INNOVATIVE CHEMISTRY
FOR ALL NEX>T GENERATIONS
Environmental, Social and Governance
Report 2024
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APPENDIXSUSTAINABILITY

INTRO

3

Our year in sustainability 2023

4

Steadfastly continuing our journey –Message from allnex CEO

5

Stepping up our efforts for change – Message from GC CEO

ALLNEX AT A GLANCE

17

Leading with green products,
data and proof

18

All in on ESG

19

Sustainable Portfolio Management

7

Sales, staff & segments – Key company numbers for 2023

20

Our mid- and long-term goals

8

Our journey

21

Materiality deep dive9

Thinking ahead – Our company’s purpose and mission

22

Innovative product portfolio

10What we stand for – Our core values

11

Sustainable growth12

Growth markets – Expanding beyond coating resins

13

27

Our policy on conflict minerals

PERFORMANCES

41

Steady progress in CO2 reductions

42

Water & waste management

43

ECOWISE

44

Regional, environmental & community program47

Ethics and compliance– Our sustainable portfolio

PEOPLE50

Our people, our assets

52

Diversity & inclusion

53

allnex Women’s Network

54

Women in manufacturing

28

Sustainability milestones

Our global footprint

32

Sustainable procurement

56

Women in leadership

14

Asia's increasing weight in allnex’s global footprint

36

Achievements and certifications

58

Employee engagement and talent development

15

Advancing green innovation – in China and India

62

Appreciation and well-being

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APPENDIX 65

Table of contents

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APPENDIX

Our year insustainability 2023
About this report
Welcome to our 2024 Environmental, Socialand Governance (ESG) Report. This document
provides a comprehensive overview of ourcommitment to sustainable and responsible
business practices. In an era where corporate
responsibility is more critical than ever, thisreport highlights our progress, challenges
and future goals in our ESG journey. This
report covers the period from January 1 to
December 31, 2023, and includes data andexamples that demonstrate our ongoing
efforts to integrate ESG principles into ouroperations and strategic decision-making.

Looking Ahead
As we move forward, we remain committed
to advancing our ESG objectives and driving
positive change. We will continue to innovate,collaborate, and invest in sustainable
practices that benefit not only our businessbut also the broader community andenvironment.

This report has been prepared in accordancewith the GRI Standards. As recommended bythese guidelines, our report discloses
information on the topics that are mostimportant to our organization and describes
the actions being taken to ensure we meet
our sustainability ambitions. It showcases thespirit of sustainability at allnex and presents
our ESG activities and performancethroughout this period.

For feedback and suggestions on thisESG Report, please e-mail us at:
communications@allnex.com

Thank you for taking the time to explore our2024 ESG Report. We look forward to yourfeedback and to continuing our journey
towards a more sustainable and equitable
future.

Allnex Management GmbHThe Squaire 13, Am Flughafen
60549 Frankfurt am Main, Germany
www.allnex.com

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APPENDIX

Steadfastly continuing our journey –Message from Miguel Mantas, CEO of allnex
It is with immense pleasure that I present to you our 2024

In line with our vision for sustainable development, we are also excited

Environmental, Social and Governance (ESG) Report. In reflecting on theto have embarked on a new chapter of growth with the development ofachieved milestones of the past year, I’m filled with pride at the

our new Jiaxing manufacturing site in China. Our ambition is to develop

advances that we have accomplished in the pursuit of our sustainability

it into allnex’s largest and most sustainable production base, setting aagenda. Sustainability remains not only a strategic imperative but also a

new standard for excellence in the industry.

fundamental pillar of our business. Our commitment to greener
solutions ensures that we continue to be the preferred partner for our

As we continue to chart our course toward a more sustainable future,

customers, fostering enduring relationships built on trust and shared

we also remain deeply committed to fostering diversity and inclusion

values.

within our organization. Recognizing the underrepresentation of womenin the manufacturing sector, we are dedicated to actioning positive

I am thrilled to share that we have set yet another ambitious target forchange. Our goal to increase the proportion of women in manufacturing

ourselves: a Scope 3.1 emission reduction target of 30% by 2030. As weto 16% and women in allnex’s leadership to 35% by 2030 reflects ournavigate the complex landscape of sustainability, we see it as a strategic

steadfast commitment to promoting gender equality.

imperative to set ambitious targets that encompass our whole value

chain. We are not only shaping a more sustainable allnex, we are

I am most grateful for the continued support of our owner and strategic

thereby also influencing the very essence of industry standards.

partner, PTT GC, in this endeavor. Our shared vision and commitment tosustainability has significantly helped propel us forward on this journey.

Furthermore, I am delighted to share that for the second consecutive
year, we have achieved the prestigious EcoVadis Platinum rating, placing

In closing, I extend my sincere gratitude to all our teams worldwide for

us among the top 1% of globally assessed companies. This accolade nottheir tireless efforts in making our sustainability goals a reality. It isonly validates our ongoing efforts to minimize environmental impact, it

through their dedication and collective action that we continue to drive

also underscores our commitment to social responsibility andpositive change for the benefit of future generations.

transparent governance. It is a testament to the hard work anddedication of all global employees who champion a multitude of

We thank you for your continued partnership and support.

Miguel Mantas
CEO of allnex

sustainability initiatives as part of their core objectives.

ESG REPORT | 2024 9-Sep-24

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APPENDIX

Stepping up our efforts for change –GC and allnex’s shared green commitment
As we navigate evolving megatrends and geopolitical dynamics, GC is proactively adapting its
operations in 2024 with our 3 Steps Plus strategy – Step Change, Step Out, Step Up.
Central to our efforts is our commitment to sustainability through our Step Up Strategy. We areaccelerating decarbonization initiatives, aiming for net-zero emissions by 2050, and expanding
into high-value, low-carbon businesses. Our strategic partnerships in the hydrogen and carbon
markets, leveraging our hydrocarbon expertise, are key to differentiating ourselves and securing
future returns.
We believe in a collaborative approach where government, businesses, youth and civil society
unite to drive sustainability. That is why in 2024 we proudly introduced GEN S: Generation
Sustainability, a global initiative encouraging net-zero lifestyles. Under the theme “Better for You,
Better for Our World”, it promotes impactful actions to combat global warming. Explore
sustainable practices at https://gcgens.com/en/home and join us in this crucial effort.
GC and allnex are deeply committed to sustainability, prioritizing environmental, social, andcorporate governance alongside economic efficiency. Our Circular Economy approach andcomprehensive Decarbonization Roadmap guide our journey toward achieving net-zeroemissions by 2050.
Our collaboration with allnex unlocks synergies:− Shared expertise: Exchanging best practices to develop products and technologies that meet
consumer needs while enhancing operational efficiency.
− Thailand Innovation Hub: Fostering green technologies and sustainable products inSoutheast Asia.

Narongsak Jivakanun
CEO of GC

Through collaboration and leveraging our unique strengths, both allnex and GC teams haveenhanced their capabilities, driving the group towards a more sustainable and prosperous future.
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ALLNEX AT
A GLANCE
6

Sales, staff &segments –Key company
numbers for 2023
2023 SALES BY REGIONEMEA

WEIGHTED VIEW OF OUR PORTFOLIOTABLE OF CONTENTINTRO

AT A GLANCESUSTAINABILITY

PACKAGING
COATINGS & INKSPERFORMANCESPEOPLEDECORATIVE

APPENDIXOTHERAUTOMOTIVEADDITIVES

MARINE &PROTECTIVESPECIALTY COMPOSITES

APAC

25%

Americas

ELECTRONICS &BATTERIESINDUSTRIAL WOOD

38%

SPECIALTY COATINGS

37%

TIRES &RUBBER

Flexible
Packaging &Adhesives

Total revenue in 2023:

EUR 2.27 billion
Manufacturing sites worldwide:

34

Total staff:* FTE equals to all active employees, including regularand temporary staff.

ESG REPORT | 2024

INDUSTRIAL METAL

3,981.9 (FTEs) *7

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1948
Founding of
VIANOVARESINS

1969
Acquisition by
HOECHST

1999
Acquisition
by SOLUTIA

Getting better at every step –Our journey
ESG REPORT | 2024

INTRO

AT A GLANCE

2005
Acquisition by
CYTEC
2005
Acquisition of coating
resins business fromAKZO NOBEL

2003
Solutia Resins
business acquired
by UCB

2007
Acquisition ofcomposites
business from
HUNTSMANSUSTAINABILITY

2011
Acquisition of
coating resins
business fromBAYER

PERFORMANCESPEOPLE

APPENDIX

2016
Business
combination
with NUPLEX

2013
Acquisition by ADVENT
INTERNATIONAL
Begin of the operations
under the name ALLNEX

2022
Acquisition
by PTT GC

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APPENDIX

Thinking ahead –Our company’s purposeand mission
Our new growth strategy goes along withremodeled statements of our purpose andmission, as well as with a new corporate lookthat expresses the forward-looking spirit ofthese pledges.

OUR PURPOSE(AND COMPANY STATEMENT):

Innovative
chemistry
for all nex>t
generations

OUR MISSION:At allnex, we see innovation as our most powerful
instrument for improving the future. This is what
motivates our teams and drives our research for
products that make a positive contribution tosociety – for all nex>t generations.

THE THINKING BEHIND OUR MISSION:
The world will always need materials that haveexcellent durability and maximum capability to bereused, refurbished and recycled. At allnex, we havebeen using our expertise to enhance the performanceof different materials since 1948.
For us, solving current challenges with innovative
solutions has always been a way to also improve thefuture. The sustainable principle that circular materials
embody is at the heart of our innovation strategy.
Combine this with a continuous focus on reducing theecological footprint through all stages of the value
chain and you get to our definition of innovative
chemistry – for all nex>t generations.

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APPENDIXESG REPORT | 2024

COMPLIANCE

We set high value on being honest, transparent
and respectful, adhering to a code of conduct
which enables us to successfully navigate
challenging situations.

VALUE
CREATION

DIVERSITY

We celebrate diversity and are committed to an
environment where all colleagues contribute –for the benefit of our employees, our products,
and the communities we operate in.

We comply with all relevant regulations inevery country where we operate including
rules relating to safety, health and theenvironment.

We strive to provide quality products to ourcustomers and returns for our investors aswell as to give back to the communities inwhich we operate.

TEAM/
COLLABORATIONSAFETY

Protecting our employees, communities andenvironment from harm is the foundation of
all of our activities.

INTEGRITY

What we stand for –Our core values

We see teaming and collaboration as themost important way of engaging with
upstream and downstream partners tocreate mutually beneficial solutions.

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Growing stronger – by taking
sustainability to the next level

INTRO

AT A GLANCESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIXSUSTAINABILITY
Strengthen our #1 position
in industrial coating resins while actively
leading the transition to greener
technologies within the industrial
coatings industry and beyond.

GROWTH MARKETS"Sustainability drives our daily operations,
shaping our approach to growth in coatingsand beyond. Our technologists collaborate
with customers to advance Circularity, ourguiding North Star. This transformative
journey is just beginning.“
Benoit De Becker
Senior Vice President Corporate
Development & Innovation

ESG REPORT | 2024

We target growth regions
and segments in mobility andtransportation, packaging
and consumer goods, andconstruction and infrastructure.

OPTIMIZATION
Strategic optimization and digitalizationof marketing channels, leveraging digital
innovation, optimizing operational
effectiveness and accelerating processes
to improve speed and overall efficiency.

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APPENDIX

Growth markets – Expanding beyond
coating resins

ADDITIVES – Focusing on coating, tires and other specialty additives, our objective is to meet demanding
technical needs of our customers and facilitate the development of sustainable solutions by drawing on our
broad range of high-performing additives. We are committed to providing tailor-made solutions and increasing
the number of products produced locally – particularly in APAC. We will also seek to grow beyond coating & tire
additives, targeting new applications with our additives, such as Peelable Films, Inks, Water Treatment andPetrochemical products.
Brand names: ADDITOL®, CYCAT®, ALNOVOL®, CYREZ®, EBECRYL®, DAOTAN®

COMPOSITES – Drawing on our range of proven top Gelcoats & Unsaturated Polyester (UP) resins, and on
our global leadership in RADCURE technology, our goal is to establish ourselves as a preferred partner for
high-performance and sustainable/high-throughput composite applications. Through strong technical service
and localized production of gelcoats & UP resins, we aim to solidify our position and expedite customercentric solutions in the market for conventional UP composites, while also advancing RADCURE solutions toaddress the growing demand for styrene replacement and the low energy, sustainable mass production ofcomposite parts.
Target market segments: High-End Applications, (e.g., Swimming Pools, Marine, Sanitaryware,Transportation applications using Gelcoats & Vinyl Esters), Styrene-free solutions for conventional UP
composites, Low-energy sustainable solutions for the mass production of composite parts.

