Our people and culture

05.1

Introduction

At Hager our people strategy is evolving in alignment with stakeholder expectations and the broader goals of our collaborative value chain. Our focus is on engaging with our employees, nurturing their development, and building the resilience needed to navigate change together.

We are convinced our organisation will demonstrate resilience when a few key conditions are met. Open feedback and engagement keep communication clear and responsive. A learning workforce helps us stay adaptable and ready for change. Safe and inclusive workplaces ensure everyone can contribute fully. These foundations make us stronger and more agile in the face of challenges.

With these goals in mind, our People and Culture model has been designed and developed to build organisational resilience, which is a fundamental part of our overarching of our strategy, Project 2030.

Organisational resilience delivers five important operational benefits for our business:

05.2

The People Frame

ESRS G1-1 §9 Business conduct

Introduced in 2024, the People Frame is the cornerstone of our People and Culture model and the key enabler of our resilience.

It fosters values, behaviours and leadership principles that drive agility, innovation and collaboration across functions. It is our aim to move Hager forward, from siloed operations to a culture of trust, dialogue and shared ownership. This way, every conversation and every interaction will have greater value. This is because they will have greater potential to make impact, drive meaningful change and fuel personal growth.

The People Frame defines and shapes how we connect with customers, partners and one another. It is an essential driver of organisational resilience and long-term success.

05.3

Our feedback culture

ESRS S1-2 §27 Own workforce

Central to our success is a healthy culture of openness and trust. Hager employees are welcome to engage with management on any topic, and are encouraged to do so. Clear communication helps us to identify issues early and ensure employee satisfaction, thus boosting organisational resilience.

Hager makes use of two mechanisms for employee engagement. Our bi-annual employee engagement survey – Tell Us! – which has been undertaken since 2022, and performance and development interviews (PDI), undertaken since 2019, which ensure structured, two-way communication.

05.3.1

Engagement surveys

05.4

Social dialogue

GRI 2-30 General disclosures
GRI 3-3 Material topics
ESRS S1-4 §37 to §40 Own workforce
ESRS S1-8 §60 Own workforce

As a responsible employer, Hager is aware of the rapidly changing environment that surrounds our business. From shifting market dynamics and technological advancements to evolving employee expectations and regulatory landscapes, these changes demand agility, resilience, and above all, strong internal cohesion.

In this context, social dialogue is a vital mechanism for ensuring that we remain resilient, responsive, and aligned across all levels of the organisation. By facilitating negotiation, consultation, and information exchange between employees, management, and their representatives, we create a culture of transparent communication and shared responsibility.

As of 2024:

• Over 90% of the Hager workforce is covered by collective bargaining agreements.
• 97% are represented by workers’ representatives.

Our goal is to ensure that every employee, regardless of location or role, has access to structured channels for participation and representation.

Social dialogue is managed by our HR function and business leaders at a country level, through dedicated Social Dialogue Managers where appropriate, liaising with employee representative bodies, unions, and/or the European Works Council.

05.4.1

Workforce engagement governance

ESRS S1-2 §27 Own workforce

Measures and resources for implementing concepts

Harmonious and productive working relations are underpinned by high standards of workforce engagement. In turn, engagement supports stakeholder confidence and helps to ensure the ongoing smooth operation of our business. Hager places great emphasis on our accountable and responsible approach to this, achieved through the following governance structures:

• At the European level we have an agreement (European Works Council – EWC) in place, reached in 2007, to include employee representatives from various European countries in decision-making and orientation, thereby ensuring that employee voices are integrated into strategic consideration.
• At country level, particularly in those countries where Hager operates multiple entities, there are national works councils or similar employee representation bodies that provide a platform for dialogue and building constructive relationships.
• At the local level our facilities and offices operate their own representation structures for managing dialogue around local agreements, local decisions and day-to-day operational issues.

