The CTO foreword set out the strategic logic: decarbonise Hager’s own operations, prove the case in its own facilities, and scale impact through the customers Hager serves. This chapter shows the underlying machinery. It begins with the governance instruments that make Hager’s climate work auditable, the Environment and Energy Charter and the Blue Planet Commitment. It then moves through the Climate Transition Plan, the methodology and 2025 results of Hager’s carbon footprint, Scope 1, 2, and 3 decarbonisation roadmaps, the avoided emissions Hager’s solutions enable for customers, and the energy mix that still has further to shift.

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Two instruments structure how Hager governs and delivers on climate: the Environment and Energy Charter and the Blue Planet Commitment. Together, they define how climate commitments are governed, embedded in the business model, translated into operational priorities, and monitored through targets and action plans. This approach supports the identification and management of climate-related impacts, risks, and opportunities across Hager’s operations and value chain, while aligning environmental performance with Hager’s role in enabling safer, more efficient, and lower-carbon buildings.

Environment and Energy Charter

The Environment and Energy Charter defines Hager’s commitment to reducing its climate impact and improving energy performance across its operations and value chain. Anchored in internationally recognised standards such as ISO 50001 and ISO 14001, it provides a framework to manage energy use, improve operational efficiency, and support the reduction of greenhouse gas emissions.

The Charter reinforces Hager’s responsibility to integrate climate considerations into decision-making, product design, and industrial processes. It guides actions to conserve resources, improve energy efficiency, reduce dependence on high-impact materials, and progressively lower the environmental footprint of our activities.

By linking environmental management with energy performance, the Charter supports Hager’s broader climate ambition: to decarbonise operations, contribute to science-based targets, and help create safer, more efficient, and lower-carbon buildings.

Blue Planet Commitment

The Blue Planet Commitment (BPC) is the overarching environmental strategy. Guided by the double materiality assessment, it is structured around four pillars: decarbonisation, energy efficiency, eco-design, and transparency. BPC Champions embedded across entities and functions translate these objectives into local action.

The near-term focus is to improve the environmental performance of the offer while building structural readiness for longer-term climate and resource challenges. Concretely, this means:

• Accelerating product data transparency and eco-design across all product lines
• Defining a Scope 3 decarbonisation roadmap with clear levers and monitoring parameters
• Embedding circularity principles across relevant business units and advancing sustainable sourcing
• Building a robust sustainability digital backbone for data accuracy and regulatory compliance

4.1

Our Climate Transition Plan

Hager’s Climate Transition Plan reduces Scope 1 and 2 emissions through energy efficiency, a Group-wide energy management system, and clean electricity and reduces Scope 3 emissions by acting on product design and supplier collaboration. It also tracks the avoided emissions our solutions enable for customers. Physical and transition risks, and the resilience measures supporting the plan, are set out in the subsections below.

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4.1.1

Science-based targets shaping our decarbonisation pathway

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Guided by the Science Based Targets initiative (SBTi), Hager has validated short-term GHG reduction targets under SBTi criteria version 5.0, using the absolute contraction approach. GHG emissions are calculated in accordance with the GHG Protocol Corporate Standard, applying the operational control consolidation approach across 100% of subsidiaries.

The SBTi confirmed that Hager’s Scope 1 and 2 targets are aligned with a 1,5°C pathway, and Scope 3 targets with a well-below 2°C trajectory. These targets reflect a strategic conviction that credible, science-aligned decarbonisation builds long-term competitive resilience. By the end of 2025, Hager stands ahead of the required linear trajectory.

4.1.2

Climate physical risks

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Hager, in collaboration with FM Global¹, conducts annual physical risk assessments of its operations. The climate-related scenario analysis covers all operations within the scope of the Group property insurance programme and FM Global’s Climate Resilience Tracker. The assessment encompasses all Group sites worldwide with a Total Insured Value (TIV), exceeding €25 million (the threshold that triggers insurer on-site prevention visits) as well as all locations visited by FM Global engineers within the past five years and all insured assets across the Group’s business units, including 100% of manufacturing plants, logistics centres, and critical operational sites.