“We are very excited by theopportunity to grow into large,
attractive new markets beyond
coating resins, such as additives andcomposites, by drawing on our
technologies and global production
capabilities, and meeting customer
needs with innovative, sustainable,
and tailor-made solutions.”
Markus Aschauer
Senior Vice President Growth Platforms

Brand names: AQUAGUARD®, VIAPAL®, RAYLOK®

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There for you where you need us –Our global footprint
Lillestrøm, NOR
Wageningen, NL

Headquarters
R&D
Hamburg, GER

Riga, LVA

Bitterfeld, GER
Frankfurt/M., GER

Shebekino, RUS

Manufacturing Site
Technical Service
Sales

Wiesbaden, GER

Bergen op Zoom, NL

APPENDIX

Global Business Services

Graz, AUT
Werndorf, AUT

Seoul, KOR
Ulsan, KOR

Wallingford, CT
Kalamazoo, MI
Willow Island, WV
East St Louis, IL
Louisville, KY
North Augusta, SC
Alpharetta, GA
Langley, SC

Tokyo, JPN
Shimonoseki, JPN
Schoonarde, BEL

Fengxian, CHN

Drogenbos, BEL

Changshu, CHN
Suzhou, CHN
Shanghai, CHN
Jiaxing, CHN

Romano d’ Ezzelino, IT

Guadalajara, MEX
Dubai, UAE

Taipei, TWN
Guangzhou, CHN
Foshan, CHN

Mumbai, IND
Ponta Grossa, BR

Mahad, IND
Bangkok, THA
Rayong, THA
Kuala Lumpur, MYS
Seremban, MYS
Melaka, MYS
Singapore, SGP

Bien Hoa, VNM
Ho Chi Minh City, VNM
Wacol, AU
Botany, AU
Glen Waverley, AU

Penrose, NZ
Wellington, NZ

Jakarta, IDN
Surabaya, IDN

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Asia's increasing weight inallnex’s global footprint
NEW manufacturing hub in Jiaxing(Dushan Port), Zhejiang, China
is allnex’s largest manufacturing facility in theworld. Production started in August 2023.

Jiaxing, CHN

NEW Mahad, India
First manufacturing facility in India
showcases allnex's investment in an
expanded portfolio.

Mahad, IND
Rayong, THA

FUTURE Rayong, Thailand
Planned expansion of
manufacturing hub adjacent to
PTT GC.

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Advancing green innovation –in China and India

INTRO

AT A GLANCESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIXEUR 280 million
total investment

15
production lines“The acquisition & subsequent
expansion of our production site in
Mahad, Maharashtra, India, is a crucial
addition to the global footprint of allnex.
It strengthens our strategic direction
and demonstrates allnex’s intention to
be the market leader in India. It will
significantly reduce lead times andimprove delivery reliability, which are
key requirements of our customers.”
Siva Iyer
Vice President allnex India

140 kttotal capacity

3 million
safe man-hours
during construction
120+
employees“I’ve witnessed this site evolve from an empty plot of
land into what it is today. I’m extremely proud of all
my colleagues who have been participating in thisfantastic project, and I thank everyone for their
excellent efforts and hard work. I also want to thankthe leaders in Jiaxing, Pinghu City, and the Dushan
Port Economic Development Zone for theircontinued collaboration and support.”
Joe Zou
Senior Vice President of allnex Greater China

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APPENDIXSUSTAINABILITY

Chapter 3.1: Our sustainabilility philosophy and strategy
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APPENDIX

Leading with green products, data and proof –How allnex makes good on its promises
Our world is evolving at an unprecedented pace and the momentum shows nosigns of slowing. Among the many dynamic areas of change, sustainability
stands out as a particularly rapid and critical focus. This progress is not only
exciting but also vital as sustainability finally receives the attention it
deserves.
At allnex, our commitment to sustainability is embodied in our purpose: “Innovative
chemistry for all nex>t generations.” This commitment spans multiple generations –from our children and grandchildren to the newly hired talent joining our ranks, andfrom the next generation of products and technologies to the solutions we provide
for our customers’ challenges.
Our dedication to sustainability is evident in our innovative products andtechnologies which have long defined us as a leader in this space. The ECOWISETM
product range that has been developed through a rigorous Portfolio Sustainability
Assessment, is a testament to this commitment.
In 2023, we made significant strides by achieving ISCC PLUS certification, enabling us
to offer Bio Mass Balance alternatives for every technology we produce. By the end of
the year, we will have certified production locations in all three major regions where
we operate. We also proudly delivered our first commercial volumes of certified Bio
Mass Balance material.
As an active member of Together for Sustainability (TfS), we are advancing in ourcradle-to-gate Product Carbon Footprint (PCF) calculations by providing essential data
to our customers. This data, coupled with various reduction scenarios, has
empowered us to set a Scope 3.1 reduction target.

ESG REPORT | 2024

"allnex remains at the forefront ofsustainability, adeptly navigating this rapidlychanging landscape. Our continued EcoVadis
PLATINUM status in 2023 is a testament
to our robust sustainability agenda andcommitment."
Davy De Clercq,
Head of Sustainability

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APPENDIX

All in on ESG – Inclose alignment with
the UN Sustainable
Development Goals

By fully adopting environmental,social and governance (ESG)
practices, we make the world’s
goals our own. While doing so in aholistic manner, there are three
SDGs that lend themselves
particularly to allnex’s
contributions.

“The continuous promotion of eco-friendly
solutions in the APAC region underscores allnex's
commitment to sustainability and leadership in thecoatings industry. By integrating advanced
technologies and greener practices, we aim to
reduce our environmental footprint and that of ourcustomers, foster innovation, and set new
benchmarks for corporate responsibility.”

allnex anchoredsustainability in its
corporate strategy,
particularly emphasizing
SDG #7, #12, and #13 to
make maximum impact.

ESG REPORT | 2024

Ruben Mannien
Senior Executive Vice President APAC

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APPENDIX

Growing green together with the market –Sustainable Portfolio Management
Through the Sustainable Portfolio
Management process, we aim tocategorize our products by analyzing
their sustainable benefits andchallenges using a fact-based
methodology.

EMISSIONSREDUCTION

CIRCULARECONOMYECOWISETM CHOICE
INDUSTRIAL WOODAPPLICATIONSRENEWABLE
SOURCING

SAFER
MATERIALS

BUILDINGS & DECORATIVEAPPLICATIONSENERGYEFFICIENCYPACKAGING & INKSAPPLICATIONSESG REPORT | 2024

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APPENDIXThe future we strive for –Our mid- and long-term goals
Guided by the principle of circularity, we have establishedfive pillars that provide detailed direction. These pillars
form the foundation of allnex's ambitious sustainability
program and are fully integrated into our ECOWISETM
sustainable portfolio management practice

Achieve 30%(absolute) reductionin Scope 1&2 by 2030
and net zero by 2050

Achieve 30%(intensity) reductionin Scope 3.1. by 2030
and net zero by 2050

Achieve 85%
renewable electricity
use by 2030

Reach 50% totalbusiness for ECOWISETM
products by 2030

Increase the overall
proportion of womenin manufacturing at
allnex to 16% by 2030
ESG REPORT | 2024

Increase the overall
proportion of womenin leadership roles atallnex to 35% by 2030

Setting another big goal on our path –With a 30% (intensity) reduction in Scope 3.1
by 2030

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APPENDIX

Materiality deep dive – The why and how of each priority focus topic
TOPICS−

30% (absolute) reduction in Scope 1&2 by 2030
(vs 2018)−

30% (intensity) reduction in Scope 3.1* by 2030 (vs
2021)

−

Raw
materials &sustainablesourcing−

Partnering through the value
chain for more sustainable
alternatives−

ECOWISETM concepts are embedded into
our innovation governance processes

Net Zero in 2050
Product
Portfolio &Product
Development

ClimateCirculareconomyTOPICS−

35% women in leadership roles by 2030−

Our technology assures that products live
longer, are easy to repair and recycle−

16% women in manufacturing by 2030−

A thin coating can potentially replace athick packaging−

Clear targets defined for the ECOWISETM products−

Sustainable/low-carbon raw materials−

ISCC+ certification for all our major technologies−

Using post consumer waste as a feedstock−

Biobased feedstock−

Local teams guided by a dedicatedcorporate SHE team and a global SHE
director−

Strict KPI reporting and follow-up−

A key evaluation aspect in our
ECOWISETM Sustainable
Portfolio Management process−

Clear company targets on ECOWISETM
performance− UN Global Compact since 2020−

− Together for Sustainability(TfS) since 2022

Active energy monitoring based on predictive
consumption models− Specific improvement targets for each site

Diversity &Inclusion

Practices &Corporate
Culture− Mature management system & globally
ISO140001 & ISO45001 certified− Best SHE (safety, health, environment)
practices embedded at all locations

Health &Safety− Using post consumer waste as a feedstock

Responsible
Business

TOPICS

Safer
Materials−

ECOVADIS PLATINUM−

Responsible care certified−

Community engagement−

Yearly reduction target & a 10% efficiency
increase by 2030−

ISO500001 certification

Energy*Biogenic credits will be included in calculation

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SUSTAINABILITY

Chapter 3.2: Innovative product portfolio

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AT A GLANCEHigh biobased content, high performance –Our low-viscosity diluting acrylate EBECRYL® 15
The backgroundOn its path to decarbonization, the polymer
industry often faces a dilemma. Traditionalmonomers, while effective in performance,
contribute significantly to carbon emissions
and rely on non-renewable resources.
However, many biobased solutions available
in the market are fraught with unattractive
limitations. This creates the need forsustainable alternatives that neither sacrificequality or efficiency.
Our solution
EBECRYL® 15 is such an alternative. As a lowviscosity, biobased diluent monomer with awide range of uses, it even has the potential
to be a game changer by offering this suite ofbenefits tailored to the industry’s needs:− High renewable carbon content−

Low viscosity−

Flexibility and toughness−

High reactivity−

Excellent exterior durability

Who benefits?
The introduction of a low-viscosity biobased
diluent monomer is a pivotal advancement forthe polymer industry. By addressing key issuesof sustainability, performance and costefficiency, our innovative solution not only
meets the current demands of the industry but
also sets a new standard for future
developments.
Applications
Our versatile monomer can be used for manysustainable applications including
environmentally friendly coatings and paints,
sustainable industrial woods and printing inks,
adhesives with low environmental impact aswell as renewable and durable composites.

SUSTAINABILITYCIRCULARECONOMYPEOPLE

APPENDIXTeam who made innovation happen:

RENEWABLE
SOURCING

ENERGYEFFICIENCY

Pablo Marin & Luc De Waele

SAFER
MATERIALSEMISSIONSREDUCTION
ESG REPORT | 2024

PERFORMANCES

Robert Potzmann

Luc Lindekens

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A quick response to an urgent issue –Our TMPTA-free diluting monomer
EBECRYL® 119

AT A GLANCESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIXTeam who made innovation happen:

The substance
TMPTA, short for trimethylolpropane triacrylate, has long been used as a reactive diluent
in UV- and EB-curable coatings. It is a cost-effective diluent compatible with a wide rangeof resins, generally valued for its low volatility and fast cure response.

The problem
There has been debate for several years on the appropriate classification, labeling andpackaging (CLP) of TMPTA based on laboratory studies. In 2020, the Risk Assessment
Committee (RAC) of ECHA concluded to classify TMPTA as carcinogen Cat 2 with
implementation in 2023. In 2022, California added TMPTA to its Prop 65 list of harmful
chemicals. As California Prop 65 list is de minimis, formulators from all applications,especially packaging coatings and inks, are looking for TMPTA-free alternatives.

Eileen WeberOur solution
EBECRYL® 119 is a solution for the market need. It is a trifunctional monomer thatpolymerizes when exposed to a source for energy curing. It is an effective diluent
compatible with a wide range of acrylate resins used in energy curing formulations.
Not based on products of TMP, EBECRYL®119 contains no residual TMPTA. In packaging
applications, it can improve reactivity, hardness and chemical and wear resistance. This
makes it a popular choice for overprint varnishes, inks and other types of coatings.
Who benefits?
Ebecryl® 119 can be used in many applications, ranging from packaging inks to industrial
wood. However, its greatest value currently comes from meeting the urgent need ofpackaging ink formulators and offering them a more sustainable alternative to TMPTA.
Jeremy Jatvin
ESG REPORT | 2024

Jennifer McClung
Chanelle Williams (not on the
picture)24

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AT A GLANCE

Making pools more sustainable –With our recycling-based POLYPLEXTM 200ESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIXTeam who made innovation happen:

The backgroundIn the composites molding industry, custom thermoset resins such as styrenatedunsaturated polyester and vinyl esters are combined with reinforcements likeglass fiber to manufacture a variaty of products including fiberglass boats,storage tanks, pipes and swimming pools. In Australia, allnex Composites is aleading producer of unsaturated polyesters, gelcoats and vinyl esters forcomposite applications.
Our solution
With PolyplexTM 200E, allnex Composites Australia offers a recycling-basedalternative to conventional resins enhancing the sustainability of composite
products while providing additional benefits. PolyplexTM 200E is an unsaturated
polyester resin based on recycled PET (rPET) and is supplied as a whitepigmented structural laminating resin.

