10.1

Our ethical commitment

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Ethical business conduct forms the overarching commitment that anchors both environmental and human sustainability programmes as Hager continues to implement its P2030 business strategy. As the company scales its solutions and expands its impact through the energy transition, it does so with a clear obligation to manage risks responsibly. This strengthens relationships across the entire value chain and creates lasting, shared value for every stakeholder relationship. Ethics is not a parallel workstream. It underpins every ambition.

Ethical principles guide everyday decisions across all roles and geographies. They translate into consistent behaviours, from how Hager engages with customers and suppliers to how it manages data, competition, and compliance. In this way, ethics becomes a practical system for navigating complexity and making the right choices, even in challenging situations.

Hager’s ethical commitment is embodied in the Ethics Charter and the accompanying Declaration of Principles on Respect for Human Rights, which clearly define the high standards that every member of the Hager team upholds (the coverage of these policies within Hager is detailed in Annexure VI). Together with robust governance, training, and reporting mechanisms, they help prevent misconduct, address risks such as corruption and conflicts of interest, and foster a culture of accountability and openness.

By embedding this ethical commitment in both policy and practice, Hager aims to ensure that customers and external stakeholders can rely on the company as a trustworthy partner, a partner that is politically and religiously unaffiliated, that endorses and upholds internationally recognised standards of human rights, and is dedicated to equal opportunity, diversity, and inclusion for all.

Hager operates a zero-tolerance policy for unethical behaviour, which is supported by robust integrity procedures and extensive employee training (see later in this section).

10.2

Driving ethical behaviour

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Hager implements its ethical commitments through four mechanisms: risk assessment, targeted training, whistleblower channels, and supply chain standards.

Hager applies the same standard of ethical risk assessment across all 75 entities worldwide, not only where regulation requires it. In 2025, the Legal and Risk function conducted a comprehensive risk mapping exercise covering 100% of operations, identifying exposures across competition law, anti-trust and cartel regulations, data security, harassment, discrimination, corruption, and fraud. One of the legal baselines for this approach is France’s SAPIN II legislation, which mandates regular risk assessment for French operations. Hager has chosen to extend that rigour globally, treating it as a floor rather than a ceiling.

To ensure that policies are effectively implemented, Hager invests in continuous training and awareness. The Ethics Charter, anti-corruption procedures, and the Let’s Talk! (10.3 Reporting integrity alerts) grievance mechanism are accessible through multiple channels, including the internal platform Hager Live!, the document management system, print communication, and the external website. This includes all members of governance bodies, including the Board of Directors and the Supervisory Board.

Furthermore, Hager provides mandatory training programmes on ethical issues. These ensure that employees understand key ethical risks such as corruption and discrimination and are equipped to act responsibly and with confidence in their day-to-day decisions.

These principles extend across governance and the value chain. All members of administrative, management, and supervisory bodies are fully informed about the ethics framework, ensuring accountability at the highest level. At the same time, the Supplier Code of Conduct embeds ethical, social, and environmental expectations into purchasing processes and contractual relationships.

10.2.1

Ethics training programme

Hager’s Business Integrity Training programme includes specialised ethics training modules developed in-house by Hager specialists. They equip people with the knowledge and skills necessary for navigating the ethical issues that employees may encounter in the course of business activities. All training materials are regularly reviewed and updated to ensure employees have access to the latest topics and insights.

Core modules include Business Integrity @ Hager (for new employees), an Ethics Risks workshop (for leaders), Ethics and Investigations (for Ethics Ambassadors), and Discrimination and Harassment (for employee representatives).

Let’s practice!

Introduced in 2021, Let’s practice! is a bespoke Hager training programme that makes effective use of gamification and is delivered as a “serious game,” an interactive method of teaching and learning which draws on the techniques of game design.

Participants are familiarised with the principles of business ethics, situational analysis, and ethical decision-making, based on real-life scenarios including discrimination, harassment, unfair treatment, racism, and conflicts of interest. Focused initially on managers, this course is now being rolled out globally to support the entire Hager workforce with the best possible ethics guidance. As of 2025, 3.496 employees had completed this training.

E-learning

Further standardised compliance integrity e-learning modules are currently being rolled out as part of the overall Business Integrity Training programme. These are: Anti-bribery and Corruption, Fraud and Conflict of Interest, and Discrimination and Harassment. This programme covers all connected Hager workforce globally (i.e. those who have a Hager email address and access to Hager Live). In 2026, two more modules – “Fraud” and “Antitrust” – are being added to the programme.

