8.1

Our policies and targets

The People Ambition establishes the why – the conviction that long-term performance depends on the value Hager creates for people. The Care Approach establishes the how. The Human Sustainability Charter and the Declaration of Principles on Respect for Human Rights establish the what. These are formal commitments, grounded in stakeholder dialogue and double materiality, that are auditable, monitored, and reported transparently.

The three instruments work in sequence. The Charter sets principles across all Hager-owned and -operated sites and relevant stakeholders, ensuring human sustainability across our value chain. The Declaration of Principles extends those commitments across the value chain, anchored in the Universal Declaration of Human Rights¹, ILO Conventions², the UN Guiding Principles on Business and Human Rights³, and the OECD Due Diligence Guidance⁴. The 2030 targets make each Care pillar measurable: concrete thresholds, tracked centrally, that close the gap between aspiration and accountability. Together, they form the policy framework that the sections below bring to life.

ESRS S1-1

Our People Frame

The Human Sustainability Charter and Hager’s 2030 targets do not exist in isolation. They are anchored in the cultural framework that defines how Hager operates: the values every employee holds, the behaviours that drive performance, and the principles that guide leadership. Together, these three rings form the cultural compass within which all People policies are designed and enacted.

A charter shaped by dialogue and materiality

The Human Sustainability Charter sets out Hager’s principles on human rights, labour standards, diversity, health and safety, social dialogue, and learning and development. It applies across all Hager-owned and -operated sites, and Hager expects its partners and suppliers to uphold the same general commitments, ensuring human sustainability across our value chain.

In accordance with ESRS S1, Hager discloses below the quantitative objectives and time-bound targets established under its Human Sustainability Charter, which constitutes the primary policy instrument governing the Group’s commitments towards its own workforce. These targets address material impacts, risks, and opportunities identified in relation to working conditions, equal treatment and opportunities, and other work-related rights as required under ESRS S1-4 and S1-5. Progress against each target is monitored centrally and reported on an annual basis. Where targets remain in the early stages of implementation, this is disclosed transparently in accordance with the principle of balanced reporting.

Labour rights and Human Rights Charter

The Declaration of Principles on Respect for Human Rights sets out Hager’s commitment to respect human rights across its operations, value chain, and supplier relationships. It helps protect Hager’s own workforce, workers in the value chain, and local communities that may be affected by the company’s activities.

Through the Declaration, Hager commits to protecting the following rights: 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; right to education; right to privacy and data protection; and protection of local communities and indigenous peoples.

The Declaration also explains how Hager implements human rights due diligence, both within its own business divisions and across its direct and indirect suppliers. Respect for human rights is a fundamental part of Hager’s corporate responsibility. Hager, therefore, expects its employees, business partners, and all stakeholders to respect human rights and to refrain from infringing upon them. These commitments are based on internationally recognised standards. They include the Universal Declaration of Human Rights, ILO Conventions, the UN Guiding Principles on Business and Human Rights, and the OECD Due Diligence Guidance.

Resources related to actions addressing material impacts, risks, and opportunities

The policies and targets set out above establish what Hager commits to. The following disclosure addresses how those commitments are resourced – the functions, structures, and budgets through which material actions are brought to life across the organisation.

Dedicated functions are responsible for addressing material impacts, risks, and opportunities related to Hager’s own workforce. The resulting actions are carried out within existing HR, health and safety, and operational structures and were funded through current functional budgets in the reporting year.

At Group level, quantitative data on key resources are not yet fully consolidated, including financial spend and FTE⁵ (Full-Time Equivalent) allocation per action. Resources are currently tracked within broader functional cost structures rather than allocated separately by action. To improve this reporting, Hager is strengthening its data governance framework, which will increase transparency and allow better traceability of resource deployment in future reporting cycles.

Hager reports on existing actions for its key material topics, such as training and skills development, and health and safety. Strategic actions in additional areas, including working conditions, other labour-related rights, and diversity and inclusion, are under development.

Further details on actions taken and targets set are provided in the thematic sections that follow.