Michael Di Stasi, David Stevenson(not in the picture)

Dean Voice

More recycled bottles
Sourced from a local Australian supplier, the rPET flakes used in our productincrease PET conversion in resin manufacturing. Each drum of PolyplexTM 200E
contains the equivalent of 750 recycled plastic bottles. In addition, the product’s
enhanced properties contribute to environmental benefits during use.
Better properties and water protection
Unsaturated polyester resins based on rPET provide superior water and chemical
resistance as well as enhanced physical and mechanical strength compared toorthophthalic and isophthalic polyesters. When using PolyplexTM 200E, thesesuperior properties can lead to better reverse-osmosis resistance of structural
pool laminates, particularly those in potential contact with groundwater.
Mark Vandeyar
ESG REPORT | 2024

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INTROFree from cobalt, full of performance –allnex’s alternative driers for safer paints

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APPENDIXTeam who made innovation happen:

The background
Driers are crucial ingredients in paints and coatings that greatly reduce drying
time, sometimes from days to hours. allnex is a major producer of these
additives but also recognizes the need for innovation. Traditionally, one of the
key ingredients of driers is cobalt, known for its effectiveness and versatility.
However, based on laboratory evidence the EU has reclassified cobalt as a
Category 1B carcinogen. Based on our continued efforts to design out
chemicals of concern, allnex has developed alternative driers for safer paints.
Our solution
Alternatives to cobalt with comparable performance in driers are not easy tofind. However, allnex’s teams embraced this challenge and developed the
ADDITOL® Cobalt-Free Drier Series, which is more sustainable and safer while
maintaining excellent effectiveness.
A key strength of the ADDITOL® dry CF series is its compatibility with bothsolvent- and water-borne products. This versatility allows customers to use asingle drier across a wide range of technologies, simplifying their processes
and reducing the need for multiple additives. More information can be foundhere (Cobalt Free Driers | ADDITOL® dry CF series | Allnex Resins (ecowisechoice.com).

Armin Temel

Applications
Our cobalt-free driers can be used in enamels and trim paints, wood finishes,oxidatively drying industrial coatings as well as light-duty marine andprotective enamels.

Thomas Schoenbacher
ESG REPORT | 2024

Carmen-Gabriela Tomoiaga
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APPENDIX

Digging deeper than required –Our policy on conflict minerals
Conflict minerals are natural resources extracted in a conflict zone
and sold to perpetuate the fighting. The term is most commonlyused to refer to four specific minerals:
1.Tin (used in the electronics and automotive industries)
2.Tantalum (used in capacitors for electronic devices)
3.Tungsten (used in electronics and industrial machinery)
4.Gold (used in jewelry and electronics)
At allnex, we are committed to responsible sourcing of raw materials. We
undertake thorough due diligence measures to ensure that the minerals
in our products and supply chain are ethically and responsibly sourced
and free of conflict.
In addition to the regulated conflict minerals tin, tantalum, tungsten, andgold (3TG), allnex conducts supply chain due diligence for all chemicals
derived from these minerals as well as the extended conflict minerals
identified by the Responsible Minerals Initiative (RMI), specifically mica
and cobalt. We require our suppliers to perform due diligence on theorigin and supply chain of these mineral raw materials and to provide
supporting evidence.
allnex carries out the necessary due diligence assessments to identify
whether the raw materials we purchase fall under applicable regulations.
We limit our purchases of raw materials derived from tin, cobalt andmica, and we do not buy gold, tantalum, or tungsten.

ESG REPORT | 2024

BEYOND COMPLIANCE
allnex goes beyond the requirements oflegislation. Even though we do not purchasepotential conflict minerals directly but rather
their derivatives, we have further developed ourdue diligence procedure and set new targets forthis extended scope. Our goal is to achieve
100% coverage by the end of 2025; currently, we
have reached 69%. Our commitment to thesepractices ensures that we contribute tosustainable and conflict-free supply chains,
upholding the highest standards of corporate
responsibility and ethics.
By adhering to stringent due diligence processes
and extending our efforts beyond merecompliance, allnex demonstrates a strong
commitment to ethical sourcing and corporate
responsibility. Our proactive approach inensuring conflict-free supply chains underscores
our dedication to sustainability and humanrights, setting a benchmark for industry
standards.

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APPENDIXSUSTAINABILITY

Chapter 3.3: Sustainability as a pillar of our operations
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APPENDIX

Passionate champions ofsustainability – In everything we doAt allnex, we recognize that true operational excellencegoes beyond traditional metrics of productivity andprofitability; it encompasses a comprehensive approachthat considers the environmental and social impacts of ourbusiness practices.
Sustainability goals are deeply integrated into our operationalframework, guiding our decision-making processes and shaping
our pursuit of safety, quality, efficiency and innovation in ourdaily operations.

Schoonaarde is the first allnex site to beawarded the Sustainability Development
Goal (SDG) Champion certificate, grantedby the United Nations. So far, it is the only
chemical site in Belgium to have received
the award. Their achievements include
doubling production capacity while
improving energy efficiency and reducing
ecological footprint. Key sustainable
practices include far-reaching automation(SDG 9), rainwater usage and energy
reduction (SDG 12), as well as steam
reduction (SDG 13).

ESG REPORT | 2024

“We’re achieving solid progress toward our goals bymaking sustainability a part of our daily operations.
Every day, in everything we do, we’re staying true toour commitment to sustainability to ensure we meet
the targets we’ve set for ourselves.”
Herman Vos
Senior VP Operations

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APPENDIX

Pursuing excellence –Serious about safety and quality
KEY SAFETY AND QUALITY ACHIEVEMENTS IN 2023:− Caring for Quality initiative kicked
off last year to underscore ourcommitment to delivering
products and services that meetthe highest standards of quality
and reliability.
− Combined employee andcontractor recordable injury rate
(TRIR) came to 0.49*, meeting2023 target of 0.50

− ISO9001, ISO14001 and ISO45001
have been globally recertified
successfully− Various sites achieved significant
milestones of safety days, such as
Changshu (2.500 days), Zhuhai JV(2.000 days) and Bien Hoa (4.000days). Dushan Port, China,celebrated 2 million safe manhours during the machinecompletion ceremony− New Management of Change(MoC) tool piloted to further
enhance organizational agility andensure smooth transitions amidst
evolving environments.

Caring for Quality workshop at Surabaya, Indonesia− The Safety team is working with
the Digital team to pilot the Protex
AI safety observation application
to identify near misses.

“Through our Serious about Safety
and Caring for Quality campaigns,
we uphold our promise to deliver
excellence in every aspect of ouroperations, ensuring the safety of
our employees and the integrity of

Safety week at Ponta Grossa with a mascot for SPOT IT, STOP IT, Brazil

our products.”

ESG REPORT | 2024

Christine Locht
Quality Director*allnex calculates TRIR using the following equation: [(Number of recordable
incidents) X 200,000]/ (Total number of hours worked)

Safety week at Bitterfeld, Germany

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APPENDIX

Energy Conservation in action –How we reduce our energy use
Energy use efficiency and recycle are key focuses in reducing the carbon emissions of
our operations. Project Enigma was launched globally and is aimed at identifying
energy reduction opportunities. This program is the main contributor to allnex' s Scope
1 & 2 emission reduction targets for 2030.
KEY ACHIEVEMENTS IN 2023 AND OUTLOOK 2024:
Visualizing the data – In 2023 the team began harmonizing the visualization of allenergy uses and performances across all manufacturing sites.

Scoping opportunities – Continuous improvement workshops were held to identify
energy reduction opportunities for different types of production units worldwide.
Idea ranking – Avoiding energy use is the best possible saving.
Next comes the reduction of losses to the environment. Energy recycle is the maincategory and comes on the third place, followed by energy upgrade and finallyelectrification.
Accelerating global actions – Accelerated actions were possible thanks to the
support of the leadership team and the development of a common methodologythat could easily be rolled-out.
Thinking out of the box – Advanced analysis of the heating and cooling cycle will
generate further ideas regarding heat storage and heat pump solutions which willplay a critical role in the energy reduction efforts at our sites.
ESG REPORT | 2024

“Energy reduction, water use reduction, andcarbon footprint reduction can all go hand inhand in economically viable projects. Throughour analysis, we identified short- and mid-term
opportunities for reducing up to 30% of ourenergy use and carbon footprint.”
Guy Depauw
Director of Engineering
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Chapter 3.4: Sustainable procurement

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APPENDIX

Fostering open, risk-free relations –Sustainable procurement at allnex
The environmental and social footprint of a business extends beyond its own operations. This is why we
put great emphasis on sustainable procurement practices and a responsible sourcing strategy at allnex.
THE KEY ELEMENTS OF OUR RESPONSIBLE SOURCING STRATEGY ARE
1.

Supplier assessment and due diligence
In 2023, allnex procurement further developed the supplierperformance assessment process to gain comprehensive insights
into the commercial, environmental and social performance of
our suppliers. This new due diligence process allows us to assess
the risks for both our own business and our supply chain.

2.

Environmental impact reduction
We work closely with our suppliers to identify opportunities
for reducing environmental impact across the supply chain.
Through initiatives such as recycled packaging and materials,
we strive to promote sustainability at every stage of the
procurement process (for further details see Scope 3).

Our Supplier Code of Conduct defines the basis of ourcollaboration regarding compliance and sustainability,
including environmental and social aspects.
The code of Conduct is an integral part of our
supplier onboarding process and must be signedby every new supplier. It is also incorporated into
allnex’s general terms of purchase[allnex.com/en/info-hub/compliance].

ESG REPORT | 2024

3.

Continuous improvement
We regularly review and update our procurement
policies and procedures to incorporate best practices
and evolving sustainability standards. Using the
EcoVadis IQ tool, we have currently conducted risk
assessments for 71% of all our suppliers.

At the end of 2022, allnex proudly joined the chemicalindustry’s collaborative movement Together for Sustainability(TfS). This member-driven initiative is a collective force shaping
the future of sustainable practices in our industry.
A key focus of TfS is to develop and implement a global supplierengagement process that helps assess and improve sustainability
practices within the supply chains of chemical companies. Throughthe TfS Academy, we provide training to our suppliers onsustainability topics.

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APPENDIX

Reduction of 30% by 2030 –Our target for Scope 3.1 emissions
While reducing Scope 1 and 2 emissions remains a high priority for allnex, theseemissions only make a limited contribution to the cradle-to-gate footprint ofour products. The majority of our finished products’ footprint is tied to the raw
materials we use. Therefore, it is critical to include a Scope 3.1 reduction target
in our strategy, focusing on indirect emissions from purchased products.

TO ACHIEVE THIS TARGET, ALLNEX WILL IMPLEMENT A SERIES OFSTRATEGIC MEASURES
Value chain collaboration – We are actively engaging with our suppliers andcustomers to foster collaboration across the value chain to optimize
processes and minimize environmental impact.
Recycled and biobased materials – We are increasing the use of bothrecycled and biobased raw materials in our manufacturing processes. [S. 22]

Mass-balanced alternatives – Embracing third-party certified massbalanced alternatives (ISCC PLUS), we will offer sustainable options withoutcompromising product quality.
Innovation – allnex, broadly recognized for its innovative culture, willcontinue to focus on innovation as a key driver of sustainability.

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APPENDIX

Going all-in on going green –Our pursuit of renewable power“We have set ourselves an ambitious
goal: achieving a minimum of 85%
renewable electricity by 2030.
To realize this vision, we are actively
seeking green energy opportunities
in our production.”

Lauri Wogschin
Senior Vice President Procurement

Our goal: Achieving a minimum of
85% renewable electricity by 2030.
− Across our major production sites worldwide, we have diligently evaluated andpursued renewable energy projects wherever feasible. Our principle is to look forthe most effective ways to reduce greenhouse gas emissions in our energy
consumption, taking into account the regional context.
− These on-site energy initiatives integrate solar and wind power into ourmanufacturing facilities which not only curbs our carbon emissions and relianceon fossil fuels but also generates economic benefits. This active dedication to a
low-carbon future is pivotal in minimizing our overall environmental footprint.
− However, we recognize that not all electricity needs can be met through on-site
generation. For the remaining portion, we adopt a dual approach: securing green
electricity tariffs and investing in green energy certificates. To ensure additionality
and as a long-term commitment, we are also actively exploring the possibility of
power purchase agreements (PPAs).

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APPENDIXSUSTAINABILITY

Chapter 3.5: Achievements and certifications

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APPENDIX

Leading the way –Recognition of our efforts“Our ISCC PLUS certified sites and technologies
showcase our commitment to sustainability,
providing traceability throughout our supply
chain. We are proud to support our customers
in EMEA with high-performing products that
help them deliver on their environmental
responsibilities."
Mirko Schnitzler
Senior Executive Vice President EMEAISCC PLUS CERTIFICATES:–ISCC stands for International Sustainability & Carbon
Certification and is a broadly recognized global certification
system for sustainable feedstocks including agricultural andforestry biomass, as well as other biobased, renewable orcircular materials.