05.4.2

Labour rights and our human rights charter

ESRS S1-1 §19 to §22, §24 Own workforce
GRI 2-23 General disclosures

The right to collective bargaining and the right to freedom of association are fundamental human rights. These rights are enshrined in the charter of the International Labour Organization, and Hager is fully supportive of them.

In addition to our support for the principles of social dialogue, freedom of association, collective bargaining and full regulatory compliance, Hager is committed to building the most productive and mutually beneficial relationships possible between management and labour organisations. This commitment includes fair wage practices to ensure a living wage for all employees.

This commitment is supported by our Declaration of Principles on Respect for Human Rights¹ which was enacted by Hager in 2024 – a milestone in the progress of our E3 framework.

The Declaration covers our organisational commitment to a range of important international standards, including:

• The Universal Declaration of Human Rights
• The International Covenant on Civil and Political Rights
• The International Covenant on Economic, Social and Cultural Rights
• The Convention on the Rights of the Child
• The International Labour Organization fundamental conventions
• The United Nations Guiding Principles on Business and Human Rights
• OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas

Where national legislation and international human rights standards differ such that international standards are stricter, Hager complies with the national legislation to which it is subject and endeavours to respect international standards as far as possible.

In addition, the Declaration provides for our active participation in the United Nations Global Compact initiative, as well as our commitment to protecting the following human rights in our own business activities and those of our suppliers:

• Prohibition of child labour
• Prohibition of forced and compulsory labour
• Right to health and safety in the workplace
• Freedom of association, right to collective bargaining and right to strike
• Equal opportunities and protection against discrimination
• Freedom of expression and of thought, belief and religion
• Fair remuneration and benefits
• Right to education
• Right to privacy and data protection
• Human rights and the environment
• Protection of local communities and indigenous peoples
• Human rights protection when deploying security forces

05.5

Our learning organisation

GRI 3-3 Material topics
ESRS S1-4 §37 to §40 Own workforce

Successful transformation depends upon people being empowered to lead change. In a learning organisation individuals are equipped with the mindset, skills and confidence to take initiative, challenge the status quo and drive innovation. To achieve this, as a fully committed learning organisation, Hager leverages what we call our 70-20-10 people development model.

In this model 70% of learning is achieved through real-world, on-the-job experience, 20% is through peer interactions coaching, and mentoring, and ten percent is via structured training, delivered through courses and programmes.

A robust learning ecosystem has been developed to support our people development. These components maximise the effectiveness of each element of the model:

• Internal mobility is promoted as a core lever for professional growth. This is guided by a fair and transparent Charter and facilitates real-world learning.
• Coaching and mentoring are supported in various ways, with performance and development interviews being of primary importance. PDIs help employees define personalised learning paths, support onboarding, and guide role-specific development. Mentoring and coaching also take place through informal guidance, peer support and targeted development programmes that foster our culture of continuous learning.

• Hi! University offers a wide range of courses, academies and programmes aligned with skills needs and Hager strategic goals. Training covers a wide range of topics from professional and technical development to overarching issues like ethics and sustainability.

  This approach underpins personal growth at Hager, strengthens cross-functional collaboration, and supports our Project 2030 strategy for organisational resilience.

05.5.1

Developing our people

ESRS S1-2 §27 and §63 Own workforce

At Hager we describe our people development approach as a comprehensive “no gaps, no overlaps” programme. It is designed to ensure that every individual, and team, has access to learning opportunities that promote professional growth. In this way we can all develop the skills, knowledge and character traits that we need to succeed.

People development at Hager has four main characteristics:

05.5.2

Internal mobility

In the real world, experience is gained by taking on a range of roles and responsibilities. This is what internal mobility is designed to enable our people to do.

It is all about moving between different business functions and disciplines, and between different locations and countries. Every move enriches the individual, propelling valuable insight and expertise to every corner of our business.

