Sustainability
ReportFinancial Year 2022/23

dormakaba

Sustainability Report 2022/23

Table of contents
3

Introduction

10

Strategy & Approach24

UN Sustainable Development Goals

30

People51

Planet73

Partnerships

95

Outro

107

ESG Performance Table

112

Policies & Benefits

113

GRI Content Index

118

Auditor Letter

121

Contact

31
37
41
45

52
64

74
81
91

Fair Employment
Training & Education
Diversity, Equity & Inclusion
Occupational Health & Safety

Energy & Emissions
Circular Economy & Materials

Supplier Sustainable Development
Human Rights
Customer Health & Safety2dormakaba

Sustainability Report 2022/23

Introduction
Two years after the launch of our sustainability frameworkand the more than 30 ESG targets, we are proud to sharewhat we have achieved and the focus of our future plans so
we can provide more sustainable access solutions for every
place that matters.

2022/23 in brief●

Scope 1+2 emissions were reduced by more than 10,000 tCO2e since our baseline in FY
19/20

●

On-site solar energy generation increased by 50%●

240 sustainability-related product declarations and certifications are now available●

156 high-risk suppliers were assessed in our Supplier Sustainability Engagement Program●

1,261 unsafe observations were submitted across our operations in an effort to foster amore proactive safety culture●

More than 51,000 online and blended courses were completed by our employees, withadditional face-to-face trainings also taking place●

We published Group Directives for Health & Safety and Sustainable Procurement, andstarted the development of a global Diversity, Equity & Inclusion (DE&I) recruitment
policy.

●External acknowledgments: Gold medal from EcoVadis; CDP score A-; Prime Status fromISS ESG Corporate Rating; “Best Sustainability Program 2022” prize from EBH AG

Introduction

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Letter from the CEO

Jim-Heng Lee, CEO dormakaba

Dear Stakeholders,
In FY 22/23 we continued to deliver on our sustainability commitments with good results. But
we also noted several trends impacting our sustainability efforts. The global energy
landscape has shifted as a result of the war in Ukraine, which disrupted energy supplies
across Europe, creating energy insecurity, rising costs, and a strong incentive for investment
in renewable energy sources. In the short term, we have focused on energy–saving measures
to reduce both costs and carbon emissions. Due to this and other energy–saving initiatives, I
am happy to report that we have met our annual target to reduce our Scope 1+2 carbon
emissions in line with a 1.5°C pathway.
At the same time, sustainability regulations are rapidly evolving across the globe. The EU
Corporate Sustainability Reporting Directive, the German Supply Chain Due Diligence Act, andmandatory requirements to apply the recommendations of the Task Force on Climate–
related Financial Disclosures (TCFD) in various jurisdictions are just some of the new policies
and reporting requirements that are changing the way companies do business.
As a company, we are well–positioned to respond to these new requirements. Indeed, as afirst measure to align with the TCFD, we are sharing our climate transition plan with the
public for the first time in this Sustainability Report.
Our Sustainability Framework and the more than 30 ESG targets that we announced in
November 2021 provide a solid foundation not only to be compliant, but also to maintain ourleading sustainability position in the industry. We are proud that we keep receiving positive
feedback across various external channels for our efforts. In this financial year, we wereawarded a gold medal from the sustainability rating agency EcoVadis, and our CDP (Carbon
Disclosure Project) score improved from B to A-, moving us into the Leadership band for the
first time. We have also received Prime Status from the Institutional Shareholder Services(ISS) Environmental, Social, and Governance Corporate Rating. Furthermore, EBH AG, thelargest European trade association for fittings, awarded us the “Best Sustainability Program2022” prize.
We have continued our active role in multistakeholder discussions, such as on the platformsof the United Nations Global Compact (Swiss network), and raised awareness about humanrights standards, and best practices. In collaboration with the University of St. Gallen, we
published a study early this summer to help other companies improve their understanding
and management of the human rights risks linked to their cobalt supply chains.

Introduction

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During this financial year, we launched ground–breaking product innovations in the field ofsustainability, such as a sensor-controlled automatic door system that significantly
contributes to improving the energy balance of the building, reducing operating costs, andensuring greater safety during operation. Furthermore, our brand-new consultative tool, theDoor Efficiency Calculator, helps customers find the most suitable automatic doors for theirbuildings in terms of energy efficiency, costs, and carbon footprint. These innovations wereintroduced at the BAU trade fair and were received positively by customers. Moreover, by
successfully integrating a comprehensive list of sustainability criteria during the designphase of product developments, we have reached one of our targets for 2023: that all new
product developments and optimizations are covered by our circularity approach.
In terms of our goal to assess all high-risk suppliers for their sustainability management via athird party, we improved from 18.7% in the prior reporting period to 23.7% in FY 22/23.
Furthermore, we took important steps toward increasing the purchase of Forest StewardshipCouncil-certified paper, carton and wood for our packaging, completing a baseline
assessment of all existing suppliers in this area. On the other hand, shifting our purchasing
power toward metals with higher recycled content has proven challenging, as our supplierbase seems to have little awareness of the topic. In the upcoming financial year, we will put
special emphasis on this to achieve greater progress.
We have also adopted our Group Health & Safety Directive, which defines globally applicablehealth and safety management requirements for our employees, contractors, and visitors
within our facilities, and for our field service technicians working primarily outside of ourfacilities. The Directive is the most important foundation of a positive safety culture, andenables all employees to report unsafe observations, which is a key element in proactively
preventing injuries and accidents. We have already seen our employeesʼ increased
engagement in this area. During FY 22/23, employees submitted 1,261 unsafe observations
versus seven in the previous year.
Employee engagement and training programs are fundamental to promoting change and to
making progress in all areas of our business. In FY 22/23, the average training hours per
employee was 12.4, a marginal improvement versus the previous year. More than 51,300
online and blended courses were completed — that is almost 17,000 more than in theprevious financial year. This includes the training of 1,207 employees who completed our
Sustainability eLearning and the almost 2,000 managers and HR business partners, whocompleted our Diversity, Equity & Inclusion (DE&I) training on unconscious bias. For a diverse
and inclusive workplace, besides fostering a deeper general understanding of DE&I within theorganization, we also need to make sure that our recruitment processes are fair and free of
discrimination and biases. Therefore, in FY 22/23 we began the development of a global DE&I
recruitment policy.
These are just some of the key initiatives and results of FY 22/23. In this report you can readabout additional achievements and case studies that demonstrate our commitment tosustainable development. For a more sustainable future and industry we will continue toimprove our ever-evolving sustainability journey and address some of the most urgent global
challenges of our time.
Sincerely yours,

Jim-Heng Lee
CEO dormakaba

Introduction

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About dormakaba
Our businessdormakaba Group (dormakaba) is one of the world’s top three companies providing smart,secure, and sustainable access solutions. Its comprehensive portfolio of strong brands offers
customers a broad range of products, solutions, and services for secure access to premises,buildings, and rooms. With a clear portfolio segmentation, dormakaba concentrates on
global core businesses such as Access Automation Solutions (door operators, sliding doors,
and revolving doors), Access Control Solutions (connected devices and engineered
solutions), Access Hardware Solutions (door closers, exit devices, and mechanical key
systems), and Services. The company is also a market leader for Key Systems (key blanks,
key cutting machines, and automotive solutions such as transponder keys andprogrammers), as well as Movable Walls including acoustic movable partitions andhorizontal and vertical partitioning systems.
dormakaba has a long tradition of innovation and engineering expertise. It strives to be an
innovation leader that anticipates and fulfills customer needs through continuous
technological advancement, creating state-of-the-art solutions that add value for customers
and end users alike.
dormakaba is active in around 130 countries and is present in all relevant markets throughproduction sites, distribution and service offices, and collaboration with local partners.
As a publicly listed company, dormakaba’s fundamental goal is to increase its long-term
enterprise value across industry cycles and economic fluctuations. It is assisted in this by astrong Pool Shareholder Group that ensures the long-term orientation of its strategy. The
company aims to create shareholder value while also furthering the interests of otherstakeholders: most importantly its customers, as well as technology and distribution
partners, employees, and associates.
dormakabaʼs corporate strategy – Shape4Growth (S4G) – is about transforming thecompany, shaping it to its full potential, and accelerating profitable growth. It does so bybuilding on five strategic pillars:●

Accelerating profitable growth: To strengthen commercial and innovation capabilities.
The regional layers were dissolved: all Access Solutions business, starting 1 July 2023, is
now the responsibility of the Chief Commercial Officer (CCO), with the company’s sevenkey markets (USA/Canada, Germany, Australia, Switzerland, UK/Ireland, China, andIndia) reporting directly to the CCO.

●

Focus on customer centricity: The customer is at the heart of everything we do. As aresult, dormakaba invests in tailoring services to the needs of our customers andspecification capabilities, as well as reducing complexity in the operating model.
Furthermore, the company puts sustainability at the center of its business model:
Recognizing that sustainable operations are key to continued growth, Shape4Growth

Introduction

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sets out an industry-leading sustainability framework with ambitious targets acrossthree strategic areas: Planet, People, and Partnerships.
●

Improve operational excellence and gain scale: dormakaba strives to continuously
improve efficiency and effectiveness across the entire value chain. To support that, thecompany is driving a more global management of functions (e.g. HR, Finance,
Operations) and driving economies of scale by bundling our activities across markets
and functions. Furthermore, dormakaba is harmonizing its processes driven by global
operating standards, optimized operating procedures, and investments in machines andtechnology to enable people and processes, as well as quality and efficiency.

●

Realize effective capital deployment: Innovation is a key priority for dormakaba and thefoundation that secures the company’s future success by clearly differentiating
ourselves from competition and delivering on true customer needs. dormakaba will
pursue innovation with an increased focus on technologies, products, and markets thatoffer the highest growth and profit potential. In addition, we continue to diligently
manage our portfolio of businesses, products, and locations to reduce complexity, gain
scale, and enable attractive returns on capital employed.

●

Customer-centric and high-performance culture: dormakaba plays to win – fostering aculture that focuses on the customer and on high performance. We act as one global
dormakaba team with effective, cross-functional collaboration enabled by transparency
and accountability, and supported by state-of-the-art processes and technology.

Operating model
The Access Solutions (AS) business is divided into three customer-centric regional salesorganizations – Americas, Asia Pacific, and Europe & Africa. These three Regions aresupported by Global Functions to secure efficiencies of scale and to capture businesssynergies in product development, product management, and operations. To enable a strong
customer focus and sales generation, the three Regions are built around:●

Project and solutions sales, focusing on architects, design engineers, and influencers toincrease specification capabilities●

Indirect sales, focusing on distributors, general contractors, and project managers toenhance a dedicated offering for key verticals and to push cross-selling●

Services, focusing on facility managers, building operators, or installers to support
services growth as part of the company’s global core business

Key & Wall Solutions completes the organizational setup as a standalone global segment.

A detailed description of the structure can be found in the Notes to the consolidated
financial statements for financial year 2022/23.

Introduction

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Our value chain

Our employees1
Employees by region

Introduction

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Employees by contract type1

Sustainability Report 2022/23

Introduction

Employees by employment type

Headcount as at 30 June 2023, excluding apprentices, trainees, interns, and contract workers

The key performance indicators for the above human resources data and the fluctuation
figures available in the Fair Employment chapter and the ESG Performance Table are basedon 100% of dormakaba Group employees as at 30 June 2023. The total workforce in thisscope consisted of 15,629 employees, based on headcount. While the majority of ouremployees work full-time and on the basis of permanent contracts, 6% are engaged on apart-time basis. 44.1% of the employees in this scope are covered by collective bargaining
agreements. In addition, dormakaba engaged 316 apprentices, trainees, and interns, andemployed 1,836 contract workers at the sites in scope.
The other social and all environmental key performance indicators found in this report
represent 95% of dormakaba employees as at 30 June 2023, which are located at the 112
sites in the reporting coverage (see Outro for a map of included sites).

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Strategy & Approach
We are committed to championing sustainability in everything
we do — from producing more sustainable solutions to
helping our customers reduce their environmental footprint, tobeing a fair and responsible employer and neighbor.
dormakaba strives to promote sustainable development along the value chain as part of oureconomic, environmental, and social responsibility toward current and future generations.
We seek open and transparent dialogue with stakeholders to define strategies and actions
based on clear goals and continuous improvements. We adhere to the precautionary
principle as the foundation of sustainability. Negative impacts on the environment and healthshould be avoided in advance to the greatest extent possible by all employees in all businessactivities. This approach is set out in our Code of Conduct, which outlines our values,
principles, standards, and norms of behavior.
At dormakaba we welcome the EU’s and local governments’ ambition to foster more
responsibility within the business sector. We take our obligations to comply with theincreasing number of sustainability laws and regulations seriously, including the German
Supply Chain Act, the Swiss Conflict Minerals and Child Labor Due Diligence Legislation, theEU Taxonomy, and the EU Corporate Sustainability Reporting Directive.

Sustainability is embedded in our strategy
and vision
As part of our company strategy Shape4Growth, dormakaba has committed to an industryleading framework for sustainability with ambitious ESG targets. We share the belief thatsustainability is core to the future of our industry, of the building industry in general, and thus
to our business model. With Shape4Growth, we have further integrated sustainability into oursolutions, operations, and processes to better meet the expectations of our customers. We
must do our part to reduce the carbon footprint of the buildings we supply, and we aim to do
the same in our internal operations.

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Materiality
Our material topics were defined in the course of a comprehensive materiality reassessment
in FY 20/21 and are valid for the years 2021–2027. We were able to identify ten topics thatare the most relevant for our stakeholders and for those, where we have the highest impact
on sustainable development. Full details on the materiality process can be found in the
Outro.

Strategy & Approach11dormakaba

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Strategy & Approach

Our Sustainability Framework 2021–
2027
Following the reassessment of our material topics, we have developed a sustainability
framework in line with our most material issues, based on three Pillars: People, Planet, andPartnerships. Within each Pillar, we have set clear sustainability targets that determine oursustainability-related efforts for the period 2021–2027.

We are committed to shaping a more sustainableindustry and future. Sustainability is embedded at thecore of our strategy and vision and is present ineverything we do.

Aim
PeopleWe empower our people so that they
can unlock their full potential

We create a fair, inclusive, and safe
culture that enables our employees tothrive. We provide a workplace where
they can continuously grow, openly
contribute with their ideas, and feelproud of their achievements.

Material topics●

Fair Employment●

Training & Education●

Diversity, Equity & Inclusion●

Occupational Health & Safety

Aim
PlanetWe open the doors wide to a low
carbon and circular economy

We develop innovative and resourceefficient solutions for the circular
economy and do our part to ensure a
climate-resilient future. We offer
durable and energy-efficient productsthat help our customers achieve theirown sustainability goals.

Material topics●

Energy & Emissions●

Circular Economy & Materials●

Environmental Compliance

Aim
Partnership
We collaborate to promotesustainable development beyond ourown doors

We lead by example and engage with
our partners to drive more eco-friendly
practices and support the protectionof human rights. Through our secureaccess solutions, we also contributeto people's health and safety. We workwith partners to raise awareness ofthe safe operating practices of our
products.

Material topics●

Supplier Sustainable Development●

Human Rights●

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Strategy & Approach

Strategic targets
In line with this strategic approach, dormakaba has committed to working toward 31
sustainability goals during the current strategic period. In the second year of implementation,
we have notably achieved targets related to the circular economy and human rights aheadof schedule. We have also met our commitment to reducing carbon emissions – since ourbaseline year we have already saved around 10,000 tCO2e. This is already around 13% of ourbaseline. Below is a summary of the status of the targets as at 30 June 2023. You can readabout these achievements and challenges in more detail in the relevant chapters of thisreport.

PeopleMaterial Topic

TargetTarget BaselineYear
FY 20/21

Performance
FY 22/23

Notes

Fair Employment

Maintain our employee
engagement score at or
above the IBM Global Norm
(72)

2027

70%*

71%

Based on the results ofdormakaba dialogue

Training &Education

Increase average training
hours to 20 hours per
employee per year2027

13 hrs/FTE

12.4 hrs/FTE

We saw a marginal
improvement versus last
financial year’s
performance (12 hrs/FTE)
due to an increase ofalmost 17,000 hours of
online training andblended learning.

Diversity, Equity& Inclusion

1 in 3 managers are women

2027

19%

21%

25% women in succession
planning for senior
management positions

2027

14%

No change

Decrease the recordable
work-related injury rate by
33%

2027

1.4

1.5

Occupational
Health & Safety*

Baseline FY 19/20 in line with the latest dormakaba dialogue results

Due to the publicly
announced reorganizationof the company,
succession planning will
be presented to theNomination Committee of
the Board of Directors in
February 2024.

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Strategy & Approach

PlanetMaterial Topic

TargetTarget BaselineYear
FY 20/21

Performance
FY 22/23

Energy &Emissions

Reduce operationalemissions (Scope 1+2) by
42% in line with a 1.5°C
future2030

74,770tCO2e164,621 tCO2e

Reduce value chain
emissions (Scope 3) frompurchased goods andservices and the use of soldproducts by 25%

2030

1,124,936
tCO2e1

1,127,500 tCO2e

In FY 22/23 we saw anincrease in procurement
spend vs. the previous
year, as well as anincrease in purchases ofmore carbon-intensive
metals. While emissions
stemming frompurchased goods andservices have increased,
those from product use
have decreased. As awhole, these have offset
each other over the past
two years, and we arethus still close to thebaseline figure.

Become carbon neutral in
our operations

2030

74,770tCO2e164,621 tCO2e

Carbon emissions fromheating fuels, vehicle
fuels, and purchased
electricity are to be
reduced by our own
actions in line with our
1.5°C commitment, andresidual emissions will be
offset through Gold
Standard-certified
projects starting in 2030
only.

Achieve net zero emissions

Latest2050

1,199,704
tCO2e1

1,192,121 tCO2e

Have best-in-class energy
efficiency for new products

2023

–

Target achieved

Reduce energy intensity of
our operations by 25%

2030

100.5
MWh/
mCHF1

83.9 MWh/mCHF

80% of purchased
electricity is from green
sources

2030

46%

50%

100% of fleet in Germany,
France, and the UK iselectric- or hydrogen-based

2030

–

4%

All manufacturing sites
maintain Energy
Management Systems
based on ISO 500013

2023

21%2

35%4

All new productdevelopments andoptimizations are coveredby our circularity approach

2023

–

Target achieved

We developed an
EcoDesign Specification
Template, which ismandatory for all new
product developments
starting from FY 23/24.

We offer extended
producer responsibility
take-back schemes for all
products and packaging in
top ten sales countries

2027

–

–

A concept has beendeveloped by KEDGE
Business School students
for launching take-backprograms and to evaluate
local recycling companies
for partnerships.
Implementation in nine

Circular
Economy &Materials

Notes

We developed an
EcoDesign Specification
Template, which ismandatory for all new
product developments
starting from FY 23/24.

This is an improvement
versus 1% in the previous
FY.

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Strategy & Approach

top selling countries will
start in FY 23/24.

1
2
3
4

Zero fossil fuel-based
plastic used in packaging

2027

223 tons

376 tons

In FY 22/23 we integrated
requirements to avoid
polystyrene, PVC, andfossil fuel-based plastic
packaging in our
Corporate Packaging
Design Guideline. In FY
23/24 we will reduce
spend on fossil fuelbased packaging by 25%.

100% of paper, wood, andcarton stems from Forest
Stewardship Councilcertified sources

2027

–

–

In FY 22/23 we integrated
requirements for FSCcertified packaging in our
Corporate Packaging
Design Guideline. In FY
23/24 we will convert 25%of all procurement spend
for paper, wood, andcarton to FSC-certified
goods.

Double the total number ofsustainability-related
product declarations/certifications, including
Cradle-to-Cradle and forrecycled content

2027

170

2404

Zero waste to landfill in
operations

2027

3,443
tons

2,382 tons

33 manufacturing sites
received training andguidance to develop Zero
Waste to Landfill actionplans. After on-site waste
audits, three locations
with the highest levels of
landfill waste now havespecific waste
optimization action plans.

Baseline FY 19/20 in line with Science Based Targets initiative validation
Baseline FY 19/20
Also referred to as "Operationalization of Energy Management Systems (EnMS)", as named in our credit facility agreement2022-2023 PwC-assured. The assurance statement is available under: bit.ly/Assurance_Report_22_23

Partnerships

Material Topic

TargetTarget BaselineYear
FY 20/21

Performance
FY 22/23

Notes

Supplier
Sustainable
Development

Assess all high-risk
suppliers for theirsustainability management
by a third party or offboard them for lack ofparticipation

2027

10%

23.7%1

At least 45% of our high-risk
suppliers participate in oursustainability engagement
program

2027

10%

23.7%

Close at least 80% of highpriority corrective actionsof assessed suppliers

2027

–

49%

90% of assessed supplierswith priority findings havecompleted a sustainability
training

2027

–

–

We have selected an
external partner to
conduct supplier training
on sustainability topics
and the first invitations to
suppliers with highpriority corrective actions
will be sent in FY 23/24.

Provide information
regarding conflict minerals
for high-risk suppliers

2027

–

663 Conflict Minerals
Reporting Templates
provided by suppliers

We have also published aStatement ofCommitment on

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Strategy & Approach

Responsible Minerals
Sourcing.
Human Rights

Customer
Health & Safety

12Reduce the risk of forcedlabor for migrant workers
by providing ethicalrecruitment trainings for all
our labor agents in sending
and receiving countries

2027

–

–

Support the right to waterin communities where we
manufacture byestablishing water
stewardship programs inareas of high water
scarcity, with no absoluteincrease in water
consumption and reducing
water intensity by 28%

2027

Ensure supply chain
traceability for minerals
having high risk of child
labor

2027

–

We continued cobalt
traceability dialogues
with two key suppliers
to understand Tier 2+
supply chain
characteristics

Collaborate on health andsafety training with
subcontractors andinstallation partners

2027

–

–

The launch of related
initiatives is planned for
FY 23/24.

Collaborate on training andprovide informationmaterials on the safe
operation of our products
for all end users

2027

–

–

The launch of related
initiatives is planned for
FY 23/24.

At least one corrective
action and/or one
awareness training for eachproduct-related injury

2027

–

–

The launch of related
initiatives is planned for
FY 23/24.

75,086 m
53,819 m3 absoluteconsumption andabsolute
consumption 18.1 L/hours worked
and 25.5
L/hours
worked2

3

The launch of related
initiatives is planned for
FY 23/24.

While the target has beenachieved ahead ofschedule, we will continue
to monitor in the coming
years to ensure the levelremains within the target
threshold in 2027.

2022-2023 PwC-assured. The assurance statement is available under: bit.ly/Assurance_Report_22_23
Baseline FY 19/20

Sustainability governance
Our Sustainability Charter defines the management framework required to achieve oursustainability vision. In FY 21/22, the Charter was updated in line with our new corporate
strategy and sustainability framework, and a new sustainability organization was defined.
The most fundamental change to this is the establishment of four Expert Groups that are
integrated into the overarching Global Sustainability Working Group: Sustainable Products,
Supplier Sustainable Development, People and Environment, Health & Safety. Eachsustainability target is allocated to a particular Expert Group with the most relevant job
functions and business know-how. Their contribution is key to ensuring the successful
implementation and development of strategic initiatives to achieve our sustainability targets.
An overview of the dormakaba sustainability organization is found below. Further duties,
authorities, and reporting channels for the various bodies are set out in the Sustainability
Charter.

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Sustainability organization

Board of Directors
Guides the dormakaba sustainability framework and is responsible for its overall governanceby reviewing and endorsing it.

Executive Committee
Sets and approves strategic objectives and defines an appropriate strategic thrust thatincorporates the objectives of the organization, its operational structure, and the businessprocesses needed to meet the company’s obligations.