–

As of 2023, a total of 7 allnex sites have been certified to ISCC
PLUS. These are Bergen op Zoom (NL), Werndorf (AU), Romanod’Ezzelino (IT), Schoonaarde and Drogenbos (BE), Lillwström(NO) as well as Bien Hoa (VNM).

–

With the ISCC Plus certification, the sites can now certify
biobased products using a mass balance approach. They arepart of a supply chain that both sources and offers biobased
products with third-party oversight.

ECOVADIS PLATINUM 2023:–

For the second consecutive year, allnex has achieved
the prestigious Platinum rating from EcoVadis in 2023.

–

EcoVadis has raised the score for attaining Platinum.
However, thanks to our progress and the hard work of
all teams involved, we have been able to surpass thisnew threshold. A standout accomplishment are
Environment and Labor & Human Rights, Ethics as wellas Sustainable Procurement.

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AT A GLANCE

Connecting people
in and out
for the greener world
Primavera is a year-round initiative allnex
organizes annualy to engage employees on the
topic of sustainability and refresh their focus on
the company’s sustainability goals for 2030.

SUSTAINABILITYPERFORMANCESPEOPLE

APPENDIX

Also in 2023, allnex
launched a muchanticipated internal
Sustainability Newsletter
designed to share thelatest eco-conscious
initiatives, achievements,and engagement oppor–
tunities in the company
with the workforce.

In Germany, we took part in theGreener Manufacturing Show for
the first time, showcasing ourinnovative approaches tosustainable manufacturing [linkto operations page] and our wide
range of eco-friendly products[link to product portfolios].

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APPENDIX

allnex external
recognition 2023

allnex Ponta Grossa, Brazil, #1 spot in the
Polyester Resins category at the 27th Paint &Pintura Awards. Recognized for the
CRYLCOAT® line.

allnex USA received the Best ofGeorgia Award for Chemical
Manufacturing.

allnex India won "Best Brand"
award in Resins category at
PAINTVISION Awards 2023.

The Louisville site, USA was recognized fortheir role as an Air Quality Action Partner,
contributing to community efforts in reducing
air pollution.

Foshan, China, was honored as a Top 10 Safety
Production Entrepreneur in the Shunde region.
ESG REPORT | 2024

Australian WA was awarded with the
SPASA Award of Excellence 2023, for
Aquaguard®.

allnex Surabaya site received the Naker
Award for "The Best Foreign Investment
Company" in Indonesia.
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APPENDIXPERFORMANCES
Chapter 4.1: ESG Performances 2024 – Environmental

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Steady progressin Scope 1 and 2 CO2 reductions
KEY ACHIEVEMENTS IN 2023:–

In 2023 we achieved a noteworthy 22% reduction in CO2 emissions.
Renewable electricity and energy efficiency measures contribute to thispositive impact.

–

Certain regions are particularly successful at reducing emissions. In
APAC for example, a reduction of 16% in CO2 intensity was achieved
compared to 2018, while production volumes increased by 3% overthis period. Switching to renewable energy sources, improving energy
efficiency (including for heat and steam), and raising awareness forenergy conservation are some of the critical reasons for the change.

–

We will continue to advance our energy efficiency programs[S. 31] to address both fixed and variable energy consumption.

–

The share of renewable electricity in our total consumption increased
to 51% in 2023, on track for an 85% target by 2030. This progress isthanks to our procurement team's strategic efforts.

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APPENDIX

Scope 1&2 CO2 emissions (tCO2e) *287

2018 (baseline)

-21%

-22%

-30%

226

225

201

2022

2023

2030 Target

Renewable share of total electricity consumption*

85%

46%

51%

5%
2018 (baseline)

ESG REPORT | 2024

2022

2023

2030 Target*The data is collected through allnex uniform global data collection platform UL360.
The data got a limited assurance by LRQA.

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APPENDIX

Water and waste management
KEY ACHIEVEMENTS AND BEST PRACTICESIN 2023:KEY ACHIEVEMENTS AND BEST PRACTICESIN 2023:–

Our total water withdrawal consistently
decreased over the three-year period
due to the various water conservation
practices.

––

The Changshu plant in China hasrecently completed an improvement
project for its closed-loop wastewater
treatment plant. Reducing water
withdrawal by 1,000 m3.

Our ISO 14001 certificate was
successfully renewed in 2023, affirmingthat our business and operation
systems align with global standards forminimizing environmental impact.

–

Our site in Seremban, Malaysia,
implemented a 3R program (Reduce,
Reuse and Recycle) and was able toredirect almost 23 tons of nonhazardous waste to recycling or reuse.

–

At Ponta Grossa, Brazil, enhanced waste
treatment, successfully recycling,
reusing and recovering over 300 tonsof waste.

––

The Schoonaarde site in Belgium has
started to collect rainwater from its
roofs and uses it as process water which
saved about 6,500 m3 of water over thecourse of the year.
Our site at Ponta Grossa, Brazil, locatedin a water–stressed area, was able toreduce water use in its cooling tower by
3,000 m3.

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APPENDIXECOWISE – Sustainable portfolio that meetsthe expectations of our customers and society
ECOWISE is our Portfolio Sustainability
Assessment (PSA) methodology. Our PSA
methodology is a fact-based, systematicstage gate process based on the WBCSD*
Portfolio Sustainability Assessment
framework. This methodology includes thelatest objective data on chemicals ofconcern, market comparison in our fivepriority sustainability areas and adherence
to industry standards and ecolabel
requirements.

Over the past two years, we made significant progress in assessing our productportfolio using the ECOWISE methodology, achieving 93.5% in 2023. This extensive
assessment is crucial for guiding the portfolio towards our 2030 goal, where 50% of
allnex's business results should come from ECOWISE - labeled products.

ECOWISEEMISSIONSREDUCTION

assessment completed (%) **CIRCULARECONOMY91%

ECOWISE helps the business respond tosustainability market signals and develop
timely improved solutions.
ECOWISE also is a quality label for theallnex products that pass our strict andstructured PSA screening. These
ECOWISE labeled products bring specificsustainability benefits along our 5 highpriority areas.

2022

ECOWISE2023

portfolio share (%) ***RENEWABLE
SOURCING

SAFER
MATERIALS

93%

29%

31%

2022

2023

50%

ENERGYEFFICIENCY* World Business Council for Sustainable Development** Fraction of our product portfolio assessed according the ECOWISE methodology (expressed as % of revenue)*** Fraction of our company revenue that is generated from ECOWISE labeled product

ESG REPORT | 2024

2030 TARGET
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APPENDIXPERFORMANCES

Chapter 4.2: Regional, Environmental & Community Program 2023
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Committed towhat we care about

INTRO

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APPENDIX

The allnex East St. Louis site, USA,
hosted a Grand Reopening Celebration
showcasing facility upgrades.

Throughout 2023, we have actively
engaged with local communities throughvarious initiatives aimed at improving the
local natural environment and supporting
disadvantaged social groups. Our approachto community engagement is rooted incollaboration and long-term sustainability.

In October, allnex Alpharetta, US,supported Breast Cancer Awareness Month.
The team raised USD 1,700, the event raised
more than USD 434,000 overall.

The allnex team at Louisville, USA, attended the
Red Tie Gala in support of the Ronald McDonald
House of Kentuckiana. At the Red Tie Gala 2023,

Colleagues from Bergen op Zoom,

over USD 468,000 was raised, which provided

Netherlands, joined the “NLdoet”

4,333 nights for families in need.

volunteer campaign and helped to clean
a historic mill in nearby Huijbergen.

At the Alpharetta site in theUS, colleagues celebrated

Colleagues at GBS Riga, Latvia, supported the”Bring Your Kids to Work Day.”

non-profit animal shelter “Ulubele” in Riga’s

outskirts by volunteering their time to clean the
shelter and donating essential items.
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APPENDIX

allnex Bassano celebrated its 55th
anniversary with an open-door event,attended by 327 guests. The event
showcased the site’s commitment to
responsibility, innovation and sustainability.

The team at allnex Botany, Australia,organized a successful fundraising event insupport of the Cancer Council, Australia’s

At allnex Frankfurt Corporate Center, colleagues

national anti-cancer organization.

contributed to the “Christmas in a Shoebox“
initiative, buying gifts for children in need while

supporting local artisans. Additionally, they visitedthe “Dialogue in the Dark” Museum to experience
life guided by visually impaired persons.

The allnex Australia team partnered
allnex participated in the Rotterdam

with Trigger Surfboards to create

Marathon in the Netherlands.

18 surfboards for the Neale Daniher
Foundation, raising AUD 42,000.

allnex Italy supported 25 young writers

In 2023, allnex Surabaya, Indonesia,

from Romano, Italy, aged 11 to 15, by

supported health and fitness byhelping publish their fantasy stories.

introducing voluntary biweekly exercise
sessions at the site.

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APPENDIXPERFORMANCES
Chapter 4.3: Ethics and compliance

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APPENDIX

Integrity and accountability –Our guides to ethical business practices
At allnex, our commitment to integrity and accountability forms the bedrock of our corporate
ethos. Our Code of Conduct is more than just words on paper; it embodies our values and ensuresfairness, transparency and trust in all our interactions.
From the boardroom to the factory floor, we uphold these principles in our corporate complianceprogram (see below for major policies). By doing so, we pave the way for sustainable growth –a growth that doesn’t compromise our values but rather amplifies them.

OUR COMPLIANCE CODESAND POLICIES–Code of Conduct–

Supplier Code of Conduct–

Labor and Human Rights Policy–

Anti-Bribery and Anti-Corruption Policy–

Export Controls–

Information Classification Policy–

Anti-Harassment Policy–

Global Whistleblower Policy andMechanism

ESG REPORT | 2024

DIGITIZING CORPORATE COMPLIANCE
TRAINING USING EXPLORE [LINK TO
TRAINING SECTION]:
Since 2022, corporate compliance training is
mainly conducted using the online platform
Explore. In 2023, the following trainings werecompleted by our colleagues across the globe:–

GDPR Training (100% completion)–

Antitrust & Competition Law Training(100% completion)–

Information Security Essentials Training(99% completion)–

In addition, we organize classroom
compliance training at the local level.
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APPENDIXPEOPLE
Chapter 5.1: Our people

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Our people,
our assets"The year 2023 has stood out as a year of
exceptional challenges and opportunities forallnex. Navigating uncharted waters, we offer
our best packages while keeping a watchfuleye on the challenges that businesses bring.
It’s about leading through change, crafting
policies that are equitable, sustainable, andresponsive to diverse regional dynamics –all while fostering success for both our talentand our business."
Petra Zimmer
Senior VP Human Resources & Communications

ESG REPORT | 2024

Total FTEs Dec 2023:

3,981.9** FTEs comprise all active employees,
including regular and temporary staff.

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Our people,
our assets
As a company, we strive to foster a culture where our employees feel valued, supported and empowered.
We believe our people are the key to shaping a bright future for the company, and for all nex>t generations.

−

At the heart of allnex’s people strategy is ourcommitment to ensuring fair compensation andequity across our organization. We believe every
individual deserves to be recognized andrewarded fairly for their contributions, regardlessof background, gender, or any other factor. Ourcompensation practices are transparent, meritbased, and regularly reviewed. [link tocompliance]−

From mentorship programs to inclusive hiring
practices, we are dedicated to creating a workforce thatreflects the rich tapestry of perspectives and experiencesthat make us stronger together. Our commitment to ourpeople extends beyond the workplace and encompasses
initiatives that support their holistic well-being, fromhealth and wellness programs [link to Well-being page]
to opportunities for professional and personal growth[link to training page].

−

Diversity and inclusion are also deeply
embedded in our ethos. In 2023 we launched theallnex Women’s Network [link to AWN page]. The
goal is to connect women in our company so they
can share ideas and experiences in hope that it
will ultimately help to increase their numbers inmanufacturing and leadership.

−

In an industry often characterized by rigidity, we stand out
by offering the greatest possible flexibility. We implement
home office policies, part-time options and special
personal leave to meet the needs of our employees atdifferent
life stages.

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Diversity & inclusion –Our strategies, progress and goals
We have almost 4,000 employees stationed in 34 locations. Their diversified
talents, backgrounds and capabilities are our greatest treasure – especially intoday’s dynamic business environment.
–

The allnex D&I initiative, driven by a multicultural global team, is based onproviding a fair, unbiased and welcoming work environment and equitablecompensation to all our employees.

–

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industry.