The Hager Internal Mobility Charter has been created to support this. Designed to facilitate a smooth transition and successful integration after every move, the Charter commits employees, managers and our HR function to a comprehensive approach to career evolution:

Expanding competencies

Employees can assume new roles within the same business area, enhancing professional or managerial skills.

Cross-functional contributions

Employees can bring expertise to different business areas, driving innovation and cross-functional synergy.

Geographical flexibility

Employees can perform the same role in a different location or country, gaining new perspectives and experience.

As part of these shared internal mobility commitments, our goal was to fill 30% of open positions with internal candidates. In 2024 we have achieved that target.

05.5.3

Hi! University

GRI 404-1 and 404-2 Training and education
ESRS S1-13 §83 Own workforce

Launched in 2021, Hi! University is the home of learning for every Hager employee, regardless of location, function or seniority. It plays a vital role in skills-building, especially for roles impacted by digitalisation and the sustainability transition. These include production, R&D, sourcing and sales.

Since its inception Hi! University has offered a personalised experience with a great range of training courses and programmes, academies and communities, using digital materials and in peer-to-peer settings. Hi! gives people access to:

• Functional and cross-functional academies.
• Online and blended learning modules.
• Peer communities and knowledge-sharing groups.

We are pleased to report an upward trend in the number of individuals trained, participation rates, and overall training hours delivered. In 2024 average training hours per employee rose to 18 (up from 16 the previous year). The highest average (27 hours) was recorded in the Group Quality and Environment function. This positive engagement reflects the value employees find in our best-in-class approach to promoting personal development.

Extending and enhancing our training provision through Hi! University is a constant process. Areas for future focus include sustainability, and health and safety.

05.5.4

Performance and development interviews (PDI)

GRI 404-3 Training and education

The purpose and value of PDIs is addressed in 05.4 above. Introduced in 2019, regular PDIs are a proven vehicle for Hager people development. By setting clear pathways for personal and professional progress we empower people to drive their own performance, while the interview setting provides a platform for reward and recognition. In 2024, 100% of eligible employees⁴ have completed the review process.

05.6

Strategic workforce planning

GRI 3-3 Material topics
ESRS S1-4 §37 to §40 Own workforce

Strategic workforce planning is an ongoing project supporting our long-term growth by equipping the business with the right capabilities to innovate, adapt and lead in a changing environment. By anticipating future skills needs, and proactively addressing workforce gaps, effective planning will ensure that our organisational resilience is optimised.

This means aligning our long-term talent needs with our business strategy. To do this we analyse our current workforce capabilities, forecast future skills requirements, and identify gaps to ensure the right people are in the right roles at the right time.

Our overall approach to strategic workforce planning is defined by the following five propositions:

• Shared responsibility

  Workforce planning is a shared journey, led by business leaders, supported by HR, and shaped by every team. Together we build a resilient, future-ready organisation.

• Business-led, people-focused

  Strategic workforce planning is guided by our business ambition and powered by people. It ensures that workforce capabilities evolve in step with long-term goals, placing people at the centre of transformation.

• Agile and aligned decisions

  Operational workforce planning ensures short-term staffing decisions are agile, cost-conscious and aligned with long-term strategy. It empowers teams to respond swiftly to change without losing sight of the big picture.

• Future-ready talent

  We clarify future skill needs and gaps to guide proactive development, recruitment and mobility.

• The 5Bs approach

  We invest in our people, taking a balanced approach: Buy (recruit), Build (develop), Bridge (mobilise), Borrow (partner), Bind (retain).

The approach defined by these five propositions applies across all Hager strategic workforce planning activities, including the Eureka programme for skilled professionals, and the Early Careers strategy aimed at younger professionals.

05.6.1

Eureka programme

Having an outstanding workforce means having skilled professionals onboard. Proven technical and scientific expertise is a vital asset, required to support sustainable growth, boost innovation and bolster our competitive advantage.

The Eureka programme has been created to deliver just such a workforce. The programme enables Hager to successfully attract, retain and develop talented experts, and to better manage expertise.