The analysis uses FM Global’s Climate Resilience Tracker², a quantitative risk-modelling tool that integrates two core data streams: site-specific engineering data collected during approximately 40.000 annual field visits across 140 countries and territories, and scientific inputs comprising natural hazard maps and projections from global climate models. These inputs are processed through predictive analytics, artificial intelligence, and machine learning to produce site-level risk profiles. The historic reference period is 1995–2014, and risk is assessed across two forward-looking time horizons aligned with IPCC-recognised climate pathways: a short-term horizon covering 2021–2040 and a long-term horizon covering 2041–2060. The analysis rests on three principal assumptions: that site characteristics remain broadly stable over the assessment periods; that climate pathways follow IPCC³-recognised scenarios; and that recent engineering visit data is representative of current site conditions. Users should note three limitations when interpreting the results:

• Modelling uncertainty: long-term climate projections carry inherent uncertainty that increases over extended time horizons.
• Local variability: large-scale climate models may not fully capture localised hazard conditions at the site level.
• Data currency: there may be a lag between changes in site conditions and their reflection in engineering visit data, particularly for sites not recently visited.

The analysis covers both acute⁴ and chronic⁵ physical climate risks across all evaluated locations, assessed against three Representative Concentration Pathway (RCP)⁶ scenarios. RCP scenarios describe possible trajectories of atmospheric greenhouse gas concentrations and the associated radiative forcing⁷ which in turn drives global temperature change.

Against this backdrop, the assessment identified ten locations with significant exposure to climate-related risks. Together, these sites represent €76,83 million (current estimate) in property value and €31,12 million (current estimate) in terms of net revenue, before considering climate change adaptation actions, accounting for 58% of Hager’s total asset base. Adaptation actions addressed approximately 15% of property value at risk. Key hazards include flooding, storm water, structural collapse risks, wind events, and freeze events. In response, targeted resilience measures have been implemented at the respective site, such as flood protection barriers, snow and freeze response plans, and strengthened emergency preparedness.

4.1.3

Climate transition risks and opportunities

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As part of the DMA exercise, Hager has identified the main transition risks and opportunities that may influence its strategy, business model, and value chain in the context of climate change. These include market shifts, raw material constraints, regulatory developments, value chain disruption, technology and competition, and production adaptation. The assessment also considers how climate-related policies, carbon pricing mechanisms such as European Union Emissions Trading Scheme (EU ETS) and Carbon Border Adjustment Mechanism (CBAM), changing customer demand, and the transition to low-carbon technologies may affect Hager’s activities. The table below summarises the key transition risks and related opportunities identified, supporting the development of targeted mitigation actions, transition planning measures, and climate-related financial resilience analysis.

Identified transition risks and opportunities

In 2025, Hager conducted a detailed quantified financial assessment of selected transition risks and opportunities, focusing on copper and steel. These two materials are central to Hager’s business and at the crossroads of cost pressure, market volatility, and climate regulation, making them powerful indicators of how the transition may affect cost base and long-term resilience.

To guide this analysis, Hager turned to scenarios developed by the International Energy Agency (IEA)⁸, reflecting different global warming pathways. These scenarios offer more than projections; they tell distinct stories about how the future could unfold, from a gradual transition shaped by current policies to an accelerated shift aligned with net zero ambitions.

Between now and 2040, two distinct forces will reshape raw material costs: physical scarcity driven by demand, and regulatory cost pressures driven by policy design. How quickly either force materialises, and how severely it affects operational expenditure, depends on choices being made today in energy markets, procurement strategies, and legislative chambers. This assessment quantifies both.