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Group Sustainability Council
The cross-functional Group Sustainability Council receives its mandate from the Executive
Committee (EC) and is chaired by the CEO. The members of the Council are senior
representatives from the global functions and regions, and they cascade relevant
information and details within their functional networks after the meetings. The Council
meets twice per year as a minimum. It ensures proper implementation of the sustainability
framework. It has the mandate of supporting value creation for the main stakeholders by
integrating ethical, social, and environmental responsibility into daily activities as defined in
the dormakaba Code of Conduct and based on global best practice. Its purpose is to review
sustainability performance and discuss and recommend to the EC the policies, processes,
systems, and staff required to identify and meet the relevant international standards andagreements in the social, environmental, and economic fields to which it is formallycommitted as a member of the UN Global Compact.

Corporate Sustainability
Develops, monitors, and coordinates the implementation of the sustainability management
system across the organization and develops its related policies and standards. The role ofCorporate Sustainability is to report and make appropriate recommendations to the Group
Sustainability Council with regard to the company’s management of its sustainability and its
conduct of business in accordance with the above-mentioned external and internal policies,
regulations, charters, and principles. Corporate Sustainability is led by the Group
Sustainability Officer, and it is part of the Global Strategy function.

Global Sustainability Working Group
Discusses global and regional sustainability performance, exchanges on current
sustainability initiatives and best practice, develops concepts for new initiatives that support
the achievement of sustainability targets, and operationalizes them wherever appropriate. It
consists four Expert Groups: Sustainable Products, Supplier Sustainable Development,
People, and Environment, Health & Safety. The function of the Expert Groups is toconceptualize and operationalize specific initiatives within the members’ functional area ofexpertise to ensure target achievement.

Region Sustainability Network
This is not a required body but may support the successful local implementation ofsustainability initiatives through the development of guidelines, templates, and knowledge
sharing. It recommends and develops concepts for the corresponding Expert Group’s
sustainability action plan and supports activities to raise sustainability awareness.

Site Sustainability TeamThe Site Head and any local team members are ultimately responsible for the local
implementation of sustainability projects and improvement initiatives based on global
sustainability targets.

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Strategy & Approach

Global Sustainability Conference
In October 2022, we organized our first in-person Global Sustainability Conference since the Covid-19 pandemic. Almost 40 members of the
Global Sustainability Working Group from all four Expert Groups worked on action plans to get us closer to achieving our ESG targets. The key
topics were – among others – drafting the Health & Safety Directive, developing initial requirements for the product circularity approach, training
on how to achieve Zero Waste to Landfill, and best practice sharing on Diversity & Inclusion and Living Wage assessments. Besides Expert Group
break-out sessions, the Global Sustainability Working Group also discussed possible ways to improve cooperation across different levels anddepartments of the organization.
We also presented our new Changemaker Award to four of our colleagues, whose contribution to driving sustainability change at dormakaba is
extraordinary. Our CEO and Chief Strategy Officer, as well as external experts also joined the event to share inspirational speeches or insightful
best practices.

The Global Sustainability Working Group in Rümlang, Switzerland

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Stakeholder dialogue andpartnerships
dormakaba attaches great importance to regular contact and ongoing dialogue with our
stakeholders at both local and global levels. 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.
Examples of stakeholder dialogue in FY 22/23 include:●

Employees: We have gathered feedback on employee engagement and satisfaction
through our global “dormakaba dialogue”, with over 12,000 employees participating.
Additionally, our Human Resources community completed a Statement of Adherence to
our Responsible Labor Directive in the form of a self-assessment questionnaire,
providing valuable insights on local working conditions, which will serve as the basis fordeveloping future due diligence measures.

●

Customers: At BAU 2023, the world’s leading trade fair for architecture, materials, andsystems, we had a dedicated corner for sustainability, where we shared with customers
and other stakeholders our sustainability framework and work in the area of productsustainability. Interest in our sustainability endeavors was high, and we received very
positive feedback.

●Government and Civic Society: Due to our leading role in human rights due diligence, wehave presented our work in this area at several multistakeholder events and workshops,
including at the ILO’s Child Labor Platform, the United Nations Global Compact Swiss
Network, and at workshops organized by the Swiss State Secretariat for Economic
Affairs (SECO). Additionally, our Head of Product Sustainability has become a Board
member of the Institut Bauen & Umwelt e.v., the largest association of building material
manufacturers devoted to the concept of sustainable construction and one of theleading programme operators worldwide for construction industry Environmental
Product Declarations (EPDs).

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Strategy & Approach

Community engagement across the world
We encourage and support our employees across the world to engage in volunteering and other social activities within their communities andbeyond. Examples of such company activities in FY 22/23 are varied. For example, in Ennepetal (Germany), over 130 volunteers – dormakaba
employees and their family members – participated in the kick-off of a city-wide reforestation campaign. A total of 150 Norway maples wereplanted. ”With this campaign, we want to express our attachment to the region on the one hand and support the cityʼs climate protection planson the other. With their commitment, our employees are contributing to dormakabaʼs long tradition of social and environmental campaigns,"
explained Oliver Squar, SVP Finance Germany. In Chennai (India), 30 employees took part in a similar initiative in June in honor of World
Environment Day.
Immediately after the devastating earthquake in Turkey and Syria, our colleagues from dormakaba Iberia decided to help the people in theaffected region. Despite the great distance, they started a donation campaign for clothing and hygiene products and found a prominent partner
in Turkish Airlines, which transported the donations to the crisis region.
Furthermore, our colleagues in South Africa, together with clients and customers, took part in the Bell of Hope Cycle Challenge for Mental
Wellness to raise awareness and address the stigma attached to mental illness. More than 15 of our French colleagues participated in theGrande Course du Grand Paris running competition – its organizers aimed to prove that it is possible to hold a large-scale urban running eventthat is also eco-friendly. Last but not least, our colleagues in the USA have been volunteering and building homes for those in need with Habitatfor Humanity’s Greater Indy chapter since 2017. More details on our engagement with Habitat for Humanity can be found in the Training &Development chapter.

dormakaba employees all over the world taking action in their communities

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Stakeholder

Key topics and concerns

Platforms

Grievance mechanisms

Employees

Employment practices and benefits,
occupational health and safety,
sustainable business practices,
environmentally safe production
processes

dormakaba dialogue survey,
bilateral meetings with local Human
Resources representatives,
employee works councils or tradeunions, safety committees

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

Investors

Business performance and strategy,
responsible business practices, eco
products, transparent reporting,quantifiable objectives

Anchor Shareholders Events, CapitalMarket Day, road shows, analyst
conferences, bilateral meetings, ESG
rating questionnaires

Interviews with Investor Relations andmembers of the Executive Committee
upon request

Architects, specifiers

Product offering, product designand quality, trustworthiness andreliability, price level, innovation

Annual brand tracking survey, tradeshows and associations, customer
service hotlines

Customer complaint process

Partners, installers,
distributors, customers,
and end users

Technical training and productspecifications, product design andquality, trustworthiness andreliability, price level, sustainability
demands for green building
certifications

Partner Days (conferences), inhouse product training, annual
brand tracking survey, tradeassociations, direct e-mail requests

Customer complaint process

Suppliers

Qualification process

Bilateral meetings, surveys, on-site
auditsThird-party whistleblowing hotline

Local government

Employment, health, safety, andenvironmental compliance

Bilateral meetings

Direct contact

Partnerships

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Sustainability Report 2022/23

External acknowledgments
We have been awarded a gold medal for oursustainability management by the assessment firm
EcoVadis, placing the company in the top 5% of allassessed companies in the assigned sector. Our
company is especially strong in the areas of labor andhuman rights (top 2%) and sustainable procurement(top 6%) compared to other companies in our industry.

We improved our score from B to A- with the 2022
Carbon Disclosure Project (CDP) report. By achieving
the Leadership level (A-), dormakaba is well above theglobal average of more than 18,700 assessedcompanies. Being part of the Leadership band meansthat we are recognized as implementing current bestpractices for addressing climate issues.

The Institutional Shareholder Services (ISS)
Environmental, Social and Governance (ESG) Corporate
Rating awarded dormakaba Prime Status. The ESG
Corporate Rating assesses companies based on
analysis of more than 100 sector-specific ESG factors.
Companies that receive particularly high scores within
their respective industry are awarded a Prime Status
distinction. This means that they fulfill ambitious
absolute performance requirements.

In 2023 our MSCI rating remains unchanged at AA,
maintaining our position among the leaders in our
industry. The MSCI ESG Rating aims to measure a
company’s management of financially relevant ESG risks
and opportunities.

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Contributing 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, the planet, and prosperity that require partnerships between
governments, non-governmental organizations (NGOs), businesses, and institutions of higher
learning. If we are to achieve them, everyone should be aware of them.
Because of their importance, dormakaba aims to increase stakeholder awareness of theSDGs, especially within our workforce, which we have done through our Enterprise Social
Network. As a first step towards contributing to the SDGs, we have mapped our definedmaterial topics to the targets of the SDGs. While it is essential to achieve all 17 Goals, we canmake a substantial contribution to nine of the SDGs by addressing our material topics. We
also see the SDGs as a guide to new business opportunities.

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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 Topics: Customer Health & Safety; Occupational Health & Safety
How we are contributing
Studies show that in North America and Europe people spend about 90% of their timeindoors and many indoor environments have pollution levels two to five times higher thanoutdoor levels. It is therefore our responsibility to ensure that our products do not containhazardous materials that may harm people’s health. We provide our customers withtransparent product declarations on the materials used, under the Health ProductDeclaration (HPD) standard, as well as in accordance with related regulations such as
REACH and RoHS. Several products have qualified as testing for low emissions of volatileorganic compounds. As of today, we have published 81 HPDs.
Our Skyfold Classic and Zenith Series Movable Walls have Indoor Air Quality Certifications,that verify that they meet certain standards for the emission of VOCs (volatile organic
compounds). Furthermore, in FY 22/23 the DORMA Hüppe movable wall Variflex 100 passed
the VOC test once again, this time in accordance with the updated AgBB scheme 2021
(German Committee for Health-related Assessment of Building Products), which includes
testing for two additional substances (glycolic acid butyl ester and neodecanoic acid), andthe maximum permissible values for many substances were significantly reduced.
We practice responsible waste management and treatment. Toxic waste arising frompainting and electroplating is disposed of as special waste. Certified disposal companies arecommissioned to dispose of industrial waste and chemicals, and to recycle materials. We
also continuously work to reduce the use of hazardous materials in our production
processes, and our filter systems ensure that potentially hazardous substances are notreleased externally. In FY 22/23, at our Skyfold factory in Canada, we reduced the use of an
acetone-based degreaser used for panel cleaning that contains VOCs by 60% by substituting
it with a mild dish soap.

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 of sustainable development, we regularly communicate our sustainability
initiatives to employees through our intranet and during FY 22/23 we introduced twosustainability eLearning modules that were completed by 1,207 employees. The DE&I intranet

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hub and the recently launched DE&I training (completed by over 90% of our managers andHR business partners) contribute to a more inclusive and diverse culture. We have madegood progress on developing the skills of our workforce. For example, 88% (11,131
employees) have completed at least one eLearning module, nearly the same as 87% in theprevious financial year. We adapt our learning and development portfolio on an ongoingbasis in line with current trends.

Goal 5 – Gender Equality
Goal 5. Achieve gender equality and empower all women and girls
By 2030, end all forms of discrimination against all women and girls everywhere (Target 5.1).
By 2030, ensure women’s full and effective participation and equal opportunities forleadership at all levels of decision-making in political, economic and public life (Target 5.5).
Material Topics: Fair Employment; Diversity, Equity & Inclusion
How we are contributing
We recognize, respect, and embrace the differences between each individual and provide
equal opportunities for our employees. By 2027, we aim to achieve our target of ensuringthat one–third of our managers are female, and to improve the gender diversity of ourleadership pipeline. As signatories of the UN Women's Empowerment Principles (WEPs), weare committed to implementing the seven principles that guide businesses to foster genderequality and women’s empowerment.
In FY 22/23 more than 90% (1,978) of managers and HR business partners were trained on
Diversity, Equity & Inclusion through an eLearning module on unconscious bias, and further
workshops on DE&I were conducted across the Regions. In the UK, we have completed agender equality assessment in partnership with EDGE, and achieved the EDGE ASSESS level.
Furthermore, to ensure that our recruitment processes are fair and free of discrimination andbiases we began the development of a global DE&I recruitment policy.

Goal 7 – Affordable and Clean Energy
Goal 7. Ensure access to affordable, reliable, sustainable and modern energy for all
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 & Emissions
How we are contributing
We have set a target to reduce our operational emissions (Scope 1+2) by 42%, in line with a
1.5°C future by 2030 (baseline is 74,770 tCO2e in FY 19/20). To achieve this, we have set
Must-Have initiatives along six levers that must be completed by 2030. These include
initiatives on green electricity, on-site solar energy generation, eMobility, energy efficiency,
and heating and vehicle fuel reduction (see our climate transition plan).
We currently source renewable electricity for 27% of the locations within the scope of thisreport (see map in the Outro).
In FY 22/23, energy-saving initiatives were implemented at various sites in the reporting
coverage. This work included: retrofitting facilities to feature LED lighting; upgrading
equipment such as air compressors; the optimization of heating and cooling systems; andthe procurement, and on-site production of renewable electricity. These efforts led to an

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annual emissions avoidance of approximately 17,300 tCO2e. In addition, we expanded the
production of on-site solar energy by 50%.

Goal 8 – Decent Work and Economic Growth
Goal 8. Promote sustained, inclusive, and sustainable economic growth, full and productive
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: Fair Employment; Human Rights; Occupational Health & Safety
How we are contributing
We are committed to providing our nearly 16,000 employees with fair working conditions. Thisentails fulfilling our duty of care toward 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, andthe handling of hazardous substances, but also mental health issues including stress,
depression, and emotional well-being, and refrain from offering excessively low wages (i.e.,
wage dumping). Furthermore, our Group-wide Responsible Labor Directive regulates theminimum business standards applied during recruiting, hiring, and employment regarding
freely chosen employment, working hours, wages and benefits, the prevention of child labor,
freedom of association, and workers' accommodation. Besides this, the Zero Recruitment
Fees Directive regulates the business standards regarding fees and costs associated withrecruitment governed by the Employer Pays Principle. We are, however, also committed tofurther expanding our sphere of influence with regard to our suppliers. This is why theseprinciples are also enshrined in our Supplier Code of Conduct and are part of our supplier risk
assessments.
To ensure adherence to the standards contained in the Responsible Labor and Zero
Recruitment Fees Directives, in FY 22/23 we launched a project to measure the level ofcompliance with the standards at each dormakaba location. Thanks to the 100%
participation rate, we gained valuable insights into the situation on the ground anddiscovered gaps in the level of implementation that will serve as the basis for designing
future due diligence measures.
In FY 22/23 we adopted the Group Health & Safety Directive, which regulates the minimim
business standards as regards the occupational health and safety management andprocesses at local level, such as the safety of the working environments and the health of
our employees, contractors, and visitors within our facilities, and of our field service
technicians performing their primary duties outside of our facilities. Furthermore, theDirective gives clear guidance on incident data management, and on the effective control offacilities and equipment during high-risk activities. Due to increased employee engagement
activities during FY 22/23, 1,261 unsafe observations were submitted (vs. seven in FY 21/22),
which will help us to proactively prevent injuries and accidents.

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Goal 9 – Industry, Innovation, and Infrastructure
Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization, andfoster 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: Energy & Emissions; Circular Economy & 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. Our
Group-wide Environment Directive regulates minimum business standards in manufacturing
practices, product circularity, and eco-design, including material selection and the energy
efficiency of the product use phase. The dormakaba sustainability commitment and life cycle
approach are also integrated into our Product Design Manual. Furthermore, our circularity
approach is now integrated into our new product development process through themandatory EcoDesign Specification Template. This includes guidelines on energy use,materials selection, longevity/durability, repairability, adaptability, and disassembly. The
template also defines minimum values for the amount of recycled content for each productclass and how to design and select the product packaging.
We have several examples in place to provide transparent information on our products,
including material compliance activities and publishing product declarations andsustainability-related certifications. Furthermore, our digital Product CO2 Inventory Tool
provides information on the carbon emissions of energy-consuming products during their use
phase. This supports product development and optimization activities with the aim ofcreating more energy-efficient products.
In FY 22/23 we launched ground-breaking product innovations, such as a sensor-controlled
automatic door system, that significantly contributes to improving the energy balance of thebuilding, reducing operating costs, and ensuring greater safety during operation.
Furthermore, our brand-new consulting tool, the Door Efficiency Calculator, helps customers
find the most suitable automatic doors for their buildings in terms of energy efficiency, costs,
and carbon footprint.

Goal 10 – Reduced Inequalities
Goal 10. Reduce inequalities within and among countries
By 2030, facilitate orderly, safe, regular and responsible migration and mobility of people,
including through the implementation of planned and well-managed migration policies(Target 10.7).
Material Topics: Fair Employment
How we are contributing
We are committed to “Zero Recruitment Fees” throughout our global operations. We takespecial care to enforce the Employer Pays Principle, particularly in the recruitment of foreign
workers, in order to facilitate orderly, safe, and responsible migration and mobility of people.
Should we discover that recruitment fees have been paid by our employees, we arecommitted to reimbursing these within a short time frame.

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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: Circular Economy & Materials
How we are contributing
The generation of different waste streams is an inevitable consequence of our operations,although by implementing the circular economy approach, we aim to send zero waste tolandfill in our operations by 2027 (baseline 3,443 tons in FY 20/21). To achieve this, 33
manufacturing sites have already tasked with developing road maps and received training
and guidance from external experts. We monitor our waste by treatment method and waste
type. Approximately 90% of the waste stream was diverted away from disposal and instead
recycled, reused, recovered (including raw materials and energy recovery), or stored on-site
in FY 22/23. Our contributions to the environmentally sound management of chemicals andhazardous 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: Energy & Emissions
How we are contributing
In addition to the initiatives mentioned under Goal 9, in 2021, SBTi approved our targets for
operational and value chain emissions, including emissions from purchased materials and theuse of our products. Progress towards the operational emissions target is being tracked aspart of our sustainability-linked credit facility. We aim to reduce Scope 1+2 emissions in linewith a 1.5°C world by 42% versus our baseline by 2030, and to reduce Scope 3 emissions by
25% in the same time period. We have reduced our Scope 1+2 carbon emissions by 13% versus
the target baseline of FY 2019/20 through green electricity purchases and energy efficiency
projects.

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PeopleWe empower our people so thatthey can unlock their full potentialdormakaba

Sustainability Report 2022/23

Fair Employment
We strive to create an engaging and fair working environment,
where the rights of our employees are respected and where
every person can thrive.

Our approach
Our success is based on the engagement and performance of our employees. It is their
dedication to delivering excellent solutions to our customers that helps us maintain andfurther develop our competitive global position. As a company with employees in over 50
countries, we aim to ensure an engaging working environment so that we are an employer ofchoice for current and prospective employees. We also ensure that we treat employees fairly
and in accordance with our company values, and that we provide them with equal
opportunities and fair remuneration.
Our approach towards our employees is governed primarily by our Code of Conduct, as well
as by country-based labor regulations and the local employee handbooks, where available.
Our Group-wide Responsible Labor Directive regulates the minimum business standards
during recruitment, hiring, and employment in terms of freely chosen employment, working
hours, wages, and benefits, the prevention of child labor, freedom of association, andworkersʼ accommodation. Furthermore, the Zero Recruitment Fees Directive regulates thebusiness standards regarding fees and costs associated with recruitment governed by the
Employer Pays Principle. The Directives came into force in September 2021.

Key activities
Engaging our employees
High employee engagement has been proven to lead to increased productivity, fewer
workplace accidents, and improved customer satisfaction. A key method for supporting
employee engagement is to ensure a culture of open dialogue across the organization.
To monitor any changes in the level of employee engagement, we use a global norm as abenchmark1. Our target is to maintain our Employee Engagement score at or above the
Global Norm (currently 72% favorable) until 2027. In FY 22/23, we launched the third roundof our global employee survey, the dormakaba dialogue, and achieved an employee
engagement score of 71%, a slight improvement versus our baseline.
Over 12,000 employees participated in the dormakaba dialogue, which represents aparticipation rate of approximately 74%. The survey consisted of a total of 32 items on topics
such as Me & My Work Environment, My Manager, and Engagement. New this time werequestions on Shape4Growth, our Behaviors, and three questions related to the topics ofInclusion and Well-being.
The main findings were:●

All three of the items on Inclusion and Well-being were rated very positively, two of themscoring above the Global Norm.

●

The items on My Manager were answered very positively, with the vast majority ofanswers lying above the Global Norm.

●

Compared to the previous survey in 2020, a strong increase can be seen in the
responses on whether employees understand how they contribute to the overall
success of dormakaba.

●

The new Behaviors implemented this fiscal year proved to be a driving force for
employee engagement, stressing their great importance.

People31

dormakaba

Sustainability Report 2022/23●

While more than half of the employees agree that we do act as one global team, thisitem needs our focus so we can grow together as a global organization.

●

Another focus point is our external customers as our top priority in day-to-day decisions.
The responses to this item show a slight decrease compared to the last survey in 2020,
taking it below the Global Norm.

Based on the survey results, relevant teams will develop and follow up on action plans toimprove the working environment at all levels of the organization. Senior management teams
have reviewed and discussed their respective survey results and are addressing thedevelopment areas through a variety of actions. Furthermore, change management
materials will further support the development of stronger teams.
There are further examples across the organization of measures that ensure a culture ofopen dialogue. In the Scanbalt countries, for example, the weekly employee engagement andsatisfaction pulse checks have a constant participation rate of 85–90%. The tool helps local
leadership gain a better understanding of the well-being of the employees, job satisfaction,
and about topics such as health and safety, DE&I, remote working, and personal
development. Since 2019, when the tool was implemented, employee turnover decreased
from 35% to 6.5%, and sick leave from 18% to 5% by January 2023.
1

The Qualtrics Global Norm is a composite of employee responses from 850+ companies across organizations
from all industries and all geographies. It provides comparative results that represent the average scores
across all organizations in the database running employee surveys for multiple years.

People32

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Sustainability Report 2022/23

PeopleOur employees help create homes with Habitat for
Humanity
For every place that matters. Our purpose reflects the contribution we make to society: we are where our communities come together – fromlocations across town to locations across the world. In this spirit, our employees worldwide have been taking action to help make a difference
for families in need with the non-profit organization, Habitat for Humanity.
Over a period of three months, dormakaba employees had the chance to contribute to a charitable cause by completing our Sustainability
eLearnings. During the #EveryActionMatters global campaign, dormakaba pledged to donate USD 10 to Habitat for Humanity International after
each completed module. Thanks to the engagement of the employees globally, dormakaba donated USD 10,000 to the non-profit.
Besides this charitable campaign, our employees in the USA have been volunteering with Habitat for Humanity’s Greater Indy chapter since 2017by building homes for those in need. So far, approximately 400 employees and more than 50 business partners have taken part in activities tomake an impact in the community. Of these, almost 200 volunteers participated in FY 22/23.
As well as volunteering for construction work, our local entity also fits out the homes with dormakaba hardware, specifically intended for multihousing light-commercial applications. “The spirit of giving back is in our core, and helping to create homes in our communities gives even more
purpose to what we do at dormakaba,” says Justin Crotzer, SVP Global Product Development at dormakaba, who has been leading thepartnership with Habitat for Humanity in the USA.
Read more about our employeesʼ community engagement work here.