Since its inception in 2022 the programme has already successfully onboarded three cohorts with a focus on engineering, industrialisation, and digital skills. A total of 29 new experts have joined the programme in France, Germany and Italy, representing a wide range of technical specialists including connectivity technologies, materials science, power and energy metering.

With an average age of 46, these professionals are the senior technical leaders of tomorrow, which means Eureka contributes directly to our Project 2030 goals.

Eureka has a clear roadmap in place, designed to foster their development, harness knowledge and drive our overall technical strategy. We also aim to develop leaders with the skills to optimise cross-disciplinary collaboration and communication.

The 21 expertise domains which have been our areas of focus for Eureka so far were selected for three reasons: their relevance to Hager business, their likely impact on current and future Hager strategy, and the extent to which the skills in question are challenging to acquire and develop.

05.6.2

Early Careers

It is clear that our future prosperity demands a robust and successful talent acquisition strategy right now.

Hager has a huge amount to offer people who are beginning their career journeys; from apprentices and interns to students and graduates, whatever direction they choose, Hager can help. We assist early career candidates to invest in their own future through real-world experience, skills development and a wealth of professional opportunities.

Our ambition is to power our global growth by attracting top early career talent to drive innovation and success across our international teams. The Early Careers strategy has been devised accordingly.

It has three main objectives:

• Attract top talent by collaborating with universities and educational institutions, to build early and lasting connections with candidates who align with Hager values and goals.
• Design and deliver international development programmes that will foster the growth of future leaders and skilled workers, thereby supporting long-term business growth.
• Provide a distinctive learning experience to ensure that early career professionals are nurtured and primed for permanent positions within our business.

Beginning in 2024, Hager commenced our current journey of transformation around early careers. This process involved developing a global talent strategy, and professionalising recruitment.

We have worked on attracting, developing and retaining talent, developing our employer brand, improving the candidate experience and enhancing our recruitment capabilities. This has already made a positive impact on our talent pipeline.

Ongoing Early Careers initiatives include:

• Sponsorship and partnership arrangements with educational institutions, including Université de Strasbourg, INSA Strasbourg and 42 Mulhouse.
• Tailor-made student events like the Innovation Game.
• TAI Community, our student networking community managed by and for Hager trainees, apprentices and interns. This has hundreds of members across France and Germany, and will soon be available in other European countries too.
• University Ambassadors programme
  Piloting in 2026, this programme is designed to position Hager as an employer of choice in partner schools and universities.
• Enhanced onboarding
  Developing welcome procedures specifically designed for early career joiners, to ensure the best possible start to every Hager career.

By successfully focusing on attracting, developing and retaining professional expertise through the Eureka programme, and doing the same for early careers professionals, Hager is ensuring that we will be able to deliver sustainable prosperity all the way up to 2030 and beyond.

05.7

Occupational health and safety

GRI 2-25 General disclosures
GRI 3-3 Material topics
GRI 403-1, 403-2 and 403-9 Occupational health and safety
ESRS S1-1 §23 Own workforce

To safeguard the well-being of our people and ensure that health and safety is given priority, Hager has elevated our occupational health and safety strategy to a group-level function.

The introduction in 2024 of L0 Safety (with board-level sponsorship) marked a step-change in health and safety integration across Hager. The result of this is the new Hager Safety Charter, incorporating our ten Golden Rules, which has been introduced to communicate core safety messages and promote a unified continuous-improvement safety mindset.

As a result of this, in 2024 our progress included:

• Lost Time Accident Rate (LTAR)

  Significant reduction, 33% down from the previous year.

• Behaviour-Based Safety (BBS)

  Managers trained and 2.497 safety observations carried out (38% of operations).

• Safety zones

  Specific risks in work areas and labs mapped, delineated and signposted.