Hager Care key commitments

8.2

Our workforce profile and coverage

The policies, targets, and commitments outlined earlier in this chapter define what Hager is working towards and why. This section turns to who: the people these commitments are designed to serve. Understanding the scope, composition, and geographic spread of Hager’s workforce is the necessary foundation for any credible account of human sustainability. Clearly defining the workforce in scope provides a solid basis for assessing targets and measuring progress fairly. The workforce profile presented in section 8.2, therefore, provides the baseline against which all subsequent disclosures – on health and safety, learning, engagement, and fair treatment – should be read.

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Hager’s workforce spans every function required to create buildings that are safer, smarter, and more sustainable. Hager’s engineers design electrical solutions that reduce energy consumption across different applications. Its manufacturing teams ensure every product meets safety and quality standards before it leaves the plant. Its supply chain and logistics teams optimise delivery routes and inventory, reducing costs and carbon while guaranteeing on-time delivery. Its sales teams translate technical capability into solutions tailored to each building’s needs and climate zone. Its customer support teams ensure installations work correctly from commissioning through to operation, maximising system performance and longevity.

Beyond product delivery, Hager’s strategy teams set the long-term direction that guides all other functions toward sustainable growth. Its innovation and R&D teams develop next-generation products that address evolving market needs and regulatory requirements. Its digital and IT teams build the software platforms, data systems, and connectivity that enable Hager’s solutions to be smart and remotely managed. Its procurement teams source materials responsibly, ensuring sustainability standards are upheld across the supply chain. Its quality and compliance teams verify that every product meets safety, environmental, and regulatory requirements.

Hager’s people and organisational development teams build the systems, culture, and capabilities that allow the organisation to scale and retain talent. Its finance and business operations teams ensure resources are allocated efficiently to the priorities that matter most. Its health and safety teams prevent workplace incidents and protect the Group’s 12.000+ employees. Its sustainability and environmental teams ensure that operations and products advance the energy transition. Its marketing and communications teams help customers and markets understand how Hager solutions create value.

Each role – from the engineer designing efficiency into a circuit breaker to the IT specialist enabling remote energy management, to the procurement manager sourcing sustainable materials – contributes directly to buildings that perform better, cost less to operate, and emit less GHG emissions. This distributed expertise, working together, is how Hager creates lasting value.

Employees

Hager operates globally and employs 12.800 people. Production activities are primarily concentrated in Europe, China, and India. Outside these regions, Hager’s presence mainly consists of service, sales, marketing, and distribution offices. Consequently, locations with fewer than 100 employees are primarily dedicated to these business activities.

Women represent 40% of Hager’s overall workforce, a figure that has remained consistent across the last three reporting cycles, reflecting a broadly balanced workforce composition across the Group. Building on this foundation, Hager continues to strengthen the representation of women in leadership positions through its 2030 ambition of reaching 30% women in senior management roles. Strengthening diverse leadership is important to Hager’s long-term success, bringing broader perspectives, supporting innovation, and helping ensure that leadership reflects the diversity of its people. In 2025, women represented 23% of senior management positions, reflecting ongoing progress supported by targeted diversity, development, and talent initiatives. Further details are provided in section 8.6.2 Diversity in our workforce.

Further details of Hager’s workforce are available in Annexure V.

Non-employees

The non-employee workforce includes individuals who do not have direct employment contracts with Hager (such as contractors and leased employees). For reporting purposes, this group of 1.420 individuals is tracked separately because they have not yet been consolidated into Hager’s central Human Resources Information System (HRIS)⁷.

The composition of the non-employee workforce is as follows:

• Leased employees represent the largest category, at 1.100 individuals (78%). They are employed by third-party leasing companies and primarily work at Hager’s manufacturing and logistics sites, functioning as operational extensions of Hager’s teams.
• Contractors and temporary specialists account for approximately 320 individuals (22%). They are engaged for defined periods to provide specific skills or specialised expertise on projects.

Evolution of non-employees, 2023–2025

8.3

Physical and mental health and safety

With the workforce profile established, the question that follows is how well Hager protects its people. With operations spanning more than 30 countries, its 12.800 employees and 1.420 non-employees operate across manufacturing sites, logistics operations, and commercial offices, reflecting a highly diverse operational footprint. The diversity of working environments across Hager, from production floors and warehouses to engineering labs and sales offices, exposes employees to a wide range of physical and mental health risks. This makes a systematic and consistent approach to health and safety essential across all operations.