Employees from dormakaba Indianapolis building a home for those in need33

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Sustainability Report 2022/23

People34

Fair remuneration and benefits
We aim to establish fair compensation that is determined based on 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 are evaluated in a consistentmanner across the organization. In addition, we provide locally specific benefits and welfare
programs. In FY 22/23, for example, in the UAE we rolled out benefits during maternity leavethat go beyond legal minimum requirements, and in the Region Americas, we have developed
a more competitive compensation and benefit program, including wage adjustments,
retirement program enhancements, a Flex-Work Program, and rewards and recognition
enhancements. As stipulated in the Group Compensation Directive, we refrain from offering
excessively low wages (i.e. wage dumping).
After having conducted social audits in Malaysia and Singapore, we were confronted with thefact that an especially vulnerable group, migrant workers, frequently pay fees to agencies,
i.e., for the recruitment itself, travel, passport, and visa processing. To protect them, we havedeveloped improvement actions and the Zero Recruitment Fees Directive, which regulates
the minimum business standards regarding fees and costs associated with recruitment andwas published in FY 21/22. It commits dormakaba to bearing the costs associated with any
services rendered by respective migrant worker recruitment agencies. Fees discovered tohave been paid by migrant workers have since been reimbursed.
In FY 22/23, we identified a few workers in our plant in Senai (Malaysia) that had paid
recruitment fees. Local management then conducted individual interviews with each migrant
worker to determine the amounts they had paid in the form of recruitment fees. All migrant
workers will now be reimbursed in full, irrespective of whether they have receipts to support
their claims. Furthermore, we have been conducting awareness raising actions to educate
relevant stakeholders in the organization on the requirements of the Zero Recruitment Fees
Directive, including launching a global self-assessment survey to gauge the level of
implementation.

An overview of best practice
employment-related policies
and benefits across theGroup can be found in the
Policies and Benefits Table.
Policies and Benefitsdormakaba

Sustainability Report 2022/23

People35

Employee attraction and retention
We aim to provide a working environment in which people can thrive and where everybody
feels part of one team. We are proud of our diverse workforce, our openness, and ourtransparency and strive to create an inclusive workplace where everyone can be theirauthentic selves. All this is part of our company culture. We also provide our employees withprofessional development opportunities to retain our qualified workforce. When filling open
positions, promoting from within our own workforce is preferred.
Many factors shape our culture, but the most important one is our behavior: how we work
together and how we act towards our customers and colleagues. In FY 22/23 we introduced
six Behaviors to describe our culture, so that we are clear on what we can expect from eachother. The new Behaviors have been communicated through several channels to ouremployees and more than 500 managers took part in the Behaviors Management Training.

Another focus of this fiscal year was to globally streamline the end-to-end hiring process,including onboarding, and to improve the candidate experience. In order to achieve this, westarted to build a global talent acquisition network that openly shared best practices andpotential for advancement. In the Scanbalt countries we launched a digital onboarding tool,some parts of which are accessible for new employees one month before their start date. It
has enabled us to secure every step of the onboarding process and achieve a 90% approval
rating based on employee surveys.

We strive to create a diverse
and inclusive workplace,where everyone can be theirauthentic selves.
Diversity, Equity &Inclusion

Visit our new global careers
page.
dormakaba careers

Fluctuation
In FY 22/23, a total of 1,891 employees joined the company and 2,034 left within thereporting scope. This corresponds with rates of 13% and 14% respectively, which reflects alower joiner rate than leaver rate. This can be explained by the recent organizationalchanges at dormakaba.
Employee fluctuation in Asia and the Americas was higher than in other regions, as inprevious reporting periods. In the Americas, this is attributed to continued consolidation of
manufacturing activities. The higher fluctuation in Asia Pacific is to be expected based onregional workforce trends.

Further breakdown offluctuation data can befound in the ESG
Performance Table.
ESG Performance Tabledormakaba

Sustainability Report 2022/23

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

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).

OutlookIn the next fiscal year, we will further globalize the Talent Acquisition organization and workin cross-country teams to improve the candidate experience, streamline processes andreduce complexity for both candidates and employees. We will also conduct living wage
assessments with an external partner in all countries with more than 50 FTEs. Furthermore, aBehaviors eLearning will be launched in the first quarter of FY 23/24.

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Training & Education
Employee development is vital to maintaining and improving
the skills of our workforce and the quality of our offering.

Our approach
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. To address this challenge, it is crucial to focus on employee development, as it
is vital to maintaining and improving the skills of our workforce and the quality of our
products. We want to offer careers instead of jobs and to prepare our employees for the
fast-changing world. This improves their motivation and performance on the job andincreases their long-term employability. We will continue to invest in the development of both
our employees and business leaders.

Our activities
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 regional or country level to serve local needs.
We regularly gather and evaluate participant feedback after training sessions in order tomaintain and continually adapt the quality of our training and education programs. In
addition, our training programs are regularly evaluated as part of external audits for ISO
9001 certification. If a negative trend is identified through this audit process, management
meets to review the root cause and determine any potentially required remediation, which
may include increased communication and/or modifying the training program.
During FY 22/23 we launched the dormakaba Learning Hub, which restructured our approachto employee development by organizing it into functional academies, while also streamlining
regional demand through campus organizations. The Learning Hub has enabled us toestablish a network of colleagues focused on employee development, with regular meetings
and the exchange of best practices to maximize efficiency and deliver high-quality trainings
across the organization.
Our goal is to increase average training hours to 20 hours per employee per year by 2027
(baseline 13 hours/FTE in FY 20/21). To provide our staff with the competencies they require
to perform their tasks safely and efficiently, 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
In line with our strategy and ambition, we aim to have the best leaders in key positions. We
have therefore designed and delivered core leadership trainings, like Leading for Success,Leading Leaders, and we support individual executive coaching. Furthermore, we also
continued to offer both agile and classical project management trainings as standard
curricula. During FY 22/23, 342 employees took part in a leadership development program.
In the past fiscal year, we have prioritized the continuous development of our leadershipteams across the Regions Americas, APAC, Europe & Africa by implementing regional
leadership development programs. These programs included training sessions, regular

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campaigns, and bite-sized topics on leadership during times of change. We also updated
some of our core leadership materials, including the Leadership Toolbox 2.0, and redesigned
our Leading for Success basic leadership training to be delivered in a blended learning
approach. This includes incorporating the latest leadership strategies, company vision andbehaviors, and a customized leadership tool that caters to our employeesʼ unique needs. Our
focus on leadership development reflects our commitment to cultivating strong, effective
leaders who can help drive our company’s success in the long term.

Individual development and career
management
As part of our commitment to promoting individual development and career management,
we have significantly increased our LinkedIn Learning licenses, providing more flexible
training opportunities to a wider audience across various topics. This has enabled us to offer
our employees a diverse range of learning opportunities that cater to different learning
styles and preferences. This micro-learning format makes it easy for employees to fit training
into their busy schedules. Within one year we reached 5,300 active users, with 44% monthly
returning learners. This yielded a total number of 7,297 training hours through LinkedIn
Learning. With the help of LinkedIn Learning, we are fostering a culture of continuous learningand development and aiming for a more engaged and committed workforce.
Our combined performance and succession management process known as Perform & Grow
provides a common framework for measuring and managing performance and potential. The
objective-setting is based on the principle of Objectives and Key Results (OKRs).
In FY 22/23, we extended the number of users of Perform & Grow to 4,470 employees(approx. 100 more compared to the previous financial year) and will continue with further
rollouts in the coming years. In addition, performance assessments through Perform & Grow
are now also linked to our new Behaviors.

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, healthand safety, and product offerings. Additionally, the increasing digitalization of our products
and services also requires new competencies – for example, related to big data analytics
and artificial intelligence. To ensure that our employees have the relevant skills in the longterm, we continue to invest in their vocational development and in promoting their talents.
For example, in FY 22/23 we continued our Sales Excellence Program in the Regions Asia
Pacific, Europe & Africa, and more than 230 sales employees participated in sales trainings.

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PeopleStrengthening our sustainability mindset
During FY 22/23 we introduced several trainingsessions for our employees that raise awareness of sustainability-related topics. Twosustainability eLearning modules were launched to make employees aware of key ESG regulations, global challenges, and trends, as well as our
ESG targets, actions, and sustainability governance. To encourage engagement and more exploration of the content, we have incorporated agamification factor into the training, where learners could decorate their garden or schoolhouse and share the image on our social network
Yammer, motivating others to also complete the training. By the end of FY 22/23, 1,207 employees had completed the sustainability learning
modules.
On World Environmental Day, dormakaba France organized a two-day event dedicated to Sustainability and Quality of Life at Work. More than 75
employees participated in a series of conferences, thought-provoking workshops, and enriching discussions, led by renowned guest speakers
and dormakaba experts. The topics included carbon footprint reduction, promotion of equal opportunities, inclusion and disability, improvementof working conditions, and health and well-being. “We were inspired by the passion and commitment shown by our employees throughout theevent. Their willingness to actively contribute to preserving the environment and improving our workplace proves their dedication to our sharedvalues,” said Christel Grall, Head of Marketing at dormakaba France.
To foster a more inclusive and diverse culture, we have launched a Diversity, Equity & Inclusion trainingmodule, that was completed by over 90%
of our managers and HR business partners within five months of its launch. In the future, we will develop additional training programs that focus
on incorporating DE&I principles into key areas of our operations, such as recruitment. Furthermore, we launched a series of bite-size videos on
Information Security to our largest target group, consisting of over 10,000 employees. Thanks to these awareness campaigns, we have seen amarked increase in employee alertness regarding phishing emails, which we measure through simulated phishing campaigns.
We have also prioritized compliance-related trainings, and identified relevant target groups for mandatory antitrust and anti-corruption trainings,
especially in the Regions Americas and APAC. Overall, more than 10,400 employees participated in the compliance-related trainings, covering
topics including information security. Our focus on Compliance and Information Security reflects our commitment to maintaining the highest
standards of corporate governance and data protection, and we remain committed to upholding these principles in all aspects of our business
operations.

Sustainability and Quality of Life at Work event inFranceBuild your garden! – Sustainability eLearning
gamification

Our performance
Besides the initiatives already mentioned, during FY 22/23, we also developed a suite ofeLearning resources to support our employees during the change process associated withour corporate strategy, Shape4Growth. These resources have been specifically designed tohelp our workforce adapt to new ways of working, stay informed about the latest
developments, and ensure that they are equipped with the knowledge and skills they need tosucceed in this new environment.
Below you can find the key results of our Learning and Development programs for FY 22/23:●

The average training hours per employee was 12.4 hours (versus 12 hours/FTE in FY
21/22). This is a marginal improvement due to an increase of almost 17,000 hours of
online training and blended learning. However, the positive impact was diluted by theincrease in the number of employees due to recent acquisitions.

●Over 12,500 employees have access to our Learning Management System (LMS). In
total, 88% (11,131 employees) of the users who have access to the system completed atleast one eLearning module in the past fiscal year, compared to 87% in FY 21/22. While
there was a slight decrease of distinct individuals who completed eLearning modules,
there was a significant increase in the number of completed courses recorded andcarried out in our Learning Management System. The number of completed courses rosefrom approximately 20,300 to 79,000 this year.

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298 new eLearning modules were added, and 537 classroom courses and 456 webinar
sessions were offered on the platform. These were held both virtually and face to face.
This reflects a slight decrease in new eLearning courses (-8.3%), but an increase in bothclassroom (+10.62%) and webinar sessions (+69%) in comparison with the previous
fiscal year. Of the 837 new training courses provided, 503 (60%) were product related,
similar to the last financial year.

●

Combined, the compliance-related training activities (including those on the Code of
Conduct, antitrust, anti-corruption, and information security) had over 10,400
participants, and over 66,000 training completions, making up 71.2% of all training
completions. This is a significant increase (+50%) versus the last financial year. Many ofthese topics were introduced in the past and continue to be assigned to new
employees.

OutlookAt dormakaba, we believe that learning and development are essential components of ourorganizational growth and success, therefore we continue to invest in and strengthen ourefforts in this area. During the next financial year, we are planning to roll out our basic
leadership program, Leading for Success, to further target groups. In addition, we areprioritizing talent development and succession planning programs such as the Advanced
Management Program and Talent Development Program, to help identify and support future
leaders within the company. These programs provide our employees with the necessary
skills, knowledge, and experiences to take on more challenging roles and responsibilities andto lead our organization into the future.
Another priority will be training to accompany the transformation program, which will assist
dormakaba through organizational changes.
We will also place strong emphasis on strengthening the companyʼs behaviors, values, andculture, which are all key factors in promoting growth and employee satisfaction. By creating
a positive and inclusive work environment, we can foster a culture of innovation,
collaboration, and creativity.

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Diversity, Equity &Inclusion
We believe in the success of diverse teams and provide equal
opportunities for our employees. We value the uniqueness ofeach of our colleagues and strive to create a culture where
everyone can be their authentic selves.

Our approach
We aim for a culture that encourages people to be their authentic selves and to sharediverse thoughts and opinions, which lead to better decision-making and innovation. Our
global presence and operations in various markets mirror our commitment to promoting adiverse and inclusive workforce. As our Code of Conduct states, we respect the equality ofpeople and cultures and we believe in the positive impact that the inclusion of a diverse
workforce can bring to the culture and success of our organization.
We have been a signatory of the UN Women's Empowerment Principles (WEPs) since 2022.
The WEPs is a set of principles that guide businesses in fostering gender equality andwomen’s empowerment. The principles include topics related to treating all women and men
fairly at work and thereby respecting and supporting human rights and nondiscrimination.
Being a signatory of the WEPs strengthens our commitment to contributing to the UN
Sustainable Development Goals and to empowering our employees, so that they can unlock
their full potential, regardless of their gender.

Our activities
We are committed to further developing Diversity, Equity and Inclusion (DE&I) at dormakaba
across the following three areas.

Building an inclusive culture where
employees can thrive
We want to provide an environment where employees can safely share their opinions andfeel comfortable to be themselves. Through communication and training, we aim to createawareness and achieve a deeper general understanding of DE&I across the organization.
As part of a global initiative, in FY 22/23 more than 90% (1,978) of managers and HR business
partners were trained on Diversity, Equity & Inclusion with an eLearning module on
unconscious bias. Further workshops on DE&I were conducted across Region Europe & Africa
and KWS to raise awareness within leadership and identify next steps to implement DE&I
initiatives at the local level. In the Region Americas we have assigned the harassment anddiscrimination training to every non-manufacturing employee via webinar and in-person
sessions for manufacturing sites and service locations. By the end of FY 22/23, 838
employees had completed the training to gain a better understanding of the local nonharassment and discrimination policy and the different reporting channels available to them.
On International Women’s Day, we launched several employee engagement activities – bothon a global and local level – to raise awareness of the positive value of diverse and inclusive
organizations. The key topic in 2023 was “Embrace Equity”, which we celebrated globallywith a “Selfie Card Challenge”, that saw several employees share their photo with powerful
messages. Also, on this day, virtual sessions were hosted across all Regions with guest

dormakaba Statement on
Diversity, Equity & Inclusion.
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speakers and inspiring discussions. Moreover, in FY 22/23 we launched the DE&I Info Hub on
our intranet, where we continuously share local DE&I initiatives.
In the UK, we have completed a gender equality assessment in partnership with EDGE andachieved the EDGE ASSESS level. Based on the findings in the next two years we are going todevelop an action plan to improve our scoring for gender equality. A similar assessment took
place in India, in partnership with AVTAR, where they identified areas for improvement thatwill be addressed during the next financial year.

Building a succession pipeline that
supports a diverse leadership team
As part of our sustainability framework, we set global targets to improve gender diversity
within our organization. We aim for one in three managers to be female (19% in FY 20/21) andto increase the ratio of women in succession planning for senior management positions to
25% by 2027 (14% in FY 20/21).
To attract a diverse workforce, we need to make sure that our recruitment processes are fairand free of discrimination and bias. Therefore, in FY 22/23 we developed a global DE&I
recruitment policy to ensure that we select the best candidates from a diverse pool ofapplicants who represent different cultures, generations, ethnicities, gender identities andexpressions, disabilities, family or marital status, languages, national origins, physical andmental abilities political affiliations, race, religions, sexual orientations, socio-economic
status, veteran status, underrepresented communities, and other characteristics. The policy
will be rolled out in the next financial year.
We are also focusing on developing an internal talent base and ensuring that all employees
receive the same access to development programs. And, since our industry is traditionallypredominantly male, we provide additional development platforms specifically for womenthat help them grow. For example, during FY 22/23 the Female Leaders Network in the Region
Europe & Africa onboarded 24 new members, increasing the number of participants to 70
female leaders who have joined over the past three years. In France, we launched a French
Female Network Club, “Just between us”, to empower female employees to realize theirpotential and exchange experiences on topics such as work-life balance, time management,
and self-branding.

Visit our new DE&I page on
the dormakaba website.
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Sustainability Report 2022/23

PeopleSupporting professional development for women in the
Region Americas
The Women’s Network in the Region Americas was officially launched on International Women’s Day in 2022. Its purpose is to create a place forwomen to bring their authentic self and achieve their full potential. The network provides mentorship, career development, and more visibility for
women within dormakaba. In addition to providing monthly Lunch&Learn-style developmental sessions, the Women's Network offers peer-topeer mentoring and development through external professional organizations. The Women’s Network sponsors membership and conference
attendance with the Society of Women Engineers (SWE), Women in Manufacturing (WiM), and the Women in Security Forum (WISF). These
organizations support the advancement of women through networking, education, mentorship, and personal and career development.
The Women in Security Forum’s Power 100 recognition program honors 100 exceptional women in security who are raising the bar, changing
expectations, and breaking barriers. They model leadership, inspire others, and shape, and transform the security industry. We are proud thatsince its inception in 2022, seven dormakaba women have been recognized!
Wendee Molina, Plant Manager at Nogales (Mexico) is one of them. Wendee is an industrial electronics engineer, with an MBA and also has Six
Sigma Black Belt certification. She has been with dormakaba for five years and has 29 years of experience in the manufacturing industry. Wendee
is also active in the community, for example she is a mentor in local women empowerment programs, and the president of a support team todevelop STEM curriculum for local professional schools.
Why do you think it is important to give more visibility to exceptional female leaders, for example through awards such as the Power 100?
Such recognitions put the spotlight on women, who can then become role models for other female leaders, potential female leaders, and college
students, to inspire them along their career path. Female leaders, especially in STEM positions, are generally under-represented at a global level.
This does not mean that women are not capable of delivering excellent results, it is rather a consequence of biases, social norms, andexpectations.
Why is gender equality key within a company?
I truly believe that companies should find the best contributors to accomplish the business purpose, regardless of their gender. The optimalleadership team is a mix of both male and female managers, whose strengths combined can deliver the best results. My experience is that we
can develop great teams, both horizontally and vertically, when we respect each other and understand our purpose.
What advice would you give to other women in the business world?
The key is to find the balance between personal, family, and work life. Always have clear goals and work to accomplish them every day, little bylittle. And it is just as important to love what you do.

The Women’s Network in the Region Americas with Wendee Molina (second from the left in the first row)

Ensuring the appreciation of all minorities
We support and engage with voluntary Employee Resource Groups in which our minority
groups can connect, and discuss concerns and opportunities to enable a workplace where
everyone can thrive.
In France, for example, there is a Disability Committee in place, that provides support for
employees with disabilities and helps in implementing a policy that promotes the integration
and retention of people with disabilities.
At our Indianapolis (USA) plant we have been providing our non-English speaking employeeswith English language and HiSET (high school equivalency test) courses since 2020. In 2023

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the plant was formally recognized by the Indiana Association for Adult and Continuing
Education (IAACE) for its partnership with the Warren Township School’s Adult Education
program. Up to June 2023, the program has increased the English language skills of
approximately 25 Spanish-speaking employees, and 16 employees have earned their HighSchool Equivalency diplomas. The Indianapolis plant currently employs 74 Hispanic or Latino
employees, which is an 825% increase since 2020 (8 employees).

Our performance
In FY 22/23, female employees represented 29% of the total workforce. Across all
management levels, 21% were female (vs. 19% in FY 20/21). Employees aged between 30 and
50 make up the majority (53%) of employees represented in this report.
Employees

Outlook
To achieve our target of 25% women in succession planning, additional chapters of theFemale Leadership Network will be established, along with updated Employer Branding
material to attract more women. Furthermore, we will roll out the DE&I recruitment policy andtake measures to introduce a standard global parental leave policy based on the results of abaseline survey conducted this year.
On a regional level, all countries with more than 50 FTE will implement local measures topromote gender and/or minority inclusion in the next fiscal year. Examples include continuous
training of managers on DE&I topics, like unconscious bias, the establishment anddevelopment of networks and employee resource groups, and improvements in local
recruitment processes to diversify the talent pool and avoid biased decision-making.

Information on the diversityof governance bodies canbe found in the ESG
Performance Table.
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Sustainability Report 2022/23

Occupational Health &SafetyThroughout our business and most notably at our
manufacturing sites worldwide, we respect the human right tosafe workplaces. We recognize that in addition to minimizing
the incidence of work-related injury and illness, a safe andhealthy work environment enhances the quality of products
and services, consistency of production, and worker retention
and morale.

Our approach
All workers share the human right to safe and healthy working conditions, and as an
employer we do our utmost to protect the physical and mental integrity and well-being of
our employees. 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 long term if we help
ensure our employees remain healthy. Occupational Health & Safety (OHS) addresses not
only the safe operation of machines, ergonomic workplaces, and the handling of hazardous
substances, but also mental health issues including stress, depression, and emotional wellbeing. We strive to simultaneously create optimal working conditions for our employees andto ensure operational efficiency.
In FY 22/23 we have adopted the Group Directive Health & Safety, prepared in collaboration
with our Environment, Health & Safety employees. It is based on recognized management
systems such as ISO 45001 and the ILO Guidelines on Occupational Health & Safety. The
Directive regulates the minimum business standards as regards to occupational health andsafety management and processes at local level, such as the safety of the working
environments and the health of our employees, contractors, and visitors within our facilities,
and of our field service technicians performing their primary duties outside of our facilities.
Furthermore, the Directive gives clear guidance on incident data management and on theeffective control of facilities and equipment during high-risk activities. The Directive isapplicable to all fully consolidated operations of dormakaba worldwide, including those of
direct and indirect subsidiaries.

Our activities
Our Group Directive Health & Safety is a foundation for health and safety plans at site level,and 26% of our facilities also have ISO 45001 certification. Despite our efforts to provide asafe workplace, injuries can still occur in and around our facilities, including cuts, stumbles,
commuting accidents, burns in smelting operations, injuries due to heavy lifting, or exposure
to toxic fumes in galvanization processes. We have been using root cause analysis of injury
incidents at our sites around the world to identify and implement the corrective actions
necessary to prevent repeated incidents. Our goal is that by the year 2027, we will decrease
the recordable work-related injury rate by 33% (baseline 1.4 in FY 20/21).