Copper: market availability

Copper is a critical raw material for Hager and may become a material transition-related risk as global electrification, renewable energy, and grid investments increase demand. To assess this exposure, Hager worked with ERM⁹ to model copper price impacts from 2025 to 2040 under three IEA scenarios: STEPS, APS, and Net Zero. The model compares projected copper supply and demand, translates market surplus or deficit into price movements, and applies these price changes to Hager Group’s forecast copper volumes.

The analysis indicates that exposure remains limited or favourable under STEPS, becomes moderate under APS as market tightness emerges later, and is highest under the Net Zero scenario, where stronger clean technology demand creates sustained pressure on copper availability and prices.

Hager can reduce this exposure through circularity, recycled copper sourcing, material efficiency, design optimisation, alternative materials, and scenario-based sourcing or hedging levers.

Steel: regulatory risk through EU ETS and CBAM

Steel is exposed to transition-related regulatory risk through carbon pricing mechanisms, mainly the EU Emissions Trading Scheme (EU ETS) and the Carbon Border Adjustment Mechanism (CBAM). The EU ETS applies a price to greenhouse gas emissions, while CBAM introduces a carbon adjustment on certain imported goods to reduce carbon leakage. CBAM is phased in as EU ETS free allocation is phased out.

Hager assessed the potential impact of these mechanisms on steel purchasing costs under the same three IEA scenarios: STEPS, APS, and Net Zero. The model classifies steel flows by country of consumption and origin, applies relevant EU ETS, CBAM, or local carbon pricing rules, and estimates the resulting additional raw-material cost exposure.

The analysis shows that regulatory cost exposure increases across all scenarios, driven by rising carbon prices, CBAM phase-in, and the progressive phase-out of EU ETS free allocation. Exposure is lowest and more gradual under STEPS, higher under APS, and highest under Net Zero, where carbon prices rise more strongly. A shift towards lower-emission or green steel could significantly reduce ETS and CBAM-related exposure compared with conventional steel.

Mitigation levers include improving visibility on steel origin and production routes, collecting supplier-specific emissions data, monitoring carbon-cost triggers, negotiating carbon-cost transparency in contracts, increasing recycled content where standards allow, and treating green steel as part of a phased procurement strategy.

Together, these two lenses, physical supply dynamics for copper and regulatory cost embedding for steel, allow Hager to anticipate where financial pressures will be most acute, under which policy scenarios they accelerate, and where procurement or sourcing decisions can provide meaningful insulation. The findings directly support strategic procurement, long-term planning, and enterprise-level cost risk assessments. A key assumption for the analysis is reliance on IEA-recognised energy transition pathways.

4.1.4

Building resilience for the future

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Understanding climate risks, both the physical hazards that may affect Hager’s sites and the regulatory and market forces reshaping its supply chains, informs every aspect of how Hager builds resilience. Climate scenario analysis is used in two principal ways: to identify locations most exposed to hazards such as floods, storms, or extreme heat; and to update risk maps, asset prioritisation, and site classifications, ensuring that climate is embedded in every business and investment decision.

This means strengthening physical safeguards, updating business continuity plans, and building local response capabilities.

Hager regularly reviews its strategy and business model to build long-term resilience. In the short term, the Climate Transition Plan is updated in line with the latest risk assessment findings, and measures are deployed to reduce carbon emissions across the value chain. In the medium term, the industrial energy mix is being transformed by increasing renewables, reducing natural gas dependency, and integrating carbon considerations into new product development. Supplier carbon footprint data collection is also advancing, and carbon tracking is being digitalised for greater accuracy. In the long term, Hager is developing a climate vision fully aligned with the low-carbon economy pathways of the SBTi and the Paris Agreement.

Growing exposure to floods, storms, and extreme heat may increase potential loss severity and tighten insurance market conditions, including rising premiums and more stringent underwriting requirements. Working with insurers and risk engineers, Hager implements measures such as flood barriers, emergency response plans, and reinforcement of critical equipment. At the same time, insurance coverage is continuously reviewed, including limits, deductibles, and coverage options.

Resilience efforts extend beyond Hager’s own operations. Strategic sourcing decisions, supplier diversification, and material efficiency initiatives, informed by the transition risk assessment, reduce exposure to supply disruptions and price volatility. Investments in energy efficiency and renewable energy lower long-term vulnerability, while risk prevention embedded into asset design and maintenance sustains strong insurability and operational stability. Hager acknowledges inherent uncertainties, including the limitations of global climate models, evolving engineering assumptions, and future insurance market dynamics, which Hager continues to monitor as its understanding develops.

4.2

Our carbon footprint

A robust carbon footprint is the foundation of credible climate action. It allows the setting of science-based targets, tracking of progress, and targeting of the highest-impact decarbonisation levers across operations and the value chain.

This section sets out the methodology used to calculate the corporate carbon footprint in line with the GHG Protocol and relevant ESRS disclosure requirements. It explains the 2021 baseline, including the recalculations applied to improve methodological robustness and comparability over time, and presents the evolution of emissions through 2025. By continuously refining data quality, expanding coverage, and strengthening assurance, Hager aims to ensure that reporting reflects operational reality and provides a reliable basis for decision-making, target-setting, and transparent stakeholder communication.

4.2.1

Methodology

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The inventory covers Scope 1 (direct emissions from owned and controlled operations), Scope 2 (indirect emissions from purchased energy), and Scope 3 (all other indirect emissions from the value chain).

• The carbon footprint is calculated in accordance with the GHG Protocol, using the operational control approach.
• For Scope 1, all direct fuel combustion and company vehicle emissions are included.
• For Scope 2, emissions are calculated and disclosed using both the location-based and market-based methods, in accordance with the GHG Protocol, using average emission factors for the local electricity grid and residual mix emission factors. This dual reporting provides a more comprehensive view of purchased energy emissions and enables stakeholders to better assess the impact of renewable energy sourcing efforts and long-term energy investments.
• For Scope 3, all significant categories¹⁰ are assessed, including Purchased goods and services (3–1), Capital goods (3–2), Fuel- and energy-related activities (3–3), Upstream transportation and distribution (3–4), Waste generated in operations (3–5), Business travel (3–6), Employee commuting (3–7), Use of sold products (3–11), and End-of-life treatment of sold products (3–12).

All greenhouse gases covered by the Kyoto Protocol are considered, including carbon dioxide (CO₂), methane (CH₄), nitrous oxide (N₂O), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), sulphur hexafluoride (SF₆), and nitrogen trifluoride (NF₃). All reported emissions are presented in CO₂-equivalent terms, ensuring completeness and comparability in line with international standards.

Activity data is collected primarily from direct sources, such as energy meters, fuel invoices, and business travel records, supported by internal data management systems. Where primary data is unavailable (e.g. to determine the power consumption of some products over their lifetime or to recompute weight from purchased material), secondary data is used (such as industry averages or extrapolations), with the source and methodology documented for each instance.

Emissions are calculated by multiplying activity data by standardised emission factors, sourced from reputable databases including Ecoinvent¹¹, ADEME¹², EIME¹³, the IEA¹⁴, and the AIB¹⁵. When available, supplier- or product-specific carbon footprint data is also incorporated to improve accuracy. The choice of emission factors is reviewed annually for scientific rigour and regional relevance.

The carbon footprint calculation undergoes a robust internal review process. Data is validated by the Sustainability team to ensure completeness and accuracy. Furthermore, the calculation methodology, emission factors, and consolidated results are developed and reviewed with support from external consultant Carbone 4¹⁶.

In 2024, Hager engaged an independent third party to perform a limited assurance engagement on both the 2024 carbon footprint and the 2021 baseline year. This assurance process continued in the 2025 carbon footprint to further strengthen the credibility, robustness, and transparency of Hager’s climate reporting.

As part of its continuous improvement approach, Hager regularly reviews the quality, completeness, and consistency of the data underpinning its greenhouse gas accounting. This process has revealed several areas for further improvement, which Hager is actively addressing.