By the end of 2025, 81% of connected employees had completed all three training modules, while 601 more employees started the training during this period. Further details regarding training are detailed in Annexure VI.

10.2.2

Ethics ambassadors

Our network of ambassadors is bringing our ethical principles to life every day, highlighting the importance of the human factor at Hager. Established in 2020, this group, representing a wide range of roles and locations from across Hager, has now grown to 21 people from 10 different countries.

Every ambassador is a volunteer and acts both as a powerful advocate for the Ethics function and as a valuable resource for any colleague encountering an ethics challenge. Ambassadors take on a range of important activities including training delivery, charter promotion, employee guidance, management liaison, and support for investigations.

This is a potentially sensitive role, and a crucial one from the perspective of business integrity, so volunteers are accepted as ambassadors based on their high level of familiarity with Hager ethics policies and procedures, their communication skills, and a clear commitment to exemplary standards of behaviour.

The plan from 2026 onwards is to prioritise the structured training and certification of Ethics Ambassadors and increase their number to 38 across the Group by 2027. This initiative is intended to strengthen Hager’s ethical culture by equipping designated employees with the necessary knowledge, tools, and credibility to promote integrity, support colleagues, and uphold the Code of Conduct across the organisation.

10.3

Reporting integrity alerts

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Hager fosters a culture of integrity, ensuring every employee and stakeholder feels safe and empowered to raise concerns. The Group’s integrity reporting system, Let’s Talk!, plays a central role in this approach by providing a trusted, accessible channel for reporting potential misconduct, unethical behaviour, and non-compliance.

Open to employees, temporary staff, customers, suppliers, and other external stakeholders, the platform enables reporting at any time, in any language, either anonymously and confidentially. The system is supported by internal reporting routes involving managers, human resources business partners, Ethics Ambassadors, and the Ethics team, as well as through an independent third-party platform (Safecall).

All reports submitted through Let’s Talk! are assessed and managed under the responsibility of the Ethics Officer, ensuring consistency, independence, and accountability throughout the process. Hager is committed to acknowledging 100% of reports within 48 hours and conducting admissibility reviews within 15 working days. In situations requiring urgent attention, immediate action is taken. Investigations are conducted by trained Ethics team members and independent experts operating outside the management line concerned to ensure impartiality throughout the process.

To safeguard integrity and trust, all investigators sign confidentiality agreements and declarations confirming the absence of conflicts of interest, while the identity of whistleblowers is strictly protected and never disclosed within investigation processes or reports. The effectiveness of the system is monitored weekly through key performance indicators, including resolution time, closure rates, and stakeholder impact, with regular oversight provided by the Board of Directors.

In 2025, Hager received 60 reports through Let’s Talk!. This sustained level of reporting reflects continued awareness of the system and confidence in its accessibility among both internal and external stakeholders.

The nature of reported cases remained broadly consistent with previous years, with the majority relating to workplace interactions and behavioural concerns. This trend highlights the importance of maintaining a respectful and inclusive working environment, as well as the willingness of employees to raise concerns when expectations are not met.

More detailed categorisation of cases shows that issues such as bullying, unfair treatment, and moral harassment continue to represent a significant share of reports. While these figures provide important visibility, they also reinforce the need for ongoing prevention, awareness, and management engagement.

Let's Talk! governance

All concerns raised during the reporting period, including those related to potential corruption, were systematically reviewed in line with Hager’s established procedures. This reflects the Group’s commitment to consistent, transparent handling of integrity matters. In parallel, Hager maintains a zero-tolerance approach to human rights violations, as set out in its Declaration of Principles on Respect for Human Rights.

In 2025, outcomes confirm both the effectiveness of these processes and continued progress in key areas:

• Ten incidents of discrimination and harassment were confirmed.
• No cases of corruption were confirmed, and no related disciplinary actions, contract terminations, or legal proceedings were required (see Annexure VI for further details).
• No severe human rights violations – including child labour, forced labour, or human trafficking – were identified.
• No fines, penalties, or compensation payments were recorded in relation to human rights incidents.

Where reports were substantiated, sanctions or corrective actions were applied in line with Hager’s internal policies. In 2025, these included three disciplinary dismissals.

10.4

Ethical risk assessment

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While the integrity alert system addresses issues as they surface, the ethical risk assessment programme is designed to identify exposures before they materialise.