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Hager’s approach to occupational health and safety begins with a conviction that runs through its P2030 strategy: a safe and healthy workplace is the foundation of a resilient organisation. To reflect that conviction in how Hager operates, health and safety was elevated to a Group-level function in 2024, ensuring it receives the strategic attention and resources it requires at every level of the organisation.

Hager’s ambition extends beyond minimum legal requirements. From ergonomic investment to mental health support, health and safety is managed as a long-term commitment to its people.

The Hager Safety Charter gives that commitment its operational form. It defines the behaviours and standards expected of every employee and non-employee working at Hager sites, and brings together ten Golden Safety Rules alongside core safety messages that apply across the organisation. The Charter also promotes a shared mindset of continuous improvement, recognising that safety culture must be actively maintained and regularly strengthened over time. The Golden Safety Rules are integrated in the Safety Charter and are available to employees through Hager’s internal communication platform Hager Live! and our document management system.

For all employees

Hager’s Golden Safety Rules for all employees

8.3.1

Mission zero

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To deliver on the promise of a safe workplace, Hager launched the Mission Zero project in 2024. It is an organisation‑ wide programme, with an initial focus on production, logistics, engineering, laboratories, prototyping, and industrialisation. The programme is designed to ensure consistent safety standards across the organisation and to establish clear lines of responsibility, reporting, investigation processes, and preventative guidance for identified health and safety risks.

The goal is to empower all employees to manage existing and emerging health and safety risks. Two complementary levers support this goal: Group-wide standards for managing health and safety risks, and function-specific targets for high-risk areas. Together, they are expected to strengthen safety performance and protect employee wellbeing, in line with the objectives of the Hager Safety Charter.

To track the effectiveness of Mission Zero, Hager has defined a target for the Lost Time Accident Rate (LTAR) as a cornerstone of its multi-year journey toward a fundamentally safer workplace. This target ensures that the health and safety objectives set out in the Safety Charter and Human Sustainability Charter remain on track year by year. The aim is to reduce LTAR by 5% annually until 2030 – a commitment that reflects the sustained effort required to embed safety culture across the organisation. This target applies to all Hager operations worldwide.

In 2025, LTAR reached 2,42, a reduction of 7,6% compared to the previous year, exceeding the annual target. This progress demonstrates momentum, yet Hager recognises this as an early chapter in a longer transformation. Each year’s improvement builds the foundations for safer workplaces and stronger safety behaviours across all sites and functions.

Hager is also enhancing open engagement on health and safety through the Behaviour-Based Safety (BBS) programme, recognising the value employees bring when they suggest how to improve conditions at work. In 2025, 10.192 safety observations were registered through BBS – almost four times the number recorded in 2024.

In line with Mission Zero, Hager set a target to establish Safety and Health Management Systems, prioritising significant locations of its operations. Accordingly, 96%⁸ of manufacturing sites that constitute these locations are individually certified by third parties to ISO 45001 for Safety and Health Management Systems. These sites cover 90% of Hager’s own employees and 100% of non‑employees within its own workforce. For Hager’s manufacturing site in Pune, India, the certification is scheduled for mid-2026, which will bring the coverage to 100%.

Hager also continues to strengthen emergency preparedness. This includes first-aid training that enables employees to become certified first aiders (e.g. in France and the UK), combined with exercises to test emergency response procedures, and debriefs to identify improvement actions. In some locations, local teams complement these structured programmes with additional measures. These include wellbeing allowances, support for sports and recreational groups, wellbeing committees, gym memberships, and access to fresh food options.

8.3.2

Reporting workplace incidents

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Local management is accountable for the health and safety of their teams, including a safe workplace environment and safe processes. Clear protocols and systems are in place to ensure compliance with all relevant regulations. Health and safety work includes identifying hazards, assessing risks, defining mitigation measures, and the continuous improvement of prevention systems. Employees and other relevant stakeholders are required to follow Hager’s health and safety protocols and are also encouraged to raise safety concerns or suggest improvements through a manager, the local Occupational Safety Specialist, or the Kaizen alert card system.

Alongside preventative programmes, Hager is committed to continuous improvement. Incident reporting plays a key role in ensuring transparency and enabling organisational learning.