In the Purchased goods and services category (3–1), while supplier-specific information is already integrated for a growing share of procurement data, estimates continue to be used where such information is not yet available. Hager further improves data quality and accuracy by increasing the integration of supplier data and enhancing the quality of underlying master data.

In the Use of sold products category (3–11), Hager identified instances where customer countries have not yet been assigned within the underlying data. To improve the accuracy of country-specific calculations, Hager is strengthening the harmonisation of master data and enhancing customer country identification processes.

In addition, a material correction was made compared with last year’s carbon footprint calculations after an inconsistency was identified in energy consumption data used for the Use of sold products (3–11). This correction reflects an improvement in data reliability rather than a change in underlying operational performance.

Following its findings, Hager launched a dedicated review of the two most significant categories, Purchased goods and services (3–1) and Use of sold products (3–11), calculation processes. The review confirmed that the process is technically functional, but that it needed stronger resilience due to manual data flows, Excel-based consolidation, people-dependent controls, and limited early-stage validation.

Hager is implementing a corrective action roadmap focused on stronger governance, formal validation gates, clearer data ownership, improved source-file controls, year-on-year consistency checks, outlier detection, and deviation analysis. These actions are intended to detect anomalies earlier, improve traceability, and reduce the risk of similar input-data errors recurring in future carbon footprint calculations.

4.2.2

Our 2021 baseline

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2021 was chosen as the base year because it was the first year in which robust data collection and controls were established across all relevant scopes. Since then, significant enhancements to data quality, granularity, and methodology have required refinement of the approach and recalculation of historical data to ensure year-on-year comparability.

During the latest review, assumptions that were no longer adequate and further data improvements were identified. Methodological changes include a shift from headcount-based extrapolation to an energy-intensity-per-square-metre allocation model differentiated by building type (Scope 1 and Scope 2). It also includes adjustments to Business travel categories (3–6), Commuting assumptions (3–7), and End-of-life data estimation (3–12), and the integration of measured values for Hager’s entity Pmflex (replacing extrapolated estimates) across all categories.

Corrections expanded emissions coverage to include additional accounting categories (3–1), IT-related data centres (3–2), and improved freight calculations by better aligning emission factors with actual shipping conditions, and refined emissions classification to better reflect transportation responsibilities and operational control (3-4). The most material changes relate to purchased goods (3–1), with cleaning of SAP¹⁷ weight data for selected product references. Concerning use-phase emissions (3–11), inconsistencies in 2025 product energy consumption data were identified following an engineering data update. Remediation was performed at the end of 2025, after which a detailed audit was conducted to validate the process and confirm no further issues remained. A structural improvement plan has since been initiated.

Overall, these changes increased the Scope 1 and 2 baseline by 10 ktCO₂e (from 59 to 69 ktCO₂e) and reduced the Scope 3 baseline by 1.080 ktCO₂e (from 2.666 to 1.586 ktCO₂e) compared to the figures submitted initially to SBTi. The corrected baseline and 2025 figures are set out in the table below.

4.2.3

Emissions evolution overview

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By 2025, Scope 1 and 2 location-based²⁰ emissions stood at 49.740 tCO₂e, a 27% reduction from the 2021 corrected baseline of 68.580 tCO₂e, confirming that Hager remains on track to meet its SBTi commitment. Total Scope 3 emissions reached 1.318.651 tCO₂e in 2025, a 17% reduction from the 2021 baseline of 1.586.489 tCO₂e. For a detailed view of carbon footprint evolution over the years and per category, refer to Annexure IV.

4.3

Decarbonisation across our value chain

The vast majority of Hager’s carbon footprint lives in the energy consumed by the products customers use for decades, materials suppliers provide, and the logistics networks that connect them. Reducing direct emissions is a necessary starting point. The hard work starts with Scope 1 and 2 and extends into Scope 3 emissions, and the greatest opportunity to avoid emissions altogether lies in the buildings Hager’s solutions help electrify. What follows is the roadmap that connects Hager’s own operations, its value chain, and the customers it serves.

