ESRS S1 – Own Workforce

Consumer

Consumer

We firmly believe that our employees are the key to the success of our company. Their commitment and expertise are a major reason why our brands and products are appreciated and purchased all over the world. As an employer, we offer our employees attractive conditions and a wide range of opportunities to grow personally and help shape the future of the company. In doing so, we create an important basis for successfully competing for talent.

Our culture is based on trust, collaboration, respect, openness, and mutual appreciation – and, in addition to our Core Values of Care, Simplicity, Courage, and Trust, focuses in particular on a sense of community.

Code of Conduct (CoC) for employees

Our company operates worldwide – and laws, codes of conduct and customs are as diverse as the languages spoken by Beiersdorf employees. This is why we set high standards when it comes to responsibility, both for us as a company and for each individual. Our Code of Conduct for the Consumer Business Segment is designed to set out these binding standards and provide guidelines that anyone can apply in any location where the Consumer Business Segment is represented by affiliates. It is intended to help employees, managers and members of the Executive Board alike to understand our principles, act in accordance with them and preserve them for the future. The Code of Conduct addresses material topics such as diversity and occupational health and safety, among others and stipulates that any form of discrimination or harassment is expressly rejected in all areas of the company and in all decisions. This applies regardless of skin colour, gender, age, religion, ideology, sexual orientation and gender identity, disability, cultural, ethnic or national origin. A detailed description of the Code of Conduct and its content as well as the relevant monitoring processes can be found in the chapter “ESRS G1 — Business Conduct.”

Declaration of Principles on Upholding Human Rights

With our “Declaration of Principles on Upholding Human Rights,” we are making an express commitment to strengthening human rights: We do not tolerate any form of corruption, forced labor, human trafficking, child labor, or discrimination. This applies both to our own sites and employees worldwide and to all workers in the value chain. Furthermore, we support the health and safety of employees in the workplace, employees’ right to freedom of association, including collective bargaining, and environmental protection. We are also committed to equal rights and treatment and to diversity. The “Declaration of Principles on Upholding Human Rights” therefore addresses the material topics of freedom of association/collective bargaining, health and safety and diversity.

A detailed description of the “Declaration of Principles on Upholding Human Rights” can be found in the chapter “ESRS S2 – Workers in the Value Chain.”

Diversity, Equity & Inclusion Roadmap (DE&I Roadmap)

As a global company, we see diversity in our workforce as an opportunity. The aim of our DE&I Roadmap is to create an inclusive corporate culture whose diversity reflects the diversity of our customers while also taking gender balance into account. Our roadmap sets out three strategic priorities to achieve this objective:

1. Embedding a truly inclusive culture of “We” rather than “I.”
2. Driving diversity in leadership positions (with a focus on gender parity).
3. Achieving diversity in our teams beyond the focus on gender (#beyondgender).

The “DE&I Roadmap” applies to all employees worldwide of the Consumer Business Segment. Nicola D. Lafrentz, Member of the Executive Board, CHRO and Labor Relations Director for Germany, is responsible for implementing the “DE&I Roadmap.”

The roadmap is available on our intranet and accessible to all employees.

The DE&I Roadmap addresses the ESRS sub-topics of diversity and gender equality, which have been identified as material.

Safety and Health Policy

The aim of our “Safety and Health Policy” is to reduce potential safety risks and accidents in our production facilities. The policy includes our most important actions and programs, and can be used by our sites as a basis for developing their own local implementation plans and actions. These include, among other things:

• Safety and health management systems: Implementation and continuous improvement of systems to identify, assess and control risks.
• Emergency preparedness and response: Development and regular review of emergency plans and implementation of appropriate trainings.
• Health management: Promotion of the physical and mental health of employees through preventive measures and health offerings.
• General safety aspects: Implementation of measures to ensure a safe working environment, including the provision of personal protective equipment and the safe handling of machinery and equipment.