In 2025, Hager conducted a Group-wide ethical and human rights risk assessment in alignment with the Cradle to Cradle Certified® (C2C)³ standard and in accordance with United Nations guidelines. A four-step risk assessment process enabled the identification and evaluation of ethical risks within and around the business.

The risk assessment covered all exposed functions involved in the control of operations across the 75 entities listed in the financial statement. This assessment covered all sites including sales and manufacturing offices, representing 100% of Hager’s operations with exposure to corruption and human rights related risks. Production activities themselves were not identified as exposed activities, but all functions linked to production (e.g., supply chain) were fully included in the assessment.

Risk was evaluated against likelihood and impact in ten categories:

• Discrimination with respect to employment and occupation
• Harassment and abuse
• Forced or compulsory labour⁴
• Child labour⁴
• Excessive working hours
• Restrictions on freedom of association
• Employee health and safety⁴
• Non-compliance with legal minimum wage and benefits
• Restrictions in providing a living wage
• Non-compliance with fair and ethical business practices (including corruption and bribery)⁴

Based on this assessment, Hager identified four high- and medium-priority human rights risks across the value chain. These risks are addressed through a targeted due diligence approach, focusing on strengthening supplier controls related to forced labour and ethical business conduct, while reinforcing preventative and corrective measures to enhance occupational health and safety across operations and partnerships.

10.5

Embedding sustainability into our supply chain

10.5.1

Our ambition for responsible sourcing

By 2030, Hager aims to have decarbonised its supply chain in line with its SBTi Scope 3 target and embedded ethics and human rights standards across all direct and indirect sourcing relationships.

The programme focuses on two levers: decarbonising the supply chain and upholding ethics and human rights.

Decarbonisation

• Target: 25% reduction in carbon emissions linked to Scope 3 direct sourcing operations by 2030 compared with the 2021 baseline.
• Action: Request product-level carbon footprints, track supply chain GHG data, and use those results to steer sourcing decisions.

Ethics and human rights

• Target: 90% of targeted suppliers formally committed to Hager’s Supplier Code of Conduct by 2030.
• Action: Engage suppliers on Hager’s sustainability requirements and encourage them to commit to Hager’s Code of Purchasing Conduct or equivalent standards.

The approach to sustainable sourcing is risk-based and is currently anchored in direct sourcing⁵ operations, where the most significant impacts occur. At the same time, Hager is systematically extending this approach to indirect sourcing⁶ activities, with the ambition to embed consistent sustainability standards across all purchasing categories.

10.5.2

Driving responsible sourcing through a risk-based approach

Hager’s supply chain risk management operates through two complementary tools: EcoVadis IQ+ for structured sustainability maturity assessment and Sphera for real-time human rights violation monitoring, together covering more than 80% of direct procurement spend. The risk-based approach is currently anchored in direct sourcing, where impacts are most significant, and is being systematically extended to indirect sourcing. All suppliers are required to commit to the Supplier Code of Conduct at the point of contracting.

Building on this, Hager continuously monitors risks across the supply chain to identify areas with elevated exposure, enabling prioritisation of high-risk suppliers for further assessment. These suppliers undergo sustainability assessments at Hager’s request, through recognised third-party platforms such as EcoVadis.

Where gaps are identified, Hager engages in constructive dialogue with suppliers and implements corrective action plans, ensuring measurable progress over time. This end-to-end approach enables the company to move beyond compliance, strengthening transparency, mitigating risks, and driving continuous improvement across the value chain.

10.5.2.1

Supplier Code of Conduct

Hager’s Supplier Code of Conduct: purchasing conduct, ethics & sustainable sourcing translates E3 principles into contractually binding requirements for all partners, covering ethical behaviour, social responsibility, and environmental care. Acceptance is mandatory at onboarding and is embedded in supplier contracts.

The acceptance of the Supplier Code of Conduct is a mandatory step in the supplier onboarding process and is also embedded in contractual agreements. In 2025, Hager strengthened its methodology to ensure a more robust and auditable representation of supplier commitment. Previously, acceptance was reported based on multiple criteria, including the presence of contractual clauses on environmental, labour, and human rights requirements, as well as suppliers who had accepted the Supplier Code of Conduct through the online onboarding system, regardless of whether a valid contract existed during the reporting period.

From 2025 onwards, Hager has aligned its approach with stricter eligibility criteria and defined a new scope. Only those targeted suppliers who (i) have a valid contract within the reporting period and (ii) have formally committed to the Supplier Code of Conduct as part of that contract are now considered.