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4.3.1

Scope 1 and 2 decarbonisation roadmap

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To achieve the 50% Scope 1 and 2 reduction commitment by 2030, a detailed roadmap has been developed around three strategic pillars: enhancing energy management, investing in carbon-efficient technologies, and sourcing renewable energy.

While Hager retains full accountability for its roadmap, the pace of delivery also depends in part on external factors. Key external dependencies include the availability of lower-carbon materials in line with sectoral decarbonisation pathways, continued progress in electricity grid decarbonisation consistent with IEA projections, and the commercial availability of renewable energy and low-carbon materials.

A share of Scope 1 and 2 emissions is associated with long-lived assets – manufacturing equipment, building infrastructure, and energy systems – whose technical and economic lifetimes extend beyond the near-term planning horizon. Certain manufacturing processes, such as thermal-intensive painting applications, currently depend on gas for technical reasons, creating transitional constraints on electrification. Similarly, residual emissions from refrigerants cannot be fully eliminated with today’s solutions, though Hager is actively transitioning towards lower global warming potential (GWP) alternatives.

Scope 1 and 2 decarbonisation levers, target 2030

4.3.2

Scope 3 decarbonisation roadmap

Scope 3 sits at the centre of the 2030 ambition. Hager is redesigning products with lower-carbon materials, improving use-phase efficiency, and working with suppliers and logistics partners to cut embedded emissions. A full Scope 3 plan is in development, with Board approval targeted for 2026.

Targeted actions aimed at CO₂e reduction have already been initiated, prioritising the two largest emissions sources: Purchased goods and services, and Use of sold products. The actions and the roadmap are based on the following strategic levers, identified to reduce upstream and downstream emissions across the value chain.

Product optimisation through low-carbon design

Reducing embedded emissions²² in Hager’s products through eco-design strategies focuses on raw materials and components; this includes lowering component weight, integrating low-carbon materials such as recycled plastics, and partnering with suppliers to decarbonise their operations, particularly through renewable energy sourcing and enhanced emissions reporting. These measures apply to both new product development and the optimisation of existing product lines.

The long-term impact of design decisions extends beyond embedded emissions. Electrical solutions typically remain in use for 10 to 20 years, meaning that material choices, component selection, and energy performance standards set during development determine a product’s carbon footprint throughout its entire lifetime. Reducing these downstream emissions requires systematic product transformation, not incremental adjustments, which is why the transition plan addresses use-phase performance alongside embedded carbon, integrating lifecycle thinking into both new product development and the continuous optimisation of existing lines.

Efficiency in the product use phase

Recognising the significant emissions generated during the use phase of products, Hager is improving energy efficiency through targeted design enhancements. These efforts aim to reduce energy consumption and power loss over the operational lifetime of solutions, directly lowering the carbon footprint borne by customers.

Grid decarbonisation scenario integration

To reflect future decarbonisation of electricity systems, national grid emissions intensity forecasts are incorporated into product impact assessments. These forecasts are based on credible international and national energy transition scenarios, aligned with the International Energy Agency (IEA), ensuring that projected emissions from product use reflect evolving energy mixes across markets.

Low-carbon logistics and distribution

Downstream transport emissions are being reduced through a structured transformation of logistics operations. This includes shifting freight from air to sea, transitioning long-haul road transport to rail, improving load factors, minimising energy use across logistics activities, and increasingly deploying low-carbon transport solutions such as electric vehicles and alternative fuels.

Management of business growth and activity scaling

As Hager continues to grow, emissions associated with Scope 3 categories will evolve with changes in sales volumes, employee numbers, and global logistics flows. To maintain the integrity of targets, emissions forecasts are adjusted for business growth, ensuring that both absolute and intensity-based reduction goals remain robust and credible.