Our global and local safety departments, together with our leadership teams, are responsible for implementing the policy and for our overall safety management in the workplace. Senior managers are responsible for implementing safety and health management systems relevant to their sites. Our “Safety and Health Policy” applies particularly to all our production sites around the world.

To monitor the progress of our safety measures, we use global indicators and carry out regular audits. These audits are carried out both by external partners and internally to ensure compliance with the policies and identify potential for improvement. The “Safety and Health Policy” is available on our intranet and accessible to all employees.

Global policy on serious illnesses

Trust and care are firmly anchored in the Consumer Business Segment’s value system. In cases of life-threatening illnesses, we support our employees from their diagnosis through to their reintegration into the workplace. The policy  applies globally to all employees of the companies in the Consumer business unit and becomes effective through national agreements accordingly. Nicola D. Lafrentz, CHRO and Labor Director in Germany, is responsible for the guideline. We offer medical and social support for those affected and attach great importance to educating and informing managers.

There are currently no global policies on the material topics of social dialog, training and skills development, equal pay for work of equal value, work-life balance and working time, as these labor law agreements are made at national level in accordance with national legislation and occupational health and safety laws.

Consumer

Consumer

Participation and involvement, along with transparency and engaging in a dialog as equals, are key success factors for a “we culture.” We involve all employees regarding the material positive and negative impacts through a variety of different formats. In the 2024 reporting year, these included two global town hall meetings that were broadcast worldwide, various functional and local town hall meetings and a total of four works meetings for Beiersdorf AG Hamburg (Consumer Business Segment). These events offer our employees the opportunity to contribute their views through open question and answer sessions. We use e-mails from our Executive Committee and our intranet to keep all employees – at global and local level – worldwide informed and involved. This dialog is designed to strengthen our “we culture” and also reflects our Core Value of Care.

Another important element of our corporate culture is the involvement of workers’ representatives. This allows us to incorporate the views of our workforce into our decision-making processes and activities as part of constructive and trust-based cooperation and to make and implement decisions on actual or potential impacts together. This applies equally across Europe, where another of our aims is to ensure compliance with all European requirements in the area of labor law and occupational safety in the various European legislative frameworks.

The perspectives of our own workforce are also reflected through the workers’ representatives on Beiersdorf AG’s Supervisory Board. The Supervisory Board of Beiersdorf AG consists of twelve members, all of whom are elected for a term of five years. Six are elected by the Annual General Meeting (in accordance with the German Stock Corporation Act – AktG) and six are elected by the company’s employees (in accordance with the German Codetermination Act – MitbestG). The task of the Supervisory Board is to advise the Executive Board on the management of the company and to monitor its activities in accordance with the law, the Articles of Association and the rules of procedure. Its members are involved in decisions that are of fundamental importance to the company and it works closely with the Executive Board in the company’s best interests.

In addition to our multifaceted cooperation with workers’ representatives, we attach great importance to receiving individual feedback from each and every employee. In the fourth quarter of the reporting year, we conducted our annual “teampulse” engagement survey worldwide for the fourth time. This survey is aimed at all permanent employees as well as temporary employees who have been with the company for more than six months. To ensure the results could be compared with the previous years, we used the same core questions but made some new additions to address current topics such as decision making and communication. As in previous years, our employees were interested in sharing their feedback. One of the questions we ask as part of this survey is how far participants believe the results will lead to concrete action by the company. This question gives the company an implicit impression of whether the workforce feels represented in the company’s decisions and how the effectiveness of our cooperation with the workforce should be assessed.

To gain the perspectives of people in the workforce who may be particularly vulnerable to negative impacts on their wellbeing and/or to being marginalized, we have also included questions on diversity and inclusion in this engagement survey and provided free text fields so that they have the option to leave comments. We continuously invite employees to express their opinions on the intranet via our “Speak Up. We Care.” whistleblowing system.

Operational responsibility for incorporating the perspectives of our own workforce lies with Nicola D. Lafrentz, Member of the Executive Board, CHRO and Labor Relations Director for Germany. As part of our People Strategy, Nicola ensures that the views of employees are taken into account in company decisions.