PEOPLE

APPENDIXOUR GOALS
Increase theproportion of
women inleadership roles atallnex worldwide to
35% by 2030
Increase theproportion of womenin manufacturing at
allnex worldwide to
16% by 2030

Total headcountDecember 2023:

3,944*

Our current focus is to tackle the historical legacy of being a male-dominatedindustry and increase the representation of women in our company and the

–

INTRO

GENDER DISTRIBUTION AT ALLNEX 2023
Male

To achieve these goals, we are applying global strategies to enhance ourmanufacturing environment by offering training to leaders while also organizing

Total: 3,944

local networks to obtain feedback and suggestions from our employees.

75%

Total: 1,180
2,970

25%
974

GLOBAL

Total: 1,285

Total: 505

74%

75%
1,180

Female

25%
394

APAC

1285

26%

79%

21%

446

505

134

EMEA

AMERICAS* Headcount equals to all active, regular, full-time and part-time employees. Temporary staffs are excluded.
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APPENDIX

allnex Women’s Network –A brand new effort
In Q4 2023, we globally launched the allnex Women’s Network (AWN) to
unite and empower women across allnex on a global scale, promoting
collaboration, leadership and gender equality.
−

The AWN will amplify women’s voices within the company and make apositive impact on their careers and our workplace culture.

−

Inspired by the local women’s breakfast activity organized by colleagues at
Bitterfeld, a global Women’s Breakfast was coordinated. All female
colleagues were invited to come together, share experiences, and discuss
ways to collectively work towards a more inclusive workplace.

−

The event was an immense success with over 80% participation in most
locations. Through brainstorming activities and a post-event survey, valuable
feedback was collected on how to further promote gender equality anddiversity in the organization.

−

The Global D&I team is following up with the survey results and a regional
network will be set up in 2024 to bring about local changes.

ESG REPORT | 2024

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More than a day’s work –Women in manufacturing at allnex

INTRO

AT A GLANCESUSTAINABILITY

Male

Female75%
Total: 1,678
2,970

89%

the historical legacy of being a “male industry” will2,025

improvement as a win.

56%
11%

The percentage of women in Manufacturing at

Our recruitment teams went the extra mile to

945

241

allnex has increased to 11% in 2023.
–

APPENDIX

Total: 3,944

Total: 2,266

the industry is not an easy challenge. Overcoming–

PEOPLEGENDER RATIO IN-/OUTSIDE MANUFACTURING AND OVERALL 2023

Improving the gender ratio in our company andtake time. However we see every small

PERFORMANCES

Manufacturing

25%

44%

974

733

Other functions

Total

ensure we tap into the female job market by using
new employer branding kits and information to
recruit the best employees. These efforts arereflected in the significant increase in the

GENDER DISTRIBUTION AMONG NEW HIRES 2020–2023
Male

FemaleTotal: 374

percentage of female new hires for Manufacturingfrom 13% in 2022 to 19% in 2023.
–

87%
Total: 110

We have welcomed a new female site manager in

324

81%
238

200

operators in EMEA in 2023. The positive feedback
91%
100

9%

12%

13%

19%

10

28

50

56

2020
ESG REPORT | 2024

Total: 228
88%

Seremban, Malaysia, as well as several female
shows we are on the right track.

Total: 294

2021

2022

2023
54

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INTRO

Women in manufacturing –Stories

AT A GLANCESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIX“I saw immense potential in the chemical sector, which made me
shift careers 6 years ago, and eventually join allnex.
Over my years in the industry, I’ve helped to ensure safety in every
kind of process. Each day, I adhere rigorously to operational
protocols, understanding the potential gravity of even the slightest
oversight. Challenges are inevitable, but they’re also opportunities
for growth. I embrace them wholeheartedly.
I greatly enjoy working at allnex, where gender equality isn’t just a
buzzword but a fundamental principle driving positive change.”
Tao Wang
DCS Operator Jiaxing, China​“My career passion is environmental protection, and I was“I started as a Process Engineer at allnex in January 2020. It

drawn to allnex for its commit–ment to innovative solutions andwasn’t easy in the beginning, but I truly feel I’m part of theenvironmental stewardship.

allnex family now. The work is demanding but also very
interesting – there’s never a dull moment!

As an Environmental Technician, I oversee the operation of allnex’s
wastewater treatment plant in Ponta Grossa, Brazil.

There was initially some skep–ticism towards women in

It’s a big responsibility! Monitoring water quality, doing lab tests,

produc–tion, but attitudes have changed.

operating equipment and ensuring regulatory compliance requires

People just need time to get used to it. Promoting acceptance ofgreat care and attention.

differences, mutual respect, and prioritizing employee wellbeing would certainly help to make our industry more inclusive,

I am proud to say that I actively participate in the implementation

as people who feel valued and content at work are more likely

and improvement of a treatment system that reduces theto embrace diversity.”

pollutant load released into the environment.”

ESG REPORT | 2024

Gessica MoreiraMichela Rizzi

Environmental Technician

Production Manager,

Ponta Grossa, Brazil

Bassano, Italy
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INTRO

Steady progress –Women in leadership at allnex
Increasing women’s representation in leadership positions is not just a matterof fairness. It’s a strategic imperative to thrive in an increasingly competitiveand interconnected world.
–

At allnex, we strive to shatter the glass ceiling and pave the way for a future
where leadership truly represents the diverse talents that drive our success.

–In 2023, the overall gender ratio in our leadership positions has increased 2
percentage points to 27%. This is highly encouraging, as our leaders are criticalin pushing forward our D&I goals.

–

In 2023, we continued to build the talent pipeline and nurture female leaders
within our company through various programs [link to Talent page].

–In the Corporate Growth Webinar and Leadership Webcast in 2023, various
external female speakers were featured to share their experiences working in a
predominantly male industry.
OUR GOALS
Increase theproportion of
women inleadership roles atallnex worldwide
to 35% by 2030

ESG REPORT | 2024

AT A GLANCESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIXGENDER RATIO IN LEADERSHIP (HIGH- AND MID-LEVEL MANAGEMENT)

TOTAL

27%

73%

COMMUNICATIONS

100%

HR

77%

23%

STRATEGY

60%

40%

LEGAL

60%

40%

PROCUREMENT

48%

52%

SUPPLY CHAIN

46%

54%

FINANCE

45%

55%

IT

25%

75%

MANAGEMENT TEAM

18%

82%

BUSINESS

18%

82%

MANUFACTURING

16%

84%

R&D

11%
0%

10%

89%
20%

30%

40%

Female

50%

60%

70%

80%

90%

100%

Male

56

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APPENDIX

Steady progress –Women in leadership at allnex“My passion for chemistry has driven my interest in exploring“I’ve grown up with relatives and friends working in chemical"I joined allnex in 2011, which kicked

the chemical manufacturing industry. It was not easy in theplants near my hometown. This sparked a deep interest in theoff my career in the chemical industry.

beginning, but the interest I had in this field, together withindustry and its many applications across various fields.
It was clear from the beginning that

resilience to overcome challenges kept me moving ahead.
I joined the company as aour company’s greatest asset is its

As a leader, I believe diversity does not only begin by providing

SHE Engineer and had thepeople and their collaborative teamequal opportunity to women. Building confidence and trust inopportunity to work on thespirit. The supportive atmosphere has

female candidates by setting unbiased expectations in defining

preparation for the new Jiaxing

enabled me to overcome many

the performance and deliverable criteria is pivotal to ensuring

Manufacturing Hub. Now as

challenges and succeed in my tasks.

the fair treatment of female employees.”

SHE Manager at Jiaxing,

Santhi Ulakanathan
Site Manager | Seremban, Malaysia

ESG REPORT | 2024

I believe that with clear goals

As a leader, I think we should try to

and determination we canensure equal gender and age

overcome many challenges in

representation in project teams toour roles.”facilitate knowledge exchange.“

Jessie Ge
SHE Manager | Jiaxing, China

Aleksandra Tikunova
Financial Planning and Analysis Director
Frankfurt, Germany

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APPENDIXPEOPLE

Chapter 5.2: Employee engagement and talent development
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APPENDIX

Strong participation,
significant engagement
EES SURVEY COMPLETED
Our employees are the driving force behind allnex’s innovation, growth and commitment tosustainability. Therefore, to keep making a positive impact as a company, fostering a culture ofrobust employee engagement is a strategic imperative.

RESULTS OF THE GLOBAL EMPLOYEE ENGAGEMENT SURVEY 2023–

In Q1 2023, we conducted a global Employee Engagement Survey (EES) with our partner Gallup to learn
how we could further support and motivate our workforce.

–

Over 80% of our employees took part in the survey.

–

The engagement score at allnex came out at 3.73 out of 5.

–

According to the results, our organization excels at clearly defining roles and helping employees fulfill
them by ensuring they have the necessary resources and equipment. Feedback was also positive
regarding our company culture, where opinions are perceived to be valued and heard.

–

Yet, there are also areas where we can grow stronger such as enhancing our culture of recognition,
empowerment and development, as well as improving communication and alignment across theorganization. In response, we have both strengthened our existing programs and introduced new
initiatives to further foster employee engagement and motivation:–

Building Leadership Muscle [S. 60]–

Training and Development for ALL [S. 61]–

Fostering a Recognition Culture [S. 63]–

Promoting Well-being [S. 64]

ESG REPORT | 2024

3.73
allnex engagement score(mean)>80%
Participation rate

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Built to lead – Building leadershipmuscle and nurturing future stars
Effective leadership not only steers the course of an organization but also
serves as a catalyst for fostering a culture of engagement and empowerment
among its workforce.
–

–

–

–

ESG REPORT | 2024

In 2023, we launched a new leadership training program by Blanchard. It includes
Management Essentials for first-time managers and Situational Leadership (SLII®)
for experienced managers. A total of 121 leaders joined the face-to-faceworkshops or virtual sessions. Further trainings are already planned for 2024.
Four quarterly Leadership Room Webinars were hosted in 2023 covering topics
from employee engagement, AI and digital transformation to tackling
unconscious bias as a leader.
A total of 69 Team & Leadership workshops were organized. In response to the
Employee Engagement Survey , leaders and managers were highly encouraged tojoin Insights Discovery Workshops with their team and attend the Insights
Leadership Effectiveness Workshops to understand their team dynamics.

AT A GLANCESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIXMANAGEMENT ESSENTIALS Training
For First-Time Managers
TOTAL ATTENDEES: 85

SITUATIONAL LEADERSHIP (SLII®) Training
For Experienced Managers
TOTAL ATTENDEES: 36

Global Talent Program• Emerging Leaders (mid-level leaders)• allnexT (junior leaders)• Corporate Trainee
TOTAL TALENT NURTURED: 42

Anne-Katrin Bauss,
Senior Director Talent &Change Management & Global HR BP
Operations

42 employees completed one of the three Global Talent programs in 2023: theEmerging Leaders Program, the allnex T Program, and the Corporate Trainee
Program. In these programs, both mid-level and junior-level leaders wereintroduced to the skills and knowledge necessary for maintaining highperforming teams and drive growth and innovation in the organization.

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AT A GLANCE

Our “all-inclusive” approach –Training, development and networking for ALL

SUSTAINABILITYPERFORMANCESPEOPLE

APPENDIX

Total training hours tracked:

94,424*Training hours per employee per year:
By investing in the professional development of our employees, we not only equip them with
the necessary knowledge and skills to excel in their roles but also demonstrate our commitment
to their long-term career growth and success.

22.4 hours–

A new Growth Webinar series was launched in summer 2023, welcoming all employees to join the
1-hour live sessions with internal or external experts on various relevant topics.

MYSTERY COFFEE–

Since 2023, the SuccessFactors platform Explore is the singular training tracking system for all
training (including both virtual and classroom) globally. This allows us to have a much clearer
picture of the training coordination within the company and improve the activity tracking
significantly.

199 PARTICIPANTS–

Critical trainings on compliance, including the GDPR, Antitrust & Anti-Competition Law andInformation Security Essentials were all conducted on Explore with a completion rate of 99% to100%, including operators.

–

We also launched a new learning content provider, Open Sesame, in 2023 which offers a broad
library of more than 10,000 e-learning resources on many different topics, integrated into our online
learning platform, Explore.

–

The Xchange and Mystery Coffee continue to be popular channels for our employees to exchange
ideas. The Xchange allows colleagues to share their knowledge on specific subjects, while Mystery
Coffee connects colleagues from across the globe for cultural exchange and networking.

3,587 MATCHESXCHANGE
338 PARTICIPANTS

651 MATCHES* The huge increase over the 34,677 hours recorded last year is due to the more efficient tracking possible in Explore.
ESG REPORT | 2024

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APPENDIXPEOPLE

Chapter 5.3: Appreciation and well-being
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APPENDIX

Saying special thanks to colleagues –How we cultivate and celebrate recognition
Strengthening the appreciation culture enhances employee morale and fuels
higher levels of engagement, ultimately leading to increased productivity andorganizational success. This is why we invest in new appreciation tools andelevate our celebration of success.