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PeoplePromoting a positive safety culture at dormakaba
Katie Henry, Global Lead QHSE at dormakaba, shares her thoughts on the importance of having a proactive safety culture, why it is key in
reducing incidents, and some of the most important initiatives of the HSE organization during FY 22/23.
What is a proactive safety culture and why is it so important?
Our numbers prove the theory – sites that have the highest number of unsafe observations have the lowest number of injuries. Because if people
see unsafe issues – actions or environments – these can be corrected, and the risk of an incident can be reduced. Our goal is to gain global
transparency about proactive safety reporting, so that we can use what we learn from local observations somewhere else too, and act prior to
an incident occurring. When we start unlocking this proactive thinking and risk-based analysis at every level of the organization, this can lead tobetter safety performance.
During FY 22/23 employees submitted 1,261 unsafe observations versus only seven in the previous year. This is true evidence of a positive shift inthe safety culture. Which global initiatives would you highlight as contributing to this change?
We launched the SAFETY F!RST initiative this year with the aim of achieving behavioral change and heightened safety awareness at dormakaba.
The campaign reminds us that we should always start with safety, whether we are leading a meeting, welcoming visitors, or thinking of ourbusiness decisions. Even if it is as simple as reminding people to stay hydrated and take a break when it is too hot, we should always keep safetyin our mind. Furthermore, we have implemented an idea from our Singapore site on a global scale and displayed posters with QR codes acrossour facilities to open the safety reporting opportunity to everyone. Another key action aiming for improved safety performance is that safety
performance will be included in the long-term incentives of our senior leadership beginning in the next financial year. Lastly, I would mention thatfrom this year forward, our annual Chief Operations Officer’s Special Award will be based on proactive engagement performance, highlighting
the importance of addressing safety hazards before an incident occurs.
In April 2023, the first global Health & Safety Directive was published. Why was it necessary and how will it help the organization?
So far, we have had many local regulatory requirements in place for occupational health and safety across the globe, but this Directive will
provide minimum internal standards for our locations. Consequently, it will increase the level of safety management and engagement at manysites, especially at the smaller ones, where the injury rate is usually higher than at our key large manufacturing sites. We have a variety offacilities, ranging from offices, through locations with basic assembly or distribution functions to more complex manufacturing plants. The
Directive provides very structured baseline guidance regardless of the type of the facility or the leadership role of the responsible employee.
The Directive is the foundation on which we will develop and continue to improve our health and safety programs, as well as to standardize
them. Before it comes into force on 1 July, 2023, we are launching global mandatory trainings for Site Heads and those responsible for
implementing the Directive. Furthermore, we are providing them with an Applicability Matrix and other tools, to help them successfully carry out
gap and risk assessments.
We have field service technicians working outside of our own facilities, who install or repair our products. What are the key considerations
regarding their safety?
Our service employees are working in environments we have the least control over. Therefore, the injury rate tends to be higher among them.
What we can influence though are, the mindset and the risk-based thinking of our teammates. Although the Health & Safety Directive includes
guidelines for the service teams too, next year we are planning to publish a dedicated service policy and standardized program. There are somelocal best practices for service safety programs that we are considering expanding to a global level. For example, in the UK we have employees
performing audits at the job sites based on the risk assessment that was conducted prior to deployment. Furthermore, trainings and various
tools and resources support them to avoid incidents.

Katie Henry, Global Lead QHSE, reviewing a dormakaba production plant in Melaka in August 202246

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To ensure our employees remain safe and healthy, we focus on three areas:
1

Health and safety committees

2 Employee engagement and training
3 Reducing hazardous materials

Health and safety committees
dormakaba employs designated safety personnel and safety committees at several sites.
With the implementation of the Health & Safety Directive, each site will have a health andsafety committee, including a variety of employees from different departments and shifts,
representing a cross-section of the facility operations. Their key responsibility is to ensurethat workers comply with the site’s Health and Safety Management Plan and government
regulations. Further responsibilities include:●

Reporting unsafe observations and near misses.

●

Attending all safety meetings.

●

Reviewing injury accidents, illnesses, and investigations.

●

Providing ideas and suggestions to improve the health and safety of the facility.

●

Promoting safe working practices among all employees.

●

Completing or assisting with safety inspections and audits.

●

Evaluating the effectiveness of control measures being used to protect employees fromworkplace hazards.

In order to fulfill these responsibilities, the committee must conduct meetings at least twicea year. During FY 22/23 health and safety committees were set up or reformulated at several
sites, including in Lima (Peru), Quebec (Canada), Suzhou (China), Westerstede (Germany),and Greater Noida (India). In Rocky Mount (USA) an evacuation team has also been set up
within the safety committee.

Employee engagement and training
Workplace safety trainings are essential to identifying and solving health and safety issues
and to protecting our employees. Therefore, each facility must cover the following minimum
training topics on a weekly basis as a minimum:●

mechanical, electrical, chemical, fire, and physical hazards,●

the correct use of appropriate personal protective equipment,●

types of potential emergencies that may occur at their work location and what to do
during an, emergency, including internal and external meeting points,●

machine safety and the use of safeguards and emergency stops,●

reporting injuries and illnesses.

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. This helps employees recognize hazards or unsafe acts and correct them immediately
or ask for support to correct the issue. Near miss reports are given the same emphasis andattention as injury reports, and the respective supervisor follows up on the near miss toensure it is corrected.
During FY 22/23, we launched several health and safety training sessions locally. These
included safety awareness trainings for new employees (215 hours) in Greater Noida (India)
and ergonomics training on proper lifting techniques for all employees (about 350 people) at
the Indianapolis (USA) site. In France, training sessions are assigned to employees based on
their job function and the key risks associated with them. The program is aimed at all newhires and provides trainings for employees over three years, on topics such as working atheight, safety and electricity, driver safety, and stress management. Since the program waslaunched in December 2022, more than 230 training sessions have been completed.

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PeopleEmployee well-being
It is important to have a holistic approach to well-being that goes beyond physicalhealth and safety. To foster a healthy workplace, mental health must also be
addressed.
Therefore, in FY 22/23 we developed a Well-being Info Hub on our internal website
where we continuously upload useful information and training courses – such as tips
on how to deal with stress and avoiding burnout – and inspiring initiatives andevents from around the world. Furthermore, we added a Well-being at dormakaba
community on our internal Yammer platform, where information andannouncements connected to health and well-being are posted.
In November 2022, several employees – both men and women – took part in the
Movember challenge (moustache + November), raising awareness of men’s mental
health and opening up discussion about the typical challenges that they face. We
provided informative materials and even members of our top management shared
video messages on the topic. In addition to these global initiatives, there have beenvarious activities locally as well, particularly in India, Singapore, and Melaka(Malaysia).

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Reducing hazardous materials
The potential impact on employees’ health when working with hazardous materials is of
special concern, and we seek to eliminate or reduce their use as much as possible.
Hazardous materials are used as cooling lubricants, oils in machining, and for the cutting of
raw materials. Some hazardous materials are also used to protect other materials fromcorrosion in electroplating. In accordance with the Group Directive Health & Safety, allfacilities that work with such materials must maintain a hazard communication and chemical
management program, as well as a transportation compliance policy, if applicable. Our
workers responsible for the storage, clean up, or disposal of chemical releases receive
specialized training and equipment.

Further guidelines on thesafe handling, movement,
storage, and use ofhazardous materials can befound in our Environment
Directive.
Environment Directive

Key activities during FY 22/23 included:●

In Quebec (Canada) at our Skyfold factory, we reduced the use of an acetone-based
degreaser, used for panel cleaning containing volatile organic compounds by 60%, by
substituting it with a mild dish soap.

●

In Rocky Mount (USA), we have continued the evaluation of chemicals used inelectroplating to improve quality, as well as to reduce the need to hand mix corrosive
chemicals. We substituted a hazardous chemical (acid salt) with sulfuric acid, which has
also improved the quality of the product during plating and reduced product scrap.

Our performance
Among all our reporting sites – including offices – 25% have a health and safety
management system certified according to ISO 45001, and 63% maintain a health and safety
management system. During FY 22/23, Singapore was the latest to achieve ISO 45001
certification and nine employees there also completed ISO 45001 internal auditing training.

63% of our locations in
scope maintain a health andsafety management system.

In FY 22/23, 210 occupational injury cases were registered, compared to 198 in the previous
reporting year. This represents a recordable injury rate of 1.5, the same as in the previous

ESG Performance Table

1

2

reporting year . The rate of high-consequence work-related injuries was 0.05 . The severity
rate was 193. Additionally, seven recordable incidents related to contract or leased workers
occurred. Cuts and sprains were the most common types of injuries, and most injuries were
sustained to the arms and hands. Most accidents occurred in production plants, with thesecond-highest number occurring during installation or servicing at customer sites. The mostcommon root cause has been reported as incidents due to technical defects or faulty
equipment. Through our global injury incident reporting tool, we have logged theimplementation of over 1,500 corrective actions in FY 22/23. The majority of the corrective
actions were organizational safety measures, followed closely by technical protective
measures.
It is profoundly saddening to report that we were not able to achieve zero fatalities in FY
22/23, resulting in a global fatality rate of 0.014. While eight dormakaba employees weretraveling home from their shift at the plant in Singapore, a tragic car accident occurred. One
colleague was killed in the accident, with six others hospitalized for medical treatment. The
safety of our employees is our top priority, and we will continue to increase our efforts tokeep everyone safe at dormakaba.
1

Recordable work-related injury rate = number of recordable work-related injuries / number of hours worked x
200,000

2

Rate of high-consequence work-related injuries = number of high-consequence work-related injuries(excluding fatalities) / number of hours worked x 200,000, with injuries requiring over six monthsʼ recovery
time defined as high-consequence

3

Severity rate = number of lost working days / number of hours worked x 200,000

4Fatality rate = number of fatalities as a result of work-related injury / number of hours worked x 200,000

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OutlookBesides the roll-out of the Group Directive Health & Safety, our focus in FY 23/24 will be thedevelopment of an additional health and safety directive, specifically addressing our service
business and employees. We will also be implementing a new Health & Safety incident
reporting tool, which will allow for increased transparency for global read across, and mobile
accessibility for immediate reporting of unsafe observations and near misses. It will also beable to send automated notifications to the responsible leadership and provide connectivity
to BI applications for further analysis of trends in order to target deficiencies in the safety
management system at a local, regional, and global level.
Under the direct lead of the Global Lead QHSE, we will conduct trainings specifically for subcontractors. This activity is also part of the corrective action plan following the tragic
accident in Singapore.

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PlanetWe open the doors wide to a
low-carbon and circular economy

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Energy & Emissions
We are demonstrating leadership in the transition to a lowcarbon economy within the industry and beyond.

Our approach
The emission of greenhouse gases (GHG), which are generated through the burning of fossil
fuels, is one of today’s biggest challenges. Every business, government, and individual has arole to play in meeting the goals of the Paris Agreement. We understand the risks posed byclimate change, and we are taking action to reduce our energy consumption and related
emissions to strive for a low-carbon economy. We use the latest scientific knowledge to
guide a sound management approach, and our emission reduction targets have beenvalidated by the Science Based Targets initiative (SBTi).
Our energy consumption and GHG emission reduction program is part of ourglobal Environment Directive. Furthermore, our Environment, Health & Safety, and Sustainable
Products Expert Groups are developing and implementing initiatives to achieve the related
targets. One such target is the establishment of energy management systems at our
manufacturing sites, which is key to managing and reducing our energy consumption. As of
30 June 2023, 35% of our plants, local assembly centers, and regional logistics centers haveestablished energy management systems (which is the same as in the previous financialyear).

Our contribution to the fight against
climate change
In 2021, the SBTi approved our targets for operational and value chain emissions. We aim to
reduce operational (Scope 1+2) emissions by at least 42% in line with a 1.5°C future by 2030,
without the use of carbon offsets (baseline 74,770 tCO2e in FY 19/20). Any residual emissions
will be voluntarily compensated through Gold Standard offsets to achieve our target of
becoming carbon neutral by 2030. We also aim to reduce our value chain emissions (Scope3) from purchased goods and services, and the use of sold products by 25% by 2030
(baseline 1,124,936 tCO2e in FY 19/20). Progress against the operational emissions target isbeing tracked as part of our sustainability-linked credit facility.
Many components used to create our products are manufactured in-house throughprocesses including melting, aluminum and zinc die casting, machining, purchased parts
processing, and final assembly. The aforementioned processes also require controlled, HVAC
conditioned space for process control, labor efficiency, and maintenance of a healthy
working environment. Together, these processes drive our total energy demand. As a result,
we are focusing many of our energy-saving initiatives in this area. In line with our sciencebased emission reduction targets, we aim to reduce the energy intensity of our operations
by 25% by 2030 (baseline 100.5 MWh/mCHF in FY 19/20).
To achieve our ambitious targets, we are focusing on the following activities:●

Investing in energy efficiency projects●

Increasing on-site production of solar power●

Purchasing electricity from renewable sources●

Electrifying our fleet●

Improving the energy efficiency of our products in the use phase

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Our climate transition plan
We are opening the doors wide to a low-carbon economy. In fact, we aim to be net zero by2050 at the latest. As a first concrete milestone, we have set a target to reduce ouroperational emissions (Scope 1+2) by 42% in line with a 1.5°C future by 2030 (baseline
74,770 tCO2e in FY 19/20). Additionally, we will reduce value chain emissions (Scope 3) by
25% over the same time frame. Let’s look closer at our Scope 1+2 targets.
Absolute emissions targets: Scope 1+2
Approved by the Science Based Targets initiative (SBTi), our target is to reduce absolute
Scope 1+2 greenhouse gas (GHG) emissions by 42% by 2030. This means annual emissions
savings of 43,366 tCO2e.

Our strategy
To achieve the 42% reduction (43,366 tCO2e), we have set Must-Have initiatives along six
levers, that must be completed by 2030. These initiatives will be executed at dormakabasites, where we can have the largest impact on reducing our CO2 emissions.

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dormakaba locations around the world with Must-Have initiatives

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We welcome stakeholder feedback, questions, or suggestions related to our climatetransition plan. Should you like to share your opinion, kindly send an email tosustainability@dormakaba.com

Our performance
Greenhouse gas emissions
In FY 22/23, our total greenhouse gas (GHG) emissions (Scope 1+2) amounted to around64,600 tCO2e. Nearly 54% were emitted as a consequence of electricity consumption,
followed by vehicle and heating 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 17,300 tCO2e (nearly 27% of our total footprint from own
operations).
Thanks to the implementation of the energy-saving initiatives outlined in the next section, we
expect to reduce our annual GHG emissions by approximately 1,500 tCO2e. We have worked
diligently to source renewable electricity or generate our own renewable energy where
feasible, leading to annual emissions avoidance of approximately 15,800 tCO2e. In addition,
we have expanded the production of on-site solar energy by 50%.
During FY 22/23 we increased the generation of solar energy at our sites. Since January 2023,
we have generated enough solar energy on site to cover 100% of the electricity needs at our
manufacturing site in Chennai (India). The installation is equipped with 440 solar panels witha capacity of 240 kilowatts peak (kWp). Furthermore, at our facility in Wah Yuet (China) wehave begun the construction of a large-scale solar installation with a total planned capacityof 9,500 kWp that will provide 9,050 MWh green electricity annually. With this, we plan to
avoid 5,671 tons of CO2 emissions per year for the lifetime of the installation (25 years).
Our Key & Wall Solutions factories in Senai (Malaysia) and Greater Noida (India) also
consume energy from their own solar installations, covering 42% and 15% of their electricity
needs respectively. In FY 22/23 Vittorio Veneto installed 3,189 panels and 12 inverters forpeak output of 1,308 kWp, producing 1,539 MWh per year. This last installation does not,however, reduce our baseline emissions, as the location already consumed renewable energy
before. Still, the initiative does contribute to our energy independence.

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Greenhouse gas emissions by source

Scope 1 and Scope 2 greenhouse gas(tCO2e)emissions (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 bydormakaba.
3 Scope 2: indirect greenhouse gas emissions from sources owned or controlled byanother entity, as a consequence of the company’s activities.
4 Biogenic emissions associated with the combustion of biofuel amount to 73 tCO2e.
These are called “outside of scopes" emissions and reflect the impact of burning
biomass and biofuels. The fuel source itself absorbs an equivalent amount of CO2 during
the growth phase to that released through combustion.
5 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.

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For historical and moredetailed emissions data,
view the ESG Performance
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Sustainability Report 2022/23

Year-on-year absolute Scope 1+2 emissions (tCO2e)

Scope 3 emissions constitute around 90% of our combined Scope 1, 2, and 3 carbon
emissions, highlighting the importance of Scope 3 emissions for our climate strategy. In FY
19/20, we carried out screening and carbon inventory development of Scope 3 emissions,which showed that the largest sources of Scope 3 emissions are purchased goods andservices (75%) and the use phase of sold products (11%). For FY 22/23, value chain emissions
for the use phase of products totaled 198,900 tCO2e. As mentioned, value chain emissions
from purchased goods and services represent the vast majority, totaling 928,600 tCO2e inthe reporting period. In FY 22/23 we saw an increase in procurement spend vs. the previous
year, as well as an increase in purchases of more carbon-intensive metals. While emissions
stemming from purchased goods and services has risen, those from product use havedecreased. Overall, these have offset each other over the past two years, and which means
we are thus still close to the baseline figure.

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Scope 3 emissions: purchased goods andScope 3 emissions: use phase ofservices (tCO2e)1, 2

products (tCO2e)313

Calculated via direct material weight.
Emission factor sources: UK Defra (2019), US
EPA eGRID (2018), IEA (2019), AIB (2018).
2

Calculated via spend volume.

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

Year-on-year absolute Scope 3 emissions (tCO2e)

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PlanetDigital energy calculator for the product use phase
In terms of primary energy consumption, the building sector is one of the largest energy
users in the world – as a result, its influence on climate change is enormous. Therefore, wehave set a target of having best in class energy efficiency for new products by 2023. Our
digital Product CO2 Inventory Tool supports us in this as it provides information on the carbon
emissions of energy-consuming products during their use phase (the calculation method is inline with the GHG Protocol). The tool includes the footprint of around 350 products that
consume energy after installation, including those that are battery-operated or connected tothe electricity grid. This supports product development and optimization activities to create
more energy-efficient products and also contributes to our target of decreasing Scope 3
emissions from the use phase of sold products.

Sustainable door and access solutions to improve theenergy balance of buildings
Door Efficiency Calculator
During the operation of automatic entrance doors (sliding doors, swing doors), in many cases there is an unnecessary loss of heating andcooling energy. This not only increases the carbon footprint of the building but also its energy costs.
To address this issue, dormakaba launched a new consulting tool, the Door Efficiency Calculator. The tool compares different dormakaba
automatic doors in terms of energy efficiency, costs, and carbon footprint. It takes into account the type of building, the usage, and thefrequency of people passing through the door. This helps customers to find the most energy-efficient solutions that also meet the requirementsof the building in question and its use. The calculator considers various aspects, such as the geographical location and climatic conditions, aswell as the energy sources used to heat and cool the building. The calculation result is summarized in a customer-specific report showing thecompared input solutionsʼ ecological and economic aspects.
Improving energy balance of the building with our smart automatic door system
Sensor-controlled automatic door systems are essential for seamless and controlled access, whether in airports, train stations, or hotels. To
ensure the doors open for both slow- and fast-walking pedestrians, current solutions are based on a large detection field and long hold-open
times. This leads to an average opening time of ten seconds. However, our studies show that 85% of users enter through a door in less than four
seconds, which means there are six seconds of wasted time and energy loss.
To tackle this inefficiency, our sustainable product experts developed an intelligent system that opens the door only when it is actuallynecessary and closes it immediately after passage. The system detects the speed, distance, and angle at which a person approaches the door
and reacts accordingly. This can make a significant contribution to improving the energy balance of the building and reducing operating costs.
The individual adaptation of the opening and closing processes also ensures greater safety during operation. The service life of the drive
technology is also extended, as unnecessary openings are avoided.
In a test scenario with a swing door (ED 100/250 operator), 3,750 kWh per year is saved, which corresponds to Scope 4 emissions of 1,372 kg CO2(vs. 2,745 kg CO2 without the smart system).

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Energy consumption
Our total energy consumption for FY 22/23 was over 239,000 MWh. Electricity and fuels forheating or manufacturing constitute 72% of total energy consumption and play a crucial rolein our production processes. Fuel consumption of our vehicle fleet makes up for theremaining energy consumption.
In collaboration with our global partner Siemens, we completed Investment Grade Audits atfive large plants in Region Asia Pacific and Key & Wall Solutions. This was a followup to thefirst phase of the project, which included value discovery audits to evaluate potential facility
improvement measures. The results of the IGAs will help inform efficiency initiatives for thefive plants in the upcoming years.
Additionally, energy-saving initiatives were implemented at various sites. This work included:
retrofitting facilities to feature LED lighting, upgrading equipment such as air compressors,
and the optimization of heating and cooling systems.
Below are some specific examples of activities from our facilities across the world in FY
22/23:●

At our manufacturing plant in Singapore, we optimized the operation of several system
workloads and operating times. This includes our cooling towers, centralized chiller
plant, and air handling units. By optimizing system sequencing based on capacity,
efficiency, loads, automation, and optimal scheduling using our Building Management
System, our plant is projected to save approximately 698 MWh or 284 tCO2e annually.

●

In Fougères (France), we replaced an air compressor with a more energy-efficientmodel, equipped with a heat recovery system, which will contribute to heating thepremises. The initiative is estimated to reduce electricity consumption by 28 MWh (2.8
tCO2) and the gas consumption by 17 MWh (3.9 tCO2) annually. Furthermore, 18
skylights were replaced to improve natural light quality, insulation, and ventilation.

●

We have installed LED lights in the Westerstede (Germany) facility, saving about 5 MWh
per month.

●At our facility in Greater Noida (India), we optimized the operation time of two pressmachines and replaced the motor of a milling machine. Together, these initiatives
contribute about 1.3 MWh in energy saving monthly.

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Planet

In Vittorio Veneto (Italy), a piping system was installed to connect compressors to thefactory and to use them to heat the building using recovered hot air. As a result, the siteused 29,073 m2 less heating fuel in March 2023 versus the same period in 2023.

●

In France we relocated our premises from Creteil Cedex and Le Mesnil-Saint Denis to acertfied green office building in Antony (NF HQE standard). During the setup of the newlocation, we made several responsible choices, such as buying furniture made ofindustrial waste, eco-designed workstations, floor coverings made of econyl(regenerated nylon), and replacing neon lights with LED lighting.

As a result of these and other activities, we realized total quantifiable annual energy savingsof approximately 6,200 MWh for the sites covered within the scope of this report. In addition,over 57,800 MWh (50.3%) of the electricity that we consumed came from renewablesources.
Regarding our efforts to reduce vehicle fuels consumption and promote eMobility, we
installed EV charging stations at three locations: five double stations in Hitchin (UK) and 16 in
Herzogenburg and Seekirchen (Austria). Unfortunately, the planned installations in Germany
did not materialize due to resource gaps in project management.

Increasing energy efficiency through the implementation ofenergy management systems
Energy management systems are key to managing and reducing our energy consumption. Our sites in Tocancipá (Colombia) and Lima (Peru)
were among those that began the implementation of an energy management system in FY 22/23. During the planning phase, project managers
took part in a global internal training and received templates and checklists that supported their work to develop the process. To startmeasuring the energy consumption of the industrial processes, some refurbishment was needed in the factories, including upgrading theelectrical network and some insulation work. Furthermore, the electrical panels were modernized in Peru, and the heating system of the nickelbaths in Colombia was replaced with a more efficient system. In addition, the project managers reorganized schedules and shifts in a way thatwas better aligned with the production plan to minimize the hours of usage of certain equipment.
While some of these initiatives are already contributing to increased energy efficiency, their main goal was to create an environment that madeit possible to accurately measure the energy consumption of most of the production processes, and to identify what are known as the
Significant Energy Users for each site. With this knowledge, operational managers are now able to identify opportunities for improvement, andput in place action plans to increase energy efficiency.

Inside our Silca factory in Tocancipá (Colombia)

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Energy use (in MWh)

Electricity by source (in %)1

Including own generation

EU Taxonomy
EU taxonomy for sustainable activities
The EU taxonomy allows financial and non-financial companies to share a common definitionof economic activities that can be considered environmentally sustainable, in recognition of
the fact that the shift of capital flows towards more sustainable activities has to beunderpinned by a shared, holistic understanding of the environmental sustainability ofactivities and investments.
Based on the EU taxonomy technical screening criteria, a company’s internal economic
activities can be classified according to their environmental sustainability. The classification
system is broken down into six environmental objectives:●

Climate change mitigation●

Climate change adaptation●

Transition to a circular economy●

Pollution prevention and control●

Protection and restoration of biodiversity and ecosystems●

Sustainable use and protection of water and marine resources

Economic activities that have the potential to contribute to one of the environmental
objectives are referred to as taxonomy-eligible. Those taxonomy-eligible activities that are
actually environmentally sustainable are referred to as taxonomy-aligned. Taxonomy
alignment requires fulfillment of the following three criteria sets:●

Substantial contribution to one of the six environmental objectives●

No significant harm regarding the other five environmental objectives (Do No Significant
Harm, DNSH)●

Compliance with minimum social and governance requirements (minimum safeguards)

Articles 3 and 9 of Taxonomy Regulation (EU) 2020/852 (Taxonomy) require dormakaba todisclose sales, capital expenditure (CapEx), and operating expenditure (OpEx) related toenvironmentally sustainable economic activities. In this reporting year, taxonomy eligibility
and taxonomy alignment must be reported for the first two environmental objectives.