Applying these stricter criteria, 21% of targeted suppliers⁷ formally committed to the Code in 2025. The 2024 figure of 76% was based on broader criteria, including Code of Conduct acceptance not necessarily supported by a valid contract in the reporting period, which constitutes a less auditable basis. The 2025 figure is therefore more accurate, not lower. An outreach campaign was launched in Q1 2026 to increase Hager’s coverage among suppliers with high and medium-high sustainability risks. As of May 2026, 67% of the targeted suppliers have formally committed to the CoC.

Likewise, with this change of scope, 23% of targeted suppliers⁸ have valid contracts that include clauses on environmental, labour, and human rights requirements. This same campaign mentioned just above also contributed to increase Hager’s KPI to 55% in May 2026.

10.5.2.2

Assessing and mapping supply chain ESG risks

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EcoVadis IQ+ and Sphera each serve a distinct function within this framework.

Sphera monitors publicly available data to flag potential ESG risks linked to tier 1 and some tier 2 and 3 suppliers across all purchasing functions. For instance, 2.042 direct suppliers are continuously screened, representing more than 80% of total procurement spend. When potential violations occur, Hager applies a structured four-step compliance process:

1. Identification of the violation
2. Risk categorisation (low, medium, high)
3. Corrective action planning
4. Monitoring and closure

This risk monitoring process ensures prompt intervention and reinforces the commitment to responsible sourcing, confirming a timely response and continuous improvement across the supply chain.

In 2025, monitoring processes identified 12 direct sourcing⁹ suppliers with actual or potential social compliance violations and 5 direct sourcing suppliers with actual or potential environmental violations.

All suppliers with actual or potential violations are contacted and required to take corrective action and establish preventative measures to avoid recurrence. Once the corrective action plan has been fully implemented, the case is closed. If a supplier is unable or unwilling to respond or to implement the required remedial actions, this may result in termination of the business relationship. No supplier relationships were terminated during the reporting period.

While Sphera continues to be used to monitor integrity-related alerts within the supply chain, EcoVadis IQ+ supports a deeper assessment of sustainability maturity, enabling earlier and more proactive identification of environmental and social risks. The tool also guides the prioritisation of mitigation actions and encourages suppliers to engage in robust sustainability assessments. It enables a more structured and data-driven assessment framework, supporting transparent risk mapping and more consistent follow-up actions across categories and regions. Therefore, in 2024, Hager decided to switch supplier risk mapping from Sphera to EcoVadis IQ+ as a reference for monitoring the sustainability risk among its supply base.

In 2025, 375 suppliers were screened through EcoVadis IQ+. The screening approach prioritises suppliers based on spend and overall sourcing criticality. Suppliers are assessed in two respects:

• Sustainability risk (environment, labour and human rights, ethics, sustainable procurement) adjusted for industry and country.
• Procurement risk (spend and criticality for Hager business continuity). EcoVadis IQ+ combines external datasets, live risk scanning, and EcoVadis ratings, when available, to classify suppliers from very low to very high risk. Based on the assessment, 89 trading partners were flagged as very high, high, or medium-high suppliers. Of these, 98% are covered by Sphera monitoring, which includes alerts on corruption and cybersecurity breaches.¹⁰

Hager applies a tiered, risk-based approach to engage with the suppliers effectively:

• High/very high risk: prioritised for corrective action plans; persistent non-compliance may lead to contract termination.
• Medium risk: required to improve based on scorecard results, with ongoing monitoring.
• Low risk: subject to routine checks and simplified scorecard sharing.

This structure helps focus efforts where risks are highest, while maintaining efficient oversight for lower-risk suppliers. For high-risk suppliers, Hager launched a pilot to test engagement.

In 2025, Hager ran a first structured EcoVadis scorecard campaign targeting 31 high-risk suppliers across three categories: indirect sourcing, direct sourcing, and transport & logistics. The goal was to establish a quantified sustainability baseline for key partners and identify where targeted engagement is most needed.

By December 2025, 21 suppliers (68%) had made a scorecard available, whether published on the EcoVadis platform, shared directly at Hager’s request, or accessible through a parent company scorecard. This response rate exceeds the 46% industry average. Of the remaining suppliers, nine declined to participate and one submission is in progress under active follow-up.

The pilot surfaced two practical learnings. Earlier communication of campaign timelines improved supplier readiness, and a clearer protocol for handling parent-company scorecards reduced ambiguity. Both are standardised in the 2026 roll-out, alongside a dedicated re-engagement process for suppliers that declined in 2025.