Consumer

Consumer

We know how important a healthy work-life balance and flexible working models are for the satisfaction and productivity of our employees. This is why we offer our employees the opportunity to choose between flexible working time models to suit their stage of life and individual needs.

Our flexible working time model with flexitime and options for working from home helps our employees to achieve an optimal balance between work and family life. We promote family-friendly working practices and attach particular importance to compliance with parental leave regulations and a smooth return to work. There is also a parent/child office at the Beiersdorf AG headquarters, which offers parents a flexible environment.

On top of this, we offer additional services such as a cleaning service, a restaurant and various mobility options to make everyday working life more convenient and healthy. Our aim is to create a working environment that takes both professional and personal needs into account and promotes satisfaction and productivity.

The regulations for flexible working time models and flexitime are agreed at the level of the national affiliates and are not currently subject to any global policy. Worldwide, we offered flexible working time in 86% of our affiliates, part-time working in 66% of our companies and the option of sabbatical leave in 49% of our affiliates at the end of the reporting year. We plan to standardize these regulations globally over the next ten years.

All measures described below contribute to achieving the goals and ambitions set out in our policies. The following actions were implemented in the 2024 reporting year:

Working time regulation

Description: The working time regulation at Beiersdorf AG and Beiersdorf Shared Services GmbH is based on flexibility and trust. Employees can organize their working time flexibly within a certain framework and have the opportunity to freely choose their place of work, e.g. mobile or hybrid working by arrangement, if their tasks allow this. Employees are responsible for recording their own working time.

To promote cooperation, teams can specify service times during which their availability is guaranteed. Time off in lieu (flexitime) is possible by arrangement and can also be combined with vacation. The statutory regulations apply, with employees permitted to work a maximum of ten hours a day in exceptional cases. This regulation on flexible working is governed for Beiersdorf AG and Beiersdorf Shared Services GmbH by works agreements which include topics like flexible working time and part-time working. In addition, the topic of trust-based working hours for our non-tariff employees in management group 4 of Beiersdorf AG is also described in a works agreement.

Scope: Beiersdorf AG, Beiersdorf Shared Services GmbH

Time horizon: Ongoing

Expected outcome: Regulation on flexible working time so that our employees can better reconcile professional and private needs and therefore work more productively.

Material topics addressed: Working time, work-life balance

Working time/flexible work location

Description: We offer our employees from Beiersdorf AG and Beiersdorf Shared Services GmbH the opportunity to work one or two days a week from a different location (but in the same country).

Scope: Beiersdorf AG, Beiersdorf Shared Services GmbH

Time horizon: Ongoing

Expected outcome: The action is intended to help employees achieve a better work-life balance and work more productively as a result.

Material topics addressed: Work-life balance

Job sharing

Description: In addition to part-time working and other flexible working arrangements, we offer a job sharing model where two employees take on the same position together as a job tandem. This job sharing model has been standard practice at our company for several years and also applies at the top management level (known as “top sharing”) or, via the “joint leadership” model, up to the middle management level. We also support the “senior meets junior” model, where employees from two generations share a job and learn from each other. This provides them the option for part-time study or a transition to partial retirement.

At the end of the reporting year, we had a total of 45 job-sharing tandems (previous year: 38). 27 tandems (previous year: 21) have personnel responsibility – part-time or full-time. Eight tandems are made up of people of different genders. Two tandems also work across borders – meaning the job sharing partners work in different countries. Our job sharing tandems are an example of balanced and diverse collaboration.

Scope: All German locations of Beiersdorf AG and currently 30% of global locations of Beiersdorf AG. We aim to further increase the proportion of participating subsidiaries over the next five years.

Time horizon: Ongoing

Expected outcome: The action should help employees manage different jobs even if they are working fewer hours. We also see this as an important tool for strategic HR work and development.

Material topics addressed: Working time, work-life balance

Parental leavers programs

Description: In cooperation with the “MyCollective” start-up, we offer two global “Parental Leavers” programs. One is aimed specifically at managers entering parental leave, while the other is open to all employees currently on parental leave. Both programs are based on an online platform that enables employees on parental leave to stay connected during this phase if they wish, build a network, and take advantage of various training opportunities. The focus here is on providing the right tools to support their return to work in the best possible way.

Scope: All global locations of Beiersdorf AG

Time horizon: Ongoing

Expected outcome: The action is intended to make it easier for employees to return to work after parental leave.

Material topics addressed: Work-life balance

Company kindergarten “TroploKids”

Description: In addition to the many flexible working arrangements on offer, we offer childcare facilities for the children of our employees in Hamburg through our company kindergarten “TroploKids.” In addition, places are also given to children from the neighborhood, which supports our Care strategy.

Scope: All Hamburg locations of Beiersdorf AG

Time horizon: Ongoing

Expected outcome: Our aim with this action is to offer employees in Hamburg childcare options for their children and at the same time strengthen our social responsibility by opening up to the neighborhood.

Material topics addressed: Work-life balance

Beiersdorf health management

Description: The aim of the Beiersdorf health management is to sustainably promote the health and well-being of all employees. The program relies on preventive measures to reduce stress, strengthen individual resources and create a healthy working environment in the long term. Offers on ergonomic workplace design, exercise and nutrition, regular check-ups, social counseling and psychological counseling are intended to support employees in their physical and mental health. All company health management offers can be viewed via intranet.

Scope: All Hamburg locations of Beiersdorf AG

Time horizon: Ongoing

Expected outcome: Greater resilience among employees and long-term health promotion.

Material topics addressed: Health and safety

Freedom of association & collective agreement coverage

Description: Beiersdorf is a member of the collective bargaining association for the chemical industry, which means the provisions of the collective agreement are binding for all employees employed under collective agreements, provided that their employment contracts refer to the collective agreement or parts of it. The salary concerns of non-tariff employees in management groups 4 – 5 are collectively regulated under labor law in company agreements in the respective German Beiersdorf companies. In order to take current requirements into account, the employment contract templates at Beiersdorf are regularly revised.

Scope: All German Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: Beiersdorf offers a transparent and reliable structure for working and remuneration conditions.

Material topics addressed: Collective bargaining

Social dialog in the German affiliates

Description: Social dialog at national level is regulated by a voluntary works agreement. The works agreement contains regulations on the creation of a joint body consisting of company management representatives and workers’ representatives from the respective nationally elected workers’ representative bodies or recognized workers’ representative bodies. Regular meetings are held to exchange information between the workers’ representatives, the Labor Relations Director and other management representatives.

Scope: All German Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: Promotion of dialog between representatives of the employer and the workforce on social policy issues as well as joint agreements reached.

Material topics addressed: Social dialog

Social dialogue in the European area

Description: Within the scope of the European Union, our employees are represented by the European Works Council. Social dialogue at European level is regulated by a voluntary works agreement. The works agreement contains regulations on the creation of a joint body consisting of company management representatives and workers’ representatives from the respective nationally elected workers’ representative bodies or recognized workers’ representative bodies. Regular meetings are held to exchange information between the workers’ representatives, the Labor Relations Director and other management representatives.

Scope: All Beiersdorf AG locations in the member states of the European Union and the signatory states to the Agreement on the European Economic Area

Time horizon: Ongoing

Expected outcome: Promotion of dialog between representatives of the employer and the workforce on social policy issues as well as joint agreements reached.

Material topics addressed: Social dialog

Further development of our safety management system

Description: In the Consumer Business Segment, we developed a new internal auditing program that was piloted at two production sites. In addition, we have defined “Life Saving Rules” to create a safe working environment and educate our employees about the topic of safety. These rules will be rolled out at the various locations.

Scope: All global production sites and self-operated logistics sites

Time horizon: 2024–2025

Expected outcome: Increased safety awareness of the potentially high safety risks and thus a reduction in serious incidents and injuries in the work environment.

Material topics addressed: Health and safety

Consumer

Consumer

To promote our corporate culture, we focus on: training and skills development as part of our “Global DE&I Knowledge Framework,” event offerings and the establishment and promotion of employee resource groups that work with the DE&I team to focus on the needs and interests of different minorities.

Representative body for people with severe disabilities

Description: The Beiersdorf AG representative body for people with severe disabilities represents the interests of employees with severe disabilities and equivalent status as well as those at risk of disability. Its main task is to promote their participation in working life, provide support and actively represent them in company actions and initiatives. Information on our representative body for people with severe disabilities can be found via our internal intranet.

Scope: All German Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: Better integration of employees with severe disabilities and equivalent status into everyday working life.

Material topics addressed: Equal treatment and opportunities for all

Training and skills development

Description: Our “Global DE&I Knowledge Framework” provides our employees with training on the topic of diversity in various formats. The “Global DE&I Essentials Journey” training program uses a special “train-the-trainer” concept to provide middle managers with a sustainable bedrock of DE&I knowledge as part of our largest learning initiative and strengthens the inclusive leadership of teams.

Scope: All global Beiersdorf AG sites

Time horizon: Until December 31, 2025

Expected outcome: We want to use the “Knowledge Framework” to promote a more inclusive corporate culture that enriches us with different perspectives, making us more innovative. By training middle management, we expect to promote a team culture in the long term in which everyone feels respected and able to express their authentic personality.

Material topics addressed: Diversity, training and skills development

Information events with a focus on Diversity, Equity & Inclusion

Description: We offer various events on the topic of diversity. Events in the reporting year included:

• Keynote speech for Black History Month by Prof. Dr. Lorenz Narku Laing, winner of the Germany Diversity Award 2023, on anti-racism and discrimination
• Keynote speech for IWD 2024 by Dan Guinness, which highlighted the divided perspectives of Generation Z on the topic of gender.
• On the occasion of political discussions, a fireplace chat took place under the title “Taking a Stance – Values in Times of Crisis Now and Then.” In the discussion with Dan Unger, the great-grandson of our first chairman Willy Jacobson, attitude issues from the past 142 years as well as our position against extremism and racism were discussed.

Scope: All global Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: We use keynote speeches to broaden the knowledge horizons of our employees and promote a culture of diversity and openness.

Material topics addressed: Diversity, training and skills development

Employee communities and grassroots initiatives

Description: With the establishment of the new employee community “ability” for employees with disabilities in 2024, we now have a total of seven employee communities that are active in the areas of LGBTIQ+¹, gender diversity, generations, fathers, and cultural diversity in the workplace. The DE&I team regularly interacts with the various communities, which offer trainings and events, among other things. These include:

• “Be You” – the LGBTIQ+ community, which aims to raise awareness of LGBTIQ+ issues and create an even more inclusive environment.
• “#SisterhoodisPower” – the grassroots community where women empower each other in their careers.
• “LEAD NETWORK Community” – a group of Beiersdorfers who belong to the Europe-wide “LEAD Network” and aim to drive gender parity across Europe together with employees at other companies.
• “New Generation 50+” – a network representing the interests of the older generation.
• “WEnited” – a group of international staff who aim to promote dialog and cohesion between international coworkers.
• “dad.icated” – a community of fathers, fathers-to-be, and allies, to encourage making their own idea of life as a father a reality.

Scope: All Beiersdorf AG sites in Hamburg

Time horizon: Ongoing

Expected outcome: Our employee communities and grassroots initiatives made a contribution to promoting an inclusive “we culture” in the reporting year. They ensure that our employees’ voices are heard and that their different needs are incorporated into our DE&I strategy.