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Approach and methodology
A review of EU taxonomy requirements and technical screening criteria against the full scopeof our products and solutions was conducted together with the Product Sustainability
department and Product Managers. It was found that the EU taxonomy classification islargely not applicable to the majority of our revenue-generating activities – nor to that of theaccess solutions industry in general. Eligibility was found only under the Taxonomy Report
Technical Annex 1, section 3.5. Manufacture of energy efficiency equipment for buildings;
relating to “doors with U-value lower or equal to 1.2 W/m2K”. Revenues from all doors that
could be installed as external doors were therefore defined as eligible. Product management
then reported the U-values for all such doors to determine taxonomy alignment.
In addition to revenue-relevant activities, cross-cutting activities to which only capital andoperating expenditures are attributed were also considered, such as solar PV projects,
electric vehicle charging installations, and energy efficiency initiatives. These are related tosections 4.1 Electricity generation using solar photovoltaic technology, 7.3. Installation,
maintenance, and repair of energy efficiency equipment, 7.4. Installation, maintenance, andrepair of charging stations for electric vehicles in buildings (and parking spaces attached tobuildings), and 7.5. Installation, maintenance, and repair of instruments and devices formeasuring, regulation, and controlling energy performance of buildings in the
aforementioned annex.
The investment and spend values were taken into account only for those initiatives that are
eligible and/or aligned and that are tracked and controlled in our global Sustainability
Initiatives tracker tool to ensure against double counting. A due diligence assessment versus
the minimum safeguards and DNSH criteria was undertaken by our Human Rights function.

Calculation
Taxonomy-aligned

Taxonomy-eligible but
not aligned

Taxonomy-eligible

Taxonomy non-eligible

Turnover1

0.05%

1.78%

1.83%

98.17%CapEx2

0.2%

0.0%

0.2%

99.8%

0.0%

0.0%

0.0%

100.0%

3

OpEx
1
2

3

Turnover (eligible): Net sales from external doors; Turnover (aligned): Net sales from doors with a thermal efficiency U-value of less than or equal to 1.2 W/m2K
CapEx includes: CapEx for generation of renewable energy (e.g. solar power installations); CapEx for energy efficiency initiatives; CapEx for electric vehicle
charging points, plug-in hybrids, and full-electric vehicles in the fleet
OpEx includes: OpEx for energy efficiency projects

Outlook
On a central level, we will focus on completing the solar installation at our plant in Taishan(China) and begin construction of solar installations for our plants in Singapore, Suzhou(China), and Melaka (Malaysia). And in our plant in Indianapolis (USA) we will also improve
HVAC energy efficiency by replacing two air rotation units.

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Circular Economy &Materials
We are accelerating circular solutions to develop materialefficient, energy-efficient, high-quality products that reduce
our customers’ environmental impact and meet the needs ofa sustainable built environment.

Our approach
We live in and depend on an interconnected world, with complex environmental, social,economic, and cultural systems. Damaging one element may have an unexpected impact
elsewhere. We understand the limits of our planet and that we must act more sustainably inorder to meet increasing social and economic demands. As a leading manufacturer,
dormakaba is committed to incorporating the latest product life cycle approaches andenvironmental technologies to continuously advance our product development and improve
our own and our customers’ sustainability performance. This not only provides newopportunities for our design and manufacturing processes; it also addresses our customers’
expectations regarding environmentally friendly products.
We are aware that product sustainability is essential for our success. Therefore, the new
Product Sustainability department was established under the Global Product Development
function. The Center of Excellence Product Sustainability functions as a competence center
for all product clusters globally. It provides the right resources, skills, and expertise and is
responsible for shaping a state-of-the-art development environment for productsustainability. This includes developing Environmental Product Declarations, incorporating
sustainability criteria into all product development-related processes, and elaborating
guidelines.
Our Group-wide Environment Directive regulates minimum business standards inmanufacturing practices, product circularity, and eco-design. In FY 22/23, this Directive was
updated to reflect further product-related sustainability criteria, including minimum energy
efficiency and recycled content benchmarks per product class. These have also been
integrated into our global development process.
The dormakaba sustainability commitment and life cycle approach are also integrated into
our Product Design Manual.

Our activities
Product design with the circular approachWith an average life span of 40 to 50 years, buildings should ideally be constructed in a waythat allows the required materials and natural resources to be used efficiently. We arededicated to producing high-quality and reliable products and solutions, while also
integrating our customers’ desire for environmentally friendly options. As a result, productdesign remains a core focus of our sustainability strategy, with an emphasis on energy
consumption and carbon emissions during the product’s use phase, waste management, andrecyclability at its end of life.

Learn about our Door
Efficiency Calculator andother product sustainability
innovations related tocarbon emissions in our
Energy & Emissions chapter.
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PlanetOur circularity guidelines for new product development
About 80% of the environmental impact of a product is predetermined in the design phase. Therefore, it is key to integrate sustainability criteria
during the design phase of product developments. During FY 22/23 we achieved our target to cover all new product developments andoptimizations with our circularity approach. A circular economy provides solutions to some of the key global challenges by eliminating waste andpollution and circulating products and materials.
We achieved this aim by developing an EcoDesign Specification Template, which will mandatory for all new product developments starting fromFY 23/24. The template will be used as a single source of truth for every product development-related process within the dormakaba Group.
Therefore, its use is mandated and described in our global product development directive, the Adaptive Innovation Methodology (AIM) Directive.
All local product development processes will need to adhere to the AIM Directive. The EcoDesign criteria include guidelines on energy use,materials selection, longevity/durability, repairability, adaptability, and disassembly. The template also defines standard values for the use ofrecycled content and how to design and select the product packaging. Further guidance and explanations for the implementation of thedifferent EcoDesign criteria are provided in the updated Environment Directive.

Our Circularity Approach

Designing environmentally friendly packaging
For the packaging of our products, we mostly use plastic, wood, paper, and carton. It is ouraim to substitute packaging materials with more sustainable alternatives. By 2027 we want
to use zero fossil fuel-based plastic in our packaging (baseline 223 tons in FY 20/21) and
100% of the paper, wood, and carton used should stem from Forest Stewardship Council(FSC)-certified sources.
In FY 22/23 we included requirements for FSC-certified packaging in our Corporate Packaging
Design Guideline, as well as requirements to avoid polystyrene, PVC, or fossil fuel-based
plastic packaging.
We welcome regulations that foster the use of environmentally friendly packaging. For
example, since 2022, all packaging imported to Italy has had to carry a material declaration.
The declaration is made according to official material codes. We are already anticipatingthat other countries will follow Italyʼs example. Also in 2022, France introduced a regulation
to ban aromatic mineral oil hydrocarbons (MOAH) and saturated petroleum hydrocarbons(MOSH) in packaging and printing inks in two steps starting in 2023. A review with our main
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French law. Nonetheless, we will be adding this new requirement to our Corporate Packaging
Design Guideline as well.
Another example of an environmentally friendly packaging initiative is the introduction of
reusable packaging for internal deliveries to our service technicians throughout Germany.
These make up a high percentage of daily shipments. Previously, each internal delivery was
made with single-use carton boxes, creating a large amount of waste. With this initiative, we
switched 80% of the deliveries to reusable packaging, thus minimizing the amount of waste.
Our aim is to change all local deliveries to a sustainable packaging solution.

Providing transparent information about
our products
Since early 2021, components imported or sold in the European Union containing with
Substances of Very High Concern (SVHCs) in a concentration higher than 0.1% have had tobe reported in the whatʼs known as the SCIP Database created by the European Chemicals
Agency. To be compliant with European regulations, we are continually uploading therequired data on SVHCs to the SCIP database. Furthermore, we adhere to the requirementsof the RoHS Directive 2011/65/EU, which restricts the use of certain hazardous substances inelectrical and electronic equipment.
In addition to adhering to the EU RoHS, REACH, and SCIP regulations, we adhere to California
Proposition 65, TSCA (Toxic Substances Control Act of 1976), and PFAS regulations for
products imported into and/or sold in the US. Proposition 65 requires businesses to provide
warnings to Californians about significant exposures to specified chemicals that cause
cancer, birth defects, or other reproductive harm. The TSCA addresses the production,
importation, use, and disposal of specific chemicals. PFAS (Per- and PolyfluorinatedSubstances) chemicals are increasingly regulated due to their link to harmful health effects
in humans and animals. Several US states have enacted regulations restricting the use of
PFAS in products sold in their state, and increased restrictions and reporting are on thehorizon in the US through state and federal regulations such as the TSCA.
Product declarations and green building certifications
We quantify and disclose a product’s environmental impact across its entire life cycle in
our Environmental Product Declarations (EPDs), which are based on the international
standards ISO 14025, 14040, and 14044. Our EPDs meet all mentioned standards to ensurethat our environmental information is transparent, reliable, and credible.
dormakaba also offers various health-related product declarations, which transparently
account for the materials found in our products. These take the form of Health ProductDeclarations (HPDs) or Building Product Declarations (BPDs), depending on local market
requirements.
By 2027, we aim to double our sustainability-related product declarations/certifications,
including Cradle to Cradle and for recycled content (baseline 170 in FY 20/21). We cancurrently provide our customers with 240 such declarations and certifications. By providing
transparency regarding our sustainability performance, we secure our market position andoffer added value to customers seeking green building certifications.
Our product declarations are based on Life Cycle Assessments (LCA), which provide areliable calculation of the environmental performance of a product. This includes thesystematic assessment of the environmental impacts arising during the extraction of raw
materials, and all the way through the production, distribution, and use phases, which arequantified based on materials, energy consumption, transport routes, emissions, and the life
span of the products.
There are two LCA approaches: cradle-to-gate and cradle-to-grave. The first approachconsiders all production stage modules: raw material supply, transport, and manufacturing.
The latter covers all life cycle modules, which means that in addition to the cradle-to-gatestages, cradle-to-grave analyzes the building construction process, the product use stage,

Take a look at oursustainability-related
product declarations andcertifications on our website.
Go to page

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and end of life (i.e. the upstream value chain). We mainly use cradle-to-gate “with options”
so that we can select the relevant upstream life cycle module(s).
Product information from environmental or health-related product declarations cancontribute to our customers attaining the highest levels of green building certifications, suchas Leadership in Energy and Environmental Design (LEED). dormakaba publishes the productinformation on internationally recognized sustainability platforms such as the Sustainable
Product Information Module (SuPIM) by the Institut Bauen und Umwelt (IBU). SuPIM provides
all product-related sustainability data from the manufacturers for various building
certification systems such as LEED, the German Sustainable Building Council (DGNB),
Bewertungssystem Nachhaltiges Bauen (BNB, evaluation system for sustainable
construction), and the Building Research Establishment Environmental Assessment Method(BREEAM). These are compiled in a data sheet and supplemented with the corresponding
verification documents. For quality assurance purposes when it comes to the underlying
documents, IBU offers manufacturers a review of the entered data.
Such databases provide transparent environmental and health information for users andensure easy access to specific product data. By providing this level of product information,
we seek to lower market entry barriers in the green building industry, enabling our inclusion in
related bidding processes.

Production with lower environmental
impactAt dormakaba, we recognize that environmental responsibility is integral to producing worldclass products. Besides adhering to environmental laws and regulations, we focus on
improving our management of environmentally relevant processes and on monitoring andreducing our energy consumption, carbon emissions, water consumption, and effluents, aswell as monitoring our waste disposal and recycling rates.

Activities and key results
regarding carbon emissions(Scope 1 & 2) and energy
consumption during
production.
Energy & Emissions

Responsible use of materials
Among the raw materials we use for our products, there are metals such as steel, brass,aluminum, nickel silver, and zinc, as well as gypsum board, glass, and plastics. Since theprimary extraction of metals from ore and the subsequent refining processes are resourceintensive, one key focus is to increase the use of metals with a high level of recycled content.
Other important materials are wood, paper, and carton, which are made from renewable
resources.

Historical information onmaterial use.
ESG Performance Tabledormakaba

Material use (in %)Sustainability Report 2022/23

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Raw material use (in %)Several production sites focus on closed-loop systems in their material use. 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 theoriginal producer, who then uses it to make our purchased materials, resulting in a closedloop system. Examples of the responsible use of materials in FY 22/23 include:●

Our team in Chino (USA) developed a maximum security full height turnstile door thatprovides seamless entrance, it can be used for both indoor and outdoor applications fora more secure building perimeter. They designed it such that 98.5% of its materials arerecyclable, and also results in a 40% reduction in raw materials compared to its
predecessor. The prototype has already been tested, and the team is in the process of
finalizing the product launch.

●dormakaba Austria is conducting a research study to find solutions to substitute lead in
metal alloys. Initially, this study will focus on serrated keys, but ideally the results will
later be applied to other products. Several performance tests have been evaluated for
four possible lead-free materials that can be processed within our plants. In addition,
the team is also investigating how tools, machines, and processes have to be adapted
to include the use of these new substitute materials.

Waste management
In addition to water consumption and effluents, waste management is of key importanceduring the electroplating, surface finishing, and painting processes. We work to minimize thevolume and toxicity of waste from these operations through continuous improvement
projects. 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. Certified disposal companies are commissioned to dispose of industrial waste andchemicals, and to recycle materials.
We monitor our waste by treatment method and waste type. At 73.6% by weight, the largest
proportion of waste is scrap metal. In FY 22/23, approximately 90% of the waste stream wasrecycled, reused, recovered (including raw materials and energy recovery), or stored on-site.

We respect the universal
human right to safe andclean drinking water andsanitation. Learn about ouractivities and key results
regarding water andeffluents management.
Human Rights

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Non-hazardous waste by type

Hazardous waste by type(in metric tons)(in metric tons)

Waste by treatment path*

Waste intensity(in metric tons)(t/mCHF net sales)*On-site storage includes waste that is
temporarily stored at the premises before
being directed to treatment/disposal
The generation of different waste streams is an inevitable consequence of our operations,although by implementing the circular economy approach, we aim to send zero waste tolandfill in our operations by 2027 (baseline 3,443 tons in FY 20/21).
To start working toward this aim, 33 manufacturing sites were tasked with developing roadmaps in FY 22/23. On a central level, external experts provided all locations with training,
guidance, and best practices. Additionally, three sites with a combined 50% of our waste-tolandfill baseline received one-on-one support, including an on-site waste audit and specificwaste optimization action plan.
The specific action plans include waste stream characterization, segregation to find waste
value, diverting key materials from landfill waste, and identifing potential local partners andusers of waste streams.

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Additionally, local actions to reduce the amount of waste going tolandfill took place.
Examples in FY 22/23 include:●

Our plant in Indianapolis (USA) eliminated disposable Styrofoam cups by providing
reusable cups and mugs to staff instead.

●Our production plant in Melaka (Malaysia) developed a waste segregation program,
identifying waste streams and providing awareness raising on waste-saving practices
for employees. Since the implementation of the program in December 2022, there has
been a reduction in waste treatment costs of about 50% compared with the previous
yearʼs average, thus reducing waste discharged to the environment. We will continue
monitoring the development of this program and identify new partners that can collectother types of waste produced in this location.

●

In Johannesburg (South Africa) we launched a pallet reuse program. All pallets received
with shipments – that are not reused – are now sent on to other companies for
repurposing.

●Our manufacturing sites in Germany developed a program to reduce wood waste. Now,
99% of our wood scrap will become source material for new wood pellets, and at thesame time will reduce waste treatment costs. We will strive to include more wood waste
types in the program, like wood dust.

●

Additionally, our plant in Rocky Mount (USA) started a carbide and steel scrap waste
recycling program. The purpose of this project is to recycle the carbide tools, chips, andsludge from the manufacturing process via a third-party recycler. We are currently
collecting information about the volume of material recycled.

Take-back programs
Most of our products have a long life span of up to 20 years, but their purpose should not
end after deinstallation. Some of the components of our products can be reused, repaired, orreintroduced as raw materials back into the manufacturing cycle.
Collecting products and components from customers and partners requires collaboration
between various dormakaba departments. Logistics, quality management, productdevelopment, and production are all important functions that should be involved. Take-backprograms have multiple benefits, such as stronger customer relationships, development ofan alternative supply of critical raw minerals, mitigated risks associated with hazardous
materials handling, reduced environmental impact, and cost savings.
By 2027, we plan to offer extended producer responsibility take-back schemes for all
products and packaging in the top ten sales countries.

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PlanetCollaboration with KEDGE Business School on take-backprograms
In FY 22/23, we accompanied Masterʼs students from the KEDGE Business School’s “Business Transformation Program for Sustainability” programin France through what they call company challenges, where the students were given the opportunity to address the concrete transformationalsustainability challenges of various companies. This program brings benefits for the students as well as our businesses – students gain hands-on
experience of stakeholder and project management, while we get to explore valuable areas of business development.
dormakaba’s challenge was for the students to develop a concept for take-back programs for nine countries, focusing on one top-selling
product per country. A take-back program is an extended product responsibility scheme, meaning that whoever introduces a product into a
countryʼs market remains responsible for that product after the end of its life.
Offering take-back schemes will allow our customers to gain green building credits for certifications such LEED, so we see the growth potential
and business incntive. Simultaneously, we are strengthening our customer relationships and reducing our production costs because the material
is recycled or reused – not to mention the significant positive environmental impact.
The students began by interviewing the nine designated project managers on dormakaba’s side, one per country, to understand the logistics,
distribution channels, and product returns processes. A regulatory review and benchmarking of best practice by other companies followed. The
KEDGE students also ran market research analyses to find potential recycling partners, collaborated with dormakaba Procurement tounderstand current recyclers and logistics companies in the supply chain, and developed a website mock-up for customer communication andprocess workflows. All in all, the concept developed by the students is actionable, and we will begin its implementation in FY 23/24.

The KEDGE project team together with our Group Sustainability Officer Stephanie Ossenbach during thejury presentation of the company challenges in June 2023. From left to right: Martin de Lataillade, Pia
Frieman, Stephanie Ossenbach, Karim Bouyadamine, and Remi Leclere

OutlookDuring the next financial year, we will focus on the following activities:●

We will convert 25% of all procurement spend for paper, wood, and carton to FSCcertified goods, and we will reduce spend on fossil fuel-based packaging by 25%.

●

We will continue to develop at least 28 new sustainability-related product declarations,
including pilot work on our first Cradle2Cradle certificates.

●

We will digitalize our product environmental data, transforming it into machine-readable
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processes and platforms common in the construction industry, including the madaster
platform.
●Three additional sites – representing an additional 22% of our waste-to-landfill baseline– will receive on-site support from external experts, and undergo waste audits andoptimizations.

●

We will begin the implementation of the product take-back program concept developed
as part of the collaboration with the KEDGE Business School.

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Sustainability Report Financial Year 2022/23

Partnerships
We collaborate to promote sustainable
development beyond our own doors

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74

Supplier Sustainable
Development
To further develop partnerships in the supply chain based on
responsible business behavior, we are engaging our suppliers
and trading partners in our endeavor to foster sustainable
development.

Our approach
We believe sustainable supply chains ensure the well-being of the people and environments
they procure from, as we seek to grow our business through ethical and legal businesspractices. We are therefore committed to leveraging our purchasing power to benefit thosepartners whose values align most closely with ours. Furthermore, the rise of supply chaintransparency legislation points to the increasing mandate that a company must be aware of
the economic, environmental, and social dimensions of its supply chain, and that it must
proactively monitor and manage those dimensions.
The dormakaba Supplier Code of Conduct (SCoC) outlines our requirements with regard tohuman rights, fair working conditions, environmental responsibility, and business ethics,
among others things. It is integrated into our online bidding system and is also part of ourstandard supplier contracts.
In 2022 we adopted the dormakaba Sustainable Procurement Directive, which includes basic
regulations on contractual sustainability agreements, sustainable purchasing factors andcriteria, requests for sustainability information, life cycle costing, supplier categorization forsustainability assessments, and procedures in case of non-participation or non-compliance.

Download the dormakaba
Supplier Code of Conduct.
Download

Our activities
Our global supply chain is large and complex, which poses a challenge in this regard. Global
procurement volumes with external vendors, excluding inventory, correspond to
approximately 39% of total sales, making the company’s procurement strategy highly
relevant to achieving our financial and sustainability targets. The number of active suppliers
for goods and services is approximately 16,500, with spend focused in Europe (49.0%), North
America (27.7%), and Asia (19.2%).
Supplier Sustainable Development is one of the strategic topics in our Sustainability
Framework 2021–2027, for which we have set ambitious targets. By 2027, we aim to:●assess all high-risk suppliers for their sustainability management via a third party or offboard them for lack of participation.

●

have at least 45% of our high-risk suppliers participate in our sustainability engagement
program.

●close at least 80% of high-priority corrective actions via assessed suppliers.

●

have 90% of assessed suppliers with priority findings complete a sustainability training.

●provide information regarding conflict minerals for high-risk suppliers.

We are setting higher
standards for our suppliers
to foster circular solutions.
Learn more about how weare increasingly sourcing
recycled materials, andForest Stewardship Councilcertified products.
Circular economy

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To ensure our suppliers contribute to social and environmental well-being, dormakaba
focuses on five areas:
1

Identifying supply chain risks

2 Supplier off-site assessments
3 Supplier on-site audits
4 Training of internal and external stakeholders
5 Procedures in case of non-participation or non-compliance

Identifying supply chain risks
dormakaba has defined a target group for sustainability assessments based on identified
sustainability risk factors – such as origin country and the material content of the goods
procured. The latter refers to Material Compliance topics, assessing materials of concernthat are regulated, for example, by the European Union’s REACH regulations and RoHS
Directive. Suppliers over a certain procurement threshold were taken into consideration aspart of the categorization work.
To determine sustainability risk factors on a country level, an impact assessment andhotspot analysis were used as a baseline. The hotspot analysis identified the following
sustainability topics as being of the highest relevance in the supply chain: (1) Energy andEmissions; (2) Human Rights; (3) Child Labor and Forced Labor; (4) Materials; (5)Responsible Tax Practices; (6) Freedom of Association; and (7) Circular Economy. For thesehigh-impact topics, any supplier from countries listed as high-risk was included in thesustainability target group for assessment. The high-risk group includes approximately 13%(2,089) of our Tier 1 supplier base, both for direct (e.g. material goods) and indirect (e.g.
services) spend. The target group was not updated in FY 22/23 in comparison with FY 21/22.
It is based on the latest available full-year data from the procurement information systems(FY 20/21).
Supplier categorization for sustainability assessment

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Partnerships

Baseline study to increase the recycled content of metals
Due to our supply chain risk and categorization process, we are aware that the topic of Energy and Emissions has the largest impact. Indeed, a
key element of our climate transition plan is to choose goods with smaller carbon footprints.
According to the American Geosciences Institute, the largest energy savings achieved through recycling are associated with metals. Primary
metals are predominantly produced using energy-intensive mining and ore processes, which are between 50% and 80% more energy-intensive
than the process of choice for producing secondary/recycled metal, depending on the metal recycled. This reduction of energy used leads toclear CO2 savings. For example, recycling aluminum saves 94% of CO2 emissions versus producing aluminum from raw materials (source: US
Aluminum Association).
As metals make up around one third of our Scope 3 emissions stemming from purchased goods and services, we are putting special focus on
increasing the amount of recycled content purchased.
In the first year of the initiative, we have been developing a baseline for recycled content with our existing metal suppliers. This project includes
164 suppliers (105 steel, 24 brass, and 35 aluminum suppliers) covering the Regions AMER, EMEA, and APAC. With this study, dormakaba will beable to direct purchasing toward those suppliers capable of delivering the highest overall recycled content, thereby reducing value chain
emissions related to metal extraction, production, and processing. We are happy to be pioneers in this topic, as our suppliers and customers
have highlighted. But being pioneers is challenging, because many suppliers have never had similar requests and must create new processes todeliver the requested information.
Furthermore, gathering this information is especially challenging for traders who receive raw materials from several sources, and who tend tohave short-term supplier relationships. This points to issues in achieving our environmental standards within their business models. Of the 164
suppliers included in the baseline study, 68 have been contacted. However, only three have returned the signed affidavit as requested. Due tothe low response rates, we will put extra emphasis on the baseline study in the upcoming financial year, and we will continue to work with our
suppliers to improve data quality and responses. Additionally, we have included minimum recycled content levels for metals in our Environment
Directive and in our supplier management tool SAP Ariba to address this topic from the vry beginning of a supplier relationship.