The process defines five sequential steps:

1. Raising a safety alert.
2. Conducting an investigation using the 5-Why methodology.
3. Analysing contributing factors using five categories: organisation, procedures, teams, individual actions, and controls.
4. Defining mitigation measures and preventative actions to help avoid recurrence.
5. Defining lessons learned and applying improvements beyond the incident location.

For incidents resulting in lost time or with the to cause a serious outcome, a safety alert is raised within 24 hours by the responsible site or function leader, ensuring immediate visibility and response. A structured investigation is completed and translated into concrete actions to help prevent recurrence. The Group Health and Safety Board reviews each case to ensure consistent learning across the organisation and to strengthen the overall approach to prevention. In parallel, Hager prioritises direct dialogue: a face-to-face meeting with the affected employee(s) takes place within five working days of their return, led by the site or function leader and the direct manager. This combination of rapid response, structured learning, and personal engagement reinforces the commitment to continuously questioning how to provide better conditions for health and safety and builds a culture where people feel supported and protected.

Hager also invests in continuous improvement in this area. Health and safety managers are trained in a formal investigation method to better understand how incidents occur and to categorise their causes. Incident outcomes are also now consistently defined globally. These actions, as they mature, provide the insight needed to develop more effective lessons learned, to help prevent incidents, and to support Hager’s goal of becoming a learning organisation. Please refer to Annexure V for Health and Safety data.

8.3.3

Mental health

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Mental health and psychological safety are central to Hager’s Care commitment. All Hager employees worldwide have access to confidential psychological counselling through a Group-wide partnership with Qualisocial, available 24/7, with up to five company-funded sessions per employee. In Germany, the provider is PREVENT.ON, which offers specialist support aligned with local occupational health requirements.

Building on this baseline of direct support, Hager is developing a comprehensive Group-level mental health programme. A psychosocial risk assessment was conducted in France in 2025 – covering factors such as workload, working relationships, organisational change, and job autonomy. France, as one of Hager’s largest and most operationally diverse markets, provides both a meaningful baseline and a potentially replicable methodology for subsequent assessments across the Group. The ambition is to define a mental health programme in 2026 and set strong, replicable foundations, grounded in evidence and designed to support people.

8.4

Effective communication and feedback

A safe and protected workforce provides the foundation for performance. What sustains that foundation is the quality of dialogue between people and their organisation. Effective communication and feedback, a cornerstone of Hager's Care approach, operates on two levels:

Structural: every employee, regardless of location or role, has access to formal channels for representation, participation, and collective bargaining.

Relational: managers and employees engage in regular, quality dialogue supported by a feedback culture that no governance structure alone can create.

Both dimensions are essential. The first ensures that employee voices are heard through established mechanisms; the second ensures those voices translate into daily practice and continuous improvement.

To embed feedback as a core capability, Hager is strengthening its feedback culture across the organisation. The aim is to equip all employees with the skills to give and receive feedback effectively. This supports more open dialogue, stronger collaboration, and faster learning.

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Social dialogue helps Hager stay resilient, responsive, and aligned at every level of the organisation. Through negotiation, consultation, and open information exchange between employees, management, and their representatives, it builds transparent communication and shared responsibility.

The aim is clear: every employee, regardless of location or role, should have access to structured ways to participate and be represented. The HR function and business leaders manage social dialogue at country level, supported where appropriate by dedicated Social Dialogue Managers who work closely with employee representative bodies, unions, the European Works Council, and with the labour inspectorates of the various countries.

8.4.1

Workforce engagement and governance

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Engagement with own workforce

Formal representation structures give employees a voice in the organisation. What makes that voice meaningful in daily working life is the quality of the feedback culture that surrounds it. Hager is actively working to close the gap between structural access and relational practice – equipping managers and employees alike with the skills and habits that make feedback a genuine driver of engagement and performance, rather than a periodic formality.

Hager engages with all employees through a wide range of channels. These include learning opportunities, personal and career development, collective bargaining, and dialogue with works councils and other representative bodies. Engagement is also fostered through the Hager Awards, returning in 2026 after a three-year pause, which recognise innovation that drives sustainable growth across the value chain.