10.5.3

Responsible sourcing of conflict minerals¹⁵

To uphold responsible sourcing, Hager runs a conflict minerals due diligence programme for tin, tungsten, tantalum, and gold (3TG). Working with Assent, Hager maps the origin of 3TG in all relevant products and requires identified suppliers to submit the Responsible Minerals Initiative Conflict Minerals Reporting Template (CMRT).

In 2025, Hager expanded its responsible minerals assessment to 451 suppliers, representing more than 95% of spending in categories where 3TG may be present. Of these suppliers, 372 responded to our request, achieving a response rate of 83%, up from 79% in the previous year. This improvement is particularly noteworthy given the significant increase in coverage, which increased from 309 suppliers in 2024 to 451 in 2025. Among the responding suppliers, 202 confirmed that the products supplied to Hager do not contain any 3TG minerals.

10.5.4

Supporting local suppliers

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In 2025, 80% of Hager’s procurement spend was directed to local suppliers across key manufacturing markets: China, France, Germany, India, Italy, Poland, Spain, and Switzerland, consistent with 2024.

10.5.5

Sustainable sourcing training

Launched in 2024, the programme “Understand sustainable sourcing for a better future” covers environmental risk, human rights, and ethics in sourcing decisions. In 2025, 89% of Category Managers and Regional Buyers globally completed it, consistent with the 2024 completion rate.

10.6

Digital trust and data security¹⁶

As operations and partnerships become increasingly digital, protecting information systems and personal data extends the same ethical commitment into the cyber domain. Hager integrates “Security by Design” principles across its products, systems, and digital services through a robust cybersecurity governance framework, primarily driven by its Document Management System. This approach combines independent external audits, mandatory employee awareness training, penetration testing, vendor assessments, and a structured incident management process.

Security controls and protocols are systematically validated from the earliest stages of projects through internal processes, including assessments and the implementation of technical and organisational measures. Particular attention is also given to the human factor. These principles are defined internally in collaboration with business partners and stakeholders, ensuring they become part of routine practice while continuously evolving with external expertise and competencies. All incidents are formally recorded, monitored, and managed through a dedicated response process. In 2025, 27 confirmed information security incidents were recorded, compared with 31 in 2024, reflecting an improvement in Hager’s cybersecurity resilience and risk management practices.

This cybersecurity framework is reinforced by a 24/7 Security Operations Centre (SOC), continuously monitoring digital environments and attempted security breaches through multiple layers of protection. Supported by advanced AI capabilities, the SOC acts as a real-time control tower, capable of detecting weak signals of potential cyberattacks, enabling immediate response with the most appropriate countermeasures.

Hager has implemented mandatory data protection training for all employees in roles exposed to cybersecurity risks, with a strong focus on the human factor as a key element of resilience. In 2025, nearly 90% of eligible employees completed the programme within its first year of roll-out. A similar approach has been adopted for GDPR compliance, with an updated and modernised version recently deployed. In addition, each factory conducts annual training exercises based on crisis scenarios to strengthen preparedness and incident response capabilities.

Hager has also established an AI Charter to promote the ethical, transparent, and responsible use of artificial intelligence across the organisation. This framework sets out principles for identifying relevant AI use cases, managing data privacy and compliance risks, and safeguarding the interests of employees, customers, and society at large.

Finally, Hager is proactively preparing for compliance with key emerging European digital regulations, including the Cyber Resilience Act (CRA), NIS2 Directive, Data Act, and AI Act. This commitment further reinforces the Group’s ambition to develop secure, trustworthy, and future-ready digital ecosystems.

10.6.1

Supply chain data security

In today’s digital world, security is only as strong as the weakest link, which makes cybersecurity a supply chain issue as well as an internal one. Even if Hager’s systems are well protected, suppliers and partners are often connected through data exchanges, system integrations, or shared digital tools. If one of them is compromised through a cyberattack, data breach, or compliance failure, it can also impact Hager.

Cybersecurity therefore goes beyond Hager’s own environment:

• Data are constantly shared across organisations
• Third parties often have system access for business needs
• GDPR requires responsibility for how partners handle data
• Suppliers are frequent targets for cyberattacks

That is why Hager works closely with its suppliers and partners to strengthen cybersecurity, ensure GDPR compliance, and improve resilience across the whole value chain. Hager also continuously evaluates approximately two to three vendors or solutions every week to ensure that security standards and risk expectations remain consistently aligned.

10.7

Responsible corporate citizenship

Giving back to the communities that form the bedrock of Hager’s success is something the company has always been proud to do. The Peter und Luise Hager Foundation was created in 2010 to provide a more structured, constructive, and impactful approach to charitable giving.