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Supplier off-site assessments
Since 2019, we have been working together with EcoVadis, a leading provider monitoringsustainability in global supply chains, to reduce supplier risk and support supplierdevelopment. The assessment covers 21 sustainability criteria across four areas(environment, labor and human rights, ethics, sustainable procurement).
In FY 22/23, we engaged 503 high-risk suppliers and asked them to participate in the
EcoVadis assessment (versus the 500 targeted suppliers). The positive participation rate was31%. Of the suppliers with a completed rating as at 30 June 2023, 56% landed in the scoreband of “good” or above. However, 35% had only partial performance, with scores lower
than 45. And an additional 9% were considered to have insufficient performance.
Since the launch of our collaboration with EcoVadis, 23.7% of our high-risk suppliers havebeen assessed. 270 high-priority corrective actions have been requested and 49% of thesewere closed. Furthermore, a total of 12 business relationships have been terminated and five
suppliers were blocked from new business.
Overall score distribution*

All EcoVadis-rated dormakaba suppliers since 2019*

Since the start of our cooperation with
EcoVadis, 42% of assessed suppliers haveundergone a follow-up reassessment. We
found that 60% of the reassessed suppliers
improved their score, with an overall
improvement of 3.4 score points. Among
those that improved, the average supplierimprovements per pillar are:●Environment: +3.6 points●

Labor and Human Rights: +3.5 points●

Ethics: +3.2 points●

Sustainable Procurement: +3.0 points

The majority of reassessed suppliers (51%)
exhibited good performance, with anadditional 20% considered to haveadvanced performance. We will continue tosupport our business partners to improvetheir rating in the future.

Improvement in performance through
EcoVadis reassessment

We invited over 500 high-risk
suppliers from our Tier 1
group to participate in the
EcoVadis assessment in FY
22/23.

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Supplier on-site audits
To examine our suppliers’ situation on-site, we developed a standard audit questionnaire that
contains topics related to quality management. It includes checks on, sustainability topics
such as internal Code of Conduct (CoC), the dormakaba Supplier Code of Conduct, labor,
health and safety, and environmental standards. Auditors are asked to check documentation
on-site related to:●Workers’ ages and identity records●

Receipt of wages●

Training and communication on internal CoCs●

Signing 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 of specific locations, products, andperformance. This risk assessment results in a score ranking, indicating the frequency ofauditing required for the relevant supplier.
In FY 22/23, our own quality team conducted on-site audits for 18 suppliers in China. There
were no findings of non-conformance regarding sustainability criteria.
We also conducted four comprehensive on-site audits in China via a third-party focusing
exclusively on sustainability. Three auditees were small subcontractors that posed risks tolabor standards and human rights. The fourth audit was carried out as a result of one of ourlong-standing Chinese suppliers entering the sustainability escalation process.
The third-party audits were conducted by ELEVATE, a firm specialized in social auditing. The
auditees’ performance in the areas of labor, health and safety, environment, business ethics,
and management systems was assessed against the ERSA and CIA standards.
Despite having faced resistance from the audited suppliers when requesting that theassessment be conducted, all four suppliers complied and we have gained valuable insights
into their compliance with social standards. Indeed, the final audit reports revealed major
non-conformances with health and safety, and labor standards for all the suppliers
assessed. For that reason, we have engaged ELEVATE once again to conduct a root cause
analysis with each supplier and set specific corrective action plans.
One year after establishing the corrective action plan, dormakaba will check theimplementation of the corrective actions, and adopt governance measures in those cases
where the corrective actions have not been properly implemented.
Procedures in the event of non-participation or non-compliance
We have procedures and process flows in place for auditing and corrective action plans interms of the sustainability performance of suppliers. We integrate a sustainable
development clause into contracts for new suppliers and for existing suppliers when it is time
for contract renewals. Our sustainability contractual clause establishes and describes the
suppliers’ obligation to participate in and pay for off-site assessments and/or on-site audits,and to commit to and implement an improvement plan if performance is below our definedbenchmarks.
In addition, at the beginning of the supplier relationship, the supplier is presented with thedormakaba SCoC for signature. Suppliers refusing to sign the SCoC or who do not have theirown of equal 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, gold, or platinum
level, reassessments are required in two to five years. For suppliers with partial performance,
an annual reassessment is required, and an improvement plan is defined within the EcoVadis
system.

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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 an onsite audit. A corrective action plan is defined in the course of the on-site audit, with a oneyear implementation deadline. Suppliers are blocked or placed in active elimination for lackof implementation.
A Responsible Procurement Steering Committee meets regularly to take decisions on a caseby-case basis for special circumstances, such as when dealing with monopoly suppliers,
quality checks of suppliers’ internal Code of Conduct, acceptance of sustainability
assessments provided by companies other than EcoVadis, and monitoring and evaluation of
suppliers listed as blocked or in active elimination due to inadequate sustainability
performance.
Sustainability trainings for procurement employees
Our procurement employees have a core role in achieving our goals related to Supplier
Sustainable Development. Their understanding of the sustainability aspect and the programwith EcoVadis is key. For this reason, employees working together with suppliers, participate
in training programs that prepare them for sustainability- and assessment-related
conversations with partners. In FY 22/23, 107 colleagues from procurement completed thevirtual internal training on our sustainability framework, targets, and governance.

Further activities
We have seen greater focus and execution across all of our supplier sustainability
engagement work thanks to organizational improvements within the company. There is now
a dedicated team of four full-time employees working on a global level and embedded within
the Regions AMER, APAC, and Europe & Africa to engage with our suppliers on generalsustainability assessments and beyond. For example, this team arranged for further baseline
checks on whether our packaging suppliers for wood, paper, and carton are certified by the
Forest Stewardship Council. This groundwork will enable us to transition to those suppliers
that are able to meet this new requirement, or to seek new suppliers.
The processes in the SAP Ariba system, which is used to automate processes for supplieronboarding, development, and communication, were aligned with new sustainability-relatedlaws, regulations, and requirements. Using this system, we are able to simplify processes for
suppliers related to labor, material compliance, high-risk materials and high-risk countries, aswell as providing an escalation process for suppliers not compliant with the standards.
Lastly, as part of our goal to provide customers with information related to conflict minerals
in our supply chain, we have continued to request Conflict Mineral Reporting Templates(CMRTs) from suppliers. By the end of FY 22/23, in the USA we had contacted more than
1,300 suppliers (excluding non-production suppliers and services), of which around 51%
submitted Conflict Mineral Statements. Approximately 32% of the supplier responses
indicated that no 3TGs (tungsten, tantalum, tin, and gold) were intentionally used in thedelivered goods, 13% have a strong compliance program, and around 5% have weak conflictmineral procedures. For more information on the topic, please view our recently publishedStatement of Commitment on Responsible Minerals Sourcing.

OutlookDuring the next financial year, a key element of our supply chain due diligence will be thecontinued integration of sustainability requirements in SAP Ariba processes. Furthermore, wewill continue to invite at least 500 suppliers to complete our supplier assessments via
EcoVadis throughout the year. The planned automation of communication with our suppliers
will help us reach this goal.
We will also focus on the replacement of our packaging materials with sustainable andcertified alternatives. Therefore, 25% of our paper, carton, and wood packaging will bePartnerships

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replaced sources certified by the Forest Stewardship Council. Additionally, we will start abenchmarking study in order to identify sustainable solutions for plastic packaging bags.
The baseline study on recycled content in our metals will continue, and we aim to invite an
additional 25% of our relevant suppliers to complete CMRTs. In addition, dormakaba has
been engaged in cobalt traceability dialogue with key suppliers since FY 21/22. The goal ofthe discussions is to understand the joint upstream value chains and to collaborate on
tackling the human rights and environmental risks present in them. In FY 23/24 we will revisit
the project with a view to covering a larger number of suppliers.
Finally, we have selected an external partner to conduct supplier trainings on sustainability
topics, and the first invitations to suppliers with high-priority corrective actions will be sent in
FY 23/24. Our own procurement staff will also undergo training on the stipulations included in
the Sustainable Procurement Directive.

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81

Human Rights
dormakaba acknowledges the responsibility to respecthuman rights as outlined in the UN Guiding Principles on
Business and Human Rights (UNGPs).

Our approach
At dormakaba, we want to lead by example and engage with our partners to drive more ecofriendly practices and support the protection of human rights. In today’s ever moreinterconnected and globalized world, there is increasing public focus on how companies arerespecting human rights in their operations and across their business relationships withinvalue chains. This means they have to demostrate that they are not harming thefundamental dignity and welfare of people as they go about their legitimate work andgenerate the jobs, wealth, and growth that benefit all communities. Human rights are rightsthat apply to all human beings, irrespective of nationality, place of residence, sex, national or
ethnic origin, color, religion, language, or any other characteristic. Above all, human rights
are interrelated, interdependent, and indivisible.
As a company with global supply chains, dormakaba is exposed to increased risks of being
directly or indirectly linked with human rights violations. We therefore treat the respect ofhuman rights as a top priority and require our business partners to do the same.
Our human rights commitment was published in FY 19/20 in the form of the dormakaba
Statement of Commitment on Human Rights and extends to all individuals throughout thevalue chain. It was developed based on a gap assessment, stakeholder consultations, andthe salient issues identified (see details in the following section), and approved by our thenChairman and CEO. In prioritizing these salient issues, we recognize that some groups may
be at greater risk of negative 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 therefore annually
reassess salient issues and human rights risks based on internal and external stakeholder
feedback and expert judgments.
We are guided by international human rights frameworks, which include but are not limited to
the “Protect, Respect, Remedy” framework of the UN Guiding Principles on Business andHuman Rights (UNGPs), the Universal Declaration of Human Rights (UDHR), the International
Covenant on Civil and Political Rights, the International Covenant on Economic, Social, andCultural Rights, the Core Labor Conventions of the International Labor Organization (ILO),
and the OECD Guidelines for Multinational Enterprises.

Human Rights Due Diligence (HRDD)
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 by and exercise
their fundamental human rights.
We have defined the following HRDD process and outlined it in the Statement of Commitment
on Human Rights to ensure dormakaba will be able to effectively implement our commitment
to respecting human rights:

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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Process of Human Rights Due Diligence (HRDD)

Assessing potential impacts to definesalient issues
dormakaba does not attribute more importance to one human right over another. However,for the implementation of our human rights commitment, dormakaba prioritizes human rights
issues that are most salient to the business – identified via a formal human rights saliency
assessment conducted 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 of the companyʼs Statement ofCommitment on Human Rights.
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, andthese were further analyzed in terms of the company’s leverage and the potential severity of
impact. Severity here is defined by the scale, scope, and remediability of the potential humanrights impacts on people.

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dormakaba Human Rights Saliency Matrix

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84

Among the broader human rights issues identified, we commit to focusing on the salient
human rights issues defined below (in alphabetical order):Salient issue

Potential human rights impacts

Illustrative example in our value chain(not exhaustive)

Child labor

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

Child labor used for cobalt and mica mining.

Contributing to conflict

Right to the security of the person;
Freedom from cruel, inhumane, and degrading
treatment

Sourcing raw materials from conflict zones andtherefore indirectly financing armed conflicts.

Customer safety

Right to health

Door not stopping during operation and injuringsomeone, or not opening in case of fire and leading
to a fatality.

Environmental issues impacting humanrightsRight to safe and clean drinking water andsanitation;
Right to health;
Right to an adequate standard of living

Bauxite mine polluting water used by local
communities for drinking, washing, and cooking.

Migrant workers (forced labor)

Right not to be subjected to slavery, servitude, orforced labor;
Right to freedom of movement

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

Outsourced services

Right to health;
Right to enjoy just and favorable conditions ofwork

Outsourced/subcontracted employees in plants
facing health and safety risks (e.g., cleaning andsecurity staff).

Occupational health & safety

Right to health;
Right to enjoy just and favorable conditions ofwork;
Right to social security, including social insurance

Staff installing products on behalf of dormakaba
facing injury risks: lifting heavy equipment, unsafe
construction sites, road accidents, etc.

Given the challenges of limited transparency in the value chain, our salient issues are
regularly analyzed in more detail through human rights impact assessments or social audits
in high-risk areas in order to develop appropriate measures. We have committed to
conducting at least one social audit per financial year in our own operations.
During FY 22/23, we conducted two audits to identify actual or potential human rights risks
or abuses in our own operations. Our internal audit team conducted the first audit in theSuzhou plant (China), which did not result in any human rights-related findings. We engaged
ELEVATE, an industry leader in Environmental, Social and Governance (ESG), sustainability
and supply chain services to conduct an audit in our facility in Taishan (China) in line with the
ERSA standard. ERSA is our preferred auditing standard because it covers all relevant social
auditing standards, such as SA8000 or SEDEX.
This year we also commissioned social audits for four of our high-risk suppliers. Read more in
our Supplier Sustainable Development chapter.

Integrate findings and take appropriate
actionAll audits have resulted in the development of comprehensive corrective action plans that
address the findings and build the capacity of the different stakeholders to prevent humanrights issues from happening again. To ensure complete objectivity and best practice in thedevelopment of the corrective actions, our external auditing partner – ELEVATE – guides thedevelopment of the corrective action plans for all external social audits conducted in ourown operations and those of our suppliers.
In last year’s Sustainability Report, we reported that the results of a social audit for one of
our facilities in Malaysia were pending at the time of publication. Since then, major findings
have been reported in the areas of working hours, recruitment fees, and due diligenceprocesses in relation to labor agents. Corrective actions included:●

Execution of individual interviews with all migrant workers in the plant to determine theamounts they paid in the form of recruitment fees. Efforts were made to contact anddormakaba

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include workers that had left the organization up to six months before the social audit
took place.
●

Having labor agents sign the dormakaba Terms and Conditions for Labor Agents andContractors as part of their contracts to ensure that no workers will be charged
restrictive recruitment fees in the future. contractual clause imposes a Zero Recruitment
Fees Directive and an express obligation to ensure specific labor standards and due
diligence measures before the worker leaves the home country (i.e pre-departurephase).

●

Implementation of a due diligence process prior to engagement with labor agents that
includes an online interview and on-site visit.

●

Implementation of a Working Time Schedule that ensures the 60-hour working week limit
is not surpassed and all workers get at least one day of rest per week.

●

Undertaking of efforts to raise awareness of the dormakaba whistleblowing tool during
the pre-departure phase training packages for migrant workers.

Tracking and communicating performance
We commit to transparently reporting on the progress of our efforts in our annual
sustainability report and publicly accounting – through this report and our annual Modern
Slavery and Child Labor Statement – for how human rights issues are addressed.
We track the effectiveness of our actions and influence to ensure human rights are respectedin the value chain. We do this through a management system with concrete targets and key
performance indicators, monitoring the implementation of the human rights road map.

Remediating adverse impacts
When adverse human rights impacts are uncovered caused by our business activities or links
to our operations, we are committed to taking timely and transparent action to remediatethem in a fair and equitable manner in line with the UNGPs. Where we find impacts linked toour business relationships, we will use our influence to encourage suppliers and business
partners to respect human rights.
As mentioned previously, in the course of a social audit of our facility in Senai (Malaysia), theauditors found that migrant workers in the plant had paid recruitment fees to the labor
agents during the recruitment process, which increases the risk of bonded labor. As a result,local management conducted individual interviews with all migrant workers in the plant todetermine the amounts they had paid in the form of fees.
dormakaba has now reimbursed the full amounts paid by the migrant workers as a
remediation measure.

Access to grievance
We provide both internal and external stakeholders with the opportunity to communicate
their grievances in an open manner. Our whistleblowing system ensures anonymity and dataprotection. The tool is available in nine languages. In an effort to ensure accessibility for all
workers throughout the organization, we are assessing the need to make the tool available inadditional languages.
Before it was launched, we collected feedback from various stakeholder groups and theirrepresentatives. For example, the German Works Council was consulted in the design phaseand before implementing the whistleblowing tool. They agreed to its implementation, being

dormakaba issues an annual
Modern Slavery and Child
Labor Statement. The
statement sets out the steps
dormakaba has taken to
ensure that slavery, humantrafficking, and child labor
are not taking place in its
supply chains or any part ofthe business.

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satisfied that it provides effective feedback and ensures the protection of whistleblowers
from retaliation. Furthermore, representatives from the Human Resources organization ofvarious countries also gave their feedback on the design of the tool before it went live.
An external party has evaluated the dormakaba whistleblowing tool against theeffectiveness criteria set out in the UN Guiding Principles on Business and Human Rights,
which were mostly met, and the Global Compliance department reviewed the tool against
the requirements of the newly adopted German Supply Chain Due Diligence Act during a
recent update.
Global Compliance launched a communication campaign to familiarize our employees withthe tool and its usage. The campaign included print media (poster campaign) for local
implementation to reach production workers. Our Code of Conduct and the pre-departurephase training package for foreign migrant workers also include a detailed description of ourreporting channels.
Lastly, we ask whistleblowers for their feedback on the design of the whistleblowing tool,e.g. accessibility and ease of use. All feedback is consolidated and considered in the regularsystem updates. The Global Compliance department tracks the implementation of theagreed remediation measures.

Policy commitment
In addition to our Statement of Commitment on Human Rights, our Responsible Labor
Directive and the specific Zero Recruitment Fees Directive lay out our policy commitments
on human rights-relevant topics of labor conditions for our workforce. The directives give
more concrete guidance and set minimum standards on topics such as freely chosen
employment, working hours, workers’ accommodation, and responsible recruitment on a
global level.

Take a look at ourwhistleblowing tool.
Visit page

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Embedding our Responsible Labor Standards indaily businessTo ensure adherence to the standards contained in the Responsible Labor Directive and the Zero Recruitment Fees Directive, we launched a
project to measure the level of compliance with the standards at each dormakaba location, regardless of whether it was an office or a
production site, or the number of employees based there.
The project started with a series of workshops for regional and country-level Human Resources leadership teams in charge of managing thelabor standards of the different dormakaba sites around the world. Once the Human Resources organization was familiar with the standards
and questions had been clarified, Corporate Sustainability sent out the Statement of Adherence – Self-Assessment Questionnaire.
We achieved a 100% participation rate, gaining valuable insights into the situation on the ground and discovering gaps in the Directives’ level of
implementation that will serve as the basis for designing future due diligence measures. The results of the assessment also enabled us tocalculate a social risk score for each dormakaba site, which in turn will become a fundamental pillar of our Human Rights Risk Management
System.
Thanks to this project, we have raised awareness of the Directives and the overall dormakaba due diligence strategy throughout the company,
thus supporting much wider implementation of the Responsible Labor Directive and Zero Recruitment Fees Directive on the ground.

Our activities
During the current strategic cycle (2021–2027), we are focusing our efforts regarding theprotection of human rights on the following activities beyond the due diligence processes
mentioned aboved:●

Ethical recruitment trainings●

Cobalt traceability●

Respecting the right to water

Ethical recruitment trainings
Based on the tools and training modules developed by the Responsible Labor Initiative, by
2027 we commit to providing ethical recruitment trainings for our labor agents in sending
and receiving countries where we recruit foreign workers. This includes but is not limited tomigration corridors between Nepal, Myanmar, and Malaysia, and between Taiwan and thePhilippines. The aim of the trainings is to protect and reduce the risk of forced labor for
migrant workers. Implementation is planned for FY 23/24.

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Cobalt traceability
We are aware that the mining of cobalt is often linked to human rights violations, includingchild labor, especially when sourced from the DRC region. As a company procuring electronic
components, we must take action to increase transparency in our supply chain, regarding
human rights violations during the mining of high-risk minerals. Therefore, it is our goal toensure supply chain traceability for minerals with a high-risk of child labor by 2027.
In the first phase of our cobalt traceability work, we started consultations with human rights
experts, in partnership with the University of St. Gallen, we also developed a study – Reporton Cobalt Traceability – to gain deeper insight into tracing cobalt in fragmented supply
chains related to the electronic components that we use in our products. The study assessed
typical human rights risks, including child labor, as well as governance and traceability
challenges.
The report sheds light on the key actors and practices involved in the sourcing process ofcobalt. It provides a detailed overview of the upstream part of the cobalt supply chain, as
well as the actors that participate in the extraction and handling of this mineral. Numerous
sustainability and supply chain professionals contributed their expertise to the report. They
shared practices and actions they believe would have the potential to improve labor
standards and prevent human rights violations in cobalt supply chains. The study is now
available to the general public and we hope the insights will help other companies toimprove their understanding and management of the human rights risks linked to their cobalt
supply chains.
During FY 22/23, we continued with stakeholder dialogues, inviting key suppliers to open
discussions to gain greater visibility and a deeper understanding of the upstream parts of ourcobalt supply chain. Our aim with the dialogues is to galvanize support among our supply
chain partners so we can increase the pressure at the "choke points" of the supply chain(e.g. metal smelter or refiners).
After communicating the main findings of the first phase to all participant suppliers, we willrevisit the project to include more suppliers and scale up our efforts.

Respecting the right to water
We recognize that the human right to water entitles everyone to have physical and financial
access to sufficient, safe, and acceptable water for personal and domestic use. As part ofour obligation to respect this right, we assess the level of water scarcity in areas where we
operate. The latest analysis revealed that approximately 40% of our 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 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. Seven manufacturing sites have been found to have (1)high or extreme water stress, and (2) high water consumption relative to other sites.

Water consumption data for
all locations within thescope of our reporting areavailable in our ESG
Performance Table.
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Water stress level by sites**Based on all locations, including those beyond the regular scope of this report.

As part of our Sustainability Framework, we committed to establishing water stewardshipprograms in areas of high water scarcity, with no absolute increase in water consumption
and reducing water intensity by 28% by 2027 (baseline 5,086 m3 absolute consumption and25.5 L/hours worked in FY 19/20). Although in FY 22/23 we have reached this target ahead ofschedule, we will continue to monitor in the coming years to ensure that the level remains
within the target threshold in 2027.
Below are some examples from FY 22/23 of the water consumption reduction initiatives
implemented to achieve this target:●

At our plant in Suzhou (China), we introduced water-saving tap nozzles to reduce water
consumption when washing hands. The tap nozzles installed use about 70% less watercompared with the normal tap nozzles used before. Additionally, the plant installed a
new coolant machine that can distill water for re-use from the wastestream and which
separates residual oil for external treatement. The machine can recycle about 80% of
the process water.

●

Our facility in Lima (Peru) has continued with its implementation of a domestic water
treatment plant. Thus far, the plant has been able to recover a monthly average of 40%of the water consumed for domestic use, which represents a saving of 25% of the total
water use in this location compared with the prior financial year. Water meters are also
being installed to continue with a comprehensive management plan for industrial water
treatment.

●

In our plant in Nogales (USA), a recovery system for the water used in the fire
suppression system was installed ,to prevent water being sent down the drain. Since thesystem was installed in October 2022, this location has started saving an average of 90
m3 of water per month compared with the monthly average of the prior year. This value
represents about 20% absolute water savings compared with the prior year.