–In addition to the existing Special Recognition Award, a new digital Appreciation
Ticket was introduced in October 2023. The ticket recognizes efforts alongside to
face-to-face verbal appreciation. Many colleagues use this tool to acknowledge
exemplary behavior and contributions of their counterparts. In the first threemonths, 913 tickets were sent.

–

allnex Allstar Awards is our global recognition program. Employees cannominate colleagues under 9 different values, entering them into the competition.
In 2023, over 235 nominations were submitted from which 183 winners(comprising multiple teams) were selected. In July, we organized a live broadcast of
the Allstar celebration for the first time, announcing the winners and inviting themto share their joy with our global community.

ESG REPORT | 2024

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APPENDIX

Delicious greens, shared exercise –Activities promoting health and well-being
Through our Well-being Initiative, we seek to cultivate a workplaceenvironment where employee engagement thrives alongside individual
health and well-being.

ESG REPORT | 2024–

The Employee Assistance Program continues to offer support to allnex
colleagues. In 2023, a total of 949 engagements were recorded providing
professional support on various topics from workplace issues to anxieties
and relationships.

–

In addition, the team curated several activities in 2023 aiming to drive focus
on physical health and mental well-being among employees. The year kicked
off with a Meatless Monday campaign in March. Our global sites offered freeveggie lunches as well as additional vegetarian options on their cafeteria
menu during the period.

–

The campaign promoted both a healthy diet and ways to reduce carbon indaily life. Also, busting myths about plant-based diets and offering a forum
for sharing veggie recipes was well-received among allnex’s employees.

–

So was Well-being Week in September, which encouraged employees to takeshort breaks to recharge during their busy day. With support from exercise
provider Good Stretch, three virtual global stretching sessions wereorganized. To recharge, employees could either join online or take part inexercises offered locally.

–

At many locations, additional lunch-and-learn sessions on the importance ofmental health complemented Well-being Week.

Meatless Monday
cooking competition at
Bien Hoa, Vietnam

Meatless Monday at Rayong,Thailand

Zumba during well-being week at Petaling Jaya
GBS Office, Malaysia

Well-being week with stretching activities
at Surabaya, Indonesia
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APPENDIX

Kapitelslide

APPENDIX
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APPENDIX

LEGAL
2023
Total number and percentage of operations assessed for risks related to corruption

0

Total number of confirmed incidents of corruption

1

Total number of confirmed incidents in which employees were dismissed or disciplined for corruption

0

Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption

1

Public legal cases regarding corruption brought against the organization or its employees

0

Number of legal actions pending or completed regarding anti-competitive behavior and violations of anti-trust and monopoly legislation in which the organization has been identified as aparticipant0

Total number of incidents of discrimination

1

Number of confirmed legal actions reported

1

Fines paid due to compliance issues

0

PROCUREMENT
Proportion of renewable materials used to produce and package the organization’s primary products

ESG REPORT | 2024

2021

2022

2023

4,8%

4,8%

4,7%

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AT A GLANCESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIXENERGY
2018

2019

2020

2021

2022

2023

Energy consumption by source
Energy consumption from non-renewable fuel types *MWh804.384765.016746.276863.579

832.157

767.151

Energy consumption from renewable fuel types

MWh

−

−

−

0

0

0

Total purchased electricity

MWh211.800

198.702

198.476201.797

196.477

194.162

Non-renewable electricity

MWh202.189184.527

182.904

131.751126.814124.167

Renewable electricity

MWh

9.611

14.17515.57270.04669.66369.996

Renewable electricity certificates retired during
the period

MWh

−

−

80.551

15.246

20.27929.374Purchased cooling

MWh

−

−

−

0

0

0

Purchased heat

MWh

−

−

−

0

347

0

Purchased steamMWh207.342176.870

170.653

173.179

163.322195.573

Self-generated renewable energy

MWh

−

−

−

56

132

1.162

Energy from utilities sold to tenants***

MWh

−

−

−

-44,307-45,137-43.869* - includes energy from utilities sold to tenants for 2021 and 2022** - excludes energy from utilities sold to tenants*** - utility sold data reporting began in 2021 with the adoption of GRI reporting
ESG REPORT | 2024

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APPENDIXENERGY
2018

2019

2020

2021

2022

2023

MWh

1.223.526

1.140.588

1.115.405

1.238.610

1.192.435

1.158.048

Total allnex energy **MWh1.223.526

1.140.588

1.115.405

1.194.304

1.147.298

1.114.179

Energy from utilities sold to tenants***

MWh

−

−

−

44.30745.13743.869Total renewable energy generated or purchased directly
and through RECs

MWh

9.611

14.17596.12385.34790.074100.532

kWh/ton

1.32

1.34

1.34

1.27

1.37

1.41

Total energy consumption
Total energy*

Energy intensity
allnex energy intensity ratio by production volume* - includes energy from utilities sold to tenants for 2021 and 2022** - excludes energy from utilities sold to tenants*** - utility sold data reporting began in 2021 with the adoption of GRI reporting
ESG REPORT | 2024

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APPENDIX

WATER
2021

2022

2023

Water withdrawalm3

23.159.759

22.862.391

22.408.597

Municipal water supplies or other water utilitiesm3

1.236.293

3.170.970

3.129.380

Groundwaterm

3

2.582.631

2.034.075

1.856.074

Produced water

m

3

2.619

0

0

Rainwater collected directly and stored by the organization

m

3

8.466

6.385

22.415

Seawater

m

3

0

0

0

Surface waterm

3

17.744.574

17.650.960

17.400.728

Unspecified water withdrawalm

3

1.585.177

0

0

m

3

297.431275.431335.120

Municipal water supplies or other water utilities from a water stress aream3

225.274153.610237.343

Groundwater from a water stress area

m

3

0

0

0

Produced water from a water stress area

m

3

0

0

0

Rainwater collected directly and stored by the organization from a water stress area

m

3

559

861

7.049

Seawater from a water stress area

m

3

0

0

0

Surface water from a water stress aream

3

71.598120.960

90.728

Total water withdrawal

Total water withdrawal from a water stress area by source

ESG REPORT | 2024

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APPENDIX

WATER
2021

2022

2023

Water dischargem3

22.959.563

22.483.180

22.026.349m

3

1.218.955

3.074.816

2.988.991

m

3

7.804

0

18.948

Seawater

m

3

0

0

0

Surface waterm

3

20.147.627

19.408.364

19.018.410m

31.585.177

0

0

m

3

33.21225.45215.080m

3

189.584

340.638

367.650m

3837.010663.577535.342m

366.60835.69261.586

Total water discharged
Municipal water supplies or other water utilities water total
Groundwater

Unspecified Water Discharge
Volume of the municipal water supplies or other water utilities water total sent for use to other organizations
Total water discharge to a water stress area

Water consumption
Total water consumption
Total water consumption within a water stress area

ESG REPORT | 2024

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APPENDIX

GHG
2018

2019

2020

2021

2022

2023

Direct (Scope 1) GHG emissions

GRI Scope 1 emissions

tCO2e

−

−

−

162.594

162.125

157.971allnex scope 1 emissions (excl. emissions from utilities sold to tenants)

tCO2e

149.981142.351138.677

156.102155.533

150.973

Scope 2 emissions (location-based)

tCO2e

119.597104.993103.980109.562

99.271106.206

Scope 2 emissions (market-based)

tCO2e

136.757

120.397

86.18590.77170.51173.898

0,31

0,31

0,27

0,26

0,27

0,00

mt

927.105

853.992

830.909940.556

838.114791.826NOxkg

222.067

194.091

183.720

177.735

158.357

171.189

SOx

kg

4.094

3.832

2.532

2.463

3.057

11.558Persistent organic pollutants (POP)

kg

−

−

−

7

0

0

Volatile organic compounds (VOC)kg

48.66941.33241.459202.614183.015190.888

Hazardous air pollutants (HAP)

kg

−

−

−

39.05341.45032.405

Particulate matter (PM)

kg

−

−

−

9.767

9.536

34.735

Energy indirect (Scope 2) GHG emissions

GHG emissions intensity
CO2e emissions intensity ratio by production volume
Production volume

tCO2e/tonNitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emission

ESG REPORT | 2024

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APPENDIX

WASTE
2021

2022

2023

metric ton

74.50169.54663.325

metric ton

10.275

11.2369.684

metric ton

3.452

6.887

5.613

Hazardous waste recycled

metric ton

2.078

2.648

3.080

Hazardous waste reused

metric ton

698

1.719

574

Other recovery operations (hazardous)

metric ton

676

2.519

1.959

Non-hazardous waste diverted from disposal

metric ton

6.824

4.349

4.071

Non-hazardous waste recycled

metric ton

1.755

1.476

3.132

Non-hazardous waste reused

metric ton

277

2.480

460

Other recovery operations

metric ton

4.792

393

478

Non-hazardous waste recycled (onsite)

metric ton

0

0

0

Non-hazardous waste reused (onsite)

metric ton

0

0

70

Other non-hazardous waste recovery operations (onsite)

metric ton

0

0

0

Hazardous waste recycled (onsite)

metric ton

0

0

0

Hazardous waste reused (onsite)

metric ton

0

0

0

Other hazardous waste recovery operations (onsite)

metric ton

38

0

0

Waste generated
Total weight of hazardous and non-hazardous waste
Waste diverted from disposal
Total waste diverted from disposal
Hazardous waste diverted from disposal

Onsite diverted from disposal

ESG REPORT | 2024 9-Sep-24

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APPENDIX

WASTE
2021

2022

2023

Offsite diverted from disposal
Non-hazardous waste recycled (offsite)

metric ton

1.755

1.476

3.132

Non-hazardous waste reused (offsite)

metric ton

277

2.480

390

Other non-hazardous waste recovery operations (offsite)

metric ton

4.792

393

478

Hazardous waste recycled (offsite)

metric ton

2.078

2.648

3.080

Hazardous waste reused (offsite)

metric ton

698

1.719

574

Other hazardous waste recovery operations (offsite)

metric ton

637

2.519

1.959

metric ton

64.22658.31053.641

metric ton

38.31539.62532.798

Hazardous waste incinerated (with energy recovery)

metric ton

25.80218.00612.773

Hazardous waste incinerated (without energy recovery)

metric ton

4.297

7.850

10.068

Hazardous waste landfilled

metric ton

811

1.308

1.900

Hazardous waste on-site storage

metric ton

229

369

–

Other disposal operations (hazardous)

metric ton

7.175

12.0928.022

Non-hazardous waste directed to disposal

metric ton

25.91118.68520.843Non-hazardous waste incinerated (including energy recovery)

metric ton

5.251

2.377

3.180

Non-hazardous waste incinerated (without energy recovery)

metric ton

48

2.456

208

Non-hazardous waste landfilled

metric ton

11.468

6.866

6.454

Other disposal operations

metric ton

9.144

6.985

11.000Waste directed to disposal
Total waste directed to disposal
Hazardous waste directed to disposal

ESG REPORT | 2024

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APPENDIX

WASTE
2021

2022

2023

Onsite directed to disposal
Non-hazardous waste landfilled (onsite)

metric ton

0

1

2

Non-hazardous waste incinerated with energy recovery (onsite)

metric ton

0

1

0

Non-hazardous waste incinerated without energy recovery (onsite)

metric ton

0

0

0

Other non-hazardous waste disposal operations (onsite)

metric ton

0

0

0

Hazardous waste landfilled (onsite)

metric ton

0

0

0

Hazardous waste incinerated with energy recovery (onsite)

metric ton

6.335

4.487

0

Hazardous waste incinerated without energy recovery (onsite)

metric ton

160

1.687

1.669

Mixed/unspecified

metric ton

229

369

35

Other hazardous waste disposal operations (onsite)

metric ton

0

0

0

Non-hazardous waste landfilled (offsite)

metric ton

11.468

6.865

6.451

Non-hazardous waste incinerated with energy recovery (offsite)

metric ton

5.251

2.377

3.180

Non-hazardous waste incinerated without energy recovery (offsite)

metric ton

48

2.456

208

Other non-hazardous waste disposal operations (offsite)

metric ton

9.144

6.985

11.000

Hazardous waste landfilled (offsite)

metric ton

811

1.308

1.900

Hazardous waste incinerated with energy recovery (offsite)

metric ton

19.46813.51912.773

Hazardous waste incinerated without energy recovery (offsite)

metric ton

4.137

6.163

8.399

Other hazardous waste disposal operations (offsite)

metric ton

7.175

12.092

8.022

Offsite directed to disposal

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2023

2023

NumberRate

The number and rate of fatalities as a result of work-related injury

00,0The number and rate of high-consequence work-related injuries (excluding fatalities)

00,0The number and rate of recordable work-related injuries

19

0,48

The number of hours worked

7.953.848–

Work-related Injuries: Contractors

NumberRate

The number and rate of fatalities as a result of work-related injury

00,0The number and rate of high-consequence work-related injuries (excluding fatalities)

00,0The number and rate of recordable work-related injuries

7

0,51

The number of hours worked

2.727.387–

Work related illnesses: Employees and contractors

NumberRate

The number of fatalities as a result of work-related ill health00The number of allnex recordable occupational illness

00Work-related Injuries: Employees

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APPENDIXSOCIAL
2023

2023

Employees

FemaleMaleBand A +B

26,7%

73,3%

under 30

0,0%

0,0%

30–50

37,1%

62,9%

50+

17,9%

82,1%

Band C

46,5%

53,5%

under 30

58,4%

41,6%

30–50

48,1%

51,9%

50+

33,6%

66,4%

Band D

36,9%

63,1%

under 30

30,0%

70,0%

30–50

38,0%

62,0%

50+

37,7%

62,3%

Band E

4,8%

95,2%

under 30

3,7%

96,3%

30–50

4,7%

95,3%

50+

8,2%

91,8%

24,7%

75,3%

Grand Total*Data (headcount) on year end with age at the end of the year. All regular employees (active and also on leave, same approach as in headcount report). Age bands. Under 30 (less than 30), 30–50 (30 up to 50). 50+ (51 and up)

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APPENDIXSOCIAL
2023

2023

2023

2023

Female (Count)

Male (Count)

Female %Male %

By age group

133

262

34%

66%

under 30

48

72

40%

60%

30–50

71

152

32%

68%

50+

14

38

27%

73%

Americas

26

77

25%

75%

Asia Pacific

54

106

34%

66%

EMEA

53

79

40%

60%

Terminations

Female (Count)

Male (Count)

Female %Male %

By age group

135

364

27%

73%

under 30

23

74

24%

76%

30–50

81

151

35%

65%

50+

31

139

18%

82%

Americas

27

113

19%

81%

Asia Pacific

43

117

27%

73%

EMEA

65

134

33%

67%

New hires (incl. acq)

By region*Data (Headcount) based on period 01.01.2023- 31.12.2023. All regular, active employees (same approach as in headcount report).