From relatively humble beginnings, just like the Hager business itself, the Foundation has grown to the point where, today, it supports over 50 ongoing projects with a combined budget (in 2025) of around €700.000.

From small-scale local endeavours to large international projects, these are all dedicated to fostering meaningful engagement in five main fields: education and learning, arts and culture, the environment, social projects, and science and research. Many of these projects have been initiated and brought to life by the Foundation itself and can be found on the website.

2025 highlights:

• Rounding up the cents: small contributions, big impact

  Throughout 2025, colleagues from across all German and French Hager locations participated in the “Rounding up the cents” initiative, donating the fractional cent amounts from their monthly net salaries to the Foundation, a maximum of 99 cents per person per month. At the end of the year, the Foundation tripled the total collected, resulting in €17.000 donated to seven organisations in Germany, including food banks in Homburg, Pirmasens, and Olpe, the Children’s Home Pallotti Haus in Neunkirchen, GFO Josefshaus Stationäre Kinder- & Jugendhilfe, “Die Arche” Kinderstiftung in Berlin, and the Caritas social service centre in Wenden, and €7.000 donated to two organisations in France: Petit Cœur de Beurre and Banque Alimentaire du Bas Rhin. €24.000 in total, proving that many small contributions really can create something big.

• A first-ever Wish Tree campaign

  For the first time, festively decorated Christmas trees bearing wishes from children in local children’s homes were placed in the reception areas at the Blieskastel and Ottfingen sites. Around 200 wishes from the “Neue Haus Sonne” in Gersheim and “Pallotti Haus” in Neunkirchen were displayed in Blieskastel, and 50 wishes from “Josefshaus” in Olpe at Ottfingen. All wish tags were taken within a very short time, a testament to the generosity and warmth of colleagues. Just in time for Christmas, the presents were delivered, bringing smiles to many children’s faces.

• A record-breaking summer fundraiser for Hager’s 70th anniversary

  At the summer event in Blieskastel, held to celebrate 70 years of Hager, colleagues raised an impressive record amount of around €8.000. The Peter und Luise Hager Foundation doubled this to €16.000, which was shared among five regional organisations selected from employee suggestions: Caritas Zentrum St. Ingbert (“Treff em Gaessje”), Elterninitiative krebskranker Kinder im Saarland e.V., Förderverein “Mama/Papa hat Krebs” Kaiserslautern e.V., HUNKAPI – Verein zur Förderung der Mensch-Tier-Beziehung e.V., and Erlebnishof Gerhardsbrunn. A further fundraising campaign at the Hammersbach site collected around €880, which the Foundation rounded up to €1.500 for NABU Kreisverband Main-Kinzig e.V.

In addition to the ongoing project work through the Peter und Luise Hager Foundation, Hager colleagues are encouraged to get involved too. Every team is welcome to submit proposals for projects in their local area that align with the Foundation’s values, and a wide range of ideas is received every year. The beauty of these projects is that they are implemented by people who know exactly what their local area needs, and what can have the most positive impact on the ground. The Foundation co-ordinates with local employees and management to fund and deliver projects, and the results are always enriching, improving the life of local communities and strengthening the bond between Hager and the places it takes great pride in being part of.

Some of the activities delivered in 2025 include:

• In February, the Manufacturing Industrialisation team from Blieskastel repainted the entrance hall and parts of the stairwell at Dellengarten School in Saarbrücken.
• In March, the TAI Community at the Blieskastel site took part in the Saarland-wide “Picobello” litter collection campaign, with apprentices and interns collecting litter in small groups around the site in the spirit of environmental protection and community solidarity.
• In May, the Customer Service Complaints (KSR) team joined forces with three other departments to support the Ronald McDonald House in Homburg (Saar), assembling furniture, cleaning windows and blinds, maintaining the garden and courtyard, and washing curtains.
• In September, colleagues from Sales & Marketing Germany picked three full boxes of apples from trees on the premises during their break, donating the fresh produce to the food banks in Homburg and Pirmasens.
• In December, trainees from the Blieskastel site joined the Street Outreach Bus (Kältebus) in Saarbrücken for a night shift, preparing a warming stew for overnight guests. The HVG works council also packed Christmas gift packages for residents of a nursing home in Ensheim.

A big thank you goes out to everyone who participated in all these campaigns and activities in 2025.

Initiatives under the Peter and Luise Hager Foundation: