lost days, and absenteeism, andnumber of work-related fatalities

Occupational Health and Safety

GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Training and Education
Training and Education

103 – 2 The management
approach and its components

Training and Education

103 – 3 Evaluation of the
management approach

Training and Education

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Sustainability Report 2019/20

GRI 404: Training and Education 2016
404 – 1 Average hours of training
per year per employee

Training and Education

GRI 103: Management Approach 2016
Materiality Matrix
103 – 1 Explanation of the material
Freedom of Association andtopic and its Boundary
Collective Bargaining

Freedom of Association
and Collective Bargaining

103 – 2 The management
approach and its components

Freedom of Association andCollective Bargaining

103 – 3 Evaluation of the
management approach

Freedom of Association andCollective Bargaining

GRI 407: Freedom of Association and Collective Bargaining 2016
407 – 1 Operations and suppliers inwhich the right to freedom of
Freedom of Association andassociation and collective
Collective Bargaining
bargaining may be at risk
GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Human Rights Assessment
103 – 2 The management
approach and its components
Human Rights Assessment 103 – 3 Evaluation of the
management approach

Human Rights Assessment
Human Rights Assessment

GRI 412: Human Rights Assessment 2016
412 – 1 Operations that have been
subject to human rights reviews
or impact assessments

Human Rights Assessment

GRI 103: Management Approach 2016
Materiality Matrix
103 – 1 Explanation of the material
Supplier Social andtopic and its Boundary
Environmental Assessment

Supplier Social
Assessment

103 – 2 The management
approach and its components

Supplier Social andEnvironmental Assessment

103 – 3 Evaluation of the
management approach

Supplier Social andEnvironmental Assessment

GRI 414: Supplier Social Assessment 2016
414 – 2 Negative social impacts inthe supply chain and actions
taken

Supplier Social andEnvironmental Assessment

GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Customer Health and Safety

Customer Health and
Safety103 – 2 The management
approach and its components

Customer Health and Safety

103 – 3 Evaluation of the
management approach

Customer Health and Safety

GRI 416: Customer Health and Safety 2016
416 – 2 Incidents of noncompliance concerning the healthand safety impacts of products
and services

Customer Health and Safety

GRI 103: Management Approach 2016
103 – 1 Explanation of the material Materiality Matrix
topic and its Boundary
Customer Privacy
Customer Privacy

103 – 2 The management
approach and its components

Customer Privacy

103 – 3 Evaluation of the
management approach

Customer Privacy

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Sustainability Report 2019/20

GRI 418: Customer Privacy 2016
418 – 1 Substantiated complaints
concerning breaches of customer
privacy and losses of customer
data

Customer Privacy

Contact
dormakaba Holding AG
Hofwiesenstrasse 24
8153 Rümlang Switzerland
sustainability@dormakaba.com

Imprint
Project management: Stephanie Ossenbach, Senior Manager Corporate Sustainability
Editor: dormakaba Holding AG
www.dormakaba.com
Picture credits:© Daniel Koebe, Human Rights / Supplier Assessments / Occupational Health & Safety /Customer Privacy / Products: Energy, Emissions, Effluents & Waste© Karsten Rabas, Environmental Management;© Alexa Rodenjohann, Fair Competition & Anti-corruption (Portrait);© Bine Bellmann, Freedom of Association & Collective Bargaining / Customer Health &Safety;© Adobe Stock (Quka), Materials
Copyrights: © dormakaba Holding AG, 2020

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