By region*Data (Headcount) based on period 01.01.2023-31.12.2023. All regular, active employees (same approach as in headcount report).

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APPENDIXSOCIAL
2023

2023

2023

% eligible

Male

FemaleLeadership (Band A & B)

100%

75%

25%

Salaried professionals (Band C)

100%

55%

45%

Other white collars (Band D)

79%

60%

40%

Blue collars (Band E)

56%

96%

4%

Overall

78%

71%

29%

Percentage of employees receiving regular performance and career development review
Employee category*excluding Joint ventures

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APPENDIX

GOVERNANCE
2023
Governance body
Total number of board members

2% of board members by gender

Male

100

Female0Non-binary

0% of board members by age group
Under 30 years old

030–50 years old0

Above 50 years old

100

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APPENDIXGRI Indices
GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITEDThe organization and its reporting practices
2.1

Organizational details

ESG report 2024 (p. 7), At a glance/Sales, staff & segments, key company numbers for 2023
ESG report 2024 (p. 13), There For You Where You Need Us – Our Global Footprint
Legal Name: Allnex Holdings GmbH*Nature of ownership: Corporate ownership (no individual or personal ownership), limited liability ownership* The consolidation scope of allnex Belgium NV and Allnex Holding GmbH does include the same subsidiaries with the except of Allnex Management
GmbH, which is the shareholder of Allnex Belgium SA/NV. The impact resulting from this difference in the consolidation scope is considered immaterial forthe consolidated reporting

2.2

Entities included in theorganization’s sustainability
reporting

ESG report 2024 (p. 13), There for you where you need us – Our global footprint

2.3

Reporting period, frequency
and contact point

Calendar year 2023

2.4

Restatements of information

2022 water withdrawal and discharge data has been restated to include surface water used for once thru cooling water systems, to meet GRI definitions.
2021 water consumption data was removed, while 2022 water consumption calculation was reviewed and restated to comply with GRI definitions,previously reported calculation used a different calculation.

2.5

External assurance

External limited assurance of the several indicators was conducted. Our engagement in this context relates solely to the disclosures denoted with thesymbol "V"
Full assurance statement from the audit of our non-financial data can be found on allnex website (section "Certificates").

Activities and workers
2.6

Activities, value chain andother business relationships

ESG report 2024 (p. 7), At a glance/Sales, staff & segments, key company numbers for 2023
ESG report 2024 (p. 13), There for you where you need us – Our global footprint

2.7

Employees

ESG report 2024 (p. 50), People/Our people, our assets
ESG report 2024 (p. 52), People/Diversity & inclusion, Our strategies, progress and goals
ESG report 2024 (p. 76), Appendix/Social

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APPENDIXGRI Indices
GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

2.9

Governance structure andcomposition

2.12

Role of the highest
governance body inoverseeing the managementof impacts

ESG report 2024 (p. 79), Appendix/Governance
The allnex corporate governance structure assures that allnex within the meaning of sec. 17 et seq. German Stock Corporation Act (Aktiengesetz) (the “allnex
Group”) is managed in the most sustainable way and as such secures the value of the allnex Group in the longer term. The allnex governance model aims tofocus on economical, ecological and social benefits of all its stakeholders and society.

AUDITED

Governance

2.13

Delegation of responsibility
for managing impacts

2.14

Role of the highest
governance body insustainability reporting

allnex governance structure:
The Boards of Directors – the highest management bodies of the allnex Group are the Boards of Directors of the allnex group holding company (Allnex
Holding GmbH) and of the allnex group management company (Allnex Management GmbH). The Boards of Directors have 4 regular meetings per year,
having agenda of the general business and financial update, including an update on allnex’s sustainability agenda and strategy.
The Advisory Committee – has an advisory function.
The Management Team – appointed by the CEO and is regularly reviewing the performance of the allnex Group based on defined KPI’s.
The Talent and Remuneration Committee – is assisting the Board of Directors at the level of PTTGC International in evaluating the compensation plans,
overseeing the allnex Group's nomination process, reviewing the performance of the management and key employees and recommending relating to the
remuneration.
The Audit Committee – reviews audit and financial matters and related topics.
The Compliance and Ethics Committee – meets on a quarterly basis according to a fixed agenda to review standard compliance and ethics related topics. Is
chaired by the CFO.
The D&I Committee – reflects on D&I initiatives and targets, and supports the organization with the successful implementation. Is chaired by the
Senior VP HR, who is a member of the Management Team. The D&I Committee meets at minimum on a bi-annual base according a fixed agenda.
The Compensation & Benefits Committee – assists the Talent and Remuneration Committee to decide on broad-based remuneration/benefit topics.
The Sustainability Department – advises the Board of Directors of the Company on the Sustainability Strategy. It’s headed by the Sustainability Director.

Strategy, policies and practices
2.22

Statement on sustainable
development strategy

ESG report 2024 (p. 4), Intro/Steadfastly continuing our journey – Message from Miguel Mantas, CEO of allnex
ESG report 2024 (p. 5), Intro/Stepping up our efforts for change GC and allnex’s shared green commitment
ESG report 2024 (p. 17), Sustainability/Leading with green products, data and proof – How allnex makes good on its promises

2.23

Policy commitments

ESG report 2024 (p. 48), Performances/Integrity and accountability – Our guides to ethical business practices
ESG report 2024 (p. 27), Sustainability/Digging deeper than required – Our policy on conflict minerals
ESG report 2024 (p. 33), Sustainability/Fostering open, risk-free relations – Sustainable procurement at allnex

2.24

Embedding policy
commitments

ESG report 2024 (p. 48), Performances/Integrity and accountability – Our guides to ethical business practices
ESG report 2024 (p. 27), Sustainability/Digging deeper than required – Our policy on conflict minerals
ESG report 2024 (p. 33), Sustainability/Fostering open, risk-free relations – Sustainable procurement at allnex

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APPENDIXGRI Indices
GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITED

Strategy, policies and practices
2.26

Mechanisms for seeking
advice and raising concerns

allnex provides 2 channels for employees to report concerns, complaints or non-compliance:– Going directly to your supervisor or any other person of trust within allnex (HR, Finance, Compliance, etc.)– allnex hotline available 24 hours a day 365 days a year in multiple languages. The hotline also offers the possibility to report via their website(www.lighthouse-services.com/allnex) or e-mail (reports@lighthouse-services.com).
The mechanisms for seeking advice or raising concerns can be found in multiple locations in our communication tools (internal and external).

2.27

Compliance with laws andregulations

ESG report 2024 (p. 66), Appendix/Legal

2.28

Membership associations

At the end of 2022, allnex proudly joined the chemical industry’s collaborative movement Together for Sustainability (TfS). This member-driven initiative is acollective force shaping the future of sustainable practices in our industry.
A key focus of TfS is to develop and implement a global supplier engagement process that helps assess and improve sustainability practices within the
supply chains of chemical companies. Through the TfS Academy, we provide training to our suppliers on sustainability topics.

Stakeholder engagement
2.29

Approach to stakeholder
engagement

ESG Report 2024 (p. 38), Sustainability/Connecting people in and out for the greener world
ESG Report 2024 (p. 59), People/Strong participation, significant engagement
On top of that, Internal and external stakeholder:- are consulted in our double materiality analysis- have access to the ESG report via our website

2.30

ESG REPORT | 2024

Collective bargaining
agreements

Rate ofemployees covered by CLA/CBA/Sector agreeements – 71%

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GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

Process to determinematerial topics

ESG report 2024 (p. 21), Sustainability/Materiality deep dive – The why and how of each priority focus topic

3.2

List of material topics

ESG report 2024 (p. 21), Sustainability/Materiality deep dive – The why and how of each priority focus topic

3.3

Management of material
topics

ESG report 2024 (p. 21), Sustainability/Materiality deep dive – The why and how of each priority focus topic
ESG report 2024 (p. 20), Sustainability/The future we strive for – Our mid- and long-term goals

AUDITED

Material topics
3.1

The entire conducted analysis was performed involving a broad selection of internal stakeholders via an online survey, external stakeholders via workshop
sessions (direct raw material suppliers, indirect suppliers (energy, packaging), customers, university, people representing society, industry representatives)
and the allnex Management Team to select the material topics for the company based on the material threshold.

GRI 201: Economic performance
201 - 2Financial implications andRisks and opportunities due to climate change allnex faces:
other risks and opportunities – Not meeting legal requirements resulting in important fines and reputational damage
due to climate change– Not meeting customer requirements and putting important CM at stake and such detroying the value of our company– Failure to meet our public commitments
Not to let it happen:
Green electricity sourcing strategy in place (Scope 2)– Scope 1: transition plan to step away from fossil resources (consumption reduction and reorientation towards renewables)– Scope 3: company baseline established and a public reduction target communicated– Scope 3: detailed cradle to gate product carbon footprint calculations for every finished product and production site combination using an automatedtool (starting in 2023 and fully implemented by end 2024)– Driving focus on CSRD/GRI compliant reporting

GRI 205: Anti-corruption
205 - 1

Operations assessed for risks ESG report 2024 (p. 66), Appendix/Legal
related to corruption

205 - 2

Communication and training
about anti-corruption
policies and procedures

In 2023 we conducted a very well attended class room training for all our employees in Thailand (two locations). We also ensured the link between theapproval process for travel and living expenses under the 2024 T&L policy and the approval process for gifts and entertainment.

205 - 3

Confirmed incidents ofcorruption and actions taken

ESG report 2024 (p. 66), Appendix/Legal

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GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITEDGRI 206: Anti-competitive behavior
206 - 1

Legal actions for anticompetitive behavior, antitrust, and monopoly
practices

ESG report 2024 (p. 66), Appendix/Legal

GRI 301: Materials
301 - 1

Materials used by weight orvolumeESG report 2024 (p. 66), Appendix/Procurement

301 - 2

Recycled input materials
usedToday the recyled input for 'direct' raw materias is limited, however allnex is actively scoping the market for options and has some great examples launchedrecently and mutltiple under development. This is perfetcly in line with our strategy and material topics.

302 - 1

Energy consumption within
the organization

ESG report 2024 (p. 67), Appendix/Energy

302 - 3

Energy intensity

ESG report 2024 (p. 67-68), Appendix/Energy

302 - 4

Reduction of energy
consumption

ESG report 2024 (p. 31), Sustainability/Energy conservation in action – How we reduce our energy use
ESG report 2024 (p. 35), Sustainability/Going all-in on going green – Our pursuit of renewable power
ESG report 2024 (p. 37), Sustainability/Leading the way – Recognition of our efforts

GRI 302: Energy
V

Base year – 2018. All energy types are included, calculation includes Scope 1 and Scope 2 only
GRI 303: Water & effluents
303-3

Water withdrawal

ESG report 2024 (p. 69), Appendix/Water
ESG report 2024 (p. 42), Performances/Water and waste management
The amount of water considered freshwater has not been determined at this time.

V

303-4

Water discharge

ESG report 2024 (p. 70), Appendix/Water
The amount of water considered freshwater has not been determined at this time.