●

In FY 22/23, our production plant in Singapore achieved a 16% improvement in water
usage by measuring the water flow rate and adjusting all its water fittings.

●

Lastly, our plant in Rocky Mount (USA) started an initiative to reduce the usage of city
utility water. This program involves reusing wastewater from the plating process, andreusing groundwater to reduce the need for utility water. As a result, water consumption
has decreased by 26% compared to the prior financial year.

OutlookDuring the next financial year, we will focus on ensuring adequate implementation of thehuman rights standards throughout the organization and further embedding these standards
in different business processes, such as in Mergers & Acquisitions or Internal Audit.

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We will continue carrying out social audits at those dormakaba sites that are categorized as
high-risk on the basis of our Human Rights Risk Management System and developing
mandatory corrective actions to address any issues identified.
Together with the Procurement function, we will roll out a supplier risk assessment system tobe applied in the pre-onboarding phase of the supplier relationship. Currently, our supplierrisk categorization takes place after entering abusiness relationship with suppliers, and thisnew process will ensure that our responsible procurement practices and standards areshared more proactively at the on set of the business relationship. We will also develop
strategies tailored to mitigating the risks posed by specific categories of suppliers – such as
subcontractors and labor agents. A training module on ethical recruitment procedures forlabor agents will be developed and key service providers will be invited to participate.
Due diligence work related to conflict minerals and cobalt will continue to be a priority on our
agenda. With our new Statement of Commitment on Responsible Minerals Sourcing, we have
one clear set of guidance to help all suppliers understand our expectations when it comes totackling the human rights risk in our minerals supply chains. Continuing with supplierdialogues on cobalt traceability will also increase the visibility of the upstream parts of our
supply chain, thus facilitating due diligence efforts.
Training and capacity building will also be central to our strategy moving forward. We believethat only when employees are familiar with their rights can they react in the event of
infringements. We will therefore, work to educate the entire organization on the labor
standards they are entitled to enjoy and the protections at their disposal.
Finally, the seven sites under the scope of our water stewardship target have several
initiatives planned to reduce water intensity in FY 23/24. This will include the installation ofwater meters to effectively monitor water usage and for leaks. Additionally, installing watersaving tap nozzles, water-saving toilet flush systems, and drip irrigation gardening systems
will continue. Planned fire system and cooling tower systems upgrades will also reducewater use. It is also critical for us to continue to focus on building employees’ awareness ofthe careful use and preservation of water.

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Customer Health &SafetyOur vision is to make access safe, secure, and sustainable forour customers. End user health and safety is therefore a toppriority and an inherent part of our business plans.

Our approach
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 andminimizing all possible risks relating to our products – including those arising from harmful
materials or potentially dangerous functional features – we ensure the safety of ourcustomers and end users.

Our activities
Public buildings must meet high standards in terms of public health and safety – this also
applies to our built-in products and solutions. dormakaba meets these product and customer
requirements with product certifications that comly with internationally recognized
standards such as the European Standard (EN), American National Standards Institute(ANSI), or the Deutsches Institut für Normung (DIN). We pay particular attention to the DIN
18040 standards, which apply to barrier-free construction in public buildings. Furthermore,
ISO 9001 processes ensure that quality management requirements are continuously
monitored and improved. No product can be installed in the field or released for production
without the appropriate certification.
To ensure product- and solution-specific customer health and safety, our Access Solutions
and Key & Wall Solutions businesses are developing adequate action plans.

Access Solutions
Our Access Solutions (AS) business provides products such as escape routes, entrance
systems, and hotel access systems. We work to address fire safety and electromagnetic
interference, and to reduce hazardous substances, as well as ensuring that emergency exits
open following a power failure.
Fire testing: an example of a fire test requires the door assembly with locks to be placed in adoor leaf and subjected to a temperature determined in the door leaf specification for aperiod of three hours. Requirements are met if no flaming occurs on the unexposed surface
of a door assembly during the first 30 minutes of the testing period, among otherprerequisites; the fire test fails if flames penetrate the door leaf during the whole test time.
For example, we comply with the UL10C Standard for Positive Pressure Fire Tests of Door
Assemblies. Furthermore, we follow the requirements set out by the Office of the State Fire
Marshalʼs (SFM) Building Materials Listing Program, which stipulates that fire doors must be
approved and listed by the SFM prior to sale or marketing within the state.
Hazardous substances: products are designed to comply with the EU Directive on the
restriction of the use of certain hazardous substances in electrical and electronic equipment(RoHS Directive 2011/65/EU and its enforced amendments, especially 2015/863/EU). Allcomponents and materials in electronic products sold in the EU market must be RoHScompliant before any product manufacturing begins.

Our Information Security
Management System helps
safeguard our customers’
rights to data protection andprivacy.
ISO 27001

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In addition, in the USA we also adhere to Californiaʼs Proposition 65, which requires
businesses to provide warnings to Californians about significant exposures to more than 900
specific chemicals known to cause cancer or reproductive toxicity.
Electrostatic discharges: all Electronic Access & Data products come with a CE selfdeclaration, which is based on various mandatory test standards such as ESD (electrostatic
discharge EN 61000-4-2), EMC (electromagnetic compatibility EN 55032/EN 55035) andproduct safety (IEC 62368) to ensure safe operation. Products equipped with radiofrequency identification are tested based on the RED (Radio Equipment Directive) EU
regulation.
Electrified locking devices sold in the USA comply with the ANSI/ BHMA A156.25 standard,
which checks for reliable operation under slam cycle tests, durability, and strength, andincludes electrical tests for protection against corrosion and over current among other test
factors.
Emergency exits and escape routes: all our automatic doors are subject to the highest
safety demands in accordance with EN 16005 (Power operated pedestrian doorsets – Safety
in use – Requirements and test methods). For example, the ES PROLINE FST is equipped with aredundant operator, an additional control unit for safety purposes, and a self-monitoring
motion detector. Additionally, the combination of burglary protection and escape route ispossible with the ES PROLINE thanks to the magnetic locking system (FIA). This means all
persons can safely leave buildings in an emergency, and the door offers protection fromuninvited guests at the same time. In the USA, we conform to the authorization requirements
for unintentional radiators as stipulated in the Code of Federal Regulations (FCC Part 15 Sub
Part B).

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Fast-track fire, smoke, and acoustic testing at thedormakaba laboratory
Resolute Testing Laboratories, founded in 2016 and part of the dormakaba Group, supports companies with all their testing requirements at its
purpose-built laboratory in Brisbane, Australia. As a NATA-accredited (ILAC MRA) laboratory, Resolute provides world-class testing services
according to Australian (AS1530.4, AS1530.7, AS1191) and equivalent international standards for fire resistance, smoke leakage, and acoustic
transmission building solutions.
Resolute is able to significantly reduce the lead time for tests and test reports compared to external approved NATA laboratories, thus reducing
the R&D time on new products to release to market. This has been the case for testing conducted on behalf of Kilargo and E-Core, both part ofthe dormakaba Group. Resolute was able to test at a rate of one test every one or two weeks, compared to external labs where a test lead time
can be up to two to three months.
Additionally, Resolute can also live stream the test to suit different local time zones, so customers have the opportunity to view the test in realtime.
Resoluteʼs experienced engineers and state-of-the-art facilities can ensure that our products meet the highest standards and are ready formarket. The testing laboratory operates as an independent organization ensuring confidentiality and impartiality for all its customers.

Key & Wall Solutions
Our Key & Wall Solutions business manufactures automated solutions, keys, and spacedividing solutions. Our Key Systems and Movable Walls business units each have individual
approaches to customer health and safety that are product-specific.
The business unit Key Systems approaches customer health and safety as an element of its
ISO 9001 certification and ensures compliance with both mandatory (such as the European
CE Declaration of Conformity) and voluntary safety standards. It has over 16 productcertifications. Each Key Systems product features: proper documentation, such as a user
manual; a Declaration of Compliance; contact details for the manufacturer; quick guides andtutorials available on the web; and training on demand or during product installation toprovide the customer with all the information relevant for proper product use and safety
features. Regional distributors are periodically trained on the same topics.

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Raising awareness of the safe use andinstallation of our products
Besides certifications and maintaining our high-standard processes, we also believe that it isimportant to efficiently communicate with our partners and customers about the safe
installation, operation, and use of our products. We have set the following targets to further
minimize any health and safety risks related to our products. By 2027, we aim to:●collaborate on health and safety trainings with subcontractors and installation
partners;●

collaborate on trainings and provide information materials on the safe operation of our
products to all end users; and●have at least one corrective action and/or one awareness training for each productrelated injury.

Our performance
We internally and externally verify customer health and safety through various certification
programs including ISO 9001, testing, and stakeholder feedback. In FY 22/23, 49% ofreporting sites achieved ISO 9001 certification.
During the reporting period under review, there were no incidents of non-compliance withhealth and safety requirements of products and services resulting in a final court decision to
pay a fine or penalty or a warning by a competent public authority issued against adormakaba entity.

OutlookAs the topic of product safety is embedded within local ISO 9001 management systems,
visibility on a global level tends to be lacking. In FY 23/24 we will work with the key
stakeholders to start mapping the current local processes embedded in ISO 9001
management systems throughout the company to drive transparency of customer
complaints resulting in potential injury. This will include root cause analysis, read-across andtraining on corrections.

49% of our sites haveachieved ISO 9001
certification.
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Outro
About this report
This is the dormakaba Holding AG (“dormakaba”) Sustainability Report 2022/23, whichhighlights our sustainability commitment, strategic approach, and progress, and is geared
towards all stakeholders. This is the company’s eighth sustainability report. This report has
been prepared in accordance with the GRI Standards. The report covers the financial year
2022/23, from 1 July 2022 to 30 June 2023, and it was published on 31 August, 2023.
dormakaba reports on an annual cycle and published the previous report in August 2022.
The compensation of the Board of Directors and the Executive Committee, as well as thefinancial statements found in the Annual Report, were audited by an external auditor. SelectKPIs from the Sustainability Report have also been assured.
Due to improved control mechanisms, we have discovered that adherence to the Grouprequirements regarding energy management systems was not fulfilled at 17 manufacturing
sites that had previously reported conformance to maintaining an energy management
system. Thus a restatement is needed. In FY 21/22, only 35% of all manufacturing sites had
an energy management system in place, as opposed to the reported 67%. Support andtraining will be provided to the 17 sites in order for them to close the discovered gaps.
Additionally, improved data and parameters for energy use after installation for two
products has led to a need to restate figures reported in FY 21/22 regarding Scope 3
Category 11 Use of Sold Products. The restated figure is 229,790 tCO2e as opposed to thepreviously reported figure of 263,700 tCO2e.

Significant changes to the organization andits supply chain
The Annual General Meeting in October 2022 approved the appointment of Svein Richard
Brandtzæg, Kenneth Lochiatto, and Michael Regelski as new independent members of theBoard of Directors. As a further move in the renewal of the Board of Directors, Riet Cadonau
stepped down as Chairman and member of the Board on 30 April 2023. Svein Richard
Brandtzæg, previously Lead Independent Director and Vice-Chair of the Board, has takenover as Chairman, with Thomas Aebischer, Chair of the Audit Committee, assuming the roleof Vice-Chair.
The Board of Directors appointed Christina Johansson as Chief Financial Officer and memberof the Executive Committee of dormakaba Group effective 1 December 2022.
Additionally, a simplification of the organizational structure to support the Shape4Growthtransformation was announced in March 2023. dormakaba will introduce two new roles,
Chief Commercial Officer (CCO) and Chief Innovation Officer (CIO), to strengthen its
commercial and innovation capabilities. The current regional layer will be dissolved: all
Access Solutions business will be under the lead of the Chief Commercial Officer, with thecompany’s seven key markets (USA/Canada, Germany, Australia, Switzerland, UK/Ireland,
China, and India) reporting directly to the CCO. The new role of Chief Innovation Officer willlead all global engineering capabilities and be responsible for dormakaba’s innovation
strategy, including the platform and connectivity initiatives through the EntriWorX ecosystem.
All organizational changes took effect as of 1 July 2023.
These organizational changes mean that starting 1 July 2023, dormakaba’s Executive
Committee reduced from nine to six members, enabling more efficient, focused leadershipwith enhanced agility and speed of decision-making. Alwin Berninger, Chief Marketing &Products Officer, and Mathias Mörtl, Chief Operations Officer, left their roles at the end of
March 2023.

Outro

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Reporting coverage and processes
The data presented covers 95% of dormakaba employees in 112 locations worldwide, as
represented by the blue dots on the map below. These are locations with more than 20
employees and include all manufacturing facilities. Environmental data, including that onenergy, water, waste, and materials consumption, is collected via an internal businessintelligence reporting platform. Each location has a dedicated reporter. For everything
except materials use, internal reporting deadlines are set for the 6th, 10th, and 12th month of
the financial year. Materials use is reported at the end of the financial year. Human
Resources data pertaining to GRI 100, such as fluctuation and workforce composition, isgathered through the Group-wide human resources information platform SAP
SuccessFactors. Figures on corruption cases, collective bargaining, and working and training
hours are gathered on an annual basis by HR for all reporting units in scope via an internalbusiness intelligence reporting platform. Injury rates, injury and accident types, corrective
actions, and root cause analysis data is collected in a web-based health & safety tool, which
was rolled out on 1 July 2020 across the organization for all sites within the scope of thisreport. Data quality controls and consolidation for all data are provided after the end of thefinancial year by an external consultant.
The Sustainability Report review process has several phases, including the review of thededicated chapters (both qualitative and quantitative content) and relevant parts of the ESG
Performance Table and the Strategic Targets table by topic owners in the Executive
Committee and direct reports of the CEO. Furthermore, the CFO and the CEO review
abstracts of the chapters, the ESG Performance Table, and the Strategic Targets table.

Sites covered

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Transparency and compliance
We are committed to being a socially responsible corporate citizen and to upholding theprinciples of international conventions and laws and internal rules and regulations. We also
expect our suppliers and business partners to adhere to similar standards and rules. We
emphasize integrity, governance, and responsible business practices, and regard faircompetition as the soundest basis for our growth and corporate success. As a member of
the UN Global Compact, we are committed not only to avoiding bribery, extortion, and otherforms of corruption, but to developing related policies and specific programs, both internallyand within our supply chain.
We set a clear tone from the top regarding compliance by providing guiding documents andtraining to all employees. Principles of antitrust regulations, anti-corruption, and ethicalbusiness dealings, for example, are part of our Code of Conduct (CoC). The dormakaba CoC
is binding for all our employees. It is each employee’s responsibility to comply with laws andinternal regulations as per the CoC. The respective manager is responsible for ensuring that
employees know the regulations and understand expectations. In the course of therecruitment and onboarding process, new employees receive and acknowledge thedormakaba CoC. Global Compliance publishes new directives and supports internal
communication of any related publications and topics. Functional owners of the directives
must ensure appropriate communication and training for the respective addressees. The
Group Anti-Corruption and Bribery Directive and the Group Antitrust Directive provide
guidance to our employees to ensure compliance with relevant laws and to decrease any
related risks.

Reporting misconduct and grievances
The CoC outlines the standard procedure for reporting grievances and/or breaches of law.
The dormakaba whistleblowing tool is available globally 24/7 and is offered in ninelanguages. Whistleblowers using the online tool receive a first response within two to threedays and are provided with regular updates on their case, if a mailbox allowing anonymous
communication has been set up. We strive to create a culture where employees speak up
and are encouraged to address concerns as outlined in the abovementioned process. On
matters of transparency, the respective manager is encouraged to contact Global
Compliance directly. Global 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. Remediation progress is tracked by Global Compliance and may include direct legal
advice, the involvement of external experts, internal investigations, or the development ofworkshops or customized training. If necessary, Global Legal and Global Compliance will
involve the CEO and/or other relevant members of the Executive Committee. Furthermore,
Global Compliance regularly reports on compliance cases on an aggregated level to the
Executive Committee.

Information security
Safeguarding our customers’ rights to data protection and privacy includes obtaining databy lawful and fair means, protecting the personal data of customers using adequate
information security safeguards, and using customer data responsibly. We have an
Information Security Management System (ISMS) in place, which is based on the ISO/IEC
27001:2022 standard. The scope of the certification covers Group IT, dormakaba digital in
Europe and the USA, and digital-based product development in Europe.

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Sustainability Report 2022/23

Outro

Materiality process in detail
In FY 20/21, dormakaba carried out a comprehensive materiality reassessment as part of thedevelopment of a new sustainability strategy for 2021–2027. We assess any emerging global
issues or risks for future consideration on an annual basis.

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 27 topics taken up into the assessment were:●the material and non-material topics under consideration in the 2017/18 materiality
assessment, updated based on recent risk assessments and due diligence processes(particularly on human rights);●

Circular Economy, as an additional topic based on the sustainability context of theindustries in our value chain: and●the topic of Responsible Tax Practices.

Overall, the assessment process has not only helped to identify hotspots along the value
chain, it has also generated internal momentum and sharpened understanding of these
impacts. It serves as a basis for informed decision-making as the company manages its
sustainability efforts going forward.

Stakeholder dialogue for materiality
The second dimension in the materiality reassessment focused on the relevance ofsustainability topics for our stakeholders, both internal and external. The stakeholder

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99

dialogue was thorough and validated in a robust, multi-stage process. This included an online
survey of over 2,000 employees around the world, around 100 senior managers, including
members of the Executive Committee, and a separate survey for the members of the
Sustainability Working Group and other employees who regularly deal with sustainability
matters in their day-to-day work. Additionally, bilateral discussions with members of theGroup Sustainability Council and external representatives such as investors, banks,
customers, suppliers, partners, and local government were conducted.

Threshold-setting and validation
The results of the impact assessment and stakeholder dialogue were quantified in thedormakaba Materiality Matrix. A recommendation to the Group Sustainability Council on the
proposed threshold for material topics was developed in a workshop with the Sustainability
Working Group. Stakeholders included representatives from a range of global and regional
functions within the Procurement, Human Resources, Compliance, Operations, EHS, andProduct Development departments.
The majority of topics where dormakaba was shown to have a medium to high impact onsustainable development were taken up as material. These were topics where dormakaba
either makes a positive contribution to sustainable development – for example through job
creation or training – or topics whereby our own operations or those of business partners
and suppliers could have a negative impact, for example energy consumption andgreenhouse gas emissions resulting from the manufacturing process. Most topics with amedium to high relevance to our stakeholders were defined as material as well.

Reporting Frameworks
This report has been
prepared in accordance with
the GRI Standards.
dormakaba also reports to
the Carbon Disclosure
Project annually. Last year,
dormakaba achieved an Ascore for the report.
dormakaba is a member of
the UN Global Compact andpublishes an annualCommunication on Progresson the UN Global Compact
website.

In a final step, the proposed material topics were discussed with the Group Sustainability
Council and the Executive Committee, which then approved them. In addition, the Executive
Committee defined the topic of Diversity as material due to its relevance to the business(double materiality).

Changes in material topics
Many topics that had been previously defined as material were reconfirmed during theassessment process. In addition, two new topics were added as material, as seen in thetable below. Some topics that had been previously defined as material were shown to beless relevant to stakeholders or to have a reduced potential impact on sustainable
development by the company. While these topics are less material within the sustainability
framework and targets, we have elected to continue reporting key performance indicatorson the topics of anti-corruption, water, and waste in our ESG Performance Table. Ourcommitment to the principles related to anti-corruption in particular continues as we are amember of the UN Global Compact.

New material topics

Previously defined as material

Circular Economy

Anti-competitive Behavior

Diversity

Anti-corruption
Freedom of Association & Collective Bargaining
Water
Waste

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Sustainability Report 2022/23

dormakaba Materiality Matrix 2021–2027
The dormakaba Materiality Matrix below highlights the material topics we have set strategic
targets for, and will monitor and report on through to 2027, while tracking any emerging
global issues or risks for future consideration. For each topic, the topic boundaries aredefined based on the potential impacts along the dormakaba value chain and prioritizedaccordingly.

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Sustainability Report 2022/23

Circular economy
Definition: enhancement of a circular economy approach in operations and product design,
e.g. improvement of recyclability, retrofitability, and reparability of products; modular design
with re-usable and/or replaceable parts; take-back and repair programs; development of
product leasing models as an alternative to common buying models; improvement ofmaterial efficiency; use of recyclable, biologically degradable, or bio-based plastics andpackaging; increased amount of recycled goods purchased.
Potential Impact per Value Chain Step

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

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Sustainability Report 2022/23

Diversity
Definition: enhancement of diversity, equal opportunity, and prevention of discrimination
along the value chain, e.g. women in leadership positions; integration of people withdisabilities, different cultural backgrounds, and nationalities; adaptation to an ageing
workforce; equal pay; proactive diversity management; prevention of harassment anddiscrimination on any grounds such as gender, sexual orientation, age, ethnic origin, race,
culture, religion, political opinion, or social origin.
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 risk to human health.
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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Sustainability Report 2022/23

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

Human Rights
Definition: respecting human rights along the value chain, obligation and training of
employees and business partners to adhere to human rights, provision of grievancemechanisms, human rights due diligence. Human rights include but are not limited to e.g.
freedom of religion, the right to life, protection from discrimination, freedom from slavery andforced labor.
Potential Impact per Value Chain Step

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

Occupational Health and Safety
Definition: accidents, injuries, and well-being 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
workspaces.
Potential Impact per Value Chain Step

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Supplier Sustainability Development
Definition: reduction of negative environmental and social impacts in the supply chain and of
business partners, e.g. supplier screening, due diligence processes, prevention, mitigation,and remediation of negative impacts. Requirement of social standards for suppliers andbusiness partners, e.g. code of conduct, certifications, audits in the supply chain. Sustainablesourcing of raw materials, e.g. impacts of extraction (including conflict minerals),
procurement from politically unstable regions.
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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Sustainability Report 2022/23

KPI Summary107

ESG Performance Table
Environmental Performance
GRI ref.