Material topics addressed: Diversity, training and skills development

Educational measures on diversity in management positions

Description: We use specific educational measures to encourage discussions on diversity in management positions worldwide; the following actions in the reporting year are particularly worth highlighting:

• For International Women’s Day on March 8, we focused on the campaign theme #InspireInclusion in 2024. During a global and hybrid event, we used various sessions and testimonials to convey how important it is to create a better, more inclusive world for women and for all of us.
• The eighth “Wo*Men in Leadership Convention,” which took place on November 12, 2024 and was aimed at all employees worldwide, offered a platform for dialog. Under the motto “Winning with Gender Parity,” the program comprised various keynotes, “change-making” sessions, and interactive master classes. A speed-dating format also enabled attendees to talk directly to our Executive Committee and various managers from the most senior level. For the first time, there were also local sessions in various regions (e.g., Dubai, Eastern Europe, Brazil, and North America), giving the convention an international focus. The overarching message of the event was: “To be successful, we promote equality and inclusion. Diversity is crucial to us and together we inspire transformative change for an inclusive work environment and society.” Some 350 colleagues attended the event in person in the auditorium, with over 1,200 employees following via the livestream.

Scope: All global Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: We use regular information events and discussion formats to broaden our employees’ knowledge horizons and promote a culture of diversity and openness.

Material topics addressed: Diversity, training and skills development

Female Talent Program

Description: In the reporting year, we continued the “Female Talent Program” in cooperation with “Shape Talent,” a London-based company. A third cohort completed the “Female Leadership in Finance” program in 2024 while the “StrongHER” supply chain program saw its first cohort of successful graduates.

Scope: All global Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: These actions are designed to promote gender equality and break down barriers so that women can realize their full potential.

Material topics addressed: Gender equality

Equal pay analysis

Description: At Beiersdorf, we are committed to equal pay and consider it a cornerstone of our Diversity, Equity & Inclusion strategy. To identify pay gaps and understand their causes, we launched an equal pay analysis in selected pilot countries/companies in 2023, which we expanded further in 2024. We aim to carry out the analysis for all companies in 2025.

Scope: All global Beiersdorf AG sites including the sites of our brand La Prairie

Time horizon: Until December 31, 2025

Expected outcome: Achieving transparency over wage differences

Material topics addressed: Gender equality and equal pay for work of equal value

Talent Processes

Description: The Beiersdorf Talent Processes are a central component of talent management and take place annually. With the support of the HR department, management teams calibrate the potential levels and development opportunities of all employees. The goal is to develop all employees, identify talents and potential leaders, create tailored development plans, and plan succession scenarios for key positions. Through the Talent Processes, we aim to identify talents, build strong and measurable talent pipelines and pools, support and challenge our talents, provide them with calibrated feedback and a solid foundation for their further professional and personal development, and foster a performanceoriented corporate culture.

Scope: All global Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: Identification of talents, determination of development steps for each employee, and establishment of succession planning for key positions

Material topics addressed: Training and skills development

Performance Management

Description: The purpose of the Performance Management process is to foster a constructive dialogue between employees and their direct supervisors to create an environment that supports both performance and personal growth. A reliable and trustworthy communication culture is based on transparent and comprehensible feedback. The skills of our employees form the foundation on which both individual development and corporate strategies can thrive. For successful further development, continuous feedback on one’s own performance and behavior, as well as a realistic assessment of available development and growth opportunities, are essential. At Beiersdorf AG and its German subsidiaries, performance management is regulated through the respective company agreements.

Scope: All global Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: Development of a sustainable feedback culture and further development of employees

Material topics addressed: Training and skills development

Training Programs

Description: All employees are required to participate in training sessions on compliance topics such as data protection, anti-discrimination, prevention of harassment, child labor, forced labor, and ethical conduct. Training materials are regularly updated to reflect changes in laws, policies, and business practices. Attendance lists, recording dates and topics, are maintained to ensure compliance with regulations and to evaluate the effectiveness of the training. In addition to compliance training, voluntary programs are also available, such as training on occupational safety, leadership skills, and intercultural communication. These programs aim to enhance employees’ professional and social skills and support a responsible corporate culture. Furthermore, special training sessions on topics such as innovation management and digital competencies are regularly offered to prepare employees for the challenges of an ever-changing work environment.