• Incident investigations

  Reviewed by the Health and Safety Board, including members of the Global Leadership Team, to extract lessons learned and drive systemic improvements.

By 2029 our goal is to expand the safety management system to cover risk-exposed areas besides manufacturing, including logistics, sales, energy management and office-based services.

05.7.1

Mission Zero

In our quest to deliver on our promise of a safe workplace we have launched the Mission Zero project. This is an organisation-wide programme across production, logistics, engineering, laboratories, prototyping and industrialisation, designed to ensure the consistent application of safety standards, standardised lines of responsibility, reporting, investigation processes and preventative learning.

Ultimately, the aim is to empower all our people to manage existing and emerging health and safety risks through a centralised safety culture, including:

• Group standards to manage health and safety risks
• Function-specific targets for high-risk areas

We are also benchmarking our health and safety systems against industry standards and enhancing communication and engagement by delivering an ongoing programme of Behaviour-Based Safety (BBS).

05.7.1.1

Incident reporting and investigation procedures

Health and safety at every site is driven by local management, protocols and systems to ensure compliance with all relevant regulations. Management responsibilities include the provision of a healthy and safe working environment, through hazard identification, risk assessment and mitigation measures, and incident investigation.

Employees, and all other interested stakeholders, are encouraged to voice any safety concern or suggestion for safety improvement they may have. This can be done in person with a manager or the local Occupational Safety Specialist, or via our Kaizen alert cards system, which supports written reporting of any near-miss or potential safety risk that requires investigation or action.

05.7.2

Reporting workplace incidents

As well as putting in place programmes and measures to help prevent all incidents, our commitment to being a learning organisation means that we seek to learn lessons at every opportunity. Reporting on incidents is essential for transparency; Hager has not recorded any fatalities or high-consequence injuries (leading to permanent disability) since our reporting cycle began in 2021. The LTAR, our main KPI, is steadily decreasing. Our goal is to continue to reduce it by at least five % every year until 2030.

05.7.3

Health and care management

GRI 403-6: Promotion of worker health

Hager is committed to fostering a safe and supportive working environment by offering a range of health and well-being initiatives. These programmes are designed to help employees maintain their physical and mental health, enhance workplace safety, and access resources when needed.

One of our main programmes is in Germany. In accordance with Section 3 of the German Occupational Safety and Health Act (ASiG), our Occupational Health Service in Blieskastel supports 2.550 employees across ten locations in Germany (Hager Vertriebsgesellschaft and Hager Electro).

In 2024 a total of 2.473 hours were dedicated to occupational health services. These included:

• Ability and fitness tests and occupational health care, which accounted for the majority of hours, as required by law.
• 371 hours spent on workplace inspections and assessments.
• 153 employees supported through reintegration programmes following illness or injury.
• 231 cases of acute musculoskeletal pain treated on-site in Blieskastel.
• Preventive health measures also remained a priority; between October and December 197 flu vaccinations and 39 COVID-19 vaccinations were administered.

We also continue to invest in health and care beyond legal requirements, including enhancing ergonomic workplace design, supporting employees with disabilities or reduced work capacity, and continuing our annual flu vaccination campaigns.

At a group level the following opportunities are currently available to all employees in different parts of the world:

• General health and wellness support

  Regular initiatives to raise awareness and educate employees on various health topics, encouraging proactive health management. Hager partners with Techniker Krankenkasse in Germany to host the Digitale Gesundheitswoche, a fully online health week open to all employees. The programme offers over 80 free seminars and workshops on topics such as movement, stress management and nutrition.

• Information and action days

  Special events offering expert advice, health checks and interactive wellness sessions.

• Preventative measures

  Routine screenings to detect potential health issues early and enable timely intervention. For example, in Spain we have launched the initiative “CARE and GROWTH: Building a Better Workplace Together”. This programme provides a space for open dialogue, encourages employee suggestions, and supports the development of proposals to enhance well-being. In the Netherlands, ergonomic workstations are provided to all employees.