Two mechanisms anchor this exchange. The employee engagement survey ‘Tell Us!’, launched in 2022, captures organisation-wide sentiment. Performance and development interviews (PDI), in place since 2019, support ongoing dialogue between individual employees and their managers.

Hager encourages employees to express their views freely and respectfully, and supports both formal and informal mechanisms for dialogue, collaboration, and shared responsibility. To strengthen the feedback loop, the frequency of the employee engagement survey will increase from biennial to annual between 2026 and 2030.

Workforce engagement is governed through three levels of representation:

• At the European level, Hager has 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 considerations.
• At country level, particularly in those countries where Hager operates multiple entities, national works councils or similar employee representation bodies provide a platform for dialogue and constructive relationships.
• At the local level, Hager’s facilities and offices operate their own representation structures for managing dialogue around local agreements, decisions, and day-to-day operational issues.

Collective bargaining

The right to collective bargaining and freedom of association are fundamental human rights. They are enshrined in the Constitution of the International Labour Organization, and Hager fully supports them. Beyond its commitment to social dialogue, freedom of association, collective bargaining, and full regulatory compliance, Hager aims to build productive and mutually beneficial relationships between management and labour organisations. This includes fair wage practices to ensure a living wage for all employees. In 2025, 90,2% of the workforce was covered by collective agreements. In addition, 96,3% of the workforce was represented by workers’ representatives globally. For further details please refer to Annexure V.

Channels to raise concerns

Hager’s business success depends on the trust of its stakeholders. To protect this trust, Hager has a robust system to detect and address risks to business ethics at an early stage. The integrity alert system allows employees, partners, and other external stakeholders across the value chain to raise concerns. Each alert is assessed and handled promptly by the Hager Ethics Officer to safeguard business integrity.

Fairness is central to this process. Hager follows the principles of confidentiality and objectivity during investigations. The Group Ethics Officer oversees all investigations, which are carried out by ethics team members and independent experts who are not part of the relevant management chain. All investigators sign confidentiality and conflict of interest declarations. Whistleblower identities remain confidential throughout the process and are not disclosed to investigation participants or included in investigation reports.

A key element of this system is ‘Let’s Talk!’, Hager’s whistleblower system. The governance and the reporting on this are explained in detail in the “Ethics” chapter.

8.5

Lifelong learning and employability

Structured dialogue and trusted channels give employees a voice. What gives that voice substance over time is the capacity to grow – to develop skills, take on new responsibilities, and contribute to collective capability.

Lifelong learning and employability are another of Hager’s Care pillars and reflect a straightforward conviction: sustainable performance depends on people who are equipped to lead change. In a period of accelerating technological transition and demographic pressure, developing capability from within is as much a strategic necessity as a social commitment. Section 8.5 sets out how Hager pursues that ambition – through internal mobility, the Hi! University learning platform, structured expert programmes such as Eureka, and the Early Careers programmes that are building the workforce Hager will need through 2030 and beyond.

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Successful transformation depends on people being empowered to lead change. As a learning organisation, Hager equips individuals with the mindset, skills, and confidence to take initiative, challenge the status quo, and drive innovation. To support this, Hager applies its 70-20-10 people development model.

Under this model, 70% of learning takes place through on-the-job experience; 20% through peer interactions, coaching, and mentoring; and 10% through structured training delivered via courses and programmes.

A robust learning ecosystem supports Hager’s people development. Its components maximise the effectiveness of each element of the model:

• Internal mobility is promoted as a core lever for professional growth. It is guided by a fair and transparent charter and facilitates learning through direct experience.
• Coaching and mentoring are supported in various ways, with performance and development interviews (PDIs) 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 a culture of continuous learning.
• The Hi! University programme offers a wide range of courses, academies, and programmes aligned with skills needs and Hager’s strategic goals.
• Training covers a wide range of topics, from professional and technical development to overarching themes such as ethics and sustainability.

These programmes help reduce the risk of skill shortages, knowledge gaps, and delayed transformation. At the same time, they create positive social impact by strengthening employability and professional development opportunities. By systematically investing in future talent and expert capabilities, Hager turns talent attraction from a structural risk into a strategic opportunity. This strengthens innovation capacity, ensures operational continuity, and supports sustainable growth. It also strengthens cross-functional collaboration and directly supports the Project 2030 strategy for organisational resilience.