Scope: All global Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: Training and competency development of our employees

Material topics addressed: Training and skills development

Education and Talent Development

Description: Beiersdorf offers comprehensive training programs to ensure highly qualified professionals in both technical and commercial fields. At the Hamburg site, training is provided for technical professions such as industrial clerk, clerk for digitalization management, IT specialist, chemical laboratory technician, chemical technician, and mechatronics technician.

Scope: All German Beiersdorf AG sites

Time horizon: Ongoing

Expected outcome: Training of skilled workers and talent development

Material topics addressed: Training and skills development

In the course of our reporting, we found that we do not currently have any global actions on specific topics, in particular working time, social dialogue, collective agreements and freedom of association. This is due to the ongoing development of corresponding global programs and initiatives, which are currently being implemented primarily at local or regional level. For example, we have concluded extensive catalogs of measures (works agreements) with the German works councils to improve working conditions. We are actively working on closing these gaps over the next ten years in order to ensure comprehensive reporting in the future. Beiersdorf nevertheless ensures that the minimum standards in these areas are met in accordance with national laws. Responsibility for this lies with local and regional HR managers.

Consumer

Consumer

Occupational safety target: No accidents

Description: Our strategic objective is to reduce the number of occupational accidents and work-related ill health as well as excessive physical and psychological stress factors to zero.

Relationship to policies: This target is intended to help us implement our “Safety & Health Policy” and promote our health protection activities.

Base year and baseline: N/A, annual target achievement

Scope: All global locations of Consumer Business Segment (production centers and offices) including self-operated logistic centers

Progress: In the production and logistic centers, the “Recordable Incident Rate” (RIR) in 2024 was 2.46 accidents per million working hours. The overall RIR in 2024 including the offices was 2.42 accidents per million working hours. This rate includes all injuries resulting in lost time as well as cases of work restrictions and medical treatment over and above first aid.

Monitoring the target: We monitor progress using the overall “Recordable Incident Rate” (RIR). These are tracked annually.

Stakeholder involvement in target setting: The employees at the production and logistics centers were involved via the local SHE managers (Security, Health & Environment) in setting the target.

In the course of our reporting, we found that we currently have no global targets on specific topics, in particular working time, work-life balance, social dialog, collective bargaining agreements, and freedom of association. This is due to the ongoing development of corresponding global programs and initiatives, which are currently being implemented primarily at local or regional level. For example, we have entered into extensive agreements on targets for improving working conditions as part of works agreements with the German works councils. We are actively working on closing these gaps over the next ten years in order to ensure comprehensive reporting in the future. Beiersdorf nevertheless ensures that the minimum standards in these areas are met in accordance with national laws. Responsibility for this lies with local and regional HR managers.

Consumer

Consumer

Beiersdorf Gender Parity Ambition (management levels 1-4)

Description: By 2025, we wanted to achieve a 50:50 gender balance in management positions (management levels 1-4) in the Consumer Business Segment worldwide.

Relationship to policies/strategies: Our aim with this target is to contribute to our “Diversity, Equity and Inclusion Roadmap” and promote equal opportunities within the company.

Base year and baseline: 2020; in 2020, the gender balance of all management positions (management levels 1-4) worldwide was 45.5% at the end of the year.

Scope: All global Beiersdorf AG sites

Progress: Gender parity was achieved ahead of schedule: as of September 2023, 50.3% of leadership positions worldwide were held by women. At the end of the 2024 reporting year, the value remained constant at 51.9%.

Monitoring the target: The metrics are collected every six months at global, regional and functional level and shared with the Executive Board. HR business partners and managers develop specific actions based on this data.

Stakeholder involvement in target setting: No stakeholders were involved in setting the target.