• Nutrition consultation

  Personalised dietary advice to support healthy eating habits and overall well-being.

• Psychological counselling

  Confidential mental health support is available to help employees manage stress, anxiety, and other challenges.

  Provided in partnership with prevent.on – employees can access up to five company-funded sessions, covering both work-related and personal concerns. This support is especially relevant for high-stress roles or during organisational changes.

  Similarly, in the Netherlands a Confidential Advisor is available to support employees facing personal or professional challenges. This role offers a safe and trusted space for discussing sensitive matters, while also helping individuals understand their rights and explore potential next steps for resolving concerns.

• Emergency preparedness and safety training

  • First-aid training
    Employees can become certified first-aiders, gaining essential emergency response skills.

  • Paramedic training
    Advanced training is available for those who wish to serve as company paramedics, enhancing our emergency preparedness.

In addition to these structured programmes, local teams implement their own measures such as wellness allowances, support for sports and recreation groups, the creation of well-being committees, gym memberships, and access to fresh food options.

A notable example is our health campaign in the Netherlands, where each employee receives an annual health budget to freely spend on wellness-related items or services – such as running shoes, gym classes or nutritional advice. Additionally, employees are entitled to a separate annual budget, which can be used for online training, coaching, assessments and other personal development activities.

In Singapore our team promotes wellness and employee engagement through an urban farming initiative. An in-office hydroponic system is used to grow herbs and vegetables, creating a nature-based outlet for employees to enjoy access to fresh herbs and vegetables, promoting healthier eating habits.

05.8

Diversity, equity and inclusion

GRI 3-3 Material topics
ESRS S1-4 §37 to §40 Own workforce

As an international business with Franco-German roots we instinctively appreciate diversity as an asset. We know that the broader our talent pool is, the more our business benefits from the unique insights and experiences that every group, community and identity is able to offer.

By renewing our commitment to the Diversity Charter at Charte de la diversité in December 2024, Hager reaffirmed the commitment made in 2018 to building an inclusive environment where everyone is respected and feels that they belong.

The Diversity Charter, which unites over 5.300 signatories, will help Hager to develop a management style that respects difference and is based on trust. It will further improve team cohesion and enhance performance.

The commitments of the Diversity Charter, translated into actions that are measured and assessed regularly, also support Hager in our drive for greater organisational resilience as part of our Project 2030 strategy.

By signing the Diversity Charter, Hager has committed to six diversity principles:

05.8.1

Diversity in our workforce

Hager is committed to creating an inclusive environment that respects and values diversity in all its forms. We recognise that a diverse workforce brings a wide range of perspectives, experiences and strengths, which contribute to a more innovative and resilient organisation.

As part of this commitment, across our operations in Indonesia, Malaysia and Singapore, we promote the participation of women in management. This initiative promotes the advancement of women into leadership roles through structured support mechanisms, including mentorship, talent development training and internal talent mapping. These measures help us to identify and nurture high-potential female employees, enabling them to grow and thrive within Hager.

The latest developments reflect the progress we are making:

• Women in the workforce

  Women currently represent 40% of the global Hager workforce.

• Women in senior roles

  Since reporting began in 2022 we have seen an increase in the representation of women in senior roles at Hager. As of 2024, women constitute 23% of our top executives, executives and senior managers, up from 17% in 2022, an encouraging trend towards greater gender balance.

• Employee distribution across age groups

  Age discrimination must be avoided to ensure a fully diverse and inclusive workforce. Hager now monitors age distribution across our workforce to ensure balance is maintained in this respect.

05.8.2

Caregivers

As a family-owned business Hager naturally has empathy for employees facing personal challenges, including caregiving within the family. Supporting caregivers is part of our wider commitment to employee well-being and work-life balance.

Based on internal survey responses we know that there are currently around 170 employees in France who are family caregivers. We have a range of measures in place to help these employees balance their caregiving responsibilities and their professional lives.