Hager continues to strengthen leadership capabilities across the organisation through its structured START, ACTIVATE, and ENGAGE development programmes, designed to support employees at different stages of their leadership journey. START builds foundational leadership skills for new and emerging managers, ACTIVATE supports leaders in expanding their influence and driving performance in more complex environments, and ENGAGE strengthens coaching, collaboration, and employee engagement capabilities for experienced people leaders. Together, these Group-wide programmes contribute to talent development, leadership effectiveness, and employee empowerment, supporting Hager’s long-term people and sustainability strategy.

8.5.1

People development and internal mobility

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At Hager, people development is designed as a comprehensive programme – covering every individual and team, with no unmet needs and no duplication – ensuring that access to learning opportunities that promote professional growth is universal across the organisation.

Internal mobility is a key lever within this programme. It means moving between business functions, disciplines, locations, and countries – broadening competencies, enabling cross-functional contributions, and supporting geographical flexibility. Every move enriches the individual and brings valuable insight and expertise across the organisation. To address the impacts, risks, and opportunities identified in the double materiality assessment related to employee engagement, Hager is committed to embedding active career management into its operating practice.

Career goals are a structured part of the annual Performance and Development Interview. In these discussions, managers and employees jointly assess development needs and readiness for future roles. All open positions are published transparently on Hager’s internal job posting platform, ensuring equal access across functions and regions. Internal candidates are systematically considered for every open position. Where role changes occur, handover and onboarding processes are implemented to ensure business continuity and effective knowledge transfer. Targeted training and upskilling measures support employees in closing competence gaps. Hager’s target is to ensure that 30% of open positions annually are filled with internal candidates through 2030.

8.5.2

Hi! University and external training

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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 roles in production, research and development (R&D), sourcing, and sales.

Hager refined its approach to calculating average training hours in 2025. The goal is to provide a more accurate picture of employee development. Previously, reporting covered only completed modules within Hi! University. The updated methodology now includes all relevant training formats, including online training, in-person sessions, and externally delivered programmes. This broader scope offers a more realistic view of workforce capability building aligned with ESRS requirements. It also ensures consistency with Hager’s training targets and internal performance monitoring framework. Based on the updated methodology, Hager employees completed an average of 9 training hours in 2025. This level remains broadly stable compared to the previous year, with a slight decrease.

Building on this 2025 baseline, Hager is further developing its Group Learning and Development strategy to better align employee development with strategic priorities and material human sustainability topics. This approach aims to strengthen employee engagement and ensure that learning initiatives deliver tangible value for both individuals and the organisation.

New targets will be defined on this basis, supporting a more focused and impact-driven development framework.

Within the 70-20-10 people development model, the ‘10’ means that 10% of new knowledge comes from structured training and formal learning. Hi! University enables cross-functional mobility by equipping employees with the skills required to transition into new roles. Employee engagement with the platform continues to increase year-on-year, reinforcing its relevance and impact.

8.5.3

Performance and development interviews

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Introduced in 2019, performance and development interviews (PDIs) are a structured tool for people development at Hager. They create clear pathways for personal and professional progress and enable people to take ownership of their performance. In 2025, 100% of targeted employees participated in their PDIs.

The calculation includes the number of targeted employees in the internal workforce who are covered by a formal performance and career development review. Hager defines targeted employees as all employees in the internal workforce except operators and service personnel. In some cases, local processes exist for operators and service staff, but Group-wide reporting is not yet available.

The assessment is conducted consistently across all countries and completed by February of the following year.

8.5.4

Eureka programme

An outstanding workforce is made up of skilled professionals. Strong technical and scientific expertise is a critical asset that supports sustainable growth, drives innovation, and strengthens Hager’s competitive advantage. The Eureka programme was established to build this capability by enabling Hager to attract, retain, and develop highly qualified experts and to systematically manage expertise.

This is especially important in a competitive market for engineering, digital, and sustainability expertise. Eureka focuses on securing and developing highly specialised technical and scientific skills. It does so through dedicated expert career paths, advanced training, and cross-functional innovation projects.

Since its launch in 2022, the programme has successfully onboarded four cohorts with a focus on engineering, industrialisation, manufacturing, and digital skills. In total, 34 experts have joined Eureka in France, Germany, and Italy, covering a broad range of specialisations, including connectivity technologies, materials science, and power and energy metering.