Sustainable commuting and business travel

In addition to the levers where action is already underway, Hager is exploring ways to reduce mobility-related emissions by encouraging low-carbon commuting options such as carpooling and public transport. Similarly, revisions to corporate travel practices are being considered to reduce reliance on air travel and promote lower-emissions alternatives such as train journeys.

4.3.3

Avoided emissions

Avoided emissions are the GHG emissions prevented by a product or service relative to a reference scenario. The calculation compares two situations: a baseline estimating the emissions that would have occurred without the project, and a project scenario reflecting emissions once it is in place. Where the project produces a net reduction in CO₂e between the two, the difference is counted as avoided.

Helping customers improve their energy efficiency is central to Hager’s strategy and long-term value creation. By combining efficient technologies with data-driven insight and lasting partnerships, the company enables customers to cut consumption and cost, reduce their environmental footprint, and meet their own regulatory and climate targets, a collective contribution to the shift towards a low-carbon, resource-efficient economy.

Quantifying these savings is not yet systematic at Hager. Even so, preliminary estimates indicate that its products help end users avoid emissions, chiefly by improving efficiency and enabling lower-carbon energy use. Motion detectors and manual switches reduce electricity consumption by linking lighting to presence or schedules, particularly outside working hours. Programmable thermostats fine-tune heating and cooling, while contactors shift demand to off-peak hours, when the grid’s carbon intensity is lower. The gains are measurable and most pronounced when these products are retrofitted in existing buildings.

Two subsidiaries extend this impact with complementary services, pairing digital tools and real-time monitoring with expert guidance to optimise energy use at scale:

• Eficia manages building performance in real time, concentrating on heating, ventilation, and air-conditioning systems.
• Advizeo delivers digital energy management backed by consultancy, typically achieving savings of 15% to 20% across commercial clients’ building portfolios.

In the avoided-emissions table, energy savings (GWh) capture the volume of energy saved, while avoided emissions (ktCO₂e) depend on the energy carrier involved – electricity or heating fuels – and on location, as electricity grids have very different emission factors. Eficia’s savings come largely from electricity in France, where the grid emission factor is low, meaning that sizeable GWh reductions yield comparatively modest avoided emissions. Advizeo’s mix includes heating fuels and thermal networks, such as gas, fuel oil, and district heating, which are more carbon intensive than French electricity. Its avoided emissions per GWh are therefore higher, even though both deliver substantial energy savings.

Hager plans to multiply its impact fourfold by 2028. This means that energy savings, currently estimated to be equivalent to the annual energy consumption of 340.000²³ households, will reach the equivalent of 1.450.000 households by 2028.

Evolution of energy savings and avoided emissions, 2024–2025

4.3.4

Sustainability training programmes

Strategy and technology alone do not drive decarbonisation. People do. The training programmes described below are the human infrastructure behind the Blue Planet Commitment, ensuring that every employee, from manufacturing floors to leadership teams, understands what the transition requires and their role within it.

In support of the BPC, general and function-specific training programmes have been developed to foster a collaborative and inclusive effort, covering essential sustainability principles, carbon footprint awareness, and workplace best practice. This aims to support the skill development of Hager’s own workforce to intrinsically support the transition. By the end of 2025, over 85% of employees registered to complete training courses related to environmental topics had done so, including generic courses such as Blue Planet Starter.

In parallel, Blue Planet Champions (internal environmental experts embedded across functions and responsible for driving and promoting sustainability actions locally) received dedicated training on greenwashing. In 2025, 29 champions took part in a full-day session combining theoretical insights in the morning with a practical workshop in the afternoon. The objective of this training was to address the increasing regulatory scrutiny around greenwashing. It aimed to equip participants with a solid understanding of the ethical, legal, and communication challenges related to environmental claims, ensuring that Hager communicates in an accurate, responsible, and confident manner.