Indicator description

22/23

21/22

20/21

19/20

GRI 301 – 1

Materials used1(metric tons)

68,518

Non-renewable resources

57,08070,75275,361

74,56059,116

62,98561,852

Steel (incl. stainless steel)

25,57328,566

27,621

32,167

Brass

9,076

11,194

10,334

8,872

Aluminium

11,604

8,011

8,686

8,587

Nickel silver

1,964

1,829

2,058

1,469

Zinc

2,516

3,127

3,145

4,330

7

6

38

34

2,847

3,171

8,095

2,963

CopperGypsum board

GRI 302 – 1

Glass

1,767

1,719

1,696

2,250

Plastics (parts and packaging material)

1,725

1,493

1,312

1,181

Renewable resources

11,439

11,636

12,376

12,708Wood (incl. packaging material)

5,939

7,404

8,146

8,362

Paper and cardboard (incl. packaging material)

5,500

4,232

4,230

4,346

Energy consumption within the organization (MWh)239,070

254,212

252,571

255,240

Electricity total

114,880

125,149

125,136

124,900

Electricity from renewable sources2

57,81558,06856,971

48,237

Electricity from non-renewable sources

57,06667,081

68,16476,664

District heating

GRI 302 – 3

1,966

1,675

1,627

1,489

Heating fuels total

54,24967,231

67,92469,739Heating oil and diesel for backup generators

6,866

7,246

6,828

7,128

Natural gas

46,101

58,52659,334

61,223

LPG/propane

1,282

1,458

1,763

1,388

Vehicle fuels total

67,97660,15757,884

59,112

Diesel

48,93944,95744,17446,447Gasoline

18,01013,467

11,80911,302

LPG/propane

943

1,622

1,766

1,280

Other vehicle fuels: bioethanol and natural gas

83

110

135

83

83.9

92.2

101.0

100.5

64,621

68,62570,311

74,768Energy intensity (MWh/mCHF net sales)
Greenhouse Gas Emissions (tCO2e)
Scope 1+2 (market-based)9

GRI 305 – 1

Scope 1+2 (location-based)

80,67585,797

85,34185,407

Scope 1+2+3 (market-based)

1,192,121

1,166,715

1,145,611

1,199,704

29,72530,521

30,244

31,160

Scope 1 (direct) GHGs3,4

17,952

15,88815,295

15,661

Heating fuels (incl. diesel for back-up generators)

11,587

14,26914,391

14,770Volatile and process emissions (e.g. refrigerants andwelding processes)

187

364

558

729

34,896

38,10440,06743,60834,82938,05840,027

43,575

67

46

40

33

Vehicle fuels (owned and leased vehicles)

GRI 305 – 2

6Scope 2 (indirect) GHGs3,5
Electricity

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KPI Summary

108

Scope 3 (indirect) GHGs

1,127,500

1,098,090

1,075,300

1,124,936

Purchased goods and services

928,600

868,300

802,400

957,336

198,900

229,790272,900

167,600

22.7

24.9

28.1

29.4

Use of sold products

9

GRI 305 – 4

Carbon intensity8(tCO2e/mCHF net sales)

GRI 303 – 3

Water withdrawal, all areas (m3)

700,787

752,904

841,474

734,847

Municipal water supplies (tap water)

596,074

659,053758,021649,213Ground water (drawn directly from well)

99,88989,483

78,95380,537

4,824

4,369

4,500

5,097

246

273.1

336.6

289.4

Wastewater discharge (m3)426,309472,825

472,569

461,670

Municipal sewerage system

178,514

197,816

210,482

241,661

Disposal to water bodies

159,229

167,037

157,606

136,524

Treated by third party

88,565

107,972

104,481

83,485

Waste generated (metric tons)

35,24538,57438,683

41,844Non-hazardous waste

32,87135,94036,28739,606

Scrap metal

25,94828,791

28,776

31,831Other commercial and industrial (mixed) waste

3,793

3,829

4,507

4,870

Surface water (drawn directly from rivers, lakes,
wetlands, etc.)
Water intensity (m3/mCHF net sales)
GRI 303 – 4

GRI 306 – 3

Wood

1,601

1,717

1,521

1,561

Paper and cardboard

1,303

1,314

1,239

1,181

177

244

197

108

Plastics
Glass

GRI 306 – 4

49

46

47

56

Hazardous waste

2,374

2,634

2,396

2,238

Chemicals and other

2,281

2,521

2,279

2,065

Electronic scrap

63

84

82

96

Batteries

31

29

35

76

Waste diverted from disposal (metric tons)

31,67335,16634,43436,970Non-hazardous waste

29,64632,732

32,23835,130Recycling

16,99019,564

17,415

17,839

Reuse

6,418

7,018

10,694

9,641

On-site storage

6,126

6,115

4,092

7,624

112

35

37

26

Hazardous waste

2,027

2,434

2,196

1,840

Recycling

1,390

1,406

1,351

1,021

637

1,028

845

819

Waste directed to disposal (metric tons)

3,572

3,408

4,251

4,875

Non-hazardous waste

3,225

3,208

4,051

4,477

Landfill

RecoveryOn-site storage
GRI 306 – 5

1
2
3

4
5
6

2,691

2,724

3,443

3,841

Incineration

534

485

608

636

Hazardous waste

347

200

200

398

Landfill

204

48

33

31

Incineration

143

152

167

367

Waste intensity (t/mCHF net sales)

12.4

14.0

15.5

16.5

Does not include materials and volumes that can only be accounted for in pieces or monetary terms.
Including own generation
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).
Scope 1: direct greenhouse gas emissions from sources owned or controlled by dormakaba.
Scope 2: indirect greenhouse gas emissions from sources owned or controlled by another entity, as a consequence of the company’s activities.
Biogenic emissions associated with the combustion of biofuel amounting to 73 tCO2e. These are called "outside of scope" emissions and reflect the impact ofburning biomass and biofuels. The fuel source itself absorbs an equivalent amount of CO2 during the growth phase to that released through combustion).

dormakaba

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KPI Summary

109

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.
Regarding Scope 1+2 emissions
2022-2023 PwC-assured. The assurance statement is available under: bit.ly/Assurance_Report_22_23

Social Performance
GRI ref.

Indicator description

GRI 2 – 30

Collective bargaining agreements

GRI 2 – 7

Employees

22/23

21/22
44%

20/21
45%

19/20
57%

64%

Total number of employees 1)

15,62915,716

15,25012,575

Non-guaranteed hours employees

2,330

n.a.

n.a.

n.a.

Female

762

n.a.

n.a.

n.a.

Male

1,568

n.a.

n.a.

n.a.

GRI 2 – 8Workers who are not employees 2)

1,988

n.a.

n.a.

n.a.

GRI 401 – 1

New employee hires and employee turnover
New employee hires (joiner rate)

1,891

13%

2,560

17%

1,492

10%

1,545

10%

Female

535

13%

720

17%

455

11%

463

11%

Male

1,356

13%

1,840

17%

1,037

10%

1,082

10%

< 30 years

505

36%

587

66%

321

23%

328

22%

30 – 50 years

1,024

13%

1,463

17%

879

11%

910

11%

> 50 years

362

7%

510

10%

301

6%

307

6%

2,034

14%

1,975

13%

1,700

12%

1,835

12%

Female

645

15%

625

15%

500

12%

568

13%

Male

1,389

13%

1,341

13%

1,200

11%

1,267

12%

311

22%

365

41%

295

22%

320

21%

30 – 50 years

1,189

15%

1,131

13%

937

12%

972

12%

> 50 years

534

10%

479

9%

468

9%

543

10%

Retirement

157

1%

143

1%

149

1%

141

1%

Employee turnover (excluding retirement)< 30 years

GRI 403 – 9

Occupational Health & Safety
Employees
Registered work-related injury cases

210

198

186

231

1.5

1.5

1.4

1.7

1

–

–

–

Registered work-related injury cases

7

n.a.

n.a.

n.a.

Work-related fatalities

–

n.a.

n.a.

n.a.

12

13

17

Recordable work-related injury rate3)5)

Employee work-related fatalities
Workers who are not employees

GRI 404 – 1

Average hours of training per employee per
year (hours)

12.4

GRI 404 – 3

Employees receiving regular performance andcareer development reviews

4,477

29%

n.a.

n.a.

n.a.

Female

1,211

27%

n.a.

n.a.

n.a.

Male

3,266

29%

n.a.

n.a.

n.a.

Managers

1,499

62%

n.a.

n.a.

n.a.

Non-managers

2,978

23%

n.a.

n.a.

n.a.

4,512

29%

4,578

GRI 405 – 1

Diversity of governance bodies andemployees
Employees
Female

29%

4,452

29%

4,471

29%

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Sustainability Report 2022/23

KPI Summary

110

Male

11,11771%

11,13871%

10,79871%

11,00171%< 30 years

1,609

10%

1,618

10%

1,420

9%

1,574

10%

30 – 50 years

8,357

53%

8,537

54%

8,412

55%

8,481

55%

> 50 years

5,663

36%

5,561

35%

5,418

36%

5,417

35%

Managers

2,433

16%

n.a.

n.a.

n.a.

13,196

84%

n.a.

n.a.

n.a.

505

21%

1

11%

Male

8

89%

< 30 years–

30 – 50 years

1

11%

2

20%

2

20%

2

20%

> 50 years

8

89%

8

80%

8

80%

8

80%

1

14%

–

1

13%

–

Male

6

86%

7

88%

< 30 years–

30 – 50 years

1

14%

2

22%

1

13%

–

> 50 years

6

86%

7

78%

7

88%

9

Non-managers
Female managers

5

20%

19%

n.a.

Board of Directors
Female

2

20%

8

80%

–

3

30%

7

70%

–

3

30%

7

70%

–

Executive Committee
FemaleGRI 308 – 1;
414 – 1

9

100%

–

–

9

100%

–

100%

Supplier Engagement & Sustainability
Assessment
Number of suppliers assessed using socialand environmental criteria 4

546

390
10%

234

146
96%

45

86

Number and percentage of suppliers assigned
a corrective action plan

16

75%

–

Number of business relationships terminated

12

6

–

–

Operations that have been subject to humanrights reviews or impact assessments

2

1

2

n.a.

Number of incidents reported throughwhistleblowing system

16

10

20

19

Ethics, integrity, and human rights

Total number of cases resolved

9

6

18

14

Number of confirmed corruption incidents

–

–

–

–

10,463

7,939

12,452

7,900

Number of employees participating incompliance-related trainings
Information security
Percentage of product categories with aninformation security management system
certified to ISO 27000 (or equivalent)
Number of confirmed information security
incidents with regard to customer
privacy or loss of customer data
1
2
3
4
5

70%

–

60%

–

Headcount, excluding apprentices, trainees, interns, and contract workers
Includes contractors, agency workforce, trainees, interns, and apprentices
Recordable work-related injury rate = number of recordable work-related injuries / number of hours worked x 200,000
Value reflects cumulative coverage of assessment of high-risk suppliers
2022-2023 PwC-assured. The assurance statement is available under: bit.ly/Assurance_Report_22_23

50%

–

50%

–

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Sustainability Report 2022/23

KPI Summary

111

EHS Management Systems
GRI ref.

Indicator description

22/23

21/22

20/21

19/20

ISO 9001 Certificate

55

55

54

53

% locations covered in reporting scope*

49%

55%

53%

51%

% employees covered (based on FTEs)

77%

79%

77%

73%

ISO 14001 Certificate

43

43

33

25

% locations covered in reporting scope*

38%

43%

32%

24%

% employees covered (based on FTEs)

68%

71%

62%

60%

56

54

52

45

% locations covered in reporting scope*

50%

54%

51%

44%

% employees covered (based on FTEs)

75%

77%

72%

64%

9

8

7

4

Maintain Environmental Management System

ISO 50001 Certificate

GRI 403 – 8

GRI 403 – 8***% locations covered in reporting scope*

8%

8%

7%

4%

% employees covered (based on FTEs)

22%

22%

19%

15%

Maintain Energy Management System

27

38

23

15

% locations covered in reporting scope*

24%

38%

23%

15%

% employees covered (based on FTEs)

47%

68%

43%

35%

28

28

20

22

ISO 45001 Certificate% locations covered in reporting scope*

25%

28%

20%

22%

% employees covered (based on FTEs)

40%

39%

23%

40%

% of non-employees covered**

10%

n.a.

n.a.

n.a.

71

71

65

65

Maintain OHS Management System% locations covered in reporting scope*

63%

71%

70%

63%

% employees covered (based on FTEs)

82%

87%

85%

76%

% of non-employees covered**

75%

n.a.

n.a.

n.a.

Including offices; Total locations: 103 in FY 19/20, 102 in FY 20/21, 100 in FY 21/22, 112 in FY 22/23
External agency workers

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Sustainability Report 2022/23

KPI Summary

112

Policies & Benefits
Policies (in addition to Code of Conduct)% FTE covered

Whistleblower Policy

100%

Health and Safety Policy

90%

Equal Opportunity Employment Policy

92%

Drug- and Alcohol-Free Workplace Policy

65%

Equal Pay for Equal Work Policy

67%

Employee Counselling and Discipline Policy

70%

Anti-Bullying Policy

47%

Non-Harrassment/Non-Discrimination Policy

64%

Training and Professional Development Policy

50%

Flexible Working/Home Office Policy

83%

Open Door Policy

40%

Benefits
Vacation and holidays*
Health insurance benefits for employees% FTE covered
73%
68%**

New employee referral bonus

74%

Incentive/bonus scheme

54%

Health insurance benefits for employees’ families/dependents

47%

Disability benefits*

47%

Pension plan*

41%

Maternity, paternity, or parental leave*

47%

Financial contribution to external training

46%

Other special leave offerings*

55%

On-site fitness classes or gym discounts

17%

Measures% implementing***

Provision of protective equipment for all impacted employees

91%

Training of relevant employees on health and safety risks and best working practices

94%

Flexible organization of work available to employees (e.g. remote work, telecommuting, flexitime, etc.)

91%

Regular assessment (at least once a year) of individual performance

91%

Provision of skills development training

76%

Recognition program65%

Official measures to anticipate or reduce layoffs and associated negative impacts (e.g. financial compensation, outplacement service, etc.)50%

Working time reduction measures (part-time, job sharing, etc.)

47%

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

56%

Communication on freedom of association and the right to collective bargaining (e.g. trade unions, works councils)

47%

Annual medical exams

41%

Measures to promote gender and/or minority inclusion in the workplace

41%

Equal pay for equal work audit

41%

Employee assistance program (counselling for e.g. mental health issues, addiction, or financial problems)

35%

Training on freedom of association and the right to collective bargaining (e.g. trade unions, works councils, etc.)

26%

Awareness training to prevent discrimination and/or harassment

38%

Dependent care support (on-site childcare, financial support or allowances, holiday care, referral services)

9%

*
**
***

Beyond legal requirements
An additional 28% of employees have universal public or mandatory private health insurance
From surveyed countries. These cover 36 countries representing 97% of full-time equivalent employeesdormakaba

Sustainability Report 2022/23

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113

GRI content index
General Disclosures
Statement of use

dormakaba has reported in accordance with the GRI Standards for the period 1
July 2022 to 30 June 2023.

GRI 1 used

GRI 1: Foundation 2021

Applicable GRI Sector Standard(s)No GRI Sector Standard is available yet

GRI STANDARD/ OTHER
SOURCEDISCLOSURE

LOCATION

2 – 1 Organizational details

SR, Outro, About this report

OMISSION

General disclosures
GRI 2: General Disclosures
2021

AR, Corporate information
AR, Business Performance2 – 2 Entities included in theorganization’s sustainability
reporting

SR, Outro, Reporting coverage andprocesses

2 – 3 Reporting period, frequency
and contact point

SR, Outro, About this report2 – 4 Restatements of information

SR, Outro, About this report2 – 5 External assurance

SR, Auditor Letter

SR, Outro, Contact

AR, Corporate Governance, Auditors
2 – 6 Activities, value chain andother business relationships

SR, Introduction, About dormakaba
SR, Strategy & Approach,
Stakeholder dialogue andpartnerships
SR, Outro, Significant changes to theorganization and its supply chain
AR, Corporate information

2 – 7 Employees

SR, Introduction, Our employees
SR, Fair Employment, Fluctuation
SR, ESG Performance Table

2 – 8 Workers who are not
employees

SR, Introduction, Our employees

2 – 9 Governance structure andcomposition

AR, Corporate Governance, Board of
Directors (BoD)

SR, ESG Performance Table

AR, Corporate Governance, BoD
members
2 – 10 Nomination and selection of
the highest governance body

AR, Corporate Governance, Board of
Directors (BoD)

2 – 11 Chair of the highest
governance body

AR, Corporate Governance, Board of
Directors (BoD)

2 – 12 Role of the highest
governance body in overseeing themanagement of impacts

AR, Corporate Governance, Board of
Directors (BoD)

2 – 13 Delegation of responsibility
for managing impacts

SR, Outro
SR, Strategy & Approach
AR, Corporate Governance, Board of
Directors (BoD)

2 – 7.b. Information unavailable/
incomplete for regional breakdown.

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Sustainability Report 2022/23

GRI content index

2 – 14 Role of the highest
governance body in sustainability
reporting

SR, Outro

2 – 15 Conflicts of interest

AR, Corporate Governance, Groupstructure and shareholders

114

SR, Strategy & Approach

AR, Compensation Report, Externalmandates
2 – 16 Communication of criticalconcerns

SR, Outro, Transparency andcompliance2 – 17 Collective knowledge of thehighest governance body

SR, Strategy & Approach2 – 16.b. omitted due to confidentiality
constraints.

AR, Corporate Governance, BoD
members
AR, Corporate Governance, Board of
Directors (BoD)

2 – 18 Evaluation of the performanceof the highest governance body

AR, Compensation Report, Managing
compensation

2.18.a. Information unavailable/
incomplete in FY 22/23, as we intend
to introduce ESG KPIs to measureperformance of our long-term
incentive plan, as of FY 23/24.

2 – 19 Remuneration policies

AR, Compensation Report, General
Introduction

2.19.b. Information unavailable/
incomplete in FY 22/23, as we intend
to introduce ESG KPIs to measureperformance of our long-term
incentive plan, as of FY 23/24.

AR, Compensation Report,
Compensation at a glance
AR, Compensation Report,
Compensation architecture for the
BoD
AR, Compensation Report,
Compensation architecture for theEC
2 – 20 Process to determine
remuneration

AR, Compensation Report,
Compensation at a glance
AR, Compensation Report, Basicprinciples of compensation
AR, Compensation Report, Managing
compensation
AR, Compensation Report,
Compensation architecture for the
BoD
AR, Compensation Report,
Compensation architecture for theEC

2 – 21 Annual total compensationratio
2 – 22 Statement on sustainable
development strategy

Information unavailable/incomplete.
Calculation is not available.
UN Global Compact Communication
on Progress; CDP Report; Modern
Slavery and Child Labor Statement
dormakaba Statement on Diversity,
Equity & Inclusion

2 – 23 Policy commitments

SR, Strategy & Approach
SR, Human Rights, Our approach
SR, Human Rights, Policy
commitment
SR, Supplier Sustainable
Development, Our approach
SR, Circular Economy & Materials,
Our approach
SR, Occupational Health & Safety,
Our approach
SR, Fair Employment, Our approachdormakaba

Sustainability Report 2022/23

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115

SR, Diversity, Equity & Inclusion, Ourapproach2 – 24 Embedding policy
commitments

SR, Strategy & Approach
UN Global Compact Communication
on Progress; CDP Report; Modern
Slavery and Child Labor Statement
Information can be found in all Pillar
chapters of this Sustainability
Report2 – 25 Processes to remediate
negative impacts

SR, Human Rights, HRDD
SR, Outro, Transparency andcompliance
Whistleblowing system

2 – 26 Mechanisms for seeking
advice and raising concerns

SR, Outro, Transparency andcompliance
SR, Human Rights, HRDD
Whistleblowing system

2 – 27 Compliance with laws andregulations

There were no incidents of noncompliance with environmental laws
or regulations in FY 22/23.

2 – 28 Membership associations

SR, Strategy & Approach,Partnerships

2 – 29 Approach to stakeholder
engagement

SR, Strategy & Approach,Partnerships

2 – 30 Collective bargaining
agreements

SR, ESG Performance Table2 – 27. a.-d. Non-environment related
instances omitted due toconfidentiality constraints.

2 – 30.b. In the majority of cases,
working conditions and terms of
employment are not based oncollective bargaining agreementsfrom other organizations or fromcollective bargaining agreements thatcover our other employees. They arebased rather on local law.

dormakaba

Sustainability Report 2022/23

GRI content index

Material Topics
GRI STANDARD/OTHER SOURCEDISCLOSURE

LOCATION

3 – 1 Process to determine material
topicsSR, Outro, Materiality process indetail3 – 2 List of material topics

SR, Outro, Materiality process indetailGRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Circular Economy & Materials

GRI 301: Materials 2016

301 – 1 Materials used by weight orvolumeSR, ESG Performance Table

GRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Energy & Emissions

GRI 302: Energy 2016

302 – 1 Energy consumption within
the organization

SR, Energy & Emissions, Energy
consumption

Material topics
GRI 3: Material Topics 2021

Materials

EnergySR, ESG Performance Table
302 – 3 Energy intensity

SR, ESG Performance Table

302 – 4 Reduction of energy
consumption

SR, Energy & Emissions, Energy
consumption
SR, ESG Performance Table

Emissions
GRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Energy & Emissions

GRI 305: Emissions 2016

305 – 1 Direct (Scope 1) GHG
emissions

SR, Energy & Emissions, Emissions

305 – 2 Energy indirect (Scope 2)
GHG emissions

SR, Energy & Emissions, Emissions

305 – 3 Other indirect (Scope 3)
GHG emissions

SR, Energy & Emissions, Emissions

305 – 4 GHG emissions intensity

SR, ESG Performance Table

305 – 5 Reduction of GHG emissions

SR, ESG Performance Table

SR, ESG Performance Table

SR, ESG Performance Table

SR, ESG Performance Table

Supplier environmental assessment
GRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Supplier Sustainable
Development

GRI 308: Supplier
Environmental Assessment
2016308 – 1 New suppliers that werescreened using environmental
criteria

SR, Supplier Sustainable
Development

308 – 2 Negative environmental
impacts in the supply chain andactions taken

SR, Supplier Sustainable
Development

GRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Fair Employment

GRI 401: Employment 2016

401 – 1 New employee hires andemployee turnover

SR, ESG Performance Table

GRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Occupational Health & Safety

GRI 403: Occupational
Health and Safety 2018403 – 1 Occupational health andsafety management system

SR, Occupational Health & Safety,
Our approach

SR, ESG Performance Table

Employment

SR, Human Rights, HRDD

Occupational health and safety

OMISSION

116dormakaba

Sustainability Report 2022/23

GRI content index

403 – 2 Hazard identification, risk
assessment, and incident
investigation

SR, Occupational Health & Safety

403 – 3 Occupational healthservices

SR, Occupational Health & Safety

403 – 4 Worker participation,
consultation, and communication on
occupational health and safety

SR, Occupational Health & Safety

403 – 5 Worker training on
occupational health and safety

SR, Occupational Health & Safety,
Employee engagement and training

403 – 6 Promotion of worker health

SR, Occupational Health & Safety,
Employee wellbeing

403 – 7 Prevention and mitigation ofoccupational health and safety
impacts directly linked by business
relationships

SR, Occupational Health & Safety

403 – 8 Workers covered by an
occupational health and safety
management system

SR, Occupational Health & Safety

403 – 9 Work-related injuries

SR, Occupational Health & Safety,
Our performance

SR, ESG Performance Table

SR, ESG Performance Table
Training and education
GRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Training & Education

GRI 404: Training and
Education 2016

404 – 1 Average hours of training per
employee per year

SR, Training & Education, Our
performance

404 – 3 Percentage of employees
receiving regular performance andcareer development reviews

SR, Training & Education, Individual
development and career
management
SR, ESG Performance Table

Diversity and equal opportunity
GRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Diversity, Equity & Inclusion

GRI 405: Diversity and Equal
Opportunity 2016

405 – 1 Diversity of governancebodies and employees

SR, ESG Performance Table3 – 3 Management of material
topicsSR, Supplier Sustainable
Development

Supplier social assessment
GRI 3: Material Topics 2021

SR, Human Rights, HRDD
GRI 414: Supplier Social
Assessment 2016

414 – 1 New suppliers that werescreened using social criteria

SR, Supplier Sustainable
Development

414 – 2 Negative social impacts inthe supply chain and actions taken

SR, Supplier Sustainable
Development
SR, Human Rights, Cobalt
traceability
SR, ESG Performance Table

Customer health and safety
GRI 3: Material Topics 2021

3 – 3 Management of material
topicsSR, Customer Health & Safety

416 – 2 Incidents of non-complianceconcerning the health and safety
impacts of products and services

SR, Customer Health & Safety, Our
performance

403 – 9.b.iii.,v. Total number ofworking hours for external agency
workers is unavailable.

117dormakaba

Sustainability Report 2022/23

Auditor Letter118

dormakaba

Sustainability Report 2022/23

Auditor Letter

119

dormakaba

Sustainability Report 2022/23

Auditor Letter120

dormakaba

Sustainability Report 2022/23

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

Imprint
Project support: Serena Alonso, Ann Fiona Blau, Nicole Claase, Dora Healey, Kristin Jarrett,Lea Rammelmann, Anita Sequeira, Christina Siemsen, Karola Steputat, Malin Fabienne Zuehlke
Project management: Stephanie Ossenbach, Marita Burgard, Renata Jendrolovits, Sandi Ruiz
Data quality assurance: Schnabl + Partners, AG
Editor: dormakaba Holding AG
www.dormakabagroup.com
Design: NeidhartSchön, Zurich
Copyrights: © dormakaba Holding AG, 2023

121