Eureka follows a clear roadmap. It is designed to support development, share knowledge, and advance Hager’s technological strategy. The programme also aims to develop experts with strong cross-disciplinary collaboration and communication skills. To achieve this, 21 expertise domains have been addressed so far. These domains were selected based on their relevance to Hager’s business, their expected strategic impact, and the difficulty of acquiring and developing these skills.

8.5.5

Early careers

Future prosperity depends on a strong and effective talent acquisition strategy today. Hager offers a wide range of opportunities for people at the start of their careers. These include apprenticeships, internships, student placements, and graduate programmes. Early career candidates gain hands-on experience, develop skills, and access diverse professional opportunities.

Hager’s ambition is to support global growth by attracting outstanding early career talent who can drive innovation across its international teams. The Early Careers programme brings young professionals into the organisation through three complementary pillars.

STEM deepens technical expertise for research and innovation; Local Leadership builds cross-functional business acumen within markets; and Global Accelerate prepares high-potential professionals for early management through international exposure.

Together, these pillars create a coherent framework that supports the development of future technical and leadership capabilities from within. By consistently attracting, developing, and retaining expert talent through the Eureka programme, and by applying the same focus to early‑career professionals, Hager is securing its talent pipeline through 2030 and beyond.

8.6

Fair and transparent treatment

Investing in skills and mobility gives people the means to grow. Whether that growth is open to all depends on how the organisation recruits, promotes, pays, and supports its workforce. Of the four Care pillars, fair and transparent treatment is perhaps the one most easily mistaken for a given. Every company will say it treats its people fairly. Fewer can show how. With operations in more than 30 countries and a multi-generational workforce, Hager anchors fairness in shared principles that ensure consistency and equity everywhere it operates – principles designed into how Hager recruits, how it promotes, how it pays, and how it supports people through the moments in life outside the working day.

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At Hager, the aim is for every employee to be treated fairly, supported appropriately, and respected as an individual. Hager’s approach to fair and transparent treatment brings together key elements of human sustainability: diversity, equity and inclusion, equal treatment, support during important life situations such as caregiving and parenthood, the inclusion of people with disabilities, and fair remuneration practices, including living wage and pay transparency. In this way, Hager aims to create a workplace where people can contribute with confidence, develop their potential, and feel that they are treated with dignity and respect.

8.6.1

Living wage and pay transparency

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In the Human Sustainability Charter, Hager has committed to working continuously to uphold international labour standards by striving to ensure fair living wages, reasonable working hours, and appropriate benefits for all its employees. Accordingly, Hager conducted a living wage benchmark covering 100% of Hager employees in 2025. The aim was to identify potential gaps and define actions to ensure employees are paid a fair living wage.

The living wage benchmarks are derived using the Mercer methodology, which fully reflects the principles of the Anker methodology and aligns with the definition of the International Labour Organization (ILO, April 2024). The approach defines a living wage as the level of pay earned during normal working hours that enables workers and their families to achieve a decent standard of living. This includes the ability to afford essential needs such as food (based on internationally recognised dietary standards), housing, healthcare, education, transportation, clothing, and communication. The calculation is based on a standardised household composition, with the number of children rounded to a whole number to ensure comparability.

To assess alignment with these benchmarks, from a methodological perspective, employee remuneration is annualised and compared against the living wage threshold. The remuneration considered includes base salary and guaranteed allowances that employees are expected to receive within a one-year period. In addition, benefits in kind are included where they directly enhance employees’ purchasing power. To ensure a prudent and consistent approach, benefits in kind are capped at a maximum of 30% of total remuneration, with any single benefit not exceeding 15% of pay.

Based on the initial assessment of employees in all Hager locations in 31 countries, Hager paid at least 99,94% of its employees above the living wage globally in 2025.

Launched in 2025, Hager’s living wage gap analysis project plan involves a multi-step approach. In this first step, Hager considered total guaranteed cash only, without systematically factoring in benefits that the Anker¹² methodology permits as part of the calculation. Subsequent steps will include these benefits, after which Hager will assess whether any gaps remain and provide a final comprehensive overview. At this first stage, Hager can already confirm that no less than 99,94% of its employees are paid above the living wage. This percentage may increase once the next stage of the analysis has been completed.