In addition, a dedicated internal “Sustainability Week” engagement campaign was deployed in 2025 to further strengthen awareness and engagement across the organisation. The initiative was structured in four complementary steps. It started with a teaser message from leadership shared via video conference and internal newsletter, aiming to engage managers and encourage them to actively involve their teams. This was followed by a global internal communication launching the Sustainability Week, outlining the key pillars of sustainability at Hager, with a particular focus on decarbonisation as a strategic priority.

The third step consisted of voluntary, function-specific sessions led by Blue Planet Champions (BPC), tailored to the realities and priorities of each function. These sessions combined a common corporate overview, including key updates from the Annual & Sustainability Report, with more targeted content covering general E3 awareness, functional achievements, and lessons learned. They also provided a platform to discuss employee engagement and identify upcoming challenges in a collaborative and solution-oriented way. The approach was designed to foster awareness, pride, and active participation, positioning every employee as a potential driver of change in Hager’s sustainability journey. To ensure inclusiveness, adapted formats were also deployed for manufacturing and logistics direct workers. The response confirmed the campaign’s reach: more than 900 colleagues took part, and among the 335 who shared their feedback, satisfaction averaged a high 5,17 out of 6.

4.4

Our energy consumption and mix

Energy consumption is central to the direct carbon footprint. It is also one of the areas where the gap between ambition and current reality is most visible, and most worth examining honestly. Operations still rely on energy sources Hager is working to phase out. The renewable share is growing, but the work is not finished. Measuring that gap accurately and reporting it with the same rigour applied to financial accounts is the starting point for closing it. This section describes how that measurement is done, and what it shows: the composition of the energy mix across the Group, the progress made in shifting it toward lower-carbon sources, and the areas where the transition still has further to go.

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4.4.1

Methodology

Energy consumption data is consolidated in accordance with the requirements of the ISO 50001 energy management system. Data collection processes are standardised and implemented across all sites, with regular audits performed for sites with an annual energy consumption exceeding 5 GWh. This approach ensures the accuracy, reliability, and completeness of reported energy data in line with regulatory expectations.

Consistent with Hager’s commitment to continuous improvement and transparency in sustainability reporting, the accuracy and coverage of energy consumption data have been enhanced for the latest reporting year. Previously, disclosures focused primarily on the energy consumption of major operational sites, such as manufacturing facilities. In 2024, the reporting scope was broadened to include more assets, including the full scope of distribution centres, thereby reducing the need for extrapolation previously required when data was unavailable.

Calculation methodologies have also been refined. This includes the correction of unit mismatches in fuel calculations and updating the conversion factor for fuel consumption in company cars to better reflect the actual consumption rates of the fleet. The car fleet is also differentiated by engine type, enabling accurate accounting for energy consumption from electric vehicles and PHEV (plug-in hybrid electric vehicle), as well as related capital goods.

4.4.2

Our energy mix

As part of broader decarbonisation efforts, Hager has continued to optimise energy consumption and transition towards more sustainable energy sources. The tables here present a detailed breakdown of total fuel and energy consumption over recent years. In 2025, total energy consumption, including fuel consumption, amounted to 207 GWh, representing a significant 27% decrease from 283 GWh in the 2021 base year, when comprehensive energy data collection was first implemented.

A major driver of this improvement has been the significant reduction in fossil fuel-based energy consumption, which dropped from 139 GWh in 2021 to 66 GWh in 2025. In particular, natural gas use declined by more than 64% over the period.

In line with the decarbonisation strategy, while fuel consumption was significantly reduced, the use of electricity and renewable energy sources has steadily increased. Moreover, differences in the energy mix also play a significant role in the GHG emissions profile.

For example, sites in France benefit from a lower emissions footprint due to the high share of nuclear power in the national grid, which is associated with lower GHG emissions. Therefore, alongside reducing total energy consumption, Hager is actively transitioning towards lower-emission energy sources, including renewables.

In this context, self-generated electricity from PV systems increased to 4 GWh in 2025 (up from 1,2 GWh in 2021). PV and biomass together covered around 3% of overall demand in 2025.