V

303-5

Water consumption

ESG report 2024 (p. 70), Appendix/Water
The amount of water considered freshwater has not been determined at this time

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GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITEDGRI 305: Emissions
305 - 1

Direct (Scope 1) GHG
emissions

ESG report 2024 (p. 71), Appendix/GHG

305 - 2

Energy indirect (Scope 2)
GHG emissions

ESG report 2024 (p. 71), Appendix/GHG

305 - 4GHG emissions intensity

ESG report 2024 (p. 71), Appendix/GHG
ESG report 2024 (p. 41), Performances/Steady progress in Scope 1 and 2 CO2 reductions

305 - 5

Reduction of GHG emissions

ESG report 2024 (p. 41), Performances/Steady progress in Scope 1 and 2 CO2 reductions
ESG report 2024 (p. 34), Sustainability/Reduction of 30% by 2030 – Our target for Scope 3.1 emissions

V
V

Base year – 2018. All energy types are included, calculation includes Scope 1 and Scope 2 only
305 - 6

Emissions of ozone-depleting allnex does not produce or export ODS, they only use them in refrigeration systems.
substances (ODS)
Based on the current list of ODS that we are using, only one has an ODP value in the Montreal Protocol, R22.
Emission factors are sourced from the Montreal Protocol.
ODS amounts are reported annually, by ODS type based on the amount recharged into a system during maintenance. These numbers are then used in the
ODP calculator provided by the UN environment program.
OPD total for 2023 = 18 kg

305 - 7

Nitrogen oxides (NOx), sulfur ESG report 2024 (p. 71), Appendix/GHG
oxides (SOx), and othersignificant air emissions

GRI 306: Waste
306 - 1

Waste generation andsignificant waste-related
impacts

allnex generates a variety of wastes including non-hazardous, industrial and hazardous waste. These wastes are generated through a variety of activities
including, but not limited to, normal production, turn-around and production cleaning, off-spec batch, expired raw materials, quality testing and R&D
activities.
Waste that is included refers only to waste generated in the organization’s own activities.

306 - 2

Management of significant
waste-related impacts

ESG report 2024 (p. 72), Appendix/Waste
Waste disposal is carried out in accordance with country-specific requirements. Determination of waste disposal method is based primarily on information
provided by disposal service providers.

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GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

306 - 3

Waste generated

ESG report 2024 (p. 72), Appendix/Waste

306 - 4

Waste diverted from disposal ESG report 2024 (p. 72-73), Appendix/Waste

306 - 5

Waste directed to disposal

AUDITEDGRI 306: Waste

ESG report 2024 (p. 73), Appendix/Waste
ESG report 2024 (p. 42), Performances/Water and waste management

V
V
V

GRI 308: Supplier environmental assessment

308 - 1308 - 2

New suppliers that werescreened using
environmental criteria

ESG report 2024 (p. 33), Sustainability/Fostering open, risk-free relations – Sustainable procurement at allnex

Negative environmental
impacts in the supply chain
and actions taken

ESG report 2024 (p. 33), Sustainability/Fostering open, risk-free relations – Sustainable procurement at allnex

Supplier Code of Conduct (SCoC) defines the basis of our collaboration with regards to compliance and sustainability, which also includes environmental andsocial aspects. The SCoC is an integral part of the ‘New supplier creation’ process and our SCoC must be signed by every new supplier.
In 2023, allnex rolled out a new global sustainability risk assessment process by using a 3rd party platform to assess the sustainability performance of our
suppliers, which includes environmental and social criteria.

allnex target is to have 80% of the relevant suppliers covered with a sustainability assessment by 2025. This sustainability assessment includes
environmental impacts. During the reporting year 2023, 71% of the relevant suppliers have been assessed by mapping the supplier from allnex spend
database with the EcoVadis platform.
allnex is using the EcoVadis platform to get a more comprehensive report on the environmental impacts and implemented a program of Corrective Action
Plans (CAPs) in order to reduce supplier sustainability risks.

GRI 401: Employment

401 - 1ESG REPORT | 2024

New employee hires andemployee turnover

ESG report 2024 (p. 77), Appendix/Social

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GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITEDGRI 403: Occupational health & safety
403 - 1

Occupational health andsafety management systemallnex is ISO 45001 certified, all employees and third parties are covered under this management system.

403 - 2

Hazard identification, risk
assessment, and incident
investigation

allnex is ISO 45001 certified, hazard identification, risk assessment and incident managment are all part of the management system.

403 - 3

Occupational health services

ESG report 2024 (p. 30), Sustainability/Pursuing excellence – Serious about safety and quality
The SHE Management System, includes a range of SHE standards at a global level. The use of these standards prevent negative health and safety impacts
by implementing, auditing and constinuously improving those standards. The standards are global based and then implemented at a local level as well.

403 - 4

Worker participation,
consultation, andcommunication on
occupational healthWorker participation is integrated into the SHE management system. Each site appoints one or more SHE MS coordinators with responsibility for SHE MS
oversight at that site and clear roles and responsibilities in the system. Cross-Functional Teams (“CFT”) or equivalent, are utilized to review site-specificaspects and the site SHE MS requirements.

403 - 5Worker training on
occupational health andsafetyAs a part of the SHE management system, allnex provides global guidance for safety and environmental training. Each functional group, business group orsite completes a training needs assessment for each employee job description to determine activities that have significant impact on safety, health,environment and security with the help of a training coordinator.

403 - 6

Promotion of worker healthIn the area of well-being/health:– We are offering since 2020 our Employee Assistance Program (EAP) to all our employees (and their families) globally, which offers support during thevarious challenges life brings.
– We offer medical check-ups to employees in the majority of our sites (depending on the type of role every 1 to 3 years).
– We commit yearly to organize at minimum one activity in the area of ‘well-being’. In 2023 sites particapated in our Meatless Monday campaign fromFebruary through March or incorporation of well-being into the annual Primavera event, some sites included both during the year!
– We monitor occupational health and exposure risks per SHE Standard 500 or local regulations.
– Local initiatives in many countries are taken on top in the area of well-being and health.
– The medical department is working on campaigns like stop smoking.

ESG REPORT | 2024

The SHE Standards include a general requirement for regular Safety, Health and Environmental meetings. Sites implement this requirement differently tomeet the local requirements. For example, the Drogenbos, Belgium site holds monthly SHE meetings that include all personnel as required by the European
Council. Meeting minutes of these meetings are documented.

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GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITEDGRI 403: Occupational health & safety
403 - 7

Prevention and mitigation ofoccupational health andsafety impacts directly

The SHE Management System, includes a range of SHE standards at a global level. The use of these standards prevent negative health and safety impacts byimplementing, auditing and constinuously improving those standards. The standards are global based and then implemented at a local level as well.

403 - 8Workers covered by an
occupational health andsafety management systemallnex is ISO 45001 certified, all employees and third parties are covered under this management system. The certification entails annual external audits andrequires internal audits be completed. This certification is held at a global level.

403 - 9Work-related injuries

ESG report 2024 (p. 75), Appendix/Safety
ESG report 2024 (p. 30), Sustainability/Pursuing excellence – Serious about safety and quality
The main type of work-related injuries in 2023 for both employees and contractors includes abrasion/bruise/contusion, chemical exposure andmusculoskeletal (acute sprain/strain/hernia).
All rates were calculated using 200,000.

403 - 10Work-related ill healthV

ESG report 2024 (p. 75), Appendix/Safety
The main type of work-related illnesses for 2023 for both employees and contractors includes musculoskeletal illnesses.

GRI 404: Training & education
404 - 1

Average hours of training per ESG report 2024 (p. 61), People/Our “all-inclusive” approach – Training, development and networking for ALL
year per employee

404 - 2

Programs for upgrading
employee skills andtransition assistanceprograms

ESG REPORT | 2024

ESG report 2024 (p. 48), People/Integrity and accountability – Our guides to ethical business practices
ESG report 2024 (p. 60), People/Built to lead – Building leadership muscle and nurturing future stars
ESG report 2024 (p. 61), People/Our “all-inclusive” approach – Training, development and networking for ALL

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GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITEDGRI 404: Training & education
404 - 3

Percentage of employees
receiving regularperformance and careerdevelopment

ESG report 2024 (p. 78), Appendix/Social

Overall approx. 79% of our regular employees are eligible for performance management.
The intent of our integrated performance management (PMGM) system is:* Alignment of employee commitments to strategic company commitments* Strengthening performance against position requirements* To focus on the strengths of our people and to continuously develop our employees around needed competencies (including leadership behaviors)* Encourage demonstration of our values* Rewarding employees fairly
All performance eligible regular employees need to align their individual goals to the strategic goals of the company.

During the year, 2-way informal conversations take place to coach and steer performance.
At year-end, final assessment process in followed with our SF system containing individual conversations
around development, improvement areas, strengthening of competencies and performance.
GRI 405: Diversity and equal opportunity
405 - 1405 - 2

Diversity of governancebodies and employees

Ratio of basic salary andremuneration of women
to menESG report 2024 (p. 52), People/Diversity & inclusion – Our strategies, progress and goals
ESG report 2024 (p. 53), People/allnex Women’s Network – A brand new effort
ESG report 2024 (p. 54), People/More than a day’s work – Women in manufacturing at allnex
ESG report 2024 (p. 56), People/Steady progress, special programs – Women in leadership at allnex
ESG report 2024 (p. 76–78), Appendix/Social
ESG report 2024 (p. 79), Appendix/GovernanceV

All of our reward programs are gender neutral. The wage gap at allnex is less than 5%.

GRI 406: Non-discrimination
406 - 1ESG REPORT | 2024

Incidents of discriminationand corrective actions taken

ESG report 2024 (p. 66), Appendix/Legal

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GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITEDGRI 408: Child labor408 - 1

Operations and suppliers at
significant risk for incidents
of child labor

To our knowledge, within allnex operations there is no risk of child labor. Prevention measures in place are: adhering to the local policy regarding child laborand fair labor rights, auditing of internal controls to prevent child labor/forced labor (ISO 45001), global implemented tool to monitor minimum age,
awareness training for all employees on the Code of Conduct .

GRI 410: Security practices
410 - 1

Security personnel trained inhuman rights policies orprocedures

100% of the security personnel received formal training, as all allnex employees are obliged to follow both the SHE and Code of Conduct training.

GRI 413: Local communities
413 - 1

Operations with local
community engagement,
impact assessments, anddevelopment

ESG report 2024 (p. 45–46), Performances/Committed to what we care about

GRI 414: Supplier social assessment
414 - 1414 - 2

ESG REPORT | 2024

New suppliers that werescreened using social criteria

ESG report 2024 (p. 33), Sustainability/Fostering open, risk-free relations – Sustainable procurement at allnex

Negative social impacts inthe supply chain and actions
taken

ESG report 2024 (p. 33), Sustainability/Fostering open, risk-free relations – Sustainable procurement at allnex

Supplier Code of Conduct (SCoC) defines the basis of our collaboration with regards to compliance and sustainability, which also includes environmental andsocial aspects. The SCoC is an integral part of the ‘New supplier creation’ process and our SCoC must be signed by every new supplier.
rd
In 2023, allnex rolled out a new global sustainability risk assessment process by using a 3 party platform to assess the sustainability performance of our
suppliers, which includes environmental and social criteria.

allnex target is to have 80% of the relevant suppliers covered with a sustainability assessment by 2025. This sustainability assessment includes social
impacts. During the reporting year 2023, 71% of the relevant suppliers have been assessed by mapping the supplier from allnex spend database with the
EcoVadis platform.
allnex is using the EcoVadis platform to get a more comprehensive report on the social impacts and implemented a program of Corrective Action Plans(CAPs) in order to reduce supplier sustainability risks.

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TABLE OF CONTENTINTRO

AT A GLANCESUSTAINABILITYPERFORMANCESPEOPLE

APPENDIXGRI Indices
GRI STANDARDDISCLOSURE TITLE

ALLNEX DISCLOSURE

AUDITEDGRI 416: Customer health and safety
416 - 1

Assessment of the healthand safety impacts ofproduct and service
categories

ESG report 2024 (p. 19), Sustainability/Growing green together with the market – Sustainable Portfolio Management

ESG report 2024 (p.43), Performance / ECOWISE– Sustainable Portfolio that meets the expextations of our customers and society

Health & Safety are part of allnex ECOWISE approach where products are valued for their sustainability benefits. ECOWISE evaluation is performed forover 90% of allnex contribution margin. 30,5% of our contribution marging was identified as ECOWISE . Starting from there allnex will grow the portion of
products that are categorized as ECOWISE . Therefore, we have an ECOWISE target embedded into the bonus plan (variable pay) of every employee.

GRI 418: Customer privacy
418 - 1ESG REPORT | 2024

Substantiated complaints
concerning breaches ofcustomer privacy and losses

The organization has not identified any substantiated complaints concerning breaches of customer privacy

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