Representation of women in top management

Description: In addition to our global “Gender Parity Ambition,” in Germany we are bound by the legal regulations on the equal participation of men and women in leadership positions. In accordance with §76 Paragraph 4 AktG, the Executive Board has set binding targets for Beiersdorf AG to increase the proportion of women for the two management levels below the Executive Board, which must be achieved by the end of 2026. We are also subject to the statutory obligation of a minimum proportion of at least 30% women and men on the Supervisory Board and at least one woman on the Executive Board. Based on this, the Supervisory Board has set a voluntary target of 30% for the proportion of women on the Executive Board. 

• Executive Board: at least 30% proportion of women
• First management level: at least 35% proportion of women by December 31, 2026
• Second management level: at least 50% proportion of women by December 31, 2026
• Supervisory Board: at least 30% proportion of women

Relationship to policies/strategies: Our aim with this target is to contribute to our “Diversity, Equity and Inclusion Roadmap” and promote equal opportunities within the company.

Base year and baseline: 2022 and 2023; in 2022, the proportion of women on the Executive Board was 38%, in the first management level 31% and in the second management level 48%. In 2023, the proportion of women on the Supervisory Board was 41.7%.

Scope: Beiersdorf AG

Progress: We have already achieved three quarters of our targets in the reporting year. We will probably reach the missing quarter on time as well. The target variables mentioned above are contrasted by the following actual figures:

• Executive Board: 42.9%
• First management level: 43.9%
• Second management level: 46.8%
• Supervisory Board: 58.3%

Monitoring the target: The metrics are collected every six months at global, regional and functional level and shared with the Executive Board. HR business partners and managers develop specific actions based on this data.

Stakeholder involvement in target setting: No stakeholders were involved in setting the target.

Equal pay

Description: Our goal is to achieve the “Universal Fair Pay Leader” certification by 2026. The internationally recognized certification process is a reliable guide through the complex jungle of certifications and is an effective control, management and communication tool for the implementation of equal opportunities and equality in companies and organizations. In Germany, the certification is awarded by the “UNIVERSAL FAIR PAY CHECK®.”

Relationship to policies/strategies: Our aim with this target is to contribute to our “Diversity, Equity and Inclusion Roadmap” and promote equal opportunities within the company.

Base year and baseline: 2024; at the end of the reporting year, there was a 0.98% adjusted pay gap in favor of male employees. The assessment was conducted in 50 countries, covering around 70% of our global workforce. The assessment will be expanded to the entire workforce in 2025.

Scope: All global locations of Beiersdorf AG including the locations of our brands La Prairie and Chantecaille

Progress: We expect to achieve this target in 2026. To achieve this, we must keep our adjusted pay gap at up to 1% and our unadjusted pay gap at up to 10%.

Monitoring the target: The metrics are collected annually at global, regional and functional level and submitted to our external certification partner. HR business partners and managers use this data to develop specific actions to eliminate inequality.

Stakeholder involvement in target setting: No stakeholders were involved in setting the target.

Training and skills development

Description: We want to use our “Global DE&I Knowledge Framework” to provide our employees with training on the topic of diversity in various formats. The “Global DE&I Essentials Journey” training program uses a special train-the-trainer concept to provide around 80% of or 3,000 global middle managers with a sustainable foundation of DE&I knowledge by 2025 as part of Beiersdorf’s largest learning initiative and strengthens the inclusive management of teams. We also offer “Choosing Our Words With Care”, an open training program on inclusive language.

Relationship to policies: Our aim with this target is to contribute to our “Diversity, Equity and Inclusion Roadmap” and further develop our managers.

Base year and baseline: 2024; at the end of the reporting year, the number of managers trained was estimated 40%, based on the number of cohorts conducted and the planned number of participants.

Scope: All global locations of Beiersdorf AG

Progress: We expect to achieve this goal by December 31, 2025.

Monitoring the target: The metrics are continuously collected at global, regional and functional level via the attendance lists for training sessions.

Stakeholder involvement in target setting: No stakeholders were involved in setting the target.