As a result of this support Hager was recognised by Cap Handéo in 2024 as a Company Committed to its Employees who Provide Care – acknowledgement of the help we give to employees who are informal caregivers.

This spirit of care and empathy also extends beyond the workplace. For example, our team in Malaysia regularly organises visits to local orphanages, providing employees with opportunities to connect with and support their communities. These visits include shared meals and recreational activities with the children, helping to grow a deeper sense of social responsibility and collective well-being.

05.8.3

Workers with special needs

At Hager we promote the acceptance of differences, encourage diversity, and actively support the professional integration and retention of persons with disabilities.

Disability is not always visible. We therefore raise awareness internally that recognition as a disabled worker (RQTH – Reconnaissance de la Qualité de Travailleur Handicapé⁶) can also benefit employees with chronic illnesses or non-visible health conditions, such as asthma, diabetes, rheumatism, vision impairments, or severe allergies. These conditions may significantly affect professional life, and appropriate support mechanisms are essential.

To that end we pursue a multifaceted approach, which includes:

• Annual awareness campaigns

  Including webinars and internal communications via HG Live, addressing both visible and invisible disabilities. We are also planning to launch a focused awareness initiative featuring interviews with seven employees living with invisible disabilities. These stories will be shared across internal platforms to promote empathy and understanding.

• Support and retention of employees with disabilities

  We collaborate with the Occupational Health Service (SSAT⁷) and in-house ergonomists to ensure that workspaces and conditions remain accessible and suitable for employees facing health challenges. We also process MPDH⁸ and CPAM⁹ applications on behalf of employees to help them navigate administrative procedures more easily.

• Job adaptation and funding

  We actively request subsidies for job retention, including RLH¹⁰ (Recognition of the Severity of the Disability) grants to compensate for potential reductions in work capacity, ensuring that all employees can remain productive and valued contributors.

• Discovery opportunities and external engagement

  Hager welcomes individuals with disabilities into our sites to experience typical workplace environments. We also supported Paralympic athlete Joseph Fritsch in 2024, as a symbol of our broader commitment to inclusion.

We have seen a positive trend in the number of employees obtaining RQTH recognition, which reflects the success of our awareness efforts. Furthermore, we participate in sectoral governance, including taking an active role on the Board of Directors of Action et Compétence¹¹ (Handicap), where we contribute to advancing inclusive employment practices beyond our organisation.

Through these actions we aim to create a working environment where every employee, regardless of ability, can participate fully and develop their potential.

05.9

The future: Our Human Sustainability ambition

Let’s take a moment to look to the future.

As described in the introduction to this report, Hager has introduced our Human Sustainability programme as part of our deepening commitment to sustainability in every part of our organisation.

Human Sustainability¹² is defined as the degree to which an organisation creates value for people as human beings, leaving them with greater health and well-being, future-ready skills, internal mobility opportunities and greater employability, good jobs, opportunities for advancement, progress towards equality, increased belonging, and heightened connection to purpose.

This aligns powerfully with our People and Culture model, as it emphasises the importance of our people, who are at the heart of our Project 2030 sustainable transformation goals. These goals can only be achieved by fostering the resilience, development and well-being of our people.

As a result, Hager has defined four clear next steps that we are committed to:

• Embedding Human Sustainability as a group-wide programme: giving quantitative and qualitative, long-term targets to some of our People and Culture actions.
• Going beyond environmental impact and boosting positive impact.
• Creating a collaborative, innovative and learning workplace that boosts our ability to deliver environmental solutions across the value chain.
• Integrating our approach to forge a shared ambition.

With this new and greater synergy between Employees and Environment within our E3 framework, thanks to the Human Sustainability programme, boosting our organisational resilience, Hager looks forward to delivering on Project 2030 more effectively than ever.

We are building a future where individual growth fuels collective success, because when our people grow, Hager grows.