Based on the findings of the initial stage of this analysis, and building on this assessment, Hager has defined measures to investigate and close any identified gaps, and to strengthen alignment with its living wage commitment – with the goal of ensuring that 100% of employees are paid above the living wage.

Pay transparency

The Hager Total Reward strategy ensures fair and equitable compensation for all employees across the organisation. Pay is more than a mechanism to reward work – it is an expression of Hager’s responsibility as an employer that values authenticity, courage, and integrity.

As part of its ongoing commitment to fairness and transparency, Hager is actively engaging with the evolving EU Pay Transparency Directive. The Directive affects all employers and employees in EU member states, including all EU-based Hager entities.

8.6.2

Diversity in our workforce

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A diverse workforce brings different perspectives, experiences, and strengths that support innovation and long-term resilience. Hager is committed to creating an inclusive environment that respects and values diversity in all its forms.

This commitment is reflected in targeted initiatives across Hager’s global operations. In 2025, Hager ASEAN was recognised with a Diversity & Inclusion in Leadership award, demonstrating the impact of its structured approach. The marketing and sales teams in Singapore, Indonesia, and Malaysia implemented a focused programme to support women in advancing into leadership roles. The initiative combined mentorship, targeted development programmes, and systematic talent mapping, strengthening leadership diversity while building a robust internal talent pipeline.

By the end of 2025, the proportion of women in top management stood at 23%. On the Board of Directors and Supervisory Board, women’s representation remained at 18%. Hager’s target is to reach 30% female representation in top management¹³ by 2030.

Please refer to Annexure V for further details on our diverse workforce.

8.6.3

Parenting support and caregivers

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Hager supports employees in balancing professional and personal responsibilities through comprehensive family-related leave policies. At significant locations of operation¹⁴, the following entitlements apply: maternity, paternity, and parental leave are available to 97%, 95%, and 95% of employees respectively.

These figures represent employees who are entitled to such leave under applicable local legislation and Hager collective agreements. Variations reflect different regulatory frameworks across jurisdictions: some countries provide statutory maternity leave but not separate paternity provisions; others offer shared parental leave models.

Hager’s approach respects these local requirements while ensuring consistent support for parenthood across the organisation. Carer’s leave is available to 83% of employees at significant locations, reflecting national variations in statutory requirements. Many countries have no mandatory carer’s leave provision; Hager has negotiated entitlements in locations where this is legally possible and strategically important.

In 2025, Hager maintained these entitlements at significant locations of operation, representing 96,6% of the total workforce. The company monitors coverage globally and works toward aligning policies across regions, recognising that the ability to manage parenthood and caregiving responsibilities is essential to employee wellbeing and retention.

8.6.4

Workers with special needs

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Hager supports the workplace integration and long-term inclusion of employees with disabilities¹⁵ across all its operations. In 2025, employees with disabilities represented 3% of Hager’s internal workforce. Hager recognises that disabilities are not always visible, and that many employees with chronic conditions – including asthma, diabetes, rheumatism, vision impairments, and severe allergies – may benefit from targeted workplace support without a formal disability status.

Across the Group, Hager’s approach includes annual awareness campaigns on both visible and non-visible disabilities, workplace adaptations supported by local occupational health teams, and access to relevant administrative support and funding mechanisms where available in each country of operation.

In France, where Hager has its largest operational footprint, this approach is formalised through the national disability recognition system (RQTH – Reconnaissance de la Qualité de Travailleur Handicapé¹⁶), which gives employees access to workplace adaptations, financial support, and tailored administrative assistance. Hager further actively manages applications for RQTH, MPDH¹⁷, and CPAM¹⁸ processes on employees’ behalf, reducing the administrative burden on individuals. Hager also applies for RLH¹⁹ grants to help offset reductions in work capacity, enabling employees to remain productive contributors.

Hager participates in the Board of Directors of Action et Compétence²⁰ (Handicap), reinforcing its commitment to inclusive employment practices across the French business community. Hager aims to strengthen the consistency of disability inclusion practices across all countries, using France as a model while adapting approaches to local legal frameworks and workforce needs.